Army Communities of Excellence 2013 by Georgia National Guard

GEORGIA ARMY NATIONAL GUARD FY 13 ARMY COMMUNITIES OF EXCELLENCE AWARD

Applicant:

Georgia Army National Guard 1000 Halsey Ave, Bldg 447 Clay National Guard Center Marietta, Georgia 30060

Highest Ranking Official:

Maj Gen James Butterworth The Adjutant General Georgia Department of Defense 1000 Halsey Ave, Bldg 447 Clay National Guard Center Marietta, Georgia 30060 678-569-6001 E-mail: james.b.butterworth@us.army.mil

Commander Ga Army National Guard: BG Joseph Jarrard Commander, GaARNG 1000 Halsey Ave, Bldg 447 Clay National Guard Center Marietta, Georgia 30060 678-569-6001 E-mail: joseph.jarrard@us.army.mil

Official Point of Contact:

MAJ(R) Larry Deaton Strategic Management Office 1000 Halsey Ave, Bldg 447 Clay National Guard Center Marietta, Georgia 30060 678-569-3560 E-mail: larry.deaton@us.army.mil

DEPARTMENT OF DEFENSE GEORGIA NATIONAL GUARD JOINT FORCE HEADQUARTERS – GEORGIA 1000 Halsey Ave, Building 447 Marietta, GA 30060

NGGA-TAG

16 July 2012

MEMORANDUM FOR: Chief, National Guard Bureau, (Attention: NGB-ARZ-DI /ACOE Program/Ms. Thurman), 111 S. George Mason Drive, Arlington, Virginia 22204-1382 SUBJECT: Army Communities of Excellence (ACOE) Award Competition, The Adjutant General’s Endorsement

1. Reference Memorandum, NGB-ARZ-DI, Army Communities of Excellence (ACOE) Program Guidance Memorandum of Instruction (MOI) for FY 13, dated 15 March 2012. 2. We are proud to submit the Georgia Army National Guard (GaARNG) Army Communities of Excellence Award application for FY 2013. Using the Army Process Improvement Criteria (APIC) and the FY 2011 Baldrige Criteria has clearly focused the entire GaARNG on our strengths and areas for improvement. This critical self-examination of the organization generates a greater return for our Soldiers and Georgia’s citizens. 3. The Georgia ACOE Award Competition Packet complies with the four special prerequisites. JFHQ-Georgia has met these prerequisites as stated below: a. Our submission is focused on installation management business (i.e. facility support, base operations). Submission based on APIC criteria as it relates to installation management business. b. We have a viable master planning capability, an approved master planner, and real property planning components maintained in accordance with AR 210-20. c. JFHQ-Georgia does not have any open or pending environmental Notices of Violation (NOVs). d. Real property management controls are in place consistent with AR 405-45, Real Property Inventory Management. 4. I verify that the JFHQ-Georgia submitted narrative packet accurately reflects a valid assessment of the organization. The submitted narrative packet was original work created without unauthorized outside contractor support. 5. If JFHQ-Georgia is selected as an award recipient, I will support sharing of our application packet results in the spirit and practice of sharing best practices and building organizational knowledge. We welcome the ACOE evaluation team to Georgia to see a truly world-class organization that embodies our core values of ―Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage.‖ 6. The point of contact for submitted ACOE Assessment is MAJ (R) Larry Deaton, 678-569-3560.

Table of Contents Organizational Structure Chart……………………………………..…………..……….…..A Organizational Profile…………………………………………………..………….…….……i P.1 Organizational Description……………….……………..…………...…….…..i P.2 Organizational Situation….……………………..………..…………………..….iv Category 1 – LEADERSHIP…………...………………………………..……………….…..1 1.1 Senior Leadership………………………………..…………..……………….….1 1.2 Governance and Social Responsibilities………………...………..……….......5 Category 2 – STRATEGIC PLANNING…..……………………...………..…………….….8 2.1 Strategy Development……………………………………………..……………..8 2.2 Strategy Implementation……………………………………….…..…………….11 Category 3 – CUSTOMER FOCUS………………………….…………………..………….14 3.1 Voice of the Customer………………………………….……………..………….14 3.2 Customer Engagement……………………….………………………..………...16 Category 4 – MEASUREMENT, ANALYSIS, AND KNOWLEDGE MANAGEMENT......20 4.1 Measurement and Analysis of Organizational Performance………………....20 4.2 Management of Information, Knowledge, and Technology…………….…….22 Category 5 – WORKFORCE FOCUS………………………………….…………..............25 5.1 Workforce Environment…………………………………………………….…….25 5.2 Workforce Performance………………………………….………………….……27 Category 6 – PROCESS MANAGEMENT…………………………….………………...….30 6.1 Work Systems…………………………….……………………………………….30 6.2 Work Processes………………………………………….………………………..32 Category 7 – BUSINESS RESULTS………………………………………………....……..36 7.1 Product and Service Outcomes…………………………………………….......36 7.2 Customer-Focused Outcomes………………………………….……………….39 7.3 Workforce-Focused Outcomes………………………….……………………....41 7.4 Leadership and Governance Outcomes…………………………………...…..45 7.5 Financial and Market Outcomes…………………………………….…………..49 GLOSSARY OF TERMS AND ABBREVIATIONS……………………………….….……..50 Notes / Comments……………………………………………….……………...........56

Georgia Army National Guard

Organizational Chart

THE ADJUTANT GENERAL OF GEORGIA Maj Gen James B. Butterworth

Georgia USPFO Col R. Poppell

Georgia Air National Guard Commander Maj Gen T. Moore

Georgia Special Staff

Georgia State Defense Force Commander BG Bradford

Safety Inspector General Staff Judge Advocate Chaplain

Georgia Army National Guard Commander BG Joseph Jarrard

Facilities Management Officer Director of Public Affairs

Chief of Staff COL W. Dent

State Administrative Services

CCWO CW4 Golden

State CSM CSM J. Nelson

State Surgeon

48th IBCT COL King

G1 Personnel LTC Simmons

78th HRF COL Scholes

G2 Intelligence COL Knowlton

Georgia Army National Guard

560th BfSB COL Carden

G3 Operations COL Carden

G4 Logistics COL Wilson

648th MEB COL Hall

78th AVN TC COL Gaston

G6 Information Management Col Day

G8 Resource Management COL Edge

Page A

_____________________________________________________________________________Organizational Profile

ORGANIZATIONAL PROFILE P.1 Organizational Description P.1a. Organizational Environment The Georgia ARMY National Guard (GaARNG) is a constitutionally mandated militia and reserve component of the United States Army. The GaARNG consists of more than 11,100 Citizen-Soldiers training in more than 79 hometown armories and regional facilities across the state. The GaARNG is the eighth largest in the nation and includes combat, combat support and combat service support units. The GaARNG is organized into five major subordinate th commands of the 48 Infantry Brigade Combat Team in th Macon; the 78 Homeland Response Force at Clay th National Guard Center in Marietta; the 78 Aviation th Troop Command also at Clay; the 560 Battlefield th Surveillance Brigade in Ellenwood; and the 648 Maneuver Enhancement Brigade in Columbus. P.1a(1) Products and Services: The GaARNG’s main purpose is to deliver our product of Trained and Ready Units capable of performing unified land operations to support our primary federal customer, The Department of the ARMY. Unit training and readiness is driven by a mission essential task list (METL) to support Federal war fighting requirements. This training enables our units to leverage our federal mission requirements to provide a service of Defense Support to Civil Authorities to support additional federal, state and local customers with homeland security and emergency response operations through Presidential and Gubernatorial executive orders. P.1a(2) Vision and Mission: The Georgia Army National Guard (GaARNG) is almost 289 years old, dating its beginning to General James Oglethorpe’s founding of the colony in 1733. From the mobilization of the colonial militia during the Battle of Bloody Marsh in 1742 to the present, men and women of the GaARNG have always responded well when called. The purpose of the GaARNG is to recruit, organize, equip, train and retain Soldiers who are prepared to accomplish our organizational mission. The organizational core incorporates our Vision, Mission and Values as described below:

GaARNG Vision A leader in ARNG strength and readiness; known for innovation and sought for piloting new doctrine, equipment, and business solutions. The right choice for assignment of future missions and forces. An organization, whose units are postured for effective response across the state in preeminent facilities, filled with high-performance people.

Georgia Army National Guard

GaARNG Mission The Georgia Army National Guard provides trained and motivated forces to the Governor and Combatant Commanders in order to support Unified Land Operations – Offensive, Defensive, Stability and Civil Support.

GARNG Core Values… An organization of excellence that embodies: 

Loyalty



Duty



Respect



Selfless Service



Honor



Integrity



Personal Courage

Our core competencies are our ability to recruit and sustain quality strength and our ability to mobilize and deploy trained, ready Soldiers and ready units when asked by our customers to augment their operations. These competencies support our mission of having well trained and motivated forces to support Unified Land Operations. P.1a(3) Workforce Profile: The GaARNG is authorized approximately 11,100 Soldiers, both Traditional Guardsmen and Full-Time Support staff, who are assigned to five major commands, five major subordinate commands, and a Joint Forces Headquarters Detachment. Our federal military workforce is augmented by civilian state workforce of 319 state employees. Workforce Groups Traditional Guardsman (85% of Total Force ) Full Time Support Workers (15% of Total Force) Active Guard (AGR) Federal Technicians State Employees

807 (44%) 700 (38%) 319 (18%)

Requirements: Effective Training Rewarding Assignments Education Benefits Safe Environment Retirement Benefits

Figure P.1-1 Workforce Profile The Association of Civilian Technicians (ACT) is the labor organization representing our full-time Federal Technician workforce bargaining unit.

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_____________________________________________________________________________Organizational Profile Figure P.1-2 depicts workforce educational levels and illustrates our commitment to continuous learning. Organization Workforce Education Profile Education Warrant Enlisted Officer Total Level Officer Doctorate 2 1 29 32 Masters 44 12 148 204 Bachelors 412 64 619 1095 Some College 680 31 29 740 Other 17 3 25 45 Professional High School 7545 42 8 7595 GED or Eqv 1403 0 1 1404 Figure P.1-2 Education Levels

Organization workforce and job diversity is depicted in Figure P.1-3. Workforce Diversity Gender Comparison Female Male GaARNG 20% 80% State of Georgia 52% 48% Race Comparison White Black Other GaARNG 58% 39% 3% State of Georgia 57% 29% 14% Jobs Combat Arms 28% Combat Support 31% Combat Service Support 27% GF and HQS 14% Figure P.1-3 – Workforce Diversity

P.1a(4) Assets: Understanding the direct effect of information technology on readiness, the GaARNG is continually upgrading in this area. The GaARNG Wide Area Networks (WAN) connect all components of the GaARNG to our headquarters, National Guard Bureau, and the internet. With over 2700 computers deployed throughout the state, GaARNG is able to provide current workstation technology to all full-time and many of its part-time members. We also provide secure e-mail connectivity via the internet to ensure that all members maintain communication. Video teleconferencing and distance learning centers serve to enhance our communication and training capabilities. Figure P.1-4 depicts a summary of our facilities and major equipment end items. P.1a (5) Regulatory Requirements: The GaARNG is established by the Georgia Constitution and is mandated by an act of the Georgia Legislature under Official Code of Georgia Annotated, Chapter 38-2. The GaARNG complies with all United States and the State of Georgia Georgia Army National Guard

legal requirements, while serving as good stewards of the environment and public resources. We follow all Federal, NGB, and State military regulations as they relate to personnel, training, logistics, financial, and environmental issues. Army Regulations (AR) and National Guard Regulation (NGR) 385-10 govern the GaARNG safety program. These military regulations implement the Occupational Safety and Health Act of 1970 as implemented in Executive Order 12196; part 1960, Title 29 Code of Federal Regulation; Department of Defense (DoD) Directive 1000.3; and DOD Instruction 6055.1. The program is designed to be proactive by utilizing a State Safety Council, chaired by the GaARNG Commander, to review safety issues and lessons learned. The Safety Council meets quarterly to address issues identified by employees, subordinate units and the National Guard Bureau.        

         

   



Facilities Clay National Guard Center Georgia Regional Training Institute Georgia Guard Training Center on Ft. Stewart Oglethorpe Armory 77 Armories 11 Field Maintenance Shops 2 Combined Support Maintenance Shops 3 Army Aviation Flight Facilities 6 Distance Learning Centers Major Equipment 27 UH-60 Helicopters 1 OH-58 Helicopters 6 CH-47 Helicopters 4 LUH 72 Helicopters 1 C-26 Fixed Wing Aircraft 2 C-23 Fixed Wing Aircraft 18 Unmanned Aerial Vehicles 2,981 Tactical Wheeled Vehicles 11,419 Small Arms (<.50 Caliber) 1,474 Major Weapon Systems Technology 2,700 Computers 750 SMART Phones 81 Telephone Switching Systems 1 State Wide DATA Net Figure P.1-4 Major Assets

Lessons learned from these safety council meetings are captured using the After Action Review Process (Figure 6.2-3) and the Continuous Improvement Process as found in (Figure 6.2-2) allowing for learning and integration throughout the organization. The Environmental Compliance Strategic Plan is governed by the Environmental Pollution act of 1990, the Clean Environment Legislation Act and AR 200-1. The GaARNG receives numerous inspections by both State and Federal Environmental Compliance Officers. Violations result in Notices of Violation (NOVs) that must be corrected in a timely manner. Currently, the GaARNG has no outstanding NOVs. Page

_____________________________________________________________________________Organizational Profile P.1b Organizational Relationships P.1b(1) Organizational Structure: The GaARNG is organized under the Army management structure outlined in ADP 3.0 as the land component of Joint Force HQ-GA. This structure, depicted in the organizational chart on page A, includes a General Staff, who may be dual hated in the Georgia Department of Defense (GADoD) staff. The GADoD Joint Staff is tasked with the responsibility of providing those special staff functions to the Army Commander as well as the TAG. In addition, special staffs include the Inspector General, Chaplain, Surgeon, and Staff Judge Advocate. They form the governance board and are responsible for legal, moral and regulatory guidance. The General Staff reports to the Chief of Staff and provides full staff support to all components of the GaARNG. P.1b(2) Customers and Stakeholders: The GaARNG’s customers define our marketplace; we have three customer groups (Figure P.1-5). We respond to customer needs under any condition at any time. We are available on a moment’s notice to serve the nation, the state, and/or the community.

maintenance and renovation, youth programs, and state emergency management operations. Key suppliers provide our major weapon systems. We do, however, have limited flexibility in purchasing expendable and consumable items (Figure P.1-7). Key suppliers of funding, both federal and state, provide a key role in our ability to provide products and services by supporting daily operations with resources and by also assigning missions. Product/Service Pay and Allowances Soldier Support Counter-Drug Support OPS and Maintenance Special Programs Total Funding

Federal

State 106.5 3.6 2.1 130.5 3.1 245.8

1.8 0 300k 10.58 3.2 15.88

Figure P.1-6 Funding Supply ($Mil) for GaARNG

Key Partnering Relationships exist with Army commodity commands and depots who are our major key suppliers. Relationships exist with:

Group

Key Customers US ARMY

Federal Govt

US Dept of Defense US Dept of State

State Govt

Georgia Emergency Mgt AGCY(GEMA) Other States

Requirements Ready Soldiers

Global Focus Ready Units Operational Equipment Ready Soldiers Ready Units Operational Equipment Community Events

Local Comm

Differences

County Governments Ceremonial City Governments Special Program Support

National Defense State Focus Emergency Response Homeland Defense Community Focus Adding Value to our Communities

Figure P.1-5 GaARNG Customers/Products/Service Requirements P.1b(3) – Suppliers and Partners: The GaARNG is unique in that our major suppliers of resources are also our major customers. The US Army, through the National Guard Bureau, provides over 98% of our annual budget, which is subject to very rigid allocation objectives and guidelines. US Army resources are used to support manning, training and equipping/sustaining the force structure. State funds provide the other 2% of the annual budget (Figure P.1-6). State funds are used for armory

Georgia Army National Guard

 National Guard Bureau (NGB) and Georgia State Government - for funding and budget requirements.  Employers/Families – for information sharing, communication and soldiers support requirements, participation in Employer Support of the Guard and Reserve (ESGR) and family support group activities.  TAACOM/AMC – for serviceable equipment  TRADOC Total Army School System – for education and training functions to qualify soldiers.  Association of Civilian Technicians (ACT) – unions provide solutions to employee issues and concerns in the workplace through innovative labor/management teams. The GaARNG reports and routinely updates requirements to our suppliers through numerous databases. Database examples are PRIDE for facilities, ATTRS/AFAM for training and Potentials Report for equipment and supplies.

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iii

_____________________________________________________________________________Organizational Profile

1. 2. 3. 4. 5.

6. 1. 2. 3. 4. 5.

6. 1. 2. 3. 4. 5. 6.

Key Suppliers / Partners NGB and Georgia State Government Commercial Vendors Employers / Families Union TAACOM / AMC TRADOC Total Army School System Role in Value Creation Process Funding and budget requirements Quality products and services Information, communication, and support Solutions to employee issues Serviceable equipment Education and training functions to qualify soldiers Communication Mechanisms Performance data; meetings; phone calls; email Re-orders, referrals Family Support Groups Labor/Management Teams AARs Completion Certificates

Figure P.1-7 Key Suppliers and Partners P.2 Organizational Situation P.2a Competitive Environment P.2a(1): Competitive Position - We compete with the active military, other reserve forces, and the National Guard of the other 53 states and territories for funding, missions, force structure, personnel, and equipment (Figure P.2-1). The GaARNG is considered one of the large NGB states with a Force Structure above 10,000. While we consider these other states and territories competitors, we are executing Overseas Contingency Operations together and thus we have supported our competitors with equipment fills, personnel fills, and training resources to provide their units with the capabilities of executing their mission at the expense of our own capabilities. While all of these assets are part of the Total Army Force, the Commander of the Georgia Army National Guard established a short term goal (3-5 years) of being the top 10% of all National Guard organizations. Competitors U.S. Armed Services

Competition for Personnel

National Guard From Other States & Territories

Resources, Force Structure

Other State Agencies

Resources

Missions and Personnel

Figure P.2-1 – GaARNG Competitors The GaARNG performed well against other states as realized by National Guard Bureau, providing GA with additional force structure and resources for three new brigade units within the past three years. Georgia currently maintains a 3.5% market share of the Total Georgia Army National Guard

Army National Guard Force and we are reaching for a target of 4.5% of Force Structure. P.2a(2) Competitiveness Changes that will be effecting our operations are the reductions in operations supporting the Unified Land Operations. As the National Command Authority reduces military presence in overseas operations, our operations tempo will be reduced. Along with reduced operations, the national debt of operating government is a concern for the American people who are demanding less government spending. We anticipate budget cuts from these two environmental scans and realize that our competitors will be seeing the same reductions. To remain competitive, we must prove to NGB that we can remain relevant and good stewards of the resources they entrust to us and become a preferred provider of their future demands. P.2a(3) Data: The key sources of comparative and competitive data available to the GaARNG include the State Performance Indicator Ranking System (SPIRS), Installation Status Reports (ISR), Defense Readiness Reporting System (DRRS), Commander’s Unit Status Reporting (CUSR), the Director’s Strength Readiness Overview (DRSO) and internal SIDPERS data. Limitations to our inability to obtain data include: security classification of the data, having a valid need to know the information, war on terrorism and subsequent data restrictions caused by cyber attacks on existing electronic data systems. Georgia currently maintains a 3.5% market share of the Total Army National Guard Force yet we have deployed 100% of our MTOE force in support of combat and contingency operations. P.2b Strategic Context: The Overseas Contingency Operations (OCO) and active force availability have resulted in an increased reliance on GaARNG units to support Department of the Army (DA) Operations, increasing our operations tempo, initiated changes in customer requirements, and nullified pre-OCO readiness reporting standards for units. GaARNG units are organized under the Department of the Army’s Modified Table of Organization (MTOE) structure with designated missions, equipment and personnel assignments. The OCO mission requirements requested by our primary customer to fulfill are no longer centric to MTOE unit missions but are theater specific missions without historic Mission Essential Task Lists to train by. Units identified to support theater specific missions may have personnel, training and equipment requirements that will not be identified until the 90 day call for services which impacts unit readiness. Due to the OCO, Unit Operations, the shortage of DA funding, equipment not returning from the war-fight, equipment being transferred by direction of DA to support other mobilizing units and life-cycle expectancies, equipment readiness is degraded. While the organization remains an operational force, while funding for personnel support remains on a strategic Page

_____________________________________________________________________________Organizational Profile reserve level. This impacts personnel tasked for multiple deployments for our Soldiers, cross-leveling Soldiers from one unit to fulfill personnel requirements in both GaARNG and our competitor deploying units, and the lack of personnel staffing to support an increased operational tempo. We remain ready and capable of providing our primary customer with units to support their missions within this challenging environment. The current readiness standard includes providing a fully staffed unit with Soldiers who have completed initial entry level training under the unit flag to provide a funded theater specific mission. Strategic Context Customers (Business)

GaARNG Strategic Priorities 1.Quality Strength 2. Logistic Excellence

Mission Readiness (Operational)

1. Quality Strength

Resources (Sustain)

Work Systems

- Missions are no longer ARMY MTOE designed missions. - Shortage of Full Time Staff

 Provide Ready Units

2. Logistic Excellence

- Limited Resources due to 3. Preeminent Facilities GWOT cost. 4. Continuous Improvement

People (Human Resources)

Strategic Challenge

1. Quality Strength 2. Continuous Improvement 1. Quality Strength 2. Logistic Excellence

- Shortage of equipment - Retention - Reduce Budgets - Limited Resources due to GWOT cost.

3. Preeminent Facilities - Reduce Budgets 4. Continuous Improvement

 Improve Personnel Readiness  Improve Training Readiness  Improve Equipment Readiness  Improve Personnel Readiness  Develop Leaders  Improve Strategic Communications  Effectively Manage Resources  Improve Lifecycle Management of Facilities  Improve Management of IT Infrastructure

P.2c Performance Improvement System: We employ the Army Management Process System, AR 5-1, the Army Performance Improvement Criteria (APIC) and Army Internal Management Control Program, AR 11-2 as our overall assessment tools. In addition, we use a variety of approaches to evaluate and improve performance. All units use the same basic cycle ―Plan—Execute—Assess‖ as outlined in U.S. Army Field Manual 7-0 and used as the GaARNG Continuous Improvement Cycle found in Figure 6.2-2 and displayed below. Commanders, directors, and first-line supervisors routinely conduct After Action Reviews (Figure 6.2-3) or ―Hot Washes‖ to identify strengths, weaknesses, and opportunities for improvement in our work systems. Prior to the next iteration of the training, the unit reviews the opportunities for improvement and concentrates on improving these areas and updating their METLs and processes. Systemic or environmental opportunities are shared among units through various Performance Review Forums as found in Figure 4.1-1 to develop solutions and prevent recurrence of systems failure or reduced performance. Processes that are not meeting the expectations are re-evaluated using the Military Decision Making Process (MDMP) found in Figure 6.2-1. New processes and changes are deployed allowing the organization to focus on results and improve unit readiness. FM 7-0 Mission

Establish METL/ Key Process

Figure P.2-2 – Strategic Challenges An environmental scan analysis conducted during our annual Strategic Management Board in March 2010 identified these challenges for the organization. Senior leadership used the environmental scan to identified four strategic priorities for the next 5 years, depicted in Figure P.2-2. These strategic priorities serve as the base for identifying our strategic objectives, and performance measures leading to action plans that align daily operations allowing us to meet changing customer requirements. The environmental scan identified our Strength Management Program as a ―Best Practice‖ of the organization. During the past five years, Georgia experienced a 25% growth in our organization resulting in fully manned units and the addition of new force structure. The Georgia Army National Guard anticipates continued success in this area as it continues to implement our transformation action plans. Georgia Army National Guard

Prepare Training Assessment

Conduct Organizational Assessment

Evaluate Training/Action Plans

Prepare Training/Action Plans

Execute Training/Action Plans

Figure 6.2-2 - Continuous Improvement Cycle

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1.0 Leadership CATEGORY 1 – LEADERSHIP 1.1 Senior Leadership: Georgia Army National Guard (GaARNG) Senior Leaders lead and influence the organization through their example, their vision, attention to human processes and by deploying the steps found in Figure 1.1-2 (GaARNG Leadership Process Model). Army Field Manual (FM) 6-22, Army Leadership defines the process of leadership as influencing by providing purpose, direction and motivation while operating to accomplish the mission and improving the organization. The results of this focus has been the development of a cohort of senior leaders selected and assigned through culturally binding processes that reward integrity, innovation, and mission accomplishment. They guide and instruct their subordinates by example, through published guidance, appraisal systems, meetings, forums and personal interaction, as depicted in figure 1.1-3 and figure 1.1-4. 1.1a – Vision, Values and Mission. 1.1a(1) Vision and Values: The vision of the organization is set through a combination of science and art. The Strategic Management Model (SMM) process found in Figure 2.1.1 is an element of science whereby key inputs, guidance and analyses are prepared and used to identify the future operating environment to include risks and opportunities. During steps 1 and 2 of the Strategic Management process, Brigadier General Joseph Jarrard, the Commanding General (CG), and senior leaders conduct an environmental scan and SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis with current operating strategies and structures to determine potential areas for change. Senior leader wisdom is integrated into the process ultimately with the development of a vision that illustrates the GaARNG’s place in the current and future operating environment. The organization’s values transcend the vision and are enduring behaviors expected of all members. The seven Army Values of Loyalty, Duty, Respect, Selfless Service, Honor, Integrity and Personal Courage are inculcated into all members during classroom education during initial accession throughout their careers. The organizational mission is directed by our primary federal customer and we are chartered and organized specifically to develop ready forces to support unified land operations. Our mission, vision and values are deployed within the organization through a series of methods identified in figure 1.1-4. Externally, our mission, vision and values are communicated through several mediums including annual reports, State of the GaARNG presentations, social media websites, periodic briefings and most importantly our actions accomplishing assigned missions and seeking out new challenges and opportunities.

Georgia Army National Guard

1.0 Leadership

Senior leaders commitment to accomplishing our mission, vision and living our values is indicated by their participation in the reviews of our strategic direction during forums such as the annual Strategic Management Board, Biannual Facilities Board, annual MSC Yearly Readiness Briefs, quarterly Safety Council meetings, Monthly Command and Staff Meetings, Monthly Mobilization In-process Reviews, and reinforcement of their commitment at all town hall meetings, conferences, and other forums to ensure understanding throughout each echelon of command. GaARNG SENIOR LEADER MEETINGS SMB CMD Statio & Staff ning Commander, GaARNG X X X Chief of Staff X X X Command Sergeant Major X X X Commander, 48th Brigade X X X Commander, 78th HRF X X X Commander, 78th Aviation X X X Troop Command Commander, 560th BFSB X X X Commander, 648th MEB X X X G-1 X X G-2 X G-3 X X G-4 X X G-6 X X G-8 X X CFMO X X X Staff Judge Advocate X X State Inspector General X X Figure 1.1-1 – GaARNG Leader Meetings Title

MOB IPR X X X X X X X X X X X X X X X X X

Communication methods are evaluated using the After Action Review Process (AAR) found in Figure 6.2.3 and customer survey results to monitor effectiveness of our information flow. As a result of an AAR in FY 2010, the G3 identified a weakness in the flow of tasking to organization units. A process improvement was initiated to create a tasking tracker program and to send all tasking from the G3 office. As a result, the G3 provides oversight on all staff actions and has the ability to provide updates to each tasking and holds units accountable as required. 1.1a (2) - Promoting Legal and Ethical Behavior: Our Senior Leaders promote adherence to high ethical standards through the principle of influencing their people to do what is right and legal through their personal example and enforcing standards. Senior leaders deploy briefings, training, investigations and audits as identified in Figure 1.1-3 at all levels of the

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1.0 Leadership

Figure 1.1-2 Leadership Process Model organization to ensure standards of behavior are understood. Oversight responsibility for monitoring and sustaining our legal and regulatory systems is assigned to the Judge Advocate, Inspector General (IG), United States Property and Fiscal Officer (USPFO), and the Chaplain. Allegations of wrongdoing brought by organizational members or external parties are dealt with seriously. Timely and thorough investigations with accountable outcomes are sought when violations of acceptable standards are identified. In addition to anomalies of individual behavior, it is acknowledgeable that activities and resources in the organization are potentially at risk for abuse. Therefore annual reviews and audits of programs and activities that have greater threat for compromise are identified in management control plans of our Internal Management Control Process administered IAW with regulatory guidance of DA 11-2. In FY 2010, a review of our Substance Abuse Program revealed a gap in our required testing by a new Substance Abuse Coordinator. As a result of the gap, a Lean Six Sigma process improvement project was initiated and applied to the process which improved drug sampling from less than 9% per quarter to 25% per quarter and reduced sample discrepancies to less than .79% within our program. In FY 11, an AAR of the Internal Management Review process identified training shortfall in the process. Additional training was conducted resulting in more detailed assessments and a refined IMCP process with the formation of a advisory council and quarterly review meetings. Georgia Army National Guard

1.1a (3) Creating a Sustainable Organization: The GaARNGâ&#x20AC;&#x2122;s ability to address current business needs and to have the agility and strategic management to prepare successfully for future business, market and operating environment is addressed in our Strategic Management Model and communicated through the Leadership Process model identified in Figure 1.1-2 in the continuous improvement process steps. The commander and the senior leadership team stay in touch with our customers and stakeholders through various mechanisms identified in Figure 1.1-4 to determine customer expectations. In steps 1 and 2 of the Strategic Management Model, the senior leaders analyze customer expectations, changes in the market environment, our current operations, resources and any gaps to our current strategic plans through a SWOT process as instructed by the Federal Leadership Institute seven step process. The CG then validates our mission and strategic objectives and refines his commanderâ&#x20AC;&#x2122;s guidance to the staff to develop changes in our operations. Operations Orders are developed using the Military Decision Making Process identified in Figure 6.21 and approved by the commander. The Operations Order is issued to all commanders and General Staff Officers to provide clear direction, prioritizing task, assigning responsibility and ensuring subordinates understand the standard to accomplish the work requirements to produce our product of ready units. As the plans are communicated, first line leaders spotcheck workforce understanding and performance through oversight, one on one coaching, mentoring, and motivating. This approach fosters clear and conscious

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1.0 Leadership communications between leadership and workforce. One on one coaching and mentorship identifies customer expectations, management objectives and anticipated results to the workforce, thereby improving quality and timeliness of mission accomplishment. Improving for the future to sustain operations means capturing and acting on important lessons of ongoing and completed projects and missions. AAR as identified in Figure 6.2-3 are conducted after each major project or action to allow participants to discover for themselves what happen, why it happen, how to sustain strengths and improve on weaknesses. During quarterly readiness briefings, commanders brief the senior leaders on performance expectations that have been received and how they are being achieved. Commanders brief the results of their action plans and share their AAR results for transferring lesions learned across the organization. Additional examples are:  cross-talk among the major commands, and units  programmed cross-training/assignment of personnel to foster organizational/individual learning  monitoring the progress of members in formal military and civilian training tracks Processes to Ensure Legal and Ethical Behavior Briefings Annual Legal and Ethical Behavior Mandatory Annual Financial Disclosure Statements New Employee Orientation / Army Values Equal Opportunity and Equal Opportunity Employment Prisoner of War and Laws of War Training Prevention of Sexual Harassment Resource Management Course Career Development Counseling Environmental Management System Awareness Fiscal Law Course Pre-Command Course Investigations, Command Inspections, Internal Review Audits, Communications Inspector General Judge Advocate General Ethics Counselor Congressional Inquiries Management Control Program & Annual Assurance Statements Drug Testing External and Internal Performance Assessments (Environmental) Open Door Policy AR 15-6 Investigations Command Inspections Independent Internal & External Review Audits Figure 1.1-3

Georgia Army National Guard

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Capture significant results of key activities and senior leaders who lead by example and constantly reinforce our Mission, Vision, Values, and Strategic Directions

Senior leaders deploy developmental counseling through the OER and NCOER process to help subordinates improve performance and prepare for future responsibilities. By identifying leadership strengths and shortfalls, supervisors can develop individual training programs to develop, and maintain a diverse, technically competent, workforce. Soldiers are also required to pursue personal and professional development through civilian and military education, distance learning courses, and computer based training to enhance their skills. Senior leaders expect required MOS-Q related training and leadership required training to take priority over other events. Senior leaders are constantly looking at new training opportunities such as the Naval Post Graduate School and School of Advance Military Studies (SAMS) as well as senior service college opportunities to advance and develop well rounded leaders. The CG, COS and CSM and other senior leaders personally participate in succession planning by participating on annual Career Progression Boards. During these sessions, future leaders of the organization are identified based on the requirements of the organization for the next 3-5 years and a review of the competencies of each potential future leader to serve the organization. Through each established board process, leaders are identified for promotion, selection to senior service colleges, command assignments and special training programs. Through the various board processes, the senior leaders ensure the training and development of our next level of leaders. 1.1b Communication Performance

and

Organizational

1.1b (1) Communication: Priorities are socialized with the workforce through various mechanisms identified in Figure 1.1-4. Senior leaders ensure communications are understood by ensuring communications are briefed to leaders’ two levels down the chain of command and each lower level leader is required to back brief the intent of the communications two levels back up the chain of command to ensure compliance of the senior leader’s intent. This process is cascaded down to the first line supervisor level allowing senior leader communications to be distributed to the entire workforce. For example, Yearly Training guidance is provided to the Battalion Commanders from the Commanding General through the MSC Commanders. Mobilization In-Progress Review briefings to validate progress of Yearly Training Guidance are provided by the battalion commanders to the Commanding General through the MSC Commanders. Use of the Commander’s Critical Page

1.0 Leadership Information Requirements (CCIR) process is provided to identify issues that require commanders’ attention. Commanders at all level actively engaged the workforce through verbal inquiries to ensure the effectiveness of communications. As part of the bi-annual employee surveys, the workforce is asked to rate the effectiveness of leader communications. As a result of our FY 09 survey, the workforce asked for a more transparent look at promotions within the state. The leaders responded by posting promotion criteria on a shared web page and publishing the results of promotions boards. Key decisions are communicated through the chain of command through briefings, one on one meetings, policy letters, or direct email, GaDOD.com, with command guidance, and leader public affairs guidance. The chain of command ensures deployment of key decisions using the same forums to engage the entire workforce. Two-way communication between the CG and Senior Leaders, (one up, two down method) is accomplished through, the monthly G-Staff meeting, MOB IPR and various organization council and board meetings (Figure 1.1-4). Subsequently, these leaders are tasked to communicate the direction and performance expectations to all levels of the organization through commander’s calls, unit training meetings, publications, etc. Feedback to the TAG and CG to indicate clear understanding is accomplished with command back briefs in the above forums. Leaders from the senior leadership team to the first line supervisors take an active role in rewards and recognition programs. Each leader in the GaARNG is empowered to recommend an employee for an award or recognition through the ARMY military awards program or the technician incentive award program. Senior leaders take an active role in employee reward and recognition since they recommend centralized awards to a control board for the approval of the recommended awards. Unit formations are the primary forum for employee recognition; however, informal on the spot recognition also reinforces high performance and a customer business focus. 1.1b(2) Focus on Action: The GaARNG’s five year Strategic Plan that defines our direction and our priorities on making decisions on allocating resources to pursue and to include our capital and people. (Figure 1.1-2) Monthly, the CG or COS conducts command and staff meetings where the focus is on one of the four strategic priorities of the CG: Quality Strength, Logistics’ Excellence, Preeminent Facilities and Personal and Organization Development. During these monthly meeting, staff officers who maintain oversight on the performance objectives provide an update on organization performance to include achieving results, Georgia Army National Guard

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sustaining results of not achieving expected results. Additional meetings such as Mobilization Reviews, Project Reviews or Special Process Action Team actions may be called to review performance data for a specific objectives or programs. To maintain a focus on our operation metrics, the G3 maintains a Common Operating Picture of Key performance data on a special internal web page that is updated weekly and is viewable by the entire workforce. Performance is shared across the units of the command and promotes the use of best practice sharing and organization learning. Cross talk between unit commanders allows for improvement to performance Communication Mechanisms Method

OPORDS FRAGOs One on one meetings Briefings Individual counseling Townhall meetings VTCs Internal Sportal Written directives Announcement of Actions (boards, etc.) JOC Interaction (PAO) Facebook, GA Guardsman . Meetings with the Governor NGB Site Visits, Meetings Interactions with 1 US Army Meetings with MSC CDRS Supplier, Partner, Stakeholder sponsored meetings

Senior Leaders

Workforce

Customers

X X

Suppliers, Partners and Stakeholders

Figure 1.1-4

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metrics through the sharing of innovative or improvement techniques. Performance Data provided ensures The Adjutant General (TAG) and CG priorities are nested together into a master unit priority roster which is used for resourcing. The State Logistics Sequence Number (SLSN) assures that units scheduled for Homeland Response and Mobilization are the first to receive funding commensurate with their mission requirements for available GaARNG resources.

program managers and accounting to ensure that both direct and funded categories equate to funding authorizations. Reviews are conducted to ensure that disbursements and obligations do not exceed established Annual Funding Program (AFP). The RMD provide training to all Level II budget officers/analyst on fiscal accountability. The NGB Defense Finance and Accounting System (DFAS) personnel review RMD reports and investigate discrepancies.

Senior leaders review the expectations of our customers and stakeholders through various contact forums identified in Figure 3.1-1. During these contacts, senior leaders identify customer perceptions of our performance against their expectations. When gaps are identified, special process improvement teams are established to review our performance so that we can still provide value for our customers. The leadership process model is reviewed annually as part of the strategic planning process during the Strategic Management Board.

Transparency in operations. Our governance board as identified in P.1b(1) conducts routine inspections to verify organizational processes and standards. Deficiencies are identified and corrected through an AAR and Continuous Improvement Cycle (6.2-2). AARs are stored in a repository in the G3 office and FRAGOs are available for view on the Sportal.

1.2 Governance and Social Responsibilities 1.2a Governance 1.2a(1) Governance System: Our governance system is based on Army Regulation (AR) 20-1 and Field Manual (FM) 3.0 and is comprised of the CG, who is ultimately responsible, the G Staff, and the special staff. Senior Leaders use the PBAC and the Management Control Process contained in Department of the Army (DA) Regulation 11-2 to address management accountability, fiscal accountability, and protection of stakeholder interests. Figures 7.4 depict the results of the processes. Accountability for managementâ&#x20AC;&#x2122;s actions using the Management Control Process requires managers to make periodic reviews (annual in some cases; 2-5 years in other cases) of programs and processes and to certify that the programs and processes meet or exceed standards. If the programs are outside of performance levels, the responsible manager establishes action plans to bring it back to acceptable levels and includes those plans with certification. Certifications of performance are forwarded through channels to the Department of the Army. DA, NGB, FORSCOM, the State of Georgia IG, and the Internal Review (IR) section through a process of formal, scheduled reviews and inspections, ensure compliance. Fiscal accountability. The United States Property and Fiscal Officer (USPFO) is an NGB appointee with overall responsibility for fiscal actions conducted by the GaARNG. Accountability is achieved through the Resources Management Division (RMD) conducting monthly Joint Reconciliation Reviews between the Georgia Army National Guard

Independence in internal and external audits. All funds and accountable property are audited IAW regulatory schedules and applicable regulations. Because all internal and external inspections and audits are geared to performance improvement, all inspectors assigned to the GaARNG have the inherent responsibility to conduct regulation-driven, resultsoriented inspections, to the highest ethical standard. It is the policy of the IR Office to ensure that impairment or the perception is noted within the context of audit reports in accordance with NGB-ZC-IR policy letters. Protection of Stakeholders Interest. GaARNG conducts a systematic cycle of inspections to ensure the accountability and serviceability of key property items, such as sensitive items, secure communication security equipment, and real property to ensure that our stakeholdersâ&#x20AC;&#x2122; interest is maintained. The primary quality control function is accomplished at unit levels through inventories and audits. However, results are reviewed by the Directorates, who in turn develop and deploy action plans for corrective actions. Hot Washes, AARâ&#x20AC;&#x2122;s and audit reports from our auditors provide the assessments for our Governance Improvement Process. AR 210-14 provides for the use of the Army Installation Status Report Program (ISR). This program collects data from different military organizations and calculates cost estimating relationships used to develop base operations support and requirements. Currently, the GaARNG leadership uses the ISR information to assess the overall condition and readiness of our organization. 1.2a (2) Senior Leader Performance Senior leaders employ a fact based approach using monthly key performance indicators to review performance of senior leaders and their ability to accomplish organizational performance objectives, progress toward strategic objectives, and as appropriate, Page

1.0 Leadership new factors affecting organizational performance. Key Work and Key Support processes and their objectives are reviewed to identify performance, target accomplishment, and competitive progress, as appropriate by the process owners. Formal annual performance reviews are conducted on all senior leaders of the GaARNG based on results identified above. The Army OER, NCOER process and the technician appraisal systems provide regulatory processes to evaluate individual performance of all senior leaders. Using the above inputs, The Adjutant General evaluates the Commander of the GaARNG using the OER process. In addition, the Commander in turn evaluates the members of the senior leadership team of the GaARNG. The TAG is informally evaluated on his ability to meet the expectations of the Governor through faceto-face meetings between the two. As an appointed cabinet member on the Governor’s staff, he serves at the discretion of the governor. 1.2b Legal and Ethical Behavior 1.2b(1) Legal and Regulatory Behavior: Legal and compliance issues are defined by regulation and deployed though education and training such as NGB Fiscal Law Courses, Company-level Pre-Command Course, Audit Courses, Annual Commander’s Legal Briefings, Organizational Inspection Programs, and Standard Operating Procedures (SOPs). Internal audits and command inspection reports communicate results to Senior Leaders. This data allows us to meet all local, state and Federal law and regulatory requirements, promoting our social responsibility to create value for our key stakeholders. Breeches in ethical behavior are monitored and investigated by our Inspector General’s office or the chain of command using formal investigative procedures as identified by regulation and the Uniform Code of Military Justice and Georgia State Code.

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values and Standards of Conduct during qualification programs. The Ethical Reasoning Process (Figure 1.2-1) is yet another set of values that guide ethical behavior among our members. Ethical business practices in all stakeholder transactions and interactions are ensured in a variety of ways. Trends are monitored in the areas cited below to ensure the promotion of ethical behavior. 

Aggressive Compliance with the MCP Process Through annual reports and required legal and ethical training for managers and others whose jobs dictate;

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Annual Security briefings;

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Environmental compliance training;

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Annual Mandatory prevention of sexual harassment training;

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Bi-annual Government Purchase Card (GPC) training, initial and refresher Ethics training, and auditing; and

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Systematic testing.

programmed

random

Drug

In addition to training, independent reviews are conducted for issues related to contracting, finance, and law using Inspector General Inspection programs, Internal Review audits and Organization Inspection Programs (OIP) checklists found in AR 1-201. Managers employ intervention techniques to reduce risk and to deter and correct questionable situations. Results or trends are analyzed and then communicated back through command channels to ensure an environment is established that will positively reinforce the high organizational standards.

Compliance of environmental issues and Native American cultural sites are handled through the cooperation of the GaARNG Environmental Program, State JAG, and applicable Federal agencies. Georgia voluntarily hosts Native American consultation meetings to hear and respond to concerns of our Native American stakeholders. Key processes such as the Annual Assurance Statement on Management Control Process and the 5 year Risk Assessment measure risks and identify areas of improvement. These processes assist in achieving the overall strategic goals of the organization. 1.2b(2) Ethical Behavior: Our approach to ethical business practices begins with the Oath of Office for all soldiers and employees of the GaARNG. The oath is further defined as members are indoctrinated in Army Georgia Army National Guard

Figure 1.2-1 Ethical Reasoning Process

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1.0 Leadership 1.2c Societal Responsibilities and Support of Key Communities. 1.2c(1) Societal Well-Being: The GaARNG uses a combination of approaches for measuring its impact on society. The GaARNG receives related data from the GADoD’s Public Affairs Office (PAO) and Strategic Management Office (SMO). The PAO, who maintains a daily scan of the public and political environment by subscribing to Newspaperclips.com and Rawson.org, two media services, that provide immediate feedback to the organization on any relevant media stories. In addition, daily contact with the Governor’s press secretary provides state actions and potential impact on the organization as a result of a political shift in operations. Data collected from these services are provided directly to the senior leadership team by the PAO as needed. In addition, weekly, GeorgiaGuard.net articles are published to provide data on community concerns that impact daily operations. The SMO office is responsible for conducting external customer surveys. Raw data is then stratified for thorough analysis of relevant data for S.W.O.T. (Strengths, Weaknesses, Opportunities and Threats) reports and environmental scans. These measures provide senior leadership with an overview of public and political issues (Figure 1.2-2). GaARNG impacts the communities we serve in four key areas: Federal Military Missions, State/peacetime missions, economic impact, environmental responsibility, as well as identifying the risk associated with each. Functional Areas Federal Mission Readiness

State / Peacetime Missions Readiness

Fiscal / Economic

Environmental

Impacts on Society COCOM support Real Property Development

MSCA (life and property preservation)

Risk Assessment Risk Management Process Facilities Summary Sustainability; changes in national relationships

Produce quality product at minimum practical taxpayer cost

Infringement on mission readiness

Pollution reduction; conservation; area restoration

Member and public health Soil and groundwater contamination

How Addressed Commo processes, figure 1.1.3 Real Property Strategic Plans

7.3.9 7.3.9a 7.1.8

NGR 500-2 7.5a(2)

Quarterly and annual cost reviews; bulk purchase; property accountability; audit compliance

7.5.1 7.5.2

Environmental Compliance Strategic Plan

7.4.6 7.4.7 7.4.8

FIGURE 1.2-2 Operational Impacts on Society

Georgia Army National Guard

Result

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Federal Military Mission: Our military mission, training, and equipment require that we remain cognizant of and work to mitigate any potential for hazard or disruption to the community.

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State/Peacetime Mission: Our Federal mission, training, and equipment provide us with the skills and resources needed to respond to peacetime civil support needs.

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Economic Impact: In Fiscal Year 2011, the Georgia Army National Guard economic contribution to the State of Georgia was over $998 million using a 1.84 Economic Impact Multiplier. Georgia successfully executed 99.9% of appropriations received from DA and NGB during FY2011.

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Environmental Impact: We coordinate and work with a wide range of regulatory agencies to ensure compliance with environmental standards.

1.2c(2) Community Support: Practicing good citizenship, the GaARNG demonstrates our social responsibilities by supporting our key communities. We consider societal impact and well being of our communities during our environmental scans at the annual joint Georgia Department of Defense Strategic Management Board (SMB) process (Figure 2.1.1) and through business process identified in para 1.2b(1) to validate our organization’s key communities and the requirements to align our daily operation to support the mission and vision of the organization. Particular consideration, however, in our current operational environment is afforded to those institutions, governmental entities, and non-governmental organizations which directly impact our missions to recruit and defend the homeland. The GaARNG reviews our contingency plans, joint exercises and management control processes on an annual basis to evaluate the effectiveness of our support to our communities using the Continuous Improvement Process found in Figure 6.2-2. As an organization, our senior leaders and employees actively support and create value for our key communities through the following:  Employees volunteer for community service as members of the chamber of commerce, school boards, governing councils and fraternal military organizations and are provided time to attend. 

We have actively engaged our family readiness programs to support the families of our soldiers as they conduct our operations.

The Employer Support of the Guard and Reserve (ESGR) program fosters cooperation between military and civilian employers by providing awareness and information about soldier’s duties and responsibilities. Page

2.0 Strategic Planning 2.0 Strategic Planning Category 2 – Strategic Planning 2.1 Strategy Development The GaARNG develops organization strategy using the Strategic Management Model (SMM) process identified in Figure 2.1-1. Strategic plans are developed on a five-year cycle with goals and objectives established to support strategic priorities. Informal continuous assessments of the plan are conducted by the senior leadership team. Formal assessments are conducted in Command and Staff meetings and annual Strategic Management Board meetings. In FY 09, the SMB worked to develop a new five year plan that became GaARNG Strategic Plan 2010-2015. During the SMB, senior leaders established four strategic priorities, as listed in figure P.2-2, through Step 1 of the SMM. Process action teams further developed fourteen goals and their performance measures to support these priorities which have been incorporated into the Key Strategic Objective Indicators (figure 2.2-1) and performance Indicators (KPIs) for monthly review to evaluate objective progress and accomplishment. Linkages between the Strategic Plan objectives and measures and the KPIs are found in (Figure 2.2-1). Assess - All Customer requirements -Shifts in technology -SWOT scans -Potential blind spots -Market competition 1 -Emergency Continuity -Long term sustainability -Ops Competencies

Our strategy continues to be evaluated through reviews of self assessments, and customer feedback through various forums found in (Figure 4.1-1) to determine new challenges, shifts in technology, markets and customer preferences allowing us to maintain a competitive status. Adjustments are made as required using the SMM process. 2.1a – Strategy Development Process 2.1a(1) – The staff (G-Staff) (Figure 1.1-1), as members of the Strategic Management Board (SMB) and Command and Staff Team (C&ST) (Figure 1.1-1), participates fully in the GADoD’s strategic planning process following Steps 1-4 described in the Strategic Management Model (SMM) (Figure 2.1-1). Strategy deployment begins with steps five through eight. Our strategic plan is a living document, extensive in content, and flexible to internal / external changes (Figure 2.1-1). SMB members establish and articulate our Vision, Mission, and Values during the Strategic Planning Process. The SMB develops short and longterm planning timelines and horizons based on the assessment factors identified in Step 1 of the SMM.

Strategic Planning Focus -Purpose 2 -Vision,Mission,-Values -Customer Demand Gap -Validate Core Analysis Competencies -Validate Key Communities Establish Strategic Directions

Formulate - Goals - Objectives - Strategies

Develop Strategic Plan

Conduct SWOT Analysis

Leadership Monthly C&ST Meetings PAT Meetings Annual SMB Meetings Strategic Implementation Plans Evaluate & Improve 8 Process - APIC Assessment - SMB Exit Surveys -AARs

Deploy Goals - Annual goals at all levels - Team performance goals - Individual goals

Execute Plans

Balance Resources

Action Plans/ OPORDS

1.10 Allocate Resources PBAC Process

6 5

1.03 Develop Strategic Implementation Plans (SIPs)/ OPORDS - Support Strategic Directions - Identify short & longrange targets - Establish metrics

Figure 2.1-1 – Strategic Management Model (SMM) Figure 2.1-1 – Strategic Management Model (SMM) Georgia Army National Guard

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2.0 Strategic Planning 2.0 Strategic Planning Higher headquarters’ requirements are key drivers of timelines. Our short-term horizon is one year and our long-term horizon is three to five years beyond the current fiscal year based on the Army Forces Generation Matrix (ARFORGEN) five year process. The G-Staff translates SMB goals and objectives, into GaARNG specific strategic goals and action plans using the short/long-term planning timelines and horizons identified in the Commander’s Yearly Readiness Guidance. The G-Staff reviews and revises strategic goals and action plans through various forums found in Figure 4.1-1. Analysis of the performance data and continuous environmental scans by the staff allow adjustments on timelines and the identification of blind spots not previously considered. The SMB evaluates and improves the strategic planning process following each SMB meeting (Step 8 in Figure 2.1-1). SMB members review the lessons learned during each cycle to identify improvements and develop action plans to implement changes. The Strategic Management Office is tasked with managing the SMM process. The process is evaluated using the Continuous Improvement Cycle (Figure 6.2-2) on an annual basis in addition to conducting After Action Reviews (figure 6.2-3). Assessments of organization performance measures by senior leaders, APIC feedback, and AARs of each SMB provided critical data on how to integrate improvements. In FY 2009, as a result of the FY 2008 ACOE feedback and the FY 2009 SMB AAR, we began inviting our key customers to our annual SMB to hear first hand changes to their expectations. As a result of this change, our key customers are now integrated into our annual Strategic Planning process providing input on future direction of our organization. In FY 2010, an AAR from our SMB resulted in a change to our practice of re-writing our strategic plan on an annual basis. Since we were developing five year objectives, the leadership team was no longer required to create new short term objectives but to just validate our direction and make course corrections as required to our five year plan. During FY 11, as a result of the FY 10 AAR we started inviting the NGB Comptroller to our SMB to gain an insight on future budget issues. As a result of these innovated changes, we have solidified our Strategic Planning Process to a point, when we had a change in Command this year, no changes were made to our strategic plan or process. 2.1a(2) – Strategy Consideration: The C&ST and SMB review the strategic plan on an annual basis and during monthly staff meetings, comparing information and data on short and long-term objectives, goals, and strategies using the SMM process. The SMB conducts an annual SWOT analysis to determine organizational strengths and weaknesses and to identify external Georgia Army National Guard

opportunities and threats. The SWOT includes an assessment of partners and suppliers, major shifts in technology, competition, regulatory environment, long term sustainability, continuity in emergencies, and our ability to execute and resource strategic plans. Additionally, Potential known blind spots are assessed during step 1 of the SMM. The SMB compares strengths and weaknesses to opportunities and threats in step 1 of the SMM process that enables identification of critical business success factors and obstacles. Then strategic priorities, objectives, performance measures, and action plans are developed. Indications of Shifts. We benchmark and compare performance data with other states, the Army and Air Force, and other government agencies, to continuously improve our planning process and to identify shifts in technology, markets, competition, and regulatory guidance. In most cases, comparative data is not available for most measures important to the GaARNG. Recognizing this shortfall, we began a partnership with the National Guard Bureau to field the Strategic Management Readiness Report Tracking System (SMARRT) initiative. Georgia, North Carolina and Indiana have been providing Pilot data to NGB to create a repository of Key Performance Indicators measures to be used in comparing operations among the National Guard force. Technology. We leverage the website to communicate our Mission/Vision/Values, Strategic Priorities, objectives and performance measures. Examples include several new software systems: unit personnel system, updated purchase orders process using automation, enhanced software for Property Book accountability and SharePoint communication intranet. The requirements for technology to enhance operations are analyzed in Step 1 of the SMM. Specific members of the C&ST are assigned responsibility to monitor the external environment. A Technology committee meets quarterly to assess the requirements of the organization. Market. Our market is segmented into three customer groups: Federal, state and local governments/ communities. Our Federal customers’ expectation is for our organization to be available to provide Trained and Ready Units to perform their assigned military missions. Readiness defined by assigned strength, training status, and equipment readiness (the primary measure of customer satisfaction) is assessed and reported at Mobilization In-Progress Reviews. The SMB identifies appropriate actions to ensure we continue to provide our customers a ―ready‖ force that exceeds their needs and expectations.

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2.0 Strategic Planning 2.0 Strategic Planning One of our key competitive advantages is responsiveness in requests from federal, state, and local agencies, while maintaining a highly cost-effective service. The GaARNG supports the Federal mission to provide combat ready, mission capable forces available for prompt mobilization for war. We also stand ready to respond to other national, state, or local emergencies. Our ―community based‖ force trains and receives pay for approximately 63 days per year versus 365 for the active Army. The need for and dependence on our organization increased over the last ten years due to the increase in mission requirements of our National Strategy. Opportunities to support higher headquarters directed missions create an organizational presence and recognition on a national level, while providing the opportunity for increased recognition in our state and local communities. Competition. Currently, comparative data is gathered from various sources and performance is compared to the NGB average and with ARNG organizations within the Southeastern states when available. Short-term objectives (3-5 yrs) is to become ―best in class‖ for all ARNG units in the southeast U.S. with the long-term goal (5-10 yrs) of ―best in class‖ for all ARNG organizations. Regulatory. As part of daily operations, the C&ST and SMB review regulatory guidance. Unit accessible managers are familiar with the requirements and operate within those requirements. Each year, through the Management Compliance Program Process, managers evaluate their programs and identify regulatory short-falls. If short-falls exist, action plans are implemented IAW the Continuous Improvement Cycle identified in figure 6.2-2. Weaknesses that impact the overall organizational environment are identified in the SMM, Figure 2.1-1. SWOT processes are incorporated into Strategic Plan and KPIs. An example is the Management Compliance Program, which identified a short-coming in leader training. Corrective action was taken with the appointment of a new Program Manager and performance metrics identified to monitor future results. Long Term Organization sustainability and continuity of Operations are addressed in annual assessment of organization performance. By assessing operations through the SMM process and feedback reports from ACOE, leaders identify areas requiring improvement to remain a relevant force. OPLAN 3500 addresses our ability to provide continual operations through the use of alternate command and control centers, rally points, and staging areas. Plans and battle drills for Homeland response contributed to senior leaders being able to respond quickly to specific th emergency requirements. Since September 11 , Georgia Army National Guard

2001, we have activated a Joint Operations Center (JOC) that is staffed 24/7 and allows continuous communications with state headquarters and deployed forces worldwide. Execute the Strategic Plan. Our ability to execute the strategic plan is a direct result of integrating strategic measures into our KPIs. By using the KPIs, performance results are monitored daily and corrective action can be taken early before we stray too far off course. Action plans can be adjusted and resources shifted by the senior leaders to meet operational priorities and mitigate risk. The KPIs are reviewed at every SMB and an assessment of our ability to execute the Strategic Plan is evaluated and adjustments formed. The Strategic Management Model found in (Figure 2.21) is reviewed annually during the SMB and by the Strategic Management Officer. Based on feedback from ACOE assessments and AARs, changes were made in FY 2009 to add additional steps in step 1 of the process to develop a permanent SWOT process using the Seven Step Factor and inviting customers to our meetings. In FY 2011, we evaluated the way we reviewed our action plans in Step 8 and changed our process reviews to focus on one strategic priority per month allowing more detailed focus vs a broad look at our overall plan. This action has allowed a more thorough review on specific strategic goals and objectives by the staff and senior leadership team. Additional changes in FY 2011 resulted in a change in step 5 and 6 when we begin communicating all action plans to the organization using the MDMP process. (Figure 6.2-1) 2.1b – Strategic Objectives The SMB develops strategic objectives through an analysis of customer requirements and operating environment (Step 1) to support four strategic perspectives: Quality Strength, Logistic Excellence, Preeminent Facilities, and Continuous Improvement. We have adopted the Army National Guard, State of Georgia and the GaDoD values and developed the GaARNG mission, vision and values based on the results of step 1 of the Strategic Management Model. GaARNG objectives are nested with the GaDOD, State of Georgia and NGB goals. 2.1b(1) – In Step 3 of the SMM, The SMB develops key strategic goals to accomplish our strategic priorities. Once goals are developed, the COS and the G-staff develop objectives, strategies, performance metrics and determine process owners using the MDMP process found in Figure 6.2-1. Key Business Areas (figure 2.2-1) are identified in the bubbles and are aligned with Strategic Perspectives indicated on Page

2.0 Strategic Planning 2.0 Strategic Planning the left side of the map. Based on the SMM assessment process, in FY 09, the senior leadership team identified four strategic priorities for the organization in the next five years: - SP 1 - Quality Strength - SP 2 – Logistic Excellence - SP 3 - Preeminent Facilities - SP 4 – Continuous Improvement These four priorities were placed before the COS and G-staff to develop goals, objectives, strategies and performance measures and to produce the GaARNG Strategic Plan 2010-2015 IAW with Step 3 of the SMM. Once the Strategic Plan was developed and approved by the senior leadership team, ownership was assigned to the respective leaders for development of action plans. During the strategic planning process, the G-staff identified fourteen strategic goals and related objectives and their performance measures were integrated into the Key Performance Indicators (KPIs) for regular review on monthly, quarterly and annual forums. Strategic Objectives can be found in Figure (2.2-2). 2.1b(2) – Strategic Objective Considerations: goals, objectives, and strategies are identified in steps 1 and 2 of GaDOD Strategic Management Model using a seven factor SWOT analysis and identifying customer expectations through listening to our customers on an annual basis during our SMB workshop. Based on the SWOT analysis, the senior leaders determine our organization’s strengths (advantages) and weaknesses (challenges) and these are identified as areas we can leverage or improve on for developing long term plans to meeting customer expectations. Strategic objectives and goals are identified to place the organization in a competitive position during round table discussions at the SMB and approval by board members. Strategic Objectives and Strategies are reviewed during weekly and monthly command and staff meetings to ensure we are accomplishing the internal daily processes that support the accomplishment of our strategic vision. Figures 2.2-1 and 2.2-2 illustrate the alignment of objectives with our strategic challenges. 2.2 Strategy Implementation 2.2a – Action Plan Development and Deployment 2.2a(1) Our key short-term and long-term action plans are developed using steps 3 and 4 of the Strategic Management Model. Once Strategic Objectives and Strategies are identified, they are communicated to the COS and G-staff for development of Strategic Implementation Plans and Operations Orders using the MDMP process to develop courses of action. Once a final course of action has been determine through the MDMP process, an Operations Order is issued to the organization directing execution of the plan. Key shortGeorgia Army National Guard

term and long-term action plans are reviewed and refined during monthly command and staff meetings. The plans are continually being reviewed, analyzed and revised to respond to rapid changes in customer and stakeholder expectations. Adjustments are made through additional staff analysis and communicated using a FRAGO order to the organization. Monthly Senior Leader Command and Staff meetings allow our organization to be fast, focused, and flexible to adjust to customer requirements and to ensure the plans are being executed. The G-3 maintains a tracking matrix or all implementation plans. An example is our Strategic Facilities Plan, which focuses on future capabilities and the alignment of our organization. 2.2a(2) The senior leadership deploys and implements action plans to subordinates through the use of the OPORD process. Annual yearly commander’s guidance is issued through OPORD Patriot Readiness that provides the commander’s guidance to subordinates of his expectations on how his strategic vision, objectives and goals are to be accomplished and align in daily operations. Commanders at all levels are responsible for implementing the strategies developed by the CG and the priorities established by the TAG. Senior leader champions (Commanders or GaARNG Staff, Figure 1.1-1) are responsible for ensuring that appropriate plans are deployed, executed and performance metrics monitored to ensure accomplishment of the plans. In addition, Process owners are responsible for tracking action plan progress and reporting the status to the CG at C&ST meetings and at the annual SMB meeting. Deployment of the action plans is monitored on the KPIs. Objectives and measures that are not improving are reviewed using the Continuous Improvement Cycle found in Figure 6.2-2. Improvements are initiated and new action plans are developed. 2.2a(3) - Federal resources are allocated by the chain of command using the GaARNG Program Budget Advisory Committee (PBAC) to allocate funds to implement Strategic Implementation Plans (SIPs) and monitor expenditures. State resources are allocated using the Georgia Results Based Budget (RBB) process. In this process, we link state funding to specific programs (key objectives) defined by the GaDoD Strategic Plan. Resources are prioritized to specific action plans based on the results of the SMB. The SIP identifies process owner resource requirements prioritizing them within the organization (Figure 2.2-2). Federal and State resources are reviewed by the PBAC. During these meetings, action plans of specific process owners are reviewed to ensure adequate resources are available to meet obligations. If resources are short, the Senior Leadership team prioritizes resources and funds are redistributed as required. Page

2.0 Strategic Planning 2.0 Strategic Planning 2.2a(4) – Key human resource Value Creation Processes are found under Quality Strength Perspective and are driven by a key process which is ―Improve Personnel Readiness.‖ The plan to convert strategies into results, through OPORD Patriot Readiness, directs the GaARNG action plan. The G1 is the champion responsible for the execution of the action plans that will affect our long-term personnel readiness. Key Human Resource support processes support the strategic perspective ―Quality Strength‖, which involves a two-fold thrust: Create deployable soldiers and develop leaders. 2.2a(5) – The key performance measures/indicators for tracking action plans are identified in our KPIs and shown by an example in Figure 2.2-2. Process owners for each of these priorities are assigned, develop the action plans, which include milestones, action steps, deliverables, resource requirements, and a link to the specific objective(s) supported. Annual goals are set during the strategic planning process in the SMM and then executed. The SMB and the Staff review the performance measures to ensure full deployment and cover all stakeholder interests. The final step of the cycle is evaluation and process improvement. AARs, lessons learned, and the ACOE assessment assists senior leadership in organizational alignment and ensures all key deployment areas and customer requirements are integrated into our daily operations.

2.2a(6) If circumstances require a shift in plans and the rapid execution of new plans, Process Action Teams are formed to review the new customer or stakeholder expectation. A new process or action plan is designed using the MDMP found in Figure 6.2-1. New plans are then briefed to the senior leadership team at ad hoc staff meetings for implementation to the field. Performance measures are identified and performance is reviewed in the performance review cycle, as discussed, in para. 1.1b(2). 2.2b – Our key performance projections are identified in para 2.1a(2) as being the best in the southeast region as our short term goal of 3-5 years and the ―best in class‖ of all ARNG organizations as our long term goal in 5-10 years. Performance projections are based on data from past performance of the GaARNG and our SWOT analysis of market capabilities identified in the Strategic Management Model (Figure 2.1-1) that are reviewed annually in step 1 of the Strategic Planning Process. Strategic Objective Performance is presented for the previous year and comparisons from other states are provided. The senior leadership reviews performance metrics and the performance measures of benchmark states to learn their process areas and adapt to their best practices. We adjust operations to provide a better service and remain relevant to customers and not fall behind our competitors by determining gap analysis and setting course corrections as required within the strategic management model cycle.

Figure 2.2-1 GA ARNG Strategy Map Georgia Army National Guard

Page

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2.0 Strategic Planning

Key Strategic Objective Performance Indicators

CPI FOR INDIVIDUAL AND ORGANIZATIONAL LEARNING

DEVELOP PREEMIENT FACILITIES

PROVIDE LOGISTIC’S EXCELLENCES

IMPROVE QUALITY STRENGTH

STRATEGIC PERSPECTIVE

KBP

Objective

Criteria

Owner

Data

Goal Timeline - % Complete Per FY

Action Plans

Current Criteria

Owner

Current Data

FY 13

FY 14

FY 15

Actions Taken / Comments

Business Results Performance Matrix

Goal 1

RECRUIT AND RETAIN HIGH QUALITY SOLDIERS TO FILL AUTHORIZED POSITIONS AND TO SUSTAIN FORCE STRUCTURE END STRENGTH

SUSTAIN THE ASSIGNED END STRENGTH OF THE GAARNG AT 11,100 OVER THE NEXT 5 YEARS

GOAL100% G 99-100 % A 96-98% R< 96%

G-1

100.80%

100

OPORD PATRIOT READINESS

7.1.12

Goal 2

INCREASE THE C-USR PERSONNEL READINESS LEVEL OF ALL PERSONNEL.

ALL AA AND FF UNITS WITHIN THE STATE ACHIEVE A FUNCTIONAL (P) RATING AIM POINT WITHIN THEIR READINESS CYCLE NLT FY 15

GOAL100% G 99-100 % A 96-98% R< 96%

G-1

AVAILABLE

100

OPORD PATRIOT READINESS

7.1.18

Goal 3

IMPROVE THE C-USR TRAINING READINESS LEVEL OF ALL UNITS

ALL AA AND FF UNITS WITHIN THE STATE ACHIEVE A FUNCTIONAL (T) RATING AIM POINT WITHIN THEIR READINESS CYCLE NLT FY 15

GOAL100% G 99-100 % A 96-98% R< 96%

G-3

AVAILABLE

100

OPORD PATRIOT READINESS

7.1.19

Goal 1

ACQUIRE SUFFICIENT STATE OF THE ART EQUIPMENT LEVELS

ALL AA AND FF UNITS WITHIN THE STATE ACHIEVE A FUNCTIONAL (S) RATING AIM POINT WITHIN THEIR READINESS CYCLE NLT FY 15

GOAL100% G 99-100 % A 96-98% R< 96%

G-4

AVAILABLE

100

OPORD PATRIOT READINESS

7.1.20

Goal 2

EFFECTIVELY ALLOCATE,MANAGE AND ACCOUNT FOR ALL ORGANIZATION RESOURCES

% FUNDED AGAINST TOTAL VALIDATED STATE/ FEDERAL REQUIREMENTS

GOAL:100% 98-100% -G 95-97% -A 95% < - R

USPFO

80%

85%

90%

OPORD PATRIOT READINESS

7.5.1

GOAL:100% 98-100% -G 95-97% -A 95% < - R

G-4

AVAILABLE

90%

OPORD PATRIOT READINESS

7.1.21

GOAL= 100%

CFMO

100%

TBD

Facilities Construction Plan

7.1.22

GOAL= 100%

CFMO

100%

100

Facilities Construction Plan

7.1.22

G-6

100%

100

IT STRAT PLAN

7.1.8

CFMO

TBP

ALL AA AND FF UNITS WITHIN THE STATE ACHIEVE A FUNCTIONAL (R) RATING AIM POINT WITHIN THEIR READINESS CYCLE NLT FY 15 EXECUTE 100% OF AUTHORIZED MILCON FUNDS THROUGH FY 15 CONSTRUCT EIGHT NEW REGIONAL FACILITIES THROUGH FY 19

Goal 3

EQUIPMENT READINESS

Goal 1

CONSTRUCT “GROW THE ARMY FACILITIES”

Goal 2

CONSTRUCT “GROW THE ARMY FACILITIES”

Goal 3

ENHANCE STRATEGIC COMMUNICATIONS

UPGRADE COMMS CAPABILITIES

GOAL: 98%

Goal 4

FACILITIES MANAGEMENT

PROVIDE SAFE AND ENERGY EFFICIENT FACILITIES NLT FY 2017

GOAL= 100%

Goal 1

DEVELOP LEADERS

% OERS COMPLETED ON TIME

GOAL100%

G-1

96%

100

OPORD PATRIOT READINESS

7.3.18

Goal 1a

DEVELOP LEADERS

% NCOERS COMPLETED ON TIME

GOAL 100%

G-1

96%

100

OPORD PATRIOT READINESS

7.3.17

Goal 2

SECURE NEW MISSIONS FOR ORGANIZATION GROWTH

# OF NEW MISSIONS / FORCE STRUCTURE

Goal: 10,197

10,264

10, 264

10. 034

10, 136

OPORD PATRIOT READINESS

7.5.4

Goal 3

SET THE CONDICTIONS FOR GROWTH BY ACHIEVING A OVERALL COMPOSITE C-USR ( C ) RATING

GOAL100% G 99-100 % A 96-98% R< 96%

G-3

AVAILABLE

100

OPORD PATRIOT READINESS

7.1.17

Goal 4

STRATEGIC COMMUNICATIONS

GOAL100% G 99-100 % A 96-98% R< 96%

PAO

100%

100

GA DOD Strategic Comms Plan

7.1.9

ALL AA AND FF UNITS WITHIN THE STATE ACHIEVE A FUNCTIONAL (C) RATING AIM POINT WITHIN THEIR READINESS CYCLE NLT FY 15 REINFORCE STRATEGIC COMMUNICATIONS BETWEEN GAARNG LEADERSHIP AND THE MEMBERS AND STAKEHOLDERS PF THE GAARNG

TBP

Figure 2.2-2 Key Strategic Objective Performance Indicators

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CATEGORY 3 – CUSTOMER FOCUS 3.1 – Voice of the Customer 3.1a – Customer Listening 3.1a(1) Unlike most organizations, each of our major customers designated the GaARNG as the primary provider for vital services expected in the market area served. We obtain information from our customers through various forums such as conferences, workshops, legislative meetings, and daily contact with designated liaison personnel within their organizations. In addition, we invite our customers to participate in our strategic planning meetings, our operational planning and exercises, our resource workshops and our social events. Our customers can provide direct formal feedback information to us through these forums allowing us to understand their satisfaction or dissatisfaction with our services. In addition, informal feedback and information is obtained through our newly established “Contacts” tab on our website to help better direct inquiries or answer questions related to our operations communicated through the media, our website or Facebook account. Information obtained is vetted by the Public Affairs Officer and communicated to the staff for action.

3.0 Customer Focus 3.0 Customer Focus 2.03.0 Strategic Planning Customer Focus readiness status. From our reports, we receive feedback from our federal customers that provides us actionable information to adjust our operations as required. Federal customers (Figure 3.1-2) have designated the GaARNG to fulfill specific military missions and set specific requirements on where, when, and how well we perform these missions through the ARMY Force Generation model process. For example, we have mobilized over 12,000 Georgia Guardsman in support of Operations Iraqi Freedom, New Dawn, and Noble Eagle/Enduring Freedom (ONE/OEF). The process to obtain information from our state and local government customers is through our daily contact with the Georgia Emergency Management Agency (GEMA). All requests for our services to support state and local government operations is coordinated through the GEMA State Operations Center (SOC). To obtain information from our state and local government customers, we attend various forums such as scheduled conferences, workshops, state emergency planning and operational exercises. The GaARNG and GEMA have a monthly coordination meeting to share information on homeland defense and to review capabilities to respond to emergencies within the state. Because of our close working relationship with GEMA, we have assigned a permanent Liaison Officer with them to represent us on a daily basis in all of their operations. While GEMA is our formal means of contact to obtain information from our state and local customers, informally, our senior leaders and local community representatives meet on a regular basis with their elected and appointed community public servants. Information received in these informal meetings are provided to the organization for action and improvement to our operations.

The GaARNG obtains information from our federal customers primarily through attendance at their regularly scheduled conferences and workshops. Attending these events ensures we are in their planning cycle and allows us to tell them our capabilities and the services we can provide to meet their requirements. In addition, our federal customers require us to provide them on a quarterly basis a Commander’s Unit Status Report of our GeorgiaArmy ArmyNational NationalGuard Guard Georgia

Obtaining information from our local customers is primarily through direct contact with our Public Affairs Office (PAO) or through our Family Support programs office. Civic groups requesting support will direct each inquiry through our PAO on a case by case basis. The PAO will engage with these customers directly to obtain and provide information on services that we can provide. Feedback from local community support services is obtained through AAR and surveys with the customer and incorporated into future missions. Our Family Support Programs office hosts numerous forums such as ESGR conferences, Family Readiness Conferences and Yellow Ribbon events to obtain information from our family and employer groups. Many of the GaARNG Readiness Centers are located in local communities where our civic leaders know the commanders and leaders of the units in their communities. Frequently, these civic leaders will make direct contact and provide information to these front line Page Page

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3.0 Customer Focus Customer Focus 2.03.0 Strategic Planning

__________________________________ ___ leaders on their concerns in the communities. Our leaders in turn submit these concerns to the chain of command and PAO for action. Our advantage to providing action to information of local community concern is that many of our guardsmen are key members of the community who are police officers, firemen, local political leaders, school principals, and other leaders in the community. Once information is obtain about our services, we will leverage this group to promote or mitigate any concern to improve our service. 3.1a(2) Our processes to listen to information from former, potential and customers of our competitors is the same as listening to our current customers in 3.1a(1). The GaARNG is responsible for providing trained and ready units to our primary federal customer, the Department of the Army. We continuously explore opportunities to increase value-added training with diverse opportunities for our soldiers. An example of this type of training is Georgia’s participation in Operations Coordinating Conferences (OCCs) and Training Exercises (TREX). Various Combatant Commands worldwide conduct these events and are the main venue for RC units to apply for support of ODTs (Overseas Duty Training). COCOMs solicit participation from the Guard for missions during OCCs. ODTs assist in maintaining and improving readiness levels as well as meeting customer needs and requirements. The GaARNG G3-Training Office represents the GaARNG at these OCCs. The G3 ODT training officers then gauge requested participation against the Georgia unitavailability and training cycles. The G3-MRO created an ARFORGEN matrix that tracks the status of each AA unit in the GaARNG as well as unit availability during Market Segment

Federal Government

Key Customers

· Dept. of Defense (DOD) · US Army (USA) · US Air Force (USAF) · National Guard Bureau (NGB)

· Georgia Emergency

Management Agency (GEMA)

State & Local Government

Customer Requirements

GaDoD SMO is the proponent for gathering customerrelated information. The SMO coordinates the overall organization commitment in serving customers as well as designing, implementing and improving customer feedback processes and systems. Organizational direction, strategies, and daily operations are driven by the specific requirements our federal and state customers set forth in the missions they assign and resources they provide. Customer feedback obtained via informal discussion, electronic mail, and customer surveys affects the focus of our Mobilization In-Progress Reviews, daily operational activities as directed by our Command Readiness Guidance (CRG), and overall support focus as detailed in our Yearly Readiness Briefs (YRB). Proper Results Customer Feedback implementation of this process keeps our business Yearly Readiness Briefs · 7.1.1 needs and direction current.

· · Cdr Unit Status Reports

· Trained Soldiers · Force Structure

· Other formal reports (PTSR,

Soldiers

· Ready Units · Responsiveness

Governments

Local Communities

3.1b – Determination of Customer Satisfaction and Engagement

· Ready Units · Available

· Law Enforcement Agencies · Other State Agencies · Other States · County/Municipal · Civic Groups · Family Members · Employers

any given time period over the next 5 years. Once support missions are mutually agreed upon, the G3 schedules the missions and updates the state training calendars. The G3 prepares an appendix (Appendix 21) to its steady state OPORD which details the process of ODT missions. This process led to an increase in ODTs from 8 at the end of CY 2009 to 17 YTD 1JUN2012 (Figure 7.1.5). After the unit completes the ODT mission, the unit involved and the G3 training officers attend onsite AARs at the COCOM IOT gather lessons learned from the missions. The G3 publishes these AARs in the G3-OTD AAR file on the G3 Portal for dissemination. Post-ODT improvements are identified at G3-sponsored improvement events where the unit through MSC-level scrub external and internal AAR documents and list recommendations and implementation plans.

(CUSRs)

· ·

7.1.2 7.1.5

DTMS, etc.)

· Daily contact / Surveys · Visits to NGB/ FORSCOM · SURE Reports · Complaint Process (Resolution)

· After-Action Reports (AARs) · Daily Contact / Surveys · Meetings with Governor · Legislative Meetings · State Emergency

· ·

7.1.3 7.1.4

Management Meetings

· Military Honors · FRG Info · ESGR Info · Yellow Ribbon

· Complaint Process (Resolution)

· Daily contact / Surveys · High-Profile Conferences · Civic Group Meetings

· · · ·

7.2.8 7.4.14 7.4.15

In FY 2011, we conducted an AAR on our triennial customer satisfaction survey process and our methods to engage our customers as found in (Figure 3.1-2). Based on feedback provided in our FY 2010 ACOE assessment and the FY 11 Baldrige criteria, we changed the target audience of our survey from over 250 respondents to less than 50. The AAR revealed that we were surveying many key stakeholders who were never really using our products and allowed us to

7.4.16

Figure 3.1-2. – Our Customers and Their Requirements

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3.0 Customer Focus Customer Focus 2.0 3.0 Strategic Planning

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focus on the actual customer who was using our products. In addition, we added questions on the survey to specifically address dissatisfaction of our products and services. The AAR also validated our listening methods. 3.1b(1) The GaARNG uses many formal and informal methods to receive customer feedback and to determine customer satisfaction (Figure 3.1-1). The specific method we use to determine customer satisfaction is different for each customer group. For Federal customers, we rely on formal methods in determining satisfaction and dissatisfaction to include information gleaned from inspections, CUSRs, and Joint Assessments with First U.S. Army. In many cases, we grade ourselves based on criteria provided quarterly by our customers. The customers of our commanders and staffs also provide written feedback after an inspection or exercise. For our state and community customers, we rely more on front-line contact, informal feedback, and public forums. Additionally, the SMO uses a formal survey process as outlined in a Standing Operational Procedure, to solicit feedback from all customer groups on a triennial basis. A significant process used to followup with our customers, especially our federal customers, is the After Action Review (AAR). AARs are selfinitiated, systematic reviews conducted immediately following completion of each phase of an exercise or operation. Customers (i.e. an advisor, evaluator, mentor or liaison) monitor and often participate in the AARs. The reviews begin at lower levels and forwarded up through the chain of command. The AAR process is used throughout the organization and ingrained as part of the organizational culture. 3.1b(2) The GaARNG is unique in that our competitors are often our customers and stakeholders. We share customers with our competitors, but compete against them for funding, missions, and force structure. We obtain customer information by benchmarking our processes against theirs through mandatory reporting systems as found in (Figure 4.1-2). When we identify competitor processes that are effective in solving systemic issues, we benchmark their processes, analyze their techniques, and tailor a new business practice to institute into our organization. An example is the ongoing process within our G3 Division in which Soldiers are not allowed to attend any additional training or perform any additional support work (ODT, ADOS, PME, ASI, etc) until they are Duty Military Occupational Specialty Qualified (DMOSQ) in their positions of assignment. This one process, identified in use by a competitor and tailored to fit our organizational needs, continues to have a positive impact on our overall DMOSQ rating and enabled us to exceed the Chief of Staff of the Army goal of 85% DMOSQ. We also continue to seek out additional information on our competitors to help us measure our customer’s Georgia Army National Guard

satisfaction with them, such as statistics provided in briefings by NGB staff, articles in the National Guard Magazine, Army Times, other publications, and annual quality conferences. 3.1b(3) As stated in para 3.1b(1), the GaARNG uses many formal and informal methods to determine customer feedback to include dissatisfaction (Figure 3.11). We use the same methods in determining customer satisfaction to determine customer dissatisfaction. Knowing our customers’ expectations allows the GaARNG to gauge dissatisfaction when those expectations are either not met or are met in an insufficient or unsatisfactory manner. 3.2 – Customer Engagement We engage customers and build relationships with our customers through various forums such as conferences, workshops, legislative meetings, and daily contact with designated liaison personnel within their organizations. In addition, we invite our customers to participate in our strategic planning meetings, our operational planning and exercises, our resource workshops and our social events. Additionally, we make frequent visits to our customer’s headquarters, state and federal agencies, contractors to stay current in their operations. Information gathered during these visits is discussed and analyzed at our senior leadership meetings (Figures 1.11 and 2.1-1). 3.2a – Product Offerings and Customer Support 3.2a(1) The GaARNG identifies current and future key customer requirements, needs, and changing expectations through various forums (Figure 4.1-1), feedback mechanisms (figure 3.1-1), and the Command Plan provided by the National Guard Bureau. This is done as an effort to innovate our product offerings to meet and exceed our customers’ support expectations. The Command Plan specifies the Force Structure Authorizations, which then dictates the number and type of units to activate, retain, or deactivate within the state. Using NGB's force structure process, the GaARNG/Joint Force Headquarters Staff conducts a detailed analysis and extrapolates the following: force structure, unit locations, geographic dispersion, and demographics. The process ensures that each allocated unit is fully capable of supporting full-spectrum operations, Homeland Defense (HLD), Homeland Security (HLS), and other domestic contingency operations. Evaluation criteria are developed by including feedback from the national, state, and local levels. When we determined that significant changes were needed to enhance our operational capabilities and flexibility, the GaARNG developed a strategic force structure plan through 2020 and submitted the plan to National Guard Bureau. NGB used our plan and input as the benchmark model for the Page

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rest of the nation. Our staff reviews the plan annually and updates NGB to ensure conformity to customer requirements. 3.2a(2) The GaARNG maintains daily contact with our federal and state customers through various staff working relationships. Our Federal customers are in daily contact with our G-3 Operations Officer through our mobilization branch chief. Should our federal customer request customer support, assistance and support would be requested and coordinated through formal request for services or missions to the G-3 using the mobilization process and national defense authority. Coordination for support from key state and local customers to include the Governor’s Office would be requested through the GaDOD J3 Office who maintains an ongoing support relationship with GEMA. Request would be vetted to ensure they meet regulatory and legal requirements and then the support request would be tasked to the G-3 for execution. Customer support request for local customers would be handled on a case by case basis with the PAO or the Family Support Programs office. Through years of mutually supportive relationships with our customers, we learned many of the skill sets inherent to military service are skills not normally found or trained in our customers’ organizations. Among the most valuable services we provide is large scale operational planning and execution of HLS mission support. We assist many of our customers in contingency and operational planning by routine attendance in customer organizational meetings and exercise forums. We interface with members of various state agencies and teams in order to teach, train, and mentor their operational planners. This system stimulates more preparation in planning, which ultimately provides improved support functions to their customers. An example of this ongoing interface are plans developed to transport, secure, and distribute medical supplies in support of a potential pandemic flu outbreak as detailed in CONPLAN 3591 (Pandemic Influenza). Another example is the Georgia Capabilities Matrix as detailed in Appendix 1 (Georgia Capabilities Matrix) to Annex C to OPLAN 3500. Synchronized with the force packages and the Army Force Generation (ARFORGEN) process, the Georgia Capabilities Matrix provides transparency to our customers on how we will provide the essential support capabilities in time of need. The matrix lists the types of equipment and support capabilities available to customers by level of storm intensity/hurricane levels. If DSCA’s support capabilities are not readily available to inherit units, then this plan is developed in advance and synchronized with the GEMA. This plan assists GEMA with requesting EMAC support from adjacent or regional National Guard states. The Georgia Army National Guard

3.0 Customer Focus 2.0 3.0 Strategic Planning Customer Focus Georgia Capabilities Matrix is sent to GEMA, NGB, and the Department of the Army. GEMA utilizes the list to synchronize their support needs with neighboring states as requests for potential support. This process enables the GaARNG to provide input into state government's process of planning and operations so they have visibility of the current status of GaARNG support capabilities. Transparency of support capabilities allows us to capably meet their requests for support during hurricane recovery operations. We update and communicate our likely EMAC support requirements and capabilities with GEMA and NGB monthly based upon the availability and readiness of our units. Another method is through the GaARNG and GEMA exercise process. The GaARNG participates in numerous exercises GEMA conducts. At the agency/ local government level, our planners coordinate directly with the various Critical Infrastructure Sites throughout Georgia (Nuclear Power plants, Atlanta Airport, MARTA, Buford Dam) and conduct exercises with the various agencies. During the exercises, the GaARNG provide assets based upon the situation at hand. This process allows us to further develop standing, mutually supportive relationships with our customers. By doing so, we continuously reassess our customers’ needs and develop new processes to provide product offerings across all agencies. GEMA and state agencies also participate in the planning and execution of GaARNG exercises. Each year the GaARNG conducts a Hurricane Readiness Exercise, further demonstrating our ability for a deployment to support a range of operations. The state experiences first-hand the responsiveness, gaps in support requirements, and readiness of our units. This close coordination enables the GaARNG to understand the requirements and processes of state agencies and local governments. Additionally, GEMA participates in our Adaptive Battle Staff development process. Their participation throughout the development process enabled the GaARNG to fully understand GEMA’s support requirements and tailor our support capabilities accordingly. This innovative approach resulted in our customer becoming fully aware of our capabilities, and we of theirs. 3.2a(3) Federal customers require our units to be trained, ready, and deployable. They are specific in their requirements in they want highly trained, medically and physically fit soldiers that must be able to seamlessly interface with active duty troops to conduct OCO. Federal customers also expect the GaARNG to be a part of the National Defense structure. In order to meet and exceed customer expectations, we constantly strive to fully train each of our Soldiers in their duty-required skill sets, to maintain the highest levels of individual medical readiness, and to maintain the highest levels of mission readiness at all times. Page

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State and local community customers (Georgia citizens) expect us to be prepared and resourced to provide HLS mission support in the form of support to emergency management agencies and to law enforcement officials. We do this by leveraging our training for our federal customer expectations to conduct HLS responsive and flexible forces to support customer needs. Local governments and Georgia citizens are customers we share with other Georgia governmental agencies, notably GEMA. By training and developing our Soldiers and units before needed, we are fully postured to provide the equipment and trained personnel to perform the HLS mission other agencies most often cannot provide. We continuously scan the environment for new missions, opportunities, and additional business from our customers through our SMM process (figure 2.1.1). The abilities of our competitors and the potential for market growth of new customers are evaluated in the same SMM process. 3.2a(4) The GaARNG uses the voice of the customer to ensure our products and services are marketed in the most efficient way. The voice of the customer also allows us to tailor products and services to fit the specific needs of each individual customer and to explore new ideas and innovations to meet our customers’ requirements. The GaARNG continues to keep our learning and listening methods current with customer requirements. These comments form the basis of learning and keep us attuned to current customer business needs. The ongoing relationships and associated feedback loop prompts us to remain focused on the continual revision of operation plans and exercise scenarios. From federal, state, and local market segments, we listen to comments in AARs (Figure 1.1-4), which leads to responsive changes in action plans supporting customer expectations. (Figure 6.2-2) Additionally, we continuously utilize the feedback from recent unit mobilizations to improve our pre-mobilization and postmobilization processes. We apply lessons learned to each of the federal, state, and local community market segment, as indicated through the recent amended version of our reintegration from deployment processes. Our Reintegration Operations Plan sets the standards and processes used to provide Soldiers and Families the information and support they need to adjust back into family and civilian life. The GaARNG conducts a triennial survey of our external customers through the GaDOD Strategic Management Office. Customer data provided by this survey is provided to the senior leadership team and is incorporated into the strategic planning process of the Strategic Management Model (figure 2.1-1) to establish any new course directions required of the organization. Georgia Army National Guard

3.0 Customer Focus 2.0 3.0 Strategic Planning Customer Focus 3.2b – Building Customer Relationships 3.2b(1) We determined that the best way to build customer relations is to educate our customers on capabilities and parameters for use, thereby creating a need or a market for our services. The senior leadership team and primary staff sections conduct a quarterly (minimum) visit to National Guard Bureau and communicate via phone and or e-mail daily with their respective customer liaisons. During these visits, information is obtained to customer requirements, expectations and customer perception of our operations. This information is reviewed in monthly staff meetings, quarterly metric reviews and annual strategic planning assessments. These visits reinforced Georgia’s Strategic Plan and the knowledge gained allows the GaARNG the ability to manage deployment requirements for units and individuals with minimal turbulence. The senior leadership of the organization require all Division and Branch Chiefs to get more involved in their respective career fields by seeking leadership positions in functional, regional, and national advisory councils. At the Federal level, General Officers and Division and Branch Chiefs serve in key positions on multiple NGB Advisory councils and other national groups. These national positions include: Chairman of the J2 Functional Advisory Council; Secretary for the National Military Personnel Action Committee; Region III chairmanships of the Plans, Operations, Readiness, and Training Advisory Council; Human Resources Advisory Council; Labor Relations Advisory Council; EEO Advisory Council; Alternate Classification Advisory Council; J-4 Functional Advisory Committee; EAGLE; Mobilization Readiness Advisory Council; Joint Information Management Council; and Executive Advisory Group for Logistics Excellence. At the state level, unit leaders maintain contact with representatives of the nine GEMA regions within the state. Additionally, we have leaders habitually performing liaison functions with each of the 15 Emergency Support Functions (ESF) groups within GEMA. Our relationship keeps us on the cutting edge of customer needs and better positioned to advance our product offerings to our customers to meet their current and emerging business needs. In addition, we demonstrate readiness to our customers through a formal feedback process known as the Commander Unit Status Report (CUSR). CUSRs give a realistic, quantifiable picture of each unit’s capabilities in the area of personnel, training, equipment on hand, and equipment readiness. USRs are generated for each TO&E unit and reported up through the chain of command to the Army Commander and Chief, National Guard Bureau. Source Unit Readiness Evaluation (SURE) is another tool we use with First Army to measure personnel training and equipment readiness in

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3.0Strategic Customer Focus 2.0 Planning

__________________________________ ___ preparation for mobilization contingency requirements.

for

specific

overseas

On the state level, we regularly conduct day-long orientation visits to our Youth Challenge Academy. More than 1,400 employers, civic leaders, law enforcement officials, and education professionals have been our guest at these briefing on the program from leadership, learning about the benefits of program while providing feedback and input for improvement. Feedback from our customers suggests the Gadoid should expand this program. Subsequent work with the Georgia General Assembly resulted in a 60% increase in funding for Youth Challenge Academy for a second campus at Fort Gordon (Figure 7.4.16). 3.2b(2) Our process for receiving and resolving major complaints places responsibility directly in the office of the TAG and the CG. All inquiries from our customers,

Complaint Received From Customer, Stakeholder Or Interested Party

Congress, State Representatives, and other civic and political leaders are either received directly by or forwarded to the TAG’s Office in accordance with Figure 3.2-3. Keeping the resolution process at this level allows issues and trends to be monitored directly by the TAG. Congressional inquiries and complaints may originate from a number of sources, including the general public. Unlike many other organizations that rely on complaints to identify deficiencies in products/services, the GaARNG receives few traditional complaints from our federal and state customers. The GA Oglethorpe Award selection committee recognized our complaint management system as an Industry “Best Practice.” We use a variety of complaint management processes to provide optimal customer service and continuously improve our delivery capabilities. Our intent is to address and expeditiously handle all complaints at the customer contact level.

Maximum 30 Days Turnaround Forwarded to TAG / CG Army

30 D ay Su s p s M a x e n se B T o C ac k u s to me r

nt la i e nt p m m C o ag e ss NG n e M a Pr o c A A R G

Processed by TAG / CG Army

Reviewed by TAG / CG Army Personal Written or Telephonic Answer from TAG / CG Personal, Written, or Telephonic Answer from Process Owner

Presented to CMD/STAFF/IG as Issue for Input STAFFING PROCESS

Process Improvement Forwarded to Process Owner for Analysis and Inprovement of System/Process

Continuous Process & System Improvement Based on Customer Input and Feedback

Figure 3.2-3 – Complaint Management Process

Georgia Army National Guard

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__________________________________ ___ CATEGORY 4- MEASUREMENT, ANALYSIS, AND KNOWLEDGE MANAGEMENT 4.1 Measurement and Analysis of Organization Performance: The GaARNG selects, collects, aligns and integrates data and information to support operations based on external customer requirements and internal operating processes through an effective systematic process identified in our Strategic Management Model (Figure 2.1-1). Through this process the senior leadership team using steps 1-3 of the Strategic Management Model conducts a SWOT analysis of our operating environment, determines customer expectations, and formulates strategic direction for the organization. Data identified during the process is incorporated into strategic implementation plans and OPORDs and communicated to the organization for performance tracking using the MDMP process identified in figure 6.2-1. The TAG and the GaARNG CG appoint various members of the leadership system as Key Process Owners for each goal and performance metric. These Process Owners provide tactical level execution of the strategic plan and monitors the performance of their assigned objectives. 4.1a (1) - Performance Measurement: The GaARNG selects data to integrate into daily operations for monitoring performance by observing what is happening in our operating environment through our environmental scan and incorporating these findings into formal directives and yearly training/readiness guidance provided by NGB and DA to develop our strategic plan and yearly readiness guidance. Key organization performance metrics identified in Figure 2.2-2, are identified by process owners when they develop their implementation plans and OPORDS in step 4 of the Strategic Management Model. Each command within the organization communicates the performance expectations of the CG through their own communication plans using their various communication methods identified in Figure 1.1-4.

Georgia Army National Guard

4.0 Measurement, Analysis, and Knowledge Management Data is collected using automated information systems (Figure 4.1-2). Raw performance data is input into the automated systems by unit personnel and is consolidated at the process owner level for review and improvements by the process owners. Members of the GaARNG staff review key performance measure results and coordinates informally on a daily basis using forums identified in our performance review forums (Figure 4.11) to analyze data and compare performance with competitors to identify trends and opportunities for improvement to daily operations using the Continuous Improvement Cycle found in (Figure 6.2-2.). Performance of key metrics from these review forums are used to validate our mission, adjust our courses of actions, and sometimes create adjustments to our strategic direction as part of the step 8 of the Strategic Management Model. 4.1a (2) Comparative Data: The GaARNG Staff selects key comparative data and information that reflects the readiness standards established by NGB and DA for each reporting unit referenced in AR 220-1 and as part of the ARFORGEN mobilization directive. Commanders and senior leaders establish and develop training requirements based on their assessment of these readiness levels which are reported quarterly using the Commanderâ&#x20AC;&#x2122;s Unit Status Reporting system (CUSR). Using the on-line CUSR, which depicts readiness levels from units to the state, GaARNG Staff compares itself monthly to states within the southeast region and NGB Average. Readiness levels and the natural competitiveness that occurs by the publication of this information produce innovative corrective actions and benchmarking opportunities with other states to improve our readiness status. To ensure effective use of key comparative data and information, senior leaders also analyze various assessment results and measures from systems shown in Figure 4.1-2, and provide recommendations for improvement as they relate to strategic goals and objectives.

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4.0 Measurement, Analysis, and Knowledge Management

4.1a(3)(4) Senior leaders and performance process Command and Staff meetings are the basic processes owners monitor customers expectations and receive used to review the performance metrics using the customer feedback daily through the various forums Continuous Improvement Cycle (Figure 6.2-2). Current identified in Figure 3.1-1. KPI data is reviewed and performance metrics are compared to historical trends updated through in-progress reviews and AARS to and comparative data with other states in the region and ensure we are meeting customer expectations. Rapid NGB overall. Based on comparative data, we determine and unexpected changes to performance expectations opportunities to be best in class, if we are moving in the by the customers are reviewed by performance measure proper direction to achieve organizational goals, and to owners to evaluate the impact on the organization. Large identify areas to develop new plans to achieve our shifts in performance generate additional staff meetings mission. evaluate (and if necessary mitigate) impact of the GaARNG or stakeholders. Action FREQUENCY SYSTEM KEY PROCESS INTEGRATED WITH REPORT plans are re-evaluated and courses of Man, Train, All Units, Staff, NGB, & actions are developed to continue Daily SIDPERS UMR Sustain DOD operations allowing the organization All Units, Staff, NGB, & the agility to shift its operations as Monthly DTMS Train, Sustain Multiple DOD required. An example is the organizations ability to shift from All Units, Staff, NGB, DOD, Maintenance Daily SARRS-O Equip, Sustain routine daily operations to emergency Supply Points Supply operations in the event of a natural All Units, Staff, NGB, & Daily SAMS Equip, Sustain Maintenance disaster such as hurricanes, tornados DOD or infrequent winter storms. The Man, Equip, outcome of these meetings and CUSR/SUR Train, Sustain, All Units, Staff, NGB, & Monthly USR/SURE processes ensures that performance E Provide Ready DOD measures and changes in a business Units process adequately reflect changes to Man, Equip, Monthly CMS Staff, NGB, & DOD CMS business needs and customer Train, & Sustain expectations.

Figure 4.1-2 Automated Information Systems

AARs of our performance measurement processes over the past few years have resulted in several changes to our process to review, analyze and make improvements to our performance measurement systems. In FY 09, an AAR determined that reviews of CUSR readiness levels were focused on each level of readiness. While all readiness levels are important, our customer expectations shifted from a fully ready unit to a unit that could meet all personnel readiness level at their mob stations with the expectations that all additional readiness levels would be accomplished upon mobilization. As a result, the GaARNG shifted our focus to personnel readiness and placed greater emphasis and resources in this area. An additional AAR in FY11 identified the requirement for having a common operating picture on line for each key performance metric. As a result, the G-3 created a Common Operating picture on the G3 sportal that can be reviewed by all members of the organization. Additionally, the Strategic Management Office is partnering with NGB in the creation of an automated Strategic Management System to have a common dashboard for sharing data that has been slow in development and deployment. 4.1(b) Performance Analysis and Review Analysis: Review of the GaARNGâ&#x20AC;&#x2122;s performance and capabilities is ongoing (Figure 4.1-1). The internal reviews and Georgia Army National Guard

Based on analysis of ongoing operations reviews, senior leaders prepare formal briefings to the leadership team on annual basis to assess our ability to accomplish our strategic goals and objectives during step 1 of the Strategic Management Model (Figure 2.1-1). These performance reviews along with current environmental scans allow the senior leadership team to determine if current implementation plans are working or whether course corrections need to be made. If course corrections are required, additional strategies are identified and developed using the Strategic Management Process Model. An AAR of the Strategic Management Model at each SMB has ensured that changes to the review process have matured through the years and is a continuing journey. AARs of our performance measurement processes over the past few years have resulted in several changes to our process to review, analyze and make improvements to our performance measurement systems that include shifts in our strategic planning timeline in FY 09, Leadership reporting on progress of Strategic Objectives in FY 10, and receiving customer feedback on their perception of our performance in FY 10 during our annual strategic management boards with their presence. In FY 10, an AAR determine that reviews of all Key Performance indicators (KPI) at Command and Staff Page

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__________________________________ ___________________________________ ____ meetings were consuming a lot of valuable staff time and KPIs were be glossed over and not given sufficient command emphasis. Improvement to the review forums was that each command and staff meeting is now focused specifically on one of the sour strategic priorities of the commander allowing sufficient time to address issues in one operating area. In FY11, we added reviews of KPI to the agenda at our Joint Senior Enlisted Conference for senior NCO input and feedback. 4.1c Performance Improvement: The GaARNG uses the Continuous Improvement Cycle (Figure 6.2-2) as found in DA Field Manual 7-0 as the process to improve organization performance for our business process. The GaARNG Strategic Management Model is designed around this process as the GaARNG determines our mission, sets key strategic direction, action plans are developed and executed, performance reviews are conducted to evaluate performance and then assessments of performance are evaluated and course corrections identified. The ARMY’s ―Plan, Do, Check, Act‖ process IAW with FM 7-0. Performance reviews are formulated using the AAR Process (Figure 6.2-3) and presented in various performance review forums (Figure 4.1-1) and communicated to the organization using the communications mechanism found in (Figure 1.1-4). 4.1c(1) Performance reviews are conducted using organization assessments tools such as AARs, Internal Management Control Assessments, internal and external audits and operational exercises. Performance review findings are identified and shared in Performance Review Forums and special conferences as required such as the annual G-Staff conference which brings together all full time staff to discuss daily operations. In addition, the Public Affairs office has leveraged our ownline technology to develop a web site that includes blogs, book reviews, and leadership interview videos, to share observations, recommendations, opinions and improvements at all levels of the organization. In addition, process owner performance reviews and AAR are posted on the internal sportal for all employees to view. 4.1c(2) Future performance is forecasted based on performance reviews of historic trends and comparative data of other states during regularly scheduled performance review forums (Figure 4.1-1). Long-term trends that impact strategic direction and mission execution are identified and reviewed by senior leaders at the annual SMB to determine future expectations of our customers and our ability to satisfy their expectations. In addition to those identified by key leaders in the GaDoD, subject matter experts from NGB and other agencies (e.g., security agencies or comptroller offices) share data to provide context for analysis of trends. These reviews contribute to the analysis of our strategic direction and course corrections Georgia Army National Guard

_4.0 4.0 Measurement, Analysis, and Knowledge Management are made to our implementation plans from these reviews. 4.1c (3) The GaARNG staff meets continually with MSC level staffs to perform the first step in communicating the results of organizational analysis. Results presented by the Staff are current trends, corrective actions, new action plans, policy changes, budget concerns, training issues, etc. Information is distributed to the functional level operations by lower level staff meetings, official paper documents, e-mail, Internet, and the Intranet. The GaARNG provides access to a Network that is available to all its members through Internet or via the Wide Area Network (WAN). We are currently developing an electronic bulletin board to post official communication, policies, procedures, performance metrics, and comparative standings for access from the Internet and Intranet. Individual process owners become another vehicle to communicate results downward in the organization via program staff meetings, issuing policy directives, and monitoring user feedback to improve the process. The GaARNG has conducted several reviews to improve our Performance Improvement systems with numerous AARS conducted by each process owner identifying many innovative improvements. Our Public Affairs Officer has conducted several assessments in the development and deployment of his key business objective of Strategic Communications. In FY 10, after conducting an assessment, the PAO identified a key strategic communication strategic plan that had several objectives to leverage the on-line technology web site to develop several key social media sites to include Facebook, blogs, and an enhanced GaDOD web page to share. As a result of their efforts, the GaDOD website has been recognized as a best practice site by NGB and our PAO has been asked to present his efforts at several state, national, and international forums. In FY11, we leveraged a blog site on our sportal called the ―Professional Guardsman‖ that allows leaders to post ―Best Practices‖ of operations to a review board for comments and reviews. In FY 12, an AAR determined that we were having trouble communicating command information from the TAG to the field. As a result of that AAR, a command link was added to the web page that all members can review for updated command information. 4.2 Management of Information, Knowledge and Information Technology The GaARNG has an effective systematic process to manage information, organizational knowledge and information technology through an enterprise secured Data network system leveraging the best of internet and intranet solutions. Using the Baldrige criteria for Category 4.2, ―Management of Information and Page

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___________________________________ __________________________________ ____

4.0 Measurement, Analysis, and Knowledge Management

Technology, The G-6 has developed an IT Strategic Plan for our information management system.

systems within the state requires uses of common access cards.

4.2a(1) Organizational electronic data, information and knowledge within the GaARNG is created, accessed and shared within the various computer systems connected to our wide area network (WAN) and ultimately the rest of the world via NGB's network access. The GaARNG currently maintain 151 databases across ten SQL Server database instances. We also interact with an additional 2 databases (SIDPERS and RCASDBOR.). To ensure the accuracy of the data and information of the organization, all database systems are reviewed manually or checked using a process of data correlation that identifies potential errors and flags them for review; we have implemented pre-formatted data input fields on most of our systems which check data against known values to prevent errant entries; and require verification of accuracy before publishing changes to any organizational web sites.

Assets on the GaARNG network are protected from compromise by network-based anti-virus and intrusion detections systems. As a redundant layer of protection, Georgia pushed Host-Based Security and Host-Base Intrusion Detections Systems to all of its supported computer systems.

We have three data back-up systems for the six storage area networks that house all of the organizationâ&#x20AC;&#x2122;s vital data and information. These systems allow us to ensure the integrity and reliability of the data and information by performing daily back-ups at the organizational level (Figure 7.1.8). We have also implemented solutions for our employees that use Ethernet-based storage to allow individual back-ups; ensuring customers have access to their data. Hardware configuration on our data servers is at a minimum RAID5 (Redundant Array of Independent Disks Level 5 â&#x20AC;&#x201C; which refers to a technology that provides increased storage functions and reliability through redundancy) hard drive solution. Each server is also configured with multiple power supplies, redundant CPUs, multiple network interface cards and is connected to Uninterrupted Power Supplies (UPS). All major data centers are protected with an automatic failover power supply system and internet/network connectivity is guaranteed with the installation of a redundant data circuit at Fort Stewart, Ga. All data and information transmitted through or stored on any GaARNG automation system is immediately available to any user with proper permissions or access rights. Changes to personnel data from any system within the GaARNG Network are propagated immediately to all communication programs due to linkages in the databases created by our development section. Data and information are secured physically using access control list, remotely monitored security systems, locking hardware on both facilities and the hardware itself and on-site security personnel. Electronic security is maintained through a variety of software applications. Confidentiality of data is electronically managed by user level access and security level controls. Access to all Georgia Army National Guard

The GaARNG IT Director conducts AAR on the Information Data properties on a routine basis, an annual assessment using the Internal Management Control Process and feedback from ACOE submission. As a results of these AARs innovative changes were made in FY 10 with the implementation of an IT specific strategic plan using the Baldrige Category 4 criteria, In FY 09, the installation of a redundant Internet data circuit at FT. Stewart, Georgia, and in FY 10, and the fielding of a data encryption system to protect personally identifiable information (PII). 4.2a(2) The GaARNG makes data and information available to our workforce, suppliers, partners and customers through various communication process medians found in Figure 1.1.-4. In addition, we make available to over 11k members access to the GaARNG wide area network intranet system through the use of Common Access Card enabled secured network. New data request or requirements placed on the network are approved or disapproved by the process owners after initial analysis is completed. Key decision makers are issued cell phones and blackberry devices for 24/7 operations on a need to know access. Automated emergency alert notification systems through our network are on line to alert key leaders to key messages and decisions requiring input by the CG and TAG. Periodically, the CG publishes his Critical Command Information Requirements (CCIR) that provides guidance to the organization on issues that require the immediate attention of the senior leaders. 4.2a(3) The GaARNG collects, shares and transfer organization knowledge through key processes identified in Figure 1.1-4. The main process to collect knowledge is through the posting of information on the various sportal sites found within the GaARNG Intranet site. The GaARNG Sportal site provides secure web data for internal operations to our employees and senior leaders. The Sportal is open to all employees that maintain a secure CAC-enabled password. Information for internal operations is transferred across the organization primarily through OPORDs and Directives issued by the G-3 office. Initial information of an issue is distributed through a warning order to the various MSC commands with detail information provided

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__________________________________ _______________________________________ in an OPORD with follow up information communicated through FRAGOs to the base OPORD. The gateway for external knowledge sharing, as well as the public face of the organization is the GaDOD website found at www.GeorgiaGuard.com, which for efficiency reasons covers the GaARNG as well as its sister components. The site is managed from our Public Affairs Office under the auspices of command information, which includes knowledge management. In addition, the G-3 maintains the CUSR secured web server that provides proprietary information to our primary customer, DA. Reliability of the GaARNG intranet site is found in Figure 7.1.8. The GaDoD website has seen tremendous increase in use over the past three years as indicated in Figure 7.1.9. Metrics are reviewed monthly on website performance and the GaDOD website has gained national recognition within the past three years ranking in the top 5 percent of NGB websites for social media hits. In FY 11, the GaDod website was recognized as the number one web site in NGB and second place website against all DA websites. In FY 12 competition of NGB media outlets, GaDoD placed in the top three sites of all NGB states in public website, blog, and social media initiatives. Based on ACOE Feedback and an internal AAR in FY 12, the GaARNG has initiated and has recently begun building an organization Knowledge Management program to assist the knowledge management flow to improve organization sharing. Initial innovative steps were the creation of a Change Control Board, appointment of a Knowledge Management Manager, and initial assessments of our current knowledge management processes to develop a Knowledge Management Strategic Plan.

4.0 4.0 Measurement, Measurement, Analysis, Analysis, and and Knowledge Knowledge Management Management maintained on a life-cycle program to ensure replacement as new systems come online. Security of network systems is maintained through automated processes that keep workstations and servers updated with the most current antivirus definitions, security patches and software updates. In addition, all employees in the network are required to complete an initial security orientation and a National Agency Check (NAC) IAW AR 25-1. Annual refresher training is required and prompted by network alerts to remain an active network user. 4.2b (2) The greatest challenges facing the state involve providing redundant communication, continuity of operations (COOP) and disaster recovery (DR) capability. As the organization’s dependence on automated methods for management of data, information and knowledge grows the importance and role of the information technology as the backbone of the organization increases. To ensure the availability of hardware and software we have implemented a large number of system enhancements or controls including: 



4.2b Management of Information Resources and Technology 4.2b(1) All hardware and software reliability and userfriendly standards are achieved through the purchase of commercial off the shelf (COTS) products or DA/NGB distributed Advance Information Technology System releases. All hardware and software is first tested through our IT test center before being issued to the organization. Critical and routine system upgrades are also tested in our IT lab before they are fielded to the organization. All hardware and software systems are

Georgia Army National Guard



Redundant circuit with automatic failover at Fort Stewart, GA. Our designated COOP site has a circuit that is activated immediately upon failure of our primary circuit. This circuit will route network traffic through an alternate location with no decrease in performance or interruption of service to our customers. Emergency power at main hub and alternate site. Both the main network hub at Oglethorpe Armory and the alternate site at Fort Stewart, GA have emergency back-up power that will maintain operation of all networking components in the event of prime power failure. Data storage offsite. All critical data is backed up daily at each location and is then couriered via commercial vendor to a secure off-site location. Full recovery is possible in the event of a disaster within 24 hours. Virtualization and full replication. In an effort to reduce information loss vulnerability by reducing our hardware footprint, 80% of our servers are now virtualized. This allows us to establish a complete, redundant set of systems at our COOP location and will ensure continued access to all data and information at all times. This initiative has the longterm potential of eliminating over 40% of our current environmental footprint as well.

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5.0 Workforce Focus 5.0 Workforce Focus CATEGORY 5- WORKFORCE FOCUS 5.1 Workforce Environment 5.1a – Workforce Capability and Capacity 5.1a(1) Our core competencies are the ―Ability to recruit and sustain quality strength‖ and ―Our ability to mobilize and deploy ready soldiers and ready units‖; when asked by federal, state or local customers (Fig. P.1-5). Our organization consists primarily of military personnel and as such, our capability and capacity needs are largely defined by Army Regulatory policies and procedures outlined by either the Department of Defense, Department of the Army or the National Guard Bureau in Modified Tables of Organization (MTOE) or Tables of Distribution and Allowances (TDA). Because of this, most of the capability and capacity related directives are based on our Force Structure allowance. The skill sets and job descriptions needed to meet current and future missions is assessed using the unit Mission Essential Task List (METL) which lays out the individual and collective tasks that our employees are required to accomplish. Each subordinate unit mission requirement aligns with an assigned METL that contributes to the accomplishment of the work required of the organization. AR 600-100, -101 and -200 (Commissioned Officers-federal recognition and related personnel actions, Warrant Officers-federal recognition and related personnel actions, and Enlisted Personnel management) provide the organization with the knowledge, skills, abilities and physical requirements for each military employee of the organization. The METL has a built-in assessment tool that a commander is required to complete annually and results in an overall ―T‖ for trained, ―P‖ for needs practice or ―U‖ for untrained. Gaps identified in our METL and other skill requirements of the federal and state stakeholders and customers are analyzed during the strategic management process and action plans are developed to address the shortfalls. An example of this improvement is when we were asked by the Department of the Army to send Soldier/leader training teams for agribusiness economic development in Afghanistan. Having no agriculture units, we leveraged the civilian skills of our employees and developed an action plan to stand up, train and deploy these teams for our customers. A lesson learned from this engagement is that customer expectations are changing to meet world requirements and we must be able to utilize creativity and innovation to meet demand and accomplish the mission. For the full time support staff, the organization is provided an annual full time staffing voucher by NGB that authorizes full time positions. The Chief of Staff leads a collaborative effort using the MDMP process to apply limited full time manning authorizations against Georgia Army National Guard

identified priorities while addressing the Strategic Challenges of ―work force ceiling‖ and ―budget reductions‖ to accomplish the work of the organization. Assessment of capacity happens annually during the fourth quarter once the voucher is received from National Guard Bureau. 5.1a(2) The GaARNG Recruiting Battalion operations is a benchmark unit for the NGB strength management branch for their performance in recruiting over the past five years. The Recruiting Battalion’s Strategic Plan defined specific goals and objectives for targeting new employees into the organization. Every new soldier must meet rigid Army entry and training standards to join our team. Strength Maintenance teams from across the state recruit from all segments of the population and from all communities within our state to ensure a representation of diverse ideas, cultures and thinking that reflect the demographics of our state. (Fig. P.1-3). Our placement of new military members is determined based on aptitude test scores, education levels, career preference and previous experience. Recruiting is targeted on MTOE and UMR vacancies to build readiness. We immediately assimilate new Soldiers into the workforce utilizing the Recruit Sustainment Program (RSP) to acclimate them to the military before they enter their initial training. The RSP is a structured and progressive orientation and training program designed to indoctrinate new Soldiers to our mission, vision and values. The RSP not only sets the conditions for Soldiers to absorb our vision and philosophies, but also encourages organizational commitment and thus enhances retention. Officers specifically are incorporated via RSP-O (officers) and the Regional Training Institute’s zero phase of officer candidate school. And Soldiers with previous military experience attend the Prior Service RSP. We select our full time workforce from our Traditional Guardsman membership, a qualified applicant pool of approximately 7,000+ and when needed through nationwide job announcements where hard to fill jobs require low density skills not normally found in large numbers within the Georgia Army National Guard. We ensure that all of our hiring boards represent diversity through a standard requirement outlined in policy that we hire those employees with demonstrated skills and competencies that support organizational innovation and goals. This practice guarantees that all applicants receive fair and impartial consideration and sends a clear message to each potential member that we are committed to hiring both diverse and quality staff. We monitor our selection process to ensure Equal Opportunity Employment compliance within the organization through HRO oversight of the agency hiring process, the Inspector General and Internal Review inspection programs. Page

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5.0 Workforce Focus 5.0 Workforce Focus In FY 2010, a review of our full-time hiring process revealed that it was taking a long time to fill vacant positions. An AAR of the process determined that improvements could be made and a Lean Six Sigma project was initiated to improve the process. As a result of this improvement, we now recruit all full-time vacancies via the new, improved Human Resources Office (HRO) public website. To retain our Soldiers, we provide a variety of incentives that include challenging work, training, and job adventure as well as bonuses, education incentives, and long-term retirement programs. Strategic Goals

Action Plan Objectives

Employee Segment

1.1. Recruit the Force

1.1.1 - Recruit Quality - Increase Ship Rate - Assigned Strength - Improve Diversity - Maintain FTM Assigned Strength - Drug Testing Results

M-Day, AGR, TECH, State

1.1.2 - Retain Quality - Reducing loss rate <18% *

M-Day, AGR, TECH

7.3.16

1.2.1 – Increase Medical Readiness (FMR) to > 65%* - Dental Readiness

M-Day, AGR, TECH

7.1.14

1.2.2 – Increase DMOSQ (>21 months <1%) NLT 1st QTR 2012

M-Day, AGR, TECH,

7.1.19

1.2.3 – Decrease NEG End Strength% >21 months to >1% NLT 1st 2013

M-Day, AGR, TECH

7.3.3

1.2.4 – Decrease LOD Action Pending > 75 days by 50% NLT FY 2013 1.3.1 – Decrease No Shows >3% NLT FY 2013

M-Day, AGR, TECH

7.3.10

M-Day, AGR, TECH

7.1.6

1.3.4 – Improve on-time reporting of # of training accidents (NLT 30s fm accident) by 50% FY 2013. 4.1.1 – Decrease Overdue OERs to > 10% NLT 2nd QTR 2013 4.1.2. – Decrease Overdue NCOERs to >10% NLT 2nd QTR 2013

M-Day, AGR, TECH

7.3.9

M-Day, AGR, TECH

7.3.18

M-Day, AGR, TECH

7.3.17

1.2. Increase Personnel Readiness

1.3. Improve Training Readiness

1.4. Develop Leaders

Results 7.3.1 7.3.4a 7.3.4b 7.3.8 7.3.10 7.3.20

7.1.15

Figure 5.1 Human Resource Business Focus

5.1a(3) We organize and manage our workforce to accomplish the work of the organization via authorization documents such as the Modified Table of Equipment (MTOE) and Table of Distribution and Allowances (TDA). These documents provide structure to our organization by telling us what mission we are expected to Georgia Army National Guard

accomplish, what personnel resources are required to do it and what skill sets are required of the personnel. We capitalize on our core competency of personnel strength by leveraging NGB for additional force structure. We address our strategic challenges as well during the Strategic Management Board. For example, in 2004, we identified that we had few units that allowed female participation within the state. And that of the units that were available, all were located in only one geographical location. This layout led to a vast amount of market area where females were not being recruited. In an attempt to improve recruiting efforts, a new stationing and force structure plan was developed and executed which enabled disbursement and acquisition of new units that authorize female participation. 5.1a(4) We meet changing capability and capacity needs by capturing innovative knowledge from departing and retiring workers to ensure high-performance and results. Desktop Battle Books for each position are updated as processes are improved to ensure sustained productivity of work processes. These Battle Books are maintained in hardcopy binders and are also located electronically on the GA DoD intranet Sportal under each MACOM or staff entity. The secured Sportal contains work systems (G1, G2, G3, HRO, etc.) sites for all employees of the GA DoD to review and update as necessary for systematic and integrated completion of work. The Sportal includes SOPs, policies and procedures, forms, document examples and other tools to ensure continuity of operations through-out all levels of the organization from the Commanding General to the readiness NCO at the unit level. The acquisition of new knowledge is encouraged by allowing members to attend non-customary training (i.e. Lean Six Sigma, APIC, Strategic Planning, etc) that is believed will both benefit and move members toward accomplishment of organizational action plans and enhanced innovation. To prepare for the strategic challenge of ―Work Force Ceiling‖ we have engaged in continuous process improvement of some core processes to ensure the most effective and efficient use of members and resources. For example, the Office of Worker’s Compensation Programs (OWCP) LSS team members examined the Worker’s Compensation Program and implemented improvement strategies to enhance tracking of cases and establish processes leading to reduced worker’s compensation costs of approximately $134K per year over 5 years. See figure 7.3.3a. In an effort to manage the needs of our workforce, we have several opportunities by which an employee can communicate. The first method is the Chain of Command whereby a person can go direct to his or her supervisor when he is having and issue. The second, if Page

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5.0 Workforce Focus 5.0 Workforce Focus the first proves ineffective, is the Open Door Policy that is available to anyone after he has used his Chain of Command with no resolution. The third and final is the 24 hour Hotline number that is anonymous to all callers, but will take the comments/questions/needs or concerns of all employees. 5.1b - Workforce Climate 5.1b(1) We address workplace environmental factors for continuous improvement of workforce health, safety and security internally through an integrated systematic network which includes multiple boards, meetings, training and assessments such as; the Safety and Occupational Health program and course, Commander’s Safety Council, Aviation Safety program, the Facility Management Board and state Safety Council. Additionally we participate externally in such programs as the Federal Safety and Health Council, National Safety Council, American Society of Safety Engineers and ARNG Safety Meetings. We target high-risk activities and tailor specific safety awareness programs to mitigate the hazards. For example in August 2010 the CG of GaARNG implemented the annual motorcycle safety program which requires all riders to attend the basic and advanced safety course if they own a motorcycle. This was prompted after the death of a Soldier returning from OEF and major injuries of other riders. We regularly inspect all facilities for security risks/threats, update procedures and take required corrective actions. We implement and adjust control measures based on the threat environment. We fund infrastructure improvements to protect our facilities and monitor security risks statewide using a Force Protection Condition (FPCON) status that indicates the security risk at any given time. We have increased staffing in the security arena to ensure that our overall AntiTerrorism/Force Protection Program exceeds established requirements. In addition, we have developed disaster plans to include a Continuity of Operations Plan (COOP). The COOP addresses vital functions, minimum staffing levels and alternate workplaces. 5.1b(2) Our programs, services and benefits that we use to support all segments of our workforce include but not limited to GI Bill/Tuition Assistance; Space A Travel; Commissary/PX; Flexible Work Week; Employee Assistance; Family Support; Physical Fitness Policy; Health/Dental/Life Insurance and Accident Avoidance Courses. Each of these programs is tailored based on the type of member using the services.

Georgia Army National Guard

5.2a – Workforce Performance 5.2a(1) We determine key elements that may impact workforce engagement and satisfaction through various key mechanisms. We gather data through IG inquires; EO Complaints; Congressional Inquiries; Labor and Employee Grievances and After Action Reviews (AAR) to determine the issues of the workforce. All employee segments are authorized to use any key element to express workforce engagement or satisfaction. The monthly G1/S1 meeting addresses the top problematic system issues that hinder the accomplishment of action plans at unit level. The most frequent areas of concern are labeled as ―key‖ and become priority. These identified areas of weakness are addressed with a Process Action Team (PAT), a Lean Six Sigma (LSS) process improvement analysis or On the Spot Correction at the G1/S1 meeting where diverse ideas can generate an immediate fix. The After Action Review (AAR) is used to pinpoint what areas need improving and what existing processes worked well. Once we have determined our area for improvement, action plans target this area are developed, communicated and deployed throughout to the affected departments at the lowest skill level to support engagement and satisfaction. Processes that work well are sustained and results monitored for impacts from strategic challenges. 5.2a(2) We foster an organizational culture that is characterized by open communication, high performance work, and an engaged workforce in a number of ways as identified in Figure 1.1-4. Additionally, we ensure that our members know our organizational goals through communication of our mission, vision, values and strategic priorities. They are posted in all facilities and visible for members as well as visiting customers. They are deployed on the Sportal website (which can be accessed from home); the published 5-year strategic plan and the State of GaARNG Report (2010-2011). They can be found in a variety of other media, briefings and work systems OPORDs. We support the organizational culture and thinking of our workforce through cross-functional teams, on-the-spot process improvement innovations where the diverse mixture of ideas, cultures, competencies and skills lead to exceptional team and individual performance. This process culminates in the accomplishment of action plans that exceed customer expectations. 5.2a(3) Our workforce performance management system supports high performance work and workforce engagement of all employee segments in a number of ways. Each component of our Performance Management System (PMS), (Georgia State Member Performance Management process, Technician Performance Appraisal Application (PAA) System, Officer Evaluation process, Non-Commissioned Officer Page

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5.0 Workforce Focus 5.0 Workforce Focus Evaluation process, and Enlisted Word Picture process), consists of an initial counseling, in which the member is given his/her expected standards of performance and how these measurable expectations nest into the higher mission, vision and values of the organization. This process reinforces our customer and business focus as well as achievement of our action plans. After the member is trained, he is coached using periodic evaluations and feedback sessions of the PMS. At the end of each year or rating period, the rated member will then receive a final evaluation report that can be used for various promotions and/or awards. This step is how our PMS considers workforce compensation, reward, recognition and incentive practices for all work segments. A member may be recommended for increased pay, a military award, medal or citation, monetary incentives or time (days)-off based on the final evaluation report . Our promotion process is an additional way that members of our organization can be rewarded-through advancement. Members projected for promotion are critiqued during a promotion board, where the primary method of analysis, the current evaluation report is reviewed and ranked. The members with the highest score are then promoted to available positions and slots. To ensure the retention of quality Soldiers a G1 LSS Team implemented improvements to the Bonus Payout process across the organization which resulted in a cost avoidance of 500K from FY09-FY14 and reduction of processing time from 62 days to 38 to ensure timely payout to qualified members.

assessing engagement of member well-being via feedback provided through AARs, family readiness workshops, periodic counseling and use of our Battalion Career Counselors. We closely monitor both attrition and retention rates as well as state/federal turn-over rates, as these indicate workforce engagement and satisfaction levels. 5.2b(2) We systematically analyze assessments of various organizational performance reviews in relation to key strategic objectives. If we are not meeting established performance expectations, we redefine our approach according to our strategic priorities. For example, we found that our turnover among prior service enlistees were more than double that of a non-prior service enlistee. We developed a 3-month orientation program for prior service within the RSP. This integrated innovation reduced the associated turnover rates and was a key factor in our state receiving the Director’s Diamond Award from NGB for Recruiting and Retention. 5.2c – Workforce and Leader Development

Our organization also executes a team-based approach to process improvement and maintaining focus. Through integrated sessions these teams provide capacity to develop cooperation, initiative, empowerment, innovation and agility (Figure 5.2-1). This approach coupled with our PMS systems reinforces a customer and business focus that sets the conditions for achieving our measurable action plans.

5.2c(1) Our workforce development and learning systems focus on enhancing the organization’s capacity to support our core competency of providing ready units while addressing the strategic challenge of budget reductions. We aggressively solicit feedback from both leaders and members to determine training needs. This type of feedback led to the development of a comprehensive Line of Duty training that is available to units on a monthly basis. We use course critiques and AARs in order to improve our development and learning not only to produce readiness, but set the conditions for the organization to accomplish short and long term action plans while simultaneously meeting work group and or unit objectives. The learning and development system integrate and deploy organizational goals, objectives and action plans with individual and collective training plans for a more agile workforce. For example; we execute a week-long company level pre-command course in order to train new unit commanders. The Premobilization Training Assistance and Evaluation team (PTAE) is well-manned and resourced to ensure that deploying units have a baseline proficiency at individual skills and essential squad level collective skills. In addition, we require our full time force to attend the National Guard Professional Education Center centrally funded suite of courses covering core competencies of Readiness, Administration, Logistics, Training and Information Technology. They must attend these various courses for their functional area within 1 year of placement into their new position.

5.2b – Assessment of Workforce Engagement 5.2b(1) The GaARNG uses a formal (contracted) survey instrument to assess workforce engagement every two years. In addition, we use more informal methods of

Our Regional Training Institute (RTI) offers a wide variety of training to support organizational objectives. Technology drives many trainings with the new updates and changes to administrative databases (Decentralized

Operations order (OPORD) Patriot Readiness serves as our organizational human resource action plan which reflects Strategic Priorities 1 and 4 and is updated as needed to support long term as well as day to day operations. OPORD Patriot Readiness sets the action plan objectives for our workforce management system. These objectives are then articulated verbally and or in writing on initial counseling forms during evaluations and carried out through our workforce processes. (Figure 5.1)

Georgia Army National Guard

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5.0 Workforce Focus 5.0 Workforce Focus

Human Capital Team (FY 11-12)

Agility

PBAC

Innovation

Strategic Management Board

Diversity Readiness Force Structure Strength Management Resource Allocation Goal Setting Diversity Readiness Force Structure Strength Management Resource Allocation Goal Setting Funds Allocation Funds Execution Working Conditions Conflict Resolution Quality of Life

Empowerment

Transformation and Restationing Board

Type Work

Initiative

Work Teams

Cooperation

SIDPERS Integrated database System (DSIBS), DA Form 2-1 to (Officer/Enlisted Record Brief)(ORB/ERB), etc.) that are now being integrated into the Department of the Army systems. The G1 also established a Training Team to travel the state to train the admin/readiness NCOs and Officers and adapt the training to individual needs as required by the department/unit work teams and leadership. This deployable training resulted in less administrative system errors and allowed the members at the unit to demonstrate knowledge and agility that will assist the leadership and Soldier at the lowest level. This training also produced a local personnel database (MYPERS) that is cutting-edge within the guard. MYPERS aids any member that requires authorized assess to Soldier information for verification or update access to real-time data at the click of a button.

X X X

X X X X

X X

X X X X

X X

Figure 5.2-1 Human Resource Forums 5.2c(2). We evaluate workforce development and learning systems effectiveness by how well we accomplish our action plans and objectives in various areas and through assessments of member promotion and retention, customer satisfaction and leader evaluations. By looking at the positive or negative

Georgia Army National Guard

trends in the standard army inspection programs, when we do our monthly Command & Staff meetings, we are able to make the needed adjustments to our workforce learning and development systems. 5.2c (3) First Line Leaders with aid from Battalion Career Counselors conduct career progression counseling concurrently in our PMS sessions for all segments of our workforce. They counsel, coach and mentor members on upward mobility opportunities in each of their respective career fields and ask for their input based upon those opportunities. This process reinforces and encourages qualified members to apply for advancement opportunities whether they are traditional or full-time when they become available. Our leader career progression and succession planning processes are more complex. The Field Grade Assignments Committee (FGAC) consists of Brigade commanders, COS, and CG. The FGAC board represents our holistic succession planning system for identification of the best members for advancement. In order to assist with this process, the Field Grade Assignments Committee Datasheet was created by an innovative cross-functional team to systematically deploy to leaders a more effective tool for management of officer career progression. Our Enlisted Promotion System (EPS) identifies the best potential Non-Commissioned Officers based on performance in achieving organizational and individual goals that contribute to readiness. State level promotion boards select First Sergeants and Command Sergeants Major. The enlisted Soldiersâ&#x20AC;&#x2122; in the Ga ARNG can electronically manage their ability to effectively compete for promotion with the automated Enlisted Management System. The database allows the Soldiers to actively view their promotion potential and submit documentation of previously acquired skill or coordinate the acquisition of new promotion requirements with their units. Federal and state positions have standardized job classifications with requisite education and other requirements. Members receive information on career progression in their respective career fields. Supervisors address career development in feedback sessions linked with the Performance Management System process. Promotion board selections facilitate federal/state succession. Feedback to those members not selected includes recommendations for additional training and education to improve their capacity to compete in the future. Succession planning for all enlisted military members and all other work segments is done during our integrated G1/S1 meetings which is then deployed to the readiness and training PSNCOs within the units.

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________________________________________________ Category 6- Process Management 6.1 Work Systems 6.1a. Work Systems Design 6.1a(1) Designing and innovating overall work systems: The GaARNG designs of our work systems through doctrinally-based, US Army standardized Modified Tables of Organization and Equipment (MTOE) or Tables of Distribution and Allowances (TDA). These documents identify the work system, its overall function, and its personnel capability and capacity requirements. These documents also provide additional military reference materials such as regulations, policies and doctrinal Army Field Manuals that explains how a particular work section should operate. Important in the designing of our work systems is a process to evaluate the efficacy of our systems as well as process to analyze and improve the systems. For Example, Georgia has empowered an Operations Working Group (OWG) to design the process of Knowledge Management using our soon to be introduced improved Sportal Site. This site will vastly improve our ability to project improvements to the field and reduce the amount of worthless information that it currently contains. Contained in this site is an AAR port where all reviews of processes and improvements will be posted. The state is developing and deploying common procedures for developing, vetting, naming, posting and archiving AARs.

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__6.0 Process Management

Capitalizing on core competencies. The GaARNG core competencies are to recruit and sustain quality strength (Personnel Readiness) and mobilize and deploy ready soldiers and units. We capitalize on our core competencies by reviewing expected standards and establishing goals to meet expected performance level of identified processes supporting core competencies during the strategic management process. These core competencies serve as the focal point for the strategic development and planning as depicted in Category 2 (Figure 2.2-1). Deciding which key processes are internal (the key work processes) and which are external resources. The determination of outsourcing is conducted at the staff director level (Key Process Owner) in the GaARNG. Process owners identify their key processes which support the core competencies and the established goals for the organization. Then they identify resource shortfalls by conducting a gap analysis between their current Mission and Vision. This gap analysis identifies issues that inhibit meeting those goals and objectives. If the decision is made to use external resources to support a key process, the responsible director will continuously monitor performance in order to recommend continued use or future re-evaluation.

Georgia Army National Guard Work Systems Core Competency

Personnel Strength

Readiness

Competency Relationship

Key Work System

Key Process

Meet Assigned number of personnel authorized.

Improve Personnel Readiness

Recruiting

Retention of qualified soldiers

Improve Personnel Readiness

Retention

Ensure Soldiers are deployable

Improve Personnel Readiness

Medical Readiness Dental Readiness

Ensure Soldiers are Trained

Improve Training Readiness

Duty MOSQ

Ensure Soldiers have Equipment on Hand

Improve Equipment Readiness

Supply the Force

Improve Equipment Equipment Readiness Readiness Figure 6.1-1 Key Work Processes

Ensure Equipment is Operational

Georgia Army National Guard

Process Measures #Assigned Strength

Results

# Training Pipe Line Losses % retention rate % of Force MRC

7.3.20

% of Force DRC % of Force Duty MOSQ % of Units meeting EOH % 9f Units meeting ER

7.1.15

7.1.12

7.3.16 7.1.14

7.1.13 7.4.2 7.1.14

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________________________________________________ 6.1a(2). Work System Requirements. Determining key work system requirements. Key work system requirements are determined by input received from our customers and key partners in the form of force structure allocations and MTOE and TDA authorizations. Incorporating input from appropriate customers, suppliers, partners, and collaborators. These requirements provided by our customers identify the mission of our units and the METL requirements to provide the ready units. The METL is then used to establish performance goals used to monitor success in meeting the work system requirements. Key requirements for work systems. Work system requirements are identified in Figure 6.1-1. Georgia has increased our core competencies by utilizing the balanced scorecard and SMS (Strategic Management System) to gain real time awareness of our performance metrics. Internal AAR’s conducted within the G3 have shown that, although our personnel strength and readiness were solid throughout the organization, the staff directorates needed ―leading and lagging‖ indicators in order to create demand signals. As an example, the G3 requested that data processing develop a program that notify the staff directorates in real time of all Soldiers that were transferred from a MOSQ position to one that they were not MOSQ’d. This led to better management of our transfer system. 6.1b. Work Systems Management 6.1b(1). Work Systems Implementation Work systems. GAARNG key work systems are identified in Figure 6.1-1. Managing and improving work systems to deliver customer value and achieving organization success and sustainability. By nesting this system along with our core competencies (recruit/sustain quality strength; mobilize/deploy ready soldiers and units), strategic priorities and existing business practices (work flow); we ensure that both customer value and sustainability are kept to the forefront in all we do. Our work systems are managed by process owners, with an ―If you’re not getting better, you’re getting worse‖ approach to management. Our managerial approach evolved in recent years from Process Action Teams (PAT) to functional staff alignments with subject matter experts, process owners, and customers conducting both formal and informal staffing sessions resulting in redefining, reestablishing, or tweaking policy and procedures. Regulatory guidance from higher echelons and established business practices chart our course. Benchmarking and comparing our systems with Georgia Army National Guard

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neighboring or similar states ensures that we are sustaining effectively. When necessary we conduct Lean Six Sigma (LSS) projects to drill down for performance excellence. The G3 section recently added the SMS system to monitor and track Work System Metrics. AARs of G3 metrics have showed that we were lacking in ―real time‖ leading and lagging indicators that give demand signals for decision making. Leading and lagging indicators are constantly measured within the G3 that show the direction and trend of our metrics. Weekly internal sync meeting within the directorate staff are held to conduct MDMP on fixes. 6.1b(2). Cost Control Controlling the overall cost of work systems. Our organization increasingly has more requirements and fewer resources. We have increased overall troop strength, force structure, and renovation of facilities. It is paramount to our overall success to optimize our resources to the fullest. The Program Budget Advisory Council (PBAC) meets monthly at the directorate level (more frequently within the staff sections) to curtail costs and effectively manage budget execution. Preventing defects, service errors, and rework and minimizing warrant costs or customers’ productivity loses, as appropriate. By regulation, our organization controls on warranty (new equipment and local purchased), and a quality deficiency report (QDR) used when deficiencies are found. For example, maintenance work performed, goes through ―Final Inspection‖ prior to being returned to the customer. Defects and shortages are screened as part of the transfer of equipment both in and out of state by the way of technical inspections. Work orders that require expensive repair parts are monitored so that cross leveling may occur. Repair parts and maintenance priorities are based on existing regulations for reportable equipment. Minimizing the costs of inspections, test, and process or performance audits, as appropriate. Priority issues are identified based on identified DSCA requirements and on ARFORGEN priority schedule. Defects are also identified from regulatory based inventories of unit equipment (10 percent a month; 100 percent yearly). An example of minimizing the cost of Inspections and enhancing productivity is demonstrated by the Command Maintenance Evaluation Team (COMET) and Command Supply Discipline Program (CSDP) by geographically assigning team members to unit locations minimizing travel costs. In some instances, we have combined both inspections. In our Administrative, Operational, and Recruiting areas we have maximized technology (video teleconference and conference calls) and have saved significant time and travel costs associated with these normal ―battle rhythm‖ requirements. Performance appraisals are conducted via Page

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________________________________________________ a web based platform allowing counseling of Soldiers to be conducted face to face, telephonically, or by e-mail. While minimizing costs in these examples we have also re-established our organizational core hours to better serve the organization and its customers. 6.1c. Emergency Readiness 6.1c(1). Work system and workplace preparedness for disaster and emergencies: The Georgia Army National Guard ensures work system and workplace preparedness for disasters and emergencies by employing a tiered emergency readiness response methodology. Our intent is to provide trained and ready personnel/units capable of responding appropriately to a variety of contingencies in order to achieve optimum results without delay or wasted resources. 6.1c(2). Disaster and system considers:

emergency

preparedness

Prevention. The Georgia DoD recently replaced the Georgia OPLAN 500-1, our Emergency Response Plan, with the Georgia Contingency Plan (CONPLAN) 3500. This new document is more closely aligned with the products developed and employed by NORTHCOM and will seamlessly synchronize operations in the event of a major contingency operation. As part of our efforts to better anticipate and synchronize our responses to a major event, we have also developed a response to 15 National Planning Scenarios by producing a detailed CONPLAN for incidents having the highest probability of affecting Georgia. Georgia has also developed a number of CONPLANS that specifically target the most likely Emergency Responses to include tornado, hurricanes and floods. Those scenarios with the most likelihood of occurring are periodically reviewed and revised more often than those with a lower risk of occurrence. The USPFO for Georgia Data Processing Center backs up the authoritative data on a daily basis and distributes/secures the data to various sites IOT protect various external sites to protect data and automated systems required to maintain Command and Control of the GaARNG. Management. Monthly JPGâ&#x20AC;&#x2122;s are held by the Joint Staff that address planning scenarios and exercises. JPGs are also process improvement exercises leading to updated and relevant changes to all of our CONPLANs as evidenced by recent updates to our Hurricane Response plan. These documents now contain prescripted orders which eliminate defects, service errors, and rework. In order to streamline orders production, this process also identified that parallel planning amongst the J and G Staff was paramount with the result being the production of a single order (previously we developed two separate orders Joint-Army) which eliminates confusion and make for a better functioning Georgia Army National Guard

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Adaptive Battle Staff (ABS). The J3 provides JOC 101 and ICS 100-400 training for staff and unit personnel on a periodic basis in order to establish a common framework of information management. A directive mandates that key personnel take home their laptop computers in order to respond to an event and conduct decentralized operations with minimal response time. Also, the G6 established an automated training sustainment plan for ensuring these personnel can be provisioned to gain access to the Georgia Army National Guard network while operating in a decentralized environment. Continuity of Operations. The organization manages and tracks recovery from emergency operations along several lines of effort. Financial audits are conducted to ensure the appropriate expenditure, type, and reimbursement of funds is exercised. Thorough inspections and inventories are conducted on all equipment to ensure property accountability and maintenance claims, identify any medical issues, execute individual equipment inventories, and finalize all of government assets is sustained. Recovery (during and after disaster and emergencies). Personnel are debriefed through a reverse reception, staging, onward movement, and integration process whereby they conduct AARs, complete expense reimbursement required reports prior to release. 6.2 Work Processes. 6.2a. Work Process Design 6.2a(1). Design Concepts. Designing and innovating overall work processes to meet all requirements including the incorporation of new technology, organizational knowledge, product excellence, and the potential need for agility into these processes. The GaARNG designs and innovates work processes to meet key requirements by continuously monitoring customer and partner needs and requirements as well as integrating them into the processes. Mangers monitor customer needs and adjust process requirements as needed. We use processes improvement tools and the MDMP process (Figure 6.21) to identify new COAs and implement. New technology, organizational knowledge, product excellence, and the need for agility are always taken into consideration when developing new COAs for implementation. New technology is directed by customers and leaders by using the MDMP process to develop an implementation plan and monitor the progress. Examples include the new SMS system for tracking Metrics and incorporation of a new Sportal to the Ga domain which will include a workable search function for users as well as an â&#x20AC;&#x2022;operator friendlyâ&#x20AC;&#x2013; system to post and find documents.

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________________________________________________ Incorporating cycle time, productivity, cost control, and other efficiency and effectiveness factors into the design of these processes. Cycle time, productivity factors, cost controls, and other efficiency and effectiveness factors are incorporated into key work processes using available technology and processes improvement tools such as AARs, process actions teams and Lean Six-Sigma projects. The SMO in conjunction with the G3 has incorporated continuous process improvement programs into the 2014 YTG. Included will be classes schedules and training for the 3 key design concept improvement areas of (Strategic Management, ACOE and Lean Six-Sigma) 6.2a(2). Work Process Requirements. Determining the key work process requirements. Key work process requirements are determined by customer and partner input, regulations, directives, and needs. Key work processes. Key organization work processes and requirements are described in Figure 6.2-1.

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Key work processes relate to work systems. The relationship between our key work processes and our key work system is demonstrated in Figure 6.1-1. We identify personnel readiness, training readiness and equipment readiness as our key work systems as they support our chief product/service for our customers (Trained and Ready Units). The key work processes were determined to be the primary processes based on senior leadersâ&#x20AC;&#x2122; assessments of the MTOE, TDA, customer expectations and our environmental scan during the SMM process. The process requirements are designed to meet or exceed our customer needs and requirements. Those requirements are communicated to the GaARNG by direct contact with our customers and by the various directives, regulations, and needs of those customers. Key performance measure or indicators and inprocess measure used for the control and improvement of your work processes. The key performance measures and in-process measures for our key work processes are identified in Figure 6.2-2.

FM 7-0

Key requirements for each work process. Key requirements for each process are described in Figure 6.2-1.

Mission

Establish METL/ Key Process

Prepare Training Assessment

Conduct Organizational Assessment

Evaluate Training/Action Plans

Prepare Training/Action Plans

Execute Training/Action Plans

Figure 6.2-2 - Continuous Improvement Cycle

Figure 6.2-1 MDMP Process 6.2b. Work Process Management. 6.2b(1). Key Work Process Implementation. Georgia Army National Guard

6.2b(2). Supply Chain Management. Managing the supply chain. The GaARNG manages the supply chain by providing oversight at all levels of the acquisition process in order to assure appropriate authorizations exist for the expenditure of resources, the availability of funds, and compliance with Federal Acquisition Regulations. Every effort is made to leverage existing procedures and reinforce the chain of command and supervisory hierarchy throughout this process. We Page

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________________________________________________ also endeavor to sustain the use of operational acquisition methods by leveraging existing automated procedures/systems to the maximum extent possible. Among these methods are the submission of Quality Deficiency Reports (QDRs), Report of Discrepancy (ROD) for incorrect type or number of items supplied, Technical Inspections (TIs) of incoming and outgoing equipment transfers, Quality Control Reviews (QCRs) of service contracts, internal audits of recruiting contracts, Periodic Health Assessments and Soldier Readiness Checks for personnel medical without designing a redundant parallel administrative or garrison system as an exception to standard operating procedures. Ensuring that suppliers are qualified and positioned to enhance the organizationsâ&#x20AC;&#x2122; performance and customer satisfaction. We ensure the personnel and suppliers selected are qualified and positioned to enhance our performance; for example, vendors selected are certified, preapproved, and trained by competent authorities. The most qualified personnel are selected and must complete physical and security reviews, use government mandated production sources such as defense supply depots, commercial vendors that have been approved by the General Services Administration or meet the requirements for Small Business and Disadvantaged Businesses, and other vendors who have met the Central Contracting Registration requirements.

Figure 6.2-3 AAR Process Evaluating supplier performance. The management compliance programs are used to evaluate supplier performance and occur prior to, during, and after the personnel, goods, and services are provided. Discrepancies determined to be not acceptable are Georgia Army National Guard

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__6.0 Process Management

negotiated with the provider for complete and final action. For example, if an item was requested via a commercial contracting instrument, and the delivery is incomplete, then payment is not rendered until the recipient and provider have discussed the issue and finalized payment obligations. Dealing with poorly performing suppliers. Vendors who do not meet the stringent standards required by the Federal Acquisition Regulations or do not abide by the Berry Amendment are not approved as suppliers of goods and services to the organization. In addition, discrepancies determined to be not acceptable are negotiated with the provider for complete and final action. 6.2b(3). Process Improvement. Improving work processes to achieve better performance to reduce variability, and improve products. Senior leaders create an environment of continuous learning and improvement by focusing on people and conducting assessments following all significant events and on a routine cycle for key processes using the continuous improvement cycle process found in FM 7-0 (Training for Full Spectrum Operations) (Figure 6.2-2). ď&#x201A;ˇ Action plans are developed and deployed to support mission or key process improvements based on assessments and COA development in the MDMP process (Figure 6.2-1 MDMP Process). ď&#x201A;ˇ After Action Reviews. After each significant event, an After Action Review, Figure 6.2-3, is conducted to assess performance as part of the continuous improvement process. This process is fully deployed throughout the organization and provides a systems perspective to enhance organizational learning. Leaders empower all members of the organization, regardless of rank, position, or strength of personality to participate. The AAR does not grade success or failure, but reviews information allowing members to learn from each other. The information is then analyzed and corrective action is taken to improve our processes. Results are distributed in the various Performance Review Forums found in Figures 4.1-1 and 6.2-4. Senior leaders of the organization study and learn about improvement practices through on-going professional development courses. Most senior leaders have attended a strategic planning course instructed by the American Management Association, Federal Leadership Institute and a Strategic Management System Course instructed by NGB. In addition, all senior staff officers attend quarterly regional advisory council meetings that are hosted by NGB to receive the most current information in changes Page

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________________________________________________



______________

in technology, customer expectations and requirements. The Chief of Staff attends quarterly Chief of Staff Senior Advisory Council (COSAC) meetings to develop his skills through networking and sharing of best Personal skills enhanced in these conferences are communicated back to the organization through written trip reports, meetings with the staff and directives to improve organization processes. Strategic Management Office (SMO) was created by Senior Leaders to ―Provide Organizational Improvement‖ initiatives to enhance leader performance. The goals of this office are to focus on the customer, promote positive change, promote performance excellence, and to develop leaders. Through the execution of various internal and external surveys, the office provides the leadership team with information on customers, stakeholders, partners and employees to keep current business practices and to develop new future business practices. Lean Six-Sigma (LSS). The GaARNG implements Lean Six-Sigma (LSS) quality

__6.0 Process Management

improvement methodology to identify and address process improvement. LSS uses a five phase methodology to manage process improvement projects. The five-phases are: Define Measure, Analyze, Improve, and Control (DMAIC). LSS projects can be full five-phase DMAIC projects or Kiazan, or ―Quick-Win‖ projects. The ―Quick-Win‖ projects use an abbreviated DMIAC process or the A3 (a sevenoikk,step) management process. The GaARNG currently has 4 certified Black and Green Belts with 6 more completing the certification process. The four completed projects targeted various processes such as reducing bonus payment processing timeline, worker compensation management, reducing obligated funds ―growback‖, and error reduction in urinalysis testing process. These projects combined to produce an approximate $960,000 savings for the GaARNG.

PERFORMANCE IMPROVEMENT APPROACHES DEPLOYMENT

OWNER

PURPOSE / USE OF DATA

Q B

Train, Equip, Man Manning

Unit G3

Based on unit D, M B

Career Progression Board, FGAC

JFHQ

Identify Facilities Needing Improvement Identify station locations to meet capacity needs of the organization Personnel Management

Equip Equip

Unit JFHQ

Manage Inventory Manage Inventory, Maintenance and Readiness

Train, Equip

MSC

Manage Training Plans, Redirect Resources

Equip, Train, Sustain

MSC

Manage Inventory, Maintenance and Readiness

A D M

Facilities, Equip Train Train

DA Unit Unit

Q A B

Sustain Mob and Deploy Mob and Deploy

JFHQ/Commands FORSCOM FORSCOM

Direct Facility Funds Improve Training Process Manage Training Plans, Identify Areas Needing Improvement Correct OSHA Violations Establish PTSR and Mob Resources Needed Establish PTSR and Mob Resources Needed

Equip, Train, Sustain SMO Improve Business Practices Figure 6.2-4 Performance Improvement Approaches

APPROACH

FREQ

Facilites Board Restationing Committee Personnel Board Actions CSDP Training COMET Inspections MOB IPR Briefings OCEP/Staff Visit ISR Briefings AAR Briefings Unit Training Meeting Safety Meetings AUEL Briefings UMMP Briefings Lean Six Sigma

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CATEGORY 7 â&#x20AC;&#x201C; BUSINESS RESULTS

Figure 7.1.4 indicates the number of soldiers (Product of DSCA) deployed over the past five years in support of DSCA missions.

7.0 BUSINESS RESULTS

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7.1a. Customer Focused Product and Process Results The GaARNG measures the overall organizational effectiveness of our ability to meet customer requirements through the delivery of our products. â&#x20AC;&#x201C; the ability to Provide Ready Units and Defense Support to Civilian Authorities. Figures 7.1.1 through 7.1.5 indicate 100% delivery rate of our products and services of all units, soldiers, and equipment requested by our customers. Our Competitors have delivered 100% of requested services as well.

Figure 7.1.2 indicates the number of units (Product) deployed over the past six years of Federal missions. The units deployed reflect our status in the ARFORGEN model and represents a 100% fill of all requested units.

Figure 7.1.3 indicates the number of soldiers (Product of DSCA) deployed over the past four years in support of Homeland Security missions. The numbers represent a 100% for all requested missions

Figure 7.1.5 indicates the number of Overseas Deployment Training missions requested and performed over the past four years in support of our Federal Customers. (Product) (100% fill)

7.1b(1) Operational Process Effectiveness Results Figure 7.1.6 shows our commitment to training our soldiers. Our school no shows have dropped in the past three years.

Figure 7.1.7 shows the operational effectiveness of our IT Helpdesk.

Figure 7.1.7 HELP DESK RESPONSE (4HRS OR LESS) BASELINE *FY10Q2 FY10Q3 FY10Q4 FY11Q1 FY11Q2 FY11Q3 FY11Q4 FY12Q1 FY12Q2 Telephone (15.1.04)

98.00% 92.11% 100.00% 100.00% 79.74% 93.13% 86.86% 92.05% 100.00% 100.00%

Desktop Support (19.3.04)

99.00% 98.66% 100.00% 100.00% 99.90% 100.00% 100.00% 100.00% 100.00% 100.00%

Data Storage (19.5.02) 99.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Auotomation/Network (19.10.01) 98.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Georgia Army National Guard

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Figure 7.1.8 shows our operational effectiveness of our IT network systems as compared against the Assistant Chief of staff of the ARMY for Installation Management Baseline benchmarks.

Figure 7.1.11 demonstrates our Continuous Process Improvement.

commitment

Figure 7.1.8 NETWORK AVAILABILITY Network (19.6.02)

BASELINE * FY10Q2 FY10Q3 FY10Q4 FY11Q1 FY11Q2 FY11Q3 FY11Q4 FY12Q1 FY12Q2 98.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%

Telephone (15.1.02)

98.00% 94.44% 92.31% 92.39% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%

VTC (15.4.01)

98.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%

Email (19.1.01)

99.00% 99.97% 100.00% 99.86% 100.00% 100.00% 99.99% 100.00% 100.00% 100.00%

Data Servers (19.2.01)

99.00% 100.00% 99.99% 100.00% 99.60% 100.00% 100.00% 100.00% 100.00% 100.00%

Web Servers (19.4.02)

98.00% 99.97% 100.00% 99.97% 98.86% 100.00% 100.00% 100.00% 100.00% 100.00%

File Servers (19.5.01)

98.00% 99.99% 100.00% 99.96% 100.00% 100.00% 99.08% 100.00% 100.00% 100.00%

Figure 7.1.9 shows our operational effectiveness of our knowledge sharing systems as compared to the NGB Benchmarks.

Figure 7.1.12 demonstrates our ability to man the organization.

Figure 7.1.9 Knowledge Management Systems Knowledge Sharing Metric January 2010 January 2011 Jan 2012 NGB BENCHMARK 4

Web Unique Visitors

300

5,131

4617

Facebook Fans

220

3,200

5132

3143

2,062

4539

N/A

723

3,723

7,478

N/A

12,500

40171

58773

308

1,600

2962

967

Monthly Web site posts

Facebook Post Impressions Magazine views (May edition) YouTube video views Twitter followers

Figure 7.1.10 demonstrates accounting for excess property.

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Figure 7.1.13 demonstrates our training process.

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Figure 7.1.14 shows great improvement increasing our medical readiness posture out-performing the NGB average. Goal is that all units are meeting Target Aim Points for Overall Unit Readiness. Data is proprietary sensitive but is available on Site visit.

Figure 7.1.15 shows great improvement decreasing our soldiers with dental readiness issues.

Goal is that all units are meeting Target Aim Points for Unit Personnel Readiness. Data is proprietary sensitive but is available on Site visit.

Goal is that all units are meeting Target Aim Points for Unit Training Readiness. Data is proprietary sensitive but is available on Site visit.

Figure 7.1.16 indicates we have out-performed the expectations of and resourcing provided by NGB for Equipment Readiness.

Goal is that all units are meeting Target Aim Points for Unit Supply Readiness. Data is proprietary sensitive but is available on Site visit.

7.1c Strategy Implementation results. Our strategic implementation results are focused on unit readiness. Everything we do focuses the organization on providing ready units. Readiness metrics are reported quarterly and have target goals assigned by our federal customers. Metrics are proprietary in nature and cannot be published. Metrics are available during site visits.

Georgia Army National Guard

Goal is that all units are meeting Target Aim Points for Unit Equipment Readiness. Data is proprietary sensitive but is available on Site visit.

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Figure 7.1.22 provides our MILCON Performance metrics. Georgia has executed all MILCON funds through FY 18 due to our ready projects. Figure 7.1.22 GAARNG CFMO Performance Metrics

Year 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Total Number Cumulative Cumulative % Cumulative RCs Cumulative % RCs Cumulative Cumulative % Cumulative RCs Cumulative %RCs of RCs RCs renovated RCs renovated roof replaced roof replaced RCs with MSBs RCs with MSBs site improved site improved 70 2 2.86% 4 5.71% 2 2.86% 0 0.00% 70 5 7.14% 8 11.43% 5 7.14% 0 0.00% 67 7 10.45% 14 20.90% 8 11.94% 0 0.00% 66 19 28.79% 25 37.88% 15 22.73% 0 0.00% 66 24 36.36% 35 53.03% 26 39.39% 0 0.00% 64 30 46.88% 42 65.63% 40 62.50% 0 0.00% 64 32 50.00% 49 76.56% 43 67.19% 0 0.00% 64 32 50.00% 56 87.50% 43 67.19% 0 0.00% 64 33 51.56% 56 87.50% 45 70.31% 0 0.00% 64 36 56.25% 56 87.50% 45 70.31% 0 0.00% 63 41 65.08% 58 92.06% 48 76.19% 1 1.59% 62 43 69.35% 58 93.55% 48 77.42% 1 1.61% 62 50 80.65% 58 93.55% 49 79.03% 3 4.84% 58 0.00% 0.00% 0.00% 0.00% 59 0.00% 0.00% 0.00% 0.00% 56 0.00% 0.00% 0.00% 0.00%

7.2 Customer-Focused Outcomes 7.2a(1) Customer Satisfaction We conduct web-based surveys of all our customer groups every three years to assess their satisfaction, dissatisfaction and other important areas of customer focus. In 2011, we started segmenting our customer groups.

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7.2a(2) Customer Engagement Figure 7.2.4 reflects a high degree of customer awareness of the role, purpose and mission capabilities of the GaDoD & GaARNG. Compared against other Georgia State agencies.

It is very positive that our customers perceive we do not have sufficient resources (Figure 7.2.5) which helps leverage our request for additional resources from NGB.

Georgia Army National Guard

Figure 7.2.7 shows the number of complaints that we have received from citizens and employees through their congressional offices.

Another way we measure customer engagement is through the number of community relations requests filled versus requests made (Figure 7.2.8). Numbers presented represents 100% fill of all requests

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Figure 7.2.9 demonstrates our engagement with our community through the positive media stories communicated.

Figure 7.3.2 indicates our ability to provide the trained workforce capacity to complete the work of the organization. Figure 7.2.10 indicates our engagement with our family stakeholders who in turn engage with our customers on deployment issues.

Figure 7.3.3 indicates that 99% of the work force actively trains and are prepared to execute missions.

Figure 7.2.11 indicates our engagement with our Employer stakeholders who in turn engage with our customers on deployment issues.

7.3.3a indicates our ability to provide a safe work environment and lower workman comp costs.

7.3 Workforce-Focused Outcomes 7.3a(1) Workforce Capability and Capacity Our key performance indicator of work system performance and effectiveness is our ability to Recruit The Force and our ability to produce trained and ready commitment to staffing our units at NGB specified level.

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Figure 7.3.6 and 7.3.7 demonstrates our leaderâ&#x20AC;&#x2122;s commitment to encouraging the workforce to continue their education and improving their job skills by providing tuition assistance and student loan re-payment for continual college level courses.

Figure 7.3.4a and 7.3.4b demonstrates our ability to staff our full time work force to accomplish the administration of the organization. 7.3a(2) Workforce Climate

Figure 7.3.8 indicates our commitment to providing a safe drug free work force. Improvements to our Substance Abuse Program have resulted in increase testing and identification of more positive results that has resulted in separation of drug users from the workforce.

Figure 7.3.5 demonstrates an active employee award program showing four different types of awards and recognition given to full time employees to encourage workforce performance and effectiveness.

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Figure 7.3.9 indicates positive improvement in our safety program over the past four years. In FY 09, we started using a new safety reporting process that showed an increase in accidents but also placed a new emphasis on safety resulting in a new awareness of workplace safety.

7.3a(3) Workforce Engagement Figure 7.3.9a from the GaDOD Employee survey shows that 97% of the GaARNG employees believe we have a safe work environment.

Figure 7.3.10 demonstrates our ability to investigate accidents within 75 days to close out assigned liability.

Figure 7.3.11 indicates our commitment to staffing a diversified workforce. Georgia Army National Guard

Figure 7.3.12 shows our soldier loss rate and indicates that we are sustaining a healthy turnover rate of less than 18%.

A general increase in overall employee satisfaction in our federal work force is evident on Figure 7.3.13.

A sustain satisfaction rating in our state workforce was accomplish even after extreme state budget cuts that

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__7.0 Business Results

impacted state employee allocations and benefits. FY th 12 State employee Survey will be done in 4 QTR.

7.3a(4) Workforce Development

Figure 7.3.17 and 7.3.18 demonstrates our commitment of providing timely performance evaluation feedback to our leaders to further develop and improve their skills and to develop future leaders of the organization.

Figure 7.3.13a indicates good employee satisfaction level within the GaARNG. Figure 7.3.14 indicates that we still have a fair workforce environment with only two labor violation complaints filed in the past six years.

Figure 7.3.16 indicates that our employees are reenlisting in the workplace despite our high operations rate demonstrating a willingness to still serve their country and state.

Georgia Army National Guard

Figure 7.3.18a demonstrates our commitment to training our full time supervisors.

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7.4 Leadership and Governance Outcomes 7.4a(1) Leadership

Figure 7.3.19 demonstrates our focus on training our entire work force in their primary skill set before they st reach their 21 month of employment. Figure 7.4.a indicates that 72% of the workforce believes we have an effective top down communication process.

Figure 7.3.20 demonstrates our ability to maintain contact and mentor new employees while assessing them into the organization prior to initial entry level training. Georgia continues to lead the SE region and NGB average in this area.

Figure 7.4.b indicates that 72% of the workforce believes they can communicate effectively with their senior leaders.

Figure 7.4.c indicates that 82% of the workforce has trust in their senior leaders.

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Figure 7.4.1 indicates the results of the organization following senior leader’s guidance to achieve personnel readiness standards.

7.4a(2) Governance

Figure 7.4.2 indicates a clear understanding that the senior leader’s communications and expectations of improving Equipment Readiness is understood.

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__7.0 Business Results

The GaARNG Command Maintenance Inspection Program, Figure 7.4.3, reinforces fiscal accountability of units by ensuring maximum equipment serviceability via compliance with proper maintenance procedures.

Figure 7.1.13 again indicates the senior leader’s expectation of the organization’s ability to provide trained forces by ensuring all new employees are trained in their job by meeting duty military occupation specialty qualifications.(DMOSQ)

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Figure 7.4.4 and Figure 7.4.5 indicate improvements in the inventory of property within the GAARNG. The increase in numbers is due to a process improvement event to become better supply compliant and to better account for OCIE equipment of departing members. (Figure 7.4.5)

7.4a(3) Law and Regulation

As indicated in 7.4.7, GaARNG has outperformed the NGB and Southeast average for overall Environmental Assessments in the every reporting period for the past two years. This is NGBâ&#x20AC;&#x2122;s assessment of overall environmental operations. Figure 7.4.8 demonstrates our performance against the southeast region and NGB for improvements to our environmental program.

Figure 7.4.6 illustrates the GaARNG ability to successfully address environmental issues promoting good environmental stewardship with only one violation in four years.

Figure 7.4.9 Internal Review Audits

GA Internal Review 2008 2009 GA Internal Review Programmed 17 16 GA Internal Review Un-Programmed 10 17 Auditing Finding 6 4 Direct Review Time Percentage 89.4% 82.0%

2010 14 21 2 81.1%

2011 10 23 4 84.4%

Figure 7.4.9 reflects the success of our Internal Review Office to conduct internal assessments of our programs and processes to sustain and improve managerial accountability of our operations.

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7.4a(4) Ethics

Figure 7.4.10 reflects our active IG Inspection Program which conducts biennial unit visits where units and leaders are evaluated on ethical business practices.

Figure 7.4.13 demonstrates that we are giving back to our communities by providing services that are being publicized in the local media promoting the organization.

Figure 7.4.14 reflects attainment and surpassing of our goal to seize $2,400 worth of illegal drugs per man-day worked in our communities.

Figure 7.4.11 demonstrates our internal commitment to solve administrative, ethical and legal issues within our organization.

Figure 7.4.15 reflects arrest of drug suspects and the reduction of drug trafficking through supported state operations per man-day worked.

Figure 7.4.12 reflects our active investigation program for legal and ethical violations. In the past eight years, we have only had two allegations that have been substantiated. Comparative data is available that reflects us best in class but is classified by the IG community.

7.4a(5) Society Georgia Army National Guard

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Figure 7.4.16 illustrates the State of Georgiaâ&#x20AC;&#x2122;s perception of the value of our Youth Challenge Academies.

The GaARNG competes with all other states and territories for market share of force structure. Because of our ability to meet customer demand, additional Force Structure will be allocated to the state in the next three years to sustain our force. (Figure 7.5.4).

7.5 Financial and Market Outcomes

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__7.0 Business Results

7.5.a(1) Financial Performance

Our key measure of financial performance is our ability to execute our funds IAW obligation plans. (Figure 7.5.1).

Because of past demonstrated success with our State Partnership for Peace program, Georgia has been asked to provide additional support in new areas of the world to assist the U.S. State Department.

Figure 7.5.6 shows the Georgia DOD Economic Impact on the State of Georgia economy for the past three years.

7.5a(2) Marketplace Performance Market share of recruits from seven military service competitors has decreased in the past six years in Georgia. However, the GaARNG still recruits 13% of all the military eligible population (Fig. 7.5.3).

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____Appendix

Appendix A- GaARNG Diversity Appendix Requirement to the FY 13 ACOE Submissions

1. Reference. Memorandum, ARNG-CSO-T, 15 May 2012, subject: Army National Guard (ARNG) Fiscal Year 2013 (FY 13) Army Communities of Excellence (ACOE) Program Guidance, par 6. 2. Purpose. To outline the diversity management goals and objectives of the GaARNG. 3. Background. The Georgia National Guard does not have a current Strategic Diversity Plan for the Georgia Department of Defense. We have recognized this deficiency and have chartered a Joint Diversity council to develop a strategic plan for the organization. The Diversity council will be chaired by a General Officer and will provide guidance for the execution of all diversity initiatives. The concept is for this council to lay a framework for success by developing a diverse workforce to enhance fairness, equity, productivity and mission accomplishment. This plan, because of the many diverse missions in the Georgia Department of Defense, will be fielded to wings, geographically separated units and major commands to develop their own specific plans to accomplish state goals. The Joint Diversity Council will provide an opportunity to access highly competent workforce with interdisciplinary and cross-cultural perspectives consistent with the Georgia Department of Defenseâ&#x20AC;&#x2122;s core values. It will promote an all inclusive organizational attitude and behavior, which fosters dignity and respect and enhances mission readiness. The GA DOD strives to create a culture that promotes trust, opportunity, fairness, and open communication among all members of our GA DOD family. The initial concept for the council will contain six strategic focus areas supplemented by 8 goals with strategies for goal accomplishment. 4. Concept. The six strategic focus areas are Commitment, Education and Training, Career Management, Policy Creation Process, Community Involvement, and Recruiting and Retention. a) (Organizational Senior Leader Champion) Commitment- Commanders and supervisors are committed to creating an environment that fosters diversity. Senior leaders in the organization, along with the MG Nesbitt who is the Senior Leader Champion, continually instill diversity understanding and implementation with subordinate commanders. b) (Organizational Training/Publication) Everyone in the Georgia Department of Defense (military and civilian) will be provided appropriate diversity training. Courses for diversity training for the organization can be found on the website http://www.gahro.com/ga_development.html. The HRO website also provides updates to organization as it pertains to state and national level diversity news and management. c) (Succession Planning) The Commander will ensure that every unit member has access to viable career management and mentoring program. The organization ensures all boards held (whether enlisted, officer, or AGR ) has minority representation consistent with the Soldiers appearing before the boards. This helps reinforce to Soldiers and Airman that diversity in embedded in the career decisions for our members. d) (State Joint Diversity Council) Review and update NGB and DOD policies to ensure fair and equitable treatment. Senior Leaders along with HRO representatives conduct annual reviews of NGB and local policies and submit recommended changes to eliminate barriers to faire and equitable treatment. Georgia Army National Guard

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e) State Joint Diversity Council/Awards and Recognition) The issues of diversity will be reviewed and emphasized when planning and conducting forums within the Georgia Department of Defense. The Director of Strategic Resources Management along with Commanders, HRO, Chief of Staffs, and ESSO integrate diversity awareness in agendas of workshops, conference and forums including recognition of diversity achievement and encouraging diverse participation. f) (Community Outreach, Coordination, and Collaboration) Establish and enhance community relationships and partnerships though media advertising and active team participation in local events, youth activities, and youth mentoring and outreach programs. The Georgia National Guard establishes partnerships with local educators to build a community of relationship that fosters National Guard involvement in education of youth. Recruiters work to establish Partners in Education with local schools to provide life skill training to students. 5. POC is Larry Deaton, 678-569-3560.

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GLOSSARY OF TERMS AND ABBREVIATIONS AAP

– Affirmative Action Plan

CIO

– Chief Information Officer

AAR

– After Action Review

CIP

– Continuous Improvement Program

AASF

– Army Aviation Support Facility

CMS

– Command Management System

ACT

– Association of Civilian Technicians

COL

– Colonel

AEP

– Affirmative Employment Plan

COMET

AGR

– Active Guard Reserve

– Command Maintenance Evaluation Team

AKO

– Army Knowledge Online

COR

– Contracting Officer Representative

AMC

– Air Mobility Command

COS

– Chief of Staff

AMSS

– Army Materiel Status System

CPM

– Critical Path Method

ANCOC

– Advance Non-Commissioned Officer Course

CPT

– Captain

CSDP

– Command Supply Discipline Program

ANG

– Air National Guard

CSM

– Command Sergeant Major

– Administrative Officer

CST

– Civil Support Team

APFT

– Army Physical Fitness Test

CTC

– Combat Training Center

ARNG

– Army National Guard

CTT

– Common Task Test

ARPERCEN – Army Reserve Personnel Center

– Department of the Army

ASL

– Authorized Stock List

DAF

– Department of the Air Force

– Annual Training

DA Pam

ATRRS

– Army Training Requirement and Resource System

– A pamphlet published by the Department of the Army

DCS-OPS

– Deputy Chief of Staff, Operations

AUEL

– Automated Unit Equipment Listing

AUSA

– Association of the United States Army

Bde

– Brigade (an army Major Command)

– Brigadier General

– Battalion

Bosses Day – A day set aside to honor employers of traditional soldiers and airmen C&ST

- Command and Staff Team

CAS3

– Combined Arms Service Staff School

CCDF

– Central Clothing Distribution

CCLD

– Change Capable Leadership Development

CEP

– Consolidated Evaluation Program

CFC

– Combined Federal Campaign

CFMO

– Construction and Facilities Management Office

– Commanding General

CH-47

– Cargo Helicopter

EEO

– Equal Employment Opportunity

Georgia Army National Guard

Facility

DCS-OPS-T – Deputy Chief of Staff, Operations, Training DCS-PA

– Deputy Chief of Staff, Personnel and Administration

DDR

– Drug Demand Reduction

DEERS

– Defense Enrollment Eligibility Reporting System

DJOPS

– Directorate of Joint Operations

DMOSQ

– Duty Military Occupation Specialty Qualification

DOC

– Directorate of Communication

DoD

– Federal Department of Defense

DOL

– Directorate of Logistics

DOWD

– Directorate of Workforce Development

DRMO

– Defense Reutilization & Marketing Office

DSRM

– Directorate of Strategic Resource Management

DTS

– Document Tracking System

E-#

– Pay grade for enlisted service members

E-Mail

– Electronic mail Page

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____Glossary

– Equal Opportunity

EOH

– Equipment on Hand

– Headquarters

EOP

– End of Process

– Human Resources

EPS

– Enlisted Promotion System

HRF

– Homeland Response Force

– Equipment Readiness Rate

HVAC

ESGR

– Employer Support of the Guard/Reserve

– Heating, Ventilation, & Air Conditioning

ESSO

– Executive Support Staff Officer

HWMMP

– Hazardous Waste & Material Management Plan

ETS

– Expiration Term of Service

HURREX

– Hurricane Exercise

FAD

– Funding Allocation Document

IDP

– Individual Development Plan

IDS

– Intrusion Detection System

IDT

– Inactive Duty Training

– Inspector General

– In Process

IPR

– In Process Review

IRT

– Innovative Readiness Training

ISR

– Installation Status Report

ITD

– Information Technology Division

ISSA

– Intraservice Support Agreement

FORSCOM – Forces Command FRG

– Family Readiness Group

FTSM

– Full Time Support Manning

– Fiscal Year

– Georgia

GAANG

– Georgia Air National Guard

GaARNG

– Georgia Army National Guard

GADoD

– Georgia Department of Defense

GANG

– Georgia National Guard (both Air and Army)

GANGR

– A regulation published by Georgia National Guard

JACC

– Joint Annual Commanders Conference

JCS

– Joint Chiefs of Staff

GAPS

– Georgia Automated Personnel System

JFHQs

– Joint Forces Headquarters

GED

– General Equivalency Diploma

JOPS

– Directorate of Joint Operations

GEMA

– Georgia Emergency Management Agency

JROTC

– Junior Reserve Officer Training Corps

KSA

– Knowledge, Skills, and Abilities

Georgia Gain – Merit system for state civilian employees (performance driven versus longevity of state service)

KPA

– Key Performance Area

– Lieutenant

Georgia Guardsman – Georgia National Guard Magazine

LTC

– Lieutenant Colonel

M-Day

– Mobilization Day (common term for the status of reservists)

MACC

– Military Affairs Coordinating Committee

– Often used as a term of endearment to members of the military; ―Government Issue‖

GKO

– Guard Knowledge Online

MSC

– Major Command

GPC

– Government Purchase Card

MAJ

– Major

GS - #

– Pay grade for General Service Civil Servants

MECH or Mech – Mechanized METL

– Mission Essential Task List

GSA

– General Services Administration

MILPO

– Military Personnel Office

GWOT

– Global War on Terrorism

MIS

– Management Information System

HIV

– Human Immuno-deficiency Virus

MOA

– Memorandum of Agreement

MOBEX

– Mobilization Exercise

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– Mobilization Deployment Readiness Exercise

MOS

– Military Occupational Specialty

MOSQ

– Military Occupational Specialty Qualification

MSCA

– Military Support to Civilian Authority

MSG

______ PBAC

____Glossary – Program Budget Advisory Committee

PC-ASORTS– Personal Computer – Army Status of Resources and Training System PDSC

– Personnel Data System (Civilian)

PERT

– Performance Evaluation Review Technique

– Master Sergeant

PISC

– Performance Improvement System Chart

MTOE

– Modified Table of Organization and Equipment

PLL

– Prescribed Load List

PME

– Professional Military Education

MTP

– Mission Training Plan

PMS

– Project Management System

MVV

– Mission, Vision, Values

– Process Owner

NCESGR

– National Committee of Employer Support of the Guard and Reserve

POC

– Point of Contact

NCO

– Non-Commissioned Officer

PRIDE

– Project Request Identification

NCOER

– Non-Commissioned Officer Evaluation Report

PRP

– Potentially Responsible Party

PSC

– Product Services Chart

NGB

– National Guard Bureau

– Physical Training

NGB Pam

– A pamphlet published by National Guard Bureau

PTSR

– Post Mobilization Training Support Requirements

NGR

– A regulation published by National Guard Bureau

PVT

– Private

– National Training Center, Fort Irwin, California

– Post Exchange

NTC

QRB

– Quality Retention Board

O-#

– Pay grade for Officers

QRB

– Quarterly Readiness Board

OCEP

– Organizational Compliance Evaluation Program

QRC

– Quarterly Readiness Council

QSG

– Quality Service Georgia

– Office of Organizational Development

QSI

– Quality Salary Increase

ODT

– Overseas Deployment Training

QTB

– Quarterly Training Brief

OER

– Officer Evaluation Report

RAID

OJT

– On-The-Job Training

– Reconnaissance and Interdiction Detachment

OML

– Order of Merit List

RBB

– Results Based Budget

OMS

– Organizational Maintenance Shop

REMOBE

– Readiness for Mobilization Exercise

OOTW

– Operations Other than War

REP 63

OPLAN

– Operations Plan

– Status of soldier prior to completing Basic and Advanced Individual training

OPORD

– Operations Order

ROS

– Report of Survey

– Operational Readiness

ROTC

– Reserve Officer Training Corps

OSA

– Operations Support Airlift

RPAM

OSHA

– Occupational Health & Safety Administration

– Retirement Points Account Management

RRNCO

– Recruiting & Retention NonCommissioned Officer

S Staff

– Primary staff sections in headquarters at brigade level and lower

– Personnel Strength above 90%

PANO

– Panographic X-ray

PAT

– Process Action Team

Georgia Army National Guard

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____Glossary

SARRS-O

– Standard Army Retail Requisition System – Objective

TRADOC

– Training & Doctrine Command

SAD

– State Active Duty

SAMS

– Standard Army Maintenance System

SARSS

– Standard Army Requisition and Supply System

SDF

– State Defense Force

SFC

– Sergeant First Class

SGT

– Sergeant

TOTAL FORCE – General Reference to all Military Components together

SIDPERS

– Standard Installation Division Personnel System

– Training Year (October – September)

SIG

– State Inspector General

UECO

– Unit Environmental Compliance Officer

SIP

– Strategic Implementation Plan

UH-60

– Utility Helicopter

SLT

– Strategic Leadership Team

ULLS-A

– Unit Level Logistics System – Aviation

SMB

– Strategic Management Board

ULLS-G

– Unit Level Logistics System – Ground

SME

– Subject Matter Expert

UMMP

– Unit Mobilization Movement Plan

SMCC

– State Movement Control Officer

UPAR

– Unit Public Affairs Representative

SMM

– Strategic Management Model

UPS

– Unit Personnel System

SNCOA

– Senior Non-Commissioned Officer Academy

– United States

USAF

– United States Air Force

SOP

– Standard Operating Procedures

USAR

– United States Army Reserve

SPBS-R

– Standard Property Book System Record

USO

– Uniformed Services Organization

SPC

– Specialist

USPFO

– United States Property & Fiscal Officer

SPP

– State Partnership Program

USR

– Unit Status Report

Sqdrn

– Squadron

WAN

– Wide Area Network

SSG

– Staff Sergeant

WMD

– Weapons of Mass Destruction

SSP

– Sustained Superior Performance

YCA

– Youth Challenge Academy

STAMIS

– Standard Army Management Information Systems

YRB

– Yearly Readiness Briefings

YRG

– Yearly Readiness Guidance

YTC

– Yearly Training Calendar

STARBASE – Drug prevention education for grade school children STPA

– Select, Train, Promote, Assign: System to select best qualified individual for promotion

SWOT

– Strengths, Weaknesses, Opportunities, & Threats

TAACOM

– Theater Army Area Command

TAG

– The Adjutant General

TAM

– Training Assessment Model

TDA

– Table of Distribution and Allowance

TDY

– Temporary Duty

TECH

– Technician (Military Civil Service Employee)

Georgia Army National Guard

TROUPERS – Training, Readiness and Operations Unit Planning Executive Resourcing System

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____Notes

NOTES / COMMENTS

Georgia Army National Guard

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Georgia Army National Guard Page