May be required to track employee training requirements for special staff serving directly under the AFC Chief of Staff. Periodically reviews all existing forms to assure only those deemed necessary remain in use. Regularly checks the content of the AFC portal related to documents to ensure it is up to date as well as regularly scours the content of HQDA portals for information of benefit to the command to best serve our staff. Recommends development of new forms or the revision of existing forms.
Periodically inspects office program files to assure file plans and maintenance procedures are adhered to. Notes any deficiencies and implements corrective action. Performs duties as the management control administrator for the Office of the SGS preparing all documentation and performing required checks and evaluations that support the annual assurance statement for the SGS. Supervisory Duties - Providing technical and administrative supervision to 5 or more employees. Plans work to be accomplished by subordinates.
Sets priorities and prepares schedules for completion of work. Assigns work to subordinates based upon priorities, the difficulty of the work, and capabilities. Writes job performance standards for subordinates and discusses performance expectations.
Evaluates performance of subordinates. Provides advice or instructions to subordinates on work-related and administrative matters. Interviews candidates for vacant subordinate positions and makes selections, or reassignment as needed.
Effects minor disciplinary measures and recommends more serious disciplinary actions as required. Identifies and provides for developmental and training needs as needed. Support equal employment opportunity EEO , and affirmative action plan. Develops and establishes an efficient and economical position structure which will best serve mission needs and provide optimum balance between economy, efficiency, skills use, motivation, and employee development.
Expert working knowledge of all HQDA elements and knowledge of the Major Subordinate Commands and their related missions and functions. Knowledge and skills in applying analytical and evaluative techniques to issues concerning the effective and efficient management of sensitive information. Knowledge of the major issues, program goals and objectives, work processes, and administrative operations of HQDA, Force Management and is able to learn swiftly learn those of AFC.
Demonstrated success establishing and maintaining databases and electronic files to capture all critical information pertaining to each task received. Skill to evaluate and recommend ways to improve the effectiveness and efficiency of work operations in the organization. Skill to manage HQDA tasks at a 4-star command level, but also create and manage a program serving as the primary trainer on an ad-hoc basis for AFC staff officers.
Ability to communicate effectively orally and in writing, exercising professionalism, tact and diplomacy at the flag officer, senior executive service level and private sector civilian and military officials within and outside of OSD, HQDA, AFC, AFC subordinate commands, and other agencies or civilian education, academic, or industry partners. Reviews for grammar, spelling, format and content; edits and returns for corrections as necessary all correspondence received for Command Group signature or action.
Extensive knowledge of the administrative policies, organizations, and missions, roles and functions of the Army, Congress and other agencies in order to carry out the assigned administrative and management planning functions to provide authoritative advisory service to senior staff leaders in a timely manner. An in-depth knowledge and understanding of the Army's initiatives to develop administrative guidance and procedures to effectively manage administrative activities and the flow of information.
Ability to plan, organize, and direct work, and to communicate effectively with management to accept and implement recommendations that will change administrative policies and procedures to improve staff operations. Expert knowledge of HQDA and AFC views sufficient to respond to inquiries concerning activities of the organization and the ability to apply management and organizational principles and practices in order to provide direction, guidance, and assistance to staff elements.
Mastery of writing, editing, and research skills in order to develop comprehensive reports and information papers at the executive level for executive level readership; expert skills in proofing documents to ensure correctness of Army staff documents.
Ability to plan around hectic work days and robust travel schedules to accomplish the goals of a 4-star headquarters to include ensuring adequate calendar space is allocated to the appropriate leaders to meet required suspenses. May also receive instruction directly from the Chief of Staff or Office of the Commander and will require close interaction with the Directors of Operations and Systems Integration.
As the SACO, incumbent is a recognized authority who plans and executes delegated duties on own initiative following established policies, program or project objectives, and operating procedures. Conclusions and recommendations are generally accepted without significant change, and incumbent is relied upon to keep SGS and other AFC senior leaders informed regarding administrative or assigned program matters; updates pertaining to sensitive or high visibility TMT tasks or like actions may require updates as frequently as hourly.
Work is evaluated on proven effectiveness and soundness of judgment and decisions as they relate to policy guidance and program goals. Where guidelines for performance are scarce or of limited use, the employee develops guidelines based on requirements of operations of the AFC. The incumbent prepares findings and makes recommendations based upon analysis of work observations, research of precedent studies, and existing guidelines.
The incumbent uses initiative and resourcefulness in researching and implementing new or updated methods and processes for use within the AFC. This work is inherently complex due to actions crossing organizational functions of AFC operations. The work involves managing, analyzing, and identifying senior staff-level actions for proper dissemination to units for the appropriate action.
The work requires detailed planning, coordination, information gathering, and interpretation of administrative policy and guidance; correlation of information to corroborate facts; collaboration with senior leadership and staff action officers and concise explanations. Incumbent understands the impact of non-compliance, always places the reputation of the Army, the command and the commander above all. Incumbent uses extensive experience and expertise with automated information management systems, electronic mail handling systems and file transfer protocol to communicate and access information through local and distant networks from databases and organizations, and to expedite critical information to higher senior leadership.
The SACO must be a problem solver and rely upon solid relationships to accomplish the mission. Accurate and coordinated actions and decision sets directly impact the overall efficiency and effectiveness of the AFC. Availability Pay Exemption - e.
Exercises appropriate management responsibility primary duty over a recognized organizational unit with a continuing function, AND. Customarily and regularly directs 2 or more employees, AND. Has the authority to make or recommend hiring, firing, or other status-change decisions, when such recommendations have particular weight. Computer manufacture or repair is excluded non-exempt work. Primary duty consistent with 5 CFR e.
PD : AG This orientation provides newly assigned personnel a series of informative briefings on topics important to their development as effective staff officers. The senior Army leadership addresses the audience to provide insight and information on the priorities, programs, and issues facing the Army. Representatives from HQDA staff directorates who do not make formal presentations will provide information briefings for posting on the orientation Web site on AKO.
The intent of these briefings is to provide an information resource for new staff officers to facilitate staff coordination. See appendix B for a suggested format. The orientation lasts 1 day formerly 2 days and is offered four times annually.
Orientation dates normally will be announced 60 days in advance by the VDAS. Contractors are eligible to attend, on a space available basis, provided the supported staff agency judges the information provided are necessary for the contractor to effectively perform his or her duties. Phase 3: Force Integration Course. This third and final phase of training provides staff officers a systemic overview of the force integration process titled How the Army Runs.
The course will be offered to senior noncommissioned officers on a space-available basis, with division chief approval. The course takes 5 days and is offered 18 times annually.
The Army Force Management School announces the course schedule 60 days prior to the start of the fiscal year. The user does not have to read a related publication to understand this memorandum. Available at www. Principal HQDA officials will ensure the tasks listed in Phase 1 are taught in their respective programs.
Phase 1: Agency training a. The officials listed above will ensure action officers 1 Develop and maintain a continuity book. Phase 2: OCSA centralized training a. DA Memo e Senior leader intent. HQDA directorates not listed above will provide a presentation for publication on the Orientation AKO Web site, the purpose of which is to enhance new Army action officer ability to coordinate staff actions. At a minimum, the presentations will include: 1 Mission.
Phase 3: Force Integration Course This course covers the following topics: a. Reserve Components, which include the organization and functions of the National Guard Bureau and the United States Army Reserve Command and their integration with the services in peacetime, mobilization and wartime environments. Planning, programming, budgeting, and execution process, which includes the development and structure of the Army program objective memorandum and the formulation, justification, and execution of budget estimates and program execution guidelines.
Force development overview, which includes the development processes, along with the generation of 7. Total Army Analysis, which includes the qualitative and quantitative processes used to develop an executable below the line force structure over the program years, to include presentation of the Force Feasibility Review. Authorization documentation, which includes the process used to develop supportable organization personnel and equipment authorizations.
Structure and Manpower Allocation System, which includes the management of data for current, budget, and program forces. Structure and Composition System, which includes the sustainment of organizations, personnel and materiel resources. Organizational integration, which includes the functional responsibilities and process used to design and develop organizational models and to develop change documents that allow organizational requirements to progress along a modernization path.
Materiel acquisition, which includes the management of the materiel acquisition process from mission need through postproduction. Manpower and personnel integration, which includes the processes used to integrate manpower and personnel considerations into the materiel acquisition process in order to influence system design characteristics.
Equipping the force, which includes materiel distribution planning and execution and support and sustainment of materiel systems. Integrated logistics support, which includes the process used to develop, acquire, test, and deploy materiel system logistic support into the materiel acquisition process to influence system design characteristics.
Functional area assessment, which includes the process used to identify and resolve force management organizational issues across branch or special interest functional areas. Army modernization training, which includes the development and execution of training strategies to support improvements in individual and collective training caused by the processes of force management. Stationing the force, which includes the planning, funding, construction, management, and disposal of real property.
Force readiness, which includes the management and reporting of unit status and organization readiness that will make distinct the difference between status and capability.
Military and civilian manpower, which includes the application of all sources of manpower to accomplish Army functions and missions and the utility of some manpower categories to offset military force structure requirements.
The Army Authorization Documents SystemRedesigned, which covers the system the Army uses to develop and document personnel and equipment authorizations. Organizational assessments, which include the process and methodology used to assess the impacts of activations, conversions, reorganizations, and materiel system fieldings on organizations by considering the functional systems that structure, man, equip, train, sustain, deploy, station, fund, and measure the readiness of organizations.
This KCC contains helpful resources for staff officers. Presentations a. There will be no handouts at the orientation. To locate the presentations follow these instructions: 1 Go to AKO at www.
The orientation presentations are placed in a folder approximately 1 week prior to the orientation. Subscription To subscribe to the KCC, check the box to the left of the folder and then click the Subscribe button on the toolbar at the top of the page. All persons are automatically subscribed with no administrator approval necessary.
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