Table Of Content

J o u r n a l U.S. ARMY of Installation Management Volume 2, Summer 2007 I 6 M Garrison Commanders: Leading at Several Levels By Colonel Charles D. Allen C 10 Morale, Welfare and Recreation Programs and their Effect on Readiness and Retention By Richard Fafara and Dave Westhuis O M 20 Transformation Franconia Style: Placing People First in Europe By Richard C. Davis, Billy Smith, Ramona Taylor and Bradley Hannum Report Documentation Page Form Approved OMB No. 0704-0188 Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. 1. REPORT DATE 3. DATES COVERED 2007 2. REPORT TYPE 00-00-2007 to 00-00-2007 4. TITLE AND SUBTITLE 5a. CONTRACT NUMBER Garrison Commanders: Leading at Several Levels 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 8. PERFORMING ORGANIZATION U.S. Army War College,Department of Command, Leadership & REPORT NUMBER Management,Carlisle Barracks,PA,17013 9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) 10. SPONSOR/MONITOR’S ACRONYM(S) 11. SPONSOR/MONITOR’S REPORT NUMBER(S) 12. DISTRIBUTION/AVAILABILITY STATEMENT Approved for public release; distribution unlimited 13. SUPPLEMENTARY NOTES 14. ABSTRACT 15. SUBJECT TERMS 16. SECURITY CLASSIFICATION OF: 17. LIMITATION OF 18. NUMBER 19a. NAME OF ABSTRACT OF PAGES RESPONSIBLE PERSON a. REPORT b. ABSTRACT c. THIS PAGE Same as 5 unclassified unclassified unclassified Report (SAR) Standard Form 298 (Rev. 8-98) Prescribed by ANSI Std Z39-18 Garrison Commanders: Leading at Several Levels By Colonel Charles D. Allen Our Army continues to face the Similarly, the commander of a For most major installations, challenges of the 21st century Training and Doctrine Command there are centrally-selected gar- posed by the strategic environment (TRADOC) activity has different rison commanders who are dually and the missions it must perform concerns, such as providing trained responsible to the SMC and the to protect the national interests of Soldiers and educated leaders to Installation Management Com- the United States. To achieve its operational units. In these and sev- mand (IMCOM). The garrison com- vision of providing relevant and eral other cases, the SMC – who mander plays an integral role in ready forces to combatant com- also serves as the installation com- facilitating the success of the SMC manders, the Army has to simulta- mander – has the responsibility to and other unit leaders on the instal- neously meet operational require- provide for the quality of life and lation. That role requires a unique ments and execute functional or well-being of those that rely on the blend of skills that crosses several institutional support as outlined in facilities provided by the installa- levels of leadership. the United States Code Title 10. tion. While Army doctrine categorizes Both the operational and func- installation command at the orga- tional Army requires competent nizational level, it is important that leadership to fulfill its mission of the garrison commander maintain preparing for, fighting, and winning direct-leadership skills and also our nation’s wars. Most of the func- Strategic execute strategic-leadership com- tional support of the Army occurs Leadership petencies. While garrisons may at installations where its Soldiers not be at the strategic level, their train, its Families live, and its civil- leadership has the responsibility ian work force is employed. to conduct strategic planning and management in order for the organizations to fulfill their purpose. Need for Leadership at Installations Organizational The assignment of the installation Leadership Importance of Mission commander is typically associated The purpose of any organization with the senior mission com- or institution should be clearly mander (SMC) on an Army post, defined and communicated who is also the commander of to its important constituents. units that reside on the instal- That purpose gives the orga- lation. Those commanders nizational raison d’etre and have multiple and compet- Direct Leadership helps to define what it is to ing responsibilities. If an accomplish and why. The SMC is commander of organizational purpose is gen- a division or operational erally captured in a mission state- headquarters, the focus is on ment and, if appropriate, aligned ensuring the combat readiness with and supportive of a higher of the units and the ability to institutional mission. Specifically, deploy when called. the Army mission is to provide Fort Carson Installation Mission Statement Fort Carson’s Mountain Post Team – best opportunity in the Army for Soldiers to train, leaders to lead, Families to grow and people to work. We are a first-rate power projection platform (air and rail) and Post Mobilization Maneuver Training Center; a premier installation and committed community partner, providing combat- ready forces for the 21st Century. Vision Statement Fort Carson trains, mobilizes, deploys, and sustains combat-ready forces. We ensure the well-being and protection of the Mountain Post Team, while operating a respon- sive, efficient and sustainable installation, Post Mobilization Maneuver Training Center and power projection platform. 6 combatant commanders with the key stakeholders who, once the The SGO also provides the levels forces and capabilities necessary vision is developed, can assist of management and supervision of to execute the National Security, the organization’s effort to make the work force that delivers these National Defense and National Mili- it a reality. For Army garrisons, a essential services. tary Strategies.1 The implied and vision has to capture the essence The garrison commander sets the derived mission for Army garrisons of mission support to the tenant tone and tenor of the organiza- must have as an essential task to organizations, concern for the qual- tional climate of the work force. provide adequate and timely base ity of life for its residents, and the The installation work force is operations support (BOS) to units well-being of its work force. diverse, consisting of uniformed and organizations stationed on the service members, civilians, and installation in order for those activi- contractors that must function as a ties to accomplish their assigned collection of teams with common missions. goals. A desirable climate has Support an members that are committed to expeditionary Establish Vision force where Soldiers providing service to its customers, train, mobilize, and that strive for excellence, and that The vision of the Office of the deploy to fight and are embrace a sense of community. Assistant Chief of Staff for Installa- sustained as they reach back for support The commander’s goal is to build tion Management and IMCOM high-performing installation is to make “Installations of Develop strategies to posture installations teams dedicated and moti- Readiness.” Each garrison as deployment platforms with robust vated to fulfill the organi- commander should reach-back capabilities zational purpose. have a vision of what makes the installa- Adjust installation support to meet the needs of The directors of the tion relevant and an Army at war and transforming SGO form part of the valuable to its residents executive leadership and other customers. The Support well-being of all Soldiers and team of the garrison along >> their Famillies commander’s role includes with the commander and the executing the functions of stra- command team. This leadership Soldiers and Families deserve tegic management of resources the same quality of life team can contribute significantly (i.e., the effective stewardship of as is afforded the to creating an effective vision, society they people, dollars, and facilities) and pledge to developing strategies to achieve planning for the future. An essen- defend the vision, and then serve as the tial part of the strategic planning champions with the work force for process is to assess what currently the implementation of the strategy. it is against what it should be. In Installations of Readiness As such, these team members play identifying the gaps, the leader an integral part in meeting daily Build the Team establishes a desired end state, challenges, solving difficult prob- The garrison commander’s direct develops supporting goals and lems, and are valuable participants leadership skills are indispensable objectives, and specifies key tasks in the strategic decision-making in building high-performing teams that should be accomplished to process for the installation. It is within the garrison structure and reach the end state. important that the commander in building teams of stakeholders recognizes the necessity of build- A contemporary example is the that benefit from the installation ing the team of garrison leaders assessment of Soldier require- activities. The commander is given that adhere to common values, are ments with the restationing of units a formal structure with the stan- committed to the organizational of the Modular Force. In many dard garrison organization (SGO) mission, and accept personal cases, there is a shortfall in bar- that has been developed by ACSIM responsibility to contribute to racks, on-post housing, and child- and IMCOM as the template for success. care facilities that requires strategic every installation. This structure is planning for military construction aligned with the common functions integrated with the management to be performed at each garrison of the installation. The process of and captured in the listing of 95 visioning requires involvement of installation support services in the Common Levels of Support (CLS). 7 Garrison Mgmt & GC Control Offices Deputy to the GC CSM Res Mgmt Ofc (RMO) HHC/HHD Plans, Anal & Int (PAI) Admin Office Installation Support Directorates HUMAN MWR PLANS, TNG EMERGENCY LOGISTICS PUBLIC *INFO RESOURCES (DMWR) MOB, SEC SERVICES (DOL) WORKS MGMT (DHR) (DPTMS) (DES) (DPW) (DOIM) Installation Support Offices LEGAL PUBLIC RELIGIOUS SAFETY EQUAL INTERNAL CONTRACT- (ILO) AFFAIRS SUPPORT (ISO) EMP OPP REVIEW ING (ICO) (PAO) (RSO) (EEO) (IRACO) Standard Garrison Organization *U.S. Army Manpower Analysis Agency (USAMAA) study ongoing for Standard Garrison DOIM The garrison commander has a My challenge has been the “stra- picture” perspective of the gar- unique responsibility to gather tegic influence” portion of the rison as a system and understand and build teams from important job – trying to influence or shape how the interrelated components, constituents who are not in the organizational actions of people both inside and outside of the garrison chain of command, but that have no direct C2 relationship traditional fence line, affect the who can significantly contribute with you – on or off post but will ability to fulfill its purpose. The to its mission. These constituents have direct impacts on the garri- commander must see the whole of include commanders and directors son mission. Some days I feel like base support and extend it in time of other organizations that reside I am more politician running for to ensure resources are commit- on the installation; local civic, com- office than commander as you try ted to achieve future success. The munity, and business leaders; and to build and sustain coalitions. commander must also understand others that provide services to the and be aware of the competing – A Garrison Commander installation. While the garrison interests and priorities of the mul- commander may have little or no tiple constituents. The garrison vision may include formal authority over them, these being a good neighbor and It is commonplace for installations groups share common values member of the community with to have tenants that cross several and have vested interests in post those outside the installation domains. The concerns of a tacti- activities. In many cases, they may boundary. In this capacity, the cal unit for improvements on small be able to provide support and garrison commander exercises arms firing ranges may compete resources that would not otherwise strategic leadership in establishing with funds designated for road be available. a vision and building teams that maintenance in the housing areas cross organizational structures. or for remediation of environmen- The commander must have a “big tal hazards fields. Maintaining 8 the “Big Picture,” the garrison the strategy. This will also require commander engages in master active monitoring, gathering feed- ing strategy, provides purpose planning activities that apportion back, and assessing performance and direction to the work force. installation land as commercial, in meeting objectives defined in A healthy organizational climate, industrial, and residential for future the strategy. Garrison command- building and sustaining high- capabilities. ers conduct business process performing teams, and positive reviews with members of the staff, At every opportunity, the com- actions taken to implement the information-sharing meetings with mander should conduct strategic strategy are strong motivators to tenants and external community communications to ensure the achieve mission and prepare the leaders, and townhall meetings installation stakeholders under- installation for the future. with residents to validate progress stand and embrace the vision. on performance measures. The U.S. Army War College This serves to ensure that the definition of strategic leadership installation executes its mission Creativity and innovation is needed includes the following key func- to meet the existing and near- to confront and overcome obsta- tions: provide vision, influence term needs of its constituents. In cles that arise. The commander culture, establish policy and direc- addition, if the future end state is provides direction with the strat- tion, allocate resources, and build clearly understood and desirable, egy, but must also continue to fire teams and consensus. From this then long-term projects (e.g., unit the motivation of the leaders and examination, it is clear that garri- moves, facility construction, land the work force. The commander son commanders use direct-leader use redesignation, public-private must listen to the work force and skills while providing organization- partnerships in housing) can be other stakeholders when the strat- al-level leadership. It is also obvi- couched in terms of benefits to egy becomes difficult to imple- ous that they execute elements of stakeholders that exceed short- ment. An important function is to strategic leadership with strategic term costs. Recent Base Realign- challenge and validate the strategy effect for installations with the ment and Closure (BRAC) activi- so that it can be prudently modi- magnitude of resources required ties will have negative effects on fied, if appropriate. and longer time horizons. While several installations, but working not typical of other 21st century together with installation partners, Strategic impact at garrisons can commands, the leadership of our those impacts may be mitigated be huge as GC’s posture installa- Army installations requires officers and future benefits may be real- tions for the future. Bad choices that can function effectively at mul- ized. will prevent or limit choices the tiple levels – direct, organizational Army will have in the future. For and strategic. Execute the Strategy example, if a post has invested Perhaps the most difficult task in sustainable concepts and kept of the garrison commander is to Colonel Charles D. Allen is the director execute the strategic plan. Strate- open lines of communication with of Leader Development in the Depart- surrounding communities that ment of Command, Leadership and gic direction is provided by IMCOM overtime know that the post will Management at the U.S. Army War and its regions. Senior leadership College, Carlisle Barracks, PA. Assign- act in good faith, then the army within the Army provides input ments during his nearly 29 years of has strategic options that allow it through the Installation Manage- service with the Army include ment Board of Directors (IMBOD). to explore expansion. Germany, Honduras and South Korea. He commanded the 417th Base Sup- Those decisions provide policy and – A Garrison Commander port Battalion in Kitzingen, Germany, resources to the subordinate gar- from 1997 to 1999 for an area that rison commanders. However, while Leadership Principles for included six military installations. He higher headquarters may provide Installation Management also served as chief of inspections, corporate direction, the “how” to The essentials of leadership at Office of the Inspector General, U.S. Army Europe. execute is still in the purview of the Army garrisons are appropriately garrison commander. That “how” captured in our doctrine. We define is developed, recorded and com- leadership as influencing people References municated in the garrison strategy by providing purpose, direction, 1. Department of the Army, Field Manual to achieve its end state. The com- and motivation while operating 1: The Army. Washington, DC: 2005. mander must use the expertise to accomplish the mission and 2. Department of the Army, Field Manual 6-22: Army Leadership. Washington, DC: and professional experience of improving the organization.2 The 2006. the installation team to implement garrison commander, through the process of visioning and develop- 9