Workforce Town Hall

19 November 2015

Joint Base Myer-Henderson Hall

Agenda

• Opening Remarks by the Chief of Staff

• JBM-HH 2025 and Beyond, Plans, Analysis and Integration Office (PAIO)

• Professional Installation Workforce and Introduction LOE #1- PAIO

• Workforce Planning

• Civilian Training, Development and Leader Development Opportunities

• Army Career Tracker, GoArmy Ed and Individual Development Plans

• Performance Management Requirements

• Workforce Team Building Programs, Recognitions

• Upcoming Professional Development Opportunities

• Resources Available to Workforce

• Resources

Opening Remarks

Mr. Glenn Wait, JBM-HH Chief of Staff

Opening Remarks

An engaged, effective,

exceptionally competent and

customer focused

workforce..

Propel JBM-HH into IMCOM’s

premier installation

management provider

JBM-HH will be a more efficient

platform to support the

Army’s mission

JBM-HH will be a more efficient

Joint Base.

MISSION

JBM-HH synchronizes, integrates, and

delivers installation services while

sustaining facilities in support of JFHQ-NCR/MDW and the

JBM-HH community in order

to enable a ready and resilient Joint Force. On order, supports JFHQ-

NCR/MDW & JTF-NCR homeland defense, defense support of civil authorities, and

other contingency operations in the

NCR.

MO. 1.3Customer Service

MO 2.2Strategic

Adaptation

MO 2.3Force Readiness

MO 4.1

Joint Basing Visibility

MO 4.2Integrate &

Synchronize Joint Base Council

VISION

We are a dedicated, proficient and diverse team, working with our partners and communities to provide superior services and facilities in the National Capital Region.

DEEP

FUTURE

2025 Endstate

Joint Base Myer-

Henderson Hall is the

U.S. Military’s showcase

installation and is the partner of choice in the NCR. Provide

services and facilities matching the rich

history and traditions

inherent to our Nation’s

Capital.

MO 4.3 Communication Strategy

Key EnablersKnowledge Management Resourcing

LOE 4: Joint Basing

LOE 3: Infrastructure Sustainment and Revitalization

MO 3.1Infrastructure

MO 3.2Sustainability

MO: 3.3 Communication Strategy

MO 2.1Business

Innovation

MO: 2.4 Communication Strategy

LOE 2: Effective BASOPS Support Services

MO. 1.1Talent

Management

LOE 1: Professional Installation Management Workforce

MO. 1.2Organizational

Design

MO 1.4 Communications Strategy

JBM-HH 2025 and Beyond

Where Do You Fit?LOE 1

Professional Installation

Management Workforce

LOE 2

Effective BASOPS Support Services

LOE 3

Infrastructure Sustainment and

Revitalization

LOE 4

Joint Basing

• Organizational Readiness • Results-orientated performance culture• Organizational capabilities through continuous education, training and development• Strengthen the ability to manage talent to ensure successful execution of current and evolving mission• Sustain a workforce of empowered, strong performers, key talent and critical skills in a complex and

challenging environment• Provide employees a stable and supportive environment where they can thrive in providing service

excellence• Deliver high quality service consistent to all customers. (internal and external)• Facilitate communications across multiple mediums

• Leverage technology capabilities through use of emerging technology• Develop process maps by CLS to increase service efficiencies • Enhance/Create a Knowledge Management Tool • Identify compliance Inspection Programs (fire, physical security, and safety)• Sustain Health & Safety Programs• Provide Religious Support• ICE program• Enhance Partnerships• Facilitate communications across multiple mediums

• Improve the quality of installation infrastructure• Identify, Prioritize and Fund infrastructure projects to improve black and red ISR quality ratings• Reduce excess and deficit space by executing demolitions, re-purposing (conversions)• Develop and resource a comprehensive preventative maintenance program for the JBM-HH facilities and

utility infrastructure • Facilitate communications across multiple mediums

• Enhance visibility of identified Garrison Joint arenas • Common Output Levels of Support (COLS)• Enhance Joint Base Partnership Council • Facilitate communications across multiple mediums

Mission

JBM-HH synchronizes, integrates, and delivers

installation services while sustaining facilities in

support of JFHQ-NCR/MDW and the

JBM-HH community in order to enable a ready and resilient Joint Force. On order, supports JFHQ-

NCR/MDW & JTF-NCR homeland defense, defense support of civil authorities,

and other contingency operations in the NCR.

Vision

We are a dedicated, proficient and diverse

team, working with our partners and communities

to provide superior services and facilities in the

National Capital Region.

Develop a JBM-HH Succession Plan that aligns with the mission and vision embodying a premier performing workforce. Ensure an organization result-oriented culture through leadership training and talent management. Provide the workforce with a career development design to empower sustainment for the current and future leaders of the Garrison.

Outcome: An engaged, effective, exceptionally competent, and customer-focused workforce committed to installation management support to national security, Army commanders, and a world-wide joint force.

Sub-objectives:

1.Increase Developmental Opportunities2.Enhance training program and socialize awareness3.Foster innovation to enhance Installation management career programs 4.Increase Availability and Attendance for Required Training at JBM-HH 5.Develop a premier Training and Education Program6.Effectively empower the workforce to create and sustain strong performers in a complex and challenging environment7.Enhance workforce knowledge of Career Program Requirements and Completion of Required CES Courses8.Strengthen management talent within the workforce to meet current and evolving mission9.Reduce Recruitment Processing Time

LOE 1: Professional Installation Management Workforce

MO 1.1: Talent Management

Outcome: Provide a guide process for integrating people that fosters the future by aligning to the structure that supports effective readiness for installation service delivery.

Sub-objectives:

1.2.1 Develop an effective measure to meet installation design1.2.2 Execute TDA Change Plan & Mitigate

MO 1.2: Organizational Design

LOE 1: Professional Installation Management Workforce

Outcome: Provide staff a stable and supportive environment where they can thrive in providing service excellence. Leverage Interactive Customer Elevation (ICE) system, providing the highest quality of customer service to our internal and external customers. Sub-objectives:

1.3.1 Provide JBM-HH employees a stable and supportive environment where they can thrive in providing service excellence 

1.3.2 Deliver high quality service consistent to all customers. (internal and external)

MO 1.3: Customer Services

LOE 1: Professional Installation Management Workforce

Workforce Planning

• In its simplest of terms workforce planning is getting the right number of people with the right skills,

experiences, and competencies in the right jobs at the right time.

• A comprehensive process that provides managers with a framework for making staffing decisions based on an organization’s mission, strategic plan, budgetary resources, and a set of desired workforce competencies.

• Workforce planning is a systemic process for identifying and addressing the gaps between the workforce of today and the human capital needs of tomorrow.

• Determining what the current workforce looks like and how it might evolve over time through turnover, retirements and etc.

• Analyze workforce (composition, current and future workforce, gap analysis and focus area)

• Human capital is the accumulated stock of skills, experience, and knowledge that resides in an organization’s workforce and drives productive labor.

Workforce Analysis

• At least 35% of Workforce will leave for other opportunities in next 10 years

• Approximately 55% of workforce will retire within the next 10 years

• Retaining skills of high performing employees is critically important

• Improve recruitment process to make hiring seamless and timely

• Workforce training & development – more competitive internal promotions

• Local development opportunities - become more diverse & self-sufficient

• Local mentoring program – help maximize potential of stellar performers

• Maximize use of Recognitions and Retention Bonuses

It is a fact: The Army could not function without the enormous and very real contributions of our more than 225,000 Civilian workers. To that end: the Civilian Workforce has a long, rich tradition of service that is intertwined with the efforts of both our active and reserve components…

But we, as an Army, as an institution… have not provided to our Civilian workforce the context in which talents could be best developed, have not created a personnel management system in which those talents could be nurtured, encouraged, and have not given the kind of comprehensive attention to the Civilian workforce that we routinely give to matters of military personnel.

…Much effort has been spent to make life better for our Civilian workforce.

• Today all of our DA Civilians are assigned to one of 31 career field programs, a significant improvement from the 40% in 2010.

• The Army introduced career maps to Army Civilians in over 450 occupational series.

• We hired professional staffs to assist career program managers.

• The Army provided Army Civilians with access to Army Career Tracker. This allows Soldiers and Army Civilians to better plan their career track.

• The Army launched the Civilian Acculturation pilot program at multiple installations across the Army.

•…We have tripled the number of leader development programs and courses offered

• But all of these things are not enough. -

Under Secretary of the Army Brad R. Carson says great strides are being made in career programs for civilians, but more needs to be done. He spoke at the Department of the Army Civilian Luncheon during the AUSA Annual Meeting and Exposition in Washington, D.C., Oct. 15, 2014. (U.S. Army photo by Staff Sgt. Bernardo Fuller/Released)

Under Secretary of the Army Brad R. Carson – Leading the Charge

• Provide an overview of the key Civilian Training and Leader Development Opportunities and

Initiatives to support your professional development;

• Introduce tools that will support supervisor coaching, mentoring and advising opportunities with their employees;

• Stress importance of workforce and need for professional development to meet mission requirements 2025 and Beyond

• Solicit your feedback and participation in tiger teams in the coming months to develop ideals to incorporate in succession planning and to improve programs

Focus Area – Workforce Training and Development

Overview of the Civilian Leader Development Program

Objective: To provide a deliberate, continuous, sequential, and progressive process; grounded in Army values that develop Civilians into competent and confident leaders capable of decisive action.

Components:

• Civilian Education System (CES) LD Program• Department of Defense (DOD) LD Programs

• Senior Enterprise Talent Management Programs

SSC Civilian Training Student Account• Mandatory Supervisor Training

• Command LD Programs

Civilian Leader Development

CES Basic Course (BC)

CES Intermediate Course (IC)

CES Advanced Course (AC)

Continuing Education for

Senior Leaders (CESL)

Eligibility GS 1-9/equivalentP1: Supervisors, Managers, Team Leaders P2: All other permanent employees

GS 10-12/equivalentP1: Supervisors, Managers, Team Leaders P2: All other permanent employees

GS 13-15/equivalentP1: Supervisors, Managers, Team Leaders P2: All other permanent employees

GS 14-15/equivalentP1: Permanent Army CiviliansP2: DOD Civilian Employees

Length Phase 1: Online dLPhase 2: Two weeks Res

Phase 1: Online dLPhase 2: Three weeks Res

Phase 1: Online dLPhase 2 : Four weeks Res

Phase 1 – N/APhase 2 – 1 week Res

Objectives Apply leader skillsDemonstrate leader attributesManage mission accomplishmentComply with applicable laws, regulations, policies.How to effective lead subordinatesDeveloping self as a leader

Leading peopleDevelop cohesive organizationsManaging human and fiscal resourcesImplementing changeEffective thinking and communicationAccomplishing the missionPreparing an organization for the future

Leading complex organizations in support of national securityManaging organizational resourcesLeading organizational changeInspiring vision/creativityDirecting program management Supporting the Joint Forces

An interactive environment in which senior leaders discuss current issues and relevant challenges facing Civilian and Military leadersNational Security Personnel ChallengesStrategic ThinkingKnowledge MgtCultural Well Being

Next Class Open EnrollmentCentrally FundedTaught at Fort Leavenworth

Open EnrollmentCentrally FundedTaught at Fort Leavenworth

Open EnrollmentCentrally FundedTaught at Fort Leavenworth

Open EnrollmentCentrally FundedTaught in NCR

Program History

Launched in 2008 Launched in 2008 Launched in 2007 Launched in 2010

Website www.civiliantraining.army.mil CES Foundation Course required for all new hires after 30 Sep 06.

Civilian Education System Leader Development

Civilian CES Military

Civilian Leadership and Development Course (LEAD) Basic Course

Officer Basic Course, Warrant Officer Advanced Course

(WOAC)Advanced NCO Course (ANCOC)

Organizational Leadership for Executives (OLE) Intermediate Course

Captains Career Course (CCC)Warrant Officer Senior Course

(WOSC) First Sergeant Course (FSC)

Sustaining Base Leadership and Management (SBLM) Advance Course

Command and General Staff College (CGSC)

Intermediate Level Education (ILE), Warrant Officer’s Senior Staff

Course (WOSSC)Sergeant Majors Course (SMC)

CHRTAS: https://www.atrrs.army.mil/channels/chrtas/default.asp

C Equivalent CoursesCivilian Education System (CES) Equivalent Courses

• Online Supervisor Development Course (SDC) is the only approved training to meet the statutory requirement, and was implemented be cost-effective and provide consistent information to all supervisors.

• Commands may supplement SDC with additional training (resident if desired).

• Learning objectives are directed by DoD; TRADOC/AMSC developed the content to achieve learning objectives.

• Policy (ICW NDAA 2010): All NEW supervisors (to include SESs/GOs) required to take training w/n 1st year of appointment; all experienced supervisors required to take refresher training at least every 3 years.

• Refresher training is the same as new training (SDC) at this time. Future plans are to create a “test out” of modules for the SDC.

Supervisor Development Course

CP10Civilian HR

Management

CP11Comptroller

CP12Safety &

Occupational Health

CP13Supply

Management

CP14Contracting &

Acquisition

CP15Quality & Reliability Assurance

CP16Engineer &

Scientist (Non-Construction

CP17Materiel

Maintenance Management

CP18Engineers &Scientists

(Construction)

CP19Physical

Security and Law

Enforcement

CP20Quality

Assurance Specialist (Ammo

Surv)

CP22Public Affairs &

Communications Media

CP24Transportation Management

CP26Manpower &

Force Management

CP27Housing

Management

CP28Equal

Employment Opportunity

CP/29*Installation

Management

CP31Education Services

CP32Training,

Capabilities & Doctrine

Warfighting Dev

CP33Ammunition Management

CP34Information

Management

CP35Intelligence

CP36Modeling & Simulation

CP50Military

Personnel Management

CP51*General

Administration & Management

CP53*Medical

CP55*Inspector General

CP56*Legal

CP 60*Foreign Affairs &

Strategic Planning

CP61*Historians/Museums Curators

CP64*Aviation

Objective: Provide Career Management forall Army Civilians.

*Increased Career Programs from 23 to 31; Career Mgt from 97K to 330K*Increase Training Requirements will have to compete for funding.

We need to make hard choices and fund what’s important.

CWT Initiatives (Complete)• Expanded roles and

responsibilities of the Functional Chiefs (FC) and FC Representatives (FCR).

• Mapped 99.9% of the civilian workforce to a career program.

CWT Initiatives (Ongoing)• Provided all CPs with IOC -

workforce assessments, career maps, and ACTEDS plans.

• Added 86 career management support positions to support FCs and FCRs beginning FY14.

• Updating AR 690-950.

• Developing a competency based civilian lifecycle management system.

• Revising Intern Policy

New

Old

Expanded Career Programs

Army Congressional Fellows ProgramTypical Program Elements:

• 30-month program which provides congressional training

• 40-hour Force Integration Course; Congressional staff assignment

• Responsibilities include drafting legislation, arranging congressional hearings, writing speeches

• Masters Degree in Legislative Affairs, George Washington University

• One year follow-on assignment in the Office of Chief Legislative Liaison Affairs (OCLL)

• HRC funds $25,000 tuition; Army centrally funds travel, per diem and directed TDYs.

Eligibility:• GS 11-14 or equivalent pay bands

• Three years in a Army Civilian permanent appointment

• Baccalaureate degree; GS-12 CES Intermediate Course or equivalent course; GS-13 above CES Advanced Course or equivalent course

• G-37/conducts selection board; DOT approved OML; OML forwarded to OCLL for final approval

• Selectee must sign a continued service agreement and mobility agreement

Competitive Professional Development

Competitive Professional DevelopmentHouse Appropriations Committee

(HAC) Professional Dev Prog:Typical Program Elements:• Twelve-month program targeted to individuals

seeking increased knowledge and proficiency in the Federal Budget, the budget process, investigation techniques, budget policy processes, and policy or program evaluations.

• Ideal candidates are individuals in Budget, Policy or related fields.

• Individuals are detailed for the standard length of time associated with Appropriations Committee of one year or one budget cycle.

• Cost:• Command funds or ACTEDS funds

Eligibility:• GS12-15 or equivalent pay bands• Three years in a Army Civilian permanent

appointment• CES Advanced Course or equivalent course DOT approved OML is forwarded to the HAC for

final selection approval.

Senior Manager Course (SMC) in National Security Leadership

Typical Program Elements:• Two-week course designed to prepare leaders

and managers for enterprise-wide leadership positions in DoD and other National Security Institutions.

• Prepares participants to lead their organizations in today’s complex and volatile international security environment.

• Cost:• $8,500 tuition• Command or ACTEDS funded

Eligibility:• GS 14/15 or equivalent pay bands• Three years in a Army Civilian permanent appointment• CES Advanced Course or equivalent course• Commands/FCRs review nominations;

forwards top candidates to G-37/TRV for final selection.

• George Washington has final selection authority

• Academic Degree Training (ADT):

• Authorized under Title 5, US Code, Section 4107 and Title10, United States Code, Section 1745(a)(2)

• Must be part of a planned, systematic and coordinated program of professional development endorsed by the Army that supports organizational objectives

• Academic degree to be pursued must be related to the performance of the employee’s official duties

• Degree granting institution must be accredited

• All members of the Army Civilian Corps may apply for ADT Training—See ACTEDS Catalog/local command guidance

• All requests must be properly routed through G-37 for review and forward to ASA (M&RA)

• The ASA (M&RA) has sole authority for approving ADT requests, regardless of funding source

Academic Degree Training

Army Career Tracker

https://actnow.army.mil

GoArmyEd

Individual Development Plans

CTLD Training Website

Tools

Overview of the Civilian Training ManagementObjective: To integrate disparate training management systems and provide near real time information for Army training managers and one centrally managed Civilian training registration system that supports all Civilian employees – APF, NAF, Wage Grade, LNs.

Two Major Components:• Army Career Tracker – Civilians: (not all inclusive)

• Provide users (employees and supervisors) with an integrated view of training and education in one personalized and easy to use dashboard.

• Provides employees with a more efficient and effective way to monitor their career development.

• Allow supervisors to track and advise employees on their personalized leadership development.

• Go Army Ed – Civilians• Provides the Army a standardized, automated training registration process using the

SF 182 for Career Programs, command and enterprise visibility of individual training applications and a robust CP financial management module (to be interfaced with GFEBS).

Civilian Training Management & Integration

My Civilian Employee Personal Dashboard• A graphic snapshot of employee training and leader development • Compares status to members of career programs• Can select training notices, open and see details

My Planner based on Career Program• Shows employee completed training, in-progress enrollments, and

recommended training • Access to career maps and other career maps• Employee can select a course or competency, search training catalog and

add courses as a goal and add to IDP

My Career Record Brief• Personalized data from various source systems (i.e. assignments,

training, Civilian education, certifications, etc.)• Linked to employee career record brief in CPOL.• Available for supervisor and mentor to use for counseling /coaching

Key Act-Civilian Employee Features

My Individual Development Plan• Standardized template ICW AR 350-1 for supervisor approval• Includes goals, events, assignments, training generated w/in ACT• IDP creator can prioritize training requests/training goals over multiple

years; Puts approved events on My Calendar for tracking

My Activities• View mandatory activities from leadership, activities to build on career

development and personal goals and events• Create events and personal goals directly in portlet

Find a Course• Search for courses in the consolidated training catalog• Employee sets search criteria (key words, date, location, type, etc)• Can save course searches for a later time• Deep link to the source catalog for registration/enrollment process

Key Act-Civilian Employee Features

Supervisor Dashboard• Shows a by-name list of all employees • Aggregates employees’ data, allows supervisor to drill down on specific

employees• Can access employees’ career maps and individual development plans

Career Program Home Page• Managed by each Career Program ACT Content Administrator• CPMs can send targeted training information to careerists (or a specific

set of careerists) based on grade, series, and duty location• Contains the CP leadership structure, featured links, Career specific

resources and news.

My Employee Details• Shows the Career Program Manager a by-name list of employees• Presents easy access to Employees online Calendar, Career Dashboard,

Career Profile and Planner• Provide s functionality to send career and training recommendations

Key Act-Civilian Staff Features

GoArmyEd Planned Functionality by User GroupArmy Civilian Employees:• Self-service account creation in GoArmyEd• Standardized, electronic Self-service Training

Application & SF 182• Online management of drops and withdrawals• Electronic, consolidated Education Record• Access to toll-free 12 hours a day, 5 days a

week helpdesk support and 24/7 helpdesk ticketing

• Proactive, automated email confirmations and alerts

• Self-service registration for on-duty courses

• Visibility into allocated funds (Career Programs)

• Electronic, paperless approval workflow for Training Applications and SF 182s

• Consistent enforcement of eligibility rules and Continuing Service Agreements

• Access to Electronic Student Records, escalated help requests, and outbound communications

• Ability to schedule on-duty classes

Administrators (Supervisors, Career Program Managers, Training Managers):

Schools and Vendors:• Ability to upload schedule of courses & classes• Access to class enrollment and drop requests• Electronic invoicing• Government Purchase Card (GPC) payments• E-grading to post official course completion

results directly to an Army Civilian’s Education Record

HQDA G-3/5/7• Centralized Funds Management (Career

Programs)• Automated recoupment• Centralized payment of invoices• Robust reporting and tracking of outcomes• Electronic and efficient management of

Boarding Process for Competitive Development Packages

• Improved visibility of the full Human Capital Development life cycle

INDIVIDUAL DEVELOPMENT PLANS

DEFINITION. An IDP is a tool to help employees reach career goals within the context of organizational objectives. It is a developmental “action” plan to move employees from where they are to where they want to go. It provides the systematic steps to build on strengths and overcome weaknesses as employees improve job performance and pursue career goals. It is a tool for all employees regardless of rank or performance.

The most common objectives for having an IDP are to: Learn new skills and competencies to improve current job performance Maximize current performance in support of organizational requirements Increase interest, challenges, and satisfaction in current position Obtain competencies necessary for a promotion or change in grade,

series, or field. 

Definition

BENEFITS. The employees learn about their personal and career needs and aspirations by identifying their short- and long-term goals. As a result, the employee identifies:

- what they want to achieve; and - what steps they need to take to reach those goals.. An IDP facilitates a partnership between the employee and supervisor by

encouraging: - two way feedback; - a discussion about the employee’s developmental needs, setting goals

and plans; - an understanding of how goals and objectives tie into organizational plan and mission.

It is essential that the supervisor and employee work together on the IDP. Although the IDP is not a performance evaluation tool, the best

time for the employee and supervisor to meet is the beginning of therating cycle or within 45 days upon entry in a new position/job.

Benefits

The employee is responsible for:  

Assessing their past experiences, knowledge, skills and abilities against the development objectives of the organization

Drafting the initial plan by identifying short and long-range developmental needs and competencies and educational, training and professional development sources to satisfy these requirements

Prepare a proposed 5-year timeline for accomplishing developmental activities

Meeting with their supervisor at the beginning of their rating cycle to discuss and reach agreement on the objectives and specific plan for accomplishing the objectives

Satisfactorily completing all assigned reading, education and developmental assignments

Roles & Responsibilities

The supervisor is responsible for: 

• Educating the employees within their supervisory chain on the IDP process and to ensure its use

• Performing a developmental needs assessment, in cooperation with the employee, to assist the individual in planning and formulating actions to successfully accomplish identified career objectives

• Analyzing the competencies and potential of the employee

• Assessing the organization’s short and long term needs, staffing needs, mission, changes in technology, and the employees potential to meet those needs 

Roles & Responsibilities

The supervisor is responsible for: (cont’d) 

• Determining what resources are required and available for employee development

• Meeting with the employee to provide feedback about developmental strengths and needs, coaching about possible developmental activities, and endorsing a development plan that addresses concerns by specifying, in detail, the goals and competencies needed for the present job and/or future positions

• Including projected training needs in the division/directorate training plan

• Evaluating the development, activities and training completed by each employee

Roles & Responsibilities

The Directorate is responsible for: (cont’d) 

• Assessing as a whole, the directorate’s needs and objectives, now and in the future

• Determining what resources are required and available for employee development

• Synchronizing requests and requirements across the directorate

• Final approval of all IDP requests

Roles & Responsibilities

SUMMARY: If the IDP is followed closely, you will see that there is no definite end; this is a lifelong learning experience. As you implement the plan, the employee moves closer to their goals and identify new needs and possibly more defined goals.

The employee is acquiring the experiences, knowledge, and competencies they will need to fulfill their full potential and increase their effectiveness and performance within THEIR ORGANIZATION and the United States Army.

Summary

Objectives:

• To intrigue, motivate and inform Army employees about Civilian professional development opportunities in a way that compels them to participate in training.

• To motivate supervisors and leaders to actively develop their Civilian workforce and promote lifelong learning/ training participation.

• To garner support from influencers by demonstrating return on investment from Civilian training participation.

Components (not all inclusive): • Information presentations

• Town Halls

• Web development

• Brochures

• Communications Plan

• Conferences and Symposiums

• ALARACTS Consistent “Key Messages” for all stakeholders – Employee, Supervisor, Military, Influencers

www.civiliantraining.army.mil

Strategic Communications and Outreach

• Joint Base Myer-Henderson Hall has a very robust program with ample opportunity for employee’s to be recognized – Civilian of the Quarter, Team of the Quarter and Civilians/Teams of the Year as well as the Atlantic Region Quarterly Competition

• Civilian of the Quarter receive certificate, Time Off Award, commander’s coin for excellence and $250

• Team of the quarter receives certificate, time off award and commanders’ coin for excellence

• Civilian of the Year receives an Army Achievement Medal, Time Off Award, commander’s coin and $1,000

• Suspense for next quarter’s award nomination packets is 18 December 2015; the next Awards Recognition Ceremony is on 28 January 1:30 – 3:00 at Spates Community Club

Awards Recognition Program

Performance Management System

•Performance plans are recorded on the Counseling Checklists, DA Form 7223-1 (Base System Civilian Performance Counseling Checklist Record), the Base System; on the Support Form, DA Form 7222-1 (Senior System Civilian Evaluation Report Support Form), in the Senior System.

• Senior raters are responsible reviewing and approval of Performance Plans at the beginning of rating period.

• Raters are responsible for assigning work; notifying employee when work is determined to need improvement and consider providing assistance. Such assistance may include but is not limited to formal training, on the job training, counseling, and closer supervision.

• Raters conduct formal performance-related discussions at the mid-point of each rating period and any other time that need arise.

• Prepare timely written performance appraisals (not later than 45 days after the end of the rating period).

Performance Management System

• 1 July – 30 June WS/GS-13 and above employees

• 1 November – 31 October WS/GS-09 – WS/GS-12 employees

• 1 February – 31 January WS/GS-08 and below employees MACOMS or local activities establish rating periods for employees in the Base System…JBM-HH has established the period above for employees

• Annual Appraisals are due in the Civilian Personnel Office as soon as practical after the end of the rating period but at least within 45 days

• Employees have a right to submit Reconsiderations if they are dissatisfied with performance appraisal and can’t resolve informally

Upcoming Professional Development Opportunities

• 3-4 Dec 15 - CP29 Career Program Manager will visit Joint Base Myer-Henderson Hall meet will all CP29 Careerist (85 employees) and others

• Coordinating Customer Service Training for the Workforce

• Jan/Feb 16 - Management Labor and Employee Relations will host HR for Supervisors Training at Joint Base Myer-Henderson Hall

• Jan/Feb 16 – JBM-HH will host Pre-Retirement Benefits Workshops (CSRS/FERS) for employees planning to retire in next 5 years

• Jan 16 - Next Town Hall

Civilian Wellness Program

• Joint Base Myer-Henderson Hall is very supportive of employee wellness goals and has a command civilian wellness program

• Contract between supervisor and employee whereby employee agrees to participate in a wellness activity for one hour, three time a week (during regular paid work schedule) for six consecutive months

• Employee signs a waiver for Liability to the JBM-HH and the Army, completes a Readiness survey, provide authorization from personal physician to participate in program (when appropriate) and turns packet into DHR

• JBM-HH and DFMWR along with Henderson Hall sponsors Fun Runs and Walks at least quarterly that workforce can participate in

• JBM-HH is partnering with Rader Clinic to develop wellness events the workforce can participate in seasonally and throughout the year; soliciting your ideas, and needs for thorough a wellness program tailored to workforce

Alternate Work Schedule

• Joint Base Myer-Henderson Hall is an advocate of Alternate Work Schedules (AWS) and will continue to encourage supervisors to offer opportunities to workforce as mission requirements permit.

• Tele-work Programs have proven to have significant impacts on morale of organizations, improve production and reduce absenteeism across DOD.

• JBM-HH leadership encourages the use of tele-work across the installation as mission permits .

• Keys to determining position eligibility for tele-work is accurate Position Descriptions; Employees should review PDs annually and convey Yes or No as to whether or not PD is correct prior to signing annual appraisal.

• JBM-HH will start compiling work product information through daily production data reports to help employees and supervisors accurately develop tele-work plans with deliverables that account for tasks employees will complete while on tele-work for position eligible for tele-work

Resources Available to Workforce• Equal Employment Opportunity Office (EEO)

• Management , Labor and Employee Relations Office (CPAC)

• Employee Assistance Professional (EAP)

• Workforce Development Manager

• Union Representatives

• Safety Office

• Provost Marshall

• Legal Team

• Sally Carpenter-Loaned Executive from the Department of the Navy

• Current Status:

Pledges Dollars # of Employees

Participation % Dollar goal % Toward Goal

10 $1859 396 2.5% $15,000 12.4%

Combined Federal Campaign (CFC)