I am thrilled and honored to have theopportunity to be the new leader of theForce Management Functional Area. Theydid not tell me whenthey assigned me as"the FD" that Icould also be abranchCommandant! Thisjob has more thrillsin it than you canimagine.

I can't tell you howimpressed I am withthe professionalismand abilities of theForce ManagementOfficer. FA 50 offi-cers are talented offi-cers involved in theorganization, integra-tion, decision-makingand execution of thefull spectrum of activities encompassingrequirements definition, structuring, com-bat developments, materiel developments,training developments, as well as analyticsand resourcing at the tactical, operationaland strategic levels of the Army! I lookforward to my tenure as an opportunity toembed the Functional Area in the modular

Army and continuing to establish arewarding and challenging career path forour great officers.

The Army todayhas over 320,000Soldiers deployed inover 120 countries.In order for us toremain successful,our ForceDevelopers mustcontinue to do theirpart to enhance thesuccess of ourArmy. The Soldieris at the center ofour focus.Everything we doas ForceManagement

Officers must bedone to ensure thathe/she has the best

equipment, structure and capability forintegration into the Joint Team. Our func-tional area is deeply involved in supportingthe combatant commands. I can also tellyou from my recent perspective as a mem-ber of a deployed force that the warfight-ers deeply appreciate your contributions.You truly have made a difference.

Volume 1, 1st Quarter FY05

OracleThe Force Management

MG Stephen SpeakesDirector, Force Development

Army G8

(continued on page 7…)

1012

From the Office of theExecutive Agent

From the Proponent Chief

From the Branch Manager

Force Stabilization

Assignments

From the Field

Future Structure Update

Q Course Graduates

Recommended Reading

Calendar of Events

Bios

Contact Information

In Next Quarter’s Issue

1223345689

1

From the Office of the Exective Agent

In This Issue:

12

From theProponent Chief

The Proponent Office is celebrating its firstfull year in existence this quarter. Since itsinception last September, we have madegreat strides for the Force ManagementCommunity. We are more relevant today thanever before in our short six-year history andare making improvements in both the opera-tional and tactical relevance of the commu-nity in both the Army and Joint forces. Asthe Army moves closer to realizing theModular Army,the ForceManagementOfficer becomesincreasingly moreimportant tomanaging, inte-grating, articulat-ing and leadingchange. I am fre-quently askedwhat theProponencyOffice does. Ithink it's prudentto explain whatthe ProponencyOffice does inter-nally and externally for the community.

The FA 50 Proponency Office is directlyresponsible for the eight personnel life-cyclemanagement functions to the ExecutiveAgent and Proponent. As such, we take thelead in defining developmental needs, refin-ing requirements in the field and providingassistance to improve all aspects of theArmy's personnel management system.Additionally, we are responsible for theestablishing Force Management Concepts

-Doctrine-Organizational designs-Training programs-Manpower requirements-Education and professional development requirements

The eight life cycle functions are interdepen-dent. To perform any of the life cycle func-tions well, it's imperative that you understandthem all and how they are related. If youlook at the chart above you'll see that youcan't effectively establish the right policiesand procedures for acquiring personnel with-out knowing what the future force structurerequirements are or when and how the train-ing and education requirements will be

affected. We can't deliver effective trainingand education without understanding whereour officers are assigned, what impacts thetraining will have on families, the numbers weare assessing and how the developmentalstrategies will incorporate the new skills,knowledge and attributes they bring fromtheir basic branch experiences.

We are structuring the Proponency Office sothere is a func-tional expertcovering downon each of thelife cycle func-tions. Thesefunctionalexperts will col-laborate toensure issues andconcerns are vet-ted and solved asa completeprocess vicestovepipe. Wehold quarterlystrategy sessionswithin the

Proponency Office to evaluate where thefunctional area is, where we are going, andhow each of the functional experts can helpintegrate their piece in the problem solvingprocess and plan our way ahead. However, it'sthe daily integration of the lifecycle functionsthat provide the continuous insights for deci-sions on behalf of the functional area.

Twice a year, the Proponency Office hosts aSenior Advisory Group (SAG). The purposeof the SAG is to provide direction for thePersonnel Proponency Office. This forumidentifies initiatives that affect the entire com-munity as well as provides the proponent aformal opportunity to let senior members andinterested parties know the direction theForce Management career field is heading.The SAG is tri-chaired by the Army G8, FDand our Greybeard, LTG(R) Trefry. The SAGincludes membership from around the Armyat the O6 level and includes our CP 26 part-ners. This fall's SAG is looking to build onthe foundation laid in March and looks todeal with tough issues like utilization, forcestabilization, and the new career path.

Since the last letter we've had boards forLTC, SSC, COL and CSC. We've fared wellin the LTC board with 13 officers beingselected for promotion to the grade ofLTC.

-Robert James Anderson-John David Beck-Thomas Michael Brennan-Rodney Theodore Haggins-Jill Martine Newman-David Adams Shugart-Joel Jacob Slagle-Ralph Tyler Standbrook-William Robert Stowman-Robert Ellis Waring-Peter Brendan With-Edward Fowler Cole, Jr.-Terrance Damon Wallace

We're still waiting on the results of theCOL board. However, 4 officers wereselected for resident SSC this fiscal year(LTC Burns, LTC Hesse, LTC Johnson,LTC Linick). We're still waiting on theresults of YG93 CSC list- due by the endOctober.

This year the Career Field Designationboard for YG94 provided the functionalarea with 5 MAJs.

-Stephon Martez Brannon-William Michael Fairclough-Tara Rachelle Lee-David Michael Myrda-Okal Amram Onyundo

ILE

For planning purposes, we are working onsending our 5 newly acquired officers to theForce Management qualification “Q”course from August to November 2005.This will ensure they are properly trainedprior to assuming their first functional areaassignment. Additionally, the proponency isplanning on sending those officers currentlyat CGSOC in Ft. Leavenworth to the “Q”course at Ft. Belvoir.

From theBranch Manager

(continued on page 7…)

“As we build the modularArmy of the future, your roleas a Force Manager is lead-

ing, managing, and articulat-ing the change that will

result in the most comprehensive transformation

of Army forces since WorldWar II.”

—CSA2

?What is Force Stabilization

In short, combat effectiveness and unitreadiness today are adversely affected bypersonnel turbulence caused by the indi-vidual replacement system. Since person-nel assignments in combat units were notsynchronized, about a third of the person-nel in an average unit turn over each year.This made it extremelydifficult to build andmaintain cohesive teams,whether in a tank crew orin a staff. Force stabiliza-tion recognizes the valueof depth of experienceversus breadth of experi-ence. Soldiers, warrantofficers, and officers willspend the majority oftheir company grade timein the same type of unit on the sameinstallation. This will afford them greattraining and professional developmentopportunities. However, they will beexposed to fewer types of units and instal-lations. Specifically, this gets to the heavyversus light experience for soldiers andleaders. The leadership has evaluated thisconcern and believes that a greater depthof experience is desired. For unit focusedstability, aligning soldier assignments with

unit operational cycles will significantlyimprove combat readiness and cohesion,but may reduce the number of optionsavailable for soldiers and leaders in select-ing future assignments since cycles willhave to match up to prevent prolongedtime in holding accounts. Again, the Army

believes the benefits tosoldiers, families, and theArmy with increased sta-bility, predictability, andcontinuity in units andcommunities outweighsthe potential drawbacksof having slightly feweroptions for assignmentlocations.

How will force stabilizationbe implemented?

Transition to the force stabilization will beconducted in three phases. Phase I, begin-ning the last quarter of FY04, initiatesforce stabilization on selected CONUSTO&E installations, which house amaneuver combat brigade. Phase II willadd installations designated by ODCS, G-1which have been determined sustainable.

Execution of this phase will be on-order. Phase III will include brigadesreturning from an overseas location andpermanently reassigned to a CONUSinstallation. These installations will auto-matically become force stabilizationinstallations once the maneuver combatbrigades complete their unit movementto the new CONUS installation. If theunits are moved to a home-based instal-lation, the new unit will fall under thisinitiative. Otherwise, the resulting instal-lation will be evaluated for sustainabilityprior to designation as a home-basedinstallation (similar to phase II).

What’s the application toForce Managers?

Our officers are generally in divisionstaffs and higher. They will continue tobe rotated at the completion of theirforce management assignment. In somecases, officers may be extended to com-plete an Army force managementprocess such as the POM or TAA ordue to unit deployment as a force manager.

— Dan MonsivaisMAJ, GS FA50, Branch Manager

Assignments

HRC will probably not begin the summer05 assignment cycle until late Dec 04, earlyJanuary 05. To assist you with your nextmove, everyone should expect to get anemail via AKO, providing you with a list-ing of authorizations that need to getfilled by grade by unit. Officers must con-sider the following:

- The professional development of an FA 50 officer requires that the officerbe exposed to a variety of force man-agement related work. The funda-mental theory behind force manage-ment procedures and processes does not change rapidly over time, but the environments in which the tools are applied can vary greatly. After receiv-ing their initial training, FA 50 offi-cers should seek different types offorce management assignments in dif-ferent types of organizations to fostertheir professional development i.e.,MACOM to HQDA to Joint.

- FA 50 officers lead change; they are aninvaluable tool for the commander on the requirements to solution paradigm.The goal of the professional develop-ment of FA 50 officers is to produce officers skilled in the technical aspects of leading efficient change manage-ment, yet retaining our understanding of the operational Army. Additionally,the FA 50 officer is capable of manag-ing requirements and materiel solu-tions while leveraging quantitative and qualitative analysis on varied DoD issues. Assignments in the functional area are made to provide the officer exposure to a number of organizationsthat require FA 50 skills and attributes so that the officer develops a fuller understanding of the application offorce management techniques throughout the military.

We're taking the mystery out the assign-ment process - if there ever was one.

To this end here's how we'll work the nextassignment cycle. You provide 5 choices +Army's Needs (Skill/Exp) + AO recom-mendation + FD Director/HRC reviews=Assignment.

Tips

If you do not have an account with USAFMSAWEBTAADS, then get an account athttps://webtaads.belvoir.army.mil/usafmsa. Thissite will provide you with up to date changes toMTOEs and TDAs.

3

From theField

The first lesson learned I thought I'daddress is that of the FA50 in the theater,the organizational construct, and a futureconstruct for the Force ManagementCell/Division in Army units.

In III Corps at Fort Hood, there were 2FA50s authorized: one in the Plans shopand on the MTOE, the other was in theForce Integration shop on the TDA. I wasthe only 50 in the Corps HQ. Prior todeployment, I worked a number of issuesrelating to the ONSs, accelerated fieldings,etc. When notified of deployment, I hadto quickly prepare a TDA organization fordeployment. That's thefirst lesson learned. TheForce Management/Force IntegrationDivision must be on theMTOE with equipment,vehicles etc. There needsto be an analysis of whatthat takes, as far as thefull manning and equipping goes, but theForce Management Division must be adeployable entity with all the bells andwhistles.

After deploying, we discovered that theprevious HQ did not deploy its ForceManagement Division; lesson learned #2.In contingency deployments, units mustdeploy a Force Management cell. Thatimplies several follow on points. First isthat there needs to be school-trainedFA50s in the HQs. At a minimum, theymust be in Corps and division HQs. Thesecond follow on point, it that the FMDneeds to be built into any joint manningdocument established for any joint taskforces.

Another lesson learned is that the higherHQs, the Army HQs need to have robustForce Management cells. These must berobust enough to handle split-based ops toprovide support both from the rear (tocoordinate with HQDA, etc) and forward.Also, I really, really think that the MajorUnified Commands need to have FA50s in

their J8 shops. The reason for all this, wellit is simply overwhelming the amount ofONSs we process (4-6/week), the amountof new technology (both government pro-grams and COTS), and the amount ofnew equipment fielding we are doing.Having the FA 50 expertise at each eche-

lon would greatly assistin these matters.

It is noticeable whendealing with a divisionthat has an FA50 andwith units that don't.Right now, both divi-sions have school-trained FA50s and they

definitely make a difference.

At the unified command level there defi-nitely needs to be an FA 50. Do notbelieve there is one there. Having onethere would be a significant help. As folksapproach at the unified command level to"insert technology" there is no trainedforce integration to do a quickDOTLMPF assessment to ensure all thetraining, maintenance, support facilitiesetc. is looked at prior to fielding or insert-ing the technology. I get a lot of folks try-ing to insert technology or hardware with-out really understanding about what ittakes to get it into the hands of a soldierand provide a capability (capability = sys-tem + trainedsoldier+conops/TTP/Doctrine+sustain-ment plan).

So bottom-line to all that, one significantlesson learned from my perspective is thatthere needs to be more FA50s in unitsCorps and below.

—Thomas R. FaupelLTC(P), GS

MNC-I Force Management Officer

Warrior Ethos Tenets

1

234

A Warrior:

Always places missionfirst

Never acceptsdefeat

Never quits

Never leaves a

fallen comrade

All Soldiers are warriors -- prepared, trainedand fully equipped for the Joint fight. Soldiersenable the Joint force by destroying the enemyin close combat, and by resolving conflict andrestoring the peace. Soldiers personify WarriorEthos as part of a team, bound to each otherby integrity and trust.

The dynamic operational environmentdemands that every Soldier be a warrior firstand an expert in his/her individual craft tosupport the team

“The Army today has over320,000 Soldiers deployed inover 120 countries. In orderfor us to remain dominant,we must provide a trained,

ready and expeditionary landcampaign force to the

Combatant Commanders. TheSoldier is at the center of our

core competencies.”

4

Future StructureUpdate

LTC Faupel raises several interestingpoints while stating his lessons learnedduring Operation Iraqi Freedom. Clearlythere is a growing need for more ForceManagers in the Operational Army. Thisneed was articulated byLTG Metz, Cdr, III Corpsearlier this year; he said,"…from my experiencethere is great value addedhaving FA50's serving inthe Force Managementpositions throughout theArmy, primarily at Corpslevel and below." SinceLTG Metz's note in April,there have been three sep-arate Council of Colonels that have lookedat the UEy structure. We have been activein each of those CoC meetings, aggres-sively speaking out on the value of ForceManagement Officers at the Operationallevel.

We have done a lot of work cross walkingthe Universal Joint Task List (UJTL) withdoctrine as it exists today, and the emerg-ing lessons learned from OIF/OEF. Wehave established a baseline of the func-tions and tasks of the Force Manager inthe UEy.This quickly became our baseline forestablishing the structure to support aUEy as the Army's Service Component

Command (ASCC). The ForceManagement Division (FMD) is capable ofproviding the strategic integration andforce management functionality in orderto support a regional combatant com-mander within his area of responsibilityand is the Army component of that uni-fied command. The FMD provides thehooks and plugs necessary to support sub-ordinate UEx's as well as providing addi-

tional force managementfunctionality to the UEx.This organization isresourced to sustain 24-hour operations andalthough the UEy head-quarters is deployable, it isnot mobile. There areadditional functions thatexist as part of the FMDthat remain at home-station and are a

reach-back capability for the FMDwhile deployed.

We have asked that the FMD beresourced with 12 FA 50 officers,ranging in rank from Colonel toMajor. As it stands today, that requestwithstood the scrutiny of two sepa-rate murder boards. A separate Major,FA 50 has been added to the OP C4Icell, bringing our number of ForceManagement Officers in the UEy to13! The resourcing decision hasn'tbeen made. There are still severalmurder boards to pass; but I remainconfident that we will recognizegrowth to the functional area in the

UEy. After all, in the words of LTG Metz,“…with the Army's rapid pace ofModernization and Transformation, theGlobal War on Terrorism, and the restruc-turing of the Force, the time is now toplace trained Force Managers in units toassist Commanders in synchronizing andmanaging all of these changes. They aredefinitely a force multiplier and a greatstaff asset to the unit commands.”

—Patrick KirkLTC, GS

Chief, Proponency Office

“…when I read AR 600-3 itcreated a credibility problem

with officers since it wasconfusing and hard to follow.I think Branch Qualificationleads itself to the Direction

of Attack. We probably needto get away from Branch

Qualification — we need abroader aperture”

— CSA

5

!Force Management Q CourseGraduates 11 Students

The Army Force Management School(AFMS) was directed by HQDA DCS G-8, Force Development, to develop andprovide instruction for a Functional Area50 Qualification Course. Historically, FA50has lacked a relevant FA50-specific educa-tion program for entry-level qualificationthat prepared Force Management Officersfor their new career as a functional expert.AFMSputtogethera com-prehen-sivequalifi-cationcourse,withsupport-ing materials, and conducted a pilot courseduring Summer FY 04.

The course was created as part of theArmy's redesigned Intermediate LevelEducation (ILE) process. ILE is designedto provide 100% of Majors in designatedyear groups a quality, tailored resident edu-cation at one of six satellite sites. ILEgives Majors a 3-month common corecourse of instruction after which they willbe awarded the MEL 4 and JMPE I desig-nation (see next quarter's ForceManagement Oracle for more on ILE!).Once the core education is complete, theofficer will continue to their appropriatecareer field designated qualification course;for FA50s this will be at the AFMS at FortBelvoir.

AFMS developed a course based on thelogical flow of concepts to requirementsto capabilities-based assessments to analy-sis to resourcing to acquisition to testingto fielding. This is an applied "graduate-level" course vice a theoretical one, incor-porating practical exercises throughout toreinforce learning goals. The course wasdesigned to build upon the current 4-week

"How the ArmyRuns" course cur-rently conductedat the AFMS. Itfollows this withapproximately 10additional weeksof more in-depthstudy of theprocesses thatcomprise Force

Management. The course consists of fiveseparate modules: Strategy, PPBE, CombatDevelopment, Materiel Development andForce Development. Emphasis is ondeveloping FA50s who can contribute totheir unit of assignment immediately uponarrival. To do this, the course utilizeshands-on practical exercises throughout,and ensures currency and relevance byincluding current Army subject matterexperts throughout the curriculum.

The pilot course began on 29 June 2004and graduation was held on 10 September2004 with short remarks given by LTG (R)Treffry. Eleven students (10 military and 1GS Civilian, CP26, 343) participated in thisinaugural course. They were: LTC Dash,LTC Hughes, LTC Stebbins, MAJ Kaiser,MAJ Schapel, MAJ Shugart, MAJ Beck,

MAJ Theis, MAJ Corcoran, CPT Martinand Mr Bently. After-course reviews clearlyshowed students benefited from the semi-nar, graduate school-like approach.Additionally, the students found the smallclass size also added to their learning expe-rience. To the man, every graduate clearlybenefited from the 10-week course, andfeel more confident in the required skill,knowledge and attributes of a ForceManagement Officer.

Currently, the FA50 Proponency Office, inconcert with AFMS, is reviewing the cur-riculum and proposing changes and adjust-ments based upon the end of course com-ments.

— Mr. Jack RileyProfessional Development and

Education Senior Analyst

— Mr. Warren GreerDirector, FA 50 Q Course

“Clearly there is a growingneed for more Force

Managers in the OperationalArmy. This need was articu-lated by LTG Metz, Cdr, III

Corps earlier this year.”

6

The testament thatLTC Patrick Kirkprovides elsewherein this newslettereloquently stateshow a deployedCorps Commanderfeels about you.

I also want you toknow that we have agreat officer han-dling our functionalarea. LTC PatrickKirk is passionateabout his job andcares deeply aboutensuring that we carefor our own as wedo the Nation'swork. Please feel freeto contact himwhenever you needcareer advise orassistance. He has anopen door to meand knows that I willtake the time to carefor you, our branch's most preciousresource. Please continue to soldier on

knowing that youhave my deep grati-tude and apprecia-tion for the selflessservice you doevery day.

In future newslet-ters we will talkmore about ourvision for thiscareer field andyour future in it.See you soon!

— MG StephenSpeakes

Director, ForceDevelopment

United States Army

Proponency Top

FA-50Vision

StatementThe Force Managementfunctional area providesofficers who are uniquelytrained visionary leaders

of change, and are inte-grated in both Army and

Joint echelons of com-mand. Force Management

Officers are trained andeducated in every aspectof the force managementprocess to create a mis-sion read “Expeditionary

Force” for the CombatCommander.

(continued from page 1…)

(continued from page 2…)

Late this summer, the CSA redirected the(DA PAM)AR 600-3 effort; he was con-cerned that “…when I read AR 600-3 itcreated a credibility problem with officerssince it was confusing and hard to follow. Ithink Branch Qualification leads itself tothe Direction of Attack. We probably needto get away from Branch Qualification -we need a broader aperture.” The draft Ifloated early on in the summer no longermeets the CSA's intent, and the redirecteffort will focus more on skills and attrib-utes at each rank vice the branch qualifica-tion. I still believe it important and vital toestablish standard duty titles for all Majorand Lieutenant Colonel positions in theArmy and Joint staff and they will beincluded in the DA PAM when it isreleased.

We are moving ahead and pushing hard toensure the relevancy of the FunctionalArea; still there is much to accomplish, butour path is clear. We have the unwaveringsupport of our Force Management leader-ship and the foundation for our future issolid. I look forward to hearing from you,and discussing with you, your thoughts onour Functional Area.

We are the Army's Visionary Leaders ofChange…the Soldier is our passion; hissuccess is our hallmark!

— Patrick KirkLTC, GS

Chief, FA 50 Proponency Office

1

234

DA PAM 600-3Redirect

FM 100-11 Rewrite

Career progression;standardization of

duty titles

FutureAuthorizations

5Force ManagementDoctrine

7

Abraham Lincoln / Carl SanburgArmy Relations with Congress: Thick Armor, Dull Sward, Slow Horse / Stephen K ScroggsBattle Cry of Freedom: The Civil War Era / James McPhersonBlack Lamb and Grey Falcon / Rebecca WestBlack May / Michael GannonBreak Through Thinking / Gerald Nadler & Shozo HibinoCommand Decisions / Blumenson and GreenfieldCommand Missions / Lucian K TruscottCrusage, the Untold Story of the Gulf War and Longe Grey Line / Rick AtkinsonDereliction of Duty: Lyndon Johnson, Robert McNamara, the Joint Chiefs of Staff, and the Lies That Led to Vietnam / H. R. McMasterDull Sword, Defeat Into Victory / William SlimEdge of the Sward / DeGaulFuture Edge / Joel Arthur BarberGeorge C. Marshall: Soldier-Statesman of the American Century / Mark A. StolerHenry V, IV / Shakespeare

History of the Pellopenisian War / Thucydides (similar to CSA Sublist 4 book)Indian Fighting Army / Fairfax DowneyInside al Qaeda: Global Network of Terror / Rohan GunaratnaLincoln finds a General / WilliamsMakers of Modern Strategy: From Machiavelli to the Nuclear Age / Edited by Peter ParetMasters of War: Classical Strategic Thought, 3rd Edition / Michael I. HandelNational Security Strategy of the United States of AmericaNational Strategy for Combating TerrorismNimitz, Bull Halsey / EB PotterOn Becoming a Leader / Warren Bennis

Once An Eagle / Anton Myier On War / Carl von Clausewitz, Edited and Translated by Michael Howard and Peter ParetPatton Papers, Mark Clark / Martin BlumensonPersonal Memoirs of US Grant / Grant (CSA Sublist 2 Book)Philadelphia Campaign of 1777 / TaaffeProud Tower, Stillwell and the American Experience in China, The First Salute / Barbara TutmanRespectfully Quoted / PlattRoad to Stalingrad, Road to Berlin / John EriksonSherman Fighting Prophet / Lloyd LewisSpecial Operations Forces, Military Space Forces and Military Strategy / John CollinsSupplying War: Logistics from Wallenstein to Patton / Martin Van CreveldThe Art of War / Sun Tzu, Translated by Samuel GriffithThe Challenge of Change: Military Institutions and New Realities, 1918-1941 / Edited by Harold R. Winton and David R. MetsThe Clash of Civilizations and the Remaking of World Order / Samuel HuntingtonThe Dynamics of Military Revolution, 1300-2050 / Edited by MacGregor Knox and Williamson MurrayThe Face of War / John Keegan (CSA Sublist 1 Book)The Future of the Army Profession / Don Snider and Gayle Watkins, Project DirectorsThe General's War: The Inside Story of the Conflict in the Gulf / Michael R. Gordon and Bernard E. TrainorThe Lexus and the Olive Tree: Understanding Globalization / Thomas FriedmanThe Making of Strategy: Rulers, States, and War / Edited by Williamson Murray, MacGregor Knox, and Alvin BersteinThe Mightly Eighth / Gerald Astor The Peloponnesian War / Donald KaganThe Road to Rainbow / Henry GoleThe Soldier and the State: The Theory and Politics of Civil-Military Relations / Samuel HuntingtonThinking in Time / Richard E. Neustadt and Ernest MayTransformation Leader / Noel M Tichy & Mary Anne DevannaTransformation under Fire: Revolutionizing How America Fights / Douglas A. MacgregorUlysses / TennysonUnderstanding Variation, The Key to Managing Chaos / Donald J WheelerVictory on the Potomac / James R. Locher IIIWar in European History / Michael HowardWashington, Lee, Lee's Lieutenants, Douglas Southall Freeman on Leadership / Douglas FreemanWashington's Cross / FischerWorld Crisis, Never Give In / Churchill

Force Management Recommended Reading List

8

!Flash Traffic

-Advance Civil Schooling for FY 05Allocations:

-5 Students to GMU MBA-1 Student to NPGS SE/FM

-Start by calling MAJ Monsivais ASAP

-500 min on GMAT/GRE is required for both

Calendar of Events 2004 - 2005

Event Date Location

Proponent DA PAM 600-3 Conf 19-22 October Hampton, VA

GMU Summer 05 Applications 30 November 2004 HRC

G37/USAFMSA Force Structure Review Board 29 November - 10 December 2004 Pentagon

MACOM Schedule 8’s due to HQDA 30 November 2004 Pentagon

TAA-11 ARSTRUC Update December 2004

ACS Board 1 February 2005 Pentagon

MAJ ARMY/CPT SELCON 8 February - 11 March 2005 HRC

FA 50 SAG (Tentative) Mid March 2005 TBD

CFD YG 95 29 March - 9 April 2005 HRC

SSC Board 5-29 April 2005 HRC

LTC Board/MAJ SELCON 12 April - 13 May 2005 HRC

COL Board 26 July - 19 August 2005 HRC

Officer selections are highly competitiveand based on academic and militaryrecords, performance, and potential forcontinued service.Applications for offi-cers slated to attendNPS are processed andsubmitted by HRC(AHRC-OPF-L).Deadlines for applica-tions are generally inthe January-March time-frame. First, eachcareer division nomi-nates candidates. The nomination thenundergoes an approval process throughthe Career Management Division (CMD).If nominations are approved by CMD, theAdvanced Civil Schooling (ACS) sectionsends the packets to NPS to request deter-mination of eligibility for attendance.Officers interested in fully funded educa-

?What Are the Requirementsfor Naval Post Graduate School

tion at NPS should ensure their files con-tain copies of all college transcripts, current(less than 5 years old) Graduate Record

Exam (GRE) and/or GraduateManagement Admission Test(GMAT) scores, and theirCAS3 completion certificate.Although the GRE/GMAT isnot a requirement for NPS, thetest is a requirement for allACS candidates and is used forscreening purposes in accor-dance with AR 621-1.Minimum requirements are 500

in math/verbal categories and 4 of 6 in theanalytical portion of the GRE.

9

10

Force Management Bios

LTC Patrick Kirk was commissioned as an Armor Officer from the Claremont Men's College, Claremont,California in 1986, and received his bachelor degree in Human Resource Management from California PolyTechnical University, Pomona, California. His assignments include Platoon Leader and XO with the 8thCavalry, 3 AD, Troop Commands in the 9th Cavalry Squadron and 16th Cavalry Regiment, Assistant S3 inthe 9th Cavalry Squadron, and Plans Officer in the 3rd Army, Camp Doha, Kuwait. LTC Kirk became aFA 50 Force Management Officer in 1998 and has served in several Force Management assignment toinclude: Maneuver Design Analyst in the Force Design Directorate, Ft Leavenworth, Objective ForceIntegrator, FIT Tm., Army G3, XO for the Director Force Development, Army G8, Chief, Resource andMateriel Branch, FD-FCS, Army G8 and his current assignment as the Chief, Personnel ProponencyOffice. MAJ Kirk was selected as the first FA 50 to serve as a RAND Fellow in 2000 and holds a Mastersin Administration from Central Michigan University.

COL Ed Donnelly is the Director of the Army's Quadrennial Defense Review (QDR) Office and is theArmy focal point for coordination of both the QDR and the biennial Defense Planning Guidance (DPG).He is a career Armor officer with a broad background in Army and Joint operations and planning assign-ments thru Army Corps and in Joint Force Headquarters at all echelons from one-star JTFs thru bothRegionaal and Functional Combatant Command including operational deployments with Army or JointTask Forces to Southwest Asia, Somalia, Haiti, Guantanamo Bay, Macedonia, and Kosovo. His FA 50assignments have been equally diverse and include Chief of the Fielding and Sustainment Division in theArmy's Objective Force Task Force, Strategic Planner for the Combatant Commander of USTRANSCOM,Team Chief of both the MTOE and Initiatives Teams in the Force Management and Integration Divisionfor what is today HQDA G3, and the Peace Operations Plans and Policy Officer in the J5 Directorate ofUSACOM. An Army War College graduate, COL Donnelly also has four Masters Degrees, a Juris Doctorin International Law, and has been admitted to the Bar in the States of Missouri, Georgia, and Virginia.

COL Gerald O'Keefe was in the first cohort of officers to move into the Force Management Career Field.Originally from Massachusetts, COL O'Keefe was commissioned as an Engineer from the United StatesMilitary Academy in 1981. His assignments include Company Command, Battalion S1, Assistant S3, S3,and Brigade S4. COL O'Keefe also served as a Plans Officer and Exercise Branch Chief in USAREURODCSOPS and served a tour as an Admissions Officer at the United States Military Academy. COLO'Keefe became an FA 50 Force Management Officer in 1999 and has served in several FA 50 relatedassignments at HQDA to include: Organizational Integrator, XO for the Director of Force Programs,QDR Team Chief and his current assignment as the Chief of the Force Management and IntegrationDivision within G3. COL O'Keefe has a dual Masters of Engineering degree in Industrial Engineeringand Operational Research from Penn State University and a Masters of Science in National ResourceStrategy from the Industrial College of the Armed Forces (ICAF). He is a licensed professional engineerin the Commonwealth of Virginia.

MAJ Dan Monsivais has three years prior service as an Infantry Rifleman and Bradley gunner whileassigned to the 41st Infantry, 2nd Armored Division. He was commissioned in 1987 as an InfantryOfficer from Sam Houston State. His leadership assignments include Platoon Leader and XO, 2dBattalion, 60th Infantry Division (Motorized), and later 1st Battalion, 33rd Armor, 9th Infantry Division,Fort Lewis Washington. He has served as an S3 Air while assigned to the 1st Infantry Division as a mem-ber in the 16th Infantry, and later commanded E Co. 2nd Battalion 16th Infantry. Dan was invited toserve as a Small Group Instructor at the US Army Armor Center at Fort Knox, Kentucky and servedthree years before being selected as the Force Manager for 2nd Infantry Division. He served as an opera-tions officer for the Albany Recruiting Battalion before coming back to Force Management in 2000. Danserved two years as Chief, Force Management Branch, 8th US Army, Korea and is a graduate of theCommand and General Staff College and is presently serving as the Functional Area 50 Branch Managerassigned to Human Resources Command, Alexandria, Virginia.

COL Chuck Barham is currently serving as the Deputy Director for Force Structure, Office of the DeputyAssistant Secretary of Defense for Reserve Affairs and is the Reserve Affairs point of contact for all forcestructure issues across the services. Originally commissioned a second lieutenant in the Field Artillery in1981 from the University of Richmond, he served in the artillery for thirteen years. During this time, hecommanded two batteries and served as a battalion S-4. Also during this time, he was awarded 50A as hissecondary career field and served a tour as the Force Modernization Officer for United States Army Southin Panama. In 1994, he branch transferred to the Transportation Corps where was assigned as both aSupport Operations Officer and a Battalion Executive Officer. In 2000, he was formally career field desig-nated into Functional Area 50. Since that time, he has served as a HQDA Force Structure CommandManager and later as the Chief, Force Structure Command Branch in HQDA G-3. He holds both aBachelors Degree and Masters Degree in Business Administration, and a Masters Degree in StrategicStudies. He is a graduate of both the Army Command and General Staff College and the Army WarCollege.

LTC Kathy Jennings-Knapp was commissioned in 1984 as a Distinguished Military Graduate into theCorps of Engineers from the University of Wisconsin. Her leadership assignments include EngineerPlatoon Leader positions at Fort Carson, Fort Hood and Hanau, Germany, and Company Commanderpositions in Giessen, Germany and Fort Riley. Her key staff assignments have been focused in theOperations arena, including 249th Engineer Battalion S3, 1 ID Engineer Brigade Assistant S3, 1st ArmyDeputy Division G3 and Assistant to the Chief of Engineers, Washington DC. She has extensive experi-ence working disaster response and emergency operations. LTC Knapp became a FA 50 ForceManagement Officer in 2001 and is currently serving in her first FA 50 assignment with the Army G-8Force Development's Directorate of Integration. While assigned to G-8, she has been the Branch Chieffor Stryker Brigade Combat Teams, and the Unit Set Fielding Division Chief. LTC Knapp plans to receiveher Masters Degree in National Resource Strategy while attending the Senior Service College during 2004-2005.

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ThisNewsletter is

PublishedQuarterly by

the ForceManagementProponency

Office

Headquarters Department of the ArmyOffice of the Director Force Management, DAPR-FDZ

Force Management Proponency Office700 Army Pentagon

Washington DC 20310-0700

Phone Numbers

Chief, FA 50 Proponency Office LTC Patrick Kirk 703.602.3267/DSN 332FA 50 Assignment Officer MAJ Dan Monsivais 703.325.8647/DSN 221Structure and Acquisition Ms. Donna Wood 703.602.7623/DSN 332Strategic Comms and Sustainment Mr. Larry Wood 703.602.3270/DSN 332Professional Development and Education Mr. Jack Riley 703.602.3268/DSN 332Doctrine Mr. Sean Tuomey 703.602.7625/DSN 332FAX 703.602.3240/7661/DSN 332

-Role of FA 50 in UEy-Force Management and Manpower Association-Force Managers at the Division-Introduction to ILE-Comments by the new G-8, LTG Melcher

?What’s in the Next Force Management Oracle

Disclaimer: The information in the Force Management Newsletter represents the professional opinions of the authors and does not reflect official Armyposition, nor does it change or supercede any official Army publication. The FA 50 Proponency Office will publish this newsletter quarterly. Your ques-tions, comments, concerns are welcomed. The distinct purpose of this newsletter is to discuss FA 50 specific issues, exchange ideas on how to better thecommunity, and keep us informed. Material maybe reprinted provided credit is given to The Force Management Oracle and to the author, except wherecopyright is included.

Persons wishing to provide comments or submit articles forpublication should contact Mr. Larry Wood at 703.602.3270or email at lawrence.wood@us.army.mil

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