The Army's Sustainable Readiness Model

Sustainable Readiness Model The United States Army has been in constant conflict since September 11, 2001. It is currently drawing down its forces but at the same time needs to prepare for an increasingly unpredictable future. The readiness models of the past are not able to provide the level of readiness and flexibility needed in the future with the combination of less troops and continued operations around the world. To ensure we maintain an effective fighting force we will need the new readiness model to maintain our current capabilities and allow enough flexibility to deal with any unforeseen future missions. SRM’s goal is to keep a higher rate of readiness by using our reserve components and resources more efficiently. By switching

The Army reassessed the future needs of the nation and the role it would play. The nation needs a more flexible streamline fighting force able to operate simultaneously around the globe. SRM is that model. SRM adjusts the Army’s readiness cycle and plans to operate at a 66% combat readiness rate (by 2023) whereas the ARFORGEN model was closer to 33% (Feickert, 2017). Under the SRM, there will be not fixed cycles but rather three descriptive modules. The mission module means the unit is fully maned, equipped, and trained. These units have an ordered mission and are immediately ready to conduct decisive action defined as "the continuous, simultaneous combinations of offensive, defensive, and stability or defense support of civil authorities' tasks” (Feickert, 2017). The next module in SRM known as the ready module is identical to the mission module except for the fact that the unit currently does not have a mission. The final stage in SRM known as the prepare module means the unit is not ready for a mission and is currently rebuilding to an acceptable mission

First off the army plans to stabilize it manning to avoid sudden changes to the readiness of a unit. SRM seeks to more seamless integrate reserve components. The Army Reserve is currently involved in a three-year study program called the Associated Units Pilot Program. It will attach reserve personnel to active units to the point where the reserve personnel will wear the shoulder insignia of the active duty unit. The intent is to increase the overall proficiency of reserve components. SRM will lessen the swings in unit manning by increasing the total army efficiency by increasing the availability and efficiency of the reserve components. The Army though implementation of SRM is cracking down on maintenance management and supply discipline. Excess supplies that were common to the ARFORGEN model must have better visibility. Commanders must carefully manage their resources to maximize their equipment efficiency through visibility and better maintenance. The SRM model will also give more flexibility to leaders allowing for more development of their leadership skills. Under the ARFORGEN model, low and mid-level leaders missed development opportunities because all direction came from higher command (Foster, 2016). These leaders found themselves passing on training plans whereas in the past they would have developed and implemented their own plans. “