U.S. Army Soldier Support InstituteAdjutant General School

MOS 420A - Human Resources TechnicianWarrant Officer Advanced Course

Communicate Theater Human Resources Operations

LESSON 805C-CHE4A102

VERSION 3.0

LP LESSON PLAN LP

April 2020

U.S. ARMY ADJUTANT GENERAL SCHOOLHuman Resources Technician Warrant Officer Advanced Course

Communicate Theater Human Resources Operations

Lesson: 9.0 HoursLesson Author: CW4 Andrea A. Ebanks-JoynerDate: April 2020

1. SCOPE: This nine hour block of instruction will produce warrant officers who can confidently articulate how to Communicate Theater Human Resources Operations in the following areas: 1) The role of Army Doctrine, 2) The principles and responsibilities of theater HR Operations, 3) SRC 12 Organizations. Most, if not all students have experienced deployments prior to attending their Warrant Officer Advance Course (WOAC). This material will draw upon not just doctrinal references and instructor/mentor experiences but also student knowledge and deployment experiences as well. Integration of previous knowledge coupled with paradigm altering experiences will enable learners to build on foundational knowledge. If the students will adapt the powerful intellectual tools utilized during this lesson, they will depart WOAC enabled to communicate and apply the knowledge learned at a higher level.

The expected outcome of this lesson is to have students understand Theater HR Operations and its importance in providing vital sustainment support in a operational environment. This lesson will focus on developing warrant officers who can plan, prepare, execute, and assess theater HR operations at the Human Resource Sustainment Center (HRSC) level. Instructors should utilize the Center of Army Lessons Learned (CALL), MilSuite, and the U.S. Army Human Resources Command (AHRC) for additional information to aid in facilitating this lesson.

2. LEARNING OBJECTIVES:

TLO: Communicate Theater HR Operations

ACTION: Communicate Theater Human Resources (HR) Operations

CONDITIONS: In a classroom environment with access to FM 1-0, FM 3-0, FM 4-0, JP 1-0 readings, classroom discussions, presentations, doctrinal publications, and personal experience and awareness of Operational Environment (OE) variables and actors.

STANDARD: Demonstrate an understanding of theater HR operations through classroom participation, completing individual/group practical exercises, and scoring 80% or higher on the HR Plans and Operations final exam.

Learning Domain: Cognitive

Level of Learning: Application1

Instructional Guidance: Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and identified reference material. Throughout this lesson, solicit from students the challenges they experienced in the current operational environment (OE) and what they did to resolve them. Encourage students to apply at least 1 of the 8 critical variables: political, military, economic, social, information, infrastructure, physical environment and time.

Safety Requirements: In a training environment, leaders must perform a risk assessment in accordance with ATP 5-19, Risk Management. Leaders will complete the current Deliberate Risk Assessment Worksheet (DD Form 2977) in accordance with the TRADOC Safety Officer during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Note: During MOPP training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOPP work/rest cycles and water replacement guidelines IAW FM 3-11.4, Multiservice Tactics, Techniques, and Procedures for Nuclear, Biological, and Chemical (NBC) Protection, FM 3-11.5, Multiservice Tactics, Techniques, and Procedures for Chemical, Biological, Radiological, and Nuclear Decontamination.

Risk Assessment Level: Low

Environmental Statement: Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM 3-34.5 Environmental Considerations and GTA 05-08-002 ENVIRONMENTAL-RELATED RISK ASSESSMENT.

3. STUDENT PREREQUISITE WORK:

a. Study Requirements:

Read: (1) Advance Sheet

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(2) FM 1-0, HR Support(3) ATP 1-0.2, Theater-Level HR Support, (4) FM 3-0, Operations, Chapter 1, Table 2-2, and Appendix A(5) FM 4-0, Sustainment Operations

Scan: (1) JP 1-0, Joint HR Operations(2) ADP 1-01, Doctrine Primer(3) ADP 3-0, Unified Land Operations

Review: None

b. Bring to Class: None

c. Be prepared to discuss the following in class: (1) Why is it important to understand the role of doctrine?

(2) How does this lesson assist Warrant Officers in the Military Decision Making Process (MDMP)?

(3) What is your role and responsibility regarding Communicate Theater HR Operations

(4) IAW FM 3-0, what are some of the activities Command Post Operations personnel, specifically S1/G1 personnel, can conduct to assist commander’s in the decision making process.

4. INSTRUCTOR ADDITIONAL READING(s)/MATERIALS:

(1) Army Campaign Plan

5. TRAINING AIDS, REFERENCES, AND RESOURCES:

This lesson is intended to be taught in a small group classroom setting with the ability to project PowerPoint slides. The only indispensable medium is face-to-face interaction between students and Small Group Instructor (SGI).

Appendix A: Assessment Plan Appendix B: Additional Resources for Students

6. CONDUCT OF LESSON

Lesson Timeline: 15 minutes Concrete Experience: (Buzz Session) 15 minutes Publish and Process

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5 minutes Introduction 50 minutes Generalize New Information: 10 minutes Break 15 minutes Develop 50 minutes 2d Concrete Experience: (Video) 15 minutes Publish and Process 10 minutes Break 50 minutes Generalize New Information – (HRSC and Theater Management) 10 minutes Break 50 minutes Practical Exercise 15 minutes Develop 180 minutes Apply (Scenario Based/Case Study) 10 minutes Conclusion

Instructor Notes: The purpose of this 8 hour block of instruction is to make your students believe: (1) that they will be more effective warrant officers if they understand the total concept of Communicate Theater Human Resources Operations (2) and that WOAC is an opportunity to do that. Generally, the instructor/facilitator is minimally involved during the Concrete Experience (CE) phase; however, in some cases more involvement may be necessary, if deemed necessary by the instructor. The instructor has the flexibility to adjust the discussion time to suit his/her teaching. Please do not think that you are bound to the clock. The lesson design and material should not be a constraint to you. The only constraint upon the instructor is the learning objective. *See Instructor Notes next to each slide*

Lesson:a. Introduction: (5 min)

Good morning, I am ____________ and the lesson for today is ____________________.

Slide 1: Introductory Slide

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Instructor Notes:This lesson is a 8.0 hour Small Group Instruction (SGI) block. This block will consist of multiple SGI techniques to achieve the desired end state.

b. Concrete Experience: (10 minutes). The goal of this Concrete Experience (CE) is for the students to recognize the magnitude of Theater Operations

Break the class into groups using any method the instructor wants to use (number of photos, apps, or songs on the student’s phone; the student with the most pets, etc)

This exercise is designated to:*encourage critical thinking/brainstorming*support collaboration*Assess the knowledge of your students on Theater HR Operations

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As you go through the lesson, students can identify if they were accurate in their assessment IAW FM 1-0.

C. Publish and Process: (15 minutes). This step involves finding out what happened with individuals while the activity was progressing. Additionally, get the students talking about the question, comparing answers, and thinking about why their answers differed from the ones given.

*Start with open-ended questions like:

Q1. What just happened during the session?

Q2. Did anyone have a different answer than what was presented or listed on the mind-map?

Q3. Why is it important to understand the role of doctrine when we are execute Theater HR Operations?

Q4. How will this information assist the commander in planning for future operations?

Q5. How does this better align the HR Warrant Officer to be more effective in the field?

Instructor Notes: Summarize group responses and transition to the GNI.

d. Generalize New Information (GNI): (45 minutes). Briefly discuss the doctrinal overview of Theater HR Operations and how the principles and responsibilities affects today’s mission. Allow the students to further expound on their experiences in their current and past organizations.

Instructor Notes: Show Slide 2 – Terminal Learning Objective (TLO)

Slide 2: TLO

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Instructor Notes:

Army Learning Area (ALA): The ALA provides a framework to assist in grouping General Learning Outcomes (GLO). The learning areas foster the tenets of leader development and the vocation of the profession, emphasize human dimension, and stress empowering subordinates through well-structured intent in Mission Command. This lesson has the following ALAs and GLOs.

1) ALA: Mission CommandGLO: Soldiers and Army Civilians demonstrate proficiency in mission command

staff tasks

2) ALA: Human DimensionGLO: Soldiers and Army Civilians demonstrate proficiency in communication

skills

3) ALA: Professional CompetenceGLO: Soldiers and Army Civilians support Army policies, programs and

processes

Note: LSCO Introduction, The below is not in the regulation but is included to generate critical thinking points.

Specific human resources support to large scale combat operations is not currently defined in any regulatory guidance. Until doctrine has been created, HR professionals must collaborate, plan, and implement HR activities that will aid commanders in successfully accomplishing their wartime mission while taking care of Soldiers and their families. Reviewing FM 3-0, FM 4-0, and FM 1-0, will aid HR leaders in planning for anticipated actions based on the LSCO environment.

Note: Refer Students to paragraph 2-10, Army support to other Services

2-10. The Army provides certain support to other Services across all phases of a joint operation through several types of authorities. Collectively known as Army support to

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other Services (ASOS), these responsibilities include all executive agent responsibilities assigned to Department of the Army by the Secretary or Deputy Secretary of Defense.

2-11. An executive agent is the head of a Department of Defense (DOD) component that has been assigned specific responsibilities, functions, and authorities to provide defined levels of support for operational missions or administrative or other designated activities that involve two or more of the DOD components. Whether the term executive agent is used or not, the theater army, on behalf of the Army, is responsible for support functions in all theaters as designated by the GCC or higher. The supporting requirements the theater army provides as part of ASOS can include—

Missile defense.

Fire support.

Base defense.

Transportation.

Fuel distribution.

General engineering.

Intra-theater medical evacuation.

Logistics management.

Communications.

Chemical, biological, radiological, and nuclear (CBRN) defense.

Explosive ordnance disposal.

Not included in the regulation but for consideration by HR professionals proving joint support:

1. Review the OPORD to identify specified and implied duties and responsibilities to being the planning process (continue to monitor FRAGOs for changes).

2. Contact the higher command you will be reporting to obtain templates, SOPS and any other directives pertaining to your duties and responsibilities (strength reports, awards, etc.).

3. Ensure you train your staff on the requirements.4. Provide templates, SOPs, guidance and training to subordinate units to ensure

shared understanding of higher command directives.

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Note: Refer students to paragraph 1-4, to understand FM 3-0’s description of Large-scale combat operations.

Large-scale combat operations are intense, lethal, and brutal. Their conditions include complexity, chaos, fear, violence, fatigue, and uncertainty. Future battlefields will include noncombatants, and they will be crowded in and around large cities.” Enemies will employ conventional tactics, terror, criminal activity, and information warfare to further complicate operations. To an ever-increasing degree, activities in the information environment are inseparable from ground operations. Large-scale combat operations present the greatest challenge for Army forces.

Note: Relay to students that the passage that discusses “Future battlefields will include noncombatants, and they will be crowded in and around large cities” is a vital statement in the planning and preparation of communicating Theater HR Operations in support of LSCO. The location of Theater Accountability Teams, Postal Operations, etc will be in these urban areas and knowledge of the location and its resources is a vital contributor to the planning process.

Note: Refer students to FM 3-0, Operations, Figure 1-4. Figure l-4 shows the Army's strategic roles. The Army strategic roles are nested with joint phases to highlight the actions the Army will take in each phase.

Note: Ask the students, of the Army roles listed which is the most important for planning and execution of Theater Human Resources Operations?

(Students should respond with Shape)

Note: Refer students to FM 3-0, Operations, paragraph 1-143.

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During LSCO, deployments will be conducted at Corps level with Divisions, Brigades and other units as identified by the operational order, deploying in support of the Corps’ mission. This means Corps will be supporting a Theater Army Organization’s mission.

Note: While not currently in any regulation. This following are ideas to discuss with their command concerning Theater HR Operations.

During LSCO, Some of the services offered may be affected due to the intensity of the conflict. What courses of action (COA) does the commander has in place for services such as Theater Postal Operations? These are activities that must be analyzed and COAs developed for implementation if required.

Note: Review the definition of SHAPE to highlight its importance during LSCO. Emphasize that all the strategic roles are important; however, SHAPE will be reviewed because it ensures the successful execution of the other roles.

Shape definition: paragraph 1-62.

Army operations to shape bring together all the activities intended to promote regional stability and to set conditions for a favorable outcome in the event of a military confrontation. Army operations to shape help dissuade adversary activities designed to achieve regional goals short of military conflict. As part of operations to shape, the Army provides trained and ready forces to geographic combatant commanders (GCCs) in support of their theater campaign plan. The theater army and subordinate Army forces assist the GCC in building partner capacity and capability and promoting stability across the AOR. Army operations to shape are continuous throughout a GCC's AOR and occur before, during, and after a joint operation within a specific operational area.

Refer Students to FM 3-0, Appendix A, Command and Support Relationships.

Note: Highlight to the students that your organization’s command and support relationships with other organizations are vital during LSCO. Depending on the deployment location and the mission the unit is supporting, units command relationships may change. Working with your unit’s S3/G3, can assist S1/G1 in identifying the reporting hierarchy (upper/lower echelons). An OPORD will identify a unit’s reporting hierarchy during a contingency operations.

A-1. Establishing clear command and support relationships is a key aspect of any operation. Large-scale combat operations present unique and complex challenges that demand well defined command and support relationships among units. These relationships establish responsibilities and authorities between subordinate and supporting units. Some command and support relationships limit the commander's authority to prescribe additional relationships. Knowing the inherent responsibilities of

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each command and support relationship allows commanders to effectively organize their forces and helps supporting commanders understand their unit's role in the organizational structure.

Review Table A1-A3, Command Relationships.

Slide 3: OutlineInstructor Notes:The following will be covered:

• Doctrine Definition• Army Campaign Plan • FM 3-0 Levels of War• Warfighting Functions• JP 1-0• FM 1-0

Learning Step/Activity 1. Doctrine Defined.Method of Instruction: Conference/DiscussionInstructor to Student Ratio: 1:16Time of Instruction: 10 mins

Instructor Notes: Show Slide 4 – Doctrine Defined

Slide 4: LSA 1 – Doctrine Defined Instructor Notes:

Tell the students that doctrine is a guide to action, not a set of fixed rules. It combines history, an understanding of the operational environment, and assumptions about future conditions to help leaders think about how best to accomplish missions.

U.S. Army doctrine is about the conduct of operations by Army forces in the field (and to a limited extent the guidelines for training for operations).

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The body of professional knowledge that guides how Soldiers perform tasks related to the Army’s role.

Establishes the language of the profession.

The Army approaches solutions to problems through changes to broad, general categories of doctrine, organization, training, materiel, leadership and education, personnel, and facilities (DOTMLPF).

Instructor Notes: Question to ask students: Q1. Doctrine should foster initiative and creative thinking, but does it always?

Learning Step/Activity 2. Army Campaign Plan Transformation.Method of Instruction: Conference/DiscussionInstructor to Student Ratio: 1:16

Instructor Notes: Show Slide 5 – Army Campaign Plan

Slide 5: LSA 2 – Army Campaign PlanInstructor Notes:Provide an overview of slide to the students.

“America’s Army stands ready today to deploy, fight, and win our Nation’s wars. The Army has made great progress in recent years, recovering from depleted levels of readiness following extended periods of sustained conflict and reduced defense spending. Our near-peer competitors, however, capitalized on this period to advance their own positions by modernizing their militaries and reducing the overmatch we held for decades. Aligned with the National Defense Strategy (NDS), the Army is pursuing a path to ensure we stay ahead of our competitors and remain ready and lethal into the future.”

The Army’s most current Posture Statement is listed. What is listed about Army Readiness? (APS, Page 3, Readiness)

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Readiness

America’s Army stands ready today to defeat any adversary that threatens our Nation and our national interests. We have made great progress in rebuilding warfighting readiness, which remains the Army’s number one priority as we increase lethality to prepare for the future. Ready forces must be organized, trained, and equipped for prompt and sustained ground combat. This ensures the Army can deploy, fight, and win decisively in high-intensity conflict against any adversary, anytime, and anywhere. Over the past year, the Army balanced our force structure, increased manning in combat units, filled equipment shortfalls, and improved deployability to build readiness across the force. From September 2016 to December 2018, we increased the number of ready Brigade Combat Teams from 18 to 28, and more broadly, increased readiness across all Army units by nearly 11%. We achieved these readiness gains despite sustained operational demand for Army units. Our FY20 budget request sustains this momentum, so the Army can achieve our readiness objectives by 2022.

Learning Step/Activity 3. Levels of War.Method of Instruction: Conference/DiscussionInstructor to Student Ratio: 1:16

Instructor Note: Show Slide 6 – Levels of War

Slide 6: Levels of WarInstructor Notes:

Refer students to ADP-3-0, Unified Land Operations

The levels of war define and clarify the relationship between strategy, operational approach, and tactical actions. The levels have no finite limits or boundaries. They correlate to specific levels of responsibility and planning. They help organize thought and approaches to a problem. The levels clearly distinguish between headquarters and the specific responsibilities and actions performed at each echelon.

Despite advances in technology, digital information sharing, and the increased visibility of tactical actions, the levels of war remain useful. Decisions at one level always affect other levels.

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Instructor Notes: Show Slide 8: Unified Land Operations

Slide 7: Unified Land OperationsInstructor Notes:

Refer students to ADP-3-0, Unified Land Operations

ADP 3-0, Unified Land Operations, updates the operating concepts from earlier doctrine to reflect the conditions of the operational environment. Unified land operations is not a new operating concept. It represents the current expression of the proven formula for success: seize, retain, and exploit the initiative to gain and maintain a position of relative advantage in sustained land operations through simultaneous offensive, defensive, and stability or defense support of civil authorities operations in order to prevent or deter conflict, prevail in war, and create the conditions for favorable conflict resolution. Army forces conduct decisive and sustainable land operations through the simultaneous combination of offensive, defensive, and stability operations (or defense support of civil authorities) appropriate to the mission and environment.

(1) Conduct regular and irregular warfare against both conventional and hybrid threats.

(2) Offensive operations are conducted to defeat and destroy enemy forces and seize terrain, resources, and population centers – including movement to contact, attack exploitation and pursuit.

(3) Defensive operations are conducted to defeat an enemy attack, gain time, economize forces, and develop conditions favorable for offensive and stability tasks - includes mobile defense, area defense, and retrograde.

(4) Stability operations are military missions, tasks, and activities conducted outside the U.S. to maintain or reestablish a safe and secure environment and to provide essential governmental services, emergency infrastructure reconstruction, and humanitarian relief. They include five tasks: establish civil security, establish civil control, restore essential services, support to governance, and support to economic and infrastructure development.

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Instructor Notes: Show Slide 8 – Warfighting Functions

Slide 8: Warfighting FunctionsInstructor Notes:

Commanders use the warfighting functions to help them exercise battle command. A warfighting function is a group of tasks and systems (people, organizations, information, and processes) united by a common purpose that commanders use to accomplish missions and training objectives. Decisive, shaping, and sustaining operations combine all the warfighting functions to generate combat power.

No warfighting function is exclusively decisive, shaping, or sustaining. The Army’s warfighting functions are fundamentally linked to the joint functions. They also parallel those of the Marine Corps.

Instructor Notes: Show Slide 9 – The Sustainment Warfighting Function

Slide 9: The Sustainment Warfighting FunctionInstructor Notes:

ADP 4-0

The sustainment warfighting function is one of the eight elements of combat power: leadership, information, command and control, movement and maneuver,

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intelligence, fires, sustainment, and protection (See ADP 3-0). The sustainment warfighting function is the related tasks and systems that provide support and services to ensure freedom of action, extended operational reach, and prolong endurance (ADP 3-0). Sustainment determines the depth and duration of Army operations (ADP 3-0). Successful sustainment enables freedom of action by increasing the number of options available to the commander. Sustainment is essential for retaining and exploiting the initiative. The sustainment warfighting function consists of four elements:

Logistics Financial management Personnel services Health service support

1-2. Logistics is planning and executing the movement and support of forces. It includes those aspects of military operations that deal with: design and development; acquisition, storage, movement, distribution, maintenance, and disposition of materiel; acquisition or construction, maintenance, operation, and disposition of facilities; and acquisition or furnishing of services. The explosive ordnance disposal tasks are discussed under the protection warfighting function. Army logistics elements are:

Maintenance Transportation Supply Field services Distribution Operational contract support, General engineering. For additional details, see FM 4-95.

Financial management leverages fiscal policy and economic power across the range of military operations. Financial management encompasses

Finance operations Resource management. For additional details, see FM 1-06.1-5.

Personnel services are sustainment functions that man the force, maintain Soldier and Family readiness, promote the moral and ethical values of the Nation, and enable the fighting qualities of the Army. Personnel services include planning, coordination, and sustaining personnel efforts at the operational and tactical levels. Personnel services include

Human resources support Legal support Religious support Band support. For additional details, see FM 1-0, FM 1-04, FM 1-05, FM 1-06,

and ATP 1-19.16

Health service support consists of all support and services performed, provided, and arranged by the Army Medical Department. It promotes, improves, conserves, or restores the mental and physical wellbeing of Soldiers and, as directed, other personnel. This includes casualty care, which involves all Army Medical Department functions. Health service support closely relates to force health protection.

Instructor Notes: Show Slide 10 – Mission Command

Slide 10: Mission CommandInstructor Notes:

Mission command is essential to the effective conduct of operations. Through mission command, commanders provide purpose and direction to integrate all military functions and actions toward a common goal—mission accomplishment.

ADP 6-0 and ADP 3-0 is the Army’s keystone manual for mission command. It presents overarching doctrinal guidance on command, control, and the mission command warfighting function. The doctrine in ADP 6-0 and ADP 3-0 provides a foundation for developing subordinate field manuals on specific aspects of mission command.

ADP 6-0 and ADP 3-0 also forms the foundation for training and Army Education System curricula on the exercise of mission command in full spectrum operations.

ADP 6-0 and ADP 3-0 reflects an evolved concept of mission command based on lessons learned from ten years of persistent conflict. It accounts for the complex, uncertain, and ever-changing nature of operations and recognizes that military operations are foremost a human undertaking. As such, this edition emphasizes the human dimension of mission command, including the central role of the commander. It describes how commanders, supported by their staffs, combine the art of command and the science of control to understand situations, make decisions, direct action, and lead forces toward mission accomplishment.

Instructor Notes: Show Slide 11 – Staff Organization

Slide 11: Staff Organization

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Instructor Notes:

Staff models and organization were previously referenced in FM 6-0; Appendix C; however, were removed and not republished in the new ADP 6-0 (May 2012) describes the foundations of battalion- through corps-level staff organizations. The Army uses standardized staff organizations to benefit from consistency in performance, responsibilities (regardless of unit type or echelon), training, and resources. This appendix also addresses the basic Army staff structure, staff models for large and small units, and characteristics of staff officers.

Military staffs are organized based on three considerations:• Mission• Broad fields of interest (functional responsibilities)• Regulations and laws

Staffs at every echelon are structured differently; however, all staffs are similar. The basic staff structure includes a chief of staff (COS) or executive officer (XO), and three staff groups: coordinating, special, and personal. Army Regulations and laws establish special relationships between certain staff officers and the commander. For example, Army Regulations require the IG, SJA, and Chaplain to be member of the Commander’s personal staff.

Instructor Notes: Show Slide 12 – Staff Officers

Slide 12: Staff Officers

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Instructor Notes:

CHARACTERISTICS AND DUTIESMost officers serve in a variety of staff positions throughout their careers. Although much of what staff officers do is not noticed, their competence is crucial in all that the Army accomplishes. Commanders always retain the ultimate responsibility for final decisions. Staff officers contribute to achieving the commander’s intent by fulfilling their functional responsibilities within the authority the commander delegates to them. Effective staff officers provide commanders with correct and timely relevant information (RI) and well-analyzed recommendations.

The Army Leadership FM discusses the values, attributes, skills, and actions expected of all leaders. As Army leaders, staff officers are expected to possess and develop those characteristics; however, staff work requires specialized applications of them.

Regardless of mission, every Army staff has common broad fields of interest that determine how the commander divides duties and responsibilities. The duties and responsibilities inherent in a field of interest are called functional responsibilities. Grouping related activities allows an effective span of control and unified effort. Fields of interest may vary slightly, depending on the echelon of command, mission, and environment. For example, at battalion level there is no resource manager, while certain logistic units combine the intelligence and operations functions.

Instructor Notes: Show Slide 13 – ATP 1-0.2 Theater-Level Human Resources Support

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Slide 13: ATP 1-0.2 Theater-Level Human Resources SupportInstructor Notes:

The 2014 version of FM 1-0 is focused on deployed operations. All previous functions remain intact, but have been consolidated into four HR core competencies that encompass all HR functions and tasks.MAJOR UPDATES IN NEW FM 1-0

• FM 1-0 reduced from over 300 pages to 165• Reduces core competencies from 10 to 4• Establishes HR Enduring Principles• Separates PASR into two separate and distinct functions • Eliminates the term R5 (Reception, Replacement, Return to Duty, R&R, and

Redeployment)• Incorporates HR FDU changes for a multifunctional HR Platoon• Incorporates Unified Land Operations

Instructor Notes: Show Slide 14 – HR Core Competencies

Slide 14: HR Core CompetenciesInstructor Notes:

HR units and staffs perform the core competencies and key functions at theater-level and below. Not all HR key functions are executed at each level of

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command. For example, personnel accountability is conducted at the S-1 level and monitored at division and above levels. Commanders and HR leaders should use FM 1-0 and the AUTL as a reference tool for developing general mission essential task lists, core capabilities mission essential tasks, operational orders, and SOPs.

Instructor Notes: Show Slide 15 – Principles of Support

Slide 15: Principles of SupportInstructor Notes:

Now that SRC 12 units are included in the Sustainment Warfighting function, HR/AG professional should understand the Sustainment mission, principles of support, and organizational structures.

The principles of sustainment are essential to maintaining combat power, enabling strategic and operational reach, and providing Army forces with endurance. The principles are integration, anticipation, responsiveness, simplicity, economy, survivability, continuity, and improvisation.

While these principles are independent, they are also interrelated with the HR Enduring Principles found in FM 1-0.

NOTE: Have students correlate the Sustainment and HR Enduring Principles. Generate discussion on relationship and interdependency.

NOTE: See FM 4-0, para 1-1 for the principles of sustainment; See FM 1-0, para 1-3 for HR enduring principles (their definitions) and para 1-31 for HR and Sustainment relationships.Instructor Notes: Show Slide 16 – Theater Operations

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Slide 16: Theater OperationsInstructor Notes:

Instructor Notes: Show Slide 17 – Theater HR Mission

Slide 17: Theater HR MissionInstructor Notes:

As Army transformation has progressed, HR support and services have evolved. The legacy stovepipe structures of the Cold War era have been replaced with modular organizations that provide the commander with tailorable, flexible options to cope with challenges HR professionals encounter during military operations.

At the theater level, the Human Resources Sustainment Center (HRSC) replaces theater personnel commands. HRSCs are also modular and scalable based on operational requirements and serves as the executor for all HR support in the theater. Flexibility and coordination with Mission Command (MC) and HR technical guidance issues between theater assets and supported units is essential to meet METT-TC communications and distance challenges concerning support. We will discuss these changes and many others in the theater HR arena, and carefully outline the capabilities and responsibilities of HR leaders and organizations as they support deployed commanders and Soldiers.

Instructor Notes: Show Slide 18 – Theater HR Relationships 22

Slide 18: Theater HR RelationshipsInstructor Notes:

For HR support providers, sustainment leaders, and staffs, it is important to understand the HR and sustainment relationship as it relates to supporting and supported roles and responsibilities. Supported organizations include G-1/AGs, S-1s, and Sustainment Brigade or ESC HROB. Supporting organizations are HR (SRC 12) units.

HR leaders provide MC of HR SRC 12 organizations at company level and below. At higher levels, HR organizations are aligned under sustainment units within the sustainment structure. For example, the HRSC is assigned to the Theater Sustainment Command (TSC). HR companies, the Theater Gateway (TG) Personnel Accountability Team (PAT), and MMT Team are assigned to a Sustainment Brigade. This MC alignment further enhances the ability of the HR unit to accomplish its mission set, as the sustainment commander has the sustainment assets and resources needed for non-HR related support.

The role of the G-1/AG and S-1 section remains constant and they continue to be responsible for performing all HR core competencies and key functions. G-1/AGs and S-1s focus their support on providing internal HR support to their unit. External support is provided or coordinated by the supporting HROB in sustainment organizations and HR organizations. HR organizations are only responsible for executing the theater postal, casualty, and personnel accountability missions.

Instructor Note: Show Slide 19 – HR/SUSTAINMENT STRUCTURE RELATIONSHIP

Slide 19: HR/SUSTAINMENT STRUCTURE RELATIONSHIP

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Instructor Notes:

SRC 12 HR organizations have varying relationships within the deployed theater as they provide HR support. The key relationships include the MC relationship within the sustainment structures, the provision of technical guidance from the HRSC, through the various HROBs, and the supported to supporting relationship between the SRC 12 organizations and the G-1s and S-1s.

(1) MC: MC of all of the SRC 12 HR organizations resides within the deployed theater sustainment organizations, in most cases. The HRSC is assigned to the STB of the TSC and supports both the TSC Distribution Management Center (DMC) and the ASCC G-1. HR Companies, TG PAT Teams and MMT Teams are all assigned or attached to the STB (BTB) or a CSSB within a SB. The highest level of “pure” HR Mission Command is found in the HR Company, an organization commanded by an AOC 42H Major.

(2) Technical Guidance: Technical Guidance is provided for the theater SRC 12 HR organizations by the HRSC which is responsible for the coordination, integration and execution of the postal, PA, and casualty key functions These HR key functions are executed by the SRC 12 HR organizations found within the SBs. The technical guidance is provided by the various divisions of the HRSC and is passed to subordinate HROBs in the ESC and the SBs, and then ultimately to the SRC 12 HR organizations providing the support and executing the postal, PAT, and casualty support.

(3) OPORD Direction: The ASCC G-1 (and the Corps/Division G-1 when acting as the ARFOR G-1) is responsible to the ASCC Commander for all HR support within the ASCC AO. The ASCC G-1 discharges this responsibility through the establishment of theater HR policies, priorities, procedures and planning guidance for all ASCC organizations. The ASCC G-1 executes these tasks and directs theater-level organizations to perform HR tasks through the OPLAN/OPORD process through the publication of the Sustainment Annex of all ASCC orders. Additionally, the G-1 will include additional tasks for HR organizations in supporting FRAGOs published by the ASCC G-1. Similarly, Corps and Division G-1s will task supporting HR elements task

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organized to their organizations through the MDMP process. Plans and Operations sections of all G-1 elements are the critical executer of this process and must remain engaged and involved with the staff planning process within their respective headquarters.

(4) Support Relationship: HR support requirements for subordinate organizations within the ASCC are established by either the G-1 or the S-1 of the organization and are forwarded to the sustainment structure for support. Subordinate G-1s and S-1s have a supported/supporting relationship with the sustainment structure of the theater and integrate their requirements through the HROBs of either the ESC or the supporting SB. The establishment of a close relationship between G-1s, S-1s, and the supporting HROBs is critical for timely support.

NOTE: It is key to remember that sustainment organizations exist to support Warfighting organizations. The supported/ supporting relationship should not be a cause for concern within the HR community. HR professionals are involved at all levels of the sustainment structure and will ensure that all possible support is provided within the limitations of available resources.

Instructor Note: Show Slide 20 – Theater Sustainment Command

Slide 20: Theater Sustainment CommandInstructor Notes:

The TSC is the senior sustainment organization for a theater of operations. The TSC is the key linkage between the ASCC G-1/AG and the HRSC. The TSC provides a centralized sustainment MC of most deployed sustainment organizations and is responsible for planning, controlling, and synchronizing all operational-level sustainment operations for the ASCC or JTF, while conducting full spectrum operations during deployment, employment, sustainment, and redeployment. NOTE: The TSC G-1/AG’s focus is on TSC specific (internal) HR support, while the HRSC focus is theater-wide.

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This slide depicts a TSC with an assigned HRSC.

Instructor Note: Show Slide 21 – Sustainment Brigade

Slide 21: Sustainment Brigade Instructor Notes:

Sustainment brigades consolidate selected functions previously performed by corps and division support commands and area support groups into a single operational echelon and provide MC of theater opening, theater distribution, and sustainment operations.

The SB is a flexible, modular organization. Organic to the SB are the brigade headquarters and an STB. All other assets are task organized to the SB to enable it to accomplish its sustainment warfighting roles and mission. SBs provide sustainment support at the operational and tactical levels and are capable of providing MC for theater opening and theater distribution missions.

The HROB is located under the SPO and the HR Company falls under the STB or CSSB. Note where the TG PAT Team and MMT could be located within the organization.

The SPO is the principal staff officer for coordinating support for all units within the sustainment brigade’s assigned AO. The SPO also provides technical supervision of all sustainment operations conducted by the sustainment brigade and is therefore the key interface between supported units and the TSC/ESC. The SPO provides planning, preparation, and MC of the execution of all sustainment operations in the sustainment brigade’s AO, to include theater opening, distribution, and sustainment operations. The SPO section provides centralized coordination of all actions supporting subordinate units and all non-brigade forward support units.

Instructor Notes: Show Slide 22 – HR/Sustainment Relationship

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Slide 22: HR/Sustainment RelationshipInstructor Notes:

HR SRC12 structures have no MC structure above the company-level. Accordingly, HR Companies fall under Sustainment MC structures both in garrison and when deployed.

HRSCs are attached to the geographically oriented TSCs, which support the various theater ASCC HQs. There are three AC and two USAR HRSCs. The AC HRSCs are aligned with the AC TSCs – 8th HRSC in Hawaii; 14th HRSC at Fort Knox supporting 1st TSC/ARCENT; and the 1st HRSC supporting the 21st TSC in Germany.

Expeditionary Sustainment Commands (ESCs) are the other subordinate commands of TSCs. Sustainment Brigades are deployed either under the MC of an ESC, the short-duration task organization of a Division, or as subordinate headquarters to the TSC.

HR Companies are attached to the STB of the Sustainment Bde for life support and MC. HR Companies have organic mechanics and food service personnel and have VSAT/CAISI for NIPR connectivity. SIPR connectivity and tactical voice commo is provided by the STB. HR Companies will be attached to Combat Sustainment Support Battalions (CSSB) if the STB is removed from the force structure by the Modular Force Review or during certain missions.

Additionally, there is an HR Operations Branch in the Support Operations Section (SPO) of the Sustainment Brigade that we will discuss in detail later on.

Instructor Notes: Show Slide 23 – Why do we need HROB and HRSC?

Slide 23: Why do we need HROB and HRSC?

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Instructor Notes:

With PSDR, the Army’s HR operations changed to support transformation and to improve the delivery of HR support in the deployed theater. Prior to transformation, theater HR operations involved planning and integrating HR support and the Mission Command (MC) of HR units. The decision to remove the SRC 12 organizations providing most of the HR support in the deployed environment created significant challenges for the HR system. Previously, personnel units (PSBs) operated the HR system supporting divisions and corps troops and reported to a personnel commander executing HR operations at the theater/ASCC level, which linked directly to the NHRP for execution and guidance. The HR system required personnel organizations to operate personnel automation systems and input manual transactions. Eliminating these organizations created a void in the HR system and the need to seek new delivery methods for HR support from unit to the NHRP level.

The HROB and HRSC were designed to fill the Theater HR planning and oversight functions. The HRSC provides support to the ASCC G-1/AG in the accomplishment of their PRM and PIM missions. They provide planning and operations technical support to the TSC Distribution Management Center. The HRSC also provides theater-wide technical guidance and training assistance for PA, casualty, and postal functions performed by TG PATs, MMT Teams, HR companies, platoons, and the HROB in the SB and ESC.

Instructor Notes: Show Slide 24 – HRSC Link to TSC SPO

Slide 24: HRSC Link to TSC SPO

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Instructor Notes:

Key HRSC tasks that require synchronization and coordination with the TSC SPO and/or TSC G-3.

The end product of this integration effort is synchronized and coordinated HR support to Army forces that sustains operational readiness; and a unity of effort that reduces the HR impact on logistics resources.

Instructor Notes: Show Slide 25 – HRSC Organizational Design

Slide 25: HRSC Organizational Design Instructor Notes:

HRSC supports ASCC G-1/AG priorities and policies; provides planning and operations support to TSC Distribution Management Center (DMC); flexible, modular, scalable design; technical guidance to other SRC-12 organizations (TG PAT, MMT, HR Co, HR Plts, and ESC/SB HROBs)

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The HRSC consists of an Office of the Director and five divisions: Plans and Operations, PA/PRM/PIM, Casualty Operations (COD), Postal Operations (POD), and the Reception, Staging, and Onward Movement (RSO) Division. Each division is further divided into teams for theater mission support. Since the HRSC is a modular unit, the HRSC Director has the capability to task organize teams to provide support as the mission dictates.

The HRSC’s MTOE structure provides the capability to conduct split-based operations in support of the TSC. This capability supports the HRSC’s ability to support the ESC during theater opening operations when they are the senior sustainment command. METT-TC analysis drives task organization. In cases where the TSC remains at home station, or during early entry operations when the TSC has not yet deployed, the HRSC may be required to deploy forward to establish theater capabilities for postal, casualty operations, and PA/PRM/PIM.

The HRSC is also capable of providing selected theater-level HR support simultaneously from the deployed location as well as from home station, through increased connectivity and the increased abilities of theater-level headquarters to operate virtually.

Instructor Note: Show Slide 26 – HRSC Critical Functions

Slide 26: HRSC Critical Functions Instructor Notes:

The HRSC, as the senior HR element, is responsible for executing PA, casualty, and postal missions and has a responsibility for providing technical guidance to theater HR organizations executing these missions.

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This technical guidance is provided by the various divisions of the HRSC and is passed to the ESC and Sustainment Brigade SPO HROBs, who then pass the information to the HR organizations assigned to sustainment units.

NOTE: The HRSC also provides technical guidance and support to the MMT and TG PAT. HR companies and platoons receive both technical and operational guidance from the supporting HROB.

Instructor Notes: Show Slide 27 – Takeaways

Slide 27: Takeaways Instructor Notes:

Use this slide to facilitate student centered discussion on theater level HR and doctrinal application to real-world TTPs (these bullets were taken from a 14th HRSC briefing and are real-world takeaways from their last deployment).

Instructor Notes: Show Slide 28 – HROB Structure

Remind students that FMSweb is the authoritative source for all authorization documents (URL: https://fmsweb.army.mil)

Slide 28: HROB Responsibilities Instructor Notes:

There are 9 personnel in a HROB (ESC) base TOE (SRC 63702G) and there are 5 personnel in a HROB (SB) base TOE (SRC 63400G).

ESC HROB TOE SRC 63702G100.31

SB HROB TOE 63400G100.

Every SB has this section on MTOE. It is recommended that HROB personnel be qualified 4J (for 42B Officers) and F4/F5 (for specified Enlisted MOS and grades) and should also attend a Contracting Officer Representative (COR) course prior to deployment, if possible.

The CPT and Postal SGTs should complete formal Postal operations and postal supervisor course training at the Interservice Postal School, Fort Jackson.

Force Management (FM) is an implied task in an ESC and SB HROB. Soldier tasked to perform the FM function should receive training in FM and are awarded the ASI 3R (Force Management) (Officer) or A3 (Force Development) (Enlisted) SI/ASI. See DA Pam 611-21 for details https://smartbook.armyg1.pentagon.mil/default.aspx

Instructor Notes: Show Slide 29 – HROB Critical Functions

Slide 29: HROB Critical FunctionsInstructor Notes:

NOTE: See FM 1-0, para 2-58 for HROB critical functions; See ATP 1-0.2, para 1-49 to 1-78 for details on the HROB

NOTE: *Integrate:“to form, coordinate or blend into a functioning or unified whole; unified control of all aspects of an action or effort.” *Integrator: “One that integrates.”

NOTE: *Synchronize: “to arrange events, things or services to happen or exist at the same time, location or sequence.” See FM 5-0, para 2-35 and para 5-40 for information on the Rapid Decision Making Synchronization Process (RDSP) and the DoD Dictionary (JP 1-02) for the formally recognized definition of “synchronize.”

Instructor Notes: Show Slide 30 – Identify Theater SRC 12 Organizations

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Slide 30: Identify Theater SRC 12 Organizations Instructor Notes:

Instructor Notes: Show Slide 31 – HR Company Headquarters

Slide 31: HR Company HeadquartersInstructor Notes:

The HR Company headquarters provides MC, planning and technical support to all assigned or attached HR (and Postal) platoons. It is both an existence and workload-based modular headquarters. The HR Company has both long and short term capability for:

• Personnel Accountability• Current and future operations management• Database integration• Establishing PATs• Leadership/oversight of 3-7 platoons• Transportation coordination

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The HR Company can be employed to support a TG PAT. When deployed the HR Company may be attached to an STB or a CSSB. The HR Company has the following personnel accountability responsibilities:

• Provide supporting HR platoons and PATs to support the TG PAT PA mission.• Provide PATs at locations designated by the HRSC, TG PAT, or HROB of the supporting Sustainment Brigade. Teams should be located at all FOBs that have a transit population of over 600 personnel per day.• Coordinate the execution of logistics support (billeting, transportation, etc.) of transiting personnel as necessary.• Coordinate personnel accountability issues with the HROB of the supporting Sustainment Brigade.• Ensure all PATs have the necessary access to HR database systems.

Instructor Notes: Show Slide 32 – Habitual Alignment Initiative

Slide 32: Habitual Alignment InitiativeInstructor Notes:

Instructor Notes: Show Slide 33 – HR Habitual Alignment Strategy

Slide 33: DCIPS – HR Habitual Alignment Strategy

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Instructor Notes:

Instructor Notes: Show Slide 34 – HR Support Structure Locations

Slide 34: DCIPS – HR Support Structure LocationsInstructor Notes:

Instructor Notes: Show Slide 35 – HR Platoon

Slide 35: HR PlatoonInstructor Notes:

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The HR platoon accomplishes the casualty and PA functional mission using its HR Squads (CLTs and PATs). This capability increases mission flexibility and its ability to support G-1/AG and S-1 sections by maintaining visibility and accountability of casualties and as personnel transit the theater.

The HR Squad is staffed with one Squad Leader (SSG/42A), one HR Sergeant (SGT/42A) and four Skill-Level One HR Specialists (42A).

HR Squads (CLTs) are used by the HR platoon to support the theater casualty operations mission. CLTs provides accurate casualty information (reporting and tracking) at MTFs, MA collection points, and higher headquarters G-1/AGs, General Officer commands, and other locations as specified by the HRSC. HR Squads (CLTs) facilitate real-time casualty information for commanders. HR Squads (CLTs) not only provide accurate casualty information, but they also act as a liaison for each affected commander. The CLT provides updated status reports to the affected unit and informs them if the Soldier is medically evacuated from theater. CLTs rely on the supported organization for daily life support.

To accomplish the PA function, the HR platoon uses HR Squads (PATs) to provide PA at APOE/APOD, SPOD/Sea Port of Embarkation (SPOE), and at FOBs where the daily transit numbers exceed 600 personnel per day. The HR Squads (PAT) provides PA of personnel entering, transiting, or departing the specific theater location. PATs rely on the supported organization for daily life support.

Each HQ Squad requires the capability to communicate digitally and via voice, secure and non-secure, to theater (HRSC COD), HR platoon headquarters, and G-1/AG and S-1 sections of supported units.

Instructor Notes: Show Slide 36 – HR Squads

Slide 36: Postal Platoon

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Instructor Notes:

The HR platoon accomplishes the casualty and PA functional mission using its HR Squads (CLTs and PATs). This capability increases mission flexibility and its ability to support G-1/AG and S-1 sections by maintaining visibility and accountability of casualties and as personnel transit the theater.

The HR Squad is staffed with one Squad Leader (SSG/42A), one HR Sergeant (SGT/42A) and four Skill-Level One HR Specialists (42A).

HR Squads (CLTs) are used by the HR platoon to support the theater casualty operations mission. CLTs provides accurate casualty information (reporting and tracking) at MTFs, MA collection points, and higher headquarters G-1/AGs, General Officer commands, and other locations as specified by the HRSC. HR Squads (CLTs) facilitate real-time casualty information for commanders. HR Squads (CLTs) not only provide accurate casualty information, but they also act as a liaison for each affected commander. The CLT provides updated status reports to the affected unit and informs them if the Soldier is medically evacuated from theater. CLTs rely on the supported organization for daily life support.

To accomplish the PA function, the HR platoon uses HR Squads (PATs) to provide PA at APOE/APOD, SPOD/Sea Port of Embarkation (SPOE), and at FOBs where the daily transit numbers exceed 600 personnel per day. The HR Squads (PAT) provides PA of personnel entering, transiting, or departing the specific theater location. PATs rely on the supported organization for daily life support.

Each HQ Squad requires the capability to communicate digitally and via voice, secure and non-secure, to theater (HRSC COD), HR platoon headquarters, and G-1/AG and S-1 sections of supported units.

Instructor Notes: Show Slide 37 – Postal Platoon

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Slide 37: Postal PlatoonInstructor Notes:

The mission of the postal platoon is to provide postal support to all individuals and units in an assigned AO or to serve as an element of an MMT. Postal platoons operate in conjunction with Plans and Operations teams within HR companies.

The platoon deploys to the AO and provides modular, scalable and flexible postal support including postal financial management, services, and mail distribution.

Multifunctional organization providing postal support for up to 6,000 personnel or serving as one of four platoons in support of an MMT.

This universal modular platoon is capable of performing the complete spectrum of postal functions from postal service and postal finance to postal operations. It includes processing incoming bulk mail, coordinating mail transportation to forward platoons, and processing outgoing mail to CONUS.

Requires capability to communicate digitally and via voice to HR Company headquarters, and G-1/AG and S-1 sections of units in the supported area.

The headquarters section provides MC, leadership, and resourcing. The postal finance section sells money orders, stamps, and provides accountable mail services. Each postal squad has the capability to perform operations or services missions or to perform independently as needed as a mobile mail team. The platoons are each equipped with three 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 Plans and Operations team. The HR Company headquarters provides all MC to the attached postal platoons.

Instructor Notes: Show Slide 38 – Military Mail Terminal

Slide 38: MILITARY MAIL TERMINAL (JOINT) ORGANIZATIONAL DESIGN

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Instructor Notes:

This reflects FY 17 MTOEs

81st AG Det (MMT) 112th AG Det (MMT) 125th AG Det (MMT) 806th AG Det (MMT) 316th AG Det (MMT)

Military Mail Terminal 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 JTF-level mission and to consolidate the necessary specialty equipment to do this bulk mission. The main function of this team is to process incoming mail and dispatch mail to CONUS at the APOD.

The MMT Team consists of a HQs section, Operations section, and two Postal Squads. The MMT Director becomes the senior Army postal leader for all technical matters. The HQs section provides a direct link with other Services for operating space at the terminal, flight schedules and ground transportation of mail. The HQs section also provides a single JOA-level executor with the expertise and experience to support the ASCC G-1/AG and TSC commander.

The Operations section is the vital link for all theater postal operations planning and implementing all necessary input from the other Services and guidance from MPSA into the operating plan. It is the operational interface between the MMT and SB SPO HROB which coordinates the distribution of mail within their AO.

Equipment is crucial to the success of MMT functions. All heavy postal equipment for the AO is associated with the MMT Team. The team has a Rough-Terrain Container Handler and 10-k forklifts to move bulk mail in and out of the APOD. Satellite phones, radios and CAISI connectivity provide the necessary

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communication link to track unit movements and control mail movement from CONUS to the AO and throughout the AO.

The MMT Team receives operational guidance and directives from the HROB of the SB SPO and technical guidance from the ESC SPO HROB and the HRSC POD. The MMT is dependent upon the SB for religious, medical, legal, HR, administrative services, quarters and rations, logistics, unit maintenance of organic equipment, and supplementary transportation support, and military pay. The MMT relies on secure and non-sec

Instructor Notes: Show Slide 39 – Theater Gateway Personnel Accountability Team(TG PAT)

Slide 39: Theater Gateway Personnel Accountability Team (TG PAT)Instructor Notes:

This reflects FY 17 MTOEs

9th Per Det (TG) 52d Per Det (TG) 49th Per Det (TG)

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814th Per Det (TG) 864th Per Det (TG) 633d Per Det (TG) 138th Per Det (TG)

A TG PAT center is an existence based organization in the SB. It may be employed in a theater opening mission to establish a JOA TG PAT Center. As the JOA matures, the TG PAT, and the augmenting HR Company, will transition to the JOA Distribution Mission.

The TG PAT, with a supporting HR Company, is capable of supporting a population including other Services, multinational forces, contractors, DoD civilians, and U.S. government agencies when directed by Army Support to other Services and Joint Force Command orders. The TG PAT provides specialized PAT expertise and experience to oversee the entire spectrum of PAT functions from large scale unit reception missions (RSO&I) during TG 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 are to provide the supporting staff which will do all necessary coordination, planning and implementation for a large scale PAT mission during the various stages of an operation.

The TG PAT consists of a Headquarters and Operations section led by a 42B CPT

Instructor Notes: Show Slide 40 – Theater Gateway Personnel Accountability Team(TG PAT)

Slide 40: Theater Gateway Personnel Accountability Team (TG PAT)Instructor Notes:

The TG PAT has the following personnel accountability responsibilities:41

• Establish initial theater PPC during early entry operations.• Input and account for all personnel by date as they enter into, transit, or depart the theater.• Coordinate the execution of logistics support (billeting, transportation, etc.) of transiting personnel as necessary.• Identify proposed theater locations for placement of other PATs (in coordination with HRSC and the Sustainment Brigade (HROB)).• Ensure PATs have the necessary access to HR databases.• Coordinate personnel accountability issues with the HRSC and supporting SB HROB.

The TG PAT provides PA support to the theater by coordinating and providing PA operations and database inputs as Soldiers enter, transit, and depart the theater at the inter-theater APOD; and executes tasks supporting the PA task. The TG PAT operates as an element of the inter-theater APOD performing PA tasks and associated supporting tasks under the control of the sustainment organization responsible for the operation of the inter-theater APOD, normally a CSSB.

The TG PAT deploys and establishes a theater-level TG PAT Center with augmentation of an HR Company at the primary inter-theater APOD. The TG PAT receives technical guidance from the supporting HROB and the HRSC Plans and Operations Division. The TG PAT requires a capability to communicate digitally through web and voice, both secure and non-secure, to PAT elements, G-1/AG sections, logistical support elements and other branches of Service. It is employed as an assigned or attached element of a SB's STB. Operational guidance and directives are initiated by the TSC (HRSC) and should be issued in OPLAN or OPORD format.

To support unit S-1’s during RSO&I and redeployment operations, the TG PAT has the capability to perform limited EPS i.e., ID documents, DD Form 93, (Record of Emergency Data) and SGLV Form 8286 (Servicemembers’ Group Life Insurance Election and Certificate).

Instructor Notes: Show Slide 41 – ASCC G1/AG

Slide 41: ASCC G1/AG

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Instructor Notes:

The ASCC G-1/AG’s primary function is to plan and prioritize HR support to assure a unity of purpose and effort that maximizes the readiness and operational capabilities of forces within the theater.

The ASCC G-1/AG is an element of the ASCC operational sustainment directorate. The operational sustainment directorate combines the G-1/AG, G-4, G-8, Surgeon, and general engineering into a single staff cell that provides oversight, policy, planning and synchronization of personnel services, logistics, and health service support missions. The ASCC G-1/AG relies on secure, continuous, survivable communications, and digital information systems.

The ASCC G-1/AG primarily operates from the Main Command Post (CP), but has a two-person team within the Sustainment Cell of the Contingency CP. This two-person team establishes and coordinates initial HR support operations for the theater and forms the basis for the G-1/AGs forward presence in the AO. The Sustainment Cell of the Contingency CP may be augmented by other elements of the ASCC G-1 main staff sections or through individual augmentation.

The ASCC G-1/AG does not exercise command and control of any HR organization. The TSC ensures HR organizations (HRSC, MMT, TG PAT, HR Company) execute their HR missions IIAW the policies, priorities, and timelines established by the ASCC G-1/AG.

Instructor Notes: Show Slide 42 – Theater Sustainment Command

Slide 41: Theater Sustainment Command

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Instructor Notes:

The TSC G-1 establishes, monitors, directs, and assesses human resources support for units assigned or attached to the TSC. This staff section provides advice and assistance to subordinate unit S-1 sections on human resource matters, monitors personnel readiness of the TSC, implements human resource policies, and directs human resources systems and support to commanders and Soldiers.

This slide depicts the TSC G-1 organizational structure. Essential Personnel Services support is provided by the TSC STB S-1 section.

Remember, the TSC G-1/AG’s focus is on TSC specific (internal) HR support, while the HRSC focus is theater-wide.

Instructor Notes: Show Slide 43 – Expeditionary Sustainment Command

Slide 43: Expeditionary Sustainment Command

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Instructor Notes:

Expeditionary Sustainment Command. The role of the ESC is to provide forward-based C2 of sustainment forces. The ESC normally deploys to provide C2 when multiple Sustainment Brigades are employed or when the TSC determines that forward command presence is required.

This slide depicts the ESC G-1 organizational structure. Essential Personnel Services support is provided by the ESC Personnel Services Branch as there is no STB in support.

Note: Review Direct Personnel Accountability Team (PAT) Operations for more in-depth information.

Slide 44: Personnel Accountability Team (PAT) Operations-01Instructor Notes:

Personnel Accountability is the by-name management of the location and duty status of every person assigned or attached to a unit. It includes tracking the movement of personnel as they arrive at, and depart from, a unit for duty.

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Note: Review Rules of Allocation for more in-depth information.

Slide 45: Personnel Accountability Team (PAT) Operations-02Instructor Notes:

As a HR professional and HR planner, you must become familiar with the various planning factors used in theater. One of the most important is the Rules of Allocation (ROA). We are going to discuss how HR planners determine the number of HR units required to support a given mission.

Note: Review Rules of Allocation for more in-depth information.

Slide 46: Personnel Accountability Team (PAT) Operations-03Instructor Notes:

The HROB is the most important planning and coordinating element on the battlefield for the delivery of HR support

Note: Review Human Resources Sustainment Center for more in-depth information.

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Slide 47: Human Resources Sustainment Center 04Instructor Notes:

The HROB is the most important planning and coordinating element on the battlefield for the delivery of HR support

Note: Review Communicate Theater Human Resources Operations for more in-depth information.

Slide 48: Communicate Theater Human Resources Operations 05Instructor Notes:

Note: Review Theater HR Staff Elements for more in-depth information.

Slide 49: Theater HR Staff Elements 0647

Instructor Notes:

The most crucial piece of information to know and understand is to identify the personnel who make up your Theater HR Staff Elements

Slide 50: TLOInstructor Notes:

Appendix AAssessment Plan

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Group Participation (60 percent). See AG Technical Rubric for specific grading criteria. This is a team evaluated item based on contributions to group efforts and the group presentation.

Instructor Evaluation (20 percent). The instructor evaluation is part of a single document that captures the grades from all other portions in addition to providing instructor scoring and feedback. This instructor evaluation is an individually evaluated item.

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Appendix BAdditional Resources for Students

Army and Air Force Exchange Service - www.aafes.comArmy Casualty Assistance Directory - https://www.hrc.army.mil/TAGD/CMAOCArmy Emergency Relief - www.aerhq.orgArmy Installations - http://www.army.mil/installations/Map.htmArmy Well-Being - http://www.army.mil/wellbeing/Chaplain Assistance - http://www.chapnet.army.mil/Commissaries - http://www.commissaries.com/locations.cfmDEERS Eligibility - DEERS Eligibility AssistanceDental (Active Duty) - http://www.ucci.com/was/ucciweb/tdp/tdp.jspDental (Retiree) - http://www.ddpdelta.org/Identification Cards - http://www.dmdc.osd.mil/rsl/Legal - http://www.jagcnet.army.mil/legalMedical - http://www.medicare.gov/Supplier/Home.aspMedical (TRICARE) - http://www.tricare.osd.mil/tricareservicecenters/default.cfmMedical (TRICARE Toll Free Numbers) - http://www.tricare.osd.mil/main/tollfree.htmMilitary Pay - http://www.dfas.mil/money/Military Records - http://www.defenselink.mil/faq/pis/PC03MLTR.htmlPharmacy - http://www.tricare.osd.mil/pharmacy/default.cfmPublic Affairs Office - http://www4.army.mil/ocpa/

Retirement Services - http://www.armyg1.army.mil/rso/mission.aspSocial Security Administration (SSA) - http://www.ssa.gov/Social Security Offices - http://www.socialsecurity.gov/locatorTaxes - http://www.irs.gov/Veterans Affairs - http://www.va.gov

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