ODAP 7

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ODAP 7 Operations Career Field (TAB K)
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Operations Career Field
ODAP 7
Lead TRADOC as of 18 May 01
CSA Decisions 4.1 4.2, 17.21
Status Amber
Key Actions
Issue Need to ensure the OPCF Officer Is
prepared to confidently and competently lead
soldiers in the New Operational Environment

G A R

• Develop Consolidation CF responses
• Develop Actions / Programs in Support of OPMS
  XXI
• Initiatives
• Develop Manage ODAP
• Continue Recoding work w/DCSPER/ MACOMs
• Assess Implications of ILE Redesign
• Monitor Analyze CF Designation results,
  promotion trends,
• development plans
• Update DA Pam 600-3 to reflect ILE redesign and
  additional
• education requirements
• Integrate ALDTP recommendations into the ODAP

Goal Establish the OPCF and transition to Army
Development System XXI
Target Completion Date FY 02

• Key Decision Points
• Increase ACS for Ops CF Officers
• Update of AR 600-3 and DA Pam 600-3
• Review women in combat policy
• Approve to change MOCS process
• Approve elimination of CGSC selection board
• Review CFD Ceilings
• EAD Structure

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Operations Career Field Issue

• Advanced Civil Schooling Opportunity
• ISSUE ACS funding for OPCF
• DISCUSSION
• IO, OS, and IS CFs have some Qualification
  Courses that send their officers to advanced
  civil schooling.
• Allocation of ACS money has decreased for the
  OPCF.
• Under ILE, OPCF officers will use CGSC as
  their primary opportunity to obtain an
  advanced degree (MMAS).
• This will not meet the needs of the OPCF for
  advanced degrees.
• There is concern about the over-specialization
  of non-OPCF officers and at the same time
  constraining the intellectual growth of the OPCF.
  (83 of the future GOs will be from the OPCF)
• RECOMMENDATION Approve additional ACS funding
  for the OPCF.

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Operations Career Field Issue

• ASI for Digital Proficiency and IBCT Experience
• ISSUE Ability to identify officers who receive
  IBCT training.
• DISCUSSION
• There is no system in place to track officers
  who receive ABCS training or IBCT experience.
• As transformation continues, more officers will
  gain digital experience.
• Digital proficiency needs to be tracked for
  such purposes as return assignments, doctrine
  development, instructor assignments, deployment,
  mobilization, and combat training center
  augmentation.
• Officers can expect assignments on legacy,
  interim, and objective forces during their
  20()year career.
• RECOMMENDATION Approve a digital ASI for
  officers with digital training and experience.

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Operations Career Field Issue

• Women in Combat Policy
• ISSUE Army policy of assigning women officers
  in combat roles requires a re-evaluation.
• DISCUSSION
• New Operational environment continues to erase
  the distinction between combat and non-combat
  roles.
• As new technology emerges replacing legacy and
  interim forces, the likelihood of women officers
  involved in direct ground combat engagements
  increases.
• Transformation initiatives such as the IBCT
  will also require more women in direct combat
  roles.
• Mobilization requirements to fill positions in
  new brigade and division strucures will place
  women in direct combat roles.
• RECOMMENDATION Approve a study to review the
  Armys current women in combat policy.

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Operations Career Field Issue

• CFD Ceilings
• ISSUE Functional Area (FA) Career Field
  Designation (CFD) opportunity for for officers in
  shortage branches will be severely constrained or
  non-existent in the next several upcoming steady
  state CFD Year Groups.
• DISCUSSION
• Army advertises approximately 30 opportunity
  for branch officers to CFD into functional areas
• Many officers with specialized skills required
  for some FAs reside in shortage branches
• Shortage branch CFD inventory ceilings will
  prevent many qualified officers who are expecting
  to CFD into a FA from doing so
• RECOMMENDATION Approve changing CFD procedures
  to make education, training, and experience as
  the primary variables for CFD instead of personal
  preference.

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Operations Career Field Issue

• Reduce MOCS from Three Years to One
• ISSUE Reduce the Military Occupational
  Classification Structure (MOCS) affecting officer
  personnel actions from its current implementation
  of three years to one.
• DISCUSSION
• Creation of, or changes to an AOC and
  accompanying TOEs, TDAs, and MTOEs is a 48-month
  process.
• The standard timeline for a soldier's
  reclassification is 42 months.
• This process duration is too long for expected
  future rapid technology growth and for Army
  Transformation Initiatives.
• RECOMMENDATION Approve establishing a study
  group to reevaluate the process and recommend
  changes and resources required to execute the
  process within a one year cycle.

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Operations Career Field Issue

• EAD Structure
• ISSUE Current Manning the Force Guidance in
  support of Army Transformation adversely affects
  personnel unit readiness, and life-cycle
  function health of proponents with significant
  EAD force structure.
• DISCUSSION
• 65 of Chemical Force Structure resides at EAD
  51 of all chemical authorizations reside on
  staffs at division level and below.
• EAD Chemical unit personnel readiness is in
  measurable decline.
• Developmental opportunities are in decline due
  to
• Stand-down of EAD elements induced by manning
  restrictions.
• Forced officer slating based on officer
  availability without regard to branch.
• Acquisition and Sustainment suffer when
  proponent is prohibited from filling its
  leadership positions with its own officers.
• RECOMMENATION DCSPER analyze manning guidance
  impact on proponents with EAD force structure
  submit findings for ODU inclusion as appropriate.

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Operations Career Field Issue

• Update AR 600-3 and DA Pam 600-3
• ISSUE Update of AR 600-3 and DA Pam 600-3 are
  overdue
• DISCUSSION
• During the implementation of OPMS XXI, several
  branches and functional areas have undergone
  changes not initially anticipated by this
  management system.
• The roles and responsibilities of the Strategic
  Human Resource Officer (DCSPER) requires further
  amplification
• Desired BQ times stated in DA Pam 600-3 are not
  realistic and require modification
• Roles and responsibilities of Career Field
  Coordinators not understood nor supported
• Without regulatory guidance, resourcing of a
  career-field management system is inadequate
  especially in leader development.
• RECOMMENATION
• Complete final staffing of AR 600-3 NLT 3rd QTR
  FY01
• Begin formal update of DA Pam 600-3 NLT 1 Aug 01