1. Transforming an Army at War
FA 43 Course
30 November 2005
United States Army War College

2. Personnel Transformation Supports the Transformation of the Army
People 04 05 06 07 ??
21st
FUTURE FORCE
Century
Process/Policy
Organization
Technology
Adapt and Improve Total Army Capabilities
Support Global Operations
Optimize Reserve Component Contributions
Adjust Global Footprint
Sustain Right All Volunteer Force
Build the Future Force
Adapt Institutional Army
Develop Joint, Interdependent Logistics Structure
Army Campaign Plan Objectives
THE CORE COMPETENCIES
Train and Equip Soldiers and Grow Leaders
Provide Relevant & Ready Land Power Capability to the Combatant Commander as part of the Joint Force
G-1 Vision: Responsive, reliable and joint-networked personnel services and systems, continuously available worldwide across the spectrum of conflict, to man and sustain the Army Team.
G-1 Mission: Develop, manage and execute all manpower and personnel plans, programs and policies – across all Army Components – for the entire Army Team.
Note: 795K retirees includes720K retirees from Active, Guard and Reserve who are currently drawing a pension, as well as 75K retirees from the Guard and Reserve who have retired after 20+ years of service but who have not yet reached age 60 and are therefore not yet drawing a pension

3. HR Transformation requires strategic change across four key areas
(more than DIMHRS)
Workflow of processes
42/43
Functions (HR Specialist)
DIMHRS
policy changes
DIMHRS
Red Team Study
E-5/E-6
Promotions Review
Joint strength
accounting
DIMHRS/eHRS???
42F
Tasks (HR Info Mgmt Spc)
Fit gap
analysis
HR professionals
Personnel Services Delivery Redesign
G-1
Policy, dollars, readiness
Relevant and Ready HR Support to the Warfighter
Strategic Planning
Soldier Support Institute
TOE units & training
Army Human Resources Center
ops, distribution & readiness
Transformation
Continuum of Service
Expeditionary Force
Bandwidth & battlefield integration
Training & professional development
Reach back
Manning
Functional
Proponent
input
Modularity
Force Stabilization
Systems integration
UA/Bn
centric personnel
operations
Systems
and technical architecture
Structure
impacts
HR Transformation must support : Responsiveness, Deployability, Agility, Versatility, Lethality, Survivability, and Sustainability fully support Future Joint Force Attributes

4. Personnel Services Delivery Redesign (PSDR)
Roadmap for delivery of end-to-end personnel services supporting modular transformation of the Army
Empowers commanders to care for Soldiers with organic professionals
Provides Soldier-specific support at Battalion and Brigade S1 sections
Eliminates requirement to unplug personnel services capability from an external structure to support BCT deployments
Recognizes changes in technology enable more timely and effective delivery of personnel services
Migrates tasks from existing SRC12 structure (SSB/PSB) to S1s as SRC12 structure changes
Supports CSA’s concept to develop modular, expeditionary BCTs which easily plug into Joint and Theater C2 structure
BCTs have embedded capability without increasing footprint
BCTs perform daily personnel services tasks the same way in garrison or deployed

5. Scientific Approach to Workforce Analysis
Two-phased process
SME/MARC analysis of Battalion S1 Section
Workforce time-to-task capture on-site at FCKY in support of Pilot
SME/MARC analysis utilized PSDR-developed task/process list in conjunction with 1998 MARC data
Indicated structure for S1 section of 800-Soldier Battalion – 11 Conflict/14 Sustained
PSDR Pilot uses 9 Soldiers in same section based on availability of SRC 12 structure
Workforce capture during Pilot
All S1 section members and the MPD participate
Web-based capture tool developed and fielded at FCKY
Data captured daily commencing 17 January
USAFMSA and TRAC-Lee validated process and made on site visits during monthly validation periods
Results from this analysis supported validation of the FDU submission in support of PSDR

6. Senior Army Leadership Supports PSDR

7. Task Migration for PSDRX S1 II
PSB I
Per Det (HR)
Military
Personnel
Division S1 II
Casualty & memorial affairs
Transition services
SRP processing
ID cards-family
Passports & birth registration
Family support
In/out processing
Well-being
Mob demob support
Retirement programs
MMRB process
Non PSDR personnel
Personnel accounting
Strength reporting
Utilization
UCMJ actions
MWR program
Soldier readiness
Flagging actions
Personnel records (e.g., SGLI)
Reassignment processing
Replacement operations
Reclassification
Retention programs
Officer promotion & board selections
Enlisted promotions & board selections
Officer & enlisted evaluations
Awards & decorations
Line of duty
ID documents-soldiers
Specialized training requests
Military pay
Management actions (frocking,
SRB, special pays
Casualty liaison teams
Staff &
Functions
E5/E6 Promotions
LEGEND
TASKS
MOVING
TASK
UNDER REVIEW

8. Essential Personnel Services Flow to the Top of Army (AC)
HRC
Operational Unit S1 Functions:
PASR
Strength Management
Personnel Records
Reassignment processing
Replacement ops
Reclassification
Officer & enlisted promotion & board selections
Officer & enlisted evaluations
Awards & decorations
Line of duty
ID cards-Soldiers
Military pay LNO
Management actions (frocking, SRB, special pays)
Casualty operations
MPD (IMA) HR Functions:
Casualty & memorial affairs**
Transition services
ID cards-family
Passports & birth registration
Family support
Well-being
Mob demob support
Retirement programs
MMRB process
Non PSDR personnel
Rear Det Support
SRP processing
In/out processing
Enablers
EDAS
TOPMIS
eMILPO
DEERS/Rapids
** DCIPS used by MPD/CAC
Landline
Study on-going
Landline
The PSDR concept focuses on BCT/BDE S1’s ability to execute HR functions regardless of physical location with the top of the Army. The BCT can be on rotation in JRTC, supporting Hurricane relief efforts, deployed to Iraq, or training at home station and the S1 still performs the same functions for Soldiers that are assigned or attached to that BCT.
As previously mentioned, the G1 with ACSIM, G3, and SSI are analyzing support for Soldiers on installations and determining common levels of support for tasks and functions required on installations. This review looks at a broad range of tasks from reception with ARFORGEN considered to taking care of Rear Dets. Through this study we will clearly identify IMA’s responsibilities now that the S1s responsibilities to care for their TOE Soldiers has broadened under PSDR.
MPD (IMA)
BCT, AVN BDE, & BN S1s

9. Essential Personnel Services Flow to the RRC & HRC-STL (USAR)
Operational Unit S1 Functions:
Personnel accounting
Strength reporting
Utilization
UCMJ actions
MWR program
Soldier readiness
Flagging actions
Casualty reporting
Personnel records (e.g., SGLI)
Reassignment processing
Replacement requisition
Reclassification
Retention programs
Officer promotions & board selections
Enlisted promotions & board selections
Officer & enlisted evaluations
Awards & decorations
Line of duty investigations
ID tags/cards-soldiers/civilians
Management actions (frocking, SRB, special pays)
Rear Det Support (hiring action)
Enablers
RLAS
DARTS
SMS
DEERS/Rapids
RRC HR Functions:
Casualty & memorial affairs**
Transition services
ID cards-family
Family support
Well-being
Mob demob support
Retirement programs (MDAY)
MMRB process
Non PSDR personnel
Rear Det Support
SRP processing
**DCIPS at RRC
Landline
The PSDR concept focuses on BCT/BDE S1’s ability to execute HR functions regardless of physical location with the top of the Army. The BCT can be on rotation in JRTC, supporting Hurricane relief efforts, deployed to Iraq, or training at home station and the S1 still performs the same functions for Soldiers that are assigned or attached to that BCT.
As previously mentioned, the G1 with ACSIM, G3, and SSI are analyzing support for Soldiers on installations and determining common levels of support for tasks and functions required on installations. This review looks at a broad range of tasks from reception with ARFORGEN considered to taking care of Rear Dets. Through this study we will clearly identify IMA’s responsibilities now that the S1s responsibilities to care for their TOE Soldiers has broadened under PSDR.
Military Installation HR Functions:
Passports & birth registration
Family support (ACS, Red Cross, AER)
Well-being
Mob demob support
Retirement programs (AGR Title 32 & 10)
SRP processing
GRP, BDE, & BN S1s

10. Essential Personnel Services Flow to the State HQ (ARNG)
JFHQ
Operational Unit S1 Functions:
Personnel accounting
Strength reporting
Utilization
UCMJ actions
MWR program
Soldier readiness
Flagging actions
Casualty reporting
Personnel records (e.g., SGLI)
Reassignment processing
Replacement requisition
Reclassification
Retention programs
Officer promotions & board selections
Enlisted promotions & board selections
Officer & enlisted evaluations
Awards & decorations
Line of duty investigations
ID tags/cards-soldiers/civilians
Management actions (frocking, SRB, special pays)
Rear Det Support (hiring action)
Enablers
RCAS
DARTS
SIDPERS 2.75
DEERS/Rapids
JFHQ HR Functions:
Casualty & memorial affairs**
Transition services
ID cards-family
Family support
Well-being
Mob demob support
Retirement programs (MDAY)
MMRB process
Non PSDR personnel
Rear Det Support
SRP processing
**DCIPS at JFHQ
Landline
The PSDR concept focuses on BCT/BDE S1’s ability to execute HR functions regardless of physical location with the top of the Army. The BCT can be on rotation in JRTC, supporting Hurricane relief efforts, deployed to Iraq, or training at home station and the S1 still performs the same functions for Soldiers that are assigned or attached to that BCT.
As previously mentioned, the G1 with ACSIM, G3, and SSI are analyzing support for Soldiers on installations and determining common levels of support for tasks and functions required on installations. This review looks at a broad range of tasks from reception with ARFORGEN considered to taking care of Rear Dets. Through this study we will clearly identify IMA’s responsibilities now that the S1s responsibilities to care for their TOE Soldiers has broadened under PSDR.
Military Installation HR Functions:
Passports & birth registration
Family support (ACS, Red Cross, AER)
Well-being
Mob demob support
Retirement programs (AGR Title 32 & 10)
SRP processing
BCT, AVN BDE, BDE & BN S1s

11. Essential Personnel Services Flow to the Top of Army (Deployed)
HRC JFHQ-(State) RRC
Enablers
EDAS
TOPMIS
DTAS
DCIPS-FWD
eMILPO
RCAS
RLAS
DEERS/Rapids
Operational Unit S1 Functions:
PASR
Strength Management
Personnel Records
Reassignment processing
Replacement ops
Reclassification
Officer & enlisted promotion & board selections
Officer & enlisted evaluations
Awards & decorations
Line of duty
ID cards-Soldiers
Military pay LNO
Management actions (frocking, SRB, special pays)
Casualty operations
Satellite Link (Deployed)
Ports
Army
The Current Operating Environment shown here displays the levels of C2 and support provided by Division, Corps, and Theater as concentric rings that radiate out from the Army’s new center of gravity, the BCT.
Personnel Services Delivery Redesign pushes HR systems’ permissions and access to the BCT/BDE S1 level (and to some degree the battalion) to enable them to interface directly with the Top of the System and removes multiple layers of hierarchy. Actions such as awards, personnel management, and evaluations can go directly from the BCT/BDE or STB to HRC for active component. For Army Reserve Soldiers, transactions can go directly to their supporting Regional Readiness Center and to the state Joint Forces HQ for our National Guard Soldiers. All strength management actions (replacement, reassignment, reclassification, etc) can go directly to the BCT/BDE/STB from the top of the system. Information flow, command guidance, policy changes and training assistance will continue to flow from the Division and Corps G1 Sections to the BCT/BDE, STB and BN S1 Sections. The Division and Corps G1 share a common operating picture with the BCTs and also interact with top of the Army to ensure the Division and Corps Commander’s operational needs are met and any overarching command issues are resolved.
(backup chart #25) The Human Resources Sustainment Center (HRSC) provides information and analysis as needed to the Corps/Theater G1 and they receive top of the system guidance that affects the theater. The HRSC is the theater proponent for information management and will work with both top of the system and G1/S1 Sections in the theater to ensure proper access, permissions, and data clarity during all phases of the deployment.
Div/Corps
Div/Corps G1
HRSC
BCT
All HQs have common operating picture, but transaction sent by approving authority HQs

12. Commander Visibility Vital ALL CLTs will have access to DCIPS
Casualty Reporting/Tracking
HRC
All reports
CMAOC
Commander Visibility Vital
Report
Supple-mental Report
System:
DCIPS
CAC
CSH
Notification
Ports
CLT
Army
MA CP
Div/Corps
When a casualty occurs, the unit reporting the casualty generates a DD Form 1156 which flows to the BCT/BDE S1 or CLT. The report is forwarded by the S1 or CLT digitally to the HRSC using the Defense Casualty Information Processing System Forward (DCIPS-FWD). The reports are verified through the medical or mortuary affairs systems and the Casualty Operations Division sends the report to HRC. Simultaneously, CLTs provide any status changes back to the e\affected unit and its headquarters. Supplemental reports are done each time casualty status or location changes.
Visibility by the owning commander is critical during casualty operations. Right now there are initiatives to link Joint Patient Tracking Application JPTA) data to eMILPO, Medical Operational Data Systems (MODS), DCIPS, and Full Spectrum Army Accountability Architecture (FSA3).
(Backup chart #31) CLTs update patient tracking data and perform duty status changes when necessary. The CLT located at the Div G1 provides a link to the CLTs and the Casualty Operations Center keeping the commander informed of all casualty information, updates and statistics. The Casualty Operations Division of HRSC (with augmenting Casualty Platoon HQ and CLT) provides the Corps G1 with the necessary casualty information to keep the Corps Commander informed. The HR-R5C Company is not involved in the casualty reporting. The HR-R5C Company simply provides administrative oversight of the casualty platoons and their assets.
BCT
Theater
Div/Corps G1
CLT
DCIPS-FWD
Entry by BCT S1 or CLT
HRSC
CAS OPS DIV
CLT
ALL CLTs will have access to DCIPS

13. Supports population from sustainment base
Postal Flow in Deployed Theater
Plans/Ops
Mail Flow
Ports
Mail arrives to the theater at the APOD where it is received and broken down at the Joint Military Mail Terminal (JMMT) or MMT, led by the Army Component MMT team with an augmenting HR-Postal Company and 2 or more postal platoons based on supported population. The mail is broken down by 9 digit zip code and moved primarily by 20 foot containers or on pallets from ports to sustainment brigades in the Theater or Corps battle space. There, the postal platoons and HR Company headquarters assigned for area support based on supported population, break down the bagged mail and parcels for units to collect. The forward companies and platoons also perform mail services, postal finance missions and act as mobile postal teams moving forward to support geographically separate units. The units handle retrograde and redirected mail, moving it back to the JMMT or MMT by 20 foot containers or on pallets for movement to CONUS.
(Back up chart#27) All necessary statistics, guidance on mail, policy, and operational movement comes from the Postal Operations Directorate of HRSC. The HR Ops Cell assists with coordination for mail movement and security as well as assists in making sure personnel data from the supported G1s is shared with the HR Postal Companies to ensure up-to-date alignment with zip codes and unit numbers.
Div/Corps
Army
Div/Corps
Theater
Postal Plt
JMMT or MMT
Postal Plt
BCT
Div/Corps
Postal Plt
HRSC
HR CO (Postal)
Supports population from sustainment base
Hospitals
Postal Plt

14. Accountability & Movement Control Technical Guidance and Policy
R5 Flow in Deployed Theater
Reception/ Redeployment
Replacement
R&R
Return to Duty
Hospitals
CONUS Terminals
CRC
Accountability & Movement Control
Theater
Ports
Div/Corps
Army
The Theater Opening R5 Team establishes the R5 Center at the APOD and receives and processes all units with respect to Reception, Staging, Onward Movement and Integration, (RSOI). Individual replacements flows in a similar manner from the R5 Center to the BCT/BDE S1of the unit assigned. The Theater Opening R5 team coordinates all onward movement, logistical support and personnel tracking of units and individual replacements. As the theater matures, other ports of entry may be established requiring R5 support at more than one location. The size of this R5 element will be based on the projected flow.
During sustainment, the R&R program requires intense coordination to ensure proper accountability and movement control. Soldiers on R&R will move with coordination from the BCT/BDE S1 to an R5 platoon or team at the Div/Corps level based on daily personnel flow. The R5 team will ensure accountability and necessary processing is done for follow-on travel to the R5 Center or to in-theater R&R programs. At the R5 center the Soldiers on R&R are briefed, processed and manifested for R&R travel. Upon return from R&R, the R5 Center processes and moves Soldiers back into the theater through the Div/Corps level R5 element to the unit.
Return-to-Duty Soldiers will return from theater-based hospital or military medical treatment facilities to the Theater R5 Center, Div/Corps level R5 element, or directly to the unit based on the location of the medical facility. The R5 element will coordinate with the CLTs for movement back to the units through the BCT/BDE S1.
Upon completion of a rotation or the end of theater operations, the Theater Opening R5 team will coordinate onward movement with other services, coordinate logistical support and properly account for individuals and units as they leave the theater. The R5 Operations Division of the HRSC provides technical guidance and theater policy information to the Theater Opening R5 and HR-R5 Companies on all R5 matters. The Sustainment Brigade HR Ops Cell assists the forward R5 elements with coordinating logistical needs from assets within the Sustainment Brigade.
Div/Corps
R5 Center
Soldier’s Unit
HRSC
Technical Guidance and Policy
BCT
Sust. BDE
HR CO
HR Ops Cell

15. Issues and Challenges – Implementation While at War
Implementation of PSDR Army-wide must be synchronized with Modularity and other force structure changes
Approach used with the pilot at 101st Airborne Division (AASLT) was concurrent PSDR and modular conversion
Concurrent fielding of equipment to battalion and brigade essential; e.g., VSAT, DEERS/RAPIDS terminals, etc.
Challenges:
Implementing PSDR where the Personnel Services Battalion is split among multiple locations
Leader education
Culture shift
Clear delineation between S1/G1 personnel tasks and garrison personnel tasks (performed by IMA thru installation MPDs)
Training for units that are deployed before IOC and return after FOC – training plan/rollout must address this gap
HOW CAN YOU HELP: Provide general support

16. Generic BCT/BDE and Bn S-1 Sections
BCT S1 – 14 PAX, INCLUDES CW2
IN BN * S1 – 9 HR PAX
POSN
MOS
GRADE
AUTH S1
43A O4 1
AS1/STR MAN
42B O2
MIL PERS TECH
420A
CW2
SR HR SGT
42A E8
HR SGT E7
0(-1) E6
2(1)
HR INFO MAN SGT
42F E5
MilPay SPC
44C E4
HR SPC
3(1)
HR INFO MAN SPC
POSN
MOS
GRADE
AUTH S1
11A/42B O3 1
SR HR SGT
42A E7
HR SGT E6 E5
2(1)
HR SPC E4 2 E3
MAIL CLERK
42L
PSDR empowers commanders to care for Soldiers with organic HR professionals. The TOE BCT/BDE S1 is the basic building block within this organizational concept. The design recognizes the required balance of skills, experience and training expected of certain grades and MOSs. This design calls for a S1 leadership team with the seniority to interface with senior supported battalion leaders and others on the brigade staff. PSDR calls for a plus up of the BDE S1 staff to include an MSG, Warrant Officer, AG LT, and extra skill level 10 and 20 Soldiers. In addition you’ll see 42Fs for the HR systems management as well as 44Cs to provide military pay trouble shooting.
Each TOE battalion under PSDR is plused up by two Soldiers. The critical change called for in the FDU is the recode of all TOE BN S1 positions to AG. That was a contested issue on the FDU within TRADOC, but TRADOC’s submission on Friday recommended the recode to AG.
STRENGTHS IN RED INDICATE A CHANGE OF PERSONNEL TO THE S1 SECTION
- Increase of 7 Personnel in BCT S1 section
- Increase of 21 Personnel across all S1 sections in the BCT
* All Bns Gain Two Personnel, One HR SGT & One HR SPC, Regardless of Initial Auths

17. PSDR Final BCT/BDE S1 Section
MODULAR
BCT/BDE S-1 +
BCT/BDE S-1 TEAM 120X2L000 =
Discrete Para
BCT/BDE S-1
2/1/11- 14
1/1/5- 7
1/0/6-7
O4 43A S1
O2 42B STR MGR
W2 420A PER TECH
E8 42A SR HR SGT
E6 42A HR NCO (X2)
E5 42A HR NCO (X2)
E5 42F HR NCO
E4 42A HR SPC(x3)
E4 42F HR SPC
E4 44C FI SPC
O4 43A S1
W2 420A PER TECH
E7 42A SR HR SGT
E6 42A HR NCO
E5 42A HR NCO
E4 42A HR SPC(x2)
O2 42B
E8 42A
E5 42A
E5 42F
E4 42A
E4 42F
E4 44C
Decrease
E7 to E6
ADD ADDITIONAL
HR IT SPC AND
FINANCE SPC

18. PSDR Equipping BCT/AVN Bde Package: 1 VSAT Terminal
1 CAISI Bridge Module
VSAT 1st year Airtime
1 Digital Sender
1 ID Tag Machine
1 DEERS-Rapid CAC System
9 AHRS Computers
3 AHRS Printers
6 CAC Card Readers TPS
Bde Package:
1 CAISI Bridge Module
1 DEERS-Rapid CAC System
1 Digital Sender
1 ID Tag Machine
9 AHRS Computers
3 AHRS Printers
6 CAC Card Readers TPS
STB Package:
1 CAISI Bridge Module
1 DEERS-Rapid CAC System
1 Digital Sender
1 ID Tag Machine
7 AHRS Computers
2 AHRS Printers
Bn Package:
1 CAISI Client Module
1 Digital Sender
1 ID Tag Machine
5 AHRS Computers
2 AHRS Printers
The equipping of units by type is based on their location in the battle space and the population they support.
BCT/AVN Bde has a VSAT Terminal and the requisite Air Time and the Brigade does not due to its requirements to operate remotely and able to communicate independently digitally.
STB Package is sized to the population projected to be supported. It is equipped with a smaller AHRS computer pacakge and with a CAISI Bridge Module since the STB is located in an area where it can tie in to a VSAT.
Bn packages are sized to the authorized population. They have a CAISI Client Module to tie to the BCT/Bde. No DEERS/RAPIDS are provided since soldiers would go to the higher BCT/Bde.

19. PSDR Theater Structure Equipping
HR Company HQ:
1 VSAT Terminal
1 CAISI Bridge Module
VSAT 1st year Airtime
1 CAISI SSR
4 AHRS Computers
1 AHRS Printers
HR Services Center Package:
2 VSAT Terminal
7 CAISI Bridge Module
VSAT 1st year Airtime
1 CAISI SSR
5 CAISI Client Modules
1 DEERS-Rapid CAC System
59 AHRS Computers
15 AHRS Printers
Military Mail Terminal Team:
1 CAISI Bridge Module
5 AHRS Computers
2 AHRS Printers
TO R5 Team:
1 CAISI Bridge Module
1 Digital Sender
1 ID Tag Machine
1 DEERS-Rapid CAC System
7 AHRS Computers
2 AHRS Printers
3 CAC Card Readers TPS
Other HR Structure:
HR CO Postal Team (Plug)
HR CO R5 Team (Plug)
Postal Platoon
R5 Platoon HQ
Casualty Platoon HQ
R5 Team
CLT

20. PSDR Implementation Timeline (AC)
Phase I
Phase II
Phase III
Phase IV
Fort Campbell (101st DIV Pilot)
COMPLETE
Korea
Fort Bragg
Fort Irwin
Fort Carson
Fort Benning
Fort Stewart
Fort Riley
DC/VA/MD
Fort Lewis
Fort Drum
Italy
Germany
Alaska
Fort Campbell
Fort Hood
Fort Polk
Fort Sill
Fort Sam Houston
Fort Huachuca
Hawaii
Fort Gordon
Fort Bliss
Fort Leavenworth
All Others (TBD)
NOV FEB OCT OCT OCT 08

21. PSDR Implementation Timeline Delayed Start
OCT 05
NOV
DEC
JAN06
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
JAN 07
FEB
MAR
APR
MAY 07
OEF/OIF Planning begins
PSDR Timeline $
FDU Approval
Korea $
Reset/Train
Stop personnel flow to SRC 12 units
Restationing of 8th HRSC from Korea
Fort Bragg $
Reset/Train
Approx 38 BCT/BDE
138 BNs
4 STBs
More to be added
as and RC are
determined
Fort Carson $
Reset/Train
Fort Benning $
Reset/Train
Fort Stewart $
Reset/Train
Fort Riley $
Reset/Train
Unit Patch
Equipment
MRE Date
Documents $
Funding
Events of interest
Certification

22. Implementation Training Concept
3 New Organizational Training Team (NOTT)
Teams consist of 6 personnel (1/1/4) with AC/RC mix
SSI Proponent and Host for Teams
2-year AC mission & 3-year RC mission
Teams- Provide support during the 9 to 11 month implementation window
Coordination
Provide assistance with documentation, coordination with IMA, HRC and each affected installation
Orientation/Planning
Briefing to unit leadership, assist with systems access, prep OPORDERS, provide training and distribution plans
Reset & Training
Provide onsite assistance with unit reset, systems training, equipment transfers, task specific training and transfer of tasks and records from IMA
Operational Validation
Provide sustainment training as necessary, provide evaluation standards and certification as necessary
Direct link to HRC and AG School for all PSDR/FDU Implementation issues

23. PSDR Summary
“This PSDR concept is working very well.” MAJ Chris Gosselin, 101st Sustainment BDE S1
Current status …
Phase I completed with the 101st ABN DIV (ASSLT) with feedback mechanisms to obtain/apply PSDR lessons learned
Phase II implementation planned and New Organization Training (NOT) Teams ready to launch
Funding and documentation remain the two critical elements of initiating implementation.

24. Other Transformation Initiatives

25. Army awaiting recommendation of “Go Forward” team for DIMHRS viability
Personnel Work Centers Assume
MILPAY Responsibilities
MILPAY function migrates to HR community with fielding of DIMHRS-right?
APTD executed several MILPAY workgroups
Determined task/processes required
Crosswalked tasks/processes with DIMHRS deliverables
Work Group analysis indicates DIMHRS will execute majority of required processes, but human expertise still required for some actions
Soldier support requires MILPAY expertise, including knowledge of entitlements
Technical MILPAY expertise required for error resolution
PSDR recognizes Bde S1 section as best location for MILPAY expertise
Current FM FDU eliminates all MILPAY spaces
474 spaces turned back to Army
Analysis indicates approximately 300 spaces should be allocated for MILPAY— including one in each Bde/BCT (1 NCO)
The Army Reception Replacement Company (ARRC) is a modular, scalable, flexible organization capable of providing responsive, sustained support across the full spectrum of military operations with a minimum but effective number of personnel located within the battlespace. The organization is versatile, expansible and able to transition quickly between changes in its support mission and be fully functional in the Army Force, Joint, interagency, and multinational environments. The Army Reception Replacement (ARR) Platoon is building block for this organization.
The Army Reception Replacement Company (ARRC) operations consist of reception, housing, feeding, limited supply actions and coordinating transportation requirements from the Aerial Port of Debarkation (APOD) / Seaport of Debarkation (SPOD) to the unit of assignment. Based upon METT-TC, replacement personnel may be delivered to the UA or UE support base and later transported by UA or UE assets to the unit of assignment during operational pauses or logistics support surges.
This is a change in doctrine from AOE/Force XXI. Replacements were pushed from Theater to Corps or Division Replacement companies for follow on delivery to units of assignment.
The ARR Company receive and account for all incoming personnel (soldiers, RTD, DoD civilians, non- combatant evacuees, contractors, return-to-duty soldiers, intra or inter-theater transfers, departing and returning individuals from rest and recuperation areas and other government personnel).
Army awaiting recommendation of “Go Forward” team for DIMHRS viability

26. Continuum of Service (COS)
The COS Program is a group of related initiatives that:
Fulfill critical requirements for key skills and experience;
Enable the streamlined transfer of members among Army components; and
Foster members’ desire and ability to be a lifelong advocate for the Army.
Improves Recruiting
Enhances Retention
Facilitates Integration and Transition
Supports Soldiers and Families
Encourages/leverages volunteerism
“One Army Team for Life”

27. Continuum of Service – Current Initiatives
Recruiting
Integrated Career Plan/Partnership for Youth Success
iRecruiter & SGT Rock
Officer Initiatives
09L Translator Aide
Market Expansion
Retention
Mil to Civ conversions
ROTC cadets with Reserve Commissions to DA Civilian jobs
Web-based Human Capital Development (Sea Warrior)
Streamlined transition processes between components
Integration/Transition
Career Mobility of full-time NG personnel
Army Volunteer Program
Defense Wireless Service Initiative
Legislation/Policy Review
“One Army Team for Life”

28. Our Army at War… Relevant and Ready
Summary
Questions?
Our Army at War… Relevant and Ready
Future is Now!!