Doctrine : Before an idea is approved, the organization is a mere concept but not fully tested and evaluated. Generally, TRADOC will conduct simulations and war-gaming to test the validity of the concept and develops a field manual outlining the way the organization will operate. This process is designed to develop the best doctrine and organization and reduce friction later. Generally, completion of a field manual can take months of development, staffing and legal reviews.
Organization : The Table of Organization and Equipment TOE is a document that contains the required personnel and equipment for the organization. The FDU is a formal packet that outlines the creation or change of an organization that explains the mission, equipment, and personnel requirements. Once approved, the U.
This domain includes courses and additions to structure which may cause potential increases in current courses or addition of new courses into existing training schedules.
Personnel must be identified to attend these courses with follow-on assignments to the new SFAB. Programs of Instruction POI may need to be adjusted or developed for new courses. Development of new courses may need to be completed before courses can start. Materiel : Often, new capability requirements require a modification or upgrade to existing equipment or development of a new materiel solution.
The ideal timing of materiel delivery is to occur before the effective date of the unit MTOE. Army Materiel Command is the lead agent for redistribution of equipment in the Army inventory while the Army G8 is responsible for distribution of new or recapitalized equipment from depots. These organizations utilize the Decision Support Tool as the common operating picture for equipment distribution and redistribution. The Army holds the Army Equipping Conference semi-annually for organizations and the Army Staff to synchronize equipment modernized and distribution approximately months in the future with a review of longer-term requirements as needed.
This domain is often confused with Training, but this domain takes our Soldiers and Officers and develops them into better skilled leaders and improves their technical skills. Personnel : This domain is concerned with acquiring and managing the human dimension of the Army.
Facilities : A typical unit requires offices, motor pools, barracks, dining facilities, medical care facilities and training areas. There are two options for stationing new units when it pertains to facilities. The first option is new construction.
This requires congressionally approved funds called MILCON Military Construction which normally takes five years for forecasting and approval then construction time. For perspective, in the private sector, large construction takes a long time as well. Planning for a new school in a county might take up to 10 years before it opens. IMCOM is allocated funds to renovate and modernize existing buildings. This is the least expensive and quickest way to provide facilities for a stationing action.
Policies : The Army Staff will develop policies to enable the generating force to develop the new capability or allow the new operating force to train. These can range from Army regulations or updates to current assignment policies, expediting acquisition or advocating with states, Department of Defense, Department of State, or Congress for changes to policies or laws.
For overseas locations, Status of Forces Agreements set limits on the number of family members that can accompany the Soldier. Other examples are electromagnetic spectrum rules, noise levels, and driving on roads. Policies can take differing timelines to be approved and should ideally be done before personnel moves and equipment delivery.
Once the capability solutions are approved, the Force Integration process starts to synchronize all the disparate ongoing efforts. This staff section is responsible for planning and managing the synchronization of all the actions being done to develop the capability but further examines the integration through a process called Force Integration Functional Analysis.
This process involves analysis of the capability development within nine categories: structuring, manning, equipping, training, sustaining, deploying, stationing, funding, and readiness. This article will only address the stationing, funding, and readiness areas. The real focus of the FIFA is to coordinate the development of the capability and analyze risk for issues that will inevitably arise.
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In accordance with Army Regulation AR Stationing and the Army Stationing Strategy, review, analyze, coordinate, staff, and manage complex Army stationing changes implementing Army Transformation actions. Plays an integral role in matters concerning stationing, to include facilities and training requirements.
Provide for public and Congressional notification of approved stationing actions. Not Changed. Hawaiian Islands. Government Agency. Partially Made Private. Strategic thinker and professional who leverages multicultural understanding and business acumen to maximize performance and support organizational growth. Delivers continuous improvements, devising and executing actionable plans and introducing best practices.
Process-driven, adept at identifying and implementing procedures that improves operational efficiency and productivity. Motivational leader who provides extensive training and development to create high performing teams.
Synthesizes, reviews, and analyzes data to improve performance metrics. Fort Shafter. Secret Clearance. Assists in developing and executing plans, policies, and procedures for managing staff actions, projects, and activities.
Office of The Surgeon General. I seek to maximize my management, and training skills while doing a job I truly enjoy. Confident, professional and self-motivated individual with the ability to make independent and insightful decisions while working in complex situations.
Exceptional organizational skills, with the ability to improve workflow and simplify reporting procedures. Able to reach immediate, intermediate and long-term goals while meeting operational deadlines. Excellent oral and written communication, problem solving, and management skills. The ability to personally excel and motivate coworkers when placed in leadership positions. Sierra Vista, AZ. Possessed a broad knowledge of Department of the Army and Department of Defense Risk Management policies, methods, procedures and functional activities that applied to the protection of the GIG.
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