CRC_CONOPS by z1UXeXh9

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									               11/11/2011




Concept of Operations (CONOPS)




 Airman and Family Readiness Flight
Community Readiness Consultant Model




     United States Air Force

Directorate of Manpower and Personnel
 Force Sustainment Division (AF/A1SF)

              July 2006



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                                                               Airman and Family Readiness Flight
                                                   Community Readiness Consultant Model CONOPS
                                                                                        July 2006


                         Community Readiness Consultant Model

                                    TABLE OF CONTENTS



1.    Introduction

2.    Background Information

3.    Purpose

4.    Assumptions

5.    Strategy

6.    Duties and Responsibilities

7.    Appointment Authorities

8.    Performance Measure

9.    Implementation Plan


APPENDIX A - Individual Development Plan (IDP) Template

APPENDIX B - Results Management Model

APPENDIX C - Glossary of Terms




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                                                                        Airman and Family Readiness Flight
                                                            Community Readiness Consultant Model CONOPS
                                                                                                 July 2006

1. Introduction

         a. The Air Force is retooling its family support service delivery model to provide
strategic guidance to our leadership, total force members, and their families in a transforming
environment. The new Community Readiness Consultant (CRC) Model implemented within the
Airman and Family Readiness Flight (A&FRF) renders obsolete the stove-piped, menu-oriented
model which attempted to fit community/family needs into pre-existing programs. Under the
CRC model, A&FR professionals will deliver services across the spectrum of readiness-related
activities, as defined in AFI 36-3009 (draft in coordination) and by DoD Directives and Public
Law. The CRC Model supersedes the previous program delivery model.

        b. The CRC Model enhances community readiness through personal preparedness. It
partners with leadership and the community to promote the successful adaptation of Airmen and
their families to the demands of military life. In this role, it assists commanders with the overall
health and welfare of their military communities. This Model fosters a shared sense of
responsibility by partnering with formal and informal community agencies. It promotes informal
community connections, consultation with formal unit leadership, and working issues
collaboratively. The Model is a strength-based, results-focused strategy to building personal and
family readiness by delivering services to meet the immediate and long-term needs of our
Airmen, their families, their units, and the community.

2. Background

        a. Since the early 1980s, Family Support Centers have been one of the premier success
stories of how to take care of people in large organizations. Center staffs across the Air Force
worked tireless hours to ensure their communities were provided programs to support quality of
life and quickly reintegrate their people into each new community as they experienced a mobile,
military life style.

        b. The Air Force continues to evolve; operational tempo has increased 400 percent since
1989 while force structure decreased 40 percent. Desert Storm redefined how our military is
supported. After the “Storm,” Family Support Centers were tasked to provide increased
readiness services to support the community with no increase in manpower to support the
additional requirements. The sole exception was the addition of a Family Readiness NCO
position at each installation in 1997. A majority of Centers have taken cuts in their manpower
authorizations, as did the rest of the Air Force. Budgets have not increased and numerous
Centers have been forced to reorganize.

3. Purpose

         a. Under the CRC Model, family readiness professionals are integrated into the everyday
activities of the squadrons/units on their base. CRC staff is aligned with specific units, becoming
a visible part of that unit. There is no longer a “prescribed” menu of programs governing our
services. Instead, delivery of the core services required by law, DoD, and Air Force mandate is
based specifically on identified needs in each community and unit.




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                                                                       Airman and Family Readiness Flight
                                                           Community Readiness Consultant Model CONOPS
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        b. The CRC Model is a flexible tool to respond to the changing and emerging needs of
the Air Force and its community of Airmen. The Model encourages networking among unit
leaders, community members, and base agencies to establish collaborative competence in
addressing community needs to resolve problems. It will ensure cost effective utilization of
resources while meeting community needs.

4. Assumptions/Facts:

    This CONOPs establishes the guidelines/directives under which A&FRFs will operate
    Community Readiness Consultant (CRC) and Community Readiness Technician (CRT)
     SCPDs have been implemented at all A&FRFs
    Air Staff has made leadership consultation training available to all base-level “Family”
     staff
    Some commands have offered expanded CRC training


5. The CRC Service Delivery Model Strategy: The CRC model includes the following
components:
       a. Leadership Consultation: The purpose of unit leadership consultation is to create
partnerships with unit leaders to identify unit strengths and address concerns and issues that may
impact the personal readiness and retention of their people.
        b. Unit Assessment and feedback: Performed by CRCs to obtain information from
leadership and unit members on the issues of concern. Information is used to develop unit
service plans with unit leadership and input from other key individuals and groups to define
desired results and services needed. Assessment tools/strategies include, but are not limited to:

        Unit Assets Inventory (UAI)

        Air Force Community Assessment survey

        Community Assets Inventory (CAI)

        Focus Groups

        Written questionnaire

        Informal Conversations with Unit Leadership

        Discussions/Observations

        Discussions with unit spouse groups, such as Key Spouses

        Integrated Delivery System-Community Assessment Tool (IDS-CAT)




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                                                                       Airman and Family Readiness Flight
                                                           Community Readiness Consultant Model CONOPS
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       c. Comprehensive Customer Service Approach:
        (1) Center-based service delivery: Focuses on the tasks associated with effective and
efficient direct service to customers in the Center; should be interactive in nature, display
enticements for accessing resources, and designed to assure:

        Customers immediately see the resources available to them when they enter

        The customer service waiting area is incorporated as part of the resource center with
         informative brochures, books, etc., and computers for customer use

        Walk-in customers have immediate access to a staff member to begin an assessment
         process or to access self-service information

        Wait times are minimal for referral to professional staff members if assessment
         indicates the need for one-on-one consultation
        (2) Unit-based service delivery: CRCs assigned to units will plan, implement, and
evaluate services at the unit level through face-to-face interactions and partnership with
leadership. The CRC will encourage a team approach to deliver services by collaborating with
other CRCs, CRTs, formal and informal agencies (on and off base) and members of the
Integrated Delivery System (IDS). Four key features distinguish unit-based service delivery:

        Work directly with units

        Services/activities are based on Airman and family strengths, concerns identified by
         unit leadership, and through evaluation results

        Services/activities give priority to prevention and early intervention efforts; other key
         players and agencies will be brought in to help design and support plans and activities

        Assist unit leaders in addressing critical personnel and family concerns and issues
       d. Education: Designed to target early prevention and intervention efforts.
Collaborative partnerships with other key players will be utilized to help design and support
programs, plans, seminars, and activities
     e. Virtual information and referral services: Basic services available to the
community population 24/7/365. Service delivery strategies include, but are not limited to:

        Military One Source

        Military Homefront

        Air Force Crossroads

        Air Force Portal

        Air Force Personnel Center web site




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                                                                         Airman and Family Readiness Flight
                                                             Community Readiness Consultant Model CONOPS
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       f. Community Capacity Collaboration and the Integrated Delivery System (IDS)
Team: Community Capacity is the collaborative ties and networks among unit leaders, agency
personnel, community associations, and informal groups that promote a sense of shared
responsibility and collective competence for addressing personnel and family concerns and
promoting the safety and well-being of community members. The IDS is an integral partner in
accessing resources and providing services to units that address needs/issues identified by CRCs.
       g. Family Integrated Results and Statistical Tracking (FIRST): The A&FRF data
system for gathering demographic customer profiles, developing service delivery plans for
individuals, tracking program participation, compiling report data, and providing results
management information on the effectiveness of services to individuals.
        h. Core Compliance Assurance : A&FRF staff need to ensure an 80% knowledge level
of all core services provided by the A&FRF. Someone on the A&FRF staff must maintain
expertise in each core service delivery area – the 100% knowledge piece required to deal with
the more complicated issues. Therefore, service delivery integrity will be assured by assigning
CRCs with areas of responsibility as a Core Compliance Expert (CCE) for
employment/transition, relocation, financial education/assistance (including Air Force Aid),
personal & family readiness, and personal & family life education. A CCE may be assigned
more than one area of responsibility. The CCE will be responsible for in-depth knowledge of
their Core Compliance subject area, obtaining certifications as applicable, insuring current
information and on-the-job-training is given to CRCs, compiling recurring reports in their core
area as assigned, and for ensuring the A&FRF is continually prepared for a Unit Compliance
Inspection, Operational Readiness Inspection, or other inspections by higher headquarters.

        i. Battle Rhythm: A&FRF service delivery should be synchronized with the immediate
and anticipated activities of the installation mission, special events, holidays, contingencies, PCS
rotations, AEF deployments, and the normal flow of military life cycle events. By
synchronizing schedules, the A&FRF is able to plan when surges in focus on a particular area of
service delivery is required, i.e., focusing all the resources of the staff to support an AEF rotation
or return. A chart prominently displayed in the A&FRF will show staff when they need to plan
for surge requirements and will ensure leadership knows your commitment.

6. Duties and Responsibilities:

       AF/A1SF will:
        Provide policy on the CRC Model implementation
        Plan for and allocate resources to support the CRC Model
        Brief leadership on the CRC Model
        Consolidate and disseminate recommendations relating to community and family of
          Airmen issues, needs, and trends

       AFPC/DPSOA will:
        Brief leadership on the CRC Model
        Ensure operational guidance is provided
        Develop and provide appropriate training for complete implementation and
         sustainment of the CRC Model


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 Establish Compliance and Standardization Requirement Lists (C&SRL) for use
  during inspections of A&FRFs
 Monitor CRC Model compliance
 Establish and review A&FRF outcome measures
 Provide Staff Assistance Visits, as required
 Develop and maintain state of the art technology to support operational requirements
 Identify, report, and provide recommendations relating to community and family of
  Airmen issues, needs and trends to AF/A1SF

MAJCOM Family Matters will:
 Ensure leadership is briefed on the CRC Model
 Provide advisory services to leadership at all levels and to base A&FRFs as required
 Additional requirements may be added by MAJCOM leadership
 Other requirements are TBD

A&FRF Flight Chief will:
 Brief base and unit leadership on the CRC Model
 Ensure appropriate training is provided and documented to all A&FRF staff on the
  CRC Model to ensure understanding and/or proficiency in delivering services; a
  sample Individual Development Plan (IDP) is at Appendix A
 Ensure all staff have working knowledge of all A&FRF service areas
 Ensure Comprehensive Customer Service is delivered as defined in this CONOPS
 Ensure all A&FRF staff are on the appropriate Air Force Standard Core Personnel
  Documents (or NSPS as appropriate)
 Mentor and coach Center staff
 Assign staff to specific units
 Assign CCE duties to CRCs and ensure notation on their SCPD
 Ensure the CCE stays current and knowledgeable about their Core Compliance area
  of responsibility
 Provide centralized oversight of unit service plans development and implementation
 Establish outcome measures for the Flight
 Partner with IDS team to establish community outcome measures
 Ensure issues falling under scope of other base agencies are referred for necessary
  action; conduct follow-up as needed
 Liaison with leadership to evaluate the effectiveness of CRC services
 Ensure compliance with the C&SRL, AFIs, DoDI’s, etc.
 Provide to leadership a comprehensive overview of installation issues/concerns
  (including GSUs, Guard and Reserve AORs) that can be used to facilitate community
  capacity development
 Identify, report, and provide recommendations relating to community, Airmen and
  family issues, needs, and trends to AFPC/DPSOA

Team Leads (where applicable) will:
 Ensure Comprehensive Customer Service delivery is provided as defined in this
   CONOPS


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                                                                      Airman and Family Readiness Flight
                                                          Community Readiness Consultant Model CONOPS
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        Fulfill CCE duties as assigned
        Develop a comprehensive overview of installation issues/concerns (including GSUs,
         Guard and Reserve AORs) that can be used to facilitate community capacity
         development with IDS agencies; provide to leadership as required

       CRCs will:
        Provide Comprehensive Customer Service delivery as defined in this CONOPS
        Establish a relationship with assigned units
        Assess unit concerns, strengths and resources
        Lead in development of a unit service plan
        Implement and monitor unit service plans
        Evaluate results for the unit and its people
        Ensure A&FRF leadership has a comprehensive overview of the issues/concerns
         affecting their assigned unit(s)
        Sustain a unit support and resource network
        Work jointly with fellow staff members/community agencies on community readiness
         issues/activities
        Maintain at least 80% expertise in all service delivery areas
        Fulfill CCE responsibilities as assigned and ensure 100% expertise in those areas;
         train/mentor/coach the A&FRF staff in those areas

       CRTs (where applicable) will:
        Provide Comprehensive Customer Service delivery as defined in this CONOPS
        Support service delivery in units as assigned
        Maintain 80% expertise in all service delivery areas

       Readiness NCOs will:
        Assist unit CRCs to support deployment related activities/services
        Support community agencies on joint community readiness activities
        Assist Readiness Core Compliance Expert with their responsibilities


7. Performance Measurements: The Results Management model at Appendix B will be used
as a decision-making and resource allocation strategy that identifies and prioritizes community
results and ties services and activities to outcomes and return on investment.

8. Implementation Plan: This CONOPS is effective upon receipt.




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                                                                      Airman and Family Readiness Flight
                                                          Community Readiness Consultant Model CONOPS
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APPENDIX A
Community Readiness Consultant/Technician Individual Development Plan (IDP) Template

A Training Record is to be developed for each individual staff member and added as a permanent
record in the individual’s AF Form 971, Supervisor’s Employee Brief. The Training Record is
an electronic file that can be changed to include local training requirements. This draft template
was developed as a tool for management to ensure a system is in place for adequate training of
staff and a record of that training is maintained. It should be adapted to fit local needs.




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                                                                              Airman and Family Readiness Flight
                                                                  Community Readiness Consultant Model CONOPS
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COMMUNITY READINESS CONSULTANT/TECHNICIAN
INDIVIDUAL DEVELOPMENT PLAN (IDP)
Employee Name____________________________
Start Date for training________________________
Item       Activity                                                             Intro   Perform     Emp.      Trainer
                                                                                Level   Level       Initial   Initial
           PERSONAL AND FAMILY READINESS
1.         Pre-deployment Preparation
            Briefings, Readiness Fairs, Mobility Processing, PDF lines
2.         Newsletters
3.         Video Phone
4.         E-mail/Video Clips
5.         Morale Call Program
6.         Key Spouse/Spouse Support Groups
7.         Town Hall Meetings
8.         Return and Reunion Preparation (Home & Deployed Location)
           (Classes/CD/Video)
9.         Special AFAS programs: (Give Parents a Break, Car Care Because We
           Care, Phone cards, etc.)
10.        ALS Briefing/FTAC Briefing
11.        Readiness resources
12.        AFI 36-3009, DODD-1342.17
13.        Compile, review, and analyze Readiness trend data

Item       Activity                                                             Intro   Perform     Emp.      Trainer
                                                                                Level   Level       Initial   Initial
           RELOCATION
1.         Smooth Move Program
      a.    Overseas
      b.    Stateside
2.         Remote Tour Preparation
      a.   Married Personnel
      b.   Single Personnel
3.         Sponsor Training
      a.   Sponsorship Training
      b.   Intro Manager/Monitors
      c.   Sponsor kits
4.         INTRO and Newcomer’s Program
5.         FTAC Briefing
6.         SITES
7.         Base brochures/videos
8.         MPF Coordination
9.         One-on-One briefs
10.        Relocation Resources



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                                                                   Community Readiness Consultant Model CONOPS
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Item       Activity                                                              Intro   Perform     Empl      Trainer
                                                                                 Level   Level       Initial   Initial
           TRANSITION
1.         Review TAP guidance
      a.   Mandatory Pre-Separation Counseling
      b.   Individual Transition Plan development
      c.   TAP Seminar and DoL coordination
      d.   DD FORM 2586 (Verification of Military Experience)
      e.   Memorandum of Understanding with DoL and DVA
2.         MPF Coordination / Virtual Out-processing Procedures
3.         DoD Quarterly Reports (Report & Criteria Needed For
           Tracking)
4.         Exit Surveys
5.         Interaction with community agencies (Chamber of Commerce,
           human resource professionals, etc)
6.         Job Postings
7.         Resource Room
8.         DoD Job Search Website And Related Websites

Item       Activity                                                              Intro   Perform    Empl       Trainer
                                                                                 Level   Level      Initial    Initial
           EMPLOYMENT ASSISTANCE
1.         Customer Needs Assessment
2.         Assessing local market information
3.         Collaboration with on and off base agencies
4.         Career-related workshops (facilitation and materials)
5.         Resume development and review
6.         Job database and referrals
7.         Web-based tools
8.         Follow-up

Item       Activity                                                              Intro   Perform     Empl      Trainer
                                                                                 Level   Level       Initial   Initial
           FINANCIAL MANAGEMENT
1.         Basic Budgeting
2.         PFMP Workshops (facilitation and materials)
3.         Collaboration with commanders and first sergeants
4.         Integration with other FSC functions/activities
5.         Computer resources
6.         Financial Intake System
7.         Certification requirement (in general or as needed for CCE)
8.         Interaction with off-base agencies
9.         Unit financial specialists
10.        Review of AFAS Guidance/Handbook and AFI
           - Complete AFAS web based training
11.        Customer assessment
12.        Database of resources/referrals; use of web-based resources



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                                                            Community Readiness Consultant Model CONOPS
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Item    Activity                                                          Intro     Perform     Empl         Trainer
                                                                          Level     Level       Initial      Initial
        INFORMATION AND REFERRAL
1.      Customer assessment
2.      Database of resources/referrals; use of web-based resources
3.      Computer resources
4.      Marketing (newsletters, flyers, e-mail dissemination, etc)
5.      Conducting follow-up
6.      GSU Support
7.      Military One Source, AF Crossroads, Military Homefront, and
        other virtual support systems

Item    Activity                                                          Intro     Perform     Empl         Trainer
                                                                          Level     Level       Initial      Initial
        VOLUNTEER RESOURCES
1.      Volunteer recruitment, interview, assessment, and placement
2.      Volunteer Tracking
3.      Local awards/recognition
     a. Quarterly Awards
     b. Annual Awards
4.      Volunteer Excellence Award
5.      National Volunteer Week
6.      Other Awards
7.      DoDI 1100.21, AFI 36-3009

Item    Activity                                                          Intro     Perform     Empl         Trainer
                                                                          Level     Level       Initial      Initial
        PERSONAL & FAMILY LIFE EDUCATION
1.      Customer Assessment
2.      Interaction with on/off base agencies
3.      Facilitation of workshops
4.      Facilitation of Support Groups
5.      Leadership Consultation

Item    Activity                                                          Intro     Perform     Empl         Trainer
                                                                          Level     Level       Initial      Initial
        UNIT CONSULTATION
1.      Establish a relationship with unit(s)
2.      Assess unit concerns, strengths and resources
3.      Co-develop unit service plan
4.      Implement and monitor unit service plan
5.      Evaluate results for unit
6.      Sustain a unit support and resource network

Item    Activity                                                            Intro     Perform      Empl        Trainer
                                                                            Level     Level        Initial     Initial
        COMMUNITY ACTION INFORMATION BOARD (CAIB)
1.      Role of CAIB (AFI 90-501)
2.      Role of Integrated Delivery System



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Item     Activity                                                              Intro     Perform   Empl      Trainer
                                                                               Level     Level     Initial   Initial
         ADMINISTRATION
1.       FIRST, UAI, etc. familiarity and usage
2.       Review of Unit Compliance Inspection Checklist
3.       Resource Room procedures

Item     Activity                                                              Intro     Perform   Empl      Trainer
                                                                               Level     Level     Initial   Initial
         CRISIS ASSISTANCE
1.       Role in Emergency Family Assistance Control Center (E-FACC)
2.       Repatriation assistance
3.       Disaster Assistance procedures
4.       Review base level A&FRF OPLAN

Item     Activity                                                              Emp.      Trainer   Sched     Com
                                                                               Initial   Initial             p
         RECORD OF PERFORMANCE RELATED ACTIVITIES
1.       Briefings (attendance, review briefings materials, preparation))
2.       Observations (observe subject matter experts)
3.       Conferences (relevant local and national conferences)
4.       Developmental Assignments to include formal trainings
5.       Participation/Performance


     ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
     Introduction training completion date: ________________________
     (Introduction training completion date NTE 6 months from start date)

     Employee signature _____________________________

     Team Lead Signature (if applicable) ___________________

     Flight Chief Signature _______________________


     ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
     Performance level completion date:________________
     (Performance level completion date NTE 12 months from start date)

     Employee Signature ________________________________

     Team Lead Signature (if applicable) __________________________

     Flight Chief Signature __________________________




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                                                                     Community Readiness Consultant Model CONOPS
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APPENDIX B
Results Management Model


                  AF Community Readiness Model


                Safety                                Personal Preparedness

                                                           Sense of Community

         Health and Well Being                             Family Adaptation

            Spiritual Well Being

                                     Community
                                      Readiness

           Formal                                                  Formal Unit
          Community                                                Leadership
           Agencies
                                       Informal
                                      Community
                                      Connections
                                                                        One Force-One Community




RESULTS MANAGEMENT SHOULD:
        Shift focus from “programs” to results-designed activities
        Ensure community needs are addressed through activities and services
        Involve the entire community in identifying and responding to local needs
        Identify outcomes prior to allocating resources


RCOMMUNITY RESULTS:
Safety                             The success to which members and their families live free from
                                   violence and abuse, as demonstrated by the extent to which they
                                   are able to move about in their internal and external
                                   environments without intimidation or fear of physical or
                                   psychological harm.

Health & Well Being                The degree to which members and their families remain free
                                   from preventable health-related conditions and illnesses,
                                   including avoidance of alcohol and drug-related conditions and
                                   events, and other risk behaviors.

Spiritual Well Being               The degree in which members and their families experience a
                                   sense of inner strength than fulfillment. Examples of this can


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                        include utilization of Chapel counseling services, participation
                        at various religious activities, etc.

Personal Preparedness   The extent to which Air Force members value and adhere to
                        military traditions and institutional values; perform duties with
                        professionalism, dedication, and competence; meet unit
                        requirements; evidence commitment to Air Force as an
                        institution, and succeed in enlisting the support of their family
                        in helping them meet their commitments.

Sense of Community      The extent to which members and their families express pride
                        in their base community, feel welcomed and treated fairly by
                        citizens in the local civilian community, and find the
                        community a desirable place to live and raise a family.

Family Adaptation       The degree to which families exercise prudent financial
                        management and meet their financial obligations, remain
                        invested in and committed to one another, and successfully
                        manage their relationships as a family unit within the Air Force
                        system.


KEY PLAYERS IN ACHIEVING COMMUNITY RESULTS

Formal Community        Includes base-level community agencies and local civilian
Agencies                agencies. These agencies address the support needs of
                        individuals and families, and sponsor activities that provide
                        citizens with opportunities for meaningful participation in the
                        collective life of the community. Examples of Community
                        Agencies: Life Skills, Military Personnel Flight, Chaplain,
                        American Red Cross, Social Services, Chamber of Commerce,
                        etc.

Informal Community      Members reach out to make connections with one
Connections             another, exchange information and resources, and when needed,
                        help others to secure support from community programs and
                        support services. Mutual exchanges and reciprocal
                        responsibility is the cornerstone of informal ties. Examples:
                        Friends, family, relatives, neighbors, spouse organizations,
                        group associations, etc.

Formal Unit             Base and unit leaders promote connections between members
Leadership              and families in their units, demonstrate knowledge and skill in
                        helping members and families in their units, demonstrate
                        knowledge and skill in helping members and families balance
                        work and family issues and cope with the Air Force demands,
                        and help members and families secure support services.




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                                                                                                  Airman and Family Readiness Flight
                                                                                      Community Readiness Consultant Model CONOPS
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                          Applying Results Management

           CommunityNeeds                                              Activities/Processes
           (defined through                                           (What will it take to get the
                                                  4                         desired results?)
           assessments)
                                                                 Outcome Measurements

                          1                                                      3

       Desired Community Results
   •   Safety                                                   Desired Customer Results
   •   Health and Well-Being
                                                   2                      (Formal and Informal)
   •   Personal Preparedness
   •   Sense of Community
   •   Family Adaptation
   •   Spiritual Well-Being




             Applying Results Management to a
            Macro Issue – Transformation Process
  COMMUNITY                        CUSTOMER RESULTS:                                    COMMUNITY
   RESULTS:                    What are formal community agencies,                     PARTNERSHIPS:
What does the Family           informal community connections, and
                                                                                     What on/off-base partners
Matters community              formal unit leadership targeted results?
                                                                                      (agency and staff) are
want to accomplish?                                                                  needed to implement the
                                                                                         transformation?


                                    RESULTS
                               MANAGEMENT FOR A
FOLLOW-UP;                        SUCCESSFUL                                            ACTIVITIES:
  changes as                    TRANSFORMATION                                         What activities will
 appropriate.                                                                          drive the targeted
                                                                                            results?



                                       MONITOR &                                         RESOURCES:
ACHIEVEMENT:                        EVALUATE: (Metrics)
Are the desired results                                                                   What additional
                                   How will Community Results,                        resources are required to
  achieved; how is it            Customer Results and Activities be
                                      monitored and evaluated
                                                                                        achieve the targeted
 making a difference?
                                  for a successful transformation?                            results?




NOTE: A COMPLETE BRIEFING ON RESULTS MANAGEMENT IS
LOCATED ON THE AFPC AIRMAN, FAMILY AND COMMUNITY
OPERATIONS WEB SITE




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                                                                        Airman and Family Readiness Flight
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APPENDIX C
GLOSSARY OF TERMS

Battle Rhythm (as related to the mission of the A&FRF): Synchronization of A&FRF service
delivery with the immediate and anticipated activities of the installation mission, special events,
holidays, contingencies, PCS rotations, AEF deployments, and the normal flow of military life
cycle events.

Community Results Management: A decision-making and resource allocation strategy that
identifies and prioritizes community results and ties all activities and services to measurable
results and ensures cost effective utilization of resources while meeting community needs
through targeted outcome results and measures.

Community Readiness Consultant Model: The CRC Model is designed to enhance
community readiness through personal preparedness via strength-based, results-focused service
delivery. The Model partners with leadership and the community to promote the successful
adaptation of Airmen and families to the demands of military life.

Community of Airmen: Indicates all the members of the community serviced by the A&FRF;
includes active duty of all branches, DoD civilians, Guard, Reserve, retirees, and immediate
family members of all.

Total Force Airmen: Members of the active duty Air Force, Air National Guard, Air Force
Reserve, and Air Force civilian employees.




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