CMH Strat Plan 2012-2017-Fixed

7/29/2019 CMH Strat Plan 2012-2017-Fixed

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United States ArmyCenter of Military History


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M

To accurately collect, preserve, interpret, and express the Armys historyand material culture to more broadly educate and develop our orce, themilitary proession, and the nation.

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To establish the U.S. Army Center o Military History (CMH) and its products

as the gold standard or history organizations. By uniying Army historicaleorts and ocusing on operational enhancements, the update and greaterexploitation o inormation technologies, proessional development,historys relevance to the Army, and the strengthening o strategicalliances, we will globally integrate the Army historical community andachieve indisputable relevance to the Army and the nation.

Mission Vision Values


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Loyalty, duty, respect, seless service, honorand integrity, personal courage, objectivity,scholarship, and stewardship

sg P, 20122017

The Centers strategic plan has the ollowing fve

ocus areas:

1) Operational Enhancement2) Knowledge Management3) Enhancement o Relevance4) Strategic Alliances5) Proessional Development

Detail rom Infantry Soldiers by Roger Blum, Army Art Collection


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oPerational enhanceMentF a 1: op em

The Army historical community is a diverse organization. The combined skills,

expertise, and experiences are essential to continued success and relevancein a uid global environment. Thereore, it is imperative that this knowledgebase be recognized and tapped to meet the heightened and complex demandso the Army in the twenty-frst century.

Thus, a long-range priority o the Center is to increase the visibility o theactivities o the entire Army historical community, making its expertise availableand known to a wider and signifcant audience. CMHs increased awareness o

and involvement with other Army historical organizations will assist them inobtaining resources and will support their value and relevance to Army seniorleaders, as well as position the Center to actively deend the Army HistoricalProgram in its expanded entirety. This greater participation also enhancescoordination and synergy across the entire Army historical community. TheCenter must know about all organizations activities, so that it can conveyorganizational successes as successes or the Army Historical Program writ large.

In order to accomplish this, the Secretary o the Army has endorsedthe Centers concept to reorganize the Army historical community. Thisreorganization would oer a number o benefts: it streamlines commandand control, ensures continued unding or historical programs, createsopportunities or reductions in mission redundancy, and enhances personnelmanagement efciencies.

Above, detail rom Baileys Pre-Combat Checks by Christopher W. Thiel, Army

Art Collection


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To improve our business processes and create a superior history andmuseum structure to meet the demands o a globally engaged Armyin the twenty-frst century.

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OE -1 Functionally Align the Army Historical Community: This objectiverequires a centralization o many o the elements o the Armyhistorical community under the Center. Through this realignment,three unctional lines will be organized: 1) History Functions will pulltogether select history ofces and the Combat Studies Institute into

one historical organization; 2) Archives Functions will include theCenters library and the Military History Institute; and 3) MuseumFunctions will comprise all Army museums, the National Museumo the United States Army (NMUSA), and the Army Heritage Museum.(Lead: Executive Director, Chie Historian, and Strategic Planner)

OE-2 Leverage Sta Expertise: Leaders at all levels will seek opportunitiesto orm cross-unctional project teams to better leverage the vast

expertise and experiences o the diverse Army historical workorce.Cross-unctional teams may also include proessionals romacademia and the U.S. Marine Corps (USMC), Air Force (USAF), Navy(USN), joint sta, combined, and Department o Deense (DoD)historical organizations, as well as other government agenciesand contractors. Employing a collaborative project managementapproach using multidisciplinary teams or selected and suitabletasks allows the organization to move beyond the traditionalorganizational and unctional boundaries to ocus on problemsolving, add necessary rigor to processes, and improve customersatisaction. Additionally, cross-unctional teams provide exibility,continuous coordination and integration control, and speed,which, when coupled with multidisciplinary expertise, results inenhanced historical support to the Army and the nation. These willbe included as a specifc evaluative criteria as part o each leaders

annual perormance objectives.

Cross-unctional project teams may consist o members romvarious branches within one division, members o various divisions,and/or members rom the Center and other organizations such asthe Training and Doctrine Command, a sister service, academia, theSmithsonian Institution, and so orth. Examples o the type o tasks


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that may be suitable or cross-unctional teams include but are not limitedto the ollowing: exhibit design, conservation o materials, any processimprovement initiative (such as Lineage and Honors backlog reductionand inquiry tracking systems), marketing planning, development o

standard operating procedures, and special projects such as participationin the annual Association o the United States Army conerence and CareerProgram 61 special committees. (Lead: Chie Historian, Deputy Director,and Strategic Planner)

OE-3 Improve Theater Collection: The Center must improve its theatercollection capabilities to ensure the Armys actions o today are recorded,analyzed, and made available or historical perspective tomorrow. This

entails enhancing our collection, processing, and reporting o historicalinormation, data, and artiacts associated with current combat, crisis, andcontingency operations. To do so requires addressing three major pillars:1) Improving Military History Detachment (MHD) and feld historiantraining or both military and civilian historians; 2) Coordinating theassignment o an Army ofcer historian as the theater historian; and 3)Improving integration o and coordination, communications, and support

among the theater historian, the theater command, and the Center oMilitary History. (Lead: Executive Director, Chie Historian, Strategic Planner,and Chie, Field Programs and Historical Services Division)

OE-4 Improve Military History Detachment Utility: This is a threeoldobjective: 1) Proessionalize the feld historian community includingofcers, noncommissioned ofcers, and civilians by partnering withacademically accredited institutions, such as the U.S. Army War College,to develop a much improved training program that consists o a basicand advanced course; 2) Strengthen the bond between the Center oMilitary History and MHDs through more requent interaction andactive duty training assignments at the Center to execute specifed taskssuch as predeployment and postdeployment briefngs to the ExecutiveDirector, through review o the organization and processing o collectedmaterials, and through examination o redeployed units not covered byMHDs while in theater; and 3) Improve management and control o 5X

designation/5X proponency and develop additional and similar warrantand noncommissioned ofcer skill identifers. (Lead: Chie Historian,Strategic Planner, and Chie, Field Programs and Historical Services Division)

OE-5 Centralize and Charter Museums: Our museum program must buildefciencies through centralization o selected Army museums andcollections so as to support the feld museums and the success o the


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National Museum o the United States Army project. The key tothis initiative will be careully structured and monitored collectionplans and activities. We can no longer aord to collect outside our

charter areas. Adept collections management will be the chiemeans to this end, which will be accomplished under the auspiceso a revised AR 87020 to be published in 2013. (Lead: Chie,Museum Division, and Strategic Planner)

OE-6 Create an Environmentally Aware Culture: The Armysenvironmental vision is to integrate environmental values intoits mission in order to sustain readiness, improve the Soldiers

quality o lie, strengthen community relationships, and providesound stewardship o resources. The Center o Military Historywill develop and execute policies and practices that support theArmy vision o environmental stewardship. This includes but is notlimited to practices that cover energy utilization, recycling, and useo solvents and other materials associated with the conservationand restoration o artiacts across the entire Army historical

community. The intent is to inculcate environmental stewardshipinto the culture o the Army historical community. (Lead: DeputyDirector and Executive Ocer)

OE-7 Establish a Support Relationship with the Department o the ArmyOce o General Counsel (OGC): The Center o Military Historycurrently lacks dedicated legal support. The scope o the Centersoperations and programs requently present signifcant legal

challenges. By establishing a dedicated support relationship withOGC, the Center will be able to access the necessary and ocusedlegal counsel it requires. In so doing, OGC would be in a positionto provide timely legal oversight, coordination, and advice, thusenabling and enhancing the Centers operations and programs.(Lead: Executive Director and Strategic Planner)

Above, soldiers o the 305th Military History Detachment in Aghanistan


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F a 2: Kg Mgm

Knowledge management (KM) is a concept that promotes an integratedapproach to identiying, retrieving, evaluating, and sharing an enterprises

tacit (what people know) and explicit (documentary) inormation. First, theKM process ocuses on the people and the institutional culture by creatingand ostering an environment o sharing and collaboration betweensoldiers and Army civilians. Second, it encourages the transormation oprocesses into systems that will better support the Armys mission. Third,it promotes the use o smart technologies to empower Army personnel toproduce more eective results.

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The Center o Military Historys KM goal is to align itsel with Armyknowledge management initiatives by leveraging twenty-frst-century bestpractices and technology to transorm our culture and historical inormationinto an asset o more value and relevance to the Army.

Above, under CMH digitization initiatives, archival documents are scanned and

stored on computer servers.

KnowledGe ManaGeMent


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KM-1 People and Culture: The heart o any organization is its peopleand their culture. The Armys knowledge management principlesdescribe the goal o creating a culture o better inormation

sharing and collaboration within work groups, divisions,and across the Army. The Center is an inormation-intensiveorganization with highly specialized Army historians and curators.Those historians and curators require efcient ways to search,categorize, and use the inormation owing into the Center romdeployed units and other sources to generate quality historicaland material culture products in a timely manner. This objective

will ocus on developing eective training and doctrine that willacilitate a more collaborative culture between historians andcurators, resulting in their increased value to the Army. (Lead:Knowledge Management Ocer and Strategic Planner)

KM-2Agile and Integrated ProcessesDesign and Implement aKnowledge and Inormation Management Architecture Plan: Thisobjective is to determine what is required to connect those

who know with those who need to know by identiying anddeveloping integrated processes within the Center and across theArmy historical community. The current technical inormationmanagement inrastructure that supports and manages the largevolume o historical inormation is marginal and is not alignedwith the Armys regulations and KM initiatives. The Knowledgeand Inormation Management Architecture Plan will become the

Centers roadmap or the uture Web-based and CAC (commonaccess card)-enabled Army historical inormation network. (Lead:Knowledge Management Ocer and Strategic Planner)

KM-3 Collaboration and Inormation-sharing Technologies: The Armyhistorical research community is geographically dispersed yetrequires ready access to a variety o documents, oten one-o-a-kind, stored in large multimedia collections in many dierent

locations. The solution is to create a robust and scalable contentmanagement system (CMS) or hosting, managing, and makingavailable historical documents at all times. CMS technology isspecifcally designed to manage the many complex documents inthe Centers historical collections. The CMS must be Web-based,eature an advanced search capability, include a collaborativeability, and meet DoD and Army requirements. The CMS will


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become the core Army historical inormation network system. (Lead:Knowledge Management Ocer and Strategic Planner)

KM-4 Develop a Knowledge Capture Plan: The Center is the repository or andcoordinator o many one-o-a-kind historical documents. In addition

to storing documents, it produces fnished historical products such asscholarly publications, lineage and honors certifcates, and inormation

papers. Such fnished productsconstitute the core knowledge o theCenter as opposed to simply raw andunprocessed inormation. Electronicdocuments, printed materials, and

other physical mediabased collections(such as publications, papers, photos,audio, video, maps, and oral historytranscriptions) are in the magnitude ohundreds, and possibly thousands, oterabytes. The plan will be to analyzeall o the Centers raw inormation and

prepared publications by collectionand determine the volume, therequency o usage, the condition, thephysical media types, the indexingrequirement, and the priority ordigitizing to searchable media.

Much o the Centers new raw datacomes rom the Military History Detachments and other feld collectionprograms, and, although much o it is electronic, it is in the nativesotware ormat and generally not indexed. This inormation is used bythe historians to write the Armys ofcial histories and other products.This inormation must be transormed into a common searchable PDFormat or easy retrieval and use while preserving the original ormats.Currently, the Center has over thirty terabytes o data in its fles, and itcontinues to receive several additional terabytes per year.

The Center is also a repository or historical correspondence, inormationpapers, authority publications, and circulars that not only documentthe evolution o the Army, but the evolution o policy, doctrine, orcestructure, and military education as well. This institutional inormationneeds to be available to support operational management and proessionaldevelopment initiatives. The knowledge capture plan will detail the results

Lineage and honors certifcates


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o the analysis and generate a requirements document describingthe resources needed to prepare the media or improved electronicaccess and use by the Army historical community. (Lead: KnowledgeManagement Ocer and Strategic Planner)

KM-5 Develop a Content-based Web and Social Media Strategy: DoDand Army regulations require nonsensitive inormation to beaccessible to the public. The Web and various social media outletsare excellent venues or sharing this type o inormation with thepublic, approaches the Center is already amiliar with through thesuccess o the its Web site. The Centers Web site is document-richbut uses fteen-year-old technology. To maintain and expand

the Web site with newly available electronic inormation, it willhave to be redesigned and the documents migrated to a content

managementbasedsystem. The objectiveor the new Web site isto develop a structurethat will increase the

speed o uploadingnew documentsand acilitateeasier access oinormation throughcomprehensivesearch capabilities,while reducing

the maintenancerequirements. Theresult will improveinormation sharingand better meet theneeds o the militaryhistory community.

(Lead: KnowledgeManagement Ocerand Strategic Planner)

Artiact registrationand cataloging


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enhanceMent oF releVanceF a 3: em f rv

The Army Historical Program must remain as relevant today and in theuture as it has in the past. As demonstrated in recent conicts, historymust remain the oundation on which Army training, education, espritde corps, and decision making is inevitably based. The lessons o the pastorm the doctrines o the uture; they cannot be based on poorly recordedor understood events. History is the laboratory and the database orlearning about war in all its dimensions. It is as valuable to the individual

soldier or training as to the highest-level leaders or making criticaldecisions about the Armys uture. Soldiers and units bond and fght basedon a common historical heritage. The accurate recording, analysis, anddissemination o past operations, institutional changes, unit lineages, andcommand decisions at all levels is thus an essential part o the Armysability to meet the demands o the uture.

Above, detail rom Two Soldiers On Night Patrol by Harold Von Schmidt, Army

Art Collection


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Reafrm the recognizable, invaluable, and indisputable value o theArmy Historical Program to the Army and the nation.

objvER-1 Facilitate the Establishment o the National Museum o the U.S.

Army (NMUSA): Success o the NMUSA project isvital to the visibility and relevance o the ArmyHistorical Program. We will continue to deendand acilitate the development o the NMUSAat Fort Belvoir. This is a twoold objective:

1) The Center will work with NMUSA on thedevelopment o its concept plan, exhibit plan,and organization. 2) NMUSA will return to theCenter as a unctional museum on or about 14June 2015. (Lead: Executive Director, StrategicPlanner, and Chie, Museum Division)

ER-2 Reinorce Indisputable Relevance to Senior

Army Leadership: This requires qualityproducts and services that add value because they are accurate,timely, and speak directly to senior Army leaders challenges andconcerns. The Centers leaders at all levels are thus responsibleto apply necessary rigor, exceptional standards o qualitycontrol, and the appropriate perspective on the development,presentation, and accuracy o all products and services, not just

or the senior Army leadership, but or the nation as a whole.This will be included as a specifc evaluative criteria as parto each leaders annual perormance objectives. (Lead: ChieHistorian and Deputy Director)

ER-3 Maintain a Strong Physical Presence in the Pentagon: It isimperative that the Center be ully represented and integral todecision making and policy development at the highest levelso the Army and the Department o Deense. The ability toreafrm indisputable relevance greatly depends on the readyaccess to historical services and products by senior Army leaders.The Center will maintain a visible and credible presence in thePentagon with a representative each rom the Histories andMuseum Divisions. (Lead: Chie, Histories Division, and Chie,Museum Division)


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ER-4 Expand Infuence with the Army Sta: An important activity inenhancing relevance is establishing a better relationship with the ArmySta. Combined with ER-2 and ER-3, the Centers senior leaders willconduct ofce calls with Army Sta principals. Other Center leaders

(such as the Deputy Director, Strategic Planner, Division Chies, andExecutive Ofcer) will establish contact with action ofcers o theArmy Sta. In so doing, we will educate the Army Sta on the Centerscapabilities, accessibility, and value. (Lead: Executive Director, ChieHistorian, Deputy Director, Strategic Planner, Division Chies, andExecutive Ocer)

ER-5 Reinorce the Armys Ocial History Writing Program: The centerpiece

o the continued relevance o the Army Historical Program is ofcialhistory. Center historians will proceed to uphold the highest academicstandards o scholarship and objectivity in their creation o a widevariety o historical products that support the Army. The Center willcomplete the Vietnam War ofcial histories, lay a frm oundation orthe generation o Cold War ofcial histories, and generate frst- andsecond-tier products to refne our knowledge o Army operations in the

Global War on Terrorism in Aghanistan, Iraq, and other theaters. Finally,the Center will continue to support the Armys commemorative eortson the Civil War, the War o 1812, World War I, and the Vietnam War byhighlighting the importance o history and heritage to our veterans, ourArmy, and our nation. (Lead: Chie Historian and Chie, Histories Division)


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F a 4: sg a

Strengthening strategic alliances with historical organizations outsidethe Army, such as those under the Marine Corps, Air Force, Navy,

joint sta, combined commands, and Department o Deense andregional, national, and international historical associations, as well asacademia, broadens our historical perspectives, creates opportunitiesor proessional discourse and development or our workorce,and establishes the Army Historical Program as a globally relevanthistorical organization.

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To achieve greater eectiveness, enhance credibility, and expandinuence o the Army historical community.

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SA-1Strengthen Alliances: Communities o interest that includeorganizations such as the Society or Military History, AmericanAssociation o Museums, Company o Military Historians, veteransorganizations, National Park Service, Smithsonian Institution, U.S.

Commission on Military History, along with academia, internationalassociations, and historical organizations o the USMC, USAF,USN, joint sta, combined commands, and DoD will continue toplay a vital role in the success o the Army Historical Program.Strengthening these alliances allows or shared best practices, ageneration o new and innovative ideas, international visibility, andaccess to resources not traditionally available in the Army system.

Leaders at all levels will seek opportunities to enable, guide,manage, and, when appropriate, support employee participation inproessional conerences, advisory boards, working groups, specialprograms, academic orums, and so orth. This will be addedas a specifc evaluative criteria as part o each leaders annualperormance objectives. (Lead: Chie Historian and Deputy Director)

strateGic alliances

Above, detail rom Road March by Jerey T. Manuszak, Army Art Collection


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ProFessional deVeloPMentF a 5: Pf dvpm

Our most valuable resource is our people. Long-term sustainability o theArmy Historical Program mandates the continued proessional developmento a diverse and talented workorce encompassing a broad range o skills,knowledge, and abilities. A proessional workorce requires well defned andresourced career programs that challenge, inspire, and reward top perormers.Such a program must position or success an intellectually agile, exible, andinnovative culture that adheres to the highest standards o proessionalism

and the values o the U.S. Army and the Center o Military History.

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To provide a highly motivated and dedicated workorce that has superiorproessional capabilities and skills.

Above, detail rom Tailgating Over The Valley by Martin J. Cervantez, Army

Art Collection; right, in July 2011 CMH leaders conduct a sta ride outlining thedeenses o Washington during the Civil War.


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PD-1 Implement Career Program 61: This recently authorized careerprogram is designed to develop a cadre o historical andmuseum proessionals. The overall goal is to establish a robustcareer map beginning at the entry level that will outline andhighlight the recruitment, training, education, and proessionaldevelopment needs o the career historian and museumworkorce over the course o an entire career. Career Program61 contains three primary eorts: 1) RecruitmentDeveloprecruitment programs to attract individuals who possess thecritical attributes necessary to develop into or serve as highly

qualifed and motivated historical and museum proessionals;2) DevelopmentProvide proessional development to adiverse and highly qualifed workorce and promote a workenvironment that osters and rewards proessional development,lielong learning, and scholarship; and 3) RetentionRetainthese proessionals and assign them throughout the Army inpositions o increasing responsibility. (Lead: Chie Historian)

PD-2 Develop and Implement a Leadership and ProessionalDevelopment Program Management System: This strategic initiativeextends beyond historical and museum proessionals andincludes all career specialties represented in the organization.Proessional development is the process o training, developing,


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and promoting employees throughout an organization. While it doesnot preclude bringing in outside talent, internally developed leaderscan be extremely valuable assets because they have been groomed inthe Army historical community culture, have internalized the values

o the organization, and are proessionally invested in its long-termsuccess. Leadership and proessional development opportunities area matter o strategic human resource management and thus shits theresponsibility or human capital management to managers at all levels.The traditional human resource unction continues as an administrativeservice. Managers will at a minimum: 1) Ensure each employee has aviable individual development plan (IDP); 2) Ensure counseling sessions


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are conducted routinely, documented, and have includeddiscussions on perormance and uture potential, as well asa review o the IDP; 3) Ensure employees have opportunitiesor developmental assignments, internal mobility within the

Army historical community, leadership experience, and cross-unctional team participation; 4) Ensure employees haveopportunities to participate in a mentorship program; and5) Recognize and reward successes. These will be included asa specifc evaluative criteria as part o each leaders annualperormance objectives. A Program Executive Review Board(membership to be determined) will be established to conduct

corporate quarterly reviews o the ollowing: 1) IDP creation,progress and success o implementation relative to resources;2) eectiveness, timeliness, and accuracy o rewards andrecognitions; and 3) value and assignment o past, current, andpotential developmental and leadership opportunities. (Lead:Chie Historian, Deputy Director, and Strategic Planner)

Top left, artiact exhibition and conservation; above, Army recruitingposter, 1930, Army Art Collection


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CENTER OF MILITARY HISTORY

Mr. Robert J. Dalessandro, [email protected]

Dr. Richard W. Stewart, Chie [email protected]

COL Conrado B. Morgan, Deputy [email protected]

Mr. Gerald Torrence, Strategic [email protected]

Dr. Joel D. Meyerson, Chie, Histories [email protected]

Dr. Charles H. Cureton, Chie, Museum [email protected]

Dr. R. Scott Moore, Chie, Field Programs and Historical Services [email protected]

COMBAT STUDIES INSTITUTE

COL Roderick M. Cox, [email protected]

U.S. ARMY HERITAGE AND EDUCATION CENTER

Mr. Thomas L. Hendrix, [email protected]

U.S. ARMY TRAINING AND DOCTRINE COMMAND

Dr. J. Britt McCarley, Chie [email protected]

U.S. MILITARY ACADEMY, DEPARTMENT OF HISTORY

COL Lance Betros, Proessor and [email protected]

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CMH Strat Plan 2012-2017-Fixed

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