Recruiting, Marketing, & Incentives

Transcription

1 Recruiting, Marketing, & Incentives Financial actions/processes are executed throughout the Cadet Lifecycle. Freshman Year Sophomore Year Junior Year Senior Year 1A 2A 2B 2B 1B 2B 2C 2C 1C 1D 1D 3A 2D 2D 2E 2E 1 3B 2G 2F ROTC is conducted during post-secondary education 274 Host Schools 690 Crosstown or Extension Center Schools 30,821 Cadets (Tracked in CCIMM) 5000 Faculty, Cadre, and Staff As of 4/11/2018 2F 2G 3B 1A Missioning and Resource Process 1B Mission Execution Guidance Process 1C Scholarship Allocation Model Process 1D Cadet Annual Survey Process 2A Conduct National Scholarship Process 2B Conduct Board Process 2C Conduct GTG Waiver Process 2D Conduct Green to Gold Process 2E Execute Cadet Actions Process 2F Execute Campus Scholarship Process 2G Conduct Hip Pocket Process 3A USACC Marketing Plan Process 3B Lead Generation process

2 Recruiting, Marketing, & Incentives Directorate (RMID) Responsible for the analysis, planning, synchronization, integration and directive guidance for the Command's commission mission for all Army components. Develop, plan, coordinate, administer and assess the Command's talent acquisition efforts including marketing, outreach, recruiting, retention and incentives strategy, policies & programs. Initiates and integrates research and analysis to describe the USACC operational environment. 2

3 RMID 1A Missioning and Resource Process Summary: This RMID process analyzes the DAG1 commission mission, distributes it to programs and aligns resources and policy to achieve that mission. The process starts with DAG1 assigning USACC a five year commission mission. That mission is then analyzed and distributed to BDEs. RMID and the BDEs adjudicate that mission during the Mission Resource Conference (MRC) and distribute the mission to the individual programs. Then resources and policy are adjusted to support that mission and programs are then held accountable for that resulting mission. 1B Mission Execution Guidance Process Summary: This simple process compliments process 1A by continually monitoring BDE missions and updating those missions throughout the year to ensure that the command makes mission overall. It starts with receiving the DAG1 mission and analyzing it in the OAD mission model. That mission is then adjudicated with the BDEs and distributed to the programs. Progress is monitored and adjusted based on performance throughout the year. 1C Scholarship Allocation Model Process Summary: This process includes the analysis of the USACC mission and the required budget to support that mission. It starts with receiving initial budget guidance from DAG1 and USACC G8 budget guidance. Then the adjudicated mission numbers and average scholarship dollars are integrated into the SAMS model to calculate a five year budget. That budget is sent through G8 to DAG1 for approval. If approved that budget is executed and used to fund programs to support cadet costs. 1D Cadet Annual Survey Process Summary: This process is a survey process used to gain insight into USACC and BDE level practices. This process includes an ensemble of surveys extended to CST cadets and on campus cadets that assesses their overall experience and reception of USACC and BDE practices. 3

4 RMID 2A Conduct National Scholarship Process Summary: USACC conducts the national scholarship process to provide the baseline to each program to posture them for mission success. The process involves an on-line application process that is initiated by the applicant and is refined by human processors at the HQ who are assigned to applicants based on a portion of the alphabet. The applicant is required to provide all source documents (e.g. ACT/SAT scores, Transcripts, etc.) There is significant electronic and telephonic communication with the applicants. The application phase of the program ends with the applicant completing a physical fitness assessment (PFA) and an interview with a sitting Professor of Military Science (PMS). The PMS will upload the results of the interview and the PFA in preparation for the board process. Database is uploaded with multiple data elements so that statistical analysis can be accomplished. 2B Conduct Board Process Summary: USACC conducts the board process IOT select the best qualified applicants for award of scholarships (4 year and 3 year advance designee)8. There are typically 4 centralized boards (3 national boards and one Green to Gold board) conducted each year from which an order of merit list (OML) is developed. The board is comprised of a diverse panel of 8 PMSs who have significant USACC experience. Additionally, the board has Nurse Representation. Each applicant record is reviewed and voted (using a 1- to 6+ rubric) by 3 separate PMSs and is reviewed by a HQ manager to ensure voting remains within tolerance. The final portion of the board is the where an algorithm is run against the assembled OML to select the most qualified and align applicants against their schools of choice. This process generates scholarship offer letters (and no offer letters) that are sent to each applicant both electronically and via USPS. The applicant accepts or declines the scholarship by returning the signed memo to HQ. Database is uploaded with multiple data elements so that statistical analysis can be accomplished. 4

5 RMID 2C Conduct GTG Waiver Process Summary: USACC conducts the Green to Gold waiver process IOT determine eligibility for service of current enlisted members in ROTC and subsequent service as Army officers. There are several different types of waivers that require different levels of approval and some Soldiers require multiple waivers. This requires the ability to workflow waivers so that the request for waiver can be evaluated at each level prior to reaching the approval authority. The process is accomplished using an electronic DA Form 4187 with supporting documents initiated by the Soldier and their chain of command. The 4187 is uploaded to the system and actioned by each level (Program, Brigade, HQ, HRC, Sec Army) until approved or disapproved. The Soldier is notified of the action electronically through their chain of command. Discharge/PCS is initiated after all waivers are approved. 2D Conduct Green to Gold Process Summary: USACC conducts the Green to Gold process to select highly qualified enlisted Army Soldiers for service as Army Officers. The process is used to select Soldiers for the Active Duty Option Program and 2, 3, or 4 year Scholarship Program. The process is initiated by the Soldier in an on-line application where they are required to provide personal and military information. This includes uploading documents relevant to the application. Like the national process, USACC personnel at the program level assist the Soldier in completing the application requirements and contracting requirements. Selections for the Green to Gold program are made through the scholarship board process. Database is uploaded with multiple data elements so that statistical analysis can be accomplished. 2E Execute Cadet Actions Process Summary: USACC executes the Cadet Actions Process to address issues that Cadets have while in the ROTC program. These actions include extension of benefits, retroactive benefits, study abroad requests, summer term requests, Cultural Language Incentive Program Bonus (CLIP-B), and contracting bonus requests. The requests are initiated by the Cadet and assisted by the Human Resources Assistant (HRA) at the program level. The request is submitted electronically through and then is actioned at the HQ by a designated Program Manager (PM). The PM documents the action in CCIMM and uploads the supporting documents IOT archive the action and notify other Command directorates (e.g. G1 or G8) for subsequent required action. 5

6 RMID 2F Execute Campus Scholarship Process Summary: USACC executes the Campus Scholarship Process to posture programs for mission success and to adjudicate missions at the brigades and programs. The campus based process begins with a ROTC enrolled Cadet to requesting a campus based scholarship. This process includes uploading a scholarship request into the automation system, conduct a campus based board, develop OML, and providing required supporting documentation to the PM for processing. This process is routed through the brigade to the HQ to ensure that applicant is eligible, they meet brigade OML requirements, and there is sufficient fiscal resources to support paying for the scholarship. Upon successful award, an offer letter is generated, the Cadet meets all contracting requirements, and contracts. Database is uploaded with multiple data elements so that statistical analysis can be accomplished. 2G Conduct Hip Pocket Process Summary: USACC conducts the Hip Pocket Process to capitalize upon highly qualified enlisted Soldiers for service as Army Officers. The process application is essentially the same as the Green to Gold process with the exception of the centralized boarding of the applicants. The hip pocket soldiers are vetted at the Major Command Level and are nominated by the Commanding General for the scholarship. HQ USACC facilitates the process by evaluating minimum program qualifications, evaluating the soldier for acceptance to the university they plan to attend, processing of required waivers, and contracting the Soldier upon discharge for ROTC attendance. Database is uploaded with multiple data elements so that statistical analysis can be accomplished. 6

7 RMID 3A USACC Marketing Plan Process Summary: This RMID process analyzes the Army Marketing Research Group's Army Marketing Plan, distributes it to Brigades and programs then aligns resources and policy to execute and achieve that mission. The process starts with the development of the USACC Marketing Plan, analyzing the eight unique Brigade footprints and 274 host universities, and developing a Marketing Strategy and plan that best targets those areas IOT achieve our annual commission mission. Brigades execute their own guidance with feedback from their individual program Recruiting Enrollment Action Plans (REAP) that provide localized targeting plans on-campus. Marketing and Advertising Resources and Recruiting policy are adjusted to support that mission and programs are then empowered to execute their local marketing mission. 3B Lead Generation process Summary: This simple process compliments process 3A by continually monitoring BDE missions, events and plans, updating those missions and events throughout the year to ensure that the command is receiving Return On Investment (ROI) IOT make contract and commission mission overall. It starts with receiving the AMRG AMP, and analyzing the eight unique Brigade footprints and 274 host universities, and developing a Marketing Strategy and plan that best targets those areas IOT achieve our annual commission mission. This process focuses on ensuring prospect leads are collected, input, and evaluated correctly IOT justify Army, Brigade, and program events outlined in the individual program Recruiting Enrollment Action Plans (REAP). Marketing and Advertising Resources and Recruiting policy are adjusted to improve and support the mission and events based on Return on Investment (ROI) and allows the ability to evaluate and recommend events for future marketing. Progress is monitored, reported to higher, and adjusted based on performance throughout the year. 7

8 G1 Accessions Standards Division Financial actions/processes are executed throughout the Cadet Lifecycle. Freshman Year Sophomore Year Junior Year Senior Year 3A 3C 3F 3B 3D 3E ROTC is conducted during post-secondary education 274 Host Schools 690 Crosstown or Extension Center Schools 30,821 Cadets (Tracked in CCIMM) 5000 Faculty, Cadre, and Staff As of 4/11/2018 3A DA Guidance/ MOI Process 3B Conduct OML Process 3C Regular Army Board Process 3D Educational Delay Board Process 3E Conduct Scrolling Process 3F Conduct Orders Process 8

9 G1 - Accessions and Standards Division Plan, program, execute, and direct the administration of accessing officers for all Army Components and branching officers for the Active Army; provide guidance and assistance to staff and brigades pertaining to all aspects of Cadet Command's mission to access and branch officers for the Army's Components. 9

10 G1 - ASD 3A DA Guidance/ MOI Process Summary: The output of this process is critical guidance that establishes specific officer accession requirements and procedures for each cohort. This process consists of three primary documents described below: (1) Fiscal Year Reserve Officers Training Corps (ROTC) Accessions Guidance with enclosures that addresses Component Selection and broad Reserve Forces Duty branching guidance. It provides overall administrative accession guidance for Active and Reserve Forces duty component selection and branching, branch and duty status change request procedures, board results requirement reporting procedures, and administrative records. (2) Regular Army Branching Board Memorandum of Instruction establishes guidance and procedures for the assignment of basic branches and branch detail assignments for graduation ROTC active duty selectees and USMA cadets. It provides general instructions to include: branch specific requirements, how to apply cadet accession file data, Talent Management data, and equal opportunity guidance. (3) Educational Delay Board Memorandum of Instruction establishes guidance for the selection of officers to delay entry for Active Duty and Reserve Forces Duty. This board reviews applications of cadets desiring to attend professional studies in medical specialties, dental and veterinary school, law school, or chaplaincy. ROTC officers selected to participate in this program average 80 per year. 3B Conduct OML Process Summary: The purpose of this process is to provide USACC a quantifiable and explainable method of measuring cadet performance and executing the annual accessions process in an objective manner in accordance with HQDA Accessions Guidance published in process 3A. 10

11 G1 - ASD 3C Regular Army Board Process Summary: The purpose of this process is to assign RA branches and detail branch assignments for approximately 3,100 cadets each year. The ultimate objective is to ensure each cadet is assigned to a career field/branch in which they desire and are a suitable match to serve in based upon their talent-match scores. This process reflects a cooperative effort between USACC and HQDA G1, Office of Economic Manpower Analysis (OEMA) Talent Management, and Army Human Resources Command (OPMD, Accessions Division). 3D Educational Delay Board Process Summary: The objective of this process is to provide the Army highly capable ROTC cadets/2lts who desire to continue academic studies in law, chaplaincy, and a variety of Army Medical Department occupations such as: medical, dental, veterinary, doctorate of pharmacy, and doctorate of physical therapy school. These officers delay entry onto active and continue professional studies until all academic and professional certifications/licensures are completed. Upon completion of professional requirements the Army will access them based upon mission requirements. This board selects approximately 80 cadets per year for the delay entry program. 3E Conduct Scrolling Process Summary: This is a critical USACC mission requirement. The officer nomination process is a statutory requirement for all commissioned officers. The Secretary of Defense approves all appointments in the grade of Captain and below for Regular Army appointments and Lieutenant Colonel and below for Reserve appointments. At no time will an individual be appointed prior to approval of the nomination. 11

12 G1 - ASD 3F. Regular Army BOLC-B Orders Process Summary: The purpose of this process is to schedule each Regular Army 2LT for Initial Military Training/Basic Officer Leadership Course-B and publish travel orders to complete accession onto active duty. USACC accesses Regular Army 2LTs for four reasons following appointment: (1attend BOLC-B, (2) perform Cadet Summer Training Cadre duty at Ft Knox TDY enroute to BOLC-B, (3) perform Gold Bar Recruiter duty in Permissive TDY status up to 140 days prior to departure to BOLC-B, and (4) participate in the Army Warrior Scholar program that allows a USMA or ROTC cadet/2lt to accept scholarships/fellowships/grants for graduate studies. These officers are on active duty assigned to the Ft Jackson Student Detachment, SC while OCONUS in study programs. 12

13 USACC G37 Training Division CST Planning & Execution Financial actions/processes are executed throughout the Cadet Lifecycle. Freshman Year Sophomore Year Junior Year Senior Year 4A The CST Planning and Execution process is continuous throughout the year. 4A 13 ROTC is conducted during post-secondary education 274 Host Schools 690 Crosstown or Extension Center Schools 30,821 Cadets (Tracked in CCIMM) 5000 Faculty, Cadre, and Staff As of 4/11/2018 3A USACC G37 CST Planning & Execution

14 USACC G37 Training Division Provide command-level training management for CST Cadre and Cadet training, CST training systems management, CST long range training calendar and installation support requests. Manage and direct all USACC policies, directives, planning, coordination and assessment of Cadet Summer Training (CIET, CLC, CTLT, DCLT, CPDT, and Internships), and the Ranger Challenge and Sandhurst Competitions. Represent the command with TRADOC Training Forums, and FORSCOM, NGB, USAR, and DA level Training Resourcing activities that support CST (Sourcing Conference, Planning Meeting/Confirmation Brief, and Rehearsals). 14

15 G3 G37 Training Division 4A. Cadet Summer Training Planning and Execution Process Summary: (1) Cadet Summer Training is comprised of Cadets from 274 programs across the U.S. converge onto Fort Knox, KY to participate in the U.S. Army s largest training event, CST. CST has five components: Basic Camp (BC), Advanced Camp (AC), Cadet Professional Development Training (CPDT), the Cultural Understanding & Leadership Program (CUL&P) and 2LT Development. This enormous training event is supported by elements from FORSCOM, TRADOC, USAR, USAG, and more. (2) BC attendance is projected at 2,560 Cadets with the priority of allocations (1,500) going to lateral entry, military junior colleges, then MS-I and MS-II Cadets. The primary training outcome of BC is that Cadets understand the value of the Army Profession and being a member of a cohesive team. Cadets will demonstrate an understanding of warrior tasks and battle drills to prepare for their continued progression in ROTC. MS-III Cadets will be provided additional leadership development opportunities by fulfilling squad leader positions in leader / mentor roles. (3) AC attendance is projected at 6,400 Cadets. During camp, Cadets are assessed in Army Leadership Requirements Model (ALRM) attributes and competencies. They will demonstrate proficiency on Basic Officer Leadership Course (BOLC-A) tasks and confidence in military operations at the tactical level. Cadets will demonstrate their ability to lead in austere and complex environments. The Company Training Officers (CTOs) have the key role in the training, augmented by task forces and committees, who provide technical expertise to the Cadets while focusing on training outcomes. (4) Cadet Professional Development Training has several facets. Cadet Troop Leader Training (CTLT) provides Cadets with the opportunity to shadow an active duty Lieutenant while in a key developmental position. Cadet Advanced Individual Training (CAIT) sends select Cadets to several badge producing schools such as Airborne and Air Assault. Opposing Force (OPFOR) Cadets are organized under the CST Tactics committee to conduct disruption operations against AC Cadets during field training exercises (FTX). Internship opportunities are available with organizations such as NASA, the NSA, FBI, and MS III Leader / Mentors. 15

16 G33 - Personnel Security Branch Plan, program, execute, and direct the administration of accessing officers for all Army Components and branching officers for the Active Army; provide guidance and assistance to staff and brigades pertaining to all aspects of Cadet Command's mission to access and branch officers for the Army's Components. 16

17 G33 - Personnel Security Branch Personnel Security approval Summary: 1. Verify Cadet's clearance in JPAS. 2. Establish a relationship with only the Cadets most appropriate person category in JPAS (this will add them to your PSM NET list). 3. If a valid investigation (T3, T5, NACLC, SSBI, ETC.. ) is indicated in JPAS and clearance eligibility determination has been made forward to USACC G33 Personnel Security Cadets full name and full SSN for CCIMMs update. (SAC is fingerprints and is not a valid investigation) 4. After CCIMMs update is complete print Security Clearance page from CCIMMs and file in Cadet's file (DO NOT PRINT JPAS screens (ever)). 5. If the eligibility determination indicates a questionable or negative determination contact USACC G33 Personnel Security for assistance i.e. No Determination Made or Administratively Withdrawn, Favorable, Revoked, Denied, etc If a valid investigation is indicated in JPAS but has not been fully adjudicated, update CCIMMs with the submitted date and track eligibility. JPAS has a Notifications tab that will list all recent eligibility changes for personnel in your PSM Net list. 7. If no investigation is indicated you must request for one to be initiated through PSIP. Once they are Cadets even if they are SMP it is your responsibility to ensure a clearance is initiated not the National Guard or the Reserves. Remember having an eligibility determination for a Secret or higher clearance is a requirement for commissioning. 8. When eligibility in JPAS reflects investigation has been fully adjudicated with a Clearance or questionable status notify USACC G33 Personnel Security for CCIMMs updates or troubleshooting. 9. After CCIMMs has been updated with the granted date. Print the CCIMMs security clearance tab and file in Cadets file (DO NOT PRINT JPAS). 17

18 G8 Pay Operations Division Provide pay operation support and analysis IAW AR 11-2 and applicable financial policies, procedures and law to the Senior ROTC program; process scholarship and non-scholarship pay entitlements, tuition/fees/room & board, book payments and debt collection actions. 18

19 G8 Pay Operations Division Cadet Pay Entitlements and Business Process Summary: 1. All cadet pay and scholarship entitlements are currently automated. The Cadet Command Information Management Module (CCIMM) produces pay transactions based on business rules which are forwarded to the Defense Finance and Accounting Service (DFAS) for payment on the cadets Leave and Earnings Statement (LES). 2. Scholarship tuition is processed using the GoArmyEd system and paid directly to the school on behalf of the cadet. 3. Cadets who choose to receive Room and Board instead of Tuition and fees receive a one-time payment per term using listings produced by GoArmyEd and manually keyed into the pay system for inclusion on the cadets LES. 4. CLIP-B bonuses requests are generated at the school level and forwarded to RMID for review and certification. RMID then forwards the certified requests to G8, Pay Operations for manual input to the pay system for inclusion on the cadets LES. 19

20 G8 Pay Operations Division NON-CONTRACTED CADET: Summary : Is not a Scholarship Cadet. Is not entitled to Stipend (Subsistence). Entitled to Commutation and Uniform Maintenance fee at Junior Military Collage (JMC) / Senior Military College (SMC). Entitled to Cadet Base-Pay for CST training of 28-days duration or longer. Are not entitled to travel Per Diem or Incidental expenses while on CST training orders. CONTRACTED CADET: Summary: Scholarship Cadet (MS1, 2, 3, 4, 5) or Non-Scholarship Cadet (MS2, 3, 4, 5). Entitled to stipend at the prescribed rate for his/her MS class. Entitled to Cadet Base-Pay during Cadet Summer Training (CST) of 28-days duration or longer. Entitled to Commutation and Uniform Maintenance fee when attending a JMC/SMC. Non-Scholarship contracted cadets are not entitled to travel Per Diem or Incidental expenses while on CST training orders. Culture and Language Incentive Program Bonus (CLIP-B) authorized languages are broken down into four levels to define payment values. Limited to $3,000 per academic year. Must achieve at least a B or better grade for the course. Cadets who have completed their MSL III year may be tested under the Defense Language Proficiency Test (DLPT) program and therefore be eligible for CLIP-B payment. SCHOLARSHIP CADET: Summary: Is contracted. Receives all of the same entitlements as a Contracted Cadet plus Chooses to receive either Room & Board or Tuition & Fees for each school term. Entitled to a book allowance for each school term. Entitled to travel Per Diem and Incidental expenses while on CST training orders. Culture and Language Incentive Program Bonus (CLIP- B). CLIP-B authorized languages are broken down into four levels to define payment values. Limited to $3,000 per academic year. Must achieve at least a B or better for the course. Cadets who have completed their MSL III year may be tested under the Defense Language Proficiency Test (DLPT) program and therefore be eligible for CLIP-B payment. 20

21 G8 Pay Operations Division ECP CADET: Summary: JMC cadets, who have completed all ROTC requirements, except that of obtaining a baccalaureate degree. Have been commissioned. Is a 2-year Contracted 2LT. Chooses to receive either Room & Board or Tuition & Fees for each school year. GREEN to GOLD CADET: Summary: Scholarship program provides selected active duty enlisted members of the Army an opportunity to complete their baccalaureate degree requirements and obtain a commission through participation in the ROTC scholarship program. Have two options Elects to stay on active duty, executes a Memorandum of Understanding for commissioning and continues to receive active duty pay and benefits. No scholarships are offered. OR Comes off of active duty, is contracted and may be either a Scholarship or Non-Scholarship Cadet. 21