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Show Hi hop HILLTOP TIMES rljr i 1\42 3 Air Force Sustainment Center Goals Series No. 2: Caring for people BY BRANDICE J. O'BRIEN Tinker Public Affairs T INKER AIR FORCE BASE, Okla. — Air Force Sustainment Center senior leadership considers its people a most important asset and has expressed its commitment to caring for its personnel. In fact, they created a strategic plan goal for the 32,000-person geographically-separated workforce. It is: "Enable an adaptable, resilient, professional and highlyskilled workforce and care for our people." The goal is one of five the center is striving to achieve to become a more integrated, innovative and efficient center for the future. With the goal are four objectives: "(Gain and) maintain workforce engagement greater than 80 percent," "All wings to ensure that there are sufficient leadership trained personnel to meet projected leadership vacancies," "Achieve Voluntary Protection Program 'Star' status criteria across the AFSC by Oct. 1, 2017," and "Standardize all AFSC wings' functional training and certification plans by Jan. 31, 2015." "People are clearly a very impor- tant component of the Department of Defense and the AFSC," said United Kingdom Royal Air Force Wing Commander Jonathan Durke at Wright-Patterson Air Force Base, Ohio. Assigned to the Logistics Directorate, he is working with the strategic planning team on the development, maturation and socialization of the AFSC Goals and Objectives. When brainstorming the goal about people, AFSC senior leadership discussed the need for the military and civilian workforce to be adaptable and resilient given the challenges the DoD and specifically the AFSC faces, as well as the need to ensure that people are trained to the appropriate levels and they, and their families are cared for. Following the offsite, the strategy planning team took on the challenge to determine how to ensure achievement of this goal and meaningful and measurable objectives. The objective relating to workforce engagement set the biggest challenge across the AFSC. Seven areas were considered important to measure and manage. They include 1) levels of training, 2) professional development opportunities, 3) leadership, 4) tools to complete the job, 5) safe working environment, 6) support mechanisms in place and welfare capabilities and 7) the workforce adaptability and engagement with change and transformation. "The leadership team is taken with a number of other areas, firstly how we train our leadership and are we training them to be good leaders," said Commander Durke. "Rather than have a leadership vacancy and no one trained and losing time, efficiency and affecting the mission, we need to get personnel leadership trained so when vacancies arise we have sufficient resource." The functional training and certification objective is an additional piece to the goal. The objective is about standardizing the training plans predominantly for supply chain and maintenance personnel, which are the largest pieces to the center. Workforce engagement and the two training objectives are coled by the AFSC Personnel Directorate and AFSC Logistics Group. Safety and the culture of creating a secure work environment are also very important to the AFSC. "We already measure incident rates but there is now a require- ment for a more widespread change to meet a commercial safety standard," the commander said. "We want more of a cultural change and a campaign across the entire organization, and to make sure it's recognized by the accredited safety organization, Occupational Safety and Health Administration with its `Star' status." Overseen by Brig. Gen. Cedric George, commander of the Warner Robins Air Logistics Complex, Ga., the safety objective has a four-year deadline to ensure the center's units fulfill their responsibilities. In addition it allows enough time for OSHA to complete its ongoing and reassessment evaluations. "Every area of AFSC focuses on these issues, but the way we measure efforts at different locations varies," said Janet Johnson, AFSC Logistics Strategic Planning Branch chief and lead at Tinker. "The goal is to standardize. The data exists, but the enterprise-wide view is where the objectives are focused." In the upcoming weeks, the Hilltop Times will publish a series of three more articles introducing the rest of the goals and their counterpart objectives. OffiCialll Utah's BEST BURGER!! Left to right: Monty Lewis, AFGE 1592; Tech. Sgt Brian Russell, 75 ABW/ SCQ (Evaluation Team member); Nam Doan, 75 CEG/ CLEA (Evaluation Team member); Staff Sgt. Jeffrey Stepp, 75 ABW/SCQ (IDT member); Gary Cordon, 75 CES/CEOS (IDT member); and Col. Kathryn Kolbe, 75 ABW/CC mark the superior performers' coining. v Now in CLINTON and SLC! ONYBURGERS sALAD . WINNER BEST OF STATE UTAH 2013 lily LC 180o N clilliciii N¥ , %( lc, 11',1-NI:111 tio 1 - ti-27" - 07,44 .631 4(11.) S iN Buy any Burger or Salad and Get One FREE! Must show this coupon! Limit 1 per order Not good with other coupons or military discount. Free burger must be equal or lesser value. EXPIRES 8/31/2013 Courtesy photo RIDE From page 1 escorts to ensure riders do not have to stop for lights during the ride. They will close intersections as the ride progresses. According to a fatalities data analysis fact sheet on Utah's 'Zero Fatalities' campaign website (hap:// ut.zerofatalities.com/), 33 and 28 motorcycle-related fatalities occurred in Utah in 2012 and 2011 respectively. Woods said in each of those years, Hill AFB lost one of its own to a fatal motorcycle crash. Woods said he hasn't lost any personal friends to a motorcycle accident, but he has lost acquaintances. As such, he encourages every motorcyclist to ride defensively and to make sure that motorists see them, not taking it for granted that just because FURLOUGHS From page 1 will reduce operations considerably on these days. One exception is the base commissary, which will be closed on Mondays by direction of the Defense Commissary Agency. The impacts of the furlough will be felt across the installation because civilian employees make up about two thirds of the "total team" workforce here. Our civilians are critical they're in a motorist's line of sight that they're actually seen by the motorist. He also urges motorcyclists to take refresher safety courses. "We are never too old to become lifelong learners," Woods said. Motorcycle Safety Foundation training is normally offered several times a month by local vendors throughout the area. The Utah Department of Public Safety's website lists a number of rider skills training courses at http://publicsafety.utah.gov/ highwaysafety/motorcycleridertraining.html. Safety and risk management are a high priority for the base. The Hill Motorcycle Safety Program received accolades as one of the strongest programs in the Air Force in 2012. If the ride is delayed or canceled due to inclement weather or for any other reason, information about the ride will be recorded at 801-586-0782. members of the team and essential to everything we do. For many employees this is a significant impact to their finances. The financial loss to each employee is equivalent to a 20 percent reduction in pay during the furlough period. The Air Force estimates this equates to approximately $34 million in lost pay for Hill's employees. Whatever fiscal challenges are present, we will continue to work with our community partners to sustain our core missions and provide our nation with the cost-effective military readiness it needs. DELICIOUS FOOD GOOD VIF5ES LIVE MUSIC D avis o f c h am e r C omme r ce 16th ANNUAL ' https://www2.hill.af.mil/rss/carpool.php T of THE WN WEDNESDAY JULY Vis", 200 ipm - 7pM LAYTON COMMONS ?ARK N WASATCH DR. 4 / Tickets are $1 each or $10 for 12 Purchase tickets at the event, then redeem them at the restaurant of your choice. 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