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

2. Army Reserve Soldier Process to Influence Change Secretary of the Army
Sergeant Major of the Army
Sergeant Major of the Army’s Board of Directors
(ACOM and Component CSMs)
Army Reserve CSM’s Board of Directors
(25-MSC and DRU CSMs)
NCO Support Channel
Army Reserve Soldier

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
This slide is intended to depict the “big-picture” – showing overall changes in computation of promotion points (backup slides 10-16) (Demonstrated Project slide 17)
OUR INTENT IS TO EVOLVE THE SYSTEM TO ENABLE A Shift in focus from SGT to SSG (Warrior Skill vs. Leader)
HOW WE ARE CHANGING IT
Commander/Board Points – Eliminated (no value added – Cdr’s average 149/150 (99.3%) - Brd avg 140/150 (93.3%)
Awards – Increase at SSG (indicative of future potential performance) – ARI – proven predictor of future performance
Mil Ed
NCOES – Increased value (establishes forcing function for NCOES without unenforceable policies) – units must ensure the best be trained (represents 10% of total overall score)
ACCP – Must Complete the Course to get credit (no longer award points for sub-courses)
Unit Training – Limited to (Chapter 4 w/approved POI) to eliminate abuse & standardize
Civ Ed – Less Impact to SGT, continued emphasis at SSG (same level of schooling required – lesser value per SH)
Mil Trng
Warrior Skills – APFT, Wpns Qual (objective measurements) – significantly increased for E4 to E5
Combat Experience – value (individual experiences) to the Army in the long run
Total Score – Points will be lower, # of Promotions will remain the same (cutoffs are adjusted accordingly – same promotions regardless of scores)
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. PART V – OVERALL PERFORMANCE AND POTENTIAL
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
ARNG Number Analysis
Current ARNG Strength: 361K
Commanders adjusted strength: 319K (41K in training pipeline)
# Permanent P3-4 Profiles: 22,827
# of Soldiers Previously Boarded: Y/W 7,766
MMRB/ MAR2: 5,372
MEB/PEB 2,394
# Soldiers MRC 4: (Med Stat Unknown) 34,533
# of Soldiers with potentially unfitting conditions based upon historical analysis:
(i.e MRC Conversion Rates): 67%
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 CSM staff:

9. Physical Readiness Training Standards
PAST
PRESENT
IET
Standardized
Physical Training
Guide
4 JANUARY 2005
Are you conducting APRT
IAW TC ?
Available at:

10. Professional Military Education
SSD-1
WLC
ALC-CC
ALC
SSD-3
SLC
SSD-4
SMC
SSD-5
On-Line
Resident
(Instructor Facilitated)
*DL Phase(s)
Resident, Sister Service, & Non-Resident
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)
This is the new NCOES template for the future. By FY13, a synchronized and sequential requirement mixing both structured self development and resident training will exist. Using this PME methodology, we will be able to achieve a synchronized relationship between NCOES completion and promotions – without waiver, exceptions or conditions.

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.
This is an exceptional value for America, making the Army Reserve a positive investment for our nation and for our future business leaders. We are recruiting not only Soldiers for America’s Army Reserve, but employees for America’s industry at the same time. Conversely, those who come to us from the civilian sector, having acquired a set of skills they can transfer to a military specialty, are able to employ those civilian acquired skill sets on the battlefield.
As we continue to fight terrorism across the globe, can sustain our force of Citizen Warriors only if we are able to offer the employers of America compelling reasons to hire our Soldiers and support them when they must temporarily leave the workplace for a deployment or a training exercise.
The Army Reserve takes full advantage of skills Soldiers bring from their civilian profession and enhances these skills to ensure Soldiers are successful, both as Warrior- Citizens and as employees in the civilian workforce, contributing to a robust U.S. economy.
The Army Reserve has signed more than 1,190 Employer Partnership Agreements. Partnerships signed include corporations, industry associations, state agencies and local police departments.
Partnering with Employers helps strengthen the community; support Army Reserve Soldiers and their Families; and supply Employers with valuable and talented employees. Additionally, Employers will benefit from the employment of men and women with Army values such as the unique brand of mental, physical and emotional strength, experience and proven leadership skills.
An example of the advantages of our Employer Partnership Initiative. A major trucking company, one of our civilian partners, uses a state of the art training center complete with truck simulator cabs. Our Army Reserve drivers, who are employees of this trucking company, use the simulator to confront an array of driving hazards. The drivers train and work daily to operate a truck safely on the road. When these Soldiers get in the cab of one of our military trucks, they are better, more experienced drivers because of the training received from our civilian partner. America gets a better, more disciplined, service-oriented employee, a more skilled and capable truck driver, and a stronger Soldier. That is a positive return on investment for America.
The Army Reserve has signed over 2,500 Employer Partnership Agreements. Partnerships signed include corporations, industry associations, state agencies and local police departments..

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)
Our Warrior Citizens are the life-blood of the Army Reserve. They work in their civilian communities while volunteering to serve their Nation. Some are even full time active duty. They all serve at a time when the stakes for our national security are high and the demands on them and their families are significant. We owe them the best quality of life and health care possible.
The Yellow Ribbon Reintegration Program
Strong Bonds Enrichment Program
“Virtual Installation”
Improved Medical and Dental Services
Army Reserve Warrior and Family Assistance Center (AR- WFAC)
Family Programs and Services
Welcome Home Warrior Citizen Award Program (WHWCAP)
Child and Youth Services (CYS)
Reserve Enrichment Camps
Operation Purple Camps (OPC)
Support to Families of Our Fallen Soldiers
We recognize the ultimate sacrifice these Soldiers and their Families have made for the cause of freedom and we proudly honor our fallen comrades in ceremonies and personal tributes for their military service. The Army Reserve conducts a memorial service to honor their loved one's sacrifice, offers chaplain support if requested, as well as ongoing support to help the Family through this difficult time.

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. Questions? “Take Charge!” Latest information: http://www.usar.army.mil
Comments
Questions?
CSM Michael D. Schultz