HQDA FY13-15: Determining Procedure

Retention control points are directly linked to the manning needs of the United States Army. Military members that have served for twenty years or more have witnessed the cycles and fluctuations in strength. There are several issues that build or reduce the manning strength in the military. Building or reducing a large military force should be a slow process, but that is usually not the case. When the decision is made to grow the size of the United States Army, it is usually done quickly by offering large enlistment bonuses and re-enlistment bonuses. During the build-up years the standards for joining the military are loosened to include a larger population of potential applicants. When the decision for a smaller military is made,

1. SITUATION: The Battalion will direct an Army Personnel Asset Inventory (PAI) to account for 100% of all personnel assigned and attached to 34TH

There are three basic principles that govern the FSBP 2020 program are first, the ability to support a unit’s mission while remaining flexible to the senior leadership and providing the highest quality of housing to Soldiers (HQ, DA, 2014). The second principle is an understanding of the need to take care of Soldiers and provide an improved quality of life through an engaged installation – unit partnership. Lastly, the wise use of resources simply meaning effectively managing barracks to a 95 percent utilization across the installation effectively reducing the need for the unnecessary basic allowance for housing payments to Soldiers when space is available in single/unaccompanied housing (HQ, DA, 2014). Within the scope of these principles, units are required to establish standards and responsibilities for daily maintenance, repair and utilization, durable and expendable furnishings and the assignment and termination/clearing of

According to the article, the Active Army will decrease its personal strength to 490,000. Likewise, the Army National Guard will reduce its personal strength to 353,500 and the Army Reserve to 205,000. The decreased in Army personal will cause the decline in Active Component Brigade Combat Teams (BCT) reducing from 45 to 37. Currently, analysis is being conducted

U) EXECUTIVE ORDER 10-13. HEADQUARTERS DEPARTMENT OF THE ARMY (HQDA) FY13-15 ACTIVE COMPONENT MANNING GUIDANCE) (U) (ATSG-NCOA) Currently the Army is in transition and will reduce in total personnel and force structure by implementing the IRPL. The IRPL is a priority list that will allow HQDA to maintain the required end strength of all components of the Army, to ensure personnel and inventory meet force structure after a drawdown. Starting in Fiscal Year (FY) 2013 HQDA will incorporate the IRPL; in the initial stages of the drawdown the United States Army Reserve (USAR) will begin with the reduction of Active Duty for Operational Support (ADOS) personnel; this will continue to the end of FY 15. In the second phase of the drawdown in FY

The Army will begin their transition in reducing total personnel and force structure beginning in FY13. Our manning flexibility will be reduced causing affecting our ability to over man formations. Currently we can fill every position we are authorized with a Soldier, however that Soldier may not be of correct grade or MOS for that position. Prioritizing, the Army is going to focus on fully manning deploying units for prioritized operations, synchronizing the personnel assignments process with the ARFORGEN cycle and with Army priorities and invest in top quality officer and non-commissioned officers (NCO) in the institutional

The ASCC G-1/AG, in coordination with the TSC (with the support of the HRSC), reconciles prioritization issues to ensure required HR support structure is available for the theater. As outline in FM 1-0, Human Resources Support publication, the ASCC G-1/AG’s primary function is to plan and prioritize HR support to assure a unity of purpose and effort that maximizes the readiness and operational capabilities of forces within the theater. With that being said unlike most Sustainment WFF, the personnel functions of our allies and partners work independently of US capabilities and are adequate to fill their current needs. Unlike a truck or a medical kit, we cannot sign over an officer corps culture or conscription system. Most of the militaries of our partner nations are not just instruments to project hard military power, but are also the cornerstone of their government's stability and power base.

The United States Army Whole Soldier Concept Aaron Williams Engineer SLC Abstract The purpose of this paper is to define one of the Army’s administrative tools called the whole Soldier concept as it applies to Army regulations that govern the Army’s select-train-educate-promote (STEP) promotion system and the Army’s retention program. Although there is no officially endorsed military publication dedicated to the whole Soldier concept, there are two such publications that depict the concept in different lights. The two publications that illustrate this are Army Regulation (AR) 600-8-19: Enlisted Promotions and Reductions (2017) and AR 601-280: Army Retention Program (2016).

Regionally Aligned Brigades/Forces is the vision of the Chief of Staff of the Army and the Secretary of the Army that will provide combatant command with constantly readily available troops that are versatile and responsive. Regionally Aligned Forces are based on an organizing principle that allows the United States (U.S.) Army to provide units that maintain core war-fighting skills complimented with cultural awareness training, language training, and regional expertise. A revised ARFOGEN cycle based on Active Component and 60-month Reserve Component sequence will replace the current Army model. Mission specific training requirements will be communicated, based on combatant command’s require¬ments, and organized through FORSCOM. These

The Army has endured many issues as ebbs and flows with this process. It is imperative for any long-term operation to be a sustained warfighting effort. The quality of the force readiness is measured on its ability to be sustained. Sustainment in itself has eight different elements of which each has multiple facets or sub-elements that comprise the system.

Since taking over the Supply Support Activity (SSA) Platoon in April 2017, SSG Johnson has been a key player as the Material Manager for 3rd Brigade Combat Team (BCT) SSA in support of the 82nd Airborne Division’s World Wide deployment mission. His responsible for maintaining an Authorized to Forecast (ATF) of over 2,204 lines valued in excess of $3.4 million. SSG Jonson manages expedient processing of requisitions and receipts. Provides daily supervisory oversight for receiving, storage, issue, turn-in, and stock control procedures utilizing the Global Combat Support System Army (GCSS-A). SSG Johnson also provides responsive CL II, IV, VII and IX direct support to 120 supporting units. He is also the advisor to the Brigade Command Sergeant Major (CSM) for all multi-class supply support; providing technical analysis and recommendations for sustainment operations. SSG Johnson is responsible for the professional and technical development, morale, and safety of nine Non-commissioned Officers (NCO) and 19

CPT Nobles was the lead planner representing one of 48 concepts and capabilities examined during the Army Warfighting Assessment (AWA) 17.1 at Ft. Bliss, TX. Ben synchronized the efforts of a 15 man team from four different organizations across all Army components. He took 10 analytical observations from the tactical level exercise and developed recommendations including potential solutions to improve warfighting capability at the tactical and operational level echelons.

The basic concept of the structural frame is that it provides the overall architectural underpinning and system for the organization (DeFoe, 2013). When analyzing the frame, the organizational chart must be analyzed. For this particular unit, a manning roster and battle roster is used to present the structural flow of the organization. Both the unit manning roster and the battle roster present the unit from the top down, is generated based off of soldier and section responsibilities, as well as the concept of the mission being taken into consideration. Though the structural frame provides the units its basic structure, challenges can be created with its design and the maintaining of its alignment (DeFoe, 2013). The occurrence in change of alignment is typical and in Alpha Troop due to various transfers and personnel moves that frequently occur. The human resource frame is also utilized by the troop, which allows the units management to have a greater understanding of the soldiers as well as the existing relationship between them and the organization (DeFoe, 2013). The human resource frame also makes it possible for the structure of the unit to place appropriate personnel in positions that are beneficial for both the unit and its mission, and a soldier and their

The more predictable ARFORGEN has now been replaced by the more flexible Sustainable Readiness Model (SRM). This new force generation readiness concept allows the Army to respond to both known and unknown threats. The biggest threats to our Nation currently is global uncertainty. Relationships with Russia, China, and North Korea are unstable. We have ongoing operations in Iraq and Afghanistan. With all this uncertainty, the Army had to allow for more tractability in its readiness model. The Sustainable Readiness Model provides this tractability. The SRM has three descriptive three months modules: Prepare Module, Ready Module, and Mission

My performance goals and expectations are to maximize the medical readiness for the 230th Engineer Battalion, so the battalion is medically available to mobilize during operation contingencies and humanitarian missions. These goals are reached by ensuring all Soldiers receive an annual physical health assessment (PHA). Soldiers with medical or dental issues are identified at the PHA and then screened and tracked by the Medical Readiness NCO.