NGR 601-1_31JAN19.pdf

UNCLASSIFIED

National Guard Regulation 601-1

Personnel - Procurement

Army National Guard Strength Maintenance Program

Department of Defense National Guard Bureau Arlington, VA 22204-1382 01 January 2019

NGR 601-1 • 01 JANUARY 2019 iv

SUMMARY of CHANGE

NGR 601-1

Army National Guard Strength Maintenance Program Major revision, dated 1 January 2019

This publication has been extensively revised. Major topics revised include:

o Changes regarding the Strength Maintenance Division organizational policies, responsibilities, and procedures.

o Changes in the organization's resourcing and funding procedures.

o Providing Commanders measurable standards of evaluation to attain and sustain strength posture.

o Revised Chapter 6 (6-10) to define and provide guidance concerning the Army National Guard (ARNG) Recruit Sustainment Program (RSP).

o Changes to Strength Maintenance automation procedures/processes.

o Numerous administrative changes made throughout the regulation. Listing crucial revisions in this section would be lengthy; it would not address the depth of each topic and could misguide the reader. The reader is advised to consult the text to discern the revisions from the previous edition, as necessary.

o An internal control checklist was added to assist the RRBs. Its use as management tool will safeguard against fraud, waste and abuse and ensure RR programs are efficiently and effectively carried out according to applicable law and management policy.

o Changes to State Media Services Program authorized/unauthorized requirements.

NGR 601-1 • 01 JANUARY 2019

NGR 601-1 National Guard National Guard Bureau Regulation 601-1 Arlington, VA 22204-1382 01 January 2019

Personnel-Procurement

Army National Guard Strength Maintenance Program

By Order of the Secretary of the Army:

TIMOTHY J. KADAVY

Lieutenant General, USA Director, Army National Guard

Official:

Charles P. Baldwin Deputy Chief of Staff

History. This publication supersedes NGR 601-1, 28 April 2006.

Summary. This regulation covers the Army National Guard Strength Maintenance Program and integrates all of the recruiting and retention programs, policies and procedures necessary for developing, implementing and monitoring a successful strength maintenance program at the State and Territory level.

Applicability. This regulation applies to Army National Guard (ARNG) personnel. It does not apply to the Army Reserve or the Active Army. Nothing in this regulation shall be construed to vary or modify standards, requirements, or benchmarks set forth by the Department of the Army pursuant to authority provided for in law that properly apply to Title 10 and Title 32 ARNG Personnel. Where appropriate, standards, requirements, and benchmarks set forth in relevant Army Regulations and guidance shall be referenced and shall govern all discrete functional areas of the ARNG Strength Maintenance Program.

Proponent and Exception Authority. The proponent of the regulation is the Chief, Strength Maintenance Division (ARNG-HRR). The proponent has the authority to approve exceptions to this regulation that are consistent with current law and regulation. This authority may not be further delegated.

Management Control Process. This regulation contains management control provisions in accordance with AR 11-2, and provides the RRB with a management control checklist for use in program evaluation. Title 10 and Title 32 ARNG Personnel will follow the guidance of this regulation. (See appendix G).

Responsibilities. All Army programs and functions are subject to the statutory requirements of the Federal Managers Financial Integrity Act of 1982 and the subsequent requirements of the Army Management Control Program (AR 11-2, Management Control). As program managers, you are required to establish and maintain effective management controls to prevent fraud, waste, abuse and misuse of program resources. The NGR 601-1 assists in the identification and establishment of internal controls to successfully manage and safeguard your program.

Supplementation. Any supplementation to this regulation is prohibited without prior approval from the Chief, National Guard Bureau, ATTN: ARNG-HRR, 111 S George Mason Drive, Arlington, VA 22204.

This regulation superceedes NGR 601-1 dated 4 August 2006

UNCLASSIFIED i

NGR 601-1 • 01 JANUARY 2019 vi

Suggested Improvements. Users are invited to send recommended changes on DA Form 2028 (Recommended Changes to Publications and Blank Forms) directly to Chief, National Guard Bureau, ATTN: ARNG-HRR, 111 S George Mason Drive, Arlington, VA 22204.

Distribution: A

Contents (listed by paragraph and page number)

Chapter 1 Introduction Purpose • 1–1, page 1 References • 1–2, page 1 Explanation of Abbreviation and Terms • 1–3, page 1 Policy • 1–4, page 1 Strength Maintenance Philosophy • 1–5, page 1

Chapter 2 Responsibilities Section I General • 2–1, page 1 Director, Army National Guard • 2-2, page 2 Guard Strength Maintenance Division • 2-3, page 2 The Adjutant General • 2-4, page 3 Command Chief Warrant Officer (CCWO) • 2-5, page 3 MTOE/TDA Commander 2-6. Page 3 MTOE/TDA Command Sergeant Major • 2-7, page 4 MTOE/TDA First Sergeant • 2-8, page 4 MTOE/TDA First Line Leaders • 2-9, page 5 Career Counselors (Battalion/Unit/Forward Deployed) • 2-10, page 5

Section II Full-Time Recruiting and Retention Battalion Recruiting and Retention Commander • 2-11, page 7 Executive Officer • 2–12, page 8 State Officer Strength Manager • 2-13 page 9 State Warrant Officer Strength Manager (WOSM) • 2-14, page 9 Recruiting and Retention Resource Specialist (RRRS) • 2-15, page 10

RRB Command Sergeant Major • 2-16, page 10 RRB Sergeant Major/ Operations Sergeant Major (SGM) • 2-17, page 11 RRB First Sergeant • 2-18, page 12

Recruiting and Retention Section Chief • 2-19, page 13 Recruiting and Retention NCO • 2-20, page 14

Recruiting and Retention Operations NCO • 2-21, page 15 Inter-State Transfer & In-Service Recruiting Process Specialist • 2-22, page 15 Marketing & Education Specialist • 2-23, page 16 Recruiting and Retention Information System Specialist • 2-24, page 16 ARNG Military Entrance Processing Station Guidance Counselor • 2-25, page 17 Senior Recruit Sustainment Program Sergeant • 2-26, page 18 Recruit Sustainment Program Sergeant • 2-27, page 19 Administrative Specialist • 2-28, page 19 Supply Specialist • 2-29, page 19 AMEDD Technician • 2-30, page 20 Automated Unit Vacancy Software Manager • 2-31, page 20 ii

Chapter 3 Organization and Structure General • 3–1, page 21 Policy • 3–2, page 21 Required Positions • 3–3, page 21

Chapter 4 Personnel Management Purpose • 4–1, page 22 Manpower Authorization • 4–2, page 22 Utilization • 4–3, page 22 Selection • 4–4, page 22 Assignment • 4–5, page 22 Work Conditions and Hours • 4–6, page 22 Position Qualifications • 4–7, page 22 Reclassification • 4-8, page 23 Selection Criteria• 4–9, page 23 Career Progression • 4–10, page 24 Recruiting and Retention Badges • 4–11, page 24 Recruiting & Retention Shoulder Sleeve Insignia• 4–12, page 26 Drill Sergeant Badge and Hat • 4–13, page 26 Standards of Conduct and Performance • 4–14, page 26 Recruiter Misconduct • 4–15, page 26 Potential Recruiter Misconduct • 4–16, page 26 Erroneous and Unfulfilled Commitments • 4–17, page 26 Reporting and Processing of Recruiter Misconduct • 4–18, page27 Investigations and Processing Claims • 4–19, page 28 Status during Investigation • 4–20, page 28 Final Determination• 4–21, page 28 Involuntary Release • 4–22, page 28 Rehabilitation • 4–23, page 28

Release Procedures • 4–24, page 29

Chapter 5 Training Purpose • 5–1, page 29 RRB Training Program • 5–2, page 29 New Recruiter Training • 5–3, page 30 Sustainment Training • 5–4, page 31 Individual Critical Task List • 5–5, page 31 Mobile Training Teams • 5–6, page 31 Information System Training • 5–7, page 31 Commercial Training • 5–8, page 32 Remedial Training • 5–9, page 32 Assessment • 5–10, page 32

Chapter 6 Operations General • 6–1, page 32 Mission • 6–2, page 32 Enlisted Recruiting Mission • 6–3, page 32 Market Timing • 6–4, page 33 Lead Generation • 6–5, page 34 Applicant Processing • 6–6, page 34 Officer Recruiting Mission • 6–7, page 35 iii

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Attrition Management Goal • 6–8, page 35 Recruit Force Pool (RFP) • 6–9, page 36 Recruit Sustainment Program • 6–10, page 36 Unit Sponsorship Program • 6–11, page 36 First Term Loss Prevention • 6–12, page 37 Retention Mission • 6–13, page 37 Retention Interviews • 6–14, page 38 Extension Ceremonies • 6–15, page 39 Alternatives to Separation/Discharge • 6–16, page 39 Discharge/Separation Procedures • 6–17, page 39 Office Space and Supplies• 6–18, page 39 Store Front Recruiting Office (SFRO) Program • 6–19, page 39 SFRO Responsibilities/Requirements • 6–20, page 39 SFRO Funding • 6–21, page 40 Lease Agreements • 6–22, page 40 Branding Initiatives and Setup Guidelines • 6–23, page 41 Equipment• 6–24, page 41 Uniforms• 6–25, page 41 Vehicles• 6–26, page 41 Records and Personnel Files • 6–27, page 41

Chapter 7 Marketing and Advertising General • 7–1, page 42 National Advertising • 7–2, page 42 State Marketing and Advertising Objectives • 7–3, page 42 Army National Guard Trademarked (TM) Logo • 7–4, page 42 NATIONALGUARD.COM • 7–5, page 42 State Marketing and Advertising Standards • 7–6, page 43 State Marketing and Advertising Plan • 7–7, page 43 Marketing and Advertising Funds • 7–8, page 46 Media • 7–9, page 46 Print • 7–10, page 47 Outdoor/Out-of-Home • 7–11, page 47 Public Service Announcements: Television and Radio • 7–12, page 47 Non-Commercial Sustaining Announcements (NCSA) • 7–13, page 48 Social Media Networks • 7–14, page 49 Promotional/Commercial Displays Items • 7–15, page 50 Personal Presentation Items (PPI) and Recruiter Promotional Item (RPI) • 7–16, page 50 Award Items • 7–17, page 51 Recruitment Marketing Contracts • 7-18, Page 51 Lead Management and Processing • 7–19, page 52 Desktop Publishing Systems • 7–20, page 53 Video and Photographic Production Equipment and Supplies • 7–21, page 53

Chapter 8 Automation Purpose • 8–1, page 53 Systems Administrator Assistant (SA), Information Assurance Technical Level II (IAT Level II) • 8–2, page 54 SA/Assistant SA Responsibilities • 8–3, page 54 RRB Automation In-Processing • 8–4, page 54 User Management • 8–5, page 54 Applicant Projections • 8–6, page 54 Security Requirements • 8–7, page 54 Equipment Security • 8–8, page 55 Requesting HRC PERSINSD AIS Access • 8–9, page 55 iv

Waiver Procedures for Access Pending Completed Background Security Investigation • 8–10, page 55 Baseline Zones • 8–11, page 56 Authorized Software • 8–12, page 57 TDA Redistribution of Positions • 8–13, page 57 MEPS Automation Hardware • 8–14, page 57 Repair/Replacement of Warranty and Non-Warranty Equipment • 8–15, page 57 Replacement of Peripheral, Expendable and Spare Equipment • 8–16, page 57 Authorize Use of Government Information Technology Equipment • 8–17, page 57 Recruiter Workstation Basis of Issue (BOI) • 8–18, page 58 Printers • 8–19, page 58 Recruiter Workstation Warranty • 8–20, page 58 Common Causes of FLIPLs for Recruiter Workstations • 8–21, page 58

Chapter 9 Resource Management General • 9–1, page 59 Authorized Funding • 9–2, page 59 Budget Accounts • 9–3, page 59 Procurement Policy • 9–4, page 60 Purchasing Promotional Marketing, Awards and Commercial Display Items • 9–5, page 60 Identification Badges • 9–6, page 61 Supplies and Service • 9–7, page 62 Training Courses and Materials • 9–8, page 62 Commercial Items • 9–9, page 62 Edibles • 9–10, page 62 Uniforms • 9–11, page 62 Reimbursable Expenses • 9–12, page 62 Prohibited Expenses • 9–13, page 62 Special Duty Assignment Pay (SDAP) • 9–14, page 64 Entitlement • 9–15, page 64 Orders • 9–16, page 64 Payment • 9–17, page 64 Transportation Management • 9–18, page 64 Tactical Vehicles • 9–19, page 64 Army Owned or Controlled Nontactical Vehicles • 9–20, page 65 Privately Owned Vehicles (POV) • 9–21, page 65 Applicant Travel • 9–22, page 65 Active Guard and Reserve Travel • 9–23, page 65 Communications Services • 9–24, page 65 Army Recruiting Information Support System • 9–25, page 66 Full-Time National Guard Duty-Operational Support (FTNGD-OS) • 9–26, page 66 Authorizations • 9–27, page 66 Requirements • 9–28, page 66 Orders • 9–29, page 66 Property and Accountability Requirements • 9–30, page 67 Responsibilities • 9–31, page 67

Chapter 10 ARNG Recruiting and Retention Command Authorized Committees General • 10–1, page 67 National Recruiting and Retention Advisory Committee (SMAG EC) • 10–2, page 67 Recruiting and Retention Advisory Committee (SMAG) • 10–3, page 68 Supporting Committees • 10–4, page 69 Supporting Committee Guidelines • 10–5, page 70 Recruiting and Retention Regions • 10–6, page 69 v

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Appendixes

A. References B. MOS Conversion Memorandum C. Recruiting and Retention NCO Badge Upgrade Memorandum D. Performance Counseling Statement E. Letter of Reprimand F. Involuntary Release G Management Control Evaluation Checklist

Table List Table 4-1: Army National Guard Recruiting and Retention Badge Criteria, page 25 Table 5-1: Recruiting and Retention Command Required Training Timelines, page 29 Table 9–1. Criteria and Source for Printing Requirements, page 61 Table 9-2: Reimbursement Limits Based on Duty Days Work, page 63

Figure List Figure 10-1: Recruiting and Retention Regions, pg 70

Glossary vi

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1 NGR 601-1 • 01 JANUARY 2019

Chapter 1 Introduction

1–1. Purpose The purpose of this regulation is to provide comprehensive guidance to the Army National Guard (ARNG) on Recruiting and Retention (RR) policies, procedures, programs and activities needed to develop a successful Strength Maintenance (SM) program.

1–2. References Required and related publications are listed in Appendix A.

1–3. Explanation of Abbreviations and Terms

a. Abbreviations and special terms used in this regulation are explained in the glossary.

b. The use of the term “State” in this regulation includes the several States, the U.S. Virgin Islands, Guam, Puerto Rico and the District of Columbia.

1–4. Policy National Guard Bureau (NGB) sets forth guidance outlined in this regulation pursuant to authority IAW DoDD 5105.77, and in a manner consistent with relevant Department of the Army (DA) regulations and standards. The Adjutants General (TAG) of each State will develop and implement a SM program IAW this regulation to achieve assigned end strength missions.

1–5. Strength Maintenance Philosophy

a. The SM philosophy is one of total service, committed to improving personnel readiness. This philosophy consists of three tenets:

(1) Recruiting. Recruiting is the process of attracting quality Non-Prior Service (NPS) and Prior Service (PS) individuals to serve in the ARNG.

(2) Attrition Management. Attrition management is the process of reducing Soldier losses from within the ARNG while still under contractual obligation.

(3) Retention. Retention is the process of retaining ARNG Soldiers who reach their Expiration Term of Service

(ETS).

b. The SM philosophy focuses on team building and partnerships between the Recruiting and Retention Battalion (RRB) and the unit chain of command to balance recruiting, attrition management and retention activities.

c. When implemented effectively, the SM philosophy increases personnel readiness by focusing recruiting efforts on filling unit vacancies, focusing attrition management/retention efforts on reducing turnover and retaining qualified ARNG Soldiers.

d. SM is positioned to impact the diversity of ARNG units and should strive to have units reflectthe local communities which they serve.

Chapter 2 Responsibilities

Section I

2–1. General

a. Strength Maintenance is a command responsibility. The successful implementation of the SM Program described herein is dependent on State command coordination with the Recruiting and Retention Battalion (RRB).

b. State leadership is responsible for the development and implementation of the SM program. Specific program responsibilities listed include but are not limited to:

(1) Develop and implement a comprehensive State SM Program.

(2) Establish fiscal year (FY) end strength missions.

(3) Provide SM policies and guidance.

(4) Ensure States have adequate resources and authorized personnel to support the SM mission.

(5) Ensure all RRB personnel are provided the required SM training.

(6) Develop, staff, and publish specific State regulations, plans and policies pertaining to the SM Program.

(7) Ensure organizational elements effectively implement, support, and maintain the SM Program.

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c. This chapter prescribes the responsibilities of the Director, Army National Guard (DARNG), The State Adjutant General (TAG), key unit personnel and the Recruiting and Retention Battalion (RRB) within the SM Program.

(1) SM is a unit command responsibility with technical guidance and support provided by the RRB.

(2) Each unit command is responsible to work in partnership with the RRB to achieve their assigned SM goals and objectives.

(3) From the TAG to the First Line Leader (FLL), all leaders play a critical role in SM.

(4) The following positions and corresponding responsibilities are essential to ensure the successful implementation of a State SM Program.

2-2. Director, Army National Guard To help States meet their assigned end strength mission and readiness requirements, the DARNG, through ARNG- HRM, missions each State and NGB-HRR provides them with:

a. Monetary resources and personnel authorizations.

b. SM policies, guidance, programs, initiatives and end strength missions.

c. National advertising publicity items, awareness and support.

d. SM Military Occupational Specialty (MOS) training, Non-Commissioned Officer Professional Development (NCOPD), Officer Professional Development (OPD), functional training and sustainment training.

e. Initial Entry Training (IET) seats for newly accessed NPS and PS Soldiers.

2-3. Guard Strength Maintenance Division The mission of the ARNG Guard Strength Maintenance Division (HRR) is to provide support and assistance to the States with RR matters. Functions of the Chief, ARNG-HRR are as follows:

a. Participates in the development of ARNG programs, policies, and procedures pertaining to Recruiting and Retention (RR) and conducts functional reviews and analyses as required.

b. Serves as the proponent for planning, developing, and monitoring programs for the leader development of ARNG RR personnel; recommends related training programs and changes thereto. This includes, but is not limited to, schools, workshops, seminars, Staff Assistance Visits (SAV) for RRBs, key unit personnel, ARNG Liaisons, ARNG Reserve Component Career Counselor (RCCC), NGB HRR Staff, Strength Readiness Support Center (SRSC) and Strength Maintenance Training Center (SMTC) Instructor Staff.

c. Coordinates with the Director, Reserve Components Department, U.S. Army Recruiting Command (USAREC), and the U.S. Army Soldier Human Resource Command (HRC) on these matters.

d. Researches, recommends, requisitions, and provides direct oversight of national purchases for goods and services in the support of RR.

(1) Develops and monitors attrition management efforts and the ARNG Retention Program.

(2) Serves as the proponent for planning, developing, and monitoring the ARNG’s Reserve Component Transition Program.

(3) Provides assistance to the states in determining means to accomplish RR objectives and recommends actions to improve program effectiveness.

(4) Plans and manages national advertising program for ARNG RR.

(5) Supports the States’ advertising, sales, and promotional programs.

(6) Conduct one Director’s Strength Maintenance Annual Conference (DSMAC) and an awards ceremony annually. This combined event will be no more than 3 days excluding travel days to and from the event. This event will include three days of recruiter and leader professional development. The awards ceremony must be held after hours so as to not interfere with the primary focus of professional development.

(7) Conduct national level recruiter awards programs to inspire increased recruiter production in support of end strength goals.

(8) Submit recommendations for Army awards IAWAR 600-8-22 for recruiters and recruiting staff who have directly impacted the end strength.

(9) Serves as the principle authority for SRSC and SMTC in all functions to include but not limited to staffing, policy, funding and other day-to-day actions.

(10) Specific requirements to ensure coordination of technical, functional, and operational aspects of support for ARNG HRR with other agencies will be covered by a memorandum of understanding (MOU) or memorandum of agreement (MOA) between the ARNG HRR and the agency or command involved.

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2-4. The Adjutant General The Adjutant General (TAG) of each State is the ultimate authority for the development and implementation of the State SM Program. The TAG’s duties include the following:

a. Ensure the development and implementation of a comprehensive State SM Program.

b. Establish fiscal year end strength missions for each organization within the State, based on the State mission provided by DARNG.

c. Ensure that all organizational elements effectively implement, support and maintain the SM Program.

d. Ensure that all personnel assigned to or involved with SM receive the necessary and required training, development, support and supervision to effectively perform their duties.

e. Ensure that unit leaders at all levels are held accountable to achieve their assigned SM goals and objectives.

2-5. Command Chief Warrant Officer (CCWO) The Command Chief Warrant Officer (CCWO) is the senior ranking Army National Guard Warrant Officer in the state military command. The CCWO is responsible for matters pertaining to policies and actions affecting the state Warrant Officer Cohort and also serves as the key technical advisor to the Adjutant General (AG) on all Warrant Officer actions. Duties of the CCWO are as follows:

a. Serves as the senior representative of the State’s Warrant Officer Cohort.

b. Performs duties related to warrant officer education, management, recruiting and career enhancement including equal opportunity, morale, welfare, discipline, performance, training, awards and recognition.

c. Develops policies and procedures which direct how warrant officers of the state/territory are appointed, assigned, evaluated, trained, promoted and separated.

d. Reviews regulations and directives from DA, NGB and other higher headquarters and prepares local implementation directives.

e. Plans and coordinates the staffing of warrant officer positions within State Joint Forces Headquarters

(JFHQ), Major Support Commands (MSC), and other field commands.

f. Coordinates with the Human Resources Officer and MILPO on personnel matters affecting technician/AGR warrant officers.

g. Directs the maintenance of career management records used in controlling progression of ARNG warrant officers and guides individual warrant officers in meeting their career objectives.

2-6. MTOE/ TDA Commander Commanders are essential to ensuring that SM objectives are developed and accomplished at the unit level. It is Imperative that they establish and maintain a partnership with the RRC to help them meet their assigned end strength missions. Commanders at all levels will:

a. Develop and implement a comprehensive SM Plan in coordination with the Recruiting and Retention Command (RRC), using NGR 601-1, state regulations and local policies, to achieve established end strength goals.

Establish subordinate unit attrition management goals and implement/assign attrition/retention goals in officer evaluation support forms, officer evaluation reports, and non-commissioned officer evaluation reports to ensure accountability of the goals to these leaders.

b. Provide the personnel, administrative equipment, facilities and other resources required to support the RRC and the strength maintenance program.

c. Conduct retention and attrition training using the full spectrum retention tools available through the RRC.

d. Appoint an additional duty Unit Career Counselor to assist in SM-related matters.

e. Ensure that all incoming Soldiers are assigned a sponsor.

f. Ensure that every qualified Soldier is provided counseling on the opportunity for continued service in the ARNG or offered an alternative to separation or discharge.

g. Ensure that interviews and counseling are conducted on time and to standard to uncover and overcome challenges or obstacles to retention and to determine career opportunities for their Soldiers.

h. Ensure that every Soldier is provided the opportunity to compete for position vacancies to enhance personal and professional growth.

i. Ensure that all Soldiers are made aware of available ARNG incentives and benefits and are processed for those for which they are eligible, and that a tracking system is implemented to ensure that their benefits are received.

j. Develop and implement rehabilitative programs for unsatisfactory participants who are qualified for continued service in the ARNG in order to encourage active participation.

k. Ensure that eligible Soldiers who are unable to continue their active participation are afforded the opportunity to transfer to the Inactive National Guard (ING) IAW applicable regulation.

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l. Maintain contact with Inactive National Guard Soldiers for assimilation back into an active status within the unit.

m. Appoint an additional duty Employer Support Representative (ESR) Officer or NCO to handle Employer Support of the Guard and Reserve (ESGR) and Uniformed Services Employment and Reemployment Rights Act (USERRA) matters.

n. Use the Director’s Personnel Readiness Overview (DPRO) to maintain visibility of the unit’s strength readiness posture. The data assists the leaders in identifying loss trends and Soldiers nearing ETS as well as opportunities for career counseling.

o. Maximize the use Retention Management Software (RMS) and exit surveys focused on identifying those influencers affecting Soldiers and family members’ decision to continue a career in the Army National Guard.

p. Ensure a routine Organizational Inspection Program (OIP) is conducted to enforce compliance of the BN SOP, and all regulatory guidance/ policies through the BN, IAW AR 1-201.

q. Advocate for incorp diversity objectives in RRSC and RRNCO recruiting missions.

r. Foster qualification and hiring of a diverse SM staff.

2-7. MTOE/TDA Command Sergeant Major The Command Sergeant Major (CSM) serves as the Senior Retention NCO in the organization. All CSMs must take personal responsibility to ensure that the attrition and retention objectives for their assigned command are achieved as follows:

a. Direct and provide guidance of SM responsibilities to Sergeants Major, First Sergeants, First Line Leaders (FLL), and others in the NCO support channel.

b. Ensure that the Noncommissioned Officer Professional Development (NCOPD) includes SM training and emphasizes the role of FLLs.

c. Emphasize SM during all unit visits and inspections, placing special emphasis on attrition management and retention related activities.

d. Advise commanders and unit leaders on all actions and events that affect SM.

e. Ensure the development and execution of the Unit Sponsorship Program to assimilate new or incoming Soldiers into the unit. Effective use of this program results in quicker integration of Soldiers into the existing team and increases Soldiers satisfaction leading to increased retention and decreased attrition.

f. Ensure that interviews and counseling of all Soldiers are conducted on time and to standard to uncover and overcome challenges or obstacles to retain qualified Soldiers.

g. Develop and implement rehabilitative programs for unsatisfactory participants who are qualified for continued service in the ARNG in order to encourage active participation.

h. Implement/assign attrition/retention goals in non-commissioned officer evaluation reports to ensure accountability of the goals to these leaders.

i. Ensure that retention and attrition training is conducted using the retention tools and personnel available through the RRB.

j. Use the Director’s Personnel Readiness Overview (DPRO) or applicable automation systems to maintain visibility of the unit’s strength readiness posture. The DPRO program allows “pushing” of the data to subordinate commanders to ensure that the data is communicated down the chain of command. The data assists the leaders in identifying loss trends and Soldiers nearing ETS as well as opportunities for career counseling. Subscribe subordinate leaders to the “push” reports. The DPRO program or applicable automation systems and reports are available through the ARNG G1 portal.

2-8. MTOE/TDA First Sergeant The First Sergeant (1SG) is the focal point for all NCO actions in the unit. His/her involvement in SM is vital to unit strength. It is imperative that the 1SG establish and maintain a partnership with the RRB to help meet their assigned end strength mission as follows:

a. Assist the Commander in developing, implementing and monitoring the unit SM Plan.

b. Implement and monitor the Unit Sponsorship Program.

c. Ensure that retention and attrition training is conducted using the retention tools and personnel available through the RRB.

d. Ensure that interviews and counseling are conducted on time and to standard.

e. Include SM training in NCOPD to provide leaders the training and tools to properly counsel, identify, and resolve the myriad of challenges facing Soldiers and family members.

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f. Ensure that Re-enlistment/Extension Ceremonies are conducted for each Soldier. Ensure that the “Oath of Extension” ceremony is conducted with dignity and honor, and appropriate incentive/recognition items are presented.

g. Maintain contact with Inactive National Guard (ING) Soldiers for assimilation back into an active status within the unit.

h. Use the (DPRO) or applicable automation systems to maintain visibility of the unit’s strength readiness posture. The DPRO program or applicable automation systems allows “pushing” of the data to subordinate commanders to ensure that the data is communicated down the chain of command. The data assists the leaders in identifying loss trends and Soldiers nearing ETS as well as opportunities for career counseling. Subscribe subordinate leaders to the “push” reports. The DPRO program or applicable automation systems and reports are available through the ARNG G1 portal.

2-9. MTOE/TDA First Line Leaders First Line Leaders (FLLs) are key individuals in the success of any organization. They have significant influence on the actions and decisions concerning individual Soldiers. FLLs must work in partnership with the unit leadership and the RRB to help their unit meet its assigned end strength mission as follows:

a. Assist the Commander, First Sergeant and FTS personnel to implement and monitor the unit SM Plan.

b. Know their Soldiers, to include civilian occupations, ETS date, family status and any other important information affecting their career (military and civilian) and duty performance.

c. Assess the morale of their Soldiers and regularly inform the unit leadership to help foster and maintain a positive unit climate.

d. Create an effective career development environment for their Soldiers by fulfilling their role as a leader, mentor, counselor, coach and trainer.

e. Maintain regular contact with Soldiers, including those personnel assigned to the ING to bring them back to an active drilling status.

f. Hold subordinates accountable for their attendance at all scheduled training; this includes making personal contact with and counseling subordinates who are absent from training.

g. Ensure that newly assigned Soldiers are properly sponsored, receive their initial counseling, and are integrated into the unit in an effective and timely manner.

h. Use the DPRO or applicable automation systems to maintain visibility of the unit’s strength readiness posture.

The DPRO program or applicable automation systems and reports are available through the ARNG G1 portal.

2-10. Career Counselors (Battalion/Unit/Forward Deployed) ARNG Career Counselors assist the Command by providing continuous attrition management and retention focus within each ARNG unit. Career Counselors will counsel Soldiers on extension options and alternatives to discharge/separation. They will work in partnership with their unit to plan and conduct regular attrition management and retention activities. They will utilize Retention Management Software (RMS) to track and manage retention efforts. Career Counselors will attend the ARNG Unit Retention NCO Course conducted by the Strength Maintenance Training Center (SMTC) or Mobile Training Team (MTT). Career Counselors should strive to become fully integrated into the unit as follows:

a. Battalion Career Counselors. Battalion Career Counselors will work with senior leaders and the RRB to identify “at risk” Soldiers and Soldiers scheduled to ETS. Dual slotting of these NCOs with leadership or primary battle staff positions is highly discouraged as it creates competing priorities, especially during mobilization. All mobilized elements should employ their additional duty career counselors to perform retention support duties.

Battalion Career Counselors will:

(1) Conduct attrition management and retention activities to assist unit commanders to reduce the first term losses and retain the Military Occupational Specialty Qualified (MOSQ) individuals to achieve and/or maintain specified strength and readiness levels of the affiliated unit(s).

(2) Promote use of the web-based Stay Guard Citizen-Soldier Survey at least annually and teach leaders how to gather and interpret resulting data. The tool provides the leadership with information on family members’ satisfaction which has an influence on the Soldiers’ continued participation in the ARNG. Analyze the results of the survey and assist unit leadership in developing and implementing a plan to address the shortcomings (from family perspectives) and build upon the successes determined from the survey data. The survey should be conducted prior to the deployment and at the first drill after Release from Active Duty (REFRAD) to measure the influencing factors.

(3) Conduct web-based Stay Guard Exit Feedback Survey for Soldiers nearing ETS.

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(4) Develop a SM plan with the Unit Commander, First Sergeant and Readiness NCO/FTS Staff.

(5) Prepare and submit an After Action Review to the BN and RRB CSM after a weekend drill summarizing Soldiers’ retention status, comments and concerns.

(6) Work with and assign duties to a Unit Career Counselor.

(7) Assist unit leadership in administering the Unit Sponsorship Program. Follow through with interviews/ counseling of new unit members to assess success of the program ensuring positive integration into the unit.

(8) Ensure that Soldiers retention interviews are conducted as required. Evaluate the counseling to ensure that the interview is effective and focused on uncovering any objections or obstacles to retaining the Soldiers.

(9) Attend weekend drills, administrative nights, and attend annual training to surface any issues not uncovered during retention counseling. Address these issues with the unit leadership in order to prevent a negative climate or perception of poor leadership.

(10) Communicate benefits of being an active ARNG member and family member via unit newsletter, unit web page, or email distribution to Soldiers, leaders, and family members.

(11) Develop and implement a unit attrition/retention recognition program to recognize those who extend or bring new recruits to the unit.

(12) Coordinate with local employment agencies to conduct periodic job fairs in the armory.

(13) Use the DPRO or applicable automation systems to maintain visibility of the unit’s strength readiness posture. The DPRO program or applicable automation systems allows “pushing” of the data to subordinate commanders to ensure that the data is communicated down the chain of command. The data assists the leaders in identifying loss trends and Soldiers nearing ETS as well as opportunities for career counseling. Subscribe subordinate leaders to the “push” reports. The DPRO program or applicable automation systems and reports are available through the ARNG G1 portal.

(14) Ensure that all eligible extending Soldiers and their families are properly recognized. Soldiers and family members should be recognized in front of the unit formation for their continued support of the Army National Guard.

(15) Identify Soldiers scheduled to ETS within 12 months of mobilization.

b. Unit Career Counselor. The Unit Career Counselor is an additional duty position, appointed on orders by the Unit Commander. The position is MOS immaterial. The Unit Career Counselor plays a critical role in SM by assisting the Commander, the First Sergeant, FTS, FLLs, and the Recruiting and Retention NCO (RRNCO) in implementing the unit SM Plan. Unit Career Counselors will:

(1) Perform all assigned strength maintenance duties as directed by the First Sergeant or Commander.

(2) Have direct access to the Commander and the First Sergeant with regard to SM related issues and provide recommendations to improve the unit’s SM Plan execution and activities.

(3) Receive technical assistance, guidance and training from the RRB on SM related issues as required.

(4) Identify and help solve/prevent attrition and retention related problems.

(5) Assist leaders in conducting retention interviews in a timely manner.

(6) Assist the First Sergeant with implementing and monitoring the sponsorship program and ensure that the program adheres to the SOP.

(7) Monitor and improve unit attendance by assisting FLLs with contacting absent Soldiers.

(8) Assist in conducting SM related training as required or necessary.

(9) Utilize RMS to coordinate with FTS personnel to ensure that extension documents are completed accurately and in a timely manner.

(10) Interview Soldiers regularly to identify and help prevent potential problems. Verify extension eligibility and incentives using current policy and regulation.

(11) Coordinate with unit leadership to schedule, plan and conduct extension ceremonies.

(12) Contact Soldiers who have been in an inactive drilling status (i.e. Soldiers in the ING or on the non-validated pay list) and make every attempt to bring the Soldier back to an active drilling status.

(13) Promote use of the web-based Stay Guard Citizen-Soldier Survey at least annually and teach leaders how to gather and interpret resulting data. The tool provides the leadership with information on family members’ satisfaction which has an influence on the Soldiers’ continued participation in the ARNG. Analyze the results of the survey and assist unit leadership in developing and implementing a plan to address the shortcomings (from family perspectives) and build upon the successes determined from the survey data. The survey should be conducted prior to the deployment and at the first drill after Release from Active Duty (REFRAD) to measure the influencing factors.

(14) Conduct web-based Stay Guard Exit Feedback Survey for Soldiers nearing ETS.

(15) Execute the unit SM Plan.

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(16) Establish a process to follow up on Soldiers in AWOL status.

(17) Conduct strength maintenance related training, briefing, and activities as required.

(18) Post publications, announcements, and all other strength maintenance related material to the unit retention bulletin board.

c. Forward Deployed Career Counselors. Forward Deployed Career Counselors are Retention Liaison NCOs who perform retention support duties for every ARNG unit mobilized. The primary duty is to provide retention support, training, and advice for deployed ARNG units. Forward Deployed Career Counselors will:

(1) Perform assigned retention/attrition management duties as directed by NGB-HRR and assist the deployed ARNG unit with implementation of the SM Plan.

(2) Maintain direct access to the unit leadership and assigned Career Counselors.

(3) Assist in identifying Soldiers scheduled to ETS within 12 months.

(4) Assist the unit leadership in conducting a unit extension ceremony and support the unit by providing necessary resources.

(5) Assist the leadership in maintaining awareness of possible Soldiers concerns due to personal difficulties or family problems and assist the leadership in taking proactive measures to prevent, reduce, or eliminate any adverse impact.

(6) Establish a liaison between unit Career Counselors and NGB staff in-theater and CONUS.

(7) Provide technical assistance, guidance, interpretation, and training on retention/attrition management.

(8) Ensure that Soldiers are receiving the incentives and benefits for which they are eligible and determine eligibility for extension.

(9) Utilize RMS to verify that extension documents are completed accurately and in a timely manner. Validate extension eligibility and incentives using current policy and regulation.

(10) Assist in maintaining an effective career development environment for the unit’s Soldiers by serving as a mentor, counselor, coach, and trainer on retention/attrition management skills.

(11) Serve as the unit representative for education benefits briefing and assist with in-theater support.

(12) Apply retention lessons learned and forward through NGB-HRR to State Joint-Forces Headquarters.

(13) Promote use of leader reintegration training at demobilization site.

Section II

Recruiting and Retention Battalion This section lists the responsibilities of the positions currently authorized in the RRB organization of each State.

These responsibilities are the basis for all training, evaluation, and doctrinal materials used to support the Strength Maintenance (SM) Program. For a complete listing of RRB tasks, consult the 79T Individual Critical Tasks List (ICTL) and other published guidance related to the specific positions. The ICTL can be found in the Central Army Registry (CAR).

2-11. Recruiting and Retention Battalion Commander (RRC) The RRC serves as the primary advisor to the senior leadership of the State on all matters pertaining to SM.

RRC responsibilities are as follows:

a. Develop, implement and monitor the State SM Program based on guidance from NGB and State leadership.

b. Develop and implement short, mid and long range planning guidance for the RRB and ensure that adequate funding, training, advertising and logistical support is allocated for the successful operation and support of the RRB.

c. Study Impacts and conduct organizational plans and strength studies that integrate demographic analysis for military command structure location/relocation, organizations and reorganizations. Evaluate the impact of command structure changes on the future structure and composition of the ARNG and SM. Ensure that RRNCOs are focusing on the most lucrative markets through market share analysis.

d. Develop and implement presentations and informational briefings to diverse centers of influence (COI) such as deans of medical schools, colleges, universities, secondary school committees, superintendents of school districts, principals, guidance counselors and other school officials regarding the ARNG state and federal mission and educational benefit programs.

e. In coordination with appropriate agencies and RRB leaders, manage and supervise the hiring, placement and assignment of RRB personnel. Ensure that Personnel Application, Force Structure Address, & Zip Code Realignment (FAZR) is updated to keep Army Recruiter Information Support System (ARISS) information accurate.

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f. Review and incorporate the following into the State SM plan: NGB established enlistment criteria, incentive policies, benefit programs, training and career development policies for RRB functional positions, national SM programs, and initiatives.

g. Develop, implement and manage a comprehensive SM awards/recognition program that provides incentives for the RRB, traditional Soldiers, and COIs.

h. Develop and publish state plans and policies pertaining to SM.

i. Monitor and evaluate unit strength throughout the State to determine SM trends and provide recommendations for improvement.

j. Ensure that unit leaders at all levels and FTS personnel are adequately trained to implement the State SM Program and develop unit SM Plans.

k. Develop and implement an apprenticeship RRB training program that includes training before and after SM schooling, sustainment/refresher training and remedial training.

l. Develop a performance review process that measures job performance and outlines the courses of action to be followed when any member of the RRB fails to maintain duty proficiency and perform to established standards.

m. Adjudicate processing issues at the MEPS by participating in the Inter-service Recruiting Committee (IRC).

n. Ensure that position vacancies (enlisted, officer and warrant officer) are posted within the Automated Unit Vacancy System (AUVS) to facilitate accessions.

o. Mandate usage of ARISS within the RRB and monitor compliance.

p. Ensure that IPERMS processing is completed accurately to allow the new Soldier’s personnel data record to transfer from ARISS to other Personnel accountability systems (SIDPERS/ETRANS/IPERMS).

q. Maintain good order and discipline (i.e. POSTA, Recruiter Irregularities).

r. Serve as Battalion Commander to the RSP.

s. Authorized to approve local exception to policy to spend FARC funds up to $5,000 for recruiter sales training no more than one time a year.

t. Develop, implement and manage a comprehensive Standard Operating Procedures (SOP) to enhance efficiency and adaptability across the force. The SOP will include but is not limited to:

(1) Detailed internal packet Quality Controls (QC) with annotated accountability measures and a final packet approving authority.

(2) Guidance on identifying and correcting Administration Errors (AE).

(3) Guidance on the detection, prevention, and mitigation of Recruiter Irregularities (RI).

(4) Standardized Recruiter Irregularity processing.

2-12. Executive Officer The Executive Officer (XO) is second in command and serves as the Commander’s principal staff officer. At all times the XO must be prepared to assume the duties of the Commander. The XO is directly responsible to the RRB for ensuring the Staff is coordinated, synchronized, and supervised. Their duties may include but are not limited to:

a. Directs staff tasks, conducts staff coordination, and ensures efficient and prompt staff response.

b. Primary Point of Contact (POC) and responsibility for congressional and legislative inquiries.

c. Monitors all suspense dates, ensuring accurate and timely completion.

d. Serves as the Military Point of Contact (MPOC) for Family Support.

e. Represents the Commander in their absence.

f. Establishes and enforces staff operating procedures.

g. Ensures the Commander and the staff are informed on matters affecting the RRB.

h. Supervise and direct financial operations.

i. Responsible for assembling and supervising the staff ensuring a coordinated and synchronized plan.

j. Ensures accurate information flow between the staff and the field regarding staff recommendations and the Commander's intent.

k. Monitor overall operations and supervise the planning of future operations.

l. Oversee the overall readiness of the RRB personnel.

m. Serves as the materiel readiness officer and supervising unit status reporting.

n. Coordinates RRB logistical support.

o. Recommend or administer disciplinary action as required.

p. Assist in the hiring and dismissal of members of the RRB as directed by the RRC under the applicable provisions.

q. Assist and advises the RRC on SM operations, training, administration, and personnel matters.

r. Perform all additional duties as determined by the RRC.

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2-13. State Officer Strength Manager The Officer Strength Manager (OSM) serves as the primary officer recruiter and retainer for the State. He/she is responsible for achieving the annual officer mission assigned by the RRC with duties as follows:

a. Develop an annual officer SM Plan to include AMEDD, Chaplain, JAG, Basic Branch, and Warrant Officers.

b. Coordinate with the G1/HRO, RRC, Officer Personnel Manager and other senior leaders and commanders as directed to develop officer procurement priorities.

c. Develop and effective OCS recruiting program. Provide OCS pipeline projections to the Regional Training Institute (RTI) / RSP and coordinate resources to support OCS candidates during shipping / training.

d. Establish liaison with State ROTC programs and assigned Associate Professors of Military Science (APMS) while managing any applicable scholarship programs.

e. Develop recruiting programs and materials to increase the number of ROTC/WOC graduates/candidates that join the ARNG.

f. Actively recruit qualified officers assigned to the IRR, to include all military services.

g. Ensure that applications for predetermination and appointment are complete and submitted IAW guidance provided by Department of the Army and NGB.

h. Facilitate officer/warrant officer transfers into and out of the state and from the Active Duty. Ensure that officer vacancies are visible within the AUVS.

i. Work with commanders to obtain Letter of Acceptance (LOA) and ensure effective officer/warrant officer sponsorship and retention programs are in place.

j. Coordinate with the Officer Personnel Section and Standard Installation/Division Personnel System (SIDPERS) to develop and provide statistical data on officer recruiting and retention to the RRB.

k. Utilize ARISS IAW prescribed guidance from the RRC.

l. Coordinate with the Command Chief Warrant Officer (CCWO), Military Personnel Officer (MILPO), Recruiting & Retention Commander (RRC), Officer Personnel Manager and other senior leaders and commanders as required to develop Warrant Officer Procurement priorities.

m. Coordinate with the Officer Personnel Section and Standard…