Final Concept Paper 29 Aug 05

ADJUTANT GENERAL CORPS FDU 05-2 Human Resources Transformation
Concept Paper
29 August 2005
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. THEATER OPENING R5 TEAM .........................................................................................................................10 3.5. HR COMPANY HQS.........................................................................................................................................11 3.6. HR COMPANY POSTAL PLANS & OPS TEAM .................................................................................................14 3.7 HR COMPANY R5 PLANS AND 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 ..........................................................................................................................20 3.13. BCT/BDE S1 TEAM AND DISCRETE BCT/BDE S1 SECTION......................................................................21 3.14. STB S1 TEAM AND DISCRETE STB S1 SECTION.........................................................................................22 FIGURES 3-17 AND 3-18: UEX STB S1 TEAM AND UEY STB S1 TEAM.......................................23 3.15. BATTALION S1 TEAM AND 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....................................................................................................................32 4.4. THEATER OPENING R5 TEAM............................................................................................................................34 4.5. HR COMPANY HEADQUARTERS........................................................................................................................36 4.6. HR COMPANY POSTAL PLANS AND OPERATIONS TEAM...................................................................................37 4.7. HR COMPANY R5 PLANS AND 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 TEAM AND DISCRETE BCT/BDE S1 SECTION...................................................................44 4.14. STB S1 TEAM AND DISCRETE STB S1 SECTION............................................................................................47 4.15. BATTALION S1 TEAM AND DISCRETE BN S1 SECTION...................................................................................50
1. Introduction
1.1. Concept Overview
This Organizational and Operational Concept Plan discusses personnel services support to the Modular Army. The United States Army has transitioned from a forward deployed force to an expeditionary force based primarily in the Continental United States (CONUS). It continues to transform to meet the security challenges of the 21 st Century as the pace and proliferation of technology increases. The Army understands the need to respond more rapidly and decisively across the full spectrum of military operations. It is transitioning from an Army based around large, powerful fixed organizations, typically a Division, of over 15,000 soldiers to an Army designed around smaller, more self contained organizations, the Brigade Combat Teams (BCTs) (less than 4,000 Soldiers) and modular multifunctional Support Brigades. The multiple fixed hierarchal headquarters transformed into functionally driven headquarters: one primary Warfighting headquarters (UEx) and one Army Support headquarters (UEy), both joint capable when augmented. Personnel deployed in support of US operations are becoming more diverse military personnel from all services and components, Department of Defense (DoD) civilians, contractors, non-governmental organizations and other federal, state, and local agencies and serve together in joint, inter-agency organizations. Reliable, responsive, and timely personnel services support in the operational area with in-transit visibility and links to and from intermediate staging bases or CONUS sustainment bases is critical to supporting the Operational Commander and the force. The prime objective is to optimize operational effectiveness and to facilitate enhanced support to the soldier and deployed forces. Simultaneously, a reduction of the support footprint in the operational area 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. This document describes HR capabilities and structure which achieve the intent of modularity by providing capabilities to BCT/BDE Commanders to execute essential personnel services and strength management with organic assets while redesigning and improving theater-level support for postal, R5 and casualty operations. This document introduces the mission, capabilities, structure, employment, and organizational concept of the Human Resource Support Center (HRSC), the Reception, Replacement, Return to Duty, Rest and Recuperation and Redeployment (R5) team, platoon and company Plans 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 support to the Modular Forces. These organizations and the concepts of support have 3
significant changes from the current concepts and structure, providing more effective and efficient support of the Modular Joint Expeditionary Army. The modular structure of postal, R5 and casualty support allows for the employment of the tailored, minimal force structure required for the unique theater. Additionally, increased network connectivity will provide visibility of human resources and combat power as geographically dispersed units organize for missions. Connectivity is the critical element which allows the concept to succeed. Through the common relevant operating picture, commanders will have 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 Armys modular, joint, expeditionary, and operational concept. Active component units will be the primary forces available during the first 30 days of an expeditionary operation. The proposed HR structure will adapt and change to support long term sustainment operations. The primary focus of TOE personnel units in garrison is to train for deployment and combat operations. Garrison personnel units (IMA) will handle all routine, high volume, career management and life cycle tasks. With the decrease in multiple layer processing, HRC must be adequately resourced to interface and process actions from the BCT/BDE echelon. Future S1 Sections will be fully manned and equipped 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, Welfare and Recreation (MWR) Support, Personnel Accounting and Strength Reporting (PASR), Personnel Information Management (PIM), Personnel Readiness Management (PRM) and Casualty Operations Management. Any migration of military pay functions to the HR community will include a bridging strategy until full implementation of DIMHRS (or like PerPay System) is achieved and determination of its functionality is complete. The bridging strategy will include manpower and finance system access for smooth transition of functionality. The HR structure must be able to support a force of varied composition including personnel from other services, US governmental agencies, and multinational forces as well as DoD civilians and contractors. Existing automation authorizations (equipment), web based systems and available bandwidth connectivity are not sufficient to allow SRC 12 structures to support all critical soldier requirements in a deployed environment. Bandwidth must be sufficient to support joint-expeditionary operations. This capability gap is currently having a significant impact on all data management and support of critical personnel services. The implementation of new personnel systems such as DIMHRS cannot cause any gaps in critical personnel services; therefore, any such system must be tested, and validated before implementation.
2. Concept of Change
The current structure requires multiple layers for data entry, approval and task completion. The processes are tedious, time consuming and create unnecessary work that appears to the supported population as unnecessary bureaucracy. The current Theater, Corps, and Division Assistant Chief of Staff, G1 and SRC 12 force structures have inadequate equipment and manning to meet demands of continuous, sustained operations, especially when compounded by demands of geographical dispersion, rotation of units and individuals, and the speed of media coverage capabilities. Current workload factor and Total Army Analysis manpower models only account for the military personnel portion of the workload and do not include DoD civilians, contractors, governmental agency employees or other supported personnel. Additionally, Casualty Liaison Teams and personnel accountability teams (teams used to track personnel in transit) are organized ad hoc and are not resourced. When needed, these teams reduce the already limited workforce available for essential personnel support. The current SRC12 personnel structure is completely external from the supported population. All services are provided in area support. These external units become heavily entrenched in the area support mission making it difficult to unPlans and Operations Team personnel services capability to support a deployment when just a portion of the units in the area are involved. Additionally, movement of soldiers in a deployed environment to the area support service provider is problematic and reduces mission effectiveness. Extended deployment durations require that all essential personnel services be available to soldiers while deployed. The recurring challenges of competing with higher priority units for limited communications infrastructure and transportation support requires significant leadership intervention and oversight to prioritize work and prevent disruption of the flow of information 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 information networks and providing expert technical guidance. Future technology enablers are not expected to save manpower beyond what has already been yielded. Recent deployments have shown that without the necessary access, bandwidth and automation support it is difficult to perform accurate personnel accounting or essential personnel services with existing manpower. Deployments and simulated tactical environments are incorrectly assumed to be similar to peacetime operations. Some of the key differences include operational hours, speed and predictability of communications, soldier movement, casualty management, SRC 12 structure deployment, postal operations and manning the force.
Shortfalls in personnel services operational support must be acknowledged and remedied. Some examples of the shortfalls are listed in the chart below. Shortfalls to Consider Replacement, Accounting and Integration Operations Casualty Operations Examples/Comments Capture additional workload for civilians, joint and multinational forces, emergency leave, R&R, Return-to-Duty, reception (both unit and individuals) and redeployment including necessary personnel accounting Casualty Liaison Teams required at military medical facilities and Mortuary Affairs Collection Points. Need for improved information collection, sharing with effected units and commanders, and reconciliation with the medical community including reporting for contractors and civilians. Must consider geographical dispersion and rapid movement of units. The volume demands increased manpower including customer service and postal finance teams. Volume greatly increased by online purchasing, official mail uses, and mail for contractors and DoD civilians. Volume of mail at theater entry requires large scale equipment to move mail faster and more efficiently. Large amounts of Class IX supply add to the bulk of mail into the theater and are critical to the theater mission. Deployed personnel units need ability to interface directly with action agency. Need more direct customer service mechanism for efficiency and better time management. Required support enablers such as bandwidth, digital and satellite communications and personnel system accesses are critical to the ability to provide personnel support including accurate personnel accounting. The level of technical expertise required to support more complex operations and systems is difficult to obtain with the demand for a smaller support footprint. Scope and complexity of theater level missions requires an extremely high competency level married with a strong leader. Current leadership growth encourages generalization instead of technical specialization. Support for garrison (MPD) has prevented deployable units from preparing for wartime functions and degrades responsiveness and readiness
Postal Operations
Essential Services Connectivity
Leadership
Readiness
The demands within the Army operational environment are changing, and therefore the supporting organizations, SRC-12, must be adapted and become more efficient. Some suggested modifications are in the chart below: What is Changing Modularity Personnel Impact BCT centric force/Units of Employment 6
Expeditionary Force CONUS-based force projection Force Stabilization Unit Manning Posture of Engagement Focus on Critical Core Competencies
Converging HR Practice and Systems
Direct, Centralized and Transactional Customer Service
Soldier Readiness Programs
means major shift in workload from SRC-12 units to BCT/BDE, major changes from linear processing, results in increases in BCT/BDE discrete TOE S1 section with reduction in SRC-12 units (Personnel System Delivery Redesign, (PSDR)) Rapid, no notice and frequent rotational deployments requiring HR services Support from home base, reduced SRC-12 structure Soldiers will be assigned to units longer, unit centric management Rotational forces Focus on core processes and transfer or eliminate non-core processes enhance personnel readiness and responsiveness. Delineate garrison HR tasks. Standard data, business rules and systems across all components, standardize support for the Total Force (AC, RC, DoD civilians and contractors), and establish common standard of service. Increase individual responsibility; radical change in workflow where actions move directly from individual/commander/HR specialist to action agency. (Bottom to the top of the system) Soldier readiness must be sustained at an increased level of preparedness (all components must be interoperable)
3. Operational Concept
3.1. Operational Overview
Strategic, operational, and tactical strategies are continuously being updated to reflect the challenges of the changing world. The Army is also being redesigned and restructured to meet the challenges associated with future military contingencies and operations. To keep pace, the Army must have human resource capabilities that are capable of building, generating, and sustaining the force across the full spectrum of operations. These capabilities must not only provide support to the modular force, but to forces and organizations that are transitioning to modular force structures. This is 7
critical since not all forces will undergo transition at the same time nor will enablers be in place at the same time. While the HR structure must be developed to support all potential future conflict, the recent lessons learned from both major combat operations and sustainment operations during the Global War on Terrorism must be considered and where possible and logically be incorporated into the design. Unlike the current force, organizations and units will be restructured into two operational levels 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 will normally be organized, designed, and equipped to fulfill command and control functions as the ARFOR Component and Army Service Component Commander (ASCC). With augmentation, 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. Framework for 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 are modular, scalable, and flexible to the maximum degree possible while supporting the transformation of the Force. They must also have the ability to meet the requirements for greater strategic readiness and an increased sustainment level for Soldier preparedness 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 the appropriate level, but concentrated at the theater-level, where the greatest requirement is located.
3.2.
Human Resource Sustainment Center

Mission
To plan, integrate and sustain personnel, administrative and soldier support systems for the Theater.
Required Capabilities
On order, deploy to the theater of operations to support the UEy with personnel support as directed by the UEy G1. Provide oversight of all casualty reporting within the theater of operations and provide technical support to Postal, R5 and Casualty units as well as provide personnel guidance to G1s and S1s as needed. Requires 50% mobility. Requires capability to communicate digitally through web and voice to all personnel elements in the theater, HRC, logistical support elements and other branches of service.
Employment
The HRSC is an existence-based organization employed when called upon by the UEy Commander 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 on the population supported. The HRSC supports postal, R5, and personnel information flow, but does not play a direct role in execution of the functions unless otherwise directed by the UEy G1. The Casualty Operations Division performs the theater casualty reporting mission, collecting all casualty reports for the theater and sending to HRC. The HRSC receives technical guidance from HRC and operating guidance from the UEy G1.
Human Resources Redesign
ORGANIZATIONAL DESIGN - HUMAN RESOURCES SUSTAINMENT CENTER (HRSC)
UEy STB
O6 42H00 O5 42H00 E9 42A5O
UEy (ASCC/Theater DCSPER) G1

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

O5 42H00 E8 42A5O W5 420A O5 42H00 04 53A00 E8 42A5O E4 42A10
PASR/PRM/IM Div 2/0/2/4

O5 42H00 W4 420A0 E8 42A5O
Cas Ops Div

1/1/1/3
Postal Ops Div 2/1/2/5
O4 42H00 E7 42A4O E6 42A3O E5 42A2O E4 42A1O
Tm A
1/0/4/5
O4 42H00 W4 420A E7 42A4O E6 42A3O E5 42A20 E5 42F20 E5 25B20 E4 42A10 E4 42F10 O4 42H00 W4 420A E7 42A4O E6 42A3O E5 42A20 E5 42F20 E5 25B20 E4 42A10 E4 42F10
Tm A
1/1/7/9
O4 42H00 E6 42A3O E5 42A2O (2) E4 42A1O E3 42A1O (2)
Tm A
1/0/6/7
O4 42H00 W4 42OA E7 42A4O E6 42A3O E4 42A1O E3 42A1O
Tm A
1/1/4/6
O3 42B00 E7 42A4O E5 42A2O E4 42A1O
4J F4 F5 F5
1/0/3/4
Tm A
O4 42H00 E7 42A4O E6 42A3O E5 42A2O E4 42A1O
Tm B
Tm B
1/0/4/5
1/1/7/9
O4 42H00 E6 42A3O E5 42A2O (2) E4 42A1O E3 42A1O (2)
1/0/6/7
Tm B
Tm B
1/1/4/6
O3 42H00 E7 42A4O E5 42A2O E4 42A1O
4J F4 F5 F5
Tm B
1/0/3/4
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 and processing incoming mail as well as dispatching mail to CONUS.
On order, deploy with a supporting HR-Postal Company to an area of operations and establish a Joint Military Mail Terminal in conjunction with other services or an MMT in a single service environment. Provides integrated, accurate and timely processing of all mail arriving to the deployed theater. Requires 50% mobility of the team. Requires
capability to communicate digitally through web and voice to postal elements and other branches of service.
Employment
The MMT team is an existence based organization employed in the Theater Opening Mission to establish the JMMT or MMT in Logic Region (LR) 4 with the augmentation of an HR-Postal Company. As the Theater matures, on order, the MMT Team and the augmenting HR-Postal Company will transition to the Theater Distribution Mission. The MMT team receives technical guidance from MPSA and Postal Operations Division of the HRSC. Operational guidance and directives come from the UEy G1. The MMT does not have command and control over the HR-Postal Company, but does have overall control of the JMMT or MMT and provides all technical direction to the HR-Postal Commander operating at the JMMT or MMT. The MMT Team is located in the Sustainment Brigades BTB.

ORGANIZATIONAL DESIGN- MILITARY MAIL TERMINAL (MMT) TEAM
2/1/15/18
MMT TM HQS 2/0/3/5 O5 O4 E9 E5 E4 42H4J 42H4J 42A 63X 63X DIRECTOR DEP DIRECTOR TM SGM MECH MECH
OPS SEC 0/1/2/3 W4 420AF4 E7 42AF4 E4 42AF5 OPS CHIEF NCOIC HR SPC E6 E5 E4 E3
POSTAL SQUAD A 0/0/5/5 42AF4 42AF5 42AF5 42AF5 Pstl Pstl Pstl Pstl Supv Sgt Spec Clk (2) E6 E5 E4 E3
POSTAL SQUAD B 0/0/5/5 42AF4 42AF5 42AF5 42AF5 Pstl Pstl Pstl Pstl Supv Sgt Spec Clk (2)
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 providing Theater level reception (RSOI), replacement, returns-to-duty, R&R, and redeployment.
10
On order, deploy to an area of operations and establish a theater-level R5 Center with an 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 of service.
Employment
The Theater Opening R5 team is an existence-based organization employed in the Theater Opening Mission to establish a Theater R5 Center in LR 4 with the augmentation of an HR-R5 or R5-C Company. As the theater matures, on order, the Theater Opening R5 Team and the augmenting HR-R5 Company will transition to the Theater Distribution Mission. The Theater Opening R5 Team receives technical guidance from R5 Operations Division of the HRSC. Operational guidance and directives 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 the R5 Center and provides all technical direction to the HR-R5 Commander. The MMT Team is located in the Sustainment Brigades BTB.
ORGANIZATIONAL DESIGN- THEATER OPENING (TO) R5 TEAM
3/1/6/10
TO R5 TM HQS 2/1/1/4 O5 O4 W3 E9 42H 42H 420A 42A DIRECTOR DEP DIRECTOR PER TECH TM SGM
OPS SEC 1/0/5/6 O3 E7 E7 E5 E5 E4 42A 42A 88N 88N 42F 42F OPS CHIEF NCOIC TRANS NCOIC TRANS NCO HR SGT HR SPC
Figure 3-2: Theater Opening R5 Team
3.5. HR Company HQs

Mission
To provide command and control and provide technical support to all assigned or attached 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 digitally through web and voice to elements of attached platoons, G1 and S1 sections, transportation and logistical elements. The company headquarters must contain sufficient crew served weapons for base defense and ground convoy operations.
Employment
The HR Company Headquarters is a workload-based command and control organization employed with 2-6 postal, R5 or casualty platoons with either the Postal Plans and Operations Team, R5 Plans and Operations Team or both. The HR Company can be employed in LR 2 or 3 in area support and in LR 4 to attach to a MMT team or Theater Opening R5 team. See Figure 3-4:

ORGANIZATIONAL DESIGN HUMAN RESOURCES COMPANY HQ 12413G000
2/0/27/29
HQs, HR COMPANY
CMD SEC 2/0/1/3
HQ SUPPORT SEC 0/0/13/13
MAINT SUPPORT SEC 0/0/13/13
CDR XO 1SG
04 42H 02 42B E8 42A
SUP SGT CHEM OPS NCO AUTO LOG SGT ARMORER SIG SUP SYS SPEC HR SGT SR FIRST COOK COOK COOK COOK
E7 92Y E6 74D E5 92A E4 92Y E4 25U (2) E5 42A E7 92G E5 92G E4 92G(2) E3 92G(2)
MOTOR SGT SR MECHANIC LT WHL VEH MECH LT WHL VEH MECH LT WHL VEH MECH PWR-GEN EQUIP REP
E7 63X E6 63B E5 63B (2) E4 63B (3) E3 63B (4) E4 52D (2)
52
Figure 3-4: HR Company HQs
To support a JMMT/MMT mission or a postal-only mission the HR Company HQ would receive only postal platoons and a postal Plans and Operations Team. See Figure 3-5.
12
SRC: 124X9L000 HR COMPANY HQS (POSTAL)

3/1/22/26
HQs, HR COMPANY (POSTAL)
CMD SEC 2/0/1/3
HQ SUPPORT SEC
POSTAL PLT
0/0/15/15 SUP SGT CHEM OPS NCO AUTO LOG SGT LT WHEEL VEC MECH ARMORER PWR-GEN EQUIP REP SIG SUP SYS SPEC SYS SPEC HR SGT SR FIRST COOK COOK COOK COOK E7 92Y E6 74D E5 92A E4 63B E4 92Y E4 52D E4 25U E4 25B E5 42A E7 92G E5 92G E4 92G (2) E3 92G (2)
CDR XO 1SG
04 42H 02 42B E8 42A
POSTAL PLANS & OPERATIONS 1/1/1/3 TM LDR PER TECH NCOIC O3 42B4J W 3 420A5 E6 42AF4
POSTAL DIRECTORY 0/0/5/5 NCOIC HR SPC HR SPC E5 42AF4 E4 42AF5 (2) E3 42AF5 (2)
Postal Plans/ Ops Team
Figure 3-5: Example of HR-Postal Company
To support a Theater R5 Center an HR Company HQ may only receive R5 platoons and an R5 Plans and Operations Team. See Figure 3-6.
SRC: 124X9L000 HR COMPANY HQS (R5)
3/1/23/27
HQ s, HR COMPANY (R5)
CMD SEC 2/0/1/3
HQ SUPPORT SEC
R5 PLT
0/0/15/ 15
R5 PLANS & OPS SEC

E7 92Y E6 74D E5 92A E4 63B E4 92Y E4 52D E4 25U E4 25B E5 42A E7 92G E5 92G E4 92G ( 2) E3 92G ( 2)
CDR XO 1SG
04 42H 02 42B E8 42A
S UP SGT CHE M OPS NCO A UTO LOG S GT LT W HEEL VEC ME CH A RM ORER PWR-GEN EQUIP REP SIG SUP S YS SPEC SYS SP EC HR SGT S R FIRS T COOK COOK COOK COOK
1/1/7/9
DATA INTER TM
R5 Plans/ Ops Team
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 the R5 Center may have a casualty platoon in addition to its R5 platoons and R5 Plans and Operations Team. See Figure 3-7.
13
SRC: 124X9L000 HR COMPANY HQS (R5)

3/1/23/27
HQs, HR CO MPANY (R5)
CMD SEC 2/0/ 1/ 3
HQ SUPP ORT SEC
0/0/15/15
R5 PLT
Casualty P LT
CDR XO 1SG
04 4 2H 02 42B E8 42A
SUP SGT CHEM OPS NCO AUTO LOG SGT LT WHEEL VEC MECH ARMORER PWR-GEN EQUIP REP SIG SUP SYS SPEC SYS SPEC HR SGT SR FIRST COOK COOK COOK COOK
E7 92Y E6 74D E5 92A E4 63B E4 92Y E4 52D E4 25U E4 25B E5 42A E7 92G E5 92G E4 92G (2) E3 92G (2)
R5 PL ANS & OPS SEC
1/1/7/9
DAT A INT ER TM
R5 Plug
Figure 3-7: Example of HR-R5C Company
In a smaller deployment or at the UEx level in LR 2, the population supported may only warrant 1 R5 platoon or even just 1 R5 team (no R5 Plans and Operations Team until at least 1 R5 platoon) along with several postal platoons. This would warrant a postal Plans and Operations Team and if there was an R5 platoon, there would also be an R5 Plans and Operations Team. See Figure 3-8.
SRC: 124X9L000 HR COMPANY HQS (POSTAL/R5)

4/2/29/35
HQs, HR COMPANY (POSTAL/R5)
CMD SEC 2/0/1/3
HQ SUPPORT SEC
R5 PLANS & OPS SEC
0/0/15/15
1/1/7/9
POSTAL PLANS & OPERATIONS 1/1/1/3
POSTAL PLT
R5 PLT
DATA INTER TM
POSTAL DIRECTORY 0/0/5/5
R5 Plug
Postal Plug
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, operational management, technical support and directory services when postal platoons are attached to the company to facilitate the HR (Postal) Companys ability to execute its specific tasks.
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On order, deploy as part of an HR company with postal platoons to the area of operation and provide postal staff support and directory service. Requires 50% mobility for the Plans and Operations Team. Requires capability to communicate digitally through 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 HR Company when one or more postal platoons are present and can be employed anywhere an HR Company is employed.
ORGANIZATIONAL DESIGN HR CO POSTAL PLANS AND OPERATIONS TEAM 12567GC00
1/1/6/8
POSTAL PLANS & OPERATIONS 1/1/1/3 TM LDR PER TECH NCOIC POSTAL DIRECTORY 0/0/5/5 NCOIC HR SPC HR SPC E5 42AF4 E4 42AF5 (2) E3 42AF5 (2) O3 42B4J W3 420A5 E6 42AF4
54
Figure 3-9: 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 attached to the company to facilitate the HR (R5) Companys ability to execute its specific R5 tasks. .
On order, deploy as part of an HR company with R5 platoons to provide R5 staff support and data integration. Requires 50% mobility for the Plans and Operations
15
Team. Requires capability to communicate digitally through web and voice to elements of attached platoons and teams, HR Company, G1/S1 sections, transportation and logistical elements.
Employment
The R5 Plans & OPS Team is a workload based organization employed with an HR Company when one ore more R5 platoons are present and can be employed anywhere an HR Company is employed.
ORGANIZATIONAL DESIGN HR CO R5 PLANS AND OPERATIONS TEAM
1/1/7/9
R5 PLANS & OPS
12567GD00
1/0/4/5
HR OFF NCOIC TRANS NCO HR SGT HR SPC DATA INTER TM O3 42B E7 42A E6 88N E5 42A E4 42A
0/1/3/4
HR WO HR SGT HR SPC HR SPC
W2 420A E5 42F E4 42F E4 42A
56
Figure 3-10: HR Company R5 Plans & OPS Team
3.8. Postal Platoon

Mission
To provide postal support to all individuals and units in an assigned area.
On order, deploy to the theater of operations and provide modular, scalable and flexible postal support including postal finance, services, and operation support to UEy, UEx and BCT size areas in increments up to 6,000 personnel and mobile postal services at lower levels as needed. Provides postal operation support to include special services required for redirect, retrograde, casualty and EPW mail. It also includes processing incoming bulk mail and coordinates mail transportation to forward platoons. Processes outgoing mail to CONUS. Requires 100% mobility of the platoon. Supplemental 16
transportation is required for oversized equipment. Requires capability to communicate digitally through web and voice to HR Company headquarters, logistical support elements and G1/S1 sections of units in the assigned area. The postal platoon must contain sufficient crew served weapons for base defense and ground convoy operations.
Employment
The Postal Platoon is a workload based organization employed in area support of up to 6,000 personnel in LR 1-4. The postal platoon at LR 4 will largely perform operational functions while postal platoons in LR 2 will primarily perform service and finance missions. While the supported population may be in LR 1, operationally most postal operations will occur in LR 2-4 in the sustainment bases. All platoons are capable of handling both types of missions and operating in any of the Logic regions in area support. The postal platoons are all linked by a single mission to move the mail within the theater and back to CONUS. The postal platoons rely on the HR Company HQ with a Postal Plans and Operations Team for all guidance and technical supervision.
ORGANIZATIONAL DESIGN - POSTAL PLATOON 1/0/20/21

POSTAL PLATOON
12567GE00
HQs SECTION 1/0/1/2

O2 42B4J Platoon Ldr E7 42AF5 Platoon Sgt
POSTAL FINANCE SECTION 0/0/3/3

E5 42AF5 Pstl Sgt E4 42AF5 Pstl Spec E3 42AF5 Pstl Clk
POSTAL SQUAD A 0/0/8/8

E6 42AF4 Pstl Supv E5 42AF5 Pstl Sgt E4 42AF5 Pstl Spec (3) E3 42AF5 Pstl Clk (3)
POSTAL SQUAD B 0/0/8/8

58
Figure 3-11: Postal Platoon
3.9. R5 Platoon HQs

Mission
To provide command and control to R5 teams.
17
On order, deploy to an area of operations and provide command and control as well as technical support to R5 teams. Requires 100% mobility of the platoon headquarters. Requires capability to communicate digitally through web and voice to R5 teams, HR Company 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 employed in support of 2-3 R5 teams in LR 2-4. The R5 platoons will largely be employed either at the APOD in support of the Theater R5 Center or in the UEx sustainment area preparing UEx personnel for onward movement to and from the APOD. As a theater becomes more established and additional APODs are opened, R5 teams or platoons will be dispersed to cover all entry points into the theater for accurate personnel accountability. The R5 platoon headquarters relies on the HR Company HQ with an R5 Plans and Operations Team for all guidance and support.
ORGANIZATIONAL DESIGN - R5 PLATOON HQs
1/0/7/8
R5 PLATOON
HQs SEC 1/0/7/8
TEAM
O2 42B Platoon Ldr E7 42A Platoon Sgt E5 88N Trans Mgmt NCO E4 88N Trans Mgmt Coord E4 92Y Supply SPC (2) E5 42A HR SGT E4 42F HR SPC
Figure 3-12: R5 Platoon HQs
3.10. R5 Team
Mission
To provide reception and replacement support including accurate personnel accountability of transient personnel and coordination of movement for reception, replacements, returns-to-duty, R&R, and redeployment. 18
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 digitally through 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 part of an R5 platoon to support up to 125 transient personnel per day. R5 teams rely on their platoon headquarters for all guidance. When necessary due to geographical dispersion, R5 teams can use the HR Ops cell to assist in coordination and communication with the platoon headquarters or other necessary elements.
ORGANIZATIONAL DESIGN - R5 TEAM
0/0/6/6
R5 TEAM 0/0/6/6
E6 42A HR SGT E5 42A HR SGT E4 42A HR SPC (4)
Figure 3-13: 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 to Casualty Liaison Team (CLT). Requires 100% mobility of the platoon headquarters.
19
Requires capability to communicate digitally through web and voice to CLTs, HR Company 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 Operations Division of the HRSC. This employment allows the command and control element to align with the technical element to better support the CLTs and UEy Commander with accurate and timely casualty information collection. The Casualty Platoon leader still relies on the HR Company for administrative guidance, but due to geographic dispersion, relies on the unit supporting the HRSC for daily life support.
ORGANIZATIONAL DESIGN CASUALTY PLATOON HQ
1/0/1/2
CASUALTY PLATOON
HQs SEC 1/0/1/2 PLT LDR O2 42B PSG E7 42A
CASUALTY LIAISON TM
Figure 3-14: 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 as needed based on location.
On order, deploy to an area of operations and establish Casualty Liaison Teams at Combat Surgical Hospitals (CSH), UEy Mortuary Affairs Collection Points (SRC 10548FD00), as well as UEx G1 and HRSC Casualty Operations Division to obtain accurate and timely casualty information and assist with casualty operations 20
management as necessary. Requires 100% mobility of the team. Requires capability to communicate digitally through web and voice to HRSC, Casualty platoon headquarters 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 to support CSHs, Mortuary Affairs Collection Points, UEx headquarters and the HRSC Casualty Operations Division. A CLT and the Casualty Platoon headquarters are colocated with the Casualty Operations Division at the HRSC. The HRSC Casualty Operations Division provides technical and administrative guidance to the CLTs. The CLTs rely on the units they are attached to for daily life support.
ORGANIZATIONAL DESIGN CASUALTY LIAISON TEAM
0/0/5/5
CASUALTY LIAISON TM
TEAM CHIEF HR SGT HR SPC
E5 42B E4 42A (2) E3 42A (2)
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 Pay customer service to the BCT/BDE as directed by the BCT/BDE Commander and defined by the UEx and UEy G1 and Army policy.
On order, deploy to a designated area and provide EPS, PASR, PIM, Casualty Information 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
21
sections and the UEx and UEy G1. Requires access to personnel and finance systems as well as necessary equipment to produce CAC Cards and ID Tags. Provide MWR support as necessary in the BCT/BDE battlespace.
Employment
The BCT/BDE S1 Team is an existence based structure and part of the discrete S1 Section. The Discrete BCT/BDE S1 Section is an existence based structure and is employed with the BCT to provide EPS, PASR, PRM, PIM, Casualty Information Management and military pay customer service as well as provide policy, procedure and training information and oversight to the BN S1 Sections within the BCT/BDE. The S1 Section has all the necessary system accesses and permissions to enter data to or receive data from the top of the HR system without intermediate steps at the UEx and UEy G1.

ORGANIZATIONAL DESIGN BCT/BDE S-1 SECTION 1/0/6/7 1/1/5/7
EXISTING MODULAR BCT/BDE S-1
2/1/11/14
BCT/BDE S-1 TEAM
BCT/BDE S-1
O4 43A S1 W2 420A PER TECH E7 42A SR HR SGT E6 42A HR NCO E5 42A HR NCO E4 42A HR SPC (2)
O2 42B E8 42A E5 42A E5 42F E5/4 44C E4 42A E4 42F
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 Pay customer service to the population supported by the STB as directed by the STB Commander and defined by the UEx and UEy G1 and Army policy.
22
On order, deploy to a designated area and provide EPS, PASR, PIM, Casualty Information 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 systems as 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 S1 Section. The Discrete STB S1 Section is an existence based structure and is employed with the UEx and UEy to provide EPS, PASR, PRM, PIM, Casualty Information Management and military pay customer service as well as provide policy and procedure information to the supported population. The S1 Section has all the necessary system accesses and permissions to enter data to or receive data from the top of the HR system without intermediate steps at the UEx and UEy G1.

ORGANIZATIONAL DESIGN STB (UEy/x) S-1 SECTION
2/1/11/14
STB S-1 UEy
O3 42B S1 O2 42B STR MGR W4 420A PER TECH E7 42A Sr HR SGT E6 42A HR NCO (2) E5 42A HR NCO (2) E5 42F HR NCO E5/4 44C FI SPC E4 42A HR SPC E4 27D LEGAL SPC E3 42A HR SPC E3 42L MAIL CLERK
1/1/11/13
STB S-1 UEx
O3 42B S1 W3 420A PER TECH E7 42A SR HR SGT E6 42A HR NCO (2) E5 42A HR NCO (2) E5 42F HR NCO E5/4 44C FI SPC E4 42A HR SPC E4 27D LEGAL SPC E3 42A HR SPC E3 42L MAIL CLERK
Figures 3-17 and 3-18: UEx STB S1 Team and UEy STB S1 Team
23
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 Commander and defined by the BCT/BDE S1 and Army policy.
On order, deploy to a designated area and provide EPS, PASR, and PRM in conjunction with the BCT/BDE S1 section. Requires 100% mobility. Requires capability to communicate digitally through web and voice to HR companies, Casualty Liaison Teams, 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 S1 Section. The Discrete Battalion S1 Section is an existence based structure employed with 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 approval at the BCT/BDE S1 before input to top of the HR system.

ORGANIZATIONAL DESIGN BN S-1 SECTION
0/0/2/2
BN S-1 TEAM
E5 42A E3 42A
Figure 3-19: BN S1 Team
24
3.16. Postal Flow

Mail arrives to the theater to the APOD where it is received and broken down at the Joint Military Mail Terminal (JMMT) or MMT, led by the Army Component MMT team with an augmenting HR-Postal Company and 2 or more postal platoons based on supported 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 or UEx battle space in LR 2 or 3. There, the postal platoons and HR Company headquarters assigned for area support based on supported population, break down the bagged mail and parcels for units to collect. The forward companies and platoons also perform mail services, postal finance missions and act as mobile postal teams moving forward to support geographically separate units. The units handle retrograde and redirected mail, moving it back to the JMMT or MMT by 20 foot containers or 463L pallets for movement CONUS. Casualty mail is handled in LR 3 and 4 for movement to the medical facilities or back to JMMT and CONUS. All necessary statistics, guidance on mail, policy, and operational movement comes from the Postal Operations Directorate 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 is shared with the HR Postal Companies to ensure up-to-date alignment with zip codes and unit Postal Postal Flow Flowin inthe theTheater Theater
LR 4
(PORTS)
Postal Ops Division
LR 3
(UEy)
HR Sustainment Center
(12689G000) HR Ops Cell (Postal Ops) Sustainment BDE
LR 2
(UEx)
LR 1
(Mnvr Area)
JMMT or MMT*
HR Ops Cell (Postal Ops) Sustainment BDE
MMT Tm
HR CO (POSTAL) Postal Plt HR CO (POSTAL) HR CO (POSTAL)
Postal Plt
XXXXX
XX X X
XX
* Army Component
Postal Plt
CONUS
Postal Plt
Hospitals
- Mail Flow - Existence
- Support -Workload
PREDECISIONAL
numbers. See Figure 3-6.
Postal Plt
Supports population from Sustainment Base
25
Figure 3-20: Postal Flow
3.17. R5 Flow
The Theater Opening R5 Team establishes the R5 Center at the APOD with attached HR-R5 (R5-C) Company with R5 platoon headquarters and teams based on projected flow rates. The Theater Opening R5 Team receives and processes all units (Reception, Staging, Onward Movement and Integration, (RSOI) arriving to the theater of operations and coordinates onward movement of the units to their designated areas of operation through coordination with the unit S1s and the TSC. Individual replacements flow in a similar manner from the R5 Center to the BCT/BDE S1 of the unit assigned. The Theater Opening R5 team and supporting HR R-5 Company coordinate all onward movement, logistical support and personnel tracking of units and individual replacements. 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 the projected flow. During sustainment, the R&R program requires intense coordination to ensure proper accountability and movement control. Soldiers on R&R will move with coordination from the BCT/BDE S1 to an R5 platoon or team at the UEx level in LR2 based on daily personnel flow. The R5 team will ensure accountability and necessary processing 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&R travel. Upon return from R&R, the R5 Center processes and moves soldiers back into the theater through the UEx level R5 element to the unit. Return-to-Duty Soldiers will return from theater-based hospital or military medical treatment facilities to the Theater R5 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 to the units through the BCT/BDE S1. Upon completion of a rotation or the end of theater operations, the Theater Opening R5 team will coordinate onward movement with other services, coordinate logistical support and properly account for individuals and units as they leave the theater. The R5 Operations Division of the HRSC provides technical guidance and theater policy information to the Theater Opening R5 and HR-R5 Companies on all R5 matters. The Sustainment Brigade HR Ops Cell assists the
26
forward R5 elements with coordinating logistical needs from assets within the Sustainment Brigade. See Figure 3-7. R5 R5 Flow Flow in in the the Theater Theater
LR 4
(PORTS)
LR 3
(UEy)
LR 2
(UEx)
LR 1
(Mnvr Area)
HRC
HR Ops Cell Sustainment BDE
R5 Center*
TO R5 Tm
R5 Ops Division
HR Ops Cell Sustainment BDE
BCT/BDE S1
XXXXX
X XX X
XX
R5 PLT HQ R5 Teams (2-3)
HR CO (R5-C)
BCT/BDE S1
CONUS (CRC)
* Capable of servicing all services, DoD civilians, contractors and multinational troops As Needed based on METT-TC
HR CO (R5/POSTAL)
Guidance/Info Replacement
R5 PLT HQ R5 Teams
Return to Duty R&R Unit Reception (RSOI)
Hospitals
-Workload C2 - Existence -Workload PREDECISIONAL
Redeployment
Figure 3-21: R5 Flow
3.18. Casualty Flow

When a casualty occurs, the unit reporting the casualty generates a DD Form 1155/1156 which flows to the BCT/BDE S1. The Casualty Report using the Defense Casualty Information Processing System Forward (DCIPS-FWD) comes from the BCT/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 Operations Division of the HRSC using DCIPS-FWD. The reports are verified through the medical or mortuary affairs systems and the Casualty Operations Division sends the report to HRC. Simultaneously to the formal casualty reporting process, CLTs provide any status changes back to the effected unit and its headquarters. Supplemental reports are done each time status or location changes. CLTs update patient tracking data in eMILPO and 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 Center keeping the commander informed of all casualty information, updates and statistics. The Casualty Operations Division of HRSC (with augmenting Casualty Platoon HQ and CLT) provides the UEy G1 with the necessary casualty information to keep the UEy Commander informed. The HR-R5C Company is not involved in the casualty reporting. The HR-R5C Company simply provides administrative oversight of the casualty platoons and their assets. See Figure 3-8.
27
Casualty CasualtyInformation InformationFlow Flow in inthe theTheater Theater

LR 4
(PORTS)
LR 3
(UEy)
LR 2
(UEx)
LR 1
(Mnvr Area)
UEy G-1
HRC
UEx G-1
CLT
BCT S-1
HR Co (R5-C)
HR Sustainment Center )
BN S-1
CLT
XXXXX X XX X
CAS OPS DIV
CASUALTY PLT
CSH
XX
CLT
CLT
MA CP
CLT
FST
CLT
CSH
MA CP
DD Form 1155/1156 Casual Report Verification Supplemental Reports/Updates
Figure 3-22: Casualty Information Flow
3.19.
Personnel Service Flow
Personnel Services Delivery Redesign pushes permissions and accesses to the BCT/BDE S1 level (and to some degree the battalion) to enable them to interface directly with the Top of the System HR Units and remove the multiple layers of hierarchy. Actions such as promotions, awards, management actions and evaluations can go directly from the BCT/BDE or STB to HRC for active component, the RRC for the Army Reserve and the respective states JSTARC for the National Guard. All strength management actions (replacement, reassignment, reclassification, etc) can go directly to the BCT/BDE/STB from the top of the system and vice versa. Information flow, command guidance, policy changes and training assistance will continue to flow from the UEx and UEy G1 Sections to the BCT/BDE, STB and BN S1 Sections. The UEx and UEy G1 will also interact with top of the system organizations to ensure the UEx and UEy Commanders operational needs are met and any overarching command issues are resolved. The HRSC provides information and analysis as needed to the UEy 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 will work with both top of the system and G1/S1 Sections in the theater to ensure proper access, permissions, and data clarity during all phases of the deployment.
28
Personnel PersonnelService Service Flow Flow in inthe theTheater Theater

LR 4
(PORTS)
Top of the System HR Units
UEy G1 UEx G1 BCT/BDE S1 J-STARC
LR 3
(UEy)
LR 2
(UEx)
LR 1
(Mnvr Area)
X XX X
HRC
XXXXX
STB S1
XX
Army Reserve RRC
STB S1 BN S1
Figure 3-23: Personnel Services Flow
4. Organizational Concept
4.1. Organizational Overview
Principle organizational design considerations include the Expeditionary Force concepts of modular, scalable, flexible organization capable of providing responsive, sustained support across the full spectrum of military operations with the minimum but effective number of personnel located within the battle-space based on the unique requirements of the battle-space. The organization must be able to transition quickly during different phases of an operation and be fully functional in the Army Force and Joint, Interagency, Inter-governmental, Multinational (JIIM) environments. The discrete TOE BCT/BDE S1 is the basic building block within this organizational concept. The Personnel Services Delivery Redesign (PSDR) empowers commanders to care for Soldiers with organic HR professionals. The design migrates tasks from existing SRC-12 structure to S1s decreasing the layering of current HR organizational structure. This design supports the Chief of Staff of the Armys concept of modular, expeditionary BCTs which easily Plans and Operations Team into joint and theater structure. The design recognizes changes in technology enabling more timely and effective delivery of personnel services allowing for the direct interface from initiator to decision maker.
X Information/Guidance Input/Output
29
This Human Resource organizational design is intended to support the modular force but leave high volume, inherently garrison missions to TDA HR sections. The PSDR concept gives the commander direct access and support from human resource functional experts throughout the course of a deployment. Postal, Casualty and R5 structural 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 entire deployment life cycle.
4.2.
Human Resource Sustainment Center (HRSC)
The HRSC is an existence based, multifunctional, and modular organization that integrates human resource support throughout the theater as defined by the UEy Commander through the G1. The HRSC provides technical support to the HR units and professionals in the UEy area of operations. The HRSCs flexible, modular and scalable design increases the commanders ability to tailor human resource support based upon the number of soldiers supported and METT-TC. The HRSC consists of a Director, HRSC, Plans and Operations Division, PASR/PRM/IM Division, Casualty Operations Division, R5 Operations Division, and Postal Operations Division. See Figure 3-1. General Functions of the HRSC include providing technical leadership and guidance to HR Companies and S1 sections in the area of operations, coordinating postal, casualty and R5 unit placement and geographical dispersion; ensuring connectivity and resource support for postal, R5 and casualty units; and integrating personnel data when necessary. The Plans and Operations Division of the HRSC assists the UEy G1 as needed managing current operational requirements and planning both long and short range for personnel management missions across the theater. The Division develops and maintains internal plans and policies for training. The Plans and Operations Division manages internal deployment plans, physical security and contingency operations as well as assists the HRSC Chief and UEy G1 with internal mission support, planning executing support operations and coordinating operational security. The PASR/PRM/IM Division provides the UEy G1 with all the theater readiness analysis, personnel accounting and strength reporting and information management. The division will focus on assessing unit readiness and identifying critical personnel requirements. The strength reports from the theater are collected, analyzed and reported to the UEy G1. Analyze and provide projected readiness status allowing the G1 and the Commander to assess combat capability and support intelligence and logistical preparation on the battlefield. The division ensures the R5 Division has all necessary strength reports to implement appropriate replacement priorities based on guidance from the UEy G1 and the UEy Commander. The divisions Information Management duties include providing management of the theater databases (currently
30
DTAS/eMILPO in the future DIMHRS). The division manages the theater hierarchy and makes adjustments as the G3 updates and modifies task organization. The division is responsible for synchronizing data and providing real-time information to all other divisions in the HRSC as well as the UEy G1. The division assists units in the theater with establishment of the theater database and any error resolution needed throughout the operations. The division provides assistance and training as needed to units in the theater on PASR, PRM, and PIM. The Casualty Operations Division will oversee all casualty reporting in a theater of operations. The Casualty Operations Division will collect casualty reports from the BCT S1s and the Casualty Liaison Teams and submit to HRC as well as maintain and provide casualty data and briefings for the UEy G1. The division must coordinate with G4 on all mortuary affairs issues including research needed to identify remains or determine the disposition of remains. The division assists with validating casualty mail information. The Casualty Operations Division reports all casualties from contractors, DoD civilians, multi-national forces, and personnel from other services and coordinates all joint casualty requirements. The R5 Operations Division provides the UEy G1 with planning and operational oversight of the R5 operations in the theater. The division coordinates with various staff elements for deployment and redeployment plans and interfaces with Air Force elements for movement requirements and scheduling. The division interfaces with the PASR/PRM Division for the UEy G1s guidance on replacement priorities and also ensures the CONUS Replacement Centers are following theater replacement guidance. The R5 Operations Division develops the theater R&R Policy and implementation plan based on UEy G1 and Commanders guidance. The division does all analysis on R&R policies to provide necessary projected flow rates for proper distribution of R&R platoons and teams across the theater. Once the operation begins, the R5 Ops Division continues to coordinate with CONUS APODs and Air Force planners concerning personnel flow. The division also develops Return to Duty policies and procedures based on UEy Commanders guidance in conjunction with theater surgeon. The division continuously maintains, analyzes and reports Reception, Replacement, Return to Duty, R&R, and Redeployment statistics to the UEy G1. The R5 Operations Division provides technical support to the Theater Opening R5 Team and all R5 elements in the theater. The Postal Operations Division (POD) will provide technical oversight and compliance support to all postal units in the theater including the MMT Team. The POD is capable of deploying a portion of the division to assist in theater opening or to perform inspections during sustainment. The POD assists with theater locator and directory service. The POD, with guidance from the UEy G1, establishes theater postal policy and assists with execution of EPW mail. The Postal Operations Directorate ensures appropriate Military Postal Services resources for postal responsibilities in the theater as requested by the UEy or JFLCC Commander.
31
The HRSC receives technical guidance from HRC and receives all employment and command guidance from the UEy commander through the G1. The HRSC assumes organizational responsibility for training certification and readiness of the HR Companies (with corresponding Plans and Operations Teams and platoons), MMT Team, and the Theater Opening R5 Team in conjunction with the UEy G1. The HRSC receives life support from the UEy STB.
ORGANIZATIONAL DESIGN - HUMAN RESOURCES SUSTAINMENT CENTER (HRSC)
UEy STB
O6 42H00 O5 42H00 E9 42A5O
UEy (ASCC/Theater DCSPER) G1

DIRECTOR, HRSC 2/0/1/3
20/7/56/83
R5 Ops Div 2/0/1/3
O5 42H00 O4 42H00 E8 42A5O O5 42H00 4J O4 42H00 4J W3 420A E8 42A5O F4 E4 42A1O F5 O3 42B00 E7 42A4O E5 42A2O E4 42A1O 4J F4 F5 F5
Plans & Opns Div 1/1/1/3

O5 42H00 E8 42A5O W5 420A O5 42H00 04 53A00 E8 42A5O E4 42A10 O4 42H00 W4 420A E7 42A4O E6 42A3O E5 42A20 E5 42F20 E5 25B20 E4 42A10 E4 42F10 O4 42H00 W4 420A E7 42A4O E6 42A3O E5 42A20 E5 42F20 E5 25B20 E4 42A10 E4 42F10
PASR/PRM/IM Div 2/0/2/4

O5 42H00 W4 420A0 E8 42A5O
Cas Ops Div

1/1/1/3
Postal Ops Div 2/1/2/5
O4 42H00 E7 42A4O E6 42A3O E5 42A2O E4 42A1O
Tm A
Tm A
1/0/4/5
1/1/7/9
O4 42H00 E6 42A3O E5 42A2O (2) E4 42A1O E3 42A1O (2)
Tm A
1/0/6/7
Tm A
1/1/4/6
1/0/3/4
Tm A
O4 42H00 E7 42A4O E6 42A3O E5 42A2O E4 42A1O
Tm B
Tm B
1/0/4/5
1/1/7/9
O4 42H00 E6 42A3O E5 42A2O (2) E4 42A1O E3 42A1O (2)
1/0/6/7
Tm B
Tm B
1/1/4/6
O3 42H00 4J E7 42A4O F4 E5 42A2O F5 E4 42A1O F5
1/0/3/4
Tm B
CLT PLT HQs
Figure 4-3: HRSC
4.3.
Military Mail Terminal Team
The Military Mail Terminal (MMT) Team is an existence based organization in the Sustainment Brigade with Theater Opening mission. It establishes and runs the Army Component of a Joint Military Mail Terminal with the manpower support of an HR-Postal Company at the Aerial Port of Debarkation (APOD). The modular structure is the direct link to other services for postal support. The MMT team provides specialized postal expertise and experience and limited augmentation manpower. The modular structure allows the commander to add the necessary level of seniority and experience appropriate for a joint theater level mission as well as consolidates the necessary specialty equipment to do this bulk mission. The main function of this team is to process incoming mail as well as dispatch mail to CONUS at the APOD.
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The MMT team consists of a headquarters section, operations section, and 2 postal squads. See Figure 4-2. The headquarters section consists of a Director, Deputy Director, and Team Sergeant Major as well as 2 vehicle mechanics. The Director becomes the senior Army leader in the JMMT for all technical matters. The headquarters section provides a direct link with other services for operating space at the terminal, flight schedules and ground transportation of mail. The headquarters section also provides a single theater level executor with the expertise and experience to support the UEy G1 and other senior military leaders on the theater staff concerning postal matters. The operation section consists of a 4-man team providing logistical planning, operating guidance, and all other postal staff support. The operations section is the vital link for all theater postal operations planning implementing all necessary input from the other services and guidance from Military Postal Service Agency (MPSA) into the operating plan. Equipment is crucial to the success of this theater level postal team. All heavy postal equipment for the theater is associated with the MMT Team. The Team has both a TRTCH and large forklifts to move the bulk mail in and out of the APOD. Satellite Phones, radios and CAISI connectivity provide the necessary communication to track unit movements and control mail movement from CONUS to the theater and across all Logic Regions. The HR-Postal Company attached to perform the JMMT or MMT mission will receive all technical supervision and guidance from the MMT Director. The HR-Postal Company Commander retains all command and control functions for the company. The MMT Team receives policy and technical assistance from the Postal Operations Division of the HRSC and receives all employment and operating decisions and guidance from the UEy commander through the G1. The MMT Team is initially part of the Sustainment Brigade with Theater Opening mission and on order, transitions to Theater Distribution mission to continue theater support. The team relies on the BTB for all life support.
33

ORGANIZATIONAL DESIGN- MILITARY MAIL TERMINAL (MMT) TEAM
2/1/15/18
MMT TM HQS 2/0/3/5 O5 O4 E9 E5 E4 42H4J 42H4J 42A 63X 63X DIRECTOR DEP DIRECTOR TM SGM MECH MECH
OPS SEC 0/1/2/3 W4 420AF4 E7 42AF4 E4 42AF5 OPS CHIEF NCOIC HR SPC E6 E5 E4 E3
POSTAL SQUAD A 0/0/5/5 42AF4 42AF5 42AF5 42AF5 Pstl Supv Pstl Sgt Pstl Spec Pstl Clk (2) E6 E5 E4 E3
POSTAL SQUAD B 0/0/5/5 42AF4 42AF5 42AF5 42AF5 Pstl Supv Pstl Sgt Pstl Spec Pstl Clk (2)
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 R5 Center with the manpower support of an HR-R5 Company at the Aerial Port of Debarkation (APOD). The modular structure is the direct link to other services for regarding replacement, reception, R&R, return-to-duty and redeployment. The Theater Opening R5 Team with supporting HR-R5 Company is capable of supporting a population including other services, multinational forces, contractors, DoD civilians, and US government agencies. The Theater Opening R5 team provides specialized R5 expertise and experience to oversee the entire spectrum of R5 functions from large scale unit reception missions (RSOI) during theater opening to labor intensive R&R missions in sustainment operations. The modular structure allows the commander to add the necessary level of seniority and experience appropriate for a high visibility theater level mission. The main functions of this team is to provide the supporting staff to do all the necessary coordination, planning and implementation for a large scale R5 mission during the various stages of an operation. The Theater Opening R5 Team consists of a headquarters section and operations section. See Figure 4-3. The headquarters section consists of a Director, Deputy
34
Director, Personnel Tech and Team Sergeant Major. The Director becomes the senior leader in the Theater Opening R5 Team for all technical matters. The headquarters section provides a direct link with other services and other supporting units for operating space at the terminal, flight schedules, follow-on transportation and all logistical support. The headquarters section also provides a senior authority with the expertise and experience to interact with the UEy G1 and other senior military leaders in the theater on all R5 matters. The operation section consists of a 6-man team providing logistical planning, movement control and transportation planning, operating guidance, and all other necessary coordination. The operations section is the vital link with logistical support units, forward S1 and G1 sections, and CONUS based staging areas. The HR-R5 or R5-C Company attached to perform the theater level R5 mission will receive all technical supervision and guidance from the Theater Opening R5 Director. The HR-R5 Company Commander retains all command and control functions for the company. The Theater Opening R5 team receives policy and technical assistance from the R5 Operations Division of the HRSC and receives all employment and operating decisions and guidance from the UEy commander through the G1. The Theater Opening R5 team is initially part of the Sustainment Brigade with Theater Opening mission and on order, transitions to a Theater Distribution mission to continue theater support. The team relies on the BTB for life support.
ORGANIZATIONAL DESIGN- THEATER OPENING (TO) R5 TEAM
3/1/6/10
TO R5 TM HQS 2/1/1/4 O5 O4 W3 E9 42H 42H 420A 42A DIRECTOR DEP DIRECTOR PER TECH TM SGM
OPS SEC 1/0/5/6 O3 E7 E7 E5 E5 E4 42A 42A 88N 88N 42F 42F OPS CHIEF NCOIC TRANS NCOIC TRANS NCO HR SGT HR SPC
Figure 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 modular headquarters 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 UEx commanders to tailor their R5, Postal and Casualty support in the most effective and least invasive manner. The company is capable of employing independently to support postal, R5 and casualty operations to a smaller force or employing as a functionally pure HR-R5 or HR-Postal company capable of large scale single function missions for a robust theater. The HR Company headquarters provides capability to adapt to a joint or multinational environment. The HR Companys general functions include providing technical guidance, leadership and command and control for attached R5, Casualty and/or Postal platoons. The headquarters also provides support to area S1 sections regarding postal, R5 or casualty matters. The Command Section, consisting of a Commander, an Executive Officer, and a First Sergeant, plans, supervises, and monitors the activities of the HR Company and is aided by the Headquarters Support Section. The Command Section provides leadership to all attached personnel and units. The Headquarters Support Section provides limited maintenance, logistics, and automation support to the company. See Figure 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 Operations Team when postal or R5 platoons are attached. The company receives policy and highlevel plans and operations guidance from the R5, Postal or Casualty Ops Division of the HRSC and overall execution guidance from the UEy Commander through the G1. The HR Ops Cell in the UEx and UEy sustainment brigades will provide the planning and resourcing assistance within the sustainment brigade. The HR Company falls under the BTB of the sustainment brigade for all administrative support.
36

ORGANIZATIONAL DESIGN HUMAN RESOURCES COMPANY HQ 12413G000
2/0/27/29
HQs, HR COMPANY
CMD SEC 2/0/1/3
HQ SUPPORT SEC 0/0/13/13
MAINT SUPPORT SEC 0/0/13/13
CDR XO 1SG
04 42H 02 42B E8 42A
SUP SGT CHEM OPS NCO AUTO LOG SGT ARMORER SIG SUP SYS SPEC HR SGT SR FIRST COOK COOK COOK COOK
E7 92Y E6 74D E5 92A E4 92Y E4 25U (2) E5 42A E7 92G E5 92G E4 92G(2) E3 92G(2)
MOTOR SGT SR MECHANIC LT WHL VEH MECH LT WHL VEH MECH LT WHL VEH MECH PW R-GEN EQUIP REP
E7 63X E6 63B E5 63B (2) E4 63B (3) E3 63B (4) E4 52D (2)
52
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 HR Company headquarters when one or more postal platoons are attached. It provides postal planning and operational management to the HR Co Commander as well as company level directory service. The Postal Plans and Operations Team consists of a Plans and Operations Section and a Directory Service Section. See Figure 4-5. The Postal Plans and Operations Section manages current operational requirements and plans both long and short range postal missions. The Postal Directory Service operates a central mail directory based on personnel data from the G1 and S1 sections. The Postal Plans and Operations Team receives it policy and technical guidance from the Postal Operations Division (POD) of the HRSC. Any coordination for resources or sustainment brigade involvement for planning or operations will be done through the HR Ops Cell of the corresponding sustainment brigade. All final operational guidance will flow from the UEy or UEx G1 through the HR Company HQ. The Postal Plans and Operations Team falls under the HR Company HQ for administrative and C2 support.
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ORGANIZATIONAL DESIGN HR CO POSTAL PLANS AND OPERATIONS TEAM 12567GC00
1/1/6/8
POSTAL PLANS & OPERATIONS 1/1/1/3 TM LDR PER TECH NCOIC POSTAL DIRECTORY 0/0/5/5 NCOIC HR SPC HR SPC E5 42AF4 E4 42AF5 (2) E3 42AF5 (2) O3 42B4J W3 420A5 E6 42AF4
54
Figure 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 HR Company headquarters when one or more R5 platoons are attached. It provides R5 planning, operational management and data integration to the HR Co Commander. The R5 Plans and Operations Team consists of a 5-man Plans and Operations Section and a 4-man Data Integration Section. See Figure 4-6. The R5 Plans and Operations Section manages current operational requirements and plans both long and short range R5 missions. The Data Integration Section manages and integrates data into the deployed theater database. The integration Section consolidates data from various sources, performs quality control measures and manages transmittal of data to higher headquarters and affected units. To provide vital personnel service capability for soldiers in transient, the R5 Plans and Operations 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 and SGLV. The R5 Plans and Operations Team receives it policy and technical guidance from the R5 Operations Division of the HRSC. Any coordination for resources or sustainment brigade involvement for planning or operations will be done through the HR Ops Cell of the corresponding sustainment brigade. All final operational guidance will flow from the
38
UEy or UEx G1 through the HR Company HQ. The R5 Plans and Operations Team falls under the HR Company HQ for administrative and C2 support.
ORGANIZATIONAL DESIGN HR CO R5 PLANS AND OPERATIONS TEAM
1/1/7/9
R5 PLANS & OPS
12567GD00
1/0/4/5
HR OFF NCOIC TRANS NCO HR SGT HR SPC DATA INTER TM O3 42B E7 42A E6 88N E5 42A E4 42A
0/1/3/4
HR WO HR SGT HR SPC HR SPC
W2 420A E5 42F E4 42F E4 42A
56
Figure 4-8: HR Company R5 Plans and Operations Team
4.8.
Postal Platoon
The Postal Platoon is a multifunctional workload and existence based organization providing postal support for up to 6,000 personnel. This universal modular platoon is capable of doing the complete spectrum of postal functions from postal service and postal finance to postal operations. The postal platoon consists of a headquarters section, postal finance section, and 2 postal squads. See Figure 4-7. The headquarters section provides command and control, leadership, guidance, and limited maintenance capability. The postal finance section sells money orders, stamps, and provides accountable mail services. Each postal squad has capability to perform operation or service missions or to perform independently as needed as a mobile mail team. The platoons are each equipped with 3 variable reach forklifts to provide efficient mail movement in whatever type of area the platoon is supporting. The Postal Platoon receives all technical guidance through the HR Company headquarters and the corresponding Postal Plans and Operations Team. The HR Company HQ provides all command and control to the attached postal platoons.
39
ORGANIZATIONAL DESIGN - POSTAL PLATOON 1/0/22/23

POSTAL PLATOON
HQs SECTION *1/0/3/4

O2 42B4J Platoon Ldr E7 42AF5 Platoon Sgt E4 52D Pwr-Gen Eqpt Rep E4 63B W h Veh Mech
POSTAL FINANCE SECTION 0/0/3/3

E5 42AF5 Pstl Sgt E4 42AF5 Pstl Spec E3 42AF5 Pstl Clk
POSTAL SQUAD A 0/0/8/8

POSTAL SQUAD B 0/0/8/8

Figure 4-9: Postal Platoon
4.9.
R5 Platoon Headquarters
The R5 Platoon Headquarters is a multifunctional workload based structure providing command and control to 2 to 3 R5 teams in the UEy and UEx battle space. The headquarters consists of an 8-man team that provides technical guidance, leadership, logistical support and command and control for attached R5 teams. See Figure 4-8. The R5 platoon headquarters receives all technical guidance through the HR Company headquarters and the corresponding R5 Plans and Operations Team. The HR Company HQ provides all command and control to the attached R5 platoons.
40
ORGANIZATIONAL DESIGN - R5 PLATOON HQ
1/0/7/8
R5 PLATOON
HQs SEC 1/0/7/8
TEAM
O2 42B Platoon Ldr E7 42A Platoon Sgt E5 88N Trans Mgmt NCO E4 88N Trans Mgmt Coord E4 92Y Supply SPC (2) E5 42A HR SGT E4 42F HR SPC
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 accountability for 125 personnel a day moving in or out of an assigned area or theater of operations. Further, the team tracks emergency leaves, inter-theater and intra-theater transfers as dictated by METT-TC. The general functions include personnel accounting, administrative processing, and logistical support of transient personnel. The team is capable of operating in a joint or multinational environment. This modular, scalable and flexible structure allows the commander to support the large population flow for port operations with numerous teams organized into platoons and HR-R5 companies, but also support the small, but essential mission of managing sustainment missions such as R&R at the UEx level with one team or a platoon as necessary. The R5 team is comprised of 6 personnel led by a Staff Sergeant. See Figure 3-9. The team provides immediate processing, accountability and coordination for logistical support to individuals and units arriving to and departing from the area of operations. The R5 team receives all guidance and command and control from the R5 platoon headquarters. All transportation coordination support comes from the R5 platoon 41
headquarters. When geographically dispersed without a platoon headquarters to support a population under 126 personnel a day, the R5 team will rely on the HR Ops cell in the sustainment brigade for assistance in coordinating with the R5 platoon headquarters or other necessary elements.
ORGANIZATIONAL DESIGN - R5 TEAM
0/0/6/6
R5 TEAM 0/0/6/6
E6 42A HR SGT E5 42A HR SGT E4 42A HR SPC (4)
Figure 4-11: R5 Team
4.11.
Casualty Platoon Headquarters
The Casualty Platoon Headquarters is a workload based headquarters that provides command and control to 3 to 6 Casualty Liaison Teams (CLTs). The Casualty Platoon HQ consists of a platoon leader and platoon sergeant that provide leadership, training assistance and administrative support to geographically separate CLTs. See Figure 410. The casualty platoon receives all administrative guidance through the HR Company headquarters. The Casualty Platoon functions as part of the Casualty Operations Center in a deployed environment. The headquarters ensures that all CLTs are properly empowered to perform the casualty reporting tasks.
42
ORGANIZATIONAL DESIGN CASUALTY PLATOON HQ
1/0/1/2
CASUALTY PLATOON
HQs SEC 1/0/1/2 PLT LDR O2 42B PSG E7 42A
CASUALTY LIAISON TM
Figure 4-12: Casualty Platoon Headquarters
4.12.
Casualty Liaison Team
The Casualty Liaison Teams are an existence based structure providing accurate and timely casualty information to HRSC and ultimately to HRC. The CLT consists of 5 personnel led by an E5. See Figure 4-11. The CLTs primary function is to ensure timely casualty reporting to the HRSC and HRC. They also assist commanders in keeping accurate casualty statistics throughout the course of an operation. When necessary, based on a split mission, the CLT is capable of splitting the team to support smaller more forward locations such as a UEx mortuary affairs collection point or a CSH that has split based operations. CLTs not only provide accurate casualty information, but they also act as a liaison for each effected commander. The CLT provides updated status reports to the effected unit and informs the unit if the soldier leaves the theater. The CLTs assist with coordinating a soldiers return to duty with the unit and/or an R5 unit. The CLT acts as an administrative liaison for the injured Soldier ensuring he or she has access to necessary services such as finance, MWR, or any HR related service. CLTs receive technical guidance from the Casualty Operations Division of HRSC. When attached to a CSH, Mortuary Affairs Collection Point, UEx G1 or HRSC, the CLT relies on that organization for life support. The Casualty Platoon headquarters can provide assistance with any administrative issue or can assist in getting technical guidance when direct communication may be difficult.
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ORGANIZATIONAL DESIGN CASUALTY LIAISON TEAM
0/0/5/5
CASUALTY LIAISON TM
TEAM CHIEF HR SGT HR SPC
E5 42B E4 42A (2) E3 42A (2)
Figure 4-13: Casualty Liaison Team
4.13.
BCT/Brigade S1 Team and Discrete BCT/BDE S1 Section
The BCT S1 Team is an existence based team at the BCT/BDE level providing personnel service support to the BCT/BDE Commander. Under PSDR, this team empowers the commander to care for Soldiers with organic HR assets. See Figure 412. PSDR and related structure allows for Soldier-specific support at BCT/BDE S1 sections and eliminates the requirement to unPlans and Operations Team personnel service capability from external structure (PSB/PD). The structure and process design provides a more timely and efficient delivery of personnel services allowing direct interface from initiator to decision maker. Support is provided in the same manner and by the same organic capability both deployed and at home station. With current legacy and intermediate databases, the PSDR concept would give all necessary system accesses to the BCT/BDE S1 section to input and pull data directly from HRC without the intermediate steps of the UEx G1 or external personnel units. As part of the MILPAY bridging strategy, the finance Soldier in the BCT/BDE S1 performs all initial military pay customer service within the scope of his/her control. This finance manager provides MILPAY expertise to the BCT/BDE as well as linking the BCT/BDE to higher level finance assistance when necessary. Specifically, the Finance Specialist acts as a liaison to the supporting Financial Management Company to resolve military pay related issues. The BCT/BDE S1 provides personnel policy and procedure guidance and technical oversight for the BN S1 Sections it supports. The BCT/BDE S1 performs some personnel functions at the BCT/BDE level that BN S1 Sections cannot perform
44
such as records management, casualty information processing, data reconciliation, systems administration, strength management and production of identification cards.
ORGANIZATIONAL DESIGN BCT/BDE S-1 SECTION 12567GJ00
1/0/6/7
BCT/BDE S-1 TEAM
O2 42B E8 42A E5 42A E5 42F E5/4 44C E4 42A E4 42F
69
Figure 4-14: BCT/BDE S1 Team
The 7-man Team combines with the modular BCT/BDE S1 section to form the discrete TOE BCT/BDE S1 section. When the team combines, the E7 position is downgraded to an E6 with the addition of the E8 Human Resource NCO. This allows for easy division of duties between 2 E6 section chiefs: one focusing on essential personnel services and the other on strength management. (See Figure 4-13) This 7-man Team adds the capability necessary to perform additional tasks involved in PSDR. The combined discrete TOE S1s general functions include EPS, PASR, PRM, PIM Casualty Information Management, and MILPAY Customer Service. The Discrete BCT/BDE S1 Section provides or coordinates necessary technical training for the BN S1 Sections. Overall, the BCT/BDE S1 Section performs all hierarchal and technical support functions needed for the BN S1 Sections in the BCT/BDE. The BCT/BDE S1 Sections will train and certify as part of the BCT/BDE. When personnel training is necessary outside the scope of the BCT/BDE, the BCT/BDE S1 Section receives necessary assistance from the UEx G1. The Discrete BCT/BDE S1 Section is an organic asset to the BCT/BDE commander and receives technical guidance from the UEx G1.
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ORGANIZATIONAL DESIGN BCT/BDE S-1 SECTION 1/1/5/7

EXISTING MODULAR BCT/BDE S-1
1/0/6/7
2/1/11/14
BCT/BDE S-1 TEAM 120X2L000
BCT/BDE S-1 120X2L000
O4 42H S1 W2 420A PER TECH E7 42A SR HR SGT E6 42A HR NCO E5 42A HR NCO E4 42A HR SPC (2)
O2 42B E8 42A E5 42A E5 42F E5/4 44C E4 42A E4 42F
O4 42H S1 O2 42B STR MGR W2 420A PER TECH E8 42A SR HR SGT E6 42A HR NCO (2) E5 42A HR NCO (2) E5 42F HR NCO E5/4 44C FI SPC E4 42A HR SPC (3) E4 42F HR SPC
Figure 4-15: Modular/Discrete BCT/BDE S1 Section
The 7-man team also combines with existing non-modular BDE S1 Sections to form a Discrete BDE S1 Sections. The team adds the capability necessary to perform PSDR tasks; however, unlike the modular structure, there is no Warrant Officer in the existing base S1 structure. A Warrant Officer is added to the discrete Non-modular BDE S1 Section to ensure the appropriate level of technical expertise and competency to complete PSDR and previously existing S1 tasks (See Figure 4-14).
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ORGANIZATIONAL DESIGN NON-MODULAR BCT/BDE S-1 SECTION
1/0/5/6
CURRENT BDE S-1
1/0/6/7
2/1/11/14
BCT/BDE S-1 TEAM 120X2L000
\BDE S-1
O4 E7 E5 E4 E3
42H 42A 42A 42A 42A
S1 (CMD SEC) SR HR SGT HR NCO HR SPC (2) HR SPC
SIZE VARIES FOR NON-MODULAR BDE
O2 42B E8 42A E5 42A E5 42F E5/4 44C E4 42A E4 42F
Example NON MODULAR EN BDE 05602L000
0/1/0/1
W2 420A PER TECH
O4 42H S1 O2 42B STR MGR W2 420A PER TECH E8 42A SR HR SGT E6 42A HR NCO E5 42A HR NCO (2) E5 42F HR NCO E5/4 44C FI SPC E4 42A HR SPC (3) E4 42F HR SPC E3 42A HR SPC
NON-MODULAR BDE S-1

8
Figure 4-16: Non-Modular/Discrete BDE S1 Section
4.14.
STB S1 Team and Discrete STB S1 Section
The Special Troops Battalion S1 Team is an existence based team at the UEx and UEy level providing personnel service support to the STB Commander and supported population. Under PSDR, this team empowers the commander to care for Soldiers with organic HR assets. While the STB is only a battalion, they supported population is much larger than an average battalion and because the support the UEx and UEy headquarters and Command Group, there is a much larger workload generated. The workload more closely mirrors that of a BCT/BDE S1 than that of a BN. See Figure 315. In the UEy level STB S1, there is a W4 Personnel Technician to provide a more senior level of technical competence to the STB S1 Section. See Figure 3-16. The STB S1 performs some personnel functions that other BN S1 Sections cannot perform such as records management, casualty information processing, data reconciliation, systems administration, strength management and production of identification cards.
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121X4LA00 UEx STB S-1 TEAM

0/1/5/6
126XXLA00 UEy STB S-1 TEAM

0/1/5/6
UEx STB S-1 TEAM
UEy STB S-1 TEAM
W3 420A E6 42A E5 42F E5 42A E5/4 44C E3 42A
W4 420A E6 42A E5 42F E5 42A E5/4 44C E3 42A
121X4LA00 UEx STB S-1 TEAM

0/1/5/6
126XXLA00 UEy STB S-1 TEAM

0/1/5/6
UEx STB S-1 TEAM
UEy STB S-1 TEAM
W3 420A E6 42A E5 42F E5 42A E5/4 44C E3 42A
W4 420A E6 42A E5 42F E5 42A E5/4 44C E3 42A
Figure 4-17 and 4-16: UEx STB S1 Team and UEy STB Team
The 6-man Team combines with the UEy or UEx STB S1 Section to form the discrete TOE STB S1 section. (See Figure 4-17 and 4-18) This 6-man Team adds the capability necessary to perform additional tasks involved in PSDR. The combined discrete TOE S1s general functions include EPS, PASR, PRM, PIM Casualty Information Management, and MILPAY Customer Service. The STB S1 Sections will train and certify as part of the STB. When personnel training is necessary outside the scope of the STB, the STB S1 Section receives necessary assistance from the UEx or UEy G1. The Discrete STB S1 Section is an organic asset to the STB commander and receives technical guidance from the UEx or UEy G1.
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ORGANIZATIONAL DESIGN STB (UEx) S-1 SECTION
1/0/6/7
STB S-1
0/1/5/6
1/1/11/13
STB S-1 TEAM 121X4LA00

W3 420A E6 42A E5 42F E5 42A E5/4 44C E3 42A
STB S-1
O3 42B S1 W3 420A PER TECH E7 42A SR HR SGT E6 42A HR NCO (2) E5 42A HR NCO (2) E5 42F HR NCO E5/4 44C FI SPC E4 42A HR SPC E4 27D LEGAL SPC E3 42A HR SPC E3 42L MAIL CLERK
O3 42B S1 E7 42A SR HR SGT E6 42A HR NCO E5 42A HR NCO E4 42A HR SPC E4 27D LEGAL SPC E3 42L MAIL CLERK
10
Figure 4-18: Discrete UEx STB S1 Section

ORGANIZATIONAL DESIGN STB (UEy) S-1 SECTION
2/0/6/8
STB S-1
0/1/5/6
2/1/11/14
STB S-1 TEAM 126XXLA00

W4 420A E6 42A E5 42F E5 42A E5/4 44C E3 42A
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 SPC E3 42L MAIL CLERK
O3 42B S1 O2 42B STR MGR W4 420A PER TECH E7 42A Sr HR SGT E6 42A HR NCO (2) E5 42A HR NCO (2) E5 42F HR NCO E5/4 44C FI SPC E4 42A HR SPC E4 27D LEGAL SPC E3 42A HR SPC E3 42L MAIL CLERK
Figure 4-19: Discrete UEy STB S1 Section
49
4.15.
Battalion S1 Team and Discrete BN S1 Section
The Battalion S1 Team is an existence based team at the BN level providing personnel service support to the BN Commander. Under PSDR, this team empowers the commander to care for Soldiers with organic HR assets (See Figure 4-19). The design allows for Soldier-specific support at BN S1 sections and eliminates the requirement to unPlans and Operations Team personnel services capability from external structures such as Personnel Detachments and Battalions. The structure and process design allows for more timely and efficient delivery of personnel services allowing direct interface from initiator to decision maker. With current legacy and intermediate databases, this design would give some accesses to the BN S1 section to input and pull data directly from HRC without any intermediate steps or external personnel units while some tasks will still require BCT/BDE involvement for direct action to the HRC.
ORGANIZATIONAL DESIGN BN S-1 TEAM
0/0/2/2
BN S-1 TEAM 120X6L000
E5 42A E3 42A
Figure 4-20: BN S1 Team
The 2-man Team combines with the modular BN S1 section or the existing BN S1section to form the discrete BN S1 section. (See Figure 4-20 and Figure 4-21) This 2-man Team adds the capability necessary to perform additional tasks involved in PSDR transition. The BN S1s general functions include personnel accounting and strength reporting, data access, projected gains and losses, and essential personnel services. The BN S1 Sections will train and certify as part of the BN. When personnel training is necessary outside the scope of the BN, the BN S1 Section receives necessary assistance from the BCT/BDE S1 Section. BCT/BDE S1 Section will provide procedural and policy guidance and assistance with personnel related issues. The BN S1 Team is an organic asset to the BN commander and receives technical guidance from the BCT/BDE S1.
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ORGANIZATIONAL DESIGN CELLULAR BN S-1 SECTION
0/0/2/2 1/0/7/8
BCT MANEUVER BN S-1
O3 11A S1 E7 42A SR HR SGT E6 42A HR NCO E5 42A HR NCO E4 42A HR SPC E4 27D LEGAL SPC E3 42A HR SPC E3 42L MAIL CLERK
1/0/9/10
BN S-1 TEAM 120X6L000
CELLULAR BN S-1
E5 42A E3 42A
O3 42A S1 E7 42A SR HR SGT E6 42A HR NCO E5 42A HR NCO (2) E4 42A HR SPC E4 27D LEGAL SPC E3 42A HR SPC (2) E3 42L MAIL CLERK
Example MODULAR UNIT
Figure 4-21: Modular/Discrete BN S1 Section

ORGANIZATIONAL DESIGN CELLULAR BN S-1 SECTION
SIZE VARIES FOR NON-MODULAR BN
0/0/2/2 1/0/8/9
BN S-1 TEAM 120X6L000 CELLULAR NONMODULAR BN S-1
O3 42A S1 E7 42A SR HR SGT E6 42A HR NCO E5 42A HR NCO (2) E4 27D LEGAL SPC E4 42A HR SPC E3 42A HR SPC E3 42L MAIL CLERK
1/0/6/7
BN S-1
O3 21B S1(CMD SEC) E7 42A SR HR SGT E6 42A HR NCO E5 42A HR NCO E4 42A HR SPC E4 27D LEGAL SPC E3 42L MAIL CLERK
E5 42A E3 42A
Example NON-MODULAR EN BN 05435L300
CELLULAR NON-MODULAR BN S-1
Figure 4-22: Non-Modular/Discrete BN S1 Section
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ADJUTANT GENERAL CORPS FDU 05-2 Human Resources Transformation

Essential Services Connectivity

Converging HR Practice and Systems

Direct, Centralized and Transactional Customer Service

Soldier Readiness Programs

Human Resource Sustainment Center

UEy (ASCC/Theater DCSPER) G1

Plans & Opns Div 1/1/1/3

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

Cas Ops Div

Postal Ops Div 2/1/2/5

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

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

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

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

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

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

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

O3 42H00 E7 42A4O E5 42A2O E4 42A1O

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

3.3. Military Mail Terminal (MMT) Team

Human Resources Redesign

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

3.4. Theater Opening R5 Team

ORGANIZATIONAL DESIGN- THEATER OPENING (TO) R5 TEAM

Figure 3-2: Theater Opening R5 Team

3.5. HR Company HQs

Human Resources Redesign

CMD SEC 2/0/1/3

HQ SUPPORT SEC 0/0/13/13

MAINT SUPPORT SEC 0/0/13/13

04 42H 02 42B E8 42A

Figure 3-4: HR Company HQs

SRC: 124X9L000 HR COMPANY HQS (POSTAL)

CMD SEC 2/0/1/3

04 42H 02 42B E8 42A

Postal Plans/ Ops Team

Figure 3-5: Example of HR-Postal Company

CMD SEC 2/0/1/3

R5 PLANS & OPS SEC

04 42H 02 42B E8 42A

R5 Plans/ Ops Team

Figure 3-6: Example of HR-R5 Company

SRC: 124X9L000 HR COMPANY HQS (R5)

CMD SEC 2/0/ 1/ 3

HQ SUPP ORT SEC

R5 PL ANS & OPS SEC

Figure 3-7: Example of HR-R5C Company

SRC: 124X9L000 HR COMPANY HQS (POSTAL/R5)

CMD SEC 2/0/1/3

R5 PLANS & OPS SEC

POSTAL PLANS & OPERATIONS 1/1/1/3

POSTAL DIRECTORY 0/0/5/5

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

3.6. HR Company Postal Plans & OPS Team

ORGANIZATIONAL DESIGN HR CO POSTAL PLANS AND OPERATIONS TEAM 12567GC00

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

3.7 HR Company R5 Plans and OPS Team

Human Resources Redesign

ORGANIZATIONAL DESIGN HR CO R5 PLANS AND OPERATIONS TEAM

HR WO HR SGT HR SPC HR SPC

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

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

3.8. Postal Platoon