VCSA IPR

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VCSA IPR

• COL Cutler
• 2 August 2000

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• This is an information briefing to update VCSA
• reference ongoing ADS XXI Task Force work
• WOPMS
• EPMS
• Decision Timeline / Methodology

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CSA CHARTER You will chart a course for
enlisted and warrant officer development and
management required in the next century.
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• Institutionalize role of warrant officer
• Increase professional development training
• Correct force structure
• Improve retention by lowering accession TIS
• Assign by grade

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• Definition of a warrant officer
• Distribution by grade
• Technical training
• Growth Potential Areas
• OPMS
• Force Integration Role
• S1 / S4 - OK, but not as an expedient solution
• to a CPT shortage

OK to proceed
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Utilization
Accessions
Training / Development

• Fully integrate and optimize WOs into force
  management positions
• Distribute WOs by grade

• Leverage DL technology
• Develop assignment oriented and follow-on tech
  training

• Expand base (feeder MOS)
• Recruit from VOC/TECH institutions
• Develop incentives
• WO involvement in WO recruiting

Right WO by skill and grade in correct job
Provides WOs with a continuous technical
education program
Increases THS Increase to WO BES?
Need to grow inventory through Retention,
Accession, Training/Development, and Policy
initiatives
Alleviates shortages for MOSs struggling to meet
accession mission
Applicants with little or no military
experience Incentives require
Retention
Policy

• Validate and align WO requirements to the AGDM
• Decrease average AFS entry point
• Develop incentives to retain SWOs
• 2 time nonselect to CW5

• Capture essential policy information
• Market role of WOs
• Incorporate WO data into DA PAM 600-3
• Restructure MOS codes, combine similar ASI, SI
  and SQI codes

Creates a sustainable grade matrix Increases
senior WO strength
Educates soldiers and leaders on WO Corps and
potential career opportunities Documents WO
development and career progression timelines
Incentives require
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• Synchronize, discipline, and streamline
• MOCS / documentation process
• MOS -- reduction possible
• Need for sophisticated attribute and assessment
  tools
• Leader development pillars
• Refine institutional
• Quantify operational (re-write DA Pam 600-25)
• Provide for self-development
• Refine and discipline accountability and
  utilization of current manning and distribution
  process

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• Multi-Skilled Soldier - OK
• Larger / Fewer MOS - OK
• Some cross-force MOS consolidation
• Validate Task Training requirements
• Flexibility in shaping Promotions - OK
• Utilization of Experienced CSMs - OK
• Revise NCOES model - OK
• Decision Timeline / Methodology - OK

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EPMS XXI INITIATIVES
UTILIZATION
SYSTEM CHANGES
MULTI-SKILLED SOLDIER DA PAM 600-25 UTILIZATION
OF EXPERIENCED CSM ADOPT A REASONABLE
AGDM FLEXIBLE SELECT OBJECTIVES

• AUTOMATION IMPROVEMENTS FOR
• CAPTURING DEPLOYMENTS
• ACCOUNTING PROCEDURES
• REDUCE MOCS PROCESS

ACCESSIONS
TRAINING LEADER DEVELOPMENT
UPDATE ASVAB UPDATE MOS PREREQUISITES OPTIMIZE
THE NUMBER OF MOS
NEW MODEL FOR NCOES ACCELERATE CAREER DEGREE
BUILDER TRAINING STRATEGY COUNCIL 360 DEGREE
ASSESSMENT DIRECTED SELF DEVELOPMENT
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SMA ADVISORY COUNCIL
Training Leader Development Conf
WOPMS
Further Study (Reconciliation)
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1
3
ADS XXI
CSA Decision Brief (15-29)
CDRs Conf
CSA Azimuth Check
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Workshop III (Proponents)
SMA ADCSPER VCSA IPRs
Distribute ADS XXI Issue Books
(TF Transition)
Road Show III (Final Coordination) Proponent
Key Stakeholders
EPMS
AUSA (WO/EP Sidebars)
Army Transformation
Good for Soldiers Army Nation
Phase II Research
Phase V Reconciliation
ADS XXI Methodology
Phase IV Decision Making
Phase III Modeling/Analysis
Phase VI Implementation
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PROPONENT COORDINATION
BIG - A ARMY COORDINATION

ROADSHOW III (14 AUG - 8 SEP) -TAKE
ISSUES TO PROPONENCY CHIEFS -OBTAIN
CONCURRENCES/ ARTICULATE
NONCONCURRENCES SOLUTION SETS 95
COMPLETE
READ AHEAD PACKETS TO PROPONENTS
SOLUTION SETS 65 COMPLETE
KEY STAKEHOLDERS -COMPLETE ISSUES
-PROVIDE INPUT SOLUTION SETS
97 COMPLETE
WORKSHOP III (1 - 3 AUG) -3 DAY
CONFERENCE - WORK ISSUES
SOLUTION SETS 85 COMPLETE
CSA DECISION BRIEF
(PRIOR TO AUSA)
FORMAT (1) ISSUE (SOLUTION SET)
(2) OF PROPONENTS TO WHICH ISSUE PERTAINS
(3) PROPONENT CONCURRENCE / NONCONCURRENCE
(4) TASK FORCE RECOMMENDATIONS (5)
STAKEHOLDERS COMMENTS/SOLUTION SET ANALYSIS
(6) FINAL ADS
XXI TF RECOMMENDATION
(1) ADOPT (2) DELETE (3) DEFER (4) FUTHER
ANALYSIS
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• Ongoing ADS XXI Task Force work
• WOPMS
• EPMS
• Decision Timeline / Methodology

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Future Army Requires Competencies versus Tasks

Adaptive soldier possessing the ability to
perform successfully in two or more skills. Works
in a Multi-Functional Unit.
Multi-Skilled Soldier
Adaptive Able to adjust to complex
environments mental agility with rapid and
competent task performance
Multi-Functional Unit An organization of
leaders and soldiers operating effectively in
complex and ambiguous conditions that may include
rapid changes to tactical, operational, or
strategic missions and tasks.

• Industrial Age Context
• Highly scripted contingency
• Task-based
• Low-tech / slow change
• Professional NCO Corps

• Post-Modern Environment
• Unscripted, diversity of deployments
• Competency required
• High-tech / rapid change
• Highly professional NCO Corps

• Disparate Range of Specialization
• Authorizations 17 to 23,000 (active component)
• AIT length 3 wks, 2 days to 52 weeks
• Expertise 36 to 100 of critical tasks
  taught