FINAL Organizational Design PAPER 29 Aug 05

7/30/2019 FINAL Organizational Design PAPER 29 Aug 05

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ADJUTANT GENERAL CORPS

FDU 05-2

Human Resources Transformation

Organizational Design PaperOrganizational Design Paper


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29 August 200529 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.COURSESOF 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.THEATEROPENING 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 TEAMAND DISCRETE BCT/BDE S1 SECTION....................................................................22

3.13.STB S1 TEAMAND DISCRETE STB S1 SECTION.............................................................................................25

3.14.BATTALION S1 TEAMAND DISCRETE BN S1 SECTION....................................................................................27

4.DOTLMPF................................................................................................................................................................28

4.1.DOCTRINE...........................................................................................................................................................28

4.2.ORGANIZATION...................................................................................................................................................29

4.3.TRAINING............................................................................................................................................................29

4.4.LEADERSHIPAND 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.................................................................................................................................................................376.2.RESOURCE METHODOLOGY................................................................................................................................37

6.3.TIMELINE............................................................................................................................................................37

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1. Overview

1.1. PurposeThe purpose of the Human Resource (HR) Redesign is to create a personnel structurethat reflects the Army Modular Concept and provides more effective and efficient HRSupport to the Joint Expeditionary Force.

1.2. Problem StatementThe Adjutant Generals Corps must transform the HR community to support the ModularJoint 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 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 TAA) manpower modelsonly account 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 (CLTs) and personnel accountability teams (teamsused to track personnel in transit) are organized ad hoc and are not resourced. Whenneeded, these teams reduce the already limited workforce available for essentialpersonnel 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 unplug HR servicescapability 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 areasupport service provider is problematic and reduces mission effectiveness. Extendeddeployment durations require that all essential HR services be available to Soldierswhile 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 the flow of information and

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personnel disruptions that can degrade the combat readiness of supported units, aswell as diminish the Armys ability to provide HR support to Soldiers. HR providers musthave sufficient connectivity to access personnel information networks and providingexpert 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 personnelaccounting 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, SRC12 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 Examples/CommentsReplacement,

Accounting andIntegration Operations

Capture additional workload for civilians, joint andmultinational forces, emergency leave, R&R, Return-to-Duty,reception (both unit and individuals) and redeploymentincluding necessary personnel accounting

Casualty Operations Casualty Liaison Teams required at military medical facilitiesand Mortuary Affairs Collection Points. Need for improvedinformation collection, sharing with affected units and

Commanders, reconciliation with the medical communityincluding reporting for contractors and civilians.Postal Operations Must consider geographical dispersion and rapid movement

of units. The volume demands increased manpowerincluding customer service and postal finance teams.Volume greatly increased by online purchasing in particularClass IX, official mail uses, and mail for contractors and DoDcivilians. Volume of mail at theater entry requires large scaleequipment to move mail faster and more efficiently. Largeamounts of Class IX supply add to the bulk of mail into thetheater and are critical to the theater mission.

Essential Services Deployed HR units need ability to interface directly with actionagency. Need more direct customer service mechanism forefficiency and better time management?

Connectivity Required support enablers such as bandwidth, digital andsatellite communications and HR system accesses are criticalto the ability to provide HR support including accuratepersonnel accounting.

Leadership The level of technical expertise required to support more

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complex operations and systems is difficult to obtain with thedemand for a smaller support footprint. Scope andcomplexity of theater level missions requires an extremelyhigh competency level married with a strong leader. Currentleadership growth encourages generalization instead of

technical specialization.Readiness Support for garrison (MPD) has prevented deployable unitsfrom preparing for wartime functions and degradesresponsiveness and readiness

1.3. AssumptionsThe HR structure is built for combat operations and to support the Armys modular, joint,expeditionary, and operational concept. Active component units will be the primaryforces available during the first 30 days of an expeditionary operation. The proposed

HR structure will adapt and change to support long term sustainment operations. Theprimary focus of TOE HR units in garrison is to train for deployment and combatoperations. Garrison HR units (IMA) will handle all routine, high volume, careermanagement and life cycle tasks. With the decrease in multiple layer processing, HRCmust be adequately resourced to interface and process actions from the BCT/BDEechelon.

HR support will include all 8 critical personnel functions: Essential Personnel Services(EPS), Postal Operations Management, R5 Operations Management, Morale, 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 theHR 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 to

support joint-expeditionary operations. This capability gap is currently having asignificant impact on all data management and support of critical HR services. Theimplementation of new HR systems such as DIMHRS cannot cause any gaps in criticalHR services; therefore, any such system must be tested, and validated beforeimplementation.

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2. Course of Action

2.1. MethodologyThe Army is engaged in warfare that will continue to shape military doctrine and practicein the foreseeable future. The Global War on Terrorism (GWOT) has caused the Armyto rethink how a ground combat force, magnificently trained to fight and win traditionalstate-on-state wars, can be employed against an elusive, non-state enemy that usesterrorist tactics to achieve political objectives. The Army Chief of Staff (CSA) envisions atransformed Army of modular, expeditionary forces capable of independent operationsin a joint environment. This presents a tremendous challenge to the delivery ofpersonnel 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 paysupport.

The vision is to streamline HR support provided through trained human resourcesprofessionals empowered with discrete operating capabilities connecting the war fighter,power projection base, and the top of the system organizations. The desire is toconcentrate on building the capability to deliver HR services as close as possible toSoldiers and commanders (including postal, R5, and casualty support), while retainingcentral management at the top of the system through clear and direct lines ofresponsibility and accountability.

The Army G1 sponsored a workshop in June 2004 to drill down into each life cyclefunction. The group consisted of subject matter experts from across each Armycomponent. The System of System Architecture (SOSA) was used to develop abaseline of the processes, sub-processes and activities, defining an increasing level ofdetail. A structured methodology was developed and used to identify the requisitedetailed information for each function. The methodology addressed the followingquestions: how and where should this function be performed; how is this processconducted and who is involved; what structure, manpower, equipment, training isrequired to support the new way of doing business? The information generated fromthe work groups was captured for each function and separated into further detail byprocess, sub-process, activities and, occasionally, tasks. A narrative supporting theraw data was developed to describe the key changes and CONOPS themes. A Councilof Colonels was convened in July to validate the proposed requirements for delivery ofHR support. The findings from the workshop were then reviewed by the AG Board ofDirectors (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 theArmy. The BOD did not validate the concept initially but requested a pilot program bedeveloped.

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, testBCT/BDEs direct access to HQDA agencies and begin delineating garrison tasks andfunctions. The pilot trained, configured and evaluated the 101st Airborne Division to

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provide HR services based on Personnel Services Delivery Redesign (PSDR). Thepilot has provided necessary workflow data to empirically validate the BCT/BDE S1structure and identify manpower, equipment and training shortfalls prior to Army-widestaffing and eventual implementation.

The PSDR also addresses the best method to provide casualty, postal and R5 supportas 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 oftheater 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, R5and casualty operations as well as theater opening HR structures intended to supportthe Joint Expeditionary Force. A group of subject matter experts spent a weekreviewing the concept and providing feedback. This Force Design Update is thecumulative product.

2.2. Courses of Action

PSDR provides a roadmap for delivery of end-to-end HR services. PSDR achievescritical Army goals and proposes an evolution of HR support systems and organizationalstructures beyond the cold war mindset. It accounts for changes in doctrine,organization, training, programs, policies, and procedures. Additionally, PSDRestablishes minimum requirements for adequate systems, communicationsinfrastructure, 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 directconnectivity to Human Resources Command (HRC) for active component, HRC St.Louis for the USAR, and the JSTARC for the ARNG. At home station, self-sustaininggarrison Military Personnel Divisions (MPDs) provide installation general supportfunctions and required non-tactical unit support.

Migrating tasks currently performed by Personnel Services Battalions to brigade andbattalion S1s is the key element in supporting the CSAs concept of developingmodular, expeditionary forces making brigades capable of independent HR operationsregardless of location. This occurs by expanding the scope of many of the 600 plus HRtasks 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 thenew and expanded tasks. This will bring HR services as close as possible to Soldiersand commanders and anticipates the Enterprise Human Resources System/ DefenseIntegrated Military Human Resources System (eHRS/DIMHRS) environment.

The shift to S1-centric HR services will also require increased access to information atlower levels. Network connectivity will be a must and bandwidth becomes a pacing

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item. Standard S1 equipment and software packages must be fielded to fulfill thiscapability.

The increased responsibility and accountability for HR services will empowercommanders to care for Soldiers, and will demand placement of HR professionals in

brigade and battalion S1 positions. Personnel Warrant Officer, assigned at brigade-level, 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 theirrespective commanders. They will continue their operational planning missions, as wellas their responsibility for maintaining the HR readiness of their organizations. With theadvent of PSDR they will do less management of essential personnel services and lessstrength management, given that HRC will distribute personnel to brigade level and S1swill communicate more directly with HRC. The Human Resource Sustainment Center(HRSC) provides the UEy Commander and G1 the capability to integrate and tailor HRsupport across the theater.

Postal Operations will continue to be executed via area support with the focus at thetheater level where the bulk of the mission is done. Postal platoons will be structured toperform both services and operations tasks, reducing the number of platoons required.

A specialized team was built to support the theater level postal mission. The modularstructure allows the commander to add the necessary level of seniority and experienceappropriate for a joint and/or theater level mission as well as consolidates the necessaryspecialty equipment to do this bulk mission.

R5 Operations (Reception, Replacement, Return to Duty, Rest and Recuperation andRedeployment) will also be done in area support focused at the theater level where thebulk of the mission requirements are. The new structure takes into account the laborand time intensive missions of all 5 R categories versus past structure which focusedon doctrinal replacement flow based on KIA and WIA projections. Like the postalstructure, a specialized team was built to execute the complex and high visibility theaterlevel R5 mission.

Lastly, structure to support casualty operations has never existed and the manpoweralways came from other structure to support the mission. This design builds dedicatedstructure to support casualty operations throughout the theater and provides theessential link to the medical and logistical community for casualty information. Thiscapability is a requirement clearly defined by operational commanders during ongoingGWOT operations.

2.3. Initial Coordination

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

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Council of Colonels with participants from across the Army. Both AG and Army levelleadership have been briefed throughout the workshop, design and pilot process.

The AG School, Army G1 (APTD), HRC, IMA, FORSCOM and the 101st AirborneDivision 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 underPSDR. With MANPRINT, the Army G1 was able to validate scientifically the necessarysize of the BN S1 section as well as capture data that quantitatively supports theBCT/BDE S1 centric approach of PSDR. Throughout the pilot program, members fromthe AG School, Army G1 APTD, and FORSCOM visited the 101st Airborne Division totrain, assist and assess the S1 Sections. Feedback from those visits allowed theredesign to be adjusted as needed, determine some of the DOTLMPF impacts andassisted with the development of an implementation plan for the Army.

To vett and finalize the proposed structure, the AG School hosted an HR StructureSummit 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 lookedholistically at the end to end structure and focused on theater level operations.

An initial coordination meeting with CASCOM occurred shortly after the HR Summit torefine the logistical ramifications to support the HR structure. The discussion focusedinitially on requirement for Material Handling Equipment, cooks to support the structureand general life support for the Casualty Liaison Teams at the medical facilities(AMEDD). Overall, CASCOM provided details concerning the requirement fordependency statements for all outside support.

3. Design

3.1. 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 an Office of the Chief, HRSC, Plans and Operations Division,PASR/PRM/IM Division, Casualty Operations Division, R5 Operations Division, andPostal Operations Division. 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, casualty

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and 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 needed

managing current operational requirements and planning both long and short range forHR management missions across the theater. The Division develops and maintainsinternal plans and policies for training. The Plans and Operations Division managesinternal deployment plans, physical security and contingency operations as well asassists the HRSC Chief and UEy G1 with internal mission support, planning executingsupport 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 and

reported 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 (currentlyDTAS/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 throughoutthe 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 coordinatesall 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.

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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&Rplatoons and teams across the theater. Once the operation begins, the R5 Ops Divisioncontinues to coordinate with CONUS APODs and Air Force planners concerning

personnel 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 locater and directory

service. 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.

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 & OPS Teams and platoons), MMT Team, andthe Theater Opening R5 Team in conjunction with the UEy G1. The HRSC receives lifesupport from the UEy STB.

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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 42H00E9 42A5O

O5 42H00E8 42A5OW5 420A

O5 42H0004 53A00E8 42A5OE4 42A10

O5 42H00W4 420A0E8 42A5O

O5 42H00O4 42H00E8 42A5O

O3 42B00 4JE7 42A4O F4

E5 42A2O F5E4 42A1O F5

O4 42H00W4 42OA

E7 42A4OE6 42A3OE4 42A1OE3 42A1O

O4 42H00E6 42A3O

E5 42A2O (2)E4 42A1OE3 42A1O (2)

O4 42H00E7 42A4OE6 42A3OE5 42A2OE4 42A1O

O4 42H00E7 42A4OE6 42A3OE5 42A2OE4 42A1O

UEy (ASCC/Theater

DCSPER) 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

O4 42H00

E6 42A3OE5 42A2O (2)E4 42A1OE3 42A1O (2)

O3 42H00 4JE7 42A4O F4

E5 42A2O F5E4 42A1O F5

UEy STB

O4 42H00W4 42OAE7 42A4OE6 42A3OE4 42A1OE3 42A1O

O5 42H00 4JO4 42H00 4JW3420AE8 42A5O F4E4 42A1O F5

O4 42H00W4 420AE7 42A4OE6 42A3OE5 42A20E5 42F20E5 25B20E4 42A10E4 42F10

O4 42H00W4 420AE7 42A4OE6 42A3O

E5 42A20

E5 42F20E5 25B20E4 42A10E4 42F10

ORGANIZATIONAL DESIGN - HUMAN RESOURCES SUSTAINMENT CENTER

(HRSC)

Human Resources Redesign

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 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. 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. TheDirector becomes the senior Army leader in the JMMT for all technical matters. Theheadquarters section provides a direct link with other services for operating space at theterminal, 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.

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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 operating

plan.

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 aRTCH 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 Company

Commander retains all command and control functions for the company. The MMTTeam receives policy and technical assistance from the Postal Operations Division ofthe 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.

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 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 Pstl Spec

E3 42AF5 PstlClk (2)

E6 42AF4 Pstl Supv

E5 42AF5 Pstl Sgt

E4 42AF5 Pstl Spec

E3 42AF5 Pstl Clk (2)

ORGANIZATIONAL DESIGN- MILITARY MAIL TERMINAL (MMT) TEAM


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 SustainmentBrigade with Theater Opening mission establishing and running a theater level R5Center 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 supportingHR-R5 Company is capable of supporting a population including other services,multinational forces, contractors, DoD civilians, and US government agencies. TheTheater Opening R5 team provides specialized R5 expertise and experience to overseethe entire spectrum of R5 functions from large scale unit reception missions (RSOI)during theater opening to labor intensive R&R missions in sustainment operations. Themodular structure allows the commander to add the necessary level of seniority andexperience 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, planningand implementation for a large scale R5 mission during the various stages of anoperation.

The Theater Opening R5 Team consists of a headquarters section and operationssection. See Figure 3-3. The headquarters section consists of a Director, DeputyDirector, 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 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 Brigade Troops battalion (BTB) for life support.

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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 3-3: Theater Opening R5 Team

3.4. HR Company HQs

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 Aerial Port of Debarkation (APOD) or Sea Portof Debarkation (SPOD), and in the UEx and UEy battlespace, as defined by the UExand 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 Section

15


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provides limited maintenance, logistics, and automation support to the company. SeeFigure 3-4.

The HR Company headquarters receives its short and long term planning as well asoperational 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 plansand operations guidance from the R5, Postal or Casualty Ops Division of the HRSC andoverall execution guidance from the UEy Commander through the G1. The HR OpsCell in the UEx and UEy sustainment brigades will provide the planning and resourcingassistance within the sustainment brigade. The HR Company falls under the BTB of thesustainment brigade for all administrative support.

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

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 Headquarters

3.5. HR Company Postal Plans & OPS Team

The Postal Plans & OPS Team is a workload based section attached to an HRCompany headquarters when one or more postal platoons are attached. It provides

postal planning and operational management to the HR Co Commander as well ascompany level directory service.

The Postal Plans & OPS Team consists of a Plans and Operations Section and aDirectory Service Section. See Figure 3-5. The Postal Plans and Operations Sectionmanage current operational requirements and plan both long and short range postalmissions. The Postal Directory Service operates a central mail directory based onpersonnel data from the G1 and S1 sections.

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The Postal Plans & OPS Team receives its policy and technical guidance from thePostal Operations Division (POD) of the HRSC. Any coordination for resources orsustainment brigade involvement for planning or operations will be done through the HROps 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 & OPSTeam falls under the HR Company HQ for administrative and C2 support.

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 3-5: 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 Companyheadquarters 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 4-

man Data Integration Section. See Figure 3-6. The R5 Plans and Operations Sectionmanage current operational requirements and plan both long and short range R5missions. The Data Integration Section manages and integrates data into the deployedtheater database. The integration Section consolidates data from various sources,performs quality control measures and manages transmittal of data to higherheadquarters and affected units.

17


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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 andDEERS RAPIDS machines as well as eMILPO access to update DD Form 93, Recordof Emergency Data, and Servicemens Group Life Insurance Verification (SGLV) forms.

The R5 Plans & OPS Team receives its policy and technical guidance from the R5Operations 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 theUEy or UEx G1 through the HR Company HQ. The R5 Plans & OPS Team falls underthe 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 42F

HR SPC E4 42A

1/1/7/9

1/0/4/5

0/1/3/4

12567GD00

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

3.7. 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 and

postal finance to postal operations.

The postal platoon consists of a headquarters section, postal finance section, and 2postal squads. See Figure 3-7. The headquarters section provides command andcontrol, leadership, guidance, and limited maintenance capability. The postal financesection sells money orders, stamps, and provides mail services accountability. Eachpostal squad has capability to perform operation or service missions or to performindependently as needed as a mobile mail team. The platoons are each equipped with 3

18


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variable 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 & OPS Team. The HR Company HQ

provides all command and control to the attached postal platoons.

58

HQs SECTION

POSTAL

PLATOON

POSTAL

SQUAD A

1/0/1/2 0/0/8/8

POSTAL

SQUAD B

0/0/8/8

POSTALFINANCE

SECTION0/0/3/3

E6 42AF4 Pstl Supv

E5 42AF5 Pstl Sgt

E4 42AF5 PstlSpec (3)


O2 42B4J Platoon Ldr

E7 42 AF5 Platoon Sgt

E5 42AF5 Pstl Sgt

E4 42AF5 Pstl Spec

E3 42AF5 PstlClk

E6 42AF4 Pstl Supv

E5 42AF5 Pstl Sgt

E4 42AF5 Pstl Spec (3)


ORGANIZATIONAL DESIGN - POSTAL PLATOON


1/0/20/21 12567GE00

Figure 3-7: Postal Platoon

3.8. R5 Platoon HQs

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 3-8.

The R5 platoon headquarters receives all technical guidance through the HR Companyheadquarters and the corresponding R5 Plans & OPS Team. The HR Company HQprovides all command and control to the attached R5 platoons.

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46

R5 PLATOON

O2 42B Platoon LdrE7 42A Platoon SgtE5 88N Trans Mgmt NCOE4 88N Trans Mgmt CoordE4 92Y Supply SPC (2)E5 42A HR SGTE4 42F HR SPC

HQs

SECTEAM

1/0/7/8

1/0/7/8

ORGANIZATIONAL DESIGN - R5 PLATOON HQ


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 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 support of transient personnel. The team is capable of operating in a joint ormultinational environment. This modular, scalable and flexible structure allows thecommander to support the large population flow for port operations with numerousteams organized into platoons and HR-R5 companies, but also support the small, butessential 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 logisticalsupport 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 platoonheadquarters. All transportation coordination support comes from the R5 platoon

20


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

Figure 3-9: R5 Team

3.10. Casualty Platoon HQ

The Casualty Platoon Headquarters is a workload based headquarters that providescommand and control to 3 to 6 Casualty Liaison Teams (CLTs). The Casualty PlatoonHQ consists of a platoon leader and platoon sergeant who provide leadership, trainingassistance and administrative support to geographically separate CLTs. See Figure 3-10.

The casualty platoon receives all administrative guidance through the HR Company

headquarters. The Casualty Platoon functions as part of the Casualty OperationsCenter in a deployed environment. The headquarters ensures that all CLTs areproperly empowered to perform the casualty reporting tasks.

Figure 3-10: Casualty Platoon Headquarters

21

E6 42A HRSGTE5 42A HRSGTE4 42A HRSPC (4)

R5TEAM

0/0/6/6

0/0/6/6

SRC: 12527GA00

R5 TEAM

SRC 126X9L000

CASUALTY PLATOON HQ

CASUALTY

PLATOON

PLTLDR O2 42BPSG E7 42A

HQs

SEC

1/0/1/2

CASUALTYLIAISON TM

1/0/1/2


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3.11. Casualty Liaison Team

The Casualty Liaison Teams are an existence based structure providing accurate andtimely casualty information to HRSC and ultimately to HRC. The CLT consists of 5personnel led by an E5. See Figure 3-11.

The CLTs primary function is to ensure timely casualty reporting to the HRSC andHRC. They also assist commanders in keeping accurate casualty statistics throughoutthe course of an operation. When necessary, based on a split mission, the CLT iscapable of splitting the team to support smaller more forward locations such as a UExmortuary 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 foreach affected commander. The CLT provides updated status reports to the affectedunit and informs the unit if the Soldier leaves the theater. The CLTs assist withcoordinating 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 tonecessary 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 CLTrelies on that organization for life support. The Casualty Platoon headquarters canprovide assistance with any administrative issue or can assist in getting technicalguidance when direct communication may be difficult.

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 providingpersonnel service support to the BCT/BDE Commander. Under PSDR, this team

22

SRC 126X9LA00

CASUALTY LIAISON

TEAM

TEAM CHIEF E5 42A

HR SGT E4 42A (2)

HR SPC E3 42A (2)

0/0/5/5

CASUALTYLIAISON TM


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empowers the commander to care for Soldiers with organic HR assets. See Figure 3-12.

PSDR and related structure allows for Soldier-specific support at BCT/BDE S1 sectionsand eliminates the requirement to unPlug personnel service capability from external

structure (PSB/PD). The structure and process design provides a timelier and efficientdelivery of HR services allowing direct interface from initiator to decision maker.Support is provided in the same manner and by the same organic capability bothdeployed and at home station. With current legacy and intermediate databases, thePSDR concept would give all necessary system accesses to the BCT/BDE S1 sectionto input and pull data directly from HRC without the intermediate steps of the UEx G1 orexternal HR units. As part of the MILPAY bridging strategy, the finance Soldier in theBCT/BDE S1 performs all initial military pay customer service within the scope of his/hercontrol. This finance manager provides MILPAY expertise to the BCT/BDE as well aslinking 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 policyand 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 S1Sections cannot perform such as records management, casualty informationprocessing, data reconciliation, systems administration, strength management andproduction of identification cards.

Figure 3-12: BCT/BDE S1 Team

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

23

120X2L000

BCT/BDE S-1

TEAM

1/0/6/7

BCT/BDE S-1

TEAM

O2 42B

E8 42A

E5 42A

E5 42F

E5/444C

E4 42A

E4 42F


24/37

discrete TOE S1s general functions include EPS, PASR, PRM, PIM CasualtyInformation Management, and MILPAY Customer Service.

The Discrete BCT/BDE S1 Section provides or coordinates necessary technical trainingfor 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. TheBCT/BDE S1 Sections will train and certify as part of the BCT/BDE. When personnelstraining is necessary outside the scope of the BCT/BDE, the BCT/BDE S1 Sectionreceives necessary assistance from the UEx G1. The Discrete BCT/BDE S1 Section isan organic asset to the BCT/BDE commander and receives technical guidance from theUEx G1.

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 PSDRtasks; however, unlike the modular structure, there is no Warrant Officer in the existingbase S1 structure. A Warrant Officer is added to the discrete Non-modular BDE S1Section to ensure the appropriate level of technical expertise and competency tocomplete PSDR and previously existing S1 tasks (See Figure 3-14).

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

24

CELLULAR

BCT/BDE S-1

BCT/BDES-1 TEAM120X2L000

1/0/6/7

O4 42H S1

W2 420APER TECHE7 42ASR HR SGTE6 42AHR NCOE5 42AHR NCOE4 42AHR SPC (2)

1/1/5/7

MODULARBCT/BDE S-1

O4 42H S1O2 42B STR MGR

W2 420A PER TECHE8 42A SR HR SGT

E6 42A HR NCO (2)E5 42A HR NCO (2)E5 42F HR NCOE5/4 44C FI SPC

E4 42AHR SPC(3)E4 42F HR SPC

CELLULARBCT/BDES-1

2/1/11/14+ =

O2 42B

E8 42AE5 42AE5 42FE5/4 44CE4 42A

E4 42F

Decrease E7 to E6

SIZE VARIES FOR

NON-MODULAR

BDE

CELLULAR

NON-MODULAR

BDE S-1

BCT/BDES-1 TEAM

120X2L000

1/0/6/7

O4 42H S1(CMD SEC)

E7 42A SR HR SGT

E5 42A HR NCO

E4 42A HR SPC (2)

E3 42A HR SPC

1/0/5/6

CURRENTBDE S-1

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 FISPC

E4 42A HR SPC (3)

E4 42F HR SPC

E3 42A HR SPC

CELLULARBDE S-1

2/1/11/14+ =

+W2 420A PER TECH

0/1/0/1

O2 42B

E8 42AE5 42A

E5 42F

E5/4 44C

E4 42AE4 42F

Decrease E7 to E6


25/37

3.13. STB S1 Team and Discrete STB S1 SectionThe Special Troops Battalion S1 Team is an existence based team at the UEx and UEylevel providing HR service support to the STB Commander and supported population.Under PSDR, this team empowers the commander to care for Soldiers with organic HRassets. 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 andCommand Group, there is a much larger workload generated. The workload moreclosely mirrors that of a BCT/BDE S1 than that of a BN. See Figure 3-15. In the UEylevel STB S1, there is a W4 Personnel Technician to provide a more senior level oftechnical competence to the STB S1 Section. See Figure 3-16.

The STB S1 performs some HR functions that other BN S1 Sections cannot performsuch as records management, casualty information processing, data reconciliation,systems administration, strength management and production of identification cards.

Figure 3-15: UEx STB S1 Team

Figure 3-16: UEy STB S1 Team

25

UEySTBS-1 TEAM

W4 420A

E6 42A

E5 42F

E5 42A

E5/444C

E3 42A

0/1/5/6

UExSTBS-1 TEAM

W3 420A

E6 42A

E5 42F

E5 42A

E5/4 44C

E3 42A

0/1/5/6

121X4LA00UExSTB S-1

TEAM

126XXLA00UEySTB S-1

TEAM

UEySTBS-1 TEAM

W4 420A

E6 42A

E5 42F

E5 42A

E5/444C

E3 42A

0/1/5/6

UExSTBS-1 TEAM

W3420A

E6 42A

E5 42F

E5 42A

E5/4 44C

E3 42A

0/1/5/6

121X4LA00UExSTB S-1

TEAM

126XXLA00UEySTB S-1

TEAM


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The 6-man Team combines with the UEy or UEx STB S1 Section to form the discreteTOE STB S1 section. (See Figure 3-17 and 3-18) This 6-man Team adds thecapability necessary to perform additional tasks involved in PSDR. The combineddiscrete TOE S1s general functions include EPS, PASR, PRM, PIM CasualtyInformation Management, and MILPAY Customer Service.

The STB S1 Sections will train and certify as part of the STB. When personnel trainingis necessary outside the scope of the STB, the STB S1 Section receives necessaryassistance from the UEx or UEy G1. The Discrete STB S1 Section is an organic assetto the STB commander and receives technical guidance from the UEx or UEy G1.

Figure 3-17: Discrete UEx STB S1 Section

Figure 3-18: Discrete UEy STB S1 Section

26

O3 42B S1

E7 42A SR HR SGTE6 42A HR NCOE5 42A HR NCOE4 42A HR SPCE4 27D LEGAL SPCE3 42L MAIL CLERK

STB S-1

1/0/6/7 +STB S-1

1/1/11/13=

O3 42B S1W3 420A PER TECHE7 4 2A SR HR SGTE6 4 2A HR NCO (2)E5 4 2A HR NCO (2)E5 4 2F HR NCO

E5/4 44C FI SPCE4 4 2A HR SPCE4 27D LEGAL SPCE3 42A HR SPC

E3 42L MAIL CLERK

STB S-1 TEAM121X4LA00

W3 420AE6 42A

E5 42FE5 42AE5/4 44CE3 42A

0/1/5/6

UEx STB S-1

O3 42B S1

O2 42B ASST S-1

E7 42A Sr HR SGT

E6 42A HR NCO

E5 42A HR NCO

E4 42A HR SPC

E4 27D LEGAL SPCE3 42L MAIL CLERK

STB S-1

2/0/6/8 +STB S-1

2/1/11/14=

STB S-1 TEAM

126XXLA00

W4 420A

E6 42A

E5 42F

E5 42AE5/4 44C

E3 42A

0/1/5/6

UEy STB S-1

O3 42B S1

O2 42B STR MGRW4 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 MA IL CLERK


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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 thecommander 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 therequirement to unplug HR services capability from external structures such asPersonnel Detachments and Battalions. The structure and process design allows formore timely and efficient delivery of HR services allowing direct interface from initiator todecision maker. With current legacy and intermediate databases, this design wouldgive some accesses to the BN S1 section to input and pull data directly from HRCwithout any intermediate steps or external personnel units while some tasks will stillrequire BCT/BDE involvement for direct action to the HRC.

Figure 3-19: BN S1 Team

The two-person Team combines with the modular BN S1 section or the existing BNS1section to form the discrete BN S1 section. (See Figure 3-20 and Figure 3-21) This2-man Team adds the capability necessary to perform additional tasks involved inPSDR transition. The BN S1s general functions include personnel accounting andstrength reporting, data access, projected gains and losses, and essential personnelservices.

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 necessaryassistance from the BCT/BDE S1 Section. BCT/BDE S1 Section will provide proceduraland policy guidance and assistance with HR related issues. The BN S1 Team is anorganic asset to the BN commander and receives technical guidance from theBCT/BDE S1.

27

BNS-1TEAM

12X6L000

E5 42AE3 42A

120X6L000

BN S-1 TEAM

0/0/2/2


28/37

Figure 3-20: Modular/Discrete BN S1 Section

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

4. DOTLMPF

4.1. Doctrine

SIGNIFICANT: Requires significant doctrinal adjustments to address the realignment offunctions and capabilities to the BCT/BDE S1 and BN S1. Requires significantadjustments to address changes in EPS, PRM, PIM, PASR, Casualty OperationsManagement, Postal Operations, Replacement Operations Management, and CivilianPersonnel Management. Requires significant changes to address reduction andrestructuring of command and control as well as the addition of new structure. Newdoctrine must include a new section to address the realignment of functions to thegarrison personnel units (MPD), the changing replacement operations, and theemerging R5 operations

Some preliminary work has been done on rewriting Field Manual 1-0, HumanResources Doctrine (old FM 12-6). Both funding and manpower have been allocated to

28

BN S-1 TEAM

120X6L000

0/0/2/2

O3 11A S1E7 42A SR HR SGTE6 42A HR NCO

E5 42A HR NCO

E4 42A HR SPC

E4 27D LEGAL SPCE3 42A HR SPC

E3 42L M AIL CLERK

BCT MAVBN S-1

1/0/7/8+

CELLULARBN S-1

1/0/9/10=

O3 42B S1E7 42A SR HR SGT

E6 42A HR NCOE5 42A HR NCO (X2)

E4 42A HR SPC

E4 27D LEGAL SPCE3 42A HR SPC (X2)

E3 42L M AIL CLERK

E5 42A

E3 42A

BN (BCT) S-1

BN S-1 TEAM

120X6L000

0/0/2/2

O3 21B S1(MD SEC)E7 42A SR HR SGTE6 42A HR NCOE5 42A HR NCOE4 42A HR SPCE4 27D LEGAL SPCE3 42L MAIL CLERK

BN S-1

1/0/6/7

NON-MODULARBN S-1

+

CELLULARNON-MODULAR

BN S-1

1/0/8/9=O3 42B S1E7 42A SR HR SGTE6 42A HR NCOE5 42A HR NCO (X2)E4 27D LEGAL SPC

E4 42A HR SPCE3 42A HR SPCE3 42L MAIL CLERK

E5 42AE3 42A

SIZE VARIES FOR

NON-MODULAR

BN


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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 & OPSTeam, Casualty PLT HQ, CLT, R5 Team, BCT/BDE S1 Team, Battalion S1 Team, STBS1 Team, and Discrete S1 Sections). Design also changes or eliminates some existingorganizations (HRSC, Postal PLT, and R5 PLT HQ). Reduces command and controlthroughout the HR structure and streamlines processes to reduce the need for multiplelayers of hierarchy. Significant organizational adjustment to develop SRC 12 discrete S1Sections at the BCT/BDE and BN levels led by HR professionals. Design createstheater level postal and R5 capabilities as well as casualty units that previously wereresourced 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 tasksaccomplished and the optimal number of personnel in the BCT/BDE and BN S1sections. The discrete TOE concept was successfully tested at the 101 st AirborneDivision and workload data acquired empirically supports the size of the BCT/BDE andBN S1 Sections. Adjustments to some organizational dependencies done based oninput from CASCOM.

4.3. Training

SIGNIFICANT: Major changes to the technical training received at all grade levels ofCMF 42/43 (Enlisted, Warrant, and Officer) to produce technically competent Soldiersand leaders focused on BCT/BDE S1 centric tasks. Significant changes to training tocreate HR Soldiers capable of providing personnel support to all individuals including allcomponents, DoD civilians, contractors and other services. Current 42F training(Personnel Information Systems Specialists) does not focus on the necessary technicalcompetencies to manage and reconcile data as well as oversee the informationhierarchy for the organization. Officer Basic Course and the Captains Career Courseneed significant changes to focus on preparing the Officers to be BN S1s and BCT/BDES1s. 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 ofinstitutional training. Significant and complete overhaul of the current Programs ofInstruction is necessary to ensure technically competent HR professionals. The PSDRPilot Program at Fort Campbell demonstrated the need for a BN and BCT/BDE S1course for all incoming BCT/BDE and BN S1s, regardless of branch.

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Initial analysis and coordination to update the POIs began as the PSDR Pilot programbegan at the 101st AASLT Division. All AAR comments concerning training werecollected from the pilot and should be incorporated into new POIs and new trainingcourses to facilitate the implementation of the new HR structure. AGS conducted initialTask 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 tentativeHR training concept for Soldiers from initial entry through senior executive level. Thereare significant resource requirements to update all training and modernize the HRSystems training. AGS is identifying manpower requirements to rewrite the POIs and tofill the new positions required.

4.4. Leadership and Education

SIGNIFICANT: There is significant change in the officer leadership career pathchanging focus from command-centric to staff-centric. This structure reduces commandand control opportunities by 92%. HR professionals will focus more on technical

competence and less on command opportunity. An HR officer will strive to be acentrally selected G1 after having been in positions of increased responsibility such asBN S1 and BCT/BDE S1. Professional HR education will become a standard part ofprofessional development as officers progress through their careers. HR NCOs alsofocus less on command positions and more on staff positions. The technical leadershipprovided by the Warrant Offices is the key to the success of this redesign. It is crucialthat the Army continues to provide technically competent HR Warrant Officers. Thereare significant changes in command and control for most HR personnel and elements.These changes make it essential that HR professionals remain relevant technicalexperts 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 HRcertification. Primary coordination on a certification program has begun between theAG School, HRC, and the Army G1.

4.5. Materiel

SIGNIFICANT: The entire design is dependent on key technical enablers: CombatService Support Automated Information Systems Interface (CAISI)/VSAT, Army HumanResource System (AHRS) computers, connectivity, bandwidth, and satellitecommunications capability. The capability to interface directly from BCT/BDE to DAagencies is dependent on the capability to communicate effectively. There are

significant changes to National Guard and Reserve system requirements to createcommonality in a deployed multi-component environment. All BCT/BDE S1 Teamsrequire the manpower to perform migrated PSB tasks but also the critical equipment toperform the task (i.e. DEERS Rapids CAC Card capability) Postal Operations relyheavily on MHE equipment to move bulk mail into and out of the theater. JMMT orMMT Teams must include sufficient MHE to move large quantities of mail. DiscreteBCT/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 componentsbut 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 andLieutenants. Based on resources and supportable HR Officer population, only thosebattalions within modular BCTs and AVN BDEs will have HR professionals in BN S1positions. All other BN S1 positions will continue to be filled by the respectiveproponents. The Discrete TOE BCT/BDE and BN S1 Sections will require eachcomponent to release control of the S1 personnel to reconfigure under an SRC 12structure. Newly filled 42B battalion S-1 positions in BCT/AVN BDEs will return theformer 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 asHRC.

5. Design Impact

5.1. Personnel

In the aggregate, regardless of MOS and grade, this FDU will return approximately 282non-SRC12 requirements in COMPO 1. The structure does create some gradeimbalances in each component (See initial approximations in the tables below). For theBN S1 positions in the modular BCTs and AVN BDEs, there is a bill of 175 Captainsand 106 Lieutenants in COMPO 1 (104 CPTs and 100 LTs in COMPO 2 and 3 CPTSand 3 LTS in COMPO 3). Each BCT/BDE S1 will have a Finance Specialist and thosepositions were allocated for this mission from a previous Finance FDU and are notincluded in the calculation for positions returned to the Army.

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RANK/GRADEMOS

REQUIRED DELTA

O3 42B -82

O2 42B -249

W4 420A -10

W3 420A -15W2 420A -25

E8 42A -84

E8 42L -2

E5 42A -118

E5 42F -16E5 42L -28

Table 5-1: COMPO 1 Personnel MOS Shortages

RANK/GRADEMOS

REQUIRED DELTA

O4 53A -1E7 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 -2Table 5-2: COMPO 1 Other MOS Shortages

RANK/GRADEMOS

REQUIRED DELTA

O3 42B -43

O2 42B -183

W2 420A -27

E8 42M -71

E5 42A -212

E5 42F -66Table 5-3: COMPO 2 Personnel MOS Shortages

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RANK/GRADEMOS

REQUIRED DELTA

E5 63B -1

E5 44C -123

E4 25U -1

E4 52D -1E4 92G -11

E3 92G -2Table 5-4: COMPO 2 Other MOS Shortages

RANK/GRADEMOS

REQUIRED DELTA

W4 420A -8

W3 420A -18

W2 420A -78

E8 42A -45

E8 42L -2E5 42F -57

E4 42L -74Table 5-5: COMPO 3 Personnel MOS Shortages

RANK/GRADEMOS

REQUIRED DELTA

O4 53A -1

E7 25B -2

E7 88N -2

E7 92Y -5

E7 92G -9

E6 74D -10E6 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 -8Table 5-6: COMPO 3 Other MOS Shortages

5.2. Equipment

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This design will cost approximately $83million in TOE and COTS requirements acrossall three components. However, the design also returns to the Army approximately $79million worth of equipment requirements including vehicles, night vision devices andother equipment needed elsewhere in the Army (See Tables below for breakdown ofshortages by component).

The major costs of this design are connectivity and communication equipment allowingfor communication from the BCT/BDE and BN directly to top of the system. VSAT andCAISI Client and Bridge Modules provide dedicated connectivity and bandwidth for HRsupport. AHRS Computers provide the capability to perform HR support functions in adeployed environment.Dedicated bandwidth and resulting connectivity is the most critical requirement allowingBDE-centric operations.

MHE for the postal mission is essential and a key lesson learned during recent TheaterOpening Operations. Without the heavy lifting equipment, mail will not move in a timely

manner and backlog causes logistical problems, morale issues and sometime lowerreadiness when Class IX supply is pushed through the postal system.

Lastly, PSDR migrates PSB functions to the BCT/BDE level, and those functionsinclude requirements such as deployable DEERS Rapids CAC Card, digital sendersand ID Tag Machines. Without the equipment to support the mission, S1 sections willnot be capable of performing autonomously.

LIN NOMENCLATURETOTALREQT'S DELTA

COST OFITEM

TOTALCOST

F06972 CONVR BLT PBL DERIV EL 92 -28 $8,351 ($233,828)

G74711 GEN ST DSL MEP-803A 48 -42 $6,979 ($293,118)R16611 RTCH 2 -2 $604,000 ($1,208,000)

T49947 TENT: LT MAINT ENCL 22 -12 $10,055 ($120,660)

T49255 TRK LF FK 4K W/O CAB 44 -22 $23,659 ($520,498)

Z39781 AHRS 4402 -4402 $2,500 ($11,005,000)

PRINTER (AHRS) 2557 -2557 $1,000 ($2,557,000)

Z59863 NAVIGATION SET: GPS RE 375 -66 $2,000 ($132,000)

Z53098 CAISI (CBM) 183 -183 $6,000 ($1,098,000)

Z00056 CAISI (CCM) 571 -571 $4,000 ($2,284,000)

Z39509 GCSS-A (V2) 6 -6 $5,000 ($30,000)

VSAT 65 -65 $75,000 ($4,875,000)

TOTAL TOE

RQMNTS ($24,357,104)

Table 5-7: COMPO 1 TOE Unfunded Requirements


COST OFITEM

TOTALCOST

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COTS VSAT AIRTIME 65 -65 $90,000 ($5,850,000)

COTS CAC CARD READER (TPS) 1070 -1070 $73 ($78,110)

COTS DIGITAL SENDER 701 -701 $3,010 ($2,110,010)

COTSCAC CARD MAKER(RAPIDS) 167 -167 $16,350 ($2,730,450)

COTS ID TAG MAKER 676 -676 $3,740 ($2,528,240)

COTSUNFUNDEDMAJOR EQPTREQUIREMENT ($13,296,810)

Table 5-8: COMPO 1 COTS Unfunded Requirements


COST OFITEM

TOTALCOST

Z39781 AHRS 2303 -2303 $2,500 ($5,757,500)

PRINTER (AHRS) 1362 -1362 $1,000 ($1,362,000)

Z53098 CAISI (CBM) 111 -111 $6,000 ($666,000)

Z00056 CAISI (CCM) 357 -357 $4,000 ($1,428,000)

Z39509 GCSS-A (V2) 1 -1 $5,000 ($5,000)

VSAT 48 -48 $75,000 ($3,600,000)

TOTAL TOERQMNTS ($12,818,500)


LIN NOMENCLATURE

TOTAL

REQT'S DELTA

COST OF

ITEM

TOTAL

COSTCOTS VSAT AIRTIME 48 -48 $90,000 ($4,320,000)


COTS DIGITAL SENDER 488 -488 $3,010 ($1,468,880)


COTS ID TAG MAKER 480 -480 $3,740 ($1,795,200)




COST OFITEM

TOTALCOST

F06972 CONVR BLT PBL DERIV EL 320 -70 $ 8,351 ($584,570)

G74575 GEN SET DSL MEP-805B 2 -1 $21,998 ($21,998)

G74711 GEN ST DSL MEP-803A 162 -153 $6,979 ($1,067,787)

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R16611 RTCH 2 -2 $604,000 ($1,208,000)

R68044 RADIO SET AN/VRC-90F 188 -93 $7,415 ($689,595)

S33399FOOD SANITATIONCENTER 16 -7 $12,735 ($89,145)

T60081 TRK CGO M1078A1 LMTV 129 -8 $104,626 ($837,008)

T49947 TENT: LT MAINT ENCL 79 -33 $10,055 ($331,815)

T49255 TRK LF FK 4K W/O CAB 158 -79 $23,659 ($1,869,061)T95992 TLR CGO HI MOB 3/4T 404 -28 $11,930 ($334,040)

W98825 TRAILER, WATER M149A2 32 -12 $10,842 ($130,104)

Z39781 AHRS 2209 -2209 $2,500 ($5,522,500)

PRINTER (AHRS) 1234 -1234 $1,000 ($1,234,000)

Z59863 NAVIGATION SET: GPS RE 524 -179 $2,000 ($358,000)

Z53098 CAISI (CBM) 155 -155 $6,000 ($930,000)

Z00056 CAISI (CCM) 245 -245 $4,000 ($980,000)

Z39509 GCSS-A (V2) 16 -16 $5,000 ($80,000)

VSAT 21 -21 $75,000 ($1,575,000)

TOTAL TOERQMNTS ($17,842,623)



COST OFITEM

TOTALCOST

COTS VSAT AIRTIME 21 -21 $90,000 ($1,890,000)


COTS DIGITAL SENDER 249 -249 $3,010 ($749,490)


COTS ID TAG MAKER 227 -227 $3,740 ($848,980)



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6. Resourcing

6.1. Costs

This FDU requires approximately $83million in TOE and COTS equipment across allthree components. Up front fielding and training costs are estimated at $6-10 million.These costs will cover mobile training and implementation teams, HR Systems trainingfacilities 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 HRservices move from bottom to the top of the system. Most importantly, the top of thesystem will assign Soldiers directly to the BCT/BDE level. This will require appropriateresourcing to HRC to effectively manage each BCT/BDE separately. The design will

require more accessions to fill increased Company Grade positions. Placing HRprofessionals in the BN S1 positions in the BCT and AVN BDEs will produce an Armyrequirement for Captains and Lieutenants across all three components.

As functions are delineated between garrison and deployable functions, it is crucial thatMilitary Personnel Detachments (MPDs) be properly resourced to perform requiredtasks in support of supported population. Without proper resourcing, borrowed militarymanpower will be used greatly diminishing the readiness and expeditionary capabilitiesof 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, implementationand migration to the new structure, and processes will have to be done incrementally.

In coordination with the Army G3, recommendation for implementation strategy arebeing developed taking into consideration the modular conversion schedule,deployment cycles, global rebasing, Expeditionary Force Packages, emerging HRinformation systems, and component mix.

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FINAL Organizational Design PAPER 29 Aug 05

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