Detailed Information on the
Junior Reserve Officer Training Corps Assessment

The FY 2007 National Defense Authorization Act (Public Law 109-364) provides clarifying federal legislation that should begin to mitigate this deficiency. This law requires that, in order to be employed as a JROTC instructor, the military officer must be certified by the Secretary concerned as a qualified instructor in leadership, wellness and fitness, civics, and other courses related to the content of the JROTC program and outlines specific criteria of each military instructor qualification position. DoD will work with the States' Departments of Education cooperation in accepting this statute to meet state specific certification requirements.

Continue steady program expansion to meet the FY 2014 goal of 3,600 units.

Encourage program expansion into educationally and economically deprived areas. Focus efforts on at-risk youth by maintaining at least 20 percent of units in educationally and economically deprived areas.

Measure: A target of 3,500 JROTC units across the Services.

Explanation:Up until the FY 2002 National Defense Authorization Act (NDAA), Congress expressed the desire to expand the JROTC program to 3,500 units. After that time, Congress removed this number from the annual legislation as it wanted to encourage the program's expansion. The Department maintains this position as the long-term goal of this program.

Measure: Encourage program expansion into educationally and economically deprived areas. To monitor need -based expansion DoD tracks JROTC units at schools receiving Federal funding under the Title 1 Program as a proxy for need based expansion.

Explanation:Title I is a Federal program authorized under the No Child Left Behind act of 2001 and the Elementary and Secondary Education Act of 1965 to provide educational services for low achieving students and their families. Funds are generated by the financial need shown in the 2000 census for each district. These funds are then used at the district and school levels to enrich the education of our children and involve parents in the educational process. Focus of the JROTC on schools that are Title 1 ensures the Department provides assistance to at-risk youth development.

Measure: Promote citizenship, which is measured through Cadet community service hours.

Explanation:According to the 10 USC 2031, the purpose of the program is to develop citizenship in American youth. Encouraging cadets to dedicate time to help their community is a direct measurable result.

Measure: School satisfaction as measured by feedback from annual surveys with school administrators and students.

Explanation:The program's success is directly linked to school satisfaction.

Measure: Since 1990, the Department of Defense has tracked cost per cadet and is monitors the cost per cadet to ensure costs are controlled. Current year cost per cadet is estimated at $628 per year and that cost over time has been stable indicating adequate controls are in place.

Explanation:The cost per cadet is an efficiency metric presented in the annual Department of Defense program budget. The Department has provided evidence on this metric from 1990.

Is the program purpose clear?

Explanation: The Junior Reserve Officer's Training Corps (JROTC) is an academic and citizenship program for high school students, which is directed under United States Code (USC) 10. Its primary purpose is to "instill in students in United States secondary educational institutions the value of citizenship, service to the United States, personal responsibility and a sense of accomplishment."

Evidence: 10 USC 2031 and Department of Defense Instruction 1205.13.

Does the program address a specific and existing problem, interest, or need?

Explanation: The Junior Reserve Officer's Training Corps (JROTC) benefits and improves American society. It also benefits the military by exposing more of American society to a Military experience. It does not provide a direct military benefit.

Evidence: 10 United States Code 2031 and Department Of Defense Instruction 1205.13. Since 1916 when Congress established the program, JROTC has provided American high school students a citizenship and academic enrichment program. JROTC is a highly sought after program that has been judged by educators and local communities as an effective academic and citizenship tool.

Is the program designed so that it is not redundant or duplicative of any other Federal, state, local or private effort?

Explanation: The Junior Reserve Officer's Training Corps (JROTC) is a comprehensive academic and citizenship program for high school students. It complements other academic programs for at-risk youth and other citizenship programs, such as the Civil Air Patrol, Sea Cadets, Boy Scouts and Girl Scouts. JROTC is unique in that its core element is a high school curriculum. Each Service applies its own imprint on the core JROTC program.

Evidence: 10 United States Code 2031 and Department Of Defense Instruction 1205.13 stipulate that each Service will have a JROTC program and limits program overlap.

Is the program design free of major flaws that would limit the program's effectiveness or efficiency?

Explanation: There is a major deficiency in the program in light of the implementation of the No Child Left Behind Act (NCLB). There are approximately 3,000 Non-Commissioned Officer Instructors that do not meet the "fully qualified" requirement under existing NCLB standards. However, given the instructors' unique qualifications based on a career of military service, the Department is seeking clarifying legislation and has requested the States' Departments of Education cooperate in accepting Department Instructor Certification to meet the state specific criteria for certifying these individuals as "fully qualified" to instruct in their field of expertise - military science. Lack of the clearly-defined Department of Defense certification criterion in law will likely negatively impact attainment of the Junior Reserve Officer's Training Corps (JROTC) program goals in the long term.

Evidence: Individual State certification requirements are subsuming 10 United States Code 2031 JROTC certification under Military Department Secretarial authority.

Is the program design effectively targeted so that resources will address the program's purpose directly and will reach intended beneficiaries?

Explanation: Department of Defense Instruction1205.13 has viability and expansion criteria for programs and sets staffing standards for the Junior Reserve Officer's Training Corps (JROTC) units. The expense for staffing represents a majority of the program budget and is tied directly to unit enrollment. Further, resources for JROTC are tied directly to number of units and unit enrollment. High school students enrolled in JROTC are the direct beneficiaries. Service budget documents, such as Exhibit OP-5, show this link.

Evidence: Department Of Defense Instruction 1205.13. Additionally, Junior ROTC fund expenditures and budgets are reported annually in Service OP-5 exhibits. OP-5s for each Service are provided as examples; all Services prepare and submit these forms.

Does the program have a limited number of specific long-term performance measures that focus on outcomes and meaningfully reflect the purpose of the program?

Explanation: The Junior Reserve Officer's Training Corps (JROTC) has four principle performance measures: 1. A target of 3,500 JROTC units across the Services. 2. Encourage program expansion into educationally and economically deprived areas. To monitor need-based expansion DoD tracks JROTC units at schools receiving Federal funding under the Title 1 Program as a proxy for need based expansion. 3. Promote citizenship, which is measured through Cadet community service hours. 4. School satisfaction as measured by feedback from annual surveys with school administrators and students.

Evidence: 1. Up until the FY 2002 National Defense Authorization Act (NDAA), Congress expressed the desire to expand the JROTC program to 3,500 units. After that time, Congress removed this 3,500 cap from the annual legislation as it wanted to encourage the program's expansion. The Department maintains this position as the long-term goal of this program. 2. Title I is a Federal program authorized under the No Child Left Behind act of 2001 and the Elementary and Secondary Education Act of 1965 to provide educational services for low achieving students and their families. Funds are generated by the financial need shown in the 2000 census for each district. These funds are then used at the district and school levels to enrich the education of our children and involve parents in the educational process. Focus of the JROTC on schools that are Title 1 ensures the Department provides assistance to at-risk youth development. 3. According to the 10 USC 2031, the purpose of the program is to develop citizenship in American youth. Encouraging cadets to dedicate time to help their community is a direct measurable result. 4. The program's success is directly linked to school satisfaction.

Does the program have ambitious targets and timeframes for its long-term measures?

Explanation: 1. Expand the number of Junior Reserve Officer's Training Corps (JROTC) program to 3,500 units by FY 2011. 2. Maintain at a minimum a one in five ratio in the number of JROTC units located in educationally and economically deprived (Title 1) schools. 3. Increase Community Service hours by 5 percent by FY 2011. 4. Maintain customer satisfaction at or above 95 percent.

Evidence: The Department considers publication of these goals in the PART as means of making them official measures. The FY 2002 National Defense Authorization Act and accompanying Report highlight the sense of Congress for the program to continue to expand. A summary of the Program budget (Service Exhibit OP-05s) from FYs 1990-2007 is provided.

Does the program have a limited number of specific annual performance measures that can demonstrate progress toward achieving the program's long-term goals?

Explanation: 1. Expand the number of Junior Reserve Officer's Training Corps (JROTC) program by an average of 30 units each year until the program achieves 3,500 units in FY 2011. 2. Maintain at a minimum a one in five ration in the number of JROTC units located in educationally and economically deprived (Title 1) schools. 3. Increase Community Service hours by one percent each year through FY 2011. 4. Maintain customer satisfaction at or above 95 percent.

Evidence: The Department considers publication of these goals in the PART as means of making them official measures. The FY 2002 National Defense Authorization Act and accompanying Report highlight the sense of Congress for the program to continue to expand. A summary of the Program budget (Service Exhibit OP-05s) from FYs 1990-2007 is provided.

Does the program have baselines and ambitious targets for its annual measures?

Explanation: Previously-Established Measures - 1. The Junior Reserve Officer's Training Corps (JROTC) has tracked the number of JROTC units since FY 1990. From FY 1992 through FY 2005, the number of units in the JROTC program increased by 124 percent. Its goal is a minimum increase of 30 JROTC units each year until the program reaches 3,500 units in FY 2011. 2. Since FY 2005, the Department has placed at least one out of every five JROTC units in educationally and economically deprived (Title 1) schools. The Department intends to keep this level as a minimum. 3. Since FY 2005, the Department has maintained a customer satisfaction at or above 95 percent. The Department intends to keep this level as a minimum. New Measure -- The Department recently formally established performance goals for Community Service hours. This annual performance measures has an ambitious annual goal of increasing the number of community service hours by at least one percent each year.

Evidence: The Department considers publication of these goals in the PART as means of making them official measures. The FY 2002 National Defense Authorization Act and accompanying Report highlight the sense of Congress for the program to continue to expand. A summary of the Program budget (Service Exhibit OP-05s) from FYs 1990-2007 is provided.

Do all partners (including grantees, sub-grantees, contractors, cost-sharing partners, and other government partners) commit to and work toward the annual and/or long-term goals of the program?

Explanation: All Junior Reserve Officer's Training Corps (JROTC) program partners agree to Service contract agreements that commit them to working toward the programs goals. The program managers regularly evaluate progress through the annual JROTC inspection process.

Evidence: The contract with each Local Educational Agency outlines all functional elements of successful operation of a JROTC unit to include instructional content, instructor management, facilities and resource management. The primary partners of the JROTC program are the Cadets and the Schools with units. Program managers perform full program reviews each year During these reviews, they meet with Cadets and school principal/school district representatives to evaluate how well the partners are working toward the program goals. All of the Services are committed to the execution of the JROTC program goals in the near and long term. Oversight is mandated by 10 United States Code 2031 and Department Of Defense Instruction 1205.13. Each Service has instructions which contain guidance on how to complete the review and provides templates that are to be used when conducting: Air Force Junior Reserve Officer Training Corps Instructor Evaluation report example provided; CCR 145-2, pg 35, "Performance Evaluation"; (Navy) Chief Of Education And Training Instruction 1533.9J, Appendix 11, "Guidelines to use in completing NSI/ANSI Evaluations"; Air Force Junior Reserve Officer Training Corps Instruction 36-2004, chapter 6; Marine Corps Order P1533.6 "Marine Corps Junior Reserve Officers' Training Corps Standard Operating Procedures", Appendix H, "Inspection Guidelines".

Are independent evaluations of sufficient scope and quality conducted on a regular basis or as needed to support program improvements and evaluate effectiveness and relevance to the problem, interest, or need?

Explanation: Each of the Services Junior Reserve Officer's Training Corps (JROTC) programs has been recently audited by the Southern Association of Colleges and Schools (SACS). The certification audits are a comprehensive review of the program and cover all program areas, including program management, curricula, and budget. Once the program achieves a positive audit, it receives accreditation from SACS, This process is regularly performed to revalidate certification. This certification is on par with University accreditation. To date, the Marine Corps, Army, and Air Force JROTC programs are fully accredited. The Navy program is now being reviewed by SACS for accreditation. Various agencies within the Department of Defense monitor program performance through program reviews and research JROTC program areas on an as-needed basis.

Evidence: SACS accreditation certificates are available for review. SACS is a leader in accreditation and highly respected within the education community. It accredits over 13,000 schools and school systems throughout the United States and overseas. The Graduate School of Business and Public Policy at the Naval Postgraduate School issued a report in 2003 that thoroughly examined curricular materials, budgeting issues, and recruitment within the JROTC Program ("A Comprehensive Study of the Junior Reserve Officer Training Corps Program Review of Curricular Materials, Budgeting Issues and Recruitment." dated 9/30/2003). This report substantiates JROTC has incorporated the latest educational theories used in secondary education.

Are Budget requests explicitly tied to accomplishment of the annual and long-term performance goals, and are the resource needs presented in a complete and transparent manner in the program's budget?

Explanation: The relationship between performance and budget is unclear and DoD is unable to say what level of performance increase a given level of additional funding would cause. However, DoD is working towards better performance budgeting. Steps DoD is taking include the Planning, Program, Budget and Execution Process, which requires budgeting based on resources needed to achieve goals. Budget models are determined using historical program and financial data in combination with known or perceived changes to program elements (i.e. number of users, location of user populations and future directives). Both annual and out year requests are tied to information provided by the forecasting models and identified needs of the programs. DoD Supplementary FY 2007-FY 2011 Program and Budget Submission Guidance state that the Deputy Secretary of Defense has directed each Service to use performance-based measures for its budget formulation.

Evidence: Examples of budget documents include: A summary of the Program budget (Service OP-05s) from 1990-2007; Exhibit OP-5: Fiscal Year 2006/2007 JROTC. All Services submit these exhibits for each program.

Has the program taken meaningful steps to correct its strategic planning deficiencies?

Explanation: The Department of Defense established a Joint Service Junior Reserve Officer's Training Corps (JROTC) working group to align strategies within the JROTC program. This group reviews both long-term and short-term strategy issues and develops meaningful legislative and efficiency proposals in order to effectively sustain and expand the JROTC program to meet long-term and annual performance goals.

Evidence: Specific strategic deficiencies identified by the Joint Service JROTC working group have resulted in several legislative proposals over the last few years. The legislative proposals are included in evidence. DOD WILL PROVIDE PROPOSALS.

Does the agency regularly collect timely and credible performance information, including information from key program partners, and use it to manage the program and improve performance?

Explanation: Department of Defense and the Services work closely with program partners from state education representative to local school districts to retain existing schools and recruit new schools. These efforts are focused annually to coincide with the school year. Additionally, each of the Services has a unit inspection checklist which carefully reviews each unit, school district support of the unit and Service support feedback is solicited as well. Unit inspections are conducted on an annual basis as dictated by the Service directives and orders. All programs conduct annual reviews. During these inspections, dedicated personnel evaluate installations for effective policies, procedures, and cost management as part of the management control program. Instructors are also reviewed during this time. The data gathered are taken back to headquarters where they are used to improve the program by meeting the needs discovered by these reviews. Budgets look out six years to improve planning and budgeting effectiveness while considering emerging needs and threats.

Evidence: The ServiceJunior Reserve Officer's Training Corps (JROTC) directives: Marine Corps Order P1533.6 "Marine Corps Junior Reserve Officers' Training Corps Standard Operating Procedures", Chapter 4 Paragraph 4004; Air Force Junior Reserve Officer Training Corps Instruction 36-2001, Chapter 9; Chief Of Naval Operations Instruction 1533.5A, pg. IV-13; Army Cadet Command Regulation 145-2; Department Of Defense Instruction 1205.13, 5.2.9; CCR 145-2 pg 54, section 6-6 "Management Control Program"; (Navy) Chief Of Education And Training Instruction 1533.9J, Article 415, "Instructor Evaluation"; (Navy) Chief Of Education And Training Instruction 1533.9J, Article 801, "Reports Submitted by NSIs", Paragraph d; (Navy) Chief Of Education And Training Instruction 15.33 9J, Article 802, "Reports Submitted by Host High School", paragraph d; (Navy) Chief Of Education And Training Instruction 1533.9J, Article 803, "Reports Submitted by Area Managers", Paragraph d Participating high school principals submit an annual instructor evaluation outlining deficiencies in performance. When such reports are received the instructor is required to submit a plan for improvement to which he will be held accountable. For example; the Navy JROTC completes annual reports of instructors, covering performance since the last report, are performed by the Area manager. This keeps the instructors accountable for any plans of improvement submitted during the prior period. Air Force JROTC distributes Principal Surveys annually to determine the "program's impact and performance at their school." When schools or school districts raise concerns about program management or instructor oversight, JROTC quickly responds "with a phone call, letter, or visit from the Area Administrator (an AF Colonel)." In addition to Principal Surveys, AF JROTC Units are reviewed every other year, or every year for new units. At least 50% of AFJROTC units have staff assistance visits each year through the Area Administrator (AA) Program.

Are Federal managers and program partners (including grantees, sub-grantees, contractors, cost-sharing partners, and other government partners) held accountable for cost, schedule and performance results?

Explanation: : Before a unit is opened, each school district completes a contract with a participating Service. This contract lays out the duties and responsibilities for cost sharing and contributory responsibility for all program partners. Area managers perform annual audits for each unit. Unsatisfactory performance noted during the inspection can result in probationary status and ultimately program termination. Laudatory performance is highlighted as well.

Evidence: Oversight is mandated by 10 United States Code 2031 and Department Of Defense Instruction 1205.13. Each Service has instructions that contain guidance on how to complete the review and provides templates that are to be used when conducting the review: AF The Junior Reserve Officer's Training Corps (JROTC) Instructor Evaluation report example provided; CCR 145-2, pg 35, "Performance Evaluation"; (Navy) Chief Of Education And Training Instruction 1533.9J, Appendix 11, "Guidelines to use in completing NSI/ANSI Evaluations"; Air Force Junior Reserve Officer Training Corps Instruction 36-2004, chapter 6; Marine Corps Junior Reserve Officer Training Corps SOP, Appendix H, "Inspection Guidelines." Some sample probationary and laudatory notices are included in evidence.

Are funds (Federal and partners') obligated in a timely manner, spent for the intended purpose and accurately reported?

Explanation: The Junior Reserve Officer's Training Corps (JROTC) program uses various financial management practicies to ensure JROTC funds are used for their intended purpose and are spent in a timely manner. By tracking financial transactions through daily, monthly, and quarterly fund status reports, JROTC program managers ensure funds are spent appropriately. Also, Department of Defense senior leaders, managers, and comptrollers perform a mid-year program execution review on this and all DoD programs. This review determines whether program funds are obligated in a timely manner, program purposes remain valid, funds are being spent for the intended purpose, and program execution is being accurately reported. This review also determines what actions, if any, are required to properly align remaining resources with projected needs for the balance of the fiscal year.

Evidence: For example, the Navy centrally tracks daily expenditures through the fund status reports. These reports are forwarded to the Area Managers for daily review of the fund balance. Navy does a total annual inventory of all units and the Area Managers do a physical inventory with each unit inspection. The inventory is reported up-line through the automated Joint Unit Management System (JUMS) system which is shared with the Army JROTC. Each Service has its own similar accounting system and processes for tracking program execution.

Does the program have procedures (e.g. competitive sourcing/cost comparisons, IT improvements, appropriate incentives) to measure and achieve efficiencies and cost effectiveness in program execution?

Explanation: The Department of Defense (DoD) works closely with program partners to achieve program efficiencies. One means of measuring unit efficiency is annual inspections. During these unit inspections Junior Reserve Officer's Training Corps (JROTC) program managers share best practices and educational tools provided by other DoD and government educational agencies. These practices allow JROTC program managers to expand local resources with low or no-cost initiatives, which results in program efficiency. Another means of evaluating program performance is through the Joint Service JROTC working group. One of this working group's initiatives is to align of the Services' JROTC IT Enterprise Management Systems across the Department. For example, the Marine Corps began examining the AFJROTC Cyber Campus Program, which allows Headquarters to monitor individual school uniform inventories and budgets and alerts management when discrepancies are detected.

Evidence: Program managers evaluate the effectiveness of policies, procedures, and cost management as part of the management control program. They also work with various educational foundations to provide additional classroom and program resources at little or no cost to the JROTC program. Samples of JROTC management and accounting control reports are included in evidence. The policies and procedures for the AFJROTC Cyber Campus are outlined in "HQ AFOATS Management Control Program Accomplishments" report highlights. Department Of Defense Instruction 1205.13, 5.2.9.

Does the program collaborate and coordinate effectively with related programs?

Explanation: There are other service organizations within society that are "similar" to The Junior Reserve Officer's Training Corps (JROTC). However, JROTC is a completely unique program because it combines a three to four year academic course of study. JROTC participates in activities with other organizations that are similar in nature. Some of these organizations include Future Farmers of America (FFA ), local Boys and Girls Clubs, the Boy Scouts and the Civil Air Patrol (CAP). JROTC has also collaborated and co-opted with several national education organizations to obtain course and program materials.

Evidence: FFA is the most closely aligned and structurally similar. The Department of Defense communicates and collaborates with the FFA program and shares learning approaches and curriculum between the programs. The National Endowment for Financial Education has provided the financial planning lessons used in the JROTC program. The Center for Civic Education has provided civics lessons that have been incorporated. JROTC collaborates with many educational organizations and committees across the country. The SACS accreditation process is a prime example of this type of collaboration.

Does the program use strong financial management practices?

Explanation: Each Service Junior Reserve Officer's Training Corps (JROTC) program has been audited and are proven free of material internal control weaknesses. Overall, this program operates in compliance with the Department of Defense policy, procedures, and practices for financial management. Heads of Department of Defense Components submit to the Secretary of Defense an annual Statement of Assurance on the effectiveness of internal controls for programs, administrative activities, and operations, including financial reporting. To support this requirement, the program manager relies on sub-program managers in the Department of Defense Components to assess the effectiveness of management controls applicable to their responsibilities. If material deficiencies are discovered, these managers must report those deficiencies with scheduled milestones leading to resolution of the deficiencies. Program managers also continuously monitor program execution and report monthly on any discrepancies between planned and actual expenditures.

Evidence: To ensure funds are obligated in a timely manner and are used for their intended purpose, Service Junior Reserve Officer's Training Corps (JROTC) program managers monitor financial transactions through daily, monthly, and quarterly fund status reports. Also, Department of Defense senior leaders, managers, and comptrollers perform a mid-year program execution review on this and all DoD programs. This review determines whether program funds are obligated in a timely manner, program purposes remain valid, funds are being spent for the intended purpose, and program execution is being accurately reported. This review also determines what actions (if any) are required to properly align remaining resources with projected needs for the balance of the fiscal year. Examples of various control documents are included as evidence.

Has the program taken meaningful steps to address its management deficiencies?

Explanation: The Department of Defense established a Joint Service Junior Reserve Officer's Training Corps (JROTC) working group to align strategies within the JROTC program. This group reviews both long-term and short-term strategy issues. This group has identified deficiencies in the program and has developed meaningful legislative and efficiency proposals in order to effectively sustain and expand the JROTC program to meet long-term and annual performance goals.

Evidence: The Joint Service JROTC working group identified the need for a common core curriculum that would result in cost sharing and savings across the program. Currently the cross-Service curriculum working group is working this issue. The Joint Service working group identified that drill competitions between the Services were non-standard. These competitive meets are now standardized and have included an academic competition which encourages scholarship in core high school subject learning areas. This initiative has helped to reduce travel expense through participation across Service lines in Drill Competitions, but has also improved student focus on high school success. Also, specific strategic deficiencies identified by the Joint Service JROTC working group have resulted in several legislative proposals over the last few years. Since 2003, the working group has submitted six legislative proposals to resolve strategic issues. Of the six, one has been enacted in law and two are pending in the FY 2007 legislative cycle. The legislative proposals are included in evidence.

Has the program demonstrated adequate progress in achieving its long-term performance goals?

Explanation: YES - 1. From FY 1992 through FY 2005, the number of units in the Junior Reserve Officer's Training Corps (JROTC) program increased by 124 percent and is on track to meet its goal of 3,500 units by FY 2011. 2. Since FY 2005, the Department has placed at least one out of every five JROTC units in educationally and economically deprived (Title 1) schools. 3. Since FY 2005, the Department has maintained a customer satisfaction at or above 95 percent. N/A (New Measure) -- The Department recently formally established performance goals for Community Service hours.

Evidence: Examples of budget documents include: A summary of the Program budget (Service OP-05s) from 1990-2007; Exhibit OP-5: FISCAL YEAR 2006/2007 JROTC. All Services submit these exhibits for each program.

Does the program (including program partners) achieve its annual performance goals?

Explanation: YES - 1. From FY 1992 through FY 2005, the number of units in the Junior Reserve Officer's Training Corps (JROTC) program increased by 124 percent and is on track to meet its goal of 3,500 units by FY 2011. 2. Since FY 2005, the Department has placed at least one out of every five JROTC units in educationally and economically deprived (Title 1) schools. 3. Since FY 2005, the Department has maintained a customer satisfaction at or above 95 percent. N/A (New Measure) -- The Department recently formally established performance goals for Community Service hours.

Evidence: Examples of budget documents include: A summary of the Program budget (Service OP-05s) from 1990-2007; Exhibit OP-5: FISCAL YEAR 2006/2007 JROTC. All Services submit these exhibits for each program.

Does the program demonstrate improved efficiencies or cost effectiveness in achieving program goals each year?

Explanation: On average, the Junior Reserve Officer's Training Corps (JROTC) average yearly cost per cadet has increased by an average of 2.4 percent annually since FY 1993, which is below the Department's goal of less than or equal to three percent per year.

Evidence: The cost per cadet is an efficiency metric presented in the annual Department of Defense program budget. The Department has provided evidence on this metric from 1993.

Does the performance of this program compare favorably to other programs, including government, private, etc., with similar purpose and goals?

Explanation: There are no external programs that have similar goals.

Evidence: The Future Farmers serves 476,000 students which compares with 486,830 The Junior Reserve Officer's Training Corps (JROTC) cadets in SY-2005-2006, but they include adult volunteers in their membership numbers and do not have a budget that is accessible for this review.

Do independent evaluations of sufficient scope and quality indicate that the program is effective and achieving results?

Explanation: Each of the Services Junior Reserve Officer's Training Corps (JROTC) programs has been recently audited by the Southern Association of Colleges and Schools (SACS). The certification audits are a comprehensive review of the program and cover all program areas, including program management, curricula, and budget. Once the program achieves a positive audit, it receives accreditation from SACS. This process is regularly performed to revalidate certification. This certification is on par with University accreditation. Various agencies within the Department of Defense monitor program performance through program reviews and research JROTC program areas on an as-needed basis.

Evidence: SACS accreditation certificates are available for review. SACS is a leader in accreditation and highly respected within the education community. It accredits over 13,000 schools and school systems throughout the United States and overseas. The Graduate School of Business and Public Policy at the Naval Postgraduate School issued a report in 2003 that thoroughly examined curricular materials, budgeting issues, and recruitment within the JROTC Program ("A Comprehensive Study of the Junior Reserve Officer Training Corps Program Review of Curricular Materials, Budgeting Issues and Recruitment." dated 9/30/2003). This report substantiates JROTC has incorporated the latest educational theories used in secondary education.