UNITED STATES NAVAL ACADEMY

STRATEGIC PLAN

First Update

 

STATEMENT OF POLICY

This strategic plan is the foundation from which all future Naval Academy policy decisions will be based. This plan provides constancy of purpose and detailed strategies to achieve our vision of the future. It will .capitalize on our many strengths, stimulate innovation and integrated process improvement in an ever changing environment.


SIGNATURE LINES:

Commandant of Midshipmen
Director of Athletics
Chief of Staff
Command Chaplain
Academic Dean and Provost
Dean of Admissions
Deputy for Management
Superintendent

TABLE OF CONTENTS
Mission
Vision
Guiding Principles
Methodology
Goals/Strategies/Objectives
--Goal 1
--Goal 2
--Goal 3
--Goal 4
--Goal 5

 

MISSION

The mission of the Naval Academy is:

To develop midshipmen morally, mentally, and physically and to imbue them with the highest ideals of duty, honor and loyalty in order to provide graduates who are dedicated to a career of naval service and have potential for future development in mind and" character to assume the highest responsibilities of command, citizenship, and government.

VISION

We are the United states Naval Academy.

We serve the nation as its premier undergraduate institution that produces motivated officers imbued with the highest ideals of leadership and professionalism. The fleet recognizes us as the standard bearer in officer accession.

We are a TEAM that provides a total quality education which fully integrates a curriculum of academic studies; athletics, leadership, and ethics.

We challenge each midshipman to achieve his or her full potential in mind, body, and spirit. We provide a comprehensive support system to ensure individual growth and success.

We value the cultural and ethnic diversity of our men and women.

We, the people of the Naval Academy TEAM, are the cornerstone of our reputation for excellence. We provide a supportive work environment that promotes personal growth and excellence. We take pride in producing the highest quality officers for the fleet.

GUIDING PRINCIPLES

Quality-
We are committed to the philosophy of Total Quality Leadership in everything we do. We support a focus on our customers; continuous improvement, growth and learning; attention to individual needs; and promotion of personal excellence.

Unity of Purpose-
We are united in our vision and the accomplishment of our mission.

Accountability-
We are committed to accountability for process improvement and individual quality performance.

Loyalty-
We are patriots, dedicated to the highest principles of inter¬ personal and organizational trust, honor, and loyalty while maintaining ethical conduct.

Integrity-
We are committed to integrity in all our actions, words, and deeds. Only through the courage of our convictions, tempered with a sense of personal honor, humility and ethical behavior, can we achieve our goals.

Teamwork-
We are committed to the principles of teamwork, selfless service, professionalism, mutual respect, trust, free and open communications, concern for the well-being of the individual, and an appreciation for cultural and gender diversity.

You-
You are an essential part of the quality process; YOU can make a difference!

METHODOLOGY

APPROACH:

Strategic planning helps leadership mold an organization's future and manage positive change. strategic planning focuses leaders on the methods to achieve an ideal vision (what the organization should be and could be) 10-20 years in the future, whereas long range planning may only mean one year in the future or the next budget submission. strategic plans are developed at the very highest level and deployed throughout the organization. The leadership first explores and agrees upon the mission, vision, and guiding principles; and this forms the foundation for the strategic plan. The mission defines the reason for our existence, the vision describes where we are headed, and the guiding principles guide our behavior on the journey to that vision. Following the development of this foundation, the next step is to develop goals, strategies, and objectives that will enable the organization to bridge the gap between the present and the future organization as described in its vision.

The Naval Academy has followed the CNO's strategic planning approach as outlined below.

The CNO's implementation and evaluation of the USNA Strategic Plan is a feedback loop with these steps:

  1. Pre-planning activities take place.
  2. An organizational audit occurs.
  3. The audit feeds into the USNA Mission, Vision, and Guiding Principles, which are collectively called the Strategic Foundations.
  4. The Strategic Foundations feed into a gap analysis.
  5. The gap analysis produce the USN strategic goals, strategies, and objectives, which are the Strategic Plan.
  6. The Strategic Plan undergoes a performance audit which then cycles back to the pre-planning activities.

DEVELOPMENT

The Naval Academy's mission, vision, and guiding principles are the foundation of the strategic plan and were developed by USNA'~ leadership during the first strategic planning conference in the winter of 1991-1992. The goals, strategies, and objectives were then developed during several follow-on sessions as the Academy's leaders split into goal groups to develop supporting strategies and objectives. After each iteration, the results of each group were presented back to all conference attendees until consensus was reached. The final draft copy was then presented to all USNA personnel via their cost center heads with an invitation for review and comment on the goals, strategies, and objectives prior to finalizing the plan. Upon receipt, review, and consideration of all inputs and comments, the strategic plan was then finalized.

A second strategic planning conference was held to focus on the execution of the plan. Each Executive Steering Committee (ESC) member chaired an 8-10 member goal group to develop goal execution strategies. Upon completion of this process, the responsible ESC members briefed their goals to the ESC.

EXECUTION

The USNA Executive steering Committee (ESC) will oversee the execution of the strategic plan, evaluate its effectiveness, ensure the commitment of subordinate levels, and approve modifications to the plan. The ESC membership is as follows:


Chairperson: Superintendent
Secretary: Assistant Deputy for Management
Advisor: Total Quality Leadership (TQL) Coordinator
   
Members: Academic Dean and Provost
  Commandant
  Chief of Staff
  Deputy for Management
  Dean of Admissions
  Director of Athletics
  Command Chaplain

Everyone assigned to the Naval Academy is a member of the USNA team, and all are invited to participate in the execution of this plan. The USNA team includes the Naval Station, Naval Academy Preparatory School (NAPS), USNA organizational components, Naval Medical Clinic, Dental Clinic, and other Annapolis area activities. Action officers for the objectives will initiate action to gather data, coordinate efforts, accomplish the objective(s), and report completion to the Executive Steering Committee (ESC) as follows:

GOAL
RESPONSIBLE ESC MEMBER
   
1
Academic Dean and Provost/Commandant/Athletic
2
Deputy for Management/Dean of Admissions
3
Commandant/Chief of Staff
4
Chief of Staff/Athletic Director
5
Dean of Admissions/Academic Dean and Provost
   
Note: Italics denote ESC member having primary reporting responsibility.

The ESC has chartered Quality Management Boards (QMB's) responsible for the execution of each goal. These QMB's, comprised of 6-8 members, are designed to look at the Naval Academy system as a whole. They are authorized by the ESC to execute their respective goals and are required to keep the ESC advised of their progress. The ESC remains responsible for decisions which affect Naval Academy Policy. The ESC chartered QMB's are as follows:

GOAL
OMB
1 Total Quality Education (TQE)
2 Total Quality Leadership (TQL)
3 Equal Opportunity
4A Quality of Life
4B Training
4C Information Technology
5 Midshipmen Accession, Retention, and Evaluation

The new organization is as follows: ESC is in the center and there is a line draw from ESC to each of the following: QMB1, QMB2, QMB3, QMB4A, QMB4B, QMB4C, QMB5. There are no lines connecting any of the QMB element to other QMB elements.

Note: The ESe has agreed that all existing committees or groups working on issues related to the newly established QMB's will report in the future to a QMB. This policy will be further explained in a future USNA Instruction.


FUTURE PLANS AND UPDATES


The Naval Academy's strategic plan is a living document and will require updates as we periodically review our progress and make midcourse corrections in order to realize our vision of the Naval Academy in the 21st century.

The plan will be revised and re-issued on an annual basis. New revisions will reflect the progress achieved during the previous year as well as revised/added strategies, goals, and objectives.


GOALS/STRATEGIES/OBJECTIVES

PURPOSE. Goals, strategies, and objectives were developed to bridge the gap between where we are now and where we want to be at some time in the future based upon our vision of that future. They reflect those things that must be done in order to fill that gap. This is not a list of our functions and tasks, and it is not intended to describe all of our existing programs and ongoing efforts. The objectives that follow have been developed so as to require specific future actions that are measurable and support our vision of the Naval Academy's future. For quick reference, a summary of the five goals is first provided as follows:

GOAL 1

The united States Naval Academy will provide every midshipman with a Total Quality Education (TQE). This educational process involves the development of the whole person: mind, body, and spirit. Implicit in TQE is the creation of an environment which fosters leadership, creativity, and a lifelong thirst for knowledge.

GOAL 2

Embrace and implement Total Quality Leadership (TQL) throughout the USNA complex.

GOAL 3

USNA will excel in Equal Opportunity (EO) and Equal Employment opportunity (EEO).

GOAL 4

Provide a quality living and working environment (e.g. facilities, equipment, systems, and training) that contributes to more efficient and effective mission accomplishment.

GOAL 5

Continually improve our officer accession program through an enhanced admissions process, retention, and a graduate evaluation and feedback system.

GOAL 1

THE UNITED STATES NAVAL ACADEMY WILL PROVIDE EVERY MIDSHIPMAN WITH A TOTAL QUALITY EDUCATION (tqe). THIS EDUCATIONAL PROCESS INVOLVES THE DEVELOPMENT OF THE WHOLE PERSON: MIND, BODY AND SPIRIT. IMPLICIT IN TQE IS THE CREATION OF AN ENVIRONMENT WHICH FOSTERS LEADERSHIP, CREATIVITY AND A LIFELONG THIRST FOR KNOWLEDGE.


STRATEGY 1.1

Create a desired leadership model and qui de midshipmen to practice that model in all facets of Academy life.

Objective 1.1.1: Develop a Brigade Training Program designed to implement the 4/C Indoctrination Program effectively.

Action: Commandant
Completion Date: AUG 93

Task 1.1.1.1: Refine roles and responsibilities of all classes within the Plebe Indoctrination Program.

Task 1.1.1.2: Formally train all officers charged in any way to administer the program.

Task 1.1.1.3: Teach all upper-class involved in indoctrinating plebes to lead by example and to develop positive leadership in their subordinates. (Positive leader is defined as a moralist, jurist, philosopher, teacher and steward.) Define responsibilities and ensure accountability in the system. .

Task 1.1.1.4: Refine Plebe Summer Education Program annually to ensure it fully prepares the upper-class to conduct the Plebe Summer Indoctrination Program.

Task 1.1.1.5: Effectively screen and select upper-class for Plebe Detail.

Task 1.1.1.6: Train the upper-class during the reforming of the Brigade to facilitate the transition to Academic Year for all classes, particularly plebes.

Objective 1.1.2: Establish a 4/C Indoctrination System that develops leaders--not just survivors--by imbuing midshipmen with the qualities sought in leaders in the fleet.

Action: Commandant
Completion Date: AUG 93

Task 1.1.2.1: Discontinue the Boot Camp-like environment on the completion of Plebe Summer. Review traditional indoctrination practices [chow calls, Pro Book, Blue and Gold, etc.] to determine their contribution to personal and professional development, and eliminate those that add no value to the aim.

Task 1.1.2.2: Establish a Wardroom environment in King Hall, in part, by evaluating traditional Plebe Indoctrination practices, such as pro questions, at meals.

Task 1.1.2.3: Revise professional and indoctrination requIrements on plebes during Academic Year to enable them to concentrate on academics.

Task 1.1.2.4: Ensure that leadership practices in Bancroft Hall supports classroom leadership theory taught in Professional Development.

Element 1.1.2.4.1: All Battalion Officers, Company Officers and Battalion E-9s will participate in the NL202 and NL302 courses in the fall and spring semesters of Academic Year 93-94.

Element 1.1.2.4.2: All Professional Development military staff and instructors will provide 2 hours of contact time per week with Battalion Officers or Company Officers in Bancroft Hall.

Element 1.1.2.4.3: Develop qualitative methods to measure midshipmen's progress in leadership (practiced in the qualities of moralist, jurist, philosopher, teacher, and steward).

Task 1.1.2.5: Develop a Plebe Indoctrination al Program that is constructive and in balance with TQE.

Task 1.1.2.6: Make Plebe Summer the primary indoctrination phase of 4/C year. During Academic Year, concentrate on building units/teams: The squad is the nucleus.

Task 1.1.2.7: strengthen the concept of the upper-class leader as mentor to plebes, beginning at Indoctrination Day. Reinforce this concept among all returning upper-class when the Brigade is reformed at the end of Plebe Summer.

Element 1.1.2.7.1: Train the plebes to be self-reliant, while encouraging upper¬class to be mentors for plebes.

Element 1.1.2.7.2: Balance leadership training, particularly inside Bancroft Hall, so that 4/C leadership development is not disproportionately emphasized.

Objective 1.1.3: Train midshipmen to recognize the importance, and value, of team-building, teamwork, and to contribute to the development of their units and teams.

Action: Commandant
Completion Date: AUG 93/0NGOING

Task 1.1.3.1: Clearly define the Midshipmen Chain of Command and make it the primary support system.

Task 1.1.3.2: Make the squad the nucleus of the team.

Task 1.1.3.3: Make midshipmen aware that leaders at every level are vital to the support system; mentors to their people.

Task 1.1.3.4: Develop a training process for Battalion and Company Officers.

Task 1.1.3.5: Develop a process for mentoring sessions with Company Officers, faculty members, Counseling Center members, coaches, and staff, for every midshipmen.

STRATEGY 1.2

Establish an integrated educational (TQE) package that is responsive to fleet needs, fully prepares graduates for a career in the naval service, and sets the Academy as the standard bearer for all officer accession programs.

Objective 1.2.1: The TQE Quality Management Board will review, evaluate, integrate, balance and reapportion academic load, professional development, athletics, personal development and other activities affecting midshipmen in order to develop a creative. and positive learning experience. Ensure that midshipmen receive a reasonable and integrated balance of academic, athletic, professional, personal, social, and ethical development.

Action: TQE QMB
Completion Date: AUG 93/0NGOING

Task 1.2.1.1: Establish a process that ensures that the educational package reflects fleet needs. Determine the balance necessary between the core curriculum, athletics, ethics, professional development, summer programs, elective courses and majors.

Element 1.2.1.1.1: The TQE QMB will gather information on current time usage and determine desired outcomes for each time use category.

Element 1.2.1.1.2: The TQE QMB will reduce structured time demands on all midshipmen and create a proper balance of personal time while aChieving the desired time use outcomes by chartering:

--the Core Curriculum Committee to reduce the size of the curriculum and report to the TQE QMB.

--the Commandant to study professional development time use and report its effectiveness to the TQE QMB.

--the Athletic Director to study athletic and physical time use and
report its effectiveness to the TQE QMB.

The Commandant to study time use in all other activities and report its effectiveness to the TQE QMB.

Element 1.2.1.1.3: The TQE QMB will develop and publish a guideline of time use requirements governing all departments.

Element 1.2.1.1.4: Using feedback/data from the fleet, formulate an educational package that prepares our graduates for future needs.

Element 1.2.1.1.5: Annually monitor and assess the content, size and currency of
the educational package to ensure that it achieves the balance identified in strategy 1.2. Require all existing committees tasked with making change to the educational package report to the TQE QMB.

Task 1.2.1.2: Establish a model that provides discretionary time for midshipmen to participate in the creative learning process.

Task 1.2.1.3: Continue evaluation and improve the model of midshipman time usage to ensure a creative and positive learning environment.

Objective 1. 2 .2: Revise the Order of Merit calculations to better reflect the whole person concept.

Action: TQE QMB
Completion Date: AUG 93

Task 1.2.2.1 Develop alternate criteria for service selection using order of merit and other criteria.

Objective 1.2.3: Develop a partnership between teacher (administration, faculty, staff, coaches, and midshipmen) and students to improve the education process.

Action: TQE QMB
Completion Date: MAY 95

The Commandant to study time use in all other activities and report its effectiveness to the TQE QMB.

Element 1.2.1.1.3: The TQE QMB will develop and publish a guideline of time use requirements governing all departments.

Element 1.2.1.1.4: Using feedback/data from the fleet, formulate an educational package that prepares our graduates for future needs.

Element 1.2.1.1.5: Annually monitor and assess the content, size and currency of
the educational package to ensure that it achieves the balance identified in strategy 1.2. Require all existing committees tasked with making change to the educational package report to the TQE QMB.

Task 1.2.1.2: Establish a model that provides discretionary time for midshipmen to participate in the creative learning process.

Task 1.2.1.3: Continue evaluation and improve the model of midshipman time usage to ensure a creative and positive learning environment.

Objective 1. 2 .2: Revise the Order of Merit calculations to better reflect the whole person concept.

Action: TQE QMB
Completion Date: AUG 93

Task 1.2.2.1 Develop alternate criteria for service selection using order of merit and other criteria.

Objective 1.2.3: Develop a partnership between teacher (administration, faculty, staff, coaches, and midshipmen) and students to improve the education process.

Action: TQE QMB
Completion Date: MAY 95

The Commandant to study time use in all other activities and report its effectiveness to the TQE QMB.

Element 1.2.1.1.3: The TQE QMB will develop and publish a guideline of time use requirements governing all departments.

Element 1.2.1.1.4: Using feedback/data from the fleet, formulate an educational package that prepares our graduates for future needs.

Element 1.2.1.1.5: Annually monitor and assess the content, size and currency of
the educational package to ensure that it achieves the balance identified in strategy 1.2. Require all existing committees tasked with making change to the educational package report to the TQE QMB.

Task 1.2.1.2: Establish a model that provides discretionary time for midshipmen to participate in the creative learning process.

Task 1.2.1.3: Continue evaluation and improve the model of midshipman time usage to ensure a creative and positive learning environment.

Objective 1. 2 .2: Revise the Order of Merit calculations to better reflect the whole person concept.

Action: TQE QMB
Completion Date: AUG 93

Task 1.2.2.1 Develop alternate criteria for service selection using order of merit and other criteria.

Objective 1.2.3: Develop a partnership between teacher (administration, faculty, staff, coaches, and midshipmen) and students to improve the education process.

Action: TQE QMB
Completion Date: MAY 95

Task 1.2.3.1: Establish and charter a committee of teachers and students to provide input to total quality education through review and evaluation.of the entire educational package.

Element 1.2.3.1.1: Develop a frequent and effective feedback process between students and teachers.

Element 1.2.3.1.2: Review and, where necessary, expand, improve, or create support systems that are accessible to all midshipmen. Include the following:

Give midshipmen the opportunity to learn from failure.

Measure the effectiveness of the new instruction for academic support.

Establish a program that encourages teaching relationships among midshipmen.

Establish a program that provides opportunity for teachers and students to discuss and pursue the concept of lifelong learning. Emphasis would be on what USNA can do to create a love of learning that will encourage this lifelong activity.

Objective 1.2.4: Evaluate the effectiveness of academic processes and determine their value to the total education program.

Action: TQE QMB
Completion Date: MAY 95

Task 1.2.4.1: Review and streamline administrative processes required of teachers and students.

Task 1.2.4.2: Encourage teachers to explore teaching methods that would enhance intellectual growth. Recognize variation in the student learning process and develop a system that optimizes the student's performance.

Task 1.2.4.3: Encourage teachers to develop a learning environment that promotes teamwork among the midshipmen.

Objective 1.2.5: Evaluate midshipman summer programs (with the exception of plebe detail) and determine their value to the total educational program.

Action: TQE QMB
Completion Date: MAY 95

STRATEGY 1.3

Task 1.2.5.1 Establish and publish the objectives for each summer program element.

Task 1.2.5.2: Measure effectiveness of current summer programs in achieving the objectives.

Task 1.2.5.3: Eliminate or improve the summer program element as required.

Element 1.2.5.3.1: Prioritize summer programs to ensure proper funding and staff levels.

Element 1.2.5.3.2: Establish criteria for midshipmen attending each summer program.

Create physical education and athletic programs that exceed fleet standards and foster personal fitness and healthy competition. Emphasize the importance of the physical mission of the academy with respect to teamwork, leadership, self-confidence, discipline, mental health, and the development of lifetime skills.

Objective 1.3.1: Annually monitor and. evaluate the physical education curriculum and revise as needed to ensure achievement of. strategy.

Action: Commandant/ Head of PE
Completion Date: DEC 93

Task 1.3.1.1: Identify and remove barriers that inhibit desired physical performance from being achieved.

Task 1.3.1.2: Develop creative approaches to the Physical Education program that foster a desire to maintain personal physical fitness and lifetime skills.

Element 1.3.1.2.1: Ensure adequate proficiency in aquatics and instill self¬confidence in defending against personal assault.

Element 1.3.1.2.2: Maintain and emphasize lifetime sports in PE curriculum (e.g., personal conditioning, weight training, golf, tennis).

Element 1.3.1.2.3: Develop a process that actively discourages activities that degrade fitness (e.g., tobacco use, alcohol abuse, steroids, poor nutrition) .

Element 1.3.1.2.4: Develop support programs for midshipmen who want to become involved in sports/physical fitness activities but do not have the required knowledge or previously acquired skills to participate.

Objective 1.3.2: Annually monitor and evaluate the athletic program and review as necessary to ensure achievement of strategy.

Action: Athletic Director

Completion Date: DEC 93/0NGOING

Task 1.3.2.1 Reinforce the concept at USNA that intercollegiate athletics support the mission of the Naval Academy and represent both the Navy and USNA.

Task 1.3.2.2: Provide support systems to assist those who accept the challenge of intercollegiate athletic competition to ensure they are enabled to meet USNA academic and professional standards.

STRATEGY 1.4

Create programs for moral, spiritual, ethical, and interpersonal development that builds a spirit of community at USNA that inspires everyone to work together toward mission accomplishment.

Objective 1.4.1: Create a command religious program which facilitates the free exercise of religion, fosters personal excellence, and inspires community spirit among students, staff and faculty.

Action: Command Chaplain
Completion Date: SEP 93

Task 1.4.1.1: Ensure the religious program's primary responsibility is to serve midshipmen.

Task 1.4.1.2: Provide a campus ministry model to meet midshipmen needs.

Task 1.4.1.3: Provide opportunities for spiritual growth, moral and character development during personal time.

Task 1.4.1.4: Develop effective religious ECA programs and encourage staff and faculty participation/interaction.

Objective 1.4.2: Reinforce the concept that the Brigade support activities, ECA's, professional programs and activities in support of intellectual development are critical to the success of the total educational program and will help create a spirit of community at USNA.

Action: Commandant
Completion Date: SEP 94

Task 1.4.2.1: Ensure there is reasonable time available to pursue Brigade support activities, ECA's, and related activities.

Task 1.4.2.2: Define the roles of all BSA's/ECA's/etc. and ensure they contribute to the mission. .

Task 1.4.2.3: Include BSA/ECA/etc. review in the new employee orientation process so their role is clearly understood in the context of the mission.

Objective 1.4.3: Create quality social opportunities for midshipmen, faculty and staff.

Action: TQE QMB
Completion Date: SEP 94

Task 1.4.3.1: Develop a "spirit" program around varsity athletics to provide quality social time.

Task 1.4.3.2: Explore other possibilities for "quality social events" which will enhance communications, team building and mutual respect.

GOAL 2

EMBRACE AND IMPLEMENT TOTAL QUALITY LEADERSHIP (TQL) THROUGHOUT THE USNA COMPLEX.

STRATEGY 2.1

Educate and train all USNA personnel in TQL.

Objective 2.1.1: Provide TQ awareness education (4 hours) into indoctrination process to new personnel within 4 months of their reporting date.

Action: DepMgt
Completion Date: ONGOING

Task 2.1.1.1: Develop a process to measure effectiveness of awareness education training.

Action: Completion Date:
DepMgt MAY 93

Objective 2.1.2: Identify and train TQL instructors, facilitators, and coordinators.

Action: Dep Mgt Cost Cntr Heads
Completion Date: ONGOING

Task 2.1.2.1: Define roles of TQL instructors, facilitators and coordinators.

Action: TQL QMB
Completion Date: APR 93

Task 2.1.2.2: Identify the requirements for TQL instructors, facilitators and coordinators.

Action: TQL QMB
Completion Date: MAY 93

Task 2.1.2.3 Identify candidates for TQ facilitator training.

Action: Dep Mgt Cost Cntr Heads
Completion Date: ONGOING

Element 2.1.2.3.1: Maintain a list of trained facilitators and facilitator candidates for each cost center.

Element 2.1.2.3.2: Solicit nominations for facilitator candidates from cost center heads.

Task 2.1.2.4: provide initial and refresher training for new and current TQL instructors, facilitators, and coordinators at least annually.

Action: DepMgt
Completion Date: ONGOING

Task 2.1.2.5: provide ongoing training and support for trained facilitators, instructors and coordinators.

Action: DepMgt
Completion Date: ONGOING

Objective 2.1.3: Incorporate TQL into the curriculum so as to ensure that all graduates have a working knowledge of TQL when they graduate.

Action: Dir Pro Dev DepMgt
Completion Date: JAN 94

Task 2.1. 3 .1: continuously improve the Naval Leadership syllabus which teaches the application of Total Quality principles.

Action: Dir Pro Dev
Completion Date: ONGOING

Task 2.1.3.2: Infuse TQL education throughout the entire leadership curriculum and summer training.
Action: Dir Pro Dev Commandant
Completion Date: JAN 94

Element 2.1.3.2.1: Develop plan to infuse TQ throughout leadership curriculum and present plan to the ORB.

Action: Dir Pro Dev
Completion Date: MAR 93

Element 2.1.3.2.2: All Battalion Officers, Company Officers and Battalion E-9s will cc teach or audit the NL202 and NL302 courses the fall and spring semesters of Academic Year 93-94.

Action: Commandant
Completion Date: AUG 93

Element 2.1.3.2.3: All Leadership and Law military staff and instructors will provide hours of contact time per week with Battalion Officers or Company Officers in Bancroft Hall.

Action: Commandant
Completion Date: AUG 93

Task 2.1.3.3: Explore other opportunities to infuse TQ into other parts of academic curriculum:

Action: AcDean & Provost
Completion Date: JAN 94

Objective 2.1.4: Develop and implement an ongoing TQJ education and training program for all personnel.

Action: DepMgt Cost Cntr Heads
Completion Date: MAY 93

Task 2.1.4.1: Establish a team to plan, develop and implement ongoing TQ training program.

Action: DepMgt
Completion Date: FEB 93

Element 2.1.4.1.1 - Establish requirements for training: Who needs what kind of training?

Action: Training Team
Completion Date: MAY 93

Element 2.1.4.1.2 - Develop core training and continuing education to meet those requirements (who and what to do)

Action: Training Team
Completion Date: MAY 93

STRATEGY 2.2

Element 2.1.4.1.3 - Recommend funding strategy to meet training requirements.

Action: Training Team
Completion Date: MAY 93

Element 2.1.4.1.4 - Monitor and report to QMB/ESC quarterly on training progress.

Action: Completion date:
Training Team MAY 93

Objective 2.1.5: Establish TQL training/support system (texts, videos, periodicals, flip charts, classrooms etc. )

Action: DepMgt Cost Cntr Heads
Completion Date: MAR 93

Task 2.1.5.1: Conduct annual evaluation of TQ resources that can support USNA's implementation of TQ.

Action: AcDean & Provost Librarian
Completion Date: AUG 93

Task 2.1.5.2: Publicize list and description of available resources regularly.

Action: AcDean & Provost
Completion Date: OCT 93

Task 2.1.5.3: Develop funding/procurement strategy to purchase TQ resources.

Action: DepMgt
Completion Date: MAR 93

Build USNA TQL organization infrastructure to implement and enhance continuous process improvement.

Objective 2.2.1: Lead and manage the TQL process.

Action: ESC
Completion Date: ONGOING

Task 2.2.1.1: Establish a process for identifying and prioritizing key issues of greatest importance to customers.

Action: ESC DepMgt
Completion Date: SEP 93

Task 2.2.1.2: Charter QMB(s) to execute the continuous improvement cycle.

Action: ESC DepMgt
Completion Date: MAR 93

Element 2.2.1.2.1: Establish QMB's to correspond to each of the five goals identified in the USNA Strategic Plan.

Action: ESC
Completion Date: MAR 93

Task 2.2.1.3: Conduct semi-annual strategic planning conferences to assess TQL implementation

Action: ESC
Completion Date: DepMgt ONGOING

Task 2.2.1.4: Publish an instruction that identifies TQ infrastructure.

Action: DepMgt
Completion Date: JUN 93

Objective 2.2.2: Establish a process for developing and administering internal and external customer surveys which makes maximum use of previous and ongoing studies and data already available.

Action: Off Inst Research
Completion Date: MAR 93

Task 2.2.2.1: Evaluate need for a baseline TQL climate survey.

Action: TQL QMB Off Inst Research
Completion Date: AUG 93

Task 2.2.2.2: Assemble an inventory of existing studies and data.

Action: Off Inst Research
Completion Date: MAY 93

Task 2.2.2.3: Provide oversight and guidance for customer surveys.

Action: Off Inst Research
Completion Date: ONGOING

STRATEGY 2.3

Establish TQL feedback system(s).

Objective 2.3.1: Establish internal and external TQL communications network to enhance the sharing of TQL knowledge and process improvement ideas.

Action: DepMgt Cost Center Heads
Completion Date: MAY 93/ONGOING

Task 2.3.1.1: Develop public affairs function to support TQL (ERC, Trident, WAB, visiting lecturers, etc.)

Action: DepMgt PAO
Completion Date: ONGOING

Element 2.3.1.1.1: Analyze data from TQ communications survey.

Action: TQ Comm Grp
Completion Date: MAR 93

Element 2.3.1.1.2: Develop a communications plan to coordinate strategy and objectives for USNA TQ communication network.

Action: PAO TQ Comm Grp
Completion Date: APR 93

Element 2.3.1.1.3: Implement TQ Communication Plan and network to meet following minimum criteria: 1) All members of USNA internal audiences must have access to TQ information; 2) The TQ communications network must employ more than one medium to reach all internal audiences; 3) Network communications (dissemination and feedback) require effective coordination; and 4) The network must provide opportunities for feedback.

Action: TQL QMB (Refer to approved plan)
Completion Date: MAY 93

Element 2.3.1.1.3: Implement a process to periodically monitor the TQ communication network (through data cOllection) to evaluate its success.

Action: TQL QMB (Refer to approved plan)
Completion Date: MAY 93

Objective 2.3.2: Establish recognition program for total quality achievements.

Action: TQL QMB
Completion Date: JUL 93

Task 2.3.2.1: Develop a plan (including funding requirements) to coordinate strategy and objectives for USNA TQ recognition program.

Action: TQ Recog Grp
Completion Date: APR 93

Task 2.3.2.2: Implement the plan for TQ recognition program. .

Action: TQL QMB (Refer to SC approved plan)
Completion Date: JUL 93

Task 2.3.2.3: Link employee work plan objectives and performance elements and standards to the strategic Plan and ensure they emphasize contributions to teamwork, continuous improvement of work processes, and customer satisfaction.

Action: Supervisors
Completion Date: JUL 94

GOAL 3

USNA WILL EXCEL IN EQUAL OPPORTUNITY (EO) AND EQUAL EMPLOYMENT OPPORTUNITY (EEO).

STRATEGY 3.1

Develop a professional environment which reflects our mutual respect for diversity.

Objective 3.1.1: Develop a program to achieve a composition of midshipmen that equals or exceeds the diversity goals of the officer corps in the Navy and Marine Corps.

Action:Dean of Admissions
Due Date: SEP/ANNUALLY

Task 3.1.1.1: Annual review of effectiveness in light of retention statistics.

Action: QMB ( CMDT)
Due Date: JUL/ANNUALLY

Task 3.1.1.2: QMB review admissions report submitted by Dean of Admissions.

Action: QMB
Due Date: OCT/ANNUALLY

Objective 3.1.2: Develop a program to achieve a composition of military staff which is representative of the diversity of the Naval Service.

Action:ESC Pers & Admin Off
Due Date: JUL 93

Task 3.1.2.1: QMB review plan at least annually (Commandant, Pers, Admin).

Action: CAPT Kendall
Due Date: JUL 93

Element 3.1.2.1.1: Meet with OPNAV reps to determine long range, year by year diversity requirements. Feedback. .

Action: CAPT Kendall
Due Date: APR 93

Element 3.1.2.1.2: Inventory military staff prospects (Matrix). Review status periodically. Campaign vigorously (legislate standards).

Action: CAPT Kendall
Due Date: APR 93

Element 3.1.2.1.3: Communicate needs to staffing agency (writing). Feedback of performance of officers/staff forced to take.

Action: CAPT Kendall
Due Date: JUN 93

Objective 3.1.3: Develop a multi-year program to achieve a composition of USNA civilian personnel which is representative of the diversity of the available labor force (ALF).

Action: DEEOO
Due Date: DEC 93

Task 3.1.3.1: Distribute program plan for
review and retention by Goal 3 Group.

Action: DEEOO
Due Date: JAN 94

Task 3.1.3.2: Distribute program plan for review, retention and action by Cost Center Heads.

Action: DEEOO
Due Date: MAR 94

Task 3.1.3.3: Develop and publish a report which identifies the areas of minority and women under-representation, manifest imbalance, and conspicuous absence, annually. Distribute report to Cost Center Heads for review, retention and action.

Action: DEEOO
Due Date: AUG 93

Element 3.1.3.3.1: Monitor and assess Cost Center recruitment/retention efforts via annual reports.

Action: DEEOO
Due Date: ONGOING

Task 3.1.3.4: Review Multi-Year Program Plan; prepare Plan Update and Accomplishment Report.

Action: DEEOO
Due Date: DEC 94

Objective 3.1.4: Establish a program to encourage civilian minority and women instructors to seek faculty positions at USNA.

Action: Due Date:
AcDean & Provost SEP 93

Task J.1.4.1: Distribute document to Cost Center Heads for review, retention and action.

Action: DEEOO
Due Date: MAR 93

Task 3.1.4.2: Develop guidelines/plan for recruitment, outreach, making contact with sources of qualified minority and women faculty.

Action: Dept Chair
Due Date: JUL 93

Element 3.1.4.2.1: Compile and distribute list of minority and women targeted professional publications.

Action: AcDean & Provost
Due Date: AUG 93

Element 3.1.4.2.2: Have plan reviewed.

Action: AcDean & Provost
Due Date: MAY 93

Element 3.1.4.2.3: Evaluate Sub-Cost Center recruitment and retention efforts via annual reports.

Action: DEEOO
Due Date: JUL/ANNUALLY

Task 3.1.4.3: Formalize aggressive minority search/processes. Market USNA's need for minority faculty.

Action: AcDean & Provost
Due Date: JUN 93

Element 3.1.4.3.1: Attend minority event: and host minority forums and conferences.

Action: AcDeans, Supt
Due Date: CONTINUOUS

Element 3.1.4.3.2: Formalize, encourage faculty to develop contacts visa professional organizations, use sabbatical: replacements to spread value of USNA and introduce USNA to these groups.

Action:AcDean Dept Chairs
Due Date: JUN 93/ ANNUALLY

Objective 3.1.5: Establish a mechanism to ensure that the contributions of minorities and women are included, where appropriate, in the presentation of new courses, existing courses, and curriculum changes.

Action: AcDean & Provost
Due Date: AUG 93

Task 3.1.5.1: Amend AcDean Inst 5420.20B to reflect this objective.

Action: Dean Davis
Due Date: APR 93

Task 3.1.5.2: Increase information about the contributions of women and minorities in course work.

Action: Dept Chairs
Due Date: ONGOING

Element 3.1.5.4.1: Ask a designated representative for each large course or course area to survey course content and report results.

Action: Dept Chairs
Due Date: Apr 93

Element 3.1.5.2.2: Meet with representatives and create plan for informing faculty members of ways to improve.

Action: Dept Chairs or PAT
Due Date: DEC 93

Objective 3.1.6: Establish a mechanism to ensure that minorities and women are regularly included as guest lecturers and visiting professors.

Action: Supt, Comdt AcDean & Provost
Due Date: SEP 93

Task 3.1.6.1: Establish an aggressive guest lecture diversity committee.

Action: QMB
Due Date: JUN 93

Task 3.1.6.2: Solicit inputs from all levels for guest lecturers.

Action: QMB
Due Date: APR 93

Task 3.1.6.3: Develop departmental procedures to ensure a balance in seminar presenters/lecturers and classroom visitors.

Action: Dept Chairs
Due Date: AUG 93

Task 3.1.6.4: Attend minority forums/conferences. Host minority forums/conferences.

Action: QMB
Due Date: AUG/ANNUALLY

Objective 3.1.7: Develop programs which educate midshipmen, faculty, and staff about racial, ethnic, gender and religious diversity, and which provide an opportunity to recognize the value of this diversity.

Action: Comdt, AcDean, Goal 3 QMB Special Observance PAT
Due Date: OCT/ONGOING

Task 3.1.7.1: Emphasize observances and events that celebrate this diversity.

Action: Special Observance PAT
Due Date: JUN 93/ANNUALLY

Task 3.1.7.2: Educate USNA personnel about foreign midshipmen, using them as part of a training and information exchange program.

Action: Comdt, AcDean
Due Date: JUN 93/ANNUALLY

Task 3.1.7.3: Establish a training program which provides information on EO/EEO issues to midshipmen, faculty and staff.

Action: Goal 3 QMB, CMEO DEEOO
Due Date: OCT 93/0NGOING

Element 3.1.7.3.1: Review the existing Naval Leadership curriculum dealing with EO, EEO, and CMEO, with emphasis on raising diversity awareness and promoting harmony in the workplace.

Action: Goal 3 QMB
Due Date: OCT 93/ANNUALLY

Element 3.1.7.3.2: During faculty/staff orientations, fully explain USNA's EO/EEO requirements and CNO's commissioning goals.

Action: Comdt, DEEOO
Due Date: AUG 93/SEMI¬ANNUALLY

Task 3.1.7.4: Charter midshipmen organization as needed to encourage midshipmen involvement in EO.

Action: Comdt
Due Date: MAY 93/ANNUALLY

STRATEGY 3.2

Implement a visible and effective climate that actively promotes equal opportunity and treatment for all personnel at USNA.

Objective 3.2.1: Facilitate the transition and assimilation of minorities and women into USNA and enhance awareness of their issues.

Action: Commandant, AcDean & Provost, Athletic Director
Due Date: AUG 93

Task 3.2.1.1: Establish group to investigate what already exists. Report to QMB.

Action: LT John
Due Date: JUN 93

Task 3.2.1.2: Establish periodic forums for staff, faculty, and midshipmen which focus on issues associated with transition and assimilation, especially with respect to women and minorities. Incorporate, within existing ProDev curriculum training for midshipmen in EEO, EO, and CMEO that will raise diversity awareness and promote harmony in the workplace.

Action: ProDev
Due Date: JUN 93

Task 3.2.1.3: Establish a plebe summer training program to focus on known issues which are problems in transition including swimming, social skills, cultural differences and grade differences.

Action: Commandant
Due Date: JUN 93

Task 3.2.1.4: Establish a training program to educate staff, faculty, and midshipmen on the issues associated with transition, especially with respect to women and minorities.

Action: QMB
Due Date:

Task 3.2.1.5: Evaluate findings and recommend ways to deal w/deficiencies.

Action: QMB
Due Date: AUG 93

Task 3.2.1.6: Codify the program.

Action: QMB
Due Date: SEP 93

Task 3.2.1.7: Periodic assessment.

Action: QMB
Due Date: OCT/ANNUALLY

Objective 3.2.2: Increase the effectiveness of the Command Managed Equal Opportunity (CMEO) Program.

Action: Commandant Company Officer
Due Date: OCT 93

Task 3.2.2.1: Evaluate expansion to include. the entire workforce.

Action: CMEO Officer
Due Date: OCT 93

Task 3.2.2.2: Review the process for corrective action and external assessments.

Action: CMEO Officer
Due Date: MAR/ANNUALLY

Task 3.2.2.3: Required training completed.

Action: CMEO Officer
Due Date: OCT 93

Task 3.2.2.4: To assure more fluid interaction and communication, a senior officer in each Cost Center will present the annual analysis results & planned corrective action to all hands in the Cost Center.

Action: QMB
Due Date: MAY/ANNUALLY

Task 3.2.2.5: Upgrade the USNA instruction addressing CMEO to reflect recent changes and the implementation of the strategic Plan.

Action: CMEO Officer
Due Date: JUL 93

Task 3.2.2.6: Conduct CMEO survey of plebes to assess their values to facilitate training preparation.

Action: CMEO Officer
Due Date: JUL/ANNUALLY

GOAL 4

PROVIDE A QUALITY LIVING AND WORKING ENVIRONMENT (E.G. FACILITIES, EQUIPMENT, SYSTEMS, AND TRAINING) THAT CONTRIBUTES TO MORE EFFICIENT AND EFFECTIVE MISSION ACCOMPLISHMENT.

STRATEGY 4.1

Provide quality facilities and infrastructure which enhance mission accomplishment.

Objective 4.1.1: Determine facility and infrastructure requirements.

Action: PWO/Facilities, Plan Board
Completion Date: SEP 94

Task 4.1.1.1: Update Facilities Master Plans

Action: PWO/Facilities, Plan Board
Completion Date: SEP 94

Element 4.1.1.1.1: USNA

Action: PWO
Completion Date: SEP 94

Element 4.1.1.1.2: Academic

Action: PWO
Completion Date: FEB 94

Element 4.1.1.1.3: Athletic

Action: PWO
Completion Date: DEC 93

Element 4.1.1.1.4: NavSta

Action: PWO
Completion Date: JAN 94

Element 4.1.1.1.5: Bancroft

Action: PWO
Completion Date: OCT 93

Element 4.1.1.1.6: Landscape

Action: PWO
Completion Date: DEC 93

Task 4.1.1.2: Determine work deficiencies/improvements to provide best poss: capabilities.

Action: PWO
Completion Date: JAN 93

Element 4.1.1.2.1: utility control.

Develop area/building

Action: PWO
Completion Date: DEC 93

Task 4.1.1.3: Prioritize work requirements.

Action: PWO
Completion Date: APR 93

Element 4.1.1.3.1: Planning Board.

Revitalize Facilities

Action: PWO
Completion Date: FEB 93

Objective 4.1.2: facilities.

Provide properly maintained

Action: PWOCompletion Date: 97

Task 4.1.2.1: Seek increased funding to reduce Maintenance of Real Property (MRP) backlog.

Action: ESC
Completion Date: 96

Task 4.1.2.2: support.

Provide responsive maintenance

Action: PWO
Completion Date: JUN 93

Element 4.1.2.2.1: Improve customer focus
through formal training.

Action: PWO
Completion Date: JUN 93

Element 4.1.2.2.2: housing.

Expand "Self Help" beyond housing

Action: PWO
Completion Date: JUN 93

Task 4. 1. 2 . 3: Ensure adequate HVAC.

Action:PWO/ Facilities Planning Bd
Completion Date:96

Element 4.1.2.3.1: Provide to all facilities on a priority basis.

Action:PWO/Facilities Planning Bd
Completion Date: 96

Element 4.1.2.3.2: Improve functioning of present systems.

Action: PWO
Completion Date: JAN 94

Task 4. 1. 2 . 4 : Improve preventive maintenance and repair.

Action:PWO/Facilities Managers

Completion Date: JAN 9

Task 4.1.2.5: Ensure uniform application of material standards through complex wide zone inspection programs.

Action: ACOS OPS
Completion Date: MAY 93

Objective 4.1.3: Develop and implement a conservation program to assess usage and reduce consumption of resources to the maximum extent practicable.

Action: COS
Completion Date: OCT 95

Objective 4.1.4: Improve equitable allocation of space, equipment, furniture and access to all personnel, insuring regulatory and program standards compliance.

Action: Cost Cntr Heads
Completion Date: SEP 94

STRATEGY 4.2

Improve the quality, efficiency, and effectiveness of support services.

Objective 4.2.1: Ensure that living and working environment is free of health and safety hazards.

Action: COS
Completion Date: ONGOING

Task 4.2.1.1: Review existing regulatory requirements to ensure they apply to military, civilian and contractor personnel.

Action: OSH Policy Council
Completion Date: JUN 93

Task 4.2.1.2: Identify and implement environmental standards (such as air quality, hazardous material minimization, hazardous waste minimization) .

Action: Safety/PWO
Completion Date: FEB 94

Task 4.2.1.3: For safety and health deficiencies identified, analyze data, assess associated risks and provide timely and recurring feedback to
customers and initiate corrective actions.

Action: OSH Policy Council
Completion Date: ONGOING

Objective 4.2.2: Provide the best possible information technology systems (voice/data/video) to support USNA requirements.

Action: DepMgt
Completion Date: 96

Task 4.2.2.1: Restructure and cross train Computer services staff to support distributed information technology and to implement a Project Management business process.

Action: DepMgt
Completion Date: JUN 93

Task 4.2.2.2: Charter Information Technology Policy Board as a QMB to assess Information Technology Services.

Action: Ese
Completion Date: FEB 93

Element 4.2.2.2.1: Charter Information Technology Advisory Group to develop a strategic Computing Plan.

Action: Dir, Computer Srvs
Completion Date: JUN 93

Element 4.2.2.2.2: Charter a Process Action Team (PAT) to examine the possibility of consolidating computer resources to provi.de a more efficient and effective use of computer services.

Action: IT QMB
Completion date: APR 93

Task 4.2.2.3: Procure and install a state of-the-art digital phone switch.

Action: Dir, Computer Srvs
Completion Date: FEB 94

Task 4.2.2.4: Procure and install a modern replacement for the Honeywell mainframe computer and redesign the administrative programs which run on the mainframe to take advantage of-the new technology.

Action: Dir,Computer Srvs
Completion Date: OCT 93

Task 4.2.2.5: Standardize the selection and procurement of the Midshipmen microcomputer and ensure that the same or comparable machine is available for procurement for faculty and staff use.

Action: Dir, Computer Srvs
Completion Date: ANNUALLY

Task 4.2.2.6: Plan and develop a single Naval Academy multi-media (voice, data, video) network system.

Action: Dir, Computer Srvs
Completion Date: SEP 96

Objective 4.2.3: Identify and improve the availability, quality and performance of support functions.

Action: COS
Completion Date: ONGOING

Task 4.2.3.1: Establish QMB for support functions to identify key services that need improvement and initiate action.

Action: COS
Completion Date: JUN 93

STRATEGY 4.3

Ensure all personnel are knowledgeable and informed of their role on the USNA Team and are afforded the opportunities to achieve their maximum potential while improving organizational performance. .

Objective 4.3.1: Evaluate the quality and effectiveness of USNA Orientation programs for staff, Faculty and coaches and modify as required to improve assimilation of new personnel.

Action: INDOC PAT
Completion Date: MAY 93

Task 4.3.1.1: Implement sponsor program for all newly reporting civilian employees.

Action: Dir, Civ Personnel
Completion Date: JUN 93

Task 4.3.1.2: Survey newly reporting personnel and spouses three months after reporting for feedback.

Action: INDOC PAT
Completion Date: NOV 93

Task 4.3.1.3: Review all local "welcome aboard packets" and other material presently sent to newly reporting personnel to eliminate duplication and ensure all personnel receive needed information.

Action: INDOC PAT
Completion Date: FEB 93

Objective 4.3.2: Enhance military and civilian training to ensure skill and knowledge levels to meet Academy job requirements and long term needs. This training not to duplicate current military training.

Action: DepMgt
Completion Date: JAN 94

Task 4.3.2.1: Charter a training QMB to assess requirements and recommend po~cy for training of USNA civilian employees and military members.

Action: ESC
Completion Date: FEB 93

Task 4.3.2.2: Explore feasibility of using "in-house" assets to fulfill training requirements.

Action: Trng QMB
Completion Date: SEP 93

Objective 4.3.3: Promote Teamwork

Action: ESC
Completion Date: ONGOING

Task 4.3.3.1: Promote informal/formal recognition of team and group performance.

Action: Cost Center Heads
Completion Date: JUL 93

Task 4.3.3.2: Highlight instances of successful teamwork in local media.

Action: PAO
Completion Date: ONGOING

GOAL 5

CONTINUALLY IMPROVE OUR OFFICER ACCESSION PROGRAM THROUGH AN ENHANCED ADMISSIONS PROCESS, RETENTION, AND A GRADUATE EVALUATION AND FEEDBACK SYSTEM.

STRATEGY 5.1 Continually enhance the recruitment and selection of candidates from diverse backgrounds with the highest potential for completing the Naval Academy program and for development as career naval officers.

Objective 5.1.1: Ensure the admissions marketing plan is designed to reach the maximum number of high quality, eligible students and enlisted personnel from diverse backgrounds. Publish plan.

Action: Dir Cand Guid
Completion Date: FEB/ANNUALLY

Objective 5.1.2: Ensure the recruiting and selection programs provide early identification and evaluation of prospective candidates.

Action: Dir Cand Guid Admissions
Completion Date: JUN/ANNUALLY

Task 5.1.2.1: Improve Naval Academy Engineering and Science Seminar (NAESS) recruiting diversity.

Action: Dir Cand Guid
Completion Date: MAY/ANNUALLY

Element 5.1.2.1.1: Identify NAESS attendees who are potential candidates for Naval Academy.

Action: Dir Cand Guid
Completion Date: FEB/ANNUALLY

Element 5.1.2.1.2: Train midshipmen to include evaluation of NAESS attendees.

Action: Dir Cand Guid
Completion Date: MAY/ANNUALLY

Element 5.1.2.1.3: Analyze evaluations and establish and maintain contact with identified "high interest" candidates.

Action: Dir Cand Guid
Completion Date: JUL/ANNUALLY

Task 5.1.2.2: Develop an improved Prospective Candidate Questionnaire.

Action: Admissions
Completion Date: APR/ANNUALLY

Task 5.1.2.3: Implement field Minority Accessions Program (MAP).

Action: Dir Cand Guid
Completion Date: AUG 93

Task 5.1.2.4: Increase Fleet/Fleet Marine Force awareness of Naval Academy program.

Action: Dir Cand Guid PAO
Completion Date: FEB/ANNUALLY

Element 5.1.2.4.1: Seek additional, creative opportunities to use Navy Times, Navy News Service, Navy-Marine Corps News This Week and other programs to distribute information about Naval Academy program.

Action: PAO
Completion Date: JUN/ANNUALLY

Task 5.1.2.5: Establish full-time Women's Admission Counselor billet ,in Candidate Guidance Office.

Action: Dir Cand Guid DepMgt
Completion Date: AUG 93

Task 5.1.2.6: Improve athletic recruiting program.

Action: Dir of Athletics Dir Cand Guid Admissions
Completion Date: APR 94

Element 5.1.2.6.1: Coordinate Candidate Guidance Office and Naval Academy Athletic Association summer sports camp programs.

Action: Dir of Athletics Dir Cand Guid Commandant
Completion Date: MAY/ANNUALLY

Element 5.1.2.6.2: Improve automation and data base management of the. athletic recruiting contact file.

Action: Dir of Athletics Admissions Computer Services
Completion Date: APR 94

Element 5.1.2.6.3: Improve athletic recruiting material.

Action: Dir of Athletics Dir Cand Guid PAO
Completion Date: JAN 94

Objective 5.1.3: Establish a program to integrate and coordinate midshipmen, faculty, coaches, staff and support organizations in USNA recruiting and command information efforts.

Action: Goal #5 QMB
Completion Date: SEP 94

Objective 5.1.4: Ensure the Admissions Board objectives, criteria and procedures are consistent with naval service requirements.

Action: Dean of Admissions Academic Board
Completion Date: SEP/ANNUALLY

Objective 5.1.5: Ensure preparation programs provide midshipmen candidates from the Fleet and diverse backgrounds with the education and training necessary for .successful transition to the Naval Academy program.

Action: Goal #5 QMB Ac Dean & Provost
Completion Date: AUG 95

Task 5.1.5.1: Conduct tri-annual review of NAPS program.

Action: Goal#5 QMB
First Review: JUL 95

Element 5.1.5.1.1: Improve Admissions Board identification/recommendation process for potential NAPS sponsored.

Action: Dir Cand Guid Dir of Athletics
Completion Date: SEP 93

Element 5.1.5.1.2: Improve procedures for Admissions Board final review of NAPS candidates' records for determining appointment offers.

Action: CO, NAPS Admissions Board
Completion Date: MAY/ANNUALLY

Task 5.1.5.2: Conduct tri-annual review of coordination between USNA admissions and U.S. Naval Academy Foundation Preparatory School Program.

Action: Goal#5 QMB
First Review: JUL 93

Element 5.1.5.2.1: Improve Admissions Board identification/recommendation process for potential Foundation sponsorees.

Action: Admissions Foundation
Completion Date: SEP 93

Element 5.1.5.2.2: Improve the Identification/recommendation process for recruited athletes.

Action: Admissions Foundation, Dir of Athletics
Completion Date: SEP 93

Element 5.1.5.2.3: Refine admissions requirements (medical update, nomination, etc.) for Foundation candidates in their year of sponsorship.

Action: Admissions Foundation
Completion Date: AUG/ANNUALLY

Element 5.1.5.2.4: Review procedures for Admissions Board final review of Foundation candidates records for determining appointment offers.

Action: Foundation Admissions Board
Completion Date: APR/ANNUALLY

Task 5.1.5.3: Review value of BOOST program as a preparatory program for Naval Academy.

Action: Completion Date:
Goal #5 QMB DEC 93

Element 5.1.5.3.1: Improve Admissions Board identification/recommendation~process for potential BOOST sponsorees.

Action: Admissions Dir Cand Guid
Completion Date: OCT 93

Element 5.1.5.3.2: Review procedures for Admissions Board final review of BOOST candidates' records for determining appointment offers.

Action: Dir Cand Guid Admissions Board
Completion Date: MAY/ANNUALLY

Objective 5.1.6: Develop and distribute a directory of all Naval Academy summer programs for potential candidates.

Action: PAO Dir of Athletics Dir Cand Guid
Completion Date: APR 93 (each JAN thereafter)

STRATEGY 5.2 While maintaining high academic, military and physical (standards for graduation, improve the retention of motivated midshipmen who have the potential of completing the Naval Academy program.

Objective 5.2.1: Given the changing demographics, provide the support services and programs necessary to accommodate midshipmen requiring special assistance and intervention.

Action: GOAL #5 QMB
Completion Date: SEP 93

Task 5.2.1.1: Identify the most effective academic support services, including tutoring, necessary to accommodate midshipmen requiring special assistance and intervention.

Completion Date: JUL 93

Element 5.2.1.1.1: Establish a tutor program for those midshipmen identified "at risk" by the Academic Center.

Completion Date: AUG 93

Element 5.1.5.3.2: Establish a program so that all 4/C midshipmen will have academic advi.sers at the commencement of the academic year.

Completion Date: AUG 93

Task 5.2.1.2: Improve coordination among faculty, brigade officers, athletic department and Academic Center.

Completion Date: AUG 93

Objective 5.2.2: Encourage midshipmen to make full use of the available support services and programs.

Action: Goal #5 OMB, Commandant, Ac Dean & Provost, Dir of Athletics, Alumni Association, PAO
Completion Date: ONGOING

Task 5.2.2.1: Publish a complete directory of Naval Academy support systems and programs available to all midshipmen.

Completion Date: SEP 93/ANNUALLY

Task 5.2.2.2: Train midshipmen academic officers to effectively use support services available.

Completion Date: OCT 93/ANNUALLY

Task 5.2.2.3: Ensure the academic support programs are briefed to faculty, staff, officer representatives, coaches, midshipmen parents, sponsors and alumni.

Completion Date: SEP/ANNUALLY

STRATEGY 5.3 Gather, evaluate and disseminate institutional data to stimulate positive changes to the admissions and Total Quality Education (TQE) processes.

Objective 5.3.1: Ensure communications exist with the appropriate internal and external naval offices and activities to obtain relevant data on the performance of midshipmen and graduates.

Action: Off of Inst Research
Completion Date: AUG/ANNUALLY

Task 5.3.1.1: Establish and maintain liaison with NPRDC, San Diego and corresponding agency of the USMC.

Completion Date:Completed

Task 5.3.1.2: Establish an Institutional Research Council to oversee the activities, research, and priorities within the office of Institutional Research.

Completion Date: JUN 93

Task 5.3.1.3: Maintain a dialogue and a cooperative information exchange program with the other service academies. .

Completion Date: ONGOING

Task 5.3.1.4: Establish and maintain a cooperative research program with the Naval Postgraduate School.

Completion Date: Completed

Task 5.3.1.5: Establish and maintain liaison with the office of the Chief of Naval Personnel as the principle source of R&D funding for Institutional Research.

Completion Date: Completed

Objective 5.3.2: Provide a single source of evaluated information on midshipmen and graduate performance.

Action: Off of Inst Research
Completion Date: JUL 93

Task 5.3.2.1: Establish liaison with the managers of all existing databases containing information concerning midshipmen and graduates.

Completion Date: Completed

Task 5.3.2.2: Gain access to all databases containing information beneficial to institutional research.

Completion Date: JUN 93

Task 5.3.2.3: Serve as the single point of contact for coordinating all surveys conducted on midshipmen, faculty, and/or staff.

Completion Date:MAR 93

Task 5.3.2.4: Gather, retain, and store copies of all previous, current, and future research projects focusing on the Naval Academy, midshipmen, faculty, or staff.

Completion Date: JUN 93

Task 5.3.2.5: Conduct all research directed by the Institutional Research Council.

Completion Date: ONGOING

Objective 5.3.3: Maintain data in a form easy to access and retrieve.

Action: Off of Inst Research
Completion Date: JUN 95(On line)

Task 5.3.3.1: Maintain hard copies of all information gathered by the Office of Institutional Research.

Completion Date: ONGOING

Task 5.3.3.2: Maintain both hard and electronic copies of all research conducted by or for the Office of Institutional Research.

Completion Date: ONGOING

Task 5.3.3.3: Develop and control access to a computerized relational database accessible by various activities and individuals within the Naval Academy complex.

Completion Date: JUN 95

Task 5.3.3.4: Develop and maintain a filing and data reference system which will provide easy access to institutional research data by individuals outside the institutional research staff.

Completion Date: JUN 95

Objective 5.3.4: Disseminate a directory of research data to cognizant offices within USNA.

Action: Off of Inst Research

Completion Date: JUL 94

Task 5.3.4.1: Provide a quarterly newsletter of recently acquired or completed research projects to cognizant offices within USNA.

Completion Date: SEP/QUARTERLY

Task 5.3.4.2: Provide an annual directory of available research data to cognizant offices within USNA.

Completion Date: JUL 95/ANNUALLY

Task 5.3.4.3: Establish and chair an Institutional Research Board responsible for exchanging information between the Office of Institutional Research and the various academic departments, work centers, and cost centers within the Naval Academy complex.

Completion Date: Completed