BRINGING AFGHAN DEFENSE FORCES UNDER BUDGET


MARSHALING FORCES


A member of the Afghan Air Force guides in an A-29 Super Tucano on Jan. 15 at Hamid Karzai International Airport, Afghan istan. The light air support aircraft will be added to the Afghans’ inventory in the spring of 2016, and is capable of conducting close air support, aerial escort, armed overwatch and aerial interdiction. Capability gaps resulting from the withdrawal of U.S. and coalition close air support were one of the issues prioritized during the Afghan-led command plan reviews, where changes are recommended to close those gaps and build a better military. (U.S. Air Force photo by TSgt Nathan Lipscomb, U.S. Air Forces Central Command Public Affairs)


portions of the change process occurred from October to Decem- ber 2015; however, inputs for the 2016 budget cycle should have been submitted in January 2015. We were attempting to address new equipment resourcing requirements after decisions had been made. To address this shortcoming for 2017 and subse- quent years, we advised Afghan Army leaders to submit change proposals for additional equipment during the beginning of the budget cycle, in January.


Te second lesson is that all force structure change decisions must be resource-informed, and sustainability and affordabil- ity analysis must be included in the process. Tis was the first time that sustainability and affordability analysis had been per- formed, preventing the acquisition of equipment that could not be sustained and the consumption of resources earmarked for other purposes.


CONCLUSION For the foreseeable future, ANA and CSTC-A leaders will oper- ate within a resource-constrained environment. A disciplined Tashkil change process that is properly aligned with the budget


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submission cycle is essential for there to be a chance of resourc- ing needed, top-priority force capabilities. Equally important is that sustainability and affordability analysis must be a compo- nent of the process in order to inform all force structure change decisions. While future CDD and CSTC-A staff and leaders may fine-tune the Tashkil change process, its alignment with the budget cycle and incorporation of sustainability and afford- ability analysis will endure, given the new fiscal environment.


For more information, go to http://www.rs.nato.int/subordi- nate-commands/cstc-a/index.php.


COL GARRETT D. HEATH is director of CSTC-A’s CDD. He holds an M.S. in operations research and systems analysis from the Naval Postgraduate School and a B.S. in electrical engineering from the United States Military Academy at West Point. He is a graduate of the Army’s Cost Management Certificate and Lean Six Sigma Master Black Belt courses.


Army AL&T Magazine April-June 2016


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