Proposal For Changes to the Sustainment Pre-Command Course (SPCC)

in your ability to acquire knowledge and skills. You have the selfconfidence to set goals and the ability to achieve them, enabling you to

4.12.1. Project objective: To Expedite Change for Aegis Training Courses to ensure students are equipped with the most up to date information to carry out their duties at Sea;

Army Reserve Magazine, 49(3), 4-5. Retrieved November 27, 2011, from Career and Technical Education. (Document ID: 574627241).

Moving forward, our Army's primary purpose is steadfast and resolute: to fight and win our Nation's wars. But we all know that the Army must be able to do much more than that. Today, we require an Army that is adaptive and innovative, flexible and agile, integrated and synchronized, lethal and discriminate. Even more critical in today's complex and uncertain environment, the Army is the decisive arm of the Joint Force in a broad range of missions. Historically the Army has been focused on a specific set of needs, but these needs and the means in which they are resourced have changed. So we must fundamentally change how we do business. As we keep adding rocks to our Soldiers' rucksacks, all leaders must remain cognizant over time. Everyone's load can get too heavy and cause permanent wear and tear. So it is a good idea to

L201 sets the scene for the L200 block of instruction. Throughout L200, you will integrate your organizational-level leadership perspective from a commander’s point of view. The Army confidently declares “commanders are responsible for all their unit does or fails to do.” What does this really mean and what are the implications? You will examine three areas of command in this lesson: 1) develop an understanding of the mental shift required of a leader that is assuming command of an organization; 2) review the commander’s assessment methodology and if that methodology changes when a leader becomes a commander; and 3) examine how the philosophy of mission command supports the central role of the commander and assists them in taking command.

Force management, or what is really otherwise known as planned comprehensive change, is in reality a complex and interwoven process. Though it was designed within the confines of a systemic approach referred to as the DOTMLPF (Doctrine, Organization, Training, Materiel, Leadership & Education, Personnel and Facilities), in reality it is meant to enable both dutiful and well-thought out change as well as faster, more urgent adjustments in accordance with the evolving nature of war and information gathering tactics. The Army, as one branch involved in this initiative, focuses most of its attention in this regard on the organizational sector because of the way it facilitates an adequate and democratic step-by-step system of review (Student Reader, F102:2). But the fact is that even this initiative remains multi-faceted and appears to be rather bureaucratic in nature (it has five phases, which seems antithetical to an urgent change process), which might not be surprising since implementing the type of changes that are demanded can have major implications of all sorts. Still, it does appear that this concentration is being well received and that it will eventually serve its goal even if it does not appear that way when detailed on a point by point basis.

The 201st Regiment (MF) Regional Training Institute (RTI) Staff and Faculty understand that coordination with the facility manager does not constitute a final approval. Coordination assures the RTI Commander that the facility manager can support this request. Further, staff and faculty will not start conducting any use of this facility until the organization receives approval from the G-3 Deputy Commander and Troop Command Commander.

Promote Instructor Full Certification as well as Individual Soldier Readiness (ISR). Provide ready Instructors to include a Faculty development that can transition through the platform in need of additional resources while supporting The Adjutant General in to support state and federal requirements. Quality Assurance is our way to measure Success, All members of this organization are to master Quality Assurance techniques to ensure proper Assessment of our endeavors through the Army Enterprise Accreditation Standards, Program of Instruction, and CMP guidance. Evaluate and asses instructor, equipment capabilities and resources to maintain a continuous OPTEMPO that can enable our mission Success as an Institution of Excellence in every course

Purpose: To manage the Foundation Instructor Facilitator Course (FIFC) Program for the 201st Regiment RTI and to ensure that the TRADOC/TASS and proponent standards/requirements to conduct this course are complied with at all times.

The current solution is to increase commissioning thought USAF OTS. In 2016, OTS is expected to admit 1,100 cadets into the USAF officer commissioning program.3 In comparison, OTS only accepted 550 cadets in 2015.4 This solution allows the USAF to keep the current command structure and invest little money and time in reorganizing new WO command structure. Also, field grade officers can fill other staff jobs, while WOs cannot. The USAF would save some money not changing the current manning structure. Also commissioned officers have more leadership training than a typical WO. Despite that, the USAF would save more accepting

As the J-1 NCOIC at the United States Pacific Command (USPACOM), I would like to share my leadership philosophy with the Administration Section. The purpose of this philosophy is to align our efforts with the commander’s strategic goals, as our Section is instrumental for the command mission success. In order for us to effectively support the commander, we need to work as a team. Every soldier must understand how the Section and the request of the headquarters contribute to the command’s overall mission success.

The aim of this study is to evaluate the effectiveness of the MTCP (Mission Command Training Program). Unlike the traditional training program that focuses on training units on the ground, the MTCP uses the stimulation program to carry out the training operations. The decision criteria for the research focuses on the benefits to be derived from the MTCP implementation and analysis of the literatures reveals that the Department of Army derives more benefits that the costs incurred in the operation because the MTCP has been able to decline the annual costs incurred in the operations.

As the junior class being welcomed with open arms into the 131A cohort, it shows the professionalism that we share as a group. The Army Staff senior warrant officer (ARSTAF SWO) visiting Fort Sill showed that we are important to the cohort that will set the attitude for our future endeavors. Having the opportunity to be mentored by the advance course is a great benefit to

It is imperative as a Master Chief Petty Officer that I continue to bring new philosophies and deliberate outside the box. Observing at opportunities to assist beyond my rating is something I foresee in my future. Attending the Senior Enlisted Leadership Course (SELC), was the first step in preparing myself for a prestigious position at the E9 level outside of my rate. Becoming acquainted with strategic thinking strategies will help me convey better ideas and appreciate where we are going as an organization more

Staff Sergeant Richard M. Green distinguished himself through meritorious achievement as the Student Management Chief for Training Company, making him a mission-critical asset to Marine Corps Security Force Regiment from 1 June 2017 to 25 October 2017. As such, Staff Sergeant Richard M. Green is recommended the Marine for a Navy and Marine Corps Achievement Medal for his exemplary performance of duties. Staff Sergeant Green’s energetic attentiveness, initiative, and vigor resulted in the reprogramming and administration of testing protocol and computation of Grade point averages for the Training Company’s schools.