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Strat plan makes Center viable, ready for future By Brandice J. Air Force Sustainment Center personnel have their eyes on the proverbial prize. The vision of the nearly one year-old center is to make it "the most effective, efficient and innovative sustainer of air power," representatives said.
In order to achieve a zealous and lofty aim, officials have developed a strategic plan. Recently introduced to the workforce, the strategic plan is comprised of five goals and 18 objectives. It will also make the center more cost efficient, drive the right mission-focused behaviors and create an overall environment for success.
As a logistics exchange officer from the royal air force, he is the latest incumbent of a United Kingdom exchange post which has existed at Wright-Patterson Air Force Base, Ohio, since the s.
Commander Durke is currently assigned to the Logistics Directorate and is working with the strategic planning team on the development, maturation and socialization of the AFSC Goals and Objectives.
In August, they met with Lt. Using themes from the former air logistics centers and Air Force Global Logistics Support Center, they discussed ways to synchronize the ideas into a plan that would suit the new sustainment center and Air Force Materiel Command.
Commander Durke and his team used the feedback along with General Litchfield's commander's intent and drafted the goals and objectives, which are measuring devices for the accomplishments. Once the goals and objectives were approved by General Litchfield and his leadership team, Commander Durke and subject matter experts toured the geographically-separated complexes, air base wings, supply chain management wings, and functional areas that make up the center, and introduced the plan.
Standardizing a concept to accommodate eight geographically-separated units required patience and a culture change. When you assign an office of primary responsibility, they have their location's specific issues, but you're asking them to look across with the other locations to standardize as much as possible," said Janet Johnson, AFSC Logistics Strategic Planning Branch chief and lead at Tinker.
Depending on their maturity levels determines the level of accomplishment. Some goals and objectives are also supported through larger Air Force goals, while others were developed specifically for the AFSC mission.
Focusing on nuclear mission Air Force Sustainment Center personnel are on a mission to make the center more integrated, innovative and efficient for the future. But, it's not a simple task. To achieve the end result, personnel are working a strategic plan with five goals and 18 objectives.
The first goal is "Continue to strengthen sustainment processes and accountability for the nuclear enterprise. Assigned to the Logistics Directorate, he is working with the strategic planning team on the development, maturation and socialization of the AFSC Goals and Objectives. But, those folks understand the ins and outs of the nuclear program and its issues.
Commander Durke said as with the other goals, the nuclear piece involves the supply chain and depot maintenance elements, with specific objectives determined for each business area.
Let's make sure with any nuclear weapons-related material we know what assets the AFSC is responsible for, their condition, location and serial number in real time," the commander said. General Baker knew there were issues resulting in an unsatisfactory level of service, compromising the AFSC's vision to be effective and efficient.
To eliminate them, he proposed the need for strategic focus to be applied to certain maintenance issues. The plan specifically addresses time, cost, quality and safety and, while this is direct support to the AFSC commander's Leadership Model, it also presents new challenges, especially with regard to cost management.
But, nevertheless they were seen as the big rocks for the nuclear part of the AFSC's business. Caring for people Air Force Sustainment Center senior leadership considers its people a most important asset and has expressed its commitment to caring for its personnel.
In fact, they created a strategic plan goal for the 32,person geographically-separated workforce. With the goal are four objectives: When brainstorming the goal about people, AFSC senior leadership discussed the need for the military and civilian workforce to be adaptable and resilient given the challenges the DOD and specifically the AFSC faces, as well as the need to ensure that people are trained to the appropriate levels and they, and their families are cared for.
Following the offsite, the strategy planning team took on the challenge to determine how to ensure achievement of this goal and set meaningful and measurable objectives. The objective relating to workforce engagement set the biggest challenge across the AFSC.
Seven areas were considered important to measure and manage are 1 levels of training, 2 professional development opportunities, 3 leadership, 4 tools to complete the job, 5 safe working environment, 6 support mechanisms in place and welfare capabilities and 7 the workforce adaptability and engagement with change and transformation.
The objective is about standardizing the training plans predominantly for supply chain and maintenance personnel, which are the largest pieces to the center.
Safety and the culture of creating a secure work environment are also very important to the AFSC. The data exists, but the enterprise-wide view is where the objectives are focused.The learning objective is to explore imagination as a process of creating new knowledge from experiencing, involving affective semiosis, abstraction and .
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