ILW Panel: Army Institutional Adaptation Readiness Core Enterprise

U.S. Army Forces CommandGeneral Hondo Campbell

6 October 2009 As of 060930Oct09

LIMDIS / FOUO / Close-Hold / Pre-Decisional

Modified: As of April 21, 2023 2Version XXEnterprise Task Force

Supporting the Army Imperatives

IMPERATIVES

• Sustain• Prepare• Reset• Transform

2009Current

2011Future

Restore Readiness + Strategic Flexibility

Sustain Volunteer

Force

Current

Demands

Restore

Readiness

+ Strategic

Flexibility

Sustain

Volunteer

Force

Current &Future

Demands

Institutional Adaptation•Improve ARFORGEN

•Adopt an Enterprise Approach•Reform Requirements and Resource Processes

Linear

Major Contingency Response Force

Rapid Regional Response Force

ReinforcingForce

Strategic Reserve

XXX XXX

XXXX XXXX

XX

XXXX

III

X

X

The FORSCOM Conventional Force Generation Model (FGM)

X

XXX XXX XXX

XX

XX

XX

X

X

XXX8

EX

X 5

EX

X 5

EX

X 5

III

III

III

XX2

CA

EAD/EAC

CONUS SustainBase

III

PRC PARTIAL FULL

Rotational

Available

Reset

Train/Ready

Post - 2006

Army Force Generation (ARFORGEN)

AC Unit RC UnitLegend:

Institutional Adaptation“From Linear to Rotational Force Generation”

Policies, Procedures, Processes ≠ Policies, Procedures, Processes

Pre - 2006“Tiered Readiness / Sequential Deployment” “Progressive Readiness / Cyclical Deployment”

“Create Institutional Efficiency” Maximize Readiness with Available Resources

3

GeneratingForce

OperatingForce

InstitutionalArmy

Supply

ModularTrained

andReadyForces

COCOM

“Just In Time”

DemandValidated

RequirementJFCOMJoint Staff

4

DA

Policy

Planning

Programming

Budgeting

Strategy

ARFORGEN Governance

and Oversight

FORSCOMTRADOCAMCIMCOMHRC . . .

OSD

AvailableReset Train/Ready

unit returnsenters Reset

Progressive Unit Readiness

ARFORGEN Management and Execution

FORSCOM

AC / ARNG / USAR

Joint Staff

“GAPS”

ARFORGEN Prioritization and Decisions

Army Campaign

PlanAR2BSRU

ASMSVTC

ARFORGEN Today – The Model

Internal Institutional Gaps(and recommended adaptations)

• Generating Force Title 10 functions are not properly aligned to support the ARFORGEN process Restructure Generating Force Title 10 functions to align with ARFORGEN by adopting

an enterprise approach and aligning Core Enterprises functionally (materiel; human capital; infrastructure and services; and readiness) and enfranchise enterprise “leads” to support the ARFORGEN process (form follows function)

• Generating Force policies, systems and associated processes, and procedures remain linear and disconnected from the rotational Operating ForceTransform the Generating Force’s policies, systems, and procedures to optimize support

of ARFORGEN (from sequential to cyclical force generation; from tiered to progressive readiness; and from a strategic reserve to a fully integrated operational force for the Reserve Component)

• Current organizational “silos” are functionally optimal, but institutionally sub-optimal; they have not transformed to effectively meet the requirements of an expeditionary and campaign capable ArmyTransform the structure and processes of the functional “silos” to optimize integrated

support to an Operating Force that is progressively readying and cyclically deploying modular units from across the components (i.e., synchronize outputs with the ARFORGEN process and priorities)

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CSA’s Intent – Improve ARFORGEN

Leverage the RESET ROC Drill as a "forcing function" to adapt the institution and institutionalize ARFORGEN The Army can achieve 1:2 and 1:4 by FY12.

Adapt and institutionalize ARFORGEN prior to the first BCT’s

deployment in FY12 (October 2011).

Each Core Enterprise (CE) must identify the policies, processes,

procedures, and strategies within their CE that must be changed

Identify associated costs to implement those changes prior to the

Program Objective Memorandum (POM) 12-17 budget submission

in early 2010.

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Improving ARFORGEN InitiativesSubmission Timeline

Jun 09 – RESET ROC Drill: End to end mapping of each Core Enterprise (CE) lifecycle. Identification of misalignment / friction encumbering the ARFORGEN process

Jul to Sep 09 – Identification of the top 5 to 10 issues within each CE lifecycle that need to be fixed to institutionalize ARFORGEN process

28 Sep 09 – CE work group assessment and analysis

29 Sep 09 – CE submission of proposed issues for the fusing session

6 Oct 09 – Fusing session hosted by Readiness Core Core Enterprise (RCE)

13 Oct 09 – ARFORGEN Synchronization Board at Forces Command headquarters

17 Nov 09 – Discussion at the Army Enterprise Board in the Pentagon

Jun 09 – RESET ROC Drill: End to end mapping of each Core Enterprise (CE) lifecycle. Identification of misalignment / friction encumbering the ARFORGEN process

Jul to Sep 09 – Identification of the top 5 to 10 issues within each CE lifecycle that need to be fixed to institutionalize ARFORGEN process

28 Sep 09 – CE work group assessment and analysis

29 Sep 09 – CE submission of proposed issues for the fusing session

6 Oct 09 – Fusing session hosted by Readiness Core Core Enterprise (RCE)

13 Oct 09 – ARFORGEN Synchronization Board at Forces Command headquarters

17 Nov 09 – Discussion at the Army Enterprise Board in the Pentagon

1.CEs identify top “five to ten” policies, processes, procedures, and strategies that must change to institutionalize ARFORGEN

2.FY12 BOG:Dwell ratio is 1:2 (AC) and 1:4 (RC)

3.CEs include their recommendations for change and associated costs to implement in budget submission

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Readiness Core EnterpriseImproving ARFORGEN Initiatives

Readiness Core Enterprise (RCE) conducted assessment and focused on the following initiatives: • Training - collective training responsibilities; training support; and training

enablers. Apply enterprise approach principles to collective training Training Support System adaptation Funding flow for Title 10 ARFORGEN functions Intelligence support to collective training FOUNDRY intelligence training program The Total Army Language Program

• Mobilization and Demobilization Resourcing transition of RC to Operational Reserve Resourcing continuous mobilization Implement mobilization General Office Steering Committee

• Knowledge Management - integration of numerous initiatives to develop Army Enterprise information architecture

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