AFMAA Strategic Plan

The Air Force Manpower Analysis Agency’s Strategic Plan serves as the blueprint for how we will advance our mission priorities now and, in the years ahead. Our work today is more important than ever with America facing growing competition from our adversaries, as it continues to develop and field advanced capabilities that threaten our country’s strategic interests and values.

The Agency's Strategic Plan focuses on significant steps to innovate our systems and processes, modernize our enterprise, attract and retain the talent needed to win the future fight, and ensure we tackle the Department’s most pressing needs. Moving forward this way demands that we expand our concepts and capabilities to build enduring advantages to support the Great Power Competition and beyond.

CREATE DATA-DRIVEN SOLUTIONS, TOOLS, AND MODELS THAT ADDRESS STRATEGIC DAF CHALLENGES TO BUILD THE FUTURE FORCE

CREATE DATA-DRIVEN SOLUTIONS, TOOLS, AND MODELS THAT ADDRESS STRATEGIC DAF CHALLENGES TO BUILD THE FUTURE FORCE

1) Develop next-generation tools to address DAF enterprise-level challenges. 2) Establish governance and oversight structure for future development and sustainment of analytical tools in consonance with the AFMAA Data Strategy.
TRAIN AND DEVELOP STRATEGIC ADVISORS WHO CAN INTEGRATE ACROSS COMPETING SERVICE, STAFF, AND FUNCTIONAL DEMANDS, ARMED WITH DIGITAL MANPOWER TOOLS

TRAIN AND DEVELOP STRATEGIC ADVISORS WHO CAN INTEGRATE ACROSS COMPETING SERVICE, STAFF, AND FUNCTIONAL DEMANDS, ARMED WITH DIGITAL MANPOWER TOOLS

1) Develop critical thinking skills within AFMAA and across the Manpower Enterprise. 2) Attract and develop AFMAA’s workforce of the future. 3) Develop workforce talent governance structure to identify competency and capability gaps and design interventions to meet future agency and enterprise needs. 4) Reinvigorate Agency consultancy services and enterprise engagement.
ENHANCE THE WORK ENVIRONMENT TO DRIVE IMPROVEMENTS IN ORGANIZATIONAL HEALTH AND PERFORMANCE

ENHANCE THE WORK ENVIRONMENT TO DRIVE IMPROVEMENTS IN ORGANIZATIONAL HEALTH AND PERFORMANCE

1) Improve processes and refine resource stewardship. 2) Build a climate of mutual respect and trust to promote personal well-being and reinforce Air Force core values. 3) Maximize existing human capital through investment and organizational alignment.
PRODUCE RELEVANT ANALYSIS ALIGNED WITH DAF AND NDS PRIORITIES, BALANCING ANALYTICAL RIGOR WITH TIMELINESS

PRODUCE RELEVANT ANALYSIS ALIGNED WITH DAF AND NDS PRIORITIES, BALANCING ANALYTICAL RIGOR WITH TIMELINESS

1) Implement study process controls that improve product timeliness. 2) Deliver analytical insights as part of requirement determination products. 3) Expand specialized study capabilities. 4) Evolve study methodology to adapt to changing DAF needs. 5) Formalize approach for creating and deploying quick strike teams to meet emergent DAF requirements.

STRATEGIC PLAN OVERVIEW

1) Develop next-generation tools to address DAF enterprise-level challenges. 2) Establish governance and oversight structure for future development and sustainment of analytical tools in consonance with the AFMAA Data Strategy.

1) Improve processes and refine resource stewardship. 2) Build a climate of mutual respect and trust to promote personal well-being and reinforce Air Force core values. 3) Maximize existing human capital through investment and organizational alignment.