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USAG-Wiesbaden

USAG-Wiesbaden . Sustainability Goals. Infrastructure Final Strategic Goal Slide 1. Goal : Ensure development of an adaptable, cost effective infrastructure that sustains a mutually beneficial relationship with local communities. End State :

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USAG-Wiesbaden

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  1. USAG-Wiesbaden Sustainability Goals

  2. Infrastructure Final Strategic Goal Slide 1 • Goal:Ensure development of an adaptable, cost effective infrastructure that sustains a mutually beneficial relationship with local communities. • End State: • Integrate sustainable procedures into all planning instruments • Use of resources (top 5 consumer consumption categories) is reduced to a technically feasible level – reduction by 3% annually • Carbon neutral footprint by 2032 • Consolidate organizational functions into efficient & adaptable facilities • Geographical consolidation

  3. Final Strategic Goal - Slide 2 Issues Addressed: • Community safety, damage to environment, heath impacts on surrounding population • Traffic congestion, lack of easy access to A66, lack of parking, current required number of Access Control Points • Required facilities/land not available with current footprint • Host nation relations - image problem due to resource consumption & waste streams greater per capita than for HN • Security of energy supply (reduce usage of non-renewable energy sources) • Optimize level of service with cost of delivery • Co-use of facilities services • Establish energy performance contracts to reduce energy consumption • Timeframe: • Pilot project < 1 year and proceed based on success, review as required based on mission requirements • Energy performance contracts – 2 years • Completed by 2032

  4. Final Strategic Goal – Slide 3 • Proponent Organization: Chief DPW – Master Planning, Engineering, Business Operations Integration Office, Environment • Team Member/Role: Chief of Master Planning • Team Member/Role: Chief of Engineering • Team Member/Role: Chief of Operations and Maintenance • Team Member/Role: Chief of Environmental • Team Member/Role: Chief of Business Operations Integration Office • Team Member/Role: Chief of Stationing Management Transformation Office • Team Member/Role: Director of DMWR • Team Member/Role: Public Affairs Office • Team Member/Role: Host Nation Relations • Team Member/Role: State Government of Hessen • Team Member/Role: Local Municipalities • Team Member/Role: Tenant Organizations, Families, Soldiers, Civilians, Local Nationals and Retirees • Team Member/Role: Local Service Providers

  5. Final Strategic Goal - Slide 1 • Goal: A well-informed, integrated German-American Wiesbaden Community sustains the mission and enhances quality of life & environment Near Term Targets: • Regular G-A meeting forums to share information and strategies and build relationships • Reduced information release times by re-established local PAO / Commander release authority per the USAREUR Crisis Communication Handbook • Consolidated number of media outlets • Utilized simultaneous interpreting equipment

  6. Final Strategic Goal - Slide 2 Mid Term Targets: • Upgraded communication IT infrastructure by 2012 • The Garrison website is the go-to place for on-demand, real-time information, including bringing in-processing and other services on-line (advocate for rules / regulations that reflect the current technological communication needs) • Upgraded G-A Crisis Action partnerships • Improved bi-lateral decision-making processes Long Term Targets: • Global connectivity to all community members by 2032 • Real-time simultaneous language translation - written and verbal

  7. Final Strategic Goal - Slide 3 • End State: • Mutually informed integrated communities trust each other and optimize quality of life • Fully-funded and staffed USAG meets state-of-art customer information needs through centralized, readily available source (communication methods and technology) • Timeframe: 2008-2032

  8. Final Strategic Goal - Slide 4 • Issues Addressed: • Lack of orientation to HN activities/culture and resources • Lack of knowledge within USAG community of German laws (e.g., DUI laws) • Lack of promotion / communication of US Army environmental protection / sustainability actions  internal and external • Decreasing BA43 funding availability (joint German-American events) • Communication strategy for “new” generation  new technology and new media • Need personnel skills for new technology • Rules and regulations meet the common sense test – PAO can share USAG-specific information unconstrained • Rules and regulations reflect the current technological communication needs • Language barrier • Duplication of media and information outlets

  9. Final Strategic Goal – Slide 5 • Proponent Organization: PAO & GRA (Government Relations Advisor) • Team Member/Role: Lord Mayor’s XO / Advise and coordinate HN participation • Team Member/Role: USFLO / State level advisor • Team Member/Role: IMCOM-E PAO & 7th Army PAO / HQ advisor • Team Member/Role: IMCOM-E SMEs / Subject matter advisors • Team Member/Role: DMWR School Liaison Office (SLO); Event Coordinator; Newcomer Representative / HN relations and customer support • Team Member/Role: Airfield Management / Noise abatement issues • Team Member/Role: DPW / HN relations in construction and master planning • Team Member/Role: DES / HN security partnership and crisis management • Team Member/Role: 102nd SIG / Lead for IT upgrade • Team Member/Role: DPTMS / HN security partnership and military coordination • Team Member/Role: JMTC / Range control issues

  10. Materials and WasteStrategic Goal • Goal: Reduce consumption of non-renewable materials and disposal of waste by 75% using sustainable and virtual technology toward lifecycle management of products and services • End State: Total integration supply and service choices set in a virtual environment to minimize use of fossil fuel, increase efficiency, and minimize environmental impacts associated with supporting and sustaining our Installation. • Issues Addressed: Waste, labor, energy use, sustainability of logistical services, fuel security, environmental impacts, cost, emissions of CO2 • Timeframe: 2032

  11. Materials and WasteStrategic Goal Goal Team Members: • Proponent Organization: DOL; asset and material mgmt. • Team Member/Role: DPW; recycling, waste mgmt., energy consumption • Team Member/Role: DOIM; info mgmt. • Team Member/Role: DRM; TDA, funding • Team Member/Role: Suppliers – GSA, DLA • Team Member/Role: WCC/GPC team; contracting services • Team Member/Role: IMCOM-E; support

  12. Military & Community Services Final ISSP Goal Optimal community services via collaboration, consolidation and creation of stream-lined, customer focused, sustainable services that improve the quality of life and well being of the Army Family.

  13. Military & Community Services Final ISSP Goal End State: • Long Term (16 – Beyond): Instantaneous connectivity and notification of demographic information and needs of the assigned Army Family Member. • Virtual in-processing, on-line services and interaction • Standardized Operations/Processes w/ customized services

  14. Military & Community Services Final ISSP Goal End State: (cont) • Mid Term (6 – 15): Information sharing and real-time collaboration. • Use RFID and digital identification verification to eliminate keystrokes and mouse clicks • Virtual in-processing, on-line services and interaction • Develop by 2010 a Command OP Ord consolidating duplicative services

  15. Military & Community Services Final ISSP Goal End State: (cont) • Short Term (Present – 5): Streamline business processes to reduce employee to customer ratios while speeding services • Develop a Military/Community Services Cross Functional Team (CFT) responsible for developing the Sustainability ‘Way Ahead’ for USAG Wiesbaden Regional Bootprint (footprint) in the Services Area • Develop a Community Information Center • Centralization of In/Out-processing Center • Paperless operations: eliminate paper publications and advertisement

  16. Military & Community Services Final ISSP Goal Targets: • 75% Reduction of duplicated resources and services within the community. (Long term) • 30 – 40% Increase in services delivery (utilization and profitability) – 50% Stretch • 10% Annual increase in Customer Satisfaction • 5% Annual Improvement of Virtual, On-line Services and Interaction realized

  17. Military and Community Services Team Members Military and Services Sustainability Cross Functional Team • Proponent Organization: Lean Six Green Belt • Team Member/Role: PAIO – Metrics tracking • Team Member/Role: AAFES – Services • Team Member/Role: DECA - Services • Team Member/Role: DODDS - Services • Team Member/Role: Health Promotion Council • Team Member/Role: DPW - Services • Team Member/Role: DES – Services • Team Member/Role: DOL – Services • Team Member/Role: MWR – Services • Team Member/Role: PAO • Team Member/Role: RSO • Team Member/Role: DOIM

  18. Public Safety, Security, and Law Enforcement Final Strategic Goal (Slide 1 of 4) Goal:Have the right resources at the right time and place to provide safe and secure installations. This will include: • Develop, coordinate and execute a comprehensive plan to address continually changing threats (current and future) • Establish control of training and housing areas • Develop innovative, flexible methods integrated with Host Nation (HN) Counterparts for USAGW to exceed requirements of DOD regulations and policies (internal and external) for force protection, safety, security and law enforcement. Includes leveraging current and emerging technologies. • Near-term target: Determine what changes in FP posture are required to become 4-star HQ by 2009 • Mid-term target: Speed access control on WAAF while increasing screening capacity by 2011 • Long-term targets (by 2033): • Eliminate contract guard services • Implement automation to reduce dependence on manpower. (i.e. motion sensors, cameras, digital identity tags, technology, explosive detection, electronic stand-off envelope)

  19. Public Safety, Security, and Law Enforcement Final Strategic Goal (slide 2 of 4) End State: To achieve fully protected and guarded installations (training areas, housing, and administrative space) IAW DOD & HN force protection, safety, security and law enforcement requirements Summary of Issues Addressed: Transformation effects, direct reporting responsibilities, an expanding footprint, HN and US work place and community safety, human resource requirements, training area controls, readiness for potential terror threats, and HN relations Timeframe: Continual through 2033 and beyond

  20. Public Safety, Security, and Law Enforcement Final Strategic Goal (slide 3 of 4) Proponent Organization: Directorate of Emergency Services (DES) • Team Member/Role: DPTMS • Team Member/Role: DES – Force Protection (FP) • Team Member/Role: Safety • Team Member/Role: DES - Fire Dept • Team Member/Role: Directorate of Public Works (DPW) - Plans • Team Member/Role: Installation Management Command Europe Region (IMCOM-E) – Environmental, O&M, Safety, Construction

  21. Public Safety, Security, and Law Enforcement Final Strategic Goal (slide 4 of 4) • Team Member/Role: 66th Military Intelligence (MI) Field Office - Engineer • Team Member/Role: 7th US Army Joint Multinational Training Command • Team Member/Role: USACE-E Force Protection & Design Engineers • Team Member/Role: Criminal Investigations Division (CID) • Team Member/Role: US Army Europe Personal Security Detachment • Team Member/Role: Bundeswehr Safety • Team Member/Role: Stadt Wiesbaden Planner

  22. Final Strategic Goal Goal: A fully invested community dedicated to creating a sustainable workforce End States: • “Changing While Sustaining” Our diverse workforce lives sustainably through individual awareness, ownership and accountability • “Right People, Right Place, RightTime” Our workforce will be well rounded and adaptable with flexible, malleable skills, with both a customer- and service-oriented mindset • “Readiness Thru Health” A balanced work environment is sustained and exists due to the vested interests of employee/employer in personal welfare, mental health, and physical health • “Workforce Investment - Future Innovation – WI-FI Workforce” Supported by leadership in cutting edge technology for training, education, and customer service

  23. Final Strategic Goal Issues Addressed: • Sustainability ethic • Workforce requirements • Recruitment • Training • Well-being • Communication Timeframe: • Now (and to infinity and beyond!)

  24. Workforce DevelopmentWay Forward • Short term (0-3 yrs) • Dedicated training time for online requirements during normal workday • Flexible hours, improved workspace and ability to telecommute on test basis • Mid term (3-10 yrs) • Work for service through a virtual office • Interactive workspace and customer service over future internet • Long term (5-15 yrs) • Recruit future employees in their teens • Tailor, groom and develop through partnerships, work study and internship to gain broad military experience • Build on existing Army program, expand to LN

  25. Final Strategic Goal Proponent Organization: Directorate of Human Resources (DHR), including Workforce Development Branch, Central Processing Facility, Army Community Education Service Team Members/Roles • Civilian Personnel Advisory Center (CPAC) – technical resource • Appropriated and non-appropriated, local national • Center for Health Promotion and Preventive Medicine (CHPPM) – technical resource • Occupational Health • Health Promotion • 102nd Signal Battalion – technical resource • Wiesbaden Works Council – stakeholder

  26. Final Strategic Goal Team Members/Roles (continued) • Morale, Welfare and Recreation (MWR) – technical resource • Community Recreation Division • Directorate of Plans, Training, Mobilization and Security (DPTMS) – technical resource • Training Officer • Equal Employment Opportunity (EEO) – technical resource • Host Nation Relations – technical resource • Department of Defense Dependent Schools (DoDDS) – technical resource

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