The first quarterly JBM-HH Work Force Town Hall was held Nov. 19, 2015, at Rosenthal Theater on the Henderson Hall portion of the joint base.

1. Workforce Town Hall
19 November 2015
Joint Base Myer-Henderson Hall

2. 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

3. Opening Remarks
Mr. Glenn Wait, JBM-HH Chief of Staff
Opening Remarks

4. 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. 1.3
Customer Service
MO 2.2
Strategic
Adaptation
MO 2.3
Force Readiness
MO 4.1
Joint Basing
Visibility
MO 4.2
Integrate &
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.
D
E
E
P
F
U
T
U
R
E
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 Enablers
Knowledge Management Resourcing
LOE 4: Joint Basing
LOE 3: Infrastructure Sustainment and Revitalization
MO 3.1
Infrastructure
MO 3.2
Sustainability
MO: 3.3 Communication Strategy
MO 2.1
Business
Innovation
MO: 2.4 Communication Strategy
LOE 2: Effective BASOPS Support Services
MO. 1.1
Talent
Management
LOE 1: Professional Installation Management Workforce
MO. 1.2
Organizational
Design
MO 1.4 Communications Strategy
JBM-HH 2025 and Beyond

5. 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.

6. 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 Opportunities
2.Enhance training program and socialize awareness
3.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 Program
6.Effectively empower the workforce to create and sustain strong performers in a complex and challenging
environment
7.Enhance workforce knowledge of Career Program Requirements and Completion of Required CES Courses
8.Strengthen management talent within the workforce to meet current and evolving mission
9.Reduce Recruitment Processing Time
LOE 1: Professional Installation Management
Workforce
MO 1.1: Talent Management

7. 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 design
1.2.2 Execute TDA Change Plan & Mitigate
MO 1.2: Organizational
Design
LOE 1: Professional Installation Management
Workforce

8. 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

9. 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.

10. 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

11. 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

12. • 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

13. 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

14. CES Basic Course
(BC)
CES Intermediate
Course (IC)
CES Advanced
Course (AC)
Continuing
Education for Senior
Leaders (CESL)
Eligibility GS 1-9/equivalent
P1: Supervisors, Managers,
Team Leaders
P2: All other permanent
employees
GS 10-12/equivalent
P1: Supervisors, Managers,
Team Leaders
P2: All other permanent
employees
GS 13-15/equivalent
P1: Supervisors, Managers,
Team Leaders
P2: All other permanent
employees
GS 14-15/equivalent
P1: Permanent Army
Civilians
P2: DOD Civilian
Employees
Length Phase 1: Online dL
Phase 2: Two weeks Res
Phase 1: Online dL
Phase 2: Three weeks Res
Phase 1: Online dL
Phase 2 : Four weeks Res
Phase 1 – N/A
Phase 2 – 1 week Res
Objectives Apply leader skills
Demonstrate leader
attributes
Manage mission
accomplishment
Comply with applicable
laws, regulations, policies.
How to effective lead
subordinates
Developing self as a leader
Leading people
Develop cohesive
organizations
Managing human and fiscal
resources
Implementing change
Effective thinking and
communication
Accomplishing the mission
Preparing an organization for
the future
Leading complex
organizations in support of
national security
Managing organizational
resources
Leading organizational
change
Inspiring vision/creativity
Directing program
management
 Supporting the Joint Forces
An interactive
environment in which
senior leaders discuss
current issues and relevant
challenges facing Civilian
and Military leaders
National Security
Personnel Challenges
Strategic Thinking
Knowledge Mgt
Cultural Well Being
Next Class Open Enrollment
Centrally Funded
Taught at Fort Leavenworth
Open Enrollment
Centrally Funded
Taught at Fort Leavenworth
Open Enrollment
Centrally Funded
Taught at Fort Leavenworth
Open Enrollment
Centrally Funded
Taught 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

15. 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 Courses
Civilian Education System (CES) Equivalent Courses

16. • 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

17. CP10
Civilian HR
Management
CP11
Comptroller
CP12
Safety &
Occupational
Health
CP13
Supply
Management
CP14
Contracting &
Acquisition
CP15
Quality &
Reliability
Assurance
CP16
Engineer &
Scientist (Non-
Construction
CP17
Materiel
Maintenance
Management
CP18
Engineers
&Scientists
(Construction)
CP19
Physical
Security and
Law
Enforcement
CP20
Quality
Assurance
Specialist (Ammo
Surv)
CP22
Public Affairs &
Communications
Media
CP24
Transportation
Management
CP26
Manpower &
Force
Management
CP27
Housing
Management
CP28
Equal
Employment
Opportunity
CP/29*
Installation
Management
CP31
Education
Services
CP32
Training,
Capabilities &
Doctrine
Warfighting
Dev
CP33
Ammunition
Management
CP34
Information
Management
CP35
Intelligence
CP36
Modeling &
Simulation
CP50
Military
Personnel
Management
CP51*
General
Administration
& Management
CP53*
Medical
CP55*
Inspector
General
CP56*
Legal
CP 60*
Foreign Affairs &
Strategic
Planning
CP61*
Historians/Muse
ums Curators
CP64*
Aviation
Objective: Provide Career Management for
all 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

18. Army Congressional Fellows Program
Typical 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

19. Competitive Professional Development
House 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

20. • 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

21. Army Career Tracker
https://actnow.army.mil
GoArmyEd
Individual Development Plans
CTLD Training Website
Tools

22. Overview of the Civilian Training Management
Objective: 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

23. 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

24. 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

25. 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

26. GoArmyEd Planned Functionality by User Group
Army 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

28. 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

29. 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 the
rating cycle or within 45 days upon entry in a new position/job.
Benefits

30. 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

31. 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

32. 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

33. 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

34. 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

35. 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
Strategic Communications and Outreach

36. • 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

37. 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).

38. 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

39. 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

40. 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

41. 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

42. 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

43. • 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)