Human Resources Sustainment Center SHOW SLIDE: HUMAN RESOURCES SUSTAINMENT CENTER SECTION I. ADMINISTRATIVE DATA Academic Hours/Methods 0 hrs/00 mins Large Group Instruction 0 hrs/00 mins Practical Exercise (Hands On) 0 hrs/00 mins Test 0 hrs/00 mins Test Review 0 hrs/00 mins Total Hours SECTION II. 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. Theater Sustainment Command (TSC) Expeditionary Sustainment Command (ESC) February 2019

Enabling Learning Objective 2 ACTION: Define Human Resources Sustainment Center Mission and Structure CONDITIONS: Given classroom instruction, assigned readings, FM 1-0 (Human Resources Support), ADP/ADRP 4-0 (Sustainment), FM 4-93.2 (The Sustainment Brigade), and FM 4-94 (Theater Sustainment Command) and awareness of Operational Environment (OE), variables and actors. 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. SHOW SLIDE: ENABLING LEARNING OBJECTIVE NOTE: Review ELO#2 with students. SAFETY REQUIREMENTS. 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 event of electrical storm, you will be instructed to power down equipment. Everyone is responsible for safety.   RISK ASSESSMENT LEVEL. Low. 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. EVALUATION. None

Why do we need HROB and HRSC? Structure cuts and changes: Legacy: Modular Structure: Structure cuts and changes: OPERATIONAL COMMANDS : HR Planning Capabilities: ++ SUSTAINMENT COMMANDS: PERSCOM PERSCOM HRSC ++ PG ARMY Tactical Operational Strategic TSC PG Directorate TG PAT TM MMT HRSC (83) PMC + PMC Directorate Directorate ESC DIV/ CORPS Who does HR Ops planning and oversight at Echelons Above Battalion once transformation removed all HR commands above the company level? PSB HROB (9) (HQs) PSB x (HQs) POSTAL SB (HQs POSTAL (HQs HROB (10) REPL BDE HQs REPL HQs HR COs HRs HRs SHOW SLIDE: WHY DO WE NEED AN HROB AND HRSC? Learning Step/Activity 1. Why do we need an HROB and a HRSC? Method of IANSTRUCTION: Conference/ Discussion Instructor to Student Ratio: 1:16 Time of Instruction: Media Large Group Instruction 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 mission command 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. REPL REPL Answer: The HROB at the ESC/SB level and the HRSC at the TSC level POSTAL HR PLT PD PD HR SQD (CLT) HR SQD (PAT) POSTAL SVCS POSTAL SVCS POSTAL OPNS POSTAL OPNS

HRSC Link to TSC SPO Developing deployment / redeployment plans Determining, in coordination with the TSC G-3 and SPO, the number, type, and location of HR resources Assessing the current situation and forecasting HR requirements Directing action to apply HR resources and support at decisive points and time Coordinating the execution of transportation support for mail movement to include enemy prisoner of war mail Conducting HR casualty operations Coordinating execution of transportation support to move transiting personnel within the theater, theater of operations, AO, or JOA Coordinating the execution of life support for arriving replacements and transiting personnel SHOW SLIDE: HRSC LINK TO TSC SPO Learning Step/Activity II. HRSC Link to TSC SPO Method of IANSTRUCTION: Conference/ Discussion Instructor to Student Ratio: 1:16 Time of Instruction: Media Large Group Instruction 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 Regional Orientation – 5 HRSCs ++ 20/7/56 83 TSC ASCC G-1/AG O6 42H00 O5 42H00 E9 42A5O Office, Director, HRSC 2/0/1 3 O5 42H00 W5 420A E9 42A5O Plans & Opns Division O5 42H00 04 53A00 E8 42A5O E4 42A1O PA/PRM/PIM Division O5 42H00 W4 420A E9 42A5O Casualty Ops Division O5 42H00 O4 42H00 E9 42A5O RSO Division O5 42H00 4J O4 42H00 4J W3 420A E8 42A5O F4 E4 42A1O F5 Postal Ops Division 1/1/1 3 2/0/2 4 1/1/1 3 2/0/1 3 2/1/2 5 O4 42H00 W4 420A E7 42A4O E6 42A3O E5 42A2O E5 42F2O E5 25B2O E4 42A1O E4 42F1O O4 42H00 W4 42OA E7 42A4O E6 42A3O E4 42A1O E3 42A1O O4 42H00 E7 42A4O E6 42A3O E5 42A2O E4 42A1O Tm A Tm A O4 42H00 E6 42A3O E5 42A2O (2) E4 42A1O E3 42A1O (2) Tm A Tm A O3 42B00 4J E7 42A4O F4 E5 42A2O F5 E4 42A1O F5 Tm A 1/0/4 5 1/1/7 9 1/0/6 7 1/1/4 6 1/0/3 4 O4 42H00 W4 420A E7 42A4O E6 42A3O E5 42A2O E5 42F2O E5 25B2O E4 42A1O E4 42F1O O4 42H00 E7 42A4O E6 42A3O E5 42A2O E4 42A1O Tm B Tm B O4 42H00 E6 42A3O E5 42A2O (2) E4 42A1O E3 42A1O (2) Tm B O4 42H00 W4 42OA E7 42A4O E6 42A3O E4 42A1O E3 42A1O Tm B O3 42B00 4J E7 42A4O F4 E5 42A2O F5 E4 42A1O F5 Tm B 1/0/4 5 1/1/7 9 1/0/6 7 1/1/4 6 1/0/3 4 SHOW SLIDE: HRSC ORGANIZATIONAL DESIGN Learning Step/Activity III. HRSC Organizational Design? Method of INSTRUCTION: Conference/ Discussion Instructor to Student Ratio: 1:16 Time of Instruction: Media Large Group Instruction 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. Regional Orientation – 5 HRSCs 1st HRSC Germany USAREUR AC 3d HRSC Jackson, MS USARNO RC 8th HRSC Hawaii USARPAC 14th HRSC Fort Bragg USARCENT 310th HRSC Columbia, SC USARSO MISSION. HRSC provides technical guidance and ensures execution of the personnel accountability, postal, casualty, and RSO functions performed by HR SRC 12 elements and the HR Operations Branch within the Sustainment Brigades or ESCs. FM 1-0, para 2-56 Rule Of Allocation: 1 Per TSC

HRSC Critical Functions Plans and Operations PA / PRM / PIM Casualty Operations Postal Operations RSO The HRSC, as the senior HR element, is responsible for executing personnel accountability, casualty, and postal missions Responsible 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. HRSC Director SHOW SLIDE: HRSC CRITICAL FUNCTIONS 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 PLANS & OPERATIONS DIVISION TEAMS (2) 1/1/1 3 1/0/4 5 3/1/9 13 MISSION. Provides the HRSC Director the capability to manage current operational requirements and planning for both long and short range HR operations. DOCTRINAL RESPONSIBILITIES Assists the HRSC Director in managing current HR operational requirements • Provides long and short range planning for the execution of HR tasks supported by HR organizations (PA, casualty, and postal operations) • Manages internal HRSC deployment plans, deployment preparation, and support of contingency operations in the allocated AO • Tracks force flow and monitors down-trace HR organizations deployment plans, deployment preparations, and support of contingency operations in the allocated AO • Develops and maintains internal plans and policies for the collective training of HR personnel • Integrates HRSC operations involving multiple divisions of the HRSC SHOW SLIDE: PLANS AND OPERATIONS 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 PA / PRM / PIM DIVISION TEAMS (2) 2/0/4 4 1/1/7 9 4/2/16 22 MISSION. Produces data, reports, and other information required for the analysis of Strength Reporting, Casualty, Postal, and Personnel Accountability Team operations. DOCTRINAL RESPONSIBILITIES Establishes 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. • Uses 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. • Notifies the ASCC G-1/AG of all replacements who arrive in theater without pinpoint assignments. • Manages the theater database hierarchy and makes adjustments as the ASCC G- 1/AG and G-3 updates and modifies task organization. SHOW SLIDE: PA / PRM / PIM 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 CASUALTY OPNS DIVISION TEAMS (2) 1/1/1 3 1/0/6 7 4/1/19 24 MISSION. Establishes the theater CAC and manages casualty reporting within the theater of Operations IAW policies established by the ASCC G-1/AG. DOCTRINAL RESPONSIBILITIES • Receives, processes, and forwards all casualty reports in the theater. • Serves as the POC for all Casualty and Mortuary Affairs Operations Center (CMAOC) actions by establishing a direct link to CMAOC. • Maintains and provides casualty data and briefings for the ASCC G-1/AG. • Reports all casualties from DoD civilians, contractors, and personnel from other Services (if the sponsoring Service is not in the immediate area). • Assists CMAOC through monitoring formal LOD investigations on deceased Soldiers. Coordinates the actions and information between CMAOC and supported units. • Assists commanders, as required, by providing information and scripts to execute NOK notification in the deployed theater and coordinates closure of notification to CMAOC. SHOW SLIDE: CASUALTY OPERATIONS 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 CMOAC. 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 CMOAC 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 MISSION. Provides postal assistance and technical guidance to HROBs and HR companies and ensures they are in compliance with postal operations policies and regulations; directly supports the execution of the theater postal policy and the EPW mail mission; ensures appropriate postal resources are identified to support the theater postal mission. POSTAL OPNS DIVISION TEAMS (2) 2/1/2 5 1/0/3 4 4/1/8 13 DOCTRINAL RESPONSIBILITIES • Provides technical guidance and postal compliance support to all subordinate HROBs. • Assists the ESC HROB in the establishment of theater opening postal operations. • Implements and ensures compliance of ASCC-imposed postal limitations • Establishes the deployed AO postal inspection plan • Assist in the establishment of the deployed AO directory system • Establishes direct coordination with both the MPSA and the servicing JMPA. • Ensures DoD civilian, contractor and multinational support requirements are determined and disseminated • Monitors and determines appropriate mail flow rates and ensures current data is integrated into all TSC and ESC SPO planning • Conducts detailed postal planning and coordination with the MPSA SHOW SLIDE: POSTAL OPERATIONS 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 RSO DIVISION TEAMS (2) 2/0/1 3 1/1/4 6 4/2/9 15 MISSION. Responsible for planning and providing technical guidance, and maintaining visibility of personnel transiting inter/intra theater APOD/Aerial Port of Embarkation (APOE). DOCTRINAL RESPONSIBILITIES • Provides assistance and support to the theater G-1/AG in developing and executing the R&R program. • Coordinates with the PA/PRM/PIM Division on all matters affecting personnel accountability. • Coordinates with the CONUS APOD and Air Force planners on personnel flows and capabilities. • Monitors and recommends distribution and emplacement of PATs. • Coordinates with the P&O Division and the TSC SPO (Mobility Branch) for deployment and redeployment plans. • Coordinates with appropriate agencies for external sustainment support, life support, and onward transportation for transiting personnel. SHOW SLIDE: RSO OPERATIONS 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 THEATER OPENING EXAMPLE Casualty Operations Division Establish the theater CAC Establish the TACREC Coordinate with HROB to ensure HR Company established Provide technical guidance to TG PAT and HROB Postal Operations Division Assist MMT Team Coordinate with ASCC G-1/AG and TSC for resources (postal elements, facilities, transportation, equipment, etc.) Appoint AO Postal Finance Officer and coordinate with each COPE Provide technical guidance to MMT and the HROB SHOW SLIDE: HRSC THEATER OPENING RESPONSIBILITIES 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. PA / PRM / PIM Division Establish Theater HR database Initiates theater database hierarchy Continue coordination of projected personnel flow rates Provide technical guidance to TG PAT and HROB FM 1-0, Appendix B

Takeaways Communication and Relationship building are essential to success on the ground. Multi-functional HR Companies and platoons deployed as trained units will provide better HR support in the field. HRSC assistance to units in theater as well as units still in CONUS is an absolute requirement until operational HR tasks and missions are better understood by sustainers and HR professionals. Number of HR operational training venues hinder the progress of HR operational units as well as HROBs. Collective training events such as Silver Scimitar (USARC) and Silver Dagger (FORSCOM) are critical in preparing deploying units (SRC 12 and SRC 63) for their theater HR Mission. SHOW SLIDE: TAKEAWAYS 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 What are the five divisions of the HRSC? Plans and Operations; PA/PRM/PIM; Casualty Operations; Postal Operations; Reception, Staging, and Onward Movement (FM 1-0, Figure 2-8) What three critical HR Key Functions does the HRSC integrate throughout the theater? Personnel Accountability, Casualty, and Postal (FM 1-0, para 2-56) Who does the HRSC receive HR policy guidance from? ASCC G-1/AG; HQDA G-1 Personnel Policy Guidance (PPG); and in some cases HRC and other national-level HR organizations (Reserve Component) (FM 1-0, para 2-67) SHOW SLIDE: CHECK ON LEARNING NOTE: Conduct Check on Learning and summarize ELO#3.

HRSC Planning PE Scenario: As a HR planner you must be aware of the current theater operational environment as well as future changes that can occur. Essential to this is the understanding of our structure, relationships, and being able to look beyond the horizon to anticipate requirements to best support sustainment operations.   Situation: You are a HR Planner in the HRSC deployed for approximately six months. Postal operations are well established throughout theater and the Christmas Holiday season is quickly approaching. You have just been informed by the ESC HROB in Afghanistan that they will be establishing a new FOB near the eastern border of Afghanistan and Pakistan. One of the combat brigades currently on the ground will send a battalion-sized task force of 700 Soldiers, 40 Civilians and 130 Contractors to this newly established FOB to conduct combat and sustainment operations. The estimated length of the operation is planned to last eight to twelve months. The new area has seen a resurgence of enemy activity and travel on the road network is restricted. The HROB was tasked to analyze the mission and provide information to their commander on how to best support this from a postal perspective and has asked for your guidance and assistance. The HRSC director wants you to come see him in 20 minutes prepared to discuss what the HRSC can do to support the HROB as they develop their plan. Specifically, the director wants you to identify the technical guidance you will provide (what) to ensures execution of the personnel postal functions to be performed by HR SRC 12 elements and the HR Operations Branch in support of this operation. Additionally, because the Christmas holiday season is fast approaching, the director has specifically indicated his concern with Postal operations during this peak mail flow period and wants to know the issues that may need to be addressed. Task: Taking into consideration the holiday mail season, relocation of the task force, mail movement requirements and your understanding of the HRSC postal division and FM 1-0, develop a list of questions, and identify postal concerns that the HROB needs to consider in their planning efforts. Ensure you include the units/organizations that need to be involved as well as planning factors that need to be used. SHOW SLIDE: HRSC PLANNING PE Scenario: As a HR planner you must be aware of the current theater operational environment as well as future changes that can occur. Essential to this is the understanding of our structure, relationships, and being able to look beyond the horizon to anticipate requirements to best support sustainment operations.   Situation: You are a HR Planner in the HRSC deployed for approximately six months. Postal operations are well established throughout theater and the Christmas Holiday season is quickly approaching. You have just been informed by the ESC HROB in Afghanistan that they will be establishing a new FOB near the eastern border of Afghanistan and Pakistan. One of the combat brigades currently on the ground will send a battalion-sized task force of 700 Soldiers, 40 Civilians and 130 Contractors to this newly established FOB to conduct combat and sustainment operations. The estimated length of the operation is planned to last eight to twelve months. The new area has seen a resurgence of enemy activity and travel on the road network is restricted. The HROB was tasked to analyze the mission and provide information to their commander on how to best support this from a postal perspective and has asked for your guidance and assistance. The HRSC director wants you to come see him in 20 minutes prepared to discuss what the HRSC can do to support the HROB as they develop their plan. Specifically, the director wants you to identify the technical guidance you will provide (what) to ensures execution of the personnel postal functions to be performed by HR SRC 12 elements and the HR Operations Branch in support of this operation. Additionally, because the Christmas holiday season is fast approaching, the director has specifically indicated his concern with Postal operations during this peak mail flow period and wants to know the issues that may need to be addressed. Task: Taking into consideration the holiday mail season, relocation of the task force, mail movement requirements and your understanding of the HRSC postal division and FM 1-0, develop a list of questions, and identify postal concerns that the HROB needs to consider in their planning efforts. Ensure you include the units/organizations that need to be involved as well as planning factors that need to be used.

Enabling Learning Objective 2 ACTION: Define Human Resources Sustainment Center Mission and Structure CONDITIONS: Given classroom instruction, assigned readings, FM 1-0 (Human Resources Support), ADP/ADRP 4-0 (Sustainment), FM 4-93.2 (The Sustainment Brigade), and FM 4-94 (Theater Sustainment Command) and awareness of Operational Environment (OE), variables and actors. 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. SHOW SLIDE: ENABLING LEARNING OBJECTIVE 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), ADP/ADRP 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.