AETV-THU-S-C June 24, 2009 MEMORANDUM FOR SEE DISTRIBUTION SUBJECT: Facilities Maintenance and Energy Conservation SOP 1. References A) CAM REG 420-1 Army Facilities Management B) CAM REG 420-5, Energy Conservation, Environmental Protection and Facilities Maintenance Program. 2. Purpose. The purpose of this SOP is to prescribe policies, procedures, responsibilities, and to set standards governing the facilities maintenance programs, environmental protection, and energy conservation program.
Week 3 Knowledge Check Study Guide Concepts Mastery Score: 18 / 18 Questions Strategic Planning 100% 1 2 17 Tactical Planning 100% 3 4 5 Operational Planning 100% 6 7 8 Contingency Planning 100% 9 10 Planning Fundamentals 100% 12 13 18 100% 14 15 16 Factors Influencing Planning 11 Concept: Strategic Planning Mastery 100% Questions 1 2 17 1. A pattern of actions and use of resources that is developed with the intention to achieve the goals of an organization is referred to as A. a mission development B. strategic operationalizing C. a strategy D. tactical plans Correct: The Correct Answer is: C. “A strategy is a pattern of actions and resource allocations designed to achieve the goals of the organization” (Bateman & Snell, 2011, p. 131). 2. How long is the time horizon for a strategic plan? A.
He puts the ethics at the heart of the army and tries to find answers and tries to describe Army foundational values, moral values, ethical principles and principles of use of force. This publication creating of conditions for Army to be the profession and their sustaining.The writer lists the attributes of “the profession” as: expertise, trust, development, values, and service. The attributes of “the professional” are: skill, trust, leadership, character, and duty. They relate to each other because the attributes of the professionals build the attributes of the profession. In the next section White Paper justifies the military‘s subordination to civil authority It emphasizes mutual respect between military
Education and Training Joint Cross-Service Group Summary of Selection Process Introduction The Principal Deputy Under Secretary of Defense (Personnel & Readiness) chaired the Education and Training Joint Cross-Service Group (E&T JCSG). The E&T JCSG principals included senior members from each Military Department (MILDEP), the Office of the Secretary of Defense (OSD), and the Joint Staff. The E&T JCSG was chartered to review DoD common business-oriented education and training functions, which included flight training, professional development education, specialized skill training, and range activities. E&T JCSG Responsibilities and Strategy The E&T JCSG was responsible for comprehensive analyses of assigned functions, an evaluation of
This visibility is also vital in determining the strength and capability of the Army and subordinate commands within the Army. EMILPO allows unit users, personnel managers, and commanders the visibility to update their units to 100% readiness for deployments. PBUSE is used to desciminate those assets from theater to
Army Regulation 601–210 Personnel Procurement Active and Reserve Components Enlistment Program Rapid Action Revision (RAR) Issue Date: 12 March 2013 Headquarters Department of the Army Washington, DC 8 February 2011 UNCLASSIFIED SUMMARY of CHANGE AR 601–210 Active and Reserve Components Enlistment Program This rapid action revision, dated 12 March 2013-o Updates enlistment grade requirements for specific applicants (para 218a(3)). This rapid action revision, dated 1 February 2013-o Changes education codes B, H, and 7 from level Tier 2 to level Tier 1 status (paras 2-7c(1), (4), and (6)). Changes advanced enlistment grades where indicated for Junior Reserve Officers’ Training Corps, Senior Reserve Officers’ Training Corps, qualified nonprior Service, glossary nonprior Service, or prior Service applicants in the Delayed Entry Program, Regular Army, or Army National Guard (paras 218a(3), 2-18a(4), and 2-18b(1)). Makes additional rapid action revision changes (deletes paras 2-7d(3), (4),(6) and 2-18a(2),(14), and b(2)). o o Headquarters Department of the Army Washington, DC 8 February 2011 *Army Regulation 601–210 Effective 8 March 2011 Personnel Procurement Active and Reserve Components Enlistment Program case of conflict between this and other regulations establishing enlistment eligibility criteria, this regulation will take precedence and upon direction of the Secretary of the Army, certain requirements of this regulation will not be enforced during mobilization.
What digital equipment does the unit have, Command Post of the Future (CPoF), Force XXI Battle Command Brigade and Below (FBCB2), or Advanced Field Artillery Tactical Data System (AFATDS). Does the unit have qualified operators to run digital systems, give unit resources where they can request training? How does the commander of unit operate, what he or she likes and dislikes, talk with operations sergeant so he or she sets up TOC to the personality of commander. How to organize Tactical Operations Center so it works for unit, make recommendations of what has worked for other units. What does unit use for TOC boards and where do they display them, assist unit in developing and make recommendations.
Leadership in the Profession of Arms 1 Leadership in the Profession of Arms Sean T. Hannah Director, Center for the Army Profession and Ethic Training and Doctrine Command, Combined Arms Center, West Point - United States Military Academy 646 Swift Road West Point, NY 10996 (845) 496-8747 Sean.hannah@usma.edu Hannah, S. T. (in press). Leadership in the profession of arms. In M. Rumsey (Ed. ), Oxford Handbook of Leadership. Oxford University Press: New York.
In the past 7 ½ years, I have been working for the United States Army Corps of Engineers (USACE). Our current mission statement is “Deliver vital public and military engineering services; partnering in peace and war to strengthen our Nation’s security, energize the economy and reduce risks from disasters.” (U. S. Army Corps of Engineers) Organization Description USACE got commissioned on March 16, 1802, and provided the engineers the responsibility of founding the US Military Academy at West Point. In more modern times the Corps “has responded to changing defense requirements and played an integral part in the development of the country. Throughout the 19th century, the Corps built coastal fortifications, surveyed roads and canals, eliminated navigational
Strategic Military Framework The strategic military framework to combat WMD consists of ends (the military strategic goal and associated end state), 4 ways (military strategic objectives), and means (combatant commands, Military Departments, and combat support agencies) applied across the three pillars of the National Strategy to Combat WMD (nonproliferation, counterproliferation, and consequence management). Ends (Military Strategic Goal and Associated End state) Our military strategic goal is to ensure that the United States, its Armed Forces, allies, partners, and interests are neither coerced nor attacked by enemies using WMD. Specific end states delineate standards by which we can measure our effectiveness: 1. U.S. Armed Forces, in concert with other elements of U.S. national power, deter WMD use. 2.