U.S. Army Garrison Strategic Path

1. U.S. Army Garrison Strategic Path Fort Irwin, California The Army's Home Our mission is to provide the Army the 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. We are the Army’s home

2. Presenting the FY09-25 Strategic Path for the US Army Garrison, Fort Irwin, California. In here you will find the strategy we will use to move our Garrison forward to support the vision and mission of the Commanding General and and strategic plan for the National Training Center and Fort Irwin. Our Garrison’s Strategic Path outlines a plan synchronizing with the National Training Center and the Installation Management Command’s (IMCOM) goals and objectives. We have identified specific actions that we will take to achieve our ultimate aim. Fort Irwin has a global role as seen through the eyes of the Soldiers, Families and Civilians who work and live here on the Installation and the surrounding communities. Fort Irwin has a committed workforce and leaders who inspire us all to be Army Strong. As the Army continues its transformation and adapts our operational force structure to meet the ever evolving threats to our nation and the world, Fort Irwin must keep pace by acquiring the levels of flexibility needed to stay operationally effective and responsive to the demands of our supported organizations and activities. Our Garrison has the very tough job of ensuring the right distribution of fiscal resources to meet our customer’s requirements. Moving forward towards being able to do that we are implementing Lean Six Sigma and various other business transformation initiatives, process and productivity focused efforts to lead us to streamlined efficiencies and improved effectiveness in our daily activities. We must all remember and keep at the forefront that achieving our goals and objectives begins and ends with each of us. We are one garrison Team – “one team, one fight”! Each of us as a member of the team plays a pivotal role in our garrison’s overall mission – your commitment to the goals and objectives are essential to our Garrisons success, now and in the future. JIM CHEVALLIER COL, AR Commanding Garrison Commander’s View

3. Garrison Commander Philosophy in a nut shell • Focus on Mission • NTC as the premiere training experience in • the world • Fort Irwin a great place to live, serve, deploy • from, and raise a family • Resource environment demands efficiency • Basics matter – do routine things routinely – • good systems outlast and outperform • individuals – Battle Drills • Teamwork • Team performance is what matters • IMCOM, NTC, Tenant, USAG, rotational, and • contracted team • No interest in credit or blame • Interested in solutions • Time spent finger pointing is time lost from • solving problems • Leadership • Makes the difference between good organizations and great ones • Provide direction, motivation, and enthusiasm • Establish clear priorities (what is essential, what is important, where • to accept risk, and what to ignore) • Earn loyalty, establish an ethical climate, and speak with candor • Develop subordinates • Develop the Next Generation of Leaders • Your only lasting contribution • Cannot be accomplished without training and • education • People • Treat all with dignity, respect, and professionalism • No room for harassment or discrimination • Trust is a given until proven otherwise

4. A Planning To Plan Leadership Commitment Engagement Strategy Training Feb/Mar Where we are Awareness B Mandates/ Strategic Planning Guidance Customer/ Stakeholder Expectations/ Needs Organizational Profile Sustainability And Well Being Baseline Document Gap Analysis Apr/May Baseline C Vision Mission Values And Guiding Principles Goals/ Strategies Where We Want To Be Jun/July Clear….. Balanced Scorecard D Objectives And Measures Targets and Initiatives Develop Action Plans Implement Action plans Lean Six Sigma How Do We Get There Aug/Sep Down to Action G Jan Are We Going The Right Way and doing the right things E Get Better ISR/EPMS CLS PMR Oct/Nov Evaluation How Will We Know We’ve Arrived See Ourselves F ICE Customer Management System IPB OSA Dec Feedback

5. Fort Irwin UNIVERSE Buildings: 1,754 Bldgs. = 7,797,753 SF Permanent – 1340 Bldgs Semi-Permanent – 110 Bldgs Temporary – 216 Bldgs Barstow Outreach Center – 1 Bldg Daggett Heliport – 2 Bldgs Land Acreage: 763,474 Acres Cantonment – 5,474 Acres Total Training Acreage – 585,145 Acres Roads (Paved & Unpaved): 303.7 Miles Paved – 207 Miles Unpaved – 47 Miles Tank Trails – 49.7 Miles Serving & Supporting 47 Tenant Units 4,910 Rotational Soldiers 4,709 Assigned Military (living on installation – 3,380) 7,461 Family Members (living on installation – 5,147) 5,646 Civilian Workforce -------------------------------------- Daily Population – 22,726* Family Housing Units, 2,383 Built since 2004 - 556 Under Construction - 54 Paved Area (Excluding Roads) Parking, Sidewalks = 3,057,524.67 Square Yards Barracks Inventory (spaces): 1,955 Barracks – 1,834 BOQ – 121 (100 series and Old Tiefort) Town Center Terrace – 106 Utilities: 148.71 Miles Water (Domestic) – 72.60 Miles Water (RO) – 37.65 Miles Water (Sewer) – 38.46 Miles Airfields Bicycle Lake SCLA (Leased) Daggett Heliport (Leased) Environmental Clean-up Restoration (IRP) – 4 Active Munitions (MMRP) – 13 Active Compliance Clean-up (CC) – 5 Active Railroads MCLB – YERMO Railhead FY08 IMCOM Resources: $138M * Based on May 2008 ASIP Lock

6. GC DEP CSM Admin Office CPAC HHC RMO PAIO Fort Irwin SGO Bud & Acct Manpower & Agreements Management Analysis Planning Integration ACA EEO Public Affairs Religious Services Internal Review Safety Legal Human Resources FMWR Logistics Emergency Services Public Works Plans, Tng Mob, Sec Info Mgmt NAF Spt Mgt Log Plans & Ops Police/PM Eng Plans & Operations Service Mgmt Military Pers Svcs Child & Youth Supply & Services Fire Prot & Prevention Operations & Maint Training IT Systems Support Admin Svcs Information Assurance Maint Recreation Env Security & Intelligence Front Gate Security ACES Business Trans RCI Airfield Current MEO ASAP ACS Master Planning Work Dev Mission - Garrison - Bus Ops & Integration Contract - A-76/CS -

7. Our World Location. Fort Irwin is located 40 miles North of Barstow, California – a small town located half way between Las Angeles and Las Vegas on I-15. It lies at the Southern tip of Death Valley. The installation encompasses 750,000 acres and is in San Bernardino County (largest county in California). China Lake NAS

8. Key Customer Groups. We provide service to five Customer groups (Figure 8): Service Members (all services and Reserve Components), Family Members, Military Retirees, DoD Civilians, and residents of Local Communities. The GBOD incorporates the requirements of our customers in the Installation Strategic Plan as Performance Objectives. Directorates and their subordinate elements further segment and differentiate customers based on customer specific requirements.

9. Changes to the Universe Fort Irwin Transformation ETC (FY09) +685 51st Trans Int Co (FY09) +158 904th CCB (FY09 or 10) +12 (4) 79th EOD (FY11) + 44 CID DET (FY11) + 21 11th ACR HBCT (FY12) +236 Inactivate – 58th ENGR (FY10) -177 Inactivate – 557th MAINT (FY11) -252 FY13 Projected End-Strength: 23,192 ( + 466 from today) Active – 5,101 Rotation – 4,910 Guard - 131 Civilians – 5,643 Army Retirees – 546 (All services retirees – approx 5,500) Family Members – 6,861

10. Challenges Geography – The Residents Super Target is 74miles 63 miles to a name brand casual dining Barnes and Noble is 75 minutes away Modern Cineplex and Mall is 62 miles away No home newspaper delivery Rotational Schedule Deployed for 140 days per year The rotations have changed – increased need for services Tourist based economy Limits spouse employment Workforce Demand for services outpaces employee availability 70% Strength (IMCOM) Significant Turn-over Limited Pool - intense competition for available workers Time to fill vacancies Geography – The Workforce $ 27 per day in gas. The average commute time is +/- 180 minutes per day Average hourly wage for workers is $18.29

11. So What Does it Mean for Residents? For instance … • The closest Super Target is 56 miles away. • You would have to travel 63 miles to visit a name brand casual dining restaurant. • To browse the aisles of a Barnes and Noble you will travel 75 minutes to the Victor Valley Mall. • The entertainment experience of a new Cineplex theater is 62 miles away.

12. Army Imperatives • Strengthen Soldier and Family Readiness to make the Army Family Covenant a reality Sustain • Maintain and improve facilities, services, infrastructure, environmental and energy sustainability Prepare • Provide Army standard, predictable support services that optimize available resources and support the Total Army Reset Transform • Adapt Army Installations, programs, and services to support an expeditionary Army, and the Future "Army Community"

13. Big Picture - How the Missions Link Army Mission Army…charged to provide logistical and other capabilities to enable…..to accomplish their missions Drives Drives FORSCOM Mission Trains, mobilizes, deploys, sustains, transforms, and reconstitutes IMCOM Mission Provide….installation capabilities and services to Support…….. Supports Drives Drives NTC Mission Trains, sustains and deploys combat ready units…….while taking Care of Soldiers, Civilians and Family members Fort Irwin Mission Provide quality, sustainable capabilities and services… to ensure mission success Supports NTC and Fort Irwin “Army Strong” “One Team one Fight” “Community of Choice”

14. IMCOM Mission: FORSCOM Mission: To provide the Army with the installation capabilities and services to support expeditionary operations in a time of persistent conflict, and to provide a quality of life for Soldiers & Families commensurate with their service. U.S. Army Forces Command trains, mobilizes, deploys, sustains, transforms, and reconstitutes conventional forces, providing relevant and Ready land power to Combatant Commanders worldwide in defense of the Nation both at home and abroad. Strategic Planning Overview – Drilling Down Army Mission: Our mission is enduring: to provide necessary forces and capabilities to the Combatant Commanders in support of the National Security and Defense Strategies. The Army is charged to provide forces able to conduct prompt, sustained combat on land as well as stability and reconstruction operations, when required. Moreover, the Army is charged to provide logistical and other capabilities to enable other Services to accomplish their missions. Drives

15. Strategic Planning Overview – Drilling Down IMCOM Mission: FORSCOM Mission: Fort Irwin Mission: NTC Mission: To provide the Army with the installation capabilities and services to support expeditionary operations in a time of persistent conflict, and to provide a quality of life for Soldiers & Families commensurate with their service. U.S. Army Forces Command trains, mobilizes, deploys, sustains, transforms, and reconstitutes conventional forces, providing relevant and Ready land power to Combatant Commanders worldwide in defense of the Nation both at home and abroad. USAG Fort Irwin provides quality, sustainable capabilities and services to tenant units, Soldiers, the work force, and Family members in order to ensure mission success and the quality of life required for an all volunteer force. The National Training Center (NTC) provides tough, realistic, joint and combined arms training in interagency, intergovernmental and multinational venues across the full spectrum of conflict in order to prepare brigade combat teams for combat. Additionally, the NTC trains, sustains and deploys combat ready units from the 11th ACR and NTC Support Brigade for rotational support and worldwide contingency missions while taking care of Soldiers, Civilians, and Family members. Supports Drives Drives Supports

16. Lines of Operation (1) Full Spectrum Exercises. Lead: OPS GRP w/ Spt: 11 ACR and SPT BDE Definition: Actions and projects that provide a capability to conduct Army and Joint exercises focusing on offense, defense, stability, support, security, transition, reconstruction. (2) Organizational Restructuring/Business Enterprise . Lead: G3 w/Spt: G8 Definition: Actions and projects required to support training and deployments for Army modular and Joint forces. (3) Mission Capability Upgrades. Lead: G3 IMCOM Common Levels Of Support (fail here, L&O’s 1,2 and 3 suffer) Definition: Actions and projects that support modernization of the maneuver area, live fire area and static ranges. (4) Base Operations. Lead: Garrison w/ Spt MEDDAC / DENTAC Definition: Infrastructure improvements and project development to improve Soldier and Family quality of life. (5) Support ARFORGEN. Lead: SPT BDE w/ Spt: 11 ACR Definition: Actions and projects that prepare units to re-enter the ARFORGEN cycle while sustaining Rotational and OPFOR requirements. (6) Support Army Installation Sustainability Plan. Lead: USAG Definition: Plan and implement effective and efficient ways to manage resources that achieve FT Irwin’s sustainability goals by FY 2012.

17. CLS Risk Assessment

18. CLS Risk Assessment

19. USAG Fort Irwin Mission: USAG Fort Irwin provides quality, sustainable capabilities and services to tenant units, Soldiers, the work force, and Family members in order to ensure mission success and the quality of life required for an all volunteer force. USAG Fort Irwin Vision: The most sought after community in the Army. A great place to, train, serve, live, deploy from, and raise a family. USAG Vision and Mission We analyzed our internal and external situation; and validated our strategic objectives, aligning them to the National Training Center and IMCOM to frame our vision, mission, and goals: In order to accomplish our mission while pursuing our vision the USAG Strategic Path is our road map beginning Fiscal Year 2009 and into the future.

20. USAG Fort Irwin Imperatives • Recruit, hire, train, and retain the right people • Continually drive for efficiency • Always take into account the unique geography, organization, and mission of the NTC and Fort Irwin • Be responsive to all of our customers and treat everyone with dignity and respect • See ourselves and continuously and accurately report in order to leverage resources • Precision execution of the BASOPS contract • Balance the immediate with the long term - sustainability

21. USAG Strategic Outcomes We have identified our strategic outcomes in order to provide a strategic path that supports The National Training Center, IMCOM goals for installation management, and to deliver quality programs and services at Fort Irwin. USAG strategic outcomes: Mission Readiness and a Community of Choice Provide Communities of Choice Support Mission Readiness and Execution Leverage successful programs to develop and attract mission and business initiatives that facilitate innovation and growth: maximizing resource capabilities through increased partnerships Create an environment that fosters learning, initiative, communication, teamwork, inclusiveness and professional growth: sustaining work force morale and competencies Provide modern, high quality facilities, systems, and infrastructure: enabling the force to fulfill its missions while enriching the lives of their families Provide best-in-class installation and customer services: balancing customer requirements with available resources Goal 4 Goal 1 Goal 2 Goal 3

22. Bridging/Linking the Army Imperatives in Cascading Strategic Goals Army Imperatives Prepare Reset Transform Sustain Army Army Army Army Strengthen Soldier and Family Readiness to make the Army Family Covenant a reality Maintain and improve facilities, services, infrastructure, environment and energy sustainability Provide Army standard, predictable support services that optimize available resources and support the Total Army Adapt Army Installations, programs, and services to support an expeditionary Army, and the Future “Army Community” IMCOM Goals Sustain Prepare Reset Transform IMCOM IMCOM IMCOM IMCOM Build and sustain state of the art infrastructure to support readiness and mission execution and enhance the wellbeing of the military community Develop and retain the best leaders and most professional workforce to accomplish Army goals and objectives Optimize resources and employ innovative means to provide premier facilities and quality services Be a streamlined organization that is customer-focused and results-driven in support of current and future missions Goal Champion: Goal Champion: Goal Champion: Goal Champion: Fort Irwin Goals Prepare Reset Transform Sustain Ft Irwin Ft Irwin Ft Irwin Ft Irwin Create an environment that fosters learning, initiative, communication, teamwork, inclusiveness and professional growth: sustaining work force morale and competencies Leverage successful programs to develop and attract mission and business initiatives that facilitate innovation and growth: maximizing resource capabilities through increased partnerships Provide modern, high quality facilities, systems, and infrastructure: enabling the force to fulfill its missions while enriching the lives of their families Provide best-in-class installation and customer services: balancing customer requirements with available resources Goal Champion: CPAC Goal Champion: DRM Goal Champion: PAIO Goal Champion: DPW

24. CORE COMPETENCIES Command & Control - Lead - Evaluate; Assess - Plan; Develop - Decide; Prioritize, Communicate, Deliver - Coordinate; Synchronize, Integrate - Business Transformation - Liaise - Community Partnerships & Outreach - Provide Common Levels of Support Provide Soldier & Family Programs and Services - Family, Morale, Welfare & Recreation - Employment Services - Education Services - Access to Health Care - Housing, Barracks - Religious Support Provide Environmental Energy Sustainability - Stewardship of Natural Resources - Environmental Programs - Environmental Restoration Program - Environmental Planning - Energy Management - Managing Historic Properties • Provide Facilities & Services • - Public Works • - Real Property • Land • Buildings • Utilities • Provide Installation Support • - Human Resources • - Information Management • - Resource Management • - Emergency Services • - Plans, Training, Mobilization & Security • - Logistics • - Public Affairs • - Safety • - Legal • - EEO • - Internal review

25. SC Top Priorities Mid-Range Objective Now -10 Long Range Objectives FY10-15 (1) Complete building the National Urban Warfare Complex. (2) Increase role players in the box. (3) Modernize live fire area and Ranges. (4) Replicate a world class full spectrum training Ops. (5) Improve Leader Training Program. (6) Maneuver Training Area Infrastructure Improvements. (7) Develop OPS GRP Joint TDA. (8) Recertify JFCOM task list. (9) 11 ACR and Support BDE continue to support ARFORGEN cycle. (10) Increase realism into the maneuver training area (11) BASOPS Improvements. (12) Community Improvements. • NUWC 600 fully instrumented BLDGs. • (2) World class Opposing Force (Asymmetrical – High intensity Capability). • (3) JNTC Accreditation. • (4) Modernized live fire and Range complex constructed. • (5) Dual role HBCT and SPT BDE Ready. • (6)Fort Irwin the best and most sought after community in our Army. • (7) Accelerate Town Center construction to be completed by FY2011. • (8) Set the conditions to improve realism into the maneuver training area

26. USAG Top Ten Near Term Priorities as of 25AUG08 • Fulda Desert Marathon • Operating Hours Modifications • Reintegration of deployed forces • Exportable Training Capability and 51ST TICO • Army Community Covenant • Army Family Action Plan • Family MemberJustice System • X-WALK Improvements • Fall Clean Up • NTC Express

27. USAG Top Ten Long Term Priorities as of 25AUG08 • Improve Education (asked several times what this means) • Environmental Campaign Plan • Improve Community Life (Sports, Recreation, Dining, Retail, Habitat, Child and Youth Services ) • Improve Installation Management and Decision Process (Installation Planning Board, Customer Services Officer, precision reporting of management systems) • Improve Single Soldier Quality of Life (UPH, Barracks Maintenance and Management) • Improve Strategic Communication, Command and Community Information (Video, Web Site, KNTC, Irwin TV, Newspaper) (Internal and external) • Improve Community Housing • Development and Execution of NTC Tours • Improve Protection of the Community (Safety, Anti-terrorism, Force Protection, Emergency Response) • Army Family Covenant Execution

28. USAG Internal Priorities as of 06OCT 08 • Improve Command and Control of USAG Operations and Activities - Updated Mission, Vision, Imperatives, Priorities • Seeing Ourselves and Reporting – both real time day to day operations • and assessing our quality of service • Directorate and Support Office coordination and synchronization • Taking care of our workforce - Recruiting, retaining, awarding, and developing the workforce • Recruiting, developing, and educating leaders • Contract Surveillance

29. How Do We Know We’re Going The Right Way Or When We’ve Arrived? Goal Champion: CPAC

30. How Do We Know We’re Going The Right Way Or When We’ve Arrived? Goal Champion: CPAC

31. How Do We Know We’re Going The Right Way Or When We’ve Arrived? Goal Champion: DRM

32. How Do We Know We’re Going The Right Way Or When We’ve Arrived? Goal Champion: DRM

33. How Do We Know We’re Going The Right Way Or When We’ve Arrived? Goal Champion: PAIO

34. How Do We Know We’re Going The Right Way Or When We’ve Arrived? Goal Champion: DPW

35. INSTALLATION MANAGEMENT COMMAND “Sustain, Support and Defend”