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Military

Chapter 14
THEATER ARMY

This chapter describes the responsibilities of the theater Army or Army Service Component Commander (ASCC), deputy chief of staff for personnel (DCSPER) and adjutant general (AG) as well as the mission, organizational structure, and doctrinal responsibilities of the theater personnel management center (PMC).

RESPONSIBILITIES

The theater DCSPER has the following general responsibilities:

  • Integrate all personnel support activities within the theater.
  • Establish general theater-unique personnel policies.
  • Assist the Army component commander to evaluate and influence the theater command climate.
  • Direct the MWR, alcohol and drug abuse prevention and control, equal opportunity (EO), and safety programs.
  • Prepare the personnel estimate of the situation IAW FM 101-5 and unit SOPs.
  • Recommend replacement priorities to the deputy chief of staff for operations (DCSOPS).
  • Prepare personnel service support (PSS) plans and orders to support the theater campaign plan, its branches and sequels, and ensure subordinate plans support the commander's desired end-state.
  • Prepare to function as the J1, if designated by the theater commander-in-chief and augmented by additional joint personnel.
  • Coordinate the preparation of plans and orders for all PSS activities to include the chaplain, surgeon, dental surgeon, civilian personnel office, and staff judge advocate.

The theater AG has the following general responsibilities:

  • Direct the theater's personnel system. Staff and unit functions that affect the personnel systems are shown at Figure 14-1.
  • Collect, summarize, and analyze personnel information.
  • Assist the DCSPER to prepare the personnel estimate of the situation.
  • Recommend replacement priorities to the DCSPER.
  • Manage services to the soldiers, civilians, and joint or allied personnel.
  • Direct general support (GS) activities within the postal and replacement management systems.
  • Command the theater's personnel command.
  • Track the force, project replacement needs, read the battle several days into the future, and ensure subordinate unit personnel plans support branches and sequels of the campaign plan.
  • Synchronize the theater's personnel network, ensuring personnel activities/functions support the commander's desired end-state.

THEATER DCSPER PROGRAMS

The theater DCSPER directs the MWR, alcohol and drug abuse prevention and control, EO, safety, and retention programs.

MORALE, WELFARE, AND RECREATION

The DCSPER MWR office is responsible for the critical theater tasks outlined in Chapter 7, MWR and Community Support.

ALCOHOL AND DRUG ABUSE PREVENTION AND CONTROL

The program manager is responsible for the following critical tasks:

  • Establish theater-unique policy and procedures for program implementation.
  • Collect, summarize, analyze, and report program information to the theater Army commander.

EQUAL OPPORTUNITY

The program manager is responsible for the critical tasks:

  • Establish theater-unique policy and procedures for program implementation.
  • Ensure the program receives appropriate attention at all command levels.
  • Assess subordinate command programs and training.
  • Collect, summarize, analyze, and report program information to the theater Army commander.

SAFETY

The safety officer is responsible for the following critical tasks:

  • Establish theater-unique policy and procedures for program implementation.
  • Collect, summarize, analyze, and report program information to the theater Army commander.
  • Collect accident reports, and forward report able accident information to HQDA.
  • Publicize the safety program.

TOTAL ARMY RETENTION

The DCSPER's senior retention NCO directs the command's Total Army Retention Program IAW AR 601-280. The DCSPER ensures this program is fully operational and manned at all levels of mobilization short of full. During any level of mobilization, it is extremely important that a portion of the command's retention and transition NCO assets are mobilized with the main body. During full mobilization, the command's retention and transition NCOs may be utilized as necessary to support the command's overall mobilization mission.

THEATER PERSONNEL MANAGEMENT CENTER

The Theater Personnel Management Center (TPMC) is the mission portion of the theater PERSCOM. It does not include the command and control elements.

The TPMC mission is to sustain personnel readiness, direct theater-wide personnel systems, synchronize personnel network operation, direct GS postal and replacement activities, and manage essential personnel services.

The TPMC receives general staff guidance from the theater DCSPER. It establishes policies and procedures and oversees their implementation in other personnel units. It provides technical guidance to personnel units, while operational control normally remains within command channels.

The TPMC is the umbrella organization for the theater personnel systems. The TPMC communicates with the USTA PERSCOM and personnel groups to synchronize information and system processes.

Direct technical communication is maintained with the theater Army staff concerning policy and operations. The TPMC prepares, submits, and receives personnel information and provides technical advice to the theater Army staff.

The TPMC coordinates with other PMCs throughout the theater. For example, it coordinates replacement distribution with corps and division PMCs, the replacement battalion, and the Theater Army Movement Control Agency (TAMCA) for moving personnel replacements within the theater. The TMPC provides civilian personnel support through a support cell provided by HQDA DCSPER/USTA PERSCOM.

There are four directorates in the TPMC: replacement, personnel services, personnel operations, and postal.

REPLACEMENT DIRECTORATE

The replacement directorate manages the following personnel systems and performs the following specific critical tasks: personnel readiness and replacement management.

This directorate is responsible for the critical theater tasks outlined in Chapter 1, Personnel Readiness Management and Chapter 4, Replacement Management.

This directorate continues to process reclassification and MOS producing service school request during all levels of mobilization short of full. During all levels of reclassification operations will be as directed by higher headquarters.

PERSONNEL SERVICES DIRECTORATE

The personnel services directorate provides essential services to commanders, soldiers, civilians, and allied or joint personnel and performs the following critical tasks: personnel accounting and strength reporting (PASR) management, personnel information management, and casualty management.

Responsibilities of this directorate include the critical theater tasks outlined in Chapter 2, Personnel Accounting and Strength Reporting; Chapter 3, Casualty Operations Management; Chapter 5, Personnel Information Management, Chapter 8, Essential Personnel Services; and Chapter 9, Personnel Support to Civilians.

PERSONNEL OPERATIONS DIRECTORATE

The theater personnel operations directorate is responsible for maintaining personnel staffing requirements for all theater Army units and allocating available replacements within theater in coordination with the replacement directorate.

The theater personnel operations directorate consists of the long range plans division and the plans and operations division. Their major functions are outlined in the following paragraphs.

Long Range Plans Division

This division performs the following critical tasks:

  • Monitors force structure actions involving the documentation and programmed personnel fill.
  • Ensures coordination of all theater personnel systems both manual and automated.
  • Acts as theater-level approval authority for all changes to and/or implementation of new personnel systems.
  • Recommends to the commander necessary changes to eliminate redundancy, improve cost effectiveness, and maximize utilization of existing personnel systems, force planning, and associated resources.
  • Ensures subordinate plans support the campaign plan's desired end-state.

Plans and Operations Division

This division performs the following critical tasks:

  • Monitors the time-phased forces deployment of personnel unit arrivals.
  • Monitors current plans, coordinates overall planning actions, and ensures that units assigned to theater PERSCOM develop their respective plans in support of the theater PERSCOM mission, the campaign plan, and its branches and sequels.
  • Performs liaison with subordinate, lateral, and higher headquarters.
  • Provides the replacement operations directorate with general personnel replacement priority for all commands supported and specific personnel replacement priorities for units assigned to theater PERSCOM.
  • Coordinates with the theater DCSLOG Material Management Center to ensure that weapons, equipment, and associated personnel resupply are coordinated.

POSTAL DIRECTORATE

The postal directorate manages the theater postal system and performs the specific theater critical tasks listed in Chapter 6, Postal Operations Management.

EMPLOYMENT

The TPMC normally deploys before the command and control elements of the theater PERSCOM to maintain personnel readiness within the theater. The TPMC normally operates from the theater PERSCOM main CP. The theater AG normally employs a small cell forward in the theater Army main CP.

COMMUNICATIONS

The TPMC uses the theater communications network to transmit critical personnel information to higher-level, lateral, and lower-level organizations. This network consists of secure and unsecure voice, telecommunications, digital and facsimile, and courier.

Digital data transmission using Tri-Service Tactical Communications equipment and/or satellite communications is the primary means of transmission to the sustaining base and within the theater. If it is not available, facsimile transceiver, teletype, and data disk by courier are backup systems. Using data-disk courier as a backup system seriously degrades information timeliness and its usefulness to the command.

The theater PERSCOM does not own or control all components of this network. Therefore, close coordination among the theater PERSCOM, other users, and the signal command is essential for real-time, assured communications.



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