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Air Force ROTC is the result of a developmental process which began in the early 1800s. In 1947 it became a separate commissioning source which was initially modeled after its parent Army ROTC. Since its inception, the program has continually adapted to the changing needs of the Air Force. As a result, it has emerged as the primary source of line officers. Today there are 149 detachments with a total enrollment of more than 16,000 cadets. The future holds even more challenges for Air Force ROTC. Responding to the requirements to trim costs and reduce accessions, the Department of Defense has programmed a 19 percent cut in Air Force ROTC commissions by 1995. The number of detachments is also scheduled to decrease. If the Air Force expects its primary commissioning source to continue to produce high quality officers, it must investigate ways to efficiently and effectively conduct ROTC. This paper examines the strengths and weaknesses of the current program and proposes an alternative commissioning model designed to maintain the present program's advantages, correct its deficiencies, and permit Air Force ROTC to meet the challenges of the future.
Air Force ROTC is the result of a developmental process which began in the early 1800s. In 1947 it became a separate commissioning source which was initially modeled after its parent Army ROTC. Since its inception, the program has continually adapted to the changing needs of the Air Force. As a result, it has emerged as the primary source of line officers. Today there are 149 detachments with a total enrollment of more than 16,000 cadets. The future holds even more challenges for Air Force ROTC. Responding to the requirements to trim costs and reduce accessions, the Department of Defense has programmed a 19 percent cut in Air Force ROTC commissions by 1995. The number of detachments is also scheduled to decrease. If the Air Force expects its primary commissioning source to continue to produce high quality officers, it must investigate ways to efficiently and effectively conduct ROTC. This paper examines the strengths and weaknesses of the current program and proposes an alternative commissioning model designed to maintain the present program's advantages, correct its deficiencies, and permit Air Force ROTC to meet the challenges of the future.
"The United States Air Force (USAF) does not provide adequate guidance, personnel support, and processes to ensure a smooth transition for Air Force Reserve Officer Training Corps (AFROTC) graduates from cadet status to active duty. AFROTC students have two personnel challenges unique to their commissioning source. The first challenge stems from the fact that cadets serve in an Obligated Reserve status while students in the AFROTC Detachments (DETs), and therefore, do not receive the same level of personnel support as cadets in other commissioning sources. The second personnel challenge occurs post-graduation when newly commissioned AFROTC Second Lieutenants are in a "transitory period" serving in an Inactive Reserves Status. During this transition, they are neither actively managed by either the losing DET and their servicing Military Personnel Section (MPS), nor by their active duty gaining units until reaching their extended active duty (EAD) date when signing into their first assignment. These transitory issues are unique to AFROTC graduates and do not exist with the three other sister commissioning sources, to include the USAF Academy, Officer Training School (OTS), and Commissioned Officer Training School (COTS)."--Abstract.