accessions information environment (aie) · flow, thereby fostering mission success. 1.2.3.3...

UNCLASSIFIED // FOUO

AIE CONOPS UNCLASSIFIED // FOUO

Version 1.0 7 MAY 2018

Distribution A. Approved for public release: distribution unlimited.

Accessions Information Environment (AIE)

Concept of Operations (CONOPS) Version 1.0 7 May 2018

Prepared By: Training and Doctrine Command (TRADOC)



iii Version 1.0 7 MAY 2018


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AIE CONOPS UNCLASSIFIED // FOUO v Version 1.0 7 MAY 2018


Revision History

Version Date Summary of Changes

Version 1.0 7 MAY 2018 Initial Release



vi Version 1.0 7 MAY 2018


Table of Contents

Executive Summary ................................................................................................... viii

1.0 Introduction ...................................................................................................... 1

1.1 Background ........................................................................................................ 1

1.2 Capability Need .................................................................................................. 2

1.3 Mission Needs Statement (MNS) ....................................................................... 4

1.4 Mission Needs Statement Capability Gap .......................................................... 5

1.5 Current Situation ................................................................................................ 6

2.0 Operations and Support .................................................................................. 7

2.1 Missions ............................................................................................................. 7

2.2 Users and Other Stakeholders ......................................................................... 11

2.3 Assumptions ..................................................................................................... 12

2.4 Operations Description ..................................................................................... 13

2.5 Support Description .......................................................................................... 31

2.6 Potential Impacts .............................................................................................. 32

3.0 Use Cases ....................................................................................................... 34

3.1 Operational Activities ........................................................................................ 35

3.2 Potential Use Cases: Out-of-service Applicant ................................................ 37

3.3 Potential Use Cases: In-Service Applicant ...................................................... 40

3.4 Potential Use Cases: Scholarship Cadet ......................................................... 43

3.5 Potential Use Cases: Non-Scholarship Cadet ................................................. 46

3.6 Potential Use Cases: Planning ........................................................................ 46

4.0 Functional Capabilities .................................................................................. 55

4.1 Functional Capabilities .......................................................................................... 55

4.2 Non-functional Capabilities ............................................................................... 57

5.0 CONOPS Development Team ........................................................................ 57

6.0 Business Processes ...................................................................................... 58

Appendix A Acronyms .......................................................................................... 78

Appendix B References ......................................................................................... 85



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List of Tables

Table 1. Measures of Effectiveness and Measures of Performance ............................ 21

Table 2. AIE Operating Environment ............................................................................ 23

Table 3. Current Interfaces ........................................................................................... 25

Table 4. Operational Activity Business Process Descriptions ...................................... 58

List of Figures

Figure 1. AIE Operational Concept (OV-1) ..................................................................... 8

Figure 2. AIE Future State (To-Be) .............................................................................. 10

Figure 3. AIE Army Enlistments CONOP ..................................................................... 15

Figure 4. AIE ROTC Enrollment, Contracting, Management, and Commissioning CONOP ......................................................................................................................... 17

Figure 5. Army SOF Recruitment CONOP ................................................................... 18

Figure 6. Army AMEDD Recruitment and Commissioning CONOP ............................. 20

Figure 7. Current ARISS Interfaces (USAREC) ........................................................... 29

Figure 8. Current CCIMM Interfaces (USACC) ............................................................ 29

Figure 9. AIE Target System Interfaces ....................................................................... 30

Figure 10. State Transition Diagram............................................................................. 30

Figure 11. AIE Operational Activities / Tasks (OV-5a).................................................. 36



viii Version 1.0 7 MAY 2018


Executive Summary

The Army is the world’s preeminent land force and, as part of the Joint Force, wins the Nation’s wars. Newly emerging and increasingly dangerous threats place progressively high risk demands upon the Army and its sister services. Modern technology enhances the Army’s warfighting capabilities, but Soldiers hold the key for trained, ready formations capable of conducting combat operations around the world. All are volunteers and they are the lifeblood of the Army.

Recruiting and accessing the All Volunteer Force (AVF) are data driven activities; therefore, available, authoritative data are critical to success. The Army Accessions Enterprise must be able to procure, assimilate, analyze, store, and secure data while enabling access for authorized users to process applicants for accession, conduct research and studies, provide reports, and other activities requisite for success. Recruiters, Recruiting Operations Officers (ROO), Professor of Military Science (PMS) and Human Resource Assistant (HRA) are critical and essential in the initial processes to ensure Accessions Lifecycle success.

This Accessions Information Environment (AIE) Concept of Operations (CONOPS) describes the case, the scope, and operational environment for AIE. The AIE employs modern technology that enables solutions for accessioning workforce and commanders at multiple echelons across the breadth and depth of the accessions enterprise. The environment collects, stores, secures, and allows role based access to sensitive data, including Personally Identifiable Information (PII) and Protected Health Information (PHI). AIE provides timely access for studies, analyses, reporting, and decision support.



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1.0 Introduction

1.1 Background

The modern All Volunteer Force (AVF) traces its lineage to March 1969 when President Richard Nixon appointed a Commission on the All Volunteer Force, also known as the Gates Commission. The Gates Commission released its report in February 1970 recommending an end to the draft. Congress refused to extend the draft on 1 July 1973, and the AVF became a reality. Bernard Rotsker, a RAND researcher, notes in his book, The Evolution of the All Volunteer Force, that at least one member of the Gates Commission doubted the viability of the AVF in a major conflict. Yet, in spite of involvement in Iraq and other simultaneous conflicts around the world, the AVF continues to serve the Nation well. However, the accession enterprise requires rejuvenation to ensure continued success.

A number of societal phenomena contribute to challenges the Army faces in meeting its accessioning Accessions missions. Among them are declining numbers of young men and women who qualify for service in the Army. Less than 30% of those in the target population age group meet the requirements for entry and service. Additionally, the Army experiences high attrition among those awaiting training seats after enlistment and from Soldiers unable to complete the rigors of Initial Military Training (IMT), while Reserve Officer Training Corps (ROTC) absorbs attrition from enrolled cadets. The Accessions Information Environment (AIE) is a program of record established to confront these challenges with new business practices and modern technology.

The Secretary of the Army is responsible for recruiting and organizing the Army. Title 10, United States Code (USC) §3013 explicitly addresses these responsibilities. Title 10, USC §103 outlines Senior Reserve Officer Training Corps (SROTC) management. Furthermore, Title 10, USC §503 outlines the requirement for the Secretary “to conduct intensive recruiting campaigns” for enlistments and emphasized the importance of “aggressive advertising and market research targeted at prospective recruits,” along with coaches, teachers, parents, and others who may influence them. Title 10, USC §503 also authorizes compilation, retention, and use of directory information, and outlines the requirements for secondary schools to provide recruiter access. The AIE will leverage technology as a tool among many to meet these obligations.

However, recruiters and ROTC cadre are the tip of the accessions spear and hold the keys to success. Their implied tasks include establishing relationships with leaders, business people, educators, and other influencers throughout the community. They interact with students, prospects, parents, community leaders, coaches, and other role models. These relationships are enablers for accession mission accomplishment because they build trust and credibility. The AIE employs commercial tools for recruiters to manage contacts, whether they are leads, prospects, applicants, Future Soldiers, potential ROTC cadets, or influencers.





1.2 Capability Need

1.2.1 The Army must recruit and access quality young men and women for service in sufficient quantities to ensure personnel readiness.

1.2.2 The Army requires an AIE that

(A) Provides security for Personally Identifiable Information (PII), Protected Health Information (PHI) and other sensitive data.

(B) Enables timely access to authorized users performing prescribed roles.

(C) Enables use of operating system (OS) mobile devices and desktops for accessing and recruiting tasks anytime and anywhere while maintaining secure connectivity to the enterprise.

(D) Enables authorized users to perform research, conduct studies, analyze data and accomplish other tasks using modern tools that implement current analytical techniques.

(E) Provides reliable, consistent, and timely information using planned and customizable reports.

(F) Supports programmatic, financial, and operational decision making and planning.

(G) Complies with appropriate statutes.

(H) Supports the eight (8) accessions enterprise core capabilities.

a. Lead Generation/Management

b. Prospecting

c. Interviewing

d. Processing

e. Marketing

f. Intelligence

g. Training/Leader Development

h. Pay and Incentives

(I) Enables recruiters to manage contacts, relationships, and activities.

(J) Provides single data entry; once entered, data automatically populates fields required for processing applications throughout the enlistment and ROTC life cycles, and transfers data to Army systems of record.

i. Enlistment

j. Training records while a member of the Future Soldier Training Program (FSTP)

k. Terminate enlistment

l. ROTC application

m. ROTC enrollment





n. ROTC contract application and acceptance

o. ROTC training records and academic reports

p. ROTC incentive payment history

q. Terminate ROTC participation

r. Cadet performance evaluations

s. Cadet pay, orders for training and other leader development training and education, and academic activities

t. Pre-commissioning applications and processing

u. In service recruiting for Special Operating Forces (SOF) candidates

v. Special missions including Army Medical Department (AMEDD) professionals, chaplains, band members, and Warrant Officer Flight Training (WOFT) candidates, and applicants for Officers Candidate School (OCS)

(K) Automates assembly and dispatch of application packets for enlistment, ROTC enrollment and contracting, and commissioning.

1.2.3 A Common Operating Picture (COP), Knowledge Management (KM), and Connectivity/Mobility are the foundational pillars that define critical AIE capabilities.

1.2.3.1 The COP presents real time digital interactive reports and/or dashboards enabled by data correlated from authoritative sources that provide an easy-to-read, graphical representation of the organization’s current mission status and as applicable, historical trends of key performance indicators to enable understanding for rapid and informed decision-making. The AIE COP connects a distributed global workforce supporting all echelons throughout the Accessioning Lifecycle process.

1.2.3.2 KM applies principles to create, organize, apply, and transfer information and knowledge between authorized people. It seeks to align people, processes, and tools, including information technology, in the organization to continuously capture, maintain, and reuse key information and lessons learned to help units learn, adapt and improve mission performance. Knowledge management enhances an organization's ability to detect and remove obstacles to knowledge flow, thereby fostering mission success.

1.2.3.3 Connectivity/Mobility enables members of the enterprise to perform their roles anywhere, anytime, using OS agnostic devices while retaining secure connectivity with the enterprise. Commercial Everything as a Service (XaaS), which includes software, platform, and infrastructure, enables around the clock responsiveness and enables





timely development, testing, deployment, and maintenance of mission essential applications.

1.2.4 The Accessions Enterprise and the Army require management systems that are responsive to customer demands for recurring and ad hoc reporting, longitudinal research, studies and analyses, and decision support. The ability to support studies, cohort management, and programmatic planning and analysis in a dynamic, secure environment is necessary to ensure the Army meets annual quality and quantity goals for enlistment and commissioning.

1.2.5 The Army must comply with statutes governing enlistment of Soldiers into the Army, enrolling cadets into ROTC, managing training and education for Future Soldiers and ROTC cadets, and commissioning officers.

1.3 Mission Needs Statement (MNS)

1.3.1 The Army must have the capability to recruit and access individuals with the requisite skills in the required numbers to maintain personnel readiness in the AVF.

1.3.2 A COP, KM, and Connectivity/Mobility are requisite capabilities for the AIE and critical for success.

1.3.3 The Army requires relevant, accurate, precise, integrated, and timely data to support well informed decisions. This requirement necessitates a rigorous and dynamic process to collect, store, and secure data, maintain data integrity, and enable access for users with role-based responsibilities. The users include United States Army Recruiting Command (USAREC) recruiters, Army National Guard (ARNG) recruiters, United States Army Cadet Command (USACC) Recruiting Operations Officers (ROO), USAREC, ARNG, and USACC staff and leaders, Human Resources Center (HRC) staff, Center for Initial Military Training (C-IMT), Training and Doctrine Command (TRADOC) staff, and Headquarters Department of the Army (HQDA) analysts. The AIE supports tactical planning and decision making by recruiters and ROO, and Planning, Programming, Budgeting, and Execution (PPBE) and strategic decisions at HQDA.

1.3.4 The Gates Commission recommended an AFV in March 1970 and Congress allowed the draft to expire on 1 July 1973. Multiple statutes in the intervening 40 plus years promulgated requirements for enlistment and commission. Most notably, multiple National Defense Authorization Act (NDAA), and Title 10 USC specifically direct Department of Defense (DoD) recruiting activities. The Army developed policies and information technology systems to comply with these statutes. However, these systems urgently require replacement. They are archaic, unreliable, and economically infeasible to maintain and upgrade.

1.3.5 The Army requires an environment for recruiting and accessions that:

• Will track leads, prospects, applicants, Future Soldiers, prospective ROTC cadets, ROTC applicants, and ROTC cadets.

• Will enable contact, relationship, and activity management.





• Will track collection and storage of data, records, and other material supporting enlistment and enrollment processes.

• Supports operations from recruiter through senior staff and leaders at HQDA.

• Interface with other DoD organizations such as Military Entrance Processing Command (MEPCOM), Defense Manpower Data Center (DMDC), and sister services, as necessary.

• Complies with DoD requirements for collection, storage, and transmission of Controlled Unclassified Information (CUI) of PII and PHI.

• Will reside in a commercial, XaaS environment, enable cross domain operations with Non-Secure Internet Protocol Router Network (NIPRNet) and ensure compliance with cyber standards to avoid disclosure of sensitive information.

• AIE will include End to End (E2E) visibility and will interface with the Army’s new Integrated Personnel and Pay System (IPPS-A).

• Enables users performing authorized roles access to data pursuant to execution of their assigned responsibilities.

• Enable same user experience at all workforce echelons within the accessioning environment.

1.3.6 The Army needs a system to produce complete, reliable, consistent, and timely information, and enable longitudinal cohort tracking and analysis. This capability provides the ability to track and assess the entire recruiting and accessions process from “First Impression through completion of first term of service,” and the entire military human resources life cycle, beginning with “first impressions” in the recruiting and accessions process, initial military training, service, separation and transfer to the Veterans Administration. AIE provides access to recruiting and accessions data, while IPPS-A, and other Army Systems of Record, provides data which enables analysis of transactions, human performance, and market data to ensure continual assessment and improvement of recruiting and accessing the Army. AIE enables the collection and transfer of correct authoritative data during recruiting required for outgoing data exchange to IPPS-A synchronized with the authoritative documents transmitted to establish the Army Military Human Resource Record (AMHRR).

1.3.7 The system must protect sensitive data and provide responsive support for ad hoc questions and studies, as well as recurring reports and formal studies.

1.4 Mission Needs Statement Capability Gap

1.4.1 Current systems are archaic, and expensive to maintain.

1.4.2 Recruiting and accessions systems do not provide single entry data capabilities. Duplicative efforts to enter or retrieve data lead to multiple errors.

1.4.3 Current systems do not provide end to end (E2E) visibility, nor do they support E2E analysis.





1.4.4 Current systems do not have the ability to track cohorts or individuals from “First impression” through completion of service.

1.4.5 Recruiting and accessions applications and databases operate on a stand-alone private network, the Recruiting Services Network (RSN), an antiquated architecture.

1.4.6 Recruiters lack the tools to efficiently and effectively manage relationships with prospective candidates and influencers.

1.4.7 Applications such as Army Recruiting Information Support System (ARISS) are not easily configurable to comply with dynamic business practices or policy changes. Modifications require excessive development time and are prohibitively expensive.

1.5 Current Situation

1.5.1 The Army extensively and aggressively markets to America’s youth for enlistment into each of the components or enrollment into ROTC and other commissioning programs. Statutes and policy authorize a wide range of bonuses and other incentives, and marketing campaigns to ensure the Army meets goals for quantity and quality.

1.5.2 The Accessions Enterprise relies upon a variety of antiquated, complex systems operating on the RSN to include Army Recruiting Information Support System (ARISS). ARISS is an Information Technology (IT) system that touches every aspect of Recruiting and Accessioning of Soldiers into today’s Army. It is the Army’s single originating source for all Enlisted, Medical and Chaplain Officer Personnel Records.

1.5.3 ARISS does not have a performance monitoring tool in place to detect potential system issues prior to catastrophic failure. ARISS service degradation began in OCT 2017. Determination made that current infrastructure, databases, and application software is no longer able to support the current requirement of 23,000 users.

1.5.4 The RSN is a private network, accessed via virtual private network (VPN) utilized by each of the DoD recruiting services, and MEPCOM, a joint command. The Army is responsible for managing the RSN.

1.5.5 In its current configuration, the RSN and applications that run on it are complex, customized, and require multiple interfaces with NIPRNet applications. These applications are insecure and cannot be run on the NIPRNet. It is technically and economically infeasible to modernize these applications to meet NIPRNet cybersecurity requirements and replacement of aging hardware hosting these applications is neither affordable nor easily done.

1.5.6 Users of the current system are often required to enter the same data multiple times, thus introducing numerous opportunities for error. The system does not support requirements for ease of use, contact and relationship management, and applicant processing.





1.5.7 ROTC face tremendous hurdles managing enrollment, evaluating training and education, paying cadets, arranging summer training, and completing the myriad of tasks associated with commissioning and accessing into any of the three components. These hurdles consist of a) training and certifying nearly 2,000 Active Duty Army instructors in accordance with AR 350-1 and TRADOC Regulation 350-70 at over 900 universities, which are geographically dispersed across the US and its territories. b) Developing, implementing, and maintaining the SROTC Military Science curriculum that must be approved and accredited by 274 different public and private universities with a variety of approving/accrediting processes. c) Implementing the Army Quality Assurance Program for education and training at 274 SROTC Programs.

2.0 Operations and Support

This section introduces the mission, user groups, organizations, environment, interdependencies and other circumstances, and the support environment in which the AIE capability must operate.

2.1 Missions

2.1.1 10 U.S. Code, Section 3013 states:

“…the Secretary of the Army is responsible for, and has the authority necessary to conduct, all affairs of the Department of the Army, including recruiting…”

2.1.2 10 U.S. Code, Section 2102 (a) states:

“The secretary of each military department, under regulations prescribed by the President, may establish and maintain a Senior Reserve Officer Training Corps program, organized into one or more units, at any accredited civilian educational institution authorized to grant baccalaureate degrees.”

2.1.3 10 U.S. Code, Section 3016 (b) (2) states:

“One of the Assistant Secretaries shall be the Assistant Secretary of the Army for Manpower and Reserve Affairs. He shall have as his principal deputy the overall supervision of manpower and reserve component affairs of the Department of the Army.”

2.1.4 10 U.S. Code, Section 503 (a) states:

“The Secretary concerned shall conduct intensive recruiting campaigns to obtain enlistments in the Regular Army….”

Furthermore, this section directs the Secretary of Defense to “enhance the effectiveness of recruitment programs” conducted jointly and by individual services “through an aggressive program of advertising and market research targeted at prospective recruits for the armed forces and those who may influence prospective recruits.”





Section 503 (b) and (c) authorizes the compilation and retention of directory lists, prescribes procedures for making the information available to the armed services for military recruiting purposes, and addresses the steps for ensuring access to secondary schools.

2.1.5 The Secretary of the Army is the Combatant Command Support Agent for non-Army commands designated in DoDD 5100.03, Support of the Headquarters of Combatant and Subordinate Unified Commands and shall provide or arrange for the administrative and logistical support of the headquarters of the Combatant Commands and the subordinate unified commands.

2.1.6 The Army requires an Accessions Information Environment that:

• Enables the Army to comply with U.S. Code 10, Sections 503, 3013, and 3016, above and provide, “(A) complete, reliable, consistent, and timely information which is prepared on a uniform basis and which is responsive to the information requirements of the accessions enterprise (B) studies and analysis; (C) facilitates ease of recruiting and enlistment processing, and ROTC enrollment and management for frontline recruiters and leaders; and (D) supports commissioning for ROTC cadets.”

• Processes and protects data in a protected environment that complies with security system, data and technology regulations; limits user access; and restricts visibility to personnel performing authorized roles.

The operational concept for the system, in terms of a high-level, is presented in the Operational Viewpoint 1 (OV-1) depicted in Figure 1.

Figure 1. AIE Operational Concept (OV-1)

Figure 1. AIE Operational Concept (OV-1)





Intelligence, Marketing, Prospecting and Lead Generation/Management are ongoing, interdependent accessions enterprise core capabilities. The accessions workforce continually employs these capabilities to understand their markets, educate and inform potential applicants, and gain an interview.

• The goal of interviewing is to engender the commitment to serve whether as an enlisted Soldier, commissioned Officer, or through an in-service transition such as Army Special Operating Forces. Figure 1 depicts the enlisted Soldier and commissioned Officer paths to accession.

• The USAREC has approximately 15,000 personnel in approximately 1800 locations across the United States and its territories.

• The ARNG has approximately 8,200 personnel in approximately 275 locations across the United States.

• SROTC has a presence on 274 college and university campuses and a number of satellite schools whose Cadets train with their colleagues on a nearby SROTC hosting campus.

• Each processing path to accessions contains leader development/training activities. The FSTP prepares the Future Soldier of initial military training by providing basic military knowledge, customs and traditions, and some physical training. Its duration is less than a year.

• SROTC is a four (4) or more year program leading to a baccalaureate or master’s degree in addition to extensive leader development/training. Military Science curriculum and extensive summer training opportunities prepare cadets for commissioning and accessioning into one of the Army’s three (3) components.

• The Accessions Enterprise will increasingly operate in the virtual environment. AIE provides the tools for managing their activities, contacts, relationships, and events. One AIE outcome is to integrate, streamline, automate, and reengineer business processes, as appropriate.

The operational concept for the system, in terms of a high-level graphical and textual description, is presented in the Future State (To-Be) model, Figure 2, and described below. The COP, KM, and Connectivity/Mobility foundational, critical, operational attributes for AIE. Rapid changes in technology left the accessions enterprise behind. AIE is an initiative to close the technology and capabilities gaps, manage the enterprise, and ensure the architecture supports future modernization and emerging requirements.

• Knowledge Management (KM) illustrates the importance of knowledge to enhance shared understanding, learning, and decision making. This improves adaptability, integration, and synchronization enabling effective decision making. The Accessions Enterprise operates in a dynamic, fast moving environment characterized by changes in policies affecting eligibility and incentives. Effective communications among echelons requires timely access to accurate data and confidence in the ability to exchange data between and among systems of record. The foundation rests on standardized formats, integrated, automated, effective business





processes. AIE will implement single source records to enhance accessions compliance with statutory requirements and data exchange with IPPS-A and other Army Systems of Record.

• Connectivity/Mobility is a critical characteristic of a modern system supporting an enterprise with a far-flung work force. AIE enables users to perform their authorized roles anywhere, anytime, using OS agnostic devices while maintaining secure connectivity with the enterprise. In this instance secure implies continuous connections meeting requirements to capture, secure, and transmit sensitive, but unclassified such as PII. An agile force requires responsive IT services support with cross domain capability for data exchange with NIPRNet environments.

• The Common Operating Picture (COP) enables authorized users across the enterprise. Put simply this characteristic provides users the capability for unique views of the same data, assures consistency of dashboards and other reports, and enables data analytics. It connects the workforce across the world with authoritative data and provides the capability to display data and reports, conduct analyses, and informing decisions based upon confidence in data quality.

Figure 2. AIE Future State (To-Be)





2.2 Users and Other Stakeholders

2.2.1 AIE will be an E2E system for collecting, storing, securing, maintaining integrity, and enabling access by authorized users of recruiting and accessions data. It is a fully integrated enterprise level capability enabling transparency, efficiency, and effectiveness of the accessions workforce to acquire best-qualified talent to meet all Army manning requirements.

2.2.2 Users will be assigned one or more roles. The roles include leads refinement, processing, quality control and production management, marketing event planning, enlistment, ROTC enrollment and contracting, education and training, payment, attrition, and others.

2.2.3 System support and maintainer personnel will be provided by the Program Management Office (PMO).

2.2.4 The TRADOC AIE Functional Proponent is responsible for approval of Business Process and Functional Design documentation and will provide support to the PMO on the technical design documentation.

2.2.5 Operational Support Concept

• Immediate post-deployment support would be provided in combination by the AIE Functional Proponents and the PMO.

• AIE Help desk support will employ a multi-tier capability that includes a Tier 1 help desk that routes requests; Tier 2 local help desk at USAREC and USACC; a Tier 2 general support help desk at the commercial XaaS provider for system-wide support; and a Tier 3 help desk provided by the PMO for system break/fixes.

• Break/fix, system enhancements and improvements, and any changes to hardware and software will require review and prioritization by the Configuration Control Board (CCB), as described in the AIE Configuration Management Plan that will be developed.

2.2.6 Training support will involve both functional and system training, i.e., training on the new business processes as well as how to use the new system; and will include hands-on familiarization.

• Training prior to and during deployment will involve TRADOC with PMO support.

• Training after deployment will be provided by the TRADOC through USAREC, ARNG, and USACC.

2.2.7 Output users will include organizations up the chain-of-command with oversight and stewardship responsibility for the proper use of funds and the requisite need to know.





2.2.8 Stakeholders, many of which will be AIE users, include, but are not limited to, the following:

• Assistant Secretary of the Army (Manpower & Reserve Affairs) (ASA(M&RA))

• Assistant Secretary of the Army (Acquisition, Logistics and Technology) (ASA(ALT))

• Office of Business Transformation (OBT)

• DCS G-1, Office of the Deputy Chief of Staff for Personnel and Manpower

• DCS G-2, Office of the Deputy Chief of Staff for Intelligence

• DCS G-3/5/7, Office of the Deputy Chief of Staff for Operations and Plans

• CIO/G-6, Chief Information Officer

• DCS G-8, Office of the Deputy Chief of Staff for Programs

• Program Executive Office (PEO) Enterprise Information Systems (EIS)

• Under Secretary of Defense (Personnel & Readiness) (USD(P&R))

• U.S. Army Training and Doctrine Command (TRADOC)

• U.S. Army Cadet Command (USACC)

• U.S. Army Recruiting Command (USAREC)

• U.S. Army Human Resources Command (HRC)

• U.S. Army Special Operations Command (USASOC)

• U.S. Army Reserve Command (USARC)

• U.S. Military Academy (USMA)

• U.S. Army National Guard (ARNG)

• Center for Initial Military Training (C-IMT)

• Medical Command (MEDCOM)

• Army Test and Evaluation Command (ATEC)

2.3 Assumptions

AIE will:

• Implement a commercial off the shelf (COTS) solution.

• Enable the Army to adopt business practices resident in the COTS solution. Exceptions are statutorily mandated processes and interfaces where customization may be required.

• AIE will include E2E visibility and will interface with the Army’s new Integrated Personnel and Pay System (IPPS-A).





• Provide access from any approved device.

• Maximize single data entry.

• Provide decision support to inform PPBE planning and analysis.

• Include user participation in test activities to ensure that the delivered capability succeeds at meeting functional requirements.

• Enable government employee validation and audit capability of any Military Human Resource Record data element mapped for exchange.

• Deploy to approximately 28,200 core users, 17,500 concurrent users, across approximately 3,500 geographic locations in the Continental United States (CONUS) and Outside the CONUS (OCONUS).

2.4 Operations Description

AIE will operate in a commercial net-centric environment, whereby it is used throughout the entire accessions process and community.

• AIE will provide E2E near real time integration, transactional traceability, and record database(s).

• AIE will provide contact and relationship management configurable by individual users based upon their assigned roles.

• AIE will provide video teleconference capability and full motion video storage video teleconference.

• AIE will employ USAREC, USACC, TRADOC, and ARNG new or revised business processes.

• AIE will provide tools that enable descriptive, predictive, and prescriptive statistical analysis and modeling.

• AIE will enable authorized users at all levels to track individuals and cohorts through the enlistment, enrollment, training and education, and commissioning processes.

• AIE will support recurring reports, ad hoc queries, studies, and analyses.

2.4.1 Top-level CONOPS consist of:

• Army Enlistments

• Officer Enrollment, Contracting, Management, and Commissioning

• Army SOF Recruitment

• Army AMEDD Recruitment and Commissioning

• Army Special Missions (Band, Chaplain, OCS, WOFT) Recruitment

Each of these are described below and illustrated as stated.





2.4.1.1 CONOP for Army Enlistments (see Error! Reference source not found.)

• AIE will enable single data entry to populate fields for enlistment.

• AIE will provide the recruiter with tools designed to

‒ Manage and plan prospecting activities, contacts, and relationships

‒ Access user-configurable dashboards and reports with market intelligence.

‒ Track progress toward mission accomplishment and conduct After Action Reviews (AAR) with leadership via video conferencing

‒ Manage social media accounts and enterprise e-mail

‒ Establish, maintain, and share calendars

‒ Capture data from appointments and interviews

‒ Capture data for enlistment packets, including identification of conditions requiring waivers

‒ Prepare enlistment packets, including assembling required documents. Test scores, identification, transcripts are examples

‒ Streamline application processes by providing paperless processing and electronic signature capability to recruiters and non-CaC holders applying for service

‒ Schedule applicant appointments for Armed Services Vocational Aptitude Battery (ASVAB) testing, Military Entrance Processing Station (MEPS) processing, and other required enlistment activities

‒ Manage Future Soldier Training and education

‒ Manage changes to Future Soldiers’ status; these changes may include, but are not limited to physical injuries, medical status, educational achievement, or law violations

‒ Prepare and validate final packet for enlistment and shipment to IMT





Figure 3. AIE Army Enlistments CONOP





2.4.1.2 CONOP for ROTC enrollment, contracting, management, and commissioning (see

2.4.1.3

2.4.1.4

2.4.1.5 Figure 4)

• AIE will leverage the intersection of data requirements and business processes for enlistment and officer accessions; therefore, a number of the tools and descriptions below are identical, or similar to those for AIE Enlistment. The intent is for AIE to provide common core business process and data requirements and minimize unique branches and sequels.

• AIE will provide Recruiting Operations Officers the ability to

‒ Manage and plan prospecting activities, contacts, and relationships

‒ Access standard dashboards and reports with market intelligence and create custom dashboards

‒ Track progress toward mission accomplishment and conduct AAR with leadership via video conferencing

‒ Provide the capability to manage social media marketing and prospecting activities

‒ Establish, maintain, and share calendars

‒ Capture data from appointments and interviews

‒ Capture data for ROTC enrollment and contracting, including identification of conditions requiring waivers





‒ Prepare enrollment and contracting packets, including assembling required document

‒ Schedule any appointments required for enrollment or contracting processes

‒ Provide the capability to manage workflow activities

‒ Manage ROTC cadet leader development education and military training, academic performance and advancement

‒ Manage property accountability for equipment, clothing, or other items issued to ROTC cadets

‒ Manage HR/Personnel actions for ROTC cadets including pay, status changes, training, orders, advancement, or waivers and disenrollments

‒ Manage disenrollment of ROTC cadets and disposition of service obligations and/or debt

‒ Manage pre-commissioning, commissioning, and accessions for ROTC graduates into any of the three (3) Army components

Figure 4. AIE ROTC Enrollment, Contracting, Management, and Commissioning CONOP





2.4.1.6 CONOP for Army SOF Recruitment (see

2.4.1.7 Figure 5)

• AIE will interface with IPPS-A to identify potential candidates for SOF.

• AIE will enable users performing authorized roles the ability to pre-qualify and contact potential SOF candidates.





• Active duty Soldiers who volunteer for SOF must undergo a physical, Physical Training (PT) test, and other screening activities. AIE will enable scheduling, follow up, capture, and storage of data from these screenings.

• AIE will automate management of records, appointments, administrative, and other actions support Soldiers to volunteer, receive disposition of request, and complete enrollment in SOF courses.





Figure 5. Army SOF Recruitment CONOP

Figure 6. Army AMEDD Recruitment and Commissioning CONOP





2.4.1.8 CONOP for Army AMEDD Recruitment and Commissioning (see Figure 6)

• AIE will enable single point of entry for data and populate fields AMEDD prospecting, processing, and commissioning.

• AIE will manage Leads and provide user configurable contact and relationship management.

• AIE will provide production management and review capabilities enabling leaders and recruiters to conduct AAR, develop Mission Accomplishment Plans, and monitor progress.

• AIE will assemble packets for application and provide storage for required documents, waivers, and other required items.

• AIE will manage applications for AMEDD boards and subsequent disposition.

• Users with approved roles will be able to follow individuals and cohorts through each step of the recruitment, application, board, and disposition process.

2.4.1.9 CONOP for Army Special Missions (Band, Chaplain, OCS, WOFT) Recruitment

• AIE will enable single data entry and populate fields for USAREC special missions.

• AIE will manage Leads and provide user configurable contact and relationship management.

• AIE will provide production management and review capabilities enabling leaders and recruiters to conduct AAR, develop Mission Accomplishment Plans, and monitor progress.

• AIE will assemble packets for enlistment or commission processing and provide storage for required documents, waivers, and other required items.

• AIE will manage board preparation and disposition for those candidates who require board action for acceptance.

• Users with approved roles will be able to follow individuals and cohorts through each step of the recruiting, enlistment processing, Future Soldier Training Program, and shipping process.





Figure 6. Army AMEDD Recruitment and Commissioning CONOP





2.4.2 Performance Measures

Error! Reference source not found. provides a description of the AIE performance measures, to include Key Performance Parameters (KPPs), Key System Attributes (KSAs), and Additional Performance Attributes (APAs).

Table 1. Measures of Effectiveness and Measures of Performance

Type Performance Measure Initial Performance Value

KPP The system shall comply with Interoperability of Information Technology (IT) in accordance with DoDI 8330.01.

AIE will achieve threshold requirements for interoperability certification prior to connection to DoD networks.

KPP The system shall support compliance with DA and DoD requirements and transition plans for migration to Army approved Cloud Architecture in accordance with DoD Cloud Computing Strategy, 9 January 2012, and The National Institute of Standards and Technology Special Publication 800-145, September 2011.

AIE will achieve threshold requirements for interoperability certification prior to connection to DoD networks.

KPP The system shall protect Personally Identifiable Information (PII) and Personally Identifiable Health Information (PHI) in accordance with DoDD 5400.11 DoD Privacy Program and DoDI 8580.02 Security of Individually Identifiable Health Information in DoD Health Care Programs.

AIE will provide sufficient safeguards to ensure PII and PHI data are protected from unauthorized release 99% of the time.

KSA The system shall provide an adaptive and talent aware personnel management capability for future applicants and current workforce.

AIE will provide a single authoritative record for future applicants and current workforce that ensures data accuracy and data availability at a level that meets or exceed industry standards (e.g., 99,9% level of accuracy).

KSA The system shall provide a capability for the user to create a configurable story in multiple formats based on user role and echelon.

AIE will provide standardized content for user defined displays that are configurable based upon role.

Data displayed will have a level of accuracy that meets or exceeds industry standards (e.g., a 99.9% accuracy level).






KSA The system shall provide the capability to interface with systems in accordance with the OV-3: Operational Resource Flow Matrix and Information Exchange Requirements.

All transactions within the AIE shall process within 10 seconds 95% of the time unless a different standard is established in a system interface agreement (SIA) identified as part of the system performance for all modes of access / availability (e.g., mobile use).

KSA The system shall provide the capability to automate business process workflows via a visual display in a low programming environment.

AIE shall implement standardized workflow processes and procedures that are available for the next action by authorized users in near real time 99% of the time.

KSA Single Data Entry AIE will derive a minimum of 95% of postings from single entry of data within the AIE.

KSA The system shall have the capability to automatically control and optimize resource use by leveraging a metering capability at some level of abstraction appropriate to the type of service provided (e.g., storage, processing, bandwidth, and active user accounts) so that resource usage can be monitored, controlled, and reported.

AIE will have the ability to limit a user's access to data and reports at the organizational level required with a level of accuracy that meets or exceeds industry standards (e.g., a 99.9% level of accuracy).

KSA Reliability, Availability, and Maintainability

The system shall have at least a 98% probability of operating over a 72 hour period without an Essential Function Failure (EFF).

AIE will provide a stable environment that will ensure at least a mean time between failures (MTBF) of greater than 4 weeks, and a mean time to repair (MTTR) of less than 2 hours.

KSA Backup and Disaster Recovery AIE will provide recovery of full capabilities within 24 hours of the official declaration of a disaster (e.g., loss of the primary data center), to include reestablishment of critical system interfaces, to a state not more than 4 hours prior to disaster Recovery Point Objective (RPO).

APA The system shall provide a reliable mission availability rate.

AIE will ensure a 98% availability rate.

APA The system shall comply with Information Assurance Requirements in accordance with DoDD 8500.01E and Army Regulation 25-2.

The system shall comply with all Information Assurance requirements as defined in the AIE program guidance for DoD, Army, and National Institute of Standards and Technology (NIST) Policy, Guidance, and Directives.






APA The system record and maintain data, and present it in the form of reports in a timely manner.

All transactions internal to AIE (which do not involve exchanging data with any partner system) will be recorded and viewable for reporting in real time.

All transactions external to AIE (requiring data exchange with one or more partner systems) will be recorded and will be viewable for reporting in near real time.

2.4.3 Employment Mode

• AIE will provide a net-centric capability operating over commercial network with interfaces to necessary military networks.

• AIE will provide access to authorized users.

• AIE may reside and operate at a secure off premise commercial facility(ies).

2.4.4 General Configuration and Method of Operation

• AIE will use desktop or laptop computers, mobile devices, printers and peripherals cleared for recruiting and accessions operations.

• AIE will require access using approved security procedures and devices.

• AIE will require local support to accessions enterprise by all organizations delivering AIE services.

2.4.5 Scheduling and Operations Planning

AIE will be operational daily, i.e., availability excluding scheduled maintenance and within Service Level Agreement (SLA) timeframes. The Accessions and Recruiting Enterprise is world-wide; therefore, AIE will be used around the clock.

2.4.6 Operating Environment

The AIE operating environment is depicted in Table 2.

Table 2. AIE Operating Environment

Parameter Description

Number of Users Core Users CONUS: 27,850

Core Users OCONUS: 350

Core Concurrent Users: 17,500

Guest Users: 100,000

Concurrent Guest Users: 20,000





Parameter Description

Number of Locations CONUS: 3,455

OCONUS: 45

User Composition 28,200 core personnel distributed as

• 70% Recruiting

• 21% Staff and Support

• 9% Management

Number of Recruiting Personnel or ROTC Staff Per Location

10

Connectivity Mobile, terrestrial, low-speed, and disconnected mode

Domains .mil, .edu, .com., gov, .org, .net

Security Application Security, System/Infrastructure Security, Network Security, Data Security, and User Security

Privacy Controlled Unclassified Information (CUI)

Protected Health Information (PHI)

Personally Identifiable Information (PII)

Health Insurance Portability and Accountability Act (HIPAA)

Data Format Types Geo-tagging, biometric, image, mapping, video, voice, “flat file”

Storage Total for Data: 3TB

Total for Documents: 30TB

Retention Requirements: to be determined based on data type (e.g., financial, Human Resources, medical)

Document Formats Microsoft Suite, Adobe, .png, .jpg, .csv, .dat, .vsd, .mpp

Forms Format Adobe, xml, ASCII

Number of Business Processes 200

Number of Interface Partners 14 (43 interface connections)

User Environment Types Full connectivity; limited connectivity; No connectivity / disconnected





2.4.7 Threats and Hazards. AIE is not intended to engage threats in war, combat, or a hostile environment. PII and PHI is valuable and vulnerable during peace and war. The primary manmade threats and natural hazards to AIE will be the loss of power locally and at the data center, loss of connectivity, and undetected system vulnerabilities. The primary objective is to ensure responsive support to AIE users when threats are encountered. Therefore, security measures will be defensive in nature.

• AIE will maintain a warm/cold Continuity of Operations Plan (COOP) site located within CONUS that enables recovery of all hardware, software, applications and data for full AIE capabilities within 1 hour of the official declaration of a disaster (e.g., loss of the primary data center), to include reestablishment of all system interfaces, to a state not more than 4 hours prior to disaster Recovery Point Objective (RPO).

• All data are vulnerable to actions by authorized users (the internal threat) and penetration by unauthorized users (the external threat). Attacks may be carried out at the computer workstation, along the communications path, and at facilities that host the AIE capabilities. The AIE security architecture must consider the diversity of this threat environment.

• AIE is most vulnerable to both adverse and inadvertent actions from insider users. Without sufficient access controls in place, insiders who perform day-to-day operations within the system could aggregate mass amounts of data related to sensitive operations and release to an adversary.

• The external threats come from outsiders attacking the system at the entry and transfer points. The likely outside attacker would be intent on access to AIE to obtain sensitive information and subsequently embarrass the U.S. Army and U.S. government. Specific AIE internal and external threats will be identified in the Validated Online Lifecycle Threat (VOLT) (previously called System Threat Assessment Report (STAR)).

2.4.8 Interoperability with Other Elements

Current interfaces with existing recruiting systems are depicted in Table 3, Figure 7, and Error! Reference source not found..

Table 3. Current Interfaces

Current System

Interface Cooperating

Agency Interface

Complexity Impact If

Not Completed

ARISS Enterprise Service Oriented Architecture (ESOA)

MEPCOM High Unable to communicate with MIRS

ARISS MEPCOM Integrated Resource System (MIRS)

MEPCOM High Unable to communicate with MIRS

ARISS LEXIS/NEXIS RELXGroup Low Unable to retrieve leads from external agencies





Current System


Agency Interface


Not Completed

ARISS ICWODIRECT ICWODIRECT Low Unable to receive new leads from external resources

ARISS VALTIM ARNG High ARNG Marketing leads (currently not used)

ARISS Standard Installation/Division Personnel System (SIDPERS)

ARNG High Unable to update Soldier record

ARISS Joint Personnel Adjudication System (JPAS)

OPM High Unable to process fingerprints

ARISS Case Adjudication Tracking System (CATS)

OPM High Unable to receive criminal background findings

ARISS Defense Manpower Data Center (DMDC)

DMDC High Unable to process prior service/dependent information for new contracts or retrieve DOD ID numbers

ARISS Army Investigative Enterprise Solution (AIES)

HQDA G-2 High Unable to update and request new security clearances

ARISS US Army Cadet Command Information Management Module (CCIMM) Database

USAHRC High Unable to share ROO information with Cadet Command

ARISS Keystone - Recruit Quota System (REQUEST)

USAHRC High Unable to make reservations

ARISS interactive Personnel Electronic Records Management System (iPERMS)

USAHRC High Unable to create/update Soldier Record

ARISS Partnership for Youth Success (PaYS)

ASA AMRG High Unable to complete PaYS partnerships during reservations

ARISS Request Module (RECMOD)

USAHRC High Unable to process accession data at reception

ARISS Leads and Mission Production Awards (LEMA)

USAHRC High Primary ARISS Data Base

ARISS Human Resources Enterprise Data Warehouse (HEDW)

USAHRC High Unable to communicate with archive DB





Current System


Agency Interface


Not Completed

ARISS Total Army Personnel Database-Guard (TAPDB-G)

USAHRC High Unable to transfer or receive data for Guard

ARISS Total Army Personnel Database-Reserves (TAPDB-R)

USAHRC High Unable to transfer or receive data for Reserves

ARISS Total Army Personnel Database-Active Enlisted (TAPDB-AE)

USAHRC High Unable to transfer or receive data for Active Enlisted records

ARISS Keystone - Retention System (RETAIN)

USAHRC High Unable to provide OPAT results to RETAIN

CCIMM Defense Finance and Accounting Service (DFAS)

DFAS High Unable to pay cadets

CCIMM Mobilization Common Operating Picture - Unclassified (MOBCOP-U)

HQDA G-3 High Unable to create cadet orders for Cadet Summer Training (CST) and Cadet Professional Development Training (CPDT)

CCIMM Army Training Requirements and Resources System (ATRRS)

HQDA G-1 High Unable to transfer cadet training records ATRRS

CCIMM Department of Defense Medical Examination Board (DODMERB)

OTSG/MEDCOM High Unable to receive cadet medical physical records

CCIMM KOFAX USAHRC High Unable to batch scan cadet associated documents into the document repository and will be prevented from receiving documents via Fax

CCIMM Army Cadet Portal (ACP)

USAHRC High Cadets will be unable to authenticate/access the Army Cadet Portal. CCIMM provides the authentication/authorization for ACP

CCIMM Human Resources Identity Management System (HIMS)

USAHRC High Unable to provision new users into CCIMM

CCIMM Green to Gold (GtG)

USAHRC High Unable to pass scholarship application information to CCIMM





Current System


Agency Interface


Not Completed

CCIMM Four Year Online Scholarship (FYOS)

USAHRC High Unable to pass scholarship application information to CCIMM

CCIMM Recruiting Operations Officer (ROO) Zone

USAHRC High Unable to pass Lead / Prospect information to CCIMM

CCIMM Total Officer Personnel Management Information System II (TOPMIS II)

USAHRC High Unable to pass cadet initial assignment instructions/orders or branching information

CCIMM Automated Cadet Actions (ACA)

USAHRC High Unable to access/provision users; security roles are provisioned in CCIMM

CCIMM Leads and Mission Production Awards (LEMA)

USAHRC High Unable to pass/retrieve information from ARISS

CCIMM Go Army Education (GoArmyED)

USAHRC High Unable to reimburse colleges/universities for cadet tuition

CCIMM Total Army Personnel Database-Reserves (TAPDB-R)

USAHRC High Unable to establish cadet records in Army HR systems

CCIMM Electronic Records Management - Documentum (ERM-Documentum)

USAHRC High Unable to store / retrieve documents

ARISS Army Career Explorer (ACE)

USAHRC High Applicant information will not be shared between ACE and ARISS

ARISS Force Structure Address Zip Code Realignment (FAZR)

USAHRC High Unable to create Recruiting Station Identifiers (RSID)

ARISS / CCIMM

Personnel (PER)

USAHRC High Unable to add recruiting personnel to the network / provision accounts in IMS

ARISS / CCIMM

Identity Management System (IMS)

USAHRC High Unable to assign LDAP roles

ARISS Future Soldiers Training System (FSTS)

USAHRC High Applicants will be unable to complete skills training

CCIMM Army Knowledge OnLine (AKO)

AKO Medium Cadets will not have enterprise e-mail accounts established





Figure 7. Current ARISS Interfaces (USAREC)

Figure 8. Current CCIMM Interfaces (USACC)

The target AIE system interfaces, per the AIE Requirements, are depicted in Figure 9.





Figure 9. AIE Target System Interfaces

2.4.9 System Transition

Figure 10 depicts an example of the key state transitions of the AIE future applicant and the systems of record that participate in each transition.

Figure 10. State Transition Diagram





2.5 Support Description

Support ensures the system is available for operations; and therefore, support is integral to successful operations. If the system is unavailable for any reason, operations would be denied until such time as support remedies the situation and restores operations.

AIE is a net-centric system that does not involve deploying equipment. Users performing authorized roles access AIE using the organization’s computers and/or mobile devices. This fact results in minimal AIE mission support using the following six (6) facets of readiness:

2.5.1 People. Soldiers, Civilians and contractors in Accessions Enterprise stakeholder organizations comprise the AIE user community.

2.5.2 Training

• Training for maintainers of the new system will be part of the mission of the PMO.

• Training of users prior to and during deployment will involve TRADOC and the PMO. Training will be based on the level, responsibility, and roles of individual users. Training will enable users of the systems at all levels to understand, operate, and maintain the system. AIE users will be able to implement business processes that they are responsible for in the performance of their jobs and will be scenario based.

• Training of users after deployment will be provided by USAREC, USACC, and ARNG.

2.5.3 Equipment

• PMO will be responsible for configuration control of the system.

• PMO will acquire software licenses for enterprise applications.

• USAREC, USACC, ARNG, HRC, and other implementing organizations are responsible for acquiring computers, printers and peripherals.

2.5.4 Support

AIE is a net-centric solution and does not involve the physical deployment of any assets; rather, AIE relies upon using organizational assets, i.e., the organization’s secure locations, personal computers and communications assets.

User Help Desk support will be a multi-tiered approach as follows:

• Tier I for initial support level responsible for basic customer issues, logging and assigning help tickets.

• Tier II (Direct Support) to resolve non-technical issues and business process questions from a command perspective

• Tier II (General Support) to address non-technical and process questions from overall perspective.





• Tier III to analyze technical problems and to recommend enhancements and system fixes.

• Tier II is responsible for assisting Tier I personnel in solving basic technical problems and for investigating elevated issues by confirming the validity of the problem and seeking for known solutions related to these more complex issues Tier III is responsible for not only assisting both Tier I and Tier II personnel, but with the research and development of solutions to new or unknown issues. If system changes are required, Tier III is responsible for designing and developing one or more recommended courses of action to the Configuration Control Board.

Help Desk personnel are required to have the appropriate clearances.

2.5.5 Infrastructure

AIE will reside at a secure facility and will engage in a fee for service agreement.

2.5.6 Information

The PMO will maintain information and instructions on system change, and TRADOC will maintain information on functional changes.

2.6 Potential Impacts

This section addresses Doctrine, Organization, Training, Materiel, Leadership and Education, Personnel, Facilities, and Policy (DOTMLPF-P) for AIE. The strategy was developed in order to build awareness, develop understanding, and foster buy-in and commitment from Army and DoD stakeholders.

2.6.1 Doctrine

AIE will implement changes to existing business processes and create new ones based on observations, insights, and lessons learned. As AIE codifies techniques, tactics and procedures (TTP) doctrine will be updated to standardize these fundamental principles. Specifically, AIE will lead to establishment of Accessions Capability Development Integration Directorate (CDID).

2.6.2 Organization

AIE will not involve any substantive change to the Army Force Structure. AIE will be used primarily by USAREC, USACC, and ARNG personnel at all organizational levels. TRADOC, HQDA G-1, MEPS, and HRC are users outside the primary recruiting organizations. The AIE solution will likely involve changes to business processes; consequently USAREC, USACC, ARNG, and other organizations may require changes in positions and structure.

• Establish an accessions management program office to plan, integrate, and synchronize the accessions community.

• Define POM authority for accessions IT requirements.

• Fully aligned structure facilitating mission command for business process and IT across components and accessions and recruiting organizations.





2.6.3 Training

AIE will involve various types of training including indirectly through discussions and participating in reviews of process flow diagrams and related information and actual training including computer assisted, hands-on and practice material. AIE will have recruiting, enrollment, training and education, commissioning training requirements for military Civilian, and contractor end users.

• Training will provide for the systematic development of knowledge beginning with an introduction to AIE followed by reviews and discussions on the new business processes and the relationship of the new to the legacy business processes. The training will be arranged by role of the trainee, and staffed through TRADOC, U.S. Army Recruiting and Retention College, and USAREC, USACC, and ARNG doctrine.

• Formal training will center on business processes and E2E scenarios. Training will cover the full functionality of AIE. The training will also compare and contrast new and revised business practices with legacy procedures. Users must complete AIE training to gain access to AIE.

• The Army Learning Management System (ALMS) is the Army’s permanent system of record for training information on Service Members and Civilians.

‒ ALMS will maintain AIE curriculum and track completion of training for each role, and maintain a permanent record of completed AIE training courses.

‒ ALMS will supplement seat based, face-to-face, instructor facilitated training.

• After each AIE deployment, on-the-job assistance and training reinforcement is provided through the following mechanisms: on-site support (staffing levels and durations will vary based on organization size and complexity); on-line user help, work instructions and job aids; on-demand web access to training courses; and a user help desk.

• AIE systems will be intuitive and require minimal training.

• Enterprise coordination will plan AIE deployment and training.

2.6.4 Materiel

AIE will reside on hardware at a commercial vendor site, and, the vendor will provide all hardware maintenance and logistical support. AIE will use existing communications and office automation equipment at each installed site. Some locations may require unique equipment.

2.6.5 Leadership and Education

• Holistic enterprise infrastructure that enable application of Knowledge Management principles.

• Provide operating picture from common data that enables effective mission command.

• Facilitates the transfer of knowledge between staffs and commanders.





• Aligns people, processes, and tools within the environment to distribute knowledge and promote understanding.

2.6.6 Personnel

AIE will affect several thousand Soldiers, Civilians, and contractors serving in CONUS and OCONUS on Army installations and leased commercial facilities. Leaders will designate user role assignments and oversee attendance and completion of required training. Segregation of Duties will govern role assignments to preclude a user’s ability to initiate and approve the same specified actions. Reengineered business practices and automation technology and infrastructure will support the existing workforce

2.6.7 Facilities

AIE will utilize communications infrastructure at Army installations and commercial facilities. Commercial facilities include college and university campuses hosting SROTC. USAREC, USACC, ARNG, and other Accessions Enterprise organizations to include ARNG, will be responsible for the user hardware. A fee for service agreement will be established for infrastructure operations.

2.6.8 Policy

All Army level recruiting and accessions policies will apply to AIE. AIE will serve as the conduit for promulgating and implementing recruiting and accessions policies.

• Re-address Human Resources Organization Reform Initiative (HRORI) to redefine accessions support.

• Standardize officer accessioning and onboarding processes across the enterprise.

• Establish policy enabling enterprise infrastructure support for all user communities.

• Unified accessions policy leads to standard business practices across the enterprise.

• Establish unity of command for accessions enterprise.

3.0 Use Cases

AIE will be an E2E enterprise solution integrating and synchronizing all accessions missions and enabling activities. It will satisfy USAREC, USACC, ARNG, HRC, and C-IMT operational requirements for recruiting young men and women to become officers or enlistees, processing their applications, managing their training education and leader development, managing departures if necessary, and accessing them into one of Army components. It will provide access to the right data at the right time by the right people in support of recurring reports, ad hoc analyses and reports, and formal studies. The AIE supports the Accessions Enterprise from “First Impression” through accession.





The following top-level uses cases have been defined for AIE:

• Out-of-Service Applicant (paragraph 3.2)

• In-Service Applicant (paragraph 3.3)

• Scholarship Cadet (paragraph 3.4)

• Non-scholarship Cadet (paragraph 3.5)

• Planning

‒ Missioning (paragraph 3.6.1)

‒ COP (paragraph 3.6.2)

‒ Analysis and Data Analytics (paragraph 3.6.3)

‒ Targeting (paragraph 3.6.4)

‒ Marketing Influencer Management (paragraph 3.6.5)

‒ Marketing Advocate Management (paragraph 3.6.6)

‒ Marketing and Prospective Applicants (paragraph 3.6.7)

‒ Human Resources Management (paragraph 3.6.8)

‒ Orders Generation (paragraph 3.6.9)

‒ Record Management (paragraph 3.6.10)

‒ Officers Appointments and Scrolling (paragraph 3.6.11)

Note: Numbers in the parentheses within the use case descriptions are references to requirements in the AIE Requirements Traceability Matrix (RTM).

3.1 Operational Activities

AIE operational activity / task alignment with the DoD Business Enterprise Architecture (BEA) version 11 is depicted in

Figure 11, and described in Section 6.0, Table 4.





Figure 11. AIE Operational Activities / Tasks (OV-5a)





3.2 Potential Use Cases: Out-of-service Applicant

3.2.1 Future Applicant Perspective

Recruiting subjects (lead, prospect, applicant, future Soldiers, and influencers) in the To-Be environment will be information seekers. Army marketing campaigns will provide awareness of opportunities to the subject through advertising, social media content, and Army sponsored events, driving the subject to a single point of entry for information: goarmy.com or nationalguard.com (5.0).

The content provided on the website will guide the subject to begin the enlistment process and self-nominate for service in the Army (13.0). The unique interaction within the site will assist the subject as they input the initial pre-qualification information into their sole-source record that will follow them throughout accessing and training. The site will use the information entered by the subject to present a choice of several different recruiters representing each component (local and virtual) using a talent management methodology based on Knowledge, Skills, Abilities and Other (KSAO) (3.7, 3.8, 3.9) characteristics such as demographics, allowing subjects to feel that they control the enlistment process. Once a recruiter has been selected, the subject can view the recruiter’s availability and self-schedule an interview with the Army Component of their choice. Applicant progress will be reflected in the sales funnel and applicant profile.

Simultaneously, the recruiter will receive a notification on their mobile device with a summary of the information provided by the subject (17.0). Applicant’s information will include but not be limited to name, phone, and email address. After reviewing the information, the recruiter will have the option to reply with a canned response (e.g., out of office, etc.), an appointment confirmation, or a request for clarification on the information provided. The subject will have the option to participate in the Army Interview face to face or virtually (8.0) using a secure, mobile enabled video conferencing session, allowing documents, videos, and pictures to be shared collaboratively, that will be archived for reference. The recruiter will leverage a standardized interview template that clearly communicates the Army story and the Army value proposition while also being able to integrate personal pictures and other artifacts to tell their individual Army story. During the interview, internal and external influencers can be conferenced in by phone or video. To answer questions and provide insight, subjects will have the ability to invite parents, educators, and other influencers from different geographic locations and recruiters will have access to a searchable directory of USAREC and ARNG personnel within the command to leverage specific Military Occupational Specialty (MOS) experience (3.7, 3.8, 3.9).

After the interview, if the subject is not disqualified and agrees to enlist, they will take a full Prescreen Internet Based Computerized Adaptive Test (PiCAT) or other applicable screening test (currently ASVAB) at the recruiting station, in their home, or at another location of their choosing (4.3). If a subject decides to take the ASVAB off site, activation approval would only occur after scanning in required source documents (birth certificate, picture ID, social security card) with their personal available scanning device (e.g. cell phone, computer, scanner, etc.) into their single-source record (8.0, 16.0).





Once complete, the test scores immediately populates the subject’s single-source record and allows further access to complete their electronic packet.

During the application process, the subject receives completion status notifications from the recruiter, alerting them to errors on their application, which can be fixed on any mobile device (17.0, 19.0). In the event there is a waiver needed for an administrative, moral or medical reason the subject would have visibility and real time notification updates on the status of their workflow through the web application, text messages, or email (13.0). Documents will be signed via workflow by the subject and other necessary parties digitally, at a location where it is convenient for them (16.0). The recruiter will counsel applicants on the approval or disapproval of their waiver.

With the enlistment application complete, the subject is able to choose an available MOS/training path (13.0). The recruiter will schedule an appointment for the recruiting subject to meet to collect their fingerprints for criminal record checks (12.0). Once the enlistment application and background check is complete, the recruiting subject, with the assistance of a recruiter, picks a date to finish the enlistment process at the local MEPS (13.0). Automated notification reminders and schedules are sent periodically to the subject prior to the date of processing. The recruiting subject’s influencers can track progress if granted by the subject.

Once a subject has enlisted and entered the Future Soldier pool, preparation for initial entry training can begin. The Future Soldier can collaborate with their recruiter using an interactive learning management application (7.0) allowing them to create goals on self-development, conduct Basic Combat Training preparatory training, log/share their workouts and other information, and integrate into the external network of local recruiters, other Future Soldiers, events and development opportunities.

During the process (lead through shipping), the subject has the ability to track, in real-time, the status of application completion, waiver workflow processing and a full view of resources provided by the recruiter. Their experience is truly interactive, connected, and transparent, building confidence and trust in the U.S. Army.

3.2.2 Workforce Perspective

In the To-Be environment, the Army Recruiter will increasingly operate in the virtual space. In this environment, nearly all variables are outside of the recruiter’s influence. The recruiter must have the flexibility, adaptability, and agility to adapt to changes in the operational environment. The recruiter must stay ahead of the competition (other services, industry, and academia) who also seek our nation’s talented youth, and ultimately enlist the Army of today and set the conditions to recruit the Army of 2025 and beyond.

When the recruiter reports for duty they unlock their tablet and/or mobile device in seconds, using advanced biometric authentication (fingerprints, retinal scan, etc.). Much like today’s personal mobile devices, the recruiter’s device has maintained secure connectivity to the network, mission applications and communications tools (social media, messaging, email). A single application is opened to access an integrated Customer Relationship Management (CRM) suite displaying an interactive and fully customizable landing page.





Within the landing page, the recruiter accesses a vast assortment of tools and information. A customizable dashboard (6.0) displays information relevant to the individual’s duty position including: dynamic charts derived from data aggregated to the recruiter’s organization (can be drilled-down to an individual roster of names), planned events for the day, priority recruiting subject records tagged for follow-up (5.7, 8.9) , a live social media feed linked to all of the recruiter’s social media accounts (6.14), internal command collaboration tools (instant messaging, file sharing, video conferencing, etc.) (8.1), and the recruiter’s user profile which contains individual efficiency metrics, accomplishments, and contact information. Leads can change the status of the lead to remove them from the sales funnel, etc.

The recruiter’s daily agenda is primarily automated and based on goals established (4.0, 5.0, 6.0, 8.0, 9.0, 11.0) by the Station Commander or equivalent position. It is nested in the overall plan for the Station. CRM will be integrated with recruiter calendar to increase continuity of information. AIE’s suite of built-in business intelligence and analytics capabilities suggest the frequency, type, and location of decisive recruiting activities (Lead generation, Prospecting, and Interviewing) to be accomplished based on recruiter efficiency metrics, historical production data, and market demographic/psychographic information fed from external sources. The recruiter can choose to concur or non-concur (with changes based on mission requirements: e.g., community events, high school visits, job fairs) with the specific events in the suggested automated agenda (9.2). The agenda is fully integrated with the mobile device providing notifications, navigation, real-time updates, and optimized dynamic scheduling based on recommended routes/route changes.

The same business intelligence and analytics automation is afforded to the Station Commander, performing a thorough market analysis to the zip+4 area of operations (11.0). AIE’s suite of built-in business intelligence and analytics capabilities analyze and display trends in employment, demographics, graduation rates, other services’ contract production, population shifts, and past performance to identify the targeted areas the Station should be focused on to achieve the mission. AIE can forecast the enlistment potential of city blocks based on metrics, allowing the Station Commander or equivalent position to judge the Station’s progress towards that potential, identifying areas that need more attention. The Station Commander can use this information to create a comprehensive Recruiting Operations Plan that truly accounts for operational (Political, Military, Economic, Social, Infrastructure, Information, Physical Environment, and Time (PMESII-PT)) and mission (Mission, Enemy, Terrain and weather, Troops, Time available and Civil considerations (METT-TC)) variables. Lead generation, metrics, and reporting will be filterable by geographic region, by team organization and by unit hierarchy.

As the Recruiter circulates their area of responsibility they have reliable mobile access (23.5) to AIE, allowing them to: submit and archive SPOT Reports and AARs for completed activities; access/modify/archive recruiting subject records (including pdf document capture) (2.0, 8.0, 16.0, 18.0); create new recruiting subject records (leads) while engaging with recruiting subjects at community events; initiate processing workflows internally (via instant messaging) or externally (via electronic facsimile) (8.8,





13.0, 17.0, 19.0); visualize and refine recruiting operational and market intelligence data (6.0), their agenda, and the locations of their team (3.19) using dynamic mapping technology; conduct an Army Interview using a presentation containing centrally controlled content (15.0); generate and sign forms with electronic signatures (16.0); and collect biometrics for criminal record check sheet retrieval (12.0). AIE will capture and store transaction data each time the record is accessed, reviewed and changed (3.20).

Recruiters will realize increased efficiency in their lead generation and prospecting efforts, allowing them to focus more on their interactions with recruiting subjects, enlistment processing, and the overall customer experience. Advanced data analytics (11) will prepare and display lists of high priority recruiting subjects for the recruiter to contact. Features like autodialing, caller recognition, and integration of all contact methods into the contact history will allow the recruiter to complete all actions on a recruiting subject in the system, attributed to the sole source record (2.0, 3.0, 4.0).

As the duty day draws to a close, the recruiter does not need to return to the recruiting Station as they have recorded all of the activities for the day in AIE on their mobile device in real-time.

3.2.3 ARNG Out-of-Service Efforts

The ARNG Out-of-Service accession mission is focused on the Non-prior Service and Prior Service markets. Leads are generated through prospecting activities from multiple sources and are utilized by the workforce to identify applicants for accession paths. These paths include enlisted options outlined in the AR 601-210 and the ARNG Accession Options Criteria (AOC). Processing is conducted in the system that are specific to each accession path. If a waiver is required for a particular eligibility requirement, the system allows the user to generate and route the waiver request to the appropriate waiver authority. National/state level work flow templates will be configurable based on waiver type. At the end of the accession path, the applicant’s information and documentation feeds into Army systems of records. On the accession date, the new member’s electronic record is maintained by the system and updated by the workforce in the Recruit Sustainment Program (RSP) as necessary until the member ships to Initial Entry Training (IET). The mission of the RSP is to reduce the overall training pipeline loss rate by creating a strong foundation of training and Soldier ethos that will set the standard for Soldiers to succeed at IET and Advanced Individual Training (AIT). The most important by product of the RSP is a maximum success rate in IET of providing Military Occupational Specialty Qualified (MOSQ) Soldiers to ARNG units. The RSP does this by ensuring that Soldiers are mentally prepared, administratively correct, and physically ready.

3.3 Potential Use Cases: In-Service Applicant

3.3.1 In-service Workforce Perspective

In addition to activities that happen in the neighborhoods of America, AIE is also responsible for many in-service recruiting efforts. These programs provide new opportunities to current service members and include the following mission sets: Special Forces (SF), Civil Affairs (CA), Warrant Officer (WO), Psychological Operations (PO),





160th Special Operations Aviation Regiment (SOAR), and Counter Intelligence (CI) Agent.

AIE will interface with DoD and Army HR systems of record to allow the recruiter to generate a directory of available recruiting subjects who qualify for in-service programs. (12.00). AIE will segment the list by mission set using user configurable inputs of basic qualifications for each mission and disseminate to the workforce by geographic area of responsibility (AOR) (3.20). AIE will record and display all recruiter contacts for a prospective applicant to reduce redundant contacts and provide an ability for recruiters to pass along information about the individual.

The workforce will use AIE to further scrutinize the current market using the deployment synch matrix (FOUO) to validate which Units are available to recruit from. The HRC deployment synch matrix is modified to include Special Operations Recruiting Battalion (SORB) (A) Company Headquarters and station. This document is used by analysts to identify and target populations. The workforce will use AIE to identify and validate available populations using user configurable inputs. For example, a unit scheduled for deployment 9 months or more during an FY is not available to be recruited for Assessment and Selection (A&S) classes. AIE will categorize lead availability and prioritize according to user inputs. AIE will provide Recruiters the ability to visualize the status of units and identify and forecast when populations will become available in the future (2.00).

In addition to standard messaging campaigns, AIE will enable each recruiting station to personalize invitations to weekly recruiting briefs at the recruiting subject’s home station (5.6). During the briefing, the system will provide recruiters the ability to scan the Soldier’s Common Access Card (CAC) and populate data to the single source record (8.4). If an applicant indicates the intent to pursue the opportunity further the Recruiter will schedule follow-up meetings and the system will automatically generate an email to the applicant’s military email account with a list of required actions and follow-up information (5.7.6, 5.7.7).

Once Soldiers are found to be eligible and volunteer for one of our mission sets they will use AIE to begin to process an application packet. If an applicant is found to be ineligible for a mission set the system will determine if the applicant is qualified for an alternate mission set. An application packet may be considered for multiple mission sets simultaneously (13.00). The workforce will use AIE to present application packets for validation by limited-access users that are not part of the workforce (branch/MOS proponents of accession paths). AIE will notify these limited-access users that actions are required and enable the applicant record to be displayed (13.8). AIE will capture the selected disposition of the applicant record and generate a form (disposition memorandum) to append to the applicant record (3.20.4). The workforce will use AIE to access, display and report results of boards and panels as an OML. AIE will interface with HR systems of records and send required OMLs and required applicant record documents to the respective system for action and storage (13.6). AIE will interface with the Army Human Resources system of record to change the assignment availability code (AEA) to indicate the Soldier is attending Assessment and Selection (A&S). AIE





will provide notification to SWCS personnel if a scheduled applicant is not able to attend training. AIE will interface with STARS to retrieve disposition of training (8.00, 12.00).

Waivers (2.00, 13.00). The workforce will utilize AIE to process waivers to decision authorities both internal and external to the AIE.

• The SWCS Training Group Surgeon has approval authority for all SF, PO, CA medical waivers that are not behavioral health related.

• The SWCS Psychologist at Camp Mackall has approval authority for all SF, PO, CA behavioral health medical waivers.

• Each ARSOF proponent at SWCS (SF, PO, CA) is the approval authority for administrative and moral waivers for that mission set.

The workforce will use AIE to route waiver workflows to the appropriate authority and provide notifications and alerts for pending and completed actions. AIE will digitally assemble documents for the appropriate approving authority. Disposition is received by notification with the required approval/disapproval documentation uploaded to the record and all transactional data is captured.

WO applicant waivers are processed in a similar fashion. Requests and supporting documents are in AIE and disposition is received by the approving authority appending required approval/disapproval documentation to the record.

• Active Federal Service (AFS) exception to policy (ETP), Age ETP, Moral ETP, and Tattoo ETP; if the Soldier is destined for the ARNG, waivers are first routed through the ARNG Policy Division (ARNG-HRH) for review; all go to the Army G-1

• Army Physical Fitness Test (APFT) ETPs go to the Army G3/5/7

• Prerequisite Waivers go to the individual proponents

• Medical Waivers for Technical Warrants go to USAREC Surgeon

3.3.2 ARNG In-Service Efforts

The ARNG receives an In Service Recruiting (ISR) mission and it is disseminated down to the workforce. ARNG ISR accession paths include but are not limited to current service members from other components or branches, Warrant Officer, Special Forces, or other Specialty Branch (SB) paths. Application packets vary depending on the mission set but have a common process. Processing for current service members from other components or branches is conducted in the system while processing for WO and SB use the system to develop paper packets. If a waiver is required for a particular eligibility requirement, the system allows the user to generate and route the waiver request to the appropriate waiver authority. At the end of the accession path, the applicant’s information and documentation feeds into Army systems of records.





3.4 Potential Use Cases: Scholarship Cadet

Recruiting subjects for USACC in the To-Be environment will be information seekers. The Army marketing campaigns will be designed primarily to communicating the value proposition to the public with a call to action to gain additional information. This will drive all applicants to subsequent events or our digital footprint to encourage them to provide additional information so that the conversation can begin.

Once the student is engaged in whichever platform they selected, the process of collecting further information will begin. This involves the workforce interacting with the student to answer questions and to guide them to appropriate resources to meet the identified information need. The end state of this process it to have the applicant provide sufficient information to allow the recruiter to understand the applicant needs so that they can provide the appropriate solution. Students are broken down into two categories for USACC: High School Scholarship and Campus Program.

3.4.1 High School Scholarship

The high school process begins with the applicant being guided through marketing activities, to an interactive web page designed for the applicant to register and begin a national scholarship application. The application will collect the required information through a network agnostic process allowing the applicant to investigate and provide information through any device that they choose. Upon successful initiation of the application, the workforce is notified in order to facilitate further information sharing and assistance through the application process. As the applicant provides the required administrative information, AIE will have the ability to interface (or transfer data) between the enterprise and the authoritative source (e.g., College Board, HS Guidance Counselor, etc.).

The workforce will be notified electronically of the applicant at initiation of the application and will have the ability to contact and begin the recruiting process. There may be multiple workforce members communicating with the applicant to provide information specific to their organization (university). All of this communication will occur seamlessly through personal, telephonic, electronic, and virtual engagement. After all administrative information is complete, the applicant will be notified electronically to contact the university to schedule an interview. The interview can be conducted face to face, or through a virtual “teleconference” capability. Upon completion of the interview, the interviewer will enter the required information into the system to prepare for the board process.

The board process will consist of workforce members (Professors of Military Science) who will screen and score records according to a standard rubric. The system will accept scorings and automatically update the whole person score in order to develop an OML. Upon completion of the board, an automation OML is created. This OML will be used to determine the types of scholarships that will be offered based upon the mission requirements. There are several different types of scholarships such as; 4 year, 3 year advance designee, Military Junior College (MJC), Military Academy Qualified not Selected (QNS) list, and Historically Black College or University (HBCU), etc.





Upon completion of the OML, the system will have the capability to make electronic offers based upon criterion built into an algorithm. These offers will be made considering the applicant desires and Army mission requirements. After the offers are made to the applicant, the system will allow for the awardee to electronically select their university and scholarship award or to decline the scholarship offer. Upon an applicant decision, an appropriate letter and certificate will be produced so that a scholarship presentation can be made during high school award ceremonies. Concurrently to award process, the system will notify DODMERB for initiation of the medical screening process.

After acceptance of the scholarship, the awardee will arrive on their selected campus and enrolls in Army ROTC. They will satisfy all contracting requirements which include DODMERB medical clearance, height/weight, and APFT. Upon contracting, the applicant will have the ability to choose the type of scholarship (Tuition and Fees or Room and Board). The scholarship will be paid when payment is initiate by the Cadet and is electronically processed through AIE to DFAS (through interface or data transfer).

3.4.2 Campus Scholarship

College students will be identified through advertising and marketing activities conducted on or near a college campus. The recruiting process will be supported by electronic lead capture capabilities that notifies the recruiter in near-real time of the applicants who are interested in obtaining a scholarship.

The recruiter will engage with the college students to answer questions and to encourage the student to enroll in ROTC. During the enrollment phase, the student will be engaged by workforce members and Cadets. This process assists the applicant with deciding whether or not they want to serve as an Officer in the Army. At any time, the applicant can request to compete for a campus based scholarship. Upon request, the appropriate workforce member will direct the applicant to the campus scholarship electronic application where they will complete all requirements. The request will generate workflows to the PMS and HQ personnel to begin the scholarship process.

If necessary, the applicant will be required to take additional training to satisfy the basic course (BC) requirements. This may require acceleration of the academic BC classes or attendance to the basic camp at Cadet Summer Training (CST).

Upon identification of the applicant’s request, the university will schedule a board. After the board is conducted at the university, an electronic OML is produced. The system will be updated to validate applicant’s status and scholarship will be offered subject to available funding and mission status. Similar to the HS scholarship, the applicant must meet all contracting requirements to remain eligible for award of the scholarship.

3.4.3 Green to Gold

In addition to recruiting in the HS and Colleges of the U.S., USACC also actively markets to and recruits from the Active Component. The in-service program is called Green to Gold (G2G). The intent of the program is to infuse the college programs with experiences that will be beneficial to developing the ROTC cohorts on campus as well as provide an opportunity to enlisted Soldiers who have demonstrated exceptional





leadership experience and potential. The program is designed to identify Active Duty (AD) Soldiers for the G2G Active Duty Option (ADO) and the G2G 2, 3, and 4 year scholarship option. For clarity, the ADO program allows AD Soldiers to attend college (and ROTC) for 2 years. They continue to receive all pay and benefits but must pay for college themselves. They receive a commission upon successful completion of a baccalaureate degree and ROTC. The scholarship option allows AD Soldiers to be discharged and contracted to complete a college degree and commission into either the AD or Reserve Component (RC) of the Army.

AIE will interface with DoD and Army HR systems of record to allow the recruiter to generate a directory of available recruiting subjects who qualify for in-service programs. (12.00). AIE will segment the list by mission set using user configurable inputs of basic qualifications for each mission and disseminate to the workforce by geographic area of responsibility. Further, AIE will facilitate communication between ROTC and potential in-service applicants.

Upon identification of eligible population, applicants will be directed to the in-service Green to Gold application. The system will direct the Soldier to the appropriate program for consideration but will provide capability for soldiers to opt-out of a program. All communication with the Soldier will include the chain of command to ensure Commanders are included in the decision process. The system will allow for chain of command input that updates the record in near-real time.

When the application process is complete, a selection board is convened to allow selection for the appropriate program. Soldiers are placed on an OML which is an output of the board selection process. 2 OML are created (ADO and Scholarship). After OML selection, Soldiers are notified of selection through their chain of command. At this point, the Soldiers will be required to submit additional information for school acceptance and waiver considerations. Soldiers will electronically generate the waiver request which will flow through the USACC workforce by echelon for recommendations or approval/disapproval. Upon approval of waivers and exceptions to policy, Soldiers are notified as winners and processed.

ADO: Soldiers selected for the ADO option will be notified through the chain of command and provided with additional information to complete prior to arriving on campus (MOA for ROTC participation, waivers). USACC counterpart programs (programs responsible to G2G development at Army installations) will assist Soldier with completing requirements. Concurrently, Human Resources Command is notified to place the Soldier on assignment to the United States Army Student Detachment (USASD) with duty at the selected university. Upon receipt of assignment instructions, Soldier will PCS. The system will allow for Soldiers to virtually in-process to the USASD. They will report to the university to begin classes, which includes ROTC classes.

Scholarship: Soldiers selected for the scholarship options will be notified through the chain of command and provided with additional information to complete prior to arriving on campus (waivers, discharge, and contracting). Scholarship Soldiers will be discharged from the Army and required to contract with the US Army Control Group – ROTC. This process is accomplished through the Army transition center at each Army





installation. The counterpart program is responsible to assist the transition center with the discharge and contract. The system will interface with the Army authoritative sources for transition. After discharge and contracting, the Soldier will arrive on campus and begin work required to earn a baccalaureate degree and subsequent Army commission.

3.5 Potential Use Cases: Non-Scholarship Cadet

Non-Scholarship (NS) Cadets are identified in the same way as scholarship Cadets. The non-scholarship market can be made up by several different types of Cadet and are usually characterized by those students who have sufficient funding to continue in college but desire to serve the country as a US Army Officer. NS Cadets cannot contract with ROTC until they are a sophomore by statute. Cadets will be eligible to contract upon completion of or with constructive credit for the basic course of instruction.

Upon successful completion of contracting requirements, NS Cadets will contract for service in ROTC and subsequent service as an Army Officer. NS Cadets are required to complete the same training and professional development requirements as scholarship Cadets. The system will facilitate contracting, tracking, and paying all Cadets.

3.6 Potential Use Cases: Planning

In AIE, leadership, supporting staff, and accessions enterprise collaborators will have access to required information on-demand, in real-time, to direct, assess, and support recruiting operations from anywhere on the globe on any modern computing device.

Commanders and staff at all echelons will open a single application to access an integrated CRM suite displaying an interactive and fully customizable dashboard (6.0). They will have the capability to view charts, tables, and other data that is aggregated to their level in the organization, flattening reporting systems and eliminating dependency on custom software/hardware architectures developed to address gaps in communications. User and organization defined business intelligence and analytics (11.0) will further refine the data views, allowing leaders to decide, detect, deliver, and assess the effects of operations in the area of responsibility. The workforce will also have the ability to add customized views to visualize the information that is important to them. AIE will provide the workforce the capability to track mission accomplishment against assigned goals and identify where additional training (as a result of substandard conversion metrics, for example), workforce effort (planned events or tasks, resources, etc.) or workforce recognition (individual and organizational awards and incentives) is needed (21.6). Whether it is a real-time assessment of female recruiting subjects in the accessions pipeline, or a forecast of training seat fills, the data will be open and available for customized consumption. Custom analysis will be configured to view the effects of potential resource and policy changes to the processing pool, informing decisions before they are made. Operational update datasets and resulting slides will no longer be tied to a date and time, with updates briefed in real-time, using live data, from one common operating picture.





The entire workforce will have greater visibility on routine daily transactions through the use of advanced workflow processing (13.0). Reliance on email will be reduced as any document that requires review or signature will be routed to the appropriate person for action. MEPS guidance counselors will receive medical documents and requests for examination for processing and will be able to return or submit based on document status. Application Quality Assurance (QA) and Quality Control (QC) checks will integrate analytics with workflow to assist leaders in assuring that contracts are not executed erroneously. Every echelon will be able to view, screen, and process waivers, contract renegotiations, and other administrative actions more efficiently. Every level of the command, from the Secretary, to the recruiter will be able to receive real-time feedback and status updates on all workflows while advanced data analytics will reveal critical information such as bottlenecks to staff analysts.

Training and leader development will be streamlined with an integrated Learning Management System (LMS) (7.0) that is integrated with the CRM. At the Recruiting and Retention College, a sandboxed training environment will be integrated with a training record that remains with the workforce through their assignment. At the unit level, recruiters can receive formal organizational training from leaders or self-develop with training modules.

In the To-Be environment, every device supports Unified Communications, enhancing mobility. Users can collaborate using any camera enabled device for video tele-conferencing, file sharing, and messaging (8.0). Commanders will no longer be tied to fixed facilities and expensive VTC equipment, allowing better and more frequent circulation. Organizational geographic dispersion will be less of a challenge when assessment within the area of responsibility can recognize successes down to the tactical level.

Accessioning commands will control and manage configuration of all functions associated with its recruiting mission, up to accession. The Army HR domain will receive required authoritative accessions data, in the appropriate standards and formats, for transfer into the appropriate systems of record.

3.6.1 Missioning

The missioning process is an iterative top-down driven, bottom-up refined process that begins with the receipt of a mission letter issued by HQDA G-1, which outlines the number of accessions (which in this context means shipped to initial military training for USAREC, arrived to a Troop Program Unit (TPU) for the ARNG and AR, and commissioned for USACC) by component (Regular Army (RA), US Army Reserve (USAR), and ARNG), category and specialty: RA enlisted mission assignment categories and specialties; AMEDD by medical corps, specialty and category; Chaplain by denomination goals, etc.

A workforce member of the responsible accessioning component (RA, USAR, ARNG) headquarters will use AIE to input these top-level Army accession requirements into respective data models that apply user configurable algorithms to determine: 1) how many enlistments, or contracts, are required to achieve the accession mission, and 2) how best to distribute/allocate these requirements to subordinate organizations (3.14).





There are multiple models based on specific accession paths that are accessible and configurable based on user roles. Models take into account the particular and distinct needs of each component.

The workforce member will utilize AIE to access data factors stored in the system (26.00) such as qualified youth population estimates, university student populations, historical production and market data factors exposed to the system through interface, such as unemployment data through the Bureau of Labor and Statistics (BLS) (12.00). AIE allows the user to select the required data and apply a weighting or user configurable modeling to factors if desired.

The workforce member will use AIE to develop multiple courses of action, or scenarios, based on different factors, weighting and modeling to address the commander’s intent and priorities. AIE will enable the workforce to present these courses of action as staff recommendations to decision makers to determine the subordinate organization’s allocation of requirements for the year.

This allocation is refined in AIE by the subordinate workforce organization echelons within command prescribed tolerance thresholds and based on their own program-level missioning from their own assessments. The process is repeated at each echelon and configurable based on roles and permissions of the user until all requirements are allocated to the lowest accessioning organization level (station level for USAREC and individual recruiter level for ARNG) and approved/finalized by the appropriate authority at each echelon. The workforce leadership now has all the information about mission requirements for the year by component, mission type and category. This information is the basis for the workforce to use the AIE to plan, direct and track accession and recruiting activities and tasks in time and space in order to achieve 100% of the assigned mission (9.00).

AIE will provide the workforce leader with key actions over time that must be achieved in order to accomplish the assigned mission based on historic performance data specific to the organization. AIE will utilize command-specific established standards and performance metrics maintained in the system, such as workforce productivity metrics and conversion rates, to inform the workforce leader of the number of leads required, number of appointments to make, etc. necessary to achieve the assigned accession mission (4.1). This information allows the leaders to plan, assign, adjust and track accomplishment of these tasks and activities against mission requirements in the AIE in real time as well as project future actions or requirements through data forecasting of mission accomplishment.

3.6.2 Common Operating Picture (COP)

AIE will provide the globally distributed workforce with real time digital reports, interactive reports and dashboards (6.00) enabled by data correlated from authoritative sources that provide an easy-to-read, graphical representation of the organization’s current accessions mission status at all echelons and as applicable, historical trends of key performance indicators to enable understanding for rapid and informed decision-making. The use of GEO locating technologies will be incorporated to track recruiter





locations for situational awareness, for capitalizing on hot leads, and for management oversight.

AIE will provide the workforce continuously updated and configurable view of the total (Officer and Enlisted) accessions environment from data shared between integrated communication, information management, and intelligence and information sharing systems. AIE will establish and maintain a COP by gathering, collating, synthesizing, and disseminating event information available to all users of the system. AIE will deliver real-time situational awareness across all levels of mission management and across the Accessions Enterprise through integrated, interactive and configurable dashboards, reports, interactive reports and digital displays both tabular and graphic, and geospatial displays (6.1). AIE will deliver a COP that is adaptable, flexible and responsive to organizational change and innovation (1.0, 3.0).

AIE will provide workforce members at every echelon the capability to visualize the same information across the enterprise. All information stored in the AIE is available to the workforce through interactive and configurable outputs described above. The workforce will use AIE to access workforce events across the enterprise to gain full situational awareness of accession activities within their assigned area of operations and surrounding areas that could impact accession activities within their area. AIE will also present data through interfaces with other authoritative data systems (12.00) that provide information about the market environment, such as unemployment data through an interface with the BLS, college enrollment and completion data from the National Center for Education Statistics (NCES), ROTC Scholarship application volume and attitudinal/psychographic data provided by surveys and studies (JAMRS, USACC Cadet Surveys, etc.).

AIE will provide standardized views of information as well as allow the workforce to tailor their views of the environment to their assigned geographic region or universities, mission responsibilities, and present this view to the workforce as a default each time the AIE is accessed. As an example, station and program-level workforce will utilize AIE to view workforce and market data reports, maps and dashboards with user-selected data elements and displays specific to their assigned region. The user can interactively adjust these parameters as desired to access new, additional or less information as the situation necessitates in near real time (6.1.1.1). Workforce users at higher echelons have the same capability through AIE to access the same information as an aggregate of subordinate areas. The workforce at any echelon will use AIE to scale this view up and down organizationally as needed (26.1).

AIE will achieve a common operating picture allowing local and remote personnel across the enterprise to have the same information about an event, mission responsibilities and the environment, including the availability and location of resources, the status of requests and actions, ongoing and future accessioning activities, and external influences on the operational environment.

3.6.3 Analysis and Data Analytics

AIE will enable workforce analysts and non-analysts to apply analytic techniques to all data stored in and exposed to the system in order to direct and focus accessioning





activities and make informed, data-driven decisions. AIE will provide the workforce with standard analytic outputs as well as allow for specialized, adhoc analysis as the situation dictates to address a specific question or problem as a “one-off” or permanently implement and share across the enterprise (3.5, 3.6).

The workforce will use AIE to perform the full spectrum of analytic techniques (11.00) ranging from simple data visualization to prescriptive and geospatial analysis. The workforce will use AIE to summarize historical data and identify and describe basic statistics like measures of central tendency and distributions (11.2). The workforce will use AIE to identify patterns and trends to predict future outcomes by applying established and user-configurable algorithms such as accession forecasting models to identify risk (11.1 analysis). AIE will utilize these techniques to then apply complex data science techniques such as simulation, optimization and machine learning to present multiple scenarios of outcomes and provide the workforce with recommendations of the best course of action to take, improving decision making (11.3).

The workforce will use AIE to perform the above types of analyses on data with spatial aspects (11.4). AIE will attribute data within the system and exposed to the system through an interface to a spatial object (3.19). The workforce with use AIE to apply these analytic techniques to identify optimal grouping of geographic regions and points. The workforce will use AIE to optimally distribute and place the workforce within these markets based on data in the AIE (11.4.6). The workforce will use AIE to initiate changes in markets territory based on operational and environmental factors, evaluate multiple courses of action and the impacts of those actions (11.14), identify the optimal option and propose for decision, and implement these changes in near real time or at predetermined future dates as decided by the approval authority at echelon. The workforce will use AIE to analyze past, current and proposed spatial characteristics to make informed decisions about resource allocations and pending operational changes (11.13).

Non-analyst workforce users will use AIE to visualize, describe and understand operational, workforce and environmental information. These users will use AIE to access analytic products and results that enable them to assess operational performance and use of resources against the assigned mission in order to direct accessioning activities and make informed decisions (6.8). These users will use AIE to identify and evaluate environmental impacts on operations through interactive and configurable displays and communicate/present assessments to other workforce members. Workforce members will use AIE to input local information collected through interaction with the operational environment in order to refine data and analysis and communicate these across the enterprise (6.10).

Workforce analysts will use AIE to perform routine analyses with user-configurable algorithms and generate standard and custom analytic outputs. These users will utilize AIE to access all data available through the AIE and disseminate these results across the enterprise. Workforce analysts will also have capability to access AIE data via interface from other analytics platforms in order to conduct complex ad hoc RFIs and perform advanced analytics that supersede the capabilities and scope of AIE.





All workforce users will use AIE to access information as adhoc requirements occur. It is impossible to anticipate the infinite questions and problems that originate within and external to the Accessions Enterprise. The workforce will utilize AIE to adhoc access any permutation of information within or exposed to the system to create, refine or enhance analytic processes; communicate accession facts, challenges and opportunities to decision makers and stakeholders internal and external to enterprise; answer unique requests for information; perform and support longitudinal research and studies; and apply advanced, emerging and future analytic techniques within AIE (3.5, 3.6). These users will all use AIE to access, display and export these results for use outside of AIE as necessary.

3.6.4 Targeting

Targeting is the process of selecting and prioritizing targets and matching the appropriate response to them, considering operational requirements and capabilities. Targeting is a rational and iterative top-down driven, bottom-up refined process that methodically analyzes, prioritizes, and assigns assets against targets systematically to achieve those effects that will contribute to achieving the commander’s objectives. The targeting process weighs the benefits and the cost in order to determine which targets are most likely to contribute to achieving the desired end state.

A targeting strategy involves segmenting the market, choosing which segments of the market are appropriate, and determining the products that will be offered in each segment. Targeting is also an advertising mechanism and includes micro-targeting, which is a marketing strategy that uses consumer data and demographics to identify the interests of specific individuals or very small groups of like-minded individuals and influence their thoughts or actions.

The accession enterprise will use AIE to synchronize officer and enlisted accession activities and the application of resources against identified targets from national to local market levels across both time and spatial dimensions (5.00). The workforce will use AIE to identify, evaluate, categorize, prioritize and designate targets based on analytic techniques outline in the Analysis and Data Analytics scenario described above. The workforce will use AIE to identify gaps and leverage efficiencies in targeting efforts through the enterprise-wide common operational picture.

The workforce will use AIE to quantitatively and qualitatively identify, capture, evaluate and communicate the return on investment (ROI) of accessioning activities and effort (5.00). AIE will utilize geolocation and geo-fencing (3.19) capabilities to identify and attribute future applicants with targeted accessioning activities. The workforce at any echelon will use AIE to plan, visualize and access this information in near real time across the enterprise, further enabling the common operational picture.

3.6.5 Marketing Influencer Management

Background. A potential influencer provides their email address to the Army via a marketing activity (website, event, social-media, registration, etc.) and becomes an influencer marketing lead.





Objective. Using the influencer’s email, the AIE system will use stored content to automatically and manually communicate with the marketing influencer lead based on their position in the influencer marketing funnel or likelihood to interact with content. The system will continually score the marketing influencer lead based on their interests and how they interact with content. The marketing influencer’s interests and behaviors will be consistency monitored so that users can send appropriate educational and shareable content to the right influencer at the right on the right platform.

A potential influencer submits their email to the Army, and AIE recognizes this submission as an influencer submission then generates an immediate influencer appropriate thank-you email for signing up to receive Army branded content. This system places the potential influencer on the marketing email list to receive future communications as a marketing influencer lead.

As AIE continuously monitors behaviors and interactions of the marketing influencer lead, it will determine whether the marketing lead is in the Early, Middle, or Late Stages (or any number of stages based on pre-determined rules) of the influencer marketing funnel. The system will store and be able to send content based on the stage of the marketing funnel and a set of predefined (and dynamic, changeable) rules. The system will record interactions such as email opens, email deletes, email unsubscribes, clicked links, pages viewed after a click-through, and pages per visit on Army marketing websites. As these interactions and behaviors are collected, the system will allow for a rules based model to send additional content (re-contacting strategy) based off of previous interactions and behaviors. These rules will be managed by users of the system and can be dynamically changed. The system will be able to report how many people are in each stage of the funnel; the rates at which people pass to the surrounding stages; the length of time it takes to pass to the surrounding stages, or exit the funnel; and the cost to move to move leads through the funnel.

Ideally, the system will be able to track the influencer’s behaviors across all Army marketing websites and, if they opt in, across the influencer’s social media platforms. The marketing influencer lead will remain in the marketing influencer CRM module of the system and managed by an internal Army Marketing and Research Group (AMRG) influencer management team.

3.6.6 Marketing Advocate Management

Background. An Army-approved Advocate (Army veteran, counselor, principal, superintendent) is entered in the AIE system by an approved AIE user with the properly assigned and managed roles and responsibilities.

Objective. The system will use stored content to automatically and manually communicate with marketing advocates based on their position in the advocate marketing funnel. The system will continually score the marketing advocate based on their level of advocacy (behaviors). The marketing advocate’s interests and behaviors will be continuously collected, stored, and analyzed through the system so that the system sends the appropriate educational and shareable content to the right advocates at the right time on the right platform(s).





The system places the Army-approved Advocate on a separate Advocate email list to receive future educational and shareable content that is generated by the Army Advocate Management Team. The system will continuously collect each Advocate’s interests (through subsequent surveys, sign-ups on Army marketing websites) and behaviors (the type of page viewed on Army marketing websites, tweets and shares containing Army information), store this information, and then score each Army Advocate based on dynamic and easily adjustable rules.

As the system continuously monitors behaviors and interactions of the marketing advocate, it will determine whether the advocate is in the Early, Middle, or Late Stages (or any number of stages based on pre-determined rules) of the Advocate marketing funnel. The system will store and send branded content to each advocate based on the stage of the marketing funnel or the likelihood of the advocate to interact with the certain content (or other predefined, dynamic, and changeable rules). These dynamic and easily changeable rules will be managed by the Army Advocate Nurturing Team. The Advocate CRM module will be able to report how many advocates are in each stage of the funnel; the rates at which advocates pass to the surrounding stages, or exit the funnel; the length of time it takes advocates to pass to the surrounding stages; and the cost to move to move advocates to the bottom of the funnel.

3.6.7 Marketing and Prospective Applicants

Background. The Army application (a subcomponent of the Army Decision Opt-In) is needed to simplify and track Army hiring and match the candidate to the appropriate recruiting service. Creating a common Army application to capture high volume interest and characteristics of the applicants which will fine tune marketing campaigns to meet Army hiring needs and provide real time direction to marketing personnel to improve and focus future marketing campaigns.

Objective. The Army using automated digital marketing and telephonic and electronic means will use the AIE system in coordination with HQDA G-1 personnel to assign Army applicants to appropriate accessions component (ARNG, USAR, Officer Candidate and/or Active Duty recruiting organization) for processing. Army marketing will drive candidates to the AIE application and application tracking system to allow for a high volume of applicants for all Army uniformed service options. The nationally generated high volume of applications will result in increasing the selectivity of Army personnel hiring programs. Organizations will have the capability to tailor content and branding based on component. Recruiters will have the ability to request marketing support in the form of digital media, print media, event fees, and recruiting production incentives. The ability to manage and approve requests will be tracked in the system.

Nationwide candidate ranking will allow for rapid identification of specialized and specified skills and experience and reduce the current reliance on waivers for medical or moral conditions. The Army application process will reduce the current first-come, first-served hiring bias as well as reduce the geographic missioning constraints on application volume (another hiring bias). Applicants for service will be directed by the AIE system to the appropriate Army recruiting personnel to determine where they are best suited, competitive and interested in service. The HQDA G-1 automated policies





will drive the alignment of the applicant to recruiting personnel for interview and follow on processing. The system will allow for automated levers for the HQDA G-1 to adjust priorities in accordance with current or future changing priorities.

The AIE Army application system will allow the Army to gain information on which volunteers have applied for Army uniformed service jobs earlier in the process. Providing Army job seekers with near real time assessment of their self-provided qualifications and probable jobs for which they are eligible to apply is expected to create a high volume of applications. The Army can then produce a nationwide ranking of prospects to allow the most qualified to be selected for interview and processing.

3.6.8 Human Resource Management

HRC will rely on AIE accountability of the new member, the new member’s data and the authoritative documents that represent both the data and military status authorizations of the new member. Using the AIE system, government employees of stakeholder organizations will validate the identity information and document service information that will be used to inform the Human Resources lifecycle events. Stakeholders will electronically coordinate with staffs of HRC to develop either a request for orders or an order in accordance with requirements necessary to direct the enlistment, induction, appointment and accession of the new member in accordance with the Law, Policy, Regulation and Directives (LPRDs) of the event and the procurement program. At the point of commitment to the government and in accordance with roles and permissions, HRC will receive all of the required authoritative documents captured during recruiting and accessions process in the Accessions Information Environment via an interface with HR systems of record. The AIE will trigger feed the validated authoritative documents to the specific folder in the AMHRR and the data sent through the IPPS-A interface will match 100% the data that is on the authoritative documents sent to the iPERMS interface.

3.6.9 Orders Generation

The AIE will synchronize the requirements to develop a request for orders and publish an order for new members that will result in the arrival to the active duty list for the first time. IPPS-A will have the ability to receive from the AIE orders process, pending gains and changed gains of individuals from which to validate physical arrival to active duty and arrive them in the IPPS-A database. It will also facilitate the ability to react in accordance with LPRD for individuals ordered to active duty that do not arrive. Directives in AIE via these orders will facilitate the ability for HQDA G-1 and the stakeholders to predict with precision an estimated number of new members that will both arrive to active duty for the first time, and estimate changes in the military pay budget for each month. The AIE will also provide the ability to synchronize requirements in order to arrive new members to the Reserve Active Service List, Troop Program Unit, and/or Individual Ready Reserve in accordance with LPRD and AIE requirements of the procurement program. It will trigger feed the order and all amendments to specified location of the member’s AMHRR when produced.





3.6.10 Record Management

The AIE will electronically capture all required authoritative documents that are created and completed in AIE and direct feed to the right location in the AMHRR via an interface with iPERMS. The data sent to the interface with IPPS-A will match 100% the authoritative document in the AMHRR.

3.6.11 Officer Appointments and Scrolling

Procurement programs with the responsibility to submit a scroll request will be able to do so using pre-formatted scroll requests in AIE, which results in the submission of the scroll request in accordance with Office of the Secretary of Defense Requirements and White House requirements. HRC will be able to provide feedback to AIE of all scrolls approved and disapproved for use in electronic eligibility screening and orders development. Once complete, scrolls will be archived and searchable against the single source record.

4.0 Functional Capabilities

4.1 Functional Capabilities

The primary AIE functional capabilities for recruiting and accessions operations are described below.

4.1.1 Lead Generation/Management. A name, address, phone number, or e-mail defines a Lead. AIE provides the ability to merge, purge, or de-duplicate Leads. It also scores each Lead and provides recruiters and other users the ability to aggregate Leads into market segments, geographic, demographic, or psychographic groups to evaluate potential for enlistment, ROTC enrollment, or one of the USAREC/ARNG special mission categories. The AIE will leverage public facing devices enabling self-identification and application, marketing events, or recruiter visits to assess performance of those venues.

4.1.2 Prospecting. Prospecting is the process of seeking individuals who are willing to engage in a discussion and commit to hear the Army story. In most instances, the Accessions Workforce prospects among leads simply because leads management refines leads and places them into segments based upon descriptive attributes enabling personalize messages and conversation starters. Prospecting leverages this information to enhance the probability of engaging with folks interested in the Army and transition state from lead to prospect.

4.1.3 Interviewing. Interviewing epitomizes the art of engendering a commitment to serve. The interviewer leverages previous conversations to continue establishing rapport and building trust. In essence Accessions Enterprise workforce solicits a commitment to serve by applying the “be like me’’ model; the most basic form of leadership, and the one most successful. The objective of interviewing is for the prospect to actively commit to process and join the Army as an enlisted Soldier, or commissioned Officer through ROTC or other avenues.





4.1.4 Processing. Processing an applicant for enlistment or ROTC enrollment is time consuming, employs multiple, manual, sequential steps that fail to leverage modern technology. Every minute spent processing takes a minute from the time recruiters spend recruiting. The capability to automatically assemble a packet for review and submit to MEPS reduces errors and provides recruiters significant savings in time. This AIE capability manages the documents and steps for the “normal” applicant and also captures and manages waivers that are often time consuming and require multiple additional documents.

4.1.5 Intelligence. The eight (8) AIE Core Functional Capabilities are interdependent and woven together to create a system that identifies qualified, interested young men and women, and accesses them into the Army. Dictionary (dictionary.com) defines intelligence as the collection of information of value. AIE collects data, makes it available for analysis, and provides information about the market to the workforce. Intelligence enables lead generation and management, provides insights for the workforce for establishing rapport with future applicants, and understanding phenomena that influence the willingness to serve, or affect the readiness of role models, peers and colleagues, and other admired community members to recommend service. Intelligence, at its core, collects and analyzes information from marketing, prospecting, and lead generation/management to inform prospecting activities and assist in the application process.

4.1.6 Marketing. The AMRG manages the Army’s national brand and plans marketing and advertising campaigns. The AIE will enable vertical and horizontal integration and synchronization of assets for executing these campaigns and maximizing success. Brand management also includes local and regional events that complement national initiatives. The ability to schedule these events, allocate resources, and capture Leads and other performance metrics is an important component of the AIE. The ability to see, understand, and act on conditions in the market is a critical requirement. AIE will provide visual and written depictions of the market and segment the market in multiple ways to meet users’ needs, whether they are recruiters, staff, or leaders in various echelons. This data can be geographic, demographic, or psychographic in nature. AIE enables aggregation and disaggregation of this data to satisfy individual and group requirements for analyses, reporting, or planning. The data enables assessment of the competition and allows users to quantify and qualify threats and opportunities.

4.1.7 Training/Leader Development. Future Soldiers in the FSTP participate in numerous education and training activities in preparation for IMT. AIE tracks participation and successful completion of required learning. AIE tracks education and training for recruiting staff who require continuing professional education for advancement and training for implementation of new policies governing eligibility for programs for enlistment and/or ROTC.

4.1.8 Pay and Incentives. AIE manages incentive pay for USAREC/ARNG recruiters, manages and tracks enlistment and ROTC incentives, pays cadets, and provides funding for SROTC, and other recruiting activities.





4.2 Non-functional Capabilities

The key non-functional capabilities required for AIE operations are described below.

4.2.1 Foundation. This capability is common across all capability categories (e.g., single source record). It is capability from which all capabilities will be realized. It consists of the composite hardware, software, network resources, data, and services required for AIE business operations. It includes the ability to configure the system, connectivity, security, toolkits, etc.

4.2.2 Sustain and Support. This includes logistics, workforce management, management of formal partnerships required by laws, policies, regulations, and directives, and management of relationships within the network domains (e.g., .edu).

5.0 CONOPS Development Team

The AIE CONOPS Development Team consists of representatives from the stakeholders identified in paragraph 2.2.8.





6.0 Business Processes

Table 4 contains the business process descriptions for each AIE operational activity depicted in

Figure 11. It provides a description of each operational activity per BEA version 11, a description of how the operational activity pertains to AIE, and the AIE business processes that will be implemented to achieve the operational activity. Refer to the AIE Supporting Information Document for a description of the business processes referenced.

Table 4. Operational Activity Business Process Descriptions

Operational Activity / Task

BEA v11 Description AIE Description AIE Applicable Business Process(es)

4.0 Manage Property and Material

This activity includes all activities associated with the management and movement of materiel and assets throughout the lifecycle from procurement/acquisition, production, end use and maintenance/sustainment to final disposition.

AIE will interface with Army Systems of Record for installation support.

2085, 2087, 2088, 3401, 3402, 3403, 3404, 3405, 3406, 3407, 3408, 3409, 3410, 3417, 3418, 3419, 3420, 3421, 3422, 3423, 3436, 3438, 3441, 3442, 3443, 3444, 3445, 3440, 3426, 3428, 3429, 3430, 3431, 3432, 3433

4.2 Perform Installations Support

This activity provides for the execution of DoD installation management requirements to include facilities operations, installations support services activities such as Real Property Space Management and Fire Protection.

AIE will interface with Army System of Record to perform installations support.

2086. 3411, 3412, 3413, 3414, 3415, 3416, 3421, 3422, 3449, 3440, 3442, 3443, 3444, 3445, 3441







6.0 Perform Human Resources Management

This activity is associated with enterprise-level business activities essential to managing the human resources infrastructure of the Department of Defense (DoD). It includes activities necessary to formulate force structure and project strengths in peacetime authorizations and wartime requirements and personal debt owed to the DoD upon termination or separation. This infrastructure includes the execution of essential human resources policies and procedures that require documenting and tracking personnel visibility. It provides the capabilities to implement Cross-Service support, account for DoD civilian, military, family members, and contractor personnel especially in wartime, match organizations and people to find specific skill sets, scan employee information profiles for needed skills and competencies, and obtain accurate and current personnel and pay records (e.g., status change [active, guard, reserve], pay, benefits, credit for service). DoD sustains the essential key for documenting and tracking a person's information by creating and updating the Human Resource Profile.

AIE will interface with Army systems of record for Total Army HR management. AIE will facilitate original identify and other HR data validation that set conditions for end to end total Army HR personnel management. AIE will interface with relevant DoD systems of support.

2054, 2076, 2077, 2078, 2079, 3101, 3102, 3103, 3104, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117, 3122, 3123, 3124, 3125, 3805, 3806, 3807, 3812







6.1.1 Perform Workforce Planning and Programming

This activity is associated with the integration of force structure requirements into general personnel resource requirements, which enables effective utilization of Department of Defense (DoD) Human Resources. This activity includes both strength planning and executive management of programs required to support related strategic goals.

AIE will facilitate the planning, programming, stationing of the accessioning workforce.

2076, 2082, 3101, 3102, 3103, 3104, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117, 3120, 3121, 3122, 3123, 3124, 3125, 3201, 3202, 3215, 3501, 3502, 3504, 3505, 3506, 3507, 3503

6.2 Manage Personnel and Pay

This activity is associated with managing all functions related to entry to/exit from the organization; profile record management; career development and management; execution of Human Resources (HR) policies, procedures and employee information management; and administering, authorizing and calculating pay. This activity also includes accession, recruitment, strength management, placement and assignment, position fill management and classification, budget justification, resource utilization projections, adverse actions, time and attendance tracking, human resources reporting, education, training and development, competency management, performance review and administration (including the promotion process), pay administration and policy, leave calculation, annuitant and retirement pay, special pay and human resources entitlement, pay authorization and calculation, pay adjustment, allotments, bonds, garnishments and offsets, Thrift Saving Plan calculation, payroll and tax reporting, and travel pay and other reimbursables.

AIE facilitates original capture and validation of HR information required to establish the initial military pay record. AIE interface with HR systems of record and DoD systems. AIE captures authoritative documents and data to facilitate new member pay of incentives and entitlements.

2076, 2078, 2079, 3101, 3102, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117, 3120, 3121, 3122, 3123, 3124, 3125, 3201, 3215, 3202, 3203, 3205, 3206, 3207, 3208, 3501, 3502, 3313, 3314, 3805, 3806, 3807







6.2.2

Manage Recruiting and Accession

This activity is associated with recruiting, identifying, evaluating and selecting applicant(s) to fill a position or organizational requirement and hiring/accessing applicants against positions (e.g., planning and identifying placement requirements, determining applicant's eligibility and suitability, in-processing selected applicants, and accepting individuals into the DoD).

AIE performs these activities with required interfaces as described in business processes.

2001, 2002, 2003, 2004, 2005, 2006, 2007, 2008, 2009, 2010, 2011, 2012, 2013, 2014, 2015, 2016, 2017, 2018, 2019, 2020, 2021, 2022, 2023, 2024, 2025, 2026, 2027, 2028, 2029, 2030, 2031, 2032, 2033, 2034, 2035, 2036, 2037, 2038, 2039, 2040, 2041, 2042, 2043, 2044, 2045, 2046, 2047, 2048, 2049, 2050, 2051, 2052, 2053, 2054, 2055, 2056, 2057, 2058, 2059, 2060, 2061, 2062, 2063, 2064, 2065, 2066, 2067, 2068, 2069, 2070, 2071, 2072, 2073, 2074, 2075, 2076, 2077, 2078, 2079, 2080, 2081, 2082, 2083, 2084, 2085, 2086, 2087, 2088, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117, 3205, 3206, 3207, 3208, 3209, 3210, 3211, 3212, 3213, 3214, 3215







6.2.2.1 Manage Military Recruiting and Accession

This activity is associated with managing recruiting, managing accession, and managing the recruiting and accession waiver process.


2001, 2002, 2003, 2004, 2005, 2006, 2007, 2008, 2009, 2010, 2011, 2012, 2013, 2014, 2015, 2016, 2017, 2018, 2019, 2020, 2021, 2022, 2023, 2024, 2025, 2026, 2027, 2028, 2029, 2030, 2031, 2032, 2033, 2034, 2035, 2036, 2037, 2038, 2039, 2040, 2041, 2042, 2043, 2044, 2045, 2046, 2047, 2048, 2049, 2050, 2051, 2052, 2053, 2054, 2055, 2056, 2057, 2058, 2059, 2060, 2061, 2062, 2063, 2064, 2065, 2066, 2067, 2068, 2069, 2070, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117, 3205, 3206, 3207, 3208, 3209, 3210







6.2.2.1.1 Manage Recruiting

This activity is associated with managing the recruitment process for applicants who apply to the Armed Forces. This activity includes prospecting for potential recruitment applicants, conducting applicant interviews, and managing recruitment applicants (i.e., coordinating accession evaluations, formulating applicant mitigation plans, tracking applicants who are awaiting shipping).


2001, 2002, 2003, 2004, 2005, 2006, 2007, 2008, 2009, 2010, 2011, 2012, 2013, 2014, 2015, 2016, 2017, 2018, 2019, 2020, 2021, 2022, 2023, 2024, 2025, 2026, 2027, 2028, 2029, 2030, 2031, 2032, 2033, 2034, 2035, 2036, 2037, 2038, 2039, 2040, 2041, 2042, 2043, 2044, 2045, 2046, 2047, 2048, 2049, 2050, 2051, 2052, 2053, 2054, 2055, 2056, 2057, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117, 3205, 3206, 3207, 3208, 3209, 3210, 3211, 3212, 3213, 3214, 3215

6.2.2.1.1.1 Manage Applicant Prospecting

This activity is associated with conducting research to identify prospects through advertising, telemarketing, mailings, area canvassing and site visits (e.g., high schools, colleges, shopping centers, and job fairs), reviewing high school Armed Services Vocational Aptitude Battery (ASVAB) scores, and receiving in-office visits from potential recruitment applicants. This also includes collecting initial personal contact information (e.g., name, phone number, and email address)


2004, 2005, 2006, 2010, 2011, 2020, 2021, 2023, 2024, 2025, 2032, 2038, 2044, 2047, 2048, 3212, 3213, 3214, 3215







6.2.2.1.1.1.1 Conduct Research to Identify Prospects (Prospecting)

This activity is associated with conducting the research to identify prospects for recruitment through advertising, telemarketing (e.g., phone calls, postal mailings, and email), site visits (e.g., high schools, colleges, shopping centers, areas of entertainment, and job fairs), reviewing high school Armed Services Vocational Aptitude Battery (ASVAB) scores, and screening prospects that walk-in to the recruitment office.


2004, 2005, 2006, 2009, 2011, 2017, 2023, 2025, 2042, 2050, 2051, 2081, 3212, 3213, 3214, 3215

6.2.2.1.1.1.2 Establish List of Potential Prospects (Prospecting)

This activity is associated with establishing a list of potential prospects for recruitment and making contact to collect initial personal information (e.g., name, phone number, and email address).


2004, 2005, 2006, 2009, 3212, 3213, 3214, 3215

6.2.2.1.1.2 Perform Applicant Prescreen

This activity is associated with interviewing the applicant to determine qualifications, collecting additional personal information (e.g., address, birth certificate, and school transcripts) and medical information necessary to apply to the Armed Services, conducting medical prescreen, and completing accession forms (e.g., DD forms 2807-1, 2058, and 368). This may also include determining if the applicant has prior service and retrieving that information for use in the recruiting process.


2001, 2003, 2008, 2022, 3116, 3205, 3206, 3207, 3208, 3209, 3210, 3211







6.2.2.1.1.3 Manage Recruitment Applicant

This activity is associated with managing administrative operations (e.g., scheduling applicant for accession processing (MEPS) and providing the required accession documents (e.g., applicant's personal data, consent form), formulating applicant mitigation plans for those who failed any part of the accession process, and submitting and processing Service waivers or exception to policy (ETP), which may be as a result of a Congressional inquiry.


2003, 2008, 2022, 2026, 2058, 2060, 2064, 2067, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117, 3205, 3206, 3207, 3208, 3209, 3210, 3211

6.2.2.1.1.3.1 Coordinate Applicant Package

This activity is associated with coordinating the applicant package. This includes (but is not limited to) determining processing date, sending the accession notification to appropriate parties (e.g., MEPS Personnel, Recruiting Service Liaison/Guidance Counselor, Test Administrator, MEPS Medical Staff), and arranging transportation to send the applicant to a Military Entrance Processing Station (MEPS) for evaluation (e.g., Armed Services Vocational Aptitude Battery (ASVAB), Medical).


2003, 2008, 2022, 2026, 2058, 2060, 2064, 2065, 2066, 2067, 3205, 3206, 3207, 3208, 3209, 3210, 3211

6.2.2.1.1.3.2 Formulate Applicant Mitigation Plan

This activity is associated with formulating a mitigation plan for an applicant that failed any part of the recruiting or accession process. This information may include (but not be limited to) name, goals to be completed, and dates of goal completion.


2013, 2014, 2015, 2018, 2019, 2026, 2028, 3116, 3117, 3207, 3209







6.2.2.1.1.4 Manage Recruitment Goals

This activity is associated with tracking recruiters' goals and distributing goals based on quantity and quality across the sub groups within the organization.


2012, 2020, 2021, 2023, 2024, 2027, 2030, 2031, 2032, 2034, 2035, 2037, 2038, 2039, 2040, 2041, 2045, 2046, 2048, 2049, 2052, 2071, 2072, 2080, 2083, 2084, 3212, 3213, 3214, 3215, 3201, 3202, 3203

6.2.2.1.1.5 Administer Enlistment Process

This activity is associated with counseling applicants on the opportunities and incentives to enlist, reviewing enlistment agreement, making a decision on enlistment agreement, and documenting the counseling session and accession agreements (e.g., pay, benefits, and length of enlistment).


2001, 2002, 2007, 2008, 2016, 3116, 3205,3206, 3207, 3208,.3209, 3210, 3211

6.2.2.1.1.6 Manage Members in Delayed Entry Program

This activity is associated with managing members while in DEP to include maintaining motivation while building Service commitment to minimize attrition; preparing the DEP member mentally and physically for initial training and any specific program guarantees, ensuring the DEP member continues to meet enlistment criteria to ensure the member remains eligible to ship, and encouraging DEP member to provide quality referrals.


2013, 2014, 2015, 2018, 2019, 2023, 2026, 2028, 2043, 2069, 3111, 3112, 3113, 3114, 3116, 3117, 3209, 3314, 3317







6.2.2.1.2 Manage Accession

This activity is associated with determining applicant qualification, managing applicant processing scheduling, performing external organization check, performing Service accession, and performing accession shipping.


2001, 2002, 2003, 2004, 2005, 2006, 2008, 2015, 2016, 2019, 2022, 2060, 2064, 2065, 2066, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117

6.2.2.1.2.1 Determine Entrance Qualifications

This activity is associated with performing preliminary screening, performing aptitude qualification, and performing medical qualification.


2001, 2002, 2003, 2004, 2005, 2006, 2008, 2015, 2016, 2019, 2022, 2063, 2064, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117, 3120, 3206, 3207, 3208, 3209, 3210, 3211

6.2.2.1.2.1.1 Perform Preliminary Screening

This activity is associated with managing applicant personal data, submitting the applicant's identity information for external organization check, and determining accession screening eligibility.


2001, 2002, 2003, 2004, 2005, 2006, 2008, 2015, 2016, 2019, 2022, 2063, 2064, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117, 3120, 3206, 3207, 3208, 3209, 3210, 3211

6.2.2.1.2.1.1.1 Manage Applicant Personal Data

This activity is associated with capturing applicant personal data, and determining if applicant information is complete or if additional information is needed. This activity is also associated with validating the applicant personal data, such as ensuring that the social security number (SSN) provided is within SSN range.


2001, 2002, 2003, 2004, 2005, 2006, 2008, 2015, 2016, 2019, 2022, 2060, 2063, 2064, 2065, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117, 3206, 3207, 3208, 3209, 3210, 3211







6.2.2.1.2.1.1.2 Determine Accession Screening Eligibility

This activity is associated with requesting additional applicant information; determining if the applicant is eligible to continue accession processing based on information provided; updating the applicant profile with eligibility or ineligibility to continue accession processing information; and forwarding or notifying the appropriate parties (e.g., Services, applicant) of the results from the preliminary screening process.


2001, 2002, 2003, 2004, 2005, 2006, 2008, 2015, 2016, 2019, 2022, 2063, 2064, 2065, 2066, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117, 3120, 3313

6.2.2.1.2.1.2 Perform Aptitude Qualification

This activity is associated with administering the Armed Services Vocational Aptitude Battery (ASVAB) test and/or special purpose test (e.g., Defense Language Aptitude Battery, Army Flight Aptitude Selection and Auditory Perception) and determining aptitude eligibility.

AIE does not perform this activity. AIE interfaces with system of record to schedule and receive results from these activities. Additionally, will interface with other commercial systems of record for aptitude qualifications (SAT, ACT, GRE, LSAT, etc.)

2008, 2015, 2061, 3110, 3113, 3114, 3116, 3117, 3205, 3206, 3207, 3208, 3209, 3210, 3211

6.2.2.1.2.1.2.1 Administer ASVAB Testing (USMEPCOM Activity)

This activity is associated with verifying positive identification of the applicant, determining if applicant information is complete, requesting additional information if necessary, administering the Armed Services Vocational Aptitude Battery (ASVAB) test, and updating the applicant profile with the ASVAB test results.

AIE does not perform this activity. AIE interfaces with system of record to schedule and receive results from these activities.

2003, 3116, 3205, 3206, 3207, 3208, 3209, 3210, 3211







6.2.2.1.2.1.2.2 Administer Special Purpose Testing (USMEPCOM Activity)

This activity is associated with administering a special purpose test, updating the applicant profile with the special purpose test results, and notifying the Service of the special purpose test results.

AIE does not perform this activity. AIE interfaces with system of record to schedule and receive results from these activities.

2061, 3205, 3206, 3207, 3208, 3209, 3210, 3211

6.2.2.1.2.1.2.3 Determine Aptitude Eligibility

This activity is associated with reviewing ASVAB test results, determining if the applicant meets DoD aptitude standards, updating the applicant profile with the aptitude testing results, and notifying appropriate parties (e.g., Service, applicant) of the aptitude test results.

AIE interfaces with system of record to schedule and receive results from these activities. Additionally, will interface with other commercial systems of record for aptitude qualifications (SAT, ACT, GRE, LSAT, etc)

2003, 2008, 2018. 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117, 3205, 3206, 3207, 3208, 3209, 3210, 3211

6.2.2.1.2.1.3 Perform Medical Qualification (USMEPCOM Activity)

This activity is associated with performing medical prescreen, medical examination, and determining medical eligibility.

AIE schedules and uses the results of medical screening of MEPS, DODMERB, and Medical Treatment Facility.

2003, 2018, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117, 3205, 3206, 3207, 3208, 3209, 3210, 3211

6.2.2.1.2.1.3.1 Perform Medical Prescreen

This activity is associated with determining if applicant medical information is complete or additional medical information is needed; conducting the medical prescreen; and documenting the results of the medical prescreen. This activity is also associated with providing medical assistance to the appropriate parties (e.g., Services, applicant).

AIE will facilitate this process using prescribed forms and workflows.

2003, 2018, 3116, 3117, 3205, 3206, 3207, 3208, 3209, 3210, 3211, 3313







6.2.2.1.2.1.3.2 Perform Medical Examination (USMEPCOM Activity)

This activity is associated with verifying positive identification of the applicant, conducting the medical examination (e.g., physical examination and inspection), determining if additional medical information is needed, and requesting the additional medical information from appropriate parties (e.g., applicant, medical service providers).

AIE interfaces with system of record to schedule and receive results from these activities. AIE schedules and uses the results of medical examination of MEPS, DODMERB, and Medical Treatment Facility.

3116, 3117, 3205, 3206, 3207, 3208, 3209, 3210, 3211, 3313

6.2.2.1.2.1.3.3 Determine Medical Qualification (USMEPCOM Function)

This activity is associated with determining if the applicant meets medical standards based on the results from the medical examination, determining if a disqualifying medical condition is permanent or temporary, providing the medical examination results to the Service, reviewing the Service medical decision, determining if the Service is accepting the applicant's disqualifying medical condition(s) if any, and updating the applicant profile with the medical examination results and Service medical decision information.

AIE will facilitate this process using prescribed forms and workflows.

3116, 3117, 3205, 3206, 3207, 3208, 3209, 3210, 3211, 3313

6.2.2.1.2.2 Manage Applicant Processing Scheduling

This activity is associated with submitting an accession processing request, validating personal information and requested accession processing schedule, providing the accession processing schedule to the Service, and maintaining the accession processing schedules.

AIE will perform these activities. 2008, 2016, 2022, 2024, 2026, 2027, 2060, 2064, 2065, 3116, 3117, 3120, 3201, 3205, 3206, 3207, 3208, 3209, 3210, 3211, 3313, 3314







6.2.2.1.2.3 Perform External Organization Check

This activity is associated with sending the applicant's personal identifying information and/or fingerprints for an external organization check (e.g., citizenship, background investigation).

AIE will facilitate submission of information provided by manual and digital interfaces and consumption of results from these activities.

2003, 2008, 2062, 2064, 3116, 3117

6.2.2.1.2.4 Perform Service Accession

This activity is associated with determining entrance eligibility and performing pre-accession processing.

AIE will apply entrance eligibility requirements in accordance with Law Policy Regulations and Directives, and procurement program requirements.

2003, 2008, 2016, 2026, 2028, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117, 3120, 3205, 3206, 3207, 3208, 3209, 3210, 3211

6.2.2.1.2.4.1 Determine Entrance Eligibility

This activity is associated with verifying positive identification of the applicant, determining if the applicant information is complete, conducting the accession interview (i.e., pre-enlistment interview, pre-accession interview), conducting additional disclosure resolution, determining if the applicant is eligible to continue the accession process, and updating the applicant profile with information from the accession interview and eligibility or ineligibility to continue accession process information.

AIE is performing these activities. 2003, 2008, 2016, 2022, 2026, 2028, 2058, 2063, 2065, 2066, 2067, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117, 3120, 3205, 3206, 3207, 3208, 3209, 3210, 3211







6.2.2.1.2.4.2 Perform Pre-Accession Processing

This activity is associated with updating the applicant profile with record of military processing, capturing the applicant's fingerprints, submitting the captured applicant fingerprints for external organization check, generating the record of emergency data and accession agreement, executing the oath, and updating the applicant profile with accession information.

AIE will perform these activities by using workflows in accordance with defined business processes.

2026, 2028, 2060, 2064, 2067, 2068, 2070, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117, 3120

6.2.2.1.2.5 Perform Accession Shipping

This activity is associated with verifying positive identification of the applicant; determining if accession shipping requirement information is complete; preparing or canceling accession shipping arrangements and accession shipping orders; updating the Member's profile with accession shipping order information; determining if the Member is eligible to ship to assignment based on the external organization check results and notifying the appropriate parties (e.g., Member, Service); coordinating accession meal entitlement; generating the accession shipping packet; sending the accession shipping packet to the appropriate parties (e.g., Member, Service); and performing the accession shipping brief.

AIE will facilitate submission of information provided by manual and digital interfaces and consumption of results from these activities. AIE will perform these activities by using workflows and templates in accordance with defined business processes.

2019, 2026, 2028, 2057, 2059, 2060, 2063, 2064, 2066, 2067, 2068, 2070, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117 3424, 3426, 3427, 3428, 3429, 3430, 3431, 3432, 3435, 3806, 3812







6.2.3 Manage and Sustain Personnel

This activity is associated with managing the actions necessary for the daily support of a person's linkage to the Department of Defense (DoD). This activity also includes managing a person's relation to positions, tracking time and attendance within those relationships, managing daily performance/career progression, managing legal documentation associated with the transition process, managing extensions of enlistment contract, and reenlisting. Provisions for exceptional activities involving adverse actions and grievances are also addressed. This also includes oversight of military retirees and inactive reservists.

AIE will interface with Army systems of record to perform these activities. AIE will perform these activities by using workflows and templates in accordance with defined business processes.

2029, 2033, 2074, 2076, 2077, 2078, 2079, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117, 3120, 3441, 3445, 3805, 3806, 3807, 3443, 3444

6.2.3.1.2.4 Administer Transfer to and from Active Duty

This activity is associated with transferring the Members of a Reserve Component unit to or from active duty (e.g., court martial proceedings, training, Commander directed drug testing, deployment). This includes bring a Member to a state of readiness for war or other national emergency. This activity may also include (but not be limited to) validating active duty tour information, conducting active duty tour processing, completing active duty tour processing checklist, and updating Member profile with active duty tour information.

AIE will facilitate assessment and workflows to authorize inter-component transfer, accessions and releases from one procurement program to another.

2077, 3114, 3115, 3116, 3117, 3120, 3420, 3806, 3422, 3423







6.2.3.1.2.3.1 Manage Transfer from Enlisted to Officer

This activity is associated with changing a Member's class from Enlisted to Commissioned/Warrant Officer class. This activity may also include (but not be limited to) assessing commissioning program eligibility, making a decision on commissioning program request, and updating the member record with commissioning program admission decision.

AIE will interface with Army systems of record to enable assessment and workflows to authorize discharge of enlisted soldiers applying to and accession into an officer or warrant officer procurement program.

2067, 3114, 3115, 3116, 3117, 3120, 3420, 3806, 3422, 3423

6.2.3.1.2.3.1.1 Assess Commissioning Program Eligibility

This activity is associated with determining if a Member meets minimum eligibility requirements to be considered for admission into a commissioning program. This activity is also associated with evaluating any submitted waivers.

AIE will facilitate submission of information provided by manual and digital interfaces and consumption of results from these activities. AIE will interface with Army systems of record to enable assessment and workflows to record waiver decisions from waiver authority.

2001, 2002, 2003, 2015, 2016, 2022, 2025, 2067, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117 3120

6.2.3.1.2.3.1.3 Update Member Profile w/Commissioning Program Admission Decision

This activity is associated with updating a Member's profile with information to include (but not be limited to) a review board's decision on a commissioning program admittance request, applicable board title, convening authority, decision date and documenting the Member's elections.

AIE will perform this. 2016, 3110, 3111, 3112, 3113, 3114, 3115, 3116, 3117







6.2.3.3.2 Administer Performance Evaluation

This activity is associated with managing the evaluation process to include the identifying of personnel due for performance evaluation and raters that will provide their input to the individual's performance evaluation, tracking and submission of evaluation rendered on personnel to reflect performance, training progress and potential for promotion, explaining performance standards, providing written and verbal performance feedback, and closing out the process by maintaining performance files and updating performance evaluation information.

AIE will not perform this function for the workforce.

AIE will provide capability for non-workforce members of AIE(cadets, Recruit Sustainment Program)

2019, 3101, 3102, 3116, 3307, 3313, 3314, 3317

6.2.3.3.2.3 Execute Performance Evaluation

This activity is associated with informing the performance evaluation raters, evaluating the individual's performance, counseling the individual on their performance evaluation, and tracking the performance evaluation progress.

AIE will not perform this function for the workforce.

AIE will provide capability for non-workforce members of AIE (cadets, Recruit Sustainment Program).

2019, 3116, 3117, 3307, 3313, 3314, 3317

6.2.4.2.2 Manage Education

This activity is associated with developing and delivering education programs. This activity may include (but not be limited to) providing a comprehensive prekindergarten through 12th grade curriculum to DoD dependents, managing DoD Programs with Industry and schools covered within the National Defense University, the Services' Command and Staff Colleges and War Colleges, higher education programs at DoD institutions, and higher education enrollment at civilian institutions.

AIE will perform activity associated with developing and delivering education at the institutional, organizational, and self-development levels. AIE will interface with Army systems of record. Ensure implementation of minimum required Army tasks in accordance with LRPDs.

2012, 2017, 2018, 2019, 2028, 2029, 2036, 2043, 2053, 2055, 2056, 2073, 3116, 3307, 3418, 3437, 3205, 3206, 3207, 3208, 3209, 3210, 3211







6.2.4.2.1.2 Maintain Individual Training Course Curriculum

This activity is associated with maintaining, updating or discontinuing existing individual training courses and related materials.

AIE will perform activity associated with maintaining education at the institutional, organizational, and self-development levels. AIE will interface with Army systems of record.

2017, 2018, 2019, 2028, 2029, 2055, 3307, 3311, 3418, 3437, 3601, 3602, 3603, 3604, 3703, 3705

6.2.4.2.1.2.3 Conduct Individual Training Course

This activity is associated with conducting the training course (e.g., resident and distributed). This activity also includes teaching students training course material, recording all students course attendance to determine if they receive credit or not for the individual training course and issuing certificates and/or awarding competencies for successful completion of the individual training course. When a person completes all requirements of scheduled courses, the related development information (e.g., course identification, date of completion, and scores or ranking) will be recorded.

AIE will perform activity associated with conducting education at the institutional, organizational, and self-development levels. AIE will interface with Army systems of record.

2017, 2018, 2019, 2028, 2029, 2055, 3317, 3318, 3418, 3437, 3440, 3441, 3443, 3444, 3601, 3602, 3603, 3604

6.2.4.2.1.1.3 Deliver Individual Training Course

This activity is associated with administering the training course which includes identifying available individual training course resources, managing individual training course enrollment, conducting and analyzing individual training course.

AIE will perform activity associated with delivering education at the institutional, organizational, and self-development levels. AIE will interface with Army systems of record.

2017, 2018, 2019, 2028, 2029, 2055, 3301, 3313, 3314, 3315, 3316, 3317, 3440, 3437, 3703, 3705







8.0 Perform Financial Management

This activity measures, operates and predicts the effectiveness and efficiency of the Department's financial activities in relations to its financial objectives, and includes the responsibility for establishing financial policies, practices, standards and ensuring a system of controls exists that reliably captures and reports activity in a consistent manner.

AIE will interface with finance systems of record to request, analyze, and track financial data.

2012, 2023, 2075, 3438, 3445, 3440, 3441, 3445, 3805, 3806,.3807, 3808, 3809,.3810, 3811, 3812, 3441, 3442, 3443

8.1 Administer Financial Assets and Liabilities

The activity to identify, classify, value and manage financial (fiscal) assets to include accounts receivable and liabilities to include accounts payable from acquisition or inception to disposal or liquidation.

AIE will enable financial planning, execution, tracking, analysis, and reporting.

2012, 2023, 2075, 3401, 3406, 3407, 3438, 3805, 3806, 3807, 3808,.3809, 3810, 3811, 3812





Appendix A Acronyms

Acronym Definition

A&S Assessment and Selection

AAR After Action Review

ACA Automated Cadet Actions

ACE Army Career Explorer

ACP Army Cadet Portal

AFS Active Federal Service

AIE Accessions Information Environment

AIT Advanced Individual Training

AKO Army Knowledge OnLine

ALMS Army Learning Management System

AMEDD Army Medical Department

AMHRR Army Military Human Resource Record

AMRG Army Marketing and Research Group

AOC Accession Options Criteria

AOR Area of Responsibility

APA Additional Performance Attribute

APFT Army Physical Fitness Test

ARISS Army Recruiting Information Support System

ARNG Army National Guard

ASA(ALT) Assistant Secretary of the Army for Acquisition, Logistics, and Technology

ASA(M&RA) Assistant Secretary of the Army (Manpower & Reserve Affairs)

ASVAB Armed Services Vocational Aptitude Battery

ATEC Army Test and Evaluation Command





Acronym Definition

ATRSS Army Training Requirements and Resources System

AVF All Volunteer Force

BEA Business Enterprise Architecture

BLS Bureau of Labor and Statistics

CA Civil Affairs

CAC Common Access Card

CCIMM Cadet Command Information Management Module

CDID Capability Development Integration Directorate

CI Counter Intelligence

C-IMT U.S. Army Center for Initial Military Training

CIO Chief Information Officer

CONOPS Concept of Operations

CONUS Continental United States

COOP Continuity of Operations Plan

COP Common Operating Picture

COTS Commercial Off The Shelf

CPDT Cadet Professional Development Training

CRM Customer Relationship Management

CST Cadet Summer Training

CUI Controlled Unclassified Information

DCS G-1 Office of the Deputy Chief of Staff for Personnel and Manpower

DCS G-2 Office of the Deputy Chief of Staff for Intelligence

DCS G-3/5/7 Office of the Deputy Chief of Staff for Operations and Plans

DCS G-8 Office of the Deputy Chief of Staff for Programs

DFAS Defense Finance and Accounting Service





Acronym Definition

DMDC Defense Manpower Data Center

DoD Department of Defense

DODMERB Department of Defense Medical Examination Board

DOTMLPF-P Doctrine, Organization, Training, Materiel, Leadership and Education, Personnel, Facilities, and Policy

E2E End to End

EIS Enterprise Information Systems

ERM Electronic Records Management

ETP Exception to Policy

FAZR Force Structure Address Zip Code Realignment

FSTP Future Soldier Training Program

FSTS Future Soldiers Training System

FYOS Four Year Online Scholarship

GtG Green to Gold

HBCU Historically Black College or University

HEDW Human Resources Enterprise Data Warehouse

HIMS Human Resources Identity Management System

HIPAA Health Insurance Portability and Accountability Act

HQDA Headquarters Department of the Army

HRC Human Resources Command

HRORI Human Resources Organization Reform Initiative

IET Initial Entry Training

IMS Identity Management System

IMT Initial Military Training

iPERMS interactive Personnel Electronic Records Management System





Acronym Definition

IPPS-A Integrated Personnel and Pay System - Army

ISR In Service Recruiting

IT Information Technology

KM Knowledge Management

KPP Key Performance Parameter

KSA Key System Attribute

KSAO Knowledge, Skills, Abilities and Other

LEMA Leads and Mission Production Awards

LMS Learning Management System

LPRD Law, Policy, Regulation and Directives

MEDCOM Medical Command

METT-TC Mission, Enemy, Terrain and weather, Troops, Time available and Civil considerations

MEPCOM Military Entrance Processing Command

MEPS Military Entrance Processing Center

MIRS MEPCOM Integrated Resource System

MJC Military Junior College

MNS Mission Needs Statement

MOBCOP-U Mobilization Common Operating Picture - Unclassified

MOS Military Occupational Specialty

MOSQ Military Occupational Specialty Qualified

NCES National Center for Education Statistics

NDAA National Defense Authorization Act

NIPRNet Non-Secure Internet Protocol Router Network

NS Non-Scholarship





Acronym Definition

OBT Office of Business Transformation

OCONUS Outside the CONUS

OCS Officers Candidate School

OS Operating System

PaYS Partnership for Youth Success

PEO Program Executive Office(r)

PER Personnel

PHI Protected Health Information

PiCAT Prescreen Internet Based Computerized Adaptive Test

PII Personally Identifiable Information

PMESII-PT Political, Military, Economic, Social, Infrastructure, Information, Physical Environment, and Time

PMO Program Management Office

PO Psychological Operations

PPBE Planning, Programming, Budgeting, and Execution

PT Physical Training

QA Quality Assurance

QC Quality Control

QNS Qualified not Selected

RA Regular Army

RECMOD Request Module

RETAIN Retention System

RITMS Resident Information Training Management System

ROI Return On Investment

ROO Recruiting Operations Officers





Acronym Definition

ROTC Reserve Officer Training Corps

RPO Recovery Point Objective

RRC U.S. Army Recruiting and Retention College

RSN Recruiting Services Network

RSP Recruit Sustainment Program

SB Specialty Branch

SF Special Forces

SIA System Interface Agreement

SOAR Special Operations Aviation Regiment

SOF Special Operating Forces

SORB Special Operations Recruiting Battalion

SROTC Senior Reserve Officer Training Corps

STAR System Threat Assessment Report

TAPDB-AE Total Army Personnel Database - Active Enlisted

TAPDB-G Total Army Personnel Database - Guard

TAPDB-R Total Army Personnel Database - Reserves

TOPMIS Total Officer Personnel Management Information System

TRADOC Training and Doctrine Command

TPU Troop Program Unit

USACC U.S. Army Cadet Command

USASD U.S. Army Student Detachment

USAR U.S. Army Reserve

USARC U.S. Army Reserve Command

USAREC U.S. Army Recruiting Command

USASOC U.S. Army Special Operations Command





Acronym Definition

USC United States Code

USD(P&R) Under Secretary of Defense (Personnel & Readiness)

USMA U.S. Military Academy

VOLT Validated Online Lifecycle Threat (VOLT)

WO Warrant Officer

WOFT Warrant Officer Flight Training

XaaS Everything as a Service





Appendix B References

Statutes

• 10 U.S. Code § 520C Recruiting Functions, provision of meals and refreshments

• 10 U.S. Code Ch1606 Educational Assistance for Members of the Selected Reserve

• 10 U.S. Code Ch1607 Educational Assistance for Reserve Component Members Supporting Contingency Operations, and Certain Other Operations

• 10 U.S. Code §12102 - Establishment

• 10 U.S. Code Ch1609 Education Loan Repayment Program

• 10 U.S. Code §2017a Financial Assistance Programs for Specially Selected Members: Army Reserve and Army National Guard

• 10 U.S. Code Ch103 Senior Reserve Officers’ Training Corps

• 10 U.S. Code §12102 Reserve Components: Qualifications

• 10 U.S. Code §12201 Reserve Officers: Qualifications for Appointment

• 10 U.S. Code §12310 Reserves: For Organizing, Administering, etc., Reserve Components

• 10 U.S. Code §1588 Authority to Accept Certain Voluntary Services

• 10 U.S. Code §2031 Junior Reserve Officers’ Training Corps

• 10 U.S. Code §209 Members of Pre-Commissioning programs

• 10 U.S. Code §2103a Students Not Eligible for Advanced Training: Commitment to Military Service

• 10 U.S. Code §2104 Advanced Military Training; Eligibility for

• 10 U.S. Code §2107 Financial Assistance Program for Specially Selected Members

• 10 U.S. Code §2107a Financial Assistance Program for Specially Selected Members: Army Reserve and Army National Guard

• 10 U.S. Code §2111a Support for Advanced Military Colleges

• 10 U.S. Code §2261 Presentation of Recognition Items of Recruiting and Retention

• 10 U.S. Code §3064 Special Branches

• 10 U.S. Code Ch31 Enlistments

• 10 U.S. Code §246 Militia: Composition and Classes

• 10 U.S Code Ch33 Original Appointments of Regular Officers in Grades Above Warrant Officer Grades





• 10 U.S. Code Ch33a Appointment, Promotion, and Involuntary Separation, and Voluntary Retirement for Members on the Warrant Officer Active Duty List

• 10 U.S. Code Ch34 Appointments as Reserve Officers

• 10 U.S. Code §432 Use, Disposition, and Auditing of Funds

• 10 U.S. Code Ch137 Procurement Generally

• 10 U.S. Code §503 Enlistments: Recruiting Campaigns; Compilation of Directory Information

• 10 U.S. Code §504 Persons Not Qualified

• 10 U.S. Code §531 Original Appointments of Commissioned Officers

• 20 U.S. Code §7908 Armed Forces recruiter access to students and student recruiting information

• 37 U.S. Code Ch5 Special and Incentive Pays

• 42 U.S. Code Ch126 Equal Opportunity for Individuals with Disabilities

• 42 U.S. Code §12101 The Americans with Disabilities Act

• 44 U.S. Code Ch35 Coordination of Federal Information Policy

• 5 U.S. Code §3331 Oath of Office

• 5 U.S. Code §552 Public Information: agency rules, opinions, orders, records, and proceedings (Freedom of Information Act)

• 5 U.S. Code §552a Records Maintained on Individuals (Privacy Act)

• ALARACT 007 2012 Sexual Harassment, Assault, Response, and Prevention (SHARP) Program Implementation Guidance

• ALARACT 075 2009 Sexual Harassment / Assault Response And Prevention (SHARP) Initiatives

• ALARACT 123 2011 Mandatory Unit Sexual Harassment-Assault Response And Prevention (SHARP) Training

• ALARACT 173 2010 Prevention of Sexual Harassment Training

National Guard

• 32 USC § 302 Enlistments, reenlistments, and extensions

• 32 USC § 304 Enlistment oath

• 32 USC § 305 Federal recognition of commissioned officers: persons eligible

• 32 USC § 307 Federal recognition of officers: examination; certificate of eligibility

• 32 USC § 308 Federal recognition of officers: temporary recognition





• 32 USC § 309 Federal recognition of National Guard officers: officers promoted to fill vacancies

• 32 USC § 310 Federal recognition of National Guard officers: automatic recognition

• 32 USC § 312 Appointment oath

• 32 USC § 313 Appointments and enlistments: age limitations

Regulations

• AR 11-1 Command Logistics Review Program

• AR 11-2 Manager’s Internal Controls Program

• AR 1-20 Legislative Liaison

• AR 1-201 Army Inspection Program

• AR 135-100 Appointment of Commissioned and Warrant Officers of the Army

• AR 135-101 Appointment of Reserve Commissioned Officers for Assignment to Army Medical Department Branches

• AR 135-7 Army National Guard and Army Reserve and Army Incentive Programs

• AR 135-175 Separation of Officers

• AR 135-178 Enlisted Administrative Separations

• AR 135-200 Active Duty for Missions, Projects, and Training for Reserve Component Soldiers

• AR 140-145 Individual Augmentation Mobilization Program

• AR 135-91 Service Obligations, Methods of Fulfillment, Participation Requirements, and Enforcement Procedures

• AR 140-10 Assignment, Attachments, Details, and Transfers

• AR 140-111 U.S. Army Reserve Reenlistment Program

• AR 145-1 Senior Reserve Officers’ Training Corps Program; Organization, Administration, and Training

• AR 145-2 Organization, Administration, Operation, and Support

• AR 20-1 Inspector General Activities and Procedures

• AR 621-202 Army Educational Incentives and Entitlements

• AR 220-1 Army Unit Status Reporting and Force Registration - Consolidated Policies

• AR 25-1 Army Information Technology





• AR 25-2 Information Assurance

• AR 25-55 The Department of the Army Freedom of Information Act Program

• AR 350-100 Officer Active Duty Service Obligations

• AR 360-1 The Army Public Affairs Program

• AR 36-2 Audit Services in Department of the Army

• AR 37-49 Budgeting, Funding, and Reimbursement for Army Base Operations Support of Army Activities

• AR 380-5 Department of the Army Information Security Program

• AR 380-67 Personnel Security Program

• AR 40-501 Standards of Medical Fitness

• AR 420-1 Army Facilities Management

• AR 5-14 Management of Contracted Advisory and Assistance Services

• AR 570-4 Manpower Management

• AR 600-20 Army Command Policy

• AR 600-25 Salutes, Honors, and Visits of Courtesy

• AR 600-60 Physical Performance Evaluation System

• AR 600-63 Army Health Promotion

• AR 600-8-104 Army Human Resource Records Management

• AR 600-8-19 Enlisted Promotions and Reductions

• AR 600-8-2 Suspension of Favorable Personnel Actions (FLAG)

• AR 600-8-24 Officer Transfer and Discharges

• AR 600-85 The Army Substance Abuse Program

• AR 600-8-8 The Total Army Sponsorship Program

• AR 600-9 The Army Body Composition Program

• AR 601-1 Assignment of Enlisted Personnel to the United States Army Recruiting Command

• AR 601-100 Appointment of Commissioned and Warrant Officers in the Regular Army

• AR 601-141 U.S. Army Health Professions Scholarship, Financial Assistance, and Active Duty Health Professions Loan Repayment Program

• AR 601-2 Army Recruiting Support Programs

• AR 601-208 Army Brand and Marketing Program





• AR 601-25 Delay in Reporting for and Exemption from Active Duty, Initial Active Duty for Training, and Reserve Forces Duty

• AR 601-270 Military Entrance Processing Station (MEPS)

• AR 601-280 Army Retention Program

• AR 608-1 Army Community Service

• AR 608-18 The Army Family Advocacy Program

• AR 608-75 The Exceptional Family Member Program

• AR 611-1 Military Occupational Classification Structure Development and Implementation

• AR 611-5 Personnel and Classification Testing

• AR 612-201 Initial/Prior Service Trainee Support

• AR 612-205 Appointment and Separation of Service Academy Attendees

• AR 614-100 Officer Assignment Policies, Transfers, and Details

• AR 614-185 Requisitions and Assignment Instructions for Officers

• AR 614-200 Enlisted Assignments and Utilization Management

• AR 635-200 Active Duty Enlisted Administrative Separations

• AR 621-7 Army Fellowships and Scholarships

• AR 623-3 Evaluation Reporting System

• AR 672-20 Incentive Awards

• AR 690-950 Career Program Management

• AR 710-2 Supply Policy Below the National Level

• AR 71-32 Force Development and Documentation

• AR 725-50 Requisition, Receipt, and Issue System

• AR 735-5 Property Accountability Policies

• AR 870-20 Army Museums, Historical Artifacts, and Art

• AR 870-5 Military History: Responsibilities, Policies and Procedures

• AR 11-7 Internal Review Program

• AR 350-1 Army Training and Leader Development

• DA PAM 220-1 Defense Readiness Reporting System-Army Procedures G3 (CUOPS)

• DA PAM 25-1-1 Army Information Technology Implementation Instructions G6 (PPD)





• DA PAM 350-38 Standards in Training Commission G3 (CUOPS)

• DA PAM 600-24 Health Promotion, Risk Reduction, and Suicide Prevention G1 (SFP)

• DFAS-IN Manual Army Management Structure

• DoD Business Enterprise Architecture (BEA)

• DoD Standard Financial Information Structure (SFIS)

• DoD Instruction (DoDI) 5010.40, Managers’ Internal Control Program Procedures

• DoDI 8510.01, Risk Management Framework

• DoDI 8500.01, Cybersecurity

• DoD Directive (DoDD) 5200.1, DoD Information Security Program and Protection of Sensitive Compartmented Information

• DoDD 5100.03, Support of the Headquarters of Combatant and Subordinate Unified Commands

• E-Sign Act, GPEA, DISA Cloud Computing Security Requirements Guide

• AR 380-5, Army Information Security Program

• AR 380-381, Special Access Programs (SAPs) and Sensitive Activities

• National Security Telecommunications and Information Systems Security Policy Number 11 (NSTISSP-11)

• National Institute of Standards and Technology (NIST) 800-53, Security and Privacy Controls for Federal Information Systems and Organizations