FORT BENNING, Ga. — A group of visitors recently arrived at Fort Benning with the message: we're from the government and here to help. And they did. The help took the form of a traveling Army G-1 and Installation Management Command team of personnel and process subject matter experts and leaders, tasked with creating a seamless Soldier experience for permanent change of station in- and out-processing that is Soldier-empowered, commander-led, data-fed and outcome-tracked.
Benning basics
As a key training installation for about 30% percent of all Soldiers, Fort Benning is uniquely positioned to provide insights on Soldier processes. The installation serves as an introduction to the Army for the majority of the training population, said Sgt. Maj. Paul J. Smith, traveling team member and IPPS-A Senior Enlisted Leader.
“Getting firsthand knowledge on the pain points here will help us better understand what is and is not working,” he said. “The information we receive will ensure our most valuable resources — our Soldiers — are given the proper care they deserve right from the beginning of their administrative journey.”
Feedback is fuel
The team was charged with assessing six in- and out-processing focus areas: finance, medical, housing, childcare, spouse employment and schools. The team’s feedback collection mission stretched across multiple installation services and functions to gain a holistic picture of Soldier needs and processes. Army G-1 placed special emphasis on the Integrated Personnel and Pay System – Army, IPPS-A, the Army’s streamlined human resources system that consolidates 44 legacy human resources systems into a single, web-based platform.
“The goal for the ‘Team of Teams’ we brought from Army G-1 and IMCOM is to gain insights on how Fort Benning supports its Soldiers and their Families, looking at everything from the time Soldiers receive an assignment to depart the installation to when they arrive and are settled at the next installation,” said Col. Rebekah Lust, Army G-1, IPPS-A Functional Management Division director, who lead the effort for the visiting team.
“Feedback is the only way we know if we are getting things right,” Smith agreed.
As a one-of-a-kind system, IPPS-A offers many avenues for feedback, he said. “Every Soldier uses [IPPS-A] in one way or another. Whether it is as an HR [professional], a leader, or a self-service user, everyone must get into the system,” he said. Learning what the Army can improve upon helps provide Soldiers maximum time to accomplish the mission without being bogged down with confusing or clunky systems, he said.
In the beginning
A key source of feedback for the visitors came from Fort Benning’s 30th Adjutant General Reception Battalion, the first step for all arriving civilians traveling the path to becoming Soldiers. The 30th AG strives to be efficient in the processing of trainees, said Lt. Col. Mercedes Skidmore, 30th Adjutant General Reception Battalion commander.
Since all reception battalions function differently, Skidmore and her team are exploring potential areas of enhancement like data-automation to support in-processing procedures. “For example,” she said, “using a data repository that can auto-fill information in corresponding or related personnel system fields, leading to true integration, efficiency and an increase in data entry accuracy.” Such a repository would significantly advance the human resource experience for new servicemembers, she said.
Warm reception center
Activated June 5, 2025, Fort Benning’s Installation Reception Center — staffed by one of only 13 reception companies across the Army — was a significant step forward in streamlining in-processing for arriving Soldiers. The center enhances warfighter readiness by rapidly connecting inbound Soldiers and their families with essential installation resources, while also providing dedicated support for a smooth transition into their new roles.
“Often it seems that permanent party Soldiers at training installations are rushed though in-processing, because they are needed immediately to complete their mission,” Lust said. “The effort at Fort Benning shows that a short, consolidated window — like that provided by the reception center — is key to providing ready Soldiers and Families to support the training base mission. Taking the time upfront to ensure each of the six Soldier experience focus areas, as applicable, are complete before work requirements start sets the Family, Soldier and unit up for success.”
“One of the most stressful times for a Soldier is during unit in- and out-processing,” Smith added. “Bringing back reception companies shows that Army senior leaders have the best interests of the Soldiers in mind. A more guided approach to onboarding a Soldier will provide them the resources they need to ensure they have a healthy transition to their unit.”
Moving forward
While the team was able to gather ample feedback from Fort Benning, it has more locations to visit, including Forts Drum, Hood and Campbell and Joint Base Langley-Eustis. Their goal: to enable the Army’s effort to create a seamless Soldier experience for permanent change of station in- and out-processing.
“The lessons we can learn from these trips are plentiful,” Smith said. “We intend to find out what regulations and policies are blocking leaders on the ground. [This feedback] will help identify potential changes for the IPPS-A system and help us determine how to empower leaders, while also cutting down unnecessary time and paperwork caused by the in- and out-processing of the past.”
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