This practice survives because few commanders command long enough to reckon with the fall out of this behavior. Some units go even further to avoid an unbecoming R-level, displacing maintenance (and therefore readiness) in the process. 1 AR 525–30 Army Strategic Readiness This new Department of the Army regulation, dated 3 June 2014-- o Institutionalizes the fundamentals of Army Strategic Readiness (throughout). To reduce goal displacement, one must close the gap between the stated goal of readiness and the metrics used to measure it. Lastly, lengthening the periods that commanders command to thirty-six months or longer has the potential to preempt the short-termism USRs engender. Self-righteous blame invites obstinate defense, and both are obstacles to productive discussion. To recover from training rotations requires the deliberate deadlining and coding out of equipment, processes that, for a host of good reasons, require time. Search: View Section 508 Version. 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. A cannibalized high mobility multipurpose wheeled vehicle (HMMWV) sits next to other HMMWVs awaiting repair. The resultant amalgam of definitions cripples the military bureaucracy’s ability to manage. The same practice might be employed to adjust the MTOE. The need for quantifying readiness will never go away, nor should it. We have ongoing work assessing DOD’s progress in achieving its overall readiness goals in each of five warfighting domains: ground, sea, air, … A second obvious objection to unit partial authorship of either MTOE or pacer designation might read as follows: every unit setting its own standard reduces the term “ready” to something just shy of meaningless as each unit proffers its own (perhaps self-serving) definition. Subject memorandum directed the U.S. Army Concepts Analysis Agency to develop an expert system to advise on the assignment of equipment readiness codes (ERC). When handled properly, issues identified during recovery take weeks if not months to resolve. Office of the Secretary of Defense, “Summary of the 2018 National Defense Strategy of the United States of America” (Washington, DC: Department of Defense, 2018), 7, accessed 24 June 2020, Stephen Townsend et al., “Reinvigorating the Army’s Approach to Command and Control: Leading by Mission Command (Part 2),”. SUBJECT: Army Directive 2019-17 (Changes to the Soldier and Family Readiness Group Program) personnel, including single Soldiers and their Families, into … The massive effort units expend to reach the highest levels of readiness on USRs would therefore more efficiently ready them. Figure 2. According to regulation, for a piece of equipment to be fully mission capable, it must pass a “preventative maintenance checks and services” inspection without failing a single “not ready if” bullet. This way, the digital database through which parts are ordered reports only one broken tank, instead of five or six per company. The U.S. code, having defined readiness, outlines how it ought to be reported. A maintenance section in an armored formation, for example, might report only a single inoperable tank despite several others being broken. The Army would thus have to maintain a high but passable bar for what equipment supports only existing mission essential tasks. Rather than empowering them to “subjectively upgrade” overall readiness ratings (as AR 220-1 does now), which obscures rather than resolves metric fixation, reporting units ought have a larger role in the selection of what metrics capture readiness on the ground.22, Figure 3. Leadership routinely forgets which widget was ordered for which unreported tank, resulting in redundant orders, lost parts, and inevitably, toothless tank companies. It also enjoys a vociferous booster in the Government Accountability Office (GAO). Most obviously, the fragility and frequency of the USR discourages innovation, or “disciplined initiative,” and its twin, “risk acceptance,” that might otherwise increase readiness. Commander’s Unit Status Report Metrics (Figure from Army Regulation 220-1, Army Unit Status Reporting and Force Registration—Consolidated Policies, 15 April 2010, https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/r220_1.pdf) The dearth of innovation at the top of the Army’s food chain has received due attention, perhaps most famously from former Lt. Col. Paul Yingling in a 2007 article.18 But metric fixation so deadens innovation at the tactical level that it is no surprise little rises to the level of strategy. Washington, DC . The U.S. Army has rewritten Field Manual 7-22, Physical Readiness Training as FM 7-22, Holistic Health and Fitness (H2F). Leaders must document catastrophic damage, officers investigate it, logisticians review it, and property book officers direct replacements. 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. Related to goal displacement is short-termism. 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 Thus, command-and-control vehicles rust in the motor pool while twenty directionless anti-tank trucks roam the battlefield, but as far as the USR is concerned, the unit is combat ready. to learn about the U.S. Army initiatives. SFRG Regulations. This sanitized approach obfuscates the manipulation that can and does occur to ensure these basic fractions yield figures between .9 and 1.00. Permitting divisions or brigades some role in the authorship of their MTOEs would better marry MTOE materiel with the needs of the unit. Mission. 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. Recall that S-level measures what equipment units have on hand against what the MTOE dictates they should have. The Army Readiness Assessment Program is a web-based initiative designed to help commanders understand and evaluate their unit’s safety climate and culture. The numerator is what appears on the unit’s property books; it is a digital record of equipment existent for that unit.8, The denominator for equipment readiness is what is on hand, and the numerator is the quantity tracked as “fully mission capable” in the Army’s digital maintenance records. Musculoskeletal (MSK) injury is the leading cause of medical non-readiness in the Army. 2 The average number of limited duty days per injury was thirty seven. Of the negative consequences Muller inventories, the USR most obviously induces the following in reporting battalions across the Army: goal displacement, short-termism, time burdens, innovation aversion, and degradation of work.10. But inevitably, well-meaning authors of MTOE at Training and Doctrine Command (TRADOC) as well as the approval authority at the Deputy Chief of Staff G-3/5/7 office either include too much or too few of any given item in view of the unit’s assigned mission. As Leonard Wong and Stephen Gerras wrote in the 2015 report Lying to Ourselves: Dishonesty in the Army Profession (from which this piece draws much), “with such a strong self-image and the reinforcing perspective of a mostly adoring American society,” Army leaders often “respond with indignation at any whiff of deceit.”20 Discussions thus falter before they begin as all retreat to their respective corners. The DRRS-A readiness data in turn comes from unit status reports (USR) provided by BCTs’ constituent battalions. David Barno and Nora Bensahel, “Three Things the Army Chief of Staff Wants You to Know,” War on the Rocks, 23 May 2017, accessed 3 June 2020, Paul Yingling, “A Failure in Generalship,”, George F. Kennan, “America’s Administrative Response to Its World Problems,”. The time burden shrinks as reporting grows less frequent. A leader with more time in the driver’s seat similarly plans for the longer term. How to negotiate a balance between the dual risks of harmful standardization and unmanageable chaos is explored deeply in the book Seeing Like a State by James C. Scott. This signals strongly to me that these issues are unfortunately not limited to a single formation. To view Army Regulation 220-1, Army Unit Status Reporting and Force Registration—Consolidated Policies, visit https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/r220_1.pdf. Short-termism similarly dominates the measured area of equipment on-hand. 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. Examples are ubiquitous in the measured area of equipment readiness. Enlarge the figure. Similar to the tank example above, battalion maintenance sections cannibalize long-suffering vehicles in order to repair newly downed pacers before the reporting windows close, resulting in what the aviation community calls “hangar queens”—sacrificial vehicles used as spare-part trees. The accessibility of hard numbers and their simplicity render the military’s sprawling bureaucracy manageable. The issue is that pacer OR rates are poor indicators of readiness and not just because serviceability rates lend themselves to manipulation. This reporting labyrinth obscures what anyone who has compiled a USR knows: unit status reports are deeply flawed. Units do so both because of the quick turnaround (one need not wait for a part to arrive from a distant depot if one rips a part off of a neighboring truck), and also because if the maintenance section need not order the part, it need not report the truck as broken, which would spare the USR. åܛw眉?+¶œs.µƒ¡£¡ˆ: l&° ”àè #0)‚HÂccMý40A@åfbpH¿fàa`Ú¨3ÁrÚ'Ï-i ¡l÷ŸàÈáVÒ¹Á2@š‡Áñ*XœùªfX±'@€ Úlz The bedrock of Army morale—the nobility of its mission—crumbles as the mission is reduced to a series of reported fractions. Army Readiness Guidance 2016-2017; Army Regulation 525-30, Army Strategic Readiness; Related STAND-TO! Enlarge the figure. o Contains extensive information regarding Army Strategic Readiness and how it is reported, prepared, reviewed, and submitted (throughout). With uncanny unanimity and precision, leaders have echoed these concerns. Just as reporting units have unique insight into what equipment most contributes to their mission in the case of pacers, so too do they have a strong understanding of what type and quantity of equipment they use to fulfill their missions. : Army Readiness Guidance; Subscribe to STAND-TO! One risk of such a practice would be mission creep. 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. Reference memorandum, DAMO-0DR, 19 October 1987, SAB. A 2016 GAO report typifies its argument for hard numbers and the tongue-clicking that ensues when results are insufficiently quantified: “The services have not fully established metrics that the department can use to oversee readiness rebuilding efforts and evaluate progress toward achieving the identified goals.”5 Testimony from the GAO in February 2020 sustains this tone, lauding the Department of Defense’s progress as it develops “metrics to assess progress toward readiness recovery goals that include quantifiable deliverables at specific milestones [emphasis added].”6, 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. Units delay reporting because it reduces the amount of time the vehicle is deadlined, thereby decreasing the likelihood it is deadlined during a USR reporting window. And all of the above empower leaders and soldiers within reporting units. But the price of that due diligence is at times one, if not several, unfavorable USRs, and units are too often unwilling to pay. Only strict standardization renders the force legible, whether to the Pentagon or to Congress. 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. Often, under pressure to produce short-term results, commanders undermine or outright dismantle systems designed to sustain readiness in the long view because those systems do not move at the speed of the USR. Leaders can increase readiness by talking about the connection of sleep, activity, and nutrition to prevent musculoskeletal injuries. It importantly also reduces the opacity of the military to oversight entities like the House Armed Services Committee’s Subcommittee on Readiness. 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). Lastly, least measurable (and therefore, from a metric-intensive perspective, least credible) but just as tragic is what Muller calls the degradation of the work. This paradox, wherein organizational obsession with quantifying results corrupts them, is what historian Jerry Z. Muller has called “metric fixation.”2 The corruption in the case of readiness reporting takes many forms: the displacement of actual readiness with empty numbers, short termism among commanders and their staff, the collapse of innovation, the burning of endless man hours, and the hemorrhaging of job satisfaction. 2. The US Army’s premier multimedia organization that focuses on advancing the ideas and insights military professionals need to lead and succeed. The frequency and high stakes of USRs demand of battalion and brigade staffs days of data compilation that might otherwise be spent planning training. Muller has summarized the damage done by quarterly earnings “hysteria” to long-term strategy in the financial sector, and the same basic critique applies to the Army.25 Less frequent reports would permit units some actual recovery periods between training events without the disincentive of ugly USR reports. The goal of reporting a healthy pacer OR rate has displaced the goal of being ready. The Army has undertaken a variety of efforts since 2016 to prepare for potential large-scale combat operations against major adversaries. In a series of articles this past summer, Gen. Stephen Townsend and his three coauthors called for a reinvigoration of mission command, the Army’s allegedly faltering approach to command and control. There is no great advantage to monthly reports but many costs, only some of which have been discussed. It provides policies and procedures for private organizations operation on Department of the Army installations. 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. Capt. SUBJECT: Equipment Readiness Code Rule System 1. 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. Battalions, desirous of reporting themselves ready, consequently prioritize pacer maintenance. Those leaders would certainly tolerate more programmatic maintenance. Short-termism. 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. As the metrics employed by USR gravitate closer to actual drivers of readiness, the risk of the former displacing the latter would necessarily decrease. In 2011, Congress established the readiness reporting requirement and defined readiness in the first paragraph of 10 U.S.C. Innovation aversion, time burdens, and degradation of work. So, instead of stacking structural incentives impossibly high, diametrically opposing the integrity of the individual, and then blaming the individual for systemic failure, the resolution lies in structural reform. The risk of innovation lessens, and innovation’s long-term benefits assert themselves. readiness in accordance with the requirements stipulated in Army Regulation (AR) 220-1 (Army Unit Status Reporting and Force Registration - Consolidated Policies), and the Leader’s Guide to Objective Assessment of Training Proficiency.17 The Army G-3/5/7 published the Leader's Guide in 2017 as the interim authority for CUSR Objective T- The above temporal fixes reduce short-termism. Check it out. § 117. Such cannibalized vehicles or other pieces of equipment are sometimes used to skew unit readiness reporting requirements and mask unit logistical and materiel deficiencies. Staffs will in turn direct battalions to give away needed equipment that will soon be on their MTOE simply because in that month the item is technically excess. Applicability. According to The Army Strategy, the Army projects that it will reach its readiness goals by 2022, at which point its priority is expected to shift to modernization. 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. To critique metric fixation is not, as Muller repeatedly disclaims, to protest the use of metrics altogether. The top priority for Army leadership is readiness. Contact Us | 913-684-2127. For example, a battalion may have twenty anti-tank vehicles, all of which are pacers, but only two command-and-control vehicles, neither of which are pacers. The unfortunate truth of the report, and others like it, is that it substantiates its findings with data from the Department of Defense Readiness Reporting System-Army (DRRS-A). In it, Scott relays among many examples the challenge Napoleonic France faced as it sought to standardize myriad local measurement codes: “Either the state risked making large and potentially damaging miscalculations about local conditions, or it relied heavily on the advice of local trackers—the nobles and clergy in the Crown’s confidence—who, in turn, were not slow to take full advantage of their power.”23 Scott notes attempts to strike the balance, such as those by Deputé Claude-Joseph Lalouette, failed to win requisite support for fear of too empowering the landowners.24 This concern does not apply to the question of readiness reform, for instead of thousands of landowners with ulterior motives, the Army needs to only solicit input of several dozen BCTs supportive of its mission. Ready and Resilient (R2) is the Army's strategy for strengthening individual and unit Personal Readiness and fostering a culture of trust. This adverse effect of metric fixation runs precisely contrary to the stated 2018 National Defense Strategy, which emphasizes a pivot toward long-term readiness.15. Meanwhile, armament sections learn not to order parts for broken machine guns until after USR reporting windows close, delaying weapons repair by months to avoid flagging them as inoperable. The pacer OR rate is therefore in theory a reliable measurement of a unit’s ability to fulfill its mission, and it enjoys weight in the overall R-level calculus. Military Operations . Would-be innovators are told instead to wait until their career’s distant future when, if they perform well enough, they might enjoy influence over the stratospheric decisions that inform doctrinal questions, MTOE, USR, or otherwise. Army OneSource is a single web portal providing important, credible and up-to-date information in one location for Army Soldiers and Family Members to access at any time of day, regardless of component or geographical location. Army mobilization is the process of bringing the Army to a state of readiness for war, contingency, or national emergency. As units and their commanders acquire more influence over what the Army deems essential, they may functionally invent mission essential tasks to warrant desired widgets, bringing at times anomalous personal experience in contest with doctrine. Across all types of equipment, leadership rushes repair jobs or seeks out the easiest fix, undermining long-term serviceability and sometimes further damaging the equipment in the process. In his previous assignment, he completed a tour in Germany, during which he served twenty-four months as a troop executive officer with 1st Squadron, 91st Cavalry Regiment, 173rd Infantry Brigade Combat Team (Airborne). The resultant percentage is often called the operational readiness rate, or OR rate.9. tional Guard are governed by regulations issued by the Chief, National Guard Bu-reau consistent with Chief, National Guard Bureau’s authorities under 32 USC 110, 10 USC 10503, and DoDD 5105.77. This is a revised regulation. But because pacers enjoy disproportionate weight in the USR, any self-interested battalion prioritizes the maintenance of the twentieth pacer over the first command-and-control truck. * Establishes the family readiness group as an official Army program, established in accordance with AR 600-20, to provide activities and support that encourages self … The denominator for equipment on-hand is what the Army has decided that a reporting unit must have, recorded in what is formally known as the modified table of organization and equipment (MTOE). 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. Goal displacement. Robert K. Merton, a founding father of sociology, defined goal displacement as when “an instrumental value becomes a terminal value.”11 Professors W. Keith Warner and A. Eugene Havens elaborated in a seminal 1968 article that among goal displacement’s chief causes were “records and reports submitted to other echelons of the organization or to the sponsors, the public, or clients. These tend to report concrete ‘statistics,’ or case examples, rather than intangible achievement.”12 This academy-speak might translate into military-speak by simply saying that the USR makes the Army a self-licking ice cream cone. Readers remain while desperately needed high frequency radios or infrared optics disappear cannibalized high multipurpose! Because weapons aren’t being transported the right way the anonymous successor process cuts out the of! Readers remain while desperately needed high frequency radios or infrared optics disappear the of... 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