High Year Tenure (HYT) Waiver Process

Considered the “backbone of the Army,” the Army NCO corps is facing a massive shortage of qualified Soldiers thanks to the down-sizing of military forces after a decade and a half of wars, and the seasoned NCOs either separating from the military, retiring, or recovering from combat related injuries. Through a Department of Defense policy that was implemented in 2005 to expand the NCO corps, which ultimately lowered the bar for promotion,

The United States Department of Veterans Affairs (VA) is a government-run military veteran benefit system that provides essential financial and medical assistance to veterans and their families that are located all over the world. (www.va.gov) As the country and the military’s needs change, the VA needs to continue to evolve and grow. With this thought in mind, it is necessary to understand how the department is coping with the many different challenges that they are currently facing to effectively address the current issues and policy pitfalls. The most critical issues presently facing the VA, is the concern over long increasing wait-times and backlogs for services, which have emerged since 9/11 and are primarily the result of the growing

In order to ensure that claims currently assigned to non-rating workload bundle, which require a rating decision receive, appropriate consideration, this concept paper proposes review of the non-rating bundle. If approved, the Design Team will explore options and make recommendations regarding potential redefinition of the workload bundles. Specifically, this Design Team would explore the relocation of claims requiring a rating decision from the non-rating bundle into the rating bundle with the intent of optimizing services for seriously disabled Veterans requiring eligibility determinations, improving fiscal responsibility thereby promoting greater stewardship over limited resources.

In recent years, the Department of Veterans Affairs (VA) has found itself guarding against a tsunami of negative public opinion, unrelenting media coverage and at times, a contentious relationship with the U.S. Congress. Despite these challenges, the administration (VBA) has made enormous strides in reducing the pending inventory of the oldest claims, improving quality, and has undertaken the largest technological transformation in its history. If the VA is to continue to provide timely and quality service to Veterans, VBA must significantly increase enrollment and utilization of Vocational Rehabilitation and Employment (VR&E), Education programs and continue to streamline and modernize the disability compensation process.

She assisted with reimaging 81 PCs to resolve security client applications issues, and another 30 PCs to complete clean up actions due to an electronic spillage occurrence. Her attention to detail conducting several walkthroughs of 8 LNSC spaces and organizing 13 DIVO records lead to a well-earned passing grade for the N8’s Department In The Spotlight (DITS) inspection. As N8 department Career Counselor, she was directly responsible for 6 career development boards resulting in 2 Sailors advancing in rank to Petty Officer Third Class.

Military status protection covers the employment rights of military veterans and reservists. The two most important laws that protect the rights of veterans and reservists are the Vietnam Era Readjustment Assistance Act (VERA) of 1974 and the Uniformed Service Employment and Reemployment Rights Act (USERRA) of 1994 (Mathis, Jackson, Valentine, & Meglich, 2017). In this paper we are going to focus on the most recent law that effect employers the USERRA.

1. Purpose: To provide information and facts on the removal of ineligible promotable soldiers (SPC/CPL/SGT) from the promotion standing list

On September 29, 2016, the U. S. Navy announced that it would modernize the enlisted ratings of the Navy. The plan includes the installation of occupational specialty codes. These codes are similar to those used in the other services. The plan also called for sailors to be referred to by only their rank, such as Petty Officer First Class. The modernization of the enlisted rating system has caused morale issues in the fleet, makes job field detailing better, and aligns with the other branches.

SUBJECT: UPDATES TO THE AR 623-3 AND DA PAM 623-3 1. Purpose: To specify changes and information to THE AR 623-3 AND DA PAM 623-3 2. Facts: a. Provides evaluation reporting policy guidance specific to USAR and ARNG Soldiers in appendices rather than chapters (appendices G and H) b. Requires all requests for exceptions to policy regarding rating chains and/or senior rater rank/grade designation to be approved by HQDA at the beginning of the rating period. c. Specifies when rated soldiers are eligible to receive evaluation reports. d. Updates responsibilities of the rated Soldier and rating officials. e. Increases the minimum requirements for rating officials on USAR (Troop program unit) and ARNG (Man-Day) NCOERS. f. Makes the use of social

With the Coast Guard’s High Year Tenure (HYT) policy, Career Retention Screening Panel (CRSP), and the reduction of recruits going through boot camp Air Station Atlantic City is currently seeing out of its 132 available billets, 12 E-7 and above, 16 Aviation Survivalist Technicians, 6 retirements from HYT, 3 civilian jobs currently being filled by Coast Guard personnel, and additionally 17 billets are currently not filled. This brings CGAS Atlantic City Enlisted Aviation Engineering personnel (that are able to go to the NCRADF) to 71 personnel. These available personnel cover the Area of Operations (AOR) with two Bravo Ready crews and go to NCRADF. The empty PAL vacancies, as well as the NCRADF, were not thought of when Brooklyn Air Station and Cape May Air Station were merged to create CGAS Atlantic City. Such a shortage of personnel has led to a myriad of personnel going to the NCRADF on back to back deployment. Each deployment they are away from their families is for 21 days and after a four

After reviewing Mr. Castro's qualifications and experience, and current education enrollment, I concur with the waiver request. I personally observed Mr. Castro's skills and active support during 17.2 and concur that he has the needed skills to makes him a good candidate. After speaking with the government logistics team, he has a proven track record that he can successfully meeting the requirement of the position. He has historical knowledge of NIE/JWA systems that would be an asset to the team.

The Air Force Sergeants Association (AFSA) wants to expand the Concurrent Retirement and Disability Pay (CRDP) law so more people may benefit from it (Air Force Sergeants Association). The two bills that would help this cause are H.R. 303 and H.R. 333. The intent of H.R. 303 is “to permit additional retired members of the Armed Forces who have a service-connected disability to receive both disability compensation from the Department of Veterans Affairs for their disability and either retired pay by reason of their years of military service or combat-related special compensation” (Congress). The intent of H.R. 333 is “to permit retired members of the Armed Forces who have a service-connected disability rated less than 50 percent to receive

The new Weapons Petty Officer (WEPO) requirement in the Ordnance manual is detrimental to the Patrol boat fleet without a Maritime Enforcement Specialist (ME) or Gunners Mate (GM) billet. The new requirement of a WEPO having to be an E-6 at an afloat unit with three or less officers is not beneficial to the 87’ cutter fleet. Keep in mind that units without a ME or GM will traditionally have a Boatswains Mate (BM) as the WEPO. With this recent change in the ordnance manual, the Operation Petty Officer (OPS) on board 87’s is now required to be designated as the WEPO. This creates three unforeseen issues to include, but not limited to Training, Man-power, and extra duties/responsibilities. First, let’s glance at the training aspect of becoming a WEPO in today’s Coast Guard. The weapons system program is tracked by a navy program called the “3M” program. This system has only been relevant to the coast guard since the last 5-6 years. The training takes approximately 8+ hours to complete just to become certified to run the maintenance program which in itself is not trouble-free to complete. Once the training is complete and you are certified to run the 3M program, you must now build your maintenance schedules which are extremely time consuming and tedious. This is just the administrative portion not including physically conducting the required maintenance. The training is inadequate at best, to become proficient with the 3M program since it is difficult to comprehend in nature and

This workload places an additional, demand on Regional Offices (RO) their rating staff, and ultimately fails to capture the requirements placed upon the administration, which could result in an inadequate number of Full Time Equivalents (FTE) to meet rating workload requirements. Moreover, the sizeable non-rating workload obscures the claims requiring a rating decision resulting in aging claims, untimely service to Veterans, poor financial stewardship a degradation of trust and negative public opinion. This is demonstrated by findings from an Office of Inspector General (OIG) report dated June 2014, which revealed a systemic problem with delayed action concerning benefit reduction cases. In this report, the OIG cited policy decisions regarding these reductions as well as a “lack of VARO management oversight” as reasons for the delay in processing these claims. Subsequent reports revealed similar findings at VAROs across the

One of the great changes the Pentagon wants to grant is, to allow troops to extend in their current duty stations with the exchange of an additional commitment to serve more time in the military. The Department of Defense is in the plans of requesting Congress to update the current the federal law that would grand all commanders more authority to use non-monetary incentives to grant more extended service