USMA Strategic Plan Goal 1: Develop the Corps

USMA Strategic Plan Goal 1: Develop the Corps

USMA Strategic Plan Goal 1: Develop the Corps of Cadets Goal 2: Inspire to Live Honorably and Build Trust Goal 3: Develop Exceptional Intellectual Capacity Goal 4: Sustain Professional Excellence and Develop a Culture of Winning Goal 5: Leverage Diversity and Foster Inclusiveness Goal 6: Build Effective Stewardship and Shared Governance Goal 7: Attract, Recruit, Retain, and Develop a High Quality Staff and Faculty 1 Goal 1: Develop the United States Corps of Cadets Develop every cadet to be a commissioned leader of character, reflecting the diversity of the nation, so that each is committed to the values of Duty, Honor, Country, and prepared for a career of professional excellence and service to the Nation as an officer in the United States Army. Goal 1 concentrates efforts on the principal focus of West Pointthe United States Corps of Cadets. We must attract and admit high-quality

young men and women and then develop and sustain them throughout a comprehensive 47-month experience. The West Point Leader Development System describes the expected outcomes across all aspects of cadet growth. Through the achievement of the objectives supporting this goal, USMA will provide to the Nation highquality commissioned leaders for our Army. 2 Goal 1: Develop the United States Corps of Cadets Objective 1.1: Recruit, admit and sustain the exceptional young men and women of the Corps of Cadets. Objective 1.2: Develop leaders who thrive in tomorrow's complex security environment and are inspired to a lifetime of service. Objective 1.3: Create and expand a culture of mutual trust, respect and value of every individual and eliminate sexual harassment and sexual assault. 3 Goal 1: Develop the United States Corps of Cadets

Objective 1.1. Recruit, admit and sustain the exceptional young men and women of the Corps of Cadets. Recruit candidates for admission from among the most talented young men and women across the country, possessing talents and backgrounds that will ensure that the character and skills of each individual complement and reinforce those of others in the Corps. The end result is a Corps that is stronger than the sum of its parts and populated with exceptional young men and women dedicated to leading our nations most precious resource its youth. Actions: 1 - Institute Cadet to Cadet Candidate interaction to inspire prospective candidates to pursue an Army career through West Point 2 - Establish forward-looking class composition goals (CCG) for the Class of 2020 to reflect future Army needs 3 - Sustain a vibrant CPRC program, selecting the right Cadets to interact with prospective candidates and community influencers 4 - Sustain robust SLE and early intervention outreach STEM programs, selecting the right cadets to perform these critical mentoring roles 5 - Provide quality support programs for Cadets along the lines of FYB, CEP, CPD, THP, tutor program, and writing program 6 - Provide quality enrichment opportunities that encourage Cadets to excel and remain excited about West Point and military service Key Performance Indicators: 1 - Track Cadet Candidate statistics for admission to USMA relative to rubric expectations. (AP#1) 2 - AB read-ahead for approval of CCG effectively addresses future Army needs (AP#2) 3 - Track statistics relative to CCG that show progress relative to rubric expectations (overall) 4 - Increase in number of overall applicants and % with participation in SLE and STEM programs (AP#3, #4) 5 - Retention statistics increase, and reasons for leaving West Point favor areas we cannot influence (AP#5,#6) 4

Goal 1: Develop the United States Corps of Cadets Objective 1.2. Develop leaders who thrive in tomorrow's complex security environment and are inspired to a lifetime of service. Ensure USMA graduates have attained the desired outcomes of the West Point Leader Development System and all graduation and commissioning requirements through an integrated, challenging, and evolving 47-month experience that relies upon military, intellectual, physical, and character programs that develop graduates who will thrive in tomorrow's security environments. Upon commissioning, these graduates will attain WPLDS outcomes. Actions: 1 - WPLDS: Operationalize and integrate new WPLDS outcomes; re-energize assessment processes in all programs so we can more confidently evaluate our soon-to-be graduates. 2 - WPLDS: Study the cadet daily schedule to address time discipline, inefficiencies, and leader development 3 - Academic Program: Complete the design of a revised academic curriculum to better meet the Academic Program Goals and develop intellectual agility and adaptability in our graduates 4 - Military Program: Maximize talent management practices to place the right leader in the right branch so all can thrive 5 - Military Program: Develop a concept plan for a World Class Military Program 6 - Physical Program: Align the Physical Education program with Soldier 2020 expectations Key Performance Indicators: 1 - All program assessment processes are mapped to WPLDS outcomes and USMA Strategic plan and confidently identify strengths and

areas for improvement across West Point (AP#1) 2 - WPLDS assessment process is systematic, effectively integrates assessment results from programs with other assessment metrics and is codified in written policies (AP#1) 3 - Thorough time study is complete and Academy Schedule recommendations submitted to the AB (AP#2) 4 - A framework for the new academic curriculum is chosen and approved by the Academic Board and Superintendent (AY 15-1) (AP#3) 5 - Talent management processes re-examined, and recommendations submitted for approval. (AP#4) 6 - DMI Concept Plan in place NLT May 2015 (AP#5) 7 - PE Program mapping to Soldier 2020 expectations complete; recommended changes submitted for approval.(AP#6) 5 Goal 1: Develop the United States Corps of Cadets Objective 1.3. Create and expand a culture of mutual trust, respect and value of every individual and eliminate sexual harassment and sexual assault. Develop leaders who lead with a command climate of dignity and respect, where everyone feels valued and lives and works within an environment in which he or she feels secure, both physically and emotionally. Ensure that climate permeates the Corps of Cadets. Actions: 1 - Formalize the Character Development Strategy (CDS) to move from compliance to internalization 2 - Establish Tiger Team to examine character across the institution, and provide cadets more opportunities for dialogue and reflection 3 - Realign/Redesign PME2

4 - Publish the Character Program Book that describes how our programs support character development 5 - Sustain the CASH(A) initiative through proper resourcing and emphasis 6 - Sustain the annual SHARP summit and follow-through with summit due-outs 7 - Better integrate and assess the curriculum contribution to SHARP education. Key Performance Indicators: 1 - CDS is fully in place, assessed and recommended changes submitted (AP#1) 2 - Character Tiger Team makes recommendations for wholesale character development change (AP#2) 3 - Feedback through Character Development survey that CASH(A) making a difference (AP#4) 4 - SHARP summit is scheduled and resourced two years out, due-outs are closed within 6 months of the summit (AP#5) 5 - SHARP in the curriculum is briefed at each R&A and assessment plans are complete through at least one cycle. (AP#6) 6 - Respect and SHARP indicators in CDT PDRs show positive trends (overall) 7 - Command Climate Surveys throughout West Point show positive trends in culture, respect and SHARP (overall) 8 - SA/SH incident statics on downward trend (overall) 6 Goal 2: Live Honorably and Build Trust The Army and the Nation expect West Point graduates that are committed to the ideals of Duty, Honor, Country and the Army Ethic. The desired end state is for both graduating classes (2 nd Lieutenants

and rotating faculty members) to depart West Point with the character, competence, and commitment necessary to build and lead resilient teams that thrive in complex security environments. Goal 2 includes, but is not limited to, sustainment of an effective Honor System for the Corps of Cadets. Living honorably is far greater than simple adherence to the Cadet Honor Code. The Honor Code, in its simplicity, lays the foundation for a more ambitious and aspirational adherence to the tenets of the Army Ethic. Goal 2 includes Honor, Respect, and Sexual Harassment / Assault Response and Prevention programs. It also includes professional decorum on and off duty, and online. 7 Goal 2: Live Honorably and Build Trust Objective 2.1: Create Shared Understanding Actions: 1. Ensure that all staff, faculty, and coaches understand the leader development model articulated in Building the Capacity to Lead. 2. Assess character development in the Academic, Military, Physical, and Character Programs and make improvements to the curriculum, events, and activities as required. 3. Create forums (Cadet and staff/faculty/coaches) for open, candid discussion about character

development at the individual, group, and organizational levels. Key Performance Indicators: 1.Departments and Directorates Academy share best practices and lessons learned to facilitate the development of character between and across all Academy programs and activities (AP 1, 2, 3). 2.Internal surveys indicate that Cadets are committed to the ideals of Duty, Honor, Country as represented by the health of PME2 (Character Development Curriculum) and the Honor, Respect, and Cadets Against Sexual Harassment and Assault programs (AP 2,3). 3.External surveys (BOLC, Army War College) indicate that West Point graduates have internalized the Army Ethic and are building cohesive teams through mutual trust (i.e. practicing mission command) (AP 2, 3). 8 Goal 2: Live Honorably and Build Trust Objective 2.2: Create Opportunities for Reflection, Introspection, and Behavior Change Actions: 1. Identify / develop reflection opportunities within the Academic, Military, Physical, and Character Programs. 2. Create forums for open, candid discussion to facilitate reflection, introspection, behavior change, and internalization of the Army Ethic throughout the 47-month Cadet

experience. 3. Provide Cadets with meaningful feedback that directly informs their character development. Key Performance Indicators: 1. Cadet behavior and attitudes reflects ownership for their own character development and those in their charge, rather than complete reliance upon the faculty, staff, and coaches (AP 1, 2). 2. Forums are assessed for their ability to complement what already exists in the Academic, Military, Physical, and Character Programs and address any identified gaps or shortcomings (AP 1, 2, 3). 9 Goal 2: Live Honorably and Build Trust Objective 2.3: Pursue, Support, and Celebrate Honorable Living. Actions: 1. Clearly define and establish narrow character development goals within existing programs and activities. 2. Develop objective measures that can be used to track achievement of these goals. 3. Incorporate an assessment of these measures that report on character development

activities as part of established organizational updates to senior Academy leaders. Key Performance Indicators: 1. Academy leaders assess their character development goals to either modify their programs or curriculum or share best practices across all Academy programs and activities (AP 1, 2, 3) 2. Academy and Cadet leaders highlight those that exemplify the ideals of Duty, Honor, Country and commitment to the Army Ethic to further encourage others to strive for excellence rather than just compliance with the Honor Code and regulations. 10 Goal 3: Develop Exceptional Intellectual Capacity Strategic Goal 3: Develop graduates who have the intellectual capacity, adaptability, and agility to understand and thrive in the Armys complex security environments. 11 Goal 3: Develop Exceptional Intellectual Capacity

Objective 3.1. Seek Operational Relevance. Ensure that the cadet development experience is relevant to the complex challenges graduates will face by maintaining continuous integration with the operational environment. Actions: Maintain a robust and vibrant faculty that consists of rotating and permanent faculty with relevant operational experience. Involve operational forces in the curricular review process. Establish external program reviews of cadet development experiences by the appropriate Operational Components. Monitor the blend of STEM/HSS majors to address emerging Army needs. Key Performance Indicators: At least 60%(?) of our authorized faculty is made up of rotating faculty with operational experience. Establish a policy governing Operational Experiences (OEs) for Academy Professors and Professors USMA. Rotating faculty can review and/or provide feedback on cadet developmental experiences and curriculum based on their level of expertise and familiarity with the curriculum/program. At every level of cadet development, Programs are responsible for identifying/satisfying the appropriate operational experiences/actions for their programs. Maintain an appropriate balance of STEM/HSS majors. 12

Goal 3: Develop Exceptional Intellectual Capacity Objective 3.2. Encourage Academic Currency. Teach the best ideas and techniques available from throughout the larger academic community through constant outreach to and interaction with other peer academic institutions at both the cadet and faculty level. Actions: Allocate time and resources for faculty research and scholarly activities. Establish clear timelines for faculty sabbaticals. Expand opportunities for faculty members to stay relevant in their academic fields and lead in their respective disciplines. Expand academic opportunities for cadets and faculty to interact with peer institutions. Key Performance Indicators: Departments/Directorates provide a qualitative value-judgment on the quantitative data provided. Reports should distinguish between categories (e.g. Senior/ Jr Faculty/Military/Civilian/ Cadets). Number of cadet/faculty publishing per year. Number of cadet/faculty attending/presenting at conferences per year. Number of faculty serving on external governing bodies. Number of Academic Promotions by year 13 Goal 3: Develop Exceptional Intellectual Capacity

Objective 3.3. Promote Academic Freedom. Promote academic freedom and responsibility to ensure an open and transparent educational environment that supports the pursuit of academic excellence. Actions: Review the current Academic Freedom Policies. Establish an over-arching policy on Academic Freedom consistent with the AAUP guidelines on Academic Freedom and DoD directives. Key Performance Indicators: Over-arching academic freedom policy established by June 2015. Through an annual survey, report the percent of faculty who feel free to express their thoughts within the bounds of academic freedom. Review the Command Climate Survey with regard to perceptions of academic freedom. Academic Freedom Advisory Committee (AFAC) provides a yearly update to the Superintendent on Academic Freedom based on input from Department representatives. 14 Goal 3: Develop Exceptional Intellectual Capacity Objective 3.4. Provide Developmental Experiences. Provide cadets with rich developmental experiences in the academic, military, and international domains so that they can gain an understanding of practice and validate the relevance of their education.

Actions: Maintain a robust semester abroad program. Maintain a robust IAD program. Identify and offer professional and academic venues to immerse cadets in program validating experiences. Key Performance Indicators: Ensure that 100% of qualified cadets have the opportunity to participate in a semester abroad. At least 10-15% of cadets, by year group, participate in the semester abroad program. Track the IAD opportunities offered and completed each year (in each program, distinguishing military/international opportunities). Maximize the types of opportunities that cadets can engage in(e.g., MIAD/PAIDS/IAIDs/AIADs and Security Cooperation activities). 15 Goal 3: Develop Exceptional Intellectual Capacity Objective 3.5. Build Collaborations and Partnerships. Enhance the intellectual capacity of cadets, staff, and faculty through partnerships with other organizations at home and abroad. Actions: Maintain and sustain USMA level resources for the institution to pursue, create and manage collaborations.

For research programs, increase staffing for the research support cell as needed. For international programs, establish an International Advisory Committee and create an International Cell in G-3. Develop a relationship with AOG to provide direct support to build and execute collaborations and partnerships. Key Performance Indicators: Establish a new cooperative agreement between USMA and AOG signed by March 2016 Establish an International Advisory Committee and G-3 International Cell. Continue to grow the research cell by establishing necessary positions to integrate, coordinate and manage various types of actions across programs. 16 Goal 3: Develop Exceptional Intellectual Capacity Objective 3.6. Solve Problems of National Significance. Use the unique interdisciplinary talent at West Point to help solve problems of national significance while enhancing and validating cadet education and faculty development. Actions: Emphasize building civil/military collaborations and partnerships with organizations at home and abroad as a means to identify and address problems of national significance. Develop a USMA level process to capture and report significant contributions to the Academys

leaders so that those leaders can articulate and share these contributions internally and externally. Key Performance Indicators: Provide a list of national significant contributions by each major activity. Produce a report/brochure illustrating the Academys contributions to internal/external stakeholders. 17 GOAL 4: Sustain Professional Excellence and Develop a Culture of Winning Objective 4.1. Pursue Professional Excellence. Instill in all members of the West Point Community a deep desire to reach their full intellectual, physical, and professional potential; a dedication to excel in all endeavors both individually and as a member of a team; and a personal determination never to settle for anything less than full effort toward mission accomplishment Actions: Provide for more officercadet mentorship and sponsorship programs beyond plebe year Develop, publish, and implement Cadet Creed Expand in-depth individual professional development opportunities in the summer to foster intellectual, military, and physical excellence

Develop a winning culture training POI for newly assigned personnel (Train-the-trainer) Revise and enforce the Academy Schedule to create and protect time for reflection and time to pursue excellence Enhance and support Resilience campaign Key Performance Indicators: Increase in the percentage of military personnel showing improvement each year in APRT Reduction in the number of cadets not achieving peg points in the academic, military, and physical programs. (Are the peg points right? Should they be reevaluated? ) Increase in the number of cadets improving their GPA (by how much?) in academic, military, and physical programs Increase in the number of cadets pursuing graduate scholarships Increase in the percentage of wins in ODIA and DCA team Increase in the frequency of winning for Deans Teams 18 GOAL 4: Sustain Professional Excellence and Develop a Culture of Winning Objective 4.2. Support and Celebrate Excellence. Foster an environment where everyone has a stake in each others pursuit of excellence. We should yearn for a teammates success as much as our own, take part in it, and celebrate it.

Actions: Reinvigorate the SUPT Award Establish more opportunities for cadets to confront, challenge, and inspect other cadets Expand cadet tutor program by motivating volunteers and improve training and resources to support the mission Implement incentives and awards programs to encourage cadets and S&F participation and attendance in academic, military, and physical competitions/events Reinvigorate awards program for VOSM and AAMs Expand communication efforts to promote winning and celebrating success Invest in improving cadet barracks Encourage, resource, and communicate community activities in voluntary outreach activities (e.g. Tunnel to Towers Run, Wounded Warrior events, Habitat for Humanity, Casino Night, etc.) Key Performance Indicators: Increase in the number of people in West Point community participating in voluntary outreach Increase in the number of volunteers as cadet tutors. Increase in the number of cadets, staff & faculty receiving AAMS and VOSM for achieving excellence Increase in the number of people in West Point Community to attend USMA activities 19

GOAL 4: Sustain Professional Excellence and Develop a Culture of Winning Objective 4.3. Win Honorably. Instill in all members of the West Point community a personal determination to win in everything that they do while remaining true to our institutional values. In operational environments, the tools of winning are not unlimited and the regulations, laws, and values that guide our operations often limit our competitive options. Success in this objective will help ensure that cadets are prepared for the realities of the operational environment after graduation. Actions: Establish Cadet e-journaling (electronic journaling for academic and military program and reflection) Implement Character Development Strategy Expand inspirational speakers, events, and activities for cadets and S&F (How? What kind? We already task cadets randomly to go to lectures. This is not about numbers; this is about the ways in which we articulate whats important.) Implement WPLDS Improve counseling opportunities of PDRs, OERs, CERs, and NCOERs. Establish a volunteer inspirational trip program to Gettysburg/Saratoga. Key Performance Indicators: Reduction in number of HIH and CABs (How?)

Decrease in the number of graduates receiving UCMJ/disciplinary actions Reduction in the number of cadet disciplinary boards Increase in the number of cadets and S&F participating in volunteer inspirational trips to Gettysburg and Saratoga. 20 Goal 5: Leverage Diversity and Foster Inclusiveness Objective 5.1. Foster an organizational culture that understands and values diversity and employs inclusive practices. Create and sustain an environment where all stakeholders perceive themselves as valued team members whose unique experiences and diverse perspectives contribute to a richer and more effective learning organization. Actions: Review artifacts which manifest values of the institution and ensure they represent our value of diversity and inclusion Conduct assessments of our policies, practices and procedures to identify areas for potential systematic bias or discrimination and to rectify or facilitate best practices Establish mechanisms that enable top down and bottom up emphasis on inclusive practices Develop effective tools for assessing an inclusive environment through multiple feedback mechanisms Equip staff and faculty with socio cultural competencies through strategically planned professional development programs Educate staff and faculty on the strategic importance of diversity principals and practices

Key Performance Indicators: DEOMI surveys (Climate, Diversity and EO) and MASF 360 degree results Sensing sessions and focus groups USMA demographics (Corps of Cadets, Staff and Faculty) Trends from IG/EO complaints Trends in branching and academic major demographics 21 Goal 5: Leverage Diversity and Foster Inclusiveness Objective 5.2. Attract, recruit, and admit a talented and diverse Corps of Cadets. Recruit a Corps of Cadets comprised of a population of high-quality candidates that meets USMAs entry qualification and whose composition reflects the population of the Army and the Nation. Actions: Evaluate research/market analysis to ID high value targets/areas (OEMA etc) Establish outreach and strategic partnerships (501c3s etc) Cultivate field force that embraces diversity and inclusion practices Engage graduates and stakeholders fully Leverage USMA NCO cadre and Army leadership across branches to encourage Soldier Gain interest from talent earlier (middle school) develop a nurture file

Key Performance Indicators: Attainment of class composition goals Number of applications started (per partnership & outreach activity) Number of nurture files opened Number of participants in formal outreach programs Diversity in congressional nominations Socio Economic status of candidate pool 22 Goal 5: Leverage Diversity and Foster Inclusiveness Objective 5.3. Retain and graduate a talented and diverse Corps of Cadets. Maximize, through a supportive and developmental environment, the potential for diverse and talented candidates to meet and exceed the high standards of the United States Military Academy and to graduate as commissioned officers. Actions: Emphasize effective role models both civilian and military of all ranks Increase Academic & physical readiness and development (CEP, CACs, DPE) Expand First year experience (sponsors, diversity clubs, mentoring opportunities) Develop positive company level leadership Increase opportunities for cultural study abroad and opportunities for military training experiences Inspire cadets to exceed ; Reduce disenfranchisement from Corps of Cadets

Key Performance Indicators: Academic/Physical/Military Performance including attrition by demographics Number of cadets receiving CEP support ; attending military schools; studying abroad by demographics Participation in DCA clubs by demographics NCAA Exit interviews and New Cadet surveys Graduation and commissioning rates and branching numbers by demographic Number of graduates by demographics returning to staff and faculty 23 Goal 5: Leverage Diversity and Foster Inclusiveness Objective 5.4. Recruit, hire, and retain a highly qualified and diverse faculty and staff. Recruit, hire, and retain a highly qualified and diverse Faculty and Staff committed to leader development, professional excellence, and continual growth within the context of diversity and inclusion principles and practices. Actions: Execute a staff and faculty census to establish a more accurate assessment of demographics Establish realistic department/directorate diversity short and long term goals ID and encourage high quality cadets to consider a USMA assignment part of career goals Leverage professional organizations and conferences to recruit diverse faculty and network with diverse professional organizations

Evaluate and improve selection and appointment processes for an integrated and diverse staff and faculty Key Performance Indicators: Dept/directorate demographics Number of applicants by demographic Attainment of goals by directorate/department by demographic Staff and Faculty focus groups on SWOT analysis at USMA 24 Goal 5: Leverage Diversity and Foster Inclusiveness Objective 5.5. Support to The Army: Leverage USMA research, analysis, and education capacities to enhance diversity and inclusion efforts across the Army and leverage our organic human intellectual capital to create value for the Army through mutually beneficial relationships and lines of communication Actions: Establish USMA research, analysis and education capacities to enhance diversity and inclusion efforts across the Army Identify DOD agencies that can benefit from USMA contributions to diversity and inclusion research results Establish USMA processes for identifying and assigning diversity and inclusion study and research topics

Determine potential sources of grants and other research funding which can support USMA diversity and inclusion research efforts Army and DOD wide Key Performance Indicators: Number of requests for studies concerning diversity initiatives Army or DOD funding dollars associated with diversity initiative studies Number of deliverables produced for Army and DOD 25 Goal 7: Attract, Recruit, Retain, and Develop a High Quality Staff and Faculty Strategic Goal 7. Attract, recruit, retain, and develop a high-quality staff and faculty dedicated to leader development, professional excellence, and continuing growth. Producing exceptional graduates requires that everyone working with cadets must reflect the highest standards of professional expertise, leadership, and character in accordance with the Army values. Having Staff and Faculty members from all backgrounds supports a blend of excellence at West Point that reflects diversity in our Army and contributes to the collective strength of the Academy. The Academy supports the development of Staff and Faculty so

that they can be exemplary professional role models for cadets. The net result is a stronger Academy able to effectively develop leaders of character for our Army and the Nation. 26 Goal 7: Attract, Recruit, Retain, and Develop a High Quality Staff and Faculty Objective 7.1. Recruit, retain, and develop world class professionals. Attract, recruit, retain, and develop exceptional professionals from the military, from academia, from government, and elsewhere to serve on the staff and faculty in support of our mission. Develop these professionals in all domains so that they are top performers at West Point and ready for increased responsibility after their time here. Academy leaders are engaged with the Army and with professional societies to ensure we have access to top talent, and so that top talent knows about and is excited to work at West Point. USMA team members possess exemplary character and are trustworthy. They are supported by meaningful professional opportunities, a positive command climate, desirable working conditions, and will be recognized for their efforts. Actions: Support (money, time, legal climate, trust, administration) for engagement (with Army and DoD, professional societies, academia, communities, etc.). Key Performance Indicators:

Count the number of engagements. 27

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