ARMY DIR 2017-34 ACQUISITION REFORM INITIATIVE #7: IMPROVING COST ESTIMATION AND RESOURCING

https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN6465_AD2017-34_Web_Final.pdf

S E C R E T A R Y O F T H E A R M Y
W A S H I N G T O N
MEMORANDUM FOR SEE DISTRIBUTION
SUBJECT: Army Directive 2017-34 (Acquisition Reform Initiative #7: Improving Cost
Estimation and Resourcing)
1. References. A complete list of references is at the enclosure.
2. The purpose of this directive is to improve the cost estimation and resourcing
processes to enable Army senior leaders to make better informed and more timely
decisions. This directive is a continuation of Army Directive 2017-22.
3. I direct the following actions:
a. The Assistant Secretary of the Army (Acquisition, Logistics and Technology)
(ASA (ALT)) will update Army Regulation (AR) 70-1 (Army Acquisition Policy) to:
(1) develop cost estimates for U.S. Army Training and Doctrine Command
capability developers to support development of the course of action and Initial
Capabilities Document for the Army Requirements Oversight Council (AROC) and
Milestone Development Decision Army System Acquisition Review Council (ASARC)
decisions. (Target: No later than (NLT) 30 April 2018.)
(2) include that the Deputy ASA (Cost and Economics), on behalf of the ASA
(Financial Management and Comptroller) (FM&C), will develop Independent Cost
Estimates for Milestones A, B, and C, and Full-Rate Production decision reviews for the
Army Acquisition Executive-selected Acquisition Category (ACAT) II and III programs.
The ASA (ALT), ASA (FM&C), and Deputy Chief of Staff (DCS), G-8 can nominate
programs for Independent Cost Estimates. (Target: NLT 30 April 2018.)
(3) include program numbers in the Army Acquisition Program Master List to
facilitate linking and aligning programmatic information across financial systems (such
as the Standard Study Number-Line Item Number Automated Management and
Integrating System (SLAMIS), Force Development Investment Information System
(FDIIS), and General Fund Enterprise Business System (GFEBS). (Target: NLT
30 April 2018.)
b. The ASA (FM&C) will update AR 11-18 (The Cost and Economic Analysis
Program) to:
SUBJECT: Army Directive 2017-34 (Acquisition Reform Initiative #7: Improving Cost
Estimation and Resourcing)
2
(1) validate rough order of magnitude estimates, conducted by the Program
Executive Officer or Program Manager, to support development of the course of action
and the Initial Capability Document for the AROC and Milestone Development Decision
ASARC decisions. (Target: NLT 30 April 2018.)
(2) develop Independent Cost Estimates for Army Acquisition Executive-selected
ACAT II and III program Milestone Reviews to ensure that Army senior leaders have
consistent and accurate information to make better resource decisions. The ASA (ALT),
ASA (FM&C), and DCS, G-8 can nominate programs. (Target: NLT 30 April 2018.)
(3) include U.S. Army Materiel Command representation at the Army Cost
Review Board to ensure the sustainment perspective is included in the Army Cost
Position. (Target: NLT 30 April 2018.)
(4) conduct sensitivity analysis for ACAT I and selected ACAT II and III programs
and brief the Army Cost Position to the AROC and ASARC at Milestones A, B, and C,
and Full-Rate Production to provide funding options so Army senior leaders can make
cost-informed decisions. The ASA (ALT), ASA (FM&C), and DCS, G-8 can nominate
ACAT II and III programs for this process. (Target: NLT 30 April 2018.)
(5) change business rules to ensure all program cost estimates are developed
using the Army Procurement Objective, Army Authorization Objective, and Basis of
Issue Plan to produce accurate cost figures. (Target: NLT 30 April 2018.)
c. The ASA (FM&C) will write a legislative change proposal for the National
Defense Authorization Act for Fiscal Year 2019 to increase year of execution funding
flexibility to enable timely program adjustments. Solutions include:
(1) increasing dollar limits for below threshold reprogramming actions to
$50 million for both procurement and research, development, test, and evaluation.
(2) allowing the Secretary of the Army to reprogram up to $250 million of
unobligated funds for Rapid Acquisition Authority.
(3) requesting a General Funding Appropriation of $100 million not dedicated to
a specific program. (Target: NLT 30 April 2018.)
d. The DCS, G-3/5/7, in coordination with the ASA (ALT), will update AR 700-142
(Type Classification, Materiel Release, Fielding, and Transfer) to validate the Program
Manager’s Materiel Fielding Plan to ensure it is in accordance with the operational
priorities of the Dynamic Army Resourcing Priority List; the Army Resourcing Priority
List; the Integrated Requirements Priority List; and Headquarters, Department of the
Army execution order to facilitate unit fielding schedule. (Target: NLT 30 April 2018.)
SUBJECT: Army Directive 2017-34 (Acquisition Reform Initiative #7: Improving Cost
Estimation and Resourcing)
3
e. The DCS, G-8, in coordination with the ASA (FM&C), will update AR 1-1
(Planning, Programming, and Budget Execution) to, based on an agreed upon solution,
map and integrate program numbers or other unique identifiers into financial systems
(such as SLAMIS, FDIIS, and GFEBS) to ease the execution and audit trail of data
calls, and will identify associated costs. (Target: NLT 30 April 2018.)
f. The DCS, G-8 will update AR 71-9 (Warfighting Capabilities Determination), in
coordination with Training and Doctrine Command, to publish a Modernization Strategy
update, as needed but at least every 2 years, that contains the authoritative list of
investment priorities informed by The Army Plan. (Target: NLT 30 April 2018.)
g. The DCS, G-8 will assess and review the feasibility of using the Army Financial
Benefits Reporting and Tracking process to provide visibility and track financial benefits
(cost savings, cost avoidance, and revenue generation. (Target: NLT 30 April 2018).
4. The policies in this directive apply to the Active Army, Army National Guard/Army
National Guard of the United States, and U.S. Army Reserve.
5. This directive is rescinded upon publication of these policy changes in AR 1-1,
AR 11-18, AR 70-1, AR 71-9, and AR 700-142.
Encl Ryan D. McCarthy
Acting
DISTRIBUTION:
Principal Officials of Headquarters, Department of the Army
Commander
U.S. Army Forces Command
U.S. Army Training and Doctrine Command
U.S. Army Materiel Command
U.S. Army Pacific
U.S. Army Europe
U.S. Army Central
U.S. Army North
U.S. Army South
U.S. Army Africa/Southern European Task Force
U.S. Army Special Operations Command
Military Surface Deployment and Distribution Command
U.S. Army Space and Missile Defense Command/Army Strategic Command
(CONT)
SUBJECT: Army Directive 2017-34 (Acquisition Reform Initiative #7: Improving Cost
Estimation and Resourcing)
4
DISTRIBUTION: (CONT)
U.S. Army Cyber Command
U.S. Army Medical Command
U.S. Army Intelligence and Security Command
U.S. Army Criminal Investigation Command
U.S. Army Corps of Engineers
U.S. Army Military District of Washington
U.S. Army Test and Evaluation Command
U.S. Army Installation Management Command
U.S. Army Human Resources Command
U.S. Army Financial Management Command
U.S. Army Marketing and Engagement Brigade
Superintendent, United States Military Academy
Director, U.S. Army Acquisition Support Center
Executive Director, Arlington National Cemetery
Commandant, U.S. Army War College
Director, U.S. Army Civilian Human Resources Agency
CF:
Director, Army National Guard
Director of Business Transformation
Commander, Eighth Army
Enclosure
REFERENCES
a. Section 1735, Title 10, United States Code, The Defense Acquisition Workforce
Improvement Act of 1990.
b. Section 1741, Title 10, United States Code, Policies and Programs: Establishment
and Implementation.
c. Section 3016b(5)(A), Title 10, United States Code, Assistant Secretaries of the
Army.
d. Section 1122, National Defense Authorization Act for Fiscal Year 2017, Public Law
114-328.
e. Section 808, National Defense Authorization Act for Fiscal Year 2016, Public Law
114-92, Volume 129 Statute at Large, p. 888–889.
f. Chief of Staff of the Army, Report to Congress on Linking and Streamlining Army
Requirements, Acquisition, and Budget Processes in Response to National Defense
Authorization Act (NDAA) for Fiscal Year (FY) 2016, Section 808 (May 2016).
g. Department of Defense (DoD) Directive 5000.01 (The Defense Acquisition System),
May 12, 2003, Certified Current as of November 20, 2007.
h. DoD Instruction 5000.02 (Operation of the Defense Acquisition System), January 7,
2015; Incorporating Change 1, Effective January 26, 2017 and Change 2, Effective
February 2, 2017.
i. DoD 7000.14-R (Department of Defense Financial Management Regulation),
Volume 4 (Accounting Policy), January 2016.
j. Headquarters, Department of the Army (DA) General Orders No. 2017-01
(Assignment of Functions and Responsibilities Within Headquarters, Department of the
Army), 5 January 2017.
k. Army Directive 2017-22 (Implementation of Acquisition Reform Initiatives 1 and 2),
12 Sep 2017.
l. Army Regulation (AR) 1-1 (Planning, Programming, and Budget Execution),
23 May 2016.
m. AR 11-18 (The Cost and Economic Analysis Program), 19 August 2014.
n. AR 70-1 (Army Acquisition Policy), 16 June 2017.
2
o. AR 71-9 (Warfighting Capabilities Determination), 28 December 2009.
p. AR 700-142 (Type Classification, Materiel Release, Fielding, and Transfer),
2 June 2015. 

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ARMY DIR 2017-32 ACQUISITION REFORM INITIATIVE #6: STREAMLINING THE CONTRACTING PROCESS

https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN6464_AD2017-32_Web_Final.pdf

S E C R E T A R Y O F T H E A R M Y
W A S H I N G T O N
MEMORANDUM FOR SEE DISTRIBUTION
SUBJECT: Army Directive 2017-32 (Acquisition Reform Initiative #6: Streamlining the
Contracting Process)
1. References. A complete list of references is at the enclosure.
2. The purpose of this directive is to streamline the contracting process and reduce the
time it takes to develop and award a contract. Contracting timelines for systems
acquisition can take from 1 to 2 years, slowing the acquisition process and delaying the
delivery of capabilities to Soldiers. Our contracting policies and documents must be
well-understood, delayered, and the overall process much faster. This directive is a
continuation of Army Directive 2017-22.
3. I direct the following actions:
a. The Assistant Secretary of the Army (ASA) (Acquisition, Logistics and
Technology) will:
(1) centralize policy under the Deputy ASA (Procurement) to standardize
contracting policy across the Army and remove unnecessary or outdated policies that
delay the contracting process. The Office of the Deputy ASA (Procurement) is the only
Army organization delegated authority to issue contracting policy. (Target: Not later
than (NLT) 30 April 2018.)
(2) establish a process that provides visibility for all contracting related audits.
(Target: NLT 30 April 2018.)
(3) review regulatory thresholds for key contracting approval authorities and
identify opportunities for further delegation than currently authorized to reduce delays in
the procurement process. Incorporate approved changes into the Army Federal
Acquisition Regulation Supplement (AFARS). (Target: NLT 30 April 2018.)
(4) complete a review of the 350 potential required contract file documents to
identify and reduce contract documentation requirements and identify streamlining
opportunities. The goal is to reduce contract file documents by at least 10 percent.
Incorporate the changes into the AFARS. (Target: NLT 30 April 2018.)
(5) review source selection policies, procedures, and training and identify
opportunities for increased standardization, greater sharing of best practices, and
SUBJECT: Army Directive 2017-32 (Acquisition Reform Initiative #6: Streamlining the
Contracting Process)
2
training for source selection evaluations, cost and price evaluations, and the conduct of
debriefings. (Target: NLT 30 April 2018.)
(6) mandate that all contracting activities use Virtual Contract Enterprise
Paperless Contract File, including the milestone tracking capability, and incorporate this
mandate in the AFARS. Include use of the Paperless Contract Folder as a contracting
metric. (Target: NLT 30 April 2018.)
(7) review and standardize peer review policies and procedures to reduce
redundant or advisory-only peer reviews. Incorporate changes into the AFARS to
support efficient execution of reviews and baseline best practices. (Target: NLT
30 April 2018.)
(8) create a new Army regulation for contracting to instruct Army customers
when seeking contracted support. Similar to Army Regulation 70-13 (Management and
Oversight of Service Acquisitions), the new regulation will set forth the roles and
responsibilities of customers, establish standard elements for a “contract requirements
package,” and provide information on engagement with contracting offices and
oversight of contractors throughout the procurement process. It will identify the
minimum standards necessary to execute a contract action for the requirement and will
serve as the foundation for training requiring activities. (Target: NLT 30 September
2018.)
(9) assess current training requirements for the Defense Acquisition Workforce
Improvement Act and the most recent skill gap analysis. Identify hiring opportunities to
improve the selection of people with appropriate skills (including but not limited to
writing, analytical, and math skills) for contracting positions and additional training to
support career development. (Target: NLT 30 January 2018.)
(10) direct Heads of Contracting Activities to examine their internal
organizational structures and develop plans for the optimization of mission, people, and
processes across each activity. The overall plan must maintain the effective distribution
of skill sets across the organization to ensure full development of the workforce. The
Direct Heads of Contracting Activities will provide the optimization report to the ASA
(Acquisition, Logistics and Technology) annually. (Target: NLT 30 April 2018.)
(11) develop a process for early engagement between requiring activities and
contracting to address deficiencies in the definition of the requirement and preparation
of the contract request package to improve the accuracy of the requirements package
and reduce cycle times. (Target: NLT 30 April 2018.)
(12) establish a Program Integrator and Review Board policy to review contract
document packages before submission to the contracting office to improve the accuracy
SUBJECT: Army Directive 2017-32 (Acquisition Reform Initiative #6: Streamlining the
Contracting Process)
3
of the requirements package, impose standardization, and reduce cycle times. (Target:
NLT 30 April 2018.)
(13) establish a training course, in conjunction with the Defense Acquisition
University, for requiring activities who write the contract request documents and source
selection evaluation criteria to improve the accuracy of requirement packages and
reduce cycle times. (Target: NLT 30 April 2018.)
(14) update and reissue policy memorandum establishing the alignment of
contracting offices to customers. The alignment will promote habitual customer
relationships that leverage subject matter expertise and achieve more efficient
contracting outcomes, as well as minimize the pursuit of assisted acquisitions by Army
customers at non-Department of Defense contracting activities. (Target: NLT 30 April
2018.)
(15) write a legislative change proposal for the National Defense Authorization
Act for Fiscal Year 2020 to limit the time to file a protest with the U.S. Court of Federal
claims to 10 days (mirroring U.S. Government Accountability Office timelines) to reduce
extended protest periods and to establish a statute allowing the Government to recoup
costs associated with frivolous protest as determined by the U.S. Court of Federal
Claims. (Target: NLT 30 April 2018.)
b. The Commander, Army Materiel Command will:
(1) direct the establishment of a Contracting-Acquisition Review Board with
leadership at the appropriate general or flag officer level to drive collaboration of
acquisition and nonacquisition stakeholders for Acquisition Categories I, II, and III
acquisition programs.
(a) The Review Board will be cohosted by the Commanders of the Life Cycle
Management Commands and, in the case of the U.S. Army Aviation and Missile
Command, U.S. Army Communications-Electronics Command, and U.S. Army Tank-
Automotive and Armaments Command, the Program Executive Officer. (Target: NLT
30 April 2018.)
(b) When the Life Cycle Management Command does not support the Program
Executive Office, the Contracting-Acquisition Review Board will be cohosted by the
customer and the supporting Principal Assistant Responsible for Contracting. The
Commander, U.S. Army Contracting Command will be the adjudicating authority when
conflicting contracting priorities occur. (Target: NLT 30 April 2018.)
(2) prepare proposed changes to Army Regulation 70-1 (Army Acquisition
Policy). (Target: NLT 30 April 2018.)
SUBJECT: Army Directive 2017-32 (Acquisition Reform Initiative #6: Streamlining the
Contracting Process)
4
4. The policies in this directive apply to the Active Army, Army National Guard/Army
National Guard of the United States, and U.S. Army Reserve.
5. This directive is rescinded upon publication of the revised regulations.
Encl Ryan D. McCarthy
Acting
DISTRIBUTION:
Principal Officials of Headquarters, Department of the Army
Commander
U.S. Army Forces Command
U.S. Army Training and Doctrine Command
U.S. Army Materiel Command
U.S. Army Pacific
U.S. Army Europe
U.S. Army Central
U.S. Army North
U.S. Army South
U.S. Army Africa/Southern European Task Force
U.S. Army Special Operations Command
Military Surface Deployment and Distribution Command
U.S. Army Space and Missile Defense Command/Army Strategic Command
U.S. Army Cyber Command
U.S. Army Medical Command
U.S. Army Intelligence and Security Command
U.S. Army Criminal Investigation Command
U.S. Army Corps of Engineers
U.S. Army Military District of Washington
U.S. Army Test and Evaluation Command
U.S. Army Installation Management Command
U.S. Army Human Resources Command
U.S. Army Financial Management Command
U.S. Army Marketing and Engagement Brigade
Superintendent, United States Military Academy
Director, U.S. Army Acquisition Support Center
Executive Director, Arlington National Cemetery
Commandant, U.S. Army War College
Director, U.S. Army Civilian Human Resources Agency
(CONT)
SUBJECT: Army Directive 2017-32 (Acquisition Reform Initiative #6: Streamlining the
Contracting Process)
5
DISTRIBUTION: (CONT)
CF:
Director, Army National Guard
Director of Business Transformation
Commander, Eighth Army
Enclosure
REFERENCES
a. Section 1735, Title 10, United States Code, The Defense Acquisition Workforce
Improvement Act of 1990.
b. Section 1741, Title 10, United States Code, Policies and Programs: Establishment
and Implementation.
c. Section 3016b(5)(A), Title 10, United States Code, Assistant Secretaries of the
Army.
d. Section 1122, National Defense Authorization Act for Fiscal Year 2017, Public Law
114-328.
e. Section 808, National Defense Authorization Act for Fiscal Year 2016, Public Law
114-92, Volume 129 Statute at Large, p. 888–889.
f. Chief of Staff of the Army, Report to Congress on Linking and Streamlining Army
Requirements, Acquisition, and Budget Processes in Response to National Defense
Authorization Act (NDAA) for Fiscal Year (FY) 2016, Section 808 (May 2016).
g. Department of Defense (DoD) Directive 5000.01 (The Defense Acquisition System),
May 12, 2003, Certified Current as of November 20, 2007.
h. DoD Instruction 5000.02 (Operation of the Defense Acquisition System), January 7,
2015; Incorporating Change 1, Effective January 26, 2017 and Change 2, Effective
February 2, 2017.
i. Army Directive 2017-22 (Implementation of Acquisition Reform Initiatives 1 and 2),
12 Sep 2017.
j. Army Regulation 70-1 (Army Acquisition Policy), 16 June 2017.
k. Army Regulation 70-13 (Management and Oversight of Service Acquisitions),
30 July 2010.
l. Memorandum, SAAL-ZA, 31 October 2016, subject: Improvements to Army
Contracting Processes. 

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ARMY DIR 2017-33 ENABLING THE ARMY MODERNIZATION TASK FORCE

https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN6391_AD2017-33_Web_Final.pdf

MEMORANDUM FOR SEE DISTRIBUTION
SUBJECT: Army Directive 2017-33 (Enabling the Army Modernization Task Force)
1. On 6 October 2017, I directed the establishment of a task force under the leadership
of Lieutenant General Edward C. Cardon, Director of Business Transformation, to
explore all options to establish unity of command and unity of effort that consolidates
the Army’s modernization process under one roof. This task force will report directly to
the Under Secretary of the Army and Vice Chief of Staff of the Army on a biweekly basis
with a target for initial operating capability of the chosen option no later than 1 June
2018.
2. On 13 October 2017, I directed General Cardon to focus the task force’s efforts on
the design and establishment of a new command. Effective immediately, the Director of
Business Transformation is assigned the additional responsibility as the Director of the
Army Modernization Task Force until relieved or the task force is consumed by the
establishment of a new Army Command (ACOM).
3. Establishing unity of command and unity of effort that consolidates the
modernization process under a new command will allow us to fundamentally alter the
institutional Army, including Headquarters, Department of the Army (HQDA) and all the
ACOMs and Direct Reporting Units (DRUs).
4. I am further directing General Cardon to examine the current allocation of functions
within HQDA, ACOMs, and DRUs regarding the modernization process and ascertain
major problems stemming from the Department of the Army’s current organization and
management. Identification of the problems will lead to recommendations to redefine
the roles, functions, authorities, structure, organization, and resources of HQDA,
ACOMs, and DRUs and to design, document, and resource the headquarters
component of a new command to provide unity of command, unity of effort, and unity of
purpose for Army modernization under one roof.
5. To provide the widest possible latitude in executing this task, General Cardon has
discretion to select task force members with any permanent assignments subject to
review by the Chief of Staff of the Army for general officers, the Under Secretary of the
Army for Senior Executive Service members, and the Vice Chief of Staff of the Army for
other members. My expectation is that commands and organizations with personnel
identified for the task force will expeditiously enable their full participation.
S E C R E T A R Y O F T H E A R M Y
W A S H I N G T O N
SUBJECT: Army Directive 2017-33 (Enabling the Army Modernization Task Force)
2
6. Terms of reference for the review of Army modernization and reorganization are at
the enclosure. The terms will guide the task force’s efforts, providing left and right
limits, objectives, assumptions, and deliverables. Within these limits, General Cardon
has direct tasking authority across the Army, including the Army Secretariat.
7. In addition, General Cardon is provided the following authorities and responsibilities
in support of the task force’s mission:
a. Oversight of external communications related to this effort to minimize divergent
messages from commands.
b. Effective immediately, the Director of the Office of Process Innovation and
Integration is a direct report and will oversee the Cross-Functional Team Pilots.
c. Expedited hiring authority with priority from U.S. Army Civilian Human Resources
Agency.
8. The Assistant Secretary of the Army (Acquisition, Logistics and Technology) and the
Commanding General, U.S. Army Materiel Command will develop a recommended list
of key modernization-related positions from which to defer hiring until we know if that
role persists in the future. They will submit the list through General Cardon to the
Deputy Under Secretary of the Army no later than 17 November 2017.
9. This initiative is of particular significance at this time, and I want you to be aware of
my personal interest in it. Accordingly, General Cardon is authorized direct access to,
and priority support from, all major commanders and heads of staff agencies. I am sure
he will receive full cooperation from all individuals.
Encl Ryan D. McCarthy
Acting
DISTRIBUTION:
Principal Officials of Headquarters, Department of the Army
Commander
U.S. Army Forces Command
U.S. Army Training and Doctrine Command
U.S. Army Materiel Command
U.S. Army Pacific
U.S. Army Europe
U.S. Army Central
(CONT)
SUBJECT: Army Directive 2017-33 (Enabling the Army Modernization Task Force)
3
DISTRIBUTION: (CONT)
U.S. Army North
U.S. Army South
U.S. Army Africa/Southern European Task Force
U.S. Army Special Operations Command
Military Surface Deployment and Distribution Command
U.S. Army Space and Missile Defense Command/Army Strategic Command
U.S. Army Cyber Command
U.S. Army Medical Command
U.S. Army Intelligence and Security Command
U.S. Army Criminal Investigation Command
U.S. Army Corps of Engineers
U.S. Army Military District of Washington
U.S. Army Test and Evaluation Command
U.S. Army Installation Management Command
U.S. Army Human Resources Command
U.S. Army Financial Management Command
U.S. Army Marketing and Engagement Brigade
Superintendent, United States Military Academy
Director, U.S. Army Acquisition Support Center
Executive Director, Arlington National Cemetery
Commandant, U.S. Army War College
Director, U.S. Army Civilian Human Resources Agency
CF:
Director, Army National Guard
Director of Business Transformation
Commander, Eighth Army
Enclosure
INITIAL TERMS OF REFERENCE FOR THE
REVIEW OF ARMY MODERNIZATION AND ORGANIZATION
1. Problem. The Army’s current requirements and capabilities development practices
take too long. On average, the Army takes from 3 to 5 years to approve requirements
and another 10 years to design, build, and test new weapon systems. The Army is
losing near-peer competitive advantage in many areas: we are outranged, outgunned,
and increasingly outdated. Private industry and some potential adversaries are fielding
new capabilities much faster than we are. The speed of change in warfighting
concepts, threats, and technology is outpacing current Army modernization constructs
and processes.
2. Objectives. The objectives of the Review of Army Modernization and Organization
are to:
a. provide recommendations to redefine the roles, functions, authorities, structure,
organization, and resources of Headquarters, Department of the Army (HQDA); Army
Commands (ACOMs); and Direct Reporting Units (DRUs) and to design, document, and
provide resources to the headquarters component of a new ACOM to provide unity of
command, effort, and purpose for Army modernization under one roof.
b. examine the current allocation of modernization functions within HQDA, ACOMs,
and DRUs to ascertain major problems stemming from the Department of the Army’s
(DA’s) current organization and management.
c. develop and analyze reorganization alternatives that would eliminate or reduce
identified problem areas by, among others:
(1) eliminating duplication of effort and excessive fragmenting of functions,
responsibilities, and resources.
(2) consolidating responsibilities into logical and workable functional areas.
(3) creating an organization that is aligned to the current and projected Defense
environment.
(4) improving effectiveness by clearly fixing and limiting responsibility for
accomplishment of major tasks within the functional areas.
(5) ensuring a strong command structure.
(6) providing for the flexible use of skills and capabilities of both military and
civilian personnel.
(7) delegating to subordinate commands and agencies functions that need not
be performed at the HQDA level and are not reserved to the Army Secretariat or Army
Staff by law.
2
(8) creating options for reorganizations based on workable, realistic procedures
instead of on abstract functional relationships.
d. identify any legal or statutory constraints to a more efficient and effective
organization of Army modernization efforts and recommend to the Secretary of the
Army proposed legislative changes for congressional enactment.
e. arrange those reorganization options in recommended priority to best correct
major organization and management problems while remaining most responsive to
current and foreseeable Army requirements.
f. develop the effect—both favorable and unfavorable—of implementing the
selected reorganization options.
g. recommend one organization.
h. prepare a time-phased plan and procedures for implementing the proposed
organization.
3. Limits. The Review of Army Modernization and Organization:
a. will examine DA functions, organization, and procedures in the continental United
States, including (but not necessarily limited to):
(1) U.S. Army Forces Command;
(1) U.S. Army Training and Doctrine Command;
(3) U.S. Army Materiel Command;
(4) U.S. Army Test and Evaluation Command;
(5) U.S. Army Installation and Management Command; and
(6) HQDA, including the Army Secretariat and Army Staff, understanding that
statutory constraints currently restrict the reassignment of certain functions and
responsibilities to organizations outside the Secretariat and, in some cases, outside a
specific Assistant Secretary of the Army.
b. will limit internal review of existing organizations and installations to ascertain
proper assignment of missions and functions to ACOMs, DRUs, and major HQDA staff
sections, understanding statutory constraints currently restrict the reassignment of
certain functions and responsibilities to organizations outside the Secretariat and, in
some cases, outside a specific Assistant Secretary of the Army.
c. will not address reorganization proposals for the joint arena or Army tactical
organizations.
3
4. Timeframe. No later than 6 February 2018, the Army Modernization Task Force will
present to the Secretary of the Army and Chief of Staff of the Army for decision the
recommendations to redefine roles, functions, authorities, structure, organization, and
resources of HQDA, ACOMs, and DRUs, including the initial operational capability plan
and full operational capability concept for a new ACOM, in sufficient detail to establish
an initial headquarters with necessary personnel and resources.
5. Assumptions
a. The missions of DA will remain unchanged.
b. The Department of Defense and Congress will continue to impose resource
constraints that prescribe ceilings under which the Army must function.
c. Legislative relief can be obtained by requesting statutory changes that would
enhance the effectiveness of Army modernization and the efficiency of the Army
organization.
6. Essential Elements of Analysis
a. Determine the most critical internal organizational and management problems
facing the Army’s modernization processes today.
b. Determine major modernization problems that are amenable to solution by
changing DA’s current organization and/or management techniques.
c. Develop those changes required in HQDA, ACOM, and DRU structures. The
changes should consist of defining the:
(1) required realignment of functions both within and among HQDA, ACOMs,
and DRUs.
(2) required consolidations, transfers, or eliminations of HQDA Staff or major
elements, commands, and DRUs.
d. Consider the effect of actions recommended in major studies or documents such
as the:
(1) National Commission on the Future of the Army Report.
(2) Decker Wagner Report (Army Strong: Equipped, Trained and Ready, Final
Report of the 2010 Army Acquisition Review).
(3) Reno Report (Reforming the Requirements and Resourcing Processes in
Support of Army Institutional Adaptation).
e. Develop a phased implementation plan for accomplishing any proposed
changes. As a part of the implementation, consider:
4
(1) the vital role of civilian and military personnel’s morale, tradition, and stability
within DA.
(2) the procedures for reducing turbulence resulting from shifting activities at
major installations.
(3) the priorities for conducting the implementation.
f. Consider the Army commitments in other activities of the Department of Defense
and the Federal Government.
g. Review the organizational patterns and concepts of the Air Force and Navy for
possible application to the Army organization.
h. Consider both the feasibility and desirability of obtaining staff and command
comments on the substantive provisions of the proposed reorganization.
7. Deliverables
a. Organizational first principles of the new command and process for
modernization.
b. Define initial operational capability and full operational capability for the new
command.
c. Define the boards, cell, and meetings for ACOM and DRU participation and a
battle rhythm that sustains momentum.
d. Develop the table of distribution and allowance structure for the new command.
e. Produce recommended roles, missions, functions, authorities, activities, and
processes of the new command considering existing law and proposing legislative
changes if necessary.
f. Define the criteria for military value analysis of potential future location of the new
command.
g. Provide potential legislative changes for submission in the fiscal year 2019
National Defense Authorization Act or earlier legislation.
h. Develop recommendations to redefine the roles, functions, authorities, structure,
organization, and resources of HQDA, ACOMs, and DRUs to improve Army
modernization processes. 

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