Programs

 







Army Communities of Excellence Program

The ACOE program is an Army-wide annual award competition that recognizes excellence at installations/communities by assessing all components and dimensions of installation management consistent with the tenants outlined in AR 5-1, Total Army Quality Management.

Based on the Malcom Baldrige criteria for performance excellence, the ACOE program helps participating Army installations focus on providing excellence in facilities, services, and program support to Soldiers and their Families.

The Baldrige Criteria for Performance Excellence

  • Category 1: Leadership – "Setting Direction"
  • Category 2: Strategic Planning – "Planning for Success"
  • Category 3: Customer Focus – "Understanding the Voice of the Customer"
  • Category 4: Measurement, Analysis & Knowledge Management – "Managing by Fact"
  • Category 5: Workforce Focus – "Empowering & Engaging the Workforce"
  • Category 6: Operations Focus – "How Work Gets Done"
  • Category 7: Results – "Performance Levels, Trends, Comparisons, and Integration"

Fort Knox ACOE Competitive History

1996 – TRADOC "Top 3" - $100K Award
1997 – TRADOC "Top 3" - $100K Award
1998 – TRADOC "Top 3" - $100K Award
1999 – TRADOC "Top 3" - $100K Award
2009 – IMCOM "Bronze Medal" - $250K Award
2010 – IMCOM "Honorable Mention"
2012 – IMCOM "Exemplary Practice" - $25K Award
2014 – IMCOM "Bronze Medal"

For more information about the ACOE program and the Malcom Baldrige criteria, please call (502) 624-3179.








Army Stationing

Army Stationing requires planning, studying, coordinating and authorization. Army Regulation (AR) 5-10: Management Stationing outlines the steps needed. The Army strategic planning process (ASPP) provides the senior Army leadership’s strategic vision and POM functional area long-range goals of 10 to 20 years. Stationing timelines plan major construction for 5 years out and actions requiring no MILCON should have a minimum of 12 months. All feasible alternatives need to be studied using the staff-study methodology. Reporting and staffing are covered in AR 5-10 along with special BRAC directives.








Installation Status Report

The Installation Status Report includes 4 main areas: Services, Cost, Infrastructure and Natural Infrastructure

  • Installation Status Report Services and Cost (ISR-S and ISR-S/SBC)
    • The purpose of ISR–S and ISR–S (SBC) is to evaluate the cost and quality of service delivery performance for base support services provided at each Army base. These components assess cost, quantity, and quality of services provided to organizations and individuals associated with Army bases. ISR–Services and ISR–Services Cost are used in the Standard Service Costing model to calculate cost estimating relationships (CER) that are used in the Base Operations Support Requirements Model (BRM) to program base operations funding.
  • Installation Status Report Infrastructure
    • The ISR Infrastructure is designed to give base commanders and staff a summary-level evaluation of the mission, quality and quantity ratings, and the costs to maintain, improve or replace those portions of a Base’s infrastructure that are reported by ISR.
    • Visibility at the facility level of detail allows headquarters to view information to make decisions about funding, Military Construction projects (MILCON) and stationing actions.
  • Installation Status Report Natural Infrastructure
    • ISR-NI is designed to provide leaders at all levels (base and HQDA) with a decision support tool that links performance indicators to Mission Support, Sustainability and Environmental Quality programs. ISR-NI is an objective analysis of a reporting organization’s ability to support mission requirements based on the availability and quality of air, water, land, and energy resources. The data will provide the information necessary to assist in identifying deficiencies in environmental programs, planning for resources, and improving mission readiness status and environmental compliance.

Common Levels of Support

Common Levels of Support (CLS) is similar to the Installation Status Report Services and Service Based Costing data. CLS capability levels and performance metrics are a method of allocating limited resources to service support programs based upon the approved degradation of a services performance to all Army Activities at all Installations as approved by the Senior Executive Leadership which has members of all Commands represented. CLS Measures include Output Measures – which measure service performance level and Outcome Measures – which provide the customer view of service performance.

For more information on Installation Status Report and Common Levels of Support, call (502) 624-3331.








Interactive Customer Evaluation (ICE)

Interactive Customer Evaluation (ICE) is an automated means to capture feedback on various installation services. All of the ICE standard questions are designed to provide insight on the overall customer satisfaction by rating the customer's total experience.

The results from the questionnarie are used to track ratings in order to help find areas that need improvement. In addition, good suggestions that are submitted are frequently acted upon. The overall satisfaction also determines whether or not a service provider manager receives a satisfied or dissatisfied comment card submission from ICE.

ICE is accessible through many ICE kiosks scattered around the installation, and online through various Fort Knox websites. The ICE system will be monitored daily to ensure customers requesting a reply will receive their response within 3 working days.

Let your voice be heard - put it on ICE!

For more information, call (502) 624-3162.








Lean Six Sigma

Lean Six Sigma is two business initiatives. Lean refers to performing a process in the quickest, most efficient manner. Actions such as reducing warehousing expenses, using procurement consolidation to reduce expenses, and things that have a cost savings. Six Sigma refers to the ability to produce a quality product. Cost savings come from elimination of product rework and profit from customer loyality. For more information, call (502) 624-3331.








Strategic Planning and Integration

Strategic planning and integration is the process by which managers envision their organization’s future and develop the necessary procedures and operations to achieve that vision. It is a continuous and systematic effort to determine and meet the future needs of customers. It focuses and aligns all efforts within an organization on core competencies, key strategies, and actions that must be taken to achieve success. This ability to focus and align all organizational processes toward a common end is the most powerful element of the strategic plan. The Fort Knox Garrison utilizes the following strategic planning process:

The Plans, Analysis & Integration (PAI) manages the strategic planning & integration process for the Garrison Command Group. Strategic planning sessions are held semi-annually and the Garrison plan is updated annually. The plan is a living document that provides a roadmap for current decisions while maintaining the overall focus on long term, continuous improvement. It links and aligns the Garrison’s vision, mission, goals, and objectives with the IMCOM Campaign Plan (IMCP) and it is the basis for development and implementation of defined Lines of Effort (LOE). Supporting Keys to Success (KTS) and initiatives further aimed our effort to obtain measurable performance results.

The Fort Knox Garrison's strategic plan is aligned to the four Army Strategic Imperatives:

  • Sustain our Soldiers, Family and Army Civilians.
  • Prepare our Soldiers for success in the current conflict.
  • Reset expeditiously for future contingencies.
  • Transform to meet the demands of the 21st Century.

For more information on Strategic Planning & Integration, call (502) 624-3179.




Contact Information

Fort Knox Plans, Analysis & Integration Office
Fort Knox, Kentucky 40121