Goal Leader: Joanne Dimitriou, Air Force Services Center Executive Director
Goal Description: We’ll deploy new initiatives and optimize current programs to make sure our most valuable resource, our Airmen and Guardians, and their families, are provided what they need to thrive at work, home and play.
LOE 2 Goal 3 Objectives:
PROGRESS TO DATE:
PROGRESS TO DATE: Strong Bonds certification status has improved greatly.
Strong Bonds is a chaplain-led training program designed to build relationship resilience through education and skills training. The certification pace initially slowed due to COVID, but remote training is catching and the pace has picked up. Over the past quarter, 240 instructor certifications have been added. With pre-registrations for training in the system, we are projecting this measure will be yellow in June and we are also tracking to execute the program for the next fiscal year.
PROGRESS TO DATE: We recently developed performance measures to track child care capacity and utilization and look forward to providing info on trends and improvements in future updates.
What positive impact has your progress had on Airmen, commanders and/or the mission so far?
The implementation of the Campus Dining Pilot at Mountain Home Air Force Base, Idaho, has given the Airmen enrolled in essential station messing, or ESM, more dining options beyond the traditional dining facility. Through this initiative, Airmen have been able to use their meal card at the Strikers Bowling Center, Gunfighter G3 Club, and Hackers Golf Course – in addition to the Wagon Wheel Dining Facility. We believe this initiative provides a sense of community and also benefits the mission since most NAF facilities are closer to the mid-day work centers of Airmen than the dining facility at Mountain Home.
We began deploying this initiative at Hurlburt Field, Florida, in May and will be deploying at Peterson Space Force Base, Colorado, in June.
What challenges have you encountered along the way and how have you adjusted for them?
COVID-19 has been a challenge on many fronts, causing delays and hindering progress in some areas. For example, it hurt lodging occupancy, hindered progress on travel voucher timeliness, and slowed the rollout of campus dining pilot locations due to travel restrictions. Nonetheless, the team has adjusted, innovated and persevered to show progress despite these challenges.
Why is Optimizing Community Cohesion to Build Resilient Airmen & Families important to AFIMSC?
AFIMSC has the capability within itself to make a significant impact on building cohesive Air Force communities and resilient Airmen and Guardians. With this capability comes the responsibility to take action.
How does your goal support AFMC, Air Force and National Defense Priorities?
Airmen, Guardians and their families face increased life challenges associated with a military lifestyle. Through focused efforts on programs that build resilient military members and strong Air Force communities, we can directly improve our #1 warfighting capability: our people.
How are you measuring success?
There are a number of existing performance measures and measures being developed that can inform us on whether we are accomplishing our goal. These include measures in areas such as child care capacity, fitness, healthy eating options, financial services and a number of others.
What are your next steps?
We will continue to refine initiatives and measures and pinpoint where the greatest needs are for resources to optimize resilience for Airmen, Guardians and families. When these resource needs are identified we will ensure we communicate these through all available avenues.
(Current as of June 4, 2021)
LOE 1: Increase Lethality & Readiness
1. Optimize Infrastructure
2. Increase Installation Resiliency
3. Improve Strategic Basing
4. Revolutionize Base Lethality
5. Prioritize Airmen Readiness
LOE 2: Strengthen Airmen & Families
1. Improve Quality, Utilization and Mgt of Unaccompanied Housing
2. Improve Housing for Airmen & Families
3. Optimize Community Cohesion to Build Resilient Airmen & Families
4. Enterprise-wide Customer Service Strategy
5. Office of the Future
LOE 3: Pursue Organizational Excellence
1. Drive Enterprise Behavior Using Data Analytics
2. Increase Innovation Opportunities
3. Improve Strategic Communication
4. Develop I&MS Experts & Leaders
5. Ensure Connectedness Across AFIMSC
6. Increase Organizational Maturity
7. Advance IT & Collaboration