1. Administer Personnel Information Management
Human Resource Technician WOBC
Administer Personnel Information Management
A D J U T A N T G E N E R A L S C H O O L

2. Abbott and Costello $28 and Loafing
The Army is cutting its ranks more quickly than expected as it works toward its eventual goal of 490,000 active-duty Soldiers. The Army estimates it will separate as many as 11,000 active-duty Soldiers who have been backlogged in the military's disability evaluation system.
By Sept. 30, the end of fiscal 2013, the Army expects end strength to be about 12,000 lower than originally projected in the drawdown plan.
Army officials project the service will reach an end strength of 530,000, down from 551,000 at the beginning of the fiscal year. The original estimate was 542,000.
“We expect to be lower than the 542,000, which was the projected end strength number for the end of FY13,” Lt. Gen. Howard Bromberg, the Army's deputy chief of staff for personnel (G-1) told Army Times. “This is due in part to the faster-than-expected attrition resulting from the improvements and streamlining of the disability evaluation process and continued higher rate of adverse losses.”
The goal is to shrink the active Army to 520,000 by the end of 2014 and reach 490,000 by the end of fiscal 2017.
Exactly how far the Army will shrink remains an open question. For today, the brass has settled on 490,000, but they admit it might go lower.
“We're in discussion of what the right end strength is,” Army Chief of Staff Gen. Ray Odierno said at the Army War College on April 15. “We'll look at that based on budget. I'm not going to stand here and tell you that I believe that five years from now the Army end strength is going to be 490,000 active. And I'm also here to tell you it's not going to be 350,000 because that is not enough.”
The Army has about 28,000 wounded, ill or injured Soldiers in the Integrated Disability Evaluation System. Almost 14,500 of them — 11,000 active, 2,100 National Guard, and 1,300 Army Reserve — are in the final three stages of the IDES process, said Brig. Gen. Lewis Boone, director of the Army Physical Disability Agency. These Soldiers could be done and separated from the Army by the end of the fiscal year “if all goes well and nothing gets slowed down,” he said. “That is a significant number.” About 36 percent of the Soldiers in IDES have a combat-related condition, officials said.
First launched in 2007, IDES combined the separate Defense Department and Veterans Affairs Department systems into one and was intended to make the evaluation process simpler and quicker for troops who have medical conditions that call into question their ability to serve, particularly in their military occupational specialty, Boone said.
Working with VA, “we've made strides in reducing barriers in communication, faster decisions [and] timelier benefits delivery,” Boone said.
“Soldiers now receive benefits a lot sooner than any other time before,” he said. “It used to take about 240 days or so; it's now in the neighborhood of 75 to 80 days” from the time a Soldier is separated or retired.
However, there remains a massive backlog and an evaluation system that is still taking longer than the Defense Department intended, Boone said. “We've got a population in the Army of about 28,000 Soldiers in the system, and that number has grown over time,” he said. “It's a consequence of a couple different factors, not the least of which we've been engaged in two long wars. When IDES was implemented, the process was so basic that we did not have the people or capacity to actually support it. As a consequence, the number of people grew and grew over time IDES allows troops to stay in uniform and receive their pay and benefits while they undergo their required medical processing, Pummill said. “We do have some glitches because it's a new system,” he said. “I think that's all of our growing pains, and we're working through them well. We've come a long way since we've started, but we've got a long way to go.” VA has increased the number of employees who process Army IDES ratings from 29 to 137, Pummill said.
As the Army and VA work down the backlog of Soldiers in the IDES process, Boone said he believes the Army can reach the 295-day goal.
Even now, in five different phases of IDES, the Army is meeting the DoD standard, he said. That means at least 70 percent of the cases are being run through a phase within the recommended amount of time.
“We have some optimism,” Boone said. “But we also have some cases that are very, very far over 400 days, and we've made them a priority.”
The Army also expects to reduce the amount of time a Soldier has to wait to receive VA benefits, said Col. Daniel Cassidy, who is one of Boone's deputies.
Abbott and Costello $28 and Loafing

3. Terminal Learning Objective
C O N D I T I O N
A C T I O N
S T A N D A R D
Manage Personnel Strength Reporting Data
NOTE: Inform students of the TLO requirements.
NOTE: Explain which references are required for the lesson and ensure each student has access to them. Inform students that the S-1 Net is a good additional resource to find casualty management information and has links to the CNO and CAO training.
•Safety Consideration: In a training environment, leaders must perform a risk assessment in accordance with DA PAM , Risk Management. Leaders will complete a DD Form 2977 DELIBERATE RISK ASSESSMENT WORKSHEET during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the work/rest cycles and water replacement guidelines IAW TRADOC Regulation
RISK ASSESSMENT LEVEL. Low.
Environmental Consideration: Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM Environmental Considerations and GTA ENVIRONMENTAL-RELATED RISK ASSESSMENT.
EVALUATION: Students will take a module test and must obtain a passing score of 70% or higher.
INSTRUCTIONAL LEAD-IN. For this block of instruction we will be discuss Casualty Operations which is a key function under the core competency of Provide HR Services. Casualty Operations remains one of the most important S1 responsibilities and one that requires a great deal of accuracy and attention of detail.

4. Terminal Learning Objective
C O N D I T I O N
A C T I O N
S T A N D A R D
FM 1-0 (Human Resources Support), FM 3-0 (Operations), FM 4-0 (Sustainment Operations), AR (Personnel Accounting and Strength Report), ATP (G-1/AG and S-1 Operations) DTAS Users Manual, and HR enabling systems and awareness of Operational Environment (OE), variables and actors.
NOTE: See Slide #2 to inform students of the TLO requirements.

5. Terminal Learning Objective
Met when students:
Manage Personnel Strength Reporting by collecting, analyzing, and processing strength data and provide strength reports that are 100% accurate to higher headquarters.
Define Strength Reporting principles
Correlate Strength Reporting doctrinal responsibilities at each echelon of command
Identify Strength Reporting formats
Identify Strength Reporting HR Enabling Systems
C O N D I T I O N
A C T I O N
S T A N D A R D

6. U.S. Army strategic roles in support of the joint force
FM 3-0: LSCO
U.S. Army strategic roles in support of the joint force
Win
Shape 1
Deter 2
Seize
Initiative 3
Dominate 4
Stabilize 5
Accurate and timely strength reporting will be vital during LSCO. HR professionals must create, exercise and implement strength management procedures that align with higher headquarters and disseminated to subordinate units. HR professionals must plan for strength reporting operations during disconnected operations.
Joint Phases
Army’s Strategic Roles
Shape Operation Environment
Prevent Conflicts
Conduct Large Scale Combat
Consolidate Gains
Joint Phases
Shape
Deter
Seize Initiative
Dominate
Stabilize
Enable Civil Authority

7. Human Resources Core Competencies
Man the Force
Chapter 3
Provide HR Services
Chapter 4
Coordinate Personnel Support
Chapter 5
HR Planning and Operations
Chapter 6
Personnel Readiness Management
Section I
Personnel Accountability
Section II
Strength Reporting
Section III
Retention Operations
Section IV
Essential Personnel Services
Postal Operations
Casualty Operations
MWR Operations
Command Interest Programs
Army Band Operations
Operate HR C2 Nodes
Personnel Information Management
Section V
Provide Human Resources Support
Chapter 7– Theater Opening/Redeployment Operations
Chapter 8 – Civilian Support K E Y F U N
CTI O S
SHOW SLIDE: HR CORE COMPETENCIES
HR units and staffs perform the core competencies and key functions at theater-level and below. It is important to note, not all HR key functions are executed at each level of command. For example, personnel accountability is conducted at the S-1 level and monitored at division and above levels. Commanders and HR leaders should use this Field Manual (FM) and the AUTL as a reference tool for developing general mission essential task lists, core capabilities mission essential tasks, operational orders, and SOPs.

8. 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.
SHOW SLIDE 4: 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 or desired requirement of the group / force.
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
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
Sex
Grade
MOS
SEX
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

9. Strength Reporting
FM 1-0: Strength Reporting is the numerical end product of the accountability process by comparing by-name data (faces) against authorizations (spaces) to determine a percentage of fill.
Strength Reporting includes reporting all personnel who deploy with the force including:
Numerical Strength Reports reflect the combat power of a unit and are used to:
Show Slide 5: STRENGTH REPORTING
Personnel strength reporting is a numerical end product of the accountability process. It is achieved by comparing the by-name data obtained during the personnel accountability process (faces) against specified authorizations (spaces or in some cases requirements) to determine a percentage of fill. Strength data reflects a unit’s authorization and required base-line strength. It starts with strength-related data submitted at unit level and ends with an updated database visible at all echelons, to include HRC. Personnel strength reporting is a command function conducted by G-1/AGs and S-1s to enable them to analyze manning levels and readiness, which provide a method of measuring the effectiveness of combat power. As strength reports may impact tactical decisions, the timely and correct duty status of individuals are critical to the strength reporting process.
Personnel strength reporting includes reporting all personnel who deploy with the force. This includes Soldiers, military Servicemembers from other Services, DoD civilians, and contractors.
Personnel accountability is the key factor used for conducting strength reporting.
NOTE: Ask the students how SR can affect the commander’s decisions and the unit’s mission. Encourage students to share real-world experiences that will help clarify these definitions.
Monitor unit strength
Prioritize replacements
Make and support tactical decisions
Utilize SRC 12 Assets
Soldiers
Military service members from other Services
Department of Defense (DoD) Civilians
Contractors
Personnel Accountability is the key factor used for conducting Strength Reporting
FM 1-0, PARA 3-61

10. Strength Reporting Process
HRC
SIDPERS
eMILPO
SIDPERS
RLAS
DTAS
SIDPERS
J-1/C-1
N I P R N E T
S I P R N E T
Show Slide: STRENGTH REPORTING Process
The strength reporting process begins by unit S-1s processing strength related transactions into various HR automated systems that update the HR common operational picture at all levels and ends with the production of a PERSTAT report (JPERSTAT in a Joint environment). This report can be either manual or automated. Greater accuracy in the strength reporting process can be gained by generating reports from automated systems that perform personnel accountability functions. These automated reports reduce error by treating each entry as a record versus a data element that requires separate update. Additionally, automated processing is capable of simultaneous versus sequential reporting, which provides greater responsiveness to HR providers and their commanders.
The strength reporting process provides commanders with a snapshot of the personnel component of their combat power and capabilities. Every level of command develops their requirements for data elements reflected on the strength report. At a minimum, commands should report strengths by unit, location, component, category (military, DoD civilian, contractor, etc.), and duty status. Internally, commanders may use additional data elements that provide a better snapshot of actual capabilities by weapon system, cohort (officer/warrant/enlisted), MOS additional specialties, language ratings, etc. Unit G-1/AGs and S-1s should develop strength reports that best represent the personnel component of combat power for their organizations. Within a deployed theater, the ASCC G-1/AG will establish PERSTAT reporting requirements for unit strengths to include required “as of” times. If operating in a Joint environment, the PERSTAT should require the same data elements as the JPERSTAT.
ASCC G-1/AG
Corps G-1/AG
Division G-1/AG
Brigade S-1
Battalion S-1
FM 1-0, Figure 3-4

11. Strength Reporting Terminology
Required Strength
Authorized Strength
Operating Strength
Assigned
Attached
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.

12. Army Command Relationships
Show Slide 9: Command Relationships
Command relationships will determine who is responsible for a unit’s personnel accounting and strength reporting. Normally, this will align with the unit they receive sustainment support (CSS) from. These relationships can change frequently with in an operation and HR personnel must stay current with changes to the unit’s task force organization. To ensure SR remains timely and accurate, units must clearly understand their role, the effective date/time groups for task organization changes and “as of” data reflected in SR reports. Close coordination must be made during changes in task organization to ensure personnel are not double counted by gaining and losing command or are not accounted for at all. Double counting of units the day of a change in task organization is the most common discrepancy with SR numerical reporting.
NOTE: Discuss example scenarios of changes in command relationships and ask students if they would account for and report individuals and units. Task Organization can get ‘creative’ with unit’s being ‘attached minus ADCON’. Discuss what this means for SR and responsibility of updating databases to reflect these relationships.
ADRP 5-0 paragraph 2-75

13. Lesson Step Activity 2
Correlate Strength Reporting Doctrinal Responsibilities at Each Echelon of Command
CORPS/DIV G1
ASCC- G1
BDE/BN S1

14. Identify Strength Reporting Formats
Lesson Step Activity 3
Identify Strength Reporting Formats
Displays a unit’s personnel strength in aggregate numbers, as of
a given time; used to assess combat power and set priorities.
Displays a unit’s personnel replacement requirements by
grade/MOS; based on comparison of authorized vs. strength
Show Slide 17: JPERSTAT (1 of 2)
The Joint Personnel Status Report or JPERSTAT gives the unit and the commander a strength summary. It provides an assigned and available strength count, and captures gains and losses since the last reporting period. Data is broken down by unit and deployed installation and includes Army Soldiers of all components, DOD civilians and contractors, allied, multi-national and joint personnel in theater. Soldiers on leave, TDY, emergency leave, etc. in CONUS are not included on the JPERSTAT.
(1) The J-1 must develop and publish the JPERSTAT format and enforce its use. The unit’s PERSTAT should be in exactly the same format as the final theater JPERSTAT product.
(2) The unit’s numbers on the JPERSTAT must match the unit’s numbers in the Deployed Theater Data Base (DTAS). Army planners rely on theater database to make operational decisions, budgeting requirements, AAFES, MWR and intra-theater pass program planning and executions.
NOTE: Explain that the JPERSTAT in theater may look a little different, but that they have the same basic elements. Discuss with students each element of the JPERSTAT (civilian and coalition example on next slide).
JPERSTAT: Provides an assigned and available strength count, and captures gains and losses since the last reporting period.
Used in Joint Environment
Reports Military, Civilian and Coalition personnel physically present in the theater by unit and location
Numbers must reconcile with DTAS
JP 1-02, III-3

15. Rear Detachment Report
Show Slide 12: Rear Detachment Report
NOTE: A Soldier is carried as non-deployable on the Rear Detachment Report if for any reason they will not deploy with the unit.
The Rear Detachment provides HQDA with a comprehensive view of the major combat units. Major combat unit is defined as a BCT, Division headquarters, and combat Aviation BDE from the active component, the U.S. Army Reserves and Army National Guard. The report is submitted monthly once BCTs reach their LAD-180 and then weekly at LAD-90 until deployment Other units may be required to also submit this report as designated by the senior leaders of the Army. The report provides an update of the following categories:
Total number of Soldiers deployed
(2) Number of Soldiers assigned as rear detachment cadre
Number of Soldiers that are Non-Deployable. There are 24 categories in the RD Report with the majority aligning to specific categories in the Unit Status Report. There are 8 (eight) additional categories that are included in the Rear Detachment Report that are not included in the USR: Emergency LV, School, Dwell (Dependent Limiting Tours), Deployment Dwell, TSIRT/IRT, Available Not Deploying (Commander’s Discretion), Rear Detachment Cadre and Not Scheduled for Deployment or Redeployed at End of Unit Mission
Number of Soldiers ready to fly with a flight scheduled
(5) Number of Soldiers ready to fly without a flight scheduled
The number of Soldiers in these categories should equal the total number of Soldiers assigned to the unit. Units will annotate the next scheduled flights and total number of pax at the bottom of the spreadsheet.
19 Jun 2010

16. Battlefield Flow SHOW Slide: Battlefield Flow
Prior to arriving in theater, the ASCC G-1/AG or Army Force G-1/AG establishes theater policy for personnel strength reporting to include reporting standards and timelines. Coordination with the G-6 is necessary to ensure access to NIPRNET and SIPRNET is established for required HR databases and automated systems. During initial entry, strength managers must be prepared to operate with limited or no connectivity.
The early entry element of the HRSC establishes the DTAS and initiates database hierarchy management.
The TG PAT, supported by an HR Company, establishes theater personnel accountability operations at theater reception points (APOD/SPOD).
The TG PAT ensures all personnel and units arriving in theater are accurately entered into DTAS. For units, the S-1 normally provides a copy of their unit’s database which the TG PAT then uploads into DTAS.
The HR Company establishes PATs at designated locations to maintain accountability and tracking of personnel as they transit the theater of operations.
CLTs are established at the APOD and at other designated locations.
All arriving personnel (Soldiers, civilians and contractors) and units must be accurately entered in the system to ensure accurate personnel strength reporting throughout the duration of the theater-level operation. As units and individuals arrive in theater, the PAT, which directly impacts the effectiveness of deployed personnel strength reporting operations, records their arrival in theater.
HR PAT elements capture and record data into DTAS information on Soldiers and units who can be tracked as they enter, transit, and depart the theater. PATs are only located at locations where the personnel flow equals 600 or more per day. S-1 sections complement this system by performing personnel accountability tasks within their elements for small-scale movements conducted within the brigade AO and in movement to the intra-theater APOD where no HR organization assets are assigned.
NOTE: Figure depicts the information flow for both automated and manual personnel accountability reporting.

17. Strength Reporting Human Resources Enabling Systems
Lesson Step Activity 4
Strength Reporting Human Resources Enabling Systems
Electronic Military Personnel Office (eMILPO)
Standard Installation & Division Personnel Reporting System - SIDPERS-ARNG
Regional Level Application Software (RLAS)
Tactical Personnel System (TPS)
Deployed Theater Accountability System (DTAS)
Force Management System (FMSWeb)
Joint Operation Planning and Execution System (JOPES)
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 Leveal application Software (RLAS)
FM 1-0, para 3-110, 3-117, 3-119, 3-130, & 3-135

18. Summary Strength Reporting Principles Doctrinal Responsibilities
Strength Reporting Formats
HR Enabling Systems
Show Slide 15: SUMMARY

19. Terminal Learning Objective
C O N D I T I O N
A C T I O N
S T A N D A R D
Manage Personnel Strength Reporting Data
NOTE: Inform students of the TLO requirements.
NOTE: Explain which references are required for the lesson and ensure each student has access to them. Inform students that the S-1 Net is a good additional resource to find casualty management information and has links to the CNO and CAO training.
•Safety Consideration: In a training environment, leaders must perform a risk assessment in accordance with DA PAM , Risk Management. Leaders will complete a DD Form 2977 DELIBERATE RISK ASSESSMENT WORKSHEET during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the work/rest cycles and water replacement guidelines IAW TRADOC Regulation
RISK ASSESSMENT LEVEL. Low.
Environmental Consideration: Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM Environmental Considerations and GTA ENVIRONMENTAL-RELATED RISK ASSESSMENT.
EVALUATION: Students will take a module test and must obtain a passing score of 70% or higher.
INSTRUCTIONAL LEAD-IN. For this block of instruction we will be discuss Casualty Operations which is a key function under the core competency of Provide HR Services. Casualty Operations remains one of the most important S1 responsibilities and one that requires a great deal of accuracy and attention of detail.

20. Terminal Learning Objective
C O N D I T I O N
A C T I O N
S T A N D A R D
FM 1-0 (Human Resources Support), FM 3-0 (Operations), FM 4-0 (Sustainment Operations), AR (Personnel Accounting and Strength Report), ATP (G-1/AG and S-1 Operations) DTAS Users Manual, and HR enabling systems and awareness of Operational Environment (OE), variables and actors.
NOTE: See Slide #2 to inform students of the TLO requirements.

21. Terminal Learning Objective
Met when students:
Manage Personnel Strength Reporting by collecting, analyzing, and processing strength data and provide strength reports that are 100% accurate to higher headquarters.
Define Strength Reporting principles
Correlate Strength Reporting doctrinal responsibilities at each echelon of command
Identify Strength Reporting formats
Identify Strength Reporting HR Enabling Systems
C O N D I T I O N
A C T I O N
S T A N D A R D