APEX ORIENTATION PROGRAM Human Resources Command MG Dorian T. Anderson Commanding General (FOUO)

Outline A Changing Army/Culture Mission and Priorities Supporting GWOT / Its Impacts Supporting The Way Ahead Force Stabilization Our Ability to Support Force Stabilization and Modularity

Changing the Army: the Intent Build a campaign-capable, joint and expeditionary Army Sustain global and operational support to Combatant Commanders Maintain the quality of the All-Volunteer Force Instill the Warrior Ethos in every Soldier Adapt the institutional Army to meet needs of the future force over the next 6 years, the Army will: o Provide trained and ready forces globally o Adapt force structure and management process o Become more agile and versatile o Reduce headquarters o Increase the density of high-demand units o Balance the AC and RC components o Modernize mobilization and policies / procedures o Streamline the Army's overseas footprint

Supporting The Way Ahead Manning future force Support to TRADOC Force Stabilization (FS) Initiatives Synchronizing Soldier’s Assignment Process with Unit Lifecycle IT Legacy Migration Strategy for DIMHRS / Army eHR Structure USA HRC (HR integration-HRTTF) OPMS III review; Unit-centric NCOES scheduling Fully Man the Force Ensure effective incentives to access quality volunteers Develop and implement retention and Well-being strategies Reduce personnel turbulence thru stabilization programs Implement Enterprise network-centric HR System and responsive personnel support Implement SAW, NSPS, mil/civ conversions to transform civilian COMPO Army Campaign Plan Objectives Man the Force Stabilize the Force Enable Well-being Implement Enterprise HR System Enhance Civilian Army Workforce Realign HR Organizations Leader Development and Education G1 Strategic Plan for Personnel Transformation Goals HRC Objectives TRANSITION: The initiatives that we are currently undertaking at HRC are fully nested within the Army Campaign Plan Objectives and the G1 Strategic Plan for Personnel Transformation Goals. Key HRC Initiatives include: -Manning the force as our Army transforms. -Stabilizing the force by moving to a unit-centric concept that synchronizes the soldier’s assignment with the lifecycle of the unit. -Continuing automation and restructure initiatives to provide more responsive personnel support to the field. -Working with G3, G1, and TRADOC in revamping our leader development and education systems.

Vietnam “The order came down: Any Soldier who had sixty days or less left to serve on his enlistment as of the date of deployment, August 16*, must be left behind. We were sick at heart. We were being shipped off to war sadly understrength, and crippled by the loss of almost a hundred troopers in my battalion alone. The very men who would be the most useful in combat—those who had trained the longest in the new techniques of helicopter warfare—were by this order taken away from us. It made no sense then; it makes no sense now.” “The drain on battalion manpower due to expiring enlistments also continued. At the end of September* my battalion had 679 officers and men against an authorized strength of 767. Four sergeants and seventeen enlisted men rotated home in October*. In November*, six sergeants and 132 men of the battalion were scheduled to leave.” We Were Soldiers Once…and Young, Harold G. Moore, Joseph L. Galloway * 1965 Personnel turbulence has been a matter of concern throughout our Army’s history. It has played havoc on units especially those ready to depart for deployments or war. However, I think we’ve fixed or are making better many of the problems of the past, and I think you’ll see some of that in this brief. We’re working diligently to help transform our Army from a personnel perspective to help meet the requirements of the Army today and of the future

MANNING A STABILIZED FORCE: OUR OBJECTIVES Stabilize Soldiers for longer periods at CONUS installations in 4th Quarter FY04 - We will only move people when we have to Support Modularity and Lifecycle Management - Achieve P3 at E-Date and P1 at E-Date + 90 days - Lifecycle Man units to 100% Fill all deploying units to 105% assigned strength NLT 90 days prior to deployment This chart lists HRC’s immediate objectives (25 meter target) and include key tenants of the CSA’s intent. First we began changing our culture within HRC to only move people for three reasons: Needs of the Army, Leader development and then Soldier preference in that order. No longer are we moving people because you’ve been on station 24 or 36 months. Due to the amount of forces committed to OIF/OEF we’ve had to implement a staggered fill plan for modularizing units for the near term that allows a fill level of P3 at EDATE for converting units and P1 90 days later. This includes lifecycling units (units that will be manned for a 36 month cycle). These staggered EDATEs allows the training base to catch up to our manning schedule. We have also adopted a fill strategy for OIF that ensures units are 100% deployable by manning them to 105% of authorizations to account for non-deployables.

Force Stabilization: How We Will Man The Force Unit Focused Stability More stability and predictability Longer assignments for CONUS-based Soldiers and families Extended initial tours Enables higher levels of cohesion Uses a regional approach Multiple opportunities to return to same post Uses Lifecycle and Cyclic Manning Management Synchronizes with Unit Operational Cycle Minimizes Soldier losses for deployed units Provides combat ready, agile, cohesive units Individual Replacement System We are adopting the following interrelated strategies for manning the Army… Stabilization – We want Soldiers and Families assigned to U.S. installations to stay for longer periods. Soldiers can expect to remain at their initial assignment through branch qualification (Company Command or equivalent for officers, Squad Leader or equivalent for enlisted), moving only to meet the needs of the Army, leader development requirements, or a Soldier’s preference. Soldiers and Families will clearly benefit from increased stability and predictability. Stabilization uses a regional approach, which creates multiple opportunities to return to the same installation over a career. Unit Focused Stability – This strategy aligns a Soldier’s assignment to the unit’s operational cycle. The intent is to maximize cohesion while minimizing unit turbulence, attrition, and losses for deployed units. Personnel turbulence in the unit will be concentrated at scheduled intervals. It also provides the brigade commander the ability to control much of the internal turbulence the unit experiences. The methods used to accomplish unit focused stability include; life-cycle and cyclic. Cyclic has been approved as a strategy but not for implementation at this time. Individual Replacement System – The IRS won’t go away (no pun intended). This system will continue to be used mainly for the institutional Army, some low-density specialties, and overseas units. A few U.S.-based TOE units may continue to be manned via IRS, as well. Current system doesn’t go away completely Remains in place for most overseas-based units Used for the Institutional Army (TRADOC, etc.) Some low density specialties will always stay IRS

Stabilization increases unit readiness and cohesion while Stabilization: How We Will Provide Stability and Predictability to the Force Stabilization increases unit readiness and cohesion while providing predictability and stability for soldiers and their families. Active Component Soldiers spend longer tours at installations within the U.S., moving only to: Meet the needs of the Army Fulfill leader development requirements Satisfy individual preferences Minimizes family turbulence and provides “deeper roots” to the community Enlisted Soldiers can reenlist Present Duty or Needs of the Army All Soldiers will be encouraged to return to the same post repeatedly during their career Families become more connected to their community; continuity in schools, medical care, spouse education/career, and home equity Further stability and predictability are supported by: Future rotation-based Army Regional approach for future assignments Increased transparency in accessions; Soldiers and officers increased involvement in assignment selection The most important shift in our policy is that staying longer and returning to the same post will now be encouraged. Soldiers can expect a regional approach to future assignments, which creates multiple opportunities to serve at the same installation over a career. Soldiers and families will see some significant changes: Increased stability – longer tours (reduced # of career PCSs and damage to household goods Improved predictability – better visibility of future training and deployments Improves family connections to the community Enlisted Soldiers can reenlist present duty or needs of the Army if they want to PCS The unit and the Army will also benefit: Increased average time in the unit – increased cohesion/readiness/survivability Specialization of Soldiers – increased depth of experience Reduces degradation of readiness caused by personnel turbulence Stepping stone to Unit Focused Stability and Life Cycle Management As we do all this, it won’t be without turbulence. But, in the end, it will settle out. This isn’t just a PowerPoint brief, it’s the Army plan; we are serious about this and moving out. Stabilizing Soldiers at the same post does not fully align Soldiers to a unit so we have to use it in conjunction with other manning strategies. Returned 241 million dollars, as of 2 September 2004 in PCS funds for FY04. So that is about 34,000 thousand fewer moves. If we take out the 24,000 thousand stop move then we have 10,000 fewer PCS moves.

Unit Focused Stability: Lifecycle Train Certify Ready Reset P- rating = T- rating = P1 T4 T1 Synchronizes Soldier’s tour with the unit’s operational cycle (36 months) Minimizes attrition (PCS/ETS) for deployed units – increases deployability Provides horizontal & vertical cohesion Focused on BCT/UAs and other MTOE combat units Supports and enhances modularity Key element in support of Joint Operations and establishment of JTF X Lifecycle focuses personnel turbulence to reset periods. Annual package replacement for unprogrammed losses Unit cohesion, deployability and readiness maximized Major infrastructure challenges Well-Being challenges due to unit-centric focus – minimizes soldier choice The Brigade Cdr Controls Internal Turbulence Key Take-Away: Can deploy as team throughout Ready period for rotation or contingency … results in best case overall Army Readiness of ~80%. Limited installation resources restricts UFS. All Skill Level 10 and Lieutenants directly from training base (no experience to draw upon within the organization) Based upon all those we have talked to … this model best achieves overall desired objectives … Training cycle: 3 WK - PLT STX Ready cycle (Red, Amber, Green) 3 WK – CO STX DRB like 2 WK – BN STX Peaks and valleys 4 WK – Gunnery School, train 4 WK – CTC/NTC PERSONAL ANECDOTES Advantages (compared to today): Soldiers serve in unit for the lifecycle, no Soldiers ETS / PCS during lifecycle/deployments as with today’s IRS, this Supports rotation of fully deployable units Cumulative training benefits yield ever increasing readiness – don’t restart the training cycle due to new arriving Soldiers Stability increases Cohesion increases (Vertical and horizontal) External turbulence managed by HQDA policy Internal turbulence controlled by Commander More depth of experience Family stability (predictability) Disadvantages (compared to today): Limited installation resources restricts UFS (4800 soldiers processing in/out over 1-3 months may stress/break systems) All Skill Level 10 and Lieutenants directly from training base Transition issues – hand receipts, equipment maintenance, equipment services, etc. with 80% personnel turnover Complex task to de-conflict & synchronize accessions, schools, promotions, service obligations UFS less flexible for allowing professional development (non-MTOE) assignments May reduce breadth of assignments available for some Risks / Implications: Impact of lifecycle on retention & professional development being analyzed. May require creation of an alternate track in Operations Career Field (OPCF) to accommodate changes in BCT opportunities for Majors Designed to quickly and efficiently build combat teams and combat power Personnel losses are replaced by periodic replacements or unit requested replacements Unprogrammed losses (4-8 %) replaced with personnel packages annually - Medical, UCMJ, Admin Separation, and exceptions 50-70 % of the unit turns over at end of cycle Enables leader development OES/NCOES TDY & Return Length of time for Leader Qualification By exceptional losses for SOF/Old Guard

Transforming the Army 2 3 SBCT2 1 SBCT2 1 3 1 3 2 3 4 Available Deployment “On Deck Circle” Available/ Training P1 Deployed Deployed P1 105% fill 105% fill P1 (30 days) Modularization 1 Operational Training (120 days) 2 P3 (90 days) 3 86% Fill Or higher 86% Fill Or higher OIF 2 4 Reset (60 days) SBCT1 2 2 2 Stabilization (90 days) EDATE 1 2 3 OEF V 1 LCM 1 2 3 3 1 2 2 3 3 4 1 1 1 4 Modularity “On Deck Circle” 2 3

Transforming the Army (ARNG) 42d ID (M) New York 155 HVY (MS) 256 HVY (LA) 29 IN (HI/CA) 56 IN (TX) 116 HVY 278 ACR (TN) CTC/ Title 11 Collective to Combined Arms Training (24 Mo) Deployment “On Deck Circle” Title 32/10 Prep P1 (Year 6) Year 6 Available/ Deployed Deployed Year 5 90% DMOSQ (Year 5) Modularization Operational P1 (Year 3-4) Year 1-4 P4 (Year 1-2) Title 32 Mission Response (State) Individual/ Small Unit Training (Year 1-4) OIF 2 KFOR/ SFOR 30 HVY (NC) 38th ID (M) (IN) EDATE P4 81 HVY (WA/CA/MN) OEF V 34th ID (M) Minnesota 39 IN (AR) 45 SIB (OK) 39 IN (AR) 30 HVY (NC) 81 HVY (WA/CA/MN) Modularity “On Deck Circle”

HRC Supportability Analysis Apr 04 May Jun Jul Aug Sep Oct Nov Dec Jan 05 Feb Mar X X X IN IN IN X 2-10 173d 2-2 HVY OIF/OEF X X 3-1 HVY No Risk SBCT HVY HVY HVY SBCT2 Force Stabilization/ 36 month LM X X X X X X X X IN IN X X EDate = P3 HVY SBCT IN SBCT IN HVY HVY SBCT X +90 = P1 Some Risk 4-101 3-10 4-4 4-10 SBCT4 4-25 4-1 IN SBCT1 3-4 SBCT5 36 mo Retainability 5-25 X Modular Build IRS Manning Most Risk X Edate=P3 X X HVY IN +90 = P1 IN HVY HVY HVY HVY HVY HVY 1-10 1/2/3-1 1/2/-4 HRC is responding to increased demands with limited resources. The ability to support manning of Force Stabilization UAs is based on a set of assumptions. The main assumption, (recently validated as fact), is that all OIF forces will be stop-lossed 90 days prior to deployment. Additional OIF forces and accelerated OIF timelines (Units depicted in top third of chart) have tapped into resources previously identified to meet UFS requirements. HRC will fill shortages after maximum cross-leveling is applied at division levels. Extensions of 1AD/2CR in theater further limited the reassignable population. Priority of effort is to units preparing for deployment putting new FS UAs and non-deploying Non-FS UAs at risk. As the Army transitions to modularity, structure changes have resulted in an increase in AUTHs, which are being added to authorization documents faster than the Army’s inventory can react (access and train Soldiers). Divisional structures are not fully defined for 10th/101st/4th. There is also a lag in planned military to civilian conversions that have yet to be identified. All these factors have caused undue stress on the personnel system putting new modular UAs at risk. Priority of fill to MCRUs is to deploying units, FS UA’s, Non-FS UA’s. Furthermore, HRC is committed to keeping TRADOC filled to 100% to support inventory growth and training. Decisions required… - Deployment manning levels of 100% deployable - Approval of Manning Levels for Non-deploying FS units (next slide) 1/2/3-101 Assumptions: Issues: SL/SM of all OIF/OEF Units Maximize skill/grade match HRC fills shortages after maximum cross-leveling and suitable MOS/Grade substitutions are applied Male/Female ratios in UA remain constant 80K accessions FY05/06 UA bill-payers not identified Additional OIF 3 requirements - 101st/10th/4th structures - Divisional cross-leveling - MOS substitutability MOA (G-1 & FORSCOM) - P1 = 100% deployable - 3ID fill/losses continue Jul-Sep 04 to improve MOS/Grade band match - Branch/CFD substitutability - Grade/skill <90% in several UAs w/TRADOC green XX KOREA TRADOC ROTA MP1 ROTA MP2 Green = 90-100% + Amber = 80- 89% Red = 70- 79% FOUO as of: 1 September 04

Changing The Way We Do Business Old New Technology Assignments TOS Needs of the Army Tour Equity Leader Development Summer Moves Soldier Desires Records PSB F2F My ERB My ORB OMPF Online PSB(-) Evaluations PSB Interactive Web Response System (IWRS) Sr Rater Profile Modularity and PLUS2 Force Stabilization Force Stabilization Website SAM Our personnel community already has something to show for in the context of Personnel Transformation. These systems underscore that fact. Most every active or reserve soldier can presently review their official file on-line right now; a real departure from the days of using microfiche. Field to file is being used among deployed units right now … digitizing and sending documents from a deployed location right into their OMPF in preparation for a promotion or selection board. And PERSCOM has been using automated preference statements, with great success, to manage individual assignments. Tactical Personnel System (TPS) allows a Theater PERSCOM to track and report task organized personnel in a theater of operations.

Take Away Our initiatives and programs are supporting GWOT...which ... fighting War ... keeping Peace ... deterring Aggression … providing Assistance over 320,000 Soldiers are now committed worldwide Our initiatives and programs are supporting GWOT...which we will win. Our Soldiers, families, civilians, and contractors--of all Components--are key in reaching our most important goal...unit readiness. Our transition will be to a "Steady State" Army with more predictability and unit-focus...with deployable soldiers in deployable units...but will take some time to get there. Our current initiatives are helping to set our future Army.

Resourcing the Fight While Simultaneously Transforming ……SO, WHAT DOES ALL THIS FEEL LIKE? BUILDING AN AIRCRAFT WHILE IN FLIGHT! Resourcing the Fight While Simultaneously Transforming

Human Resources Command BACK-UP

QUALITY Lifecycle Functions DISTRIBUTE ACQUIRE DEVELOP DEPLOY STRUCTURE TRANSITION (Separate) COMPENSATE SUSTAIN

Leader Development Needs Needs of the Soldier BCT/UA level management Lifecycle Functions Distribute Stabilization Needs of the Army Leader Development Needs Needs of the Soldier BCT/UA level management Joint requirements/opportunities Most of you are already familiar with PERSTEMPO and PERSCOM On Line. And who doesn’t have an AKO account? By the way, did you know that AKO will be the port of entry for Army eHR? Other systems include eMILPO (the bridge to DIMHRS in FY04), DIMHRS, and the Army eHR Lab (that will be stood up in Sept 03 which will allow us to explore the true capabilities of our COTS software application against our business processes).

Lifecycle Functions Acquire Growing the Army through accession, retention, promotions Accessing 4500 LTs Increase recruiting mission – FY04 +5,000 and FY05 + 80,000 Increase retention mission Fully qualified boards versus best qualified boards Blue to Green Most of you are already familiar with PERSTEMPO and PERSCOM On Line. And who doesn’t have an AKO account? By the way, did you know that AKO will be the port of entry for Army eHR? Other systems include eMILPO (the bridge to DIMHRS in FY04), DIMHRS, and the Army eHR Lab (that will be stood up in Sept 03 which will allow us to explore the true capabilities of our COTS software application against our business processes).

Lifecycle Functions Develop OES – BOLC, CCC TDY and return, universal ILE NCOES Joint Command

Lifecycle Functions Deploy Stabilization Stop Loss/ Stop Move Non-deployable rules 100% deployable/ 105% manning

Lifecycle Functions Compensate Assignment Incentive Pay Enlistment Bonus Special Duty Assignment Pay

Lifecycle Functions Sustain DCP3 Retention Family Programs

Lifecycle Functions Transition Retirement ACAP

Lifecycle Functions Structure Modularity HQs Growth