Master plan: Leaders outline progress of key initiatives
August 20, 2009
FORT JACKSON, S.C. -- Five months after Fort Jackson leadership introduced the installation's campaign plan, senior leaders touted the plan's progress during an offsite meeting at the Columbia Museum of Art last week.
Brig. Gen Bradley May, Fort Jackson commanding general, said the plan has already made its mark on all aspects of business on Fort Jackson.
"We see the campaign plan really driving our daily operations," May said.
Col. Jeffrey Sanderson, Fort Jackson chief of staff, who briefed those in attendance on the progress made on the plan's initiatives, said he was pleased with the developments in recent months to achieve the campaign plan's objectives.
"Overall, we have made tremendous progress with all aspects of our campaign plan," Sanderson said. "We are confident we identified the correct campaign objectives, or targets, that we can then devote mental energy and resources against."
The campaign plan follows three lines of operation -- training, quality of life and support and sustainability. A total of 10 campaign objectives and 49 major objectives fall under the lines of operation, as outlined in the plan's strategy map.
"We have made significant progress all across our strategy map," Sanderson said.
He pointed out that one area that has seen significant progress is the development of new housing on post. Sanderson predicted that the improved housing situation will change the dynamics of Fort Jackson from a commuter installation to an installation with a larger number of on-post residents.
Another area that has seen significant progress is the campaign objective "mitigation of persistent conflict" (7.0 on the strategy map).
"We have made several great strides in this area, as we think it critical to provide for the health and welfare of our Soldiers," Sanderson said.
Some of the key initiatives in that area are Soldier and drill sergeant resiliency programs, the suicide prevention board and Battlemind training.
Sanderson also expressed pride in the progress made along the support and sustainability line of operation.
"A great deal of collaboration and teamwork has developed in this area between various agencies on post, and we are beginning to see many tangible benefits," he said.
Sanderson said the campaign plan has provided the installation's leaders a valuable self-assessment tool.
"The campaign plan has been instrumental in allowing us to 'see ourselves' and make some significant long-term business decisions," he said. "Overall, we are making great progress, and I am very proud of the teamwork and cooperation we have among all our leaders and agencies across the installation.
Both May and Sanderson pointed out that the next step will be to establish the metrics to measure the effect of the plan's initiatives.
"We still have a way to go. It's always a work in progress," May said. "We have to get to the point where we are measuring the objectives."