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PDI Army Day May 27, 2009

PDI Army Day May 27, 2009. Agenda. Today’s Dynamic Environment Army Enterprise Management FM Enabling Systems FM Career Field Closing Thoughts. Our Dynamic Environment. Economic Pressures Financial crisis Housing crisis Unemployment Recession New Administration

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PDI Army Day May 27, 2009

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  1. PDI Army DayMay 27, 2009

  2. Agenda Today’s Dynamic Environment Army Enterprise Management FM Enabling Systems FM Career Field Closing Thoughts

  3. Our Dynamic Environment • Economic Pressures • Financial crisis • Housing crisis • Unemployment • Recession • New Administration • Change in strategic direction for the Nation • Change in strategic direction of wars • Political leadership in transition • New Direction to Army • Restructured modernization plans • In-sourcing • BRAC • BCT formations • Institutional adaptation

  4. Army Global Commitments SOUTH KOREA 17,000 SOLDIERS (Part of AC Station Overseas) Alaska 12,000 Soldiers USAREUR 46,000 SOLDIERS OEF- AFGHANISTAN 25,000 SOLDIERS BOSNIA 30 SOLDIERS HOMELAND SECURITY 6,000 SOLDIERS (RC Mobilized Stateside) OIF - IRAQ 111,000SOLDIERS OEF- PHILIPPINES 250 SOLDIERS KFOR 1,400 Soldiers JTF-GTMO 600 SOLDIERS OTHER OPERATIONS & EXERCISES 1,620 SOLDIERS HONDURAS JTF-BRAVO 500 SOLDIERS MFO 1,000 SOLDIERS OIF - KUWAIT 13,500 SOLDIERS QATAR 1,500 SOLDIERS JTF- HOA 800 SOLDIERS 230,000SOLDIERS DEPLOYED/“FORWARD STATIONED” IN NEARLY80 COUNTRIES OVERSEAS*INCLUDES AC STATIONED OVERSEAS

  5. Funding Snapshot – Base and Supplemental ($B) OEF OIF Modularity GTA Surge $220 $252 $231 $225 $167 $176 $88 $123 $137

  6. FY10 BudgetFunding Army Imperatives SUSTAIN Momentum maintained, but growth capped at 547.4K / 205K / 358.2K Family and Wounded, Ill & Injured (WII) programs are fully funded PREPARE Given Overseas Contingency Operation (OCO) funding, Army will meet requirements of current demand RESET OCO funding sustains effort; concern is future base budget pressures from non-program of record equipment (primarily MRAP & COMMS), drawdown in Iraq, and uncertainty of supplemental-to-base strategy TRANSFORM Redirection of modernization; revised plans will impact near-term requirements (stationing, facilities, acquisition programs)

  7. PBR 11-15 Guidelines & Objectives • Develop concept for Army of 21st century • Engage and understand COCOM requirements to better address needs • Address all statutory, legislative, programmatic and budgetary requirements • Adjust programs to reflect PB10 force structure changes and internal Army decisions • Integrate Core Enterprises into the planning and programming process • Fully fund military personnel • Minimize FY11 year-of-execution bills • Complete all MILCON program adjustments within current FY funding levels • Reform procurement and modernization programs; integrate new Army Modernization & Equipping Strategy • Be prepared to integrate QDR decisions

  8. The Quadrennial Defense Review (QDR) • Objective: Provide a strategic direction that supports the National Defense Strategy (NDS) -- looks out 20 years • Possible Outcome: Develop a force-sizing construct and long-term Defense strategy • Army Success in the QDR = Ground force sized, trained and equipped to support the NDS • Five issues that the QDR will examine: • Irregular Warfare & Civil Support Abroad • High-End Asymmetric Threats • Civil Support in the Homeland • Global Posture • Business Practices and Cost Drivers (includes in-sourcing) • Timeline: Major programmatic issues to be completed by 1 August and remaining policy questions to be included in the written QDR report due to Congress prior to President’s Budget submission (Feb 2010)

  9. Enterprise Management • FM Roles include: • Integration of the PPBE process • Establishment of a cost culture • Establishing & monitoring budget performance metrics G3 FORSCOM USAR ARNG G1 HRC TRADOC G4 AMC ASA(ALT) ASA(I&E) ACSIM CIO/G6 IMCOM MEDCOM CE – Core Enterprise Reform Requirements & Resource Processes Improve ARFORGEN Adopt an Enterprise Approach

  10. Instilling a Cost Culture • A cost culture • Connects costs and operational output/performance data • Provides economic reality for business and operational situations • Provides analysis of current output/performance and cost, enabling immediate action; and annualized output/performance and cost that informs leadership decision making • Institutionalizing a cost culture requires change to three major business components of Army resource management: • personnel & career development • processes • systems & technology

  11. Enabling Systems • DIMHRS • Change in Development Strategy • 16 Jan 09 Deputy Secretary of Defense memorandum • BTA completes “core” system (Aug 09) • Services build-out from BTA-developed “core” system • Personnel Community taking responsibility for Human Resources, including pay • GFEBS • Enterprise Resource Planning (ERP) system that will subsume more than 80 legacy systems • Single system allowing the Army to fully assess performance and cost; effective decision support tool • First fielding successfully deployed

  12. BC 36 & CP 11 10.4K Civilians 6.2K Soldiers 16.6K Professionals • Successful BC36 Merger • Force Design Update –Key (CSL) Billets • Corps / Division G8s currently in staffing • Special Troops Battalion Command & Key Staff Coded 36/42 • Size of CP 11 career field will remain fairly stable with potential for limited growth as cost culture and enterprise management develops • Technological changes, together with the enterprise approach will surely impact CP 11 • Be prepared and seize opportunities afforded our community

  13. Closing Thoughts • FM support must adapt as Army changes • FM challenges will grow as funding declines • As challenges grow, so will opportunities for the FM community • Commanders will lean on your expertise to acquire funds, understand costs and enable the mission Your role in FM is more important now than ever

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