A new mission statement, strategic priorities that align with the Army Materiel Command, and mentoring employees in a positive work environment topped the agenda for the Aviation and Missile Command's town hall meeting Oct. 27.
Maj. Gen. Doug Gabram shared AMCOM's new vision and mission:
• Mission: AMCOM develops and delivers responsive aviation, missile and calibration materiel readiness to the United States Army in order to optimize joint warfighter capabilities at the point of need.
• Vision: Mission First, People Always, enabling synchronized aviation, missile and calibration materiel enterprises providing unmatched capability for the Army and the Nation.
"We must be responsive at the point of need. That's what drives us toward a sense of urgency," Gabram said. "But, how do we operationalize AMCOM? And what does that mean?"
AMCOM's logistics assistance representatives, liaison engineers, Joint Technical Data Integration system and depot maintenance are all aspects of how AMCOM will operationalize to sustain readiness at the point of need.
Gabram reviewed AMC's strategic priorities -- strategic readiness, future force and workforce (Soldier and civilian) development -- and said AMCOM's strategic priorities are strongly nested with its senior command. They are:
• Operationalize AMCOM to enable sustainable readiness at the point of need.
• Agile competencies optimized for future Army requirements.
• Sustainment integration throughout the entire life cycle of all supported programs.
• Responsible stewards of the Nation's resources; prioritizing in support of the Army.
• A unified and synchronized team of adaptive professionals.
Gabram emphasized the employee factor in the AMCOM mission and vision, saying that AMCOM's success is built on having a strong team of contributing employees.
"It's about hiring the right people and talent management," Gabram said. "Who is the next you? Who's coming in behind you? Who are you growing, coaching, mentoring to be the next you?"
He emphasized the need for all employees to complete the AMCOM Command Climate Survey.
"Let us know what you think. Let us know what we are doing well," he said.
Upon questioning from the audience, Gabram did admit that funding issues could make it more difficult for AMCOM to achieve its priorities. With the trajectory going down as the Soldier force settles at 450,000 by the end of 2018, budgets will be leaner but the right management decisions can help overcome funding issues.
"As a commander, I mitigate risk," he said. "I think the command and leadership have done a pretty good job of laying out the situation and making the right decisions at the right time."
Cost avoidance can be realized, he said, when leaders and employees use processes and decide when to change processes. "When you set goals, you amend and adjust to achieve the goals," he said. "We've got to stay relevant, adjust the process to meet the goal if needed."
AMCOM will reach its strategic priorities, exercising effective mission command through Unified Action, the operational order that realigned the Aviation and Missile Research, Development and Engineering Center as well as the Army Contracting Command-Redstone with AMCOM; and also by operationalizing organizations and redefining the end state. For employees, Gabram said, that means embracing change to remain relevant to the warfighter and being accountable.
In response to an employee question, Gabram reflected on his first nine months as AMCOM's commander, saying he has been impressed with how organizations have come together under Unified Action and how that realignment is making a difference for the warfighter.
"So, how do we build a team? That goes back to the ideas of trust, team, relationships and attitude," Gabram said. "We have to earn our future … How do we change and get better? We need an action plan; we need to counsel and communicate and give feedback. I think we all owe each other that."
In closing, he also touched on employee mental health, saying he knows there are many people who are dealing with depression and post-traumatic stress. He is concerned about suicide rates, particularly in the 18 to 24 year old age group and the 50 to 60 year old age group. It's a sad situation that he has had to deal with when leading Soldiers.
"We have to lean on each other and some of us are afraid to do that. We think it is a private matter," Gabram said. "You know the impact. Seek help. Talk to each other. Get a battle buddy."
The following employees received the Commander's Award for Civilian Service: Joshua Duncil, for accomplishments while serving as a technical advisor on issues and policy regarding logistics data management and material development; Candace Perfetti, for her leadership, knowledge, attention to detail and ability to work under pressure that led to her selection as AMCOM's Employee of the Quarter; David Swain, for providing logistical support for numerous missile command weapons systems and for developing enterprise solutions to complex logistics data management problems; and Marlon Turner, for support of the Accountable property of AMCOM Resource Management (G-8) to ensure an accurate and auditable hand receipt.
In addition, Cynthia Kelly received an Achievement Award for Civilian Service for ensuring the timely acquisition and execution of resources to sustain mission critical services in support of customers worldwide.
The following employees were recognized for length of service: 40 Years -- Perry Fulmerhouser and Vanessa Williams; 35 Years -- William Crowe, Jan Logan and Benjamin Myers; 30 Years -- Jimmy Griggs, Aaron Holmes, Arlean Thomas and Leafus Thomas.
In addition, Gabram presented Barbie Baugh and Bruce Cline, both of AMCOM Protocol, with four-star notes from Gen. Gus Perna, AMC's commanding general, in appreciation for their support of the recent AMC change of command.
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