2013 U.S. Army Strengthening America's Youth (SAY) Meeting held at Fort Myer, VA
BAE Systems joins the U.S. Army and top education leaders to discuss the skills in demand for tomorrow's workforce.
PaYS Video Created to Educate and Inform
Check out our new video on YouTube. The video explains the Program's partnership process, qualifications and review of obligations. Background videos include a mix of Army training and civilian career possibilities. The video also includes a review of the Credentialing Opportunities On Line (COOL) certification site. The video will become a part of the Army recruiting multimedia dvd kit for training of recruiters and guidance counselors.
Thomas Heintz grew up in Washingtonville, NY and attended the University of Scranton. He pursued a Bachelors of Science in Business Management with a minor in Criminal Justice and Leadership. For most people that would be enough but in his freshman year Thomas joined ROTC. "Having been a PFC in the NY Army National Guard (ARNG) I knew I wanted to be a leader. There is no better way to lead troops than being an officer. ROTC offered a great way to develop my leadership skills as well as achieving my goal of being a commissioned officer" Thomas said.
Including the military in his life came naturally to Thomas, he explained "My Peepop (Grandfather) was in the 101st Airborne during WWII, my Uncle retired from the Air Force after 23 years and my father was in the Navy. All of them were enlisted and they encouraged me to go into ROTC so I could be the first officer in the family". Upon graduation 2nd Lt Thomas Heinz fulfilled the family legacy receiving his commission with fifteen members of The University of Scranton's ROTC class of 2012.
Looking back he found the experience enriching. "All of the cadre had combat experience (most had multiple tours) so what they were teaching was not just out of a textbook, but was also real life" he reflected. As part of the Simultaneous Membership Program (SMP) Being in ROTC and returning to his Guard unit one weekend a month for drill he found extremely beneficial. "It allowed me to practice what I was learning on people other than my peers in ROTC". He found the real time feedback from the Non-Commissioned Officers or NCO's, invaluable. Not an easy road, Thomas professors knew he was in ROTC and held him to a higher standard than non ROTC students, but that wasn't necessarily a bad thing. "ROTC allowed me to hold myself to higher standards as well. While other students were out experimenting with drugs and excessive alcohol, knowing that I could lose everything I worked so hard for was good encouragement not to do anything too foolish" he said.
There were even surprises in store for the experienced National Guardsmen. He revealed "The biggest thing I gained from ROTC that I did not expect was a family. I still talk with many of my peers from my commissioning class. We bounce ideas and issues off of each other. They became a group of people that I can always count on. We succeed or failed as a class, and that made an unbreakable bond".
ROTC on top of pursuing a college degree makes time management a critical skill and priorities sometimes need to be reassessing. Thomas shared a typical week, "We would do PT 4 times a week and had a staff meeting on the other available day. I changed my major my junior year because I was unable to devote the study time I needed to focus on both preparing for LDAC (Leadership Development Assessment Course), and achieving good grades in classes. My grades were high enough to keep the ROTC Scholarship, but they were not high enough for my liking. After changing my major to something I enjoyed more, it became easier to find the balance for me to devote to studies and ROTC. The weekends became the power time for school work."
During one of his Military Science level III classes a guest presenter explained an Army program that caught his attention a program called the Partnership for Youth Success (PaYS). Thomas went on line to learn more about the program. "The website was very easy to use. It changed while I was going through the process, (to select my PaYS partner) so it took a little more getting used to. Luckily, all I had to do was pick up the phone and ask for some guidance from the PaYS Helpdesk" he remembered.
Being a leader and understanding that every problem has a solution gave Thomas the patience and determination to continue to pursue his PaYS partner. "I first reached out to my PaYS Partner and I did not hear anything back for several weeks. I then called the gentleman who did the presentation for my class and he reached out to Amazon. Turns out they went through a change in personnel and the person I contacted was no longer with the company. Once I called the new contact I was scheduled for a phone interview two days later. At the end of the phone interview, the interviewer told me that they would be in touch in about two weeks to let me know if I was moving on to the next round or not. The very next day, I received a call asking me to go to Allentown, PA for an in-person interview. The next day I was notified by the recruiter with an offer. Being right out of college, it was an offer I could not refuse" Thomas explained.
Immediately Thomas learned that his new employer was understanding and dedicated to their employees. "My original start date was supposed to be at the end of July; however, because I had to go to Basic Officers Leader's Course (BOLC), they agreed to push my start date back to November 2012". Thomas was hired to be an Area Manager in the Trans-shipment Department at the Hazleton, PA facility. "I am responsible for the associates and the product that is sent out to other Amazon Fulfillment Centers across the United States. Currently I have approximately 150 associates that report to me on a daily basis. My main job is to help eliminate any and all barriers to completing their requirements. At my level, I have a lot of interaction with the associates. That is my favorite part about the job. Amazon in a large company, that cares about its customers and employees. I am honored to work for such a great organization and I look forward to going into work every shift. I know each shift is going to bring different challenges, I know with the help from my leadership team that we can accomplish the task at hand" Thomas shared.
Thomas would gladly recommend the PaYS program to new Soldiers. "In my position now, I wish PaYS had more advertisement. I talk to a lot of my Privates returning from Basic Training who are not aware of the program." And by sharing his success story with us we will do just that.
Human Resource managers from Caterpillar joined PaYS representative and Army recruiting officials at their corporate headquarters in Peoria, IL for a day of training and partnership discussions. Julia Metcalf, Manager of Military Recruiting, wanted her corporate recruiting team to learn about and utilize the many resources provided as a PaYS partner. A former Air Force Officer, Julia is passionate about increasing the number of veterans in Caterpillar's work force.
Indianapolis Battalion Commander, LTC Michael McLendon, explained the benefits veterans bring to the civilian workforce. He told the HR managers how through teamwork, leadership experience and hands on training Soldiers have the proven track record to enhance any task, mission, or work environment. Central Illinois Recruiting Company Commander, CPT Mark Welch, provided examples of local events where Caterpillar HR managers could team or "partner" with his team of recruiters. PaYS Midwest marketing analyst, Danny Free, shared the many advantages of the PaYS program. Primarily how the PaYS program provides highly screened, motivated and quality candidates to their HR efforts.
Also available to provide Army expertise were CSM Bryan Hamilton the Indianapolis Battalion Command Sergeant Major and SFC Zackary Brehm, the Central Illinois Recruiting Center's Station Commander. "The event was a huge success because the Army leadership learned more about Caterpillar's talent acquisition efforts while the HR managers learned about the intensive screening process each and every Soldier must undergo" Danny Free said.
The Army team was invited back to meet with the CEO and senior management and tour the factory operations.
On 22 Aug 2013, San Antonio Battalion Commander, LTC Hopper and his East Company recruiting Commander, MAJ Johnathan Ladson joined PaYS partner BBVA Compass Bank Regional Executives, Mr. Greg Robinson and Mr. Joe Bray, for a luncheon.
The purpose of the gathering was to introduce the benefits of the PaYS program to Mr. Ken Evans, Chief of Police for the City of Live Oak, and Assistant Chief, Mr. Dan Pue. Mr. Bray, an active member of the San Antonio Community Action Committee (SACAC) is a passionate supporter of the Army’s Recruiting battalion initiatives and community grassroots program efforts. Chief Evans and Asst Chief Pue value the contributions of veterans within their department and look forward to formalizing the partnership to welcome more into their ranks.
REUTERS Aug 9, 2013
In an effort to help young Army soldiers get good jobs after they complete their military service, Exelon Corporation and the U.S. Army yesterday signed an agreement to partner in the Army Partnership for Youth Success (PaYS) program at a ceremony at the Pritzker Military Library. Lt. Colonel Robert Kaderavek (left) of the U.S. Army and Exelon CEO Christopher M. Crane sign an agreement designed to create job opportunities for Army veterans when they complete their service on Aug. 8, 2013, at the Pritzker Military Library in Chicago. (Photo left: Business Wire)
"The problem of veteran unemployment is real, and employers are well served to consider job candidates who have military experience", said Christopher M. Crane, Exelon president and CEO, who addressed Army representatives and Exelon veteran employees at the ceremony. For Exelon, hiring qualified veterans makes good business sense, because they often leave the military with the right skills and values to succeed in our business.
Under the PaYS program, the U.S. Army forms strategic partnerships with U.S. corporations and public sector agencies to help the Army attract talented young recruits who want to serve their country and to help ensure their future career success when their service is complete.
"This PaYS signing between Exelon and the Army is a great partnership ensuring that Soldiers are not only provided for while serving this great Nation of ours, but also while they return to the communities that they came from," said Lt. Col. Robert Kaderavek, who represented the U.S. Army at the signing ceremony.
Enlistees who participate in the PaYS program gain specific job training and qualifications during their military service to help prepare them for post-military careers. By signing on as a PaYS partner, Exelon has committed to considering qualified program participants for future positions with the company.
"We believe that a diverse and inclusive workforce makes our decision making smarter and our business stronger, and veterans bring experience and perspectives that add to that diversity, Crane said. We look forward to considering individuals with Army experience for positions at Exelon as they transition into civilian life."
The PaYS partnership is the latest addition to Exelon's strategy to recruit, hire and develop military veterans. The company hired nearly 200 veterans in 2012 and approximately 170 in the first seven months of 2013, and regularly recruits at military-specific career fairs. Exelon also committed to making military personnel more than 10 percent of its new hires over two years when it joined First Lady Michelle Obama's Joining Forces initiative in August 2012 a goal Exelon has exceeded so far.
In 2009, the company established Exelon Militaries Actively Connected (EMAC), an employee-led resource group for veterans, military supporters and employees in reserve units. EMAC is Exelon's fastest-growing employee group with more than 600 members in Chicago, Baltimore and Philadelphia.
Exelon Corporation (NYSE: EXC) is the nation leading competitive energy provider, with 2012 revenues of approximately $23.5 billion. Headquartered in Chicago, Exelon has operations and business activities in 47 states, the District of Columbia and Canada. Exelon is one of the largest competitive U.S. power generators, with approximately 35,000 megawatts of owned capacity comprising one of the nations cleanest and lowest-cost power generation fleets. The companys Constellation business unit provides energy products and services to approximately 100,000 business and public sector customers and approximately 1 million residential customers. Exelons utilities deliver electricity and natural gas to more than 6.6 million customers in central Maryland (BGE), northern Illinois (ComEd) and southeastern Pennsylvania (PECO).
Army PaYS is a strategic partnership program between the Army and a cross section of U.S. corporations and public sector agencies. The program was developed to help the Army attract, train and deploy talented young people who want to serve their country, but also want to help secure their future success once their Army service is complete. Employers that sign as corporate partners in PaYS agree to consider appropriately qualified soldiers leaving Army service for positions at those companies. Under terms of the agreement between the U.S. Army and its PaYS partners, enlistees will gain specific job training and qualifications. Participation by the company, soldier and Army is secured with an agreement that gives the Soldier priority consideration in the employment process. However, the company reserves the right to determine whether to ultimately hire the PaYS soldier. For more information, visit http://armypays.com.
Photos/Multimedia Gallery Available: http://www.businesswire.com/multimedia/home/20130809005431/en/
Paul Elsberg, 312-394-7417
Orange County, CA, Veterans Advisory Council Chairman Bobby McDonald invited Phillip Mucker, the Northwest PaYS Marketing Analyst, to present a PaYS overview to council members at their July meeting held at the Bera city hall. Members discussed the status of current initiatives including a review of Senator Correa's bill SB 296 that requires funds to be disbursed each fiscal year to counties that have established and maintained a county veteran's service. The bill would appropriate $9,000,000 to veteran's service officers and veteran's service organizations. The council also discussed the funding for a Veterans Honor-A-Hero Job Fair scheduled for August, 2013.
After a working lunch, Phillip Mucker presented a slide overview of the Army Partnership for Youth Success program. He answered questions about the program's longevity and successes. The group discussed how the community could better interact with the local Army recruiting officials sharing resources and better servicing the veteran population of Orange County.
Gila County Arizona formalized their role in the Army Partnership for
Youth Success (PaYS) by signing the Memorandum of Agreement on Thursday, Aug. 8,
at the Globe County Courthouse. Michael Pastor, chairman of the Globe County
Board of Supervisors, represented Gila county and Phoenix Battalion Commander,
LTC Jennifer McAfee, served as the Army representative for the signing.
Gila County covers the Saguaro desert vistas including Ponderosa Pine covered mountains. Mining is still prevalent in the county, recreation; ranching and tourism are its major economic industries. Positions are sought for the Sheriff's office, community services, detention and juvenile services and office support.
Approximately 50 Sacramento area business representatives, Army officials and veteran advocates attended the Business Symposium held at the National Basketball Association Sacramento Kings' Sleep Train Arena. The Business Symposium was developed from the Sacramento Recruiting Battalion's Grassroots Board. The purpose of the meeting; educate local businesses about hiring Army veterans and support the Sacramento Recruiting Battalion's initiatives. Elayna Campbell, from PaYS partner VSP and co-founder of the event, spoke from experience about hiring veterans. During her career, Elayna brought several companies to the PaYS program and organized an Army Reserve Unit recruiting event while employed with Comcast Cable Communications.
LTC William Nagel, the Sacramento Recruiting Battalion Commander, served as the moderator for the panel that included PaYS Partners, veteran advocates and PaYS own Northwest Marketing Analyst. The Symposium featured speakers who discussed a wide variety of topics about veteran hiring best practices. The panel included Robert Nowack, Local Veteran Employment Representative, PaYS Northwest Marketing Analyst Phillip Mucker, Employer Support of the Guard and Reserve (ESGR) Representative David Lewis, Corporate Recruiter for VSP Elayna Campbell, and Michael Skinner, VSP employee and US Army Veteran.
In turn, each panel member spoke briefly about the benefits inherent in Veterans as employees, the tools and resources available to employers interested in hiring veterans, veteran hiring toolkit, human resource internal workplace education, recruitment, Interviewing, issues accommodating Wounded Warriors, and retention. Mr. Lewis gave a presentation on the Hero to Hired (H2H) program, and Phillip Mucker provided an overview of the PaYS program.
The Army Marketing and Research Group has revised regulation 601-208 "The Army Brand and Marketing Program," to strengthen the Army brand and highlight the Army's transition to an enterprise brand strategy.
August 2, 2013
By Army Marketing and Research Group Public Affairs
ALEXANDRIA, Va. --Type in "Army logo" in any search engine and hundreds of images will appear. While the Army star logo dominates, individual command, agency, organization and program logos also turn up. Is that a problem?
According to research by both the Joint Advertising Marketing Research and Studies group, or JAMRS, and the Army Marketing and Research Group, known as AMRG, a diluted brand has an impact both on the image of the Army and how it is perceived by important audiences, including the American people and service-aged youth.
To that end, the AMRG, charged with overseeing the national advertising, marketing and research analysis for recruiting and accessions, has revised regulation 601-208 "The Army Brand and Marketing Program," to strengthen the Army brand and highlight the Army's transition to an enterprise brand strategy, i.e. a consistent and Army wide adherence to existing branding policies.
"The Army is a large and diverse force with an incredible history," said Mark Davis, deputy assistant secretary of the Army for marketing. "Somewhere along the way, we lost sight of how powerful it is to speak with one voice; be identified as one service; and be recognized for all the good that we do as a total force -- active and Reserve Component -- in the eyes of our key audiences."
While inside the Army individual unit and organization logos are well known, research has shown that external audiences don't make that distinction. In fact, outside of communities that surround Army forts or Reserve centers, audiences are hard pressed to distinguish amongst the armed services, let alone individual Army commands and units.
"The Army brand is more than a logo or tag line," said Davis. "It is the reputation of our service. It is the collective story that everyone knows about us. No matter the place or circumstance, it is the first thing someone thinks of when they see an Army Soldier. We, as a force, do a disservice to our heritage and the Army story when we fail to identify ourselves as Army first, and whatever subcomponent we might be, second."
The revised regulation outlines the objectives of the AMRG, which are to educate and promote Army opportunities to service-aged youth and their influencers and oversee an enterprise brand strategy that ensures the Army experience is consistently and effectively communicated. The regulation also outlines the role of every Army organization when it comes to the Army brand, i.e. the creation of local logos and one-off 'brands' is not authorized.
The revision publication comes at a pivotal moment. Strong and consistent brands are more effective and efficient and increase propensity for service in the Army, in both the uniform and civilian components. This enables the Army to reach accessions, commissioning, and civilian staffing goals with fewer and better-targeted resources.
"A strong Army brand is cost-effective," said Col. John Keeter, AMRG deputy. "If Army organizations from the strategic to tactical level clearly identify themselves as part of the larger Army when communicating externally, we all increase understanding of the Army, which in turn, helps to attract quality youth to the Army. No matter our size or our mission, we will always need top-quality youth who can adapt to any situation and be both leaders and innovators."
"With the publication of the revised regulation, we look forward to working with commands to ensure the Army brand and marketing policies are understood at every level so that we continue to tell the Army story with a strong and consistent voice," Keeter said.
The revised AR 601-208, which was formerly called the "Recruiting/Reenlistment Advertising Program," transfers proponency from the Deputy Chief of Staff, G-1 to the Assistant Secretary of the Army (Manpower and Reserve Affairs), or ASA M&RA, and identifies the establishment of the AMRG as a field operating agency of the ASA M&RA.
Army Regulation 601-208 prescribes responsibilities, objectives, and policies for the U.S. Army's Branding and Marketing Program to recruit Active Army, Reserve, and Department of Defense Civilians while addressing influencers who support and encourage potential recruits to serve. Additional policy has been added to the regulation to make AMRG the Army proponent responsible for the alignment of an enterprise Army Brand strategy between the Commanding General, U.S. Army Recruiting Command; the Commanding General, U.S. Army Cadet Command; the Commanding General, U.S. Army Reserve Command; the Commander, U.S. Army Medical Command; and the Director, Civilian Human Resources Agency.
Other key changes include: the addition of the U.S. Army Brand Portal website www.usarmybrandportal.com; the Army Trademark Licensing Program; and discussion of the Partnership for Youth Success (PaYS) Program. PaYS is a Secretary of the Army initiative that provides an additional recruiting incentive for new recruits and Reserve Officers' Training Corps (ROTC) cadets by partnering the Army with civilian corporations. This incentive offers eligible Active and Reserve Soldiers and ROTC cadets the opportunity to interview for a job with a PaYS corporate partner after completing their Army service.
For more information visit www.apd.army.mil/pdffiles/r601_208.pdf.
The year was 1976; a gallon of gas cost 60 cents, disco music was beginning
to flavor the airwaves, afros dotted the landscape of the country, and
three-piece polyester suits - in every possible color you could think of -
paired with platform shoes, were the fashion craze.
In Grand Rapids, Mich., 19-year-old Shae Warzocha, then Cherrie Dobos, was preparing to enter into her third year of college; except she had a problem - a big problem - she'd didn't have the money to pay for it.
So Warzocha came up with a plan. She would join the Army to get money to pay for school.
Even though the self-described lost soul - who had yet to declare a major - had no crystal clear vision of what she wanted to do after she graduated, she did have a crystal clear vision of what she didn't want - stay in her hometown of Battle Creek, Mich., and end up in a traditional female job as a secretary, cook or a nurse.
"I was looking for adventure," said Warzocha. "And the Army really delivered."
Ironically, however, all the Army had to offer women in the mid-1970s were traditional female jobs, so Warzocha entered the Army as a 75B - personnel administration specialist, now referred to as human resources specialists. "I wasn't that thrilled with it at the time," said Warzocha, "but looking back, honestly it was the best choice that could have happened, because I came in working in a processing center in the PAC - personnel administration center - and learned all the regulations. So for the rest of my career when people told me I couldn't do something or it couldn't be done, I knew it could because I knew the regulations. So it wasn't the job I wanted, but it ended up serving me well my whole career."
Warzocha's first assignment took her to Korea for two years. From there, she was sent to Fort Bragg, N.C., to work in psychological operations after reenlisting as a graphic illustrator. She traveled for duty in Panama and Puerto Rico and was deployed to Grenada in 1983. There she earned a combat patch and a Joint Service Commendation Medal for her work in PSYOPS and designing the unit crest for the joint Caribbean force.
"That was a real high for me," said Warzocha. "I actually got to do my job for real. and be part of an actual conflict."
When she came back from Grenada, Warzocha was selected for recruiting duty where she stayed for 14 years until she retired in 1997 as a sergeant first class. Again, like her first job in the Army, her last job was one she would never have volunteered for, but that once again, proved to provide her with great learning opportunities and skills that have benefited her for life.
"Recruiting in the mid-1980s into the '90s was a hard, tough job - kind of brutal - especially since it wasn't anything I ever wanted to do, so for a couple of years, I fought it. Then once I realized I needed to do it well, I stopped fighting it and found a lot in recruiting I never thought I would. Now I can definitely not take no for an answer, I can deal with rejection and I can sell anything."
When she first started as a recruiter, they didn't have cell phones, computers or even pagers. Being the only female in her recruiting battalion made her job even tougher.
"When my then husband, who was also a recruiter and a big, muscular, infantry kind of dude, would walk up to high school students - they wanted to be like him - rough and tough. But when I would talk to a young 16-year-old guy, he didn't necessarily want to be like me, because I wasn't Rambo but this little buck sergeant in a skirt, so I had to kind of work harder to get the same results.
"But competing against men throughout my career actually turned out to a good thing because it made me work harder, run faster and lift heavier things than I ever would have done, and I actually got quite good at it."
Warzocha witnessed and experienced a great deal of change in the Army during her 20 years of service. When she took her oath of enlistment in 1976, three years after the draft ended, women were still referred to as enlisted women. They weren't called Soldiers until the Women's Army Corps officially disbanded in 1978. After that, the Army changed rapidly, she said, and it was how "you presented yourself as a Soldier that really mattered." Part of her training in basic included learning how to put on makeup, and when she landed at the airport in Grenada, she had to stay at the base on the runway for two days until Navy Seals could escort her in country because military policy, at the time, prohibited women from being in active combat zones.
Warzocha finds that recruiting has changed as well. She sees today's recruiting environment -where recruiters are shaped into ambassadors and encouraged to take part in their communities, as one that is more professional, where recruiters are better trained and better led. Fast forward 37 years to the year 2013 and Warzocha, now the senior marketing analyst for the Army's Partnership for Youth Success (PaYS) program, looks back on her Army career with satisfaction, despite the trials and challenges of being among the first women to join the all-volunteer force.
"It was hard and in the moment I might not have told you I was happy, but certainly looking back, it was worth it and I'm glad I made the Army a career choice. Absolutely! I couldn't image being anything else and I'm still a recruiter. If I see a kid who needs some advice or think the Army could help him, I still recruit. I still stop a stranger and say 'Hey are you looking for a job, my employer is hiring.'"
#486 New Horizons Computer Learning Centers of Southern California - SoCal Bn - New Horizons delivers computer training to more than 30 million students worldwide. Today, New Horizons is the world's largest independent IT training company with 300 centers in 70 countries. New Horizons offers an extensive selection of vendor-authorized training and certifications for top technology providers such as Microsoft, Cisco, CompTIA and VMware. They want to hire Veterans as a trainers, system administrators and sharepoint developers.
#487 Performance Contractors - Baton Rouge Bn - Performance Contractors, Inc. provides all phases of industrial construction, from site prep through start-up. As a seasoned veteran in the industrial construction turnaround and maintenance arena, Performance serves the chemical, petrochemical, power, automotive manufacturing, steel, fertilizer, pulp and paper, and refinery industries. They will provide employment opportunities to veterans in site work construction foundation, structural steel erection, dismantling and plant relocation.
#488 HOLT CAT - Dallas Bn - HOLT CAT is the authorized dealer for Caterpillar machines and engines in 118 counties in South, Central, North and East Texas. Established in 1933, HOLT sells, services and rents Cat equipment, engines and generators for construction, mining, industrial, petroleum and agricultural applications. These are all fields that match up well with Army MOS, including maintenance, supply and logistics.
Story by Thomas Rossiter, Honolulu Company
An Army vehicle carrying two Soldiers, an embedded French journalist and a detainee was involved in a single vehicle accident while on a humanitarian mission in Somalia. The injuries, ranging from minor to critical, required immediate action. But this mass casualty training scenario was not presented to Army medics as one might think; it was presented to high school students.
The scenario was a comprehensive assessment of the academic knowledge they received throughout the 2012-2013 school year. The students, involved with Career and Technical Education (CTE) throughout Hawaii's health services academy, had to complete a research paper on the evolution of emergency medical services, perform a variety of clinical skills, and develop a slide presentation along with oral arguments on their clinical approach.
"When we discussed the mass casualty scenario with education representatives at the Hawaii Department of Education (DOE), they became excited about the military impact on modern medicine," said Steve Goering, Honolulu Company's education services specialist. "When the DOE administration went back to the teachers to discuss the scenario, there were a lot of reservations about it because of the presumptions of war. Ultimately, we were able to convince the DOE that the military scenario presented unique medical and ethical challenges that are prevalent in the civilian world, as well."
The CTE leaders decided to use standards set by the office of curriculum and instruction to standardize CTE curriculum across the state, thereby ensuring all teachers would meet the standards set by the department of Education. This would also ensure public school students were learning the same skills across the state the following year, allowing the Army to take a rol in improving educational standards throughout Hawaii.
The mass casualty scenario was a culmination of all aspects of Honolulu Company's community networking. The formal introduction with the CTE office resulted from a meeting the advertising and public affairs office coordinated with battalion Partnership for Youth Success partner, McDonalds' of Hawaii, which had been integrated with Hawaii CTE for quite some time. After the meeting was established, Goering reached out to a Total Army Involvement in Recruiting contact at Tripler Army Medical center to formulate the skills and provide the training resources. The five-person team at Tripler's Department of Health Education and Training, led by non-commissioned officer in charge Master Sergeants Ronald Henley, refined the rubrics for the scenario and formulated a skills assessment for the students. The skills assessment mirrored EMT-Basic national Registry standards at a level the high school students could understand. The team also provided six training mannequins, two CPR dummies, and medical equipment to simulate the hands-on portion of the mass casualty scenario.
During the hands-on portion of the exercise, the students who had no idea what to expect were isolated in a room until a door opened, the scenario began and students had 30 minutes to treat the injured victims. The students, in two person teams, were required to identify and treat anaphylactic shock, fractures and lacerations, as well as perform CPR. Although many of the students did not receive classroom instruction on treating the injuries they were given three hours to research the injuries and learn how to provide treatment. Citing the Boston Marathon bombing that occurred one week prior to the state assessment, scenario, a mass casualty event could occur at any time.
"You actually had people running into the direction of the bombs and helping others without even thinking about it," said Goering, who instructed the students to "Go for it, because although the patients could die if the make a mistake, they will die if you do nothing."
Overall the students rose to the occasion while performing under great pressure. Of the 27 teams that entered the two-day State Performance Based Assessment, 25 finished with more than half earning a "proficiency" distinction on their transcripts.
The success of the mass casualty scenario changed perceptions about military medicine and Army recruiting within the DOE. Since then, teachers have reached out to invite Soldiers to serve as subject matter experts and train students about triage and military medicine, as well as to facilitate field trips and job shadowing. "The battalion has also received request for recruiters to give classroom presentations on opportunities in Army Medicine.
Aug 28, 2013
Associated Press| by Sam Hananel
WASHINGTON -- Veterans and disabled workers who often struggle to find work could have an easier time landing a job under new federal regulations.
The rules, announced Tuesday by the Labor Department, will require most government contractors to set a goal of having disabled workers make up at least 7 percent of their employees. The benchmark for veterans would be 8 percent, a rate that could change from year to year depending on the overall number of former military members in the workforce.
The new requirements could have a major impact on hiring since federal contractors and subcontractors account for about 16 million workers -- more than 20 percent of the nation's workforce. But some business groups have threatened legal action, complaining that the rules conflict with federal laws that discourage employers from asking about a job applicant's disability status.
Labor Secretary Thomas Perez called the new policy a "win-win" that will benefit workers "who belong in the economic mainstream and deserve a chance to work and opportunity to succeed." He said it also would benefit employers by increasing their access to a diverse pool of new workers.
"To create opportunity, we need to strengthen our civil rights laws and make sure they have the intended effect," Perez told reporters in a conference call announcing the rules.
The unemployment rate for disabled workers is a staggering 14.7 percent, nearly twice the rate of 7.4 percent for the general population. The jobless rate for all veterans is 7.3 percent, but for veterans who served in the Iraq and Afghanistan wars it's 9.9 percent, according to the most recent data from the Bureau of Labor Statistics.
The rules are expected to affect about 171,000 companies doing business with the federal government, said Patricia A. Shiu, director of the Labor Department's Office of Federal Contract Compliance Programs. Generally, the rules affect those contractors with at least 50 employees and $50,000 in government contracts.
Shiu estimated as many as 585,000 disabled workers more than 200,000 veterans could get new jobs if all the companies meet the hiring goals within the first year of compliance.
Labor officials say the new benchmarks are only goals and not specific hiring quotas. But companies that can't provide documents showing they tried to meet the goal could risk having their federal contracts revoked.
If a company can't immediately meet the new goals, it is required to examine recruitment or outreach practices to decide how to improve. No fine, penalty or sanction would be imposed solely for failing to meet the goal, Shiu said.
The new metrics for the disabled and veterans are similar to those contractors have long used for women and minorities. They will take effect six months from now to give contractors enough time to process them. Under the rules, companies must keep detailed records of recruitment and hiring efforts taken to meet the new goals.
Daniel Yager, president of the HR Policy Association, which represents more than 350 large U.S. corporations, suggested his group may challenge the disability rules in court.
"Simply mandating a numerical `goal' for all jobs in all contractors' workplaces, and then requiring employers to invade the privacy of applicants and employees with questions about their physical and mental condition, destroys everything companies have done to integrate individuals with disabilities into the workforce in a sensitive, discreet manner," Yager said.
Carol Glazer, president of the National Organization on Disability, praised the Obama administration for approving the new rules. She predicted that employers would not have a hard time meeting the new benchmarks for disabled workers.
"There are many organizations in the disability field who stand prepared to help companies meet these goals," Glazer said.
Take advantage of our over 6,000 facebook fans and let us post your current openings. Several partners are having success advertising on our facebook and receiving contact from Soldiers and their friends. If your employer restricts internet usage or does not have a facebook page send us your current positions and we will post them on our page.
We are always looking for content for both our newsletter and facebook page. Send content to the PaysCoordinator or your PaYS Marketing Analyst.
ACAP Job Fairs
As the Army PaYS Social Media Division continues to ascend, in the hopes of bringing better awareness of the Army PaYS Program to a larger social media audience the program initiated a Twitter account. The Army PaYS Facebook Page has seen tremendous growth and outreach in the past year with over 6,000 fans. We are hoping for a similar response to our Twitter account, a consistent following. The Army PaYS Facebook page remains the premier outlet for recruiters to inform their Soldiers about how the program works, and to highlight the kind of interaction we maintain with our Partners. However, with a venue such as Twitter a new, yet similar and diverse audience, should respond well to the program! Follow us on Twitter: https://twitter.com/ArmyPaYS !
PaYS has a BLOG!