1. Identify the Army’s Manpower Management
SHOW SLIDE 1: ECONOMIC ANALYSIS
SECTION I. : Perform Economic Analysis
ADMINISTRATIVE DATA
All Courses Including This Lesson
Course Number Version Course Title
01 Planning Programming Budget & Execution Course (PPBE)
Task(s) Task Number Individual
Taught (*) or
Academic Hours
The academic hours required to teach this lesson are as follows:
Resident
Hours/Methods
Academic Hours/Method
0.1 hrs Introduction/Conference Discussion
5.8 hrs Conference Discussion
2.0 hrs Practical Exercise
0.1 hrs Summary
8.0 hrs Total Time
Test Lesson Number
Testing (to include test review)
Hours -0 hrs
Lesson Number -
Prerequisite Lesson(s)
Lesson Number
Lesson Title
Perform Economic Analysis Clearance Access
Security Level: Unclassified
Requirements: There are no clearance or access requirements for the lesson.
Foreign Disclosure Restrictions
FD5. This product/publication has been reviewed by the product developers in coordination with the Fort Jackson Soldier Support Institute foreign disclosure authority. This product is releasable to students from all requesting foreign countries without restrictions.
Instructor Requirements
Must meet physical qualifications IAW AR
Materials Required
Instructor Materials:
Lesson plan slides, DFAS-IN Regulation 37-1, DFAS-IN-MANUAL FY, Instructor copy 
Student Materials:
DoDI , Summary Sheet and Handouts, Practical Exercise 1, 2, 3 and 4, calculator and pencils.
Classroom, Training Area, and Range Requirements
General Purpose Classroom - 25 Seats
Instructional Guidance
Note: Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and identified reference material.
Also, provide the students with situational awareness of the Operational Environment (OE) variables and actors.
Proponent Lesson Plan Approvals
Name Rank Position Date
Harris, Norman CTR Writer/Developer xx-xxx-xxxx
Bonig, Reid GS-12 Chief - FMITD xx-xxx-xxxx
Davis, Bobby LTC FM-DOT xx-xxx-xxxx
Zellars, Eric COL Commandant xx-xxx-xxxx
Motivator: Economic analysis (EA) is the best method of providing assistance in evaluating proposals. With economic analysis you can evaluate and rank alternative courses of action or proposals for investments, in a logical structured way. Since the Department of the Army (DA) has limited resources or funds we
Identify the Army’s Manpower Management
Process
FINANCE AND COMPTROLLER SCHOOL

2. Identify the Army’s Manpower Management Process
SHOW SLIDE 2: TERMINAL LEARNING OBJECTIVE
Note: State the TLO
Safety Requirements:  Everyone is responsible for safety. A thorough risk assessment must be completed prior to every mission or operation.
Risk Assessment Level: Low
Environmental Considerations: NOTE: It is the responsibility of all Soldiers and DA civilians to protect the environment from damage.
Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects.
Evaluation: Students will take a comprehensive test at the end of Week 1. Students must score 80% or higher and International officers must score 70% or higher.
Instructional Lead-In: At the completion of this lesson, you will perform economic analysis IAW DoD , Economic Analysis and Program Evaluation for Resource Management, and Economic Analysis for Decision Making Course Book.
This lesson will cover the purpose of an economic analysis and how it relates to both performance measurement and business process improvement.

3. Show Slide 3: Terminal Learning Objective (Cont.)
Given a summary sheet containing AR 71-11, AR 570-4, slides and awareness of the Operational Environment (OE) variables and actors.

4. Show Slide 4: Terminal Learning Objective (Cont.)
With 80% accuracy:
Define manpower management and force structure development; analyze the Total Army Analysis (TAA) process; verify force structure documentation; and determine civilian manpower management system objectives.

5. FINANCIAL COMPTROLLERT SCHOOL
Agenda
Principles & Definitions
Players
Force Structure
Total Army Analysis (TAA)
Documentation
Requirements Determination
Civilian Manpower
SHOW SLIDE : AGENDA
These are the topics that we will discuss that shows how we manage manpower.
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6. Manpower Management Definition
Evaluation of organizational structures to determine:
Manpower requirements
Allocation of manpower resources
Review of manpower utilization for both military and civilian
The ultimate goal of this process is to man, equip, train, and employ a land force in support of our national security mission
SHOW SLIDE 4: MANPOWER MANAGEMENT DEFINITION
Manpower Management is what we do when we evaluate the organization to determine the right mix of personnel needed to accomplish the mission.
The ultimate goal is to have trained personnel with the right equipment ready to support the National Security Mission. This is the overall mission of the Active, Reserve and National Guards whether they belong to the Army, Navy, Marines or the Air Force.
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7. FINANCIAL COMPTROLLERT SCHOOL
Manpower Principles
Army’s most valuable assets
Manpower issues have high priority at all levels of the decision making process
Combat units and their related support units that deploy early during mobilization have the highest priority for manpower allocations
Manpower will be limited to the amount necessary to perform an organization’s mission in the most effective, efficient, and economical manner
SHOW SLIDE 7: MANPOWER PRINCIPLES
The US Army follows several key guidelines to create, document, and manage its military and civilian manpower.
Manpower is the Army’s most valuable resource: 40% MILPAY 20% +/- CIVPAY
- HQDA final decision and control over manpower policy, priorities, major programs, resources, and manpower issues that have Army-wide impact
2) Manpower affects / affected by decisions leaders make
3) Those units deploying first have highest priority for Manpower - I.e. – Divisions –
Who does the Army Man first – it’s the TOE Units – Deployable Warfighting units – General Shinseki’s goal was by 30 Oct 2000 have the Div’s manned 100% - are we there – pretty close to it – goes back to asking Congress for more people / money or more Divisions
4) Manpower is limited to only what is necessary to do mission – no extra people hanging out – cost too much
If not enough Active Soldiers we need Reserves / National Guard Example – Bosnia, Kosovo
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8. FINANCIAL COMPTROLLERT SCHOOL
Manpower Terms (1 of 2)
Requirement
Minimum number of personnel required
Military and Civilian to successfully complete the mission
Authorization
Portion of the Requirement, expressed as a percentage of Required Strength that can be supported by the resources available
SHOW SLIDE 8: MANPOWER TERMS (1 of 2)
Requirement: Figuring out the number of people you will need to accomplish the mission (How many people do we need? - listed on the TOE)
Authorization: Give def from above - In other words the % of your requirement that you will receive - based off of available resources (What they say you can have out of your requirements) (How many of those people listed on TOE that you will get)
Ex of authorization - You will be manned at 95% requirement - while a combat fighting division will be filled at 105% requirement, so
1st to deploy units or rapid deployment units may be manned 100%, while Support units are only filled at 95%.
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9. FINANCIAL COMPTROLLERT SCHOOL
Manpower Terms (2 of 2)
Allocation:
Military and civilian manpower spaces by identity and category
Budget for and defined in HQDA program budget guidance (PBG)
Program budget guidance
Published three times in the FY (OCT, JAN & MAY)
Provides dollar and manpower program and budget guidance
SHOW SLIDE 9: MANPOWER TERMS (2 of 2)
Allocation: The actual filling of an authorization slot
The actual process – doing something – not just theory
Putting a face to a space
With civilians - need money before fill space
Guidance is provided in the Program Budget Guidance (3 times a year). The PBG comes down from DA down to ACOM.
- This is Manpower guidance that comes down as part of the PBG
******Next we are going to look at some of the Key Players in Manpower Management
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10. FINANCIAL COMPTROLLERT SCHOOL
Assistant Secretary of the Army – Financial Management & Comptroller (ASA (FM&C))
Responsible for PPBE:
Budget Formulation, Justification, and Execution
Internal Review (Management Control Program)
Management Information Systems
Program Budget Accounting System (PBAS)
Cost and Economic Analysis
Methodology and Analysis
Compile and Disseminate the HQDA PBG
SHOW SLIDE 10: ASSISTANT SECRETARY OF THE ARMY - FINANCIAL MANAGEMENT & COMPTROLLER (ASA (FM&C))
Responsible for Army PPBES – they have Resource MGR’s working with Manpower MGR’s
Work funding issues for MILPAY.
- Provides fund distribution and Financial Support
- Provides guidance and oversight on all budget matters fort he Army
- Disseminates the Program Budget Guidance for the Army
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11. FINANCIAL COMPTROLLERT SCHOOL
Assistant Secretary of the Army – Manpower & Reserve Affairs (ASA (M&RA))
Senior Civilian responsible for all manpower issues:
Training, Readiness, and Mobilization
Diversity and Leadership
Civilian Personnel/Family Policy
Military Personnel
Army Review Boards
Force Management, Manpower, and Resources
SHOW SLIDE 11: ASSISTANT SECRETARY OF THE ARMY - MANPOWER & RESERVE AFFAIRS (ASA (M&RA))
ASA(M&RA) is the senior civilian ultimately responsible for all things pertaining to the human element within the Army.
Oversees 6 DASAs.
Develops and oversees policies pertaining to manpower management, organizational design, manpower requirements analysis, Army family covenant, etc.
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12. US Army Manpower Analysis Agency (USAMAA)
Enables SECARMY to perform Title 10 responsibilities for manpower:
Serve as executive agent for manpower requirements determination policies.
Actively supervise enterprise-level manpower policies and programs for compliance purposes.
Develop methodology for manpower requirements analyses
Promulgate methodology across Army
Validate products developed using the methodology
SHOW SLIDE 12: US ARMY MANPOWER ANALYSIS AGENCY (USAMAA)
USAMAA enables the SECARMY to make his annual certification to Congress that the Army is incompliance with Section 129 of Title 10, which states that civilian manpower requirements must be based on valid workload and managed to budget.
USAMAA has created an overarching framework of how to do manpower requirements determination, and is actively training Generating Force organizations in how to apply it.
Once an organization conducts a manpower study, or develops a manpower model, USAMAA is responsible for validating the results and approving their use.
The next step in the process is for the requirements to go to the HQDA G-3, who approves the results of the model or study, and then directs USAFMSA to document them on a TDA.
In short, USAMAA approves the tool, G-3 approves and documents what comes out of the tool.
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13. G3 – Deputy Chief of Staff Operations (DCSOPS)
Responsible For:
The Army Authorization Force Management System (FMS Web)
HQDA Automated System Support the Development and Documentation of all Army Units
Approves all MTOEs, TDAs, Mobilization Table of Distribution and Allowances (MOBTDAs), and Augmentation Table of Distribution and Allowance (AUGTDAs)
Maintains the HQDA Master Force (M-Force) in the Structure and Manpower Allocation System (SAMAS)
Manages the Table of Organization and Equipment (TOE) Development System
SHOW SLIDE 13: G3 - DEPUTY CHIEF OF STAFF OPERATIONS (DCSOPS)
Planners at Army level (i.e.- requirements planning)
Utilizes The Army Authorization Documents System to determine the right mix of manpower/forces needed.
All MTOEs, TDA…etc must be approved by the army G3
Force structure approved by them – Manage all the TOE spaces
ACOM /Installation level develops requirements requests, which need to be workload-validated by USAMAA, then G-3 approves or disapproves the request to document them on a TDA.
The G3 is responsible for coming up with the number of spaces needed. This office is not concerned with actual personnel.
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14. Commander, U.S. Army Force Management Support Agency
G3 Executive Agency
Documents all manpower and equipment requirements across the Operating and Generating Force
Documentation review process to include approval of Section II of TOE, MTOEs, and TDAs
SHOW SLIDE 14: COMMANDER, U.S. ARMY FORCE MANAGEMENT SUPPORT AGENCY
Works for DCSOPS – subordinate “organization” – whose main purpose is to work the whole TDA Manpower process
Responsible for Force Management and Documentation at DA
Section II of TOE / MTOE – is people
Responsible for documenting requirements on TDA’s, after manpower analysis is complete
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15. G1 – Deputy Chief of Staff Personnel (DCSPER)
Responsible for Personnel Management
Programming, allocating, and controlling all active Army military manpower within approved force structure and resources
Develop policies for the maintenance of the Personnel Management Authorization Document (PMAD)
Civilians managed by ASA (M&RA)
SHOW SLIDE 15: G1 - DEPUTY CHIEF OF STAFF PERSONNEL (DCSPER)
The Army Personnel office is responsible for actually placing personnel in particular spaces. All Army policies on personnel comes from the G1.
Understand that civilian personnel are NOT managed by the G1, they are managed by the Assistant Secretary of the Army, Manpower and Reserve Affairs (ASA(M&RA)).
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16. Director of Resource Management (DRM)
Develops, manages, coordinates, and executes all aspects of the ACOM and installation manpower, equipment, and documentation program
Reviews and analyzes program budget guidance with regard to the installation’s manpower programs
Develops distribution plans for the allocation/reallocation of manpower authorizations and civilian employment levels
SHOW SLIDE 16: DIRECTOR OF RESOURCE MANAGEMENT (DRM)
Also DCSRM
DRM normally has a manpower section / division
They control the locally developed spaces
Works TDA’s
Reviews budget guidance
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17. FINANCIAL COMPTROLLERT SCHOOL
Manpower Manager
To make critical decisions that have a positive impact in the future structure of the Army, the manpower manager must be able to accurately identify:
What is the total force?
What organizations perform?
What missions?
Which people perform what work?
SHOW SLIDE 17: MANPOWER MANAGER
The manager at all levels (starting with Inst / MACOM) that manage - How many people that we need to do certain jobs
Could be managing the requirements / documents / TDA’s
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18. FINANCIAL COMPTROLLERT SCHOOL
Show Slide 21: Check on Learning
Conduct Check on Learning
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19. Check on Learning (Cont.)
True / False. The ultimate goal of the manpower process is to create more bureaucracy?
What is the Army’s most valuable asset?
Who does the US Army Manpower Analysis Agency work for?
What is the G3 responsible for?
At the ACOM level who does most of the work managing and working manpower issues?
Explain these terms: Requirement, Authorization, & Allocation.
Show Slide 22, Check On Learning (Cont.)
NOTE: Conduct a check on learning
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20. Manpower Management/Force Structure Development Objectives
Define the processes by which:
Office of the Secretary of Defense (OSD)
Joint Chiefs of Staff (JCS)
Unified Commander’s
Determine future force structure
Define each force structure
SHOW SLIDE 16: MANPOWER MANAGEMENT/FORCE STRUCTURE DEVELOPMENT OBJECTIVES
The objectives of Manpower Management development is the process used by the SECDEF, JCS and Unified Commanders use to determine force structure needed to meet the strategy.
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21. Force Structure Planning
Not a very precise activity
A very complex undertaking characterized by an interrelated series of analyses, performed by a myriad of agencies and activities to determine an affordable force in term of dollars and in acceptable levels of risks to that force
SHOW SLIDE 21: FORCE STRUCTURE PLANNING
Back to the PPBES chart / Class – Under planning we had
- National Military Strategy
- Within that process we wanted to ID threats
- Then come up with strategies to deal with that threat
- Then have the proper force structure to carry out the strategy
So this section is how we develop our Force Structure to carry out the strategy
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22. Force Development Approach
Joint Chiefs of Staff (JCS) lead agency
Participative approach using the Unified Commander’s input process supported by the Joint Strategic Planning System (JSPS)
SHOW SLIDE 22: FORCE DEVELOPMENT APPROACH
JCS are the planners - they develop the National Military Strategy (NMS) document
Input is provided by the Combatant Commanders.
******NEXT we will look at how do they do it!
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23. Force Structure Development Approach
Planning Procedures:
Identify the threat
Develop a military strategy to meet and defeat the threat
Structure the force to support the strategy.
Provide resources for priority requirements
Plan deployment of those forces to meet contingencies
SHOW SLIDE 23: FORCE STRUCTURE DEVELOPMENT APPROACH
- 1st step is to ID the threat and develop strategy to counter it
- Then structure the force to implement strategy so that we can meet the threat and be successful
- Decide how the forces will be deployed
Some of the Key players are
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24. Joint Planning Environment Key Players
Congress
Final say-so in terms of dollars
President
Commander-in-Chief
Sets national and foreign policy
CJCS
Prepares strategic plans
Provides for strategic direction of the armed forces
Prepares the national military strategy document
Unified Combatant Commanders
In charge of joint forces
Prepares and integrates operational plans and orders
Services
Provide the troops to execute plans and orders to support the national military strategy
SHOW SLIDE 24: JOINT PLANNING ENVIRONMENT KEY PLAYERS
Congress – Provides funding for Manpower - pass laws / does the authorization and appropriation
President - Sets policy / drives planning
CJCS - Planners – creates the National Military Strategy document and develops the NMS Force Structure
CDRs’ - Use trained and ready forces from services & employ them in operations
also provide input into force structure (OPLANS)
Services – provide the trained personnel
Some systems to help develop force structure
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25. Systems to Support Force Development Process
(1 of 3)
Joint Strategic Planning System (JSPS)
Focuses on future force structure to support national military strategy
JCS administrative framework to:
Advise the President and Secretary of Defense and provide strategic and operational guidance to Unified Commanders
Supports the development and publication of the National Military Strategy (NMS)
SHOW SLIDE 25: SYSTEMS TO SUPPORT FORCE DEVELOPMENT PROCESS (1 of 3)
JSPS - 1 system to help develop NMS
JSPS - focuses on future force to carry out strategy outlined in the NMS
- Used to help develop the “NMS force”
- This is outlined in the NMSD (d = document)
- ie – 4 carrier groups, 12 div’s
Looks at threats and how we want to formulate response in the future
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26. Systems to Support Force Development Process
(2 of 3)
Planning, Programming, Budgeting, and Execution (PPBE):
Primary financial management systems of DoD and DA
Translate military strategy into specific programs
Justify and allocate resources necessary for the execution of DoD and DA programs
DoD Future Year Defense Plan (FYDP) are summarized within PPBE
DA programs are summarized within PPBE
PPBS and PPBE are interrelated
SHOW SLIDE 26: SYSTEMS TO SUPPORT FORCE DEVELOPMENT PROCESS (2 of 3)
PPBES is the Resource Management system that we use to translate strategy into programs.
Allocates resources necessary for mission accomplishment
Outlined in DoD Future Year Defense Program / POM
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27. Systems to Support Force Development Process
(3 of 3)
Joint Operations Planning and Execution System (JOPES):
Focuses on current force effective use against near term threats, not future requirements
Provides procedural foundation for an integrated and coordinated approach to:
Develop
Approve
Publish
Unified Commanders operation and concept plans in concert with the CJCS
SHOW SLIDE 27: SYSTEMS TO SUPPORT FORCE DEVELOPMENT PROCESS (3 of 3)
Unlike JSPS - JOPES focuses on plans for current force and near threats - not future
Given threats - how do we want to respond given current force structure
UCC’s heavily involved in JOPES
- AMOPES (Army mobilization & Operations Planning & Execution System) feeds OPLANS and OPORDS
OPORDS – come from OPLANS come from AMOPES come from JOPES
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28. Force Development Stages
RECORDED SYSTEM
NMS JSPS & PPBE
TAP PPBES
POM & FYDP PPBES/PPBS
PRESIDENT’S PPBS/PPBES
BUDGET
JSCP JSPS & JOPES
NMS FORCE
ARMY FISCALLY
CONSTRAINED FORCE
POM FORCE
BUDGET FORCE
CURRENT FORCE
SHOW SLIDE 28: FORCE DEVELOPMENT STAGES
LEFT OF CHART: These are the different stages of Force Development. The amount of risk is increased as you move from the NMS force to the current force due to lack of resources, constraints, guidance……….
RIGHT OF CHART: The various force structures are recorded in various documents and there are different types of systems used to come up with that force structure.
FORCE RECORDED SYSTEM
NMS Force National Military Strategy Joint Strategic Planning System (JSPS) & PPBE
AFC Force The Army Plan (TAP) PPBE
POM Force POM & Future Year Defense Program (FYDP) PPBE
Budget Force President’s Budget PPBE
Current Force Joint Strategic Capabilities Plan (JSCP) Joint Strategic Planning System (JSPS) &
Joint Operations Planning and Execution System (JOPES):
Joint Strategic Capabilities Plan (JSCP)- translates the National Security Strategy into planning guidance for the UCCs of Unified Commands and Chiefs of the Military Services. Provides a framework for military advise to the National Command Authority (NCA) (President and SECDEF).
INCREASED RISK/
DECREASED
CAPABILITIES
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29. National Military Strategy Document (NMSD)
Created by CJCS
Initiates the planning phase of the DoD PPBE
Provides supporting documentation to Secretary of Defense (SECDEF) to develop the DPG
Provides CJCS’ evaluation of the threat
Recommends military strategy and future force structure to meet the threat to the NCA
This force structure is called “National Military Strategy Force (NMS Force)” also called “Risk-Evaluation Force” (REF)
SHOW SLIDE 29: NATIONAL MILITARY STRATEGY DOCUMENT (NMSD)
The National Military Strategy document is created by the Chairman of the Joint Chief of Staff. It lays out the strategy that the military needs to successfully defeat the threat and it also determines the force structure that is needed.
This NMS document is utilized by the SECDEF to develop the DOD fiscal guidance that is published in the Defense Planning Guidance (DPG).
The NMS document provides recommendation to the National Command Authority (NCA) in how to meet and defeat the threat.
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30. Illustrative Planning Scenarios (IPS)
Found in the National Military Strategy
Provides planning considerations:
Geographical areas of conflict
Compounding factors such as simultaneous conflicts
Threat forces, their size, and military objectives
Support from allied nations
Objectives of the United States and its allies
Tactical and strategic assumptions
SHOW SLIDE 30: ILLUSTRATIVE PLANNING SCENARIOS (IPS)
- Illustrative Planning Scenarios are used to determine strategy and structure through “Wargamming” (used in areas of conflict, take into consideration Allies and their capabilities)
- Fairly accurate method to determine the “what ifs” in our operation.
- IPS is becoming harder to do , because many times we do not have a clear define enemy, mission, role or location of the fight
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31. Short – Hand Force Accounting
Used by the Unified Commanders and services to recommend the size of the force required to meet the NMS
Identify the forces needed in terms of:
Division Force Equivalents (DFEs)
Theater Defense Brigades (TDBs)
Special Operations Forces (SOFs)
Notional forces
SHOW SLIDE 31: SHORT-HAND FORCE ACCOUNTING
This is just how IPS works
UCC’s use combat forces to determine requirements
DFE’s - Infantry / Armor mix
TDB’s - Separate brigades
Notional force - not tied to specific units
So they can wargame and come up with a solution to a threat (using Div’s and BDE’s) and then keep running it until they have one that they believe will work and then they know how many Div’s and BDE’s they need for that threat
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32. National Military Strategy (NMS) Force Characteristics
Reasonable assurance of success
Relatively unconstrained.
Fully supported
Fully structured
Analysis nine years in the future
Responsive to JCS sizing and structuring scenarios
Developed by JCS with service participation benchmark for assessing program force risk
ARMY FISCALLY
CONSTRAINED FORCE
POM FORCE
BUDGET FORCE
CURRENT FORCE
NMS FORCE
SHOW SLIDE 32: NATIONAL MILITARY STRATEGY (NMS) FORCE CHARACTERISTICS
- NMS Force looks only on the number and type of combat forces needed to meet the threat.
- Reasonable assurance / relatively unconstrained
- Fully supported and structured
- “Dream Team” – this is the ideal force that is recommended, without any resource limitations or constraints.
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33. Army Fiscally Constrained Force Characteristics
Army’s senior leadership desired force in terms of force structure
Less than adequate assurance
Relatively unconstrained
Reasonably attainable
Reasonably structured and supported
Responsive to OSD sizing and structuring scenario
Starting point for program force
ARMY FISCALLY
CONSTRAINED FORCE
POM FORCE
BUDGET FORCE
CURRENT FORCE
NMS FORCE
SHOW SLIDE 33: ARMY FISCALLY CONSTRAINED FORCE CHARACTERISTICS
AFCF – Army combat forces as depicted in the NMS (fiscally constrained)
-AFCF becomes the basis for the Army POM, however once the AFCF is determined, then the Army must do a Total Army Analysis (TAA) to determine the required Combat Support and Combat Service Support units that will be needed, along with the combat units to meet the strategy.
Outlined in TAP
- More detail than the NMS Force
- Talks about our combat division’s required
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34. Program Objective Memorandum (POM) Force Characteristics
Based on objective force
Depict a delicate balance between resources available and actual force capabilities
Responsive to OSD sizing and structuring scenario.
Responsive to Total Army Analysis (TAA)
Resource constrained based on OSD projections
Higher degree of risk than REF
Not fully structured nor supported
Analysis five years into the future
ARMY FISCALLY
CONSTRAINED FORCE
POM FORCE
BUDGET FORCE
CURRENT FORCE
NMS FORCE
SHOW SLIDE 34: PROGRAM OBJECTIVE MEMORANDUM (POM) FORCE CHARACTERISTICS
- POM is further constrained as it is programmed
- More risk – why more constraints – due to not being fully funded
Delicate balance between available resources and capabilities – POM Force must look at the force that was approved and the available resources. Resources include equipment, personnel, information systems, etc….
Sensitive to TAA (right Mix – of OS / FS units)
TAA is Total Army Analysis – # of Combat forces are non-negotiable – given to you (NMSD – gave us the NMS force - # of combat units – div’s / carriers)
This analysis focuses on the support forces (Right mix)
Also for risk – aids in accepting risk - by having more people in OS, FS units in National Guard and Reserve units - ready to call up if we need to deploy
So POM force tells you what OS / FS your are going to need to support the combat forces.
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35. Budget Force Characteristics
Force and its associated capabilities that would be achieved if the budget were fully executed
Drawn from the first two years of the six year defense program
Less capable than the program force
Accordingly higher risk than the program force
ARMY FISCALLY
CONSTRAINED FORCE
POM FORCE
BUDGET FORCE
CURRENT FORCE
NMS FORCE
SHOW SLIDE 35: BUDGET FORCE CHARACTERISTICS
Near term
- Competing requirements
More risk – with limited resources
POM – 5 year package
1 or 2 budget years (odd year has 2-BY and even year has 1-BY)
First 2 years reported to Congress (Even Cycle)
Only the year reported to Congress (Odd Cycle)
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36. Current Force Characteristics
Force and its associated capabilities that is in-being today
Reflects real-time readiness conditions
Represents latest adjustments to the budget force based on:
Congressional resource constraints
Command priorities and decisions
May be less capable than the budget force; thus, manifests a proportionally higher risk
ARMY FISCALLY
CONSTRAINED FORCE
POM FORCE
BUDGET FORCE
CURRENT FORCE
NMS FORCE
SHOW SLIDE 36: CURRENT FORCE CHARACTERISTICS
Reflects – Today’s force readiness condition
- # of people in uniforms / boots – personnel we are actually paying and training
Normally less capable than budget force (#’s and equipment)
Execution phase of PPBES – what and where we are right now
NEXT we will talk about the TAA (Total Army Analysis) process
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37. Total Army Analysis (TAA) Objectives
Introduction to TAA process
Define and discuss key TAA:
Terms
Documents
Committees
Procedures
Discuss TAA phases
Discuss TAA relationship to POM development
SHOW SLIDE 37: TOTAL ARMY ANALYSIS (TAA) OBJECTIVES
We will next discuss Total Army Analysis
These are the topics we will cover in the next slides
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38. FINANCIAL COMPTROLLERT SCHOOL
TAA Definition
Computer assisted technique used by HQDA staff to define specific force structure known as the program force
This force becomes the basis for developing the force structure found in the POM
SHOW SLIDE 38: TAA DEFINITION
Computer assisted - key process
Use of a computer system to determine the OS & FS force structure needed. TAA is done to help determine the POM Force.
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39. FINANCIAL COMPTROLLERT SCHOOL
TAA Purpose
To determine the best mix of forces needed to meet an anticipated threat influenced by guidance (DPG and TAP) and Senior Army Leadership.
SHOW SLIDE 39: TAA PURPOSE
Purpose: Come up with the best mix of forces (OS/FS) to meet threat outlined in NMS.
Guidance for TAA comes from the Defense Planning Guidance (DPG), The Army Plan (TAP) and Senior Army Leadership.
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40. FINANCIAL COMPTROLLERT SCHOOL
TAA Concept
Develops the operational support (OS) and force sustainment (FS) forces to sustain the programmed combat forces based on an Illustrative Planning Scenario (IPS)
Separate combat scenarios that focus in different world regions
SHOW SLIDE 40: TAA CONCEPT
TAA looks at what OS / FS is needed to support Combat Forces (non-neg – determined in AFCF and NMSD - Div / Bde / SOF)
TAA only tells you what OS / FS you need to meet your CA requirements
Operational Support is another way of saying Combat Support and Force Sustainment means Command Service and Service Support.
Identified in IPS (Wargames - different regions)
- remember we ran the IPS and found out what CA forces we needed for each threat / scenario?
- run again now with those forces and see what OS / FS we need to support that operation
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41. FINANCIAL COMPTROLLERT SCHOOL
TAA Process
Biennial study initiated during even-numbered fiscal years and customarily takes 12 and 18 months
Divided into four phases:
Phase 1: Force Guidance
Phase 2: Quantitative Analysis
Phase 3: Qualitative Analysis
Phase 4: Leadership Review & POM Development
SHOW SLIDE 41: TAA PROCESS
Determines Support Structure
Bi-annual (like POM)
2 phases - 2 steps each
Phase 1 (Requirements)
Phase 2 (Resourcing)
Phase I requirements (determine)
1a) Receive force guidance
- DPG, TAP (Defense Plan Guidance, The Army Plan)
1b) Quantitative Analysis – determine numbers of forces needed
Phase II Resourcing Phase
2a) Qualitative Analysis – names to spaces
2b) Senior review - POM development
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42. TAA Phase 1: Force Generation
Primary sources of guidance:
The Army Plan (TAP)
Defense Planning Guidance (DPG)
Secondary sources of guidance:
Army Force Planning Data and Assumptions (AFPDA)
Allocation rules developed by TRADOC
Threat analysis
Review in the Force Structure Conference I and General Officers Steering Committee (GOSC) I
SHOW SLIDE 42: TAA PHASE 1: REQUIREMENTS
Phase 1A- Force Guidance (DPG and TAP)
The force structure data is reviewed in the Force Structure Conference I and General Officers Steering Committee (GOSC) I.
Phase IB - Quantitative Analysis is conducted for each scenario
Looks at each phase of an Illustrative Planning Scenario
1. Transmo – deploy phase – to determine when to strategically deploy the forces
2. CEM - generates force and combat intensity levels
3. FASTALS – produces the logistics aspects of the date
Match Model – takes forces identifies in 1st 3 and compares to the current force and tells the differences – so you can figure out what you need to modify or where maybe your taking too much risk
Force Structure Conference I (FSC I) is the forum where all allocation rules are reviewed and approved ensuring that they are appropriate and approved for use in the current TAA cycle.
The force guidance phase ends with a General Officer Steering Committee (GOSC I) meeting to address any unresolved FSC I issues and approve all guidance and input data for
phase II.
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43. TAA Phase 2: Quantitative Analysis
Conduct a series of analytical efforts to derive the CS/CSS forces required to support the combat forces identified in IPS.
Provide ODCSOPS modeling output for dissemination to the field for review.
Issue formulation in preparation for FSC II (phase III).
Show Slide 43: TAA Phase 2: Quantitative Analysis
Conduct a series of analytical efforts to derive the CS/CSS forces required to support the combat forces identified in IPS.
Provide ODCSOPS modeling output for dissemination to the field for review.
Issue formulation in preparation for FSC II (phase III).
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44. TAA Phase 3: Qualitative Analysis
FORCE
DESIGN
FIA
BASE
FORCE INTEGRATION
ANALYSIS
GOSC II
STRUCTURE
CONF. II
SHOW SLIDE 44: TAA PHASE 2: RESOURCES (1 of 2)
Qualitative analysis is conducted to develop the initial POM Force, within the total strength guidance.
The qualitative analysis is conducted during Force Structure Conf II. This group must develop alternate options versus just a single force structure solution. The AC/RC mix and end strength concerns are key recommendation outputs of the conference. The conference also allows combatant commanders representatives to verify that theater specific requirements are satisfied by the structure design. This data is then reviewed by the General Officer Steering Committee II.
The various options are evaluated by doing a Force Integration Analysis (FIA)
TAA Base force is determined and submitted to higher for review.
Data of Base Force goes to Army G3 (DEPUTY CHIEF OF STAFF OPERATIONS “DCSOPS”) , Chief and Vice of Staff of the Army (CSA/VCSA). A Leadership Review is initiated through the Force Program Review (FPR) process. The FPR process is where the leadership reviews and approves the POM force for inclusion in the Army’s POM. The recommended force structure options are briefed by the G-3/7 to the Executive Office of the Headquarters (EOH). The EOH analyzes, reviews and evaluates the options.
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45. FINANCIAL COMPTROLLERT SCHOOL
TAA Phase 4:
Leadership Review
DCSOPS
CSA/VCSA
FPR
LEADERSHIP
REVIEW
TAA
BASE
FORCE
BECOMES
POM
AFTER SA
DECISION
ARSTRUC
MESSAGE SA
MACOM
CMD PLAN
DEVELOPMENT
SHOW SLIDE 44: TAA PHASE 2: RESOURCES (2 of 2)
Once the TAA Base Force is reviewed and recommended by the EOH leadership, then the force structure data is reviewed by the SA. The SA then decide on the force structure recommended for inclusion in the Army’s POM submission to OSD.
The G3 (DCSOPS) then produces an Army structure (ARSTRUC) message. The ARSTRUC message provides historical record of the Army’s Senior Leadership final decisions. It is directive in nature. It directs the commands to make appropriate adjustments to their force structure at the Unit Identification Code (UIC) level during the next command plan. Command Plan development which identifies the changes that must be recorded in the Structure and Manpower Allocation System (SAMAS), the official database of record for the Army force structure. SAMAS, along with Basis of Issue Plans (BOIPS) and Table of Organization and Equipment (TOE), provides the basis for the Army authorization documentations (MTOE and TDA).
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46. FINANCIAL COMPTROLLERT SCHOOL
Show Slide 46: Check on Learning
Conduct Check on Learning
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47. Check on Learning (Cont.)
Which Force Development Stage is fully structured and supported?
Which Force Development Stage looks six (6) years in the future?
Which Force Development Stage has the most risk?
Which Force Development Stage has the least risk?
How are operational support (OS) & force sustainment (FS) forces determined?
True / False. Operations Orders and Commander’s Critical Information Requirements (CCIR) are the primary guidance documents used in the TAA.
Show Slide 22, Check On Learning (Cont.)
NOTE: Conduct a check on learning
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48. Manpower Documentation
Each unit in the Army has its own:
Mission
Structure
Personnel
Equipment
Both required and authorized quantities are established and documented in manpower documents
SHOW SLIDE 48: MANPOWER DOCUMENTATION
Every unit in the Army has its own:
- Mission / function
- Structure / organization
- Personnel needs
- Equipment needs
to accomplish its mission
Required and authorized quantities are listed in manpower documents - we will discuss several of these in the upcoming slides such as TOE, MTOE, TDA, etc….
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49. Table of Organization and Equipment (TOE) Definition
Requirements document; blueprint for creating an actual combat, combat support or combat service and support unit
Prescribes:
Normal Mission of the Unit
Organizational Structure
Personnel Requirements (Rank, Military Skill)
Basis for an authorization document; facilitates standardization in organizing like TOE units
SHOW SLIDE 49: TOE DEFINITION
Table of Organization and Equipment (TOE) - Warfighting or deployable unit
Requirements document
Basic blueprint of a certain type of unit
- basic meaning generic
- only military units
- no civilians included
Combat developers at each proponency school develops / manages this
Standardizes like-TO&E units and is the basis for an authorization document
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50. FINANCIAL COMPTROLLERT SCHOOL
MTOE Definition
Authorizations document; modified version of a TOE; represent an actual combat, combat support or combat service and support unit
Prescribes the unit organization, personnel, and equipment needed to perform an assigned mission in a specific geographical or operational environment
Designates the Authorized Level of Organization (ALO)
Provides data not reflected on the TOE document, such as unit designation and unit effective date
SHOW SLIDE 20: MTOE DEFINITION
Modified Table of Organization and Equipment (MTOE)
Modified based on the specialized needs of the unit
This is the authorization document for a specific unit - lists the spaces
Lists both people and personnel
It is adjusted for a specific location / or mission
ALO - Authorized Level of Organization - higher level ALO the first you are to deploy / receive priority of fill
Will this have civilian spaces listed - never
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51. Table of Distribution and Allowances (TDA) Definition
Requirements and authorizations document prescribes the organizational structure for a unit having a support mission may include civilians and military
Developed based on the type and level of workload associated with the unit’s mission
Types of TDAs:
MOBTDA
AUGTDA
SHOW SLIDE 51: TDA DEFINITION
Table of Distribution and Allowances (TDA) - Non-deployable unit as a whole -(i.e. - TRADOC will not deploy as a whole - some of its people could but not TRADOC as a whole)
TDA includes civilian and military on it
Authorization document for personnel / equipment
Special TDA’s:
MOBTDA - (Mobilization TDA) - Additional positions required to plus up the installation to get units deployed (ex - railhead workers)
AUGTDA - (Augmentation TDA) - Provide support to a TO&E organization - i.e. - Civilian secretary for the Brigade CDR in a Infantry Brigade (Could be civilian or military)
TDA is the only document that has civilian spaces.
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52. “Incremental” TOE (ITOE) Documentation System
Given a valid need for new or modified organizations
How do we document future changes to a type of unit?
“Incremental” TOE documentation system used by combat developers and manpower managers
Captures future additions or deletions of personnel and equipment of a type of unit
In 1983, TRADOC created a documentation process called the “Living” (L) TOE documentation system, later changed to “Incremental” (I) TOE system
SHOW SLIDE 52: “INCREMENTAL” TOE (ITOE) DOCUMENTATION SYSTEM
Intermediate Table Of Organization & Equipment (ITOE) – this is a system not a document – its purpose is to manage all the changes that may occur on the unit’s property/accountability books
Lets say the M16 is being replaced by the M17 – not everyone in the Army can get it at once (funding, supply)
- So instead of reporting shortages on your status reports
- Your MTOE will change when you are going to actually receive the item
OLD PROCESS: You got an update on your MTOE saying you should have a certain equipment – this notification gave me the right to go and order the item. The item will be listed as a shortage on my books until I received it.
NEW PROCESS: Units only receive a change to their MTOE once they have been identified as needing/getting the equipment. This process fixed the problem of people reporting shortages when they didn’t actually have a shortage.
- Manages supply and the purpose (Budget) – You can only buy when authorized to order – or else everyone would order at once
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53. How Does the ITOE Documentation System Work?
An existing TOE document known as (Base TOE)
HQDA approved Basis of Issue Plans (BOIPs)
Documentation required to trigger the ITOE system:
The planned placement of new or improved equipment and personnel in a type of TOE at 100% of wartime requirements
BOIPs are planning documents which states:
SHOW SLIDE 53: HOW DOES THE ITOE DOCUMENTATION SYSTEM WORK?
ITOE starts with Base TOE – Where you are today
Then you receive a BOIP’s (Basis of Issue Plans) – That tells you how / when units will get fielded with equipment and personnel
The goal of BOIP fielding is to fill the unit with the necessary personnel/equipment needed at 100% wartime requirements.
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54. ITOE Documentation System Components
Base TOE- it is the lowest common denominator of modernization
Incremental Change Package (ICP):
Consist of a single or multiple BOIPs
When applied to the Base TOE or Intermediate TOE, will change them to reflect the new or improved equipment and personnel issued to a type of unit
SHOW SLIDE 54: ITOE DOCUMENTATION SYSTEM COMPONENTS
The Base TOE is generic for that particular TYPE of unit, so it is the common denominator.
That organization receives the new equipment in an Incremental Change Package (ICP), so then the unit’s manning documents are then adjusted to show the change.
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55. ITOE Documentation SystemR N I Z A T
TIME
BASE TOE
INTERMEDIATE TOE
INTERMEDIATE TgOE
OBJECTIVE TOE
1995
2000
2010
2015
ICP1
ICP2
ICP3
MODERNIZATION PATH
SHOW SLIDE 55: ITOE DOCUMENTATION SYSTEM
You want to be the objective TOE – this is our ultimate goal
Start out as the Base TO&E
Intermediate TOE’s are when the Incremental Change Packets take affect – when the actual changes to reflect a change in people or equipment – it becomes a new TO&E (we call it an Intermediate TOE)
An intermediate TOE replaces the prior TO&E
Remember – the ITOE is a system – not a document its not the Intermediate TOE document – just this whole process
Do we ever get to the Objective TOE – probably not – always changing
Next is manpower part II – Military Force development
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56. Manpower Requirements Determination Process Objectives
Discuss the Army’s manpower requirements determination for TDAs and TOEs units
Discuss the different methods of determining manpower requirements in TDAs and MTOEs
SHOW SLIDE 56: MANPOWER REQUIREMENTS DETERMINATION PROCESS OBJECTIVES
Now we will discuss how we determine manpower requirements in TO&E and TDA units
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57. Manpower Requirements Determination Process
TOE manpower requirement determination:
TOE Developers use the need statement derived from the DOTMLPF process to modify or develop manpower requirements for:
Combat (Maneuver, Fires, Effects (MFE))
Combat Support (Operational Support (OS))
Combat Service and Support (Force Sustainment (FS))
Processes to determine manpower requirements for TOE:
MARC (Primary for OS and FS Functions)
BOIPS
QQPRI
SHOW SLIDE 57: MANPOWER REQUIREMENTS DETERMINATION PROCESS
TOE developers use the needs derived from the DOTMLPF-P
Doctrine
Organization
Training
Materiel
Leader Development
Personnel
Facilities
Three process used to determine manpower requirements:
Manpower Requirements Criteria (MARC)
Basis of Issue Plans (BOIP) which we already talked about.
QQPRI- Quantitative Qualitative Personnel Requirement Information
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58. Manpower Requirements Criteria (MARC)
HQDA approved standards for determining minimum essential wartime position requirements for combat support and combat service support functions into units
Types of MARC:
Variable - Workload Measurable
Standard - Dictated by Doctrine
SHOW SLIDE 52: MANPOWER REQUIREMENTS CRITERIA (MARC)
Rules of allocation based on supported population (e.g. - mechanics determined by # of vehicles / hours)
But for FS / OS (Last Chart) Sometimes can be doctrinal - Can’t do only with Quantitative analysis
- analysis may say only need one CDR / 1SG for 1000 soldiers – reality by doctrine its normally around solders / CDR & 1SG
Manpower Requirements Criteria (MARC) - It is the base document developed to provide manpower requirements for OS and FS Table of Organization and Equipment (TOE) units throughout all components (Active Army, National Guards, and Army Reserves) of the force structure. The focus of MARC is centered around the number of skill level 1 and 2 manpower requirements of a specific Military Occupation Specialty (MOS) needed to perform specified functions within the TOE unit. Doctrine determines requirements for Combat TOE units
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59. Methods of Determining Manpower Requirements for TDA Units
Determine manpower requirements for organizational or functional areas not covered by Manpower Staffing Standards System (MS3)
On-site interviews to assess and evaluate the manpower requirements of an organization
Manpower survey approaches:
Functional
Organizational
Positional
Statistical
SHOW SLIDE 59: MANPOWER SURVEY PROGRAM
Manpower Survey Program - are used as the basis for preparing and evaluating proposed changes in manpower requirements for TDA activities.
On-site interviews to assess and evaluate the manpower requirements of an organization
Manpower survey approaches (How many people needed based on..)
- function
- organization
- position’s required
- statistical (Formula)
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60. FINANCIAL COMPTROLLERT SCHOOL
Manpower Survey Steps
Preparation
On-site Interviews
Informal Exit Briefing
Formal Exit Briefing
Reclama
Decision
Documentation
SHOW SLIDE 60: MANPOWER SURVEY STEPS
Painful process
Preparation - 6 months - 1 year write down everything you do – on a timesheet
Informal exit briefing - best time for alibis
Reclama - Appeal (Formal) – if disagree “We need this # of people – you didn’t take this into account”
Documentation - Now need to update TDA
Overall - seldom results in more slots in reality
Why doing this – To determine requirements for TDA
- Often to justify additional requirements – have an independent body come in an Identify the need for more people
- But just because you have the need identified – doesn’t mean you will get the people – but it will be documented that you do
This is where Manpower MGR’s make their money
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61. MS3 Study Development Concept
Lead team concept
Phased approach (standard development):
Define what the standard will cover
Measure the work and collect the essential data
Compute the standard from the results
Study phases:
Preliminary
Measurement
Computation
Application and maintenance
Show Slide 61: MS3 Study Development Concept
Study Phases:
Preliminary Phase, the objectives are to become thoroughly familiar with the functional area, formulate a study development plan and a
measurement plan, test the measurement plan, and prepare thoroughly for the measurement phase.
Measurement Phase encompasses the actual collection of data required for development of manpower
staffing standards, as stipulated in the measurement plan. The primary product of this phase is a comprehensive set of standards input data, reflecting pertinent information on inputs and outputs of the defined work centers at a representative number of locations.
Computation Phase includes thorough analysis and validation of the input data, selection of the mathematical models deemed most suitable,
development of manpower tables, validation and quantification of exceptions to the basic standards, and preparation of the final report.
Application and Maintenance Phase During initial application, standards are applied for the first time to the entire universe for which they were developed, using the application instructions provided. If any adjustments are required, USAMARDA approves the standards and instructs commands to document their manpower data base to reflect the manpower requirements determined. Standards application occurs again 1 year after the standard is approved and begins the annual application cycle. Maintenance commences with the approval of a manpower staffing standard and continues throughout the life of the
Standard.
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62. MS3 Standard Classification
Type I:
Standard developed using collected data measured to a specific level of detail
Type II:
Standard developed using existing statistical data
SHOW SLIDE 62: MS3 STANDARD CLASSIFICATION
Type I - best, very intensive, most accurate - resource intensive (like manpower survey) – make sure you have all the correct data – then plug into formula
Type II - Use existing data to develop standard - conserves resources but less accurate
- Example – We are Ft Drum and we use Ft. Lewis data for our child care center of 1 Adult to 5 children – must be very like
One thing to remember though – is that things do change over time – don’t want to rely on outdated data
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63. How to Determine Requirements
TOE Units
MFE - Rely on Doctrine
OS/FS - MARC (Manpower Requirements Criteria)
- Workload based
- Doctrine
SHOW SLIDE 63: HOW TO DETERMINE REQUIREMENTS
SNAPSHOT SLIDE to show the manpower documents for each type of unit.
TOE Units
Combat Units/MFE- rely on doctrine
OS/FS - numbers developed using MARC system, doctrine and based on workload and overall mission
TDA
Manpower Surveys
Manpower Staffing Standards System (MS3)
TDA Unit
- Manpower Surveys
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64. Civilian Manpower Management System Objectives
Define key civilian manpower terms
Define and discuss the role of Civilian Pay Plan (CPP) and Civilian Employment Plan (CEP)
Discuss Managing Civilian Budget (MCB) budget authority and position classification authority
SHOW SLIDE 64: CIVILIAN MANPOWER MANAGEMENT SYSTEM OBJECTIVES
Part VI - Civilian Manpower
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65. FINANCIAL COMPTROLLERT SCHOOL
Key Terms
Workyear - Labor for one person for one year
Hirelag - # of days a position remains unfilled
Overhire – Hiring above requirements
Overtime – Working beyond 40 hour workweek
Job Sharing – 2 or more part-time workers hired to do the job of one full time worker.
Job Splitting – Taking the duties of one full-time employee and splitting them amongst existing employees.
SHOW SLIDE 65: KEY TERMS
WORKYEAR: The cost of labor for one person in one year.
HIRELAG: # of days a position remains unfilled.
OVERHIRE: hiring above your requirements
OVERTIME: working beyond 40 hours
JOB SHARING: 2 or more partime workers doing the jobs of one full time employee.
JOB SPLITTING: Taking the duties of 1 full time employee and splitting it amongs existing full time employess.
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66. Type of Civilian Employees
Direct Hire U.S. (DHUS):
Full Time Permanent (FTP)
Part Time Permanent (PTP)
Temporary Full Time (TFT)
Temporary Part Time (TPT)
Seasonal/On-Call
Term
Foreign Nation Direct Hire (FNDH) – Hired directly by US & must abide by US standards
Foreign Nation Indirect Hire (FNIDH) – Not directly hired by US, but provides support to US. (Ex: Contractor hired)
SHOW SLIDE 66: TYPE OF CIVILIAN EMPLOYEES
1. Foreign Nation Direct Hire (FNDH) – Hired by the US and must abide to our standards. (ex: we hire a foreign employee to be a translator)
2. Foreign Nation Indirect Hire (FNIDH) – Not directly hired by US, but provide us support through a contract agreements.
(ex:Us has a contract in Iraq for DFAC workers. The company that gets the contract then hires the employees.)
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67. Managing Civilians to Budget (MCB)
Comprehensive
Business-oriented
Delegate authority:
Budget
Position classification
Responsibility
Accountability
Baseline for modernization of civilian employment programs
SHOW SLIDE 67: MANAGING CIVILIANS TO BUDGET (MCB)
Give installation commanders $ / mission - let them decide how they want to organize their installation staff.
Not micro-managed
Currently used – in parts – still have rules and limitations
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68. Key Players for Civilian Manpower Management
Commander
Program Budget Advisory Committee (PBAC)
Civilian Personnel Office (CPO)
Director Resource Management (DRM)
Equal Employment Opportunity (EEO)
Program Directors
SHOW SLIDE 68: KEY PLAYERS FOR CIVILIAN MANPOWER MANAGEMENT
These are all the individuals at an installation that plays a major role in Civilian Manpower.
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69. FINANCIAL COMPTROLLERT SCHOOL
Key MCB Terms
Civilian Pay Plan (CPP) – Outlines administrative limitations on Pay, awards and overtime
Civilian Employment Plan (CEP) – Identifies the base pay and benefit’s by month over the next two years
Job Description – Listing of the duties and responsibilities of a position
SHOW SLIDE 69: KEY MCB TERMS
Some policies in affect that affect your pay:
CPP - Outlines administrative limitations on Base Pay, on the spot cash awards, bonuses and overtime
- usually comes from Pay schedules and salary tables
CEP - What our pay plan is - identify base pay and benefit’s by month over the next two years. Submitted to our next higher HQ’s.
- Starts at installation level – how we employ our workforce
Job Description - The duties and responsibilities for that position
- How job description is worded determines pay
- write correctly
GS – General schedule (Techs / worker bee’s)
GM – General Manager
WG – Wage Grade (Hourly)
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70. FINANCIAL COMPTROLLERT SCHOOL
Show Slide 70: Check on Learning
Conduct Check on Learning
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71. Check on Learning (Cont.)
Q. What method is used to determine the best mix of forces needed to meet an anticipated threat influenced by guidance (DPG and TAP) and Senior Army Leadership?
Q. Each unit in the Army has its own what? (there are four of them)
True / False. Hire lag is the required labor for one person for one year.
Show Slide 71, Check On Learning (Cont.)
NOTE: Conduct a check on learning
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72. FINANCIAL COMPTROLLERT SCHOOL
Show Slide 72, Questions
Summarize and solicit questions
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73. Identify the Army’s Manpower Management Process
Show Slide 24, Terminal Learning Objective
Restate TLO
Given a summary sheet containing AR 71-11, AR 570-4, slides and awareness of the Operational Environment (OE) variables and actors.
With 80% accuracy:
Define manpower management and force structure development; analyze the Total Army Analysis (TAA) process; verify force structure documentation; and determine civilian manpower management system objectives. 2