Strategic Planning

Slide 1: STRATEGIC PLANNING BY SGM FRANCO & SFC MATTINGLY

Slide 2: A WISE PERSON ONCE SAID:  “ IF YOU DON’T KNOW WHERE YOU ARE GOING, HOW WILL YOU KNOW HOW TO GET THERE?”  IF YOU DON’T KNOW WHERE YOU ARE GOING, AND HOW TO GET THERE, HOW WILL YOU KNOW WHEN YOUR THERE? ANSWER: PLANNING

Slide 3: HISTORY OF STRATEGIC PLANNING MILITARY ROOTS  ACCORDING TO WEBSTER’S NEW WORLD DICTIONARY, STRATEGY IS: "THE SCIENCE OF PLANNING AND DIRECTING LARGE- SCALE MILITARY OPERATIONS, OF MANEUVERING FORCES INTO THE MOST ADVANTAGEOUS POSITION PRIOR TO ACTUAL ENGAGEMENT WITH THE ENEMY."

Slide 4: WHY STRATEGIC PLANNING?  AN EXCELLENT WAY TO BRING YOUR ORGANIZATION’S EO PROGRAM KICKING AND SCREAMING INTO THE TURBULENT FUTURE  ALLOWS YOUR PROGRAM TO GROW AND TRANSFORM WITH YOUR ORGANIZATION AND REMAIN RELEVANT  DEFINES LONG-RANGE GOALS AND OBJECTIVES THAT FURTHER THE EO PROGRAM'S VISION AND MISSION

Slide 5: ARMY CAMPAIGN PLAN MOVIE CLIP

Slide 6: LIFE CYCLE OF HUMAN RELATIONS PROGRAM* STABILITY/ (9/11 & OIF/OEF) AL MAINTENANCE New Methods EW Problem/ New Systems N New Behaviors RE Opportunity New Beliefs Performance Measures Renewal Requirements PERFORMANCE • Strategic Plan SS (Survival/Growth) • Leadership RE DE C • Learning OG • Culture AY PR • Relevance • Resources • Implementation Unyielding Methods Deny Methods Leadership Rigid Systems Rationalize Systems Systems Inflexible Behavior Avoid Behaviors Training Unchallenged Beliefs Protect Beliefs Resources Unquestioned Assumptions Defend Assumptions Relevance BUILDING SUSTAINMENT UNCERTAINTY DECAY/RENEWAL PHASE PHASE PHASE PHASE TIME * Based off USASOC’s program

Slide 7: BENEFITS OF STRATEGIC PLANNING  ESTABLISH PRIORITIES  ENCOURAGES PROACTIVE PROBLEM SOLVING  DEVELOPS COMMITMENT TO COMMON PROBLEM SOLVING  SETS ORGANIZATION’S DIRECTION

Slide 8: HOW TO GET STARTED  TAKE A CRITICAL LOOK AT YOUR PROGRAM AND THE ENVIRONMENT IN WHICH YOU OPERATE  CONDUCT AN INTERNAL ANALYSIS OF EACH OPERATION YOU PERFORM  BUILD A STRONG COLLATION AND “BUY- IN”  GET STAKEHOLDER'S BUY-IN (YOUR COMMANDER)

Slide 9: STRATEGIC PLANNING COMPONENTS  VISION – EXTERNAL FACTORS – INTERNAL FACTORS  MISSION – SWOT – STRATEGIC OPTIONS  CORE COMPETENCIES – DEFINE EXISTENCE – CRITICAL TASKS  GOALS – OBJECTIVES – ACTIONS

Slide 10: VISION  SETS THE REASON YOUR PROGRAM EXISTS  AN IMAGE OR DESCRIPTION OF THE PROGRAM IN THE FUTURE  WHAT YOU WANT YOUR PROGRAM TO LOOK LIKE IN THE FUTURE  PROVIDES DIRECTION AND INSPIRATION FOR PROGRAM GOAL SETTING

Slide 11: VISION MOVIE CLIP

Slide 12: VISION  EXTERNAL ENVIRONMENT – FACTORS OUSIDE OF YOUR CONTROL – DOD POLICY CHANGES – MANPOWER REDUCTION  INTERNAL ENVIRONMENT – FACTORS THAT YOU CAN CHANGE – ENHANCED TRAINING – RESOURCES

Slide 13: VISION STATEMENT EXAMPLE • We will provide knowledge and take action to ensure the national security of the United States and the preservation of American life and ideals.

Slide 14: VISION STATEMENT EXAMPLE • Preservingour freedoms, protecting America ... we secure our homeland.

Slide 15: VISION STATEMENT EXAMPLE  The most capable and relevant human relations practitioners building combat ready, force multiplying teams that eliminate discriminatory behaviors and protect the force!

Slide 16: QUALITIES OF A GOOD VISION STATEMENT  PRESENTS WHERE WE WANT TO GO  EASY TO READ AND UNDERSTAND  CAPTURES THE DESIRED SPIRIT OF AN ORGANIZATION  DESCRIBES A PERFERED AND MEANINGFUL FUTURE STATE  IS PERCIEVED AS ACHIEVEABLE AND AT THE SAME TIME IS CHALLENGING AND COMPELLING

Slide 17: MISSION  A BROAD DESCRIPTION OF WHAT WE DO/ARE  WITH/FOR WHOM WE DO IT  OUR DISTINCTIVE COMPETENCE (HOW WE DO IT DIFFERENTLY, BETTER, AND MORE EFFECTIVELY)  WHY WE DO IT

Slide 18: MISSION VIDEO CLIP TAQO

Slide 19: MISSION RENEWAL  IS THE MISSION STATEMENT CLEAR AND ON TARGET IN TODAY’S OPERATING ENVIRONMENT?  DOES IT ADDRESS WHAT WE DO, WHAT WE ARE, WHO WE DO IT FOR, AND WHY WE DO IT?  DOES YOUR MISSION STATEMENT DUPLICATE THE MISSION OF ANOTHER ORGANIZATION?

Slide 20: MISSION STATEMENT EXAMPLE  We are the eyes and ears of the nation and at times its hidden hand. We accomplish this mission by: – Collecting intelligence that matters. – Providing relevant, timely, and objective all-source analysis. – Conducting covert action at the direction of the President to preempt threats or achieve United States policy objectives.

Slide 21: MISSION STATEMENT EXAMPLE  The mission of the U.S. Air Force is to defend the United States and protect its interests through air and space power.

Slide 22: MISSION STATEMENT EXAMPLE As Human Relations Practitioners:  WE WILL advise and support commanders, leaders, soldiers, and family members  WE WILL provide assistance, education, and training in dignity and respect, diversity management, cultural competencies, and conflict resolution  WE WILL provide organizational development to support USASOC’s mission worldwide

Slide 23: CORE COMPETENCIES  THOSE AREAS WHICH YOUR PROGRAM MUST DO TO SURVIVE  THOSE CRITICAL TASKS THAT YOU MUST DO TO BE SUCCESSFUL  THEY DEFINE AN ORGANIZATION’S EXISTENCE  DIRECTLY LINKED TO YOUR MISSION AND KEY PROCESSES  INDIVIDUAL AND METL TASKS

Slide 24: CORE COMPETENCIES (CONT)  AGENTS FOR CULTURAL CHANGE  CONFLICT RESOLUTION  ASSESS THE COMMAND CLIMATE  RECOMMEND APPROPRIATE REMEDIES TO ELIMINATE . . .  TRAIN THE ORGANIZATION AND EORs

Slide 25: METL  INSTRUCTOR TRAINING COURSE  MEDIATION TRAINING  FACILITATION COURSE  EEO COUNSELOR AND INVESTIGATOR COURSE  PROCESS IMPROVEMENT THROUGH SIX SIGMA  PRACTITIONER COURSE  MYERS-BRIGGS TYPE INDICATOR® (MBTI)

Slide 26: EO PROGRAM TRANSFORMATION CHANGE VS. RENEWAL  RENEWAL  CHANGE – TO MAKE LIKE – UNDERGO NEW MODIFICATION – RESTORE LOST – TO MAKE STRENGTH DIFFERENT – REFRESH – TO REPLACE WITH – ANOTHER RENOVATE – TO EXCHANGE – REJUVENATE

Slide 27: GOALS  DEFINE FOCUS  STATE WHAT YOU WANT TO ACHIEVE  SHOW THE GENERAL APPROACH/DIRECTION THE UNIT WILL TAKE TO REACH ITS MISSION AND VISION  SHOULD BE BOLD, EXCITING, AND HAVE A CLEAR FINISH LINE  SHOULD CHALLENGE YOUR PROGRAM BUT BE ATTAINABLE

Slide 28: GOAL EXAMPLES  Shape a relevant human relations program to meet USASOC’s transformation  Protect and strengthen the force through maintaining an environment free of human relations detractors  Provide and maintain fully qualified and trained human relations practitioners for each MSU, MSC, and Bde-level command  Pursue, acquire, and retain the technological lead in human relations education  Make USASOC the best place to work and grow professionally

Slide 29: OBJECTIVES  GOALS ARE REACHED THROUGH OBJECTIVES  A SHORT-TERM, PRACTICAL TARGET RELATED TO A PRACTICAL GOAL  OBJECTIVES ARE SPECIFIC, MEASURABLE, AND RELATED TO A SPECIFIC TIME-FRAME

Slide 30: OBJECTIVE EXAMPLES GOAL: SHAPE A RELEVANT HUMAN RELATIONS PROGRAM TO MEET USASOC’S TRANSFORMATION  OBJECTIVES: – Fully manned, trained, and resourced human relations program – Modernize all aspects of training by leveraging technology and “plug and play” systems – Remain relevant, deployable, and fully informed of a changing environment

Slide 31: OBJECTIVE EXAMPLES GOAL: PROTECT AND STRENGTHEN THE FORCE THROUGH MAINTAINING AN ENVIRONMENT FREE OF HUMAN RELATIONS DETRACTORS  OBJECTIVES: – Increase the number of Soldiers and family members trained annually using the most effective and efficient training methodologies – Provide a mix of comprehensive and diverse training that meets the changing needs of our soldiers and command climate – Dramatically enhance the quality of services to our soldiers and family members

Slide 32: OBJECTIVE EXAMPLES GOAL: PROVIDE AND MAINTAIN FULLY QUALIFIED AND TRAINED HUMAN RELATIONS PRACTITIONER FOR EACH MSU, MSC, AND BDE-LEVEL COMMANDS  OBJECTIVES: – Man the Force: Quality and Diversity – Train the Force: Leverage technology – Retain the Force: Retain dedicated professionals – Provide a challenging professional development continuum for human relations professionals

Slide 33: OBJECTIVE EXAMPLES GOAL: PURSUE, ACQUIRE, AND RETAIN THE TECHNOLOGICAL LEAD IN HUMAN RELATIONS TRAINING  OBJECTIVES: – Leverage commercial technological advances to human relations advantages – Conduct realistic, interactive, and creative human relations training without compromising quality

Slide 34: OBJECTIVE EXAMPLES GOAL: MAKE USASOC THE BEST PLACE TO WORK AND GROW PROFESSIONALLY  OBJECTIVES: – Stress quality as the centerpiece for achieving excellence in the workplace – Promote team building and professional development of the work force – Maintain a healthy and open command climate which fosters innovation and growth

Slide 35: Great Results Just Don’t “Happen” They Are Planned…Based on Analysis, Strategic Targeting, and Careful Execution They are Orchestrated by Talented, Disciplined, and Dedicated Individuals

Slide 36: QUESTIONS ?