Final Concept Paper 29 Aug 05

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ADJUTANT GENERAL CORPS

FDU 05-2

Human Resources Transformation

Concept PaperConcept Paper

29 August 200529 August 2005


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1. INTRODUCTION.....................................................................................................................................................3

1.1. CONCEPT OVERVIEW...........................................................................................................................................3

1.2 ASSUMPTIONS....................................................................................................................................................4

2. CONCEPT OF CHANGE........................................................................................................................................5

3. OPERATIONAL CONCEPT..................................................................................................................................7

3.1. OPERATIONAL OVERVIEW...................................................................................................................................7

3.2. HUMAN RESOURCE SUSTAINMENT CENTER.......................................................................................................8

3.3. MILITARY MAIL TERMINAL (MMT) TEAM ......................................................................................................9

3.4. THEATEROPENING R5 TEAM .........................................................................................................................10

3.5. HR COMPANY HQS.........................................................................................................................................11

3.6. HR COMPANY POSTAL PLANS & OPS TEAM .................................................................................................14

3.7 HR COMPANY R5 PLANSAND OPS TEAM ......................................................................................................15

3.8. POSTAL PLATOON ...........................................................................................................................................16

3.9. R5 PLATOON HQS ..........................................................................................................................................17

3.10. R5 TEAM ......................................................................................................................................................18

3.11. CASUALTY PLATOON HQ ............................................................................................................................19

3.12. CASUALTY LIAISON TEAM ..........................................................................................................................203.13. BCT/BDE S1 TEAMAND DISCRETE BCT/BDE S1 SECTION......................................................................21

3.14. STB S1 TEAMAND DISCRETE STB S1 SECTION.........................................................................................22

FIGURES 3-17 AND 3-18: UEX STB S1 TEAMAND UEY STB S1 TEAM.......................................23

3.15. BATTALION S1 TEAMAND DISCRETE BN S1 SECTION................................................................................24

3.16. POSTAL FLOW ..............................................................................................................................................25

3.17. R5 FLOW ......................................................................................................................................................26

3.18. CASUALTY FLOW .........................................................................................................................................27

3.19. PERSONNEL SERVICE FLOW........................................................................................................................28

4. ORGANIZATIONAL CONCEPT........................................................................................................................29

4.1. ORGANIZATIONAL OVERVIEW...........................................................................................................................29

4.2. HUMAN RESOURCE SUSTAINMENT CENTER(HRSC)........................................................................................30

4.3. MILITARY MAIL TERMINAL TEAM....................................................................................................................324.4. THEATEROPENING R5 TEAM............................................................................................................................34

4.5. HR COMPANY HEADQUARTERS........................................................................................................................36

4.6. HR COMPANY POSTAL PLANSAND OPERATIONS TEAM...................................................................................37

4.7. HR COMPANY R5 PLANSAND OPERATIONS TEAM...........................................................................................38

4.8. POSTAL PLATOON..............................................................................................................................................39

4.9. R5 PLATOON HEADQUARTERS...........................................................................................................................40

4.10. R5 TEAM..........................................................................................................................................................41

4.11. CASUALTY PLATOON HEADQUARTERS............................................................................................................42

4.12. CASUALTY LIAISON TEAM..............................................................................................................................43

4.13. BCT/BRIGADE S1 TEAMAND DISCRETE BCT/BDE S1 SECTION...................................................................44

4.14. STB S1 TEAMAND DISCRETE STB S1 SECTION............................................................................................47

4.15. BATTALION S1 TEAMAND DISCRETE BN S1 SECTION...................................................................................50

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1. Introduction

1.1. Concept Overview

This Organizational and Operational Concept Plan discusses personnel servicessupport to the Modular Army.

The United States Army has transitioned from a forward deployed force to anexpeditionary force based primarily in the Continental United States (CONUS). Itcontinues to transform to meet the security challenges of the 21st Century as the paceand proliferation of technology increases. The Army understands the need to respondmore rapidly and decisively across the full spectrum of military operations. It istransitioning from an Army based around large, powerful fixed organizations, typically aDivision, of over 15,000 soldiers to an Army designed around smaller, more selfcontained organizations, the Brigade Combat Teams (BCTs) (less than 4,000 Soldiers)and modular multifunctional Support Brigades. The multiple fixed hierarchalheadquarters transformed into functionally driven headquarters: one primary

Warfighting headquarters (UEx) and one Army Support headquarters (UEy), both jointcapable when augmented.

Personnel deployed in support of US operations are becoming more diverse militarypersonnel from all services and components, Department of Defense (DoD) civilians,contractors, non-governmental organizations and other federal, state, and localagencies and serve together in joint, inter-agency organizations. Reliable, responsive,and timely personnel services support in the operational area with in-transit visibility andlinks to and from intermediate staging bases or CONUS sustainment bases is critical tosupporting the Operational Commander and the force. The prime objective is tooptimize operational effectiveness and to facilitate enhanced support to the soldier and

deployed forces. Simultaneously, a reduction of the support footprint in the operationalarea is viewed as imperative to overall mission success.

The Armys Transformation concept indicates that units are to be organized, manned,equipped and trained to be more strategically responsive, deployable, agile, versatile,lethal, survivable, and sustainable across the full spectrum of military operations. Thisdocument describes HR capabilities and structure which achieve the intent of modularityby providing capabilities to BCT/BDE Commanders to execute essential personnelservices and strength management with organic assets while redesigning and improvingtheater-level support for postal, R5 and casualty operations. This document introducesthe mission, capabilities, structure, employment, and organizational concept of the

Human Resource Support Center (HRSC), the Reception, Replacement, Return toDuty, Rest and Recuperation and Redeployment (R5) team, platoon and companyPlans and Operations Team, the Casualty Liaison Team (CLT), the Casualty Platoon,the Postal platoon and company Plans and Operations Team, the Human Resource(HR) Company Headquarters, the Theater Opening R5 team, the Military Mail Terminal(MMT) team, and the discrete BCT/BDE and BN S1 Sections. Designed to be modular,scalable and flexible, these organizations will provide essential human resource supportto the Modular Forces. These organizations and the concepts of support have

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significant changes from the current concepts and structure, providing more effectiveand efficient support of the Modular Joint Expeditionary Army. The modular structure ofpostal, R5 and casualty support allows for the employment of the tailored, minimal forcestructure required for the unique theater. Additionally, increased network connectivitywill provide visibility of human resources and combat power as geographically dispersed

units organize for missions. Connectivity is the critical element which allows theconcept to succeed. Through the common relevant operating picture, commanders willhave total visibility of assigned or attached personnel, regardless of component.

1.2 Assumptions

The personnel structure is built for combat operations and to support the Armysmodular, joint, expeditionary, and operational concept. Active component units will bethe primary forces available during the first 30 days of an expeditionary operation. Theproposed HR structure will adapt and change to support long term sustainmentoperations. The primary focus of TOE personnel units in garrison is to train for

deployment and combat operations. Garrison personnel units (IMA) will handle allroutine, high volume, career management and life cycle tasks. With the decrease inmultiple layer processing, HRC must be adequately resourced to interface and processactions from the BCT/BDE echelon. Future S1 Sections will be fully manned andequipped to meet their mission requirements.

HR support will include all 8 critical personnel functions: Essential Personnel Services(EPS), Postal Operations Management, R5 Operations Management, Moral, Welfareand 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 (orlike PerPay System) is achieved and determination of its functionality is complete. Thebridging strategy will include manpower and finance system access for smoothtransition of functionality. The HR structure must be able to support a force of variedcomposition including personnel from other services, US governmental agencies, andmultinational forces as well as DoD civilians and contractors.

Existing automation authorizations (equipment), web based systems and availablebandwidth connectivity are not sufficient to allow SRC 12 structures to support all criticalsoldier requirements in a deployed environment. Bandwidth must be sufficient tosupport joint-expeditionary operations. This capability gap is currently having a

significant impact on all data management and support of critical personnel services.The implementation of new personnel systems such as DIMHRS cannot cause anygaps in critical personnel services; therefore, any such system must be tested, andvalidated before implementation.

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2. Concept of Change

The current structure requires multiple layers for data entry, approval and taskcompletion. The processes are tedious, time consuming and create unnecessary workthat appears to the supported population as unnecessary bureaucracy.

The current Theater, Corps, and Division Assistant Chief of Staff, G1 and SRC 12 forcestructures have inadequate equipment and manning to meet demands of continuous,sustained operations, especially when compounded by demands of geographicaldispersion, rotation of units and individuals, and the speed of media coveragecapabilities. Current workload factor and Total Army Analysis manpower models onlyaccount for the military personnel portion of the workload and do not include DoDcivilians, contractors, governmental agency employees or other supported personnel.

Additionally, Casualty Liaison Teams and personnel accountability teams (teams usedto track personnel in transit) are organized ad hoc and are not resourced. Whenneeded, these teams reduce the already limited workforce available for essential

personnel support.

The current SRC12 personnel structure is completely external from the supportedpopulation. All services are provided in area support. These external units becomeheavily entrenched in the area support mission making it difficult to unPlans andOperations Team personnel services capability to support a deployment when just aportion of the units in the area are involved. Additionally, movement of soldiers in adeployed environment to the area support service provider is problematic and reducesmission effectiveness. Extended deployment durations require that all essentialpersonnel services be available to soldiers while deployed.

The recurring challenges of competing with higher priority units for limitedcommunications infrastructure and transportation support requires significant leadershipintervention and oversight to prioritize work and prevent disruption of the flow ofinformation and personnel, which can degrade the combat readiness of supported units,as well as diminish the Armys ability to provide personnel support to soldiers.Personnel providers must have sufficient connectivity to access personnel informationnetworks and providing expert technical guidance.

Future technology enablers are not expected to save manpower beyond what hasalready been yielded. Recent deployments have shown that without the necessaryaccess, 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 similarto peacetime operations. Some of the key differences include operational hours, speedand predictability of communications, soldier movement, casualty management, SRC 12structure deployment, postal operations and manning the force.

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Shortfalls in personnel services operational support must be acknowledged andremedied. Some examples of the shortfalls are listed in the chart below.

Shortfalls toConsider

Examples/Comments

Replacement,Accounting andIntegration Operations

Capture additional workload for civilians, joint and multinationalforces, emergency leave, R&R, Return-to-Duty, reception (bothunit and individuals) and redeployment including necessarypersonnel accounting

Casualty Operations Casualty Liaison Teams required at military medical facilitiesand Mortuary Affairs Collection Points. Need for improvedinformation collection, sharing with effected units andcommanders, and reconciliation with the medical communityincluding reporting for contractors and civilians.

Postal Operations Must consider geographical dispersion and rapid movement ofunits. The volume demands increased manpower including

customer service and postal finance teams. Volume greatlyincreased by online purchasing, official mail uses, and mail forcontractors and DoD civilians. Volume of mail at theater entryrequires large scale equipment to move mail faster and moreefficiently. Large amounts of Class IX supply add to the bulk ofmail into the theater and are critical to the theater mission.

Essential Services Deployed personnel units need ability to interface directly withaction agency. Need more direct customer service mechanismfor efficiency and better time management.

Connectivity Required support enablers such as bandwidth, digital andsatellite communications and personnel system accesses are

critical to the ability to provide personnel support includingaccurate personnel accounting.

Leadership The level of technical expertise required to support morecomplex operations and systems is difficult to obtain with thedemand for a smaller support footprint. Scope and complexityof theater level missions requires an extremely highcompetency level married with a strong leader. Currentleadership growth encourages generalization instead oftechnical specialization.

Readiness Support for garrison (MPD) has prevented deployable unitsfrom preparing for wartime functions and degrades

responsiveness and readiness

The demands within the Army operational environment are changing, and therefore thesupporting organizations, SRC-12, must be adapted and become more efficient. Somesuggested modifications are in the chart below:

What is Changing Personnel Impact

Modularity BCT centric force/Units of Employment

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means major shift in workload fromSRC-12 units to BCT/BDE, majorchanges from linear processing, resultsin increases in BCT/BDE discrete TOES1 section with reduction in SRC-12

units (Personnel System DeliveryRedesign, (PSDR))Expeditionary Force Rapid, no notice and frequent rotational

deployments requiring HR servicesCONUS-based force projection Support from home base, reduced

SRC-12 structureForce Stabilization Unit Manning Soldiers will be assigned to units

longer, unit centric managementPosture of Engagement Rotational forcesFocus on Critical Core Competencies Focus on core processes and transfer

or eliminate non-core processes

enhance personnel readiness andresponsiveness. Delineate garrisonHR tasks.

Converging HR Practice and Systems Standard data, business rules andsystems across all components,standardize support for the Total Force(AC, RC, DoD civilians andcontractors), and establish commonstandard of service.

Direct, Centralized and TransactionalCustomer Service

Increase individual responsibility;radical change in workflow where

actions move directly fromindividual/commander/HR specialist toaction agency. (Bottom to the top ofthe system)

Soldier Readiness Programs Soldier readiness must be sustained atan increased level of preparedness (allcomponents must be interoperable)

3. Operational Concept

3.1. Operational OverviewStrategic, operational, and tactical strategies are continuously being updated to reflectthe challenges of the changing world. The Army is also being redesigned andrestructured to meet the challenges associated with future military contingencies andoperations. To keep pace, the Army must have human resource capabilities that arecapable of building, generating, and sustaining the force across the full spectrum ofoperations. These capabilities must not only provide support to the modular force, butto forces and organizations that are transitioning to modular force structures. This is

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critical since not all forces will undergo transition at the same time nor will enablers be inplace at the same time. While the HR structure must be developed to support allpotential future conflict, the recent lessons learned from both major combat operationsand sustainment operations during the Global War on Terrorism must be consideredand where possible and logically be incorporated into the design.

Unlike the current force, organizations and units will be restructured into two operationallevels and one tactical level. The operational levels include the Unit of Employment Y(UEy), which is equivalent to current Corps/Theater and the Unit of Employment X(UEx), which is equivalent to current Division/Corps levels of headquarters. UEs willnormally be organized, designed, and equipped to fulfill command and control functionsas the ARFOR Component and Army Service Component Commander (ASCC). Withaugmentation, the UE can also serve as Joint Force Land Component Command(JFLCC), or Joint Task Force (JTF).

At the tactical level, organizations will form Heavy Brigade Combat Teams (BCT),

Stryker BCTs and Infantry BCTs roughly equivalent to our current brigades. Frameworkfor the design will include Support Brigades of Aviation, Battlefield Surveillance, Fires,Maneuver Enhancement, and Sustainment functions.

Current and future operations will require human resource organizations that aremodular, scalable, and flexible to the maximum degree possible while supporting thetransformation of the Force. They must also have the ability to meet the requirementsfor greater strategic readiness and an increased sustainment level for Soldierpreparedness and deployments. Personnel Services Delivery Redesign (PSDR)pushes personnel service support, personnel accounting and strength reporting,readiness management, information management and system accesses to the lowest

possible level; closest to and embedded with the commander and the individual Soldier.Postal, R5, and casualty support will be structured to support the commander at theappropriate level, but concentrated at the theater-level, where the greatest requirementis located.

3.2. Human Resource Sustainment Center

Mission

To plan, integrate and sustain personnel, administrative and soldier support systems forthe Theater.

Required Capabilities

On order, deploy to the theater of operations to support the UEy with personnel supportas directed by the UEy G1. Provide oversight of all casualty reporting within the theaterof operations and provide technical support to Postal, R5 and Casualty units as well asprovide personnel guidance to G1s and S1s as needed. Requires 50% mobility.Requires capability to communicate digitally through web and voice to all personnelelements in the theater, HRC, logistical support elements and other branches of service.

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Employment

The HRSC is an existence-based organization employed when called upon by the UEyCommander based on METT-TC requirements as part of the UEy STB in Logic Region(LR) 3. Part or all of the HRSC may deploy to the theater of operations depending onthe population supported. The HRSC supports postal, R5, and personnel information

flow, but does not play a direct role in execution of the functions unless otherwisedirected by the UEy G1. The Casualty Operations Division performs the theatercasualty reporting mission, collecting all casualty reports for the theater and sending toHRC. The HRSC receives technical guidance from HRC and operating guidance fromthe UEy G1.

Tm A

Tm B

Tm A

Tm B

Tm A

Tm B

Tm A

Tm B

DIRECTOR, HRSC

2/0/1/3

Tm A

Tm B

Plans & Opns Div PASR/PRM/IM Div Cas Ops Div R5 Ops Div Postal Ops Div

O6 42H00O5 42H00

E9 42A5O

O5 42H00E8 42A5O

W5 420A

O5 42H0004 53A00

E8 42A5OE4 42A10

O5 42H00W4420A0

E8 42A5O

O5 42H00O4 42H00

E8 42A5O

O3 42B00 4J

E7 42A4O F4

E5 42A2O F5E4 42A1O F5

O4 42H00

W442OA

E7 42A4OE6 42A3O

E4 42A1O

E3 42A1O

O4 42H00

E6 42A3O

E5 42A2O (2)E4 42A1O

E3 42A1O (2)

O4 42H00E7 42A4O

E6 42A3OE5 42A2O

E4 42A1O

O4 42H00

E7 42A4OE6 42A3O

E5 42A2OE4 42A1O

UEy (ASCC/TheaterDCSPER) G1

20/7/56/83

1/1/1/3 2/0/2/4 2/0/1/31/1/1/3 2/1/2/5

1/0/3/4

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1/1/4/61/0/6/7

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1/1/7/91/0/4/5

1/0/4/5

O4 42H00

E6 42A3OE5 42A2O (2)

E4 42A1OE3 42A1O (2)

O3 42H00 4J

E7 42A4O F4

E5 42A2O F5

E4 42A1O F5

UEy STB

O4 42H00

W442OA

E7 42A4OE6 42A3O

E4 42A1O

E3 42A1O

O5 42H00 4J

O4 42H00 4JW3 420A

E8 42A5O F4E4 42A1O F5

O4 42H00W4420A

E7 42A4O

E6 42A3O

E5 42A20E5 42F20

E5 25B20E4 42A10

E4 42F10

O4 42H00W4420A

E7 42A4OE6 42A3O

E5 42A20E5 42F20

E5 25B20E4 42A10

E4 42F10

ORGANIZATIONAL DESIGN - HUMAN RESOURCES SUSTAINMENT CENTER

(HRSC)

Human Resources Redesign

Figure 3-1: Human Resource Sustainment Center (HRSC)

3.3. Military Mail Terminal (MMT) Team

Mission

To provide postal support to a Theater of Operations by coordinating, receiving andprocessing incoming mail as well as dispatching mail to CONUS.


On order, deploy with a supporting HR-Postal Company to an area of operations andestablish a Joint Military Mail Terminal in conjunction with other services or an MMT in asingle service environment. Provides integrated, accurate and timely processing of allmail arriving to the deployed theater. Requires 50% mobility of the team. Requires

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capability to communicate digitally through web and voice to postal elements and otherbranches of service.

Employment

The MMT team is an existence based organization employed in the Theater OpeningMission to establish the JMMT or MMT in Logic Region (LR) 4 with the augmentation ofan HR-Postal Company. As the Theater matures, on order, the MMT Team and theaugmenting HR-Postal Company will transition to the Theater Distribution Mission. TheMMT team receives technical guidance from MPSA and Postal Operations Division ofthe HRSC. Operational guidance and directives come from the UEy G1. The MMTdoes not have command and control over the HR-Postal Company, but does haveoverall control of the JMMT or MMT and provides all technical direction to the HR-PostalCommander operating at the JMMT or MMT. The MMT Team is located in theSustainment Brigades BTB.

POSTALSQUAD B

MMT TM HQS

POSTALSQUAD A

2/0/3/5

0/0/5/50/0/5/5

2/1/15/18

OPS SEC

0/1/2/3

O5 42H4J DIRECTOR

O4 42H4J DEP DIRECTORE9 42A TM SGME5 63X MECHE4 63X MECH

W4 420AF4 OPS CHIEFE7 42AF4 NCOICE4 42AF5 HR SPC

E6 42AF4 Pstl SupvE5 42AF5 Pstl SgtE4 42AF5 Pstl Spec

E3 42AF5 Pstl Clk (2)

E6 42AF4 Pstl SupvE5 42AF5 Pstl SgtE4 42AF5 Pstl Spec


ORGANIZATIONAL DESIGN- MILITARY MAIL TERMINAL (MMT) TEAM


Figure 3-2: Military Mail Terminal (MMT) Team

3.4. Theater Opening R5 Team

Mission

To provide R5 support to the theater of operations by coordinating and providingTheater level reception (RSOI), replacement, returns-to-duty, R&R, and redeployment.

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On order, deploy to an area of operations and establish a theater-level R5 Center withan HR-R5 Company at the Aerial Port of Debarkation (APOD) for reception,replacement, return-to-duty, R&R, and redeployment operations. Requires 100%mobility of the team. Requires capability to communicate digitally through web and

voice to R5 elements, G1 sections, logistical support elements and other branches ofservice.

Employment

The Theater Opening R5 team is an existence-based organization employed in theTheater Opening Mission to establish a Theater R5 Center in LR 4 with theaugmentation of an HR-R5 or R5-C Company. As the theater matures, on order, theTheater Opening R5 Team and the augmenting HR-R5 Company will transition to theTheater Distribution Mission. The Theater Opening R5 Team receives technicalguidance from R5 Operations Division of the HRSC. Operational guidance anddirectives come from the UEy G1. The Theater Opening R5 Team does not have

command and control over the HR-R5 Company, but does have overall control of theR5 Center and provides all technical direction to the HR-R5 Commander. The MMTTeam is located in the Sustainment Brigades BTB.

TO R5 TM HQS

2/1/1/4

3/1/6/10

OPS SEC

1/0/5/6

O5 42H DIRECTORO4 42H DEP DIRECTORW3 420A PER TECHE9 42A TM SGM

O3 42A O PS CHIEFE7 42A NCOICE7 88N TRANS NCOICE5 88N TRANS NCOE5 42F HR SGTE4 42F HR SPC


ORGANIZATIONAL DESIGN- THEATER OPENING (TO) R5 TEAM

Figure 3-2: Theater Opening R5 Team

3.5. HR Company HQs

Mission

To provide command and control and provide technical support to all assigned orattached platoons and teams. (R5, Casualty and/or Postal)

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On order, deploy to an area of operation and provide command and control for postal,R5 and/or casualty platoons with R5 and/or postal Plans and Operations Teams.Requires 50% mobility for the company. Requires capability to communicate digitallythrough web and voice to elements of attached platoons, G1 and S1 sections,

transportation and logistical elements. The company headquarters must containsufficient crew served weapons for base defense and ground convoy operations.

Employment

The HR Company Headquarters is a workload-based command and controlorganization employed with 2-6 postal, R5 or casualty platoons with either the PostalPlans and Operations Team, R5 Plans and Operations Team or both. The HRCompany can be employed in LR 2 or 3 in area support and in LR 4 to attach to a MMTteam or Theater Opening R5 team. See Figure 3-4:

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HQs, HR

COMPANY

HQSUPPORT

SEC

0/0/13/132/0/1/3

2/0/27/29

CMD SEC

CDR 04 42H

XO 02 42B

1SG E8 42A

ORGANIZATIONAL DESIGN HUMAN RESOURCES COMPANY HQ


SUP SGT E7 92Y

CHEM OPS NCO E6 74D

AUTO LOG SGT E5 92A

ARMORER E4 92Y

SIG SUP SYS SPEC E4 25U (2)

HR SGT E5 42A

SR FIRST COOK E7 92G

COOK E5 92G

COOK E4 92G(2)

COOK E3 92G(2)

12413G000

MAINTSUPPORT

SEC

0/0/13/13

MOTOR SGT E7 63X

SR MECHANIC E6 63B

LT WHL VEH MECH E5 63B (2)



PWR-GEN EQUIP REP E4 52D (2)

Figure 3-4: HR Company HQs

To support a JMMT/MMT mission or a postal-only mission the HR Company HQ wouldreceive only postal platoons and a postal Plans and Operations Team. See Figure 3-5.

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Figure 3-5: Example of HR-Postal Company

To support a Theater R5 Center an HR Company HQ may only receive R5 platoons andan R5 Plans and Operations Team. See Figure 3-6.

Figure 3-6: Example of HR-R5 Company

The casualty reporting mission in the theater might only generate one casualty platoon(3-6 Casualty Liaison Teams) for the entire theater. The HR Company supporting theR5 Center may have a casualty platoon in addition to its R5 platoons and R5 Plans andOperations Team. See Figure 3-7.

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HQs, HR

COMPANY

(POSTAL)

HQSUPPORT

SEC

0/0/15/152/0/1/3

3/1/22/26

CMDSEC POSTAL

PLT

CDR 04 42H

XO 02 42B

1SG E8 42A

Postal Plans/

Ops Team

POSTAL

PLANS &

OPERATIONS

1/1/1/3

TM LDR O3 42B4J

PER TECH W3 420A5

NCOIC E6 42AF4

POSTAL

DIRECTORY

NCOIC E5 42AF4

HR SPC E 4 42AF5 (2)

HR SPC E3 42AF5 (2)

0/0/5/5

SRC: 124X9L000HR COMPANY HQS

(POSTAL)

SUP SGT E7 92Y

CHEM OPS NCO E6 74D

AUTO LOG SGT E5 92A

LT WHEEL VEC MECH E4 63B

ARMORER E4 92Y

PWR-GEN EQUIP REP E4 52D

SIG SUP SYS SPEC E4 25U

SYS SPEC E4 25B

HR SGT E5 42A


COOK E5 92G

COOK E4 92G (2)

COOK E3 92G (2)

HQs, HR

COMPANY(R5)

HQSUPPORT

SEC

2/0/1/3

3/1/23/27

CMD SEC

CDR 04 42HXO 02 42B

1SG E8 42A


(R5)

R5 PLT

R5 Plans/

Ops Team

R5 PLANS &OPS

SEC

1/1/7/9

DATAINTERTM

SUP SGT E7 92Y

CHEMOPSNCO E6 74DAUTO LOG SGT E5 92A

LTWHEEL VECMECH E463B

ARMORER E4 92Y

PWR-GEN EQUIP REP E452D

SIGSUPSYSSPEC E425U

SYS SPEC E4 25B

HRSGT E5 42A

SRFIRSTCOOK E7 92G

COOK E5 92G

COOK E4 92G(2)

COOK E3 92G(2)

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Figure 3-7: Example of HR-R5C Company

In a smaller deployment or at the UEx level in LR 2, the population supported may onlywarrant 1 R5 platoon or even just 1 R5 team (no R5 Plans and Operations Team until atleast 1 R5 platoon) along with several postal platoons. This would warrant a postalPlans and Operations Team and if there was an R5 platoon, there would also be an R5Plans and Operations Team. See Figure 3-8.

Figure 3-8: Example of HR-Postal/R5 Company

3.6. HR Company Postal Plans & OPS Team

Mission

To provide the HR Company with both long and short term postal planning, operationalmanagement, technical support and directory services when postal platoons areattached to the company to facilitate the HR (Postal) Companys ability to execute itsspecific tasks.

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R5 Plug


(R5)

HQs,HRCOMPANY

(R5)

HQSUPPORT

SEC

2/0/1/3

3/1/23/27

CMD SEC CasualtyPLT

CDR 0442H

XO 02 42B

1S G E 842A

R5PLT

R5PLANS & OPSSEC

1/1/7/9

DATAINTER

TM

SUP SGT E7 92YCHEMOPS NCO E6 74DAUTOLOG SGT E5 92ALT WHEEL VEC MECH E4 63BARMORER E4 92YPWR-GEN EQUIP REP E4 52D

SIG SUP SYSSPEC E4 25USYS SPEC E4 25BHR SGT E5 42ASR FIRST COOK E7 92G

COOK E5 92GCOOK E4 92G (2)COOK E3 92G (2)

0/0/15/15


(POSTAL/R5)

HQs,HRCOMPANY

(POSTAL/R5)

HQSUPPORT

SEC

2/0/1/3

4/2/29/35

CMD SEC

POSTALPLT

R5PLT

Postal Plug

POSTALPLANS &

OPERATIONS

1/1/1/3

POSTALDIRECTORY

0/0/5/5

R5 Plug

R5PLANS & OPSSEC

1/1/7/9

DATAINTERTM

0/0/15/15


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On order, deploy as part of an HR company with postal platoons to the area ofoperation and provide postal staff support and directory service. Requires 50% mobilityfor the Plans and Operations Team. Requires capability to communicate digitallythrough web and voice to elements of attached platoons, HR Company, G1 and S1

sections, transportation and logistics elements.

Employment

The Postal Plans & OPS Team is a workload based organization employed with an HRCompany when one or more postal platoons are present and can be employedanywhere an HR Company is employed.

54

POSTAL

PLANS &

OPERATIONS

1/1/1/3

TM LDR O3 42B4J

PER TECH W3 420A5

NCOIC E6 42AF4

POSTAL

DIRECTORY

NCOIC E5 42AF4

HR SPC E4 42AF5 (2)

HR SPC E3 42AF5 (2)

0/0/5/5

ORGANIZATIONAL DESIGN HR CO POSTAL PLANS AND OPERATIONS TEAM


1/1/6/812567GC00

Figure 3-9: HR Company Postal Plans & OPS Team

3.7 HR Company R5 Plans and OPS Team

Mission

To provide the HR Company with both long and short term R5 planning, technical

support, operational management and data integration when R5 platoons are attachedto the company to facilitate the HR (R5) Companys ability to execute its specific R5tasks..


On order, deploy as part of an HR company with R5 platoons to provide R5 staffsupport and data integration. Requires 50% mobility for the Plans and Operations

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Team. Requires capability to communicate digitally through web and voice to elementsof attached platoons and teams, HR Company, G1/S1 sections, transportation andlogistical elements.

Employment

The R5 Plans & OPS Team is a workload based organization employed with an HRCompany when one ore more R5 platoons are present and can be employed anywherean HR Company is employed.

56

ORGANIZATIONAL DESIGN HR CO R5 PLANS AND OPERATIONS TEAM


R5 PLANS & OPS

HR OFF O3 42B

NCOIC E7 42A

TRANS NCO E6 88N

HR SGT E5 42A

HR SPC E4 42A

DATA INTERTM

HR WO W2 420A

HR SGT E5 42F

HR SPC E4 42F

HR SPC E4 42A

1/1/7/9

1/0/4/5

0/1/3/4

12567GD00

Figure 3-10: HR Company R5 Plans & OPS Team

3.8. Postal Platoon

Mission

To provide postal support to all individuals and units in an assigned area.

Required CapabilitiesOn order, deploy to the theater of operations and provide modular, scalable and flexiblepostal support including postal finance, services, and operation support to UEy, UExand BCT size areas in increments up to 6,000 personnel and mobile postal services atlower levels as needed. Provides postal operation support to include special servicesrequired for redirect, retrograde, casualty and EPW mail. It also includes processingincoming bulk mail and coordinates mail transportation to forward platoons. Processesoutgoing mail to CONUS. Requires 100% mobility of the platoon. Supplemental

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transportation is required for oversized equipment. Requires capability to communicatedigitally through web and voice to HR Company headquarters, logistical supportelements and G1/S1 sections of units in the assigned area. The postal platoon mustcontain sufficient crew served weapons for base defense and ground convoyoperations.

Employment

The Postal Platoon is a workload based organization employed in area support of up to6,000 personnel in LR 1-4. The postal platoon at LR 4 will largely perform operationalfunctions while postal platoons in LR 2 will primarily perform service and financemissions. While the supported population may be in LR 1, operationally most postaloperations will occur in LR 2-4 in the sustainment bases. All platoons are capable ofhandling both types of missions and operating in any of the Logic regions in areasupport. The postal platoons are all linked by a single mission to move the mail withinthe theater and back to CONUS. The postal platoons rely on the HR Company HQ witha Postal Plans and Operations Team for all guidance and technical supervision.

58

HQs SECTION

POSTAL

PLATOON

POSTAL

SQUAD A1/0/1/2 0/0/8/8

POSTAL

SQUAD B0/0/8/8

POSTAL

FINANCE

SECTION0/0/3/3

E6 42AF4 Pstl Supv

E5 42AF5 Pstl Sgt

E4 42AF5 PstlSpec (3)

E3 42AF5 PstlClk (3)

O2 42B4J Platoon Ldr

E7 4 2AF5 Platoon Sgt

E5 42AF5 Pstl Sgt

E4 42AF5 Pstl Spec

E3 42AF5 Pstl Clk

E6 42AF4 Pstl Supv

E5 42AF5 Pstl Sgt

E4 42AF5 PstlSpec (3)


ORGANIZATIONAL DESIGN - POSTAL PLATOON


1/0/20/21 12567GE00

Figure 3-11: Postal Platoon

3.9. R5 Platoon HQs

Mission

To provide command and control to R5 teams.

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On order, deploy to an area of operations and provide command and control as well astechnical support to R5 teams. Requires 100% mobility of the platoon headquarters.Requires capability to communicate digitally through web and voice to R5 teams, HRCompany headquarters, logistical support elements and G1/S1 sections of units in the

assigned area.

Employment

The R5 Platoon HQ is a workload based command and control organization employedin support of 2-3 R5 teams in LR 2-4. The R5 platoons will largely be employed eitherat the APOD in support of the Theater R5 Center or in the UEx sustainment areapreparing UEx personnel for onward movement to and from the APOD. As a theaterbecomes more established and additional APODs are opened, R5 teams or platoonswill be dispersed to cover all entry points into the theater for accurate personnelaccountability. The R5 platoon headquarters relies on the HR Company HQ with an R5Plans and Operations Team for all guidance and support.

R5 PLATOON

O2 42B Platoon Ldr

E7 42A Platoon SgtE5 88N Trans Mgmt NCO

E4 88N Trans Mgmt Coord

E4 92Y Supply SPC (2)

E5 42A HR SGT

E4 42F HR SPC

HQs

SECTEAM

1/0/7/8

1/0/7/8

ORGANIZATIONAL DESIGN - R5 PLATOON HQs


Figure 3-12: R5 Platoon HQs

3.10. R5 Team

Mission

To provide reception and replacement support including accurate personnelaccountability of transient personnel and coordination of movement for reception,replacements, returns-to-duty, R&R, and redeployment.

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On order, deploy to an area of operations and provide support for reception,replacement, returns-to-duty, R&R, and redeployment for up to 125 people daily.Requires 100% mobility of the team. Requires capability to communicate digitallythrough web and voice to R5 platoon headquarters, logistical support elements and

G1/S1 sections of units in the assigned area.

Employment

The R5 team is a workload based organization primarily employed in LR 2 or 4 as partof an R5 platoon to support up to 125 transient personnel per day. R5 teams rely ontheir platoon headquarters for all guidance. When necessary due to geographicaldispersion, R5 teams can use the HR Ops cell to assist in coordination andcommunication with the platoon headquarters or other necessary elements.

E6 42A HR SGT

E5 42A HR SGT

E4 42A HR SPC (4)

R5 TEAM

0/0/6/6

0/0/6/6

ORGANIZATIONAL DESIGN - R5 TEAM


Figure 3-13: R5 Team

3.11. Casualty Platoon HQ

Mission

To provide command and control to casualty liaison teams.


On order, deploy to the area of operations and provide command and control toCasualty Liaison Team (CLT). Requires 100% mobility of the platoon headquarters.

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Requires capability to communicate digitally through web and voice to CLTs, HRCompany headquarters, logistical support elements and units where CLTs are attached.

Employment

The Casualty Platoon HQ is a workload-based command and control organization

employed in support of 3-6 CLTs and will be attached to the Casualty OperationsDivision of the HRSC. This employment allows the command and control element toalign with the technical element to better support the CLTs and UEy Commander withaccurate and timely casualty information collection. The Casualty Platoon leader stillrelies on the HR Company for administrative guidance, but due to geographicdispersion, relies on the unit supporting the HRSC for daily life support.

CASUALTYPLATOON

PLT LDR O2 42BPSG E7 42A

HQsSEC

1/0/1/2

CASUALTYLIAISON TM

1/0/1/2

ORGANIZATIONAL DESIGN CASUALTY PLATOON HQ


Figure 3-14: Casualty Platoon HQs

3.12. Casualty Liaison Team

Mission

To provide accurate casualty information (reporting and tracking) at medical facilities,mortuary affairs collection points and higher headquarters as well as facilitate real-time

casualty information for commanders. Assist in management of casualty operations asneeded based on location.


On order, deploy to an area of operations and establish Casualty Liaison Teams atCombat Surgical Hospitals (CSH), UEy Mortuary Affairs Collection Points (SRC10548FD00), as well as UEx G1 and HRSC Casualty Operations Division to obtainaccurate and timely casualty information and assist with casualty operations

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management as necessary. Requires 100% mobility of the team. Requires capabilityto communicate digitally through web and voice to HRSC, Casualty platoonheadquarters and S1/G1 sections of units in the assigned area.

Employment

The Casualty Liaison Teams is existence based organization employed in LR 2 and 3 tosupport CSHs, Mortuary Affairs Collection Points, UEx headquarters and the HRSCCasualty Operations Division. A CLT and the Casualty Platoon headquarters are co-located with the Casualty Operations Division at the HRSC. The HRSC CasualtyOperations Division provides technical and administrative guidance to the CLTs. TheCLTs rely on the units they are attached to for daily life support.

TEAM CHIEF E5 42B

HR SGT E4 42A (2)

HR SPC E3 42A (2)

0/0/5/5

CASUALTYLIAISON TM

ORGANIZATIONAL DESIGN CASUALTY LIAISON TEAM


Figure 3-15: Casualty Liaison Team

3.13. BCT/BDE S1 Team and Discrete BCT/BDE S1 Section

Mission

To provide EPS, PASR, PRM, PIM, Casualty Information Management, and Military Paycustomer service to the BCT/BDE as directed by the BCT/BDE Commander anddefined by the UEx and UEy G1 and Army policy.


On order, deploy to a designated area and provide EPS, PASR, PIM, CasualtyInformation Management, and Military Pay customer service. Requires 100% mobility.Requires capability to communicate digitally through web and voice to HR companies,Casualty Liaison Teams, CONUS personnel and finance organizations, other S1

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sections and the UEx and UEy G1. Requires access to personnel and finance systemsas well as necessary equipment to produce CAC Cards and ID Tags. Provide MWRsupport as necessary in the BCT/BDE battlespace.

Employment

The BCT/BDE S1 Team is an existence based structure and part of the discrete S1Section. The Discrete BCT/BDE S1 Section is an existence based structure and isemployed with the BCT to provide EPS, PASR, PRM, PIM, Casualty InformationManagement and military pay customer service as well as provide policy, procedureand training information and oversight to the BN S1 Sections within the BCT/BDE. TheS1 Section has all the necessary system accesses and permissions to enter data to orreceive data from the top of the HR system without intermediate steps at the UEx andUEy G1.

Figure 3-16: BCT/BDE S1 Team

3.14. STB S1 Team and Discrete STB S1 Section

Mission

To provide EPS, PASR, PRM, PIM, Casualty Information Management, and Military Paycustomer service to the population supported by the STB as directed by the STBCommander and defined by the UEx and UEy G1 and Army policy.

ORGANIZATIONAL DESIGN BCT/BDE S-1 SECTION


BCT/BDES-1 TEAM

1/0/6/7

O4 43A S1W2 420A PER TECHE7 42A SR HR SGTE6 42A HR NCOE5 42A HR NCOE4 42A HR SPC (2)

1/1/5/7

EXISTINGMODULAR

BCT/BDE S-1

BCT/BDE S-1

2/1/11/14

+ =

O2 42BE8 42AE5 42AE5 42FE5/4 44CE4 42AE4 42F

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On order, deploy to a designated area and provide EPS, PASR, PIM, CasualtyInformation Management, and Military Pay customer service. Requires 100% mobility.Requires capability to communicate digitally through web and voice to HR companies,Casualty Liaison Teams, CONUS personnel and finance organizations, other S1

sections and the UEx and UEy G1. Requires access to personnel and finance systemsas well as necessary equipment to produce CAC Cards and ID Tags.

Employment

The STB S1 Team is an existence based structure and part of the discrete STB S1Section. The Discrete STB S1 Section is an existence based structure and is employedwith the UEx and UEy to provide EPS, PASR, PRM, PIM, Casualty InformationManagement and military pay customer service as well as provide policy and procedureinformation to the supported population. The S1 Section has all the necessary systemaccesses and permissions to enter data to or receive data from the top of the HRsystem without intermediate steps at the UEx and UEy G1.

Figures 3-17 and 3-18: UEx STB S1 Team and UEy STB S1 Team


ORGANIZATIONAL DESIGN STB (UEy/x) S-1 SECTION

STB S-1UEx

1/1/11/13

O3 42B S1W3 420A PER TECHE7 42A SR HR SGTE6 42A HR NCO (2)E5 42A HR NCO (2)E5 42F HR NCOE5/4 44C FI SPCE4 42A HR SPCE4 27D LEGAL SPCE3 42A HR SPCE3 42L MAIL CLERK

2/1/11/14

O3 42B S1O2 42B STR MGRW4 420A PER TECHE7 42A Sr HR SGTE6 42A HR NCO (2)E5 42A HR NCO (2)E5 42F HR NCOE5/4 44C FI SPCE4 42A HR SPCE4 27D LEGAL SPCE3 42A HR SPCE3 42L MAIL CLERK

STB S-1UEy

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3.15. Battalion S1 Team and Discrete BN S1 Section

Mission

To provide EPS, PASR, and PRM to the battalion as directed by the BN Commanderand defined by the BCT/BDE S1 and Army policy.


On order, deploy to a designated area and provide EPS, PASR, and PRM inconjunction with the BCT/BDE S1 section. Requires 100% mobility. Requires capabilityto communicate digitally through web and voice to HR companies, Casualty LiaisonTeams, CONUS personnel organizations, other BN S1 sections and the BCT S1.

Employment

The Battalion S1 team is an existence based structure and part of the discrete BN S1Section. The Discrete Battalion S1 Section is an existence based structure employedwith the BN to provide EPS, PASR, and PRM. The BN S1 has some access directly to

top of the system organizations and some functions require coordination and approvalat the BCT/BDE S1 before input to top of the HR system.

Figure 3-19: BN S1 Team

BN S-1TEAM


ORGANIZATIONAL DESIGN BN S-1 SECTION

E5 42AE3 42A

0/0/2/2

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3.16. Postal Flow

Mail arrives to the theater to the APOD where it is received and broken down at theJoint Military Mail Terminal (JMMT) or MMT, led by the Army Component MMT teamwith an augmenting HR-Postal Company and 2 or more postal platoons based onsupported population. The mail is broken down by 9 digit zip code and moved primarily

by 20 foot containers or 463L pallets from LR 4 to sustainment brigades in the UEy orUEx battle space in LR 2 or 3. There, the postal platoons and HR Companyheadquarters assigned for area support based on supported population, break down thebagged mail and parcels for units to collect. The forward companies and platoons alsoperform mail services, postal finance missions and act as mobile postal teams movingforward to support geographically separate units. The units handle retrograde andredirected mail, moving it back to the JMMT or MMT by 20 foot containers or 463Lpallets for movement CONUS. Casualty mail is handled in LR 3 and 4 for movement tothe medical facilities or back to JMMT and CONUS. All necessary statistics, guidanceon mail, policy, and operational movement comes from the Postal OperationsDirectorate of HRSC. The HR Ops Cell assists with coordination for mail movement

and security as well as assists in making sure personnel data from the supported G1s isshared with the HR Postal Companies to ensure up-to-date alignment with zip codesand unit

numbers. See Figure 3-6.

25

XX X

XX

XX

LR 3(UEy)

Postal Flow in the TheaterPostal Flow in the Theater

LR 1(Mnvr Area)

LR 2(UEx)

LR 4(PORTS)

XXXXX

- Existence -Workload

HRSustainment

Center

(12689G000)

PREDECISIONAL

HR Ops Cell(Postal Ops)

Sustainment BDE

Postal Plt

HR Ops Cell(Postal Ops)

Sustainment BDE

CONUS

JMMT or MMT*

Postal OpsDivision

HR CO (POSTAL)

MMT Tm

Postal Plt

Postal Plt

Hospitals

- Mail Flow - Support

HR CO (POSTAL)

HR CO (POSTAL)

* Army ComponentPostal Plt

Postal Plt

Supports population from

Sustainment Base


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Figure 3-20: Postal Flow

3.17. R5 FlowThe Theater Opening R5 Team establishes the R5 Center at the APOD with attachedHR-R5 (R5-C) Company with R5 platoon headquarters and teams based on projectedflow rates. The Theater Opening R5 Team receives and processes all units (Reception,Staging, Onward Movement and Integration, (RSOI) arriving to the theater of operationsand coordinates onward movement of the units to their designated areas of operationthrough coordination with the unit S1s and the TSC. Individual replacements flow in asimilar manner from the R5 Center to the BCT/BDE S1 of the unit assigned. TheTheater Opening R5 team and supporting HR R-5 Company coordinate all onwardmovement, logistical support and personnel tracking of units and individualreplacements. As the theater matures, other ports of entry may be established requiring

R5 support at more than one location. The size of this R5 element will be based on theprojected flow. During sustainment, the R&R program requires intense coordination toensure proper accountability and movement control. Soldiers on R&R will move withcoordination from the BCT/BDE S1 to an R5 platoon or team at the UEx level in LR2based on daily personnel flow. The R5 team will ensure accountability and necessaryprocessing is done for follow-on travel to the R5 Center or to in-theater R&R programs.

At the R5 center the Soldiers on R&R are briefed, processed and manifested for R&Rtravel. Upon return from R&R, the R5 Center processes and moves soldiers back intothe theater through the UEx level R5 element to the unit. Return-to-Duty Soldiers willreturn from theater-based hospital or military medical treatment facilities to the TheaterR5 Center, UEx level R5 element, or directly to the unit based on the location of the

medical facility. The R5 element will coordinate with the CLTs for movement back tothe units through the BCT/BDE S1. Upon completion of a rotation or the end of theateroperations, the Theater Opening R5 team will coordinate onward movement with otherservices, coordinate logistical support and properly account for individuals and units asthey leave the theater. The R5 Operations Division of the HRSC provides technicalguidance and theater policy information to the Theater Opening R5 and HR-R5Companies on all R5 matters. The Sustainment Brigade HR Ops Cell assists the

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forward R5 elements with coordinating logistical needs from assets within theSustainment Brigade. See Figure 3-7.

Figure 3-21: R5 Flow

3.18. Casualty Flow

When a casualty occurs, the unit reporting the casualty generates a DD Form1155/1156 which flows to the BCT/BDE S1. The Casualty Report using the DefenseCasualty Information Processing System Forward (DCIPS-FWD) comes from theBCT/BDE S1 and/or the Casualty Liaison Teams located at the CSHs and Mortuary

Affairs Collection Points. The reports are digitally sent to the Casualty OperationsDivision of the HRSC using DCIPS-FWD. The reports are verified through the medicalor mortuary affairs systems and the Casualty Operations Division sends the report toHRC. Simultaneously to the formal casualty reporting process, CLTs provide any statuschanges back to the effected unit and its headquarters. Supplemental reports are doneeach time status or location changes. CLTs update patient tracking data in eMILPOand perform duty status changes when necessary. The CLT located at the UEx G1

provides the UEx G1 with a link to the CLTs and the Casualty Operations Centerkeeping the commander informed of all casualty information, updates and statistics.The Casualty Operations Division of HRSC (with augmenting Casualty Platoon HQ andCLT) provides the UEy G1 with the necessary casualty information to keep the UEyCommander informed. The HR-R5C Company is not involved in the casualty reporting.The HR-R5C Company simply provides administrative oversight of the casualtyplatoons and their assets. See Figure 3-8.

27

XX X

XX

XX

LR 3

(UEy)

R5 Flow in the TheaterR5 Flow in the Theater

LR 1

(Mnvr Area)

LR 2

(UEx)

LR 4

(PORTS)

XXXXX


-Workload C2

HRSustainment

Center

PREDECISIONAL

HRC

R5 PLT HQ

R5 Teams

BCT/BDE S1

HR CO

(R5-C)

CONUS(CRC)

BCT/BDE S1

Guidance/Info

Replacement

Return to Duty

R&R

Unit Reception (RSOI)

Redeployment

Hospitals

As Needed based on M ETT-TC

R5 PLT HQ

R5 Teams (2-3)

TO R5 Tm

R5 Center*R5 OpsDivision

HR CO

(R5/POSTAL)

HR Ops CellSustainment BDE

HR Ops CellSustainment BDE

* Capable of servicing all

services, DoD civilians,

contractors and multi-

national troops


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Figure 3-22: Casualty Information Flow

3.19. Personnel Service Flow

Personnel Services Delivery Redesign pushes permissions and accesses to theBCT/BDE S1 level (and to some degree the battalion) to enable them to interfacedirectly with the Top of the System HR Units and remove the multiple layers of

hierarchy. Actions such as promotions, awards, management actions and evaluationscan go directly from the BCT/BDE or STB to HRC for active component, the RRC forthe Army Reserve and the respective states JSTARC for the National Guard. Allstrength management actions (replacement, reassignment, reclassification, etc) can godirectly to the BCT/BDE/STB from the top of the system and vice versa. Informationflow, command guidance, policy changes and training assistance will continue to flowfrom the UEx and UEy G1 Sections to the BCT/BDE, STB and BN S1 Sections. TheUEx and UEy G1 will also interact with top of the system organizations to ensure theUEx and UEy Commanders operational needs are met and any overarching commandissues are resolved. The HRSC provides information and analysis as needed to theUEy G1 and they receive Army level guidance that affects the theater from the top of

the system. The HRSC is the theater proponent for information management and willwork with both top of the system and G1/S1 Sections in the theater to ensure properaccess, permissions, and data clarity during all phases of the deployment.

28

XX X

XX

XX

LR 3(UEy)

Casualty Information Flow in the TheaterCasualty Information Flow in the Theater

LR 1(Mnvr Area)

LR 2(UEx)

LR 4(PORTS)

XXXXX


-Workload C2

HRSustainment

Center)

PREDECISIONAL

HRC

CLT

CSH

CSH

FST

MA CP

CLT

DD Form 1155/1156Casual ReportVerification

SupplementalReports/Updates

BCT S-1UEx G-1UEy G-1

CAS OPS DIV

BN S-1

CLT

HR Co (R5-C)

CASUALTY PLT

CLT

MA CP

CLT

CLT


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Figure 3-23: Personnel Services Flow

4. Organizational Concept

4.1. Organizational Overview

Principle organizational design considerations include the Expeditionary Force conceptsof modular, scalable, flexible organization capable of providing responsive, sustainedsupport across the full spectrum of military operations with the minimum but effectivenumber of personnel located within the battle-space based on the unique requirementsof the battle-space. The organization must be able to transition quickly during differentphases of an operation and be fully functional in the Army Force and Joint, Inter-agency, Inter-governmental, Multinational (JIIM) environments.

The discrete TOE BCT/BDE S1 is the basic building block within this organizationalconcept. The Personnel Services Delivery Redesign (PSDR) empowers commandersto care for Soldiers with organic HR professionals. The design migrates tasks from

existing SRC-12 structure to S1s decreasing the layering of current HR organizationalstructure. This design supports the Chief of Staff of the Armys concept of modular,expeditionary BCTs which easily Plans and Operations Team into joint and theaterstructure. The design recognizes changes in technology enabling more timely andeffective delivery of personnel services allowing for the direct interface from initiator todecision maker.

29

XX X

XX

XX

LR 3(UEy)

Personnel Service Flow in the TheaterPersonnel Service Flow in the Theater

LR 1(Mnvr Area)

LR 2(UEx)

LR 4(PORTS)


-Workload C2

HRSustainment

Center

PREDECISIONAL

BCT/BDE S1

STB S1

UEy G1

UEx G1

BN S1

STB S1

Army ReserveRRC

Information/GuidanceInput/Output

J-STARC

HRC

XXXXX

Top of the System

HR Units


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This Human Resource organizational design is intended to support the modular forcebut leave high volume, inherently garrison missions to TDA HR sections. The PSDRconcept gives the commander direct access and support from human resourcefunctional experts throughout the course of a deployment. Postal, Casualty and R5structural design allows for area support primarily focused at the theater level that is

flexible, modular and tailored to support an area of responsibility during the entiredeployment life cycle.

4.2. Human Resource Sustainment Center (HRSC)

The HRSC is an existence based, multifunctional, and modular organization thatintegrates human resource support throughout the theater as defined by the UEyCommander through the G1. The HRSC provides technical support to the HR units andprofessionals in the UEy area of operations. The HRSCs flexible, modular and scalabledesign increases the commanders ability to tailor human resource support based upon

the number of soldiers supported and METT-TC.

The HRSC consists of a Director, HRSC, Plans and Operations Division, PASR/PRM/IMDivision, Casualty Operations Division, R5 Operations Division, and Postal OperationsDivision. See Figure 3-1.

General Functions of the HRSC include providing technical leadership and guidance toHR Companies and S1 sections in the area of operations, coordinating postal, casualtyand R5 unit placement and geographical dispersion; ensuring connectivity and resourcesupport for postal, R5 and casualty units; and integrating personnel data whennecessary.

The Plans and Operations Division of the HRSC assists the UEy G1 as neededmanaging current operational requirements and planning both long and short range forpersonnel management missions across the theater. The Division develops andmaintains internal plans and policies for training. The Plans and Operations Divisionmanages internal deployment plans, physical security and contingency operations aswell as assists the HRSC Chief and UEy G1 with internal mission support, planningexecuting support operations and coordinating operational security.

The PASR/PRM/IM Division provides the UEy G1 with all the theater readinessanalysis, personnel accounting and strength reporting and information management.

The division will focus on assessing unit readiness and identifying critical personnelrequirements. The strength reports from the theater are collected, analyzed andreported to the UEy G1. Analyze and provide projected readiness status allowing theG1 and the Commander to assess combat capability and support intelligence andlogistical preparation on the battlefield. The division ensures the R5 Division has allnecessary strength reports to implement appropriate replacement priorities based onguidance from the UEy G1 and the UEy Commander. The divisions InformationManagement duties include providing management of the theater databases (currently

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DTAS/eMILPO in the future DIMHRS). The division manages the theater hierarchy andmakes adjustments as the G3 updates and modifies task organization. The division isresponsible for synchronizing data and providing real-time information to all otherdivisions in the HRSC as well as the UEy G1. The division assists units in the theaterwith establishment of the theater database and any error resolution needed throughout

the operations. The division provides assistance and training as needed to units in thetheater on PASR, PRM, and PIM.

The Casualty Operations Division will oversee all casualty reporting in a theater ofoperations. The Casualty Operations Division will collect casualty reports from the BCTS1s and the Casualty Liaison Teams and submit to HRC as well as maintain andprovide casualty data and briefings for the UEy G1. The division must coordinate withG4 on all mortuary affairs issues including research needed to identify remains ordetermine the disposition of remains. The division assists with validating casualty mailinformation. 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 operationaloversight of the R5 operations in the theater. The division coordinates with various staffelements for deployment and redeployment plans and interfaces with Air Forceelements for movement requirements and scheduling. The division interfaces with thePASR/PRM Division for the UEy G1s guidance on replacement priorities and alsoensures the CONUS Replacement Centers are following theater replacement guidance.The R5 Operations Division develops the theater R&R Policy and implementation planbased on UEy G1 and Commanders guidance. The division does all analysis on R&Rpolicies 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 Divisioncontinues to coordinate with CONUS APODs and Air Force planners concerningpersonnel flow. The division also develops Return to Duty policies and proceduresbased on UEy Commanders guidance in conjunction with theater surgeon. Thedivision continuously maintains, analyzes and reports Reception, Replacement, Returnto Duty, R&R, and Redeployment statistics to the UEy G1. The R5 Operations Divisionprovides technical support to the Theater Opening R5 Team and all R5 elements in thetheater.

The Postal Operations Division (POD) will provide technical oversight and compliancesupport to all postal units in the theater including the MMT Team. The POD is capableof deploying a portion of the division to assist in theater opening or to performinspections during sustainment. The POD assists with theater locator and directoryservice. The POD, with guidance from the UEy G1, establishes theater postal policyand assists with execution of EPW mail. The Postal Operations Directorate ensuresappropriate Military Postal Services resources for postal responsibilities in the theateras requested by the UEy or JFLCC Commander.

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The HRSC receives technical guidance from HRC and receives all employment andcommand guidance from the UEy commander through the G1. The HRSC assumesorganizational responsibility for training certification and readiness of the HRCompanies (with corresponding Plans and Operations Teams and platoons), MMTTeam, and the Theater Opening R5 Team in conjunction with the UEy G1. The HRSC

receives life support from the UEy STB.

Figure 4-3: HRSC

4.3. Military Mail Terminal Team

The Military Mail Terminal (MMT) Team is an existence based organization in theSustainment Brigade with Theater Opening mission. It establishes and runs the ArmyComponent of a Joint Military Mail Terminal with the manpower support of an HR-PostalCompany at the Aerial Port of Debarkation (APOD).

The modular structure is the direct link to other services for postal support. The MMTteam provides specialized postal expertise and experience and limited augmentationmanpower. The modular structure allows the commander to add the necessary level ofseniority and experience appropriate for a joint theater level mission as well asconsolidates the necessary specialty equipment to do this bulk mission. The mainfunction of this team is to process incoming mail as well as dispatch mail to CONUS atthe APOD.

32

Tm A

Tm B

Tm A

Tm B

Tm A

Tm B

Tm A

Tm B

DIRECTOR,

HRSC2/0/1/3

Tm A

Tm B

Plans & Opns Div PASR/PRM/IM Div Cas Ops Div R5 Ops Div Postal Ops Div

O6 42H00O5 42H00

E9 42A5O

O5 42H00

E8 42A5OW5 420A

O5 42H00

04 53A00E8 42A5O

E4 42A10

O5 42H00

W4 420A0

E842A5O

O542H00

O442H00

E842A5O

O3 42B00 4JE7 42A4O F4E5 42A2O F5

E4 42A1O F5

O442H00W4 42OAE742A4O

E642A3O

E442A1OE342A1O

O4 42H00E642A3OE542A2O (2)

E442A1O

E342A1O (2)

O4 42H00E7 42A4OE6 42A3O

E5 42A2OE4 42A1O

O4 42H00E7 42A4OE6 42A3OE5 42A2O

E4 42A1O

UEy (ASCC/TheaterDCSPER) G1

20/7/56/83

1/1/1/3 2/0/2/4 2/0/1/31/1/1/3 2/1/2/5

1/0/3/4

1/0/3/4

1/1/4/6

1/1/4/61/0/6/7

1/0/6/7

1/1/7/9

1/1/7/91/0/4/5

1/0/4/5

ORGANIZATIONAL DESIGN - HUMAN RESOURCES SUSTAINMENT CENTER (HRSC)

O442H00E642A3O

E542A2O (2)E442A1OE342A1O (2)

O3 42H00 4J

E7 42A4O F4E5 42A2O F5

E4 42A1O F5

UEy STB

O4 42H00

W4 42OAE7 42A4O

E6 42A3OE4 42A1O

E3 42A1O

O5 42H00 4JO4 42H00 4JW3 420AE8 42A5O F4

E4 42A1O F5

O4 42H00W4 420A

E7 42A4O

E6 42A3OE5 42A20

E5 42F20E5 25B20

E4 42A10E4 42F10

O4 42H00

W4 420A

E7 42A4OE6 42A3OE5 42A20

E5 42F20

E5 25B20E4 42A10

E4 42F10

CLT PLTHQs



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The MMT team consists of a headquarters section, operations section, and 2 postalsquads. See Figure 4-2. The headquarters section consists of a Director, DeputyDirector, and Team Sergeant Major as well as 2 vehicle mechanics. The Directorbecomes the senior Army leader in the JMMT for all technical matters. Theheadquarters section provides a direct link with other services for operating space at the

terminal, flight schedules and ground transportation of mail. The headquarters sectionalso provides a single theater level executor with the expertise and experience tosupport the UEy G1 and other senior military leaders on the theater staff concerningpostal matters.

The operation section consists of a 4-man team providing logistical planning, operatingguidance, and all other postal staff support. The operations section is the vital link forall theater postal operations planning implementing all necessary input from the otherservices and guidance from Military Postal Service Agency (MPSA) into the operatingplan.

Equipment is crucial to the success of this theater level postal team. All heavy postalequipment for the theater is associated with the MMT Team. The Team has both a T-RTCH and large forklifts to move the bulk mail in and out of the APOD. SatellitePhones, radios and CAISI connectivity provide the necessary communication to trackunit movements and control mail movement from CONUS to the theater and across allLogic Regions.

The HR-Postal Company attached to perform the JMMT or MMT mission will receive alltechnical supervision and guidance from the MMT Director. The HR-Postal CompanyCommander retains all command and control functions for the company. The MMTTeam receives policy and technical assistance from the Postal Operations Division of

the HRSC and receives all employment and operating decisions and guidance from theUEy commander through the G1. The MMT Team is initially part of the SustainmentBrigade with Theater Opening mission and on order, transitions to Theater Distributionmission to continue theater support. The team relies on the BTB for all life support.

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POSTALSQUAD B

MMT TM HQS

POSTALSQUAD A

2/0/3/5

0/0/5/50/0/5/5

2/1/15/18

OPS SEC

0/1/2/3

O5 42H4J DIRECT OR

O4 42H4J DEP DIRECTOR

E9 42A TM SGM

E5 63X MECH

E4 63X MECH

W4 420AF4 OPS CHIEF

E7 42AF4 NCOIC

E4 42AF5 HR SPC

E6 42AF4 PstlSupv

E5 42AF5 Pstl Sgt

E4 42AF5 PstlSpec

E3 42AF5 Pst lClk (2)

E6 42AF4 Pstl Supv

E5 42AF5 Pstl Sgt

E4 42AF5 Pstl Spec


ORGANIZATIONAL DESIGN- MILITARY MAIL TERMINAL (MMT) TEAM


Figure 4-4: Military Mail Terminal

4.4. 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 R5Center with the manpower support of an HR-R5 Company at the Aerial Port ofDebarkation (APOD).

The modular structure is the direct link to other services for regarding replacement,reception, R&R, return-to-duty and redeployment. The Theater Opening R5 Team withsupporting HR-R5 Company is capable of supporting a population including otherservices, multinational forces, contractors, DoD civilians, and US government agencies.The Theater Opening R5 team provides specialized R5 expertise and experience tooversee 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 ofseniority and experience appropriate for a high visibility theater level mission. The mainfunctions of this team is to provide the supporting staff to do all the necessarycoordination, planning and implementation for a large scale R5 mission during thevarious stages of an operation.

The Theater Opening R5 Team consists of a headquarters section and operationssection. See Figure 4-3. The headquarters section consists of a Director, Deputy

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Director, Personnel Tech and Team Sergeant Major. The Director becomes the seniorleader in the Theater Opening R5 Team for all technical matters. The headquarterssection provides a direct link with other services and other supporting units for operatingspace 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 theateron all R5 matters.

The operation section consists of a 6-man team providing logistical planning, movementcontrol and transportation planning, operating guidance, and all other necessarycoordination. The operations section is the vital link with logistical support units, forwardS1 and G1 sections, and CONUS based staging areas.

The HR-R5 or R5-C Company attached to perform the theater level R5 mission willreceive 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 fromthe R5 Operations Division of the HRSC and receives all employment and operatingdecisions and guidance from the UEy commander through the G1. The TheaterOpening R5 team is initially part of the Sustainment Brigade with Theater Openingmission and on order, transitions to a Theater Distribution mission to continue theatersupport. The team relies on the BTB for life support.

TO R5 TM HQS

2/1/1/4

3/1/6/10

OPS SEC

1/0/5/6

O5 42H DIRECTORO4 42H DEP DIRECTORW3 420A PER TECHE9 42A TM SGM

O3 42A OPS CHIEFE7 42A NCOICE7 88N T RANS NCOICE5 88N T RANS NCOE5 42F HR SGTE4 42F HR SPC


ORGANIZATIONAL DESIGN- THEATER OPENING (TO) R5 TEAM

Figure 4-5: Theater Opening R5 Team

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4.5. HR Company Headquarters

The HR Company headquarters is an existence and workload-based modularheadquarters that provides command and control as well as technical support to postal,R5 and/or casualty platoons found at the APOD, 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 UExcommanders to tailor their R5, Postal and Casualty support in the most effective andleast invasive manner. The company is capable of employing independently to supportpostal, R5 and casualty operations to a smaller force or employing as a functionallypure HR-R5 or HR-Postal company capable of large scale single function missions for arobust theater. The HR Company headquarters provides capability to adapt to a joint ormultinational environment.

The HR Companys general functions include providing technical guidance, leadershipand command and control for attached R5, Casualty and/or Postal platoons. The

headquarters also provides support to area S1 sections regarding postal, R5 or casualtymatters.

The Command Section, consisting of a Commander, an Executive Officer, and a FirstSergeant, plans, supervises, and monitors the activities of the HR Company and isaided by the Headquarters Support Section. The Command Section providesleadership to all attached personnel and units. The Headquarters Support Sectionprovides limited maintenance, logistics, and automation support to the company. SeeFigure 4-4.

The HR Company headquarters receives its short and long term planning as well as

operational management capability from the Postal and/or R5 Plans and OperationsTeam 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 theHRSC and overall execution guidance from the UEy Commander through the G1. TheHR Ops Cell in the UEx and UEy sustainment brigades will provide the planning andresourcing assistance within the sustainment brigade. The HR Company falls under theBTB of the sustainment brigade for all administrative support.

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52

HQs, HR

COMPANY

HQSUPPORT

SEC

0/0/13/132/0/1/3

2/0/27/29

CMD SEC

CDR 04 42H

XO 02 42B

1SG E8 42A

ORGANIZATIONAL DESIGN HUMAN RESOURCES COMPANY HQ


SUP SGT E7 92Y

CHEM OPS NCO E6 74D

AUTO LOG SGT E5 92A

ARMORER E4 92Y

SIG SUP SYS SPEC E4 25U (2)

HR SGT E5 42A


COOK E5 92G

COOK E4 92G(2)

COOK E3 92G(2)

12413G000

MAINTSUPPORT

SEC

0/0/13/13

MOTOR SGT E7 63X

SR MECHANIC E6 63B




PWR-GEN EQUIP REP E4 52D (2)

Figure 4-6: HR Company Headquarters

4.6. HR Company Postal Plans and Operations Team

The Postal Plans and Operations Team is a workload based section attached to an HRCompany headquarters when one or more postal platoons are attached. It providespostal planning and operational management to the HR Co Commander as well ascompany level directory service.

The Postal Plans and Operations Team consists of a Plans and Operations Section anda Directory Service Section. See Figure 4-5. The Postal Plans and Operations Sectionmanages current operational requirements and plans both long and short range postalmissions. The Postal Directory Service operates a central mail directory based onpersonnel data from the G1 and S1 sections.

The Postal Plans and Operations Team receives it policy and technical guidance fromthe Postal Operations Division (POD) of the HRSC. Any coordination for resources or

sustainment brigade involvement for planning or operations will be done through the HROps Cell of the corresponding sustainment brigade. All final operational guidance willflow from the UEy or UEx G1 through the HR Company HQ. The Postal Plans andOperations Team falls under the HR Company HQ for administrative and C2 support.

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54

POSTAL

PLANS &

OPERATIONS

1/1/1/3

TM LDR O3 42B4J

PER TECH W3 420A5

NCOIC E6 42AF4

POSTAL

DIRECTORY

NCOIC E5 42AF4

HR SPC E4 42AF5 (2)

HR SPC E3 42AF5 (2)

0/0/5/5

ORGANIZATIONAL DESIGN HR CO POSTAL PLANS AND OPERATIONS TEAM


1/1/6/8

12567GC00

Figure 4-7: HR Company Postal Plans and Operations Team

4.7. HR Company R5 Plans and Operations Team

The R5 Plans and Operations Team is a workload based section attached to an HRCompany headquarters when one or more R5 platoons are attached. It provides R5planning, operational management and data integration to the HR Co Commander.

The R5 Plans and Operations Team consists of a 5-man Plans and Operations Sectionand a 4-man Data Integration Section. See Figure 4-6. The R5 Plans and OperationsSection manages current operational requirements and plans both long and short rangeR5 missions. The Data Integration Section manages and integrates data into thedeployed theater database. The integration Section consolidates data from varioussources, performs quality control measures and manages transmittal of data to higherheadquarters and affected units.

To provide vital personnel service capability for soldiers in transient, the R5 Plans andOperations 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 andSGLV.

The R5 Plans and Operations Team receives it policy and technical guidance from theR5 Operations Division of the HRSC. Any coordination for resources or sustainmentbrigade involvement for planning or operations will be done through the HR Ops Cell ofthe corresponding sustainment brigade. All final operational guidance will flow from the

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UEy or UEx G1 through the HR Company HQ. The R5 Plans and Operations Teamfalls under the HR Company HQ for administrative and C2 support.

56

ORGANIZATIONAL DESIGN HR CO R5 PLANS AND OPERATIONS TEAM


R5 PLANS & OPS

HR OFF O3 42B

NCOIC E7 42A

TRANS NCO E6 88N

HR SGT E5 42A

HR SPC E4 42A

DATA INTERTM

HR WO W2 420A

HR SGT E5 42F

HR SPC E4 42FHR SPC E4 42A

1/1/7/9

1/0/4/5

0/1/3/4

12567GD00

Figure 4-8: HR Company R5 Plans and Operations Team

4.8. Postal Platoon

The Postal Platoon is a multifunctional workload and existence based organizationproviding postal support for up to 6,000 personnel. This universal modular platoon iscapable of doing the complete spectrum of postal functions from postal service andpostal finance to postal operations.

The postal platoon consists of a headquarters section, postal finance section, and 2postal squads. See Figure 4-7. The headquarters section provides command andcontrol, leadership, guidance, and limited maintenance capability. The postal financesection sells money orders, stamps, and provides accountable mail services. Eachpostal 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 3variable reach forklifts to provide efficient mail movement in whatever type of area theplatoon is supporting.

The Postal Platoon receives all technical guidance through the HR Companyheadquarters and the corresponding Postal Plans and Operations Team. The HRCompany HQ provides all command and control to the attached postal platoons.

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HQs SECTION

POSTAL

PLATOON

POSTAL

SQUAD A

*1/0/3/4 0/0/8/8

POSTAL

SQUAD B

0/0/8/8

POSTAL

FINANCE

SECTION0/0/3/3

E6 42AF4 Pstl Supv

E5 42AF5 Pstl Sgt

E4 42AF5 Pstl Spec (3)


O2 42B4J Platoon Ldr

E7 42AF5 Platoon Sgt

E4 52D Pwr-Gen Eqpt Rep

E4 63B Wh VehMech

E5 42AF5 Pstl Sgt

E4 42AF5 Pstl Spec

E3 42AF5 Pstl Clk

E6 42AF4 Pstl Supv

E5 42AF5 Pstl Sgt

E4 42AF5 Pstl Spec (3)

E3 42AF5 Pstl Clk(3)

ORGANIZATIONAL DESIGN - POSTAL PLATOON


1/0/22/23

Figure 4-9: Postal Platoon

4.9. R5 Platoon Headquarters

The R5 Platoon Headquarters is a multifunctional workload based structure providingcommand 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. SeeFigure 4-8.

The R5 platoon headquarters receives all technical guidance through the HR Companyheadquarters and the corresponding R5 Plans and Operations Team. The HRCompany HQ provides all command and control to the attached R5 platoons.

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R5 PLATOON

O2 42B Platoon LdrE7 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

HQs

SECTEAM

1/0/7/8

1/0/7/8

ORGANIZATIONAL DESIGN - R5 PLATOON HQ


Figure 4-10: R5 Platoon Headquarters

4.10. 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 accountabilityfor 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 asdictated by METT-TC.

The general functions include personnel accounting, administrative processing, andlogistical sup

Documents

Final Concept Paper 29 Aug 05