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US Army Accessions Command &
BOLC
Leader Development Summit
19 NOV 08
Mr. Chip Reynolds
Deputy G3, USA Cadet Command
COL Terry Sellers
Commander, 199th IN Brigade
Purpose
• To provide an overview of the US Army
Accessions Command’s organization, roles,
functions, and responsibilities.
• To provide a similar analysis of Accessions
Command’s major subordinate commands:
– US Army Cadet Command
– Officer Candidate School
– BOLC Outcomes
2
Agenda
• USAAC
• USACC
• OCS
• BOLC Process/Outcomes
3
USAAC Mission and Organization
AAC is the Army
organization that:
AAC Mission
– Accesses the force Right Soldier, Right Skills, Right Place, Right Time.
– Trains Soldiers and
develops leaders for
their first unit
– Produces Soldiers for
a modular, expeditionary USAAC recruits qualified volunteers and trains
Army them in the Warrior Ethos, transforming each citizen
into a Soldier/Leader, prepared for combat operations
with their
Deputy Commanding General First Unit of Assignment.
25
(DCG) IMT
IMT
Commanding General (CG) programs
Accessions Command
Executive
Agent USMEPCOM
CG CG CG Officer Accessions
Recruiting Cadet BCT CoE - Candidate Support
Command Command Fort School Brigade 4
Jackson
AAC IMT Responsibilities
Accessions
Command • Train recruiters, drill sergeants, and other IMT cadre
Recruiting
Command
• Serve as the functional proponent for IMT:
– Basic Combat Training (BCT)
Cadet
Command – One Station Unit Training
– Advanced Individual Training (AIT)
–
BCT CoE -
Fort Jackson Drill Sergeant School
– Reception Battalion Operations
Officer
Candidate – Pre-commissioning Policy and Training Tasks
School
– Reserve Officer Training Corps (ROTC)
Drill Sergeant
School
– Officer Candidate School (OCS)
– Warrant Officer Candidate School (WOCS)
Recruiting
& Retention
– Basic Officer Leader Course (BOLC) l-lll
School
– Warrior Transition Course
Warrant Officer
– Recruiting and Retention School
Candidate School
– Physical Fitness School
B
Basic Officer – Warrior Tasks and Battle Drills (WTBD) Review
O Leader
L
C Course
II (Phase I & II)
5
Accessions Command:
Footprint Across America
Over 3500 points of presence!
(1651)
+ 1215 SROTC Partners 6
SROTC = Senior ROTC JROTC = Junior ROTC
US Army Cadet Command
Cadet Command: Developing Leaders
Mission
To commission the future officer leadership of the US Army
and
motivate young people to be better citizens.
“Agile & Adaptive”
Scholar Leader Development
Athlete Recruit Develop Retain Commission
Leader
Warrior Leader
METL
- Recruit quality cadets - Sustain the force
- Retain quality cadets till commissioned - Support JROTC
- Develop competent, agile & adaptive leaders 8
Cadet Command Structure
Command Structure Typical Cadet Command Battalion
Effective 1 June 03
PMS Commission
AC/AGR Mission of 12-14
Cadet Command HQ APMS APMS
AC/AGR Contractor
2 Region HQs
ROO SMI
AC/Cont AC
14 Brigade HQs
(AC/AGR)
TNG NCO Admin Tech
AC/Cont DAC/Cont
273 Battalions Secretary
Supply
University
DAC or DAC
1645 JROTC Units = Active Component = Contractor
= Active Guard/Reserve = DA Civilian
9
Transformed USACC C2 Structure 7th BDE HQ
FT Knox – Feb 09
3rd BDE HQ 40 battalions
215 JROTC JROTC BDE HQ (Monroe)
8thBDE HQ Great Lakes Naval FT Knox – Oct 11
FT Lewis – Apr 09 Training Center – Feb 09
LDAC / GEO BDE 38 battalions
116 JROTC
HQs USACC
30 battalions
160 JROTC FT Knox
2nd BDE HQ
FT Dix – Jun 08
41 battalions
102 JROTC
4th BDE HQ
FT Bragg – Jun 09
38 battalions
313 JROTC
1st BDE HQ
FT Knox – Jan 09
MC / LTC BDE
5th BDE HQ 11 battalions
FT Sam Houston – Jan 09 6th BDE HQ
36 battalions Hunter Army Airfield – May 08
292 JROTC 39 battalions
433 JROTC
USACC HQs
Brigade 10
JROTC Forward Deployed Personnel
Senior ROTC Production
Total Commissions
FY 06-09 Mission: 4500 5500 5350
5100 5350 5350
4275 Line Officers 5000 5100
2525 Active Component 4500 4500 4500
4500 4632
4500
(2350 Line; 175 MSC)
4300
650 Army Reserve 4000 4178 4088
4050
1100 Army National Guard 3900
3500 Production DA Mission
225 to Army Nurse Corps
3000
'05 '06 '07 '08 '09 '10 '11 '12
240
Nurse Commissions 225
225 225 225
220
200 216
175 175 175
180
160 173
164
140 157 155
143
120
100 120
'03 '04 '05 '06 '07 '08 '09
11
USACC New Lieutenant Profile
100%
90% API
80%
70% Black-Not
Hispanic
60%
Hispanic
50%
40%
Other
30%
20%
White-Not 2LT Kyle McElhaney
10%
Hispanic Commissioned Dec 2007
0% UNIVERSITY OF MISSISSIPPI
FY04 FY05 FY06 FY07 FY08 FY 08 Gender
Avg 2LT FY07 FY08
Female
GPA 3.1 3.1 17%
Academic Discipline Mix 1 - Generalist 1 - Generalist
APFT 257 262 83%
Age at Commissioning 24 yrs 23 yrs, 10 mos 20%
AC/RC Duty % 69%/31% 62%/38% Male
12
BOLC Model
Phase I
Phase II Phase III
(Precommissioning) First Unit
(Common Experience) (Branch Training) Assigned
JAG
IN AR FA AV
Benning AD EN MP CM Functional
SC MI TC MS
Training
Sill (ABN/Ranger)
6 Weeks of Tng QM OD AG FI
DCO 6-15.6 Weeks of Tng
4 Weeks of Tng
Phase I Phase II: Phase III
Pre-commissioning Branch Training
Field Leadership Laboratory
USMA 48 Months • Technical branch skills
ROTC 24-48 Months
• 80-90% Field / Tactical Training • Tactical branch training in a field
OCS 12 Weeks • Rigor and toughness environment
ARNG OCS 16 mos/8 weeks • Small unit leadership & tactical skills • Leadership
WOCS 6 Weeks • Digitization Tng
Benefit to The Army
• Competent, confident and adaptable leaders who can solve dilemmas, make
rapid decisions and lead Soldiers in the Contemporary Operating Environment
• Leaders who share a common bond with their combined arms peers
• Leaders ready to lead small units in tactical environments upon arrival at first unit
13
JAG = Judge Advocate General ABN = Airborne DCO = Direct Commission Officer
ROTC Program Model: BOLC I
The Progression model Warrior Forge
supports the Leader Leader
Development timeline Development &
Assessment
Course
Basic Course
Progression Model
MSL I MSL II MSL III MSL IV
Lateral Entry
Leader’s
Training
LTC Provides Basic Course Course “Officership” The
Credit
Bar of Gold
14
Train to Lead – We Commission, We Motivate
BOLC I: ROTC Program Overview
BASIC COURSE ADVANCED COURSE
MSL I MSL II MSL III MSL IV
Freshman Sophomore Junior Senior
MSL 101 MSL 201 MSL 301 MSL 401
Leadership & Innovative Adaptive Developing
Personal Team Tactical Adaptive Leaders
Development Leadership Leadership
MSL 102 MSL 202 MSL 302 MSL 402 Objective
Introduction Foundations of Leadership in Leadership in a
to Tactical Tactical Changing Leader
Development Complex World
Leadership Leadership Environments
& Assessment
1 Class/Week 2 Classes/Week 3 Classes/Week Course 3 Classes/Week
(LDAC)
1 Leadership 1 Leadership 1 Leadership 1 Leadership
Lab/Week Lab/Week Lab/Week (Mandatory for Lab/Week
All Cadets)
PT PT Professional Professional
Agile
Military Education Military Education
FTX FTX Adaptive
PT Leaders
or
-Placement Credit (Vet/BCT/JROTC) FTX
-Leader’s Training Course (LTC) PT
-Accelerated Cadet Commissioning Tng
FTX
MSL = Military Science
and Leadership Standardized campus and summer course training:
synergism of leader development, military skills, and academics
15
Basic Officer Leader Course (BOLC)
Common Core Task List Summary
Revision Approved by CG, USAAC:
Total Tasks: 80
BOLC I BOLC II BOLC III
P = Programmed Training 51 12 3
I = Integrated Training 0 42 37
A = Awareness Training 16 5 3
R = Refresher Training 0 0 1
Total Tasks Trained: 67 59 44
• P = Programmed Training: Is listed in POI with prescribed number of hours, specific learning objectives and concludes with an
evaluation of proficiency or knowledge.
• I = Integrated Training: Conducted with other training. These subjects do not usually appear on the training schedule as
separate entities.
• A = Awareness Training: Can be accomplished with briefings, orientations, handouts, posters by the chain of command to
increase knowledge or awareness in subject.
• R = Refresher Training: Reinforces or reviews important skills; frequency is left to the commander’s discretion.
Train to Lead – We Commission, We Motivate
Curriculum Structure: 5 Tracks
Personal Tactics &
Values & Ethics Leadership Officership
Development Techniques
Army Values Health and Fitness Army Leadership Map Reading & Army Heritage,
Framework Land Navigation Customs, &
Warrior Ethos Goal Setting Traditions
Leadership Troop Leading
Military Time Management Development Procedures Army Institutional
Professional Ethics
Stress Management Program (LDP) Problem Solving
Knowledge
Consideration of
Others Communication Applied Leadership Military Decision Military Operational
Skills Theories Theory
Making Process
Equal Opportunity Motivation Army Training
Squad & Platoon Management
Command Policies Team Building Tactics
on Improper Personnel and
Relationships Cadet Battalion Contemporary Career Management
Leadership Roles Operating
Environment Military Justice and
Discipline
Cultural Awareness
17
Leader’s Training Course (LTC)
• Introduce Cadets to Warrior
Ethos and Army Values
• 29 Days at Ft. Knox, KY
• Participants receive credit for
MSL I and MSL II coursework
TRAINING SEQUENCE
PHASE 1 / 2 PHASE 3 PHASE 4
Individual / Collective Skills Experiential Recovery &
Leadership Graduation
Warrior Forge
21 Days 4 Days 4 Days
•Technical / tactical proficiency •Mental and Physical College
•Self confidence Challenges MS I MS II MS III MS IV
•Team building •Teamwork, esprit Lateral
Entry
Leader’s
Training
Course 18
Warrior Forge
(Leader Development and Assessment Course)
• Evaluate Leadership Skills and Reinforce
Warrior Skills
• 33 Days at Ft Lewis, Washington
• All cadets must attend prior to
commissioning
TRAINING SEQUENCE
WEEK 1 WEEK 2 WEEK 3 WEEK 4 WEEK 5
Warrior Forge
CONF TNG FLRC / HG
MED / INPROC
BRM / US WPNS ITT PATROL
APFT SQUAD STX
LAND NAV
FIRE SPT BRANCH ORT STX College
FIRST AID MS I MS II MS III MS IV
Lateral
INDIVIDUAL SKILLS COLLECTIVE SKILLS Entry
• Technical / tactical proficiency • Small unit operations Leader’s
Training
• Self confidence and leadership Course
• Team building • Mission focus
• Teamwork, esprit
19
Cadet Practical Field Training (CPFT)
• The program includes training at Army schools
and special courses including:
– Airborne, Air Assault, Cadet Field Training (USMA),
Mountain Warfare, Northern Warfare, USMA
Sandhurst Competition, and Sapper Leader Course,
Helicopter Flight Training
CTLT –Cadet Troop Leader Training
• Cadets experience leadership in:
– Army Table of Organization (TO&E) units
• Cadets serve in positions where a second
lieutenant is normally assigned.
• Positions vary in duration depending on
the host unit and location (general rule is
CONUS three weeks; OCONUS four
weeks).
21
DCLT - Drill Cadet Troop Leader Training
• Cadets serve in a platoon leader or executive
officer positions in IMT companies and work
closely with Drill Sergeants and other cadre.
• Cadets experience leadership training with Initial
Military Training (IMT) Companies.
• Positions lengths vary in duration depending on
the host unit and location.
• Cadets must attend a Staff Cadre Training
Course (SCTC) prior to training in IMT units .
22
Internships available in FY08
Army Medical Department Internship Program (AMEDDIP) - Surgeon General’s Office
(USASGO)
Army Science Board (ASB) - DA, Senior Science Advisory Panel, Secretary of the Army,
Science & Technology
Public Affairs Officer Internship Program (PAOIP)
Research Internship (RIP)
Chaplainry Internship Program (CHIP) –Chaplain Corps
Health Facility Planning Agency Internship Program (HFPAIP) -Health Facilities Planning
Agency
Engineering Internship Program (EIP) - Corps of Engineers
Helicopter Flight Training Program – North Dakota NG
Judge Advocate Internship Program (JAGIP) – US Army Staff Judge Advocate (SJA)
National Ground Intelligence Center Internship Program (NGCIP)
23
Nurses Summer Training Program (NSTP) - US Army Nurse Corps
United States Army
Officer Candidate School
(OCS)
24
Candidate Background
College Option Prior Service
• 4-year Degree • Minimum of 90 college
• Attend Basic Training credits
• Attend OCS • Must complete degree before
promotion to CPT
• All ranks, including E7, E8
and Warrant Officers
Total Army
• Regular Army
• Army National Guard (ARNG)
• Army Reserve
Very successful people with a lot of talent
25
BOLC I Outcomes
• Values and Ethics
– Newly Commissioned / Appointed Officer who knows and
understands Army values and begins to demonstrate them
• Leadership
– Newly Commissioned / Appointed Officer who demonstrates
knowledge of core leadership attributes and competencies and
apply fundamentals of leadership at team and squad levels
• Officership
– Understands and embraces the concept of officership
• Personal Development
– Understands responsibilities of an officer for self development
(physical, mental, spiritual and emotional) outside the institutional
and organizational domains
• Technical Competence
– Possesses fundamental knowledge and understanding of basic
military skills and Army management systems required of a junior
officer
• Tactical Competence
– Possess basic military skills and demonstrates knowledge of the
orders process and troop leading procedures while executing
small unit tactics
– Experiences an introduction to WTBD and fundamentals of Army26
operations
Graduation Requirements
• Meet Army height & weight standards
• Pass two APFT’s – initial & final
• Attempt obstacle confidence course
• Attempt Combat Water Survival Test (CWST)
• Achieve above 70% on 9 academic tests
• Pass both day & night land navigation tests
• Complete 3,4 & 5 mile release runs
• Complete two 5 mile, two 7 mile, and one 10 mile foot march
• Pass 50% of leadership evaluated positions (Garrison & Field)
28
12 Week Overview
Basic Officer Candidate Phase
Week 1 Week 2 Week 3
-In processing -Call for Fire Class/Exam -Leadership Classes
-Initial APFT -Warrior Basic Combat -Military Justice Classes
-OCS Orientation Tasks Training -Ethics Classes
Reception -Bolton Obstacle Course -Personnel Management
-Applied Map Reading
Day -Combat Water Survival Test System Class
(Land Nav Intro)
-Planning & Supervision Class
-Leadership Reaction Course
Week 4 Week 5 Week 6
-Tactics & Operations -Grammar / English Classes -Senior Officer Candidate
Classes -Military Supply Class Review
-Terrain Walk (Bush Hill) -Army Training Management -Branching Ceremony
-OPORD Development System -Military History Classes
-OPORD Briefs -Military Intel Class
-Grammar / Briefings /
English Class
Senior Officer Candidate Phase
Week 7 Week 8 Week 9
Field Leadership Exercise I Field Leadership Exercise II FLX II Continued
(FLX I) (FLX II)
-Platoon Operations / STX’s
-Team & Squad Level Battle -Squad Operations / STX’s -Tactical Assembly Area Ops
Drills and Tasks -Tactical Assembly Area Ops -Land Navigation
-Patrol Base Operations -Land Navigation (TM/IND/Test)
(TM/IND/Test)
Week 10 Week 11 Week 12
-FLX II Recovery Inspection -Final APFT -Final Admin / Out processing
-Military History Classes -Mentor Session (MCCC) -Graduation Formal
-Mentor Session -Soldier Team Development -Family SRP
-Briefings (PE) -Officership Seminars -Graduation / Commissioning
-Financial Management
-Admin / Out processing 30
-Briefings (PE)
199th Infantry Brigade
BOLC Process
COL Terry L. Sellers
CSM Darrin J. Bohn
31
Competent / Confident Adaptable / Agile
WHAT HOW
Academic Practical Applications
Individual Training Collective Training
BOLC I
(OCS)
Initial Entry Training
(Education - Participant)
BOLC II
Initial Military Training
(Acculturation – Leader Participant)
BOLC III
Specific Branch Training
(Platoon Leader - Leader)
Knowledge & Experience facilitate increased task complexity / difficulty
32
Overall BOLC Outcomes
• A team member possessing the character and commitment
to live the Army Values and Warrior Ethos
• Confident, adaptable, mentally agile and accountable for
own actions and able to act within the Commander’s intent
• Grounded in the core competences (leading, developing,
and achieving) capable of serving the modular force in full
spectrum operations
• Physically, mentally, spiritually and emotionally ready to
fight as a ground combatant
• Proficient in basic military skills required of a junior officer
(BOLC)
• Self disciplined, willing and an adaptive critical thinker
capable of solving problems commensurate with position33
and experience
BOLC I Outcomes
• Values and Ethics
– Newly Commissioned / Appointed Officer who knows and
understands Army values and begins to demonstrate them
• Leadership
– Newly Commissioned / Appointed Officer who demonstrates
knowledge of core leadership attributes and competencies and
apply fundamentals of leadership at team and squad levels
• Officership
– Understands and embraces the concept of officership
• Personal Development
– Understands responsibilities of an officer for self development
(physical, mental, spiritual and emotional) outside the institutional
and organizational domains
• Technical Competence
– Possesses fundamental knowledge and understanding of basic
military skills and Army management systems required of a junior
officer
• Tactical Competence
– Possess basic military skills and demonstrates knowledge of the
orders process and troop leading procedures while executing
small unit tactics
– Experiences an introduction to WTBD and fundamentals of Army
operations 34
•
BOLC II Outcomes
Values and Ethics
– Junior Officer who demonstrates Army Values and applies them to
personal and professional decision making
• Leadership
– Junior Officer that can apply core leadership attributes and
competencies, and demonstrate proficiency at team and squad
levels
• Officership
– Accepts and demonstrates new roles and responsibilities as a
member of the profession of arms
• Personal Development
– Applies responsibilities of an officer for self development
(physical, mental, spiritual and emotional) outside the institutional
and organizational domains
– Understands responsibilities to inspire self development in
subordinates
• Technical Competence
– Practices the application of technical aspects of warrior tasks and
battle drills
– Applies Army management systems and sustainment functions
• Tactical Competence
– Applies Troop Leading Procedures (TLP’s)
– Applies critical thinking and problem solving
– Understands and applies warrior task and battle drills and 35
fundamentals of Army operations
BOLC III Outcomes
• Values and Ethics
– Junior Officer that embodies, lives and defends the Army values
• Leadership
– Junior Officer possesses attributes and competencies to assess, train and
lead in their first unit of assignment
• Officership
– Applies roles and responsibilities at first unit of assignment
• Personal Development
– Demonstrates self development and an understanding of the life long
learning process for themselves and future subordinates
– Advances personal and professional development as the future of the
Army
• Technical Competence
– Demonstrates technical skills proficiency for individual branch integration
as a member of the combined arms team
– As a leader applies Army management systems and sustainment functions
• Tactical Competence
– Makes appropriate decisions based on doctrine (includes TLP’s),
assessment, critical thinking and judgment to provide a solution to a
tactical problem
– Functions as a leader in employing warrior task and battle drills and
branch defined technical and tactical skills
– Adapts Troop Leading Procedures and problem solving skills to branch
specific mission support requirements
– Executes branch defined missions in support of full spectrum operations 36
Summary
• USAAC
• USACC
• OCS
• BOLC Process/Outcomes
37
Backup Slides
38
BOLC Outcomes
• Leader and team member possessing the character and commitment to
live the Army Values and Warrior Ethos
• Confident, adaptable, mentally agile and accountable for own actions
and able to act within the Commander’s intent
• Leaders grounded in the core competences (leading, developing, and
achieving) capable of serving the modular force in full spectrum
operations
• Physically, mentally, spiritually and emotionally ready to fight as a ground
combatant
• Proficient in basic military skills required of a junior officer (BOLC)
• Self disciplined, willing and an adaptive critical thinker capable of solving
problems commensurate with position and experience
39
What improvements can be made to increase the efficiency of leader
development? RESOURCING, OFFICER ACCESSIONS STRATEGY, REVIEW
OFFICER PROFESSIONAL DEVELOPMENT TIMELINES AND
REQUIREMENTS
What leader development challenges do we face? RECRUITING /
ACCESSIONS, RETENTION OF QUALITY OFFICERS, CAREER GATES
WHILE SIMUKLATANEOUSLY DEVELOPING BREADTH OF
ABILITIES/COMPETENCIES,
How do we increase the effectiveness and synchronization between all three
leader development domains?
How do we create a more holistic integrated leader development system that
embraces harmony and synergy across all three domains? YES
Do we need a leader development doctrine? STRATEGY, DOCTRINE,
POLICIES AND METHODS NEED TO BE INTEGRATED ALONG WITH
RESOURCING
Is the Army leader development strategy adequate?
40
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