FORSCOM REGULATION 350 1 PDF

Additionally, the and devices, and management of Training Support appendixes provide guidance, procedures, and Centers TSC. Specifically, facilities to support the total training effort. References Program. Required and related publications are listed in h Supervises and manages the operation of the Appendix A. Provide trained and ready forces to on the Army Training Requirements and Resources combatant commanders.

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Is expected to perform objectives and tasks within the framework of Department of Defense DoD directives and Army regulatory criteria, and to use sound judgment in addressing issues and solving problems. Performance is evaluated through a review of the overall effectiveness of Training and Readiness policies, programs, and strategies created and institutionalized, and the degree to which consensus is obtained and results achieved in building Readiness of Army units to accomplish their wartime missions.

A broad mastery of training, proactive management, and talent for human relations are imperative skills for the incumbent to succeed as the principle architect for executing training and readiness integration functions ascribed to Forces Command in AR , Major Army Commands in the Continental United States. Prepares and conducts studies and briefings to senior Army and civilian leaders.

Assigns taskings, supervises manpower and classification matters, conducts needs analysis for schooling, and measures team and branch performances to established major army command goals. Applies effective management principles, distributes work, commends improvements and promotes value added initiatives.

Prepares and conducts briefings to senior Army leaders and DoD military and civilian authorities on the state of Training and Readiness, and related subjects, as needed.

Policy conclusion often provides resolution to matters which are controversial, complicated, or set precedent; involve coordinating or negotiating matters of considerable consequence; or affect prominent and fundamental issues in subject-matter field, particularly in the area of AA to RC issues and support.

Develops training strategies in support of the Sustainable Readiness Model that achieves the highest levels of training readiness. Policy encompasses operational definitions and resourcing language in appropriate overarching regulations and Program Objective Memorandum POM and Command Operating Budget COB to assure a fully accountable and integrated resourcing, needed to form, from the Operational Portfolio, Institutional Portfolio, Training Support System Portfolio, Mission Portfolio, and from three components, one plan for one Army.

As an Army authority on training the force into the 21st Century, develops programs and plans, based on a solid experiential base of training, creativity and innovation, to train and achieve the highest levels of readiness in single component or integrated multi-component units. The incumbent evaluates extant programs and results and uses congressional reports, combat training center and mission command training program and like reviews, contractor studies, and other findings to craft and revise programs.

Authors plans including prioritizing, stationing, type training and frequency to meet the intent of such guidance, regulations, tests, initiatives and programs. Monitors the execution of that training through various Army systems, direct coordination with other staff, commands and down trace units. Studies the myriad sources, range and magnitude of proffered new and innovative ways to train and integrate units, and objectively assesses proposals to better train our collective ground force.

Contributes meaningfully to Army contracted studies, such as those performed by RAND and DARPA, supplying relevant training background and systemic information when available, coordinating and assisting them during their visits, and rendering after assessments of their products, results and recommendations.

Has knowledge of AA to RC support programs and historical mobilization issues and timelines. Uses valuable lessons learned, facts, observations and insights to perfect the most worthy, well-coordinated, and timely policy, guidance, regulations, programs, processes and directives for AA and RC units to train to Decisive Action readiness and mission proficiency. Provides guidance and ensures a thorough-going examination, cost-effectiveness analysis, and review of different ways to integrate and train in each instance; with the foremost aim of enhancing training readiness.

Performs other duties as assigned. Factor 1: Knowledge Required by the Position Level Points Extensive knowledge in training a very large and complex organization, and the ability to author and conduct sophisticated studies which are widely and professionally accepted for thoroughness of research, objectivity, and defensible conclusions.

Formidable skills in managing diverse training areas, display an understanding of the organizational structure, and be an acknowledged authority on all areas of training, including doctrinal standards, regulatory requirements and the full range of simulations and capabilities. Well versed in training regulations and doctrine, the various and interconnectivity of army component commands, and the composition and execution of organizational performance objectives, measures and assessments.

Verbal and written communications sufficient to respond accurately, credibly, and as fully as possible to pertinent questions and in such a manner as to ensure confidence with senior level leaders and managers. Intelligent and regarded as especially proficient in training plans at all levels.

Managing people, have completed challenging operational studies and demanding operational tasks, demonstrated a talent for negotiating with senior officials, sufficient to have received laudatory results on process action teams and special projects, complex and sophisticated studies governing national defense type operations or training or equivalent, skill in writing Defense, Departmental or Major Army Command policy or equivalent; and have formulated approved plans and programs having broad military value or tri-component import and impact.

The individual must authoritatively present training subjects and briefings to senior officials at Department of the Army level, the National Guard Bureau, and Office of the Chief, Army Reserve. The individual has full responsibility and authority to plan, schedule and carry out major initiatives concerning the analysis and evaluation of programs for training effectiveness.

The individual incurs only the broadest administrative and operational direction regarding overall training integration policies, plans, programs and strategy priorities and goals. Findings and recommendations are normally accepted without significant change. Factor 3: Guidelines Level Points Guidance consists, exclusively, of general and valued outcomes in connection with training and readiness , occasionally attenuated by external or political pressure and accompanying immediacy in solving issues or problems.

The individual is completely responsible and accountable for all training policy, programs and strategies. The individual is considered an expert on the compliance, interpretation and implementation of laws pertaining to all aspects of the Army training integration NDAA and related subject-matter.

Factor 4: Complexity Level Points Policy complexity ranges vertically from soldier training to the Army theatre, corps and divisional levels, to and across horizontally tiered force deployment units of all sizes, branches and types. Complexity extends to joint and combined training, the complex operational environment, to the interrelationship of warfighting, combat training centers and regional capability training sites; to the interplay of a wide array of simulation systems; to the various major and lesser commands that develop policy and doctrine; to those activities which evaluate, assist and support mission training, effectiveness and readiness.

Complexity encompasses a working knowledge and utilitarian ability to apply multiple dimensional aspects, separately critical and intertwined, including components, commands, missions, systems, methodologies and varied resources. The ability to manage manpower, budgetary and equipment resources is central to job effectiveness, and, because of the several sources for each, an altogether challenging duty. The incumbent needs to understand funding, equipment issues - equipment fill OH , equipment readiness ER , force modernization and equipment fielding, to equipment compatibility, a major concern and an annual Congressional statutory reporting requirement.

Factor 5: Scope and Effect Level Points Supervises the development and publication of training policy, Command Training Guidance, Supplementals to the Training Guidance as necessitated by budget constraints or other significant factors, regulations and programs governing the largest ground force in the Army.

The analysis and recommendations from the branch effects the priority for training, what is trained, the duration of the training, the iterations and repetitions of the training, the training support systems required, and the funding to conduct the training.

Personal contact also takes place with key senior Congressional staffers and Presidential advisors, to include discussions and actions on proposed Mark-ups to House bills, preparation of testimony for the Commanding General to present to Congress, and development of Inserts for the Record. The purpose of contacts is to inform and elicit support from external and internal major coordinating officials on program improvements, and, when recommendations lead to substantial expenditures or change the nature of business, to obtain the approval of decision-makers.

Factor 8: Physical Demands Level 5 Points The work consistently entails long hours of high pressure, intricate, time sensitive and demand-oriented assignments. While the individual will perform more than half of all work seated at a desk, there are many intense work sessions, some egocentric issue discussions and high level conferences. There is little time for distraction, exercise or respite, and planning objectives and schedules are often superseded, sometimes with little or no advanced notice.

Factor 9: Work Environment Level 5 Points Work is performed in an adequately lit and climate controlled building. Environmental conditions are conducive to reducing some, but not all, of the extant job pressure. The work substantially impacts the provision of a wide variety of complex technical, administrative and professional mission essential functions of military installations throughout the Command. Determines short, mid, and long-range plans and schedules to implement the division, MACOM and higher headquarters goals, objectives, and deadlines.

Explains objectives, theories, methods, techniques, and goals to be attained. Provides staff with leadership and guidance on policy and objectives. Reviews work in progress and upon completion. Coordinates with representatives of other agencies concerning matters of work accomplishment, priorities, methods, and procedures.

Provides policy guidance and interpretation of program objectives. Analyzes program requirements and directs the development of plans for personnel staffing, budgeting, and administration. Exercises the full range of management and supervisory duties and responsibilities in supervising branch employees which includes the responsibility for making their annual performance rating. Incumbent will also be responsible for making selections, removals, suspensions, reassignments, and promotions.

Periodically reviews position structure of the organization to assure positions are established to provide optimum balance between economy, efficiency, and skills utilization. Develops performance standards, prepares performance appraisals, approves or disapproves leave, receives and attempts to resolve complaints, referring group grievances and more serious complaints not resolved to higher level.

Demonstrates cost reduction and incentive awards. Ensures adequate internal control systems are operative so government resources are efficiently and effectively manager. Subfactor 4B, Purpose of Contacts, FL 4B-3, points Contacts are to ensure that information provided to outside parties is accurate and consistent; commit resources to resolve servicing or program issues or problems; plan, coordinate, and integrate work directed with that of others outside the subordinate organizations; and assure implementation of DA, and DOD directives in relation to program matters.

Assesses potential controversial issues having internal and external impact upon the program strategies and implementation. Executive Exemption: a. Exercises appropriate management responsibility primary duty over a recognized organizational unit with a continuing function, AND b. Customarily and regularly directs 2 or more employees, AND c. Has the authority to make or recommend hiring, firing, or other status-change decisions, when such recommendations have particular weight.

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Aviation battalion staffs are often specialized — attack, lift, or cavalry. This is accomplished by the aviation task force owning the ground, having priority of fires, and quickly massing upon located enemy. Army training. What is the interview process like?

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This will normally be broken down into three distinctively different fights: Be the first to see new Forscom jobs. Army training. Adicio — 9 days ago — save job — more A hovering helicopter is very susceptible to being destroyed on the modern battlefield. Maintain verification systems to forscm deficiencies and shortcomings by examining unit maintenance and supply activities and processes to ensure compliance How often do raises occur at PD Systems Inc? Aviation staffs, by design, are much smaller than that of an infantry battalion; therefore, firscom is essential that when the aviation task force is given additional assets, the staff be augmented with personnel with expertise in all the areas represented.

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