Slow Slide: Force Management
MOTIVATOR. The Army Force Management process starts at the top from the president, Congress, the Secretary of Defense and the Army Chief of Staff.
The Army decides how to manage their forces based off of current policy and budget requirements. Within the policy and budget requirements, Army Force Managers make decisions on how to adjust the existing force, balancing force structure requirements and providing the correct resources to the fight. Army Force Managers, depending on the rank and job, spend anywhere from 1 month to 10 at the FA50/Force Management School in Fort Belvoir, VA.
Slow Slide: TERMINAL LEARNING OBJECTIVE
Note: Review TLO with students.
SAFETY REQUIREMENTS. In a training environment, leaders must perform a risk assessment in accordance with FM 5-19, Composite Risk Management. Leaders will complete a DA Form 7566 COMpOSITE RISK MANAGEMENT WORKSHEET during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Note: During MOpp training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOpp work/rest cycles and water replacement guidelines IAW FM 3-11.4, NBC protection, FM 3-11.5, CBRN Decontamination. No food or drink is allowed near or around electrical equipment (CpU, file servers, printers, projectors, etc.) due to possible electrical shock or damage to equipment. Exercise care in personal movement in and through such areas. Avoid all electrical cords and associated wiring. In event of electrical storm, you will be instructed to power down equipment. Everyone is responsible for safety.
RISK ASSESSMENT LEVEL. Low.
ENVIRONMENTAL CONSIDERATIONS 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. Refer to FM 3-34.5 Environmental Considerations and GTA 05-08-002 ENVIRONMENTAL-RELATED RISK ASSESSMENT.
EVALUATION You will be given a graded 20 question multiple choice exam which will cover Administer Awards and Decorations. A passing score on this examination is 70% and for International Students (60%). (International Students are only in the BolC Courses).
Slow Slide: Outline
Need to add BOG/LAD analysis
How to fill gaps, what to do about ARNG/RC... can you send home early?
How to turn ARNG units on and off...
Explain terms: LAD/BOG...RTL...
Slow Slide: Army Force Management process
The Army Force Management process starts at the top from the president, Congress, the Secretary of Defense and the Army Chief of Staff.
The Army decides how to manage their forces based off of current policy and budget requirements.
Within the policy and budget requirements, Army Force Managers make decisions on how to adjust the existing force, balancing force structure requirements and providing the correct resources to the fight.
Army Force Managers, depending on the rank and job, spend anywhere from 1 month to 10 at the FA50/Force Management School in Fort Belvoir, VA.
Slow Slide: ANNEX A: MANNING CATEGORIES WITHIN HQDA EXORD 10-13 ISO THE HQDA FY13-15 ACTIVE COMpONENT MANNING
Guidance from Army G-1 as of 10 JAN 14:
With the reduction in the Army end strength and the changes in Army force structure (Army Drawdown and BCT Re-Organization) we are in the process of updating the ACMG to reflect the changes in the operational environment. Additionally the Temporary End Strength and Wartime allowance which provided additional Soldiers allowing us to overfill units have gone away. Simply put -we must now for the 1st time in 10 +years balance end strength with force structure within the base budget.
The draft ACMG will also move toward more involvement from the Senior Commander (SC) which empower leaders to manage readiness in their respective units. Think of this as part of Mission Command -- giving the CDR on the ground the authority to align the force to meet emerging requirements/priorities.
Manning priorities will be nested in the Army directed personnel priorities as listed to include: deploying units; units assigned to Korea (to include units rotating to Korea); the Global Response Force (GRF); the 2+2+2+1 (Contingency Force package) units and enablers; sustaining the capacity to continue leader development.
Key and Developmental (KD) complete Captains will be at a shortage throughout the Army for the near future. Resultant KD CpT fill will be based on the available KD CpT inventory, ~70%.
Cyber units and cyber positions designated as 100% fill will be filled to that level when the inventory of Soldiers in those specific MOSs facilitate that level of manning. While cyber is an emerging and still evolving, several cyber MOS are below strength Army wide against existing requirements.
Slow Slide: FY 13-15 Active Component Manning Guidance
These changes reflect the same information as the previous slide.
Slow Slide: Responsibility Flow
While the Army G1 and HRC are looking at the units available to deploy and manning them accordingly, USCENTCOM is looking at their policy and budget guidance and making requests based off of the mission in theater.
This slide depicts the responsibility flow of who handles identifying, sourcing and assigning requirements for the theater mission
The next slides will go over this process in more detail.
Slow Slide: Force Requirements to Deployment
This is an overview of the process from the development of force requirements to deployment of them. It shows how the Army tracks the requirements through Force Tracking Numbers and includes the contributing tools that both HR and Sustainment planners Will use in order to accomplish the mission. In the next couple slides we will discuss in detail this process.
Slow Slide: Identifying the Requirements
Requirements are first generated by the commands on the ground and then submitted to CENTCOM for validation and approval.
CENTCOM will scrutinize each individual requirement because each rotation works the requirements differently.
CENTCOM will then validate the force requirements
Using the Force Requirements Enhanced Database (FRED), they create a unique Unit Requirement Form (URF) for each mission
Each URF contains the administrative data for the requirement, the mission, the capabilities, and any additional clarifying information
FRED is a classified database and can only be used on a SIpR computer
Slow Slide: Sourcing the Requirements
Once CENTCOM has validated and approved the requirements it will forward its list of validated requirements to the Joint Staff so units can be assigned to missions.
Joint Staff/SecDef will send the Army requirements to FORSCOM for sourcing. Upon receipt of a reqt, FORSCOM subject matter experts for each branch work to match requirements within FRED with available units.
The selected units will be transposed onto a document called the "crosswalk" or a patch chart
HR planners will maintain contact with FORSCOM G1 as they develop a HR Crosswalk that displays SRC 12 units tasked for those requirements in theater
Slow Slide: Sample HR Crosswalk Version A
This is one version of a HR Crosswalk. This provides you with the country and location, the current unit and type, whether it is RC/AC/NG, how many pAX are in it, the Latest Arrival Date and their BOG date.
On the other side will be the incoming unit replacing them. These crosswalks are secret documents, when filled out with all of the data and can go out for 2-3 years worth of deploying and redeploying units.
Slow Slide: Sample HR Crosswalk Version B
Again, this is another example of a way to track HR assets in theater. Both are ideas for HR planners to use.
Slow Slide: Moving the Requirements
Once the requirements have been sourced, the movement of those requirements begins. As HR officers, you might be thinking Why do I need to know transportation stuff? The fact is, as HR planners, in the HRSC, HROB or within the HR Cos, you will NEED to know what these terms are, who you might have to contact, or how to plan within the transportation and sustainment communities, because the three main Theater missions of Casualty, postal and pA involve the sustainment community in almost all of their processes.
The overall process is a fairly simple concept, but the mechanics of execution are complex.
TRANSCOM will direct the building of a deployment plan identification with unit line numbers (ulNs) for each requirement.
Each requirement will have the following movement data:
Latest Arrival Dates (LADs)
Destinations
TRANSCOM will then coordinate for transportation of all of those requirements based off of the deployment plan.
Ensuring accurate data in this process decreases significant turbulence and reduces the risk that a unit will not arrive on time.
HR planners must understand this process and the data provided for a ulN in order to maintain the appropriate coverage, train-up and redeployment timeframes
If you are assigned to the RSO division of the HRSC or work in the HR p&o section of the HROB, you may need to know how to contact TRANSCOM or Army G1 in order to request transportation for units, handle planning issues that might come up when working all facets of the HR mission.
Slow Slide: System Requirements
Here are some of the main systems that will aide in the Force Management process. We have already discussed a little bit on how FRED is part of this process.
And you should remember that we already discussed FMSWeb in a previous class, but explain to me how FMSWeb can help with Force Management?
In the next couple slides, we will look at some depictions of SMS and JOpES.
Slow Slide: Single Mobility System
This is login screen to Single Mobility System or SMS. Can be viewed on both NIpR and SIpR.
What can you do with SMS?
-Check # of seats available on flights
-Download inbound/outbound manifests
-Search for passengers
-Search for ETA/ETD timelines, review flight patterns, search for different flights available
Slow Slide: Single Mobility System
In the left hand corner is the login screen to Single Mobility System or SMS. Can be viewed on both NIpR and SIpR.
The other page is the basic navigation tools page. This is what you can do with SMS...
-Check # of seats available on flights
-Download inbound/outbound manifests
-Search for passengers
-Search for ETA/ETD timelines, review flight patterns, search for different flights available
Slow Slide: TPFDD
Notes: no notes for this slide
Slow Slide: TPFDD
Unit movement officers and Air Load planners are key in this process.
JOpES is a SIpR system
Units may transport up to 30 pax on AMC strategic lift, all others must go via commercial air
Slow Slide: TPFDD
References: Defense Transportation Regulation; Joint planner's Handbook for Deployment Operations (USTRANSCOM handbook 10-20
Unit movement officers and Air Load planners are key in this process.
JOpES is a SIpR system
Units may transport up to 30 pax on AMC strategic lift, all others must go via commercial air)
Units submit TPFDD data to JOpES for validation
TRANSCOM validates and forwards to Air Mobility Command
AMC sources airlift
Slow Slide: TPFDD
Notes: no notes for this slide
Slow Slide: TPFDD
ulN - Unit Line Number / CIN - Cargo Increment Number / pIN - personnel Increment Number
(9AAC) Up to seven character field that uniquely describing unit/non-unit-cargo or personnel.
UNIT NAME/UIC
UNIT NAME - 30 spaces (0033 AR BN 01 TANK CO D M60)
UIC - (WH1KD0) Six digits uniquely identifying each Active, Reserve and National Guard unit. First letter D-Joint, E-Coast Guard, F-USAF, M-USMC, N-USN, W-USA.
UTC Unit Type Code - (24333) Five character, alphanumeric code uniquely identifying each type unit in the Armed Forces.
ORIGIN (FT LEWIS) Beginning point of deployment.
ulC Unit Level Code - (CO).
pROV ORGN NAME providing Organization Name - (CINCFOR).
AUTH pERS/pAX Authorized personnel/passengers for the specified unit - (62) (62).
STONS Short Tons - (845.5) Unit of measurement (2000 pounds) for equipment and supplies other than Class III.
CBBLS Hundreds of barrels (pol)
LOCATION NAME pOD/ point of Debarkation - (SAFAQIS). Geographic name where items are discharged. May be aerial or seaport of debarkation. May or may not coincide with destination.
LOCATION NAME DESTINATION/ (SAFAQIS) The location where the unit will be deployed.
EAD Earliest Arrival Date - (C003) A day relative to C-Day, specified by a planner as the earliest date when a unit can be accepted at a port of debarkation during deployment.
LAD Latest Arrival Date - (C020) A day relative to C-Day, specified by a planner as the latest date when a unit can arrive and complete unloading at a port of debarkation.
RDD Required Delivery Date - (C020) A day relative to C-Day, when a unit must arrive at its destination and complete offloading.
Slow Slide: Joint Operation planning & Execution System (JOpES) Management
Here is a sanitized example of what JOpES provides. JOpES provides much of the same data as FREDs. JOpES also provides information the HR planners can use to help with developing plans for SRC 12 unit coverage, emplacement and allocations.
Notice the information circled in RED...
Information such as the ulN, Unit Name, pAX#, Locations, required-to-load date (RLD), available-to-load date (ALD), earliest arrival date (EAD), latest arrival date (LAD) and required delivery date (RDD) are all important to an HR planner.
Knowing this information in the HROB or HRSC will help you understand how you can support your SRC 12 units currently in theater and the ones deploying and redeploying.
Slow Slide: Why is this Important?
So why is it important to understand all of this high level requirements and transportation planning?
-Understanding the FM process will improve the HR planner's ability to provide the correct units and sizes to the supported units
-Rules of Allocation (ROA) are developed by the Army G-3 as a part of the overall Force Management process.
-HR planners are responsible for the allocation and emplacement of SRC 12 units within the theater AOR.
-Only an HR planner will understand why there is only 1 theater gateway or why a level II MTF does not get a CLT.
-You are also the only one who will truly understand what training is required in certain locations or missions and whether Decreasing LS/RS training will be ok.
-There are specific planning Requirements for SRC 12 units that a HR planner must understand -Boots-on-Ground (BOG) Dates are the date that you step foot into Theater and swipe your CAC into TpS, but they are also your last date that you are allowed to be in theater.
You may have heard the term Busting BOG? Staying past your BOG date previously meant extra payment per day per Soldier. It also required the Secretary of the Army to approve it. -This date drives the requirement and the sourcing. Remember the ARFORGEN Cycle? If the 502D HRC's BOG is 1 MAY 2013 and the 510th HRC just redeployed in October 2012, would they be a good replacement? -What about if the 502D HRC's BOG is 1 May 2013 and the 510th HRC's LAD is 28 ApR 2013? What kind of planning considerations do you have to look at? -Inaccurate dates will cause confusion for replacements and delay redeployments - Has anyone ever deployed overseas and your departure date Kept changing? Changes like that can cause problems in theater when planning the LS/RS training and redeployment plans.
-Timing
Active units can shift their LADs and LDDs easier than reserve and national guard units due to MOB training back in CONUS, Reserve and National
Guard units' MOB training is included in their deployment timeline. If a unit is deployed for 365 days and spends 60 days at a MOB station, then
They will be leaving two months earlier than any of their AD counterparts that may arrive at the same time. SRC 12 units also incorporate the
AirForce into their formations (like the Theater Gateway). AirForce personnel only deploy for 6 months, so with LS/RS training on the front and the back, that is really
Only 5 months of actual work.
-Latest Arrival Dates (LADs), Latest Departure Dates (LDDs) and BOG are the key to planning LS/RS training
-Left Seat / Right Seat training timelines are usually set by the ASCC in theater, for example: USARCENT required 14 days total and also required a formal
Training schedule prior to the arrival or departure of units. Usually, any timeframe of 7-21 days is a good planning tool.
Addressing Issues in the planning process
-Being able to understand if you can shift AD units LADs or LDDs in order accommodate Reserve and NG deployment timelines
-Adjusting LS/RS training timelines
-Working with multiple organizations within theater and out of theater in order to move personnel as required
Slow Slide: TPFDD
Need to add BOG/LAD analysis
How to fill gaps, what to do about ARNG/RC...can you send home early?
How to turn ARNG units on and off...
Explain terms: LAD/BOG...
Slow Slide: Terminal Learning Objective
Notes: no notes for this slide
Slow Slide: Force Management practical Exercise #1
Scenario: Today is 20 Sep 2011. You are the lead HR planner for the HRSC. You and your staff are to look at the SRC 12 unit crosswalk to identify any problems with LS/RS training time, unit mission requirements and LAD/BOG timelines. You have collected both the current unit on the ground (Current) and follow-on unit replacing them (Future) to include the latest arrival date (LAD), theater departure / boots on the ground date (BOG) and other select information. Conduct an analysis of the data provided. You are concerned that there may be significant over / under laps for cross-over training between the units listed in various Force Management systems.
Facts:
(1) The average left seat/right seat ride time is 7 to 21 days maximum for SRC 12 units. (2) SRC 12 units are authorized to deploy at 80% strength according to the latest Army Manning Guidance.
(3) LAD is the latest arrival date or the date the unit arrived in theater.
(4) BOG is the Boots on the Ground Date or the last day a unit can be in theater.
(5) You have some information from Army G1 and the ASCC G1 that explains the task organization of certain units and the future locations or missions for certain units. This is depicted in the remarks column of the HR Crosswalk.
Additional AOR information
South Umbria
-22nd HR Co is at the Inter-Theater ApOD with Mission Command (MC) of four postal platoons supporting the 806th Military Mail Terminal Team.
-The 350th HR Co is supporting the TG pAT and has MC of three HR platoons and one postal platoon. The 350th HR Co will not be replaced due to postal contracting efforts and a planned reduction in the HR footprint.
-The 22nd HR Co will be replaced by the 387th HR Co who will assume MC of all seven remaining HR/postal platoons in S. Umbria.
Central Umbria
-The 49th HR Co HQ is covering the western portion of the AO and FOB Campbell, Bliss, Sill and Riley. They have MC of three postal and two HR platoons.
-The 105th HR Co HQ is in the eastern portion and covers FOB Carson, Hood and polk. They have MC of three postal and three HR platoons.
-The 49th HR Co HQ will be replaced by the 444th HR Co HQ. The 444th will have MC of three postal and two HR platoons. The HR platoons will have HR Squads serving as both pATs at the Intra-Theater ApODS and CLTs at the Level III Hospitals and GO HQ.
-The 105th HR Co will be replaced by the 510th HR Co HQ. The 510th will have MC of three postal and HR platoons.
North Umbria
-North Umbria is a push forward for theater operations. The 371st SB has MC for all SRC 12 assets in the AO.
-The one HR and postal platoon on the ground are attached to the HHC/STB of the 371st SB.
-Upon arrival of the 101st HR Co HQ, they will have MC of two postal and two HR platoons.
Slow Slide: pE #1 Guidance
Additional AOR information
South Umbria
-22nd HR Co is at the Inter-Theater ApOD with Mission Command (MC) of four postal platoons supporting the 806th Military Mail Terminal Team.
-The 350th HR Co is supporting the TG pAT and has MC of three HR platoons and one postal platoon. The 350th HR Co will not be replaced due to postal contracting efforts and a planned reduction in the HR footprint.
-The 22nd HR Co will be replaced by the 387th HR Co who will assume MC of all seven remaining HR/postal platoons in S. Umbria.
Central Umbria
-The 49th HR Co HQ is covering the western portion of the AO and FOB Campbell, Bliss, Sill and Riley. They have MC of three postal and two HR platoons.
-The 105th HR Co HQ is in the eastern portion and covers FOB Carson, Hood and polk. They have MC of three postal and three HR platoons.
-The 49th HR Co HQ will be replaced by the 444th HR Co HQ. The 444th will have MC of three postal and two HR platoons. The HR platoons will have HR Squads serving as both pATs at the Intra-Theater ApODS and CLTs at the Level III Hospitals and GO HQ.
-The 105th HR Co will be replaced by the 510th HR Co HQ. The 510th will have MC of three postal and HR platoons.
North Umbria
-North Umbria is a push forward for theater operations. The 371st SB has MC for all SRC 12 assets in the AO.
-The one HR and postal platoon on the ground are attached to the HHC/STB of the 371st SB.
-Upon arrival of the 101st HR Co HQ, they will have MC of two postal and two HR platoons.
Slow Slide: Force Management IMI practical Exercise #2
Detailed Instructions are provided within the IMI on Blackboard.
Students will have 30 minutes to complete this exercise.