I__. - International Military Testing Association

Training to support these programs is obtained through the Structure Manning Decision
Review (SMDR) process. The SMDR is held annu.ally and allows each of the Army
components (Active Army, Reserves, and National Guard) to express the training needed
to support its MOS programs. These program requirements are evaluated against the
training capacity in the Training and Doctrine Command (TRADOC) and, once approved,
becomes TRADOC’s training mission. The approved training requirements are referred to
as the Army Program for Individual Training (ARPRINT) and identifies for the individual
TRADOC schools what their training mission is for the fiscal year.
The TRADOC schools in turn develop individual class schedules to support their
training mission. These class schedules are placed into the Army Training Requirements
and Resources System (ATRRS) and ultimately into the automated accessioning system,
REQUEST. The total of the “seats” in the classes for a particular MOS for the year is equal
to the MOS programs developed through M0SL.S and approved in the SMDR. USAREC
recruits against these classes and by filling the individual class “seats” also fills the annual
MOS programs.
The above process works well in a stable, predictable environment; however, as seen
in recent years and especially now with the uncertainties of reducing the manpower in the
Army or “downsizing”, the environment is anything but stable or certain. Discussed below
are some of the problems encountered in managing accessions during these unique times.
Timing. The SMDR works in the future. For example, the SMDR held in April and
May 1990 built the FY93 training programs. Although FY92 was revalidated and FY93 was
given a first look, the major work was on FY93 and it is that year’s training which will be
approved in the ARPRINT in the summer of 1990. Projections in the best of circumstances
are chancy; in a downsizing environment, the training that is “bought” and approved in
FY90 may no longer reflect the requirements when FY93 finally arrives. Critical to the
MOSLS process are the known and projected authorizations (PMAD) based on projected
force structure. If the structure changes then the MOS requirements change, and thus the
training requirements. While there are mechanisms to make adjustments to the training
programs, because the SMDR is so closely tied to the budget and resourcing process,
significant changes may not be satisfied in a timely manner.
Structure Reductions. PERSCOM can adjust its MOS programs throughout the year
to match the accession mission changes. Generally, these changes have been reductions in
USAREC’s mission. While the Deputy Chief of Staff for Personnel (DCSPER) Accession
Division can easily reduce the aggregate requirement, PERSCOM cannot reduce the
supporting MOS programs without knowing what changes are being made in structure.
Experience in the past and currently is that decisions on structure reductions lag behind
decisions to reduce the accession missions. PERSCOM then is left with a couple of
alternatives: make a best guess, in coordination with the Office of Deputy Chief of Staff
for Operations (ODCSOPS), on what structure is coming out and adjust accordingly, [but
the risk is that the guess will be wrong and irreversible decisions on MOS level accessions
will have been made]; or leave the MOS programs untouched with the result being more
availabIe program and training than there is accession mission to support. If the accession
mission is 1,000 but there are 2,000 MOS program available, onIy 1,000 will be recruited.
With that excess, we allow USAREC and the applicant to dictate what MOS programs are
filled. The risk is that the wrong MOS programs will be filled.
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