organizational profile what is it? a snapshot of the organization, the key influences on how it...

Organizational ProfileWhat 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

SOUTHEAST REGION, INSTALLATION MANAGEMENT COMMANDPlans, Analysis & Integration Office, IMSE-RCK-PAI, DSN: 558-1376

USAG Fort Rucker SWOT

• Soldier/Family programs• Mission/Customer focus• Religious support• Community relations• ARFORGEN support

• Understanding customer needs• Aging infrastructure• Educating customers about products and services

• Transformation• BRAC• ACUB; JLUS• Customer services management• Strategic communications

• Economic outlook• Competition from local eateries and entertainment venues• Decisions at higher levels impact capability to provide services

• Lean Six Sigma initiatives• Award-winning services• Safety focus• Infrastructure modernization efforts

• Hiring process• Strategic planning/integration• Prioritization of resources• CLS/SGO implementation• Cost management culture

• “Enterprise” systems (GFEBS,

DIMHRS, EPM)• New technologies to enhance support processes• Integrated planning efforts• Performance Management

• OPTEMPO; short-fuse tasks• Other ACOMs usurping Garrison functions• New system fielding without resources to implement

• Functional expertise• Interaction with customers• Communication with tenants

• Lack of emphasis on Civilian • Education System (CES)• Employee/leader development• Information sharing• Organizational and inter-personal communication

• NSPS• Civilian Education System• Developing multi-functional expertise• Knowledge management• Team building

• Negative perceptions of IMCOM/Garrison programs• Lack of information flow/sharing• Loss of intellectual capital• Pace of change in technology• “Us vs. them” mentality

• Strong, committed leadership• Dedicated workforce• Experienced, flexible staff• Robust infrastructure• Leveraging external sources of funding

• Age-enhanced workforce• $$ for personnel training• Visibility of resources• Constrained budget• Life cycle replacement program

• MILCON• Partnerships/relationships• Untapped patronage• Attrition/new personnel• Capital investments• Reimbursable services

• Funding constraints• TDA & MTOE shortfalls• Unfunded mandates• Overall employee well-being• SGO vs. external org structure• Inaccurate resourcing models

STRENGTHS(Internal)

WEAKNESSES(Internal)

OPPORTUNITIES(External)

THREATS(External)

RESO

URC

ESLE

ARN

ING

&G

ROW

THIN

TERN

ALPR

OCE

SSES

STAK

EHO

LDER

/ CU

STO

MER


(1) Main products & services; delivery mechanisms:

1a. Organizational Environment


(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

1a. Organizational Environment (cont’d)


Army Values: Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage

Leverage strategicbusiness partnerships

Deploy fact-based decision making

Align resources withstrategic priorities

Seek and apply best practices

Streamlineorganization structures& clarify roles

Streamline& standardizeprocesses

Institutionalizeknowledge management

Build relationships of trust and confidence

Demonstrateenvironmental stewardship

Outsource facilities &services wheneconomical

Plan and design installations for ArmyTransformation

Develop installationsthrough technology

Be a streamlined, agile organization that is customer-focused and results-driven in support of current and future missions

Optimize resources and employ innovative means to provide premier facilities and quality services

Build and sustain state of the art infrastructure to support readiness and mission execution and enhance the wellbeing of the Military community

Proactively address future risks andopportunities

Acquire, develop andretain leaders

Acquire, develop andretain a diverseworkforce

Further develop theorganizational culture

Develop & retain the best leaders and most professional workforce to accomplish Army goals and objectives

IMCOM Strategic/Guiding Principles:Innovation Agility InfrastructureLeadership

(2) 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


(3) Workforce ProfileEMPLOYEE GROUPS EDUCATION LEVELS KEY REQUIREMENTS EXPECTATIONS

MILITARY (OFF, ENL)

DAC

NAF

WG

Contractors

Volunteers

POTENTIAL SOURCES: SGO / TDA / RECORDS PERSONNEL RECORDS PERSONNEL SURVEYS

Workforce and job diversity

Key benefitsBargaining

units(AFGE, WMTC, ILUNA)

Health & Safety Reqts



(4) Major - Facilities:

MISSION: Ranges, Field Artillery Points, Active Basefields, Active Stagefields, Leased Civilian Airfields, Tactical Training Sites, Testing Sites, ClassroomsMOBILITY: 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 FacilitiesHOUSING: 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

(5) Regulatory environment: Occupational health and safety Accreditation, certification or registration requirements Relevant industry standards Environmental, financial and product regulations



(1) Organization structure; governance system; reporting relationships among boards, senior leaders, parent organizations

USAACE IMCOM-SE

TRADOC IMCOM

1b. Organizational Relationships

AMCOMNETCOMACACHRA


(2) 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

(3) 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

(4) Key supplier and customer partnering relations and communication mechanisms

Opportunities to develop partnerships, collaboration, inclusive roles in service delivery and innovation processes

1b. Organizational Relationships


(1) Organization’s competitive position; relative size and growth in the industry or markets served; numbers and types of competitors

(2) Principal factors that determine success relative to your competitors; key changes taking place that affect the competitive situation, including opportunities for innovation and collaboration

(3) Key sources of comparative and competitive data from within your industry; key sources of competitive data from outside industry; limitations to obtain these data

2a. Competitive Environment

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


(1) Key business, operational, and human resource strategic challenges and advantages

(2) Key strategic challenges and advantages associated with organizational stability

USAG FORT RUCKER STRATEGIC CHALLENGES

1. Taking care of Soldiers, Families, civilians and customers2. ARFORGEN and mission support3. Personnel management (attrition, recruitment, retention, development, growth and well-

being)4. Improving and developing infrastructure5. Integrated planning for a sustainable future (mission, environment, community, well-

being)6. Customer needs/expectations7. Aligning resources to priorities8. Leveraging partnerships and external resources9. Improving internal/external communications

2b. Strategic Context


US Army Garrison – Fort Rucker Strategic Goals

1. Enhance support to ARFORGEN and mission training

2. Sustain, transform and modernize the installation3. Enhance well-being of the military community4. Develop and sustain a service-oriented, mission-

focused and capable workforce5. Transform business processes to optimize

resources


Alignment to Army-Level Strategy

Strengthen Soldier and Family Readiness to make the Army Family Covenant a Reality

Maintain and improve facilities, services, infrastructure, environmental and energy sustainability

Provide Army standard, predictable support services that optimize available resources and support the Total Army

Adapt Army installations, programs and services to support an expeditionary Army, and the Future “Army Community”

Develop & retain the best leaders and most professional workforce to accomplish Army goals and objectives

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

Build and sustain state of the art infrastructure to support readiness and mission execution and enhance the wellbeing of the Military community

IMCO

M C

UST

OM

ER-F

OCU

SED

GO

ALS

IMCO

M STRATEG

IC PRINCIPLES

LEADERSH

IP INN

OVATIO

N AG

ILITY INFRASTRU

CTURE

ACP 2.0 Provide facilities, programs & services to support the Army & Army Families

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

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

USAG FT RUCKER

STRATEGICGOALS

(1) 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)

2c. Performance Improvement System

Sustainability

Continuous Improvement

Well-Being

Planning Resourcing

Perform

ing

Improving

• Continually refine agency strategy

• Translate corporate strategy to organization performance and individual performance plans

• Improve internal processes

• Improve service quality and delivery

• Generate efficiencies• Improve effectiveness

StrategyDriven

Results toStandard

• Generate resource requirements to execute strategy

• Fund programs and requirements

• Set performance targets

• Deliver products and services

• Measure and report performance

• Communicate with customers

Customer Oriented

Decisions Based on Facts

CORPORATECORPORATEMANAGEMENTMANAGEMENTPROCESSPROCESS

Organizational Profile Assessment

1. Organizational Descriptiona. 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

2. Organizational Challengesa. 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


organizational profile what is it? a snapshot of the organization, the key influences on how it...

Documents

organizational challenges

key information

organizational description

organizational relationships

organizational profile

analysis integration

key challenges

key performance requirements