Stand-To: Procedure prior to first light to enhance unit security, a daily compendium of news, information, and context for Army leaders.

"I also emphasize again, that it remains the policy of the Department of Defense not to ask servicemembers or applicants about their sexual orientation, to treat all members with dignity and respect, and to ensure maintenance of good order and discipline."

- Clifford L. Stanley, the undersecretary of defense for personnel and readiness, in a memo cautioned gay and lesbian servicemembers not to alter their personal conduct during this legal uncertainity.

SecDef changes discharge authority for 'Don't Ask' law

"Their wounds are real. These are the people who pay the price every day. We want to show them there is a road to coping. Rides likes these keep our veterans from closing up at home…It is not about what they can't do, it is about finding ways they can do. There are a lot of different levels of injuries among wounded warriors, but as long as there is a will there is a way."

- Sgt. 1st Class Ron Doiron, a management analyst for the Fort Jackson Warrior Transition Unit, emphasizing that events such as Soldier Ride are key to helping wounded warriors rehabilitate physically and emotionally.

Wheel power: WTU Soldiers ride on road to recovery

• Early Bird News Site
• Stories of Valor
• Army Public Affairs Portal (AKO log in required)
• 2010 Strategic Communication Resource Guide (AKO log in required)
• Information Papers with "2010 Army Posture Statement"

• Community Covenant
• Bloggers Roundtable

2010-2013: 60th Anniversary of the Korean War

October 2010

Energy Awareness Month

Depression Education & Awareness Month

Domestic Violence Awareness Month

Oct. 6 & 7: Medal of Honor White House & Pentagon ceremonies for Staff Sgt. Robert Miller

Oct 18- 22: Best Warrior Competition

Oct. 25-31: Red Ribbon Week

Oct. 25-27: AUSA annual meeting

• Army Social Media: A command information sharing platform
• Facebook: Army's fan page
• Twitter: Army updates
• YouTube: Army videos
• Flickr: Army images
• Army Media Player

Updated on the first of each month: Army Professional Writing

• How did I get here??
• Worth 1,000 words: Strong point
• Electronic options "MOVE" the vote
• The gloves come off: Pentagon threatens the world media not to report WikiLeaks content
• 'Enduring change,' we see it nearly everyday in Afghanistan

External Links Disclaimer

Army Business Transformation

What is it?

The Under Secretary of the Army, and its first chief management officer, Dr. Joseph Westphal, has detailed the current Army Business Transformation agenda in the 2011 Business Transformation plan thus fulfilling requirements mandated in section 908 of the 2009 National Defense Authorization Act.

The plan describes business transformation vision, goals, objectives, priority initiatives, and management reform efforts. The vision of Army business transformation is: A Generating Force that better supports the agile and versatile Operating Force to produce Readiness at Best Value. The business transformation vision is framed around four critical management priorities:
(1) Develop and implement an Integrated Management System
(2) Transform business operations
(3) Align, integrate and innovate enterprise-wide processes
(4) Adjust culture

What has the Army done?

To realize the business transformation vision, the Army's two current objectives are - transforming business operations and developing and implementing an Integrated Management System. In support of these objectives, the Army has already enhanced the Army Campaign Plan (ACP) by broadening its focus, synchronizing the leadership of the assistant secretaries, the Army staff principals and the Army commanders to ensure direct Secretariat leadership, goal alignment, development of strategic metrics, and active management of Army-wide objectives. Another exciting enhancement to Army management is the insertion of cost benefit analysis for all new or unfunded requests including the total cost of the proposal, benefits that will result, the bill-payers required, and potential effects of the funding decision. Strong leadership and a complete Army team effort, military and civilian, are also bringing about the cultural adjustments necessary to achieve these objectives.

What continued efforts does the Army have planned for the future?

The Army is identifying milestones and metrics for the Integrated Management System. Leadership and expertise is critical to our success, so continued senior leader development training and cost management certification training will enhance management capabilities, improve cost management skills and encourage a cost culture throughout the Army. And, the Army will continue to leverage an enterprise management model creating cross-functional collaboration to support senior leader decision-making.

Why is this important to the Army?

Army business transformation will assist Army leadership in making better resource-informed decisions resulting in "Readiness at Best Value" and help us find efficiencies consistent with DOD's guidance and establish an enduring capability to reduce duplication, overhead, excess, and instill a culture of savings and restraint.

References:

U.S. Army Office of Business Transformation