Commentary
As our nation forges democracy and freedom abroad, and endures financial challenges at home, all government employees must make sacrifices to support our nation's success.
Curtailing the costs of energy, supplies, services and training are key and essential to managing how we defend our nation and provide services to our warfighters and their Families. Commanders, directors and staff share the responsibility of providing the best services possible while efficiently managing our limited resources. As Fort McPherson and Fort Gillem close, it is especially important to manage our resources wisely.
Energy conservation is a simple and surefire way to maintain, and even improve, our current output level, while getting more out of our resources. Building managers and supervisors can play a leading role in this effort.
They should be encouraged to seek out energy-efficient improvements to our current facilities and to contact the Directorate of Public Works/Directorate of Logistics (DPW/DOL) for assistance and implementation.
While there are numerous areas to focus on, a few items can always be looked at. For instance, consider replacing broken windows or caulking them. To avoid unnecessary use of electrical energy, replace inefficient incandescent light bulbs with energy efficient fluorescent bulbs and add timers to light switches. Insofar as it is consistent with safety requirements, encourage employees to turn off lights when not in use. Use Energy Star appliances and unplug appliances not in use.
As we transition from cooler to warmer months, dress in layers, adding or removing layers as the temperature adjusts. Airflow can be increased by opening windows and using portable fans instead of air conditioners. With the onset of BRAC, conserving supplies is particularly important.
We all need paper, pens and other basic supplies to accomplish our missions. However, it would be prudent to make smaller purchases to avoid having a closet full of these items when the installations close.
It would be beneficial to walk through the organization to ensure all supplies are being used properly and completely. Printing costs can be reduced by printing to centrally-located contracted copiers instead of relying on printers that require expensive toner cartridges. Only mission-essential documents should be printed, so that paper and toner reserves can last longer.
Sending documents through e-mail rather than using traditional mail when circumstances permit can also cut down the cost of postage.
Customer service is extremely important and these efforts should not affect the quality of services to Soldiers, Family members and retirees. Managers should ensure staff members are available to customers when most needed.
Supervisors should review employee work schedules and customer service hours to ensure maximum services are provided when large volumes of customers are anticipated. To avoid wasted trips or repeat appointments, directors should ensure customer service hours and other important information are posted on the garrison website, at building entrances and on telephone voice mails.
Customer service representatives should also provide customers with any necessary information or documents in advance of appointments to ensure customers are adequately prepared to receive services. Ensuring customers receive the right service on the first visit saves everyone time, money and energy.
As base closure approaches, supervisors should give careful consideration to employee work hours and the submission of awards. Employ personnel in the minimally acceptable grade to accomplish the mission. If overtime and comptime are necessary, they can only be approved for garrison employees by the deputy garrison commander or higher, and all requests should be made in advance.
While all hard-working staff members deserve recognition, unfortunately, not all are able to receive monetary awards. Supervisors should consider both monetary and honorary awards when nominating employees for recognition. Supervisors should also consider whether a time off award can substitute for a monetary award. Training remains critical. Supervisors should, however, give careful consideration to the overall cost of conducting training. Cost analysis should consider distance education and local training venues as an alternative to extended temporary duty.
When providing training to a group of personnel, consider bringing the trainer to your location. Conversely, sending one staff member to training and having that individual provide training to other employees upon return could be effective. Also, limit mileage and parking costs by using local transportation, such as MARTA or GSA vehicles, instead of rental cars. Now more than ever, sustaining our productivity while conserving resources is vital to defending the nation and supporting the warfighter. Innovative solutions and conscientious effort are the keys to success.
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