F100 Final Examination Study Topics

F101: Foundations of Change.

Why is force management relevant to the Army and to field grade officers?

o The FM process is how Title X responsibilities and functions are executed throughout the Army and integrated to man and equip the COCOM CDR.

o FM is the vehicle by which the National Strategy is interpreted and through capability, force, and materiel development, programs are created in support of the national vision.

o FM applies to the entire Army- Soldiers, civilians, contractors and all components and commands.

o Army FM processes function within and synchronize with congressional, OSD, and Joint Staff processes.

o It is through FM processes (such as PPBE) that dollars appropriated by Congress are programmed, budgeted, and executed (spent).

o The chart at the bottom of the slide shows the four main functions that comprise force management.

What is the primary role of Congress in executing Title 10 functions and the defense budget?

o They make and amend the laws that govern how the Armed Forces operate (to include Title 10). Their primary role is in oversight and resourcing. Through each body’s Armed Services Committee, Congress provides oversight and guidance of how we operate and what we procure. Budget and appropriations committees determine the resources that will be made available to us to accomplish our missions. Often the relationship between Congress and the SecDef determines how adversarial their relationships with the services will be. Additionally, politics always plays a role in congressional actions and relations with the services.

o Congress is responsible for appropriating and authorizing the budget.o Defense oversight to help ensure responsible execution of Title 10 functions/budget.

How does the Department of the Army (DA) accomplish its Title 10 functions and who are the key players (organizations) in executing those functions?

o Note: Title 10 is the federal law that defines how to man, run, field the Armed Forces. (Includes JCS, Combatant Commanders, Office of the Secretary of Defense)

o DA accomplishes Title 10 requirements using: Army Staff (ARSTAF). Includes Army Secretary, FOA/DRU (Field Operating Agency – Centers of Excellence such as HRC that provide a specialized function to ARSTAF/Direct Reporting Unit – IMCOM, ROTC, West Point), Army National Guard, SSA (Staff Support Agency), Army Commands (3 – FORSCOM, TRADOC, AMC), ASCC (Army Service Component Command).

FORSCOM is the Force provider! ASCCs have Title 10 Responsibility to organize, train, and equip

o Title 10 limits personnel – including specific numbers of Army Staff, every rank of officer, etc.o The Army has two parts – the Operating Force and the Generating Force.

3 Forms of GF support to OF in the theater. Adapting to the Operating Environment, Enabling Strategic Reach, Developing multinational partner capabilities.

How is administrative control (ADCON) used to support Title 10 execution?

By law (Title 10, Sec 162), all forces in the Operational Army are assigned to unified and specified combatant commands. [NOTE: With regards to forces formerly assigned to JFCOM, however, DoD has somehow skirted this. The current Global Force Implementation Guidance states: “Forces formerly assigned to USJFCOM have reverted back to their respective services and the Joint Staff, J-31 has assumed the role as Joint Force Commander.” What

this means is that the vast majority of CONUS-based Army forces still fall under FORSCOM in their Service force provider role.]

This assignment doesn’t relieve the Department of the Army (DA) of its Title 10 responsibilities, which include organizing, recruiting, equipping, and otherwise ensuring administering Army units assigned to combatant commands. These responsibilities are accomplished doctrinally through administrative control, or ADCON, and are enabled by organizations that remain assigned to DA known as the Generating Force. According to ADRP 5-0 section 2-75, ADCON is a relationship that ensures that Army units receive departmental support in terms of administrative responsibilities. This includes training and readiness, which is a part of ADCON known as training, readiness, and oversight (TRO). The difference between OPCON and ADCON is that OPCON is a command relationship and ADCON is an administrative and support relationship

Title X assigns ADCON responsibilities of BCTs (or separate units) to DA, who delegates ADCON to an ASCC who further delegates ADCON of a BCT to a Corps or Division in general. The employment of those forces are accomplished by the OPCON chain where a BCT (or separate unit) is assigned to a COCOM who delegates OPCON to an ASCC who delegates OPCON to a Corps or Division.

ADCON enables administration of the Title 10 Functions: Supplying, equipping, Maintaining,, Constructing: AMC (ACOM) Mobilizing, Demobilizing: IMCOM (DRU) Administering: Dept of Army Recruiting, Organizing, Training: TRADOC (ACOM) Servicing: MEDCOM (DRU) and HRC (FOA)

FORSOM (ACOM) coordinates all of this in their role as the Service Force Provider as part of the Army Force Generation Process

What is the purpose of the Army Organizational Life Cycle Model (AOLM)? How do the stages of the AOLM influence each other?

- The purpose of the AOLM is to ensure the Army has the right resources to accomplish its mission by managing change. Each stage of the AOLM affects and influences the subsequent stages. Force Management is the first stage in the AOLM. Once the Army determines the capability it requires, it moves to the acquisition stage where it obtains the people, equipment, money and facilities required. New resources drive the training phase of AOLM where create efficiency or proficiency by training. The next stage of AOLM is distribution where people and equipment is allotted based on mission priorities. Once in position, the deployment stage of AOLM enables the Army to project combat forces rapidly to respond to national requirements. The sustainment stage furnishes the means (usually funding) for sustaining people and equipment that comprise a capability. As time passes, the development stage increases force capabilities by bringing people and/or equipment to a more advanced state. Finally, when a capability is no longer needed, the separation stage of the AOLM where it is demilitarized and released or removed from military control.

o Force Management: Develop a capable combat force within constrained resources.o Acquisition: Obtain people, equipment, money, and facilities.o Training: Impart and instill that discipline, instruction drill and practice designed to create

military efficiency or proficiency.o Distribution: Allot people and/or equipment to claimant organizations according to priorities.o Deployment: Project a combat force rapidly to any place in the world to satisfy a national

requirement.o Sustainment: Provide for people, organizations, and equipment by furnishing means or funds.o Development: Increase force capabilities; bring people and/or equipment to a more advanced

state.o Separation: Release/remove people and equipment from limitary control; dispose of facilities or

real property

How does strategy impact DOD’s three primary decision support systems?

Three decision support systems: JCIDS, Planning, Programming, Budget, Execution (PPBE), Defense acquisitions system (DAS)

FM begins with strategy, that strategy drives the need to develop capabilities; the resources required to pay for the execution of the strategy; and if JCIDS determines a material capability is required, it must be developed through DAS and programmed for the necessary resources. All three of these support systems are linked and driven by national strategy.

The DOD's three primary decision support systems are Planning, Programming, Budgeting Execution (PPBE), Defense Acquisition System, and Joint Capabilities Integration and Development System (JCIDS). The QDR is the hierarchical link that integrates internal decision processes. Strategy tells the PPBE how to allocate resources. JCIDS determines a capability is needed and uses a DOTMLPF lens to identify that capability. Finally, that new capability must be developed through the DAS and programmed for the required resources.

Continuous in all things!

What are the major sections of The Army Plan (TAP)? What purpose does each section achieve?

- The major sections of The Army Plan are Strategy, Priorities, Programming, and The Army Campaign Plan.

- Section 1 (Strategy) defines the Army strategy to achieve Title X responsibilities.- Section 2 (Priorities) and Section 3 (Programming ) provide programming guidance to focus Army financial

resources. These sections are FOUO documents that help manage risk by prioritizing resource programming to meet established priorities.

- Section 4 (The Army Campaign Plan ) directs planning and execution of the Army's activities across DOTMILPF domains and within force integration functional areas. This FOUO document for senior leaders describes how the Army accomplishes its mission and achieves its vision.

F102: Joint and Army Capability Development.

What is the purpose of DOTMLPF and how does it support capability development?

- DOTMLPF illustrates how each domain is an area providing focus for action officers to investigate solutions, products and services to meet required capabilities delineated in DOD directives. DOTMLPF is a joint term and analysis methodology that originated in the Army. DOTMLPF, analyzes future capabilities of potential adversaries, technological breakthroughs, and our national posture, and attempts to develop concepts and requirements to counter those adversaries and take advantage of technology. (F102RA)

- Joint doctrine – Fundamental principles that guide the employment of US military forces in coordinated action toward a common objective. Though neither policy nor strategy, joint doctrine serves to make US policy and strategy effective in the application of US military power. Joint doctrine is based on extant capabilities. Joint doctrine is authoritative guidance and will be followed except when, in the judgment of the commander, exceptional circumstances dictate otherwise.

- Joint organization - A joint unit or element with varied functions enabled by a structure through which individuals cooperate systematically to accomplish a common mission and directly provide or support joint warfighting capabilities. Subordinate units and elements coordinate with other units and elements and, as a whole, enable the higher-level joint unit or element to accomplish its mission. This includes the joint staffing (military, civilian and contractor support) required to operate, sustain and reconstitute joint warfighting capabilities.

- Joint training – Training, including mission rehearsals, of individuals, units, and staffs using joint doctrine or joint tactics, techniques, and procedures (TTPs) to prepare joint forces or joint staffs to respond to strategic, operational, or tactical requirements considered necessary by the combatant commanders to execute their assigned or anticipated missions.

- Joint materiel – All items (including ships, tanks, self-propelled weapons, aircraft, etc., and related spares, repair parts, and support equipment, but excluding real property, installations, and utilities) necessary to equip, operate, maintain, and support joint military activities without distinction as to its application for administrative or combat purposes.

- Joint leadership and education – Professional development of the joint commander is the product of a learning continuum that comprises training, experience, education, and self-improvement. The role of professional military education and joint professional military education is to provide the education needed to complement training, experience, and self-improvement to produce the most professionally competent individual possible.

- Joint personnel – The personnel component primarily ensures that qualified personnel exist to support joint capabilities. This is accomplished through synchronized efforts of joint force commanders and Service components to optimize personnel support to the joint force to ensure success of ongoing peacetime, contingency, and wartime operations.

- Joint facilities – Real property consisting of one or more of the following: a building, a structure, a utility system, pavement, and underlying land. Key facilities are selected command installations and industrial facilities of primary importance to the support of military operations or military production programs. A key facilities list is prepared under the policy direction of the Joint Chiefs of Staff.

Capabilities are investigated within the “domains” of doctrine, organization, training, materiel, leadership and education, personnel, and facilities (commonly referred to as “dot-mil-PF”). DOTMLPF is a joint term and analysis methodology that originated in the Army. Each DOTMLPF domain is an area providing focus for action officers to investigate solutions, products, and services to meet the required capabilities delineated in DoD directives.

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System-related DOTLPF Requirements

Materiel System ModificationSystem Upgrade (CDD / CPD Mods)New System Start (ICD, AoA, CDD, CPD)

ICD: Initial Capabilities DocumentMILCON: Military ConstructionSRM: Sustainment, Restoration, and Modernization

AoA: Analysis of AlternativesCBA: Capabilities-Based AssessmentCDD: Capability Development DocumentCPD: Capability Production Document

SRM Funding Request (modify existing)

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•••• Combined Arms Tng Strategy (CATS)

Doctrine

Training

Leadership

Personnel

Organization

FacilitiesSoldier Development Memorandum

Unit Reference Sheets (URS)Table of Organization & Equipment (TOE)

Doctrine Program Directive

Leader Development Action Plan (LDAP)

MILCON Memorandum (new construction)

Individual Training Plan (ITP)Course Administrative Data (CAD)Program of Instruction (POI)

Approach(s) Recommendations

Capabilities-Based Assessment (CBA)Recommended Approaches / Documentation

Figure F102RA-2.

Capability development, using DOTMLPF, analyzes future capabilities of potential adversaries, technological breakthroughs, and our national posture, and attempts to develop concepts and requirements to counter those adversaries and take advantage of technology. Doctrine development captures, in writing, the tactics, techniques, and procedures to be used. Organizational development produces the organizational designs to carry out the doctrine. Training development produces the training documents, devices, courses, and techniques to teach organizations and individuals to employ the doctrine and equipment to execute missions. Leader development includes education and training programs designed to inculcate or enhance soldier and officer leadership effectiveness. Materiel development, often referred to as acquisition, produces and maintains equipment required to fill organizations, and execute doctrine. DOTMLPF is a useful tool for looking at a large issue or set of issues, and breaking it apart into more discrete, manageable sets of tasks and deliverables.

How do concepts drive the development of doctrine and force structure?

Concepts are top down driven as directed by the new joint and Army concept development process. Concepts generate questions and hypotheses about the future of the force. In the past concepts have come from the bottom up with interoperability and integration into joint war fighting performed late in the joint and Army concept development process. Concepts authoritatively describe:(1) The operational environment(2) How the force operates(3) Essential force characteristics, attributes and design parameters(4) Required capabilitiesShort answer the concepts define the capability gaps and define the requirements.

There is a close and complementary relationship between concepts and doctrine. Both constitute knowledge about

how military forces ought to operate. Doctrine is accepted corporate knowledge; it is authoritative. By definition, doctrine provides authoritative guidance on how the organization ought to operate with current capabilities. It therefore provides the basis for current education and training. Doctrine is subject to existing policy, treaty and legal constraints.Concepts and doctrine both shape organizations. Doctrine does so by providing authoritative guidance on operational behavior. Concepts do so by guiding future force development, which provides the capabilities required to execute doctrine. No doctrine is adequate if capabilities required to execute it do not exist.

How does the Joint Concept Process and the Army Concept Framework (ACF) influence capability development?

- There are three categories of joint concepts: the Capstone Concept for Joint Operations (CCJO), Joint Operating Concepts (JOCs), and Supporting Joint Concepts. Joint concepts examine the missions defined in defense strategic guidance in the context of the Chairman's vision and the future joint operating environment. Service concepts, multi-Service concepts, and concepts of operation (CONOPS) written within the joint community to address focused, limited scope topics, may expand or implement the ideas contained in joint concepts. While these concepts are not part of the formal family of joint concepts, they must be considered in all phases of joint concept development (JCD) to ensure integrated or mutually supportive development where possible, avoid duplication of effort, and identify potential risks.

o Capstone Concept for Joint Operations. The CCJO describes the Chairman's vision for how the Joint Force will defend the nation against a wide range of security challenges. The CCJO emphasizes the Joint Force's support of defense strategic guidance for the protection of national interests. As the foundational concept document, the CCJO's development is similar to that of subordinate operating and supporting concepts; however, the guidance, reviews, evaluation, and approval processes for the CCJO are as directed by the Chairman. The CCJO helps establish force development priorities to implement the vision for the future Joint Force and provides a bridge between strategic guidance and joint operating concepts in support of Joint Force development.

o Joint Operating Concepts (JOCs). JOCs broadly describe how the Joint Force will execute military operations within a specific mission area in accordance with defense strategic guidance and the CCJO. Collectively, JOCs describe required capabilities across the range of military operations and encourage further examination through wargaming, joint training, and a variety of studies, experimentation, and analyses.

o Supporting Joint Concepts. Supporting joint concepts add depth and detail to one or more JOCs by describing how the future Joint Force is expected to conduct a subset of a JOC mission or apply joint functions across two or more JOC mission areas. Supporting joint concepts are written at a level of detail suitable for a CBA. As such, supporting joint concepts allow for a more in-depth exploration of capabilities identified in JOCs by enabling follow-on testing, assessment, observations, and lessons learned. Approved supporting joint concepts drive the conduct of CBAs and other analyses designed to examine capability gaps and support the refinement and

implementation of nonmateriel and materiel changes needed to achieve the required capabilities and desired end state specified in the concept.

- Based on the joint concepts, JCIDS identifies capability needs and gaps and produces recommended solutions across the full range of DOTMLPF solutions. Sometimes JCIDS’ capability recommendations are material solutions. However, non-materiel solutions are considered first and often meet the capability need or bridge the capability gap.

- The Army documents its fundamental ideas about future joint operations in the Army concept framework (ACF), promulgated in TRADOC 525-series pamphlets. The ACF family of concepts consists of a capstone concept, an Army operating concept (AOC), Army functional concepts (AFCs), and concepts directed by CG, TRADOC. Concepts facilitate the visualization and communication of the Army’s key ideas on future operations.

- Army Capstone Concept. As the lead document of the Army Concept Framework, TRADOC Pam 525-3-0, The U.S. Army Capstone Concept (ACC), describes our vision of the future operational environment, the role of the Army in the joint force, and the broad capabilities required by future Army forces. The ACC provides a guide to how the Army will apply available resources to overcome unpredictable and complex challenges and prevent, shape and win in support of recent strategic guidance. The ACC also serves as the foundation for a campaign of learning that will evaluate and refine its major ideas and required capabilities. Finally, the ACC provides a roadmap for development of a comprehensive investment strategy that will rebalance the Army’s force structure, readiness, and modernization efforts in support of national strategy. The ACC establishes that the Army must maintain a credible capacity to win decisively and support combatant commanders across a wide range of military operations at home and abroad. Further, the ACC retains the idea of operational adaptability as the fundamental characteristic of the Army required to execute a wide variety of missions for both the institutional Army as well as the operating force. Within the ACF, this concept is the baseline of a campaign of experimentation and analysis which will test these ideas. The ACC is the unifying framework for developing the AOC, AFCs, and integrated architectures.

- The United States Army Operating Concept (AOC), documented in TP 525-3-1, provides a generalized visualization of operations across the range of military operations. The AOC describes the Army’s contribution to national security within the context of joint operations. It focuses on the operational and tactical levels of war and explains how the Army, 6-18 years in the future, employs combined arms maneuver and wide area security as part of full-spectrum operations to accomplish military missions on land. By addressing these operations in a way that illustrates how the Army integrates its warfighting functions, the AOC provides a conceptual framework for the development of subordinate Army functional concepts. The functional concepts, in turn, contain more specific explanations of how Army forces operate within each warfighting function and outline their mutual dependencies. The AOC does not include the details required to initiate the JCIDS CBA.

- The Army functional concepts (AFCs) describe how the Army force will perform a particular military function across the full range of military operations 6-18 years in the future. AFCs support the capstone concept and the AOC, as well as joint concepts, and draw operational context from those documents. Organized along the lines of the classic functions of a military force, the six AFCs are Fires, Intelligence, Mission Command, Movement and Maneuver, Protection, and Sustainment. As an integrated suite of concepts, they describe the full range of land combat functions across the range of military operations. AFCs may include the details required to initiate the JCIDS CBA.

- Three additional concepts devoted to learning, training, and the human dimension round out the ACF. The Army learning concept describes the learning model required by the future Army to develop adaptive, thinking Soldiers and leaders. The Army training concept outlines the requirements and capabilities of the future force to generate and sustain trained and capable units. TP 525-3-7 outlines how the Army will develop the cognitive, physical, and social components of every Soldier to operate within the Army in full-spectrum operations. Collectively, the ACF defines the Army’s vision of how it will operate in the future and provides the conceptual framework needed to determine the capabilities required across the Army to ensure future force effectiveness.

What is the purpose of the capabilities based assessment (CBA)? How do the CBA processes of functional area analysis (FAA), functional needs analysis (FNA) and functional solutions analysis (FSA) support capability development?

- The CBA is the current deliberate process of how the military takes vision documents; analyzes them; adds details; and converts them to concepts, plans, and ultimately solutions for combat capability. CBA identifies capability gaps and recommends whether the gaps can be addressed by non-materiel or materiel means, or both.

- The functional area analysis (FAA) is the first step of the CBA and identifies the operational tasks, conditions, and standards needed to achieve military objectives. Inputs to a FAA include national strategies, joint concepts, the Universal Joint Task List, and a broad range of possible capabilities an adversary may employ. FAA describes how the force will operate, the timeframe and environment in which it must operate, its required capabilities (in terms of missions and effects), and its defining physical and operational characteristics. The FAA’s output is a description of the mission and the military problem being assessed, and a list of required capabilities and associated tasks to meet the mission objectives. The FAA output is the task list to be reviewed in the next step of the process, the functional needs analysis (FNA).

- The functional needs analysis (FNA) is the second step of the CBA. It assesses the capabilities of the current and programmed force to meet the military objectives of the scenarios chosen in the FAA. The FNA also identifies capability overlaps and/or unnecessary redundancies within capability areas. The FNA must list and prioritize a set of capability gaps that the Army should address, or conclude that no pressing gaps exist. The gaps may not include all the capability gaps uncovered, but they must be the ones that pose unacceptable risks to achieving the aims of the defense strategy. Since the leadership will ultimately decide which gaps are pervasive or important enough to commit to solving them, the suggested gaps must be directly linked to operational situations and consequences of failing to meet objectives. The primary input is the FAA and the output analysis is a list of capability gaps, redundancies, shortfalls, and an estimate of the timeframe that a solution is required.

- The functional solution analysis (FSA) is the last step in the CBA and is an operationally-based assessment of all potential DOTMLPF approaches to solving or mitigating one or more capability needs or gaps. It is also known as the “solutions recommendations phase.” Capability needs and gaps are used to develop potential solutions. Solutions can include making DOTMLPF changes, making product improvements to existing materiel or facilities, and initiating new materiel programs. In order to consider the full range of solution approaches, including transformational approaches, the best “obtainable” solutions are looked at as well as the optimal solutions given cost and feasibility issues. Some approaches may be weeded out, but discussion on potential approaches is not discarded before it is vetted within the Army community. Solution approaches must meet three criteria: strategically responsive and deliver approaches when and where they are needed (can be an

incremental approach); feasible with respect to policy, sustainment, personnel limitations, and technological risk; and realizable – the Army could actually resource and implement the approaches within the timeframe

required.- During FSA, the FCB searches first for a DOTMLPF solution (uses existing materiel), then looks at

changes to existing materiel, and then, after these alternatives have not identified a solution, will look at a new materiel program solution. The final step in the FSA process is the post-independent analysis. In this step, the compiled analysis and information is used to determine an appropriate recommendation.

Who are the key players in Army capability development?

- US Army Training and Doctrine Command (TRADOC)o The first TRADOC mission is to create and orchestrate Army training and doctrine

responsibilities.o TRADOCs second major mission is in the area of accessions.o The last major mission, and the one directly impacting our discussion of organizational

development, is that of capability development. This mission is the responsibility of the Deputy Commanding General- Futures/Director, Army Capabilities Integration Center (ARCIC)

ARCIC has several parts. First they design, develop, and integrate joint warfighting force capability requirements for the Army, using war gaming and experimenting and using concepts from a comprehensive perspective. Second, ARCIC is responsible to the Secretary of the Army and the Army Chief of Staff for determining and integrating force requirements and for synchronizing and developing DOTMLPF solutions across the

Army. It also synchronizes and integrates the Army’s capabilities with joint, interagency, and multinational capabilities and oversees/coordinates “branch schoolhouse” efforts (now designated as Centers of Excellence [COEs]).

- The Army G3: DA G3’s main responsibility is to prioritize and make recommendations among competing needs to the Army Secretary and Chief of Staff. Having primary Army staff oversight of strategy, operations, readiness, mobilization, training, simulations, integration, and Army force generation, he has one of his primary deputies responsible for force management.

- The Army G8: the DAG8 has a significant role in force development with major responsibility for Army input to the Quadrennial Defense Review (QDR) process; analytical support of the Total Army Analysis (TAA) process by its Center for Army Analysis located at Fort Belvoir, VA; coordination with and input to the JROC; and proponency for the Army FA 50 Force Developers who have major responsibilities including providing weapons systems program status for the Army and joint staffs.

- ARCIC integrating force requirements

What is the purpose of the five-phased Army force development process? What is the difference between capability development (phases 1-2) and force development (phases 3-5)?

- The Army’s Force Development Process consists of five phases: develop capabilities; design organizations; develop organizational models; determine organizational authorizations; and document organizational authorizations. The first two phases, which collectively, are known as capability development. The remaining three phases, collectively known as force development

- The five-step process used to identify requirements, build organizational models, define the total force structure required to meet the National Military Strategy, and document authorizations. Systematic approach to identifying solutions to capability gaps and structuring organizations to meet future needs. Organizational development includes both capability development & force development

- Answers the following questions: What is my mission?(1-2), What must I have?(3), What can I have?- While TRADOC’s ARCIC initiates and refines ideas about future army organizations in capability

development in phases 1-2, the DA G3/FM’s role is to take the design through the force development (FD) process to further develop its acceptability, supportability, and executability in phases 3-5.

- URS Unit Reference Sheet: Everything you could have (Design document)- TOE Table of Organizational Equipment: Everything you are required to have based on your mission

(requirements document)- (1) Phase 1: Develop capabilities. U.S. Army Training and Doctrine Command (TRADOC) refines the

guidance it receives to determine the best way to bridge a capability gap, then produces a unit reference sheet (URS) for an organization, or an initial capabilities document (ICD)/capability development document (CDD) for materiel (see AR 71–9).

- (2) Phase 2: Design organizations. TRADOC conducts the force design update (FDU) process to determine requirements for doctrinally correct organizations. TRADOC submits the FDU to HQDA for staffing and approval. For materiel, the materiel developer produces basis of issue plan (BOIP) feeder data (BOIPFD). The BOIPFD is based on concept of employment/basis of issue guidance from the Joint Capabilities Integration and Development System (JCIDS), capability document, or capability production document (CPD) describing operational attributes of a materiel solution. TRADOC uses the JCIDS process and analysis of alternatives to determine requirements for materiel solutions; the CDD/CPD is submitted to Headquarters, Department of the Army (HQDA) for staffing and Army Requirements Oversight Council (AROC) approval.

- (3) Phase 3: Develop organizational models. The FDU serves as the basis for developing organizational models. The U.S. Army Force Management Support Agency (USAFMSA), a field operating agency of Deputy Chief of Staff (DCS), G–3/5/7 (DAMO–FMZ), develops the FDU into a table of organization and equipment (TOE) (see chapter 5 of this regulation). For materiel, USAFMSA receives the BOIPFD from the materiel developer and then develops it into a BOIP.

- (4) Phase 4: Determine organizational authorizations. The TOE with all of its associated BOIPs provide the basis for determining organizational authorizations. In total Army analysis (TAA) (see AR 71–11), the Army determines the proper mix of units to be built from the TOE. The resulting Army Structure Memorandum directs which type units will comprise each of the Army’s manned components over the program and establishes the program objective memoran- dum (POM) force.

- (5) Phase 5: Document organizational authorizations. The Army Structure Memorandum provides the basis for documenting organizational authorizations (see chapter 8 of this regulation). USAFMSA documents the decisions from the Army Structure Memorandum by developing a modified table of organization and equipment (MTOE) for each unit from TOE and BOIPs developed in Phase 3.

What are the major products (outputs) for an organizational solution in Army capability development (phases 1-2 of the Army force development process)?

Within phase 1, TRADOC’s Army Capabilities Integration Center (ARCIC) submits DOTMLPF solution sets for Army Staff’s (ARSTAF) validation and the Chief of Staff, Army’s (CSA) approval via the Army Requirements Oversight Council’s (AROC) validation and approval process. The key output is recommending a solution set to the ARSTAF that is within the DOTMLPF domain.Within phase 2, Continued DOTMLPF analysis refines proposed solutions, marking the CCP process; it can and is applied down to battalion organizational levels. The key output is an approved organizational design and implementation instructions from the CSA or the VCSA.

F103: Army Force Development.

What is the purpose of the five-phased Army force development process? Who are the key players in each phase?

o Phase I: Develop Capabilities Purpose: Analyze the capability gap from their DOTMLPF perspectives and to further

refine concepts (F102RA-16) Output: Recommending a DOTMLPF solution set to the Army Staff (ARSTAF) that is

within the DOTMLPF domain (F102RA-17) Key Players: TRADOC’s Army Capabilities Integration Center (ARCIC) (F102RA-16)

o Phase II: Design Organizations Purpose: Analyzes the proposed organization for doctrinal correctness (F102RA-17) Output: Unit Reference Sheet (URS) (F103RA-1) Key Players: TRADOC’s Force Design Directorate (FDD), centers of excellence and

branch proponents (F102RA-17)o Phase III: Develop Organizational Models

Purpose: doctrinal and operational-based realities to the concepts developed in phases I-II ((F103RA-1)

Output: Table of Organization and Equipment (TOE) and basis of issue plans (BOIP) (F103RA-3)

Key Players: United States Army Force Management Support Agency (USAFMSA), Army G-3/5/7 (F103RA-1)

o Phase IV: Determine Organizational Authorizations Purpose: Determines the correct mix of organizations required and resourced to meet the

guidance (F103RA-5) Output: An executable (Program Objective Memorandum) POM Force (F103RA-9) Key Players: PPBE: Assistant Secretary of Army for Financial Management and

Comptroller Leadership (ASA (FM&C)), Deputy Chief of Staff (DCS), G-3/5/7, Director of Program Analysis and Evaluation (DPAE), Director of the Army Budget (DAB), Deputy Chief of Staff G-8. (F103RA-10) TAA: Center for Army Analysis (CAA), Senior Leaders of the Department of the Army (SLDA) consisting of Secretary of the Army (SA), the Under Secretary of the Army (USA), the Chief of Staff of the Army (CSA) and the Vice Chief of Staff of the Army (VCSA), Council of Colonels (CoC), General Officer Steering Committee (GOSC), Director, Force Management, G-3/5/7 (F103RA6-8)

o Phase V: Document Organizational Authorizations Purpose: Approves the resourced force structure (F103RA-10) Output: The generation of organizational authorizations documented as modification

tables of organization and equipment (MTOE) or tables of distribution and allowance (TDA) (F103RA-10) The programmed and budgeted force is documented to UIC level of detail to ensure that

organizations may place demands on the functional systems of the Army. (F103RA-12) Key Players: United States Army Force Management Support Agency (USAFMSA)

(F103RA-10)

What are the major products (outputs) for an organizational solution in the Army’s force development process?

Unit Reference Sheet (URS) F102RA-17

What is the primary purpose of TAA? What are the phases and major products (outputs) of TAA?

o Purpose: Total Army Analysis (TAA) determines the proper mix of organizations required and resourced that comprise a balanced and affordable force to meet the guidance issued by the President, Congress, OSD, or Army leadership (F103RA-5)

o Phases: TAA has two phases: Capability Demand Analysis and Resourcing and Approval (F103RA-6)

o Outputs: Army Structure Memorandum (ARSTRUC), Program Objective Memorandum (POM) force (F103RA-9)

What is the purpose of PPBE? What are the basic principles of PPBE?

- The Army PPBE’s main objective is to establish, justify, and acquire the fiscal and manpower resources needed to accomplish the Army’s assigned missions in executing the defense strategy. (F103RA-9, F103 slide 20)

- One important thing to keep in mind is the difference between DOD’s PPBE process and the Army’s PPBE process. DOD’s process is the overarching system that rationalizes and attempts to ultimately integrate the submissions from the Services and defense agencies into one defense budget. The overarching objective of the Army PPBE process is to establish, justify, and acquire the fiscal and manpower resources needed to accomplish its’ specifically assigned missions according to the National Military Strategy.

- Resource requirements are brought to fruition through the PPBE.- TAP links Planning to Programming. (F103 slide 18)- PDM links Programming to Budget.- The Budget is the link to Execution -- obviously.- The QAPR provides the link back into Planning to correct deficiencies for future plans and programs.- Integration, coordination, and prioritization take place continuously during all phases and are what make

the process operate correctly.- ASAFMC has oversight of the PPBE- The TAA OBJs assure continuity of force structure requirements within the PPBE process. - ASA(FM&C), PAE G-8, and DCS, G-3/5/7 manage PPBE. (F103 slide 21)- Army PPBE process objectives are: (F103RA-9, F103 slide 20)- There are many Army PPBE objectives, but they all can be summarized as managing resources.

• To provide essential focus on departmental policy and priorities for Army functional activities during all phases of PPBE.

• Through planning, to size, structure, man, equip, and train the Army force to support the national military strategy.

• Through programming, to distribute projected manpower, dollars, and materiel among competing requirements per Army resource allocation policy and priorities.

• Through budgeting, to convert program decisions on dollars and manpower into requests for congressional authorization and appropriations.

• Through program execution, to — o Apply resources to achieve approved program objectives. o Adjust resource requirements based on execution feedback.

• Through budget execution, manage and account for funds to carry out approved programs.

What are the differences between planning, programming, budgeting, and execution?

- Planning: Includes defining and examining alternative strategies; analyzing changing conditions and trends, threats, technologies, and economic assessments. It is a process for determining requirements.

- Programming: This includes defining and analyzing alternative force structures, weapon systems, and support systems together with their multi-year resource implications, along with evaluating various tradeoff options. It is a process for balancing and integrating resources among the various programs according to certain priorities. It is the art of translating guidance and objectives into action to produce combat capability with timely and balanced resource allocation and program integration.

- Budgeting: This includes formulating, justifying, executing, and controlling the budget. It is a process for convincing OSD and Congress to provide necessary resources, and then balancing the checkbook to ensure that we spend our resources in accordance with the law.

- Execution: This includes executing programs and budgets in the field. This stage apportions, allocates, and allots funds; obligates and disburses funds; and, reports financial statuses.

See Figure F103RA-5.1 For PPBE Documents and Products.- The TAA is what moves the PPBE process from planning to programming, providing the Program

Objective Memorandum Force (POM FORCE) as input to the G-8, Program Analysis and Evaluation Division (PA&E). TAA and PPBE are the key processes for this phase.

How does the PPBE cycle work? What are the year timeframes associated with P, P, B, and E?

- Looking at any “current year,” the Army executes the budget, develops the next FY budget, looks ahead the remaining four years of the year program, and conducts long-range planning to support DoD planning. (F103 CBI slide 11)

- Far-term refers to plans for up to 25 years; mid-term refers to plans for up to 16 years; and near-term refers to plans for up to 6 years.

- POM=10 Month- Budget=Annually

Who are the key Army players and entities that execute PPBE?

Source: F103 Slide 21 and F103RA pg. 10- The Assistant Secretary of the Army for Acquisition (ASA) (FM&C or Financial Management and

Comptroller) is responsible for the administering all phases of Army PPBE, as well as, overseeing the PPBE process and developing and issuing Army-wide PPBE policy. The ASA (FM&C) also serves as appropriation sponsor for all appropriations (funds) except ARNG and AR appropriations.

- The Deputy Chief of Staff (DCS), G-3/5/7 manages the PPBE planning phase co-chairs the Planning Program Budget Committee (PPBC) with the Director of Program Analysis and Evaluation (DPAE), and Director of the Army Budget (DAB). The G-3/5/7 also guides the work of program evaluation groups

1 Headquarters, Department of the Army, Staff Officer’s Training Course, Introductory Brief to PPBE (Washington, DC: HQDA), 13 November 2013, slide 47.

(PEG) on planning and readiness matters to include requirements determination, prioritization, and the integration of security cooperation issues per the Army International Activities Plan as well as assesses capabilities, deficiencies, and risks of the POM force at the end of the current POM.

- The Deputy Chief of Staff G-8 provides the HQDA focal point for program development, materiel integration, and assessments like the QDR. Along with the Assistant Secretary of the Army for Acquisition, Logistics, and Technology (ASA(ALT)), the G8 prepares the Research, Development, and Acquisition Plan (RDA Plan), which is represented by the database for the FYDP augmented for the Extended Planning Period (EPP). The G-8 also prepares the Army Modernization Strategy and helps prepare Army input to OSD's Defense Program Projection. Finally, the G-8 serves as proponent of the PEG for equipping.

What are the different types of Army authorization documents? How do they differ from requirements documents (covered in F102)?

Source: F103 Slide 32-34 and F103RA pg. 12/ F102 Slide 14- see notes- Tables of organization and equipment (TOE) and tables of distribution and allowance (TDAs) are driven by

Total Army Analysis (TAA) and budgeting decisions.- MTOE provides a modified version of TOE that prescribes the organization, personnel, and equipment

necessary to perform a mission in a specific geographical or operational environment (difference covered in F102).

o It should be identical to the TOE unless HQDA approves exceptions (structure/people/equipment).o MTOE is an authorization document that states both required and authorized allowances of

personnel and equipment.- The TDA:

• Is developed for units (normally non-tactical) for which a TOE does not exist.• Records the mission, the organizational structure, the personnel, and the equipment required.• Records personnel and equipment authorizations based upon command allocation of resources.• Records equipment allocated to other military services, government agencies, and contractors.

• An augmentation TDA (AUGTDA) augments a modified table of organization and equipment (MTOE) unit during peacetime and war. The AUGTDA records and documents the HQDA validated missions, organizational structure, personnel, and equipment required for the unit to execute administrative and operational functions unique to that unit and beyond the capabilities of the MTOE or are TYPE B MTOE requirements and authorizations for civilian positions that cannot be documented on an MTOE. The AUGTDA can include military, civilian, and contract personnel. It can also include military and/or commercial equipment. Soldiers, civilians, and equipment may be deployable.

• Joint Table of authorization/Joint Table of Distribution (JTA/JTD). JTAs and JTDs are documents that authorize equipment and personnel for joint activities supported by two or more services. Examples of this would be the Army component for the CCDR’s staff or for the Joint Staff.

• Full Time Support TDA (FTSTDA). The FTSTDA documents military (AC and AGR) and federal civil service positions required and authorized to provide full-time support to RC MTOE and TDA units.

• Mobilization TDA (MOBTDA). The MOBTDA records the mission, organizational structure, personnel and equipment requirements, and authorizations for an Army unit to perform assigned missions upon mobilization. It reflects the unit’s mobilization plan by identifying functions to be increased, decreased, established, or discontinued.

What is the purpose and importance of FMSWeb? How does it apply to Army majors? What are FMSWeb’s capabilities and limitations?

Source: https://fmsweb.army.mil/protected/WebTAADS/tools.asp- FMSweb receives its information from the Army Force Management System- Force Management System (FMS) documents the Army. It uses the old The Army Authorization

Documents System (TAADS) data fields.

o Provides the HQDA approved documentation of personnel and equipment requirements and authorizations of the MTOE and TDA Force at the grade, skill, MOS, LIN, AMSCO, MDEP, and quantity level of detail- will show the units mission.

- Documents requirements and authorizations for MTOEs at various levels using data from SAMAS, the TOE, BOIPs, and ICPs.

- Documents requirements and authorizations for TDA units using data from SAMAS, concept plans, manpower surveys and studies, and manpower standards applications.o Maintains quantitative and qualitative personnel and equipment data (grade, MOS, ERC, LIN, mission,

capabilities, higher and lower units).- Provides access through the Web-based system of Force Management System Web (FMSWeb).- JTA for a COCOM headquarters- ARSTRUC memorandum tells the approved force structure to the SRC level (BN) for 2-5 years. - TOE development is conducted by USAFMSA- Directed Force is the total force we are directed to have. Comes from the TAA

F104: Developing Materiel Capabilities (Acquisition).

How does materiel development and acquisition relate to the CBA process (JCIDS and ACIDS)?

Material development and acquisition are possible outcomes of the Capabilities Based Approach (CBA) process. It is the “M” in DOTMLPF, and will be pursued as a last resort if DOTLPF solutions are inadequate to fill a capability gap. All non-materiel solutions are considered before materiel solutions, because materiel solutions are potentially the most costly, and would take the longest time to execute within current acquisition guidelines.

How is the decision to pursue materiel solutions determined? What other capability solutions are available?

The decision to pursue a materiel solution is determined when non-materiel solutions (DOTLPF) will not fill the capability gap identified in JCIDS or ACIDS. Other capability solutions available are changes to doctrine, organization, training, leader development, or personnel. Changes in one or more of these domains is referred to as DCRs, or DOTMLPF Change Recommendations.

If non-materiel solution recommendations are inadequate, then materiel solution recommendations (materiel change recommendations, or MCRs) are made in the Analysis of Alternatives (AoA) phase in one of three listed areas in terms of fielding uncertainty (from low to high):

Development and fielding of information systems (or similar technologies with high obsolescence rates) or evolution of the capabilities of existing information systems;

Evolution of existing systems with significant capability improvement (this may include replacing an existing system with a newer more capable system, or simple recapitalization); and,

Breakout systems that differ significantly in form, function, operation, and capabilities from existing systems and offer significant improvement over current capabilities or transform how we accomplish the mission.2

Once the materiel solution decision occurs, there is an effort to minimize the amount of research and development required (cost and time) to bring a system on line and to field it. There are various ways to fill a materiel need without developing and fielding a new system. The three methods that minimize the amount of research and development have their advantages and disadvantages:

a. Use or modify preexisting, previously developed US or allied equipment (government off-the-shelf [GOTS]) or pre-existing commercial off-the-shelf (COTS) products.

Pros: This can be the least expensive and fastest way to fill a need because little or no science and technology (S&T) and research and development (R&D) work and funding needs to be used. There are numerous programs to modify existing government systems, such as modification work orders (MWOs), system enhancement programs (SEP), preplanned product improvements (P3I), and block improvements, to name a few.

Cons: Limited capability to get exactly what you need or want; you take what is there. Additionally, “off-the-shelf” equipment has often not been analyzed via TRADOC ARCIC DOTMLPF methodology or integrated with the rest of the Army’s equipment, so the resulting “system” may not be as seamless, maintainable, or sustainable as one would like it to be. (See figure F104AA-2, Examine System Modifications First, which is on next page.)

b. A cooperative materiel development with one or more allied nation(s) is explored.

Pros: This enables sharing expensive R&D costs, provides for potential mass production savings through buying in “bulk,” potentially creates greater future sustainment capabilities (availability of parts), and increases future allied interoperability.

2 US Department of the Army, Army Force Management School, CDMD 05, “JCIDS CBA” (Fort Belvoir, VA: AFMS), January 2011, slide 16.

Cons: Decision-making ability over the program is much more complex, and is often adversely impacted by national strategic interests, international procurement laws, and international politics.

c. A joint-component development program shared by one or more Services.

Pros: Any new materiel development that can be used by more than one service will prevent needless capability redundancy and hence will reduce costs. The service will procure exactly what they wanted based on a well-written request for proposal and follow-on contractual documentation.

Cons: Each service has differing environmental, and often completely valid, doctrinal, or procedural needs to which a “one-size fits all” or a “jack-of all trades” approach to equipment production is not suitable. Aside from this, joint decision-making also involves multiple levels of decision makers in multiple services that have to agree and to compromise. An example of this is the delay in approval, and near cancellation, of the Joint Light Tactical Vehicle (JLTV) program caused by differing inter-service requirements between the US Army and US Marine Corps.

d. Single-component unique development.

Pros: Decision-making and control over requirements and desired capabilities is often easier and is more streamlined than other approaches.

Cons: The entire weapon system/equipment life-cycle costs (S&T, R&D, production, operating, and sustaining) are borne by one service. In addition, assuming a lower quantity of vehicles/systems is being purchased by a single-component, this single service will probably pay a higher cost for each item.

Regardless of the “hierarchy of preference” approach taken, all acquisition programs are evaluated and are assessed using key aspects or considerations including the urgency of the requirement; the maturity of key technologies; interoperability, supportability, and affordability of alternative acquisition approaches; and the cost and benefit of evolutionary versus single-step approaches. As an example, the Army’s Future Combat Systems program floundered and was cancelled because of its inability to demonstrate the maturity of key technologies as well as concerns about its ability to control costs during development prior to fielding.

What is the acquisition program baseline (APB) and its key considerations (cost, performance and schedule)? What other APB considerations drive/influence materiel development (ACATS, cost thresholds, KPPs, TRLs)?

APB documents the objectives, thresholds, and exit criteria for program performance, schedule and cost. The PM bases the APB on users’ performance requirements, schedule requirements, estimated total acquisition cost, and total sustainment costs. Performance criteria shall include interoperability, supportability, survivability, net readiness, and, as applicable, environmental requirements.3 Many acquisition programs are cancelled when they fail to meet or exceed pre-established thresholds of cost, performance or schedule. APB is required when a materiel program shifts from being a concept to a program of record (POR)

Cost Considerations: PMs develop initial total program cost estimates based on many factors (see figure F104AA-4).

- Individual PMs report these program costs quarterly - These program costs are compiled and provided to Congress in a document called the Selected Acquisition

Report (SAR). - Nunn-McCurdy Breach: programs that exceed 15 percent of their original APB; PM must report within

thirty days of the breach. Programs that grow over 25 percent over their original estimate must be terminated, unless the Secretary of Defense submits a detailed explanation certifying that the program is essential to national security, that no suitable alternative of lesser cost is available, that new estimates of

3 US Department of the Army, Army Regulation 70-1 (Washington, DC: HQDA, 22 July 2011), para 6-2(a, b).

total program costs are reasonable, and that the management structure is (or has been made) adequate to control costs. A program is rarely cancelled under this provision.

Figure F104AA-4. APB: Cost.4

Performance Considerations: - Key Performance Parameters (KPP): limited number of measurable and testable

attributes/characteristics considered critical or most essential to developing an effective military capability. Failure to achieve KPP may result in program’s reevaluation, reassessment, or cancellation. Current required KPPs: 1) Force Protection and Survivability (Congressionally directed), 2) Sustainment – Availability, 3) Net-Ready/Interoperability Compliance; current selectively applied KPPs: 1) System Training, 2) Energy efficiency

- Key System Attributes (KSA): system attributes considered critical or most essential for an effective military system, but not selected as a KPP.

- Technology Readiness Levels (TRLs): measure that enables consistent, uniform discussions of technical maturity, across different types of technologies. Current joint and Army guidance emphasizes that the services seek systems that are either mature, at the prototype stage, or have already been tested in a relevant environment. This equates to TRL 6 (depicted below) and is required by regulation prior to a Milestone B decision

- Acquisition Categories (ACATs): determines the level of review, and who will make approval or “milestone” decisions. The lower the ACAT number, the higher the priority/level of oversight. Normally, this is because of the greater amount of money involved. As seen in the following chart below (Figure F104AA-10), ACATs are largely designated by anticipated program costs in two areas: research, development, test, and evaluation (RDTE), and total procurement/production. Although costs are the primary determinant, ACATs can also be designated because of the political visibility, sensitivity, or priority of a potential program (i.e., a program that has the SECDEF’s or congressional interest, even if below the dollar threshold, may easily garner the highest ACAT: ACAT I).

4 Ibid, para. 6-2(f) and information on the Defense Acquisition University’s Website.

What were the primary changes to the Defense Acquisition System (DAS) based on the update to DOD Instruction 5000.02 in November, 2013?

The most notable change to the process is the introduction of new program structures and procedures that are more specifically tailored to the dominant characteristics of the product being acquired and to unique program circumstances, such as risk and urgency. This lead to the introduction of six new product-tailored acquisition models which are:

Model 1: Hardware Intensive Program (depicted in Figure F104AA-3) Model 2: Defense Unique Software Intensive Program Model 3: Incrementally Fielded Software Intensive Program Hybrid Program A (Hardware Dominant) Hybrid Program A (Software Dominant) Model 4: Accelerated Acquisition Program

Prior to this, there was only one Defense Acquisition Management Model, of which the new Model 1, Hardware Intensive Program, is the most similar. For the purposes of this lesson, we will focus primarily on this version of the model.

As noted earlier in the reading, the recent reissuance of DOD Instruction 5000.02 has added a model to account for “Accelerated Acquisition Programs.”

What are the stages, and major actions in each stage, of the Defense Acquisition System? What major actions occur at milestones A, B, and C?

First phase: Materials Solution Analysis (MSA) phase: assesses potential materiel solutions to satisfy the phase-specific entrance criteria for the program. Milestones are designated by the MDA and are used to develop a technology development strategy (TDS). The TDS documents the following:

A program strategy, including overall cost, schedule, and performance goals for the total R&D program;

Specific cost, schedule, and performance goals - including exit criteria - for the first technology demonstration (TD); and,

A test plan to ensure that the goals and exit criteria for the first TD have been met.5

Materiel solution analysis ends when the AoA has been completed, materiel solution options for the capability identified in the approved ICD have been recommended, and the entrance criteria for the initial review decision have been satisfied.

Milestone A: The designation of a PM will be made before milestone A or, if there is no milestone A, no later than program initiation. The MDA designates a lead agency/service, approves the technology development (TD) phase exit criteria, and issues the acquisition decision memorandum (ADM).

Second phase: The Technology Maturation and Risk Reduction phase: entails demonstrating actual (not theoretical) systems technologies and sub-components. The goal is to show that a proposed technology solution is affordable, militarily useful, and based on mature, demonstrated technology. Demonstrations and experiments are often performed in a relevant environment, but those done in an operational environment are preferred. The phase reduces technology risk, and determines a mature and appropriate set of technologies to be integrated into a full system, and to demonstrate critical technology elements on prototypes. A preliminary design review (PDR) is conducted for the candidate design(s). The PM provides a PDR report to the milestone decision authority (MDA) at milestone B and includes recommended requirement trades based upon an assessment of cost, schedule, and performance risk.

Ends when an affordable program or increment of militarily-useful capability has been identified; the technology for that program or increment have been assessed and demonstrated in a relevant environment (TRL 6 or greater); manufacturing risks have been identified and assessed; and a system or increment can be developed for production within a relatively short timeframe (normally less than five years for weapon systems); or, when the MDA decides to terminate the effort.6

Milestone B: authorizes entry into the engineering and manufacturing development (EMD) phase. MS B is planned when a system-level materiel solution and design have been selected, a PM has been assigned, requirements have been approved, and system-level integration is ready to begin. Project is fully funded. In no case will MS B be approved without full funding (i.e., inclusion of the dollars and manpower needed for all current and future efforts to carry out the acquisition strategy in the budget and out-year program). This funding is programmed in anticipation of the MS B decision. In no case can full funding (at least five years) be done later than MS B

Third phase: Engineering and Manufacturing Development (EMD): - Produces an operational prototype that brings together all needed sub-components and systems that may

have been tested separately in the technology maturation and risk reduction phase. - Develops/recommends an affordable and executable manufacturing process for effective and efficient mass

production. The goal is to develop the best overall value solution over the system’s life cycle that meets the user’s operational requirements.7

5 US Department of the Army, Army War College, Department of Command, Leadership, and Management, How the Army Runs, (Carlisle Barracks, PA: DCLM), 2011, para 11-40, 240. CGSC copyright registration #14-0158E.6 US Department of the Army, Army War College, Department of Command, Leadership, and Management, How the Army Runs (Carlisle Barracks, PA: DCLM), 2011, para 11-43, 241. CGSC copyright registration #14-0158E.7US Department of the Army, Army War College, Department of Command, Leadership, and Management, How the Army Runs (Carlisle Barracks, PA: DCLM), 2011, para 11-42, 240-241. CGSC copyright registration #14-0158E.

- Develops a system or an increment of capability; completes full system integration; develops an affordable and executable manufacturing process; ensures operational supportability with particular attention to minimizing the logistics footprint; implements manpower and personnel integration (MANPRINT); designs for production; ensures affordability; and demonstrates system integration, interoperability, safety, and utility.

Ends when a decision by the MDA to commit to the program at MS C or a decision to end this effort. This work effort ends when the system meets approved requirements and is demonstrated in its intended operational environment, using the selected production-representative item; manufacturing processes have been effectively demonstrated; industrial capabilities are reasonably available; and the system meets or exceeds exit criteria and MS C (production) entrance requirements.8

Milestone C: Decision to enter into low rate initial production (LRIP)

Fourth phase: The Production and Deployment phase focuses on getting operational capability to the field. This phase is usually marked by two sub-phases:

- Low rate initial production (LRIP): designed to produce some minimum “production run” equipment quantities necessary for initial operational testing (IOT) by real soldiers and to ensure the manufacturer has the needed capacity, quality, and efficiency needed for full rate production (FRP).

- Full rate production (FRP): delivers the fully funded quantity of systems and supporting materiel and services to the users.

The PD phase can be reached directly from pre-systems acquisition (i.e. COTS) but requires: 1) a milestone C decision authorizing entry into low-rate initial production (LRIP); 2) updates/approval of the acquisition strategy; 3) updates/approval of the acquisition program baseline; and, 4) LRIP exit criteria or limited deployment plan.

Entrance criteria for this phase include: acceptable performance in development, test and evaluation, and operational assessment; mature software capability; and no significant manufacturing risks; manufacturing processes under control (if milestone C is full-rate production); an approved capability production document (CPD) detailing the performance expected of the production system; acceptable interoperability; acceptable operational supportability; demonstration that the system is affordable throughout the life cycle, optimally funded, and properly phased for rapid acquisition; compliance with the DOD Strategic Plan; acceptable information assurance to include information assurance detection and recovery; and acceptable anti-tamper provisions.

Fifth phase: The operations and support (OS) phase: has two major work efforts: life-cycle sustainment and disposal. It is often the longest and most costly phase since equipment is often designed for longevity exceeding fifty (50) years and must be sustained over that timeframe. The PM ensures that a flexible, performance-oriented strategy to sustain systems is developed and executed. This strategy includes consideration of the full scope of operational support, such as maintenance, supply, transportation, sustaining engineering, spectrum supportability, configuration and data management, manpower, training, environmental, health, safety, disposal and security factors. A follow-on test (FOT) program that evaluates operational effectiveness is conducted, as appropriate. AMC oversees this phase.

Who are the key Army players in materiel development?

The Army Requirements Oversight Council (AROC) was created in 2001 to provide a concrete linkage and synchronization between required capabilities and resources. The AROC, coordinated by DCS - G3/5/7, is responsible for advising the CSA/VCSA in the assessment and prioritization of capabilities integrated across DOTMLPF to include the disposition of materiel capabilities documents (MCDs). The AROC process is used to validate and approve: (1) proposals for rapid insertion of technologies to address current capability requirements when the solution extends into the Program Objective Memorandum (POM); and, (2) strategies to resolve capability gaps and resultant changes to modernization programs and plans.

8 US Department of the Army, Army War College, Department of Command, Leadership, and Management, How the Army Runs (Carlisle Barracks, PA: DCLM), 2011, para 11-45- 11-49, 242-243. CGSC copyright registration #14-0158E.

The Program Executive Officer (PEO) system, first implemented by the Army in 1987, administers a defined number of Army Acquisition Executive (AAE) major and/or other programs as assigned. The PEO, normally a major general or above or a civilian SES (GS15 and above) is responsible for making programmatics (i.e., materiel acquisition cost, schedule, and total system performance) and for the planning, programming, budgeting, and execution (PPBE) necessary to guide assigned programs through each milestone.

The Program/Project/Product Managers (PMs) are all central select list (CSL) approved and managed by the AAE and report to his or her assigned MDA/PEO. Only a DA CSL PM will manage acquisition programs and has authority and responsibility for the programmatic (i.e., cost, schedule, and performance) decisions to execute the assigned program. A PM primary responsibility is to provide the acquisition program baseline (APB), subject to functional standards established by regulation, Secretarial direction, or law. Generically, all PMs are program managers, but they are chartered as a program manager, a project manager, or product manager based on the value and importance (visibility) of the program they manage.

F105: Army Force Integration.

How does force integration differ from capability development and force development?

CD- Reviews strategy and identifies required capabilities.

FD- Develops the capabilityFI- Aligns personnel to accomplish capability.

Effective force integration is a difficult and demanding process that involves coordinating many complex and unique procedures and data systems. Force integration is the synchronized, resource-constrained execution of approved force development plans and programs to achieve systematic management of change, including:

The introduction, incorporation, and sustainment of doctrine, organizations, and equipment into the Army. Coordination and integration of operational and managerial systems collectively designed to improve the effectiveness and capability of the Army. Knowledge and consideration of the potential implications of decisions and actions taken within the execution process.

The scope of force integration includes the functions of structuring organizations, manning, equipping, training, sustaining, deploying, stationing, and funding the force during the introduction and incorporation of approved organizational or force structure changes. It also includes the function of minimizing adverse impacts on force readiness during the introduction and incorporation of change. Force integration synchronizes these functional activities to produce combat ready organizations. Force integration is the enabling process of force management. Force integration focuses Army management actions towards organizations to ensure the orderly incorporation and sustainment of structure, equipment, and doctrine in the Army. The objective of the effort is to assess the combined impact of Army functional systems on units and ensure the appropriate mix of resources (structure, people, equipment, dollars, facilities, and information) result in fully operational units.

Capability development, using DOTMLPF, analyzes future capabilities of potential adversaries, technological breakthroughs, and our national posture, and attempts to develop concepts and requirements to counter those adversaries and take advantage of technology. Capability development represents the first two phases of the Army’s Force Development Process, develop capabilities, and design organizations. Force development represents the final three phases of force development which are, develop organizational models; determine organizational authorizations; and document organizational authorizations.

Capability developmentPhase I. Develop Capabilities. Using the CBA process TRADOC ARCIC assesses the future warfighting concepts through a series of analyses, tests, experiments, and studies to gain insights across DOTMLPF. The Army’s emphasis during phase one is to analyze the capability gap from their DOTMLPF perspectives and to further refine concepts. Remember, the objective is to develop a balanced and synchronized DOTMLPF solution proposal that is affordable, militarily useful, supportable, and based on mature technology. This process examines where we are, where we want to be, what risks we may face, and what it might cost. Phase II. Design Organizations. If the DOTMLPF solution developed in the Develop Capabilities section is a recommended organizational solution, the Design Organizations phase is initiated. In this phase, the Army addresses new organizations and modification to existing organizations usually by its centers of excellence and branch proponents and is overseen by TRADOC’s Force Design Directorate (FDD). The Design Organizations phase analyzes the proposed organization for doctrinal correctness. The unit design normally focuses on the organization’s doctrinal and primary mission, normally by branch/type (i.e., armor, infantry, aviation, quartermaster, etc.). Force DevelopmentF103RA Force development (FD) is the starting point, rationale, and underlying basis for defining the Army’s force structure. The Force Development process consists of defining required military capabilities, designing force structures to provide these capabilities, and translating organizational concepts based on the threat, doctrine, technologies, materiel, manpower requirements, and limited resources into a trained and ready Army.Phase III. Develop Organizational Models. Phase 3 of the Army Force Development Model transitions organizational development responsibilities from the TRADOC world to the DA G3. This is the responsibility of the G3 force developer, specifically the US Army Force Management Support Agency (USAFMSA) personnel who develop TOEs. Phase IV. Determine Organizational Authorizations. Army Force Development, Phase 4 is “Determine Authorizations.” This phase is the analysis stage for determining the Army’s force structure “mix” or how organizations (resources) are prioritized to accomplish missions and to meet guidance.

How does the Army prioritize the distribution of resources? What are the key Army prioritization documents?

The Army produces three primary Army wide prioritization documents. The DCS, G–3/5/7 is responsible for integrating and synchronizing Army priorities.

a. Army resource priority list. The Army Resource Priority List (ARPL) is an unclassified/for official use only document generated by the DCS, G–3/5/7 Global Force Management (GFM) Division and authorized by the DCS, G–3/5/7, which provides four broad categories for the classification and prioritization of resources. The ARPL is updated, as required, but no less than every two years. The four ARPL categories are—

(1) Expeditionary capability—includes deployed or employed forces and critical institutional requirements.(2) Mission critical capability—includes next to deploy or employ forces.(3) Mission essential capability—includes remaining institutional requirements.(4) Mission enhancing capability—includes transformation or resetting forces.

b. Integrated requirement priority list. The integrated requirement priority list (IRPL) is a secret document generated by the DCS, G–3/5/7 GFM Division and provides Army prioritization of all force requirements (both GCC and institutional) within each ARPL category. The IRPL is generally updated each fiscal year (FY) at the beginning of the sourcing process, but may be updated, as required.

c. Dynamic Army Resource Priority List. The Dynamic Army Resource Priority List (DARPL) is a document generated by the DCS, G–3/5/7 Force Management Directorate and provides detailed prioritization of specific units over time. Programmers primarily use the unclassified version, which removes the qualitative data for use in resourcing applications. The DARPL is generally updated twice each FY at the beginning and midpoint of the resourcing process, but may be updated, as required.

What is the difference between “spaces” and “faces?” How does the Army balance authorizations and actual assigned personnel to meet congressionally mandated end-strength requirements?

Manpower management, which manages personnel authorizations, or commonly referred to as “spaces,” is a G3 function. Whereas personnel management, a G1 function, deals with the actual soldiers, commonly referred to as “faces,” assigned to fill authorizations in the approved Army force structure. It is important to differentiate between these two terms, specifically because there frequently is not enough personnel (faces) available to fill all authorizations (spaces).Manpower management is G3Manpower management is how the Army projects its strength requirements and attains personnel authorizations to meet those requirements through Total Army Analysis (TAA) and PPBE.  Personnel authorizations are referred to as “spaces” and are a G-3 function.  Personnel management is referred to as “faces” assigned to fill authorizations in the approved Army force structure and is a G1 function.  The main take away is that spaces are the number of people authorized and faces are the actual number of people available to fill the authorized slots.

Throughout the year, the total strength (TS) of the Army will change based on enlistments, commissioning source graduations, retirements, etc. The Army must manage the total strength to meet a specific authorization set by Congress. At the end of each fiscal year, the Army must report its end strength (ES) to congress.

The end strength authorization set by Congress plays a key role in the TAA process as a resource constraint. Another important personnel factor in the force management process is the Army’s operating strength. The operating strength is simply the number of personnel who are assigned against a modified table of organization and equipment (MTOE) or table of distribution and allowance (TDA).

During the TAA process, the goal is to limit the authorized number of positions within MTOE and TDA units to the operating strength of the Army. The total number of MTOE and TDA positions is referred to as the force structure authorization (FSA).

Operating Strength Deviation (OS - FSA = OSD)

How does the Army communicate manning priorities? How are personnel shortages validated and filled?

When the Army can’t fill its force structure, priorities must be set. The Chief of Staff of the Army (CSA) sets priorities for how the operating strength of the Army will be distributed. This document is called the “HQDA Active Component Manning Guidance.” The guidance establishes levels of fill based on unit missions and provides a mitigation strategy for personnel shortages. The manning priorities established in the HQDA Active Component Manning Guidance are also influenced by the ARPL.

In addition to guidance from senior leaders and the ARPL, the Army G-1 uses established authorizations (obtained from FMS) and Force Structure (obtained from Structure And Manpower Allocation System [SAMAS]) to determine the Army Manning Guidance which are the Army priorities for that fiscal year. From the Army Manning Guidance, the G-1 then produces an annual Personnel Management Authorization Document (PMAD), which is a by skill, by grade distribution plan.

Personnel fill rates and timelines for units are established by the Army (HQDA) G-1, which uses authorized strength levels, target fill levels, PMAD directed authorizations, and the operational (deployment) timelines established by the Army G-3

How does the Army communicate equipping priorities?

The foundational guidance for how the Army prioritizes its equipment is provided in the National strategic documents and The Army Plan. More refined guidance is then provided through the following:

The Army Equipment Modernization Strategy: This Secretary of the Army (SecArmy) and Chief of Staff, Army (CSA) multi-year strategy provides guidance and establishes a framework for synchronizing the requirement, resourcing, and acquisition processes to modernize equipment with the underlying foundation of being “Versatile and Tailorable, yet Affordable and Cost-Effective.” It provides the strategic underpinnings for how to adjust equipment modernization programs due to changes in the strategic, technological, and fiscal environments across equipment portfolios.

The Army Equipment Modernization Plan: This SecArmy and CSA yearly plan provides the results of the annual Program Objective Memorandum (POM) process and summarizes how the Army's Research Development and Acquisition budget request is linked to the Army's strategy. It details the dollars, quantities, and rationale for the equipment procured in the yearly President’s Budget and is based upon the underlying foundation of “Starts with the Soldier and Squad.”

The Army Equipping Guidance: This Headquarters, Department of the Army multi-year guidance provides direction for Army components, major commands, and units to allocate and distribute equipment. The underlying foundation is to identify and minimize equipment risks and costs as the Army transitions “from Afghanistan through Sequestration towards Regionally Aligned and Mission Tailored Forces.” In addition, the Army Equipping Guidance provides specific lines of effort which tie resource prioritization to current National and Army strategies. The figure below provides an example of the lines of effort from the latest Army equipping guidance.

What is the difference between fielding and equipping?

Fielding applies to a solution for the entire Army and generally goes through the DOTMLPF integration as well as the materiel processes

Equipping refers to solutions (usually only commercial-off-the-shelf [COTS] materiel) provided to a single unit for a single mission.

While equipping is generally a much faster solution, there is normally no accompanying doctrine, training, or sustainment integration concurrent with receipt of the system. Sometimes this is okay (i.e., metal detecting wands for security checkpoints), but sometimes it creates problems—especially in the long-term.

What are some of the key processes the Army uses to distribute and rapidly acquire equipment?

There are 4 rapid distribution processes:

1. Rapid Equipping Force (REF)2. Capabilities Development for Rapid Transition (CDRT)3. Operational Needs Statements (ONS)4. Joint Urgent Operational Needs Statement (JUONS)

Total Package Fielding (TPF) is the Army’s standard fielding process developed to provide Army materiel systems to using units in a coordinated/consolidated package of end items, support items and technical documentation. TPF has been the Army’s standard fielding process since 1987. It is a recognized method for successful fieldings, specifically known for its ability to adjust to changes in production and fielding schedules.

Capability sets are an assembly of multiple programs of record integrated into the Army Network to achieve enhanced network performance.

Theater provided equipment (TPE) provides deploying units with the equipment required to meet specific mission requirements. This process reduces transit requirements (times and costs) and achieves readiness for the deployed unit, but leads to cascading shortages for non-deployed units.

Army Prepositioned Stocks (APS) are strategically positioned critical war-fighting stocks that are forward positioned afloat and land-based at worldwide locations. APS contribute to an agile stance by optimizing expeditionary power projection. In addition, they enable Joint Force commanders to reposture forces to other priority missions secure in the knowledge that APS is available to equip next-to-deploy forces should the need arise. SECDEF is release authority for APS

The Rapid Equipping Force (REF), headquartered at Fort Belvoir, Virginia, harnesses current and emerging technologies to provide immediate solutions to the urgent challenges of U.S. Army forces deployed globally.

Capabilities Development for Rapid Transition (CDRT) is an Army Capabilities Integration Center (ARCIC)-led quarterly assessment process that identifies non-program of record, nonstandard systems or pieces of equipment, including REF, to be rapidly transitioned into an acquisition program of record. It also identifies other non-equipment capabilities that merit consideration as potential enduring Army capabilities.

Operational Needs Statements (ONS) are Army capability requests to HQDA constituting a request for a materiel and/or non-materiel solution to correct a deficiency or to improve a capability impacting mission accomplishment.

The Joint Urgent Operational Needs Statement (JUONS) is a Department of Defense (DOD)-initiated request that was first used in 2004 emulating the success of the Army’s REF program. The JUON is a joint request used to “break through the institutional barriers of providing timely, effective support” to operational commanders. It does not attempt to introduce a new acquisition or procurement process; however, it is attempting to push joint commander-identified urgent or critical needs through the existing DOD processes to meet certified operational critical doctrine, organization, training, materiel, leadership and education, personnel, and facilities (DOTMLPF) (primarily materiel and logistics) requirements.

How does Army force generation tie-in with the institutional force management process?

The Army force generation process is the structured progression of unit readiness over time to produce trained, ready, and cohesive units prepared for operational deployment in support of the combatant commander (CCDR) and other Army requirements.

With the onset of the global war on terrorism, characterized by the conflicts in Afghanistan and Iraq, the US required a continuous rotation of deployed forces. As a result, the Army developed and instituted a new force generation process, referred to as cyclic readiness, which allocated resources based on the operational readiness

cycle to ensure that all units had what they needed to fight and win when it was their turn to deploy. To execute cyclic readiness, the Army established a force generation model, referred to as “ARFORGEN,” that cycled units through three force pools: RESET, Train/Ready, and Available. Each of the three force pools contained a balanced force capability to provide a sustained flow of forces for current commitments and to hedge against unexpected contingencies.

The future Army Force Generation Model must consider force and resource reductions while still maintaining the flexibility and adaptability to support current operations and unexpected contingencies. In addition, it must consider Army goals and objectives aimed at maintaining predictability for manning, equipping, training, and resourcing. This also includes providing rapidly deployable, surge capable forces that are both regionally aligned and make effective use of the National Guard and Reserves.

In more simple terms, force integration actions are what link the “institutional-level” force management processes (that you explored in F101 through F104) to the Operating Force.

It is one of the 3 x sub-components that falls under force integration. The other 2 compnents of force integration are Acquire train and distribute personnel, and Acquire and Distribute Material. Source: F105 Slide 1 & 3

What are the three force pools of the newly proposed Army force generation model? What are the general characteristics of each force pool?

Mission Force Pool: Consists of theater committed forces such as the 2nd Infantry Division, 1st Brigade Combat Team in Korea, low-density units with high operational demand requirements (e.g. Terminal High Altitude Air Defense), and units required to maintain a sustained mission readiness like the 20th Support Command. In general, Mission Force Pool corps, divisions, and brigade combat teams will be maintained at the highest readiness level.

Rotational Force Pool: Consists of those units allocated for deployment or apportioned against a contingency plan. These units move through the Reset, Train/ Ready, and Available cycles in preparation for a rotation into a known deployment in support of planned operations or remain within the Available state for potential contingency operations. The majority of units currently scheduled to deploy in support of OEF are examples of these units. Rotational Force Pool units will be incrementally manned and equipped to 100 percent, like the current ARFORGEN model, but should be able to retain much of their equipment when they return to the Reset Pool.

Operational Sustainment Force Pool: Is comprised of units not currently allocated to planned operations or apportioned to contingency operations. Units in this pool may be manned and equipped at lower levels and achieve training proficiency levels based on available training days. Examples include 11th Armored Cavalry Regiment at the National Training Center, and Army National Guard division headquarters.

F106: Operational Contract Support.

What are the primary roles, responsibilities and procedures of the military with regards to contract oversight and issue resolution?

o Ensuring that contractors comply with orders, directives, and instructions of the geographic combatant commander (GCC) and the subordinate joint forces commanders (JFCs).

o Ensuring that contractors who are authorized to be armed comply with rules of engagement (ROE) and rules for the use of force (RUF), use of weapons in self-defense, and local license requirements.

o Promulgating appropriate procedures for arming contract security personnel and investigating use of force incidents.

o Government's obligation to provide support to contractor personnel Accountability Force protection (FP) Government furnished equipment (GFE)

o Policies and procedures required to properly integrate contractor personnel into military operationso Planning: Campaign planners should publish guidance on OCS and integration of contract

personnel in a separate annex or appendix, as part of the joint planning process.o Predeployment: During this phase, both the government and private contracting firms have

responsibilities in preparing contract personnel for deployment.o Deployment and Reception: Planners must establish separate procedures for receiving and

accounting for contract personnel at joint reception centers in theater.o In-Theater Management

Commanders must establish policies and provide military oversight and support of contractor personnel during contingency operations, which may include food, billeting, force protection, and emergency health care.

Commanders are NOT authorized to directly supervise contract employees.o Redeployment: Commanders must plan and coordinate the redeployment of contractors as

necessary.

What are acceptable uses for contractors in contingency operations? For what can we NOT use contractors?

o Some capabilities here include interpreters and new equipment operation and maintenance. Often the cost-benefit of trying to train Soldiers to meet these requirements isn’t sufficient.

o The military uses contractors for many things besides logistics, though logistics is the one area of which we usually think. But, contractors are used for providing security, training host nation security forces, rebuilding infrastructure, and even flying troops and cargo.

o There isn’t the required force structure in the Army to support long-term, large-scale contingency operations. A conscious decision was made to leverage contractors to meet some requirements. The decision impacted the logistics area greatly, since the Logistics Civil Augmentation Program (LOGCAP) contract was designed to offset logistics shortfalls.

o The concern is that Soldiers no longer know how to perform their jobs because of how much they rely on contractors.

o When planning to use contractors, you must remember that there are certain functions for which contractors cannot be used. An example of an inherent government function is an accountable officer in a supply support activity (SSA). You also can not contract for combat capabilities like infantry, armor, or field artillery. You also can’t contract for command and control of Soldiers, government civilians, or people to perform government contracting.

o Contractors authorized to accompany the force (CAAF). CAAF are contractor employees and all tiers of subcontractor employees specifically authorized through their contract to accompany the force and have protected legal status IAW international conventions. CAAF normally includes US citizen expatriates and TCN employees who are not normal residents in the AO. However,

local national employees may also be afforded CAAF status on an as needed basis METT-TC dependent.

o Contractors not authorized to accompany the force (Non-CAAF). Non-CAAF are employees of commercial entities in the AO, but do not accompany the force (e.g. they do not live on base or receive life support from the military). Non-CAAF employees include local national day laborers, delivery personnel, supply contract workers. Non-CAAF contractor employees have no special legal status IAW international conventions or agreements and are legally considered non-combatants rather than civilians authorized to accompany the force.

o Letter of Authorization (LOA). The LOA is the travel order equivalent for CAAF. The LOA provides CAAF both travel and in-theater government furnished support authorizations.

o Contractor acquired property (CAP). CAP is property/ equipment purchased by the contractor, under terms of the contract, for government use. Once the contract is closed out, the US Government will dispose or redistribute CAP as required.

o Contractors can carry firearms when specifically authorized in the contracts. CAAF can be held under UCMJ-violations reported to JAG and CID.

What are the key organizations involved in operational contracting? How can these organizations help you?

US Army Contracting Command. US Army Contracting Command (USACC) is a major subordinate command within the USAMC. The USACC provides theater support contracting services to deployed Army forces, and systems contracting support to Army program executive officers (PEOs) and program managers (PM), including the LOGCAP Executive Director. It also provides contracting services to garrison operations through its two subordinate commands: the Expeditionary Contracting Command (ECC) and the Mission and Installation Contracting Command (MICC). In addition, the USACC provides reach back contracting support from its continental United States (CONUS) based contracting centers.Expeditionary Contracting Command. The ECC trains, equips, deploys, and commands all active component Army contracting modular commands, units and teams, and reserve contracting elements when activated. It provides trained and ready forces for theater support contracting for Army deployed forces and provides garrison contracting for all outside the continental United States (OCONUS) Army installations and associated forward stationed units. It accomplishes or supports theater contracting support missions through its subordinate Contracting Support Brigades (CSBs).Contracting Support Brigade. CSBs are table of organization and equipment (TOE) units that serve as the Army’s primary theater support contracting headquarters (HQs). The CSB commander also serves as the primary OCS planner and advisor to the ASCC.Contingency Contracting Battalions. Like the CSB, the primary mission of the CCBN is planning and C2. The CCBN does not normally write, award or administer contracts. Their subordinate CCTs are responsible for the mission of writing, awarding, and administering contracts. CCBNs are normally placed under the direct command of the deploying CSB or, in small scale operations, may deploy separately from the CSB HQs. In major sustained operations, the CCBN may be combined with SCCTs, CCTs and/or contracting elements from other Services to form a regional contracting center (RCC).Senior Contingency Contracting Teams. SCCTs normally deploy under the C2 of a CSB and provide theater support contracting services on a general support (GS) basis within a designated support area or in DS to a designated maneuver or sustainment unit as directed. In long-term operations, SCCTs may be utilized to form regional contracting offices (RCOs) to provide GS support to multiple organizations as directed.Contingency Contracting Teams. CCTs represent the basic Army contracting “unit of maneuver”. CCTs’ normally deploy under the C2 of a CCBN and provide theater support contracting, on a DS or GS basis, as directed. In long-term operations, CCTs may be combined with a SCCT or other CCTs to form RCCs and RCOs as required.Army Sustainment Command. ASC is a major subordinate command of USAMC. ASC is USAMCs’ field coordinator for national-level sustainment support and is responsible to administer LOGCAP.

- Army Field Support Brigade. AFSBs are subordinate ASC commands designed to provide general USAMC support, synchronization, and coordination of national-level support (less theater support contracting, LOGCAP, and medical contracting) to deployed Army forces. AFSBs are regionally aligned to a designated area of responsibility (AOR) or other support area and serves as the ASC’s bridge between the

generating force and the operating force. Their primary OCS focus is the synchronization and coordination of system and sustainment maintenance focused support.- Team LOGCAP Forward. Team LOGCAP-Forward (TLF) is an ad hoc deployable USAMC element responsible to provide centralized in-theater LOGCAP management structure and to ensure effective and efficient execution of LOGCAP requirements within the AO. As required, TLF is organized, deployed and managed under the auspices and direction of the USAMC’s LOGCAP Executive Director, normally in coordination with (ICW) the supporting CSB. TLFs are usually formed and deployed in support of any major exercise or contingency where LOGCAP support is planned or being executed. The specific size and composition of a deployed TLF is determined by METT-TC factors.

-Most concerned with AFSB and CCT

- While deployed your division wants to contract for some circus type tents to support phase IV in the GAAT region. Who can help you? - Contingency Contracting Team (CCT): Army Contracting Command’s contingency contracting team (CCT) is made up of warranted contracting officers who could help you let this theater support contract for the tents. Someone might mention the DLA - Joint Contingency Acquisition Support Office (JCASO), which has the mission to assist combatant commanders with OCS planning and program management. They normally work at the strategic national (SN) and strategic theater (ST) levels but will support at the operational and tactical levels when asked. The students might also talk about the resource management requirement to fund your request since the requiring activity is responsible for coordinating funding.

- The food at the contracted DFAC in your area is awful. The entire staff is comprised of caterers (no military personnel). Your unit is responsible for the DFAC. Who can help you? - Contracting Officer Representative (COR): First, you want to talk with the contract officer’s representative (COR), who is most likely from your own organization if you are responsible for the DFAC. Find out what type of inspections they are doing and and data they are tracking to provide input back to the contracting officer (KO). You could also contact the contractor’s local management to discuss quality issues. Be sure that you are aware of what is required by the statement of work (SOW) or performance work statement (PWS) because that is the guiding document of what the contractor has to provide. If necessary, involve the administrative contracting officer (ACO) or the KO so they can discuss the quality issues with the contractor and perhaps issue a cure notice. - You think that LOGCAP could provide some of the needed life support services your force will require in Georgia. Who can help you? - LOGCAP Support Officer (LSO): If you are looking for contractors to manage base camp operations or provide life support services, then you might leverage LOGCAP which means ASC’s LOGCAP Support Officer (LSO) could help you with planning for this.

- The likelihood of IEDs in the AOR means that the military will be deploying electronic warfare equipment that comes with system contractors. A couple of these system contractors only seem to be at work a couple hours each morning and then they disappear. Who can help you? - Army Field Support Brigade (AFSB/AFSBn): System support contractors are part of the contract for the system. Therefore, Army Materiel Command would be the ultimate place to go to for help. Specifically, you want to start with either the brigade logistics support team (BLST) for brigade elements and the logistics support element (LSE) for non-brigade organizations to get help. From there, you can request assistance from the supporting Army field support brigade (AFSB), who is responsible for all of the AMC elements in the AOR. They can also assist to determine the KO and COR for the systems contract.

Contingency contracting is the process of obtaining goods, services and construction from commercial sources via contracting means in support of contingency operations. It is a subset of contract support integration and does not include the requirements development, prioritization and budgeting processes. Contracts used in a contingency include theater support, systems support, and external support contracts.

Theater support contract. A type of contingency contract that is awarded by contracting officers in the operational area serving under the direct contracting authority of the Service component, special operations force command, or designated joint head of contracting activity for the designated contingency operation.

Systems support contract. A prearranged contract awarded by a Service acquisition program management office that provides technical support, maintenance and, in some cases, repair parts for selected military weapon and support systems. See also external support contract; theater support contract.

External support contract. Contract awarded by contracting organizations whose contracting authority does not derive directly from the theater support contracting head(s) of contracting activity or from systems support contracting authorities. Provide a variety of logistics and other noncombat-related services and supply support

What are a commander’s legal authorities with regard to contractors?

o Contracting authority does not equal command authority; CDRs do not generally have legal authority to direct contractor personnel to perform tasks outside of the contract – they must administer contractors through contracting officers

o CDRs must ensure: contractors comply with orders, directives, and instructions of the GCC and subordinate JFCs and contractors who are authorized to be armed comply with ROE

o Administer contracted support to military operations IAW federal law and acquisition regulations; establish policies and provide military oversight and support to contractors during contingency operations

o Avoid improper command influence on the contracting processo In terms of legal authority, the 2000 Military Extraterritorial Judicial Act, or MEJA, gives the

Department of Justice authority to investigate and prosecute crimes committed by US contractors in foreign countries. In addition, the 2007 National Defense Authorization Act extended DOD’s UCMJ authority over DOD contractors to include contingency operations.

How and when would you integrate the idea of using contractors into your operational planning?

o When military force caps are imposed on an operation, contractor support allows the CDR to maximize the number of combat Soldiers by replacing military support units with contractor support

o Integration must be conducted as early as possible in the planning cycle in order to allow time to identify major requiring activities, satisfy commercial support information requirements, provide guidance on the transition from peacetime contracting support to contingency contracting support, identify logistics required to support the contracting effort, identify specific force protection and security guidance including restrictions on contracted support by time, phase, location, and/or function

Contrast the actions associated with contracting that will get you in trouble versus the actions that will get you a prison term.

o When someone violates the law for personal gain, then he or she is likely to be prosecuted. Unfortunately uniformed decisions or actions are made, such as illegally obligating the government, which can led to legal trouble and/or a negative performance evaluation. Taking bribes, falsifying receipt documents, releasing proprietary information for personal gain, and taking contractor’s “gifts” are the kind of nefarious activities that may result in prison terms.