MS Roadshow Presentation

MS Roadshow Presentation

LGBT Conference 22 February 2013 SO2 Officer Career Development / Future Plans Major Ze Murray AGC (RMP) MS Mission To manage the careers of Army officers and soldiers in accordance with the needs of the Army in Defence in order to sustain the delivery of the required number of capable and well motivated individuals. The MS Triumvirate Employees (our people) Career Management (CM) Career Managers Employer (Chain of Command 1st & 2nd RO) MS Binding Principle

The needs of the Army must come first; those of officers, soldiers and their families must come a close second. But to be worthy of its pre-eminence the Army must be seen to give due consideration to the best interests and preferences of each individual officer and soldier. The Environment Defence Reform Changes in the MOD Changes in the DE&S Implications of the JFC

Army 2020 An integrated force of 82k Regulars and 30K Reserves Timing of the implementation of the new structure? Redundancy the programme and the consequences Demand outstripping supply rising demand for talent and experience Career Development Project 21 Changes flowing from the New Employment Model and A2020 New Career Fields, competencies and CM processes?

ROCC 2? So what? Must continue to support current operations and must deal with the consequences ... PUD There is uncertainty over structures, TACOS, redundancy, the future .. There is a rising demand for talent and experience a concern that a small number of people spin faster Manpower supply is not meeting demand resulting in increasing gapping APC Response Career Management Delivery across Defence CM Secretariat & ACA&I Other Outputs (eg FOI/DPA) Army Personnel Centre Army Career Management

MS Organisation MS** MS Hons MS Gens Col CM Res CM Policy CM Ops COS APC Senior Officers Combat DMS* Command Support Combat Support

APC Sp CSS AMS MS Priorities Support Operations: Timely manning of the operational establishment Effecting specialist capabilities, particularly C-IED and those that will enable HERRICK transition Support Army 2020 implementation including; the change of establishments and their timely manning; the development of future career structures, CM processes and education and training requirements During the transition to Army 2020, manage the available manpower against stated Army Manning Priorities

Effect the Armys redundancy programme and manage the consequences Improve the assurance of CM throughout the Army Establish a fully efficient, effective and responsive APC with sufficient resources, empowerment, agility and a culture of continuous improvement Vital Ground Trust in a fair, timely, responsive and accountable Career Management system Career Management Policy The Approach 5 Work Strands CM Policy

Project 21 The Approach CM Enduring Principles CM Policy Context Precedent Assured Empowered Compliant Considerate Objective Affordable (VfM) Streamlined Merit Based TRUST Flexible Shared Evidence Based

Responsibility Open & Transparent Evidenced Assured CONOPS Career Management Delivery across Defence CM Secretariat & ACA&I Other Outputs (eg FOI/DPA) Army Personnel Centre Manning Promotion Career Development Succession

Planning Army Career Management CM Policy Work Strands Shared Career Management Process Improvement Management of Information Training & Education Assurance Talent Management

CM Policy Work Strands Shared Career Management Process Improvement Management of Information Training & Education Assurance Empowered Affordable (VfM) Evidenced

Streamlined Assured CM Policy Work Strands Shared Career Management Empowered Process Improvement Combined Boarding RCMO Training Review of Army Appraisal Management of Information

Training & Education Assurance Affordable (VfM) Evidenced Streamlined Assured CM Policy Work Strands Shared Career Management Process Improvement

Empowered Affordable (VfM) Streamlined Management of Information Appraisal Tracking Hierarchy of Doctrine Training & Education Assurance Evidenced Assured

CM Policy Work Strands Shared Career Management Process Improvement Management of Information Training & Education Affordable (VfM) Streamlined RCMO Training

Empowered Adjt Training HR Training Package Assurance Evidenced Assured CM Policy Work Strands Shared Career Management Process Improvement Management of Information

Training & Education Assurance Empowered Affordable (VfM) Evidenced Streamlined Assured What are we working on? Career Management Training in a box. Unit CM Practice, Precedent & Rules (PP&R).

Defining end-to-end CM responsibilities (Including HR Combat, MS Reps, RCMOs, Adjts, Bde G1) AR Review 2 Reserves, YOs ARs, Elevated Reporting Review of current CM practices Eg. Boarding: Can we achieve greater standardisation? Project 21 Objective: Establish a career development framework (career structures, management and individual training & education) for Regular and Reserve personnel. To get to the end state: An integrated Army, comprising Regulars and Reserves employed either on a full time or part time basis, trained and educated to meet the demands of their employment through the continuous provision of the relevant knowledge, skills and experience CM (Ops) Overview Integrated Career Management

APC Restructuring integrates the Career Management of Officers and Soldiers, both Regular and Reserve There is a central focus for delivery: CM (Ops) MS4 (Lt Cols), MS5 (Capts and Majs), MS6 (Reserves), MS7 (Sldrs), Ops Cts, Occupational Health, Demand/Liability and Referrals/Appeals The Career Management Divisions are now organised and aligned to the new Capability Directorates Career Management Divisions DMS CM Ops Senior Officers

Combat RAC Offr/Sldr Reg/Res Inf Offr/Sldr Reg/Res Int Corps Offr/Sldr Reg/Res RSignals Offr/Sldr Reg/Res Combat Service Support Combat Support Info AGC

Offr/Sldr Reg/Res RA Offr/Sldr Reg/Res RE Offr/Sldr Reg/Res AAC Offr/Sldr Reg/Res RAPTC Sldr Reg/Res RLC Offr/Sldr Reg/Res AMS REME Offr/Sldr Reg/Res

Appraisal Reports Delivered to you as Employees, Employers and Career Managers AR Fundamentals Lifeblood of CM Process Appraisal Process 3 distinct stages: SMART Objectives MPAR Mandatory Requirement: Fair, honest, accurate and timely OJAR/SJAR Over grading Over recommending Ensure that that report writing is joined up Narrative must support OPG Narrative must support recommendation ROs input must be coordinated OJARs and SJARs must arrive at APC on time Report writing skills

AR Fundamentals Lifeblood of CM Process Appraisal Process 3 distinct stages: SMART Objectives MPAR Mandatory Requirement: Fair, honest, accurate and timely OJAR/SJAR Over grading Over recommending Ensure that that report writing is joined up Narrative must support OPG Narrative must support recommendation ROs input must be coordinated OJARs and SJARs must arrive at APC on time Report writing skills Objectives Specific

Measurable Achievable Relevant Timely Ensure that the troop has achieved a 100% pass rate on BPFA, ACFT and APWT and 90% on all other MATTs before pre BATUS leave in June. Is more meaningful than Prepare for BATUS

If/when achieved, good objectives improve the unit, or the units outputs AR Fundamentals Lifeblood of CM Process Appraisal Process 3 distinct stages: SMART Objectives MPAR Mandatory Requirement: Fair, honest, accurate and timely OJAR/SJAR Over grading Over recommending Ensure that that report writing is joined up Narrative must support OPG Narrative must support recommendation ROs input must be coordinated OJARs and SJARs must arrive at APC on time Report writing skills

Nothing more than coaching First capped 2000 Clive Woodward; Tackling is adequate. Go away and get lighter feet, better angles/lines of running, speed off the mark, sustained pace, kicking game and passing off left hand On My Knees, Stephen Jones, Mainstream Publishing 2004 2003 MPAR Mandatory Ideally mid-year, certainly between the 1/3 and 2/3 points (ie 4 and 8 months in a 12 month cycle) RO must have had sufficient time to make an adequate assessment Subject must have sufficient time to make improvements that are highlighted in the MPAR

If the subject falls short of the expected standards after the MPAR, any number of additional MPARs can be conducted 1 RO should always discuss MPAR with 2 RO before delivery, in order to ensure balance Better to avoid mentioning specific gradings at the MPAR stage, as it limits room for manoeuvre later on RO should give a written MPAR to the subject, and retain one for themselves for 12 months after the actual AR is delivered Date of MPAR must be recorded on AR MPAR Objective Manage and control all

accounts on charge in accordance with current regulations, ensuring that they pass the LSI (May 11) and ECI (Aug 11) Complete the CQMS course before Dec 11, gaining as high a mark as possible As a WR platoon Sgt, ensure the best possible performance from the platoon on this years BATUS Fully prepare for RMAS Instructor Cadre, which begins Feb 12 MPAR Objective Subjects Comments Manage and control all accounts on charge in accordance with current regulations, ensuring that they pass the LSI (May 11) and ECI (Aug 11)

2 x veh were out of date for Comds Functional Testing on the day before the ECI, but this was rectified during the night and all vehicles passed with a GREEN Complete the CQMS course before Dec 11, gaining as high a mark as possible B gained on the course, although with more preparation time I feel I could have done better As a WR platoon Sgt, ensure the best possible performance from the platoon on this years BATUS 3 soldiers and 1 x comd were RTU from BATUS in the first week due to medical reasons, which meant we did worse than we hoped. Otherwise a good

performance from the platoon Fully prepare for RMAS Instructor Cadre, which begins Feb 12 First Aid Instr, NBC Instr and Drill course are complete, and I have bid for the football coaches course for Jan ROs Comments MPAR Objective Subjects Comments ROs Comments Manage and control all accounts on charge in accordance with current regulations, ensuring that they pass the LSI (May 11) and ECI (Aug 11) 2 x veh were out of date for

Comds Functional Testing on the day before the ECI, but this was rectified during the night and all vehicles passed with a GREEN Well done on achieving GREEN, and I am impressed that you are prepared to work long hours to achieve objectives Complete the CQMS course before Dec 11, gaining as high a mark as possible B gained on the course, although with more preparation time I feel I could have done better Objective met, well done As a WR platoon Sgt, ensure the best possible performance from the platoon on this years BATUS

3 soldiers and 1 x comd were RTU from BATUS in the first week due to medical reasons, which meant we did worse than we hoped. Otherwise a good performance from the platoon I am informed that 2 of these cases were known about before we went to Canada. Had I been informed, I may have been able to do something. Please try to look further ahead in the second half of the year Fully prepare for RMAS Instructor Cadre, which begins Feb 12 First Aid Instr, NBC Instr and Drill course are complete, and I have bid for the football coaches course for Jan Well done on bidding for the extra courses, and good luck

on the cadre Effects Honesty New information Makes writing the final report much easier Ownership If good objectives make your organisation better, good MPARs make your people better MPAR Example (OF3 2012 E2) Objective: Managing manpower transition for SDSR A2020 for organisation X

Feedback: Room for improvement in 4 areas: (Paperwork evidence provided) You allowed Maj X to take over the briefing to a wide external/internal audience in Jul 12. During this briefing there was a specific question on xxxx. Your answer was I dont know what that means I spotted an error in the figures just before we submitted the paper, which you should have picked up earlier

You appear to have ignored the direction to adjust policy in the case of Cpl Y Therefore your performance against this objective has raised 2 impressions: That you are happy for others to both do your work and claim your credit That your approach to areas of difficulty is to ignore them and pray that no-one asks questions Both impressions create needless risk for you and your profile, so please address these aspects of performance in the second half of the year If I were writing your AR now, performance attributes would read as follows: Ambition too often content to be in the background Professional Effectiveness not 100% a master of detail

Reliability not completely reliable Officers Reaction Shocked at how candid and detailed this MPAR is Cannot argue with any of the points raised (evidence is all there) Similar to my most recent ARs, and now I finally understand how I create the impression that I do I wish I had had similar MPARs since leaving tp/pl comd AR Fundamentals Lifeblood of CM Process Appraisal Process 3 distinct stages:

SMART Objectives MPAR Mandatory Requirement: Fair, honest, accurate and timely OJAR/SJAR Over grading Over recommending Ensure that that report writing is joined up Narrative must support OPG Narrative must support recommendation ROs input must be coordinated OJARs and SJARs must arrive at APC on time Report writing skills Grades for Performance A Performing to the highest standard in all respects. A- Performing above the standard expected in all respects. B+ Performing above the standard expected in most respects. B

Performing to the standard expected in all respects. B- Performing to the standard expected in most respects. C Performing below the standard expected in most respects. D Performing below the standard expected in all respects. IK NA Insufficient Knowledge. Not Applicable. AR Fundamentals

Lifeblood of CM Process Appraisal Process 3 distinct stages: SMART Objectives MPAR Mandatory Requirement: Fair, honest, accurate and timely OJAR/SJAR Over grading Over recommending Ensure that that report writing is joined up Narrative must support OPG Narrative must support recommendation ROs input must be coordinated OJARs and SJARs must arrive at APC on time Report writing skills OPGs AR OPGs Over-grading The Facts: Rank A- B+

B B- Brigadier 44% 54% 2% 0% Colonel 26% 58% 16% 0% Lieutenant Colonel 16%

57% 26% 1% Major 9% 51% 37% 3% Captain 6% 46% 44% 4% Promotion Flow Rate: OF3-OF6 OF6

OF3 OF4 OF5 (DE/LE) (DE/LE) (MB/Res) (Type A/Other) 2013 471 (315/156) 250 (201/49) 90 (48/42) 25 (9/16) 2012

477 (301/176) 204 (166/38) 85 (44/41) 32 (11/21) 2011 451 (304/148) 184 (148/36) 57 (45/12) 22 (9/13) 2010 491 (321/170) 223 (184/39)

70 (48/22) 18 (9/9) 2009 519 (296/223) 245 (211/34) 76 (44/32) 32 (9/23) Year Implications OF6 25 27% OF5 90 (34%) OF4 260 (55%) OF3 - 471 5% of Majors

actually have the legs to one-star Identifying the real top third is critical at every rank Which means you also have to identify those who are not in the top third Middle or lower third in the British Army is still a significantly high standard AR Fundamentals Lifeblood of CM Process

Appraisal Process 3 distinct stages: SMART Objectives MPAR Mandatory Requirement: Fair, honest, accurate and timely OJAR/SJAR Over grading Over recommending Ensure that that report writing is joined up Narrative must support OPG Narrative must support recommendation ROs input must be coordinated OJARs and SJARs must arrive at APC on time Report writing skills Promotion 1Up AR Fundamentals Lifeblood of CM Process Appraisal Process 3 distinct stages: SMART Objectives

MPAR Mandatory Requirement: Fair, honest, accurate and timely OJAR/SJAR Over grading Over recommending Ensure that that report writing is joined up Narrative must support OPG Narrative must support recommendation ROs input must be coordinated OJARs and SJARs must arrive at APC on time Report writing skills What did the 2 RO do? I have read both the 1 RO input and Subject Officer comments and directed some changes to the initial draft Some outstanding work on XXXX and XXXX A less proactive approach where he did not agree with the direction of travel required by his CoC

Overall a B+, Dev, No AR Fundamentals Lifeblood of CM Process Appraisal Process 3 distinct stages: SMART Objectives MPAR Mandatory Requirement: Fair, honest, accurate and timely OJAR/SJAR Over grading Over recommending Ensure that that report writing is joined up Narrative must support OPG Narrative must support recommendation ROs input must be coordinated OJARs and SJARs must arrive at APC on time Report writing skills High

= = Will certainly get there in time High What does the RO really think of the subject officer/soldier? Does the RO lack courage? I know he/she was not up to it, but I wanted him/her to have their day in court, and for the board to deliver the unwelcome news Should promote downstream AR Fundamentals

Lifeblood of CM Process Appraisal Process 3 distinct stages: SMART Objectives MPAR Mandatory Requirement: Fair, honest, accurate and timely OJAR/SJAR Over grading Over recommending Ensure that that report writing is joined up Narrative must support OPG Narrative must support recommendation ROs input must be coordinated OJARs and SJARs must arrive at APC on time Report writing skills Spot the error During this reporting period, Cpl xxxx has been a xxxxxxxx Cpl, and has attended

CALFEX, MRX and WHG conversion. As a man, Cpl Xxxxx is an intense, slightly taciturn, but extremely likeable individual. He has a gravitas and air of professionalism about him which means that his peers and subordinates gravitate towards him; he responds well to this, and will spend time with junior soldiers to help them with their preparation for any aspect of work. However, he sometimes lacks a proper sense of balance between military and family responsibilities. He clearly adores his family and dotes on them; at the same time, he is totally committed to his army career. In December, the two parts of his life got out of kilter and he went AWOL. This is unacceptable for a Cpl. Cpl xxxxx has enjoyed a good reporting period, his first in rank. The year has been dominated by H12, and

for Cpl xxxxx this has involved deploying to Helmand Province as a xx Cpl with the Viking Group. He has done well in what has been a very demanding and exacting period of operations; the Viking Group has endured significant hardship and leadership from the likes of Cpl xxxx has been exactly what was required. He still has some way to go but he is certainly developing well and heading in the right direction. How to be spectacularly consistent.. AR Fundamentals

Lifeblood of CM Process Appraisal Process 3 distinct stages: SMART Objectives MPAR Mandatory Requirement: Fair, honest, accurate and timely OJAR/SJAR Over grading Over recommending Ensure that that report writing is joined up Narrative must support OPG Narrative must support recommendation ROs input must be coordinated OJARs and SJARs must arrive at APC on time Report writing skills Late Cpls ARs Due as at 31 Jan 12 Cpl Statistics Number Percentage Report Not Raised 2123 13.33%

Finalised 12525 78.65% Admin 218 1.37% 1RO 416 2.61% 2RO 103 0.65% 3RO 2

0.01% Approver 537 3.37% Rank Total 15924 Late Majs ARs Due as at 30 Jun 12 2010-11 SJAR - Late ARs Example from one capbadge MS Year 10 - 11 Late Reporting 250 200 150 As At Due Date As At 1st Day of Board 100 50 0

WO2 WO1 SSgt WO2 Sgt SSgt Cpl - Sgt LCpl Cpl Pte LCpl So what: Significant improvement. Resources unsustainable. AR Fundamentals Lifeblood of CM Process Appraisal Process 3 distinct stages: SMART Objectives MPAR Mandatory Requirement:

Fair, honest, accurate and timely OJAR/SJAR Over grading Over recommending Ensure that that report writing is joined up Narrative must support OPG Narrative must support recommendation ROs input must be coordinated OJARs and SJARs must arrive at APC on time Report writing skills History (Adjutants report 1988) 1RO 2RO Officer graded EXCELLENT (= top third) Very competent staff officer Very strong on manning, professional, enjoys the confidence of the sub-unit commanders

I do not think he has ever had the rapport with his CO which I would expect Guided the AIMI skilfully Written work excellent; clear, brief and inevitably to the point, displaying capacity for analytical thought, breadth of vision and imaginative and original ideas Can be reluctant to accept responsibility when things go wrong I am unsure of his ability in the field

I have a suspicion that in the long term he may prove to be a better staff officer than a field commander Middle third of candidates for staff training Verbal briefings clear and articulate Well read and keenly interested in the wider issues of his profession Robust, assertive, bright approachable, good sense of humour Obstinate and occasionally lacks tact

Much potential, strong candidate for staff training Good potential to promote 2 ranks up (Lt Col), both in command and on the staff MS Nuances Could Should Must MS Nuances: Example 1 Captain Holmes sits just inside the top-third of Captains in my Brigade. She could compete for a routine Grade 2 staff post, and should then

be kept in the running for a deployable subunit. MS Nuances: Example 2 Captain Holmes is firmly in the top third of Captains in my Brigade. She should compete strongly for a demanding Grade 2 staff post, and has the ability to command an operational sub-unit. MS Nuances: Example 3 Captain Holmes is one of the top 5 Captains in my Brigade. She must undertake one of the most demanding initial Grade 2 staff posts and will command an operational sub-unit. MS Nuances Understand what you are reading If you choose to write in this manner, the board will definitely understand your intent

You have a moral duty to ensure that the subjects understanding is equally clear could command a front-line operational logistic squadron = will command a front-line operational logistic squadron Order of Merit Helpful: He has been the best of 60 capts in the bde this year and by some margin. Top 3 of 10 Middle third Less helpful

He currently lies just short of the top of 45 capts within the Brigade. Even less helpful: In the top of the 4 DE capts upon whom I report. top third of capts placed 22 of 54 In the top quartile of the middle third in a very strong cohort of 24 Short, pithy and unambiguous phrases Sgt xxxxx has had a very varied year. Did many different things Olympics, Op Tour, Recruiting? Or.. Performance has been up and down? CSM xxxxx has a lot more to offer Could cope easily with any job as a WO1? Or.. Lazy b*****d? Catching attention Catching attention Good

highly articulate, although a touch more brevity would not go amiss. has been commended by comds X and Y bdes so he has a record of impressing men who are not easily impressed. Not so clever Capt X is charming and eminently urbane but there is not a hint of the lounge lizard about him. He is pretty handy at netball. Very good Einstein, not Eisenhower Summary Objectives make your organisation better MPARs make your people better ARs make the Army better Your part in the plan: Reporting Officers

Setting the tone and culture for other Reporting Officers Training Subordinates to be effective report writers Ensure that your G1 staff meet the non-negotiable deadlines Honest, incisive, robust, through-year process Thankyou for the good work you do MESS s T G S & s O OF THE W R E B M E M D PECTE HE IS A RES APSE. L Y R

A R O P EM - THIS IS A T He has had a very erotic year and m i ed h d n e this has reflected in the general m m o c e r t o did, standard of his performance. I f i ,

e I have n s u eca b n o i t o for prom t. I has i t e He been burdened g t h can best explain his grading ofwith He has

been burdened with aa g he mi Outstanding bywho sayingwas that he is, Troop Leader dim, Troop Leader was dim, in so many ways, who the image of myself. energetic, decisive, stubborn w energetic, decisive,

stubborn o l s r e h t a r een b , r . e f v l e e s w o m i h h

, s e and consequently dangerous. pos x and consequently dangerous. e He ha d n a t n o r f e to come to th He has done well here and

has been fortunate enough to indulge his wife. He has performed his duties well - especially rodent control where he comes into contact with all ranks. .... He competed in a 125km charity race, which required considerable planning for each leg MSs Advice The MPAR is mandatory; it must be programmed and thought through. The truth is that most of our people probably perform to the standard expected in every respect. Honesty and courage by reporting officers is essential. What is important is for reporting officers to apply rigour in deciding what an individuals OPG will be; an OPG that accurately reflects an individuals performance and does not come as a surprise at the end of the year. MSs Concerns MPARs not being conducted 6 year private soldiers without a single SJAR Late reports Grade over-inflation

Comd 16 Air Asslt Bde has reduced B+/A- and HIGH by over 20% Inaccuracies in reports Your part in the plan Talent management is a core (the core?) element of command You must, at whatever level you are working: Develop your team Understand and personally lead all aspects of career management; others are in support Know the rules and the requirements on you and your chain of command Understand the role of the APCregular engagement with us

Be honest, accurate and timely Manage expectation do not abdicate responsibility to Boards Effect PAP 10 Be realistic about gapping Questions?

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