Instructor Note: Slow Slide.
INTRODUCTION. As a Senior Human Resources (HR) professional and HR planner, you must understand theater-level and above HR operations. You must understand the execution of the overall theater HR mission and support functions performed and supervised in a theater of operations and their impact on units throughout the area of operation.
MOTIVATOR. Today we are going to discuss the doctrinal base for developing theater HR operational plans and associated standing operating procedures (SOps). Leaders and HR operators at all levels may apply these fundamentals using the military decision-making process (MDMp), troop leading procedures and mission, enemy, terrain and weather, troops and support available, time available and civil (METT-TC) considerations.NOTE: Show Slide. Review TLO with students.
NOTE: FOR INSTRUCTOR pURpOSE ONLY: In a training environment, leaders must perform a risk assessment in accordance with FM 5-19, Composite Risk Management. Leaders will complete a DA Form 7566 COMpOSITE RISK MANAGEMENT WORKSHEET during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Note: During MOpp training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOpp work/rest cycles and water replacement guidelines IAW FM 3-11.4, NBC protection, FM 3-11.5, CBRN Decontamination.
No food or drink is allowed near or around electrical equipment (CpU, file servers, printers, projectors, etc.) due to possible electrical shock or damage to equipment. Exercise care in personal movement in and through such areas. Avoid all electrical cords and associated wiring. In the event of an electrical storm, you will be instructed to power down equipment. Everyone is responsible for safety. A thorough risk assessment must be completed prior to every mission or operation.
Risk Assessment Level: Low - Safety Review=pT
Environmental Statement: Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM 3-34.5 Environmental Considerations and GTA 05-08-002 ENVIRONMENTAL-RELATED RISK ASSESSMENT.
NOTE: It is the responsibility of all Soldiers and DA civilians to protect the environment from damage. Recycle all appropriate courseware material. Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects.
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EVALUATION: You will be evaluated on this lesson during the end-of-course final exam and through completion of practical exercises.
INSTRUCTIONAL LEAD-IN: We will cover four ELOs during this block of instruction.
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INTRODUCTION: FM 1-0 provides fundamental principles to help guide actions, make decisions, and establish policies in support of national objectives. FM 1-0 is the Army's single source of doctrine for HR Support. It describes HR doctrine and how it fits into the Army's current and future operational concept across the full spectrum of conflict. Execution of this doctrine requires well-trained, values-based Soldiers imbued in the Warrior Ethos who are capable of operating in a Joint or unified environment.
MOTIVATOR: As the Army continues brigade-centric operations, HR support must remain relevant and agile by capitalizing on technological advancements and system capabilities to provide timely and accurate information to commanders. HR professionals must understand how theater HR units are organized, how we are supported, and how we support other units. This approach allows HR providers to understand how HR planning and operations impacts traditional HR/S-1 functions at lower unit levels. Your success as a member of an HROB or HRSC staff may largely depend on your knowledge of HR doctrine and its application.
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NOTE: Review ELO#1 with students
ACTION: Communicate Theater Human Resources (HR) Doctrine
CONDITIONS: Given classroom instruction and access to Field Manual (FM) 1-0 (Human Resources Support) and Joint publication (Jp) 1-0 (Joint personnel Support).
STANDARD: Demonstrate an understanding of HR doctrine through classroom participation, practical exercises, and scoring 70% or higher on the HR plans and Operations final exam.
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INSTRUCTIONAL LEAD IN: Today we are going to cover the following areas:
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REFERENCE : ADp 3-0
The levels of war define and clarify the relationship between strategy, operational approach, and tactical actions. The levels have no finite limits or boundaries. They correlate to specific levels of responsibility and planning. They help organize thought and approaches to a problem. The levels clearly distinguish between headquarters and the specific responsibilities and actions performed at each echelon.
Despite advances in technology, digital information sharing, and the increased visibility of tactical actions, the levels of war remain useful. Decisions at one level always affect other levels.
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ADp 3-0, Unified Land Operations, updates the operating concepts from earlier doctrine to reflect the conditions of the operational environment. Unified land operations is not a new operating concept. It represents the current expression of the proven formula for success: seize, retain, and exploit the initiative to gain and maintain a position of relative advantage in sustained land operations through simultaneous offensive, defensive, and stability or defense support of civil authorities operations in order to prevent or deter conflict, prevail in war, and create the conditions for favorable conflict resolution. Army forces conduct decisive and sustainable land operations through the simultaneous combination of offensive, defensive, and stability operations (or defense support of civil authorities) appropriate to the mission and environment.
Army forces conduct decisive and sustainable land operations through the simultaneous combination of offensive, defensive, and stability operations (or defense support of civil authorities) appropriate to the mission and environment.
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REFERENCE: ADp 3-0
Commanders use the warfighting functions to help them exercise battle command. A warfighting function is a group of tasks and systems (people, organizations, information, and processes) united by a common purpose that commanders use to accomplish missions and training objectives. Decisive, shaping, and sustaining operations combine all the warfighting functions to generate combat power.
No warfighting function is exclusively decisive, shaping, or sustaining. The Army's warfighting functions are fundamentally linked to the joint functions. They also parallel those of the Marine Corps.
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REFERENCE FM 4-0, para 1-11 thru 1-31
4-20. The sustainment warfighting function is the related tasks and systems that provide support and services to ensure freedom of action, extend operational reach, and prolong endurance. The endurance of Army forces is primarily a function of their sustainment. Sustainment determines the depth and duration of Army operations. It is essential to retaining and exploiting the initiative. Sustainment is the provision of the logistics, personnel services, and health service support necessary to maintain operations until mission accomplishment. Internment, resettlement, and detainee operations fall under the sustainment warfighting function and include elements of all three major subfunctions. FM 4-0 describes the sustainment warfighting function.
4-21. Logistics is the science of planning and carrying out the movement and maintenance of forces. In its most comprehensive sense, those aspects of military operations that deal with: a. design and development, acquisition, storage, movement, distribution, maintenance, evacuation, and disposition of materiel; b. movement, evacuation, and hospitalization of personnel; c. acquisition or construction, maintenance, operation, and disposition of facilities; and d. acquisition or furnishing of services (Jp 1-02). Although joint doctrine defines it as science, logistics involves both military art and science. Knowing when and how to accept risk, prioritizing myriad requirements, and balancing limited resources all require military art. Logistics integrates strategic, operational, and tactical support of deployed forces while scheduling the mobilization and deployment of additional forces and material.
4-22. personnel services are those sustainment functions related to Soldiers' welfare, readiness, and quality of life. personnel services complement logistics by planning for and coordinating efforts that provide and sustain personnel.
4-23. Health service support consists of all support and services performed, provided, and arranged by the Army Medical Department. It promotes, improves, conserves, or restores the mental and physical wellbeing of Soldiers and, as directed, other personnel. This includes casualty care, which involves all Army Medical Department functions. Health service support closely relates to force health protection.
Note: Show Slide #13: COMMAND AND CONTROL
Mission command is essential to the effective conduct of operations. Through mission command, commanders provide purpose and direction to integrate all military functions and actions toward a common goal—mission accomplishment.
ADRp 6-0 and ADRp 3-0 is the Army's keystone manual for mission command. It presents overarching doctrinal guidance on command, control, and the mission command warfighting function. The doctrine in ADRp 6-0 and ADRp 3-0 provides a foundation for developing subordinate field manuals on specific aspects of mission command.
ADRp 6-0 and ADRp 3-0 also forms the foundation for training and Army Education System curricula on the exercise of mission command in full spectrum operations.
ADRp 6-0 and ADRp 3-0 reflects an evolved concept of mission command based on lessons learned from ten years of persistent conflict. It accounts for the complex, uncertain, and ever-changing nature of operations and recognizes that military operations are foremost a human undertaking. As such, this edition emphasizes the human dimension of mission command, including the central role of the commander. It describes how commanders, supported by their staffs, combine the art of command and the science of control to understand situations, make decisions, direct action, and lead forces toward mission accomplishment.
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Staff models and organization were previously referenced in FM 6-0; Appendix C; however, were removed and not republished in the new ADRp 6-0 (May 2011) describes the foundations of battalion- through corps-level staff organizations. The Army uses standardized staff organizations to benefit from consistency in performance, responsibilities (regardless of unit type or echelon), training, and resources. This appendix also addresses the basic Army staff structure, staff models for large and small units, and characteristics of staff officers.
Military staffs are organized based on three considerations:
Staffs at every echelon are structured differently; however, all staffs are similar. The basic staff structure includes a chief of staff (COS) or executive officer (XO), and three staff groups: coordinating, special, and personal.
Army Regulations and laws establish special relationships between certain staff officers and the commander. For example, Army Regulations require the IG, SJA, and Chaplain to be member of the Commander's personal staff.
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CHARACTERISTICS AND DUTIES
Most officers serve in a variety of staff positions throughout their careers. Although much of what staff officers do is not noticed, their competence is crucial in all that the Army accomplishes. Commanders always retain the ultimate responsibility for final decisions. Staff officers contribute to achieving the commander's intent by fulfilling their functional responsibilities within the authority the commander delegates to them. Effective staff officers provide commanders with correct and timely relevant information (RI) and well-analyzed recommendations.
The Army Leadership FM discusses the values, attributes, skills, and actions expected of all leaders. As Army leaders, staff officers are expected to possess and develop those characteristics; however, staff work requires specialized applications of them.
Regardless of mission, every Army staff has common broad fields of interest that determine how the commander divides duties and responsibilities. The duties and responsibilities inherent in a field of interest are called functional responsibilities. Grouping related activities allows an effective span of control and unified effort. Fields of interest may vary slightly, depending on the echelon of command, mission, and environment. For example, at battalion level there is no resource manager, while certain logistic units combine the intelligence and operations functions.
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SCOpE: Joint publication 1-0 is a keystone document within the joint doctrine publication system. It provides doctrine for planning, coordinating, and providing personnel support to joint operations. It also provides information relating to the functions, authorities, and responsibilities of a combatant commander (CCDR), joint force commander (JFC) and staffs, and the Service components as they relate to personnel management and selected activities that support the personnel needs of the joint force.
NOTE: Review general content and organization of Jp 1-0 with students.
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The 2010 version of FM 1-0 is focused on deployed operations. All previous functions remain intact, but have been consolidated into four HR core competencies that encompass all HR functions and tasks.
MAJOR UpDATES IN NEW FM 1-0
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HR units and staffs perform the core competencies and key functions at theater-level and below. Not all HR key functions are executed at each level of command. For example, personnel accountability is conducted at the S-1 level and monitored at division and above levels.
Commanders and HR leaders should use FM 1-0 and the AUTL as a reference tool for developing general mission essential task lists, core capabilities mission essential tasks, operational orders, and SOps.
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Now that SRC 12 units are included in the Sustainment Warfighting function, HR/AG professional should understand the Sustainment mission, principles of support, and organizational structures.
The principles of sustainment are essential to maintaining combat power, enabling strategic and operational reach, and providing Army forces with endurance. The principles are integration, anticipation, responsiveness, simplicity, economy, survivability, continuity, and improvisation.
While these principles are independent, they are also interrelated with the HR Enduring principles found in FM 1-0.
NOTE: Have students correlate the Sustainment and HR Enduring principles. Generate discussion on relationship and interdependency.
NOTE: See FM 4-0, para 1-1 for the principles of sustainment; See FM 1-0, para 1-6 for HR enduring principles (their definitions) and para 1-28 for HR and Sustainment relationships.
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NOTE: Conduct a check on learning and summarize ELO#1.
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NOTE: Transition Slide
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As Army transformation has progressed, HR support and services have evolved. The legacy stovepipe structures of the Cold War era have been replaced with modular organizations that provide the commander with tailorable, flexible options to cope with challenges HR professionals encounter during military operations At the theater level, the Human Resources Sustainment Center (HRSC) replaces theater personnel commands. HRSCs are also modular and scalable based on operational requirements and serves as the executor for all HR support in the theater. Flexibility and coordination with Command and Control (C2) and HR technical guidance issues between theater assets and supported units is essential to meet METT-TC communications and distance challenges concerning support. We will discuss these changes and many others in the theater HR arena, and carefully outline the capabilities and responsibilities of HR leaders and organizations as they support deployed commanders and Soldiers.
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For HR support providers, sustainment leaders, and staffs, it is important to understand the HR and sustainment relationship as it relates to supporting and supported roles and responsibilities. Supported organizations include G-1/AGs, S-1s, and Sustainment Brigade or ESC HROB. Supporting organizations are HR (SRC 12) units.
HR leaders provide C2 of HR SRC 12 organizations at company level and below. At higher levels, HR organizations are aligned under sustainment units within the sustainment structure. For example, the HRSC is assigned to the Theater Sustainment Command (TSC). HR companies, the Theater Gateway (TG) personnel Accountability Team (pAT), and MMT Team are assigned to a Sustainment Brigade. This C2 alignment further enhances the ability of the HR unit to accomplish its mission set, as the sustainment commander has the sustainment assets and resources needed for non-HR related support.
The role of the G-1/AG and S-1 section remains constant and they continue to be responsible for performing all HR core competencies and key functions. G-1/AGs and S-1s focus their support on providing internal HR support to their unit. External support is provided or coordinated by the supporting HROB in sustainment organizations and HR organizations. HR organizations are only responsible for executing the theater postal, casualty, and personnel accountability missions.
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The TSC provides the bridge to Strategic Level providers and Theater logistics in support of the ASCC and the ESC bridges the operational to tactical level logistics units. The key takeaway from this slide is that the TSC not only has a close working relationship of coordination and synchronization of effort down through the ESCs in the two JOAs, they also have a close working relationship with Strategic partners such as AMC and DLA, HQDA, TRANSCOM, CENTCOM, etc. to ensure that strategic level partners are provided the best information and conduct collaborative planning to ensure all war fighter requirements can be met.
The ESC manages operational to tactical logistics functions.
The TSC manages the strategic to operational level of logistics functions ensuring policy and procedures for subordinate elements, Resourcing (with enablers, interface with Life Cycle Management commands, Field Service Representatives and contract support) additionally we provide reach back capability with our strategic partners.
This placement in the strategic to tactical construct and our co-location with these partners allows for fusion and synchronization that has not been realized in the past.
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The TSC is the senior sustainment organization for a theater of operations. The TSC is the key linkage between the ASCC G-1/AG and the HRSC. The TSC provides a centralized sustainment C2 of most deployed sustainment organizations and is responsible for planning, controlling, and synchronizing all operational-level sustainment operations for the ASCC or JTF, while conducting full spectrum operations during deployment, employment, sustainment, and redeployment.
NOTE: The TSC G-1/AG's focus is on TSC specific (internal) HR support, while the HRSC focus is theater-wide.
This slide depicts a TSC with an assigned HRSC.
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Sustainment brigades consolidate selected functions previously performed by corps and division support commands and area support groups into a single operational echelon and provide C2 of theater opening, theater distribution, and sustainment operations.
The SB is a flexible, modular organization. Organic to the SB are the brigade headquarters and an STB. All other assets are task organized to the SB to enable it to accomplish its sustainment warfighting roles and mission. SBs provide sustainment support at the operational and tactical levels and are capable of providing C2 for theater opening and theater distribution missions.
The HROB is located under the SpO and the HR Company falls under the STB or CSSB. Note where the TG pAT Team and MMT could be located within the organization.
The SpO is the principal staff officer for coordinating support for all units within the sustainment brigade's assigned AO. The SpO also provides technical supervision of all sustainment operations conducted by the sustainment brigade and is therefore the key interface between supported units and the TSC/ESC. The SpO provides planning, preparation, and C2 of the execution of all sustainment operations in the sustainment brigade's AO, to include theater opening, distribution, and sustainment operations. The SpO section provides centralized coordination of all actions supporting subordinate units and all non-brigade forward support units.
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HR SRC12 structures have no C2 structure above the company-level. Accordingly, HR Companies fall under Sustainment C2 structures both in garrison and when deployed.
HRSCs are attached to the geographically oriented TSCs, which support the various theater ASCC HQs. There are three AC and two USAR HRSCs. The AC HRSCs are aligned with the AC TSCs – 8th HRSC in Hawaii; 14th HRSC at Fort Bragg supporting 1st TSC/ARCENT; and the 1st HRSC supporting the 21st TSC in Germany.
Expeditionary Sustainment Commands (ESCs) are the other subordinate commands of TSCs. Sustainment Brigades are deployed either under the C2 of an ESC, the short-duration task organization of a Division, or as subordinate headquarters to the TSC.
HR Companies are attached to the STB of the Sustainment Bde for life support and C2. HR Companies have organic mechanics and food service personnel and have VSAT/CAISI for NIpR connectivity. SIpR connectivity and tactical voice commo is provided by the STB. HR Companies will be attached to Combat Sustainment Support Battalions (CSSB) if the STB is removed from the force structure by the Modular Force Review or during certain missions.
Additionally, there is an HR Operations Branch in the Support Operations Section (SpO) of the Sustainment Brigade that we will discuss in detail later on.
Note: Show Slide #28: HR/SUSTAINMENT STRUCTURE RELATIONSHIp (C2/DIRECTION/TECHNICAL GUIDANCE)
SRC 12 HR organizations have varying relationships within the deployed theater as they provide HR support. The key relationships include the C2 relationship within the sustainment structures, the provision of technical guidance from the HRSC, through the various HROBs, and the supported to supporting relationship between the SRC 12 organizations and the G-1s and S-1s.
NOTE: It is key to remember that sustainment organizations exist to support Warfighting organizations. The supported/ supporting relationship should not be a cause for concern within the HR community. HR professionals are involved at all levels of the sustainment structure and will ensure that all possible support is provided within the limitations of available resources.
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NOTE: Transition Slide
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The ASCC G-1/AG's primary function is to plan and prioritize HR support to assure a unity of purpose and effort that maximizes the readiness and operational capabilities of forces within the theater.
The ASCC G-1/AG is an element of the ASCC operational sustainment directorate. The operational sustainment directorate combines the G-1/AG, G-4, G-8, Surgeon, and general engineering into a single staff cell that provides oversight, policy, planning and synchronization of personnel services, logistics, and health service support missions. The ASCC G-1/AG relies on secure, continuous, survivable communications, and digital information systems.
The ASCC G-1/AG primarily operates from the Main Command post (Cp), but has a two-person team within the Sustainment Cell of the Contingency Cp. This two-person team establishes and coordinates initial HR support operations for the theater and forms the basis for the G-1/AGs forward presence in the AO. The Sustainment Cell of the Contingency Cp may be augmented by other elements of the ASCC G-1 main staff sections or through individual augmentation.
The ASCC G-1/AG does not exercise command and control of any HR organization. The TSC ensures HR organizations (HRSC, MMT, TG pAT, HR Company) execute their HR missions IAW the policies, priorities, and timelines established by the ASCC G-1/AG.
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The TSC G-1 establishes, monitors, directs, and assesses human resources support for units assigned or attached to the TSC. This staff section provides advice and assistance to subordinate unit S-1 sections on human resource matters, monitors personnel readiness of the TSC, implements human resource policies, and directs human resources systems and support to commanders and Soldiers.
This slide depicts the TSC G-1 organizational structure. Essential personnel Services support is provided by the TSC STB S-1 section.
Remember, the TSC G-1/AG's focus is on TSC specific (internal) HR support, while the HRSC focus is theater- wide.
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The Special Troops Battalion (STB) that supports a Division or higher HQ (as opposed to supporting a BDE) has a more complicated mission and receives a larger structure for its S-1 Section (11 versus 5 personnel).
The STB supports the Headquarters personnel for higher level HQs – DIV/CORpS/ASCC and TSC. This STB S-1 section is expected to perform tasks more closely related to those of a BDE S-1 section.
Note that the end state structure is much more like a BDE S-1 Section. The S-1 is a 42B CpT; but, it is expected that they will be more senior and more experienced than their peers.
The systems piece also more closely resembles the BDE S-1 section than the BN S-1 Section.
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Expeditionary Sustainment Command. The role of the ESC is to provide forward-based C2 of sustainment forces. The ESC normally deploys to provide C2 when multiple Sustainment Brigades are employed or when the TSC determines that forward command presence is required.
This slide depicts the ESC G-1 organizational structure. Essential personnel Services support is provided by the ESC personnel Services Branch as there is no STB in support.
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NOTE: Transition Slide
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The HR Company headquarters provides MC, planning and technical support to all assigned or attached HR (and postal) platoons. it is both an existence and workload-based modular headquarters. The HR Company has both long and short term capability for:
The HR Company can be employed to support a TG pAT. When deployed the HR Company may be attached to an STB or a CSSB.
The HR Company has the following personnel accountability responsibilities:
Note: Show Slide Habitual Alignment Initiative
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Note: Show Slide HR Habitual Alignment Strategy
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The HR platoon is a multifunctional organization with the capability to provide pA support to all individuals and units in an assigned AO or to serve as a supporting element of the TG pAT.
The HR platoon accomplishes the pA functional mission with its capability to form pATs. This capability increases mission flexibility and its ability to support G-1/AG and S-1 sections by maintaining visibility and accountability as personnel transit the theater.
These pATs provide pA at ApOE/ApOD, SpOD/Sea port of Embarkation (SpOE), and at FOBs where the daily transit numbers exceed 600 personnel per day. The pAT provides pA of personnel entering, transiting, or departing the specific theater location. pATs rely on the supported organization for daily life support.
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The HR platoon accomplishes the casualty and pA functional mission using its HR Squads (CLTs and pATs). This capability increases mission flexibility and its ability to support G-1/AG and S-1 sections by maintaining visibility and accountability of casualties and as personnel transit the theater.
The HR Squad is staffed with one Squad Leader (SSG/42A), one HR Sergeant (SGT/42A) and four Skill-Level One HR Specialists (42A).
HR Squads (CLTs) are used by the HR platoon to support the theater casualty operations mission. CLTs provides accurate casualty information (reporting and tracking) at MTFs, MA collection points, and higher headquarters G-1/AGs, General Officer commands, and other locations as specified by the HRSC. HR Squads (CLTs) facilitate real-time casualty information for commanders. HR Squads (CLTs) not only provide accurate casualty information, but they also act as a liaison for each affected commander. The CLT provides updated status reports to the affected unit and informs them if the Soldier is medically evacuated from theater. CLTs rely on the supported organization for daily life support.
To accomplish the pA function, the HR platoon uses HR Squads (pATs) to provide pA at ApOE/ApOD, SpOD/Sea port of Embarkation (SpOE), and at FOBs where the daily transit numbers exceed 600 personnel per day. The HR Squads (pAT) provides pA of personnel entering, transiting, or departing the specific theater location. pATs rely on the supported organization for daily life support.
Each HQ Squad requires the capability to communicate digitally and via voice, secure and non-secure, to theater (HRSC COD), HR platoon headquarters, and G-1/AG and S-1 sections of supported units.
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The mission of the postal platoon is to provide postal support to all individuals and units in an assigned AO or to serve as an element of an MMT. postal platoons operate in conjunction with plans and Operations teams within HR companies.
The platoon deploys to the AO and provides modular, scalable and flexible postal support including postal financial management, services, and mail distribution.
Multifunctional organization providing postal support for up to 6,000 personnel or serving as one of four platoons in support of an MMT.
This universal modular platoon is capable of performing the complete spectrum of postal functions from postal service and postal finance to postal operations. It includes processing incoming bulk mail, coordinating mail transportation to forward platoons, and processing outgoing mail to CONUS.
Requires capability to communicate digitally and via voice to HR Company headquarters, and G-1/AG and S-1 sections of units in the supported area.
The headquarters section provides C2, leadership, and resourcing. The postal finance section sells money orders, stamps, and provides accountable mail services. Each postal squad has the capability to perform operations or services missions or to perform independently as needed as a mobile mail team. The platoons are each equipped with three variable reach forklifts to provide efficient mail movement in whatever type of area the platoon is supporting.
The postal platoon receives all technical guidance through the HR Company headquarters and the corresponding plans and Operations team. The HR Company headquarters provides all C2 to the attached postal platoons.
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A TG pAT center is an existence based organization in the SB. It may be employed in a theater opening mission to establish a JOA TG pAT Center. As the JOA matures, the TG pAT, and the augmenting HR Company, will transition to the JOA Distribution Mission.
The TG pAT, with a supporting HR Company, is capable of supporting a population including other Services, multinational forces, contractors, DoD civilians, and U.S. government agencies when directed by Army Support to other Services and Joint Force Command orders. The TG pAT provides specialized pAT expertise and experience to oversee the entire spectrum of pAT functions from large scale unit reception missions (RSO&I) during TG to labor intensive R&R missions in sustainment operations.
The modular structure allows the commander to add the necessary level of seniority and experience appropriate for a high visibility theater-level mission. The main functions of this team are to provide the supporting staff which will do all necessary coordination, planning and implementation for a large scale pAT mission during the various stages of an operation.
The TG pAT consists of a Headquarters and Operations section led by a 42H LTC
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The TG pAT has the following personnel accountability responsibilities:
The TG pAT provides pA support to the theater by coordinating and providing pA operations and database inputs as Soldiers enter, transit, and depart the theater at the inter-theater ApOD; and executes tasks supporting the pA task. The TG pAT operates as an element of the inter-theater ApOD performing pA tasks and associated supporting tasks under the control of the sustainment organization responsible for the operation of the inter-theater ApOD, normally a CSSB.
The TG pAT deploys and establishes a theater-level TG pAT Center with augmentation of an HR Company at the primary inter-theater ApOD. The TG pAT receives technical guidance from the supporting HROB and the HRSC plans and Operations Division.
The TG pAT requires a capability to communicate digitally through web and voice, both secure and non-secure, to pAT elements, G-1/AG sections, logistical support elements and other branches of Service. It is employed as an assigned or attached element of a SB's STB. Operational guidance and directives are initiated by the TSC (HRSC) and should be issued in OpLAN or OpORD format.
To support unit S-1's during RSO&I and redeployment operations, the TG pAT has the capability to perform limited EpS i.e., ID documents, DD Form 93, (Record of Emergency Data) and SGLV Form 8286 (Servicemembers' Group Life Insurance Election and Certificate).
Slide Show - Check On Learning
Note: Conduct a Check on Learning and summarize ELO#4