Photo By Scott Sturkol | Fort McCoy Garrison Commander Col. Stephen Messenger thanks members of the Fort McCoy...... read more read more
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BY COL. STEPHEN T. MESSENGER
Commander, Fort McCoy Garrison
Overall, after one year and 90 days in command, I can honestly assess the work ethic and professionalism of U.S. Army Garrison-Fort McCoy is among the very best of organizations I have worked with in my career.
We possess a talented and diverse workforce from across the Department of Defense (DOD) who display the utmost teamwork and dedication to the mission.
They have performed exceptionally in fully restoring our mobilization barracks, transitioning to privatized housing, executing a successful fiscal year 2023 exercise season, understanding civilian hiring practices, acing inspections, driving construction projects, managing money, providing administrative support, protecting our people, and so much more.
Opportunities
We seek to continue our track record of winning while strengthening a culture of leader development, increasing four-season training capability, and managing Sustainment, Restoration, and Modernization monies; all while focusing on our most important resource —people — by recruiting, hiring, developing, and recognizing our workforce.
Operational Approach
The Fort McCoy staff and I gathered on Sept. 7 to conduct an Army Design Methodology session to collectively understand our current environment, visualize adesired end state on Sept. 30, 2024, and develop effective ways of bringing that future about to develop OUR 2023-2024 Operational Approach.
The major areas of emphasis for the next year revolve around four Lines of Effort (LOE) and our four no-fail missions.
— LOE 1.0: To Provide Soldier and Family Services — During the coming year we will take care of our warfighters and workforce, support families, and develop leaders.
Decisive points along this line of effort are to implement a leadership development program; implement a holistic health and wellness plan; develop a civilian personnel concept plan; enhance our morale, welfare, and recreation programs and facilities; design a “one-stop shop” Soldier and Department of Army Civilian Processing Center; integrate medical capabilities; achieve 100 percent position fill, streamline hiring practices; and celebrate the 50th anniversary of the post being named Fort McCoy.
— LOE 2.0: To Manage the Army’s Infrastructure — Although the installation’s infrastructure is aging, our goal is to improve the processes, facilities, and infrastructure to support training and deploy Soldiers to fight and win our nation’s wars while taking care of our people.
Decisive points are to design and fund a multipurpose training facility; develop an airfield area development plan; execute our water and energy plan; pursue military construction – top five projects; sustain existing infrastructure through sustainment, restoration, and modernization funding; and set conditions to station a Mission Training Complex at Fort McCoy.
— LOE 3.0: To Support Warfighter Readiness and Deployability — Our team’s efforts last year have paid huge dividends, culminating with the return to service of the 200-plus barracks and buildings used to house Afghan guests during Operation Allies Welcome. We will continue to move these efforts forward during the coming year.
Decisive points are to develop an information technology modernization plan and operationalize data; conduct a successful full-scale exercise; implement a Garrison Common Operating Picture (COP); and conduct a successful fiscal year 2024 exercise season.
— LOE 4.0: To Conduct Strategic Communications — Our high-visibility mission is critical to Fort McCoy’s stakeholders. We must build and maintain effective strategic communications to tell our story in support of Soldiers, civilians, family members, communities, and the nation.
All decisive points are included within this line of effort to ensure we deliver high-quality content to audiences, as well as inform and educate the workforce.
Challenges
This garrison faces two pivotal challenges this coming year.
— Attract, Develop, Value, and Retain a Professional Workforce — We must continue to recruit local talent, shorten hiring timelines, retain our exceptional employees, and achieve 100 percent fill rate.
If we get this right, all other pieces will fall in place.
— Efficiently and Effectively Communicating with our Stakeholders — Our local and regional communities are incredibly supportive of our efforts to continually make Fort McCoy better each year. We’ll continue to provide the “right message,” to the “right audience,” for the “right effects,” and we are working to enhance targeted communication messaging.
Overall, this veteran team of talented individuals continues to perform at an exceptionally high level, and our hard work will result in the realization of our desired end state by Sept. 30, 2024.
We are postured well moving into the future.
We are Installation Management Command (IMCOM), one of 80 Army garrisons that provide exceptional support to Soldiers, Families, and Civilians.
I am incredibly proud of you — keep leading!
| Date Taken: | 10.27.2023 |
| Date Posted: | 10.27.2023 13:36 |
| Story ID: | 456685 |
| Location: | FORT MCCOY, WISCONSIN, US |
| Web Views: | 364 |
| Downloads: | 0 |
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