NROTC Program NRD Richmond FY14

1. NROTC Program NRD RichmondFY14 AE1(AW) Fremen

2. Antiquated FY13 NROTC Team

3. Identified FY13 Weaknesses Our entire concept for handling the NROTC goal had to change • We realized it would take a concerted and dedicated effort to make the diversity goals and identify “High Quality” applicants • Due to the immense volume of applicants we were required to attain, our process was bottlenecking and creating customer service issues • We decided that making goal on the last day of the year was unacceptable. Early is on time.

4. FY14 NROTC Team

5. Benefits of a Head Coordinator • Ability to focus on the implementation of training programs across the district, to include follow on training at monthly division training sessions. • Enabled the Head Coordinator the ability to be a first responder to any customer service issues. This significantly reduced the number of situations that escalated to a Department Head level.

6. Benefits of Regional Coordinators • Enabled the oversight of manageable tracking systems. Each region was responsible for assisting the few hundred applicants in their “Working Tickler”. • Clarity of access to applicants in assigned zip codes to allow for direct contact of each in a timely and informative manner • Streamlining the application process with direct involvement from the coordinators, packages were being completed in half the time. • Ability to identify diversity applicants as they came in the system and contact them immediately to utilize the market to our fullest advantage. • Allowed realization of the objective of creating “High Quality” applicants, by informing them early and often of the need to increase their SAT/ACT scores.

7. Successful Tactics • Start immediately in April!! Get as many counselor and teacher evaluations as possible before school is out for summer. • Contrary to popular belief, teachers are available during the summer on modified schedules. Same goes for front offices. • Ensure you are generating the evaluation request emails as soon as they arrive in the “Incomplete Applications”. This gives you a much needed head start on the 25% Gate. • Find every NJROTC and NROTC unit in your AOR and make friends with the SNSIs and NSIs. They are key to completing the interviews without over loading your OR dept.

8. Successful Tactics (cont.) • Do not let active NJROTC applicants use their NSIs as an “Other” evaluation. They are perfect interviewers! Remind them that science teachers make great “Other” evaluations. • Always be focused on the sub-categories. The 4-year goal will make itself over the course of the season. Actively pursue the AA, API, and HIS goals. Make trips to the schools, talk to the parents, anything to ensure they are motivated to complete applications as soon as possible. • Head Coordinator sent out regular updates on total numbers, but more specifically a countdown on the diversity goals.

9. Varied Application Depending on the size of your goal and your district, not all of these recommendations may be beneficial. • Create a “Lessons Learned” after each season. Keep what works, scrap the rest. There is a wide range of tools available. • If you are using the local recruiters as your main means of processing, ensure they are knowledgeable in the program. We found many recruiters in our district knew little about the qualification requirements. This created immediate customer service problems . • Whenever possible, coordinators should meet applicants face-to-face. Normal recruiters just sign the SOU’s and forward them up. Set personal deadlines for each applicant. Motivate them complete each part of the package.

10. FY14 Lessons Learned The Good- • The new system works. Efficiency was increased, and all gates and goals were attained prior to deadlines. • Customer Service issues were dramatically decreased from previous season. • Ability to create more green flagged diversity applicants by identifying red and yellow early enough for them to raise their scores. We over-wrote in almost every sub-category. The Bad- • We did not focus on motivating the non-diversity applicants to get their online applications submitted early. This created a huge backlog for the month of February.

11. FY14 Lessons Learned (cont.) • Our current system of conducting officer interviews is not sufficient. It is creating a lag in the submission process to CNRC and NSTC. We need to develop a means of scheduling that includes applicants still on the incomplete side, instead of just completed applicants. Out of Our Control- • Customer service complaints developed from applicants not being academically qualified. • Constant emails from technical issues associated with the website. • Losing diversity applicants to the different service academies.

12. QUESTIONS for AE1(AW) Fremen?

13. 15 MINUTE BREAK

14. NRD NEW ORLEANS FY-14 NROTC ET1(SW) Robinson NRD New Orleans Brief Classification: UNCLAS (FOUO)

15. Organization • 2 years ago • NRD NROTC coordinator • No identified scouts • Last year • NRD NROTC coordinator • 1 scout started mid October 2012 • Scouts manned in other divisions starting November 2012 • This year • NRD NROTC Coordinator • Scouts in 5/6 divisions, manned in July 2013

16. Scouts • Manned in 5 of 6 divisions July 16, 2013 • NROTC Primary duty • Did not have NCO goal • Still helped parent division with free time • Worked directly for me (production, planners, liberty, etc) • Returned to division Feb 1, 2014

17. Tracker • Developed tracker in EXCEL • Has overview and divisional breakdown • Summary tab • Streamlined DPR

18. Tracker (cont.)

19. Prospecting • Presentations (Scrubbed every survey) • DEP Pool (11S and some 12L) • App Logs (Qualified declines) • RTOOLS (>75QT) • Referrals (applicants and Future Sailors) • SNSI’s • STEAM (ASAD Data)

20. Diversity • RTOOLS (filter by race) • Target schools with quality diversity • STEAM

21. Recognition • NAM recommendations for all scouts • CO end of month call

22. Next year • Target diversity aggressively • Scouts access to NETFOCUS • Man up scouts July 1st • Stay until their division is done • More control of scouts

23. Questions Questions for ET1 Robinson?

24. 15 MINUTE BREAK

25. NRD Chicago

26. NROTC COC • NROTC COORDINATOR (NORTH) AMCS(AW) TRAVISE FLISRAND • PRODUCTION COORDINATOR (SOUTH/HQ) AEC(AW) LARRY GAITHER • PROCESSOR/NROTC LPO STG1(SW) PATRICK MALMBERG • DIVISION REPS 1. STS1(SS) BOOKER 2. GM2(SW) BLANDON 3. MA1 HARRISON 4. MM1(SS)EVANS 5. BM1(SW) BURKE 6. MM1(SS) SIMMONS 7. AWS1(NAC/AW) SAMELSTAD 8. MA2 NILES

27. INITIAL MEETING • February 2013: meeting with chain of command to identify weakness of NROTC past production. • NRD Chicago struggled to make mission for FY-12 & FY-13. Missed 50% gate both years. • Meeting included Navy City Outreach (NCO) Midwest, LCDR Mike Kerley, USN and LT Glen Ives, USNA Midwest Admissions Counselor who both GREATLY assisted in our diversity market prospecting and penetration. • Support and communication with entire chain of command was established early. Good working relationship with EACR, NROTC coordinators and DLCPOs was a key part of our success. • Utilized a local applicant log to track applicants, broken down by Division and NRS. • Enabled rapid assessment of applicants to ensure we could focus on diversity mission.

28. DATA • At the end of FY13, data was collected from the Reports section of the NROTC website. Report used was “Schools Report Complete” for FY12 and FY13. • Analyzed data by ZIP code to identify which Divisions / NRSs owned which applicants. • Allowed us to gauge each division’s production for past 2 years. • Ensured accurate goaling • Enabled ownership of the NROTC goal and incentivized recruiters to further prospect and do presentations in their schools. • Also used report to identify high schools that produced diversity. • Allowed us to prospect our most productive diversity schools knowing exactly what area of the mission we were prospecting for.

29. TRAINING • March 2013 we held training with all divisional NROTC Reps. • Trained Reps on the program, NROTC website and responsibilities. • Delegated responsibility of processing applicants up to the interview scheduling portion of the process. • Created accounts for the Reps so they could take care of each applicant in their AOR and know what the work load was. • NROTC coordinators and Divisional Reps held division training in every division. • Recruiters were trained on the NROTC program using the power point for school presentations. • NROTC team (Coordinators, Processors and Reps) had a conference call twice per month. Focused on deficiencies in production and district priorities.

30. NROTC APPLICATIONS • New applicants were added to NRD Applicant log, then assigned to the Division/NRS so the Divisional Rep could make contact. • Applicant log allowed easier management than the cumbersome and time-consuming website and reports. • Data on applicant log was updated weekly from website reports and forwarded to DLCPOs and Reps. • Applicant log included NRD/Division/NRS goals and production. Allowed divisions to stay engaged. • Division NROTC Reps were responsible for taking care of applicants up to the interview scheduling, allowing the processor and coordinator time to focus on submitting packages and doing presentations in priority diversity schools.

31. PROSPECTING • Once the FY13 season closed we attended college fairs, with DIVERSITY as our main target. • National Hispanic College Fair • Black Star Project • Chicago National College Fair

32. PROSPECTING • When the FY14 season opened, we asked our ESS to identify the best schools in our AOR. • ACT/SAT Scores • Diversity Market • School Rank • Grad Rate • College Enroll %

33. PROSPECTING • We identified the JROTC units in our area. • We had a face to face with every unit Commander, we gave them our contact information and updated them with all the new changes to the program. • Sent them copies of all the forms and explained how they needed to be completed.

34. PROSPECTING • We attended school presentation with the Division Reps and Recruiters. Our intentions were to build good rapport with: • College Counselors • Retired Military • Teachers • Coaches

35. PROSPECTING • Before every school visit, we reviewed our app log to identify any applicants whose packages were incomplete/complete. • We used selected/completed applicants to help answer questions.

36. PROSPECTING • We called various organizations to get the NROTC scholarship opportunity out to the community. • NAACP • Boy Scouts of America • Society of American Military Engineers • NROTC units at Universities in our AOR • Naval Academy/Maritime Academy Reps

37. PROCESSING • NRD Chicago’s goal is large enough to require workload management. • Having a coordinator and processor at HQ has proven to be our most productive arrangement. • Coordinator: • Worked incomplete applicants • Performed school presentations • Quality checked all applications • POC for the divisional reps

38. PROCESSING • Processor • Worked completed applicants • Collected forms • Set up officer interviews • Completed all applications • Mailed out all applications

39. PROCESSING • The majority of our officer interviews were conducted on weekends. • We utilized the support from our local NOSCs during drill weekends, allowing us to meet with 10-25 applicants 1-2 times a month. • Typically, we had 1-2 Medical Officers in the volunteer interview pool which greatly facilitated interviews for our Nurse Option Applicants.

40. PROCESSING • Saturday sessions also gave us: • Face-to-face time with applicant. • Opportunity to develop a plan for completing applications. • Good Q&A time with family.

41. PROCESSING • District Support • Occasionally we came across situations involving several applicants from a single school who had limited means of transportation. We coordinated a date/time for 2-3 officers from HQ to complete the interview process at the school. This served as a great opportunity to collect transcripts, ACT/SAT scores and evaluations.

42. PROCESSING • Once an applicant reached the “Complete Online Applications” list, we initiated contact with the remaining evaluators because the generic email that is transmitted sometimes ends up in their spam folder. Once we spoke to the applicants we set deadlines and made sure they could open the file.

43. LESSONS LEARNED • Do not assume scores entered into the website are accurate. Rapid verification of scores is required to ensure applicants have the ability to retest if scores are out of date or if they don’t meet program standards. • Engagement of applicants from Divisional Reps is a necessity. Active communication with applicants keeps them motivated and engaged with the application process. • Active monitoring of applicants in the system allows adjustment of incentives • Using Division and NRS-level incentives to boost diversity applications was very productive.

44. CONCLUSION • 63% of our Diversity applicants came from either NROTC presentations in schools or were referred by recruiters at the NRSs. • Incentives were productive in diversity production. • Continual communication between EACR and NROTC coordinator on status of NROTC mission ensured focus was maintained on overall goal. • TEAM CHICAGO would not have met Diversity mission without support from all hands.

45. Questions for the NRD Chicago team?

46. 15 MINUTE BREAK

47. -NROTC COORDINATOR: ETC(SS) BYARS -NROTC PROCESSOR: NC1 MADDOX NRD LA NROTC

48. NRD LA NROTC • GEOGRAPHIC LOCATION • PROXIMITY TO NAVY BASES • TRAINING • SCHOOL PRESENTATIONS • RIGHT RECRUITERS FOR RIGHT STATIONS • BLUE AND GOLD RECRUITERS • APPLICANT TRACKER • PLANS FOR FY15

49. NRD LA NROTC • GEOGRAPHIC LOCATION • NRD LA HAS A LARGE HISPANIC POPULATION DUE TO THE PROXIMITY TO THE MEXICO BOARDER. • NRD LA ALSO HAS A LARGE API POPULATION DUE TO THE FACT THAT WE COVER GUAM, HI, AND JAPAN. • NRD LA DOES NOT HAVE A LARGE AFRICAN AMERICAN POPULATION. WE HAVE TO DO MORE HIGH SCHOOL PRESENTATIONS EARLY FOR FY15 IN OUR DIVERSE SCHOOLS TO CREATE AWARENES. WE ALSO NEED TO USE OUR ISR’S TO BREAK INTO OUR DIVERSE PRIVATE SCHOOLS.

50. NRD LA NROTC • PROXIMITY TO NAVY BASES • NRD LA HAS NAWS POINT MUGU, NBVC PORT HUENEME, PEARL HARBOR, AND NAS GUAM IN ITS AOR. • A LARGE PERCENTAGE OF OUR APPLICANTS ARE “NAVY BRATS”. ESPECIALLY FROM OUR GUAM, JAPAN AND HI STATIONS.