Despite the guidance, few army organi- zations nominated bill-payers. As a result, all personnel proposals would compete for the 8,000 authorizations of uncom- mitted force structure.


Step 3: CDD led a study team to deter- mine the sustainability and affordability of 20 change proposals that required 2,900 equipment authorizations. We worked with


the CSTC-A sustainment torate


WORKING AS A UNIT Afghan Soldiers train with the Wolfhound Handheld Threat Warning System, developed by the U.S. Army Communications-Electronics Research, Development and Engineering Center to provide mission support and force protection, aid in combat search and rescue, and identify and geolo- cate spotter positions and observation posts. CSTC-A worked with the Afghan National Army to implement a disciplined process to prioritize requirements and close capability gaps with an eye toward sustainability and affordability. (Photo by MAJ Christopher D. Gilbert, CSTC-A ISR Capabilities Integration Cell)


direc- and Security Assistance Office


to determine the availability of surplus equipment that could be aligned with proposals. Te


sustainment directorate


calculated costs for equipment purchases in cases where surplus equipment could not meet the need. Next, the directorate calculated initial-year and out-year costs for all equipment that could be aligned with the proposals. Te cost information provided realistic estimates for equipment acquisition and sustainability. Last, the resourcing directorate compared the costs against available resourcing within the 2016 budget. Te result was that only two of the 20 proposals could be resourced in 2016; the balance would have to be sub- mitted for the next year’s budget cycle.


Steps 4 and 5: Te fourth and fifth steps were straightforward. Tere were only 25 CPR proposals requiring 2,700 person- nel authorizations (bill-payers); all could be implemented. Since all the remaining personnel proposals could be resourced and there were so few affordable equip- ment proposals, there was no need to reduce personnel or equipment require- ments


to remain within the 195,000 force cap and available budget. BUILDING CONSENSUS


Afghan Minister of Defense Mohammad Masoom Stanekzai addresses members of the Afghan Air Force and Afghan national media after the delivery of A-29 Super Tucanos at Hamid Karzai International Airport, Afghanistan, Jan. 15. CSTC-A’s CDD works with Afghan leaders to develop force structures for the Afghan National Army and National Police with strategic guidance from coalition and Afghan senior defense officials. (U.S. Air Force photo by TSgt Nathan Lipscomb, U.S. Air Forces Central Command Public Affairs)


LESSONS LEARNED We learned two key lessons as we went through the Tashkil change process. Te first is that the process must be aligned with the budget submission cycle. Te 2016 Afghan-led CPR and subsequent


ASC.ARMY.MIL 21


RESOLUTE SUPPORT


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