army readiness regulation

These monthly campaigns see much-needed equipment transferred off the property books while supply teams bloat books with obsolete or unused equipment in order to meet MTOE quotas. This distrust is not lost on those soldiers, and it invites them to respond in kind. AR 210-22, Private Organizations on Department of the Army Installations [6/8/2005] This Army Regulation replaces AR 210-1, which was rescinded in 1998. Units dedicate time and effort to acquiring items they do not need in order to meet MTOE quotas, even with the knowledge that the obsolete equipment will fall off the MTOE the following fiscal year. SUBJECT: Army Directive 2019-17 (Changes to the Soldier and Family Readiness Group Program) personnel, including single Soldiers and their Families, into … Innovation aversion, time burdens, and degradation of work. The various forms of appeal, whether an “operational needs statement” or a “reclamation,” prove so cumbersome and lengthy that staffs rarely pursue them except in the direst cases. The audit’s resultant report was, on the whole, positive. The impetus to explore the USR’s shortcomings comes from my experience working twenty-four months as a troop executive officer. Check it out. Muller defines short-termism in The Tyranny of Metrics as “diverting resources away from their best long-term uses to achieve measured short-term goals.”14 And because USR reports recur for battalions monthly, they disrupt long-term strategies for the maintenance, acquisition, and retention of equipment in pursuit of a good monthly read. The ranking in each category is uniform and numeric: a level “1” (such as an R-1) indicates the highest readiness level in that measured area, and a “4” the lowest (such as R-4).7, Figure 1. g. U.S. Army Family Readiness Support Assistant (FRSA) Resource Guide, Edition 1, 2007. h. DoDI 1342.22, Military Family Readiness, 11 April 2017. i. The following argument represents that single, tactical perspective on the problem, but I derive confidence in it from lengthy discussions and review with tactical and operational leaders across every type of BCT in multiple combatant commands. As George Kennan wrote in 1958 when discussing the expanding administrative state and its managerial malaise, The premium of the individual employee will continue to lie not in boldness, not in individuality, not in imagination, but rather in the cultivation of that nice mixture of noncontroversialness and colorless semicompetence that corresponds most aptly to the various banal distinctions of which, alone, the business machine is capable.21. It provides policies and procedures for private organizations operation on Department of the Army installations. In view of the above, Army Regulation (AR) 220-1, Army Unit Status Reporting and Force Registration—Consolidated Policies, endows the USR with an unsurprisingly quantitative structure. 2. Short-termism. It establishes procedures for conducting a Soldier Readiness Program (S RP), in order to process soldiers and Department of the Army civilians for deployments/movements under the SRP. It is the work of real readiness. Decreasing the frequency of USRs to a biannual or even annual iterations would also assuage many of its ill effects. These materials were developed based on Army regulation and guidance, and research on separation and combat deployments. In theory, MTOE captures all that a unit needs to fulfill its mission. He holds a BS from the U.S. Military Academy at West Point. The U.S. Army has rewritten Field Manual 7-22, Physical Readiness Training as FM 7-22, Holistic Health and Fitness (H2F). Company commanders reported in a 2019 RAND study that they devoted a full 15 percent of their time to “tracking readiness,” second only to USR-adjacent “equipment maintenance and accountability.” Both outstripped the 13 percent of each quarter commanders professed dedicating to “unit-specific training.” Ironically, soldiers shared that a common means of coping with the time burden was to report readiness metrics inaccurately (see figure 3).19 This spells doom for mission command’s “shared understanding,” as staffs and commanders dedicate to data’s collection and grooming the attention that mission orders desperately need. Publication Number: AE REG 600-8-101 Publication Date: 6/9/2008 Title: Army in Europe Soldier Readiness Program Status: CURRENT Unit of Issue (U/I): WEB Security Classification: Agency: USAREUR Proponent: Office of the Deputy Chief of Staff, G1 Prop Office Symbol: PIN: 1000325 Web Footnote: Authorization for Obsolescence: 6/9/2008 But unless the USR undergoes reform, it will neither ready us nor convey how ready we are, to the public or ourselves. To view Army Regulation 220-1, Army Unit Status Reporting and Force Registration—Consolidated Policies, visit It starts in the unit area.”16 In doing so, they echoed the chairman of the Joint Chiefs of Staff, Gen. Mark Milley, who in 2017 called for mission command’s practice “even on daily administrative tasks you have to do in a unit area.”17 Unfortunately, the USR, perhaps the Army’s most quotidian administrative garrison task, plays something of a perfect foil to mission command. Musculoskeletal (MSK) injury is the leading cause of medical non-readiness in the Army. The Army would thus have to maintain a high but passable bar for what equipment supports only existing mission essential tasks. The need for quantifying readiness will never go away, nor should it. Leadership routinely forgets which widget was ordered for which unreported tank, resulting in redundant orders, lost parts, and inevitably, toothless tank companies. 2 The average number of limited duty days per injury was thirty seven. But to understand the scope of the harm, one must first understand the desired end (in this case, readiness) and the metrics used to measure it—the USR and its components. A first step toward this end would be to better incorporate the judgment of reporting leadership, those closest to the capabilities of their formations. The effects of those flaws are twofold: USRs not only fail to capture the readiness of reporting units, but they also actually harm the readiness of reporting units. With uncanny unanimity and precision, leaders have echoed these concerns. If we take readiness to be the Army’s number one priority (or goal), then goal displacement is the most pernicious consequence of the USR as it definitionally displaces readiness. Yet another painful example of goal displacement induced by USR involves what regulation calls “pacing items.” AR 220-1 defines pacing items (colloquially called “pacers”) as “major weapon systems, aircraft, and other equipment items that are central to the organization’s ability to perform its designated mission.”13 A pacer for a medical unit might be a field litter ambulance; for a cavalry squadron, it might be its anti-tank missile systems and the vehicles on which they are mounted. A less frequent USR disrupts long-term planning less frequently. It comprises four measured areas: personnel (the P-level), equipment on-hand (the S-level), equipment readiness (the R-level), and the unit training proficiency (the T-level) (see figure 1 and figure 2). Any system “shall measure in an objective, accurate, and timely manner.”4 The verb of choice in this sliver of code is “measure,” trotted out no fewer than seven times over two paragraphs. In pursuit of a high S-level, units forsake actual equipment needs for a good report. Leaders must document catastrophic damage, officers investigate it, logisticians review it, and property book officers direct replacements. The Army defines readiness as the capability of its forces to conduct the full range of military operations, including the defeat of all enemies regardless of the threats they pose. The reform, not the scrapping, of reporting metrics and structure, promises a reduction in goal displacement, short-termism, innovation aversion, time burdens, and degradation of work. 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