Installations and Families: RESTORING THE BALANCE
Wilson, Robert, Army
Installation Management Command (IMCOM) is all about installation and soldier and family readiness. It is IMCOM that provides "The Army's Home" to thousands of men and women in uniform and the families that support them. Our mission is to: "Provide the Army with installation capabilities and services to support expeditionary operations in a time of persistent conflict and to provide a quality of life for soldiers and families commensurate with their service."
In his 2008 State of the Union Address, President Bush said: "America is a force for hope in the world because we are a compassionate people, and some of the most compassionate Americans are those who have stepped forward to protect us. We must keep faith with all who have risked life and limb so that we might live in freedom and peace." The President continued: "Our military families also sacrifice for America. They endure sleepless nights and the daily struggle of providing for children while a loved one is serving far from home. We have a responsibility to provide for them. So I ask you to join me in expanding their access to child care, creating new hiring preferences for military spouses across the federal government and allowing our troops to transfer their unused education benefits to their spouses or children. Our military families serve our nation, they inspire our nation, and tonight our nation honors them." The President's assessment rings true with the Army leaders, soldiers, civilians and families that make up the Army Family.
Gen. George W. Casey Jr., Army Chief of Staff, has stated that today's Army is out of balance. Demand is greater than supply, the Army lacks sufficient strategic depth, and soldiers and families need more "dwell" time between deployments. He has challenged Army leaders to configure a strategy to place the Army in balance by 2011, through four imperatives: Transform to meet the demands of the 21st century; Prepare soldiers for success in current operations; Reset to restore readiness and depth for future operations; Sustain our soldiers, families and civilians. IMCOM has stepped up to the challenge and will use the following strategy to achieve balance by 2011.
SUPPORTING THE FOUR IMPERATIVES
Transform. For IMCOM, transformation is inclusive; it's how we think, develop our leaders, empower our workforce, partner with industry to achieve technologically connected homes and build energy-efficient and smart facilities. IMCOM must keep in step with an Army that is transforming.
We are the Army's leader in Lean Six Sigma efficiencies. We are proud to be the source of the largest portion of Lean Sigma Six financial benefits to the Army. IMCOM transformation is about leadership and people; it means looking for ways to be innovative and partner with industry and communities as we develop "The Army's Home" of the future.
We are reshaping our installation footprint through Base Realignment and Closure (BRAC) and Global Defense Posture Realignment. Simultaneously, we are converting to a modular force, growing the Army and helping make the Army Reserve operational. We will transform our headquarters and regional headquarters structures and locations in the years ahead, moving IMCOM headquarters to Fort Sam Houston, Texas, and consolidating regional headquarters both overseas and in the United States. These moves and consolidations are in response to BRAC law and to improve efficiency and effectiveness. We are also investing heavily in our facilities through military construction, services and programs. Our goal is to have premier Army installations across the globe and connect the geographically dispersed soldiers and families across all components. We are focused on improving soldier and family readiness and providing a quality of life second to none.
IMCOM is also transforming the way services are provided on installations through implementation of Common Levels of Support (CLS), a coordinated, corporate strategy for transforming installation services management by focusing on service delivery costs and performance. …