Academic literature on the topic 'United States Army Command Management School'
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Journal articles on the topic "United States Army Command Management School"
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Molloy, Joseph M., Timothy L. Pendergrass, Ian E. Lee, Keith G. Hauret, Michelle C. Chervak, and Daniel I. Rhon. "Musculoskeletal Injuries and United States Army Readiness. Part II: Management Challenges and Risk Mitigation Initiatives." Military Medicine 185, no. 9-10 (February 27, 2020): e1472-e1480. http://dx.doi.org/10.1093/milmed/usaa028.
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Abstract Introduction Noncombat injuries (“injuries”) threaten soldier health and United States (U.S.) Army medical readiness, accounting for more than twice as many outpatient medical encounters among active component (AC) soldiers as behavioral health conditions (the second leading cause of outpatient visits). Noncombat musculoskeletal injuries (MSKIs) account for more than 80% of soldiers’ injuries and 65% of medically nondeployable AC soldiers. This review focuses on MSKI risk reduction initiatives, management, and reporting challenges within the Army. The authors will summarize MSKI risk reduction efforts and challenges affecting MSKI management and reporting within the U.S. Army. Materials/Methods This review focuses on (1) initiatives to reduce the impact of MSKIs and risk for chronic injury/pain or long-term disability and (2) MSKI reporting challenges. This review excludes combat or battle injuries. Results Primary risk reduction Adherence to standardized exercise programming has reduced injury risk among trainees. Preaccession physical fitness screening may identify individuals at risk for injury or attrition during initial entry training. Forward-based strength and conditioning coaching (provided in the unit footprint) and nutritional supplementation initiatives are promising, but results are currently inconclusive concerning injury risk reduction. Secondary risk reduction Forward-based access to MSKI care provided by embedded athletic trainers and physical therapists within military units or primary care clinics holds promise for reducing MSKI-related limited duty days and nondeployability among AC soldiers. Early point-of-care screening for psychosocial risk factors affecting responsiveness to MSKI intervention may reduce risk for progression to chronic pain or long-term disability. Tertiary risk reduction Operational MSKI metrics enable commanders and clinicians to readily identify soldiers with nonresolving MSKIs. Monthly injury reports to Army leadership increase command focus on soldiers with nonresolving MSKIs. Conclusions Standardized exercise programming has reduced trainee MSKI rates. Secondary risk reduction initiatives show promise for reducing MSKI-related duty limitations and nondeployability among AC soldiers; timely identification/evaluation and appropriate, early management of MSKIs are essential. Tertiary risk reduction initiatives show promise for identifying soldiers whose chronic musculoskeletal conditions may render them unfit for continued military service. Clinicians must document MSKI care with sufficient specificity (including diagnosis and external cause coding) to enable large-scale systematic MSKI surveillance and analysis informing focused MSKI risk reduction efforts. Historical changes in surveillance methods and injury definitions make it difficult to compare injury rates and trends over time. However, the U.S. Army’s standardized injury taxonomy will enable consistent classification of current and future injuries by mechanism of energy transfer and diagnosis. The Army’s electronic physical profiling system further enables standardized documentation of MSKI-related duty/work restrictions and mechanisms of injury. These evolving surveillance tools ideally ensure continual advancement of military injury surveillance and serve as models for other military and civilian health care organizations.
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Garger, Andrew J., and Richard H. Hobbie. "Participation of Insurers in the Unified Command System in the United States." International Oil Spill Conference Proceedings 1999, no. 1 (March 1, 1999): 81–86. http://dx.doi.org/10.7901/2169-3358-1999-1-81.
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ABSTRACT The introduction and adoption of the Unified Command System (UCS) /Incident Command System (ICS) under the Oil Pollution Act of 1990 (Public Law 101–380, as amended) (OPA 90) has been largely effective, the ongoing training of Federal On-Scene Coordinators (FOSC) by the Coast Guard's Marine Safety School has raised the quality of spill response management, and the development of Spill Management Teams (SMT) by the private sector has also significantly improved the effectiveness of spill response. However, the role that a Responsible Party's (RP) insurance plays in an event is an aspect of marine casualty response that is not adequately addressed in the ICS or by the FOSC. More often than not, the true financial stakeholder during a casualty is not the RP under OPA 90 but rather its multiple insurers. The failure to consider multiple stakeholder interests in the ICS/UCS may result in a delayed, inefficient response or even paralysis on the part of the RP Many RP's do not have the financial resources to fund the potentially high cost of a spill response and it is only through the cooperation and prompt funding by the insurer that the RP is able to respond at all. Yet the system and organization of the response recognizes the RP, but it does not properly involve the insurers as the true stakeholders. It also fails to recognize the complexities and implications of multiple insurers. Creating a mechanism within the framework of the ICS/UCS that recognizes the insurance stakeholder interests, and requires some level of participation by insurers, would improve casualty and spill response. This paper will examine the foregoing issues and discuss why the insurer stakeholder should be included in the ICS/UCS decision making process.
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Huang, Min Chuan, Chao Yen Wu, and Jang Ruey Tzeng. "Taiwan Air Force Logistics System of Research Governance." Advanced Materials Research 393-395 (November 2011): 393–96. http://dx.doi.org/10.4028/www.scientific.net/amr.393-395.393.
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Taiwan Air Force attempts to dress the century into the military logistics fleet management information governance challenges and solutions for the problem, I explore the Department of Defense and the Air Force General Command of the face when the United States, China, Taiwan triangular relationship and interaction development, I Taiwan, F100, F104 old multi-session retreat, an opportunity to the international situation easy to help the world's consumption of the United States, IDF130 French Mirage 2000 aircraft with 60 U.S. F16A / B fighters, 150. 1979 to 1996 while the Air Force replacement of old aircraft and the Army a total of 340 aircraft and five companies. Up to five kinds of aircraft types, there are cross-generational, cross-type, cross-border differences, and my task, repair, supplies, etc. have a direct long-term implications. Was the need to actively seek foreign buyers, so the secret meaning to contact the French Mirage 2000 fighter procurement, Taiwan also has four planes incompatible and independent logistics system? At this point the core operation of the Air Force logistics management, and supply sources and the implementation of cross-system benefits, there are still logistical bar code conversion, how to face the army in 1990, the Air Force effective governance, effective logistics to enhance the Air Force repair capability to ensure air superiority over the Taiwan Strait security and integration of armed forces combat capability. We provide this experience for the successful teaching of business management related discussions to enhance the graduate student's thinking and decision-making capacity.
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Sullivan, Kenneth T., Dean T. Kashiwagi, and Nathan Chong. "The Influence of an Information Environment on Construction Organization's Culture: A Case Study." Advances in Civil Engineering 2009 (2009): 1–10. http://dx.doi.org/10.1155/2009/387608.
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Construction professionals have identified public contract law and bureaucratic procurement/contract offices as a source of problems in the construction industry. The culture within the United State's Federal Government Acquisitions is based on the Federal Acquisition Regulations (FARs) and its interpretation, often placing organizations/agencies in the price-based environment and continuously resulting in poor performance. The United States Army Medical Command (MEDCOM) (approximately $100 M in construction renovation awards per year) attempted to overcome this obstacle through a partnership with the Performance-Based Studies Research Group (PBSRG) at Arizona State University. The MEDCOM implemented the information environment portion of the Performance Information Procurement System (PIPS) into Indefinite Delivery Indefinite Quantity (IDIQ) contracts through the specifications. Without controlling the various contract/procurement processes, the developed information environment stimulated an atmosphere of accountability to all parties involved, while reducing the client's internal bureaucratic resistance. The concept has met with preliminary success, minimizing construction management issues by over 50%, raising owner satisfaction by 9%, resulting in 99% of projects ending with no contractor-generated change orders, and assisting MEDCOM leadership in measuring the performance of their infrastructure revitalization program.
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Rodin, Miriam. "Practicing Medicine and Practicing Anthropology Can be Complementary: A Physician-Anthropologist in Academic Geriatric Practice." Practicing Anthropology 20, no. 2 (April 1, 1998): 21–25. http://dx.doi.org/10.17730/praa.20.2.m64402j2618wl65w.
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First I was an urban anthropologist, then I was a medical anthropologist on the faculty of a university medical center. Then I went to medical school, completing undergraduate, graduate and fellowship training in internal medicine and geriatrics. At first I thought of myself as an anthropologist in medical school, a privileged participant-observer of the making of doctors in the United States. Ten years out of medical training I think of myself as a physician. I am responsible for the outpatient and inpatient care of elderly patients. I am also the medical director of a nursing home. I am teaching faculty for medical students and medical residents at Northwestern University Medical School in Chicago where I give both lecture and bedside instruction in the finer points of geriatric differential diagnosis and medical management. Occasionally I volunteer for teaching duties in ethics and humanities. Yet my funded research is more recognizably applied anthropology. With funding from the Illinois Department of Public Health and from the United States Army Breast Cancer Research Fund, I direct a research and intervention project to increase use of early cancer detection among older immigrant women in Chicago. In this article I will describe the research, but my principal focus will be on the role of anthropology in my practice as an academic geriatrician.
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Bîlbîie, Răduţ. "The Professionalization of Public Relations in the Romanian Army." International conference KNOWLEDGE-BASED ORGANIZATION 22, no. 2 (June 1, 2016): 401–6. http://dx.doi.org/10.1515/kbo-2016-0069.
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Abstract The communication structures of the Ministry of National Defense have a considerable seniority and have played an important role both in different historical, critical periods for the country (wars, political crises) or institutional building (the forming of the Romanian army, of the modern command structures, etc.) as well as during the transition period after 1989. The first military publication, Observatorul Militar, (Military Observer), was released in 1859, being followed by a few thousands of magazines, newsletters, specialized directories, or during the war years of information and opinion journals such as Romania, organ of the General Headquarters, in the years of World War I, or Soldatul (The Soldier), Santinela (The Sentry), during the years of World War II. One after another, others followed such as: since 1916 Studioul Cinematografic al Armatei (Army Cinema Studio), originally, a photo-cinema structure, then specialized in the documentary film: history, presentation or training, and, since 1940, on public radio frequencies Ora Ostaşului (Ora Armatei), (Soldier’s Hour, Army’s Hour), then since 1968, a television broadcast on public television station broadcasting frequencies, since 1996 the web products (the first web site of an army in Eastern Europe, the first site of a ministry within the Government of Romania). The force and the role of the structures varied from period to period Studioul cinematografic (The Cinematographic Studio) had in 1989, 217 employed people, military and civilians, today there are less than 15), according to the budgets and the importance of what they were given by the management structures. The revolution of December 1989 marked the depoliticization of the communication act and the switch to the professionalization of the specialized structures, transforming their propaganda tools into products and means of Public Relations. The years 1990-1995 have marked this process through: (a) the establishment of structures, (b), staff training (in France, Switzerland, Germany, but especially in the United States), (c) the completion of the first guides, instructions, procedures for the field, (d) the opening of the first course for specialists, (e) the initiation of a quarterly specialized magazine Panoramic militar, (Military Panorama), (f) a code of ethics for practitioners.
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Sanchez, Emily, Amy R. Gelfand, Michael D. Perkins, Maia C. Tarnas, Ryan B. Simpson, Jarrod A. McGee, and Elena N. Naumova. "Providing Food and Nutrition Services during the COVID-19 Surge at the Javits New York Medical Station." International Journal of Environmental Research and Public Health 18, no. 14 (July 12, 2021): 7430. http://dx.doi.org/10.3390/ijerph18147430.
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Military field hospitals typically provide essential medical care in combat zones. In recent years, the United States (US) Army has deployed these facilities to assist domestic humanitarian emergency and natural disaster response efforts. As part of the nation’s whole-of-government approach to the coronavirus disease (COVID-19) pandemic, directed by the Federal Emergency Management Agency and the Department of Health and Human Services, during New York City’s (NYC) initial surge of COVID-19, from 26 March to 1 May 2020, the US Army erected the Javits New York Medical Station (JNYMS) field hospital to support the city’s overwhelmed healthcare system. The JNYMS tasked a nutrition operations team (NuOp) to provide patient meals and clinical nutrition evaluations to convalescent COVID-19 patients. However, few guidelines were available for conducting emergency nutrition and dietary response efforts prior to the field hospital’s opening. In this case study, we summarize the experiences of the NuOp at the JNYMS field hospital, to disseminate the best practices for future field hospital deployments. We then explain the challenges in service performance, due to information, personnel, supply, and equipment shortages. We conclude by describing the nutrition service protocols that have been implemented to overcome these challenges, including creating a standardized recordkeeping system for patient nutrition information, developing a meal tracking system to forecast meal requirements with food service contractors, and establishing a training and staffing model for military-to-civilian command transition. We highlight the need for a standardized humanitarian emergency nutrition service response framework and propose a Nutrition Response Toolkit for Humanitarian Crises, which offers low-cost, easily adaptable operational protocols for implementation in future field hospital deployments.
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Myagkov, M. Yu. "USSR in World War II." MGIMO Review of International Relations 13, no. 4 (September 4, 2020): 7–51. http://dx.doi.org/10.24833/2071-8160-2020-4-73-7-51.
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The article offers an overview of modern historical data on the origins, causes of World War II, the decisive role of the USSR in its victorious end, and also records the main results and lessons of World War II.Hitler's Germany was the main cause of World War II. Nazism, racial theory, mixed with far-reaching geopolitical designs, became the combustible mixture that ignited the fire of global conflict. The war with the Soviet Union was planned to be waged with particular cruelty.The preconditions for the outbreak of World War II were the humiliating provisions of the Versailles Peace Treaty for the German people, as well as the attitude of the "Western democracies" to Russia after 1917 and the Soviet Union as an outcast of world development. Great Britain, France, the United States chose for themselves a policy of ignoring Moscow's interests, they were more likely to cooperate with Hitler's Germany than with Soviet Russia. It was the "Munich Agreement" that became the point of no return to the beginning of the Second World War. Under these conditions, for the USSR, its own security and the conclusion of a non-aggression pact with Germany began to come to the fore, defining the "spheres of interests" of the parties in order to limit the advance of German troops towards the Soviet borders in the event of German aggression against Poland. The non-aggression pact gave the USSR just under two years to rebuild the army and consolidate its defensive potential and pushed the Soviet borders hundreds of kilometers westward. The signing of the Pact was preceded by the failure in August 1939 of the negotiations between the military missions of Britain, France and the USSR, although Moscow took the Anglo-French-Soviet negotiations with all seriousness.The huge losses of the USSR in the summer of 1941 are explained by the following circumstances: before the war, a large-scale modernization of the Red Army was launched, a graduate of a military school did not have sufficient experience in managing an entrusted unit by June 22, 1941; the Red Army was going to bleed the enemy in border battles, stop it with short counterattacks by covering units, carry out defensive operations, and then strike a decisive blow into the depths of the enemy's territory, so the importance of a multi-echeloned long-term defense in 1941 was underestimated by the command of the Red Army and it was not ready for it; significant groupings of the Western Special Military District were drawn into potential salients, which was used by the Germans at the initial stage of the war; Stalin's fear of provoking Hitler to start a war led to slowness in making the most urgent and necessary decisions to bring troops to combat readiness.The Allies delayed the opening of the second front for an unreasonably long time. They, of course, achieved outstanding success in the landing operation in France, however, the enemy's losses in only one Soviet strategic operation in the summer of 1944 ("Bagration") are not inferior, and even exceed, the enemy’s losses on the second front. One of the goals of "Bagration" was to help the Allies.Soviet soldiers liberated Europe at the cost of their lives. At the same time, Moscow could not afford to re-establish a cordon sanitaire around its borders after the war, so that anti- Soviet forces would come to power in the border states. The United States and Great Britain took all measures available to them to quickly remove from the governments of Italy, France and other Western states all the left-wing forces that in 1944-1945 had a serious impact on the politics of their countries.
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Kimura, Reo, Haruo Hayashi, Shingo Suzuki, Kosuke Kobayashi, Kenshin Urabe, Satoshi Inoue, and Takahiro Nishino. "Systematization and Sharing of Disaster Management Literacy by DMLH." Journal of Disaster Research 9, no. 2 (March 1, 2014): 176–87. http://dx.doi.org/10.20965/jdr.2014.p0176.
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The concept we propose for a disaster management literacy hub (DMLH) involves systemizing and generalizing disaster management literacy (DML) and discussing how to design such a DMLH where the general public and disaster responders share materials on DML. In the early 21stcentury, measures against large-scale earthquakes should essentially include both hardware disaster mitigation measures like the construction of appropriate structures and software measures like disaster preparedness among people and organizations such as the general public, disaster responders and related organizations. We define knowledge about disaster response management and competency as DML. Our analysis of documents on the incident command system (ICS), an emergency response system under the United States Federal Emergency Management Agency (FEMA), found 56 positions of disaster responders in ICS defined by 35 actions required for four types of disaster response competency. The above analysis led us to propose that DML consist of three elements: knowledge for learning about disaster management and mitigation, skills required for effective disaster response, and basic competency and attitudes for coping with disasters. For conceptual DMLH design based on the Instructional Design (ID), we propose three types of learning:1 The general public and disaster responders learn audiovisually using training videos and materials and review tests on learn from videos.2 People who want to provide education and training at schools or in regions or municipalities with school teacher guidance/teaching plans learn how to do so.3 People learn DML by posting or searching for (collecting and arranging) materials.We discuss how to publish such learning programs, taking as a specific example a life reconstruction support system (to put disaster victims’ lives back in order) based on victims’ master database.
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Anderson, David, and Mark Dix. "Training the Masses: Teaching ICS over the World Wide Web." International Oil Spill Conference Proceedings 2001, no. 1 (March 1, 2001): 59–63. http://dx.doi.org/10.7901/2169-3358-2001-1-59.
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ABSTRACT In March 2000, instructors from the Marine Safety Port Operations School at the U.S. Coast Guard Training Center Yorktown in Yorktown, Virginia delivered Incident Command System (ICS) 200-level training over the World Wide Web. The ICS Web-based training was part of an ensemble of courses that were offered over the Web to evaluate a software package developed by an independent contractor and to measure the effectiveness of Web-based training in the U.S. Coast Guard. Students throughout the United States, including Alaska, participated in the training using their personal or work computers. A number of students successfully met the objectives of the ICS 200 training without leaving their locale. To evaluate the efficacy of delivery, students were given pretests and posttests to measure their knowledge of ICS both before and after the training. The course consisted of two 4-hour Web-based delivery sessions using the National Interagency Incident Management System (NIIMS) curriculum for ICS 200. The U.S. Coast Guard adopted NIIMS ICS as the standardized response management system for all Coast Guard response operations and faces the task of providing the appropriate ICS training to all its members. Currently, Coast Guard ICS training is being provided at resident courses within the Coast Guard Marine Safety Schools and by field instructors. The advantages, foibles, and lessons learned from this Web-based training experiment as well as the future of using the Internet for delivery of ICS courses are discussed.
Dissertations / Theses on the topic "United States Army Command Management School"
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Orr, Kristine R. "Organizational analysis of the United States Army Contracting Command-Kuwait." Monterey, Calif. : Naval Postgraduate School, 2008. http://edocs.nps.edu/npspubs/scholarly/JAP/2008/Sept/08Sep%5FOrr%5FJAP.pdf.
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"Submitted in partial fulfillment of the requirements for the degree of Master of Science in [Contract Management] from the Naval Postgraduate School, September 2008."Advisor(s): Yoder, E. Cory ; Simon, Cary A. ; Nalwasky, Richard. "September 2008." "Joint applied project"--Cover. Description based on title screen as viewed on October 31, 2008. Includes bibliographical references (p. 89-90). Also available in print.
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College, Linda. "An analysis of communications between the United States Army Communications-Electronics Command and industry." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2002. http://library.nps.navy.mil/uhtbin/hyperion-image/02Dec%5FCollege.pdf.
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Thesis (M.S. in Contract Management)--Naval Postgraduate School, December 2002.Thesis advisor(s): Jeffrey R. Cuskey, Gary D. Notte. Includes bibliographical references (p. 101-102). Also available online.
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Miller, Russell F. "An evaluation of the prime vendor support approach to U.S. Army weapon system sustainment." Thesis, View thesis, 1999. https://dspace.mit.edu/handle/1721.1/9802.
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Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 1999.Title from title screen (viewed Jan. 4, 2006). "June 1999." Includes bibliographical references (p. 101). Also issued in paper format.
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Dickey, Scott. "Brigade aviation element : providing the brigade combat team with the ability to plan and synchronize aviation assets into the ground commander's scheme of maneuver /." Fort Leavenworth, KS : US Army Command and General Staff College, 2007. http://handle.dtic.mil/100.2/ADA471279.
Full textBooks on the topic "United States Army Command Management School"
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Barr, Ronald J. The progressive army: US Army command and administration, 1870-1914. New York: St. Martin's Press, 1998.
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Leventhal, Herbert A. Project management in the Army Materiel Command, 1962-1987. Alexandria, Va: Historical Office, U.S. Army Materiel Command, 1992.
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Office, General Accounting. [Army accounting adjustments--Army Missile Command]. Washington, D.C: The Office, 1992.
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Moore, Nancy Y. A gap analysis of Life Cycle Management Commands and best purchasing and supply management organizations. Santa Monica, CA: RAND, 2012.
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Moore, Nancy Y. A gap analysis of Life Cycle Management Commands and best purchasing and supply management organizations. Santa Monica, CA: RAND, 2012.
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Office, General Accounting. [Army accounting adjustments--Tank-Automotive Command]. Washington, D.C: The Office, 1992.
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Office, General Accounting. [Army accounting adjustments--Aviation Systems Command]. Washington, D.C: The Office, 1992.
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Office, General Accounting. [Army accounting adjustments--Troop Support Command]. Washington, D.C: The Office, 1992.
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Center, Arroyo, and Rand Corporation, eds. Supplier relationship management at army life cycle management commands: Gap analysis of best practices. Santa Monica, CA: Rand Corporation, 2012.
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Grossman, Jonathan Gary. Battalion-level command and control at the National Training Center. Santa Monica, CA: Rand, 1994.
Find full textBook chapters on the topic "United States Army Command Management School"
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Hoffman, Jon T. "Charismatic Leadership." In The Art of Command. University Press of Kentucky, 2017. http://dx.doi.org/10.5810/kentucky/9780813174723.003.0006.
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In the years prior to Pearl Harbor, Lewis B. “Chesty” Puller served in multiple assignments abroad, including marine combat tours in Haiti and Nicaragua; in the United States, he completed military studies at the Virginia Military Institute, in the officer candidate program, and at the U.S. Army Infantry School. Puller’s at times controversial leadership style, most evident during World War II and the Korean War, developed over several decades of military service and education. The essence of Puller’s dynamic leadership was leading by example from the front, developing a personal connection with his subordinates, and ensuring the welfare of his men. Such behavior established strong bonds and unwavering loyalty.
Conference papers on the topic "United States Army Command Management School"
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Brown, William T., John L. Vavrin, and Robert T. Lorand. "Alternatives to Meet Short-Term Electrical Capacity and Demand Requirements for Fort Wainwright, Alaska." In ASME 2007 Power Conference. ASMEDC, 2007. http://dx.doi.org/10.1115/power2007-22068.
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A study team was commissioned by Headquarters, United States Army Installation Management Command (HQ IMCOM), under the leadership of the U.S. Army Engineer Research and Development Center-Construction Engineering Research Laboratory (ERDC-CERL), to determine the electric power requirements of Fort Wainwright, Alaska (FWA) through the year 2020, and energy supply alternatives to meet these requirements. Of particular importance was the impending winter and the fact that the installation thought it would not have the ability to meet all electrical demand, in approximately six months. Although several studies of the FWA electric power situation were performed over the past few years, the major concern was that recent increases in demand due to new construction brought about by newly added troop deployment units to the installation, a reduction in the number of facilities scheduled for demolition, coupled with the temporary loss of some generating capacity from the FWA Central Heating and Power Plant (CHPP), could result in a power shortfall during the upcoming 2006/2007 winter season. The study involved the following six primary tasks: (1) Establishing the generating capabilities of the FWA CHPP as well as FWA’s electric power import capacity, based on existing interties to the local utility; (2) Determining the annual electric power requirements through the year 2020; (3) Performing a limited condition assessment of the CHPP-related electrical system to identify critical items in need of repair/replacement; (4) Determining the ability of the local electric utility and other electric power suppliers to meet FWA electric demands through the year 2020; (5) Identifying options for meeting any electric power shortfalls likely to occur through the year 2020; and (6) Identifying methods and costs to improve electrical reliability focusing on redundart equipment and systems. The study determined that the potential power shortfall ranged from 2.3 megawatts (MW) to 3.8 MW for the winter of 2006/2007; 3.6 MW to 5.1 MW for the winter of 2007/2008; 6.3 MW to 7.8 MW in 2011; and 9.7 MW to 11.2 MW by the year 2020, Furthermore, the study corroborated earlier reviews that the switchgear was in immediate need of attention to ensure safe and reliable operation. The subsequent recommendations, which were implemented, included the installation of a nominal 7.5 megavolt-ampere (MVA) transformer to increase import capacity to meet potential shortfalls between 2006 and 2007 and a detailed review of the switchgear condition. Recommendations for upgrade of the switchgear are being pursued, along with further increase in transformer capacity (2 × 20 MVA substation) to ensure no electric power shortfalls through the year 2020.