AMC DRIVES ON


Tose working from home are able to have alternative work schedules, allowing flexi- bility for caregivers and parents to balance their work and home lives.


We have empowered our major subordi- nate commands to make similar decisions for their staff members, as each circum- stance is different. By nature of the production lines and facilities within the organic industrial base, much of the arti- san workforce already had been working within the recommended social distancing guidelines before the pandemic, allowing them to continue their critical operations and maintain a healthy working environ- ment. Some facilities have implemented more steps to maintain a healthy work- ing environment, such as teleworking to the maximum extent possible, adding or staggering shifts, installing Plexiglas barri- ers to work stations and issuing PPE to the workforce.


AMC continued to build Army readiness by supporting Soldier training at instal- lations during the pandemic. Installation Management Command has continuously evaluated facility capacity and imple- mented mitigation strategies to ensure there is enough room to receive train- ees and maintain adequate capacity for quarantine and isolation, as well as hold- ing capacity for Soldiers who completed training and are awaiting transportation to their units or follow-on training locations.


AMC is doing its part to support the country’s shared vision and fight against the spread of COVID-19.


64 Army AL&T Magazine Winter 2021


AN OUNCE OF PREVENTION


A Crane Army Ammunition Activity employee labels containers of hand sanitizer. Crane Army collaborated with McAlester Army Ammunition Plant to develop a hand sanitizer production line to replenish stockpiles within DOD and alleviate pressure on the commercial market for hygiene products. (Photo by Mallory Haag, Crane Army Ammunition Activity)


Army Sustainment Command, together with ACC’s Mission and Installation Contracting Command, used the Logistics Civil Augmentation Program to establish life support areas for the U.S. Army Train- ing and Doctrine Command at Fort Lee, Virginia, and Fort Benning, Georgia, in early April. Te life support areas provide overflow capacity, housing Army recruits and trainees because of COVID-19 move- ment restrictions. Typically, services include billeting, food service, showers, latrines, power generation, fresh water production, and gray and black water management. Te camps reduced the risk of the trainees being exposed to COVID- 19 before arrival at their new duty station.


Taking care of our people extends outside of the workspaces. AMC is responsible for four of the five quality-of-life priority initiatives set by the chief of staff of the


Army: housing, child care, spouse employ- ment and permanent change-of-station (PCS) moves. Despite the pandemic, we are taking steps to make sure housing is clean, safe and ready for Soldiers and families. Te Army has recently hired 107 housing management specialists and estab- lished responsive 24-hour hotlines at each installation for housing issues. AMC and the Army also worked with private hous- ing companies to improve housing. Tose companies are on track to invest up to an additional $2.8 billion for Army housing over the next five years, and these invest- ments will result in 3,800 new homes and nearly 18,000 renovations of homes at Army installations.


Outside of the home, roughly 67 percent of morale, welfare and recreation programs and services are open at full or reduced capacity, including child development


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