Taa 18-22 Case Study

Concepts lead change for the Army and drive the development and integration of future capabilities. More specifically, they provide a framework for analysis, readiness assessments, prioritization, and feedback. In addition, concepts serve as a foundation to help the Army maximize effectiveness and minimize risk through both materiel and nonmaterial capabilities. The role of concepts is to describe how future forces will operate. Concepts assists in the identification of prioritized capability gaps and integrated Doctrine, Organization, Training, Materiel, Leadership and education, Personnel, Facilities and Policy (DOTMLPF-P).

The most important imperative of four in the Army Campaign Plan is “develop leaders to meet the challenges of the 21st century” because in the future leaders will deal a “tough realistic environment” and must be willing to adapt to the mission, threat or operational environment. We must “train soldiers and leaders to ensure they are prepared to accomplish the mission across the range of military operations while operating in complex environments against determined, adaptive enemy organizations . This is the eighth of twenty Army Warfighting Challenges enduring first order problems, the solutions to which will improve current and future force combat effectiveness. These challenges are reviewed and updated as needed to remain applicable for the future force.

The quick evolving military environment, needs the US Army redouble its efforts to reduce the uncertainty associated with the downsizing. There are some predominant principles that can guide the Army’s efforts in minimizing the impact of uncertainty during the force reduction. Even with major political and legislative challenges, keeping balance among the different proportions of readiness is a goal of US defense policy. During the budgetary preparation, downsizing of the armed forces often becomes one of the first victims of fiscal reduction. This was true of the years between World War I and World War II, when the Great Depression made military preparedness a very low national priority. The Army’s downsizing effect put its readiness

In support of my capstone project, I assessed and will submit a redesigned proposal with developmental recommendations for reformation of a solid POI for the SPCC that takes place at the Army Logistics University. In this, I have identified the foremost purpose for this redesign as the following: The investment in the education and training of rising leadership is vital to the long-term success of our sustainment support staff and the services provided. With this course providing training in modular force operations for newly selected command designees that enables them to function effectively throughout their command tour it is very important to make sure that the training is substantive. Therefore the main focus is to assure that training is current and emerging sustainment doctrine and leadership topics for commanders on the National Guard, Reservist and Active Duty levels is most essential.

Given constrained funding and the requirements of short-term national military objectives and longer term operations, the Army should balance the Total Force as follows: first, decrease the Active Component deployments and increase the Reserve Component, specifically the National Guard. Second, assign National Guard units to specific regions and/or missions so that their training can be focused on these conflicts. And third, increase the use of National Guard units to reduce active component use particularly for low-intensity conflict and short term missions.

USARECs tactical organizations recruiting centers are responsible for prospecting and recruiting professional individuals that will volunteer for a job serving as a Soldier. Their main effort involves identifying and creating the Soldier of 2025 that will fight to win any complex operating environment. Daily NCOs engage local communities to find individuals to enlist despite the changing United States (US) society where 7 out of 10 prospects do not qualify to enlist into the Army. NCOs at this tactical level have a tremendous challenge in their day-to-day operations. They have to accomplish daily operations by overcoming many factors and challenges. These challenges include economic conditions, persistent and unstable Middle East, China,

According to the article, the Active Army will decrease its personal strength to 490,000. Likewise, the Army National Guard will reduce its personal strength to 353,500 and the Army Reserve to 205,000. The decreased in Army personal will cause the decline in Active Component Brigade Combat Teams (BCT) reducing from 45 to 37. Currently, analysis is being conducted

Best Business Practice: We recommend that HQ USARPAC adopt Army in Korea Pamphlet 37-47, Representation Funds of the Secretary of the Army, dated 4 December 2012 as the command’s start point for the drafting and issuance of a new command-wide ORF

In FY13 the Army will transition as we reduce the size of the assigned personnel and force structure. The initial stage of drawdown for Active Component Operational Support is expected to end by FY15 and begins to eliminate the wartime allowance completed by FY17 affecting the ability formations. The Army has enough Soldiers to fill authorization aggregate, but still has shortages in Rank and Military Occupational Specialty (MOS). We need to assign personnel that are available to determine manning effectiveness as well as readiness in deploying units. Synchronizes and integrates readiness priorities for the war fighter and our Army including all forces. The Army Forces Generation (ARFORGEN) cycle and the Army priorities are already established

Force management, or what is really otherwise known as planned comprehensive change, is in reality a complex and interwoven process. Though it was designed within the confines of a systemic approach referred to as the DOTMLPF (Doctrine, Organization, Training, Materiel, Leadership & Education, Personnel and Facilities), in reality it is meant to enable both dutiful and well-thought out change as well as faster, more urgent adjustments in accordance with the evolving nature of war and information gathering tactics. The Army, as one branch involved in this initiative, focuses most of its attention in this regard on the organizational sector because of the way it facilitates an adequate and democratic step-by-step system of review (Student Reader, F102:2). But the fact is that even this initiative remains multi-faceted and appears to be rather bureaucratic in nature (it has five phases, which seems antithetical to an urgent change process), which might not be surprising since implementing the type of changes that are demanded can have major implications of all sorts. Still, it does appear that this concentration is being well received and that it will eventually serve its goal even if it does not appear that way when detailed on a point by point basis.

provide modernized and ready, tailored land force capabilities to meet combatant commanders’ requirements across the range of military operations;

ensure an adequate quantity of servicemen. (Woodruff, et. al; 2006) As the conventional military goes, so does its

The Army has endured many issues as ebbs and flows with this process. It is imperative for any long-term operation to be a sustained warfighting effort. The quality of the force readiness is measured on its ability to be sustained. Sustainment in itself has eight different elements of which each has multiple facets or sub-elements that comprise the system.

In 2014, the United States began drawing down the troop levels in Iraq and Afghanistan. As troop levels in Iraq and Afghanistan decreased, senior leaders, realized they needed to focus on a possible near-peer threat. The United States continues to face potential threats from Russia, Noth Korea, Iran, China, and radical extremist. With this in mind, the changes its approach to be ready for a possible contingency demand. For this reason, the Army implemented the SRM. What is the idea behind SRM? Ensuring units are 100 percent prepared to deploy, all the time. The Army is counting on this innovative approach to readiness, and it has become its number one priory. In his memorandum to all Army leaders, CSA General Milley (2016) declared, "Readiness

Sustainment of ground forces not to exceed programmed transformation level remain critical to maintaining the JF of 2025’s ability to project combat power. Minimal ground force strength of 980,000 (Army) and 182,000 (Marines) ensures sustainment of land-forces capable of full-range prompt and sustained, multi-phase joint and multinational land operations.7 Despite fiscal advantages of force reductions, disadvantages include increasing demand for ground force capabilities that remain significant and increasing.8 Additionally, down-sizing the ground forces to minimal force levels, leaves the JF at minimal levels to meet current and anticipated missions with an acceptable level of national risk.9 Leverage strategic depth in an austere budget