Officer Programs Plan
The officer programs plan covers the same elements
as the enlisted plan. The officer programs officer (OPO)
takes the lead in formulating officer programs input to
the plan. The OPO recommends specific courses of
action in regard to prospecting, lead generation,
advertising, market analysis, and processing to achieve
the officer program objectives.
This section is written last. It provides a one- or
two-page overview summarizing the enlisted and officer
sections of the plan that has already been written. The
XO normally writes the executive summary with the
OPO and EPO as it summarizes both sections of the
plan. This narrative serves as an introduction to the
situation analysis. The work already done in the
situation analysis and completed tables are supporting
arguments for statements made in the summary.
ZONE SITUATION ANALYSIS
We have discussed the marketing operations plan
that is developed at the district headquarters. Now lets
take a look at the zone situation analysis that provides
a major part of the district enlisted programs plan input.
Keep in mind that although you are providing the
information to the district for inclusion in the operations
plan, the information and evaluation should be used
within your zone for decisions concerning prospecting
and recommendations for manning and goaling. Your
territory analysis evaluated your market to show what
you have to recruit from. Your station situation analysis
will go a step further and evaluate resources, past
productivity, and activity along with the marketing data.
This will give you a more complete picture of where
you are now and what directions you should take. Look
at what you have and what has been done with it to
determine what you should do next.
Resource Projections and Implications
Your resource projections include production
recruiters and operating assets. As you address the
production recruiter portion of your analysis, consider
manning levels, comparing individual station RAFs to
actual onboard counts. Take a look at your personnel
turnover rate, both projected rotation dates and your
average annual loss due to fault/no-fault transfers. Next
consider the experience levels of personnel assigned.
Check recruiter qualification standard (RQS) levels
required and attained. You should also consider CRF
personnel assigned or required. Operating assets should
include your zones funding requirements for temporary
additional duty (TAD), applicant travel, equipment and
furnishings, and any DEP/COI functions planned. You
can take this information from your budget input sheets.
Marketing Assumptions and Implications
Use the information that you have gathered for
territory analysis to address economic and demographic
assumptions, political and social assumptions, and goals
E C O N O M I C A N D D E M O G R A P H I C
ASSUMPTIONS. As you gather information on your
territory, look at per capita income figures,
unemployment rates, population figures, and the type of
area you cover, such as rural or metro. You are looking
for differences as well as trends that may affect
recruiting. If per capita income is extremely high, a
steady income may not be your biggest selling point. If
unemployment is steadily decreasing, you may find
stiffer competition for the recruitable market. Attitudes
tend to differ in rural and metropolitan populations.
Once you have identified some basic assumptions, look
for ways to either overcome the detriment or capitalize
on the benefit.
P O L I T I C A L A N D S O C I A L
ASSUMPTIONS. Political and social assumptions are
made by gauging the local support for the military,
rapport with the educational community, support for
high school ASVAB testing, propensity to enlist, and
competition from local industry and other services.
Again, you are gathering data and making an educated
assumption of its impact on recruiting so that you can
develop a plan.
GOALS AND POLICY. The NRD plan will
include an annual goal planning matrix. At your level,
you should make general statements concerning
anticipated policy considerations. Include information on
quantity as well as quality. An example would be that
NRS A, a station with historically low ASVAB scores,
will be goaled with a lower percentage of upper mental
group enlistments, which will be offset by NRS B,
which has steadily yielded 75 percent upper mental
group enlistments. These considerations should all be
based on available marketing data.