By Ms Aiko Brum (IMCOM)January 27, 2012
FORT SHAFTER, Hawaii -- "We can't do things the way we've always done them," said an attendee at U.S. Army Garrison-Hawaii's Strategic Planning Offsite held, here, Jan. 17-19.
"We must be innovative; we must take risks," she added, underscoring what would be the mantra of the strategy session.
Garrison holds a Strategic Planning Offsite each year to produce and/or review its long-term strategic objectives that will guide the installation in the years ahead. USAG-HI aligns its strategic objectives with the Installation Management Command's "Campaign Plan," which outlines six lines of effort, or LOEs.
Col. Douglas Mulbury, commander, USAG-HI, explained LOE activities guide "how we see ourselves" and "the vision for the future." LOEs reflect what's happening on USAG-HI's 22 installations and training areas to accomplish the mission for years 2012-2020.
"The power is in the collective," Mulbury said. "We've got a lot of years of experience here to guide this process."
Seventy-seven directors, branch and division chiefs, subject matter experts and LOE working group members assembled to produce the strategic objectives.
"We owe this review to our 95,000 customers that we serve each day to look at what we're doing well and to look at what can and should improve," Mulbury explained.
Initially, during day one of the offsite, the garrison's most senior leaders discussed USAG-HI's vision, values, strategic advantages and strategic challenges. During the remaining days, the six working groups analyzed their specific LOE for strengths, weaknesses, opportunities and threats, providing a SWOT analysis. The groups then drafted strategic objectives action plans and performance indicators for the way ahead.
"Our focus is on demonstrable action outcomes and broad categories that will reflect the values of our organization," said Jennifer Mootz, chief, Plans, Analysis, and Integration Office and offsite coordinator. "To continue and sustain (our current operational tempo) will be harder in the future, but our plan must be consistent with our organization's values.
"We don't want to decrease the quality of our services," Mootz continued. "We want to do the right things for our customers."
The LOE working groups considered operations; discussed available resources of time, money, personnel, equipment and expertise; and then developed action plans to describe the tactics needed to achieve future success. Also, working groups kept in mind how they will need to communicate objectives and key messages to Soldiers, their family members and civilians in the U.S. Army Hawaii community.
"Everyone wants to know how they fit into the scheme of things," said Mulbury, about the way ahead.
Individual working groups are now meeting periodically to fine-tune their plans.
According to Jim Duttweiler, deputy commander, USAG-HI, all LOE working groups will reassemble at the end of February and in early March to review the strategic plan and finalize performance measures that will gauge the success of each of their strategic objectives.
The PAIO will compile the final strategic plan and deploy it, in various formats, to the community and the garrison workforce.
IMCOM's Lines of Effort
1. Soldier, family and civilian readiness
2. Soldier, family and civilian well-being
3. Leader and workforce development
4. Installation readiness
6. Energy and water efficiency and security