Warrior Non-Linear Rewards System Decision Briefing

SGT S

Co "A" 1-167th Infantry

MEMORANDUM FOR COMMANDER, 1ST BN-167th Infantry (M)

Subject: Warrior Non-Linear Rewards System for solving unit retention problems

RE: http://www.oocities.org/fourthalabama/retention.htm

1. Problem

The NG as an institution lacks the size and personnel reshuffling that the 10 Division Active Army has to insure promotion opportunities are always open. Since people live in the same geographical area for their adult lives, those in the Guard as they get promoted fill up all the slots from E5 and up, creating a situation similar to the very small active Army in the 1930s. On one hand, if this stable force of officers and Non-Commissioned Officers (NCOs) and informal leaders are challenged horizontally, non-linearly, the potential is there to be the MOST tactically proficient, operationally-ready force in the U.S. Military because of close personal working relationships being created and maintained. But the down side to this stability is stagnancy, if the E5 and above force is not challenged to focus on the modern battlefield, and there is no place for E-1s and E-4s to "step up" in rank. Its not uncommon for Soldiers to be "career E-4s", being in that rank for 5-10 years or more. The Ad hoc weak sponsorship by individuals picked at random with a narrow-defeatist view of the NG framed by the status quo instead of a strong, combat-oriented warrior sponsorship performed by a strong core of tactically proficient NCOs as their first line leaders who teach them results in a bad impression that snowballs into a disillusioned Soldier leaving the NG when he realizes there is no place up to go in rank to reward his efforts.

2. Recommendation

Its time to realize the strengths/weaknesses of the NG and to maximize our strengths by changing the focus from vertical individual rank progression rewards (me) as the driving force in the NG to horizontal, non-linear rewards, based on a warrior-focus that creates combat-ready units and Soldiers (mission/men). Monies used to fund bonuses should be used by the Soldier's choice to pay for his attendance at often, uniform badge-producing, combat-oriented (HOOAH!) schools. Our best Soldiers are NOT in the NG for the money, its high time we orient our rewards system to encourage them and retain/recruit those of a similar warrior focus. The warrior focus would begin when the Soldier enlists and starts the Warrior Sponsorship Program which will instill in him the technotactical orientation based on unit mission success and not self-vertical advancement.

3. Facts

In 1999, the ALARNG failed to meet its retention minimums of 18% and are losing Soldiers at a 22% rate, faster than we can recruit new Soldiers

Units that fall below a specified % manning rate are subject to elimination and disbandment
Most of the Soldiers leaving the Guard are at the rank of E4 Specialist and below
Interviews conducted by myself note repeatedly the lack of Specialist promotion to NCO, and meaningful incentives to stay in (even if E5 and above) lead to many "throwing the towel in", and quitting the NG
Its unrealistic to expect a Soldier to stay in the ALARNG as a career Specialist
When unit sponsors are being assigned to new Soldiers, its done on an ad hoc basis not by trained professionals in a comprehensive, warrior focused program
New Soldiers thrown into platoons/squads straight from IADT do not get specialized individual training they need because they are immediately participating with the group that already has been assimilated good/bad/ugly into the unit
Four states (Puerto Rico, AZ, ?, ? ) are on a trial basis conducting a Pre-Joining-the-NG unit sponsorship program done by the State Military Academies that train-up all new Soldiers (IADT, Prior-service) for at least one drill weekend prior to sending them to their home units.
Infantry units can appoint E4 Specialists in leadership positions to be Corporal NCOs re: NGR (AR) 600-200, dated 1 March 1997, para 11-25, (d).

Assumptions

Soldiers that start off on the "wrong foot" with a bad first impression of the NG are candidates for disillusionment and later on retention losses
Soldiers that don't get a sound light infantry Soldier skills base from IADT or the first few months in the NG are not likely to develop a "light fighter" mentality later on in a Mechanized Infantry unit time/resource strapped to meet BFV Gunnery goals centering on VEHICLE skills not the dismounting infantry even though the "boots on the ground" combat power of the men in back are more important in closed, urban terrain conflicts.

Units that do not get fully manned cannot become C-1 combat ready
If there is money to give Soldiers, (usually spent on consumer expenses) bonuses, money can be had for warrior schools that enhance combat readiness if we have the courage to pursue this avenue of incentives for our men.

COAs

Warrior Non-Linear Rewards System (Warrior-NLRS)

Status quo (do nothing)

Hybrid-implement parts of Warrior NLRS with the status quo

Warrior Non-Linear Rewards System: NG Victory for the 21st Century

The Warrior NLRS is composed of 4 parts:

1. Warrior Sponsorship Program

2. E4 Corporal NCO Program

3. Aggressive Tangible Awards

4. HOOAH! Training resulting in tangible uniform badges
Warrior Sponsorship Program

Not individual sponsor ad hocery

The State military academies are not the best, least costly one to conduct on aggressive program, the battalion and company the Soldier belongs to is, though the concept of integrated training is a good one. On the other extreme the ad hoc throwing of a new Soldier directly into a squad/platoon to participate in group training does not create time for him to receive the individualized training he needs. In Warrior-NLRS, as soon as he contracts, he is referred to the Warrior Training Platoon/Squad for immediate pre-IADT training. A new Soldier Warrior platoon (3d platoon for under-strength units) should be created, its sole purpose would be the assimilation training of the new Soldier. This training would last for 3 - 6 drill weekends before the new Soldier is assigned to his squad/platoon.

Light infantry skills must be taught at the unit as soon as the new Soldier arrives

The 11M school is NOT producing Soldiers that know how to live on their feet completely from supplies/equipment held in their rucksack. The Warrior Sponsor Platoon/Squad would perform the following tasks:

Unit History, lineage, honors

Show Battalion website (http://www.oocities.org/fourthalabama) and tour the ALARNG Museum at Fort McClellan, AL

POC: (256) 847-4184

NG Missions

State/Federal, persuasive in peace/dominant in way

Light Infantry Tasks (Mini -EIB) to operate all dismount weapons/equipment to standard

All EIB tasks (http://www.oocities.org/eib). This automatically prepares him for perpetual EIB testing, automatically earns Soldier the Grenade Qualification Badge--another tangible award for tangible effort

TA-50

How to wear/use all TA-50, drawing of his issue and then inspection of the Soldier with his TA-50, assembled and worn to HIGH standards of security of items, stealth and accessibility.

BFV Orientation

Key tasks dismounts need to know operating from the back area of the BFV using the unit's home-station BFV

Professional Military Education

Military Books: http://www.oocities.org/Pentagon/Quarters/2116/probooks.htm
Army Correspondence Course credits (http://155.217.35.238/accp/aipd.htm)
Army Associations

AUSA: http://www.ausa.org

NG Association

NG enlisted associations

Career Management

Inspection of all personal records of that Soldier
Show/execution of folder or binder records keeping so SOLDIER KEEPS COPIES OF ALL RECORDS THROUGHOUT HIS CAREER
Explanation of State Promotion Points System (SATP)
Show rank is NOT only rewards system or even the best; that retirement points enhanced by being a "super-charged" Soldier you can get more retirement/promotional points thereby boosting the percentage of your retired pay that is drawn from an active duty base bay. This percentage is MORE important than the whether one is an E4 or E5 etc. if the higher pay grade is accompanied with a mediocre minimalist participation.
Explain lead-by-example, egalitarian "everyone pitch in and help" mentality is the focus not "I'm in charge you are not". How many can be a Platoon Sergeant in a Company? Not more than 1-3. The higher in rank, the more you have to lead by example. Anyone who thinks RHIP is anything but an unethical outlook is a "Courtney Massengale", and is a part of the problem not the solution.

Soldiers will not be allowed to "QUIT". Its high time the younger generation of Soldiers be held to the same standards that the older generation that stormed ashore a foggy day June 6, 1944 and saw their days of partying and revelry ended forever. They faced their duty and keep their word, resulting in evil being defeated and the consumerist lifestyle we all enjoy becoming possible. However, this strength comes from keeping your word, and when you sign up for a tour of duty in the NG, you should be held to finish it even if the Soldier is unhappy about it. That Citizen-Soldier has the rest of his life to be a part of American society and we are remiss in our responsibilities if we leave him off the hook by letting him quit when NG participation becomes inconvenient for him. Soldiers with real not imaginary life conflicts that need to be sorted out should be placed in the Inactive National Guard (ING) and mustered once a year until he gets his act together. Allowing Soldiers to escape their contractual responsibility by sending them to the IRR with time still left on their contract is unwise and unethical. In the ING, units will still carry that Soldier on their rolls and will have the challenge to find the formula to fix their leadership and/or the Soldier, not throw him away as another statistic.

H. Soldier Networking

Soldiers are inter-connected by www personal computers or computers at their nearby public library to unit web site and email:

http://www.oocities.org/fourthalabama

Soldiers always have accessible the latest unit and modern battlefield information to develop a higher level of situational awareness and technotactical proficiency. Details for constructing a unit web site for free using hand HTML coding and free web site servers are described here:

http://www.oocities.org/Pentagon/Quarters/2116/digitizethesoldier.htm

Other Soldier Possible Benefits (not exhaustive)

PX use www online or at at nearby military posts
Commissary use at nearby posts
Family ID cards
Spouse's CLEP tests
Equivalent college credit
Space-available USAF Flights
Dental plan for M-day Soldiers
Military clothing Sales Store use online or at nearby posts
Montgomery G.I. Bill

E4 Corporal NCO Program

Soldiers in a leadership position that are E4 should be designated as "Corporals" regardless of their future prospects of being E5 Sergeants soon. REAL Leaders want to be NCOs, not "E5s"--there is a difference--and someone who does not want to be a E4 NCO reveals his true motivation is self advancement not the unselfish shouldering of responsibility and extra, unpaid work which a leader has to do.

At an unit ceremony, designated corporals will be awarded their new rank insignia to assist them in being seen as NCOs to perform their duties

Aggressive, Tangible Awards

Unit (company level) Retention NCO should be the Company-level unit awards NCO because he should be the most objective with a broad-unit perspective willing to reward everyone in the company and not play favorites. Rewarded Soldiers are Happy Soldiers, and Happy Soldiers are more inclined to re-enlist/extend and be retained---music to the ears of the Retention NCO and all caring members of the Chain of Command.

State Awards	Federal Awards
SMDR 600-8-22 1 APR 97	Not negotiable AFRCAM short service length AFRM long service length
DA Form 638 STATE awards continued.... Request medal/certificates/AL-PUB through channels to TAG: AL Attn: MPMO.	(?) Good conduct medal AR 600-8-22
Distinguished Service Medal	Governor
Alabama Commendation Medal	Governor
Phenix City Civil Disturbance Ribbon	1955, 30 day or more
Operation Desert Storm Ribbon	Title X orders
Veterans Service Medal	21 years in ALARNG
National Emergency Service Ribbon	Berlin Crisis
Special Service Ribbon	went to SWA
Faithful Service Ribbon	6 years of service
Recruiting Ribbon	Enlist 10 people
Active Duty Basic Training Ribbon	Graduating from basic training

The Retention NCO aggressively seeks out who is eligible for awards and see to it they receive them at a UNIT CEREMONY - to include the ribbon and medal

Family Support Leaders should get awards

Retention NCO will insure Soldiers that receive badges for attending service schools, like PLDC, Airborne, Air Assault, get an awards ceremony at the unit. "Whatsoever a man thinketh in his heart, so is he". Its time we start acting like winners and be obliged to BE winners. BE, KNOW, DO.

As soon as a Soldier completes his Initial Active Duty for Training he should be awarded an ALARNG AD Basic Training Ribbon in a unit ceremony.

HOOAH! Training resulting in tangible uniform badges

The APFT Badge must be stressed as a PT goal resulting in a tangible badge award to include a ceremony.

Perpetual EIB

Each month EIB testing should be conducted somewhere in the 1-167th Infantry Battalion, and available for its Soldiers to test/earn their EIB badges and result in EIB qualified units with an EIB streamer on the BN guidon. EIB qualified NG infantry units will signal to the active Army and the world that the NG's infantry is "world class".

Warrior Schools

Why are we spending millions on bonuses when that money can be better used to send our Soldiers to the warrior schools they really want to improve their tactical capabilities and make their service in the NG rewarding? If necessary PIP Program Development Increment Package funds from State HQs should be obtained to send out Soldiers to the following schools:

Air Assault

YES, Armies more 3-Dimension maneuver capable and modern than our own have Air Assault Mechanized Infantry: http://www.oocities.org/Pentagon/Quarters/2116/airmechanized.htm

Airborne

YES, Armies more 3-Dimension maneuver capable and modern than our own have Airborne Mechanized Infantry:

http://www.oocities.org/Pentagon/Quarters/2116/airbornetoc.htm

Light Leaders Course

All Soldiers should be able to fight LIGHT without depending on vehicles

Sling-load

The U.S. Army has the world's largest helicopter fleet, its time we use it.

Mountain Warfare School

The world is URBANZING. Vertical climbing skills are critical to reach the tops of urban structures in an unpredictable manner.

Pathfinder

Sniper

Rangers
(For those not in a MTOE slot to attend)

The following schools are already funded but are limited to Soldiers in MTOE duty assignments:

Pathfinder ASI F7

Airborne/Air Assault-sling loads are only as good as the drop and landing zones selected for their use.

Sniper ASI B4

The urbanized battlefield requires snipers, the Russians in Chechnya are losing more men and key leader to snipers than any other enemy ploy. The Army's new Brigade Combat Team (BCT) structure has snipers at every level in quantity:

http://www-benning.army.mil/BCTTF/bridge/bridge.htm

Ranger SQI G or if Airborne qualified V

Ranger is synonymous with a highly light infantry skilled leader who will command respect and demonstrate current and tactically sound leadership. We need Rangers throughout the ranks of the NG.

Warrior Training

Joint Readiness Training Center (JRTC) parts of NG units to fit task forces/teams

National Training Center (NTC) entire intact NG units

Staff Rides - Croxton's (Civil War CAV Raid stressing modern AirLAND Battle doctrine conducted by ALARBG Museum) POC Ken Morrison (256) 847-4184

Real-World Missions

Bosnia, Kosovo rotations; placing key units on Brigade Ready Force-1 standby to deploy within 24 hours after notification. USAR units in the Civil Affairs community are C-1 and regularly deploy within 1 WEEK of notification, if they can do this, so can the ALARNG Infantry.

Criteria

How well does the COA build 100% manned units?

How well does it build C-1 combat ready units?

Consistent with NGs "YES you can" philosophy of individuals being encouraged/allowed to be all they can be?

Take care of Soldiers?

Analysis of COAs

Status Quo

The status quo is automatically disqualified as a COA since:

There are no C-1 combat ready units in the ALARNG
The status quo has and always has failed considering a retention loss rate of 18% is considered acceptable when it should be ZERO
Soldiers are denied opportunities to go to warrior schools unless they are MOS/job dependant schools training. We are stuck in the narrow-minded skills paradigm handed down to us and the resultant defeatism is inevitable. The NG can and has the ability to be C-1 combat ready and can do what it takes to win.
Soldiers are not being taken care of if they are leaving in large numbers.

Advantages: none
Disadvantages: A recipe for failure, at best mediocrity requiring an inordinate level of above-the-call of-duty efforts of a relatively few Soldier-Leaders working behind-the-scenes to keep a situation that is stacked against combat readiness together. What would happen in a combat situation when these key leaders are lost can be seen by studying the disastrous battles of the Huertgen Forest in WWII (http://members.ols.net/~ernieh/HuertgenForest.html) and Koh Tang island in 1975.

Warrior-NLRS

Will provide powerful incentives that do not depend on rank progression
Offers best hope for attaining C-1 combat ready units
Offers means to reduce attrition loss rate to zero not accept mediocrity at any percentage
Will expand Soldier warrior skills, expanding the combat capabilities of the unit.
Will stop the loss of Soldiers at least to a level where recruiting, putting Soldiers in exceeds those being lost, resulting in unit manning numbers going up.

Advantage: Way to win that is feasible, attainable
Disadvantages: none

Hybrid Combination

Picking certain aspects of COA and mixing with the status quo only waters down the power of the undiluted COA. The less aspects of COA used, the lesser the effect. Conversely, the more you employ, the more successful. The best way to look at the hybrid option is by evaluation criteria and the aspects of the COA not employed:

If the following parts are not employed

(-) Corporal Rank Plan	Consequence	Those that want to be NCOs will leave the NG
(-) Warrior sponsorship plan	Consequence	New recruits will not do as well at IADT, some will fail, some will be lost
	Light Infantry warrior skills not organic to all Soldiers	New Soldiers will continue to receive a bad first impression Poor dismounted infantry action subject to collapse with loss of vehicle transportation
(-) Aggressive Awards plan	Soldiers will lose promotion/retirement points from not getting the awards they are entitled or deserving of and will be less likely to get promoted when/ if a slot is open, resulting in more Soldiers leaving the NG
(-)Warrior Training Schools	Soldiers with nothing tangible to show for their years of service will go to another unit that can provide them the fulfillment they need or leave the NG in frustration

Comparison of COAs

On a scale of 1 to 5, with "1" as the best and "5" as the least desirable.

100% C-1 Phil Soldiers Total

________________________________________________

Warrior-NLRS 1 1 1 1 4

Hybrid (-) 1 W-NLRS part 2 2 2 2 8

(-) 2 W-NLRS parts 3 3 3 3 12

(-) 3 W-NLRS parts 4 4 4 4 16

Status Quo

(-) 4 W-NLRS parts 5 5 5 5 20

Conclusion

The Warrior-NLRS is the solution to the 1st Battalion 167th Infantry (M)'s retention and warrior focus problems and should be adopted immediately as Battalion policy.

XXXXX X. XXXXX

SGT, IN, ALARNG

BN Special Projects NCOIC