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IMCOM Campaign Plan

"This document describes my vision as Commanding General, Installation Management Command and Assistant Chief of Staff for Installation Management to bring effective and efficient services, programs and infrastructure to bear on the challenges faced by Commanders, Soldiers, Families and Civilians in a fluid operating environment, and my Campaign Plan for achieving that vision. It lays out my strategy, through Lines of Effort and Keys to Success, and metrics by which we will track progress."

- Lt. Gen. Rick Lynch, Commander, U.S. Army Installation Management Command

Vision 2017: Making the Army’s Home Stronger

I am pleased to present the FY10 Installation Management Campaign Plan (IMCP). This Campaign Plan represents my overall strategy for the Installation Management Command (IMCOM) and the Office of the Assistant Chief of Staff for Installation Management (OACSIM). My intent is to execute the IMCP along 6 Lines of Effort (LOE): #1- Soldier, Family and Civilian Readiness; #2 - Soldier, Family and Civilian Well Being; #3 - Leader and Workforce Development; #4 - Installation Readiness; #5 - Safety; and #6 - Energy Efficiency and Security. The IMCP Endstate: a measurable plan executed by each subordinate installation and nested in the goals and priorities set forth by the Secretariat and HQDA.

The IMCP strategic direction provides the foundation and road map for each Soldier, Family and Civilian to understand their role in supporting the warrior now and in the future. The IMCP is a living document manifested by all agencies within the Installation Management Community to align and integrate my strategy. IMCOM and OACSIM play a vital role in supporting the Army Family. The IMCOM HQ, Family, Morale, Welfare and Recreation Command (FMWRC), Army Environmental Command (AEC), the Region HQ, and the Garrisons are responsible for the daily operation of the IMCP. The OACSIM is responsible for developing the policy, programs and resources required by each installation community. The OACSIM collects and analyzes Installation Management information in the form of reporting systems that support Army level requirements to include the POM cycle process and Army Enterprise Board (AEB).

My strategic imperatives, nested in the IMCP, include: (1) Continue evolving the organization into a customer-focused combat support organization; (2) Embrace a performance-based management culture; (3) Equip employees with the competencies, skills and enabling capabilities needed to provide extraordinary support to our customers now and in the future; and (4) Ensure fiscal responsibility. Each imperative is derived from and driven by a fundamental alignment with other Strategic Guidance starting with the President's Management Agenda (PMA), Quadrennial Defense Review (QDR), The Army Plan (TAP), and the Army Campaign Plan (ACP).

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