 I'm being inundated with questions, so I'll ask one of myself Or I'll ask one of mr. McNeese. How's how about that? Will that work Kelly? Sure, sir Okay, so when so when the CG says transformation, what does that mean to you? You know that's that is a really good question because Transformation means so many things to different people But it so you have transition when you change from one's one station to another and you know where you're going Transformation is more like an open-ended journey You know that you're going to cross the ocean But you're not sure what you're going to get when you get there or how you're going to be able to adapt when you get there So you got an idea of what you're trying to get to but you're not sure what you're gonna look like when you're there But we'll all be there together Yeah So that's kind of them back to me and so So let me let me kind of I'll tag along after after that So when you're you know, I think one of the one of the interesting things about this job for me is Is describing a future state That's always difficult for leaders But I think you know, especially if you're if you're in an organization that provides a Different set of services than what you're used to being around. I mean so I grew up in the civil affairs community So I kind of knew how to describe a future a future state for civil affairs But a readiness division delivers a certain set of services to our partners and And so it's a little bit difficult difficult to describe it But as I talked to to Colonel Lewis and Colonel Jeter this morning I'm getting starting to get my feet under me to describe what what the future looks like and And how we can transform into delivering services either better or faster or more comprehensively and So I'll give you kind of one one example of that So you've got a facility out in the Denver area The Fitzsimmons facility and it's been under I've had units in that facility as long as I've been a general officer and one reoccurring theme That's that's always brought to people's attention about that facility is the gate is everyone identifies that the gate not working well or all the time as an issue And that that one singular gate creates Physical security issues so the so the real Response to that What's going on there? It really isn't just a DPW a DPW a problem There's also aspects of that that are g3 for Which which looks at the physical security of our facilities some of it's even the g4 That Looks at how much stuff is stored in the facility and so to actually improve a Facility for our partner or our partners that are there and actually improve their readiness Requires a little bit more of a comprehensive response And so if you you know if you participate in the commander's update brief the one that we had in In May Last one we had was in May and we ended up having a discussion about well, how does a physical security deficiency get In the facility itself. How does that? How does that get brought to the attention of DPW? And I think we identified kind of a gap that is pretty easily fixed Right now. It's just you step to walk over and make make sure that DPW knows that hey the CSS ticket that's going to come in Related to the Fitz Simmons facility is is Actually one that's a priority because it was identified as a physical security Deficiency And the other thing that then flows out of that is is the things that cannot be addressed Are are then able to be articulated better as Things that the commander may need to get involved in and so You know to me transformation Sometimes isn't About a new thing or even a new Even necessarily a new process It's about ways for us to communicate better about an issue and how do we respond to it? Do we respond to it comprehensively or do we just respond to it is one individual section at a time? Responding to it and I think a critical piece of that is always letting our customer know That there is that there's indeed an issue I'm going to check here real quick. There may be a Question in chat. Okay, so This one is from Robert Thomas sir, we're eager To see who will be where so we can make plans I suspect that quite a few green suitors that have been working out of Fort McCoy Will be working at Fort Schnelling at some point soon It also makes sense that we that we keep some people at Fort McCoy to work side by side with their civilian Counterparts it'd be helpful to know when that decision will be made you have any estimate as to when you will make That that decision well sort of as I laid out. I really have made The decision that we're going to be split station and I think what we're waiting for right now is feedback from the staff On some of the each is that you describe You know, I'm not I'm certainly not looking You know, I'm not looking to Make a decision that somebody comes back around You know a year from now or two years from now and second guesses What I'm interested in is making decisions that make sense for the command now some of that is is is found in the In the manning document for the command, you know, there's a there's a stationing action that's was proved And went into I guess the TDA went into fact back in October It sort of says where people are supposed to be there have been some of those positions that had been moved over to McCoy We we frankly we can't we can't piece an AGR for example. We can't PCS them a second time Just from McCoy back over to Schnelling so some of the changes That fall into that category will occur, you know when someone's backfill comes in Probably the best example of that that I know off right off the top of my head Is is the SGS position? So so the position actually on the TDA is supposed to be at Fortunately, but it was moved Over to Fort McCoy because that's where the previous commander thought that that position Could best be utilized and in and in my case and in my case I kind of my going in Assumption is is that people belong where the army? Thinks they thinks they should be which is identified in TDA documents and certainly in my case I really do think that the SGS needs to be nearest the commander to help organize The correspondents coming in and out with the commander and certainly it helped me to be able to talk You know to talk to the SGS without having to pick up the phone and Wonder if Colonel Venable is rolling his eyes that anything I might be saying I know he wouldn't do that, but he could be when you can't actually see somebody So we're going to work through it in a logical fashion and we will if I I mean I would I would say the Specifics on that. I'm kind of looking at Kelly next 30 days Easily within the next 30 days. Okay easily within the next 30 days Okay Do I have another another question from anyone? Let's see. Maybe I will follow up. No I have a hand raised So, let's see Long name and I don't have my glasses on hey Dominic. Sorry. I got my glasses on now So I can I can see you so go ahead Yeah, so so here I'll just give you I mean I'll give you some I'll give you some thoughts and some of this Will no doubt be Some of this will be kind of big hand-waved stuff. I realize I Think one of the things we kind of we kind of suffer from with a lot of our programs in the Army Reserve is We've been doing we've been doing them a certain way For a long time and in some cases we have to do them that way because that's what maybe even the statute says Or certainly the regulation says I think One of the advantages of this kind of innovation process that I that I'm trying to introduce the command to is this idea of try Something small something that's minimally viable And then get some feedback from those that it's supposed to impact and so I think from the family you know from the family readiness standpoint Or from the soldier family readiness standpoint as you know, you got a couple of constituencies That you're trying to impact soldiers and their and their families and in some cases extended families So in my mind those are so there are customers or our partners In this process and therefore there might be things That we need to know from them and then try you know try out try out for them You know, one of the things we've learned in the Army Reserve is You know we the double Eagle app I'll refer to it as the long-suffering double Eagle out It is a great idea. I think if it I think if it had You know kind of one overarching failing. It was that it was rolled out and and You weren't able to provide some of that kind of user feedback on what would make it What would make it more functional and So when I kind of think about you know when I think about soldier and family readiness You know part of it is is we went from we went from a an environment where we were deploying a lot as an Army Reserve You know six years ago now The environment's changed quite a bit and so now we were deploying much much less For for nine month deployments and we're doing you know Exercise support that may last 30 days We we we have we've had cove it Which initially presented some challenges to families that we hadn't we hadn't faced before And you know, so I I think it's this idea of how do we look? For ways to meet the needs of Those we serve You know, it's and it is geographic and so you there's I mean, I think there's always been this issue of unit cohesion Unit cohesion's always meant a lot to the army, but you're really having to kind of aggregate That cohesion at a much higher level and I think that impacts how people want to be involved So I've I've responded long-windedly With no real answers other than I think what I would say kind of to you and your team is Look for those ways. They really get some customer customer feedback from people That might tell us something That's a little bit different and so I'll give you a couple of examples We've already had some customer feedback on some things that I've said in the chat box So one is after my response about Fort Schnelling Receiving logistical support while working at Fort Schnelling has Has us at a disadvantage Can we have the UICs from Fort Schnelling updated so that the dodex and point to Fort Schnelling? I'm looking at Mr. Zerp who's in the room here with us and he's shaking his head because that's been a frustrating point to him As well and so that's like that's something that you know that we can work through because now we Understand now we're committing to a direction and it's something we know we need to work through a Different comment double Eagle app is not user friendly or millennial user friendly That is the majority of the military age group I think that's you know hey that comments right right on the mark and it gets into this idea of Really you got to get feedback from people before you commit you know Literally hundreds of thousands of dollars To something I think it's this idea of trying Trying small things getting some feedback and if and if it's you know If it's what people are wanting Then moving To something that's a little bit Give them another feature or another couple of features and keep getting their feedback I I mentor startups In at Texas Tech University and that's the process of startup goes goes with it has an idea It tries to get some feedback initially when it's just an idea Would this help you you know, let me know how how you feel about it Those those kind of customer interviews really have to occur in person. You know you can't Survey monkey is is good For for certain things, but it's things like this where you have ideas you have to find a way to talk To those that would actually be the customers of it I realize that's not easy when it comes to in the family world to find people that will actually talk to you and In reality find people that will talk to you that haven't been talking to you. I think that's always important So do we have a note? I got more double down on the double eagle app is not user-friendly for the civilian workforce I would agree with that agree with that wholeheartedly