Transforming an Army at War

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Transforming an Army at War
FA 43 Course 30 November 2005
United States Army War College
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Personnel Transformation Supports the
Transformation of the Army

• 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.
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HR Transformation requires strategic change
across four key areas (more than DIMHRS)
Workflow of processes
DIMHRS policy changes
42/43 Functions (HR Specialist)
E-5/E-6 PromotionsReview
DIMHRS Red Team Study
Joint strength accounting
42F Tasks (HR Info Mgmt Spc)
DIMHRS/eHRS???
Fit gap analysis
HR professionals
G-1 Policy, dollars, readiness
Personnel Services Delivery Redesign
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
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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 CSAs 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

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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

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Senior Army Leadership Supports PSDR
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Task Migration for PSDR
Military Personnel Division
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 Utilizatio
n 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 S
pecialized training requests Military
pay Management actions (frocking, SRB, special
pays
Casualty liaison teams
Staff Functions
E5/E6 Promotions
LEGEND
TASKS MOVING
TASK UNDER REVIEW
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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
MPD (IMA)
BCT, AVN BDE, BN S1s
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Essential Personnel Services Flow to the RRC
HRC-STL (USAR)
RRCHRC-STL

• 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

• 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

• Enablers
• RLAS
• DARTS
• SMS
• DEERS/Rapids

• DCIPS at RRC

Landline

• 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
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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

• 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

• Enablers
• RCAS
• DARTS
• SIDPERS 2.75
• DEERS/Rapids

• DCIPS at JFHQ

Landline

• 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
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Essential Personnel Services Flow to the Top of
Army (Deployed)
HRCJFHQ-(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
Div/Corps
HRSC
Div/Corps G1
BCT
All HQs have common operating picture, but
transaction sent by approving authority HQs
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Casualty Reporting/Tracking
HRC
All reports
CMAOC
Report Supple-mental Report
Commander Visibility Vital
System DCIPS
CAC
CSH
Notification
Ports
Army
CLT
Div/Corps
MA CP
Theater
BCT
Div/Corps G1
CLT
DCIPS-FWD Entry by BCT S1 or CLT
HRSC CAS OPS DIV
CLT
ALL CLTs will have access to DCIPS
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Postal Flow in Deployed Theater
Plans/Ops Mail Flow
Ports
Div/Corps
Army
Div/Corps
Theater
JMMT or MMT
Postal Plt
Postal Plt
BCT
Div/Corps
Postal Plt
HRSC
HR CO (Postal)
Supports population from sustainment base
Hospitals
Postal Plt
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R5 Flow in Deployed Theater
Reception/ Redeployment Replacement RR Return to
Duty
Hospitals
CONUS Terminals
CRC
Accountability Movement Control
Theater
Ports
Army
Div/Corps
Div/Corps
R5 Center
Soldiers Unit
HRSC
BCT
Technical Guidance and Policy
Sust. BDE
HR CO
HR Ops Cell
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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)

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Generic BCT/BDE and Bn S-1 Sections
BCT S1 14 PAX, INCLUDES CW2
IN BN S1 9 HR PAX
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
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PSDR Final BCT/BDE S1 Section
MODULAR BCT/BDE S-1
Discrete Para BCT/BDE S-1


BCT/BDE S-1 TEAM 120X2L000
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
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PSDR Equipping
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
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
Bn Package 1 CAISI Client Module 1 Digital
Sender 1 ID Tag Machine 5 AHRS Computers 2
AHRS Printers
STB Package 1 CAISI Bridge Module 1
DEERS-Rapid CAC System 1 Digital Sender 1 ID
Tag Machine 7 AHRS Computers 2 AHRS Printers

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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
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PSDR Implementation Timeline (AC)
NOV 04 FEB 06 OCT 06
OCT 07
OCT 08
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PSDR Implementation TimelineDelayed Start
NOV
JUN
MAY
APR
MAR
JAN06
OCT 05
DEC
JUL
FEB
NOV
DEC
JAN 07
OCT
MAY 07
APR
MAR
AUG
SEP
FEB
OEF/OIF 07-09 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 07-09 and RC are determined
Fort Carson

Reset/Train
Fort Benning

Reset/Train
Fort Stewart

Reset/Train
Fort Riley

Reset/Train
UnitPatch
MRE Date
Equipment
Documents
Funding
Events of interest
Certification

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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

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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

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• Other Transformation Initiatives

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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)

Army awaiting recommendation of Go Forward team
for DIMHRS viability
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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
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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
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Summary

• Questions?

Our Army at War Relevant and Ready Future is
Now!!