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FY10 Mission/Budget Analysis

FY10 Mission/Budget Analysis. Incentive/ Bonus/ Scholarship Resources. Advertising/ Marketing Resources. Recruiting/ Retaining/ Training Resources. Agenda. Purpose Background Historical Production Overview Historical Initiative Overview Recruiting Environment Overview

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FY10 Mission/Budget Analysis

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  1. FY10 Mission/Budget Analysis Incentive/ Bonus/ Scholarship Resources Advertising/ Marketing Resources Recruiting/ Retaining/ Training Resources

  2. Agenda • Purpose • Background • Historical Production Overview • Historical Initiative Overview • Recruiting Environment Overview • Specified / Implied / Mission Essential Tasks • FY10 and Beyond Accessions Missions • FY10 and Beyond Planning Factors • Requirements Overview • Resource Assessments • Advertising/Marketing Budget Summary • Incentive/Bonus Budget Summary • Recruiting/Retention/Training Budget Summary • Conclusions • Resource and Performance History • Resources Needed • Resources Provided • Impact • Recommendations

  3. Purpose • Serve as a starting point for the FY10 strategy that details USAAC mission goals for FY10 and component planning guidance for issue NLT 1 July • Provide an assessment of the resources required to meet the FY10 Officer and Enlisted Accession Missions • Provide an assessment of the impacts of recent budget decisions on our ability to meet FY10 and future Accession Missions • Identify a baseline set of resources required for USAAC to conduct steady-state operations through FY17 • Provide recommendations for mitigating these impacts

  4. Regular Army FY 05-09 As the volume mission becomes more at risk we use the levers of waivers and quality marks to increase the size of the market As the environment becomes positive we have an opportunity to decrease waivers and increase the quality of the applicants we accept • Since 2005 mission remain consistent at 80K until this year and was reduced due to retention success • Remained consistent at 101% in meeting/exceeding Accessions Mission last 3 years (06-09) • From 05 - 08 our contract mission achievement has improved by increasing by 21% * Projection as of PL May

  5. Army Reserve • No issues with Volume success • Issues arise when NPS and PS split goals are examined • I-IIIA percentage has been missed historically (FY06-08) * Projection as of PL May

  6. Army Reserve Prior Service *As of EOM April *As of EOM April *As of EOM April • USAREC Msn has increased by 1500 since FY05 • In FY06-07 IRR-TPU Msn transferred to ARC-D • From FY06-08 PS achieved for USAREC has steadily decreased while total PS Msn has been met • AC-RC PS Msn has been very successful

  7. Special Missions • USAR Direct Commission Msn has historically not been met • Skilled Linguists (RA and AR) has historically not been met

  8. ROTC FY05-09 All Components RD = Reserve Duty, but not USAR or ARNG not determined at time of commission NS = No Status, Commissioned, but component not assigned at time of commission for Administrative Reasons * = MS 05 had an overall mission only ** = MS 09 Projections • Distribution of ROTC graduates across components does not meet mission requirements • Steady increase of ROTC achievement in FY06 - 09

  9. OCS Production Active Component • Overall OCS RA Msn is being met • - Mission almost doubled from FY07 to FY08 • - OCS reporting is not consistent (HRC, USAREC, SMB, DOAC, DA G1) *975(ACC) /628 (DEP) = 1603

  10. OCS Production USAR No In-Service Mission Prior to FY 09 ( ) = Number of direct commissions included in total • OCS reporting is not consistent (HRC, USAREC, SMB, DOAC, DA G1) • -

  11. JAG Production FY 05-09 • No issues • On track to meet mission requirements * As of 2 June 09 forecast to exceed mission

  12. USAREC/USACC RA Nurse Production • Last two years volume mission and direct mission has been met • Historically both mission sets have not met mission requirements (FY05-07) * As of 28 May 09 ** FY09 USACC projection is 221 – 98% *** Projections for FY10

  13. USAREC USAR Nurse Production **EOY FY09 projection is 125%** • Last two years volume mission has been met

  14. USAREC RA AMEDD (DC, MC) • Dental Corps (direct) mission has historically not been met • Medical Corps (direct) most difficult mission and is historically missed each year As Of 4 Jun 09 09 - Based on September (EOY) Glide Path 100% or > 91.33% to 99.99% 91.32% or < OMFS: Oral Maxillofacial Surgeon HPSP: Health Professions Scholarship Program FAP: Financial Assistance Program

  15. USAREC AR AMEDD (DC, MC) 100% or > As Of 4 Jun 09 91.33% to 99.99% 91.32% or < 09 - Based on September (EOY) Glide Path MDSSP: Medical/Dental School Stipend Program LDG: Low Density Group • Army Reserve AMEDD DC & MC under-producing with exception of OB-GYN, Internal Medicine and Diagnostic Radiologist in FY 09

  16. USAREC RA AMEDD (MS, SP, VC) 91.33% to 99.99% 91.32% or < As Of 4 Jun 09 100% or > 09 - Based on September (EOY) Glide Path • No issues with RA MS, SP and VC Missions CPIP: Clinical Psychology Internship Program HPSP: Health Professions Scholarship Program

  17. USAREC AR AMEDD (MS, SP, VC) As Of 4 Jun 09 100% or > 09 - Based on September (EOY) Glide Path 91.33% to 99.99% 91.32% or < • Historic challenges across the AR with exception of Physical Therapist & Environmental Science officer • Production progressively better in FY08 and FY09

  18. Controllable External USAREC Recruiting Truths • Recruiters are the most critical controllable variable in recruiting • Not as easy to increase as $ related factors like bonuses, ed benefits, or advertising • Recruiters are as important for maintaining large entry pools as they are for recruiting • Larger entry pools provide flexibility in smoothing accessions flow to the training base but have higher attrition rates due to longer delay prior to shipping • Quality contract production moves the same direction as unemployment • The most difficult task in forecasting recruiting resources is the effect of multiple factors moving simultaneously (example follows - does not include possible synergistic effects) • On average, reducing recruiters 10% (7K→6.3K) reduces quality contracts 4.7% (72K→68.6K) • Simultaneously reducing ed benefits, bonuses, and ad $’s 10% reduces quality contracts another 3.9% (68.6K→65.7K) • Coupled with an unforeseen 10% decline in unemployment (7%→6.3%) reduces quality contracts by 6.3% (65.7K→61.6K) • Elasticity estimate: effect of 10% change in input on contract production

  19. Key Variables Impacting Recruiting Performance(FY02 - FY09 Regular Army) FY09-FY10 is shaping up similar to FY02-03 Must be prepared for the same effects in FY10-11 as seen in FY03-04 Mission Failure OEF OIF Contract 102.5K Msn / 105.5K Achd Contract 98.5K Msn 104K Achd Contract 104K Msn / 92K Achd FS Loss 1 2 Recruiters ≈ Contracts FY03-FY04-Recruiters↓Contracts↓ FY05-FY06-Recruiters↑Contracts↑ 1 4 3 92 *94K Net Contracts 2 65 77 83 82 77 58 Unemployment ≈ Contracts FY03-FY04-UNEMP↓Contracts↓ FY08-FY09-UNEMP↑Contracts↑ 3 Entry Pool ≈ FS Loss FY04-FY05-EP↓Loss↓ FY02-FY03-EP↑Loss↑ 7.4K 11.1K Next FY EP 3 *40K 33.2K 4 Quality Marks ≈ Contracts FY05-FY06-QM↓Contracts↑ FY02-FY03-QM↑Contracts↓ 2 4 1 *Estimate as of 1 June 2009 **It Is difficult to determine the expected result of multiple factors moving simultaneously in different directions

  20. Waiver Trends Regular Army • Enlistment waivers maintain the opportunity the Army provides to American youth • FY09 policy changes intended to improve likelihood of success • Pushing approval to USAREC CG • Increasing waiting period • Closing out certain categories • Drug & Alcohol waivers have decreased 51% during the first six months of FY09 compared to FY08 • The largest category (misconduct) of conduct waivers decreased by 14% during the same timeframe Army Reserve Waivers in the worst categories have decreased in FY09

  21. Commission Mission Success Automation Funding Manning Incentive/ Bonus/ Scholarship Resources Advertising/ Marketing Resources Cadet Command FY10 Mission/Budget Analysis Recruiting/ Retaining/ Training Resources

  22. Commission Mission Success Automation Funding Manning ROTC - Program Truths • FY10 Budget projection = “Perfect Storm” scenario • ROTC mission increasing – resources decreasing. • Result = mission failure by MS12. • ROTC success of 5350 mission built on 3 legs: funding, manning, automation. • Funding: • Currently proposed decrements will result in mission failure beginning in Mission Set (MS) 2012. • MS 10-11 not impacted due to high scholarship funding in FY08-09. • Every $10M decrement in scholarship funding carries an approximate 157 on-campus Cadre bill • Receiving required funding in FY10 alone will NOT lead to success in MS12-14. Need continued stream of scholarship funding. • OMA $ must remain constant to support increased Cadet load. • Manning • At steady state, Cadet Command manning model prescribes requirement for 3009 on-campus Cadre to commission 5350 annually. Currently have 2784 assigned on campus. • If manning held constant, every $10M decrement in scholarship funding equates to approximately 108 fewer commissions, at steady state. • Increasing from steady state of 4500 commissions annually to 5350 commissions annually requires approximately 8400 additional Cadets in the ROTC program. (More Cadets needed if scholarship funding decreased.) • In-sourcing initiative further compounds manning shortfall • Automation • Current funding anticipated to run out in March 2010 = immediate impact on mission success – Mission failure • Any degradation in the ability to communicate via automated applications/systems will have a rippling, negative impact on the Command’s ability to make mission.

  23. MSLIV MSLIII MSLII MSLI Funding Automation Manning Scholarship Dollars/Production FY10-15 Proposed funding indicates production shortfall in FY12-13 * XXX = number of scholarships in each FY MS13 LE MS13 Prog MS13 L.E. Prog MS13 Shows progression of Mission Sets through the MIL SCI Levels * Assumes lateral entry success

  24. Required funding of $305M yields requirement for 3009 on-campus Cadre. Decremented funding of $254M requires 797 more Cadre. (577 instructors + 87 LogTechs + 133 HRAs) Funding Automation Manning BN Cadre and Scholarships Required All analysis based on steady-state of 5350 commissions, and NOT tied to a particular FY or Mission Set • $10M in scholarship funding equates to 157 on-campus Cadre (114 instructors + 17 LogTechs + 26 HRAs). • If Cadre are held constant, every $10M cut in Scholarships equates to 108 fewer commissions. Mission Success! 5350 Mission Failure 4812 • Assumptions: • Commission Mission remains 5350 • Maximum of 80% MSL IV on scholarship • Progression & Retention Rates remain constant • No major policy changes Ratios used: Instructors (PMS, APMS, SMI, etc.) – 15:1 LogTechs – 100:1 HRAs – 65:1

  25. Funding Automation Manning ROTC Commissioning Performance Increasing from steady state of 4500 commissions annually to 5350 commissions annually requires ~8400 additional Cadets per year in the ROTC pipeline.

  26. Impact of proposed budget cuts: • Only open 43 new programs in FY10. • 1 year longer than planned in the POM to achieve 1910 programs. JROTC No growth without additional JROTC Cadre manning authorizations! Total JROTC Budget # JROTC Programs • Planned Growth in POM of 265 new programs in FY10-12. • FY10 = 86 • FY11 = 86 • FY12 = 93

  27. Historical Initiative Overview • USAAC and subordinate units have implemented over 80 different initiatives over the past five years • The initiatives generally fall into eight different categories: • Market Expansion Programs (11) • Army Preparatory School (APS) • ARMS (not funded for FY10) • Military Accessions Vital to the National Interest (MAVNI) • Recruiter Assistance Programs (8) • HRAP, Army RAP, AR-RAP, G-RAP • Recruiter Incentive Pay • Contract Recruiting Companies • Integrated Contact Recruiters • Incentive Programs (Cash/Education) (27) • Army Advantage Fund (AAF) • Post-911 GI Bill • LTC Bonus • Assignment Incentive Pay • Marketing Communications Programs (7) • Army Custom Segmentation (ACS) • Information Technology (6) • Future Soldier Remote Reservation System (FSR2S) • Recruiter Zone (RZ) • Early Background Checks (EBC)-LiveScan • USMA/Cadet Command Data Sharing • Cyber Recruiting (LRC)< FSC) • Cross-Command Synergy Programs (6) • Brigade Partnership Mission (BPM) • Total Army Recruiting • Competitive Advantage Programs (15) • Partnership for Youth Success (PaYs) • Army Experience Center (AEC) • Training Programs (5) • LDAC, LTC • CPDT, CULP The initiatives are required for continuous operational improvements and to maintain accessions within band of excellence over long run, considering likely changes in recruiting environment

  28. Past Programs & Initiatives • Market Expansion Programs • Army Preparatory School (APS) • Allows non-high school graduates who are otherwise highly qualified to earn GED and enlist • 1484 graduates of 1668 enrollees to date, with BCT/AIT attrition rates similar to GED attrition rates • ARMS • Allows “Fat but Fit” Soldiers to enlist after passing the ARMS Test • 3,332 RA Soldiers and 1,027 AR Soldiers have enlisted through this program to date, with attrition rates similar to height/weight qualified Soldiers • MAVNI • Started in 2009 to address shortage of language skills in SOCOM and Health Care Professionals • Approximately 194 enlistments to date • Recruiter Assistance Programs • HRAP • Allows deserving Soldiers to return to hometowns to help Recruiters engage prime market • HRAP Soldiers have definitely assisted in market penetration, cultivation of centers of influence, and the retention of Future Soldiers • Army RAP, AR-RAP, G-RAP • Provides monetary incentive for non-Recruiters to provide referrals • Accessed over 2,800 Soldiers through the Army RAP at a cost of $2,330 per accession • Recruiter Incentive Pay • Financial Incentive designed to move the mass middle of recruiters that averaged 1 contract a month • Program did not achieve objective and was recommended for termination end of FY09. • Contract Recruiting Companies • Congressionally mandated test that ran from X to X to determine if civilian contract recruiters could take the place of uniformed Soldiers. • 5 year test expired and deemed unsuccessful. Contract recruiting does continue within USAREC, through Integrated Contract Recruiters embedded within traditional Recruiting Companies

  29. Past Programs & Initiatives • Incentive Programs (Cash/Education) • Army Advantage Fund (AAF) • Provides a competitive advantage to attract HSDG I-IIIA who would otherwise not enlist • Achieved nine percent increase in quality contracts prior to suspension of program • Post 9-11 GI Bill • Designed to enhance educational benefits provided by current GI Bill • Program starts in August 2009, will be available to Soldiers or family members of Soldiers wounded in line of duty or who served for at least 90 days post 9-11 • LTC Bonus (Pilot Program ending in DEC09) • Recruitment tool designed to encourage LTC graduates to contract with ROTC. • 557 bonuses awarded - $2.8M paid • Assignment Incentive Pay • Designed to incentives Future Soldiers to select critical MOS and accept assignment to deploying units • Problems with contract language guarantying payment prevented acceptance of this incentive and it did not achieve intent to increase takers for critical skills/positions within deploying units. Terminated in X • Marketing Communications Programs • Army Custom Segmentation (ACS) • Prioritizes population groups based on likelihood to join and identifies motivators, barriers, and attitudes of population groups, enhancing enlistment potential • Allowed Army to achieve 50 percent of production from 30 percent of the population

  30. Past Programs & Initiatives • Information Technology • Future Soldier Remote Reservation System (FSR2S) • Allows Recruiters to “reserve” jobs for recruits with a qualified AFQT Score • QNE rates have decreased across USAREC since the inception of this program • Recruiter Zone (RZ) • Provides Recruiters a “One-Stop” center for leads, updates, applicant processing status reports, etc • Recruiters feel inundated by amount of information and requirements of RZ, so need to prioritize content • Early Background Checks (EBC)-Live Scan • Incorporates Biometric Finger Printing to enhance and speed up background check processing • Resulted in ZERO Fraudulent Enlistments due to Police records for recruiters using system • USMA/Cadet Command Data Sharing • Long-standing protocol transferring applicant lists between USMA and ROTC to enhance Army access to highly qualified and propensed applicant pool. • 5221 new prospects for ROTC provided in FY09. 917 ROTC scholarships offered. • Cross-Command Synergy Programs • Brigade Partnership Mission (BPM) • Established to increase the number of cross-command referrals • Led to 10 enlisted accessions and 45 ROTC contracts • Total Army Recruiting • Designed to provide a common recruiting message and generate synergy among the various Army accessions organizations • Not started yet due to Title 10 and Title 32 legal issues

  31. Past Programs & Initiatives • Competitive Advantage Programs • Partnership for Youth Success (PaYs) • Establishes civilian partner companies that guarantee every Soldier enlisting under the program a job interview upon leaving Army service • Most eligible Soldiers have received interviews upon leaving the Army • Army Experience Center (AEC) • Designed to test alternative business practices and tools in an environment unencumbered by the existing recruiting business model • The Army Experience Center pilot program began operations on August 29, 2008 as a marketing and recruiting laboratory and has proven extremely valuable as a “proving grounds” to pilot new initiatives, developing a number of potentially game changing technologies and business practices • Training Programs • LDAC, LTC • LDAC is the culminating exercise that is conducted in a centralized and controlled environment in which all Cadets are given developmental training and are assessed on leadership skills before commissioning • LTC is designed as an alternate entry program into the advanced courses of ROTC for those students entering their junior year of college and is the primary source of lateral entries into the ROTC program • CPDT, CULP • Cadet Professional Development Training (CPDT) – Airborne, Air Assault, Mountain Warfare, CTLT, etc. • Culture & Language Program (CULP) – summer cultural internships designed to meet Army leader development pre-commissioning training objectives • Designed to pay Cadets to take foreign languages from a DA-determined list of critical languages

  32. Historical Resources

  33. Enlistment Bonus Payments • Maximum EB is $40K by law, and Army policy limits payment to $10K per year, with first payment due at first unit of assignment • The FY budget covers payments to new accessions as well as residual and anniversary payments committed to prior year accessions • Unless planned well in advance, budget cuts must come from new pay • FY10 new pay is lowest since before FY05 Source: President’s Budget for FY05-08, DA-G1 for FY09-10 We only have $137M for new obligations in FY10 compared to $329M in FY07 Source: CAR Data Warehouse, derived USAAC-G2/9, Center for Accessions Research

  34. Foxhole Recruiter Strength • Recruiter strength has increased since FY05 • Accessions per recruiter down slightly • FY05: 14 • FY08: 13 Number of recruiters have peaked, and will be decreasing

  35. Historical Recruiting Environment 1 ARMY Navy 19% Navy 19% Navy 19% Navy 18% Navy 20% Army 18% Army 21% Army 21% Army 20% Army 20% 3 USMC 22% USMC 24% USMC 20% USMC 20% USMC 23% AF 34% AF 33% AF 31% AF 34% AF 35% • Influencers likelihood to recommend the Army has decreased slightly over the last two years. • Propensity associated with negative media coverage regarding combat, causalities and lifestyles subsequently impacting prospect decision-making through influencer persuasion, even though propensity is increasing and troop surge is down. • First Choice for service has remained relatively consistent, although the Army has lost some ground in the past three years to Marines and Air force. • Influencers recommendations for Army remain low • Slowly recovering economy and continued threat of persistent conflicts creates challenges trying to convince prospects that the benefit of Army service outweighs the risk 1 2 3

  36. Future Market Environmental Assessment (FY10-FY17) 2-4 yr Recession Shift in OCO Most Likely Propensity () Influencers () • History indicates that while there may be a slight shift towards economic recovery, labor markets typically recover (fully) 2.5yrs behind the stabilization of inflation and unemployment. • Despite troop draw downs in Iraq, conflicts in Afghanistan, Pakistan and Iran threaten the likelihood of reprieve for American Soldiers. • The combination of a slowly recovering economy along with the persistent conflicts creates challenges for recruiting; trying to convince prospects that the benefit outweighs the risk. 2-4 yr Recession Reduction in OCO MostBeneficial Propensity () Influencers () The road to economic recovery, paired with a reduction in OCO will undoubtedly create a positive recruiting environment and an opportunity for the Army to strengthen brand awareness and seed long term positive relationships with prospects and influencers in non-invasive ways. • Health related issues decrease available market. • Army must take full advantage of the slow economic recovery • Changes in predicted conditions will likely submerge recruiting back into a challenging environment. Rapid Economic Recovery Increase in OCO (Instability) Most Dangerous Propensity () Influencers () • Economy recession ends late 2009 with labor markets following in mid-2010 providing civilian career and college opportunities; increasing recruiting challenges. • Afghanistan, Pakistan, and Iranian conflicts increase; causing US military action and affecting propensity and Army favorability for individuals and their influencers.

  37. API DMA Plots API Diversity Targets API Population Dispersion • Goal: The Army should look like America; therefore, the national P2P goals should be 1.0 for all racial/ethnic markets and then maintain a band of excellence. • Market populations will continue to shift overtime. • API: population and QMA increases (smaller slope compared to Hispanic population). • Recommendation: Focus on the increasing diversity market areas. HIGH/ HIGH HIGH/ LOW Low/ High Low/Low DMA Maps There is opportunity in the API market even though growing, it is still a small population. Engage the West / North West for best opportunities in select DMA markets (DMA Plots).

  38. Hispanic Diversity Targets Hispanic Population Dispersion Hispanic DMA Plots HIGH/ HIGH • Goal: The Army should look like America; therefore, the national P2P goals should be 1.0 for all racial/ethnic markets and then maintain a band of excellence. • Market populations will continue to shift overtime. • Hispanic: population and QMA increases; graduation rates  highest projected growth through 2015 (males). 2nd Highest unemployment. • Recommendation: Focus on the increasing diversity market areas. HIGH/ LOW Low/ High Low/Low Hispanic DMA Maps The greatest advantage for the Army is to engage the growing Hispanic market in the West / South West.

  39. Specified/Implied/Mission Essential Tasks • The following tasks are contained in guidance outside of the DA G1 Accessions Mission Letter and must also be considered: • Execute BRAC • Stand up the HR CoE • Serve as the FT Knox Senior Commander • Transformation: • Establish and operationalize the Acquire function as part of the Human Capital enterprise • Develop, test, and operationalize the Future Recruiting Operation Systems • Specified Tasks: The following slides lay out the projected Accessions Missions for FY 10 - 17 • Acknowledge that the Accessions Mission is the USAAC Msn Essential Task • We have 4 additional tasks that compete for and use the same resources and must be considered

  40. Projected Mission Summary FY10-17 • RA FY10 Mission is 66K and FY11 and beyond steady state mission is 68K • USAR FY10-11 Mission is 21K and FY12 and beyond steady state mission is 20.5K • ROTC FY10 mission is 5.1K and FY11 and beyond is 5.35K • Detailed Breakouts are contained in the following slides

  41. Enlisted Mission Active Projected FY 10-17 • NPS Mission FY10 Mission is 61K and FY11 and beyond steady state mission is 63K • Active First Msn decreased by 500; steady state FY10 and beyond is 1K • PS Msn decreased by 1.5K; FY10 and beyond steady state is 4K • FY 10 Entry Pool of 40K is not assured • FY11 and beyond Entry Pool target floor is 35% with goal of 45%; May need to validate these figures for optimal performance

  42. Enlisted Mission USAR FY 10-17 • NPS Mission decreased by 5K; FY10 Mission and beyond steady state mission is 16K • PS Msn decreased by 500 for FY10 and FY11; assume steady state of 4.5K in FY12 - Total PS mission broken down in more detail on next slide Based on current PS restrictions/constraints our ability to achieve more than 4K PS-CLG is doubtful. Reduction in recruiter strength will further reduce. * These figures are pre-decisional and the USAR Strength Mgmt & G1 are in sync with these figures. These figures have NOT yet been presented to the CAR. A presentation to the CAR is expected on Thursday 21 May 09. Previous figures were 21,000 NPS & 5,500 PS = 26,500 for USAAC ** PS Mission listed above is only USAREC mission; total PS Mission broken down on next slide.

  43. Army Reserve Prior Service *As of EOM April *As of EOM April *As of EOM April • Recommend examining how the PS mission is distributed (USAREC, ARC-D, HRC)

  44. * = Commission Mission Officer Missions FY 10-17 • ROTC FY10 Msn is 5100 and FY11 and beyond steady state is 5350 • Overall OCS Mission decreases 650 to 1960 in FY10 and FY11 and beyond steady state mission is 1860 • There are multiple OCS enlistment sources; requires close coordination to ensure total mission success RA OCS - In order to achieve 1,010 Commissions in FY10, USAREC Mission should be 885 + approximately 800 Soldiers already in BCT/OCS. For FY11-14 Mission should be 860 to achieve an annual requirement of 760 commissions. AR OCS - To achieve the 100 Commissions in FY10, USAREC Mission of 118. For FY11-14 Mission of 200, USAREC Mission of 255. NOTE: This mission should be total NPS Officer requirement for USAREC. Direct Commission should be allowed in lieu of the OCS but not be an additive Mission.

  45. Medical RecruitingRegular Army FY 10-17 Draft • All missions in FY10 are equal to or lower than FY09 • Nurse msn decreases in FY10 but climbs by 30 over the next 6 yrs. • Detail on individual Corps missions in following slides

  46. Medical Recruiting Army Reserve FY 10-17 Draft • USAR total medical recruiting mission increases in FY10 • Total USAR mission decreases in FY11 and then slowly increases in FY12-FY17 • Increase is due to increase in the Nurse mission

  47. FY09-10 Nurse Mission • No issues with Nurse Mission; Total Mission reduces and USACC portion is projected to exceed mission in FY10 • Monitor USACC nurse mission closely to maintain mission success going into FY10 • Monitor BSN - USAR; OTSG recommends 80% of entering nurses have at least BSN

  48. FY09-10 AMEDD (DC, MC) Missions • No issues with DC and MC Mission sets • DC mission projects mission success for FY10, first time since FY2000 • All FY10 Missions are less than FY09 • Need to ensure focus on these two categories as they have historically performed poorly • Monitor MAVNI program performance to see what percentage of mission it accounts

  49. FY09-10 AMEDD (MS, SP, VC) Missions • No issues with MS, SP, VC Missions Sets • All RA FY10 Missions are less than FY09 • All USAR FY10 Mission sets are slightly higher

  50. FY09 mission of 1484; change of -10.9% No data available for FY11-17 Warrant Officer Mission FY09 -10 - No issues with FY10 Warrant Officer Msn - 10.9% decrease from FY09 to FY10 - Only slight increases in those mission sets that do increase

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