Analyzing Funding for Usace Research Paper

USACE program funding, compliant with Federal Continuity Directive 1. It will also address processes required for continuing the business continuity plan for the Nation's Survivability and Critical Infrastructure.

The United States Army Corps of Engineers (USACE) identifies itself with the following mission: to offer critical services in the public engineering area, during times of war and peace, for strengthening America's security, mitigating disaster risks, and energizing the nation's economy (U.S. Army Corps of Engineers -- The United States Army). Via its Regulatory Program, the USACE oversees and implements CWA (Clean Water Act), Section 404, and the 1899 Rivers and Harbors Act's (RHA), Section 10. The latter forbids unsanctioned alteration or obstruction of any of America's navigable waters, unless one possesses a USACE permit. The term 'navigable American waters' refers to all waters subject to the tide's rise and fall, which have been in use earlier, or are currently used, or might potentially be used in future, for the transportation of foreign or interstate commerce (Guidance for Submittals to the U.S. Army Corps of Engineers by Council Of Government Offices). The former Act (CWA Section 404) empowers the Army Secretary acting via the Chief Engineer to supply permits, following warnings and public hearing opportunities, for discharging fill or dredged matter into American waters at specific disposal spots (See 33 CFR Part 323.) American waters are inclusive of, though not restricted to, all of the nation's Navigable Waters, wetlands, and tributaries that lie adjacent to these waters. The Army Corps is a major engineering force comprising of well-organized individuals who work with partner units via disciplined action and thought for delivering sustainable, innovative solutions to America's engineering challenges. A crucial means to carrying out this mission of the USACE is via funding. A firm executes a sound continuity program using relevant procedures and plans; a sound continuity Test, Training, and Exercise (TT&E) initiative; and the functional capacity to back these procedures and plans. Institution of procedural and planning goals and requirements, as well as metric use for ensuring that a key function does not pause in the course of continuity activation (in view of the priority and criticality of that key function) constitutes a critical component in the development of a holistic continuity plan. For the Army Corps to receive ongoing funding for its program, the following is required (Federal Continuity Directive 1 Federal Executive Branch National Continuity Program and Requirements):

Establishments need to come up with, and record, their continuity plans, together with relevant procedures such that, when it is executed, the procedures and the plan allow uninterrupted performance of the essential functions of the organization, under all kinds of circumstances. They also need to allow integration with non-governmental and other Governmental organizations, as applicable.

The head of the organization (for instance, its Director, Administrator, Secretary, etc.) or some designee needs to ratify the plan (evidenced by his/her signature on the document), and recommend any important addendums or updates.

The organizations should review and update the plan on an annual basis, in case changes occur. Review data and names of staff members involved in the review process needs to be documented.

The continuity procedures and plan should:

Deal with important continuity elements, namely, essential functions, authority delegation, succession orders, continuity communications, continuity facilities, human resources, essential records, Test, Training, and Exercise, reconstitution, and devolution, in addition to requirements linked to individual elements as observed in a given FCD (Flood Control District).

Take care of supporting continuity elements: program procedures and plans, budgeting/acquisition, risk management, and implementation and phases of operation, in addition to the requirements linked to individual elements as observed in a particular FCD;

Focus on the four continuity phases: (1) preparedness and readiness, (2) continuity operations, (3) activation, (4) reconstitution;

Make a process available for ascertaining organizational readiness and for making decisions with regard to related actions, for increasing its readiness position.

Offer a methodology or process for guaranteeing plan implementation

Develop and maintain suitable relocation instructions and procedures with regard to relocation of members of the Emergency Relocation Group (ERG) members to alternative sites

Create and maintain proper instructions and procedures on devolving roles to DERG (Devolution Emergency Response Group) members at devolution site

Outline responsibility transition to deployed personnel of the DERG or ERG;

Come up with a process to achieve operational capabilities at every continuity facility in the minimum acceptable time period for disruption of essential functions

Provide a methodology or process for making sure sustained operations will be able to continue until resumption of normal operations, or up to a month.

Determine and institute procedures for ensuring key resources, records and facilities are protected, accessible, and available for backing continuity operations.

Institutions should integrate continuity prerequisites into everyday operations to for guaranteeing immediate and smooth continuance of their essential functions.

All non-headquarters' organizational units (such as subcomponents, field and regional offices) have to submit the documents listed below, every year, to their headquarters, through proper reporting channels, for providing visibility on the continuity attempts at every organizational level:

Certificate of continuity plan maintenance (with date and signature included on the document) by the office/unit, by the head of the company or some designated authority Certification of participation by the office/unit in a yearly practice of moving continuity workers to some alternative site, by the head of the company or some designated authority (the certificate must include date of implementation of the latest exercise)

Organizational headquarters need to document continuity plan date, signature of authority, and data of latest continuity exercise, not only for its divisions but for the headquarters as well

Organizational headquarters also need to hand in RRS (Readiness Reporting System) reports on a monthly basis.

Requirements in Human Capital Strategic Plan of 2017

Human capital's life cycle constitutes a changing process. Understanding the fact that this cycle does not stop is essential. Individual stages of the life cycle are described below. This is followed by program/initiative examples (USACE Human Capital Strategic Plan 2012-2017):

Plan: Planning for human capital must be constantly performed, for meeting changing requirements and shaping the Army Corps' future workforce in carrying out diverse and challenging tasks: Succession Planning, Organizational Design, Workforce Planning.

Recruit: Employees must be recruited based on how well they 'fit' into the job requirements. Also, many organizations vie for talent, and the organization must ensure it emerges victorious in this 'talent war': Hiring Reform, Corporate Recruitment, Intern Programs, Career Programs, and Company of Choice.

Develop: Employees must be developed and shaped for changing missions. USACE can do this by offering its workforce enrichment opportunities: Leadership Development Initiative, Individual Development Programs, Leadership Assessment, Learning Center, Civilian Educational System, Developmental Assignments and Competency Management.

Sustain: USACE must ensure retention of valuable employees and avoid losing them, by recognizing the contributions made by employees: Personnel Engagement, Personnel Value Proposition, Worklife Programs (like wellness and telework), Family Readiness and Recognition of Employee Achievements.

Four primary goals related to human capital have been identified for meeting the changing needs of the Army Corps and its employees. These goals were formulated on the basis of a lifecycle model for organizational human capital, key personnel engagement drivers, and the existing and expected external and internal environments. Progress towards the attainment of the above goals will guarantee USACE's advancement on the road to emerging as recruits' organization of choice (USACE Human Capital Strategic Plan 2012-2017):

Human Capital Goal 1: Determination of present and future skills requirements; Outlining of the cause underlying gaps in organizational competency and; Having effective solutions in place for bridging those chasms.

End State: Personnel possess required competencies described in specific terms. These are exhibited through superior workforce performance.

Human Capital Goal 2: Carrying out adaptable and agile planning for human capital, responsive to evolving personnel needs and mission requirements.

End State: Creation of a dynamic and flexible talent pool capable of quickly and timely delivery of required competencies, as ordained by the requirements of the mission.

Human Capital Goal 3: Preparation of next-gen leaders and equipping them to cope with future transformational challenges.

End State: Development of a group of self-aware, agile, and adaptive leaders, who establish challenging expectations and achieve results even in the face of adversity.

Human Capital Goal 4: Cultivation of a diverse, motivated, engaged, and empowered workforce in the challenging modern-day environment, whilst ensuring equality and accountability.

End State: Establishment of a collaborative Army Corps culture that is propelled by innovation. Another outcome would be establishment of sound leadership that inspires personnel commitment to accomplishing missions successfully.

The organization will continue promoting human capital programs by means of routine stakeholder meetings, the HR Practice Community, and performance of reviews during CMR (Command Management Reviews), CSR (Command Strategic Reviews) and DMR (Directorate

Management Reviews), for ensuring the Army Corps is heading along the right path (USACE Human Capital Strategic Plan 2012-2017). Maintaining open communication lines and making corrections to course, with changing USACE needs, is imperative. For ensuring accomplishment of human capital aims and targets outlined in the plan, a yearly implementation plan capable of…