REDSTONE ARSENAL, Ala. -- While the Shape the Fight initiative reorganized staff sections and refocused mission requirements, for one Army Materiel Command organization, the initiative represented a new beginning.

Prior to Shape the Fight, AMC's Operations (G-3) and Logistics (G-4) were one staff section. Now, both are stand-alone organizations laser focused on separate parts of a growing AMC mission and supporting each other throughout the worldwide enterprise.

"Splitting the G-4 out from the G-3 had a twofold effect," said Mark Morrison, AMC's deputy chief of staff G-4. "It reduced the span and control, and areas of focus in the G-3, enabling them to better focus on their core mission requirements. It also provided the opportunity to better align divisions and branches within both the G-3 and G-4 to enhance mission success."

The G-4's staff of 33 employees provide management and oversight to ensure AMC installations, facilities and infrastructure are postured to enable a flexible Industrial Base capable of supporting present and future Army modernization and readiness requirements.

Among G-4 responsibilities is the synchronization of the facilities infrastructure at AMC's depots, arsenals, plants and terminals; the risk management of critical infrastructure; execution of AMC mission operations in an environmentally sound and sustainable manner; safe, secure and reliable storage, use and transport of chemical weapons, chemical research, development, test and engineering agents and classified non-traditional agents; certification and oversight of the Assembled Chemical Weapons Alternatives disposal operations; and the AMC Command Supply Discipline and Property Accountability program.

While many divisions and branches within the former G-3/4 were clearly designated during Shape the Fight as either Operations or Logistics-focused, some were not so easily assigned to a specific organization. Ultimately, the Industrial Base Capabilities division was aligned under the Supply Chain Integration Directorate within G-3, while the Command Supply Discipline division in the Mission Support Directorate was aligned to G-4.

Additionally, some G-4 tasks were adopted from other AMC staff sections. For example, the office of the Headquarters Commandant, previously under the oversight of the Chief of Staff's office, was aligned under the Facilities Division within G-4.

"Another change through Shape the Fight was the addition of a new G-4 mission to manage our Organic Industrial Base major equipment," Morrison said. "We are instituting a program or process where we will account for and manage equipment like we manage our facilities, from a life cycle perspective."

Now that G-4 is in place, additional changes are taking place that will further shape its logistics mission. The recent addition of the medical logistics mission and the anticipated upcoming realignment of installation management under AMC will expand G-4 responsibilities. The staff section is also providing support to AMC Commander Gen. Gus Perna as he takes on a new role as co-chairman of the Program Evaluation Group for the Army's 152 worldwide installations and for the Sustainment Program Executive Group.

"These changes have caused G-4 to take a much larger Army view instead of the more focused AMC internal view that we had before Shape the Fight," Morrison said. "To adapt to these changes, the Ready Army Civilian initiative will be key to ensuring our employees are equipped to manage the new challenges of the G-4."

With the increased workload and mission requirements for G-4 employees, Morrison views the reorganization as an opportunity to better define what the organization does and what it needs to do to support Army readiness.

As Shape the Fight created opportunities for the organization, so, too, does the Ready Army Civilian initiative create opportunities for employees.

"My expectations are to have G-4 employees performing the right work every day," Morrison said. "I want them to know their responsibilities, how their responsibilities link to the accomplishment of our mission in support of the Army priorities and readiness. I want them to take initiative, be accountable for their work and performance, to realize that they can and must make a difference."

A Ready Army Civilian is, first, an employee who has the capability to meet their current responsibilities, Morrison said. Secondly, they are employees who seek to improve themselves and who take on challenges that stretch their capabilities.

"They must continue to grow and develop capabilities in order to meet the future needs of our Army," Morrison said. "They need to be cross trained in more than their area of expertise. Gone are the days where we are two and three deep in an area. In many cases we are one deep. A Ready Army Civilian must be flexible, able and willing to adapt to meet our changing needs. They should want to contribute each and every day and make a difference in what they do."

The development of Ready Army Civilians, he said, will require good two-way communication between supervisors and employees.

"Supervisors will need to ensure our workforce has the proper training, education, experience and skills required to meet the ever-changing needs of our Army," Morrison said. "They must ensure we have aligned our employees to the appropriate missions based on their demonstrated skill sets."
To do that, supervisors are required to complete an assessment of each employee to identify any gaps in their qualifications and then lay out a plan to enable their employees to build the skills needed to excel as a Ready Army Civilian.

"They must coach, mentor and pass on the knowledge they have gained during their careers," Morrison said."But the responsibility from developing a Ready Army Civilian isn't all on the supervisor. Employees must want to make a difference. They must want to grow and develop their skill sets. They must be personally accountable for their work and performance. They must take a strategic look at their career and ensure they are growing the needed skills that will be required in the future."

Morrison believes Shape the Fight and Ready Army Civilian are both keys to building an organization and employees who will be able to respond successful to future challenges.

"Ready Army Civilian will help us build the workforce of tomorrow," he said. "It will develop leaders and a workforce that is better trained and equipped to meet our ever growing challenges.

"Ready Army Civilians are key to the G-4 accomplishing our mission and enabling us to meet Army priorities in support of current and, more importantly, future Army modernization and readiness requirements."
(Editor's Note: This article is the fifth in a series detailing the work of various Army Materiel Command staff sections through the Shape the Fight and Ready Army Civilian Initiatives.)