ASIP
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The Army Stationing
and Installation Plan is the official Army database of populations
on Army installations worldwide. It is based on the Structure
and Manpower Allocation System (SAMAS) and The Army Authorization
Document System (TAADS) as well as other official Army data
sources. The ASIP is a baseline for installation planning that
provides a consistent look at forces to be supported and provides
visibility of potential planning issues. |
SBC
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Service Based Costing (SBC).
The SBC program is the key to our base operations funding, as
it reports dollars and all other output measures for the 95
official BASOPS services.
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STRATEGIC PLAN
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A strategic plan is the result
of long-term, future-oriented endeavors to assess, set goals,
and make decisions that map a clear path from the present to
the vision of the future
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The Army Performance Improvement
Criteria (APIC) is a "greened" version of the Malcolm Baldrige
National Quality Award criteria, the standard for measuring
world-class performance among United States commercial and government
enterprises, the APIC requires installations to address such
questions as: Who are your customers? What are their requirements?
How do you plan to meet them? How do you manage execution? How
do you systematically evaluate and improve? How do you know
your customers are satisfied? The APIC has helped the ACOE awards
program transition from what some saw in the past as poorly
defined installation goals, standards and measures toward a
more rigorous assessment of an installation's mission effectiveness
and efficiency. The Army is clearly on the fast track in using
the APIC as a framework for managing its organizational change
and improvement efforts. As a result, the Army has consistently
made a strong showing in the President's Quality Award and other
competitions. |
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Army Performance Excellence
Award (APEA) Program
The Army Performance Excellence Award (APEA) Program is the
Secretary of the Army's Program. The program was established
in August 2003, as the Army Capstone's award program for organizational
performance excellence. The program recognizes organizations
for their overall performance and improvement efforts as well
as serves as a vehicle for sharing best ideas and techniques
across the Army. The program is undergoing operational changes
and will be fully implemented in 2006.
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Common Levels of Support is
a method for ensuring the delivery of high quality Base Operations
Support services within the funds available to the Army. Soldiers,
civilians and family members deserve consistent, high quality
programs and services at every installation. Common Levels of
Support will allow the distribution of resources to enable this
in a consistent and equitable manner.
CLS Benefits:
. Consistency in service delivery across the Army installations
worldwide
. Equitable funding distribution to Army garrisons
. Visibility of affordable and nonaffordable support programs
. Predictable environment of Base Operations Service delivery
for the Army's Soldiers, civilians and family members |
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The Installation Status Report
(ISR) program will assist the Army Leadership in making appropriate
and responsible decisions required to sustain or improve the
management of installation's facilities (quality and quantity
of facilities), environmental programs (Compliance,Conservation,Pollution
Prevention, Restoration and Foundation), and services (quality,
efficiency and availability of services provided).
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WHAT IS THE BALANCED SCORECARD?
FRAMEWORK FOR COMMUNICATING STRATEGY IN TERMS OF MEASUREMENTS
AND TARGETS
A TOOL FOR MAKING SURE YOU REALLY ARE EXECUTING YOUR STRATEGY
A STRUCTURE TO ACCURATELY CAPTURE CAUSE EFFECT RELATIONSHIPS
BETWEEN VARIOUS OBJECTIVES
A SINGLE CONSISTENT METHOD THAT EVERYONE CAN FOLLOW FOR MANAGING
PERFORMANCE
WHY THE BALANCED SCORECARD?
ARMY IS ALREADY USING OVER 200 SCORECARDS (STRATEGIC READINESS
SYSTEM)
NEED TO EXECUTE ON IMA STRATEGY
- BETTER COMMUNICATES STRATEGY
ENSURES IMA IS A HIGH PERFORMANCE ORGANIZATION
- THINGS THAT GET MEASURED GET DONE
GOVERNMENT PERFORMANCE AND RESULTS ACT (GPRA) REQUIRES A STRATEGY
PRESIDENT'S MANAGEMENT AGENDA MANDATES A FOCUS ON RESULTS AND
OUTCOMES |
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"BRAC" is an acronym which
stands for Base Realignment And Closure. It is the process DoD
has previously used to reorganize its installation infrastructure
to more efficiently and effectively support its forces, increase
operational readiness and facilitate new ways of doing business.
DoD anticipates that BRAC 2005 will build upon processes used
in previous BRAC efforts.
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Army Business Initiative Council
(ABIC)
The ABIC is an effective tool that encourages
participation in improving Army operations and business practices,
as well as how we do business and generate cost savings and
efficiencies. |
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Productivity Enhancement Program
(PEP)
The PEP focuses on providing financial resources to organizations
to fund projects that can quickly capture savings while improving
the efficiency and effectiveness of Army organizations and activities.
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Total Army Quality (TAQ)
Army Regulation 5-1 is the Army's Management Philosophy. This
regulation establishes policy, procedures, and responsibility
for Total Army Quality Management. This regulation serves as
the capstone for the AR 5-series of management regulations.
Army leaders and managers will use AR 5-1 to develop sound management
practices.
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Activity Based Costing/Management (ABC/M)
The Activity Based Costing is a managerial costing
approach for the local manager to measure the historical cost
of resources consumed and output produced at the activity level
in order to meet the specific needs of individual managers.
ABC traces historical costs (resources consumed) to activities
and then through those activities to products or services provided.
ABC allows local managers to develop activities for their cost
needs while simultaneously generating service or process costs.
The advantage of the detail in ABC for the manager is to give
visibility to value added and non-value activities.
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Interactive Customer Evaluation
(ICE)
ICE allows DOD customers to rate products and services provided
by DOD offices and facilities worldwide. Your comment card ratings
are used to improve the products and services available to you.
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Competitive Sourcing/A-76
The roots of Circular A-76 can be traced to the former Bureau
of the Budget's Bulletin 55-4 (issued January 15, 1955), which
stated that the federal government would "not start or carry
on any commercial activity" that the private sector could do.
The current OMB Circular A-76 implements the President's Management
Agenda (PMA) for competitive sourcing. This Circular rejects
the longstanding general principle that the government should
not perform commercial functions. The new emphasis is on selection
of the best service provider, public or private, as determined
through competition.
Competition for these services will ensure they are provided
to the public, either by government employees or the private
sector, in the most cost-efficient and effective manner possible.
The philosophy behind A-76 is that competition enhances economy
and productivity.
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PIR |
Productivity Improvement Review |
IT Support/Solutions |
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IMO |
Information Management Office
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