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Our mission is to serve as the Federal, State, County, and Local government’s leader for and provider of world-class ministers in the military" to meet their active duty, Reserve and National Guard as well as Para- military" counterparts in Homeland defense, Disaster Service and Law Enforcement, Firefighters and First Responders. The State Guard Association of the United States
We prepare new and experienced ministers in the military" to meet their active duty, Reserve and National Guard physical and Mental Health Professionals and non-health care member to fulfill their responsibilities in a safe manner and at the highest level of proficiency.
We also ensure that training is provided in the most cost-effective manner by taking advantage of economies of scale available only from a consolidated Ministers in the military" to meet their active duty, Reserve and National Guard counterparts in Emergency Management, Law Enforcement, Firefighters and First Responders as well as health care training organization.
The Vision for the Future
We are committed to providing strong, collaborative leadership ministers in the military" to meet their active duty, Reserve and National Guard for health and medical training. Working as partners with client agencies including state, local and international organizations, we will identify ways that research, training, and education can be used to protect our democratic institutions, ensure public safety.
The Strategic Plan
The Strategic Plan lists a number of strategies that will be used to accomplish the s mission and goals. The strategies have been divided into Near- Mid- and long-term strategies and nine Strategy Implementation Teams (SIT) have been created to implement the Near-Term Strategies. Adopted the training standard from the US Army Chaplain School at Fort Jackson of the activities for these teams below.
1.1.1 - Develop and foster a policy of working with client agencies to anticipate and develop relevant training programs and courses.
1.1.2 - Establish cross cutting work groups consisting of State Guard Assoc , Participating Organization and other client organization representatives to examine issues identified in 1.1.1 and develop a long-range forecast for ministers in the military" to meet their active duty, Reserve and National Guard counterparts skill and training requirements.
1.2.2 - Establish a process for suggesting new topics or courses and ensuring that the suggestions are evaluated for merit. Use this process to establish a prioritized list of new training program initiatives.
1.2.3 - Identify ways to enhance coordination across various training divisions and overcome barriers to cooperation. Consider changing the organizational structure to improve coordination. Options include organizing by type of activity; such as training need assessment (business development), training research and development, basic training delivery, and advanced training delivery. Also, consider integrating support personnel into training teams, creating greater sense of partnership, team unity, and esprit de corps.
1.2.4 - Evaluate common procedures and techniques that are taught in various courses to ensure that they are taught in a consistent manner across divisions. (For example, ICS activities may be included as part of curriculum of more than one training program, but different techniques may be used.)
1.2.5 - Strengthen the skills and experience of current and newly enrolled members.
1.2.6 - Using our designated client liaisons (Strategy 1.1.1), evaluate current approaches for predicting future training needs and identify ways to improve the accuracy of projections for training needs. (Status under development)
2.1.1 - Monitor training throughout and facility utilization at both GDF and SGAUS in order to identify under-utilized assets and critical "choke points" (training activities and facilities that are bottlenecks and cause other facilities to be underutilized). Develop a monitoring methodology and system to monitor capacity utilization. Clarify how we define "capacity." (Status under development)
2.1.2 - Reengineer and automate the scheduling process with an emphasis on flexibility.
2.1.3 - Examine evolution of relationship between The Chaplains School and State, County and local ministers in the military" to meet their active duty, Reserve and National Guard provides and identify ways and approaches to better clarify roles and responsibilities within their type service.
2.2.4 - Fully exploit alternative training and delivery methods, including computer-based training, Internet-based training, use of satellite locations, distance learning techniques, and self-paced learning.
2.2.5 - Establish an accreditation program for ministers in the military" to meet their active duty, Reserve and National Guard provider training to ensure that it is consistent with and meets the established standards United States Department of Defense (DoD), U.S. Department of Homeland Security (DHS), Federal Emergency Management Agency (FEMA) National Disaster Medical System (NDMS) Georgia State Defense Force (GSDF), The State Guard Association of the United States (SGAUS) All state and Federal Military and other Public Services.
A Partnership Committed To Excellence
Federal, State, County, and Local government's leader for and provider of world-class ministers in the military" to meet their active duty, Reserve and National Guard as well as Para- military" counterparts in Homeland defense, Disaster Service and Law Enforcement, Firefighters and First Responders.
- Garfield Jones
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