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CSM Michael D. Schultz Command Sergeant Major U.S. Army Reserve

“Take Charge!”. CSM Michael D. Schultz Command Sergeant Major U.S. Army Reserve. Process to Influence Change. FY11 USAR CSM Priorities . Personnel: Semi-Centralized Promotions SGT/SSG: June 2011 Automated Sr Promotion Boards at RSC level – August 2011 Board

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CSM Michael D. Schultz Command Sergeant Major U.S. Army Reserve

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  1. “Take Charge!” CSM Michael D. Schultz Command Sergeant Major U.S. Army Reserve

  2. Process to Influence Change

  3. FY11 USAR CSM Priorities • Personnel: • Semi-Centralized Promotions SGT/SSG: June 2011 • Automated Sr Promotion Boards at RSC level – August 2011 Board • USAR SGM Tenure Policy (June 2011) • USAR SAMC Regulation USAR 215-1 • Created SEMO (Senior Enlisted Management Office) at HRC • Training: • NCOA-Ft Lewis Move to Camp Parks, CA OCT 2011 FOC) • Consolidated Army Drill Sergeant School (One Army School System) • Implement Army Reserve PRT Program • Institute the Soldier Fueling Initiative for the Army Reserve • Wounded Warrior: • Increase WTU/WTB Site Visit/Town Hall Meetings • Increase Awareness of Wounded Warrior Resources: • Army Reserve Family Programs / Survivor Outreach Services (SOS) / Army Warrior Adventure Quest / Employee Partnership Office

  4. FY12 USAR CSM Priorities • Personnel: • Shaping the Force: Enlisted Initiatives • Automated Sr Promotion Enlisted Board: • - Feb 12 (all Sr grades ) • Aug 2012 (SFCs only/QRB (all grades) • FY 13 (Once a Year) • Centralized PPRL (no geographic boundary) – February 2012 • NCOER (Redesign of NCOER: FY 2012) • USAR Unit Medical Readiness (PHAs/PDPHA etc.) • Army Career Tracker (ACT): Army Reserve Implementation, on-going • Training: • Improve (3)Army Reserve NCOA (Facilities, Equipment and IT), on-going • Electronic Based Distributed Learning Compensation (EBDL) • USAR Readiness-Rebalance Review (R3 Briefs) • IT improvement for NCO PME courses • Wounded Warrior: • Increase WTU/WTB Site Visit/Town Hall Meetings • Increase Awareness of Wounded Warrior Resources: • Army Reserve Family Programs / Survivor Outreach Services (SOS) / Army Warrior Adventure Quest / Employee Partnership Office

  5. Semi-Centralized Promotions MEASUREMENT OLD SYSTEM (SSG & SGT) CURRENT SGT SSG COMMANDER’S POINTS 150 18.75% of score RECOMMENDS SOLDIER RECOMMENDS SOLDIER BOARD POINTS 150 18.75% of score GO / NO-GO (VALIDATION) GO / NO-GO (VALIDATION) AWARDS 100 12.5% of score 125 15.6% of score 165 20.6% of score MILITARY EDUCATION 200 25% of score 260 32.5% of score 280 35% of score CIVILIAN EDUCATION 100 12.5% of score 75 9.4% of score 100 12.5% of score MILITARY TRAINING 100 12.5% of score 340 42.5% of score 255 31.9% of score TOTAL 800 800 800

  6. Future NCOER PART V – OVERALL PERFORMANCE AND POTENTIAL a. SENIOR RATER. Overall Potential 1 2 3 4 Superior Successful Fair Poor b. SENIOR RATER. (Complete for NCOs – 1SG/MSG & CSM/SGM only). I currently Senior Rate ______ NCO(s) in this grade and would assess this NCO to be number ___ of the total number. DRAFT d. PROMOTION POTENTIAL OF RATED NCO: e. COMMENT ON PERFORMANCE/POTENTIAL PROMOTE NOW PROMOTE AHEAD OF PEERS PROMOTE WITH VACANCIES RETAIN IN CURRENT GRADE DO NOT RETAIN

  7. USAR Medical Readiness As of 25 October 2010 As of 29 September 2011 • Cdr’s Adjusted Strength: 182K (24K in training pipeline) • End strength: 206K • Cdr’s Adjusted Strength: 187K (19K in training pipeline) • End strength: 206K Medically Ready (MR 1 and 2) Temp profile/dental 3 (MR 3A) P3/P4 MND (MR 3B) Pregnant/Limited Duty Profile (MR 3B) No PHA or Dental (MR4) Source: MEDPROS

  8. Army Career Tracker • ACT is a leadership development tool that will: • Integrate training, education, and experiential learning into one personalized and easy to use interface (PME) • Present users with an intelligent search capability of multiple Army education and training resources • Provide users with a more efficient and effective way to monitor their career development (Broadening Assignments) • Allow leaders to track and advise users on their personalized leadership development • Army Career Tracker link: actnow.army.mil • AAR Comments e-mail CSM staff: CSM-AR_STAFF@usar.army.mil

  9. Physical Readiness Training Standards PAST PRESENT IET Standardized Physical Training Guide 4 JANUARY 2005 Are you conducting APRT IAW TC 3-22.20? Available at: https://atn.army.mil

  10. Professional Military Education • SSD courses will become prerequisites for attendance to the next level (resident) phase of education during FY13. • Enables revised promotion policy in support of a leader development strategy that has the right balance across training, education, and experience. • Provides a combination of both resident and non-resident training, synchronized and sequential. • Electronic Based Distance Learning(EBDL)

  11. Employer Partnership of the Armed Forces • Full-time patriots who serve part time are a good investment for America • The Army Reserve takes advantage of skills Soldiers bring from their civilian professions and enhances these skills to ensure that Soldiers are successful as Citizen Warriors and as employees in the civilian workforce, contributing to a robust U.S. economy. • The Army Reserve has signed over 2,500 Employer Partnership Agreements. Partnerships signed include corporations, industry associations, state agencies and local police departments.. http://www.employerpartnership.org/

  12. Army Reserve Sustainment • The Army Reserve cares for our Families • Army Strong Community Center • The Yellow Ribbon Reintegration Program • Strong Bonds Enrichment Program • “Virtual Installation” • Army Reserve Warrior and Family Assistance Center (AR-WFAC) • Welcome Home Warrior Citizen Award Program (WHWCAP) • Child and Youth Services (CYS) • Reserve Enrichment Camps • Operation Purple Camps (OPC) http://www.arfp.org/skins/ARFP/home.aspx

  13. Army Reserve Challenges • Provide Predictability To The Army While Supporting The Persistent Conflict • Rebalance The Force To Support Operational Requirements • Maintain The Right Mix and Number Of Capabilities • Prepare for an Unpredictable Future • Force Requirements • End-Strength beyond FY13 • Defense Budget • Provide Predictability to Soldiers, Families and Employers • Through ARFORGEN • Continuous Dialogue With Soldiers, Families, Employers and Communities

  14. What really matters… Questions? CSM Michael D. Schultz

  15. “Take Charge!” Latest information: http://www.usar.army.mil Comments e-mail: CSM-AR_STAFF@usar.army.mil Questions? CSM Michael D. Schultz

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