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(Photo Credit: U.S. Army) VIEW ORIGINAL

ROCK ISLAND ARSENAL, Ill. — People, Ammunition Strategy, Organic Industrial Base Modernization, and Strategic Divestiture were the topics of the Joint Munitions Command's quarterly update with the Commander of the U.S. Army Materiel Command, Gen. Edward Daly on November 19th. The JMC Commander, Col. Gavin Gardner, led the brief and highlighted JMC’s approach to providing munitions readiness through an ammunition strategy driving towards a 21st century OIB. He shared how JMC’s strategic initiatives, nested with Army and AMC priorities, will create a transformational OIB, able to sustain readiness, drive modernization efforts, and prepare for and execute large-scale combat operations.

Project Inclusion was the first topic of discussion, as JMC acknowledged that transformation must first start with people and the organization’s culture.  “While diversity and inclusion are already strengths of JMC, we continue to make people the number one priority, and continue to invest in and manage workforce talent, value individuals, and develop Civilians in order to optimize organizational performance” said Stoney Ross, JMC’s Equal Employment Opportunity Officer.

Gardner presented a Project Inclusion Campaign Plan focused on leadership awareness and commitment, education and training, and transformational talent management. “A diverse workforce is not just about race or gender, but also about diversity of thought, the way people process and analyze data,” said Gardner.

“One of the key enablers to this campaign plan is the Project Inclusion Communication Strategy. This involves senior leader updates to the workforce via virtual town halls, live leadership updates via MS Teams and video messaging,” he said. “We have been creative in finding ways to increase communication and employee engagement while a majority of the workforce is teleworking due to COVID-19.”

Additionally, senior leaders from across the JMC enterprise have facilitated approximately 300 listening sessions to gain employee trust by focusing on and addressing issues brought forward. Gen. Daly commended JMC for their efforts. “Diversity is essential and critical to our organization (Army). It is empirically proven that the more diverse the organization, the better it performs,” said Gen. Daly.  “Employee perspectives are important, and we want unique perspectives at the table.”

Kara Stetson, director of the Commander’s Initiatives Group, briefed JMC’s ammunition strategy, which is focused on JMC’s core mission requirements of production, distribution, storage, and demilitarization, closely nested and synchronized with OIB facilities modernization. She highlighted the key initiatives that drive JMC to these effects, which are: materiel readiness, surge and sustain, modernization and strategic divestiture.

“This strategy is operationalized through multiple efforts and battle rhythm events that allow us to see ourselves, enabling readiness from the SSA to the tactical points of contact.” Stetson said, adding that, “collaboration and synchronization with key stakeholders across the enterprise is essential.”

Corey Hotle, director of the Government-Owned, Contractor-Operated Directorate, laid out JMC’s strategic approach to OIB facilities modernization via a long-term capital investment strategy. “It’s important we identify the span of requirements and direct investments against identified priorities to modernize processes, people and infrastructure in support of Army materiel readiness,” said Hotle.

Gen. Daly advised JMC to “identify focused investments to support prioritization that will yield effects over time … Build it over the next 15 years and feel the effects for the next 80,” he said.

OIB transformation also includes smart and strategic divestiture. Kelso Horne, Chemical Materials Activity director, discussed plans for a smooth strategic transition of closure at Pueblo Chemical Depot and Blue Grass Chemical Activity.  Horne emphasized that these transitions will be people focused, and stated, “the impacts that closures have on our people are not lost on us. We are working a people strategy to ensure our workforce is taken care of.”

Hotle briefed the ongoing strategic divestiture at Milan Army Ammunition Plant.

“JMC continues to set the condition for a safe, timely and cost-effective divestiture of the Milan AAP [Army Ammunition Plant],” Hotle said. “We continue to synchronize and integrate our collective efforts within DA [Department of the Army], AMC, JMC and USACE [U.S. Army Corps of Engineers]. We have forged a formidable team that understands the program expectations and is setting conditions for a timely divestiture.”

Gen. Daly was pleased with the update and directed that JMC keep their focus on people, readiness and modernization. When it comes to people, “we will be measured by the results we demonstrate, not the rhetoric,” he said.  As the update concluded, he thanked JMC employees for the great work they are doing and said “JMC is headed in the right direction.”