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Terminal Learning Objective
Action: Identify the relationship between the manpower management process, the Planning, Programming, Budgeting, and Execution System (PPBES), and the personnel functions and responsibilities. Conditions: Given AR 570-4.
Standard: IAW AR 570-4 and instructional material presented.
• • • • • • • Principles & Definitions Players Force Structure Total Army Analysis (TAA) Documentation Requirements Determination Civilian Manpower
and employ a land force in support of our national security mission FINANCE SCHOOL MANPOWER-VG-4 . train.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.
and economical manner. efficient.Manpower Principles • Army’s most valuable resource HQDA final decision and control over manpower policy. • Manpower will be limited to the amount necessary to perform an organization’s mission in the most effective. • Combat units and their related support units that deploy early during mobilization have the highest priority for manpower allocations. FINANCE SCHOOL MANPOWER-VG-5 . resources. and manpower issues that have Army-wide impact. priorities. • Manpower issues have high priority at all levels of the decision making process. major programs.
– Military and Civilian to successfully complete the mission. expressed as a percentage of Required Strength that can be supported by the resources available.Manpower Terms • Requirement – Minimum number of personnel required. FINANCE SCHOOL MANPOWER-VG-6 . • Authorization – Portion of the Requirement.
– Provides dollar and manpower program and budget guidance. JAN & MAY). FINANCE SCHOOL MANPOWER-VG-7 .) Allocation: • Military and civilian manpower spaces by identity and category. • Budget for and defined in HQDA program budget guidance (PBG).Manpower Terms (cont. • Program budget guidance – Published three times in the FY (OCT.
• Cost and Economic Analysis. and Execution. • Internal Review (Management Control Program). • (Program Budget Accounting System (PBAS)). Justification. FINANCE SCHOOL MANPOWER-VG-8 . • Compile and Disseminate the HQDA PBG.Assistant Secretary of the Army Financial Management (ASA (FM&C)) Responsible for PPBES: • Budget Formulation. • Management Information Systems. • Methodology and Analysis.
– 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. FINANCE SCHOOL MANPOWER-VG-9 . and Augmentation Table of Distribution and Allowance (AUGTDAs). Mobilization Table of Distribution and Allowances (MOBTDAs). • HQDA Automated System Support the Development and Documentation of all Army Units. • Approves all MTOEs.G3 (Deputy Chief of Staff Operations “DCSOPS”) Responsible For: • The Army Authorization Documents System (TAADS). TDAs.
MTOEs. • Develop manpower requirements based on Manpower Staffing Standards Systems (MS3). FINANCE SCHOOL MANPOWER-VG-10 . Army Force Management Support Agency • G3 Executive Agency. • Ensure Army-wide compliance with manpower policies. U. • Documentation review process to include approval of Section II of TOE.S. and TDAs.Commander.
G1 (Deputy Chief of Staff Personnel “DCSPER”) • Responsible for Personnel Management • Programming. 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) FINANCE SCHOOL MANPOWER-VG-11 . allocating.
equipment. coordinates. and executes all aspects of the MACOM and installation manpower. manages.Director of Resource Management (DRM) • Develops. • Reviews and analyzes program budget guidance with regard to the installation’s manpower programs. FINANCE SCHOOL MANPOWER-VG-12 . and documentation program. • Develops distribution plans for the allocation/reallocation of manpower authorizations and civilian employment levels.
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? FINANCE SCHOOL MANPOWER-VG-13 .
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 FINANCE SCHOOL MANPOWER-VG-14 .
Force Structure Planning • Not a very precise activity. 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. • A very complex undertaking characterized by an interrelated series of analyses. FINANCE SCHOOL MANPOWER-VG-15 .
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). FINANCE SCHOOL MANPOWER-VG-16 .
– Plan deployment of those forces to meet contingencies.Force Structure Development Approach • Planning Procedures: – Identify the threat. – Structure the force to support the strategy. – Develop a military strategy to meet and defeat the threat. FINANCE SCHOOL MANPOWER-VG-17 . – Provide resources for priority requirements.
Joint Planning Environment Key Players
• Congress. • President. • Secretary Of Defense.
• Chairman of the Joint Chief of Staff (CJCS). • Unified Commanders.
Role of Key Players
– Final say-so in terms of dollars.
– Commander-in-Chief. – Sets national and foreign policy.
– Prepares strategic plans. – Provides for strategic direction of the armed forces. – Prepares the national military strategy document.
• Unified Commanders
– In charge of joint forces. – Prepares and integrates operational plans and orders.
– Provide the troops to execute plans and orders to support the national military strategy.
Systems to Support Force Development Process
• 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).
– Justify and allocate resources necessary for the execution of DoD and DA programs. – DoD Future Year Defense Plan (FYDP) are summarized within PPBS.Systems to Support Force Development Process • Planning. – Translate military strategy into specific programs. FINANCE SCHOOL MANPOWER-VG-21 . Programming. – DA programs are summarized within PPBES. – PPBS and PPBES are interrelated. and Budgeting System (PPBS/PPBES): – Primary financial management systems of DoD and DA.
• Approve. FINANCE SCHOOL MANPOWER-VG-22 . – Unified Commanders operation and concept plans in concert with the CJCS. not future requirements. – Provides procedural foundation for an integrated and coordinated approach to: • Develop.Systems to Support Force Development Process • Joint Operations Planning and Execution System (JOPES): – Focuses on current force effective use against near term threats. • Publish.
Force Development Stages RECORDED SYSTEM NMS FORCE ARMY FISCALLY CONSTRAINED FORCE POM FORCE BUDGET FORCE CURRENT FORCE NMS ---------------.PPBS/PPBES BUDGET JSCP -----------------.PPBES POM & FYDP ------PPBES/PPBS PRESIDENT’S ------.JSPS & JOPES INCREASED RISK/ DECREASED CAPABILITIES FINANCE SCHOOL MANPOWER-VG-23 .JSPS & PPBS TAP -----------------.
National Military Strategy Document (NMSD) • Initiates the planning phase of the DoD PPBS • 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) FINANCE SCHOOL MANPOWER-VG-24 .
– Tactical and strategic assumptions. their size. – Compounding factors such as simultaneous conflicts. – Objectives of the United States and its allies. FINANCE SCHOOL MANPOWER-VG-25 . – Threat forces. and military objectives. – Support from allied nations.Illustrative Planning Scenarios (IPS) • Found in the national military strategy. • Provides planning considerations: – Geographical areas of conflict.
– Special Operations Forces (SOFs). – Notional forces. • Identify the forces needed in terms of: – Division Force Equivalents (DFEs). FINANCE SCHOOL MANPOWER-VG-26 .Short-Hand Force Accounting • Used by the Unified Commanders and services to recommend the size of the force required to meet the NMS. – Theater Defense Brigades (TDBs).
• Fully structured. • Analysis nine years in the future. • Relatively unconstrained. ARMY FISCALLY CONSTRAINED FORCE POM FORCE BUDGET FORCE CURRENT FORCE NMS FORCE FINANCE SCHOOL MANPOWER-VG-27 . • Fully supported. • Developed by JCS with service participation benchmark for assessing program force risk.National Military Strategy (NMS) Force Characteristics • Reasonable assurance of success. • Responsive to JCS sizing and structuring scenarios.
• Less than adequate assurance. • Responsive to OSD sizing and structuring scenario. NMS FORCE ARMY FISCALLY CONSTRAINED FORCE POM FORCE BUDGET FORCE CURRENT FORCE • Reasonably attainable. • Starting point for program force. • Reasonably structured and supported. • Relatively unconstrained.Army Fiscally Constrained Force Characteristics • Army’s senior leadership desired force in terms of force structure. FINANCE SCHOOL MANPOWER-VG-28 .
Program Objective Memorandum (POM) Force Characteristics • Based on objective force. NMS FORCE ARMY FISCALLY CONSTRAINED FORCE POM FORCE BUDGET FORCE CURRENT FORCE FINANCE SCHOOL MANPOWER-VG-29 . • Analysis six years into the future. • Depict a delicate balance between resources available and actual force capabilities. • Higher degree of risk than REF. • Responsive to Total Army Analysis (TAA). • Not fully structured nor supported. • Responsive to OSD sizing and structuring scenario. • Resource constrained based on OSD projections.
FINANCE SCHOOL MANPOWER-VG-30 . • Drawn from the first two years of the six year defense program. NMS FORCE ARMY FISCALLY CONSTRAINED FORCE POM FORCE BUDGET FORCE CURRENT FORCE • Accordingly higher risk than the program force. • Less capable than the program force.Budget Force Characteristics • Force and its associated capabilities that would be achieved if the budget were fully executed.
NMS FORCE ARMY FISCALLY CONSTRAINED FORCE POM FORCE BUDGET FORCE CURRENT FORCE • May be less capable than the budget force.Current Force Characteristics • Force and its associated capabilities that is in-being today. thus. manifests a proportionally higher risk. • Reflects real-time readiness conditions. • Represents latest adjustments to the budget force based on: – Congressional resource constraints. FINANCE SCHOOL MANPOWER-VG-31 . – Command priorities and decisions.
Link to PPBES PLANNING PROGRAMMING BUDGETING EXECUTION DOD NMS NMS FORCE DA TAP AFCF POM POM FORCE APPROPRIATION BUDGET FORCE CURRENT FORCE BES TAA FINANCE SCHOOL MANPOWER-VG-32 .
– Committees. – Documents. • Discuss TAA phases.Total Army Analysis (TAA) Objectives • Introduction to TAA process. • Define and discuss key TAA: – Terms. • Discuss TAA relationship to POM development. FINANCE SCHOOL MANPOWER-VG-33 . – Procedures.
• This force becomes the basis for developing the force structure found in the POM. FINANCE SCHOOL MANPOWER-VG-34 .TAA Definition • Computer assisted technique used by HQDA staff to define specific force structure known as the program force.
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 (ARB). FINANCE SCHOOL MANPOWER-VG-35 .
FINANCE SCHOOL MANPOWER-VG-36 . • Separate combat scenarios that focus in different world regions.TAA Concept • Develops the combat support (CS) and combat service and support (CSS) forces to sustain the programmed combat forces based on an Illustrative Planning Scenario (IPS).
TAA Process • Biennial study initiated during evennumbered fiscal years and customarily takes 12 and 18 months. • POM development (leadership review). – Phase 2: Resource • Qualitative analysis. • Quantitative analysis. FINANCE SCHOOL MANPOWER-VG-37 . • Divided into two phases: – Phase 1: Requirements • Force guidance.
TAA Phase 1A: Develop Design Force Guidance • Primary sources of guidance: – The Army Plan (TAP) – Defense Planning Guidance (DPG) • Secondary sources of guidance: – Army Force Planning Data and Assumptions (AFPDA) • Host nation support – Allocation rules – Threat analysis • Review in the Force Structure Conference I and General Officers Steering Committee (GOSC) I FINANCE SCHOOL MANPOWER-VG-38 .
TRANSMO (Transportation Model) MATCH MODEL TAA PHASE I B PRODUCES TIME PHASED STRATEGIC DEPLOYMENT DATA FORCE REQUIREMENTS CEM (CONCEPTS EVALUATION MODEL) FASTALS (FORCE ANALYSIS SIMULATION OF THEATER ADMINISTRATIVE AND LOGISTICS SUPPORT) GENERATES FORCE AND COMBAT INTENSITY LEVELS RESULTS IN TIME PHASED FORCE REQUIREMENTS MANPOWER-VG-39 FINANCE SCHOOL .
II GOSC II FIA FORCE INTEGRATION ANALYSIS FINANCE SCHOOL MANPOWER-VG-40 .TAA Phase II A: Qualitative Analysis TAA FORCE DESIGN DCSOPS CSA/VCSA FPR LEADERSHIP REVIEW TAA BASE FORCE FORCE STRUCTURE CONF.
TAA Phase II B: POM Development TAA BASE FORCE DCSOPS CSA/VCSA FPR LEADERSHIP REVIEW MACOM CMD PLAN DEVELOPMENT BECOMES POM FORCE AFTER SA DECISION SA DECISION DCSOPS ARSTRUC MESSAGE FINANCE SCHOOL MANPOWER-VG-41 .
Manpower Documentation • Each unit in the Army has its own: – – – – Mission. Structure. FINANCE SCHOOL MANPOWER-VG-42 . • Both required and authorized quantities are established and documented in manpower documents. Equipment. Personnel.
• Prescribes: – Normal Mission of the Unit – Organizational Structure – Personnel Requirements (Rank. combat support or combat service and support unit. FINANCE SCHOOL MANPOWER-VG-43 . facilitates standardization in organizing like TOE units. blueprint for creating an actual combat. Military Skill) • Basis for an authorization document.TOE Definition • Requirements document.
represent an actual combat. modified version of a TOE. • Provides data not reflected on the TOE document. combat support or combat service and support unit. personnel. FINANCE SCHOOL MANPOWER-VG-44 . • Prescribes the unit organization. • Designates the Authorized Level of Organization (ALO). and equipment needed to perform an assigned mission in a specific geographical or operational environment.MTOE Definition • Authorizations document. such as unit designation and unit effective date.
• Types of TDAs: – MOBTDA. • Developed based on the type and level of workload associated with the unit’s mission.TDA Definition • Requirements and authorizations document prescribes the organizational structure for a unit having a support mission may include civilians and military. – AUGTDA. FINANCE SCHOOL MANPOWER-VG-45 .
TRADOC created a documentation process called the “Living” (L) TOE documentation system. FINANCE SCHOOL MANPOWER-VG-46 . – In 1983. later changed to “Incremental” (I) TOE system.“Incremental” TOE 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.
– HQDA approved Basis of Issue Plans (BOIPs). FINANCE SCHOOL MANPOWER-VG-47 . • BOIPs are planning documents which states: – The planned placement of new or improved equipment and personnel in a type of TOE at 100% of wartime requirements.How Does the “ITOE” Documentation System Work? • Documentation required to trigger the “I” TOE system: – An existing TOE document known as (Base TOE).
will change them to reflect the new or improved equipment and personnel issued to a type of unit FINANCE SCHOOL MANPOWER-VG-48 .“I” TOE 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.
“ITOE” Documentation System ICP3 M O D ICP2 E R N ICP1 I Z A T I O N OBJECTIVE TOE INTERMEDIATE TOE INTERMEDIATE TOE BASE TOE 1995 2000 2010 2015 TIME MANPOWER-VG-49 FINANCE SCHOOL .
FINANCE SCHOOL MANPOWER-VG-50 . • Discuss the different methods of determining manpower requirements in TDAs and MTOEs.Manpower Requirements Determination Process Objectives • Discuss the Army’s manpower requirements determination for TDAs and TOEs units.
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 – Combat Support – Combat Service and Support • Processes to determine manpower requirements for TOE: – MARC (Primary for CS and CSS Functions) – BOIPS – QQPRI FINANCE SCHOOL MANPOWER-VG-51 .
• Types of MARC: – Variable . FINANCE SCHOOL MANPOWER-VG-52 .Dictated by Doctrine. – Standard .Workload Measurable.Manpower Requirements Criteria (MARC) • HQDA approved standards for determining minimum essential wartime position requirements for combat support and combat service support functions into units.
Methods of Determining Manpower Requirements for TDA Units • Manpower Survey Program • Manpower Staffing Standards System (MS3) • 12 Step Process FINANCE SCHOOL MANPOWER-VG-53 .
FINANCE SCHOOL MANPOWER-VG-54 . Organizational.Manpower Survey Program • Determine manpower requirements for organizational or functional areas not covered by MS3. Statistical. Positional. • Manpower survey approaches: – – – – Functional. • On-site interviews to assess and evaluate the manpower requirements of an organization.
Informal Exit Briefing.Manpower Survey Steps • • • • • • • Preparation. On-site Interviews. Formal Exit Briefing. Documentation. Reclama. Decision. FINANCE SCHOOL MANPOWER-VG-55 .
• Expressed as an equation relating manhours and workload. • In tabular for showing skills (Mil/Civ) and grades needed (Mil only). • Developed at the work center-level of functional activity. FINANCE SCHOOL MANPOWER-VG-56 .Manpower Staffing Standards System (MS3) • An expression of the quantitative and qualitative manpower requirements for the performance of functionally homogeneous tasks.
Basic Premise of MS3 • Commonality within functions: – Functional activities. • Standard applicable at more than one location. – Comparable equipment. FINANCE SCHOOL MANPOWER-VG-57 . – Similar facilities.
Measurement. • Phased approach (standard development): – Define what the standard will cover. Application and maintenance. – Compute the standard from the results. Computation. FINANCE SCHOOL MANPOWER-VG-58 . – Measure the work and collect the essential data.MS3 Study Development Concept • Lead team concept. • Study phases: – – – – Preliminary.
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. FINANCE SCHOOL MANPOWER-VG-59 .
Doctrine TDA Unit .Manpower Surveys .MS3 .How to Determine Requirements TOE Units CA CS / CSS .12 Step FINANCE SCHOOL MANPOWER-VG-60 .Relay on Doctrine .Workload based .MARC (Manpower Requirements Criteria) .
FINANCE SCHOOL MANPOWER-VG-61 .Manpower Manager Must Know the Definition and Usage of: • Borrowed Military Manpower (BMM) and Troop Diversion (TD). • Military and Civilian Requirements and Authorizations. • Contract Services and Intra/Inter Service Support Agreements.
not meeting BMM definition could be TDA to TDA.soldier borrowed from Modification Table of Organization and Equipment (MTOE) unit to work in a Table of Distribution and Allowances (TDA) activity filling a Major Command (MACOM) recognized requirement Example: A soldier assigned to a combat unit.Manpower Definitions • BMM . FINANCE SCHOOL MANPOWER-VG-62 . • TD .Other “Borrowed” soldiers. but working in the gym. MTOE to MTOE.
Civilian Manpower Management System Objectives • Define key civilian manpower terms. • Discuss Managing Civilian Budget (MCB) budget authority and position classification authority. • Define and discuss the role of Civilian Pay Plan (CPP) and Civilian Employment Plan (CEP). FINANCE SCHOOL MANPOWER-VG-63 .
Key Terms • Workyear • Hirelag • Overhire • Overtime • Job Sharing • Job Splitting FINANCE SCHOOL MANPOWER-VG-64 .
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) • Foreign Nation Indirect Hire (FNIDH) FINANCE SCHOOL MANPOWER-VG-65 .Type of Civilian Employees • Direct Hire U.
Civilian Manpower Programs END STRENGTH (PRIOR TO 1985) WORKYEARS (FY 93-?) MANAGING CIVILIANS TO BUDGET (FY87 .?) ANNUAL FINANCIAL TARGET (AFT) (FY85) CIVILIAN EMPLOYMENT LEVEL (FY 85-87) FINANCE SCHOOL MANPOWER-VG-66 .
• Delegate authority: – Budget. • Business-oriented. • Baseline for modernization of civilian employment programs. – Position classification. FINANCE SCHOOL MANPOWER-VG-67 . – Responsibility.Managing Civilians to Budget (MCB) • Comprehensive. – Accountability.
Key MCB Terms • Civilian Pay Plan (CPP). • Job Description. FINANCE SCHOOL MANPOWER-VG-68 . • Civilian Employment Plan (CEP).
Responsibilities • Commander • Program Budget Advisory Committee (PBAC) • Civilian Personnel Office (CPO) • Director Resource Management (DRM) • Equal Employment Opportunity (EEO) • Program Directors FINANCE SCHOOL MANPOWER-VG-69 .
and Execution System (PPBES). Conditions: Given AR 570-4. FINANCE SCHOOL MANPOWER-VG-70 . Budgeting. Programming. and the personnel functions and responsibilities. the Planning. Standard: IAW AR 570-4 and instructional material presented.Terminal Learning Objective Action: Identify the relationship between the manpower management process.
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