Human Resources Sustainment Center

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INTRODUCTION. The HRSC is a multifunctional, modular SRC 12 organization (staff element), and theater-level center assigned to a TSC that integrates and executes PA, casualty, and postal functions throughout the theater and as defined by the policies and priorities established by the ASCC G-1/AG.

MOTIVATOR. The HRSC is a critical theater-level planning and coordinating element for the delivery of HR support. The HRSC has the ability to tailor its organization to support the TSC theater-wide HR mission, as well as supporting other theater-level organizations such as a CJTF headquarters. The success, or failure, of HR support can hinge on the HRSC's ability to plan, coordinate, and integrate personnel accountability, casualty, and postal functions throughout the theater. An HRSC staff assignment requires that HR professionals possess additional and specialized skill sets not normally found in a traditional brigade S-1 environment.

Enabling Learning Objective 2

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NOTE: Review ELO#2 with students.

ACTION: Define Human Resources Sustainment Center Mission and Structure

CONDITIONS: Given access to FM 1-0 (Human Resources Support), FM 4-0 (Sustainment) and FM 4-94 (Theater Sustainment Command)

STANDARD: Demonstrate an understanding of HRSC mission, structure, critical functions, and capabilities through classroom participation, completing individual/group practical exercises, and scoring 70% or higher on the HR Plans and Operations final exam.

Why do we Need an HROB and HRSC?

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With PSDR, the Army's HR operations changed to support transformation and to improve the delivery of HR support in the deployed theater. Prior to transformation, theater HR operations involved planning and integrating HR support and the command and control (C2) of HR units.

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

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

HRSC Link to TSC SPO

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

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

HRSC Organizational Design

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• The HRSC is a multifunctional, modular SRC 12 organization (staff element), and theater-level center assigned to a TSC that integrates and executes PA, casualty, and postal functions throughout the theater as defined by the policies and priorities established by the ASCC G-1/AG. The HRSC provides support to the ASCC G-1/AG in the accomplishment of their PRM and PIM missions. They provide planning and operations technical support to the TSC Distribution Management Center. HRSCs flexible, modular, and scalable design increases the director's ability to recommend HR support requirements based upon the number of units and Soldiers supported and METT-TC. The HRSC also provides theater-wide technical guidance and training assistance for PA, casualty, and postal functions performed by TG PATs, MMT Teams, HR companies, platoons, and the HROB in the SBs and ESC.
• The HRSC consists of an Office of the Director and five divisions: Plans and Operations, PA/PRM/PIM, Casualty Operations (COD), Postal Operations (POD), and the Reception, Staging, and Onward Movement (RSO) Division. Each division is further divided into teams for theater mission support. Since the HRSC is a modular unit, the HRSC Director has the capability to task organize teams to provide support as the mission dictates.
• The HRSC's MTOE structure provides the capability to conduct split-based operations in support of the TSC. This capability supports the HRSC's ability to support the ESC during theater opening operations when they are the senior sustainment command. METT-TC analysis drives task organization. In cases where the TSC remains at home station, or during early entry operations when the TSC has not yet deployed, the HRSC may be required to deploy forward to establish theater capabilities for postal, casualty operations, and PA/PRM/PIM.
• The HRSC is also capable of providing selected theater-level HR support simultaneously from the deployed location as well as from home station, through increased connectivity and the increased abilities of theater-level headquarters to operate virtually.

Possible Future HRSC Organizational Design

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HRSC Critical Functions

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• The HRSC, as the senior HR element, is responsible for executing PA, casualty, and postal missions and has a responsibility for providing technical guidance to theater HR organizations executing these missions.
• This technical guidance is provided by the various divisions of the HRSC and is passed to the ESC and Sustainment Brigade SPO HROBs, who then pass the information to the HR organizations assigned to sustainment units.

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

Plans and Operations Division

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2-62. The Plans and Operations Division provides the HRSC Director the capability to manage current operational requirements and planning for both long and short range HR operations. The division develops and maintains internal HR plans and policies for training HR organizations. It also manages internal deployment plans and contingency operations as well as internal mission support, plans and execution of support operations. Specific responsibilities of the Plans and Operations Division are to:

• Assist the HRSC Director in managing current HR operational requirements.
• Provide long and short range planning for the execution of HR tasks supported by HR organizations (PA, casualty, and postal operations).
• Manage internal HRSC deployment plans, deployment preparation, and support of contingency operations in the allocated AO.
• Track force flow and monitor down-trace HR organizations deployment plans, deployment preparations, and support of contingency operations in the allocated AO.
• Develop and maintain internal plans and policies for the collective training of HR personnel.
• Integrate HRSC operations involving multiple divisions of the HRSC.

PA / PRM / PIM Division

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2-63. The PA/PRM/PIM Division produces data, reports, and other information required for the analysis of SR, casualty, postal, and PAT operations. Specific responsibilities of the PA/PRM/PIM are to:

• Establish the theater deployed database utilizing DTAS servers organic to the division. Once the database is established (during early entry operations), the division ensures the database remains active and is properly synchronized to receive data from both the supporting PAT elements and the S-1 and G-1/AG sections operating in the AO.
• Use DTAS, eMILPO/RLAS/SIDPERS, and other systems that feed into TAPDB to prepare, collect, and analyze required reports to maintain situational awareness of the theater PA status and PA operations.
• Notify the ASCC G-1/AG of all replacements who arrive in theater without pinpoint assignments.
• Manage the theater database hierarchy and make adjustments as the ASCC G-1/AG and G-3 updates and modifies task organization. This includes providing management of the theater personnel database (DTAS). The division is responsible for synchronizing personnel data and providing real-time information to all other divisions in the HRSC as well as the ASCC G-1/AG and the TSC SPO. The server hardware required to operate the theater DTAS database is located in this section. Two sets of hardware will be maintained to ensure redundancy for the theater deployed personnel database. The section will continuously provide updated information to the ASCC G-1/AG to support strength reporting which is the responsibility of the G-1/AG.

Casualty Operations Division

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2-64. The COD establishes the theater CAC and manages casualty reporting within the theater IAW policies established by the ASCC G-1/AG. Specific responsibilities of the COD are to:

• Receive, process, and forward all casualty reports in the theater.
• Serve as the central POC for all CMAOC actions by establishing a direct link to CMAOC. The CAC receives casualty reports from theater units and the CLT supporting the AO based on established rules of allocation and then submits them to the CMAOC located at HRC. Based on METT-TC analysis or unit location, the ASCC G-1/AG, in coordination with the JTF or combatant commander, may allow corps-level commanders to submit casualty reports directly to CMAOC and to the CAC.
• Maintain and provide casualty data and briefings for the ASCC G-1/AG. The division coordinates with G-4 on all Mortuary Affairs (MA) issues including research needed to identify or determine the disposition of remains. The division assists the POD with validating casualty mail information.
• Report all casualties from DoD civilians, contractors, and personnel from other Services (if the sponsoring Service is not in the immediate area). In addition, they coordinate all Joint casualty requirements as prescribed by established Army Support to other Services requirements. The format for this report is the same as when reporting Army personnel. The CAC forwards these reports to CMAOC, which coordinates with the responsible Service. The CAC establishes critical links to the National HR provider through daily, direct contact with the CMAOC.
• Assist CMAOC through monitoring formal LOD investigations on deceased Soldiers. Coordinates the actions and information between CMAOC and supported units.
• Assist commanders, as required, by providing information and scripts to execute NOK notification in the deployed theater and coordinates closure of notification to CMAOC.

Postal Operations Division

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2-65. The POD provides postal assistance and technical guidance to HROBs and HR companies and ensures they are in compliance with postal operations policies and regulations. The POD directly supports the execution of the theater postal policy and the EPW mail mission. The POD ensures appropriate postal resources are identified to support the theater postal mission. Specific responsibilities of the POD are to:

• Provide technical guidance and postal compliance support to all subordinate HROBs.
• Assist the ESC HROB in the establishment of theater opening postal operations.
• Implement, coordinate and ensure compliance of ASCC-imposed postal limitations with supporting HR companies and postal platoons.
• Establish the deployed AO postal inspection plan and ensure all APOs are inspected in conjunction with all applicable Army and Joint standards.
• Assist in the establishment of the deployed AO directory system with guidance from the ASCC G-1/AG and HRSC Director.
• Establish direct coordination and interface with both the MPSA and the servicing Joint Military Postal Agency (JMPA).
• Ensure DoD civilian, contractor and multinational support requirements are determined by the combatant commander and ASCC commanders and disseminated to all supporting G-1/AGs, S-1s, and HR postal organizations.
• Monitor and determine appropriate mail flow rates and ensure current data is integrated into all TSC and ESC SPO planning, especially with supporting transportation planners and executers, while also passing these rates to MPSA.
• Conduct detailed postal planning and coordination with the MPSA in support of theater plans.

RSO Operations Division

Note: Show Slide RSO Operations Division:

2-66. The RSO Division is responsible for planning and providing technical guidance, and maintaining visibility of personnel transiting inter/intra theater APOD/APOE. Specific roles and responsibilities of the RSO Division are to:

• Provide planning and support for theater-level reception and redeployment operations.
• Monitor, analyze, and predict projected passenger flow rates for the various transit categories in both directions to ensure theater PA assets are adequately resourced and effectively positioned. Transit categories include replacement, R&R, leave, and unit movements to and from the theater.
• Ensure theater HR training requirements are provided to deploying HR units and/or CRCs.
• Provide assistance and support to the theater G-1/AG in developing and executing the R&R program.
• Coordinate with the PA/PRM/PIM Division on all matters affecting personnel accountability.
• Coordinate with the CONUS APOD and Air Force planners on personnel flows and capabilities.
• Monitor and recommend distribution and emplacement of PATs.
• Coordinate with the Plans and Operations Division and the TSC SPO (Mobility Branch) for deployment and redeployment plans. Assist the TSC commander/SPO and the ASCC G-1/AG with planning and operational oversight of PAT operations in the deployed AO.
• Coordinate with appropriate agencies for external sustainment support, life support, and onward transportation for transiting personnel.
• Provide technical guidance to the HROBs in the ESC and Sustainment Brigade SPO, the TG PAT, and all PAT elements in the deployed AO.
• Ensure CRCs are following theater replacement guidance, by ensuring all entering Soldiers have pinpoint assignments, which mitigates the ASCC G-1/AG replacement mission (if needed) and reduces the transit time for replacements to join expecting units.

HRSC THEATER OPENING RESPONSIBILITIES

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Theater HR support operations are complex and involve the integrated actions of various G-1/AG staff sections, HR units and staff elements found in sustainment organizations, and the S-1 sections operating within battalion and brigade units.

B-3. Effective, accurate, and timely HR support during theater opening requires the same detailed preparation, and planning required in all military operations. They must be initiated as early as possible within operational timelines. Chapter 6, HR Planning and Operations, provides detailed information on planning and discusses the specific and critical HR functions and capabilities required during the initial phase (theater opening) of operations that must be considered during the MDMP process.

B-4. HR capabilities required by HR support elements/personnel in theater opening include those tasks that are performed as part of the RSO&I process and include:

• Establish initial theater PA
• Establish initial theater CAC operations
• Establish initial theater postal operations

NOTE: The graphic in the upper left of the slide is an example of how complex Theater Opening operations can be. Have students review and facilitate discussion on employment/location of HR organizations and the various support requirements (e.g., RSOI, PAT, casualty operations, etc.) during each phase.

Takeaways

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

Check on Learning

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NOTE: Conduct Check on Learning and summarize ELO#3.