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Organizational Profile

What is it? A snapshot of the organization, the key influences on how it operates, and its key challenges Why is it important? Serves as a “self-assessment” in preparation for strategic planning

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Organizational Profile

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  1. What is it? A snapshot of the organization, the key influences on how it operates, and its key challenges Why is it important? Serves as a “self-assessment” in preparation for strategic planning Helps to identify potential gaps in key information and focus on key performance requirements and business results Documents what the organization considers important Potentially serves as the starting point for action planning if little or no information is available 1. Organizational Description a. Organizational Environment b. Organizational Relationships 2. Organizational Challenges a. Competitive Environment b. Strategic Context c. Performance Improvement System Organizational Profile Plans, Analysis & Integration Office, IMSE-RCK-PAI, DSN: 558-1376 SOUTHEAST REGION, INSTALLATION MANAGEMENT COMMAND

  2. USAG Fort Rucker SWOT STRENGTHS (Internal) WEAKNESSES (Internal) OPPORTUNITIES (External) THREATS (External) STAKEHOLDER/ CUSTOMER INTERNAL PROCESSES LEARNING & GROWTH RESOURCES Plans, Analysis & Integration Office, IMSE-RCK-PAI, DSN: 558-1376 SOUTHEAST REGION, INSTALLATION MANAGEMENT COMMAND

  3. 1a. Organizational Environment (1) Main products & services; delivery mechanisms: Plans, Analysis & Integration Office, IMSE-RCK-PAI, DSN: 558-1376 SOUTHEAST REGION, INSTALLATION MANAGEMENT COMMAND

  4. 1a. Organizational Environment(cont’d) (2) Organization culture; vision, mission, values, guiding principles VISION: We are the Army’s home. We provide a source of balance that ensures: • An environment in which Soldiers and Families can thrive • A structure that supports unit readiness in an era of persistent conflict • A foundation that supports Army Transformation MISSION: To provide the Army the installation capabilities and services to support expeditionary operations in a time of persistent conflict, and to provide a quality of life for Soldiers and Families commensurate with their service Plans, Analysis & Integration Office, IMSE-RCK-PAI, DSN: 558-1376 SOUTHEAST REGION, INSTALLATION MANAGEMENT COMMAND

  5. IMCOM Strategic/Guiding Principles: Leadership Innovation Agility Infrastructure Build and sustain state of the art infrastructure to support readiness and mission execution and enhance the wellbeing of the Military community Optimize resources and employ innovative means to provide premier facilities and quality services Be a streamlined, agile organization that is customer-focused and results-driven in support of current and future missions Develop & retain the best leaders and most professional workforce to accomplish Army goals and objectives Acquire, develop and retain leaders Leverage strategic business partnerships Streamline & standardize processes Demonstrate environmental stewardship Acquire, develop and retain a diverse workforce Deploy fact-based decision making Institutionalize knowledge management Outsource facilities & services when economical Further develop the organizational culture Align resources with strategic priorities Streamline organization structures & clarify roles Plan and design installations for Army Transformation Seek and apply best practices Build relationships of trust and confidence Develop installations through technology Proactively address future risks and opportunities Army Values: Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage

  6. 1a. Organizational Environment(cont’d) • Organization culture; vision, mission, values, guiding principles “…while there are many definitions of organizational culture, all of them focus on the same points: collective experience, routine, beliefs, values, goals, and system. These are learned and re-learned, passed on to new employees, and continues on as part of a company's core identity.” SOURCE: www.organizationalculture101.com • STRENGTHS: • Soldier and family programs • Mission/customer focus • Safety focus • Functional expertise • Interactions with customers • Strong, committed leadership • Dedicated workforce • Experienced, flexible staff • AREAS FOR IMPROVEMENT: • OPTEMPO • Cross-functional communication • Interpersonal communication • Emphasis on learning/growth • “Business as usual” • “Us vs. them” mentality • Team building Plans, Analysis & Integration Office, IMSE-RCK-PAI, DSN: 558-1376 SOUTHEAST REGION, INSTALLATION MANAGEMENT COMMAND

  7. Key benefits Workforce and job diversity Bargaining units (AFGE, WMTC, ILUNA) Health & Safety Reqts 1a. Organizational Environment(cont’d) (3) Workforce Profile SIGNIFICANT DATA GAPS POTENTIAL SOURCES: SGO / TDA / RECORDS PERSONNEL RECORDS PERSONNEL SURVEYS Plans, Analysis & Integration Office, IMSE-RCK-PAI, DSN: 558-1376 SOUTHEAST REGION, INSTALLATION MANAGEMENT COMMAND

  8. 1a. Organizational Environment(cont’d) • Major - • Facilities: MISSION: Ranges, Field Artillery Points, Active Basefields, Active Stagefields, Leased Civilian Airfields, Tactical Training Sites, Testing Sites, Classrooms MOBILITY: Road and Trail Network (Miles Paved, Miles unpaved; Railroads, Acres) COMMUNITY/SOLDIER SUPPORT: Soldier Support Center, DFMWR Facilities, HQ, Network Control, Emergency Services, Post Exchange, Commissary, Hospital and Medical Facilities, Child Development Center, Dependent School Facilities HOUSING: Family Housing, Barracks, Guest Housing • Technologies: Information and telecommunications, CAC, simulation/gaming, fuel distribution, energy, DBIDS • Equipment: Emergency Services, information and telecommunications, training devices, logistics/maintenance, GSA vehicles • Regulatory environment: • Occupational health and safety • Accreditation, certification or registration requirements • Relevant industry standards • Environmental, financial and product regulations Plans, Analysis & Integration Office, IMSE-RCK-PAI, DSN: 558-1376 SOUTHEAST REGION, INSTALLATION MANAGEMENT COMMAND

  9. AMCOM NETCOM ACA CHRA 1b. Organizational Relationships • Organization structure; governance system; reporting relationships among boards, senior leaders, parent organizations TRADOC IMCOM USAACE IMCOM-SE Plans, Analysis & Integration Office, IMSE-RCK-PAI, DSN: 558-1376 SOUTHEAST REGION, INSTALLATION MANAGEMENT COMMAND

  10. 1b. Organizational Relationships • Key customer and stakeholder groups and market segments; key requirements and expectations for products, services, and operations; differences in requirements and expectations between key customer and stakeholder groups and market segments • Sources: SIPOC, customer management services (CMS) assessment, interactive customer evaluation (ICE) data, common levels of support (CLS), service support programs (SSP); further refinement and integration are required • Most important types of suppliers, partners, collaborators and distributors; role these play in work systems and production and delivery of key products and services; are they part of the organization’s innovation processes; most important supply chain requirements • Key supplier and customer partnering relations and communication mechanisms • Opportunities to develop partnerships, collaboration, inclusive roles in service delivery and innovation processes Plans, Analysis & Integration Office, IMSE-RCK-PAI, DSN: 558-1376 SOUTHEAST REGION, INSTALLATION MANAGEMENT COMMAND

  11. 2a. Competitive Environment • Organization’s competitive position; relative size and growth in the industry or markets served; numbers and types of competitors • Principal factors that determine success relative to your competitors; key changes taking place that affect the competitive situation, including opportunities for innovation and collaboration • Key sources of comparative and competitive data from within your industry; key sources of competitive data from outside industry; limitations to obtain these data • THREATS: • Competition in local communities • Transformation • Usurping of Garrison functions • BRAC • Encroachment • Pace of change • Lack of emphasis on learning/growth • OPPORTUNITIES: • Untapped markets • BRAC • Transformation • JLUS; ACUB • Partnerships • CES, NSPS Plans, Analysis & Integration Office, IMSE-RCK-PAI, DSN: 558-1376 SOUTHEAST REGION, INSTALLATION MANAGEMENT COMMAND

  12. 2b. Strategic Context • Key business, operational, and human resource strategic challenges and advantages • Key strategic challenges and advantages associated with organizational stability • USAG FORT RUCKER STRATEGIC CHALLENGES • Taking care of Soldiers, Families, civilians and customers • ARFORGEN and mission support • Personnel management (attrition, recruitment, retention, development, growth and well-being) • Improving and developing infrastructure • Integrated planning for a sustainable future (mission, environment, community, well-being) • Customer needs/expectations • Aligning resources to priorities • Leveraging partnerships and external resources • Improving internal/external communications Plans, Analysis & Integration Office, IMSE-RCK-PAI, DSN: 558-1376 SOUTHEAST REGION, INSTALLATION MANAGEMENT COMMAND

  13. US Army Garrison – Fort Rucker Strategic Goals • Enhance support to ARFORGEN and mission training • Sustain, transform and modernize the installation • Enhance well-being of the military community • Develop and sustain a service-oriented, mission-focused and capable workforce • Transform business processes to optimize resources Plans, Analysis & Integration Office, IMSE-RCK-PAI, DSN: 558-1376 SOUTHEAST REGION, INSTALLATION MANAGEMENT COMMAND

  14. ARMY STRATEGIC IMPERATIVES Sustain our Soldiers, Families and Army Civilians Prepare our Soldiers for success in the current conflict Reset expeditiously for future contingencies Transform to meet the demands of the 21st Century ACP 2.0 Provide facilities, programs & services to support the Army & Army Families Strengthen Soldier and Family Readiness to make the Army Family Covenant a Reality Develop & retain the best leaders and most professional workforce to accomplish Army goals and objectives Maintain and improve facilities, services, infrastructure, environmental and energy sustainability Be a streamlined, agile organization that is customer-focused and results-driven in support of current and future missions IMCOM STRATEGIC PRINCIPLES LEADERSHIP INNOVATION AGILITY INFRASTRUCTURE IMCOM CUSTOMER-FOCUSED GOALS Provide Army standard, predictable support services that optimize available resources and support the Total Army Optimize resources and employ innovative means to provide premier facilities and quality services Adapt Army installations, programs and services to support an expeditionary Army, and the Future “Army Community” Build and sustain state of the art infrastructure to support readiness and mission execution and enhance the wellbeing of the Military community USAG FT RUCKER STRATEGIC GOALS Enhance well-being of the military community Develop and sustain a service-oriented, mission-focused and capable workforce Enhance support to ARFORGEN and mission training Sustain, transform and modernize the installation Transform business processes to optimize resources Alignment to Army-Level Strategy

  15. CORPORATE MANAGEMENT PROCESS Strategy Driven Customer Oriented • Continually refine agency strategy • Translate corporate strategy to organization performance and individual performance plans • Generate resource requirements to execute strategy • Fund programs and requirements • Set performance targets Planning Resourcing Sustainability Continuous Improvement Well-Being Improving Performing • Deliver products and services • Measure and report performance • Communicate with customers • Improve internal processes • Improve service quality and delivery • Generate efficiencies • Improve effectiveness Decisions Based on Facts Results to Standard 2c. Performance Improvement System • Key elements of the organization’s performance improvement system, including the evaluation and learning processes • Lean Six Sigma program - DMAIC gated projects - JDI non-gated projects • Executive Quality Council • Performance Management Review (PMR) • Organizational Self Assessment (OSA)

  16. Organizational Profile Assessment • Organizational Description a. Organizational Environment • Organization culture should be further defined • Data gaps in workforce profile should be addressed b. Organizational Relationships • Customer requirements and expectations generally understood; requires refinement and integration • Define/pursue opportunities to develop partners, collaborators, inclusive roles in service delivery and innovation processes • Organizational Challenges a. Competitive Environment • Macro-level environmental scan should be completed b. Strategic Context • Further develop objectives, measures, targets, initiatives and action plans c. Performance Improvement System • Mature into a corporate management process Plans, Analysis & Integration Office, IMSE-RCK-PAI, DSN: 558-1376 SOUTHEAST REGION, INSTALLATION MANAGEMENT COMMAND

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