Attachment_11_-_Sample_USAG_Wiesbaden_SOP.pdf

Department of the Army IMCOM G3/5/7 Headquarters, United States Army Installation Management Command San Antonio, Texas 78234-1223 15 May 2017

Standard Operating Procedures (SOP)

INSTALLATION MANAGEMENT COMMAND (IMCOM)

G3/5/7 Futures & Assessments Division (FAD)

History. This is the third edition with updates reflecting the 2017 G3/5/7 transformation.

Summary. The IMCOM HQ G3/5/7 FAD SOP establishes instructions covering those features of operations which lend themselves to a definite or standardized procedure without loss of effectiveness.

Applicability. This SOP primarily applies to IMCOM HQ G3/5/7 FAD personnel with applicability to all IMCOM Organizations.

Proponent and exception authority. The Office of Primary Responsibility of the G3/5/7 FAD SOP is the G3/5/7 Directorate, FAD. The FAD Chief has the authority to approve exceptions or waivers to these instructions that are consistent with controlling law and regulations and may delegate this approval authority, in writing, to a division chief within the proponent agency in the grade of colonel or the civilian equivalent.

Activities may request a waiver to the FAD SOP by providing justification that includes a full analysis of the expected benefit and must include formal review by the activity’s senior legal officer. All waiver requests will be endorsed by the commander or senior leader of the requesting activity and forwarded through their higher headquarters to the policy proponent. Refer to AR 25-30 for specific guidance.

Army management control process. This SOP is not subject to the Army Management Control process in accordance with AR 11-2.

Supplementation. Supplementation of the FAD SOP is prohibited without prior approval from the FAD Chief, G3/5/7 Directorate, 2405 Gun Shed Road Fort Sam Houston, TX 78234-1223.

Suggested improvements. Users are invited to send comments and suggested improvements on DA Form 2028 (Recommended Changes to Publications and Blank Forms) directly to the FAD Division Chief, 2405 Gun Shed Road Fort Sam Houston, TX 78234-1223.

Distribution. Distribution of this publication is available in electronic media only and is located at:

https://army.deps.mil/army/cmds/imcom_HQ/G5/HQ_SOPs/Forms/AllItems.aspx

W912CM-19-Q-0004 Attachment 11 https://army.deps.mil/army/cmds/imcom_HQ/G5/HQ_SOPs/Forms/AllItems.aspx

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TABLE OF CONTENTS

Introduction

Purpose References

FAD function and task SOPs

Chapter 1 Facilitate/Update/Maintain & Review Common Levels of Support (CLS)

Chapter 2 Facilitate/Update/Maintain & Review Installation Status Report (ISR)

Chapter 3 Facilitate/Develop/Monitor/Track Enterprise Management Support

(Performance Assessment Reviews (PARs))

Chapter 4 Monitor/Maintain/Report/Respond Interactive Customer Evaluation (ICE)/

Voice of the Customer (VOC)

Chapter 5 Develop/Facilitate Army Communities of Excellence (ACOE)

Chapter 6 Support Installation Planning Board (IPB)

Chapter 7 Integrate and Synchronize Strategic Stationing Initiatives to Support Army

Transformation

Chapter 8 Review/Analyze/Validate/Approve/Monitor/Coordinate Army Stationing and Installation Plan (ASIP)

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Introduction

Purpose. This Standard Operating Procedure (SOP) outlines the processes and procedures for completing IMCOM Headquarters G3/5/7 FAD functions and tasks as prescribed by FRAGO 02 to OPORD 16-086. This SOP is a living document, over time the processes and procedures outlined in the guide will mature and be refined to better support day-to-day operational requirements.

Applicability: This SOP applies to all Headquarters IMCOM G3/5/7 FAD personnel and serves as reference information to all other interested personnel.

References.

a. AR 10-87 Army Commands, Army Service Commands and Direct reporting Units, 4 September 2007.

b. AR 600-20 Army Command Policy 20 September 2012.

c. Installation Management Command (IMCOM) Regulation 10-1.

e. Headquarters Installation Management Command (IMCOM) FRAGO 02 to

Operations Order 16-086.

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IMCOM G3/5/7 FAD FUNCTION AND TASK SOPs

This section of the manual contains individual SOPs for the various functions and tasks that reside under the supervision of the G3/5/7 Futures and Assessments Division.

Each chapter outlines operating procedures for that particular function or task.

Chapter 1 Common Levels of Support (CLS)

(DRAFT not yet staffed with IMCOM Directorates)

1-1. References.

a. Army Business Strategy, 2017-2021

b. Fiscal Year (FY) 17 Common Levels of Support (CLS) Directed Capability Levels

(DCLs) Annual Guidance

1-2. Purpose. This Standard Operating Procedure (SOP) describes command policy and operating procedures for the implementation of CLS.

1-3. Scope. CLS is an enduring mission and applies to all IMCOM garrisons including Army Support Activities at Joint Bases and four (4) Operations and Maintenance, Army Reserve (OMAR)-funded Reserve installations under IMCOM authority.

1-4. General.

a. CLS is the enterprise platform by which IMCOM delivers, tracks, and reports performance measures with a singular focus on achieving the highest levels of readiness and with the greatest efficiency IAW Army Business Strategy, 2017-2021.

b. CLS defines common BASOPS support services, subtasks (Service Support

Programs (SSPs)), and performance targets (Directed Capability Levels (DCLs)) to establish standards for service delivery and measure performance.

c. In accordance with (IAW) Army senior leader guidance, IMCOM establishes

DCLs annually to set performance standards for garrison service delivery. DCLs represent the minimum level at which each Service Support Program (SSP) will be delivered.

1-5. Operating Procedures.

a. HQ IMCOM. Provides CLS program management and oversees the Communities of Practice (COPs), change management cycle, and provides programmatic guidance.

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Each fiscal year, HQ IMCOM publishes CLS directed Capability Levels (DCLs) and annual guidance via an OPORD.

b. IMCOM Directorates (IDs); IMCOM-Europe, IMCOM-Pacific, IMCOM-Readiness, IMCOM-Sustainment, and IMCOM-Training. Supports, monitors and ensures garrisons within their area of responsibility achieve success in the following efforts:

(1) Deliver BASOPS support services and applicable SSPs in accordance with enterprise DCLs. Garrisons unable to achieve the DCL for a given service may deviate to a level of service delivery below the DCL only with special approval by the ID Director.

(2) Conduct quarterly Performance Assessment Reviews (PARs) IAW PAR

SOP.

(3) Enter service-level cost and manpower data within their respective PAR dashboards.

c. U.S. Army Garrisons.

(1) Deliver BASOPS support services and applicable SSPs in accordance with enterprise DCLs. Garrisons unable to achieve the DCL for a given service may deviate to a level of service delivery below the DCL only with special approval by the ID Director.

(2) Conduct quarterly PARs IAW PAR SOP.

(3) Manually enter cost and manpower data at the service level within the appropriate PAR dashboard for each applicable service.

(4) Identify issues and recommendations regarding measures and metrics via the Change Management Process Initiative (CMPI) form located at http://www.us.army.mil/suite/page/669909. Garrisons will keep their respective IDs apprised of issues and resolutions.

1-6. Enclosures.

1-6. CLS Process Map

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Common Levels of Support Requirments-Directive-Resourcing-Execution-Communication-Feedback Loop as of 22 August 2014

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Prioritize CLS Services into a 1-n and assess available funds IOT identify service delivery Capability Levels

Receive execution guidance, assess and balance available resources with SC requirements

Provide requirements for service delivery execution.

If required, provide additional resources to support.

Provide execution oversight and guidance

Keep CG informed of Garrison-specific execution problems and successes

Keep CG informed of program execution

Report on service delivery execution

(ISR and PAR)

IMCOM CG

SERVICE

EXECUTION

Provide priorities to input to the 1-n list

Provide input to the 1-n list

Communication /Service

Delivery Loop is on-going between GC and SC

OPORD XX-XXX:

Directive to Garrisons on CLS execution

Resources

Resources

Resources

Policy/Regulation directing IMCOM’s mission Resources

Requirements

Figure 1 – Draft CLS Process Map

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Chapter 2 Installation Status Report (ISR) Services

2-1. References.

a. AR 210-14, The Army Installation Status Report Program, , dtd 19 Jul

12.

b. DAIM-OD Memo, subject: Installation Status Report (ISR) Data Collection for Fiscal Year 2017 (FY17), dated 27 Sep 2016.

c. IMCOM OPERATIONS ORDER 17-006: Installation Status Report Data Collection for Fiscal Year 2017, (FY17), dated 11 Oct 2016.

d. DAGO 2012-01 Assignment of Functions and Responsibilities within Headquarters, Department of the Army, (para 13d).

e.. ISR website: https://isr.hqda.pentagon.mil

f. ISR-Services (ISR-S) Performance Implementing Instructions, dated 1 Jan 2016 (available from ISRWeb https://isr.hqda.pentagon.mil/services/services.html )

g. IMCOM OPORD 17-007: Fiscal Year (FY) 17 Common Levels of Support (CLS) Directed Capability Levels (DLCs) Annual Guidance, dated 11 Oct 2016.

h. Unified Service Package (USP) Reference Guide: Provisional USPs are located on the ISRWeb (https://isr.hqda.pentagon.mil) under the Services tab.

2-2. Introduction. The Installation Status Report (ISR) is the primary Army reporting tool for installation management readiness and assists installations in obtaining appropriate resources and in program prioritization to enhance Army readiness.

2-3. Purpose.

a. The purpose of this Standard Operating Procedure (SOP) is to outline the duties, responsibilities and functions of the various levels of IMCOM’s staff and command. The SOP depicts the transition of information up and down the command lines. This SOP is not a training guide, nor intended to serve as a substitute for the DA-OACSIM annually published Implementation Instructions and on-line ISR DCS training sessions.

b. The primary purpose of ISR is as an Army reporting tool for installation management readiness. The data collected assists each Installation to understand its own business operations, make informed decisions, manage risk, and ultimately deliver services to the prescribed performance standard. HQ and IMCOM Directorates (IDs);

IMCOM-Sustainment, IMCOM-Readiness, IMCOM-Training, IMCOM-Europe, and IMCOM-Pacific perform pivotal roles in setting the standards and ensuring proper https://isr.hqda.pentagon.mil/ https://isr.hqda.pentagon.mil/services/services.html https://isr.hqda.pentagon.mil/

Return to Table of Contents 8 analysis of the data. Below is an overview of how and why data is analyzed at each level.

2-4. ISR-S (Performance) Data Collection.

a. The ISR Program operates on a Fiscal Year based data collection cycle. The IMCOM data collection and reporting cycles comply with the OACSIM’s ISR data collection requirements for each Fiscal Year (FY) Memorandum. Detailed information can be obtained from IMCOM OPORD 17-006.

b. The ISR-S (Performance) rating cycle known as ‘IOC’ (initial operating capability).for each fiscal year begins in January in accordance with the FY-based data collection cycle. The ISR-S suspense date to have all top loads posted is six weeks, or Full Operational Capability (FOC) into the reporting period. For the purpose of data reporting the ISR and CLS collection process is synonymous. The data certification process is accomplished by the Commander utilizing electronic signature via CAC authentication. Quarterly ISR-S (Performance) and CLS data will not move forward to higher headquarters until the Commander has “signed” the ISR report. Note:

Performance data for ISR and CLS metrics can be entered into ISRWeb as soon as the quarterly ISRWeb performance reporting window is open. An example ISR/CLS timeline is provided below.

c. IMCOM’s CLS program also uses ISRWeb to collect service performance data and follows the same timeline and requirements/procedures. An example of the ISR- S/CLS annual reporting cycle is provided below.

Reporting Period

ISR-S/CLS

Performance Data Entry Start Date

ISR-S/CLS

Performance Data

Entry End Date

Target Window to Conduct GC QA/QC

Q4, FY16 Mar 2016 Dec 2016 Q1, FY17 Jan 2017 Mar 2017 Mar 2017 Q2, FY17 Apr 2017 Jun 2017 Jun 2017 Q3, FY17 Jul 2017 Sep 2017 Sep 2017 Q4, FY17 Oct 2017 Dec 2017 Nov 2017

Figure 2-1 – Example - ISR Performance Timeline

d. Army Reserve Installations (RIs). RIs are unique in that they are under the mission command of IMCOM but receive their appropriated funding from the Office of the Chief Army Reserve (OCAR). As such, OCAR is responsible for the reporting of RI ISR data and therefore sets their own suspense dates and reporting requirement.

2-5. ISR Roles and Responsibilities. ISR roles and responsibilities can be found in AR 210-14. Listed below are general roles/responsibilities for HQ IMCOM, IMCOM Directorates, IMCOM Functional Subject Matter Experts (SMEs), Garrison

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Commanders/Garrison Managers (GCs/GMs), Plans Analysis Integration Office (PAIO) personnel, and Garrison Directorates and Support Offices.

a. HQ IMCOM G3/5/7.

(1) Each fiscal year, provides guidance and issues implementation instructions for the enterprise wide application of ISR.

(2) Manages, administers, and executes the overall ISR-S (Performance)

Program for IMCOM HQ and coordinates actions with IMCOM G-8 for ISR-Cost (ISR-C).

(3) Provides ISR-S support and oversight throughout IMCOM HQ.

(4) Reviews and recommends revisions to the ISR-S standards within areas of responsibility through the CMPI process and the annual IMCOM run CoP.

(5) Complies with ISR-S reporting requirements as identified by OACSIM.

(6) Rolls-up reporting organization data to the IMCOM level and forwards the data to OACSIM.

(7) Teaches, coaches and mentors designated IMCOM Directorates (IDs)

Operations/Plans representatives, and Garrison PAIOs/representatives on ISR-S initiatives.

(8) Ensures IMCOM personnel have appropriate training opportunities for each area of responsibility and provides a quarterly training schedule to the PAIOs for dissemination to their respective representatives.

(9) Manages the annual IMCOM ISR-S CoP and participates in the annual DA

OACSIM ISR-S CoP.

(10) Reviews HQDA and IMCOM Command themes and guidance and targets those areas for improvement.

(11) Rolls-up Centrally Managed Funds for the HQs and forwards to OACSIM.

(12) Provides updates to the ISR-S FAQs and distributes as appropriate.

(13) Monitor Garrison suspense’s track Garrison completion, send reminders as appropriate, and keep the IMCOM Directorate plans specialist informed of status. If a Garrison does not complete a suspense by the required date, we contact the Garrison PAIO and make every effort to resolve; if unable to resolve, the G3/5/7 POC will request assistance from the IMCOM Directorate plans specialist.

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Note: At a minimum the IMCOM Program Manager requires the following roles to perform ISR-S, ISR-Mission Capacity (ISR-MC), ISR-Infrastructure (ISR-I) and ISR-C actions in ISRWeb: Historical view, User Admin, Validator, or Approver roles.

(14) Maintains the IMCOM Change Management Process Initiative (CMPI) log.

The G3/5/7 tracks communications throughout the change management cycle and submits a final resolution for each submission NLT April IAW the DA OACSIM CoP suspense

b. IMCOM Directorates (IDs); IMCOM-Sustainment, IMCOM-Readiness, IMCOM- Training, IMCOM-Europe, and IMCOM-Pacific.

(1) Provide ISR-S support and oversight of their subordinate Garrisons.

(2) Publish ID specific guidance to subordinate Garrisons for conducting quarterly ISR-S reporting requirements.

(3) Assist Garrisons with addressing and resolving ISR-S performance issues identified during quarterly ISR-S reporting.

(4) ID Resource Managers will certify yearly Centrally Managed Funds and roll-up to the next higher level.

Note: At a minimum the ID POC’s requires the following roles to perform ISR-S and ISR-C actions in ISRWeb:

- For Garrison roll-up and Centrally Managed Funds: Historical view, User Admin, Validator or Approver and Commander roles.

c. IMCOM Functional SMEs.

(1) Respond to Service and performance measure specific questions.

(2) Host internal CoPs prior to OACSIM CoP Kickoff.

(3) Participate in the annual IMCOM and DA OACSIM ISR-S CoP, CoPs Kick-

Off (JAN).

(4) Participate in Training Event for SME. (Jan – Feb)

(5) Participate in applicable CoPs. (Feb – May)

(6) Participate in ISR-S Change Management Advisory Group. (Aug)

(7) Provide contact updates to the ISR Services POC List located on the

ISRWeb.

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Note: At a minimum the IMCOM Functional SMEs requires the following roles to perform ISR-S and ISR-C actions in ISRWeb: Historical view, view only roles

d. Garrison Commanders/Garrison Managers.

(1) Responsible for the overall implementation of the ISR-S program.

(2) Ensures that ISR-S assessments are completed on time and accurately, to include input from tenant activities.

(3) Include and maintain ISR-S reporting requirements in support agreements with tenant activities, as required.

(4) Ensures accuracy and completeness of data in the Army databases of record which include but are not limited to General Fund Enterprise Business System (GFEBs), Army Stationing and Installation Plan (ASIP), Headquarters Real Property Planning and Analysis System (HQ RPLANS), Headquarters Installation Information System (HQIIS), Planning Resource for Infrastructure Development and Evaluation (PRIDE), and the Army Environmental Database (AEDB), Enterprise Military Housing (eMH), Army Community Recreation Reports (ACRRO), etc. which are used to establish the ISR-I baseline data and provide data to numerous ISR-S and ISR Cost performance and pacing measures.

(5) Ensures quarterly ISR-S certification is completed by the suspense, mitigation/corrective actions are identified and implemented as appropriate, submission of Change Management Process Initiatives, and comments/reports in ISRWeb for any Services with a red or black rating.

(6) Ensure Service function level and summary overall comments are provided

(should be a composite of the comments already in ISR). Comments should be succinctly focused on installation readiness and addressed to the appropriate audiences (Army, DoD, and congressional leadership).

Note: At a minimum, the Garrison Commander, to include Garrison Managers or Acting Commander, require the following roles to perform ISR-S and ISR-C actions in ISRWeb: Commander roles, Historical view roles.

e. Garrison Directorates and Supporting Offices.

(1) Establish and use a timeline for data collection and submission.

(2) Ensure all personnel involved in the data collection and reporting are adequately trained.

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(3) Review Directorate-owned (and/or Supporting Office-owned) ISR-S quarterly performance measures to ensure accuracy of data.

(4) Submit recommended comments for performance measures that are below standard (Red/Black) including a mitigation strategy regarding why the measure is below standard, what is being done to improve the measure’s performance, estimate of resources needed for resolution and when it is anticipated improvement will be seen.

(5) If required, brief the GC at the quarterly ISR-S Briefing.

(6) Ensure the appropriate SMEs participate in the ISR-S Communities of

Practice.

(7) If applicable, establish a Directorate POC who reviews the ISR-S Updates and FAQs and supports the distribution of appropriate changes to SMEs.

Note: At a minimum the following roles are required to perform actions in ISRWeb:

- Director(s) – Historical view, view only

- Functional Leads and Evaluators – Historical view, and Evaluator roles

f. Plans, Analysis, and Integration Office.

The overall ISR Manager is a Garrison Commander appointed position, and the person responsible for overseeing all aspects of the ISR program and preparing and submitting the ISR quarterly and annual reports. This position is normally located in the PAIO Office.

(1) Serves as the Installation ISRWeb User Administrator and is the consultant/advisor to the Command, functional staff, and Tenant Commands/Organizations on ISR-S related functions.

(2) Plans and executes the ISR-S data collection effort to include establishment of milestones (e.g., suspense’s for data collection and comments in ISRWeb).

(3) As the User Administrator for ISRWeb, is responsible for granting user access and privileges in ISRWeb to Installation personnel.

(4) Installation ISR Program Manager:

(a) Provide the Functional SME and Evaluators the System Navigation slides, OACSIM Implementing Instructions, and the appropriate ISR-S data collection worksheets.

(b) Provide assistance and training to include but not limited to accessing the

ISR Help Line Information, ensuring SMEs know when training is occurring via DSC or

Return to Table of Contents 13 other forums, provide on-sight training as needed on data collection methods, understanding metrics, and data entry procedures/utilization of ISRWeb.

(5) Draft and publish local directives (if applicable e-mail) to support local ISR-S deployment and current program changes.

(6) In coordination with the Directors, develop recommended Commander’s and general comments as required.

(7) Ensure all data/comments are validated and data transferred to the

Command Viewer.

(8) Coordinate the Commander’s Approval Process as directed.

(9) Submit Change Management Process Issues (CMPI) (If applicable).

(10) Distribute the FAQs to appropriate level SMEs.

(11) The ISR Program Manager will provide the ISR 101 Introduction briefing and request the ISR 101 quiz be completed online at.

Note: At a minimum, the ISR Program Manager requires the following roles to perform ISR-S and ISR-C actions in ISRWeb:

- ISR Manager - Historical view, User Admin, Validator ISR Manager Assistant.

- Approver role which is used at subordinate reporting installations.

g. A complete listing of ISR responsibilities obtained from the ISR website at: ISR-

Services (ISR-S) Performance Implementation Guide:

https://isr.hqda.pentagon.mil/services/services.html

h. Garrison Functional SMEs requires an Evaluator role. The Functional SME is required to:

(1) Input Performance Measure data.

(2) Enter comments/Commander’s recommended comments

(3) Comments (Year to Date Ratings ONLY) are required for:

(4) All NA rated Services. (General Comments Tab)

(5) Structured (Required) comments for all Red and Black rated Services

(6) Service, Service Function or Major Service Area rating overwrite

(Commanders Comments) https://isr.hqda.pentagon.mil/services/services.html

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(7) Both quarterly and ANNUAL comments are carried forward from each collection cycle.

2-6. General Comments Regarding Data Collection

a. Only data top loaded from Headquarters Installation Information System (HQIIS) and ASIP is editable by the field in ISRWeb. All other top load data cannot be changed.

If an Evaluator does edit HQIIS or ASIP top load data in ISRWeb they must make that same change to the data that resides in the source database. If you believe your non-editable top load data is erroneous be sure to enter an appropriate comment on this as part of your report.

b. ISR Services captures either quarterly or annual data and reports both quarterly and Year-to-Date (YTD) ratings. The YTD ratings may be either the Annual data reported or may be a calculated rating using quarterly data. Each service Functional SME decides how the YTD rating is determined. Cumulative YTD ratings are based on data that is summed from one quarter to the next. Average YTD ratings are based on quarterly data that is averaged. Current YTD ratings are based on the current quarterly data reported only. Annual measures and are reported in the 4th Quarter data collection cycle.

c. Performance Measures designated for data collection annually can be updated quarterly. If no current quarterly data is available, the annual rating from the previous year will be carried forward as the best available rating. ISR Services ratings (refer to Table 1) are designed to reflect the result of continuous Service delivery performance measurement.

d. OACSIM establishes the NLT suspense dates for quarterly and annual data reporting. HQ IMCOM, IMCOM Directorates, and Garrisons will use backward planning to determine appropriate supporting suspense dates to ensure all data is reviewed, validated and certified on time. HHQ organizations cannot roll up and certify their data to OACSIM until all subordinate reporting organizations have done so.

2-7. ISR Change Management Process (CMP).

a. The CMP is an annual process predicated on the concept of Communities of Practice and instituted as means to improve the overall program. The CMP has three scheduled events.

(1) Communities of Practice (COP). CoPs are comprised of service Functional SMEs from all stakeholder organizations and levels of the enterprise. CoPs may meet on an ad hoc basis throughout the year to discuss service related issues and changes.

They also meet formally as scheduled by the OACSIM (usually in the Spring of each year) to finalize any performance measure changes for the upcoming FY as well as to close out any Change Management Process Initiatives submitted by the field. Stake

Return to Table of Contents 15 holder participation is critical in this forum because this is where most of the changes for the next FY are agreed upon.

(2) ISR Change Management Advisory Group (CMAG). The CMAG is a formal action officer review of the recommendations received from the ISR Community and adjudicated by the CoPs. The purpose of the CMAG is to resolve any outstanding issues between CoP stakeholders.

(3) ISR Change Management Council of Colonels (CoC). The CoC is the final forum in which changes are discussed for the next FY prior to their submission to the OACSIM for approval.

b. Change Management Process Initiative (CMPI). Anyone wishing to recommend a change to the program or have an issue addressed may submit if formally at any time via a CMPI. The CMPI is a web-based form located on the OACSIM AKO ISR Connect webpage (https://www.us.army.mil/suite/page/669909). Once a CMPI is submitted it is assigned a tracking number and routed to the appropriate command POC for adjudication. One of the responsibilities of the OACSIM CoPs to account for and close out all CMPIs submitted for each service. This brings transparency to the change management system and ensures everyone’s voice is heard. IMCOM G3/5/7 manages all ISR-S CMPI submissions to ensure all internal issues are resolved before recommendations are forwarded to HQDA Action Officers.The cut-off for ISR-S CMPIs for the next FY is usually the first week in April. CMPI submittal information is available on the ISR Website at:

https://www.us.army.mil/suite/page/669909

c. Frequently Asked Questions (FAQ). The OACSIM ISR Team maintains an FAQ document on the ISR-S page of ISRWeb to keep the field informed of any changes made to performance measures during the FY or to provide clarifying instructions for issues raised by the field. This is frequently an interim solution to a problem that is ultimately resolved by a CoP for the next FY reporting cycle. FQAs are most active during the first reporting cycle (first use of the quarterly measures) and last reporting cycle of the FY (first use of the annual measures). Be sure to check the most current FAQ for your service before starting any data reporting.

2-8. ISR and Readiness Reporting. Installation ISR-S and ISR-I data is pulled into DRRS-A quarterly for Garrison Commander Unit Status Reporting (USR). USRs inform the Army Strategic Readiness Assessment and Strategic Readiness Updates. ISR ratings are pulled into DRRS-A however their corresponding Commander Comments are not. Most garrisons save their ISR comments to a Word document so that they can ‘paste’ them at a later date as remarks (when appropriate) to accompany their ISR data in the USR. Commanders should make every effort to ensure the continuity of messaging of their issues and concerns reported in these two systems. If a Commander revises his or ISR remarks for the USR because something has changed, he/she should ensure they use the revised USR remarks for their next ISR report as appropriate.

https://www.us.army.mil/suite/page/669909 https://www.us.army.mil/suite/page/669909

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2-9 Training. The OACSIM ISR Team provides user training throughout the FY via a series of webinars hosted on Defense Connect Service. The training builds on itself throughout the FY and is organized based on the data collection cycle and reporting sequence of activities (preparation, data input, certification and comments, etc). You can find a copy of the webinar schedule on the OACSIM’s AKO ISR Connect webpage along with copies of their presentation slides. The presentation slides are also posted under the training section of the ISRWeb site. Training is required for ISR Program Managers, and all participants who enter data into ISRWeb.

2-10. Records Retention. In accordance with AR 210-14, Installation Status Report (para c) the certified annual and quarterly ISR and CLS reports must be retained by reporting organizations for six (6) yearly following certification. Records may be retained electronic or physical form. These include: ISR-S and CLS data collection Unified Service Packages.

2-11. Operating Procedures.

Figure 2-1 – ISR-S Performance Process Map

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Chapter 3 Performance Assessment Review (PAR)

3-1. References.

a. IMCOM OPERATIONS ORDER 17-007: Common Levels of Support [CLS] Directed Capability Levels [DCLs] Update, DTG 11163Z OCT16

b. Army Business Strategy, 2017-2021

c. Memorandum, CG IMCOM, 29 Oct 15, FY16 Common Levels of Support (CLS) and Performance Assessment Review (PAR) Execution

3-2. Purpose.

a. The purpose of this Standard Operating Procedure (SOP) is to outline the duties, responsibilities and functions of the various levels of IMCOM’s staff and command. The PAR tool is intended for use by the Garrison Commander (GC) to assess Service Support Program (SSP) performance within each Garrison-provided Service. PAR is an enabler for the GC to have discussions with Garrison Directors on the overall performance and execution of Services and SSPs. Garrison Directors utilizing the PAR within the Strategic Management System (SMS) should be able to clearly articulate to the GC what the performance standards are for each SSP, how well an SSP is performing in relationship to the IMCOM directed capability level, as well as layout the resources used in performing the SSP.

b. The PAR consists of four performance elements: 1) SSP-level output performance metric data, 2) Service-level manpower data, 3) Service-level cost data, and 4) Service-level customer satisfaction ratings. Although manpower, cost, and customer satisfaction are displayed at the Service level dashboard, Garrison Directorates should have a solid understanding of how those elements impact and break out to the SSP level.

c. The primary purpose for collecting data is to help each Garrison understand its own business operations, make informed decisions, manage risk, and ultimately deliver services to the minimum directed capability level performance standards. HQ and IMCOM Directorates (IDs); IMCOM-Sustainment, IMCOM-Readiness, IMCOM-Training, IMCOM-Europe, and IMCOM-Pacific perform pivotal roles in setting the standards and ensuring proper analysis of the data. Below is an overview of how and why data is analyzed at each of the three levels.

(1) Garrison-level analysis. Garrison Directors capture and analyze data to ensure minimum directed capability level performance standards are being met.

(2) IMCOM Directorates-level analysis. Analyze Garrison performance across the IMCOM Directorates (ID) to ensure individual Garrisons are meeting standards, Return to Table of Contents 18 identify potential deficiencies, systemic issues and trends, and recognize Best Practices.

(3) HQ-level analysis. HQ Subject Matter Experts (SME) leverage Garrison performance summaries and ID Directors functional assessments to develop an overall service evaluation and deliver strategic program-wide recommendations to IMCOM leadership. HQ G 3/5/7 Futures and Assessments Division (FAD) develops case-based analysis scenarios and tools. Additionally, FAD periodically reviews HQ SME analysis, provides an independent perspective of trends, and provides input to SME improvement plans.

3-3. PAR Timeline. PARs should be performed quarterly utilizing CLS SSP performance data entered into the ISRWeb. The intent is for Garrisons to complete a PAR as soon as possible but NLT the end date referenced in Figure 1. Garrisons should establish a battle rhythm that supports timely completion of PAR in coordination with Installation Status Report-Services (ISR-S) data input and schedule the PAR briefing to the GC (with attendance by the appropriate ID Directors representative as directed by the Director). It is important to note that performance data for CLS metrics can be entered in to ISRWeb and the data can be used to support the PAR as soon as the quarterly ISRWeb performance reporting window is open. Garrisons do not have to have all ISR-S performance measure data entered and certified to conduct their PAR.

Reporting

Period ISR Performance Data

Entry Start Date ISR Performance Data

Entry End Date Target NLT date to Conduct PAR

Q1 mid-Jan mid-Mar mid-Mar Q2 2nd wk of Apr mid-Jun mid-Jun Q3 2nd wk of Jul mid-Sep mid-Sept Q4 2nd wk of Oct mid-Dec mid-Dec

Figure 3-1 – PAR Performance Timeline Example

3-4. Responsibilities.

a. HQ IMCOM.

(1) Each fiscal year, implement and provide guidance for the enterprise wide application of PAR within SMS (FAD).

(2) Publish directed capability level guidance for the fiscal year to establish minimum standards of service based on Army priorities and available resources.

(3) Provide PAR/SMS training to Garrisons PAR Point of Contacts (POCs) as required (FAD).

(4) Update PAR hierarchy and performance measures based on identified system enhancement requirements and on current year CLS Configuration Document

(FAD).

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(5) Correct performance metric issues and ensure coordination with ISR-S POC and SMS POC (FAD).

(6) Conduct HQ IMCOM Level review of PAR data within SMS. Publish quarter

PAR Report Card NLT 30 days after the end of the PAR reporting cycle.

b. IMCOM Directorates (IDs); IMCOM-Sustainment, IMCOM-Readiness, IMCOM- Training, IMCOM-Europe, and IMCOM-Pacific.

(1) Coach, teach and mentor Garrisons on their performance utilizing PAR.

(2) Publish Directorate specific guidance to Garrisons as need for conducting quarterly PARs.

(3) Assist Garrisons with addressing and resolving SSP performance issues identified during quarterly PAR.

c. Garrison Commander.

(1) The GC is responsible for the overall implementation of CLS and PAR for their Garrison.

(2) Execute CLS services at directed minimum capability levels or above within available resources.

(3) The GC will ensure a quarterly PAR is performed, ensure mitigation/ corrective actions are identified and implemented as appropriate, and report any SSPs at risk of mission failure through their IMCOM Directorates (Pacific, Europe, Training, Readiness, and Sustainment) to HQ IMCOM within 30 days after each quarterly PAR.

d. Plans, Analysis, and Integration Office.

(1) Serve as the Garrison PAR/SMS SME.

(2) Serve as the SMS Local Administrator and grant user access and privileges to Garrison personnel.

(3) Provide local PAR/SMS training via train-the-trainer concept.

(4) Assist Directorates with development of the quarterly PAR Briefing to the GC.

e. Garrison Directorates and Supporting Offices.

(1) Review Directorate owned (and/or Supporting Office owned) PAR SSP quarterly performance measures to ensure accuracy of data.

Return to Table of Contents 20

(2) Manually input quarterly Manpower and Budget data into SMS at the service level. This task should not be completed by the RM on behalf of each Garrison Directorate.

(3) Provide action plans at the SSP level for all SSPs that are under-performing as compared to the IMCOM directed capability level.

(4) Brief the GC at the quarterly PAR Briefing on all Directorate owned Services and SSPs.

(5) Resource Management will provide a standard civilian cost factor to be used to develop budget detail cost for Borrowed Military Manpower, Interns, and Volunteers.

The rate should be based on the specific type of service being performed by non- Garrison manpower, and should be equivalent to the civilian pay rate if the work had been performed by a civilian Garrison employee.

3-5. PAR Performance Elements.

PAR consists of four performance elements used in the overall performance assessment review for each Service and SSP. The four elements are:

• SSP Output Performance Metric data

• Manpower data

• Budget data

• Customer Satisfaction ratings

PAR Performance Cycle

G ar ri so ns

ID

s

IM

C O

M H

Q FY ISR/CLS

Guidance Issued

Establish Garrison ISR/ CLS data collection

Suspense

Complete ISR/ CLS PM input into ISRWeb

Prepare for PAR Briefing and finalize briefing time and attendance with ID Director staff

Facilitate PAR Briefing

Receive PAR and Provide Command Guidance

Conduct Command Review of SSP Performance

Publish Quarterly PAR Performance

Report Card

Figure 3-2 – PAR Performance Cycle

3-6. Post PAR Actions.

a. PAR change management is facilitated via two mechanism; 1. SMS/PAR trouble ticket and 2. CLS Communities of Practice.

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(1) SMS Technical Errors. As mentioned previously PAR is built in the SMS platform which is a Web based application. As with any application, there are always new features and software adjustment that can be made to make the users experience more pleasant. The SMS/PAR trouble ticket process will be used to address issues, new features, and/or operational problems with SMS or the PAR.

(2) To adjust, fix, or improve SSP metrics, thresholds or other issue related to

Service and SSP details, Garrison should contact the Service CoP and submit an ISR Helpline and CMP Initiative Form.

b. Implementing a good After Action Review (AAR) process is essential to ensure action plans are executed, performance measures issues are addressed, and PAR hierarchy and dashboards modifications are documented. The PAR briefing should generate questions and guidance by the GC and possibly the IMCOM Director (Europe, Pacific, Readiness, Sustainment, and Training) if in attendance.

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Chapter 4 Monitor/Maintain/Report/Respond Interactive Customer Evaluation (ICE)/Voice of the Customer (VOC) Program

4-1. References.

a. Department of Defense (DoD), Washington Headquarters Services (WHS), Interactive Customer Evaluation (ICE) System Policy, 31 July 2009.

b. IMCOM Policy Memorandum 5-1-1, Interactive Customer Evaluation (ICE) Policy, 23 March 2017

4-2. Purpose. The purpose of this Standard Operating Procedure (SOP) is to outline the duties, responsibilities and functions of the various levels of IMCOM’s staff and command. To provide guidance to all Installation Management Command (IMCOM) leaders, supervisors, managers, and employees on responsibilities regarding the implementation and maintenance of ICE. Currently, there are two IMCOM leadership measurable outcomes/metrics associated to ICE as a feedback tool:

a. IMCOM will maintain a standard for customer satisfaction of 90%.

b. IMCOM will maintain a standard of 100% follow-up on all ICE comment cards.

4-3. Scope/Applicability. This SOP applies to all personnel assigned to or under the operational control of IMCOM. All IMCOM leaders, supervisors, managers and employees should be familiar with the IMCOM ICE Policy, this SOP, and our supporting IMCOM HQ ICE SharePoint Program Folder @ https://army.deps.mil/army/cmds/imcom_HQ/G5/ICE/Forms/AllItems.aspx

All IMCOM personnel should promote the use of ICE on staff web pages, email signatures, and other means, i.e., quick response (OR) code scan technology, and mobile browser smart device technology, in an effort to gauge customer satisfaction with service delivery. Marketing information and MWR Brand Central programming for ICE is available at this IMCOM HQ SharePoint portal. How to add ICE website to a smart device can also be found @ http://ice.disa.mil/index.cfm?fa=faq#h128

4-4. Definitions.

a. Interactive Customer Evaluation (ICE). A web-based application for collecting and reporting customer feedback to determine customer satisfaction levels with the services provided by DoD facilities.

b. Customer. Any person authorized by the Department of Defense to receive IMCOM services. Customers are typically segmented into Soldiers/Service Members, Family Members, DoD Civilians, Retirees, and contractors.

https://army.deps.mil/army/cmds/imcom_HQ/G5/ICE/Forms/AllItems.aspx http://ice.disa.mil/index.cfm?fa=faq#h128

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c. IMCOM ICE Follow-up Clarification. The clock starts for follow-up the day the ICE submission is received (date/time) of email from DoD ICE. ICE does not count weekends or federal US holidays. In other words, if you receive a card on a Friday at 2359PM, that counts as day one. Day one is not the day AFTER the ICE card was submitted. While DoD ICE policy states that follow-up be completed within 5 business days, IMCOM as an ICE participating organization with approved policy, has an earlier follow up date requirement for those customers that request a response and provide contact information within 3 business days. Thus IMCOM Policy supersedes the ICE Program Office policy reference our follow-up, and has been coordinated with DoD ICE.

4-5. General. The ICE system is a DoD web-based application for receiving and reporting customer feedback. ICE identifies customer satisfaction levels with services provided by IMCOM and allows customers to submit suggestions for improvement, provide general comments, and/or identify issues with service performance. The system assists leaders, supervisors, and employees in identifying and addressing customer concerns and allows service providers to work with customers to provide the best service possible. ICE supports continuous process improvement, improves customer satisfaction, and provides Voice of the Customer (VOC) data to support leader decision-making. All IMCOM ICE organization managers will ensure all ICE service providers are properly aligned to IMCOM’s Common Levels of Support (CLS) within

ICE.

4-6. Responsibilities. IMCOM G3/5/7 Futures and Assessments Division (FAD) is the proponent for this SOP and has designated an IMCOM HQs ICE Administrator to manage the ICE program for IMCOM enterprise. Figure 4-1 below depicts the ICE administrator/manager structure utilized throughout IMCOM from HQ to IMCOM Directorates (ID) to Garrison.

IMCOM ICE Organization Administrator/Manager Structure

Figure 4-1

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a. Headquarters IMCOM General and Special Staff responsibilities.

(1) Staff Principals with counterparts at the Garrison level providing front door services will appoint a primary and alternate Service Provider Manager (SPM) to oversee ICE activities within their directorate or Special Staff element. The SPM will provide the Staff Principal a monthly, or more frequent, ICE report showing an enterprise, or by IMCOM Directorates (IDs) view, of submissions, responses, satisfaction ratings, and customer follow up rates for the specific services provided under the purview of the Staff Principal.

(2) The IMCOM standard for customer satisfaction is 90%, and the follow-up standard is 100%. Staff Principals are responsible for reviewing ICE reports and identifying systemic issues and developing action plans, as necessary, to resolve or mitigate issues. The Headquarters staff will coordinate with ID counterparts if applicable, or Garrison counterparts, as necessary to determine the nature of customer dissatisfaction and take appropriate action.

(3) Promote the use of ICE on staff web pages, email signatures, and other means as appropriate.

b. Headquarters IMCOM G3/5/7 Futures and Assessments Division responsibilities.

(1) The FAD Chief will review monthly enterprise ICE reports and distribute to IMCOM senior leaders as appropriate. The reports should include submissions, responses, satisfaction ratings, and customer follow up rates. FAD will further ensure enterprise compliance with all applicable policies.

(2) FAD will designate an IMCOM HQ ICE Administrator to manage the enterprise ICE system and administer the Headquarters IMCOM ICE site in coordination with DoD WHS ICE Support. Provide appropriate support to IDs and Garrison ICE Organization Managers as requested.

(3) The IMCOM HQ ICE Administrator will establish and maintain ICE sites for all Headquarters General and Special Staff; provide support as necessary to staff SPMs; train SPMs and other ICE users (such as those with reports only access) on ICE use. IDs/Garrisons requiring training for their ICE Organization Manager may request this training from the Headquarters IMCOM HQ ICE Administrator.

(4) The IMCOM HQ ICE Administrator will provide monthly, quarterly, annual, and ad hoc enterprise reports which will include submissions, responses, satisfaction ratings, and customer follow up rates. All reports will be posted on FAD ICE SharePoint page portal.

(5) The IMCOM HQ ICE Administrator will support Strategic Management System (SMS) and the IMCOM 2025 Campaign Plan (IMCP) metrics development and

Return to Table of Contents 25 data requirements as necessary.

(6) The IMCOM HQ ICE Administrator will conduct monthly quality control spot checks of IDs and Garrison responses to ensure compliance with prescribed standards;

provide the results to the FAD Chief for action as necessary; provide a courtesy copy to the IDs ICE Organization Managers and/or Plans Specialists.

(7) The IMCOM HQ ICE Administrator will develop and execute an enterprise-wide ICE marketing campaign, support IDs and Garrisons in promoting ICE throughout the enterprise, provide electronic copies of marketing materials to the IDs and Garrisons who will use the materials as resources permit. Current MWR Brand Central products are available on our FAD ICE SharePoint page portal.

(8) The IMCOM HQ ICE Administrator will protect and control distribution of ICE information, ensure the confidentiality of ICE comments by not revealing the comment or customer contact information to anyone who does not have a direct need to know, and protect ICE information in a manner similar to FOUO information.

(9) The IMCOM HQ ICE Administrator will maintain the Headquarters IMCOM ICE policy and review the policy on an annual basis and revise as appropriate.

(10) IMCOM HQ ICE Administrator supports IDs via their Plans Specialists or ICE Organization Managers.

(11) The IMCOM HQ ICE Administrator will manage the abbreviated ICE sites for IDs (Training, Readiness, and Sustainment) forwarding any ID level comments to ID Plans Specialist in that particular Directorate and tracking the status of open comments.

c. Army Environmental Command responsibilities (AEC). AEC will establish and maintain an ICE Site for each Staff/Directorate and Special Staff element that has a counterpart at Garrison level providing front door service(s). The intent of establishing a Command ICE Site above Garrison level is two-fold. First is to establish higher headquarters visibility of customer satisfaction levels, as well as the capability of viewing actual customer comments. This enables leaders to identify systemic issues and work to develop enterprise solutions, assist Garrisons with unique issues, and maintain general situational awareness of customer satisfaction levels. The second is to allow customers, both internal and external, to submit comments to a higher headquarters if their issues are not adequately addressed at the local level.

(1) AEC will appoint a primary and alternate ICE Organization Manager and ensure they are trained.

(2) The IMCOM standard for customer service is 90%, and the follow-up standard is 100%. AEC Staff Principals are responsible for reviewing ICE reports and identifying systemic issues and developing action plans, as necessary, to resolve or mitigate issues. The AEC Staff Principal/Subject Matter Expert (SME) will ensure that

Return to Table of Contents 26 systemic issues are elevated to FAD and their Headquarters counterpart to enable the Headquarters to determine if the issue is common to more than one area, thus necessitating an enterprise solution. Staff Principals/SMEs will further coordinate with Garrison counterparts, as necessary, to determine the nature of customer dissatisfaction and take appropriate action.

(3) AEC ICE Organization Managers will provide all Staff Principals/SMEs with counterparts at Garrison level providing front-door service(s) a monthly, or more frequent, ICE report showing an Enterprise view which should include submissions, responses, satisfaction ratings, and customer follow up rates for the specific services provided by the Staff Principal. The AEC ICE Managers may also provide monthly, quarterly, annual, and adhoc reports which should include submissions, responses, satisfaction ratings, and customer follow up rates.

(4) AEC Staff Principals/SMEs will promote the use of ICE on staff web pages, email signatures, and other means as appropriate.

(5) AEC ICE Organization Managers will oversee Garrison ICE programs and ensure compliance with all applicable policies.

(6) AEC ICE Organization Managers may establish appropriate ICE service provider areas and managers for AEC Staff Principals/SMEs or operate a centralized program providing direct support to all Staff Principals/SMEs.

(7) If established, the AEC ICE Organization Managers will train SPMs and other ICE users (such as those with reports only access) on ICE use.

(8) The AEC ICE Organization Managers will conduct bi-monthly quality control…