3 rd Battalion AAR Brief 2015 2016 3

3 rd Battalion AAR Brief (2015 -2016)

3 rd Battalion Goals/Expectations 1. Set a mindset of doing the right thing. 2. Establish a positive and productive climate that allows cadets to reach their full potential. 3. Strive for a GPA of 3. 0 or better. 4. Five or less honor trials. 5. 95% or greater Physical Fitness passing rate. 6. Increase retention for all classes. 7. Lead the Corps in Service Learning hours.

Degree to Which Commanders/1 Sgts/SGMs Understood/Executed Their Duties Academics: (Fall Term) 3 rd Battalion had the highest Cumulative GPA in Corps (3. 13)

Degree to Which Commanders/1 Sgts/SGMs Understood/Executed Their Duties Military • All companies were competitive in parades both semesters. • Discipline (1 Ex, 1 resign, 10 BTs) • 1 Co Commander relieved. • 1 Sexual Harrassment accusation

Degree to Which Commanders/1 Sgts/SGMs Understood/Executed Their Duties Physical Fitness Average BN PT score= 251. 0 CPFT / HW failures = 22 (end of term 8) 3 seniors did not walk due to PT/HW Intramural Particiaption (so so)

Degree to Which Commanders/1 Sgts/SGMs Understood/Executed Their Duties Moral/Ethical 3 rd Bn Service, 1 st in Corps = 5058 hrs

Degree to Which Commanders/1 Sgts/SGMs Understood/Executed Their Duties Moral/Ethical AY Honor Accusations/Trials • • 6 accusations. 3 honor trials. 2 cadets found in-violation. 1 was granted leniency.

Degree to Which Commanders/1 Sgts/SGMs Understood/Executed Their Duties Retention Rates • 4 th Class: 15 /140 • retention rate of 89. 3% • 1 st, 2 nd, and 3 rd classes: 2/317 • UC retention rate of 99. 4% • BTs = 10

Organizational Climate of Companies and Battalion • Corps ran the Corps in 3 rd BN • Excellent cooperation among Commanders and SGM/1 SGTs • Excellent teamwork among TACs • Excellent teamwork between TACs and Cadets • High Overall Morale • Mutual Respect and inclusion • Stayed focused on goals

Four Class System vs Fourth Class System • Continued improvement in professionalism administering the 4 th Class system; 10 of the 15 knobs who departed did so during early cadre period. • Focus on training vice straining knobs. • TACs noticed a measurable improvement in cadets focusing on “four” class system. • Definite improvement in peer leadership; cadets policing cadets.

Plan of Action for Next Year Academic: • Reduce class absences. • Continue to enforce quiet on the gallery's during ESP. • Conduct random checks during ESP to make sure cadets are not watching Netflix, playing video games, or shining shoes/brass. Military: • Emphasize individual and unit discipline. • Continue to be proactive in preventing violations of rules and regulation – looking out for one another. • Continue use of spot correction pushups/pullups and drive by counseling. • Continue emphasis on personal appearance and room standards. • Accountability ( all types )

Plan of Action for Next Year Moral/Ethical: • Continue to improve all-in and formation accountability. • Continue zero tolerance policy for honor/hazing/4 th Class System/drug and alcohol violations. • Emphasis on making “good” decisions. Physical: • Accountability for Regimental PT. • Continue to stress importance of healthy lifestyle. • Emphasize intramural participation throughout the companies. • Better dissemination of information (plan/uniform for PT). (regimental issue)

Issues, Discussion and Recommendations

Issue: In CAS currently only the specific Company TAC or Battalion TAC may approve leave requests. Discussion: There are several occasions throughout the school year where a Specific Co TAC or the BN TAC is not on campus. If a cadet submits a leave when his/her TAC or the Battalion TAC is not available, the leave request cannot be approved and the cadet can’t sign out. Recommendation: Authorize all TACs within the same battalion to approve leave requests from all company and staffs within the Battalion.

Issue: CAS report formats do not line up with data requirement formats needed daily and for end of year METL briefs. Discussion: METL management requires information related to GPA, CPFT scores, class absences, discipline, etc. While the raw data is available in the existing CAS reports, it still requires the TAC to glean the data, compute the results for analysis. This is time consuming. Recommendation: Align CAS reports with METL format to facilitate management of METL objectives.

Issue: Attendance tracking of LTP Discussion: Currently Co TACs/Instructors maintain their own tracking system which is old school and inefficient. Electronic applications enable Special Orders, leaves etcetera to auto clear the cadet. Would also provide documentation of historical attendance of LTP by individual cadets. Recommendation: Set up attendance tracking electronically just like normal academic classes with PRs auto generated or cadets cleared.

Issue: Cadet Training Schedule for Graduation Week Discussion: This particular week just seems to be out of sync. The schedule contains a myriad of competing as well as nonrelated requirements. Cadets sit around for days after exams waiting for a 45 minute parade on Friday. Recommendation: Investigate options for a paradigm shift in how this week’s schedule is formatted. Move Long Grey Line Parade up in schedule Release seniors after last exam Release “some” underclassmen after last exam

Issue: Cadet Guard Discussion: Most cadets stand no more than one hour at a time which is hardly any time for them to establish or maintain competence and consistency; the preponderance of guard standers are juniors and sophomores, with cadet officers having little to no active or prolonged involvement or responsibility; and the emphasis on avoiding class absences has greatly overshadowed the traditional tenets as to why a guard is established and maintained. This issue extends to cadet positions such as the Battalion Duty Officer, a position which often is a stealth-like entity. Perhaps one of the most concerning sub-issues is that our cadet officers are allowed to be peripheral participants! Recommendation: Establish a fixed guard schedule (set times) for all battalions and companies, establish a minimum time for a shift as being 2 hours, reinvigorate the role of the Officer of the Guard and require that a cadet officer is present on Guard at all times or certainly at key times, e. g. , start of day, expiration of general leave, walking of tours, etc… , only cadet captains or above should stand guard as Officer of the Day, freshmen should stand indoctrination guard shifts beginning in February and develop a training checklist for guard knowledge and battalion-specific knowledge based on a minimum of two required indoctrination shifts. Fix the Guard!

Issue: Erosion of the Traditional Four-class Model Discussion: The proliferation of college-level credits accepted by the college is creating a growing number of situations in which the academic alignment of cadets is out of sync with their military class alignments. Some of the side effects include: a growing number of cadets who can graduate early or transfer to daystudent status prior to completing four years, a growing number of instances in which cadets from different classes are rooming together and a potential impact on our current leadership model. The long-term effects of this issue are apparently unknown at this point but could be potentially significant. Recommendation: Prompt the Provost to initiate a comprehensive study of this issue.

Issue: Mess table assignments Discussion: It would be beneficial to assign seating using a mixture of classes at each table to further integrate the Corps. Athletes should also sit with their companies vice at separate tables just for athletes. BTs should not be permitted to sit at their previous company’s tables. Recommendation: Assign seating for all cadets within each company which rotates twice a semester. Each table should contain all classes as well as athletes.