career program 18 workshop - assistant secretary of the army · 2020-02-03 · 2 times across the...

DASA(ESOH)

Environment, Safety and Occupational Health

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Career Program 18 Workshop

August 22, 2000

Mr. Ray FatzDeputy Assistant Secretary of the Army forEnvironment, Safety & Occupational Health

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Strategic Responsiveness Goals

Joint Area Of Operations

Joint Area Of Operations

Ports of Debarkation

96Hours

120Hours

Ports of Embarkation

30Days

1 Division

1 Brigade

5 Divisions

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Spectrum of Military Operations

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Civilian Support to Contingency Operations

DESERT SHIELD/STORMHAITIBOSNIA

2000-250065-90165-530

Operations Prior to FY96

Contract/Procurement SpecialistComputer Systems AnalystsReal Estate SpecialistsLinguists/InterpretersRecreation Specialists

Public AffairsSafety OfficerEngineersPostalIntelligence

Logistics Assistance SpecialistsWeapons Systems/AmmunitionPort OperationsTransportationMaintenance

Types of Skills

FY 96 gt 200 DA Civilians DeployedFY 97 gt 200 DA Civilians DeployedFY 98 gt 200 DA Civilians Deployed plus 16 per week during Southern WatchFY 99 gt 300 DA Civilians Deployed

Recent Deployments

gt (greater than)

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Army Civilians

Army Employs Civilians because they:

? Permit military to perform military duties

? Are more economical

? Possess unavailable skills

? Assure continuity of operations

? Integral part of the Army Team

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Army Demographics

Army CivilianAverage Age: 46.6 yrsAverage Length of Service: 17.2 yrs

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Changes in Retirement Eligibility DistributionsPopulation: Career Program, Military Function, Full-Time Permanents

63

27

10

46

34

20

3733

30

21

30

49

12

26

62

0

10

20

30

40

50

60

70

1998 2001 2003 2007 2010

Not EligibleEarly RetirementsRetirement Eligible

Fiscal Years

Perc

ent

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8000

492500510

575610

710732769.7

540

480480480480480480479.4488

255.2266.5279.5294.2333.6

365.5380.4

402.9

243.2210.7211.7214.8217.9224.9232.6 209.7 209.2

200

250

300

350

400

450

500

550

600

650

700

750

800

FY89 FY90 FY91 FY92 FY93 FY94 FY95 FY96 FY97 FY98 FY99 FY00 FY01 FY02 FY03 FY04 FY05

DrawdownActual Strength

Projected Strength

Civilian*

Military

44% Reduction 48% Reduction

38% Reduction

3892405243574739

5273584959526434

7000

230623192345253725622597

35083738

1000

2000

3000

4000

5000

6000

7000

FY89 FY90 FY91 FY92 FY93 FY94 FY95 FY96 FY97 FY98 FY99 FY00 FY01 FY02 FY03 FY04 FY05

Civilian Personnelists(Includes Civil Works COE)

* Military Function Only Projected numbers from 00-05 POM

Updated Feb 00

59% Reduction

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Answers Impact onPersonnel Plans

and Strategies

?More effectivedownsizing tools

? Development oftraining programs

and strategies? Establishment of

new series and skill requirements? Recruiting strategies? Pay retention incentives

FunctionalDecisionAreas

? Contract out? Consolidate? Cross train?Hire? Replace? Create new series/

career fields

Key Questions

What missions will civilians perform?What are the critical occupations?What are the strength targets?What is the impact of changing mission?

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Future Workforce Challenges

? Forecasting

? Hiring & advancement

? Competitive salaries & benefits

? Civil Service image

? Leadership, technology, new skills

? Building & managing diversity

? Downsizing/Outsourcing

? Retention

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Civilian Workforce Turbulence and Uncertainty

How can we reduce uncertainty, reestablish stability, and increase workforce confidence?

? Drivers:? Programmed Downsizing? A-76/DRID 20/FAIR Act (Outsourcing and Privatization) ? BRAC

? Repercussions:? Workforce uncertainty? Lack of confidence in future of Government employment? Recruitment difficulties

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The Three Critical Components of Career Program

? Quality Intake

? Career Development

? Allow for Referrals

Career Program Functions

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ENVIRONMENTAL VISION

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The Army will develop and implement cost-effective measures to protect and sustain the environment in support of military operations, installation management, and materiel development.

ENVIRONMENTAL MISSION

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THE ARMY REAL ESTATE PORTFOLIO

ACREAGE: More than the combined acreage of the states of New Jersey, Rhode Island, Delaware, and Connecticut

BUILDINGS:

SQUARE FEET: Equal to 166 Pentagons

HISTORIC PROPERTIES:

CULTURAL PROPERTIES:

PLANT REPLACEMENT VALUE:14 times annual federal construction costs for buildings, facilities, streets, and highways

MAINTENANCE COSTS: Equals thecombined annual expenditures of Vermont,South Dakota, North Dakota and New Hampshire. Exceeds the total annual expenditures of 22 states

INSTALLATIONS: Six times as manyinstallations as the Air Force, Navy and Marines

ROADS: More than the combined totals of paved roads for the states of Delaware, Connecticut, and Rhode Island

ELECTRIC LINES: More than 12 times across the United States

RAILROADS: Army rails stretch nearly coast to coast

WATER LINES: More than 4 times across the United States

SEWAGE LINES: More than 2 times across the United States

POLLUTION CONTROL PERMITS:Army permits equal 47% of all DODpermits.

ENDANGERED SPECIES: Distinctendangered species exist on or contiguous to 122 Army installation.

14.4 Million Acres

165,289 Buildings

1.1 Billion SF

12,000 Buildings

35,000 Sites

$219 Billion

$2.1 Billion

4,162 Installations

28,743 Miles

23,754 Miles

2,910 Miles

12,955 Miles

7,930 Miles

1509

214

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Significant Environmental Issues

? Environmental issues continue to grow - local, regional, national, and global

? Developing environmental issues are impacting all Army operations - acquisition, training, and Installation operations

? The Army is in Transformation

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NAWCA

FFCA

NAGPRA

CAAA

PPAHMTUSA WRDA

NEEA

NHPA

APAOPAWRDA

FEMIA ODBA; SPA

FEAPRA AIA

WSRA NWPA

TSCA

FHSA

UMTRAAAFIFRA

EPCRA

LCCAMWTA

FLPMAFCRPARGIAQR WQA

CERCLAHSWAA

SARA

UMTRCACWA

UORA NWPAARPA

AIRFASMCRA

FLPMAHMTA

ESA

RCRATSCA

SDWACZMA

OSHA

MPRSAFIFRA

NCAMMPAFWPCA

PWSAWSRA

NEPA

CAANHPALWCFA

FWPRA

NWRSAA

CAACAA

SWDAFHSA

WPFPAFIFRA

FDCAFWCAMBTA0

4

8

12

16

20

24

28

32

36

40

44

48

52

56

60

64

68

CU

MU

LA

TIV

E N

UM

BE

R O

FLA

WS A

ND

AM

EN

DM

EN

TS

1900

1910

1920

1930

1940

1950

1960

1970

1980

2000

1990

Environmental Legislation

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? Environmental issues can impact readiness

? Environmental funding is under great scrutiny

? Environmental program can’t be stove-piped

? Environmental laws probably won’t be relaxed

? Involved commanders have the most successful programs

? The Army has a greatenvironmental story,but hasn’t told it well

Current Situation

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• Reduce or eliminate pollution at the source.• Conserve and protect natural and cultural resources.• Integrate environmental consideration into all activities• Conduct installation environmentally acceptable operations • Enhance soldiers’ and civilians’ quality of life.• Comply with all applicable environmental laws.• Continue to restore previously contaminated sites.• Allocate resources and training to protect our environment. • Develop, Field and exploit Environmental Quality Technologies

to achieve all of the the above.

ARMY ENVIRONMENTAL

STRATEGY

The SA & CSA TransformationCampaign Plan will require a revised

Army Environmental Strategy

Underlying Principles

ARMYARMYMISSIONMISSION

Resto

ration

Pollution

Prevention

Conse

rvation

Environmental Quality Technology

L E A D E R S H I P

Comp

liance

Environmental Stewardship

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Senior Environmental Leadership Conference

? Army Environmental Campaign Plan

? Environmental Campaign Plan Operational Directive

? Transformation Environmental Management Group

? One Panel focused on training

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Army Environmental Campaign Plan

? The Army Environmental Campaign Plan integrates environmental stewardship with the Army’s Transformation Strategy.

? This plan also builds on the U.S. Army Environmental Strategy into the 21st Century, published in 1992, by responding to new challenges inherent in the Army’s transformation.

? Four focus areas are identified to add greater, three-dimensional depth to the “four pillars” of Compliance, Restoration, Prevention, and Conservation, identified in the environmental strategy. These focus areas are:? Requirements, Acquisition, and Logistics? Training and Doctrine? Installation Management, and? Operations

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Transformation Environmental Management Group

? Transformation Environmental Management Group established to provide oversight, it consists of:? Council of Colonels, ? Environmental Operations and Management Working Group, ? Executive Steering Committee, and? Board of Directors.

? The Group’s mission is to ensure the consistency of implementing efforts with the Army Transformation Strategy, adequacy of resources to support actions identified in the Operational Directive, and a capability for continuous improvement and innovation. Representatives from theMACOMs participate in all the groups and committees constituted under the TEMG.

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Operational Directive?Required implementing actions are identified in the plan’s Operational Directive,

?Delineates the issues by:? providing supporting discussion,? recommending actions required, and

? identifying responsible organizations to support initial operations.

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SELC Training Issues

? ISSUE #1: - There is no single Army proponent for the environment as defined in AR 5-22.

? ISSUE #2: There is no centralized management/control of funding for environmental training.

? ISSUE #3: Lack of Integration of Environmental Considerations into Army Doctrine.

? ISSUE #4: Leader Development Course Programs of Instruction Lack Environmental Training.

? ISSUE #5: There is no specific training program for environmental professionals

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ISSUE #5: There is no specific training program for environmental professionals

DISCUSSION: There are approximately 4500 environmental professionals employed by the Army. There is no specific career ladder for environmental professionals. Most environmental professionals are in Career Program (CP) 16, Engineer and Scientist (Non-Construction), or CP 18, Engineer and Scientist (Resources and Construction). CP Managers have not publicized their environmental career opportunities and thus environmental professionals feel they have a lack of visibility and want a separate career program. That notwithstanding, both CP managers for 16 and 18 believe that creating a separate career program for environmental professionals would actually be counterproductive, because it would limit the opportunities for environmental professionals to expand into a broader career program, e.g., CP 16 or CP 18. In addition, by establishing a separate career field, there would very likely be less training funds available to a new CP manager. CP Managers believe adequate progression by environmental professionals can be achieved within existing CPs by better attention to the career development for the environmentalprofessionals, to include developing a track system within the CP. Moreover, monitorship of environmental training by the proponent(USAES) of CP16 and CP18 personnel will provide a means of assessing the career progression opportunities of environmental specialists.

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ISSUE #5: There is no specific training program for environmental professionals

ACTION:

? Develop an action plan that describes how the CP 16 and CP 18 managers intend to establish an improved career development program for their environmental specialists that would include requisite training. (USAMC and USACE)

? Develop a technical track and its associated training needs common to CP 16 and CP 18, for progression within both career programs. (USAMC and USACE)

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Workshop Objectives

? Identify Issues and Problems Impacting an Environmental Career Track

? Establish Priorities

? Propose Solutions for High Priorities

? Develop Draft Action Plan To Improve CP-18

DASA(ESOH)


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“The Grass is Always Greener... on the Right Track”

Ray FatzDeputy Assistant Secretary of the Army forEnvironment, Safety & Occupational Health

“The Grass is Always Greener... on the Right Track”

Ray FatzDeputy Assistant Secretary of the Army forEnvironment, Safety & Occupational Health

career program 18 workshop - assistant secretary of the army · 2020-02-03 · 2 times across the...

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