HR Plans and Operations Course

HR Plans and Operations Course
Direct Personnel Accountability and Strength Reporting Senior Leader Training Division Adjutant General School 23 January 2018

Personnel Accountability
Personnel Accountability (PA) is the by-name management of the location and duty status of every person assigned or attached to a unit. PA includes: Soldiers Reportable Army Civilians Contractors Authorized to Accompany the Force (CAAF) Joint, Interagency, Intergovernmental, and Multinational personnel (JIIM) when directed Effective Personnel Accountability depends on timely, accurate, and complete personnel data/information entered correctly and updated as promptly as possible. Personnel Accountability is the key factor used for conducting Strength Reporting FM 1-0, Chapter 3

Personnel Accountability and Strength Reporting
Who does what? AR , page 8 Personnel Accountability and Strength Reporting Function and/Task Responsible agency Battalion Brigade Division Corps ACOM/ASCC/DRU Personnel Accountability S1 DCS, G1 Strength Reporting Patient tracking S1/PA Surgeon Straggler control S3 Provost Marshall Provost Marshall Mortuary affairs S4 MA team MA collection company DCS, G4

Reporting PA Duty Status Changes
Any time the duty status of a Soldier changes to meet the definition of another duty status, an eMILPO transaction is necessary, unless exempted below. All duty status changes must be supported by authorizing documentation for example, DA Form 31, DD Form 1610, and DA 4187. Duty status changes for departure on and return from leave are optional. Duty status changes for departure on and return from TDY for periods of less than 30 days are optional if TDY is required in performance of normal duties. Duty status changes are required for other periods of TDY. Unauthorized absences for periods of less than 24 hours will not be reported in eMILPO. A DA Form 4187 will be prepared to support absences, unauthorized absences in excess of 24 hours, and return to duty. The exceptions are leave and TDY, which are supported by DA and TDY orders, respectively. The duty status changes for attached Soldiers will be reported in eMILPO by the parent unit. The unit of attachment will prepare and forward a DA 4187 to Soldier’s parent unit to document eMILPO transaction. AR , para 2-2 & 2-7

Personnel Accountability
Principles of Support Personnel Accountability 1) Data accuracy. The accuracy of data stored and updated in the enabling systems of personnel accounting and strength reporting is crucial to providing commanders, strength managers, and manpower analysts at HQDA a correct strength picture of the Army and individual units. Data accuracy is critical to the manning of the force, while also affecting unit readiness, replacements, recruiting models, funding decisions, and careers. 2) Data reconciliation. Data must be reconciled to be consistent between personnel accounting enabling systems and other command databases at all levels. Data reconciliation must take place, at a minimum, on the 1st and the 15th of each month in conjunction with submission of unit status report (USR) information. 3) Timely data input. Timely updating of data is key to ensuring data accuracy in personnel accounting and strength reporting enabling systems. Commanders and HR personnel at all levels must ensure personnel data updates are entered daily in eMILPO and DTAS. There must be 100% personnel accountability maintained in all personnel accounting enabling systems during peacetime and military operations.

- DUTY STATUS CHANGES (LV, HSP, TDY, etc.) AND email (NIPR)
Home station process BATTALION S-1 CLERK (PA/SR) II TOOL: PERSTAT MEDIUM: eMILPO - DUTY STATUS CHANGES (LV, HSP, TDY, etc.) AND (NIPR) BRIGADE S-1 CLERK X TOOL: PERSTAT MEDIUM: (NIPR) Consolidates and verifies reports and sends to the Division G-1 (PA/SR) section COMPANY CLERK I DIVISION G-1 CLERK (PA/SR) XX TOOL: PERSTAT MEDIUM: (NIPR) Consolidates and verifies reports TOOL: PERSTAT MEDIUM: (NIPR) SLIDE: THIS SLIDE DEPICTS THE ACCOUNTABILITY PROCESS FOR A UNIT IN A GARRISON ENVIRONMENT. STUDENT SHOULD RECORD NOTES AND ANNOTATE OR HIGHLIGHT THE SIMILIARITIES TO THEIR PROCESS IN THEIR ORGANIZATIONS. STUDENTS: RECORD NOTES HERE OR IN YOUR NOTEBOOK.

(Responsibility and Flow)
Deployed Organizations (Responsibility and Flow)

Personnel Accountability Process
HRC SIDPERS eMILPO SIDPERS RLAS DTAS SIDPERS The HRSC provides reports, data, and analysis as needed. N I P R N E T S I P R N E T ASCC G-1/AG Human Resources Sustainment Center Corps G-1/AG Theater Gateway Personnel Accountability Team Division G-1/AG HR Squads (Personnel Accountability Team) Brigade S-1 Battalion S-1 Reporting View Only FM 1-0, Figure 3-4

Doctrinal Responsibilities
ASCC G1/AG PA Doctrinal Responsibilities HRSC PA Ops Division HROB Sustainment BDE ASCC G-1 CORPS/DIV G-1 X X X X X HR CO (PAT-C) HR PLT HR SQD (PAT) (3) TG PAT Tm TG PAT Center X X X X X X X PORTS FM 1-0, para 3-53 Deploy individuals as part of the early entry element to manage and monitor PA. Establish personnel reporting plans, policies, and timelines reflecting detailed reporting procedures and responsibilities. Monitor DTAS and eMILPO to obtain personnel accountability information. Establish connectivity with HRC, RC Personnel Offices, RDs (as required), appropriate Joint HQ/other Services/federal agencies, and CRC. Collect, reconcile, correlate, analyze, and present critical personnel accountability information to the ASCC commander/ personnel readiness managers. Establish and provide oversight for HR Squads (CLTs) at MTFs in the AO (executed by the COD of the HRSC). Conduct reassignments to meet operational requirements (coordinate with subordinate G-1/AG and S-1s and HRC). Direct a Personnel Asset Inventory (PAI) for any subordinate unit when the unit’s strength imbalance between eMILPO/RLAS/SIDPERS and TAPDB is 2% or more or when DTAS and unit PERSTATs are out of balance IAW theater policy. SHOW SLIDE: ASCCI G1/AG PA DOCTRINAL RESPONSIBILITIES The ASCC G-1/AG Manpower Division has the following responsibilities: • Deploy individuals as part of the early entry element to manage and monitor personnel accountability as part of the early entry module. • Establish personnel reporting plans, policies, and timelines reflecting detailed reporting procedures and responsibilities (who reports to whom), in coordination with the J-1 combatant command. • Monitor DTAS and eMILPO/RLAS/SIDPERS to obtain personnel accountability information. • Establish connectivity with HRC, RC Personnel Offices, Rear Detachments (as required), appropriate Joint HQ/other Services/federal agencies, and CRC. • Collect, reconcile, correlate, analyze, and present critical personnel accountability information to the ASCC commander/personnel readiness managers. • Establish and provide oversight for HR Squads (CLTs) at MTFs in the AO (executed by the COD of the HRSC). • Conduct reassignments to meet operational requirements (coordinate with subordinate G- 1/AG and S-1s and HRC). • Direct a Personnel Asset Inventory (PAI) for any subordinate unit when the unit’s strength imbalance between eMILPO/RLAS/SIDPERS and TAPDB is 2% or more or when DTAS and unit PERSTATs are out of balance IAW theater policy. 9

Corps/Division G1/AG PA Doctrinal Responsibilities
BDE S-1 (Brigade/Maneuver Area) HRSC RSO Division ASCC G-1 X X X X X X X X HR Co Plans/Ops 4 X HR PLT HR SQDs (12+) TG PAT Tm Inter-Theater APOE/APOD HR PLT HR SQDs (3) Intra-Theater APOE/APOD HROB Sustainment BDE CORPS/DIV Area HR CO (PAT-C) FM 1-0, para 3-54 Monitor deployed personnel accountability system to ensure compliance with ASCC guidance and timelines. Resolve corps/division personnel accountability issues (ICW the HRSC, brigade S-1, and appropriate HROB). Ensure the synchronization of timely vertical flow of automated personnel information from battalions, brigades, and separate units. Coordinate with the HRSC to establish an automated personnel accountability system that aligns assigned and attached element UICs with supporting S-1s. Ensure arriving units provide copies of their manifests to the appropriate TG PAT at the port of debarkation. Perform those responsibilities of the ASCC G-1/AG when serving as the Army Force. Maintain liaison and flow of PA information from HR Squads (CLTs) at corps/division MTFs and hospitals. Notify subordinate G-1/AGs and S-1s of all pending and potential task organization changes. SHOW SLIDE: G1/AG PA DOCTRINAL RESPONSIBILITIES The corps/division G-1/AG personnel accountability responsibilities include: • Monitor deployed personnel accountability system to ensure compliance with ASCC guidance and timelines. • Resolve corps/division personnel accountability issues (in coordination with the HRSC, brigade S-1, and appropriate HROB). • Ensure the synchronization of timely vertical flow of automated personnel information from battalions, brigades, and separate units. • Coordinate with the HRSC to establish an automated personnel accountability system that aligns assigned and attached element UICs with supporting S-1s. • Ensure arriving battalions and separate units provide copies of their flight/sea manifests to the appropriate TG PAT at the port of debarkation. • Perform those responsibilities of the ASCC G-1/AG when serving as the Army Force. • Maintain liaison and flow of personnel accountability information from HR Squads (CLTs) at corps/division MTFs and hospitals. • Notify subordinate G-1/AGs and S-1s of all pending and potential task organization changes.

Brigade S-1 PA Doctrinal Responsibilities SUSTAINMENT OPERATIONS Coordinate Replacement Ops, IAs with Home Station CORPS/DIV BDE/Maneuver Area X X HROB Sustainment BDE X BDE S-1 HROB Sustainment BDE HR PLT HQ HR SQD (PAT) Intra-Theater PAT Center BDE S-1 Home Station Sustaining Base Rear Detachment FM 1-0, para 3-55 MTFs SHOW SLIDE: BRIGADE S-1 PA DOCTRINAL RESPONSIBILITIES The brigade and STB S-1 PA responsibilities include:  Operate a manifesting cell at ports of embarkation, collect manifest data at ports of debarkation, and enter those personnel into the theater database.  Maintain 100% accountability for assigned or attached personnel, to include replacements, RTD Soldiers, R&R personnel, individual redeployers, Army Civilians, CAAF including other theater designated contractor personnel, and multi-national personnel, as required.  Ensure the brigade/STB meets higher HQs PA policies and timelines.  Collect, summarize, analyze, update, and report by-name personnel strength information using SIPRNET or NIPRNET, in the directed format.  Ensure the Rear Detachment maintains accountability of non-deployed personnel and that their deployment non-available codes and duty status changes are promptly entered into eMILPO, RLAS, and SIDPERS-ARNG.  Process and monitor assignment eligibility and availability code information for assigned and attached personnel.  Process duty status change information (i.e., present for duty (PDY) to wounded-in-action (WIA), killed-in-action (KIA), and MIA), and update appropriate databases and HR systems.  Process information on replacements and RTD personnel, as required, into the appropriate database.  Track transiting unit personnel (e.g., leave and R&R), and local changes in location/base camp.  Reconcile manual with automated strength information; identify and resolve discrepancies by submitting the appropriate transaction.  Update automated AO DTAS, as required.  Coordinate CLTs, MA, hospitals, and military police for information on casualties, patient tracking, and stragglers and update the database as appropriate.  Coordinate connectivity for secure and non-secure voice and data systems with the battalion S-6 and brigade S-1, where appropriate.  Manage HR databases and systems access for the brigade.  Ensure S-1 personnel have the appropriate security clearances, access, and permissions to the appropriate HR databases and systems required to perform their mission. Operate Manifesting cell at ports of embarkation & debarkation Maintain 100% accountability Ensure Rear Detachment maintains accountability of non-deployed personnel Process duty status change information Track transiting unit personnel (leave, R&R, etc.) Reconcile manual with automated strength information Manage HR database and systems access for brigade personnel Update automated AO DTAS, as required

Doctrinal Responsibilities Intra-Theater APOE/APOD
Brigade S-1 PA Doctrinal Responsibilities REDEPLOYMENT OPERATIONS ASCC G-1 CORPS/DIV G-1 (BDE/Maneuver Area) X X X X X X X Intra-Theater APOE/APOD X Theater Gateway PAT Center BDE S-1 TG PAT Tm BDE S-1 HR CO (PAT-C) HR Co Plans/Ops HR PLT HR SQD (PAT)(3) HR Co Plans/Ops 4XHR PLT HR SQDs PAT(12+) HROB Sustainment BDE HRSC RSO Division Cross-leveling, Manifesting and Scheduling Ensure DTAS accuracy Provide S-1 assets to support HR Squads (PAT) Redirect replacement and RTD flow SHOW SLIDE: BRIGADE S-1 PA DOCTRINAL RESPONSIBILITIES Redeployment: (1) Provide input on cross-leveling, manifesting and scheduling of passengers for redeployment (2) Ensure all redeploying passengers status/location is updated in DTAS to be removed from the database. (3) Coordinate transportation for all departing passengers to the intra-theater PAT APOE/APOD (4) Ensure S-1 assets are on site at redeployment staging area to assist theater PAT assets in updating all theater database status changes (5) Ensure all replacement and RTD flow is redirected to home station

Battalion S-1 PA Doctrinal Responsibilities Maintain 100% accountability DTAS entry and reconciliation Track transiting unit personnel (leave, R&R, etc.) Process information on replacements and RTDs Process duty status change information (i.e., PDY to WIA, KIA, and MIA), and update appropriate databases and HR systems. Coordinate with CLTs, MA, hospitals, and military police for information on casualties, patient tracking, and stragglers and update HR databases and systems as appropriate. SHOW SLIDE: BATTALION S-1 PA DOCTRINAL RESPONSIBILITIES Learning Step/Activity 2. Correlate Personnel Accountability doctrinal responsibilities at each echelon of command Method of Instruction: Conference/Discussion Instructor to Student Ratio: 1:16 Time of Instruction: 15 mins Battalion S-1 personnel accountability responsibilities include: • Maintain 100% accountability on all assigned or attached personnel, to include replacements, RTD Soldiers, R&R personnel, Army civilians, contractors, multinational personnel, as required. • Collect, summarize, analyze, update, and report by name personnel strength information using SIPRNET or NIPRNET, in the directed format. • Ensure all personnel are entered into the theater database on entry or departure from the theater. • Process and monitor AEA information for assigned/attached personnel. • Process duty status change information, i.e. Present for Duty to WIA, KIA, MIA, etc., and update the appropriate databases and HR systems. • Ensure the Rear Detachment maintains accountability of non-deployed personnel and that their duty status changes are promptly entered into eMILPO/RLAS/SIDPERS. • Process information on replacements and RTD personnel, as required, into the appropriate database. • Track transiting unit personnel (leave, R&R, etc.). • Reconcile manual with automated strength information; identify and resolve discrepancies by submitting the appropriate transaction. • Coordinate with HR Squads (CLTs), MA, hospitals, and military police for information on casualties, patient tracking, and stragglers and update HR databases and systems as appropriate. • Coordinate connectivity for secure and non-secure voice and data systems with battalion S-6 and the brigade S-1, where appropriate. • Ensure S-1 personnel have the appropriate security clearances and access/permissions to the appropriate HR databases and systems required to perform their mission. • Ensure personnel accountability is included in the unit Tactical SOP. FM 1-0, para 3-56

Human Resources Sustainment Center (HRSC)
Establishes and maintains the DTAS theater database (Theater Opening task) in accordance with the ASCC G-1/AG guidance Ensures JPERSTAT accuracy and conducts data reconciliations and quality control Informs the ASCC G-1/AG when a theater unit’s percent of strength imbalance between DTAS and the daily PERSTAT exceeds theater policy (usually more than 2 percent) Coordination with the Personnel Accountability Operations Division to ensure database mobile units are synchronized at the Personnel Processing Center (PPC) for reception operations Provide guidance and oversight for accountability cells at ports of embarkation and debarkation in Joint Operations Area (JOA) Provide training and guidance to theater units

Operations Branch (HROB)
Human Resources Operations Branch (HROB) Plans, coordinates, integrates, and synchronizes PA within the Sustainment Brigade’s or ESC’s Area of Operations (AO) Serves as integrator between the HRSC and assigned or attached HR organizations (HR Company, TG PAT) for execution of HR support Serves as integrator between supported units (G-1/AG and S-1) and the sustainment organizations for the execution of external HR support Ensures the emplacement and displacement of HR support organizations are in synchronization with the concept of support plan for PA, casualty, and postal operations Deploys as part of the Sustainment Brigade or ESC early entry element to assist in establishing initial theater PA operations Provides technical guidance and resources to HR organizations (supporting units) ensuring they have the capability to provide the required PA directed in the HR concept of support Tracks Key Performance Indicators (KPI) and is the Sustainment Brigade’s (commander’s HR representative) element responsible for ensuring HR operations are fully integrated into overall sustainment operations

HR Company Provides supporting HR platoons and HR Squads (PATs) to support the TG PAT PA mission Provides HR Squads (PATs) at locations designated by the HRSC, TG PAT, or HROB of the supporting Sustainment Brigade. Teams should be located at all FOBs that have a intra-theater transit population that exceeds 600 personnel per day Coordinates the execution of logistics support (billeting, transportation, etc.) of transiting personnel as necessary Coordinates personnel accountability issues with the HROB of the supporting Sustainment Brigade Ensures all PATs have the necessary access to HR database systems Rule of Allocation: 1 per TG PAT; 1 per MMT; 1 per 3-7 HR Platoons

HR Platoon Provides HR Squads to fill PAT team requirements
Provides technical guidance, mission command, and logistical support to the HR squads During RSOI, responsible for providing PA Rule of Allocation: 2 per TG PAT 1 per 1800 daily personnel flow / transiting in and out (Workload) HR Squad (Personnel Accountability Team (PAT): 1 per for personnel transiting through an intra-theater APOD when daily numbers exceed 600 daily. 1/0/20 21 COMMAND SECTION 1/0/1 2 HR SQUADS (3) 0/0/6 6

Division / Corps Area (OCONUS) Brigade / Maneuver Area
PA Flow to and through Deployed Theater (APOD/SPOD) ASCC Area (OCONUS) Division / Corps Area (OCONUS) CONUS X X X X X DIVISION / CORPS G-1 XXX Brigade / Maneuver Area X XX X X X X BDE S-1 X AHRC ASCC G-1 XXX BN S-1 II HRSC PA Division v HROB ESC * Capable of servicing all services, DoD civilians, contractors and multi-national troops *TG PAT Center (PPC) INTER-THEATER PAT CENTER HR PLT HR SQDs (PAT) (3) HR CO (PAT) TG PAT SHOW SLIDE: PA Flow in Deployed Theater (This is a Multi-click slide) NOTE: Explain each flow as the slide depicts a new flow. Two principal types of PAT Centers will be created to support the deployed AOR, and the larger sites of personnel flow. The TG PAT center will operate at the inter-theater APOD at the theater entry point, and smaller PAT centers will be established at intra-theater APODs where the average daily flow of personnel is greater than 600 Soldiers and reportable civilians. As the JOA matures, other theater entry points may be established which will require PAT support. The size of the PAT element allocated will be based on the projected flow of units and personnel transiting through the newly opened APOD. Inter- and intra-theater APODs have differing characteristics and generally process personnel at different densities. (1) Click Mouse Inter-theater APODs normally receive civilian wide-body contracted aircraft and larger military strategic airlift with large concentrations of Soldiers arriving at the PAT center at the same time. (2) Click Mouse Intra-theater APODs generally process Soldiers and reportable civilians who arrive via military tactical aircraft, with a smaller concentration of personnel to be processed at one time. (3) Click Mouse The TG PAT Team with the supporting HR Company establishes the TG PAT Center at the most favorable location based on projected personnel flow rates in the area of the inter-theater APOD. Early entry of PAT elements is critical to establish accurate strength accounting at the beginning of the operation or deployment as the deployed personnel database is established. All Soldiers and reportable civilians must be entered in the DTAS database. The TG PAT center receives and processes all units (RSO&I) arriving to the AOR and coordinates the onward movement of units to staging areas with the SB SPO and MCT elements in the area of the APOD. Individual replacements flow in a similar manner from the TG PAT center to the BDE. The TG PAT Team and supporting HR Company coordinate all onward movement, logistical support and the tracking of both units and individual replacements. As the theater matures, other ports of entry may be established requiring HR Squads (PAT) at more than one location. The size of this PAT element will be based on the projected flow. An PAT element must be incorporated as part of the ESC early entry element to allow for initial PAT operations in the theater. This initial element is determined by METT-TC analysis and projected flow rates initially, and may be an HR Company and HR Platoons. The TG PAT Team or a team from the PAT division of the HRSC, or a combination. (4) Click Mouse The RSO Division of the HRSC provides technical guidance and theater policy information to the TG PAT and HR-PAT Companies on PAT matters in accordance with ASCC G1’s Policies, TTP, and guidance presented in OPORDs. Click Mouse The SB HROB assists the forward PAT elements with coordinating logistical needs from assets within the SB as well as providing operational planning guidance from the SB. (6) Click Mouse Individual replacements flow in a similar manner from the PAT Center to the Brigade S1 of the unit assigned. (7) Click Mouse RTD Soldiers will return from theater-based hospitals or MTFs to the Theater PAT Center, Corps/Division intra-theater PAT center, or directly to the unit based on the location of the medical facility. The PAT element will coordinate with the CLT for movement back to the units through the Brigade S1. NOTE: Emphasize to the students on the chart the difference between the Inter- and Intra-Theater PAT Centers for both RTD and R&R. (8) Click Mouse During sustainment, the R&R program requires intense coordination to ensure proper accountability and movement control. Soldiers on R&R will move in coordination from the Brigade S1 to an PAT element at the Corps/Division intra-theater APOD/APOE. The size of the PAT element at that level will be based on daily personnel flow. The PAT will ensure accountability and necessary processing is done for follow-on travel to the PAT Center or to in-theater R&R programs. These intra-theater PAT Centers may or may not receive PAT support based on daily passenger flow. The rule of thumb to direct allocation of PAT structure is a daily flow greater than 600 passengers. This will direct two HR Sqds (PAT) and an HR Plt HQs. At the PAT center, Soldiers on R&R are briefed, processed, and manifested for R&R travel. Upon return from R&R, the PAT Center processes and tracks Soldiers back into the theater to the unit of assignment, either through intra-theater PAT centers or direct to S1s and G1s. (9) Click Mouse The TG PAT Team receives and processes all units RSO&I arriving to the area of operations and coordinates onward movement of the units to their designated staging areas, which are controlled by CSSBs of the SB with a Theater Opening mission through coordination with the port MCT and the CSSB. The SB SPO HROB will also work the transportation coordination. (10) Click Mouse Upon completion of a rotation or the end of theater operations, the TG PAT team will maintain accountability of individuals and units and are removed from the theater database. Coordination with other services and logistical elements remain the same as for incoming personnel. HROB SB HR CO (PAT) INTRA-THEATER PAT CENTER BN S-1 II BDE S-1 X ADAG PAT Redeployment Flow / Rest and Recuperation (if authorized) RSOI Flow / Rest and Recuperation (if authorized) Technical Guidance and Information Flow SRC 12 (external HR support) SRC 63 (sustainment units)

Strength Reporting Strength reporting (SR) is the transformation of by-name data into a numerical end product that, when compared to unit authorized strength, drives Army readiness and personnel readiness management Strength reporting is a command and control functional responsibility performed by adjutant (S1/DCS, G–1) personnel and is designed to record: The number of assigned Soldiers Army civilians, Joint personnel, and any other individual categories These numerical strength reports reflect the combat power of a unit and are used to make and support critical tactical decisions FM 1-0, Chapter 3

Key Terminology (1 of 2) FMS WEB
Required Strength - Unit wartime requirements, which can normally be found on a unit’s MTOE or an RC unit’s mobilization/deployment order; normally the same as authorized strength given recent Army leadership guidance. Authorized Strength - Unit peacetime requirements; the number against which personnel assignments are made and can normally be found on a unit’s MTOE or an RC unit’s mobilization/deployment order, may be directed by PMAD. Operating Strength - Soldiers who are available to deploy as compared to authorizations. This relates to available strength on the USR and does not include Soldiers who are non-deployable or not available. Force Management System FMS WEB Show Slide: key Terminology (1 of 2) Required Strength - Unit wartime requirements, which can normally be found on a unit’s MTOE or an RC unit’s mobilization/deployment order; normally the same as authorized strength given recent Army leadership guidance. Authorized Strength - Unit peacetime requirements; the number against which personnel assignments are made and can normally be found on a unit’s MTOE or an RC unit’s mobilization/deployment order, may be directed by PMAD. Operating Strength - Soldiers who are available to deploy as compared to authorizations. This relates to available strength on the USR and does not include Soldiers who are non-deployable or not available. FMSWeb. Authorization Documents for all Army organizations are available on the Force Management System ( S-1s can request access and run various reports detailing their unit’s authorization information. The mission of the United States Army Force Management Support Agency (USAFMSA) is to: Document all Army force structure to include manpower and equipment requirements and authorizations using an integrated process. Provide support, analysis, and discipline for Army's (personnel, materiel, resource and force managers) plans and decisions. Support leadership decisions to transform and shape the Army. FMSWeb documents include TDA/TOE/MTOE/CTA/JTA. FM 1-0, para 3-67

Key Terminology (2 of 2) Assigned: To place units or personnel in an organization where such an organization controls and administers the units or personnel for the primary function in a permanent nature. Unless specifically stated, this includes administrative control (ADCON) (Parent Unit is responsible for PA and SR) Attached: The placement of units or personnel in an organization where such placement is relatively temporary (Gaining Unit is responsible for PA and SR) Operational Control (OPCON): Transferable command authority for a specific mission; temporary; not normally logistically or administratively supported (Parent Unit is responsible for PA and SR) Tactical Control (TACON): Unit falls under a commander’s command authority for a specific mission; temporary; not logistically or administratively supported. (Parent Unit is responsible for PA and SR) Administrative Control (ADCON): Includes personnel management, control of resources and equipment, discipline, and other matters not included in operational missions. For OPCON and TACON, parent units retain ADCON. Show Slide: key Terminology (2 of 2) NOTE: Inform students that the next four terms are command relationships as defined by FM It is important that S-1s understand the these terms and the relationships of their units in order to understand their PASR responsibilities. Discuss with the students the impact of each of these relationships as it relates to Task Organization. The S-1 needs to insure that, as the S-3 considers command relationships during the planning and orders process, they understands the impact on support relationships. Assigned: To place units or personnel on orders in an organization where such placement is relatively permanent, and/or where such organization controls and administers the units or personnel for the primary function of the unit or personnel. Unless specifically stated, this includes administrative control (ADCON). This means the unit or personnel are fully “owned” by the gaining organization to include strength reporting, awards, postal, casualty support, supply, transportation, etc. Also, includes less obvious areas like evaluations, contact with rear detachments, R&R planning, etc. Attached: The placement of units or personnel in an organization where such placement is relatively temporary. A unit that is temporarily placed into an organization is attached. Operational Control (OPCON): Transferable command authority for a specific operational mission, Operational control may be delegated and is the authority to perform those functions of command over subordinate forces involving organizing and employing commands and forces, assigning tasks, designating objectives, and giving authoritative direction necessary to accomplish the mission. Operational control does not, in and of itself, include authoritative direction for logistics or matters of administration, discipline, internal organization, or unit training (JP 1-02). This command relationship has the least impact on HR operations. Generally, this control is related to a specific mission with a short duration timeline. HR personnel will normally be expected to monitor the units’ personnel status; but, not take direct action to influence it. Tactical Control (TACON): command authority over military capability or forces made available for tasking, that is limited to the detailed and, usually, local direction and control of movements or maneuvers necessary to accomplish missions or tasks assigned. Tactical control is inherent in operational control. Tactical control allows commanders below combatant command level to apply force and direct tactical use of logistic assets but does not provide authority to change organizational structure or direct administrative and logistic support. Administrative control (ADCON): When commanders establish command relationships they determine if the command relationship includes ADCON. Administrative control is direction or exercise of authority over subordinate or other organizations in respect to administration and support, including organization of service forces, control of resources and equipment, personnel management, unit logistics, individual and unit training, readiness, mobilization, demobilization, discipline, and other matters not included in the operational missions of the subordinate or other organizations (JP 1-02). ADCON of an Army unit must remain in Army channels. It cannot be transferred to a unit of another service. ADCON is inherent in Assigned status and can be part of Attached status depending on how the orders are worded. It is possible to have units or personnel in an Attached status “minus ADCON” that would have their ADCON retained by their parent or losing unit. NOTE: ADCON is not a command relationship. NOTE: Ask students where they would find their units command relationships (Task Org in OPORD). Discuss with students that assigned and attached Soldiers should be annotated on the unit’s accountability systems (eMILPO AAA-162 report and DTAS) FM 1-0, para 3-67

Manual Reporting Manual reports are used in the event automated systems are not available or periodically to support commander’s requirements Manual reports required for OPCON / TACON units Reports flow from subordinate units, are rolled up, and then reported higher S-1s must reconcile manual reports with automated systems Examples of standard manual reports are: Personnel Summary (PERSUM) Personnel Requirements Report (PRR) Joint Personnel Status Report (JPERSTAT) Personnel Status Report (PERSTAT) Rear Detachment and Personnel Availability Report Show Slide: Manual Reporting Learning Step/Activity 3. Identify Strength Reporting formats Method of Instruction: Conference/Discussion Instructor to Student Ratio: 1:16 Time of Instruction: 15 mins Battalion and Brigade S-1 sections submit by-name strength-related transactions via eMILPO which are visible at all levels up to HQDA. The Army also has an automated personnel accountability software package for use in a deployed theater. In the event the automated system is not available, especially during the initial phase of an operation, manual reports become the primary reporting method. Manual reports are the primary method for reporting situational awareness for OPCON/TACON units; official accounting and reporting via JPERSTAT and DTAS are conducted by parent unit. Examples of standard manual reports include: Personnel Summary (PERSUM), Personnel Requirements Report (PRR), Joint Personnel Status (PERSTAT), Personnel Status (PERSTAT). NOTE: Explain to the students that reporting is required both manually via the JPERSTAT, and in automated system, DTAS, daily in theater. Unit must reconcile numbers reported in DTAS with the numbers they report on the JPERSTAT.

Strength Reporting Deployed Theater
(APOD/SPOD) ASCC Area (OCONUS) Division / Corps Area (OCONUS) CONUS X X X X X DIVISION / CORPS G-1 XXX Brigade / Maneuver Area X XX X X X X ASCC G-1 XXX HROB SB BN S-1 X AHRC HRSC PA Division SHOW SLIDE: Strength Reporting in Deployed Theater (This is a Multi-click slide) NOTE: Explain each flow as the slide depicts a new flow. Students, as the instructor builds the slide record the step-by-step process in your words to describe the flow. Students, ensure to ask questions and clarify as the slide builds. BDE S-1 X HROB ESC Reporting Flow Technical Guidance and Information Flow SRC 12 (external HR support) SRC 63 (sustainment units)

PA and SR HR Enabling Systems
Electronic Military Personnel Office (eMILPO) SIDPERS-ARNG Regional Level Application Software (RLAS) Tactical Personnel System (TPS) Deployed Theater Accountability System (DTAS) Show Slide: Personnel Accountability HR Enabling Systems Learning Step/Activity 4. Identify Strength Reporting HR Enabling Systems Method of Instruction: Conference/Discussion Instructor to Student Ratio: 1:16 Time of Instruction: 15 mins NOTE: Explain to the students that this portion of the lesson will be a general overview of the systems that support PA and in subsequent lessons that will receive more in-depth, training on each of the enabling systems. There are several HR enabling systems that assist Brigade S-1s in the performing accurate and timely personnel accountability, if the systems are used properly. The critical enabling systems for personnel accountability include: Electronic Military Personnel Office (eMILPO) Tactical Personnel System (TPS) Deployed Theater Accountability System (DTAS) SIDPERS-ARNG Regional Level application Software (RLAS) FM 1-0, para 3-110, 3-117, 3-119, 3-130, & 3-135

eMILPO NIPR (Unclassified)
Real-time Soldier personnel data, strength, duty status, and medical readiness information Reports include Human Resource Authorization Report (HRAR), AAA-162, Personnel Asset Visibility Report (PAVR), and non-available deployment tracking Units Arrive, Depart, slot, and track duty status for Soldiers within the unit Provides visibility of location, status and skills of Soldiers down to company level…vital in determining unit’s warfighting capability The Army’s personnel accountability system of record…including mobilized USAR and ARNG Active and mobilized RC units must maintain in garrison and while deployed Show Slide: eMILPO The Army’s personnel accountability system of record is the Electronic Military Personnel Office or eMILPO. It is an unclassified web-based application that provides the Army with a reliable, timely, and efficient mechanism for managing strength accountability and performing personnel actions. This system provides visibility of location, status, and skills of Soldiers both from a high level (top of the system) and a unit level (bottom of the system). This visibility is vital in determining the war fighting capability of the Army and subordinate commands. The active component is responsible for maintaining the eMILPO data in peacetime and while deployed. During mobilization, Army Reserve and National Guard personnel are also entered into eMILPO for accountability purposes. Reserve component units are responsible for maintaining eMILPO data throughout their mobilization. NOTE: Discuss challenges for RC units in maintaining system (training, access, etc.)

Utilizing eMILPO for Strength Accounting (2 OF 2)
Strength Reporting Steps: Obtain supporting documentation Have Soldier sign in/out of unit on the personnel register Submit Transaction via eMILPO Annotate on or print AAA-162 and Unit Commander’s Finance Report (UCFR) Slot Soldier via eMILPO; Annotate or print the AAA-161 (HRAR) File documents Maintain a suspense file for PCS orders BNs notify the PAS (Brigade S-1) of any error messages or discrepancies (AAA-165) Reconcile with Brigade monthly Show Slide: Utilizing eMILPO for Strength Accounting (2 of 2) Strength related transactions are processed daily in eMILPO to maintain accurate strength accountability and maintain the integrity of the database. Controls must be in place to ensure that a tracking method is established to maintain accountability of Soldiers arriving and departing from a unit. Units should establish SOPs to ensure personnel understand the requirements and prevent inaccurate databases. These SOPs could include these strength reporting steps. (1) Supporting documentation should be obtained for all strength related transactions. Supporting documents that are required are the Soldier's set of orders or other documentation, such as casualty reports. (2) When a Soldier signs in or out of the unit, it should be accomplished using DA Form 647/647-1 (Personnel Register). The personnel register documents provide a method to maintain accuracy of strength related transactions classified as gains and losses. The DA Form 647 and DA Form are the source documents that show when a Soldier arrives and departs a unit and should be reconciled with eMILPO. Personnel registers should be closed out each day at 2400. (3) The eMILPO transactions should be processed daily based on the personnel register. Transactions are submitted via eMILPO and the AAA-162 is annotated or reprinted to obtain the current strength. (4) When Soldiers arrive, the Soldier must be slotted into the correct MTOE position via eMILPO. Annotate or print the AAA-161 (HRAR). The Human Resource Authorization Report (HRAR) should be annotated with changes as they occur and a new HRAR printed as needed. (5) All supporting documentation, to include the personnel register, must be filed and maintained at the S-1 section. (6) A suspense file must be maintained for all PCS orders so that the S-1 section can monitor outprocessing Soldiers and perform the appropriate transactions in a timely manner. (7) When errors or discrepancies are noted, it is important for Battalion personnel to notify the Brigade personnel automation section (PAS) so that they can assist in resolving them. Battalion S-1 sections should reconcile with the Brigade PAS on a monthly basis. AR

Personnel Asset Inventory (PAI) (1 of 3)
SHOW SLIDE: PERSONNEL ASSET INVENTORY (PAI) (1 of 3) Learning Step/Activity 4. Identify the components of a Personnel Asset Inventory Method of Instruction: Conference/Discussion Instructor to Student Ratio: 1:16 Time of Instruction: 15 mins NOTE: Transition Slide

Objective of the PAI is to maintain timely, error-free Personnel Accountability and to involve commanders at all levels in the strength accounting and reporting process (para 5-2) Actual PAI conducted at the lowest and most practical administrative level, consistent with the overall organization structure (normally UIC level) (para 5-7f) Pre-PAI Actions include verifying the accuracy of all Soldiers on the eMILPO AAA-162 report and submitting database system updates as required Commanders of widely dispersed units may delegate conducting the PAI to the senior Army person at the dispersed location (para 5-7g) Show Slide: Personnel Asset Inventory (PAI) (2 of 3) The PAI is a management control process used to assist commanders and unit S-1s correct problems with accountability or verify accuracy. The objective of the PAI is to maintain timely, error-free PA/SR, and give commanders at all levels an accurate account of the Soldiers in their unit. Accurate personnel strength data is required at all command levels to establish personnel policies and procedures; to manage the Army’s personnel distribution system; and to report accurate personnel strength data to HRC. Command emphasis is critical to the success of a PAI. The actual PAI is conducted at the lowest and most practical administrative level, consistent with the overall organization structure. Normally, the PAI will be conducted and reports consolidated at the UIC level. Commanders of widely dispersed units (staff elements or headquarters above brigade, hospitals, split units, etc.) may delegate conducting the PAI to the senior Army person at the dispersed location. NOTE: Inform students that AR , is dated 1 April 2015 and is now updated to capture new PA / SR systems and processes. AR , Chapter 5

Unit Personnel Accountability Report (AAA-162) is the baseline document for conducting the PAI; supported by the Unit Commander’s Finance Report (UCFR) (para 5-7d) Commanders will reconcile personnel data information on the AAA-162 with an actual physical muster formation of assigned and attached Soldiers (para 5-7d) All Soldiers are accounted for to include absences such as (para 5-7m): - Assigned-not-joined Hospitalization - Leave/Pass Temporary Duty - AWOL/Confined Sick in Quarters - Essential Duties Missing PAI must be conducted for: Annual Army-wide PAI (100% accountability) Change of Command Loss of Commander A Unit Move, Inactivation, or Redesignation Deployment Movement from the Mobilization Station Command Directed Show Slide: Personnel Asset Inventory (PAI) (3 of 3) NOTE: Discuss with students how a PAI is conducted. The Unit Personnel Accountability Report (AAA-162) is the baseline document for conducting and reporting a PAI. Commanders will reconcile information on the AAA-162 with an actual physical muster formation of assigned and attached Soldiers. Commanders with units away from home station (i.e. Iraq, Afghanistan, JRTC) may exempt units from muster formations or they may authorize separate formations for unit elements (i.e. section, platoon). Units will use the Soldiers’ Common Access Cards (CAC) and other available documents to validate personnel data (i.e. Name, Rank, assign/attach status, current duty status, and non-availability reason and status). All assigned and attached Soldiers will be accounted for during the PAI to include absences such as the following: (1) Assigned-not-joined (2) Hospitalization (3) Leave/Pass (4) Temporary Duty (TDY) (5) Absent Without Leave (AWOL) (6) Confined (7) Sick in Quarters (8) Missing (9) Essential Duties S-1s must ensure that PAIs are conducted: (1) During the annual Army-wide PAI. (2) Prior to all change of commands. (3) Anytime there is a loss of a commander. (4) 14 calendar days prior to a unit move, inactivation, discontinuance, or redesignation. (5) Prior to deployment (Place of conduction depends on timeline). (6) Prior to movement from the mobilization station. (7) At the direction of the chain of command. If there is more than a two percent variance between Manual PASR reports and the HR database, commanders should require a PAI with a muster formation to correct the variation. AR , Chapter 5

SIDPERS-ARNG Army National Guard System
Database of record for personnel – each state maintains its own database Each State transmit updates to NGB and NGB loads this info into TAPDB-G Produces qualification records, unit manning reports, and strength accountability reports Updates TAPDB-G The Personnel Strength Zero Balance Report (AAC-27) Unit Manning Report (UMR) (AAC–C07) Deployment Manning Document (DMD) SHOW SLIDE: Standard Installation/Division Personnel System (SIDPERS-ARNG) SIDPERS-ARNG is used by the Army National Guard. It performs functions similar to those performed by eMILPO. It is the Guard’s database of record for personnel – each state/territory maintains its own database. Some personnel outputs for SIDPERS-ARNG include personnel qualification records, unit manning reports, and strength accountability reports. Each state transmits their updates to the National Guard Bureau (NGB) and the NGB loads these state level changes into TAPDB-G.

Regional Level Application Software
Army Reserve System Client-server Web enabled application for the management of personnel and resources Shows overall readiness posture of unit by Soldier RLAS generates TAPDB-R transactions and electronically transmits the data to HRC SHOW SLIDE: Regional Level Application Software (RLAS) RLAS is a software application developed to provide the USAR with a client-server, web-enabled application for the management of personnel and resources. RLAS generates TAPDB-R transactions and electronically transmits the data to HRC, updating each individual Soldier’s record in the database. RLAS shows the overall readiness posture of a unit. FM 1-0, para & AR , para 1-20

Tactical Personnel System
NIPR (Unclassified) Serves as a deployment manifesting platform for all military personnel (Joint capable), DOD civilians, and contractors Supports a commander's tactical decision- making process by creating a mobile, stand alone deployed personnel strength automated file. Can perform functions of Manifest, Jump Manifest, System Administration, Personnel, Task Force Operations, Crew Status, Ad hoc Query, and UIC Authorizations TPS has the ability to export a Soldier manifest file as input to the DTAS allowing mass Soldier import at arrival in theater at a port of debarkation FM 1-0, para 3-110 Show Slide: TPS (1 of 2) The Tactical Personnel System’s (TPS) primary use today is manifest and account for personnel during deployment. It allows for immediate human resource monitoring during deployment and reception by the receiving theater. Standardized reports created by TPS facilitate the creation of a deployed force database for the theater commander. TPS supports a commander's tactical decision-making process by creating a mobile "go to war" personnel strength automated file. TPS is a hasty field system, which does not replace eMILPO/DTAS, but enhances the commander’s ability to account for personnel in theater. This tool can assist an S-1 in conducting daily status reports, while keeping track of those moving in and out of country. This largest selling point of this S-1 Tool is that it is a stand alone that does not require Internet connectivity. TPS performs functions of Manifest, Jump Manifest, System Administration, Personnel, Task Force Operations, Crew Status, Adhoc Query, and Unit Identification Code (UIC) Authorizations. TPS creates and monitors personnel by task force organizations, provides duty status monitoring of deployed personnel, and is mobile, which maximizes personnel accountability for the tactical commander during "split-base" or other operations.

DTAS SIPR (Secret) Database of record for accountability (boots on ground) in the deployed theater of operations (DEPLOYED STRENGTH) Establishes and maintains personnel accountability in the Joint Operations Area (JOA) Tracks and reports visibility at all echelons for military and civilian personnel by name (SSN and DoD ID), unit, location, duty status, and time Extracts data from eMILPO and Theater Medical Data store ( 33

Summary Personnel Accountability and Strength Reporting Principles
Personnel Accountability and Strength Reporting Doctrinal Responsibilities Personnel Asset Inventory Responsibilities Strength Reporting Formats Personnel Accountability and Strength Reporting HR Enabling Systems Show Slide: SUMMARY NOTE: Review key points and summarize lesson. Personnel Accountability Defined Doctrinal Responsibilities HR Enabling Systems Personnel Asset Inventory

Terminal Learning Objective
Action: Direct Deployed Personnel Accountability and Strength Reporting Conditions: In a classroom environment, access to Human Resources Enabling Systems, and FM 1-0, HR Support and AR , Personnel Accountability and Strength Reporting and knowledge of our current Operational Environment (OE). Standard: Score 80% or higher on the final exam that includes the following learning activities: Correlate Personnel Accountability and Strength Reporting doctrinal responsibilities at each echelon of command Identify Theater Personnel Accountability and Strength Reporting HR Enabling Systems

HR Plans and Operations Course

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