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COMMAND ORGANIZATIONAL ASSESSMENT (OA) EXECUTIVE SUMMARY

COMMAND ORGANIZATIONAL ASSESSMENT (OA) EXECUTIVE SUMMARY. MM1 (SW/AW) Jackson SPAWAR Claimancy EOA 9 June 2010. www.spawar.navy.mil www.deomi.org. Equal Opportunity. Mission Readiness. Sailors. Cultural Norms Vs. Transformation. Military Equal Opportunity Program:

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COMMAND ORGANIZATIONAL ASSESSMENT (OA) EXECUTIVE SUMMARY

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  1. COMMANDORGANIZATIONAL ASSESSMENT (OA) EXECUTIVE SUMMARY MM1 (SW/AW) Jackson SPAWAR Claimancy EOA 9 June 2010 www.spawar.navy.milwww.deomi.org

  2. Equal Opportunity Mission Readiness Sailors

  3. Cultural Norms Vs. Transformation • Military Equal Opportunity Program: • Proactive Military EO Program in the prevention of potential sexual harassment, discrimination, and leadership issues. • Command ownership and support to enhance mission readiness. • Recognizing and preventing systemic issues within the command. • Aligning the Military EO Program to proactively prevent potential harassment, discrimination, and leadership issues. Cultural Norms Vision: Maximize program efficiency and provide 100% Military Equal Opportunity Program support and capability; in the prevention of sexual harassment, discrimination, and leadership issues to enhance mission readiness and benefit our sailors. • Military Equal Opportunity Program: • Reactive to harassment and discrimination issues. • Does not support Command mission readiness. • Unable to perform checks and balances for potential issues. • Lack of command ownership, responsibility, and accountability.

  4. Agenda Purpose Definitions Inner Workings Executive Summary Sample Command’s Responsibilities Essentials Summary Reference: OPNAVINST 5354.1F

  5. Purpose Executive Summary • Explain the Process • Identify Organizational Assessment Findings (SWOT) • Recommendations and Corrective Actions • Accountability (Official Signed Document)

  6. Definitions • Organizational Assessment • Using the Triangulation Method to determine the “health” and functional effectiveness of an organization by examining such factors as morale, teamwork, and communication • Review of records and reports • Individual interviews • Observations • Focus Groups • Other methods deemed appropriate by commander

  7. Definitions Continued • Triangulation Method • The process of identifying areas of concern or issues related to command climate by finding areas of commonality in a minimum of three areas of the command assessment. For example, evidence of SH in DEOCS, observations and interviews • Executive Summary • Formal correspondence summarizing a completed command climate assessment to include significant findings and recommended corrective actions

  8. Inner Workings Addressees Background (Reason for Survey) Assessment Methodology (Process) Survey Results (Demographics, Areas of Concern, and Comments) Dates: Survey Date, Records Review, Focus Group/Interview Scheduling, and Observations Substantiated/Non-Substantiated Positive Findings Recommendations

  9. Executive Summary Sample

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  18. First Endorsement Sample

  19. Responsibilities • Commanders, Commanding Officers, and Officers-in-Charge shall: • Assess their command within 90 days of assuming command with annual follow-up assessments during their command tenure • Ensure submission of Organizational Assessment Executive Summary to Echelon III EOA via ISIC within 60 days of completing assessment • In absence of an Echelon III EOA, the command should forward the summary to the Echelon II EOA

  20. Essentials Do Not Filter Raw Data and Findings (Maintain Program Integrity) Use the Voice of the Sailor Not You Maintain Command Ownership and Continuously Monitor Climate Substantiate Findings (Metrics) Maintain Responsibility and Authority to Commander

  21. Summary Purpose Definitions Inner Workings Executive Summary Sample Command’s Responsibilities Essentials

  22. …A Journey to the Truth… …The Road Less Traveled is Often the Best Path to Take… CHARACTER:

  23. Questions?MM1 Jackson - joshua.j.jackson1@navy.mil(619) 206-9100 www.spawar.navy.milwww.deomi.org

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