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I M

C O M



U .S . ARM Y

J o u r n a lof Insta l la t ion ManagementVolume 2, Summer 2007

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I M

C O M



I M

C O M

U .S . ARM Y


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I M

C O M

Supporting Soldiers andFamilies on the Move

From the CommandingGeneral

Contributors’ Guide

Garrison Commanders:Leading at Several Levels

Morale, Welfare andRecreation Programs andtheir Effect on Readinessand Retention

Top 10 Things To Do When An Auditor Calls

Employing Low-CostSecurity Enhancement at

Access Control Points

Transforming FranconiaStyle: Placing People Firstin Europe

Partnership for Protection:The Army’s Compatible UseBuffer Program

Today’s Choices, Tomor-row’s Army: What’s YourBootprint? Fostering aSustainablity Ethic in the

Army

Supporting Soldiers andFamilies at Home

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From the Commanding General

S U P P O R T

D E

FE

N

D

S

U

S

T A I N

Telling the Story: How IMCOM

is Transorming Installations to

Support an Expeditionary

Army at War

Welcome to the Summer 2007issue o the Journal o InstallationManagement.

One o the Installation Manage-ment Command’s (IMCOM) mostimportant challenges is to trans-orm our installations to better sup-port an expeditionary Army at war.Our work is essential in an environ-ment o rapid change to ensureSoldier and Family readiness, andto provide them a quality o liethat matches the quality o theirservice to the nation.

The IMCOM Multiunctional Train-ing Conerence held in April inKansas City gave us an opportunity

to discuss how installations willsupport the Army’s transorma-tion and expeditionary challengesthrough understanding and execut-ing IMCOM’s vision, mission andstrategic priorities. Eective com-munication o these priorities andstrategy to provide the best andmost exible support to our Sol-diers and Families must be com-municated across the command atevery level to build customer andstakeholder awareness and supportor our installations. In short, weneed to tell our story!

At the training conerence, I hadthe privilege o speaking to nearly80 IMCOM Public Aairs Ofcers(PAO) in attendance on threeimperatives driving IMCOM strate-gic communication:

• We have a great story to tellabout IMCOM’s achievements intransorming installations tosupport an expeditionary Armytransorming while at war.• Our customers and stakeholders –senior mission commanders,

Soldiers, Family members, Armycivilians – including Army retireesand communities around Armyinstallations – need to hearabout the vital role that installa-tions provide our Army.• All Installation professionalsmust communicate IMCOM’sachievements and capabilities byleveraging a wide range o com-munication opportunities andmediums, and by using examplesthat resonate with our customersand stakeholders.

Our public aairs proessionals at

all levels are the lead or strategiccommunication eorts on instal-lations and in the communitieswhere they reside. Eective com-munication, however, doesn’t stopwith PAOs. We are all communica-tors, just as we are all leaders inthis great Army. Each o us in theCommand must communicateabout IMCOM and the importantwork we do every day to supportSoldiers and Families.

Our message ramework startswith our strategic vision andmission:

IMCOM’s Strategic Vision: Providethe best installations in the worldsupporting the best Army in the

world; installations support anArmy at war, support the Armysustainability strategy, and provideproessional development andcareer opportunities and well-beingor the workorce.

IMCOM’s Mission: Provide Instal-

lations that enable Soldier andFamily readiness and provide aquality o lie that matches thequality o service they provide tothe Nation.

IMCOM’s nine strategic messagepriorities orm a common, syn-chronized ramework or highlight-ing the unique components andstrengths o the Command andour installations:

• Installations Support an Expedi-tionary Army at War• Improve Soldier and Family Pro-grams and Readiness• Improve Soldier and FamilyHousing• Support Army Restationingand Growth• Improve Infrastructure and Sus-tainability• Achieve Business TransformationEfciencies• FY07 is “The Year of Manpower”(Right-Size Garrison Manpower)• Implement Common Levels ofSupport (CLS) • Employ the National SecurityPersonnel System

By moving out aggressively tocommunicate about installationswithin the ramework o our vision,mission and strategic messages,we can tell the installation manage-

ment story with ocus and intent,and inuence our customers andstakeholders to become more sup-portive o IMCOM and its mission.

Regardless o your area o exper-tise, I urge you to review thePublic Aairs Guidance on the

IMCOM portal o Army KnowledgeOnline and the Strategic Mes-sage Framework on IMCOM’s Webpage. These documents serve asexcellent tools or communicatingIMCOM’s and your own installa-tion’s vision, mission and strategicpriorities.

Through strategic communicationat every level o the Command, wewill not only build awareness andsupport or our missions and unc-tions, we will also help increase thereadiness o our Soldiers, Families,and Army civilians.

Support and Deend!

Army Strong!

Lieutenant General

Robert Wilson

Assistant Chie o Sta orInstallation Management

Commanding GeneralU.S. Army InstallationManagement Command












Army


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Topics and Contributors The U.S. Army Journal o Instal-lation Management is intended asa orum or sharing ideas, experi-ences, and case studies relatingto installation management, citymanagement, public administra-

tion, and similar topics. The journalwelcomes submissions o articlesor eedback rom anyone with aninterest in any part o the broadfeld o military or civilian instal-lation or city management, publicadministration, or any o the com-ponent unctional areas that makeup this broad feld o endeavor.

Articles are evaluated or contentand style by an editorial board oinstallation management experts,which will make recommendationsto an author when appropriate tomaintain consistent ocus and high

quality. Ultimately, the journal is in-tended to contribute to continuouslearning and continuous improve-ment among installation manage-ment practitioners.

In addition to article submissions,we have a Feedback section, wherereaders can comment on ideasin published articles, either or oragainst. Discussion should alwaystake a proessional tone and centeron the ideas and concepts, not onpersonalities. Installation person-nel are encouraged to proession-

ally debate, discuss or collaborateon submitted material. Feedback issubmitted like an article.

Manuscript Style

Writing should be clear and con-cise; ideas should be the author’sand quoted material should beproperly accredited. Article struc-ture typically proceeds rom thethesis statement to background,

discussion, conclusion, recommen-dations and summary. The author’sopinions, solutions and recommen-dations are welcome, but shouldbe substantiated with objectiveevidence. Proposal outlines arenot required at this point, but willbe welcomed i the author wantsto test the appropriateness o anarticle idea.

The journal editorial sta doesnot currently require adherenceto a particular style, but rules ogood writing always apply. Goodreerences or eective writing

include the Associated Press Guideto Good News Writing by Rene J.Cappon and The Elements o Styleby Strunk and White. These booksare available in book stores and li-braries, and excerpts can be oundonline. I an article is extensivelyootnoted, either American Psy-chological Association or ChicagoStyle manuals may be preerred.

When possible, vocabulary shouldbe accessible to a general college-educated audience, but avoidanceo technical language should not

hinder the point being made. Writ-ers should avoid bureaucratic andmilitary jargon when possible, butshould explain or defne in oot-notes when not possible.

In the interest o consistency, theeditorial board will edit all manu-scripts or general rules o goodgrammar and style; however, sub-stantive changes will be approvedby the writer in order to avoidmisinterpretation. Editors will also

consider security requirementsand rules o appropriateness whendealing with manuscripts.

Length

Articles should be o adequatelength to engage a knowledgeablereader in a substantial explorationo the topic. The range can be rom1,000 to 7,000 words, with the ex-pectation being that most will allin the range o 2,500 . Photographs,charts, and other supporting graph-ics are welcome i they help to givethe material substance.

Submissions Material(s) will become the prop-erty o the Journal o InstallationManagement, unless otherwiseagreed upon. Articles need notbe entirely new, but should berelevant to some current aspect oinstallation management. I previ-ously published, reworking or theparticular installation managementaudience is appreciated.

All articles or submission shouldinclude a short biography with theauthor’s name, current position,and any credentials or experiences

that validate the writer’s expertise.Also include address, daytimephone numbers, e-mail address,

and any other contact inormationthat will enable editors to reachyou.

Topics may be proposed byabstract or outline by submittingan e-mail to the editorial board [email protected]

Accompanying Material

Photographs, charts, and othersupporting visuals are welcome,but must be thoroughly docu-mented or clarity. All supportingmaterial can either be e-mailedor delivered by postal service toUS Army Installation ManagementCommand, ATTN: IMPA, PublicAairs, 2511 Jeerson DavisHighway, Taylor Bldg., Suite12021, Arlington, VA 22202.

Clearance o Material

All submitted material containedin your article may require ofcialDepartment o Deense or Depart-ment o the Army clearance. Oureditorial board and members o theIMCOM Public Aairs Ofce willensure that all material is releas-able or public consumption.

Additional assistance with clear-ance o ofcial material may beobtained locally by contacting yourOfce o Public Aairs.











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Sustainablity Ethic in the Army


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2



Contributors’ Guide (continued)

Commander Lieutenant General Robert Wilson

Deputy Commander Brigadier General John A. Macdonald

Command Sergeant Major Debra L. Strickland

Editorial Sta

Editor Ned Christensen

Managing Editor Stephen Oertwig

Project Manager Carolyn Spiro

Editorial Assistant

Theresa Zahaczewsky

Editorial Assistant Shannon Reilly

U.S. Army Journalo Installation ManagementProduced by the United States

Army Installation Management

Command Public Aairs Ofce,

2511 Jeerson Davis Highway,

Arlington, Va., 22202, e-mail

[email protected],

under contract with Rosner Asso-ciates, New York. The journal is

published semiannually or

senior leaders and stakeholders

in the installation management

community.

We Want Your Feedback

A publication is only as good as its commentary,

or eedback, page. This page is where readers engage

writers, discussion starts, communication happens,

and ideas get exchanged. That’s what

this journal is or.

I we’re doing our job, the articles here will prob-ably

stir you to strongly agree or disagree, or

perhaps remind you o a similar circumstance that can

contradict or ampliy an article.

We want that input, and it will appear in this column.

You can send your comments to the

e-mail box, [email protected]. No length

or style requirements apply, but the editorial board

will review or clarity and, o course, civility.

Hope to hear rom you soon.














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1

Garrison Commanders:



Garrison Commanders:Leading at Several LevelsBy Colonel Charles D. Allen

Direct Leadership

Organizational

Leadership

Strategic

Leadership

Similarly, the commandero a Training and DoctrineCommand (TRADOC) activ-ity has dierent concerns,such as providing trainedSoldiers and educated lead-ers to operational units.In these and several othercases, the SMC – who

also serves as the installa-tion commander – has theresponsibility to provide orthe quality o lie and well-being o those that rely onthe acilities provided bythe installation.

For most major instal-lations, there are cen-trally-selected gar-rison commanderswho are duallyresponsible tothe SMC and

the Installation Man-agement Command(IMCOM). The gar-rison commanderplays an integralrole in acilitatingthe success othe SMC and other unit leaders onthe installation. That role requires aunique blend o skills that crossesseveral levels o leadership.

While Army doctrine categorizesinstallation command at the orga-nizational level, it is important thatthe garrison commander maintain

direct-leadership skills and alsoexecute strategic-leadership com-petencies. While garrisons maynot be at the strategic level, theirleadership has the responsibilityto conduct strategic planning andmanagement in order or the orga-nizations to ulfll their purpose.

Our Army continues toace the challenges othe 21st century posedby the strategic environ-ment and the missions itmust perorm to protectthe national interestso the United States.To achieve its vision o

providing relevant andready orces to combat-ant commanders, theArmy has to simultane-ously meet operationalrequirements andexecute unctional orinstitutional support asoutlined in the UnitedStates Code Title 10.

Both the operational andunctional Army requirescompetent leadershipto ulfll its mission o

preparing or, fghting, and winningour nation’s wars. Most o the unc-tional support o the Army occursat installations where its Soldierstrain, its Families live, and its civil-ian work orce is employed.

Need or Leadershipat Installations

The assignment o the installationcommander is typically associ-ated with the senior mission com-mander (SMC) on an Army post,who is also the commander ounits that reside on the installation.

Those commanders have multipleand competing responsibilities. Ian SMC is commander o a divisionor operational headquarters, theocus is on ensuring the combatreadiness o the units and the abil-ity to deploy when called.

a vision o what makes the instal-lation relevant and valuable to itsresidents and other customers.The commander’s role includesexecuting the unctions o strategicmanagement o resources (i.e., theeective stewardship o people,dollars, and acilities) and planningor the uture. An essential part o

the strategic planning process is toassess what currently it is againstwhat it should be. In identiyingthe gaps, the leader establishes adesired end state, develops sup-porting goals and objectives, andspecifes key tasks that should beaccomplished to reach the endstate.

A contemporary example is theassessment o Soldier require-ments with the restationing o unitso the Modular Force. In manycases, there is a shortall in bar-

racks, on-post housing, and child-care acilities that requires strategicplanning or military constructionintegrated with the managemento the installation. The process ovisioning requires involvement okey stakeholders who, once thevision is developed, can assist

the organization’s eortto make it a rea lity.For Army garrisons, avision has to capture theessence o mission sup-port to the tenant organi-zations, concern or the

quality o lie or its resi-dents, and the well-beingo its work orce.

Importance o Mission

The purpose o any organizationor institution should be clearlydefned and communicated toits important constituents. Thatpurpose gives the organizationalraison d’etre and helps to defnewhat it is to accomplish and why.The organizational purpose is

generally captured in a missionstatement and, i appropriate,aligned with and supportive o

a higher institutional mission.Specifcally, the Army mission

is to provide combatant com-manders with the orces

and capabilities necessaryto execute the National

Security, NationalDeense and National

Military Strategies.1 The implied and

derived missionor Army garri-

sons must haveas an essentialtask to provide

adequate andtimely base opera-

tions support (BOS) tounits and organizations sta-tioned on the installation inorder or those activities toaccomplish their assignedmissions.

Establish Vision

The vision o the Ofceo the Assistant Chie oSta or Installation Man-agement and IMCOM isto make “Installations ofReadiness.” Each garrisoncommander should have

Fort Carson

Installation Mission

Statement

Fort Carson’s Moun-

tain Post Team – best

opportunity in the

Army or Soldiers to

train, leaders to lead,

Families to grow and

people to work. We

are a rst-rate power

projection platorm

(air and rail) and Post

Mobilization Maneu-

ver Training Center;

a premier installa-

tion and committed

community partner,

providing combat-

ready orces or the

21st Century.

Vision Statement

Fort Carson trains,

mobilizes, deploys,

and sustains combat-

ready orces. We

ensure the well-being

and protection o the

Mountain Post Team,while operating a

responsive, ecient

and sustainable instal-

lation, Post Mobiliza-

tion Maneuver Train-

ing Center and power

projection platorm.














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Garrison Commanders: Leading at



Garrison Commanders: Leading atSeveral Levels (continued)By Colonel Charles D. Allen

ing an eective vision, developingstrategies to achieve the vision,and then serve as the championswith the work orce or the imple-mentation o the strategy. As such,these team members play anintegral part in meeting daily chal-lenges, solving difcult problems,and are valuable participants in the

strategic decision-making processor the installation. It is importantthat the commander recognizesthe necessity o building the teamo garrison leaders that adhereto common values, are com-mitted to the organizationalmission, and accept per-sonal responsibility tocontribute tosuccess.

The garri-son com-mander has

a uniqueresponsibility togather and buildteams rom impor-tant constituents whoare not in the garrisonchain o command, but whocan signifcantly contributeto its mission. Theseconstituents include com-manders and directors oother organizations that reside onthe installation; local civic, com-munity, and business leaders; andothers that provide services to the

installation. While the garrisoncommander may have little or noormal authority over them, thesegroups share common valuesand have vested interests in postactivities. In many cases, they maybe able to provide support andresources that would not otherwisebe available.

Build the Team

The garrison commander’s directleadership skills are indispensablein building high-perorming teamswithin the garrison structure andin building teams o stakeholdersthat beneft rom the installationactivities. The commander is givena ormal structure with the stan-

dard garrison organization (SGO)that has been developed by ACSIMand IMCOM as the template orevery installation. This structure isaligned with the common unctionsto be perormed at each garrisonand captured in the listing o 95installation support services in theCommon Levels of Support (CLS).The SGO also provides the levelso management and supervision othe work orce that delivers theseessential services.

The garrison commander sets the

tone and tenor o the organiza-tional climate o the work orce.The installation work orce isdiverse, consisting o uniormedservice members, civilians, andcontractors that must unction as acollection o teams with commongoals. A desirable climate hasmembers that are committed toproviding service to its customers,that strive or excellence, and thatembrace a sense o community.The commander’s goal is to buildhigh-perorming installation teamsdedicated and motivated to ulfll

the organizational purpose.The directors o the SGO ormpart o the executive leadershipteam o the garrison along withthe commander and the commandteam. This leadership team cancontribute signifcantly to creat-

domains. The concerns o a tacti-cal unit or improvements on smallarms fring ranges may competewith unds designated or roadmaintenance in the housing areasor or remediation o environmen-tal hazards felds. Maintainingthe “Big Picture,” the garrisoncommander engages in master

planning activities that apportioninstallation land as commercial,industrial, and residential or uturecapabilities.

At every opportunity, the com-mander should conduct strategiccommunications to ensure theinstallation stakeholders under-stand and embrace the vision.This serves to ensure that theinstallation executes its missionto meet the existing and near-term needs o its constituents. Inaddition, i the uture end state is

clearly understood and desirable,then long-term projects (e.g., unitmoves, acility construction, landuse redesignation, public-privatepartnerships in housing) can becouched in terms o benefts tostakeholders that exceed short-term costs. Recent Base Realign-ment and Closure (BRAC) activi-ties will have negative eects onseveral installations, but workingtogether with installation partners,those impacts may be mitigatedand uture benefts may be real-ized.

Execute the Strategy

Perhaps the most difcult tasko the garrison commander is toexecute the strategic plan. Strate-gic direction is provided by IMCOM

My challenge has been the “stra-

tegic infuence” portion o the

job – trying to infuence or shape

organizational actions o people

that have no direct C2 relationship

with you – on or o post but will

have direct impacts on the garri-

son mission. Some days I eel like

I am more politician running or

oce than commander as you tryto build and sustain coalitions.

– A Garrison Commander

The garrison vision may includebeing a good neighbor and

member o the communitywith those outside the

installation boundary. Inthis capacity, the gar-

rison commanderexercises strategic

leadership inestablishing

a vision andbuilding teams thatcross organizational

structures. The com-mander must have a “big

picture” perspective of thegarrison as a system and

understand how the interrelated components, bothinside and outside o the

traditional ence line, aectthe ability to ulfll its purpose. Thecommander must see the whole obase support and extend it in timeto ensure resources are commit-

ted to achieve uture success. Thecommander must also understandand be aware o the competinginterests and priorities o the mul-tiple constituents.

It is commonplace or installationsto have tenants that cross several

Installations o Readiness

Develop strategies to posture installationsas deployment platorms with robust

reach-back capabilities

Adjust installation support to meet the needs oan Army at war and transorming

Support well-being o all Soldiers andtheir Famillies

Soldiers and Families deservethe same quality o lie

as is aorded thesociety they

pledge todeend

Support anexpeditionary

orce where Soldierstrain, mobilize, and

deploy to ght and aresustained as they reach back

or support














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Garrison Commanders: Leading at



Garrison Commanders: Leading atSeveral Levels (continued)By Colonel Charles D. Allen

Strategic impact at garrisons can

be huge as GC’s posture installa-

tions or the uture. Bad choices

will prevent or limit choices the

Army will have in the uture. For

example, i a post has invested

in sustainable concepts and kept

open lines o communication with

surrounding communities that

overtime know that the post willact in good aith, then the army

has strategic options that allow it

to explore expansion.

– A Garrison Commander

Leadership Principles or

Installation Management The essentials o leadership atArmy garrisons are appropriatelycaptured in our doctrine. We defneleadership as inuencing peopleby providing purpose, direction,and motivation while operating

and its regions. Senior leadershipwithin the Army provides inputthrough the Installation Manage-ment Board of Directors (IMBOD).Those decisions provide policy andresources to the subordinate gar-rison commanders. However, whilehigher headquarters may providecorporate direction, the “how” to

execute is still in the purview o thegarrison commander. That “how”is developed, recorded and com-municated in the garrison strategyto achieve its end state. The com-mander must use the expertiseand proessional experience othe installation team to implementthe strategy. This will also requireactive monitoring, gathering eed-back, and assessing perormancein meeting objectives defned inthe strategy. Garrison command-ers conduct business processreviews with members o the sta,

inormation-sharing meetings withtenants and external communityleaders, and townhall meetingswith residents to validate progresson perormance measures.

Creativity and innovation is neededto conront and overcome obsta-cles that arise. The commanderprovides direction with the strat-egy, but must also continue to frethe motivation o the leaders andthe work orce. The commandermust listen to the work orce andother stakeholders when the strat-

egy becomes difcult to imple-ment. An important unction is tochallenge and validate the strategyso that it can be prudently modi-fed, i appropriate.

son commanders use direct-leaderskills while providing organization-al-level leadership. It is also obvi-ous that they execute elements ostrategic leadership with strategiceect or installations with themagnitude o resources requiredand longer time horizons. Whilenot typical o other 21st century

commands, the leadership o ourArmy installations requires ofcersthat can unction eectively at mul-tiple levels – direct, organizationaland strategic.

Colonel Charles D. Allen is the director o

Leader Development in the Department o

Command, Leadership and Management

at the U.S. Army War College, Carlisle Bar-

racks, PA. Assignments during his nearly

29 years o service with the Army include

Germany, Honduras and South Korea. He

commanded the 417th Base Support Bat-

talion in Kitzingen, Germany, rom 1997 to

1999 or an area that included six militaryinstallations. He also served as chie o

inspections, Oce o the Inspector Gen-

eral, U.S. Army Europe.

Reerences

1. Department o the Army, Field Manual1: The Army. Washington, DC: 2005.2. Department o the Army, Field Manual6-22: Army Leadership. Washington, DC:2006.

to accomplish the mission andimproving the organization.2 Thegarrison commander, through theprocess o visioning and develop-ing strategy, provides purposeand direction to the work orce.A healthy organizational climate,building and sustaining high-perorming teams, and positive

actions taken to implement thestrategy are strong motivators toachieve mission and prepare theinstallation or the uture.

The U.S. Army War College

defnition o strategic leadershipincludes the ollowing key unc-tions: provide vision, inuenceculture, establish policy and direc-tion, allocate resources, and buildteams and consensus. From thisexamination, it is clear that garri-

Standard Garrison Organization

*U.S. Army Manpower Analysis Agency (USAMAA) study ongoing or Standard Garrison DOIM

CSMDeputy to the GC

GCGarrison Mgmt &Control Oces

Installation Support Directorates

Installation Support Ofces

Res Mgmt Oc (RMO)

Plans, Anal & Int (PAI)

Admin Oce

HHC/HHD

MWR(DMWR)

PUBLIC

AFFAIRS

(PAO)

HUMANRESOURCES

(DHR)

LEGAL

(ILO)

PLANS, TNGMOB, SEC

(DPTMS)

RELIGIOUS

SUPPORT

(RSO)

EMERGENCYSERVICES

(DES)

SAFETY

(ISO)

LOGISTICS(DOL)

EQUAL

EMP OPP

(EEO)

PUBLICWORKS

(DPW)

INTERNAL

REVIEW

(IRACO)

*INFOMGMT

(DOIM)

CONTRACT-

ING (ICO)














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Morale, Welfare and Recreation programs and3



Morale, Welfare and Recreation programs andtheir Effect on Readiness and TetentionBy Richard Faara and Dave Westhuis

Decision making about morale,welare and recreation (MWR) maysoon have an important resourceat its disposal. A recurring questiono particular interest to the Armyis “Does MWR contribute to Sol-dier readiness and retention?” Theshort, simple and intuitive answeris “yes.”

Survey data suggest that Soldiersand Families value MWR programsand acilities, use them requently,and consider them important tomorale, retention and readiness.But program managers, policymakers, and researchers have beenconronted by the challenge o get-ting behind what may be intuitivelyobvious and supported by surveydata and being able to demonstrateMWR’s contribution to readiness.A comment in a recent RAND Corp.study regarding Family support

programs holds true o all MWRprograms.

“Questions about program effec-tiveness have endured since theearly days o the all-volunteerorce, but progress toward answer-ing these questions has been veryslow, which suggests how difcultthis problem has turned out tobe. Problems persist in determin-ing the correct sampling designand the analytic and statisticalapproaches to ollow. Overdue is avalid and reliable research designor the collection and analysis o

inormation to assess the peror-mance o the variety o amilysupport programs.”1

Direct and Indirect Links

The Family and Morale, Wel-are and Recreation Command(FMWRC) and the research com-munity have been wrestling withthis issue or a long time and haveattempted to address it by a vari-ety o methods. Two reports havesynthesized and evaluated those

eorts.2 Each report identifedpossible links (direct and indirect)between MWR usage and readi-

ness dimensions, but identifedserious limitations in studiesto date.

First, whether or not the links iden-tifed between programs and out-comes could be generalized wasquestionable; second, ew studiesprovided empirical support or

the links; third, some studies dididentiy statistically signifcant linksbetween use and outcomes butwere unable to speciy the strengtho the links.

Many readers o research ocusonly on “statistically signicant”fndings, without really under-standing what this means. Whena statistic is signifcant, one canbe sure that the statistic is reliableand that the dierence betweenthe groups is real and not due tochance. Statistical signifcance

does not mean the fnding isimportant or that it should be used

Figure 1 – Eect Size: Standards

Any eect size is important. Eect size shows us the strengtho the relationship between two statistically signifcant variables.

S m a l l

M e d i u m

L a

r g e

Ability toApply

Practically/ clinicallysignifcant

Educationallysignifcant

Levels oEect Size(Practical / Clinical)

Spouse’s supportor Soldier remaining

in Army &Soldier’s Intent

Helpulness o FAC duringthe last deployment anddesire or Soldier to stayin Army

Satisaction with the PXand desire to remain in theArmy

VariableRelationship

.90

.45

.15

Eect SizeRange -2 to +2(Can be positiveor negative)

A s o n e v a r i

a b l e i n c r e a s e s ,

a n o t h e r i n c

r e a s e s

A s o n e v a r i a b l e i n c r e a s e s ,

a n o t h e r d e

c r e a s e s

+2

0

-2

E f f e c

t S i z e R a n g e














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Morale, Welfare and Recreation programs and11 3 4 5



, p gtheir Effect on Readiness and Tetention (continued)By Richard Faara and Dave Westhuis

ate its strength. This is done bycalculating the “effect size” of thedierence.

Eect size (ES) measures thestrength o the relationshipbetween two variables. In practicalsituations, especially clinical set-tings, eect sizes are very helpulor making decisions. The eectsize usually is calculated as the di-erence between the mean valueso the two groups, divided by thestandard deviation: ES = (meano group 1 - mean o group 2)/ standard deviation. Generally, thelarger the eect size, the greaterthe importance o the dierencebetween the groups.

Jacob Cohen, an expert in thisarea, proposed the ollowing levelso importance or standards orunderstanding effect sizes: “large”(0.9 or greater), “moderate” (0.45),

and “small” (0.15).3 For example,the eect size between satisactionwith the Post Exchange and desireto remain in the Army is small,whereas the eect size betweena spouse’s support or a Soldierremaining in Army and the Sol-dier’s intent to remain is large.(See Figure 1.)

Methodology

In an attempt to go beyond thelimitations o existing studies olinks between MWR usage and

readiness dimensions,4 an analysiso Army-wide data rom active-duty Soldiers rom the Army-wide“Spring 2005 Sample Survey of

Figure 2 – Emotional Attachment (EA) to Army and Retention

The desire to stay in the Army increases as emotional attachment to the Armyincreases. (Eect Size = .93) (SSMP)Usage of MWR has a strong positive impact on emotional attachment, which

has a positive efffect on retention.

100%

0%

1 17

% D

e s i r i n g t o R e m a i n i n

A r m y

Emotional Attachment Score

attention o policy makers or pro-gram managers; it only means thatthe dierence is most likely not due

to chance.

Statistical Signifcance

In brie, statistical signifcance indi-cates how sure one can be that adierence between groups mightexist. To say that a signifcant di-

as the primary standard or makingprogram decisions. Because ofthe way statistical signifcance is

computed when a sample size islarge, very small dierences will bedetected as statistically signifcant.This does not necessarily meanthat the difference is “large” orimportant enough to warrant the

erence or relationship exists onlytells hal the story. One wants tobe very sure that a relationship

exists, but the ollow-on questionis whether or not it is a strong,moderate, or weak relationship.Ater identiying a signifcant rela-tionship, it is important to evalu-






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Morale, Welfare and Recreation programs and

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their Effect on Readiness and Tetention (continued)By Richard Faara and Dave Westhuis

Military Personnel (SSMP)” wasundertaken. The purpose o theanalysis was 1) To determine i sta-tistical signifcance exists betweenMWR usage and our outcomes(desire to stay in Army, unit team-work/esprit de corps, career issues,and satisaction with quality oArmy lie), and (2) I so, measure

the strength (eect size) o theassociations.

The notion of “Emotional Attach-ment” or an individual’s emotionalor aective linkage to an organiza-tion played an important role inthe analysis. Social science studieshave established that employeesreport higher levels o aectivecommitment to an employerwhen they eel their employer hasinvested in them.5 Other researchsuggests that aective organiza-tional commitment is linked withincreased job satisaction, com-mitment, motivation/eort, anddecreased absenteeism and turn-over.6 Each o these outcomes is anessential dimension o readiness.

The link between aective commit-ment to the Army and increasedSoldier retention was borne out bythe analysis o SSMP data. (SeeFigure 2.) We ound that the desireto stay in the Army increases asemotional attachment to the Armyincreases. Equally as important,the eect size o this relationship isvery strong (.93).

In order to place usage o MWRand emotional attachment to theArmy in a broader and meaningulcontext, we compared the EectSize o MWR’s impact on emotionalattachment to the Army with those

o other major benefts/aspectso Army lie: benefts/retirement,medical and dental care, andrespect rom superiors. The ES ouse o MWR and emotional attach-ment to the Army (.35) comparedvery avorably with the latter three(.39, .41, and .58 respectively).Likewise, the ES of emotional

attachment to the Army based onstatistically signifcant relationswith the our readiness outcomesis impressive: .88 unit teamwork/

esprit de corps, .92 desire to stayin the Army, 1.2 career issues, and1.03 satisaction with quality oArmy lie. (See Figure 3.)

As can be seen from Figure 4, useo MWR also had a statisticallysignifcant direct relationship withthese our readiness outcomes.The eect sizes or these relation-ships range rom moderate tosmall. Thus, MWR usage has bothdirect and indirect (via emotionalattachment) eects on key Armyoutcomes.

Finally, the total direct and ES oMWR usage on each o the ourreadiness outcomes is very impres-sive. The total ES o usage o MWRon desire to stay in the Army,career issues, and satisaction withArmy life are in the “large” range;the one ES o usage o MWR onunit teamwork/esprit de corps is in

the “medium” range. (See Figure5.)

Figure 3 – Direct and Indirect Impacts o MWR Usage

Large Medium Small

Total MWRServices Used inLast 2 Years

Four Questions onEmotional Attachment

“I feel like part of the familyin the military”

“Military has great deal ofpersonal meaning”

“Feel strong sense of belong-ing to the military”

“Feel emotionally attachedto military”

Army will ProtectBenefts/Retirement

Satisactionwith Medical andDental Care

Satisaction &Respect romSuperiors

EmotionalAttachmentto theArmy

.35 .39 .41 .58

Unit Teamwork/ Esprit De Corps

Desire to Stayin Army

Career Issues Satisaction Qualityo Army Lie

1.031.2.92.88







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Morale, Welfare and Recreation programs and

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Implications and Conclusions

These preliminary fndings clearlyindicate that use o MWR contrib-utes to readiness in a variety oways. MWR has a positive eecton Soldier emotional attachmentto the Army, which, in turn, has astrong, indirect, positive eect onall our readiness outcomes. Use

o MWR also was ound to have amedium, positive, direct eect onretention and a small eect on thethree other readiness outcomes.And the combined, direct eect o

MWR on each o the our outcomesis impressive: .44 on unit team-work/esprit de corps, .64 on desireto stay in the Army, .59 on careerissues, and .52 on satisaction withArmy lie.

A Big Step Forward

More work remains to be done.

As with any exploratory study,these initial results based on SSMPdata will have to be duplicatedand then replicated on other largescale data bases beore playing apart in inuencing any program

and policy decisions. FMWRC hasanalyses underway to attempt toreplicate and validate the initialSSMP results and include the per-spective o spouses o active dutySoldiers by analyzing data romthe 2004/2005 Survey of ArmyFamilies (SAF) V. These ollow-onanalyses will attempt to determine

the strength o the eect on readi-ness and retention outcomes thatsubgroups o MWR services suchas Army Community Service,

recreation programs or child andyouth programs might have. Theyalso will determine whether or notMWR usage and eect size variesbased on rank and marital statuso Soldiers, living on- or o-post,Soldier/spouse ethnicity, conti-nental United States (CONUS)/ outside continental United States

(OCONUS), Soldier deploymentstatus, and gender o the Soldierand spouse.

In addition to contributing to abetter understanding o work andnonwork lie needs that inuenceSoldier retention and turnover, thefndings on MWR, when replicated,will likely have important policyand program implications. Onecould, conceivably, acilitate orga-nizational commitment by reinorc-ing or expanding MWR programsor specifc categories o MWR pro-grams. One could also use model-ing studies to attempt to detectadditional links between MWRusage and key Army outcomes.

We are optimistic that the analyseso MWR will constitute a big steporward in enabling the Army todemonstrate with precision MWR’simportant contribution to Soldierreadiness.

Figure 4 – Direct Impacts o MWR UsageLarge Medium Small

Total MWRServices Used inLast 2 Years




.16.17.32.13







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Morale, Welfare and Recreation programs andh i Eff R di d T i

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Richard Faara, Ph.D., is senior research

analyst in the Plans and Operations Direc-

torate o the Family and Morale, Welare

and Recreation Command.

David Westhuis, Ph.D., retired as a lieu-

tenant colonel rom the U.S. Army, and is

currently executive director o Master o

Social Work Programs at the Indiana Uni-

versity School o Social Work.

Reerences

1. Bernard D. Rostker, America Goes toWar: Managing the Force During Times

o Stress and Uncertainty RAND NationalDeense Research Institute, 2007, 83.

2. Caliber Associates (1995) MWR &Readiness Links; MWR & ReadinessLinks: 2003 Update

3. Cohen, J. (1988). Statistical poweranalysis or the behavioral sciences (2nded.). Hillsdale, NJ: Lawrence EarlbaumAssociates.

4. Ibid.5. Settoon, R.D., Bennett, N. & Liden, R.C.(1996). Social exchange in organizations:Perceived organizational support, leader-member exchange and employeereciprocity. Journal o Applied Psychology,81(3), 219-227.

6. Eisenberger, R., Fasolo, P. &Davis-LaMastro, V. (1990). Perceivedorganizational support and employeediligence, commitment and innovation.Journal o Applied Psychology, 75, 51-59;Guzzo, R.A., Noonan, K.A. & Elron, E.(1994). Further assessments o Meyerand Allen’s (1991) three-component modelo organizational commitment. Journalo Applied Psychology, 79 (1), 15-23;

Wayne, S.J., Shore, L.M. & Liden, R.C.(1997). Perceived organizational supportand leader-member exchange: A socialexchange perspective. Academy oManagement Journal, 40 (1), 82-111.

Figure 5 – Total Eect Sizes (ES) o MWR Usage

Large Medium Small




.52.59.64.44

Total Indirect ES = (ES MWR to EA) x (ES EA to Key Outcomes)

+ + + +

= = = =

Total Direct Eect Size

Total Eect Size = Direct + Indirect

.31

.13

.32

.32

.42

.17

.36

.16







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Top 10 Things To DoWh A A dit C ll

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By Bertha J. (BJ) Trivett

What is your rst reaction when

an auditor calls? Is it similar to

thoughts o a root canal or ender

bender? Or is your reaction more

like: “This is a great chance to do

something about _____.”

Reactions to audit notices are

mostly a matter o perspective and

approach – and there are actions

you can take to minimize interrup-

tions and get the most out o any

audit. The ollowing steps are sug-

gestions to ensure you get the best

possible outcome rom your audit

or internal review experience.

First: Confrm the ofce oragency conducting the audit.

I your rst contact comes rom

anyone other than your instal-

lation’s Directorate o Internal

Review (IR) or the mission com-

mander’s inspector general (IG), it

is imperative that you contact your

IR oce immediately to discuss

the audit. Audits can also be called

inspections, studies or reviews, so

be alert or these terms and inorm

IR about your contact. Don’t make

commitments or interviews or

provide inormation to anyone pur-

porting to be an auditor or inspec-

tor until you have talked with IR

personnel. (The term auditor is

used or all personnel perorming

audit or review work. When the

term Internal Review (IR) is used,

the reerence is to the command’s

Internal Review and Audit Compli-

ance sta.)

Second: Work through the DIR

sta. All audit teams (including

contractors doing studies) must

provide entrance conerences to

command leadership that detail

the audit

objectives

and proposed

methodology,

and validate theclearance levels o par-

ticipating auditors. While auditors

have their mission to accomplish,

it must always be done in consid-

eration o installation and mission

requirements. IR will coordinate

the audit teams’ interviews and

data calls to minimize work inter-

ruptions. Most installation or gar-

rison internal reviews, audits and

inspections are directed by com-

mand, so your initial contacts will

already be rom the IR or IG.

Third: Gather criticalprocedural documentation.

In advance o the audit team’s

arrival, copy relevant organiza-

tional standard operating proce-

dures (SOPs), fow charts, guidance

documents and internal control

checklists onto a CD or the audi-

tors. These

provide help-

ul background

inormation and can

minimize questions. I

the team provides advance

questions, prepare those answers

and gather the documentation to

support your response. Keep the

topic o the audit in mind, however,

and avoid including extraneous

inormation.

Fourth: For ollow-up audits.

Gather documentation about

actions you have taken to imple-

ment prior audit ndings. The best

idea is to keep this documenta-

tion together as you complete

the implementation. Include best-

practices and innovations accom-

plished that supported the intent

o the original recommendations.

Positive audit reports are another

way to tell the great story o your

installation and mission.

Fith: Identiy Key Contacts.

Give your unit sta any preliminary

inormation about the audit’s pur-

pose and the schedule o planned

interviews as soon as available.

Advise them to be open, candid

and inormative in interviews,

while remaining ocused on the

purpose o the audit. Comply with

auditors’ requests or documenta-tion as much as possible.

During the audit, contact the super-

visor or the IR oce i they have

questions regarding an auditor’s

request or inormation.

Sixth: Assist the auditors in

their review. I auditors aren’t

asking the right questions to gather

relevant, accurate inormation,

say so. Your team has the best

real-time inormation about your

area o responsibility. Since audit

reports oten infuence policy

and uture mission guidance, it is

important that they contain accu-

rate ndings and recommenda-

tions. Remember that those who

receive the report are likely to

make decisions based upon the

inormation provided – it is in your

best interests to ensure the basis

or those decisions is accurate.

Seventh: Careully examine

drat audit reports. Check the

accuracy o acts and validity o

assumptions as they relate to your

processes and environment. Pay

particular attention to audit nd-

ings and recommendations. Since

management must implement rec-

ommendations with which it con-

curs, apply the ollowing tests to all

recommendations:

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Top 10 Things To DoWhen An Auditor Calls ( ti d)

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a) Is this within your authority (theauthority o the directed command)to perorm? For example, a recom-mendation to “direct unit com-manders to…” is likely outside theauthority o an IMCOM Army com-mander. In particular, pay attentionto potential gray areas betweenmission and IMCOM responsi-

bilities, because the directed com-mand must have the responsibility(and unding) to make the neededchanges. Also, that command willbe accountable or realizing anybenefts claimed in the report.

b) Is the real issue or problem iden-tifed? I the visiting audit team hada narrow ocus and little exibilityto address associated areas, thereal problem or your organiza-tion may not be addressed in thisaudit. Or, in spite o your coopera-tion and best eorts, perhaps theaudit report just didn’t get at theheart o the issue. In either case,be sure to say so when respond-ing to the audit report. Statingthe unresolved concerns in thecommand response to the auditreport ensures that higher levels ocommand aren’t let with inaccu-rate expectations or audit results.Also, such instances are ideal orrequesting IR assistance to resolvethe “left behind” concerns.

c) Is implementation possiblewithin your current/anticipatedresources? A recommendation to

purchase sotware packages or usenew technology may be outsidethe resource capability o the unit.Excellent recommendations thatrequire additional resources mustbe elevated to higher command,

and resource issues resolvedbeore concurrence with the auditreport is fnalized.

d) Does it solve the problemidentifed? Does it improve theprocess? In particular, does it passthe “so what?” test? A recommen-dation to write an SOP detailingcurrent procedures is inadequate

to address raudulent activity. Ithe recommended action won’treally fx the problem, what will?I you have a better solution, yourresponse to the audit report shouldinclude the actions you will takeinstead o those recommended inthe report.

e) Are projected monetary sav-ings realistic? Do the math. Armybudget projections or uture yearsreect anticipated savings. Makesure when you concur with mon-etary savings the calculations are

correct and don’t miss imple-mentation costs, etc.Also, monetarysavings basedon historicaldata thatis math-emati-callypro-jectedto

uture

yearsmaybeunre-alisticbasedupon chang-

ing missions, Army transormation,Base Realignment and Closure(BRAC), etc. Take another look atsubparagraphs b) and d) above.Be sure the recommendation willreally fx the problem. Even i themath is right, i the real problemremains, or wasn’t addressed,uture savings aren’t likely to be

realized.

Eighth: Use the Experience.

Audits are learning opportunities.Installation IR personnel bring aperspective that appreciates thechallenges o your environment,but oers insight gained roma wide variety o sources andexperiences. And, since externalauditors oten see how other instal-lations or organizations accom-plish similar work, they can sharelessons learned during inormaldiscussions and audit interviews.

Remember, audit recommen-dations should direct

improvements. I a“nonconcur” is the

right responseto a drat audit

recommen-dation, beprepared tostand yourground,to articu-late whatthe rightanswer

is, and todescribe

what canyou do to

improve thesituation. Oer-

ing alternatives

is a proactive approach that canaect optimal solutions.

Ninth: Document Progress

on Recommendations. Trackprogress toward implementingaudit recommendations, includ-ing related cost savings. Whenimplementation is complete, con-

tact your IR ofce to request a ol-low-up to corroborate completionand close the recommendation.Final validation o tentative mon-etary savings is done as part o theollow-up review.

Tenth: Relax. Root canals areusually a lot worse than audits.Call your IR ofce anytime withquestions. I you haven’t met yourInstallation’s IR staff – make a pointof doing so soon. Your IR staff is aresource or your organization thatcan serve to expand your capability

i utilized. Internal Review is yourlocal resource or independent, dis-ciplined, and proessional assess-ment services. So use this readyresource or the best beneft oyour organization.

Your Internal Review OfceServices are:

Independent. Internal Review andAudit Compliance is the com-mand’s independent and objective,assurance and consulting activitydesigned to improve operations.IR’s mission is to oster the collec-

tive improvement o the command– so they have no vested interest inany particular answer. Their auditservices can assist your organiza-tion to better meet its objectives.IR will consult with you to make

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an objective assessment o youroperations and share ideas or bestpractices. They provide risk assess-ment and counsel or improvingthe right internal controls, andguidance in removing unneces-sary controls that restrict exibility.IR reports go to the command/ directorate/ofce requesting the

review, thus ostering immediateimprovement or corrective action,without need or intervention ordirection rom a higher command.Only where raud, waste or abusewas identifed must IR provide thereport to the chain o commandabove the requesting directorate/ ofce.

Proessional. IR personnel mustmeet specifc proessional qualif-cations. Internal Review evaluators/ auditors are CP-11 careerists whohave at least 24 hours of college

accounting credits, and must con-tinually maintain their skills witha biannual minimum o 80 hourso continuing proessional educa-tion. Most auditors have businessor accounting degrees, and manyauditors achieve proessional cer-tifcations as accountants, internalauditors, raud examiners, gov-ernment audit proessionals orgovernment fnancial managers.The analytical tools made popularby the Lean Six Sigma initiativehave been part o the audit/internalreview arsenal for many years – so

IR personnel are uniquely quali-fed to lead, participate in, or serveas consultants or these teams,as well as validate any identifedpotential monetary savings. Thepersonal and proessional stan-dards o integrity adhered to by IR

personnel mean critical, secure,mission unctions and processes.And, private inormation is pro-tected when part o an IR audit.

Disciplined. IR methods mustmeet the high evidentiary anddocumentation standards o theGovernment Accountability Ofce’s

(GAO) Generally Accepted Govern-ment Audit Standards (GAGAS).These standards require the auditrecords to be internally sufcientand appropriately cross-reerencedso any competent auditor, other-wise unamiliar with the matter,who reviewed the fle would cometo the same conclusions as thosepresented by the original auditor.Audit/review fles conducted inaccordance with these standardsare widely accepted in administra-tive, civil and criminal courts ascompetent evidence o presented

acts. In accordance with ArmyRegulation 11-7 and Ofce oManagement and Budget CircularA-123, IR audits are perormedwith a particular ocus on risk andthe eectiveness o managementcontrols to oster the greatestefciency while protecting scarceresources.

Results Oriented. Across the Army,Internal Review ofces regularlyidentiy cost savings (monetarybenefts) plus procedural improve-ments (non-monetary benefts)

through their reviews. In act,IR ofces consistently provide areturn on investment in monetarybenefts to the Army at a 3:1 ben-eft/cost ratio. Data rom only oneIMCOM region clearly demon-strates the potential contributions

by actively engaging your IR sta.In one recent six-month period, 158audits provided 160 recommen-dations that positively validatedor improved controls, improvedsaety, readiness, and or providedquality analysis/data to decision-makers. Some o these same auditsidentifed monetary benefts total-

ing nearly $1.6 million1.

IR Services Menu a. Risk analysis/troubleshooting

b. Evaluate internal controls

c. Confrm/ensure compliance withlaws, regulations, etc.

d. Internal reviews/audits o knownor suspected problems

e. Liaison with external audit teams

. Follow-up on external audits

g. Ensure accuracy o records

h. Data integrity assurance, and

reliability o reporting

i. Analyze processes, costs, evalu-ate potential risks or processchanges

j. Audit alleged and potential raud,waste and abuse

k. Assess eectiveness and ef-ciency o operations

Stewardship Focused

Recent laws like the Sarbanes-Oxley Act have orced increasedattention on the critical skills andcontributions o the internal audit

sta o corporate entities. Financialreports and historical inorma-tion indicate that corporations likeEnron, WorldCom and others whoexperienced signifcant fnancialailures had eectively diminished

the ability o their internal auditstas to properly unction.2 Now,active internal audit organizationsin private industry work to restore/ retain the public trust eroded byEnron-type ailures.

In the Army, IR is uniquely suitedto assist both mission and gar-rison organizations to ensure their

records are accurate, and theiractions constitute good steward-ship o scarce resources whileeectively executing the Army’smission. IR can help commandersand managers ensure their opera-tions comply with the public trustthey hold. IR is the unique, proes-sional organization that brings asystematic, disciplined approachto organizational risk assessment,process improvement, and controlevaluation.

Bertha J. (BJ) Trivett, JD, CGAP, is directoro Internal Review or III Corps and Fort

Hood, Texas. She has served as a civilian

with the Army or more than 20 years in

the comptroller career eld. Her Army

service spans two Army Commands as a

senior accountant, management analyst,

budget analyst, auditor and strategic plan-

ner. She is a graduate o the University o

Nebraska at Omaha (B.S.B.A.-Accounting),

and the University o Nebraska-Lincoln

Law School (J.D).

Reerences

1. Department o Army Internal ReviewSemi-Annual Report, IMCOM-WE, Sep 06.

2. Tim J. Leech. 2006. “Restoring Trust.”Internal Auditor, February 2006, 38-40.

When An Auditor Calls (continued)By Bertha J. (BJ) Trivett







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Employing Low-Cost Security Enhancementat Access Control Points



at Access Control PointsBy Colonel Tim Weathersbee and Eric Cashin

In late August 2006, the Fort Leav-enworth, Kan., installation com-mander expressed concern thatthe post had no eective meanso identiying individuals at accesscontrol points who were barredrom entry to the installation.1 Inaddition to simply enorcing thebars, the purpose o identiyingand stopping these individualsbeore they entered the installationwas to reduce crime on post.

The garrison took on the chal-lenge. Working with limited fnan-cial resources and a sel-imposedshort suspense, the garrison team2 identifed, procured, modifed, andemployed an eective automatedsystem in three weeks. The systemcost less than $4,000 and in threemonths identifed a dozen barredpersons and one individual withsuspended on-post driving privi-leges attempting to illegally enterthe post.3

In seeking a solution, the garrisonteam initially ocused on systemsit had been assessing or severalmonths. These systems were inuse at other Army installations.

The challenges with these systemswere they were expensive, costingup to $250,000, and in most casesdid not have the capability to per-orm the necessary task withoutmodifcations to sotware. Even i

sotware could be modifed to per-orm searches or barred persons,the cost o these systems wassimply too great.

In an eort to fnd a more eco-nomical solution, the garrison teambegan looking to the civilian sectorto fnd businesses that might bescreening or individuals on some

type o watch list. The team identi-fed a potential solution that wasbeing used to check identifcationcards (IDs) at casinos, nightclubs,bars, and other establishmentsthat developed local watch lists orscreened or underage persons.Although this system requiredsome sotware modifcations, itwas a low-cost system that couldbe felded almost immediately. Theinitial intent was to use this o-the-shel system as a short-term solu-tion until unds could be obtainedto purchase a more permanentsystem similar to the ones in use at

some other Army installations.

In September 2006 Fort Leaven-worth began using hand-held IDreaders at access control points(ACPs) to screen or individualsbarred rom post or with sus-pended driving privileges. The ini-tial system employed at Fort Leav-enworth consisted o two CardVi-sor III Pro handheld scanners byTokenworks and a stand-alonecomputer. The Physical SecurityOfce analyzed the capabilities othe system and developed a proto-col or importing the bar and sus-

pended driving lists and retrievingthe system events log. Using ano-the-shel electronic ID reader,Fort Leavenworth security person-nel have been able to scan Depart-ment o Deense IDs, U.S. driverlicenses, and other government IDs

that employ either 2D barcode ormagnetic strip technology. Inor-mation rom the ID is matchedagainst databases o individualswho are barred rom the installa-tion or have suspended drivingprivileges.

The readers are deployed in thenondecal lanes at the ACPs. When

an individual’s ID is scanned andthe last name matches a name onthe bar list, a screen pops up andgives a list o potential matches.The security guard personnel thenveriy the name on the hard copyo the lists kept at the ACP.

Because of the success of thesystem, the garrison is buildingon it as opposed to using it onlyas an interim solution. The Physi-cal Security Ofce has expandedthe initial capability o these read-ers to include scanning or theFBI “Most Wanted” criminals, FBI

“Most Wanted Terrorists” andmost wanted lists rom several sur-rounding states and metropolitanareas. The garrison will continue tobuild these watch lists to enhancesecurity and reduce crime on theinstallation. Additionally, the garri-son will procure and employ scan-ners in the decal lanes now that theconcept has proven successul.

The scanners have not been inuse long enough or the garrisonto draw any solid conclusions oncrime rates; however, when com-pared to the same three monthperiod or the previous year,

detected shopliting at the PostExchange is down by 95 percent.4 Additionally, the scanners add anelement o unpredictability orpotential adversaries.

Anyone interested in learning moreabout the system in use at FortLeavenworth or providing recom-mendations or improving thesystem should contact Eric Cashin,Physical Security Ofce, Ofce othe Provost Marshal, at 913-684-3536 or via e-mail at [email protected].

Colonel Tim Weathersbee is the Fort Leav-

enworth garrison commander.

Eric Cashin is the Fort Leavenworth chie

o Physical Security.

Explanatory Notes

1. Because all ormer inmates at the U.S.Disciplinary Barracks are included on theinstallation’s bar list, the bar list includesseveral hundred names. The only waysecurity personnel could screen or barredpersons at the ACPs was to manuallysearch the dozens o pages o names obarred individuals.

2. The garrison team included members

o the Provost Marshal’s Physical SecurityOce, the Directorate o InormationManagement, and the garrisoncommander.

3. The manual system used beoreemploying these scanners identiedsignicantly ewer violators, about six peryear.

4. For the period Oct. 1, 2005, to Dec.31, 2005, security personnel detected19 shopliting incidents at the MainExchange. For the same period in 2006,only one incident was detected. No directlinkage can be drawn between use o theID scanners at ACPs and the number oshopliting cases since other actors mayhave been involved.







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Transforming Franconia Style:Placing People First in Europe

2 3 4 5



Placing People First in EuropeBy Richard C. Davis, Billy Smith, Ramona Taylor and Bradley Hannum

Installation Table

Installation Installation Name Number

o Bldgs

Sq. Feet

Bldgs

Acres

Giebelstadt Giebelstadt Army

Aireld

100 918,183 635

Kitzingen Harvey Barracks 189 1,524,595 630

Kitzingen Family

Housing

96 1,352,777 79

Kitzingen Training

Areas

26 40,948 2,760

Larson Barracks 137 1,505,690 654

Schwanberg DCS

Site

4 9,105 3

Wuerzburg Faulenberg Kaserne 48 670,380 63

Leighton Barracks

& Skyline Family

Housing

213 2,790,018 333

Wuerzburg Training

Area

5 3,884 24

Wuerzburg Hospital 18 524,324 14

Aschaenburg Breitsol Communi-

cation Station

4 486,854 10

Combined Total 840 9,826,758 5,205

The Installation Management Com-mand, Europe Region (IMCOM-Eu-rope), is spearheading the Army’sprimary missions o supportingTransormation and the War onTerror. U.S. Army Garrison Franco-nia conducted the frst major instal-lation closures in Germany as parto the Secretary o Deense, Global

Deense Posture Realignment(GDPR), Army Modular Force, andGlobal Restationing and Rebasing(GR2). USAG Franconia supportedthree indirect report garrisons,encompassing 33 installations, andmore than 35,000 Soldiers, employ-ees, Family members, and retirees.

On July 29, 2005, the Departmento Deense (DoD) Public Aairsannounced plans to return 11 Armybases to host nation ofcials in2007. The commander o USAGFranconia, Colonel Russell D. San-tala, embraced transormation,

recognizing and responding toneeds o customers, while shap-ing the environment to accomplishstrategic goals. Colonel Santala’stransormation strategies ocusedon people (Soldiers, Familiesand civilians), communication,processes, technology, and ourtried-and-true host nation partnerrelationships. The ultimate goal otransormation in Franconia was tomove units, Soldiers, Families andequipment to other installationswhile accounting or everythingand everyone, and to convert,

inactivate, and return units to theUnited States in accordance withU.S. Army, Europe (USAREUR)transormation orders. The basesaected by the closure announce-

ment within the USAG Franconia(Wuerzburg community) area oresponsibility include those listedin the installation table at right.

On Jan. 27, 2006, the Armyannounced urther orce changesin Europe. The Army ModularityForce changes specifcally aectedthe design and development o a

Combat Aviation Brigade (CAB)and stationing the unit at U.S.Army Garrison Ansbach. The CABis now the standard design orU.S. Army aviation brigades underthe Army modular orce design.The plan is to combine remainingV Corps aviation assets to orm asingle aviation brigade capable operorming all Army aviation mis-sions. USAREUR will accomplishthis by maintaining a tailored orcewith attack and airlit capabilities toconduct early-entry, rapid-reaction,humanitarian-assistance, and

disaster-relie missions. In additionto the CAB, theater aircraft andhelicopter elements remain to sup-port USAREUR, 7th Army and U.S.European Command commanders.These unit transormation actionsaected more than 3,200 Soldiers,4,800 Family members, and 22 U.S.and 20 German civilian employees.

In the midst o the above trans-ormation, USAG Franconia alsotransormed. On Oct. 13, 2006,USAG Franconia cased its colorsand inactivated. A small temporary

organization, the European RegionTransormation Group (ETG) (NordBayern) (Provisional), was created.







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g p p ( )By Richard C. Davis, Billy Smith, Ramona Taylor and Bradley Hannum

The ETG provided transormationalcommand and control authority oUSAGs Ansbach, Bamberg, andSchweinurt to prepare them toassume duties and responsibilitiesas IMCOM-Europe direct reportgarrisons. Upon completion o itsmission, by September 2007, theETG will inactivate according to

IMCOM-Europe guidance.USAG Franconia established amulti-disciplinary transorma-tion team to sustain continuity ooperations, increase innovationand collaboration responsive-ness, separate act rom fction,and assimilate all current anduture plans. This team developedsystematic, methodical, dynamic,creative, and critical thinking strat-egies to execute and analyze trans-ormation plans and operations. Toaccomplish these dynamic goals,the transormation team developed

a transormation operation orderwith our distinct phases.

Phase 1: Sustainment andtransormation planning andpreparation

This phase included sustainmentoperations, transormation plan-ning, redeployment, reintegration,reconstitution, retraining, andestablishment o the validationcriteria to transition three directreport garrisons. USAG Franco-nia sustained base support totenant units and activities, and

conducted a deliberate militarydecision making process (MDMP)to develop the road map to sup-port restationing, deployments,redeployments, reintegration, inac-

USAG Franconia Footprint FY 05/06 Transormation

The return o the bases was part o the Army’s transormation eortthat resulted in the 1st Inantry Division’s return to Fort Riley, Kan. This

aected 6,100 Soldiers, 11,000 Family members, 1,000 Department

o the Army civilians and 1,000 host nation workers. The Army has

recently announced uture plans to close the remaining operations

in Wuerzburg, including Leighton Barracks and Wuerzburg Hospital

Kaserne. The retention o these two installations added to the complexityo the Franconia transormation because o the need to continue com-

munity support services while conducting a reduction in orce o local

national employees. Installation management duties have been turned

over to U.S. Army Garrison Schweinurt to provide consistent quality-o-

lie support or Soldiers, civilians, and Family members.

Color Codes

Units Inactivated (may refag)

Units Returned to CONUS

Units Rebased within USAREUR

USAG SchweinurtSchweinurt Area 1-4 CAV (ID) refag to 1-91 CAV(ABN) (LT) (173rd ABN)

USAG BambergBamberg Area DIVARTY, 1IDDIVENG, 1ID BAND, 1ID 82 ENG refag to BTB 173rd ABN1-33 FA refag to 4-319th FA1-6 FA

USAG AnsbachKatterbach Area

HQ, 4th BD (AVN), 1ID refag to 12th CAB 6-52 ADA BN (-)1-1 AVN BN (ATK) 2-1 AVN BN refag as 5-158 AVN 549th MAINT CO 601st ASB refag as 412th ASB

Illesheim Area 7-159 AVN BN (AVIM)2-6 CAV refag to 3 -159 AVN (ATK)6-6 CAV refag to 2 -159 AVN (ATK)

USAG FranconiaWuerzburg Area USAG Franconia HQ, 1st ID HQ, 106th FIN BN HQ, 69th SIG BN 101st MI BN (-), 1ID

HHC, 1st ID 1st MP CO (-), 1ID517th Eng DET, 1ID510th ENG DET, 1ID67th CSH 286 MP (CID)38th POSTAL CO2nd ASOS (AF)

Kitzingen Area 1st ID DISCOM 701st MSB, 1ID4/3rd ADA BN, 1ID121st SIG BN (-), ID17th SIG BN38th PSB147th MAINT CO 212th MP CO

12th CHEM CO, 1ID560th MP (Customs)

Giebelstadt Area HQ, 12th AVN BDE HQ, 69th ADA BDE3-58th AVN RGT (ATS)3-158th AVN BN HHC & A/5-158th AVN BN B/7-159th AVN BN (AVIM)F/159th AVN RGTDET 10, 7th WS (AF)OL-C 435th CSS (AF)523rd MED CO (Dental) 67th FSTDET 6966th TTT72nd MED CO (VET)







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By Richard C. Davis, Billy Smith, Ramona Taylor and Bradley Hannum

tivations, and returning units tocontinental United States (CONUS).This phase also included the un-damental planning to transition thegarrison workorce.

Phase 2: Transormation Sup-port to Tenant Units

This phase is ongoing and will

end when all units have success-ully transormed according toUSAREUR directives. During thisphase, USAG Franconia providedsupport to tenant units that wererestationing, inactivating andreturning to CONUS, while main-taining quality community servicesto Soldiers and Families through-out the transormation process.

Phase 3: Validation o ThreeDirect Reporting Garrisons andTranser o Daily Operationsto USAG Schweinurt

During this phase the ETG con-ducted the necessary training andrehearsals and “left seat – rightseat rides” to successfully transi-tion three direct report garrisons toIMCOM-Europe. The ETG validatedUSAGs Ansbach, Bamberg andSchweinurt to stand up as directreporting garrisons. This phaseoccurred simultaneously withphase 2 and culminated with a cer-emony on April 4, 2007, when theETG successully transitioned threedirect report garrisons to IMCOM-Europe. During this phase USAG

Franconia successully transerredthe daily operation o the remain-ing installations in the Wuerzburgcommunity to USAG Schweinurt.

Phase 4: Closure andInactivation Activities

This phase included closure andinactivation activities, occurredsimultaneously with phases 2 and3 and ended upon the inactivationo the USAG Franconia. USAGFranconia conducted closure activi-ties according to USAREUR and

garrison commander checklistsand returned the installations tohost nation ofcials. Overall, USAGFranconia successully returned 11installations to the host nation.

At the high point o transormation,three phases o the transormationoperations order were operatingsimultaneously with more than280 major unit and garrisons tasksbeing tracked and completed.

Colonel Santala was serious abouttaking care o the Soldiers andtheir Families, especially duringperiods o turbulence and changeto ensure a smooth transition whileundergoing base realignment andclosure. An event driven synchro-nization matrix was developedin direct coordination with theBundeswehr (German Army), Med-ical Command, U.S. Army Corps oEngineers, Department o DeenseDependent Schools – Europe,Deense Commissary Agency,Army and Air Force ExchangeService, Bank of America Commu-nity Bank, Andrews Federal CreditUnion, Armed Forces Network,U.S. Air Force, and the 7th ArmyTraining Command. This processensured synchronization o com-munity quality-o-lie programswith transormation timelines, andensured that adequate serviceswere available throughout the

withdrawal, closure, and reposi-tioning o the units.

There are many lessons learnedover the 18 months o transorma-tion. Success was determined byhow well doctrine, communica-tions, personnel, unding, logis-tics, and acilities were managedthroughout the process. Communi-

cation, coordination and synchro-nization were conducted with regu-larity and a high-degree o successin support o the transormationmission.

The ollowing depicts the majorlessons learned:

Doctrine

Upon receipt of Base ClosureRound 37 Announcement, USAGFranconia used the meticulousmilitary decision making process(MDMP) to cross-level sta exper-tise, identiy, and evaluate pos-sible courses o actions (COA), andrecommended a specifc COA thatallowed Santala to make timelyand inormed decisions. This mis-sion analysis identifed that theollowing key elements o Transor-mation must be communicated andaccomplished:

Event driven – Transormationshould be ocused on events andnot on timelines.

Systematic Approach – Complexityo transormation requires a struc-tured, systematic approach rom

initial planning through comple-tion.

Planning – Flexible and adaptableplans, orders and policies using thetalents o a cohesive, comprehen-sive sta are critical to success.

Communications

Strategic Communications

Planning:

Establish battle rhythms and meet-ings to maintain exibility in execu-tion during the rapidly changingbattle space. Timely, accurate andconsistent inormation dissemina-tion was key throughout the trans-

formation process. By establishinga set battle rhythm or internal andexternal meetings, the commandgroup and directorates consistentlyprovided a wealth o inormation ina timely manner to unit command-ers and community members.People may not have liked whatthey heard, but they were givenample venues to hear and see vitaltransormation news and inorma-tion.

Request or Inormation

(RFI) Process: Elevate complex issues to thehigher command. IMCOM-Europedeveloped early in the transorma-tion process a systematic processto respond to critical commandinormation requirements quicklyand efciently. This process wasvital to the overall transormationsuccess.

Transormation Working Groups: Early in the process, establishcritical lines o communicationswith all unit commanders to dis-seminate pertinent inormationand provide a orum or tenant

units and activities to raise issues.All directorates were representedduring these working groups andmost issues were discussed andanswered immediately. Addition-







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ally, other community related

meetings – town halls, tactical unit

commander’s conerences, and

community roundtables – were

transormation centric.

Personnel

USAG Franconia Civilian Work

Force Placements:

Place people frst. Colonel Santalaemphasized early in the trans-

ormation process that priority

will be given to fnding ollow-on

assignments or positions or

both local national and Depart-

ment o the Army civilian (DAC)

garrison employees. He quickly

educated himsel on the rules and

regulations concerning employ-

ment reduction in orce (RIF)

actions and German Labor Law,

and established a team approach

with the Resource Management

Ofce, Civilian Personnel Advisory

Center and the local works coun-cil to place personnel. His eorts

proved successul by placing more

than 90 percent o the aected

local national employees and 100

percent o the DACs aected by

the RIF. Eorts continue to fnd all

employees ollow-on assignments

with the goal o placing 100 per-

cent o employees.

Incentives for Critical Personnel:

Identiy critical personnel early in

the transormation process and

provide incentives to retain these

personnel. The requirement to

maintain services throughout theprocess necessitated maintaining

more employees longer than origi-

nally anticipated.

Surge of Personnel:

Executing transormation while

maintaining garrison operations

strains the sta. Many critical tasks

must be accomplished simultane-

ously, which requires planning to

surge employees to meet critical

timelines and to perorm the tasks

to standard. Planning or surge

requirements is key.Permanent Change of Station

(PCS) Orders Process (Full

Cost Moves (FCM), Low Cost

Moves (LCM), and No Cost Moves

(NCM) and Paired Community

Restrictions):

The updated USAREUR Regulation

AER 600-8-11 governing paired

community specifcally outlines

the rules o PCS NCM, FCM. Trans-

ormation o units was aected to

some degree by orders that were

incorrect or late. Early conusion

over NCM and LCM moves to

paired or unpaired communitieswas a challenge, but was resolved

by establishing key working link-

ages between S1, Personnel Ser-

vices Command, and Army Human

Resources Command. Each issue

was handled on a case-by-case

basis. The new regulation elimi-

nates conusion and increases the

successul reassignment o per-

sonnel or uture transormation

actions.

Accountability of Soldiers:

A plan must be developed early in

the process to identiy an enduring

headquarters to account or all Sol-

diers until departure. Experience

has shown that nearly all trans-

orming units will have a number

o Soldiers that will not transorm

with their original unit or a mul-

titude o reasons – Expiration o

Term o Service, PCS, retirement,

medical, legal, or school, and will

remain at the installation beyond

the unit’s execution date.

Funding:

Forecast costs associated with

transormation and request und-

ing early. Synchronize unding toenable renovation o acilities while

they are vacant.

Logistics

Installation Property:

Early on, direct a 100 percent

inventory o all installation, Instal-

lation Property Book Ofce (IPBO)

property and all excess “ound on

installation” property at the com-

pany level beore the turn-in pro-

cess. Once identifed, separate all

serviceable rom all unserviceable

scrap metal, wood, etc. Require all

units and activities supported bythe IPBO to conduct an inventory

and provide this to the IPBO. Direct

units and activities to establish a

disposal ofcer to be responsible

or monitoring recycling containers

and ensuring that urniture disposi-

tion is properly managed.

Transportation:

Arrange a volume move or larger

household goods (HHGs) ship-

ments. Enable the Consolidated

Personnel Property Shipment

Ofce to provide the unit with a

designated carrier.

Dining Facility (DFAC)

Management:

Address DFACs command and con-

trol early in the planning stages.

Most garrison DFACs are operated

by the tactical units in the ootprint,

which presents a problem when

the unit is preparing or depar-

ture and must give up the C2 o

the operation while there is still arequirement or dining acility sup-

port due to the existing population.

In a normal situation, when the

controlling unit is unable to oper-

ate the DFAC, another unit in the

ootprint takes C2; however, when

all the units in the area are inacti-

vating or rebasing, there is no one

let to take charge. Inactivating gar-

risons should establish a contract

or the C2 o all DFAC operations

one year in advance.

Petroleum Management:

USAREUR checklists and closure

SOPs should be very specifc inidentiying the action agency or

the various aspects o a project.

Funding or the inactivation o the

capitalized (automated-electronic

key) uel sites located on the instal-

lations was delayed and fnally

approved only weeks beore the

planned barracks closure. Part o

the cause or the delay involved

clariying and identiying the

responsible agency or initiating

and processing the unds request

through the Deense Energy Sup-

port Center (DESC). Additionally,

with IMCOM-Europe Logistics,DESC, 200th MMC, DPW and DOL,

all having a part in the process,

Supporting Soldiers and

Families on the Move






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2 3 41




there was some conusion aboutwhich agency was responsible.Future transorming garrisonsshould put policies and proceduresin place to ensure synchronization.

Facilities

Army Family Housing: Address each Soldier’s situationindividually. The synchronization,coordination and emotional stresson the Soldiers and their Familieso closing housing areas is emo-tional and complicated. USAGFranconia eectively cleared 725units rom government controlledArmy Family Housing to meetUSAREUR timelines by taking apersonal approach to this sensitiveissue. The command team workedwith those units and Soldierswith problematic E-Dates or dateestimated return overseas station(DEROS), which was ultimately thesecret to success.

Throughout the entire transor-mation process, Colonel Santalacoordinated with our host nationpartners and allies inorming themo all actions involving the Wuerz-burg, Ansbach, Bamberg, and Sch-weinurt communities.

The unprecedented events oSept. 11, 2001, changed the worldorever and created a sense ourgency or Army Transorma-tion. The events clearly depictedthe destructive potential o ter-

rorists and the vulnerability othe United States and o its alliesto unwarned attack. It showedthe eectiveness o asymmetricmethods in countering U.S. con-

ventional military superiority. Wenow live in a dynamic, turbulent,complex and uncertain world. TheU.S. military will transorm ourglobal deense posture to meet thesecurity environment challengeso the 21st century. Under the U.S.Department o Deense’s IntegratedGlobal Positioning and Basing

Strategy, plans were developedand are being executed to moverom a Cold War orce structureand basing strategy to one tai-lored to address the asymmetricalthreats.

This expeditionary transormationo our military will increase strate-gic responsiveness and exibility inthe ace o current and anticipateduture threats. IMCOM-Europe willremain on the tip o the spear byproviding equitable, eective, andefcient management o Armyinstallations to support mission

readiness and execution, enablingthe well-being o Soldiers, civiliansand Family members, improvingthe Army’s aging inrastructure andpreserving our environment.

Richard C. Davis is deputy to the

garrison commander or the European

Region Transormation Group

(Nordbayern) (Provisional).

Billy Smith is the IMCOM-Europe chie o

transormation.

Ramona Taylor is an IMCOM-Europe

transormation specialist.

Bradley Hannum is an IMCOM-Europe

stationing and program analyst.








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Partnership for Protection:The Army’s Compatible Use Buffer ProgramB N N t li G B l d J h H i

2 3 4 5 6



By Nancy Natoli, Gary Belew and John Housein

This successul interdependenceo mission, environment, and com-munity is the result o the Army’sinnovative installation sustainabil-ity eort called the Army Compat-ible Use Buffer (ACUB) program.ACUB is a tool for protecting aninstallation’s accessibility, capabil-ity and capacity or training and

testing by sustaining natural habi-tats, open space and working landsnear Army installations. The ACUBprogram helps to achieve conser-vation objectives and supports theSoldier’s ability to “train as theyght” through partnerships withpublic and private orga-nizations, as well as will-ing landowners in localcommunities.

Title 10 o the UnitedStates Code, Section2684a, Agreements toLimit Encroachments

and Other Constraintson Military Training, Testing, andOperations, allows the secretary othe Army to enter into agreementsto limit encroachment and preservehabitat. The Army implements thisauthority through the ACUB pro-gram, which is jointly managed bythe ofces o the Assistant Chie oSta or Installation Management(ACSIM) and the Director o Train-ing.

This partnership or protectionallows an installation to workwith both government and non-government entities, as well asindividual landowners, to conserveland outside the installation enceline without acquiring any newland or Army ownership. Through

ACUB, the Army reaches out topartners to identiy mutual objec-tives o land conservation and toprotect critical open areas that, inturn, protect Soldier training andequipment training. Numerousnon-governmental organizationssuch as The Nature Conservancyand Ducks Unlimited, as well as

state and county governments, areplaying key roles, in addition toederal agencies such as the U.S.Fish and Wildlie Agency and theU.S. Natural Resources Conserva-tion Service.

The program allows the Army tocontribute undsto the partners’purchase o ease-ments or proper-ties rom willinglandowners. Thepartner, not theArmy, receives the

deeded interest inthe property and provides or long-term habitat management. TheArmy acquires an interest in theland through a cooperative agree-ment and deed language, whichallows the Secretary o the Army todemand a transer o the interest inreal property i the partner ails tomeet the requirements o the coop-erative agreement. These partner-ships protect high-value habitatand limit incompatible land use inthe vicinity o Army installations.

The cooperative agreementapproach provides several advan-tages for ACUB. First, it enablesthe Army to obligate unds against

Out on the tall grass prairie o Kansas, a butterfy protects a

Soldier at Fort Riley. In Hawaii, a sacred waterall guards Special

Forces. And in the heart o Oklahoma, a amily ranch provides

cover or artillery re.

The buttery, the waterall and the ranch have no

military value by themselves. But, by working with partnersto protect these and other natural and cultural resources,

the Army puts a buer space between the development o

growing communities and the conduct o realistic

Soldier training and equipment testing.








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Partnership for Protection:The Army’s Compatible Use Buffer Program (continued)By Nancy Natoli Gary Belew and John Housein

3 4 5 61




an existing multi-year cooperativeagreement. The unds, once obli-gated, are available or expenditureover a fve-year period to acquirepriority properties identifed inthe cooperative agreement. TheArmy’s conservation partners, withthe local Army installation’s coordi-nation and approval, can then pro-

ceed with negotia-tions with privatelandowners orthe purchase andsale o an interestin real property.Second, the coop-erative agreementprocess enablesthe Army’s con-servation partnersto shit their ocusquickly romacquiring oneparcel to another

i negotiationsailed or the frstparcel. Third, themulti-year natureo the accountreduces pressureon the Army andits partners toacquire a parcelbeore the end othe current fscalyear.

The cooperative agreementapproach is particularly useul inlight o complex proposals involv-

ing multiple parcels needed overthe long-term or a comprehensivebuer that limits incompatible landuse around installations’ trainingand testing ranges. This approach

provides the Army and its con-servation partners the exibilitynecessary to adjust the timing andphasing o parcels identifed orconservation.

Working with willing, privatelandowners takes time. The con-servation partners must establishrelationships o trust among them-

selves, understand the landowner’sneeds, and structure a transac-tion, potentially involving multiple

sources o unding, that is suitableto both the Army and landowner.The Army’s conservation partnershave the primary responsibilityor appraising, negotiating, pur-chasing and managing the parcelsthey acquire, and or enorcing the

terms o the restrictive easementsthey obtain rom landowners.

The Army includes requirementsin each cooperative agreement toensure that our interests are pro-tected over the long-term. Theseprovisions survive terminationor expiration o the cooperativeagreement. While the Army avoids

being a co-holder or co-grantee othe land interest in question, it isgranted cognizable property rights

in the deed o transer necessary toimplement the terms o the coop-erative agreement. In certain trans-actions, the Army also receives adeeded right o access or monitor-

ing and management o naturalresources.

This has been a successulapproach or a number o reasons.First, ACUB is an “assistance”program. It is not an Army landacquisition program. Our con-servation partners assume theburden o developing, preparing

and closing transactions,and providing or post-acquisition monitoring,enorcement and man-agement. Second, manyconservation partnersand private landownersare reluctant to engagein land transactionswhere the Army will bea co-grantee. Requiringco-grantee status is oteninconsistent with thepolicies o conservationpartners and limits their

exibility. In addition,some private landownersharbor mistrust o theArmy based on past his-tory when communitiesexperienced condemna-tion o property duringthe build-up or WorldWars I and II. The ACUBcooperative agreementapproach has resultedin $77 million in military

unds leveraged against more than$125 million nonmilitary contribu-tions to the program. This suc-

cess can also be attributed to thepartners’ expertise with landownerinteractions and time-sensitive realestate transactions.

Development Possibly Within

2 Years 5 Years 10 Years

Projected Areas o Residential Growth to

Occur Within Noise Contours

Fort Riley

G ra ss la nd A gr ic ul tura l Fi el d

Location o Grasslands and Agricultural

Fields Around Fort Riley

Fort Riley








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Partnership for Protection:The Army’s Compatible Use Buffer Program (continued)By Nancy Natoli Gary Belew and John Housein

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The many stakeholders in theprocess bring together expertiseand fnancial resources that meetshared objectives o landscape-level conservation planning.

This is the proverbial “win-win”situation. The Army avoids incom-patible land use in the vicinity oour borders and reduces the likeli-

hood o our installations being theonly reuges or endangered spe-cies or other natural resources withassociated restrictions. Partnersmeet their organizational objec-tives, such as natural resourceprotection, hunting, agriculture,public recreation, and culturalresource preservation. The bottomline is that these partners haveland interests that are compatiblewith the military operations o ourinstallations, rather than interestsin development that brings urbanand suburban sprawl along instal-

lations’ ence lines.The frst compatible land-usebuer was purchased by TheNature Conservancy near FortBragg, N.C., in 1999 by using SikesAct authority [16 USCc-1(a)]. TheSikes Act authorizes the militaryservices to enter into cooperativeagreements with private enti-ties to beneft the Department oDeense’s natural resources.

The training restrictions thataected airborne Soldiers on FortBragg, N.C., in the 1990s due to the

need to protect the red-cockadedwoodpecker and its long-lea pinehabitat inspired this initiative. Thisinnovative frst step permanentlyprotected this important natural

resource on private lands along theboundary of Fort Bragg.

That frst step grew into a regionalconservation partnership o eightdierent organizations whoseefforts allowed Fort Bragg to movemore rapidly towards its red-cock-aded woodpecker recovery goaland reduced training restrictions.

“We are protecting one of themost endangered ecosystems inthe country,” said Katherine Skin-ner, executive director o the NorthCarolina Chapter o The NatureConservancy, during the conser-vation partnership’s initial publicevent in 2002.

Fort Bragg met its red-cockadedwoodpecker recovery goal in 2006,fve years ahead o schedule, withthe help o this partnership.

The Army and partners shared thecost o the purchase, even though

the Sikes Act does not require anycost-share or cost-match. Limita-tions on this authority included anon-post military natural resourceocus and lack o clarity regardingo-post work, realty requirements,and the type o ederal unding tobe used.

In the fscal 2003 National DeenseAuthorization Act, Congressacknowledged the value o thiscooperative approach and providedcomprehensive legislative author-ity to use it as a tool to limit oravoid encroachment on the bound-aries o military installations. Whilethe Sikes Act remained available asa source o authority, the new leg-islation expanded the eort beyond

Some installations need the buer

to protect the ability to conduct

current missions.

Fort Sill, home o the U.S. Army

Field Artillery School, wants to

protect approximately 20,000

acres o buer land between its

feld artillery training areas and

communities such as Lawton and

Cache, Okla.













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Partnership for Protection:The Army’s Compatible Use Buffer Program (continued)By Nancy Natoli, Gary Belew and John Housein

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y y , y

natural resources, authorized theuse o operation and maintenanceunding, and allowed the servicesto depart rom the traditional ed-eral real estate acquisition process.This authority is codifed at 10USC 2684a, “agreements to limitencroachments and other con-straints on military training, testing

and operation.”The act authorizes eli-gible entities to purchaseinterests in real propertyto avoid or limit encroach-ment as articulated in thecooperative agreement.Eligible entities includenatural resource and arm-land conservation organi-zations, states and localgovernments. The act alsoauthorizes the Secretary othe Army to accept transero interests in real property

acquired under an agree-ment and rely on partner’sappraisal and title work isubstantially similar to ed-eral standards, and requiresthe reservation o right orthe secretary to demand thetranser o protective real propertyinterest. Finally, the act authorizesuse o operation and maintenanceunds (or installations’ otheroperating unds) to support agree-ments.

Congress amended this authorityin the fscal 2006 National DeenseAuthorization Act to requireunspecifed partner cost-share orreal property acquisitions underthese cooperative agreements. This

partner cost-share could be satis-fed with in-kind services, unds (toinclude other state and ederal pro-grams) or the exchange or dona-tion o interests in real property.The Army’s contribution to acquisition costs is now limited to the airmarket value o the minimal pro-tective interest in real property that

the secretary o the Army coulddemand in transer. That value is

typically equivalent to a restrictiveeasement (i.e. a conservation ease-ment recognized by state law).

Congress again added an amend-ment in the fscal 2007 NationalDeense Authorization Act byallowing the military services toexchange Base Realignment and

Closure (BRAC) or excess land atone location or encroachmentagreements at another installation.

So ar, 18 installations areapproved and actively participatingin the program. These compatible-

use buers protect more than64,000 acres on land near ourinstallations. They will be at severalmore installations with approvedcompatible-use buer proposalswithin the next year.

Some installations need the buerto protect the ability to conductcurrent missions. Fort Sill, home

o the U.S. Army Field Artillery

School, wants to protect approxi-mately 20,000 acres o buer landbetween its feld artillery trainingareas and communities such asLawton and Cache, Okla. To make itpossible, Fort Sill has turned to theACUB program.

“A lot of our artillery ring pointsare along the perimeter o thetraining area, so thereore thatnoise would transer into the sur-rounding community,” said RandallButler, director of public works forFort Sill.

So, sustaining ranch land as wellas training land drives the partner-ship preserving land around FortSill. Oklahoma rancher A.J. Ryderbecame the frst owner to sign onto Fort Sill’s ACUB in July 2006.He sold a conservation easementfor his 300-acre spread to LandLegacy, the regional land conserva-

tion group. The Army and the U.S.Natural Resources ConservationService, as well as countyand state governments,helped Land Legacy makethe purchase.

Ryder said he wanted tosupport the nation’s wareorts while protecting hisland rom private develop-ers.

”They don’t know what’sgoing to happen in thefuture of the military –whether the artillery is

going to be any larger orwhat – and they just wanta buer zone around it,which is good to me,”Ryder said.

“By partnering with theArmy on this eort, we will con-serve up to 20,000 acres o openlands and natural resources,” saidRobert Gregory, executive directorof Land Legacy. “These lands con-tain prime soils, wildlie habitat,and outdoor recreation opportuni-ties.”

Other installations such as FortRiley see ACUB as a means ofprotecting uture missions broughtabout by Army transormation.Around Fort Riley, like many otherinstallations, the issue is wild-













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Partnership for Protection:The Army’s Compatible Use Buffer Program (continued)By Nancy Natoli, Gary Belew and John Housein

2 3 4 61



lie habitat. Fort Riley will growby 20,000 Soldiers due to baserealignment actions and the Army’sre-stationing plans. Meanwhile,other residents o Kansas’ disap-pearing tall grass prairie – the regalritillary buttery, the Henslow’ssparrow, the greater prairie chickenand the Topeka shiner – will beorced to compete with populationgrowth outside the ort that thisinux will help generate. So, FortRiley didn’t wait to be hit by restric-tions before following Fort Bragg’sexample o partnership.

“Fort Riley currently has limitedencroachment impacts, but has ahigh potential that these will rap-idly escalate with the increase inpopulation in the area,” said JeffKeating, ACUB manager for FortRiley. “The Army is not purchasingmore land to train on,” he added.“We simply want to maximize the

use o the land we already own andminimize our impact to surround-ing properties.”

I the buttery and the two birdsbecome listed on the ederalendangered species list (theTopeka shiner, a minnow, is alreadylisted), Soldiers rom the 1st Inan-try Division and the three brigadecombat teams (BCT) could facesummertime live-fre restrictions.Cross-country vehicle trafc couldbe barred rom potential breedingareas.

At nearly every installation,regional land trusts are criticalpartners to securing the land-usebuers needed or installation sus-tainability. For Fort Riley, that landtrust partner is the Kansas LandTrust.

“This initiative exemplies KansasLand Trust’s mission of protectingand preserving lands o ecological,scenic, historic, agricultural or rec-reational signicance in Kansas,”said RoxAnne Miller, executivedirector o the trust.

While 45 percent of the potentialbuer zone is tall grass prairie hab-

itat, the rest is arm and ranchland.“We are excited about the oppor-tunity to preserve northern FlintHills ranches and arms by secur-ing funds through the ACUB pro-gram,” Miller said. “Only throughcollaborative eorts like this, willwe accomplish landscape scalepreservation.’’

In addition to the value ACUB hasbrought to installation sustainabil-ity, the program also has helpedopen some eyes to the Army’scommitment to environmental

stewardship.“ACUB goes beyond lip service,”said Joshua Stanbro, HawaiianIslands project manager or theTrust for Public Lands. “It dem-onstrates a real commitment andbuilds some trust where there waslittle before.”

Residents o Oahu, Hawaii, rep-resenting the Trust or PublicLand and the North Shore Com-munity Land Trust were the rstto approach the Army’s garrisonin Hawaii about participating in apartnership when they needed to

protect a sacred cultural landmark,the Waimea Valley. Its waterallserves as a major tourist attraction;the landowner put it up or salewith the thought o development.

However, Waimea Valley bordersthe Army’s Kahuku Training Areaon Oahu. All services use the areaor jungle training. When a groupormed to buy the valley and wardo potential development, the U.S.Army Garrison in Hawaii signedon and contributed $900,000 to putownership o the sacred land intohands o the state and protect itstraining capability. To the Army’spartners, the purchase preservesthe valley’s important natural andcultural heritage.

Sen. Daniel Inouye (D-Hawaii) saidof the effort, “Programs like theArmy Compatible Use Buffer Pro-gram serve the extremely useulpurpose o protecting Hawaii’sragile environment, while at thesame time making sure that ourtroops have places to train.”

There are additional benefts aswell. Partnerships will take us ur-

ther than we can go alone becausesustainability doesn’t happenwithin the installation ence linealone. It takes a broader view and,perhaps, the help o stakehold-ers who have not held a commonunderstanding with the Armybeore. This collaborative conser-vation program is a new way to dobusiness. Army installations bringtogether willing landowners andpartner organizations to preventsubdivisions, schools and otherincompatible kinds o developmentrom springing up near land where

Soldiers go about the noisy, occa-sionally dangerous business otraining and equipment testing.

Installations use conservation bu-ers as part o an overall plan tokeep training and testing realistic

or new generations o Soldierswhile maintaining their role asgood environmental stewards.Thus, these buers can protectmore than training and testing.Though the buers come in manyorms, there is one unbreakablerule – the landowner must be awilling seller – and one guidingArmy policy – the service cannotown the property or easement.

While successes like Forts Bragg,Sill and Riley have helped changethe installation sustainability para-digm or Army leadership, thereare many complex challengesahead. Such challenges includemaintaining unding, measuringencroachment or encroachmentabatement, monitoring the prop-erties, enorcing the cooperativeagreements and supporting instal-lation staff to meet the ACUB mis-sion requirements.

Compatible land-use buers repre-sent a new and innovative tool topartner with government, as wellas non-governmental organiza-tions, regarding land use aroundArmy installations. These buersprotect mutual, natural resourceopen space and traditional landuses on a landscape level. Theyprotect the capability to providetough, realistic Soldier trainingand equipment testing. ACUB isgood or the environment, and it isgood or the installation. It is, quitesimply, a partnership or protec-

tion.

Nancy Natoli, Gary Belew and John Hou-

sein are members o the U.S. Army Envi-

ronmental Command ACUB Team.













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Army Recognizes TopEnvironmental ProgramsBy Deborah Elliott , U.S. Army Environmental Command

2 3 4 51



Accomplishments rom green-ing the way the Army makes TNTto increasing maneuver spacethrough good environmentalmanagement earned Pentagonrecognition in January, as theArmy announced the winners o itshighest honor or environmentalstewardship.

Six installations, one team and oneindividual will receive fscal 2006Secretary o the Army Environmen-tal Awards. The awards honor theArmy’s top programs in endan-gered species protection, historicpreservation, waste reduction,environmental cleanup and pollu-tion prevention.

Radord Army Ammunition Plant,Va., one o the Army’s main TNTproduction acilities, won theaward or Pollution Prevention,Team.

The U.S. Army Garrison Graen-woehr, Germany, won the awardfor Environmental Quality, Over-seas Installation, in part or itseorts to give Soldiers more roomto train.

Karstin Carmany-George, a culturalresources manager at the IndianaArmy National Guard, took theCultural Resources Management,Team/Individual category by usingtechnology to manage and pre-serve cultural resources and sup-port the building o a state-o-the-art urban training complex.

Letterkenny Army Depot, Pa.,won the Environmental Quality,Industrial Installation award byapplying lean manuacturingmethods as it delivered almost900 reinorced armor High Mobil-ity Multi-purpose Wheeled Vehicle(HMMWV) door kits to Soldiers inIraq.

Fort Drum, N.Y., Cultural Resourcessta constructed mock Moslemcemeteries and archeological sitesor use as aerial gunnery avoid-ance target training and won theCultural Resources Management,

Installation award.

Fort Riley, Kan., environmentalsta helped make land available ora Tactical Unmanned Aerial Systemoperational area, earning the Envi-ronmental Restoration, Installationaward.

At Camp Edwards Training Site,a Massachusetts Army NationalGuard installation, a robust trainingprogram that actually benefts 11natural plant and animal commu-nities, contributed to winning theNatural Resources Conservation,

Large Installation award.Fort Lewis, Wash., won thePollution Prevention, Non-indus-trial Installation award by re-usinglumber and other resources rombuilding deconstruction to makeimprovements to trainingacilities.

Fort Drum was recognized

or the cultural resources

program it provides to 10th

Mountain Division Soldiers,

which netted the ort the

Secretary o Deense Envi-

ronmental Award or Instal-

lation Cultural Resources

Management.

Fort Drum provides the

10th and other units with

heritage training through

educational outreach and

resource-preservation=in-

theater training that helps

Soldiers slated or

deployment demon-

strate their respe ct

or the people, land

and culture o Middle

Eastern countries.

The post’s cultural resources

sta produced some 40,000decks o playing cards

and another 50,000 Army

Combat Uniorm pocket

cards that consist o photos

and messages that help Sol-

diers better understand their

surroundings, customs and

traditions while deployed

to Iraq or Aghanistan. The

cards also oster respect or

monuments, mosques and

other religious sites.

2

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[ N a b i Y

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2













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Today’s Choices, Tomorrow’s Army: What’s Your Bootprint?Fostering a Sustainability Ethic in the Army By Karen J. Baker

2 3 4 5



“Achieving the vision o a sustain-

able Army will require a proes-

sional commitment rom every

member o the Army team – every

leader, every Soldier, every civilian

and every Family member.”

Sergeant Major o the Army

Kenneth O. Preston

Sustainability connects ouractivities today to those o tomor-row. Everything that we do asan Army impacts the availabilityo resources we will have in thefuture. These resources – whetherfnancial, human capital, or land,air, water and energy - are vital tothe ability o our Soldiers o theuture to train, as well as to ourability to provide our Army Fami-lies the quality o lie they deserve.Every choice we make – as individ-

uals, installations and as an Army– directly impacts the number ofchoices we will have in the uture.

When the Army leadership estab-lished its six-goal sustainabilitystrategy, The Army Strategy for the

Environment: Sustain the Mission,

Secure the Future, in the beginningo fscal 2005, it recognized that we

still had much to learn as an Armyabout sustainability.

practices as well as spark the kindo innovation needed to fnd newsustainable solutions to some oour toughest problems.

Alternative Energy

Hardened Facilities

Green Building

Materials Management

Hybrid TacticalVehicles

Compatabile UseBuer

Public Outreach

Native Landscaping

Environmental Training

Sustainable RangeManagement

Alternative Fuels

The craters o the strategy knewthat or the Army to ulfll its com-mitment to “radically change theway we design, build, buy, trans-port and otherwise perorm ourmission” the Army would have tocreate a culture that ostered Army-wide commitment to sustainable

“Triple Bottom Line Plus”

Sustainability is an organizingprinciple that calls or a system-

wide, strategic approach thattakes into account the connec-tions ound in the “triple bottomline” – oten reerred to in indus-try as “people, proft and planet”or “economy, environment andequity.”

The Army Strategy or theEnvironment defned the triplebottom line or the Army as“Mission, Environment and Com-munity.” As the Army adaptspractices that build synergiesrom the mission, environmentand community interdependenceand the Army bolsters its TripleBottom Line with lower totalcosts, while it reduces impactson the environment and thecommunity. Lower costs are

the “Plus” in the Army’s “TripleBottom Line, Plus” concept.Through it, Army Sustainabilityis linked with the Army’s Busi-ness Transormation in drivingthe innovative transormation toa more aordable, sustainableArmy.

Army Strategyor theEnvironmentGoals

• Foster aSustainabilityEthic

• Strengthen ArmyOperations

• Meet Test, Training and

Mission Requirements

• Minimize Impacts and TotalOwnership Costs

• Enhance Well-Being

• Drive Innovation

A Fort Ahead. Reducing the Footprint o the Army

Sustainability – accomplishing today’s mission in a way

that enables future operations – now governs Army installationoperations. Many installations today are putting 25-year sus-tainability plans into action. Here’s a look inside a sustainablepost where a generation o Soldiers live and train on an instal-lation designed to last. It’s about having the natural resourcesthey need to train, a healthy environment in which to live, andthe support o local communities and the American people.













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Today’s Choices, Tomorrow’s Army: What’s Your Bootprint?Fostering a Sustainability Ethic in the Army (continued)

3 4 51



For that reason, the Army selected“Foster a Sustainability Ethic” asa primary goal o the strategy.It was viewed as an enablinggoal – by achieving this goal, theArmy would be better equippedto achieve the other fve. Thissummer, the Army Strategy or theEnvironment received the presti-gious White House “Closing theCircle” award in a special “Sowingthe Seeds of Change” category –evidence that it is leading the wayin ostering that ethic or the entireederal government.

Yet, we are still at the beginning ofthis journey toward sustainability.Achieving the vision o a sustain-able Army will require nothing lessthan creating a mindset in whichevery member o the Army teamconsiders daily his or her personalimpact – or “bootprint” – on theenvironment. We need a common

vision o what a sustainable Armylooks like, committed leadership,and sustainability tools to get usthere.

What does a sustainabilityethic look like?

According to the defnition setorth in the Army Strategy or theEnvironment, a sustainable Army“simultaneously meets currentas well as uture mission require-ments worldwide, saeguardshuman health, improves quality olie, and enhances the natural

environment.”Sustainability is a systemwidestrategic approach that takes intoaccount the connections ound inthe “triple bottom line” of Mission,

Environment and Community.

By viewing all parts of our opera-tions as part of a larger “system ofsystems” – the Army system andour joint environment, the commu-nity at large, economic and naturalsystems – we can leverage greateropportunities and draw rom largersolution sets than we may have by

looking at each system separately.Basically, we increase our choicesin the uture.

This type o systems thinkingcan be directly connected to theconcept o the Army Pentathletedescribed in Army Regulation 600-100, “whose versatility and ath-leticism - qualities that reect theessence of our Army – will enablethem to learn and adapt in ambigu-ous situations in a constantlyevolving environment.”

Achieving sustainability requiresthe exibility, adaptability and abil-ity to handle complexity that weare building in our Army leaders.

Figure 1 to the let shows anotional model o how sustain-ability may be inculcated into theArmy culture. As the Army movesrom its current state o learningat Level 1 to the highly-evolvedstate described at Level 4, certainsustainable practices become acourse o doing business. Even-tually our sustainability ethicbecomes so integrated into ourculture and values system that it is

simply woven into the abric o ourdaily operations. We reach a levelin our learning that psychologistsand educators refer to as “uncon-

Figure 1 – Building a Sustainablility Culture: One PotentialModel Source: Army Environmental Policy Institute

• Sustainability is considered in every Army mission• Sustainability totally integrated into all Army doctrine, manuals and training• Performance measures are collected and reported via fully automated system• Army sets highest standards in land use, construction and energy use• Renewable energy is the sole source for the Army• Army supply and acquisition processes free nancial resources while providing better

ownership o natural inrastructure• The Army actively collaborates with the public as a course of business • Sustainability embedded in Army culture

Level 4. Continuously Improving/Full Execution/Maintenance

• Deployed units are using renewable resources as a signicant source of mission sustainment• Partnerships with other world militaries lead to innovative practices• Army installations are models as stewards of lands, construction and energy consumption• Sustainability education down to the individual Soldier level• he Army has a mature and structured public involvement training program• The Army sustainability program recognized for drawing and retaining soldiers• Army contracting facilitates the development of new industrial standards• Sustainability is one primary consideration in Army acquisition process• Army process improvement system continues to lower costs and reduce impacts

Level 3. Approval/Acceptance/Implementation

• Deployed units begin using renewable resources for mission sustainment and self- suciency

• Development of training/partnerships with other world militaries based on sustainabilityprinciples

• Army installations continue development of sustainable land use, infrastructure andenergy use

• Sustainability training begins integration into its Warrior and leader training with establishedevaluation criteria

• Integration of public involvement training of all occupation specialties in the Army• Army recruiting and retention use sustainability principles as a marketing issue to potential

and current Soldiers• Army contracting changes procurement specications, which in turn develops new

industry standards

• Sustainability is incorporated into Army acquisition process and regulations• Army uses business improvement techniques to build pilot programs of best practices

to lower costs and reduce impacts

Level 2. Approval/Acceptance/Implementation

• Senior Leader commitment• Sustainability Policy Leads designated• Integration of Sustainability with Army strategic documents• Building sustainability awareness across the Army• Sustainability training under development• Performance measures, data sources, and collection methods dened

Level 1. Sustainability Foundation/Planning

Focus

on Current

Eort}













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sciously competent” – we havebecome so skilled in sustainablepractices that they simply becomesecond nature.

One o the frst steps in the journeyfrom Level 1 to Level 4, is sustain-ability training. In “The Sustain-ability Advantage,” Bob Willard, aformer IBM executive turned sus-

tainability consultant, recommendsthat in order to oster that kind oculture, the organization shouldcommit to long-term sustainabilitytraining and education that urtherclarifes the organization’s vision.The Army has several unofcial“Sustainability 101-501 courses”that could be made available to awider audience, as well as incorpo-rated into other Army training anddoctrine. As the Army is reviewingand revamping its curriculum tobuild the Pentathlete, sustainabilityshould be an essential component

in new training courses. In addi-tion, the Army needs to fnd waysto build a critical mass o person-nel skilled in the tools that willmake us more sustainable, such aslie-cycle costing, master planning,public involvement and sustainabledesign.

Even more important than devel-oping the “know-how,” the Armyneeds to have leaders who set acompelling vision or sustainability.In Built to Last, Collins and Porrasdescribe successul corporations asones who set “Big Hairy Audacious

Goals” or BHAGs. Sustainability isa BHAG and the goals set forth inthe Army Strategy or the Environ-ment are intentionally big in orderto communicate a vision o theuture Army we wish to create.

Leaders who can communicateand demonstrate a compellingvision oster environments inwhich employees connect to thatvision and commit to their role inachieving the vision. Accordingto Willard, “Commitment is verydierent rom ‘compliance.’ Com-mitment engages the energy andcreativity o people’s hearts, mindsand hands, while compliance onlyengages their hands.”

Communicating a vision o sustain-ability can sometimes be a chal-lenge. Complex concepts otenmust be connected to concreteitems or actions or people to trulycomprehend and to connect tothe way ahead. One mechanismthat can help paint a visual pictureand help build awareness o theconnection o Army activities tolarger systems is the concept othe ecological footprint – or per-

haps more appropriate, the Army’s“bootprint.”

The Bootprint

The Army’s commitment to sus-

tainability has grown out of the

recognition that society is leaving

a deeper and deeper ecological

footprint on the earth … a foot-

print that, unaddressed, will affect

the Army’s mission, at home, and

around the world.

– Army Sustainability Video

The ecological ootprint has been amechanism long used by sustain-

ability planners and educators tobuild a more complete picture othe impact that human activitieshave on nature. Put very simply,an ecological ootprint takes intoaccount all the resources people

consume and the waste that theygenerate and calculates how manyacres o land those activities con-sume. Since we oten haul waste“away” and resources used to pro-duce and transport things we usedaily – like food and energy – cancome rom ar away locations, ourtrue impact on nature is ar biggerthan our immediate living area.

An ecological ootprint can moreclosely show the “true” impact ofour activities. Footprints can be cal-culated on a variety of scales – forexample, nations, regions, cities,installations, specifc operations,units and individuals.

All the activities on an installationhave an impact on our mission,environment and community.

The bootprint concept has beenused in conjunction with installa-tion sustainability planning. WhenFort Benning, Ga., held sustainabil-ity goal-setting sessions with keymembers o the local community, it

developed a fact sheet on its “bootprint,” listing facts and gures ofaspects of its operations – such aspopulation, number o vehicles,and total land holdings – thatshape the environment.

In 2003, the Army EnvironmentalPolicy Institute (AEPI) conducted apilot project designed to calculatethe ootprint o two Army instal-lations. The study, conducted inpartnership with Natural Strate-gies, a sustainability consultingfrm, and Redefning Progress, anon-governmental organization,

attempted to use data intensiveanalysis to devise a commonmetric that might be used to helpcommunicate sustainability issues,priorities and results. Looking atthe activities o the personnel andamilies living on the installationsand the activities that directlysupport military operations, theresearchers were able to calculatea ootprint that gave a more com-plete picture o areas o ocus orreducing environmental impact.The study looked at our key areas:acilities, transportation, products

and services and ood.

A Pentathlete

(1) Is a strategic and creative

thinker.

(2) Builds leaders and teams.

(3) Is a competent ull-

spectrum warfghter or accom-

plished proessional who sup-

ports the Soldier.

(4) Is eective in managing,

leading changing large

organizations.

(5) Is skilled i n governance,

statesmanship, and diplomacy.

(6) Understands cultural

context and works eectively

across it

– Army Regulations 600-100,

Army Leadership













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Oten the people have trouble con-necting their actions to the largersustainability picture and wantassistance in learning what theycan do as individuals. Part o os-tering a sustainable ethic is helpingpeople to adopt practices wherethey live and work. A number o“footprint calculators” – most nota-bly myootprint.org by RedefningProgress (although there are manyother versions) – are availableonline and are easily used by indi-viduals. They walk users througha series o questions aboutthe types o ood they eat,energy they use, homesthey own and cars theydrive in order to calculatethe number o global acresthe individual user con-sumes. The output alsogives the user the numberof “Earths” that would beneeded i everyone on theplanet consumed the samenumber o resources as theuser.

These kinds o tools cangive individuals very specifc inor-mation about changes that can bemade in their liestyles that wouldsupport a more sustainable envi-ronment. It’s important to notethat this isn’t necessarily an exactscience. Some participants whohave been asked to calculate theirootprint or specifc Army sustain-ability workshops mentioned that

they had to guess at some o theinputs, which could have alteredtheir scores. Others elt rustra-tion that reducing their ootprintby any measurable amount wouldrequire huge liestyle changes andsacrifces that they weren’t ready to

make – “I’ll have to give up my carand go vegan just to get a slightreduction in total acres!”

Individual ootprint calculators andinstallation ootprint analysis arethus best approached as learningand awareness tools that help usidentiy areas or change. Theycan give quite a bit o inormation

about where we have opportunitiesto make dierent choices that willmove us closer to sustainability.I nothing else, they start us down

the path to thinking about the prac-tices we can change and pinpointareas or which we need more dataand more learning, so we can con-tinue to fnd new solutions in theuture.

Ways to Reduce the Bootprint

In the study conducted by AEPI,it was ound that the biggest con-

tributor to the ecological ootprinto the installations studied wasenergy use. The energy portiono the ootprint was calculated bydetermining the amount o landneeded to absorb carbon dioxide

due to energy use. In both cases,energy was more than 70% o thetotal ootprint.

Some o the energy use could beoset by reducing ossil uel useand more investment in alterna-tive energy. However, some simplepractices, such as turning o lightsand computers when not in use,

can have immediate, meaning-ul impact. In December 2005, theOfce o the Assistant Secretaryo the Army or Installations and

Environment issued interim policyguidance or energy conservation.The policy memo requires mostgeneral purpose ofce equipment –to include computers – to be turnedo at the end o every businessday. Computers are only allowed toremain on i the computer is capa-ble o, confgured, and enabledor energy saving eatures such

as standby or low energy usagemodes, which are activated ater 30minutes o inactivity.

Energy is an area where conserva-tion eorts can reap great cost sav-ings. In a recent Army News article,

Don Juhasz, ACSIM’s utilities andenergy team chief said, “The Armyis one o the government’s largestutility customers, spending nearly$1 billion annually on those costs.Just a 10 percent decrease in utilityconsumption would lower the gov-ernment’s expenditures more than$100 million a year.”

During 2007 the Army will roll outa strategic action plan that willset orth initiatives in a number oareas designed to move the Army

closer to its sustain-ability goals. However,there are many thingsthat garrison com-manders can do nowto oster a sustainabil-ity ethic and generatemore sustainable prac-tices. The ollowing isjust a short list o a ewideas:

• Build awareness.Become familiar withthe Army Strategyor the Environmentand its goals and help

educate your team. The Army sus-tainability Web site – www.sustain-ability.army.mil – has best practicesrom installations, as well as anaward-winning video that can beviewed – and ordered – from theWeb site.

• Make sustainability part of theplan. The Army sustainabilityWeb site also contains a guideor installations that want to startsustainability planning with theircommunities. At least 13 installa-tions are now involved in 25-yeargoal-setting exercises with their













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communities and more are start-ing the process. In addition, reviewyour current plans, policies andprograms through a sustainabilitylens. How do they each supportmission, environment and commu-nity? What is your plan or energyconservation? How well are youputting green procurement policiesin place?

• Make everyone part of the effort.Demonstrate commitment andencourage creativity by fndingways to connect everyone to thelarger eort. In addition to holdingpeople responsible or meetingsustainability goals, reward andoster an atmosphere that sparksthe generation o new solutions.One way may be to hold a “What’sYour Bootprint?” competition forthe person who can show theyhave the smallest “bootprint”using a ootprint calculator, or or

the person with the best bootprint-reducing idea.

Conclusion

At the core o all we do as an Armyis the realization that no battle isever won without “boots on theground.” Considering our bootprint– the impact we have on air, land,water and energy resources – in allo our activities, ensures that weretain options or the uture andprovide our uture Soldiers withthe resources they will need tocomplete their mission.

As the Army continues its journeytoward sustainability, much stillneeds to be done to oster a sus-tainability ethic. A greater aware-ness o the benefts o sustainabil-ity needs to be embraced amongstall leaders, better training has to

be in place, and we need moretools that make complex conceptsconcrete and actionable. The bestideas – the solutions that will takeus further – will not come aboutbecause they are dictated rom thetop – but because we have createda culture where innovation thrivesand where every member o theArmy team is connected to the sus-

tainability vision.

At one point in the Army sustain-ability video, a Soldier is shownwalking across a sandy beach. Aseach bootprint makes its mark inthe sand, it disappears, to symbol-ize the endstate we aretrying to reach– where ouractions as anArmy leave notrace.

When the

video wasshown in arecent Armysustainability workshop, oneinstructor said, “Wait, I think you’reselling yourselves a little shorthere. Your goal isn’t just to reducethe bootprint, but to turn it intosomething that leaves a positivemark.” That concept has beenadvocated by many sustainabilityexperts – that beyond just reducingour negative impacts on the envi-ronment, we should look to howour activities can have restorative,

regenerating eects.

Thus, our bootprint can be seen asthe imprint we leave or uture gen-erations. Not simply the changeswe make to reduce our eects onthe environment, but the decisionswe make and the activities we

engage in to build a better Army.The Soldiers and Army Familieswe support. The communities wehelp improve. The teachings andexamples we pass on to the nextset o leaders.

So … what’s your bootprint?

Karen J. Baker is senior ellow with the

U.S. Army Environmental Policy Institute,

Arlington, Va. Ms. Baker also is chair o

the Army Public Involvement Commit-

tee, a group o practitioners who develop

tools and policy to help the Army engage

its stakeholders in its decision-making

processes, and the vice chair or Sustain-

ability or the Society o American Military

Engineers’ Environ-

mental Committee.

She holds a Master

o Science degree in

environmental sci-

ences and policy rom

Johns Hopkins Univer-

sity and a bachelor’s

degree in marketing

rom the Universityo Maryland. She has

received advanced

training in health risk

communication and is a graduate o the

Public Aairs Ocer Qualication Course

at the Deense Inormation School.

(By the time o publication, Ms. Baker will

have transitioned to a new position as

the Chie, Planning and Strategy Division,

within the Strategy and Integration Direc-

torate o Headquarters, U.S. Army Corps

o Engineers.)

The views expressed by the author

do not reect the ofcial policy orposition o the Department o theArmy, Department o Deense orthe U.S. Government.

The author wishes to acknowledgeand thank the members o AEPI’sstrategic policy team – Troy Mead-

ows and Karen Lett of Battelle, andTad McCall of Plexus Scientic – forresearch analysis, concept devel-opment and graphic support thatcontributed to this article.

Reerences

• Raymond J. Fatz, as quoted by Baker,K.. (Spring 2004). Army AnnouncesComprehensive Strategy For The

Environment. Environmental Update.

• U.S. Army (2004, October 1). TheArmy Strategy or the Environment:Sustain the Mission, Secure the Future.www.asaie.army.mil/Public/ESOH/doc/ ArmyEnvStrategy.pd

• U.S. Army. (2007: March 8). ArmyRegulation 600-100: Army Leadership.http://www.army.mil/usapa/epubs/pd/ r600_100.pd

• Altomare, M. (2006:October).Presentation at U.S. Army Sustainabilityand Beyond Workshop. U.S. Army WarCollege, Carlisle Barracks, PA.

• Collins, J. and Porras, J. Built to Last:Successul Habits o Visionary Companies:

Quoted by Willard, B. (2002) TheSustainability Advantage: Seven BusinessCase Benets o a Triple Bottom Line.Conscientious Commerce. p.5

• Willard, Bob. The SustainabilityAdvantage

U.S. Army. Fort Benning Boot Print.(2005: May). http://www.sustainability.army.mil/resources/libdocs_activity/ort_benning/bootprint.pd

• Natural Strategies & RedeningProgress . (2003:August). The EcologicalFootprints o Forts Campbell, McPhersonand Gillem. Unpublished report or theArmy Environmental Policy Institute.

• Ofce of the Assistant Secretary of theArmy or Installations and Environment

(2005: December 27) Interim EnergyPolicy.

• Leipold, J.D. Energy AwarenessMonth Promotes Wiser Use o LimitedResources. Army News. October 2006.

• Army Sustainability Web site www.sustainability.army.mil













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Supporting Soldiers and Families at Home



Fort Riley, Kan., became “Home o the

Big Red One” when Soldiers o the 1st

Inantry Division returned rom Ger-

many in 2006. Fort Riley is dedicated to

giving Soldiers the training and support

needed to perorm their missions, and

to ensuring Families enjoy the comorts

o home and quality service. (U.S. Army

Accessions Command photo)













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