Professional Documents
Culture Documents
FM 100-11
Force Integration
Force Integration
Preface .............................................................................................................................. x
Introduction ..................................................................................................................... xi
i
Section II: The Role and Development of Doctrine......................................................2-1
2-3. The role of doctrine ...........................................................................................2-1
2-4. Conceptual foundation of doctrine .....................................................................2-2
2-5. Sources of doctrinal change ..............................................................................2-2
2-6. Validation of doctrine .........................................................................................2-2
Section III: Fundamentals of Army Operations ............................................................2-2
2-7. The range of military operations ........................................................................2-2
2-8. The levels of war ...............................................................................................2-3
2-8. Principles of war and tenets of operations..........................................................2-3
2-10. The combined arms concept............................................................................2-3
2-11. Rules of engagement ......................................................................................2-3
2-12. The dynamics and functions of combat power .................................................2-3
Section IV: Force Projection Operations......................................................................2-4
2-13. Stages of force projection operations ...............................................................2-4
Section V: Summary ......................................................................................................2-4
ii
4-13. Impact assessments ........................................................................................ 4-7
4-14. Planning factors .............................................................................................. 4-7
Section VI: International Considerations ..................................................................... 4-8
4-15. National priorities ............................................................................................ 4-8
4-16. History and world environment ........................................................................ 4-8
4-17. Potential adversaries ....................................................................................... 4-8
4-18. Technology ..................................................................................................... 4-8
4-19. Missions .......................................................................................................... 4-8
4-20. Direction and guidance .................................................................................... 4-8
Section VII: Summary .................................................................................................... 4-8
iii
Chapter 7. Manning the Force ............................................................................................7-1
Section I: Introduction...................................................................................................7-1
7-1. Manpower constraints ........................................................................................7-1
7-2. Manpower management ....................................................................................7-1
7-3. Role of manpower managers .............................................................................7-1
Section II: Army Manpower ...........................................................................................7-1
7-4. Manpower spectrum ..........................................................................................7-1
7-5. Force alignment ................................................................................................7-2
7-6. Active Army Military Manpower Program ...........................................................7-2
Section III: Personnel Documentation and Acquisitions .............................................7-2
7-7. Personnel Management Authorization Documentation .......................................7-2
7-8. Personnel acquisition ........................................................................................7-2
Section IV: Distribution and Assignment ....................................................................7-3
7-9. Management of personnel inventories ...............................................................7-3
7-10. Enlisted distribution .........................................................................................7-3
7-11. Distribution considerations ...............................................................................7-4
Section V: Personnel Sustainment ...............................................................................7-4
7-12. Maintaining balance.........................................................................................7-4
7-13. Authorizations documentation..........................................................................7-4
Section VI: Summary .....................................................................................................7-5
iv
Section II: Combined Arms Training Strategy ............................................................. 9-1
9-4. Training components ......................................................................................... 9-1
9-5. Principles of individual and unit training ............................................................ 9-2
Section III: Training Development ................................................................................ 9-2
9-6. Development of effective training...................................................................... 9-2
9-7. Systems approach to training ............................................................................ 9-2
9-8. Training requirements analysis system .............................................................. 9-2
Section IV: Army Modernization Training .................................................................... 9-3
9-9. System training plan.......................................................................................... 9-3
9-10. Modernization training approaches .................................................................. 9-3
9-11. Modernization training responsibilities ............................................................. 9-4
9-12. Training sequence ........................................................................................... 9-4
9-13. Training plan development .............................................................................. 9-6
9-14. Training evaluations ........................................................................................ 9-6
9-15. Reserve Component modernization training .................................................... 9-6
9-16. Mobilization and wartime requirements ........................................................... 9-6
Section V: Summary...................................................................................................... 9-6
v
Section II: Planning ..................................................................................................... 11-1
11-3. Planning organizational stationing ................................................................. 11-1
11-4. The role of installations in stationing .............................................................. 11-2
Section III: Real Property Management ...................................................................... 11-3
11-5. Real Property Master Plan ............................................................................. 11-3
11-6. Installation Status Report............................................................................... 11-5
Section IV: Military Construction Program ................................................................ 11-6
11-7. Military construction....................................................................................... 11-6
11-8. Army family housing ...................................................................................... 11-6
Section V: Real Property Maintenance Activities ...................................................... 11-8
11-9. Objective ....................................................................................................... 11-8
11-10. The annual work plan .................................................................................. 11-8
11-11. Funding source and guidelines .................................................................... 11-8
Section VI: Real Property Acquisition, Outgrant, and Disposal Process ................. 11-8
11-12. Acquisition ................................................................................................... 11-8
11-13. Real property out-grants .............................................................................. 11-8
11-14. Real property disposal ................................................................................. 11-8
11-15. Facilities ...................................................................................................... 11-9
Section VII: Summary .................................................................................................. 11-9
vi
Section VI. Programming Phase ............................................................................... 12-16
12-29. Army programming.................................................................................... 12-16
12-30. Army Program Guidance Memorandum .................................................... 12-16
12-31. Program development ............................................................................... 12-16
12-32. Program development process .................................................................. 12-16
12-33. Army program reviews .............................................................................. 12-17
12-34. POM preparation and submission .............................................................. 12-17
12-35. OSD program review ................................................................................. 12-17
12-36. Program Decision Memorandum ............................................................... 12-17
Section VII. Budgeting Phase ................................................................................... 12-17
12-37. Budget formulation and justification ........................................................... 12-17
12-38. Formulation ............................................................................................... 12-17
12-39. Transition from the program ...................................................................... 12-18
12-40. Incorporating command and agency budget data ...................................... 12-18
12-41. Funding designated support functions: the Army working capital fund ....... 12-18
12-42. Preparing the Budget Estimates Submission ............................................. 12-18
12-43. Review and approval ................................................................................. 12-19
12-44. OSD and OMB budget review ................................................................... 12-19
12-45. President's Budget .................................................................................... 12-19
12-46. Justification ............................................................................................... 12-19
12-47. Budget hearings ........................................................................................ 12-19
12-48. Legislative approval and enactment .......................................................... 12-20
12-49. Continuing resolution authority .................................................................. 12-20
Section IX. Execution Phase ..................................................................................... 12-20
12-50. Execution .................................................................................................. 12-20
12-51. Financial management .............................................................................. 12-20
12-52. Funds control ............................................................................................ 12-20
12-53. Allocation, obligation, and reconciliations .................................................. 12-21
12-54. Changes from the President's Budget ........................................................ 12-21
12-55. Funding letters for OMA and AFHO ........................................................... 12-21
12-56. Revised approved program for RDTE........................................................ 12-21
12-57. Financing unbudgeted requirements .......................................................... 12-21
12-58. Program performance and review ............................................................. 12-22
12-59. Checking program performance ................................................................ 12-22
Section X: Summary.................................................................................................. 12-22
vii
Appendix A. Decision Support Analysis .......................................................................... A-1
Section I: Introduction.................................................................................................. A-1
A-1. Structuring the decision making process .......................................................... A-1
A-2. Quantitative methods and the decision process................................................ A-1
Section II: Program Evaluation and Review Technique ............................................. A-1
A-3. Network diagrams ............................................................................................ A-1
A-4. Example of a completed PERT network ........................................................... A-6
A-5. Attributes of PERT ........................................................................................... A-6
Section III: Critical Path Method .................................................................................. A-8
A-6. Features of the critical path method ................................................................. A-8
A-7. A CPM example ............................................................................................... A-8
Section IV: Gantt Charts.............................................................................................. A-9
A-8. Features of Gantt charts .................................................................................. A-9
A-9. A Gantt chart example ..................................................................................... A-9
Section V: Summary ................................................................................................... A-10
Bibliography ............................................................................................................... A-10
Glossary ..................................................................................................................Glossary-1
FIGURE LIST
Figure 1-1. Core Competencies .................................................................................1-3
Figure 1-2. Maintaining the Balance ..........................................................................1-3
Figure 1-3. The Army Vision ......................................................................................1-4
Figure 1-4. Unified Command Structure ....................................................................1-5
Figure 1-5. Joint Strategic Planning System ..............................................................1-6
Figure 1-6. Army Organizational Life Cycle Model ................................................... 1-11
Figure 1-7. Battle Lab Approach .............................................................................. 1-12
viii
Figure 7-1. Military Manpower Spectrum ................................................................... 7-1
Figure 7-2. Enlisted Procurement Process................................................................. 7-3
Figure 8-1. Materiel Acquisition Life-Cycle System Management Process ................. 8-2
Figure 8-2. Acquisition Categories ............................................................................. 8-4
Figure 8-3. Characteristics of Developmental and Operational Testing and
Evaluation........................................................................................................... 8-6
Figure 8-4. Equipment Distribution Planning and Execution Process ......................... 8-8
Figure 8-5. Distribution Priorities ............................................................................... 8-9
Figure 8-6. Distribution Execution ........................................................................... 8-10
TABLE LIST
Table 12-1. Army Appropriation and Fund Managers............................................... 12-4
Table 12-2. Budget Activity Management Structure for Operation and Maintenance
Appropriations ................................................................................................. 12-5
Table 12-3. Title 10 PEGs Listing Proponent Agency, Area of Activity,
and Co-Chairs ............................................................................................... 12-10
ix
PREFACE
This manual provides the Army’s force integration capstone doctrine for use by those who plan, program,
and manage the introduction and resourcing of changes to the Army’s structure and composition. It is an
equally valuable reference for commanders and leaders who execute the changes.
These changes are caused by the Army’s adoption of new or revised doctrine, organizations, manpower, and
equipment. The effects of change may impact any or all echelons from Headquarters, Department of the Army,
to the installation and unit levels. Changes permeate each component of the Army (Active, Reserve and Na-
tional Guard).
The force integration process minimizes adverse effects on the readiness of Army units and component
commands while changes are implemented. As a result, the Army remains prepared to perform all of its mis-
sions promptly and decisively. These missions range across the spectrum of crisis from humanitarian opera-
tions, through military operations other than war, to fighting and winning the Nation’s wars.
FM 100-5 describes the Army’s doctrinal principles for employing forces to accomplish assigned missions
on this spectrum. FM 100-11 discusses how the Army builds and maintains the force projection capabilities
required to execute these operations.
The proponent for this manual is the Office of the Deputy Chief of Staff for Operations and Plans, Head-
quarters, Department of the Army. Record comments and recommendations on Department of the Army Form
2028 (Recommended Changes to Publications and Blank Forms). Send Forms to Commandant, Army Force
Management School, 5500 21st Street, Building 247, Suite 1400, Fort Belvoir, Virginia 22060-5923.
x
INTRODUCTION
Title 10 (Armed Forces), United States Code, section 3062, requires that the Army be organized, trained,
and equipped for prompt and sustained land combat. The doctrine in FM 100-11 supports this statutory re-
quirement.
Events of the 1980’s provided the impetus for the initial effort to document the Army’s management of
change doctrine. During this period, sweeping changes were taking place. AirLand Battle war fighting doc-
trine, Army of Excellence organizations, and over 400 new materiel systems (including the Abrams tank,
Bradley fighting vehicle, Blackhawk helicopter, Patriot air defense system, and multiple-launch rocket systems)
were introduced into the Army.
The 1988 edition of FM 100-11 provided managers of change with the first comprehensive explanation of
the functions and systems that are known collectively as the force integration process. In 1995, the description
of this complex process was updated to reflect then current doctrine.
This edition provides overviews of how the Army “works” as an institution and as an organization and
briefly discusses our war-fighting doctrine. This manual then describes the force integration functions and
systems that organize, structure, man, equip, train, sustain, station, and resource the force projection Army.
Finally, this manual relates the force integration process to the maintenance of unit and force readiness during
the introduction of change.
xi
FM 100-11, Force Integration
Chapter 1
How the Army Works
1-1
FM 100-11, Force Integration
(5) Commitment. (2) The six imperatives. The Army’s six im-
(6) Loyalty to the ideals of the nation, to peratives support these core competencies and are
one’s unit, and to one’s fellow soldiers. the foundation for future success. When properly
resourced and balanced, they coalesce in a trained
(7) Personal responsibility. and ready force. The imperatives are—
(8) Fair treatment for all regardless of race, (a) Quality soldiers, trained, motivated,
gender, religion, or national origin. and challenged.
(9) Selfless service. (b) Competent leaders, clear in their vi-
b. The Army as an organization. The Army at sion of the future, with fully developed combat
any point in time is the “organization.” It includes skills.
units and table(s) of distribution and allowances (c) Challenging training, focused on re-
(TDA) organizations, and soldiers in all compo- alistic scenarios and oriented toward joint, com-
nents, civilians, family members, the defense indus- bined, and coalition operations and contingency mis-
try, capabilities, and structure. The “organization” is sions.
highly visible at home and abroad. It serves the na- (d) Modern equipment that provides
tion‘s peacetime interests and is ready to fight when soldiers with the greatest available lethality and best
called upon. technology.
(e) Force mix of Army civilians, Re-
(1) Core competencies. Core organizational serve, and Active forces that preserves essential war-
competencies, as depicted in Figure 1-1, are the fighting capabilities in rapidly deployable units. The
quintessential constants that give the Army the com- correct force mix also allows time for mobilization
petitive edge over potential adversaries. They adapt and training of follow-on and reconstituted units.
to changing situations and, in combination, have a (f) Effective doctrine that accommodates
synergistic effect on mission accomplishment. They joint, combined, and coalition maneuver-oriented,
are critical for successful mission execution and ap- high tempo, and high technology warfare.
ply across all military operations. These competen-
cies ensure the Army is— c. Coalescence of the Army as institution and
organization. The Army maintains a relationship
(a) Trained, with the ability to fight as between the “institutional” Army, with its enduring
part of a joint or combined force. values, and the “organizational” Army, the strategic
(b) Versatile, with the ability to respond force capable of decisive victory (see Figure 1-2).
across the continuum of military operations. “Institutional” changes occur slowly through delib-
(c) Deployable, with the ability to proj- erate evolution and are indistinguishable to the pub-
ect combat power rapidly from the continental lic at large. The “organization” changes more rap-
United States (CONUS) to any location where po- idly and visibly to meet requirements presented by
tential adversaries threaten U.S. national interests. national and international realities. In maintaining
the balance between capabilities and requirements in
(d) Expandable, with the ability to con- the “organization,” the “institution” must not lose its
stitute new forces in response to a deterioration in enduring values. They are the foundation during pe-
the international order or emergence of a major riods of change and uncertainty. The challenge is to
threat to U.S. interests. manage change, increase capability, maintain stabil-
(e) Capable of decisive victory, with ity, and foster innovation.
the ability to win quickly with minimum casualties.
1-2
FM 100-11, Force Integration
1-3
FM 100-11, Force Integration
1-4
FM 100-11, Force Integration
than the entire Joint Chiefs of Staff (see Figure 1-4). strategic plans, advising on joint program priorities,
The role of the Chairman expanded in importance and assessing service composite programs and budg-
and influence since the passage of the 1986 Reor- ets. In consultation with the CINCs and other mem-
ganization Act. The Chairman’s statutory responsi- bers of the JCS, the Chairman accomplishes these
bilities include: providing strategic direction, pre- statutory requirements under the framework of the
paring Joint Strategic Planning System.
THE
PRESIDENT
SECRETARY OF
DEFENSE
UNIFIED
COMMANDS
COMPONENT
COMMANDS
1-5
FM 100-11, Force Integration
produced (see Figure 1-5). Some are developed con- adequacy of the Service and DOD agency POMs.
currently. Key outputs of the JSPS include the Na- The CPA comments on the risk associated with the
tional Military Strategy (NMS), Joint Planning planned allocation of defense resources. The CPA
Document (JPD), and the Joint Strategic Capabili- evaluates how well POMs conform with the priori-
ties Plan (JSCP). Two closely related documents are ties established in strategic plans and the CINCs’
produced by the Joint Requirements Oversight requirements.
Council (JROC)/Joint War-fighting Capabilities As- (5) The NMS, JPD, and CPR initiate the
sessment (JWCA) process (defined and discussed planning phase of the DOD PPBS. They provide
below). They are the Chairman’s Program Recom- CJCS advice to the NCA on the overall military
mendation (CPR), and the Chairman’s Program As- strategy, fiscally-constrained force structure, and
sessment (CPA) (formerly part of the JSPS). The joint program priorities required to support U.S.
NMS, JPD, and CPR are provided as advice to the National security objectives. Considering its impact
Secretary of Defense for use in preparation of the on planning and programming, it is essential that
DPG. CJCS advice be included in the formulation of the
(4) In the resulting DPG, the Secretary of DPG.
Defense provides policy, articulates strategic objec- (6) The JSCP provides strategic guidance,
tives and the national military strategy, and provides contingency taskings, and apportions major combat
force and resource guidance to the Services, other forces to combatant commanders for use in opera-
DOD agencies, and to the combatant commanders. tional planning. Using the JSCP guidance, the
Based on the DPG, the Services and DOD agencies CINCs prepare operation plans in accordance with
prepare their program objective memorandums the procedures of JOPES.
(POM). Using the CPA, the CJCS assesses the
1-6
FM 100-11, Force Integration
velopment of the JPD. Approval of the JSR Annual (3) The Joint Strategic Capabilities Plan.
Report is one of the means available to the CJCS to This plan provides guidance to the CINCs and to the
inject his guidance into the JSPS. Chiefs of Staff of the Services to accomplish tasks
c. The Chairman’s Guidance (CG). The CG and missions based on current military capabilities.
provides the principal guidance to the Joint Staff and (a) The JSCP apportions resources to
information to the Secretary of Defense, the CINCs, the CINCs, based on military capabilities resulting
and the other members of the JCS regarding the from completed program and budget actions. The
framework for building the NMS. This guidance JSCP provides a coherent framework for capabilities
serves as a bridge between the initial assessments based military advice provided to the NCA.
and conclusions reached during the JSR process and (b) The JSCP is the principal vehicle by
the specific processes that build the NMS, the JPD, which the CINCs are tasked to develop operations
and the JSCP. The Director, Strategic Plans and plans, concept plans and concept summaries for
Policy, the Joint Staff (J5) recommended CG is pre- global and regional contingencies. The JSCP gives
sented in the JSR Annual Report and when ap- strategic planning direction for deliberate plans to be
proved, provides his initial guidance. The CG may developed over a period of 18 to 24 months. The
also be promulgated via other means anytime during JSCP supports and implements, through CINCs’
the JSR process, such as the CINCs Conference. operations plans and the NMS, the NCA’s Contin-
d. Joint Strategic Planning Documents. gency Planning Guidance (CPG).
(1) The National Military Strategy. This is (c) The JSCP apportions major combat
the first formal JSPS document and fulfills the forces expected to be available during the planning
chairman’s 10 USC responsibility to “...assist the period for both Active and Reserve component
President and the Secretary of Defense in providing forces found under various conditions of mobiliza-
strategic direction of the Armed Forces.” It is re- tion. These apportionments are incorporated into
viewed annually during the JSR and revised or re- CINC theater plans.
published as needed. It provides the advice of the (d) The JSCP provides the CINCs a
CJCS, in consultation with the other members of the threat estimate likely to impact the operational plan-
JCS and the CINCs, to the President, Secretary of ning and force apportionment during the planning
Defense, and the NSC, as to the recommended mili- period.
tary strategy and fiscally-constrained force structure
required to attain the national security objectives. e. Joint Requirements Oversight Council Proc-
The NMS consists of a contextual setting, an up- ess. The JROC consists of the Vice Chairman, Joint
dated intelligence appraisal, descriptions of ways to Chiefs of Staff (VCJCS), the Vice Chiefs of Staff of
achieve national security objectives, a description of the Army and Air Force, Vice Chief of Naval Op-
the strategic landscape, and the foundations and erations, and the Assistant Commandant of the Ma-
principles upon which the strategy is based. Addi- rine Corps. Since April 1994, the CJCS expanded
tionally, during NMS development, force levels re- the authority of the JROC to assist in building senior
quired to support the strategy, with acceptable risk, military consensus across a range of issues.
are identified. The NMS is then forwarded to the (1) First, the JROC’s agenda broadened to
President through the Secretary of Defense. The include greater initiative in defining military re-
NMS is developed as required by changes in the rec- quirements with an expanded focus on the planning,
ommended strategy. programming and budgeting process. The JROC
(2) The Joint Planning Document. This oversees the requirements generation process for
document supports the NMS by providing concise major defense acquisition programs (MDAP).
programming priorities, requirements or advice to (2) Second, the JROC activity has been in-
the Secretary of Defense for consideration during creasingly linked to a dialogue with CINCs on war-
preparation of the DPG. It is published in seven fighting requirements.
stand–alone volumes: Intelligence; Nuclear; C4 (3) Third, the JROC established, as a new
Systems; Future Capabilities; Mapping, Charting, analytical forum for deliberations, the Joint War-
and Geodesy; Manpower and Personnel; and Logis- fighting Capabilities Assessments (JWCA). These
tics. The JPD and the NMS are forwarded to the assessments cover ten interacting warfare areas.
Secretary of Defense for his review. Both documents (4) Fourth, the JROC increased its direct in-
provide supporting documentation to the Secretary tegration in PPBS. The most significant effort has
of Defense for his consideration during the prepara-
tion of the DPG.
1-7
FM 100-11, Force Integration
involved the production of the Chairman’s two fighting capability areas requires careful scrutiny of
documents—the CPA (with a changed emphasis) empirical data, appropriate application of analytical
and the CPR (a new document). processes, and sound military judgment. The CPR
f. JROC Review Board. To assist the integration focuses upon specific recommendations that will
and coordination effort of the JWCA, the JROC cre- enhance joint readiness, promote joint doctrine and
ated the JROC Review Board (JRB). The JRB con- training, and satisfy joint war-fighting requirements.
sists of the Director, Force Structure, Resources, (2) The Chairman’s Program Assessment.
and Assessment Directorate, the Joint Staff (J8), and (a) This assessment contains the
Service Deputy Operations Deputies. The JRB as- CJCS’s alternative program recommendations and
sists the JROC in overseeing the requirements gen- budget proposals for consideration by the Secretary
eration process and the JWCA process. The JRB of Defense in refining the defense program and
reviews JWCA insights, findings, recommendations, budget. These adjustments are intended to enhance
and provides both guidance and direction. joint readiness, promote joint doctrine and training,
g. Joint War-fighting Capabilities Assessments. and to reflect strategic and CINC priorities. The
(1) JWCA teams, each sponsored by a Joint CJCS reviews the POMs of the Services and other
Staff directorate (Director), examine key relation- DOD agencies and the preliminary program deci-
ships and interactions among joint war-fighting ca- sions.
pabilities and identify opportunities for improving (b) The CPA is delivered late in the
war-fighting effectiveness. The teams consist of war- Program review cycle, and provides the CJCS as-
fighting and functional area expertise from the Joint sessment of composite Services’ and DOD agencies’
Staff, CINCs, Services, OSD, DOD agencies, and POMs adequacy. The CPA evaluates the extent that
others as deemed necessary. the POMs conform to strategic priorities and CINC
(2) JWCA findings are presented to the JRB, requirements. The CJCS comments on the risks as-
and then to the JROC for consideration. The JROC sociated with the planned allocation of DOD re-
then is instrumental in helping the CJCS forge con- sources. When applicable, the CJCS makes recom-
sensus and explore alternatives. The CJCS draws mendations to the Secretary of Defense on specific
advice from the JROC, the other JCS members, and alternative programs and budget proposals based
the CINCs, to fulfill his statutory responsibility to upon personal assessment of current and future joint
provide advice to the Secretary of Defense regarding war-fighting capabilities.
program recommendations and budget proposals. i. Key JSPS related documents.
(3) The CPR and CPA form the basis for ful- (1) Defense Planning Guidance. The DPG
filling the CJCS’s responsibilities. Designed to offer furnishes programming and fiscal guidance to the
the CJCS’s personal viewpoint, the CPR and CPA military departments for development of POMs. It
are supported by both the deliberate planning proc- includes major planning issues and decisions, strat-
ess and JWCA. Both are produced and delivered egy and policy, the Secretary of Defense’s program
separately from other PPBS and JSPS documents. planning objectives, the Defense Planning Estimate,
h. Chairman’s Documents. and the Illustrative Planning Scenarios. The DPG is
a major link between the JSPS and PPBS.
(1) The Chairman’s Program Recommenda-
tion (CPR). (2) Contingency Planning Guidance. The
CPG provides written policy guidance for contin-
(a) The CPR provides the CJCS’s per- gency planning. The CPG focuses the guidance pro-
sonal recommendation to the Secretary of Defense vided in the NMS and DPG and directly impacts the
for his consideration in the DPG. The recommenda- JSCP.
tions are the CJCS’s views of programs important to
creating or enhancing joint war-fighting capabilities. j. JSPS in summary. Overall, the JSPS is a
flexible and interactive system intended to provide
(b) The CPR is delivered early in the supporting military advice to the DOD PPBS. It also
POM cycle. It provides input to programming and provides strategic guidance for use in the JOPES.
budgeting and is provided as advice to the Secretary Through the JSPS, the Joint Chiefs of Staff review
of Defense for use in preparing the DPG. The CPR the national security environment and national secu-
delineates the issues the CJCS deems critical priori- rity objectives; evaluate the threat; assesses current
ties and performance goals for the Secretary to con- strategy and existing or proposed programs and
sider. The Secretary considers the CJCS’s recom- budgets; and propose military strategy, programs,
mendations, and then publishes the DPG. and forces necessary to achieve national security
(c) The CPR recommendations are not objectives. It accomplishes this in a resource-limited
restricted to the FYDP. Examining and recom- environment, consistent with policies and priorities
mending program alternatives within joint war- established by the President and the Secretary of
1-8
FM 100-11, Force Integration
Defense. The JSPS process permits the JCS and the b. The PPBES is the Army’s primary strategic
CINCs to participate in the development of every management system used to allocate and manage
JSPS document. resources. Its objectives are to—
(1) Follow the NMS in sizing, structuring,
1-10. Joint Operation Planning and Execution manning and training of Army forces.
System
(2) Obtain required forces, manpower, mate-
The JOPES is the command and control system re- riel, and dollars.
quired by DOD regulation for all joint conventional
operational planning and execution. JOPES also in- (3) Allocate forces, manpower, materiel, and
cludes theater-level nuclear and chemical plans and dollars among competing demands according to
addresses mobilization, deployment, employment, Army resource allocation policies and priorities.
and sustainment mission areas. It is the principal (4) Evaluate execution of the program and
system for translating and implementing policy deci- budget to achieve intended purposes and adjust re-
sions of the NCA and the JSPS into plans and orders source requirements based on feedback.
for operations in support of national security policy. c. The PPBES provides for a progression from
It also provides joint operational requirements for national security objectives, policies, and strategies
analysis in the PPBS for resource decisions that af- to the development of force structure and programs
fect the National Security Council System (NSCS) within resource constraints and as the basis for the
and JSPS. six-year period of the FYDP. Finally, the PPBES
leads to preparation, execution, and review of the
Section IV: budget. A detailed discussion of the PPBES is found
The Army Environment in Chapter 12.
1-11. Army leadership
1-14. The Army Mobilization and Operations
The leadership of the Department of the Army (DA) Planning and Execution System
is responsible for the Army’s strategic planning and
for assisting in joint strategic planning. The senior The Army Mobilization and Operations Planning
leadership nucleus includes the Secretary, the Chief and Execution System (AMOPES) provides the
of Staff, the Undersecretary, and the Vice Chief of structure and process for Army participation in
Staff. The Army executes its statutory missions by JOPES. It covers the full course of military action to
raising, provisioning, sustaining, maintaining, and include mobilization, deployment, sustainment, force
training Army forces. These forces provide the expansion, redeployment, and demobilization. The
CINCs of the unified combatant commands with goal of AMOPES is to ensure that the Army can
military forces for operations. support the combat operations of the combatant
commanders. AMOPES provides the linkage be-
1-12. The Army Planning System tween war planning under JOPES and mobilization
The Army Planning System (APS) starts the Army’s planning as directed by DOD and the JCS. It pre-
strategic planning process, building on the NMS. It scribes the Army crisis action system for managing
determines force requirements and objectives and the execution of mobilization and operation plans.
establishes guidance for the allocation of resources 1-15. The Army Mobilization Plan
for the execution of Army roles and missions in sup-
port of national security and policy objectives. Stra- a. The Army Mobilization Plan (AMP) is a col-
tegic planning provides direct support to the DOD lection of mobilization plans of the major Army
PPBS and JSPS and indirectly serves as a guide for commands (MACOM). The purpose of Army mobi-
the later development of Army programs and budg- lization planning is to provide the resources required
ets. to support various operation plans (OPLAN). This
includes mobilizing units, manpower, and materiel
1-13. The Army Planning, Programming, Budg- required for implementation of an OPLAN, as well
eting, and Execution System as the resources required to sustain the operation.
a. Army requirements descend not only from the b. The United States Army Forces Command
statutory functions, but also from strategic and op- (FORSCOM) mobilization plan, with its associated
erational requirements derived from the planning Mobilization Planning and Execution System
element of DOD’s PPBS. DOD planning translates (MPES), details the time-phased flow of mobilizing
into the planning phase of the Army’s Planning, Reserve Component units from home station to their
Programming, Budgeting, and Execution System mobilization stations.
(PPBES). c. The U.S. Army Training and Doctrine Com-
mand (TRADOC) training base expansion plan
(TBEP) provides installations and training base
1-9
FM 100-11, Force Integration
augmentation units in the Army with guidance on stage, with all of these functions occurring concur-
training base expansion activities. rently in a never-ending process.
c. The fundamental output of the AOLCM is
1-16. The TRADOC requirements process combat-ready units progressing through—
a. The TRADOC requirements process identi- (1) Force development. Force development is
fies the capabilities required to attain the vision of the process of translating Army missions and func-
the future Army. It receives input from the war- tions into materiel and organizational requirements,
fighting CINCs’ Integrated Priority Lists (IPL) and time-phased programs, and structure within avail-
the Army component commanders. The TRADOC able resources. It is the initiating process of the
Requirements Process considers the domains of AOLCM.
doctrine, training, leader development, organiza-
tions, and materiel (including science and technol- (2) Acquisition. Acquisition is an initial pro-
ogy) which focus on soldiers (DTLOMS). curement activity that results in an asset being
brought under military control. This activity includes
b. The objectives of TRADOC requirements research and development (R&D), test and evalua-
process are to— tion (T&E), and military construction (MILCON)
(1) Develop the Army’s vision of future bat- programs.
tlefields, functions, and tasks. (3) Training. Training is the vehicle for or-
(2) Identify required capabilities to execute derly transition from a civilian to a military envi-
the vision. ronment. In the AOLCM, this training establishes
(3) Influence PPBES consistent with Army the entry-level skill baseline for all soldiers.
priorities. (4) Distribution. Distribution is the process
(4) Maintain research, development, and ac- of assigning or transferring people or materiel from
quisition (RDA) program stability. the wholesale level to the user.
c. After determining strategic, operational, and (5) Deployment. Deployment is the move-
tactical battlefield requirements, and requirements ment of organizations, people, and things in accor-
derived from statutory missions, the Army must de- dance with the worldwide commitments of the Army.
vise and execute rational solutions. DOD and the (6) Sustainment. Sustainment is the process
Army make these decisions and provide the re- of using acquired resources to maintain and logisti-
sources for their execution through the DOD PPBS cally support the Army.
and Army PPBES. (7) Development. Development is the process
Section V: of constantly improving soldier's skills and experi-
The Army Organizational Life Cycle ence through progressive assignments, education,
Model and training. Units develop through collective train-
ing.
1-17. Management of change (8) Separation. Separation is the process of
Change requires the Army to remain capable in an removing personnel and materiel from active service.
environment of technological advancements, internal People may separate from military service voluntar-
management variances, and a world in turmoil. The ily or involuntarily due to reduction in force actions,
management of change is an evolving process that mandatory retirement, or medical or disciplinary
must have focus and methodology to support the reasons. Materiel is removed through the Defense
Army’s vision, imperatives, core competencies, and Reutilization and Marketing Office (DRMO) or
enduring values. through foreign military sales (FMS).
1-18. The Army organizational life cycle model d. Essential to the functioning of the AOLCM
model are the critical inputs of resources and leader-
a. Each resource required by an organization is ship. Resources, including time, money, people,
somewhere within a life cycle model from its devel- materiel, technology, and information are needed to
opment to its ultimate separation or expenditure. The energize the system. Command, management, and
AOLCM is depicted in Figure 1-6. leadership provide necessary control and direction
b. The norm of the AOLCM is constant change. through the Army’s operating processes for the de-
The need exists to resource and manage this change. velopment and sustainment of combat-ready units.
Any resource will always be in some functional
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FM 100-11, Force Integration
1-11
FM 100-11, Force Integration
1-23. Battlefield requirements determination advanced technology. The eight Battle Labs and
process their locations are-
The TRADOC Requirements Process identifies re- a. Early Entry, Lethality, and Survivability; Fort
quired capabilities and develops solutions in terms of Monroe, Virginia.
DTLOMS. The materiel developer and combat de- b. Depth and Simultaneous Attack; Fort Sill,
veloper translate the requirements for materiel sys- Oklahoma.
tems. c. Mounted Battlespace; Fort Knox, Kentucky.
1-24. Manpower allocation and distribution proc- d. Dismounted Battlespace; Fort Benning, Geor-
ess gia.
Based on priorities and valid authorizations, person- e. Battle Command; Fort Leavenworth, Kansas;
nel are acquired, trained, and distributed to units. Fort Huachuca, Arizona; Fort Gordon, Georgia.
f. Combat Service Support; Fort Lee, Virginia.
1-25. Materiel allocation and distribution process
g. Maneuver Support; Fort Leonard Wood,
Based on priorities and valid authorizations, materiel Missouri.
(acquired through the RDA process) is allocated and
distributed to units. h. Air Maneuver; Fort Rucker, Alabama.
1-12
FM 100-11, Force Integration
Chapter 2
How the Army Intends to Fight
c. The role of technology. Doctrine will develop
Section I: an understanding of the technological potential of the
Introduction age and its effects on methods of Army operations.
2-1. Doctrine Doctrine seeks to be sufficiently broad and forward
The Army fights according to doctrine derived from looking to rapidly accommodate major technological
a hierarchy of concepts. Doctrine is the Army’s col- opportunities to give soldiers a battlefield advantage.
lective view of how it intends to fight; it provides a Resources and force dispositions— themselves re-
basis for change. It gives the Army a common lan- flective of strategy—also contribute to the develop-
guage and purpose and serves to unite the actions of ment of doctrine.
many diverse elements into a team effort. Doctrine d. The role of the threat. Doctrine seeks to meet
also influences the development of organizations and the challenges of the uncertain threat facing the
weapon systems by establishing potential functions Army by providing guidance to deal with a range of
and limits of employment. threats. It reflects the strategic context in which
Army forces will operate and incorporates the wis-
2-2. Force projection dom of the Army’s collective leadership in estab-
Power projection is central to U.S. national strategy. lishing a guide to action in war and OOTW.
The Army contributes to this strategy as part of a e. Doctrinal specificity. Doctrine provides a
joint force through force projection. Army compo- framework to foster initiative and freedom of action,
nents of joint forces must have the capability to creativity, and independent decisions. Doctrine and
alert, mobilize, deploy, and conduct operations rap- supporting tactics, techniques, and procedures
idly anywhere in the world. Force projection applies (TTP) should only limit the commander’s freedom of
to the total Army within and outside CONUS. Army action to the extent necessary to ensure the applica-
organizations are designated forward presence, crisis tion of doctrinal consistency, compliance, and sound
response, initial reinforcement, follow-on reinforce- application of risk assessment and management
ment, and reconstitution forces. techniques.
Section II: f. Applicability. Doctrine is authoritative but re-
The Role and Development of Doctrine quires judgment in application. It is a statement of
principles on “how to think,” not “what to think.”
2-3. The role of doctrine While sufficiently definitive to guide specific opera-
a. Doctrinal Principles. Doctrine represents the tions, it must remain adaptable to address diverse
fundamental principles by which military forces and varied situations worldwide.
guide their actions in support of national objectives. g. Scope. Capstone manuals and principal pro-
It is the statement of how the Army fights cam- ponent manuals focus on doctrine. All other doc-
paigns, major operations, battles, and engagements; trinal literature emphasizes TTP.
influences events in operations other than war (1) Tactics describe the application of doc-
(OOTW), and deters actions detrimental to national trinal principles. Tactics portray how units operate
interests. The intent is to ensure the availability of a successfully. Techniques and procedures provide
force capable of decisive victory anywhere in the methods to perform assigned missions and functions;
world. they ensure uniformity of action between organiza-
b. Joint and combined operations. Army war- tions and relate to current organizations and equip-
fighting doctrine reflects the nature of modern war- ment.
fare. Guided by strategic policy, it applies the prin- (2) Additionally, organizations develop tacti-
ciples of war, the Army’s basic tenets, and combat cal standing operating procedures (TSOP) to stan-
power dynamics to current and future battlefields. It dardize tasks and functions supporting tactical op-
is inherently a joint doctrine that recognizes the erations for like units focused on organizations,
teamwork required of all the services and by allies. It equipment, reports, support, and command and con-
considers the extension of the battlefield in time, trol. Standard procedures apply unless modified
space, and purpose through all available resources based on the commander’s assessment of mission,
and campaign design. In land warfare, ground force enemy, terrain, troops, and time available
units, in coordination with members of a joint and/or (METT-T).
combined team, are the decisive means to the strate-
gic ends.
2-1
FM 100-11, Force Integration
2-2
FM 100-11, Force Integration
influence world events through diplomatic actions the battlefield depends on its ability to operate in
that routinely occur between nations. For the Army, accordance with five basic tenets: initiative, agility,
typical peacetime operations include counter drug, depth, synchronization, and versatility.
disaster relief, civil support, peace building and na-
tion assistance. Conflict is characterized by hostili- 2-10. The combined arms concept
ties to secure strategic objectives. During conflict, The Army employs three general types of combat
the goal is to deter war and resolve hostilities on forces: heavy, light, and Special Operations Forces
terms favorable to the United States. Military op- (SOF). Army forces fight as combined arms teams.
erations during conflict are combat or noncombat. The combined arms team strives to conduct fully
Strikes and raids, peace enforcement, support to in- integrated operations within available time, space,
surgency, antiterrorism, peacekeeping, and noncom- and resources.
batant evacuation operations are examples.
2-11. Rules of engagement
2-8. The levels of war As a disciplined force subordinate to political
Basic to the Army’s doctrine is an appreciation of authority, the Army conducts warfare according to
the levels of war--doctrinal perspectives that define established rules of engagement (ROE) and interna-
the wide range of operations and links tactical ac- tional laws. The Army expects all of its units to fight
tions and strategic objectives. The levels of war are within constraints specified by higher authority.
defined more by the result of their outcome than they Army forces apply the combat power necessary to
are by the echelon of involvement—normally, the ensure victory, but are careful to limit unnecessary
higher the echelon the higher the level of war. There death and destruction. Military necessity justifies
are no limits or boundaries between the strategic, objectives attained through appropriate and disci-
operational, and tactical levels. These levels apply plined use of force.
not only to war, but also to OOTW:
a. The strategic level is both worldwide and re- 2-12. The dynamics and functions of combat
gionally oriented. Strategy concerns itself with na- power
tional, alliance, or coalition objectives. The theater Four primary elements—maneuver, firepower, pro-
commander has both a theater strategy and cam- tection, and leadership—combine to create combat
paign plan that achieve the strategic objective. power and the ability to fight. Winning in battle de-
b. The operational level provides the vital link pends on an understanding of the dynamics of com-
between strategic aims and tactical employment of bat power and their proper integration and synchro-
forces. At the operational level, military forces attain nization to ensure defeat of the enemy. Individual
strategic aims through the design, organization, and combat functions build and sustain combat power.
conduct of subordinate campaigns and major opera- The combat functions consist of the following—
tions. Operational commanders set the terms of bat- a. Intelligence. Gathering and analyzing infor-
tle and exploit the results of battles and engage- mation on the environment of operations and the en-
ments. emy.
c. The tactical level of war concerns the execu- b. Maneuver. Creating the conditions for tactical
tion of operations of immediate consequence to the and operational success through the direct or indirect
forces in contact. On the battlefield, the primary fo- application of combat power.
cus of the tactical commander is on winning battles c. Fire support. Synchronizing fire with maneu-
and engagements. Tactical level commanders depend ver. It includes the coordinated employment of fires
on their higher commanders to move them effectively of armed aircraft, land- and sea-based fire systems,
in and out of battles and engagements. and electronic warfare systems against ground tar-
gets.
2-9. Principles of war and tenets of operations
d. Air defense. Protecting the force from air at-
An understanding of the Army’s doctrinal founda- tack.
tions serves as the basis for operating successfully
across the full range of possible operations. These e. Mobility and survivability. Preserving and
are the principles of war and the tenets of Army op- protecting the force from weapon effects and natural
erations. The nine principles of war provide general occurrences.
guidance for the conduct of war at the strategic, op- f. Logistics. Providing the physical means with
erational, and tactical levels. They are the enduring which the force operates.
bedrock of Army doctrine. The nine principles of g. Battle command. Visualizing friendly and en-
war are: objective, offensive, mass, economy of emy forces in time, space, and purpose and formu-
force, maneuver, unity of command, security, sur- lating concepts of operation to accomplish specified
prise, and simplicity. The Army's success on and off and implied missions.
2-3
FM 100-11, Force Integration
2-4
FM 100-11, Force Integration
Chapter 3
The Reserve Components
Section I:
Introduction CATEGORY RESERVE OF STATUS
3-1. Two components THE ARMY
Chapter 1003, title 10, United States Code (10 SELECTED RESERVE Active
USC), identifies the Army National Guard of the
Ready Reserve INDIVIDUAL READY Active
United States (ARNGUS) and United States Army
RESERVE
Reserve (USAR) as the Reserve Components (RC)
of the Army. The RC, Active Army and civilian INACTIVE ARMY Inactive
workforce comprise the Total Army. NATIONAL GUARD
3-2. The Army National Guard Standby Reserve STANDBY RESERVE Active/
The Army National Guard (ARNG) is the state mi- (USAR only) lnactive
litia, normally controlled by governors of the states Retired Reserve RETIRED RESERVE Retired
and several territories. The ARNG is also a federal (USAR only)
Reserve and reports to the Department of the Army
when Federalized during national emergencies. It
supports both Federal and state governments and Figure 3-1 . Categories of the Army Reserve
deploys as a state or Federally activated force to (1) The Selected Reserve. The Selected Re-
ensure domestic tranquility. serve consists of Ready Reserve units and individu-
3-3. The U.S. Army Reserve als designated by the Army and approved by the
Chairman, Joint Chiefs of Staff, as so essential to
The USAR is a major element under the Department initial wartime missions that they have priority over
of the Army. Public law limits the domestic role of all other Reserves (10 USC 10143). All Selected
the USAR and Active Army. Reserves are in an active status.
Section II: (a) Selected Reserve units. Units
Reserve Component Structure manned and equipped to serve and/or train either as
operational or augmentation units. Operational units
3-4. RC statutory foundation train and serve as units; augmentation units train
a. Section 10102, 10 USC, identifies the RC together but lose unit identity when mobilized. Se-
purpose to provide trained units and qualified per- lected Reserve units include—
sons available for active duty in time of war, na- • Drilling unit Reservists. Unit members who
tional emergency, or as national security requires. participate in unit training activities on a
Legal provisions specific to the ARNG are in title part-time basis.
32, United States Code (32 USC). • Full-time Reserve unit support personnel.
b. The RC role has expanded from wartime National Guard and Army Reserve members
augmentation to an integral part of the Total Army of the Selected Reserve ordered to active
force. Today’s Army requires the RC to meet any duty (Active Guard Reserve (AGR)) for the
major contingency. purpose of organizing, administering, re-
cruiting, instructing, or training Reserve
3-5. RC composition component units. AGR soldiers must be as-
The RC includes the Ready Reserve, the Standby signed against an authorized mobilization
Reserve, and the Retired Reserve. Figure 3-1 sum- position in the unit they support.
marizes the categories of the Army Reserve. (b) Individual Mobilization Augmen-
a. The Ready Reserve. The Ready Reserve con- tees. Trained USAR individuals preassigned to an
sists of military members of the National Guard and Active Army, Selective Service System or Federal
the Army Reserve, organized in units, or as indi- Emergency Management Agency (FEMA) billet that
viduals, liable for recall to active duty to augment requires fill on or shortly after mobilization. Individ-
the Active Army in time of war or national emer- ual Mobilization Augmentees (IMA) participate in
gency. The Ready Reserve is the Selected Reserve, training activities on a part-time basis (12 days an-
Individual Ready Reserve and the Inactive National nually) with an Active Army unit in preparation for
Guard. mobilization recall.
3-1
FM 100-11, Force Integration
(c) Training pipeline (non-deployable). (5) Inactive Standby Reserve soldiers retain
Enlisted members who have not yet completed initial their Reserve affiliation in a nonparticipating status
active duty for training (IADT) and officers attend- but are ineligible to train for points, pay or promo-
ing professional category or undergraduate flying tion.
training. c. The Retired Reserve. The Retired Reserve
(2) The Individual Ready Reserve (IRR) consists of soldiers retired based on active and/or
(USAR only). The IRR consists of Ready Reservists Reserve Federal service or medically retired. Those
not in the Selected Reserve. who complete 20 or more years active duty (Regular
(a) Annual training (AT) Control or Reserve) are eligible for voluntary active duty
Group. IRR soldiers with a training obligation. They recall when required by the Secretary of the Army.
are not normally assigned to USAR units and take They are subject to involuntary active duty recall
part in AT when directed by the Army Reserve Per- when in the interest of national defense.
sonnel Center (ARPERCEN).
Section III:
(b) Reinforcement Control Group. All Reserve Component Management
IRR soldiers not assigned to another control group. Structure
Both obligated and non-obligated officers are eligi-
ble for assignment to a USAR unit or an IMA posi- 3-6. Congress and the Department of Defense
tion. Non-obligated officers who decline assignment a. As with the Active Army, Congress, OSD,
risk being removed from active status. and DA enact laws and policies that affect the
(c) Officer Active Duty Obligator Con- ARNG and USAR. The Senate Armed Services
trol Group. Active duty officers, appointed in the Committee (SASC) and the House National Security
USAR, who do not begin active duty at the time of Committee (HNSC) prepare the Defense Authoriza-
appointment. tion Act that addresses strength authorizations and
(d) Dual Component Control Group. other matters concerning the ARNG and USAR. The
Regular Army enlisted soldiers or warrant officers Defense subcommittees of the House and Senate
who hold Army Reserve commissions. Appropriations Committees prepare the appropria-
tions acts that authorize funding.
(3) The InActive Army National Guard
(ING). ING personnel are in inactive status in the b. The Office of the Assistant Secretary of De-
Ready Reserve and attached to a specific National fense (Reserve Affairs) (ASD(RA)) has overall re-
Guard unit. ING members muster annually with sponsibility for the RC at OSD level. The principal
their assigned unit, but do not participate in training policy adviser to the Secretary of Defense on RC
activities. On mobilization, ING members mobilize matters is the Reserve Forces Policy Board (RFPB)
with their units. which acts through the ASD(RA). The RFPB in-
cludes a civilian chairman, an RC general officer as
b. The Standby Reserve. board executive officer, the Assistant Secretaries
(1) The Standby Reserve consists of person- (Manpower and Reserve Affairs) of each Service,
nel who maintain their military affiliation without Guard and Reserve general officers, and one active
being in the Ready Reserve, are designated key ci- duty general or flag officer from each military de-
vilian employees, or have a temporary hardship or partment. The RFPB submits an Annual Report to
disability. the President and Congress on the Status of the RC
(2) The Standby Reserve is a pool of trained as required by statute. That report normally reviews
individuals available to fill manpower needs in spe- the progress made by DOD and the Services in im-
cific skills. These individuals are not assigned to proving the readiness of the RC. It also identifies
units and have no training requirement. areas where the Board concludes further improve-
ments are necessary to make the Reserve Forces
(3) The Standby Reserve are subject to in- more effective.
voluntarily mobilization for the duration plus six
months during war or national emergency declared 3-7. U.S. Army Reserve Component controls
by Congress, or when otherwise authorized by law, a. Within the DA, the Office of the Assistant
provided the Secretary of the Army, with the ap- Secretary of the Army (Manpower and Reserve Af-
proval of the Secretary of Defense, determines there fairs) (ASA(M&RA)) has overall responsibility for
are insufficient qualified, readily available Ready RC matters.
Reservist or ING. b. The Army Reserve Forces Policy Committee
(4) Active Standby Reserve soldiers are eli- (ARFPC) reviews and comments to the Secretary of
gible for inactive duty training (IDT) without pay or the Army and Chief of Staff, Army (CSA) on major
travel allowances. However, they are eligible for policy matters directly affecting the RC and mobili-
retirement points, promotion credit, or both. zation preparedness of the Army. The Secretary of
3-2
FM 100-11, Force Integration
the Army appoints the committee members com- official is recognized by federal law. TAGs manage
prising five Active Army general officers from the federal resources to build combat-ready units. Their
Army Staff, five ARNG general officers, and five management staffs include both state and federal
USAR general officers. The Secretary also appoints employees. ARNG commanders lead their units in
five alternate members from the ARNG and USAR. training during peacetime. A State Area Command
The committee selects a chairman to serve a (STARC) commands and controls ARNG units
two-year term from among the RC members. The during premobilization through arrival at the mobili-
Director of the Army Staff serves as adviser to the zation station and performs movement control func-
committee. tions for all armed services and components during
mobilization. STARCs provide family support func-
c. The Reserve Component Coordination tions for mobilized Reserve soldiers.
Council (RCCC) reviews progress on RC readiness b. Federal control. At the federal level, the Na-
improvements, ascertains issues and coordinates tional Guard Bureau (NGB) is a joint bureau of the
tasking those issues to the Army Staff, and reviews Departments of the Army and Air Force. It provides
the progress of staff efforts. The Vice Chief of Staff, a peacetime channel of communications among the
Army (VCSA) chairs the RCCC and membership Departments of the Army, Air Force, and National
includes the Deputy ASA(M&RA), Director of the Guard as established by 10 USC 3040. It is both a
Army National Guard, FORSCOM Chief of Staff, staff and an operating agency.
and selected general officers from the Army Staff, (1) The staff function of the NGB is to for-
Chief of the National Guard Bureau and the Army mulate and administer a program for the develop-
Reserve. ment and maintenance of National Guard units in
3-8. Army National Guard accordance with Army and Air Force policies. As an
a. State control. State governors command their operating agency, the NGB deals directly with state
respective ARNG until federalized. Governors exer- governors and TAGs. Figure 3-2 depicts the Na-
cise state command and control through The Adju- tional Guard management structure.
tant General (TAG), whose authority as a state
SECRETARY OF DEFENSE
STATE GOVERNORS
ADJUTANTS GENERAL
3-3
FM 100-11, Force Integration
through the respective Chiefs of Staff and is their support system for the states and, upon mobilization
principal adviser on National Guard affairs. The of a supported unit, provides support necessary for
CNGB has no command authority; cooperation is the transition to active duty status. The USPFO is a
facilitated through control of funds, end strength, federal contracting officer and responsible for fed-
equipment, and force structure programs, and by eral procurement activities within the state. The
authority to develop and publish regulations per- USPFO is also the transportation officer responsible
taining to the ARNG when not federally mobilized. for mobilization planning and transportation of
(3) The CNGB is also the appropriations di- ARNG personnel, technicians, supplies, and equip-
rector of six appropriations by law: three ARNG ment. Finally, the USPFO is a payroll certifying of-
and three Air National Guard appropriations (pay ficer who certifies the accuracy of Federal payrolls.
and allowance, operations and maintenance, and 3-9. U.S. Army Reserve
construction). He exercises administrative control a. USAR management structure. The Army
through the Vice Chief, NGB (a major general of the management structure for the USAR is at Figure
opposite service of the CNGB) to the Directors of 3-4. The Office of the Chief, Army Reserve (OCAR)
the ARNG and Air National Guard. provides direction for USAR planning to provide
(4) The Director of the Army National Guard trained units and individuals to support Army mobi-
(DARNG) administers allocated resources to sup- lization plans. Figure 3-5 shows the organization of
port ARNG force structure, personnel, facilities, the OCAR. The Chief, Army Reserve (CAR) is ap-
training, and equipment, and to provide combat- pointed by the President, with the advice and consent
ready units. In support of the Federal mission, the of the Senate, and holds the rank of major general in
DARNG also formulates the ARNG long-range the Army Reserve. The CAR also functions as the
plan, program, and budget for submission to the FORSCOM Deputy Commanding General for Re-
Army Staff. The DARNG organization is at Figure serve Affairs and commands the U.S. Army Reserve
3-3. Command (USARC).
b. The USAR command. USARC commands all
DIRECTOR USAR troop program units (TPU) in CONUS and
Puerto Rico. The Commanding General,
RESEARCH AND
FORSCOM, commands the USARC and is respon-
sible for organizing, equipping, stationing, training,
STAFF SUPPORT and maintaining combat readiness of assigned units.
An exception to this arrangement in CONUS is that
DEPUTY USAR SOF are commanded by the Commander,
DIRECTOR USASOC. The Commanding General, U.S. Army
Pacific (USARPAC), commands all assigned USAR
• Comptroller Directorate
TPUs and assists in training Hawaii and
• Installation, Logistics and Environmental
Guam-based ARNG units. The Commander in
Chief, U.S. Army Europe, commands all assigned
Resource Directorate
• Operations, Training, and Readiness Directorate
USAR TPUs.
• Force Management Directorate c. USAR organizational structure and missions.
• Aviation and Safety Directorate (1) In CONUS, there are two continental
• Personnel Directorate U.S. Armies (CONUSAs) that command Readiness
• Information Systems Directorate Groups and Senior Army Advisory Groups and co-
ordinate training, operations, mobilization, and de-
Figure 3-3. Director of the Army National ployment (TOM-D) with Army Reserve Regional
Guard (DARNG) Organization Support Commands (RSC) within their geographical
c. Federal funds and property supervision. The regions. RSCs are geographically aligned with the
United States Property and Fiscal Officer (USPFO) Federal Emergency Management Agency (FEMA)
is an Army or Air National Guard officer ordered to regions to facilitate response to domestic emergen-
active duty under 10 USC. The USPFO receives and cies.
accounts for all Federal funds and property and pro- (2) USAR TPUs are assigned to RSCs (in
vides financial and logistical resources for the CONUS), United States Army Reserve Commands
maintenance of Federal property provided to the (ARCOMs (OCONUS)), functional or “go to war”
state. The USPFO furnishes advice and assistance to commands, divisions (institutional training), or divi-
sions (exercise). Engineer commands, theater Army
units within the state to ensure that use of Federal area support commands, corps support commands,
property is in accordance with applicable Depart- and military police commands are examples of func-
ment of the Army directives as implemented by the tional commands.
NGB. The USPFO manages the Federal logistics
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FM 100-11, Force Integration
(3) USAR units consist of combat support cupational specialty (MOS) courses, special courses,
and combat service support units, institutional and U.S. Army Command and General Staff College
training divisions, or exercise divisions. Divisions (USACGSC) courses for Active Army, National
(institutional training) have a mobilization mission to Guard, and USAR soldiers. Upon mobilization, per-
conduct basic training (BT), advanced individual sonnel from these units augment the TRADOC
training (AIT) and one station unit training (OSUT). school system, Army training centers, USAG, or
Divisions (exercise) write and conduct brigade, other activities.
group, battalion, and lower unit Army Training and (5) Civil Affairs (CA) and Psychological Op-
Evaluation Programs (ARTEP), command post ex- erations (PSYOPS) units perform their mission un-
ercises (CPX), and field training exercises (FTX). der the direction of Special Operations Command
(4) Also included in the USAR structure are (SOCOM).
Army garrisons with a mobilization mission of (6) In addition to major USAR organizations,
staffing a post and U.S. Army Reserve Force there are approximately 3,300 company or detach-
(USARF) schools that conduct enlisted military oc- ment-sized units.
CSA
CONUSA
UNITS ARCOM ARCOM
RETIRED STANDBY
READY
RESERVE RESERVE RESERVE
• Selected
USARC Reserve
UNITS UNITS • IRR
• ING
3-5
FM 100-11, Force Integration
3-6
FM 100-11, Force Integration
sequence determines the redistribution of excess b. Military technicians. ARNG and USAR
equipment. Later-deploying units, whether Active technicians provide full-time assistance and support
Army or RC, are provided minimum essential and act as representatives for their commanders
equipment for training. during non-drill periods. Technicians ensure conti-
b. The National Guard and Reserve Equipment nuity in administration, supply, maintenance, and
Appropriation is a special appropriation designated training, and are critical to mobilization prepared-
for the acquisition of equipment by the RCs to im- ness. Both ARNG and USAR technicians are Fed-
prove readiness. Also known as the Dedicated Pro- eral Civil Service employees. The provisions of the
curement Program (DPP), Congress may further Civil Service System apply to Army Reserve techni-
fence these funds for the purchase of specific items cians (ART). The same provisions apply to ARNG
of equipment. DPP funds compliment the Service technicians except as modified by Public Law
appropriations that primarily fund force moderniza- 90-486 (National Guard Technician Act of 1968);
tion, thereby improving training and readiness in the 32 USC 709; and regulations prescribed by the
RC. NGB.
c. Active Guard Reserve. AGR soldiers serve on
Section V: active duty in support of the RCs. Personnel gov-
Reserve Component Assistance erned by 10 USC are available for worldwide as-
3-12. Full time support personnel signment. Personnel governed by 32 USC remain
under control of the state.
Military and civilian positions for full-time support
(FTS) personnel provide assistance in organizing, d. Other Federal Civil Service personnel. Civil
administering, recruiting and retaining, instructing, service employees who are not classified as military
and training RC organizations. They provide skills, technicians.
stability, continuity, and a full-time availability not Section VI:
provided by part-time drilling Reservists. Full-time Summary
personnel support the development and maintenance
of Selected Reserve units and individual readiness. Over half of the Army’s total deployable forces are
The four categories of FTS are— in the ARNG and Army Reserve. The management
a. Active Component. Soldiers assigned directly of these forces is of paramount importance to the
to USAR units who serve exactly as if assigned to total force. The structure for RC management in-
Active Army units. cludes the Congress, DOD, HQDA, states, MA-
COMs, and units. Two key managing agencies at
HQDA are the NGB and OCAR. At MACOM level,
states, FORSCOM, USARC, and CONUS armies
have a leading role in preparing RC forces for mobi-
lization and deployment.
3-7
FM 100-11, Force Integration
Chapter 4
The Force Integration Process
Section I: (1) Incorporate consideration of all input
Introduction factors.
(2) Develop alternatives.
4-1. Change as a factor (3) Provide processes that support decision
Change is an inherent element of how the Army ac- making.
complishes its statutory functions to structure, man, (4) Assure integration of all solution elements.
equip, train, sustain, deploy, station and fund or- (5) Provide output for execution and feedback.
ganizations to produce a measurable output. In
combat, that organizational output consists of op- 4-5. Force management processes
erational objectives achieved. In peacetime, the out- a. Force management is the capstone process
put is the attainment of readiness objectives. which encompasses all processes associated with the
progression from requirements determination
4-2. The force integration challenge through execution of time-phased programs and
a. Force integration is the process that intro- structures. It involves rank ordering of requirements
duces, incorporates, and sustains approved organ- and the resources applied to these requirements. To
izational, doctrinal, and materiel change. It considers accomplish Army missions and functions within re-
the implications of change on organizations as they source constraints, force management allocates re-
progress to a higher level of capability. sources and assesses their utilization.
b. The imperative for organizations to remain b. Force management includes several develop-
viable in an environment of change is to understand mental processes as shown in Figure 4-1.
and manage change. This is the challenge of force (1) Combat development. This is the process
integration. of determining requirements for doctrine, training (to
include leader development), organizations, and ma-
Section II: teriel. It also includes the processes by which or-
Management of Change ganizational requirements are translated into organ-
4-3. Organizational change izational models.
a. Management of change is a fundamental ac- (2) Doctrine development. This process
tivity among people, organizations, or nations since translates requirements for doctrine into publications
relationships do not remain constant over time. The that prescribe doctrine, tactics, techniques, and pro-
foundations of change that affect Army organiza- cedures.
tions can be external or internal to the force. (3) Training development. This process
b. History shows that organizations must change translates requirements for training and leader de-
with their environment to function successfully and velopment into programs, methods, or devices.
support their continued existence. This evolution will (4) Materiel development. This process is the
vary with the external pace and magnitude of conception, development, and execution of solutions
change, the functions affected, and the organizations to materiel requirements identified and initiated
involved. Managing change effectively demands an through the combat development process, translating
understanding of the environment, related processes, equipment requirements into executable programs
and primary influences. within acceptable performance, schedule, and cost
parameters.
4-4. Goals (5) Organization development. This process
a. The Army manages and executes change translates organization requirements into organiza-
through force integration to assure— tional models.
(1) Enhanced effectiveness in war-fighting c. The force development process is an amalga-
capability. mation of materiel and organizational developments;
(2) Balanced capabilities to maintain all core it translates materiel and organizational requirements
competencies. into RDA programs and force structure.
(3) Flexible processes to evolve the force in d. Force management processes ensure the plan-
any direction, consistent with guidance and available ning, development, integration, introduction, incor-
resources. poration, and sustainment necessary to field the op-
b. These goals require that the management and timum force within imposed constraints.
execution of change be structured from a total sys-
tem perspective. This perspective will
4-1
FM 100-11, Force Integration
FORCE MANAGEMENT
DOCTRINE TRAINING
DEVELOPMENT DEVELOPMENT
COMBAT DEVELOPMENT
• DOCTRINE REQUIREMENTS
• TRAINING REQUIREMENTS
• LEADER DEVELOPMENT REQUIREMENTS
• ORGANIZATION REQUIREMENTS
• MATERIEL REQUIREMENTS
ORGANIZATION MATERIEL
DEVELOPMENT DEVELOPMENT
FORCE DEVELOPMENT
4-2
FM 100-11, Force Integration
(2) Allocating personnel and equipment (2) Analyzing RDA programs, initiatives,
authorizations based on established priorities. and alternatives to assist in resource determinations.
(3) Allocating personnel and equipment re- (3) Conducting the necessary planning and
sources to units in integrated packages of defined analyses to ensure RDA programs support moderni-
capability increments. zation and readiness objectives within resource con-
(4) Assessing the operational and organiza- straints.
tional impact of resource options. (4) Developing and executing policies and
(5) Maintaining planned, programmed, procedures for analytical support. This support in-
budgeted, current, and historical troop lists. cludes materiel programs, force development analy-
ses, and related affordability, executability and sup-
(6) Planning, programming, budgeting, di- portability assessments.
recting, monitoring, and evaluating organizational
capabilities. g. Operational testing and evaluations. These
activities ensure organizations and equipment meet
(7) Preparing, justifying, maintaining, and approved operational capabilities when fielded. This
defending organizational and materiel systems man- is achieved through the management and conduct of
agement decision packages (MDEP). all testing and experimentation by
e. Functional management. Associated activi- (1) Developing and executing policies and
ties, such as the Deputy Chiefs of Staff for Person- procedures for user testing and evaluation.
nel and Logistics (DCSPER and DCSLOG), ensure
availability and timeliness of the appropriate mix of (2) Managing, scheduling, resourcing, coor-
resources (structure, personnel, equipment, funds dinating, and executing user testing and evaluation
and facilities) by programs.
(1) Managing resources to ensure capabili- Section III:
ties, organization, personnel and equipment allow- Force Integration
ances, and funds are sustained throughout the unit
life cycle. 4-7. Scope
(2) Managing actions which affect major The scope of force integration includes the functions
units to ensure internal consistency of organization of structuring, manning, equipping, training, sus-
integration actions and providing linkage between taining, deploying, stationing, and funding the force
the resourcing and force programming systems. during the introduction and incorporation of ap-
(3) Managing materiel systems from devel- proved change. It also includes the function of
opment through retirement from the force. Systems measuring force readiness during the sustainment of
integration is directed at ensuring materiel viability change. Force integration synchronizes these func-
and sustainability from the user’s perspective. This tional activities to produce combat-ready organiza-
task ranges from defining operational requirements tions. Force integration is an enabling process of
and operational test and evaluation (OT&E) to force management.
equipment fielding and sustainment. 4-8. Mission
(4) Conducting affordability, executability, a. The mission of force integration is to improve
and supportability assessments for structure, per- war-fighting capabilities with minimum adverse ef-
sonnel, equipment, fiscal resources, facilities, train- fect on readiness during the period of transition.
ing, sustainment, deployability and readiness. Execution of the force integration mission in-
(5) Developing total resource packages for cludes—
systems and organizations over time. (1) Placing new or changed doctrine, organi-
(6) Developing and executing functional poli- zations, and equipment into the Army.
cies and procedures in support of the force integra- (2) Developing strategies for coordinating
tion and force management processes. and integrating the functional and managerial sys-
(7) Monitoring all force integration activities tems that exist in the Army.
to identify functional management requirements. (3) Assessing the impact of decisions on or-
f. Program analysis. These activities support ganizations.
Army planning and programming by b. The force integration mission can also be seen
(1) Providing rationale, and justification. from a functional, temporal, and organizational per-
spective (see Figure 4-2).
4-3
FM 100-11, Force Integration
TECHNOLOGY
4-4
FM 100-11, Force Integration
4-10. The role of operational requirements in command, leadership and management, and re-
force integration sources.
Within the Army, operational requirements establish b. To articulate the nature of change and to as-
the parameters for change management. They in- sess the executability and supportability of change,
clude the following— all factors affecting organizations must be consid-
a. Direction and guidance. NCA, JCS, and de- ered. The definitions of the nine force integration
partmental guidance provide the basis for developing functional areas (FIFA) provide the standard to be
Army plans and conducting operations. achieved in transitioning organizations from one
b. Missions. Missions are based principally on level of capability to a higher level. They prescribe
laws, customs, and directions from higher authority. the correctly structured, equipped, trained, manned,
The Army’s statutory, specified, and implied mis- sustained, deployed, stationed, and funded end state
sions establish the framework within which the to be achieved at the culmination of modernization
Army manages change. as well as the required readiness level.
c. Doctrine. Army doctrine establishes the broad (1) Structuring. An organization is properly
principles for the conduct of military and other sup- structured when the organization, its direct sup-
port operations. As missions, allies, history, and port/general support (DS/GS) structure, and the
technology evolve, the Army reexamines and revali- support infra-structure have accurate requirements
dates or changes its war-fighting doctrine. documents, HQDA-approved authorization docu-
ments on hand, and registered unit identification
d. Organizations. The Army designs its force codes (UIC).
structure to conduct combat operations in conso-
nance with approved doctrine. At any point in time, (2) Manning. An organization is properly
current organizations in the force structure are the manned when the organization, its DS/GS structure,
baseline from which the Army’s evolution must oc- and the support infra-structure have assigned, by
cur. grade and skill, all authorized personnel.
e. Training. The force is structured, equipped, (3) Equipping. An organization is properly
and trained for a given set of missions. Training is a equipped when the organization and its DS/GS
key element in the incorporation and sustainment of structure have the most modern equipment author-
organizational change. ized, to include major end items; associated support
items of equipment (ASIOE); test, measurement, and
f. Current and programmed force programs. diagnostic equipment (TMDE); special tools and test
Force structure changes approved in the defense equipment (STTE); maintenance floats; and all
budget and POM establish the parameters for future authorized common table of allowances (CTA)
activities. items.
g. DOD, HQDA, and MACOM priorities. Pri- (4) Training. An organization is properly
orities established by these elements can limit the trained when the organization and its DS/GS struc-
flexibility available to the Army at large to manage ture have completed all required Army moderniza-
change within specific timelines. tion training (AMT) to include NET, DTT and
h. Resources. A key determinant for managing NOT, and have been evaluated and meet ARTEP
change is resource allocation, directly effecting standards. All authorized organizational training
changes in program execution. support material and training devices must be in unit
Section IV: hands and all institutional training courses and
Foundations of Force Integration training systems, training ammunition, and training
facilities must be available. All doctrinal publica-
4-11. The Army Organizational Life Cycle Model tions must be on hand.
a. Force integration is a multidisciplinary, cap- (5) Sustaining. An organization can be prop-
stone process that examines, validates, modifies, and erly sustained when all authorized organization-level
monitors all aspects of change. It results from ac- combat support and combat service support person-
tivities within functions or functional groupings de- nel are assigned and all support equipment, facilities,
signed to increase operational capability at the or- spares, and supplies are on hand. The DS/GS
ganization level. The AOLCM provides a construct structure and any support infrastructure must be
for explanation and examination of the overall proc- structured, equipped, trained, manned, sustained,
ess. No function of the model can be viewed as a stationed, and funded to sustain the supported or-
discrete entity because no single function can be ac- ganization. All support publications must be on hand
complished without reference to, or effect on other and the organizations must have valid Department of
functions. The AOLCM is depicted in Figure 4-3, Defense activity address codes (DODAAC).
with the eight functions supported and influenced by
4-5
FM 100-11, Force Integration
4-6
FM 100-11, Force Integration
4-7
FM 100-11, Force Integration
4-8
FM 100-11, Force Integration
Chapter 5
Organization Management
Staff is responsible for force management. The
Section I: DCSOPS, HQDA is responsible for Army-wide
Introduction execution of force management .
5-1. Organizational integration c. Army MACOMs and component commands.
The Army manages organizations through organiza- Force management staffs of MACOMs and Army
tional integration. Organizational integration focuses component commands plan, program, and develop
on user organizations in the process of introducing, their portion of the total force from the perspective
incorporating, and sustaining new structure, equip- of their command’s specific operational require-
ment, and doctrine into the Army. Organizational ments. They also develop the force structure options
integration manages the documentation, resourcing, , guidance, and information necessary to ensure ef-
fielding and sustainment of assigned organizations fective execution of the force integration process
as integrated packages, assuring doctrinally aligned within subordinate organizations.
capabilities within resource constraints. Organiza- d. Below MACOM level. Force management
tion integration focuses on increasing force capabil- staffs at corps, division, and installation perform the
ity while managing the organizational changes force integration mission at their level. Actual exe-
through prioritization of resources, management of cution of organizational activations, conversions,
information, synchronization of activities and as- and reorganizations is accomplished by the parent
sessment of capabilities. organization of affected units.
5-2. Management structure, objectives and execu- 5-4. Implementation considerations
tion Implementation may occur as a result of planned,
The management of functionally similar organiza- programmed, and documented organizational change
tions and major units composed of functionally dis- or in support of unit deployments into combat or
similar subordinate elements requires structure, ob- OOTW. In either case, organizations activated, con-
jectives, and execution at HQDA, Army component verted, or reorganized must be structured, manned,
command, MACOM, corps, division, and installa- equipped, trained, sustained, deployed, stationed,
tion levels. This chapter discusses functional respon- and funded to function as part of the Army compo-
sibilities at each of these levels. It also addresses nent of a joint task force or unified command. Re-
organizational structure, integration, and assess- serve Component organizations that round-up,
ments as management tools for cyclic reviews and round-out, or enhance Active Component forces
decision support for changes in Army organizational must also be capable of being sustained by the Ac-
structure, materiel, and doctrine. tive Component’s parent organization.
Section II: Section III:
Organization Management Structure Organizational Integration
5-3. Levels of control 5-5. Objective and scope
a. The National level. The executive and legis- Organizational integration is a tool of change man-
lative branches of government, to include the DOD, agement that focuses Army management actions on
affect force management processes. These agencies organizations to ensure orderly introduction, incor-
define and resource force structure and approve poration, and sustainment of new structure, equip-
materiel acquisition programs. Such involvement ment, and doctrine into the total Army.
frequently determines if individual Service planning a. The objective of organizational integration is
and programming can be executed or must be to manage the combined impact of Army functional
changed. Therefore, the Army must plan and pro- systems on organizations to ensure the right mix of
gram the force in detail and retain sufficient flexibil- resources (structure, people, equipment, dollars, fa-
ity for modifications and adjustments. cilities) is available to support a planned activity for
b. Department of the Army level. HQDA is re- an organization. Increasing capabilities within re-
sponsible for prioritizing assets, determining re- source constraints.
quirements and establishing authorizations for peo- b. Execution of organizational integration in the
ple and materiel. The Army Staff (ARSTAF) plans, near-, mid-, and far-terms involves—
programs, and develops the force. It develops pro-
jections for required force capabilities to accomplish (1) Recommending priorities. Organizations
Army missions and functions. The Vice Chief of must be considered in their totality when determining
priorities for managing change while accounting for
5-1
FM 100-11, Force Integration
total force war-fighting requirements during the (5) Assessing capability. Affordability, sup-
planning and execution phases. portability, and executability must be assessed prior
(2) Managing information. Information that to and incident to activations, conversions, reorgani-
is routinely conveyed vertically through functional or zations, strength changes, or authorized level of or-
branch “stovepipes” must be shared horizontally ganization (ALO) changes ensuring total organiza-
across the force management spectrum. Force man- tional integration.
agement staffs must ensure that echelon-specific
information is integrated and analyzed. All available 5-6. Organization integration team
information must be focused on an organizational a. Organizational integration (OI) is the doctrine
perspective. of change management that focuses actions on or-
(3) Synchronizing activities. Sequencing ganizations to ensure the orderly introduction, incor-
events in time is involved in virtually all force man- poration and sustainment of new structure and new
agement activities. Change requires multifunctional materiel systems to increase force capability. Force
support from all organizational echelons down to the management, planning, and execution may be ac-
specific, affected and supporting unit(s). Responsi- complished by several management solutions.
bilities, milestones, and decision points must be es- b. The OI team (Figure 5-1) is a task-organized
tablished to achieve operational requirements. The group of organization managers, functional area
definitive critical path of an action allows command- proponents and special interest proponents responsi-
ers to synchronize the total integration function. ble for management of organizational change that
(4) Monitoring execution. Routine functional provides the proper staff synergism for the manage-
staff supervision of force management activities en- ment of change.
ables adjustments and deconfliction of actions, and c. Execution of the force management process
provides necessary updates of schedules. depends on the synchronized efforts of organiza-
tional and functional management and special inter-
ests. Special interests are represented by external
agencies whose activities affect or are affected by
the specific actions.
ORGANIZATION INTEGRATOR
•
FORCE INTEGRATOR • • SYSTEMS INTEGRATOR
ORGANIZATION
COMMAND MANAGER • •
MANAGEMENT
DOCUMENT INTEGRATOR
REPRESENTATION
STRUCTURING • • STATIONING
EQUIPPING • FUNCTIONAL • FUNDING
MANNING • MANAGEMENT • DEPLOYING
TRAINING • REPRESENTATION • READINESS
SUSTAINING •
TRADOC SYSTEM • • RESERVE COMPONENTS
MANAGER SPECIAL • DA SYSTEM COORDINATOR
PROGRAM/PROJECT/ • •
INTEREST
INSTALLATIONS MANAGER
REPRESENTATION
PRODUCT MANAGERS
•
COMMAND
REPRESENTATIVE
5-2
FM 100-11, Force Integration
d. Functional management is represented by ment, doctrine, structure, and capability changes into
command or staff proponents of each force integra- major organizations.
tion functional area. Functional area proponents (f) Ensures validity of operating system
manage organizations and/or materiel systems based databases.
on function or branch. The challenge is to incorpo-
rate organization or system changes, normally ac- (g) Reviews requirements and authori-
complished within the vacuum of a stovepipe struc- zation documents.
ture and therefore divorced from the force manage- (h) Assesses the impact of new doctrine,
ment staff, into the total force management effort. structure, manning, equipment, and facilities on
Functional representatives include, but are not lim- major units. This includes strategic policy, training,
ited to, the following: mobilization, deployment, sustainment, redeploy-
(1) Personnel Systems Staff Officer ment, demobilization, and resource strategies.
(PERSSO) for the manning function. (2) Organization Integrator. The Organiza-
(2) DA Logistics Systems Officer (DALSO) tion Integrator (OI) represents organization interests
for the equipping function. of functionally similar organizations and integrates
management of all aspects of structuring, equipping,
(3) Assistant Chief of Staff for Installation manning, training, sustaining, deploying, stationing,
Management (ACSIM) representative for the sta- and funding. The OI represents all organizations in a
tioning function. specific standard requirements code (SRC) or spe-
e. Staff points of contact (POC) contribute cific type organizations within a branch. The OI also
functional expertise to force management without organizes and synchronizes OI team activities. The
assuming staff proponency. OI—
f. Coordination of force integration actions is (a) Assesses the ability of the functional
accomplished by the OI team. The team’s structure systems to provide personnel, materiel, and facilities
depends on the task and organization(s) affected, to for organizations.
include representation from organizational and func- (b) Recommends priorities for allocation
tional management personnel. Special interests, to of personnel, materiel, and facilities to organizations
include affected organizations, should be repre- as integrated packages.
sented. The OI team uses information available in
existing Army information systems to assess af- (c) Assesses the impact on readiness as
fordability, supportability and executability of a result of personnel, training, equipment, facilities,
planned and programmed activities. If problems ap- doctrine, or structure changes.
pear in information systems or the validity of plans, (d) Reviews distribution plans and de-
the OI team identifies the issue and assesses the im- termines impacts on organizations. Assesses impact
pact by functional area. Action is taken to correct of new capabilities on organization structure, doc-
the problems at the lowest manageable level. The trine, or resources.
functions of each member of the OI team are as fol- (e) Reviews, coordinates ARSTAF re-
lows: view, and recommends final ARSTAF position to
(1) Force Integrator. The Force Integrator the Director, Force Programs, ODCSOPS, on all
(FI) represents organization interests of functionally organization requirements documents (tables of or-
dissimilar organizations grouped into brigades, ganization and equipment (TOE), basis-of-issue
regiments, divisions, and corps. The FI— plans (BOIP), and manpower requirements criteria
(a) Assesses the ability of functional (MARC) studies).
systems to provide personnel, equipment, facilities, (f) Coordinates authorization docu-
and fiscal resources for major units. ments. Maintains the documentation audit trail on all
(b) Develops, maintains, and defends additions, deletions, and other changes to organiza-
organizational MDEPs for major organizations. tion authorization documents.
(c) Develops, assesses, and makes rec- (g) Develops, maintains, and defends
ommendations for alternative use of resources for organizational MDEPs for organizations.
establishing and maintaining major organizations to (h) Ensures validity of operating system
support a war-fighting CINC and other MACOMs. databases, such as the Structure and Manpower Al-
(d) Acts as the link between resource location System (SAMAS).
allocators and OIs. (3) Command Manager (Force Structure).
(e) Evaluates and analyzes the total im- The Command Manager (Force Structure) (CM
pact of incorporating personnel, facilities, equip- (FS)) represents the organizational interests of a
MACOM, manages its tables of distribution and
allowance (TDA), and serves as the modification
5-3
FM 100-11, Force Integration
TOE (MTOE) OI and FI for that MACOM. The (c) Produces manpower resource guid-
CM (FS)— ance for MACOM Program Budget Guidance
(a) Acts as POC for command plans (PBG).
and concept plans. (d) Manages command force structure
(b) Maintains the documentation audit allowances.
trail on all additions, deletions, and other changes to g. Figure 5-2 illustrates the different responsi-
unit MTOEs and TDAs. bilities of the OI, FI, and CM (FS).
zz z
ORGANIZATION INTEGRATOR (OI) BATTALION COMPANY
XXX XX
FORCE INTEGRATORS (FI) CORPS DIVISION
X zzz
SEP BDE ACR
5-4
FM 100-11, Force Integration
the manpower controls as specified by OSD. The (c) Organization integration, including
CM (PBG) represents the Army’s budget interests of organizational assessments, force structure review
functionally dissimilar organizations grouped into and analysis, and authorization document review
the various MACOMs. The CM (PBG)— process.
(a) Manages the manpower database of
record by MACOM, at UIC, MDEP, and Army Section IV:
management structure code (AMSCO) level of de- Assessments
tail, by fiscal year, by category (military and civil- 5-7. Force Validation Committee
ian) for each budget cycle. a. Organizational assessments are management
(b) Maintains the Army’s only detailed forums for identifying and resolving issues that in-
audit trail for manpower. hibit execution of short-term organizational change
(c) Interfaces with all ARSTAF agen- (activations, conversions, strength changes, ALO
cies and MACOMs during each budget cycle. changes, and reorganizations) occurring in the
(d) Produces the manpower addendum budget year and the first year of the POM.
to the PBG at the conclusion of each PPBES event. b. The Force Validation Committee (FVC) is a
(e) Manages and maintains the Army’s HQDA forum that meets on a schedule directed by
controlled accounts. the DCSOPS to review force management actions.
The FVC reviews the upcoming 24 months, for all
(7) Army component commands and MA- components, for all SRCs and UICs undergoing or-
COMs. Force management staffs at these echelons ganizational change. The FVC reviews all aspects of
manage the planning and execution of the force inte- manning, equipping, funding, training, and station-
gration mission through— ing to ensure that the organizations attain a readiness
(a) Document integration, including category of level C-3 or better upon activation or
authorization document (MTOE) review, TDA de- conversion. (See Chapter 13 for a discussion of
velopment, and database management. readiness categories.)
(b) Systems integration, including, re- c. Organizational assessments support the force
quirements and authorization document review, the management mission of increasing war-fighting ca-
materiel fielding plan (MFP) process, new equip- pability by providing credible information in support
ment training plan (NETP) review, and facilities of decision making. This should occur with mini-
support annex review. mum adverse effect on readiness as organizations
(c) Organization integration, including transition to new structure, materiel, and doctrine, or
the organizational assessment process, review of a combination of any of these. The assessment proc-
requirements and authorization documents, and doc- ess uses the force integration functional areas to fo-
trine review. cus on total organizations; that is, the organization
undergoing change and all other DS, GS,
(d) Force structure management, in- round-up/round-out, and sister service organizations
cluding TDA document management, the Master affected. The organizational assessment methodol-
Force (MFORCE), and end strength management. ogy may be employed to support “call forward” de-
(e) Force planning, including the total cisions or validation of programmed force structure
Army analysis (TAA) process, command plan actions.
(CPLAN) process, force reduction planning and d. Comments from subordinate commands, as
monitoring, and concept plan (CONPLAN) well as studies and analyses (such as, system pro-
development. gram reviews) peculiar to a specific functional area,
(f) Readiness management, including may be used to develop issues to focus the assess-
Status of Resource and Training System (SORTS) ment process. Issues are identified, coordinated, and,
input and the unit status reporting (USR) process. if possible, resolved throughout the assessment proc-
(8) Corps, division, regiment, separate bri- ess. Unresolved issues are briefed during the conduct
gade, and installation. Force management staffs at of formal assessment presentations.
these levels manage force integration through—
5-8. Functional area assessments
(a) Force structure management, in-
cluding authorization document (MTOE) and a. Functional area assessments (FAA) are inten-
MFORCE management, USR monitoring, and force sive management forums that allow the Army lead-
structure review and analysis. ership to identify and resolve issues that prevent or
inhibit the execution of near- and mid-term plans and
(b) Systems integration, including action programs. FAAs examine the impacts of moderniz-
plan development, distribution plan reviews, and ing the Army, by functional area.
facilities review.
5-5
FM 100-11, Force Integration
5-6
FM 100-11, Force Integration
Chapter 6
Structuring the Force
source requirements are prioritized through alloca-
Section I: tion of resources in the PPBS.
Introduction
6-6. DOD Planning, Programming, and Budget-
6-1. Basis for force requirements ing System
Force development is initiated by determining battle- a. The DOD PPBS begins with the NMS, which
field requirements. Minimum mission-essential war- starts the planning phase and serves as the basis for
time requirements for the conduct and sustainment the DPG. PPBS, the DOD resource allocation sys-
of combat operations are the basis for Army organ- tem, focuses on the acquisition of resources neces-
izational designs and force structure requirements. sary to organize the forces required to execute the
6-2. Resourcing requirements strategy in the DPG.
The development of force structure to accomplish b. The POM force is developed based on re-
Army missions and functions includes the active and sources projected to be available. Using the major
Reserve Components and aims at a balanced mix of combat forces in the Army fiscally constrained
organizations. Authorizations for required personnel force, extensive analysis determines the comple-
and equipment are constrained by available re- mentary combat, combat support, and combat serv-
sources (manpower, equipment and dollars) provided ice support force structure. In the force structuring
through the Army’s PPBES. Documentation of these process, the major combat forces, referred to as
authorizations culminates the process of structuring “above-the-line” forces (divisions, brigades, regi-
the force. ments and groups), are directed by the DPG.
“Below-the-line” forces, which are echelon above
6-3. Balancing resources and requirements division/echelon above corps (EAD/EAC) combat,
Force managers who structure the force through the combat support, and combat service support force
POM consider the best application of resources to structure, are derived from TAA.
achieve desired results. They allocate available re-
sources to the Active and Reserve Components, the
Federal Civil Service work force and consider force Force Sizing
structure offsets from sister services or other na-
tional assets.
CJCS FISCALLY 10 DIVS
Section II: CONSTRAINED FORCE
Source Documentation
ARMY FISCALLY
6-4. Joint Strategic Planning System CONSTRAINED FORCE
The Joint Strategic Planning System (JSPS) includes
an identification and evaluation of the threat. It pro- POM FORCE
vides the basis for formulating strategy and resource BUDGET FORCE
needs for forces and materiel. Three outputs of JSPS
are the National Military Strategy (NMS), CPR and CURRENT FORCE 10 DIVS
the JSCP. The NMS announces the fiscally con-
strained force as determined by the JCS. The CPR Figure 6-1. Force Sizing
establishes the priority for joint war-fighting capa-
bility. Force sizing (Figure 6-1) translates the NMS c. The POM force is a balance between resource
into the JSCP and optimizes the use of resources to availability reflected in the Army POM, the Army’s
meet the war-fighting CINCs’ operational require- major programming input into the PPBS. Risks as-
ments. sociated with the POM force are addressed in the
CPA.
6-5. Joint Strategic Capabilities Plan
6-7. Joint Operations Planning and Execution
The JSCP translates strategy into taskings and re- System
quires that plans be completed to accomplish mis-
sions within available resources. The JSCP is the JOPES is the final element in the DOD management
JSPS document that starts the deliberate planning system and focuses on operational planning. JOPES
process and is the only formal tie between JSPS and is oriented on the most effective use of the nation’s
the JOPES. As operational plans are developed, re- current military capability against the near-term
threat.
6-1
FM 100-11, Force Integration
6-2
FM 100-11, Force Integration
ends the organizational design process. The design is (4) MARC studies. Variable and standard
then handed off from TRADOC to the Requirements MARC are established through the conduct of stud-
Documentation Directorate (RDD), USAFMSA, a ies that provide a complete explanation of the func-
DA DCSOPS field operating agency, for documen- tion, skills involved, and the methodology employed
tation as a new or revised TOE. to establish the proposed criteria. RDD of
USAFMSA conducts these MARC studies in coor-
6-9. Documentation of requirements in TOE dination with the MOS or functional proponents.
a. Tables of organization and equipment. After they have been coordinated with the propo-
(1) TOE are organizational models which nents for all TOE that will be affected by the new or
state the minimum mission essential wartime re- changed MARC, the studies are reviewed by HQDA
quirements for personnel and equipment needed for staff agencies and approved or disapproved by the
accomplishment of a unit’s doctrinal wartime mis- DA DCSOPS. Approved MARC are then dissemi-
sion. Approved TOE are used in force planning and nated for use in documentation of TOE. MARC are
subsequently in the development of MTOE which reviewed and/or revised at least every three years.
are authorization documents against which person- (5) Personnel requirements for new or im-
nel and equipment resources are programmed for proved equipment. Determining personnel require-
allocation. ments for the operation and support of new or im-
(2) The TOE is the end product of the com- proved equipment is a special case. Personnel re-
bat development process. It merges, into one docu- quirements for TOE are developed as qualitative and
ment, the results of the requirements determination quantitative personnel requirements information
process. This includes— (QQPRI) and documented along with equipment
(a) Operational (functional/branch) requirements in the BOIP for the equipment.
concepts. c. Basis-of-issue plans.
(b) Manpower Requirements Criteria (1) A BOIP for new or improved equipment
(MARC). is an automated record that establishes the minimum
(c) Basis of issue plans. mission essential wartime requirements (MMEWR)
(d) FDU decisions. for the equipment and its associated support items of
(e) Other related documents and re- equipment and personnel (ASIOEP) in specific
quirements systems. TOEs. It also identifies any equipment and personnel
b. Manpower Requirements. Manpower re- requirements to be replaced, if appropriate. BOIPs
quirements that are documented in TOE are based are developed on automated systems and are applied
on Department of the Army approved criteria. to specific TOEs by automated means.
(1) Variable (workload driven) criteria. (2) Materiel developers use the BOIP as in-
Manpower requirements for combat support (CS) put for concept studies, life-cycle cost estimates, and
and combat service support (CSS) positions are trade-off analyses during the R&D process.
based primarily on workload data for a function. (3) Force managers use the BOIP to plan and
(a) The number of mechanics required program the modernization of specific units through
to support the tanks in a tank battalion is computed the provisioning of the new or improved equipment
on the basis of the annual man-hours of workload and its ASIOEP.
generated by scheduled and unscheduled mainte- (4) MACOMs use the BOIP to plan and pro-
nance actions for the battalion’s tanks. gram for equipment, facilities, initial provisioning,
and personnel required to support the new or im-
(b) The required number of personnel proved equipment.
specialists, finance specialists, or cooks is based on (5) An integral part of the development proc-
the number of soldiers supported. ess for a BOIP is the development and refinement of
(2) Standard criteria. These criteria include the QQPRI. The QQPRI provides the following:
staff positions and senior enlisted supervisors such (a) MOS for operators, crew size, and
as commanders, first sergeants, command sergeants special personnel tasks.
major and operations NCOs. (b) MOS for maintainers for the princi-
(3) Doctrinal criteria. Requirements for pal item of equipment, its components with separate
combat positions, such as the number of soldiers in a line item numbers (LIN), and associated support
rifle squad, are based on doctrine. The number of items of equipment (ASIOE). The QQPRI also pro-
crewmen required for a tank, though doctrinal, is a vides an engineering estimate for the direct produc-
function of the tank’s crew positions. Some non- tive annual maintenance man-hours (DPAMMH)
combat positions, such as primary staff positions, required for their support. The initial estimates for
may also be prescribed by doctrine (in this case, FM DPAMMH and their subsequent refinements are
101-5). used to update the Army’s maintenance MARC data
base.
6-3
FM 100-11, Force Integration
(c) The materiel developer coordinates (1) The base TOE (BTOE). The BTOE is the
the QQPRI with combat developers, personnel pro- least modernized version of the TOE. An example
ponents, and other materiel developers throughout would be a tank battalion TOE equipped with M60
the development process. The final QQPRI data be- tanks and VRC-12 series radios.
comes part of the approved BOIP. (2) Incremental change packages (ICP).
(6) Other types of BOIP are used in the TOE ICPs are doctrinally sound groupings of one or more
development process as the means for making BOIPs consisting of personnel and equipment
changes to TOE based on changes in doctrine, per- changes that will be incrementally applied to a
sonnel (for example, restructuring of an enlisted ca- BTOE to form a succession of intermediate TOEs
reer management field), or equipment (for example, (ITOE) as a unit is modernized. Figure 6-2 illus-
changing quantities of rifles and bayonets in a TOE). trates this concept. An example of an ICP would be
(7) The final BOIP is required 30 months be- a grouping of the BOIPs for radios in the single-
fore the first unit equipped date (FUED) to allow for channel ground and airborne radio system
documentation of authorizations and development of (SINCGARS) along with the BOIPs for their re-
modernization and institutional training. spective vehicle installation kits.
(3) ITOE. The ITOE reflects how an organi-
d. Requirements for command, control, com- zation will look at a specific point in time based on
munications and computer (C4) equipment. the aggregation of ICPs applied to that point.
(1) Prior to documentation in BOIPs and (4) Objective TOE (OTOE). The OTOE
TOEs, C4 equipment requirements are approved portrays a fully modernized unit upon application of
through the operational facilities (OPFAC) require- all applicable ICPs.
ments rules process. (5) ICP header list. The ICP header lists all
(2) This is a combat developments process of the BOIPs (grouped by ICP) applicable to a spe-
for identifying requirements and establishing rules to cific TOE and sequenced in the order in which they
govern the allocation of C4 equipment for specific are intended to be applied to the TOE. The ICP
functions in specific types of units and at specific header list portrays the doctrinal modernization path
battlefield locations (brigade, echelons above bri- (MODPATH) of a unit over time from the least
gade, division, echelons above divisions, echelons modernized configuration to the most modernized.
above corps, and so on). The ICP header list identifies all ICPs that pertain to
(3) OPFAC rules are developed by the TOE a specific TOE and the sequence in which they are to
proponents and validated by the OPFAC review be applied as the unit is modernized.
board at the U.S. Army Signal Center. After valida- g. TOE strength levels. TOEs are documented
tion, the rules are sent to HQ TRADOC for with five strength levels. These levels provide force
approval. managers with options in a constrained resource en-
(4) The U.S. Army Signal Center maintains vironment.
an automated data base of approved OPFAC rules, (1) Level 1 depicts the personnel and equip-
each of which is identified by a unique five position ment needed for the unit to effectively accomplish its
alpha-numeric code. An approved OPFAC rule must missions on a sustained basis.
exist in order to justify including a C4 equipment (2) Levels 2 and 3 reduce the number of per-
requirement in a BOIP or TOE. sonnel to approximately 90 percent and 80 percent,
e. Equipment readiness codes. All equipment in respectively, of level 1. These levels represent bal-
a TOE is coded with an equipment readiness code anced organizational structures with reduced capa-
(ERC) to indicate the relative essentiality of the bilities in terms of sustaining combat capability or
equipment to the organization. ERCs are an asset the ability to perform the TOE’s level 1 quantitative
distribution tool that, when combined with the De- workloads
partment of the Army Master Priority List (3) Level B provides a means for conserving
(DAMPL), allow DCSOPS to establish priorities for U.S. military manpower by allowing the substitution
allocation of equipment that is in short supply. of other categories of personnel (such as local na-
ERCs distinguish between primary mission and sup- tionals and contractor personnel) in certain posi-
porting mission equipment within the same unit. The tions. Level B shows the minimum numbers of U.S.
codes are explained in Chapter 13. Army personnel required for command, supervision,
f. Incremental TOE system. The incremental technical, maintenance and other key functions.
TOE system consists of base TOE records, groupings Type B organizations are only used for selected
of related BOIP records, which are called incremental combat support and combat service support units.
change packages (ICPs), and an ICP header list which (A level A column appears in TOEs but it is not cur-
is generated by the automated system. rently used.)
6-4
FM 100-11, Force Integration
(4) Level C specifies staffing that provides (5) Equipment requirements remain at 100
the cadre for activation of a unit to one of the other percent at all levels except for individual equipment
levels. such as protective masks, tool kits and individual
weapons.
6-5
FM 100-11, Force Integration
Phase I Phase II
6-6
FM 100-11, Force Integration
(b) Allocation rules consist of— ing the affordability, supportability, executability
• Existence rules that tie a requirement for and sustainability of the force by answering such
one unit to the existence of another unit. questions as
• Workload rules that tie unit requirements to • Can the force be equipped? Is equipment al-
a measure of workload. ready in the budget? Are there programs to
• Manual entry (direct input) rules that are support the equipment requirements for the
force by year?
theater-unique requirements not identified in
other allocation rules. • Can the force be manned? Is the predicated
mix of personnel, by component, grade and
(c) The force guidance phase culminates skill, available in the force?
with a senior advisory group (SAG) to address unre-
solved issues. • Can the force be provided facilities? Do fa-
cilities in current and budget construction
(2) Quantitative Analysis. programs meet the living, working and
(a) Quantitative analysis determines training needs of the force? Are the required
tactical support requirements through a series of facilities in the right locations?
simulations. The strategic deployment analysis pro-
vides the strategic mobility forces and air/sealift data
• Can the force be trained? Do ammunition,
procurement spares and stock-funded repair
contained in the AFPDA. The output is port-to-port parts in the supply system support the de-
arrival times of combat and support units. This be- sired unit training level each year? Do
comes input for the combat operations analysis, a TRADOC and Reserve Component schools
war-fighting simulation that produces combat inten- have the capability to support individual
sities and forward edge of battle area traces, casu- training requirements?
alty and ammunition consumption rates, and loss
rates for major items of equipment. This informa- • Can the force be sustained? Are spare parts
tion, along with allocation rules and logistics data, is and depot maintenance output available to
used in the logistical operations analysis to generate support the desired OPTEMPO?
support force requirements and a time-phased force (2) Leadership Review.
deployment list. (a) Leadership review begins after
(b) Using the forces generated by the lo- qualitative analysis to resolve issues before briefing
gistical operations analysis, CAA produces a com- the Army leadership in the fourth step in the process.
parison report (MATCH) of newly determined doc- The VCSA chairs a force program review to review
trinal support requirements against current and pro- and resolve any issues, which is then briefed to the
grammed units. CSA for decision. The resulting TAA base force
(c) These simulations are completed for represents the force structure for POM development
each scenario and the product of the quantitative and includes all authorized structure for all compo-
analysis phase. The TAA decision force is sent to nents through the POM years.
the MACOMs for review and issue formulation in (b) The product of the TAA and POM
preparation for the qualitative analysis phase. processes is the approved force structure for the
b. Resourcing Phase. Total Army. It is divided into multiple components:
the Active Army (COMPO 1), the ARNG (COMPO
(1) Qualitative Analysis. 2), the USAR (COMPO 3), and required but unre-
(a) Qualitative analysis develops the sourced units (COMPO 4).
initial POM force, within end-strength guidance, for (c) Other components include—
use in the development of the POM. A series of
analyses, reviews, and conferences, to include a • Army prepositioned (PREPO) sets of
council of colonels (COC) and a general officer equipment (COMPO 6).
(GO) conference, validates the computer-generated • Direct host nation support (COMPO 7);
requirements. MACOM and HQDA inputs, pro- guaranteed by host nation support agree-
posed changes, and force structure issues centering ments.
on claimants versus billpayers are reviewed. The • Indirect host nation support (COMPO 8);
review centers on the analysis of each discrete level the CINC’s estimate of how much additional
and type of TOE unit in the decision force and the indigenous labor would be available in war-
integration of TDA issues. time
(b) A Force Feasibility Review (FFR) • Logistics civil augmentation (COMPO 9);
precedes the final phase of TAA and examines the contracts for additional support and services
proposed force structure’s capability to accomplish to be provided by domestic and foreign
assigned and/or programmed missions by determin- firms.
6-7
FM 100-11, Force Integration
(d) Direct and indirect host nation sup- (USAREUR), and USARPAC, prepare a reserve
port and the logistical civilian augmentation program component program that contains all organizational
(LOGCAP) comprise offsets for requirements for actions planned for the USAR in the program years.
Army structure that are reasonably assured by ne- The reserve component program is submitted to the
gotiated host nation support agreements, estimates, OCAR for review in coordination with HQDA. The
or contracts. NGB, in coordination with the state adjutants gen-
eral, produces the ARNG troop structure program
Section V: (ARNG-TSP). The ARNG-TSP, which contains all
Authorization Documentation organizational actions for three years, is submitted
6-14 Purpose to HQDA for review after acceptance by the states.
Unit authorization documentation can be viewed as 6-16. Documentation process
the integration of unit model design and force struc- The MTOE documentation process is illustrated in
ture development. Authorization documents provide Figure 6-4.
each organization or activity with the structure, per-
sonnel, and equipment to accomplish its mission or a. The MFORCE.
function. An authorization document constitutes (1) The MFORCE contains the data neces-
authority to requisition personnel and equipment and sary for force structuring, force planning, and ac-
is the basis for measuring unit status. The authori- counting of all Army units. The MACOMs maintain
zation document system is used to manage all as- a copy of the MFORCE with internal automated
pects of personnel and materiel procurement, force force structuring data capability. The MACOM da-
planning, programming, budgeting, training, and tabase interfaces with the HQDA MFORCE by
distribution. means of distributed Structure and Manpower Allo-
cation System (SAMAS). The MFORCE is recon-
6-15. The command planning process ciled semi-annually at HQDA with the authorization
a. Active Army. database by the Automatic Update Transaction
(1) The command planning process begins System (AUTS). AUTS is a comparison of SAMAS
with the forces reflected in the master force force structure programming, PBG resources and
(MFORCE) (current and programmed). The Army Authorization Document System- Redes-
ign (TAADS-R) documentation. AUTS is the proc-
(2) MACOM plans are developed based on ess by which HQDA approves or disapproves
HQDA guidance and command initiatives. HQDA authorization documents.
guidance as to which units to document, what CTU
to use and PBG constraints includes the Army (2) The MFORCE is designed to capture na-
structure message (ARSTRUC), which documents tional policies, mandates, and directives from OSD
TAA decisions, and management of change (MOC) and Congress. This force structure and documenta-
window guidance. tion guidance permits development of authorization
documents to account for personnel and materiel
(3) These inputs are used by the MACOM to allocation. This guidance is obtained when the
develop subsequent guidance that directs subordinate MFORCE (established by the DPG and TAA for
organizations to submit a plan recommending the POM submission) and OSD/HQDA guidance (in the
allocation of manpower by specific units. Command form of defense management reviews, program
plans are developed by integrating the plans submit- budget decisions, and Army management reviews)
ted by the subordinate organizations, considering directs specific force structure actions be carried out
earlier MACOM POM submissions, and incorpo- within allocated resources over time. Troop lists for
rating the results of MACOM analysis and deci- current, budget, and program years are provided in
sions. Command plans submitted to HQDA for re- the master force database as the official force
view and approval contain troop lists representing structure record. It accounts, by UIC, for COMPOs
the current and projected forces of the command, 1, 2, 3, 4 and 6, over time, with supporting informa-
results of executability assessments, and justification tion to include missions, organizational data, pro-
for any deviation from HQDA guidance. Those gram applications, and descriptions.
command plan initiatives that are approved are used
to update the master force and are the basis for the b. Command Plan Development.
authorization documentation process. (1) Distributed SAMAS is provided to the
b. Reserve Components. The ARNG and USAR MACOMs to initiate the development of command
prepare command plans and develop plans for force plans. Development of command plans begins before
structure actions. The Chief of Army Reserves pro- the receipt of input, using advance (draft) informa-
vides the troop action guidance to FORSCOM. tion provided by HQDA.
FORSCOM (USARC), U.S. Army Europe
6-8
FM 100-11, Force Integration
(2) Command plans are compared with the (2) PERSACS describes the required and
master force structure files, PBG, and draft authorized manpower of the force; however, the of-
TAADS-R documents to determine MACOM fice of the DCSPER (ODCSPER) and the U. S.
agreement with HQDA guidance and direction. Pro- Total Army Personnel Command (PERSCOM) use
cedures for reviewing the different plans are the the Personnel Management Authorization Document
same, although the mechanisms used depend on the (PMAD) in lieu of PERSACS due to their ability to
format of the plan. The master force is updated continually update PMAD. The PMAD data base is
based on command plan review and approved force also reconciled with the SAMAS and TAADS-R
structure changes. The process is completed when data bases. PERSACS is also used for troop support
changes from all plans are used to create a new planning in the facilities process by the Army Sta-
MFORCE. This new MFORCE reflects all force tioning and Installation Plan (ASIP). ASIP also uses
structure actions taken to comply with the PBG and structure and manpower allocation system civilian
other management decisions. manpower data as an input to its planning analysis.
c. The Structure and Composition System. (3) Guidance for documenting equipment
(1) The Structure and Composition System authorizations is provided by the TOE/SRC and its
(SACS) (Figure 6-5) is updated to reflect the latest modernization level (BOIPs and ICPs applied as the
BOIP, TOE, SAMAS, and TAADS-R positions and result of approved systems distribution plans).
known resource constraints (positive and negative (4) LOGSACS describes the equipment of
“wedges” in the budget not yet reconciled at UIC the force and is the principal input to the Army
level of detail), to produce the logistics (LOGSACS) equipment distribution program (TAEDP). It pro-
and personnel (PERSACS) component databases. duces an equipment distribution program for the cur-
These products are comprehensive, multiyear list- rent, budget, and program years and supports Army
ings of personnel or equipment authorizations and modernization by supplementing new and displaced
requirements for the total force. equipment planning information in the BOIP. It pro-
vides essential details such as quantities of equip-
ment and distribution dates by unit.
6-9
FM 100-11, Force Integration
6-10
FM 100-11, Force Integration
DOCUMENTATION TIMELINE
6-11
FM 100-11, Force Integration
6-12
FM 100-11, Force Integration
Chapter 7
Manning the Force
Section I: 7-3. Role of manpower managers
Introduction Manpower managers deal with the efficient and eco-
7-1. Manpower constraints nomic use of human resources within the organiza-
tional structure. They focus on requirements de-
The Congress, Office of Management and Budget manding specific grades and skills to perform spe-
(OMB), Office of Personnel Management (OPM), cific tasks before determining which requirements to
Office of the Secretary of Defense (OSD), and Of- support with authorizations (spaces). Personnel
fice of the Secretary of the Army (OSA) establish managers implement authorizations through the ac-
annual manpower end-strengths. They develop poli- quisition, training, and assignment of personnel
(faces) to authorized positions.
cies that may restrict the availability of military and
civilian manpower or limit the latitude available to Section II:
personnel managers. Policies may limit permanent Army Manpower
changes of station (PCS), set tour lengths, set officer 7-4. Manpower spectrum
grade limitations, or place a ceiling on local national a. Total military strength. The total military
hires. strength of the Active Army is a dynamic measure of
personnel “faces” consisting of the operating
7-2. Manpower management strength (personnel available for assignment to
Manpower management determines minimum essen- authorized positions), and the individuals account
tial requirements, alternative means of providing (personnel not available for assignment to authorized
resources, and the policies to be followed in utilizing positions). Figure 7-1 depicts these accounting cate-
gories. The individuals account, is also called the
manpower. It involves the development and evalua- transients, trainees, holdees (hospital), and students
tion of organizational structure and reviews the use (TTHS) account. TTHS accounts for personnel
of active, National Guard, USAR, and civilian per- moving between assignments or preparing for future
sonnel. It also includes contractors when contractual assignments. The size and composition of TTHS
services are appropriate to satisfy manpower re- will vary throughout the year due to seasonal in-
quirements. creases in transients during the summer and in train-
ees during the fall and winter.
7-1
FM 100-11, Force Integration
7-2
FM 100-11, Force Integration
7-3
FM 100-11, Force Integration
ally, the accuracy and timeliness of data affects the ganization. Similar personnel management of direct
analysis of distribution options. Unprogrammed support organizations ensures availability and sta-
force structure changes make the distribution system bility of low density skills in these organizations.
less responsive. Personnel are a key link to modernization as part of
b. Priorities for the distribution of enlisted per- a total system approach.
sonnel are the result of initial assignments, PCS re-
assignments, reassignments within commands, and Section V:
unit moves. Distribution variables include approved Personnel Sustainment
authorizations documented in PMAD/UAD, directed
military overstrengths, space imbalanced MOS 7-12. Maintaining balance
(SIMOS) overstrengths, overstrengths in specific a. The goal of the manning system is to create a
high priority units, and personnel priority group stable unit environment by managing personnel tur-
codes in the DAMPL. Special priorities consider bulence so that organizations can achieve higher lev-
operational and training requirements for special els of cohesion and collective proficiency. Planners
skills, such as Ranger and linguist, which do not and executors of change must reduce organizational
necessarily correspond to DAMPL. turbulence during the transition to a higher level of
c. Enlisted distribution management projects capability.
personnel strength of major overseas commands, b. Personnel sustainment depends on authoriza-
FORSCOM and TRADOC installations in CONUS, tions being documented at least two years prior to
and special management and functional commands the effective date (E-date) of change. The lead time
worldwide from the current month out to 11 months. is necessary to ensure that the personnel acquisition
The current enlisted distribution policy establishes system and the training system can support changes
the number of soldiers distributed to commands. Ag- in the force structure.
gregate totals by rank bands (PVT-SPC, SGT-SSG, c. To maintain balance and capability in the
SFC-SGM) are the basis for transitioning to indi- force, the separation of officers, warrant officers,
vidual MOS requirements. and enlisted personnel is a continuous process. In
each case, procedures are in place for qualitative
7-11. Distribution considerations and, when required by Congress, quantitative reduc-
a. Forward deployed forces and early deploying tion of the force. No person has an inherent right to
forces are structured at higher ALO and often continued service.
manned at or above ALO. Later deploying organi-
zations are structured at lower ALO and filled to 7-13. Authorizations documentation
ALO 1 in the predeployment phase of operations. Military and civilian personnel planning activities
Congressional mandates, OSD ceilings, PBG, and use the output data of various supporting informa-
military manpower strength projections govern tion systems. These include authorizations, acces-
OCONUS troop strength. PERSCOM manages the sions, gains and losses, promotions, career area
aggregate enlisted strength against the PBG rather management plans (career management field and
than the PMAD authorizations. area of concentration for military), and many other
b. PERSCOM validates requisitions submitted personnel actions.
by MACOMs based on projected requirements. Dis-
crepancies between projections and requisitions oc- a. Military personnel.
cur when PERSACS does not contain authorization (1) MACOM command plans contain aggre-
changes or when PERSCOM has more current gate authorizations by UIC and the authorization
authorizations data through PMAD or more current database shows grade and skill-specific detail. Ap-
gain or loss data. Assignment processing for vali- proved command plans are the basis for master force
dated requisitions occurs after problem resolution. revisions and proposed authorization document
c. Organizations undergoing activation, reor- changes are the basis for revision of the authoriza-
ganization, or conversion are exempt from fair share tion database. The AUTS process compares and
manning during the transition period to accomplish resolves differences between the two files.
the force integration mission. Failure to man units at (2) Standard Installation/Division Personnel
100 percent or higher of the minimum mis- System (SIDPERS) transmits changes in military
sion-essential wartime requirement degrades the personnel status to officer and enlisted databases.
processes necessary to incorporate and ultimately These files are the source of current active force
sustain changes in doctrine, structure, or materiel. military inventory data to include grade, skill, and
Key personnel by MOS and ASI, must be available UIC, and portray these changes over time for per-
and stabilized through and beyond the transition pe- sonnel analysts.
riod to ensure the viability of the changes to the or-
7-4
FM 100-11, Force Integration
(3) Enlisted personnel, warrant officers, and authorizations, they send them to the MACOMs via
officers are subject to separation actions. These in- the PBG and the manpower addendum to the PBG
clude release from active duty, discharge, nondis- from the master force.
ability retirement, physical disability retirement, and (3) The MACOM POM and command
separation and resignation. budget estimates (Schedule 8) document civilian
(4) The qualitative management program manpower utilization and update appropriate
(QMP) consists of two subprograms used to im- ARSTAF databases. Other inputs include out-of-
prove the enlisted career force. Qualitative retention cycle requests from MACOM commanders and
establishes retention control points that are specific Army leadership-directed actions.
time-in-service limits for each enlisted grade. Quali- (4) Installation civilian personnel offices re-
tative screening is the bar-to-reenlistment aspect of port actual strength and civilian manpower obliga-
the QMP. Soldiers receive a Bar to Reenlistment tion data. MACOMs develop civilian employment
when not selected for retention. level plans. The civilian payroll system reports
(5) Reserve force personnel inventory and strengths, work-years, and obligations. These in-
projected inventory data files have the same detail as clude execution year monthly strength projections
the active force. At mobilization, these files are in- for the Congress. The civilian forecasting system
corporated with the Active Component file. Budget projects civilian inventory.
modules, that reflect costs for all years within the
PPBES, calculate Military Personnel-Army costs Section VI:
and Reserve Component personnel costs by pay Summary
category. A major objective of manning the force is to ensure
b. Civilian personnel. the timely fill of a rapidly changing force structure
(1) The civilian personnel system is similar to that includes changes in the geographic location of
the military system. It identifies the objective force the force. The size and location of the force change
or force structure required to support the Army, inside the PPBES cycle. This requires flexibility and
formulates personnel policies, and manages career a thorough understanding of the changes throughout
progression. the force. A major task of force management and a
(2) The Assistant Secretary of the Army force integration is to predict the impact of decisions
(Manpower and Reserve Affairs) (ASA(M&RA)) is on organizations and the force as a whole. The
responsible for civilian manpower management. Ci- Army’s competitive edge will depend, in part, on the
vilian manpower authorizations are documented in application of technology. The manning system must
the master force at the program element (PE) level ensure the timely placement of soldiers with the
for program manager controls and analytical pur- proper skills and experience to operate new and im-
poses. After the ARSTAF makes decisions on proved systems coming into the force. Maintaining
force readiness at the prescribed levels despite sig-
nificant change will be a continuous challenge for
commanders and staffs throughout the Army.
7-5
FM 100-11, Force Integration
Chapter 8
Equipping the Force
b. Chairman of the Joint Chiefs of Staff Instruc-
Section I: tion (CJCSI) 3170.01 MOP 77 mandates policy and
Introduction procedural guidance for the requirements generation
8-1. Equipping goal system to include guidance on key performance pa-
Successful integration of new or improved equip- rameters (KPPs), measures of effectiveness (MOEs),
ment into organizations increases force capability and the JROC.
and depends on the effective synchronization of the c. AR 70-1 provides Army acquisition guidance
equipping, structuring, training, manning, sustain- for materiel and information systems. AR 71-9
ing, stationing, and funding functions. Equipping provides Army requirements determination
progresses through R&D, to production, and mate- and documentation policies and responsibilities im-
riel fielding. The goal is to increase overall war- plementing DODD 5000.1, DOD Regulation
fighting materiel capabilities with a minimum ex- 5000.2R and MOP 77 supporting all Army acquisi-
penditure of resources. tion categories (ACAT).
Note. The terms materiel and materiel system in
8-2. Command and staff involvement this chapter apply to materiel and informa-
Equipping the force involves operational command- tion systems unless specifically identified
ers; materiel, training, and combat developers; lo- otherwise.
gisticians; personnel managers; and design and fa-
cility engineers. They work within parameters that d. These documents establish an integrated man-
balance overall affordability against competing op- agement framework for a single, standardized DOD-
erational and support requirements that acknowledge wide acquisition system that applies to all programs
the need to maintain the capabilities of the industrial including highly-sensitive classified programs.
base. Synchronization and integration of related ac- e. The essential features of the DOD materiel
tivities involves organizations and staffs at all levels, acquisition system are—
to include the gaining units. Centralized planning, (1) A clear acquisition strategy (AS).
management, and decision support processes should (2) A thorough program plan.
also provide for the development of decentralized (3) Risk management techniques.
supporting plans and their execution. (4) Systematic program tracking against the
plan.
8-3. Total system approach
8-5. Scope
The process of equipping organizations considers the Materiel acquisition includes—
introduction of materiel systems into the force, not
disparate pieces of equipment. Systems are the sum a. Activities from R&D through disposal. This
of force structure, hardware, software, training, per- includes three major decision making support sys-
sonnel, doctrine, facilities, support infrastructure, tems:
and resources. Every materiel item introduced must (1) The requirements determination system.
be viewed as a total system to reduce the negative (2) The planning, programming, budgeting,
impact on readiness. Materiel that is provided to and execution system (PPBES).
organizations as a fully operable package reduces (3) Acquisition system management.
the impact on the gaining unit by lessening the pe- b. Decision reviews, concept development, sys-
riod of time required to distribute, configure, and tem development, production, testing and evaluation
hand the system off to the user. (T&E), human system integration (HSI), integrated
logistics support (ILS), total package fielding (TPF),
Section II: and training.
Materiel Development and Acquisition
8-6. Materiel acquisition life cycle system man-
8-4. Policy guidance agement
a. DOD Directive 5000.1 and DOD Regulation a. Functional and temporal interfaces for mate-
5000.2R provide mandatory DOD acquisition policy riel acquisition include programmatic sequencing
and procedures including materiel requirements docu- and decision points. Figure 8-1 provides a general
mentation and approval guidance for major defense overview of program sequencing and decision points.
acquisition programs (MDAPs) for both materiel
and automated information systems (AIS).
8-1
FM 100-11, Force Integration
E sal
FU isp
o
T&E
D
MANPRINT
ILS
8-2
FM 100-11, Force Integration
acts with the full authority of the SA and is respon- Section III:
sible for administering acquisition programs ac- Materiel Requirements Definition
cording to DOD policies and guidelines, and exer-
cises the powers and discharges the responsibilities 8-8. Mission needs
of CAEs as set forth in DODD 5000.1. The AAE a. All acquisition programs are based on identi-
also appoints, supervises and evaluates PEOs and fied future operational materiel needs. Determination
direct-reporting (to the AAE) PMs. of these needs are a result of continuing assessments
(5) PEOs and direct-reporting PMs serve as of current and projected capabilities in the context of
materiel developers (MATDEV). The PEOs and military threat and national military policy. A mis-
PMs administer a number of major and non-major sion need may address—
programs as assigned by the AAE. They are respon- (1) A new operational capability.
sible for accomplishing cost, schedule, and total (2) Improvement of an existing capability.
system performance objectives. In addition, PEOs (3) A desire to exploit promising technologies.
and PMs are responsible for assisting combat devel-
opers (CBTDEV) and training developers b. Mission needs can be identified by Unified
(TNGDEV) in developing operational requirements combatant commands, the military departments,
documents (ORD) by providing technical, availabil- OSD, or the Joint Staff. In theory, mission need
ity, performance, anticipated materiel development identification should first exhaust all nonmateriel
cost, and development schedule information. solutions such as, doctrine, training, or organiza-
tional changes. When a need is identified that could
d. Close coordination among combat and mate- potentially result in the establishment of a new ac-
riel developers, supporting commands (for example, quisition program, a mission needs statement (MNS)
Army Materiel Command) and staff elements, and is prepared that is a nonsystem-specific statement of
MACOMs and their subordinate commands enables operational capability. The MNS can be prepared by
operational and technical integration of new and im- any DOD component that has identified a specific
proved equipment capabilities. Their effective inte- mission area materiel requirement or need.
gration is necessary to ensure detailed and sound
planning and recommendations, and efficient execu- 8-9. TRADOC role
tion of all aspects of the fielding process. TRADOC is the Army’s war-fighting requirements
8-7. Force integration considerations “gatekeeper” and acts as the primary combat devel-
oper in the domains of doctrine, training, leader de-
a. Force integration considerations begin before velopment, organizations, and materiel, focused on
formal program initiation and continue throughout a the soldier (DTLOMS). In the mid-to-far term, the
system’s life cycle. Execution requires continuing requirements determination process provides the
assessments of the impact of introducing equipment analytical basis to determine future Army opera-
into the force at and beyond the time of fielding. tional capabilities (FOC) and materiel war-fighting
These assessments address structuring, training, requirements.
manning, sustaining, deploying, stationing, and
funding considerations, and weigh the readiness im- 8-10. Requirements documentation
pact for gaining organizations. Equipping the force a. Planning, programming, and budgeting for
must also assure that supporting rationale and proc- materiel capabilities is initiated by the AMP. It
esses are continually reviewed and updated. identifies future requirements and provides the
b. Throughout the process, combat, training, structure within which multiple competing elements
materiel, and doctrine developers, with input from can be analyzed, balanced, and integrated into the
gaining organizations, ensure that decisions in- POM. The AMP reflects the constrained subset of
volve— systems and programs that the Army plans to re-
source and execute.
(1) Operational integration, characterized by
the capability to function effectively in a combined b. When the materiel requirement and manner of
arms environment with current and developmental acquisition have been identified, the acquisition is
materiel. designated as acquisition category (ACAT) I
through IV. This category determines the level of
(2) Technical integration, characterized by review, and who will make the milestone decisions.
the physical capability to interface and operate cur- The ACAT is determined by dollar criteria and visi-
rent and developmental systems to field combined bility of the potential program. The four acquisition-
arms, joint, or combined force capabilities. categories, principal decision review forums, mem-
(3) Integration of equipment capabilities with bership, and decision authority are summarized in
manpower and personnel as well as logistics sup- Figure 8-2.
portability.
8-3
FM 100-11, Force Integration
$FY 96 Constant
ACAT I
ACAT ID PEO/PM RDTE > $355M DAB USA(A&T)
PROC > $2.135B
ACAT IC PEO/PM RDTE > $355M ASARC AAE
PROC > $2.135B
ACAT IA
ACAT IAM PEO/PM Single Year > $30M or DOD ASD(C31)
Total Program > $120M or MAISRC
Total Life-Cycle Costs >
$360M
ACAT IAC PEO/PM Single Year > $30M or Army AAE/CIO
Total Program > $120M or MAISRC
Total Life-Cycle Costs >
$360M
ACAT II
ACAT II PEO/MAT RDTE > $140M ASARC AAE
CMD PROC > $645M
CDR /PM
ACAT IIA PEO/MAT Single Year: $10-$30M or Army AAE/CIO
CMD Total Program: $30-$120M or MAISRC
CDR /PM Total Life-Cycle Costs: $159-
$360M
ACAT III
ACAT lIl PM High Visibility; IPR PEO/MAT
Special Interest CMD CDR
ACAT IIIA PEO/PM Single Year: $10-$30M or IPR PEO/MAT
Total Program: $30-$120M or CMD CDR
Total Life-Cycle Costs: $159-
$360M
ACAT IV
ACAT IV System All Other Acquisition IPR MAT CMD CDR
Manager, or
Equivalent
Programs
(includes AIS)
8-4
FM 100-11, Force Integration
termination process provides a mechanism to surface b. Investment accounts. DOD and Army in-
and support immediate requirements, rapidly vestment accounts are directed toward basic re-
emerging capabilities, and command or theater search, technology development, and technology in-
unique needs to be interjected into the programming sertion. This includes development and early demon-
and budgeting processes. stration of potential materiel applications. These
e. Materiel acquisition programs mature and are investment accounts are research, development, test,
approved for further execution through milestones and evaluation (RDTE) and procurement.
shown in Figure 8-1. Through this maturation the (1) Technology base. The technology base is
definition of requirements is expressed both in op- encompassed within the 6.1 through 6.3 budget ac-
erational requirements and constraints delineated in tivities of Army RDTE appropriation 6:
the operational requirements document (ORD), and (a) Budget activity 6.1, Basic Research
from more focused exit criteria approved to define includes scientific study and experimentation. It is
the program’s progression through each milestone directed toward increasing knowledge and under-
decision review (MDR). Systems integrators (SI) standing in those scientific fields that are related to
and combat and materiel developers focus on opera- national security needs. It provides fundamental
tional and technical integration during requirements knowledge for solution of identified military prob-
determination and documentation. They ensure that lems. It also provides part of the base for subsequent
critical aspects of these parameters are the basis of applied and advanced research developments in de-
approved exit criteria to allow for integration of the fense related technologies of new or improved mili-
system into the force as it emerges from development tary function capabilities.
and is tested and fielded. Significant elements of de-
cision criteria for the force integration process in- (b) Budget Activity 6.2, Applied Re-
clude— search, includes efforts directed toward solving spe-
cific military problems. It includes fundamental ap-
(1) Operational capabilities. The integrated, plied research, sophisticated prototype development,
synergistic capabilities of the force. study, programming, and planning efforts. It also
(2) Technical capabilities. Within the pro- considers studies and minor developmental efforts
gram and across the projected force. and development of technological processes that will
(3) Programmatic risk. Technical risks, time, be used to support the acquisition process. Techno-
and cost. logical processes are characterized as models, tech-
niques, and simulations that are needed to optimize
(4) Impact on other functions. This includes product development. These processes focus on de-
structure, manpower, personnel, training, doctrine veloping criteria and evaluating the feasibility and
and tactics, and organizational sustainability. practicality of proposed solutions and determining
(5) Operational priorities and relative af- their parameters. Program control normally is
fordability. maintained by general level of effort.
8-11. Resource allocation (c) Budget Activity 6.3, Advanced Re-
search Development, includes all projects that are
a. Considerations. Resources available for sys- ready for demonstration where technical maturity
tems development, production, and fielding must be has been achieved and technical risk to initiate
distributed to achieve a balance between current full-scale development is low. In addition, nonmate-
readiness and future operational needs. This requires riel brassboard prototypes may be evaluated for
that combat, materiel, training, and force develop- technical maturity using experimental laboratory or
ers— field tests. Advanced research development is char-
(1) Understand and support priorities for fu- acterized by line item projects. Program control is
ture force capabilities. exercised on a project basis and addresses techno-
(2) Understand emerging technology poten- logical options and uncertainties in both system and
tials and attendant risk. nonsystem RDTE efforts.
(3) Articulate conceptual and doctrine-based (d) Advanced research development in-
requirements for future materiel system capabilities. volving nonsystems is characterized by the develop-
ment of generic components and subsystems, ad-
(4) Participate in decision processes that dis- vanced technology transition demonstrations, and
tribute technology base and other investment account nonmateriel technological demonstrations, such as
resources. simulations.
(5) Provide comprehensive assessments and (e) Decisions are made and carried out
rationale that document the operational and technical concerning technology base investments. They are
basis for recommended investments. reviewed to ensure that the following elements are
8-5
FM 100-11, Force Integration
supportive of other technologies transitioning out of (b) The production/fielding phase of the
the technology base: acquisition process encompasses affordable pro-
• Operational and technical integration has curement of materiel systems, including total pack-
occurred with current and projected sys- age fielding (TPF) requirements. It also includes
tems; this requires planning for the conduct completion of post-production testing and live fire
of joint, combined, and coalition operations. testing using production materiel. The produc-
• Synchronization of development and fielding tion/fielding phase concludes with the system’s
timelines to assure capabilities of fielded fielding based on Army requirements and priorities.
forces. (c) Force Integrators and System Inte-
• Production within projected resource con- grators monitor the progress of each of these activi-
straints. ties during the production/fielding phase. They focus
(2) Development, test and evaluation, and on continuing assessments of relative priorities and
procurement. Systems development capitalizes on program affordability within the constraints of over-
proven technological capabilities to support stated all force capabilities. They also ensure that produc-
requirements for new and improved materiel sys- tion articles meet performance, supportability, and
tems. This normally involves budget activities 6.4 operational suitability requirements of the force.
Demonstration and Validation, 6-5 Engineering (d) Developmental and operational T&E
and Manufacturing Development; and 6.7, Opera- activities are an integral part of the process of en-
tional Systems Development. suring that planned equipment acquisitions meet re-
quired standards. Specific events of the testing cycle
(a) Systems development activities are allow tailoring of the acquisition program to meet
highlighted by prototyping of systems, proving unique requirements and demands. The final process
readiness for production, and optimizing manufac- of testing and evaluation ensures that soldiers re-
turing and related technologies. The conduct of de- ceive materiel that is safe, maintainable, and capable
velopmental (technical) and operational testing dem- on the battlefield. Figure 8-3 compares key charac-
onstrates system readiness for fielding and opera- teristics of each type of T&E.
tional employment.
8-6
FM 100-11, Force Integration
systems design and associated support requirements a new combat system. For the necessary support to
so that systems can be operated and maintained in be available when a system is fielded, ILS planning
the most cost effective and safest manner within re- must be included from the very beginning, as an in-
source constraints. These considerations are incor- tegral part of the system development process. ILS
porated into requirements and the acquisition proc- considerations are integrated into the system design
ess to determine the answers to the following ques- effort throughout the acquisition management proc-
tion: Can this soldier with this training perform these ess.
tasks to these standards under these conditions? b. The objective is to ensure that the developed
b. MANPRINT increases Army war-fighting systems are reliable, maintainable, transportable,
capabilities by enhancing operational effectiveness and supportable. Concurrently, the required support
of the total system. This is achieved by the continu- resources must be developed, acquired, tested,
ous integration of personnel capabilities, manpower, evaluated, and deployed as an integral part of the
training, human factors engineering (HFE), system materiel acquisition process.
safety, health hazards and soldier survivability con- c. The principal elements of ILS related to the
siderations throughout the system acquisition proc- overall system life-cycle are
ess. Each consideration is called a “domain”. A brief (1) Design influence.
explanation of each domain is as follows: (2) Maintenance planning.
(1) Personnel capabilities. The cognitive and (3) Manpower and personnel.
physical capabilities required to be able to train for, (4) Supply support.
operate, maintain, and sustain materiel and informa- (5) Support equipment, and test, measure-
tion systems. ment, and diagnostic equipment (TMDE).
(2) Manpower. The number of military and (6) Training and training devices.
civilian personnel required and potentially available (7) Technical data.
to operate, maintain, sustain, and provide training (8) Computer resources support.
for systems. (9) Packaging, handling, and storage.
(3) Training. The instruction or education, (10) Transportation and transportability.
and on-the-job or unit training required to provide (11) Facilities.
personnel their essential job skills, knowledge, val-
ues and attitudes. (12) Standardization and interoperability.
(4) Human factors engineering. The integra- Section V:
tion of human characteristics into system definition, Major End Item Distribution
design, development, and evaluation to optimize hu-
man-machine performance under operational condi- 8-14. Distribution considerations
tions. Distribution of new and displaced equipment is
(5) System safety (SS). The design features based on the Army’s priorities for force readiness
and operating characteristics of a system that serve and the ability of units to receive materiel. Figure 8-
to minimize the potential for human or machine er- 4 illustrates the equipment distribution planning and
rors or failures that cause injurious accidents. execution process. There are no absolute criteria for
(6) Health hazards (HH). The design fea- determining the sequence and timing of equipment
tures and operating characteristics of a system that distribution throughout the force. This critical func-
create significant risks of bodily injury or death; tion can be understood by a discussion of authoriza-
prominent sources of health hazards include loud tions, priorities, and distribution execution.
noise, chemical and biological substances, extreme 8-15. Distribution authorizations
temperatures, and radiation energy.
(7) Soldier survivability (SSv). The charac- a. Organizational requirements and authoriza-
teristics of a system that can reduce fratricide, de- tions form the basis for determining Army require-
tectability, and probability of being attacked, as well ments for major end items of equipment. The AAO
as minimize system damage, soldier injury, and cog- includes-
nitive and physical fatigue. (1) Equipment authorizations for the Total
Army that make up theIIQ.
8-13. Logistics integration
(2) APSS (Class V & VII).
a. Integrated logistics support (ILS) planning
begins before formal program initiation. It ensures (3) APSES.
the planning and evaluation of all necessary equip- (4) AWRSA.
ment support tasks and requirements to enhance (5) APSOP (Class V & VII).
materiel system and support system effectiveness. (6) Maintenance float requirements expressed
The lead time to plan and execute some ILS compo- as either ORF orRCF.
nents can take longer than the development cycle for
8-7
FM 100-11, Force Integration
Modernization
Information Assets ( In-storage, In-transits)
CBS-X Unit O/H Assets; In-transits
BOIP / ICP
8-8
FM 100-11, Force Integration
• FIRST TO FIGHT,
FIRST RESOURCED
• INTEGRATES ALL OPLANS
ASSETS • USES LAD
• INCLUDES TDA
• EXCEPTIONS
DISTRIBUTION
PROCUREMENT TAEDP &
DOCUMENT
PLANNING
REQUIREMENTS
AUTHORIZATION
8-9
FM 100-11, Force Integration
ASSETS AUTHORIZATIONS
REQVAL
DAMPL
DISTRIBUTION
ERC-A ERPS EXECUTION
GUIDANCE
AOP
8-10
FM 100-11, Force Integration
ASA (RDA)/PEO and the AMC have principal re- efforts in the development and acquisition of the
sponsibility for technology development, system de- system. The TSM is responsible to synchronize all
velopment, and production. This responsibility in- DTLOMS domains that are impacted by the fielding
cludes technical testing; cost estimation; and re- of a materiel system. TSMs are appointed for se-
search, development, and acquisition resource man- lected major and non-major programs.
agement. (4) Major Army commands.
(b) The Office of the Deputy Chief of (a) MACOMs are responsible for logis-
Staff, Operations and Plans (ODCSOPS) is respon- tics functions for Army organizations. To ensure all
sible for development and articulation of program aspects of fielding new and improved equipment are
priorities. Additional responsibilities include inte- considered, MACOM force integration staffs assess
grated rationale and inputs that support technology, structuring, manning, training, stationing, deploying,
system development, equipment acquisition, and and funding of resources that are programmed for
distribution. The ARSTAF and ASA(RDA) each inclusion in MACOM POM submissions. Concur-
have responsibilities for supporting databases and rently, MACOMs and subordinate headquarters
decision support mechanisms. Responsibility for plan, coordinate, and supervise adherence to detailed
equipment distribution and support planning belongs timelines to meet fielding milestones.
to the Office of the Deputy Chief of Staff, Logistics
(ODCSLOG). (b) Army components of unified com-
batant commands also provide input to operational
(2) Army Materiel Command. requirements through generation of requirements in a
(a) AMC performs assigned materiel CINC IPL or through routine staffing of ORDs.
and related functions for R&D, development test and MACOMs recommend priority for equipment distri-
evaluation (DT&E), acquisition and logistics sup- bution to subordinate commands. This internal dis-
port of materiel systems, and other materiel acquisi- tribution may be out-of-DAMPL sequence.
tion management functions required by DA. (c) Within MACOMs, activities and or-
(b) AMC is a principal MATDEV in ganizations plan for equipment distribution by pro-
the Army. AMC encompasses the remaining Army gramming and budgeting resources to support
PMs and system managers, the Army Research equipment fielding at specific sites. This ensures
Laboratory (ARL), subordinate R&D commands, availability of the necessary personnel, facilities,
and major subordinate “commodity” commands. support capabilities, and materials, when required.
(3) Training and Doctrine Command. (5) Reserve Components. Reserve Compo-
(a) TRADOC is the Army’s primary nent modernization reflects the roles of the Army
“user representative” in the materiel acquisition Reserve and National Guard in the Army mission.
process. TRADOC performs assigned materiel and Organizations in the reserve forces must be struc-
related functions for operations research and analy- tured, equipped, and trained to perform combat
sis, evaluation of products of the requirements de- functions and be capable of sustainment by the Ac-
termination process, operational and organizational tive Component support infrastructure. These re-
planning, logistics support planning, and quantita- quirements may necessitate dedicated procurement
tive and performance requirement specifications for of major materiel systems for Reserve Component
materiel systems, and other combat development units. The dedicated procurement program (DPP)
functions required by DA. improves readiness of the total force by increasing
equipment-on-hand EOH) status of the Reserve
(b) As the Army’s principal CBTDEV, forces.
TRADOC guides, coordinates, and integrates the
total combat development effort of the Army. Com- (6) Other commands. Limited combat and
bat developments are a major component of force materiel development responsibilities are also vested
development and encompass the formulation of con- in the U.S. Army Special Operations Command
cepts, doctrine, organization, materiel objectives, (USASOC), Corps of Engineers (COE), the U.S.
requirements, and OT&E of products of the re- Army Medical Command (USAMEDCOM), and the
quirements determination process. TRADOC re- U.S. Army Space and Missile Defense Command
ceives significant input from AMC, the Army’s (USASMDC). The U.S. Army Intelligence and Se-
principal MATDEV. curity Command (USAINSCOM) also retains mate-
riel development responsibilities.
(c) The TRADOC counterpart to the
PM, the TRADOC System Manager (TSM), is a d. TPF Planning and Execution.
central figure in the RDA process and a key member (1) As the program’s development cycle pro-
of the MATDEV/CBTDEV team. The TSM is gresses through the engineering and manufacturing
chartered by the CG, TRADOC to function as focal development phase, plans for fielding transition into
point for coordination of the CBTDEV/TNGDEV
8-11
FM 100-11, Force Integration
detailed planning, coordination, and initial execution. incorporation, and sustainment of materiel and of
This sequential planning is designed to ensure— documenting specific responsibilities and proce-
(a) Sufficient planning and resourcing dures. Key information sources for the development
capability by both the fielding commodity command of fielding plans include the following:
and the gaining command. (1) The Army Modernization Reference Data
(b) Full understanding of fielding sup- (AMRD). It contains resource-oriented data for se-
port requirements including structure, personnel, lected new, improved, and displaced equipment sys-
facilities, and training. tems to provide resource impacts of systems.
(c) Successful transition of fully opera-
tional and supportable systems to operational units. (2) Materiel fielding memorandum of notifi-
cation (MON). This document begins the formal
(2) Specific TPF activities and responsibili- materiel fielding process. It is provided by the mate-
ties on the part of fielding and gaining commands riel developer to the gaining MACOM at least 240
are based on categories of TPF (I through III) and days before award of a developmental system pro-
levels of materiel system complexity (1 through 4) in duction contract. The MON provides system de-
category I. In all categories of TPF, the materiel scription, fielding milestones, and the draft materiel
fielder— fielding plan (if required).
(a) Programs funds for initial issue ma-
terial. (3) Materiel fielding plan. The MFP is pre-
(b) Requisitions initial issue material. pared by the materiel developer for each gaining
(c) Provides the gaining organizational MACOM or as an annex tailored to each gaining
customer documentation. MACOM. Annexes include the approved mission
(3) TPF places the responsibility on the support plan and materiel fielding agreement. The
AMC commodity command to field equipment in MFP includes the logistic support concept, system
accordance with the BOIP for materiel system description, gaining command and fielding command
fielding (category 1), the authorization document for responsibilities, support transition plan (if applica-
activations (category 2), and the difference between ble), and detailed resource impacts on the gaining
the current and new authorization document for re- command. Detailed milestones will be specified.
organizations or conversions (category 3). The (4) Mission Support Plan (MSP). The MSP
commodity command must achieve at least C-3 for is prepared by the gaining command and contains
equipment on hand at the time of hand-off to the maintenance and supply support structure for the
gaining organization. Equipment to be provided to system being fielded by specific identification of us-
the gaining unit is specified in the materiel require- ing and supporting units.
ments list (MRL) based on negotiated agreement and (5) Materiel Fielding Agreement (MFA).
should consider implications of ERC “B” and “C” The MFA is jointly prepared by the fielding agency
LINs of equipment. and gaining command to document the mutual
(4) Both the materiel developer, fielding agreement of plans, policies, responsibilities, proce-
agency, and the gaining command have specific re- dures, and schedules governing fielding of the
sponsibilities and activities to fulfill within the over- equipment item to a particular MACOM.
all TPF. The process encompasses hand-off of the (6) Materiel requirements list. The MRL is
primary equipment system and its support package, prepared by the fielding command and specifies all
to include— items required to field and initially support the mate-
(a) Primary system with all component riel system.
major items and associated basic issue items (BII).
8-19. Displaced equipment disposition
(b) ASIOE and the associated BII.
a. Transfer of displaced items of equipment is
(c) STTE. separate from, but related to, the process for fielding
(d) TMDE. new or improved items. New materiel fielding ac-
(e) Starter set of technical publications, tivities require transfer of displaced items to other
including technical manuals. organizations, theater stocks, or the depot system for
(f) Authorized initial issue spare/repair rebuild or modification. Detailed planning and exe-
parts, including essential repair parts stockage list cution for displaced equipment is required to ensure
when approved by DA. training, assimilation, and early operational capabil-
ity.
(g) Appropriate training support package.
b. Transfer of materiel between organizations
e. TPF fielding documentation. Planning and requires the following:
executing materiel fielding is a process of determin-
ing organizational requirements for introduction,
8-12
FM 100-11, Force Integration
8-13
FM 100-11, Force Integration
Chapter 9
Training the Force
Section I: 9-3. Competent, confident leaders
Introduction Developing competent and confident leaders is a key
9-1. Training and force integration element of Army training. Commanders and leaders
must be educated to understand the nature of organ-
Training and leader development are tools force in- izational change to execute planned and programmed
tegrators use in incorporating and sustaining new force integration actions. They must be able to as-
capabilities in organizations based on changes in similate change effectively and efficiently to main-
concepts, doctrine, organizational structure, and tain combat-ready units.
materiel systems. This chapter defines the role of
training in accomplishing the force integration mis- Section II:
sion. Combined Arms Training Strategy
9-2. Accomplishing operational missions 9-4. Training components
The Army's primary function is to achieve and sus- The Combined Arms Training Strategy (CATS) is
tain the capability to win America's wars. It must the Army's overarching approach guiding the train-
therefore be structured, equipped, manned, and ing of the current and future force. It describes how
trained to achieve the required favorable outcome. the Army will train the total force to standard in
To protect national interests, it must be capable of three major components: institutional training, unit
responding to any level of conflict by projecting and training, and self-development training. These com-
sustaining forces over extended distances and ac- ponents are mutually supportive and incorporate the
complishing a variety of operational missions. Army's standards for training. CATS enables the
Army to create subordinate training strategies for
institutions and units and to quantify and justify re-
quired training resources (Figure 9-1).
INPUT PROCESS
PEOPLE, TIME,
AND DOLLARS
TRAINING OUTPUT
GUIDANCE COMBAT
TRAINING TRAINING TRAINING
READY
DEVELOPMENT IN SCHOOLS IN UNITS
UNITS
SOLDIER/LEADER
SOLDIER/LEADER
AND COLLECTIVE
TRAINING
TRAINING
TRAINING
ONESELF
PROFESSIONAL
SELF DEVELOPMENT
FEEDBACK
9-1
FM 100-11, Force Integration
9-5. Principles of individual and unit training culminates with the training requirements analysis
To achieve the Total Army training goal, leaders at system (TRAS).
all echelons must understand the principles of train-
ing. Individuals and units must— 9-7. Systems approach to training
a. Train with leaders as the primary trainers. SAT disciplines thinking on what to train, how to
Leaders are responsible for planning and conducting train, and how to evaluate training. It ensures that
training and evaluating individual soldiers and unit critical performance requirements establish the con-
performance. Their personal involvement in training tent of training. SAT consists of five interrelated
is essential to battlefield success. processes:
b. Train as they fight. Units must train as they a. Evaluation. Evaluations determine whether
are structured, equipped, manned, and sustained for students can perform tasks to training standards.
combat. Organizations are designed and tasked to They also determine the effectiveness of graduates
perform doctrinal missions at maximum operational and exported training materials in meeting the needs
capability. of units.
c. Train as combined arms and as part of joint b. Analysis. Analysis is a systematic process of
teams. Cross-attachment of units is required to ex- identifying specific training needs from performance
ploit operational capability. They must be able to requirements by assessing unit missions, mis-
form effective company teams and task forces and sion-critical collective tasks, leadership tasks, and
integrate combat support and combat service sup- critical individual tasks.
port units at the appropriate force level. c. Design. Design involves the sequencing of
d. Conduct multiechelon training. Individ- training events to satisfy learning objectives. Learn-
ual training, leader training, and unit training ing objectives should meet the established criteria, as
must be planned and conducted concurrently at measured by performance-oriented tests.
every opportunity. d. Development. This is the production of resi-
e. Use performance-oriented training. Units be- dent and nonresident training programs and support
come proficient in the performance of mis- materials that ensures the attainment of training ob-
sion-essential tasks by training to standard on tasks jectives.
with coaching by leaders. e. Implementation. This is the ability to train the
f. Train to sustain proficiency. The cornerstone trainers and conduct institutional and unit training.
of the Army Training and Evaluation Program 9-8. Training requirements analysis system
(ARTEP) is sustaining proficiency (train-evaluate-
train). Evaluation identifies training strengths and TRAS facilitates the timely development and imple-
weaknesses. The mission training plan sequentially mentation of training by documenting the evaluation,
outlines training components and allows selection of analysis, and design of requirements in SAT. TRAS
tasks and groups of tasks to facilitate this process. addresses both individual training and unit training,
g. Train to maintain. Operators and organization but emphasizes institutional training. TRAS inte-
and direct support maintenance personnel must train grates the TNGDEV and implementation process
to sustain equipment and organizations at their de- with external resource acquisition systems for per-
signed level of capability. sonnel, facilities, and training devices. The TRAS
h. Train to challenge. Tough and realistic train- process is supported by three documents:
ing builds competence and confidence by developing a. Individual training plan (ITP). The ITP is a
and honing skills. It inspires excellence by fostering long-range planning document that outlines the resi-
initiative, enthusiasm, and eagerness to learn. dent and nonresident training strategy for an occu-
i. Use published Army doctrine. Doctrinal pub- pational specialty or separate training program,
lications establish the basis for sustainment, training, while ensuring that the SAT process is integrated
and evaluation. with the sources of training needs, the PPBES,
evolving training initiatives, and related resource
Section III: acquisition systems.
Training Development b. Course administrative data (CAD). The
9-6. Development of effective training CAD provides critical planning information about a
Achieving the Total Army training goal depends on resident course that enables the recruiting, quota
the development of effective training. In addition to management, and personnel systems to take the ac-
training mission essential tasks, the ability to incor- tions needed to have students and instructors
porate and sustain organizational capabilities de- on-station in sufficient time to meet Army require-
pends on the quality of modernization and sustain- ments.
ment training (ST). The TNGDEV process begins c. Program of instruction (POI). The POI is a
with the systems approach to training (SAT) and requirements document that provides a general de-
9-2
FM 100-11, Force Integration
scription of course content, duration of instruction, (c) Integrates training for staff planners,
and types of instruction. It also lists resources re- testers, trainers, users, and supporters.
quired to conduct peacetime and mobilization train- (2) NET planning. New equipment training
ing and critical tasks and supporting skills and plans (NETP) are prepared, reviewed, distributed,
knowledge taught, including distributive training and stored in the Army modernization training
phases of the course. automation system. It is a fully integrated, auto-
mated system with a capability for interactive devel-
Section IV: opment, updating, staffing, and distribution of
Army Modernization Training NETPs.
9-9. System training plan (3) NET focus and strategies. NET planning
AMT is designed to transfer knowledge about new must be flexible, considering the unique challenge of
doctrine, organizations, and equipment from the de- each new and improved item of equipment. Several
veloper to the user. training strategies are available for consideration:
a. The system training plan (STRAP) is the (a) Organizational training. Following
master training plan for new or improved materiel advanced individual training, personnel required to
systems. It is developed by the TRADOC proponent activate an organization can be brought together for
for a materiel system. The STRAP unit training at one location. Training on the equip-
(1) Documents the results of training analy- ment is integrated into organizational training to
ses. It determines who requires training, what tasks provide a capability for training in the CONUS,
need training, and when, where, and how proponents followed by overseas deployments. This retains
will conduct training. flexibility to support unit activation for CONUS
(2) Starts the planning process for all neces- only.
sary courses and course revisions, training products, (b) Total unit training. Some materiel
and training support required for the new system. fieldings can take advantage of an existing organ-
(3) Sets milestones to ensure timely develop- izational structure, cohesion, and chain of command
ment of training and training support to permit test- to train all assigned operators and maintenance per-
ing and fielding of total systems. sonnel of the gaining unit.
(4) Communicates training and resource re- (c) Institutional training. The ideal
quirements within and among TRADOC schools, training strategy occurs when the institutional train-
materiel developers, MACOMs, and HQDA. ing base is established and is producing sufficient
(5) Establishes the basis for assessment of graduates to support equipment fielding. It requires
training subsystem progress. trained personnel to be distributed to the gaining
b. The initial STRAP is required not later than unit. This strategy precludes the need for a NET
90 days prior to milestone 1 (MS 1). Revised team.
STRAPs are due 30 days before management deci- (d) Cadre training. Selected personnel
sion reviews. from the gaining organization are trained to conduct
training for other unit personnel (train-the-trainer).
9-10. Modernization training approaches This training may be conducted at the materiel de-
The knowledge necessary to modernize effectively is veloper's location, the institutional training location,
transferred through a variety of training approaches, a contractor facility, or an installation receiving the
either singly or in combination, to respond to the equipment.
specific demands of the modernization under consid- (e) Instructor and key personnel train-
eration: ing. Some systems are operated and maintained by a
selected number of key personnel. In these instances,
a. New equipment training. it is more economical and effective to train all indi-
(1) Purpose. NET is the initial transfer of viduals who operate or maintain the equipment.
knowledge from the materiel developer to the trainer, Training and cost effectiveness will dictate the num-
user, and supporter to achieve operational capability ber of locations where training will be conducted.
in the shortest possible time through the identifica- (f) Exportable training. Some materiel
tion of personnel, training, and training aids and de- fieldings require only exportable training material
vices. The strategy and duration of NET depends on because of the simplicity of the equipment or its
the state of the institutional training system and its similarity to current equipment. The training devel-
ability to provide trained soldiers. NET— opers will use material procured by the materiel de-
(a) Focuses on company-size or smaller veloper when available.
units. b. Displaced equipment training. Displaced
(b) Determines specific requirements for equipment, while not new to the Army, is often
training on new or improved equipment. viewed as new equipment by the receiving unit and
9-3
FM 100-11, Force Integration
can generate a training requirement. Displaced ST. Organizational capabilities must be sustained
equipment training (DET) must be planned and exe- through a combination of institutional and individual
cuted as carefully as new equipment training; how- and collective training at unit level (Figure 9-2).
ever, an established knowledge base may exist in the (2) Effective sustainment of capabilities de-
units receiving the equipment. DET— pends on the continuing efforts of unit commanders
(1) Integrates trained personnel assigned to and the institutional training system to support
the unit. commanders with training and doctrinal materials
(2) Utilizes available training within and trained individual replacements.
TRADOC, ARNG, and U.S. Army Reserve Force (3) Planning and execution of ST is an inte-
schools. gral part of an organization's peacetime mission.
(3) Employs supervised on-the-job training Commanders at all echelons must make use of the
using exportable training packages. available assets (human, physical, financial, and
time) to support ST. Commanders assess the ability
c. Doctrine and Tactics Training. DTT pro- of individuals or units to perform assigned missions
vides commanders, leaders, planners, and operators after training on new or displaced equipment or sys-
the knowledge to employ and support new organiza- tems fielding. Results of ARTEP and battle com-
tional capabilities. DTT is based on changes to cur- mand training program (BCTP) evaluations are used
rent doctrine and tactics and considers the uses and in the development of the unit's ST plan.
functions of a new system or organization. It must
be transmitted to user personnel so they can fully 9-11. Modernization training responsibilities
exploit the new capabilities and improve their com-
bat effectiveness. Army modernization training responsibilities are as
shown in Figure 9-3. Training requirements, sched-
d. New organization training. ules, and resources required to train units are docu-
(1) The training of individuals on new or mented by the AMT proponent. This ensures that
modified doctrine and tactics is encompassed by resources programmed in support of AMT are syn-
DTT; however, a void in organization training often chronized with developmental milestones. They are
occurs when changes significantly alter the capabili- coordinated with combat and training developers to
ties, structure, and mission of a unit. A new organi- define strategies. These plans are developed as mate-
zation must be trained to perform its new or modi- riel development, operations, maintenance, and
fied doctrinal mission. NOT— fielding concepts evolve.
(a) Focuses on battalion-size units.
(b) Does not supersede requirements for 9-12. Training sequence
NET, DET or DTT. a. Successful modernization training efforts de-
(c) Trains units to perform their new or pend on sequencing events to ensure that new capa-
altered mission based on changes required by new bilities are at their maximum level as modernization
equipment, doctrine, or tactics. training ends and ST resumes. Personnel identified
(d) Requires the determination of needs to attend AMT must be selected based upon retain-
for training at the proponent school based on the ability in the organization. Regardless of the specific
impact of the change in the unit's mission and readi- strategy to transfer knowledge to the operator,
ness. maintenance personnel, or trainer, organizations
(e) May be integrated, as an event, into must be at 100 percent or more of authorized
unit training. strength for the MOS and additional skill identifiers
(2) NOT planning includes the employment affected. This level of manning must be sustained
and support of the new organization. Although NOT through the transition period or beyond to lessen the
planning considerations are similar to DTT, they impact of the departure of trained soldiers.
focus on the battalion mission. Training must be b. Training courses for leaders, operators, and
transmitted to user personnel so they can fully ex- maintenance personnel should be scheduled to ensure
ploit the new unit capabilities and improve combat that soldiers and leaders are trained in adequate
effectiveness. numbers to support equipment hand-off. Training
(3) NOT is designed to ensure that a mod- should be conducted in conjunction with, or com-
ernized unit can perform its assigned mission in light pleted prior to hand-off of new equipment. If the
of significant changes. It meets a training require- period between completion of training and hand-off
ment at the organization level that is not met by is too long, the ability of the organization to incorpo-
NET/DET and DTT. rate and sustain the capability will decrease as
e. Sustainment Training. knowledge and skills decay and trained soldiers de-
(1) The level of training and capability part units.
achieved during AMT cannot be maintained without
9-4
FM 100-11, Force Integration
NEW KEY
EQUIPMENT NEW PERSONNEL
TRAINING ORGANIZATION TRAINING
TRAINING
NEW
EQUIPMENT
FIELDING
TIME
ARMY
MODERNIZATION PROPONENT
TRAINING
ACTIVE COMPONENT RESERVE COMPONENT
Notes:
1. The Surgeon General (TSG) for medical items
2. In coordination with TRADOC
9-5
FM 100-11, Force Integration
9-6
FM 100-11, Force Integration
Chapter 10
Sustaining the Force
Section I: b. Establish reserves of equipment and supplies
Introduction and provide for expansion of the force.
c. Formulate logistics doctrine and support pro-
10-1. Organizational sustainment considerations cedures.
The Army sustains organizations through the acqui- d. Develop and supply, equip, and maintain
sition of personnel, materiel, and facilities. The arri- bases and other installations.
val of additional people and materiel through the
force integration process creates changes to the or- e. Develop logistics concepts, policies, pro-
ganizational paradigm. Changes to the organization grams, plans, and systems.
and its support structure must sustain a designated
level of capability. This level must be maintained 10-6. Logistics functions
through replacement, repair, or rotation of its exist- The Army logistics system supports the movement
ing assets. and sustainment of the force through the following
functional elements of logistics:
10-2. Effects on associated units a. Supply. The function of acquisition, distribu-
The sustainment of organizations affects the sup- tion (to include wholesale stocks), maintenance
ported and supporting units. Deviations at installa- (while in storage), and salvage of materiel.
tions from the doctrinal supported/supporting unit b. Maintenance. The function of maintaining
relationships must be addressed in detail during de- and sustaining materiel in an operational status, re-
ployment and operational planning. In addition, as storing it to a serviceable condition, or updating or
maneuver units modernize, their supporting units upgrading its functional utility through modification.
(e.g., direct support maintenance teams) must also
change. c. Transportation. Those services relating to the
movement of personnel and equipment to meet
10-3. Balancing requirements and resources commitments and mission requirements.
The determination of requirements and the allocation d. Services. Those support functions that pro-
of resources identifies the current, budget, and pro- vide food service, water support, laundry, fumiga-
gram forces that must be sustained. Integration of tion and bath, property disposal, and mortuary af-
requirements and authorizations in the SACS pro- fairs.
vides for sustainment of organizations with person- e. Facilities. Consisting of real property pro-
nel and materiel. grams and real property maintenance activities per-
taining to the operation of utilities, maintenance of
10-4. Support of fielded systems real property, minor construction, and other engi-
The acquisition of materiel systems is not simply neering support.
designing, developing, buying, and shipping the
systems to the user organizations. It also encom- 10-7. Logistics levels of support
passes supporting the systems after fielding. Opera- Levels of logistics are determined by the organiza-
tional capabilities are maintained by providing repair tional level at which the support is required. There
parts, diagnosing failures, and developing necessary are two levels of logistics:
modifications through the life cycle of the system. a. Wholesale. This level includes the national
inventory control points (NICP), national mainte-
Section II: nance points (NMP), depots, arsenals, plants and
Logistics Functions and Levels of factories and special activities under DA contract.
Support The work is generally performed in CONUS.
10-5. Logistics tasks b. Retail. This level includes support at installa-
The Army's logistics tasks originate with its statu- tions and in the theater of operations. It consists of
tory functions to organize, equip, and train Army three categories:
forces for the conduct of prompt and sustained com- (1) General support. Includes both MTOE
bat operations on land. They are further refined by units and TDA activities that perform GS-level lo-
the DPG. Within this broad guidance, the services gistics functions. These functions are normally per-
develop their own programs. The Army's logistics formed in support of the theater-level logistics sys-
tasks are to— tem.
a. Sustain land combat operations.
10-1
FM 100-11, Force Integration
(2) Direct support. This includes both b. Integrated Logistic Support, the program de-
MTOE units and TDA activities that provide logis- fined by AR 700-127, monitors and captures sup-
tics support directly to user units and activities (and port requirements for new and displaced equipment.
in MTOE units that provide backup direct support). This data includes such information as maintenance
(3) Unit or organizational: This includes frequency, transportation and storage requirements,
both MTOE and TDA units in the field which per- numbers and special skills of maintenance personnel,
form unit and operator maintenance on organic repair parts supply, and facilities requirements. All
equipment, and unit supply functions. of these elements can contribute to effective sus-
tainment planning.
Section III:
Logistic Planning Section IV:
Maintenance Function
10-8. Support considerations
10-11. Categories of maintenance
Logistics planning focuses on the transition from
peacetime to wartime. The adequacy of logistics a. Materiel maintenance includes all actions
support considers: taken to keep materiel in a serviceable condition,
a. Sustainability requirements of supported restore it to serviceability, or upgrade its utility
forces. through modification. As a general policy, mainte-
nance is performed where equipment is operating or
b. Strategic and theater lift availability. has failed.
c. Availability and adequacy of prepositioned b. Maintenance management in the Army is ver-
stocks. tically oriented either on commodity groups or
d. Logistic force shortfalls. weapon systems. Within commodity groups, the
e. Warning time. management effort is predicated upon cost and item
essentiality. Vertical maintenance management pro-
10-9. Planning responsibilities vides a direct line from HQDA to the ultimate user
a. Department of the Army (DA). A comprehen- through the commodity management chain. Whole-
sive logistics analysis of OPLANs for various thea- sale support responsibility is centralized at AMC.
ters is conducted to identify, develop, and recom- Vertical management techniques are used to obtain
mend logistics concepts, policy, programs, plans, cost-effective operations and responsive improve-
and systems. It also includes assessing logistics ments and rely on standardization of management
readiness and sustaining capabilities. This evalua- systems, improvement of asset reporting, and con-
tion is performed to assess logistics supportability, trol. This provides better asset knowledge and visi-
adequacy of logistics force structure, and enhance- bility, streamlines the Army's logistics support
ment of logistics planning efforts. OPLAN logistic structure, and conserves resources.
analyses focus on three primary aspects:
10-12. Army maintenance (less aviation)
(1) Logistics force structure and deployment.
The maintenance framework for non-aviation units
(2) Logistics planning guidance. is made up of four categories:
(3) Logistics support capabilities and constraints. a. Unit.
b. U.S. Army Materiel Command. The AMC is (1) Unit maintenance is performed by the
the wholesale logistics command responsible for the user and is characterized by quick turnarounds
materiel functions of research, development, acqui- based on repair by replacement and minor repair.
sition, and sustainment of a trained, ready Army. The cornerstone of unit maintenance is preventive
The mission of AMC and its subordinate commodity maintenance checks and services.
commands falls within three areas: the acquisition of (2) To improve forward maintenance to the
materiel, supporting the readiness of that materiel user, there is greater use of built-in-test (BIT) or
while in user hands, and eventual disposal of the built-in-test-equipment (BITE), modularity, common
materiel. tools and test equipment, and discard of components
and selected small end items.
10-10. Sustainment planning
b. Direct support. DS maintenance is performed
a. Logistics sustainability projects the future by combat service support units assigned to divi-
availability and serviceability of equipment. It ex- sions and corps. It is characterized by high mobility,
amines requirements versus availability of repair with a forward orientation, and repair by replace-
parts and other supplies, issue/turnaround times, ment. Divisional maintenance units support maneu-
storage and transportation, and related facilities. ver elements while non-divisional units provide area
support and reinforcing support to the division.
10-2
FM 100-11, Force Integration
Where possible, DS units are organized on a modu- munications (ALOC) system are used to improve
lar team basis to support specific systems and their transportation services during peace and war.
auxiliary equipment (such as tank system support b. Strategic mobility is defined as the capability
teams, engineer system support teams). to deploy and sustain military forces worldwide in
c. General support. GS maintenance is charac- support of national strategy. The DOD concept for
terized by semi-fixed facilities, with a deployable strategic mobility includes airlift, sealift, and over-
sustaining maintenance capability at theater level. Its seas prepositioning of materiel. The U.S. Transpor-
basic purpose is to support the theater supply system tation Command provides this support to the Army.
through repair of components. GS maintenance is c. The development of containerized shipping
job or production line oriented, as appropriate, and techniques permits the rapid surface movement of
is performed by modular units composed of com- materiel. The direct support system is designed to
modity-oriented platoons. It may also work as a take advantage of this capability and to deliver mate-
theater special repair activity. riel directly to the user. Although airlift capabilities
d. Depot. Depot maintenance supports the have increased, the Army still relies on surface
wholesale supply system. It is production-line ori- movement for the bulk of its cargo.
ented and is performed by selected commodity-
oriented organizations, special repair activities, 10-15. Transportation functional areas
AMC depots, and contractor personnel. A transportation system within a theater of opera-
tions is divided into three functional areas:
10-13. Aviation maintenance
a. Modal operations. These consist of the
Aviation maintenance is performed in three categories: physical movement of personnel and materiel on a
a. Aviation unit maintenance (AVUM). transportation conveyance. Basic modes of trans-
AVUM is a combination of unit and limited DS portation are air, rail, road, and water.
maintenance. b. Terminal operations. This involves the trans-
b. Aviation intermediate maintenance (AVIM). fer of cargo from one mode of transport to a differ-
AVIM is a combination of the remaining DS and ent mode. It also includes the transfer of cargo from
limited GS maintenance capabilities. In heavy divi- one type of transport within a mode to a different
sions, the AVIM company is organic to the Aviation type at an intermediate point along the transportation
Support Battalion of the Division Support Command system. Terminal operations in a theater of opera-
(DISCOM). The Airmobile Division DISCOM has tions typically take place at railheads, truck-heads,
an organic AVIM battalion. The AVIM companies pipe-heads, air-heads, inland waterway terminals,
of the Airborne and Light Infantry Divisions are or- ports, or beaches.
ganic to the Main Support Battalions of their re- c. Movement management. This includes staff
spective DISCOMs. planning and coordination to ensure that the trans-
c. Depot. Depot maintenance includes some portation system is used for the movement of per-
maintenance repairs previously performed at GS as sonnel and cargo to the right place, at the right time
well as the traditional missions of rebuild and over- by the most economical and efficient means. Move-
haul. ment management functions are performed by staff
elements and control centers at various levels of
Section V: command. The two major elements of movement
Transportation Function management are transportation movement and high-
10-14. Transportation management way regulation.
a. Transportation is the movement of personnel Section VI:
and materiel to meet Army requirements and com- Supply Function
mitments. It can be considered the connecting link
among the logistics functions, enabling the system to 10-16. Supply categories
operate. The transportation management program Supply is the procurement, distribution, maintenance
focuses on maintaining a wartime lift capability in a while in storage, and salvage of commodities needed
peacetime environment. This helps ensure strategic to equip, maintain, and operate a force. This in-
mobility and a continuous movement of supplies to cludes the determination of type and quantity of
deployed forces. To develop and maintain this capa- supplies. There are three categories for requesting
bility, the most responsive transportation systems and issuing supplies:
are incorporated into the transportation program. a. Scheduled supplies. These respond to re-
Containerization, intermoalism, electronic data in- quirements that can be reasonably predicted (Classes
terchange (EDI) systems, and the air lines of com- I, III (bulk), V, and VI).
10-3
FM 100-11, Force Integration
b. Demand supplies. These are supplies for (d) War reserve stocks for allies
which a requisition must be submitted (Classes II, (WRSA). WRSA is an OSD directed program that
III (packaged), IV, VII, and IX). ensures United States preparedness to assist desig-
c. Regulated supplies. These are supplies that nated allies in case of war. WRSA assets are fi-
the commander has decided must be closely con- nanced and owned by the United States.
trolled because of scarcity, high cost, or mission (4) APS Stockpiles are as follows:
need. (a) APS-1 (CONUS). Consists of sus-
10-17. Levels of supply tainment and operational projects. Secondary item
Levels of supply are the quantities of materiel to be requirements have been computed against the 10-
held in anticipation of future demands. The Depart- division, 2-MTW scenario and posted to accountable
ment of the Army, Deputy Chief of Staff, Logistics records. These requirements are the basis for fund-
(DCSLOG), prescribes levels of supply authorized ing consideration in the POM to fill existing sus-
to be on hand or on requisition. They are managed tainment shortfalls.
and maintained at various levels. (b) APS-2 (Europe). Consists of sus-
a. Department of the Army level. Since 1992, tainment, operational projects, and three preposi-
major policy changes have been made to the Army tioned sets in Western Europe and Italy, and one
prepositioned stocks (APS) program. These changes field artillery battalion set in Norway. The term
reduced requirements, de-linked accounts from spe- POMCUS is not used anymore.
cific CINCs, and redistributed APS materiel into (c) APS 3 (Afloat). Consists of sustain-
strategic stockpiles oriented toward supporting mul- ment, operational projects, and one prepositioned
tiple CINCs. These changes provide strategic flexi- set. Interim loadout of 12 ships is complete with
bility to logistically support two nearly simultaneous ships on station in their area of responsibility. End
major theater wars (MTW). state will be achieved by FY 01 with 16 ships.
(1) Program changes reduced 17 theater Re- (d) APS-4 (Pacific). Consists of sus-
serve and three CONUS Reserve accounts to five tainment, operational projects, one prepositioned set,
regional APS stockpiles (APS-1 through APS-5). and War Reserve Stocks for Allies-Korea (WRSA-
APS operational projects were reduced from 54 K).
CINC-specific to 14 common-use projects. (e) APS-5 (Southwest Asia). Consists of
(2) Centralized ownership of all APS resides sustainment, operational projects, and two preposi-
at HQDA, with the Army Materiel Command and tioned sets (Kuwait and Qatar). The remaining bri-
the Office of The Surgeon General responsible for gade and division base are scheduled for fielding FY
accountability and program management. 99-00.
(3) The APS program consist of four catego- (f) An eighth brigade set has been ap-
ries of stocks (quantities are current as of July proved for stockage and the decision on location is
1997): pending.
(a) Prepositioned sets. Seven brigade- b. GS and DS levels. Authorized stockage list
size combat unit sets of equipment, one division- (ASL) stocks are held by DS/GS units. They consist
base set, and one echelon above division CS/CSS set of demand-supported, mission-essential, and initial
strategically positioned worldwide both ashore and provisioning items. Inventory at the DS/GS level is
afloat. used to support the consuming organizations.
(b) Operational projects (OP). OP c. Unit level. A unit's prescribed load list (PLL)
stock is materiel above normal TOE, TDA, and consists of demand-supported and mission-essential
CTA authorizations tailored to key strategic capa- items to support unit maintenance and initial provi-
bilities essential to the Army’s ability to execute its sioning items. Materiel authorized for unit stockage
power projection strategy. Stock is primarily posi- (PLL stocks) must be on hand or on order (replaced
tioned in CONUS with tailored portions preposi- as consumed).
tioned overseas and afloat.
(c) Sustainment. Equipment and sup- 10-18. Other supply programs
plies required to sustain the warfight as specified in Other supply programs include Army food program
operation plans. Sustainment stocks are positioned (subsistence, troop issue, wholesale subsistence sup-
OCONUS in APS-2 through APS-5 to support ply, and garrison and field food service), clothing
committed forces until CONUS resupply is estab- sales/initial issue activities programs, organizational
lished. APS-1 is the CONUS reserve stockpile. clothing and individual equipment items program.
Army war reserve secondary items (AWRSI) are
included in this category.
10-4
FM 100-11, Force Integration
10-5
FM 100-11, Force Integration
Chapter 11
Stationing the Force
(14) Potential issues.
Section I:
Introduction (15) Quality of life.
(16) Personnel implications (military and ci-
11-1. Complexity of the stationing decision process vilian).
Stationing a new organization or relocating an ex- (17) Peacetime command and control rela-
isting one requires detailed planning and evaluation tionships (RC only).
that encompasses all aspects of stationing in accor-
dance with AR 5-10. Development of alternatives, (18) Other actions planned at the affected in-
analysis of their impacts, the unit’s operational stallations.
needs, quality of life needs of soldiers and their (19) Training (maneuver arealand acquisi-
families, and many other factors, must be consid- tion, environmental impacts).
ered. (20) Intraservice Support Installation Area
11-2. Multiple agency involvement (AC to RC support (AR 5-10)).
b. Plan approval authority. The authority to
All affected installations (gaining and losing) and approve organization stationing plans is at MACOM
units, including moving units, support units, and or higher level in accordance with criteria detailed in
support infrastructure agencies, as well as MACOM AR 5-10. Stationing analysis findings and recom-
and DA staff elements must be involved in planning mendations are passed through the appropriate level
and execution. staffs to decision makers in the form of stationing
Section II: packages. Due to the political and emotional sensi-
Planning tivity of many stationing actions, the authority to
announce stationing decisions is distinct from the
11-3. Planning organizational stationing authority to approve and, for coordination sake, is
The impetus to consider a stationing action can be centralized at the HQDA level (DCSOPS).
generated by a wide variety of issues. Unit activa- c. Organizational assessments. Organizational
tions, inactivations, restructuring, reorganization, assessments examine the impacts of proposed sta-
base closure and realignment, are only a sample of tioning actions, especially the availability of organ-
these issues. Regardless of the impetus, the planners izational and support infrastructure facilities. They
and staff that address a stationing action must work determine if the stationing process can support force
extra hard to recognize and coordinate all the opera- modernization and force structure decisions. The
tional, cost, statutory, and quality of life implica- ability to properly station a total organization must
tions of these actions. be considered as a factor affecting unit readiness.
a. Stationing analysis. The decision making d. Environmental considerations. All stationing
process for stationing organizations includes a de- actions must comply with the statutory requirements
tailed stationing analysis. This analysis considers the of the National Environmental Policy Act of 1969
following stationing planning factors: (NEPA). The stationing proponent (normally the
(1) Rationale for the action. installation/garrison commander) is responsible for
(2) Statutory constraints and guidance. the environmental analysis. NEPA’s focus is to en-
sure that the decision maker takes the environmental
(3) Army stationing vision and guidance. consequences of all feasible alternatives into consid-
(4) Local community impact. eration. One of the following three levels of analysis
(5) Operational considerations. is required to satisfy NEPA:
(6) Demographic supportability (RC, only). (1) Categorical Exclusion (CX). Actions
that, by their nature, generally have no significant
(7) Budget impact. environmental consequences. Categorical Exclusions
(8) Geographical balance (RC, only). are listed in Appendix A, AR 200-2. Some CXs re-
(9) Facilities impact. quire documentation in a record of environmental
(10) Support to RC training. consideration (REC) as discussed in AR 200-2.
(11) Ranges available. (2) Environmental Assessment (EA). An EA
provides the decision maker with evidence and
(12) Coordination. analysis for determining whether a Finding of No
(13) Environmental impact. Significant Impact (FNSI) or an Environmental Im-
11-1
FM 100-11, Force Integration
pact Statement (EIS) should be prepared. The EA Decision (ROD), which explains the Army’s deci-
describes actions, alternatives, impacts, and lists sion, environmental impacts, mitigating actions to
agencies consulted. It is nominally a one year effort reduce adverse effects, and monitoring steps to en-
which includes opportunities for public comment. sure compliance with the decision and accuracy of
(3) Environmental Impact Statement. predictions.
(a) A public document with the primary 11-4. The role of installations in stationing
purpose of ensuing that NEPA policies and goals are
incorporated early into the programs and actions of Although higher level staffs and senior decision
Federal agencies. An EIS is required to provide a makers have final authority, the installation’s role is
full and fair discussion of significant environmental critical for thorough planning, analysis, and ulti-
impacts. Along with other project documents, the mately the successful execution of stationing actions.
EIS provides a basis for informed decision making. The installations are the platforms from which these
It also allows public review and comment on the stationing actions are initiated and executed. As the
proposal. As stated in AR 200-2, an EIS is required Army transitions to a CONUS based Service, the
when the proposed action has the potential to level of installation response becomes more and
more critical. An essential aspect of this response to
• Significantly affect environmental quality, the stationing actions is the availability and condi-
public health, or safety. tion of real property (such as land, facilities, build-
• Significantly affect historic or archaeologi- ings, and infrastructure).
cal resources, public parks and recreation a. Real Property Planning Board.
areas, wildlife refuge or wilderness areas,
wild and scenic rivers, or aquifers. (1) With the Installation Commander as
chairman, the Real Property Planning Board (RPPB)
• Have a significant adverse effect on proper- develops the installation master plan (IMP) in coor-
ties listed or meeting the criteria for listing dination with DA, DOD, and other Federal agencies,
in the National Register of Historic Places, and local and state governments. The RPPB ensures
or the National Registry of Natural Land- that plans and programs are developed in harmony
marks. (The National Park Service, U.S. with environmental, energy, safety, and security re-
Department of the Interior maintains the quirements.
National Register.)
(2) Two key members of the RPPB focus on
• Cause a significant impact to prime and the installation’s facilities-related issues. They are
unique farm lands, wetlands, flood-plains, the representative of the U.S. Army Corps of Engi-
coastal zones, or ecologically or culturally neers (USACE) and the Director of Public Works
important areas or other areas of unique or (DPW) (formerly Director of Engineering and
critical environmental concern. Housing (DEH)). The Army has assigned an instal-
• Result in potentially significant and uncer- lation support mission to USACE to augment Army
tain environmental effects or unique or un- installations’ organic capabilities. These services are
known environmental risks. available to assist installations in accomplishing
• Significantly affect a species or habitat their environmental, housing, and real property
listed or proposed for listing on the Federal maintenance activities (RPMA). The DPW is the
list of endangered or threatened species. executive secretary of the RPPB for master planning
• Either establish a precedent for future action and is responsible for real property management. He
orchestrates these duties in accordance with the Real
or represent a decision in principle about a Property Master Plan (RPMP) which he develops as
future consideration with significant envi- a component of the IMP. The RPMP is discussed
ronmental effects. further in the next section.
• Adversely interact with other actions with b. Army stationing and installation plan.
individually insignificant effects so that cu-
mulatively significant environmental effects (1) To project personnel support require-
result. ments into the future, master planners have an auto-
• Involve the production, storage, transporta- mated management tool, the Army Stationing and
installation plan (ASIP) data base (described in AR
tion, use, treatment, and disposal of hazard- 5-18). ASIP draws on a number of other data bases
ous or toxic materials that may have signifi- to include SAMAS, SORTS, and TAADS-R, to
cant environmental impact. provide the authorized planning populations (officer,
(b) Nominally a two-year effort, the EIS warrant officer, enlisted, U.S. civilian, and other
begins with a Notice of Intent (NOI) published in the civilian) of all units, activities, and other tenants lo-
Federal Register. It includes extensive opportunities cated at Army installations, to include Reserve
for public involvement. It culminates in a Record of Component installations. This data covers the cur-
11-2
FM 100-11, Force Integration
rent fiscal year and the following six years. The short term, to support both long-range peacetime,
ASIP is updated and distributed semi-annually. and mobilization missions.
(2) Information obtained from ASIP is used (1) Long-Range Component (LRC). The
to compare future population and unit requirements LRC establishes the basic framework, specific stan-
with those currently supported. dards, and options for developing and managing the
c. Real Property Planning and Analysis System. installation. It documents the installation capabili-
Real property planning focuses on adequately de- ties, its constraints, and outlines the opportunities
fining requirements. It is key to satisfying facility with emphasis on expansion potential, environmental
needs for mission accomplishment. The Real Prop- constraints and baseline, and the development stan-
erty Planning and Analysis System (RPLANS) and dards with which real property will comply. This
headquarters RPLANS (HQ RPLANS) are addi- framework sets the parameters insuring that the in-
tional automated master planning tools. They pro- stallation sustains the needed level of quality real
vide the capability to calculate peacetime facility property aspects over the planning horizon. The in-
space allowances and compare them to available real stallation design guide (IDG) is a critical standard
property assets for a wide range of facility types. element of the LRC. It sets the design parameters for
exterior and interior real property development. This
Section III: document is one of the prime standards that ensures
Real Property Management the Army’s development of that installation is sus-
tained at a high level of quality.
11-5. Real Property Master Plan
(2) Capital Investment Strategy (CIS). The
The RPMP is the installation’s plan for the use, re- CIS defines the installation’s investment strategy
use, replacement, expansion, or disposal of real and is required to resolve the real property shortfalls
property (land or facilities) to support ongoing and defined in the RPMP. It defines a requirements
future mission requirements. Real property shortfall analysis to support installation missions as well as
solutions (such as facility reuse, leasing, real estate any proposed stationing actions. It documents an
acquisitions, new construction) are detailed in the economic analysis that defines a set of alternatives
plan. The plan also identifies opportunities where the and identifies the best means to resolve inadequacies
local community can provide support. The RPMP and shortfalls . The CIS defines both non-structural
also reflects the existing installation RPI and its us- and structural solutions, and identifies the required
age. This inventory provides the basis for future investments needed to support these solutions. Fur-
planning. ther, it identifies a time line that documents when
a. Real property shortfall solutions. Installation these investments must be expended and projects
requirements, in the form of MDEP are included in completed. The CIS is based on requirements identi-
the MACOM POM submission. They address two fied in the Tabulation of Existing and Required Fa-
means to solve real property shortfalls, non- cilities that defines by category code the shortfall
structural and structural. and excesses in real property and the existing RPI by
(1) Non-structural solutions are traditionally category code design. MACOMs have the preroga-
small cost improvements such as disposals, leasing, tive to set resource constraints over their time line to
minor construction, and maintenance and repair that ensure resource allocations reflect PPBES guidance.
by their nature and relatively low cost may or may (3) Short-Range Component (SRC). The
not require Congressional approval. If the MACOM SRC implements the CIS. It reflects day-to-day real
programs are included and resourced during the property planning and management. Its principle
POM process, the non-structural solutions are put in element is the real property investment plan (RPIP)
place. Traditionally most non-structural solutions which identifies all specific projects and funding
can be resolved at the installation without major ad- streams over the six year POM period, regardless of
ditional funding. proponent or fund source.
(2) Structural solutions involve major acqui- (4) Mobilization Component (MC). The MC
sitions or major construction. Structural solutions supports installations with a mobilization mission. It
require Congressional approval. This process re- develops the expansion capability analyses of the
quires 5 to 7 years from initiation to approval. Early LRC into specific plans.
identification of structural solutions is essential if c. Objectives of the RPMP. The RPMP compo-
these actions are needed to execute the stationing nents represent the installation community’s collec-
action. tive vision for development. It sets forth an orderly
b. Components of the RPMP. The RPMP con- framework of development that defines a plan that
sists of four components. The components address sustains a community of excellence, promotes close
the management and development of the installation inter-governmental coordination between the sur-
as it transitions from its existing state, through the rounding communities, and establishes a strategic
11-3
FM 100-11, Force Integration
investment planning process that insures that all real f. Decision support tools and applications. In
property requirements are met. From these objec- order to meet the dynamic process of planning for
tives, the installation becomes an operational plat- organizational stationing, many tools are required
form that can support existing as well as planned for the Army to conduct real property planning.
missions. Successful installation planning also Listed below are decision support tools and applica-
achieves the following objectives: tions that are essential for the army to provide real
(1) Establishes a vision and future direction property planning to support organizational plan-
for efficiently managing and acquiring and/or re- ning:
ducing real property at Army installations in order to
effectively support the mission, management proc-
esses, and community aspirations.
(2) Establishes a power projection platform
that can react to any contingency and still reflect a
quality environment in which to work and live.
(3) Establishes a frame work for managing • SALE
• TRANSFER
• STATIONING
• CRITERIA
• BUILD
• BUY
d. Maximizing the use of existing facilities. •LEASE
11-4
FM 100-11, Force Integration
real property requirements. It compares the installa- b. Part II. Part II evaluates 23 different envi-
tion’s RPI with the installation’s real property al- ronmental programs called Media. Examples include
lowances, and calculates shortfalls and excesses in air quality, hazardous and toxic waste management,
installation real property. It incorporates all Army and threatened and endangered species. Part II as-
criteria to develop the initial calculations of require- sesses installation environmental compliance with
ments. HQRPLANS provides MACOMs and legal requirements, summarizes environmental con-
HQDA an Army perspective on how installations are ditions, measures mission impacts, and assesses the
postured in terms of meeting their facility needs. It is effectiveness of environmental program perform-
used by DCSOPS and other DA staffs to conduct ance. Quantitative assessments compare environ-
stationing analysis. Access can be provided through mental program accomplishments against standards
dial-up service by contacting the U.S. Army Center based on DOD measures of merit and DA manage-
for Public Works, ment indicators. Qualitative assessments evaluate
(4) Housing Operations Management Sys- environmental program status by comparing the cur-
tem (HOMES). HOMES provides commanders rent conditions of installation environmental pro-
automated information management support for im- grams against Army-wide standards. Army-wide
proved Army Family Housing (AFH) and Unaccom- standards are based on tasks that installations must
panied Personnel Housing (UPH) management. routinely accomplish to provide an effective envi-
ronmental program that supports mission accom-
(5) Other applications. The following sys- plishment. Part II also extracts environmental fund-
tems are other applications that are used to conduct ing data from the Environmental Program Require-
stationing: ments (EPR) system to reflect funded and required
(a) Army Criteria Tracking System environmental program resources.
(ACTS). Army space planning criteria is used to de- c. Part III. Part III sets Army-wide performance
termine construction allowances (square footage) standards for every installation support service per-
based on assigned missions. ACTS is the Army-wide formed or available at an Army installation. It as-
single information source for this data. Access to sesses both the quantity and quality of service deliv-
ACTS can be provided through dial-up service by ery, such as how much service is provided to cus-
contacting ACSIM. tomers and how well customer service delivery re-
(b) Facility Planning System (FPS). quirements are met. It also assesses how much it
Allows planners to see the latest versions of MTOEs should cost the Army to provide these services
and TDAs to gather authorized equipment support against the Army-wide performance standard. ISR
information. Part III enables a broad-brush look across the Army
at functional areas or particular services in order to
11-6. Installation Status Report establish benchmarks for best practices, develop
The Installation Status Report (ISR) is a three-part funding strategies, and assess installation perform-
decision support system intended to provide decision ance against current resource levels. Part III also
makers at all levels with an annual objective assess- assesses how well installations are able to perform
ment of the status of Army installations with respect given the resources available to them with the focus
to infrastructure (ISR Part I), environment (ISR Part on "sizing the requirement." That is, determining
II), and services (ISR Part III). It provides installa- how much should it cost to provide services to cus-
tion status in the form of C-ratings (C-1 being best tomers to maintain a given level of quality and still
and C-4 being worst), similar to the unit status re- satisfy their needs.
port (USR), to assess the quantity and quality of d. Headquarters Installation Status Report. To
installation level facilities, environment, and serv- facilitate viewing the reported status of Army infra-
ices. structure, environment and services as an integrated
a. Part I. For Part I, installation infrastructure is system, HQDA has undertaken development of the
grouped into five broad facility areas: mission, mo- HQISR executive information system. HQISR pro-
bility, housing, community, and installation support. vides executive level information for HQDA,
Quantitative assessments evaluate these facilities by MACOM and subordinate levels of command. When
determining what percentages of installation re- fully developed, HQISR will provide an overall pic-
quirements are satisfied by either on-hand permanent ture of an installation's status, and show how defi-
or semi-permanent facilities. Qualitative assessments ciencies in installation conditions affect infrastruc-
evaluate the condition of installation facilities based ture, environment and service delivery. HQISR will
on their physical condition. Part I also contains cost assist each level of command in developing man-
algorithms that estimate the costs to improve facility agement approaches and policy decisions concerning
C-ratings, and construct those facilities identified as Army facilities, environmental progress, impacts
required, but in deficit. upon mission in strategic planning and prioritization,
and the justification and allocation of resources sup-
11-5
FM 100-11, Force Integration
11-6
FM 100-11, Force Integration
civilian personnel. The AFH appropriation is unique construction, improvements, leasing, operations,
among the facilities accounts in that it funds both maintenance and repair, and utilities. AFH projects
family housing construction and operations and have different statutory and regulatory rules and
maintenance programs (including utilities and leas- limitations.
ing). Its major program elements include new
MCA Cycle
Release
(CRRC)
Congress Construction
+ POM
**MACOM Design MCA
Authorizes, Complete
Appropriates
Submits
DD 1391 MACOMs
to CRRC Submits
*DD1391to FY94-99 (35% Design
MACOM Begins MCA Prgm Complete)
Construction
Contract
Army Guidance, Signed
Installation level OSD/OMB
planning & analysis Review President
Signs Bill
.
** DESIGN
. .
MILCON
. PLAN *
.. . BRIEF
CONGRESS
.
CONSTRUCT
Sequence of Events:
• Installation develops MILCON project in RPMP
• Project on DD Form 1391-EF transmitted to MACOM and USACE
• MACOM selects projects and transmits to ARSTAF (CRRC)
• CRRC finds project meets guidance and approves design start
• Project makes MACOM POM - design continues
• Project is briefed to OSD and OMB
• Project surpasses 35% design hurdle and makes Presidents Budget
• Project briefed to Congress (HNSC and SASC Authorization)
• Project briefed to Congress (HAC and SAC Appropriation)
• Project design is complete
• President signs Defense Budget approved by Congress
• Contracting process executedcontract signed
• Construction oversight by USACE - Facility accepted by USACE
• USACE passes facility to Installation for use
11-7
FM 100-11, Force Integration
11-8
FM 100-11, Force Integration
installation is granted authority to pursue disposal b. The final design is based on a statement of
action of excess property. Before property disposal, user requirements, existing criteria, and regulations.
installations have the authority to out-grant their It is packaged as a set of contract documents that is
excess property for other uses. These uses may in- advertised for competitive bids from construction
clude non-DOD agencies. These recommendations contractors. A lump-sum, fixed- price construction
again are based on the master planning process and contract is awarded to the lowest bidder. The design
the accurate real property database. Disposal is portion of the project proceeds in parallel with the
normally handled by an USACE district real estate programming process for projects in a fiscal year
division through special authority, through GSA MILCON program.
under that agency’s statutory authority, or as dele-
gated by GSA to DOD/DA. Overseas, disposal of Section VII:
excess real estate is governed by agreements in force Summary
with the country involved. The Army is constantly exposed to stationing re-
11-15. Facilities quirements; therefore, the force integrator must un-
derstand these relevant processes. Stationing soldiers
a. While land may be acquired when authorized, in adequate facilities is a key quality of life issue
the acquisition process for facilities consists largely that could have a major impact on unit readiness.
of the design and construction of new fixed facilities
on existing Army installations. This process also
includes build-to-lease contracts as authorized by
Congress.
11-9
FM 100-11, Force Integration
Chapter 12
Resourcing the Force
Section I: Section II:
Introduction PPBES Responsibilities
12-1. The resource task 12-4. Secretarial oversight
HQDA, with the full participation of the MACOMs, The Assistant Secretary of the Army (Financial
PEOs, and other operating agencies resources the Management and Comptroller) (ASA(FM&C))
Army force and its support structure. The task re- oversees the PPBES and the development and prom-
quires the participants to plan, program and budget ulgation of Army-wide PPBES policy. The
for required manpower and dollars and then allocate ASA(FM&C) and other principal officials of the
and manage the resources ultimately approved. Office of the Secretary of the Army (OSA) also
oversee operation of the PPBES process within as-
12-2. Resourcing aim and approach signed functional areas and provide related policy
The aim is to provide the CINCs of the unified com- and direction.
batant commands the best mix of Army forces,
equipment, and support attainable within available 12-5. System management and operation
resources. Toward this end, the participants The ASA(FM&C), with the Director of Program
a. Develop plans that structure, man, equip, Analysis and Evaluation (DPAE), manages the
train, station, and sustain the Army to support the overall PPBES. System phase managers set policies
national military strategy. and procedures to carry out phase functions: The
DCSOPS for planning, DPAE for programming,
b. Develop programs that distribute projected and ASA(FM&C) for budgeting and execution.
manpower, dollars, and materiel among competing
requirements according to Army resource allocation a. DCSOPS determines force and related re-
policy and priorities. quirements, develops the preliminary program force,
and sets priorities for Army requirements, programs,
c. Develop budgets that convert program deci- and resources. DCSOPS also prepares Army Long
sions on dollars and manpower into requests for Range Planning Guidance (ALRPG), the AMP, the
congressional authorization and appropriations. RDAP, and TAP.
d. Execute programs that apply resources to b. DPAE, with functional proponents, develops
achieve approved program objectives, and, adjust and defends the Army program, manages its codifi-
resource requirements based on execution feedback. cation in the POM, and reviews CINC IPLs and
e. Execute budgets that manage and account for MACOM and PEO POMs. DPAE, with
funds to carry out approved programs. ASA(FM&C) and DCSOPS, guides and integrates
the work of the Program Evaluation Groups (PEG)
12-3. Planning, Programming, Budgeting, and throughout the planning, programming, budgeting,
Execution System and execution process.
a. The Army PPBES serves as the Army’s pri- c. ASA(FM&C) sponsors all Army appropria-
mary resource management system. Prescribed by tions except ARNG and USAR appropriations.
AR 1-1, the PPBES makes up the Army component ASA(FM&C) also supervises and directs prepara-
of the DOD PPBS. tion of Army budget estimates, incorporating the
b. The PPBES interfaces with joint strategic budgets of the ARNG and USAR, and then super-
planning conducted by the Joint Staff with the uni- vises and directs financial execution of the congres-
fied combatant commands and Services and planning sionally approved budget.
conducted by the OSD. Linking directly to OSD
programming and budgeting, the PPBES develops Section III:
and maintains the Army portion of the Defense pro- OSD Resource Management Framework
gram and budget. 12-6. The Future Years Defense Program
c. This chapter outlines PPBES responsibilities The DOD PPBS and the Service and Defense
and describes OSD’s resource management frame- agency complementary systems produce a plan, a
work. It then discusses the PPBES and its phase-by- program, and finally the Defense budget. PPBS
phase biennial process. documents the program and budget as the FYDP.
a. The FYDP officially summarizes the pro-
grams developed within the PPBS and approved by
the SECDEF. The FYDP lists resources by program
12-1
FM 100-11, Force Integration
element (PE), resource identification code, fiscal e. DOD is required to submit an amended OSD
year (FY), and value. It also sums resource data in Budget Estimates Submission (BES) and President’s
various management arrays and includes separately Budget for the second year of each biennial budget.
published annexes for procurement, construction,
and, collectively, research, development, testing, and 12-7. Core DOD managers
evaluation. In addition to the SECDEF, the core group of DOD
b. The FYDP has three dimensions (Figure 12- managers, includes the following:
1). The first dimension records resources by service a. Deputy Secretary of Defense. The Deputy
and Defense agency. The second dimension records Secretary of Defense (DEPSECDEF) assists the
resources by 11 major Defense programs and gives SECDEF in overall leadership of the department. He
the FYDP its distinctive structure. In its third dimen- exercises authority delegated by the SECDEF and
sion, the FYDP records program decisions on dollars conducts the day-to-day operation of DOD. The
and manpower related to specific appropriations. DEPSECDEF manages the PPBS.
(See Tables 12-1 and 12-2.) b. Under Secretary of Defense (Acquisition and
c. The FYDP accounts for all resources pro- Technology). The Under Secretary of Defense
grammed by DOD. Assigning resources to specific (Acquisition and Technology) (USD(A&T)) exer-
major force programs, the FYDP shows fiscal year cises responsibility for acquisition matters DOD-
totals for forces, manpower, and dollars. For exam- wide and performs as the DAE. The USD(A&T)
ple, the FYDP for the FY 1998-1999 President’s also represents DOD on foreign relations and arms
Budget (Figure 12-2) would— control matters and serves as the primary adviser to
(1) Give totals for each resource group by the DEPSECDEF for the PPBS planning phase.
prior year (PY), current year (CY), and the FY c. Chairman of the Joint Chiefs of Staff. The
1998-1999 budget years (BYs). CJCS assists the President and SECDEF in provid-
(2) Extend total obligational authority (TOA) ing for the strategic direction of the armed forces.
and manpower totals 4 years beyond the FY The CJCS serves as the principal military adviser to
1998/99 BY through FY 2003. the President and SECDEF. Shouldering responsi-
(3) Extend force totals 7 years beyond the FY bilities for planning, advising, and policy formula-
1998/99 BY through FY 2006. tion, the CJCS participates in DOD’s senior coun-
cils, where he speaks for the JCS and CINCs of uni-
d. The FYDP is updated three times each year fied combatant commands. The Vice Chairman of
as follows: the JCS, who is the second-ranking member of the
(1) When Defense components submit their Armed Forces, acts for the Chairman in his absence.
POMs to OSD in the spring a full POM during d. Service Secretaries. The Service Secretaries
even years and an amended POM during the odd- convey the Service perspective on Defense matters
year off cycle. to the SECDEF and DEPSECDEF and, as key ad-
(2) When Defense components submit budget visers, provide them with candid personal views.
estimates about mid-September.
(3) When the President’s Budget goes to
Congress in January.
12-2
FM 100-11, Force Integration
ORGANIZATIONS Y VY CE L.
ARM NA R FOR D, ET A
MILITARY CONSTRUCTION
P
GENERAL PURPOSE FORCES P
MILITARY PERSONNEL
FAMILY HOUSING
R
PROCUREMENT
INTELLIGENCE & COMMUNICATIONS
O
MIOBILITY LIFT
P
MAJOR R
GUARD & RESERVE FORCES
DEFENSE I
PROGRAMS RESEARCH & DEVELOPMENT A
CENTRAL SUPPLY & MAINTENANCE
T
I
TRAINING, MEDICAL & OTHER O
ADMINISTRATION N
S
SUPPORT OF OTHER NATIONS
PY CY BY BY 1 2 3 4 5 6 7
FY 96 97 98 99 00 01 02 03 04 05 06
Forces
12-3
FM 100-11, Force Integration
Table 12-1
Army Appropriation and Fund Managers
Investment
RDTE Research, Development, Test, and Evaluation, DCSOPS ASA(RDA)
Army
ACFT (APA) Aircraft Procurement, Army DCSOPS ASA(RDA)
MSLS (MIPA) Missile Procurement, Army DCSOPS ASA(RDA)
WTCV Procurement of Weapons and Tracked Combat DCSOPS ASA(RDA)
Vehicles, Army
AMMO (PAA) Procurement of Ammunition, Army DCSOPS ASA(RDA)
OPA Other Procurement, Army DCSOPS ASA(RDA)
OPA 1 DCSOPS ASA(RDA)
OPA 2 DCSOPS ASA(RDA), DISC4
OPA 3 DCSOPS ASA(RDA)
OPA 4 DCSOPS ASA(RDA)
MCA Military Construction, Army ACSIM ACSIM
MCNG Military Construction, Army National CNGB, ACSIM CNGB
MCAAAR Military Construction, Army Reserve CAR, ACSIM CAR
AFHC Family Housing, Army (Construction) ACSIM ACSIM
Operations
OMA Operation and Maintenance, Army See table 12-2
OMNG Operation and Maintenance, Army National CNGB, ACSIM CNGB
Guard2
OMAR Operation and Maintenance, Army Reserve2 CAR, ACSIM CAR
MPA Military Personnel, Army DCSPER DCSPER
NGPA National Guard Personnel, Army CNGB CNGB
RPA Reserve Personnel, Army CAR CAR
AFHO Family Housing, Army (Operations) ACSIM ACSIM
DERA Defense Environmental Restoration Act ACSIM ACSIM
AWCF Army Working Capital Fund ASA(FM&C) ASA(FM&C)
CAWCF Army Conventional Ammunition Working ASA(RDA) ASA(RDA)
Capital Fund
IMET International Military Education and Training DCSLOG DCSLOG
Transfer Appropriation
FMFE Foreign Military Financing Executive DCSLOG DCSLOG
FMS Foreign Military Sales Program DCSLOG DCSLOG
HOA Homeowners Assistance Fund, Defense COE COE
ATF Department of the Army Trust Funds ASA(FM&C) ASA(FM&C)
Notes.
1. ASA(FM&C) serves as appropriation sponsor for all appropriations (funds) except ARNG and USAR appropriations,
whose sponsors are the Chief, National Guard Bureau and Chief, Army Reserve, respectively.
12-4
FM 100-11, Force Integration
Table 12-2
Budget Activity Management Structure for Operation and Maintenance Appropriations
Operation and Maintenance, Army
Army manpower and tool obligation authority
n Budget activity (BA)
nn Activity group (01 level)
nnn Budget subactivity
Records resources for Army Management Structure Code (AMSCO) nnnxxx, where nnn shows budget subactivity.
Code Description Manager' Code Description Manager'
BA 1: Operating forces DCSOPS 32 Basic skill and advanced training
11 Land forces 321 Specialized skill training DCSOPS
111 Divisions DCSOPS 322 Flight training DCSOPS
112 Corps combat forces DCSOPS 323 Professional development education DCSOPS
113 Corps support forces 324 Training support DCSOPS
114 Echelon above corps forces DCSOPS 325 Base support (other training) ACSIM
115 Land forces operations support DCSOPS 325 Maintenance of real property ACSIM
12 Land forces readiness 33 Recruiting, and other training
121 Force readiness operations DCSOPS and education
support 331 Recruiting and advertising DCSPER
122 Land forces systems readiness DISC4, 332 Examining DCSPER
ACSIM 333 Off-duty and voluntary education DCSPER
DCSOPS 334 Civilian training and education DCSPER
123 Land forces depot maintenance DCSLOG 335 Junior ROTC DCSPER
13 Land forces readiness support 336 Base support (recruiting leases) ACSIM
131 Base support ACSIM BA 4: Administration and service-wide activities
132 Maintenance of real property ACSIM 41 Security programs
133 Management and operational ASA(MRA) 411 Security programs DCSINT
headquarters 42 Logistics operations
134 Unified commands DCSOPS 421 Service-wide transportation DCSLOG
135 Additional activities DCSOPS 422 Central supply activities DCSLOG
BA 2: Mobilization DCSOPS 423 Logistic support activities DCSLOG
21 Mobility operations 424 Ammunition management DCSLOG
2 3
214 POMCUS DCSOPS 43 Service-wide support
211 Strategic mobilization DCSLOG3 431 Administration ASA(MRA)
212 War reserve activities DCSOPS 432 Service-wide communications DISC4, ACSIM
3
213 Industrial preparedness DCSOPS 433 Manpower management ASA(MRA)
BA 3: Training and recruiting DCSOPS 434 Other personnel support ASA(MRA)
31 Accession training 435 Other service support Various
311 Officer acquisition DCSOPS 436 Army claims activities TJAG
312 Recruit training DCSOPS 437 Real estate management ACSIM
313 One station unit training DCSOPS 438 Base support ACSIM
314 Reserve Officers' Training Corps ACSIM 439 Maintenance of real property ACSIM
(ROTC) 451 Closed account Note4
315 Base support (academy only) ACSIM 493 Environmental restoration Note4
315 Maintenance of real property ACSIM 44 Support of other nations
(academy only) 441 International military headquarters DCSOPS
442 Miscellaneous support of other DCSOPS
nations
12-5
FM 100-11, Force Integration
Table 12-2
Budget Activity Management Structure for Operation and Maintenance Appropriations
Manpower-only activity structure
Probe generates categories 8 and 9 below to meet manpower reporting requirements.
Category 8 records resources for AMSCO 84nxxx where n=1, 6, 7, or 9 shows the budget subactivity.
Category 9 records resources for AMSCO 9nxxxx, where n=1, 2, 3, or 4 shows the 0-1 level structure.
Code Description Manager' Code Description Manager'
Category 8: Medical activities, man-power only Category 9: Other manpower only
reimbursable labor
84 Medical manpower TSG 91 Defense agency manpower DCSOPS
reimbursable (military only)
841 Examining activities 92 Special operations forces DCSPER
846 Training-medical spaces manpower reimbursable
847 Care in Army medical center 93 Outside Department of DCSPER
849 Defense medical spaces Defense
94 Transients, holdees, and DCSPER
operating strength deviation
Base support
Provides installation support functions for budget subactivities, 117, 315, 325, 336, and 438. Includes former accounts
for base operations (BASOPSJ (AMSCO xxxx96) real property maintenance (RPM) (AMSCOs xxxx78 and 76), real
property services (AMSCO xxxx79), and environmental compliance (AMSCOs xxxx53, 54, and 56).
Code Description Manager' Code Description Manager'
A Real estate leases ACSIM Q Reserve Component support ACSIM
B Installation supply operations DCSLOG T Preservation of order/ DCSOPS
C Direct and general support DCSLOG counterintelligence operations
(DS/GS) maintenance of non- U Resource management ASA(FM&C)
tactical equipment W Contracting operations ASA(RDA)
D Transportation services DCSLOG Y Records management, DISC4,
E Laundry and dry cleaning DCSLOG publications (summary account) ACSIM
services Environmental compliance, ACSIM
F The Army food services program DCSLOG pollution prevention, and
G Personnel support ASA(MRA) conservation programs
H Unaccompanied personnel ACSIM Added Function Manager
housing operation Base communications DISC4
J Operation of utilities ACSIM AMSCO xxxx95 ACSIM
K Maintenance and repair of real ACSIM Audio visual DISC4
property AMSCO xxxx90 ACSIM
L Minor construction ACSIM Youth services, family programs ACSIM
M Engineer support ACSIM AMSCO 315819 and 315820
N Command element, special ACSIM (for USMA resources) and AMSCO
staff, headquarters commandant xxx719 and xxx720
P Automation activities DISC4, (where xxx is 117, 325, or 438 depending
ACSIM on the command owning the resources)
S Community and morale support ACSIM
activities
12-6
FM 100-11, Force Integration
Table 12-2
Budget Activity Management Structure for Operation and Maintenance Appropriations
Army National Guard, U.S. army Reserve
Operation and Maintenance
Records resources for AMSCO 5nxxx, where n=1 or 4 designates the 0-1 level structure.
Code Description Manager' Code Description Manager'
Army National Guard U.S. Army Reserve
BA 1: Operating Forces CNGB BA 1: Operating Forces CAR
51 Mission operations 51 Mission operations
Training operations Training operations
Recruiting and retention Recruiting and retention
Medical support Medical support
Depot maintenance Depot maintenance
Base support2 Base support2
BA 4: Administration 8 service-wide activities BA 4: Administration 8 service-wide activities
54 Administration & service-wide CNGB 54 Administration & service-wide CAR
activities activities
Information management Information management
Public affairs Public affairs
Personnel administration Personnel administration
Staff management Staff management
Notes.
1. Manager for requirements determination and program and performance except as noted.
2. POMCUS rolls into War Reserve Activities effective FY 1997.
3. Manager for requirements determination. DCSLOG serves as manager for program and performance.
4. No functional managerfor year of execution only.
5. Follows support recording structure used for Operation and Maintenance, Army.
12-7
FM 100-11, Force Integration
PY CY BY 1 2 3 4 5 6
FY 95 96 97 98 99 00 01 02 03
$TOA $TOA
Manpower Manpower
12-8
FM 100-11, Force Integration
b. During programming, MDEPs provide useful d. Strategy and Planning Committee. The
visibility. MDEPs help Army managers, decision Strategy and Planning Committee (SPC) is chaired
makers, and leaders assess program worth, confirm by the Assistant DCSOPS (ADCSOPS). The alter-
compliance, and rank resource claimants. During nate chair for international activities is the
budgeting, MDEPs help convey approved programs ADCSOPS (Joint Affairs). The SPC provides an
and priorities into budget estimates. During execu- integrating forum for Army planning and oversees
tion, the MDEPs assist HQDA principal officials, preparation of the ALRPG and the TAP. The SPC
MACOM commanders, PEOs, and heads of other also considers the results of the Army’s Force Fea-
operating agencies in tracking program and financial sibility Review which is conducted as part of TAA.
performance. The financial data they get as feedback The SPC prepares guidance and analyses related to
help determine future requirements. strategy and reviews goals for their effect on pro-
12-12. PPBES forums gramming and budgeting. Its members consist
mainly of officials responsible for planning in the
a. Army Resources Board. The SA chairs the various offices and agencies of the Army Secretariat
Army Resources Board (ARB). The CSA is the and Staff.
vice-chair. The ARB serves as a forum for senior
Army leadership, through which the SA and CSA (1) From the Secretariat. The Administra-
review Army policy and resource allocation issues, tive Assistant to the Secretary of the Army (AASA)
particularly those emanating from the PPBES. In and DAB as well as representatives of the Assistant
particular, the ARB focuses on planning, program- Secretaries for Civil Works; Installations, Logistics,
ming, and budgeting matters. It sets policy and ap- and Environment; Manpower and Reserve Affairs;
proves guidance and priorities. It approves the pri- and Research Development and Acquisition as well
oritization of Army programs and selects resource as representatives from the DISC4, Deputy USA
allocation alternatives. On their completion, it ap- (Operations Research), Deputy USA (International
proves the TAP and POM as well as budget submis- Affairs), and Army Reserve Forces Policy Commit-
sions to OSD and Congress. ARB membership in- tee.
cludes (2) From the Army Staff. The DAS,
(1) From the Secretariat. The Under Secre- DARNG, and DPAE as well as representatives of
tary of the Army (USA), and the ASA(FM&C), the DCSPER, DCSINT, DCSLOG, ACSIM,
ASA(IL&E), ASA(M&RA), and ASA(RDA). OCE, CAR, and Surgeon General.
(2) From the Army Staff. The DCSOPS. e. Program and Budget Committee. The Pro-
b. ARB Support Group. Chaired by the gram and Budget Committee (PBC) is co-chaired by
ASA(FM&C), the ARB Support Group (ARBSG) the DPAE and DAB, each presiding depending on
serves as the central council for coordinating Army the subject. The PBC oversees the programming,
policy, PPBES, and other issues requiring ARB ac- budgeting, and execution phases of the PPBES, in-
tion. It meets to resolve emerging resource allocation cluding information feedback among the phases. The
issues or to refer them to the ARB. It provides rec- PBC serves in both a coordinating and advisory role.
ommendations to the ARB regarding prioritization of It provides a continuing forum in which program and
programs and resource allocation alternatives. It also budget managers review, adjust, and decide issues.
monitors the implementation of resource alterna- Its members consist mainly of officials responsible
tives. ARBSG membership includes— for programming and budgeting in the various of-
fices and agencies of the Army Secretariat and Staff.
(1) From the Secretariat. The Assistant Sec-
retaries of the Army for Installations, Logistics, and (1) From the Secretariat. The AASA and
Environment; Manpower and Reserve Affairs; Re- DISC4 as well as representatives of the Assistant
search Development, and Acquisition; the DISC4, Secretaries for Financial Management and Comp-
the General Counsel, the ARB Executive Secretary, troller; Installations, Logistics, and Environment;
and the DAB. Manpower and Reserve Affairs; Research Develop-
ment, and Acquisition.
(2) From the Army Staff. The DCSOPS and
DPAE. (2) From the Army Staff. The DARNG and
CAR and representatives from the DCSOPS,
c. ARB Support Group-Ad Hoc. The ARBSG- DCSPER, DCSINT, DCSLOG, ACSIM, COE, and
Ad Hoc consists of the members of the ARBSG plus Surgeon General.
the DAS; DCSPER; DCSLOG; ACSIM; DARNG;
and CAR. The Ad Hoc group convenes to consider f. Council of Colonels. A group of colonels or
issues having broader implications for the Army civilian equivalents, who represent PBC members,
than the resource allocation or other PPBES matters. meet throughout the programming and budgeting
When convened the group functions in the same process in a forum known as the Council of Colo-
manner as the ARBSG. nels. The Council is co-chaired by the Deputy Di-
rector of Management and Control, ASA(FM&C)
12-9
FM 100-11, Force Integration
and the Chief, Program Development Division, Pro- (2) From the Army Staff. The DAS,
gram Analysis and Evaluation Directorate (PAED). DCSPER, DCSLOG, DCSINT, COE, and DPAE.
The group packages proposals, frames issues, and
otherwise coordinates matters that come before its 12-13. Program Evaluation Groups
principals meeting in the PBC. HQDA uses six Active Army Program Evaluation
g. Prioritization Steering Group. Chaired by the Groups (referred to as title 10 PEGs) and two Re-
DCSOPS, the Prioritization Steering Group (PSG) serve Component advisory PEGs to support plan-
serves as another PPBES deliberative body. The ning, programming, and budgeting (Table 12-3).
PSG reviews the PBC-recommended program for The Title 10 PEGs program and monitor resources
balance and reviews prioritized lists of unresourced to perform Army functions assigned by Title 10,
programs and decrements. As appropriate, the PSG United States Code (10 USC). An Army National
recommends to the ARBSG zero-sum program al- Guard PEG and a U.S. Army Reserve PEG com-
ternatives within OSD resources, including the prise the Reserve Component advisory PEGs. The
funding of unresourced programs together with pro- advisory PEGs, provide technical assistance to the
posed off-setting decrements. PSG members in- Title 10 PEGs and monitor actions to integrate the
clude statutory, Defense, and Army requirements of the
Army National Guard and U.S. Army Reserve into
(1) From the Secretariat. The Military Dep- the Total Army program.
uty to the Assistant Secretary of the Army, Re-
search, Development, and Acquisition (ASA(RDA)),
the DISC4, and the DAB.
Table 12-3
Title 10 PEGs Listing Proponent Agency, Area of Activity, and Co-Chairs
Active Army
Manning (MM) DCSPER
Provides the Active Army, Army National Guard, and U.S. Army Reserve with authorized personnel in appro-
priate grades and skills. Integrates these activities for the ARNG and USAR. (co-chairsASA (M&RA),
DCSPER)
12-10
FM 100-11, Force Integration
Table 12-3
Title 10 PEGs Listing Proponent Agency, Area of Activity, and Co-Chairs
Equipping (EE) DCSOPS
Provides resources for the integration of new doctrine, training, organization, and equipment to develop and
field war-fighting capabilities for the Active Army, ARNG, and USAR. Focuses mainly on research, develop-
ment, and materiel acquisition.
Considers operating and support costs to field weapons and equipment as well as the costs of incremental
sustainment and combat development. (Co-chairsASA (RDA), DCSOPS)
ACSIM
Installations (II)
Provides resources to maintain services and infrastructure to support installations as power projection plat-
forms. Plans and programs for installations services that minimize migration of resources into BASOPS. Pro-
vides housing for military personnel and their families
.Scope embraces Real Property Maintenance (RPM) funding to maintain facilities and covers measures to
comply with environmental laws and the exercise of good steward-ship of natural and cultural resources.
Scope includes installation quality of life programs to ensure soldier morale, retention, readiness, and family
support.
Supports measures to establish and maintain information systems, communications, and audio-visual infra-
structure to support power projection platforms and logistical sustainment base operations.
Makes sure within assigned responsibilities that programs to maintain a trained and ready force receive appro-
priate civilian support staffing per statutory guidance. (Co-chairsASA (I&E), ACSIM)
Reserve
CNGB
Army national Guard
Provides technical assistance to Title 10 PEGs and monitors actions to integrate into the Total Army program
the statutory, Defense, and Army requirements of the Army National Guard.
USAR
U.S. Army Reserve (AR)
Provides technical assistance to Title 10 PEGs and monitors actions to integrate into the Total Army program
the statutory, Defense, and Army requirements of U.S. Army Reserve.
12-11
FM 100-11, Force Integration
Congress President
CBO GAO
SECDEF
National Command
DEPSECDEF
Military advice Authorities
EXCOM
CJCS USD(A&T)
Communications JCS
COE DCSOPS COE DCSOPS COE DCSOPS COE DCSOPS COE DCSOPS
DCSINT DCSINT
DCSINT DCSINT DCSINT ASA TSG , ASA TSG ,
ASA ASA ASA (FM&C) (FM&C)
(FM&C) TSG , (FM&C) TSG , (FM&C) TSG , ,Other ,Other
,Other ,Other ,Other
ACSIM DCSLOG ACSIM DCSLOG
ACSIM DCSLOG ACSIM DCSLOG ACSIM DCSLOG Programmatic Financial
Planning Programming Budgeting Execution
TRADOC
Program Evaluation Groups
AMC
Manpower
TRADOC
Force Struct Military Civilian
& Stationing
12-12
FM 100-11, Force Integration
12-13
FM 100-11, Force Integration
12-18. OSD planning products hold over the 10-to-20 year period, the ALRPG lays
Two SECDEF documents influence products of the out long-range planning assumptions and objectives.
JSPS. One is DPG, the other Contingency Planning b. The ALRPG examines political, military,
Guidance (CPG). economic, and technological events. The examina-
a. Defense Planning Guidance. The SECDEF tion identifies trends and determines a range of pos-
places responsibility and authority for program exe- sible results that bound the future operating envi-
cution with the services and other DOD components, ronment. It also draws implications for future mis-
but maintains central direction. Serving this central sions and for achieving required capabilities. The
purpose, the DPG presents the SECDEF’s strategic biennial plan helps commands and agencies translate
plan for developing and employing future forces. leader vision into long-range plans. Command and
Prepared by OSD and published normally in the odd agency long-range plans, in turn, help fashion the
year before POM preparation, the DPG is a princi- midterm vision by setting goals and strategies to get
pal product of OSD planning. It reflects the capabilities to meet future requirements. To-
gether, the ALRPG and command and agency long-
(1) Military advice and information recom- range plans guide the TAP. In addition, the ALRPG
mended by the CJCS. sets the course for requirements determination and
(2) Service long-range plans and positions on force development for the next PPBES cycle.
policy and other matters advanced by service Secre-
taries. 12-22. Army requirements determination process
(3) CINC appraisals of major issues and The U.S. Army Training and Doctrine Command
problems bearing on command missions. (TRADOC) manages the Army’s requirements de-
b. Contingency Planning Guidance. The CPG termination process. Applying war-fighting concepts
provides the CJCS written policy guidance for pre- for the future and experimentation in TRADOC
paring and reviewing contingency plans. Focusing Battle Labs, the process compares desired joint and
NMS and DPG guidance on contingency planning, Army capabilities in relation to the anticipated threat
the CPG bears directly on the JSCP. The SECDEF and known deficiencies. From this comparison the
prepares the document annually in coordination with process derives mutually dependent requirements
the Joint Staff. Then, on approval by the President, stressing the overall need of the future Army across
the SECDEF provides guidance to the Chairman. the spectrum of training, leader development, or-
ganization, materiel, and soldiers (DTLOMS).
12-19. Army planning
12-23. Army Modernization Plan
Army planning responds to and complements OSD
and joint strategic planning. Army planning helps the The Army Modernization Plan (AMP) outlines the
senior Army leadership determine force requirements vision for modernizing the future force and a strat-
and objectives and set priorities. Army planning also egy for near to midterm force development and long-
provides the basis for positions and comments sup- term evolution. The AMP provides a start point for
porting Army participation in OSD and joint proc- developing the RDAP. Its modernization objectives
esses, and it lays the planning basis for the Army guide program prioritization at HQDA.
program.
12-24. Army research, development, and acquisi-
12-20. Role of long-range planning tion plan
Army long-range planning looks 10 to 20 years The RDAP is a 15-year plan for developing and
ahead. In the process, the senior Army leadership producing technologies and materiel to support
creates a vision of the future Army. Fleshing out the Army modernization. The plan centers on integrating
design, commands and agencies develop long-range new doctrine, training, organization, and equipment
plans in their respective mission and functional ar- to develop and field war-fighting capabilities. It con-
eas. Long-range planning guides the midterm vision verts materiel requirements from an unconstrained
to develop the force and set program requirements. planning environment to a balanced RDA program
that is both technically and fiscally achievable. Con-
12-21. Army Long Range Planning Guidance forming to force structure guidelines, the plan seeks
a. Scheduled for distribution in the fall of even to maximize war-fighting capabilities and supporting
years, the ALRPG records the vision of the senior infrastructure within resources expected to be avail-
Army leadership. It describes a framework for de- able.
fining future requirements. It then examines national a. In December each year, TRADOC provides
security objectives against a range of potential re- recommendations to HQDA on material require-
quirements. Listing underlying conditions likely to ments for the RDAP and POM. To arrive at the rec-
ommendations, TRADOC applies a process known
12-14
FM 100-11, Force Integration
as Warfighting Lens Analysis (WFLA). The process 12-26. Force development and total Army analysis
takes into account such guidance as the National PPBES planning develops an achievable force
Military Strategy, OSD DPG, CINC IPLs, the AMP structure for America’s Army that supports the Na-
and the TAP. It compares future required capabili- tional Military Strategy. The approach centers on
ties of the total force against the fiscally constrained TAA, a computer-aided force developmental process
budgeted force. In doing so it determines force mod- that gets under way about January of the even year.
ernization needs, which TRADOC prioritizes ac- TAA results in a recommended fiscally constrained
cording to their contribution to mission accomplish- force which, when approved by the Army leadership,
ment. sets the force structure baseline for the POM. TAA
b. AMC performs an analogous function in de- is discussed in detail in Chapter 6.
termining requirements for RDA science and infra-
structure (S&I). Supporting warfighting, moderni- 12-27. Command planning and documentation
zation, and other HQDA high visibility programs, As discussed in Chapter 6, detailed integration and
S&I requirements are defined, ordered in priority, documentation of the programmed force centers on
and managed by materiel developers’ labs, RDE the management of change (MOC) window. The
centers, and support activities. Each year during Army uses this period to update and create MTOE
October through February, AMC reviews the re- and TDA documents. These documents officially
quirements jointly with other materiel developers. record decisions on missions, requirements for or-
These include the Corps of Engineers (COE), Medi- ganizations, and authorizations for personnel and
cal Research and Materiel Command (MRMC), equipment. TOE and BOIPs are the source of per-
USASMDC, and Army Research Institute (ARI). sonnel and equipment requirements for MTOE units.
The review integrates and sets priorities for require- a. The process begins with the Command Plan
ments and reconciles funding allocations. AMC rec- (CPLAN) guidance message, released by HQDA
ords the results in the Science and Infrastructure (ODCSOPS) at the start of the MOC window.
RDA Plan (SIRDAP), which it forwards and briefs CPLAN guidance sets the focus for the MOC win-
to HQDA each February. dow, establishes documentation priorities and ac-
12-25. The Army Plan tions, and provides force structure allowances
(FSA). MACOM CPLANs reflect the current and
Linking strategic policy, planning, and program- projected force structure of each command.
ming, the TAP lies central to planning, program- CPLANS normally contain only military manpower.
ming, and budgeting. Strategic policy considerations After HQDA review, DCSOPS publishes an ad-
include the National Security Strategy, the National justed Master Force (MFORCE) and an associated
Military Strategy, and policies set by the senior civilian annex reflecting the approved plan. The ad-
DOD and Army leadership. Planning considerations justed MFORCE provides the basis for resourcing
derive from the DPG and, as described below, total personnel and equipment in the draft MTOEs and
Army analysis (TAA). TDAs.
a. The TAP projects operational tasks and ca- b. The Army uses the Army Authorization
pabilities at midrange, or sixth program year, and Documents System-Redesigned (TAADS-R) system
for the long range 10 years beyond. to record changes in MTOE and TDA authorizations
b. The TAP provides detailed programming that result from changes in unit missions, require-
guidance derived from its planning guidance. The ments for organizations, and equipment.
TAP gives Army programmers a hierarchical list of c. The Structure and Manpower Allocation
programming goals, objectives, and tasks. By re- System (SAMAS) serves as the force development
flecting relative resourcing priorities, it also reflects database that records the authorized level of man-
senior leadership decisions. The format for the pro- power and force structure for the Army program and
gramming portion of the TAP parallels the title 10 budget.
PEG structure covering manning, training, organiz-
ing, equipping, sustaining, and installations. d. At the close of the MOC window, the Auto-
matic Update Transaction System (AUTS) is run.
c. The DCSOPS Resource Analysis and Inte- AUTS compares the CPLAN and MFORCE against
gration Office prepares the TAP each odd year. In- the TAADS-R documents. When discrepancies are
corporating input from field commands, the process discovered, the TAADS-R documents are corrected
proceeds in concert with DPAE, the PEGs, and the or the MFORCE is adjusted to match TAADS-R.
HQDA staff. DCSOPS then distributes the approved
TAP to Army Component Commanders (ACCs) and e. The Structure and Composition System
MACOMs in time for them to prepare their input to (SACS), in conjunction with Force Builder (a man-
the Army POM. agement database integration system), produces the
Army’s time-phased demands for personnel and
12-15
FM 100-11, Force Integration
equipment over the current budget and program manpower, operation and maintenance, housing, and
years. construction.
b. The POM presents the Army’s proposal for a
12-28. Operational planning link balanced allocation of its resources within specified
Operational planning addresses the 0-2 year short- constraints. OSD reviews the POM and issues a
range planning period. It takes place under JOPES PDM to reflect SECDEF program decisions. The
and the counterpart Army Mobilization and Opera- program, as approved by the SECDEF, provides the
tions Planning and Execution System (AMOPES). basis for preparing Army budget estimates. During
Through JOPES, the CINCs and their Service com- execution, program reviews help HQDA, MA-
ponent commands develop concept plans COMs, PEOs, and other operating agencies make
(CONPLAN) and operation plans (OPLANs). Ca- sure that financial allocations support approved pro-
pabilities based, the plans employ the current force gram objectives.
to carry out military tasks assigned in the JSCP.
Plan preparation and review return information 12-30. Army Program Guidance Memorandum
about shortfalls and limiting factors for considera- The APGM augments programming guidance given
tion in current planning, programming, and budget- in the TAP. It transmits programming changes and,
ing. as required, clarifies and expands programming
a. Missions and Tasks. The JSCP carries out guidance originally published in the TAP. HQDA
the NMS through unified combatant command publishes the APGM at the beginning of preparation
OPLANs. Its accompanying intelligence estimate of the HQDA POM.
assesses potential threats and their impact on avail-
able U.S. forces. Based on the assessment, the 12-31. Program development
document assigns missions and planning tasks to the Army program development formally gets under way
CINCs. It also apportions the combat forces ex- when HQDA publishes the TAP and its related
pected to be available. Annexes amplify guidance, APGM in the fall of the odd year. Reflecting af-
capabilities, and tasks in specified functional areas. fordability analyses from the FFR process, the TAP
b. OPLAN development and review. HQDA locks the preliminary program force and stabilizes
provides ACCs, supporting MACOMs, and reserve manpower and key equipment requirements for pro-
components additional guidance through AMOPES. gram development. The provisions of the TAP apply
AMOPES provides planning assumptions, policy, to HQDA, MACOMs, PEOs, and other operating
and procedures. agencies.
(1) Time-phased Force Deployment Data 12-32. Program development process
(TPFDD) for ACCs specify arrival priorities for
force augmentation, resupply, and troop replace- Using the MDEP as a building block, program de-
ment. TPFDD review, and later, logistics and trans- velopment refines and extends the program of the
portation assessments help refine the priorities to be previous POM Cycle. Typically, under the biennial
consistent with CINC OPLANs. cycle, program development by MACOMs, PEOs,
and other operating agencies gets under way early in
(2) In July (odd year), the CINCs submit the odd year. The resource position reflected in the
their OPLANs for final JCS review and approval. FYDP for the President’s Budget and related PBG
The OPLANs provide a basis for CINC IPLs, which serve as the base for developing program require-
influence program development. ments. Then, on a schedule set by HQDA, the MA-
Section VI: COMs, PEOs, and other operating agencies prepare
Programming Phase and submit their POMs to HQDA.
a. HQDA agencies, guided by the APGM, col-
12-29. Army programming lect and review program information. They study the
a. Army programming helps the senior Army existing program considering new requirements, de-
leadership distribute resources to support Army termine program needs, and then begin preparing
roles and missions. Programming translates planning their functional programs. Under DPAE lead, the
decisions, OSD programming guidance, and Con- agencies incorporate program requirements into
gressional guidance into a comprehensive allocation POM alternatives directed and constructed to
of forces, manpower, and funds. In the process, pro- achieve programmatic balance. Key considerations
gramming integrates and balances centrally managed include
programs for manpower; operations; research, de- (1) Resource assessments and new require-
velopment, and acquisition; and stationing and con- ments submitted by MACOMs, PEOs, and other
struction. Concurrently, programming incorporates operating agencies. (Information for the program
requirements stated by MACOMs and PEOs for
12-16
FM 100-11, Force Integration
years in the RDAP provides RDA program input, (2) An important aspect of the POM update
serving a function comparable to agency POMs.) centers on program resource allocations for the up-
(2) CINC IPLs and ACC-developed require- coming (or second) budget year. The aim is to make
ments supporting them. the allocations as correct as possible in terms of
program balance and executability. By re-examining
(3) The DPG. the POM, the task of making program resource
(4) Final Army fiscal guidance provided by changes shifts from budget analysts to program
OSD toward the end of program development. analysts.
b. Proponent agency PEGs, guided by DPAE,
build the Army program using a strategy approved 12-35. OSD program review
by the SA and CSA. The PEGs review MDEP re- Also known as the summer issue cycle, OSD pro-
sources from a functional or program perspective. gram review begins soon after POM submission and
The PEG also reviews command and agency zero- continues normally until mid to late summer. The
sum realignments, which reallocate programmed review features program review proposals that rec-
resources to meet existing shortfalls and changed ommend alternatives to POM-submitted programs.
requirements. The purpose of the review is to make a. Issues arise early in the process. They develop
sure that proposed reallocations from review by members of the DRB and nonmem-
(1) Conform to legal restrictions and Army ber Assistant Secretaries of Defense who manage
policy and priorities. specific programs.
(2) Avoid imprudently high risk, given recent b. Issues divide into three tiers, which determine
Congressional action. their treatment. Tier I topics concern such matters as
(3) Do not cause a mandatory program or CINC issues, risk, modernization, and readiness.
subprogram to become unexecutable. The DRB deliberates these issues in a series of
meetings from May through August. Tier II topics
12-33. Army program reviews become individual issue papers that receive staffing
a. Beginning early in the process until its sub- within OSD and with the Services and Defense
mission to OSD, the maturing program undergoes agencies. Tier III topics become items for later
periodic review by the senior Army leadership. budget review sent to the DOD Comptroller with
Along the way, the PBC, which oversees the POM possible options.
build, reviews and adjusts program issues and sets 12-36. Program Decision Memorandum
preliminary positions. As appropriate, the PBC re-
turns the results of its deliberations to the Army Typically, in mid to late summer, after the DRB has
Staff or Secretariat for action or passes the results to debated all outstanding issues, the DEPSECDEF
the ARBSG or ARB for review or approval. signs the PDM. The PDM approves the POM with
specific changes as the program basis for Army
b. The Army Commanders’ Conference sched- budget estimates to be submitted to OSD.
uled at the start of HQDA’s program process pro-
vides field commanders an early chance to influence Section VII:
program alternatives. Budgeting Phase
12-34. POM preparation and submission 12-37. Budget formulation and justification
a. HQDA prepares the POM in the spring of Army budgeting proceeds in three stages formu-
each even year. The POM reflects program actions lation, justification, and execution. The budgeting
fleshed out by the HQDA staff with DPAE. It also phase addresses budget formulation and justifica-
documents the program decision of the SA and CSA. tion.
Submitted to OSD, the POM presents the Army
program for its review. 12-38. Formulation
b. Congress requires the President to submit an- Budget formulation requires developing detailed
nual budgets under the biennial cycle, however, has fund estimates to support Army plans and programs.
led OSD to prepare a POM update in the off-cycle The task produces Army budget estimates that are
year. ultimately incorporated in the President’s Budget.
The process includes a joint analytical review of the
(1) Typically, the off-cycle update re-looks at Army’s BES by OSD and the OMB. During the re-
the previous biennial POM, now minus one year. It view, OSD issues PBDs signed by the SECDEF or
revises the program to keep its five remaining years DEPSECDEF. Budget formulation concludes with
consistent with original decisions and strategy. It the transmission to Congress of the approved DOD
also adjusts to program decisions reflected in the budget as part of the President’s Budget.
PDM and budget decisions reflected in PBDs.
12-17
FM 100-11, Force Integration
12-39. Transition from the program b. Operating costs include total costs of operat-
On receiving the PDM, the DPAE, with the Army ing the support activity (for example, personnel,
Staff and Secretariat, adjusts the program. The travel, transportation, supplies and materials) as
DPAE then forwards the result to the DAB. Led by well as depreciation on capital equipment. Capital
the DAB and using the POM as a baseline, HQDA costs include investment items costing over
formulates the BES, which covers the prior year, the $100,000 and having a life expectancy greater than
current year, and the two budget years. (For off- two years (for example, equipment; software; hard-
cycle updates, the BES covers the second year of the ware; minor construction; reliability, maintainability
original budget submission.) and supportability modifications).
c. Revolving fund activities in the AWCF re-
12-40. Incorporating command and agency cover their costs through stabilized prices charged to
budget data customers. These rates remain constant throughout a
a. During MACOM and PEO POM develop- fiscal year to protect customers from unforeseen
ment, HQDA solicits from commands and agencies inflationary pressures and other cost uncertainties.
the data later needed to prepare budget estimates. The fund has the ability to absorb those unforeseen
Used in support of the BES, MACOM budget data costs within a fiscal year (that is, incur a loss) and
mainly affects the 2 budget years. This is because then must recover any losses (or return any gains) in
changes here make a difference in the request that the subsequent year’s rate structure.
will go to Congress as the President’s Budget.
12-42. Preparing the Budget Estimates Submission
b. Budget processes paralleling those for devel-
oping the BES apply to appropriate MACOMs for Budget formulation converts the first two years of
RDTE, procurement, and military construction re- the program approved by the PDM into Army
sources. They apply also to resources required by budget estimates. Work proceeds per administrative
the ARNG and USAR. The results of another proc- instructions issued by ASA(FM&C) that supplement
ess affecting final estimates are those of acquisition a DOD budget guidance manual and OSD budget-
reviews held in the spring and summer when materiel call memorandum.
development and procurement programs undergo a. Through appropriation sponsors, the DAB
evaluation. The reviews consider recent execution (1) Develops Army budget estimates from
experience in pricing and projected program POM dollar and manpower levels as adjusted by the
changes. Major issues failing to receive required PDM.
resources at these levels go to the PBC and ARB for
review and to the SA and CSA for decision. (2) Revises the estimates to incorporate
changes determined through review of MACOM
12-41. Funding designated support functions: the input and centralized programs for the RDTE, pro-
Army Working Capital Fund curement, construction, and military personnel ap-
propriations.
In relatively recent initiatives, OSD changed the way
DOD components program and budget for desig- (3) Adjusts budget estimates to conform to
nated support functions. To increase cost visibility, changes required by pending authorization and ap-
DOD adopted a financial management system based propriation legislation.
on cost per output or unit cost. DOD then installed a b. Beginning in May, for both the POM year
business operations fund to further improve tools and off-cycle odd year, appropriation sponsors re-
available to managers of DOD support functions. Its view and mark up estimates prepared for each ap-
successor, the Army Working Capital Fund propriation. A major objective is to maintain con-
(AWCF) embraces both revolving funds (industrial sistency with the program. Appropriation sponsors
and stock) and certain appropriated-fund activities brief the results of staff decisions arising from the
(including finance and accounting services and review to the PBC when presenting appropriation
commissary operations). budgets for approval. PEG chairmen follow with a
a. The AWCF provides a financial framework programmatic assessment of the budget.
within which designated support organizations oper- c. During the process, the DAB chairs the PBC.
ate. It is a business-type system, accounting for total The PBC reviews the appropriation sponsors’
costs and relating them to outputs produced. Full “scrub” of their budget estimates to make sure the
cost visibility for both providers (AWCF businesses) estimates reflect SA and CSA guidance. It resolves
and their customers gives managers information on issues that arise during formulation and discusses
the cost implications of their decisions. As in any the PEGs’ programmatic assessment as well as con-
business, the costs include both operating and capi- sidering alternatives to appropriation sponsor pro-
tal (investment-type) items. posals. At the end, the DAB aggregates the separate
12-18
FM 100-11, Force Integration
estimates, including those of the ARNG and USAR, the final changes in the developing President’s
into a single Army budget. Budget while the DPAE uses the information to ad-
just or revalidate the program.
12-43. Review and approval e. The DAB supervises the PBD and MBI proc-
The PBC presents summary budget estimates to the esses and throughout the review
ARB for review and final decision by the SA and (1) Maintains coordination between the DOD
CSA. Once proposed estimates receive approval, Comptroller and HQDA.
appropriation sponsors, aided by managers for pro-
gram and performance, prepare detailed justification (2) Makes sure that adjustments to fiscal
books and furnish DPAE update tapes reflecting the controls are correct on all records for each PBD.
approved BES. The DAB prepares the executive (Verification of corresponding manpower controls is
summary of the budget and a forwarding letter from an ASA(M&RA) responsibility.)
the SA to the SECDEF. Separately, the DAB sub- (3) Gives special attention to any PBD under
mits the justification books by appropriation to appeal since the DEPSECDEF may revise the
OSD, and the DPAE submits an update tape for the pending adjustments on review.
FYDP. The combined events constitute the Army’s
BES to OSD. 12-45. President’s Budget
After implementing the final resource distribution at
12-44. OSD and OMB budget review the budget activity and object class level, HQDA
Members of OSD and OMB jointly review the BES. sends the information to OSD. OSD and OMB for-
Also called the fall review, this joint review focuses ward the information as the Army’s portion of the
on proper pricing, reasonableness, and executability. Defense budget, which OMB incorporates into the
a. Appropriation and program sponsors provide President’s Budget.
appropriation and program overviews at OSD and a. The President’s Budget covers prior year ob-
OMB hearings and respond to questions on the ligations and updated resource estimates for the cur-
budget submission. Based on the hearings and dis- rent year. It also covers TOA estimates for the
cussions with Army budget analysts, OSD analysts budget year and budget year plus one.
draft PBDs for review and coordination. b. Budget analysts translate decisions into pro-
b. PBDs usually present at least one alternative gram changes, posting PEs, MDEPs, and MACOM
to the budget area addressed. An alternative poses distributions, as required. Managers for program
dollar and manpower increases or decreases. They and performance update their internal systems.
may issue from errors or from the strength of the c. The DAB forwards data base update tapes to
justification. Sometimes they are motivated by cost the DPAE, and the DPAE updates the database to
savings or the need to reflect changes in policy. produce the President's Budget FYDP. (As men-
Sometimes they result from analytical disagreement. tioned, a 1987 statutory change (10 USC 114a) re-
Whatever the reason, the Army analyzes each PBD quires DOD to submit a President's Budget FYDP to
and responds to OSD, either agreeing or disagreeing Congress each year.)
with the OSD position.
c. ASA(FM&C) meets with the DOD Comp- 12-46. Justification
troller at periodic Service financial manager meet- Budget justification involves defending budget
ings. At these meetings, toward the end of the PBD requests for the Army’s various programs and ap-
cycle, ASA(FM&C) discusses financial management propriations before Congress. The SA and CSA tes-
(FM) direct appeals. The Joint Staff coordinates tify in support of the Army’s budget request before
major budget issues (MBI) affecting a combatant the Senate Armed Services Committee (SASC) and
command to get CINC comments and, if appropri- the HNSC (the authorizations committees), and the
ate, CINC support. At the end of the PBD process, HAC and SAC. After review, the Senate and House
the SA and CSA meet with the SECDEF and vote on the bills of their respective committees. On
DEPSECDEF on MBIs. The SECDEF decides each final passage, Congress forwards the approved
issue and, if necessary, meets with the President to authorization and appropriations bills to the Presi-
request fund restoration or to recommend other ac- dent, who signs each bill.
tion.
d. In December, at the end of the PBD cycle, 12-47. Budget hearings
OSD normally issues a final PBD or OSD memo- As mentioned, the Army presents and defends its
randum incorporating any changes from MBI delib- portion of the President’s program before Congress.
erations, thus completing the PBD process. OSD The process proceeds formally and informally under
then issues each service its final TOA and man- the staff supervision of the Chief of Legislative Liai-
power controls. For the Army, the DAB incorporates son and ASA(FM&C).
12-19
FM 100-11, Force Integration
a. After the President formally submits the ens financial accounting and management to make
budget, the Army provides detailed budget justifica- sure financial reports accurately reflect the results of
tion to the authorizations and appropriations com- budget execution. The Army, OSD and Congress
mittees. First, however, appropriation sponsors will apply execution feedback to adjust resource re-
have prepared material in Army justification books quirements.
to conform with decisions of the President and
SECDEF and congressional requirements for for- 12-51. Financial management
mats and supporting information. Justification books a. Budget execution applies the funds appropri-
undergo internal Army review under ASA(FM&C) ated by Congress to carry out authorized programs.
and are then sent to OSD for final review. Applying Congressionally appropriated funds entails
b. The SASC and HNSC conduct authorization apportioning, allocating, and allotting the funds; ob-
hearings for the various programs and appropria- ligating and disbursing them; and associated report-
tions. Concurrently, the Army’s budget request goes ing and review. The procedure also entails perform-
before the House and Senate Appropriation Com- ing in process evaluations and making necessary
mittees (HAC and SAC, respectively). In these course corrections to reallocate resources to meet the
hearings, the SA and the CSA normally testify first. changing requirements that develop during execu-
Then, helped by ASA(FM&C) and the Chief of tion.
Legislative Liaison, appropriation sponsors present b. The joint reconciliation program applies the
and defend the details of the budget. skills of those responsible for various aspects of fi-
nancial management. The skills include those of ac-
12-48. Legislative approval and enactment countants, budget and program analysts, contracting
When the Congressional sub-committees complete professionals, logisticians, and internal review
their review, the Senate and House vote on the com- auditors. The program applies the combined skills to
mittee bills. Differences between the Senate and verify the validity of unliquidated obligations, con-
House versions get resolved via a joint conference. tractor work in process, billing status, and the con-
Budget justification ends when the President signs tinuing need for goods and services not yet delivered.
the authorization and appropriation bills for the The program achieves dollar savings by identifying
coming fiscal year. Enacted into law, Army appro- and canceling obligations for goods and services no
priations provide the legal authority to incur obliga- longer needed or duplicative. The program also rec-
tions and make payments. onciles current appropriations to verify the correct-
ness of amounts obligated. In addition, the program
12-49. Continuing resolution authority assures the liquidation of appropriations to be can-
When Congress fails to pass an appropriation by the celed by the end of the fiscal year.
end of September, it may pass a continuing resolu- c. Budget execution includes financing unbudg-
tion. Continuing resolution authority (CRA) derives eted requirements that result from changed condi-
from emergency legislation that authorizes the tions unforeseen when submitting the budget and
funding of Government operations in the absence of having higher priority than the requirements from
appropriations. A temporary measure, the CRA which funds are diverted (reprogramming).
usually restricts funding to the prior year level and
prohibits new initiatives. HQDA separately pub- 12-52. Funds control
lishes specific policy on how the Army will operate Several events occur before the Army can execute its
under the CRA. Failure to pass either an appropria- programs for a new fiscal year under a new appro-
tion or CRA could result in a temporary close down priations act. First, OMB apportions the appropria-
of Government operations. Normally, however, until tions, which provides obligation/budget authority.
an appropriation or CRA is enacted, DOD continues The Department of the Treasury then issues a
minimum essential operations based on the require- Treasury Warrant providing cash or disbursing
ments of national defense. authority. Finally, the DOD Comptroller releases
program authority.
Section IX:
Execution Phase a. Apportionment. An apportionment distributes
funds by making specific amounts available for ob-
12-50. Execution ligation.
During execution, the Army manages and accounts b. Program release. The DOD Comptroller re-
for funds and manpower to carry out approved pro- leases the program to the Army for execution. For
grams. It checks how well HQDA, MACOMs, investment accounts, HQDA releases program and
PEOs, and other operating agencies use allocated budget authority in equal amounts. The program
resources to carry out program objectives. Through release for the operating accounts, OMA and
the Army Joint Reconciliation Program, it strength- MILPERS, are contained in an obligation authority
12-20
FM 100-11, Force Integration
(OA) letter issued by the DOD Comptroller. A sepa- 12-56. Revised approved program for RDTE
rate OA letter is issued for Family Housing, Army HQDA issues a Revised Approved Program (RAP)
(Operations) (AFHO). for the RDTE appropriation, replacing a tentative
initial program used as a start point. The RAP
12-53. Allocation, obligation, and reconciliations shows congressional changes at both PE and project
Guided by appropriation and fund sponsors at level. In addition, the RAP spreads general reduc-
HQDA, ASA(FM&C) allocates apportioned funds tions at the project level. It includes the amounts set
to operating agencies. Operating agencies, in turn, aside for the Small Business Innovation Research
make funds available to subordinate commands and Program (SBIR) and the Small Business Technology
installations by an allotment. Allotments authorize Transfer Pilot Program (STTR) as specified in Pub-
users to place orders and award contracts for prod- lic Law 102-564. The RAP also includes amounts
ucts and services to carry out approved programs. withheld by the DOD Comptroller and DA and pro-
Installations obligate funds as orders are placed and vides language on Congressional restrictions as well
contracts awarded. They make payments as materiel as Congressional special interest items. Because of
is delivered or as services are performed. Finally, the level of detail and the extensive information in-
installations, MACOMs, and appropriation sponsors cluded, the RAP remains unavailable until several
conduct joint reconciliations. Reconciliations make months after the appropriations act is enacted.
sure financial statements and reports accurately rep-
resent the results of the apportionment, allocation, 12-57. Financing unbudgeted requirements
and allotment program. Reconciliations also make Congress recognizes the need for flexibility during
sure payments align properly with supporting obli- budget execution to meet unforeseen requirements or
gations. changes in operating conditions, including those to
address minor, fact-of-life financial changes. Con-
12-54. Changes from the President’s Budget gress accepts that rigid adherence to program pur-
a. After appropriations are enacted, appropria- poses and amounts originally budgeted and approved
tion sponsors and the Army Budget Office review would jeopardize businesslike performance. Thus,
the legislation to determine changes. Changes in- within stated restrictions and specified dollar thresh-
clude Congressional additions, denial of programs, olds, Congress allows Federal agencies to reprogram
or changes to the funding level as submitted in the existing funds within an appropriation to finance
budget. Changes also include identification of Con- unfunded requirements. Typically, reprogramming
gressional special interest items, undistributed re- diverts funds from undertakings whose requirements
ductions, and any language relating to execution of have lower priority than the new requirements being
the programs. financed.
b. Appropriation sponsors determine how to a. Congressional language on reprogramming,
spread any undistributed reductions. In addition, which varies by appropriation, controls the Army’s
they may also spread some unapplied reductions in ability to move the program within appropriations
the appropriations act, which are distributed to the (below threshold reprogramming). Moving the pro-
services during the PBD cycle. For those reasons, gram in excess of specified limits requires congres-
actual funding levels may not be finally set until sev- sional approval. Moving amounts between appro-
eral months into the new fiscal year. This is so even priations always requires a formal reprogramming
if the appropriations act is passed before October 1. request, citing transfer authority included in the ap-
The ultimate funding level for individual programs propriation.
typically falls short of the level shown in joint con- b. Providing that reprogramming authority is not
ference reports. required, another way to finance unfunded require-
12-55. Funding letters for OMA and AFHO ments is to apply obligation authority harvested from
joint reconciliations. This technique uses unexpired
HQDA issues funding letters to operating agencies funds originally obligated against a contract or order
for both OMA and AFHO. ARNG and USAR issue but identified as excess to the need and subsequently
funding letters for their operation and maintenance deobligated. Reutilizing funds in this way gives al-
appropriations. The letters indicate funded programs lotment holders greater leverage in executing the
and give guidance on how they should be executed. budget and increases the buying power of the
They also provide an audit trail from the resource Army’s financial resources.
position in the President’s Budget to the revised,
appropriated position. The OMA funding letter out- c. FY 91 marked the first year of Omnibus Re-
lines the funding posture and goals set by the senior programming, which, except for construction ac-
Army leadership for command execution. Preparing counts, consolidated all DOD reprogramming ac-
and issuing the funding letter takes about 30 days tions into one very large reprogramming action that
after the appropriation act is passed. identified all DOD reprogramming requirements at
12-21
FM 100-11, Force Integration
one time. This allowed the Congress and DOD to set c. Oversight of nonappropriated funds. Apply-
priorities for limited funding and make smarter deci- ing various methods, the ASA(FM&C) also oversees
sions. nonappropriated funds. One method is by partici-
pating on the Morale, Welfare, and Recreation
12-58. Program performance and review (MWR) Board of Directors. The Deputy Assistant
MACOMs, PEOs, and other operating agencies Secretary of the Army (FM&C) is a voting member
carry out the approved program within manpower of the MWR Executive Committee. In addition, the
and funds provided. They review budget execution, Deputy Assistant Secretary of the Army (FM&C)
account for and report on use of allocated funds by chairs the Audit Committee, and the Deputy Assis-
appropriation and MDEP. They also account for use tant Secretary of the Army for Resource Analysis
of allocated manpower by UIC. The manpower and and Business Practices serves on the Investment
financial data obtained help MACOMs and agencies Subcommittee. Through these positions the
develop future requirements. ASA(FM&C) influences virtually all aspects of
MWR financial policy. As part of the responsibility
12-59. Checking program performance of overseeing nonappropriated funds, the
a. Quarterly Army Performance Review. The ASA(FM&C) presents nonappropriated funds issues
quarterly Army Performance Review (QAPR) helps to the SA and CSA during the QAPR.
fulfill the need for review and analysis during the
PPBES execution phase. It presents a corporate Section X:
view of performance as a mechanism and forum for Summary
assessing mission accomplishment. The QAPR cen- Resourcing the force and its support structure en-
ters on major programs, systems, projects, and is- gages HQDA, with the full participation of the
sues of major interest to the senior Army leadership, MACOMs, PEOs, and other operating agencies. The
OSD and Congress. task requires the participants, through the PPBES, to
b. Review of selected Army systems. A means to plan, program, and budget required manpower and
check system program performance which includes dollars and then to manage the resources ultimately
milestone reviews of designated acquisition pro- approved. The aim is to provide the CINCs of the
grams by the Army Systems Acquisition and Review unified combatant commands the best mix of Army
Council conducted by ASA(RDA) and the VCSA. forces, equipment, and support attainable within
Another means includes milestone and in process available resources.
reviews (IPRs) of designated automated information
systems by the MAISRC conducted by DISC4 and
the ASA(RDA).
12-22
FM 100-11, Force Integration
Chapter 13
Force Readiness
(3) Incremental costs of readiness increase as
Section I: higher levels of readiness are approached. At unit
Introduction level, sustaining high readiness is cost-intensive due
13-1. Potential effects of change on readiness to the increased demands for repair parts and sup-
Military capability is a statement of a type unit’s plies and training costs (ammunition and fuel). Be-
ability to perform its doctrinal combat mission. Unit cause of the incremental costs of readiness and the
capabilities are intended to increase as organizations requirements of contingency plans, the Army main-
are modernized. However, as an organization transi- tains some units at a higher level of resources and
tions from a lower to a higher level of capability readiness than others. This stratification of readiness
during the modernization and reorganization proc- permits the allocation of personnel, materiel, and
ess, readiness may be adversely affected during tran- dollars to achieve the greatest return on investment
sition. The transition period must be clearly defined, while incurring acceptable risk wherever possible.
effectively managed, and accurately reported. c. Force readiness factors. Factors impacting
readiness are both objective and subjective. The
13-2. Minimizing adverse effects status of personnel and equipment is objective. Mo-
One of the force integration goals is to maximize rale, cohesion, or the quality of leadership are sub-
capabilities while minimizing adverse effects on jective. The status of unit training is based on objec-
readiness. To achieve this goal, the focus of readi- tive standards, but it requires a degree of subjectivity
ness management at all force levels should be on because of possible constraints on an organization to
properly structured, equipped, manned, trained, train for some mission-essential tasks in peacetime.
sustained, stationed, and funded organizations. The following factors should be considered:
(1) Unit status (of many units; aggregate
Section II: judgment).
Readiness Management (2) Weapon systems capability (both qualita-
13-3. Force readiness tive and quantitative comparisons).
a. Purpose and Scope. Force readiness is one of (3) Availability and quality of facilities
the components of military capability. It is a strate- (judgmental).
gic management goal and a priority for force im- (4) Availability of supplies (quantitative in-
provements. It requires that forces, organizations, ventory; judgmental requirements).
units, weapon systems, and equipment have the abil-
ity to operate within their operational design pa- (5) Relationships with allies (judgmental)
rameters. Force readiness requires the total force to (6) Strategic intelligence capability (qualita-
man, equip, and train organizations in peacetime tive and quantitative).
while concurrently preparing to mobilize, deploy, (7) Unit cohesion, operational readiness, and
fight, sustain, redeploy and demobilize forces in war. training (judgmental with some objective data).
b. Readiness costs and trade-offs. (8) Civilian work force availability, experi-
(1) Force readiness is highly situational. It is ence, and ability to sustain the force (judgmental).
composed of a complex group of interrelated factors (9) Quality of soldier and family support
that cannot be accurately measured by any one services (judgmental).
means. This makes the measuring of readiness a dif- (10) Civilian and military airlift and sealift
ficult task because it is made up of many tangible capability (quantitative inventory; judgmental re-
and intangible factors, some objective (quantifiable) quirements).
and some subjective (judgmental). In a peacetime
environment, the only measure of return on invest- (11) Civilian and military ground transporta-
ment that the services can show is some level of tion capability (qualitative inventory; judgmental
force readiness, as deduced from analytical tools and requirements).
other indicators. (12) Line of communications preparation
(2) Current force readiness must compete (quantitative inventory; judgmental requirements and
with other investment program needs such as R&D, locations).
procurement, and construction programs. It must (13) Availability of prestocked equipment
also satisfy current readiness needs such as training, (quantitative inventory; judgmental requirements).
quality of life, repair parts, depot maintenance pro- (14) Mobilization capability (highly judg-
grams, and APS requirements. mental until executed).
13-1
FM 100-11, Force Integration
(15) Availability of manpower for military sion, but if the situation dictates, it may be directed
and industry (highly judgmental). to undertake portions of its wartime mission with
(16) Capability to receive, process, and resources on hand.
transport forces in theater (highly judgmental). (e) C-5. The unit is undergoing a serv-
(17) Quality of senior leadership, strategic ice-directed resource action and is not prepared, at
planning, and decision making (qualitative judgment). this time, to undertake wartime missions for which it
is organized or designed.
(18) Capability of the threat (qualitative and
quantitative comparison; largely judgmental). (2) Normally the overall unit category level
will be identical to the lowest level recorded in any
(19) Quality and morale of personnel of the unit’s measured resource areas of personnel,
(judgmental). equipment on hand, equipment serviceability, and
13-4. Unit readiness training. The overall unit category level may be up-
graded or downgraded by the unit commander based
a. Readiness prioritization. on his judgment and experience; however, the com-
(1) The Department of the Army Master Pri- puted status of each measured resource area is re-
ority List (DAMPL) prioritizes organizations ac- ported as calculated.
cording to deployability dates to sequence distribu- c. Unit equipment requirements and authoriza-
tion of equipment and personnel. This “first to fight; tions. In a unit’s TOE and MTOE, equipment re-
first resourced” policy ensures that early deploying quirements and authorizations are categorized by
units are resourced first at a higher level than later equipment readiness codes (ERCs) that specify, by
deploying units. It allows shortages where minimum line item number (LIN), the relation of a specific
risk and maximum flexibility exist. item of equipment to the organization’s mission.
(2) Based upon the DAMPL, units are as- (1) ERC “A” LINs are primary weapons or
signed an authorized level of organization (ALO) equipment essential to mission accomplishment.
commensurate with their primary mission and re-
quired availability date, based on contingency plans. (2) ERC “B” LINs include auxiliary equip-
The ALO of an organization determines allocation of ment that supports or replaces inoperative primary
manpower spaces and the distribution of personnel. items.
It is a statement of total resourcing. It correlates to (3) ERC “C” LINs are administrative sup-
operating tempo (OPTEMPO) and operation and port equipment.
maintenance funding. (4) Pacing items (ERC “P”) are those ERC
b. Unit status reporting. “A” items that define the organization’s doctrinal
(1) Every organization reports overall status capability (for examples, tanks, infantry fighting
and the status of four measured resource areas . The vehicles, and helicopters).
category level (C-1 through C-5) indicates the de- Section III:
gree to which personnel and equipment require- Measuring Unit Status
ments, maintenance, and training standards have
been achieved. Category levels do not project a 13-5. A combat readiness measurement
unit’s combat readiness once committed to action. Unit status reflects the combat readiness condition of
Rather, this status is measured against the resources a unit at a given point in time. As noted earlier, this
and training required to undertake the wartime mis- status is reported in the areas of personnel, equip-
sion for which the unit is organized or designed. The ment on hand, equipment serviceability, and training.
five calculated category levels are— It is calculated by comparing the mission essential
(a) C-1. The unit possesses the required wartime requirements specified in the unit authori-
resources and is trained to undertake the full war- zation document (MTOE) for personnel and equip-
time mission for which it is organized or designed. ment to assets on hand.
(b) C-2. The unit possesses the re-
sources and has accomplished the training necessary 13-6. Chairman’s Readiness System
to undertake the bulk of the wartime mission for a. The Chairman’s Readiness System (CRS)
which it is organized or designed. was implemented in the fall of 1994. It was designed
(c) C-3. The unit possesses the re- to provide the CJCS the information necessary to
sources and has accomplished the training necessary fulfill his 10 USC responsibilities. The system ap-
to undertake the major portions of the wartime mis- plies to the Joint Staff, services, unified combatant
sion for which it is organized or designed. commands, and the Department of Defense combat
support agencies. The system is designed to assess
(d) C-4. The unit requires additional re- both unit and joint readiness. Unit readiness focuses
sources and/or training to undertake its wartime mis-
13-2
FM 100-11, Force Integration
on people, training, and equipment. Joint readiness Joint Monthly Readiness Review (JMRR), Joint War-
assesses against key functional areas that enable fighting Capability Assessments (JWCA), established
the CINCs to integrate and synchronize forces. programs, and frequent communications with the
The CRS is designed to provide a current assess- INCs. It is designed to assess both current and fu-
ment of readiness and systematic analysis of future ture readiness.
capabilities and requirements. Until recently, readi-
ness was defined as the capability of a unit to ac- 13-7. Army readiness system
complish the mission for which it was de- a. Unit status reporting system. The unit status
signed. Readiness was Service oriented, with no report (USR) provides the status of Army units to
consideration given to requirements to operate as a the JCS and NCA as part of the Joint Chiefs of Staff
integral part of a joint or combined multinational Status of Resources and Training System (SORTS).
force. The USR is used internal to the Army as a manage-
b. The Chairman of the Joint Chiefs (CJCS) has ment tool at all force levels to identify and assess
redefined readiness in terms of the three levels of readiness conditions and trends affecting organiza-
war. The strategic level is the level at which the Na- tions. These include factors that degrade unit status;
tion determines national security objectives. The op- differences between mission essential wartime re-
erational level is the level at which campaigns and quirements and assets on hand; and resource alloca-
major operations are planned, conducted, and sus- tion requirements
tained. The tactical level is the level at which the b. Use of the USR.
battles and engagements are planned and executed to (1) The USR provides information to
accomplish military objectives assigned to tactical MACOM commanders that identifies units not at-
units or task forces. taining category levels equal to their ALO. The USR
c. The traditional way of looking at readiness by gives the commander at any level a finite measure-
the services focused only on the tactical level of war. ment of his unit’s status and evolution over time.
The CRS includes the definition and delineation The commander’s comments are used to highlight
of responsibility for readiness at all three levels situations where special attention, intensive man-
of war. agement, or higher echelon command involvement is
d. The CJCS is responsible for strategic level of needed. It also allows management-by-exception in
readiness of the Armed Forces to fight and meet the correcting problems.
demands of the NMS. Readiness at this level is de- (2) Commanders at all levels above the re-
fined as the synthesis of readiness at the operational porting unit use unit status reporting as one of many
and tactical levels. It focuses on the broad functional management tools to determine how effectively sub-
areas such as intelligence and mobility. ordinate commanders are using available resources.
e. The operational level of readiness is the re- Division, separate brigade, and regiment command-
sponsibility of the CINCs, and considers the joint ers submit a composite unit status report that sum-
perspective. Joint readiness is defined as the marizes the status of their unit based on the USR
CINC’s ability to integrate and synchronize ready data submitted by subordinate commands. Com-
combat and support forces in order to execute his manders submitting a report (regular or composite)
assigned mission. may include narrative comments to highlight areas
f. Readiness at the tactical level remains the of concern.
primary responsibility of the Services. Unit readi- c. Mission Accomplishment Estimate. The Mis-
ness is defined as the ability to provide the capabili- sion Accomplishment Estimate (MAE) is the com-
ties required by CINC’s to execute their assigned mander’s subjective assessment of his unit’s ability
missions. to execute that portion of his wartime mission that it
g. These definitions are considered key because would be expected to perform if alerted/committed
they delineate the responsibilities of the CJCS, serv- within 72 hours of the “as of” date of the USR
ice chiefs, and CINCs in maintaining readiness. (generally the 15th of each month). This estimate is
expressed as a percentage and is based on evaluation
h. The CRS provides the Chairman and the of the computed resource levels and other factors
other members of the JCS a current focus and known to the commander (such as morale, mobility,
macro-level assessment of the military’s readiness to current operations tempo) that could enhance or hin-
fight and meet the demands of the National Military der the unit’s ability to respond to alert/commitment
Strategy as assessed by the CINCs, services and notification.
combat support agencies. The CRS consists of the
13-3
FM 100-11, Force Integration
13-4
FM 100-11, Force Integration
Appendix A
Decision Support Analysis
Section I:
Introduction
A-1. Structuring the decision making process
Complex decisions associated with the execution of
the force integration mission can exploit decision
support analysis in the decision making process.
Dollars, time, equipment, and personnel must be
allocated to accomplish the mission to structure,
man, equip, train, sustain, deploy, station, and fund
organizations effectively. To assimilate the informa-
tion available efficiently, quantitative decision mak-
ing methods are used to structure the planning proc-
ess to introduce, incorporate, and sustain change in
organizations.
A-2. Quantitative methods and the decision proc- Figure A-1. Network Diagram
ess
Decision making involves setting objectives; devel- a. Nodes and activities. The first step in the
oping, evaluating, and selecting alternatives; and PERT application is to define and list all activities.
considering the consequences of that decision. Deci- Activities consume resources and time. Nodes do not
sion analysis is the consideration of all quantitative consume resources or time. The PERT network
(objective) and qualitative (subjective) factors im- graphically portrays activities (time-consuming
portant to a particular situation involving system tasks) that must be accomplished to achieve the
effectiveness, manpower planning, force structure project goal along with their beginning and end
development, and facilities. Modern quantitative points (nodes). Nodes and activities are arranged in
methods can greatly facilitate this decision process a logical sequence and assist in planning the project.
through objective analysis, the preparation and Figure A-2, illustrates nodes and activities.
analysis of cost estimates, and evaluating alternative
courses of action, thereby reducing uncertainties of
experience, judgment, and risk taking.
Section II:
Program Evaluation and Review
Technique
A-3. Network diagrams
The Program Evaluation and Review Technique
(PERT) is used to analyze projects and determine
duration and cost when completion times are uncer-
tain. PERT uses network diagrams that graphically
display all of the activities (tasks) in the project. The
network diagram assists the decision maker in ana-
lyzing all of the requirements and planning the se- Figure A-2. Example of Network Diagram
quence of activities of the project. Figure A-1 is an with Activities
example of a simple network diagram. Activities are
depicted as arrows. The beginnings and ends of ac- (1) Nodes are identified by assigning succes-
tivities (called nodes) are depicted as circles. The sive numbers to them, typically from left to right.
end node of one or more activities is normally the The successive numbering system is commonly used
beginning node of one or more activities. with computer programs in solving PERT problems.
A-1
FM 100-11, Force Integration
A-2
FM 100-11, Force Integration
b. Activity time estimates. realistic estimate of the time the activity might con-
(1) A network will identify the relationship of sume. The most likely time is represented by the
the activities and the activities' time duration to en- symbol "m" in expected time computation.
able the planner to determine project duration and (c) Pessimistic time is an estimate of the
tasks that are critical. The expected project duration longest time the activity would require under the
is based on the estimated time required to accom- most adverse conditions. Pessimistic time is repre-
plish each activity in the longest path within the net- sented by the symbol "b" in the expected time com-
work diagram. A path is a sequence of activities that putation.
leads from the starting node to the finishing node. In (3) To determine the activity's most probable
Figure A-2, the sequence 5-10-20-30-35 is a path as or expected time (te), use the following formula
is the sequence 5-10-15-25-35. The time estimate for where te is computed as a weighted arithmetic mean
each activity is the expected time required to com- of the time estimates:
plete the activity and is represented by the symbol te.
(2) The PERT technique uses three time es- te = a + 4m + b
timates for each activity to determine its expected 6
time (te) rather than basing it on a single time esti-
mate. PERT time estimates consider the chance (4) The network diagram is used to graphi-
variation that affects all project activities. The three cally portray all activities that must be accomplished
time estimates used are optimistic time, most likely in a project in a logical sequence. Scheduling activi-
time, and pessimistic time. ties is not new; however, the more complex the proj-
ect, the more difficult it becomes to estimate the total
(a) The optimistic time estimate is de- time required for its accomplishment.
fined as the shortest time required to accomplish the
activity. There is little likelihood of completing the c. Determining project duration.
activity in less than the optimistic time. Optimistic (1) The network diagram is analyzed to de-
time is represented by the symbol "a" in the expected termine the project duration based on the estimated
time computation. time required to accomplish each activity in the
(b) The most likely time estimate is the longest time path within the network diagram. This
time that would occur most often if the activity were is accomplished by examining each activity and de-
repeated under exactly the same conditions many termining its earliest expected start time (TE) as il-
times. The most likely time is the most lustrated in Figure A-6.
(2) The earliest expected start time (TE) of a mined by adding the duration of the preceding activ-
particular activity is the time at which the activity ity (te) to its earliest expected time start time (TE).
will begin if all the preceding activities start as early (3) In Figure A-6, TE is shown above each
as possible. The first activity in a project is assigned node in a square. TE for activity 10-15 is determined
an earliest expected start time(TE) of zero. The earli- by adding te=6 of activity 5-10 to that
est expected start time (TE) of each activity is deter- activity’s earliest expected start time, TE=0. The TE
A-3
FM 100-11, Force Integration
for the activity beginning at node 15 is computed in (5) When more than one activity arrow ter-
the same manner. minates at a node, each activity's expected duration
(4) The decision trace starts at the node rep- (te) is added to its earliest expected start time (TE).
resenting the beginning of the first activity in the This is the activity's earliest expected completion
network. The trace continues through the next activ- time. The largest of these earliest expected comple-
ity to the next node, adding the activity's duration tion times is assigned as the earliest expected start
(te) to its earliest expected start time (TE). time (TE) for the following activity. Figure A-7 is an
example of computing the earliest expected start
time (TE) for an activity with more than one activity
terminating in its beginning node.
A-4
FM 100-11, Force Integration
18-7=11
21-11=10*
*CHOOSE SMALLER
Figure A-9. Calculating TL with More Than One Activity Arrow at a Node
(4) A TL=11 is determined for activity 20-25 by subtracting te = 11 from TL = 21at node 30. The
subtracting te = 7 from TL = 18 at node 25. Simi- smaller value, 10, becomes the TL for both activity
larly, a TL=10 is determined for activity 20-30 by 20-25 and activity 20-30.
A-5
FM 100-11, Force Integration
e. Determining Slack Time. (3) The critical path for the project may also
(1) Slack time (TS) indicates how much delay can be be defined as the longest path through the network
tolerated in completing an activity without delaying that connects all activities having zero slack time.
project completion. This is determined by subtract- (4) Activities not on the critical path have a
ing the earliest expected start time (TE) from the lat- positive slack time. These activities can be delayed
est allowable start time (TL) for an activity (TS = TL for a portion or all of the slack time without chang-
-TE). ing the project duration. If an activity is delayed, the
(2) Figure A-10 illustrates these computa- diagram must be recomputed to determine the effect
tions. For example, the slack time for activity 70-80 on subsequent activities or critical paths.
is one unit (23 - 22 = 1).
A-6
FM 100-11, Force Integration
A-7
FM 100-11, Force Integration
Section III: duration of the project using "normal" time. The first
Critical Path Method number in the parenthesis is the "normal" time esti-
mate and the second number is the "crash" time of
A-6. Features of the critical path method each activity.
a. The critical path method (CPM) seeks to c. The next step is to do a time versus cost
achieve the most efficient use of resources in the trade-off analysis. First, the cost of decreasing each
minimum feasible time by using time versus cost activity’s completion time by one day, called the cost
trade-off calculations to make an analysis that opti- slope, is calculated using the following formula:
mizes the use of available resources.
Cost Slope = (Crash Cost - Normal Cost)
b. The CPM technique is used when the duration
of activities is known with a high degree of certainty. (Normal Time - Crash Time)
CPM obtains a trade-off between cost and time by
emphasizing the relationship between applying more d. Cost slope is expressed in dollars per day
resources to shorten the duration of given jobs ver- ($/day). Table A-3 shows the cost slopes for all of
sus the increased cost of applying the additional per- the activities in Figure A-12 as well as other network
sonnel or resources. CPM has been widely used in data.
environments where time factors and resources ver- e. Using Table A-3, a time versus cost analysis
sus time relationships are known. can be conducted and alternatives for accelerating
the project may be formulated by “crashing” activi-
A-7. CPM example ties. The activity on the critical path with the lowest
a. The first step in preparing the CPM model is cost slope (activity D in this example) is crashed
to conduct a detailed analysis of the project. Figure first. Using this information, alternative project du-
A-12 illustrates a hypothetical CPM model. As in rations can be determined as shown in Table A-4.
PERT, this is done by using a network diagram. f. Table A-4 shows that a project potentially can
After constructing the network diagram, the planner be accelerated at relatively minor cost ($540 for five
assigns the "crash" and "normal" time and cost esti- days in this example). Decision makers must weigh
mates for each activity on the diagram. The "crash" increased costs against the benefits of further project
time is the minimum possible completion time for an acceleration.
activity that can be achieved by applying additional g. Objective data in terms of time and cost are
personnel and resources at some estimated cost. The used in determining whether projects should be ac-
"normal" time estimate and its associated cost are celerated. Subjective factors, such as quality of life
usually based on previous experience. or readiness, must be considered in making the final
b. In Figure A-12, the example CPM network decision. Intangible factors such as these can poten-
has a critical path of A-D-E indicated by the double tially drive up the final cost of the project when not
line arrows. This portrays the path of the longest considered.
A-8
FM 100-11, Force Integration
Table A-3
Cost Table
NORMAL CRASH
ACTIVITY DAYS TOTAL COST ($) DAYS TOTAL COST ($) COST SLOPE
($/DAY)
A 8 200 6 400 100
B 14 560 10 1040 120
C 6 100 4 200 50
D 10 400 6 720 80
E 14 400 10 960 140
F 6 200 4 400 100
TOTALS 1860 3720
Table A-4
Time Versus Cost Alternatives
PROJECT TOTAL
DURATION (DAYS) COST ($) REMARKS NOTES
32 1860 Normal duration along critical path A-D-E.
31 1940 Crash activity D; decrease one day ($80). 1
30 2020 Crash activity D; decrease one day ($80).
29 2100 Crash activity D; decrease one day ($80).
28 2180 Crash activity D; decrease one day ($80). 2, 3
27 2400 Crash activity A; decrease one day ($100). Crash ac- 4, 5
tivity B; decrease one day ($120).
Notes:
1. Crash one day at a time starting with the activity with the lowest cost slope on the critical path.
2. Activities cannot be crashed beyond their normal time.
3. After each crash, check to see whether another critical path has been created (B-E in this example).
4. Each critical path must be crashed concurrently to keep the network in balance.
5. Management establishes the acceptable total cost of crashing and the process stops when that total cost will
have been exceeded.
A-9
FM 100-11, Force Integration
TIME IN MONTHS
ACTIVITIES 1 2 3 4 5 6 7
PHASE OR UNIT A
A
PHASE OR UNIT B
A
PHASE OR UNIT C
PHASE OR UNIT D
A
PHASE OR UNIT E
PHASE OR UNIT F
A
1 2 3 4 5 6 7
PROJECT START DATE: _________ TODAYS DATE: ________
EQUIPMENT
TRAINING
TURN-IN
EQUIPMENT ORGANIZATION
RESTRUCTURE EVALUATION
HAND-OFF
AUTHORIZATION
DOCUMENT E-DATE
Section V: Bibliography
Summary
Books
The large volume of information that must be consid- 1. Wiest, Jerome D., and Levy, Ferdinand K., A
ered when making decisions requires that analysis be Management Guide to PERT/CPM: With
applied in making the best possible decisions. PERT, GERT/PDM/DCPM and other Networks; Pren-
CPM, and Gantt are used when developing plans to tice-Hall, Inc., Englewood Cliffs, New Jersey 07632;
1977, 1969 (pages 1-2, 4, 26, 28, 62-71, and
incorporate new materiel, new doctrine, and new 141-142).
structure into the force structure. Constraints will
2. Whitehouse, Gary E., Systems Analysis and De-
force decisions that make the best use of the re- sign Using Network Techniques; Prentice-Hall, Inc.,
sources available. The decision support analyses de- Englewood Cliffs, New Jersey 07632; 1973 (pages
scribed in this appendix can assist in providing the 31 and 51-54).
efficiency and effectiveness needed in accomplishing 3. Moder, Joseph J., and Phillips, Cecil R., Project
the force integration mission. Management with CPM and PERT, Second Edition;
Litton Educational Publishing, Inc., 1970. Published
by Van Nostrand Reinhold Company; 450 West 33rd
Street, New York, New York 10001. Certain portions
of this work copyright 1964 by Reinhold Publishing
Corporation (pages 5-8, 12-13, 20).
Magazine Article
Page, G. William, "Using Management Software in
Planning," APA Journal, Autumn 1989 (page 494)
A-10
FM 100-11, Force Integration
GLOSSARY
Section I
Acronyms, Brevity Codes, and Abbreviations
AA ALO
Active Army authorized level of organization
AAE ALOC
Army Acquisition Executive air lines of communication
AAMMP ALRPG
Active Army Military Manpower Program Army Long Range Planning Guidance
AAO AMC
Army acquisition objective United States Army Materiel Command
AASA AMOPES
Administrative Assistant to the Secretary of the Army Army Mobilization and Operations Planning and
Execution System
ACAT
acquisition category AMP
Army Modernization Plan; Army Mobilization Plan
ACC
Army component commander AMRD
Army Modernization Reference Data
ACSIM
Assistant Chief of Staff for Installation Management AMSCO
Army Management Structure Code
ACTS
Army Criteria Tracking System AMT
Army modernization training
ADCSOPS
Assistant DCSOPS AOLCM
Army Organizational Life Cycle Model
ADM
Acquisition Decision Memorandum AOP
Army order of precedence
ADT
active duty for training APGM
Army Program Guidance Memorandum
AFH
Army Family Housing APR
Army procurement requirement
AFHO
Family Housing, Army (Operations) APS
Army Planning System; Army Prepositioned Stocks
AFPDA
Army force planning data and assumptions APSES
Army Prepositioned Stocks Equipment Sets
AGR
Active Guard Reserve APSOP
Army Prepositioned Stocks Operational Project
AIS
automated information system APSS
Army Prepositioned Stocks Sustainment
AIT
advanced individual training AR
Army regulation
Glossary-1
FM 100-11, Force Integration
ARB ASA(RDA)
Army Resources Board ASA (Research, Development, and Acquisition)
ARBSG ASCC
Army Resources Board Support Group Army service component commander
ARCOM ASD
United States Army Reserve Command Assistant Secretary of Defense
ARFPC ASD(C3I)
Army Reserve Forces Policy Committee ASD (Command, Control, Communications, and In-
telligence)
ARI
Army Research Institute ASD(FMP)
ASD for Force Management Policy
ARL
Army Research Laboratory ASD(HA)
ASD for Health Affairs
ARNG
Army National Guard ASD(S&R)
ASD for Strategy and Requirements
ARNGUS
Army National Guard of the United States ASD(RA)
ASD (Reserve Affairs)
ARNG-TSP
Army National Guard-troop structure program ASI
additional skill identifier
ARPERCEN
Army Reserve Personnel Center ASIOE
associated support items of equipment
ARSEC
Army Secretariat ASIOEP
associated support items of equipment and personnel
ARSTAF
Army Staff ASIP
Army Stationing and Installation Plan
ARSTRUC
Army structure message ASL
authorized stockage list
ART
Army Reserve technician AT
annual training
ARTEP
Army Training and Evaluation Program ATC
Army training center
AS
acquisition strategy ATRRS
Army Training Requirements and Resources System
ASA
Assistant Secretary of the Army AUTS
Automatic Update Transaction System
ASA(CW)
ASA (Civil Works) AVCSA
Assistant Vice Chief of Staff, United States Army
ASA(FM&C)
ASA (Financial Management & Comptroller) AVIM
aviation intermediate maintenance
ASA(IL&E)
ASA (Installations, Logistics, and Environment) AVUM
aviation unit maintenance
ASA(M&RA)
ASA (Manpower and Reserve Affairs)
Glossary-2
FM 100-11, Force Integration
AWCF CAPCES
Army Working Capital Fund Construction Appropriation, Programming, Control,
and Execution System
AWP
annual work plan CAR
Chief, Army Reserve
AWR
Army War Reserve CATS
Combined Arms Training Strategy
AWRSA
Army War Reserve Stocks for Allies CBO
Congressional Budget Office
AWRSI
Army War Reserve Secondary Items CBS-X
Continuing Balance System-Expanded
BCTP
battle command training program CBTDEV
combat developer; combat development
BDE
brigade CCH
Chief of Chaplains
BES
Budget Estimates Submission CCSS
Commodity Command Standard System
BII
basic issue items CDR
commander
BIT
built in test CEPCSS
Centralized Equipment Procurement Conversion Ca-
BITE pability System
built-in test equipment
CG
BOIP commanding general, Chairman’s Guidance
basis-of-issue plan
CINC
BT commander in chief
basic training
CIS
BTOE Capital Investment Strategy
base TOE
CJCS
BY Chairman of the Joint Chiefs of Staff
budget year
CJCSI
C3I Chairman of the Joint Chiefs of Staff Instruction
command, control, communications, and intelligence
CLL
C4 Chief of Legislative Liaison
command, control, communications, and computers
CM
CA Command Manager
Civil Affairs
CM(FS)
CAA Command Manager (Force Structure)
Concepts Analysis Agency
CM(PBG)
CAD Command Manager (Program Budget Guidance)
course administrative data
CNGB
CAE Chief, NGB
Component Acquisition Executive
Glossary-3
FM 100-11, Force Integration
CO CTA
company common table of allowances
COC CTU
Council of Colonels Consolidated TOE Update
COE CX
Corps of Engineers; Chief of Engineers Categorical Exclusion
COMPO CY
component current year
COMPT DA
comptroller Department of the Army
CONPLAN DAB
concept plan; contingency plan Director of the Army Budget (used to refer to the
Deputy Assistant Secretary of the Army for Budget)
CONUS Defense Acquisition Board
continental United States
DAE
CONUSA Department (of Defense) Acquisition Executive
continental U.S. Army
DALSO
CPA DA Logistics Systems Officer
Chairman’s Program Assessment; Chief of Public
Affairs DAMPL
DA Master Priority List
CPG
Contingency Planning Guidance DARNG
Director of the Army National Guard
CPLAN
command plan DAS
Director of the Army Staff
CPM
critical path method DCG
deputy commanding general
CPR
Chairman’s Program Recommendation DCS
Deputy Chief of Staff
CPX
command post exercise DCSCD
Deputy Chief of Staff for Combat Developments,
CRA TRADOC
continuing resolution authority
DCSINT
CRRC Deputy Chief of Staff for Intelligence
Construction Requirements Review Committee
DCSLOG
CRS DCS for Logistics
Chairman’s Readiness System
DCSOPS
CS DCS for Operations and Plans
combat support
DCSPER
CSA Deputy Chief of Staff for Personnel
Chief of Staff, U.S. Army
DEH
CSS Directorate of Engineering and Housing (now known
combat service support as DPW)
Glossary-4
FM 100-11, Force Integration
DEPSECDEF DS
Deputy SECDEF direct support
DET DT&E
displaced equipment training development test and evaluation
DETP DTLOMS
Displaced Equipment Training Plan doctrine, training, leader development, organizations,
materiel, and soldiers
DFAS
Defense Finance and Accounting Service DTT
doctrine and tactics training
DI
Document Integrator DY
design year
DISC4
Director of Information Systems for Command, EA
Control, Communications, and Computers Environmental Assessment
DISCOM EAC
division support command echelons above corps; Evaluation Analysis Center
DIV EAD
division echelons above division
DM E-date
Director of Management effective date
DOD EDI
Department of Defense Electronic Data Interchange
DODAAC EDSS
Department of Defense activity address code Equipment Distribution Sequence System
DODD EIS
DOD directive Environmental Impact Statement
DPAE ELIM
Director of Program Analysis and Evaluation Enlisted Loss Inventory Model
DPAMMH ELIM-COMPLIP
direct productive annual maintenance man-hours Enlisted Loss Inventory Model-Computation of
Manpower Using Linear Programming
DPAS
Defense Priorities and Allocation System EPR
Environmental Program Requirement
DPG
Defense Planning Guidance ERC
equipment readiness code
DPP
Dedicated Procurement Program ERPS
Equipment Release Priority System
DPW
Director of Public Works EXCOM
Executive Committee
DRB
Defense Resources Board EXEVAL
external evaluation
DRMO
Defense Reutilization and Marketing Office FAA
functional area assessment
Glossary-5
FM 100-11, Force Integration
FDD FY
Force Design Directorate, DCSCD, TRADOC fiscal year
FDU FYDP
force design update Future Years Defense Program
FEMA GAO
Federal Emergency Management Agency General Accounting Office
FFR GIS
Force Feasibility Review Geographic Information System
FI GO
Force Integrator general officer
FIFA GS
force integration functional area general support
FM GSA
Field Manual; financial management General Services Administration
FMS GY
foreign military sales guidance year
FNSI HAC
Finding of No Significant Impact House Appropriations Committee
FOA HBC
field operating agency House Budget Committee
FOC HFE
future Army operational capability human factors engineering
FORSCOM HH
United States Army Forces Command health hazard
FPS HNSC
Facility Planning System House National Security Committee
FS HOMES
force structure Housing Operations Management System
FSA HQDA
force structure allowance Headquarters, Department of the Army
FTS HQIFS
full-time support headquarters Integrated Facilities System
FTSMC HQISR
Full Time Support Management Center headquarters Installation Status Report
FTX HQRPLANS
field training exercise headquarters Real Property Planning and Analysis
System
FUE
first unit equipped HSI
human system integration
FUED
first unit equipped date HUD
Department of Housing and Urban Development
FVC
Force Validation Committee
Glossary-6
FM 100-11, Force Integration
IADT J8
initial active duty for training Force Structure Resources and Assessments Direc-
torate, the Joint Staff
ICP
incremental change package JCS
Joint Chiefs of Staff
IDG
installation Design Guide JMRR
Joint Monthly Readiness Review
IDT
inactive duty training JOPES
Joint Operation Planning and Execution System
IFS
Integrated Facilities System JP
Joint Publication
IIQ
initial issue quantity JPD
Joint Planning Document
ILS
integrated logistics support JRB
JROC Review Board
IMA
Individual Mobilization Augmentee JROC
Joint Requirements Oversight Council
IMP
installation master plan JSCP
Joint Strategic Capabilities Plan
ING
Inactive Army National Guard JSPS
Joint Strategic Planning System
IOC
initial operational capability JSR
Joint Strategy Review
IPB
Installation Planning Board JWCA
Joint Warfighting Capabilities Assessment
IPL
Integrated Priority List KPP
key performance parameter
IPR
in process review Labs
laboratories
IRR
Individual Ready Reserve LCSMM
Life Cycle System Management Model
ISR
Installation Status Report LCX
logistics coordination exercise
IT
information technology LIF
logistics intelligence file
ITOE
intermediate TOE LIN
line item number
ITP
individual training plan LINEDIT
LIN-edit
J5
Strategic Plans and Policy Directorate, the Joint Staff LOGCAP
logistical civil augmentation program
Glossary-7
FM 100-11, Force Integration
LOGSACS MFORCE
Logistics Structure and Composition System Master Force
LRC MFP
Long-Range Component materiel fielding plan
LRIP MILCON
low rate initial production military construction
MACOM MILDEP
major Army command military deputy
MAE MMEWR
Mission Accomplishment Estimate minimum mission essential wartime requirements
MAISRC MNS
Major Automated Information Systems Review mission need statement
Council
MOA
MANPRINT Memorandum of Agreement
manpower and personnel integration
MOC
MARC management of change
manpower requirements criteria
MODPATH
MATCH modernization path
TAA comparison report
MOE
MAT CMD measure of effectiveness
materiel command
MON
MATDEV memorandum of notification
materiel developer; materiel development
MOP
MBI Memorandum of Policy
major budget issue
MOS
MC military occupational specialty
Mobilization Component
MOSLS
MCA Military Occupational Specialty Level System
Military Construction, Army
MPES
MCDM Mobilization Planning and Execution System
military construction, Defense Medical
MRL
MDAP materiel requirements list
major defense acquisition program
MRMC
MDEP Medical Research and Materiel Command
management decision package
MS
MDR milestone
milestone decision review
MSP
METT-T Mission Support Plan
mission, enemy, terrain, troops, and time available
MTOE
MFA modification table of organization and equipment
Materiel Fielding Agreement
MTP
Materiel Transfer Plan
Glossary-8
FM 100-11, Force Integration
MTW ODCSLOG
major theater war Office of the Deputy Chief of Staff, Logistics
MUTA ODCSOPS
multiple Unit Training Assemblies (UTAs) Office of the Deputy Chief of Staff, Operations and
Plans
MUTA-4
four UTAs conducted back-to-back (normally one ODCSPER
weekend MUTA) Office of the Deputy Chief of Staff, Personnel
MWR OEC
morale, welfare, and recreation Operational Evaluation Command
NCA OI
National Command Authorities Organization Integrator; organizational integration
NEPA OJCS
National Environmental Policy Act of 1969 Office of the Joint Chiefs of Staff
NET OMA
new equipment training Operation and Maintenance, Army
NETP OMB
new equipment training plan Office of Management and Budget
NGB OOD
National Guard Bureau out-of-DAMPL sequence
NICP OOTW
national inventory control point operations other than war
NMP OPALS
national maintenance point Officer Projection Aggregate Level System
NMS OPCON
National Military Strategy operational control
NOI OPFAC
Notice of Intent operational facilities
NOT OPLAN
new organization training operation plan
NSC OPM
National Security Council Office of Personnel Management
NSCS OPTEC
National Security Council System Operational Test & Evaluation Command
NTC OPTEMPO
National Training Center operating tempo
OA ORD
obligation authority operational requirements document
OCAR ORF
Office of the Chief, Army Reserve operational readiness float
OCONUS OSA
outside the continental U.S. Office of the Secretary of the Army
Glossary-9
FM 100-11, Force Integration
OSD PM
Office of the Secretary of Defense project, program, or product manager
OSUT PMAD
one station unit training Personnel Management Authorization Document
OT&E POC
operational testing and evaluation point of contact
OTOE POI
objective TOE program of instruction
PAED POM
Program Analysis and Evaluation Directorate program objective memorandum
PB POSC-edit
President’s Budget Personnel Occupational Specialty Code-edit file
PBC PPBES
Program and Budget Committee Planning, Programming, Budgeting, and Execution
System
PBD
program/budget decision PPBS
Planning, Programming, and Budgeting System
PBG
Program Budget Guidance PRB
Program Review Board
PCS
permanent change of station PRD
Presidential Review Decision
PDD
Presidential Decision Directive PREPO
prepositioned sets of equipment
PDM
Program Decision Memorandum PRG
Program Review Group
PE
program element PROBE
program optimization and budget evaluation
PEG
Program Evaluation Group PROC
procurement appropriation
PEO
Program Executive Officer PSG
Prioritization Steering Group
PERSACS
Personnel Structure and Composition System PSYOPS
psychological operations
PERSCOM
Total Army Personnel Command PY
program year; prior year
PERSO
Personnel Systems Staff Officer QAPR
Quarterly Army Performance Review
PERT
Program Evaluation and Review Technique QMP
Qualitative Management Program
PLL
prescribed load list QQPRI
qualitative and quantitative personnel requirements
PLT information
platoon
Glossary-10
FM 100-11, Force Integration
R&D RPM
research and development real property maintenance
RAP RPMA
revised approved program real property maintenance activities
RC RPMP
Reserve Component Real Property Master Plan
RCCC RPMS
Reserve Component Coordination Council Real Property Management System
RCF RPPB
repair cycle float real property planning board
RDA RSC
research, development, and acquisition Army Reserve Regional Support Command
RDAP S&I
research, development, and acquisition plan science and infrastructure
RDD SA
Requirements Documentation Directorate, Secretary of the Army
USAFMSA
SAC
RDS Senate Appropriations Committee
Requirements Documentation System
SACS
RDTE Structure and Composition System
research, development, test, and evaluation
SAG
REC senior advisory group; study advisory group
record of environmental consideration
SAMAS
REQUEST Structure and Manpower Allocation System
Recruit Quota System
SASC
REQVAL Senate Armed Services Committee
Requisition Validation
SAT
RFPB systems approach to training
Reserve Forces Policy Board
SBC
ROD Senate Budget Committee
Record of Decision
SBIR
ROE Small Business Innovation Research Program
rules of engagement
SECDEF
ROTC Secretary of Defense
Reserve Officers’ Training Corps
SI
RPI Systems Integrator
real property inventory
SIDPERS
RPIP Standard Installation/Division Personnel System
real property investment plan
SIMOS
RPLANS space imbalanced MOS
Real Property Planning and Analysis System
SINCGARS
single-channel ground and airborne radio system
Glossary-11
FM 100-11, Force Integration
SIPC TAEDP
Stationing and Installation Planning Committee total Army equipment distribution program
SIRDAP TAG
Science and Infrastructure RDA Plan the adjutant general of a state or territory
SISA TAP
Science and Infrastructure Support Analysis The Army Plan
SOCOM TAPDB
Special Operations Command Total Army Personnel Database
SOF TAPDB-AE
Special Operations Forces TAPDB-Active Enlisted
SORTS TAPDB-AO
Status of Resources and Training System TAPDB-Active Officer
SPC TAV
Strategy and Planning Committee total asset visibility
SQD TBEP
squad training base expansion plan
SRC TDA
standard requirement code; Short-Range Component table of distribution and allowances
SS TECOM
system safety Test and Evaluation Command
SSv TEXCOM
soldier survivability U.S. Army Test and Experimentation Command
ST TF
sustainment training task force
STARC TIG
State Area Command The Inspector General
STRAP TJAG
system training plan The Judge Advocate General
STTE TM
special tools and test equipment team
STTR TMDE
Small Business Technology Transfer Pilot Program test, measurement, and diagnostic equipment
STX TNG
situational training exercise training
T&E TNGDEV
testing and evaluation training developer; training development
TAA TOA
total Army analysis total obligational authority
TAADS-R TOE
The Army Authorization Document System Re- table of organization and equipment
design
TOM-D
training, operation, mobilization, and deployment
Glossary-12
FM 100-11, Force Integration
TPF USAMEDCOM
total package fielding U.S. Army Medical Command
TPFDD USAR
Time-phased Force Deployment Data United States Army Reserve
TPFDL USARC
Time-phased Force Deployment List USAR Command
TPU USAREC
troop program unit U.S. Army Recruiting Command
TRADOC USAREUR
U.S. Army Training and Doctrine Command U.S. Army, Europe
TRAS USARF
training requirements analysis system U.S. Army Reserve Force
TSG USARPAC
The Surgeon General U.S. Army, Pacific
TSM USASMDC
TRADOC System Manager U.S. Army Space and Missile Defense Command
TSOP USASOC
tactical standing operating procedure U.S. Army Special Operations Command
TTHS USC
transients, trainees, holdees, and students United States Code
TTP USD(A&T)
tactics, techniques, and procedures Under Secretary of Defense for Acquisition and
Technology
UAD
updated authorizations document USD(Comptroller)
Under Secretary of Defense for Comptroller
UIC
unit identification code USD(P)
Under Secretary of Defense for Policy
UMMCA
Unspecified Minor Military Construction, Army USD(P&R)
Under Secretary of Defense for Personnel and Readi-
UPH ness
Unaccompanied Personnel Housing
USEUCOM
URS U.S. European Command
unit reference sheet
USPACOM
USA U.S. Pacific Command
Under Secretary of the Army
USPFO
USACE United States Property and Fiscal Officer
U.S. Army Corps of Engineers
USR
USACGSC unit status report
U.S. Army Command and General Staff College
UTA
USAFMSA Unit Training Assembly
U.S. Army Force Management Support Agency
VCJCS
USAINSCOM Vice Chairman, Joint Chiefs of Staff
U.S. Army Intelligence and Security Command
Glossary-13
FM 100-11, Force Integration
VCSA
Vice Chief of Staff, Army
WARF
wartime active replacement factors
WFLA
Warfighting Lens Analysis
WPNS
weapons
WRSI
War Reserve Secondary Items
Glossary-14
FM 100-11, Force Integration
Base table of organization and equipment (BTOE) Command Manager (Force Structure) (CM(FS))
An organization design based on doctrine and equip- A manager of resourcing, documentation, fielding,
ment currently available. It is the lowest common and sustainment to assure doctrinal, operational, and
denominator of modernization and identifies the mis- technical integration of functionally dissimilar or-
sion essential wartime requirements for personnel and ganizations. Responsible for TDA and MTOE force
equipment based upon equipment common to all units integration for a specific MACOM.
of a given type organization.
Component
Capability One of the subordinate organizations that constitute a
The ability to execute a specified course of action. joint force. Normally a joint force is organized with
(A capability may or may not be accompanied by an a combination of Service and functional components.
intention.) (JP 1-02) (JP 1-02)
Glossary-15
FM 100-11, Force Integration
Glossary-16
FM 100-11, Force Integration
Glossary-17
FM 100-11, Force Integration
Glossary-18
FM 100-11, Force Integration
Glossary-19
FM 100-11, Force Integration
References
Section I
SOURCES USED
AR 5-10 AR 70-9
Stationing Army Research Information Systems and Report
AR 5-18 AR 70-45
Army Stationing and Installation Plan Scientific and Technical Information Program
AR 5-20 AR 70-57
Commercial Activities Program Military-Civilian Technology Transfer
References-1
FM 100-11, Force Integration
AR 71-9 AR 570-4
Materiel Requirements Manpower Management
AR 71-11 AR 570-5
Total Army Analysis (TAA) Manpower Staffing Standards System
AR 71-32 AR 600-3
Force Development and Documentation - Consoli- The Army Personnel Proponent System
dated Policies
AR 600-83
AR 73-1 The New Manning SystemCOHORT Unit Re-
Test and Evaluation Policy placement System
AR 135-2 AR 602-1
Army National Guard (ARNG) and US Army Re- Human Factors Engineering Program
serve Full-Time Support (FTS) Program
AR 602-2
AR 140-145 Manpower and Personnel Integration (MANPRINT)
Individual Mobilization Augmentation (IMA) Pro- in the System Acquisition Process
gram
AR 611-1
AR 200-1 Military Occupational Classification and Structure
Environmental Protection and Enhancement Development and Implementation
AR 200-2 AR 611-101
Environmental Effects of Army Actions Commissioned Officer Classification System
AR 210-50 AR 611-112
Housing Management Management of Warrant Officer Specialities
AR 215-1 AR 611-201
Nonappropriated Fund Instrumentalities and Mo- Enlisted Career Management Fields and Military
rale, Welfare, and Recreation Activities Occupational Specialities
AR 220-1 AR 690-11
Unit Status Reporting Mobilization Planning and Management
AR 220-5 AR 700-8
Designation, Classification, and Change in Status Logistics Planning Factors and Data Management
of Units
AR 700-90
AR 310-25 Army Industrial Base Program
Dictionary of United States Army Terms
AR 700-127
AR 310-50 Integrated Logistic Support
Authorized Abbreviations, and Brevity Codes
AR 700-129
AR 335-15 Management and Execution of the Integrated Logis-
Management Information Control System tics Support Program for Multi-service Acquisitions
AR 350-35 AR 700-138
Army Modernization Training Army Logistics Readiness and Sustainability
AR 381-143 AR 700-142
Logistics Policies and Procedures Materiel Release, Fielding, and Transfer
AR 415-15 AR 702-3
Army Military Construction Program Development Army Materiel Systems Reliability, Availability,
and Execution and Maintainability (RAM)
AR 415-16 AR 710-1
Army Facilities Component System Centralized Inventory Management of the Army
Supply System
AR 420-17
Real Property and Resource Management
References-2
FM 100-11, Force Integration
References-3
FM 100-11, Force Integration
INDEX
This index is organized alphabetically by topic and subtopic. Topics and subtopics are identified by paragraph number.
Index-1
FM 100-11, Force Integration
Index-2
FM 100-11, Force Integration
Assistant Deputy Chief of Staff for Operations Basis of issue plan (BOIP), 5-6f, 5-6f(5)(a), 6-
and Plans (ADCSOPS), 12-12d 9a(2)(c), 6-9b(5), 6-9c(1) through (7), 6-9d(1)
and (4), 6-9f, 6-9f (2) and (5), 6-9h, 6-16c(1),
Assistant Secretary of Defense (ASD),
(3), and (4), 6-17d(1), 8-18d(3)
Command, Control, Communications, and In-
telligence (C3I), 8-6c(1) Battle,
Force Management Policy (FMP), 12-8c
Health Affairs (HA), 12-8c dynamics, 2-4b, 2-12
Reserve Affairs (RA), 3-6b, 12-8c Laboratory (Battle Lab), 1-26, 2-4, 12-22
Strategy and Requirements (S&R), 12-8c
BCTP (See Training, battle command training
Assistant Secretary of the Army (ASA),
program)
Civil Works (CW), 12-12d(1)
Financial Management and Comptroller BES (See Budget, Estimates Submission)
(FM&C), 12-4, 12-12a(1), 12-59c
Installations, Logistics, and Environment BII (See Basic issue items)
(IL&E), 12-12a(1), 12-12b(1), 12-12d(1) BIT (See Built-in-test)
Manpower and Reserve Affairs (M&RA), 3-7a,
7-13b(2), 12-12a(1), 12-12b(1), 12-12d(1) BITE (See Built-in-test equipment)
Research, Development, and Acquisition
(RDA), 8-6c(4), 8-18c(1)(a), 12-12a(1), 12- BOIP (See Basis of issue plan)
12b(1), 12-12d(1), 12-12g(1) BT (See Training, basic)
Associated support items of equipment (ASIOE), BTOE (See Table of organization and equipment,
4-11b(3), 6-9c(5)(b), 8-19d(4)(b) base)
Associated support items of equipment and per- Budget,
sonnel (ASIOEP), 6-9c(1) and (3) Chief of Legislative Liaison (CLL) role, 12-47
AT (See Training, annual) command budget estimate, 7-13b(3), 11-10
Estimates Submission (BES), 12-6e, 12-38, 12-
ATC (See Training, Army training center) 39, 12-40a and b, 12-43, 12-44
Authorized level of organization (ALO), 4-11b(9), Budget year (BY), 4-8b(2), 5-7a, 5-10, 7-5, 7-7a,
5-5b(5), 5-7a, 6-17c, 6-17e(2), 7-11a, 13-3a(2), 11-7c(3)(c), 12-6c(1), 12-34b(2), 12-39, 12-40a,
13-6b(1), 13-8d 12-45a,
Authorized stockage list (ASL), 10-18b Built-in-test (BIT), 10-12a(2)
Automated information system (AIS), 8-4a, 8- Built-in-test equipment (BITE), 10-12a(2)
6c(2), 8-6c(4), 12-59b
BY (See Budget year)
Automatic Update Transaction System (AUTS), 6-
CA (See Civil Affairs)
16a(1), 7-13a(1), 12-27d
CAA (See Concepts Analysis Agency)
AUTS (See Automatic Update Transaction Sys-
tem) CAD (See Training, course administrative data)
AWCF (See Army, Working Capital Fund) CAE (See Materiel acquisition, Component Ac-
quisition Executive)
AWP (See Annual work plan)
CAPCES (See Military construction, Construction
AWRSA (See Army, War Reserve Stocks for Al-
Appropriations Programming, Control, and
lies)
Execution System)
AWRSI (See Army, War Reserve Secondary
Capital Investment Strategy (CIS), 11-5b(2) and
Items)
(3), 11-7c(2)
Basic issue items (BII), 8-18d(4)(a)
CAR (See Chief, Army Reserve)
Categorical Exclusion (CX), 11-3d(1)
Index-3
FM 100-11, Force Integration
CATS (See Training, Combined Arms Training Force Structure (FS), 5-6f(3)
Strategy) Program Budget Guidance (PBG), 5-6f(6)
CBS-X (See Continuing Balance System- Command post exercise (CPX) (See Training)
Expanded) Common table of allowances (CTA), 4-11b(3), 10-
CBTDEV (See combat development or combat 17a(3)(b)
developer) COMPO (See Force structure, component)
Chairman, Joint Chiefs of Staff (CJCS), Concept plan (CONPLAN) (See Plans)
roles and responsibilities, 1-9, 12-7c Concepts Analysis Agency (CAA), 6-13a(1)(a) and
Chairman’s Program Assessment (CPA), 1-9a(3) (2)(b)
and (4), 1-9e(4), 1-9g(3), 1-9(2), 6-6c, 12-17e CONPLAN (See Plans, concept plan or Plans,
Chairman’s Program Recommendation (CPR), 1- contingency plan)
9a(3), 1-9a(5), 1-9e(4), 1-9g(3), 1-9h(1), 6-4, 12- Consolidated TOE update (CTU), 6-9h, 6-15a(2),
17 6-17e(2)
Chairman’s Readiness System (CRS), 13-5 a Construction Appropriations Programming, Con-
through h trol, and Execution System (CAPCES) (See
Chief, Army Reserve (CAR), Military construction)
appointment, 3-9a
Continental United States Army (CONUSA), 3-
Commander, US Army Reserve Command
9c(1)
(USARC), 3-9a
FORSCOM Deputy Commander for Reserve Contingency plan (CONPLAN) (See Plans)
Affairs, 3-9a
Office of (OCAR) planning role, 6-15b Contingency Planning Guidance (CPG) (See
Plans)
Chief of Staff, Army (CSA), 3-7b, 6-8c(1), (2), (4)
and (5), 6-13b(2)(a), 12-12a, 12-32b, 12-34a, Continuing Balance System-Expanded (CBS-X),
12-40b, 12-42c, 12-43, 12-44c, 12-46, 12-47b, 8-17a and b
12-59c Continuing resolution authority (CRA), 12-48
CIS (See Capital Investment Strategy) CONUSA (See Continental United States Army)
Civil Affairs (CA), 3-9c(5) CPA (See Chairman’s Program Assessment)
CJCS (See Chairman, Joint Chiefs of Staff) CPG (See Plans, Contingency Planning Guidance)
CLL (See Budget, Chief of Legislative Liaison CPLAN (See Planning, Programming, Budgeting,
(CLL) role) and Execution System, command plan)
CM (See Command Manager) CPM (See Critical path method)
CM(FS) (See Command Manager, Force Struc- CPR (See Chairman’s Program Recommenda-
ture) tion)
CM(PBG) (See Command Manager, Program CPX (See Training, command post exercise)
Budget Guidance)
CRA (See continuing resolution authority)
CNGB (See National Guard Bureau, Chief of)
Critical path method (CPM), A-6, A-7
crash cost, A-7a and c
Combat developer (CBTDEV), 1-23, 6-8b(1) and normal cost, A-7a and c
(2), 6-8c(5)(c), 8-2, 8-6c(5), 8-9, 8-10c, 8- cost slope, A-7a and c
18c(3)(b)
CRS (See Chairman’s Readiness System)
Combat development (CBTDEV), 4-5b(4), 6-
CSA (See Chief of Staff, Army)
8a(1), 6-9a(2), 6-9d(2), 8-18c(3)(b)
CTA (See Common table of allowances)
Command Manager (CM),
Index-4
FM 100-11, Force Integration
Index-5
FM 100-11, Force Integration
Design year (DY) (See Military construction) DODAAC (See Department of Defense, activity
address codes)
DET (See Training, displaced equipment train-
ing), DPAE (See Director of Program Analysis and
Evaluation)
DETP (See Training, Displaced Equipment
Training Plan) DPAMMH (See Direct productive annual mainte-
nance man-hours)
DI (See Document Integrator)
DPAS (See Defense Priorities and Allocation Sys-
Direct productive annual maintenance man-hours
tem)
(DPAMMH), 6-9c(5)(b
DPG (See Defense, Planning Guidance)
Director of Engineering and Housing (DEH), 11-
4a(2) DPP (See Dedicated Procurement Program)
Director of Information Systems for Command, DPW (See Director of Public Works)
Control, Communications, and Computers
DRB (See Defense, Resources Board)
(DISC4), 8-6c(4), 12-12b(1), d(1), e(1), and g(1),
12-59b DRMO (See Defense, Reutilization and Market-
ing Office)
Director of Program Analysis and Evaluation
(DPAE), 12-5a and b, 12-12b(2), (2), e, and DT&E (See Materiel acquisition, development
g(2), 12-25c, 12-32a and b, 12-34a, 12-39, 12-43, test and evaluation)
12-44d, 12-45c and e
DTLOMS (See Doctrine, training, leader devel-
Director of Public Works (DPW), 11-4a(2), 11- opment, organizations, materiel, soldiers)
7c(2), 11-9, 11-10
DTT (See Training, doctrine and tactics)
Director of the Army Staff (DAS), 3-7b, 12-8c, 12-
DY (See Military construction, Design year)
12c, d(2), and g(2)
EA (See Environmental Assessment)
DISC4 (See Director of Information Systems for
Command, Control, Communications, and EAC (See Echelons above corps)
Computers)
EAD (See Echelons above division)
Doctrine,
and change, 2-5a through d, 4-10 and technol- Echelons above corps (EAC), 6-6b, 6-9d(2)
ogy, 2-3c Echelons above division (EAD), 6-6b, 6-9d(2)
and the threat, 2-3d
applicability, 2-3f E-date (See Effective date)
conceptual foundation, 2-4a through e EDI (See Electronic Data Interchange)
defined, 2-3a
derivation, 2-1 Effective date (E-date), 5-10, 5-11, 7-12b, 13-8g
development, 4-5b(2), 4-6a and h
joint, 2-3b
operational requirement for, 4-10c EIS (See Environmental Impact Statement)
role of, 2-3 Electronic Data Interchange (EDI), 10-14a
scope, 2-3g(1) and (2)
tactics, techniques, and procedures (TTP), 2-3e ELIM (See Enlisted Loss Inventory Model)
and g
validation, 2-6 ELIM-COMPLIP (See Enlisted Loss Inventory
Model-Computation of Manpower Program
Doctrine, training, leader development, organiza- Using Linear Programming)
tions, materiel, soldiers (DTLOMS), 1-16a, 1-
23, 1-26, 5-8d, 6-8c(3), 8-9, 8-18c(3)(c), 12-22 Enlisted Loss Inventory Model (ELIM), 7-6b
Index-6
FM 100-11, Force Integration
Environmental impact statement (EIS), 11-3d(2) and change, 4-1 through 4-4
and (3) assessments, 5-7 through 5-11
components, 4-9
Environmental Program Requirement (EPR), 11- functional areas (FIFA), 4-11b, 5-6d, 5-7c
6b management, 4-1 through 4-4, 5-3, 5-6f
mission, 4-8
EPR (See Environmental Program Requirement)
organizational, 4-8b(3), 5-5, 5-6
Equipment readiness code (ERC), 6-9e, 6-17c, 8- planning factors, 4-14
18d(3), 13-3c role of operational requirements, 4-10
scope, 4-7
Equipment Release Priority System (ERPS), 8- tasks, 5-6
17b team responsibilities, 5-6
ERC (See Equipment readiness code) Force Integrator (FI), 5-6f(1) and (3), 8-11b(2)(c)
ERPS (See Equipment Release Priority System) Force management tasks,
authorization allocation, 4-6d
EXCOM (See Department of Defense, Executive doctrine development, 4-6a
Committee) functional management, 4-6e
FAA (See Functional area assessment) operational testing and evaluations, 4-6g
program analysis, 4-6f
Facility Planning System (FPS),11-5f(5)(b) requirements determination, 4-6b
resource prioritization, 4-6c
FDD (See Force Design Directorate, DCSCD,
TRADOC) Force readiness,
assessment, 4-13, 10-20
FDU (See Force, design update) costs and trade-offs, 13-2b
Federal Emergency Management Agency factors, 13-2c
(FEMA), 3-5a(1)(b), 3-9c(1) Force structure (FS), (See, also, Total Army
FEMA (See Federal Emergency Management analysis)
Agency) allowance (FSA), 5-6f(3)(d), 7-4b and c, 12-27a
Army structure message (ARSTRUC), 6-15a(2)
FFR (See Total Army analysis, Force Feasibility component (COMPO), 6-12b(2), 6-16a(2)
Review) development, 6-10 through 6-12
documentation, 6-14 through 6-17
FI (See Force Integrator) guidance, 6-13a
Field training exercise (FTX) (See Training) offsets, 6-3, 6-13b(2)(d)
requirements, 6-1, 6-13a
FIFA (See Force integration, functional areas)
Foreign military sales (FMS), 1-18c(8)
Finding of No Significant Impact (FNSI), 11-3d(2)
FORSCOM (See United States Army Forces
FMS (See Foreign military sales) Command)
FNSI (See Finding of No Significant Impact) FPS (See Facility Planning System)
FOC (See Future Army operational capability) FSA (See Force structure, allowance)
Force, FTS (See Full-time support (FTS) personnel)
design update(FDU), 6-8b(2), 6-8c(1) through
(6) FTX (See Training, field training exercise)
development, 1-18c(1), 1-21, 4-5c, 4-6f(4), 6-1, FUED (See Materiel acquisition, first unit
6-10a, 8-18c(3)(b), 12-21b, 12-23, 12-26, 12- equipped date)
27c
projection, 1-26, 2-2, 2-7, 2-13 Full-time support (FTS) personnel, 3-12, 6-17d(1)
Validation Committee (FVC), 5-7
Functional area assessment (FAA), 5-8
Force Design Directorate, DCSCD, TRADOC
(FDD), 6-8c(3) and (4) Future Army operational capability (FOC), 8-9
Force integration,
Index-7
FM 100-11, Force Integration
Future Years Defense Program (FYDP), 1-8c(3), IDG (See Installation, Design Guide)
1-8h(1)(c), 1-13c, 12-6, 12-17d, 12-32, 12-43, 12-
IDT (See Training, inactive duty)
45c
IFS (See Real property, Integrated Facilities Sys-
FVC (See Force, Validation Committee)
tem)
FYDP (See Future Years Defense Program)
IIQ (See Initial issue quantity)
Gantt charts, A-8 and 9
ILS (See Integrated, logistics support)
General Services Administration (GSA), 11-
IMA (See United States Army Reserve, Individual
12b(2), 11-14
Mobilization Augmentees)
Geographic Information System (GIS), 11-5f(1)
IMP (See Installation, master plan)
GIS (See Geographic Information System)
Incremental change package (ICP), 6-9f and f(2)
GSA (See General Services Administration) through (5), 6-16c(3) and d(2)
Guidance year (GY) (See Military construction) Individual Ready Reserve (IRR) (See United
States Army Reserve)
GY (See Military construction, guidance year)
Information technology (IT), 8-6c(4)
HAC (See House Appropriations Committee)
ING (See Army National Guard (ARNG), Inac-
Headquarters Integrated Facilities System
tive Army National Guard)
(HQIFS) (See Real property)
Initial issue quantity (IIQ), 8-15a(1)
Health hazards (HH), 8-12b(6)
Installation,
HFE (See Human factors engineering)
Design Guide (IDG), 11-5b(1)
HH (See Health hazards) headquarters Installation Status Report
(HQISR), 11-6d
HNSC (See House National Security Committee) master plan (IMP), 11-4a(1) and (2)
HOMES (See Housing Operations Management Status Report (ISR), 11-6
System) Instant unreadiness, 13-8h, 4-14a(9)
House Appropriations Committee (HAC), 3-6a, Integrated,
12-46, 12-47b logistics support (ILS), 8-5b, 8-13a, 8-13c
House National Security Committee (HNSC), 3- Priority List (IPL), 1-16a, 8-10d, 8-18c(4)(b),
6a, 11-12b(3), 12-46, 12-47b 2-4b, 12-24a, 12-28b, 12-32a(2)
Housing Operations Management System IOC (See Materiel acquisition, initial operational
(HOMES), 11-5f(4) capability)
HQIFS (See Real property, headquarters IFS) IPL (See Integrated, Priority List)
HQISR (See Installation, headquarters Installa- IRR (See United States Army Reserve, Individual
tion Status Report) Ready Reserve)
HQRPLANS (See Real property, headquarters ISR (See Installation, Status Report)
RPLANS) IT (See information technology)
HSI (See Human system integration) ITOE (See Table of organization and equipment,
HUD (See Department of Housing and Urban De- intermediate TOE)
velopment) ITP (See Training, individual training plan)
Human factors engineering (HFE), 8-12b JCS (See Joint Chiefs of Staff)
Human system integration (HSI), 8-5b, 8-12a JMRR (See Joint, Monthly Readiness Review)
IADT (See Training, initial active duty for) Joint,
JROC Review Board (JRB), 1-9f and g(2)
ICP (See Incremental change package)
Index-8
FM 100-11, Force Integration
Monthly Readiness Review (JMRR), 13-5h LOGCAP (See Total Army analysis, logistical
Operation Planning and Execution System civil augmentation program)
(JOPES), 1-9a(2), a(6), and j, 1-10, 1-14, 6-5,
6-7, 12-15b(2), 12-28 Logistics,
Planning Document (JPD), 1-9a(3), a(5), b, c, categories of maintenance, 10-11 through 10-13
and d(2), 12-17b functions, 8-18c(4)(a), 10-6, 10-7b(1)
Requirements Oversight Council (JROC), 1- integration, 8-13
9a(3), e, f, and g(2), 8-4b, 12-8d levels of supply, 10-17
Strategic Capabilities Plan (JSCP), 1-9a(3), a(6), levels of support, 10-7
c, d(3), and i(2), 6-4, 6-5, 12-17c, 12-18b, 12- planning, 10-8 through 10-10
28 supply categories, 10-16
Strategic Planning System (JSPS), 1-9a, b, d(1), supportability, 8-7b(3), 10-9a
g(3), and j, 1-10, 1-12, 6-4, 6-5, 12-15b(2), sustainment planning, 10-10
12-16, 12-17, 12-18 tasks, 10-5
Strategy Review (JSR), 1-9b, c, and d(1), 12-16 transportation management, 10-14
Warfighting Capabilities Assessment (JWCA), transportation functional areas, 10-15
1-9a(3), e(3), f, and g LOGSACS (See Structure and Composition Sys-
Joint Chiefs of Staff , tem, Logistics)
Chairman’s role, 12-7c
Long-Range Component (LRC), 11-5b(1) and (4)
Goldwater-Nichols DOD Reorganization Act of
1986, 1-9 LRC (See Long-Range Component)
National Security Act of 1947, 1-9
MACOM (See Major Army command)
JOPES (See Joint, Operation Planning and Exe-
cution System) MAE (See Unit readiness, Mission Accomplish-
ment Estimate)
JPD (See Joint, Planning Document)
MAISRC (See Major Automated Information
JRB (See Joint, JROC Review Board) Systems Review Council)
JROC (See Joint, Requirements Oversight Coun- Major Army command (MACOM), 1-15a, 4-10g,
cil) 5-2, 5-3c and d, 5-6f (1), (3), (5), (6) and (7), 5-
JSCP (See Joint, Strategic Capabilities Plan) 8d, 6-8a(1) and c(4), 6-9c(4) and h, 6-13a(2)(c)
and b(1)(a), 6-15a(2) and (3), 6-16a(1), b(1) and
JSPS (See Joint, Strategic Planning System) (2), 6-17e(1), 7-9a and b, 7-13a(1) and b(2)
JSR (See Joint, Strategy Review) through (4), 8-6d, 8-16b, 8-18a, c and e, 8-19b
(1) and (2), 9-9a(4), 11-3b, 11-5a
JWCA (See Joint, Warfighting Capabilities As-
sessment) Major Automated Information Systems Review
Council (MAISRC), 8-6e(2), 12-59b
Key performance parameter (KPP), 8-4b
Major budget issue (MBI), 12-44c through e
KPP (See Key performance parameter)
Major defense acquisition programs (MDAP) (See
Lab (See Laboratory or Battle, Laboratory) Materiel acquisition)
Laboratory (Lab), 8-11b(1)(c), 8-18c(2)(b) Management decision package (MDEP),
LCSMM (See Life Cycle System Management CM(PBG) role, 5-6f(b)(2)
FI role, 5-6f(1)(b)
Model)
OI role, 5-6f(2)(g)
Life Cycle System Management Model origins, 12-11
(LCSMM), 1-21 purpose, 12-11
scope, 12-11
LIN (See line item number) structure and functionality, 12-11
Line item number (LIN), 5-10, 6-9c(5)(b), 8- Management of change (MOC), 6-15a(2), 12-26,
18d(3), 13-3c 12-27a and d
LINEDIT (See LIN-edit) Manpower and personnel integration
LIN-edit, 6-17e(2) (MANPRINT), 8-12a and b
Index-9
FM 100-11, Force Integration
Manpower requirements criteria (MARC), 5- Program Executive Officer (PEO), 8-6c, c(4),
6f(2)(e) and (5)(a), 6-9a(2)(b), 6-9b(4), 6- and c(5), 8-18c(1)(a), 12-1, 12-5b, 12-11b,
9c(5)(b) 12-29a and b, 12-31, 12-32, 12-32a(1), 12-
40a, 12-50, 12-58
MANPRINT (See Manpower and personnel inte- requirements, 8-10b
gration) role of Systems Integrator (SI), 5-6f(4)(a), (d),
and (e)
MARC (See Manpower requirements criteria) scope, 8-5
Master Force (MFORCE), 5-6f(7)(d) and (8)(a), strategy (AS), 8-4e(1)
6-15a(1), 6-16a and b, 7-7a, 8-15b, 12-27a, b, system, 8-4d, 8-4e
and d testing and evaluation (T&E), 8-5b, 8-11b(2)(d)
MATCH (See Total Army analysis, comparison MBI (See Major budget issue)
report) MC (See Mobilization Component)
MATDEV (See Materiel, developer or Materiel, MCA (See Military construction, Military Con-
development) struction, Army (MCA) appropriation)
Materiel, MCDM (See Military construction, Defense
developer (MATDEV), 1-20, 1-23, 6-9c(2), 6- Medical)
9(5)(c), 8-6c(5), 8-18c(2)(b), 12-24
development (MATDEV), 4-5b(4), 8-18c(2)(c), MDAP (See Materiel acquisition, major defense
12-40b acquisition program)
displaced equipment disposition,18-19
Fielding Agreement (MFA), 8-18c(5) MDEP (See Management decision package)
Fielding Memorandum of Notification (MON), MDR (See Milestone decision review)
8-18e(2)
fielding plan (MFP), 5-6f(7)(b), 8-18e(3) Measure of effectiveness (MOE), 7-8b
investment accounts, 8-11b Medical Research and Materiel Command
Mission Support Plan (MSP), 8-18e(4)
(MRMC), 12-24b
requirements list (MRL), 8-18d(3), 8-18e(6)
test and evaluation activities, 1-18c(2), 4-6e(3), MFA (See Materiel, Fielding Agreement)
8-11b(2), 8-18c(2)(a), 8-18c(3)(b)
Transfer Plan (MTP), 8-19b(2) MFORCE (See Master Force)
Index-10
FM 100-11, Force Integration
Mission need statement (MNS) (See Materiel ac- inventory control point (NICP), 10-7a
quisition), maintenance point (NMP), 10-7a
Military Strategy (NMS), 1-9a(3), a(5), b, c,
Mission Support Plan (MSP) (See Materiel), d(1), d(2), d(3)(b), and i(2), 1-12, 1-13b(1),
MMEWR (See minimum mission-essential war- 4-12a, 6-4, 6-6a, 6-13a(1)(a), 12-16, 12-17a
and b, 12-18b, 12-28a, 13-5d
time requirements)
Security Council (NSC), 1-7, 1-9, 1-9d(1), 12-
MNS (See Materiel acquisition, mission need 14, 12-14a, 12-16a
statement) Security Council System (NSCS), 1-10
MRL (See Materiel, requirements list) New organization training (NOT) (See Training),
MRMC (See Medical Research and Materiel NGB (See National Guard Bureau)
Command) NICP (See National, inventory control point)
MSP (See Materiel, Mission Support Plan) NMP (See National, maintenance point)
MTOE (See Modification table of organization NMS (See National, Military Strategy)
and equipment)
NOI (See Notice of Intent)
MTP (See Materiel, Transfer Plan)
Nonappropriated funds, 12-59c
Multiple Unit Training Assembly (MUTA) (See
Reserve Component, training) NOT (See Training, new organization)
MUTA (See Multiple Unit Training Assembly) Notice of Intent (NOI), 11-3d(3)(b)
MWR (See Morale, welfare, and recreation) NSC (See National, Security Council)
Index-11
FM 100-11, Force Integration
Office of Management and Budget (OMB), 7-1, design, 4-6a(2), 6-1, 6-8, 9-5c and h, 13-3b(1)
11-7c(3)(b), 12-38, 12-44, 12-45 development, 4-5b(5)
models, 6-9a(1)
Office of Personnel Management (OPM), 7-1
Organization integration team, 5-6
Officer Projection Aggregate Level System
(OPALS), 7-6b Organization Integrator (OI), 5-6f(2) and (3)
One station unit training (OSUT) (See Training) PB (See President’s Budget)
OOD (See Out-of-DAMPL sequence) PBC (See Program, and Budget Committee)
OOTW (See Operations, other than war) PBD (See Program, program/budget decision)
OPALS (See Officer Projection Aggregate Level PBG (See Program, Budget Guidance)
System) PDD (See Presidential Decision Directive)
Operating, PDM (See Program, Decision Memorandum)
strength, 7-4a, 7-5
strength deviation, 7-4c, 7-6b PE (See Program, element)
tempo (OPTEMPO), 4-11b(7), 6-13b(1)(b), 13-
3a(2) PEG (See Program, Evaluation Group)
Index-12
FM 100-11, Force Integration
Planning, Programming, Budgeting, and Execu- PRB (See Program, Review Board)
tion System (PPBES), 1-13a through c, 1-16b(3)
PRD (See Presidential Review Decision)
and c, 4-8b(2), 5-6f(6)(d), 6-2, 7-13a(5), 8-5a(2),
9-8a, 11-5b(2), 11-7c(4), 11-12a, 12-3, 12-9, 12- PREPO (See Prepositioned sets of equipment)
14a and b, 12-21b, 12-26, 12-59a
Prepositioned sets of equipment (PREPO), 6-
Army appropriations, 12-6b
command plan (CPLAN), 6-15a 13b(2)(c)
Management Decision Package (MDEP) func- Prescribed load list (PLL), 10-17c
tions, 12-11
management forums and memberships 12-12 Presidential Decision Directive (PDD), 12-15a
phase managers and functions, 12-5
Presidential Review Decision (PRD), 12-15a
phase objectives, 12-10
planning linkages, 12-3b President’s Budget (PB), 7-6a, 12-5d and e, 12-
purpose, 12-3a 17d, 12-32, 12-38, 12-40a, 12-44, 12-45, 12-54,
Secretarial oversight, 12-4, 12-55
Plans, PRG (See Program, Review Group)
Army Long Range Planning Guidance
(ALRPG), 12-5a, 12-12d, 12-21a, 12-21b Prioritization Steering Group (PSG), 12-12g
Army Mobilization and Operations Planning
System (AMOPES), 1-14, 12-28, 12-28b PROBE (See Program, optimization and budget
Army Mobilization Plan (AMP), 1-15a evaluation)
Army Modernization Plan (AMP), 8-10a, 12-5a, Program,
12-23, 12-24a and Budget Committee (PBC), 12-12 e and f,
Army Planning System (APS), 1-12, 12-33, 12-40b, 12-42b and c, 12-43
concept plan (CONPLAN), 5-6f(3)(a), 5- budget decision (PBD), 12-35b(1), 12-38, 12-
6f(7)(e), 6-17e(1), 12-28 44a through e, 12-54b
contingency plan (CONPLAN), 1-19, 12-15b(1), Budget Guidance (PBG), 5-6f(4) and (6)(d), 5-9,
12-18b, 13-2b(3), 13-3a(2) 6-15a(2), 6-16a(1) and b(2), 7-11a, 7-13b(2),
Contingency Planning Guidance (CPG), 1- 11-7c(3)(a), 12-32
9d(3)(b), 1-9i(2), 12-18b Decision Memorandum (PDM), 12-17e, 12-29b,
long-range planning system, 4-12a 12-34b(1), 12-36, 12-39, 12-42
Mobilization Planning and Execution System element (PE), 7-13b(2), 12-6a, 12-11, 12-45b,
(MPES), 1-15b 12-56
operation plan (OPLAN), 1-15a, 1-19, 10-9a, Evaluation and Review Technique (PERT), A-3
12-28 through A-5
The Army Plan (TAP), 6-12b, 6-13a(1)(a), 12- Evaluation Group (PEG), 12-5b, 12-13, 12-25b
5a, 12-12a and d, 12-21b, 12-24a, 12-25, 12- and c, 12-32b, 12-42b and c
30, 12-31 optimization and budget evaluation (PROBE),
PLL (See Prescribed load list) 11-7c(4)
Review Board (PRB), 11-7c(3)(a)
PM (See Materiel acquisition, product, program, Review Group (PRG), 12-8c
and project manager) Program Analysis and Evaluation Directorate
(PAED), 12-12f
PMAD (See Personnel Management Authoriza-
tion Document) Program objective memorandum (POM), 1-9a(4),
POI (See Training, program of instruction) h(1)(b), h(2)(a), h(2)(b), and i(1), 4-6a(2), 4-10f,
5-7a, 5-8b, 7-6a, 7-13b(3), 8-10a, 8-18c(4)(a),
POM (See Program objective memorandum) 10-17, 10-20a, 11-5a and a(1), 11-5b(3), 12-4b,
POSC-edit (See Personnel Occupational Specialty 12-5b, 12-6d(1), 12-12a, 12-17d and e, 12-18a,
Code-edit file) 12-24a, 12-25c 12-26, 12-29b, 12-30
approval, 12-36
PPBES (See Planning, Programming, Budgeting, development, 12-32
and Execution System) documentation, 6-16
DOD review, 12-35
PPBS (See Department of Defense, Planning, force, 6-6b and c, 6-9i, 6-12a and b, 6-13b(1)(a),
Programming, and Budgeting System) (2)(a) and (b)
Index-13
FM 100-11, Force Integration
Index-14
FM 100-11, Force Integration
Reserve Officers’ Training Corps (ROTC), 7- Secretary of the Army (SA), 1-3, 3-5b(3) and c, 3-
8c(1) 7b, 7-1, 8-6c(4), 11-12b(2), 12-4
Revised approved program (RAP), 12-56 Senate Appropriations Committee (SAC), 3-6a,
12-46, 12-47b
RFPB (See Reserve Component, Reserve Forces
Policy Board) Senate Armed Services Committee (SASC), 3-6a,
11-12b(3), 12-46, 12-47b
ROD (See Record of Decision)
Short-Range Component (SRC), 11-5b(3) and c(2)
ROTC (See Reserve Officers’ Training Corps)
RPI (See Real property, inventory)
SI (See Systems Integrator)
RPIP (See Real property, investment plan)
SIDPERS (See Standard Installation/Division
RPLANS (See Real property, Planning and Personnel System)
Analysis System)
SIMOS (See Space imbalanced MOS)
RPM (See Real property, maintenance)
SIRDAP (See Science and Infrastructure RDA
RPMA (See Real property, maintenance activi- Plan)
ties)
Small Business Innovation Research Program
RPMP (See Real property, Master Plan) (SBIR), 12-56
RPMS (See Real property, Management System) Small Business Technology Transfer Pilot Pro-
gram (STTR), 12-56
RPPB (See Real property, planning board)
SOCOM (See United States Special Operations
RSC (See United States Army Reserve, Regional
Command)
Support Command)
SOF (See Special Operations Forces)
S&I (See Science and infrastructure)
Soldier survivability (SSv), 8-12b(7)
SA (See Secretary of the Army)
SORTS (See Status Of Resources and Training
SAC (See Senate Appropriations Committee)
System)
SACS (See Structure and Composition System)
Space imbalanced MOS (SIMOS), 7-10b
SAG (See Total Army analysis, senior advisory
SPC (See Strategy and Planning Committee)
group)
Special Operations Forces (SOF), 2-10, 3-9b
SAMAS (See Structure and Manpower Allocation
System) Special tools and test equipment (STTE), 4-
11b(3), 8-18d(4)(c)
SASC (See Senate Armed Services Committee)
SRC (See Standard requirements code or Short-
SAT (See Training, systems approach to)
Range Component)
SBIR (See Small Business Innovation Research
SS (See system safety)
Program)
SSv (See soldier survivability)
Science and infrastructure (S&I), 12-24b
ST (See Training, sustainment)
Science and Infrastructure RDA Plan (SIRDAP),
12-24b Standard Installation/Division Personnel System
(SIDPERS), 7-13a(2)
SECDEF (See Secretary of Defense)
Standard requirements code (SRC), 5-6f(2), 5-7b,
Secretary of Defense (SECDEF), 1-9a(3), a(4), c,
5-11, 6-16c(3)
d(1), d(2), g(2), h(1)(a), h(1)(b), h(2)(a), h(2)(b),
i(1), and j, 3-5b(3), 3-6b, 8-6c(1) through (3), STARC (See State Area Command)
12-6a, 12-7, 12-7a, c and d, 12-8a, 12-15b(1),
State Area Command (STARC), 3-8a
12-17a through e, 12-18a and b, 12-19b, 12-38,
12-44, 12-44c
Index-15
FM 100-11, Force Integration
Status of Resources and Training System TAPDB-AE (See Total Army Personnel Data
(SORTS), 5-6f(7)(f), 10-19a and b, 11-4b(1), 13- Base - Active Enlisted)
6a
TAPDB-AO (See Total Army Personnel Data
STRAP (See Training, system training plan) Base - Active Officer)
Strategy and Planning Committee (SPC), 12-12d TBEP (See Training, base expansion plan)
Structure and Composition System (SACS), 6-9i, TDA (See Table of distribution and allowances)
6-16c, 10-3, 12-26e
Test, measurement, and diagnostic equipment
Logistics (LOGSACS), 6-16c,(1), 6-16c(4), 8-15b (TMDE), 4-11b(4), 8-13c(3), 8-18d(4)(d)
Personnel (PERSACS), 6-16c(2), 7-11b The adjutant general (TAG), 3-8a and b(1)
Structure and Manpower Allocation System The Army Authorization Document System - Re-
(SAMAS), 5-6f(2)(h), 5-6f(6), 6-16a(1), b(1), design (TAADS-R), 6-16a(1), b(2), and c(1) and
and c(1) and (2), 8-15b, 11-4b(1), 12-27c (2), 7-7a, 8-15b, 11-4b(1), 12-27b and d
STTE (See Special tools and test equipment) Time estimates for PERT and CPM activities,
crash, A-7a and b
STTR (See Small Business Technology Transfer earliest expected start, A-3c(1) through (6)
Pilot Program) expected duration, A-3b(2)(d)
Supply (See Logistics) latest allowable start, A-3d
most likely duration, A-3b(2)(b)
Sustainment training (ST) (See Training) normal, A-7a and b
optimistic duration, A-3b(2)(a)
System safety (SS), 8-12b and b(5) pessimistic, A-3b(2)(c)
System training plan (STRAP) (See Training) slack, A-3e
Systems Integrator (SI), 5-6f(4), 8-10e Time-Phased Force Deployment Data (TPFDD),
12-28b(1)
T&E (See testing and evaluation)
TMDE (See Test, measurement, and diagnostic
TAA (See Total Army analysis) equipment)
TAADS-R (See The Army Authorization Docu- TNGDEV (See Training, developer or Training,
ment System - Redesign) development)
Table of distribution and allowances (TDA), 1-5b, TOA (See Total obligational authority)
5-6f(3), (3)(a), (7)(a) and (d), 6-13b(1)(a), 6-17b,
d, and e(2), 10-7b(1) through (3), 10-17a(3)(b), TOE (See Table of organization and equipment)
11-5f(5)(b), 12-27a and b TOM-D (See Training, operation, mobilization,
Table of organization and equipment (TOE), 6-9 and deployment)
base (BTOE), 6-10f(1) and (2), 6-17d(2) Total Army analysis (TAA),
incremental TOE system, 6-9f allocation rules, 6-13a(1)(b)
intermediate (ITOE), 6-9f(2) and (3) Army force planning data and assumptions
objective (OTOE), 6-9f(4) (AFPDA), 6-13a(1)(a), 6-13a(2)(a)
Tactical standing operating procedures (TSOP), comparison (MATCH) report, 6-13a(2)(b)
2-4g(4) Force Feasibility Review (FFR), 6-13b(1)(b), 12-
12d, 12-31
Tactics, techniques, and procedures (TTP) (See force guidance, 6-13a
Doctrine) leadership review, 6-13b(2)
logistical civil augmentation program
TAEDP (See Total Army equipment distribution (LOGCAP), 6-13b(2)(d)
program) process description, 6-12a through c
TAG (See The adjutant general) qualitative analysis, 6-13b(1)
requirements phase, 6-13a
TAP (See Plans, Plans, The Army Plan) resourcing phase, 6-13b
senior advisory group (SAG), 6-13a(1)(c)
TAPDB (See Total Army Personnel Database)
Index-16
FM 100-11, Force Integration
Total Army equipment distribution program inactive duty (IDT), 3-5b(4), 3-10b
(TAEDP), 6-16c(4), 8-17a individual, 9-5, 9-5
individual training plan (ITP), 9-8a
Total Army Personnel Command (PERSCOM), 6- initial active duty for (IADT), 3-5a(1)(c)
16c(2), 7-11a and b institutional, 3-9c(3), 4-11b(4), 6-9c(7), 9-4, 9-
8, 9-10a(1), a(3)(c) and (d), and e(2)
Total Army Personnel Database (TAPDB), 7-7b
leader, 9-5a
Total Army Personnel Database - Active Enlisted new equipment (NET), 2-5d, 4-11b(4), 8-18a, 9-
(TAPDB-AE), 7-7b, 7-8a(1) 10a, 9-15a and b
new equipment training plan (NETP), 5-
Total Army Personnel Database - Active Officer 6f(7)(b), 9-10a(2)
(TAPDB-AO), 7-7b new organization (NOT), 2-5d, 4-11b(4), 9-10d,
9-15a
Total obligational authority (TOA), 12-6c(2), 12- one station unit (OSUT), 3-9c(3), 3-10a
11a, 12-44d, 12-45a operation, mobilization, and deployment
Total package fielding (TPF), 8-18 (TOMD), 3-4c(1)
program of instruction (POI), 9-8c
TPF (See Total package fielding) requirements analysis system (TRAS), 9-6, 9-8
Reserve Component modernization, 9-15
TPFDD (See Time-Phased Force Deployment self-development, 9-4
Data) sustainment (ST), 9-6, 9-10e
TPU (See United States Army Reserve, troop pro- system training plan (STRAP), 9-9
gram unit) systems approach to (SAT), 9-6, 9-7, 9-8a
unit, 9-4, 9-5
TRADOC (See United States Army Training and
Transients, trainees, holdees, and students
Doctrine Command)
(TTHS), 7-4a, 7-6a and b
TRADOC System Manager (TSM), 8-18c(3)(c)
TRAS (See Training, requirements analysis sys-
Training, tem)
active duty for (ADT), 3-5a(1)(c), 3-10a
advanced individual (AIT), 3-9c(3), 3-10a, 9- TSM (See TRADOC System Manager)
10a(3)(a) TSOP (See Tactical standing operating proce-
annual (AT), 3-5a(2)(a), 3-10 b through d, 9- dure)
15a
Army modernization (AMT), 4-11b(4), 9-9, 9- TTHS (See Transients, trainees, holdees, and stu-
10a(2), 9-10e(1), 9-11, 9-12a, 9-15a, 9-16 dents)
Army Training and Evaluation Program
(ARTEP), 3-9c(3), 4-11b(4), 9-5g, 9-10e(3), TTP (See Doctrine, tactics, techniques, and pro-
9-14 cedures)
Army training center (ATC), 3-9c(4), 3-10e
UAD (See Updated authorizations document)
base expansion plan (TBEP), 1-15c
basic (BT), 3-9c(3), 3-10a UIC (See Unit, identification code)
Battle command training program (BCTP), 9-
10e(3), 9-14 UMMCA (See Military construction, Unspecified
collective, 1-18c(7), 9-10e(1) Minor Military Construction, Army)
Combined Arms Training Strategy (CATS), 9-4
Unaccompanied Personnel Housing (UPH), 11-
command post exercise (CPX), 3-9c(3)
course administrative data (CAD), 9-8b 5f(4)
developer (TNGDEV), 8-6c(5), 8-10a(3)(f), 9- Under Secretary of Defense (USD),
11 Acquisition and Technology (A&T), 8-6c(1),
development (TNGDEV), 8-18c(3)(c), 9-6, 9-8 12-7b, 12-8b and d
displaced equipment (DET), 9-10b, 9-10d(1)(b), Policy (P), 12-8b
9-10d(3), 9-15a Personnel and Readiness (P&R), 12-8b
Displaced Equipment Training Plan (DETP), 8-
19b(3) Under Secretary of the Army (USA), 12-12a(1)
doctrine and tactics (DTT), 2-5d Unit,
exportable, 9-10a(3)(f), 9-10b(3)
field training exercise (FTX), 3-9c(3)
Index-17
FM 100-11, Force Integration
Index-18
FM 100-11, Force Integration
Index-19
FM 100-11
15 JANUARY 1998
DENNIS J. REIMER
General, United States Army
Official: Chief of Staff
JOEL B. HUDSON
Administrative Assistant to the
Secretary of the Army
04057
DISTRIBUTION: