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The reorganization plan of the United States Army was implemented from 2006 to 2016 under the direction of the Brigade Modernization Command .
AFC grew, from 12 people at headquarters in 2018 to 24,000 in 25 states and 15 countries in 2019. Although the Army has enjoyed overmatch for the past seventy years, more rapid modernization for conflict with near-peers is the reason for AFC, which will be focused on achieving clear overmatch in six areas — long-range precision fires, next-generation combat vehicle, future vertical lift ...
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Feb 27, 2024 · Tue, 02/27/2024 - 13:53. The Army is moving forward with a significant force reorganization to shrink “hollow” formations and make room for the capabilities it needs to fight technologically advanced adversaries, senior leaders said.
v. t. e. The United States Army ( USA) is the land service branch of the United States Armed Forces. It is one of the eight U.S. uniformed services, and is designated as the Army of the United States in the U.S. Constitution. [14] The Army is the oldest branch of the U.S. military and the most senior in order of precedence. [15]
- United States
- Overview
- Origin and initial design
- Planning process, evolution, and transformation
- Reorganization plans by unit type
- Training and readiness
- Deployment scheme
- Force size and unit organization
- See also
The reorganization plan of the United States Army is a current modernization (2017–2028) and reorganization (2006–2016) plan of the United States Army that was implemented (2006–2016) under the direction of Brigade Modernization Command. This effort formally began in 2006 when General Peter Schoomaker (the 35th Army Chief of Staff), was given the support to move the Army from its Cold War divisional orientation to a full-spectrum capability with fully manned, equipped and trained brigades; this effort was completed by the end of 2016. It has been the most comprehensive reorganization since World War II and included modular combat brigades, support brigades, and command headquarters, as well as rebalancing the active and reserve components. The plan was first proposed by the Army's 34th Chief of Staff, Eric Shinseki, in 1999, but was bitterly opposed internally by the Army. By 2020, the Army's 40th Chief of Staff was calling for transformational change, rather than incremental change by the Army.:minute 4:55 In 2021, Gen. McConville, the Army's 40th Chief of Staff, laid out Aimpoint 2035, a direction for the Army to achieve Corps-level Large-scale combat operations (LSCO) by 2035, with Waypoints from 2021 to 2028. In the fall of 2018, Army Strategy for the next ten years was articulated. The strategy listed four Lines of Effort to be implemented. By 2021, the Army Posture Statement was
1.People & values
2.Readiness by 2022
3.Modernization in the midterm around 2022
4.Strengthen alliances and partnerships
By 2028, in Multi-Domain Operations (MDO)[lower-alpha 1]—as part of the Joint force, Army Strategy is to counter a near-peer adversary which is capable of competition in all domains.[lower-alpha 2] In 2019, the planning was for Large Scale ground Combat Operations (LSCO) at echelons above the brigade combat team. Multi-Domain Task Forces (MDTFs) operate in a combatant commander's theater (area of responsibility). MDTFs are experimental brigade-sized units which are tailored to the theater; they are to operate subordinate to a Theater fires command, or to a corps, or division headquarters, jointly or independently, depending on the mission. These MDTFs increase the "capability to connect with national assets" in space and cyber, with "the capacity to penetrate with long range fires, with the ability to integrate all domains". —This is integrated deterrence: taking existing capabilities, as well as building on §new capabilities, which have been deployed in new and networked ways,[lower-alpha 2] all tailored to the security landscape of the respective regions, in order to deter the antagonists.:3:06
Before General Schoomaker's tenure, the Army was organized around large, mostly mechanized divisions, of around 15,000 soldiers each, with the aim of being able to fight two major theatres simultaneously. Under the new plan, the Army would be organized around modular brigades of 3,000–4,000 soldiers each, with the aim of being able to deploy continuously in different parts of the world, and effectively organizing the Army closer to the way it fights. An additional 30,000 soldiers were recruited as a short-term measure to assist in the structural changes, although a permanent end-strength change was not expected because of fears of future funding cuts, forcing the Army to pay for the additional personnel from procurement and readiness accounts. Up to 60% of the defense budget is spent on personnel and an extra 10,000 soldiers would cost US$1.4 billion annually.
On November 22 and 23, 2002, the Belfer Center for Science and International Affairs held the "Belfer Center Conference on Military Transformation". It brought together present and former defense officials and military commanders for the stated purpose of assessing the Department of Defense's progress in achieving a "transformation" of U.S. military capabilities. The conference was held at the Belfer Center at Harvard University's John F. Kennedy School of Government. The United States Army War College and the Dwight D. Eisenhower National Security Series were co-sponsors. In some respects this could be said to have been the birthplace of Transformation as a formal paradigm.
In 2004, the United States Army Forces Command (FORSCOM), which commands most active Army and Army Reserve Component forces based in the Continental United States, was tasked with supervising the modular transformation of its subordinate structure.
In March 2004, a contract was awarded to Anteon Corporation (now part of General Dynamics) to provide Modularity Coordination Cells (MCCs) to each transforming corps, division and brigade within FORSCOM. Each MCC contained a team of functional area specialists who provided direct, ground-level support to the unit. The MCCs were coordinated by the Anteon office in Atlanta, Georgia.
In 2007 a new deployment scheme known as Grow the Army was adopted that enabled the Army to carry out continuous operations. The plan was modified several times including an expansion of troop numbers in 2007 and changes to the number of modular brigades. On 25 June 2013, plans were announced to disband 13 modular brigade combat teams (BCTs) and expand the remaining brigades with an extra maneuver battalion, extra fires batteries, and an engineer battalion.
In 2009 an 'ongoing campaign of learning' was the capstone concept for force commanders, meant to carry the Army from 2016 to 2028.
The commander-in-chief directs the planning process, through guidance to the Army by the Secretary of Defense. Every year, Army Posture Statements by the Secretary of the Army and the Chief of Staff of the Army summarize their assessment[lower-alpha 4] of the Army's ability to respond to world events, and also to transform for the future. In suppor...
The Army has now been organized around modular brigades of 3,000–4,000 soldiers each, with the aim of being able to deploy continuously in different parts of the world, and effectively organizing the Army closer to the way it fights. The fact that this modernization is now in place has been acknowledged by the renaming of the 'Brigade Modernization...
Under Schoomaker, combat training centers (CTCs) emphasized the contemporary operating environment (such as an urban, ethnically-sensitive city in Iraq) and stress units according to the unit mission and the commanders' assessments, collaborating often to support holistic collective training programs, rather than by exception as was formerly the case.
Schoomaker's plan was to resource units based on the mission they are expected to accomplish (major combat versus SASO, or stability and support operations), regardless of component (active or reserve). Instead of using snapshot readiness reports, the Army now rates units based on the mission they are expected to perform given their position across the three force pools ('reset', 'train/ready', and 'available').[492] The Army now deploys units upon each commanders' signature on the certificate of their unit's assessment (viz., Ready). As of June 2016, only one-third of the Army's brigades were ready to deploy.[493][494]:5:55 By 2019, two-thirds of the Active Army's brigades[207] and half of the BCTs of the Total Army (both Active and Reserve components) are now at the highest level of readiness.[495] The FY2021 budget request allows two-thirds of the Total Army (1,012,200 Soldiers by 2022) to reach the highest level of readiness by FY2022 —Maj. Gen. Paul Chamberlain.[475][496]
"Soldiers need to be ready[lower-alpha 14] 100 percent of the time."—Robert B. Abrams, FORSCOM commander, June 2, 2016
Chief of Staff Mark Milley's readiness objective is that all operational units be at 90 percent of the authorized strength in 2018, at 100 percent by 2021, and at 105 percent by 2023.[499][500] The observer coach/trainers[501] at the combat training centers, recruiters,[502][503] and drill sergeants are to be filled to 100 percent strength by the end of 2018.[499][504] In November 2018, written deployability standards (Army Directive 2018–22) were set by the Secretary and the Chief of Staff of the Army; failure to meet the standard means a soldier has six months to remedy this, or face separation from the Army.[505] The directive does not apply to about 60,000 of the 1,016,000 Soldiers of the Army; 70–80 percent of the 60,000 are non-deployable for medical reasons. Non-deployables have declined from 121,000 in 2017.[505] The Army combat fitness test (ACFT) will test all soldiers;[506] at the minimum, the 3-Repetition Maximum Deadlift, the Sprint-Drag-Carry and an aerobic event will be required of all soldiers, including those with profiles (meaning there is an annotation in their record See: PULHES Factor); the assessment of the alternative aerobic test will be completed by 19 October 2019.[507]
Further information: ARFORGEN
The force generation system, posited in 2006 by General Schoomaker, projected that the U.S. Army would be deployed continuously. The Army would serve as an expeditionary force to fight a protracted campaign against terrorism and stand ready for other potential contingencies across the full-spectrum of operations (from humanitarian and stability operations to major combat operations against a conventional foe).
Under ideal circumstances, Army units would have a minimum "dwell time," a minimum duration of which it would remain at home station before deployment. Active-duty units would be prepared to deploy once every three years. Army Reserve units would be prepared to deploy once every five years. National Guard units would be prepared to deploy once every six years. A total of 71 combat brigades would form the Army's rotation basis, 42 from the active component with the balance from the reserves.
Thus, around 15 active-duty combat brigades would be available for deployment each year under the 2006 force-generation plan. An additional 4 or 5 brigades would be available for deployment from the reserve component. The plan was designed to provide more stability to soldiers and their families. Within the system, a surge capability would exist so that about an additional 18 brigades could be deployed in addition to the 19 or 20 scheduled brigades.
From General Dan McNeil, former Army Forces Command (FORSCOM) Commander: Within the Army Forces Generation (ARFORGEN) model, brigade combat teams (BCTs) would move through a series of three force pools;[492] they would enter the model at its inception, the "reset force pool", upon completion of a deployment cycle. There they would re-equip and reman while executing all individual predeployment training requirements, attaining readiness as quickly as possible. Reset or "R" day, recommended by FORSCOM and approved by Headquarters, Department of the Army, would be marked by BCT changes of command, preceded or followed closely by other key leadership transitions. While in the reset pool, formations would be remanned, reaching 100% of mission required strength by the end of the phase, while also reorganizing and fielding new equipment, if appropriate. In addition, it is there that units would be confirmed against future missions, either as deployment expeditionary forces (DEFs-BCTs trained for known operational requirements), ready expeditionary forces (REFs-BCTs that form the pool of available forces for short-notice missions) or contingency expeditionary forces (CEFs-BCTs earmarked for contingency operations).
Based on their commanders' assessments, units would move to the ready force pool, from which they could deploy should they be needed, and in which the unit training focus would be at the higher collective levels. Units would enter the available force pool when there is approximately one year left in the cycle, after validating their collective mission-essential task list proficiency (either core or theater-specific tasks) via battle-staff and dirt-mission rehearsal exercises. The available phase would be the only phase with a specified time limit: one year. Not unlike the division-ready brigades of past decades, these formations would deploy to fulfill specific requirements or stand ready to fulfill short-notice deployments within 30 days.
Overall, the Army would end up with 71 brigade combat teams and 212 support brigades, in the pre-2013 design. The Regular Army would move from 33 brigade combat teams in 2003 to 43 brigade combat teams together with 75 modular support brigades, for a total of 118 Regular Army modular brigades. In addition the previously un-designated training brigades such as the Infantry Training Brigade at Fort Benning assumed the lineage & honors of formerly active Regular Army combat brigades. In 2017 there were 31 brigade combat teams in the Active Army. Within the Army National Guard, there were to be 28 brigade combat teams and 78 support brigades. Within the Army Reserve, the objective was 59 support brigades.(39th Chief of Staff Mark Milley credits the 27th Chief, Creighton Abrams, for placing most of the support brigades in the reserve and national guard, in order to insure that the nation would use the total army, rather than only the active army alone, in an extended war involving the entire nation.)[121]:minute 42:30[634]
The Reserve component will be playing an increased role. In the Total Army, 8 ARNG divisions are to be trained to increase their readiness for Large scale combat operations,[548][408] making 58 BCTs in the Total Army in 2018,[635] and 6 SFABs in 2020.
•Transformation of the Army National Guard
•Revolution in Military Affairs
The history of the United States Army began in 1775, as part of the United States Armed Forces. The Army's main responsibility has been in fighting land battles and military occupation. The Corps of Engineers also has a major role in controlling rivers inside the United States. The Continental Army was founded in response to a need for ...
Chapter II: The Reorganization of the War Department. Several different forces produced the extensive reorganization of the War Department which was officially announced by Secretary of War Stimson on 2 March 1942. During the latter half of 1941, demands for changes in the existing organization had come from various sources and were strangely ...
