SARCA Annual Meeting

1. SARCA Annual Meeting j SARCA mission: Support Army Reserve as a vital part of the Army Develop and mentor senior AR leaders Provide forum for dialogue among senior AR leaders Strategic Initiatives Update Army Reserve Staff U.S. Army Reserve - An Operational Force

2. AGENDA • Employer Partnership Program Daniel P. Allen, GS-15/YC-03Director, Employee Partnership OfficeOffice of the Chief, Army Reservedan.patrick.allen@ocar.army.pentagon.milO:703-601-0929 • Strategy and Institutional Adaptation Dale D. FairLieutenant Colonel, StrategistInternational Strategy & Policy Division Office of the Chief, Army Reserve G-5 dale.fair@ocar.army.pentagon.mil(703) 602-3018 Office (703)587-8411 BB (540) 819-0691 Cell

3. Employer Partnership Program A shared Human Capital Strategy for the Nation Current Events • Over 650 partners to date • Data base application to assist with access, tracking and metrics • Joint operation with the National Guard • Publicizing individual success stories • Educating stakeholders: emphasize the program is not a placement agency but an enhanced job search engine • PSM shift from signing partners to strengthening relationships and assisting service members • Training and certification evaluations

4. Army Reserve Strategy j US CODE § 10102. Purpose of Reserve Components The purpose of each reserve component is to provide trained units and qualified persons available for active duty in the armed forces, in time of war or national emergency, and at such other times as the national security may require, to fill the needs of the armed forces whenever more units and persons are needed than are in the regular components. U.S. Army Reserve - An Operational Force

5. Army Reserve Vision and Mission • Vision The Army Reserve is recognized and resourced as America’s premier reservoir of shared military-civilian skills and capabilities that supports and defends the Nation. • Mission The Army Reserve provides trained, equipped, and ready Soldiers and cohesive units to meet global requirements across the full spectrum of operations. CAR approved 18 Mar 09

6. ACP 2009 Strategy Map

7. How we integrate with the ACP

8. Four Army Core Enterprises Services & Infrastructure Readiness Human Capital Materiel Army Reserve Enterprise HQDA (Secretariat + ARSTAF) Army Reserve Enterprise Board BG Purser Mr. Lawkowski BG Buchanan Mr. Williamson Mr. Snyder Strategic (OCAR ACAR) Future Requirements Policy Formulation Acquisition Strategy Development PPBE Services & Infrastructure Readiness Materiel Human Capital Army Reserve Enterprise Army Enterprise MG Sholar Operational (USARC DCG) Individual and Unit Mobilization Command of all CONUS Army Reserve Units Resource, Logistic, and Personnel Management Training and Readiness Management DSCA 8

9. Army Reserve Institutional Adaptation What are we trying to accomplish? Align functions, processes, and working relationships across the OCAR and USARC in order to most efficiently and effectivelygenerate Army Reserve trained and ready forces within available resources. Why are we trying to accomplish this? Institutional functions and processes within OCAR and USARC are not aligned to support the rotational readiness requirements of an operational Army Reserve during a period of persistent conflict. 9

10. Strategic (OCAR ACAR) Future Requirements Policy Formulation Acquisition Strategy Development Oversight PPBE Services & Infrastructure Readiness Materiel Human Capital Army Reserve Enterprise Operational (USARC DCG) Command of all CONUS Army Reserve Units Individual and Unit Mobilization Resource, Logistic, and Personnel Management Training and Readiness Management MSCA Objective: Efficient Delivery of Outputs Nested Army Reserve Enterprise HQDA (Secretariat + ARSTAF) Army Enterprise Trained and Ready Forces for the Combatant Commanders Objective: Effective Delivery of Outcomes ARFORGEN Services & Infrastructure Personnel Readiness Materiel 10

11. Questions