text: Chapter 7
  * Ensure enterprise integration (Global Combat Support System-Army, IPPS-A, General Fund
  Enterprise Business System).
  * Refine the TPFDD.
  * Conduct transition planning.
  * Conduct planning for HR operational contract support.
  7-4. Successful HR support is dependent on careful planning, coordination, synchronization, and
  continuous integration with strategic partners during shaping activities and must occur to, during, and after
  military action. The objective of HR support is to maximize operational effectiveness by anticipating,
  manning, and sustaining military operations. Human resources support operations accomplish this by
  building, generating, and sustaining the force to provide combatant commanders with the forces required,
  setting conditions to win future conflicts. During the operations to shape phase, supporting and maintaining
  operational readiness occurs through key home station activities, which directly build, generate, and help
  sustain the force. Relationship building and maintenance with key HR strategic enablers (for example, HQDA
  G-1, HRC, the Adjutant General Directorate, Directorate of Military Personnel Management, and
  MPSA/USPS) are critical during operations to shape. Readiness management directly influences overall
  combat power and is critical during this phase.
  7-5. During operations to shape, HR support involves the national-level capability to plan, resource,
  manage, and control the HR management life cycle functions for the Army. It involves integrating HR
  functions and activities across the Army staff, among the respective components, and among the Services.
  Human resources support during operations to shape include functions and tasks planned, coordinated,
  integrated, and executed by operational-level HR organizations and HROBs located within ESCs, DSBs, and
  sustainment brigades. These functions and tasks include PASR, postal operations, and HR support to
  replacement and casualty operations. Deliberate coordination and synchronization of these functions with
  strategic-level partners like the CMAOD for HR support to casualty operations, MPSA for postal operations,
  and Army HRC for HR support to replacement operations are critical to prolong endurance during LSCO.
  These habitual support relationships facilitate the combatant commander’s ability to extend operational
  reach.
  7-6. Setting the theater is a continuous shaping activity conducted as part of steady-state posture to develop
  support for contingency or crisis response operations. Setting the theater involves theater opening; receiving
  initial forces, equipment, and supplies; assembling them into mission-tailored units, and ensuring
  transportation of those forces to reach their destination. The geographic combatant commander has overall
  responsibility for this activity; however, the ASCC, in large part via the TSC, coordinates a broad range of
  actions conducted to establish the conditions. The ASCC conducts theater analysis to identify risks in terms
  of access, capabilities, and capacities across the AOR as part of setting the theater. It consists of actions taken
  by sustainment and HR planners to optimize means for supporting the commander’s plan, which includes
  rapid response to emerging crises by employing the theater gateway with HR squads, and immediately setting
  conditions for HR support to replacement and casualty operations.
  7-7. The ASCC G-1/AG performs a critical role for the geographic combatant commander in gaining
  operational access and positions of relative advantage throughout the AOR. During shaping activities, the
  ASCC G-1/AG coordinates with the corps/division to establish theater replacement management networks,
  personnel flow, and performs estimates for each. The ASCC G-1/AG also coordinates with the TPOC POD
  for postal flow. The ASCC G-1/AG refines and validates casualty estimates, and establishes/manages the
  personnel portion of reconstitution or reorganization efforts. To ensure initial HR capabilities are established
  before the main flow of forces arrival, HR support elements are included as part of the early entry element
  of the sustainment brigade assigned to the theater opening mission. The TPOC personnel accountability and
  systems division and the TG PAT establishes initial theater PASR and theater replacement networks. The
  TG PAT’s mission is to conduct PASR during the RSOI process, import and export personnel data from the
  Tactical Personnel System and DTAS, and conduct limited EPS for transient personnel.
  7-8. Additional TG PATs and MMTs, with corresponding HR companies and platoons, could be required
  if more than one inter-theater port of debarkation is used for RSOI and/or mail flows. However, with multiple
  entry points, it may be necessary for initial PASR to be completed by the deploying units themselves. In this
  case, the arriving personnel data file is given to the TG PAT at the primary port of debarkation.