|
Advanced Maintenance and Munitions Officers
School (AMMOS)
U.S. Air Force (USAF)
ICF International worked with the USAF Air Combat
Command Maintenance Training Branch (ACC/A4QT)
to develop an integrated USAF CORONA-directed
training initiative for logistics officers
to provide a high-level understanding of
all facets of logistics operations on a
par with the Air Force Weapons School.
Our work included developing the benchmark
Concept of Training, P-Plan Implementation,
curriculum development and validation,
facility design and equipage, and systems
management and classroom instruction by
four on-site contract instructors. ICF
consulting helped the Air Force develop
instructor cadre and candidate selection
processes, and instructor qualification
requirements. Our on-site staff developed
curriculum and systems requirements, and
monitored Site Activation Task Force (SATAF)
actions. We continue to provide the latest
expeditionary logistics and Agile Combat Support
(ACS) initiatives to ensure the AMMOS stays
synchronized with the Expeditionary Air Force
(EAF) vision by monitoring similar efforts,
and provide recommendations for incorporation
in the AMMOS curriculum. ICF provides
direct support of computer systems and software,
and mentoring and guidance to AMMOS candidates
during execution of the curriculum.
Advanced Logistics Readiness Officer's Course
(ALROC)
Air Mobility Warfare Center, U.S. Air Force
ICF International established a comprehensive
curriculum for the Advanced Logistics Readiness
Officer's Course (ALROC) at the Air
Mobility Warfare Center, Fort Dix, New Jersey,
in response to an Air Staff initiative. This
USAF-level course provides an intensive,
16-week educational experience for mid-grade
Captains in the logistics readiness officer
(LRO) career field, focused on the LRO role
in supporting combat operations. The entire
spectrum of combat support is explored, including
the six master processes of Agile Combat Support
at both the tactical and operational levels
of war.
As an integral element of this curriculum,
ICF International supports the configuration
management of several key functional software
systems. Most notably, the Logistics Capability
Assessment Tools (LOGCAT) are set up and operated
on a stand-alone local area network (LAN),
providing students with hands-on experience
in the use of the Standard Tool for Employment
Planning (STEP) and the Beddown Capability
Assessment Tool (BCAT). The configuration and
implementation of this application involves
the setup of a network file server and nine
client machines to provide an interactive learning
environment for students.
Expeditionary Combat Support (ECS) Executive
Warrior Course (E2WC)
U.S. Air Force
ICF International's Expeditionary Executive
Warrior Course (E2WC) program provides 0-6
and selected 0-5 officers the opportunity to
broaden their understanding of responsibilities
at the operational level of warfare supporting
the Commander of Air Force Forces (COMAFFOR).
E2WC provides a union of relevant professional
reading, experienced mentor facilitation, straightforward classroom instruction,
and a reference guidebook designed to assist senior field-grade officers in accomplishing
expeditionary activities. ICF International has adapted Air Force senior leader
seminar experiences to better prepare combat support colonels and brigadier generals
for the expeditionary environment.
Development and Delivery
of Courses on Individual Development Plans
(IDP), Supervisory Skills, and
Advanced Leadership Skills
Program Analysis and Evaluation (PA&E),
U.S.
Department of Defense
ICF International is assisting Program Analysis
and Evaluation (PA&E)
with the design, development, and delivery
of courses on Staff IDP Training, Supervisory
IDP Training, Introduction to Supervisory Skills,
and Advanced Leadership Skills and Styles.
This unique organization comprises a highly
educated workforce of high-ranking military
and civilian professionals whose collective
expertise directly informs the decisions of
the Secretary of Defense. In an effort to prepare
PA&E for external
factors, such as the next generation of warfare,
and internal factors, such as the impending
transition to the National Security Personnel
System and pay-for-performance, the organization
is investing in employee development, with
an emphasis on leadership skills.
In support
of this effort, ICF International has conducted
a needs assessment in the form of focus groups
and interviews at the highest levels of the
organization. Based on the findings, ICF International
is developing and delivering courses to equip
PA&E’s
workforce with the skills necessary to succeed
in the U.S. Department of Defense’s
rapidly changing environment. Participants
will gain supervisory and leadership skills,
as well as the skills necessary to develop
effective IDPs and align employee development
activities with the organization’s
mission and goals.
Defense
Finance and Accounting Services (DFAS)
Leadership
Development Program
U.S. Department of Defense
DFAS, which provides finance and accounting
services to the U.S. Department of Defense,
looked to ICF International to develop, deliver,
and evaluate high quality leadership development
training targeted to more than 1,600 identified
supervisors, managers, and executives. For
the program's pilot courses, ICF International
carefully assessed DFAS operations and requirements;
used instructional systems design (ISD) principles
to develop course objectives, lesson plans,
and course materials; and developed and administered
student assessments and course evaluation instruments.
Now that the first phase of DFAS course development
is complete, ICF International is delivering those
courses around the country while continuing
to develop Phases II-IV courses.
Navy Systems Thinking
U.S. Navy
The Department of the Navy needed a visionary
workforce development program that would enable
Navy personnel, in particular those in leadership
positions, to learn new ways of thinking about
problems and to find ways of creating and nurturing
innovation in the Navy's many large and complex
organizations. The Navy turned to ICF International
to assist them in the creation of a community
of practice, first around systems thinking,
and ultimately embracing the full range of
organizational learning concepts. ICF International
designed, developed, and delivered leadership
training through a blended learning approach,
consisting of instructor-led workshops, CD-ROM
training, and an interactive, instructional
Web site.
Communications Plans
U.S. Army Soldier, Biological
and Chemical Command, Natick, MA
ICF International provided the U.S. Army with
a full range of community relations and regulatory
agency negotiation support, including
plans, community outreach, newsletters, public
meetings and presentations, mailings, and assistance
with media coverage. In communicating with
the public, we have used simple, summary graphics
to show essential points of investigation,
risk assessment, and engineering results. We
helped ensure that all the stakeholders were
heard and all parties understood the trade-offs
and priorities that drive a site cleanup.
Change Management Training for the Transition
to the National Security Personnel System (NSPS)
U.S. Department of Defense, Washington Headquarters
Services (WHS)
In light of the National Security Personnel
System (NSPS) transition, the Washington
Headquarters Services contracted with ICF International to conduct change
management training for its staff. ICF International is conducting multiple half-day
training sessions for managers and supervisors,
as well as WHS employees, to provide them with
the essential skills needed during times of
significant change. This training will focus
on providing an overview about the components
of the new personnel system and its potential
benefits, the characteristics of the transition,
and how to effectively manage during times
of change. Specifically, these training sessions
are intended to help WHS management:
1. Understand the primary elements of NSPS
as the context for the transitions that they
and their employees will be experiencing in
the workplace, HR systems, management-employee
relationships, expectations, and compensation
2. Be able to
connect the transition to NSPS with other
transitions experienced in the past by them
and their employees
3. Understand reactions to the change
and transition and how the reactions may
factor into the rate of accepting the shift
to NSPS and the rate of acceptance on the part
of their employees
4. Appreciate the manager/supervisor role
in assisting their employees in working through
the change issues related to the transition
to NSPS.
|
