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ANALYSIS: CROSS-WALK WITH ARMY STRATEGIC PLANNING GUIDANCE (ASPG) AND ARMY CAMPAIGN PLAN (ACP)

ASPG, Section I, TAP ACP, Section IV, TAP FY 05 Game Plan


Purpose FOCUS: CLARIFY CURRENT FOCUS: TRANSFORM TO CREATE FOCUS: REINFORCE INTENT, UNIFY EFFORT,
AND FUTURE STRATEGIC A JOINT, EXPEDITIONARY CLARIFY LEADER ROLES … IN THINKING
CAPABILITIES ARMY . . . NOW STRATEGICALLY … TO EXPLOIT WINDOW OF
OPPORTUNITY AND CHANGE ARMY CULTURE
Serves as the Army’s Directs planning, preparation,
institutional strategy and as its and execution of Army Focuses on thinking strategically to advance Army
principal planning document. operations and Army objectives in Fiscal Year 2005 and beyond. Reaffirms
The ASPG expresses the transformation within the context and reinforces our strategic direction and momentum;
senior leadership’s intent for of ongoing strategic highlights progress; and articulates strategic
how the Army will fulfill its Title commitments, including the communications and resourcing goals to support
10 obligations to the Joint Global War on Terrorism. achieving the objectives of the ACP in “the window of
Force and the Nation in Provides direction for detailed opportunity,” and the goals of the ASPG over a longer
support of the Defense and planning, preparation, and time frame. Integrates numerous documents into one
National Security strategies. execution of a full range of tasks to promote better understanding. Highlights the role
The ASPG provides a long- necessary to create and sustain that leaders must play to “lead change while managing
term perspective (10-20 a campaign capable joint and complexity.” Provides a common perspective of policy,
years), and a common expeditionary Army. Directs strategy, and resourcing context, in terms of
understanding of the Army’s three levels of objectives uncertainties, challenges, and opportunities. Intended
contribution to national security (campaign, major, and to stimulate thinking, initiative, and creativity in dealing
and the Joint Team, to support intermediate (those established strategically to address key leadership challenges.
planning at all levels. (From by proponents)). Provides a Describes these challenges and highlights ongoing
Current Draft, 8 October 2004) vehicle for sequencing and activities to enhance leader understanding. Also
synchronizing the establishes priorities for leaders to focus and unify
10 Strategic Goals accomplishment of objectives collective effort. A principal objective of this paper –
• Improve Capabilities for and tracking progress relative to directed by CSA – “is to reemphasize the role that
Homeland Defense and these objectives. leaders play to lead change – to add impetus to
Civil Support (NOTE: Added as Section IV of ongoing efforts to change our culture to reflect the
• Improve Proficiencies The Army Plan (TAP).) (From realities of our new operating context.”
Against Irregular Current Draft, 12 April 2004 with (NOTE: References the TAP with emphasis on
Challenges change 1, October 2004 (TBP)) ASPG and ACP. The ASPG, “is the authoritative
expression of the Army’s joint strategic planning
• Increase Army Capabilities
8 Campaign Objectives priorities” which guides how the Army organizes,
for Stability Operations
• Support Global Operations trains, and equips its forces to ensure mastery of the
• Achieve Army Force full range of military operations and dominance in
Capabilities to Dominate in • Adapt and Improve Total
Army Capabilities armed conflict. The ACP is an operational
Complex Terrain expression of strategic intent.) (From Current Draft,
• Increase Army Capabilities • Optimize Reserve
28 October 2004)
for Strategic Component Contributions
Responsiveness • Sustain Right All-Volunteer 7 Leadership Objectives
• Improve Global Force Force
Posture • Adjust Global Footprint • Reinforce Our Centerpiece: Soldiers as
• Build the Future Force Warriors
• Increase Army Capabilities
• Adapt Institutional Army • Tell the Army Story Effectively
for Battle Command
• Improve Joint Fires • Develop Joint, Inter- • Resource the Force to Execute Our Strategic
Capability dependent Logistics Requirements
• Improve Joint Logistics Structure • Maintain the Viability of the All-Volunteer Force
Capability • Change Army Culture to Reflect New Realities
• Implement Modularity • Articulate Strategic Rationale for Joint and
• Balance Risk Service Future Capabilities
• Adapt the Institutional Army to Meet the Needs
of the Emerging Operational Army

Audience MACOMs, HQDA Staff, MACOMs, HQDA Staff, Senior Leaders (to facilitate the practice of strategic
supporting agencies, and supporting agencies, and leadership, leader development, and add impetus to
activities. activities. changing culture).
Environment Strategic security environment Strategic security environment Policy making, strategy development, programming,
and resourcing environment.
Timeframe 10-20 years “Within this decade …” Next 12-15 months
Tone Instructive and Directive Directive Informative, Persuasive, and Reinforcing

Analysis
Analysis

How does the Underscores importance of Explains goals for culture under Summary: Game Plan reinforces strategic direction
Game Plan
reinforce key
ASPG; communicates to wider A/SA and CSA signature; and momentum; highlights progress to date; articulates
strategic audience the foundational amplifies ideas in ACP; e.g., strategic communications and resourcing goals to
documents? nature of ASPG. Emphasizes Soldiers, All-Volunteer Force, enable achieving objectives of ACP in “window of
What functions senior leader role in resourcing Warrior Ethos, etc.; structures opportunity,” and goals of ASPG over longer time frame;
does it
perform? and strategy related and announces Institutional Army integrates numerous documents into one to promote
processes; e.g., QDR and changes to achieve 30-plus better understanding. Highlights the role that leaders
post-QDR strategy processes. objectives from ACP. play to “lead change and manage complexity.”