Installation Management Campaign Plan (Version 4) - U.S. Army

Installation Management Campaign Plan
workforce and supported Commander. Be open to feedback, but always step
forward to lead. Use your Public Affairs Officers to get key messages and themes
out to the communities that support us.
ARFORGEN. The Installation Management Community contributes significantly to
the success of the Army Force Generation (ARFORGEN) process. ARFORGEN
was created to generate a pool of ready units, while improving predictability for
Soldiers and Families. In addition, ARFORGEN establishes an extended window
during reintegration to RESET Soldiers and Families. We will continue to provide
the services and infrastructure required by Senior Commanders to generate and
project the force while sustaining the All Volunteer Force in a time of persistent
conflict. Every member of the Installation Management Community should be aware
of how each of our efforts directly or indirectly support ARFORGEN.
Cost Culture. Our mission has not changed, but our resources have been
significantly reduced. Our strategy for achieving the same ends with reduced means
is to dramatically improve the ways we deliver services and programs. We will
target our resources to meet high priority needs of our customers while eliminating
redundancies and achieving high return on investments. We will pursue every
opportunity to ensure we are doing the right things and doing them efficiently and
effectively. Leaders will use cost information for effective decision making and
performance management. Cost Benefit Analysis, Management Controls, Internal
Review and Audit Compliance and Lean Six Sigma (LSS) are essential tools for
delivering value while eliminating fraud, waste and abuse in our processes.
Communities of Excellence. The Army Communities of Excellence concept is
based on a set of principles that have made world class organizations successful
over time. We will employ these principles, such as being a customer focused,
strategy driven, learning organization that delivers value in an efficient, effective
manner. We will build our workforce and future leaders as a one-team, one-fight
enterprise to achieve desired results for our Army and the Nation. We will check
results regularly and adjust our priorities and processes as necessary to continually
improve what we deliver and how we deliver it. The Voice of the Customer will be
our highest metric for how we are doing.
Voice of the Customer. We remain committed to being a customer-centric
organization that seeks and applies customer feedback to evaluate and improve the
delivery and receipt of installation programs and services. We will continue to use
existing tools to elicit customer feedback and apply that information to better inform
leader decisions. We will expand the use of the Interactive Customer Evaluation
(ICE) system at the Headquarters and Regions and begin to assess customer
feedback from an Enterprise perspective. By doing so, we will identify systemic
issues and address them accordingly. As our ability to gather, interpret, and act on
customer feedback increases, so will our ability to increase customer satisfaction.
Are We Doing The Right Things? Are We Doing Things Right? What Are We Missing?
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