US Army: StrategicPlan2008thru2011

8/14/2019 US Army: StrategicPlan2008thru2011

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I would like to take this opportunity to thank all of you

for what you do everyday for Fort Monroe and our Army. I amhonored to have the privilege of serving with a group of suchoutstanding professionals. Enclosed is our strategic plan which isdesigned to guide our efforts in maintaining Fort Monroe’sinfrastructure, environment, and to provide quality BASOPSsupport to our customers while transitioning Fort Monroe. Itis paramount that we transition Fort Monroe to closure with“Excellence and Dignity.” As with any plan, it is only as goodas those who believe in it and are responsible for making ithappen. I encourage you to become part of the process byembracing this plan and committing yourself to doing your part

to make our vision a reality. Change is now upon us and wehave no other choice but to deal with it. In the end we will be apart of Fort Monroe’s long rich history…a history markedwith many “firsts”. More importantly, a history that is markedwith excellence, honor, and pride. How do you want us to beremembered?

“Freedom’s Fortress”

Respectfully,

Jason T. EvansColonel, Adjutant GeneralCommanding

MESSAGE FROM THE COMMANDER



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FORT MONROE HISTORY

1819—Present

Formed as an irregular polygon with seven frontsand seven bastions, it is the largest stone fort ever built inthe United States. Nicknamed “Gibraltar of the Chesapeake,”it was one of the few federal military installations in the

south not to fall to Confederate forces at the outbreak of theCivil War. After Major General Benjamin Butler’s famous“contraband” decision in May 1861, the fort became a havenfor escaping slaves who called it “the Freedom Fort.” WorldWar I swelled the ranks of Fort Monroe with additionaltroops but there was never any serious threat to the area.During World War II, Fort Monroe served as the headquartersfor the Harbor Defenses of Chesapeake Bay. After servingas the home of the Coast Artillery, Fort Monroe becomethe headquarters for the Army Ground Forces. Fort Monroe,home to the Training and Doctrine Command (TRADOC)

Headquarters since 1973, is the third oldest continuouslyoperating fort in the US. Fort Monroe has been regis-tered as a National Historic Landmark since 1960.



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FORT MONROE GARRISON

VISION STATEMENT

Transition Fort Monroe while sustaining

Department of Defense Agencies

in support of National Security.

MISSION STATEMENT

Provide quality base operations support

for National Defense Agencies

while preparing the Fort Monroe

Community for the future.



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MISSION ESSENTIAL TASK LIST

• Provide for Installation Command & Control.

• Protect the Force.

• Provide Quality Base Operations Support.

• Provide Quality of Life and Well-being for Soldiers,

Families, and DOD Civilians.

• Ensure Historical/Environmental Preservation of

Fort Monroe.

• Sustain Installation Infrastructure.

• Promote Community Relations.



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VALUES

ARMY VALUES

Loyalty

Duty

Respect

Selfless Service

Honor

Integrity

Personal Courage

IMCOM VALUES

Loyalty

Duty

Respect

Selfless Service

Honor

Integrity

Personal Courage

FORT MONROE VALUES

Morally Strong

Operationally Effective

Nurturing Excellence

Responsive

Optimistic

Empowered



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VALUES TO GUIDING PRINCIPLES

• Morally Strong Morally Strong: Do what’s rightbecause it’s right; even whendifficult.

• Operationally Effectively Operationally Effective: Afocused effort based on coop-eration to accomplish the mission.

• Nurturing Excellence Nurturing Excellence: A learningteam that is trained, dedicated,dependable and ethical.

• Responsive Responsive: Providing flexible,timely, intelligent, common-sensebased solutions to challenges.

• Optimistic Optimistic: We encourage newideas, the willingness to try themand accept prudent risk to makethings better.

• Empowered Empowered: Every member of theteam is responsible for thedecisions they make, the actionsthey take and the resourcesentrusted to them.



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STRATEGIC GOALS & OBJECTIVES

GOAL 1: Transition with excellence and dignity

STRATEGIC OBJECTIVES:

1.1 Manage BRAC actions and continue BRAC summits insupport of TRADOC/NERO timeline (FY2011).

1.2 Continue quality BASOPS support and maintaininfrastructure during transition.

1.3 Implement National Security Personnel System (NSPS).

1.4 Participate in Fort Eustis/Langley AFB Joint Basing Planning.

GOAL 2: Take care of people


2.1 Closely manage civilian personnel professional developmentand training priorities.

2.2 Employ incentives that will shape the workforce and willprevent a reduction in force (RIF).

2.3 Maintain the readiness of Soldiers and their family members.



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STRATEGIC GOALS & OBJECTIVES

GOAL 3: Facilitate Environmental Stewardship


3.1 Sustain the environmental mission through transition.

3.2 Continue to develop and implement an EnvironmentalManagement System that fully conforms with theInternational Organization Standards.

GOAL 4: Protect DOD agencies throughout Fort Monroe transition


4.1 Maintain Force Protection.

4.2 Maintain continuity of operations.

4.3 Sustain Information Assurance Security Program.



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SUPPORTING OBJECTIVES

GOAL 1: Transition with excellence and dignity.

STRATEGIC OBJECTIVE 1.1: Manage BRAC actions and continue BRACsummits in support of TRADOC/NERO timeline (FY2011).


1.1.1 Execute Human Resource Strategic Transition Plan. (CPAC)

1.1.2 Align business practices with the Army Processing Centers (APC).(DOIM)

1.1.3 Identify and properly manage environmental, historic resources, real

property, and real estate issues throughout the BRAC process. (DPW)

1.1.4 Align business practices with Fort Eustis Housing to develop atransition plan for key and essential personnel. (DPW)

1.1.5 Execute manpower and financial actions necessary to closeFort Monroe by FY2011. (DRM)

1.1.6 Continue to seek guidance from the Center for Military Historyconcerning Museum closure. (Museum)

1.1.7 Increase attendance at Chapel services. (Chapel)

1.1.8 Ensure equal opportunity of all employees. (EEO)

1.1.9 Conduct Restoration Advisory Board quarterly. (DGC)



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STRATEGIC OBJECTIVE 1.2: Continue quality BASOPSsupport and maintain infrastructure during transition.


1.2.1 Implement Single DOIM Action Plan. (DOIM)

1.2.2 Manage the Command Supply Discipline. (DOL)

1.2.3 Provide effective BASOPS logistics services to a transitioningcustomer base. (DOL)

1.2.4 Sustain effective Public Works services. (DPW)

1.2.5 Manage Resources (Manpower and Dollars) to continue qualityBASOPS to sustain infrastructure. (DRM)

1.2.6 Maintain the Monroe Action Tracking System for suspenseactions. (DGC)

1.2.7 Continue to provide quality Military Personnel Services to theFort Monroe Community. (HRD)

1.2.8 Continue to assess the effectiveness of the Strategic Plan. (PAI)

1.2.9 Manage external and internal strategic communications. (PAO)

1.2.10 Promote open dialogue among installation and community leaders,

local and regional news outlets. (PAO)

1.2.11 Manage an effective Equal Employment Opportunity Program/ Affirmative Employment Plan. (EEO)

1.2.12 Maintain a full-spectrum of legal services to the installation andcommunity. (PJA)

1.2.13 Implement IMCOM-directed safety initiatives. (Safety)

1.2.14 Provide safety training for contractors and DOD workforce as required.(Safety)

1.2.15 Become an effective learning organization. (PAI)

1.2.16 Provide ceremonial support for all TRADOC and garrison events when

required. (HHC)

1.2.17 Provide and manage all law enforcement, security, and Provost Marshalfunctions on Fort Monroe. (PMO)



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GOAL 1


STRATEGIC OBJECTIVE 1.3: Implement National Security PersonnelSystem (NSPS).

1.3.1 Manage pay pools. (DGC/Directors—DGC Lead)

1.3.2 Establish comprehensive performance objectives for affected employees.(DGC/CPAC/Directors)

1.3.3 Educate the workforce. (CPAC)


STRATEGIC OBJECTIVE 1.4: Participate in Fort Eustis/Langley AFB JointBasing Planning.

1.4.1 Assess impact of joint basing on Fort Monroe’s mission. (Directors–DRMLead)

GOAL 2

GOAL 2: Take care of people.

STRATEGIC OBJECTIVE 2.1: Closely manage civilian personnelprofessional development and training priorities.


2.1.1 Ensure equal opportunity in the planning of professional developmentoptions. (EEO)

2.1.2 Conduct one town hall meeting with employees each quarter at thedirectorate level. (Directors—PAI Lead)

2.1.3 Require mandatory attendance for all military and civilian employees atBRAC quarterly Town Hall meetings subject to command guidance.(All—PAI Lead)

2.1.4 Develop Individual Development Plan Process (DGC)

2.1.5 Complete mid-term evaluations for civilian personnel. (Directors—PAILead))



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GOAL 2 (cont’d)


STRATEGIC OBJECTIVE 2.2: Employ incentives that will shape theworkforce and will prevent a reduction in force (RIF).


2.2.1 Obtain funding to shape (train, develop, and provide incentives)a quality workforce. (DRM)

2.2.2 Manage Job Swap database. (CPAC)

2.2.3 Implement recruitment, relocation, and retention bonuses for ourlocal workforce as required. (CPAC)


STRATEGIC OBJECTIVE 2.3: Maintain the readiness of Soldiers and theirfamily members.


2.3.1 Meet financial objectives as established by IMA. (DMWR)

2.3.2 Deliver customer driven MWR program planning. (DMWR)

2.3.3 Maintain stewardship of MWR facilities. (DMWR)

2.3.4 Provide mandatory training for all assigned military personnel. (HHC)

2.3.5 Meet the spiritual needs of a diverse military community. (Chapel)

2.3.6 Conduct annual Soldier readiness processing. (HRD)



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GOAL 3

GOAL 3: Facilitate Environmental Stewardship.

STRATEGIC OBJECTIVE 3.1: Sustain the environmental mission throughtransition.


3.1.1 Educate Fort Monroe community on environmental programs. (DPW)

3.1.2 Minimize environmental impacts and promote resources conservation.(DPW)

GOAL 3: Facilitate Environmental Stewardship.

STRATEGIC OBJECTIVE 3.2: Continue to develop and implement anEnvironmental Management System that fully conforms with theInternational Organization Standards.


3.2.1 Achieve full compliance with Army and DOD Environmental ManagementSystem Policy. (DPW)

GOAL 4

GOAL 4: Protect DOD agencies throughout Fort Monroe transition.

STRATEGIC OBJECTIVE 4.1: Maintain Force Protection.

SUPPORTING OBJECTIVES:

4.1.1 Sustain installation security program. (DPTMS)

4.1.2 Sustain antiterrorism program. (DPTMS)

4.1.3 Maintain practical, economical, and effective physical security program.(PMO)

4.1.4 Sustain and improve relations with federal, state, and local lawenforcement agencies. (PMO)

4.1.5 Protect critical infrastructure. (DPTMS/DPW/DOIM)

4.1.6 Protect Government information. (All)



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GOAL 4 (cont’d)


STRATEGIC OBJECTIVE: 4.2: Maintain continuity of operations.


4.2.1 Plan, coordinate and direct crisis and consequence management.(DPTMS)

4.2.2 Assist tenant organizations in retaining the capability to perform essentialmissions and functions across the full spectrum of conflicts, civil emer-gencies, and natural or man-made disasters. (DPTMS)


STRATEGIC OBJECTIVE 4.3: Sustain Information Assurance SecurityProgram.


4.3.1 Implement all task orders received and apply required patches and up-dates to systems. (DOIM)

4.3.2 Update DOD Information Certification Accreditation Plan. (DOIM)



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US Army: StrategicPlan2008thru2011