CP26 - Manpower and Force Management

  The CP26 ACTEDS Plan - Investing in People

The ACTEDS Plan for Manpower and Force Management (Career Program 26) provides an overview of Manpower and Force Management, career program management as well as a logical framework for developing competencies required of Manpower and Force Management professionals. We prepared this plan to help you chart your course, determine the appropriate training and education for your professional development, and identify the strategies that will help you achieve your goals.

Manpower and Force Management analysts are aligned under these OPM series:

  • 0301 Miscellaneous Administration and Program
  • 0343 Management and Program Analysis
  • 0896 Industrial Engineering
  • 1515 Operations Research Systems Analysis

Career Program membership is designed on your current Position Description (PD).

The CP26 Mission

Career Program 26 is designed to provide a cadre of Manpower and Force Management professionals to develop, design, analyze and resource the Army's Operating and Generating Forces in support of the National Military Strategy and the Army's Campaign Plan.

The CP26 Vision

Career Program 26 is focused on developing a diverse, adaptive and competent team of professionals who provide outstanding Manpower and Force Management support to the Soldier, the Army and the Nation by -

  • Continuously examining, refining and improving our strategies, skills and techniques,
  • Providing value added analytical support to Army decisions,
  • Improving and applying analytical skills, objectivity and creativity to organize and resource the Army,
  • Optimizing state-of-the-art technology to meet the demands of the Army's Manpower and Force Management community, and
  • Maintaining stewardship of Army's limited resources.

Defining Manpower and Force Management

Manning the force is a Title 10 responsibility. Army's Manpower and Force Managers fulfill this responsibility by structuring units and designing organizations; determining manpower and equipment requirements for the Total Force of military (Active, Guard and Reserve Components), civilian employees and contract support; managing manpower authorizations based on resource prioritization decisions; and ensuring manpower resources are appropriated, allocated, defended and utilized.

Manpower and Force Management focuses on the identification of human resource requirements (both quantity and quality) necessary to perform specific tasks and upon the organization and position structure in which they will be efficiently and economically used. This work includes justifying requirements (need), documenting organizational structure and equipment, allocating available resources (authorizations), active management of those resources, and reporting the execution of those resources.

  • Manpower Requirements are established by detailed studies, surveys and modeling. Incumbents performing this work must understand organizational structures and behaviors as well as mission drivers. New mission requirements are carefully reviewed to ensure the appropriate manpower resource (military, civilian and/or contractor) is applied.
  • For accountability, manpower analysts meticulously document all units including the operating force (warfighting) and the generating force (institutional). Additionally, manpower documenters must possess knowledge of equipment from general office equipment such as computers to military-specific materiel such as rifles, radios, body armor, helicopters, and HMMWVs.
  • Manpower mix decisions for the Total Force require analyses of statutes, executive orders, international agreements, policy directives, risk assessments and cost benefit analyses to support the most efficient and effective manpower mix. These analyses affect personnel authorization requests for the size of the military end strength (Active Component and Reserve Component) based on operational demand assessments; readiness considerations to reduce stress on the force; command , control and communications risk considerations; as well as doctrine.
  • Manpower management decisions require synchronizing the growth or reduction of the Total Force in the most efficient and effective manner in a way that maintains readiness; sustains an All Volunteer Force; and minimizes cost.
  • Analysts must understand the planning, programming and budget phases to justify and secure the necessary authorizations to meet and satisfy Army's mission needs.
  • Manpower and Force Managers actively manage manpower authorizations. Military manpower and civilian manpower are distinctly different components of the Army and each is carefully managed in support of departmental needs. Analysts determine authorization levels via the NDAA and they in-turn align those authorizations to Army missions. Analysts also negotiate with OSD, COCOMs and other DoD agencies to determine the Army's obligations to missions beyond the department.
  • Manpower and Force Managers continually review utilization reports to assess whether or not the resources are being used economically and effectively. Analysts provide detailed accounting of utilization to OMB and justify authorization requests for the President's Budget.

Functional Areas within Manpower and Force Management (CP26)

There are nine functional areas covering a broad range of duties in the Manpower and Force Management career Program. Brief descriptions of these nine functions are provided at Appendix A.

CP26 Roles and Responsibilities

Everyone from the Department of the Army's G-1 to the CP26 careerist shares a responsibility in CP26 life-cycle management.

  • Army's Deputy Chief of Staff, G-1 is the Functional Chief (FC) for CP26. The FC provides overall career program leadership for the direction, development, implementation and management of the Manpower and Force Management Career Program.
  • The Director, Plans and Resources (DAPE-PR) serves as the Functional Chief Representative (FCR) for CP26. The FC and FCR are responsible for the enterprise view of the CP26 community. Together they identify strategic workforce issues that need to be addressed in the life-cycle management of the CP26 community and they advocate for programs and funding to support the vitality and advancement of this workforce.
  • The CP26 Proponency Office, embedded within the Manpower Policy, Plans and Programs Division (DAPE-PRM), manages the CP26 program on behalf of the FC and FCR. This office is the operational support for the career program. Responsibilities include managing the CP26 Competitive Professional Development (CPD) Program and the ACTEDS CP26 Intern Program.
  • CP26 benefits from the collective engagement and guidance offered by the CP26 Board of Directors (BOD). This chartered group meets periodically to discuss career program policies, training plans and funding issues.
  • CP26 Activity Career Program Managers (ACPMs) are those individuals who occupy the senior CP26 position within an Army Command (ACOM), Army Service Component Command (ASCC), Direct Reporting Unit (DRU) or Field Operating Activity (FOA). As the senior CP26 careerist in their organization, these leaders are responsible for reviewing ACTEDS training requests and mentoring careerists.
  • Supervisors have the primary responsibility to mentor, guide and identify training and development opportunities for their CP26 careerists.
  • CP26 Careerists are responsible for establishing their personal career goals and engaging with their supervisors and ACPMs on strategies to achieve their goals. Careerists should do a periodic self-evaluation of their competencies and training needs. To broaden experiences and build on competencies, careerists should consider new assignments to include organizational or geographic mobility.

For more details on the specific responsibilities and duties involved in civilian life-cycle management, refer to AR 690-950, Civilian Personnel Career Management.

Key Positions within CP26

Key positions are identified by organizational title within the various levels of chain of command. The positions are broadly defined as supervisory and leadership positions that involve administration and direction of subordinate organizational segments responsible for specific functional areas. Incumbents of key positions may be required to possess extensive knowledge in one functional area or to have an understanding of the integration of specialties.

  • Civilian Chief of a Garrison, Depot or Community Manpower/Force Management division. For example, the Chief, Manpower and Equipment Documentation Division whose office in responsible for all manpower/force management functions related to the support of the installation.
  • Civilian Chiefs of Manpower and Force Management Directorates/Divisions of Army Command Headquarters (ACOMs), Army Service Component Commands (ASCCs), Direct Reporting Units (DRUs) and Field Operating Agencies (FOAs). For example, the Chief, Force Development Division of the Resource Management Directorate, normally has responsibility for implementing Headquarters, Department of the Army (HQDA) policy and, for the ACOM commander, managing manpower resources to include determination and validation of requirements, and programming for resources.
  • Director of Manpower and civilian Chiefs of Manpower and Force Management Divisions and Branches at HQDA; civilian Chiefs of Manpower and Force Management Directorates and Divisions of HQDA Field Operating Agencies. Positions at HQDA level have responsibility for formulating, coordinating and supervising manpower plans, policies and procedures that affect the Department of the Army.


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