Sector Ohio Valley: Intersection of KM and Organizational Management
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Sector Ohio Valley: Intersection of KM and Organizational Management

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Sector Ohio Valley.

Sector Ohio Valley.

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  • 1. Coast Guard Knowledge Summit 18-20 February 2009
  • 2. SOHV Integrated Management System What is the Sector Ohio Valley Integrated Management System? A system of gathering, tracking, and Performance! understanding information with the goal of achieving and sustaining operational excellence and meeting other Coast Guard goals. Knowledge IMS inf ion or rmat ma fo in tio n info rma inform tion ation
  • 3. Why Create a Knowledge Management System? Our cutters, boats, and aircraft and integrated and mutually supporting Out command, control, and communications systems are getting there Our management systems are …?
  • 4. Why Create a Knowledge Management System? High risk, complex, and dynamic environment bring order to chaos, identify risk, and provide us with the tools to meet our goals Continuity& sustained performance over time/PCS moves Knowledge Management must have a goal •Mission – Maritime Safety, Security, Stewardship •Performance – deliver results •Competition – better than any alternatives •Change – cope with a dynamic world
  • 5. The Goal of the SOHV IMS Translate Strategic Direction into Sustained Performance Performance! Excellence Continuous Improvement and Adaptation in a Dynamic Organizational Goal Environment “Mission execution is what we do.” “We must adapt and evolve into a change-centric, learning organization.” Organizational Approach “Transparency of information breeds self-correcting behavior.”
  • 6. Sector Ohio Valley’s Approach In order to remain goal focused, the SOHV IMS begins with our Strategic Business Plan Transparency of Information - goals, measures, targets, policies, etc are all clearly posted and visible to all SOHV members Trust in the Command, in the IMS, and among the members and units within the Sector is critical Change Centric Culture Broad participation across the Sector – all units and all levels
  • 7. SOHV Integrated Management System What is the SOHV Integrated Management System • Is Based on the Commandant’s Performance Excellence Criteria • Implements Standard Operational Planning Process & Mission Management System • Uses Enterprise Applications & Data • Implements the Incident Command System in Daily Activities • Includes Contingency Planning & Exercises • Promotes Unity of Effort • Employs a Tailored Dashboard System
  • 8. MAJOR COMPONENTS Strategic Business Plan Supporting Plans for outreach, training, etc Use of ICS for routine operations Leadership Initiatives Communication tools (Riverbend, Blog, etc) Balanced Scorecards with measures/targets Mission Performance Readiness Leadership Partnerships
  • 9. Strategic Business Plan Components Begins with strategic direction from COMDT concerning Safety, Security, & Stewardship missions. Links HQ goals with SOHV activities, and prioritizes those activities Organized by mission, not department or unit to emphasize Unity of Effort Has specific measures and targets (Balanced Scorecard) Identifies long term (5 year) objectives
  • 10. ESC “SBP Alignment” Review Minutes Balanced Scorecard SWOT Objectives Achievements McDevan Initiatives SBP Dashboard SOHV Overall PLAN PREV RESP LOG SCC VTS NASH CINC PITT HUNT PADU OSAG OBIO CIMA CHEN CHIP OUAC DANA USCG Required SOHV Required Sector Ohio Valley - Balanced Scorecard D8OPD Required Goals Area Measure Target Current Goals Area Measure Target Current Deployability >90% 95.3% Mariners Saved ACGN 95% 0% SAR and Boating Pers onnel Overweight(AD/R) <2% 2.6% Mariners Saved BCGN 88% 0% Safety Com petencies >75% 75% Property Saved 80% 0% HAZWOPER >90% 94% # Reportable CAG 208 34 ICS - General >90% 89.6% # Mariner Deaths 2 0 Training ICS - IMT 100% 52.5% # Mariner Injuries 16 8 Maritim e Safety GMT (AD/R) >90% 81.0% # Pas s enger Deaths 4 0 Com m ercial Update 100% 97% # Pas s enger Injuries 2 1 Plans Ves s els and c a e n iro m n l ro c n Exercis e 100% 100% Barge Break-aways 39 14 is s Facilities In re s E v n e ta P te tio ro e s s In re s C s m r S tis c n R d c S fe a d S c rity R k c ie e p ra n l x e n e Im ro e M n g m n &P c s e Prevention 100% 100% Towing Vs l Ins p 76 160 c a e u to e a fa tio A h v O e tio a E c lle c Res pons e 100% 92% LORAN Availability 99.90% 99.90% Policies Plan 100% 100% Fixed ATON on tim e 97% 83% c ae ed es e u e a ty n e u In re s R a in s Com m and Center 100% 98% MTSA Vs l Breaches 0 0 Logis tics 100% 100% MTSA Fac Breaches 15 6 p v aae et WLR quot;Cquot; 6854.4 4314 Maritim e Security # Incidents @ Events 0 0 RBS % Bravo 92% SafePort Spot Checks 100% 97.2% Equipm ent DART % Bravo 100% Facility ACE 100% 97.2% PPE 100% 100% Maritim e # Pollution Incidents 97 17 STE 100% 100% Stewards hip Spill Volum e (gals ) 2344 294.7 Res erve Recall >90% 87.3% CT (Vs l cas es > 30d) 20 10 Drills AWS >90% 78% CT (Fac cas es > 30d) 7 1 ERROR 100% 50% Cas ework CT (Inv cas es > 60d) 40 26 SIPRNET 100% 81% CT (SAR cas es > 30d) 0 0 RFO 80 88.7 CT (Viol cas es > 120d) 9 4 STAN 40 43 Ex Survey - Prevention >4 4.7 MLC Com pliance Com pliant Ex Survey - Res pons e >4 4.6 Ins pection WLR SEOPS Com pliance Com pliant Ex Survey - Planning >4 4.7 Cus tom er Service LORSTA QA 70 77.2 Ex Survey - VTS >4 4.5 SCC >80% 0% Ex Survey - SCC >4 4.7 VTS OPEVAL Com pliance Pending Ex Survey - WLR >4 4.7 CPEC Evaluation Bas Effective Bas Eff/Beg Goals Area Measure Target Current Evaluation Voting Mbrs Attendance 50% 69% Goals Area Measure Target Current Mis hap (A,B) 0 0 AMSP Update 100% 100% Safety AMSC Mis hap (C,D) 14 3 MSRAM Update 100% 100% IDP (AD) 100% 81% RMMP Develop 100% 80% In re s P rtn rs ip Prof Dev c ae a e h CPO Acad (AD/R) 100% 45% IJ Delays 0 0 In re s E p y e c a e m lo e Plan (AD) 90% 93% OGA/CG Water Patrols >0.54 1.12 S tis c n Phys ical Fitnes s Local LE a fa tio AD Challenge 50% 82% OGA/CG Shore Patrols >2.29 6.34 Education AD Us e of TA 25% 13% Benkert Applications 1 0 Marine Indus try CGI As s es s AD Com pleted 25% 23% TBSIP Participants 2 2 Quality 0 Return 0 ACOE quot;Fleet Sweepquot; Ins ps 6 2 Evaluation Tim elines s 100% 100% D8/ACOE/Ind WAP Update 100% 100% Recognition Tim elines s 100% 100% Marine Events 127 15 Trans ition Spons or Survey >4 4.25 CGAUX D8ER Mis s ion Count 1001 110 Internal Survey >4 4.1 Education Hours 1861 192.5 Satis faction D8 Workplace >4 4.5 JTTF Joint Res pons es 100% 100% SOPP Effectiveness Workload Asset Hours Deployability Quals Safety Drills Surveys Upward
  • 11. Sector Ohio Valley - Balanced Scorecard Goals Area Measure Target Current Deployability >90% 95.3% Overweight(AD/R) <2% 2.6% Personnel Readiness Competencies >75% 75% HAZWOPER >90% 94% Metrics ICS - General >90% 89.6% Training ICS - IMT 100% 52.5% GMT (AD/R) >90% 81.0% Medical, Dental, Update 100% 97% Plans Exercise 100% 100% ICS, and GMT for Improve Management & Processes Prevention 100% 100% Sector are all well Response 100% 92% above D8 and CG Policies Plan 100% 100% Increase Readiness Command Center 100% 98% averages, including Logistics 100% 100% reserve data. WLR quot;Cquot; 6854.4 4314 RBS % Bravo 92% Equipment DART % Bravo 100% PPE 100% 100% Monthly STE 100% 100% Reserve Recall >90% 87.3% competition Drills AWS >90% 78% between all ERROR 100% 50% Sector units SIPRNET 100% 75% RFO 80 88.7 STAN 40 43 MLC Compliance Compliant Inspection WLR SEOPS Compliance Compliant LORSTA QA 70 77.2 SCC >80% 0% VTS OPEVAL Compliance Pending CPEC Evaluation Bas Effective Bas Eff/Beg Evaluation
  • 12. USCG Sector Ohio Valley McDevan Award Scoring Matrix & Summary PRES RFO & GMT & HAZWOPR & FITNESS STAN (35%) Deploy (25%) ICS (10%) IDP (10%) OMSEP (10%) (10%) Current Unit Overall 80.1 SOHV (Louisville) 83 95.0 94.9 87.4 65.0 20.4 79.6 76.4 MSU Huntington 77 95.7 90.9 93.7 86.1 21.7 80.1 75.2 MSU Paducah 83 95.6 90.6 93.7 24.6 14.8 75.3 85.6 MSU Pittsburgh 95 97.2 97.2 91.8 91.0 22.8 87.8 81.3 MSD Nashville 91 95.9 96.5 90.7 87.5 6.3 83.9 81.4 MSD Cincinnati 77 96.0 100.0 96.3 100.0 17.5 82.3 79.2 CGC CHENA 91 89.3 67.3 72.1 79.0 23.6 78.4 83.2 CGC CHIPPEWA 98 92.8 80.4 61.9 100.0 25.0 84.2 80.9 CGC CIMMARON 86 92.9 83.1 90.6 100.0 20.0 82.7 84.2 CGC OBION 95 96.5 90.5 89.9 92.0 27.1 87.3 83.3 CGC OSAGE 96 100.0 100.0 96.9 58.3 22.2 86.3 78.8 CGC OUACHITA 94 92.9 84.8 64.2 100.0 23.8 83.4 LORSTA Dana 1 77.2 77 100.0 100.0 95.3 100.0 30.0 84.6
  • 13. USCG Required SOHV Required D8OPD Required Goals Area Measure Target Current Mission Mariners Saved ACGN 95% 0% SAR and Boating Mariners Saved BCGN 88% 0% Execution Safety Property Saved 80% 0% Metrics # Reportable CAG 208 34 # Mariner Deaths 2 0 # Mariner Injuries 16 8 Targets set at Maritime Safety # Passenger Deaths 4 0 Commercial better than # Passenger Injuries 2 1 Vessels and Increase Environmental Protection Reduce Safety and Security Risks Barge Break-aways 39 14 HQ level Achieve Operational Excellence Increase Customer Satisfaction Facilities Towing Vsl Insp 76 160 and/or LORAN Availability 99.90% 99.90% improvement Fixed ATON on time 97% 83% over prior MTSA Vsl Breaches 0 0 MTSA Fac Breaches 15 6 year Maritime Security # Incidents @ Events 0 0 SafePort Spot Checks 100% 97.2% Facility ACE 100% 97.2% # Pollution Incidents 97 17 Maritime Stewardship Spill Volume (gals) 2344 294.7 CT (Vsl cases > 30d) 20 10 CT (Fac cases > 30d) 7 1 CT (Inv cases > 60d) 40 26 Casework Target pro-rated CT (SAR cases > 30d) 0 0 for the year CT (Viol cases > 120d) 9 4 Ex Survey - Prevention >4 4.7 Ex Survey - Response >4 4.6 Ex Survey - Planning >4 4.7 Customer Service >4 Ex Survey - VTS 4.5 >4 Ex Survey - SCC 4.7 Ex Survey - WLR >4 4.7
  • 14. Leadership and Employee Focused Metrics Goals Area Measure Target Current Mishap (A,B) 0 0 Safety Mishap (C,D) 14 3 IDP (AD) 100% 80% Prof Dev Increase Employee CPO Acad (AD/R) 100% 45% Plan (AD) 90% 93% Satisfaction Physical Fitness AD Challenge 50% 82% AD Use of TA 25% 13% Education AD Completed 25% 23% CGI Assess Quality 0 Return 0 Evaluation Timeliness 100% 100% Timeliness 100% 100% Recognition Sponsor Survey >4 Transition 4.25 Internal Survey >4 4.1 Satisfaction D8 Workplace >4 4.5
  • 15. Partnerships and Externally Focused Metrics Goals Area Measure Target Current Voting Mbrs Attendance 50% 69% AMSP Update 100% 100% AMSC MSRAM Update 100% 100% RMMP Develop 100% 80% Increase Partnership IJ Delays 0 0 OGA/CG Water Patrols >0.54 1.12 Local LE OGA/CG Shore Patrols >2.29 6.34 Benkert Applications 1 0 Marine Industry 2 TBSIP Participants 2 ACOE quot;Fleet Sweepquot; Insps 6 2 D8/ACOE/Ind WAP Update 100% 100% Marine Events 127 15 1001 110 CGAUX D8ER Mission Count Education Hours 1861 192.5 JTTF Joint Responses 100% 100%
  • 16. SOHV Integrated Management System Cascading “Balanced Scorecards” – Alignment & Balance
  • 17. SOHV Integrated Management System Measurement How Does It Work? Strategic Business Planning Cycle (monthly review) Assessment Year in Review Current FY SBP Current FY Performance Plan Adjustment Next FY SBP
  • 18. SOHV Integrated Management System Daily SCC Brief (Continuous Awareness) How Does It Work? Mission Execution Process Incident Action Plan (Emergencies) Sector Weekly IAP (Weekly Planned Workgroup Weekly 204 (Routine Operations) Activities) Updated Command Priorities (Monthly Adjustment) Performance!
  • 19. How Does It Work? Mission Support Process Resource Availability Readiness Measures Command Priorities Required Deadlines Incident Action Plan Resource Requirements Routine Operations (Monthly Update)
  • 20. SOHV Integrated Management System How Does It Work? Knowledge Management Incident-specific IAP Best Practices Individual Sub-unit’s Website Consolidated Sector Sector’s SOP Website Bookshelf of IAP’s
  • 21. SOHV Integrated Management System How Does It Work? Continuous Improvement Version Date Improvement 10.0 May 08 Mission Management System Fully Complied 11.0 May 08 BSST Instruction Developed 12.0 May 08 Customer & Stakeholder Survey Implemented 13.0 May 08 D8 Workplace Assessment Sector-wide 13.1 May 08 D8 CPC Assessment 14.0 Jun 08 SOHV Major Incident Response Instruction Implemented 15.0 Jun 08 SOHV-Auxiliary Interoperability Optimized 16.0 Jul 08 Sector Newsletter 17.0 Jul 08 SOHV Reference System 19.0 Dec 08 Change Management adopted 20.0 Feb 09 Hamilton Application submitted
  • 22. SOHV Integrated Management System Performance! What Are the Results? More Involved Work High Personnel Increasing Updated Plans Force Readiness Competencies Meeting Decreasing Greater Success Significantly Performance Case Work Cycle in Acquiring Improved Mandates Time Resources Unity of Effort
  • 23. More Involved Work Force
  • 24. High Personnel Readiness
  • 25. Increasing Competencies and Quals
  • 26. Updated Plans
  • 27. USCG Sector Ohio Valley McDevan Award Scoring Matrix & Summary PRES RFO & GMT & HAZWOPR & FITNESS Unit STAN (35%) Deploy (25%) ICS (10%) IDP (10%) OMSEP (10%) (10%) Current Overall 80.3 SOHV (Louisville) 83 95.6 94.9 #VALUE! 65.0 20.4 #VALUE! 75.1 MSU Huntington 77 95.9 90.9 68.7 86.0 21.7 77.7 75.2 MSU Paducah 83 95.3 90.6 69.0 24.9 14.8 72.8 84.9 MSU Pittsburgh 95 97.5 97.2 67.1 91.0 22.8 85.4 80.4 MSD Nashville 91 94.5 96.5 90.7 87.5 6.3 83.6 81.1 MSD Cincinnati 77 94.7 100.0 #VALUE! 100.0 17.5 #VALUE! 79.4 CGC CHENA 91 93.3 67.3 73.6 79.0 23.6 79.5 82.9 CGC CHIPPEWA 98 90.4 80.4 62.2 100.0 25.0 83.7 80.3 CGC CIMMARON 86 88.9 83.1 90.6 100.0 20.0 81.7 83.2 CGC OBION 95 97.8 90.5 89.9 92.0 27.1 87.6 82.3 CGC OSAGE 96 98.6 100.0 96.9 58.3 22.2 86.0 77.3 CGC OUACHITA 94 95.9 84.8 64.2 100.0 23.8 84.1 LORSTA Dana 1 74.8 77 100.0 100.0 95.3 100.0 30.0 84.6 1 LORSTA RFO value is scaled equivalent NAVCEN OA
  • 28. Professional Mariner Injuries 35 30 25 20 15 10 5 0 FY06 FY07 FY08 FY09 MSD Cincinnati MSD Nashville MSU Huntington MSU Paducah MSU Pittsburgh SOHV (Louisville) Target (95% of prev FY)
  • 29. SOHV Integrated Management System S O SOHV’s Solution H C C S V T P I G M O I Features: Q E C B M P M CATEGORY M C S I S P S • Is Based on the Commandant’s Performance Strategic Planning X X X X Excellence Criteria Measurement X X X X X Analysis X X X X X • Incorporates the Incident Command System in Knowledge X X X X Routine Operations Management Process Management X X X X X X • Uses a System of Cascading “Balanced Performance Results X X X X X Scorecards” to Ensure Organizational Innovation X X X Alignment & Activity Balance Crisis Management X X Organizational X X X X X • Institutionalizes Planning & Exercise Processes Alignment to Promote Continuous Improvement Activity Balance X X X Continuous X X X X • Employs a Tailored Dashboard System to Improvement Facilitate Transparency of Information TQM – Total Quality Management CPEC – Commandant’s Performance Excellence Criteria • Uses Enterprise Tools & Data SOPP – Standard Operational Planning Process CGBI – Coast Guard Business Intelligence MMS – Mission Management System ICS – Incident Command System SOHVIMS – SOHV Integrated Management System
  • 30. SOHV Integrated Management System Like the “Planning P”, the SOHV Q is our model for Readiness and Quality
  • 31. SOHV Integrated Management System Seamless Transition From “Q” to “P” ROUTINE OPERATIONS CRISIS MANAGEMENT Tools Lead Purpose SOHV IMS Purpose Lead INST Sector Command Center Daily Brief ICS-201 Incident Briefing Initial Incident Commander Executive Steering Committee Command Objectives ICS-202 Incident Objectives Planning Section Chief Sector Duty Officer WQSB ICS-203 Org Assignment List Resources Unit Leader Depts, MSUs, MSDs Work Plan ICS-204 Assignment List Resources Unit Leader Sector Command Center Comms Plan ICS-205 Radio Comms Plan Communications Unit Leader Sector Logistics Medical Plan ICS-206 Medical Plan Medical Unit Leader Sector Duty Officer Duty List ICS-207 Organization Chart Resources Unit Leader Sector Deputy Safety Plan ICS-208 Site Safety Plan Safety Officer Sector Deputy Requests for Support ICS-215 Op Planning Operations Section Chief Worksheet
  • 32. SOHV Integrated Management System “Minding P’s and Q’s” and SOHV Success MISSION EXECUTION OPERATIONAL READINESS More Satisfied Work Force High Personnel Readiness Up-to-date Plans High Customer Satisfaction Better Management of Greater Success Significantly Improved Meeting Workload in Acquiring Resources Unity of Effort Performance Mandates
  • 33. SOHV Integrated Management System Key to Successful Implementation RESISTANCE & BARRIERS SOLUTIONS Resistance to Change Designate a Change Management Team Misunderstanding CAPT Nguyen—Executive Sponsor Low Tolerance of Change CSC Wigman-Nilsson—Change Manager Disagreement Over the Need for Change Education Self Interest SOHV IMS Brief SOHV Commander’s UNREP Session Unit’s Visits Ownership SOHV “Leadership Compact” Joint Development of Plans & Solutions Incorporation of Useful Best Practices Routine Use of ICS Forms SOHV ERROR Exercise Program Reward SOHV Semper Paratus Award SOHVIMS Innovator Award SOHV Recognition Coin
  • 34. Next Steps and Wider Applicability? Enterprise data and applications must be connected, easy to use, and performance oriented Leadership must be incorporated into all systems Systems must be dynamic like our operating environment Systems must be connected across all operational and support units Recognize that one unit’s outcome/output is another’s input