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Author: David L. Wilcox
Publisher:
ISBN:
Category :
Languages : en
Pages : 21
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Book Description
This paper examines the execution of the Army's Force Generation efforts as they pertain to Combat Service Support (CSS) units, more specifically Echelon Above Brigade (EAB) sustainment units. Current plan is to restore a balance to the force by 2011 by means of the four imperatives expressed by the Chief of Staff of the Army (CSA): sustain, prepare, reset and transform. The process the Army will employ to reach this balance is the Army Force Generation (ARFORGEN) process. The current ARFORGEN model is working relatively well for maneuver units, but is severely inadequate for addressing the needs of EAB sustainment units. ARFORGEN for EAB sustainment units is not a single process as it is for maneuver brigade combat teams (BCTs), but it rather is a continuous set of processes executed simultaneously. EAB sustainment units are in dire need of reorganization. This paper examines issues associated with the ARFORGEN process and offers recommendations that will help to restore balance to EAB sustainment units.
Author: David L. Wilcox
Publisher:
ISBN:
Category :
Languages : en
Pages : 21
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Book Description
This paper examines the execution of the Army's Force Generation efforts as they pertain to Combat Service Support (CSS) units, more specifically Echelon Above Brigade (EAB) sustainment units. Current plan is to restore a balance to the force by 2011 by means of the four imperatives expressed by the Chief of Staff of the Army (CSA): sustain, prepare, reset and transform. The process the Army will employ to reach this balance is the Army Force Generation (ARFORGEN) process. The current ARFORGEN model is working relatively well for maneuver units, but is severely inadequate for addressing the needs of EAB sustainment units. ARFORGEN for EAB sustainment units is not a single process as it is for maneuver brigade combat teams (BCTs), but it rather is a continuous set of processes executed simultaneously. EAB sustainment units are in dire need of reorganization. This paper examines issues associated with the ARFORGEN process and offers recommendations that will help to restore balance to EAB sustainment units.
Author: Charles E. Heller
Publisher:
ISBN:
Category : Manpower planning
Languages : en
Pages : 116
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"This report has one primary objective -- to retain and perhaps increase the Active Army's combat maneuver elements despite declining appropriations and end strength. The author builds a case for his alternative force structure by using the cyclical nature of the Army's history in the 20th century and the lessons learned in Operation Desert Shield/Storm. His analysis leads to a new force generation model of a two, not three, component 21st century Total Force - a Federal Army and a militia (the National Guard). The Federal Army is structured to perform forward presence, contingency operations and support base missions. It relies heavily on an integration of U.S. Army Reserve units and individuals in primarily support roles with additional domestic infrastructure missions. The National Guard maintains its combat maneuver structure, but has a reinforcing and reconstitution mission thus allowing it time to conduct post-mobilization training and concentrate on its state missions in peacetime."--Foreword
Author: Quentin W. Schillare
Publisher:
ISBN:
Category : Operational art (Military science)
Languages : en
Pages : 46
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Author: Institute for National Strategic Studies (U.S.)
Publisher: Government Printing Office
ISBN: 9780160937590
Category : National security
Languages : en
Pages : 68
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"This paper presents an analytic framework that builds from previous work to yield the systematic and defendable readiness analysis that must underlie decisions ranging from budget allocation to force employment and even strategy development. To manage readiness, the Department of Defense must balance the supply and demand of deployable forces around the world. The readiness of an individual unit is the result of a series of time-intensive force generation processes that ultimately combine qualified people, working equipment, and unit training to produce military capabilities suitable for executing the defense strategy. While this discussion is a basic tenet of production theory, it had not been commonly applied to readiness management until recently. The important point here is that understanding how the readiness of military capabilities is generated provides the clearest picture of the current readiness status and whether that status is likely to change over time. Furthermore, it provides the best shot at identifying effective management policies to ensure that DOD can generate the capabilities that the Nation asks of it. This paper argues that traditional unit-level readiness metrics are useful as part of a larger readiness management construct, but by themselves they do not provide enough information to proactively manage strategically. This approach provides a clear explanation of the causes of readiness degradations and options for how to mitigate them that can be traced to precise resource investments"--Page 1.
Author: William M. Donnelly
Publisher:
ISBN:
Category : Government publications
Languages : en
Pages : 104
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Author:
Publisher:
ISBN:
Category :
Languages : en
Pages : 280
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Author: Department of the Army
Publisher: CreateSpace
ISBN: 9781480188310
Category : History
Languages : en
Pages : 92
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This Army tactics, techniques, and procedures (ATTP) manual provides doctrinal guidance and procedures that will enhance the delivery of human resources (HR) support in brigade and battalion S-1 sections. It will help HR leaders to guide actions and provide procedures to enable decision making. This publication is nested with Field Manual (FM) 1-0, Human Resources Support, and provides overarching doctrinal guidance and direction for conducting S-1 operations. ATTP 1-0.1 promotes a common understanding of HR support fundamentals at battalion, brigade, or brigade equivalent level S-1 sections throughout the Army Force Generation (ARFORGEN) cycle. This manual, along with FM 1-0, provides sufficient information to allow for execution of all required HR missions and functions dictated by current operational requirements and anticipated future actions. ATTP 1-0.1 provides the doctrinal base for developing operations plans (OPLANs) and associated standing operating procedures (SOPs). Leaders and HR operators at all levels must apply these fundamentals using the military decision-making process (MDMP); troop leading procedures; and mission, enemy, terrain and weather, troops and support available, time available, civil considerations (METT-TC). This publication is an authoritative guide that requires judgment in application. ATTP 1-0.1 was previously published as Field Manual Interim 1-0.1 to address the Army's HR transformation concept and the transition to Personnel Services Delivery Redesign (PSDR), which transferred and consolidated HR functions at brigade and battalion-level. This transition supported Army transformation from large, powerful fixed organizations, typically a division, to a brigade-centric design based on smaller, more self-contained organizations. Likewise, the S-1 structure was enhanced to support S-1 operations throughout all force pools of ARFORGEN, and S-1s now have the capabilities and resources to plan, coordinate, and execute all HR support core competencies and their subordinate key functions and tasks. HR transformation will impact S-1 sections as strategic objectives, structures, and processes change. These changes include—Reshaping HR processes and business practices; Using technology to apply a relevant, reliable, and achievable multi-component HR system; Realigning Army HR structures to meet needs and capabilities; Revising doctrine and training to integrate best practices and lessons learned; Delivering and executing HR service functions as close to Soldiers as possible; Continuing to build on the ability to provide support from home station. While the focus of this manual is on S-1 sections assigned to modified table of organization and equipment (MTOE) units, it also applies to tables of distribution and allowances (TDA) organizations and the support agencies (Installation Management Command [IMCOM]). IMCOM HR support to MTOE units in garrison is limited. Regardless of the type of organization or whether the unit is deployed or not deployed, providing effective and efficient HR support relies on trained HR professionals at all levels that can coordinate necessary HR support when needed.
Author: United States. Joint Chiefs of Staff
Publisher:
ISBN:
Category : Military art and science
Languages : en
Pages : 392
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Author: William M. Donnelly
Publisher: Government Printing Office
ISBN: 0160867320
Category : History
Languages : en
Pages : 123
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Transforming an Army at War examines the origins of the modular concept, the reasons for undertaking it, and the process for developing modular unit designs. The Army had been exploring the notion of modularity since shortly after the end of the Cold War. Modularity, at its most basic, was the idea for creating a pool of standardized, self-contained units—combat, support, and headquarters—that could plug into (and unplug from) unit formations as needed with minimal augmentation or reorganization. A modular force would greatly improve the Army’s ability to configure packages of units tailored for specific missions by the regional combatant commands. By the summer of 2003, wars in Iraq and Afghanistan had markedly strained the Army. General Peter J. Schoomaker, chief of staff of the Army as of 1 August 2003, believed that these operations, along with the demands of an open-ended Global War on Terror, called for a major change in how the service organized its forces. In early September 2003, he ordered the U.S. Army Training and Doctrine Command to begin the process of converting the Army to a modular, brigade-based force. This would be the most far-reaching transformation of the operational forces since World War II and the most radical since the Pentomic reorganization of the late 1950s. The chief of staff identified the 3d Infantry Division, scheduled to return to Iraq in early 2005, as the first formation to change to a modular structure. He also directed that normal force development methods not be used. Instead, an ad hoc group, Task Force Modularity, would draw up the modular force plans. By the time the task force disbanded in February 2005, most of the major design decisions for the modular force had been made and modular brigade combat teams of the 3d Infantry Division had deployed to Iraq. This account of designing the modular force highlights a critical part of the Army’s program to prepare itself for an increasingly turbulent world and illustrates the intellectual and organizational resources the service can call on in that effort.
Author:
Publisher:
ISBN:
Category : Military art and science
Languages : en
Pages : 1180
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