The Connecticut Wing Information Management Directorate was established
in February, 2001 with the primary goals of coordinating the implementation
of computer based resources within the wing. This task involves the creation
of a Wing computer network and evaluation of software and hardware
technologies and implementing them where appropriate.
Under the direction of the
Webmaster, the department is also responsible for development of the
Connecticut Wing Web Site.
The National Board has approved several long term objectoves (LTOs) as
part of our strategic plan to position CIVIL AIR PATROL to better meet the
needs to both our members and our customers as we move throught the 21st
century. Two of those LTOs are directly applicable to our process automation
challenge.
- Make CAP transactions web-based
- Reduce member administrative workload
One additional recent development that will meld with the process
automation effort is BG Bowling's declaration at the National Board to have
a concerted effort to reduce CAP paperwork. With the new OMB and Statement
of Work business rules we have to contend with, the challenge of meeting the
LTOs, following the new rules, and at the same time reducing paperwork can
seem quite daunting. Fortunately, however, many of our current processes are
so inefficient that there are several things we can do to get us where we
need to be to meet our member, customer and auditor requirements.
From this, three goals emerge:
- For the members - reduce their administrative burden and speed up
processes
- For the customer - enhance responsiveness and flexibility to meet
current and new missions
- For the auditors - improved accountability, program analysis, and
reporting procedures
The objectives that will help us meet these goals include:
- Establish a "gold standard" national database
- Reengineer CAP key processes
- Integrate, integrate, integrate - input data once and use it in all
related processes
- Use the power of the internet
- Standardize automation tools and deploy to all units levels
(computer, internet connectivity, software)
- Develop a comprehensive dialog among members, NHQ and CAP-USAF
staffs, and customers/auditors to ensure goals and objectives are met
- Provide mission and program decision support and analysis tools
CAP NHQ is well on its way to meeting the first objective. An affordable
and maintainable database system has been implemented, hardware has been
purchased, and backup capability is in use. THe one shortfall that remains
is establishment of a mirror database system which can 1) kick-in should the
NHQ site go down for any reason or 2) share the load should the NHQ site be
over-tasked. On that front, the hardware is in place and development of the
interface between NHQ and the mirror site has been contracted to start this
December.
Merely automating our current processes and forms will not meet our goal.
In many cases it will just make bad things happen faster. We must first and
foremost try to streamline current processes to take advantage of automation
capabilities. At the same time we must eliminate redundant or unneeded
procedures. By integrating processes through use of a national database and
online transaction system, much redundancy and many "black-holes" can be
eliminated, mistakes can be reduced, accountability can be enhanced, and
responsiveness can be improved. Processes reengineering requires
comprehensive analysis and will likely drive regulation and form changes.
Many will require a mind set change and certainly training for the new
administrative and business practices must take place. The establishment of
the "Paper-Work Reduction Committee" will also have a major impact on
process streamlining.
On the tools front, you already know that we have taken a giant step
forward when the Air Force validated our requirement for both computers and
internet connectivity right down to the squadron/flight level. A three year
system maintenance package will be included. The remaining hurdle is
training to use the tools. Each unit must pursue methods to train their
members on use of the equipment, the internet, and the process applications.
NHQ will continue to expand the distance learning modules available to
members to help in this area.
Only by members, NHQ and CAP-USAF staffs, and customers/auditors
participation in the development process can we end up with a system that
will meet all requirements. The first step is to identify what we want out
of the system. From that we can determine what data must go into the
database. Once the data is in the database, information from that data can
be made available anytime and anywhere. In addition to just storing
important data such as qualifications and dates, the systems being developed
will provide timely reports and analysis. Additional automated benefits
include email reminders to members and program managers for such things as
pending renewal dates, overdue inspections and maintenance requirements,
etc.
Significant behind the scenes coordination, purchases, and development
have occurred over the past several years. Most of these efforts went
unnoticed by the field. As we move from infrastructure to process
transaction projects, the field will start seeing an increasing number of
beneficial changes to the mission and administrative tasks that impact their
volunteer efforts
