homework
need help with homework
Term Reflective Essay Instructions/Writing Requirements
Purpose
: Demonstrate an understanding of the Department of Force Management (DFM).
List your ELO’s here.
Assignment Instructions
:
Write a 4 – 5-page substantive essay. Refer to Purdue Owl APA Style, 6th Edition format (not including the title page and reference page). Please make sure to:
1. Demonstrate an understanding of what was learned during this term (DFM) based upon the ELOs above.
2. Think about the major takeaways from the ELO’s and the applicability of the course as a future graduate.
Important Note 1
: Please see attachment sample_a, which is an example of the Purdue Owl APA Style, 6th Edition essay format.
Important Note 2
: Need a strong thesis statement in the last line of the opening paragraph and the first line in the conclusion paragraph (see attachment sample_a). Also, each ELO listed above will be a level one heading.
Important Note 3
: Please make sure to have transitional sentences (see attachment sample_a).
Important Note 4
: Please use attached rubrics.
Important Note 5
: Please use attachment t2_rm, which are sources/references for this assignment. These sources/references were also used during this course.
ESSAYTITLE 2
Running head: ESSAY TITLE 1
Full Essay Title
Student Name
School
Class
Instructor
Date
Full Essay/Paper Title
This begins the introduction section of the essay. Indent the first line 0.5” and limit the introduction to 1-2 paragraphs. Double space throughout the document and place two spaces after sentences in the body of the paper. The last sentence of the introduction will be your thesis statement. This is your opinion or position on the topic of your essay (THESIS).
First Main Point
(USE THE TITLE OF YOUR POINT)
DO NOT USE the exact words “First Main Point” as Level I heading. Your main point or idea for the first section serves as the Level I heading. Use discussion and substantive evidence from the research for your first key point that supports your thesis. This section should contain multiple paragraphs and will likely be approximately 30% of the assigned length of the essay (@ 1.5 – 2 pages for a 5 – 8-page essay). End by using a transition sentence to introduce your second main point.
Second Main Point
(USE THE TITLE OF YOUR POINT)
DO NOT USE the exact words “Second Main Point” as Level I heading. Your main point or idea for the second section serves as the Level I heading. Use discussion and substantive evidence from the research for your second key point that supports your thesis. This section should contain multiple paragraphs and will likely be approximately 30% of the assigned length of the essay. End by using a transition sentence to introduce your third main point.
Third Main Point
(USE THE TITLE OF YOUR POINT)
DO NOT USE the exact words “Third Main Point” as Level I heading. Your main point or idea for the third section serves as the Level I head. Use discussion and substantive evidence from the research for your third key point that supports your thesis. This section should contain multiple paragraphs and will likely be approximately 30% of the assigned length of the essay. End by transitioning to your conclusion.
Conclusion
Restate the thesis statement (copy and paste) to remind readers of the controlling idea / position of your essay. Summarize each of your main points and illustrate the connection between your supporting evidence and your opinion (rationale, typically, five to seven complete sentences). Should End with a broad closing statement (big picture). I do not mind if the conclusion is 500 words.
References
Author, J. B. (2012). Book title
italicized
using sentence case. City Published, ST: Publishing Company.
Johnson, R. L. (n.d.). Webpage from a reputable and well-known organization website with no publication date. Retrieved from http://ncoes.army.mil/reputable_article_URL_to_article
Stewart, M. D. (2015, November 11). Article title from a published magazine in sentence case. Magazine Title Italicized, Vol#(Issue#), page #s the article appears.
Force Sustainment Reading Material
(Please google)
ADP 4-0 Sustainment
https://fas.org/irp/doddir/army/adp4_0
ADRP 4-0 – Sustainment
https://www.globalsecurity.org/military/library/policy/army/adrp/4-0/adrp4_0
ATP 4-0.1 – Army Theater Distribution
https://armypubs.army.mil/epubs/DR_pubs/DR_a/meta/ALL/web/ATP%204-0
ATP 4-90 – Brigade Support Battalion
https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN22536_ATP_4-90_FINAL_WEB
ATP 6-0.5 – Command Post Organization and Operations
https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ATP%206-0_5%20(final)
DODD 5101.1
https://www.acq.osd.mil/dpap/ccap/cc/jcchb/Files/FormsPubsRegs/Pubs/510101p
FM 3-96 – Brigade Combat Team
https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/fm3_96
FM 6-0 – Commander and Staff Organization and Operations
https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN14843_FM_6-0_Incl_C2_FINAL_WEB
Guidebook for JFLCC (10 February 2006) (See attachment titled “C-5”)
JP 4-0 – Joint Logistics (2013)
https://www.bits.de/NRANEU/others/jp-doctrine/jp4_0%2813%29
JP 4-01 – The Defense Transportation System
https://www.jcs.mil/Portals/36/Documents/Doctrine/pubs/jp4_01_20170718
ST 4-1 (June 2016) (See attachment titled “C-6”)
Force Generation Reading Material
(Please google)
ADP 4-0 Sustainment (2019)
https://fas.org/irp/doddir/army/adp4_0
ADRP 4-0 Sustainment (2019)
https://www.globalsecurity.org/military/library/policy/army/adrp/4-0/adrp4_0
AR 40-501 Standards of Medical Fitness (2019)
https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN8673_AR40_501_FINAL_WEB
AR 220-1 Army Unit Status Reporting and Force Registration-Consolidated Policies (2010)
https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/r220_1
AR 525-29 Force Generation-Sustainable Readiness (2019)
https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN9412_AR525_29_FINAL
ATP 1-06_2 The Commanders’ Emergency Response Program (2017)
https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN7910_ATP%201-06×2%20FINAL%20WEB
ATP 3-35 Army Deployment and Redeployment (2015)
https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN13119_ATP%203-35%20C2%20Inc%20FINAL%20WEB
ATP 4-93 Sustainment Brigade (2016)
https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ATP%204-93%20FINAL%20WEB
FM 1-06 Financial Management Operations (2014)
https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/fm1_06
JP 3-0 Joint Operations (2017)
https://www.jcs.mil/Portals/36/Documents/Doctrine/pubs/jp3_0ch1
JP 4-01 The Defense Transportation System (2017)
https://www.jcs.mil/Portals/36/Documents/Doctrine/pubs/jp4_01_20170718
JP 4-10 Operational Contract Support (2019)
https://www.jcs.mil/Portals/36/Documents/Doctrine/pubs/jp4_10
TRADOC PAM 525-3-1 The US Army Multi-Domain Operations 2028 (2018)
https://www.tradoc.army.mil/portals/14/documents/mdo/tp525-3-1_30nov2018
Additional Reading
:
Army accepts Gansler Commission report on contracting; commits to action
By Mr. Paul Boyce (FORSCOM)November 1, 2007
Secretary of the Army Pete Geren accepted Nov. 1 the report of an independent commission
citing structural weaknesses and organizational shortcomings in the U.S. Army’s acquisition and
contracting system used to support expeditionary operations.
Dr. Jacques Gansler, former undersecretary of defense for acquisition, technology and logistics,
presented “The Commission on Army Acquisition and Program Management in Expeditionary
Operations” report to Secretary Geren, who earlier this year formed the commission to assess the
Army’s acquisition system. Geren said the report offered the “blunt and comprehensive
assessment we asked for and needed, and a plan for the way ahead.”
Gansler was named chairman of the commission on Sept. 12 by Geren, who determined the
Army’s acquisition system needed a comprehensive review to examine its role in support of
large-scale expeditionary operations. Geren sought an uncompromising, big-picture review of the
system. He wanted recommendations addressing how to best ensure that the Army is properly
equipped for a future characterized by persistent conflict.
Complementing the commission’s strategic review, Geren also formed a task force to review
current contracting operations and take immediate action where appropriate. The Army
Contracting Task Force, co-chaired by Lt. Gen. N. Ross Thompson, military deputy to the
assistant secretary of the Army for acquisition, logistics and technology; and Ms. Kathryn
Condon, executive deputy to the commanding general of Army Materiel Command, has already
made actionable recommendations and is implementing improvements.
Operations in Iraq and Afghanistan have demonstrated the demand that expeditionary military
operations place on the contracting system and contracting personnel, Geren pointed out. The
U.S. Army has never fought an extended conflict that required this much to be outsourced.
Approximately half of the personnel currently deployed in Iraq are contractor employees, who
provide food services, interpreters, communications, equipment repair and other important
services.
“Contracting and procurement must be an Army core competency,” Geren said. “I deeply
appreciate the good work of Dr. Gansler and his commission. We are responding positively and
quickly to the commission’s findings and recommendations.”
Gansler’s commission and the Army Contracting Task Force’s efforts followed investigations and
audits which have cited contractors and government contracting officials for corrupt activity
related to contingency contracting. The investigations continue. As of Oct. 23, the U.S. Army
Criminal Investigation Command is conducting 83 investigations relating to contract fraud in
Iraq, Kuwait, and Afghanistan.
While the cases vary in severity and complexity, most involve bribery. There are confirmed
bribes in excess of $15 million. As of Oct. 24, 23 U.S. government employees, both military and
civilian, have been charged or indicted in federal court. Contracts valued at more than $6 billion
are affected. The Army reorganized its contracting office in Kuwait, replaced its leaders,
increased the size of the staff and provided more ethics training.
“The overwhelming majority of our contracting workforce, civilian and military, is doing an
outstanding job under challenging circumstances,” Geren said. “But, we must do a better job of
organizing, resourcing and supporting them in their critical work. We will take the steps
necessary to ensure that we execute our responsibility effectively, efficiently and consistently
with Army values.”
The commission outlined four areas as critical to future success: (1) increased stature, quantity
and career development for contracting personnel – both military and civilian, particularly for
expeditionary operations; (2) restructure of the organization and responsibility to facilitate
contracting and contract management; (3) training and tools for overall contracting activities in
expeditionary operations; and (4) obtaining legislative, regulatory, and policy assistance to
enable contracting effectiveness – important in expeditionary operations.
Commission members include David J. Berteau, former principal deputy assistant secretary of
defense (resource management & support); retired Gen. Leon Salomon, former commander,
Army Materiel Command; retired Gen. David M. Maddox, former commander, U.S. Army
Europe; and retired Rear Adm. David R. Oliver Jr., former director, Office of Management and
Budget, Coalition Provisional Authority, Iraq.
The Gansler report traced many of the difficulties to post-Cold War cuts in the Army acquisition
budget, which led to an undersized acquisition workforce in the face of an expanding workload.
“This workforce has not been properly sized, trained, structured, or empowered to meet the needs
of our warfighters, in major expeditionary operations,” Geren said. “We also need to do a better
job in training our commanders on their responsibilities for requirements definition and
contractor performance.”