Assistant Secretary of the Army (Manpower & Reserve Affairs)

Vision: Advancing America's Army with the World's Greatest Soldiers! Mission: Set strategic direction, develops policy, allocates resources, and supervises all matters pertaining to Manpower and Reserve Component Affairs to sustain and position the Army for the future. Goals: 1. Improve the accession, development, retention, and management of a diverse Army, reflecting the best talent America has to offer. 2. Ensure the Army has the capacity, capability, and workforce mix necessary to produce the trained and ready forces required to succeed in current and future operational environments. 3. Enable the total force to drive readiness and shape the Army of the future. 4. Invest in an engaged and committed civilian workforce built on trust, transparency, and relationships. 5. Establish a human capital strategy driving policies and practices to manage the experiences of our Soldiers, Civilians, and Families to improve Soldier readiness.

ASA (M&RA) Organization Chart

  • ASA (M&RA) Organization Chart


  • Dr. Agnes Gereben Schaefer Assistant Secretary of the Army for Manpower and Reserve Affairs (M&RA) Dr. Agnes Gereben Schaefer
  • Ms. Yvette K. Bourcicot Deputy to the Assistant Secretary of the Army for Manpower and Reserve Affairs (M&RA) Ms. Yvette K. Bourcicot
  • Sergeant Major Kenyatta J. Gaskins Senior Enlisted Advisor to the Assistant Secretary of the Army for Manpower and Affairs (M&RA) Sergeant Major Kenyatta J. Gaskins


  • SECARMY, Message to the Force. Feb 2022
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  • Army Quality of Life
  • Request for Services Contract Approval Form Army Policy for Civilian Workforce Management and Service Contracts
  • FAR Subpart 7.5(c) Examples of Inherently Governmental Functions FAR Subpart 7.5(d) Examples of Functions Closely Related to Inherently Governmental Functions FAR 37.104 Definition of Personal Services Contracts AFAR Subpart 5107.5 - Inherently Governmental Functions
  • DASA-TRM Memo 4 August 2015 - Guidance for Review of the Army FY 2014 Inventory of Contracts for Services (ICS) DASA-FMMR Memo 13 November 2014 - Guidance for Justifying Transfers of Workload SA Memo 12 September 2014 - Delegation of In-Sourcing Approval Authority DASA-FMMR Memo 21 August 2014 - Guidance for Utilization of Military Manpower DASA-FMMR Memo 2 May 2014 - Documentation of Contract Man-Year Equivalents(CMEs) SA Memo FY2014 Department of the Army Workforce Guidance SA Memo 18 December 2013 - Special Duty(Borrowed Military Manpower and Troop Diversion) - Extension of Temporary Suspension and Delegation of Authorities DASA-FMMR Memo 14 August 2013 Guidance for Fiscal Year 2012 Inventory of Contract for Services(ISC) SA Memo 28 May 2013 In-Sourcing Approval Authority DASA-FMMR, DASA(P), DAB Memo 17 April 2013 Guidance for Service Contract Spending Reductions SA Memo 11 March 2013 Borrowed Military Manpower Policy SA Memo 1 February 2013 Review of the Army Contractor Inventory SA Memo 1 February 2013 - SA Review Certification of FY11 ICS SA Memo 5 November 2012 - Reservation of In-Sourcing Approval Authority DASA-FMMR Memo 20 August 2012 - Request for Services Contract Approval Form Update DASA-FMMR Memo 10 August 2012 - Contractor Inventory Review and Certification Requirement DASA-FMMR Memo 10 February 2012 - Compliance with Contractor Inventory Policies DASA-FMMR Memo 10 February 2012 - Compliance with Contractor Inventory Policies Enclosure SA Memo 10 February 2012 - Reservation of Insourcing Approval Authority ASA (M&RA) Memo 28 October 2011 - Special Duty - Borrowed Military Manpower Policy SA Memo 26 September 2011 - SEC 8108 Army Plan to use CMRA DASA-FMMR Memo 12 July 2011 - Generating Force (GF) Review of the Total Army Analysis (TAA) 2014-18 Contractor Man-year Equivalents (CME) DASA-FMMR Memo 27 May 2011 - Divestiture Required for Contract Performance of Certain Functions DASA-FMMR Memo 22 April 2011 - Prohibition on Converting Certain Functions to Contract Performance DASA-FMMR Memo 4 March 2011 - Army In-sourcing Approval Procedures SA Memo 1 February 2011 - Reservation of In-sourcing Approval Authority SA Memo 9 July 2010 - In-sourcing Policy SA Memo 10 July 2009 - Army Policy for Civilian Workforce Management and Service Contracts Request for Contract Services Decision Tree SA Memo 7 January 2005 - Accounting for Contract Services

ASA M&RA Resources

Army G-1 Army Enterprise Marketing Office Army Equity and Inclusion Agency Army Human Resources Command Army National Guard Army Vision and Roadmap to Success Army Publishing Directorate Army Reserve Army Resilience Army Review Boards Agency Civilian Senior Leader Management Office Defense Travel Management Office Hire a Soldier Magazine - Issue 2 Hire a Soldier Magazine - Issue 3 Hire a Soldier Magazine - Issue 4 Office of Personnel Management Senior Executive Service Information Service Contract Requirement Approval Senior Enterprise Talent Management (SETM) U.S. Army Cadet Command U.S. Army Manpower Analysis Agency (USAMAA) U.S. Army Recruiting Command U.S. Army Training and Doctrine Command


The Army People Strategy, published in October 2019, institutes how the Army will maintain readiness as the world’s premier combat force by managing the talents of our most important asset—people. It provides a roadmap for how the Army will shift its efforts from distributing personnel to deliberately managing the talents of our Soldiers and Army Civilians to best support the Army mission. To do this, “the Total Army will acquire, develop, employ, and retain the diversity of Soldier and Civilian talent needed to achieve Total Army readiness…” by building cohesive teams that maximize “the talents of our people.” In 2020, the Army published the Military Implementation Plan and Civilian Implementation Plan (CIP) to achieve the vision of the Army People Strategy. Each implementation plan outlines specific objectives, outcomes, and actions in support of the strategy. The CIP was co-signed by the Assistant Secretary of the Army (Manpower and Reserve Affairs) and Deputy Chief of Staff, G-1, cosigned the CIP on 14 May 2020. The plan optimizes the vital contributions of Army Civilians by modernizing talent management policies and practices and enhancing them with more agile, data-driven approaches. Specifically, the CIP enables the Army to build and sustain a Civilian Corps of the best talent to serve alongside Soldiers in defense of the nation through the following: • Recognizing the value of Army Civilians in accomplishing the Army mission • Ensuring mission requirements drive investment in civilian talent • Setting the conditions to align workforce capabilities with changing mission requirements • Empowering Army Civilians to be engaged, innovative, and integral members of the team • Enhancing Army readiness
  • Established ACCMA— a new organization key to transforming how Army Civilians are managed Implemented consistent, repeatable workforce planning—informing prioritization of workforce programs and resources in support of Army readiness Consolidated 32 career programs into 11 career fields—creating more opportunities for professional growth and advancement Published the first Army engagement strategy—providing commands with enterprise focus areas Designated the Deputy Assistant Secretary of the Army (Civilian Personnel) as the proponent for Civilian Supervision—ensuring a consistent, enterprise approach for policies and programs related to supervisors Published a Headquarters, Department of the Army, memo encouraging telework, remote work, and flexible schedules—enabling retention of high-quality talent
  • What’s new in CIP 2022? Signed October 2022, CIP 2022 is an update of CIP 2020 and covers the next 3 Fiscal Years, FY23-FY25. CIP 2022 builds on the foundational work accomplished in CIP 2020 with new and evolving initiatives: • Modifies Strategic Priority III to Evolve Enterprise Talent Management Services—Army Civilian Career Management Activity (ACCMA) will be recognized as the enterprise provider of talent management services—with career fields and commands working together to meet mission requirements • Introduces a New Strategic Priority: Leverage People Analytics—emphasizing technology and data analytics to support talent management decisions • Adds a New Cross-Cutting Objective: Leverage Technology and Data—focusing on the Army’s human resources information technology infrastructure and ensuring a single, authoritative source of data for talent management decisions • Incorporates New Tasks and Modifies Existing Tasks from the 2020 CIP: Providing civilian recruiting through ACCMA Developing an outreach program to build awareness of civilian service among secondary school audiences Improving selection of individuals for hiring or advancement based on capability, performance, and potential Enhancing civilian leader development programs Modernizing senior executive talent development Providing career opportunity paths to Army Civilians Implementing the Cyber Excepted Service across the Army Supporting managers in creating a work environment consistent with Rehabilitation Act requirements Proposing stay and/or exit survey programs
  • Civilian Implementation Plan 2022 Hip Pocket Guide

Civilian Implementation Plan (CIP) 2022

Civilian Implementation Plan (CIP) 2022


  • APS-CIP Microsoft Teams Site
  • CIP milSuite Site
  • Army Civilian Career Management Activity Facebook


The Federal Employee Viewpoint Survey (FEVS) is an annual government-wide survey, administered by OPM, that measures employees’ perceptions of whether, and to what extent, conditions that characterize successful organizations are present in their agency. The FEVS results provide valuable insights for Army leaders into the strengths and challenges within their workplaces. These results help ensure Army is creating and supporting conditions for an effective Civilian workforce. The FEVS is one of the best ways to provide feedback to Army leaders on how organizations are doing. 2022 FEVS: Summary of Notable Results  The Army’s 2022 Federal Employee Viewpoint Survey (FEVS) results were broadly promising, with a modest uptick in employee engagement index (EEI) marking a return to our yearslong trend of improvement after a hiccup in the 2021 survey. No survey items fell into OPM’s “challenges” category—i.e., no question featured a negative response rate of higher than 35%—and two of the three major components of the EEI showed year-over-year improvement. A summary of notable items in the 2022 FEVS results revealed that Army Civilians have a high level of confidence in their mission and that the Army has made important strides in areas that it has historically struggled—both promising signs as we work to improve the Army Civilian experience. Significant work remains, particularly in performance recognition, which should be a focus area for HR leaders as they develop action plans for 2023 and beyond. A summary of notable items in the 2022 FEVS results revealed that Army Civilians have a high level of confidence in their mission and that the Army has made important strides in areas that it has historically struggled—both promising signs as we work to improve the Army Civilian experience. Significant work remains, particularly in performance recognition, which should be a focus area for HR leaders as they develop action plans for 2023 and beyond.

2023 FEVS Survey: Open May ___ until July __

Who is eligible to take the 2023 FEVS? Full- and part-time permanent, non-seasonal employees, onboarded on or before November 30, 2022, will receive an email invitation from the U.S. Office of Personnel Management (OPM) containing a unique link to participate in the survey. Contractors are not eligible for FEVS participation. Confidentiality The Office of Personnel Management (OPM) administers the survey and does not provide raw data to any participating Federal agencies. Therefore, NIH does not have access to any individuals’ raw data. To learn more, check out the confidentiality video and infographic

Contact Information:

OPM has a FEVS Helpdesk to respond to all employee inquiries about the FEVS. All questions and inquiries about the survey, such as eligibility, confidentiality, and locating the survey invitations, should be directed to the helpdesk. To reach the helpdesk, Army Civilians should email EVAR@OPM.GOV, and USACE should email EVAC@OPM.GOV.


  • Will I be sent the FEVS survey?
  • How long is the survey window open?
  • When do results from the FEVS come out?


OPM Website APS-CIP Microsoft Teams Site (download FEVS products here) ACCMA Facebook FEVS milSuite

2023 FEVS Communications Campaign

2023 FEVS Communications Campaign


MISSION: PROPOSE AND ADVOCATE for policy, program, and resource changes impacting women in the Army to set the conditions for women’s empowerment and advancement across the Total Army.


  • REPRESENTATIVE: Soldiers and DA Civilians across the Total Army and among all ranks TRI-CHAIRS: Selected by the ASA (M&RA) for a term of 2 years (may be extended) GENERAL BODY: No more than 30 applicants will be selected for a term of 1-3 years EXECUTIVE SECRETARIAT: Designated by the ASA (M&RA) to ensure continuity of WIT operations ADVISORY BODY: Standing members based on position and interest VOTING MEMBERS: Tri-Chairs and General Body Members
  • QUARTERLY IPRs: Tri-Chairs, General Body, Executive Secretariat, and Advisory Body MONTHLY: Tri-Chairs & General Body WEEKLY: Executive Secretariat
  • 15 DEC 22: SecArmy signed WIT charter 19 DEC 22 – 31 JAN 23: Army-wide recruitment effort for members FEB - MAY 23:  Develop selection process and metrics to score applications; review and score applications; appoint tri-chairs 12 JUN 23:  Appointed and Announced WIT members 30-31 AUG 23:  First meeting to establish topics for the inaugural year
  • WIT Governance Structure
  • Q1. When will the next application window open? A1. The application window for the Amy Women’s Initiatives Team will reopen in the Summer of 2024 to fill any vacant positions. An Army-wide tasking and announcement will be sent to Commands, Soldiers, and Civilians informing them of the opportunity to apply. Q2. Who do I contact if I have concerns, comments, or suggestions to policy issues? A2. Please contact the Women’s Initiatives Team Secretariat with any questions, concerns, or suggestions you may have at: Q3. What are the demographics of the General Body members? A3. The General Body consists of 30 members with diverse representation across ranks, components, locations, and job experience. Officers (Company grade, Field grade, and Warrant Officer), Enlisted (Junior, NCO, and Senior NCO), and Civilians (Junior, Midgrade, and Senior) are all represented on the General Body. Additionally, members from all Components (Active, Guard, and Reserve) are represented from Commands world-wide who bring diverse job experience and skills to the team. Q4. If someone wasn’t selected, are there other ways they can contribute to the team? A4. We recommend the following pathways to continue efforts for empowering and advancing women in the Army: TRADOC WIT. Nested and synchronized with the Army’s Women's Initiatives Team. Advocates for Soldiers and trainees on specific TRADOC issues relating to diversity, equal opportunity, equity, gender discrimination, gender identity, inclusion, and sexism. Email: Female Morale Mentoring Program (FMMP). A grassroots platform within the TRADOC WIT that receives feedback from the field and has established chapters across the Army. Provides mentorship, personal and professional development, and fellowship to strengthen Army women through coaching, mentoring, and networking sessions and engagements. Email: Chartering a WIT. Consider chartering a Women’s Initiatives Team. Refer to Army Regulation 15-39 (Department of the Army Intergovernmental and Intragovernmental Committee Management Program). Q5. How will the Women’s Initiatives Team be governed? A5. The Army Women’s Initiatives Team reports to and receives direction from the ASA (M&RA), who provides overarching governance, support, and assistance in meeting the Army Women’s Initiatives Team goals and objectives, and makes recommendations to Army senior leaders (SecArmy, USA, CSA, VCSA, and SMA). The Women’s Initiatives Team Tri-Chairs serve as a liaison between the Army Women’s Initiatives Team and the ASA (M&RA) when advocating for Army women initiatives. The Women’s Initiatives Team will also coordinate with other partners on DoD committees, other services, and military grassroots organizations. Q6. How is the Women’s Initiative Team be structured? A6. The Army Women’s Initiatives Team is Tri-Chaired by one member of the Senior Executive Service (SES), one General Officer (GO), and one Nominative Sergeant Major and encompasses a General Body, Executive Secretariat, and Advisory Body. Refer to the charter for more information. Q7. Can anyone become a Women’s Initiatives Team member? A7. Membership consists of Active Army, Army National Guard, and Army Reserve Soldiers, as well as full- and part-time Army Civilian employees. Q8. How often does the Women’s Initiatives Team meet? A8. The Army Women’s Initiatives Team will meet quarterly to provide in-progress reviews (IPRs) to the Tri-Chairs on tasks and recommendations, and to receive required guidance from the Tri-Chairs regarding decisions for ongoing efforts. The General Body will meet monthly to discuss tasks and recommendations and to receive guidance from the Tri-Chairs. Q9. What is the time commitment for General Body members? A9. The General Body will meet monthly to discuss tasks and recommendations and to receive guidance from the Tri-Chairs. Between meetings, members will be conducting research and developing initiatives/policies. In simple terms, it’s a grassroots effort intended to set conditions for success in women’s recruitment, retention, readiness, health, well-being, empowerment, and advancement across the Total Army. Membership is considered an additional duty (~10% of time spent doing team initiatives). The majority of the meetings will be held virtual via Teams. Q10. How will the Women’s Initiatives Team ensure a diverse representation across components, ranks, and locations are selected to be on the team? A10. People are unique, everyone is different, and the diversity of experiences, values, and talents our Soldiers and Civilians bring will help the Army maintain a viable advantage in the competition for talent. In choosing Women’s Initiatives Team members, the applicant’s unique talents, perspectives, and workplace experiences are considered. Applications will be analyzed, and members selected based on a diverse representation across components, ranks, and locations. Selection of members will not be limited by gender, rank, demographics, or any other characteristics. Soldiers from all three components (Active, Army National Guard, and Army Reserve) and DA Civilians will be represented on the team.


Army WIT Charter_15DEC22.pdf Army WIT Establishment_15DEC22.pdf

Contact the Army WIT Executive Secretariat