UNITED STATES ARMYSOLDIER SUPPORT INSTITUTE

ADJUTANT GENERAL SCHOOL

HUMAN RESOURCES TECHNICIANWARRANT OFFICER INTERMEDIATE LEADERS EDUCATION

FOLLOW-ON COURSE

Analyze The Army Strategic Governance

LP LESSON PLAN LP

February 2020

U.S. ARMY SOLDIER SUPPORT INSTITUTEUS ARMY ADJUTANT GENERAL SCHOOL

Warrant Officer Intermediate Leaders Course – Follow-on CourseTLO 1.0- Analyze the Army Strategic Governance

Lesson Plan

Lesson: 10.5 HoursLesson Author: CW4 Andrea Ebanks-JoynerDate Lesson Prepared: January 2020Last Update: February 2020

1. SCOPE: Analyze The Army Strategic Governance is a 10.5-Hour lesson aimed at providing knowledge on how the Army is governed in echelons above corps. The lesson begins by reviewing doctrinal guidance that gives the United States Armed Forces the authority to accomplish its mission. Information added to the doctrinal guidance focuses on the considerations Senior Human Resources Technicians must take into account when executing strategic human resources actions.

While the lesson provides basic key information you must know and understand to be successful in your strategic future assignments, it cannot and will not provide you with everything you need to know. Executing human resources actions at the strategic level, like many HR services and functions, are filled with complex and dynamic events. To best prepare you for these events, this lesson uses information to highlight responsibilities and challenges faced by HR providers at echelon above corps. You are expected to come to class prepared to participate, sharing knowledge and your real-world experiences to reach conclusions. Often you will find that there is no one “right” answer to a question. Instead you will be required to propose and defend possible “best” answers. If your group works together well, you may even find the “best” questions are the ones you ask yourselves.

Take note that there is one assignment due before the lesson begins in addition to your pre-class reading. Several self-development products are also provided for you to learn more about what interests you, or what you feel you need to spend more time on. We will discuss the various National Strategies, Force Management Overview, Army Organizations, Mobilization and Deployment, National Guard and Reserve Components, Force Readiness and Military HR Management. Think about these topics now, and what questions you may want to raise during class.

The lesson is interrelated with most of the other key function lessons you have had or will receive, and will support the other lessons in the WOILE-FO Course.

2. LEARNING OBJECTIVES:

TLO: Analyze The Army Strategic Governance

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Action: Analyze The Army Strategic Governance

Condition: Senior Human Resources Warrant Officers in a classroom environment working individually and as a member of a small group, using doctrinal and administrative publications, handouts, personal experience, discussions, and with an awareness of the operational environment (OE) variables and actors.

Standard: At the completion of this lesson, the will execute the following with 80% accuracy:

1. Verify the Army’s Strategy related laws in a clear and concise manager2. Analyze the Army’s Force Management Model by identifying all nine areas3. Analyze Force Readiness by identifying the Army’s Strategic Readiness Goals4. Lead a Discussion on Army Organizations with a maximum of one error

Learning Domain: Cognitive

Level of Learning: Application

Instructional Guidance: Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and identified reference material. Throughout this lesson, solicit from students the challenges they experienced in the current operational environment (OE) and what they did to resolve them. Encourage students to apply at least 1 of the 8 critical variables: political, military, economic, social, information, infrastructure, physical environment and time.

Safety Requirements: In a training environment, leaders must perform a risk assessment in accordance with ATP 5-19, Risk Management. Leaders will complete the current Deliberate Risk Assessment Worksheet (DD Form 2977) in accordance with the TRADOC Safety Officer 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, Multiservice Tactics, Techniques, and Procedures for Nuclear, Biological, and Chemical (NBC) Protection, FM 3-11.5, Multiservice Tactics, Techniques, and Procedures for Chemical, Biological, Radiological, and Nuclear Decontamination.

Risk Assessment Level: Low

Environmental Statement: 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

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environment from harmful effects. Refer to FM 3-34.5 Environmental Considerations and GTA 05-08-002 ENVIRONMENTAL-RELATED RISK ASSESSMENT.

Motivator: Challenge the class with this question: "Why is Title 10 important to you as an HR professional?"  Answers should include: 

Title 10 is the source document for all roles, missions, and functions of the Commander-In-Chief, DOD, and Joint Force;

Title 10 provides the legal requirements for our national, defense, military, and Army strategy documents and processes;

Title 10 helps us to understand the relationships between the national, defense, military, and Army echelons of strategy; etc.

3. STUDENT PREREQUISITE WORK:

a. Online familiarization: Due NLT the beginning of the Analyze the Army Strategic Governance block of instruction. Review the following:

United States Code Homepage: http://uscode.house.gov/

1) Title 10-Armed Forces, Subtitle B-Army, Part II-Personnel

2) Title 32-National Guard, Chapter 3-Personnel

3) Title 50-War and National Defense, Chapter 22-Uniform Code of Military Justice

4) Title 50-War and National Defense, Chapter 50-Servicemembers Civil Relief

b. Assigned Readings. Review the Following and be prepared to discuss:

1) 2017-2018 How the Army Runs: A Senior Leader Reference Handbook (Chapters 1-7 and 12-13)

How can HR professionals working at corps level and above use this handbook to aid their duties and responsibilities?

2) National Security Strategy (NSS) of the United States of America 2017a. What are the pillars of the NSS?b. How does HR contribute to/support the success of the NSS?

3) Summary of the 2018 National Defense Strategy (NDS) of the United States of America. a. What is the 2018 NDS theme?b. What does the 2018 NDS states about personnel and how does it affect

HR?

4) Army Strategic Planning Guidance (ASPG) 2014

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a. What does the ASPG-2014 states about readiness?b. What does the ASPG-2014 states about the Chief of Staff of the Army

(CSA) priorities and objective by Time Horizon

5) DOD Directive 5100.01, Department of Defense and Its Major Commandsa. What is the purpose of DOD Directive 5100.01?b. What are the functions of the Depart of Defense?c. Why is the DOD Directive 5100.01 important to HR?

6) National Military Strategy (NMS) of the United States of America 2015a. What are some key factors discussed in the NMS?b. How does the various conflicts mentioned in the NMS affects how we

conduct HR operations?c. What are some joint forces initiatives mentioned in the NMS? d. What does the NMS states about “People and the Profession of Arms?”

7) FM 1-0 Human Resources Support 2014a. What is Strategic HR Support?b. What is Operational and Tactical HR Support?

8) FM 3-0 Operations 2017a. How is FM 3-0 organized?b. What presents the greatest challenge for Army force?c. What tools can strategic HR professionals use to understanding an

operational environment to aid in decision-making?d. As a Theater Army HR professional, what are some of your operational

responsibilities?

9) FM 4-0 Sustainment Operations What are the strategic level support organizations and sustainment units’ roles and capabilities at echelon?

10) AR 71-32, Force Development and Documentation Consolidated Policies

11) AR 525-29, Force Generation and Sustainable Readiness

12) AR 500-5, Army Mobilization

13) AR 140-1, Mission, Organization and Training

Assignment reading times based on the following guidelines for reading rates:

5. INSTRUCTOR ADDITIONAL READING(S)/MATERIAL:

NOTE: In addition to the student readings listed above, instructors should be well-versed in the 2017-2018 How the Army Runs: Army Force Management Model

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5. TRAINING AIDS, REFERENCES, AND RESOURCES:

This lesson is intended to be taught in a small group classroom setting with the ability to project PowerPoint slides. Several additional resources are available digitally for students to reference on their laptops without having the need to print.

6. CONDUCT OF LESSON:

a. Lesson Timeline: 5 minutes Introduction20 minutes Concrete Experience20 minutes Publish and Process10 minutes Break5 minutes Introduction50 minutes Generalize New Information10 minutes Break50 minutes Generalize New Information10 minutes Break50 minutes Generalize New Information10 minutes Break 50 minutes Generalize New Information10 minutes Break 50 minutes Generalize New Information10 minutes Break

30 minutes Develop50 minutes Apply (Practical Exercise-Student Briefings)

10 minutes Break50 minutes Apply (Practical Exercise-Student Briefings)10 minutes Break50 minutes Apply (Practical Exercise-Student Briefings)10 minutes Break40 minutes Apply (Practical Exercise-Student Briefings)10 minutes Break10 minutes Closing

NOTE: While the main purpose of this lesson is to impart knowledge – it is also intended to get students thinking about the differences between human resources management at echelons above and below corps. There are not many slides in the lesson, but there is great potential for discussion. While topic slides do introduce knowledge for consideration, they are primarily designed to start discussions and constantly engage students, even in the GNI portion. The information covered in this lesson is basic, and even students with no background can prepare for the lesson by completing the reading assignment. There is no reason for anyone to not participate!

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Your purpose in this block of instruction is to first help students Analyze the Army Strategic Governance and the policies that governs the Army’s actions, to facilitate discussion and critical thought of new information, and then to push students to the next level and have them apply their knowledge in an application process. Instructors must be thoroughly familiar with the topics and structure of the lesson to properly facilitate a small group. For each topic, ask students “Why is this important – particularly as you prepare for your next strategic assignments?”

b. Introduction (5 min):

Slide 1: Title SlideObjective: Introduce the lesson to the students.

Analyze the Army Strategic Governance is an 9.5 hours block of instruction to provide an overview of the purpose and integration of national level strategy, policies, organizations, laws that effect strategic Army HR.

c. Concrete Experience (20 min):

Slide 2 OpenerObjective: Ice breaker to become better acquainted with the class by discussing the importance of HR Technician Analyzing the Army Strategic Governance.

Please note: There are no wrong answers, this question is intent to generate discussion.

Objective: Ice breaker to become better acquainted

Group size: Any number, in groups of two to four (instructor discretion). To form groups, instructor can have them count of in sets of threes (1, 2, 3; 1, 2, 3…) all the 1s, 2s, and 3s will form a group.

Time: 10 to 20 minutes

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Equipment: Pen and paper to record the group answer (or use blackboards if available).

Process: The instructor will pose the Questions, Why is it important for HR Technicians to understand national strategies?”

1) Each group will discuss the question for 10 minutes within their group and write the answer down.

2) Each group will select a representative to present a response to the class and instructor

Please note: There are no wrong answers. The question is meant to generate discussion. Additional follow-up questions should be asked to keep generating ideas and allow for class participation. Some follow-up/substitute questions are below.

1) At which echelon should the HR Technician be concerned with national policies and law?

Possible Answer: HR Technicians at all echelons must understand “ The Army Strategic Governance” in order to understand how the work they execute on a daily basis support the Army’s Title 10 mission.

2) Is it important for Active Duty to understand National Guard and Reserve Component Title 10 directives (or vice versa).

Possible Answer: Active Duty Soldier/Organization can/will serve as high/lower echelon to National Guard and Reserve Soldiers/units, it is important to understand their basic policies and procedures in order to provide effective and efficient support.

3) What actions have you taken (books, regulations, websites, etc.) to assist you in understanding “How to Analyze the Army Strategic Governance” in your current or past unit/duty position?

Possible answer: Review the Army and higher echelon’s mission/vision statement.

d. Publish and Process (20 min): This phase is student-centered and instructor facilitated.

The “publish” portion is a short discussion on how group members felt during their group exercise. This can be kept short; once the group moves to “process,” they will likely continue to add to “publishing” type information. Do not let the group jump straight to content. When well facilitated, publishing is a good method to relate a discussion of interpersonal communication and group dynamics to the broader topic of leader competencies described in ADP 6-22.

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Questions the instructor may ask to assist in the publishing phase:

1) During your group, what happened (How did you go about generating ideas to meet the object)? How did you feel about that?

2) Who had a similar or different experience, and why? Were there any surprises?

Discussion and questions are directed toward making sense of the data for the individual and the group.

e. Introduction (5 min): Although instructor focused, this lesson has been designed for student involvement and discussion.

Slide 3-5: Terminal Learning ObjectiveNOTE: Inform the students of the Terminal Learning Objective (TLO) requirements. Remind them that all references are available on Blackboard and they should have review the references prior to class.

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The Army is transitioning from a COIN focused mission to a Large Scale Combat Operations (LSCO) mission. As we transition, it is vital that HR professionals are aware of the changes being made and how it affects the execution of our duties and responsibilities. The strategic changes to HR policies and procedures

In order for HR professionals to be successful during Phases 1-5 of LSCO, we must ensure that we are planning, training, and war gaming during Phase 0, Shape.

It is important for HR professionals to understand that HR is nested within sustainment support. IAW FM 4-0, Sustainment Operations, which is nested with FM 3-0, Operations.

The Principles of Personnel Services are nested within the Principles of Sustainment.

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In order to understand this collectively, we have to look at it individually.

Principles of Sustainment

Refer students to FM 4-0, Appendix A.

A-3 (Pg A-1/PDF 237) describes integration as:One of the primary functions of the sustainment staff is to ensure the integration of sustainment with operations plans. Integration is combining all of the sustainment elements within operations assuring unity of command and effort. It requires deliberate coordination and synchronization of sustainment with operations across all levels of war. (For HR, we have to find out at a minimum 5 Ws (Who, What, Where, When, Why and How) of the Operational plan to identify how we provide support)

A-3 (Pg A-1/PDF 237) describes anticipation as: Anticipation is the ability to forecast operational requirements and initiate necessary actions that most appropriately satisfy a response without waiting for OPORDs or fragmentary orders. It is shaped by Professional judgment resulting from experience, training, education, intelligence, and intuition. (For HR, the moment the Commander notifies us of a pending deployment, immediately find out your duties and responsibilities at the strategic level and how you can provide support to your subordinate units).

A-3 (Pg A-1/PDF 237) describes responsiveness as:Responsiveness is the ability to react to changing requirements and respond to meet the needs to maintain operational reach, freedom of action, and prolonged endurance. It is providing the right support in the right place at the right time (When it comes to combat, the requirements are always changing for you and your subordinate organizations, how you handle that change can set the tempo of how your subordinate organizations will execute)Principles of Personnel Services:

Principles of Personnel Services:

A-65 (Pg A-12/PDF 248) describes synchronization (JP 2-0) as:

Synchronization is ensuring personnel services are effectively aligned with military actions in time, space, and purpose to produce maximum relative readiness and operational capabilities at a decisive place and time. It includes ensuring that personnel services are synchronized with the operations process: plan, prepare, execute, and assess.

A-66 (Pg A-12/PDF 248) describes timeliness as:

Timeliness ensures decision makers have an access to relevant personnel services information and analysis that support current and future operations. It also supports a near real-time COP across all echelons of support.

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A-67 (Pg A-12/PDF 248) describes accuracy as:

Accuracy of information influences the decisions made by commanders and also Soldiers and their Families. For Soldiers, accurate information affects their careers, retention, compensation, promotions, and general well-being. For Family members, accuracy of information is critical for next-of-kin notification. Personnel services providers must understand the dynamic nature of a system’s architecture and that data input at the lowest level has direct impact on decision made at the highest level.

The purpose of the lesson is to review the Army’s governance and to understand how strategic human resources enables mission accomplishment globally.

Please Note: Instructor should briefly describe the purpose of each regulatory guidance used in the course. Additionally, they should ensure that students in the class take a look at the G1 duties and responsibilities.

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The next two slides will display the regulations we will be using during this lesson.

If you have not done so, the regulations should be downloaded and saved in a folder on your desktop for easy access.

Additional regulations used during this lesson.

Learning Step/Activity 1: Analyze the Army’s Force Management ModelMethod of Instruction: Conference/DiscussionInstructor to Student Ratio: 1:15Time of Instruction: 100 (2 50 mins GNI)Media Type: Small Group Instruction

According to Buddha, “Change is never painful, only the resistance to change is painful”.

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Refer students to The United States Army War College articles. Website is located on the slide https://warroom.armywarcollege.edu/articles/the-next-war /

We will be discussing an article written by Katherine Kjellström Elgin and Peter Gilbert on September 25, 2019, titled, “How the Army is (not) preparing For the Next War”

The purpose of this article is discuss change, the Army is in a transitional period with a lot of significant changes occurring at the same time. At the strategic level, HR professionals must analyze how the change affects how they and their subordinate units conduct business.

The article was provided in the student advance sheet for reading.

To provide context, the article was written to highlight how the needs to prepare to fight a great-power war. The following are exerts from the article, we thought was interesting.

Do you agree or disagree and why?…

1. In the third paragraph, the authors wrote:

“Significant changes in the way the U.S. military is sized, shaped, postured, employed, and developed.”

2. In the third paragraph, the authors wrote:

“A new kind of threat requires significant changes in the way that soldiers make decisions

3. In the first paragraph, the authors wrote:

“Military leaders will require a psychological shift in decision-making to ask how many soldiers a unit can divert to attending to casualties, which unfortunately are likely to be great, given that such wars will target civilians and service members alike”.

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Slide 12: LSA 1 – Refer students to the Army War College article

4. In the first paragraph, the authors wrote:

“Adding capabilities to training, however, is relatively easy – but retraining the ways in which Army leaders make decisions is more difficult”

Allow students to read the slide on their own.

The bottom line up from with this slide is a critical part of how we manage change in the Army is through Force Management. As the last paragraph on the slide states:

The focal point of force management is meeting the Secretary of the Army’s statutory requirements to recruit, organize, supply, equip, train, service, mobilize, demobilize, administer, maintain and station the Army.

Refer students to AR 71-32, Chapter 1-7

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Slide 13: LSA 1 –

What is Force Management?

Slide 14: LSA 1 –

What is Force Management?

To continue from the Force Management introductory slide, we will continue to discuss Force Management.

IAW AR 71-32, Chapter 1-7, The Army strives to implement orderly management of change through existing processes to minimize turbulence in organizations.

Refer students to AR 71-32, Chapter 1-8

a. The Army Force Management Model is a “system of systems” approach producing combat-ready units for combatant commanders (CCDRs).

Refer students the next slide (Slide 15) to discuss the Force Management Model.

The force management model shows the relationships of Army processes to each other, and to the major Department of Defense (DOD) management processes. The underlying basis for this model is that force management, in its simplest context, is the management of change using many interrelated and complex processes.

How the Army Runs 2017-2018, Chapter 1

The model serves as a roadmap divided into seven distinct modules, each showing its relationship to the others, as well as to the major Department of Defense (DOD) management processes. The modules include—

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(1) Determine strategic and operational requirements.

Used to determine strategic and operational requirements which will then drive change through structure and resources to provide trained and ready units to combatant commanders (CCDR). Strategic and operational requirements includes National, Defense, Joint, and Army level strategies to include laws (left side), processes (middle lists the “what and how” documents to include the Army plan) and documents. The end results are Army and joint capabilities development and feeds in to combatant commander’s plans.

In your opinion, how does strategic HR fit into module one?

As stated previously, the Force Management Model is all interrelated. Each module drives the development of another.

(2) Develop required capabilities / DOTMLPF-P solutions.

Develop required capabilities / doctrine, organization, training, materiel, leadership and education, personnel, facilities, and policy (DOTMLPF-P) solutions. This module includes the joint capabilities integration and development system (JCIDS). The end results are COE CDIDs generate, document, manage capabilities-based requirements.

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(3) Determine authorizations.

This phase makes decisions on force structure authorizations in support of joint, strategic, and operational planning and Army planning, programming, and budgeting.

Force structure decisions draw upon an understanding of the objectives, desired capabilities, and externally imposed constraints (e.g., dollars, total strength, roles, and missions).

TAA supports the evolving force structure transitions, providing the correct number and types of units over the POM period.

(4) Determine structure (specifically, design organizations, develop organizational models, and document organizational authorizations).

Design Organizations: CDIDs and Force Management Proponents conduct a DOTMLPF-P Analysis which results in a Force Design Update (FDU) (all the bubbles surrounding the FDU are a part of the process for staffing).

Develop Organizational Model: the results of this process are TOEs for organizations staffed and approved by HQDA

Document Organizational Authorizations: Authorized documents are placed into the structure and composition system (SACS) required capabilities..

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(5) Acquire materiel solutions.

The Defense Acquisition System (DAS) is at the heart of this module. The two bullet points annotated on this module is important. The Material Development Decision (MDD) is a deliberate process that identifies capability gaps and proposed solutions to the Capabilities Based Assessment process. This must be completed before entry into the DAS.

Documenting the Capabilities Based Assessment results in an Initial Capabilities Document (ICD) and / or DCR/DICR, and proceeding to a Materiel Development Decision (MDD)

(6) Acquire, train, and distribute personnel.

What exactly is module 6 referring to when they mention “Acquire, Train, and distribute?”

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Recruit, training and assign to applicable units. A part of this process is Soldiers must be continuously evaluated and refined to ensure they support current and future Army requirements. Apart of the evaluated process is looking at the Army’s End Strength (Do we have enough 420As to meet current and future operations). This is conducted by reviewing All Army Compos systems to ensure we have an accurate officer and enlisted strength.

One is one event occurring in the Army that will require current Soldiers being evaluated and refined to meet current and future Army requirements?”

IPPS-A: current 42A must be retrained

ACFT: this is applicable to some Soldiers with profiles. Medical professionals are evaluating their current physical status to identify what events they can execute in the new ACFT

(7) Acquire and distribute materiel.

During this module, the term materiel is referring to equipment. Module six obtained the personnel, trained them and distributed them globally as required by all the other modules. Now they must receive the equipment and system access they were trained to use.

1. IPPS-A2. DTMS3. Air Defense Systems4. Logistics system 5. Etc. (any other system you can think of)

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In summary, The Army is always in transition. Some of transition may affect the Army as a whole or affect a specific branch.

For example:

In 2006, the Army experienced the Base Realignment and Closure (BRAC) which resulted in some units relocating and base closures. HR professionals worked closely with numerous departments and organizations (operations/G3 Cells, G8, G4, HRC) to ensure that systematically, units and personnel reflected accurately. To include other functions to ensure relocated units were manned IAW their manning documents.

In 2006-2008, the Army worked to disbanded some of its short-range missile defense system (SHORAD), now, it is working to implement those back into the Army’s inventory.

Force management is how we manage the changes the Army undertakes.

What are your questions?

Learning Step/Activity 2: Analyze the Army Strategy and Strategic DirectionMethod of Instruction: Conference/DiscussionInstructor to Student Ratio: 1:15Time of Instruction: Media Type: Small Group Instruction

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During this LSA we will continue from LSA 1, Force Management Module, Module 1, Determine Strategic and Operational Requirements.

Refer students to United States Code Website listed on the slide:

United States Code (USC) is a consolidation and codification by subject matter of the general and permanent laws of the United States. The Office of the Law Revision Counsel of the United States House of Representatives prepares the USC.

The USC sections related to strategy include—

a. Title 10—Armed Forces. Title 10—Armed Forces, includes—

(1) Subtitle A—General Military Law.

(2) Subtitle B—Army.

(3) Subtitle C—Navy and Marine Corps.

(4) Subtitle D—Air Force.

(5) Subtitle E—Reserve Components.

b. Title 32—National Guard. Title 32—National Guard, includes

Chapter 1—Organization,

Chapter 3—Personnel,

Chapter 5—Training,

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Slide 22 : LSA 2 –

What is Force Management?

Chapter 7—Service, Supply, and Procurement,

Chapter 9— Homeland Defense Activities.

Title 50—War and National Defense.

Title 50—War and National Defense,

Chapter 44— National Security, Subchapter 1—Coordination for National Security, Section §3021. National Security Council and Section §3043. Annual National Security Strategy Report.

Refer students to National Defense Authorization Act (NDAA) Website listed on the slide:

The publication of a National Defense Authorization Act (NDAA) is a key mechanism to provide necessary authorities and funding for America’s military. The FY 2019 NDAA was published US Senate Armed Services Committee. The FY19 NDAA is called the John S. McCain National Defense Authorization Act for Fiscal Year 2019.

The 2017 NDAA delivers bold reforms on defense acquisition, military healthcare, military justice, and security cooperation. In addition, the NDAA provided the largest pay raise since 2010.

The 2019 NDAA focuses on building an Army that is trained, ready and equip to fight a peer on peer adversary.

Refer students to the 5th paragraph of the NDAA

The legislation included a clearly defined set of expectations for what the strategy should address, including the current and anticipated strategic environment (LSCO) prioritization among threats and missions, the roles and missions of the Armed Forces, force planning constructs and scenarios, force posture and readiness, and anticipated major investments required to execute the strategy.

Question: What is the focus of the FY19 NDAA funding?The focus of this funding will be building a joint force that is ready, equipped, and capable of maintaining military overmatch against potential adversaries. The DAA also authorizes $69 billion for Overseas Contingency Operations.Page 3 and 4 of the NDAA displays four primary theme.Refer students to theme 4: Modernizes officer personnel management

Question: Can someone tell me what does the NDAA want to bolster?Effectiveness, recruitment, and retention of the all-volunteer force

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Question: What is the NDAA calling for a “broad revision” of?Talent management principles among the Services to increase the lethality and adaptability of the force

Question: What changes is the NDAA requesting of commissioned officers?The 38-year-old Defense Officer Personnel Management Act requires all military services to manage their officer corps in the same general manner within specificconstraints. By reforming this system, the NDAA will provide for flexibility in the careers of commissioned officers and better serve the demands of the modern force.

Question: What does the NDAA states about readiness restoration?The John S. McCain National Defense Authorization Act for Fiscal Year 2019 will help the United States change course. It will recalibrate and refocus our efforts on readiness restoration, capabilities modernization, and concept development—all aimed at reasserting a quantitative and qualitative military advantage over potential adversaries.

This is all we will cover on the NDAA, I encourage to take a look at it on your own time.

There are numerous national level strategies that governs how the Army conducts business. During this LSA, we will review two:

1. National Security Council Refer students to White House website (NSC): https://www.whitehouse.gov/nsc/

The NSC is chaired by the President. Its regular attendees (both statutory and non-statutory) are the Vice President, the Secretary of State, the Secretary of the Treasury, the Secretary of Defense, and the Assistant to the President for National Security Affairs. The Chairman of the Joint Chiefs of Staff is the statutory military advisor to the Council, and the Director of National Intelligence is the intelligence advisor.

The National Security Council (NSC) is the President's principal forum for considering national security and foreign policy matters with his senior national security advisors and cabinet officials. Since its inception under President Truman, the Council's function has been to advise and assist the President on national security and foreign policies. The Council also serves as the President's principal arm for coordinating these policies among various government agencies.

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2. 2017 National Security Strategy identifies 4 vital interest, known as pillars.https://www.whitehouse.gov/briefings-statements/president-donald-j-trump-announces-national-security-strategy-advance-americas-interests/

I. Protect the homeland, the American people, and American way of life; II. Promote American prosperity; III. Preserve peace through strength; IV. Advance American influence.

Question: Of the 4 pillars mentioned, which one specifically addresses military?III. PRESERVE PEACE THROUGH STRENGTH: An America strengthened, renewed, and rejuvenated will ensure peace and deter hostility.•We will rebuild America’s military strength to ensure it remains second to none.•America will use all of the tools of statecraft in a new era of strategic competition—diplomatic, information, military, and economic—to protect our interests.

The defense secretary oversees the Defense Department and acts as the principal defense policy maker and advisor.https://www.defense.gov/Our-Story/Meet-the-Team/Secretary-of-Defense/

In accordance with Title 10, USC, Section §113—Secretary of Defense, the SECDEF in January every four years, and intermittently otherwise as may be appropriate, shall provide to the Secretaries of the military departments, the Chiefs of Staff of the armed forces, the commanders of the unified and specified combatant commands, and the heads of all Defense Agencies and Field Activities of the Department of Defense and other elements of the Department and to the congressional defenseCommittees, a defense strategy.

1. National Defense Strategy

Refer students to website https://dod.defense.gov/Portals/1/Documents/pubs/2018-National-Defense-Strategy-Summary.pdf

The last NDS was published in 2017. The NDS discusses strategic competitors and other powers that makes it imperative that we shift from a COIN focused Army to a LSCO-focused Army.

3rd paragraph of the NDS (page 1):

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Defense-Level Strategyhttps://www.defense.gov/Newsroom/Publications/

What does the NDS states about strategic competitors?China is a strategic competitor using predatory economics to intimidate its neighbors while militarizing features in the South China Sea. Russia has violated the borders of nearby nations and pursues veto power over the economic, diplomatic, and security decisions of its neighbors. As well, North Korea’s outlaw actions and reckless rhetoric continue despite United Nation’s censure and sanctions. Iran continues to sow violence and remains the most significant challenge to Middle East stability. Despite the defeat of ISIS’s physical caliphate, threats to stability remain as terrorist groups with long reach continue to murder the innocent and threaten peace more broadly.

The take-away from this paragraph is that the NDS just identified the countries that America may face in peer to peer combat. Countries that we have a history with. That is the number 1

What does the NDS states about legacy systems?Paragraph 7 (page 1)Without sustained and predictable investment to restore readiness and modernize our military to make it fit for our time, we will rapidly lose our military advantage, resulting in a Joint Force that has legacy systems irrelevant to the defense of our people.

The take away from this is that as legacy systems is not referring to combat systems only but the legacy and numerous systems we have in HR to accomplish our mission.

In September 2019, after his appointment to the position of Secretary of Defense, Mr. Esper wrote a letter to the Council of Governors. One of the things that stuck grabbed the reader’s attention is the mention of Spouse Licensure. The mention of this comment is meant to reinforce the information/directive published in Army Directive 2018-18 and 2020-01, Reimbursement for State Licensure and Certification Costs for the Spouse of a Soldier Arising From a Permanent Change of Station.

Global Force Management is a part of the Joint-Level Strategy that is why they are displayed together. IAW HTAR Chapter 2-13

The Global Force Management (GFM) process aligns force assignment, allocation, and apportionment methodologies in support of the DOD’s strategic guidance. It provides DOD senior leadership with comprehensive insight into the global availability of forces and risk and impact of proposed force changes.

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IAW HTAR Chapter 2-20 Joint Strategic Planning System, JSPS is the primary formal means the

Chairman uses to meet his statutory responsibilities

Refer students to the Joint Chief of Staff Website: https://www.jcs.mil/Portals/36/Documents/Library/Instructions/CJCSI%203100.01D.pdf?ver=2018-08-10-143143-823

CHAIRMAN OF THE JOINT CHIEFS OF STAFF INSTRUCTION, CJCS1 3100.01D, dated 20 July 2018.

This is the Joint Strategic Planning SystemPurpose. This instruction provides the Chairman of the Joint Chiefs of Staff (hereafter “Chairman”) policy and direction on the execution of the Joint Strategic Planning System (JSPS). The JSPS is the method by which the Chairman fulfills his responsibilities under Title 10, U.S. Code (Title 10, U.S.C.), maintains a global perspective, and develops military advice for the Secretary of Defense and the President.

Title 10, U.S.C., chapter 5, section 153 requires the Chairman to perform six primary functions: providing strategic direction for the Armed Forces; conducting strategic and contingency planning; assessing comprehensive joint readiness; managing Joint Force development; fostering joint capability development; and advising on global military integration.

Move down to number 7. Summary of Changes. Summary of Changes. The significant changes in this instruction are in response to two catalysts. First was the 2016 change in the Chairman’s responsibilities in Title 10, U.S.C., section 153, which added comprehensive joint readiness and global military integration as primary functions. Second was the transformation of the way the Chairman exercises those responsibilities, specifically the development of globally integrated strategies, plans, and decision-making processes to address transregional and multifunctional threats across all domains. This instruction incorporates the following changes: (refer students to 7g. Highlights the important role of concepts, doctrine, education and training)

Please Note: The table of contents is located on page 5 and displays what the document contains.

As you scroll through the table of contents the Global information that was mentioned earlier is displayed. Guidance for:

Enclosure A: Global Coordination

Enclosure C: Strategic and Contingency Planning (with Global Plans highlighted)

Enclosure D: Comprehensive Joint Readiness

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Enclosure E.: Joint Force Development Activities (to include Doctrine, Education, Training and Lessons Learned mentioned previously)

Enclosure F: Joint Capability Development (Oversight Council is included)

Enclosure G: Global Military Integration (includes Global Campaign Plan)

Enclosure H: Linkages and Dependencies

Enclosure I: Notional Joint Strategic Planning System Product Timeline

Enclosure J: Summary Table of Joint Strategic Planning

Page 35, has a description of the following

5. Global Force Management Implementation Guidance. The Director for Force Structure, Resources, and Assessments, J-8, is responsible for developing, staffing, reviewing, and preparing the GFMIG for the Chairman’s review and the Secretary of Defense’s approval every other year. The GFMIG describes how to implement a Global Force Management (GFM) model that accounts for strategic uncertainty by prioritizing the maintenance of capacity and capabilities for major combat, while providing options for proactive and scalable force employment. This ensures that resource allocation is aligned with strategy, and enables the Joint Force to meet Combatant Command requirements, while building readiness, ensures the ability to respond to the unexpected, and provides strategic predictably to our Allies and unpredictability to our adversaries. As such, it describes the Chairman’s advice on how the Department should execute the assignment, allocation, and apportionment of the Joint Force. When approved by the Secretary of Defense, the GFMIG provides Secretary of Defense direction for all aspects of GFM.

6. Global Force Management Allocation Plan. The Director for Operations, J-3, is responsible for developing, staffing, reviewing, and preparing the annual GFMAP for the Chairman’s review and the Secretary of Defense’s approval. The GFMAP is the annual deployment order for the Joint Force and is modified to meet emerging or crisis-based requirements. Changes are captured and transmitted through the Secretary of Defense’s Orders Book (SBOB).

7. Unified Command Plan. The Director for Strategy, Plans, and Policy, J-5, is responsible for developing, staffing, reviewing, and preparing the UCP for the Chairman’s and the Secretary of Defense’s review and the President’s approval.The UCP provides basic guidance from the President to the Combatant Commanders; establishes broad missions and responsibilities; delineates geographic boundaries; and, specifies functional Combatant Commander Responsibilities. Title 10, U.S.C., section 161(b) requires that the Chairman review, not less than every 2 years, the “missions, responsibilities, (including geographic boundaries), and force structure of each Combatant Command.” This review constitutes the Chairman’s advice to the Secretary of Defense and the President.

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Linkage and Dependencies chart is not linear (going in one direction).

In order to understand the chart, let us look at the legend.

The arrows indicatePurple- To provide directives (directions)Blue-To inform (provide information)Gray-To provide advice

Guidance is listed in block letters therefore, anything on the chart in block letters are providing guidance (for example, National Security Strategy, Defense Planning Guidance…) Assessment is italicized; therefore, anything with italic is considered an assessment (Chairman’s Risk Assessment)The other colors are self-explanatory. Multicolor means it applicable to multiple offices listed on the legend.

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Refer students to Enclosure J: SUMMARY TABLE OF JOINT STRATEGIC PLANNING SYSTEM PRODUCTS.

This table is divided into six areas and even though HR information (strength and readiness information) is included in some of the assessment products. The HR/J1 specific product is listed under Comprehensive Joint Readiness and it is the Joint Personnel Estimate (JPE).

What is the frequency and the purpose of this report? Frequency: Generated annuallyPurpose: Assesses the Joint Force’s ability to fulfill the NMS from a jointPersonnel readiness perspective

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Refer students to HTAR, Chapter 2, Army-Level Strategy.

The current Secretary of the Army is Ryan D. McCarthy, he is the 24th Secretary of the Army. He was confirmed by the US Senate on September 26, 2019. As secretary, he has statutory (title 10) responsibilities for all matters relating to the U.S. Army, to include the recruitment, organization, training, equipping, and care of 1.4 million active duty, National Guard, Reserve Soldiers, Department of the Army Civilians and their Families. https://www.army.mil/leaders/sa/bio/

The current Army Strategy was published in 2018, while the Secretary of the Army was serving as under-secretary of the Army.

Refer students to the US Army website: https://www.army.mil/e2/downloads/rv7/the_army_strategy_2018.pdf

The Army strategy displays how the US Army will fulfill its title 10 duties and responsibilities.

The strategy contains:

The Army’s mission (we are the service designated to defeat enemy ground forces)

The Army’s vision (contains the end state) Strategic environment (with competitors, adversaries) Section III: Strategic approach (to produce an army that is Ready, Lethal and

Modern)o Section III: Lines of Efforts displays how the Total Army will achieve the

Army visiono LOE 1: Build Readiness. The Secretary of the Army placed emphasis

on readiness and provide guidance down to the unit level. To include TRADOC recruiters, drill sergeants and instructors.

Question: What are your duties and responsibilities as a member of Army G1 and TRADOC G1 in support of the Secretary of the Army’s guidance?

Individual and Collective Training: SSI has a collective training team that creates checklist that assist the units in training on HR functions from Battalion to Corps-levels.

LOE 1 also address Force Projections and discusses Reserve Components Mobilizations in support of Large Scale contingency Operations.

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Deployment: this paragraph addresses Division-Level Emergency Deployment Readiness Exercises across all echelons (company level to Division-level) to improve readiness. He also mentions Large Scale Combat Operations.

Set the Theater: This is a message to the entire Army; however, it will be significant for sustainment. The last paragraphs states the following:

The Army must also ensure units conducting Reception, Staging, Onward Movement, and Integration operations, such as port opening or movement control teams, are at a high state of readiness to open the theater and process surge forces in support of Combatant Commander Requirements.

Question: What does this mean for strategic HR, especially an HR WO working at the Corps-level?

Answer: Corps-level HR professionals should be brainstorming about HR processes for their population. What training can we leverage to get personnel trained on LSCO operations for Casualty Management, Strength Reporting, and Personnel Accountability? (Years ago, FORSCOM sponsored a full spectrum HR training forum to prepare HR professionals for deployment called “Silver Scimitar”)

Note to students: Encourage them to read the Army Strategy on their own because it discusses Force Development and Talent management, among other things.

Refer students to AR 525-29, Chapter 3-1. The Army has successfully generated forces for its country since 1775, and developed and evolved both how it generates forces and prepares (readies) them for military operations. Both the Army’s Force Generation and Force Readiness processes evolved in response to the changing demands of the operating environment based on the National Military Strategy (NMS). Army Force Generation and Readiness requirements are defined by those commanders who employ Army forces and framed by national level strategic documents.

Refer student to Figure 3-1.

Figure 3-1, displayed Force generation and readiness from 1775 to current. It highlights where we were and where we are going. We went from a REACTIVE FORCE GERNERATION process (drafting) to a PROACTIVE FORCE GENERATION process.

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Review the chart:

With the attacks of September 11th, the Nation, and the Army, shifted from deterring a perceived threat to defeating a confirmed enemy in the Global War on Terrorism (GWOT). In response to this shift, the Army’s Force Readiness method changed to meet significant numbers of specific known operational demands in two theaters. These demands were generally enduring and predictable based on DOD employment and mobilization policies (for example, BOG-Dwell). This predictability is best represented by the forecasted latest arrival dates (LADs) and the ability for the Army to optimize its readiness and resource priorities based on them. The ARFORGEN readiness model maximized unit readiness for the Current Force to meet these LAD prioritized requirements by surging personnel, equipment, and training to support units deploying into a theater.

Paragraph 3-4 contains the 7 force generation elements: Forces: Force structure Requirements: Size of the force Resources: Funding for personnel and equipment Demand: requirements for force structure, mission readiness, and response

readiness. Readiness: Readiness is considered in two categories: mission and response

readiness. Mission Readiness is measured by USR. Response Readiness is the calculation of time and resources required for units to attain mission readiness and deploy to the theater of operations.

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Risk: Risk describes the standard metrics that decision makers use to prioritize readiness and mission decisions, especially with regards to prioritization. Risk is viewed through two lenses; risk to mission, and risk to force.

Time: Time describes aspects of Force Generation and enhances or limits its effectiveness

So far in this lesson, we have looked at numerous strategic directives with one prominent underling theme “Readiness.”

HQDA Deputy Chief of Staff, G1, Is the Army’s Human Resources Office. The duties and responsibilities they have to accomplish is vast. They also work with other Deputy Chief of Staff Departments to develop directives that accomplishes National, Defense, and Army level guidance.

In an effort to improve readiness across the Army, The following directives were published and we will look at a few of them.

Refer students to Army Publishing Directorate Website, Army directive.

Army Directive 2019-07, Army Dental Readiness and Deployability.

Background: The Secretary of the Army directed that the Army’s Readiness threshold is 5% or less.

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In summary, Human Resources professionals play a vital role in the strategic changes being conducted at the national, defense, joint and Army levels. We assist in all transformation the Army conducts. For example, identifying personnel that qualifies for training or identifying how many has attended the training.

LSA 3 Analyze Force Readiness

Learning Step/Activity 4: Analyze Force Readiness Method of Instruction: Conference/DiscussionInstructor to Student Ratio: 1:15Time of Instruction: 50Media Type: Small Group Instruction

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Army Regulation 525-29: Army Force Generation https://www.army.mil/article/55501/army_regulation_525_29_army_force_generation

HQDA G-3/5/7 published in the Stand-To the following about Army Force Generation,

In 2006, the Secretary of the Army approved Army Force Generation (ARFORGEN) as the Army's core process for generating forces in support of combatant commanders and other Army requirements. ARFORGEN provides a continuous supply of forces to the warfighter, builds readiness and strategic depth, and sustains the all-volunteer force.

The publication of Army Regulation 525-29 will institutionalize ARFORGEN as the Army's core mission process. This regulation includes roles, responsibilities, and Army policies for managing ARFORGEN which applies to all three Army components. In adopting ARFORGEN, the Army created the ability to sustain a continuous flow of forces that produces capabilities to meet operational missions and support strategic plans. The Army continues to adapt and improve institutional processes to meet operational requirements more effectively and efficiently.

To fulfill our vital role as the nation's strategic asset for land dominance, the Army must sustain its efforts to restore balance and set conditions for the future. ARFORGEN is the most effective method for providing trained and ready forces to meet operational demands in today's strategic environment.

Refer students to AR 525-29, Chapter 1-7 Force Generation

The Army, as a component of the Military Instrument of National Power, has identified three military force operations central to the generation of Service capabilities: Force Generation, Force Projection, and Force Employment.

There are 4 key elements to the instruments of national power, Diplomacy, Information, Military Force, Economic or DIME. The Force Generation process falls under military force because we have to deploy and employ Forces. Figure 1-1 displays military operations. The legend at the bottom of figure 1-1 provides a color code to represent the various branches of the military. This becomes important as we look at the diagram under military force.

Generate Force has all the colors to indicate the services. Each service will train, equip and deploy base on the particular service mission and directives. Force Generation is the military operation that develops and provides forces for projection and employment to enable military effects across the operating environments

Force Projection is how a military force is moved from where it is generated to where it will be employed. A military force does this by moving its forces from those positions (forward-deployed, staging bases, ports, installations) it has established to project and rapidly employ the forces.

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The figure indicates force employment; however, it is important that leaders understand what it means.

Force employment is the ultimate purpose of a military force and is enabled by both Force Generation and Force Projection. Force Employment is how a military force is used to achieve the desired effects or influence on the Operating Environment. A military force does this by directly or indirectly engaging other actors (enemy, friendly, or neutral) and sustaining the forces being employed.

Inform students: HR professionals plays a key role in all three military force operations central to the generation of Service capabilities: Force Generation (personnel accountability and strength management), Force Projection (USR and HR Metrics showing your deployables and non-deployments), and Force Employment (personnel accountability, strength management, casualty reporting) especially, as we transition to Large Scale Combat Operations. Efficiency and accuracy in reporting or population at all levels become important.

How does Sustainable Readiness contribute to the Force Generation process?Refer students to AR 525-29, Chapter 1-7c, Force Generation

How the Army prepares Army forces, measured in terms of readiness, is the defining process within the Force Generation operation.

At the beginning of the 2000s, with the execution of both Operation Enduring Freedom and Operation Iraqi Freedom, the Army shifted to a predominantly progressive readiness method with dynamic, tiered resource prioritization tied to ongoing operations and other known requirements to maintain the readiness of the Army. This readiness methodology, known as the Army Force Generation method

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(ARFORGEN), is how the Army successfully executed these operations (comprised of relatively short-term, high-intensity operations and long-term, low-intensity operations).

A result of ARFORGEN-is that the high and enduring operational tempo and limited expansion of the Army resulted in the degradation of the Army’s readiness to rapidly respond to a large-scale war-time contingency with ready and responsive Army forces. ARFORGEN, as a Force Readiness policy, is now replaced by Sustainable Readiness which enables the Military Force Operation of Force Generation.

Refer students to AR 525-9, Chapter 1-8,

What is sustainable readiness?

The Army must sustainably generate ready and responsive forces over time to enable their projection and employment as an essential part of Joint and Combined Forces. The Army uses SR to inform, synchronize, and integrate Force Generation tasks and processes at the strategic, operational, and tactical level across the near-term, mid-term, and long-term (see fig 1–3). SR does this by provides the Army a common set of processes, models, and mindset that seek to maximize opportunities to build and maintain Decisive Action Readiness at all times.

SR provides Army senior leaders with the appropriate information to make resource investments needed for appropriate and predictable readiness outcomes, and an analytic frame-work for balancing near-term readiness requirements with the need to man, equip, and modernize a force for the future.

Figure 1-2 is comparing ARFORGEN and Sustainable Readiness process

Each readiness model has three distinct areas Policies and Procedures

o ARGORGEN-Past and Current Force focusedo Sustainable Readiness-Future Force focused

Readiness Methodso ARGORGEN-(Unit) Reset, Train/Ready, Available Force Poolso Sustainable Readiness-(Unit) Prepare and Mission Phases Modules

(Readiness, Mission, availability) Mindset

o ARGORGEN-Readiness Priority (LAD)o Sustainable Readiness-Known Missions, surge ready and maintain DA

readiness

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Refer students to AR 525-30, Chapter 1-6, Army Strategic Readiness.

The Army Strategic Readiness regulation is dated 2014; however, it has relevant information that is applicable to current issues.

The Strategic Readiness regulation recognizes the need for a comprehensive readinessAssessment of the Army at the strategic level. Unit readiness measures, codified in Army Regulation (AR) 220–1, would become input into a strategic readiness assessment.

Refer students to AR 525-30, Chapter 1-6c.

Army Strategic Readiness. Army Strategic Readiness focuses on the readiness of the Army as an institution to provide sufficient, capable units to support the national military strategy (NMS). This regulation enables Army senior leaders to obtain an integrated view of current and future strategic readiness, by creating a process to assess the status of the strategic readiness tenets (SRTs); review the leading indicators that drive particular trends in readiness; and, ultimately, provide a strategic level assessment of the Army’s near-term (0–2 years) and future readiness (2–6 years).

These assessments will allow the Army to report on strategic readiness and provide information to Army senior leaders to inform critical resource decisions necessary to address and mitigate shortfalls in Army readiness. Army readiness assessments consider readiness trends and the analysis of the impacts of events and decisions on current and future readiness.

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Refer students to AR 525-30, Chapter 1-6e.Developing the Army Strategic Readiness concept. The current Army Strategic Readiness concept, figure 1–2, provides Army senior leaders the ability to look across the Army to identify the status of current readiness and forecast future readiness. The concept was originally developed to answer the following questions: 1) “What can Army senior leaders do to prevent a hollow force while drawing down post Operation Iraqi Freedom and Operation Enduring Freedom?” 2) “Can the Army build a process that provides a view of future readiness?”

While the concept was created to address these questions, it is meant to be an enduring process for assessing Army Strategic Readiness.

(1) Objective and subjective analysis. The concept in figure 1–2 is analytic, relying on clear, objective measures. Thus, the process begins with the analysis of measured areas submitted from organizations across the Army, identifying both current levels and respective indicators that may signal a change in future readiness.

Leading indicators triggers the Strategic levels as a part of the assessment process as indicated at the bottom of the figure. For example

o Leading Indicators: Personnel End Strength Deviation (Do we have less than required or more than required)

o Strategic levers: Accession (get more people in that MOS), retention (could be bonuses to retain signal personnel), and separation policy (Officer Separation Board, QMP/QSP) to address that particular leading indicators.

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(Instructor can continue to highlight some other areas on Figure 1-2)

(2) Strategic readiness tenets. The SRTs are Manning; Training; Capacities and Capabilities; Equipping; Sustaining; and Installations. The following chapters will explain the use of these tenets in determining the Army’s Strategic Readiness. Within these tenets, leading indicators and strategic options are identifiable.

Existing readiness processes and procedures, outlined in AR 220–1, coupled with the Army Strategic Readiness concept (see fig 1–2), form the Army Strategic Readiness process. Subsequent chapters in the regulation explain Army Strategic Readiness and emerging processes in detail.

Unit and Organizations Shows the progressive Force Generation to produce train, ready and ultimately

available Soldiers. Active component (AC) is a 24 month process and Reserve Component is a 60

month process. This process is applicable to Divisions, Brigades, Battalion, and Companies The end results are trained and ready units to the combatant commander.

Summary: This LSA was designed to provide an overview of the force readiness and force generation process. The processes discussed during the LSA is critical to HR professionals serving at Corps and above levels.

Military Human Resources

Learning Step/Activity 4: Review the Method of Instruction: Conference/DiscussionInstructor to Student Ratio: 1:15Time of Instruction: 50Media Type: Small Group Instruction

We are briefly going to discuss this area as it applies to HR professionals at Corps and above levels.

For the students that join the Army prior to 2005, they are aware of HR professionals coded as a 75 series (75B, 75H, etc.). Personnel Administrative professionals performed personnel and administrative functions. The term human resources means so much more than personnel administration.

At the strategic level, one of the key responsibility of human resources professionals is keeping up to date with any laws or regulatory policies that may affect our organization and its Soldiers.

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Refer students to HTAR, Chapter 12.

12-1. Military Human Resource ManagementThe term Human Resource Management (HRM) has been accepted by the Army leadership and, over time, has been integrated into policy and doctrine formerly used to describe the functions of personnel management and personnel administration. In the most general sense, HRM is a series of integrated decisions about the employment relationship that influences the effectiveness of employees andOrganizations. Military Human Resource Management (MHRM) is the major component of the Army’s overall HRM operations. It has evolved from a supporting role to that of a strategic enabler for the Army. Today’s challenges require informed decisions on force structure requirements, recruiting and retention programs, well-being programs, and personnel readiness from both individual and unit perspectives. HRleaders must possess professional and specialized skills to meet these challenges and manage the programs that comprise the functions and integrating systems of the HR life cycle model.

12-2. Military Human Resource Life Cycle FunctionsIn a broad sense, MHRM describes the process of managing people by performing the essential functions of planning, organizing, directing, and supervising effective procedures necessary in administration and operation of personnel management. The life cycle HR management functions are derived from the Army’s life cycle, as follows.a. Personnel Structure. The HR portion of the Army's force development function where personnel requirements and authorizations are determined and documented.b. Acquisition. This function ensures the Army is staffed with the correct grades and skills in numbers sufficient to satisfy force requirements, and has three components.(1) Manpower Management. The process of linking accession, retention, and promotion targets to Army requirements as measured against the military manning program in the Planning, Programming, Budgeting, and Execution (PPBE) process.(2) Accession and Retention Management. The process that converts manpower targets to missions and oversees execution.(3) Training Integration. The establishment of a demand for training programs and a system to control input and tracking of trainees and students.c. Distribution. The function of assigning available Soldiers to units based on Army requirements and priorities.d. Development. This function begins with accession training and continues throughout a Soldier's entire period of service. It includes institutional training, self-development, leader development, and supporting programs such as the voluntary education, evaluation, promotion, and command selection systems.e. Deployment. This function enables the Army to transition from the “prepare mode” to the “conduct of military operations” mode. Deployment includes mobilization, deployment, redeployment, demobilization, reset, non-combatant evacuation, and repatriating.

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f. Compensation. This function encompasses the management of all pay, allowances, benefits, and financial entitlements for Soldiers, retirees, and annuitants. The dollars involved exceed one-third of the Army's total obligation authority.g. Sustainment. This function involves the management of programs to maintain and advance the wellbeing of Soldiers, civilians, retirees, and family members.h. Transition. As individuals leave the Active Component (AC) for either the Reserve Components (RC) or civilian life, this function provides assistance to Soldiers, Army civilians, and family members.

12-3. Human Resource Leadershipa. Assistant Secretary of the Army (Manpower and Reserve Affairs) (ASA(M&RA)) has principal responsibility for the overall supervision of manpower, personnel, and RC affairs.b. The Deputy Chief of Staff, G-1 (DCS, G-1), as the Army’s personnel proponent, determines the broad objectives of the military personnel management system. The DCS, G-1 establishes policy for and exercises Army staff (ARSTAF) proponent supervision of the system’s functions and programs.c. The Commanding General (CG), U.S. Army Human Resources Command (HRC) is the Army’s functional proponent for the military personnel management system and operates the Army’s military HR systems within the objectives set by the DCS, G-1. The CG, AHRC also supports the MHRM system’s automation requirements in the design, development, and maintenance of personnel databases and automation systems.d. The CG, U.S. Army Soldier Support Institute (USASSI) develops and coordinates operational concepts, materiel requirements, organization and force design requirements, and integrates training into courses of instruction at the Adjutant General School.

Compensation

Refer students to HTAR, Chapter 12-15

12-15. Compensation Overviewa. Compensation is a relatively recent addition to the military HR life cycle. Over one third of the Army's total obligation authority relates to compensation and only through controlling the cost drivers (number, grade, and skill of Soldiers) can the Army manage the dollars appropriated by Congress.b. The Army's personnel assets are centrally managed as are Army resources tied to these assets. The Army pays against the inventory (assigned strength), but authorizations and personnel policies are thecost drivers.c. Personnel management policies, force structure decisions, and content of the force influence the Military Personnel, Army (MPA) appropriation requirement. Among these cost drivers are the following.(1) Pay rates(2) Retirement rates, including number of medical retirements vice normal retirements, and early retirements (less than 20 years of service)

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(3) Cost of food(4) Social Security and Medicare rates(5) Basic Allowance for Housing (BAH), including programs similar to(6) Residence Communities Initiative (RCI), privatize housing, privatize barracks(7) Military Health Care(8) Stationing plans and manpower.(9) Clothing bag(10) Entitlements(11) Special Pays (Medical, Aviation, Special Duty Assignment Pay (SDAP), etc.)(12) Assignment Incentive Pay (AIP)(13) Enlistment bonuses(14) State of the Economy(15) Reenlistment rates/bonuses(16) Separation Pays(17) Marital status(18) Size of the Army Outside of the Continental United States (OCONUS) and overseas station allowances(19) Tour lengths(20) Force changes(21) Grade and skill content(22) Active Duty Operational Support (ADOS)(23) Unemployment Compensation(24) ROTC pay/scholarships(25) Junior ROTC (JROTC) supportd. The MPA account pays the force, moves the force, subsists the force, and supports the force. Pay includes pay and allowances for officers, enlisted, and cadets. Movement is managed under the PCS account, which is sub-divided into accessions, separations, training, operational, rotational, and unit moves. Subsistence provides payment for the basic allowance for subsistence and subsistence in kind. Finally, support comes in other military personnel costs such as education, adoption, unemployment, death gratuities, and survivor benefit programs.

12-16. Manning Program Evaluation GroupAt the departmental level, all personnel-related programs are contained within the Manning Program Evaluation Group (PEG). The Manning PEG has responsibility to determine the valid requirements for the 6 programs in Figure 12-3. All should come together in providing the right skills, at the right place and time.

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Summary: The Military Human Resources system is a complex, dynamic, multifaceted mosaic of interacting subsystems, which interface in a variety of ways with all other major Army systems.

Military Human Resources system must keep up with the rate of change occurring in the Army so that Soldiers are properly supported, and commanders have timely, relevant information on which to base operational decisions.

Learning Step/Activity 4: Lead a Discussion on Army OrganizationsMethod of Instruction: Conference/DiscussionInstructor to Student Ratio: 1:15Time of Instruction: 4 hours (50 minute instruction time)Media Type: Small Group Instruction

This LSA will cover a theoretical construct for the organizational design and structure of the Army by looking at the Army as an open organizational system composed of a production, combat, and integrating subsystem.

This LSA is designated for student lead assignment and discussion. Assign 4 students to the Army Organization Subcategory below. Each student will have 5-8 mins to present their assigned section.

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Ask the following questions after each section presented by the students to ensure the class understood the information presented.

(1) Army organizational System:

What are the key components of the Army Organizational System (4-2a)?Three Key Components The production subsystem; the combat subsystem; and the integrating subsystem. Each of these components includes tasks to be accomplished, operates in a given environment, and requires and acquires resources

How does the Army adapt to external factors (4-2a)?The Army organizational system is composed of a combination of decentralized functionally-focused subordinate organizations empowered to adapt and make decisions to effectively and efficiency support or execute mission requirements. The Army system also has a centralized hierarchy designed to establish policies to effect coordination and cooperation between the sub-organizations and ensure cross functional integration and differentiation.

What is Integration and deferentiation (4-2b)?

Integration: The ability for the Army to integrate many elements to produce mission-ready forces. there are three approaches to integrating diverse organizational activities ranging from the simple to the highly complex: standard rules and procedures; plans, directives, and orders; and active management and directed integration. The use of each of these devices depends on a wide range of situational factors. Each of these devices is operating in any Army organization to some extent, and effective and complex organizations facing dynamic and diverse environments will use all of theseintegrative processes simultaneously.

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Differentiation. Organizations should be tailored in design to meet specific mission requirements and avoid unnecessary redundancy. Task or functional specialization is both a dimension and a requirement of the structure of Army organizations. A major result of task specialization is that organizations tend to be designed and structured to fit the requirements of their sub-environments.

(2) The Production Subsystem

How does the Army fulfill its statutory requirements (4-3)?

The Army’s mission is to fight and win our Nation’s wars by providing prompt, sustained land dominance across the full range of military operations in support of the CCDR. We do this through the following processes:

Executing Title 10 and Title 32 USC directives, to include organizing, equipping, and training forces for the conduct of prompt and sustained combat operations on land;

Accomplishing missions assigned by the President of the United States (POTUS), Secretary of Defense (SECDEF) and CCDRs;

Changing the force to meet current and future demands

What is the cornerstone of the production subsystem (4-3)?The production subsystem is the cornerstone of the Army fulfilling its statutory requirements This subsystem secures resources and raw materials for its many production efforts, to include the following:

recruiting untrained personnel; searching for useable technology; and dealing with producers of outside goods and services.

How does the Army accomplishes its production susbsystem tasks (4-3)?

Its task, accomplished through its people and structure, is to convert the raw materials into the intermediate goods required by the combat system. The productionsubsystem serves primarily to meet the needs of the combat subsystem:

TRADOC Army Material Command Installations Operations Functional commands HQDA Support Specialty Commands

(3) The Combat Subsystem

What is the combat subsystem’s major task (4-5)?

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The combat subsystem’s major task is to convert the Army’s intermediate products, obtained from the production subsystems, into mission-ready forces of units and organizations. Each element of its structure welds together individual Soldiers, equipment, doctrine, procedures, and training and produces combat readiness.

What is the combat subsystem organizational structure (4-5)?

This category of the Army's organizational structure consists of three ACOMs, including two of the commands previously addressed under the production subsystem and installation operations, and ten ASCCs.

(4) The Integrating Subsystem

What is the primary function of the integrating subsystem (4-7)?

a. The integrating subsystem ties all of the subordinate subsystems together for the Army as a whole. Its tasks are to decide what is to be produced or accomplished by the whole system, and to see to it that the system performs as expected. It also acts as the source of funds for the subsystems, obtaining them from DOD, Office of Management and Budget (OMB), and Congress.

How does the integrating Subsystem achieve integration (4-8a)?

Integration is achieved in a formal series of meetings at the senior staff level within the Army Secretariat (ARSEC) and the Army Staff (ARSTAF). The heads of the staff agencies, the deputy chiefs of staff themselves, have a central integrating role, serving more as a corporate management committee than as simply representatives of their own staff agencies. There are also many task forces, working groups, and committees with membership drawn from throughout the ARSEC and ARSTAF that serve asimportant knowledge-based integrators. Integration is also the primary function of the Army's senior leadership, to include: the SECARMY; Under Secretary of the Army (USA); CSA; and VCSA.

How does the integrating Subsystem achieve differentiation (4-8b)?

Differentiation is achieved through the assignment of functional responsibilities to the HQDA directorates and the HQDA special and personal staff sections. It is within the directorates that assigned tasks such as recruiting, planning, or budgeting are managed, goals are formulated, timing coordinated, and sub-organizational hierarchy and protocols established. The directorates possess knowledge and experience sufficient for most decisions that concern their task environments.

What does the Goldwater-Nichols DOD Reorganization Act of 1986 required of integration (4-8c)?

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The Goldwater-Nichols DOD Reorganization Act of 1986 required the integration of the two staffs into a single HQDA comprised of a Secretariat focused on managing thebusiness of the Army and the CSA and deputy chiefs of staff responsible for planning, developing, executing, reviewing, and analyzing Army programs. The Army has continued to increase the integration of HQDA with the creation of the Executive Office of the HQDA, subsequently re-designated as Senior Leaders of the Department of the Army (SLDA), which increased administrative oversight by the DAS of both the ARSEC and ARSTAFF and required closer staff relationships.(2) To achieve greater differentiation in acquisition management, Congress directed and placed into law that the service acquisition executive functions be placed within the service secretariats. Accordingly, the SECARMY appointed the ASA (ALT) as the AAE to centrally manage this function.(3) The Army differentiates functions and tasks vertically. Efficiency and effectiveness demand that organizations eliminate any level that does not perform essential and unique tasks or perform critical integrating functions. The Army executes unique Title 10 functions and tasks and produces value-added outputs at the strategic, operational and tactical levels.

The focus of this part of the discussion is on how the Army mobilizes forces to meet requirements of combatant commanders:

Ask the following questions after each section presented by the students to ensure the class understood the information presented.

(1) Army mobilization

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What is the framework of Army Mobilization Planning (5-2)?

Army participation in joint operations planning and Army planning for mobilization must be integrated. Joint Publication (JP) 4-05, Joint Mobilization Planning, facilitates integration of these processes by identifying the responsibilities of the Joint Staff (JS), Services, Combatant Commands (CCMD), transportation component commands, and other agencies engaged in mobilization planning. The mobilization annex of the Joint Strategic Capabilities Plan (JSCP) guides the Army and CCMDs inpreparing mobilization plans.

What provide the interface between the Army’s plans to provide forces and resources and the commander’s plan to deploy and use them?

The Army Mobilization System (AMS) serves as the Army supplement to the adaptive planning and execution system (APEX). It provides the interface between the Army's plans to provide forces and resources and the CCDR's plans to deploy and use them. It also provides a standard set of guidelines for developing these plans and an integrated structure for the planning products. AMS ensures that the Army plans and executes actions necessary to provide the forces and resources to meet requirements of the CCDR. It encompasses a wide range of general functions covering the full course of a military action, conflict, or war. These functions include the training, mobilization, deployment, employment, sustainment, expansion of forces beyond the approved force structure, redeployment, demobilization, and reconstitution of Army forces.

How should mobilization plans prepared (5-3c)?

Mobilization plans shall be prepared in accordance with guidance contained in the AMS basic plan and forwarded to HQDA for review prior to publication. Organizational mobilization plans comprise the Army Mobilization Plan, and are listed as separate volumes in AR 500-5, paragraph 3-2.(1) ACOMs: (FORSCOM, TRADOC, and AMC).(2) Army Service Component Commands (ASCC)(3) Direct Reporting Units (DRU)(4) Chief, National Guard Bureau (NGB).(5) Any other subordinate Army organizations HQDA or any ACOM, ASCC, or DRU directs.

Who is the Department of the Army responsible agent for all unit mobilization, deployment, redeployment, demobilization, and reconstitution planning and execution (5-4 c)?

FORSCOM is the DA responsible agent and/or supported command within CONUS, minus special operations forces, for all unit mobilization, deployment, redeployment, demobilization, and reconstitution planning and execution. (AR 500-5) Additionally, FORSCOM implements all mobilization process procedures and the standardized,

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requirements-based demobilization process, and ensures coordination of all actions with other Army activities to improve and standardize the overall mobilization process.

What is the difference between full and total mobilization (5-5d)?

Full Mobilization. In time of war or national emergency declared by Congress, or when otherwise authorized by law (10 USC 12301(a), an authority designated by the service Secretary concerned may, without the consent of the persons affected, order any unit, and any member not assigned to a unit organized to serve as a unit, of a RC under the jurisdiction of that Secretary to active duty for the duration of the war or emergency and for six months thereafter.

Total Mobilization. Total mobilization involves expansion of the active armed forces beyond the approved force structure by organizing and/or activating additional units to respond to requirements of the emergency. All national resources, to include production facilities needed to sustain additional forces will also be mobilized. Congressional authorization is required for these actions.

Industrial Preparedness (5-8):

What is the expected outcome of the DoD Sector-by-sector, tier-by-tier analysis of the defense industrial base (5-9c)?

DOD is conducting a sector-by-sector, tier-by-tier analysis of the defense industrial base. This analysis aims to locate early indicators of risks to defense programs, identify cross-program interdependencies throughout the supply chain, pinpoint areas of limited competition that may drive up costs, and find areas of overreliance on foreign sources that may exist. The sector-by-sector, tier-by-tier analysis will be conducted annually to ensure that the industrial base which the Department relies upon is healthy, vibrant, and flexible to meet the Department’s needs today and well into the future. This analysiswill be used to influence the Department’s investment decisions.

What is the DA Critical Items List (DACIL) (5-14)?

The DACIL is prepared by the DCS, G-3/5/7. They provide biennially a priority list of items required to sustain warfighting for either an indefinite or surge contingency. They also provide stable mobilization requirements to support planning with industry. TheDACIL are the basic documents from which IPP is conducte

What is the function of Industrial preparedness measures (IPM) (5-14)?

Industrial Preparedness Measures (IPM). These actions aid industry to overcome production deficiencies in the Army's industrial base. IPMs are designed to shorten production lead-time, increase production or repair capacity, and reduce inspection

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time. IPMs for accelerated production will only be used when they are cost-effective alternatives to stockpiling.

Chapter 6 addresses the Reserve Component which consist of United States Army Reserve (USAR) and Army National Guard (ARNG)

1. What is the primary difference between USAR and ARNG?Answer: The primary difference lies with the level of government in which they fall. The USAR and USAFR are subordinate to the federal government while the state National Guard units are subordinate to the various state or territorial governments, except when called into federal service by the POTUS, or as provided for by law. (HTAR: 6-4)

2. The standby Reserve is considered a part of which Reserve Service Categories?

The Standby Reserve is part of the Individual Ready Reserve (IRR) (HTAR 6-8a)

3. What is the purpose of the Reserve Forces Policy Board (RFPB)?Reserve Forces Policy Board (RFPB). By Title 10, USC, 10301, the RFPB is an independent adviser to the Secretary of Defense (SECDEF) to provide advice and recommendations on strategies, policies, and practices designed to improve and enhance the capabilities, efficiency, and effectiveness of the RC (HTAR 6-12b)

4. Which two American Territories signed an MOA in 2010 to serve in the ARNG?

Guam and American Samoa signed a memorandum of agreement (MOA) in 2010 whereby American Samoans are able to serve in the Guam ARNG (HTAR 6-17a)

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This chapter discusses the importance of Civilian Personnel to the United States Army and the DoD, as a whole.

1. How are Army Senior Executive Service (SES) employees managed and where are they managed (organization)?

The management of Senior Executive Service (SES) employees is also centralized at HQDA level (HTAR, 13-4)

2. Which law outlines the 12 prohibited practices for Civilian Personnel?Twelve prohibited personnel practices are defined by law at § 2302(b) of Title 5 of the U.S.C. Any employee who has authority to take, direct others to take, recommend, or approve any personnel action, shall not, with respect to such authority – (HTAR 13-5b)

3. What is the primary function of Civilian Personnel Advisory Centers?

Advisory functions requiring face-to-face interaction between Human Resources Specialists, managers and employees typically reside at the CPAC (installation/activity level). Action processing, record keeping, and database management functions are centralized at regional processing centers. TheArmy has established geographically based Regional Offices and Civilian Personnel Records Centers. The Regional Offices provide oversight and guidance to CHRA’s CPACs throughout the world which are responsible for providing comprehensive operational lifecycle HR services, advice, and support to installations/activities and their employees. Each CPAC is typically located at or near the installation(s) to which it provides advisory services (HTAR 13-11a)

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