Feral Jundi

Saturday, February 7, 2009

Government Work: New DS Position–Security Protection Specialist for OCONUS

Filed under: Government Work — Tags: , , , — Matt @ 9:15 PM

New DS Position

The Bureau of Diplomatic Security will soon announce a challenging new employment opportunity! The position may be posted the week of February 9, 2009.

The Security Protective Specialist (SPS) position will be advertised at the FP-3 and FP-4 levels for service at high threat posts overseas, to include Iraq and Afghanistan. These positions will be Limited Non-Career Appointments which are annually renewable to a maximum of 5 years.

SPS functions will be primarily focused on the protection of U.S. officials by augmenting DS Special Agents in protective operations and providing oversight to security contract personnel. Persons with current or recent experience in PSD operations, particularly in Iraq and Afghanistan, will be encouraged to apply.

Additional information will be forthcoming. Please watch this space for updates and once the position description is announced, you may access it through www.usajobs.opm.gov.

Story Here

Pay Scale for Job Here 

Edit:  The pay scale at OPM is old, I put up a newer one from State.  Just re-click the link. 

Kaizen: Get Serious About HRO(High Reliability Organizations)

Filed under: Kaizen — Tags: , , , — Matt @ 11:43 AM

   This deserves further investigation, as to how this might apply to our industry.  Is your company an HRO? –Matt 

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Get Serious About HRO(High-reliability Organizations)

By Mike DeGrosky

Jul 1, 2008 

Everyone in this business knows that wildland-fire management involves complex work with many inherent and unavoidable risks. Wildland-fire personnel operate in an uncertain environment, often at a high operating tempo. In the course of routine work, fire management personnel often confront unexpected events and conditions that easily can escalate beyond control. However, experience shows that certain organizations can operate in similar high-risk environments, with similar operating tempos, and still achieve their operational objectives while keeping human error and accidents to acceptable levels. Experts call these “high-reliability organizations.” These organizations manage their activities according to five organizing principles:

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Kaizen: Is Yours a Learning Organization? Find Out With This Online Tool

Filed under: Kaizen — Tags: , , , , — Matt @ 11:35 AM

   This is a new category, and here is the definition of Kaizen:

 

Kaizen ( Japanese for “continuous improvement”) is a Japanese philosophy that focuses on continuous improvement throughout all aspects of life. When applied to the workplace, Kaizen activities continually improve all functions of a business, from manufacturing to management and from the CEO to the assembly line workers. By improving standardized activities and processes, Kaizen aims to eliminate waste (see Lean manufacturing). Kaizen was first implemented in several Japanese businesses during the country’s recovery after World War II, including Toyota, and has since spread to businesses throughout the world. 

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   So back to the post. Thanks to Harvard Business Review for putting this together, and this tool could easily be applied to the military or our industry.  Find out if your organization is a learning organization, and I would be interested to hear your feedback on this. –Matt

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Interactive Tools from the Harvard Business Review

Content adapted from the March 2008 Harvard Business Review article, Is Yours a Learning Organization?,

by David A. Garvin, Amy C. Edmondson, and Francesca Gino.

This survey will help you to determine if your unit(team, group, or entire company) is a “learning organization”.  At the end, you’ll receive feedback based on your answers and a list of recommended resources to help you accelerate learning in your organization.  

Go here for this easy to use, online survey.

Friday, February 6, 2009

Publications: Civilian Surge, by Binnendijk and Cronin–What about Incident Command?

Filed under: Publications — Tags: , , , , , , — Matt @ 8:32 PM

   I briefly read through this, as well as went through this summary by SWJ, and the one thing that struck me was that there was no mention of Incident Command? I have written about this in the past, and it still cracks me up that no one out there is catching on.  There is already a framework and model for managing complex operations, that is consistently used with great success every summer during the fire seasons in the US. It was also used at ground zero during 9/11, the Space Shuttle crash back in 2003, and the Katrina Hurricane disaster. It is a system that is remarkably simple, yet scalable and easily understood by all.  It is a command language and system that all the groups mentioned in this paper could easily understand and follow if implemented.  

   The question I have is why was there not one person on the panel of authors and experts, that had some kind of expertise in this department.  A quick call to the National Interagency Fire Center in Boise, Idaho would have yielded some contacts.  Matter of fact, if any of the authors are reading this, I have a point of contact that could help you out.  He teaches the 400 series of Incident Command at NIFC, and was a Type 1 Incident Commander (kind of like a General of fire) and a Forest Management Officer.

     I could be wrong, but it sounds like this think tank kind of missed the boat on this.  Maybe an author could correct the record on why Incident Command wasn’t discussed or mentioned?  Like I said, I want to be wrong on this, so please correct the record for me.   

    In my opinion, if we want to get serious about organizing complex operations, with a unified command that could join military and civilian operations, then this is the system you need.  I have seen it first hand join together contractors, with federal/state resources, with multiple agencies, and with military and law enforcement even–all for fighting a complex fire operation.  For fighting fires, Incident Command is the glue that joins the pieces of that effort, and it can certainly be applied to the current war effort.  It deserves to be studied at the least and there is no need to reinvent the wheel.  Thanks to Small Wars Journal for posting this. –Matt 

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Civilian Surge: Key to Complex Operations

Posted by SWJ Editors on 

February 6, 2009 3:07 PM 

National Defense University’s Center for Technology and National Security Policy has just released an online report – Civilian Surge: Key to Complex Operations – by Hans Binnendijk and Patrick M. Cronin.

The United States needs to develop the capacity to conduct complex operations that require close civil-military planning and cooperation in the field. This study is comprehensive review of this national need and examines how the need can best be met.

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Industry Talk: PMC 2.0, by David Isenberg

Filed under: Industry Talk — Tags: , , , , , — Matt @ 7:08 PM

   Great little article by David about the evolution of the industry, with a mention of Combat Operator and Eeben’s blog.  I like the PMC 2.0 phrase, and that would be cool to see that as the new buzzword ‘du jour’.  –Matt

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Dogs of War: Private military contractors — mysterious? No.

Published: Feb. 6, 2009 at 3:09 PM

By DAVID ISENBERG

WASHINGTON, Feb. 6 (UPI) — A common refrain from many who observe the private military contracting industry is that it is opaque, shadowy, veiled, secretive, hidden, non-transparent, etc. Is this true? Yes and no, but mostly no.

When I first started following this industry in the early 1990s, it really was difficult to get information on it. Partly that was because there were relatively few companies to follow. Three companies garnered most of what little coverage existed: Executive Outcomes of South Africa, Sandline of Great Britain and U.S.-based MPRI. And the first two were not particularly eager to answer press inquiries.

MPRI, whose not-so-modest motto back then was “the greatest corporate assemblage of military expertise in the world” because it was founded and run by relatively high-ranking retired U.S. military officers, escaped that pigeonhole thanks to the efforts of one of its vice presidents, whose openness and charm enabled MPRI to gain enormous publicity for its training efforts in the Balkan wars. But it was an anomaly back then.

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