1. U.S. Army Installation Management Agency
“The IMA Perspective”
25 OCTOBER 2004
Presented by:
Major General Ronald L. Johnson
Director, IMA
Our Mission - provide equitable, effective and efficient management of Army installations worldwide to support mission readiness and execution, enable the well-being of Soldiers, civilians and family members, improve the Army’s aging infrastructure and preserve our environment.
Leading Change for Installation Excellence
LTC Paul Mason/ DAIM-MD/
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181430(R) Oct 2004

2. $ ~ MANAGEMENT STRATEGY Efficiencies Divestiture Services funded
* Today’s Projected Requirement
STANDARD GARRISON
ORGANIZATION (SGO)
ACTIVITY BASED COSTING
PERFORMANCE IMPROVEMENT REVIEW
PERFORMANCE MANAGEMENT REVIEW
BUSINESS PROCESS REDESIGN
Efficiencies
PUBLIC/PRIVATE VENTURES
OUTLEASING
Projected Requirement w/efficiencies
Divestiture
FOOTPRINT REDUCTION
ELIMINATE SERVICE SUPPORT PROGRAMS
Reduce the Gap $
Services funded
using CLS decision support tool
Funded ~
FISCAL YEAR
* HQDA Army Baseline Standards set requirement
LTC Paul Mason/ DAIM-MD/
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181430(R) Oct 2004

3. ISSUED TO THE FIELD IN FY03
COMMON STANDARDS
ISSUED TO THE FIELD IN FY03
INFRASTRUCTURE:
INSTALLATION DESIGN STANDARDS (IDS)
- VCSA approved April 2003
- IMA implements through Installation Design Guides (IDG) as key component of master plans
SERVICES:
ISR SERVICES STANDARD
- VCSA approved August 2003
- IMA implements through Common Levels Of Support (CLS) to distribute limited resources equitably
IMA recognizes its vital support role in the mobilization/deployment arena.  During recent mobilizations/deployments this HQ and our Region Directors have been fully engaged in assisting garrison commanders, Senior Mission Commanders and other agencies to ensure mission accomplishment. Believe that IMA has these tasks in support of power projection:
Situational awareness -- knowing what is happening in each Region’s AOR.
 Installation support -- ICW Region Offices, identifying and supporting the primary concerns and issues of mission commanders and other tenants.
Soldier and family well-being -- sustaining quality of life, providing family assistance, and supporting morale, welfare and recreation
Resource requirements -- evaluating and mitigating impact of mobilization and deployment on BASOPs mission.
Establishing credibility -- creating a concerned, visible presence and understanding that IMA is interested and involved
Training and mentoring -- helping the Region Offices and installations in support of mobilization and deployment efforts.
- Even before our 1 Oct 02 activation we had gathered Region Operations functionals to lay out how we would support the war fighter when the need arose. We worked on “organizing for battle”, through writing Initial Operating Instructions, recommending Mission Statements and Mission Task Lists, sending out interim guidance on planning and reporting procedure. We also started the process for obtaining appropriate communication capabililties to ensure we would have the same situational awareness as our supported commanders.
- We began building the working relationship and teamwork needed to properly support our “mobilization/deployment partners” : HQDA, FORSCOM, TRADOC, MEDCOM, MTMC, USAREUR, AMC and other Major Commands .
We continue to be active players during the execution phase of the current mission.For example, NERO was able to harness the energy of IMA, NERO and NETCOM to support our PPP commanders and alleviate what could have been significant problems. Other specific examples follow:

4. COMMON LEVELS OF SUPPORT IMPLEMENTATION
INTENT OF CLS
METHOD FOR ENSURING THE DELIVERY OF HIGH QUALITY BASE OPERATIONS SUPPORT SERVICES WITHIN THE FUNDS AVAILABLE TO THE ARMY YIELDING:
- Consistency and predictability in service delivery across Army installations worldwide
- Equitable funding distribution to Army garrisons
- Visibility of affordable and non-affordable support programs
- Performance metrics for each service support program to consistently measure every garrison

5. COMMON LEVELS OF SUPPORT DEVELOPMENT 54 BASE OPERATIONS SUPPORT SERVICES

6. COMMON LEVELS OF SUPPORT RESULTS
54 SERVICES
373 SERVICE SUPPORT PROGRAMS (SSPs)
246 SSPs IDENTIFIED AS MUST FUND
127 DISCRETIONARY SSPs SCORED & PRIORITIZED
Method
CLS provides the detail to articulate funding shortfalls

7. COMMON LEVELS OF SUPPORT RESULTS FUNDING DETAILS
54 SERVICES
373 SERVICE SUPPORT PROGRAMS (SSPs)
Total Requirement * = $3.7 B
PRESBUD Funding = $2.6 B
246 MUST Fund SSPs = $3.0 B
Shortfall To Meet Must Funds = $ . 4 B
127 Discretionary SSPs = $ 712 M
Direct Impact to Mission SSPs (1-27) = $247 M
Indirect Impact to Mission SSPs (28-111) = $407 M
Peripheral Impact to Mission ( ) = $ 58 M
__________________________________________________
TOTAL UFR w/in CLS = $1,105 M*
without additional resources SRM continues as billpayer
* This is only a portion of Base Support Requirement for these 54 services

8. Chief of Staff, General Peter J. Schoomaker
SUMMARY
ISR III completes evaluation tool
Common Levels of Support ensures:
- Predictability
- Management to Plan
Evolution of the Process
“SOLDIERS AND FAMILIES DESERVE THE SAME QUALITY OF LIFE AS IS AFFORDED THE SOCIETY THEY PLEDGE TO DEFEND”
Chief of Staff, General Peter J. Schoomaker

9. Conclusions
Continue planning for Modularity and continue to assess Future Force needs
Refine action plans for implementing Modularity, Rotation, & Reset
Validated & verified our FY05 costs (DASA-CE seal of approval)
Continue to adjust programs as Re-stationing/BRAC decisions are made to minimize impacts on Soldiers & families
Refine FY06-11 resourcing allocations to meet priority needs