Military Operations

Force Generation – Sustainable Readiness

By Order of the Secretary of the Army:

JAMES C. MCCONVILLE
General, United States Army
Chief of Staff

Official:

KATHLEEN S. MILLER
Administrative Assistant
to the Secretary of the Army

History. This publication is a major revision.

Summary. This regulation updates Army policy for planning, coordinating, and executing the Force Generation of ready and responsive Army forces using a Sustainable Readiness doctrine. It introduces the Sustainable Readiness Process, used to plan for and synchronize unit resourcing, readiness, and employment in support of Joint and Army requirements, and describes new models for managing force and unit readiness. This regulation establishes the basis for control of unit resourcing and readiness forecasting and decision-making within the Department of the Army and its major subordinate commands, and is intended to evolve as Force Generation processes and procedures mature. This regulation implements guidance available in DODDDODDDepartment of Defense directive 5100.01.

Applicability. This regulation applies to the Regular Army, the Army National Guard/Army National Guard of the United States, the U.S. Army Reserve, and Department of the Army Civilians, unless otherwise stated.

Proponent and exception authority. The proponent of this regulation is the Deputy Chief of Staff, G-3/5/7. The proponent has the authority to approve exceptions or waivers to this regulation that are consistent with controlling law and regulations. The proponent may delegate this approval authority, in writing, to a division chief within the proponent agency or its direct reporting unit or field operating agency, in the grade of colonel or the civilian equivalent. Activities may request a waiver to this regulation by providing justification that includes a full analysis of the expected benefits and potential risk, and must include formal review by the activity's senior legal officer. All waiver requests will be endorsed by the commander or senior leader of the requesting activity and forwarded through their higher headquarters to the policy proponent. Refer to AR 25-30 for specific guidance.

Army internal control process. This regulation contains internal control provisions in accordance with AR 11-2 and identifies key internal controls that must be evaluated (appendix B).

Supplementation. Supplementation of this regulation and establishment of command and local forms are prohibited without prior approval from the Deputy Chief of Staff, G-3/5/7 (DAMO-TR), 400 Army Pentagon, Washington, DC 20310-0400.

Suggested improvements. Users are invited to send comments and suggested improvements on DA FormDA FormDepartment of the Army form 2028 (Recommended Changes to Publications and Blank Forms) directly to the Deputy Chief of Staff, G-3/5/7 (DAMO-TR), 400 Army Pentagon, Washington, DC 20310-0400.

Committee management. AR 15-1 requires the proponent to justify establishing/continuing committee(s), coordinate draft publications, and coordinate changes in committee status with the US Army Resources and Programs Agency, Department of the Army Committee Management Office (AARP-ZA), 9301 Chapek Road, Building 1458, Fort Belvoir, VA 22060-5527. Further, if it is determined that an established "group" identified within this regulation, later takes on the characteristics of a committee, as found in the AR 15-1, then the proponent will follow all AR 15-1 requirements for establishing and continuing the group as a committee.

Distribution. This publication is available in electronic media only and is intended for the Regular Army, the Army National Guard/Army National Guard of the United States, and the U.S. Army Reserve.

*This regulation supersedes AR 525-29, dated 14 March 2011 and AD 2016-05, dated 11 February 2016.

The following section describes roles and responsibilities for SECARMYSECARMYSecretary of the Army directorates, Army Staff elements, Army com-mands (ACOMs), Army service component commands (ASCCs), and other units involved in Force Generation and SR. Roles and responsibilities will be addressed in greater detail at the tactical (see chap 4), operational (see chap 5), and strategic (see chap 6) levels. Though this list of responsibilities is comprehensive, it is not exhaustive.

SRP focuses on the prepare (Phase II) and execution (Phase III) phases of the Army’s Force Generation process while it informs, synchronizes, and integrates all four phases. SR is tied closely to complementary Joint and Army processes in-cluding, but not limited to, the PPBEPPBEPlanning, programming, budgeting, and execution process, the Defense Acquisition System, the Joint Capabilities Integration and Development System (JCIDSJCIDSJoint Capabilities Integration and Development System), Business Capability Acquisition Cycle, the GFM process, the Army Command Plan De-velopment process, Army Strategic Readiness process, the SRP, and ASRP. In execution, the SRP's purpose is to build and maintain ready and responsive forces that can meet the current planned requirements (GFMAP) of the CCDRs, while maintaining the ability to meet contingency requirements. To accomplish this purpose, SR develops Readiness Objectives based on forecasted readiness requirements, initial readiness strategy, and assessment of the Current Force Projected and Achieved Readiness. It informs the prioritization and allocation of readiness resources across all Army Forces to achieve the Army's desired readiness end state for the Program Force. For the Current Force (current Fiscal Year + 1 year), HQDA prioritizes resources, makes policy adjustments, and other efforts to enable the Army Force Providers FORSCOMFORSCOMU. S. Army Forces Command, USASOCUSASOCUnited States Army Special Operations Command, ARNGARNGArmy National Guard, USARUSARUnited States Army Reserve), ASCCs, and DRUs). These actions include, but are not limited to, re-distribution of resources in the execution year through such forums as the Budget Requirements and Program Process (BRP), the Army Equipping Conference (AEC), (formally known as the Army Equipping Reuse Working Group (AERWG)), the Army Strategic Read-iness Assessment (ASRA) process, and the mid-year Review. Many of the Army's logistic, medical, civil affairs and mil-itary information support operations enablers do not reside in the Regular Army (RA) or are of limited quantity. Thus, the Army is dependent on reserve formations for meeting contingency demands supporting early entry and theater shaping requirements. SR uses a model for generating required RA and RC capabilities necessary to respond to contingencies at an appropriate level of risk. The model is not directive to a specific component or generation cycle, but necessary to inform resourcing and risk mitigation decisions at the Army level at the SRC level of coordination. Components maintain UICUICUnit identification code specific and SRC management flexibility to meet HQDA directed Readiness Objectives for component specific require-ments to build and maintain readiness for low density capabilities, RC unique or high demand early entry capabilities such as Theater Signal Commands, Seaport Operating Companies or Field Hospitals, respectively.

The SRP is intertwined with existing Department of Defense, OSDOSDOffice of the Secretary of Defense, Joint Staff, and HQDA processes. Additionally, this connection affects Army enterprise wide systems and requires constant input and feedback. The Army Commands (such as FORSCOMFORSCOMU. S. Army Forces Command), ASCCs (such as, USAREUR), the USARUSARUnited States Army Reserve, the Army National Guard, and Department of the Army direc-torates and agencies all contribute along with the CCMD, USASOCUSASOCUnited States Army Special Operations Command, Joint Staff and OSDOSDOffice of the Secretary of Defense. SR informs, synchronizes, and integrates existing Army and departmental processes through effective governance to achieve maximum readiness and, in the near future, becomes Global Force Information Management (GFIM) compliant through using the Army Force Gen-eration Synchronization Toolset (AST).