1. Slide 1 Fort Detrick Sustainability Planning Workshop #1 – Out Brief 1 Jul 08

2. Slide 2 Business Practice Team Draft Sustainability Goals

3. Slide 3 Business Practices Team Challenge Statement: We must seek continuous improvement in everything we do by embracing systems thinking and breaking down organizational barriers to change.

4. Slide 4 Team Scope Macro Process that effect total ownership costs or result in duplication of costs/efforts Macro Process: a process that crosses more than one organization and/or type of funding, that is critical to mission accomplishment

5. Slide 5 5 Significant Issues 1. Lack of Systematic process to identify cross- jurisdiction agreements may result in missed opportunities. 2. Maximum waste reduction/elimination cannot be achieved unless addressed during goods and services procurement process. 3. Duplicate capabilities/process among mission partners result in missed opportunities to leverage procurement of common items and realize economies of scale.

6. Slide 6 4. Improved coordination in continuous improvement process (LSS, Baldrige, BS, MEO, EMS) results in better use of employees time. Benchmarking Learn from others 5.If procurement requirements are not met then the following is impacted: Efficiency Community Mission Budget

7. Slide 7 6.Development on Ft. Detrick is increasing water demands leading to an increase need to obtain water outside the post. 7.Transition of Forrest Glen ( along with all BRAC gains and any other new Mission Partners) increases demand/pressure on service and Garrison Management overhead areas. Staff /resource levels may not keep pace with workload increase. 8.Lack of emphasis on Procurement requirements increase timeliness and results in inability to meet targets and/or compliance regulations.

8. Slide 8 9.Lack of timeliness in work order process can result in loss of dollar to complete project. 10.If reimbursement process does not capture all costs they have to be made up from Garrison funds. 11.If service recipient does not have adequate funds to reimburse for service they have to be made up from Garrison funds. 12.If support agreements are not fully defined/do not capture all services then process does not capture all costs.

9. Slide 9 The following are long term goals and most should be accomplished sooner than 25 years. Time Frame

10. Slide 10 Goal 1 – Timely and Efficient Procurement Process Description: Includes all phases of credit card procurement and (as a minimum) the requirements identification phase of contracted procurements, to ensure a maximum reduction of waste. Objectives : – Maximize green buying – Schedule delivery – IDIQ purchases – Centralize bulk purchase – Just in time pull system – Emergency purchase system in place for underestimation – Complete requirement packages – Training/Education 10

11. Slide 11 Goal 2 – Accurate and Complete Support Agreement Process Description: Includes, but is not limited to, the following: inter-service and intra-government support agreements, MOUs, MOAs, and Mutual Aid Agreements. Shall be well documented, in full compliance with applicable laws and regulations, and fiscally responsible. Objectives: – To establish reoccurring dialog with city, county, state agencies and FT. Detrick to identify future opportunities that may have missed to document the process of approval to release a mutual aid agreement. – To establish reoccurring dialog on post to identify future opportunities that may have missed to document the process of approval to release a mutual aid agreement. – Periodically assess how cost are distributed to customers. 11

12. Slide 12 Goal 3 – Improve Coordination of Continual Improvement Process Description: To more efficiently use employees time. To include but not limited to the following: LSS, Baldrige, Balance Scorecard, MEO, EMS, and VPP. Objective: – Develop corporate database of metrics. – To complete the current Lean Six Sigma study for the work order process and implement recommendations. – Identify other LSS/Continuous Process Improvement studies 12

13. Slide 13 Team Name: Business Practice Champion: Dennis Babb Team Leader: Dennis Babb and Jean Diercks OrganizationSpecific Individual (s)Contact Information USAMRAAGene G. Stitely3-2249 Office of the SJAJeff Miller3-2065 USAMRIIDGareth Buckland3-4710 USAG-SEIPOBlair Bannon3-3443 USAG-RMJean Diercks3-1316 USAG-RMKim Murphy3-3251 6MLMCLaura Thomas3-7715 USAG-RMDennis Babb3-3291 Frederick County Economic Development Helen Riddle301-600-1899 Team Membership

14. Slide 14 Team Name: Business Practice Champion: Dennis Babb Team Leader: Dennis Babb and Jean Diercks OrganizationSpecific Individual (s)Contact Information USAG-EMODoug Mayles3-0023 USAG-EMOJennifer Adkins3-3169 USAG-IRACRandy Andrews Frederick County Economic Development Laurie Boyer USAMRAA/Policy GroupBurnie Clutz3-2395 Team Membership

15. Slide 15 Backups

16. Slide 16 Major Activities Included Procurement Reimbursement for services Support Agreements (ISSAs, IGAs) Work Order Process (non-garrison entities) Cross-Jurisdictional Agreements (i.e. utilities, emergency services mutual aid) Continual Improvement Processes (Strategic Plan, Lean Six Sigma, EMS) 16