Strategic Alignment & Development Plan

1. Strategic Alignment & Development Plan

2. CII Vision • To be the Commanders most trusted source for analysisand innovation. • To be The Commanders: All Commanders, Wg/CC  Flt CC • Most Trusted Source: Skilled practitioners, a transparent method, and data driven decisions • For Analysis: We collect and analyze data to identify needs • And Innovation: We draw from national best practice and search out innovation that fits identified needs.

3. CII Mission Build betterleadersthrough analysis Build better: Educate, motivate and inspire Leaders: Based on our program outcomes Align SOC objectives with CC vision through continuous process improvement and innovation

4. CII Priorities • To measure the extent that SOC meets its Program Outcomes • Lead at the tactical level employing the full range of leadership behaviors necessary to achieve success • Exercise leadership that reflects the AF Core values and employs concepts of accountability, diversity, and coaching/mentoring to facilitate effective mission execution. • Employ problem-solving, decision-making and process improvement tools to meet mission challenges at the tactical level. • Explain the broad capabilities and roles airpower plays in joint and coalition operations to achieve national objectives. • Forge professional relationships to facilitate teamwork at the tactical level. • To identify SOCs critical few critical tasks and align them with the commanders vision using them to measure the health of the system • Do this by establishing a baseline and future state then applying innovation effectively to bridge the gap.

5. CII Goals Identify opportunities for information synchronization and reduce bottlenecks Increase number of SOC partnerships; Leverage new and existing, internal and external partnerships Establish an enduring working group as the repository of innovation and CI efforts at SOC

6. CII Objectives • Identify: • our internal/external customers • the product that the system creates • the key processes that “touch” product • the key inputs to those processes • the process owners • data collecting and measuring methods

7. Kinard, Batey, Noonan Bet, Evey Clayton, Ziggy, Tamez, Quinlan

8. SOS SIPOC Breakdown

9. Suppliers & Input • Suppliers • Unit CC’s • Students • Faculty (instructors and staff) • Speakers • Requirements: • HAF/A1, AETC, AU, Spaatz • 42 ABW • Prisoner, Civil Service, FSS, FM • Contractors • TAV, Gym, ITT Execelis • Input • Data • Air Force/Life Experiences • Guidance/PME Requirements • Feedback • Personnel and Infrastructure • Students • IT Platforms (iGecko, Blackboard) • Curriculum (Lesson Mat, Experiential) • Mission Support Resources • Custodial Support, Building/power

10. Process & Output • Process (How) • Curriculum: • - Create/Delete/Modify lesson content • - Collect feedback (Surveys, Data pts) • Faculty: • - TPAE (Initial Faculty Development) • - Create/Share Best Practices • - Continuous faculty advancement • - Evaluate • i.e. grading norming, faculty evals, lesson evals, peer (Instructor DG vs Student Opinion) • Student: • - Synthesis Information • Classroom, Polifka • - Establish Behavior Patterns • Experientials, Graded Events • Output • World Class Education Experience

11. Customer • Internal • Student: • Direct Consumer; receives knowledge from multiple processes have vested interest in courses quality. • Faculty: • Enabling infrastructure; directly impacts quality and delivery of the curriculum. Credibility of education in leadership. • Also product of the system: World Class Leader at Mastery level • External • Unit Commander: • Receive the CGO post course, expect the CGO to positively impact the units mission. • CGO Core: • Direct users of SOC product • Identify the critical process done at SOC • Downstream Feedback • Pull System

12. Oversight • Project Champion: • AETC MAJCOM CC • Sec/AF • CSAF • SOC/CC • AU/CC • Spaatz/CC • Have statutory requirements to organize, train, and equip • Mentors and Guides education requirements