army focus areas

7/27/2019 Army Focus Areas

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DEPARTMENT OF THE ARMYWASHINGTON, D.C . 20310

MEMORANDUM FOR SEE DISTRIBUTIONSUBJECT: 2013 Focus Areas

1 4 AUG 2013

1. Across the board reductions in Federal spending imposed by the Budget Control Actof 2011 will significantly decrement the Army's budget in the foreseeable future. Giventhese reductions, we must focus on the Army's core missions, sustaining the Army'sability to provide a smaller, more capable Army able to provide ready land forces tomeet combatant commanders' global requirements; develop leaders for the 21 st century,while maintaining the bonds of trust with Soldiers and Families. To ensure Armyreadiness at these reduced budget levels, we must make the best and maximum use ofevery single dollar provided to the Army.2. To best allocate Army resources, we direct a 2013 Army Focus Area Review Groupto review specific focus areas and propose executable recommendations to best applyreductions to Army programs and elements. Army Program Analysis and Evaluation(PA&E) has already made an initial allocation of reductions across Program ObjectiveMemorandum (POM) 15-19. The Review Group recommendations will enable us tomake specific decisions concerning the consolidation and reduction of organizations,programs and functions.3. Mr. Thomas Hawley and LTG Thomas Spoehr will lead the Review Group. Thegroup will initially have seven Focus Area teams. The purpose of the Focus Area teamsis to develop bold executable recommendations which will be used to balance thealready directed reductions in POM 15-19. See Appendix 1 (Focus Area Team Leadsand Membership) for more details. Where appropriate, specific targets for each focusarea in dollars and full-time equivalents (FTE) will be provided to team leads as soon asthey are available. Army PA&E will provide support as needed to each team. TheFocus Areas are:

Institutional Headquarters Reductions Operational Headquarters Reductions Operational Force Structure and Ramps Readiness Acquisition Work Force Installation Services and Investments Army C31 and Cyber

4. The timeline for decision and action is short. Not later than 11 September 2013, theFocus Area Review Group will provide us with a comprehensive set ofrecommendations. Given the difficulty of this task, we fully expect that Review Group


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SUBJECT: 2013 Focus Areas

recommendations are unlikely to reflect consensus. To the extent possible, eachrecommendation will include actionable options, distinguished by their effect on ourArmy and the cost savings associated with each. To promote transparency,recommendations will be staffed with ALL affected Army stakeholders . Comments,minority views and nonconcurrences will be documented, justified in detail andsubmitted to us for consideration. Except in extraordinary circumstances,recommendations to conduct further studies or assessments are not acceptable. To theextent practicable, the Review Group will rely on existing data, studies and reviews.5. The Review Group leads have the authority to adjust the work within each of theFocus Area teams. They will coordinate with the Director of the Army Staff to obtainadditional staff support as needed to complete this effort in the allocated time. Sincethis is a Total Army effort, each focus area will also have a representative from the ArmyNational Guard and Army Reserve.6. We expect weekly updates starting in early August 2013. Mr. Hawley and LTGSpoehr will establish the necessary battle rhythm to develop and review therecommendations. This effort will take priority over all other activities.7. Let there be no mistake, aggregate reductions WILL TAKE PLACE. The money isgone; our mission now is to determine how best to allocate these cuts while maintainingreadiness. We expect Army leaders, military and civilian, to seize this opportunityto re-shape our Army. This effort will take PRIORITY OVER ALL other Headquarters,Department of the Army activities.8. One element of the Focus Area Review is to determine how to reduce ArmyHeadquarters (both institutional and operational, at the 2-star and above levels) in theaggregate by 25%. In the next two weeks, Commands (Army Command (ACOM), ArmyService Component Command (ASCC) and Direct Reporting Unit (DRU)) and ArmyHeadquarters Principal Officials should be prepared to present their individual plans onwhat functions they would reduce or eliminate and the corresponding organizationalchange that would cause a 25% reduction in Headquarters funding and manning.9. This effort suspends many of the efforts on Institutional Army Headquarters reformled by the Institu tional Army Transformation Commission (IATC) and ArmyHeadquarters Transformation (AHT) . Selected proposals from both of these efforts willbe reviewed and incorporated within this effort.

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SUBJECT: 2013 Focus Areas

10. If you have any questions, contact Mr. Thomas Hawley, (703) 697-8150,[email protected] il and LTG Thomas Spoehr, (703) 614-4682,[email protected] .

6 L , 6 ~ ~ ( )Raymond T. Od iernoGeneral, United States ArmyChief of StaffDISTRIBUTION:

ohn M. McHughecretary of the Arm

Principal Officials of Headquarters, Department of the ArmyCommanderU.S. Army Forces CommandU.S. Army Training and Doctrine CommandU.S. Army Materiel CommandU.S. Army PacificU.S. Army EuropeU.S. Army CentralU.S. Army NorthU.S. Army SouthU.S. Army Africa/Southern European Task ForceU.S. Army Special Operations CommandMilitary Surface Deployment and Distribution Command

U.S. Army Space and Missile Defense Command/Army Strategic CommandU.S Army Cyber CommandU.S. Army Network Enterprise Technology Command/9th Signal Command (Army)U.S. Army Medical CommandU.S. Army Intelligence and Security CommandU.S. Army Criminal Investigation CommandU.S. Army Corps of EngineersU.S. Army Military District of WashingtonU.S. Army Test and Evaluation CommandU.S. Army Installation Management CommandSuperintendent, United States Military AcademyDirector, U.S. Army Acquisition Support CenterExecutive Director, Arlington National CemeteryAccessions Support Brigade

CF:Director, Army National GuardDirector of Business Transformation

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Appendix 1: Focus Area Team Leads and MembershipThe Focus Groups will develop executable recommendations that can meet establishedresource targets and senior leader guidance for the planning period 2015-2019.

1. Focus Area teams should look at developing bold, innovative recommendationsfrom an Army-wide perspective, focusing on and validating the key core missionsof the Army. Do these recommendations support where we want the Army togo? Where can we take risk to minimize the risk to the Army core missions?

2. Designated Team leads shall be responsible for meeting or exceeding specifiedtargets in a manner that best matches resources to missions. The Team leaderswill work with Army Program Analysis and Evaluation (PA&E) to understandapplicable resource constraints. For this effort, assume we are operating underthe POM Budget Control Act (BCA) funding levels and the Office of the Secretaryof Defense (OSD)/Army guidance .3. The Team leaders have the latitude to select their team members afterconducting mission analysis and providing those names to Mr. Hawley and LTGSpoehr for their approval. The Director of the Army Staff will arbitrate anydisagreements with the owning organizations. Army Commands and DirectReporting Units (DRU) are directed to provide point of contact information to theappropriate Focus Group leaders and the Review Group.4. Note that these reductions have already been made to the program, the dollarsand the authorizations have already been taken, thus it will not be acceptable topresent recommendations that fail to meet the established targets .5. Special care and consideration must be applied to ensure that reductions areintegrated across the focus areas to avoid "double-tapped/double-counting"savings in the recommendations . To that end, an integration cell will be stood upto support the Focus Review Group in binning recommendations for dollar andmanpower savings from across all focus groups. The integration cell will alsoprovide support to focus area teams as required.6. FOCUS AREA TEAMS

a. Institutional Headquarters Reductions . MG Thomas Horlander (Office ofBusiness Transformation (OBT)) will lead this team with Mr. Pete Bechtel andDr. Leonard Braverman as directed members. The requirement for this teamis to reduce the size of the Total Army Institutional Headquarters by 25%(HQDA, FOAs, ACOMs and DRUs) in the aggregate, across military, civilianand contractors (down to every organization authorized a 2-Star GeneralOfficer or Tier 2 SES). A particular emphasis will be placed on ensuringHQDA reductions are put into place. The Army National Guard and ArmyReserve members will provide necessary information and support for their


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organizations and commands. The baseline reductions from which thereductions are to be calculated are the dollars and Table of DistributionAllowances (TDA) Full-Time Equivalents (FTE) reflected in FY18 of POM 14-18 for these headquarters. Movement of personnel outside of headquartersto subordinate units is not a legitimate means of achieving savings. Teamsshould consider consolidation, reductions, and closing organizations.Reductions have already been applied to these accounts in a proportionalmanner. This team will assess how these reductions should optimally beapplied. The team should capitalize on work that has already been done bythe Army Headquarters Transformation (AHT) effort and the Institutional ArmyTransformation Commission (IATC).

b. Operational Headquarters Reductions. MG Jeffrey Snow will lead this teamwith BG Robin Mealer as a directed member. This team will develop coursesof action to transform operational headquarters (2-star and above), based onstrategic priorities and the stated needs of combatant commanders, whilesimultaneously achieving a 25% aggregate reduction. The baseline is theFY18 funding from the President's Budget 2014 and the authorizations inFMS Web for 2018 for these organizations. Consideration can be given toboth empowering and consolidation of ASCCs, but recommendations shouldnot drive to a single solution. Additionally consolidation and transfer offunctions between ASCCs, Corps and Divisions should be reviewed. Onceagain, these changes will be across the Total Army formations and include all2-StarfTier 2 SES and above led operational commands.

c. Operational Force Structure and Ramps. BG Roger Cloutier (G-3/5/7Force Management) will lead this team with Ms. Gwen DeFilippi (ASA(MR&A)as a directed member. Mr. John McLaurin will temporarily lead this team untilBG Cloutier's arrival. The goal of this team is to determine the appropriatemix of the formations in our Army and the proper drawdown ramps in order toachieve that structure by 2019. This is a Total Army effort and will includemembers from the Army National Guard and Army Reserve to ensure thattheir unique challenges in reorganizing can be included in the decisions.Include for consideration multi-component organizations, organizationaldesign, echelon consolidations and schedules. Specific interest areas areforces that provide support to other Services, task organization of Corps andDivisions, Logistics, Theater capabilities and other echelon above BrigadeCombat Team (BCT) forces. Review should look broadly across the force; atrules of allocation and at AC/RC alignment.

d. Readiness. BG Wayne Grigsby (G-3/5/7 Training) will lead this team withCOL John Muller (ASA(MRA)) as a directed member. The goal of this team isto ensure our limited resources are correctly estimated and applied acrossboth AC and RC forces to provide necessary force readiness levels to meetnational security objectives, in FY15-19 informed by FY14 planning.Strategy, model and readiness investments should be reviewed with


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recommendations focused on training readiness within constrainedresourcing.e. Acquisition Work Force. Mr. Thomas Mullins (ASA(ALT)) will lead this teamwith MG Bo Dyess (G-8 Force Development) as a directed member. The goalof this team is to reduce the size of the different parts of the acquisition workforce commensurate with the reduction in funding for their functions. Thisgroup will provide the appropriate metrics, but in the aggregate, theacquisition workforce should be reduced in a manner that optimizes theresources to support our core missions.f. Installation Services and Investments. MG AI Aycock (ACSIM) will leadteam with Mr. Paul Cramer (ASA(IE&E) as a directed member. The goal ofthis team is to review all installation support and services and programsacross all PEGs and all Components. Recommendations should considerreductions of workforce and missions and other cost-savings measures whilesustaining quality care of Soldiers and families. The Army National Guardand Army Reserve members will provide the necessary information to ensurethis is a look across the Total Army. Closely examine and makerecommendations concerning which programs at the installation level can beeliminated and/or consolidated. Additionally, working with the G-3 FMrecommendations should include options for stationing forces beyond 2015 inorder to reduce costs to installations support and services.g. Army C31 and Cyber. This team will be led by (TBD) and will include Mr.Dean Pfoltzer as a directed member. The goal of this team is to reduce thesize of the organizational headquarters within the C31 construct (ARCYBER,G2, INSCOM, CIO/G6, NETCOM, ITA) by 25% in the aggregate, across

military, civilian , and contractors (down to every organization authorized a 2-Star General Officer or Tier 2 SES). A particular emphasis will be placed onconsolidations and eliminations. The baseline reductions from which thereductions are to be calculated are the dollars and TDA FTEs in FY18 ofPOM 14-18 for these commands and organizations. Movement of personneloutside of headquarters to subordinate units is not a legitimate means ofachieving savings. Team should consider consolidation , reductions, andclosing organizations. Reductions have already been applied to theseaccounts in a proportional manner; this team's purpose will be to assess howthese reductions should optimally be applied.

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