Selective Service SystemSelective Service SystemSSS_5e5fa4f6-06f2-4c91-b3b4-7c11faf31c59The SSS will be an active partner in the national preparedness community that anticipates and responds to the changing needs of the Nation._6a0e941f-afdf-4010-bc72-42d21beb340fThe foremost statutory mission of SSS is to be prepared to provide trained and untrained personnel to the DoD in the event of a national emergency. This includes being prepared to classify registrants during mobilization, and to administer an Alternative Service Program (ASP) for those who seek and are granted conscientious objector status.Although only one part of our mission is publicly visible in peacetime (registration), our peacetime preparedness to perform many aspects of our mission greatly increases timeliness, fairness, and equity in the event of an actual mobilization, if so ordered by the President and Congress. This entails maintaining a classification structure capable of immediate operation in the event of a national emergency, including personnel adequate to re-institute the full operation of the System. As the Agency remains prepared to perform its traditional missions, it recognizes that it may be called upon to perform additional duties. Thus our systems are designed to flexibly accommodate potential future preparedness requirements. The Agency also possesses several unique capabilities, which have been refined over the years. For example, it possesses a registrant database of America’s young men ages 18 through 25; it manages civilian volunteers (board members); it has developed programs of alternative community-based service (for men classified as conscientious objectors); and has experience in conducting a fair and equitable classification procedure to determine who should serve when not all can serve. If called upon by the President and Congress, these capabilities can be put to wider use. Using the SSS as a time-proven and reliable asset for marshaling human resources, the Nation would not have to “reinvent the wheel.”_1e65d0c4-1061-4c75-bca1-5678bab25871Emergency ManpowerEnsure preparedness and the capacity to timely provide manpower to DoD during a national emergency._cf95e3c7-b167-4dee-af9b-fe15a0fea69f1In the event of a mobilization, the SSS will hold a national draft lottery, contact those registrants who have been selected via the lottery, and arrange their transportation to a Military Entrance Processing Station (MEPS). This procedure would be followed for a mobilization of trained and/or untrained personnel. Once notified of the results of their evaluation at the MEPS, any registrant who has been found qualified, may choose to file a claim for exemption, postponement, or deferment. If a claimant is re-classified as a conscientious objector (CO), he has a requirement to serve in a non-military capacity toward the welfare and safety of the U.S. for 24 months. The SSS will place these workers with non-military employers and track the progress of their service.PersonnelBe prepared to call, classify, and deliver personnel._aed1fbcc-1a12-4e61-a6a0-4893eff0403a1.1MEANS & STRATEGIES • Develop registrant induction and classification plans, policies, and procedures that are readily adaptable to differing preparedness scenarios. • Utilize modern technology to the fullest extent wherever possible and introduce cost-savings and streamlined procedures into the preparedness operation. • Redesign and integrate existing preparedness applications (automated delivery processing, claims processing & alternative service) into a central web-based processing portal. • Maintain a classification infrastructure capable of responding suitably to DoD manpower requirements. • Provide preparedness training to State Directors, Reserve Force Officers, and Board Members. • Maintain up-to-date preparedness planning documents. • Conduct full scale, comprehensive preparedness evaluations • Continue to develop and maintain contacts with DoD, United States Military Entrance Processing Command (USMEPCOM), Federal Emergency Management Agency, and other Federal and state organizations and associations concerned with manpower delivery. • Establish and maintain Memorandums of Understanding (MOU) with transportation suppliers (Transportation Logistical Services). More Specific Objectives: 1.1.1: Be prepared to deliver personnel when needed. 1.1.2: Be prepared to ensure timely and consistent handling of claims 1.1.3: Be prepared to implement an Alternative Service Program. 1.1.4: Ensure that Mobilization Plans (MP) are up-to-dateRegistrationEnsure acceptable registration compliance rates._964d0657-4d98-4121-9f2f-f2c8e44c2d721.2Registration is a crucial component and foundation of any future induction or draft that may require the furnishing of personnel to the DoD in the event of a national emergency. The higher the national registration compliance rate, the more fair and equitable any future draft would be for each registered individual. The Agency works through its registration and compliance programs to (1) register all eligible men, (2) identify nonregistrants and remind them of their obligation to register; and (3) inform young men that they need to register to remain eligible for federal and state student financial aid, job training, government employment, and U.S. citizenship for male immigrants. To help ensure that any future draft is fair and equitable, and that their residents do not lose federal and state benefits associated with the registration requirement, many states and U.S. territories are implementing laws that require or allow men to register with the SSS when they apply for a state driver’s license or identification card. In addition, increasing the percentage of electronic registrations (through sources such as driver’s license legislation, internet and telephone registrations) reduces the cost per registration, thereby increasing the efficiency of the overall registration process. Although no requirement currently exists to register anyone other than men age 18 through age 25, our systems are designed to accommodate potential future registration requirements. MEANS & STRATEGIES • Implement special mailings to large population, low registration compliance states and areas. • Maintain effective registrar programs in high schools and with agencies involved with the Workforce Investment Act, Farmworkers Opportunity Program, and other programs that reach potential registrants. • Support states in their efforts to pass legislation requiring young men to register with the SSS as a condition for obtaining a motor vehicle driver’s permit/license, or state identification card. • Maintain current and negotiate new initiatives with other State and Federal agencies to facilitate registration, including tape matching, electronic data exchange, and encouraging access to information. • Increase the Agency’s registration awareness programs, to include production and distribution of information via print, radio, television, internet, and public speaking. More Specific Objectives: 1.2.1: Achieve and Maintain registration rates of 90 percent or above for eligible males ages 18-25 1.2.2: Increase the percentage of electronic registrations.Management ExcellenceEnsure management excellence._863c7a95-685c-4469-9ad8-c316ce02f7c12In adherence to the principle of the President’s Management Agenda (PMA), the SSS has begun implementation of a new, aggressive technology upgrade of the Agency’s hardware, software, and systems development processes as it replaces its outdated technology. An overall plan and strategy to ensure alignment and integration among its human capital management process and the financial, operational, information technology, and logistical processes, is under development. Included in that plan will be an expansion of the Agency’s egovernment, budget and performance integration, and improvements in financial performance initiatives. The Agency’s procurement of an Integrated Financial Management System will greatly enhance its ability to align its budgetary resource expenditures with Agency’s goal performance.Resources and ProcurementEfficient and effective resource and procurement management._f31d4476-bdf1-4205-bd6c-1706d935ca362.1An increased focus on improving policies, procedures, and standards is necessary to better align Agency operations with the PMA. Over the next five years, the Agency projects a larger than average rate of retirement, increased hiring competition from the public and private sectors, and continued fiscal pressures. The development of a Human Capital Management Plan is crucial as it will provide a tool to better manage the Agency’s most valuable resource (personnel). Similarly, during the same period, the development of expert systems and processes will be required to upgrade the Agency’s acquisition system. MEANS & STRATEGIES • Develop and implement a Human Capital Management Plan. • Develop and implement an Acquisition and Logistics Management Plan. • Develop and implement resource preparedness plans and evaluations in support of Goal 1. More Specific Objectives: 2.1.1: Improve the effectiveness and efficiency of human capital management. 2.1.2: Improve the effectiveness and efficiency of acquisition and logistics activities. 2.1.3: In support of Goal 1, ensure that preparedness plans are up-to-date.Financial ManagementEfficient and effective financial management._35dcf73f-4011-4a40-922d-162b6c2293af2.2The Financial Management Directorate will project its focus on improving and achieving success in support of the PMA. The Directorate is committed to a continuation of its achievement of “clean audit” opinions under the auspices of the Accountability of Tax Dollars Act of 2002. In accordance with the PMA, the Agency will continue its integration and implementation of an integrated financial management system. Additionally, its e-government initiative, to automate all government travel under the eTravel concept, will ultimately provide an improvement in the financial performance arena and an overall upgrade in the area of budget, human capital, and performance integration. These are the primary activities that will be used in support of improving the management and performance of the Agency and ultimately the Federal Government as outlined in the PMA. MEANS & STRATEGIES • Provide accurate and timely financial data access to decision makers. • Align budget, human capital, and performance documents. • Achieve an unqualified audit opinion on annual financial statements. • Ensure that budgetary expenditures are aligned with the goals and program activities contained in Agency and directorate planning and reporting documents. More Specific Objectives: 2.2.1: Improve the effectiveness and efficiency of financial activities. 2.2.2: Align budgeted funds with performance expectations. 2.2.3: In support of Goal 1, ensure that Financial Management preparedness plans are up-to-date.Resources and ProcurementEfficient and effective resource and procurement management._4df53274-5d9b-469a-8756-60397e20901a2.3The Information Technology Directorate will focus its efforts on modernizing the technical environment of the Agency guided buy the President’s Management Agenda, Government Performance Results Act, Information Technology Management Results Act, Federal Information Security Management Act, and other statutory or regulatory documents. During the next 5 years, the directorate will provide leadership, innovations, flexibility, and responsive technical services while expanding information resources, access, and solutions for the Agency. It will create a secure technically advanced information environment that will facilitate numerous enhancements and increase SSS’ capabilities to effectively satisfy mission requirements. MEANS & STRATEGIES • Develop an Agency It Modernization Roadmap. • Stabilize and develop Agency technical infrastructure to create environment capable of support modernization initiatives. • Approve and upgrade Agency to a new application development platform and develop a migration plan for implementation. • Operate under a business process improvement methodology utilizing technology. More Specific Objectives: 2.3.1: Improve the effectiveness and efficiency of the Agency’s technical operations. 2.3.2: In support of Goal 1, ensure that IT preparedness plans are up-to-date.Public and Intergovernmental AffairsEffective and efficient management of Public and Intergovernmental Affairs._ea22c861-c18f-46c6-b62c-1ab324b24c6b2.4The PIA Directorate faces the ongoing paradoxical challenge of public concern: a) the more communications made, the greater the public concern about an imminent draft; b) the less Selective Service says, the greater the amount of misinformation available. Over the coming period of six years, all efforts will focus upon redefining the Selective Service “brand”, continuing the steady increase in benchmark registration, and expanding public understanding of the Agency mission. With over 6,500 young men turning 18 every day, our outreach to community leaders, other governmental and corporate entities, public and private influencers, and media will play an expanding role. MEANS & STRATEGIES • Respond to public, governmental and private inquiries. • Conduct media interviews, air public service announcements, and develop materials to publicize the registration requirement. • Conduct focus groups with registrants and their influencers. More Specific Objectives: 2.4.1: Improve the effectiveness and efficiency of Public and Intergovernmental Affairs. 2.4.2: In support of Goal 1, ensure that the Public and Intergovernmental Affairs preparedness plans are up-to-date 2.4.3: Create awareness of the federal registration requirement among young men ages 18 -25 2.4.4: Provide accurate communications with diverse customers in a timely manner.2005-10-012011-09-302010-02-08http://www.sss.gov/PDFs/Strategic%20Plan_06web.pdfArthurColman (www.drybridge.com)colman@drybridge.com