ADJUTANT GENERAL CORPS FDU 05-2 Human Resources Transformation

Organizational Design Paper

29 August 2005

1.OVERVIEW...............................................................................................................................................................3 1.1.PURPOSE...............................................................................................................................................................3 1.2.PROBLEM STATEMENT..........................................................................................................................................3 1.3.ASSUMPTIONS.......................................................................................................................................................5 2.COURSE OF ACTION.............................................................................................................................................6 2.1.METHODOLOGY....................................................................................................................................................6 2.2.COURSES OF ACTION............................................................................................................................................7 2.3.INITIAL COORDINATION........................................................................................................................................8 3.DESIGN......................................................................................................................................................................9 3.1.HUMAN RESOURCE SUSTAINMENT CENTER (HRSC)...........................................................................................9 3.2.MMT TEAM........................................................................................................................................................12 3.3.THEATER OPENING R5 TEAM.............................................................................................................................14 3.4.HR COMPANY HQS............................................................................................................................................15 3.5.HR COMPANY POSTAL PLANS & OPS TEAM.....................................................................................................16 3.6.R5 PLANS & OPS TEAM.....................................................................................................................................17 3.7.POSTAL PLATOON...............................................................................................................................................18 3.8.R5 PLATOON HQS..............................................................................................................................................19 3.9.R5 TEAM.............................................................................................................................................................20 3.10.CASUALTY PLATOON HQ.................................................................................................................................21 3.11.CASUALTY LIAISON TEAM...............................................................................................................................22 3.12.BCT/BRIGADE S1 TEAM AND DISCRETE BCT/BDE S1 SECTION....................................................................22 3.13.STB S1 TEAM AND DISCRETE STB S1 SECTION.............................................................................................25 3.14.BATTALION S1 TEAM AND DISCRETE BN S1 SECTION....................................................................................27 4.DOTLMPF................................................................................................................................................................28 4.1.DOCTRINE...........................................................................................................................................................28 4.2.ORGANIZATION...................................................................................................................................................29 4.3.TRAINING............................................................................................................................................................29 4.4.LEADERSHIP AND EDUCATION............................................................................................................................30 4.5.MATERIEL...........................................................................................................................................................30 4.6.PERSONNEL.........................................................................................................................................................31 4.7.FACILITIES..........................................................................................................................................................31 5.DESIGN IMPACT...................................................................................................................................................31 5.1.PERSONNEL ........................................................................................................................................................31 5.2.EQUIPMENT.........................................................................................................................................................33 6.RESOURCING.........................................................................................................................................................37 6.1.COSTS.................................................................................................................................................................37 6.2.RESOURCE METHODOLOGY................................................................................................................................37 6.3.TIMELINE............................................................................................................................................................37

1. Overview
1.1. Purpose

The purpose of the Human Resource (HR) Redesign is to create a personnel structure that reflects the Army Modular Concept and provides more effective and efficient HR Support to the Joint Expeditionary Force.

1.2.

Problem Statement

The Adjutant Generals Corps must transform the HR community to support the Modular Joint Expeditionary Force. The HR community needs to be organized, manned, equipped and trained to be more strategically responsive, deployable, agile, versatile, survivable, and sustainable across a full spectrum of military operations.

1.2.1.

Current Shortfalls

The current structure requires multiple layers for data entry, approval and task completion. The processes are tedious, time consuming and create unnecessary work that appears to the supported population as unnecessary bureaucracy. The current Theater, Corps, and Division Assistant Chief of Staff, G1 and SRC 12 force structures have inadequate equipment and manning to meet demands of continuous, sustained operations, especially when compounded by demands of geographical dispersion, rotation of units and individuals, and the speed of media coverage capabilities. Current workload factor and Total Army Analysis TAA) manpower models only account for the military personnel portion of the workload and do not include DoD civilians, contractors, governmental agency employees or other supported personnel. Additionally, Casualty Liaison Teams (CLTs) and personnel accountability teams (teams used to track personnel in transit) are organized ad hoc and are not resourced. When needed, these teams reduce the already limited workforce available for essential personnel support. The current SRC12 personnel structure is completely external from the supported population. All services are provided in area support. These external units become heavily entrenched in the area support mission making it difficult to unplug HR services capability to support a deployment when just a portion of the units in the area are involved. Additionally, movement of Soldiers in a deployed environment to the area support service provider is problematic and reduces mission effectiveness. Extended deployment durations require that all essential HR services be available to Soldiers while deployed. The recurring challenges of competing with higher priority units for limited communications infrastructure and transportation support requires significant leadership intervention and oversight to prioritize work and prevent the flow of information and 3

personnel disruptions that can degrade the combat readiness of supported units, as well as diminish the Armys ability to provide HR support to Soldiers. HR providers must have sufficient connectivity to access personnel information networks and providing expert technical guidance. Future technology enablers are not expected to save manpower beyond what has already been yielded. Recent deployments have shown that without the necessary access, bandwidth and automation support, it is difficult to perform accurate personnel accounting or essential personnel services with existing manpower. Deployments and simulated tactical environments are incorrectly assumed to be similar to peacetime operations. Some of the key differences include operational hours, speed and predictability of communications, Soldier movement, casualty management, SRC 12 structure deployment, postal operations and manning the force. Shortfalls in HR services operational support must be acknowledged and remedied. Some examples of the shortfalls are listed in the chart below.

Shortfalls to Consider Replacement, Accounting and Integration Operations Casualty Operations

Postal Operations

Essential Services Connectivity

Leadership

Examples/Comments Capture additional workload for civilians, joint and multinational forces, emergency leave, R&R, Return-to-Duty, reception (both unit and individuals) and redeployment including necessary personnel accounting Casualty Liaison Teams required at military medical facilities and Mortuary Affairs Collection Points. Need for improved information collection, sharing with affected units and Commanders, reconciliation with the medical community including reporting for contractors and civilians. Must consider geographical dispersion and rapid movement of units. The volume demands increased manpower including customer service and postal finance teams. Volume greatly increased by online purchasing in particular Class IX, official mail uses, and mail for contractors and DoD civilians. Volume of mail at theater entry requires large scale equipment to move mail faster and more efficiently. Large amounts of Class IX supply add to the bulk of mail into the theater and are critical to the theater mission. Deployed HR units need ability to interface directly with action agency. Need more direct customer service mechanism for efficiency and better time management? Required support enablers such as bandwidth, digital and satellite communications and HR system accesses are critical to the ability to provide HR support including accurate personnel accounting. The level of technical expertise required to support more

Readiness

complex operations and systems is difficult to obtain with the demand for a smaller support footprint. Scope and complexity of theater level missions requires an extremely high competency level married with a strong leader. Current leadership growth encourages generalization instead of technical specialization. Support for garrison (MPD) has prevented deployable units from preparing for wartime functions and degrades responsiveness and readiness

1.3.

Assumptions

The HR structure is built for combat operations and to support the Armys modular, joint, expeditionary, and operational concept. Active component units will be the primary forces available during the first 30 days of an expeditionary operation. The proposed HR structure will adapt and change to support long term sustainment operations. The primary focus of TOE HR units in garrison is to train for deployment and combat operations. Garrison HR units (IMA) will handle all routine, high volume, career management and life cycle tasks. With the decrease in multiple layer processing, HRC must be adequately resourced to interface and process actions from the BCT/BDE echelon. HR support will include all 8 critical personnel functions: Essential Personnel Services (EPS), Postal Operations Management, R5 Operations Management, Morale, Welfare and Recreation (MWR) Support, Personnel Accounting and Strength Reporting (PASR), Personnel Information Management (PIM), Personnel Readiness Management (PRM) and Casualty Operations Management. Any migration of military pay functions to the HR community will include a bridging strategy until full implementation of DIMHRS (or like PerPay System) is achieved and determination of its functionality is complete. The bridging strategy will include manpower and finance system access for smooth transition of functionality. The HR structure must be able to support a force of varied composition including personnel from other services, US governmental agencies, and multinational forces as well as DoD civilians and contractors. Existing automation authorizations (equipment), web based systems and available bandwidth connectivity are not sufficient to allow SRC 12 structures to support all critical Soldier requirements in a deployed environment. Bandwidth must be sufficient to support joint-expeditionary operations. This capability gap is currently having a significant impact on all data management and support of critical HR services. The implementation of new HR systems such as DIMHRS cannot cause any gaps in critical HR services; therefore, any such system must be tested, and validated before implementation.

2. Course of Action
2.1. Methodology

The Army is engaged in warfare that will continue to shape military doctrine and practice in the foreseeable future. The Global War on Terrorism (GWOT) has caused the Army to rethink how a ground combat force, magnificently trained to fight and win traditional state-on-state wars, can be employed against an elusive, non-state enemy that uses terrorist tactics to achieve political objectives. The Army Chief of Staff (CSA) envisions a transformed Army of modular, expeditionary forces capable of independent operations in a joint environment. This presents a tremendous challenge to the delivery of personnel and pay services across the spectrum of current and future Army operations; ultimately leading the HR community to redesign how the Army provides HR and pay support. The vision is to streamline HR support provided through trained human resources professionals empowered with discrete operating capabilities connecting the war fighter, power projection base, and the top of the system organizations. The desire is to concentrate on building the capability to deliver HR services as close as possible to Soldiers and commanders (including postal, R5, and casualty support), while retaining central management at the top of the system through clear and direct lines of responsibility and accountability. The Army G1 sponsored a workshop in June 2004 to drill down into each life cycle function. The group consisted of subject matter experts from across each Army component. The System of System Architecture (SOSA) was used to develop a baseline of the processes, sub-processes and activities, defining an increasing level of detail. A structured methodology was developed and used to identify the requisite detailed information for each function. The methodology addressed the following questions: how and where should this function be performed; how is this process conducted and who is involved; what structure, manpower, equipment, training is required to support the new way of doing business? The information generated from the work groups was captured for each function and separated into further detail by process, sub-process, activities and, occasionally, tasks. A narrative supporting the raw data was developed to describe the key changes and CONOPS themes. A Council of Colonels was convened in July to validate the proposed requirements for delivery of HR support. The findings from the workshop were then reviewed by the AG Board of Directors (BOD), briefed to the Army G1 and eventually the Vice Chief of Staff, Army (VCSA). The captured data continued to be refined with input from sources across the Army. The BOD did not validate the concept initially but requested a pilot program be developed. The objectives of the pilot program were to test migration of tasks down to BCT/BDE, determine optimal size and composition of the BCT/BDE and BN S1 Sections, test BCT/BDEs direct access to HQDA agencies and begin delineating garrison tasks and functions. The pilot trained, configured and evaluated the 101 st Airborne Division to 6

provide HR services based on Personnel Services Delivery Redesign (PSDR). The pilot has provided necessary workflow data to empirically validate the BCT/BDE S1 structure and identify manpower, equipment and training shortfalls prior to Army-wide staffing and eventual implementation. The PSDR also addresses the best method to provide casualty, postal and R5 support as well as the theater-level HR support. The initial working group identified the Postal, R5 and Casualty functions and determined these functions and a limited number of theater functions needed to be considered separately from the other HR functions. Based on the initial workshop task analysis and input from other small working groups, the Army G1 and AG School developed a modular company structure to do postal, R5 and casualty operations as well as theater opening HR structures intended to support the Joint Expeditionary Force. A group of subject matter experts spent a week reviewing the concept and providing feedback. This Force Design Update is the cumulative product.

2.2.

Courses of Action

PSDR provides a roadmap for delivery of end-to-end HR services. PSDR achieves critical Army goals and proposes an evolution of HR support systems and organizational structures beyond the cold war mindset. It accounts for changes in doctrine, organization, training, programs, policies, and procedures. Additionally, PSDR establishes minimum requirements for adequate systems, communications infrastructure, and bandwidth. PSDR facilitates maximum HR and pay support at battalion and brigade level through an organic, discrete, and professional S1 staff with policy execution authority and direct connectivity to Human Resources Command (HRC) for active component, HRC St. Louis for the USAR, and the JSTARC for the ARNG. At home station, self-sustaining garrison Military Personnel Divisions (MPDs) provide installation general support functions and required non-tactical unit support. Migrating tasks currently performed by Personnel Services Battalions to brigade and battalion S1s is the key element in supporting the CSAs concept of developing modular, expeditionary forces making brigades capable of independent HR operations regardless of location. This occurs by expanding the scope of many of the 600 plus HR tasks performed at brigade and below, and adding over 20 new tasks. The brigade and battalion S1s must be staffed and trained to absorb the increased workload. Additionally, they will need access to HRC systems and the authority to accomplish the new and expanded tasks. This will bring HR services as close as possible to Soldiers and commanders and anticipates the Enterprise Human Resources System/ Defense Integrated Military Human Resources System (eHRS/DIMHRS) environment. The shift to S1-centric HR services will also require increased access to information at lower levels. Network connectivity will be a must and bandwidth becomes a pacing

item. Standard S1 equipment and software packages must be fielded to fulfill this capability. The increased responsibility and accountability for HR services will empower commanders to care for Soldiers, and will demand placement of HR professionals in brigade and battalion S1 positions. Personnel Warrant Officer, assigned at brigadelevel, will be especially critical to the migration of HR services. UEx and UEy G-1s will maintain their traditional roles as primary HR advisors to their respective commanders. They will continue their operational planning missions, as well as their responsibility for maintaining the HR readiness of their organizations. With the advent of PSDR they will do less management of essential personnel services and less strength management, given that HRC will distribute personnel to brigade level and S1s will communicate more directly with HRC. The Human Resource Sustainment Center (HRSC) provides the UEy Commander and G1 the capability to integrate and tailor HR support across the theater. Postal Operations will continue to be executed via area support with the focus at the theater level where the bulk of the mission is done. Postal platoons will be structured to perform both services and operations tasks, reducing the number of platoons required. A specialized team was built to support the theater level postal mission. The modular structure allows the commander to add the necessary level of seniority and experience appropriate for a joint and/or theater level mission as well as consolidates the necessary specialty equipment to do this bulk mission. R5 Operations (Reception, Replacement, Return to Duty, Rest and Recuperation and Redeployment) will also be done in area support focused at the theater level where the bulk of the mission requirements are. The new structure takes into account the labor and time intensive missions of all 5 R categories versus past structure which focused on doctrinal replacement flow based on KIA and WIA projections. Like the postal structure, a specialized team was built to execute the complex and high visibility theater level R5 mission. Lastly, structure to support casualty operations has never existed and the manpower always came from other structure to support the mission. This design builds dedicated structure to support casualty operations throughout the theater and provides the essential link to the medical and logistical community for casualty information. This capability is a requirement clearly defined by operational commanders during ongoing GWOT operations.

2.3.

Initial Coordination

The design was developed as a collaborative effort of a working group with members from various organizations across the Army. The design was then validated by a

Council of Colonels with participants from across the Army. Both AG and Army level leadership have been briefed throughout the workshop, design and pilot process. The AG School, Army G1 (APTD), HRC, IMA, FORSCOM and the 101 st Airborne Division were all involved in the development of the PSDR Pilot. A data capture mechanism gave the team the capability to quantitatively analyze the work done under PSDR. With MANPRINT, the Army G1 was able to validate scientifically the necessary size of the BN S1 section as well as capture data that quantitatively supports the BCT/BDE S1 centric approach of PSDR. Throughout the pilot program, members from the AG School, Army G1 APTD, and FORSCOM visited the 101 st Airborne Division to train, assist and assess the S1 Sections. Feedback from those visits allowed the redesign to be adjusted as needed, determine some of the DOTLMPF impacts and assisted with the development of an implementation plan for the Army. To vett and finalize the proposed structure, the AG School hosted an HR Structure Summit bringing in subject matter experts from across the Army including recently deployed PSB commanders as well as members from Army G1, G3, TAG, TRADOC, OCAR, USAREUR, CASCOM, USARPAC and FORSCOM. This group looked holistically at the end to end structure and focused on theater level operations. An initial coordination meeting with CASCOM occurred shortly after the HR Summit to refine the logistical ramifications to support the HR structure. The discussion focused initially on requirement for Material Handling Equipment, cooks to support the structure and general life support for the Casualty Liaison Teams at the medical facilities (AMEDD). Overall, CASCOM provided details concerning the requirement for dependency statements for all outside support.

3. Design
3.1. Human Resource Sustainment Center (HRSC)

The HRSC is an existence based, multifunctional, and modular organization that integrates human resource support throughout the theater as defined by the UEy Commander through the G1. The HRSC provides technical support to the HR units and professionals in the UEy area of operations. The HRSCs flexible, modular and scalable design increases the commanders ability to tailor human resource support based upon the number of Soldiers supported and METT-TC. The HRSC consists of an Office of the Chief, HRSC, Plans and Operations Division, PASR/PRM/IM Division, Casualty Operations Division, R5 Operations Division, and Postal Operations Division. See Figure 3-1. General Functions of the HRSC include providing technical leadership and guidance to HR Companies and S1 sections in the area of operations, coordinating postal, casualty 9

and R5 unit placement and geographical dispersion; ensuring connectivity and resource support for postal, R5 and casualty units; and integrating personnel data when necessary. The Plans and Operations Division of the HRSC assists the UEy G1 as needed managing current operational requirements and planning both long and short range for HR management missions across the theater. The Division develops and maintains internal plans and policies for training. The Plans and Operations Division manages internal deployment plans, physical security and contingency operations as well as assists the HRSC Chief and UEy G1 with internal mission support, planning executing support operations and coordinating operational security. The PASR/PRM/IM Division provides the UEy G1 with all the theater readiness analysis, personnel accounting and strength reporting and information management. The division will focus on assessing unit readiness and identifying critical personnel requirements. The strength reports from the theater are collected, analyzed and reported to the UEy G1. Analyze and provide projected readiness status allowing the G1 and the Commander to assess combat capability and support intelligence and logistical preparation on the battlefield. The division ensures the R5 Division has all necessary strength reports to implement appropriate replacement priorities based on guidance from the UEy G1 and the UEy Commander. The divisions Information Management duties include providing management of the theater databases (currently DTAS/eMILPO in the future DIMHRS). The division manages the theater hierarchy and makes adjustments as the G3 updates and modifies task organization. The division is responsible for synchronizing data and providing real-time information to all other divisions in the HRSC as well as the UEy G1. The division assists units in the theater with establishment of the theater database and any error resolution needed throughout the operations. The division provides assistance and training as needed to units in the theater on PASR, PRM, and PIM. The Casualty Operations Division will oversee all casualty reporting in a theater of operations. The Casualty Operations Division will collect casualty reports from the BCT S1s and the Casualty Liaison Teams and submit to HRC as well as maintain and provide casualty data and briefings for the UEy G1. The division must coordinate with G4 on all mortuary affairs issues including research needed to identify remains or determine the disposition of remains. The division assists with validating casualty mail information. The Casualty Operations Division reports all casualties from contractors, DoD civilians, multi-national forces, and personnel from other services and coordinates all joint casualty requirements. The R5 Operations Division provides the UEy G1 with planning and operational oversight of the R5 operations in the theater. The division coordinates with various staff elements for deployment and redeployment plans and interfaces with Air Force elements for movement requirements and scheduling. The division interfaces with the PASR/PRM Division for the UEy G1s guidance on replacement priorities and also ensures the CONUS Replacement Centers are following theater replacement guidance.

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The R5 Operations Division develops the theater R&R Policy and implementation plan based on UEy G1 and Commanders guidance. The division does all analysis on R&R policies to provide necessary projected flow rates for proper distribution of R&R platoons and teams across the theater. Once the operation begins, the R5 Ops Division continues to coordinate with CONUS APODs and Air Force planners concerning personnel flow. The division also develops Return to Duty policies and procedures based on UEy Commanders guidance in conjunction with theater surgeon. The division continuously maintains, analyzes and reports Reception, Replacement, Return to Duty, R&R, and Redeployment statistics to the UEy G1. The R5 Operations Division provides technical support to the Theater Opening R5 Team and all R5 elements in the theater. The Postal Operations Division (POD) will provide technical oversight and compliance support to all postal units in the theater including the MMT Team. The POD is capable of deploying a portion of the division to assist in theater opening or to perform inspections during sustainment. The POD assists with theater locater and directory service. The POD, with guidance from the UEy G1, establishes theater postal policy and assists with execution of EPW mail. The Postal Operations Directorate ensures appropriate Military Postal Services resources for postal responsibilities in the theater as requested by the UEy or JFLCC Commander. The HRSC receives technical guidance from HRC and receives all employment and command guidance from the UEy commander through the G1. The HRSC assumes organizational responsibility for training certification and readiness of the HR Companies (with corresponding Plans & OPS Teams and platoons), MMT Team, and the Theater Opening R5 Team in conjunction with the UEy G1. The HRSC receives life support from the UEy STB.

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Human Resources Redesign

ORGANIZATIONAL DESIGN - HUMAN RESOURCES SUSTAINMENT CENTER (HRSC)

UEy STB
O6 42H00 O5 42H00 E9 42A5O

UEy (ASCC/Theater DCSPER) G1

DIRECTOR, HRSC 2/0/1/3

20/7/56/83
R5 Ops Div 2/0/1/3
O5 42H00 O4 42H00 E8 42A5O O5 42H00 O4 42H00 W3 420A E8 42A5O E4 42A1O 4J 4J F4 F5

Plans & Opns Div 1/1/1/3

O5 42H00 E8 42A5O W5 420A O5 42H00 04 53A00 E8 42A5O E4 42A10

PASR/PRM/IM Div 2/0/2/4

O5 42H00 W4 420A0 E8 42A5O

Cas Ops Div

1/1/1/3

Postal Ops Div 2/1/2/5

O4 42H00 E7 42A4O E6 42A3O E5 42A2O E4 42A1O

Tm A

1/0/4/5

O4 42H00 W4 420A E7 42A4O E6 42A3O E5 42A20 E5 42F20 E5 25B20 E4 42A10 E4 42F10 O4 42H00 W4 420A E7 42A4O E6 42A3O E5 42A20 E5 42F20 E5 25B20 E4 42A10 E4 42F10

Tm A

1/1/7/9

O4 42H00 E6 42A3O E5 42A2O (2) E4 42A1O E3 42A1O (2)

Tm A

1/0/6/7

O4 42H00 W4 42OA E7 42A4O E6 42A3O E4 42A1O E3 42A1O

Tm A

1/1/4/6

O3 42B00 E7 42A4O E5 42A2O E4 42A1O

4J F4 F5 F5

1/0/3/4

Tm A

O4 42H00 E7 42A4O E6 42A3O E5 42A2O E4 42A1O

Tm B

Tm B

1/0/4/5

1/1/7/9

O4 42H00 E6 42A3O E5 42A2O (2) E4 42A1O E3 42A1O (2)

1/0/6/7

Tm B

O4 42H00 W4 42OA E7 42A4O E6 42A3O E4 42A1O E3 42A1O

Tm B

1/1/4/6

O3 42H00 4J E7 42A4O F4 E5 42A2O F5 E4 42A1O F5

Tm B

1/0/3/4

Figure 3-1: HRSC

3.2.

MMT Team

The Military Mail Terminal (MMT) Team is an existence based organization in the Sustainment Brigade with Theater Opening mission. It establishes and runs the Army Component of a Joint Military Mail Terminal with the manpower support of an HR-Postal Company at the Aerial Port of Debarkation (APOD). The modular structure is the direct link to other services for postal support. The MMT team provides specialized postal expertise and experience and limited augmentation manpower. The modular structure allows the commander to add the necessary level of seniority and experience appropriate for a joint theater level mission as well as consolidates the necessary specialty equipment to do this bulk mission. The main function of this team is to process incoming mail as well as dispatch mail to CONUS at the APOD. The MMT team consists of a headquarters section, operations section, and 2 postal squads. See Figure 3-2. The headquarters section consists of a Director, Deputy Director, and Team Sergeant Major as well as 2 vehicle mechanics. The Director becomes the senior Army leader in the JMMT for all technical matters. The headquarters section provides a direct link with other services for operating space at the terminal, flight schedules and ground transportation of mail. The headquarters section also provides a single theater level executor with the expertise and experience to support the UEy G1 and other senior military leaders on the theater staff concerning postal matters. 12

The operation section consists of a 4-man team providing logistical planning, operating guidance, and all other postal staff support. The operations section is the vital link for all theater postal operations planning implementing all necessary input from the other services and guidance from Military Postal Service Agency (MPSA) into the operating plan. Equipment is crucial to the success of this theater level postal team. All heavy postal equipment for the theater is associated with the MMT Team. The Team has both a RTCH and large forklifts to move the bulk mail in and out of the APOD. Satellite Phones, radios and CAISI connectivity provide the necessary communication to track unit movements and control mail movement from CONUS to the theater and across all Logic Regions. The HR-Postal Company attached to perform the JMMT or MMT mission will receive all technical supervision and guidance from the MMT Director. The HR-Postal Company Commander retains all command and control functions for the company. The MMT Team receives policy and technical assistance from the Postal Operations Division of the HRSC and receives all employment and operating decisions and guidance from the UEy commander through the G1. The MMT Team is initially part of the Sustainment Brigade with Theater Opening mission and on order, transitions to Theater Distribution mission to continue theater support. The team relies on the BTB for all life support.
Human Resources Redesign
ORGANIZATIONAL DESIGN- MILITARY MAIL TERMINAL (MMT) TEAM

2/1/15/18
MMT TM HQS 2/0/3/5 O5 O4 E9 E5 E4 42H4J 42H4J 42A 63X 63X DIRECTOR DEP DIRECTOR TM SGM MECH MECH

OPS SEC 0/1/2/3 W4 420AF4 E7 42AF4 E4 42AF5

POSTAL SQUAD A 0/0/5/5

POSTAL SQUAD B 0/0/5/5 E6 E5 E4 E3 42AF4 42AF5 42AF5 42AF5 Pstl Supv Pstl Sgt Pstl Spec Pstl Clk (2)

OPS CHIEF E6 42AF4 Pstl Supv NCOIC E5 42AF5 Pstl Sgt HR SPC E4 42AF5 Pstl Spec E3 42AF5 Pstl Clk (2)

Figure 3-2: Military Mail Terminal

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3.3.

Theater Opening R5 Team

The Theater Opening R5 Team is an existence based organization in the Sustainment Brigade with Theater Opening mission establishing and running a theater level R5 Center with the manpower support of an HR-R5 Company at the Aerial Port of Debarkation (APOD). The modular structure is the direct link to other services for replacement, reception, R&R, return-to-duty and redeployment. The Theater Opening R5 Team with supporting HR-R5 Company is capable of supporting a population including other services, multinational forces, contractors, DoD civilians, and US government agencies. The Theater Opening R5 team provides specialized R5 expertise and experience to oversee the entire spectrum of R5 functions from large scale unit reception missions (RSOI) during theater opening to labor intensive R&R missions in sustainment operations. The modular structure allows the commander to add the necessary level of seniority and experience appropriate for a high visibility theater level mission. The main functions of this team is to provide the supporting staff to do all the necessary coordination, planning and implementation for a large scale R5 mission during the various stages of an operation. The Theater Opening R5 Team consists of a headquarters section and operations section. See Figure 3-3. The headquarters section consists of a Director, Deputy Director, Personnel Tech and Team Sergeant Major. The Director becomes the senior leader in the Theater Opening R5 Team for all technical matters. The headquarters section provides a direct link with other services and other supporting units for operating space at the terminal, flight schedules, follow-on transportation and all logistical support. The headquarters section also provides a senior authority with the expertise and experience to interact with the UEy G1 and other senior military leaders in the theater on all R5 matters. The operation section consists of a 6-man team providing logistical planning, movement control and transportation planning, operating guidance, and all other necessary coordination. The operations section is the vital link with logistical support units, forward S1 and G1 sections, and CONUS based staging areas. The HR-R5 or R5 Company attached to perform the theater level R5 mission will receive all technical supervision and guidance from the Theater Opening R5 Director. The HR-R5 Company Commander retains all command and control functions for the company. The Theater Opening R5 team receives policy and technical assistance from the R5 Operations Division of the HRSC and receives all employment and operating decisions and guidance from the UEy commander through the G1. The Theater Opening R5 team is initially part of the Sustainment Brigade with Theater Opening mission and on order, transitions to a Theater Distribution mission to continue theater support. The team relies on the Brigade Troops battalion (BTB) for life support.

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Human Resources Redesign

ORGANIZATIONAL DESIGN- THEATER OPENING (TO) R5 TEAM

3/1/6/10
TO R5 TM HQS 2/1/1/4 O5 O4 W3 E9 42H 42H 420A 42A DIRECTOR DEP DIRECTOR PER TECH TM SGM

OPS SEC 1/0/5/6 O3 E7 E7 E5 E5 E4 42A 42A 88N 88N 42F 42F OPS CHIEF NCOIC TRANS NCOIC TRANS NCO HR SGT HR SPC

Figure 3-3: Theater Opening R5 Team

3.4.

HR Company HQs

The HR Company headquarters is an existence and workload-based modular headquarters that provides command and control as well as technical support to postal, R5 and/or casualty platoons found at the Aerial Port of Debarkation (APOD) or Sea Port of Debarkation (SPOD), and in the UEx and UEy battlespace, as defined by the UEx and UEy commanders through their G1s. This headquarters is very modular, flexible and scalable allowing the UEy and UEx commanders to tailor their R5, Postal and Casualty support in the most effective and least invasive manner. The company is capable of employing independently to support postal, R5 and casualty operations to a smaller force or employing as a functionally pure HR-R5 or HR-Postal company capable of large scale single function missions for a robust theater. The HR Company headquarters provides capability to adapt to a joint or multinational environment. The HR Companys general functions include providing technical guidance, leadership and command and control for attached R5, Casualty and/or Postal platoons. The headquarters also provides support to area S1 sections regarding postal, R5 or casualty matters. The Command Section, consisting of a Commander, an Executive Officer, and a First Sergeant, plans, supervises, and monitors the activities of the HR Company and is aided by the Headquarters Support Section. The Command Section provides leadership to all attached personnel and units. The Headquarters Support Section

15

provides limited maintenance, logistics, and automation support to the company. See Figure 3-4. The HR Company headquarters receives its short and long term planning as well as operational management capability from the Postal and/or R5 Plans & OPS Team when postal or R5 platoons are attached. The company receives policy and high-level plans and operations guidance from the R5, Postal or Casualty Ops Division of the HRSC and overall execution guidance from the UEy Commander through the G1. The HR Ops Cell in the UEx and UEy sustainment brigades will provide the planning and resourcing assistance within the sustainment brigade. The HR Company falls under the BTB of the sustainment brigade for all administrative support.
Human Resources Redesign
ORGANIZATIONAL DESIGN HUMAN RESOURCES COMPANY HQ 12413G000

2/0/27/29
HQs, HR COMPANY

CMD SEC 2/0/1/3

HQ SUPPORT SEC 0/0/13/13

MAINT SUPPORT SEC 0/0/13/13

CDR XO 1SG

04 42H 02 42B E8 42A

SUP SGT CHEM OPS NCO AUTO LOG SGT ARMORER SIG SUP SYS SPEC HR SGT SR FIRST COOK COOK COOK COOK

E7 92Y E6 74D E5 92A E4 92Y E4 25U (2) E5 42A E7 92G E5 92G E4 92G(2) E3 92G(2)

MOTOR SGT SR MECHANIC LT W HL VEH MECH LT W HL VEH MECH LT W HL VEH MECH PWR-GEN EQUIP REP

E7 63X E6 63B E5 63B (2) E4 63B (3) E3 63B (4) E4 52D (2)

52

Figure 3-4: HR Company Headquarters

3.5.

HR Company Postal Plans & OPS Team

The Postal Plans & OPS Team is a workload based section attached to an HR Company headquarters when one or more postal platoons are attached. It provides postal planning and operational management to the HR Co Commander as well as company level directory service. The Postal Plans & OPS Team consists of a Plans and Operations Section and a Directory Service Section. See Figure 3-5. The Postal Plans and Operations Section manage current operational requirements and plan both long and short range postal missions. The Postal Directory Service operates a central mail directory based on personnel data from the G1 and S1 sections. 16

The Postal Plans & OPS Team receives its policy and technical guidance from the Postal Operations Division (POD) of the HRSC. Any coordination for resources or sustainment brigade involvement for planning or operations will be done through the HR Ops Cell of the corresponding sustainment brigade. All final operational guidance will flow from the UEy or UEx G1 through the HR Company HQ. The Postal Plans & OPS Team falls under the HR Company HQ for administrative and C2 support.
Human Resources Redesign

ORGANIZATIONAL DESIGN HR CO POSTAL PLANS AND OPERATIONS TEAM 12567GC00

1/1/6/8
POSTAL PLANS & OPERATIONS 1/1/1/3 TM LDR PER TECH NCOIC POSTAL DIRECTORY 0/0/5/5 NCOIC HR SPC HR SPC E5 42AF4 E4 42AF5 (2) E3 42AF5 (2) O3 42B4J W3 420A5 E6 42AF4

54

Figure 3-5: HR Company Postal Plans & OPS Team

3.6.

R5 Plans & OPS Team

The R5 Plans & OPS Team is a workload based section attached to an HR Company headquarters when one or more R5 platoons are attached. It provides R5 planning, operational management and data integration to the HR Co Commander. The R5 Plans & OPS Team consists of a 5-man Plans and Operations Section and a 4man Data Integration Section. See Figure 3-6. The R5 Plans and Operations Section manage current operational requirements and plan both long and short range R5 missions. The Data Integration Section manages and integrates data into the deployed theater database. The integration Section consolidates data from various sources, performs quality control measures and manages transmittal of data to higher headquarters and affected units.

17

To provide vital personnel service capability for Soldiers in transient, the R5 Plans & OPS Team has equipment and system accesses such as CAC Card, Dog Tags and DEERS RAPIDS machines as well as eMILPO access to update DD Form 93, Record of Emergency Data, and Servicemens Group Life Insurance Verification (SGLV) forms. The R5 Plans & OPS Team receives its policy and technical guidance from the R5 Operations Division of the HRSC. Any coordination for resources or sustainment brigade involvement for planning or operations will be done through the HR Ops Cell of the corresponding sustainment brigade. All final operational guidance will flow from the UEy or UEx G1 through the HR Company HQ. The R5 Plans & OPS Team falls under the HR Company HQ for administrative and C2 support.
Human Resources Redesign

ORGANIZATIONAL DESIGN HR CO R5 PLANS AND OPERATIONS TEAM

1/1/7/9
R5 PLANS & OPS

12567GD00

1/0/4/5
HR OFF NCOIC TRANS NCO HR SGT HR SPC DATA INTER TM O3 42B E7 42A E6 88N E5 42A E4 42A

0/1/3/4

HR WO HR SGT HR SPC HR SPC

W2 420A E5 42F E4 42F E4 42A

56

Figure 3-6: HR Company R5 Plans & OPS Team

3.7.

Postal Platoon

The Postal Platoon is a multifunctional workload and existence based organization providing postal support for up to 6,000 personnel. This universal modular platoon is capable of doing the complete spectrum of postal functions from postal service and postal finance to postal operations. The postal platoon consists of a headquarters section, postal finance section, and 2 postal squads. See Figure 3-7. The headquarters section provides command and control, leadership, guidance, and limited maintenance capability. The postal finance section sells money orders, stamps, and provides mail services accountability. Each postal squad has capability to perform operation or service missions or to perform independently as needed as a mobile mail team. The platoons are each equipped with 3 18

variable reach forklifts to provide efficient mail movement in whatever type of area the platoon is supporting. The Postal Platoon receives all technical guidance through the HR Company headquarters and the corresponding Postal Plans & OPS Team. The HR Company HQ provides all command and control to the attached postal platoons.
Human Resources Redesign

ORGANIZATIONAL DESIGN - POSTAL PLATOON 1/0/20/21

POSTAL PLATOON

12567GE00

HQs SECTION 1/0/1/2

O2 42B4J Platoon Ldr E7 42AF5 Platoon Sgt

POSTAL FINANCE SECTION 0/0/3/3

E5 42AF5 Pstl Sgt E4 42AF5 Pstl Spec E3 42AF5 Pstl Clk

POSTAL SQUAD A 0/0/8/8

E6 42AF4 Pstl Supv E5 42AF5 Pstl Sgt E4 42AF5 Pstl Spec (3) E3 42AF5 Pstl Clk (3)

POSTAL SQUAD B 0/0/8/8

E6 42AF4 Pstl Supv E5 42AF5 Pstl Sgt E4 42AF5 Pstl Spec (3) E3 42AF5 Pstl Clk (3)

58

Figure 3-7: Postal Platoon

3.8.

R5 Platoon HQs

The R5 Platoon Headquarters is a multifunctional workload based structure providing command and control to 2 to 3 R5 teams in the UEy and UEx battle space. The headquarters consists of an 8-man team that provides technical guidance, leadership, logistical support and command and control for attached R5 teams. See Figure 3-8. The R5 platoon headquarters receives all technical guidance through the HR Company headquarters and the corresponding R5 Plans & OPS Team. The HR Company HQ provides all command and control to the attached R5 platoons.

19

Human Resources Redesign

ORGANIZATIONAL DESIGN - R5 PLATOON HQ

1/0/7/8
R5 PLATOON

HQs SEC 1/0/7/8

TEAM

O2 42B Platoon Ldr E7 42A Platoon Sgt E5 88N Trans Mgmt NCO E4 88N Trans Mgmt Coord E4 92Y Supply SPC (2) E5 42A HR SGT E4 42F HR SPC

46

Figure 3-8: R5 Platoon Headquarters

3.9.

R5 Team

The R5 Team is a workload based organization that provides reception (individual and unit), replacement, R&R, return-to-duty, and redeployment tracking and accountability for 125 personnel a day moving in or out of an assigned area or theater of operations. Further, the team tracks emergency leaves, inter-theater and intra-theater transfers as dictated by METT-TC. The general functions include personnel accounting, administrative processing, and logistical support of transient personnel. The team is capable of operating in a joint or multinational environment. This modular, scalable and flexible structure allows the commander to support the large population flow for port operations with numerous teams organized into platoons and HR-R5 companies, but also support the small, but essential mission of managing sustainment missions such as R&R at the UEx level with one team or a platoon as necessary. The R5 team is comprised of 6 personnel led by a Staff Sergeant. See Figure 4-9. The team provides immediate processing, accountability and coordination for logistical support to individuals and units arriving to and departing from the area of operations. The R5 team receives all guidance and command and control from the R5 platoon headquarters. All transportation coordination support comes from the R5 platoon

20

headquarters. When geographically dispersed without a platoon headquarters to support a population under 126 personnel a day, the R5 team will rely on the HR Ops cell in the sustainment brigade for assistance in coordinating with the R5 platoon headquarters or other necessary elements.

SRC: 12527GA00 R5 TEAM 0/0/6/6

R5 TEAM 0/0/6/6

E6 42A HR SGT E5 42A HR SGT E4 42A HR SPC (4)

Figure 3-9: R5 Team

3.10.

Casualty Platoon HQ

The Casualty Platoon Headquarters is a workload based headquarters that provides command and control to 3 to 6 Casualty Liaison Teams (CLTs). The Casualty Platoon HQ consists of a platoon leader and platoon sergeant who provide leadership, training assistance and administrative support to geographically separate CLTs. See Figure 310. The casualty platoon receives all administrative guidance through the HR Company headquarters. The Casualty Platoon functions as part of the Casualty Operations Center in a deployed environment. The headquarters ensures that all CLTs are properly empowered to perform the casualty reporting tasks.
SRC 126X9L000 CASUALTY PLATOON HQ 1/0/1/2
CASUALTY PLATOON

HQs SEC 1/0/1/2 PLT LDR O2 42B PSG E7 42A

CASUALTY LIAISON TM

Figure 3-10: Casualty Platoon Headquarters

21

3.11.

Casualty Liaison Team

The Casualty Liaison Teams are an existence based structure providing accurate and timely casualty information to HRSC and ultimately to HRC. The CLT consists of 5 personnel led by an E5. See Figure 3-11. The CLTs primary function is to ensure timely casualty reporting to the HRSC and HRC. They also assist commanders in keeping accurate casualty statistics throughout the course of an operation. When necessary, based on a split mission, the CLT is capable of splitting the team to support smaller more forward locations such as a UEx mortuary affairs collection point or a CSH that has split based operations. CLTs not only provide accurate casualty information, but they also act as a liaison for each affected commander. The CLT provides updated status reports to the affected unit and informs the unit if the Soldier leaves the theater. The CLTs assist with coordinating a Soldiers return to duty with the unit and/or an R5 unit. The CLT acts as an administrative liaison for the injured Soldier ensuring he or she has access to necessary services such as finance, MWR, or any HR related service. CLTs receive technical guidance from the Casualty Operations Division of HRSC. When attached to a CSH, Mortuary Affairs Collection Point, UEx G1 or HRSC, the CLT relies on that organization for life support. The Casualty Platoon headquarters can provide assistance with any administrative issue or can assist in getting technical guidance when direct communication may be difficult.

SRC 126X9LA00 CASUALTY LIAISON TEAM 0/0/5/5

CASUALTY LIAISON TM

TEAM CHIEF HR SGT HR SPC

E5 42A E4 42A (2) E3 42A (2)

Figure 3-11: Casualty Liaison Team

3.12.

BCT/Brigade S1 Team and Discrete BCT/BDE S1 Section

The BCT S1 Team is an existence based team at the BCT/BDE level providing personnel service support to the BCT/BDE Commander. Under PSDR, this team

22

empowers the commander to care for Soldiers with organic HR assets. See Figure 312. PSDR and related structure allows for Soldier-specific support at BCT/BDE S1 sections and eliminates the requirement to unPlug personnel service capability from external structure (PSB/PD). The structure and process design provides a timelier and efficient delivery of HR services allowing direct interface from initiator to decision maker. Support is provided in the same manner and by the same organic capability both deployed and at home station. With current legacy and intermediate databases, the PSDR concept would give all necessary system accesses to the BCT/BDE S1 section to input and pull data directly from HRC without the intermediate steps of the UEx G1 or external HR units. As part of the MILPAY bridging strategy, the finance Soldier in the BCT/BDE S1 performs all initial military pay customer service within the scope of his/her control. This finance manager provides MILPAY expertise to the BCT/BDE as well as linking the BCT/BDE to higher level finance assistance when necessary. Specifically, the Finance Specialist acts as a liaison to the supporting Financial Management Company to resolve military pay related issues. The BCT/BDE S1 provides HR policy and procedure guidance and technical oversight for the BN S1 Sections it supports. The BCT/BDE S1 performs some HR functions at the BCT/BDE level that BN S1 Sections cannot perform such as records management, casualty information processing, data reconciliation, systems administration, strength management and production of identification cards.

120X2L000 BCT/BDE S-1 TEAM

1/0/6/7
BCT/BDE S-1 TEAM

O2 42B E8 42A E5 42A E5 42F E5/4 44C E4 42A E4 42F

Figure 3-12: BCT/BDE S1 Team

The 7-man Team combines with the modular BCT/BDE S1 section to form the discrete TOE BCT/BDE S1 section. When the team combines, the E7 position is downgraded to an E6 with the addition of the E8 Human Resource NCO. This allows for easy division of duties between 2 E6 section chiefs: one focusing on essential personnel services and the other on strength management. (See Figure 3-13) This 7-man Team adds the capability necessary to perform additional tasks involved in PSDR. The combined

23

discrete TOE S1s general functions include EPS, PASR, PRM, PIM Casualty Information Management, and MILPAY Customer Service. The Discrete BCT/BDE S1 Section provides or coordinates necessary technical training for the BN S1 Sections. Overall, the BCT/BDE S1 Section performs all hierarchal and technical support functions needed for the BN S1 Sections in the BCT/BDE. The BCT/BDE S1 Sections will train and certify as part of the BCT/BDE. When personnels training is necessary outside the scope of the BCT/BDE, the BCT/BDE S1 Section receives necessary assistance from the UEx G1. The Discrete BCT/BDE S1 Section is an organic asset to the BCT/BDE commander and receives technical guidance from the UEx G1.
CELLULAR BCT/BDE S-1

MODULAR BCT/BDE S-1

1/1/5/7
O4 42H S1 W2 420A PER TECH E7 42A SR HR SGT E6 42A HR NCO E5 42A HR NCO E4 42A HR SPC (2)

BCT/BDE S-1 TEAM 120X2L000

CELLULAR BCT/BDE S-1

1/0/6/7
O2 42B E8 42A E5 42A E5 42F E5/4 44C E4 42A E4 42F

2/1/11/14
O4 42H S1 O2 42B STR MGR W2 420A PER TECH E8 42A SR HR SGT E6 42A HR NCO (2) E5 42A HR NCO (2) E5 42F HR NCO E5/4 44C FI SPC E4 42A HR SPC (3) E4 42F HR SPC

Decrease E7 to E6

Figure 3-13: Modular/Discrete BCT/BDE S1 Section

The 7-man team also combines with existing non-modular BDE S1 Sections to form a Discrete BDE S1 Sections. The team adds the capability necessary to perform PSDR tasks; however, unlike the modular structure, there is no Warrant Officer in the existing base S1 structure. A Warrant Officer is added to the discrete Non-modular BDE S1 Section to ensure the appropriate level of technical expertise and competency to complete PSDR and previously existing S1 tasks (See Figure 3-14).
CELLULAR NON-MODULAR BDE S-1
SIZE VARIES FOR NON-MODULAR BDE CURRENT BDE S-1

1/0/5/6
O4 E7 E5 E4 E3 42H 42A 42A 42A 42A S1(CMD SEC) SR HR SGT HR NCO HR SPC (2) HR SPC

BCT/BDE S-1 TEAM 120X2L000

1/0/6/7
O2 42B E8 42A E5 42A E5 42F E5/4 44C E4 42A E4 42F

CELLULAR BDE S-1

2/1/11/14
O4 42H S1 O2 42B STR MGR W2 420A PER TECH E8 42A SR HR SGT E6 42A HR NCO E5 42A HR NCO (2) E5 42F HR NCO E5/4 44C FI SPC E4 42A HR SPC (3) E4 42F HR SPC E3 42A HR SPC

0/1/0/1
W2 420A PER TECH

Decrease E7 to E6

Figure 3-14: Non-Modular/Discrete BDE S1 Section

24

3.13.

STB S1 Team and Discrete STB S1 Section

The Special Troops Battalion S1 Team is an existence based team at the UEx and UEy level providing HR service support to the STB Commander and supported population. Under PSDR, this team empowers the commander to care for Soldiers with organic HR assets. While the STB is only a battalion, they supported population is much larger than an average battalion and because the support the UEx and UEy headquarters and Command Group, there is a much larger workload generated. The workload more closely mirrors that of a BCT/BDE S1 than that of a BN. See Figure 3-15. In the UEy level STB S1, there is a W4 Personnel Technician to provide a more senior level of technical competence to the STB S1 Section. See Figure 3-16. The STB S1 performs some HR functions that other BN S1 Sections cannot perform such as records management, casualty information processing, data reconciliation, systems administration, strength management and production of identification cards.

121X4LA00 UEx STB S-1 TEAM

0/1/5/6

126XXLA00 UEy STB S-1 TEAM

0/1/5/6

UEx STB S-1 TEAM

UEy STB S-1 TEAM

W3 420A E6 42A E5 42F E5 42A E5/4 44C E3 42A

W4 420A E6 42A E5 42F E5 42A E5/4 44C E3 42A

Figure 3-15: UEx STB S1 Team

121X4LA00 UEx STB S-1 TEAM

0/1/5/6

126XXLA00 UEy STB S-1 TEAM

0/1/5/6

UEx STB S-1 TEAM

UEy STB S-1 TEAM

W3 420A E6 42A E5 42F E5 42A E5/4 44C E3 42A

W4 420A E6 42A E5 42F E5 42A E5/4 44C E3 42A

Figure 3-16: UEy STB S1 Team

25

The 6-man Team combines with the UEy or UEx STB S1 Section to form the discrete TOE STB S1 section. (See Figure 3-17 and 3-18) This 6-man Team adds the capability necessary to perform additional tasks involved in PSDR. The combined discrete TOE S1s general functions include EPS, PASR, PRM, PIM Casualty Information Management, and MILPAY Customer Service. The STB S1 Sections will train and certify as part of the STB. When personnel training is necessary outside the scope of the STB, the STB S1 Section receives necessary assistance from the UEx or UEy G1. The Discrete STB S1 Section is an organic asset to the STB commander and receives technical guidance from the UEx or UEy G1.

UEx STB S-1

STB S-1

1/0/6/7

STB S-1 TEAM 121X4LA00

0/1/5/6
W3 420A E6 42A E5 42F E5 42A E5/4 44C E3 42A

STB S-1

1/1/11/13
O3 42B S1 W3 420A PER TECH E7 42A SR HR SGT E6 42A HR NCO (2) E5 42A HR NCO (2) E5 42F HR NCO E5/4 44C FI SPC E4 42A HR SPC E4 27D LEGAL SPC E3 42A HR SPC E3 42L MAIL CLERK

O3 42B S1 E7 42A SR HR SGT E6 42A HR NCO E5 42A HR NCO E4 42A HR SPC E4 27D LEGAL SPC E3 42L MAIL CLERK

Figure 3-17: Discrete UEx STB S1 Section

UEy STB S-1

STB S-1

2/0/6/8

STB S-1 TE AM 126XXLA00

0/1/5/6
W4 420A E6 42A E5 42F E5 42A E5/4 44C E3 42A

STB S-1

2/1/11/14
O3 42B S1 O2 42B S TR MGR W4 420A PER TECH E7 42A Sr HR SGT E6 42A HR NC O (2) E5 42A HR NC O (2) E5 42F HR NCO E5/4 44C FI SPC E4 42A HR SPC E4 27D LE GAL SPC E3 42A HR SPC E3 42L MA IL CLERK

O3 O2 E7 E6 E5 E4 E4 E3

42B S1 42B ASST S-1 42A Sr HR SGT 42A HR NC O 42A HR NC O 42A HR SPC 27D LEGAL SPC 42L MAIL CLERK

Figure 3-18: Discrete UEy STB S1 Section

26

3.14.

Battalion S1 Team and Discrete BN S1 Section

The Battalion S1 Team is an existence based team at the BN level providing personnel service support to the BN Commander. Under PSDR, this team empowers the commander to care for Soldiers with organic HR assets (See Figure 3-19). The design allows for Soldier-specific support at BN S1 sections and eliminates the requirement to unplug HR services capability from external structures such as Personnel Detachments and Battalions. The structure and process design allows for more timely and efficient delivery of HR services allowing direct interface from initiator to decision maker. With current legacy and intermediate databases, this design would give some accesses to the BN S1 section to input and pull data directly from HRC without any intermediate steps or external personnel units while some tasks will still require BCT/BDE involvement for direct action to the HRC.

120X6L000 BN S-1 TEAM

0/0/2/2
BN S-1 TEAM 12X6L000

E5 42A E3 42A

Figure 3-19: BN S1 Team

The two-person Team combines with the modular BN S1 section or the existing BN S1section to form the discrete BN S1 section. (See Figure 3-20 and Figure 3-21) This 2-man Team adds the capability necessary to perform additional tasks involved in PSDR transition. The BN S1s general functions include personnel accounting and strength reporting, data access, projected gains and losses, and essential personnel services. The BN S1 Sections will train and certify as part of the BN. When personnel training is necessary outside the scope of the BN, the BN S1 Section receives necessary assistance from the BCT/BDE S1 Section. BCT/BDE S1 Section will provide procedural and policy guidance and assistance with HR related issues. The BN S1 Team is an organic asset to the BN commander and receives technical guidance from the BCT/BDE S1.

27

BN (BCT) S-1

BCT MAV BN S-1

1/0/7/8
O3 11A S1 E7 42A SR HR SGT E6 42A HR NCO E5 42A HR NCO E4 42A HR SPC E4 27D LEGAL SPC E3 42A HR SPC E3 42L MAIL CLERK

BN S-1 TEAM 120X6L000

0/0/2/2

CELLULAR BN S-1

1/0/9/10
O3 42B S1 E7 42A SR HR SGT E6 42A HR NCO E5 42A HR NCO (X2) E4 42A HR SPC E4 27D LEGAL SPC E3 42A HR SPC (X2) E3 42L MAIL CLERK

E5 42A E3 42A

Figure 3-20: Modular/Discrete BN S1 Section

NON-MODULAR BN S-1
SIZE VARIES FOR NON-MODULAR BN BN S-1 CELLULAR NON-MODULAR BN S-1

1/0/6/7
O3 21B S1(MD S EC) E 7 42A SR HR SGT E 6 42A HR NCO E 5 42A HR NCO E 4 42A HR S PC E 4 27D LEGAL SPC E 3 42L MAIL CL ERK

BN S-1 T EAM 120X6L000

0/0/2/2

1/0/8/9
O3 E7 E6 E5 E4 E4 E3 E3 42B S1 42A SR HR SGT 42A HR NCO 42A HR NCO (X2) 27D L EGA L SPC 42A HR S PC 42A HR SPC 42L MAIL CL ERK

E 5 42A E 3 42A

Figure 3-21: Non-Modular/Discrete BN S1 Section

4. DOTLMPF
4.1. Doctrine

SIGNIFICANT: Requires significant doctrinal adjustments to address the realignment of functions and capabilities to the BCT/BDE S1 and BN S1. Requires significant adjustments to address changes in EPS, PRM, PIM, PASR, Casualty Operations Management, Postal Operations, Replacement Operations Management, and Civilian Personnel Management. Requires significant changes to address reduction and restructuring of command and control as well as the addition of new structure. New doctrine must include a new section to address the realignment of functions to the garrison personnel units (MPD), the changing replacement operations, and the emerging R5 operations Some preliminary work has been done on rewriting Field Manual 1-0, Human Resources Doctrine (old FM 12-6). Both funding and manpower have been allocated to

28

complete the doctrine update as a collaborative effort between the AG School, HRC (?) and the Army G1.

4.2.

Organization

SIGNIFICANT: Creates new structure; modular, deployable, flexible HR structure (MMT Team, TO-R5 Team, HR CO HQ, Postal Plans & OPS Team, R5 Plans & OPS Team, Casualty PLT HQ, CLT, R5 Team, BCT/BDE S1 Team, Battalion S1 Team, STB S1 Team, and Discrete S1 Sections). Design also changes or eliminates some existing organizations (HRSC, Postal PLT, and R5 PLT HQ). Reduces command and control throughout the HR structure and streamlines processes to reduce the need for multiple layers of hierarchy. Significant organizational adjustment to develop SRC 12 discrete S1 Sections at the BCT/BDE and BN levels led by HR professionals. Design creates theater level postal and R5 capabilities as well as casualty units that previously were resourced by ad hoc processes. Requires S1 sections be fully manned and equipped to provide self-sustaining personnel service support to the BCT/BDE and BN S1. There is a collaborative effort between AG School and the Army G1 to determine tasks accomplished and the optimal number of personnel in the BCT/BDE and BN S1 sections. The discrete TOE concept was successfully tested at the 101 st Airborne Division and workload data acquired empirically supports the size of the BCT/BDE and BN S1 Sections. Adjustments to some organizational dependencies done based on input from CASCOM.

4.3.

Training

SIGNIFICANT: Major changes to the technical training received at all grade levels of CMF 42/43 (Enlisted, Warrant, and Officer) to produce technically competent Soldiers and leaders focused on BCT/BDE S1 centric tasks. Significant changes to training to create HR Soldiers capable of providing personnel support to all individuals including all components, DoD civilians, contractors and other services. Current 42F training (Personnel Information Systems Specialists) does not focus on the necessary technical competencies to manage and reconcile data as well as oversee the information hierarchy for the organization. Officer Basic Course and the Captains Career Course need significant changes to focus on preparing the Officers to be BN S1s and BCT/BDE S1s. Current NCOES training and AIT training does not give Soldiers the necessary technical expertise to be successful in a BCT/BDE or BN S1 Section. Overall, significant changes need to occur in the HR Systems training given at each level of institutional training. Significant and complete overhaul of the current Programs of Instruction is necessary to ensure technically competent HR professionals. The PSDR Pilot Program at Fort Campbell demonstrated the need for a BN and BCT/BDE S1 course for all incoming BCT/BDE and BN S1s, regardless of branch.

29

Initial analysis and coordination to update the POIs began as the PSDR Pilot program began at the 101st AASLT Division. All AAR comments concerning training were collected from the pilot and should be incorporated into new POIs and new training courses to facilitate the implementation of the new HR structure. AGS conducted initial Task Review Panels for Officer, Warrant Officer, and NCO Education Systems in preparation for changes to POIs at each level. The AG School currently has a tentative HR training concept for Soldiers from initial entry through senior executive level. There are significant resource requirements to update all training and modernize the HR Systems training. AGS is identifying manpower requirements to rewrite the POIs and to fill the new positions required.

4.4.

Leadership and Education

SIGNIFICANT: There is significant change in the officer leadership career path changing focus from command-centric to staff-centric. This structure reduces command and control opportunities by 92%. HR professionals will focus more on technical competence and less on command opportunity. An HR officer will strive to be a centrally selected G1 after having been in positions of increased responsibility such as BN S1 and BCT/BDE S1. Professional HR education will become a standard part of professional development as officers progress through their careers. HR NCOs also focus less on command positions and more on staff positions. The technical leadership provided by the Warrant Offices is the key to the success of this redesign. It is crucial that the Army continues to provide technically competent HR Warrant Officers. There are significant changes in command and control for most HR personnel and elements. These changes make it essential that HR professionals remain relevant technical experts and that combatant commanders fully understand HR capabilities, responsibilities, and limitations. With focus on functional expertise, the education systems will significantly change to include more technical education such as HR certification. Primary coordination on a certification program has begun between the AG School, HRC, and the Army G1.

4.5.

Materiel

SIGNIFICANT: The entire design is dependent on key technical enablers: Combat Service Support Automated Information Systems Interface (CAISI)/VSAT, Army Human Resource System (AHRS) computers, connectivity, bandwidth, and satellite communications capability. The capability to interface directly from BCT/BDE to DA agencies is dependent on the capability to communicate effectively. There are significant changes to National Guard and Reserve system requirements to create commonality in a deployed multi-component environment. All BCT/BDE S1 Teams require the manpower to perform migrated PSB tasks but also the critical equipment to perform the task (i.e. DEERS Rapids CAC Card capability) Postal Operations rely heavily on MHE equipment to move bulk mail into and out of the theater. JMMT or MMT Teams must include sufficient MHE to move large quantities of mail. Discrete BCT/BDE/BN S1 sections will require change in documentation from current MTOE.

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4.6.

Personnel

SIGNIFICANT: The new structure creates grade imbalances in all three components but returns approximately 282 non-SRC12 requirements back to the Army in COMPO 1 (228 in COMPO 2 and 266 in COMPO 3). With the increased requirements at the BCT/BDE and BN S1s, there will be increased requirements for AG Captains and Lieutenants. Based on resources and supportable HR Officer population, only those battalions within modular BCTs and AVN BDEs will have HR professionals in BN S1 positions. All other BN S1 positions will continue to be filled by the respective proponents. The Discrete TOE BCT/BDE and BN S1 Sections will require each component to release control of the S1 personnel to reconfigure under an SRC 12 structure. Newly filled 42B battalion S-1 positions in BCT/AVN BDEs will return the former S-1 space to the proponent.

4.7.

Facilities

MODERATE: Military Personnel Division (MPD) structure must be resourced (manpower and facilities) to execute the newly assigned tasks as a part of the redesign. There must be sufficient connectivity for top of the system HR organizations such as HRC.

5. Design Impact
5.1. Personnel

In the aggregate, regardless of MOS and grade, this FDU will return approximately 282 non-SRC12 requirements in COMPO 1. The structure does create some grade imbalances in each component (See initial approximations in the tables below). For the BN S1 positions in the modular BCTs and AVN BDEs, there is a bill of 175 Captains and 106 Lieutenants in COMPO 1 (104 CPTs and 100 LTs in COMPO 2 and 3 CPTS and 3 LTS in COMPO 3). Each BCT/BDE S1 will have a Finance Specialist and those positions were allocated for this mission from a previous Finance FDU and are not included in the calculation for positions returned to the Army.

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MOS RANK/GRADE REQUIRED DELTA O3 42B -82 O2 42B -249 W4 420A -10 W3 420A -15 W2 420A -25 E8 42A -84 E8 42L -2 E5 42A -118 E5 42F -16 E5 42L -28 Table 5-1: COMPO 1 Personnel MOS Shortages MOS RANK/GRADE REQUIRED DELTA O4 53A -1 E7 25B -2 E7 88N -2 E6 88N -3 E5 63B -8 E5 88M -5 E5 88N -11 E5 44C -166 E4 74D -4 E4 88N -7 E4 92Y -2 Table 5-2: COMPO 1 Other MOS Shortages MOS REQUIRED 42B 42B

RANK/GRADE O3 O2

DELTA -43 -183

W2 420A -27 E8 42M -71 E5 42A -212 E5 42F -66 Table 5-3: COMPO 2 Personnel MOS Shortages

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MOS RANK/GRADE REQUIRED DELTA E5 63B -1 E5 44C -123 E4 25U -1 E4 52D -1 E4 92G -11 E3 92G -2 Table 5-4: COMPO 2 Other MOS Shortages

MOS RANK/GRADE REQUIRED DELTA W4 420A -8 W3 420A -18 W2 420A -78 E8 42A -45 E8 42L -2 E5 42F -57 E4 42L -74 Table 5-5: COMPO 3 Personnel MOS Shortages MOS RANK/GRADE REQUIRED DELTA O4 53A -1 E7 25B -2 E7 88N -2 E7 92Y -5 E7 92G -9 E6 74D -10 E6 88N -2 E5 25B -4 E5 63B -18 E5 92G -7 E5 88N -10 E5 92A -10 E5 44C -109 E4 25U -10 E4 74D -16 E4 88N -8 E4 92G -9 E3 92G -8 Table 5-6: COMPO 3 Other MOS Shortages

5.2.

Equipment

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This design will cost approximately $83 million in TOE and COTS requirements across all three components. However, the design also returns to the Army approximately $79 million worth of equipment requirements including vehicles, night vision devices and other equipment needed elsewhere in the Army (See Tables below for breakdown of shortages by component). The major costs of this design are connectivity and communication equipment allowing for communication from the BCT/BDE and BN directly to top of the system. VSAT and CAISI Client and Bridge Modules provide dedicated connectivity and bandwidth for HR support. AHRS Computers provide the capability to perform HR support functions in a deployed environment. Dedicated bandwidth and resulting connectivity is the most critical requirement allowing BDE-centric operations. MHE for the postal mission is essential and a key lesson learned during recent Theater Opening Operations. Without the heavy lifting equipment, mail will not move in a timely manner and backlog causes logistical problems, morale issues and sometime lower readiness when Class IX supply is pushed through the postal system. Lastly, PSDR migrates PSB functions to the BCT/BDE level, and those functions include requirements such as deployable DEERS Rapids CAC Card, digital senders and ID Tag Machines. Without the equipment to support the mission, S1 sections will not be capable of performing autonomously.
TOTAL REQT'S 92 48 2 22 44 4402 2557 375 183 571 6 65 COST OF ITEM $8,351 $6,979 $604,000 $10,055 $23,659 $2,500 $1,000 $2,000 $6,000 $4,000 $5,000 $75,000
TOTAL TOE RQMNTS

LIN F06972 G74711 R16611 T49947 T49255 Z39781 Z59863 Z53098 Z00056 Z39509

NOMENCLATURE CONVR BLT PBL DERIV EL GEN ST DSL MEP-803A RTCH TENT: LT MAINT ENCL TRK LF FK 4K W/O CAB AHRS PRINTER (AHRS) NAVIGATION SET: GPS RE CAISI (CBM) CAISI (CCM) GCSS-A (V2) VSAT

DELTA -28 -42 -2 -12 -22 -4402 -2557 -66 -183 -571 -6 -65

TOTAL COST ($233,828) ($293,118) ($1,208,000) ($120,660) ($520,498) ($11,005,000) ($2,557,000) ($132,000) ($1,098,000) ($2,284,000) ($30,000) ($4,875,000) ($24,357,104)

Table 5-7: COMPO 1 TOE Unfunded Requirements

LIN

NOMENCLATURE

TOTAL REQT'S

DELTA

COST OF ITEM

TOTAL COST

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COTS COTS COTS COTS COTS

VSAT AIRTIME CAC CARD READER (TPS) DIGITAL SENDER CAC CARD MAKER (RAPIDS) ID TAG MAKER

65 1070 701 167 676

-65 -1070 -701 -167 -676

$90,000 $73 $3,010 $16,350 $3,740

COTS UNFUNDED MAJOR EQPT REQUIREMENT

($5,850,000) ($78,110) ($2,110,010) ($2,730,450) ($2,528,240)

($13,296,810)

Table 5-8: COMPO 1 COTS Unfunded Requirements

LIN Z39781 Z53098 Z00056 Z39509

NOMENCLATURE AHRS PRINTER (AHRS) CAISI (CBM) CAISI (CCM) GCSS-A (V2) VSAT

TOTAL REQT'S 2303 1362 111 357 1 48

DELTA -2303 -1362 -111 -357 -1 -48

COST OF ITEM $2,500 $1,000 $6,000 $4,000 $5,000 $75,000

TOTAL TOE RQMNTS

TOTAL COST ($5,757,500) ($1,362,000) ($666,000) ($1,428,000) ($5,000) ($3,600,000) ($12,818,500)

Table 5-9: COMPO 2 TOE Unfunded Requirements

LIN COTS COTS COTS COTS COTS

NOMENCLATURE VSAT AIRTIME CAC CARD READER (TPS) DIGITAL SENDER CAC CARD MAKER (RAPIDS) ID TAG MAKER

TOTAL REQT'S 48 738 488 123 480

DELTA -48 -738 -488 -123 -480

COST OF ITEM $90,000 $73 $3,010 $16,350 $3,740

COTS UNFUNDED MAJOR EQPT REQUIREMENT

TOTAL COST ($4,320,000) ($53,874) ($1,468,880) ($2,011,050) ($1,795,200)

($9,649,004)

Table 5-10: COMPO 2 COTS Unfunded Requirements

LIN F06972 G74575 G74711

NOMENCLATURE CONVR BLT PBL DERIV EL GEN SET DSL MEP-805B GEN ST DSL MEP-803A

TOTAL REQT'S 320 2 162

DELTA -70 -1 -153

COST OF ITEM $ 8,351 $21,998 $6,979

TOTAL COST ($584,570) ($21,998) ($1,067,787)

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R16611 R68044 S33399 T60081 T49947 T49255 T95992 W98825 Z39781 Z59863 Z53098 Z00056 Z39509

RTCH RADIO SET AN/VRC-90F FOOD SANITATION CENTER TRK CGO M1078A1 LMTV TENT: LT MAINT ENCL TRK LF FK 4K W/O CAB TLR CGO HI MOB 3/4T TRAILER, WATER M149A2 AHRS PRINTER (AHRS) NAVIGATION SET: GPS RE CAISI (CBM) CAISI (CCM) GCSS-A (V2) VSAT

2 188 16 129 79 158 404 32 2209 1234 524 155 245 16 21

-2 -93 -7 -8 -33 -79 -28 -12 -2209 -1234 -179 -155 -245 -16 -21

$604,000 $7,415 $12,735 $104,626 $10,055 $23,659 $11,930 $10,842 $2,500 $1,000 $2,000 $6,000 $4,000 $5,000 $75,000
TOTAL TOE RQMNTS

($1,208,000) ($689,595) ($89,145) ($837,008) ($331,815) ($1,869,061) ($334,040) ($130,104) ($5,522,500) ($1,234,000) ($358,000) ($930,000) ($980,000) ($80,000) ($1,575,000) ($17,842,623)

Table 5-11: COMPO 3 TOE Unfunded Requirements

LIN COTS COTS COTS COTS COTS

NOMENCLATURE VSAT AIRTIME CAC CARD READER (TPS) DIGITAL SENDER CAC CARD MAKER (RAPIDS) ID TAG MAKER

TOTAL REQT'S 21 738 249 111 227

DELTA -21 -738 -249 -111 -227

COST OF ITEM $90,000 $73 $3,010 $16,350 $3,740

COTS UNFUNDED MAJOR EQPT REQUIREMENT

TOTAL COST ($1,890,000) ($53,874) ($749,490) ($1,814,850) ($848,980)

($5,357,194)

Table 5-12: COMPO 3 COTS Unfunded Requirements

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6. Resourcing
6.1. Costs

This FDU requires approximately $83 million in TOE and COTS equipment across all three components. Up front fielding and training costs are estimated at $6-10 million. These costs will cover mobile training and implementation teams, HR Systems training facilities at the AG School as well as rapid training realignments and updates. PSDR places more emphasis and workload on the top of the system as essential HR services move from bottom to the top of the system. Most importantly, the top of the system will assign Soldiers directly to the BCT/BDE level. This will require appropriate resourcing to HRC to effectively manage each BCT/BDE separately. The design will require more accessions to fill increased Company Grade positions. Placing HR professionals in the BN S1 positions in the BCT and AVN BDEs will produce an Army requirement for Captains and Lieutenants across all three components. As functions are delineated between garrison and deployable functions, it is crucial that Military Personnel Detachments (MPDs) be properly resourced to perform required tasks in support of supported population. Without proper resourcing, borrowed military manpower will be used greatly diminishing the readiness and expeditionary capabilities of the TOE units.

6.2.

Resource Methodology

Under development by Army Staff.

6.3.

Timeline

Due to the Global War on Terrorism and the current operational tempo, implementation and migration to the new structure, and processes will have to be done incrementally. In coordination with the Army G3, recommendation for implementation strategy are being developed taking into consideration the modular conversion schedule, deployment cycles, global rebasing, Expeditionary Force Packages, emerging HR information systems, and component mix.

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