Doctrine Overview

1. As the Army builds its capabilities for the current and future force, human resources and financial management doctrine and structure must change to provide the required capability to the commanders in the battle space. This briefing will provide you an update on both transformation and our efforts to support a modular Army.As the Army builds its capabilities for the current and future force, human resources and financial management doctrine and structure must change to provide the required capability to the commanders in the battle space. This briefing will provide you an update on both transformation and our efforts to support a modular Army.

2. AGENDA FM 1, The Army FM 3-0, Operations FM 6-0, Mission Command: Command and Control of Army Forces FM 1-0, Human Resources Doctrine

3. As the Army builds its capabilities for the current and future force, human resources and financial management doctrine and structure must change to provide the required capability to the commanders in the battle space. This briefing will provide you an update on both transformation and our efforts to support a modular Army.As the Army builds its capabilities for the current and future force, human resources and financial management doctrine and structure must change to provide the required capability to the commanders in the battle space. This briefing will provide you an update on both transformation and our efforts to support a modular Army.

4. DOCTRINEDEFINITION

5. ARMY VALUES Loyalty Duty Respect Selfless Service Honor Integrity Personal Courage

6. SOLDIER�S CREED I am an American Soldier I am a warrior and a member of a team I serve the people of the United States and live the Army Values I will always place the mission first I will never accept defeat I will never quit I will never leave a fallen comrade I am disciplined, physically and mentally tough, trained and proficient in my warrior tasks and drills, always maintain my arms, my equipment and myself I am an expert and I am a professional I stand ready to deploy, engage, and destroy the enemies of the United States of America in close combat I am a guardian of freedom and the American way of life I am an American Soldier

7. ARMY CAMPAIGN PLANTRANSFORMATION Support global operations Adapt and improve total Army capabilities Optimize Reserve Component contributions Sustain the right all-volunteer force Adjust the global footprint Build the future force Adapt the institutional Army Develop a joint, interdependent logistics structure

8. As the Army builds its capabilities for the current and future force, human resources and financial management doctrine and structure must change to provide the required capability to the commanders in the battle space. This briefing will provide you an update on both transformation and our efforts to support a modular Army.As the Army builds its capabilities for the current and future force, human resources and financial management doctrine and structure must change to provide the required capability to the commanders in the battle space. This briefing will provide you an update on both transformation and our efforts to support a modular Army.

9. LEVELS OF WAR

10. FULL SPECTRUM OPERATIONS

11. WARFIGHTING FUNCTIONS Warfighting Function: Group of tasks and systems (people, organizations, information, processes) united by a common purpose that Commanders use to accomplish missions and training objectives. Intelligence Movement and Maneuver Fire Support Protection Command and Control Sustainment

12. SUSTAINMENT WARFIGHTING FUNCTION Sustainment Warfighting Function: Related tasks and systems that provide support and services to ensure freedom of action, extend operational reach, and prolong endurance. Sustainment facilitates uninterrupted operations through means of adequate personnel, logistic, other support Logistics: Maintenance Transportation Supply Field Services EOD General Engineering Personnel Services HR Financial Management Legal Support Religious Support Band Support Force Health Protection

13. As the Army builds its capabilities for the current and future force, human resources and financial management doctrine and structure must change to provide the required capability to the commanders in the battle space. This briefing will provide you an update on both transformation and our efforts to support a modular Army.As the Army builds its capabilities for the current and future force, human resources and financial management doctrine and structure must change to provide the required capability to the commanders in the battle space. This briefing will provide you an update on both transformation and our efforts to support a modular Army.

14. STAFF ORGANIZATION Considerations: Mission Broad fields of interest (Functional responsibility) Regulations and laws Staff structure Personal staff group Coordinating staff group Principle staff assistants Answer to CoS/XO Plan, coordinate, advise actions in field of interest Collect information, analyze impact on the command Special staff group

15. STAFF OFFICER CHARACTERISTICS Competence Initiative Creativity Flexibility Confidence Loyalty Team player Effective manager Effective communicator

16. STAFF RESPONSIBILITIES/DUTIES Advising and informing the Commander Preparing, updating, and maintaining staff estimates Making recommendations Preparing plans and orders Assessing execution of operations Managing information within fields of interest Identifying and analyzing problems Performing staff coordination Conducting training Performing staff assistance visits Exercising staff supervision

17. As the Army builds its capabilities for the current and future force, human resources and financial management doctrine and structure must change to provide the required capability to the commanders in the battle space. This briefing will provide you an update on both transformation and our efforts to support a modular Army.As the Army builds its capabilities for the current and future force, human resources and financial management doctrine and structure must change to provide the required capability to the commanders in the battle space. This briefing will provide you an update on both transformation and our efforts to support a modular Army.

18. FM 1-0 COMPOSITION 5 Chapters Ch 1: HR Support Ch 2: HR Support in Army Transformation Ch 3: HR Organizations and Responsibilities Ch 4: Brigade/BCT S-1 Section Operations Ch 5: HR Support of Force Projection Operations 13 Appendices App A � I: Core Competencies (HR Planning/Operations App I) App J: Army Bands App K: Civilian Personnel, Contractor, NGA Support App L: Retention Operations App M: Rear Detachment Operations

19. MAJOR UPDATES FROM FM 12-6 Focus on Core Competencies as doctrinal principles Reflects transformation impacts, operational changes Reflects FDU 05-02-approved structures Legacy structures removed Detailed description of organization and employment Added chapter on S-1 Operations Added core competency for HR Planning and Operations Provided Appendix Format for Personnel Estimate Parallels emerging Joint Doctrine (JP 3.0, JP 1.0)

20. CORE COMPETENCIES Personnel Readiness Management (PRM) Personnel Accountability and Strength Accounting (PASR) Personnel Information Management (PIM) Reception, Replacement, Return-to-duty, Rest and Recuperation, Redeployment (R5) Operations Casualty Operations Essential Personnel Services (EPS) Postal Operations Morale, Welfare, and Recreation (MWR) Operations Band Operations HR Planning and Operations

21. AREAS OF EMPHASIS Manning the Force PRM PASR PIM R5 Provide HR Services EPS Casualty Operations Provide Personnel Support Postal Operations MWR Band Operations

22. PERSONNEL READINESS MANAGEMENT(PRM) Mission: Distribute Soldiers and Army civilians to subordinate commands based on documented manpower requirements, authorizations, and predictive analysis in support of Commanders� plans and priorities Process Analyze personnel strength to determine current combat capabilities � compare strength against authorizations Project future requirements Assess conditions of individual readiness Allocation decision Effective PRM is an endstate of the Personnel Estimate PRM is a continuous process Replacement Operations (as defined in FM12-6) is a subset of PRM

23. PERSONNEL ACCOUNTING AND STRENGTH REPORTING (PASR) Mission: Provide personnel accountability and report other strength related information such as duty status, unit of assignment, location, Assignment Eligibility Availability (AEA) codes, and MOS, and update command data bases at all levels. PASR provides readiness managers the data necessary to analyze personnel strength as a component of combat power PASR requires timely, accurate and complete data Personnel accountability is recording BY-NAME data on personnel when they arrive, depart, change duty location, or change duty status (Faces) Strength reporting is the transformation of by-name data into a numerical end product compared to authorizations/requirements (Spaces) PERSTAT (or JPERSTAT) principle tool for deployed PASR DTAS principle deployed PASR system (SIPR-based)

24. PERSONNEL INFORMATION MANAGEMENT (PIM) Mission: Collect, process, store, display, and dessiminate critical information about Soldiers, DA civilians and units in a timely fashion Foundation for all other competencies; manual and electronic processes Provides critical information to Commanders for decision making Satisfies legal obligation to retain historical information and supports DA-level policy and personnel management decisions Army�s corporate database is ITAPDB; most automated systems either interface with or update ITAPDB

25. ITAPDB INTERACTIONS The reason that manual data must be provided from deployed S1 sections to servicing MILPOs/RRCs/HRC-SL is due to the following: ITAPDB is completely refreshed daily by the component TAPDBs ITAPDB can only maintain one record per SSN at a time. The agreement has been made that ITAPDB will read the supporting database which controls the Soldier all of the time� Therefore, ITAPDB reads data on RC SSNs from TAPDB-R and TAPDB-G, whether the Soldier is mobilized or not� eMILPO, which is the system of record while mobilized, does not provide data to the RC TAPDBs Therefore, as status changes are reported while mobilized in eMILPO, shadow transactions must also be performed through the servicing RC top of the system to ensure the mobilized RC Soldier�s status is most accurately recorded at the top of the system During demobilization, the Soldier bundle of transactions performed for USAR Soldiers in AO, AE can be transferred back to TAPDB-R electronically to ease the demob process� However, that process must be done manually for ARNG Soldiers, as by policy, TAPDB-G will not receive the same electronic transfer Records for mobilized RC Soldiers will be maintained in TAPDB-AO and AE for 130 days following the demob date. The reason that manual data must be provided from deployed S1 sections to servicing MILPOs/RRCs/HRC-SL is due to the following: ITAPDB is completely refreshed daily by the component TAPDBs ITAPDB can only maintain one record per SSN at a time. The agreement has been made that ITAPDB will read the supporting database which controls the Soldier all of the time� Therefore, ITAPDB reads data on RC SSNs from TAPDB-R and TAPDB-G, whether the Soldier is mobilized or not� eMILPO, which is the system of record while mobilized, does not provide data to the RC TAPDBs Therefore, as status changes are reported while mobilized in eMILPO, shadow transactions must also be performed through the servicing RC top of the system to ensure the mobilized RC Soldier�s status is most accurately recorded at the top of the system During demobilization, the Soldier bundle of transactions performed for USAR Soldiers in AO, AE can be transferred back to TAPDB-R electronically to ease the demob process� However, that process must be done manually for ARNG Soldiers, as by policy, TAPDB-G will not receive the same electronic transfer Records for mobilized RC Soldiers will be maintained in TAPDB-AO and AE for 130 days following the demob date.

26. R5 OPERATIONS The mission of R5 Operations is to manage or administer the HR support activities of tracking and coordinating the movement of Soldiers into, through, or out of a theater during reception, replacement, RTD, R&R, and redeployment operations. Principle activities include: Personnel accountability of transiting Soldiers/units Planning, coordinating and executing R5 activities and centers to process transiting Soldiers from APOD/APOE to final destination and coordinate critical life support while in transit R5 operations is an important element of the RSO&I process Must be wary of mission creep � HR tasks only Personnel accountability is the reason these structures were developed � initial step to an accurate deployed theater database

27. CASUALTY OPERATIONS The mission of Casualty Operations management is to record, report, verify and process casualty information from unit-level to DA, notify appropriate individuals, and provide casualty assistance to next of kin. One of two core competencies which must always be right Casualty Reporting: means of providing casualty information to commanders and NOK. DA Form 1156 and DCIPS-FWD are primary tools Casualty Notification: process of notifying NOK of Soldier and DA civilian who have been reported as a casualty Casualty Assistance: process of aiding the PNOK and other persons designated to receive benefits of deceased personnel. Casualty Liaison Team (CLT): HR personnel; attached to MTFs and MA Companies who obtain, verify, update, dessiminate casualty reports

28. ESSENTIAL PERSONNEL SERVICES (EPS) Mission: Provide timely and accurate personnel services that efficiently update Soldier status, readiness and quality of life and allows Army leadership to effectively manage the force Awards and decorations, evaluations, promotions, transfers and discharges, ID cards, leaves and passes, LOD, MMRB Processes vary by component S1s must understand manual process for each component or a POC if all else fails MILPAY may become an element of EPS as an integrated PERPAY system is fielded (DIMHRS) EPS flows through manual transactions and data transfer in various HR systems

29. POSTAL OPERATIONS The mission of the military postal system is to operate as an extension of the USPS consistent with public law and federal regulations beyond the boundaries of US sovereignty to provide postal services for all DoD personnel where there is no USPS available. Adherence with published regulation is critical. Postal structure is only intended for deployed/contingency operations. Bn/Bde/BCT S-1s are a critical part of this process Initial postal operations must be established as early as possible during contingency operations � IAW Commander priorities Mail = Morale, can become a major Command headache�

30. HR PLANNING AND OPERATIONS (HRPO) HRPO is the means by which the HR provider envisions a desired HR endstate in support of the operational commander�s mission requirements; lays out the effective ways of achieving it; and communicates to subordinate HR providers and HR unit leaders the intent, expected requirements, and outcomes to be achieved to provide the support in the form of an OPLAN, OPORD or Annex (Planning); and the process of tracking current and near-term (future) execution of the planned HR support to ensure effective support through the following process (Operations): Assessing the current situation and forecasting HR requirements based on the progress of the operation Making execution and adjustment decisions to exploit opportunities or unforecasted requirements Directing actions to apply HR resources and support at decisive points and time HR inputs to MDMP key elements

31. HR PLANNING AND OPERATIONS (HRPO) (CONTINUED) Tools: Personnel Estimate Planning Factors (ROA, Consumption, Historical Data) Casualty Estimation Doctrinal FMs/FMIs The AGS is adding rigor to the training of this core competency. It is critical to synchronizing the HR support envisioned with PSDR Transformation with decentralized operations below Division and centralized theater operations.

32. HR DOCTRINE WAY AHEAD Publish FM 1-0 � July 2006 Publish supporting FMIs Complete Nov 2006 Theater HR Operations S1 Section Operations Stay connected with JP 1-0 and an integral player in the development of FM 4-0, Sustainment