Accession Number:

ADA561639

Title:

Installation Management Command - Flattening or Flat-lining?

Descriptive Note:

Strategy Research Project

Corporate Author:

ARMY WAR COLL CARLISLE BARRACKS PA

Personal Author(s):

• Groat, Linda M.

Report Date:

2012-03-22

Pagination or Media Count:

38.0

Abstract:

In 2002, the Secretary of the Army initiated the centralization of installation management, realigning base operations support missions from various Army commands under one organization, the Installation Management Agency IMA. The intent of this centralization was to improve and standardize operations and delivery of services to Army installation personnel and organizations. IMA has since transformed into the Installation Management Command IMCOM and is now the United States Army s single largest organization employing over 73,200 personnel. IMCOM, through its regions and garrisons, has developed common levels of support, streamlined processescreated efficiencies, upgraded facilities, and improved overall service to its customers. However, internal hierarchical structural shifts and changes in management roles and responsibilities are creating a span-of-control too large for leadership to provide effective oversight, resulting in the degradation of IMCOM s programs and processes. Therefore, this paper will review the history of IMCOM and decision points that turned it into an unmanageable flat organization, as well as provide solution sets to re-establish control, re-energize capabilities, and generate additional efficiencies.

Descriptors:

• *ARMY FACILITIES
• *INSTALLATION
• *MANAGEMENT
• ARMY PERSONNEL
• COMMAND AND CONTROL SYSTEMS
• DECISION MAKING
• HIERARCHIES

Subject Categories:

• Administration and Management
• Logistics, Military Facilities and Supplies

Distribution Statement:

APPROVED FOR PUBLIC RELEASE