Authentic Army Installation Strategic Plan - Research Paper Example

Authentic Army Installation Organizational Strategic Plan Operational Definitions ASA(I&E) Office of the Assistant Secretary of the Army for Installations and Environment (ASA(I&E), 2009) USAIMASR U.S. Army Installation Management Agency Southeast Region (USAIMASR, n.d.) IMA Installation Management Agency (Tafoya, 2007) MACOM Major Army Commands (Tafoya, 2007) ISPs Installation Sustainability Plans (Lachman, Pint, Cecchine, & Colloton, 2009) DAIM-ISH Unaccompanied Personnel Housing Branch (Unaccompanied Personnel Housing Branch, 2007) ORTC Operational Readiness Training Complex (DAIM-ISH, 2007) FSBI-CBM First Sergeant Barracks Initiative-Centralized Barracks Management (DAIM-ISH, 2007) Table of Contents 1. INTRODUCTION Background ……………………………………………………………..4 Statement of the Problem……………………………………………….5 Significance of the Study..…………….………………………………..9 Summary………………………………………………………………..10 2. LITERATURE REVIEW Pertinent Studies……………………………………………………….. 12 Reflection …………….………………………………………………... 15 Summary……………………………………………………………….. 15 3. STRATEGIC PLAN Introduction…………………………….………………………………. 17 Restatement of the Problem…………………………………….………. 17 Strategic Plan Description……………………………………………….19 Summary………………………………………………………………... 27 4. CONCLUSION AND RECOMMENDATIONS Conclusion………………………………………………………………29 Recommendations………………………………………………………30 REFERENCES …………………………………………………………………31 Authentic Army Installation Organizational Strategic Plan chapter one Introduction There are numerous purposes to strategic planning and the model used is primarily based on the purpose and intention of the project. The focus of this particular project is to create a strategic plan for an organizational army installation and this model will use the vision based or goal based strategic planning formula. However, the military also has an authentic methodology they use in their strategic planning process (see Figure 1), which will be integrated into the formula used in this strategic plan. Although each organization's strategic planning model will vary, all versions of strategic plans inevitably include the same basic eight elements, which are: vision statement, mission statement, core values, critical issues, goals, strategies, objectives, and a method for measuring success. Invariably, anyone in a management position will, at some point, be presented with the task of conceiving a strategic plan and one of the most important elements in planning is to segment the work into manageable increments to get the work done in stages to avoid overwhelming conditions. Figure 1: Military Strategic Planning Model (U.S. Army Installation Management Agency Southeast Region (USAIMASR), n.d.) Strategic planning at the installation level, as well as the program and service levels are critical management processes because programs that are well organized, incrementally developed, and effectively implemented (USAIMASR, n.d) reflect the competencies and abilities of the management team to successfully orchestrate and implement strategic planning models. This is most critical at the installation level because focusing limited resources on the key business drivers and performance indicators for meeting the needs and interests of customers, stakeholders, and partners (USAIMASR, n.d) and ultimately the overall success of the agency is the most important goal and integral to the success of the organization. The absence of a coordinated strategic action plan causes many installations to base their programs, operations, services, and facilities on unreasonable interpretations of objectives that are not pertinent to current data or base plans that align with their operating conditions (USAIMASR, n.d). Unsuccessful plans are often based on a “one-shot, meet-the-regulatory-requirement effort” (USAIMASR, n.d, p.5) instead of strategies based on ongoing processes and are symptomatic of unproductive or poorly considered planning efforts, which often result in projects that are rejected by validation studies. A projection for steadily increasing resources even though the supported population is changing (USAIMASR, n.d) is another indicator of inadequate strategic planning. Summarily, the basic purpose of strategic planning is to determine what an organization’s long or short term goals are, how they plan on achieving those goals, and how they will know if they have been successful with specific emphasis is placed on the entire business (McNamara, n.d.). This discourse will present an Authentic Army Installation Organizational Strategic Plan for the Fort Bragg, North Carolina Army facility. Background In 2002, the Installation Management Agency (IMA) was created to merge the 184 global Army installations under the management of 15 Major Army Commands (MACOM) as a distinct association (Tafoya, 2007). The purpose of this project was to “consolidate manpower and resources, to standardize base operations throughout all installations, to implement consistent standardized services at all installations, and to continue to improve the quality of life for all Soldiers, civilians, retirees, and their families” (Tafoya, 2007) “while supporting expeditionary operations, joint missions, systems, and Communities in a cost effective, safe, and sustainable manner” (Office of the Assistant Secretary of the Army for Installations and Environment (ASA(I&E), 2009). When confronted with a multitude of environmental problems that presented the possibility of endangering or compromising the success of its military mission, Fort Bragg’s commanding staff accepted the challenge of transforming the military installation into a successful example of a sustainable community (ASA(I&E), 2009). A few of the concerns included “incompatible growth which constrained training exercises, aging infrastructure, and a failure to comply with increasingly stringent federal environmental policies” (ASA(I&E), 2009). Sustainable concepts ware adapted into the Garrison Strategic Plan in an attempt to address the challenges facing Fort Bragg (ASA(I&E), 2009). In this capacity, Fort Bragg became the first Army installation to incorporate sustainable concepts into an inclusive strategic planning. The Sustainable Fort Bragg Environmental Management Branch Environmental Division Directorate of Public Works Fort Bragg, North Carolina (2011) indicated that “At the Environmental Sustainability Executive Conference in April 2001, installation and community leaders identified Fort Bragg environmental challenges and thus created ambitious goals focused on land use, air quality, water management, energy conservation, energy efficiency, green procurement, transportation and facilities as documented in the Fort Bragg Strategic Sustainability Plan” (Ch. 1). In general, the act of planning helps make sure organizations remain relevant and that they are able to properly respond to the needs of the communities they are intended to serve while contributing to the growth and stability and growth of the corporation at large (McKay, 2001). In addition, planning provides a foundation from which the company can measure their progress and assess the resulting impact of the changes being facilitated, encourage program development, and allows the company to orderly and systematically determine their future endeavors (McKay, 2001). From a managerial perspective, planning enables the setting of policies and goals that will guide the business and provide a clear focus executive and senior staff members can use for program implementation and agency management (McKay, 2001). Statement of the Problem The growing concern regarding environmental pollutants and creating a sustainable environment led to the sustainable initiative in the Fort Bragg Military facility. However, many Army installations develop plans that are inconsistent in their focus and scope, and do not fully address vital sustainability issues (Lachman, Pint, Cecchine, & Colloton, 2009), which prevents the plan from being effective in successfully achieving the intended goals. In order to address the issues of inconsistence, Army installations have begun to create installation sustainability plans (ISPs), which establish long term goals that address the mission, community, and environmental issues developed through a strategic planning process (Lachman, Pint, Cecchine, & Colloton, 2009). Assessment of the challenges facing the Fort Bragg Military installation led to the establishment of the following goals to be achieved through the creation and installation of a sustainable environment within the compound: Water conservation- 70% reduction in the amount of water drawn from the Little River by 2025 (current withdrawals are at 8.5 million gallons/day) (Sustainable, 2011). Water pollution- All waters emitted from Fort Bragg will meet or exceed the high quality water (HQW) standards of North Carolina by 2025 (Sustainable, 2011). Waste production- Reduce landfill waste to zero by 2025 (Sustainable, 2011). Construction standards for future and existing structures- Fort Bragg intends to use the Sustainable Project Rating Tool to meet minimum platinum construction standards for all new structures by 2020 and renovate 25 percent of the existing structures to achieve a bronze standard by 2020 (Sustainable, 2011). Land use laws- Fort Bragg will coincide their land use laws/regulations to accord with those of the local communities by 2005 (Sustainable, 2011). Energy use- Fort Bragg intends to reduce the total energy use according to stipulations in Executive Order 13123 (Sustainable, 2011). Community programs- Fort Bragg intends to implement and develop an effective regional community program by 2015 (Sustainable, 2011). Fuel use- Fort Bragg aims to diminish the use of gasoline and diesel fuels in the non-tactical fleet by 70% by 2015 and 99% by 2025 (Sustainable, 2011). Environmental education- Fort Bragg expects to form an incorporated environmental education program for Fort Bragg, its surrounding communities, and all interested parties (Sustainable, 2011). Environmental protection- Fort Bragg will work toward purchasing goods that are 100% environmentally preferred by 2025. This will include all government purchase card, contract, and military requisition purchases (Sustainable, 2011). Conservation- Fort Bragg intends to implement a scientifically based conservation program for natural and cultural resources that is companionable with military readiness and training (Sustainable, 2011). Achievement of this extensive list of short and long term goals has allowed Fort Bragg to achieve sustainability in their use of land, materials, facilities, utilities like energy and water, transportation, and culture (Sustainable, 2011). Significance of the Study Although strategic planning information is vital for making budgeting decisions, the chief function of the strategic plan is to guide the agency’s management activities, provide employees with a shared purpose and motivation through clear articulation of the values and goals of the corporation, and present a means of communicating with people inside and outside the agency (Office of Financial Management, 2010). A concise strategic plan will allow the reader to easily understand: The overall mission, including the activities of the highest priority activities and its primary customers (Office of Financial Management, 2010). The bureau’s operating environment and organizational factors (Office of Financial Management, 2010). Specifies the statewide results, outcomes, and goals necessary to carry out its mission (Office of Financial Management, 2010). Established objectives the agency can measure to determine the overall progress to achieving the goals (Office of Financial Management, 2010). Specifications regarding how the agency will measure progress during the planning period (Office of Financial Management, 2010). Strategies the agency intends to use in pursuit of the objectives (Office of Financial Management, 2010). Exact measures of the additional resources the company will need to successfully implement the indicated strategies (Office of Financial Management, 2010). This allows the strategic plan to effectively function as a management tool, which is important to allowing agencies to be flexible in their management regimes ad to assist in identifying and achieving agency goals and objectives (Executive Department Office of Management and Budget, n.d.). Overall, strategic planning is intended to be “…a long-term, future-oriented process of assessment, goal setting, and decision-making that maps an explicit path between the present and a vision of the future – usually three to five years” (Executive Department Office of Management and Budget, n.d.). Summary Although the strategic plan has unparalleled significance in aligning the functions of the company by providing a steadfast definition of the organization's values, it is also a powerful tool for merging the community vision and mission with those of the company (McKay, 2001). This provide a consensus on why the organization exists, what goals or outcomes it seeks to achieve, what it stands for, and whom it serves (McKay, 2001), which reaffirms the overall relevance of the company within the organization and the community as a whole . In addition, specific mandates that indicate what personnel must or must not do based on its articles of incorporation or bylaws are clearly defined, which reaffirms the company’s mission, vision, and core values (McKay, 2001). Chapter Two: literature review Pertinent Studies In conjunction with the Fort Bragg Garrison Strategic Plan, the Army Holistic Barracks Strategy was created in 2004 to repair life, health, and safety deficiencies for enlisted Soldier PP barracks and identify a common acceptable living standard, discover how the other Services were addressing the issue, develop and estimate the cost of potential solutions, and identify a timeline for executing those solutions (Unaccompanied Personnel Housing Branch (DAIM-ISH), 2007). Included in the Barracks Strategy Plan are renovation models to revitalize the Permanent Party Barracks, Training Barracks, Operational Readiness Training Complex (ORTC), First Sergeant Barracks Initiative-Centralized Barracks Management (FSBI-CBM), and Barracks Privatization (DAIM-ISH, 2007). Sustainability connects our activities today to those of tomorrow with sound business and environmental practices that supports the Army’s ability to sustain our built and natural infrastructure to enhance capabilities for future mission requirements (ASA(I&E), 2009). Sustainability employs a systems approach that recognizes the interrelationships between mission, economics, environment, and community to strengthen and enhance the organization’s ability to organize, equip, train, and deploy Soldiers as part of the joint force and the Army’s general initiative (ASA(I&E), 2009). The execution of a strategic plan provides leadership to ensure the development and implementation of unassailable public policy that will guarantee range clearance activities maintain the sustainment of outfitted ranges for future uses, environmental responses are incorporated to ensure property is appropriate for its intended use, explosives and munitions emergencies provide for the protection of the public, and efficient use of resources (ASA(I&E), 2009). Reflection Inclusion of the holistic format of the revitalization program for the barracks within the sustainability model for the installation base provides the entire complex with a greener operational format that will allow comprehensive environmental conservation. Using the Army Sustainability Campaign Plan and the DoD (Department of Defense) Strategic Sustainability Performance Plan, Fort Bragg must collaborate and negotiate certain inevitable conflicts to achieve the ultimate goal of creating a sustainable community that meets the needs of the Soldier today, tomorrow and forever (Sustainable, 2011). This includes identifying suitable sites for renewable energy sources, like solar arrays, has the ability to become a problematic issue due to the finite amount of land available for construction and training on the installation (Sustainable, 2011). Additionally, Fort Bragg must endeavor to conserve energy and water while maintaining fully functional facilities that support productivity, efficiency, and morale (Sustainable, 2011). Land use on Fort Bragg is a critical consideration, both in quality and quantity since the option of sprawl development is no longer available and land has become a finite resource (-Sustainable, 2011). Summary To increase awareness of the environment and Garrison Goal One initiatives, Sustainable Fort Bragg continues to develop the comprehensive strategic plan plan. Sustainable Fort Bragg plans to develop more partnerships both with organizations on the installation and in the surrounding community. The challenge is to reach every sector of the Fort Bragg population and to maintain contact with the transient community in an effort to educate our Soldiers and their families on ways to take sustainable practices with them wherever they go. Indeed, the installation master planners must work vertically and densely with a multi-use mantra and an eye for constrained budgets. Currently, there are several projects in development that consider both space limitations and financial constraints. One of these initiatives - the Right of Way Physical Training Trail - is a proposed fitness trail constructed along Progress Energy power lines that run through the cantonment area and out to the re-purposed ammunition supply point. (Sustainable, 2011) chapter three: strategic plan Introduction Authentic Assessment must develop a detailed strategic plan for a federal, state, local governmental or private homeland security organization. The organization selected must have a clear homeland security mission. The Office of Management and Budget (OMB) has established requirements for all homeland security strategic plans. Students must address these eight elements in their strategic planning project. Restatement of the Problem the Army has recognized the need to manage its installations in a way that sustains them for the future. Based on lessons from industry and communities, many Army installations started to develop installation sustainability plans (ISPs). Beginning at the turn of the century, a few installations, like Fort Bragg, started developing and implementing installation sustainability plans because of the operational, financial, and environmental benefits they saw industry and communities experiencing by implementing sustainability approaches. Such plans address long-range mission, community, and environmental issues and priorities and are developed through a strategic planning process. To develop an installation sustainability plan, installation staff members and key stakeholders define the vision and goals for the installation over a 20- to 25-year horizon and identify tasks needed to achieve them. Such plans are often developed in addition or in combination with installation strategic plans (Lachman, Pint, Cecchine, & Colloton, 2009). Strategic Plan Description According to the Office of Financial Management (2010, p.7), a good strategic planning will be able to achieve the following: Identify the organization’s mission, core business processes, primary customers, and stakeholders; Articulate the organization’s vision and values; Focus on a limited number of key priorities and outcomes; Set clear goals and measureable objectives for priority outcomes; Analyze external forces that influence the ability to achieve the mission; Assess internal capacity to deliver services and manage effectively; Develop strategies that, when implemented, achieve the objectives; Establish performance measures and targets to determine if goals are being achieved; Implement the plan through resource and staffing decisions and operational plans; Regularly monitor progress; and Involve leaders, managers, employees, customers, and stakeholders throughout the planning process as appropriate. The IMA “corporate” plan currently contains four goals and 15 objectives (see Figure 2) which incorporates the various actions and initiatives that ultimately lead to accomplishing the IMA strategic planning model (USAIMASR, n.d). Figure 2: IMA Goals for Strategic Planning (USAIMASR, n.d) As previously discussed, there are numerous alternative models for implementing strategic planning frameworks (see Figure 3) and additional ways to expand the existing strategies (see Figure 4) to form more inclusive models to implement successful strategic planning within Army installations. Figure 3: Alternate Strategic Planning Model (Office of Financial Management, 2010) Figure 4: Expansion Model of Strategic Planning Formula (USAIMASR, n.d) Summary Strategic Planning is: ♦ Planning for results. It is a future-oriented process of diagnosis, objective setting and strategy building that is an essential part of quality management. ♦ Adaptable. It takes a long range approach, but uses regular reviews and updates to check progress and make adjustments when and where necessary to respond to changing circumstances. It seeks to capitalize on Strengths, minimize Weaknesses, seize Opportunities and reduce Threats (SWOT). ♦ Planning for change. It is dynamic and proactive, which stimulates change rather than reacts to it. ♦ Using common sense. It is visionary, yet realistic; it pictures a future that is both desirable and achievable. ♦ Exercising good management. It involves a disciplined effort to help shape and guide what an organization becomes, what it does and why it does it. Strategic Planning is NOT a: ♦ Quick Fix. It is a long-term investment with payoffs that increase over time. ♦ Cookie Cutter. The process is flexible and should be customized to fit an organization’s idiosyncrasies. ♦ Magic Wand. Just because it’s written down, doesn’t make it happen; plans must be accompanied by commitment and action. ♦ Budget Request. Strategic plans take a long-term view of issues and should not be shaped by an annual budget request. chapter four: conclusions & recommendations Conclusion As the military mission is ongoing, our sustainability program will grow and develop with the evolving needs of our forces. In the coming years, Fort Bragg will continue to apply sustainability principles to secure the viability of its important military objectives and maintain a functional post for future generations of Soldiers and their families. The Sustainable Fort Bragg program has truly come full circle - from ambitious goals set in the infancy of an innovative program to the integration of sustainability concepts into installation operations. Environmental preservation has become the daily responsibility of every individual on the installation. Now, with the adoption of Fort Bragg initiatives throughout the DoD, Fort Bragg has become and will continue to be the template for operational sustainability. Recommendations A focus on sustainability will address present and future needs while strengthening community partnerships that will improve the ability to organize, equip, train, and deploy military personnel as part of the national force, making our installations better neighbors domestically and abroad (Sustainable, 2011). References McNamara, C. (n.d.). Basic Overview of Various Strategic Planning Models. Free Management Library. Retrieved from http://managementhelp.org/strategicplanning/models.htm Ernest A. Tafoya (27 March 2007). Installation Management Command: How is the Command supporting The Army Plan? http://www.dtic.mil/cgi-bin/GetTRDoc?Location=U2&doc=GetTRDoc.pdf&AD=ADA469141 Beth E. Lachman, Ellen M. Pint, Gary Cecchine, Kimberly Colloton. (2009). Developing Headquarters Guidance for Army Installation Sustainability Plans in 2007. RAND Corporation. Retrieved from http://www.rand.org/pubs/monographs/2009/RAND_MG837.pdf Office of Financial Management State of Washington. (February 2010). Strategic Plan Guidelines. Emily Gantz McKay. (2001). Strategic planning: A ten-step guide. MOSAICA. Retrieved from http://siteresources.worldbank.org/INTAFRREGTOPTEIA/Resources/mosaica_10_steps.pdf Unaccompanied Personnel Housing Branch (DAIM-ISH). (2007). Army Barracks Strategic Plan. Retrieved from http://www.acsim.army.mil/isd/docs/2007_Army_Barracks_Strategic_Plan_25OCT2007.pdf Read More