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* Provide personnel information for developing essential elements of friendly information.
* Provide personnel information data required in the execution of the sustainment warfighting
function.
ORGANIZATION RESPONSIBILITIES
3-122. Several agencies have critical responsibilities in managing the personnel information flow and
maintenance. The personnel information network includes all units and Soldiers in the force. They usually
fall into two categories: managers and users.
3-123. The management group consists of reporting units and database managers. Battalions and separate
units are responsible for providing personnel information to support all HR core competencies and
subordinate key functions. They record gains, losses, and other strength-related transactions in their
electronic systems to inform higher echelons.
3-124. The user group includes personnel readiness, casualty, and postal personnel. Personnel readiness
managers use the data to assess unit readiness and support allocation decisions. Casualty personnel use it for
basic personnel information and casualty reporting verification. Postal leaders use it for the postal locator
information and to manage the casualty mail system. The paragraphs below explain the roles and
responsibilities of the various individuals and units in the PIM process.
SOLDIERS AND DOD/DA CIVILIANS
3-125. Soldiers and DOD and DA Civilians have a responsibility to enter PIM self-service items and other
essential personnel data promptly into the appropriate database when changes occur.
COMMANDERS
3-126. Commanders at all levels are responsible for taking pro-active actions to protect and defend PIM
data and documents, and ensuring actions requiring their attention or processing are conducted in a timely
and accurate manner. Commanders are responsible for including inspection and oversight strategies to ensure
any of their decisions or their staff’s actions result in timely submission in the respective PIM system. Special
commander emphasis is given to disciplinary actions, readiness status, and commitment to the government
or change in commitment to the government by the individual or vice versa. Commanders must ensure
protection of documents and data pertaining to enlistment, appointment, duty stations, assignments, training,
qualifications, performance, awards, medals, disciplinary actions, insurance, emergency data, separation,
retirement, casualty, administrative remarks and any other personnel actions covered in AR 600-8-104.
ASCC G-1/AG
3-127. The ASCC G-1/AG is responsible for all PIM policies in their operational area. Specific PIM
responsibilities include—
* Manage PASR using the appropriate HR system of record.
* Establish and manage policies and procedures that affect PIM for subordinate units and the theater.
* Publish implementing instructions for personnel policies and programs for supported units.
* Establish, operate, and maintain ASCC deployed theater personnel database (through the TPOC
and TG PAT).
CORPS G-1/AG AND DIVISION G-1
3-128. The corps G-1/AG and division G-1 indirectly manages and monitors PIM for all assigned units.
Corps G-1/AGs and division G-1s exercise these responsibilities primarily in their role of coordinating EPS
and managing the casualty reporting system for the corps and division. Personnel information managers at
corps and division should anticipate the inclusion of joint and multinational personnel as an implied PIM
mission during LSCO. During stability and defense support of civil authorities, as security partnerships form
and transfer of security responsibilities occur, G-1/AGs may assist host-nation security forces with the |
1-0 | 83 | Man the Force
development of their own PIM system. Refer to ATP 1-0.1 for specific PIM responsibilities of the corps
G-1/AG and division G-1.
BRIGADE S-1/STB S-1 (GENERAL OFFICER-LEVEL HQ)
3-129. The brigade/STB personnel readiness team is normally responsible for PIM. Personnel information
managers at brigade should anticipate an implied PIM mission during LSCO, to include joint and
multinational personnel. During stability and defense support of civil authorities, as security partnerships
form and transfer of security responsibilities occur, brigade S-1s may assist host-nation security forces with
the development of their own PIM system. Refer to ATP 1-0.1 for specific PIM responsibilities of the brigade
S-1/STB S-1.
BATTALION S-1
3-130. The battalion S-1 is the primary entity responsible for data input and updates, and is the starting
point for personnel information management. Refer to ATP 1-0.1 for specific PIM responsibilities of the
battalion S-1.
TPOC
3-131. The TPOC personnel accountability and systems division manages theater-wide PIM. It maintains
and operates the PIM database for the theater. Specific responsibilities include—
* Manage personnel information (manual and/or electronic) on assigned and attached personnel
updating HR systems.
* Manage user access, roles, and responsibilities within DTAS.
* Reconcile differences between DTAS and other HR systems and databases as required.
* Maintains unit hierarchy in DTAS for all theater units (with assistance from the ASCC HROC).
* Manage theater personnel accounting.
* Manage personnel files and records IAW governing regulations and policies.
* Provide technical guidance for PIM to HROBs, G-1/AGs, and brigade/STB S-1s.
* Publish implementing instructions for personnel policies and program for support units and the
theater.
* Provide technical assistance to supported units on all HR automation systems in theater.
HR SYSTEMS SUPPORT
3-132. Human resources systems are essential in accomplishing Army-wide PIM execution during LSCO.
Human resources professionals rely heavily on HR systems and databases to provide commanders accurate
reports and information for mission accomplishment. The inability to collect, process, and disseminate
relevant HR information about units and personnel in a timely manner can seriously impede operations or
the unit’s mission. Human resources operations must be prepared to sustain the ability to support forces in
degraded operations. During degraded operations, HR professionals must establish measures to ensure
information continues to flow, which may include manually completing forms and using radios to submit
casualty reports, PERSTATs, or any other information relevant to commanders to maintain the sustainment
COP.
3-133. Human resources professionals who are competent with HR systems and databases, and understand
how HR functions and tasks are processed and conducted, is critical. It is also imperative to ensure HR
professionals are cross-trained across all HR systems. Immediate NIPRNET and SIPRNET connectivity
should be near the top of a unit’s priority list when arriving in theater for HR professionals to conduct required
HR functions and tasks. For specific HR databases, systems, and other automation support/equipment needed
to perform HR missions, refer to appendix A of this publication. |
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Provide Human Resources Services
Human resources services are functions directly affecting a Soldier’s status,
assignment, qualifications, financial status, career progression, morale and cohesion,
and quality of life, in addition to providing recreational, social, other support services
for Soldiers, DOD and DA Civilians, and other personnel who deploy with the force.
This chapter covers the HR services subordinate key functions of EPS, postal
operations, Army Band operations, and morale, welfare, and recreation (MWR)
operations.
SECTION I – ESSENTIAL PERSONNEL SERVICES
4-1. Essential personnel services functions are initiated by the Soldier, unit commanders, unit leaders,
G-1/AGs and S-1s, or from the top of the HR system (HRC-level). Table 4-1, on pages 4-1 and 4-2, depicts
the responsibilities for EPS functions. During LSCO, many EPS actions may be delayed due to wartime
priorities. Most EPS actions are processed via the HR system of record, with documentation added to the
AMHRR. However, there are some actions processed separately by the commander or S-1 (for example,
congressional inquiries, customer service, and participation in boards). Typical actions initiated by Soldiers
are requests for personnel actions using DA Form 4187 (Personnel Action), requests for leave or pass, updates
to family member information for record of emergency data or life insurance elections, and updates to
allotments, savings bonds, and/or direct deposit. Typical actions initiated by commanders include request for
awards or decorations, promotions, reductions, bars to continued service, and completing DA Form 7652
(Disability Evaluation System [DES] Commander’s Performance and Functional Statement) on each Soldier
referred to the Disability Evaluation System. Evaluation reports are normally initiated by the supervisor at
all levels.
Table 4-1. Essential personnel services responsibilities
Function/Task Responsible Agencies
BN BDE DIV CORPS ASCC IMCOM
Develop EPS *
Policy/Timelines/SOP
Awards and Decorations
Evaluations Reports
Promotions *
Transfers/Discharges
Leaves and Passes
Military Pay/Entitlements
Officer Accessions
*IMCOM military personnel divisions have responsibilities for these functions/tasks for non-Personnel Services
Delivery Redesign units on the installation.
Legend: ASCC=Army Service component command; BDE=brigade; BN=battalion; DIV=division; EPS=essential
personnel services; IMCOM=installation management command; MAR2=military occupational specialty administrative
retention review; SOP=standard operating procedure |
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Table 4-1. Essential personnel services (EPS) responsibilities (continued)
Function/Task Responsible Agencies
BN BDE DIV CORPS ASCC IMCOM
Personnel Action Requests *
Line of Duty Investigations *
AR 15-6, Investigations
Appointment
Bars to Continued Service
Issue Identification *
Cards/Tags
Citizenship/Naturalization *
Reassignments
Deletions/Deferments *
Records Review
Branch Transfers
Congressional Inquiries *
Conscientious Objector
Exceptional Family Member
Program
Medical Review Boards
(MAR2)
Reclassifications
Request for
Schools/Training
Application for Retirement
DD Form 93
(Servicemembers’ Group *
Life Insurance Election
Certificate)
Sponsorship
Statement of Service
Suspension of Favorable *
Personnel Action
* IMCOM military personnel divisions have responsibilities for these functions/tasks for non-Personnel Services Delivery
Redesign units on the installation.
Legend: ASCC=Army Service component command; BDE=brigade; BN=battalion; DIV=division; EPS=essential
personnel services; IMCOM=installation management command; MAR2=military occupational specialty administrative
retention review; SOP=standard operating procedure |
1-0 | 87 | Provide Human Resources Services
Note: The IMCOM will not have a role in promotions once IPPS-A is live in December 2021.
Home station units will have visibility of Soldiers across installations and will be able to generate
reports and perform transactions associated with promotions. Additionally, the IPPS-A will allow
an HR professional in the member’s S-1 pool or a unit commander to initiate a suspension of
favorable personnel action for Soldiers not co-located with their home station unit.
4-2. To provide effective and prompt HR services, it is critical that actions affecting Soldiers be processed
or routed promptly by the chain of command and HR professionals. All EPS actions are processed, verified,
or routed by HR professionals at each level of command (battalion, brigade, division, corps, and ASCC), less
those items updated through Soldier self-service capabilities. While brigade-centric operations are the norm
for HR support, some EPS actions do require processing by command and control elements above brigade.
Common actions normally processed above brigade include awards and decorations, congressional inquiries,
deletions, officer procurement, and developing EPS policies and priorities. While EPS actions are normally
executed at the brigade S-1 and below, the G-1/AG at all levels has staff responsibilities for EPS actions and
maintains oversight for all EPS functions.
4-3. With limited HR resources in G-1/AGs and S-1s, determining the proper HR organization to provide
EPS support to assigned or attached personnel is crucial to processing efficient and timely EPS actions. This
determination is also affected by whether the unit is deployable, deployed, assigned to garrison, or
geographically separated from the brigade.
HR CUSTOMER SERVICE
4-4. Customer service is a critical service performed by all S-1 sections as it affects a Soldier’s status,
readiness, career management, benefits, and quality of life. The S-1 section is the responsible office for
ensuring that assigned and attached personnel receive assistance with EPS actions and answering their
questions or concerns. The S-1 section must ensure they provide the time and resources to meet the customer
service needs of the personnel they support. Unit personnel expect HR systems and processes to be responsive
to meet their needs. As such, S-1 sections must strive to provide the best customer service possible. At a
minimum, consider the following items when developing customer service support:
* Consider the time necessary to process certain EPS actions. Some customer service functions are
more time consuming than others and may require research or further explanation by S-1
personnel.
* Develop a plan of action for equipment failures (for example, ID tag machine not operational).
The plan of action should include an alternate point for support. Units can coordinate with other
units to issue ID tags when ID card machines are inoperable.
* Ensure knowledgeable HR professionals are available to answer HR questions or to process EPS
actions. This includes knowledge of specific documents requiring submission by the Soldier.
* Adjust the customer service plan as needed. Talking with Soldiers and leaders can determine if
HR customer service is adequate.
* Provide a workstation for Soldiers to use. Not all Soldiers have access to HR web-based services
at their unit.
* Customer service hours should be sufficient in length to ensure personnel do not have to wait long
for service and should not routinely change. Consider training or operational availability issues
when establishing customer service hours and stagger lunches to remain operational all day.
AWARDS AND DECORATIONS
4-5. The awards and decorations program enables the Army to provide Soldiers, and DOD and DA Civilians
tangible recognition for valor, meritorious service, and achievements. The awards program also provides a
mechanism for recognizing veterans and the primary NOK of Soldiers, members of sister Services, military
personnel of multinational countries, and civilians for their meritorious contributions. Multi-name award
orders should be limited in number due to privacy issues. See AR 600-8-105 for detailed information |
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regarding preparation of multi-name award orders. Award orders and memoranda are forwarded for
placement in the AMHRR.
4-6. The approval authority for military awards and decorations is prescribed by AR 600-8-22, Military
Awards; AR 672-20, Incentive Awards, for DA Civilian personnel; and DODI 1400.25, Volume 451, DOD
Civilian Personnel Management System: Awards, for DOD civilian personnel. Wartime awards approval
authority may be delegated to the senior Army General Officer in a documented joint command
commensurate with the officer’s rank.
4-7. Initiate, process, and submit recommendations for awards and decorations through the chain of
command to the approval authority. Commanders in the chain of command process the award expeditiously
with the goal of presenting the award before the individual’s departure from the unit. For posthumous awards,
the goal is to have the award approved for presentation to the family at the funeral. Posthumous valorous
awards require special handling IAW Army policy.
4-8. Commanders may establish award boards to review award recommendations and recommend award
decisions. Awards boards, if established, should reflect the composition of the command as much as possible.
For example, if an organization is task organized with Regular Army and RC units, then the board should
have representatives from each component. Awards and decorations are historical in nature and approval
authorities maintain a record of each recommendation and decision.
4-9. During joint operations, HR elements (J-1, G-1/AG, and S-1) must determine Soldier eligibility for
joint awards and decorations. During the deployment planning process, commanders with award approval
level need to ensure sufficient stocks of individual awards and certificates are included.
INDIVIDUAL AWARDS AND BADGES
4-10. Combat operations typically see an increase in certain individual awards. Published award criteria and
processing guidance may be supplemented via military personnel messages from HQDA. Awards clerks and
supervisors should frequently consult their G-1/AG or S-1 to ensure they have the most current guidance.
UNIT AWARDS
4-11. Commanders authorized to approve unit awards announce awards in permanent orders of their HQ.
Permanent orders are published announcing the award of a unit decoration and contain the citation of the
award, name of the unit or units, and inclusive dates. All unit awards approved at HQDA are announced in
HQDA General Orders. Unit commanders and military records custodians must reference AR 600-8-22,
in-conjunction with personnel records, to determine and confirm entitlement of individuals to wear the
insignia pertinent to each type of unit recognition. Verify all entitlements and enter in the Soldier’s personnel
records IAW AR 600-8-104. Human resources elements should plan accordingly when requesting unit
awards and anticipate a longer than usual processing timeline.
EVALUATION REPORTS
4-12. Evaluation reports provide a systematic approach for assessing the past performance and potential of
all personnel. For NCOs, warrant officers, and officers, these reports provide information to HQDA for use
in making personnel management decisions that affect promotions, assignments, centralized selections, or
qualitative management. For civilian personnel, evaluations assist in making decisions concerning
compensation, training, rewards, reassignments, promotions, reductions in grade, retention, reductions in
force, and removal.
4-13. During deployments, mobilizations, or emergencies, HQDA may implement changes to the evaluation
policy. These changes may affect report periods, reasons for submission, processing procedures, processing
timeliness, use of counseling checklists, and appeals procedures. The S-1 is responsible for maintaining
visibility of evaluation report status to facilitate timely submission.
4-14. In addition to maintaining visibility on evaluation reports, HR leaders are the subject matter experts on
all aspects of the evaluation reporting process. One specific area S-1s provide guidance with is how to manage
an evaluation rating profile. Although the profile is ultimately the responsibility of each rating official, S-1s |
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should be prepared to discuss this topic and be ready to advise rating officials on how to maintain credible
profiles that provide the flexibility to recognize top performing individuals.
4-15. AR 623-3, Evaluation Reporting System, and DA PAM 623-3, Evaluation Reporting System, provide
policy and procedural guidance for processing officer and NCO evaluation reports. Forms content
management facilitates the process of forwarding completed evaluation reports to the HRC for final action
and placement in the AMHRR, except for ARNG NCO evaluation reports, which route to the State Enlisted
Personnel Manager for processing. The DOD Civilian Personnel Management System evaluates and
documents the performance of most DA Civilian personnel. The authority for DA Civilian employees is
DODI 1400.25, Volume 431, DOD Civilian Personnel Management System: Performance Management and
Appraisal Program. Additionally, certain Army Civilian employees are covered by alternative civilian
personnel management systems which follow other prescribed performance management systems (for
example, Defense Civilian Intelligence Personnel System, Acquisition Workforce Personnel Demonstration
Project, and Science & Technology Reinvention Laboratory Personnel Demonstration Projects).
RATING SCHEMES
4-16. Commanders are required to establish and maintain rating schemes for all officer, NCO, and DOD and
DA Civilian personnel within their respective commands. The S-1 assists commanders by coordinating
communication at all levels to ensure rating schemes are up-to-date and free of errors. Monthly checks and
updates are required due to personnel turbulence units’ experience while in garrison or changes to task
organization while deployed. Established rating schemes become critical tools when processing evaluation
report appeals.
TIMELINESS
4-17. The HQDA continues to emphasize timely and accurate submission of evaluation reports (officer,
enlisted, and DA Civilian) while in garrison or deployed. The cover page of a senior rater’s Evaluation
Timeliness Report, which includes information on delinquent reports (except DA Civilian and ARNG NCO
evaluation reports), can be filed in that senior rater’s AMHRR if authorized by AR 600-8-104.
PROMOTIONS AND REDUCTIONS
4-18. AR 600-8-19, Enlisted Promotions and Reductions, and AR 600-8-29, Officer Promotions, prescribe
the enlisted promotions, reductions, and officer promotion functions of the military personnel system. Both
provide principles of support, standards of service, policies, tasks, rules, and steps governing all work
required in the field to support enlisted promotions and reductions and officer promotions. Both regulations
also provide the objectives of the Army’s enlisted and officer promotion systems, which include filling
authorized spaces with the best qualified Soldiers and officers. Further, both promotion systems provide for
career progression and rank that are in line with potential and for recognition of the best qualified Soldiers
and officers, which attracts and retains the highest caliber of Soldiers and officers for a career in the Army.
Additionally, both systems preclude promoting Soldiers and officers who are not productive or qualified. For
ARNG and USAR promotions, refer to AR 135-155, Promotion of Commissioned Officers and Warrant
Officers Other Than General Officers, AR 135-156, Reserve Component General Officer Personnel
Management, NGR 600-100, Commissioned Officers-Federal Recognition and Related Personnel Actions,
and NGR 600-101, Warrant Officers-Federal Recognition and Related Personnel Actions.
4-19. It is important for all personnel involved in the enlisted and officer promotion system to understand
Soldiers and officers from all Army components may be assigned to their organization. Each component has
its own separate promotion policies, rules, and steps governing promotions. When conducting enlisted
promotions at unit-level, commanders and S-1s need to be knowledgeable of USAR and ARNG promotion
policies and procedures as depicted in AR 600-8-19 and the Army Mobilization and Deployment Reference,
and should audit Promotion Point Worksheets to ensure compliance. For example, notification or approval
may be required from the State before promoting ARNG Soldiers. Refer to ATP 1-0.1 for detailed
information pertaining to promotions and reductions. |
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TRANSFER AND DISCHARGE PROGRAM
4-20. The Transfer and Discharge Program provides a mechanism for the orderly administrative separation,
transfer, or discharge (component/Service) of Soldiers for various reasons. AR 635-200, Active Duty Enlisted
Administrative Separations, provides policy and procedural guidance for enlisted separations, and AR
600-8-24, Officer Transfers and Discharges, provides policy and procedural guidance for officer transfers
and discharges. Title 10, United States Code, is the authority for voluntary and involuntary officer transfers.
It includes the release of Other Than Regular Army officers and the discharge of Regular Army officers
before the completion of their contractual obligation (both voluntary and involuntary). For ARNG and USAR
separations, refer to AR 135-175, Separation of Officers, and AR 135-178, Enlisted Administrative
Separations, and NGR 635-100, Termination of Appointment and Withdrawal of Federal Recognition.
4-21. The Army separation policy promotes readiness by providing a means to—
* Judge suitability of personnel to serve in the Army based on conduct and ability to meet required
standards of duty performance and discipline.
* Achieve authorized force levels and grade distribution.
* Provide for the orderly administrative separation of Soldiers.
LEAVE AND PASS PROGRAM
4-22. The Leave and Pass Program promotes the maximum use of authorized absences to support health,
morale, motivation, and efficiency of Soldiers. AR 600-8-10, Leaves and Passes, provides policy,
procedures, and guidance for managing leave and passes, including special leave accrual and the use of R&R
leave. Upon declaration of a national emergency by Executive Order of the President or upon declaration of
war by the Congress, the Secretary of the Army may suspend all leaves for Soldiers. Unit commanders and
S-1s are responsible for managing leave and passes. During war or contingency operations, the Army may
implement procedures for special leave and pass programs (for example, environmental and morale leave
and other R&R programs). All Army components are eligible for these programs. The Army G-1 publishes
instructions for special leave and pass programs in the Army Mobilization and Deployment Reference.
MILITARY PAY
4-23. Military pay transactions are an integrated and embedded process within the HR architecture. Battalion
S-1s are the central link between Soldiers and changes to military pay entitlements, and must be familiar with
DOD financial management regulations and the Joint Travel Regulation. They are responsible for resolving
routine pay inquiries for their Soldiers. Military pay transactions are triggered by personnel actions and
selected EPS. The S-1’s responsibilities include––
* Review and submit pay inquiries to the Defense Military Pay Office.
* Submit and track Unit Transmittal Letters.
* Verify completion of finance actions against the Daily Report of Transactions received from the
finance office.
* Interpret the Leave and Earning Statement.
* Ensure monthly validation of the Unit Commanders Finance Report.
* Manage access and roles in the Unit Commanders Finance Report portal for subordinate units.
* Advise commanders on the application of entitlements.
* Execute record reviews and validate supporting documents.
4-24. Soldiers can perform limited self-service pay transactions through the My Pay portal. These capabilities
include start, stop, or modify discretionary allotments and savings bonds; modify thrift savings plans; change
direct deposit information; and submit employee withholding requests (W-4).
4-25. Future IPPS-A capability will automate military pay transactions based on input into the system
without leveraging Unit Transmittal Letters. It is critical that HR professionals fully understand substantiating
documentation required to approve pay transactions as they will be the final check on the system to ensure
pay and entitlements are accurate. |
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OTHER HR SUPPORT
4-26. In addition to the EPS functions discussed in the preceding paragraphs, the S-1 has the following
responsibilities for personnel action requests and other HR related support:
* Provides the unit regulatory guidance and support as required for personnel action requests and
other HR related actions.
* Process personnel action requests in a timely manner. Processing includes reviewing applications;
verifying (if necessary) eligibility and completeness of the action; approval or disapproval of the
request; forwarding the action, with or without comment, to the HRC; or returning the action for
further information or action. The S-1 section must ensure personnel action requests are processed
daily, and forwards documentation to the Soldier’s AMHRR as required by DA PAM 600-8-104,
Army Military Human Resource Record Management.
* Be responsive and responsible in providing HR support to Soldiers and units. Providing effective
and efficient HR support not only increases the morale and well-being of Soldiers, but can affect
the readiness and personnel combat power of the organization.
LINE OF DUTY (LOD) INVESTIGATIONS
4-27. The Army LOD program protects the interest of both the Soldier and the U.S. government where
service is interrupted by injury, illness, disease, or death. An LOD investigation will be conducted for all
Soldiers, regardless of component if the Soldier experiences a loss of duty time for a period of more than 24
hours and–
* The injury, illness, or disease is of lasting significance (to be determined by a physician, physician
assistant, or nurse practitioner).
* There is a likelihood that the injury, illness, or disease will result in a permanent disability.
* If an RC Soldier requires follow-on care for an injury, illness, or disease incurred during a period
of active duty (see AR 600-8-4, Line of Duty Policy, Procedures, and Investigations, for
Service-aggravated conditions).
4-28. Although LOD investigations begin with the unit commander, per AR 600-8-4, the S-1 has overall
responsibility for the management and processing of LODs involving injury, illness, or disease. The S-1 will
also update the Soldier’s record accordingly in the Interactive Personnel Electronic Records Management
System. In coordination with the unit’s servicing Office of the Staff Judge Advocate, the S-1 will forward all
death cases and not in line of duty recommendations to the Commander, U.S. Army Human Resources
Command for final review and disposition.
4-29. Depending on the circumstances of the case, a formal LOD investigation may not be required. Only
the U.S. Army Human Resources Command can make a presumptive in line of duty finding per AR 600-8-4.
Presumptive in line of duty determinations may be made when cases involve the following situations:
* In the case of injuries clearly incurred because of enemy action or attack by terrorists.
* In the case of death due to natural causes.
* Injury or death as a passenger in a common commercial carrier or military aircraft or vehicle.
ARMY REGULATION 15-6 INVESTIGATIONS
4-30. AR 15-6, Procedures for Administrative Investigations and Boards of Officers, prescribes methods for
conducting formal and informal investigations into allegations of misconduct or negligence or into the
circumstances surrounding a serious incident or a fatality. Depending on the reason for and the type of
investigation, only certain personnel as prescribed in AR 15-6, paragraph 2-1, may act as an appointing
authority. Additionally, the appointed investigating officer or board of officers is required to consult with the
legal advisor designated in the investigation appointment memorandum before an investigation begins. AR
15-6 investigations are required for many categories of Soldier, DA Civilian, or contractor deaths. These
categories include hostile deaths, military-related fatal accidents, and suspected suicides. The S-1 coordinates
with the staff judge advocate’s office so legal counsel may initiate the necessary appointment memorandum
for designated individuals. For individuals under investigation, commanders must ensure favorable personnel |
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actions are suspended IAW the criteria contained in AR 600-8-2, Suspension of Favorable Personnel Actions
(Flag).
SUSPENSION OF FAVORABLE PERSONNEL ACTIONS AND BARS TO CONTINUED SERVICE
4-31. Suspension of favorable personnel actions prevent and/or preclude execution of favorable actions to a
Soldier who may not be in an unfavorable status (not in good standing), to include movement of a Soldier
when it is in the best interest of the Army for the Soldier to remain in their current unit or at their current
location. See AR 600-8-2 for specific policies regarding suspension of favorable personnel actions.
4-32. Bars to continued service are initiated on Soldiers whose immediate separation under administrative
procedures is not warranted, but whose reentry into or service beyond their expiration term of service with
the Regular Army is not in the best interest of the military service. Policies and procedures for bars to
continued service are contained in AR 601-280. While bars to continued service are initiated in coordination
with the brigade retention NCO and the Soldier’s commander, S-1s as HR managers monitor these actions.
CITIZENSHIP AND NATURALIZATION
4-33. Battalion S-1s have the following citizenship and naturalization responsibilities:
* Assist non-citizen Soldiers with their applications for citizenship to include cover sheets,
fingerprint cards, and U.S. Citizenship and Immigration Services (USCIS) Form N-426 (Request
for Certification of Military or Naval Service). The DOD collaborates with the Immigration and
Naturalization Service to assist non-citizen military members with their citizenship applications.
The goal is to streamline and expedite the handling of their applications. Battalion S-1s serve as
the conduit to assist Soldiers with their applications and to coordinate with the HRC as necessary
to facilitate the process. Soldiers and S-1 personnel can obtain naturalization forms, request a
Military Packet, and obtain a copy of the handbook, A Guide to Naturalization, by visiting the
U.S. Citizenship and Immigration Services website.
* Verify the application and service data and then complete the backside of the U.S. Citizenship and
Immigration Services Form N-426.
* Certify the character of the Soldier’s service is honorable. Generally, a Soldier is serving
honorably unless a decision has been made to the contrary by the Soldier’s commander or a
conviction by court martial.
* Send an email message to the appropriate overseas U.S. Citizenship and Immigration Services
office after mailing the Soldier’s citizenship application packet. The email must contain the
Soldier’s name, U.S. Citizenship and Immigration Services number, social security number, date
of birth, email address, current or projected country of assignment or deployment, current or
projected (if available) mailing address, and the projected date of arrival in country per the
Soldier’s permanent change of station or deployment orders.
* Process posthumous citizenship applications for deceased Soldiers.
4-34. Deploying non-citizen Soldiers who have applications for citizenship pending must call the U.S.
Citizenship and Immigration Services Customer Service to inform them of mailing address changes when
they occur. Soldiers with pending applications for citizenship are reminded of this requirement during Soldier
Readiness Processing, during in- or out-processing, mobilization, extended TDY, deployment, redeployment,
and reintegration (for example, personnel processing upon return from a deployment). Soldiers who fail to
notify the U.S. Citizenship and Immigration Services of changes to their mailing address will risk denial of
citizenship due to lack of response to notices of action from the U.S. Citizenship and Immigration Services.
CONGRESSIONAL INQUIRIES
4-35. Congressional inquiries are specific requests made by members of Congress. Normally, commanders
are required to respond to congressional inquiries within a designated timeline and format. While
congressional inquiries are not always HR specific, the commander designates the G-1/AG and/or S-1 to
process these actions. The G-1/AG and/or S-1 must ensure congressional inquiries are processed within
designated timelines. Refer to AR 1-20, Legislative Liaison, for further information regarding congressional
inquiries. |
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IDENTIFICATION CARDS AND TAGS
4-36. An ID card provides a means to identify personnel entitled to specific DOD benefits and to identify
personnel who require an ID card as outlined in DODI 1000.01, Identification (ID) Cards Required by the
Geneva Conventions. Policy, procedures, and the type of card to be issued is determined by DODM 1000.13,
Volume 1, DoD Identification (ID) Cards: ID Card Life-Cycle, AR 600-8-14, Identification Cards for
Members of the Uniformed Services, Their Family Members, and Other Eligible Personnel {AFI 36-3026_
IPV1/AR 600-8-14/BUPERS INST 1750.10D/MCO 5512.11E/COMDTINST M5512.1B/NOAA Corps
Directives, Chapter 1, Part 5/Commissioned Corps Manual 29.2/Instructions 1 and 2}, and AR 690-11,
Department of the Army Expeditionary Civilian Workforce and Civilian Deployments, In Support of Military
Contingency and Emergency Operations. Common access cards are the standard for Service member ID
cards. The brigade or STB S-1 (General Officer-level) issues CACs for assigned or attached personnel; the
TG PAT may provide CAC services, if required, to personnel transiting through the theater gateway.
Common access cards and ID cards are used to––
* Identify Soldiers (Active and retired), members of other Services, and their family members.
* Identify DOD and DA Civilians, CAAF, and prisoners of war.
* Provide a means to identify, control access, and track civilians (physical security).
* Expedite access to stored, sharable personnel data.
4-37. Identification tags are required to be worn while deployed overseas, in a field environment, and while
traveling in an aircraft. Brigade or STB S-1s issue ID tags for assigned or attached personnel and by the TG
PAT for transiting personnel.
4-38. In preparing for deployments, brigade S-1s must ensure the early entry element of the S-1 has the
capability to provide CACs. As such, brigade S-1s must ensure the deployable Real-Time Automated
Personnel Identification System (RAPIDS) workstation and supporting communications equipment ships
early in the deployment process. Deployed S-1s must coordinate with the rear detachment S-1 and battalion
or brigade signal staff officer (S-6) a minimum of 90 days before deployment to process the RAPIDS
accreditation packet through the servicing network enterprise center.
4-39. Civilians (DOD and DA Civilians and CAAF) are required to obtain a CAC before deploying to a
theater of operations. In cases of lost or destroyed CACs, civilians can obtain a CAC from the AFSB S-1, the
TG PAT, or from a near-by brigade S-1. Brigade S-1s supporting a large population of CAAF (including
other designated contractor personnel) need to ensure sufficient number of replacement cards are on-hand.
Guidelines for issuing and verifying eligibility for CACs for civilians remain the same as outlined in
AR 600-8-14. Additionally, CAAF (including other designated contractor personnel) must be entered in the
Trusted Associate Sponsorship System.
TALENT MANAGEMENT
4-40. Talent management is transformational, increasing organizational agility, focusing on productivity,
and manifests as readiness and lethality. It also integrates al people practices, generating a positive effect on
organizational outcomes and leveraging each individual’s knowledge, skills, behaviors, and preferences
(KSB-P) for the mutual benefit of the Army and the individual (based on The Army People Strategy
reference). Talent management extracts the most productivity and value from an organization’s greatest
asset–its people. Army talent management integrates people acquisition, development, employment, and
retention strategies. It begins with entry-level personnel and aligns their talents against the demand for them
during their entire careers, to include positions at the very top of the Army. Talent management provides an
opportunity for the HR community to dominate the human capital arena if properly executed. Human
resources professionals should be experts in talent management initiatives and processes.
4-41. Talent is defined as the unique intersection of the KSB-P inherent in Army professionals:
* Knowledge – Facts, information, and skills acquired by a personal experience, education, or
training.
* Skills – The ability to apply knowledge to a task.
* Behaviors – The way one acts or conducts oneself, especially toward others.
* Preferences – Interests, career ambitions, and personal life goals. |
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4-42. The Army must effectively manage diverse talent for a complex world by optimizing the human
performance of every Soldier and civilian in the Army total force and by building cohesive teams of trusted
professionals who thrive in ambiguity and chaos. The Army must also optimize talent management through
work force planning and the acquisition, employment, development, and retention of Army professionals.
Teams that are built better and comprised of the right individuals will improve the Army. The Army must
take a holistic approach to support human capital management transformation by implementing and
sustaining policies and practices that will optimize talent management.
4-43. The Army Talent Alignment Process (ATAP) is a decentralized regulated assignment marketplace
operationalized through the Assignment Interactive Module 2.0, and in the future, within IPPS-A. The
process incentivizes the exchange of accurate and granular KSB-P improving alignment of the Army talent
supply with unit talent demands utilizing three phases: set the market, execute the market, and clear the
market.
Phase I – Set the Market
4-44. A commander and unit have various roles and responsibilities during the ATAP. Commanders can
delegate some of these roles to maximize the efficiency of their talent search. A unit commander, brigade
executive officer, brigade S-1, or brigade strength manager cannot be solely responsible for preparing a unit
to navigate the ATAP. While the process may be time consuming, establishing lines of effort, task organizing,
and taking a team approach to the process will pay dividends to the unit. It is highly recommended that units
create an internal conference style meeting before a manning cycle to maximize efforts for talent
management. Commanders and brigade S-1s/strength managers should refer to The Commander’s Guide to
ATAP as a resource to navigate the ATAP for their officer populations.
4-45. The Set the Market phase begins with identifying unit position vacancies and officers available to
move, and ends with validating both the unit positions to be filled and the population of officers available.
Units inventory their officers, validate projected position vacancies, and post detailed positon descriptions
within the Assignment Interactive Module 2.0 describing the KSB-P desired for the positions. Officers
identified to move, update their resumes in the module, describing the unique KSB-P they possess. The HRC
validates the list of vacant positions IAW officers available, manning priorities, and senior leader guidance.
4-46. Human resources professionals can assist commands in identifying all movers, vacancies, determining
priority of position vacancies, and recording the desired KSB-P of inbound officers. It is recommended that
the brigade S-1 or brigade strength manager conduct a variety of strength management actions to include—
* Validate and Adjust Year/Month Available to Move for verified officers identified to move as
soon as possible before Phase I, Set the Market.
* Submit Mission Essential Requirements through the ATAP in the Assignment Interactive Module
2.0.
* Fill out information and KSB-Ps for each advertised position. It is critical for the brigade S-1 or
strength manager to keep this information up-to-date throughout the ATAP market.
* Rank order all position vacancies to indicate the commander’s priority of fill to inform HRC of
the commander’s requirements list, enabling validation of priority vacancies within a unit.
Phase II – Execute the Market
4-47. This phase begins when the ATAP opens and ends with a predetermined date-time-group published by
the HRC. After a unit submits its mission essential requirements for the upcoming ATAP cycle, the HRC
will execute their internal processes for validating requirements. Requirements will be validated based on
Active Component manning guidance. The process opens with officers reviewing unit position vacancies,
interacting with unit points of contact or the position incumbent to gather more information, and then
indicating their desired assignments in rank order. Units assess available officers’ resumes, dialogue with
interested officers and officers who may have yet to express interest, conduct interviews, and preference
available officers in rank order. |
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Phase III – Clear the Market
4-48. This phase begins with the conclusion of the market and ends with officers receiving their request for
orders. Commanders will ensure that officers inbound to their unit are sponsored IAW Army regulations.
The brigade S-1 confirms incoming officer data and provides the unit commander with the data before the
officer’s arrival. Officer and unit preferences will be the primary factors to determine assignment matches.
Professional development and senior leader guidance are secondary assignment considerations.
Note: While the current marketplace processes only apply to Active Duty officer and warrant
officer cohorts, the Army is engaged along multiple lines of effort among all cohorts to create a
modern talent management program. Many of the new policies around promotions, evaluations,
and accessions are designed to attract, develop, and retain talent.
HR DIVISION OF LABOR
4-49. Human resources organizations, such as the installation Directorate of HR, are important partners in
the overall HR support plan for units and organizations. The installation Directorate of HR provides HR
support to all table of distribution and allowances units and table of organization and equipment units,
battalion and below, that are geographically separated from their brigade. This partnership requires planning
and preparation to ensure uninterrupted HR support to units and Soldiers whether they are deployed or at
home station. Army National Guard Joint Forces Headquarters and USAR geographic commands
respectively perform similar functions in the military personnel division for the ARNG and Reserve in
non-deployed environments. To determine where organizational level HR support is conducted, leaders
should use the following guidance:
* Tasks performed by table of organization and equipment units while in garrison and deployed are
performed by S-1 sections at brigade and battalion-levels (for example, awards and decorations,
issuance of CACs and ID tags, promotions and advancements, and PASR). The installation
Directorate of HR may provide selected support to non-deployed table of organization and
equipment units geographically separated from their battalion or brigade S-1. This support may
include issuance of CACs and promotions.
Note: The IMCOM will not have a role in promotions once IPPS-A is live in December 2021.
Home station units will have visibility of Soldiers across installations and will be able to generate
reports and perform transactions associated with promotions.
* Tasks performed while in garrison only are performed by the installation directorate of HR (for
example, retirement processing, mobilization and demobilization, Transfer and Discharge
Program, Army Career and Alumni Program, and centralized in- and out-processing). Army
National Guard Joint Forces Headquarters and USAR sustainment commands perform similar
functions in the military personnel division for the ARNG and Reserve in their garrison
environments.
* Tasks performed while deployed only are performed by HR organizations (for example, postal
and wartime casualty operations).
REAR DETACHMENT HR RESPONSIBILITIES
4-50. An important unit function during deployment is rear detachment operations. The rear detachment
assumes the daily workload of the deployed unit and provides home station support for the unit. The rear
detachment leadership maintains regular contact with the deployed unit and is responsible for the
administrative operations of the rear detachment, including maintaining command and control, accounting
for unit property and equipment, and managing personnel. Regardless of availability of HR professionals in
the rear detachment, the rear detachment leadership is required to maintain these responsibilities IAW Army
policy. |
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4-51. An important function of the rear detachment is serving as a vital communications link between the
deployed unit and family members. The rear detachment’s mission works in tandem with that of the deployed
commander and provides support to Soldiers and families at the lowest level.
4-52. Rear detachments should be established at two levels (brigade and battalion) to perform the functions
listed below. Human resources roles and responsibilities for rear detachments are—
* Publish the rear detachment assumption of command order.
* Establish and maintain two-way communication with forward deployed units to facilitate the flow
of timely and accurate HR support and information, and to resolve HR issues that cannot be solved
by the rear detachment.
* Provide HR support to brigade, battalion, and/or company rear detachments.
* Maintain PASR of non-deployed Soldiers and closely track casualties, family issues, and
wounded-warrior care.
* Execute, coordinate, or synchronize HR operations and HR support for rear detachment personnel.
* Maintain connectivity to HR systems and input/update rear detachment changes as needed.
* Provide custodian verification of emergency data (DD Form 93 and Servicemembers’ Group Life
Insurance Certificate of Coverage) as casualties occur.
* Coordinate installation support for rear detachment personnel and families of deployed personnel
(for example, CAC and ID cards, housing, and vehicle registration).
* Coordinate with the deployed S-1 and S-3 for call forward of personnel.
* Develop and maintain rating schemes for rear detachment personnel.
* Ensure adherence to customer service hours of operation, procedures for accountability, and
receipt of mail.
* Provide HR support to Soldiers temporarily returned from deployment.
* Support planning for reception of unit personnel upon redeployment.
* Serve as coordinator between deployed HR elements, home station, and higher echelon HR
support organizations.
* Maintain a family readiness group leader on appointment orders.
* Conduct or support casualty notification as defined in the unit SOP and IAW the installation
casualty assistance center.
* Coordinate with the ARC regarding emergency information on Soldiers and family members. This
includes logging, tracking, and processing Red Cross emergency messages and notifying the
forward unit of impending ARC messages.
* Maintain a roster of Soldiers trained and certified for appointment as casualty notification officer
and casualty assistance officer when a casualty occurs; monitor the performance of those Soldiers
assigned as casualty notification and assistance officers.
* Ensure trained Soldiers are available for appointment as summary court martial officers and LOD
investigating officers as needed.
4-53. To ensure continuity of HR operations during deployments, it is crucial that rear detachments be
established and operational as far in advance of the deployment as possible. This not only ensures rear
detachment HR operations are properly functioning before deployment, but enables deploying S-1 personnel
to participate in unit pre-deployment training.
4-54. When considering which HR professionals should be part of the rear detachment, brigade and battalion
S-1s must ensure selected personnel are familiar with HR operations. Human resources professionals
designated to be members of the rear detachment should fully understand the HR relationships with family
readiness group, installation HR support, and community resource activities. As HR professionals will likely
be involved in HR support to casualty operations, it is recommended the command select a senior NCO who
demonstrates the professional characteristics of competence, character, and commitment as well as maturity
and compassion. Human resources rear detachment professionals also deal with family members, and as such,
should have good leadership and communication skills and have some experience in dealing with family
support issues. |
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4-55. The key to successful HR operations include—
* Establish HR rear detachment operations early.
* Work as a team with the deployed S-1, rear detachment commander, and the family readiness
group.
* Be knowledgeable of HR policies and be proficient with HR databases and systems required to
perform the HR mission.
* Possess strong communication, listening, and people skills.
* Ensure to detail individual roles and responsibilities in the rear detachment SOP.
* Cross-train HR professionals.
* Maintain and foster genuine care and concern for family needs.
* Coordinate with the S-3 training NCO to ensure all qualified rear detachment personnel receive
training on casualty notification and assistance procedures.
SECTION II – POSTAL OPERATIONS
4-56. The MPS is operated as an extension of the USPS as authorized by 39 U.S.C. § 406 and IAW the
domestic agreement between DOD and USPS which is known as USPS Publication 38, Postal Agreement
between the United States Postal Service and the Department of Defense. The DOD and the USPS agreed to
furnish mail services to the military as close as practical to that provided to the civilian population in the
United States.
4-57. Postal operations have a significant effect on the morale of Soldiers and their families. General George
Patton preached to his unit commanders after Operation MARKET GARDEN (October 1944) the critical
necessity of maintaining morale. General Patton stated, “This required getting the Soldiers the best food
available, including as many hot meals as possible, and, even more important, ensuring that mail from home
reached every Soldier rapidly and regularly.” Just as Patton had demanded the utmost of all unit commanders
in combat, now he called on them to move heaven and earth to get fresh food when, supposedly, only C and
K rations were available, and to prod their G-3s into giving mail the highest priority.
4-58. Depending on the combatant commander's priorities, mail service could be available within the first
30 days of operations. Postal operations consist of a network of military HR organizations. Efficient and
effective postal operations require dedicated postal organizations with trained postal clerks and HR leaders
knowledgeable of postal operations laws, regulations, and procedures needed in the execution of providing
postal services globally to deployed units and personnel. There are two types of postal mission support:
general and direct support. General support missions are normally assigned to an MMT but can also be
assigned to a MPO supporting on an area basis. Direct support missions are normally assigned to an MPO
but can also be assigned to a MMT when multiple MMTs are assigned to a theater due to size and dispersion.
Mail delivery to DOD patrons is through either an MPO or a unit mailroom for both personal and official
mail. Refer to ATP 1-0.2 for more detailed information on processing mail and providing postal services.
PROPONENCY
4-59. The Army’s functional proponent for the postal operations management system is The Adjutant
General Directorate, HRC. The Adjutant General is also the executive director for the MPSA. The DOD
4525.6-M and AR 600-8-3, Postal Operations, provides mandatory policy and procedural guidance for postal
operations management during military operations. Statutory requirements are found in United States Code
and Code of Federal Regulations listed by topic in the above references.
ORGANIZATION RESPONSIBILITIES
4-60. Units and agencies listed in the following paragraphs have critical roles during various stages of the
deployment, sustainment, and redeployment process in establishing, executing, and managing MPS support
for deployed forces. |
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MILITARY POSTAL SERVICE AGENCY
4-61. The Secretary of the Army is the DOD executive agent for the MPS. The MPSA operates under that
authority, direction, and control to oversee the MPS, which operates globally as an extension of the USPS
consistent with public law, federal regulations, and international and domestic agreements providing postal
services to all DOD patrons in deployed and non-deployed environments. The MPSA is the single DOD point
of contact with USPS HQ. Refer to ATP 1-0.2 for specific responsibilities of the MPSA.
JOINT MILITARY POSTAL ACTIVITY
4-62. The JMPA is a subordinate organization of MPSA collocated at the USPS international and military
service center and is the single point of contact with the USPS at the postal gateways. The JMPA coordinates
mail routing schemes, surface containers, supply and equipment requests, and facilitates processing and
transportation of military mail. Refer to ATP 1-0.2 for specific responsibilities of the JMPA.
DEPARTMENT OF THE ARMY POSTAL
4-63. The DA Postal provides oversight of all Army postal functions as part of the MPS to ensure efficient
postal services are provided to all authorized personnel and activities within CONUS and outside of CONUS
during LSCO and other operations. Refer to ATP 1-0.2 for specific responsibilities of the DA Postal.
SERVICE POSTAL MANAGER
4-64. The SPM implements and coordinates postal operations throughout the joint operations area (JOA)
under the authority of the combatant commander or joint force postal staff, and serves as the liaison between
the operational area and MPSA. Refer to ATP 1-0.2 for specific responsibilities of the SPM.
ASCC G-1/AG
4-65. The ASCC G-1/AG is responsible for postal operations within their AO. While the G-1/AG does not
execute postal operations, it is the agency responsible for developing postal policies, priorities, guidelines,
and monitoring postal operations within the theater. The ASCC G-1/AG accomplishes this in coordination
with the TSC/ESC and TPOC. All policies developed should adhere to joint policy guidelines. Refer to ATP
1-0.2 for specific postal operations responsibilities of the ASCC G-1/AG.
CORPS G-1/AG AND DIVISION G-1
4-66. Corps G-1/AGs and division G-1s monitor unit mailroom operations for their assigned or attached
units. If serving as the Army Forces G-1, the corps G-1/AG and division G-1 performs the duties and
responsibilities of the theater G-1/AG. The corps G-1/AG and division G-1 do not have postal assets;
however, the corps and division as a command does. All postal issues or requirements are coordinated directly
with the supporting APO or HROB within the supporting sustainment brigade. Refer to ATP 1-0.1 for
specific unit mailroom responsibilities of the corps G-1/AG and division G-1.
BRIGADE AND BATTALION S-1
4-67. Brigade and battalion S-1s develop and coordinate unit mailroom operations for their respective
assigned and attached units. Refer to ATP 1-0.1 for specific unit mailroom responsibilities of the brigade and
battalion S-1.
TPOC, POSTAL OPERATIONS DIVISION
4-68. The TPOC POD plans, integrates, synchronizes, and coordinates postal operations support within a
theater of operations by serving as the bridge between the ASCC G-1/AG and the TSC. The TPOC POD
provides postal assistance and technical guidance to the MMT and HROBs and ensures they comply with
postal operations policies and regulations. The TPOC POD directly supports the execution of theater postal
policies and the EPW mail mission. The division identifies appropriate resources to support the theater postal |
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mission, particularly during LSCO when the postal flow depends heavily on METT-TC and the combatant
commander's guidance. Specific responsibilities of the TPOC POD include, but are not limited to––
* Plan and coordinate with the combatant command and SPM to request and ensure appropriate
MPS resources (for example, host-nation support, transportation, facilities, and equipment) are
assigned for the execution of postal responsibilities in the AO.
* Participate with the TSC, ESC, HROB, and theater G-1/AG in planning, executing, and assessing
postal operations for theater.
* Coordinate with the ASCC G-1/AG for policy guidance and resourcing by the TSC (for example,
postal elements, facilities, transportation, and equipment).
* Appoint a theater and assistant postal finance officer to ensure establishment and functionality of
postal finance accounting and claims policies and procedures. This includes providing daily postal
finance support to finance clerks within MPOs.
* Appoint the theater postal supply officer to coordinate all theater-level postal supplies, equipment
accountability, and ordering.
* Provide technical guidance to the MMT and HROB.
* Provide technical guidance and postal compliance support to all subordinate HROBs.
* Assist the ESC HROB in the establishment of theater opening postal operations.
* Establish the deployed AO postal inspection plan to ensure compliance with the USPS and DOD
regulatory guidance.
* Establish direct coordination with both the MPSA and the servicing JMPA, and conduct detailed
postal planning and coordination with the MPSA.
* Ensure DOD and DA Civilian, CAAF, and multinational support requirements are determined and
disseminated.
* Monitor and determine appropriate mail flow rates and ensure current data integrates into all TSC
and ESC DMC planning.
* Ensure postal operations are included in OPLANs and OPORDs.
* Maintain a list of all theater postal delivery points and immediately post and distribute changes to
postal organizations.
* Coordinate with the TSC, ESC for augmentation support for postal elements. (Note: This may be
necessary during peak holidays periods).
* Coordinate theater-level training for MPO representatives to ensure compliance with DOD and
USPS policies and procedures.
* Develop procedures for postal support of the Service component command’s voting program.
* Plan and coordinate with the SPM, TSC, ESC, and HROB for MPO openings, closings, and
relocations when standing-up a theater of operations.
* Ensure the manning and operation of MMTs and mail control activities in coordination with the
theater SPM and/or theater Air Force postal representative.
* Consult with SPM and JMPA to develop mail routing instructions and procedures for optimum
mail delivery in theater.
* Plan and provide unit mail routing information to the servicing JMPA in coordination with the
MMT.
* Ensure the theater postal locater and procedures for casualty mail and redirect services are
established.
* Responsible for the local theater unit locator service.
* Assist the HROB as necessary in the coordination of theater-level mail transportation support for
mail movement to and from all necessary locations.
* Manage the theater EPW mail plan and monitor the execution of EPW mail.
* Coordinate requests for coalition mail support.
* Employ, establish, and develop suspicious mail procedures. Ensure MPO personnel at all levels
are knowledgeable of policies, procedures, and guidance related to suspicious mail incidents. |
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* Collect postal statistical and historical workload information from postal units to identify trends,
inefficiencies, and improve postal network services from the HROB.
* Postal Assessment and Assistance team conduct inspections/audits and assist locations with
on-site training as needed.
* Implement procedures for responding to congressional inquiries, customer complaints, inquiries,
and suggestions.
* Review statements of work in coordination with the supporting contracting office to ensure level
of support remains consistent within theater.
* Consider host-nation postal limitations and restrictions and work with MPSA to implement for
prograde and retrograde mail.
MILITARY MAIL TERMINAL TEAM
4-69. The MMT is the primary gateway(s) for postal operations in and out of the deployed AO. It coordinates,
receives, and processes prograde mail, and dispatches retrograde mail to destinations worldwide. With their
specialized postal expertise and experience, the MMT team aligned to an HR company HQ, and postal
platoons establish and provide the Army component of a joint MMT team at the inter-theater APOD. Refer
to ATP 1-0.2 for specific responsibilities and detailed duties of the MMT team.
HROB
4-70. The ESC and DSB/sustainment brigade HROBs are responsible for planning, coordinating, integrating,
synchronizing postal operations support by serving as the key integrator between G-1/AGs, DMC/SPOs, and
SRC 12 HR organizations attached, assigned, and supported within a designated AO. The HROB provides
technical guidance from the TPOC and operational guidance from command and control channels to SRC 12
HR organizations to ensure they are resourced, positioned, and properly allocated to provide postal support.
During LSCO, postal flow operations will depend heavily on METT-TC and the combatant commander's
guidance. Postal platoons are multi-functional and can be dedicated to personnel accounting or casualty
missions when necessary. Refer to ATP 1-0.2 for specific postal responsibilities of the HROB.
HR COMPANY
4-71. The HR company provides command and control, short and long term planning, and technical guidance
to subordinate postal and HR platoons and MMT (if performing the MMT mission). The HR company is
under the command and control of the sustainment brigade STB/combat sustainment support battalion or
DSB STB and receives technical guidance from the MMT and HROB. Refer to ATP 1-0.2 for specific
responsibilities of the HR company.
POSTAL PLATOON
4-72. The mission of the postal platoon is to provide postal support to all individuals and units in an assigned
AO, to include providing mobile mail teams, or to serve as an element of an MMT. Postal platoons operate
under the command and control of the HR company HQ and receive technical guidance from the HQ plans
and operations section and MMT. All postal platoons must be trained on and capable of conducting personnel
accounting and casualty reporting HR squad functions (with additional access and equipment – for example,
Tactical Personnel System scanners) as needed during operations. Limited SRC 12 HR structure and available
resources will require this multi-functional capacity, especially during early entry and theater opening
operations for LSCO. Postal platoons must be able to perform these functions until the remaining HR units
are in theater and operational. Personnel from the postal platoon may serve as contracting officer
representatives overseeing contracted postal operations. Refer to ATP 1-0.2 for specific responsibilities of
the postal platoon.
Note: Postal platoon structure is being examined to determine if all assigned Soldiers require
formal postal training (additional skill identifier F4/F5). Although it provides additional flexibility
for finance services in the platoon, it may not be an efficient use of available resources (for
example, training time for the force). |
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BATTLEFIELD FLOW
4-73. During LSCO, the combatant commander determines mail flow priorities based on METT-TC. Prior
to deployment, the ASCC G-1/AG determines the initial postal support requirements in coordination with
the combatant commands, other Service components, and the supporting TSC TPOC. In determining the
requirements, the ASCC G-1/AG considers the infrastructure in the AO, deployment timing, force
composition, and expected deployment duration. Through operational analysis and with input from the TSC,
the ASCC determines what postal unit structure is necessary to support the operation and where to place the
MMT within the AO. The normal postal unit requirement for supporting a deployed force is one MMT per
inter-theater APOD receiving bulk mail, a postal platoon providing postal finance services support for up to
6,000 Soldiers and DOD and DA Civilians, and a HR company for every three to seven postal platoons.
Depending on the scope and expected duration of an operation, postal platoons and/or HR companies deploy
with the main body of the operational Army. A trained and fully equipped postal unit requires a minimum of
48 hours to establish postal operations. Postal units must be established before the movement of mail in or
out of the AO. All METT-TC considerations must be addressed.
4-74. The USPS sorts mail based on their physical plant capacities and works with DOD to provide sortation
to ZIP Codes and more specifically to geographic areas or major cluster of military personnel, and not
necessarily tied to a unit. To support force deployment, the MPSA, in coordination with the USPS,
operational combatant commands, and Service component commands, assigns ZIP Codes to forces after
requirements have been met (for example, postal personnel and equipment, logistics transportation, and
host-nation agreement concerns); these requirements are processed through the Automated Military Postal
System. The ZIP Code may be provided to a unit before deployment, but only if all the prerequisites for that
ZIP Code have been met. The MPSA also coordinates with the JMPA for mail transportation from CONUS
to the JOA. During operations, intra/inter-theater mail may be transported by commercial, contract, or
military ground, sea, rail, and air transportation segments.
4-75. Upon notification from MPSA, the USPS sorts and packages mail, in time of war or emergency, as
determined by the Secretary of Defense. The postal service agrees to––
* Allow the DOD to control ZIP Code assignment to all military units.
* Specify jointly with the MPSA the sorting of mail for overseas forces.
4-76. The HR company and subordinate postal platoons located at the MMT receive the mail and distribute
it to HR companies supporting subordinate corps and division units, or postal platoons supporting subordinate
brigades. The postal platoon(s) receives mail dispatched from the MMT, sorts it by supported units, and
prepares it for dispatch to designated mail delivery points. Company and battalion mail clerks pick-up mail
from the mail delivery point and coordinate delivery to addressees. Mail clerks coordinate collection of
retrograde mail from unit Soldiers and deliver it daily to the mail delivery point at the same time as pick-up
of unit mail. The same transportation used to deliver mail to delivery points transports retrograde mail, to
include casualty mail, in reverse through the postal network. Figure 4-1 on page 4-18 depicts the mail flow
from CONUS to unit/Soldier. See ATP 1-0.2 for further information regarding mail flow. |
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Figure 4-1. Mail flow
4-77. The initial standard for the JOA is restricted mail service, including restrictions imposed by the
host-nation. Mail is limited to first-class mail items, including audio and video media, weighing 13 ounces
or less. The commander may lift restrictions and permit parcels as the JOA matures, more postal personnel
become available, and the theater ground transportation and airlift logistical systems mature.
4-78. It is important to note that organic transportation assets within units performing postal missions are
structured to move assigned personnel and equipment, not mail. The postal operations management network
must coordinate all inbound and outbound mail transportation requirements with transportation managers at
each level of command, from the MMT to the brigade mail delivery point. Ultimately, effective mail
movement requires assured military, contracted, and/or host-nation transportation support. The standard mail
delivery time from CONUS to the JOA MMT is 14 days’ contingent upon a developed transportation network
and METT-TC. |
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6888th Central Postal Directory Battalion (Women’s Army Corps)
In February 1945, warehouses in Birmingham, England were filled with millions of
pieces of mail intended for members of the U.S. military, U.S. government personnel,
and Red Cross workers serving in the European theater. Airplane hangars held
undelivered Christmas packages, and a constant stream of incoming mail added to the
already massive backlog of letters and packages. Oftentimes the mail was addressed
simply to “Junior, U.S. Army” or “Buster, U.S. Army.” As Allied forces drove across
Europe, ever-changing locations hampered mail delivery to service members. With
seven million Americans in the European theater, many shared common names (7,500
were named Robert Smith). Service members noticed that they weren’t getting mail
from home, and Army officials reported that the lack of reliable mail delivery was hurting
morale. One General predicted that the backlog in Birmingham would take six months
to process.
But who would take on this massive task? Under the heading of “Personnel Problems,”
an Adjutant General’s report stated that, “Since D-Day, and for a long time prior to that
date, a shortage of qualified postal officers has existed within the [European] theater.
The Postal Division continually sought to secure additional officers by requisition from
the Reinforcement System and from the Zone of the Interior.” Although there were
personnel stationed at Birmingham to handle the mail, the system was in chaos.
A law signed by President Franklin D. Roosevelt on 1 July 1943 created the Women’s
Army Corps of the U.S. Army. In November 1944, a battalion of all African-American
women drawn from the Women’s Army Corps, the Army Service Forces, and the Army
Air Forces, was created and eventually designated as the 6888th Central Postal
Directory Battalion, nicknamed “Six Triple Eight.”
In February 1945, the first contingent of “Six Triple Eight” arrived in Birmingham,
England; the second contingent arrived 50 days later. Upon their arrival, they
confronted warehouses stacked to the ceiling with letters and packages. These
buildings were unheated and dimly lit, the windows blacked out to prevent light showing
during nighttime air raids. Additionally, rats had sought out packages of spoiled cakes
and cookies. The unit members were organized into three separate eight-hour shifts
so work continued around the clock, seven days a week. They tracked individual
service members by maintaining about seven million information cards including serial
numbers to distinguish different individuals with the same name. The women dealt with
“undeliverable” mail that was sent to their location for redirection. They investigated
insufficiently addressed mail for clues to determine the intended recipient, and they
handled the sad duty of returning mail addressed to service members who had died.
With the new tracking system they created, the women processed an average of
65,000 pieces of mail per shift and cleared the six-month backlog of mail in three
months. The women adhered to the motto of, “no mail, low morale,” providing essential
support of the U.S. military in the European theater by linking service members to their
loved ones back home. They achieved unprecedented success and efficiency in
solving the military’s postal problems.
OTHER POSTAL INFORMATION
4-79. The following paragraphs discuss additional elements of postal operations. |
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ACCOUNTABLE MAIL
4-80. Accountable mail is registered, insured, certified, signature confirmation, return receipt for
merchandise or express military mail service. Postal platoons receive, sort, and dispatch accountable personal
mail to appointed unit mail clerks IAW DOD 4525.6-M. Once received, unit mail clerks maintain chain of
custody with appropriate documentation through delivery to the recipient. Unit mail clerks ensure
accountable mail is properly secured IAW DOD 4525.6-M. Return undeliverable accountable mail to the
servicing APO the following day with the appropriate endorsements.
CASUALTY MAIL
4-81. Casualty mail processed within the mail distribution system requires special attention to prevent
premature casualty information disclosure and mail returned home before NOK notification. Casualty mail
consists of unopened mail in the delivery system that has been received by the unit mail clerk for a Soldier
or DOD and DA Civilian who has become a casualty (injured, wounded, deceased, missing or ill). When
processing casualty mail, unit mail clerks validate the Soldier’s location, hold the mail for the Soldier’s return,
forward the mail to the MTF, or return to the servicing postal platoon. Undelivered casualty mail will be
labeled as “Search,” forwarded to theater-level casualty section, and verified there before it is returned to the
sender or forwarded to NOK. The APO forwards casualty mail to the casualty mail section for processing.
The postal platoon verifies casualty information; makes appropriate endorsements, then forwards casualty
mail to the theater casualty section at the MMT for final processing.
Note: Any mail that has been previously opened by the Soldier is considered personal effects and
is shipped with the rest of the Soldier’s belongings.
CONTAMINATED AND SUSPICIOUS MAIL
4-82. The postal network must make special provisions for handling and processing contaminated and
suspicious mail IAW postal regulations. Suspicious mail items may consist of chemical, biological,
radiological, nuclear, or explosive materials. The postal network screens for contaminated and suspicious
mail and stops the mail flow when discovered. Any suspicious looking package or letter should be considered
a potential bomb or hazard and should be treated accordingly.
ENEMY PRISONER OF WAR MAIL
4-83. The Geneva Convention, relative to the treatment of prisoners of war, identifies the need for EPW mail
operations. The Army G-1 coordinates with the Provost Marshal, an appropriate international neutral agency,
and an American neutral agency to assess EPW mail requirements. The ASCC G-1/AG coordinates with the
TSC to identify a postal platoon to handle EPW mail.
FREE MAIL
4-84. Free mail is authorized by Executive Order 12556, Mailing Privileges of Members of Armed Forces of
the United States and of Friendly Foreign Nations, and Title 39, USC 3401(a), as determined by the Secretary
of Defense. Free mail is a privilege specifically granted by this law and intended solely to expedite
transmission of military members’ personal letter and mail correspondence to the U.S. in times of operational
contingency in arduous circumstances or armed conflict including LSCO. Free mail privileges apply to
Service members in a declared free mail operational area as well as those hospitalized in a facility under
military jurisdiction because of service in the designated area.
4-85. Free mail is limited by Title 39, USC 3401 (a) to personal letters or sound recorded correspondence
(to include video tapes) and must be addressed to a place within the delivery limits of the USPS or MPS.
Free mail privileges normally are not allowed when mail is processed, handled, or delivered by a foreign
postal administration. The Army/ASCC requests free mail through the combatant commander for the specific
theater and is considered authorized when the combatant commander receives official approval from the |
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Secretary of Defense. Upon completion of the joint operation, the combatant commander requests
termination of free mail via MPSA. Refer to DODI 4525.09 for more information regarding free mail.
HOST-NATION POSTAL SUPPORT
4-86. If an agreement is made by the ASCC, combatant command, and the host-nation via Memorandum of
Agreement and Status of Forces Agreement, this support can be a critical element of the postal support
structure. It frees military and civilian postal personnel for more critical duties. Host-nation personnel can be
military or civilian, and they can handle all mail classes except official registered mail. Postal unit
commanders must indoctrinate Soldiers supervising host-nation personnel in the customs, language, religion,
and political conditions of the AO.
INTERNATIONAL MAIL
4-87. The ASCC G-1/AG and the combatant command assess the need for international mail exchange
within the theater of operation, and in-conjunction with the TPOC POD and HROB, identify the postal
platoon to conduct this mission. All requests for prograde mail support for multinational forces are submitted
by the ASCC to the combatant command for submission to the DA Postal and MPSA for approval. Additional
security measures should be implemented to safeguard against hazardous materials entering the MPS.
OFFICIAL MAIL AND DISTRIBUTION MANAGEMENT
4-88. The Army G-1 is the functional proponent for the Official Mail and Distribution Management Program
and serves as the senior Army policy official for Army-wide official mail. Official mail is mail addressed to
or originating from military or other governmental organizations. Official mail is moved through the MPS
until it reaches the postal platoon of the unit addressed. Official mail is delivered from the postal platoon to
the unit mail clerk/unit mail orderly who then delivers it to the addressee or agent through unit mail
distribution channels, the J-1. Refer to AR 25-51, Official Mail and Distribution Management, for procedures
regarding official mail.
PERSONAL MAIL
4-89. Personal mail is mail addressed to individual Soldiers and civilians. Postal platoons receive, sort, and
dispatch personal mail to appointed unit mail clerks. Personal mail is picked up daily by unit mail clerks or
as directed by unit commanders IAW METT-TC. Unit mail clerks coordinate with the servicing postal
platoon on unit and personnel status changes for mail delivery.
POSTAL FINANCE SERVICES
4-90. Postal platoons provide customer service for postal finance support consistent with the commander's
mail policies. These services include money order and postage stamp sales, special services, and package
mailing. Postal platoons may provide Service members and other authorized personnel finance services
within battalion and brigade support areas, when coordinated with supporting HR (postal) companies.
Services are provided as often as the tactical situation and manning level allows at outlying locations, and
can be increased or decreased based on command directives and METT-TC. Electronic postal finance
terminal operations require commercial internet service for USPS updates to the system. Manual methods
would have to be used without this capability.
4-91. Units coordinate with the postal platoon leader to provide limited mobile postal finance services to
units or teams not located near the main servicing postal platoon. The MTF commander coordinates with the
postal platoon in their location to provide necessary postal finance services to customers. Policy for mobile
postal missions is directed by the TPOC SOPs.
REDIRECT SERVICE
4-92. The postal network provides personal, official, and accountable mail redirect services starting at the
unit mail clerk level. There are two forms of redirect services: Soldier redirect and unit redirect. Soldier
redirect applies to individual pieces of mail requiring directory service before processing. This includes mail |
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for individual Soldiers who changed units or locations or were separated from the unit. The unit redirect
function involves redirecting bags, trays, or pallets of mail because of task organization changes, unit
relocation, or unit redeployment.
4-93. Redirect services depend on the AO postal policy and the tactical situation. All postal platoons provide
redirect services. A designated postal platoon(s) provides ASCC-level redirect services. Corps-level postal
platoon(s) provides the primary redirect services for the corps. Postal platoons handle redirect of unit mail
within their supported AO. The TPOC POD and ESC HROB provide personnel and unit assignment and
location information in automated form via local theater unit locator services, DTAS, and the Postal Directory
and Addressing System to all postal platoons.
USE OF CONTRACTORS FOR POSTAL SUPPORT
4-94. Operational contract support is the process of planning for and obtaining supplies, services, and
construction from commercial sources in support combatant commander-directed operations (JP 4-10).
During military operations, it may become necessary to contract out selected postal services. Contracting
postal support is usually an optimum option when there are insufficient numbers of postal platoons to
maintain rotation policies, or when the theater of operations is so vast that the military Services cannot
support the area. Oversight of all contractual postal statements of work must be completed annually (or more
often, as needed) by the ASCC G-1/AG and the TPOC POD.
4-95. The success of contracting postal operations when shifting from a military operated and military
supervised postal operation to a contractor operated postal operation is ensuring the government maintains
oversight of the service and ensuring the tactical situation supports the approach. The military accomplishes
this by ensuring trained and experienced postal personnel serve as the primary and alternate contracting
officer’s representative (COR). A contracting officer’s representative is an individual designated in writing
by the contracting officer to perform specific technical or administrative functions (JP 4-10). Although CORs
can be employed on all types of service contracts, they are critically important in the more complex services,
for example in the MMT. In no case, shall contractor personnel serve as CORs. Not everyone can be a COR;
they must be a government employee (either military or civilian) and possess the necessary qualifications
(training) and experience commensurate with the responsibilities delegated to them.
4-96. When contractors are used to perform postal missions, a qualified, knowledgeable, postal technical
supervisor must be onsite IAW USPS Publication 38, DODI 4525.09, and DFARS PGI Part 201.602-2.
Consider the following recommendations when contracting postal operations:
* Establish postal OCS teams to serve as the nexus for contracted postal efforts. The teams manage
the COR training and appointment program and consolidated Performance Evaluation Board
reports. The OCS team prepares monthly roll-up briefings to the contracting officer and for the
Award Fee Evaluation Board.
* Capability to work with contract managers and legal support offices regarding requirements
letters, administrative change letters, and other contract management tools.
* Schedule periodical meetings with the contracting officer and contractors to discuss postal issues.
* Plan contractor support carefully. It is imperative to identify alignment of property early in the
process to ensure it is operational and meets the standard before a transfer of authority. Ensure
contract specifies what government furnished equipment will be provided. Define the exact
equipment, by location, to be turned over to the contractor during the transfer of authority process.
* Understand the differences between government furnished equipment, theater provided
equipment, and installation provided equipment.
* Include the G-1/AG and the assistant chief of staff, finance and comptroller as required. If there
is a requirement for contracting postal support, the assistant chief of staff, finance and comptroller
should be a part of the planning and resourcing to provide the proper funding (if available) for this
requirement.
* Schedule COR training as necessary to meet rotation requirements. |
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SECTION III – ARMY BAND OPERATIONS
4-97. Army bands provide support to the force by tailoring music support through military operations. Music
instills in Soldiers the will to fight and win, fosters the support of our citizens, and promotes America’s
interests at home and abroad. Music serves as a useful tool to reinforce relations with host-nation populations
and favorably shapes the civil situation throughout the peace building process. Inherently capable of
providing a climate for international relations, Army bands serve as ambassadors in multinational operations
or to the host-nation population.
4-98. Army bands provide support across the range of military operations. Military engagement, security
cooperation, and deterrence activities build networks and relationships with partners, shape regions, and keep
day-to-day tensions between nations and groups below the threshold of armed conflict. As tensions escalate,
Army bands stand ready to support the Army’s mission in LSCO.
4-99. Army bands primary functions directly support LSCO by providing support to Soldiers in deployed
and austere environments. They are at the forefront of Soldier and leader engagement activities, actively
engaging with and communicating important information to local and regional audiences. Army bands are
designed, equipped, and trained for three primary functions:
* Engaging local, regional, national, and international audiences through world-class musical
performances.
* Rendering honors and providing musical support to military ceremonies.
* Providing live music to Soldiers in deployed and austere environments and to families and
veterans on the home front.
4-100. Army bands mission categories describe the function for which Army bands are designed, equipped,
and trained to support. All missions fall into one or more of the following categories:
* Funeral honors: Missions which honor the service of fallen Soldiers including funeral honors and
support for memorial services, memorial ceremonies, and dignified transfer (ramp) ceremonies.
* Reviews: Missions conducted within the framework of a ceremony or review, used to honor or
recognize unit achievements, present decorations and awards, or mark command transitions IAW
TC 3-21.5, Drill and Ceremonies.
* Morale and welfare: Missions supporting the physical and social dimensions of comprehensive
Soldier and Family fitness, strengthen unit morale, and promote esprit de corps.
* Cultural and historical traditions: Missions supporting command recognition of cultural or
historical observances.
* Community engagement: Missions that are open to the public and intended to generate interest in
the Armed Forces, stimulate patriotism, celebrate national holidays, engage with the local public,
or enhance relations with local nationals and allies.
* Media: Missions intended for broadcast on television or radio and products developed for physical
distribution (recordings) or for social media.
* Official entertaining: Missions performed exclusively for high-ranking officers, government
officials, dignitaries, ambassadors, or embassies. These events are usually by invitation only.
* Education outreach: Missions performed to support schools and music education programs.
* Recruiting: Missions to support the U.S. Army Recruiting Command’s mission, with or without
recruiter presence.
4-101. The type of missions Army bands perform depends upon the supported command’s phase of
operations, the location of music performance teams, or the concurrent mission capabilities of the teams. The
team focus of Army bands allows them to employ independently or collectively.
4-102. The ASCC G-1/AG, in coordination with subordinate G-1/AGs and G-3s, determines which of the
senior commander’s overarching objectives for the AO are appropriate for band support. Operational
oversight of the band often comes through the G-3 to achieve G-3 desired effects. The capabilities required
to achieve those effects determine the number of bands needed in theater. The ASCC G-1/AG may establish
an Army Band Liaison Officer (42C) to synchronize and integrate musical support for Soldiers, HQ, and |
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diplomatic organizations for ceremonial, protocol, strategic outreach, entertainment, and multinational
events.
4-103. The band commander (42C or 420C) is the senior staff advisor to the G-1/AG on band operations.
Scheduling band support is completed by the G-1/AG through the G-3 in coordination with the band
commander. For command and control purposes, Army bands are attached to the headquarters and
headquarters battalion/TSC STB at theater, corps, or division-level for administrative and life support
purposes. Refer to ATP 1-19 for specific duties and responsibilities of Army bands.
SECTION IV – MORALE, WELFARE, AND RECREATION OPERATIONS
4-104. Morale, welfare, and recreation programs are activities supporting and improving the morale and
well-being of the deployed force. These include activities sponsored by the IMCOM G-9 Family and MWR
Programs Division, other agencies, and commands at all levels. The terminology used in this publication is
not synonymous with official family and MWR programs sponsored by the Army, but may include such
programs.
4-105. Morale, welfare, and recreation support is mission essential to combat readiness. Morale, welfare,
and recreation programs enhance the quality of life for deployed Soldiers, DOD and DA Civilians, and CAAF
forces and address the strategic imperatives of the joint expeditionary Army.
4-106. Commanders at all levels are responsible for ensuring MWR support programs are available. They
are responsible for determining different levels of required support based on the mission, anticipated duration
of deployment, theater environmental conditions, and higher command requirements. Morale, welfare, and
recreation support is METT-TC driven, and commanders must be able to revise plans, programming, and
support levels quickly to adapt to changing situations and requirements. Support programs may include
activities such as––
* Sports activities.
* Libraries.
* Clubs.
* Entertainment.
* Army and Air Force Exchange System support.
* Fitness and recreation.
* American Red Cross support.
* Internet facilities.
* Health and comfort packs.
* Other activities that support the well-being of the deployed force.
4-107. Morale, welfare, and recreation support includes a wide variety of services. Only minimum MWR
services are provided during the initial deployment and early sustainment phase of military operations.
Minimum services include brigade sports equipment, health and comfort packs, ARC, and limited AAFES.
4-108. The combatant commander, through the J-1/G-1 and J-4/G-4, determines MWR needs and
requirements based on operational tempo and available MWR resources. While the J-1/G-1 is the primary
staff office responsible for MWR, the J-4/G-4 is responsible for the execution of MWR logistics support
requirements. Depending on AO stability and actions, the commander may use alternative sources such as
the Logistics Civilian Augmentation Program or other contracted personnel.
4-109. The availability of personnel and facilities provided by the MWR network depends on the combatant
commander’s command policies and the operational and tactical situation. Planners at all levels ensure
operational plans include requirements for fitness and recreation, AAFES support, and community support
functions such as ARC.
4-110. The G-1/AG and S-1 staffs at battalion-level and above must know the full range of MWR services
and programs and incorporate them into OPLANS and OPORDs. They must also be knowledgeable of key
staff players who support the execution of MWR programs. For example, the battalion or brigade S-4 is
responsible for coordination and execution of logistics support for MWR services and programs. These |
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services are in the form of unit recreation, library book kits, sports programs, and rest areas at brigade and
higher. The MWR network also provides facilities such as recreation centers, internet cafés, and activity
centers for deployed personnel that house several MWR functions.
4-111. Civilian recreation staff is available to assist in the planning and execution of necessary support
services. Commanders identify appropriate civilian positions on the mobilization table of distribution and
allowances in preparation of deployment into the theater of operations to support recreation requirements.
When this method of staffing is used, add civilian MWR personnel to the battle-roster of brigade and
larger-sized units’ staffs. These personnel normally become members of the G-1/AG and S-1 staffs, and they
plan and coordinate MWR activities before and during mobilization. These personnel may also deploy with
the unit to accomplish brigade and higher staff MWR responsibilities and assist the unit athletic and
recreation officer or NCO (military personnel) in planning and executing MWR programs.
4-112. The IMCOM HQ maintains a roster of MWR emergency essential civilian (EEC) personnel who are
available to augment the G-1/AG and S-1 in coordinating and conducting MWR support activities. Upon
deployment, MWR EEC specialists are paid with contingency funds. Both appropriated fund and
non-appropriated fund MWR personnel may be used, but non-appropriated fund salaries of deployed
personnel are reimbursed to the appropriate non-appropriated fund account with contingency funds IAW
DOD MWR Utilization, Support and Accountability rules.
4-113. Special duty manpower from ASCC assets and contingent hires may also be used to assist in program
execution and facility operation. The Army G-3 may also provide civilian fitness and recreation staff from
other installations through the Worldwide Individual Augmentation System tasking authority to IMCOM.
Commanders need to establish and validate requirements on their mobilization table of distribution and
allowances for MWR EEC positions.
4-114. Unit commanders are responsible for procurement of unit-level recreation kits. These kits are
designed to be packaged and distributed to each company size unit for all components. Recreation kits are
part of a unit’s table of organization and equipment and deploys with the unit as a portable means to fulfill
recreation and leisure needs. They are part of the unit basic load and commanders must include shipment
with the higher HQ lift plan and account for them as they would any other table of organization and
equipment.
4-115. Commanders at all levels must be sensitive to conditions external to the AO that can affect morale.
In emergency cases, ARC representatives inside and outside the JOA can support communications between
Soldiers, DOD and DA Civilians, and their families. Under less compelling conditions, commanders may
use other means (for example, commanders may send messages through official channels such as the Military
Auxiliary Radio System, facsimile transceiver, commercial telephone, or the Army mail system). See AR
215-1, Military Morale, Welfare, and Recreation Programs and Nonappropriated Fund Instrumentalities,
for further information regarding MWR programs.
ORGANIZATION RESPONSIBILITIES
4-116. Commanders at all levels are responsible for the MWR support provided to their Soldiers and DOD
and DA Civilians. Morale, welfare, and recreation programs are at all echelons on the battlefield and in all
operational scenarios. Base requirements on the combat environment and availability of resources. Battalions
and below self-administer their programs using their command appointed unit athletic and recreation officers
or NCOs; brigades and above assist all subordinate units in planning and executing their MWR programs.
Table 4-2 on page 4-26, along with the following paragraphs, addresses the relationship between key players
and other staff elements in providing MWR support. |
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Table 4-2. Morale, welfare, and recreation support
Function/Task Responsible Agencies
BN BDE DIV CORPS ASCC
Manage MWR S-1 S-1 G-1 G-1/AG G-1/AG
Program/Policies
Identify MWR Requirements S-1 S-1 G-1 G-1/AG G-1/AG
Execute MWR Logistics S-4 S-4 G-4 G-4 G-4
Support
Issue MWR Material S-4 S-4 G-4 G-4 G-4
Include MWR S-1 S-1 G-1 G-1/AG G-1/AG
OPLAN/OPORD
Manage Imprest Funds S-1 S-1 G-1 G-1/AG G-1/AG
Coordinate for Family S-1 S-1 G-1 G-1/AG G-1/AG
Readiness Support
Coordinate MWR Training at S-1 S-1 G-1 G-1/AG G-1/AG
CRC
Request for MWR Personnel S-1 S-1 G-1 G-1/AG G-1/AG
(IMCOM)
Coordinate for Health and S-4 S-4 G-4 G-4 G-4
Comfort Packs
Plan and Coordinate Direct S-1 S-1 G-1 G-1/AG G-1/AG
Operations Exchange-
Tactical
Plan and Coordinate Tactical S-1 S-1 G-1 G-1/AG G-1/AG
Field Exchange (AAFES)
Coordinate American Red S-1 S-1 G-1 G-1/AG G-1/AG
Cross Support
Allocate Soldiers Time S-3 S-3 G-3 G-3 G-3
Legend: AAFES=Army and Air Force Exchange Service; AG=adjutant general; ASCC=Army Service component command;
BDE=brigade; BN=battalion; CRC=continental United States replacement center; DIV=division; IMCOM=installation
management command; MWR=morale, welfare, and recreation; OPLAN/OPORD=operation plan/operation order
UNITED STATES ARMY FAMILY AND MORALE, WELFARE, AND RECREATION PROGRAMS
DIVISION
4-117. The IMCOM G-9 Family and MWR Programs division assists sustaining base commanders by
maintaining MWR (includes Child, Youth, and School Services) and family assistance and readiness support
at home stations. The division is the executive agent to provide necessary deployment support to the ARC;
AAFES is responsible for exchange support. Activities are based on the needs of the community served. They
are available to military personnel and their families and usually to DOD and DA Civilians and their families.
4-118. During military operations, installation staff must be cognizant of population fluctuations and be
prepared to provide expanded services. The requirement for service for the families of deployed Soldiers
(Regular Army and RC) and the families of those back filling the installation may quickly stress MWR and
family programs.
4-119. Prior to and during deployment, the installation Directorate of Human Resources and Family and
Morale, Welfare, and Recreation are responsible to––
* Assist G-1/AGs and S-1s in procurement and transportation of MWR equipment and supplies
included in operations and lift plans.
* Train athletic and recreation officers or NCOs in MWR procedures and functions.
* Ensure the execution of MWR services is available during initial deployment. |
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* Identify MWR EEC to support deployments.
* Coordinate with the combatant command for reimbursing salaries of EEC personnel through
operational funding.
* Assist MWR EEC personnel with preparations for deployment.
* Initiate temporary backfill of essential MWR personnel.
* Conduct operation resources for educating about “Deployment and You” training for family
readiness group leaders/support assistants and rear detachment commanders.
* Provide support and assistance to commanders to provide family readiness related training to
Soldiers and family members throughout the deployment cycle and to establish a unit family
readiness infrastructure.
* Manage the Soldier and Family Assistance Center.
ASCC G-1/AG
4-120. The ASCC G-1/AG has the following MWR responsibilities:
* Identify and input fiscal and personnel requirements for the Total Army Family Program as part
of the command operating budget process.
* Coordinate, develop, and manage MWR programs and policies.
* Ensure to include MWR operations in OPLANs and OPORDs.
* Plan for deployment of MWR EEC personnel.
* Identify MWR manpower, materiel, and other assistance required to support MWR.
* Coordinate with IMCOM G-9 Family and MWR Programs Division, ASCC G-4, and Army
commands of deploying units for MWR manpower, materiel, supplies, and other assistance.
* Prepare ASCC MWR policies, procedures, and base operations to support units, Soldiers, DOD
and DA Civilians, and other civilians authorized access to MWR programs and services.
* Establish theater pass policies to support MWR programs.
* Coordinate with the ASCC G-4 to establish AO rest areas.
* Coordinate with other military Services for joint recreational operations if serving as the JTF J-1.
* Coordinate with AAFES for establishment of AAFES support.
* Coordinate with the ASCC G-4 for execution of shipping of MWR equipment and supplies.
* Coordinate and provide assistance for transporting AAFES equipment and supplies (at the
equivalent security level as military convoys).
* Establish a system to allocate, distribute, and maintain MWR equipment.
* Establish a network for distribution and rotation of films and videotapes from AAFES or other
services.
* Coordinate with Armed Forces Entertainment/IMCOM G-9 Family and MWR Programs Division
for live entertainment for Soldiers and authorized civilians in the AO.
* Establish policy on volunteer or contracted live entertainment.
* Develop plans and policies for the establishment and support of unit lounge activities.
* Coordinate with IMCOM G-9 Family and MWR Programs Division and ASCC G-4 to develop a
system for procuring, transporting, accounting, training, and providing MWR technical assistance
to subordinate units.
* Coordinate with IMCOM G-9 Family and MWR Programs Division for development of a policy
and operational support system for club operations.
* Coordinate necessary deployment support for the ARC.
* Coordinate with AAFES and the ASCC G-4 for staffing and supporting exchange sales, Name
Brand Fast Food and Services, and troop-supported tactical field exchange or direct operations
exchange—tactical operations.
* Coordinate and monitor MWR self-administered activities in division-size and smaller units.
* Coordinate transportation for MWR kits and the supply and distribution of health and comfort
packs in the theater. |
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* Monitor reading material availability in theater and coordinate postal operations support for
shipment of book kits and reading material.
CORPS G-1/AG AND DIVISION G-1
4-121. The corps G-1/AG and division G-1 coordinates, develops, and manages MWR programs IAW
ASCC guidance. Refer to ATP 1-0.1 for specific MWR responsibilities of the corps G-1/AG and division
G-1.
BRIGADE S-1
4-122. The brigade S-1 staff facilitates and coordinates MWR programs. Refer to ATP 1-0.1 for specific
MWR responsibilities of the brigade S-1.
BATTALION S-1
4-123. The battalion S-1 appoints athletic and recreation officers or NCOs to coordinate MWR programs
and maintain equipment. Refer to ATP 1-0.1 for specific MWR responsibilities of the battalion S-1.
AMERICAN RED CROSS
4-124. The ARC consistently delivers essential Red Cross services to all Army components, civilians, and
their families worldwide to assist them in preventing, preparing for, and coping with emergencies. The ARC
provides services such as emergency communication (for example, deaths and births, emergency financial
assistance, counseling, and comfort kits in the deployed environment).
4-125. Submit all requests for ARC personnel to accompany U.S. Forces into the JOA to the IMCOM G-9
Family and MWR Programs Division, the DOD executive agent for the deployment of ARC personnel during
these situations. The division is responsible for coordinating and securing support for ARC personnel to
support military operations, managing and monitoring military support to the ARC, funding travel to and
from the AO for ARC personnel, and coordinating and preparing ARC personnel for deployment and return.
The ARC National HQ is responsible for supplying the staff and managing and monitoring ARC operations
in the field.
4-126. A designated ARC representative is involved with the IMCOM G-9 Family and MWR Programs
division, the appropriate military command, and the ARC National HQ in contingency planning to ensure
proper coordination and clarification of requirements. In the JOA, coordination for ARC support (logistical
and life support) falls under the ASCC G-1/AG. American Red Cross representatives are available at division
and higher levels to assist with family emergencies and emergency communication between family members
and deployed personnel. See AR 930-5, American National Red Cross Service Program and Army
Utilization, for more information regarding the ARC.
ARMY AND AIR FORCE EXCHANGE SERVICE
4-127. An AAFES Board of Directors directs AAFES operations worldwide. The system supports major
installations in CONUS, outside the CONUS, and units deployed to remote areas. It also supports field
operations and exercises. The Army provides afloat pre-positioning force support in the form of materiel,
facilities, transportation, field site support, military air and logistical support of AAFES operations. Logistical
support of AAFES operations and personnel is provided by direct support or through the Logistics Civilian
Augmentation Program.
4-128. During operations, the ASCC commander, in coordination with AAFES, plans for and supports
exchange operations. These plans may include a combination of direct operations exchange—tactical
operations, tactical field exchanges, and/or AAFES Imprest Fund Activities.
4-129. The AAFES deploys personnel to assist the Army in establishing direct retail operations and an
exchange warehousing and distribution system. The ASCC and corps G-1/AGs coordinate with their G-4s in
the process of designating, training, deploying, and employing Army and Air Force personnel to support the |
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AO AAFES system. The AAFES may establish these activities using employees, which consist of U.S.
nationals, contract operators, host-nation employees, third country national employees, or vendors.
4-130. Military personnel normally operate tactical field exchanges, and AAFES personnel operate direct
operations exchange-tactical operations. Tactical field exchanges provide merchandise and services on a
temporary basis in areas where permanent exchange activities are not present. Tactical field exchanges and
direct operations exchange-tactical operations serves Soldiers and civilians, and may locate as far forward as
the brigade support area provided the tactical situation allows.
4-131. The AAFES Imprest Fund Activity is a military-operated retail activity, usually operated in small or
remote sites, when regular direct operation exchanges cannot be provided. Should commanders choose to
employ these activities, they must select and train personnel from their units to operate them. The unit is
issued an initial fund by AAFES to purchase a beginning inventory. Use money generated from sales to
replenish the merchandise stock. A site commander can request the establishment of an AAFES Imprest Fund
Activity from the general manager of the AAFES geographical area. See AR 215-8, Army and Air Force
Exchange Service Operations, for more information on AAFES operations.
BATTLEFIELD FLOW
4-132. For planning purposes, the following guidelines establish a time-phased schedule for deploying
MWR resources to support military operations. Actual timelines and operations depend on METT-TC.
4-133. During the first 30 days of operations, MWR may be limited to unit-level recreation kits and health
and comfort packs as part of the unit’s basic load. The following actions take place during this period:
* Commanders obtain book kits provided by the home installation library.
* Athletic and recreation officers or NCOs procure unit-level recreation kits using mission funding.
The installation director of Family and MWR may assist with procurement.
* Corps G-1/AGs and division G-1s requisition and distribute MWR service-level kits.
* The ASCC and/or corps G-1/AG and division G-1 establish a network for distributing and rotating
AAFES-provided films and videotapes.
* The AAFES begins transporting exchange items and coordinates with the theater and corps for
transportation, storage, and distribution support.
* The Defense Logistics Agency Troop Support sends additional health and comfort packs to arrive
within 30 days.
* Civilian MWR EEC personnel deploy to the AO as early as the situation permits and as requested
by the ASCC commander. If conditions do not permit or the commander does not request
deployment of civilians, military staffs must be prepared to establish and maintain MWR support.
Coordination for supplemental civilian MWR EEC personnel is through the IMCOM HQ.
4-134. The following actions take place from 30-60 days of operations:
* Coordinate with the G-4 and base camp commanders for the deployment of MWR service-level
kits, electronic game kits, theater in a box kits, video messenger kit, and any other available kits.
These kits contain fragile, bulky, and heavy items such as televisions, videocassette recorders,
digital videodisk players, basketball goals, and free weights.
* Provide appropriate personnel assets to operate MWR programs.
* Develop policies for rest area use.
* Coordinate with the G-4 for distributing health and comfort packs with Class I supplies to units
and individuals lacking access to exchange or host-nation retail facilities.
* Coordinate with the G-4 and AAFES for establishment of a base of operations and distribution
center capable of supporting direct operations exchange—tactical operations, tactical field
exchanges, and/or AAFES Imprest Fund Activities.
* Coordinate with the G-4 for designating, training, deploying, and employing Army personnel to
support the mission. |
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* Coordinate with the IMCOM G-9 Family and MWR Programs division to implement a system for
distribution of deployed unit funds and book kits to units within and every 30 days thereafter.
Coordination for supplemental MWR EEC personnel is through IMCOM HQ.
4-135. The following actions take place from 60-120 days of operations:
* The G-4 establishes theater-level DOD activity address codes for MWR. Supply channels stock
MWR items on their common table of allowances. Morale, welfare, and recreation supplies and
equipment are ordered and shipped to an ASCC MWR DOD activity address code. Examples are
weights, amusement machines, lounge and entertainment equipment, and other items for unit
recreation and rest area operations.
* Corps and division base of operations expands to provide one or more support package (force
provider). Develop rest areas to meet the needs of a brigade-size unit. Base actual timelines and
operations on METT-TC. This package provides recreational activities, AAFES retail outlets,
vendors, and personnel services support such as postal, legal, unit ministry, and ARC services.
Other services available are billeting, laundry, latrine, shower, food, and medical. The support
package's primary mission is to provide R&R facilities for deployed personnel who have suffered
stress associated with combat duties. The location of this support package is in the corps and
division areas.
* The ASCC G-1/AG may establish a pass program or ASCC rest area within the AO. Request
assistance from the Assistant Chief of Staff for Installation Management and the IMCOM G-9
Family and MWR Programs division.
* The ASCC and subordinate commands develop and implement R&R policies. Live entertainment,
including Army Entertainment productions and Armed Forces Entertainment shows (for example,
the United Service Organization), is requested based on availability, ASCC policy, and the tactical
situation.
* During redeployment, operations consolidate or close as the number of personnel supported
decreases. Commanders ensure adequate support for residual forces. The ASCC and corps staffs
establish and implement policies for equipment turn-in and redeployment. Resource
accountability is critical during this phase to prevent waste, fraud, and abuse.
* Rest and recuperation centers request disposition of equipment and supplies from the IMCOM
G-9 Family and MWR Programs division. |
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Coordinate Personnel Support
Chapter 5 provides an overview of personnel support functions for command interest
programs and retention operations. These personnel support functions require
coordination and generally fall under the responsibility of G-1/AGs and S-1s.
SECTION I – COMMAND INTEREST PROGRAMS
5-1. Command interest programs are of general interest to organizations and Soldiers. The following
paragraphs briefly discuss the general responsibilities of the S-1 with respect to any command interest
program demanding specific attention as directed by the commander. Some programs that traditionally fall
within the purview are provided as examples to understand the principles of support involved but should not
be considered all-inclusive. Command interest programs generally have five key components that include the
responsible agent or agency, regulatory or statutory guidance, checklist, compliance protocols, and reporting
requirements.
5-2. A responsible agent or agency is someone specific or a subordinate element that is appointed, in
writing, by order or policy memorandum, that establishes the scope and responsibilities of the duty to be
performed, the length of time the duty is performed and any applicable references authorizing the order. The
commander or his/her designated representative must sign any order or policy memorandum establishing a
responsible agent or agency for a command interest program. The S-1 ensures the order is completed and
maintained IAW the requirements for the program.
5-3. All command interest programs must follow regulatory guidance or statutory requirements for
successful execution of the program. The S-1 can assist to ensure the responsible agent has access to the
current regulations or policies governing the program. For example, AR 600-20, Army Command Policy,
establishes the Army Equal Opportunity Program. For the commander, it highlights all the essential elements
of the program to ensure equal opportunity and fair treatment to all Soldiers and their family members.
5-4. Most programs have specific requirements or procedures to follow. A checklist ensures completion of
each component is on time and in the proper order. At any time, the checklist can be updated to reflect
procedure changes. In some cases, the S-1 may not perform some or any of the duties on the checklist beyond
assuring that a responsible agent is appointed. For example, the Army Voting Assistance Program educates
eligible Soldiers on the importance of voting and provides every opportunity to register and cast their votes.
However, the program manager may not necessarily be in the S-1. Any Soldier meeting the requirements
outlined in AR 608-20, Army Voting Assistance Program, may be appointed as the voting assistance officer.
That individual, once appointed in writing, is responsible for following the checklist, maintaining compliance
with the regulation, and reporting periodically to the commander the status of the program.
5-5. Compliance protocols are the methods and procedures to provide quality assurance as mandated by
law for any federal agency. Simply put, these are the inspections performed by higher HQ, inspector general,
or other agency to measure, through appropriate metrics, the command’s compliance with the requirements
established by the regulation or law. Most often, these are performed when a principal responsible agent
changes, the governing guidance changes, or annually if no other circumstance has prompted a review. The
S-1 tracks the timeline for inspections; coordinates or schedules, where appropriate, the inspection and any
follow up actions, and maintains any historical inspections as required.
5-6. Each command interest program’s governing regulation or implementing guidance usually provides
the time and manner by which progress reports are submitted to the commander, higher HQ, or external
agencies. The S-1 may act as the staff command principal for consolidating, formatting, and presenting the |
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required information to the commander. This is especially true for programs that require the commander’s
signature for certification or authentication.
SECTION II – RETENTION OPERATIONS
5-7. The Army Retention Program plays a continuous role during military operations. This program ensures
all Soldiers, regardless of the operation, have access to career counseling and retention processing. Army
career counseling is the fundamental element of the Army Retention Program, which provides commanders
the internal command climate knowledge needed to adjust their individual retention programs to ensure they
meet the needs of Soldiers and families without jeopardizing the manning requirements necessary to provide
for the defense of the Nation. Army retention affects unit strength.
5-8. Commanders are the retention officers for their respective commands and command sergeant majors
are the senior retention NCOs for their units. To be truly effective, the Army Retention Program requires
enthusiastic command involvement and dedicated expert advice to retain high quality Soldiers. Retaining
quality Soldiers certified in competence, character, and commitment ensures the stability of the Army’s future
force.
5-9. While unit commanders and leaders are ultimately responsible for retaining Soldiers at their level,
career counselors located at battalion and above organizations are technical experts charged with advising
commanders on all aspects of the Army Retention Program. Career counselors, due to their advisory role to
the commander, are on his/her special staff. They also determine retention eligibility, retention options, and
assist with eligibility for special commissioning programs consistent with published regulations and DA
directives. See AR 601-280 for specific information on the Army Retention Program.
CAREER COUNSELOR’S ROLE IN PREPARATION FOR
DEPLOYMENT
5-10. The Army Retention Program is the long-term answer for maintaining end strength. At the center of
this program is the career counselor. Retention operations are functions conducted at home station and during
military operations. While career counselors are not table of organization and equipment assets in most
organizations, they play an important role not only during pre-deployment, but during deployment as well.
Unit leaders need to ensure career counselors are included as part of the deployment force and included in
operational orders and contingency plans. Retention operations should be included in unit SOPs.
5-11. At home stations, career counselors accomplish unit specific retention missions consistent with goals
of the Army Retention Program. While deployed, career counselors continue to implement the Army
Retention Program through reenlistment and other retention initiatives. Stop-movement efforts do not
eliminate the requirement for career counselors to deploy. It is only a temporary tool used to maintain Army
end strength.
5-12. During deployments, unit commanders need to ensure adequate career counselor support is available
to rear detachment or non-deployed personnel. This is accomplished via a memorandum of understanding or
agreement between units or with the post retention office.
5-13. When planning for deployment operations, career counselors must conduct the following actions:
* Screen all Soldier records not serving on indefinite status to ensure records are entered in the
Reenlistment, Reclassification, and Assignment System, and complete a DA Form 4591
(Retention Counseling Record) for all non-indefinite status Soldiers with a current enlisted records
brief.
* Coordinate with the battalion or brigade S-6 for telephone and network connectivity into required
databases and automated systems.
* Obtain sufficient office equipment and supplies (for example, laptop computer, appropriate
software, scanner, printer, digital sender, U.S. flag, storage containers, necessary forms, and digital
camera). |
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5-14. During pre-deployment processing, career counselors should brief Soldiers on deployment extensions
and the stop-movement program, if necessary. Identify and train additional duty reenlistment NCOs for
continual retention support, especially for geographically dispersed units.
ORGANIZATION RESPONSIBILITIES
5-15. Listed in the paragraphs below are unit responsibilities for retention operations. These responsibilities
are not all inclusive and should only be used as a guide.
ASCC/CORPS/DIVISION
5-16. ASCC/corps/division career counselor responsibilities include the following critical tasks:
* Oversee all operations, actions, and incidences to ensure compliance with established standards
and regulatory guidance.
* Include retention operations in all OPLANs, OPORDs, and SOPs.
* Monitor subordinate units to ensure retention programs have MOS qualified career counselors.
* Assist career counselors as needed in obtaining equipment and assets.
* Maintain and publish statistics on Army Retention Program eligibles, missions, and
accomplishments.
* Ensure subordinate commanders accomplish missions, functions, tasks, and responsibilities.
* Analyze and report retention affecting trends to the command and higher HQ.
* Establish retention awards and incentive programs for the command.
* Accomplish retention missions consistent with goals of the Army Retention Program.
* Maintain communications with subordinate units and higher echelons.
* Conduct staff assistance visits and training for all subordinate units.
* Establish and monitor quality control for all pertinent Soldier data and retention related contractual
documents.
* Establish and manage attrition management controls such as the Bar to Continued Service and
Declination Statement to Continued Service.
* Manage and monitor Soldiers in the MAR2 process.
* Update expiration term of service dates on medical extensions IAW current applicable messages
and policies.
* Maintain communication with the military personnel division on approved medical extensions.
BRIGADE
5-17. Brigade senior career counselor responsibilities include the following critical tasks:
* Oversee operations, actions, and incidences of subordinate units to ensure compliance with
regulatory guidance and directives.
* Maintain and publish statistics on command retention eligibles, missions, and accomplishments.
* Establish retention awards and incentive programs for the brigade.
* Conduct staff assistance visits and training for all subordinate units.
* Coordinate with staff principals to ensure subordinate units have all required equipment, software,
and supplies needed for retention operations at all levels of readiness.
* Ensure units’ screen Soldier records.
* Include retention in unit SOPs.
* Input Soldiers not on an indefinite reenlistment status into the Reenlistment, Reclassification, and
Assignment System.
* Accomplish retention missions consistent with goals of the Army Retention Program.
* Oversee and assist retention efforts of subordinate units.
* Establish and monitor quality control for all pertinent Soldier data and retention related contractual
documents. |
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* Establish and manage attrition management controls such as the Bar to Continued Service and
Declination Statement to Continued Service.
* Coordinate with the brigade S-3 and/or battalion or brigade S-6 to ensure communications
(network) are available to support the retention mission.
* Verify career counselors and unit leadership locations.
* Locate and contact local finance, HR services, and other supporting agencies and establish
working procedures.
* Establish a communication and distribution system with rear detachment retention elements.
* Secure appropriate workspace.
* Manage and assist Soldiers in the MAR2 process.
BATTALION
5-18. Battalion career counselor responsibilities include the following critical tasks:
* Oversee operations, actions, and incidences of subordinate units to ensure compliance with
regulatory guidance and directives.
* Maintain and publish statistics on battalion retention eligibles, missions, and accomplishments.
* Establish a retention awards and incentive program for the battalion.
* Conduct staff assistance visits and training for subordinate units.
* Coordinate with staff principals to ensure subordinate units have all required equipment, software,
and supplies needed for retention operations at all levels of readiness.
* Ensure units’ screen Soldier records.
* Include retention in unit SOPs.
* Input Soldiers not on an indefinite reenlistment status into the Reenlistment, Reclassification, and
Assignment System.
* Accomplish retention missions consistent with goals of the Army Retention Program.
* Oversee and assist retention efforts of subordinate units.
* Establish and monitor quality control for all pertinent Soldier data and retention related contractual
documents.
* Establish and manage attrition management controls such as the Bar to Continued Service and
Declination Statement to Continued Service.
* Coordinate with the battalion S-3/battalion or brigade S-6 to ensure communications (network)
are available to support retention mission.
* Verify career counselors and unit leadership locations.
* Locate and contact local finance, HR services, and other supporting agencies and establish
working procedures.
* Establish a communication and distribution system with rear detachment retention elements.
* Secure appropriate workspace.
* Manage and assist Soldiers in the MAR2 process.
COMPANY
5-19. Company retention NCO responsibilities include the following critical tasks:
* Accomplish retention missions consistent with goals of the Army Retention Program.
* Include retention operations in unit SOPs.
* Coordinate with staff principals to ensure subordinate units have all required equipment, software,
and supplies for retention operations at all levels of readiness.
* Maintain career counselors and unit leadership locations.
* Coordinate bonus entitlement payments, including Selective Reenlistment Bonus, anniversary
payments, and payments of accrued leave through the servicing career counselor.
* Provide retention reports as required. |
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* Coordinate transportation to Soldiers’ locations.
* Secure appropriate workspace.
* Counsel Soldiers on how current Army policies, bonus incentives, and opportunities in the RC
affect retention options.
* Establish and monitor quality control for all pertinent Soldier data and retention related contractual
documents.
* Establish and manage attrition management controls such as the Bar to Continued Service and
Declination Statement to Continued Service.
* Assist Soldiers in the MAR2 process. |
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DOD and DA Civilians and Contractors Authorized to
Accompany the Force (CAAF) Support
Department of Defense and DA Civilian and CAAF personnel have always
accompanied deployed Armed forces. The increasingly hi-tech nature of equipment
and rapid deployment requirements significantly increase the need to integrate civilian
and CAAF personnel support into military operations. Reductions in military structure,
coupled with high mission requirements and the unlikely prospect of full mobilization,
mean to reach a minimum of required levels of support, deployed military forces often
must be significantly augmented with civilian and CAAF personnel. As these trends
continue, the future battlefield will require significant numbers of non-uniformed
participants. This chapter discusses support provided by DOD and DA Civilians and
CAAF.
OVERVIEW OF DOD AND DA CIVILIANS AND CAAF SUPPORT
6-1. Numerous examples exist throughout our Nation’s history, from settlers supporting the Continental
Army, nurses supporting the Civil War and other wars, to contractors supporting complex weapons and
equipment systems. Without support and services the civilian force provides, the military would be unable
to accomplish many of its missions. The primary focus of this chapter is to––
* Identify the role and responsibilities of HR organizations in providing support to DOD and DA
Civilians and CAAF who deploy with the force.
* Provide general OCS information to leaders. In some operational scenarios, contracted support is
required to supplement PASR, HR support to casualty operations, or postal functions within a
theater.
6-2. Army mobilization planners of each functional component, at all organizational levels, plan for DOD
and DA Civilians and CAAF who support weapons systems, equipment maintenance, and provide other
services. Deliberate planning effectively integrates DOD and DA Civilians and CAAF and includes
logistical, administrative, medical, and other support to ensure sufficient theater resources are available in
the AO to support them. Planning for civilian and CAAF support must be conducted in the early operational
planning stage.
6-3. The following are functional proponents for various categories of civilians who may deploy to support
an operation:
* The functional proponent for Army personnel support to DOD and DA Civilians (appropriated
and non-appropriated employees) is the Army G-1.
* The functional proponent for CAAF is the Army G-4. Contracting activities and contracting
officers provide contractual oversight for contractors.
* The AAFES performs non-appropriated civilian personnel management for AAFES personnel.
* The functional proponent for deployed ARC, Army Continuing Education System, and MWR
personnel is the IMCOM. The IMCOM G-9 Family and MWR Programs Division executes MWR
support. Deployed ARC personnel are special staff under the G-1/AG of the assigned or deployed
unit. Army Continuing Education System support is through a functional support team member
assigned by the IMCOM Army Continuing Education System.
6-4. Emergency-essential (E-E) personnel. Civilians who deploy with the force are usually coded E-E on
authorization documents. Typically, civilians deploy in a TDY status for a period of 179 days. Army |
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commands or units with deployed civilians remain responsible for replacing them after 179 days. If Army
commands are unable to provide a replacement, fill requirements are developed and requested by the ASCC
via the Worldwide Individual Augmentation System. All civilians are required to process through a CRC
before deployment. The following guidelines apply:
* An E-E position is a position overseas or expected to transfer overseas during a crisis, and requires
the incumbent to deploy or perform a TDY assignment overseas to support a military operation.
* Emergency-essential civilians must be U.S. citizens and not subject to military recall. Family
members of forward deployed E-E civilians are evacuated from crisis locations with the same
priority and afforded the same services and assistance as family members of military personnel.
* A signed E-E statement of understanding is required to ensure civilian personnel are fully aware
of the Army's expectations. However, a commander can direct civilians, not designated E-E, to
deploy in a TDY status or to remain in an area already on TDY or permanent assignment to
perform duties essential to the military mission.
6-5. Department of the Army and DOD civilians generally receive the same level of support as Soldiers
and, like Soldiers, the military leadership provides command and control over them. Again, like Soldiers, the
HR support mission is to provide HR support to them. While the official database of record for civilians is
currently separate from the military, they receive the same level of personnel accountability in DTAS, are
included in PERSTATs, provided postal and MWR support, eligible for awards and decorations, and receive
evaluation reports.
6-6. Non-governmental personnel include those employed by private organizations, such as ARC
personnel, media representatives, visiting dignitaries, representatives of DOD-sponsored organizations such
as the United Service Organization, banking facilities, and citizens for whom local State Department officials
have requested support. In certain situations, their presence may be command-directed or sponsored, and
require the Army to provide limited support.
6-7. Contractors authorized to accompany the force are contractor employees and all tiers of subcontractor
employees who are authorized to accompany the force in applicable contingency operations outside of the
United States and have afforded such status through the issuance of a letter of authorization (JP 4-10).
Contingency contractor employees fall into two primary categories:
* CAAF: Contractor employees specifically authorized through their contract to accompany the
force and have protected legal status through the issuance of a letter of authorization IAW
international conventions. Per these international conventions, CAAF are non-combatants, but are
entitled to prisoner of war status if detained. They normally include U.S. citizen expatriates and
third-country national employees who are not normal residents in the operational area. However,
local national employees may also be afforded CAAF status on an as-needed basis. All eligible
CAAF must be issued an identification card with their Geneva Convention CAAF designation and
be accounted for in SPOT.
* Non-CAAF: Employees of commercial entities in the operational area, but do not accompany the
force (for example, they do not live on base or receive life support from the military). Non-CAAF
are usually non-mission essential personnel (for example, day laborers, delivery personnel, and
cleaning service personnel) who neither reside with U.S. forces nor receive authorized government
support such as billeting and subsistence. During international armed conflict, non-CAAF
employees are not entitled to protection under the Geneva Convention Relative to the Treatment
of Prisoners of War but may still be afforded protection status under the Geneva Convention
relative to the protection of civilian persons in time of war. Non-CAAF employees are normally
not included in personnel accounting reports.
Note. Contractor personnel accounting requirements normally apply to CAAF personnel only.
Human resources leaders must ensure they are aware of higher-level command guidance regarding
CAAF and non-CAAF accounting procedures.
6-8. The combatant commander is responsible for CAAF replacements. Replacements for CAAF is part of
annex W of the OPLAN. Annex W consists of three elements— |
1-0 | 123 | DOD and DA Civilians and Contractors Authorized to Accompany the Force (CAAF) Support
* Summary of Contracting Capabilities and Capacities Support Estimate.
* Contractor Management Plan.
* Summary of Contractor Support Estimate.
6-9. The combatant commander concepts plan, TPFDD, OPLANs, and the campaign plan must include a
separate contractor management plan or requisite contractor management requirements document. The
contractor management plan identifies theater-specific contractor management, accountability requirements,
key staff, and subordinate command responsibilities. The contractor management plan provides guidance
regarding deployment preparation, in-theater management (to include legal jurisdiction and discipline
matters), government furnished support and redeployment of CAAF. The plan is applicable to all CAAF to
support U.S. forces executing OCS operations in an operational area.
6-10. Operational commanders are responsible for ensuring development of operational contract support
plans, support replacement for CAAF who are performing mission essential contractor services in
contingency operations to mitigate the loss of services. This task includes assessing alternative sources
(military, DOD and DA Civilians, local nationals, or other contractors) or identification of actions that will
mitigate the loss of such support.
6-11. The SPOT is the DOD enterprise system that provides authorized users the capability to manage and
maintain by-name accountability of CAAF and other designated contractor personnel in an operational area.
It provides user access to a web-based application to view, input, and manage contractor personnel
pre-deployment, accountability, and location data. All CAAF deploying to support an operation must be
entered in the SPOT, and obtain a Letter of Authorization generated from the SPOT database, before
deployment. Non-CAAF with a period of performance greater than 30 days will also be included into the
SPOT. Contracting officers must review and authorize Letters of Authorization. The contractor is responsible
for entering and maintaining the SPOT information. Contracting officers will ensure in the contract that the
contractor's performance includes the administrative actions required to keep the SPOT database current. The
contracting officer will also indicate government furnished services on Letters of Authorization. See ATP
4-10/MCRP 4-11H/NTTP 4-09.1/AFMAN 10-409-O, Multi-Service Tactics, Techniques, and Procedures
for Operational Contract Support for more details on OCS planning.
ORGANIZATION RESPONSIBILITIES
6-12. The following paragraphs describe unit responsibilities HR support in providing civilian and CAAF
support.
ASCC G-1/AG
6-13. The ASCC G-1/AG responsibilities include––
* Establish theater policies for accountability and support of civilian personnel (DOD and DA
Civilians, CAAF, and non-CAAF if applicable).
* Include CAAF and other theater designated contractor personnel in PERSTAT submissions.
* Ensure CAAF support is included in all OPLANs and OPORDs.
* Establish requirements for E-E employees (for example, numbers and skills in the theater of
operations).
* Establish procedures and coordinate (with the G-3) for DOD and DA Civilian replacements and
augmentees.
* Coordinate with the TSC and TPOC to identify and resolve CAAF and other theater designated
contractor PASR issues. Integrate CAAF and other theater designated contractor personnel into
the theater database.
* Account for and report the status of all DOD and DA Civilians, to include CAAF, assigned or
attached to support LSCO.
* Receive and process casualty reports for DOD and DA Civilians and contractors (ASCC HROC
theater CIC).
* Ensure DOD and DA Civilians, CAAF, and other theater designated contractor personnel receive
appropriate HR support (for example, postal, casualty, and MWR). |
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* Establish and announce the administrative workweek to ensure E-E employees receive proper
payment for all hours worked.
* Determine AO specific operation deployability requirements such as medical and physical,
clothing and equipment, weapons issue policy for E-E employees and CAAF, deployed personnel
tracking and reporting procedures, and theater unique cultural and environmental training. Provide
this information to the Army G-1 before deployment of civilians.
TPOC
6-14. The TPOC responsibilities include––
* Ensure all DOD and DA Civilians, CAAF, and other theater designated contractor personnel are
entered in the deployed database (for example, DTAS for DOD and DA Civilians and SPOT for
contractors).
* Coordinate with subordinate HROB(s) to resolve any PASR, casualty, or postal requirements.
ARMY FIELD SUPPORT BRIGADE
6-15. The AFSB contractor personnel responsibilities include––
* Receive the CAAF coordination cell as part of theater opening operations to assist in establishing
initial contractor accountability in theater. Representatives are normally located at each APOD.
* Conduct CAAF reception activities at the APOD to assist in accounting for, receiving, and
processing CAAF arriving in and departing from the operational area.
* Assist in maintaining visibility, accountability, and tracking of all Army CAAF and other
contractors as directed by the ASCC. The AFSB accomplishes this through the attached CAAF
coordination cell using SPOT. It maintains contract employee data and reflects the location and
status of all contractors based on information entered by the contract company and Joint Asset
Movement Management System scans.
* Maintain the Joint Asset Movement Management System hardware and software.
* Coordinate with the TG PAT or the sustainment brigade HROB supporting the APOD or sea port
of debarkation to resolve contractor accountability issues.
* Provide SPOT accountability data through the TSC/ESC to the ASCC G-1/AG IAW established
timelines.
HROB
6-16. The HROB responsibilities include––
* Ensure CAAF support and requirements are included in all OPLANs and OPORDs.
* Ensure subordinate units maintain visibility and accountability of unit contractors.
* Coordinate with the TPOC, HR company, and COR to resolve contractor accountability, postal or
casualty issues.
HR COMPANY
6-17. The HR company responsibilities include––
* Synchronize personnel accounting with the AFSB CAAF coordination cell (if established) at the
APOD/sea port of debarkation.
* Coordinate with the TPOC POD to identify and resolve E-E CAAF postal issues.
* Coordinate with the TPOC personnel accountability and systems division to identify and resolve
E-E CAAF personnel accounting and strength reporting issues.
* Provide full or limited postal services IAW theater policy to DOD and DA Civilians and CAAF
as outlined in the terms and conditions of the contracts. |
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PERSONNEL ACCOUNTING AND STRENGTH REPORTING
6-18. The ASCC G-1/AG has the overall responsibility to collect strength related information on all
personnel deploying with the force. This includes Soldiers, DOD and DA Civilians, CAAF (including other
theater designated contractor personnel), and non-governmental civilians (for example, ARC and AAFES)
who provide support to the deployed force. Without accurate strength and accountability information, it
becomes difficult for the combatant commander to synchronize support with the operational Army being
supported into the overall operation. Refer to chapter 3, section II of this publication for more information
regarding PASR for CAAF.
6-19. For CAAF (including other theater designated contractor personnel), PASR is of crucial concern to the
HR community. As the ASCC G-1/AG has responsibility for personnel accounting and reporting strength
data to the combatant commander, accurate reporting of contractor strength is necessary in determining and
resourcing government support requirements such as facilities, life support, and security requirements in
operational environments.
6-20. As stated in AR 715-9, Operational Contract Support Planning and Management, HR is responsible
to report CAAF and other designated contractor personnel as found in the SPOT database. Accuracy of this
data is the responsibility of the prime contractor, the supporting contracting office, and associate requiring
activities. The United States Army Materiel Command, normally through the supporting AFSB, assists in
establishing and maintaining accountability of Army CAAF in the AO. During major operations, the AFSB
may establish a CAAF coordination cell to assist with PASR of CAAF. They ensure the CAAF are aware of
the requirement to maintain their specific theater location by using the SPOT database to accurately reflect
their location within theater. The SPOT provides by-name accountability data for all contractors deployed in
theater, including pre-deployment certification, contract, and point of contact information, and area of
performance. The Army Forces G-1 is responsible to ensure subordinate sustainment command HR staffs are
prepared to access applicable SPOT contractor accountability data to be included in standard Army personnel
reports. Refer questions regarding SPOT to the G-4 OCS personnel for resolution.
HR SUPPORT TO CASUALTY OPERATIONS
6-21. Conduct casualty reporting for deployed DOD and DA Civilians in a similar manner as for Soldiers.
This includes proper notification of civilians’ NOK. Submit casualty reports through casualty channels to the
CMAOD, then CMAOD contacts emergency point of contacts at their organizations. AR 638-8 lists the
categories of civilians for which a casualty report is required. Upon notification of an Army Civilian casualty,
a representative from the Army’s Benefits Center contacts the NOK to discuss benefits and entitlements.
6-22. Conduct casualty reporting of CAAF, to include other theater designated contractor personnel, in the
same manner as for Soldiers and DOD and DA Civilians (for example, submit casualty reports through
casualty channels back to the CMAOD). Upon receipt of reports, CMAOD notifies the contracting company
or firm who conducts the NOK notification.
POSTAL SUPPORT
6-23. When authorized via Memorandum of Instruction, Status of Forces Agreement, or contractual
agreement in written orders, postal services are provided to qualified, deployed DOD and DA Civilians and
CAAF personnel in the same manner as for Soldiers, or as spelled out in the guidance as noted. The CAAF
personnel may use the ZIP Code of the primary unit they support (for example, the ZIP Code of the HQ of
the division or TSC) unless the MPSA designates a separate ZIP Code for them. The postal platoon and the
S-1 provide the same support to DOD and DA Civilians and CAAF who move from unit to unit as they would
for a Soldier who changes units. Just as a Soldier’s address must be kept current so must a civilian’s address,
primarily using a DA Form 3955 (Change of Address and Directory Card).
6-24. The nationality of the contractor employee usually determines postal support. United States citizen
CAAF, to support the U.S. Armed Forces, may be authorized to use the MPS if there is no USPS available
and if MPS use is not precluded by the terms of any international or host-nation agreement. Local nationals
hired in country by DOD, or subcontracted by a DOD contractor, are normally provided with postal support
through the existing host-nation system or through arrangements made by the employing contractor. |
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MORALE, WELFARE, AND RECREATION SUPPORT
6-25. Maintaining acceptable quality of life is important to the overall morale of any organization, including
DOD and DA Civilians and contractors. Deployed civilians have access to recreational activities, goods,
services, and community support programs such as the ARC, family support and the exchange system.
6-26. Generally, contractors are not entitled to MWR support. However, the military may provide MWR
support to contractor employees when contractor resources are not available; subject to the combatant
commander’s discretion and the terms of the contract. Morale, welfare, and recreation support is not provided
to local nationals.
6-27. The availability of MWR programs in an AO vary with the deployment location. Morale, welfare, and
recreation activities available may include self-directed recreation (for example, issue of sports equipment),
entertainment in coordination with the United Service Organization and the Armed Forces Professional
Entertainment Office, military clubs, unit lounges and some types of rest centers.
6-28. United States citizen CAAF may be eligible to use AAFES, Navy Exchange, or Marine Corps
Exchange facilities for health and comfort items. Use of these facilities is based on the combatant
commander’s discretion, the terms and conditions of the contract and any applicable Status of Forces
Agreement.
OTHER HR SUPPORT
6-29. For DOD civilians, the home station and the deployed supervisor ensure deployed DOD civilians
receive HR services and support comparable to that received by civilians not deployed. These services may
include such areas as DA Civilian awards (for example, performance or monetary awards for special acts,
suggestions, or inventions); performance appraisals; supervisory documentation; appointments; career
programs; promotions and reductions; identification documents; health insurance and leave. Normally, the
deployed supervisor provides input to deployed civilians’ awards and performance appraisals.
DEPLOYMENT AND REDEPLOYMENT OF DOD AND DA CIVILIANS
AND CAAF
6-30. The Army created several sites within CONUS for expeditiously preparing DOD and DA Civilians
and contractors for deployment. These sites, like the CRC, receive and certify theater entrance eligibility and
process individuals for deployment. Redeploying individuals normally process back through the same CRC
as they initially processed through to ensure recovery of government-issued equipment. When it is not
practical or affordable, DOD and DA Civilians and contractors deploying from Hawaii, Alaska, or Europe
may not need to process through a CRC, but may process from locations with similar processing capabilities
as a CRC.
6-31. For deploying DOD and DA Civilians, each must have a deployment packet prepared and provided by
the individual’s home station/installation civilian personnel office or employer. A copy of the deployment
packet should be hand carried to the CRC. The CRC validates the completion of deployment requirements
and provides the individual with a copy to take to the personnel support activity in the AO. The deployment
packet serves as a field file. It consists of a personnel data sheet from the civilian personnel office, DA Form
7425, medical documents, copy of the DD Form 93, clothing and organizational equipment record, AO
clearance, and other requirements listed on the DA Form 7425.
6-32. For CAAF, DOD policy requires SPOT generated Letters of Authorization by a warranted contracting
officer authorizing CAAF deployment center processing, travel to and from the AOR, and what government
furnished support (for example, military air, MWR, and postal) they will receive during the performance of
the contract. Upon receiving the contracted company’s certification stating that CAAF meet deployability
requirements, the contracting officer or representative digitally signs the Letter of Authorization that is
presented to officials at the CRC, mobilization station, or AO point of entry. The CAAF are required by
policy to maintain a copy of their Letter of Authorization in their possession. |
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6-33. An individual readiness file must be completed for all deploying CAAF as part of deployment
processing at the CRC, mobilization station, or AO point of entry. The file must always be in the possession
of the employee while in theater or must be readily available at the area of performance. Minimum
requirements for the individual readiness file includes–verifying personnel accountability information in
SPOT; issuance of ID tags and ID card with the Geneva Conventions Accompanying the Force designation;
valid passport or visa if required; issuance of applicable government-furnished equipment, conducting theater
specific briefings and training, and verifying medical and dental screening, including required military
specific vaccinations and immunizations. It is the responsibility of the contractor to ensure its employees
receive all required processing information.
6-34. For various reasons, some system and external support contractors may inadvertently deploy without
processing through either an authorized contractor deployment site or CRC. When this occurs, the contract
employee normally returns to their point of origin at company expense. The CAAF coordination cell, in the
AO, conducts pre-deployment processing as soon as possible during the reception processing.
6-35. Upon completion of an operation, contractors redeploy out of the AO as quickly as METT-TC allows.
The timing of the departure of contractor support operations is as critical as it is for military forces. Orderly
withdrawal or termination of contractor operations ensures essential contractor support remains until no
longer needed and movement of contractor equipment and employees does not inadvertently hinder the
overall redeployment process. Essentially, contractor personnel should undergo the same redeployment
process as military personnel. However, planners must determine the specific steps desired and know the cost
associated with doing so.
6-36. Redeployment processes are essentially the same functions as those involved in deployment. The
procedures are similar, whether contractors are redeploying to their point of origin (home station) or to
another AO. Contractors normally redeploy the same way they deployed (either under government control
or self-deploy).
6-37. Prior to arriving at aerial ports and/or seaports of embarkation, contractors accomplish the same
preparations as military forces. Similar to deployment, contractor accountability requirements continue,
enabling the military to maintain accountability of and manage contractors as they proceed through the
redeployment process.
6-38. The CRC or individual deployment site is responsible for assisting the return of individual civilian and
contractor employees to their organization or to their home. Contractor employees who deploy with their
habitually supported unit normally redeploy with that unit.
CONTRACTING HR SUPPORT FUNCTIONS
6-39. During contingency military operations, HR leaders continually assess the capability of HR units to
provide or maintain adequate support within their AO. During these assessments, HR leaders, in some cases,
determine the same level of support cannot be sustained without additional resources. Additional resources
include manpower, equipment and supplies. This shortfall may be caused by an insufficient number of HR
units to support theater rotation policies or when the theater of operations is so vast that current HR
organizations cannot provide adequate area support.
6-40. One method to overcome a shortfall in manning, equipment or supplies is for HR leaders to consider
OCS to provide needed supplies, equipment, and in limited cases, HR-related services. This is not a new idea,
but one that has been successful in various operational scenarios (for example, mail is moved by contractors
to and from the MMT). Contractors also perform selected functions within APOs. While contracting out HR
functions may not be the preferred method, it is an option for consideration by HR leaders. In all cases, OCS
requires detailed planning and proper government oversight.
6-41. The requiring unit or activity and the supported commander and staff develop a risk assessment to
evaluate the value and feasibility of contracting support for any given military operation. This assessment
evaluates the impact of contractor support on mission accomplishment, including the impact on military
forces, if they are required to provide security, lodging, mess, or any other support to contractors. This
assessment determines if the value the contractor brings to operations is worth the risk and resources required
to ensure its performance. |
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6-42. While the availability of funds is a significant determinate in contracting feasibility, HR leaders must
understand the contracting process and the roles they may have in this process. Human resources
professionals may act as requiring activity planners or as CORs. As such, it is crucial for HR professionals
to become familiar with OCS terms, procedures, roles and responsibilities they have in the process, and
should consider attending the contracting officer representative course as a priority before deployment.
Human resources leaders must ensure contracts include requirements for the protection of personally
identifiable information IAW all applicable policies and regulations.
6-43. Operational contract support is a key capability for deployed Armed Forces. Due to the importance
and unique challenges of OCS, HR leaders need to understand their role in planning for and managing
contracted support. Current doctrine describes three broad types of contracted support: theater, external, and
systems support.
* Theater support contracts: Supports deployed operational forces under pre-arranged contracts, or
contracts awarded from the mission area, by contracting officers under the command and control
of the supporting contracting support brigade or designated joint theater support contracting
command. Theater support contractors acquire goods, services, and minor construction support,
usually from local commercial sources, to meet the immediate needs of operational commanders.
Theater support contracts are typically associated with contingency contracting. Human resources
professionals may serve as requiring activity planners for theater support OCS actions. Execute
theater support contracts to support HR missions through a general support manner via a
contracting support brigade contingency contract team or the joint theater support contracting
command regional contracting office.
* External support contracts: Provides a variety of support to deployed forces. External support
contracts may be pre-arranged contracts or contracts awarded during the contingency itself to
support the mission and may include a mix of U.S. citizens, third-country nationals, and local
national subcontractor employees. The largest and most commonly used external support contract
is the Army’s Logistics Civilian Augmentation Program contract. This Army program is
commonly used to provide many sustainment related services to include HR support (for example,
mail movement and MWR).
* System support contracts: Pre-arranged contracts used by the acquisition program office and
generally not related to HR operations.
6-44. Human resources leaders and staff officers must ensure all HR related theater support and Logistics
Civilian Augmentation Program support actions are planned for and incorporated into the overall HR effort
in the AO. It is imperative that HR professionals work closely with the supporting Contracting Support
Brigade and/or Logistics Civilian Augmentation Program-Forward personnel during both the planning
process and the post-award process. It is also imperative that HR professionals receive training on their role
in the OCS planning and execution process as described in the next two paragraphs.
6-45. Regarding OCS requirements development, HR professionals must be prepared to develop an
acquisition ready requirement packet to submit to the supporting contracting activity. The packet must
include a detailed performance work statement (sometimes referred to as a statement of work) for service
requirements or a detailed item description/capability for a commodity requirement. In addition to the
performance work statement, the packet must include an independent cost estimate of the item or service
required along with a required command and staff (including resource management) approved DA Form
3953 (Purchase Request and Commitment). Additionally, certain items or specific dollar amount requests
may require a formal acquisition review board packet as directed by local command policies.
6-46. Human resources professionals also play a key role in the post-award contract management for all
theater support contracts and Logistics Civilian Augmentation Program task orders directly supporting the
HR mission. One of the most important sustainment brigade tasks in this process is to nominate and track
CORs for service contracts and receiving officials for all commodity contracts. Quality CORs and receiving
official support are key to ensuring contractors provide the service or item IAW the contract. Human
resources leaders must also manage funding for each HR related contract and request funds in advance of
depletion of current funds; otherwise, all contract work ceases until adequate funds are available. Human
resources receiving officials and CORs are responsible for completing receiving reports that certify the goods
or services contracted for were received by the Army. |
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6-47. In addition to the basic OCS requirements development and post-contract award actions described
above, there are many specific OCS planning and management tasks that HR leaders and staff officers should
be familiar with when contemplating requesting contract support. The following should be considered when
planning to contract out HR or postal operations:
* Establish specific OCS coordination personnel or teams to serve as the nexus for the planning and
integration effort. For example, establish an OCS postal support team for planning and integrating
contracted postal functions. These teams manage the COR program and consolidate Performance
Evaluation Board reports. The OCS postal support team may also need to prepare monthly roll-up
briefings to the supporting contracting support brigade contracting officer and for the Award Fee
Evaluation Board.
* Human resource OCS teams should have the capability and ability to work with supporting
contracting officers, contract managers, and logistics support officers regarding requirements
letters, administrative change letters, and other contract management tools.
* Routinely meet with the supporting contracting support brigade contracting officer to discuss
contractor tasks issues. Conduct meetings at least bi-weekly.
* Plan OCS carefully. It is imperative to identify how to align property or equipment early in the
process to ensure it is operational and meets the standard before a transfer of authority. Ensure
contracts specify what government furnished equipment is provided. Define the exact equipment,
by locations, to provide the contractor during the transfer of authority process.
* Understand the differences between government furnished equipment, theater provided equipment
and installation provided equipment.
* Include the G-1/AG and assistant chief of staff, finance and comptroller throughout the contracting
process.
* Schedule COR training as necessary.
* Specify the exact period of the contract need, what the deliverable items are, if needed, and the
desired degree of performance flexibility.
* Describe the desired deliverables rather than how the work is accomplished or the number of hours
provided.
* Determine the availability of government support (includes security support) provided to
contractors, and any conditions or limitations upon the availability or use of such services. This
must be clearly set forth in the terms of the contract.
* Identify potential degradation of contractor effectiveness during situations of tension or increased
hostility.
6-48. It is also crucial to understand the terms and conditions of the contract to establish the relationship
between the military (U.S. Government) and the contractor. This relationship does not extend through the
contractor supervisor to his or her employees. Only the contractor can directly supervise its employees. The
military chain of command exercises management control through the contract. |
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HR Support and HR Planning Considerations during the
Army Strategic Roles
This chapter provides an overview of planning considerations to provide HR support
provided during each Army strategic role (shape the operational environment, prevent
conflict, prevail in large-scale combat operations [defensive/offensive], and
consolidate gains). Each section describes the role, overview of HR support, and HR
planning considerations, by echelon, for conducting personnel accounting and strength
reporting, HR support to replacement and casualty operations, postal operations, and
other HR considerations incorporated during LSCO. This chapter also provides an
overview of HR training considerations for LSCO.
OVERVIEW OF HR SUPPORT TO OPERATIONS TO SHAPE
7-1. During large-scale combat operations, the Army must anticipate peer threat capabilities extending
across the battlefield throughout all domains (land, maritime, air, space, and cyberspace), from the strategic
support area to the deep area. These threat capabilities will likely degrade sustainment information systems
and interdict friendly air, land, and maritime operations, all of which are essential components enabling rapid
OPLAN execution during contingency operations. To counter these threats during the steady-state
competition period, major activities take place across the extended battlefield and at all levels: military
readiness at home station; coordinating efforts at the strategic, operational, and tactical levels; and regional
partnership building activities to ensure access and resource availability in theater.
7-2. Shape operations consist of various long-term military engagements, security cooperation, and
deterrence missions, tasks, and actions intended to assure friends, build partner capacity and capability, and
promote regional stability. Shape operations typically occur to support the geographic combatant
commander's theater campaign plan or theater security cooperation plan. These operations help counter
actions by adversaries that challenge the stability of a nation or region contrary to U.S. interests. As described
in FM 3-0, there are four main purposes for shaping operations: promoting and protecting U.S. national
interests and influence; building partner capacity and partnerships; recognizing and countering adversary
attempts to gain positions of relative advantage; and setting conditions to win future conflicts.
7-3. Sustainment plays a key role in shaping operations and HR planners must be involved from the very
beginning. Human resources shaping activities include planning and coordination to support the combatant
commander’s requirements. Key HR activities within the overall sustainment requirements are ongoing and
directly support operations to shape to set conditions to win future conflicts. This list is not all-inclusive, but
intended to demonstrate the volume of activities for consideration while shaping the operational environment
to support the geographic combatant commander's theater campaign plan. Conceptually, each activity aims
to optimize sustainment capabilities in the context of the geographic combatant commander's theater
campaign plan (analysis to optimize unit and individual readiness and support deployment and personnel/unit
distribution–which feeds into effectively executing RSOI). These shaping activities occur continuously to
support global and theater requirements during competition and help set the conditions for successful
execution of operations during conflict. Key HR activities to shaping operations include––
* Conduct home station training.
* Perform OPLAN/concept plan refinement.
* Conduct HR support to RSOI planning/coordination.
* Perform casualty estimation; replacement planning (individual versus unit). |
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* Ensure enterprise integration (Global Combat Support System-Army, IPPS-A, General Fund
Enterprise Business System).
* Refine the TPFDD.
* Conduct transition planning.
* Conduct planning for HR operational contract support.
7-4. Successful HR support is dependent on careful planning, coordination, synchronization, and
continuous integration with strategic partners during shaping activities and must occur to, during, and after
military action. The objective of HR support is to maximize operational effectiveness by anticipating,
manning, and sustaining military operations. Human resources support operations accomplish this by
building, generating, and sustaining the force to provide combatant commanders with the forces required,
setting conditions to win future conflicts. During the operations to shape phase, supporting and maintaining
operational readiness occurs through key home station activities, which directly build, generate, and help
sustain the force. Relationship building and maintenance with key HR strategic enablers (for example, HQDA
G-1, HRC, the Adjutant General Directorate, Directorate of Military Personnel Management, and
MPSA/USPS) are critical during operations to shape. Readiness management directly influences overall
combat power and is critical during this phase.
7-5. During operations to shape, HR support involves the national-level capability to plan, resource,
manage, and control the HR management life cycle functions for the Army. It involves integrating HR
functions and activities across the Army staff, among the respective components, and among the Services.
Human resources support during operations to shape include functions and tasks planned, coordinated,
integrated, and executed by operational-level HR organizations and HROBs located within ESCs, DSBs, and
sustainment brigades. These functions and tasks include PASR, postal operations, and HR support to
replacement and casualty operations. Deliberate coordination and synchronization of these functions with
strategic-level partners like the CMAOD for HR support to casualty operations, MPSA for postal operations,
and Army HRC for HR support to replacement operations are critical to prolong endurance during LSCO.
These habitual support relationships facilitate the combatant commander’s ability to extend operational
reach.
7-6. Setting the theater is a continuous shaping activity conducted as part of steady-state posture to develop
support for contingency or crisis response operations. Setting the theater involves theater opening; receiving
initial forces, equipment, and supplies; assembling them into mission-tailored units, and ensuring
transportation of those forces to reach their destination. The geographic combatant commander has overall
responsibility for this activity; however, the ASCC, in large part via the TSC, coordinates a broad range of
actions conducted to establish the conditions. The ASCC conducts theater analysis to identify risks in terms
of access, capabilities, and capacities across the AOR as part of setting the theater. It consists of actions taken
by sustainment and HR planners to optimize means for supporting the commander’s plan, which includes
rapid response to emerging crises by employing the theater gateway with HR squads, and immediately setting
conditions for HR support to replacement and casualty operations.
7-7. The ASCC G-1/AG performs a critical role for the geographic combatant commander in gaining
operational access and positions of relative advantage throughout the AOR. During shaping activities, the
ASCC G-1/AG coordinates with the corps/division to establish theater replacement management networks,
personnel flow, and performs estimates for each. The ASCC G-1/AG also coordinates with the TPOC POD
for postal flow. The ASCC G-1/AG refines and validates casualty estimates, and establishes/manages the
personnel portion of reconstitution or reorganization efforts. To ensure initial HR capabilities are established
before the main flow of forces arrival, HR support elements are included as part of the early entry element
of the sustainment brigade assigned to the theater opening mission. The TPOC personnel accountability and
systems division and the TG PAT establishes initial theater PASR and theater replacement networks. The
TG PAT’s mission is to conduct PASR during the RSOI process, import and export personnel data from the
Tactical Personnel System and DTAS, and conduct limited EPS for transient personnel.
7-8. Additional TG PATs and MMTs, with corresponding HR companies and platoons, could be required
if more than one inter-theater port of debarkation is used for RSOI and/or mail flows. However, with multiple
entry points, it may be necessary for initial PASR to be completed by the deploying units themselves. In this
case, the arriving personnel data file is given to the TG PAT at the primary port of debarkation. |
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Note: The TG PATs mission does not include conducting any other sustainment related
requirements for life support and RSOI (for example, billeting, feeding, equipping, and
transportation of transient personnel). The ASCC tasks the TSC who assigns the theater opening
sustainment brigade, division sustainment support battalion, combat sustainment support
battalion, or movement control team to conduct these activities.
7-9. Planning requirements include determining the number required and placement of HR elements and
units within a theater of operations. Critical HR functions required during theater opening that must be
considered during the MDMP for early entry elements include––
* Initiate and establish theater PASR and personnel tracking.
* Establish, operate, and maintain the theater personnel database.
* Establish HR support for replacement operations; establish replacement operations plan.
* Initiate, establish, and operate the theater CIC and conduct HR support to casualty operations.
* Coordinate and synchronize the establishment of an MMT to support theater postal operations.
* Estimate intra-theater mail movement usually by ground between the MMT and APOs.
7-10. The HROB is part of the early entry element of the theater opening sustainment brigade SPO, focusing
on ensuring TG PAT personnel are included as part of the early entry element for theater opening and the
establishment of initial personnel accounting and postal support. Early establishment of postal infrastructure
during theater opening or early entry operations limits the requirements for postal restrictions and allows the
flow of mail to commence earlier. The HROB receives technical guidance from the TPOC and higher-level
HROBs and HROCs, while receiving sustainment and execution guidance from the SPO section and the
commander.
HR PLANNING CONSIDERATIONS BY ECHELON FOR
OPERATIONS TO SHAPE
7-11. In general, planning considerations include a known or anticipated support requirement, a known or
anticipated problem, a readiness issue, a capability shortfall, a threat, or an aspect of operational or mission
variables influencing HR support. Human resources staff officers at every command level, starting with the
battalion S-1, perform HR planning. Human resources planning is also conducted by the HROB within the
ESC DMC and sustainment brigade SPO, the HR company, theater CIC, and all divisions within the TPOC.
Human resources planning is a continual process that supports a commander’s ability to exercise command
and control. Human resources planning requires an understanding of how to deliver HR support in the
operational environment during LSCO. The following paragraphs, listed from strategic to tactical level,
include HR planning considerations by echelon for operations to shape to support LSCO.
HQDA G-1
7-12. Human resources planning considerations for the HQDA G-1 during operations to shape may include,
but are not limited to—
* HR support to replacement operations:
Synchronize with Army staff elements to optimize force-wide personnel readiness to serve
the needs of the Army.
Coordinate with HQDA DCS G-3/5/7 to determine manning levels and turbulence thresholds
for units within the operational force, operational depth, and generating force to include the
institutional Army.
Provide integration and synchronization to identify/provide filler/personnel replacement
requirements for each OPLAN (ASCC responsible).
* HR support to casualty operations: Develop casualty reporting policy contingencies that go into
effect in the event casualty reporting requirements exceed capacity. |
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HRC
7-13. Human resources planning considerations for the HRC during operations to shape may include, but are
not limited to—
* PASR: Error reconciliation and deviations in strength between HR systems.
* HR support to replacement operations:
Execute total Army strength management on behalf of the HQDA DCS, G-1 to distribute
Soldiers across the total force IAW HQDA’s established priorities during periods of
mobilization when all three Army components are heavily leveraged to support LSCO or
major contingency operations.
Maintain a manning COP that tracks MOS/area of concentration and grade composition of all
sources of Soldiers available for distribution; authorities, resources, and amount of time to
access each population of distributable Soldiers; and personnel strengths of units
appropriately categorized to enable command decision making based on current mission
requirements.
Distribute low-risk members of the training, transient, holdee, and student (for example,
professional military education) and cross-level over-strength personnel to meet the Army’s
prioritized personnel needs.
Redistribute excess members of units from the operational depth not deploying to a combat
theater to theater Armies as required to resource their personnel requirements.
Initiate mobilization of members of the individual ready reserve to mitigate personnel
shortfalls under LSCO.
Identify and provide filler, personnel replacements, and rotational personnel requirements.
* Postal operations: Facilitate information flow between ASCCs, major commands, and
MPSA/USPS on postal matters.
* HR support to casualty operations:
Develop casualty reporting contingency plans based on HQDA G-1 policy that will go into
effect if casualty reporting requirements exceed current capacities.
Synchronize with the theater CIC.
Synchronize with installation casualty assistance centers.
* Other HR considerations: Authorization for unit stop loss and stop move implementation.
MPSA/USPS
7-14. Human resources planning considerations for the MPSA/USPS during operations to shape may
include, but are not limited to––
* Conduct a postal estimate to identify rules of allocation based on postal service level(s).
* Plan for restriction of mail service to letter class mail only.
* Plan for availability of free mail.
ASCC G-1/AG
7-15. Human resources planning considerations for the ASCC G-1/AG during operations to shape may
include, but are not limited to—
* PASR:
Identify and train HR personnel as part of the early entry element to establish initial PASR
for the theater.
Plan and establish PASR policies, set priorities, identify internal and external HR support
requirements for the theater, and coordinate with the combatant commander to ensure Army
PASR policies are in synchronization with joint policies.
Plan for and train on procedures for manual PASR in preparation for degraded and
disconnected operations. |
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* HR support to replacement operations:
Provide HQDA and the HRC with critical personnel planning assumptions associated with
major OPLANs (for example, Army personnel replacement requirements).
Establish theater hierarchy associated with annex A, Task Organization, based on desired
command relationships between theaters organic, assigned and attached units. Unit hierarchy
used to establish permissions between strength managers who assign NRP and, when
required, cross-level personnel amongst units.
Develop and approve replacement estimation and program individual casualty filler
replacements in the TPFDD in coordination with the HRC.
Plan for and train on process/method for replacement flow to lower echelons.
Plan for changes to TPFDD forces geographic location of assignment in the event of a
prolonged conflict.
Maintain awareness of positioning of replacement staging areas.
Request DUIC through HQDA, DCS G-3/5/7 Force Management.
Anticipate the volume of personnel replacements required and the associated – personnel flow
requirements.
Coordinate with the Soldier Support Institute, Fort Jackson, SC, to train personnel on the
usage of the MPTk, and to receive permission to download and install the software. Ensure
the organization has trained personnel available to access and operate these programs.
* Postal operations:
Plan and coordinate postal operations within the theater G-1/AG AO.
Plan for disrupted postal flow – restricted to letter mail only (postal flow estimates).
Consider/authorize placement of the MPO in the corps consolidation area due to mobility of
division HQ.
Consider adjusting roles and responsibilities by echelon depending on the operational
environment.
Plan for processing/handling procedures for casualty mail (mass casualties).
Coordinate commercial internet for mail processing and USPS retail to support postal
operations as the theater matures to support the ASCC’s contingency plan.
Ensure postal operations are included as part of tab A, appendix 2, to annex F of the OPORD
or contingency plan. If Army postal organizations provide postal support to joint and
multinational forces, they must be addressed in the OPORD.
Plan to liaise with the SPM, TSC/ESC, TPOC, and host-nation for postal functions.
Identify and process requests to the SPM for APO activations and deactivations.
Plan to assist the TSC/ESC, TPOC, and MMT in obtaining postal resources to support the
theater postal mission.
Plan to monitor postal irregularities and postal offenses reported by the TPOC.
Ensure the TSC/ESC, TPOC, and MMT have systems in place to identify deficiencies in the
postal operating system and takes appropriate actions to correct deficiencies.
Develop, in coordination with the TSC/ESC, TPOC, and MMT, procedures for addressing
customer complaints, inquiries, suggestions, and for the expeditious return of casualty mail.
Plan to address or forward to the SPM all theater postal issues not resolved by the TSC/ESC,
TPOC, or MMT.
* HR support to casualty operations:
Develop a casualty OPLAN and policies for theater.
Establish policy for location of positioning of HR squads performing casualty liaison
missions; identify additional locations requiring placement of casualty liaison support.
Locations are in addition to the normal General Officer-level HQ, G-1/AGs, Role 3 MTFs,
and mortuary affairs collection points. |
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Establish casualty reporting authorities for submission of casualty reports (based on guidance
and agreements from the JTF, joint forces land component command, and coalition forces
land component command).
Develop a contingency policy authorizing the corps to approve and release casualty reporting
directly to CMAOD – important under LSCO.
Establish the theater CIC as part of theater opening operations with the ASCC HROC.
Develop plan for DCIPS/casualty reporting requirements and time restraint adjustments in
preparation for increased volume (mass casualties) or when degraded and disconnected
operations occur.
Develop augmentation plan for possible increased workload of the theater CIC (mass
casualties).
Train personnel on the usage of the MPTk, and to receive permission to download and install
the software. Ensure the organization has trained personnel available to access and operate
these programs.
* Other HR considerations: Plan and coordinate early – establishment of SOPs required to determine
type and frequency of data in the event of information systems black out. Manual use of logging
actions will be the only alternative for HR systems.
CORPS G-1/AG AND DIVISION G-1
7-16. Human resources planning considerations for the corps G-1/AG and division G-1 during operations to
shape may include, but are not limited to—
* PASR:
Coordinate Soldier readiness processing.
Create passenger manifests; provide information for force flow into theater.
Manage personnel readiness data and personnel information on all deploying personnel.
Plan for and train on procedures for manual PASR in preparation for degraded and
disconnected operations.
Monitor error reconciliation and deviations in strength between HR systems.
Determine PASR reporting requirements for subordinate elements.
Conduct estimates and communicate personnel requirements to force provider.
* HR support to replacement operations:
Assist the ASCC G-1/AG and the HRC in the development of replacement plans.
Determine personnel replacement flow to lower echelons. For example, corps-level controls
individual fills (priority) and direct replacement movement within the corps’ AOR.
Coordinate with the Soldier Support Institute, Fort Jackson, SC, to train personnel on the
usage of the MPTk, and to receive permission to download and install the software. Ensure
the organization has trained personnel available to access and operate these programs.
Inform the commander’s decisions pertaining to replacement prioritization.
* Postal operations:
Plan to implement joint and theater-level postal policies for assigned and attached units.
Plan coordination with the HROB and TPOC to determine brigade mail delivery points.
Plan to reconcile postal problems or changes in postal support requirements with the HROB,
TPOC, or the ASCC G-1/AG.
Plan to include postal operations support in all OPLAN/OPORDs.
* HR support to casualty operations:
Identify processes to liaison with HR company elements performing casualty liaison
activities.
Develop casualty estimates.
Ensure casualty reporting is integrated into current operations tracking. |
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Develop corps/division casualty notification and assistance program policy.
Plan for and train on procedures for manual casualty reporting in preparation for degraded
and disconnected operations.
Develop summary court martial officer and LOD procedures for theater.
Train personnel on the usage of the MPTk, and to receive permission to download and install
the software. Ensure the organization has trained personnel available to access and operate
these programs.
* Other HR considerations:
Coordinate HR support requirements with supporting ESC and sustainment brigades.
Produce annexes and commander’s estimates.
Build, modify, and coordinate the personnel services portion of the task force deployment
plan.
Plan for the integration of RC assets.
Plan and coordinate MWR and command interest programs.
Provide HR guidance and training to brigade and battalion S-1s.
Plan and coordinate early – establishment of SOPs required to determine type and frequency
of data in the event of information systems black out. Manual use of logging actions will be
the only alternative for HR systems.
BRIGADE AND BATTALION S-1
7-17. Human resources planning considerations for the brigade and battalion S-1 during operations to shape
may include, but are not limited to—
* PASR:
Plan for and train on procedures for manual PASR in preparation for degraded and
disconnected operations.
Plan for S-1 personnel to accompany advance parties to maintain PASR while deploying.
Plan to provide liaisons at inter-theater APODs to track unit personnel flow.
Establish HR systems for reporting with command nodes.
* HR support to replacement operations:
Identify and report critical MOS and key leader shortages to higher echelons.
Identify secondary MOS of assigned Soldiers for potential backfills.
Maintain and assess Soldier and unit readiness.
Coordinate with S-3 and S-4 during replacement operations for operational and logistics
support.
* Postal operations:
Plan for and train on procedures for handling casualty mail (mass casualties).
Designate unit mail clerks and postal officers.
Refine unit mail SOPs.
Identify mail capabilities and restrictions.
Advise commanders and staff on unit mailroom operations.
Identify mail flow and unit responsibilities in receiving mail.
* HR support to casualty operations:
Advise and train commanders and staff on casualty reporting procedures.
Train on DCIPS/casualty reporting (manual reporting) in preparation for possible degraded
and disconnected operations.
Establish lines of communication with casualty liaison personnel and casualty collection areas
to monitor casualty reporting and transportation of remains. |
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TPOC
7-18. Human resources planning considerations for the TPOC during operations to shape may include, but
are not limited to—
* PASR – TPOC, Personnel Accountability and Systems Division:
Identify and train HR personnel to deploy as part of the early entry element to establish initial
PASR for the theater.
Initiate coordination with CONUS APOD, CRCs, and Air Force planners to determine
projected personnel flow rates.
Plan for and train on procedures for manual PASR in preparation for degraded and
disconnected operations.
Reconcile deviations in strength between HR systems.
Train on the operation of DTAS to track all theater and rotational unit personnel; train to
operate the DTAS Help Desk.
Coordinate with the ASCC G-1/AG to modify PASR policies and priorities.
* HR support to replacement operations:
Assist the ASCC G-1/AG and the HRC in the development of replacement plans.
Plan for additional personnel accountability locations in theater based on potential large-scale
replacement flow.
* Postal operations – TPOC, POD:
Establish direct coordination with both the MPSA and the servicing JMPA.
Conduct detailed postal planning and coordination with the MPSA; close coordination with
corps/division planners is also key.
Determine logistical postal support requirements.
Determine potential MMT locations in theater.
Determine DOD and DA Civilian, CAAF, and multinational postal support requirements.
THEATER CASUALTY INFORMATION CENTER
7-19. Human resources planning considerations for the theater CIC during shape operations may include,
but are not limited to––
* Identify and train HR personnel to deploy as part of the early entry element to establish theater
casualty operations.
* Coordinate with the ESC and/or sustainment brigade HROB to ensure the HR company establishes
the required casualty liaison at potential locations.
* Train all personnel on casualty reporting operations.
* Develop manual casualty reporting procedures for use during degraded and disconnected
operations.
HROB
7-20. Human resources planning considerations for the HROB during operations to shape may include, but
are not limited to—
* PASR:
Properly allocate SRC 12 resources throughout the division AO.
Coordinate logistical support for HR units.
Provide and coordinate PASR training and guidance.
Identify gaps or excessive overlaps in HR assets.
Ensure timely transfer of personnel in and out of the APOD.
* HR support to replacement operations: Gather personnel allocation decisions and inform the SPO
of movement requirements. |
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* Postal operations:
Coordinate logistical support for the establishment of APOs and mail transportation.
Plan and coordinate future mobile postal missions within the AO.
Assist with establishing HR contracting efforts for use during stabilization and enabling civil
authorities.
* HR support to casualty operations:
Ensure resourcing and distribution of casualty elements.
Ensure HR personnel are trained and capable of performing HR support to casualty
operations.
TG PAT
7-21. Human resources planning considerations for the TG PAT during operations to shape may include, but
are not limited to––
* Identify and train HR personnel to deploy as part of the early entry element to establish initial
PASR for the theater.
* Coordinate with sustainment command and HROB for site location and logistical support.
* Establish personnel processing centers at aerial ports and/or sea ports of embarkation.
* Establish data integration for all personnel entering, departing, and transiting theater.
* Plan for and train on procedures for manual PASR in preparation for degraded and disconnected
operations.
MMT
7-22. Human resources planning considerations for the MMT during operations to shape may include, but
are not limited to—
* Postal operations:
Identify HR personnel to deploy as part of the early entry element to establish the MMT.
Coordinate mail transportation and security with HROB, TPOC POD, and sustainment
brigade SPO in and out of theater.
Plan locations in theater to receive mail.
Establish communications systems to support postal operations.
Plan contingency storage for mail overflow.
Requisition required equipment for mail processing.
Develop customs procedures in coordination with local customs authorities.
Plan for and train on procedures for manual tracking systems for postal operations in
preparation for degraded and disconnected operations.
Request technical guidance and support from the HROB, TPOC POD, and MPSA.
Plan for and train on procedures for processing casualty mail.
Disseminate retrograde mail guidance to APOs and units.
* Other HR considerations:
Coordinate personnel augmentation to the MMT to the HROB and HR company.
Coordinate with the TPOC POD for automated systems access.
HR COMPANY
7-23. Human resources planning considerations for the HR company during operations to shape may include,
but are not limited to—
* PASR:
Identify and train HR personnel to deploy as part of the early entry element to establish initial
theater PASR. |
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Plan for and train squads/teams on procedures for manual PASR in preparation for degraded
and disconnected operations.
Plan for HR RSOI support.
* Postal operations:
Identify and train HR personnel to deploy as part of the early entry element to establish theater
postal operations.
Plan for and train postal platoons on procedures for manual postal operations in preparation
for degraded and disconnected operations.
Assist as a liaison for logistical support between postal elements and the brigade/battalion S-4
and SPO.
Cross-train postal elements (multi-functional postal platoon).
Plan for and train postal platoons on the processing and handling procedures for casualty mail
(mass casualties).
* HR support to casualty operations:
Identify and train HR personnel to deploy as part of early entry elements attached to General
Officer-level commands and the ASCC HROC (theater CIC) to establish theater casualty
operations.
Plan for and train squads/teams on procedures for manual casualty tracking and reporting in
preparation for degraded and disconnected operations.
Coordinate appropriate HR systems access for squads/teams through the authorized HR
systems access manager.
* Other HR considerations:
Assist as a liaison for signal support between HR and postal elements and the battalion or
brigade S-6.
Cross-train HR and postal platoons on PASR, postal operations, and HR support to casualty
operations (multi-functional platoons).
HR TRAINING CONSIDERATIONS FOR OPERATIONS TO SHAPE
7-24. The complex and uncertain environment of LSCO presents several new challenges for HR training.
Large-scale combat operations will be conducted across a geographically dispersed area without defined
secure areas in all domains (for example, land and cyber) requiring an accurate and near real-time sustainment
COP (including HR) to inform commanders. Human resources organizations and their commands will
continually move to avoid detection and hostile intent (for example, long-range fires, special operation forces,
criminals, and non-state actors) during LSCO making HR support and personnel asset visibility infinitely
more difficult.
7-25. Training and readiness of HR elements are critical to plan and accomplish HR functions and is key to
the development of a shared understanding of sustaining manpower, which is critical to the success of the
Army’s mission. In preparation for LSCO, HR training must include the planning for HR operations to
support replacement and casualty operations, casualty estimation, and PASR. Human resources training must
support how to conduct these operations. Human resources support to replacement operations training must
include planning for replacements, prioritizing and resourcing of replacements, and providing replacement
personnel to commanders. When developing training, it is essential to include conducting HR operations
during degraded, denied, or disrupted network conditions. Rehearse manual back-up and validation
procedures. Human resources organizations and professionals that are appropriately trained provide
commanders a shared understanding of manpower and the planning and resourcing of personnel in all phases.
HOME STATION TRAINING RECOMMENDATIONS FOR HR SOLDIERS AND ORGANIZATIONS
7-26. Human resources organizations should maximize real-world training opportunities focusing on unit
specific core functions, capabilities, and technical roles to ensure their own unit preparedness to deploy and
assist with the improvement of garrison HR operations during LSCO. The following home station training
opportunities for HR Soldiers and organizations include— |
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* Readiness training:
Process mail at APOs or retail APOs.
Inspect installation and unit mailrooms.
Conduct mission readiness exercise/mission rehearsal exercise reception operations.
Serve as a liaison at a casualty assistance center.
Serve as an observer, controller, or mentor.
Conduct installation manifesting.
Assist with installation PRM/PASR/PIM.
Provide SRP support.
Provide assistance and training on HR systems to supported units, agencies, and the military
personnel division.
Provide record updates for installation units.
Provide support in the areas of promotions, administrative separation actions, medical
readiness requirements, compassionate reassignments, officer candidate school applications,
military testing, and voting assistance.
Provide records accountability and maintenance, in and out processing of personnel, ID card
and CAC issuance, Defense Enrollment Eligibility Reporting System enrollment, and
installation mobilization activities.
Provide transition support for all Active, ARNG, and USAR Soldiers separating from the
military.
Cross-train to increase multi-functional effectiveness of HR organizations.
* Individual capabilities:
Familiarize with HR systems functional guidance.
Train with Warrior Training Support packages from the Soldier Support Institute Learning
Resource Center website.
Attend installation training (for example, S-1 Course and HR systems training).
Attend formal training (for example, HR Plans and Operations Course, Brigade S-1 Course,
and Postal Supervisor Course).
Utilize FORSCOM, Soldier Support Institute, and Sustainment Center of Excellence Mobile
Training teams.
Attend SPO Phase I Course Online. Attend Sustainment Operations Course.
Coordinate a leader professional development session or brown bag lunch with a sustainment
brigade commander or SPO.
Train and certify leaders. Apply to all trainers, evaluators, and leaders involved in unit
training.
Conduct a rehearsal.
Conduct troop-leading procedures.
Establish communications.
Receive an OPORD or fragmentary order and issue a warning order.
Conduct HR-related mission analysis.
Analyze missions using METT-TC.
Identify specified, implied, and essential tasks.
Identify constraints such as requirements for action and prohibition of actions for HR support.
Generate HR support options. Analyze COAs, determine advantages and disadvantages, and
compare COAs.
* Pre-deployment training:
Incorporate sustainment brigade and ESC HROBs into training crosswalks.
Evaluate HR application of the MDMP. |
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Evaluate collaboration points.
Evaluate individual and collective tasks.
Establish mock APOs.
Train on the Automated Military Postal System using a training ZIP Code.
Train on the DTAS, DCIPS, Tactical Personnel System, Very Small Aperture Terminal, and
the Interactive Personnel Electronic Records Management System.
Utilize non-HR specific systems (for example, Command Post of the Future).
Attend regional HR and sustainment conferences.
Attend regional multi-echelon, multi-component net centric mission readiness exercises and
mission rehearsal exercises in Active, Reserve, and ARNG communities.
Participate in exercises as an observer/controller/mentor.
Provide sample situational training exercises for use by leaders to develop training exercises
for their units.
Establish training and evaluation outlines to provide the training criteria for tasks that the unit
must master to perform critical wartime operations. These training criteria orient on the levels
of collective training executed by the unit. Each outline can be applicable to one or more
operations.
Train postal platoons to be multi-functional (capable of personnel accounting and casualty
reporting missions).
Participate in early planning conferences for all major exercises to ensure HR support is
exercised in a realistic manner to replicate the scope and scale of HR (for example, PERSTAT
and personnel requirements report submission, casualty reporting fully implemented, non-unit
replacement operations only occur if coordinated and realistic).
HR LEADER DEVELOPMENT
7-27. Development of HR leaders must include training that enables them to properly understand and plan
all HR functions during LSCO. Human resources leaders must ensure HR operations can continue in
conditions of degraded or denied networks to include cyber and electronic warfare environments. Trained
HR leaders will be able to perform HR operations and communicate HR operational impacts of manning, in
concert with battle tracking to ensure commanders have a shared understanding of combat power. During
LSCO, comprehension of HR operations and manning allows commanders to make rapid and informed
operational decisions based on the manning resources of the force.
7-28. Human resources leader development in a non-deployed environment is driven by ADRP 1-03. Brigade
S-1s must ensure subordinate battalion S-1s develop individual and collective task lists and assess training
tasks and objectives at least quarterly. Additionally, brigade S-1s must validate or coordinate for validation
of all battalion S-1 training assessments. Listed below are some key areas HR leaders can train on to ensure
mission success during LSCO.
* Understand and plan the mission:
Train on the operations process (Plan, Prepare, Execute, and Assess).
Understand and execute planning horizons, short-range planning and execution, mid-range
planning, and long-range planning.
Train on the execution of the MDMP.
Train on the execution of the rapid decision-making and synchronization process.
Know what HR, postal, and casualty input goes into OPORDs.
Use the orders process to ensure coordination with other staff and support elements to
accomplish HR operations.
* Degraded or denied networks:
Coordinate with higher echelons to receive reporting requirements during periods of degraded
or denied communications.
Conduct battle drills that require reporting with little to no connectivity. |
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Leverage standardized HR reports and timelines.
* Operational impacts of manning:
Train on personnel readiness management so leaders can analyze personnel strength data to
determine current combat capabilities, project future requirements, and assess conditions of
individual readiness.
Train on personnel accountability to ensure commanders know the location and duty status
of every person assigned or attached to their organization.
Train on strength reporting to accurately reflect the combat power of the unit to monitor unit
strength, prioritize replacements, monitor deployable and non-deployable personnel, and
execute strength distribution to make tactical and HR support decisions.
OVERVIEW OF HR SUPPORT TO OPERATIONS TO PREVENT
7-29. Operations to prevent are characterized by actions to protect friendly forces and indicate the intent to
execute subsequent phases of a planned operation. During operations to prevent, necessary actions are taken
to deter adversary actions contrary to U.S. interests, respond to actions that threaten unified action partners,
and deploy credible forces to demonstrate the willingness to fight should deterrence fail. Peer threat
capabilities remain the same as those seen in shaping operations. Major activities taking place across the
extended battlefield and at all levels are execution of flexible deterrent options and flexible response options,
setting the theater, tailor Army forces, and project the force. The HR community directly supports the purpose
of operations to prevent by enabling the deployment of credible forces to the theater if deterrence fails.
7-30. As with operations to shape, key HR activities within the overall sustainment requirements are ongoing
and directly support operations to prevent to set conditions for future success. Again, this list is not
all-inclusive, but demonstrates the volume of activities for consideration while shaping the operational
environment to support the geographic combatant commander's theater campaign plan. These activities aim
to enhance sustainment capabilities directly supporting the geographic combatant commander's theater
campaign plan, which feeds into effectively executing RSOI, one of the key tasks of sustainment in the
prevent strategic role. These activities support global and theater requirements during competition and help
set the conditions for successful execution of operations during conflict. Key HR activities for operations to
prevent include––
* Conduct home station training.
* Ensure enterprise integration (Global Combat Support System-Army, IPPS-A, General Fund
Enterprise Business System).
* Conduct HR support to RSOI.
* Perform OPLAN/concept plan execution.
* Reposition and reorganize forces.
* Conduct non-combatant evacuation operations.
* Conduct transition planning.
* Provide operational contract support optimization.
* Perform postal operations.
* Refine TPFDD-rotational forces execution.
7-31. During operations to prevent, effective, accurate, and timely HR support during theater opening
requires detailed preparation and planning during LSCO. Setting the theater involves significant HR support
activities. The most critical of all HR theater opening tasks is conducted during RSOI – establishment of the
theater personnel database and infrastructure that can capture personnel accounting data on personnel
entering the theater. To ensure initial establishment of HR capabilities before arrival of the main flow of
forces, HR elements are included as part of the early entry element of the sustainment brigade assigned to
the theater opening mission (for example, ASCC G-1/AG, TPOC, theater CIC, HROB, TG PAT, MMT, HR
company and platoons). Critical HR functions required for theater opening during operations to prevent
include––
* Establish theater PASR and personnel tracking policy and procedures.
* Establish and operate the theater personnel database. |
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* Establish HR support for replacement operations.
* Establish and operate the theater CIC.
* Establish initial theater postal operations.
7-32. During operations to prevent, early TPFDD divisions and brigades have pushed forward out of the
strategic support area into the joint security area. Human resources elements continue assisting commanders
with setting the theater, tailoring and projecting HR support to the force. Brigade S-1s identify shortages and
requirements for HRC to bring their units up to authorization in preparation for LSCO (individual
replacements identified for unit manning may be identified as late deployers).
7-33. In the operational support area, the ASCC G-1/AG continues planning, establishing policy, setting
priorities, and managing PASR for the theater and identifies internal and external HR support requirements.
The ASCC G-1/AG continues coordinating with the combatant commander to ensure Army PASR policies
synchronize with joint policies and field army requirements. The ASCC G-1/AG continues planning,
coordinating, and managing casualty operations for the theater and identifies any additional locations
requiring placement of casualty liaison elements. These locations are in addition to the normal General
Officer-level HQ, G-1/AGs, Role 3 MTFs, and mortuary affairs collection points. The ASCC G-1/AG also
continues planning, coordinating, establishing, and managing postal operations for the theater, and identifies
and coordinates with the TSC and TPOC to ensure adequate postal operations resources are available
throughout the theater AO.
7-34. In the division AO/division consolidation area, the division G-1 conducts key HR tasks such as PASR,
HR support to casualty operations, PRM, EPS, and PIM. They also maintain personnel asset visibility
throughout all operations and collect data gathered by subordinate S-1s to adjust HR support to subordinate
organizations as required.
7-35. In the brigade AO/brigade consolidation area, generally, there are no HR companies or any other SRC
12 element supporting brigades. However, with proper coordination between brigade S-1s and division G-1,
additional support may be requested from the supported division. In support of RSOI, S-1s continue to focus
on manning the force and HR support to casualty operations (casualty reporting). They also perform
mailroom operations and continue providing EPS for their organizations. Brigade and subordinate S-1s
receive and track all attached and assigned Soldiers, DOD and DA Civilians, and CAAF operating in the
unit’s AO. Maintaining visibility through operations and tactical enablers assists S-1s in gathering data
necessary to perform their missions. Tactical communications can provide information on unit moves,
casualties, task organization changes, and other information affecting HR operations. Maintaining this
visibility provides redundant and new information that S-1s can input into the HR system of record.
HR PLANNING CONSIDERATIONS BY ECHELON FOR
OPERATIONS TO PREVENT
7-36. The following paragraphs, listed from strategic to tactical level, include HR planning considerations
by echelon for operations to prevent to support LSCO.
HQDA G-1
7-37. Human resources planning considerations for the HQDA G-1 during operations to prevent may
include, but are not limited to––
* HR support to replacement operations:
Ensure readiness of personnel to serve the needs of the Army across the range of military
operations.
Coordinate with HQDA DCS G-3/5/7 to determine manning levels and turbulence thresholds
for units within the operational force, operational depth, and generating force to include the
institutional Army.
Continue providing integration and synchronization to identify/provide filler/personnel
replacement requirements for each OPLAN (ASCC responsible). |
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* HR support to casualty operations: Synchronize with the HRC to determine the effectiveness of
current casualty reporting policy.
HRC
7-38. Human resources planning considerations for the HRC during operations to prevent may include, but
are not limited to––
* PASR: Conduct error reconciliation and deviations in strength between HR systems.
* HR support to replacement operations:
Perform total Army strength management on behalf of the HQDA DCS, G-1 to distribute
Soldiers across the total force IAW HQDA’s established priorities during periods of
mobilization when all three Army components are heavily leveraged to support LSCO or
major contingency operations.
Maintain a manning COP that tracks MOS/area of concentration and grade composition of all
sources of Soldiers available for distribution; authorities, resources, and amount of time to
access each population of distributable Soldiers; and personnel strengths of units
appropriately categorized to enable command decision making based on current mission
requirements.
Distribute low-risk members of the training, transient, holdee, and student (for example,
professional military education) and cross-level over-strength personnel to meet the Army’s
prioritized personnel needs.
Redistribute excess members of units from the operational depth not deploying to a combat
theater to theater Armies as required to resource their personnel requirements.
Initiate mobilization of members of the individual ready reserve to mitigate personnel
shortfalls under LSCO.
Identify and provide filler, personnel replacement, and rotational personnel requirements.
Validate ASCC casualty replacement requirements by MOS and grade.
Execute replacement flow to theater; examine higher-level management for individual
replacements from HRC to divisions, instead of HRC to brigade-level.
* Postal operations: Ensure information flow between ASCCs, major commands, and MPSA/USPS
on postal matters.
* HR support to casualty operations:
Synchronize with the HQDA G-1 to integrate casualty reporting contingency plans in the
event casualty reporting requirements exceed current capacity.
Coordinate with the theater CIC to establish connectivity for casualty reporting.
* Other HR considerations: Obtain authorization for units to implement stop loss and stop move.
MPSA/USPS
7-39. Human resources planning considerations for the MPSA/USPS during operations to prevent may
include, but are not limited to conducting a postal estimate to identify rules of allocation based on postal
service level(s), determining mail service restriction levels (for example, letter class mail only), planning for
availability of free mail, and planning for processing/handling procedures for casualty mail during LSCO.
ASCC G-1/AG
7-40. Human resources planning considerations for the ASCC G-1/AG during operations to prevent may
include, but are not limited to––
* PASR:
Train HR personnel as part of the early entry element to establish initial PASR for the theater.
Plan, establish policy, set priorities, and manage PASR for the theater.
Identify internal and external HR support requirements for the theater. |
1-0 | 146 | Chapter 7
Coordinate with the combatant commander to ensure Army PASR policies are in
synchronization with joint policies.
Continue training on procedures for manual PASR in preparation for degraded and
disconnected operations.
* HR support to replacement operations:
Provide HQDA and the HRC with critical personnel planning assumptions associated with
major OPLANs (for example, Army personnel replacement requirements).
Establish theater hierarchy associated with annex A, Task Organization, based on desired
command relationships between theaters organic, assigned and attached units. Unit hierarchy
used to establish permissions between strength managers who assign NRP and, when
required, cross-level personnel amongst units.
Develop and approve replacement estimate and program individual casualty filler
replacements in the TPFDD in coordination with the HRC.
Request DUIC through HQDA, DCS G-3/5/7 Force Management.
Assign casualty filler personnel to an ASCC DUIC, process through the TG PAT, and forward
to a Task Force Reconstitution until onward movement and integration is determined.
Plan for replacement flow to lower echelons.
Plan for changes to the TPFDD-Rotational Forces geographic location of assignment if a
prolonged war is expected.
Monitor establishment of replacement staging areas.
* Postal operations:
Establish postal operations within the theater G-1/AG AO.
Plan for disrupted postal flow – restricted to letter mail only (postal flow estimates).
Consider/authorize placement of the MPO in the corps consolidation area due to mobility of
division HQ.
Consider adjusting roles and responsibilities by echelon depending on operational
environment.
Plan for processing/handling procedures for casualty mail (mass casualties).
Continue coordinating commercial internet for mail processing and USPS retail to support
postal operations as the theater matures to support the ASCC’s contingency plan.
Ensure postal operations are included as part of tab A, appendix 2, to annex F of the OPORD
or contingency plan. If Army postal organizations provide postal support to joint and
multinational forces, they must be addressed in the OPORD.
Maintain liaison with the SPM, TSC/ESC, TPOC, and host nation for postal functions.
Process requests to the SPM for APO activations and deactivations.
Assist the TSC/ESC, TPOC, and MMT in obtaining postal resources to support the theater
postal mission.
Monitor postal irregularities and postal offenses reported by the TPOC.
Ensure the TSC/ESC, TPOC, and MMT have systems in place to identify deficiencies in the
postal operating system and takes appropriate actions to correct deficiencies.
Develop, in coordination with the TSC/ESC, TPOC, and MMT, procedures for addressing
customer complaints, inquiries, suggestions, and for the expeditious return of casualty mail.
Address or forward to the SPM all theater postal issues not resolved by the TSC/ESC, TPOC,
or MMT.
* HR support to casualty operations:
Implement casualty OPLAN and policies for theater.
Provide oversight for theater casualty operations.
Implement policy for location of casualty liaison elements; identify additional locations
requiring placement of casualty liaison elements. Locations are in addition to the normal
General Officer-level HQ, G-1/AGs, Role 3 MTFs, and mortuary affairs collection points. |
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Establish casualty reporting authorities for submission of casualty reports (based on guidance
and agreements from the JTF, joint forces land component command, and coalition forces
land component command).
Establish guidance for the authority to delegate to the corps the approval and release of
casualty reporting directly to CMAOD – important under LSCO.
Implement plan for DCIPS/casualty reporting requirements and time restraint adjustments in
preparation for increased volume (mass casualties) or when degraded and disconnected
operations occur.
Implement plan for possible increased workload of the theater CIC (mass casualties).
Develop plan to monitor LOD investigations.
CORPS G-1/AG AND DIVISION G-1
7-41. Human resources planning considerations for the corps G-1/AG and division G-1 during operations to
prevent may include, but are not limited to––
* PASR:
Execute PASR reporting requirements.
Monitor force flow into theater.
Maintain personnel readiness data and personnel information on all deploying personnel.
Publish and practice procedures for manual PASR in degraded/disconnected operations.
Consider forward deploying the HROC to augment the G-1/AG PRM section.
Oversee technical functionality of automated HR systems and databases associated with corps
and division-levels.
Collect and analyze critical strength reporting information.
Monitor the deployed personnel database to ensure hierarchy reflects current task
organization.
* HR support to replacement operations:
Monitor personnel replacement requirements.
Communicate with higher HQ for replacement operations requirements.
Recommend fill priority.
Assist the ASCC G-1/AG and the HRC in the development of replacement plans.
Manage replacement flow to lower echelons. For example, corps-level controls individual
fills (priority) and direct replacement movement within the corps’ AOR.
Assist with increased personnel replacement flow; consider liaisons at APODs equal
increased demand on corps and division HR assets.
Monitor conditions and operations that may require reconstitution or regeneration.
* Postal operations:
Implement joint and theater-level postal policies for assigned and attached units.
Coordinate with the HROB and TPOC on changes to brigade mail delivery points.
Reconcile postal problems or changes in postal support requirements with the HROB, TPOC,
or the ASCC G-1/AG.
Include postal operations support in all OPLAN/OPORDs.
* HR support to casualty operations:
Advise the ASCC G-1/AG of casualty reporting requirements and time constraints that may
need adjusted due to increased volume (mass casualties) and/or during degraded and
disconnected operations.
Refine and validate the casualty estimate.
Ensure casualty reporting and tracking information is integrated.
Monitor patient tracking and accountability through the surgeon. |
1-0 | 148 | Chapter 7
Monitor duty status-whereabouts unknown, missing, prisoner of war, and missing-in-action
cases.
Maintain liaison with casualty liaison elements, mortuary affairs, medical commands, and
MTFs.
Coordinate and execute civilian, joint, and multinational casualty actions as directed and
augmented.
Direct casualty reporting requirements during degraded and disconnected operations.
Monitor progress of all summary court martial officers and LODs.
* Other HR considerations:
Develop and coordinate operational personnel policies.
Manage the rotation policy (if applicable).
Manage MWR and command interest programs.
Produce annexes and commander’s estimates to support LSCO.
BRIGADE AND BATTALION S-1
7-42. Human resources planning considerations for the brigade and battalion S-1 during operations to
prevent may include, but are not limited to––
* PASR:
Continue training on procedures for manual PASR in preparation for degraded/disconnected
operations.
Maintain communication with command nodes.
* HR support to replacement operations:
Identify and report critical MOS and key leader shortages to higher echelons.
Identify secondary MOS of assigned Soldiers for potential backfills.
Maintain and assess Soldier and unit readiness.
Coordinate with the S-3 and S-4 during replacement operations.
* Postal operations:
Continue training on procedures for handling casualty mail (mass casualties).
Designate unit mail clerks and postal officers.
Reevaluate postal capabilities considering current and future operations.
Advise commanders and staff on unit mailroom operations.
Monitor changes in mail flow and unit responsibilities for receiving mail.
* HR support to casualty operations:
Train on DCIPS/casualty reporting (manual reporting) in preparation for possible
degraded/disconnected operations.
Advise commanders and staff on HR support to casualty operations.
Monitor changes to casualty reporting procedures. The DCIPS casualty reporting
requirements and/or time restraints may need adjusting due to increased volume (mass
casualties) and/or during degraded/disconnected operations.
Maintain lines of communication with casualty liaison elements and casualty collection areas
to monitor reporting and transportation of remains.
* Other HR considerations:
Consider how changes in Soldier readiness will affect deployability and replacement
operations.
Provide MWR support for prolonged preventing operations. |
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TPOC
7-43. Human resources planning considerations for the TPOC during operations to prevent may include, but
are not limited to––
* PASR – TPOC, Personnel Accountability and Systems Division:
Include trained and skilled HR personnel as part of the early entry element to establish initial
PASR for the theater.
Establish the initial theater database.
Continue coordination with CONUS APOD, CRCs, and Air Force planners to maintain
projected personnel flow rates.
Establish procedures for manual PASR in degraded/disconnected operations.
Continue monitoring error reconciliation and deviations in strength between HR systems.
Utilize DTAS to track all theater and rotational unit personnel; continue operating the DTAS
Help Desk and provide training to theater and rotational units enabling G-1/AG and S-1s.
Continue coordination with the ASCC G-1/AG to modify PASR policies and priorities during
operations to prevent.
* HR support to replacement operations:
Continue assisting the ASCC G-1/AG and the HRC in the development of replacement plans.
Identify personnel accountability locations in theater based on initial personnel flow.
Coordinate logistics and communications support.
* Postal operations – TPOC, POD:
Assist the MMT team in establishing and executing initial postal operations.
Provide operational postal support and battle track all theater postal operations.
Establish the deployed AO postal inspection plan.
Determine processing/handling procedures for casualty mail (mass casualties).
Maintain close coordination and postal planning with the MPSA, the servicing JMPA, and
corps/division planners is key.
Coordinate APOs and locations IAW guidance from the ASCC G-1/AG and MPSA.
Monitor and determine appropriate mail flow rates and ensure current data integrates into all
TSC/ESC DMC planning.
THEATER CASUALTY INFORMATION CENTER
7-44. Human resources planning considerations for the theater CIC during prevent operations may include,
but are not limited to––
* Provide trained and skilled HR personnel to establish theater casualty operations.
* Establish the theater CIC as part of theater opening.
* Anticipate possible increased workload of the theater CIC (mass casualties).
* Coordinate with the ESC and/or sustainment brigade HROB to ensure the HR company establishes
the required casualty liaison at designated locations.
* Consider recommending adjustments to casualty reporting requirements due to increased volume
(mass casualties) and/or during degraded/disconnected operations.
* Disseminate manual casualty reporting procedures during disconnected operations.
HROB
7-45. Human resources planning considerations for the HROB during operations to prevent may include
similar considerations as in operations to shape, but with additional emphasis on PASR.
* PASR:
Properly allocate SRC 12 resources throughout the division.
Coordinate logistical support for HR units. |
1-0 | 150 | Chapter 7
Provide and coordinate PASR training and guidance.
Identify gaps or excessive overlaps in HR assets.
Ensure timely transfer of personnel in and out of the APOD.
* HR support to replacement operations: Gather personnel allocation decisions and inform the SPO
of movement requirements.
* Postal operations:
Coordinate logistical support for the establishment of APOs and mail transportation.
Plan and coordinate future mobile postal missions within the AO.
Assist with establishing HR contracting efforts for use during stabilization and enabling civil
authorities.
* HR support to casualty operations:
Plan for and track placement of HR elements conducting casualty liaison.
Ensure HR personnel are trained and capable of performing HR support to casualty
operations.
TG PAT
7-46. Human resources planning considerations for the TG PAT during operations to prevent may include,
but are not limited to––
* PASR:
Operate personnel processing centers at aerial ports and/or seaports of embarkation.
Obtain database information from the S-1.
Provide data integration for all personnel entering, departing, and transiting theater.
Account for and ensure accuracy of personnel in DTAS.
Maintain connectivity for communications and PASR.
Continue training on procedures for manual PASR in preparation for degraded and
disconnected operations.
Coordinate with casualty liaison elements to collect data on casualties medically evacuated
out of theater.
Multiple points of entry may require additional personnel accounting elements – or internal
support from respective units.
* Other HR considerations:
Monitor rules of allocation for possible addition of HR platoons if numbers exceed TG PAT
capability.
Conduct EPS as required.
Provide RSOI support to the G-1/AG and S-1.
Coordinate personnel augmentation with the HROB and HR company.
Coordinate onward movement for incoming personnel.
Coordinate with the HROB and SPO for all transportation visibility in and out of theater.
MMT
7-47. Human resources planning considerations for the MMT during operations to prevent may include, but
are not limited to––
* Postal operations:
Establish and operate the MMT.
Coordinate mail transportation and security with HROB, TPOC POD, and sustainment
brigade SPO in and out of theater.
Determine predisposition locations in theater to receive mail.
Establish communications systems to support postal operations. |
1-0 | 151 | HR Support and HR Planning Considerations during the Army Strategic Roles
Determine contingency storage area for mail overflow.
Establish customs procedures in coordination with local customs authorities.
Continue training on procedures for manual tracking systems for postal operations in
preparation for degraded and disconnected operations.
Establish technical guidance and support from the HROB, TPOC POD, and MPSA.
Disseminate retrograde mail guidance to APOs and units.
* Other HR considerations:
Coordinate personnel augmentation with the HROB and HR company.
Coordinate with the TPOC POD for automated postal systems access.
HR COMPANY
7-48. Human resources planning considerations for the HR company during operations to prevent may
include, but are not limited to––
* PASR:
Facilitate training of HR squads/teams on personnel accounting reporting procedures for
PASR, including procedures for manual PASR in preparation for degraded and disconnected
operations.
Provide and forecast future HR elements to operate the TG PAT and other intra-theater APOD
personnel accounting locations.
* Postal operations:
Coordinate with the MMT to facilitate training of postal platoons on postal operations.
Consider missioning postal platoon personnel to support HR critical tasks as required.
Anticipate postal platoon shortages based on division size element (assigned population).
Train postal platoons on the processing and handling procedures for casualty mail (mass
casualties).
Continue training postal platoons on procedures for manual postal operations in preparation
for degraded and disconnected operations.
Assist as a liaison for logistical and transportation support between postal elements and the
brigade/battalion S-4 and SPO.
* HR support to casualty operations:
Embed HR squads/teams in mortuary affairs companies and Role 3 MTFs as they become
established.
Rotate casualty liaison personnel based on operational tempo.
Coordinate appropriate HR systems access for casualty liaison elements through the
authorized HR systems access manager.
Continue training on procedures for manual casualty tracking and reporting from casualty
liaison elements in preparation for degraded and disconnected operations.
* Other HR considerations:
Monitor rules of allocation and coordinate with HROB and TPOC for potential additional
SRC 12 augmentation.
Develop and improve tracking metrics for all HR elements assigned.
Advise HROBs on location and workload of HR elements conducting personnel accounting,
casualty liaison, and postal missions.
Disseminate mission changes from the HROB and TPOC to subordinate HR and postal
elements.
Assist as a liaison for signal support between HR and postal elements and the battalion or
brigade S-6. |
1-0 | 152 | Chapter 7
OVERVIEW OF HR SUPPORT TO LARGE-SCALE COMBAT
OPERATIONS (DEFENSIVE/OFFENSIVE)
7-49. Under large-scale combat operations, the operational environment remains a complex extended
battlefield against a peer adversary; deterrence efforts have failed, force projection operations are underway,
decisive action operations have commenced. Characteristics of sustaining LSCO include volume, lethality,
precision, and tempo. Peer threats with modern weapons employed en masse will have the potential to
overwhelm maintenance, medical, replacement personnel, and mortuary affairs capabilities. Peer threats can
influence and direct irregular forces, criminal elements and hostile populations, and can impose disruptive
effects in cyberspace challenging Army sustainment during force projection. The threat will employ their
resources across multiple domains to attack U.S. vulnerabilities including sustainment facilities, networks,
and formations. They create lethal and non-lethal effects throughout the operational environment; seek to
inflict significant damage across multiple domains in a short period and see to delay friendly forces long
enough to achieve their goals.
7-50. Based on the peer threat capability across multiple domains, formations conducting decisive action
within the JOA will need to establish smaller temporary bases that are more dispersed and mobile than
conventional bases. Considering the credible threat capability and dispersed array of friendly forces, LSCO
will require a higher volume of personnel, materiel, and equipment significantly greater than other types of
operations. Large-scale combat operations will necessitate high operational tempo and is more lethal than
other types of operations resulting in more casualties (mass casualties), replacement personnel, and
equipment on a larger scale.
7-51. During defensive and offensive operations, HR planners should expect large numbers of casualties in
a short period or over extended depths of the battlefield and must be prepared to process mass casualties and
replacement personnel on a large-scale to include reconstitution to maintain PASR and to build and sustain
combat power. Personnel replacements must be forecasted and any lack of replacement capacity briefed to
maneuver commanders as a risk to the mission. A high intensity operational tempo, coupled with potentially
degraded systems and communications, will negatively impact personnel status and casualty reporting.
Human resources planners can also utilize push package planning to forward position replacements and assist
with replacement flow. If communications are degraded, sustainers automatically dispatch these push
packages to supported units.
7-52. During LSCO, HR elements focus on accurate and timely personnel accounting, information, and
readiness management to rapidly generate and sustain combat power. Key HR entities to support defensive
and offensive operations during LSCO will be challenged by degraded communication (reporting latency and
accuracy issues) and highly-contested, lethal and non-lethal environments. To support RSOI, support to
replacement and casualty operations are two of the key tasks that must be prioritized and synchronized to
allow commanders the freedom of action to maneuver and provide extended operational reach. Key HR
activities identified for LSCO (defensive/offensive) include––
* Personnel asset visibility/strength reporting.
* HR support to replacement operations (RSOI).
* HR support to casualty operations (casualty reporting).
* HR support to reconstitution operations.
7-53. During LSCO, the ASCC G-1/AG continues planning and prioritizing HR support to assure a unity of
purpose and effort maximizing the readiness and operations capabilities of forces within theater. The ASCC
G-1/AG continues to monitor strength and determine replacement priorities with the G-3/commander,
monitor replacement operations, and monitor any reassignments to meet operational requirements.
7-54. The TPOC continues to integrate and execute planning, PASR, and postal operations (with respective
restrictions, if any) throughout the theater as defined by the ASCC G-1/AG. The TPOC provides technical
guidance and oversight to theater HR elements and coordinates with the TSC for replacement flow.
7-55. Human resources operations branches, collocated with ESC DMCs and sustainment brigade SPOs,
continue planning, coordinating, integrating, and synchronizing and allocating HR support to casualty
operations, postal operations missions, and HR assets within the DSB and ESC AO. They also continue to
serve as the main integrator between the TPOC and assigned and attached HR units (HR company, TG PAT, |
1-0 | 153 | HR Support and HR Planning Considerations during the Army Strategic Roles
and MMT) and as the primary integrator between supported units (G-1/S-1) and sustainment organizations
for external HR support. The HROBs also continue synchronizing non-HR support requirements with other
sustainment elements and organizations; planning, projecting, and recommending HR support requirements
for current and future military operations using MDMP; and ensuring the emplacement and displacement of
HR support organizations are in synchronization with the concept of support plan for PASR, HR support to
casualty operations, and postal operations during LSCO.
7-56. In corps support areas, corps G-1/AGs continue to execute procedures IAW ASCC policies and
procedures in their respective AOR. They continue to review and refine HR plans, strength reporting, casualty
reporting and tracking, and personnel readiness management as necessary to ensure they report timely and
essential information to inform replacement priorities set by the ASCC. At some point, a Task Force
Reconstitution commander is identified and close coordination with that commander is required to support
reconstitution capabilities.
7-57. In division support areas, division G-1s continue to execute IAW ASCC and corps policies and
procedures. They continue to conduct HR planning, strength reporting, HR support to casualty operations
(casualty reporting), and personnel readiness management as necessary to ensure they report essential
information to inform replacement priorities.
7-58. In brigade support areas, subordinate brigade and battalion S-1s across the battlefield continue to plan,
provide, and coordinate the delivery of HR support, services, or information to all assigned/attached
personnel within their HQ and subordinate battalions or companies. Their primary focus during LSCO is
PASR and casualty reporting which directly affects the personnel readiness management functions
supporting replacement and reorganization operations. They accomplish these tasks by monitoring,
collecting, and verifying HR related information and then reporting the information in the appropriate HR
system of record. Human resources support information directly impacts the commander’s COP as it pertains
to combat capability (for example, crew status, personnel shortages, and unit strengths). They continue
coordinating with higher HQ S-1/G-1/AGs and the HROB SPO for external HR assets and support as
necessary. During operational pauses, or as the commander directs, HR support may also include EPS or
Army band support for morale and welfare, recognizing cultural and historical traditions, and memorial and
ceremonial events.
HR PLANNING CONSIDERATIONS BY ECHELON FOR LARGE-
SCALE COMBAT OPERATIONS (DEFENSIVE/OFFENSIVE)
7-59. The following paragraphs, listed from strategic to tactical level, include HR planning considerations
by echelon for LSCO (defensive/offensive).
HQDA G-1
7-60. Human resources planning considerations for the HQDA G-1 during LSCO (defensive/offensive) may
include, but are not limited to––
* HR support to replacement operations:
Ensure readiness of personnel to serve the needs of the Army across the range of military
operations.
Continue coordination with HQDA, DCS G-3/5/7 to determine manning levels and turbulence
thresholds for units within the operational force, operational depth, and generating force to
include the institutional Army.
Continue providing integration and synchronization to identify/provide filler/personnel
replacement requirements for each OPLAN (ASCC responsible).
* HR support to casualty operations:
Determine if the Army’s casualty reporting policy capacity meets current casualty reporting
requirements.
Implement new Army casualty reporting policy that meets current casualty reporting
requirement capacity, as needed. |
1-0 | 154 | Chapter 7
HRC
7-61. Human resources planning considerations for the HRC during LSCO (defensive/offensive) may
include, but are not limited to––
* PASR: Reconcile deviations in strength between HR systems.
* HR support to replacement operations:
Execute total Army strength management on behalf of the HQDA DCS, G-1 to distribute
Soldiers across the total force IAW HQDA’s established priorities during periods of
mobilization when all three Army components are heavily leveraged to support LSCO or
major contingency operations.
Maintain a manning COP that tracks MOS/area of concentration and grade composition of all
sources of Soldiers available for distribution; authorities, resources, and amount of time to
access each population of distributable Soldiers; and personnel strengths of units
appropriately categorized to enable command decision making based on current mission
requirements.
Distribute low-risk members of the training, transient, holdee, and student (for example,
professional military education) and cross-level over-strength personnel to meet the Army’s
prioritized personnel needs.
Redistribute excess members of units from the operational depth not deploying to a combat
theater to theater Armies as required to resource their personnel requirements.
Initiate mobilization of members of the individual ready reserve to mitigate personnel
shortfalls under LSCO.
Identify and provide filler, personnel replacement, and rotational personnel requirements.
Validate ASCC casualty replacement requirements by MOS and grade.
Facilitate replacement flow to theater; examine higher-level management for individual
replacements from HRC to divisions.
* Postal operations: Maintain continuous information flow between ASCCs, major commands, and
MPSA/USPS on postal matters and postal service levels.
* HR support to casualty operations:
Assess installation casualty assistance centers readiness for casualty reporting requirements.
Implement updated casualty reporting plans that meets the demands of current casualty
reporting requirement capacity.
Synchronize with the theater CIC.
Coordinate with the theater CIC to ensure all in-theater casualty notifications are complete.
* Other HR considerations: Obtain authorization for units to utilize the stop loss and stop move
program.
MPSA/USPS
7-62. Postal operations planning considerations for the MPSA/USPS during LSCO (defensive/offensive)
may include, but are not limited to determining restriction of mail service level (for example, letter class mail
only), availability of free mail, and processing/handling procedures for casualty mail (mass casualties).
ASCC G-1/AG
7-63. Human resources planning considerations for the ASCC G-1/AG during LSCO (defensive/offensive)
may include, but are not limited to––
* PASR:
Continue planning, refining policies, setting priorities, managing PASR for the theater.
Identify internal and external HR support requirements for the theater.
Coordinate with the combatant commander ensuring Army PASR policies are in
synchronization with joint policies. |
1-0 | 155 | HR Support and HR Planning Considerations during the Army Strategic Roles
Execute manual PASR during degraded and disconnected operations.
Oversee technical functionality of automated HR systems and databases associated with corps
and division-levels.
* HR support to replacement operations:
Maintain theater hierarchy associated with annex A, Task Organization, based on desired
command relationships between theaters organic, assigned and attached units. Unit hierarchy
used to establish permissions between strength managers who assign NRP and, when
required, cross-level personnel amongst units.
Develop and approve replacement estimation and program individual casualty filler
replacements in the TPFDD in coordination with the HRC.
Assign casualty filler personnel to an ASCC DUIC, process through the TG PAT, and forward
to a Task Force Reconstitution until onward movement and integration is determined.
Plan for replacement flow to lower echelons.
Plan for changes to the TPFDD-Rotational Forces geographic location of assignment if a
prolonged war is expected.
Continue integrating with the TSC, ESC, corps, and divisions for proper replacement flow in
theater.
Ensure availability of trained personnel on the usage of the MPTk. Ability to receive
permission to download and install the software.
* Postal operations:
Continue management of postal operations within the theater G-1/AG AO.
Plan for possible disrupted postal flow – restricted to letter mail only (postal flow estimates).
Consider/authorize placement of the MPO in the corps consolidation area due to mobility of
division HQ.
Consider adjusting roles and responsibilities by echelon depending on operational
environment.
Process casualty mail.
Continue coordinating commercial internet for mail processing and USPS retail to support
postal operations as the theater matures to support the ASCC’s contingency plan.
Maintain liaison with the SPM, TSC/ESC, TPOC, and host-nation for postal functions.
Process requests to the SPM for APO activations and deactivations.
Assist the TSC/ESC, TPOC, and MMT in obtaining postal resources to support the theater
postal mission.
Monitor postal irregularities and postal offenses reported by the TPOC.
Ensure the TSC/ESC, TPOC, and MMT have systems in place to identify deficiencies in the
postal operating system and takes appropriate actions to correct deficiencies.
Monitor, in coordination with the TSC/ESC, TPOC, and MMT, procedures for addressing
customer complaints, inquiries, suggestions, and for the expeditious return of casualty mail.
Address or forward to the SPM all theater postal issues not resolved by the TSC/ESC, TPOC,
or MMT.
* HR support to casualty operations:
Monitor casualty OPLAN and policies for theater.
Provide oversight for theater casualty operations.
Anticipate changes to location of casualty liaison elements; identify additional locations
requiring placement of casualty liaison capabilities. Locations are in addition to the normal
General Officer-level HQ, G-1/AGs, Role 3 MTFs, and mortuary affairs collection points.
Establish casualty reporting authorities for submission of casualty reports (based on guidance
and agreements from the JTF, joint forces land component command, and coalition forces
land component command). |
1-0 | 156 | Chapter 7
Establish guidance for the authority to delegate to the corps the approval and release of
casualty reporting directly to CMAOD – important under LSCO.
Implement plan for DCIPS/casualty reporting requirements and time restraint adjustments in
preparation for increased volume (mass casualties) or when degraded and disconnected
operations occur.
Implement plan for possible increased workload of the theater CIC (mass casualties).
Monitor LOD investigations.
* Other HR considerations:
Anticipate cyber threats/attacks – cyber-attacks on automation and communications systems
will deny, degrade, and disrupt PASR and the casualty tracking and reporting flow.
Update SOPs – may be required to determine type and frequency of data in the event of
information system black out. Manual use of logging actions will be the only alternative for
HR systems.
Plan for the inability to feed the commander’s COP with appropriate information. Timeliness
and accuracy of PERSTAT reports will likely be degraded during LSCO, which limits
responsiveness to supported units.
CORPS G-1/AG AND DIVISION G-1
7-64. Human resources planning considerations for the corps G-1/AG and division G-1 during LSCO
(defensive/offensive) may include, but are not limited to––
* PASR:
Execute PASR reporting requirements.
Monitor force flow into theater.
Manage personnel readiness data and personnel information on all deploying personnel.
Manage personnel asset visibility when conducting PASR while moving to a new tactical
operations cell with multiple command nodes, anticipating latency in communication,
intermittent communication, and loss of contact in the AO.
Execute manual PASR during degraded and disconnected operations.
Communicate to the HROC to augment the G-1/AG PRM section when necessary.
Monitor error reconciliation and deviations in strength between HR systems.
Collect and analyze critical personnel readiness information.
Monitor the deployed personnel database to ensure hierarchy reflects current task
organization.
Oversee technical functionality and automated HR systems and databases associated with
corps and division-levels.
* HR support to replacement operations:
Monitor conditions and operations that may require reconstitution or regeneration.
Monitor personnel replacement requirements.
Recommend fill priority.
Assist the ASCC G-1/AG and the HRC in the refining replacement plans.
Communicate with force provider for replacement operations requirements.
Plan replacement flow to lower echelons. For example, corps-level controls individual fills
(priority) and direct replacement movement within the corps’ AOR.
Assist with increased personnel replacement flow; consider liaisons at APODs equal
increased demand on corps and division HR assets.
Communicate with liaisons at the APODs.
Ensure availability of trained personnel on the usage of the MPTk. Ability to receive
permission to download and install the software.
* Postal operations: |
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Coordinate with the HROB and TPOC on changes to brigade mail delivery points.
Reconcile postal problems and changes in postal support requirements with the HROB,
TPOC, or the ASCC G-1/AG.
Include postal operations support in all OPLANs and OPORDs.
* HR support to casualty operations:
Execute casualty reporting requirements and advise the ASCC G-1/AG of time restraints that
may need adjusting due to increased volume (mass casualties) and/or during degraded and
disconnected operations.
Refine and validate casualty estimates.
Ensure casualty reporting and tracking is integrated.
Monitor patient tracking and accountability through the surgeon.
Monitor duty status-whereabouts unknown, missing, prisoner of war, and missing-in-action
cases.
Maintain liaison with casualty liaison elements, mortuary affairs companies, medical
commands, and MTFs.
Coordinate and execute civilian, joint, and multinational casualty actions as directed and
augmented.
Monitor the progress of all summary court martial officers and LODs.
* Other HR considerations:
Understand how terrain and distance may limit/degrade communication and force utilization
of retransmit stations (Division G-1). This is important for Combat Service Support
Automated Information Systems Interface/Very Small Aperture Terminal operations.
Anticipate cyber threats/attacks. Cyber-attacks on automation and communications systems
will deny, degrade, and disrupt PASR and the casualty tracking and reporting flow.
Update SOPs. This may be required to determine type and frequency of data in the event of
information system black out. Manual use of logging actions will be the only alternative for
HR systems.
Plan for the inability to provide timely and accurate information to the commander’s COP.
Implications associated with LSCO will hinder timely and accurate submission of PERSTAT
reports, which will limit responsiveness to supported units.
Anticipate degraded corps G-1/AGs and division G-1s – Possibility of corps G-1/AGs and
division G-1s degraded over time with focus and requirements shifting back to corps/division
to fight as formations during LSCO. Therefore, casualty reporting, strength management, and
replacement operations may require additional SRC 12 (theater HR organizations) support at
echelon.
Manage rotation policy (if applicable).
Manage MWR and command interest programs as dictated by mission and the commander.
Produce annexes and commander’s running estimates to support LSCO.
BRIGADE AND BATTALION S-1
7-65. Human resources planning considerations for the brigade and battalion S-1 during LSCO
(defensive/offensive) may include, but are not limited to––
* PASR:
Integrate arriving personnel into the theater personnel database.
Manage personnel asset visibility – Conduct PASR while moving to new tactical operations
cells. Plan for possible multiple command nodes, latency in communications, intermittent
communication while units move, loss of contact in one area, then three days later, make
contact from an entirely different area.
Implement procedures for manual PASR during degraded and disconnected operations.
Focus efforts on accurate and timely PASR. |
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* HR support to replacement operations:
Coordinate with division G-1 for replacement timelines.
Coordinate with S-3 and S-4 for operational and logistics support during replacement
operations.
* Postal operations:
Implement procedures for handling casualty mail.
Advise commanders and staff on mail flow restrictions.
* HR support to casualty operations:
Plan for DCIPS/Casualty reporting – Brigade and battalion capacity during LSCO will likely
require adjustments to reporting/timeliness expectations due to increased volume (mass
casualties) and degraded communication capabilities. Will be difficult to continue
maintaining communication, as well as casualty tracking and reporting while units move.
Maintain alternate casualty reporting methods to meet reporting timelines during the event of
decreased connectivity.
Focus efforts on accurate and timely casualty reporting.
* Other HR considerations:
Understand how terrain and distance may limit and degrade communication and force
utilization of retransmit stations (Brigade S-1s). This is important for Combat Service Support
Automated Information Systems Interface/Very Small Aperture Terminal operations.
Anticipate cyber threats/attacks. Cyber-attacks on automation and communications systems
will deny, degrade, and disrupt PASR and the casualty tracking and reporting flow. Plan for
operations under decreased connectivity and in a mobile environment.
Plan for the inability to provide timely and accurate information to the commander’s COP.
Implications associated with LSCO will hinder timely and accurate submission of PERSTAT
reports, which will limit responsiveness to supported units.
TPOC
7-66. Human resources planning considerations for the TPOC during LSCO (defensive/offensive) may
include, but are not limited to––
* PASR – TPOC, Personnel Accountability and Systems Division:
Continue maintenance of the theater database.
Continue coordination with CONUS APOD, CRCs, and Air Force planners to maintain
projected personnel flow rates.
Execute manual PASR during degraded and disconnected operations.
Continue monitoring error reconciliation and deviations in strength between HR systems.
Continue using DTAS to track all theater and rotational unit personnel; continue operating
the DTAS Help Desk and provide training to theater and rotational units enabling G-1/AG
and S-1s.
Continue coordination with the ASCC G-1/AG to modify PASR policies and priorities during
LSCO.
* HR support to replacement operations:
Continue assisting the ASCC G-1/AG and the HRC in refining the replacement plan.
Adjust personnel accounting locations in theater based on rules of allocation.
Coordinate logistics and communications support.
* Postal operations – TPOC, POD:
Continue providing operational postal support and battle track all theater mail operations.
Monitor processing/handling procedures for casualty mail (mass casualties).
Maintain close coordination and postal planning with the MPSA, the servicing JMPA, and
corps/division planners. |
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Coordinate APOs and locations IAW guidance from the ASCC G-1/AG.
Monitor and determine appropriate mail flow rates and ensure current data integrates into all
TSC/ESC DMC planning.
THEATER CASUALTY INFORMATION CENTER
7-67. Human resources planning considerations for the theater CIC during LSCO (defensive/offensive) may
include, but are not limited to––
* Operate the theater CIC.
* Anticipate possible increased workload of the theater CIC (mass casualties).
* Coordinate with the ESC and/or sustainment brigade HROB to ensure the HR company maintains
the required HR squads (casualty liaison elements) at designated locations.
* Consider adjustments to DCIPS/casualty reporting requirements and time restraints due to
increased volume (mass casualties) and/or during degraded and disconnected operations.
* Disseminate any changes to manual casualty reporting procedures during disconnected operations.
HROB
7-68. Human resources planning considerations for the HROB during LSCO (defensive/offensive) may
include, but are not limited to––
* PASR:
Continue coordination and synchronization with OCS cells to ensure any gaps associated with
PASR is covered or accounted for.
Maintain visibility of inbound and outbound transportation.
* HR support to replacement operations:
Serve as the link between operational units, TPOC, and ASCC G-1/AG at echelon on the
status and support of replacement operations.
Gather personnel allocation decisions and inform the SPO of movement requirements.
* Postal operations:
Continue coordination and synchronization with OCS cells to ensure any gaps associated with
postal is covered or accounted for.
Plan for increased storage space for backlogged mail.
* HR support to casualty operations: Continue tracking the placement of HR squads/teams
conducting casualty liaison.
* Other HR considerations:
Continue key integration between G-1/AGs at echelon and the sustainment enterprise.
Recommend reallocation of HR assets based on PASR, HR support to replacement operations,
and casualty reporting requirements.
TG PAT
7-69. Human resources planning considerations for the TG PAT during LSCO (defensive/offensive) may
include, but are not limited to––
* PASR:
Perform personnel accountability at aerial ports and/or sea ports of embarkation.
Provide data integration for all personnel entering, departing, and transiting theater.
Account for and ensure accuracy of personnel in DTAS.
Maintain connectivity for communications and PASR.
Account for replacements entering the theater.
Execute manual PASR during degraded and disconnected operations. |
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Coordinate with casualty elements to collect data on casualties medically evacuated out of
theater.
* Other HR considerations:
Plan for the possibility of SRC 12 (theater HR organizations) quickly losing capability to
support multiple points of theater entry while simultaneously conducting HR support to
replacement and casualty operations during LSCO. To mitigate, additional HR
platoons/squads/teams and/or internal S-1 support would be necessary for multiple entry
points.
Conduct EPS as required.
Coordinate onward movement for incoming personnel.
Coordinate with the HROB and SPO for all transportation visibility in and out of theater.
MMT
7-70. Human resources planning considerations for the MMT during LSCO (defensive/offensive) may
include, but are not limited to––
* Postal operations:
Reestablish communications systems to support postal operations, if applicable. Lack of
connectivity during degraded and disconnected operations hinders the necessary
communication link used to track unit movements and control mail movements from CONUS
to and throughout the AO.
Coordinate mail transportation and security with the HROB, TPOC POD, and sustainment
brigade SPO in and out of theater and between MMT and APOs.
Maintain communications systems to support postal operations.
Utilize contingency storage facilities for mail overflow.
Identify essential tasks for MMT operations with reduced personnel.
Maintain customs procedures in coordination with local customs authorities.
Execute manual tracking systems for postal operations during degraded and disconnected
operations.
Request technical guidance and support from the HROB, TPOC POD, and MPSA.
Disseminate retrograde mail guidance to APOs and units.
Conduct casualty mail operations.
* Other HR considerations: Reestablish automated postal systems access as needed.
HR COMPANY
7-71. Human resources planning considerations for the HR company during LSCO (defensive/offensive)
include, but are not limited to––
* PASR:
Disseminate refined personnel accounting reporting procedures for PASR.
Provide and forecast future HR platoons to operate the TG PAT and other intra-theater APOD
personnel accounting elements.
* Postal operations:
Anticipate possible postal platoon shortages based on division size element (assigned
population).
Assist as a liaison for logistical and transportation support between postal elements and the
battalion and brigade S-4 and SPO.
Establish and coordinate with commanders for mobile mail teams for battlefield circulation.
Plan for handling casualty mail – Increased volume of casualties increases requirements to
hold mail until notification takes place. Anticipate longer casualty reporting and notification |
1-0 | 161 | HR Support and HR Planning Considerations during the Army Strategic Roles
times (due to sheer volume), which in turn affects storage capacity and distribution for large
volumes of mail.
* HR support to casualty operations:
Prioritize and rotate casualty liaison elements based on operational tempo and proximity to
troop engagement.
Plan for possible increased requirements for casualty liaison and grave registration sites
beyond rules of allocation due to high number of casualties and temporary interment sites.
Anticipate increased numbers of casualties as corps and division forces advance. Casualty
liaison elements must coordinate with Role 3 MTFs to ensure accurate tracking and PASR.
Plan for casualty liaison elements to execute manual casualty tracking and reporting during
degraded and disconnected operations.
Reestablish appropriate HR systems access for HR squads providing support to casualty
operations through the authorized HR systems access manager if needed.
* Other HR considerations:
Monitor rules of allocation and coordinate with HROB and TPOC for potential additional
SRC 12 augmentation.
Refine tracking metrics for all HR elements assigned.
Advise HROBs on location and workload of HR elements conducting personnel accounting,
casualty liaison, and postal missions.
Disseminate mission changes from the HROB and TPOC to subordinate HR and postal
elements.
Assist as a liaison for signal support between HR and postal elements and the battalion or
brigade S-6.
Plan for loss of HR platoons if attacked. Possible use of RC forces or OCS to replace HR
platoons.
OVERVIEW OF HR SUPPORT TO OPERATIONS TO CONSOLIDATE
GAINS
7-72. During operations to consolidate gains, the operational environment remains a complex extended
battlefield. Remnant peer adversary forces may pose a threat, but U.S. forces may face hybrid threats from
insurgent forces and criminal organizations. Units may initially conduct only minimal stability tasks while
the focus remains on security. A transition to stability-focused operations will occur as security improves.
7-73. Successful operations to consolidate gains employ a combination of offensive, defensive, and stability
tasks as well as the entirety of the elements of national power to achieve success. We must assume that enemy
forces will employ all remaining available capabilities to protract the conflict, even as organized enemy
resistance declines. To defeat these efforts, commanders consider both the purpose of an operation and the
capacity for the enemy to resist. Success depends on the commander’s ability to exploit tactical success by
establishing security and stability in a manner sufficiently decisive to achieve national strategic aims.
7-74. Sustainment priorities continue to focus on support to maneuver forces. However, as the area becomes
more secure, priorities may shift to humanitarian assistance (such as providing food, water, shelter, and
medical support), engineering (restoration of essential services), and security force assistance activities.
Sustainment organizations consider these shifts during initial stages of operational planning to execute
support in a timely and effective manner.
7-75. Sustainment of consolidation of gains may involve the provision of essential government services,
emergency infrastructure reconstruction, and humanitarian relief for the local population. Typically, it
involves support for both U.S. forces and other unified action partners. Forces conducting operations to
consolidate gains may require the full complement of sustainment capabilities, especially if those operations
are prolonged.
7-76. Key HR activities during operations to consolidate gains aim to enhance sustainment capabilities that
directly support the geographic combatant commander’s theater campaign plan. The plan feeds into |
1-0 | 162 | Chapter 7
effectively maintaining tempo and enabling the transition from armed conflict to renewed competition, one
of the key tasks of sustainment in the operations to consolidate gains strategic role. Key HR activities to
operations to consolidate gains include––
* Maintain personnel asset visibility.
* Conduct transition planning.
* Coordinate redeployment.
* Continue reorganization operations.
* Conduct postal operations.
7-77. During operations to consolidate gains, deployed forces conduct activities to set conditions for a stable
environment. Forces remain arrayed similarly in the supporting areas as the previous role with theater
supporting forces in the joint security area. Human resources elements continue focusing on reorganization
and transition planning to support area security operations, primary stability tasks, and follow-on operations.
Key HR tasks remain personnel asset visibility, casualty reporting/status updates, and postal operations.
Some units may remain in contact with the enemy while others initiate the operations to consolidate gains
role. Human resources elements consolidate gains throughout all strategic roles. However, following the
tempo of LSCO and the volume of personnel movement on the battlefield (casualties and replacements), HR
elements will focus on providing personnel readiness management and reporting for units still in contact,
redeployment operations, and supporting closing the theater. Human resources elements resume postal flow
(if restricted or limited) and initiate the process to discontinue overall mail flow into theater to support
redeployment operations.
7-78. The field army is primarily responsible for orchestrating operations to consolidate gains while there is
still a significant threat of violence. The G-1/AG must provide commanders enough information enabling
them to plan, set, and continually adjust the conditions for a more favorable return to competition and a new
normal mainly in planning, requesting, coordinating, and allocating the required resources, and prioritizing
efforts across the entire AO.
7-79. The ASCC G-1/AG anticipates and requests additional combat force replacements and coordinates the
mechanisms required to move those capabilities into and out of theater and regenerate forces. During the
final phases of consolidating gains, the G-1/AG plans and coordinates the redeployment of Army forces, and
revises its long-term security cooperation plan for the new post-conflict security environment.
7-80. In corps support areas, G-1/AGs continue to support commanders in shaping the environment. The
corps assumes responsibility for operations to consolidate gains across the battlespace as the level of violence
subsides and the number of committed friendly forces in the battlespace lessens to a corps or less. The
G-1/AG continues supporting commanders with direct involvement in conducting the deliberate planning
and preparation to consolidate gains following the tactical success of its subordinate divisions. The corps is
responsible for overall planning, preparation, execution, and assessment to allow divisions and their brigade
combat teams to remain focused on retaining the initiative and maneuvering without loss of momentum. The
corps continually reorganizes its AO as appropriate to best facilitate rapid consolidation of gains and cannot
do this without accurate and timely personnel information (for example, personnel strength, replacement
personnel, and casualties).
7-81. In division support areas, G-1s continue to support commanders in shaping the environment. As part
of its singular focus on winning the close fight, the division concentrates first on consolidation versus
consolidating gains following tactical success. The division can organize a consolidation area and plan and
conduct longer-term stability tasks as a second priority when directed and provided more forces and other
appropriate resources. The corps may task a follow-and-support division to command and control the corps’
consolidation area as it grows during the campaign.
7-82. In brigade support areas, S-1s continue performing deployment and RSOI HR core competency tasks,
with priority on unit reorganization/regeneration and/or redeployment back to home station. Brigade S-1s
maintain sufficient HR capability to accomplish redeployment tasks. At the tactical brigade-level the
emphasis is on identifying personnel who may redeploy individually, preparing unit personnel for
redeployment and redeployment tasks, and EPS actions. |
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THEATER REDEPLOYMENT CONSIDERATIONS DURING
OPERATIONS TO CONSOLIDATE GAINS
7-83. The redeployment of forces from a theater of operations requires the same level of preparation and
planning as for theater opening. For the HR community, there are four major redeployment concerns:
* Ensure an adequate number of HR elements remain in theater to conduct the redeployment process
while reducing the HR support structure.
* Maintain PASR of redeploying forces.
* Assist in the reconstitution or reorganization effort, if applicable.
* Manage the flow of personnel to home stations.
7-84. Throughout the redeployment process, the TPOC maintains the capability and ability to maintain
PASR, and limited postal support during all phases of redeployment. This is crucial, as not all forces redeploy
simultaneously. As forces redeploy incrementally, so should the drawdown of HR units.
7-85. Like theater opening, planning for the redeployment of forces from a theater is critical to successful
execution of the redeployment process. Human resources planners from the ASCC G-1/AG, TPOC, and ESC
HROB are involved in all phases of redeployment planning to––
* Ensure the theater-wide plan for redeploying includes incremental drawdown of the HR support
structure.
* Determine if HR units or support elements should redeploy by unit or element.
* Determine the need, if any, to sustain a residual force to support post conflict activities.
* Develop redeployment procedures for individuals and units.
* Plan to conduct unit reconstitution or reorganization before redeployment (if necessary or
required).
* Identify any additional theater departure points. As forces redeploy, additional departure points
may be used. As such, planning should include the need to provide or add personnel accounting
capabilities at these locations.
* Consider if additional liaison personnel are needed, and if so, the proposed locations. This includes
liaison with aero medical evacuation to maintain accountability.
* Determine if a need exists to add additional CAC issuance capability at departure points. It may
be necessary to replace many lost or expired CACs.
* Maintain connectivity during the redeployment process for PASR and HR support to casualty
operations.
* Identify other specific requirements. For example, when redeployment, deployment, and
sustaining operations occur simultaneously, the TSC/ESC and TPOC may find it necessary to
rebalance or surge HR support personnel to support on-going operations and redeployment.
7-86. The same HR elements that conducted PASR, HR support to replacement operations and casualty
operations, and postal operations during theater opening or HR sustainment perform similar roles during
redeployment. Human resources support requirements vary depending on the nature and scale of
redeployment operations. For example, redeployment operations could range from limited personnel to entire
units. Depending upon the military strategy, unit rotations may still occur while other units redeploy. Key
considerations include, but are not limited to––
* Size of the force redeploying and deploying.
* Infrastructure requirements and limitations.
* Staging area capacities.
* Transportation decisions.
7-87. The challenge for planning HR support operations is effective coordination and synchronization,
vertically and horizontally, to ensure responsive and simultaneous support to on-going HR support operations
and redeployment operations. The HROB in the ESC and sustainment brigade is critical to the coordination
and synchronization effort. |
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PERSONNEL ACCOUNTING AND STRENGTH REPORTING
7-88. Throughout the redeployment process, the most critical of all HR functions is PASR. Personnel
accounting and strength reporting includes all personnel listed in the theater database and includes Soldiers,
joint, and multinational personnel, DOD and DA Civilians, and CAAF.
7-89. The following organizations have responsibilities for the redeployment of personnel:
* ASCC G-1/AG – Develops the theater-level plan in coordination with the TPOC and the ESC
HROB. The redeployment plan includes unit and command responsibilities; processing
procedures for joint, DOD and DA Civilians, and CAAF; and specific procedures for processing
for demobilizing RC Soldiers.
* TPOC – Establishes and maintains the theater database; coordinates with the ESC HROB to
identify points of departures; determines how to provide HR support during the drawdown;
identifies HR units and planned redeployment schedules; and if necessary, develops a plan to
sustain any residual force for post conflict activities.
* ESC and sustainment brigade HROBs – Develops a redeployment schedule for redeploying HR
units while simultaneously maintaining PASR, and ensures HR units redeploying late in the plan
have the necessary communications and logistics support.
* HR company – Provides HR unit redeploying recommendations to the HROB; personnel
accounting coverage at designated points of departure; CAC support at departure points; and
considers use of HR elements previously conducting casualty liaison as augmentation to personnel
accounting elements or the plans and operations section.
7-90. Generally, most unit personnel redeploy with their unit. However, some unit personnel redeploy before
the unit. These personnel can be unit advance parties, individual augmentees, or other personnel who deploy
separately from their units. Unit S-1s have a responsibility to maintain accountability of personnel
redeploying with the unit. They also have the responsibility to manifest their personnel and to provide the
personnel accounting elements at theater exit point a list of their manifested personnel. The personnel
accounting elements then have the responsibility to inactivate personnel from the theater database who have
departed from the theater of operations. The personnel accounting elements perform the same responsibilities
for redeploying personnel as they do for theater opening and sustainment operations.
HR SUPPORT TO CASUALTY OPERATIONS
7-91. Depending on the operational environment, casualties may continue to occur during operations to
consolidate gains. Individuals may also be killed or injured due to non-battle injuries. As such, the capability
to provide HR support to casualty operations during the redeployment of personnel and units must be
maintained. This includes the operation of the theater CIC. Casualty operations are one of the last theater HR
functions to close.
7-92. Once the decision is made to close the theater CIC, the synchronization and coordination to transfer
the casualty function is made with CMAOD to ensure casualty-reporting responsibilities are appropriately
handed off to another designated theater CIC or casualty element.
CLOSING POSTAL OPERATIONS
7-93. When closing postal operations, the redeployment of postal units in theater requires more detailed
planning than PASR and HR support to casualty operations. Redeployment planning involves not only
theater-wide postal units, but also supporting HROBs, ESC, TPOC, and the ASCC G-1/AG. It also involves
coordination and synchronization with external agencies (for example, MPSA and JMPA). Redeployment of
postal elements and closing of APOs is synchronized with the redeployment schedule for units supported by
the APO or postal element.
7-94. It is critical that HR planners at all levels be involved early in the redeployment planning process. At
a minimum, closing or relocating an APO requires 90 days advance notification. If possible, notifications
should be at least 120 days before closing the APO. This notification is needed to––
* Ensure appropriate notifications are submitted to JMPA and MPSA and approved. |
1-0 | 165 | HR Support and HR Planning Considerations during the Army Strategic Roles
* Provide time to coordinate and synchronize turning-in of excess postal supplies and equipment.
* Conduct necessary audits for accountable items (for example, stamps and money orders).
* Notify supported organizations and family members when mail services will be terminated.
* Notify the MMT at the APOD for redirecting mail.
7-95. The ASCC G-1/AG responsibilities for managing the redeployment of postal operations and closing
of APOs are––
* Participate with TPOC and ESC HROB in preparation of a redeployment postal support plan.
* Provide ASCC-level guidance and establish redeployment priorities.
7-96. The TPOC POD is responsible to notify MPSA and the servicing JMPA as far in advance of the actual
closure date as possible. Notification to MPSA includes––
* Listing affected ZIP Codes.
* Listing closing dates by ZIP Codes.
* Listing of all organizations and activities using the APO as their mailing address.
* Providing disposition instructions for mail.
* Designating an APO to which active postal offense cases are forwarded, and all postal files and
records are maintained due to closure of postal facilities.
* Requesting disposition instructions from the appropriate JMPA for USPS equipment and supplies.
* Coordinating and synchronizing with the ESC or sustainment brigade HROB on redeployment
schedules and closing of APOs and the MMT.
7-97. The ESC, TPOC POD, and the HROB, in a coordinated effort, are responsible for developing a
redeployment plan and schedule for redeploying theater postal units. The plan includes redeployment
schedules of postal units and ensures postal units have the connectivity needed to conduct postal operations
as units redeploy. The TPOC POD and the HROB ensure issues arising during the redeployment are resolved.
It also ensures (in coordination with TPOC), the MMT initiates redirect surface mail for affected units before
closing the APO.
7-98. The TPOC POD provides assistance and oversight to the HR company for ensuring the HROB is aware
of proper procedures for closing APOs. The HR company plans and operations section ensures the following
requirements are considered:
* Provide supporting units and customers with at least a 90-day termination of support notice.
* Transfer active postal offense case files to the designated APO.
* Comply with the DOD Postal Manual for disposition instructions for money orders, stamp stock,
and meters.
* Refer to DOD 4525.6-C, DOD Postal Supply Catalog, for supplies and equipment.
* Perform an audit of accountable postal affects, including equipment, at the close of business on
the last day of operation or as soon thereafter as practical. Two postal officials appointed for this
purpose must conduct the audit. The Custodian of Postal Effects may not be an auditor, but must
be present during the audit.
* Dispose of records, and comply with appropriate military department, USPS, and MPSA
disposition instructions.
* Coordinate new address and mail routing instructions for all units redeploying.
* Coordinate and publicize APO closures to coincide with the drawdown of personnel.
* Reduce postal services 30 days before closure.
* Include instructions for disposing mail and equipment in evacuation and destruction plans of all
units operating a mail facility. When sufficient warning is received APOs will––
Deliver to addressee or dispatch mail on hand to the nearest postal facility by the safest and
most expeditious means available.
Suspend operations and transport postal affects and supplies to a safe and secure location. |
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* Perform emergency destruction of mail and postal affects, when there is insufficient warning. If
possible, ensure a witness observes personnel conducting the emergency destruction. Submit a list
of destroyed items to the ASCC G-1/AG. Perform destruction in the following order:
Official registered mail.
Directory service information.
Blank postal money order forms.
Postal stamps and stamped paper.
Paid money orders and checks on hand.
Money order printer.
Other accountable mail.
All remaining mail.
All-purpose date and canceling stamps.
All other records, equipment, mail sacks, and furniture.
HR PLANNING CONSIDERATIONS BY ECHELON FOR
OPERATIONS TO CONSOLIDATE GAINS
7-99. The following paragraphs, listed from strategic to tactical level, include HR planning considerations
by echelon for operations to consolidate gains.
HQDA G-1
7-100. Human resources planning considerations for the HQDA G-1 during operations to consolidate gains
may include, but are not limited to––
* HR support to replacement operations:
Ensure readiness of personnel to serve the needs of the Army across the range of military
operations.
Continue coordination with HQDA, DCS G-3/5/7 to determine manning levels and turbulence
thresholds for units within the operational force, operational depth, and generating force to
include the institutional Army.
Continue providing integration and synchronization to identify/provide filler/personnel
replacement requirements for each OPLAN (ASCC responsible).
* HR support to casualty operations: Synchronize with the HRC to assess the effectiveness of the
current casualty reporting policy.
HRC
7-101. Human resources planning considerations for the HRC during operations to consolidate gains may
include, but are not limited to––
* PASR: Reconcile deviations in strength between HR systems.
* HR support to replacement operations:
Execute total Army strength management on behalf of the HQDA DCS, G-1 to distribute
Soldiers across the total force IAW HQDA’s established priorities during periods of
mobilization when all three Army components are heavily leveraged to support LSCO or
major contingency operations.
Maintain a manning COP that tracks MOS/area of concentration and grade composition of all
sources of Soldiers available for distribution; authorities, resources, and amount of time to
access each population of distributable Soldiers; and personnel strengths of units
appropriately categorized to enable command decision making based on current mission
requirements. |
1-0 | 167 | HR Support and HR Planning Considerations during the Army Strategic Roles
Distribute low-risk members of the training, transient, holdee, and student (for example,
professional military education) and cross-level over-strength personnel to meet the Army’s
prioritized personnel needs.
Redistribute excess members of units from the operational depth not deploying to a combat
theater to theater Armies as required to resource their personnel requirements.
Initiate mobilization of members of the individual ready reserve to mitigate personnel
shortfalls under LSCO.
Identify and provide filler, personnel replacement, and rotational personnel requirements.
Validate ASCC casualty replacement requirements by MOS and grade.
* Postal operations: Maintain continuous information flow between ASCCs, major commands, and
MPSA/USPS on postal matters and postal service levels.
* HR support to casualty operations:
Assess the effectiveness of installation casualty assistance centers casualty reporting capacity.
Synchronize with the HQDA G-1 to assess the effectiveness of current casualty reporting
policy capacity.
Synchronize with the theater CIC.
* Other HR considerations: Obtain authorization for units to utilize the stop loss and stop move
program.
MPSA/USPS
7-102. Human resources planning considerations for the MPSA/USPS during operations to consolidate
gains may include, but are not limited to restarting mail flow if restricted during LSCO (defensive/offensive);
retrograde postal operations, approving notifications to close or relocate APOs, if applicable, determining
restriction of mail service levels (for example, letter class mail only), planning for availability of free mail,
and planning for processing/handling procedures for casualty mail (mass casualties).
ASCC G-1/AG
7-103. Human resources planning considerations for the ASCC G-1/AG during operations to consolidate
gains may include, but are not limited to––
* PASR:
Continue planning, refining policies, setting priorities, managing PASR for the theater.
Identify internal and external HR support requirements for the theater.
Coordinate with the combatant commander ensuring Army PASR policies are in
synchronization with joint policies.
Execute manual PASR during degraded and disconnected operations.
* HR support to replacement operations:
Maintain theater hierarchy associated with annex A, Task Organization, based on desired
command relationships between theaters organic, assigned and attached units. Unit hierarchy
used to establish permissions between strength managers who assign NRP and, when
required, cross-level personnel amongst units.
Assign casualty filler personnel to an ASCC DUIC, process through the TG PAT, and forward
to a Task Force Reconstitution until onward movement and integration is determined.
Plan for changes to the TPFDD-Rotational Forces geographic location of assignment if a
prolonged conflict is expected.
Continue to integrate with the TSC, ESC, corps, and divisions for proper replacement flow in
theater.
Anticipate large volume of personnel replacements – personnel flow estimates.
Ensure availability of trained personnel on the usage of the MPTk. Ability to receive
permission to download and install the software. |
1-0 | 168 | Chapter 7
* Postal operations:
Continue management of postal operations within the theater G-1/AG AO.
Restart mail flow if restricted during LSCO (defensive/offensive); retrograde postal
operations.
Consider/authorize placement of the MPO in the corps consolidation area due to mobility of
division HQ.
Consider adjusting roles and responsibilities by echelon depending on operational
environment.
Process casualty mail (mass casualties).
Maintain liaison with the SPM, TSC/ESC, TPOC, and host-nation for postal functions.
Process requests to the SPM for APO activations and deactivations.
Assist the TSC/ESC, TPOC, and MMT in obtaining postal resources to support the theater
postal mission.
Monitor postal irregularities and postal offenses reported by the TPOC.
Ensure the TSC/ESC, TPOC, and MMT have systems in place to identify deficiencies in the
postal operating system and takes appropriate actions to correct deficiencies.
Monitor, in coordination with the TSC/ESC, TPOC, and MMT, procedures for addressing
customer complaints, inquiries, suggestions, and for the expeditious return of casualty mail.
Address or forward to the SPM all theater postal issues not resolved by the TSC/ESC, TPOC,
or MMT.
Manage the redeployment of postal operations and closing of APOs.
Participate with TPOC and ESC HROB in preparation of a redeployment postal support plan.
* HR support to casualty operations:
Monitor casualty OPLAN and policies for theater.
Provide oversight for theater casualty operations.
Anticipate changes to location of casualty liaison elements; identify additional locations
requiring casualty liaison support. Locations are in addition to the normal General
Officer-level HQ, G-1/AGs, Role 3 MTF, and mortuary affairs collection points.
Establish casualty reporting authorities for submission of casualty reports (based on guidance
and agreements from the JTF, joint forces land component command, and coalition forces
land component command).
Establish guidance for the authority to delegate to the corps the approval and release of
casualty reporting directly to CMAOD – important under LSCO.
Implement plan for DCIPS/casualty reporting requirements and time restraint adjustments in
preparation for increased volume (mass casualties) or when degraded and disconnected
operations occur.
Implement plan for possible increased workload of the theater CIC (mass casualties).
Monitor LOD investigations.
* Other HR considerations:
Anticipate cyber threats/attacks. Cyber threats or attacks on automation and communications
systems will deny, degrade, and disrupt PASR and the casualty tracking and reporting flow.
Only contingency for degraded HR systems is the use of manual data entry/delivery.
Refine SOPs to determine type and frequency of data in the event of information systems
black out. Manual use of logging actions will be the only alternative for HR systems.
Plan for the inability to feed the commander’s COP with appropriate information. Timeliness
and accuracy of PERSTAT reports will likely be degraded during LSCO, which limits
responsiveness to supported units. |
1-0 | 169 | HR Support and HR Planning Considerations during the Army Strategic Roles
CORPS G-1/AG AND DIVISION G-1
7-104. Human resources planning considerations for the corps G-1/AG and division G-1 during operations
to consolidate gains may include, but are not limited to––
* PASR:
Execute PASR reporting requirements.
Manage personnel asset visibility – reestablish PASR, if required.
Coordinate with ASCC G-1/AG for consideration of force drawdown.
Execute manual PASR during degraded/disconnected operations.
Monitor error reconciliations and deviations in strength between HR systems.
Update or reestablish unit hierarchy, if required.
* HR support to replacement operations:
Monitor conditions and operations that may require reconstitution or regeneration.
Monitor personnel replacement requirements.
Recommend fill priority.
Assist the ASCC G-1/AG and the HRC in refining replacement and redeployment plans.
Manage replacement flow to lower echelons. For example, corps-level controls individual
fills (priority) and direct replacement movement within the corps’ AOR.
Communicate with liaisons at the APODs.
Ensure availability of trained personnel on the usage of the MPTk. Ability to receive
permission to download and install the software.
* Postal operations:
Coordinate with the HROB and TPOC on changes to brigade mail delivery points.
Reconcile postal problems or changes in postal support requirements with the HROB, TPOC,
or the ASCC G-1/AG.
Include postal operations support in all OPLANs and OPORDs.
* HR support to casualty operations:
Execute casualty reporting requirements and advise the ASCC G-1/AG of time restraints that
may need adjusting due to increased volume (mass casualties) from LSCO
(defensive/offensive) and/or during degraded and disconnected operations.
Ensure casualty reporting and tracking is integrated.
Monitor patient tracking and accountability through the surgeon.
Monitor duty status-whereabouts unknown, missing, prisoner of war, and missing-in-action
cases.
Maintain liaison with casualty liaison elements, mortuary affairs companies, medical
commands, and MTFs.
Coordinate and execute civilian, joint, and multinational casualty actions as directed and
augmented.
Monitor the progress of all summary court martial officers and LODs.
* Other HR considerations:
Plan by echelon, for the potential of a division still being in LSCO (defensive/offensive) while
another is reconstituting in the corps area.
Focus on HR wartime functions in regards to reorganization; individual replacements (to
replace casualties) may be placed into other unit formations.
Conduct EPS during operational pauses, or as the commander directs (for example, wartime
standards for promotion, posthumous awards, citizenship applications for Soldiers, stop
loss/stop move).
Understand how terrain and distance may have limited/degraded communication during
LSCO (defensive/offensive) and forced utilization of retransmit stations. This is important for |
1-0 | 170 | Chapter 7
Combat Service Support Automated Information Systems Interface/Very Small Aperture
Terminal operations.
Anticipate cyber threats/attacks – cyber threats or attacks on automation and communications
systems will deny, degrade, and disrupt PASR and the casualty tracking and reporting flow.
Only contingency for degraded HR systems is the use of manual data entry/delivery.
Refine SOPs to determine type and frequency of data in the event of information systems
black out. Manual use of logging actions will be the only alternative for HR systems.
Plan for the inability to feed the commander’s COP with appropriate information. Timeliness
and accuracy of PERSTAT reports will likely be degraded during LSCO, which limits
responsiveness to supported units.
Plan for possibility of corps G-1/AGs and division G-1s degraded over time with focus and
requirements shifting back to corps/division to fight as formations during LSCO
(defensive/offensive). Therefore, casualty reporting, PASR, strength management, and HR
support to replacement operations may require additional SRC 12 (theater HR organizations)
support at echelon.
Plan for reintegration of the rear detachment.
BRIGADE AND BATTALION S-1
7-105. Human resources planning considerations for the brigade and battalion S-1 during operations to
consolidate gains may include, but are not limited to––
* PASR:
Manage personnel asset visibility – maintain PASR of Soldiers and DOD and DA Civilians.
Plan for S-1 personnel to accompany the advance party to maintain PASR while redeploying,
if applicable.
Plan for manual PASR during degraded and disconnected operations.
Plan to provide liaisons at inter-theater APODs to track unit personnel flow.
* HR support to replacement operations:
Identify and report critical MOS and key leader shortages to higher echelons.
Identify secondary MOS of assigned Soldiers for potential backfills.
Maintain and assess Soldier and unit readiness.
Coordinate with the S-3 and S-4 for operational and logistics support during replacement
operations.
* Postal operations:
Collect and forward mail for missing, deceased, or wounded Soldiers to the APO for further
processing.
Reassess mail flow and unit responsibilities in receiving mail.
Complete and submit change of address cards if redeploying.
* HR support to casualty operations:
Plan for DCIPS/Casualty reporting – Brigade and battalion capacity during operations to
consolidate gains will likely require adjustments to reporting/timeliness expectations from the
increased volume (mass casualties) and degraded communication capabilities during LSCO
(defensive/offensive).
Maintain lines of communication with casualty elements and casualty collection areas to
monitor casualty reporting and transportation of remains.
* Other HR considerations:
Conduct EPS as the commander directs and as operational conditions allow (for example,
wartime standards for promotion, posthumous awards, citizenship applications for Soldiers,
stop loss/stop move).
Provide MWR support for prolonged operations to consolidate gains.
Manage completion of LOD investigations. |
1-0 | 171 | HR Support and HR Planning Considerations during the Army Strategic Roles
Prepare for unit relief in place, if applicable.
Understand how terrain and distance may have limited/degraded communication during
LSCO (defensive/offensive) and forced utilization of retransmit stations. This is important for
Combat Service Support Automated Information Systems Interface/Very Small Aperture
Terminal operations.
Anticipate cyber threats/attacks – cyber threats or attacks on automation and communications
systems will deny, degrade, and disrupt PASR and the casualty tracking and reporting flow.
Only contingency for degraded HR systems is the use of manual data entry/delivery.
Refine SOPs to determine type and frequency of data in the event of information systems
black out. Manual use of logging actions will be the only alternative for HR systems.
Plan for the inability to provide timely and accurate information to the commander’s COP.
Implications associated with LSCO will hinder timely and accurate submission of PERSTAT
reports, which will limit responsiveness to the supported units.
TPOC
7-106. Human resources planning considerations for the TPOC during operations to consolidate gains may
include, but are not limited to––
* PASR – TPOC, Personnel Accountability and Systems Division:
Continue maintenance of the theater database.
Continue coordination with CONUS APOD, CRCs, and Air Force planners to maintain
projected personnel flow rates.
Execute manual PASR during degraded and disconnected operations.
Continue monitoring of error reconciliation and deviations in strength between HR systems.
Continue using DTAS to track all theater and rotational unit personnel; continue operating
the DTAS Help Desk and provide training to theater and rotational units enabling G-1/AG
and S-1s.
Continue coordination with the ASCC G-1/AG to modify PASR policies and priorities.
Conduct staff assistance visits to APODs and personnel accounting elements.
Plan for the shutdown or continuation of theater DTAS hierarchy.
Coordinate with the TSC DMC for redeployment plans.
* HR support to replacement operations:
Continue assisting the ASCC G-1/AG and the HRC in the refinement of replacement plans.
Adjust personnel accounting element locations in theater based on rules of allocation.
Coordinate logistics and communication support.
* Postal operations – TPOC, POD:
Continue providing operational postal support and battle track all theater mail operations,
conducting theater APO compliance inspections and services all registered mail and customs
clearance.
Restart mail flow if restricted during LSCO (defensive/offensive); retrograde postal
operations.
Monitor processing/handling procedures for casualty mail (mass casualties).
Maintain close coordination and postal planning with the MPSA, the servicing JMPA, and
corps/division planners.
Coordinate and synchronize with the ESC or sustainment brigade HROB on redeployment
schedules and closing of APOs and the MMT, if required.
* Other HR considerations: Anticipate effects on HR systems – Any cyber threat or attacks on
automation and communication systems will degrade split-based operations and limit
responsiveness to support supported units. Contingency for degraded HR systems is the use of
manual data entry/delivery. |
1-0 | 172 | Chapter 7
THEATER CASUALTY INFORMATION CENTER
7-107. Human resources planning considerations for the theater CIC during consolidate gains operations
may include, but are not limited to––
* Continue operating the theater CIC.
* Continue workload of the theater CIC from LSCO (defensive/offensive) (mass casualties).
* Coordinate with the ESC and/or sustainment brigade HROB to ensure the HR company maintains
the required HR squads with a casualty reporting mission at designated locations.
* Consider adjustments to DCIPS/casualty reporting requirements and time restraints from
increased volume (mass casualties) and/or degraded and disconnected operations during LSCO
(defensive/offensive).
HROB
7-108. Human resources planning considerations for the HROB during operations to consolidate gains may
include, but are not limited to––
* PASR: Coordinate and synchronize with OCS cells to ensure any gaps associated with PASR is
covered or accounted for.
* HR support to replacement operations: Gather personnel allocation decisions and inform the SPO
of movement requirements for individual replacements.
* Postal operations:
Coordinate and synchronize with OCS cells to ensure any gaps associated with postal is
covered or accounted for.
Coordinate logistical support for movement and distribution of mail.
Develop a redeployment plan and schedule for redeploying theater postal units in coordination
with the ESC and TPOC POD.
* HR support to casualty operations: Continue monitoring the communication between G-1/AGs,
S-1s, and SRC 12 HR support to casualty operations channels in theater.
* Other HR considerations:
Continue key integration between G-1/AGs at echelon and the sustainment enterprise.
Anticipate effects on HR systems. Any cyber threat or attacks on automation and
communication systems during LSCO (defensive/offensive) will degrade split based
operations and limits responsiveness to supported units. Contingency for degraded HR
systems is the use of manual data entry/delivery.
TG PAT
7-109. Human resources planning considerations for the TG PAT during operations to consolidate gains
may include, but are not limited to––
* PASR:
Maintain personnel accountability at aerial ports and/or seaports of embarkation.
Reestablish PASR, if required.
Continue data integration for all personnel entering, departing, and transiting theater.
Account for and ensure accuracy of personnel in DTAS.
Maintain connectivity for communications and PASR.
Account for replacements entering the theater.
Manifest personnel leaving theater.
Execute manual PASR during degraded and disconnected operations.
Coordinate with casualty liaison elements to collect data on casualties medically evacuated
out of theater.
* Other HR considerations: |
1-0 | 173 | HR Support and HR Planning Considerations during the Army Strategic Roles
Anticipate effects on HR systems. Any cyber threat or attacks on automation and
communication systems during LSCO (defensive/offensive) will degrade split based
operations and limits responsiveness in support supported units. Contingency for degraded
HR systems is the use of manual data entry/delivery.
Anticipate multiple theater entry points – Possibility of SRC 12 (theater HR organizations)
quickly losing capability to support multiple points of theater entry while simultaneously
conducting HR support to replacement and casualty operations during operations to
consolidate gains. To mitigate, additional personnel accounting elements and/or internal S-1
support would be necessary for multiple entry points.
Conduct EPS as required.
Coordinate with the HROB and SPO for all transportation visibility in and out of theater.
MMT
7-110. Human resources planning considerations for the MMT during operations to consolidate gains may
include, but are not limited to––
* Postal operations:
Reestablish communications systems to support postal operations, if applicable. Lack of
connectivity during degraded and disconnected operations hinders the necessary
communication link used to track unit movements and control mail movements from CONUS
to and throughout the AO.
Coordinate mail transportation and security with the HROB, TPOC POD, and sustainment
brigade SPO in and out of theater and between MMT and APOs.
Coordinate with OCS to support postal operations.
Update and disseminate Consolidated Air Massing and Labeling System in coordination with
USPS.
Distribute overflow mail.
Requisition backup equipment for mail processing.
Maintain customs procedures in coordination with local customs authorities.
Execute manual tracking systems for postal operations during degraded and disconnected
operations.
Request technical guidance and support from the HROB, TPOC POD, and MPSA.
Disseminate retrograde mail guidance to APOs and units.
Restart mail flow if restricted during LSCO (defensive/offensive); retrograde postal
operations.
Assist in closing and/or relocation of APOs as required.
Redirect mail when notified of APO closures.
Conduct casualty mail operation. Increased volume of casualties during LSCO
(defensive/offensive) may require mail to be held until NOK notification is completed. Due
to longer casualty reporting and notification times, mail storage capacity and distribution for
large volumes of mail may be affected.
* Other HR considerations:
Reestablish automated postal systems access as needed.
Coordinate personnel augmentation with the HROB and HR company.
HR COMPANY
7-111. Human resources planning considerations for the HR company during operations to consolidate
gains include, but are not limited to––
* PASR:
Disseminate refined personnel accounting reporting procedures for PASR. |
1-0 | 174 | Chapter 7
Provide and forecast future HR platoons to operate the TG PAT and other intra-theater APOD
personnel accounting points.
* Postal operations:
Augment MMT and postal platoons with additional personnel to support distributing prograde
mail.
Assist as a liaison for logistical and transportation support between postal elements and the
battalion and brigade S-4 and SPO.
Coordinate with area commanders for APOs and satellite APOs and continued support of
mobile mail teams.
Anticipate increased volume of casualties during LSCO (defensive/offensive) which
increases requirements to hold mail until casualty notification takes place. Anticipate longer
casualty reporting and notification times (due to sheer volume), which in turn affects storage
capacity and distribution for large volumes of mail.
Anticipate possible postal platoon shortages based on division size element (assigned
population).
* HR support to casualty operations:
Prioritize and rotate casualty liaison elements based on operational tempo and proximity to
troop engagement.
Anticipate possible increased requirements for casualty liaison and grave registration sites
beyond rules of allocation due to high number of casualties and temporary interment sites.
Anticipate increased numbers of casualties as corps and division forces advance. Casualty
liaison teams must coordinate with Role 3 MTFs to ensure accurate tracking and PASR.
Execute manual casualty tracking and reporting during degraded and disconnected operations
(casualty liaison elements).
Reestablish appropriate HR systems access for casualty elements through the authorized HR
systems access manager if needed.
* Other HR considerations:
Anticipate effects on HR systems. Any cyber threat or attacks on automation and
communication systems during LSCO (defensive/offensive) will degrade split based
operations and limits responsiveness to support supported units. Contingency for degraded
HR systems is the use of manual data entry/delivery.
Monitor and retrain, if needed, HR and postal elements on procedures for manual reporting
during degraded and disconnected for follow-on operations.
Monitor rules of allocation and coordinate with HROB and TPOC for potential additional
SRC 12 augmentation.
Refine tracking metrics for all HR elements assigned.
Advise HROBs on location and workload of personnel accounting, casualty liaison, and postal
elements. Additionally, advise HROBs on follow-on assignment or redeployment of
personnel accounting, casualty liaison, and postal elements.
Disseminate mission changes from the HROB and TPOC to subordinate HR and postal
elements.
Assist as a liaison for signal support between HR and postal elements and the battalion or
brigade S-6.
Plan for loss of HR platoons if attacked. Possible use of RC forces or OCS to replace HR
platoons. |
1-0 | 175 | Appendix A
Human Resources Automation Support
Human resources databases and systems are essential in accomplishing Army-wide
personnel information management and requires a team of HR professionals who are
competent in using them. It is critical to ensure HR professionals are cross-trained on
all HR databases and systems. This appendix describes specific HR databases, systems,
and other automation systems and equipment used by HR professionals to perform HR
missions at theater, brigade, and battalion-levels. For HR professionals to conduct
required HR functions and tasks, immediate NIPRNET and SIPRNET connectivity
should be at the top of a unit’s priority list when arriving in theater.
HR DATABASES
A-1. The following paragraphs discuss various HR databases. These are used by HR professionals in
performing HR missions.
AUTOMATED MILITARY POSTAL SYSTEM
A-2. The Automated Military Postal System is a web-enabled management system that integrates and
optimizes business processes across the USPS and the DOD. System users can view information on their
desktops for their MPOs and make changes or corrections to information themselves. The Automated
Military Postal System provides the deployed MPO with the capability to process Postal Service (PS) Form
2942 (Military Mail AV7), finance business, postal net alerts, product tracking services, and monitoring
voting information.
DEFENSE CASUALTY INFORMATION PROCESSING SYSTEM
A-3. The DCIPS is the DOD functional information system of record for all casualty and mortuary affairs
information processes for the Army, Marines, Navy, and Air Force. The DCIPS enforces uniform casualty
reporting and case management support to survivors to ensure they receive all benefits and entitlements. For
deceased personnel, DCIPS provides mortuary affairs visibility and case management of casketed remains
from the port of entry mortuary to the final resting place. For injured/ill personnel, DCIPS provides tracking
of progress reports to provide designated family members with the status of their loved one. The DCIPS is
the primary source of information when communicating with family members and provides a real-time
worldwide capability so the entire case history is immediately available to all authorized users.
A-4. The DCIPS consists of three main modules that support the creation of casualty reports by units to
overarching casualty support for survivors by CMAOD.
* DCIPS-Case Management – This module is the main repository of all casualty reports, Soldier
demographic data, incident information, NOK and other interested persons, NOK notification
tracking, benefits and entitlements tracking, funeral and interment information, funeral claim
adjudication, casualty notification and assistance officer assignments, and management and
tracking of missing Soldiers from past conflicts. Access to this module requires approval by
CMAOD.
* DCIPS-Casualty Report (DCIPS-CR) – This module is used to create initial and supplemental
casualty reports on a continuing basis by designated HR casualty personnel. The DCIPS-CR
collects basic information concerning a casualty and allows the ASCC to manage, verify, and then
submit the report to CMAOD. The DCIPS-CR allows the verification of entered casualty
information against the Army’s official personnel database and DCIPS-Case Management. Vetted |
1-0 | 176 | Appendix A
casualty reports become permanent casualty reports in DCIPS-Case Management. The ASCC
commander determines who used DCIPS-CR. Access to DCIPS-CR requires approval by
CMAOD.
* DCIPS-Personnel Casualty Report (DCIPS-PCR) – This module is used primarily by units in a
theater of operation that do not have, or need, continuing access to DCIPS-CR. Casualty reports
created and submitted using DCIPS-PCR appear in DCIPS-CR for action and further review and
processing. Casualty reports submitted using DCIPS-PCR are not viewable or retrievable by a
DCIPS-PCR user. Units requiring multiple users to view casualty reports must coordinate with
their higher HQ casualty-reporting element to gain access to DCIPS-CR. Access to DCIPS-PCR
does not require approval by CMAOD.
* DCIPS Casualty Report Import Spreadsheet – This provides the ability to import multiple
casualties from a spreadsheet. The spreadsheet template is available on the DCIPS website and
milSuite Community. Both DCIPS-CR and DCIPS-PCR users can use the spreadsheet to import
casualty reports into DCIPS-CR or DCIPS-PCR.
A-5. Brigade, brigade-level (STB) S-1s, and G-1/AGs are required to coordinate with the HRC and TPOC
before deploying to ensure they have the appropriate access. Before deploying, HR units serving as deployed
theater CICs must coordinate with CMAOD to ensure they have access to all required components of DCIPS.
The DCIPS user guides are available for DCIPS-CR, DCIPS-PCR, and the DCIPS Import Spreadsheet. The
Adjutant General School, Soldier Support Institute, Fort Jackson, SC, conducts training on DCIPS-CR and
DCIPS-PCR.
DEFENSE ENROLLMENT ELIGIBILITY REPORTING SYSTEM
A-6. The Defense Enrollment Eligibility Reporting System is a system that maintains personnel and benefits
information for Active, retired, and RC uniformed Service members; eligible family members of Active,
retired, and RC uniformed Service members; DOD personnel; and DOD contractors requiring logical access.
The system verifies eligibility when producing CACs and supports benefit delivery including medical, dental,
educational, and life insurance. In addition, the system enables DOD e-business, including identity
management, reduces fraud and abuse of government benefits, and supports medical readiness. Key points
to remember include–
* Human resources personnel can contact the Defense Enrollment Eligibility Reporting System
Help Desk or consult the frequently asked questions published on the TRICARE website.
* All Defense Enrollment Eligibility Reporting System content coming from Army Knowledge
Online is encrypted and secure. (Note: Information is not stored on Army Knowledge Online. It
is retrieved and displayed when accessing the Defense Enrollment Eligibility Reporting System
service).
* The TG PAT and brigade level S-1s must ensure the RAPIDS deployable workstation
accompanies troop deployment and not shipped by boat to keep operations active and systems
updated for the first 30 days.
DEPLOYABLE REAL-TIME AUTOMATED PERSONNEL IDENTIFICATION SYSTEM
A-7. The deployable RAPIDS workstation is a laptop version of a fixed RAPIDS workstation designed for
use in both tactical and non-tactical environments. It provides Defense Enrollment Eligibility Reporting
System updates and issues CACs to Soldiers at home station or in a deployed environment. The deployable
workstation also provides the user with a CAC personal ID number reset capability. This system works only
when connected to the Defense Enrollment Eligibility Reporting System and has the same operational
capability as the standard desktop version of the RAPIDS workstation.
A-8. The site security manager is vital to operation of a RAPIDS site. The Defense Manpower Data Center
relies heavily upon the RAPIDS site security manager to provide the leadership needed to operate a RAPIDS
workstation and to ensure only eligible individuals receive DOD personnel and medical entitlements as well
as to safeguard access to DOD systems and facilities. The site security manager is responsible for the
following key areas of operation: policy and procedure compliance; operator and site administration;
documentation and training compliance; and cardstock and consumables support. The Defense Manpower |
1-0 | 177 | Human Resources Automation Support
Data Center requires two certified site security managers per site to allow continuity of operations for
on-demand application overrides and additional application activities that only site security managers have
role-based access to support when maintenance or communication issues arise. Additionally, site security
managers may need to coordinate with the S-6 or supporting firewall and network administrator, and/or
technical staff to ensure adequate local network connection and firewall port access are available to
accommodate the RAPIDS deployable system.
A-9. Key to successful operation of the deployable RAPIDS workstation is the continued utilization in both
tactical and non-tactical environments. System operators maintain proficiency and certification as well as
maintain the RAPIDS workstation with up-to-date software upgrades and system security patches.
A-10. Brigade S-1s must ensure two site security managers are appointed in writing, along with a minimum
of two verifying officials, and are trained on how to use the deployable RAPIDS. The RAPIDS site security
managers and verifying officials must complete the web-based training certification courseware prior to
issuing cards on the system. For training assistance, refer to the Verifying Officials Information System
website.
INTEGRATED TOTAL ARMY PERSONNEL DATABASE
A-11. The Integrated Total Army Personnel Database integrates individual records from the five physical
TAPDB databases into a single physical database. Ownership rules determined by the three Army
components applies, so the database shows which component owns the Soldier at the time the records are
loaded.
TACTICAL PERSONNEL SYSTEM
A-12. The Tactical Personnel System is a stand-alone system that provides an ad hoc ability to create
manifests and a database to account for unit personnel. It has limited ability to perform robust PASR. Human
resources professionals use the system primarily to create manifests for transportation by air. The system can
produce automated manifests that can be loaded in Air Force manifesting systems and DTAS. Key points to
remember include–
* Generates reports (personnel daily summary and personnel requirements) which assist S-1s with
PASR and replacement operations.
* Eliminates unnecessary data entry to create manifests, deployed personnel databases and reports
based on embedded capabilities and link to TAPDB.
* Produces and edits task force structures by unit identification code, social security number, and/or
crew.
* Interfaces with RAPIDS, Air Mobility Command/Global Transportation Network, and DOD
Smart Card/CAC.
* Generates deployment, redeployment, and aircraft manifests.
* Automatically builds a deployed personnel database.
* Provides queries on deployed personnel.
* Generates transfer files which are up loadable to populate DTAS.
TOTAL ARMY PERSONNEL DATABASE
A-13. The TAPDB is the Army’s corporate HR database and implements several individual databases:
TAPDB–Reserves, TAPDB–Active Enlisted, TAPDB–Active Officer, and TAPDB–Civilian.
Note: TAPDB–Reserves, TAPDB–Active Enlisted, and TAPDB–Active Officer will be subsumed
with the implementation of IPPS-A future releases. |
1-0 | 178 | Appendix A
HR SYSTEMS
A-14. The following paragraphs discuss various HR systems used for providing HR support. All HR systems
except for DTAS operate in NIPRNET.
Note: The eMILPO, Enlisted Distribution and Assignment System, and Total Officer Personnel
Management Information System (TOPMIS) will be subsumed by the implementation of IPPS-A
Release 3 projected for December 2021.
ARMY DISASTER PERSONNEL ACCOUNTABILITY AND ASSESSMENT SYSTEM
A-15. The Army Disaster Personnel Accountability and Assessment System is a web-based, user friendly
application designed to augment the disaster accountability process by aiding in the determination of the
statuses and whereabouts of all Army affiliated personnel (military, DA Civilians, non-appropriated fund
employees, and CAAF) and their family members when directed by the Secretary of Defense. It is the official
tool for personnel accounting in-conjunction with natural or manmade disasters. The information in the
system provides DOD and Army leadership a means of determining the status of Army personnel and family
members in an affected area and facilitates the decisions on allocating resources for recovery and
reconstitution. The Army Disaster Personnel Accountability and Assessment System meets the policy
requirements outlined in DODI 3001.02, Personnel Accountability in Conjunction with Natural or Manmade
Disasters, and CJCSM 3150.13C, Joint Reporting Structure–Personnel Manual, which requires each Service
component to provide the most expeditious accountability of designated personnel categories following a
disaster. Refer to AR 600-86, Army Disaster Personnel Accountability and Assessment Program, for specific
policies, standards, and requirements for performing the functions of disaster personnel accountability and
assessments.
* After an emergency, all Army-affiliated personnel affected by the emergency (Soldiers, family
members, and DA Civilian employees) are to report their status to their command at the first
available opportunity. This provides commanders a means to assess the impact of the disaster on
Soldiers and their families and to provide assistance where needed.
* As the system is a web-based system, family members, Soldiers, and DA Civilians can use the
secure website to update and view personal records. It can be accessed from work or home from
any internet browser; a CAC reader is not required.
ARMY RECORDS INFORMATION MANAGEMENT SYSTEM
A-16. The Army Records Information Management System identifies, arranges, and retrieves Army records
for reference and disposition per a directive, usually an AR or DA PAM, which prescribes their creation,
maintenance, and use. It focuses on the management of long-term and permanent records and allows the
business process to manage short-term records. It addresses only the record copy of information; all other
copies of the same information may be disposed of when no longer needed for business not to exceed the
retention time of the record copy. The system simplifies recordkeeping; shifts retention and disposition
burdens to record holding areas; improves records processing for deployed units in contingency operations;
and provides a host of support services and automated tools on the web.
COMMON OPERATIONAL PICTURE SYNCHRONIZER
A-17. The Common Operational Picture Synchronizer is an enabling system available to Regular Army
brigade S-1s, which allows a common view of authorized unit strength and personnel manning authorization
document authorizations. It is a web-based tool designed to give HR strength managers and commanders the
capability to view Regular Army officer and enlisted personnel strength and authorization data; distribution
management sub-level managers at the HRC can also view this data. It provides a drill down capability to
information at the specialty, grade, additional skill identifier, and skill qualification identifier levels of detail.
In addition, it also provides the capability to drill down assigned strength to the individual Soldier level. The
system compares strength data acquired from the TAPDB and authorization data from the Total Army |
1-0 | 179 | Human Resources Automation Support
Authorization Documentation System, and provides a manning view of assigned versus authorized strengths
by unit identification code. Key points to remember include–
* Access to the Common Operational Picture Synchronizer is through the Army Knowledge Online
portal.
* The system provides HR professionals at all levels the ability to view the same manning data.
* The system provides number of assigned and authorized personnel by unit identification code.
* Emphasizes the need for S-1s to ensure eMILPO, and other HR systems that update personnel
readiness statuses, are maintained and monitored on a continual basis.
DEPLOYED THEATER ACCOUNTABILITY SYSTEM
A-18. The Deployed Theater Accountability System establishes and maintains personnel accountability in a
JOA. It is a classified system fielded to all HR commanders, personnel, and organizations. The system has
three distinct levels: mobile, major command, and enterprise. It provides reliable, timely, and efficient
accountability for Soldiers, DOD and DA Civilians, CAAF, and foreign nationals. It provides this by enabling
commanders at echelons the ability to track their personnel by name, unit, location, and date. The system
also allows commanders to track their personnel while in-transit, populating duty status changes by
synchronizing to the major command system. The major command system transfers historical records to the
Enterprise server daily. This capability is critical for immediate and future operations. Key points to
remember include–
* Key reports include gains and losses, in-transit, personnel status, and unit rosters.
* Prior to deployment, provide a copy of the HR authorization report to the supporting TPOC.
* Reconciliation is required between DTAS and eMILPO.
ELECTRONIC MILITARY PERSONNEL OFFICE
A-19. The eMILPO is a web-based application designed to provide the Army with a reliable, timely, and
efficient method for performing personnel actions and PASR. The S-1 utilizes eMILPO, which is the
mechanism for updating active duty Soldier information at the top of the system. The eMILPO transactions
establish or update the TAPDB and ultimately (daily) the Integrated TAPDB at the HRC. The modules allow
users, HR managers, and commander’s visibility of the location, status, and skills of their Soldiers from
HQDA down to unit-level.
A-20. The Enterprise Datastore (commonly referred to as Datastore) provides snapshots of personnel data
across the eMILPO database to support logical and decision-making needs for users within the total Army
hierarchy. Daily updates ensure the data is accurate, reliable, and available in a timely manner.
ENLISTED DISTRIBUTION AND ASSIGNMENT SYSTEM
A-21. The Enlisted Distribution and Assignment System is a real-time, interactive, and automated system
supporting the management of the enlisted force. Assignment and distribution managers at the HRC use the
system to create requisitions and process assignments, to create and validate requisitions, and to add or
modify requisitions. The system also provides enlisted strength management information.
A-22. The Web-Enlisted Distribution and Assignment System provides access to the same source
information provided to the Army personnel community in the system. The information is static and updated
daily. The system provides access to summary reports, requisition reports, personnel information, assignment
information, and a data dictionary lookup function.
EVALUATION ENTRY SYSTEM
A-23. The Evaluation Entry System is a web-based tool used to complete and submit evaluations to the HRC.
The Army-wide standard for submitting evaluation reports to HQDA is electronic submission of completed,
digitally signed evaluation reports on current versions of authorized electronic forms with authorized
enclosures using the Evaluation Entry System. It is the primary method for generating, submitting, tracking,
and processing all academic evaluation reports for military service schools and civilian institutions. This
system consolidates Army Publishing Directorate forms lookup, doctrine references, the Form Wizard, and |
1-0 | 180 | Appendix A
profile calculators. Benefits include an enhanced wizard to guide rating chains and HR professionals in
preparing evaluations. A multi-pane dashboard allows users to view data input and forms simultaneously. A
built-in tool to view and manage rater and senior rater profiles and quick reference to AR 623-3 and DA
PAM 623-3 eliminates accessing multiple systems and consolidates evaluation tools into one system. A CAC
with valid certificates is required to initiate and execute digital signatures on evaluation reports.
HUMAN RESOURCES COMMAND IDENTITY MANAGEMENT SYSTEM
A-24. The Human Resources Command Identity Management System is a web-based application used by
unit administrators to request access to the HRC controlled databases and automated systems. This system
does not support requests for eMILPO access. Key points to remember include–
* Each brigade-level S-1 organization must establish a Human Resources Command Identity
Management System account to access TOPMIS II and eTOPMIS, Enlisted Distribution and
Assignment System, and the Common Operational Picture Synchronizer.
* Brigade S-1s may further delegate sponsor privileges to any individual assigned to their
distribution management sub-level.
INTERACTIVE PERSONNEL ELECTRONIC RECORDS MANAGEMENT SYSTEM
A-25. The Interactive Personnel Electronic Records Management System is the repository of Army military
HR record legal artifacts for all components. The Army military HR record contains copies of all permanent
documents placed into the Soldier’s Army military HR record IAW AR 600-8-104. For family members,
accuracy of information is critical for NOK notification. Key points to remember include–
* Documentation must be placed into the Soldier’s Army military HR record IAW AR 600-8-104.
For family members, accuracy of information is critical for next of kin notification.
* Documents required for filing in the system and outdated documents, or documents that are no
longer authorized to be filed in the Army military HR record, can be found on the Interactive
Personnel Electronic Records Management System website.
* Annual finance and personnel record reviews are required for every Soldier using the Record
Review Tool in the system, regardless of component.
* One system for all components.
INTEGRATED PERSONNEL AND PAY SYSTEM-ARMY
A-26. The IPPS-A is an on-line HR system that provides integrated personnel, pay (future), and talent
management (future) capabilities in a single system. The system uses a commercial off-the-shelf system that
runs utilizing Oracles’ PeopleSoft-based software. It provides end-to-end tracking of pay and personnel data
and gives individual Soldiers access to their Soldier record brief. The system will automate the pay process
while linking HR transactions such as dependent changes and promotions. The IPPS-A program provides
integrated access by granting visibility and transaction functionality to commanders, Soldiers, and Army HR
professionals and will greatly reduce the use of paper forms for data entry by allowing direct or automated
input into the system. Embedded security and CAC restrictions ensure safeguarding of critical information.
This system gives commanders visibility and transaction role authority over their personnel and improves
readiness by synchronizing personnel movement and deployment status.
A-27. The increased visibility across installations and geographic boundaries based on command relationship
with the Army Organizational Server will optimize the HR division of labor to be more consistent with the
fundamental characteristics of Army HR transformation. The system will deliver enhanced analytics
capabilities to support PRM, PASR, PIM, talent management and EPS to support LSCO and war gaming
concepts. The IPPS-A will also deliver Customer Relationship Management, a framework that allows a
member to submit a self-service ticket that is tracked through to completion, greatly improving transparency
and accountability for HR support to members. Sustainment Automation Support Management Offices
provide tactical support to IPPS-A. |
1-0 | 181 | Human Resources Automation Support
REGIONAL LEVEL APPLICATION SOFTWARE
A-28. The Regional Level Application Software is a client-server web-enabled application used by the USAR
for management of personnel and resources. It shows overall readiness posture of the unit by Soldier, and
generates TAPDB-Reserves transactions and electronically transmits the data to the HRC.
RESERVE COMPONENT AUTOMATION SYSTEM
A-29. The Reserve Component Automation System is an automated information system that supports
commanders, staff, and functional managers in mobilization, planning, and administration of the Army’s RC
forces. It is primarily an ARNG system, but the USAR uses some mobilization modules. The system is a
web-based information system providing visibility of personnel management data, tools for retirement points
accounting, and mobilization planning. Unit-level personnel can view all data for Soldiers assigned. Key
points to remember include–
* To use the Reserve Component Automation System, users must have an account and one or more
profiles containing application specific user roles.
* The S-1 should contact the nearest USAR and ARNG representative for clarity or for specific
information on actions affecting ARNG personnel.
RESERVE COMPONENT LINE OF DUTY MODULE
A-30. The Reserve Component LOD Module provides a web accessible comprehensive, user-friendly tool
for use at units, Joint Force HQ, readiness divisions, U.S. Army Reserve Command, National Guard Bureau,
and CMAOD to administer and manage LOD determinations, incapacitation pay, medical care, and safety
programs. The Reserve Component LOD Module helps the user organize the materials needed to complete
the electronic DA Form 2173 (Statement of Medical Examination and Duty Status) or DD Form 261 (Report
of Investigation Line of Duty and Misconduct Status), transfer forms electronically to the next step, and track
LOD investigation actions. Information available via the Medical Operating Data System pre-populates data
fields where appropriate. Improved security occurs with the digital signature of specified data elements using
a CAC.
RESERVE COMPONENT MANPOWER SYSTEM
A-31. The Reserve Component Manpower System provides HR professionals at all levels, to include HQDA
G-1, with a suite of products to support Army Reserve G-1 strength readiness, strength management, and
Soldier services missions. From the system, users can access numerous products including the Commander’s
Strength Management Module, Electronic Soldier Record Brief, Electronic Personnel Actions Tracker,
Automated Vacancy Entry, Command List Integration, Specified Allotment Reporting Application, and the
Participation Management and Reporting Subsystem.
RETIREMENT POINT ACCOUNTING SYSTEM
A-32. The Retirement Point Accounting System supports commanders, staff, and other HR professionals in
supporting members and former members of the Ready Reserve, Standby, Retired Reserve and Officer Active
Duty Obligor with tools for retirement point accounting mandated by Title 10, U.S. Code and DODI 1215.07,
Service Credit for Non-Regular Retirement. The system generates a retirement point statement for current
members and USAR units to review annually. The Retirement Point Accounting System records and
maintains retirement points earned by a Ready Reserve Soldier during his or her career for a non-regular
retirement and 1405 time for a regular retirement. The system also maintains grade advancement and survivor
benefit information for the certification of non-regular-retired pay.
TOTAL OFFICER PERSONNEL MANAGEMENT INFORMATION SYSTEM
A-33. The TOPMIS retrieves officer and warrant officer information and has data query functionality. It has
two subsystems: TOPMIS-II and Electronic TOPMIS. The TOPMIS-II is a Microsoft Windows-based
program, intended to provide users with friendly point and click screens, and easy access to data. The system,
with its web-based interface, allows users’ real-time access via the Internet from any location worldwide. |
1-0 | 182 | Appendix A
A-34. Deploying units must ensure Soldiers request access from the HRC and have received the prerequisite
training on TOPMIS-II. The web application called CITRIX is required before accessing TOPMIS-II. Human
resources professionals can request passwords simultaneously for both CITRIX and TOPMIS-II. Assignment
and distribution managers at the HRC use this system to create and validate requisitions and process
assignments for officers. Headquarters, Department of the Army, Army commands, and installations also use
the system to manage officer strength and distribution and to maintain officer record data on TAPDB–Active
Officer. Key uses include pulling many different personnel queries, officer strength reports to assist in the
production and analysis of unit status reporting and mission essential requirements, viewing officer record
briefs, and requests for orders.
OTHER AUTOMATION SYSTEMS AND EQUIPMENT
A-35. The following paragraphs discuss other automation systems and equipment. These are also used by
HR professionals to support HR missions.
ARMY NATIONAL GUARD G-1 PERSONNEL GATEWAY
A-36. The ARNG G-1 Personnel Gateway connects the ARNG G-1 with Soldiers in 54 States and Territories,
and is a centralized source for all ARNG HR information. It provides streamlined access to resources
regarding ARNG programs, processes, benefits, and policies. During joint operations, HR professionals from
other components use the ARNG G-1 Personnel Gateway to understand ARNG HR systems and processes
to support ARNG Soldiers. The ARNG G-1 HR tools and products can be found on the ARNG G-1 Personnel
Gateway Portal using a CAC-enabled workstation.
COMMAND POST OF THE FUTURE
A-37. First introduced as transformational technology to support Operation Iraqi Freedom, Command Post
of the Future is a software capability hosted on a computer system that currently provides collaboration and
visualization for Army division and brigade commanders and staff. This software provides a collaborative
operating environment, voice over internet protocol, a highly intuitive, graphical user interface and enhanced
briefing capabilities. It allows commanders from battalion-level and higher to feed real-time situational
awareness into the system and have information available in text and graphic representation immediately by
fellow commanders and staffs at all levels. Inside the system network, operators can visualize the
commander’s intent and COP as well as manipulate tactical data in a collaborative manner alone or with
other operators. Command Post of the Future is a valuable planning and management tool allowing
commanders to access real-time situational awareness. It eliminates the need for a physical tactical operations
center by providing a virtual one through collaboration in a distributed operating environment.
DIRECTOR’S PERSONNEL READINESS OVERVIEW
A-38. The Director’s Personnel Readiness Overview is an ARNG web-based analysis tool. It provides an
accurate picture of a state or unit’s strength posture with drill-down capability.
FORCE XXI BATTLE COMMAND, BRIGADE AND BELOW-JOINT CAPABILITIES RELEASE
AND BLUE FORCE TRACKING 2
A-39. The Force XXI Battle Command, Brigade and Below-Joint Capabilities Release upgrades the Force
XXI Battle Command, Brigade and Below with enhanced capabilities to support command and control and
situational awareness. This tactical network has great bandwidth allowing the movement of more information
to more users within seconds rather than minutes. This upgrade also includes Blue Force Tracking 2, a
high-tech, high-speed force tracking satellite communications network. It is approximately 10 times faster
than the original Blue Force Tracking system and provides real-time force tracking data on a digital map
display screen, uses increased data throughput, and modernized transceivers with improved forward-link
capability to improve the speed and refresh time of the network. The Blue Force Tracking 2 provides more
bandwidth, which allows the system to update the blue picture more often. Employment of the Joint
Capabilities Release system with the Blue Force Tracking 2 transceiver and network upgrades enable friendly
positions to update in seconds. The Force XXI Battle Command, Brigade and Below-Joint Capabilities |
1-0 | 183 | Human Resources Automation Support
Release and Blue Force Tracking 2 integrate with the Joint Battle Command-Platform to provide relevant
position location information to units on the move.
GATEWAY TRACKING SYSTEM
A-40. The theater gateway in the U.S. Central Command’s AO utilizes a stand-alone, local Oracle Software
Database, known as the Gateway Tracking System, to maintain visibility of passengers transiting theater.
GLOBAL AIR TRANSPORTATION EXECUTION SYSTEM
A-41. The Global Air Transportation Execution System is an Air Mobility Command aerial port operations
and management information system designed to support automated cargo and passenger processing, the
reporting of in-transit visibility data to the Global Transportation Network. This system also provides the
billing to Air Mobility Command’s financial management directorate. It is a peripheral system to the U.S.
Army personnel accountability systems and one of several systems managed under the Gates Enterprise
Management System. It does not allow read-only rights, thus the reason the U.S. Air Force limits access.
GLOBAL COMBAT SUPPORT SYSTEM-ARMY
A-42. The Global Combat Support System-Army is the replacement for several of the Army’s current
Standard Army Management Information Systems. The system tracks supply chain, maintenance, equipment,
and financial transactions related to logistics for all Army units. It operates in-conjunction with other key
systems and provides support personnel detailed information required by the Soldier and the current
availability of needed materiel, to include items in the distribution system. The system addresses the Army’s
current automation dilemma of having stove-piped systems, which are systems that do not share information
horizontally among different functional areas. It employs state-of-the-art technology to include client-server
technology designed to take full advantage of modern communications protocols and procedures. This design
allows for maximum amount of communications capability and flexibility to take advantage of any available
communication systems to include commercial or military, terrestrial, or space-based. The system complies
with the defense information infrastructure, common operating environment and technical and data element
standards. The system is also the first Army logistics system that maintains a daily interface with an Army
HR system (for example, eMILPO).
GLOBAL COMMAND AND CONTROL SYSTEM-ARMY
A-43. The Global Command and Control System-Army is the Army link for the Joint Battle Command-
Platform to the Global Command and Control System. It provides a suite of modular applications and
information and decision support to Army strategic and operational theater-level planning for theater
operations and sustainment. The system supports the apportionment, allocation, logistics support, and
deployment of Army forces to combatant commands. Functionality includes: force tracking; host-nation and
civil military operations support; theater air defense; targeting; military information support operations;
mission command; logistics; medical; provost marshal; counter-drug; and personnel status. The system
primarily deploys from corps to division.
JOINT BATTLE COMMAND-PLATFORM
A-44. The Joint Battle Command-Platform is a secure data encrypted, high-speed satellite, networked
information system that consists of next-generation mapping technology, chat and messaging capability,
along with an improved user graphical interface. It enables Army forces to share real-time friendly, enemy,
and battlefield situational awareness, operational maps and graphics, and command and control messages.
The Joint Battle Command-Platform includes an intuitive interface, touch-to-zoom maps, and drag-and-drop
icons to deliver situational awareness capabilities to operations centers, ground vehicles, aviation assets, and
dismounted Soldiers. It incorporates the Mounted Family of Computer Systems, which is a common
hardware solution used to ensure tactical computers are scalable and tailorable to the mission and vehicle.
Configurations range in options from a detachable tablet to a fully loaded vehicle-mounted workstation. The
Joint Battle Command-Platform provides blue (friendly) and red (enemy) situational awareness, network |
1-0 | 184 | Appendix A
integration, and enhances support to sustainment operations. It expands upon the Force XXI Battle
Command, Brigade and Below and the Blue Force Tracking systems.
JOINT PERSONNEL ACCOUNTABILITY RECONCILIATION AND REPORTING
A-45. Joint Personnel Accountability Reconciliation and Reporting develops a process for obtaining
personnel visibility of all U.S. forces in a geographic combatant commander’s AO using automation. It
leverages existing Defense Manpower Data Center systems and HR expertise of personnel tracking systems,
and provides reconciliation and reporting of personnel from multiple DOD sources.
MANEUVER CONTROL SYSTEM
A-46. The Maneuver Control System is the primary mission command information source, providing the
COP, decision aids, and overlays capabilities to support the tactical commander and staff. The system
interfaces with the force-level information database populated from the other battlefield-automated systems.
The system satisfies information requirements for a specific operation, tracks resources, displays situational
awareness, effects timely control of current combat operations, and effectively develops and distributes plans,
orders, and estimates to support future operations. It also supports the MDMP.
MEDICAL PLANNERS’ TOOLKIT
A-47. The Medical Planners’ Toolkit (MPTk) is a suite of tools combined into a single desktop application.
It supports the joint medical planning community and provides users with a means of estimating required
replacements by MOS and pay grade. The medical planning tools used for deriving casualty estimate rates
for operational planning are the Patient Condition Occurrence Frequency Tool, Casualty Rate Estimation
Tool, and the Expeditionary Medical Requirements Estimator. When used collectively, these tools provide
data to enhance medical planning efficiency.
MEDICAL PROTECTION SYSTEM
A-48. In addition to the HR systems listed above, S-1s need access to the Medical Protection System. It is a
medical system, which provides S-1s and their commanders with a real-time, worldwide system to monitor
and assess the medical readiness and deployability for Soldiers in their respective units. The system is
accessible to brigade surgeons to assist in planning and executing Army Health System operations and to
provide commanders with medical situational understanding. The S-1 can use the system to track DOD
individual medical readiness requirements, and provides commanders with comprehensive reports to assess
the medical readiness for their Soldiers. The comprehensive medical readiness data includes all medical and
dental requirements IAW AR 600-8-101.
NET UNIT STATUS REPORTING
A-49. Net Unit Status Reporting is a web-based Army readiness input tool that enables HR users to import
current readiness, status information, and data on their unit(s) from official sources and assists HR users in
preparing and submitting readiness status reports into the Defense Readiness Reporting System-Army. The
Defense Readiness Reporting System-Army is a commander’s report that provides enhanced features that
directly links users to respective Army authoritative databases and provides user-friendly web-based input
tools to ease report submission.
NON-CLASSIFIED INTERNET PROTOCOL ROUTER NETWORK
A-50. The NIPRNET is a network of government owned internet protocol routers used to exchange sensitive
unclassified information. It provides access to specific DOD network services and supports a wide variety of
applications such as email, web-based collaboration, information dissemination, and connectivity to the
worldwide internet. Access to the NIPRNET is obtained through a standardized tactical entry point site or
teleport, which then distributes through an unclassified theater network. The NIPRNET enables a myriad of
other reach functions from deployed forces to the sustaining base and lateral collaboration among deployed
elements. |
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