IMCP - U.S. Army

Installation Management Campaign Planreceives many services from state or local agencies, or through contracts with localproviders in the community, some Army services need to be provided by IMCOM.Communication. Communicate, communicate, communicate! I can’t stress thisenough. Use every opportunity to listen to your leaders, customers andsubordinates. Know your responsibilities and communicate your objectives to yourworkforce and supported Commander. Be open to feedback, but always stepforward to lead. Use your Public Affairs Officers to get key messages and themesout to the communities that support us.ARFORGEN. The Installation Management Community contributes significantly tothe success of the Army Force Generation (ARFORGEN) process. ARFORGENwas created to generate a pool of ready units, while improving predictability forSoldiers and Families. In addition, ARFORGEN establishes an extended windowduring reintegration to RESET Soldiers and Families. We will continue to providethe services and infrastructure required by Senior Commanders to generate andproject the force while sustaining the All Volunteer Force in a time of persistentconflict. Every member of the Installation Management Community should be awareof how each of our efforts directly or indirectly support the phases of ARFORGEN,and listen to the voices of our customers from their perspective.Cost Culture. The Installation Management Community will aggressively managethe programming and execution of funding while ensuring consistent, equitable andpredictable delivery of services to our Soldiers, Families and Civilians. Leaders willuse cost information for effective decision making and performance management.We will pursue every opportunity to ensure we are doing the right things and doingthem efficiently and effectively. We will target our programs to meet high priorityneeds of our customers while achieving high return on investment. Installationleaders will use tools such as Cost Benefit Analysis, Management Controls, InternalReview and Audit Compliance and Lean Six Sigma (LSS) to deliver value whileeliminating fraud, waste and abuse in our processes.Communities of Excellence. The Army Communities of Excellence concept isbased on proven principles employed by world class organizations that have madethem successful over time. We will employ these principles, such as being acustomer focused, strategy driven, learning organization that delivers value in anefficient, effective manner. We will build our workforce and future leaders as a oneteam,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 necessaryto continuously improve what we deliver and how we deliver it. The Voice of theCustomer will be our highest metric for how we are doing.Voice of the Customer. We remain committed to being a customer-centricorganization that seeks and applies customer feedback to evaluate and improve thedelivery and receipt of installation programs and services. We will continue to useexisting tools to elicit customer feedback and apply that information to better informleader decisions. We will expand the use of the Interactive Customer Evaluation(ICE) system at the Headquarters and Regions and begin to assess customerAre We Doing The Right Things? Are We Doing Things Right? What Are We Missing?4