Army Reserve Federal Reserve Restructuring Initiative (FRRI) COL Dan Blakeney Army Reserve Force Programs 24 April 2003 - PowerPoint PPT Presentation

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Army Reserve Federal Reserve Restructuring Initiative (FRRI) COL Dan Blakeney Army Reserve Force Programs 24 April 2003

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The Reserve Components are in a state of continuous contingency operations ... Soldier has career map to. Senior Grades. Key to Success: - Regional MILPOs - TTHS ... – PowerPoint PPT presentation

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Title: Army Reserve Federal Reserve Restructuring Initiative (FRRI) COL Dan Blakeney Army Reserve Force Programs 24 April 2003


1
Army ReserveFederal Reserve Restructuring
Initiative(FRRI)COL Dan BlakeneyArmy
Reserve Force Programs24 April 2003
2
Purpose
  • The purpose of this briefing is to present the
    Army Reserve Transformation Strategy to the
  • Senior Department of the Army
  • Staff and Leadership.

3
Federal Reserve Restructuring Initiative Objectiv
es
  • Assure Unit Readiness Relevance
  • Add Operational Depth to the Army
  • Meet continuous contingency operations
  • Relieve Army Operational Tempo
  • Transform the Army Reserve to Objective Force

FRRI The Army Reserve Catalyst To Transformation
4
Problem Statement
  • Need an understanding what the Army Reserve
    provides.
  • The Reserve Components are in a state of
    continuous contingency operations
  • Current Army Reserve structure policy negatively
    impacts readiness relevance
  • Management of the Individual Mobilization
    Augmentee (IMA) program fails to meet current
    needs
  • The mobilization process is obsolete and does not
    support Rapid Deployment
  • Army Reserve Peacetime C2 is overstructured and
    not focused on readiness
  • Army Reserve force must transform as a part of
    the Objective Force without sacrificing current
    readiness.

The Army Reserve will Transform to
provide capabilities to the Objective Force
5
Army Reserve Transformation Facts
  • The Army Reserve
  • - will lead its transformation because we know
    we must
  • - has a proven track record of effective change
  • Army Reserve Transformation
  • - does not present a bill to the Army
  • - will result in efficiencies
  • - will increase readiness
  • - will accelerate mobilization time lines
  • - guarantees relevance
  • All six FRRI imperatives are interrelated

6
FRRI Critical Assumptions
  • End Strength remains stable and must be funded
    to FRRI end-state
  • USAR structure divestments are replaced with
    TTHS, valid war
  • fight structure, Rotational Forces, and
    Individuals
  • AC buys of valid USAR structure are offset
    with USAR buys of
  • valid AC structure
  • USAR must cascade equipment internally
  • Force Modernization and Recapitalization can
    be supported
  • Infrastructure costs are reduced commensurate
    with structure
  • reductions
  • Costs are offset by savings, generates no bill

7
The Six Imperatives to AR Transformation
READY SOLDIERS READY UNITS AND
FRRI
To the Army!
NO
BILL
DEPLOYMENT TIMELINES SHORTENED
Federal Reserve Restructuring Initiative (FRRI)
T T H S
RAPID DEPLOYMENT
AR C2 REDESIGN
ROTATIONAL DEPTH
INDIVIDUAL CAPABILITIES
FOCUSED READY FORCE
HR LIFECYCLE MGMT
Six Imperatives
8
Anatomy of Readiness Shortfall
lt ALO 1
Negative TTHS
1.11 FSA / ESO
ESO 205K
TPU
FRRI Force Structure Shift
TAA 09 (Pre-FRRI) 225.5K
AGR
IMA
AUTH
TTHS
ESO 205K
Operational Structure
Force Structure Adjustments
Units and Individuals
AUTH
9
Impact on a Unit
ALO 3 Medical Company (Dental) Required Strength
100
Programmed Unit Un-Readiness
Auth 80
ALO 3
NON-AVAIL
NON-DMOSQ
FSA / ES alignment fixes this Readiness Problem
AVAIL DMOSQ SOLDIERS
DMOSQ 65 (P3)
TTHS fixes this Readiness Problem
10
Focus on a Ready Force
Divest - Less Relevant Structure - Unready
units - FSA Overstructure
Over Structure
Invest - HD / LD - Depth - TTHS - ALO 1
Ready Relevant Sustainable Force

11
Anatomy of Operational Depth Shortfall Example -
MCO
Peak Strength 300K
Conflict Termination And Post-Hostilities
MCO Win-Decisively
300K
Troop Strength
200K
Army Reserve Rotational Forces 10K
100K
9-11 GWOT / SSC
Indefinite Period
2 Years (MOB)
M-Day
1 Year
Alert
2 Years
PRC
130 160 Days (Conflict)
Theater Time
12
Building Rotational Depth Army Reserve Rotational
Forces Example (101)
GTMO Example Active Component AC MP
Company Army Reserve AR MP Company Unit
Deployed Once (for average 270 days) Every Five
Years.
270 Days
MP
MP
270 Days
MP
RATS
RATS
RATS
Ten MP Companies Needed To Meet Current Mission
Requirements .
RATS
RATS
RATS
RATS
RATS
RATS
13
Change Army Reserve C2 to produce Ready Soldiers
and Units
INFO SUPP CMD
AR-NETCOM
  • - BASOPS
  • - CIO
  • - Engineer
  • - OSHA
  • IRAC
  • TRANSPORTATION DIV

Focused Support
RGs
Focused Readiness Training
10 RSCs
7 RRCs
TTHS
- TPU / ARE Management
Life CycleManagement- TPU- IMA- IRR
Why an RRC? - Army Reserve is a geographically
dispersed diverse force - A geographically
based command is required to pool these units
together focus on readiness - RRC is constant
during mobilization
Ft Jackson, SC USARRC

CRTs
14
Change Army Reserve C2 to produce Ready Soldiers
and Units
Command and Control Realignment
Current
Objective
10 Regional Support Commands (RSC) 3 Regional
Support Groups (RSG) 15 Area Support Groups
(ASG) 28 C2 Headquarters
7 Regional Readiness Commands (RRC) XX Area
Support Groups (ASG)
Advantages - Balance Span of Control -
Eliminates BASOPS / ADMIN - Gain Efficiencies -
Focuses DIV-IT on Readiness Management - Employs
Centralized Life Cycle Management - Meets DOD
and SEC Army savings objectives
15
Human Resources Lifecycle ManagementCivilian v.
Army Reserve Commitment
Today
Soldiers work in rigorous unit positions while
attending professional schools
Overlapping Requirements
CAS3
ILE
AOC
ssc
Civilian career suffers
CO XO
BN S3
PLT LDR
CO CDR
BN CDR
BDE CDR
BLOC
Family suffers
Masters Degree
Professional Certifications
Soldier quits
Shift Supervisor
Plant Supervisor
District Manager
Mgmt Trainee
Production Supervisor
With TTHS
Soldiers are assigned to TTHS while attending
professional schools
Overlap Eliminated
PLT LDR
CO XO
CO CDR
BN S3
BN CDR
BDE CDR
ssc
CAS3
AOC
ILE
BLOC
16
Life Cycle Management (LCM)
  • A transition-oriented model
  • Educates AC to the RC option
  • Begins with the Recruiter
  • Identifies opportunities
  • Builds Trust and Interest
  • Career continues soldier in another status
  • The Armys Investment is not lost

Records Follow
Soldier
AC
RC
Transfer
REFRAD
Value of Soldier Retain the Skills Extend
the Value of Army Dollars Continuum of Service
Once a Soldier - Always a Soldier !!
17
Maximize Individual Capabilities
Individual
Individual Mobilization Augmentation
Augmentee
Objective
Legacy
  • Flexible Structure -- WIAS Historical Analysis
    Based
  • Rotational -- Two Years
  • Ready -- Trained (DIMA)
  • Competitive with TPU
  • Duty Status
  • Mobilization TDA Documented
  • Rigid Structure, Inflexible
  • Single Use
  • Mobilization Based
  • Not Competitive

ENDSTATE Provides a pool of Individuals who are
readily available across a range of specialties
needed by Combatant Commanders, organized and
trained for mobilization and deployment as
Individual Augmentees.
18
The United States Army Reserve Mobilization
Challenge
Transforming RC Training Readiness
AC Model
Alert
Deploy
Train
RC Model
Train
Alert
MOB
Deploy
  • Long Campaign
  • ESGR
  • Family Well-Being
  • Recruiting Retention

Future RC Model
Alert
Deploy
Train
  • National Security
  • Concerns
  • - Time to execute the model
  • Coalition Building
  • Resourcing
  • Peacetime Funding Constraints
  • Days to Train
  • Equipment Shortfalls

Future Operations
  • MOB Authorization
  • Cap Management
  • Balancing 2 Authorities
  • Duration and Rotation

Friction in the System
19
What We Need
Continue to support resourcing FRRI in TAA
2011 Keep FRRI as an Army Transformation
Initiative Advocate FRRI to Senior Army
Leadership ARSTRUC Statement Army Reserve
will maintain a TTHS account of no more than 12
of current ESO.
20
On Going Actions
  • Multi-Component TDAs
  • Augmentation units convert to Associate units
  • Concept Plans for FRRI to follow
  • FTS Transformation
  • Training Redesign
  • Generating Force Review

21
Back-Up
22
Anatomy of a Hollow Force
225.5 FSA
205K ESO
TTHS
AGR
Individual Accounts
AGR
IMA
IMA / IA
MTOE
MCO
MTOE
NON DMOSQ / IET
20.5K
1.11
  • ALO 1
  • Fully Manned
  • Fully Qualified

ALO 3
GEN FORCE
GEN FORCE
NON DMOSQ / IET
Alert Train Deploy
Train Alert Deploy
23
Army Reserve Rotational Forces
Army Reserve Rotational Forces
TAA 2011 Simultaneity Stack
National Military Strategy
HLS
Defend the United States
HD/LD
Deter
Deter Forward in Four Critical Regions
Deter FWD
Rotational Forces
Swiftly Defeat the Efforts (in Two)
Rotational Forces
MCO
Generating Force
Win Decisively ( in One)
Post Hostilities
SR
Strategic Reserve
Support to Strategic Reserve
TRANSFORMATION
Force Generation Capabilities
24
Army Reserve Rotational Forces
Army Reserve Rotational Forces
Available Army Reserve Rotational Forces (Samples)
TAA 2011 Simultaneity Stack
Potential Rotational AR Units SRC 05 EN 1,648
Spaces SRC 08 MD 798 Spaces SRC 10
QM 1,099 Spaces SRC 11 SC 287 Spaces SRC 19
MP 1,200 Spaces SRC 42 QM 891 Spaces SRC
55 TC 1,787 Spaces
HLS
SSCs
Deter
Deter FWD
Rotational Forces
Rotational Forces
MCO
Generating Force
Potential AR Units to Divest SRC 03 CM
(2,500) Spaces SRC 05 EN
(3,700) Spaces SRC 10 QM (3,800)
Spaces SRC 11 SC (1,200)
Spaces SRC 42 QM (6,500) Spaces SRC
43 QM (3,000) Spaces SRC 55 TC
(7,000) Spaces
Post Hostilities
SR
TRANSFORMATION
FRRI adjusts the Army Reserves TAA Resourcing
Strategy
25
Army Reserve Individuals Accountfor Transients
Trainees Holdees Students (TTHS)
  • Centrally managed and forecasted training seats
  • Prioritized positions, resources to readiness
  • Managed Individuals Accounts
  • Managed Assignments Career Progression (Life
    Cycle)
  • Vacancy Management Will Place Soldiers in the
    Right Units
  • Low Cost High Return on Investment
  • DIMHRS Interface Will Allow for Seamless
    Accountability and Interoperability
  • Focused on Unit Personnel Readiness
  • Readiness Rates Will Be Higher
  • Building the Individuals Account Will Provide
    Seamless Interface with the Active Army Business
    Processes

Whats the Product?
TAA Reduction will generate spaces for TTHS
FY 03
FY 04
FY 05
Spaces 9.6K Bill payer TAA11 Aggregate
Total 24.6K
Spaces 2.7K Bill payer Unfilled
IMA authorizations Aggregate Total 2.7K
Spaces 10K Bill payer FSA (out of cycle TAA
09) Aggregate Total 12.7K
Start Date 01 Feb 03

Test Evaluate TTHS Concept at 81st RSC Program
and budget Future costs
Implement TTHS Army Reserve Wide Implement DEP
Program
26
TTHS 81st RSC Example
Eligible TTHS 9,524
Total TPU Strength 29,916
31.8
108 DIV (IT) Charlotte, NC
Source TAPDBR, 12 Aug 02
2,890
3,684

2,516
154
280
Excess is defined as pending losses, ETS,
UNSAT, reorganization - soldiers not aligned to
valid unit position
27
Human Resources Lifecycle Management
Right Now - Soldiers Join Units - Individuals
manage career / LCM - Decentralized Personnel
Mgmt - Benign Neglect - Disconnect between
Individuals and Units - Disincentives for
Professional Development Education (PDE) -
Inadequate MPA and Authority to Fill
Structure - Multiple MOSs, one Career
Redesign - Soldiers Join Army Reserve - Merge
AR-PERSCOM with PERSCOM - Regionalized Central
Mgmt - Provides for PDE - Assignment between all
Portions of SELRES - Fully Manned and Resourced
Structure - Soldier has career map to Senior
Grades
Key to Success - Regional MILPOs - TTHS -
Redesigned IMA program - Relevant Structure
28
Regional Readiness Command
PREDECISIONAL
MISSION
  • Command AR units assigned
  • Train assigned units for mobilization and
    readiness for wartime missions
  • Mobilize AR units and soldiers when directed and
    deploy to designated mobilization stations
  • Enable readiness and training of soldiers and
    personnel within the RRC area by providing career
    life-cycle management and leader development for
    all soldiers (TPU,IMA,IRR) and Army Civilians on
    a regional basis


AGR
CG
MILTECH

CSM
TPU
FUNCTIONAL OVERSIGHT
COMMAND / DIRECT SUPERVISION

DCG
COORDINATION
DEPUTY FOR SUPPORT CXO
UNITS
NETCOM
C o S
IMA

MGMT STAFF
G-1 AG Cell
G-8
G2/6
G-4
MILPO or HR CELL??
DCSFOR, IR, PAO, SJA, CH, SURGEON, HHC, PM
Note G-1, G-4 and G-6 are small cells
Focused primarily on staff
functions G4 will have staff
responsibilities for facilities,
real estate BASOPS
RRC Centerpiece for Army Reserve Transformation
MILPER
PER MGT
PER OPS
PER SVC
REGIONAL RETENTION OFFICE
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