A Positive Investment for America

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A Positive Investment for America
Reserve Officers Association Convention
9 July 2009
BG Carroll Army Reserve
U.S. Army Reserve - An Operational Force
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Army Reserve Vision / Mission

• Army Reserve Vision
• The Army Reserve is recognized and resourced as
  Americas premier reservoir of shared
  military-civilian skills and capabilities that
  supports and defends the Nation.
• Army Reserve Mission
• The Army Reserve provides trained, equipped, and
  ready Soldiers and cohesive units to meet global
  requirements across the full spectrum of
  operations.

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A Positive Investment for America Global Presence

gt30,000 AR Soldiers Deployed World Wide
ONE NATION
ONE MISSION
1,136 Army Reserve Centers
177,170 Activated Since 9/11
40 Units Mobilizing in the next 30 days
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As of 30 JUN 09
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A Positive Investment for America National
Presence

7,747 on Active Duty within CONUS
463 Employer Partners across the U.S.
Serving in 50 States and 4 Territories
ONE NATION
ONE MISSION
Re-enlistments 118 of Goal
26,971 Officer and Enlisted
Assessions YTD
Selective Reserve Endstrength gt206,000
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As of 7 JUL 09
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Major FormationsCurrently Alerted / Sourced
HOA
BALKANS
OIF
OEF
09
09
Balkans 11
HOA 7
90th
SUS BDE
SUS BDE
10
10
Balkans 12
HOA 8
359th
75th
321st
396th
802nd
1207TH
419th
418th
CSH (-)
CA BN (-)
SC BDE
CA BDE (-)
CSH (-)
USAH (-)
TC BN
OD CO
210th
469th
413th
228th
344th
412th
847th
MIRC
CSH (-)
AG CO (-)
AV BN (-)
HHC EN
CSSB
MI BN x 2
RSG(-)
CSSB
404th
321st
811th
411th
EN BDE
OD CO (-)
CA BN (-)
MI BN
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As of 26 JUN 09
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End Strength / Support to Army

• 2010 Authorized Endstrength 206,000 Warrior
  Citizens (19 of the Army)
• Selective Reserve Strength 207,999 Warrior
  Citizens
• Troop Program Unit (TPU)
  188,375
• Active Support (AGR)
  15,818
• Individual Mobilization Augmentees (IMA)
  3,806
• Role Within the Army
• USAR provides a significant portion of the Armys
  specialized functions

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As of 2 JUL 09
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Transformation
Army Reserve Enterprise
Services Infrastructure
Readiness
Human Capital
Materiel
ARFORGEN
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Army Reserve Transformed
USARPAC
HQDA
HQDA
HQDA
(CSA)
(CSA)
(CSA)
ADCON
ADCON
RRSC (4)
7th CSC
TECHCON
RSC (4)
9th MSC
THEATER
SUS SPT CMD
REGIONAL
AVIATION
MIRC
ENGINEER
1st MSC
COMMAND
COMMAND (2)
DSC
1A
CAC
AR SPT CMD (1A)
TECHCON
1A Div
TNG BDE (OPS)
(E)
(E)
(E)
(E)
(E)
(E)
(E)
(E)
(E)
BCST
AR TSD
MAN
OPS
IET
LT
SUST
IET
FUNC
SPT
SPT
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Employer Partnership Initiative

• Full-time patriots who serve part time are a good
  investment for America
• The Army Reserve takes advantage of skills
  Soldiers bring from their civilian professions
  and enhances these skills to ensure that Soldiers
  are successful as Citizen Warriors and as
  employees in the civilian workforce, contributing
  to a robust U.S. economy.

The Army Reserve has signed more than 463
Employer Partnership Agreements. Partnerships
signed include corporations, industry
associations, state agencies and local police
departments. The Army Reserve plans to sign more
than 20 additional agreements in coming months.
As of 7 JUL 09
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Quality of the Army Reserve Soldier
2009 is the Year of the NCO
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Conclusion / Discussion
BG Carroll Army Reserve
U.S. Army Reserve - An Operational Force
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Division of Labor Concept
Army Reserve Staff Different focus with a
common objective.
STRATEGIC
HQDA OCAR
Planning/Programming/Budgeting
Trained and Ready Forces for the Combatant
Commanders
Division of Labor
Execution
OPERATIONAL
Core Enterprises USARC
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Purpose of Army Reserve Institutional Adaptation
What are we trying to accomplish? Align
functions, processes, and working relationships
of the Generating Force and the Operational Force
in order to most effectively and efficiently
generate trained and ready forces within
available resources and preserve the All
Volunteer Force. Why are we trying to accomplish
this? Persistent conflict requires an Army
operating on a rotational readiness cycle and
institutional systems are not aligned to support
it.
This is not about developing wire diagrams. It is
about increasing the efficiencies of the Army
Reserve to support both Commanders and Soldiers
in the field.
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Evolving ARFORGEN Training Support

• Lessons
  Learned
• Deployment Requires Collective Training at Level
  Organized
• Generating Force Not Postured to Support
  ARFORGEN
• Every Soldier a Warrior All Units Require
  Mission
• Focused / Theater Specific Training
• RC Proven Capability of Building Readiness
• Finite Training Support Resources Force
• Consolidation
• Units Execute Condensed ARFORGEN
• Cycle at NOS

Operational Reserve
The Army Reserve provides trained, equipped, and
ready Soldiers and cohesive units to meet global
requirements across the full spectrum of
operations.
Strategic Reserve

• ARFORGEN Packages
• DEF/CEF Aligned

• Capstone Aligned
• Unit Sourced

• DEF/CEF Readiness

• Tiered Readiness

• Train Mob Deploy

• Train Alert Mob Train Deploy

• Pre Mob Supported Cmd - USARC
• OF Cmds

• FORSCOM Managed
• Regional C2

• Functionally Based Tng Support Cmds
• 1A Within Capabilities

• Regional Based Tng Support Cmds
• 1A AC/RC Relationship

• Capabilities Based Training Platforms
• - Forts Dix, McCoy, Hunter-Liggett

• Regionally and Locally Based

Cycle Within a Cycle
Amy Reserve Training Strategy
ARFORGEN Model
ARTS
ARFORGEN Graph
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Transformation

• Yesterday
• We are finished (as much as we can be) with the
  transition to an operating force
• We have streamlined our command and control
  structure, standing down non-deployable support
  commands and established in their places
  operational and functional commands
• Today and Beyond
• We need to take the good we have (i.e.,
  accumulated Endstrength) and Shape the Force
  into what is good for the Army Reserve and
  supports the needs of the Army
• This is not about creating wire diagrams
• This is about, HOW DO WE APPROACH INCREASING
  EFFICIENCIES TO SUPPORT COMMANDERS IN THE FIELD
• We will look at all our programs and systems and
  determine whether what we have works, do we need
  a different structure or approach, or do we start
  from scratch
• This is all about supporting AR Commands and Units

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CSA Intent

• Increase effectiveness/efficiency and improve
  ARFORGEN and QOL
• Army Reserve culture reflects enterprise approach
  in decision-making
• Army Reserve Senior Leaders will be responsible
  for policy while four core enterprises execute
• Reduce operating costs

The CSAs goal for institutional adaptation is to
return the focus of HQDA to the strategic level.
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Supporting the CSA Imperatives
2008 Current
2011 Future
IMPERATIVES
Current Future Demands

• Sustain
• Prepare
• Reset
• Transform

• Institutional Adaptation
• Improve ARFORGEN
• Adopt an Enterprise Approach
• Reform Requirements and Resource Processes

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Improving ARFORGENWhy Change? Why Change Now?
Current Institution
Adapted Institution
To meet the demands in an Era of Persistent
Conflict

• The Armys readiness model changed from a Tiered
  Readiness Model (Garrison-based, static) to a
  Cyclical Readiness Model (Expeditionary,
  Dynamic).
• The Army adopted the ARFORGEN Process to meet
  requirements associated with the Cyclical
  Readiness Model.
• Institutions and Processes remain aligned with
  Tiered Readiness and must be aligned with
  ARFORGEN to better support the Cyclical Readiness
  Model.

• Adapt the Institution to Better Support
  Soldiers
• Execute ARFORGEN more effectively
• Use resources more efficiently

Increased Readiness at Reduced Cost