Presentation to Association of Military Colleges and ... · § bn hq concept Ø loe 4: lead ... self-develop (broaden) msl i msl ii msl iii msl iv means ... cadets (nstp, eip) clc

Leadership Excellence This We’ll Defend

Leaders for Life

Presentation to

Association of Military Colleges and Schools in the United States

BG Sean Gainey 22 February 2016

2

Purpose/ Agenda Purpose: Provide an update on Cadet Command focus areas and quality initiatives within the framework of the USACC Strategic Plan

Agenda: Ø  USACC FY16 Strategic Plan

Ø  LOE 2: Develop SROTC Cadets to meet the demands of the AOC/ HD 2025 §  Cadet Character Leader Development Strategy (CCLDS) §  Cadet Summer Training 2016 Preparation

Ø  LOE 3: Precisely Recruit to Shape the Cohort ICW Army Requirement §  Cadet Quality and Diversity Initiatives

Ø  LOE 5: Optimize Organizational Agility §  Implement Task Force Concept §  BN HQ Concept

Ø  LOE 4: Lead the JROTC Program

3

Win in a Complex World Develop Cadre, Staff and Faculty who model the Army profession and inspire Cadets to learn and

grow as leaders.

Develop Cadets who meet SROTC Outcomes and Army requirements for newly commissioned 2LTs in

2025.

Provide communities a quality citizenship program for their high

school students focused on character, leadership and service to the Nation for the 21st Century.

Recruit Cadets who possess the cognitive, physical and emotional

faculties, traits and attributes necessary to commission and

excel as an Army 2LT.

Functionally organize and resource the command to meet goals for recruiting and leader

development.

CCLDS

8 X ROTC Brigades

Cadre Faculty

Staff

USACC Strategic Goals

Quality

Diversity

Organization Agility

Imperatives

Ena

blin

g A

ctiv

ities

(H

R, L

OG

, RM

, IT/

IM a

nd F

M/F

D)

Capabilities

Develop SROTC Cadets to meet the demands of the AOC / HD 2025

Guide, Resource and Lead the JROTC Program

Precisely Recruit to Shape the Cohort ICW Army Requirements

Select and Develop World Class Cadre, Staff and Faculty

University High School

Partners

Improve Organizational Agility

AMRG

Strategic Partners

CADETS

CASAs USAR Ambs

CLE/COIs

USAR ARNG

Partners Scholarship

Program

Vision We are an innovative, effective organization manned by specially selected and qualified professional Cadre, Staff and Faculty fully prepared to educate and train the most diverse and talented Cadets from across the

Nation to become better Citizens, adaptive leaders, lifetime learners, and agile thinkers and problem solvers who are committed to the Army Ethos and Profession of Arms.

Mission USACC partners with universities to recruit, educate, develop, and inspire SROTC Cadets in order to

commission officers of character for the Total Army; and partners with high schools to conduct JROTC in order to develop citizens of character for a lifetime of commitment and service to our Nation.

USACC Strategy Map 2016

4

END STATE Win in a Complex World

Develop Cadre, Staff and Faculty who model the Army profession and inspire Cadets to learn and

grow as leaders.


2025.



Recruit Cadets who possess the cognitive, physical and emotional faculties, traits and attributes necessary to commission and excel as an Army 2LT.


development.

LOE 2: Develop SROTC Cadets to meet the demands of the AOC/ HD 2025

LOE 4: Guide, Resource and Lead the JROTC Program

LOE 3: Precisely Recruit to Shape the Cohort ICW Army Requirements

LOE 1: Select and Develop World Class Cadre, Staff and Faculty

LOE 5: Improve Organizational Agility

USACC Lines of Effort (LOE) with LOE Objectives 1st Quarter FY 2016 2nd Quarter FY 2016

Implement Consortia

Aligns w/ TRADOC LOE 1 (Develop Agile/ Adaptive

Leaders)

Aligns with TRADOC LOE 1.7 (Optimize

SROTC)

Aligns w/ TRADOC LOE 3.2 (Cadet Cohort

Shaping) & 4-7 (Shape Accessions Enterprise)

Aligns w/ TRADOC LOE 1.1 (Leader

Development)

Aligns w/ TRADOC LOE 4-5 (Optimize

Organizational Design) Gain BN HQ Approval

Plan 918 University Update Gain revised SROTC Assessment Approval

Revise CCLDS

- Implement lessons learned from CST AAR, Mission Command Workshop - Plan for next CFDC Course

Refine Cadet Quality & Diversity Initiatives

CST Preparation

TRADOC crosswalk

USACC Strategy 2016

100th Anniversary

-  Continue to develop and refine the JROTC Program as the premier 21st Century character education based program for America’s youth

5



grow as leaders.


2025.





development.






Implement Consortia


Leaders)


SROTC)




Development)






TRADOC crosswalk

USACC Strategy 2016

100th Anniversary



Revise CCLDS CST Preparation

6

MCWS: Informed CCLDS Design 2015 Mission Command Workshop 275 PMSs, 8 BDE CDRs, USACC Staff and Guest Speaker converge on Fort Knox to discuss the future of Cadet Character and Leader Development

The Army Human Dimension (HD) Strategy Optimizes Human Performance

Cadet Character and Leader Development must nest with and support Army concepts, doctrine and requirements

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Ø  Part I – Introduction and Environment Ø  Part II – Strategic Vision Ø  Part III – Operationalizing the CCLDS Ø  Part IV – CCLDS Governance & Synch Ø  Part V –CCLDS Annual Assessment Ø  Detailed Annexes

CCLDS: Operationalizing Mission Command across USACC

CCLDS Table of Contents

To “Win in a Complex World” we must leverage all of our leadership

Principles of Mission Command • Build cohesive teams through mutual trust • Create shared understanding • Provide a clear commander’s intent • Exercise disciplined initiative • Use mission orders • Accept prudent risk

275 Universities and Colleges

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CCLDS: Progressive Development Against Common Objectives and Endstates

COER/SF Gated targets for Formative and Summative assessments of ALRM Attributes and Competencies

WAYS – Army Developmental Domains

INSTITUTIONAL (LEARN/APPLY)

OPERATIONAL (APPLY/LEARN)

SELF-DEVELOP (BROADEN)

MSL I MSL II MSL III MSL IV MEANS (High Quality Resources and Enablers) ENDS (Clearly

stated Developmental Objectives) ROTC CURRICULA

ROTC LABS CLC CIET

CULP CULP

LDX F/S

Assess Assess Assess Assess

UNIVERSITY DEGREE CURRICULA

CPDP CPDP LDX F/S LDX F/S LDX F/S

FAB

RIC

OF

CH

AR

AC

TER

DE

VE

LOP

ME

NT

Cha

ract

er is

wov

en in

to e

very

thin

g w

e de

velo

p, a

sses

s an

d re

war

d

Mentor Relationships (Inclusive of Cadet as the mentored and providing mentorship)

SMP / Reserve Component Opportunities

University Sponsored Study Abroad Programs, Lectures, Internships, Etc.

SROTC Clubs (Ranger Challenge, Pershing Rifles, Etc.)

University Sponsored Leadership Opportunities (Athletics, Clubs, Societies, etc.) Outside Leadership Opportunities – Volunteering, Employment, Clubs, Societies, etc.

Cadet Chain of Command

External activities such as travel, unpaid internships, professional reading and writing

ROTC Standardized Testing Program and Command Interest Items

The CCLDS Cadet Development Model is nested to ALDS and FM 6-22

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CCLDS: Progressive Assessment Against Common Objectives and Endstates

End State

ALRM Objective Statements

ALRM Performance Indicators

FM 6-22 Assessment Rubric

Character Presence Intellect Leads Develops Achieves

MSL 1-4 / CST Assessment & Evaluation

MS Class MS Lab / LDX CST

10



grow as leaders.


2025.





development.






Implement Consortia


Leaders)


SROTC)




Development)






TRADOC crosswalk

USACC Strategy 2016

100th Anniversary



Revise CCLDS CST Preparation

11

Cadet Summer Training

CIET Ø  Train individual and

junior leader tasks Ø  Reinforce Warrior ethos

and Army values Ø  28 Days of training and

leader development Ø  7-10 Regiments; ~4000

Cadets

CPDT Ø Provides mentally /

challenging experiences

Ø CTLT: ~1,100 Cadets Ø  Functional Schools

(AAS / Abn. Etc.): ~ 700 Cadets

Ø  Internships: ~1000 Cadets (NSTP, EIP)

CLC

Ø  Develop and strengthen Cadets’ intangible leadership attributes

Ø  31 days of development and assessment

Ø  10 Regiments; ~ 6,400 Cadets

CULP

Ø  Immersive cultural environment

Ø  Month long deployments ISO ASCC Security Cooperation Lines of Effort

Ø  Deploy > 1000 Cadets to ~40 countries

CIET- Cadet Initial Entry Training

CLC- Cadet Leaders Course

CPDT- Cadet Professional Development Program

CULP- Cultural Understanding Language Program

5,500 support cadre from across the Army

12

Cadet Leaders Course (CLC) Evolution

LDAC 14 CLC 15 CLC 16 +

BO

LD T

RA

NSF

OR

MAT

ION

Task, Conditions, Standards Based Training

Redesigned training methodology to adopt

ASLTE and 21st Century Soldier Competencies

Removed most of the committee “station-type”

training to provide realism in the immersive

scenario

Squad and Platoon STX Lanes / Very scripted

environment

Initiated redesign of tactical scenario with

TBOC support

Refined the tactical scenario through earlier data feeds to campus on Atropian problems and

the strategic impact

Focused on receiving an overall score at the end

of camp

Focused on development of knowledge, skills, and attributes to build leaders

that thrive in chaos

Continued focus on development of intangible

traits and attributes; instituted seminar to

bridge gap between Cadet and 2nd Lieutenant

SQD / PLT STX (1200m) Mission Context Leadership Exercise

Tactical Solution (What to think) Problem solving “How to think” / Winning in a Complex World

13

CIET Numbers

CIET Leaders-Trainers

CIET Attendance Ceilings

14



grow as leaders.


2025.





development.






Implement Consortia


Leaders)


SROTC)




Development)




Revise CCLDS


CST Preparation

TRADOC crosswalk

USACC Strategy 2016



Refine Cadet Quality & Diversity Initiatives 100th Anniversary

15

Problem Statement Problem Statement: USACC must develop predictive methods to identify quality candidates prior to contracting IOT commission the best candidates nationally, while representing the country.

Background Ø  2,000 cadets identified in the National Scholarship

Process (Known Quality). Ø  4,000 identified regionally on campus (Unknown

Quality – focus of initiatives). Ø  Once contracted, there is no mechanism to release

marginal Cadets meeting minimum standards. Ø  Outcomes Metric Score(OMS) linked to Officer

success, Cadet Quality Index (CQI) linked to OMS.

Concept / Discussion Ø  Cadet Quality Index (CQI) – USACC whole-

person assessment of candidates by quality. Ø Dynamic Contracting leverages CQI to shift

allocations to regions/programs with the highest quality candidates.

Ø Incremental mission shift targeting growing high quality, diverse markets in the West/ Southwest.

Ø Precision recruiting with GRFD Scholarships to increase USAR/ARNG quality.

Way Ahead

Increasing Cadet Quality LOE 3: Precisely Recruit to Shape the Cohort ICW Army Requirement

Ø NOV 14 - SEP 16 CQI benchmarking effort Ø APR 15 - MAR 16 Dynamic Contracting Ø  NOV 14 – APR 16 CQI calibration Ø FEB – APR 16 In-stride cohort shaping Ø  FALL 16 GT incorporation into CQI

16

Increasing Cadet Quality

2025 Projected College Enrolled Population Distribution

•  Target growing high quality, diverse markets in the West/ Southwest

•  Dynamic Contracting enables regional

shifts towards established quality markets

Source: Woods & Poole 2025 College Enrolled Population Estimates

2025 Largest Markets: 1.  NYC 2.  LA 3.  Dallas-Ft Worth 4.  Chicago 5.  Houston

USACC cannot fully exploit these markets under current DoDI.

Shifting Mission in a Shifting Market

WV 1.09

VA 2.55

MA 0.83

MD 1.48

Hawaii 1.89

NJ 0.81

DC 0.41

DE 1.23

RI 0.63 CT

0.87

VT 1.47

NH 1.81

ME 1.81

NY 0.65

PA 1.28

NC 1.35

SC 1.56 GA

1.47

FL 0.89

AL 1.78

TN 1.20

MS 1.36 LA

0.57

KY 1.33 MO 1.17

IL 0.90

IN 0.96

OH 1.19

MI 0.86

WI 1.10

MN 1.10

IA 0.98

ND 0.90

SD

2.14

NE 1.06

KS 1.24

OK 0.87

TX 0.86

NM 1.00

CO 1.26

WY 1.38

MT 2.13

ID 1.58

NV 0.59

UT 1.35 CA

0.40

OR 0.91

WA 1.07

AR 1.11

AZ 0.60

ALASKA 1.43

Equally Represented States ( 0.80 – 1.20)

Under-Represented States ( < 0.80)

Over-Represented States ( > 1.20)

Puerto Rico 0.94

Current Population to Commissioning Ratios

17



grow as leaders.


2025.





development.







Leaders)


SROTC)




Development)


Organizational Design)

Revise CCLDS



CST Preparation

TRADOC crosswalk

USACC Strategy 2016

100th Anniversary



Implement Consortia Gain BN HQ Approval


18

Cadet Command Restructuring

USACC is: Ø  Challenged by unwieldy span of control for its brigades (8 Bdes, 275 programs) and an

impending reduction of 152 civilian authorizations Ø  Consolidating logistics and support functions at 70-75 “Task Force” locations Ø  Planning to create 33 battalion headquarters to improve C2 of its programs

Ø  Task Force activations are underway Ø  Approval for creation of Bns at higher

headquarters

19



grow as leaders.


2025.





development.






Implement Consortia


Leaders)


SROTC)




Development)




Revise CCLDS



CST Preparation

TRADOC crosswalk

USACC Strategy 2016

100th Anniversary



20

State of Army JROTC FY16-21

Undersubscribed

Oversubscribed

NDCCUnits:28

• Program Oversight: •  1,701 Army JROTC Units Spanning the Globe

•  Plus 28 NDCC – 1,729 •  ~3,990 Instructors •  ~310,000 Cadets

•  Focus on program effectiveness—

•  Instructor capability •  Classroom capability •  Increase co-curricular

experience/participation •  Post-Secondary Education •  Leverage Future Technology •  Outreach - getting our

“message” out – program success / impacting, changing, and saving lives!

§  Personnel Manning-- •  25% personnel reduction •  93 Assigned Civilian Staff •  Reduced Civilian Staff to 72

JROTC Program FY16-21 Continuous Improvement Plan •  Curriculum—Recently Accredited by AdvancED •  Army Directive 2014-23 (Screening Individuals with contact with children under age of 18) •  Implementation of Common Access Card (CAC) Plan •  USACC 100th Anniversary “Fun Run”

13 MA

22 MD

24 NJ

11 DC

5 DE

3 RI

5 CT

3 VT

2 NH 5 ME

24 NY

27 PA

59 VA

SC

115 GA

160 FL

74 AL 52

MS 59 LA

30 MO

47 IL

20 IN

23 OH

36 MI 4 WI

5 MN

4 IA

3 ND

5 SD

8 NE

10 KS

19 OK

198 TX

17 NM

21 CO

2 WY

1 MT

1/17 ID

5 UT

82 CA

5 OR

10 WA

22 WV

24 AR

26 AZ

7

AK

15 NV

KY

TN NC

62

74 130

85

US Army Cadet Command Leaders for Life

Leadership Excellence This We’ll Defend

22

Back Up

23

Enrolled: Number of Army ROTC Cadets who received leadership training for that School Year Sclrshp: Number of Cadets who received Army ROTC Scholarship benefits for all Mission Sets for that School Year Funding: Amount of Army ROTC Incentives dollars spent for that Program for all Mission Sets for that School Year

Military College Previous Commitments

SY1314 SY1415 Enrolled Sclrshp Funding Enrolled Sclrshp Funding

Georgia Military College 391 98 $ 1,764,621 270 97 $ 1,701,937 Marion Military Institute 452 52 $ 522,422 579 54 $ 526,865 New Mexico Military Institute 491 41 $ 222,993 376 35 $ 220,468 Valley Forge Military College 137 48 $ 1,120,110 132 55 $ 1,341,754 Wentworth Military Academy & College 128 69 $ 1,262,141 108 63 $ 1,269,060 Norwich University 610 230 $ 6,941,845 574 218 $ 7,228,014 Texas A&M University 706 218 $ 1,778,437 753 197 $ 1,712,917 The Citadel 1580 239 $ 4,953,274 1320 243 $ 5,788,769 University of North Georgia 882 125 $ 1,030,267 868 131 $ 1,120,536 Virginia Military Institute 929 235 $ 4,798,121 836 262 $ 6,151,103 Virginia Polytechnic Institute and State University 474 269 $ 4,331,043 505 262 $ 4,567,595

1st Brigade Scholarships: SY13/14 – SY14/15

24

4Yr Avg – Comm Mission: Average Commission Mission from this year to 4 years out Sclrshp: Number of Cadets who received Army ROTC Scholarship benefits for all Mission Sets for that School Year Funding: Amount of Army ROTC Incentives dollars spent for that Program for all Mission Sets for that School Year

Military College 4Yr Avg - Comm Mission

Current and Future Commitments SY1516 SY1617 SY1718 SY1819

Sclrshp Funding Sclrshp Funding Sclrshp Funding Sclrshp Funding Georgia Military College 35 92 $ 1,841,898 95 $ 2,056,194 85 $ 1,792,261 36 $ 770,343 Marion Military Institute 27 70 $ 739,768 68 $ 755,560 66 $ 769,402 37 $ 422,383 New Mexico Military Institute 29 32 $ 292,527 25 $ 283,662 24 $ 282,000 14 $ 165,490 Valley Forge Military College 22 52 $ 1,534,705 61 $ 1,817,825 57 $ 1,768,280 26 $ 916,760 Wentworth Military Academy & College 22 62 $ 1,340,009 71 $ 1,543,528 70 $ 1,533,960 40 $ 954,720 Norwich University 85 238 $ 8,452,755 265 $ 8,925,200 189 $ 6,428,708 89 $ 2,909,385 Texas A&M University 96 226 $ 2,370,362 247 $ 2,363,630 177 $ 1,717,608 82 $ 763,458 The Citadel 106 270 $ 7,218,996 302 $ 7,510,207 197 $ 5,009,037 93 $ 2,295,316 University of North Georgia 90 148 $ 1,562,426 184 $ 1,385,381 140 $ 1,070,255 76 $ 618,656 Virginia Military Institute 107 288 $ 7,296,877 242 $ 5,835,864 171 $ 4,236,178 80 $ 1,731,200 Virginia Polytechnic Institute and State University 74 266 $ 5,102,432 235 $ 4,567,500 166 $ 3,347,430 75 $ 1,602,555

1st Brigade Scholarships: SY15/16 – SY18/19

25

Establishing Quality Thresholds

HSCGPA:

CollegeCGPA:

SATEquivalent:

APFTScore:

PMSScore:

BoardScore:

HSCGPA:

CollegeCGPA:

SATEquivalent:

APFTScore:

PMSScore:

BoardScore:

HSCGPA:

CollegeCGPA:

SATEquivalent:

APFTScore:

PMSScore:

BoardScore:

Example:

3.503.0010602351513

3.302.809901901312

Candidates are categorized by the CQI…..

…and the CQI is used to establish the overall quality of the cohort.

50%

40%

10%

Desired (flexible) makeup

Cohort Makeup Min CQI:

90

Min CQI: 80

Min CQI: 70

3.903.4012502801515 2016 2017 2018

8.0% 10.5% 13.2%51.0% 57.8% 60.5%40.9% 31.7% 26.3%

Current USACC Cohorts

OMLTop

Quartile 2nd

Quartile 3rd

Quartile Bottom Quartile

A 77% 18% 3% 2% B 34% 34% 23% 9% C 6% 16% 33% 44%

CQI can serve as an assessment tool to inform contracting decisions and as an “in-stride” assessment of cadet performance.

Presentation to Association of Military Colleges and ... · § bn hq concept Ø loe 4: lead ... self-develop (broaden) msl i msl ii msl iii msl iv means ... cadets (nstp, eip) clc

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