USMA Regulation 10–1
Organization and Functions
Headquarters United States Military Academy West Point, NY 1 April 2018
UNCLASSIFIED Headquarters *USMA Regulation 10-1 United States Military Academy West Point, NY 1 April 2018 Effective 1 April 2018
Organization and Functions ______
By Order of the United States Military elements of the United States Military organization on the USMA Table of Academy Superintendent: Academy (USMA). Distribution and Allowances, and thereby Applicability. This regulation applies to constitutes a formal system to assist ROBERT L. CASLEN all USMA units. management in steering USMA toward the Lieutenant General, United States Army Proponent and exception authority. achievement of its mission by bringing unity Superintendent, USMA The proponent of this regulation is the G-5, out of the diverse efforts of subunits and of Director of Strategic Plans and Assessment. individuals. This is one of the control Official: The Chief of Staff has authority to approve activities that enforces management exceptions to this regulation that are directives. This regulation is an integral part consistent with controlling law and of USMA’s planning, implementing, MARK D. BIEGER regulation. reviewing and accountability for resource Colonel, United States Army Purpose. The Purpose of 10-1 is to: serve stewardship. Chief of Staff, USMA as an internal authorization document for Suggested improvements. Users of ______USMA; promote accountability and this regulation are invited to send comments transparency across units; inform unit and suggested improvements directly to History. This publication is a major manning decisions; and promote assessment Director of Strategic Plans and Assessment, revision of the previous version, dated of unit functions. ATTN: G-5 Director, Building 600, West March 2005. Army internal control process. This Point, NY 10996. Summary. This regulation covers detailed regulation contains management control Distribution: information on the mission, organization, provisions. It details the functions of each All USMA organizations and tenant units. and functions of the mission-related ______
Contents (Listed by paragraph and page number)
Chapter 1 Introduction, page 6 Purpose • 1–1, page 6 References • 1–2, page 6 Explanation of abbreviations and terms • 1–3, page 6
Chapter 2 Roles and Duties, page 6 Policies • 2–1, page 6 Responsibilities • 2–2, page 6 Principles for Organizing • 2–3, page 7 Organization Mission Statement • 2–4, page 7 Organization Function Statements • 2–5, page 7 Procedures for Processing Change • 2–6, page 8
Chapter 3 USMA Mission, Supervision, and Control, page 9 Mission of the United States Military Academy • 3–1, page 9 Supervision and Control • 3–2, page 9 USMA Organizational Structure • 3–3, page 10
USMA 10-1 • 1 April 2018 2
Contents––Continued
Tenant Support Organizations • 3–4, page 10
Chapter 4 Command Group, page 11 USMA Superintendent • 4–1, page 11 USMA Command Sergeant Major • 4–2, page 11 USMA Chief of Staff • 4–3, page 11 USMA Secretary of the General Staff • 4–4, page 12
Chapter 5 Superintendent’s Staff, page 13
Section I Staff, page 13 Superintendent’s Executive Officer • 5–1, page 13 Aide-de-Camp • 5–2, page 13 USMA Chaplain • 5–3, page 13 Inspector General (IG) • 5–4, page 14
Section II Office of Public Affairs and Communications • 5–5, page 15
Section III Office of the Staff Judge Advocate • 5–6, page 16
Chapter 6 USMA Staff, page 18
Section I G-1 Adjutant General, 6–1, page 18
Section II G-3 Operations Office • 6–2, page 20
Section III G-4 Logistics Office • 6–3, page 22
Section IV G-5 Strategic Plans and Assessments • 6–4, page 23
Section V G-6 Information Office • 6–5, page 25
Section VI G-8 Resource Management Directorate • 6–6, page 26
Chapter 7 Special Staff, page 28
Section I Directorate of Academy Advancement (DAA) • 7–1, page 28
Section II Office of Diversity, Inclusion, and Equal Opportunity (ODIEO) • 7–2, page 29
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Contents––Continued
Section III Headquarters and Headquarters Company (HHC) • 7–3, page 30
Section IV Command Historian Office • 7–4, page 31
Section V Protocol • 7–5, page 32
Section VI Safety Office • 7–6, page 33
Section VII Sexual Harassment and Assault Response and Prevention (SHARP) Office • 7–7, page 34
Chapter 8 USMA Directorates, page 35
Section I Army Cyber Institute (ACI) • 8–1, page 35
Section II USMA Band • 8-2, page 36
Section III Department of Admissions • 8–3, page 37
Section IV Office of the Dean of the Academic Board • 8–4, page 38 Vice Dean for Resources • 8–4.1, page 39 Vice Dean for Academic Affairs • 8–4.2, page 39 Vice Dean for Operations • 8–4.3, page 39 Operations Branch • 8–4.4, page 39 Plans and Resources Division • 8–4.5, page 39 Institute for Innovation and Development • 8–4.6, page 40 Center for Teaching Excellence • 8–4.7, page 40 International Intellectual Development Division • 8–4.8, page 40 Information and Educational Technology Division • 8–4.9, page 40 Center for the Advancement of Leader Development and Organizational Learning • 8–4.11, page 41 Academic Affairs & Registrar Services Division • 8–4.12, page 41 USMA Library • 8–4.12, page 41 Center for Enhance Performance • 8–4.13, page 41 West Point Writing Program • 8–4.14, page 41 Academic Departments • 8–4.15, page 42
Section V Office of the Department of Intercollegiate Athletics (ODIA) • 8–5, page 46
Section VI United States Corps of Cadets (USCC) • 8–6, page 48 Commandant • 8-6.1, page 49 Deputy Commandant • 8–6.2, page 49 USCC Command Sergeant Major • 8–6.3, page 49 USCC Secretary of the General Staff • 8–6.4, page 49 Brigade Tactical Department • 8–6.5, page 49
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Contents––Continued
Regiments 1,2,3,4 • 8–6.6, page 49 Regulations and Discipline Branch • 8–6.7, page 50 Leader Development and Advanced Training Branch • 8–6.8, page 50 Department of Military Instruction • 8–6.9, page 50 Modern War Institute • 8–6.10, page 50 Military Science Division • 8–6.11, page 50 Military Training Division • 8–6.12, page 51 Defense and Strategic Studies Division • 8–6.13, page 51 West Point Simulations Center • 8–6.14, page 51 Accessions Division • 8–6.15, page 52 Department of Physical Education • 8–6.16, page 52 The Simon Center for the Professional Military Ethic • 8–6.17, page 53 Director of Cadet Activities • 8–6.18, page 53 USCC Safety • 8–6.19, page 54 USCC Trial Counsel • 8–6.20, page 54 USCC Sexual Assault Response Coordinator • 8–6.21, page 55 USCC Equal Opportunity Advisor • 8–6.22, page 55 USCC Surgeon • 8–6.23, page 55 S1 • 8–6.24, page 56 S3 • 8–6.25, page 56 S4 • 8–6.26, page 56 S5 • 8–6.27, page 56 S6 • 8–6.28, page 57 S8 • 8–6.29, page 57 USCC Chaplain • 8–6.30, page 58 Center for Personal Development • 8–6.31, page 58
Section VII United States Military Academy Preparatory School (USMAPS) • 8–7, page 59 Headquarters • 8–7.1, page 59 Military Training Department • 8–7.2, page 60 Physical Education and Athletics Department • 8–7.3, page 61 Academic Departments • 8–7.4, page 62
Appendixes A. References, page 63 B. Governance Structure and Committees, page 67 C. Centers of Excellence, page 69 D. Knowledge Management Structure, page 71 E. Glossary, page 77
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Chapter 1 Introduction
1–1. Purpose The Purpose of 10-1 is to serve as an internal authorization document for USMA, promote accountability and transparency across units, inform unit manning decisions and promote assessment of unit functions. The information in this document represents the work each organization performs, by function, in accordance with their mission. It is neither intended to focus on the number of people in an organization nor will it change if an organization gains or loses people.
1–2. References See Appendix A.
1–3. Explanation of abbreviations and terms See the Glossary, Appendix E, Part I for abbreviations and Part II for definitions of terms.
a. Directorate - any major organization that answers directly to the USMA Superintendent (SUPT), similar to a Direct Reporting Unit (DRU) at the Department of the Army (DA) level. b. Staff - Anyone who works for an organization which has the official title of “staff” (e.g. G-3, G-8, etc.) or someone who has a primary position that does not fall under an academic department. Smaller organizations that answer directly to the SUPT are defined as personal staff or special staff. Offices that fall within the responsibility of the Chief of Staff are staff offices. c. Department – part of the Dean’s Office responsible for a large academic area (e.g. English, History, etc.). Similar in hierarchy to a division. d. Division – a part of a directorate or larger staff unit that contains a significant group of functions or roles. Similar in hierarchy to a department. e. Branch – normally part of a division f. Section - a section is normally a part of a branch g. Unit - interchangeable and a generic term for any of the aforementioned organizations (Directorate, Division, Branch, Section). h. Center – a group that specializes in a specific area of study or larger function (e.g. Center for Enhanced Performance) and usually has a building or room designated for its purpose i. Committee – a group (that is usually smaller than a center) that meets to either discuss or make decisions about a specific topic or assembles for a specific purpose
Chapter 2 Roles and Duties
2–1. Policies Activities will not deviate from the organizational structure, nor cause realignment of functions prescribed herein, without first obtaining approval in accordance with the procedures in paragraph 2–6 of this Regulation. The Table of Distribution and Allowances (TDA), Modification Table of Organization and Equipment (MTOE), Civilian Position Descriptions, evaluation support forms, USMA Staff Directory and all other published media of USMA, drive the organizational alignment and titles published in this Regulation. Individual organizations may realign internally, but cannot expect the TDA to change based off their most recent realignment without DA approval. Organizational changes, which establish or discontinue academic departments, or transfer functions between academic departments must be considered by the Academic Board and forwarded to the Department of the Army for approval.
2–2. Responsibilities a. USMA directorates will— (1) Maintain the accuracy of the portion of USMA 10-1 Organizations and Functions Manual that pertains to their organization by submitting change requests. Changes will be submitted in accordance with the procedures outlined in paragraph 2-6 below. (2) Assess, on a continuing basis, their organizational element(s) to ensure effective structure and staffing to accomplish the assigned mission, and perform a complete review every five years. (3) Ensure that Position Descriptions and evaluation support forms conform to the mission and functions of the corresponding section of this manual. b. G-5, Director of Strategic Plans and Assessment will: (1) Review, coordinate, and obtain approval of all changes to this regulation. (2) Review proposed TDA and MTOE changes to ensure they are consistent with the approved organizational mission and functions. USMA 10-1 • 1 April 2018 6
(3) Advise and assist in all matters concerned with organizational and functional alignment of all organizational elements. (4) Maintain, edit, and publish the USMA 10-1 Organizations and Functions Manual.
2–3. Principles for Organizing Staffing levels will be determined by workload based on valid mission requirements. Manpower managers at all levels will support efficient personnel utilization by adhering to these policies. a. Related work functions will be logically aligned since the alignment forms the basis for determining manpower needs and identifying the organizational subdivisions required for effective operation. Functional elements are subdivided only when necessary and within the organizational guidance contained in this chapter. b. Managers will design optimal position structures considering the advice of functional and civilian personnel officials that will— (1) Concentrate high and senior grade (general schedule (GS) 13 and above) duties in as few positions as possible within the organization. (2) Achieve an appropriate balance of clerical to action officer positions. These ratios can vary from 1:5 for white–collar work in a non–automated office, to 1:12 in an office where action officers have personal computers and type their own drafts. Care must be taken when reducing administrative positions not to shift workload to higher grade technical and action officer personnel. (3) Assign the appropriate category of employment or work schedule. c. The following position management considerations will apply to the establishment of supervisory positions: (1) Span of control varies from one work situation to another (2) Level of complexity of the work (3) Degree of professional orientation of the individuals doing the work (4) Variety of jobs performed by the group d. Dual staffing. Dual staffing exists when two people perform duties that can be performed by one person or when two or more organizational elements perform duplicate functions in accomplishing the same mission. Dual staffing will be eliminated. e. Staffing level. Manpower requirements are based on the most effective and efficient organizations and, therefore, represent the minimum essential numbers of civilian and military positions needed to accomplish valid mission responsibilities. Overtime and temporary employees should be used to accomplish workload surges. f. Administrative overhead. Organizations should be designed to keep the number of administrative personnel (secretaries, clerical personnel, program assistants, budget assistants, and similar positions) to the minimum needed to accomplish the mission. The number required will vary based on the mission of the organization. g. Each activity must effectively contribute to the overall USMA mission and strategic imperatives.
2–4. Organization Mission Statements A one-paragraph statement of the assigned basic purpose or objective for each directorate, academic department, or USMA staff organization will precede function statements in this manual. Mission statements will state the regulation, which requires the stated purpose or objective and must be nested in the USMA Mission. Organizational elements below these levels will not submit mission statements for publication. An organization’s mission statement or function statements will include a sentence listing the USMA Regulations for which it serves as proponent.
2–5. Organization Function Statements a. Function statements for each organization shall disclose the distribution of major responsibilities to and within the organization. They will be brief, express functions in general terms and exclude procedures and quantitative information. A function is a description of work performed, which is directly required by the mission. The focus here is to identify major functions of the work center. b. The following functions are inherent to all activities and will not be included in function statements (exceptions will be made where a central unit has been established to perform these functions for an entire division, or larger element). These functions should be listed on individual support forms to ensure proper accountability of all work being done: (1) Administrative function. A function statement, such as, "provides internal administrative services for the office," describes administrative responsibilities common to most offices. (2) Continuous Improvement and Assessment function. All organizations will monitor, evaluate and change their processes to ensure they are in line with the most efficient, effective and technologically advanced methods found across most institutions. For example, Microsoft Excel (or a more advanced program) should be used across Government organizations as a means for creating charts and tables for presentations as opposed to using hand-drawn materials or methods requiring much larger amounts of time. (3) Departmental Computer Officer (DCO) function. Responsible for the total end user hardware and software support for various computer hardware architectures. This includes both commercial and proprietary hardware and software. These systems consist of both personal computer laptops/desktops, classroom desktops, classroom audio/visual equipment, and local area network
USMA 10-1 • 1 April 2018 7 supported workstations and printers. This includes maintenance, end user training, security, troubleshooting, and system documentation. The employee determines the appropriate method of maintenance depending upon the presence of different maintenance agreements. (4) Knowledge Management function. IAW KM Standard Operating Procedure (SOP) as outlined in Appendix D. (5) Governance function. All organizations will be responsible for participating in appropriate governance committees and/or meetings. Participation will be determined by the Superintendent, Commandant, Dean, Chief of Staff, or the committee charters, when applicable.
2–6. Procedures for Processing Changes a. Submit changes for organizational structure or function statement(s) to the G5, with overall approval by the USMA Chief of Staff. b. Submissions will include the following applicable elements of justification (note: if there is no change to any of the elements below, please annotate “No Change” on a copy of the current version): (1) Justification for change. It shall include the purpose or objective of the change, advantage(s) for making the change, and the resource impact. If the change is required to comply with an Army directive, attach a copy of the appropriate directive. (2) Revised organization chart. (3) Revised mission statement. (4) Revised function statements. (5) Revised TDA. A revised TDA is required when the title of an organization is being changed or the number of organizational elements is being increased or decreased. (6) Revised position description(s). c. The USMA Chief of Staff will either approve the change or make the determination that the request go to the Policy Board. The request will only go to the Policy Board for approval is there are major changes to organizational functions. Once approved, the G-5, will document the changes as required.
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Chapter 3 Mission, Supervision and Control, and Organization
3–1. Mission of the United States Military Academy The mission of the United States Military Academy is to educate, train, and inspire the Corps of Cadets so that each graduate is a commissioned leader of character 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.
3–2. Supervision and Control USMA is under the immediate supervision and control of the Department of the Army (Section 4334(a), Title 10, United States Code (10 USC 4334(a)). It operates under the jurisdiction of the Chief of Staff, United States Army (Department of the Army, General Order No. 3, 10 February 1977). It is funded as a separate operating agency (DFAS–IN Manual 37–100). [See AR 210-26, 1–6] a. USMA is designated as a Direct Reporting Unit (DRU) by the Secretary of Army (SECARMY) and reports directly to the Chief of Staff of the Army (CSA). b. USMA is responsible for the planning and execution of DRU responsibilities by exercising specified ADCON of organic, assigned and attached Army forces. c. The Superintendent, USMA has the following functional responsibilities: (1) Command and Control. Command, control, and governance of USMA and the West Point Military Reservation under the provisions of 10 USC 4334(b). (2) Education and Commissioning. Establishment and maintenance of a 4–year course of instruction that qualifies Cadets for the award of a bachelor of science degree and commissioning as a 2nd lieutenant, subject to the approval of the SECARMY and consistent with Department of the Army (DA) policy. (3) Officer Accessions. Access to the Army a cohort of approximately 900 newly commissioned 2nd lieutenants each year, consistent with DA guidance. (4) Accreditation. Establishment and maintenance of formal academic and athletic accreditations through the appropriate accreditation agencies. (5) Facility and Area Maintenance. Maintain the grounds, facilities, training areas, and ranges of USMA and the West Point Military Reservation. d. The Superintendent, USMA is supervised by the CSA. e. USMA’s organization is consistent with the requirements of 10 USC, Chapter 403. f. The Superintendent, USMA is responsible to the SECARMY for execution of assigned responsibilities contained in 10 USC 3013(b). g. The Superintendent, USMA is authorized to communicate and coordinate directly with Army Command (ACOM), Army Service Component Command (ASCC), other DRU commanders; HQDA; other DOD headquarters and agencies; and other Government departments, as required, on matters of mutual interest subject to procedures established by the CSA. h. The DCS, G–1 is the HQDA point of contact for administrative actions concerning USMA. i. Installation Management Command (IMCOM) will, in coordination with USMA, maintain the grounds, facilities, training areas, and ranges of the West Point Military Reservation. j. HQDA staff agency heads will coordinate with the Deputy Chief of Staff (DCS), G–1 on relevant matters of a substantive nature that are within their authority and coordinate directly with USMA on matters in their functional areas, informing the DCS, G–1 as appropriate.
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3-3. USMA Organizational Structure
3–4. Tenant Support Organizations The following organizations provide services to the USMA work force, community and assigned geographical area. These units are not part of USMA, nor of the US Army Garrison, West Point, but are located on the West Point Military Reservation (WPMR): a. American Federation of Government Employees (AFGE) b. American Red Cross c. Center for Army Professional Ethics (CAPE) d. Civilian Personnel Advisory Center (CPAC), HRC e. Defense Commissary Agency Store f. Defense Military Pay Office g. Defense Security Service h. Dental Activity (DENTAC) i. Directorate of Contracting, Army Contracting Agency j. Document Automation and Production Service (DAPS) k. Logistics Readiness Center (LRC) l. Medical Department Activity (MEDDAC) m. Mission and Installation Contracting Command (MICC), West Point n. Network Enterprise Center (NEC) West Point o. NY District Engineer Office p. Post Exchange Activity q. US Army Public Health Command (USAPHC), West Point r. US Mint, West Point s. US Post Office, West Point t. West Point Schools (WPS) u. West Point Criminal Investigation Command (CID) Office
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Chapter 4 Command Group
Superintendent
Command Chief of Staff Sergeant Major
SGS
Coordinating Special Staff Staff
Personal Staff
Directorates
4–1. USMA Superintendent (SUPT) Functions— a. Leads. Exercises command and control of USMA and WPMR by formulating and executing policies, procedures, and programs are required to accomplish the mission assigned to USMA. b. Governing Regulations: AR 210–3, AR 210–26, AR 600–20, and AR 612–205, AR 210–26
4–2. USMA Command Sergeant Major (CSM) Functions— a. Advises. Advises the Superintendent and staff on matters pertinent to soldier morale and welfare in terms of assignment, reassignment, utilization, promotion, awards, privileges, and discipline. b. Counsels. Provides counsel and guidance to all NCOs and enlisted Soldiers in the command and participates in unit and organization inspections, as required, and recommends action to correct deficiencies. c. Governing Regulations: AR 614–200.
4–3. USMA Chief of Staff Functions— a. Coordinates and Directs. Coordinates and synchronizes USMA staff, directorate, and US Army Garrison activities and tasks IAW the USMA mission and the Superintendent’s guidance and communications with DA, other services, and other external agencies. b. Resource Programming. Integrates, plans, and programs resources for future and current mission execution activities IAW the USMA mission and the Superintendent’s guidance. c. Governing Regulations: AR 210–3, AR 210–26, AR 600–20, and AR 612–205, AR 210–26
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4–4. USMA Secretary of the General Staff (SGS) Mission— To assign responsibility for and monitor the preparation and staffing of correspondence and other official publications, documents, and staff actions for the Chief of Staff and the Superintendent.
Functions— a. Supports USMA Command Group. Provides Congress Liaison on behalf of the SUPT and USMA Staff and supports the administrative, travel and automation needs of the Command Group and USMA Staff for numerous events in the SUPT’s Conference Room and areas throughout West Point. b. Correspondence and Outreach. Communicates with and responds to Congress, DoD, Army agencies, private organizations and other organizations and individuals in the event of a formal inquiry and performs all administrative duties for the USMA Chief of Staff c. Staff Management. Manages staff actions as it supervises the processing of awards routed up to and through the USMA Chief of Staff and SUPT, tracks all actions and suspenses involving Form 5 approval through the Chief of Staff and processes personnel hiring actions for the USMA Staff. d. Governing Regulations: FM 6-0, AR 25-50, USMA Regulation 25-2
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Chapter 5 Superintendent’s Staff
Superintendent
Inspector Public Affairs & Aide-de-Camp Chaplain Executive Officer SJA General Communications
Section I 5–1. Superintendent’s Executive Officer (SUPT XO) Functions— a. Correspondence and Communication (SUPT). Manages the official correspondence and communication for the SUPT, including the Daybook, special correspondence, outreach communication, and official correspondence with the SGS. b. Event Coordination. Coordinates SUPT event participation and schedule with DAA, SUPT secretary, Aide-de-Camp, SGS, special visitor request, speeches and presentation with the speech writer, and assists Protocol with USMA Flag Program and Change of Command Ceremonies. c. Governing Regulations: FM 6-0, AR 25–50.
5–2. Aide-de-Camp Functions— a. Logistical Support. Manages logistical aspects of SUPT events to include financial contracts, legal reviews, transportation, daily schedule, travel itineraries, food service and special support. b. Event Coordination. Coordinates the SUPT’s role at social and special events. Coordinates communication, IT support, flags and audiovisual support for SUPT visits and briefings while SUPT is traveling. c. Governing Regulations: FM 6-0, AR 25–50
5–3. USMA Chaplain Mission— To conduct religious support operations in support of the United States Military Academy and U.S. Army Garrison (USAG), and to plan and execute a comprehensive religious program that provides for the spiritual nurture of all members of the West Point community and provide for the free exercise of religion for all staff, faculty, family members, cadets and supporting personnel assigned to USMA. a. Governing Regulations: AR 165-1, USMA Reg 165-1
Functions— a. Leads USMA Religious Community. Oversees all religious activities at West Point and ensures that all persons at USMA and USAG, West Point are afforded the opportunity to exercise freely their religious practices consistent with the mission of both. b. Advises (Chaplain Affairs). Advises the Superintendent's personal staff officer in matters concerning religion, morals, ethics, welfare and morale and the Garrison Commander in all matters pertaining to religious support to USAG, West Point. c. Religious Services. Provides counseling services, visitation to the sick and injured, and administration of sacraments and ordinances such as baptisms, funerals, and marriages.
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5–4. Inspector General (IG)
Command IG
Deputy IG
Chief of Inspector Assistant IG Inspections General
Mission— To inquire into, and periodically report on matters affecting mission performance and the state of discipline, efficiency, morale, economy, readiness, and esprit-de-corps of the West Point and Fort Hamilton communities (includes USMA mission and garrison activities, as well as the tenant units) and to perform other duties as may be required by law and regulation or as directed by the Superintendent. a. Governing Regulations: AR 20–1, AR 1-201.
Functions— a. Investigations. Conducts investigations authorized by the Superintendent or initiated by the IG, into allegations of violation of law, policy regulation, or other areas of concern to the directing authority. b. Inspections. Conducts general, special and follow-up inspections of West Point activities as required or directed in order to resolve systemic issues and to evaluate the effectiveness of Army policies, determine the root cause of noncompliance, and recommend changes to policy proponents. c. Request For Assistance. Receives, inquires into and reports on allegations, complaints, and requests for assistance from the Soldiers, family members, DA civilians, retirees, and contract employees on matters affecting their health, welfare, and personal readiness. d. Teaching and Training. Teaches and trains individuals at all levels by explaining the Army’s policies, systems, processes and functions and how they interrelate. e. Liaisons. Serves as the liaison office for Department of Defense Inspector General (DODIG) and Department of the Army IG (DAIG) offices. f. Trends Analysis. Monitors and reports trends of complaints, systemic issues and other matters affecting mission accomplishment and the general state of discipline, efficiency, morale, economy, readiness, and esprit-de-corps of the West Point and Fort Hamilton communities.
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Section II 5-5. Office of Public Affairs and Communications
Office of Public Affairs and Communications
Public Affairs Multi-Media Division Division
Photography & Media Community Audio Visual Broadcast Relations Digital & Command Relations Graphics Information Branch Branch Services Branch Branch Branch Branch
Mission— To communicate the mission of West Point so that the American public is made fully aware of USMA and its value to the Nation in order to ensure adequate public support and to obtain quality youth as potential leaders of character for the Army and the Nation and to produce state of the art products and services and provides a high level of support for the training and academic instruction of USMA cadets including all high profile missions in support of the nation’s preeminent leader development institution. a. Governing Regulations: FM 6-0, AR 25–50
Functions— a. Advises. Provides direct advice and assistance to the Superintendent & staff to include analysis, assessment, de-confliction, public affairs guidance, talking points, command messages, synchronization, engagement, implications, consequence management, training, and coordination with all other PAO entities & the Office of the Chief of Public Affairs (OCPA), HQDA. b. Communications Plans and Programs. Develops, supervises, and evaluates the West Point Communications strategy that will enhance the West Point brand and create interest in prospective cadet candidates as well as graduates, potential customers, fans, and audience members. c. Command Information and Internal Communications Program. Develops, supervises, and evaluates the USMA Command and Digital Information Program to provide accurate and timely information to internal and external audiences. d. Manages External Official Presence (Website & Social Media). Obtains approval & registration for social media presence and performs administrator & moderator duties as it reviews and approves content. e. Outreach. Develops, supervises and evaluates the USMA Community Engagement Program for internal and external audiences. f. Parents Communication Program. Coordinates official parent-related events and communications to include the Parents Information Page on the USMA website, the parents' closed Facebook groups, all class pages & the official public Facebook site. g. Community Relations. Directs the operation of the USMA community relations program and USMA support for community activities. h. Media Relations Program. Directs the operation of the USMA public information/media relations program to include direct liaison with representatives of communications media. i. Historical Documentation. Provides recordings or copies of historical and significant events for official purposes by maintaining and archiving a digital media library of historical events. j. AV Services. Provides video production, sound and photography support for all USMA level activities, official ceremonies and events. k. Photographic Support. Provides official digital photographic services in studio and field environments such as ceremonies, on- location assignments, and special events with VIP’s. l. Graphics Imaging Support. Provides digital imaging, printing and graphics support and produces hardcopy prints, and/or lamination and mounting for official purposes when required. m. Broadcast Support. Provides numerous broadcast services to include the execution of the Command Channel, closed circuit academic (CCATV) to the West Point central area, direct support maintenance for the academic television distribution system and repairs/PM actions (only to the designated academic central area). n. Publication Release. Reviews academic publications and releases of material by USMA faculty and staff to ensure compliance with operational security and DoD policy.
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Section III 5-6. Office of the Staff Judge Advocate
Staff Judge Advocate
Administrative Section
Legal Assistance Military Justice Administrative Claims Section Section Section Law Section
Mission— To provide proactive, timely and accurate legal advice and support to the United States Military Academy Superintendent, the West Point Garrison Commander, and all subordinate commanders, staffs and post activities and to provide general legal services to the command, tenant organizations, military personnel and their eligible family members, and retirees in the West Point military community. a. Governing Regulations: Uniform Code of Military Justice, AR 27-20, AR 27-3
Functions— a. Advises. Provides advice to all aspects of criminal law and military justice, instruction and support to commanders and law enforcement personnel, communicates directly with convening authorities in matters relating to the administration of military justice (Article 6b, Uniform Code of Military Justice (UCMJ)) and advises commanders regarding confinement of military personnel. b. Opinions and Sufficiency. Provides legal opinions and advice concerning the USMA and West Point Military Installation operations, plans, programs and the authority of the Superintendent and the Garrison Commander and examines all records of trial by general, special and summary courts-martial and administrative board actions for legal sufficiency. c. Support Agreements. Establishes mutual support agreements with the U.S. Army Legal Services Agency (USALSA) activities supporting USMA and the US Army Garrison, West Point. d. Courts-Martial Cases. Prepares and reviews records of trial for courts-martial and prosecutes cases at courts-martial and cases arising in the jurisdiction of the U.S. Magistrate Court as Special Assistant U.S. Attorneys. e. Written Opinions. Prepares written opinions, advice and recommendations to the chain of command on all criminal law and military justice matters, including administrative elimination proceedings on officers, cadets, and enlisted soldiers. f. Instructs. Instructs and educates law enforcement personnel, commanders, staff and faculty, cadets and soldiers on Army command policy, law and regulations in the area of military justice. g. Cadet Separations. Coordinates cadet separations with HQDA and OTJAG. h. SHARP Cases. Coordinates case review with CID and SHARP Program Manager in order to complete the Staff Judge Advocate’s review before each Sexual Assault Review Board (SARB) and provides Victim-Witness Liaison to support individuals involved with sexual assault or court-martial level offenses. i. Interpret Laws. Interprets laws, regulations and directives affecting the duties, functions and authority of the command and provides legal review of administrative actions and policy issues affecting the Academy and the West Point Military Reservation. j. Legal Counsel. Provides an attorney to serve in an array of roles to include the installation environmental law expert, the primary labor counselor, intellectual property law, medical credentialing actions and health law, copyright, trademark, licensing, and patent law issues and the hearing officer for Cadet Honor Investigative Hearings. k. Personal Advice. Provides personal legal advice and prepares legal documents for eligible clients as IAW Army Regulation 27-3, Legal Assistance, and implementing guidance from HQDA. l. Legal Document Preparation. Prepares wills, advance medical directives, and powers of attorney through in-office consultation and Soldier Readiness Processing programs. m. Legal Counsel (In Cases with Possible Cadet Separations). Serves as counsel for consultation to cadets appearing before Honor Investigative Hearings and cadets appearing before Academic Boards which could result in separation from USMA. n. Soldier Counsel (Article 15 or Admin Elimination). Coordinates consultation for soldiers pending non-judicial punishment under Article 15 or administrative elimination with the Fort Drum Trial Defense Service Office in the absence of local Trial Defense Attorneys.
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o. Special Victims’ Counsel. Provides certified Legal Assistance attorneys to serve as Special Victims’ Counsels (SVC) IAW guidance from the Judge Advocate General. These SVCs provide additional services to eligible clients who report that they are victims of sexual assault. These services include legal consultation regarding: (1) Potential criminal liability of the victim in relation to the alleged sex-assault offense, (2) The Victim Witness Assistance Program (VWAP), (3) The responsibilities and support provided to the victim by the Sexual Assault Response Coordinator, a unit or installation VA, or domestic abuse advocate, to include any privileges that may exist regarding communications between those persons and the victim, (4) The potential for civil litigation against other parties (other than the United States), and (5) The military justice system, including representing the victim at any proceeding in connection with the reporting, military investigation, and military prosecution of the alleged sex-related offense. p. Claims. Performs all claims’ functions for the West Point Military Reservation as outlined in Army Regulation 27-20 and implementing guidance from the U.S. Army Claims Service, Fort Meade, Maryland. q. Litigation Reports and Recommendations. Prepares investigative reports and litigation briefs, answers discovery and Interrogatory inquiries and makes recommendations to the U.S. Army Litigation Division and servicing U.S. Attorney Office in support of all claims litigation.
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Chapter 6 USMA Staff
Chief of Staff
G-1 Adjutant G-3 Operations General
G-5 Strategic Plans G-4 Logistics & Assesment
G-8 Financial G-6 CIO Management
Section I 6–1. G-1 Adjutant General
Adjutant General
Deputy Adjutant Operations General
Strength Personnel Administrative Management Management Division Division
Mission— To plan, administer and supervise administrative services and military personnel service support, which includes officer and enlisted strength management for the West Point Community. a. Governing Regulations: FM 1-0, AR 25-50, AR 600-8-8, AR 600-8-19, AR 600-8-29
Functions— a. Advise (Leadership). Advises the USMA leadership on military personnel management and policy matters. b. Event Coordination. Coordinates promotion, award, and retirement ceremonies presided over by the Superintendent and Chief of Staff as well as Graduation and the Awards Convocation ceremonies.
c. Operations and Planning (Personnel). Coordinates and conducts planning of daily tasks for the G1 and support staff. d. Document Preparation (Personnel). Prepares decision papers, staffing actions, information papers, separation orders, retirement requests, endorsement memorandums, and committee orders. e. Program Management. Manages the USMA Total Army Retention Program, both Active and Reserve Components. f. Counseling and Advising. Provides retention/transition counseling and career guidance to soldiers assigned or attached to USMA. g. Staff Assistance. Conducts quarterly staff assistance visits to ensure that all assigned unit retention programs comply with regulatory guidance and command directives. h. Training. Provides training seminars to commanders, retention NCOs, cadet candidates, and any interested personnel on matters relating to the Active Component Retention and the Reserve Component Transition Programs. USMA 10-1 • 1 April 2018 18
i. Resource Management (Personnel & Manpower). Manages the overall officer and enlisted strength for USMA. j. Event and Program Planning, Coordination and Execution. Plans and executes several major events throughout the year to include the Cadet Awards Convocation, Donor's Luncheon, Donor's Reception, the Cadet Graduation ceremonies and the Cadet Awards program. k. Orders and Assignment Processing. Prepares administrative and committee orders and processes assignments for separating cadets with service obligations. l. Assignment and Utilization. Manages assignment and utilization of Commissioned Officer and Enlisted personnel. m. Program Management. Manages several USMA personnel programs, to include the Sponsorship Program, promotion and command boards, school selections, the USMA "Blue Book", and other programs involving personnel actions.
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Section II 6–2. G-3 Operations Office
ACOS G3
Deputy G3 G3 SGM CHOPS
Supervisory Plans Analyst Training NCO Antiterrorism Officer
Antiterrorism Officer
Lead Security Guards
Security Guards
G37 G2 Intelligence 2nd Aviation Det Chief of Training
International Security Coop Training Officer Training Officer Officer
Mission— To integrate and synchronize operations as a whole for the commander by ensuring the integration and synchronization of all functions across the planning horizons in current and future operations and to authenticate all plans and orders for the commander to ensure all functions are synchronized in time, space, and purpose in accordance with the commander’s intent and planning guidance. a. Governing Regulations: FM 6-0, ADP 5-0, AR 380-5, AR 190-13, AR 190-51, AR 350-1
Functions— a. Force Protection (Academy Level). Manages the West Point Protection Program, which includes the USMA Annual Threat Assessment, conducting the threat assessment for key events and planning, coordinating and executing the Continuity of Operations (COOP) Plan. b. Calendar Management. Plans, standardizes, and manages Academy Master Schedule and Long Range Calendar 1-5 years out. c. Plans. Publishes and distributes USMA Operations Orders, CONOPs and Fragmentary Orders, which define and detail events and tasks to organizations throughout West Point and coordinates operational matters with Army/DoD/Non-DoD Agencies for USMA Support. d. Coordinates and Supervises. Coordinates and supervises numerous operational activities to include executing EOC for emergency situations, operational requirements through the TASKORD, and command and control of Army Football weekends (home, away, and Army-Navy), USMA Graduation, and West Point Ceremonies.
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e. Develop and Support. Assists in the development and articulation of Academy programs and policies to include the monitoring, analyzing, and reporting of their impacts on agencies. f. Training. Plans, coordinates and executes all USMA training per the Superintendents Annual Training Guidance, to include providing oversight of Cadet Summer Training, Army Training Requirements and Resourcing System (ATRRS) allocations, school management for USMA, the training portion of the Academy Management System (AMS) and individual training status for all military and civilian personnel assigned to USMA. g. Coordination with Outside Agencies. Coordinates with HQDA G-3/5/7 ODO for any Army Service Requirements (ASR) requests/Requests for Forces (RFFs). h. Reporting. Conducts activities, coordination, intelligence gathering and analysis to produce several necessary reports and information documents to agencies and USMA and beyond. i. Liaison (Intelligence). Liaises with the National Security Agency Fellow to USMA, Army Cyber Institute, FBI Counter- Intelligence, 902nd MI Group (Counter-Intelligence) and Installation Security Office. j. Official Foreign Visit Operations. Responsible for the planning, management, and oversight of Official Foreign Visit Operations. k. Liaison (Security Cooperation). Serves as the direct liaison between USCC and HQDA G-3/5/7 on all aspects of four year international cadets to include academic, physical and graduation departure plans. l. Exchange Programs. Plans, manages, and provide oversight and assistance in the execution of USMA cadet/staff exchange programs including the Foreign Academy Exchange Program (FAEP), Foreign Individual Advanced Development (IAD) opportunities and the Royal Military College (RMC) of Canada Exchange Program. m. Aviation Support. Provides rotary wing aviation support to NCAA athletic events, club teams, military training events and other planned events as requested. n. Secure Video Teleconference (SVTC) Coordination. Coordinates Secure Video Teleconference (SVTC) for all directorates requiring those capabilities (G1, G3, G5, TRADOC, SUPT, CoS, USCC). o. Event Support. Plans, manages, and provides oversight for installation and regional funeral support. p. Security Cooperation. Plans, coordinates, integrates and monitors international affairs activities at West Point, included USMA security cooperation, military-to-military contact programs, foreign travel, and foreign disclosure programs. q. USMA Theater/Country Clearance Program. Manages and provides oversight for all military and civilian foreign travel, which includes submitting all country clearance requests IAW the Foreign Clearance Guide. Serves as USMA’s primary liaison with DoD, combatant commands, US embassies, Army Service Component Commands, Defense Attaché Offices, Security Cooperation Offices, and other US Government agencies on all matters associated with international travel. r. Intelligence. Provides staff intelligence support.
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Section III 6–3. G-4 Logistics Office
Mission— To establish policy and provide Logistics oversight to the United States Military Academy (USMA). a. Governing Regulations: ADP 4, ADRP 4-0, FM 4-01, FM 4-30,FM 4-40, AR 11-1, AR 700-8, ,AR 700-19,AR 700-135, AR 700-138, AR 30-22, AR 1-100, AR 735-5, AR 710-2, AR 750-43,PAM 700-16, AR 290-5,and AR 210- 190.
Functions— a. Establish Logistics Policies & Programs for USMA. Establishes policies and programs that adhere to Army requirements in the areas of Supply, Maintenance, Transportation and Cadet/Soldier Services. Ensure auditability by utilizing Army automated systems. b. Synchronize Logistics and Operational Support. Serves as the principal staff office for sustainment plans and operational requirements for money, manpower, and equipment in the logistics fields and interfaces between HQDA G4, AMC, ASC, DLA, Cadet Command and ANMC. c. Accountability of Government Property. Serves as the USMA CSDP Coordinator and ensure compliance with acquisition and property accountability regulations by conducting periodic inspections. d. Manage Cemetery Program. Manages the West Point Military Cemetery in conjunction with ANMC, by planning and executing funerals. Ensures gravesite accountability IAW OAC Standards for Gravesite Accountability and implements the strategic plan for the future of the cemetery to include Cemetery Expansion Design.
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Section IV 6–4. G-5 Office of Strategic Planning and Institutional Effectiveness
Mission— To lead institutional strategic planning and integration, to ensure appropriate resourcing, implementation, assessment, and institutional effectiveness and continuous improvement across the Academy. a. Governing Regulations: AR 570-4, USC, Higher Education Act of 1965, National Education Statistics Act of 1994; AR 10–87 § 21–2(4).
Functions— a. WPLDS. Leads the effective implementation, integration, and assessment of the West Point Leader Development System (WPLDS). b. Governance. Chairs WPLDS Committee and the Retention Working Group, provides oversight of the Retention Program and coordinate with the Directorates in establishing the agenda for the General committee and Academic Board. c. Strategic Planning. Leads institutional strategic planning and integration efforts and institutional effectiveness and continuous improvement across the Academy and continuously monitors the external environment, in particular the Army and higher education environments, to ensure the Academy is poised for possible future opportunities and threats. d. Accreditation. Serves as the primary contact with the Middle States Commission of Higher Education (MSCHE) staff and ensures the Academy maintains compliance with MSCHE’s requirements of affiliation, standards for accreditation, and policies. e. Governance. Stewards the Academy governance process to ensure transparency and effectiveness and coordinates all Policy Board meetings. f. Continuous Improvement. Chairs Institutional Effectiveness Committee, which facilitates continuous improvement throughout the Academy to include within directorates, programs, and units. g. Institutional Research. Coordinates and conducts institutional level surveys, research, analysis, and evaluation that supports decision-making and continuous improvement. h. Database Management. Maintains the institutional database on candidates, cadets, and graduates for inquiries, research, analysis, branching, decision-making (dashboards), etc. i. Survey Proponent. Serves as the survey proponent for all institutional level surveys, which includes providing expertise with developing, administering and analyzing surveys. j. Data Reporting. Reports data to external agencies to include the mandated reporting to Integrated Post- Secondary Education Data System (IPEDS), and the Middle States Commission on Higher Education (MSCHE). k. Regulation Adherence. Monitors adherence to U.S. Code and Congressional mandates throughout data-driven endeavors where those applicable restrictions or limitations exist (e.g., Corps size and commissioning projections). l. Military Manpower. Accounts for military manpower by evaluating organizational structure, functions, and workload of military personnel to ensure proper use and requirements. m. Facilities and Resource Management. Develops and integrates the Institutional Master Facility Plan and Institutional Master Resource Plan ensuring alignment to institutional strategic plan and institutional vision. n. Knowledge Management. Chairs the KM working group and provides oversight of knowledge management for the Academy IAW KM SOP as outlined in Appendix D.
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o. Communication and Engagement. Monitors and integrates the Academy Engagement plan, which involves planning and integrating USMA outreach efforts while working with the Office of Army Engagement to integrate Academy and Army outreach efforts with key influencers like Congress, Army, DOD, academia, and industry.
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Section V 6–5. G-6 Information Office
Chief Information Officer
Institutional G6 Operations Support (Director, IETD)
Plans and Policy (Deputy CIO)
Cyber Security
Knowledge Management
Software Enterprise Educational Client Support Engineering Services Technology Mission— To advise the Superintendent, USMA for all matters relating to Information Technology (IT) and Information Management (IM) necessary for the execution of USMA’s mission. a. Governing Regulations: AR 5–20, AR 25–2, AR 25–30, AR 25–55, AR 70–1, AR 215–4, AR 380–5, AR 380– 53, DA Pam 25–1–1, DOD 5500.7–R, DODD 1015.14, DODI 4640.14, DODI 5200.40, AR 25–1, AR 25–2, AR 380– 40 (O), AR 415–15, AR 500–3, AR 735–5, CJCSI 3170.01E, CJCSI 6212.01C, DA Pam 25–30, DOD 5200.2–R, DODD 8500.1, Executive Order 12999, Executive Order 13011, Executive Order 13103, Federal Acquisition Regulation, OMB Cir A–109, OMB Cir A–130.
Functions— a. Planning and Operations. Serves as the single point of coordination for operations within USMA CIO/G6 for all IT and IM taskings and operations internal and external to USMA. b. Compliance, Feasibility and Integration. Develops partnering relationships with functional proponents on IT- related initiatives to ensure architectural compliance, technical feasibility, and information structure integration. c. Information Systems Management. Develops and maintains USMA information architectures (baseline, target, objective) and Information Mission Area long-range plans in conjunction with Information Mission Area technical experts. d. IT Procurement Support. Coordinates with DISA, NETCOM, DA CIO / G6, CYBERCOM, ARCYBER, ARL, the High Performance Computing Moderation Office (HPCMO), West Point Network Enterprise Center and West Point Garrison for proper IT procurement. e. Program and Policy Development. Creates policy for information technology, information operations, and cyber security IAW regulation, policy, best practices, and ISO the Academy’s mission. f. Financial Management. As a part of institutional information system life cycles, plans, manages, implements and/or approves all IT purchases using OPA and OMA funds. g. Systems Support. Maintains the required processes and documentation for systems requiring Authority to Operate (ATO) and provides client, server, storage, and enterprise services for USMA users while ensuring compliance of department computer officers (DCOs) training and certification requirements. h. Client Support. Maintains all cadet computers and required IT tools and ensures they can access the USMA network, managing the incoming class PC selection process, providing a secure host baseline for all Windows PCs at USMA and giving intermediate level support for DCOs. i. Software Engineering. Manages, maintains, and upgrades USMA primary enterprise record program (ERP) and associated data bases. j. Enterprise Services. Manages and maintains all storage and hosting, virtual and physical, for USMA as well as prepares lifecycle plan and business continuity plan for storage and hosted services at USMA. k. Educational Technology. Ensures viability of USMA classroom, laboratory, conference, and auditorium spaces through appropriate maintenance and life cycle processes. USMA 10-1 • 1 April 2018 25
Section VI 6–6. G-8 Resource Management Directorate
Mission— To direct, oversee and coordinate all activities required to obtain and manage the resources required for USMA to educate, train, and commission leaders of character in the United States Army, and for West Point to become the preeminent leader development institution in the world. a. Governing Regulations: AR 1-1, Planning, Programming, Budgeting and Execution System (PPBE), DoD 700.14-R: Financial Management Regulation (FMR). USMA Reg 37-1, Administration, Management, and Control of Financial Resources; AR 210-3, Non Standard Activities of the United States Military Academy and West Point Military Reservation; AR 570-4, Manpower Management.
Functions— a. Comptroller. Exercises the comptroller functions of the United States Military Academy, and advises the Superintendent and USMA leadership on all facets of resource management. b. Financial Management. Directs and manages the USMA financial management activities and operations, with the supervision of all functions within the directorate to obtain essential dollar and manpower resources to support the command's mission. c. PPBE Oversight. Provides oversight of the Army PPBE system and resource management policy at USMA, to include oversight of USMA program development and requirements determination, preparation of annual budgets and target allocations, financial operations supporting execution, periodic reporting to HQDA, and financial accountability for resources received and expended. Leads the USMA Program Objective Memorandum (POM) and Command Budget Estimate (CBE) submission, fiscal year execution, unfinanced requirements; provides technical advice and guidance to the USMA directorates in the preparation of all facets of the PPBES process. d. Financial Program and System Proponent. Serves as the Senior Responsible Official (SRO) for Army Audit Readiness and the Managers’ Internal Control Program (MICP); proponent for the General Funds Enterprise Business System (GFEBS), Planning Program Budget Committee (PPBC), and Financial Management (FM) Certification Program; career program manager for Comptroller (CP11) and Manpower and Force Management (CP26), the Joint Reconciliation Process (JRP), the Defense Travel System (DTS) Organizational Defense Travel Administrator (ODTA), the Government Travel Charge Card (GTCC) Program, the Unit Travel Card program, the Defense Civilian Payroll System (DCPS), the USMA Centrally Billed Account (CBA) Reconciliation Tool, Wide Area Work Flow (WAWF) e. Accounting Policy Oversight. Provides oversight of Academy accounting policies, including the interpretation of accounting policies promulgated by HQDA and maintaining a system of administrative control to avoid the over- obligation of public funds. Provides professional managerial accounting service and fiscal advice to USMA directorates. f. Financial Accounting, Guidance and Advice. Provides professional managerial accounting service and advice to USMA directorates ensuring the availability of timely, accurate, and quality accounting information.
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g. Financial Oversight and Administration. Serves as the proponent for several USMA financial oversight functions to include the USMA Internal Control Administrator (ICA) in the Managers’ Internal Control Program (MICP), the Joint Reconciliation Process (JRP), the Defense Travel System (DTS) Organizational Defense Travel Administrator (ODTA), the Government Travel Charge Card (GTCC) Program, the Unit Travel Card program, the Defense Civilian Payroll System (DCPS), the USMA Centrally Billed Account (CBA) Reconciliation Tool, and the financial reporting for Army gift fund and Non-Appropriated financial management. h. Audit Readiness. Coordinates distribution of audit readiness guidance, serves as central POC for audit samples to be reviewed and investigates and submits samples to HQDA. i. Civilian Payroll Support. Provides liaison support between USMA, DFAS Consolidated Payroll Office, and Civilian Personnel Advisory Center (CPAC) to resolve payroll related problems. j. Cost Collector and Sales Orders Oversight. Creates, edits, manages, and adjusts all aspects of cost collectors and sales orders for all types of funding for budget execution. k. Financial Close-Out Validation. Executes year-end closeout guidance received from HQDA and DFAS by validating fiscal year-end accounting reports and financial statements l. Cadet Accounting Services. Manages cadet collegiate fees, and serves as the fund custodian for the Cadet Mess Ration Fund (CMRF) and the Cadet Trust Fund. m. PPBE and POM Process. Leads the USMA Program Objective Memorandum (POM) and Command Budget Estimate (CBE) submission and provides technical advice and guidance to the USMA directorates in the preparation of the command’s budget and program year resources. n. Schedule 8 Development. Develops and coordinates Schedule 8s as required, which involves maintaining the Program Budget Guidance (PBG) audit trails and the latest positions from the Program Optimization and Budget Execution (PROBE) database. o. Support Agreement Management. Serves as the Support Agreement Manager for inter/intra service support agreements and reviews Intergovernmental Personnel Act (IPA) and Interagency Support Agreements (ISA) to ensure agreements are written within policy, fiscal, and programmatic constraints. p. Reimbursable Program Oversight. Manages and oversees the execution of USMA's reimbursable program, serves as the Support Agreement Manager for inter/intra service support agreements, reviews Intergovernmental Personnel Act (IPA) and Interagency Support Agreements (ISA) and maintains funding documents. q. TDA Proponent. Develops, maintains, and serves as the proponent approval authority for the Table of Distribution and Allowances (TDA). Performs functions and executes processes relating to management and accountability of civilian manpower, manpower requirements determination and manpower authorization resourcing (i.e. Total Army Analysis (TAA)). r. Manpower Management (Civilian). Reviews and implements HQDA-directed initiatives relating to civilian manpower, to include the civilian manpower portion of the Total Army Analysis (TAA) process and concept plans. s. Educational Costs Calculation. Prepares the annual USMA Cost of Graduate (COG), Cost of Education (COE), and Interdisciplinary Postsecondary-Education Data System (IPEDS) reports. Computes Cadet Educational Recoupments. t. Funds Execution Management. Manages, performs, and advises on the execution, fund control of USMA's appropriated and gift funds, and performs fund certification for all expenditures in accordance with fiscal parameters. u. Budget Analysis. Provides advice and analysis pertaining to budgets and resources for the HQ Staff’s 17 directors and the full range of budgetary duties and responsibilities in forecasting and executing the assigned staff's budgetary programs, policies and procedures to include Unfunded Requirements (UFRs). v. WPPBC Proponent. Performs duties as the lead and proponent of the USMA Working Planning Program Budget Committee (WPPBC) as it sets priorities and agendas, informing USMA directorates of leadership and management guidance, and acts as a conduit between activity resource advisors and command organizations. w. Funding Authorization Document Oversight. Receives and accepts Funding Authorization Documents (FADs), establishes and distributes fiscal year-to-date and annual targets to the directorate level and monitors execution to ensure obligations do not exceed annual targets or the FAD. x. Fund Certification. Provides fund certification for the USMA directorates’ appropriated, gift fund and reimbursable expenditures for all object classes ensuring that proper administrative, statutory, and audit compliance guidance is adhered to on funding documents. y. GPC Account Oversight. Provides oversight for GPC Accounts and activities, to include establishing cardholder identifiers in GFEBS and Access Online (AXOL) accounts and approving accounting and reallocation tables in the Purchase Card Online System (PCOLS). z. Error Resolution. Monitors, researches, and takes corrective action to resolve Intermediate Document (IDOC) errors and Unmatched Transactions (UMTs) for all object classes.
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Chapter 7 Special Staff
Section I 7–1. Directorate of Academy Advancement (DAA) Mission— To monitor procedures governing gifts to the AOG West Point Fund and to serve as the principal link between USMA and AOG. a. Governing Regulations: DoD 7000.14, AR 1-100, AR 5-1
Functions— a. Advisor (Gift and Alumni). Serves as USMA’s primary advisor and liaison with the WPAOG on all alumni and gift matters. Coordinates with the WPAOG to document and appropriately publicize projects requiring private funding. b. Alumni Activities. Plans, coordinates, supervises and executes all alumni activities for USMA. These activities include class reunions, Homecoming, Founder’s Day, alumni portion of Graduation Week, Alumni Golf Tournament, Thayer Award Ceremony, Grad March Back, and other special alumni events. c. Financial Management. Serves as the primary POC for all USMA activities involving gift/grant acceptance. Ensures proper approval authority is obtained for all gifts offered to or accepted by the U.S. Military Academy. Oversees the execution of all gift funds through the General Funds Enterprise Business System. d. Project Coordination and Management. Identifies projects/programs requiring gift fund support, prioritizes USMA needs, and provides direction for AOG fund raising campaigns. e. Regulation Development. Serves as the proponent for the following USMA Regulations: USMA Regulation 1-4 Memorialization and Recognition Program, USMA Regulation 1-50 Thayer Award, USMA Regulation 1-54 Golf Tournament, USMA Regulation 1-60 USMA Gift Maintenance Policy and USMA Regulation 1-100 USMA Gift Program.
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Section II 7–2. Office of Diversity, Inclusion, and Equal Opportunity (ODIEO)
Chief Diversity Officer
EO Program Program Administrative Manager Coordinator Assistant
EO Advisor
Mission— To develop and leverage a diverse and inclusive USMA team to provide leaders of character capable of effective leadership in a multicultural Army. a. Governing Regulations: AR 600-20, AR 690-12 (Equal Employment Opportunity and Diversity)
Functions— a. Advisor. Advises the Command on all Equal Opportunity and Human Relations matters, which involves assisting the Command in planning and coordinating all ethnic observances throughout the academic year and establishing diversity committees of faculty and cadets who are committed to maintaining a diverse and inclusive environment. b. Equal Opportunity Complaints. Receives and process all Equal Opportunity complaints within USMA along with tenant organizations on the installation. c. Data Collection and Research. Organizes and interprets Command Climate surveys conducted by commands and directorates throughout USMA. d. Instruction. Educates Staff, Faculty, Cadets, and tenet units on Diversity, Inclusion, and Equal Opportunity practices and principles through unit EO training and Executive Level Seminars. Conduct and coordinate training for the 60 hr. Equal Opportunity Leaders Course (EOLC) semiannually. e. Outreach. Conducts outreach to attract recruit and admit, and retain diverse cadets, which includes fostering relationships with key influencing organizations to support recruitment and hiring diverse staff and faculty along with supporting the Army in establishing relationships with key influencing organizations. f. Retention. Works with the WPLDS Retention working group to establish a safe and transparent process through which cadets can address discrimination and marginalization, as well as academic or personal concerns.
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Section III 7–3. Headquarters and Headquarters Company (HHC)
HHC Commander
First Office Sergeant Manager
Mission— To provide exceptional services and support IOT sustain mission command, training, administrative support, discipline, morale and welfare to all the Soldiers and Civilians who support Cadets and are assigned or attached to HHC USMA while ensuring a secure quality of life and a sustainable environment for the Soldiers and their Families. a. Governing Regulations: See function paragraphs for applicable regulations.
Functions— a. Unit Command Climate Assessment. Maintains the unit’s command climate surveys as directed by AR 600-20. b. Financial Management and Property Accountability. Maintains asset inventories / property accountability under the guidelines of AR 735-5 and review aggregated Unit Commanders Finance Report (UCFR). c. Military Justice. Conducts Company level UCMJ actions, Commander’s Inquiries and 15-6 investigations as required. d. Readiness. Ensures all soldiers maintain appropriate readiness IAW Army regulations, to include the Army Body Composition Program (ABCP) and Height/Weight requirements in AR 600-9, FM 21-20 and TC 3-22.20, the Unit Prevention Leader (UPL) program, the Army Substance Abuse Program (ASAP) covered in AR 600-85, MEDPROS medical readiness in TRADOC Pamphlet 220-1 and AR 40-501, AR 350-1 Training programs (i.e. SHARP, EO, Fire Safety, Safety at large) and CCIR/SIR programs according to the Superintendent’s guidance and directives and TRADOC Regulation 1-8 e. Personnel Accountability and Manpower Management. Conducts and maintains personnel accountability in accordance with Army Regulation 600-8-6, chapter 5, which involves the unit leave and pass program, submissions to the Defense Military Pay Office (DMPO) in accordance with AR 600-8-10, maintaining Red Cross notifications as required by AR 600-8-10 and AR 930-5, executing evaluation reports on all military personnel as required by AR 623- 3, conducting In and Out processing of all USMA personnel as required by AR 600-8-101 and monitoring transitioning (Medical Board, Retirement, and expiration term of service) Soldiers in accordance with AR 600-81 and AR 635-40.
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Section IV 7–4. Command Historian Office
Mission— To provide historical and institutional memory through accurate and timely information, well-researched studies and analyses, and historical perspectives and insight to support the commander and the staff in military problem- solving and decision making. a. Governing Regulations: AR 870-5, Military History: Responsibilities, Policies, and Procedures, 21 Sep 2007.
Functions— a. Manage Army Historical Program. Manages and executes the Army Historical Program at West Point according to requirements specified in AR 870-5 Military History in order to preserve and expound the institutional memory through accurate and critically analyzed historical information, well-researched studies, and collect historical material in support of the command’s decision-making processes; b. Historical Research Collection. Maintains the USMA historical research collections. c. Instruction. Teaches West Point and Army history classes, lectures and presentations to educate and professionally develop assigned personnel. d. Support Historical Commemorations. Supports the Command for historical commemorations. The Historian will support, but does not function as the lead planner for, historical commemorations. e. Advisor. Advises the command on historical matters as required. This includes historical references, publications and events. f. Research and Writing. Researches and writes publications of historical significance to the command to include the command’s annual history
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Section V 7–5. Protocol Office
Protocol Chief
Deputy Chief, Protocol
Protocol Protocol Protocol Protocol Protocol Protocol Assistant Specialist Specialist Specialist Specialist Specialist
Mission— To support Superintendent hosting duties and responsibilities through appropriate application of protocol and etiquette standards combined with appropriate and proper funding to showcase USMA as the preeminent leader development institution in the world. a. Governing Regulations: AR 37-47 (Official Representation Funds of the Secretary of the Army); AR 600-25 (Salutes, Honors, and Visits); DA PAM 600-60 (A Guide to Protocol and Etiquette for Official Entertainment); AR 840-10 (Flags, Guidons, Streamers, Tabards, and Automobile and Aircraft plates); USMA Regulation 360-3 (Reception of Visitors); Military Academy Corps of Cadets (MACC) Gift Fund Standard Operating Procedure.
Functions— a. Distinguished Visitor Visits (Lead). Serves as lead for all aspects of protocol support to the Superintendent for directed or invited events involving distinguished visitors (DV) or Cadets. As the lead, responsible to plan, coordinate, manage, and execute DV events and visits. (1) Directed Events are those directed by a higher headquarters (DA/DOD) or Congressional Visits requested and coordinated through Office of Congressional Legislative Liaison (OCLL) through Protocol and the USMA Secretary of the General Staff (SGS) (2) Invited Events are those events Protocol is directed to coordinate an invite by the Superintendent. b. Distinguished Visitor Visit (Assist). Assists an activity with planning and coordinating for the Superintendent’s involvement with an event involving a DV. c. Advise. Assigns a Protocol Specialist to coach and mentor an activity by answering questions related to protocol and etiquette and assisting with coordination of parking, lodging, flag support, and seating. d. Financial Management. Controls execution of Official Representation Funds (ORF), Superintendent Gift Funds, and Cadet Hosting Funds (CHF) by coordinating expenditures for the Superintendent’s gift funds through the Directorate of Academy Advancement (DAA), Cadet Hosting Funds through Directorate of Cadet Activities (DCA) and serving as the funds custodian for ORF (appointed by the Superintendent per AR 37-47) and CHF. e. Special Projects. Manages a number of consistent special projects to include the reservations in the Superintendent’s House (Q100), Distinguished Visitor Quarters (DVQ) (Q109, Beat Navy House) for the Superintendent, parking spots on Thayer Roof, the USMA Flag inventory and management, and seating in the Superintendent’s Review Box (SRB) and Superintendent’s Review Stands (SRS) for parades and reviews.
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Section VI 7–6. Safety Office Mission— To ensure the safety of all buildings at USMA and proper adherence to the Safety and Health Program. a. Governing Regulations: AR 385-10
Functions— a. Safety and Occupational Health Program. Plans, develops, coordinates, and organizes the USMA safety and occupational health program for USMA headquarters elements, the Dean of the Academic Board, Director of Intercollegiate Athletics, 2d Aviation Detachment, the United States Army Military Preparatory School (USMAPS), and the Army Cyber Institute (ACI). b. Advisor. Advises the USMA Superintendent on safety and occupational health risk management issues in all USMA academic and intercollegiate athletic domains including admissions, public affairs, classroom and laboratory education, leadership development, sports, cultural awareness, and aviation/airborne operations. c. Manage the Safety Officer Program. Manages the USMA Collateral & Assistant Duty Safety Officer (CDSO/ADSO) program by training and mentoring CDSO/ADSOs to conduct hazard analyses and inspections of facilities, operations, and equipment, and to investigate hazardous conditions, practices, equipment, etc., to identify the nature and severity of hazards for the purpose of establishing foundations for remedial actions. d. Safety Coordination. Consults and coordinates with other agency and interagency experts, such as industrial hygienists, engineers, environmentalists, and physicians in the resolution of difficult hazards and the development of safety and occupational health guidance, policy, and procedures.
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Section VII 7–7. Sexual Harassment and Assault Response and Prevention (SHARP) Office
SHARP Program Manager
SHARP Deputy Program Manager, Victim Advocate and Prevention Manager
Mission— To support the Superintendent and the command group in their commitment to maintain a workplace environment that rejects sexual harassment and sexual assault and attitudes that promote such behaviors. a. Governing Regulations: AR 600-20, Civilian Screening Policy, DoDD 6495.01 SAPR Program, DoDI 6495.02 SAPR Program Procedures, DoDI 6495.03 Defense Sexual Assault Advocate Certification Program, AR 350-1, Army Directive 2011-19, SECARMY Memo SAPR-SVA Program, SECARMY Memo Sexual Assault Incident Response Oversight Report, DoDI 6400.07 Standards for Victim Assistance in the Military Community
Functions— a. SHARP Strategy. Develops, resources and assesses USMA SHARP Strategy ensuring that Primary, Secondary and Tertiary Prevention aspects are well defined, resourced and producing the established goals aligned with the overall USMA Strategy. b. Prevention. Coordinates the prevention effort, programming and execution to address cultural issues related to harassment and assault, to include relevant, educational and impactful SHARP Summit program. c. Liaison in Tertiary Prevention Efforts. Liaisons with CID and SJA, to facilitate the timely processing of all SH cases. d. Secondary Prevention. Oversees Secondary Prevention, to include advocacy and survivor direct support processes. e. Assessment. Integrates all assessments related to gender violence and harassment to create a common operating picture and develop effective programs to address issues. f. Advise. Serves as an advisor to Senior Mission Commander and senior leadership on matters related to gender inclusion, sexual violence and sexual harassment. g. Case Review and Assessment. Reviews cases related to prevention best practices and recommends prevention programming to address USMA issues. h. Program and Policy Development. Develops, manages and administers the USMA SHARP-Related Program and Policies to ensure policies are in alignment with the most recent guidance from DOD and DA, and are informed by research and practice in the field of sexual violence prevention. i. Medical Collaboration, Victim Support and Credentialing. Collaborates with KACH to ensure USMA has active agreements with local medical facilities with SANE capabilities to ensure quality support will be provided to victims and manages, validates and processes SHARP personnel credentialing actions required by DoD, DA and the National Organization of Victim Advocates (NOVA). j. SHARP Training. Coordinates the Annual SHARP Training program for USMA and all key stakeholders. k. External Program Requirements. Reviews and manages external program requirements and assessments to identify underlying issues within the culture, identify practices to address issues and integrate them into existing programs. l. Sister-Service Coordination. Coordinates directly with United States Air Force Academy and United States Naval Academy SAPR Program Managers on matters of shared impact and importance between MSAs.
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Chapter 8 USMA Directorates
Superintendent
Department of Army Cyber Institute Admissions
United States Corps of USMA Band Cadets
Office of the Office of the Dean of Department of the Academic Board Intercollegiate Athletics
USMA Preparatory School (USMAPS)
Section I 8–1. Army Cyber Institute Director
Deputy SGM Director
Chief of Research Outreach Labs Education Simulations Staff
Mission— To operate as a national resource for research, advice, and education in the cyber domain, engaging military, government, academic, and industrial cyber communities in impactful partnerships to build intellectual capital and expand the knowledge base for the purpose of enabling effective Army cyber defense and cyber operations. a. Governing Regulations: FM 3-12, AR 25-1
Vision— A premier institute that expands our knowledge of cyber conflict to prevent strategic surprise.
Functions— a. Research. Assists the Army navigating the myriad of research efforts taking place across DOD, academia, and industry as the Army’s go-to, short notice, honest broker, in helping to prioritize and filter the direction of cyber research. b. Outreach. Works with partners on problems of mutual interest and concern and prepares for and prevents future cyber conflicts requiring private-public work by the right experts on critical topics to facilitate future success. c. Education. Develops a cadet understanding of the cyberspace domain. d. Resourcing. Creates a sustainable resource to enable missions by developing and executing a strategy that empowers personnel and facilities. e. Facilities. Provides interactive facilities as a space for learning and collaboration by developing and maintaining laboratories to support training, foster collaboration, facilitate discussion, and provide interesting venues to showcase the work at ACI.
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Section II 8–2. USMA Band USMA Band Command Group
Marching & Benny Havens Field Music Support Staff Concert Band Band
Mission— To provide world-class music, to educate, train, and inspire the Corps of Cadets and to serve as ambassadors of the United States Military Academy to the local, national and international communities. a. Governing Regulations: AR220-90, AR 600-25, AR360-1, DODD 5410.18, DA PAM 220-90
Functions— a. Activity and Organizational Support. Provides musical support for USMA and other military and civilian entities Provides USMA/Army representation for activities in the interest of USMA, the Army, DoD, and Federal Entities such as the United Nations. b. Musical Product Creation and Distribution. Creates and distributes products for national holiday celebrations, radio/television/social media programs and events as directed by leadership. c. Event Support (Post-related). Provides large group musical support for United States Corps of Cadets reviews, meal formations, honor guards, and sports activities and provides musical support for Academy ceremonies and military funerals, including state funerals. d. Outreach (Marching and Parades). Performs in neighboring communities for patriotic celebrations/events and celebrations of national holidays, and for events in the interest of USMA, HQDA, DoD and the Nation. e. Large-Scale Performances. Performs annually at the United States Military Academy’s official Academy ceremonies and in the Summer Concert Series at the United States Military Academy. f. Public Relations Performances. Performs in neighboring communities for public relations and patriotic celebrations/events. g. Recruiting Performances. Provides music to support Department of the Army recruiting and publicity programs by participation in radio and television broadcast and other functions. h. Outreach (Contemporary). Performs contemporary music in neighboring communities for public relations concerts and patriotic celebrations/events. i. United Nations Event Support. Provides music in support of key United Nations functions. j. Event Support (Small Group). Provides small group musical support for USMA and the United States Corps of Cadets to include reviews, meal formations, drills, memorials and wreath-laying ceremonies. k. Bugler Support. Provides buglers for off-post military funerals and memorials. l. Band Operations Support. Schedules and coordinates the band’s logistics, plans, and operations in support of all operational mission commitments including USMA, HQDA, DoD, and civilian support. m. Band Procurement. Coordinates procurement of musical instruments, uniforms, technical support equipment, sheet music, and maintenance items and provides music arrangements for marching band, concert band, field music group, Benny Havens Band, and vocalist. n. Audio/Visual Support. Provides audio production and multimedia support to the unit, including recordings, sound reinforcement, broadcast feeds, and videos. o. Instrument Repair. Operates a full-time, depot-level instrument repair facility. p. Publicity and Media. Provides publicity support and social media coverage of all USMA band missions.
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Section III 8–3. Directorate of Admissions (DAD)
Director of Admissions
Associate Director, Associate Enrollment and Director, Recruitment Support
Mission— To enroll outstanding men and women each year who are motivated towards completion of West Point and a military career. To enroll a class of desired composition and diversity: Scholars, Leaders, Athletes, Minorities, Women, and Soldiers. a. Governing Regulations: AR 210-26, DoDI 1322.22, DoDD 1020.02E, Title 10 U.S.C., AR 40-501, AR 612-205
Functions— a. Screen Candidates. Establishes, maintains and evaluates candidate files, providing the means to conduct screens of preliminary candidate data and recommend file initiation or closing, as appropriate. b. Data Collection and Analysis. Develops, maintains and supervises all data processing requirements for the DAD by preparing and maintaining all statistical records and reports concerning USMA candidates. c. Admit Candidates. Compiles results for the Candidate Fitness Assessment (CFA) and coordinates admissions activities to include associated admissions support to organizations and individuals at the local level. d. Program Development. Develops programs and procedures required to administer the admissions candidate process in compliance with current legislation and directives. e. Recruit Candidates (Locating). Locates outstanding young men and women who are, or might be interested, in attending the USMA and in pursuing a career as an officer in the Army. f. Recruit Candidates (Training). Informs and trains educators, Congressional staffers and other groups in a position to influence outstanding youth of the quality and scope of activities at USMA and of the nature of a military career. g. Recruit Candidates (Encouraging). Encourages outstanding potential leaders among the young men and women of the country to seek admission to the USMA for the purpose of pursuing a career as an officer in the Army by providing an array of activities. h. Marketing. Manages the Admissions Marketing Program to include the production of multi-media materials used by DAD in promotion, publicity, public relations, and informational campaigns. i. Field Force Management. Manages the Liaison Officer Program and activities of field agencies, organizations, and individuals participating in the admissions program on a regional basis throughout the country. j. Program Management (Internal to USMA). Manages the Admissions Public Relations Program to include the Cadet Public Relations Council, Cadet Hometown and special events visits, the daily and overnight candidate orientation programs and the Summer Leader Seminar. k. Program Management (External to USMA). Manages the USMAPS admissions program, the West Point Preparatory Scholarship Program in conjunction with the Association of Graduates, the Congressional Contact Program and the Equal Admissions Opportunity Program
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Section IV 8–4. Dean of the Academic Board
Mission— To educate and inspire leaders of character who think critically, internalize their professional identity, and employ their education to help build the Army and the Nation’s future by delivering a top-tier undergraduate curriculum that leads to a Bachelor of Science degree and by developing the leadership abilities and character of cadets in and out of the classroom. To develop all faculty and staff with special emphasis on preparing the rotating military faculty to return to the operational force. To provide intellectual capital to the Army and the nation through faculty, center, and cadet research. To strengthen civil-military relations by engaging with civil society. a. Governing Regulations: AR 10-87, USMA 1-1, AR 150-1, AR 210-26, AR 614-100, AR 614-130, AR 614- 185, AR 621-1, AR621-7, AR 621-108, DA Pam 600-3, AR 210-26, AR 140-145, Title 10 USC
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8-4.1. Vice Dean for Resources
Functions - a. Resource Management: Human Resources. Processes personnel actions within the Office of the Dean for both civilian and military, to include hiring, overtime, awards, and curtailments for civilians; accessions, curtailments, deferments, schooling, extensions, and resignations for military members; and appointments and promotions for all. b. Resource Management: Financial. Manages financial matters, budgeting, and accounting for the Dean’s directorate, to include the budget planning cycle, operating funds, gift and grant moneys, endowed chairs, travel, and civil schooling. c. Resource Management: Facilities. Coordinates academic facilities and physical plant maintenance within the area of the Dean’s responsibility with USMA support agencies. d. Mission Command/Governance. Coordinates USMA’s research programs, including USMA’s Centers of Excellence, and assumes responsibilities as the Dean’s staff officer for establishing policies and procedures for research grants, acceptance and administration of research grants, institutional research liaison, and support of cadet summer academic programs.
8-4.2. Vice Dean for Academic Affairs Functions - a. Curriculum Oversight. Supervises curriculum development and assessment. b. Mission Command/Governance. Supervises faculty development programs and participates in and provides administrative support for the Academic Board, to include scheduling, agenda setting, and record keeping. c. Accreditation Actions. Provides oversight for all accreditation programs for the academic program, d. Scholarship and Research Support. Oversees the continued development of the USMA Library in support of the academic program.
8-4.3. Vice Dean for Operations Functions- a. Cadet Services. Supervises student support programs including registrar services, library operations, the Center for Enhanced Performance, and career counseling. b. Cadet Enrichment Opportunities. Manages planning and execution of Academic Individual Advanced Developments (AIAD). Provides oversight of honors and scholarship programs. c. Dean’s Action Group. Supervises knowledge management initiatives, execution of actions and taskings, and publication of Dean’s Operating Policies.
8-4.4. Operations Branch Functions- a. Mission Command/Governance. Determines disposition of staff actions addressed to the Dean from various internal and external sources and processes Operational Orders (OPORDS) and Operations Plans (OPLANS) from USMA staff agencies for coordination and execution. b. Cadet Scheduling. Monitors adherence to the Academy Schedule Rules including monitoring academic extracurricular activities that affect cadets and Academy wide operations to protect the academic schedule. c. Protocol. Provides all coordination and support of all protocol activities for the office of the Dean. d. Force Protection. Coordinate all Dean Antiterrorism and Force Protection measures and exercises.
8-4.5. Plans and Resources Division Functions- a. Mission Command/Governance. Provides analytical and research support and recommendations on the fiscal, personnel, and physical resources for the Office of the Dean. b. Resource Management: Personnel. Provides staff assistance on the procurement and utilization of military and civilian manpower for the Directorate. c. Resource Management: Financial. Develops and manages the budget for the Office of the Dean. d. Resource Management: Facilities. Administers the life-cycle management of academic facilities and equipment, to include planning and programming new facilities in coordination with the USMA Engineer as well as the design, construction, maintenance, space utilization, and repair of academic facilities. e. Force Protection. Serves as security officer for the Directorate.
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8-4.6. Institute for Innovation and Development (IID) Functions- a. Research Actions. Chairs the Academic Research Council (ARC) and collects faculty research proposals for funding from internal sources through the Academic Research Council (ARC) faculty research development committee. b. Scholarship and Research Support. Maintains the Research Operations Compliance Program (ROCP) database. c. Strategic Communication. Keeps track of research and compliance forms and updates the content on USMA external website. d. Financial Management. Assists with locating external research funding sources to include administering internal research grants, and assisting with developing research grant proposals for external funding. e. Outreach. Researches funding opportunities and highlights upcoming funding opportunities for eligible USMA activities. f. Human subjects research: Runs the Academy Human Research Protection program by serving as the Human Protections Administrator.
8-4.7. Center for Teaching Excellence (CTE) Functions- a. Curriculum Support. Provides programs, resources, and consultation to departments and faculty with regard to all issues related to undergraduate teaching, student learning, student development, instructional design, instructional technology, assessment of learning, and assessment of teaching. b. Teaching Support. Creates and executes the Master Teacher Program and provides oversight to the Apgar Award for Excellence in Teaching selection process. c. Resource Management: Facilities. Manages the operation of the Advanced Technology Classroom/Laboratory. d. Scholarship and Research. Conducts educational research and development in collaboration with faculty.
8-4.8. International Intellectual Development Division (IIDD) Functions- a. Broadening/Exchange Program Management. Manages the Study Abroad Program, the Semester Exchange programs to specific countries (e.g. Korea, Singapore, Japan and Canada), short-term Overseas Immersions Experiences, Advanced Individual Academic Developments (AIADs), short-Term (2-4 week) language / cultural immersion programs and other short-term language / cultural immersion opportunities. b. International Policy and Support. Coordinates for various events and systems involving international participants to include the systematic assessment of program goals, language proficiency, foreign nation liaison for international cadets, coordinating international dignitary visits.
8-4.9. Information and Educational Technology Division
Functions- a. Accreditation Actions. Assesses the effectiveness of automation support and technology application in the curriculum and for administrative support within the academic program and formulates and executes reform. b. Financial Management. Manages the Dean’s automation budgets for operations and maintenance and major infrastructure investments. c. IT Support. Plans and manages major hardware and software acquisitions for the Dean and departments including software/hardware standards and lifecycle replacement of faculty and staff desktop computers, lab computers, and server infrastructure. d. Network Management. Designs, develops, and integrates new technology systems, subsystems, and procedures to meet operational requirements for the Academic Program. e. Teaching Support. Operates key technology infrastructure components in direct support of the academic program including mail, network protocol, internet, file, and print servers. f. Force Protection. Conducts security, counter-virus, and other information warfare defensive programs within the Dean’s purview.
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8-4.10. Center for the Advancement of Leader Development and Organizational Learning (CALDOL) Functions- a. Professional Development. Connects West Point cadets, staff, and faculty to the current experiences of junior officers and with each other through experiential learning. b. Leader Development. Designs, develops, and delivers products and services to cadets and Army company-level leaders to improve their effectiveness. c. Scholarship and Research. Conducts action research to discover and document more effective means of facilitating leader development and organizational learning in the Army. d. Outreach. Advises and assists Army organizations in implementing more effective leader development programs and online systems.
8-4.11. Academic Affairs & Registrar Services Division Functions- a. Curriculum Oversight. Directs the curricular change process to include implements and analyzes academic assessment at program and department levels and publishing the Academic Program (Redbook). b. Cadet Records Management. Maintains and secures academic records of cadets currently enrolled at USMA and the permanent records of graduates and ex-cadets. c. Historical Records Management. Maintains the historical record of the academic programs. d. Academic Advising and Support. Develops and implements the academic counseling program. e. Cadet Scheduling. Schedules academic time, solicits, coordinates, and manages all Office of the Dean entries on the USMA Master Schedule.
8-4.12. USMA Library Functions- a. Scholarship and Research Support. Partners with faculty and staff to equip cadets with the information fluency skills to conduct meaningful scholarship while becoming life-long learners, critical thinkers, and effective leaders. b. Academic Information Services. Acquires and maintains outstanding academic information resources designed to support the curriculum. c. Resource Management: Facilities. Offers a collaborative, engaging place for scholarship and study. d. Strategic Communications. Advances the role of scholarship and research within the Academy and the Army. Shares the story and history of West Point and the Academy with the world. e. Historical Records Management. Preserves and manages records and historical materials for the Academy and National Archives. f. Outreach. Collaborates and builds relationships with our peers locally, nationally, and internationally.
8-4.13. Center for Enhanced Performance (CEP) Functions- a. Student Support Services: Enhancement. Coordinates with academic departments, counselors, and USCC on cadet needs and academic skills enrichment programs. b. Student Support Services: Remediation. Evaluates the progress of cadets in skill improvement and benefits from CEP’s academic skills and performance enhancement instruction. c. Professional Development. Provides training to cadets and faculty and staff in the transfer of sport and life skills to leadership in the Army. d. Outreach. Serves as Army-wide resource for expertise in mental and academic skills education for elite performance.
8-4.14. West Point Writing Program Functions- a. Curriculum Oversight. Provides institutional awareness of the writing process and effective writing practices and integrates the writing efforts of all academic departments and relevant support units. b. Teaching Support. Prepares faculty to teach writing well, especially through the Faculty Writer Commons. c. Student Support Services: Enhancement. Equips cadets with needed resources at every stage of their development, especially through the Writing Fellows Program and Mounger Writing Center. d. Student Support Services: Remediation. Evaluates the progress and proficiency of all cadets as writers and communicators according to relevant Academic Program Goals.
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8-4.15. Academic Departments a. General functions for all departments (1) Plans, directs, and administers the academic programs and conduct of courses in the subject area(s) assigned to their department to include all curricular and extracurricular activities. (2) Establishes and ensures currency of methods of instruction and determine instructional emphasis within each course. (3) Plans, conducts, directs, and supervises research by the department into the advances, trends, and issues in the department's subject matter and methods of instruction. (4) Plans, directs, and administers the Human resources management program within the department to including the selection and professional development of assigned faculty and staff. (5) Plans, budgets, and directs the use of educational and administrative resources, to include facilities, laboratory equipment, and administrative requirements. (6) Advise the Dean and the Academy on academic and governance matters. Represent the Dean and the Academy at meetings of educational associations and professional societies.
(1) Department of Behavioral Sciences and Leadership: Mission - To educate train and inspire cadets in psychology (applied general psychology and organizational psychology and leadership), sociology, management, engineering psychology, and leadership. Unique Functions: 1. Administers and conducts the Eisenhower Leader Development Program (ELDP) through a partnership with Teacher's College, Columbia University to coordinate and teach the academic requirements for their Master of Arts in Social-Organizational Psychology. 2. Administers the Benavidez Leader Development Program (BLDP) through a partnership with Teachers College, Columbia University to coordinate and teach the academic requirements for a Certificate in Social- Organizational Psychology. 3. Administers the West Point Leadership Center, which currently includes the McDonald Cadet Leadership Conference (MCLC), the Class of 1983 Distinguished Lecture Series (DLS), the Class of 1951 DLS, the Class of 1951 Disting. Chair for the Study of Leadership, the Black and Gold Leadership Forum, the West Point Negotiations Project, the Corbin Leadership Forum (in partnership with USCC) and the Excel Scholars Program. 4. Provide cadet and officer leadership to administer West Point’s hosting of the annual Orange County Special Olympics. 5. Provide cadet and officer leadership to administer Frances Hesselbein Student Leadership Conference in cooperation with the Military Child Education Coalition.
(2) Department of Chemistry and Life Science (CLS): Mission - To educate, train, and inspire cadets with a firm foundation in the fields of chemistry, life science, and chemical engineering, so that each graduate is a commissioned leader of character who can leverage their understanding of science and engineering to implement solutions using critical thinking and problem-solving skills; and be prepared for a career of professional excellence and service to the Nation as an officer in the United States Army. Unique Functions 1. Runs the Center for Molecular Science.
(3) Department of Civil and Mechanical Engineering: Mission - To educate, develop, and inspire agile and adaptive leaders of character who design and implement innovative solutions and win in complex environments as trusted Army professionals. Unique Functions: 1. Runs the Center for Innovation and Engineering. 2. Runs the ExCEEd Teaching Workshop 3. Supervises cadet preparation for and participation in the Fundamentals of Engineering and Professional Engineer Exams.
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(4) Department of Electrical Engineering and Computer Science (EECS): Mission - To educate and inspire cadets to be leaders of character, prepared to think critically, innovate and apply engineering and technology expertise and by developing leaders who can master and respond to emerging technologies and subsequently employ them in innovative ways. Unique functions: 1. Runs the Photonics Research Center, Cyber Research Center and the Robotics Research Center. 2. In cooperation with the Army Cyber Institute, runs the Cyber Leader Development Program
(5) Department of English and Philosophy: Mission - To educate, train and inspire cadets to be leaders of character who think and communicate critically, creatively and effectively. The Department of English and Philosophy teaches cadets formulate and communicate their ideas clearly, precisely and logically; fosters critical thinking, creativity and independent learning through the study of literature and philosophy; makes cadets sensitive to the value of leading an examined life by developing in them an understanding of basic philosophical concepts, especially the language, arguments and methods of moral discourse; and fosters cadet appreciation for the complexity of diverse global cultures through the analysis of texts and ideas, reflection on their own assumptions, and the exercise imagination. 1. Responsible for the Cadet Humanities Forum, an educational extracurricular activity that nurtures creative expression, promotes self-knowledge, and inspires a dedication to lifelong learning.
(6) Department of Foreign Languages: Mission - To educate, train and inspire cadets to develop second language competence in a cultural context, through its core courses and concentrator programs in Arabic, Chinese, Persian (Farsi), French, German, Portuguese, Russian, and Spanish so that each graduate is culturally prepared and linguistically capable of bridging international divides in an operational environment. Unique Functions: 1. Develops and supervises cadets’ foreign language and culture-related extracurricular activities. 2. Supports USMA’s official visitor program, its diplomatic outreach activities, and provides support to other language-related activities. 3. Engages in military, foreign area and academic outreach for the Army, DoD and other governmental agencies. 4. Provides regional, linguistic, literary, and cultural expertise in support of command activities. 5. Runs the Center for Language, Cultures and Regional Studies. 6. Plans, manages and executes semester abroad and semester-length academy exchange programs (SAP and SEP). 7. Serves as the USMA Senior Language Authority (SLA) to DA and DoD-level language enterprises.
(7) Department of Geography and Environmental Engineering: Mission – To enhance the intellectual, character and military development of all cadets within the context of a core course in physical geography, a three course environmental engineering sequence, four distinct majors and a diverse offering of elective courses all while supporting the continued development of faculty and staff. Unique functions 1. Runs the Center for Environmental and Geographic Sciences. 2. Runs the Center for the Study of Civil-Military Operations. 3. Maintains a map library for all activities of the command and requisitions maps for all users from the National Geospatial-Information Agency, Central Intelligence Agency, topographic Engineer Center, and the U.S. Geological Survey. 4. Supports land navigation training during summer Cadet Summer Training.
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(8) Department of History: Mission - To educate, train and inspire the Corps of Cadets through the discipline of history so that each graduate is a commissioned leader of character 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. Unique Functions: 1. Runs the Center for Oral History (COH). 2. Runs the Center for Holocaust and Genocide Studies (CHGS). 3. Runs the Cartographic Cell of Excellence. 4. Weapons Shoot. 5. Staff Rides.
(9) Department of Law: Mission - To educate, train and inspire cadets to respect and understand how to employ the significant legal powers the nation will grant them as military leaders, even in uncharted or ambiguous situations and settings but always consistent with the principles of the Constitution they will swear to uphold and defend. Unique Functions: 1. Runs the West Point Center for the Rule of Law, which promotes margin of excellence programming to promote the rule of law. 2. Runs the Lieber Institute for Law and Land Warfare, which provides support to the U.S. Army and JAG Corps in the field of the Law of Armed Conflict. 3. Publishes annual volume on the Law of Armed Conflict as part of the Lieber Book Series in conjunction with Oxford Press. 4. Conducts annual conferences. 5. Conducts the annual Military Operations Course in the summer, providing civilian academics and scholars an understanding of the law and policy considered by the United States when conducting military operations. 6. Sponsors and supervises cadet law competition teams, to include the USMA Mock Trial Team, the Sanremo International Humanitarian Law Competition and the Clara Barton International Red Cross Moot Court Competition.
(10) Department of Mathematical Sciences: Mission - To educate, train and inspire cadets in mathematics, operations research, applied statistics, and network science. Unique Functions: 1. Runs the Mathematical Sciences Center. 2. Runs the Network Science Center.
(11) Department of Physics and Nuclear Engineering: Mission - To educate, train and inspire cadets in physics and nuclear engineering; to maintain an active research program involving cadets and faculty. Unique Functions: 1. Runs the Photonic Research Center (PRC) in conjunction with EECS and CLS. 2. Runs the Nuclear Science and Engineering Research Center (NSERC) in conjunction with the Defense Threat Reduction Agency (DTRA). 3. Runs the Space and Missile Defense Command Research and Analysis Center (SMDC-RAC) in conjunction with the US Army Space and Missile Defense Command/Army Forces Strategic Command (SMDC/ARSTRAT). 4. Conducts USMA STEM outreach programs with annual support to Girl Scouts and Boy Scouts programs. 5. Oversees the Astronomy Club, Society for Physics Students, and the American Nuclear Society Club.
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(12) Department of Social Sciences: Mission - To educate, train and inspire by providing curriculum and integrated programs in political science, economics, and selected related disciplines. Unique Functions 1. Supervises and coordinates the USMA debate program. 2. Conducts various conferences, including the Student Conference on United States Affairs (SCUSA) and the Senior Conference. 3. Supervises and coordinates the Academy’s Scholarship Committee, to include certifying, preparing and administratively supporting all Rhodes, Truman, East-West, Marshall, and other authorized Scholarship candidates. 4. Oversees the Domestic Affairs Forum (DAF), Model United Nation Team (MUN) and the Investment Club. 5. Analyzes manpower and budgetary models in support of senior Army leadership decision making under the auspices of the Office of Economic and Manpower Analysis. 6. Educates current and future counterterrorism leaders and conducts objective, rigorous, and policy-relevant research on terrorism and counterterrorism, through the Combating Terrorism Center (CTC).
(13) Department of Systems Engineering: Mission - Enhances leadership success of cadets and faculty by teaching complex problem solving and decision making skills. Provides solutions to problems of national significance – working with external partners in a synergy that enhances cadet education. The following goals support this mission: 1. Provide Systems Engineering, Engineering Management, Systems and Decision Sciences and Core Engineering Sequence programs that garner international recognition for their high quality. 2. Maintain a respectful command climate that inspires honorable living and encourages individual growth while making valuable team contributions. 3. Graduate cadets who are able to anticipate their unit’s complex problems, design creative solutions and prepare for the next challenge. 4. Partner with Army, DoD, and industry organizations that provide cadets and faculty rich developmental opportunities as we help solve their toughest problems. 5. Develop faculty who tackle critical Army challenges at the operational and strategic levels. 6. Provide diverse mentorship to cadets inside and outside of the classroom. 7. Inspire professionalism and lifelong leaning by cadets and faculty. Unique Functions 1. Host the Operations Research Center, which provides analytical support to the Army General Staff and Army agencies, which conduct extra-USMA, sponsor-based research that provides significant value to their clients and strengthens the ties between USMA, the Army and DoD. 2. Host the Center for Nation Reconstruction and Capacity Development, which provides analytical support to the Army General Staff and Army agencies, which conduct extra-USMA, sponsor-based research that provides significant value to their clients and strengthens the ties between USMA, the Army and DoD. 3. Maintains the Academy Combat Simulation Laboratory to support cadet education and also faculty and cadet study and research, with current Army models and simulations as well as state-of-the-art information technology.
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Section V 8–5. Office of the Directorate of Intercollegiate Athletics (ODIA)
Director of Athletics
Deputy Senior Associate Senior Associate Senior Senior Senior Senior Military AD AD, CFO AD, SWA Associate AD Associate AD Associate AD Associate AD
Mission— To provide an extraordinary Division I athletic experience that develops leaders of character committed to the values of Duty, Honor, Country.
Functions— a. Athletic Events and Programs. Represents USMA in intercollegiate athletics and directs all activities related to intercollegiate athletics to include the planning, coordination, and supervision of all football pre-game and half-time activities. b. Coach and Athlete Training. Trains and coaches cadet teams to represent USMA in intercollegiate athletic competition as well as recommending to the Superintendent, the hiring and dismissal of athletic coaches and selection of officer representatives of all sports. c. Scheduling. Schedules all games and executes all business obligations associated with the games, e.g., ticket sales, team travel arrangements, and contractual agreements with universities, colleges, and/or organizations and businesses. d. Athletic Facility Management. Operates designated athletic facilities and fields at USMA and coordinates maintenance of these facilities and fields. e. Budget Analysis. Submits to the Superintendent an annual budget to support all intercollegiate athletic activities and creates a detailed quarterly financial statements concerning receipts and expenditures to the Command. f. NCAA Compliance. Emphasizes National Collegiate Athletic Association (NCAA) compliance by imbuing the compliance coordinator with sufficient authority. g. GSA Operations. Supervises GSA operations in terms of scheduling, dispatching and coordinating maintenance of GSA vehicles in compliance with department policy, GSA and NCAA regulations. h. Facility and Equipment Management. Determines/documents facility and major equipment requirements to support intercollegiate athletic operations in the Athletic Facility Master Plan, which involves assessing the condition of existing physical plant/athletic venues and performing day-to-day maintenance and repair. i. Construction Oversight. Programs construction/major maintenance projects/capital purchase requirements contained in the Master Plan through appropriated, non-appropriated and gift funding sources as appropriate. j. Facility Scheduling. Coordinates the scheduling of all DIA facilities/fields with Internal Operations Division, prepares the venue, and supports event execution. k. Financial Compliance and Management. Ensures compliance with applicable financial and procurement regulations, laws, and policies, and serves as DIA point of contact for all audits and financial inspections and oversees internal and management control process for annual submission to G8. l. Budget Management (NAF). Maintains and monitors the monthly budget for variance reporting, which includes monitoring and coordinating civilian personnel management (NAF) and administrative actions for civilian incentive awards. m. Budget Management (AWPAA). Maintains and monitors the monthly budget for variance reporting, civilian personnel management, coaches, administrative actions and all procurement actions for AWPAA and AWPAA’s credit card accounts. n. Marketing and Ticket Sales. Provides guidance for the PAO on matters pertaining to Athletics. Develops the annual ticket policy and ticket price structure for intercollegiate athletic contests and develops strategic plans for the sale of season and single game tickets for revenue-producing sports. o. Gender Equity Monitoring. Monitors Gender Equity for the Athletic Department and represents USMA at Patriot League meetings. p. Athletic Communication. Communicates the purpose, mission and vision of USMA to media outlets on a local, regional and national basis and develops Army Sports Network programming, web streams, radio broadcasts, and the athletic department’s official website as well as social media outlets. q. Team Operations. Maintains master record of the schedules of each intercollegiate team and ensures that there are no team conflicts and arranges all necessary services for home and away competition including itineraries, travel and temporary duty orders, transportation, meals, lodging, and monitors and/or audits the expenditures.
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r. Recruiting and Admissions. Coordinates the athletic recruiting and admissions functions in order to place at USMA as many qualified and talented candidates as possible. Assists the Directorate of Admissions (DAD) in the search for qualified and talented young men and women of high officer potential. s. Academics. Acts as primary coordinator between Office of the Dean (Registrar) and DIA for cadet athletic academic support and monitors the relationship between the academic counseling function and the Office of the Dean. t. Admissions Compliance. Maintains liaison with those elements of the federal government involved in the admissions process and ensures compliance with the legal and regulatory environment which governs this process. u. Training Oversight (Athletic). Oversees and directs Athletic Training to ensure safety for all cadet athletes including medical attention and physical therapy. v. Strength and Conditioning Oversight. Oversees and directs Strength and Conditioning for all cadet athletes including developing and executing a comprehensive strength, conditioning and nutrition program that optimizes cadet athlete sport performance. w. Equipment Oversight. Oversees and directs Athletic Equipment which provides athletic apparel, uniforms and equipment for all cadet athletes and ensures certification of all safety and protective equipment. x. Fundraising. Represents the Director and ODIA at fundraising and alumni/booster functions while identifying, cultivating, soliciting and stewarding potential donors with specific focus on six and seven figure gifts and directs the activities of the Army “A” Club annual fund and the renewal of current & solicitation of new members, whose contributions help support intercollegiate athletics. y. Liaison (with AOG). Serves as the liaison between ODIA and the Association of Graduates (AOG).
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Section VI 8-6. U.S. Corps of Cadets (USCC)
Mission— To develop each cadet into a commissioned leader of character who possesses the will to win, personal courage, adaptability, physical fitness and mental toughness essential to the profession of arms, and is inspired to a career of professional excellence in the United States Army. a. Governing Regulations: AR 25-50, AR 385-10, DA Form 385-10, AR 710-2, DA PAM 710-2-1, AR 735-5 AR 25-1, AR 25-2, DoD 8570.01-M, DoDI 1300.17, 1304.19), Army regulations (AR 165-1 and FM 1-05)
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8–6.1. Commandant Functions— a. Mission Command. Commands the USCC through the Brigade Tactical Department and Cadet Chain of Command. b. Cadet Leader Development. Develops within each cadet the commitment essential to the profession of arms by focusing on intellectual, military, physical, moral/ethical, and social development. c. Curriculum Oversight. Oversees the instruction and integration of the Professional Military Ethic.
8–6.2. Deputy Commandant Functions— a. Operational Synchronization. Supervises, for the Commandant, all aspects of staff functioning within the Office of the Commandant. Coordinates integration and implementation of all USCC programs and operations and other USMA activities. Represents the Commandant in his/her absence in all facets of leading the Corps. b. Governance. Chairs of the Quality of Life Council and represents the Command on numerous USMA and Garrison governance committees to include the Academy Scheduling Committee, the West Point Safety and Health Promotion Council, the Real Property Planning Board, and the Planning Program Budget Committee.
8–6.3. USCC Command Sergeant Major (CSM) Functions— a. Advises. Advises the Commandant and staff on matters pertinent to soldier morale and welfare in terms of assignment, reassignment, utilization, promotion, awards, privileges, and discipline. Conveys policies, procedures, instructions, and information through non-commissioned officer (NCO) channels. b. Counsels. Provides counsel and guidance to all Cadets, NCOs and enlisted Soldiers in the command. Participates in unit and organization inspections, as required, and recommends action to correct deficiencies. c. Governing Regulations: AR 614–200
8–6.4. USCC Secretary to the General Staff (SGS) Functions— a. Command Group Support. Supports the Commandant and the USCC HQ Command Group in staff procedures and administrative policies related to preparing, coordinating, and controlling staff actions and other material in order to effectively communicate the Commandant’s vision, guidance, and direction. Functions as the office manager for the Commandant and USCC HQ Command Group. b. Correspondence. Coordinates USCC responses to White House / Congressional / DA RFIs, FOIAs, letters and other externally initiated means of communications to the Commandant including CMDT Mail transmissions.
8–6.5. Brigade Tactical Department (BTD) Mission— To develop and train cadets, through the integration of the Academy programs to be leaders of character who are committed to Duty, Honor, Country, and are inspired for a career as a US Army Officer and a lifetime of selfless service to the Nation.
Functions— a. Operational Supervision. Supervises the daily operations and control of the Corps of Cadets along with the execution of the Commandant's guidance and policies governing the USCC. b. Cadet Leader Development. Trains, leads, coaches, and mentors cadets, with a continual focus on leader development. Integrates the academic, military (including the Disciplinary System), physical, and character development within the framework of the Cadet Company.
8–6.6. Brigade, Regimental and Company Tactical Teams Functions— a. Mission Command. Leads the United States Corps of Cadets, composed of four regiments each with three battalions/nine companies. Tactical Officers and NCOs execute the mission of developing in each cadet the competencies and attributes of a leader of character with emphasis on integrity, morality, discipline and a strong sense of duty and responsibility. b. Cadet Leader Development. Administers (through Tactical Officers and NCOs) the leadership assessment and disciplinary systems in the Corps of Cadets. They maintain discipline through active supervision of the Cadet Chain of Command and inspection of brigade and below operations. They supervise military training and overall leader development during the summer, academic year, and Reorganization Week.
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8–6.7. Regulations and Discipline Branch Functions— a. Cadet Leader Development. Implements provisions of the Disciplinary System and integrates it with the Military Program and the West Point Leader Development System (WPLDS). Tracks and compiles disciplinary records within the Corps and provides guidance concerning disciplinary issues to the CoC (to include TACs/RTOs/BTO), Commandant of Cadets, and the Superintendent.
8–6.8. Leader Development Branch Functions— a. Cadet Leader Development. Develops, presents, and maintains currency of Leadership and Leader Development Training within the Military Program. Coordinates and executes several programs integral to cadet development and training to include the Leadership Evaluation and Development System, the Chain of Command Selection and Assignment Process, Military Schools, and Cadet Troop Leader Training.
8–6.9. Department of Military Instruction Mission— To educate, train, and inspire the Corps of Cadets in the foundational military competencies necessary to win in a complex world by providing sequential and progressive military education, training, and leader development experiences to develop cadets into commissioned leaders of character who embrace their roles as United States Army officers and prepared for a career of professional excellence and service to the Nation as an officer in the United States Army.
Functions— a. Curriculum Development (Military Program). Creates and directs the Military Program, to include the design, assessment, update, and execution by developing and coordinating the Military Science and Training component, to include related briefings, publications, and administration. b. Publication and Policies. Serves as the proponent for the Military Program Strategic Plan, the Military Program Greenbook, and the Annual Military Program Assessments. c. Branching. Serves as USMA proponent for the Academy’s Branching Regulation, the Branch Education and Mentorship Program, the Posting and Transition Program, pre-commissioning training and education requirements. d. Military Training. Plans and executes the International Sandhurst Competition and assesses cadet potential to attend low-density, high-demand Military Individual Advanced Development opportunities.
8–6.10. Modern War Institute Mission— To generate new knowledge for the profession of arms, enhance the West Point curriculum, and provide the Army and the Nation with an intellectual resource for solving military problems.
Functions— a. Operational Synchronization. Serves as an integrator of all the components of the Military Program and assesses the synchronization of the Military Program across the Academy. Plans, facilitates, and manages symposia and research to generate new knowledge for the enhancement of the overall military program courses and curriculum. Manages the Department’s faculty development
8–6.11. Military Science Division Mission— To educate, train, and inspire the Corps of Cadets in Military Science (MS) by leveraging the most effective tools for educating and training the military foundations necessary to win in a complex world.
Functions— a. Curriculum Oversight. Oversees the Military Science core curriculum design, development, review, and update. Plans for all resources to support MS instruction occurring during the academic year. Validates curriculum MS labs executed during summer semesters. b. Professional Development. Coordinates the Division’s faculty development.
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8–6.12. Military Training Division Mission— To synchronize, plan and coordinate manpower and resources to support military training during the Academic Year and the Summer Term in order to provide sequential and progressive military education, training, and leader development experiences.
Functions— a. Military Training (Summer). Synchronizes and plans for the equipment, personnel, and resources to execute military training during the summer term in conjunction with physical instruction and character development. b. Military Training (Academic Year). Supports USCC with military training resources and planning assistance during Fall and Spring Terms. Provides course directors for curriculum development, integration, instruction oversite and assessment of military science labs. Assists in the coordination, implementation, and evaluation of BOLC A, pre- commissioning training requirements. c. International Sandhurst. Plans and executes the USMA international Sandhurst competition with the Department.
8–6.13. Defense and Strategic Studies (DSS) Division Mission— To educate and inspire DSS Cadets to apply interdisciplinary, theoretical, historical, and cultural knowledge to understand and analyze complex strategic problems, utilize critical thinking to develop viable and innovative solutions relating to the use of force, and effectively communicate their positions to all audiences.
Functions— a. Curriculum Oversight and Instruction (DSS Major). Plans, conducts, administers, and evaluates courses and integrated programs in the Defense and Strategic Studies academic major. Develops and supervises cadet extracurricular activities associated with Defense and Strategic Studies, to include Advanced Individual Academic Development programs and the Irregular Warfare Group. b. Professional Development. Develops an integrated civilian and military faculty (along with the Modern War Institute) focused on teaching, academic excellence, and cadet development. Plans, coordinates, and leads the Department’s annual staff ride as part of the departmental faculty development program. c. Outreach (Academic). Conducts academic outreach with particular emphasis on Defense and Strategic studies for Army and DOD leadership.
8–6.14. West Point Simulation Center Mission— To employ models, simulations and technology that enable the development of tomorrow’s agile and adaptive leaders of character and contribute to the evolution of Army training and education.
Functions— a. Research. Provides simulation services to the academic and military programs. Conducts research on the use of models, simulation and visualization technologies for application in training. Maintains training support systems (e.g., EST and VBS 3). b. Outreach. Trains and advises USMA faculty and staff on the use of simulations and conducts outreach events to further interest in modeling and simulation and the USMA. Maintains communications and coordinates activities with the National Simulation Center and the Army Modeling and Simulation Office. Interacts with academia and industry regarding the utilization of simulations for leader development.
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8–6.15. Accessions Division Mission— To manage USMA’s Accessions Program.
Functions— a. Cadet Branch and Post Selection. Plans, coordinates, and executes all events associated with the branch and post selection of first class cadets, to include, allocation management, cadet preference selection, the branching board, and the branch and post notification ceremonies. b. Branch Education. Plans, coordinates, and executes the branch education and mentorship program.. c. Branch Liaison. Serves as a liaison with the Army’s basic branches and with the Human Resource Command to ensure that the needs and requirements of individual branches are addressed. d. BOLC Slotting and Transitions. Manages the slotting and transition of first class cadets for their respective Basic Officer Leadership Course and branch-specific functional training.
8–6.16. Department of Physical Education (DPE) Mission— To develop warrior leaders of character who are physically fit and mentally tough by engaging cadets in activities that promote and enhance physical excellence.
Functions— a. Physical Fitness. Advises the Commandant of Cadets for and ensures the successful execution of the planning, resourcing, directing, and administration of the Physical Program, including the physical education curriculum, competitive sports program, and the administration of the Indoor Obstacle Course Test. Supervises the physical development portions of Cadet Basic Training and Cadet Field Training and maintains the Whitebook, which details all requirements for the Physical Program. b. Operational Activities. Plans, coordinates, and supervises all summer training programs to include Summer Term Academic Program (STAP), Physical Individual Advance Development (PIAD), New Instructor Training, CFT Water Confidence Course, and other confidence obstacle courses. Supervises and coordinates the Company Guidance Officer program to ensure cadets are meeting Physical Program requirements. c. Competitive Sports. Plans, coordinates, supervises, and assesses the cadet administration of the Brigade Company Athletics Program and the Competitive Club Athletics Program (in concert with the Directorate of Cadet Activities). d. Curriculum Oversight . Provides oversight and supervision of the Kinesiology academic program. e. Facility Operations. Directs the operations of the Arvin Cadet Physical Development Center (ACPDC) including access control, physical security, scheduling, venue preparation, and the maintenance and repair of athletic equipment. f. Sports Medicine. Supervises the execution of onsite primary medical coverage for all DPE Classes, DPE Company Athletics, Indoor Obstacle Course Test (IOCT), Brigade Opens, New Cadet Swim Test, Concussion Evaluation and Return to Play Program, Company Athletic Reconditioning, and Cadet Basic Training Reconditioning. g. IT Support. Provides computer support for all computer, network, telephone, audio visual, digital signage, printing and creative imaging issues. h. Assessment (Physical). Leads and develops a comprehensive assessment program to support West Point’s mission, strategic plan and WPLDS. . i. Outreach (Physical). Provides physical program and academic outreach and expertise to the Army and Department of Defense oriented research efforts. j. Instruction (Teaching). Conducts various physical education classes (such as boxing, swimming, military movement, etc.) throughout each academic term, to include STAP. Provides instruction to rising cadet leaders to properly plan for and execute physical training sessions during summer details as cadre members.
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8–6.17. The Simon Center for the Professional Military Ethic (SCPME) Mission— To lead and coordinate the planning, synchronization, execution, and assessment of the Character Program (Gold Book) so that each graduate is a commissioned leader of character.
Functions— a. Character Development. Assist in the synchronization and assessment of USMA’s Character Development Program. which involves b. Curriculum Development. Designs and administers MX400 (Officership), the Superintendent's capstone course and the Cadet Character Development Program (CCDP). c. Governance. Seeks to educate, train, and inspire three Cadet Committees with a focus on honorable living and building trust: (1) Honor Committee (2) Cadets Against Sexual Harassment and Assault (CASHA) Committee (3) Respect Committee. d. Individual Development. Designs and executes Special Leader Development-Honor (SLDP-H), Special Leader Development Respect (SLDP-R), and the Superintendent’s Academy Mentorship Program (AMP).
8–6.18. Directorate of Cadet Activities (DCA) Mission— To provide comprehensive and diverse extracurricular, social, cultural, and recreational programs and services that enhance the leader development of the Corps of Cadets.
Functions— a Advise. Advises the Commandant on all matters pertaining to the extracurricular and social activities of the USCC. Provides a balanced program of extracurricular activities, which offer athletic, recreational, academic, religious and diversity leadership opportunities for the Corps of Cadets and advises the Commandant on all matters pertaining to the extracurricular and social activities of the USCC. Oversees the operation of auxiliary services of Cadet Store, Cadet Bookstore and Food Service facilities. b Financial Management. Acts as the administrator and prime custodian of the Cadet Activities Fund (CAF). Develops and implements financial management plans and budgets for social and extracurricular activities, the Cadet Restaurant and Cadet Store/USMA Bookstore operations. Develops requirements for gifts and provides the necessary interface with the DAA and AOG entities at West Point. Ensures proper accounting procedures in the obligation of funds, receipt for supplies or services, payment of bills, and billing for funds due DCA. c. Contracting (Procurement). Negotiates non-appropriated fund contracts for supplies and services ensuring compliance with applicable requirements. d. Resource Management: Facilities. Manages, schedules and controls facilities assigned to/for the DCA for DPW. Manages cadet reception halls, lounges, club rooms, restaurants, entertainment centers, recreation, and recreation storage areas, to include decor, furnishings, and other maintenance. e. Publications and Policies. Manages the Cadet Publications program, including the Howitzer (yearbook), Mortar, Bugle Notes and Circle in the Spiral literary magazine. f. Resale Activity. Manages resale activity (excluding cultural programs) either through cadet consolidated bulk sales or individual sales. g. Student Support Services. Requisitions, receives, stores, and issues equipment, supplies and furnishings for the DCA staff and cadets in support of extracurricular clubs. Processes trip requests and orders for NAF and APF. h. Commercial Sponsorship Management. Manages the Commercial Sponsorship Program. i. Cadet Social and Cultural Program. Oversees traditional special events, including class weekends and formal and informal events intended to enhance cadet social and human spirit opportunities and create Class cohesion. Plans, coordinates, and assists cadets in the preparation of traditional class weekend and social events. Coordinates the entire cadet social events program schedule with other USCC and USMA activities. Develops an annual program of formal and informal dance and informal entertainment in DCA venues. j. Operational Synchronization. Coordinates cadet guard support for the First Class Club. k. Cadet Social Development Activities. Administers all Extracurricular Club activities and ensures club activities conform to establish policy and procedures and the Academy Schedule. Develops their budget, evaluates and recommends yearly program changes to the Club Extracurricular Board (CEAB). l. Cadet Social Development Training. Conducts training for cadets in etiquette, military protocol and social interactions. Provides information to cadets, families, and friends on social events and advises cadets, families and friends on matters of military protocol.
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m. Operational Activities. Assists the Cadet Programs Division in the planning and execution of traditional events. Supplements social programs offered by Cadet Programs Division with activities for cadets such as various types of dance lessons, wine tasting and cultural etiquette and proper attire training. n. Operational Activities (Eisenhower Hall). Accommodates and facilitates cadet, institutional, and community participation in the use of the Eisenhower Hall theatre complex. Develops cultural, educational, and special events. o. Instruction. Instructs cadets in public speaking, acting, directing, interpretation, and producing of presentations, such as 100th Night. Supervises and directs cadets in the necessary production and technical support requirements for various attractions. p. Copyright Compliance. Ensures that proper royalty clearance has been authorized for theatrical events originating in or booked for the Eisenhower Hall Theater. Monitors data relative to live musical events to comply with musical copyrighted legislation. q. Retail Operations (Food Service). Supports USMA social, cultural, recreational, and educational programs by providing restaurant and carryout food service at many events across the Academy. r. Retail Operations (Stores). Supervises the daily operations of the Cadet Store and the USMA Bookstore, which provide books, school supplies, reference and training materials, souvenirs, and other related merchandise and services to the USMA community and give Cadets, Staff and Faculty opportunities to purchase high value formal wear for a reduced cost.
8–6.19. USCC Safety Mission— To advise the Commandant and staff to plan, manage and administer a safety and occupational health program.
Functions— a. Safety Policy Formulation and Execution. Formulates, implements and interprets the safety policies of USCC using AR 385-10, DA Form 385-10, Army Safety Program and related series. Adapts/supplements safety directives from higher authority, closely coordinates with USMA and Department of the Army safety staff as applicable. Incorporates basic safety practices and safe physical standards established by the Military Services, Department of Labor (OSHA) and other recognized authorities into training, plans and procedures. b. Guidance and Advice. Provides technical guidance and advice for environmental, radiation, live fire training, base operations (garrison operations), ammunition / explosives handling and training of additional duty safety officers and cadets. c. Awareness. Coordinates and actively communicates with outside agencies, Department of the Army, FORSCOM, TRADOC, USMA and West Point Garrison (USAG) safety offices to share awareness and mitigation methods.
8–6.20. USCC Trial Counsel Functions— a. Legal Counsel. Serves as primary legal counsel to the Commandant regarding all aspects of criminal law, military justice, command investigations and cadet separations. Provides legal advice for cadet cases arising under the Cadet Honor Code and cadet disciplinary system. b. Legal Advice. Provides legal advice to 37 subordinate company-level commanders, four Regimental Executive Officers, four Regimental Tactical Officers and the Brigade Tactical Officer. c. Investigations. Reviews all command preliminary investigations. d. Cases. Prosecutes cases at courts-martial and prepares Misconduct Investigations, in accordance with USMA Regulation 1-10, on behalf of the United States Corps of Cadets. e. Opinions. Provides written opinions, advice and recommendations to the chain of command on all criminal law and military justice matters, including administrative elimination proceedings on officers, cadets and enlisted soldiers. f. Instruction and Training. Instructs and educates law enforcement personnel, commanders, staff and faculty, cadets and Soldiers on Army command policy, law and regulations in the area of military justice. g. Cadet Separations. Coordinates, monitors and facilitates cadet separations with HQDA and OTJAG.
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8–6.21. USCC Sexual Assault Resource Coordinator (SARC) Mission— To manage USCC’s Sexual Harassment / Assault Response and Prevention (SHARP) Program.
Functions— a. Victim Advocacy. Provide victim advocacy services. Ensures victim advocacy support systems instill confidence, restore resilience, and inspire victims to report. b. SHARP Training. Assists the Chain of Command with understanding their roles and responsibilities within the SHARP Program and trains USCC on the Army SHARP requirements. Emphasizes education and candid dialogue to foster an environment that rejects sexism, sexual harassment, and sexual assault. c. Report and Case Management. Manage reports and active cases. Communicates directly with the Commandant of Cadets and the Superintendent on all sexual harassment/assault cases. d. Coordinates with outside agencies: (1) USCC: Cadet Health Clinic (2) KACH (3) MPs (4) CID (5) Installation Security Office DPTMS (6) USMA Victim Advocate (7) USMA SHARP Program Manager (8) Special Victims Counsel (9) SJA (10) Academic Instructors (11) Family Advocacy (12) Garrison SARC
8–6.22. USCC Equal Opportunity Advisor (EO) Mission— To support the Commandant in formulating, directing, and sustaining a comprehensive effort to maximize human potential and to ensure fair treatment for all persons based on merit, fitness, and capability per AR 600-20.
Functions— a. Command Climate Analysis. Continuously assesses the command climate through formal surveys, interviews, facilitated small group discussions, and accessibility to the unit. b. EO Complaints. Receives and assists in processing individual complaints of unlawful discrimination in the informal stage and conduct EO inquiries according to the commander’s guidance. Recognizes and recommends appropriate remedies to eliminate and prevent unlawful discrimination. c. Event Planning (Diversity). Assists in the planning and conduct of ethnic observances/special commemorations.
8–6.23. USCC Surgeon Mission— To oversee the medical care of the United States Corps of Cadets resulting in medically ready commissioned officers.
Functions— a. Medical Supervision and Advice. Supervises medical care within the Corps of Cadets to ensure cadet readiness in accordance with Medical Protection System requirements. Advises the Commandant and Deputy Commandant regarding medical needs to ensure optimal health of the Corps of Cadets and reports concerning seriously ill or very seriously ill cadets. Advises the Academic Board of any medical issues that may affect cadet academic performance. Serves as Chief of the Mologne Cadet Health clinic, supervising clinical staff and ensuring daily operations of the clinic. b. Medical Waivers. Responsible for authoring commissioning waivers and denials, medical leaves of absence, and initiation of all medical separations or medical evaluation boards c. Medical Liaison. Serves as medical liaison between the brigade, Keller Army Community Hospital, G1, Dean’s office, Center for Enhanced Performance, and Center for Personal Development.
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8–6.24. S1 Mission— To develop and deliver world class Human Resource Support (Military) to the cadets, staff, and faculty of USCC.
Functions— a. Personnel Readiness. Provides the personnel readiness management, personnel accountability, strength reporting, and personnel information management to support USCC readiness. b. Personnel Services. Provides HR Services, postal operations, and casualty operations management that supports career progression and quality of life for the cadets, staff, and faculty. Conducts human resources planning and operations that supports the Commandant’s mission requirements. c. Personnel Programs Management. Coordinates HR support, Army Sponsorship, Army Voting Assistance, Combined Federal Campaign, and other related command interest programs.
8–6.25. S3 Mission— To provide control, coordination, and planning efforts to synchronize operations across all of USCC.
Functions— a. Orders Production. Generates OPORDS and/or implements instructions for all major activities/events involving the Office of the Commandant and the USCC to include Reorganization Week, Graduation Week, Plebe Parent Weekend, Army-Navy/Army-Air Force Week, all home and away football games and the Royal Military Academy (RMC) exchange program. b. Operational Synchronization (Ceremonial). Plans, coordinates, and supervises operational and ceremonial activities for the Office of the Commandant and USCC. This includes cadet participation in all parades, ceremonies, and trips away from USMA (including cadet trip sections), and the Commandant’s Award Ceremony. c. Operational Synchronization (Spirit). Plans, coordinates, and supervises the Cadet Spirit support plan for USCC. Supports the Cadet Spirit Captain and the officer representatives for the Cadet Spirit Band, Cannon Crew, Mule Riders and Rabble Rousers. d. Publications and Policies. Develops the Commandant's Annual Planning Guidance, the Commandant's Operational Concept, the USCC Master Planning Schedule, the drill and ceremony training plan, the train the trainer program and the USCC Sponsorship Program. e. Force Protection. Supports all activities relating to force protection and the implementation of the West Point Force Protection Program (COOP plans, reporting of suspicious packages, etc.) and manages USCC physical security. f. Air Operational Activities. Plans, coordinates and instructs Cadet air operations, national and world competitions and events, and demonstrations at USMA sporting and class events.
8–6.26. S4 Mission— To serve as the logistical staff advisor to the Commandant and staff with responsibility for planning, managing and administering logistical support for USCC Staff and Cadets.
Functions— a. Publications and Policies. Formulates, implements and interprets the logistics policies of USCC using AR 710- 2, DA PAM 710-2-1, AR 735-5, USMA Reg. 30-2, and all applicable logistics regulations. b. Logistics Liaison. Serves as a liaison between various West Point entities to include all divisions of the West Point Logistics Readiness Center (LRC) and DPW. c. Governance. Coordinates and oversees planning and execution of Cadet Councils; Quality of Life, Cadet Mess, Finance, and Cadet Uniform Board. Serves as the Chair for the After-MAP and Alternative After-MAP committee to ensure former ODIA MAP athletes and graduating Cadets meet AR 600-9 requirements by Organizing, implementing and tracking the After-MAP program. d. Logistics Management. Coordinates and actively communicates with USMA Headquarters, Dean’s Staff, Headquarters Company, and outside agencies in order to fulfill the USCC logistics mission, to include Cadet Summer Training logistics planning. e. Resource Management: Facilities. Manages all cadet barracks, maintains key accountability for all USCC buildings and the Cadet Guard Room key system and conducts the issue and turn-in of cadet barracks furniture. f. Counsel. Provides nutrition education, counseling, individual and/or collaborative medical nutrition therapy care through assessment, care planning, education, evaluation, and follow-up. g. Guidance and Advice. Advises the Cadet Mess to plan nutritionally adequate menus that meet established nutritional standards and provides guidance to Cadre and Cadets on nutritional needs and supplement use. USMA 10-1 • 1 April 2018 56
h. Instruction and Training. Instructs and educates cadets on nutrition planning to help meet weight goals whether body fat loss, muscle gain, or just maintaining current weight, metabolic testing.
8–6.27. S5 Mission— To serve as the long term strategic planner and advisor to the Commandant and staff with responsibility for planning, managing and implementing projects based on the Commandants requirements. To manage governance processes and procedures and serve as the knowledge management officer for USCC and advisor to department record and content managers.
Functions— a. Strategic Planning. Formulates, synchronizes, and monitors USCC’s strategic plan and acts as the Commandants advisor. b. Communications. Ensures nesting of internal and external strategical communication with USMA’s program and policies. c. Governance. Stewards the USCC governance process to ensure transparency and effectiveness. d. Knowledge Management. Provides oversight of knowledge management for USCC.
8–6.28. S6 Mission— To provide premier information technology support in the delivery of information technology products, services and solutions to enable and empower the staff and faculty of the United States Corps of Cadets.
Functions— a. IT Support. Provides numerous IT services and support for USCC to include SharePoint/website administration, database administration/programming, server administration, Information Assurance Vulnerability Management Program administration, policy guidance, and end user training. Provides Task Force Cadet Summer Training information technology support.
8–6.29. S8 Mission— To direct, oversee, coordinate, and provide all activities required to obtain and manage the resources required for USCC to develop each Cadet into a commissioned leader of character.
Functions— a. Financial Management. Directs and manages the USCC financial management activities and operations, with the supervision of all functions within the USCC to obtain essential dollar and manpower resources to support the mission; ensures effective and efficient management and utilization of resources, and accurate and timely accounting for resources from all funding sources. Exercises the resource functions of the USCC and advises the Commandant and USCC leadership on financial management. b. Resource Management: Facilities. Exercises the facilities planning of the USCC and advise the Commandant and USCC leadership on construction and renovation management. c. Programming and Budgeting. Leads USCC’s participation in the programming and budgeting process; coordinates with USMA leadership in the planning, developing, justifying, and marketing of budget and program year requirements. Responsible for the USCC POM and CBE submission and providing technical advice and guidance to the USCC directorates in the preparation of the organization’s budget and program year resources. d. Publications and Policies. Provides professional advice on resource policy. This includes receiving, reviewing, interpreting, developing and distributing policy and regulation changes, providing training, and reporting the impact to all directorates. e. Close Outs. Executes year-end closeout guidance received from USMA, HQDA, and DFAS. Validates fiscal year-end accounting reports and financial statements in support of the certifying officer’s certification and ensures timely submission to USMA. f. Resource Management: Personnel & Manpower. Advises the Deputy Commandant on civilian manpower management matters. Formulates, recommends, and implements policies and procedures pertaining to the allocation, utilization, and control of civilian manpower within the organization. Serves as POC for the civilian and military manpower portion of the POM process and the TDA. Provides liaison support between USMA Payroll Office and CPA and the USCC proponent for the review and implementation of HQDA-directed initiatives relating to civilian manpower. USMA 10-1 • 1 April 2018 57
g. Program Oversight. Oversees several USCC financial programs, to include Serves as the DTS Organizational Defense Travel Administrator (ODTA), the GTCC Program, the USMA Unit Travel Card program, the financial reporting for Army gift fund and Non-Appropriated financial management. Serves as USCC proponent for all gift fund matters. Serves as the Internal Control Administrator for the USCC MICP and the Assessable Unit Manager for the S-8.
8–6.30. USCC Chaplain Mission— To provide the highest caliber of religious support that inspires Cadets to develop an authentic spiritual resiliency on their path to becoming commissioned leaders of character Functions— a. Religious Advisor. Advises the Command regarding the impact of religion upon the morale and welfare of the Corps of Cadets and personnel within the organization. b. Religious Support. Provides comprehensive Religious Support and chaplain coverage to the USCC and West Point communities. c. Oversight and Guidance. Provides oversight and guidance, in cooperation with the USMA Chaplain, for DCA Religious Club personnel, and ministry partners who interact with cadets while providing religious services and ministrations.
8–6.31. Center for Personal Development Mission— To improve the emotional well-being and performance of the Cadet Corps and to reduce risk through provision of quality counseling and outreach services.
Functions— a. Counseling Services. Supports the Corps of Cadets through provision of counseling services. Conducts quarterly quality assurance of counseling records and maintains confidential counseling records for seven years post-graduation. b. Psychological Consultation. Provides command consultation to the Commandant, Deputy Commandant, Regimental Tactical Officers (RTOs), and Tactical Officers (TACs) on issues related to behavioral health and harm to self or others; supports the command group in making decisions regarding cadets with behavioral health concerns. Participates in the Sexual Assault Review Board (SARB). c. Training and Supervision. Provides training and supervision to the peer counselors involved in the Peer Support (pilot) Program and cadet counselors involved in Cadet Counseling Unit during summer Cadet Basic Training (CBT) and Cadet Candidate Basic Training (CCBT).
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Section VII 8–7. The United States Military Academy Preparatory School (USMAPS)
Mission— To motivate, prepare, and evaluate selected candidates in an academic, military, moral, and physical environment, to perform successfully at the United States Military Academy.
8–7.1. HEADQUARTERS Functions— a. Support USMA. Supports the Superintendent’s strategic objective to develop leaders of character for the Army and coordinates the formulation and compliance of policy with the Superintendent’s Staff, and with the US Army Garrison, West Point, as required. b. Decision and Event Documentation. Captures historical documentation of key decisions and major events at the Preparatory School. c. Implementation Oversight. Monitors implementation of all approved recommendations, policies, and procedures across all four pillars (Military, Athletic, Academic and Character Development). d. Professional Development. Emphasizes, implements, and supervises professional development programs across the organization’s staff and faculty. e. Resource Management: Personnel and Manpower. Assists the S1 with processing of staff and faculty, and cadet candidates each academic and calendar year. f. Force Protection. Coordinates directly with US Army Garrison and USMA Emergency Operations organizations to implement Force Protection measures across the entire organization and campus to remain in compliance with USMA and Department of Defense standards. g. Operational Synchronization. Supervises operational synchronization for all major USMAPS events across all four pillars, with the primary objective of developing and managing the long and short-range training calendars at least 18 months in advance. h. Tasking Authority. Tasks each department to perform certain functions throughout the year in support of all major organization operational activities. i. Administrative. Assists the Deputy Commandant in supporting the Command Group and all three departments with administrative matters. j. Resource Management: Personnel and Manpower. Plans and executes the organization’s manning cycles and procedures (personnel requests, in-processing, out-processing), administrative file readiness (audit readiness), evaluations and awards processing.
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k. Student Support Services (Personnel). Provides immediate response support to all cadet candidates requiring reconciliation and resolution of all administrative issues to include personal information, personnel records, financial management records, leaves and passes, etc. l. Mail and Distribution. Receives, handles, and distributes all mail within the organization and ensures all mail is properly processed within 24 hours of receipt. m. Equal Opportunity. Serves as the USMAPS Equal Opportunity Representative. n. Logistics Management. Manages all logistical matters for the entire organization through coordinating, managing, and distributing necessary logistical supplies and services in support of all major organizational operational activities and interdepartmental activities. o. Publications and Policies. Requests and manages the organization’s on-hand library supply of all necessary logistical publications and policies and directly advises assists the Command Group in developing and revising policy to remain in compliance with USMA and DoD Command Supply Discipline Standards. p. Compliance. Ensures the organization is in compliance with USMA, DoD and Federal Government standards, specifically in the areas of mail handling and IT. q. Publications and Policies. Requests and manages the organization’s on-hand library supply of all necessary publications and policies and directly advises and assists the Command Group in developing and revising policy to remain in compliance with USMA, DoD Command Supply Discipline and Army Budget Office (ABO) Standards. r. Resource Management: Facilities. Requests, programs, manages, and operates the organization’s operational budget for the entire calendar year at least five years in advance via the Program Objective Memorandum (POM) cycle. s. Contracting. Assists the Deputy Commandant in supervising Contracting Officer’s Representatives within the organization to support the lifecycle negotiations and replacements for all equipment and services. t. Logistics Management. Assists the Deputy Commandant and S4 with the management of all logistical matters in support of the entire organization by assisting in the coordination, management, and distribution of necessary logistical supplies and services in support of all major organizational operational activities and interdepartmental activities. u. IT Support. Provides IT support across the organization, both staff and faculty, and cadet candidates; primary advisor to the Command Group on all IT strategies and decisions. v. Student Support Services (Technology). Coordinates for and manages the lifecycle laptop fleet for the organization each academic year.
8–7.2. MILITARY TRAINING DEPARTMENT Functions— a. Leads. Implements Mission Command / Governance across all three tactical companies to ensure synchronization of strategies, decisions, and training within the department and serves as the primary legal first-line command team for the cadet candidates. b. Operational Synchronization. Coordinates directly with the Command Group, Headquarters Staff, USMAPS Department Directors, and USCC to ensure military training support synchronization for all operations. c. Financial Management. Develops and executes, in coordination with the Deputy Commandant and Budget Analyst, an annual fiscal budget that supports USMAPS’ military training and character development activities. d. Military Training: Trains, develops, and mentors approximately 250 cadet candidates each academic year in preparation for admission into USMA and translates Command Group guidance into executable military training missions for each Company TAC Team to execute with cadet candidates. e. Safety. Oversees the safety and morale of all cadet candidates f. Liaison. Serves as primary liaison between USMAPS and the USCC Department of Military Instruction, Simon Center PME, and Battalion Tactical Department. g. Lead and Develop. Oversees the Mission Command / Governance, Operational Synchronization, Military Training supervision and execution of military training. h. Operational Activities. Coordinates with the Headquarters Staff for the development, coordination, and execution of all major organization operational activities within the academic and calendar years, (i.e. Reception Day, Reorganization Week, Parent’s Weekend, Graduation, Army Physical Fitness Tests (APFT), and Field Training Exercises).
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8–7.3. PHYSICAL EDUCATION AND ATHLETICS DEPARTMENT Functions— a. Athletics Program Management. Oversees the overall health and welfare of cadet candidates under physical education and physical development and directly coordinates for and manages all physical education and athletics programs, events and policies within the organization. b. Advise. Advises the Command Group and department directors in the areas of physical education and the athletics program. c. Liaison. Provides liaison between USMAPS and the Office of the Directorate of Intercollegiate Athletics (ODIA). Coordinates directly with the Command Group, Headquarters Staff, USMAPS Department Directors, and the USMA Office of the Directorate of Intercollegiate Athletics (ODIA) to ensure physical education and athletic training support synchronization for all operations. d. Logistics Management. Assists the Deputy Commandant and S4 with the management of all logistical matters in support of the department, which involves assisting in the request, coordination, management, and distribution of necessary logistical supplies and services in support of all major organizational operational activities and interdepartmental activities. e. Financial Management (Athletic). Develops and executes, in coordination with the Deputy Commandant and Budget Analyst, an annual fiscal budget that supports USMAPS’ athletic activities. Faculty / Professional Development. Emphasizes, implements and supervises professional development programs across the organization’s staff and faculty, to include military training for cadet candidates. f. Operational Activities. Coordinates with the Headquarters Staff for the development, coordination, and execution of all major organization operational activities within the academic and calendar years, (i.e. Reception Day, Reorganization Week, Parent’s Weekend, Graduation, Cadet Fitness Assessments (CFA), and home sporting events). g. Athletics Program Support. Assists the Director with the overall health and welfare of cadet candidates under physical education and physical development. h. Resource Management: Facilities. Assists the Director and Headquarters with the management of all athletics equipment and facilities matters in support of the department. i. Student Support Services (Remediation). Oversees the health, welfare, and rehabilitation of all cadet candidates during the academic year and implements remediation techniques, policies and procedures for quality and timely recovery from injuries and physical challenges. j. Sports Medicine. Serves as primary sports medicine advisors to the Athletic Director, BTO, and Command Group and conducts several operational activities, which include coordinating the development, coordination, and execution of all major organization operational activities within the academic and calendar years, as it pertains to sports medicine and cadet candidate improvement, sustainment and remediation, (i.e. CFA, APFT and home sporting events). k. Physical Fitness. Participates in and oversees the successful improvement of physical fitness for all cadet candidates during the academic year with special emphasis on each sports season and APFT / CFA timeframe. l. Instruction (Teaching): Teaches quality physical education inside the classroom and on the athletic fields to develop all cadet candidates
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8–7.4. ACADEMIC DEPARTMENTS Functions— a. Curriculum Development: Oversees the curriculum program within the organization and the development, review, and implementation of all curriculum at each level across four subjects (Center for Enhanced Performance, Mathematics, English, and Natural Sciences). b. Liaison. Conducts liaison between USMAPS and the USMA Academic Department. c. Advisor. Advises the Athletic Director, BTO, and Command Group. d. Financial Management (Academic). Develops and executes, in coordination with the Deputy Commandant and Budget Analyst, an annual fiscal budget that supports USMAPS’ academic activities. e. Professional Development. Emphasizes, implements and supervises professional development programs across the department’s staff and faculty. f. Instruction (Teaching). Teaches quality academic education inside the classroom and oversees all staff and faculty teaching procedures and techniques each academic year while focusing on improvement throughout the calendar year. g. Logistics Management. Assists the Academic Department Directors and S4 with the management of all logistical matters in support of the department, to include the request, coordination, management, and distribution of necessary logistical supplies and services in support of all major academic operational activities and interdepartmental activities. h. Additive / Administrative Duties as determined by the Director to support the Academic Department. i. USMAPS consists of several academic departments with directors and staff to ensure the highest level of education to all Cadet Candidates. The academic departments are as follows: (1) Center for Enhanced Performance (2) Department of Mathematics (3) Department of English (4) Department of Natural Sciences j. Each academic department has the following functions: (1) Curriculum Development. Develops and executes the curriculum program within the department and oversees the development, review, and implementation of all curriculum at each subject and learning level. (2) Instruction (Teaching). Teaches quality academic education inside the classroom and oversees all department faculty teaching procedures and techniques each academic year while focusing on improvement throughout the calendar year while focusing on improvement throughout the calendar year. (3) Professional Development. Emphasizes, implements, supervises, and pursues professional development programs across the department’s faculty.
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Appendix A: References
Section I Required Publications Unless otherwise stated, all publications are available at http://www.apd.army.mil/. DODIs are available at http://www.dtic.mil/. USC material is available at http://uscode.house.gov/.
AR 5–20 Commercial Activities Program.
AR 25–1 Army Knowledge Management and Information Technology.
AR 25–2 Information Assurance.
AR 25–30 The Army Publishing Program.
AR 25–55 The Department of the Army Freedom of Information Act Program.
AR 70–1 Army Acquisition Policy.
AR 215–4 Non-appropriated Fund Contracting.
AR 380–5 Department of the Army Information Security Program.
AR 380–53 Information Systems Security Monitoring.
DA Pam 25–1–1 Installation Information Services.
DOD 5500.7–R Joint Ethics Regulation (JER). (Available at http://www.dtic.mil/whs/directives.)
DODD 1015.14 Establishment, Management, and Control of Non-appropriated Fund Instrumentalities and Financial Management of Supporting Resources. (Available at http://www.dtic.mil/whs/directives.)
DODI 4640.14 Base and Long-Haul Telecommunications Equipment and Services. (Available at http://www.dtic.mil/whs/directives.)
DODI 5200.40 DOD Information Technology Security Certification and Accreditation Process (DITSCAP). (Available at http://www.dtic.mil/whs/directives.)
AR 380–40 (O) Policy for Safeguarding and Controlling Communications Security (COMSEC) Material (U).
AR 415–15 Army Military Construction Program Development and Execution.
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AR 500–3 Army Continuity of Operations (COOP) Program.
AR 735–5 Policies and Procedures for Property Accountability.
CJCSI 3170.01E Joint Capabilities Integration and Development System. (Available at http://www.dtic.mil/cjcs_directives.)
CJCSI 6212.01C Interoperability and Supportability of Information Technology and National Security Systems. (Available at http://www.dtic.mil/cjcs_directives.)
DA Pam 25–30 Consolidated Index of Army Publications and Blank Forms.
DOD 5200.2–R Personnel Security Program. (Available at http://www.dtic.mil/whs/directives.)
DODD 8500.1 Information Assurance (IA). (Available at http://www.dtic.mil/whs/directives.)
Executive Order 12999 Educational Technology: Ensuring Opportunity for all Children in the Next Century. (Available at http://www.archives.gov/federal_register/executive_orders/disposition_tables.html.)
Executive Order 13011 Federal Information Technology. (Available at http://www.archives.gov/federal_register/executive_orders/disposition_tables.html.)
Executive Order 13103 Computer Software Piracy. (Available at http://www.archives.gov/federal_register/executive_orders/disposition_tables.html.)
Federal Acquisition Regulation Government Printing and Binding Regulations. (Available at http://www.arnet.gov/far/.)
OMB Cir A–109 Major Systems Acquisitions. (Obtain hard copy (only) from the Office of Management and Budget, telephone (202) 395–3080.)
OMB Cir A–130 Management of Federal Information Resources. (Available at http://www.whitehouse.gov/omb/circulars/index.html.)
AR 10-87 Army Commands, Army Service Component Commands and Direct Reporting Units
AR 71-32 Force Development and Documentation—Consolidated Policies
AR 150-1, draft United States Military Academy Organization, Administration, and Operation
AR 210-3 Nonstandard Activities of the United States Military Academy and West Point Military Reservation
AR 210-26 United States Military Academy USMA 10-1 • 1 April 2018 64
AR 570-4 Manpower Management.
AR 570-5 Manpower Staffing Standards System.
AR 570-7 Equipment Survey Program.
DA Pamphlet 570-500 Series Staffing Guides.
DA Pamphlet 25-403
FM 100-5 Staff Procedures.
FM 100-22 Installation Management.
Modeling Methodology Paper, U.S. Army Manpower Analysis Agency, June 2008 (http://www.asamra.army.mil/docs/Modeling%20Methodology%20Paper%20Jun%2008.doc)
USMA 1-1 Installations: Administration Scheduling Activities.
USMA USCC SOP, October 2016 (https://collab.westpoint.edu/uscc/USCC%20SOP/000_USCC%20SOP%20OCTOBER%202016.pdf)
USMA Table of Distribution and Allowances
USMA Strategic Plan (2017-2022) (https://portal.westpoint.edu/usstaff/G5/101/1.Templates,%20Functional%20Lexicon,%20Log%20Book,%20Regula tions/Regulations/2017%2001%2030%20USMA%20draft%20Strategic%20Plan%20Reorganization_clean%20(NA GLE%20EDIT).docx)
DA General Order 2012–01 Assignment of Functions and Responsibilities Within Headquarters, Department of the Army.
DOD 7000.14–R Department of Defense Financial Management Regulation (DOD FMR).
DODD 7045.14 The Planning, Programming, Budgeting, and Execution (PPBE) Process.
DFAS–IN Manual 37–100 series The Army Management Structure.
10 USC Armed Forces.
10 USC § 3022 Department of the Army, Financial Management.
31 USC Money and Finance.
31 USC § 1517 Prohibited obligations and expenditures. USMA 10-1 • 1 April 2018 65
OMB Circular A–11 Preparation, Submission and Execution of the Budget.
Section II Related Publications A related publication is a source of additional information.
AR 11–2 Managers’ Internal Control Program.
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Appendix B: Governance Structure and Committees
How USMA Practices Shared Governance
Preamble. The collaborative spirit and culture that permeates USMA contributes to shared governance. The faculty, staff, and cadets dedicate much in terms of time, effort, and insight to the effective accomplishment of USMA’s mission; such contributions assist decision makers in making the best informed decisions they can.
1. Definition. At USMA, shared governance is the principle that, while its leadership exercises chain-of- command authority (legal decision-making), such authority is best exercised after carefully considering input from the professional wisdom and perspective of the faculty, staff, and cadets.
2. General Features. a. Shared governance fosters discussions that promote creative approaches to existing goals and new challenges. b. Shared governance integrates and facilitates the efforts of cadets, staff, faculty, existing governance structures, and leadership. c. Shared governance at USMA demonstrates the chain-of-command’s respect for the professionalism, commitment, and expertise of all of those who are helping lead and implement our mission. USMA’s chain-of-command strives to balance participation of staff and faculty in order to maximize diversity of ideas in the process of making decisions while retaining ultimate accountability for decisions. d. USMA maintains a collection of governance structures, each of which focuses on unique functions, and implements clear and communicated processes.
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3. Benefits of Effective Shared Governance. USMA actively promotes shared governance because of its many benefits, which ultimately result in effective and efficient accomplishment of the mission. Shared governance: a. Reflects the mutual trust of every member of the community. b. Enhances the quality of decisions. c. Improves the speed of implementing decisions (although it requires more frequent and numerous interactions, which may slow decision-making). d. Builds commitment to mission, goals, and outcomes.
4. Continuous Improvement. a. As with other institutions which USMA collaborates with, and monitors, USMA’s improvement efforts are continuous and ongoing. Common characteristics of effective shared governance found at these institutions include: 1. Faculty, staff, and cadets being appropriately represented; 2. Processes are systematic, organized, documented, and communicated regarding roles and responsibilities, so as to be understood by faculty, staff, and cadets; 3. Appropriate information is willingly shared vertically and horizontally within the organization; and, 4. Faculty, staff, and cadet input informs leader decision-making, and decisions are communicated to those affected. b. The degree to which West Point embraces shared governance is influenced by two mutually dependent factors: the extent to which recommendations for decisions reflect the prevailing wisdom of the faculty, staff, and cadets as a whole, and the extent to which recommendations are carefully considered by decision making bodies and relevant leaders.
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Appendix C: Research Centers, Centers of Excellence and Support Centers
At West Point, research is organized and administered through centers. These centers, affiliated with and coordinated by the Institute for Innovation and Development, provide the infrastructure and support necessary to tackle the nation’s and the world’s most challenging problems. Our research centers bring context to the classroom, are central to our vibrant and pioneering faculty, and are one way West Point connects to the Army and to the Nation. In addition to applied research, there are centers at West Point that focus on other aspects of supporting the USMA mission. What follows is a list of research, academic, and support centers and programs both at West Point and partnered with West Point:
Research Centers and Centers of Excellence
Center for the Advancement of Leader Development & Organizational Learning
Center for Environmental and Geographical Science
Center for Faculty Excellence
Center for Holocaust and Genocide Studies
Center for Innovation and Engineering
Center for Languages, Cultures, and Regional Studies
Center for Leadership and Diversity in STEM
Center for Molecular Science
Center for Nation Reconstruction and Capacity Development
Center for Oral History
Center for the Study of Civil-Military Operations
Combating Terrorism Center
Cyber Research Center
Mathematical Sciences Center
Modern War Institute
Network Science Center
Operations Research Center
Photonics Research Center
Robotics Research Center
Simons Center for the Professional Military Ethic
West Point Center for the Rule of Law
West Point Leadership Center USMA 10-1 • 1 July 2017 69
Support Centers
The Cartographic Center of Excellence
Conflict and Human Security Studies Program
Center for Data Analysis and Statistics
Center for Enhanced Performance
Center for Faculty Excellence
Mathematics Center for Faculty Development
Modern War Institute
Office of Economic and Manpower Analysis
West Point Humanities Center
West Point Negotiation Project
West Point Writing Center
The website and links to these individual centers can be found at the following URL: http://www.usma.edu/centers/SitePages/Home.aspx
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Appendix D: Knowledge Management Structure
KM Components. The components of KM are People, Processes, Tools, and Organization. USMA uses the KM process to align these components so that leaders and subordinates of USMA can collaborate and share knowledge.
People – Each member of USMA makes up the most important component of KM, the “People”. Processes – KM and its associated activities are integrated into operations and all other staff and organizational processes. This integration enables the transfer of knowledge among individuals and organizations. Knowledge transfer occurs formally through established processes and procedures and informally through collaboration and dialogue. Tools – KM tools share and preserve knowledge. KM tools can be both digital and non-digital. Organization – An organized body of people with a specific purpose.
KM Process. USMA utilizes a five-step process model to facilitate KM: Assess; Design; Develop; Pilot; and Implement. There are necessary actions within each step that are most effective if executed concurrently. Figure 1 illustrates the KM process, starting with step one, and moving in a clockwise direction through the sequential steps. Evaluate, Tailor, Measure, and Train depict the over-arching purpose of the aligned phase. For example, the design step of phase two is used to tailor courses of action that the 10-1 proponent can implement to resolve the identified issue.
Figure 1. KM Process a. Assess 1) Purpose. The purpose of the assessment is to accurately capture the current composition of people, processes, tools, organization, and to identify knowledge gaps across USMA. During the assessment the Knowledge Management KMWG (KMWG) works together to define, describe, analyze, and depict operational issues of USMA.
2) Actions. First, the KMWG defines the operational issue. This is done by associating the operational issue with one or more of the four KM components. The KMWG must determine if the operational issue in question impacts the people, processes, tools, or USMA as an organization. For example, the KMWG identifies broken links within SharePoint as an operational issue. SharePoint is a tool that USMA personnel utilize to create a knowledge sharing environment. The broken links indicate that this is an operational issue impacting one of USMA’s tools. Once the operational issue has been associated with a KM component, the KMWG must describe USMA’s internal and external linkages and dependencies. Concept maps are one of the most effective tools KM personnel can use to describe external linkages and dependencies. By describing the operational issue in terms of linkages and dependencies, the KMWG is provided with a better understanding of what is causing the operational issue to occur. The KMWG must analyze and evaluate potential gaps identified by KM personnel to determine if the identified gaps are performance, and/or knowledge gaps. A gap analysis is then conducted so that the KMWG can correctly align efforts moving forward with the KM process. The Performance Gap Checklist (Appendix B) can be utilized to conduct an analysis of the identified potential gaps. Later in the KM process, the KMWG must accurately depict the findings of the assessment. The KM Assessment Chart (Appendix C) is a graphical representation utilized by the KMWG to depict the findings throughout the KM process.
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3) Products. The KM Assessment Chart is produced during the assess step. This chart, combined with the consultation of the IT Strategy Council, and guidance from the USMA Chief of Staff (CoS) produces the KM Strategy. The KM Strategy is tied into the USMA Strategic Plan eliminating the requirement of producing a KM strategy at the conclusion of the assess step. The KM strategy highlights the actions that need to be taken in terms of KM, but does not cover the necessary steps of each action. The KM action plan, which will be developed in later steps, covers the necessary steps required for each action.
b. Design 1) Purpose. The purpose of the design step is to begin identifying and tailoring solutions to close and mitigate the gaps identified during the assessment.
2) Actions. The KMWG must conceptualize a holistic approach to mitigate the people, processes, tools, and organizational gaps of USMA. The holistic approach begins with identifying the 10-1 Proponent best suited to resolve the identified gap. The proposed 10-1 Proponent is identified by the KMWG and approved by the CoS. The 10-1 Proponent then works with the KMWG to begin conceptualizing possible COAs. During conceptualization the 10-1 proponent and KWMG work together to ensure that the operational issue is refined in terms of people, processes, tools, and USMA’s organizational environment.
After the previous action, the 10-1 proponent develops possible solutions to resolve the identified gap. The proposed solution box of the KM Assessment Chart is used to assist the proponent and the KMWG with developing possible solutions.
The 10-1 Proponent prepares a KM Action Plan that highlights the actions required to resolve the identified gap. The KM Action Plan is used to incentivize compliance of all KM/RM efforts throughout the academy. The required action box is used by the 10-1 Proponent to highlight the required actions that need to take place in order to implement the proposed solutions.
3) Product. The KM Action Plan is produced during the design step. The KM Action Plan is approved by the CoS, and includes methodology, resources required, timeline, responsibilities, and assessment measures.
c. Develop 1) Purpose. The purpose of the develop step is to build the solutions formed earlier in the KM process. The required action box of the KM Assessment Chart is utilized by the 10-1 Proponent to assist with refining each action needed to implement the developed solutions. Once the action plan has been refined and updated, it is presented to CoS for approval.
2) Actions. During the develop step, the 10-1 proponent must coordinate with the CoS and KMO to confirm organization priorities, directorate/department critical information requirements, and organization status. After the necessary information has been confirmed, the 10-1 proponent must outline each required action listed in the KM action plan (for example, listing how many additional man hours will be consumed implementing possible COA(s)). Once the 10-1 proponent has outlined each required action, solutions can be built from those required actions. To ensure that solutions do not negatively impact other organizations, the CoS must approve the updated action plan prior to moving forward in the KM Process.
3) Products. An updated KM Action Plan consisting of fully built KM solutions ready to be piloted is produced during the develop step. KM solutions are approved by the CoS prior to movement to the pilot.
d. Pilot 1) Purpose. The purpose of the pilot is to validate the approved KM solutions on a small scale prior to implementation across the entire USMA organization.
2) Actions. The 10-1 proponent is responsible for planning all the details of the pilot. For example, some details of the pilot would include duration, personnel involved, assessment metrics, etc. Prior to moving forward in the KM process, the 10-1 proponent must ensure that all elements of selected pilot group are prepared to perform the pilot.
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After the details of the pilot have been planned and participating personnel are prepared to execute, the 10-1 proponent executes the pilot as briefed to the CoS. At the conclusion of the pilot, the 10-1 proponent and the KMWG evaluates the pilot to determine if ready for implementation. The CoS is briefed on the results of the pilot, and determines if the pilot is ready for implementation across the entire USMA organization.
3) Products. The product(s) produced during this step is a document with lessons learned from small pilot, and approval from CoS to move forward to the next step of the KM Process.
e. Implement 1) Purpose. The purpose of the Implement step is to introduce previously piloted solutions to the entire USMA organization.
2) Actions. The 10-1 proponent is responsible for producing an implementation plan that addresses all elements of people, processes, tools, and USMA as an organization.
The CoS and the KMWG are responsible for ensuring that synchronization occurs across all USMA elements. This ensures implementation occurs as intended, at the time intended, and in accordance with the original intent. Once the implementation occurs the KMOs and KMWG must continually assess the implementation, and recommend any changes to the CoS as required.
3) Products. The implementation plan is produced during the Implement step. The implementation plan is the blueprint used by the KMWG and other KM personnel, to deliver a validated KM solution.
The Knowledge Management Team. The KM team has personnel across the entire USMA organization. The exact composition varies depending upon the section/activity. For instance, subordinate activities such as USCC, DEAN, and USMAPS may be structured slightly different than other stakeholders that fall under USMA command. The diagram in Figure 2 describes representation of USMA’s organizational structure. It illustrates the knowledge management and records management personnel across USMA. This section describes the roles and responsibilities of each position.
Figure 2. USMA KM/RM Personnel Structure Diagram
a. Chief of Staff (CoS). The CoS is the senior knowledge management officer at USMA and advises the Superintendent on KM policy. The CoS is responsible for directing the KM activities of each staff section and subordinate activities to capture and disseminate USMA knowledge. The CoS provides leadership, enforcement, and mission focus. The CoS supervises the knowledge management officer (KMO) in developing KM and integrating those activities into the plans, operations, and training of USMA, and subordinate commands. The CoS may chair the KMWG or designate the KMO to do so. USMA 10-1 • 1 July 2017 73
b. Knowledge Management Officer (KMO). The KMO directs the Knowledge Management Working Group (KMWG). The individual in this role reports to the CoS and advises the Command and Staff on KM. The KMO ensures the KM process and procedures are understood throughout USMA. The KMO demonstrates how these processes and procedures improve efficiency and shared understanding, thus resulting in enhanced organizational performance. 1) Assess a) Compliance with content management requirements listed Appendix C, USMA Content Management Template SOP. b) Plan, coordinate, and facilitate KM activities. c) Staff and subordinate unit knowledge processes. d) KM SOP to ensure applicability and effectiveness. 2) Advise commander and staff on integrating KM practices throughout USMA 3) Facilitate a) KM techniques, policies, and procedures. b) Planning and coordination of KM functions and activities to improve shared understanding, learning, and decision making. c) Efforts to identify gaps in organizational processes by providing assistance to KMRs throughout the process. d) KMWG efforts and its meetings. 4) Advocate a) Provide suggestions for new KM initiatives or improvements based expertise. b) Advocate knowledge sharing during meetings, activities, and operations.
c. Knowledge Management Representatives (KMRs). All USMA staff sections and subordinate activities, with the exception of USCC, DEAN, and USMAPS, will maintain one primary and one alternate KMR. KMR and Records Coordinators (RCs) are USMA personnel whose duties are often carried out by the same individual. These personnel are identified and assigned at the discretion of their supervisor. The leadership of USCC, DEAN, and USMAPS determine the required number of KMRs that need to be established within their organization to be in accordance with USMA KM policies and procedures. The four main areas where KMRs contribute to implementing KM in their organization include advocacy, support, knowledge-brokering, and training. Advocacy includes spreading the KM message and educating and emphasizing the importance of sound KM practices. In their support role, KMRs attend knowledge management meetings and seek out projects and processes to streamline and automate. As knowledge brokers, KMRs link their colleagues to knowledge and information sources outside their immediate context. KMRs provide new unit/staff section members with a KM introduction and SharePoint orientations during the initial in- processing into the unit/section. Responsibilities within the four main areas include: 1) Advocacy a) Transmitting communications from the knowledge management officer to their section. b) Encouraging and setting the example in knowledge-sharing and learning. c) Leading knowledge management awareness training at staff section professional development. d) Collecting and sharing feedback from the staff section to the knowledge management officer, section, and working group. 2) Support a) Identifying gaps in staff element processes. b) Acting as liaison between the knowledge management officer/section and their staff section. c) Planning, coordinating, and delegating knowledge management activities for their staff section. d) Providing feedback to staff section leaders on the impact of knowledge management initiatives. e) Providing suggestions for new knowledge management initiatives or improvements. f) Providing knowledge management-specific training. 3) Knowledge Brokering a) Facilitating knowledge sharing during meetings, activities, and operations. b) Networking with other KMRs and building contacts with experts. c) Responding quickly to staff section requests for support with timely push to the KMO and KMWG. d) Identifying major knowledge and information needs and gaps in the staff section.
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4) Training a) Facilitate KM introduction training. b) Liaison and coordinate Records Management training, and all other external training requirements.
d. Knowledge Management Working Group (KMWG). The KMWG helps enhance knowledge flow and contributes to creating a shared understanding within USMA. The KMWG facilitates the implementation of KM into USMA. The primary focus of the working group is to perform KM assessments and advise. The working group advises the USMA Regulation 10-1 proponents and KMOs on KM efforts. The working group is how the KMO assesses and improves the transfer of the knowledge within USMA. The KMO facilitates the working group, although the CoS chairs the group. The KMOs, KMRs/RCs, and RA/RM form the KMWG. Meetings may be held monthly or more often depending on the pace of USMA, and its subordinate activities.
Records Management (RM). USMA’s Records Management Program operates in accordance with public laws and regulatory guidance. Title 44, United States Code, Chapter 31 (The Federal Records Act) requires the head of each Federal agency to maintain a continuing program for the economical and efficient management of the agency records. a. Records Administrators (RA). USMA has one Records Administrator USMA-wide. The RA oversees the entire USMA records management process. The primary role of the RA is to ensure that USMA is in accordance with all federal regulatory guidelines and requirements. Responsibilities include:
Provide guidance and clarification necessary to carry out the provisions of the Army-wide Records Management Program for key management controls for conducting program evaluations at least once every 3 years and for evaluation guidance and procedures. Liaison and coordinate records transfer, retirement, and retrieval with Department of the Army (DA) RHAs, Federal Records Centers (FRCs), and local National Archives and Records Administration (NARA) offices.
b. Records Managers. The primary role of the RM is to ensure that all Records Coordinators are properly managing the records within their organization, and operating in accordance with all federal regulatory guidelines and requirements. Responsibilities include:
Ensure adherence to the policies, procedures, and standards set forth in AR 25-400-2 and other appropriate guidance. Appraise sections records management program at least once every 3 years and ensure that necessary corrective action is taken. Liaison and coordinate records transfer, retirement, and retrieval with the installation RHA, FRCs, and local NARA offices. Provide technical assistance to RCs as required.
c. Records Coordinators (RCs). USMA RCs are appointed by their supervisors. As shown in Figure 8, RC and KMR duties are collateral duties often carried out by the same individual. RCs have identical responsibilities of the Records Manager with the exception of approving ORLs.
Content Management (CM). CM focuses on how USMAs content is created, how it used, who uses it, when it is used, where it is stored, and what happens with it. Effective content management provides users with immediate and secure access to trusted, relevant knowledge products. See Appendix A, Content Management Template SOP.
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KM Training
a. There are five general categories of training that need to be completed in order to be fully effective in training and advocating the value of knowledge management.
1. Knowledge Management introduction. The KM introduction is key to establishing and creating awareness of the knowledge management concept. It gives KMRs the opportunity to define key KM terms –knowledge management, content management and information management and create shared understanding.
2. SharePoint (SP) End User. SP training provides USMA personnel the knowledge needed to create navigating, lists, alerts, and document libraries. It is necessary for powers user and site administrators master these tasks. The United States Army offers various online training courses on the Army e-learning website (Skillport). The SharePoint training can be found at: Skillport, Army eLearning site-AG1-CP Microsoft SharePoint 2013 for End User Training.
3. Advance SharePoint. Advance SP training equips users with the skills necessary to create and manage sites and site collections. This training covers all skills included in the power user training course and skills need to perform administrative tasks. The Advanced SharePoint training can be found at: Skillport, Army eLearning site- AG1-CP Microsoft SharePoint 2013 for Power User Training.
4. Knowledge Management. KM training prepares students to plan and implement KM solutions in organizations of all types. It does this, first, by providing enrollees with a map of KM today, and second, by providing instruction in key areas of KM. KM training objective is knowledge integration including knowledge sharing, research for and retrieving existing knowledge, data and information and dissemination.
5. Records Management. This training prepares users to plan and implement the records management solutions in all organizations that fall under USMA command. Records management training objective is to teach USMA personnel how to capture, preserve, and make available evidence essential for USMA to make decisions and action. USMA KM/RM Training Requirements. The USMA KM/RM training requirements table describes the necessary training required for each KM/RM position (Table 1).
Table 1 – Training Requirements for KM Positions
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Appendix E: Glossary
Section I Abbreviations
ACI Army Cyber Institute
ACOM Army Command
ACPDC Arvin Cadet Physical Development Center
ADCON Administrative control
ABCP Army Body Composition Program
AFGE American Federation of Government Employees
AIAD Academic Individual Advanced Development
AMAT Army Music Analytics Team
AMC Army Materiel Command
AMS Academy Management System
AOG Association of Graduates
ARNG Army National Guard
ASCC Army Service Component Command
ASR Army Service Requirements
AT annual training
ATO Authority to Operate
ATRRS Army Training Requirements and Resourcing System USMA 10-1 • 1 July 2017 77
BAO Bilateral Affairs Office
BTD Brigade Tactical Department
C4/IT command, control, communications, computers, and information technology
CAF Cadet Activities Fund
CAPE Center for Army Professional Ethic
CBA Centrally Billed Account (G8)
CBA Collective Bargaining Agreement (Labor Union)
CBE Command Budget Estimate
CBT Cadet Basic Training
CCATV Closed Circuit Academic Television
CCBT Cadet Candidate Basic Training
CCDP Cadet Character Development Program
CDSO/ADSO Collateral & Assistant Duty Safety Officer
CEAB Club Extracurricular Board
CG Commanding General
CHF Cadet Hosting Funds
CIO/G–6 Chief Information Officer
CMRF Cadet Mess Ration Fund
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COCOMs Combatant Commands (command relationship)
COE Center of Excellence
COE Cost of Education (G8)
COG Cost of Graduate (G8)
COOP Continuity of Operations
CONUS Contiguous United States
CoS Chief of Staff
CP Career Program (G8)
CPAC Civilian Personnel Advisory Center
CPLAN Command Plan
CS Cyber Security
CSA Chief of Staff, Army
CUB Cadet Uniform Board
DA Department of the Army
DAA Directorate of Academy Advancement
DAD Directorate of Admissions
DAIG Department of the Army Inspector General
DAO Defense Attaches Office
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DASA-FO Deputy Assistant Secretary of the Army-Financial Operations
DCA Director of Cadet Activities
DCO Departmental Computer Officer
DCPS Defense Civilian Payroll System
DCS Deputy Chief of Staff
DDL Designated Disclosure Letters
DENTAC Dental Activity
DFAS Defense Finance and Accounting Service
DOD Department of Defense
DODIG Department of Defense Inspector General
DOIM Director of Information Management
DPW Department of Public Works
DRM Director of Resource Management
DRPM direct reporting program managers
DRU Direct Reporting Unit
DTS Defense Travel System
ECC Executive Correspondence and Control
EOLC Equal Opportunity Leaders Course
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ERP Enterprise record program
ESG Executive Steering Group
ESEP Engineer and Scientific Exchange Program
FADs Funding Authorization Documents
FAEP Foreign Academy Exchange Program
FMR Financial Management Regulation
FLO Foreign Liaison Officers
FOIA Freedom of Information Act
FORSCOM Forces Command
FPD Force Protection Detachments
FRG Family Readiness Group
GFEBS General Fund Enterprise Business System
GS General Schedule
GTCC Government Travel Charge Card
HQDA Headquarters, Department of the Army
HRP High Risk Personnel
IA information assurance
IAW in accordance with
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ICA Internal Control Administrator
IG Inspector General
IMCOM U.S. Army Installation Management Command
INTSUM Intelligence Summary
IO Information operations
IPEDS Interdisciplinary Postsecondary-Education Data System
IMO Installation Management Office
IPA Intergovernmental Personnel Act
IRB Institutional Review Board
IS Information Systems
IT information technology
ITO Individual Travel Orders
JRP Joint Reconciliation Process
KM Knowledge Management
KMO Knowledge Management Officer
KMR Knowledge Management Representative
KMWG Knowledge Management Working Group
LEADS Leadership Evaluation and Development System
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LPD Leader Professional Development
LRC Logistical Readiness Center
MDCPDS Modern Defense Civilian Personnel Data System
MAD Major Activities Directorate
MA/CC Military Academy/Corps of Cadets (Fund)
MEDDAC Medical Department Activity
MICC Mission and Installation Contracting Command
MOU memorandum of understanding
MPEP Military Personnel Exchange Program
MSCHE Middle States Commission of Higher Education
MTOE Modified Table of Organization and Equipment
MTSA Military Training Specific Allotment
NAF Non-appropriated Fund
NARA National Archives and Records Administration
NCAA National Collegiate Athletic Association
NEC Network Enterprise Center
NOVA National Organization of Victim Advocates
OCLL Office of Congressional Legislative Liaison
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ODIA Office of the Department of Intercollegiate Athletics
ODIEO Office of Diversity, Inclusion, and Equal Opportunity
ODTA Organizational Defense Travel Administrator
OEMA Office of Economics and Manpower
OPA Other Procurement, Army (G8)
OPORD(s) Operation Order(s)
ORF Official Representation Fund
OSD Office of the Secretary Defense for Policy
PBG Program Budget Guidance
PBO Property Book Officer
POM Program Objective Memorandum
PPBE Planning, Programming, Budgeting and Execution
PRC Plans and Resources Committee
PROBE Program Optimization and Budget Execution
RFF Request for forces
RMC Royal Military College of Canada
SA Secretary of the Army
SAP Semester Abroad Program
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SARB Sexual Assault Review Board
SARC Sexual Assault Response Coordinator
SCO Security Cooperation/Assistance Offices
SECARMY Secretary of the Army
SECDEF Secretary of Defense
SGS Secretary to the General Staff
SHARP Sexual Harassment and Assault Response and Prevention
SIGINT Signal intelligence
SOP Standard Operating Procedure
SRO Senior Responsible Officer
STAP Summer Term Academic Program
SUPT Superintendent, USMA
SVC Special Victims Counsel
TAA Total Army Analysis
TDA Table of Distribution and Allowances
TRADOC U.S. Army Training and Doctrine Command
UCFR Unit Commanders Finance Report
UCMJ Uniform Code of Military Justice
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UFR Unfunded Requirements
UIC unit identification code
USACE U.S. Army Corps of Engineers
USACIDC U.S. Army Criminal Investigation Command
USAG U.S. Army Garrison
USAFMSA US Army Force Management Support Agency
USALSA U.S. Army Legal Services Agency
USAPHC U.S. Army Public Health Command
USAR U.S. Army Reserve
USC United States Code
USCC United States Corps of Cadets
USEMB United States Embassies
USMA United States Military Academy
USMAPS United States Military Academy Preparatory School
VWAP Victim Witness Assistance Program
WPMR West Point Military Reservation
WPS West Point Schools
WPCTOF West Point Chapel Tithes and Offerings Fund
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Section II Terms
Academic program That broad structure within USMA which is responsible for the intellectual development of cadets. It consists of courses, minors, majors, activities, and departments, and is headed by a Brigadier General, the Dean of the Academic Board.
Benchmark A standard for measuring or judging other things; a level of quality that can be used as a standard against which to compare other things.
Board A structure in which institutional decisions are made.
Character program That broad structure within USMA which coordinates the development of honorable character in cadets. It is administered jointly by the Brigade Tactical Department and by the Simon Center for the Professional Military Ethic.
Charge Synonymous with purpose; to require someone, or a unit, to do a particular job.
Charter The charter of a structure consists of the following key elements: purpose; authority; opponent; specific functions and responsibilities; membership; responsibilities; operations; facilitate shared understanding; and continuous improvement. See Enclosure 4 for a description of each.
Committee A structure that: Implements an approved charter, has a specific recurring function, reports to a decision-making Board or leader, is aligned with and supports USMA institution and directorate planning and decisions, and has members who are appointed as representatives from the appropriate stakeholders.
Council A structure that: Reports directly to and advises the Academic Board / Superintendent on specific issues based on the views of the stakeholders it represents and implements an approved charter.
Direct evidence A statement that is based on personal knowledge, observation, or experience and is free of inferred references or data acquired through second-hand means.
Faculty Any member of an academic department who instructs Cadets and does not work under an organization with the formal title of “staff.”
Function A recurring responsibility of a structure, directorate, unit, or individual within an organization. The majority of the functions listed in the 10-1 are one step below the mission and are an aggregate of the major tasks.
Goal A statement on what is needed to accomplish to achieve a mission.
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Imperative An action or requirement that must be completed in order to meet the desired end state of a mission or function
Indicator Something that shows what a situation is like or how it is changing.
Indirect evidence Proof of a disputed fact that is based on reasoning and is not gained through personal knowledge, observation or experience (also called circumstantial evidence)
Initiative A new plan, directed by a leader, directorate, unit, or structure or action to improve something or solve a problem.
Measure of effectiveness An amount or number that quantifies the results obtained by a system; corresponds with goals, commitments, outcomes, objectives and achievement of desired results.
Metric A set of numbers that give information about a particular process or activity and used in assessment.
Military program That broad structure within USMA which is responsible for the military development of cadets by instilling in them the foundational military competencies necessary to certify proficiency as leaders of soldiers. It is headed by a Brigadier General, the Commandant of Cadets.
Mission The result an organization achieves through its plans and actions.
Objective A concrete attainment that can be achieved, in pursuit of a goal, by following a certain number of steps.
Outcome The result or effect of an action, in our case, an expectation for student learning.
Physical program That broad structure within USMA which is responsible for the physical development of cadets. It consists of three complementary components: instructional coursework, physical fitness testing, and competitive sport participation, and is headed by a Brigadier General, the Commandant of Cadets.
Plan A set of actions designed and intended to achieve a specific aim.
Policy A set of ideas or a plan of what to do in given situations; a guiding principle that sets direction.
Program A broad structure of courses, classes or assignments designed around achieving an overarching end or goal in a specified area (e.g. the USMA Academic program, Military program or Physical program)
Purpose A concise statement for the existence of the structure or organization. Specific functions are not included in the purpose statement.
Regulation A rule or system within an organization that controls activities and/or processes. USMA 10-1 • 1 July 2017 88
Senate A structure which reports directly to the Superintendent and consists of appointed senior faculty members who advise the Superintendent on specific issues that are based on the views of the stakeholders they represent.
Staff Anyone who works for an organization which has the official title of “staff” (e.g. G-3, G-8, etc.) or someone who has a primary position that does not fall under an academic department.
Standard operating procedure The usual and approved method for doing a particular function.
Strategy A long-range plan for achieving a goal.
Subcommittee A structure that: Reports to a committee or a council, conducts a specific recurring function, which is described in the charter of the structure to which it reports, and has internal committee members who are appointed by the committee.
Task force/Tiger team. A structure that: Is assigned a specific mission (that is not recurring) by the Superintendent, Dean, or Commandant, and then dissolved when its mission is complete, has members who are appointed and are representative as appropriate to the group’s mission, and implements an approved charter.
USMA The United States Military Academy represents all direct report units (DRUs) to the Superintendent. USMA does not include supporting organizations at West Point to include the Garrison, KACH, DENTAC, CPAC, etc.
Vision An inspirational/aspirational construct that creates a mental image of the future state the organization wishes to achieve or become.
Working Group A structure that: Is usually temporary in nature based on a specific function or mission that is not recurring and consists of stakeholders who represent organizations or units which are connected to the function.
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