Forging Partnerships

By Lynch, Rick | Army, October 2010 | Go to article overview

Forging Partnerships

Lynch, Rick, Army

We are committed to:

* Providing Soldiers and Families a quality of life that is commensurate with their service.

* Providing our Families a strong, supportive environment where they can thrive.

* Building a partnership with Army Families that enhances their strength and resilience.

- 2010 Army Posture Statement

Our Army is on the forefront of its longest conflict. As soldiers and their families have risen to the challenges of modern deployments, the Installation Management community has improved our ability to sustain the Army's soldiers, civilians and families; allowed our forces to prepare for success in the current conflict; reset returning units to rebuild the readiness consumed in operations and to prepare for future deployments and contingencies; and transformed to meet the demands of the 21st century.

We live in a time of great demands on our soldiers, civilians and their families - which also places great demand on our resources. That is why we made partnering with other organizations an integral component of the Installation Management Command (IMCOM) Campaign Plan.

The Installation Management community collaborates with like-minded organizations via community covenants and other programs to tap new resources and enhance the quality of life for our soldiers, civilians and families. I believe our greatest successes have come through partnerships with others.

In this new modality of warfighting, the Army's Installation Management community recognizes the immense toll of persistent warfare not only in battlefield casualties, but on stressed soldiers and families and the communities to which we belong. As the Army evolves, we have found that strategic partnerships not only improve the health and wellness of the soldier - his or her resiliency in the face of adversity - but also result in efficiencies during an era of war and fiscal uncertainty.

As part of the Army's overall transformation, institutional adaptation represents the effort of a stressed Army to regain a healthy balance as soldiers deploy, dwell and deploy again as necessary. Yet the ability to preserve resiliency among soldiers and other stakeholders facing strenuous operational demands is one that requires imaginative and innovative solutions - namely, the efficiencies gained through partnerships among professionals working toward similar goals.

To ensure that we can maintain an all-volunteer force of the highest caliber, trained and ready to deploy whenever and wherever needed, the Army endeavors to adapt its business model by focusing on four core enterprises: human capital, material, readiness, and services and infrastructure (SICE). Under this rubric, the Installation Management community engages the SlCE partnership to support the training and mobilization of active and reserve component forces, while providing the full range of support for the hundreds of thousands of stakeholders attached to the 157 Army installations around the world. The 17 SICE partners include cochairs IMCOM and Assistant Secretary of the Army for Installations and Environment, Assistant Chief of Staff for Installation Management, U.S. Army Corps of Engineers, U.S. Army Medical Command, Mission and Installation Contracting Command, Army National Guard, U.S. Army Reserve Command among others. Together they manage more than 160 programs providing services and infrastructure support to our forces.

This concept allows the Army to continue to generate force while reducing the turbulence of wartime deployments for soldiers, families and civilians. It has the greatest potential for optimization of Army resources through the integration of supporting enterprises.

SlCE began in the Army as part of a business transformation designed to help the institution gain efficiencies while reducing redundancies and modernizing infrastructure. During this transformation, leaders soon became aware of the need to better understand the human dimension and the effects of persistent conflict on the entire enterprise. …

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