Transforming an Army at War

1. Transforming an Army at War

2. Note: 795K retirees includes720K retirees from Active, Guard and Reserve who are currently drawing a pension, as well as 75K retirees from the Guard and Reserve who have retired after 20+ years of service but who have not yet reached age 60 and are therefore not yet drawing a pensionNote: 795K retirees includes720K retirees from Active, Guard and Reserve who are currently drawing a pension, as well as 75K retirees from the Guard and Reserve who have retired after 20+ years of service but who have not yet reached age 60 and are therefore not yet drawing a pension

4. Personnel Services Delivery Redesign (PSDR) Roadmap for delivery of end-to-end personnel services supporting modular transformation of the Army Empowers commanders to care for Soldiers with organic professionals Provides Soldier-specific support at Battalion and Brigade S1 sections Eliminates requirement to unplug personnel services capability from an external structure to support BCT deployments Recognizes changes in technology enable more timely and effective delivery of personnel services Migrates tasks from existing SRC12 structure (SSB/PSB) to S1s as SRC12 structure changes Supports CSA�s concept to develop modular, expeditionary BCTs which easily plug into Joint and Theater C2 structure BCTs have embedded capability without increasing footprint BCTs perform daily personnel services tasks the same way in garrison or deployed

5. Scientific Approach to Workforce Analysis Two-phased process SME/MARC analysis of Battalion S1 Section Workforce time-to-task capture on-site at FCKY in support of Pilot SME/MARC analysis utilized PSDR-developed task/process list in conjunction with 1998 MARC data Indicated structure for S1 section of 800-Soldier Battalion � 11 Conflict/14 Sustained PSDR Pilot uses 9 Soldiers in same section based on availability of SRC 12 structure Workforce capture during Pilot All S1 section members and the MPD participate Web-based capture tool developed and fielded at FCKY Data captured daily commencing 17 January USAFMSA and TRAC-Lee validated process and made on site visits during monthly validation periods Results from this analysis supported validation of the FDU submission in support of PSDR

6. Senior Army Leadership Supports PSDR

8. The PSDR concept focuses on BCT/BDE S1�s ability to execute HR functions regardless of physical location with the top of the Army. The BCT can be on rotation in JRTC, supporting Hurricane relief efforts, deployed to Iraq, or training at home station and the S1 still performs the same functions for Soldiers that are assigned or attached to that BCT. As previously mentioned, the G1 with ACSIM, G3, and SSI are analyzing support for Soldiers on installations and determining common levels of support for tasks and functions required on installations. This review looks at a broad range of tasks from reception with ARFORGEN considered to taking care of Rear Dets. Through this study we will clearly identify IMA�s responsibilities now that the S1s responsibilities to care for their TOE Soldiers has broadened under PSDR.The PSDR concept focuses on BCT/BDE S1�s ability to execute HR functions regardless of physical location with the top of the Army. The BCT can be on rotation in JRTC, supporting Hurricane relief efforts, deployed to Iraq, or training at home station and the S1 still performs the same functions for Soldiers that are assigned or attached to that BCT. As previously mentioned, the G1 with ACSIM, G3, and SSI are analyzing support for Soldiers on installations and determining common levels of support for tasks and functions required on installations. This review looks at a broad range of tasks from reception with ARFORGEN considered to taking care of Rear Dets. Through this study we will clearly identify IMA�s responsibilities now that the S1s responsibilities to care for their TOE Soldiers has broadened under PSDR.

9. The PSDR concept focuses on BCT/BDE S1�s ability to execute HR functions regardless of physical location with the top of the Army. The BCT can be on rotation in JRTC, supporting Hurricane relief efforts, deployed to Iraq, or training at home station and the S1 still performs the same functions for Soldiers that are assigned or attached to that BCT. As previously mentioned, the G1 with ACSIM, G3, and SSI are analyzing support for Soldiers on installations and determining common levels of support for tasks and functions required on installations. This review looks at a broad range of tasks from reception with ARFORGEN considered to taking care of Rear Dets. Through this study we will clearly identify IMA�s responsibilities now that the S1s responsibilities to care for their TOE Soldiers has broadened under PSDR.The PSDR concept focuses on BCT/BDE S1�s ability to execute HR functions regardless of physical location with the top of the Army. The BCT can be on rotation in JRTC, supporting Hurricane relief efforts, deployed to Iraq, or training at home station and the S1 still performs the same functions for Soldiers that are assigned or attached to that BCT. As previously mentioned, the G1 with ACSIM, G3, and SSI are analyzing support for Soldiers on installations and determining common levels of support for tasks and functions required on installations. This review looks at a broad range of tasks from reception with ARFORGEN considered to taking care of Rear Dets. Through this study we will clearly identify IMA�s responsibilities now that the S1s responsibilities to care for their TOE Soldiers has broadened under PSDR.

10. The PSDR concept focuses on BCT/BDE S1�s ability to execute HR functions regardless of physical location with the top of the Army. The BCT can be on rotation in JRTC, supporting Hurricane relief efforts, deployed to Iraq, or training at home station and the S1 still performs the same functions for Soldiers that are assigned or attached to that BCT. As previously mentioned, the G1 with ACSIM, G3, and SSI are analyzing support for Soldiers on installations and determining common levels of support for tasks and functions required on installations. This review looks at a broad range of tasks from reception with ARFORGEN considered to taking care of Rear Dets. Through this study we will clearly identify IMA�s responsibilities now that the S1s responsibilities to care for their TOE Soldiers has broadened under PSDR.The PSDR concept focuses on BCT/BDE S1�s ability to execute HR functions regardless of physical location with the top of the Army. The BCT can be on rotation in JRTC, supporting Hurricane relief efforts, deployed to Iraq, or training at home station and the S1 still performs the same functions for Soldiers that are assigned or attached to that BCT. As previously mentioned, the G1 with ACSIM, G3, and SSI are analyzing support for Soldiers on installations and determining common levels of support for tasks and functions required on installations. This review looks at a broad range of tasks from reception with ARFORGEN considered to taking care of Rear Dets. Through this study we will clearly identify IMA�s responsibilities now that the S1s responsibilities to care for their TOE Soldiers has broadened under PSDR.

11. The Current Operating Environment shown here displays the levels of C2 and support provided by Division, Corps, and Theater as concentric rings that radiate out from the Army�s new center of gravity, the BCT. Personnel Services Delivery Redesign pushes HR systems� permissions and access to the BCT/BDE S1 level (and to some degree the battalion) to enable them to interface directly with the Top of the System and removes multiple layers of hierarchy. Actions such as awards, personnel management, and evaluations can go directly from the BCT/BDE or STB to HRC for active component. For Army Reserve Soldiers, transactions can go directly to their supporting Regional Readiness Center and to the state Joint Forces HQ for our National Guard Soldiers. All strength management actions (replacement, reassignment, reclassification, etc) can go directly to the BCT/BDE/STB from the top of the system. Information flow, command guidance, policy changes and training assistance will continue to flow from the Division and Corps G1 Sections to the BCT/BDE, STB and BN S1 Sections. The Division and Corps G1 share a common operating picture with the BCTs and also interact with top of the Army to ensure the Division and Corps Commander�s operational needs are met and any overarching command issues are resolved.  (backup chart #25) The Human Resources Sustainment Center (HRSC) provides information and analysis as needed to the Corps/Theater G1 and they receive top of the system guidance that affects the theater. 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. The Current Operating Environment shown here displays the levels of C2 and support provided by Division, Corps, and Theater as concentric rings that radiate out from the Army�s new center of gravity, the BCT. Personnel Services Delivery Redesign pushes HR systems� permissions and access to the BCT/BDE S1 level (and to some degree the battalion) to enable them to interface directly with the Top of the System and removes multiple layers of hierarchy. Actions such as awards, personnel management, and evaluations can go directly from the BCT/BDE or STB to HRC for active component. For Army Reserve Soldiers, transactions can go directly to their supporting Regional Readiness Center and to the state Joint Forces HQ for our National Guard Soldiers. All strength management actions (replacement, reassignment, reclassification, etc) can go directly to the BCT/BDE/STB from the top of the system. Information flow, command guidance, policy changes and training assistance will continue to flow from the Division and Corps G1 Sections to the BCT/BDE, STB and BN S1 Sections. The Division and Corps G1 share a common operating picture with the BCTs and also interact with top of the Army to ensure the Division and Corps Commander�s operational needs are met and any overarching command issues are resolved. (backup chart #25) The Human Resources Sustainment Center (HRSC) provides information and analysis as needed to the Corps/Theater G1 and they receive top of the system guidance that affects the theater. 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.

12. When a casualty occurs, the unit reporting the casualty generates a DD Form 1156 which flows to the BCT/BDE S1 or CLT. The report is forwarded by the S1 or CLT digitally to the HRSC using the Defense Casualty Information Processing System Forward (DCIPS-FWD). The reports are verified through the medical or mortuary affairs systems and the Casualty Operations Division sends the report to HRC. Simultaneously, CLTs provide any status changes back to the e\affected unit and its headquarters. Supplemental reports are done each time casualty status or location changes. Visibility by the owning commander is critical during casualty operations. Right now there are initiatives to link Joint Patient Tracking Application JPTA) data to eMILPO, Medical Operational Data Systems (MODS), DCIPS, and Full Spectrum Army Accountability Architecture (FSA3). (Backup chart #31) CLTs update patient tracking data and perform duty status changes when necessary. The CLT located at the Div G1 provides 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 Corps G1 with the necessary casualty information to keep the Corps 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. When a casualty occurs, the unit reporting the casualty generates a DD Form 1156 which flows to the BCT/BDE S1 or CLT. The report is forwarded by the S1 or CLT digitally to the HRSC using the Defense Casualty Information Processing System Forward (DCIPS-FWD). The reports are verified through the medical or mortuary affairs systems and the Casualty Operations Division sends the report to HRC. Simultaneously, CLTs provide any status changes back to the e\affected unit and its headquarters. Supplemental reports are done each time casualty status or location changes. Visibility by the owning commander is critical during casualty operations. Right now there are initiatives to link Joint Patient Tracking Application JPTA) data to eMILPO, Medical Operational Data Systems (MODS), DCIPS, and Full Spectrum Army Accountability Architecture (FSA3). (Backup chart #31) CLTs update patient tracking data and perform duty status changes when necessary. The CLT located at the Div G1 provides 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 Corps G1 with the necessary casualty information to keep the Corps 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.

13. Mail arrives to the theater at 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 on pallets from ports to sustainment brigades in the Theater or Corps battle space. 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 on pallets for movement to CONUS. (Back up chart#27) 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 numbers. Mail arrives to the theater at 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 on pallets from ports to sustainment brigades in the Theater or Corps battle space. 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 on pallets for movement to CONUS. (Back up chart#27) 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 numbers.

14. The Theater Opening R5 Team establishes the R5 Center at the APOD and receives and processes all units with respect to Reception, Staging, Onward Movement and Integration, (RSOI). Individual replacements flows in a similar manner from the R5 Center to the BCT/BDE S1of the unit assigned. The Theater Opening R5 team coordinates 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 Div/Corps level 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 Div/Corps 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, Div/Corps 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 forward R5 elements with coordinating logistical needs from assets within the Sustainment Brigade. The Theater Opening R5 Team establishes the R5 Center at the APOD and receives and processes all units with respect to Reception, Staging, Onward Movement and Integration, (RSOI). Individual replacements flows in a similar manner from the R5 Center to the BCT/BDE S1of the unit assigned. The Theater Opening R5 team coordinates 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 Div/Corps level 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 Div/Corps level R5 element to the unit.

15. Issues and Challenges � Implementation While at War Training for units that are deployed before IOC and return after FOC � training plan/rollout must address this gap HOW CAN YOU HELP: Provide general support Training for units that are deployed before IOC and return after FOC � training plan/rollout must address this gap HOW CAN YOU HELP: Provide general support

16. PSDR empowers commanders to care for Soldiers with organic HR professionals. The TOE BCT/BDE S1 is the basic building block within this organizational concept. The design recognizes the required balance of skills, experience and training expected of certain grades and MOSs. This design calls for a S1 leadership team with the seniority to interface with senior supported battalion leaders and others on the brigade staff. PSDR calls for a plus up of the BDE S1 staff to include an MSG, Warrant Officer, AG LT, and extra skill level 10 and 20 Soldiers. In addition you�ll see 42Fs for the HR systems management as well as 44Cs to provide military pay trouble shooting. Each TOE battalion under PSDR is plused up by two Soldiers. The critical change called for in the FDU is the recode of all TOE BN S1 positions to AG. That was a contested issue on the FDU within TRADOC, but TRADOC�s submission on Friday recommended the recode to AG. PSDR empowers commanders to care for Soldiers with organic HR professionals. The TOE BCT/BDE S1 is the basic building block within this organizational concept. The design recognizes the required balance of skills, experience and training expected of certain grades and MOSs. This design calls for a S1 leadership team with the seniority to interface with senior supported battalion leaders and others on the brigade staff. PSDR calls for a plus up of the BDE S1 staff to include an MSG, Warrant Officer, AG LT, and extra skill level 10 and 20 Soldiers. In addition you�ll see 42Fs for the HR systems management as well as 44Cs to provide military pay trouble shooting. Each TOE battalion under PSDR is plused up by two Soldiers. The critical change called for in the FDU is the recode of all TOE BN S1 positions to AG. That was a contested issue on the FDU within TRADOC, but TRADOC�s submission on Friday recommended the recode to AG.

17. PSDR Final BCT/BDE S1 Section

18. PSDR Equipping

19. PSDR Theater Structure Equipping

20. PSDR Implementation Timeline (AC)

22. Implementation Training Concept 3 New Organizational Training Team (NOTT) Teams consist of 6 personnel (1/1/4) with AC/RC mix SSI Proponent and Host for Teams 2-year AC mission & 3-year RC mission Teams- Provide support during the 9 to 11 month implementation window Coordination Provide assistance with documentation, coordination with IMA, HRC and each affected installation Orientation/Planning Briefing to unit leadership, assist with systems access, prep OPORDERS, provide training and distribution plans Reset & Training Provide onsite assistance with unit reset, systems training, equipment transfers, task specific training and transfer of tasks and records from IMA Operational Validation Provide sustainment training as necessary, provide evaluation standards and certification as necessary Direct link to HRC and AG School for all PSDR/FDU Implementation issues

23. Funding and documentation remain the two critical elements of initiating implementation. Funding and documentation remain the two critical elements of initiating implementation.

24. Other Transformation Initiatives

25. MILPAY function migrates to HR community with fielding of DIMHRS-right? APTD executed several MILPAY workgroups Determined task/processes required Crosswalked tasks/processes with DIMHRS deliverables Work Group analysis indicates DIMHRS will execute majority of required processes, but human expertise still required for some actions Soldier support requires MILPAY expertise, including knowledge of entitlements Technical MILPAY expertise required for error resolution PSDR recognizes Bde S1 section as best location for MILPAY expertise Current FM FDU eliminates all MILPAY spaces 474 spaces turned back to Army Analysis indicates approximately 300 spaces should be allocated for MILPAY� including one in each Bde/BCT (1 NCO) The Army Reception Replacement Company (ARRC) is a modular, scalable, flexible organization capable of providing responsive, sustained support across the full spectrum of military operations with a minimum but effective number of personnel located within the battlespace. The organization is versatile, expansible and able to transition quickly between changes in its support mission and be fully functional in the Army Force, Joint, interagency, and multinational environments. The Army Reception Replacement (ARR) Platoon is building block for this organization. The Army Reception Replacement Company (ARRC) operations consist of reception, housing, feeding, limited supply actions and coordinating transportation requirements from the Aerial Port of Debarkation (APOD) / Seaport of Debarkation (SPOD) to the unit of assignment. Based upon METT-TC, replacement personnel may be delivered to the UA or UE support base and later transported by UA or UE assets to the unit of assignment during operational pauses or logistics support surges. This is a change in doctrine from AOE/Force XXI. Replacements were pushed from Theater to Corps or Division Replacement companies for follow on delivery to units of assignment. The ARR Company receive and account for all incoming personnel (soldiers, RTD, DoD civilians, non- combatant evacuees, contractors, return-to-duty soldiers, intra or inter-theater transfers, departing and returning individuals from rest and recuperation areas and other government personnel). The Army Reception Replacement Company (ARRC) is a modular, scalable, flexible organization capable of providing responsive, sustained support across the full spectrum of military operations with a minimum but effective number of personnel located within the battlespace. The organization is versatile, expansible and able to transition quickly between changes in its support mission and be fully functional in the Army Force, Joint, interagency, and multinational environments. The Army Reception Replacement (ARR) Platoon is building block for this organization. The Army Reception Replacement Company (ARRC) operations consist of reception, housing, feeding, limited supply actions and coordinating transportation requirements from the Aerial Port of Debarkation (APOD) / Seaport of Debarkation (SPOD) to the unit of assignment. Based upon METT-TC, replacement personnel may be delivered to the UA or UE support base and later transported by UA or UE assets to the unit of assignment during operational pauses or logistics support surges. This is a change in doctrine from AOE/Force XXI. Replacements were pushed from Theater to Corps or Division Replacement companies for follow on delivery to units of assignment. The ARR Company receive and account for all incoming personnel (soldiers, RTD, DoD civilians, non- combatant evacuees, contractors, return-to-duty soldiers, intra or inter-theater transfers, departing and returning individuals from rest and recuperation areas and other government personnel).

26. Continuum of Service (COS)

27. Continuum of Service � Current Initiatives

28. Summary Questions?