1. Administer Personnel Accountability
Military Personnel Managers Course CP-50
Administer Personnel Accountability
December 2016
SHOW SLIDE 1: ADMINISTER PERSONNEL ACCOUNTABILITY
MOTIVATOR: Man the Force consists of all functions and tasks that affect the personnel aspects of building combat power of an organization. This includes Personnel Readiness Management (PRM), Personnel Accountability (PA), Strength Reporting (SR), Retention Operations, and Personnel Information Management (PIM). Although maintaining Personnel Accountability in a deployed environment has improved through the use of HR enabling systems (e.g., DTAS) and standardized procedures, many challenges remain.
INSTRUCTIONAL LEAD-IN: Battalion and brigade S-1 Personnel Readiness teams are at the tip of the spear for managing the automation systems that support Army-wide personnel accountability and require a team of HR professionals who are competent with automated HR systems and understand the personnel accountability process. It is critical to the success of your unit on the battlefield for you to be able to maintain Personnel Accountability efficiently and effectively.
NOTE: Ask the students if anyone has ever conducted PA. Discuss student answers to determine their prior knowledge and experience with PA. Almost all students should have raised their hand…if they have ever been in a leadership position, they have accounted for their subordinates and reported the strength to higher, even if it was just in a first sergeant’s accountability formation. It is a fundamental Army task, but one that we seem to have a difficult time getting accurate.

2. Who’s on First? SHOW SLIDE 2: WHO’S on FIRST
NOTE: Play the Video and work the exercise in the Lesson Plan

3. Terminal Learning Objective
Action: Administer Personnel Accountability
Conditions: Given access to Human Resource enabling systems, FM 1-0, AR and awareness of Operational Environment (OE) / Contemporary Operational Environment (COE) variables and actors.
Standards: Students will meet the standard by scoring 70% or higher on the Mod B/C exam.
Overall Objectives:
Define Personnel Accountability
2. Correlate Personnel Accountability doctrinal responsibilities at each echelon of command
Identify Personnel Accountability HR Enabling Systems
Identify components of best practices from industry for use in the Army’s personnel accountability system
Show Slide 3 : Terminal Learning Objective
NOTE: Inform the students of the Terminal Learning Objective.
1. Define Personnel Accountability.
2. Correlate Personnel Accountability doctrinal responsibilities at each echelon of command.
3. Identify Personnel Accountability HR Enabling Systems.
4. Identify components of best practices from industry for use in the Army’s personnel accountability system.

4. What is Personnel Accountability?
FM 1-0: Personnel Accountability is the by-name management of the location and duty status of every person assigned or attached to a unit.
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.
Show Slide 4: Personnel Accountability
TLO 1: Define PERSONNEL ACCOUNTABILITY
Personnel Accountability is the by-name management of the location and duty status of every person assigned or attached to a unit. It includes tracking the movement of personnel as they arrive at, and depart from, a unit for duty. The Army's personnel accountability system is designed to account for:
Soldiers
Reportable Army civilians
Contractors Authorized to Accompany the Force (CAAF)
Joint, interagency, intergovernmental, and multinational personnel when directed
Personnel accountability is one of the most important functions a battalion or brigade S-1 performs on a continuing basis regardless of location or environment. Data accuracy is critical to the personnel accountability process. Promptly entering personnel accountability changes allows HR leaders at all levels to have timely and accurate personnel accountability data and enables S-1s to balance MOSs within brigades, battalions, and companies. Personnel accountability is the key factor used for conducting strength reporting.
NOTE: Ask the students PASR can effect the commander’s decisions and the unit’s mission. Encourage students to share real-world experiences that will help clarify these definitions. Ensure students fully understand the mission.
Personnel Accountability is the key factor used for conducting Strength Reporting
FM 1-0, Chapter 3

5. Personnel Accountability looks at data elements on the individual
PA and SR Relationship
Strength Reporting should be a product of good Personnel Accountability – It is not a stand alone process
Question anyone who cannot provide names to back up their numbers.
Personnel Accountability looks at data elements on the individual
Sandy: Female, white w/liver spots, trained on rabbits, 5 years old
Rex: Male, all white, trained on coons, 5 years old
Bo: Male, white and liver colored, trained on varmints, 4 years old
Rufus: Male, White w/liver spots; trained on coons, 5 years old
Strength Reporting looks at characteristics / capabilities of the reported population
12 dogs between 4-8 years of age
4 Females / 10 Males
12 trained on coons, 2 on coons and rabbits, 4 on rabbits, 2 on various varmints, 0 on foxes
SHOW SLIDE 5: PA and SR RELATIONSHIPS
TLO 1: Define PERSONNEL ACCOUNTABILITY
While we separated the functions of PA and SR during the latest doctrinal update, these two key functions of the core competency Man the Force, still have a dependent relationship. If units / organizations try to completely separate the two functions, they will run into problems with database accuracy. Strength reporting, when done right, is the by product of good personnel accountability and gives the preparer confidence that they can place names against their numbers.
The photo of the fox and the hounds represents a population/ group that we want to report on. From a PA perspective, we are concerned with the individual and what make them a unique record. From an SR perspective, we are concerned with depicting our “strength” in terms of capabilities and characteristics.
Likewise the chart indicates a listing of 4 separate individuals, each with their own capabilities and characteristics - As a simplistic example, we see the total of the individual aligning more toward the PA side, while we look at the holistic language capabilities of the group more aligned to SR. This is not to say that each does not have elements of the other. Bottom line, we use PA to account for individuals in areas where we have a vested interest. We use the totality of these individual accounts to represent a capability of the group / force.
SEX
GRADE
MOS
MEL
LANG
CEDG
DWELL MO
ETHGRP M O5
11B B GM
MBA 02 Y E9
21B S AD BA 71 L F
CW4
420A RU
MHR 48 j E5
42A V PF AA 13 4 PA SR

6. Human Resources (HR) Support
Core Competencies
Man the Force
Personnel Readiness Management
Personnel Accountability
Strength Reporting
Retention Operations
Personnel Information Management
Provide HR Services
Essential Personnel Services
Postal Operations
Casualty Operations
Coordinate Personnel Support
Morale, Welfare, and Recreation Operations
Command Interest Programs
Army Bands Operations
Conduct HR Planning and Operations
HR Planning and Operations
Operate HR Command and Control Nodes
Key Functions
SHOW SLIDE 6: HUMAN RESOURCES (HR) SUPPORT
TLO 1: Define PERSONNEL ACCOUNTABILITY
Personnel accountability is a key function of the core competency, Man the Force.
While the slide depicts a linear / hierarchical relationship between and within the core competencies and key functions, the relationships are much more complex.

7. Personnel Accountability Process
HRC
NOTE: The HRSC provides reports, data, and analysis as needed.
SIDPERS
eMILPO
SIDPERS
RLAS
DTAS
SIDPERS
N I P R N E T
S I P R N E T
Human Resources
Sustainment Center
ASCC G-1/AG
ASCC STB S1
Corps G-1/AG
Theater Gateway Personnel Accountability Team
Corps STB S1
Show Slide 7: Personnel Accountability Process
Tlo 2: Correlate personnel accountability doctrinal responsibilities at each echelon of command.
Personnel accountability includes the by-name recording of specific data on arrivals and departures from units (e.g., unit of assignment, location), duty status changes or grade changes, Assignment Eligibility and Availability (AEA) codes, and MOS/specialty codes, etc. As mentioned earlier, Battalion and brigade S-1 Personnel Readiness sections are at the “tip of the spear” for Army-wide personnel accountability execution and require a team of HR professionals who are competent with automated HR systems and understand the personnel accountability process. S-1 section leaders need to ensure their Soldiers are trained to work in a deployed or austere environment. This slide depicts the personnel accountability process and the PA flow for data and individuals.
Note that at Division-level and above, HR Personnel Accountability shifts from “reporting” to “monitoring.” Additionally, the HRSC has the overall responsibility for DTAS management that we will be discussing later in greater detail.
Division G-1/AG
Personnel Accountability Team
Division STB S1
Brigade S-1
Reporting
View Only
Battalion S-1

8. Personnel Accountability HR Enabling Systems
eMILPO
Electronic Military Personnel Office
AC all the time – ARNG and USAR upon mobilization
RLAS
Regional Level Application Software
USAR
SIDPERS
Standard Installation / Division Personnel Reporting System
ARNG
TPS
Tactical Personnel System
All Components
DTAS
Deployed Theater Accountability System
All Components in a deployed theater
Show Slide 8: Personnel Accountability HR Enabling Systems
tlo 3: identify personnel accountability hr enabling systems
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, hands-on 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:
(1) Electronic Military Personnel Office (eMILPO)
SIDPERS (ARNG)
RLAS (AR)
Tactical Personnel System (TPS)
Deployed Theater Accountability System (DTAS)

9. Check on Learning
Q. Personnel accountability is the key factor used for _________ _________.
A. strength reporting
Q. At what level does HR Personnel Accountability shift from “reporting” to “monitoring?”
A. Division-level and above
Q. What are the critical enabling systems for personnel accountability?
A. Electronic Military Personnel Office (eMILPO); SIDPERS (ARNG); RLAS (AR); Tactical Personnel System (TPS); Deployed Theater Accountability System (DTAS)
Show Slide 9: CHECK ON LEARNING
Q. Personnel accountability is the key factor used for _________ _________.
A. strength reporting
Q. At what level does HR Personnel Accountability shift from “reporting” to “monitoring?”
A. Division-level and above
Q. What are the critical enabling systems for personnel accountability?
A. Electronic Military Personnel Office (eMILPO); SIDPERS (ARNG); RLAS (AR); Tactical Personnel System (TPS); Deployed Theater Accountability System (DTAS)

10. Terminal Learning Objective
Action: Administer Personnel Accountability
Conditions: Given access to Human Resource enabling systems, FM 1-0, AR and awareness of Operational Environment (OE) / Contemporary Operational Environment (COE) variables and actors.
Standards: Students will meet the standard by scoring 70% or higher on the Mod B/C exam.
Overall Objectives:
Define Personnel Accountability
2. Correlate Personnel Accountability doctrinal responsibilities at each echelon of command
Identify Personnel Accountability HR Enabling Systems
Show Slide 10 : Terminal Learning Objective
NOTE: Inform the students of the Terminal Learning Objective.
1. Define Personnel Accountability
2. Correlate Personnel Accountability doctrinal responsibilities at each echelon of command
3. Identify Personnel Accountability HR Enabling Systems

11. Marine Dies at Twenty-Nine Palms
Marine's Death in Training Becomes a Harsh Lesson for Corps
By RICHARD HALLORAN, Special to the New York Times Published: January 11, 1989
The Commandant of the Marine Corps, clearly angered over the death of a lance corporal who was abandoned in the California desert while on a training exercise, has turned an investigation into possible negligence into a sharp lesson for leaders of the corps.
In endorsing an investigating officer's findings, the Commandant, Gen. Alfred M. Gray, has sternly warned officers and noncommissioned officers that they will be severely punished if they fail to care for men and women entrusted to their command.
He wrote: ''Any who think they can simply drop off one of their marines, literally or figuratively, and then not have to worry about him had better make an appointment with me, because that violates all my rules.'‘ ….
SHOW SLIDE 11: MARINE DIES AT TWENTY NINE PALMS
Have Student pull out their advance reading sheet and go to the New York Time Article: Marine’s Death in Training Becomes a Harsh Lesson for Corps.
Have student break into groups of 4-5 and work on the following:
In our Army Today, who is responsible for Personnel Accountability? Be specific in citing your answers.