FM
stringclasses 43
values | page
int64 1
477
| text
stringlengths 6
8.45k
|
|---|---|---|
3-12 | 137 | Appendix F
Electromagnetic Warfare Reprogramming
This appendix provides general procedures in conducting electromagnetic warfare
reprogramming, divided into four phases. It will also describe the three major
categories of electromagnetic warfare reprogramming and associated actions. It will
also discuss the joint coordination of electromagnetic warfare reprogramming.
PURPOSE OF ELECTROMAGNETIC REPROGRAMMING
F-1. The purpose of EW reprogramming is to maintain or enhance the effectiveness of EW and TSS
equipment. EW reprogramming includes changes to self-defense systems, offensive weapons systems, and
intelligence collection systems. Each Army unit is responsible for reprogramming of EW and TSS equipment
using an established EW reprogramming support program.
F-2. Units from all Service components that identify threat signature changes report those changes through
higher headquarters to the CCMD of the AOR in which they are conducting operations. The Service
intelligence production center [National Ground Intelligence Center for the Army]; and Service equipment
support for effected EW and TSS equipment.
F-3. The CCMD ensures promulgating the threat signature changes worldwide and to Service components
operating through the AOR using joint coordination electromagnetic warfare reprogramming policies and
procedures developed by the Joint Staff. The Intelligence Production Center collects the data to process and
analyze to identify and understand the threat signature change. Service equipment support conducts flagging
activities while analyzing EW and TSS equipment for compatibility and system impact assessment.
Note. EW reprogramming is only required for EW and targeting sensing software that operate
using downloads of threat signatures. With these systems, EW reprogramming occurs when threat
signatures have changed. Dynamic EW capabilities do not require downloads of threat signatures
and thus do not require EW reprogramming.
CATEGORIES OF ELECTROMAGNETIC WARFARE
REPROGRAMMING
F-4. Several types of changes constitute EW reprogramming. These changes fall into three major categories
of EW reprogramming. They are –
* Tactics. Include changes in procedures, equipment, settings, or EW systems mission-planning
data. These changes are usually conducted at the Service level and implemented at the unit level
using organic personnel and equipment.
* Software. Include changes to the programming of computer-based EW and target sensing
software. This type of change requires software vendors to alter programmed look-up tables, threat
libraries, or signal sorting routines.
* Hardware. Hardware changes or long-term system development are necessary due to tactics and
software changes installed to resolve deficiencies. These changes usually occur tactical, and
software changes are of such complexity that it requires hardware modifications or upgrades. |
3-12 | 138 | Appendix F
ELECTROMAGNETIC WARFARE REPROGRAMMING ACTIONS
F-5. During a crisis or enemy EA, EW reprogramming provides commanders with a timely capability to
respond to threat systems changes and correct EW and targeting sensing systems. Through EW
reprogramming, commanders can also adjust EW, TSS deficiencies and tailor EW and TSS to meet unique
mission requirements. EW reprogramming enables this capability using three different EW reprogramming
actions, either individually or simultaneously. These reprogramming actions are–
* Threat changes. Any changes in the operation or electromagnetic signature of a threat system.
The design of EW reprogramming is to respond to threat changes that affect EW’s combat
effectiveness and TSS.
* Geographic tailoring. The reprogramming of EW and targeting sensing systems for operations
in a specific area or region of the world. Geographic tailoring reduces the number of system
memory threats, decreasing systems processing time, and reducing error displays.
* Mission tailoring. The reprogramming of EW and targeting sensing systems for the mission of
the host platform. Mission tailoring may improve system response to the priority threat(s)
identified by the host platform.
GENERAL ELECTROMAGNETIC WARFARE REPROGRAMMING PROCESS
F-6. There are four phases to the EW reprogramming process. Units can further refine the last three phases
of the EW reprogramming process to meet their unique requirements. The four phases of the EW
reprogramming process are—
* Determine the threat.
* Determine the response.
* Create a change.
* Implement the change.
Determine the Threat
F-7. When determining the threat, units develop and maintain an accurate description of the EMOE,
specifically threat systems and tactics. Document submitted IRs to maintain an accurate description of the
EMOE at all times. IRs are important since EW and TSS equipment are each programmed to identify and
respond to a particular threat or target signature data. An accurate description of the EMOE requires the
fusion of known electromagnetic data with the collection, analysis, and validation of threat signature changes
divided into three steps:
* Collect data. Threat signature data collection is the collection of threat system parametric
information and is the responsibility of the G-2 or S-2. The collection of signature data may be a
matter of routine intelligence collection against targeted systems. Other data collection may occur
because of urgent intelligence production requests. Regardless of the purpose of collection,
signature data disseminates through the intelligence channels to the National Ground Intelligence
Center and the EW and TSS Service equipment support channels for analysis and flagging
activities.
* Identify changes. EW and TSS Service equipment support analyzes the collected data for
compatibility. Incompatible data is flagged for further analysis and system impact assessment. The
National Ground Intelligence Center uses the collected data for processing and analysis to identify
threat signature changes in the EMOE. Identified changes are further analyzed.
* Validate changes. Once an identified signature change is correlated to a threat system and
analyzed, it is further analyzed to validate an actual system capability change or determine it as a
probable malfunction. Information on threat system engineering and tactical employment are
critical during this step. The National Ground Intelligence Center or the Defense Intelligence
Agency(s) typically provide technical analysis and validation of threat changes. At the joint level,
the CCMD must provide the identification, technical description, and analysis of threat change
validation messages expeditiously to component commands and Service reprogramming centers
[Army Reprogramming Analysis Team for the Army]. |
3-12 | 139 | Electromagnetic Warfare Reprogramming
Determine the Response
F-8. Service reprogramming centers assess validated threat change information for its impact on friendly
EW and TSS equipment. A decision to initiate a reprogramming change is determined. The equipment may
fail to provide appropriate indications and warnings or countermeasures in response to a threat change. In
this instance, the Service reprogramming center determines if the requirement to correct the deficiency is
either by changing tactics, software, or hardware.
F-9. Service equipment support generates a system impact message that informs CCMDs and component
commands of the threat change’s operational impact on EW and TSS equipment performance. The CCMDs
forward the system impact message through the JTF headquarters to subordinate units. The system impact
message often includes recommendations to respond to each identified threat change appropriately; however,
each unit is ultimately responsible for determining the appropriate response action to a validated threat
change.
Create the Change
F-10. The unit develops tactics, software, or hardware changes to regain or improve equipment performance
and combat effectiveness. The first option to consider when creating a change is in using tactics to avoid the
threat. Tactical change is typically the first option because software and hardware changes require time that
may not be readily available. Units are ultimately responsible for initiating tactical change as the initial
change to continue operations until software and hardware changes are made available by the Service
equipment support.
F-11. A combination of changes (such as tactics and software) often provides an immediate and long-term
fix to equipment deficiencies. Software and hardware changes require assistance from the EW and TSS
Service equipment support. Service equipment support conducts reprogramming support activities to verify
equipment combat effectiveness through modeling and simulation, bench tests, or test range employments
simulating operational conditions.
Implement the Change
F-12. Implementation of the change ensures units regain or attain enhanced combat effectiveness by tactics,
software, or hardware change(s). CCMDs ensure subordinate units successfully incorporate tactics changes
into mission pre-briefs. Service equipment support collaborates with other Services to install electronic and
mechanical software and hardware changes to host EW and TSS equipment. |
3-12 | 141 | Appendix G
Training
Training prepares Soldiers to execute missions that shape operational environment,
prevent conflict, and conduct large-scale combat operations against peer threats. Army
forces must be organized, trained, and equipped to meet worldwide challenges. The
Army plans and executes tough, realistic training that includes unit training that occurs
continuously while at home station, at a combat training center, and during
deployments.
OVERVIEW OF TRAINING
G-1. Commanders ensure Soldiers and units train under challenging and realistic conditions that closely
replicate an OE while incorporating the Army principles of training:
* Train as you fight.
* Train to standard.
* Train to sustain.
* Train to maintain.
G-2. Individual training occurs in all three training domains: institutional, operational, and self-
development. Institutional training includes initial and ongoing individual training aligned with each
cyberspace and EW professional’s individual development plan. Additionally, Soldiers conduct individual
and collective training during home-station and combat training to stay abreast of the continually advancing
techniques, technologies, and trends that occur in cyberspace and the EMS.
INSTITUTIONAL TRAINING
G-3. Commissioned officers, warrant officers, and enlisted Soldiers seeking a career in cyberspace
operations and EW benefit from intensive institutional training before forwarding to their first assigned unit.
Institutional training will continue throughout these Soldiers’ careers. Cyber Common Technical College and
Electronic Warfare College resides at the United States Army Cyber Center of Excellence. These colleges
provide institutional training to active Army, United States Army Reserve, and Army National Guard
cyberspace and EW Soldiers with a level of understanding in cyberspace operations, electromagnetic warfare,
and associated doctrine. Cyber Soldiers learn how to combine Army operations, intelligence, and small unit
tactics with foundational skills in cyberspace offensive and defensive tasks. EW Soldiers learn Army
operations and small unit tactics with foundational skills in EA, ES, and EP tasks. Events conducted during
institutional training ensure cyberspace operations and EW Soldiers become proficient in their respective
career fields and include such training events as—
* Classroom training consisting of instruction from civilian and military institutional instructors.
* Training lanes.
* Capstone training events.
HOME-STATION TRAINING
G-4. The CEWO is responsible for coordinating with each subordinate staff to conceive and implement an
annual home-station training plan. The CEWO aligns the home-station training plan with the unit’s mission
essential task list consisting of essential individual and collective tasks that Soldiers must accomplish. The
CEWO aligns home-station training with how the unit will operate during evaluations at a combat training
center. The home-station training plan includes subject matter that ensures the unit’s cyberspace operations |
3-12 | 142 | Appendix G
and EW professionals remain proficient in their respective career fields and can consist of such training
events as—
* Classroom training and instruction from mobile training team(s) (MTT).
* Training lanes.
* Field training exercises.
G-5. At a minimum, classroom training for cyberspace operations Soldiers should include DCO-IDM
related instructions including—
* Securing Windows operating systems.
* Computer forensic investigation.
* Incident response.
* Intrusion detection in-depth.
* Hacker techniques.
* Exploits and incident mitigation and prevention.
* Network penetration testing.
* Ethical hacking.
* Auditing networks, perimeters, and information technology systems.
G-6. At a minimum, classroom training for EW Soldiers should include—
* General mathematic and algebraic concepts.
* Radio frequency fundamentals and calculations.
* Antenna theory.
* Direction-finding fundamentals.
* Principles on detecting and identifying frequencies of interest
* Compilation of EW running estimates.
* Joint spectrum interference report and EMI reporting procedures.
* Digital signal processing.
* Electromagnetic Warfare Planning and Management Tool familiarity and scenario planning.
* Fundamentals of maneuver.
G-7. Training and instructions from MTTs allow cyberspace operations and EW Soldiers to meet with
military and commercial experts. MTTs provide added real-world insight and practices and to establish and
maintain professional networks for increased operational efficiency at home station. Training lanes provide
cyberspace operations and EW Soldiers the opportunity to exercise combining efforts that culminate home-
station training and assist with ensuring unit readiness and survivability. Training lanes can include such
simulations as communication jamming to provide realism that emphasizes the importance of primary,
alternate, contingency, and emergency plans. Subordinate units can use information from training events by
conducting after-action reviews to develop primary, alternate, contingency, and emergency plans.
COMBAT TRAINING CENTERS
G-8. The Army currently has three maneuver combat training centers: The National Training Center, at Fort
Irwin, California; the Joint Readiness Training Center, at Fort Polk, Louisiana; and the Joint Multinational
Readiness Center, in Hohenfels, Germany, and the Mission Command Training Program (MCTP) worldwide
deployable combat training center. Combat training center training simulates real-world events by creating
real-world scenarios that units may encounter during deployment. Operational forces assigned to combat
training center s impose these real-world scenarios on units. Combat training centers evaluate rotational
training units for combat readiness determined by the proactive and reactive measures taken to prevent or
mitigate obstacles presented during real-world scenarios.
G-9. In a decisive action scenario, cyberspace operations and EW are essential to gaining and maintaining
tactical advantages needed for a favorable resolution. Combat training centers continuously observe the
rotational training units’ ability to operate in an OE that includes simulated conflict and competition. Combat
training centers assist commanders in assessing their units’ overall combat readiness; proficiency in mission- |
3-12 | 143 | Training
essential task list related tasks, and those critical and essential tasks that require additional training.
Commanders can then oversee the implementation of necessary changes to home-station training to improve
proficiency. |
3-12 | 145 | Glossary
This glossary lists acronyms and terms with Army, multi-Service, or joint definitions,
and other selected terms. The proponent publication for a term is listed in parentheses
after the definition.
SECTION I – ACRONYMS AND ABBREVIATIONS
AOR area of responsibility
ARCYBER United States Army Cyber Command
CCMD combatant command
CEMA cyberspace electromagnetic activities
CERF cyber effects request format
CEWO cyber electromagnetic warfare officer
CNMF cyber national mission force
CNMF-HQ Cyber National Mission Force-Headquarters
COA course of action
CPT cyber protection team
D3A decide, detect, deliver, and assess
DCO defensive cyberspace operations
DCO-IDM defensive cyberspace operations-internal defensive measures
DCO-RA defensive cyberspace operations-response actions
DODIN Department of Defense information network
DODIN-A Department of Defense information network-Army
EA electromagnetic attack
EMI electromagnetic interference
EMOE electromagnetic operational environment
EMS electromagnetic spectrum
EMSO electromagnetic spectrum operations
EP electromagnetic protection
ES electromagnetic support
EW electromagnetic warfare
I2CEWS intelligence, information, cyber, electromagnetic warfare and space
IO information operations
IP Internet Protocol
IPB intelligence preparation of the battlefield
JEMSO joint electromagnetic spectrum operations
JEMSOC joint electromagnetic spectrum operations cell
JFHQ-C Joint Force Headquarters-Cyber |
3-12 | 146 | Glossary
JFHQ-DODIN Joint Force Headquarters-Department of Defense Information Network
JTF joint task force
NCO noncommissioned officer
NETCOM United States Army Network Enterprise Technology Command
OCO offensive cyberspace operations
OE operational environment
OPLAN operation plan
OPORD operation order
OPSEC operations security
RFS request for support
SIGINT signals intelligence
TSS targeting sensing software
USC United States Code
USCYBERCOM United States Cyber Command
SECTION II – TERMS
adversary
A party acknowledged as potentially hostile to a friendly party and against which the use of force may
be envisaged. (JP 3-0)
Army design methodology
A methodology for applying critical and creative thinking to understand, visualize, and describe
problems and approaches to solving them. Also called ADM. (ADP 5-0)
assessment
1)A continuous process that measures the overall effectiveness of employing capabilities during
military operations. 2) Determination of the progress toward accomplishing a task, creating a
condition, or achieving an objective. 3) Analysis of the security, effectiveness, and potential of an
existing or planned intelligence activity. 4) Judgment of the motives, qualifications, and characteristics
of present or prospective employees or “agents.” (JP 3-0)
chaff
Radar confusion reflectors, consisting of thin, narrow metallic strips of various lengths and frequency
responses, which are used to reflect echoes for confusion purposes. (JP 3-85)
combat power
The total means of destructive, constructive, and information capabilities that a military unit or
formation can apply at a given time. (ADP 3-0)
constraint
A restriction placed on the command by a higher command. (FM 6-0)
countermeasures
That form of military science that, by the employment of devices and/or techniques, has as its objective
the impairment of the operational effectiveness of enemy activity. (JP 3-85)
cyberspace
A global domain within the information environment consisting of the interdependent networks of
information technology infrastructures and resident data, including the Internet, telecommunications
networks, computer systems, and embedded processors and controllers. (JP 3-12) |
3-12 | 147 | Glossary
cyberspace attack
Actions taken in cyberspace that create noticeable denial effects (i.e., degradation, disruption, or
destruction) in cyberspace or manipulation that leads to denial that appears in a physical domain, and is
considered a form of fires. (JP 3-12)
cyberspace electromagnetic activities
The process of planning, integrating, and synchronizing cyberspace operations and electromagnetic
warfare operations in support of unified land operations. Also called CEMA. (ADP 3-0)
cyberspace exploitation
Actions taken in cyberspace to gain intelligence, maneuver, collect information, or perform other
enabling actions required to prepare for future military operations. (JP 3-12)
cyberspace defense
Actions taken within protected cyberspace to defeat specific threats that have breached or are
threatening to breach cyberspace security measures and include actions to detect, characterize, counter,
and mitigate threats, including malware or the unauthorized activities of users, and to restore the
system to a secure configuration. (JP 3-12)
cyberspace operations
The employment of cyberspace capabilities where the primary purpose is to achieve objectives in or
through cyberspace. Also see CO. (JP 3-0)
cyberspace security
Actions taken within protected cyberspace to prevent unauthorized access to, exploitation of, or
damage to computers, electronic communications systems, and other information technology,
including platform information technology, as well as the information contained therein, to ensure its
availability, integrity, authentication, confidentiality, and nonrepudiation. (JP 3-12)
defeat
To render a force incapable of achieving its objectives. (ADP 3-0)
defensive cyberspace operations
Missions to preserve the ability to utilize blue cyberspace capabilities and protect data, networks,
cyberspace-enabled devices, and other designated systems by defeating on-going or imminent
malicious cyberspace activity. Also called DCO. (JP 3-12)
defensive cyberspace operations-internal defensive measures
Operations in which authorized defense actions occur within the defended portion of cyberspace. Also
called DCO-IDM. (JP 3-12)
defensive cyberspace operations-response actions
Operations that are part of a defensive cyberspace operations mission that are taken external to the
defended network or portion of cyberspace without permission of the owner of the affected system.
Also called DCO-RA. (JP 3-12)
Department of Defense information network
The set of information capabilities and associated processes for collecting, processing, storing,
disseminating, and managing information on demand to warfighters, policy makers, and support
personnel, whether interconnected or stand-alone. Also called DODIN. (JP 6-0)
Department of Defense information network-Army
An Army-operated enclave of the Department of Defense information network that encompasses all
Army information capabilities that collect, process, store, display, disseminate, and protect information
worldwide. Also called DODIN-A. (ATP 6-02.71)
Department of Defense information network operations
Operations to secure, configure, operate, extend, maintain, and sustain Department of Defense
cyberspace to create and preserve the confidentiality, availability, and integrity of the Department of
Defense information network. Also called DODIN operations. (JP 3-12) |
3-12 | 148 | Glossary
directed energy
An umbrella term covering technologies that relate to the production of a beam of concentrated
electromagnetic energy or atomic or subatomic particles. Also called DE. (JP 3-85)
directed-energy warfare
Military actions involving the use of directed-energy weapons, devices, and countermeasures. Also
called DEW. (JP 3-85)
directed-energy weapon
A weapon or system that uses directed energy to incapacitate, damage, or destroy enemy equipment,
facilities, and/or personnel. (JP 3-85)
direction finding
A procedure for obtaining bearings of radio frequency emitters by using a highly directional antenna
and a display unit on an intercept receiver or ancillary equipment. Also called DF. (JP 3-85)
dynamic targeting
Targeting that prosecutes targets identified too late or not selected for action in time to be included in
deliberate targeting. (JP 3-60)
electromagnetic attack
Division of electromagnetic warfare involving the use of electromagnetic energy, directed energy, or
antiradiation weapons to attack personnel, facilities, or equipment with the intent of degrading,
neutralizing, or destroying enemy combat capability and is considered a form of fires. Also called EA.
(JP 3-85)
electromagnetic compatibility
The ability of systems, equipment, and devices that use the electromagnetic spectrum to operate in
their intended environments without causing or suffering unacceptable or unintentional degradation
because of electromagnetic radiation or response. Also called EMC. (JP 3-85)
electromagnetic hardening
Actions taken to protect personnel, facilities, and/or equipment by blanking, filtering, attenuating,
grounding, bonding, and/or shielding against undesirable effects of electromagnetic energy. (JP 3-85)
electromagnetic masking
The controlled radiation of electromagnetic energy on friendly frequencies in a manner to protect the
emissions of friendly communications and electronic systems against enemy electromagnetic support
measures/signals intelligence without significantly degrading the operation of friendly systems. (JP 3-
85)
electromagnetic intrusion
The intentional insertion of electromagnetic energy into transmission paths in any manner. The
objective of electromagnetic intrusion is to deceive threat operators or cause confusion. (JP 3-85)
electromagnetic jamming
The deliberate radiation, reradiation, or reflection of electromagnetic energy for the purpose of
preventing or reducing an enemy’s effective use of the electromagnetic spectrum, and with the intent
of degrading or neutralizing the enemy’s combat capability. (JP 3-85)
electromagnetic probing
The intentional radiation designed to be introduced into the devices or systems of adversaries to learn
the functions and operational capabilities of the devices or systems. (JP 3-85)
electromagnetic protection
Division of electromagnetic warfare involving actions taken to protect personnel, facilities, and
equipment from any effects of friendly or enemy use of the electromagnetic spectrum that degrade,
neutralize, or destroy friendly combat capability. Also called EP. (JP 3-85) |
3-12 | 149 | Glossary
electromagnetic pulse
A strong burst of electromagnetic radiation caused by a nuclear explosion, energy weapon, or by
natural phenomenon, that may couple with electrical or electronic systems to produce damaging
current and voltage surges. (JP 3-85)
electromagnetic reconnaissance
The detection, location, identification, and evaluation of foreign electromagnetic radiations. (JP 3-85)
electromagnetic security
The protection resulting from all measures designed to deny unauthorized persons information of value
that might be derived from their interception and study of noncommunications electromagnetic
radiations (e.g., radar). (JP 3-85)
electromagnetic spectrum superiority
That degree of control in the electromagnetic spectrum that permits the conduct of operations at a
given time and place without prohibitive interference, while affecting the threat’s ability to do the
same. (JP 3-85)
electromagnetic support
Division of electromagnetic warfare involving actions tasked by, or under the direct control of, an
operational commander to search for, intercept, identify, and locate or localize sources of intentional
and unintentional radiated electromagnetic energy for immediate threat recognition, targeting,
planning, and conduct of future operations. Also called ES. (JP 3-85)
electromagnetic vulnerability
The characteristics of a system that cause it to suffer a definite degradation (incapability to perform the
designated mission) as a result of having been subjected to a certain level of electromagnetic
environmental effects. (JP 3-85)
electromagnetic warfare
Military action involving the use of electromagnetic and directed energy to control the electromagnetic
spectrum or to attack the enemy. Also called EW. (JP 3-85)
electromagnetic warfare reprogramming
The deliberate alteration or modification of electromagnetic warfare or target sensing systems, or the
tactics and procedures that employ them, in response to validated changes in equipment, tactics, or the
electromagnetic environment. (JP 3-85)
enemy
An enemy is a party identified as hostile against which the use of force is authorized. (ADP 3-0)
essential task
A specified or implied task that must be executed to accomplish the mission. (FM 6-0)
execution
The act of putting a plan into action by applying combat power to accomplish the mission and
adjusting operations based on changes in the situation. (ADP 5-0)
hazard
A condition with the potential to cause injury, illness, or death of personnel, damage to or loss of
equipment or property, or mission degradation. (JP 3-33)
high-payoff target
A target whose loss to the enemy will significantly contribute to the success of the friendly course of
action. Also called HPT. (JP 3-60)
high-value target
A target the enemy commander requires for the successful completion of the mission. (JP 3-60) |
3-12 | 150 | Glossary
hybrid threat
A hybrid threat is the diverse and dynamic combination of regular forces, irregular forces, terrorists, or
criminal elements acting in concert to achieve mutually benefitting effects. (ADP 3-0)
implied task
A task that must be performed to accomplish a specified task or mission but is not stated in the higher
headquarters’ order. (FM 6-0)
information collection
An activity that synchronizes and integrates the planning and employment of sensors and assets as well
as the processing, exploitation, and dissemination systems in direct support of current and future
operations. (FM 3-55)
information operations
The integrated employment, during military operations, of information-related capabilities in concert
with other lines of operation to influence, disrupt, corrupt, or usurp the decision-making of adversaries
and potential adversaries while protecting our own. Also called IO. (JP 3-13)
intelligence
1)The product resulting from the collection, processing, integration, evaluation, analysis, and
interpretation of available information concerning foreign nations, hostile or potentially hostile forces
or elements, or areas of actual or potential operations. 2) The activities that result in the product.
3)The organizations engaged in such activities. (JP 2-0)
intelligence operations
The tasks undertaken by military intelligence units through the intelligences disciplines to obtain
information to satisfy validated requirements. (ADP 2-0)
intelligence preparation of the battlefield
The systematic process of analyzing the mission variables of enemy, terrain, weather, and civil
considerations in an area of interest to determine their effect on operations. Also called IPB.
(ATP 2-01.3)
knowledge management
The process of enabling knowledge flow to enhance shared understanding, learning, and decision
making. (ADP 6-0)
named area of interest
The geospatial area or systems node or link against which information that will satisfy a specific
information requirement can be collected. Also called NAI. (JP 2-01.3)
offensive cyberspace operations
Missions intended to project power in and through cyberspace. Also called OCO. (JP 3-12)
operational environment
A composite of the conditions, circumstances, and influences that affect the employment of
capabilities and impact the decisions of the commander assigned responsibility for it. Also called OE.
(JP 3-0)
operational initiative
The setting or tempo and terms of action throughout an operation. (ADP 3-0)
operations process
The major command and control activities performed during operations: planning, preparing,
executing, and continuously assessing the operation. (ADP 5-0)
operations security
A capability that identifies and controls critical information, indicators of friendly force actions
attendant to military operations, and incorporates countermeasures to reduce the risk of an adversary
exploiting vulnerabilities. Also called OPSEC. (JP 3-13.3) |
3-12 | 151 | Glossary
planning
The art and science of understanding a situation, envisioning a desired future, and laying out effective
ways of bringing that future about. (ADP 5-0)
position of relative advantage
A location or the establishment of a favorable condition within the area of operations that provides the
commander with temporary freedom of action to enhance combat power over an enemy or influence
the enemy to accept risk and move to a position of disadvantage. (ADP 3.0)
preparation
Those activities performed by units and Soldiers to improve their ability to execute an operation. (ADP
5.0)
priority of fires
The commander’s guidance to the staff, subordinate commanders, fires planners, and supporting
agencies to employ fires in accordance with the relative importance of a unit’s mission. (FM 3-09)
priority of support
A priority set by the commander to ensure a subordinate unit has support in accordance with its
relative importance to accomplish the mission. (ADP 5-0)
radio frequency countermeasures
Any device or technique employing radio frequency materials or technology that is intended to impair
the effectiveness of enemy activity, particularly with respect to precision-guided and sensor systems.
(JP 3-85)
risk management
The process to identify, assess, and control risks and make decisions that balance risk cost with
mission benefits. (JP 3-0)
scheme of fires
The detailed, logical sequence of targets and fire support events to find and engage targets to support
commander’s objectives. (JP 3-09)
specified task
A task specifically assigned to an organization by its higher headquarters. (FM 6-0)
sustainment warfighting function
The related tasks and systems that provide support and services to ensure freedom of action, extended
operational reach, and prolong endurance. (ADP 3-0)
target
An entity or object that performs a function for the adversary considered for possible engagement or
other actions. See also objective area. (JP 3-60)
target area of interest
The geographical area where high-valued targets can be acquired and engaged by friendly forces. (JP
2-01.3)
targeting
The process of selecting and prioritizing targets and matching the appropriate response to them,
considering operational requirements and capabilities. (JP 3-0)
warfighting function
A group of tasks and systems united by a common purpose that commanders use to accomplish
missions and training objectives. (ADP 3-0) |
3-12 | 152 | Glossary
wartime reserve modes
Characteristics and operating procedures of sensor, communications, navigation aids, threat
recognition, weapons, and countermeasure systems that will contribute to military effectiveness if
unknown to or misunderstood by opposing commanders before they are used, but could be exploited or
neutralized if known in advance. (JP 3-85) |
3-12 | 153 | References
All URLs accessed 24 May 2021.
REQUIRED PUBLICATIONS
These documents must be available to the intended users of this publication.
DOD Dictionary of Military and Associated Terms. January 2021.
FM 1-02.1. Operational Terms. 9 March 2021.
FM 1-02.2. Military Symbols. 10 November 2020.
RELATED PUBLICATIONS
DEPARTMENT OF DEFENSE PUBLICATIONS
Most DOD publications are available at the Executive Services Directorate Website at:
https://www.esd.whs.mil/DD/DoD-Issuances/.
DODI O-3115.07. Signals Intelligence (SIGINT). 15 September 2008 w/Change 2 dated 25 August
2020.
DODM 5240.01. Procedures Governing the Conduct of DOD Intelligence Activities. 8 August 2016.
JOINT PUBLICATIONS
Most Chairman of the Joint Chiefs of Staff Publications are available at:
https://www.jcs.mil/Library/CJCS-Instructions/
Most Joint Publications are available online: https://www.jcs.mil/Doctrine/Joint-Doctine-Pubs/.
CJCSI 3211.01F. Joint Policy for Military Deception. 14 May 2015.
CJCSI 3370.01C. Target Development Standards. 14 August 2018. Limited (.mil/.gov only)
JP 2-0. Joint Intelligence. 22 October 2013.
JP 2-01. Joint and National Intelligence Support to Military Operations. 5 July 2017.
JP 2-01.3. Joint Intelligence Preparation of the Operational Environment. 21 May 2014.
JP 3-0. Joint Operations. 17 January 2017.
JP 3-09. Joint Fire Support. 10 April 2019.
JP 3-12. Cyberspace Operations. 8 June 2018.
JP 3-13. Information Operations. 27 November 2012 w/Change 1 dated 20 November 2014.
JP 3-13.3. Operations Security. 6 January 2016.
JP 3-14. Space Operations. 10 April 2018 w/Change 1 dated 26 October 2020
JP 3-33. Joint Task Force Headquarters. 31 January 2018.
JP 3-60. Joint Targeting. 28 September 2018.
JP 3-85. Joint Electromagnetic Spectrum Operations. 22 May 2020.
JP 5-0. Joint Planning. 1 December 2020.
JP 6-0. Joint Communications System. 10 June 2015 w/Change 1 dated 4 October 2019.
ARMY PUBLICATIONS
Unless otherwise indicated, Army publications are available online: https://armypubs.army.mil. |
3-12 | 154 | References
ADP 1. The Army. 31 July 2019.
ADP 2-0. Intelligence. 31 July 2019.
ADP 3-0. Operations. 31 July 2019.
ADP 3-19. Fires. 31 July 2019.
ADP 3-37. Protection. 31 July 2019.
ADP 3-90. Offense and Defense. 31 July 2019.
ADP 5-0. The Operations Process. 31 July 2019.
ADP 6-0. Mission Command: Command and Control of Army Forces. 31 July 2019.
AR 195-2. Criminal Investigation Activities. 21 July 2020.
AR 380-10. Foreign Disclosure and Contacts with Foreign Representatives. 14 July 2015.
AR 380-5. Army Information Security Program. 22 October 2019.
AR 381-10. U.S. Army Intelligence Activities. 3 May 2007.
AR 381-12. Threat Awareness and Reporting Program. 1 June 2016.
AR 525-21. (U) Army Military Deception (MILDEC) Program (C). 28 October 2013
AR 530-1. Operations Security. 26 September 2014.
ATP 2-01.3. Intelligence Preparation of the Battlefield. 1 March 2019.
ATP 3-09.32. Multi-Service Tactics, Techniques, and Procedures for Joint Application of Firepower
(JFIRE). 18 October 2019.
ATP 3-12.3. Electronic Warfare Techniques. 16 July 2019.
ATP 3-13.3. Operations Security for Division and Below. 16 June 2019.
ATP 3-60. Targeting. 7 May 2015.
ATP 3-60.1/MCRP 3-31.5/NTTP 3-60.1/AFTTP 3-2.3. Multi-Service Tactics, Techniques, and
Procedures for Dynamic Targeting. 10 September 2015.
ATP 3-94.2. Deep Operations. 1 September 2016.
ATP 5-19. Risk Management. 14 April 2014.
ATP 6-01.1. Techniques for Effective Knowledge Management. 6 March 2015.
ATP 6-02.70. Techniques for Spectrum Management Operations. 16 October 2019.
ATP 6-02.71. Techniques for Department of Defense Information Network Operations. 30 April 2019.
FM 2-0. Intelligence. 6 July 2018.
FM 3-0. Operations. 6 October 2017.
FM 3-09. Fire Support and Field Artillery Operations. 30 April 2020
FM 3-13. Information Operations. 6 December 2016.
FM 3-13.4. Army Support to Military Deception. 26 February 2019.
FM 3-14. Army Space Operations. 30 October 2019.
FM 3-55. Information Collection. 3 May 2013.
FM 6-0. Commander and Staff Organization and Operations. 5 May 2014.
FM 6-02. Signal Support to Operations. 13 September 2019.
FM 6-27. MCTP 11-10C. The Commander’s Handbook on the Law of Land Warfare. 7 August 2019.
OTHER PUBLICATIONS
Most Code of Federal Regulations are available at https://www.ecfr.gov/.
Department of Defense Electromagnetic Spectrum Superiority Strategy. October 2020.
https://www.defense.gov/Newsroom/Publications/
European-U.S. Privacy Shield. 12 July 2016. https://www.privacyshield.gov/ |
3-12 | 155 | References
Executive Order 12333. United States Intelligence Activities. 4 December 1981. Amended by
Executive Order 13284 (2003) and 13470 (2008).
http://www.archives.gov/federal-register/codification/executive-order/12333.html
House of Representatives Bill 4081 - Consumer Privacy Protection Act of 2017.
https://www.congress.gov/bill/115th-congress/house-bill/4081
Title 17, Code of Federal Regulations. Commodity and Securities Exchanges.
Title 21, Code of Federal Regulations. Food and Drug.
Title 45, Code of Federal Regulations. Public Welfare.
Title 48, Code of Federal Regulations. Defense Federal Acquisition Regulation.
United States Constitution. https://www.whitehouse.gov/1600/constitution
UNITED STATES LAW
Most acts and public laws are available at https://uscode.house.gov/ .
Title 6, United States Code. Domestic Security.
Title 10, United States Code. Armed Forces.
Title 10, United States Code. Chapter 47, Uniform Code of Military Justice.
Title 15, United States Code. Commerce and Trade.
Title 18, United States Code. Crimes and Criminal Procedure.
Title 28, United States Code. Judiciary and Judicial Procedure.
Title 32, United States Code. National Guard.
Title 40, United States Code. Public Buildings, Property, and Works.
Title 44, United States Code. Public Printing and Documents.
Title 50, United States Code. War and National Defense.
PRESCRIBED FORMS
This section contains no entries.
REFERENCED FORMS
Unless otherwise indicated, DA forms are available on the Army Publishing Directorate website at
https://armypubs.army.mil/. DD forms are available on the Executive Services Directorate
website at https://www.esd.whs.mil/Directives/forms/.
DA Form 2028. Recommended Changes to Publications and Blank Forms.
Department of Defense forms are available on the Washington Headquarters Website:
https://www.esd.whs.mil/Directives/forms/
DD Form 1494. Application for Equipment Frequency Allocation.
DD Form 1972. Joint Tactical Air Strike Request. |
3-12 | 157 | Index
Entries are by paragraph number.
cyberspace electromagnetic electromagnetic compatibility,
1
activities, 3-20 2-42
1st Information Operations
working group, 3-32 electromagnetic hardening,
Command, 3-11
network layers 2-43
A cyber-persona , 1-26 electromagnetic masking, 2-46
logical , 1-25
ARCYBER. See U.S. Army electromagnetic protection
physical , 1-23
Cyber Command deconfliction, 2-40
Army design methodology, A-3 cyberspace operations, 2-3 tasks, 2-38
defensive
Army Information Warfare electromagnetic pulse, 2-29
internal defensive
Operations Center, 3-5 measures, 2-10 electromagnetic security, 2-48
C response actions, 2-12 electromagnetic spectrum, 1-
defensive, 2-12 28
CEMA. See cyberspace
taxonomy, 2-3
electromagnetic activities electromagnetic support
CERF. See cyberspace effects D reconnaissance, 2-55
request format Defense Information Systems electromagnetic support
combatant commands, D-36 Agency, D-10 tasks, 2-53
competition continuum, 1-44 Defense Intelligence Agency, electromagnetic support, 1-62
D-13 electromagnetic support
Congested Environment, 1-31
Department of Defense threat warning, 2-57
contested Environment, 1-32
Information Network electromagnetic support
Core Competencies, 1-6 Operations, 2-5 direction finding, 2-59
cyber combat mission force, DIA. See Defense Intelligence electromagnetic support, 2-60
D-25 Agency
electromagnetic warfare
cyber electromagnetic warfare directed energy, 2-28 airborne, E-27
officer, 3-24 DISA. See Defense Information countermeasures, 2-47
cyber mission force, D-24 Systems Agency attack, 2-22
protection, 2-36
cyber national mission force,
E support, 2-50
D-28, D-31
EARF. See electromagnetic organizations, 3-13
cyber protection brigade, 3-9
attack request format platoon, 3-14
cyber protection force, D-27 reprogramming, F-1
electromagnetic attack
cyber warfare officer, 3-25 countermeasures, 2-30 reprogramming, 2-61
taxonomy, 2-21
cyberspace deception, 2-31
risks, 4-88 meaconing, 2-35 Electromagnetic warfare, 2-21
cyberspace, 1-20 electromagnetic attack electromagnetic warfare NCO,
tasks, 2-26 3-30
cyberspace actions
cyberspace attack, 2-20 electromagnetic attack electromagnetic warfare
cyberspace exploitation, 2- intrusion, 2-32 NCOIC, 3-27—3-29
19 electromagnetic attack electromagnetic warfare
cyberspace security, 2-17 jamming, 2-33 sergeant major, 3-27—3-29
cyberspace actions, 2-16 electromagnetic attack electromagnetic warfare
cyberspace effects request probing, 2-34 technician, 3-26
format, E-16 electromagnetic attack request emission control, 2-44
format, E-30 |
3-12 | 158 | Index
Entries are by paragraph number.
step 1 – receipt of mission,
F P
A-8
fires support element, 3-39 step 2 – mission analysis, planning
fundamental principles, 1-3 A-11 methodologies, A-1
step 3 – course of action operations process, 4-10, 4-12
H development, A-25
hazards, 1-40 step 4 – course of action R
analysis and war-gaming, reconnaissance, 4-48
I A-40
request for effects, E-15
I2CEWS, 3-18 step 5 – course of action
comparison, A-46 request for support
information collection, 4-40
step 6 – course of action Defensive cyberspace, E-8
information operations officer, approval, A-50 offensive cyberspace, E-5
3-37 step 7 – orders production, risk management, 4-85
integration, 4-19 dissemination, and
rules of engagement, B-3
host nation, C-13 transition, A-53
installation, C-14 multi-domain battlefield, 1-46 S
interagency and Service cyberspace
intergovernmental, C-4 N components, D-33
joint, C-1 National Geospatial
signal staff, 3-36
multinational, C-8 Intelligence Agency, D-15
nongovernmental, C-12 signals intelligence, 2-60
National Guard Bureau, D-19
private industry, C-15 signals intelligence, 1-62
National Reconnaissance
intelligence, 4-47 spectrum manager, 3-38
Office, D-17
intelligence preparation of the spectrum manager, 3-31
National Security Agency, D-8
battlefield, 1-58, 4-21
staff judge advocate, 3-40
NETCOM. See U.S. Army
intelligence staff, 3-35
Network Enterprise surveillance, 4-49
Technology Command
information operations, 2-76 T
NGIA. See National Geospatial
intelligence, 2-64 targeting, 4-58
Intelligence Agency
space operations, 2-69 considerations, 4-76
NRO. See National
IPB. See intelligence crosswalk, 4-13
Reconnaissance Office
preparation of the battlefield functions, 4-67
NSA. See National Security
threat, 1-33
J Agency
training, G-1
JCC. See joint cyber center
O combat training centers,
JFHQ-Cyber. See Joint Force G-8
cyberspace operatons
Headquarters Cyberspace home-station, G-4
offensive, 2-14
JFHQ-DODIN. See Joint Force institutional, G-3
operation order
Headquarters DODIN
annex C, A-56—A-57 U
joint cyber center, D-38 appendix 12, A-58
U.S. Army Cyber Command,
Joint Force Headquarters- Operational Environment, 1-1 3-3
DODIN, D-34 trends, 1-29
U.S. Army Network Enterprise
K Operational Environment, 1-1 Technology Command, 3-7
key terrain, 4-53 operations process U.S. Army Reserve, D-21
assessment, 4-17
knowledge management, 4-
execution, 4-12
102 Joint Force Headquarters-
planning, 4-4
Cyberspace, D-34
M operations process, 4-2
U.S. Cyber Command, D-22
MDMP. See military decision- OPORD. See operation order
United States Code, B-8
making process
organizations
military decision-making Department of Defense, D-6
process, A-6 national, D-1 |
3-12 | 159 | Index
Entries are by paragraph number.
USCYBERCOM. See U.S. fires, 1-64 wartime reserve modes, 2-49
Cyber Command intelligence, 1-56
movement and maneuver,
W 1-51
warfighting functions, 1-48 protection, 1-68
command and control, 1-49 sustainment, 1-66 |
3-12 | 161 | FM 3-12
24 August 2021
By Order of the Secretary of the Army:
JAMES C. MCCONVILLE
General, United States Army
Chief of Staff
Official:
MARK F. AVERILL
Acting Administrative Assistant
to the Secretary of the Army
2120804
DISTRIBUTION:
Active Army, Army National Guard, and United States Army Reserve. Distributed in |
1-0 | 1 | FM 1-0
HUMAN RESOURCES
SUPPORT
AUGUST 2021
DISTRIBUTION RESTRICTION:
Approved for public release; distribution is unlimited.
This publication supersedes FM 1-0, dated 1 April 2014. |
1-0 | 2 | This publication is available at the Army Publishing Directorate site
(https://armypubs.army.mil), and the Central Army Registry site |
1-0 | 3 | FM 1-0
Field Manual Headquarters
No. 1-0 Department of the Army
Washington, D.C., 25 August 2021
Human Resources Support
Contents
Page
PREFACE..................................................................................................................... v
INTRODUCTION ........................................................................................................ vii
Chapter 1 HUMAN RESOURCES (HR) SUPPORT .................................................................. 1-1
Section I – Overview of HR Support ...................................................................... 1-1
Principles of HR Support ........................................................................................... 1-2
Focus of HR Support ................................................................................................. 1-4
Core Competencies and Key Functions of HR Support ............................................ 1-4
Core Competencies Overview ................................................................................... 1-5
Section II – Overview of HR Support to Operations ............................................ 1-9
Threats to HR Support ............................................................................................. 1-10
Extended Battlefield Environment ........................................................................... 1-11
Section III – Army Command and Support Relationships ................................. 1-11
HR and the Sustainment Warfighting Function ....................................................... 1-12
HR Roles ................................................................................................................. 1-13
Section IV – Overview of HR Support to Unified Land Operations .................. 1-15
Operational Reach, Freedom of Action, Prolonged Endurance .............................. 1-15
Army Executive Agent Responsibilities ................................................................... 1-17
Section V – Overview of HR Planning and Operations ...................................... 1-17
HR Planning and Operations ................................................................................... 1-17
Running Estimate .................................................................................................... 1-18
HR Planning Using the Military Decision-Making Process ...................................... 1-18
HR Input to Operation Orders.................................................................................. 1-19
Casualty Input to Operation Orders ......................................................................... 1-22
Postal Input to Operation Orders ............................................................................. 1-23
Chapter 2 HUMAN RESOURCES ECHELONS, ORGANIZATIONS, AND STAFF
ELEMENTS ............................................................................................................... 2-1
Section I – Overview of Strategic Level HR Support ........................................... 2-1
The Army G-1 ............................................................................................................ 2-1
Human Resources Command ................................................................................... 2-1
Section II – Overview of Operational and Tactical Level HR Support ................ 2-2
Rules of Allocation for HR Organizations .................................................................. 2-2
United States Army Forces Command G-1/AG......................................................... 2-3
United States Army Training and Doctrine Command G-1/AG ................................. 2-3
Army Futures Command Human Capital .................................................................. 2-3
DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.
This publication supersedes FM 1-0, dated 1 April 2014. |
1-0 | 4 | Contents
United States Army Materiel Command G-1 ............................................................ 2-4
Army Service Component Command G-1/AG .......................................................... 2-4
Field Army G-1/AG .................................................................................................... 2-5
Corps G-1/AG and Division G-1 ................................................................................ 2-5
Human Resources Operations Center ...................................................................... 2-7
Brigade S-1 ............................................................................................................... 2-8
Battalion S-1 .............................................................................................................. 2-9
The Role of the Adjutant ........................................................................................... 2-9
Army Bands ............................................................................................................... 2-9
Theater Personnel Operations Center .................................................................... 2-10
Human Resources Operations Branch ................................................................... 2-11
Theater Gateway Personnel Accountability Team .................................................. 2-12
Military Mail Terminal .............................................................................................. 2-13
Division Sustainment Troops Battalion Support Operations ................................... 2-13
HR Company ........................................................................................................... 2-14
Chapter 3 MAN THE FORCE .................................................................................................... 3-1
Section I – Personnel Readiness Management ................................................... 3-1
Personnel Readiness Management Responsibilities ................................................ 3-2
Personnel Distribution Levels ................................................................................... 3-4
Casualty Estimation and Replacement Requirements ............................................. 3-6
Achieving Realistic Casualty Estimates .................................................................... 3-6
Reconstitution ........................................................................................................... 3-7
Sustainable Readiness Overview ............................................................................. 3-8
Soldier and Unit Readiness ...................................................................................... 3-9
Management of Derivative Unit Identification Codes .............................................. 3-12
Section II – Personnel Accounting and Strength Reporting ............................ 3-13
Key Terminology ..................................................................................................... 3-15
Personnel Accounting and Strength Reporting Responsibilities ............................ 3-16
Battlefield Flow ........................................................................................................ 3-19
Section III – HR Support to Replacement Operations ....................................... 3-19
Overview of HR Support to Replacement Operations ............................................ 3-20
Replacement Flow by Echelon for Non-Unit Related Personnel ............................ 3-21
Section IV – HR Support to Casualty Operations .............................................. 3-24
Organization Responsibilities .................................................................................. 3-25
Battlefield Flow ........................................................................................................ 3-29
Section V – Personnel Information Management .............................................. 3-31
Organization Responsibilities .................................................................................. 3-32
HR Systems Support............................................................................................... 3-33
Chapter 4 PROVIDE HUMAN RESOURCES SERVICES ........................................................ 4-1
Section I – Essential Personnel Services ............................................................. 4-1
HR Customer Service ............................................................................................... 4-3
Awards and Decorations ........................................................................................... 4-3
Evaluation Reports .................................................................................................... 4-4
Promotions and Reductions ...................................................................................... 4-5
Transfer and Discharge Program .............................................................................. 4-6
Leave and Pass Program ......................................................................................... 4-6
Military Pay ................................................................................................................ 4-6
Other HR Support ..................................................................................................... 4-7
HR Division of Labor ............................................................................................... 4-11
Rear Detachment HR Responsibilities .................................................................... 4-11
Section II – Postal Operations ............................................................................. 4-13
Proponency ............................................................................................................. 4-13 |
1-0 | 5 | Contents
Organization Responsibilities .................................................................................. 4-13
Battlefield Flow ........................................................................................................ 4-17
Other Postal Information .......................................................................................... 4-19
Use of Contractors for Postal Support ..................................................................... 4-22
Section III – Army Band Operations .................................................................... 4-23
Section IV – Morale, Welfare, and Recreation Operations ................................ 4-24
Organization Responsibilities .................................................................................. 4-25
American Red Cross ............................................................................................... 4-28
Army and Air Force Exchange Service ................................................................... 4-28
Battlefield Flow ........................................................................................................ 4-29
Chapter 5 COORDINATE PERSONNEL SUPPORT ................................................................ 5-1
Section I – Command Interest Programs .............................................................. 5-1
Section II – Retention Operations .......................................................................... 5-2
Career Counselor’s Role in Preparation for Deployment .......................................... 5-2
Organization Responsibilities .................................................................................... 5-3
Chapter 6 DOD AND DA CIVILIANS AND CONTRACTORS AUTHORIZED TO ACCOMPANY
THE FORCE (CAAF) SUPPORT .............................................................................. 6-1
Overview of DOD and DA Civilians and CAAF Support ............................................ 6-1
Organization Responsibilities .................................................................................... 6-3
Personnel Accounting and Strength Reporting ......................................................... 6-5
HR Support to Casualty Operations .......................................................................... 6-5
Postal Support ........................................................................................................... 6-5
Morale, Welfare, and Recreation Support ................................................................. 6-6
Other HR Support ...................................................................................................... 6-6
Deployment and Redeployment of DOD and DA Civilians and CAAF ...................... 6-6
Contracting HR Support Functions ............................................................................ 6-7
Chapter 7 HR SUPPORT AND HR PLANNING CONSIDERATIONS DURING THE ARMY
STRATEGIC ROLES ................................................................................................ 7-1
Overview of HR Support to Operations to Shape...................................................... 7-1
HR Planning Considerations by Echelon for Operations to Shape ........................... 7-3
HR Training Considerations for Operations to Shape ............................................. 7-10
Overview of HR Support to Operations to Prevent ................................................. 7-13
HR Planning Considerations by Echelon for Operations to Prevent ....................... 7-14
Overview of HR Support to Large-Scale Combat Operations
(Defensive/Offensive) ............................................................................................ 7-22
HR Planning Considerations by Echelon for Large-Scale Combat Operations
(Defensive/Offensive) .............................................................................................. 7-23
Overview of HR Support to Operations to Consolidate Gains ................................ 7-31
Theater Redeployment Considerations During Operations to Consolidate Gains .. 7-33
HR Planning Considerations by Echelon for Operations to Consolidate Gains ...... 7-36
Appendix A HUMAN RESOURCES AUTOMATION SUPPORT ................................................ A-1
SOURCE NOTES ................................................................................ Source Notes-1
GLOSSARY ................................................................................................ Glossary-1
REFERENCES ........................................................................................ References-1
INDEX ................................................................................................................ Index-1
Figures
Figure 1-1. Human resources support ........................................................................................... 1-5 |
1-0 | 6 | Contents
Figure 1-2. Interconnected human resources support functions ................................................... 1-8
Figure 1-3. Notional human resources operational framework .................................................... 1-10
Figure 1-4. Human resources and sustainment structure relationship ........................................ 1-12
Figure 1-5. Distribution management center with a theater personnel operations center .......... 1-14
Figure 2-1. ASCC G-1/AG with a human resources operations center ......................................... 2-5
Figure 2-2. Corps G-1/AG with a human resources operations center ......................................... 2-6
Figure 2-3. Division G-1 with a human resources operations center ............................................ 2-7
Figure 3-1. Personnel distribution levels ........................................................................................ 3-5
Figure 3-2. Personnel accounting and strength reporting flow .................................................... 3-15
Figure 3-3. Notional non-unit related personnel replacement operations framework ................. 3-21
Figure 3-4. Notional non-unit related personnel replacements functions crosswalk ................... 3-22
Figure 3-5. Casualty reporting and tracking flow ......................................................................... 3-30
Figure 4-1. Mail flow ..................................................................................................................... 4-18
Tables
Table 3-1. Casualty function/task responsibilities ........................................................................ 3-25
Table 4-1. Essential personnel services responsibilities ............................................................... 4-1
Table 4-2. Morale, welfare, and recreation support ..................................................................... 4-26 |
1-0 | 7 | Preface
Field Manual (FM) 1-0, Human Resources Support, provides the fundamentals, principles, and concepts of
Army human resources (HR) support doctrine. This publication applies to HR in support of the range of
military operations and is nested with Army Doctrine Publication (ADP) 3-0, Operations, ADP 4-0,
Sustainment, FM 3-0, Operations, and FM 4-0, Sustainment Operations. While FM 1-0 is the Army’s primary
source of doctrine for HR support, this publication along with Army Techniques Publication (ATP) 1-0.1,
G-1/AG and S-1 Operations, and ATP 1-0.2, Theater-Level Human Resources Support, provides a complete
library detailing HR support at all levels of execution.
The principal audience for FM 1-0 is all Army Soldiers and civilians who provide HR support as well as
those members of the Army profession who depend on and receive that support. Commanders and staffs of
Army headquarters (HQ) should also refer to applicable joint or multinational doctrine concerning support
to joint or multinational forces. Trainers and educators throughout the Army will also use this publication.
Commanders, staffs, and subordinates ensure their decisions and actions comply with applicable United
States, international, and, in some cases, host-nation laws and regulations. Commanders at all levels ensure
their Soldiers operate in accordance with the law of war and the rules of engagement. (See FM 6-27/MCTP
11-10C, The Commander’s Handbook on the Law of Land Warfare).
FM 1-0 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both the
glossary and the text. Terms for which FM 1-0 is the proponent publication (the authority) are italicized in
the text and marked with an asterisk (*) in the glossary. Terms and definitions for which FM 1-0 is the
proponent publication are boldfaced in the text. For other definitions shown in the text, the term is italicized
and the number of the proponent publication follows the definition.
FM 1-0 applies to the Active Army, Army National Guard/Army National Guard of the United States, and
the United States Army Reserve unless otherwise stated.
The proponent of FM 1-0 is the United States Army Combined Arms Support Command. The preparing
agency is the G-3/5/7 Doctrine Division, United States Army Combined Arms Support Command. Send
comments and recommendations on a DA Form 2028 (Recommended Changes to Publications and Blank
Forms) to Commander, United States Army Combined Arms Support Command, ATTN: ATCL-TDID (FM
1-0), 2221 Adams Avenue, Building 5020, Fort Lee, VA, 23801-1809; or submit an electronic DA Form
2028 by email to: [email protected]. |
1-0 | 9 | Introduction
While the United States (U.S.) Army must be manned, equipped, and trained to operate across the range of
military operations, large-scale combat operations (LSCO) against a peer threat represent the most significant
readiness requirement (FM 3-0). FM 1-0 provides commanders, staffs, and Soldiers at all echelons, an
understanding of HR support operations at the strategic, operational, and tactical levels of warfare, laying the
foundation for responsive, integrated, synchronized, continuous, timely, and accurate HR support. FM 1-0
further emphasizes how HR professionals, HR organizations, and HR systems work together with the
combatant commander to support readiness, modernization and reform, to compete against peer threats and
prevail in LSCO. Human resources doctrine must be complete enough to guide operators, yet not so
prescriptive that it limits support for commanders and their Soldiers. Much like tactical commanders, HR
professionals must be versatile and able to improvise to ensure continuing support. Dictating a doctrinal
response to outline all possibilities would tie the hands of the supporter. Knowledge of doctrine regulations,
combined with experience, provides a foundation for superior execution.
FM 1-0 makes numerous revisions from the 2014 edition. Significant revisions include implementing
elements of FM 3-0, Operations, and FM 4-0, Sustainment Operations, into FM 1-0 to support LSCO; the
addition of HR support to replacement operations, a new subordinate key function; and realignment of HR
core competencies and subordinate key functions. Army Service component command (ASCC), corps, and
division assistant chief of staff, personnel (G-1)/adjutant general (AG) sections now include the human
resources operations center (HROC) with a description of the organization’s critical functions. This revision
also replaces the human resources sustainment center structure with the theater personnel operations center
(TPOC). The corps G-1/AG and division G-1 and battalion or brigade personnel staff officer (S-1) duties and
responsibilities were removed as they are currently contained in ATP 1-0.1. Other revisions include removal
of redundant verbiage and figures throughout the publication already contained in ATP 1-0.1 and ATP 1-0.2;
updates to applicable figures and tables; addition of vignettes; administrative changes; and revisions to
glossary and reference sections.
FM 1-0 contains seven chapters and one appendix.
Chapter 1 discusses HR support under the sustainment warfighting function in the context of HR objectives,
principles, and focus. This chapter also provides overviews of HR core competencies and their subordinate
key functions, HR support to operations, Army command and support relationships, HR support to unified
land operations, and HR planning and operations.
Chapter 2 provides an overview of HR echelons, organizations, and staff elements, including SRC 12, HR
Organizations and SRC 02, Army Bands. This chapter provides discussion on strategic, operational, and
tactical level HR support and the rules of allocation for HR organizations. This chapter also clearly articulates
the role of the adjutant.
Chapters 3 and 4 describe, in detail, the two HR core competencies of man the force and provide HR
services. These chapters also include the subordinate key functions, which contribute to the success of each
core competency.
Chapter 5 provides an overview of coordinate personnel support, which includes command interest
programs and retention operations. These support functions may fall under the purview of the G-1/AG and
S-1.
Chapter 6 provides an overview of Department of Defense (DOD) and Department of the Army (DA)
Civilians and contractors authorized to accompany the force (CAAF) support in the areas of personnel
accounting and strength reporting (PASR), HR support to casualty operations, postal support, and morale,
welfare, and recreation (MWR) support. This chapter also includes details on civilian and CAAF personnel
deployment and redeployment. |
1-0 | 10 | Introduction
Chapter 7 provides an overview of HR support and planning considerations for each Army strategic role
(shape the operational environment, prevent conflict, prevail in large-scale combat operations
(defensive/offensive), and consolidate gains during LSCO. Each section describes the role, overview, and
HR planning considerations at each echelon for conducting PASR, HR support to replacement and casualty
operations, postal operations, and other HR considerations incorporated during LSCO. Chapter 7 also
provides an overview of HR training considerations for LSCO.
Appendix A discusses various HR databases, systems, and other automation systems and equipment used by
HR professionals in performing HR missions.
FM 1-0 does not introduce, modify, or rescind any Army terms or acronyms. |
1-0 | 11 | Chapter 1
Human Resources (HR) Support
This chapter provides overviews of HR support, HR support to operations, Army
command and support relationships, HR support to unified land operations, and HR
planning and operations. The publication of FM 3-0, Operations, in October 2017
signaled the readiness focus of the United States (U.S.) Army in how it will deter
adversaries and fight against a peer threat today, with today’s forces and today’s
capabilities. Large-scale combat against a peer threat represents the most significant
readiness requirement; being expeditionary ultimately means deploying on short notice
and being able to conduct combat operations immediately. Moving from brigade-
centric operations to fighting corps and divisions as tactical formations in accordance
with (IAW) FM 3-0 fundamentally changes the calculus behind HR support at echelon.
Solutions to mitigate risks across doctrine, organization, training, materiel, leadership
and education, personnel, facilities, and policy areas are being pursued. Implementing
these solutions is essential in the Army’s success in LSCO because HR support directly
impacts readiness and sustainability.
SECTION I – OVERVIEW OF HR SUPPORT
1-1. Human resources support describes those systems that belong to the manning and personnel services
support portion of sustaining Soldiers and their systems. Human resources support is an element of personnel
services aligned under the sustainment warfighting function. The sustainment warfighting function is the
related tasks and systems that provide support and services to ensure freedom of action, extend operational
reach, and prolong endurance (ADP 3-0). Systems consist of personnel, networks, information systems,
processes and procedures, and facilities and equipment enabling commanders to support operations. The
sustainment warfighting function consists of four major elements: logistics, finance and comptroller
operations, personnel services, and health service support, each of which must be synchronized across all
warfighting functions to ensure the appropriate level of support. Each element is guided by a set of specific
principles. Personnel services are sustainment functions that man the force, maintain Soldier and Family
readiness, promote the moral and ethical values of the Nation, and enable the fighting qualities of the Army.
Personnel services support is the management and execution of personnel-related functions including HR,
legal, religious, and Army band support. This manual will discuss only HR and band support.
1-2. Human resources doctrine establishes the foundation for HR support activities of HR organizations
and staffs throughout the Army. Human resources support encompasses two core competencies: man the
force and provide HR services. Embedded in these competencies are nine critical functions, including:
* Personnel readiness management (PRM).
* Personnel accounting and strength reporting (PASR).
* HR support to casualty operations.
* HR support to replacement operations.
* Personnel information management (PIM).
* Essential personnel services (EPS).
* Postal operations.
* Army band operations.
* Morale, welfare, and recreation operations. |
1-0 | 12 | Chapter 1
1-3. Human resources support is a critical part of determining current combat capabilities and projecting
future requirements to sustain or build combat power throughout all phases of LSCO. Success on the
battlefield will depend, in part, on the effective execution of HR competencies. Through the execution of
these competencies, essential personnel information is collected, analyzed, and used by commanders in the
decision-making process to sustain the fight. Regardless of the type of military operation, HR support must
be tailored to satisfy requirements of Army commanders or in concert with a joint or combined force.
1-4. Human resources support is executed at strategic, operational, and tactical levels. At the strategic-level,
HR support encompasses national mobilization and falls within the purview of national political and
military-strategic leadership. Strategic HR support deals with mobilization of the Reserve Component (RC)
and national manpower, acquisition and integration, deployment, and demobilization. It links the nation’s
natural resources (people) to theater military operations. Operational HR support focuses on reception,
allocation, management, and redeployment of units and Soldiers as well as reconstitution operations. Tactical
HR support focuses on the specific functions of manning units and sustaining Soldiers and units.
1-5. Human resources support includes all activities and functions executed within the eight Army
personnel development system life cycle management functions (structure, acquisition, distribution,
development, deployment, compensation, sustainment, and transition). These functions man the force and
provide HR support and services to Soldiers, their families, military retirees, and Department of Defense
(DOD) and Department of the Army (DA) Civilians. Refer to Army Regulation (AR) 600-3, The Army
Personnel Development System, for specific information regarding the Army personnel development system
life cycle management functions.
PRINCIPLES OF HR SUPPORT
1-6. A principle is a comprehensive and fundamental rule or an assumption of central importance that
guides how an organization approaches and thinks about the conduct of operations (ADP 1-01). All
sustainment operations are guided by fundamental principles that apply in LSCO as well as any other
operation along the conflict continuum. The principles of sustainment enable freedom of action, create
strategic and operational reach and provide the joint force with prolonged endurance. The principles of
sustainment are integration, anticipation, responsiveness, simplicity, economy, survivability, continuity, and
improvisation.
1-7. Human resources support uses a competency-based and performance-oriented strategy guided by
enduring principles that assure a higher quality, more diverse and ready Total Army enabled by effective HR
systems and agile policies. Human resources leaders should not only understand the importance of their
efforts and unit mission, but also the missions of their supported and supporting units. To meet the challenges
of current and future operations, HR professionals are guided by the six overarching principles of sustainment
and three additional principles of HR support (synchronization, timeliness, and accuracy). These principles
must be thoughtfully weighed and applied during the planning, execution, and assessment of missions.
INTEGRATION
1-8. One of the primary functions of the sustainment staff is to ensure the integration of sustainment with
operations plans. Integration combines all sustainment elements within operations, assuring unity of
command and effort. It requires deliberate coordination and synchronization of sustainment with operations
across all warfighting functions. Army forces integrate sustainment with unified action partners to maximize
the complementary and reinforcing effects of each Service component’s and other unified action partners’
resources. The success of strategic, operational, and tactical plans depends on the integration of HR concepts
and operations with those plans. The time needed to arrange HR support and to de-conflict problems requires
continuous integration of HR support into the planning process. To enable HR professionals to weigh the
supportability of proposed courses of action, personnel estimates and plans that are grounded in doctrine
must be developed and incorporated into operation plans (OPLANs).
ANTICIPATION
1-9. Anticipation is the ability to forecast operational requirements and initiate necessary actions that most
appropriately satisfy a response, without waiting for operations or fragmentary orders. That ability requires |
1-0 | 13 | Human Resources (HR) Support
professional judgment augmented with experience, training, education, intelligence, and intuition.
Commanders and staffs need to understand and visualize future operations to identify the appropriate required
support; then start the process of acquiring the resources and capabilities to best support the operation.
Anticipation is facilitated by automation systems that help clarify the common operational picture (COP) on
which judgements and decisions are based. Commanders integrate risk management into the operations
process to identify threats, assess those threats, and emplace controls to mitigate the risk of gaps in support.
Human resources professionals must accurately anticipate the impact changing tactical situations will have
on HR systems and processes. They must also clearly understand the commander’s vision and intent to
anticipate the requirements of providing critical and timely HR support. Rather than merely reacting to
support requirements, HR professionals must use sound judgement to forecast HR requirements and initiate
maintenance or accumulation of HR assets necessary to support the operation. This effort requires
maintaining running estimates that support a COP and project HR requirements.
RESPONSIVENESS
1-10. Responsiveness is the ability to react to changing requirements, then responding to meet the needs to
maintain operational reach, freedom of action, and prolonged endurance. Responsiveness provides the right
support to the right place at the right time. Responsiveness involves identifying, accumulating, and
maintaining sufficient resources, capabilities, and information necessary to meet rapidly changing
requirements. Through responsive sustainment, commanders maintain operational focus and pressure, set the
tempo of friendly operations to prevent exhaustion, replace ineffective units, and extend operational reach.
Responsive HR support enables commanders to meet changing requirements on short notice. These quick-
reaction efforts may temporarily disrupt long-range HR support planning, but they are required for
operational success. To provide responsive support, HR professionals must understand the missions of
supported units. An HR COP integrated with the Army Readiness COP and follow-on business intelligence
tools associated with Army enterprise resource planning systems facilitate responsiveness. That COP enables
commanders to see all supported forces, anticipate requirements based on situational understanding, and
provide support when and where needed. Even in the absence of automated reporting, HR professionals must
maintain awareness of the status and capabilities of units to provide timely and effective HR support.
Responsiveness means adjusting HR support to meet commanders’ needs. Responsiveness is the ability to
readily adapt to different or changing HR demands.
SIMPLICITY
1-11. Simplicity relates to processes and procedures designed to minimize the complexity of HR support
operations. Simplicity enables economy of and efficiency in the use of available resources, while ensuring
effective HR support of forces and Soldiers. Unnecessarily complex HR support processes and procedures
can lead to confusion. Human resources professionals must understand and clearly communicate elements
pertaining to HR support (tasks, functions, systems and organizations). Clarity of HR requirements, tasks,
standardized and interoperable procedures and clearly defined command relationships contribute to
simplicity.
ECONOMY
1-12. Economy is providing HR support in an efficient manner that enables the commander to employ all
assets to the greatest effect possible. Human resources professionals achieve economy through the efficient
management, prioritization, and allocation of personnel replacements and HR assets. Economy is further
achieved by eliminating redundancies (unnecessary HR processes and procedures) and capitalizing on
collaboration with other staff sections for efficiency and effectiveness of HR support. Disciplined HR support
by HR leaders assures the greatest possible reliability of HR processes and procedures to commanders.
SURVIVABILITY
1-13. Survivability is based on being able to protect HR support functions from destruction or degradation.
Human resources professionals contribute to ensuring HR support (tasks, functions, systems and
organizations) are adaptable and can endure in any type of operational environment. |
1-0 | 14 | Chapter 1
SYNCHRONIZATION
1-14. Synchronization is ensuring HR support operations effectively align with military actions in time,
space, and purpose. Synchronization requires planning and promotes unity of effort. It includes ensuring HR
operations are planned, executed, and assessed. Human resources professionals must understand the
commander’s vision of the end state and how to sequence activities to achieve them. When resources are not
forward-deployed, early entry, build-up, and sustainment are highly complex. Joint and combined operations
also demand careful synchronization of HR support to ensure effective interoperability and efficient use of
all available resources. The result of synchronization is the maximum use of every resource when and where
it will contribute most to success.
TIMELINESS
1-15. Timeliness ensures decision makers have access to relevant HR information and analysis that support
current and future operations to make effective decisions. It also supports a near real time COP across all
echelons of HR support. Maintaining a near real-time COP will be a challenge in LSCO against a near-peer;
therefore, HR professionals must plan for ways to improve the timeliness of the HR COP in both connected
and disconnected environments.
ACCURACY
1-16. Accuracy of information not only influences the decisions made by commanders, but also impacts
Soldiers and their families. For Soldiers, accurate information affects their careers (for example, retention,
compensation, and promotion) while supporting the general well-being of their family members. Accuracy
of information is critical to ensure the integrity of HR processes. Human resources professionals must
understand the dynamic nature of HR systems architecture and that data input at the lowest level has a direct
impact on decisions made at the highest level. It is critical for HR professionals to ensure the accuracy of the
information they provide to support commander’s decision making.
FOCUS OF HR SUPPORT
1-17. Efficient and effective HR support relies on multi-functional HR leaders who focus their knowledge
and skills to support the Army’s most important asset–its people. In all areas, HR professionals should focus
on the following:
* Agile and clear HR policies. Human resources policies must be clear, encompassing, and flexible
enough to apply to the greatest number of personnel and address the widest range of
circumstances. They must be adaptable enough to guide and inform personnel in complex and
changing circumstances (both in a connected and disconnected environment).
* Effective HR practices. Human resources practices emanating from the policy-level should be
streamlined, intuitive, and foster stable and predictable process results.
* Competency-based skills. Human resources professionals must be competent and able to
accomplish HR core competencies and subordinate key functions. Core competencies align the
responsibilities, knowledge, skills, and behaviors needed to fulfill mission requirements.
* Outcome-oriented actions. In an environment that measures HR performance, the emphasis is on
successful outcomes in fulfillment of mission priorities. While it is important to have effective HR
processes and practices in place, it is critical that the ends drive the means.
* Self-development. One of the three domains of leader development, it requires leaders to display
discipline and a desire for excellence in lifelong learning. Using assessments, HR leaders must
invest the time to become competent and confident across all facets of HR operations and support.
CORE COMPETENCIES AND KEY FUNCTIONS OF HR SUPPORT
1-18. Human resources professionals must execute two fundamental core competencies in providing HR
support. As depicted in figure 1-1, each of the two core competencies includes subordinate key functions,
which contribute to the success of the core competency. Figure 1-1 emphasizes the critical role of personnel
information management as the connective force supporting the execution of all HR core competencies and |
1-0 | 15 | Human Resources (HR) Support
subordinate key functions. Although coordinate personnel support is no longer a core competency, command
interest programs and retention operations are support functions that may fall under the purview of the
G-1/AG and battalion or brigade personnel staff officer (S-1). These support functions are command driven
and often shared staff functions with execution responsibility dependent on the echelon and commander’s
intent.
Figure 1-1. Human resources support
CORE COMPETENCIES OVERVIEW
1-19. Success on the battlefield depends, in part, on the effective management of HR support. Human
resources operations enhance combat power by providing information and support to both commanders and
Soldiers. Human resources support concepts serve two major areas of concentration: support for commanders
and units (manning) and support to Soldiers (sustaining Soldiers). Each subordinate key function can be
described in terms of command support and Soldier support activities. For example, PRM supports Soldiers
by ensuring they are prepared to deploy, and their personal documents, such as DD Form 93 (Record of
Emergency Data), Servicemembers’ Group Life Insurance (SGLV) Form 8286 (Servicemembers’ Group Life
Insurance Election and Certificate), and SGLV Form 8286A (Family Coverage Election and Certificate),
are current. This subordinate key function also manages unit readiness, ensuring the unit is manned with
deployable Soldiers. It further supports commanders by providing them with real-time information about the
combat-ready strength of their units.
1-20. Human resources professionals, units, and staffs perform the core competencies and subordinate key
functions at all levels. For example, commanders at company-level are responsible to account for Soldiers
and DOD and DA Civilians and accurately report their duty status daily to the S-1, who in turn conducts
PASR for the battalion which is monitored at higher echelons. Commanders and HR leaders should use
ADRP 1-03, The Army Universal Task List, and the Central Army Registry website as a reference tool for
developing general mission essential task lists; core capabilities mission essential tasks; operational orders;
and standard operating procedure (SOP). |
1-0 | 16 | Chapter 1
PERSONNEL INFORMATION MANAGEMENT
1-21. Personnel information management is the foundation of successful man the force operations, and is the
connective force that supports the execution of all HR core competencies and subordinate key functions. It
encompasses the collecting, processing, storing, displaying, reconciling, and disseminating of relevant HR
information about units and personnel. Personnel information management provides essential personnel
information to commanders, Soldiers, and families. It integrates and distributes the information products
necessary to man and sustain Soldiers and their systems on the battlefield. Commanders, HR professionals,
and planners rely on personnel information management systems when performing their mission.
1-22. Human resources systems are essential in accomplishing Army-wide PIM execution and COP
integration. It is critical for HR professionals to be competent with HR systems and databases and understand
how HR functions and tasks are processed and conducted. Commanders should ensure HR professionals are
cross-trained across all HR systems. Despite the expectation for units to operate in disconnected, degraded
or disrupted communications environments during LSCO against near peer competitors, HR professionals
should prioritize the maintenance of Non-classified Internet Protocol Router Network (NIPRNET) and
SECRET Internet Protocol Router Network (SIPRNET) connectivity when arriving in theater to conduct
required HR functions and tasks. For specific information regarding HR databases, systems, and other
automation systems and equipment needed to perform HR missions, refer to appendix A of this publication.
1-23. As the enemy’s ability to disrupt communications and command and control elements increases, HR
support and services becomes more challenging. This is especially true when the enemy targets mission
command nodes and critical infrastructure. Enabling HR mission command nodes by establishing, operating,
and maintaining connectivity to HR data and voice communications is essential for effective HR operations.
Human resources mission command nodes enable HR professionals’ access to HR systems and must provide
access across all commands and echelons. Refer to ATP 6-0.5, Command Post Organization and Operations,
for additional information on mission command nodes.
MAN THE FORCE
1-24. Man the force consists of subordinate key functions affecting the personnel aspects of building and
maintaining the combat power of an organization. Man the force encompasses PIM, PASR, HR support to
replacement operations, HR support to casualty operations, and PRM. Successful execution of these
subordinate key functions assures the uninterrupted flow of Soldiers to the battlefield and accurate
accountability and reliable data for all Soldiers, DOD and DA Civilians, and contractors authorized to
accompany the force (CAAF). The following paragraphs provide a brief description of each subordinate key
function of man the force. Refer to chapter 3 for detailed information regarding each function.
Personnel Accounting and Strength Reporting
1-25. The objective of PASR is to account for Soldiers, report strength-related information, and update
command databases at all levels. Personnel accounting 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 and depart from a unit, to include maintaining visibility of individuals as they enter, transit, and depart
the theater. Battalion and brigade S-1s manage HR systems supporting theater and Army-wide personnel
accountability. Strength reporting is the numerical end product of by-name data and conducted at all levels
of command. The process starts with by-name personnel accounting data submitted at battalion or separate
unit-level and ends with personnel systems updates. Strength reports reflect the combat power of a unit and
inform PRM actions such as prioritizing replacements, monitoring deployable and non-deployable personnel,
executing personnel distribution, and making decisions.
HR Support to Replacement Operations
1-26. Human resources support to replacement operations is an ongoing and enduring effort beginning in the
planning phase and continuing through redeployment. Human resources support to replacement operations
includes communicating the priority of manning in coordination with the Headquarters, Department of the
Army (HQDA), deputy chief of staff (DCS), Operations/Readiness/Exercises (G-3/5/7) and the HQDA, DCS,
Logistics (G-4); maintaining personnel accountability; executing orders processing; and conducting |
1-0 | 17 | Human Resources (HR) Support
coordination with the appropriate sustainment support units and agencies. Replacement operations is a
complex function dependent on extensive coordination at all echelons and extensive support from
sustainment formations. Replacement operations facilitate the movement of units and individual personnel
from point to point to regenerate or maintain combat power and readiness. At the macro-level, these include
housing, feeding, transportation, training, equipment, and medical support during transit and until delivery
to the gaining unit.
HR Support to Casualty Operations
1-27. The objective of HR support to casualty operations is the collecting, recording, reporting, verifying
and processing of casualty information from unit-level to HQDA. The recorded information facilitates
casualty tracking, status updates, next of kin (NOK) notification, and casualty assistance, and provides the
basis for historical and statistical reports. This information is also shared with other DOD and Army agencies.
Accuracy of data and timeliness of reporting are critical components of HR support to casualty operations
and depend on access to correct personnel information and communications.
Personnel Readiness Management
1-28. The objective of PRM is to maximize wartime preparedness by distributing Soldiers to subordinate
commands based on the commander’s intent and documented manpower requirements and authorizations.
Personnel readiness management supports a state of mission preparedness and is a process for achieving and
maintaining that state. The process involves analyzing personnel strength and readiness data to determine
current combat capabilities, project future requirements, and assess individual and unit readiness. It starts
with the comparison of an organization’s personnel strength against its requirements or authorizations, and
it ends with a personnel readiness assessment and allocation decision. Personnel readiness management is
directly interrelated and interdependent with the functions of PASR, HR support to replacement and casualty
operations, and PIM.
PROVIDE HR SERVICES
1-29. Provide HR services are those functions conducted by HR professionals that specifically affect Soldiers
and their family members, DOD and DA Civilians, and organizations. These services include EPS, postal
operations, Army band operations, and MWR operations. The following paragraphs describe each
subordinate key function of provide HR services. Refer to chapter 4 for detailed information regarding each
function.
Essential Personnel Services
1-30. Essential personnel services include HR actions affecting Soldier status, readiness, and quality of life
and allow Army leadership to manage the force. Essential personnel services include: awards and
decorations, evaluation reports, promotions and reductions, transfers and discharges, identification (ID)
documents, leaves and passes, line of duty investigations, Soldier applications, and processing of military
pay and entitlements.
Postal Operations
1-31. Postal operations provide mail and postal finance services during normal and contingency operations.
Processing mail involves receiving, separating, sorting, dispatching, coordinating for transportation, and
redirecting ordinary, official, insured, certified, return receipt, and registered mail. Postal operations also
include conducting multinational and international mail exchange and handling official, casualty,
contaminated/suspicious, and enemy prisoner of war (EPW) mail. Postal finance services include selling
postage stamps, cashing and selling money orders, mailing packages, providing insured and certified mail
services and registered and special services (including classified up to secret level), and processing postal
claims and inquiries. |
1-0 | 18 | Chapter 1
Army Band Operations
1-32. Army band operations provide support to the deployed force by tailoring music support throughout
military operations. Army bands promote the Army and our national interests, enable commanders to shape
the environment to accomplish their mission, and set the conditions that lead to trust and confidence in
America’s Army and its readiness to conduct operations in peacetime, conflict, and war. Army bands
contribute to unit readiness by building morale and cohesion, enhancing quality of life for Soldiers, DOD
and DA Civilians, and other personnel who deploy with the force. See ATP 1-19, Army Music, for detailed
information on Army band operations.
Morale, Welfare, and Recreation Operations
1-33. Morale, welfare, and recreation programs support readiness by assisting personnel with maintaining
physical fitness and alleviating combat stress. The G-1/AG and S-1 coordinate for MWR support with Army
and Air Force Exchange Service (AAFES) and American Red Cross (ARC) agencies. See AR 215-1, Military
Morale, Welfare, and Recreation Programs and Nonappropriated Fund Instrumentalities, for detailed
information regarding MWR programs.
INTERCONNECTED HR SUPPORT FUNCTIONS
1-34. Human resources support functions provide an interconnected system that sustains the fighting force
and contributes to both national will and the will of the Soldier to fight. Through the execution of HR core
competencies and their subordinate key functions, essential personnel information is managed, analyzed, and
used by commanders in the decision-making process. Figure 1-2 depicts interconnected HR support
functions.
Figure 1-2. Interconnected human resources support functions |
1-0 | 19 | Human Resources (HR) Support
COORDINATE PERSONNEL SUPPORT
1-35. Coordinate personnel support functions may fall under the purview of the G-1/AG and S-1; however,
different staff officers or unit commanders at different echelons may perform them. These functions include
command interest programs and retention operations. The following paragraphs provide a brief description
of each subordinate key function of coordinate personnel support. Refer to chapter 5 for detailed information
regarding each function.
Command Interest Programs
1-36. Commanders at all levels are responsible for the establishment and execution of their command interest
programs. Human resources professionals can serve as a staff principal to the commander to facilitate the
successful accomplishment of some command interest programs based on command or echelon (for example,
Voting Assistance).
Retention Operations
1-37. The objective of retention operations is to improve readiness, force alignment, and maintain Army
end-strength through the development and retention of Soldiers. While unit commanders and leaders are
ultimately responsible for retaining Soldiers, HR professionals are charged with coordinating with career
counselors (located at battalion and above organizations) who are technical experts in advising commanders
on all aspects of the Army Retention Program. Human resources professionals assist career counselors in
determining retention eligibility and options, and they assist with eligibility for special commissioning
programs consistent with published regulations and DA directives. See AR 601-280, Army Retention
Program, for detailed information regarding retention operations.
SECTION II – OVERVIEW OF HR SUPPORT TO OPERATIONS
1-38. Today’s operational environment presents more complex challenges to the Army and joint force than
any experienced in Iraq and Afghanistan. The Army learned invaluable and enduring lessons during these
conflicts that have culturally imprinted a generation of Army leaders and the institution for counterinsurgency
and other stability operations. The Army and joint force are in a new era where the threat of large-scale
combat is more likely than at any point since the end of the Cold War. To meet the challenges of this
environment, the Army must prepare for the most lethal and challenging threat to our nation: the increasing
likelihood of a highly contested great power conflict. This requires changes in how the Army mans, equips,
trains, and employs the force, especially those forces at echelons above brigade.
1-39. Large-scale combat operations occur within a complex operational environment. An operational
environment is a composite of the conditions, circumstances, and influences that affect the employment of
capabilities and bear on the decisions of the commander (JP 3-0). The operational environment shapes Army
operations. The operational framework is a cognitive tool used to assist commanders and staffs in clearly
visualizing and describing the application of combat power in time, space, purpose, and resources in the
concept of operations (ADP 1-01).
1-40. Human resources leaders and professionals must analyze the operational environment using a
framework of eight interrelated operational variables: political, military, economic, social, information,
infrastructure, physical environment, and time. Every unit and Soldier on the battlefield requires HR support.
All HR core competencies and subordinate key functions must be able to take place during each of the Army
strategic roles (operations to shape the operational environment, prevent conflict, prevail in large-scale
combat, and consolidate gains). Our most critical wartime functions include––
* Personnel accounting and strength reporting.
* HR support to replacement operations.
* HR support to casualty operations (reporting and tracking).
* Postal operations.
1-41. HR support to operations occurs in a non-stable environment beginning in the strategic support area
and moves into the joint security area. Next, HR support to operations moves into the consolidation area |
1-0 | 20 | Chapter 1
(corps and division support areas) where HR professionals establish operations and provide HR support to
units executing missions in the close and deep areas (battalions and brigades) of the theater of operations.
Figure 1-3 displays a notional operational framework of Army HR organizations and entities providing HR
support to operations.
Figure 1-3. Notional human resources operational framework
THREATS TO HR SUPPORT
1-42. During LSCO, all friendly forces, including those providing HR support, should assume constant
intrusion and observation efforts from the enemy in the cyberspace domain and information environment.
Emerging threat weapons technologies place mission command systems at direct risk of disruption.
Advanced informatics, data mining, and artificial intelligence enable threats to attack U. S. and coalition
systems across domains. The enemy denies, degrades, and disrupts friendly communications networks as a
central part of their operational concept. Human resources professionals should anticipate increased demand
for readily available, dependable, accurate, and legitimate information to support sustainment operations.
Enterprise resource planning systems such as current HR systems and the Integrated Personnel and Pay
System-Army (IPPS-A), necessitate a stable, reliable communications and digital information infrastructure
that may not be present in LSCO. Training and routine practice on analog and manual systems and processes
in a disconnected environment is essential to mitigate this risk. Human resources professionals should
routinely incorporate purposeful training events to practice these techniques and develop others to ensure
that, in the absence or degradation of HR systems and other technology, they can remain combat effective to
accomplish assigned missions.
1-43. Human resources systems are essential in accomplishing Army-wide PIM execution during LSCO.
Human resources professionals rely heavily on HR systems to provide commanders accurate reports and
information for mission accomplishment. The inability to collect, process, and disseminate relevant HR
information about units and personnel in a timely manner can seriously impede operations (or the
commander’s mission). Human resources operations must be prepared to sustain the ability to support forces
in degraded operations. Human resources leaders and planners should plan and train for the impacts of
physical attacks, cyber-attacks, degradation, denial of service and displacement operations on their ability to |
1-0 | 21 | Human Resources (HR) Support
access HR systems to provide commanders with accurate and timely PASR (for example, planning for
corrupted personnel status [PERSTAT] reports) and casualty reporting.
1-44. Considering potential adversary capabilities, HR leaders and planners at all echelons must maintain
manual reporting formats and be prepared to operate in denied, degraded, and disrupted communication
environments. In the event access to HR systems is denied, degraded, or disrupted, HR professionals must
use alternative methods (for example, FM radio, telephone, messenger/courier) to manually manage PASR,
replacement management, casualty reporting, and postal operations.
EXTENDED BATTLEFIELD ENVIRONMENT
1-45. The interrelationship of air, land, maritime, space, and cyberspace domains require a cross-domain
understanding of the operational environment. Human resources leaders and planners must understand
friendly and enemy capabilities that reside in each domain, with emphasis on the cyberspace domain, and
must assess potential impacts to HR support and system availability. Essential to HR operations, cyberspace
is a global domain within the information environment consisting of interdependent networks of information
technology infrastructures and resident data, including the Internet, telecommunications networks, computer
systems, and embedded processors and controllers. Cyberspace includes friendly, enemy, adversary, and
host-nation networks, communications systems, computers, cellular phone systems, social media, Internet,
and technical infrastructures. As a contested domain, cyberspace is highly vulnerable for several reasons,
including ease of access, network and software complexity, lack of security considerations in network design
and software development, and inappropriate user activity.
1-46. Efficient and effective HR support increasingly depends upon the Department of Defense Information
Network-Army to fulfill its role. Threats to the network include state and non-state actors, criminals, insider
threats, and the unwitting individuals who intend no malice. A single vulnerability within this network can
place units and operations at risk, potentially resulting in mission failure. Every individual is responsible for
compliance with the proper practices and procedures for safeguarding information and information
technology. See FM 3-12, Cyberspace and Electronic Warfare Operations, for more information on
cyberspace operations, and AR 25-2, Army Cybersecurity, for additional information on Army cybersecurity.
SECTION III – ARMY COMMAND AND SUPPORT RELATIONSHIPS
1-47. Army command relationships define superior and subordinate relationships between unit commanders.
The five Army command relationships are organic, assigned, attached, operational control, and tactical
control. By specifying a chain of command, command relationships join efforts and empower commanders
to use subordinate units and forces with maximum flexibility—for example, a division sustainment brigade
(DSB) is assigned to the division. It is extremely critical to have HR support capabilities flexible enough to
enable commanders in making important decisions and assessing risks.
1-48. When commanders establish command relationships, they determine if the command relationship
includes administrative control (ADCON) when choosing which command relationship to establish.
Administrative control is direction or exercise of authority over subordinate or other organizations in respect
to administration and support (JP 1). Administrative control is not a command or support relationship; it is a
Service authority. It is exercised under the authority of and is delegated by the Secretary of the Army.
Typically, attachment orders state whether the parent unit retains ADCON of the unit. If not, the orders state
ADCON belongs to the gaining unit. For operational control and tactical control relationships, parent units
retain ADCON. See FM 3-0 for further information on administrative control.
1-49. Army support relationships are direct support, general support, reinforcing, and general support
reinforcing. Army support relationships are not command authority and are more specific than joint support
relationships (FM 3-0). Commanders establish support relationships when subordination of one unit to
another is inappropriate. Commanders assign a support relationship for several reasons including when—
* The support is more effective if a commander with the requisite technical and tactical expertise
controls the supporting unit rather than the supported commander.
* The echelon of the supporting unit is the same as or higher than that of the supported unit. For
example, the supporting unit may be a brigade, and the supported unit may be a battalion. It would |
1-0 | 22 | Chapter 1
be inappropriate for the brigade to be subordinate to the battalion; hence, the echelon uses an Army
support relationship.
* The supporting unit supports several units simultaneously. The requirement to set support
priorities to allocate resources to supported units exists. Assigning support relationships is one
aspect of command and control.
1-50. Army support relationships permit supporting commanders the ability to employ their units’
capabilities to attain necessary results by supported commanders. It is extremely critical to have HR support
capabilities flexible enough to be closer to enable commanders in making important decisions and assessing
risks about HR support or manpower. Support relationships do not alter ADCON. Commanders specify
change support relationships through task organization. See FM 3-0 and FM 4-0 for further information on
Army command and support relationships.
HR AND THE SUSTAINMENT WARFIGHTING FUNCTION
1-51. For HR support, all HR functions and tasks integrate under the sustainment warfighting function. It is
important for sustainment leaders and staffs to understand the HR and sustainment relationship as it relates
to supporting and supported roles and responsibilities. Supported organizations include corps G-1/AGs,
division G-1s, and brigade and battalion S-1s. Supporting organizations include the human resources
operations center (HROC), theater personnel operations center (TPOC), expeditionary sustainment command
(ESC) distribution management center (DMC) human resources operations branch (HROB), DSB and
sustainment brigade support operations (SPO) HROBs, division sustainment troops battalion (DSTB) SPO,
theater gateway personnel accountability team (TG PAT), military mail terminal (MMT), and HR companies.
Figure 1-4 provides an overview of HR organizations and their relationship with sustainment units and
supported units within a theater of operations.
Figure 1-4. Human resources and sustainment structure relationship |
1-0 | 23 | Human Resources (HR) Support
1-52. Command and control is the exercise of authority and direction by a properly designated commander
over assigned and attached forces in the accomplishment of the mission (JP 1). Command and control of all
HR organizations is driven by mission variables. At higher levels, HR organizations are assigned or attached
to sustainment units within the sustainment structure or operational units. For example, the TPOC is assigned
to a theater sustainment command (TSC), and the TG PAT and MMT teams are attached to an HR company
within the special troop’s battalion (STB) of a sustainment brigade. This command relationship further
enhances the ability of the HR unit to accomplish its mission set, as the sustainment commander has the
sustainment assets and resources needed for non-HR related support. Within the sustainment brigade, it is
the commander’s decision to which subordinate unit the HR organization is assigned or attached.
Commanders make task organization decisions based on the mission requirements.
1-53. Echelons above corps, such as the Army Service component command (ASCC) G-1/AG, focus on
external and internal HR support, while subordinate echelon G-1/AGs and S-1s focus on internal support.
The HROBs focus on external HR support within the ESC/DSB area of operations (AO). Human resources
units’ standard requirements code (SRC) 12 are responsible for executing those external requirements (for
example, postal missions and providing HR support to casualty operations and personnel accountability
missions) that provides either direct or general support to the G-1/AG and S-1 at all echelons. Commanders
are responsible for the training readiness authority and mission execution of assigned or attached HR
organizations. Refer to Department of the Army Pamphlet (DA PAM) 71-32, Force Development and
Documentation Consolidated Procedures, for information on SRC codes. Refer to ADP 6-0, Mission
Command: Command and Control of Army Forces, for information on the fundamentals of mission
command, command and control, and the command and control warfighting function.
HR ROLES
1-54. The TSC is the senior sustainment organization for an area of responsibility (AOR). The TPOC is the
key linkage between the Army Service component command (ASCC) G-1/AG and the TSC. The TSC
provides centralized sustainment command and control of most deployed sustainment organizations and is
responsible for planning, controlling, and synchronizing all operational-level sustainment operations for the
ASCC or joint task force (JTF) during deployment, employment, sustainment, and redeployment. Within the
TSC, the DMC is the center of gravity to sustain distribution within the theater.
1-55. The DMC in coordination with each commodity branch (to include the TPOC), develops the theater
distribution plan for mail and examines current sustainment operations to ensure logistics and personnel
services contribute to the desired effects of the supported commander. It also monitors and facilitates unit
deployment/redeployment and reception, staging, onward movement, and integration (RSOI) activities. The
DMC synchronizes supported commander requirements with distribution capabilities and tracks commodities
to their destination. Figure 1-5 on page 1-14 depicts a DMC with an assigned TPOC. For specific information
on the mission and organization of the TSC, DMC, and duties and responsibilities of the TSC/ESC G-1/AG,
see ATP 4-94, Theater Sustainment Command. |
1-0 | 24 | Chapter 1
Figure 1-5. Distribution management center with a theater personnel operations center
1-56. The ESC’s role is to execute command and control for task-organized units and to plan and synchronize
current and future sustainment operations to support a corps HQ or an Army force. The ESC HQ is task
organized with sustainment brigades and functional logistics organizations supporting unified land
operations. The ESC G-1/AG’s focus is on ESC specific (internal) HR support, while the HROB’s focus is
the AO in concert with the overall concept of support for sustainment. See ATP 4-94 for more specific
information on the mission and organization of the ESC.
1-57. The sustainment brigade is modular and task organized to support theater opening, theater distribution,
area sustainment, or life support missions. Organic to the sustainment brigade are the brigade HQ and an
STB. All other assets are task organized to the sustainment brigade to enable it to accomplish its sustainment
warfighting roles and mission. Sustainment brigades provide command and control and staff supervision of
life support activities, and distribution management to include movement control as an integral component
of the theater distribution system. For specific information on the mission, organization, and operations of
the sustainment brigade, see ATP 4-93, Sustainment Brigade.
1-58. The DSB is assigned to a division. The DSB is responsible for the integration, synchronization, and
execution of sustainment operations. The DSB, and its subordinate units, provide direct support to all
assigned and attached units in an operational area as directed by the division commander and provides general
support sustainment to non-divisional forces operating in the division AO. A DSB assigned to a division
includes an organic DSTB and an organic division sustainment support battalion to support tactical-level
sustainment operations. The DSB and its subordinate units must be able to move and displace at the pace of
LSCO.
1-59. The HROB is an organic element within each sustainment brigade, DSB SPO section and ESC DMC.
As previously discussed, the HROB has the mission to plan current and future operations, coordinate,
integrate, and assess emplacement and operations of HR elements executing personnel accountability, HR
support to casualty operations, and postal operations. This includes providing technical assistance to
supported G-1/AGs and S-1s in personnel accountability, casualty, and postal missions.
1-60. The establishment of a close relationship between G-1/AGs, S-1s, and the supporting ESC, sustainment
brigade, or DSB HROB is critical for timely support. The G-1/AG or the S-1 of the organization establishes |
1-0 | 25 | Human Resources (HR) Support
HR support requirements for subordinate or supported organizations within the theater and forwards the HR
support requirements to the appropriate HROB. Once requests are received, the HROB evaluates the request
against available resources and DSB unit priorities. If the sustainment brigade can provide the support
requested, then it is coordinated with the HR company. If the request cannot be supported, it is forwarded to
the ESC. The HROB recommends HR priorities of support to the sustainment commander. Human resources
support requirements that cannot be resolved by the sustainment brigade or ESC/TSC are forwarded to the
ASCC G-1/AG for prioritization and reconciliation. The ASCC G-1/AG, in coordination with the TSC (with
the support of the TPOC), reconciles prioritization issues to ensure required HR support structure is available
for the theater, within the ability of the Army to resource.
SECTION IV – OVERVIEW OF HR SUPPORT TO UNIFIED LAND OPERATIONS
1-61. Unified land operations are the simultaneous execution of offense, defense, stability, and defense
support of civil authorities across multiple domains to shape operational environments, prevent conflict,
prevail in large-scale ground combat, and consolidate gains as part of unified action (ADP 3-0). Sustainment
operations enable all phases of joint operations in each of the Army’s four strategic roles: shape the
operational environment, prevent conflict, prevail in large-scale combat, and consolidate gains. This is
skillfully accomplished by integrating and synchronizing resources from strategic through tactical levels.
1-62. Army operations to shape link activities intended to promote regional stability and establish conditions
for a positive conclusion in the event of a military confrontation. The purpose is to set the conditions for
successful execution of strategic plans. Global and theater shaping activities occur continuously. Army
operations to prevent are an extension of operations to shape and include all activities intended to deter an
adversary’s undesired actions, which contradict U.S. interest. Operations to prevent include actions to
safeguard friendly forces and indicate the intent to execute subsequent phases of a planned operation. During
LSCO, Army forces focus specifically is on defeating and destroying enemy ground forces a part of the joint
team. Army operations to consolidate gains primary focus is to establish security in high threat areas and
include activities to make enduring any temporary operational success and to establish conditions for a
sustainable environment to the control of legitimate authorities. See FM 3-0 for more information on the
Army strategic roles.
1-63. Army sustainment provides the support required to keep the Army and its unified action partners
engaged in operations across the operational environment. It is a critically important requirement to ensure
adequate HR support is in place for PASR, HR support to replacement operations, and HR support to casualty
operations to enable the maneuver commander the ability to maintain operational tempo. If tempo is not
maintained, the possibility of the defeat of friendly forces on the ground is increased. It is imperative for HR
professionals to synchronize with operational planners in the planning, preparation, execution, and
assessment of the operation because HR tasks and functions are conducted throughout all phases of joint
operations in each of the Army’s four strategic roles.
Note. Refer to chapter 7 of this publication for a detailed overview of HR support and planning
considerations for each Army strategic role, by echelon, for conducting PASR, HR support to
replacement and casualty operations, postal operations, and other HR considerations incorporated
during LSCO.
OPERATIONAL REACH, FREEDOM OF ACTION, PROLONGED
ENDURANCE
1-64. The sustainment warfighting function is essential for conducting operations and generating combat
power as the Army performs its strategic roles. Human resources support to unified land operations is a
mission essential capability that creates strategic and operational reach, enables freedom of action, and
provides the joint force prolonged endurance necessary to shape the operational environment, prevent
conflict, prevail in large-scale combat, and consolidate gains. |
1-0 | 26 | Chapter 1
OPERATIONAL REACH
1-65. Operational reach is the distance and duration across which a force can successfully employ military
capabilities (JP 3-0). Depth is the extension of operations in time, space, or purpose to achieve definitive
results (ADP 3-0). Depth and simultaneous operations are linked. Human resources organizations and entities
must be able to simultaneously provide support across the breadth of an AO and to conduct support for more
than one type of mission.
1-66. Army forces require significant sustainment to strike enemy forces and disrupt or destroy them
throughout their depth, prevent the effective employment of reserves, and neutralize command and control
nodes, sustainment elements, and other capabilities not in direct contact with friendly forces. Operations in
depth disrupt the enemy’s decision and contribute to protecting the force by destroying enemy capabilities
before the enemy can use them. Commanders balance their forces’ tempo and momentum to produce
simultaneous results throughout their operational areas. To achieve simultaneity, commanders establish a
higher tempo to target enemy capabilities located at the limit of a force’s operational reach. Generally, the
higher the tempo of operations, particularly during LSCO, the greater the demand for sustainment.
1-67. Sustainment operations are critical to enabling operational reach. The Army’s sustainment capability
assists in providing crucial theater and port-opening functions that further enable the strategic and operational
reach of the joint force. Army sustainment capabilities continue to provide the bulk of Army support to other
Services, common-user logistics, and other common sustainment resources to prevent friendly forces from
culminating.
1-68. Facing a peer threat in LSCO requires the use of effective integration of all domains of warfare. To
support maneuver commanders during LSCO, where heavy losses are expected, HR planners and leaders
must properly plan for and allocate a continuous flow of non-unit related personnel (NRP) replacements to
fulfill unit personnel needs. Non-unit related personnel replacements become the primary means of
replacements because units will likely remain deployed for the duration of the conflict. Beyond personnel
replacements, HR support is crucial for estimating casualties and maintaining PASR in all aspects of
multi-domain operations.
FREEDOM OF ACTION
1-69. Freedom of action enables commanders to achieve operational initiative and maintain operational
tempo. Successful sustainment commanders facilitate freedom of action by planning and executing
sustainment activities able to support the greatest possible number of courses of action for the supported
commander in a situation. Effective sustainment execution provides continuous and responsive sustainment
allowing supported commanders to operate freely.
1-70. Effective HR support enables freedom of action, especially with manning requirements. Proper
manning allows maneuver units to support mission requirements and maintain flexibility to support LSCO.
Sustainers enable freedom of action by conducting sustainment preparation of the operational environment,
synchronizing the sustainment plan with the scheme of maneuver, and maintaining flexibility and disciplined
initiative while supporting maneuver commanders. The proper application of the mission command
philosophy to sustainment operations encourages the greatest possible freedom of action for subordinates.
Appropriate sustainment unit command and support relationships equips subordinate commanders with the
authority and flexibility to act boldly and achieve desired support effects in the absence of continuous
direction from higher.
PROLONGED ENDURANCE
1-71. Endurance refers to the ability to employ combat power anywhere for protracted periods. It stems from
the ability to organize, protect, and sustain a force, regardless of the distance from its base and the austerity
of the environment. Endurance involves anticipating requirements and making the most effective, efficient
use of available resources. Endurance gives Army forces their campaign quality. It makes permanent the
transitory effects of other capabilities. Being able to operate independently is extremely important to
maneuver commanders. |
1-0 | 27 | Human Resources (HR) Support
1-72. Sustainment provides the support necessary to ensure operations continue until mission
accomplishment. Sustainment also provides the capabilities necessary for maintaining the health of the force,
as well as the personnel and materiel replacements essential to maintaining combat power. Sustainment
support that enables prolonged endurance requires the synchronization of the elements of sustainment.
ARMY EXECUTIVE AGENT RESPONSIBILITIES
1-73. Executive agent is a term used to indicate a delegation of authority by the Secretary of Defense or
Deputy Secretary of Defense to a subordinate to act on behalf of the Secretary of Defense (JP 1). Executive
agent refers to Secretary of Defense directives and instructions to the head of a DOD component (for example,
the Secretary of the Army is the DOD executive agent for the military postal service [MPS]) to provide
specific categories of support to other agencies or Service component. The Secretary of Defense designates
and funds the Army as the executive agent for numerous DOD common support requirements. These
DOD-level executive agent requirements relate to lead Service responsibilities. Executive agent reduces
redundancy of common support requirements across the DOD. However, in many cases, lead Service
requirements will be closely related to the DOD executive agent requirements. The combatant commander
has the authority to assign the lead Service responsibilities for support that are not executive agent related to
a Service.
1-74. The Secretary of Defense or the Deputy Secretary of Defense may designate an executive agent for
specific responsibilities, functions, and authorities to provide defined levels of support for operational
missions, administrative, or other designated activities involving two or more DOD components. The
designation as an executive agent makes that organization responsible for a joint capability.
SECTION V – OVERVIEW OF HR PLANNING AND OPERATIONS
1-75. Conducting comprehensive and well-coordinated HR planning is how HR leaders articulate HR
operations and requirements to support the operational commander’s mission requirements. The military
decision-making process (MDMP), rapid decision-making and synchronization process, and Army design
methodology are commonly used planning methodologies which provide a framework to understand the
situation and mission, develop a course of action (COA), and produce an OPLAN or operation order
(OPORD) (ADP 5-0). The risk management process aligns with each of these processes to minimize the
hazards/risk level and ensure decisions are made at the proper level of command. The successful planning of
HR support identifies and communicates to subordinate HR professionals and unit leaders, the intent,
expected requirements and achievable outcomes.
HR PLANNING AND OPERATIONS
1-76. Effective HR planning and operations necessitate a comprehensive understanding of Army HR and
sustainment capabilities. This understanding allows HR professionals to better anticipate requirements and
inform commanders. Human resources professionals must recognize how to employ doctrine in any operating
environment and be technically competent in the current HR systems, processes, policies, and procedures
required to support Soldiers and commanders.
1-77. Human resources staff officers at every command level, starting with the battalion S-1, perform HR
planning and operations. They are also conducted by the HROC aligned to the ASCC G-1/AG, corps G-1/AG,
and division G-1 sections; the HROB within the ESC DMC, sustainment brigade/division sustainment
brigade SPO, and DSTB SPO; the HR company; and all divisions within the TPOC. Human resources
planning is a continual process supporting a commander’s ability to exercise command and control. It
requires an understanding of how to deliver HR support in the operational environment and requires
collaboration with other staff elements, HR planners, and HR providers to optimize HR support across
operational lines. Refer to ADP 5-0, The Operations Process, for more information pertaining to the
framework used to synchronize HR planning functions which include––
* Plan – Develop plans that support the operational mission and provide commanders with options
on how best to use HR assets within their organizations. The HR planner focuses on translating
the commander’s visualization into a specific COA. |
1-0 | 28 | Chapter 1
* Prepare – Prepare and set the conditions for success requires an understanding of the operating
environment. Human resources professionals anticipate requirements and set into motion activities
allowing the force to transition to execution.
* Execute – Make execution and adjustment decisions to exploit opportunities or unforecasted
requirements providing commanders with the flexibility required to be proactive.
* Assess – Continual assessment allows HR professionals to learn and adapt as new information
becomes available and provides a clearer picture of the operational environment.
RUNNING ESTIMATE
1-78. To be effective in the planning process, the HR planner provides the HR running estimate. A running
estimate is the continuous assessment of the current situation used to determine if the current operation is
proceeding according to the commander’s intent and if planned future operations are supportable (ADP 5-0).
Building and maintaining running estimates is a primary task of each staff section. The running estimate
helps the staff provide recommendations to commanders on the best COA to accomplish their mission.
Running estimates represent the analysis and expert opinion of each staff section by functional area.
Throughout the operations process, maintain running estimates to assist commanders and the staff in the
exercise of command and control. FM 6-0, Commander and Staff Organization and Operations, provides
detailed information on the use of the running estimate in the planning process.
Note: A forthcoming FM 5-0 (Planning and Orders Production) manual will become the Army’s
reference for planning, which includes running estimates. This reference manual is programmed
for an expected publication date of September/October 2021.
1-79. Human resources information is contained in the sustainment estimate and HR planning
considerations. Estimates may be needed at any time; therefore, running estimates must be continuously
developed, updated, and maintained. An HR staff running estimate should include the following:
* Facts relating to PASR, HR support to replacement operations, HR support to casualty operations,
personnel readiness management, postal operations, and essential personnel services.
* Assumptions relating to forecasts on readiness, replacements, casualties, postal, and personnel
services.
* Friendly force status (higher, lower, and adjacent units).
* Conclusions and recommendations for future HR operations and COAs for command and staff
awareness.
HR PLANNING USING THE MILITARY DECISION-MAKING
PROCESS
1-80. The military decision-making process is an iterative planning methodology to understand the situation
and mission, develop a course of action, and produce an operation plan or order (ADP 5-0). It is an orderly,
analytical process integrating the activities of the commander, staff, and subordinate HQ in the development
of a plan or order. The MDMP helps leaders apply thoroughness, clarity, sound judgement, logic, and
professional knowledge to develop situational understanding and produce a plan or order that best
accomplishes the mission. Each staff officer responsible for HR planning has an obligation to be thoroughly
familiar with the MDMP.
1-81. The MDMP consists of seven steps. Each step of the MDMP has inputs, a series of sub-steps, and
outputs. The outputs lead to an increased understanding of the situation facilitating the next step of the
MDMP. Commanders and staffs generally perform these steps sequentially; however, before producing the
plan or order, they may revisit several steps in an iterative fashion, as they learn more about the situation.
The detail of each step is dependent on time, resources, experience, and the situation. Refer to FM 6-0 for
additional information regarding the MDMP. |
1-0 | 29 | Human Resources (HR) Support
Note: A forthcoming FM 5-0 (Planning and Orders Production) manual will become the Army’s
reference for planning, which includes the MDMP. This reference manual is programmed for an
expected publication date of September/October 2021.
1-82. The MDMP is a primary tool for commanders to solve problems, make decisions, and develop plans
and orders. Human resources planners may adapt information collected and processed during the MDMP for
their own organization’s purpose. Human resources planning is a continuous process in evaluating current
and future operations from the functional perspective of the HR professional. Throughout the MDMP, the
G-1/AG, S-1, and HR staff planner considers how the information impacts HR support to each phase of a
military operation. When conducting HR support across the range of military operations, HR planners must
consider the frequency of occurrence for HR tasks in each strategic role during LSCO (for example, shape
the operational environment, prevent conflict, prevail in LSCO (defensive/offensive), and consolidate gains).
During LSCO (defensive/offensive), units focus heavily on PASR and casualty reporting, while other tasks
are accomplished as the situation permits.
1-83. To be effective in the planning process, it is important to position HR planners where they can not only
track the current operation, but also influence the operation with additional HR support. Generally, at division
and higher levels of command, elements of the G-1/AG section are in the sustainment cell of the main
command post. Requirements stemming from operational situations for the G-1/AG section are determined
by closely tracking the COP. For example, casualties monitored on the command voice or data network
should prompt the G-1/AG and S-1 of the requirement to generate casualty reports, possible EPS actions (for
example, awards and letters of condolence), and HR support to replacement operations necessary to replace
casualty losses. By remaining engaged with the operation and maintaining situational understanding,
G-1/AGs and S-1s can better support subordinate and/or supported units (HR and non-HR) in the execution
of their HR mission. Similarly, HROBs must remain engaged and integrated with the ESC/sustainment
brigade/division sustainment brigade/division sustainment brigade STB staff to influence HR support to
supported organizations (G-1/AGs and S-1s) and to provide direction and guidance to the HR assets in their
organization.
HR INPUT TO OPERATION ORDERS
1-84. Human resources staff officers are responsible for providing input to the base plan/order, input to annex
A, Task Organization, and writing portions of annex F, Sustainment, specifically appendix 2, Personnel
Services Support. FM 6-0 provides the format and instructions for preparing an OPLAN and OPORD and
integrates the sustainment warfighting functions.
Note: A forthcoming FM 5-0 (Planning and Orders Production) manual will become the Army’s
reference for planning, which includes plans and orders formats. This reference manual is
programmed for an expected publication date of September/October 2021.
1-85. Human resources planners, when developing their portion of the OPLAN and OPORD, ensure the
following capabilities, units, and functions are addressed in the plan or order. Human resources planners
recommend appropriate command relationships and support relationships for the HR specific units
supporting the command and subordinates. Units, locations, and functional area support provided by a
supporting unit should be addressed by HR support to annex A, Task Organization. This includes, but is not
limited to––
* Army Service component command G-1/AG.
* Field army G-1/AG.
* Corps G-1/AG.
* Division G-1.
* HROC.
* Brigade S-1.
* Battalion S-1. |
1-0 | 30 | Chapter 1
* Theater sustainment command—TPOC.
* Human resources operations branch (expeditionary sustainment command DMC, sustainment
brigade/division sustainment brigade SPO, division sustainment brigade STB SPO).
* Division sustainment troops battalion.
* Military mail terminal.
* HR company HQ.
* HR platoon (HR squads–personnel accountability and casualty liaison).
* Postal platoon.
1-86. Man the force input to plans and orders considerations:
* Personnel readiness management considerations:
Personnel augmentation and manning requirements.
Stop-move.
Priority of fill.
Individual Soldier readiness.
HR support to replacement operations.
Cross-leveling guidance.
Key leader and crew replacements.
* Personnel accounting and strength reporting considerations:
HR system of record.
Initial manifesting and processing.
Support provided by an HR squad with a personnel accountability mission.
Guidelines for reporting; accountability of DOD and DA Civilians and CAAF (including
other designated contractor personnel).
Location of HR squad personnel accountability processing sites.
Processing tasks and roles.
Data integration.
Reporting format and timelines; PERSTAT or joint PERSTAT instructions.
Plan for disconnected operations.
* Human resources support to replacement operations considerations:
Casualty estimates.
Operational strength and forces required.
Critical military occupational specialty (MOS) and key leader shortages.
Reporting capabilities.
* Human resources support to casualty operations considerations:
Casualty reporting.
HR squad performing casualty liaison missions.
Location of casualty liaisons.
Reporting system and format; reporting timelines.
Release authority for reports.
* Personnel information management considerations:
Limited connectivity.
Data integration.
Database hierarchy.
Software requirements.
* Human resources automation support considerations:
Communications access. |
1-0 | 31 | Human Resources (HR) Support
Equipment.
NIPRNET and SIPRNET access.
Reporting formats to be used for degraded operations.
1-87. Provide HR services input to plans and orders considerations:
* Essential personnel services considerations:
Issuance of common access card (CAC) and ID tags.
Awards authority and processing.
Promotion processing.
Military pay and entitlements.
Personnel action requests.
Leaves and passes.
Rest and recuperation (R&R) guidance and allocation by subordinate unit.
Close-out evaluation reports.
Line of duty (LOD) investigations.
Other EPS functions as necessary.
* Postal operations considerations:
Initial mail restrictions.
Addresses.
Supporting postal organizations.
Scheduled delivery/retrograde.
Army post office (APO) locations and supporting units.
Retrograde mail.
Redirect mail.
Casualty mail.
Ground and air logistical movement.
Operational contract support (OCS).
* Morale, welfare, and recreation support considerations:
Initial deployment instructions.
ARC support/procedures and processing.
In-country MWR support.
AAFES support.
1-88. Coordinating instructions may include the following:
* Commander’s critical information requirements include, but are not limited to—
Loss of battalion or higher commander, command sergeant major, or primary staff.
Casualty rates greater than 15 percent of any battalion’s available strength.
Capture of friendly personnel.
Unauthorized release of casualty information.
Loss of any mail flight or convoy.
Delay of mail flow of 24 hours or more.
Loss of a replacement flight or convoy.
Delay in replacement flow of more than 24 hours.
* Rear detachment operations (for example, records custodian, support to stay-behind Soldiers and
units, and installation management command [IMCOM]/military personnel division CAC
coordination).
* Personnel policies and procedures (for example, Red Cross messages and rotation policy).
* Enemy prisoners of war, civilian internees, and other detained personnel. |
1-0 | 32 | Chapter 1
* Formerly captured, missing, or detained U.S. personnel.
* Travel procedures.
* Medical return-to-duty (RTD) Soldiers.
* Unit commanders identify deployable and non-deployable Soldiers (based on the Army
Mobilization and Deployment Reference).
* Non-standard reporting requirements.
* Congressional inquiries.
* Civilian personnel.
* Religious support.
* Legal.
CASUALTY INPUT TO OPERATION ORDERS
1-89. Human resources support to casualty operations is a critical process in the operational environment.
Human resources elements initiate the process through accurate casualty reporting. Units and HR
organizations facilitate casualty reporting at all echelons. It must be included in all planning and OPORDs.
The OPORD should contain all information needed to support efficient and timely casualty operations.
Organizations should anticipate lethal effects during LSCO. As such, considerations regarding mass
casualties must be included in OPLANs and OPORDs, as well as processing large-scale replacements. Units,
locations, and functional area support provided by a supporting unit should be addressed by HR support to
annex A, Task Organization. This includes, but is not limited to—
* ASCC G-1/AG.
* Field army G-1/AG.
* Corps G-1/AG.
* Division G-1.
* HROC.
* Brigade S-1.
* Battalion S-1.
* Theater casualty information center (CIC)–ASCC HROC.
* HROB (ESC DMC and sustainment brigade SPO).
* HR company HQ.
* HR platoon (HR squads).
* Mortuary affairs company.
* Hospital center.
1-90. Assumptions include the following:
* Degraded connectivity will drastically reduce casualty reporting capabilities in automated systems
such as Defense Casualty Information Processing System (DCIPS).
* Personnel asset visibility will be complex in the LSCO environment. The primary focus should be
applying information from casualty reporting and operations to PASR and HR support to
replacement operations.
1-91. Coordinating instructions include the following:
* Identify casualty reporting and notification requirements and timelines.
* Coordinate adequate connectivity for communications between HR squads, HROBs, the supported
unit, and DCIPS.
* Identify responsibilities and conditions for summary court martial officers and LOD
investigations.
* Determine HR squads’ locations.
* Coordinate DCIPS training.
* Identify posthumous awards, promotions, and ceremony procedures.
* Identify rear detachment and family readiness group responsibilities. |
1-0 | 33 | Human Resources (HR) Support
* Determine procedures for returning casualty mail to the servicing postal organization (see chapter
4 for casualty mail procedures).
* Determine casualty-reporting procedures for mass casualties during LSCO.
POSTAL INPUT TO OPERATION ORDERS
1-92. Postal operations rely on a well-coordinated network to process mail and provide postal services within
a theater of operations. It is an important combat multiplier and an essential consideration for military
operations. It must be included in all planning and OPORDs. The OPORD should describe all information to
support efficient postal operations including the significant logistics challenges of limited air and ground
transportation available during LSCO. Postal units must have assured real-time communications by voice
and data as well as securable transportation. It is the theater commander’s responsibility to determine at which
point, in the Army’s role for LSCO, postal operations should begin. Additionally, planners should anticipate
and prepare for the lethal effects of LSCO battlefields and adverse weather conditions affecting postal
operations (for example, delayed transportation, increased mail backlog, and possible battle and weather
damage). Units, locations, and functional area support provided by a supporting unit should be addressed by
HR support to annex A, Task Organization. This includes, but is not limited to—
* ASCC G-1/AG.
* Field army G-1/AG.
* Corps G-1/AG.
* Division G-1.
* HROC.
* Brigade S-1.
* Battalion S-1.
* Theater personnel operations center (TPOC) postal operations division (POD).
* Human resources operations branch (ESC DMC and sustainment brigade SPO).
* Military mail terminal.
* Human resources company HQ.
* Postal platoon.
1-93. Assumptions include the following:
* The Status of Forces Agreement, Memorandum of Agreement, United States Postal Service
(USPS) International Mail Manual, DOD 4525.6-M, Department of Defense Postal Manual, and
agreement between the combatant command and host-nation guide restrictions on inbound mail.
* Special services will be restricted IAW DOD 4525.6-M, USPS International Mail Manual, Status
of Forces Agreement, and other regulatory guidance agreed upon by the host-nation and combatant
command.
* During early entry operations, there is no military airlift to support intra-theater mail transport
requirements.
* Postal personnel operating the aerial mail terminals, mail control activities, fleet mail centers,
MMTs, and military post office (MPO) will arrive in theater before supported forces to prevent
mail restrictions.
1-94. Planning Factor: Use the planning factor of 1.75 pounds per Service member per day to determine mail
volume. One 20-foot container equals 8,000 pounds and one 40-foot container equals 16,000 pounds.
1-95. Coordinating instructions include the following:
* Consolidate official and personal mail processing and distribution operations.
* Consolidate official mail centers to one per geographic location.
* Mail addressed to “Any service member” is not authorized.
* All MMTs and MPOs will scan accountable bar-coded mail including customs tags.
* Report mail transit times weekly to the military postal service agency (MPSA). |
1-0 | 34 | Chapter 1
* Service component commands designate a minimum of one postal finance officer per theater.
Personal mail policies are IAW DODI 4525.09, Military Postal Service (MPS).
* Personal mail procedures are executed IAW DOD 4525.6-M.
* Official mail policies are IAW DODI 4525.09.
* Official mail procedures are executed IAW DOD 4525.8-M, DOD Official Mail Manual.
* Identify administration and logistics requirements to support postal operations.
* Determine if mail operations can be coordinated and/or integrated into logistics operations.
* Identify space criteria required for military postal facility to support population served.
* Establish and maintain postal operations to the extent required.
* Process mail originating in or destined for overseas theaters.
* Implement instructions for international agreements affecting postal operations.
* Identify restrictions for retrograde mail.
* Identify unit-sorting requirements (if applicable).
* Identify expected source of transportation for secure mail movement.
* Outline procedures for obtaining postal unique supplies and equipment. |
1-0 | 35 | Chapter 2
Human Resources Echelons, Organizations, and Staff
Elements
Chapter 2 provides an overview and discussion on the mission and employment of HR
organizations at echelon and staff elements from strategic to tactical levels. Human
resources organizations and staff elements are designed to be flexible and capable of
providing and sustaining HR support across the range of military operations.
SECTION I – OVERVIEW OF STRATEGIC LEVEL HR SUPPORT
2-1. Strategic-level HR support centers on the shaping and implementation of effective military and civilian
manpower policy, and HR policies and programs that build sustained personnel readiness across the Army.
Such policies and programs enable department-level HR agencies and organizations to lead, direct, and
manage Army HR activities, while working in collaboration with our partners within the human capital
enterprise. Additionally, strategic HR support maintains oversight and direction for the Army's total force
management, manpower and workforce management programs extending across the Army (for example,
Active, National Guard, Reserve [military], civilian, and CAAF). Army HR management oversight and
direction also extends to training, readiness and mobilization policies, plans and programs affecting the Army
(Active and RC) with a strong emphasis on all policies and programs pertaining to mobilization,
demobilization, and accessibility of the RC.
2-2. At the strategic-level, the Army G-1; Director, Army National Guard (ARNG); and Chief, United
States Army Reserve (USAR) manage HR support for their respective component. The Assistant Secretary
of the Army (Manpower and Reserve Affairs) is responsible for the supervision of the manpower, personnel,
and RC affairs for the Department of the Army. The Civilian Human Resources Agency, a field-operating
agency of the Army G-1, is responsible for civilian personnel operations. The Army G-1 develops Army
policy for all HR systems and functions, while the human resources command (HRC) applies and implements
these policies for military personnel. The IMCOM and the MPSA provide strategic support to the force for
MWR services and postal operations respectively.
THE ARMY G-1
2-3. The Army G-1 is responsible for development, management, and implementation of all manpower and
personnel plans, programs, and policies throughout the Army. The primary objective of the Army G-1 is to
ensure readiness of its personnel to serve the needs of the Army across the range of military operations. As
the principal for human relations of the U.S. Army, the Army G-1 is dedicated to supporting Soldiers,
civilians, and families and leads programs that build sustained personnel readiness to support the Secretary
of the Army and the Chief of Staff of the Army.
HUMAN RESOURCES COMMAND
2-4. The HRC is the U.S. Army’s manning enterprise that sets conditions for the Army by distributing
personnel IAW Army priorities and readiness objectives to build and preserve the highest levels of unit and
Service-level readiness. This direct reporting unit is the functional proponent of the Army G-1 for military
personnel management (except for the judge advocate general and the chaplain branches) and HR systems.
The HRC also supports the Director, ARNG and the Chief, USAR, in their management of the Selected
Reserve. The HRC’s responsibility is to execute career management, sustainment, distribution, and transition
of personnel to optimize Army personnel readiness, enable leader development, and strengthen an agile and |
1-0 | 36 | Chapter 2
versatile Army. The HRC builds personnel requisitions based on strength, inventory, and Army manning
guidance and fills positions as they are codified in official authorization documents. The HRC coordinates
personnel replacements with the theater manpower and personnel directorate of a joint staff (J-1) and
G-1/AG.
2-5. The Adjutant General Directorate is an organization within the HRC. The directorate leads, develops,
and executes HR policies, programs, services, and systems to advance Army readiness and provides seamless
support to the Total Army Family. For more information on the Adjutant General Directorate, visit the
Adjutant General Directorate website.
SECTION II – OVERVIEW OF OPERATIONAL AND TACTICAL LEVEL HR
SUPPORT
2-6. Human resources policies and procedures developed at the national-level drives HR support at the
operational and tactical levels. Human resources support considers the missions of supported and supporting
units and operates under a variety of command relationships, varying by echelon. Human resources
organizations perform activities and tasks to sustain HR functions to maximize operational effectiveness and
facilitates support to Soldiers, their families, DOD and DA Civilians, and CAAF. ADRP 1-03, The Army
Universal Task List, is a comprehensive, but not all-inclusive, listing of Army tasks, missions, and operations.
Joint tasks are contained in the Universal Joint Task List. The Universal Joint Task List is a comprehensive
collection of tasks in a language common to all Services and serves as the foundation for capabilities-based
planning across the range of military operations.
RULES OF ALLOCATION FOR HR ORGANIZATIONS
2-7. Human resources organization rules of allocation allow HR planners to determine the number of HR
units required to provide intended support. These rules of allocation are also used in the Total Army Analysis
System to model operational requirements of units and may change based on several factors (for example,
geography). The following are the current rules of allocation for HR organizations:
* ASCC HROC – One per ASCC (United States Army Europe, United States Army Central
Command, United States Army Pacific Command, United States Army Northern Command (RC),
and United States Army Southern Command (RC) (Existence Based).
* Corps HROC – One per corps headquarters (Existence Based).
* Division HROC – One per division headquarters (Existence Based).
* TPOC – One per TSC – (Existence Based).
* TG PAT – One per inter-theater aerial port of debarkation (APOD) – (Existence Based).
* MMT – One per inter-theater APOD that receives bulk mail – (Existence Based).
* HR company –
One per a DSB and one per sustainment brigade – (Existence Based).
One per TG PAT – (Existence Based).
One per MMT – (Existence Based).
One per three to seven platoons (HR, postal, or any combination) – (Workload Based).
* HR platoon –
Two per TG PAT (first 3,600 daily personnel flow) – (Existence Based).
One per TG PAT (each additional 1,800 daily personnel flow) – (Workload Based).
Casualty – .333 per Role 3 medical treatment facility (MTF); .333 per mortuary affairs
company; .333 per ASCC HROC; and .333 per General Officer-level command, except
ASCC – (Existence Based); .333 per brigade combat team/functional support brigade or
multi-functional support brigade in the division AO (Existence Based but allocated to the
DSB HR company to leverage in the HR concept of support for casualty or personnel
accountability demands).
Personnel Accounting – .333 per 600 personnel transiting through an intra-theater APOD –
(Workload Based). |
1-0 | 37 | Human Resources Echelons, Organizations, and Staff Elements
* Postal platoon –
Four per MMT – (Existence Based).
One per 6,000 supported – (Workload Based).
UNITED STATES ARMY FORCES COMMAND G-1/AG
2-8. The U.S. Army Forces Command (FORSCOM) mission is to train and prepare a combat ready,
globally responsive total force to build and sustain readiness to meet combat command requirements. Forces
command is the largest force provider for the U.S. Army. The FORSCOM DCS, G-1/AG is the principal
staff officer for all matters concerning HR support (military and civilian). The FORSCOM DCS, G-1/AG’s
primary function is to plan and prioritize HR support to maximize the readiness and operational capabilities
of forces to enable commanders to accomplish their mission while preserving the all-volunteer force, in
defense of the Nation at home and abroad. Specific responsibilities of the FORSCOM DCS, G-1/AG center
around the HR core competencies of manning the force to build and sustain combat power, and providing
HR services focused on EPS, Soldier and Family programs, and Army band support. The FORSCOM DCS,
G-1/AG plans and coordinates all other personnel support.
2-9. The FORSCOM DCS, G-1/AG is responsible for managing the personnel readiness of the command.
As a member of the staff, the FORSCOM DCS, G-1/AG participates on all FORSCOM G-3 force
management related actions, Readiness Reviews and Joint Forces Readiness Reviews to validate personnel
readiness of units sourced to meet combatant commanders’ force requirements operational plans, and
develops the personnel support portion of annex F, Sustainment, to the OPLAN and OPORD.
UNITED STATES ARMY TRAINING AND DOCTRINE COMMAND
G-1/AG
2-10. The U.S. Army Training and Doctrine Command (TRADOC) G-1/AG interfaces with Army staff and
commands on base services support and policy issues to support mission priorities and Army force
management initiatives. It also advocates TRADOC’s mission in enterprise forums and synchronize the
Ready and Resilient Campaign and its associated lines of effort as a comprehensive and integrated process
to achieve the desired campaign end state across TRADOC. In collaboration with each Army professional,
the TRADOC G-1/AG identifies employment, education, and training opportunities that extend their talents,
close talent gaps, and maximize Army professionals’ contributions to the Total Army. The Army must ensure
it continually develops its Soldiers and civilians, not only to place them in positions of greater responsibility
but also to ensure their fluency with emerging technology. Furthermore, the Army must ensure it has systems
in place to understand and appreciate the talents of Soldiers and civilians. This enables the Army to not only
maximize an individual’s talents, but also to target his or her development as needed.
2-11. The TRADOC G-1/AG provides strategic plans and initiatives that increase readiness and efficacy of
TRADOC’s military and civilian workforces, supports HQ TRADOC centers of excellences and schools, and
facilitates transformational change. The TRADOC G-1/AG provides strategic vision and synchronizes the
development and implementation of a comprehensive human capital strategic plan through ongoing and new
initiatives IAW TRADOC priorities.
ARMY FUTURES COMMAND HUMAN CAPITAL
2-12. The Army futures command human capital is responsible for synchronizing, developing, and
overseeing all aspects of military and civilian personnel plans, policies, and programs affecting Army futures
command employees worldwide. The portfolio spans the full spectrum of the human capital lifecycle, to
include performance management, succession planning, leader development, talent acquisition, senior
executive management, military programs, HR policy, and development and sustainment of a trained and
ready workforce. The Army futures command is the catalyst to modernize not just equipment and capabilities,
but develop the next generation of leaders to manage the future fights. The Army futures command human
capital applies innovative ways to acquire, develop, employ, and retain Army Soldiers and Civilians critical
to closing technology and institutional gaps essential to successful modernization. Also, through initiatives |
1-0 | 38 | Chapter 2
such as the Project Convergence, Artificial Intelligence Scholars and Technicians, and Army Software
Factory Programs, it is building the workforce of the future required to win in multi-domain operations.
UNITED STATES ARMY MATERIEL COMMAND G-1
2-13. The United States Army materiel command G-1 collaborates with Army and Defense Department
partners to develop an innovative and responsive human capital framework by providing expert HR
consultation, leadership and guidance. The DCS for Personnel develops, implements, and administers
policies and procedures to maximize workforce capability.
ARMY SERVICE COMPONENT COMMAND G-1/AG
2-14. The ASCC G-1/AG is the principal staff officer for all matters concerning HR support (military and
civilian). The ASCC G-1/AG's primary function is to plan and prioritize HR support to maximize the
readiness and operational capabilities of forces within the theater. Specific responsibilities of the ASCC
G-1/AG center around the HR core competencies of manning the force to build and sustain combat power,
and providing HR services focused on EPS, postal and MWR operations, and Army band support. The ASCC
G-1/AG also coordinates personnel support.
2-15. The ASCC G-1/AG is responsible for managing the personnel readiness of the command. As a member
of the staff, the ASCC G-1/AG participates in the theater Army commander's operations process and develops
the personnel support portion of annex F, Sustainment, to the OPLAN and OPORD. Listed below are the
ASCC G-1/AG responsibilities for personnel plans and operations. These are not in priority order and are not
all inclusive:
* Analyze personnel strength data to determine current combat capabilities, project future
requirements, assess conditions of individual readiness, and develop replacement estimates.
* Maintain by-name personnel accountability of the location and duty status of every person
assigned or attached to the command. It includes tracking the movement of personnel as they
arrive to, and depart from, a unit, and maintaining visibility of individuals as they enter, transit,
and depart theater.
* Monitor personnel strength, prioritize replacements, monitor deployable and non-deployable
personnel, allocate personnel, and make tactical and HR support recommendations.
* Collect, process, store, display, reconcile, and disseminate relevant HR information about units
and personnel.
* Plan postal operations and postal finance policies within the deployed AO.
* Manage HR support to casualty operations, to include collecting, recording, reporting, verifying,
and processing of casualty information from unit-level to the casualty and mortuary affairs
operations division (CMAOD).
* Assume the role of the theater CIC (ASCC HROC only).
* Enable HR mission command nodes by establishing, operating, and maintaining connectivity to
HR data and voice communications nodes required for HR operations.
* Plan MWR operations to include unit recreation, sports programs, and R&R areas for military and
deployed DOD and DA Civilian personnel.
* Coordinate Army band support to deployed forces throughout military operations.
2-16. As depicted in figure 2-1, the ASCC G-1/AG is comprised of a G-1/AG HQ section, an HR manpower
HQ section, an HR plans and operations, programs, and policy HQ section, and an HROC with a theater CIC.
The ASCC G-1/AG relies on secure, continuous, survivable communications, and digital information
systems. |
1-0 | 39 | Human Resources Echelons, Organizations, and Staff Elements
Figure 2-1. ASCC G-1/AG with a human resources operations center
FIELD ARMY G-1/AG
2-17. In theaters in which a peer threat exists, a field army is utilized to relieve the operational burden on the
theater Army and facilitate focused opposition toward a specific threat within a distinct AO. Similar to the
theater Army’s campaign across the AOR, the field army conducts an aggressive campaign of competition
to counter and contain the peer threat as an integral part of the theater campaign. This unencumbers the
theater Army and enables the integrated theater plan. While the theater Army continues to shape the entire
theater and address aggression outside the field army’s AO, the field army maintains the necessary formations
and other capabilities to provide credible deterrence and ensure the ability to quickly respond to escalation
within the AO.
2-18. Field army G-1/AGs execute IAW ASCC policies and procedures in their respective AOR. They
review and refine HR plans and manage PASR, HR support to casualty operations (reporting and tracking),
and PRM as necessary to ensure they report timely and essential information to inform replacement priorities
set by the ASCC.
CORPS G-1/AG AND DIVISION G-1
2-19. Corps and divisions are the formations central to conducting LSCO. Corps G-1/AGs and division
G-1s enhance the readiness and operational capabilities of their respective forces and ensure properly
planned, prioritized, and managed HR support including talent management. The corps G-1/AG and division
G-1 serves as the assistant chief of staff for personnel and principal HR advisor. Corps G-1/AGs and division
G-1s are elements of the sustainment warfighting cell, which consists of the G-1/AG; G-4; assistant chief of
staff, finance and comptroller; surgeon; and engineer. The corps G-1/AG and division G-1 is comprised of a
HQ section, six internal sections, and is augmented with an HROC. Figure 2-2, on page 2-6, depicts the
organization of the corps G-1/AG and figure 2-3 on page 2-7 depicts the organization of the division G-1.
Refer to ATP 1-0.1 for specific duties and responsibilities of the corps G-1/AG and division G-1. |
1-0 | 40 | Chapter 2
Note: Fighting corps and divisions as formations in LSCO increases the scope and scale of HR
responsibilities of those staffs. Years of headquarters staff reductions have created capacity
shortfalls for G-1/AGs in PASR, HR support to casualty operations, and HR support to
replacement operations requiring mitigation to ensure success of the force.
Figure 2-2. Corps G-1/AG with a human resources operations center |
1-0 | 41 | Human Resources Echelons, Organizations, and Staff Elements
Figure 2-3. Division G-1 with a human resources operations center
HUMAN RESOURCES OPERATIONS CENTER
2-20. The HROC is an SRC 12 HR organization assigned to ASCC, corps, and division HQ. It provides
critical strength management capacity, technical expertise, analysis, assessment, training and assistance, as
well as casualty, replacement, and postal planning capabilities to support the execution and management of
operational and tactical HR support for organizations assigned or attached within the corps and division AO.
2-21. The HROC uses HR planning considerations to develop performance indicators to measure the
accomplishment of HR support. The HROC assesses and analyzes HR systems, processes and procedures,
and can execute HR training to support organizations assigned or attached within the corps and division AO.
The HROC provides the G-1/AG and supported units, visibility of the employment and integration of Army
HR information and systems.
ASCC HROC
2-22. The ASCC HROC receives technical and operational guidance from the ASCC G-1/AG. The ASCC
HROC augments the G-1/AG and is responsible for planning, coordinating, and synchronizing theater HR
operations. However, if the mission dictates, it can be attached to the field army G-1/AG to support mission
execution. The ASCC HROC plans, coordinates, integrates, and synchronizes theater-level casualty
reporting, manages the hierarchy of the deployed database, assists with replacement planning and
prioritization and strength management, and provides additional planning capacity and oversight. It
establishes the theater CIC and oversees casualty reporting and policies developed by the ASCC G-1/AG.
The ASCC HROC provides additional personnel asset visibility and coordinates with the TPOC personnel
accountability and systems division regarding deployed database hierarchy management to the ASCC
G-1/AG. It supports the ASCC G-1/AG in accomplishing PRM, PIM, and PASR for the theater. It
synchronizes, integrates, and coordinates with the TSC’s TPOC (formerly human resources sustainment
center) for concept of operation execution. During OPLAN development, the ASCC HROC validates
casualty estimates (to include subordinate corps and division estimates) in coordination with the surgeon for |
1-0 | 42 | Chapter 2
ASCC approval. The ASCC HROC conducts replacement planning and prioritization coordination for
replacements throughout the AOR and coordination with lower echelon units IAW ASCC priorities to meet
the commanders’ intent. It assists the theater ASCC G-1/AG and HRC in the development of replacement
plans as required and IAW Army manning guidance (part of the deliberate planning process).
2-23. The ASCC HROC is assigned to the ASCC’s headquarters and headquarters battalion. When
appropriate, this element or a subset of it can be attached to a field army headquarters and headquarters
company. It requires uninterrupted voice, NIPRNET, and SIPRNET connectivity to communicate within the
G-1/AG, and to supported and supporting organizations. The ASCC HROC requires access to HR systems
fielded in the AO. It is dependent upon the ASCC headquarters and headquarters battalion or field army
headquarters and headquarters company (if pushed forward) for religious, legal, force health protection,
finance, signal, field feeding, logistics, supplemental transportation support, communications, and personnel
and administrative services.
CORPS HROC
2-24. The corps HROC receives technical and operational guidance from the corps G-1/AG. The corps
HROC provides additional strength management, planning capability, talent management, and HR
operational training for subordinate units to support LSCO to corps G-1/AG sections (including replacement
prioritization recommendations). It provides visibility and integration of Army HR information and
enterprise systems at echelons above brigade. The corps HROC provides technical guidance to division G-1s.
It provides assistance with casualty operations and improves personnel asset visibility.
2-25. The corps HROC is assigned to the corps headquarters and headquarters battalion. It requires
uninterrupted voice, NIPRNET, and SIPRNET connectivity to communicate within the G-1/AG, and to
supported and supporting organizations. The corps HROC requires access to HR systems fielded in the AO.
It is dependent upon the parent organization for religious, legal, force health protection, finance, signal, field
feeding, logistics, supplemental transportation support, communications, and personnel and administrative
services.
DIVISION HROC
2-26. The division HROC receives technical and operational guidance from the division G-1. The division
HROC provides additional strength management, planning capability, talent management, and HR
operational training for subordinate units to support LSCO to division G-1 sections (including replacement
prioritization recommendations). It provides visibility and integration of Army HR information and
enterprise systems at echelons above brigade. The division HROC provides technical guidance to brigade
and battalion S-1s. The division HROC may also receive technical guidance from the corps HROC to
determine the most effective method of supporting units within the same or adjacent AO. It provides
assistance with casualty operations and improves personnel asset visibility.
2-27. The division HROC is assigned to the division headquarters and headquarters battalion. It requires
uninterrupted voice, NIPRNET, and SIPRNET connectivity to communicate within the G-1, and to supported
and supporting organizations. The division HROC requires access to HR systems fielded in the AO. It is
dependent upon the parent organization for religious, legal, force health protection, finance, signal, field
feeding, logistics, supplemental transportation support, communications, and personnel and administrative
services.
BRIGADE S-1
2-28. The brigade S-1 is the principal staff advisor to the brigade commander for all matters concerning HR
support. The function of the brigade S-1 section is to plan, provide, and coordinate the delivery of HR support,
services, and technical direction to all assigned and attached personnel within the brigade and subordinate
elements as well as provide technical direction. The brigade S-1 may also coordinate the staff efforts of the
brigade equal opportunity section, brigade judge advocate, and morale, welfare, and recreation operations.
2-29. Corps and division headquarters and headquarters battalion S-1 sections are enabled and perform the
same functions as a brigade S-1. Units are responsible for their own EPS and HR support as defined |
1-0 | 43 | Human Resources Echelons, Organizations, and Staff Elements
throughout this manual. General Officer-level HQ, without a headquarters and headquarters battalion S-1
section or equivalent, must be augmented by their higher HQ for support in deployed areas. The G-1/AG
section of these HQ do not have the capacity or resources to provide this internal headquarters and
headquarters battalion S-1 support. Refer to ATP 1-0.1 for specific duties and responsibilities of the brigade
S-1 section.
BATTALION S-1
2-30. The battalion S-1 is the principal staff advisor to the battalion commander for all matters concerning
HR support including talent management. The battalion S-1 section plans, provides, and coordinates the
delivery of HR support, services, and information to all assigned and attached personnel within the battalion.
Refer to ATP 1-0.1 for specific duties and responsibilities of the battalion S-1 section.
THE ROLE OF THE ADJUTANT
2-31. While this manual discusses the tactical and technical functions in terms of core competencies and
subordinate key functions, HR professionals must take into careful consideration the art of how to execute
them. The role of the adjutant goes beyond a set of additional duties assigned to the S-1 based on tradition or
expectancy. This most important tenant is found in the very root of the word adjutant, which in its literal
translation means to help. The help or assistance rendered to a commander by the adjutant is the foundation
of this relationship.
2-32. The adjutant is not a separate position or billet in an organizational structure but rather the dual role an
individual performs. The function of the adjutant should not be confused with certain routine or specialized
duties, which may be performed. Routine duties may include clerical work, scheduling management, and
correspondence management. Specialized duties are coordinating activities to support commander programs
and ceremonial duties. In each of these cases, the individual performing these tasks is often referred to as the
adjutant, but in fact, it is the senior principal staff officer for HR who serves as the trusted agent to the
commander on all sensitive and delicate matters related to HR.
2-33. The relationship established between the commander and the adjutant is critically important to the
overall success of the HR mission. Each pairing is unique based on the commander’s needs. As the key
advisor to the commander on all matters related to HR, the need for interpersonal skills and being perceptive
cannot be overstated. The adjutant must be able to discern deeper meaning; to determine the true significance
of what is being expressed. To achieve these ends, the adjutant must have access to the commander. Having
access often exposes the individual to the commander’s unfiltered thoughts and feelings on sensitive matters.
Discretion, empathy, and trust best describe the key attributes of any individual fulfilling this responsibility.
2-34. As the skills and knowledge required to serve effectively as an adjutant take time to master, it is
important for senior HR professionals to continuously coach, teach, and mentor HR leaders in the art of HR
support. This is especially important for HR leaders in geographically remote or austere locations.
Anticipating the needs of an individual commander and then being able to act upon it with timely, accurate,
and relevant information can only achieved through practice of the art. When executing the role properly, the
adjutant minimizes mission distracters, allowing commanders to concentrate their efforts and decision
making on core mission objectives.
2-35. The goal of a successful adjutant is measured in the overall effectiveness in linking the commander’s
vision and intent to the optimal employment of the human capital to execute it. Ultimately, attributes such as
trust, loyalty, discretion, and anticipation are critical to ensuring the S-1’s success in the adjutant role. Refer
to ATP 1-0.1 for specific general duties commonly performed by the adjutant.
ARMY BANDS
2-36. Army bands promote the Army and our national interests, enable commanders to shape the
environment to accomplish their mission, and set the conditions that lead to trust and confidence in America’s
Army and its readiness to conduct operations in peacetime, conflict, and war. Army bands flexibility and
versatility enable performances by using a full band or small teams. These teams allow commanders to meet
strategic and tactical goals while simultaneously fulfilling home station requirements. Army bands are |
1-0 | 44 | Chapter 2
designed to support joint, interagency, and multinational operations, providing broad flexibility to use
customized music performances to fulfill deployed and home station mission requirements. Through these
music performances, Army bands boost Soldier resilience, morale, and esprit de corps. Refer to ATP 1-19
for detailed information regarding band support during LSCO, Army bands structure, and rules of allocation.
2-37. Army bands have a variety of resources with which to accomplish musical support missions. Army
bands are task organized into music performance teams that offer the flexibility to support concurrent musical
missions in multiple geographical areas. The teams are identified by their additional skill identifier
organization and provide an array of situationally and culturally appropriate performances. Army bands can
concurrently support deployment operations and home station missions. This permits commanders to spread
the positive impact of Army bands across the deployed force, to the military and their families, the American
public, and the international community. Deployed bands may support the rear detachment with a music
performance team. In this circumstance, musical support is generally limited to providing military or patriotic
music for static ceremonies, protocol functions, family readiness group functions, and religious and hospital
support activities. Army bands based in the U.S. and its territories continue to provide music support of Army
recruiting and deliver targeted messaging during overseas contingency operations.
2-38. Army bands have two standard structures as described below—direct support and general support
bands. Special bands are an exception and are structured differently. Both direct support and general support
bands have administrative and musical support functions, a ceremonial marching band, and multiple musical
performance teams that provide both concurrent independent musical support capabilities to the installation
and surrounding community, as well as increased collective capabilities when combined.
* Direct support bands are intended to meet the needs of a single command, at an installation and
geographical area with local or specific support responsibilities.
* General support bands are intended to meet the needs of multiple collocated commands that have
regional support responsibilities, high density of troop and other service populations to be
supported, and a greater density of civilian and retired military population.
THEATER PERSONNEL OPERATIONS CENTER
2-39. The TPOC (formerly human resources sustainment center) is a multi-functional organization (staff
element), and theater-level center assigned to a TSC. The TPOC consists of a HQ section and three divisions:
the personnel accountability and systems division, the synchronization and integration division, and the POD.
In coordination with the TSC, the TPOC plans, integrates, and sustains HR and Soldier support systems for
the theater/ASCC HQ and other echelons as directed by the theater/ASCC G-1/AG or as determined by
mission, enemy, terrain and weather, troops and support available, time available, and civil considerations
(METT-TC). It is responsible for planning, coordinating, and synchronizing theater opening HR operations
with the senior sustainment HQ and the ASCC. The TPOC supports the TSC in the execution of early entry
reception operations. It establishes and ensures functionality of the theater personnel database and the Postal
Directory Address Database, and provides theater-wide assistance for HR systems issues. It is responsible
for synchronizing replacement priorities with the sustainment community and supports effective support
relationships at echelon. The TPOC integrates and provides guidance and technical support for SRC 12 HR
units executing personnel accountability and postal functions throughout the theater as defined by the policies
and procedures established by the theater/ASCC G-1/AG. It monitors the execution of the TG PAT and MMT
missions at the theater gateway.
2-40. The headquarters section supervises the TPOC’s planning, integration, and coordination of HR,
administrative, and Soldier support system for the theater. It receives technical guidance from the HRC and
receives all employment and command guidance from the theater commander through the TSC.
2-41. The personnel accountability and systems division coordinates with the local network enterprise center,
establishes and manages the theater-wide personnel accountability database as directed, and maintains theater
HR systems. It provides management and policy oversight for the IPPS-A as well as monitors internal
controls and auditability of IPPS-A transactional support. The division ensures data integration of personnel
accountability information and IPPS-A data is conducted. The personnel accountability and systems division
provides technical guidance and training support to the TG PAT, HROB, personnel accountability team, and
supported units (G-1/AGs and S-1s) as necessary or on request. It conducts Deployed Theater Accountability |
1-0 | 45 | Human Resources Echelons, Organizations, and Staff Elements
System (DTAS) data quality control checks by comparing unit reports to the theater personnel accountability
report for accuracy. The division ensures all systems remain active and properly synchronized to receive data
from both the supporting personnel accountability elements and the G-1/AG and S-1 sections operating in
the AO. The personnel accountability and systems division participates and ensures all systems are included
in the planning, deployment, sustainment and redeployment process for current and future HR operations. It
uploads HR enabling systems software to manage personnel accounting information from HR elements and
supported G-1/AGs and S-1s. The division coordinates with the HROBs to ensure systems are established
and resourced to effectively perform missions. Refer to chapter 3 of this publication for specific
responsibilities of the TPOC personnel accountability and systems division.
2-42. The synchronization and integration division assists the TSC and the ASCC G-1/AG as needed, in
managing current operational requirements and planning long and short range personnel management
missions across theater. It develops and maintains TPOC internal plans and policies for training. The division
manages TPOC internal deployment plans, physical security and contingency operations, as well as assists
the theater G-1/AG with internal mission support and planning support operations, as directed by the TSC.
The synchronization and integration division provides support to planning and coordinates support with the
ASCC HROC, TG PAT, and ESC/sustainment brigade HROBs for theater-level reception and meeting the
ASCC’s replacement prioritization and redeployment operations. It monitors and analyzes projected
personnel flow rates for various transit categories for deployers and redeployers to resource and provide
recommendation to position theater personnel accounting assets. The division ensures TG PAT structures are
established and resourced to perform personnel accounting and data integration as part of the RSOI process.
2-43. The postal operations division establishes the deployed AO postal inspection plan to ensure compliance
with USPS and DOD regulatory guidance and coordinates theater-level training for MPO representatives. It
assists the ESC HROB in the establishment of theater opening postal operations. The division monitors and
determines appropriate mail flow rates and ensures current data integrates into all TSC/ESC distribution
management center planning. The POD oversees the MMT technical mission and provides assistance in the
area of postal operations. It makes recommendations to adjust postal support based on battlefield operations
and TSC priorities to meet the ASCC commander’s intent. The division maintains a clear line of
communication with the MMT as the executive arm for mail operations. The POD establishes and provides
oversight for casualty mail and redirect services. It manages the theater EPW mail and plans and monitors
the execution of this mail. The POD appoints the theater postal supply officer and theater postal finance
officers to coordinate all theater-level postal supplies, equipment accountability, and ordering as well as
accounting for all postal monies for each APO within theater. The POD provides manpower to support the
directory service function covering casualty mail and detainee mail operations, inspections and international
mail. It enforces policies established for casualty mail and redirect services. The POD assists the HROB as
necessary in the coordination of theater-level mail transportation for mail movement. Refer to chapter 4 of
this publication for specific responsibilities of the TPOC POD.
2-44. The TPOC is dependent upon the TSC headquarters and headquarters battalion for administrative
support, to include uniform code of military justice; religious; medical; legal; HR; administrative services;
quarters and rations; logistics; unit maintenance of organic equipment; supplementary transportation support;
and military pay. The TPOC relies on non-secure, secure, continuous, and survivable communications and
digital information systems.
HUMAN RESOURCES OPERATIONS BRANCH
2-45. The HROB is a critical sustainment (SRC 63) planning and coordinating element on the battlefield for
the delivery of personnel accountability, postal, and casualty support. The HROB is an organic section of the
ESC DMC, sustainment brigade, and DSB SPO with the mission to plan current and future HR operations,
coordinate, synchronize, integrate, and assess the emplacement and operations of HR companies, platoons,
and teams executing personnel accountability, postal operations, and HR support to casualty operations. The
HROB is the key integrator between G-1/AGs, casualty, personnel accounting, and postal organizations
(through subordinate SPOs) to support the execution of subordinate key functions. The HROB synchronizes
personnel movement with equipment and platforms and coordinates with the appropriate DMC or SPO
sections for distribution and transportation to units based on the supported commander’s established
priorities. |
1-0 | 46 | Chapter 2
2-46. During theater opening operations, the HROB deploys as an element of the ESC DMC, and
sustainment brigade SPO section, focusing on the establishment of the personnel accounting portion of the
RSOI process along with initial postal and HR support to casualty operations. The HROB receives technical
guidance from the TPOC and operational guidance from sustainment command channels. Technical guidance
includes mission analysis, determining best methods of support, and passing the requirement to the HR
element for execution. If noncombatant evacuation operations occur within an area the HROB is overseeing,
they can coordinate with their assigned HR companies to assist in operations where feasible—for example,
personnel accountability support and provide technical guidance and coordination with local brigades to
ensure accountability of noncombatants. For further guidance on noncombatant evacuation operations, refer
to Joint Publication (JP) 1-0, Joint Personnel Support and JP 3-35, Deployment and Redeployment
Operations. Refer to ATP 1-0.2 for detailed organizational functions and responsibilities of the HROB, and
for specific information on the ESC and sustainment brigade commander’s Key Performance Indicators for
HROBs.
THEATER GATEWAY PERSONNEL ACCOUNTABILITY TEAM
2-47. The TG PAT is attached to an HR company within the sustainment brigade assigned the theater
opening mission. It provides personnel accounting support to the AOR by coordinating and providing
personnel accounting operations using the Tactical Personnel System and DTAS as personnel enter, transit,
and depart the theater at inter-theater ports of embarkation and debarkation. The TG PAT deploys as part of
the theater early entry element and is initially augmented by an HR company HQ with at least two HR
platoons at the primary inter-theater APOD. More than one TG PAT may be required if multiple inter-theater
aerial ports and/or sea ports of embarkation become active. Units entering and departing theater with unit
integrity will leverage self-accounting capabilities resident in the S-1 staff sections but must coordinate with
the TG PAT for integration of unit personnel into the theater database. Human resources squads may be
allocated to multiple theater entry points to perform the personnel accounting mission in place of a TG PAT
if transit numbers outside of supported units do not exceed 600 personnel daily.
2-48. The TG PAT receives technical guidance from the TPOC personnel accountability and systems
division and the supporting HROB. The TPOC’s personnel accountability and systems division monitors and
recommends distribution and emplacement of HR squads to perform the personnel accounting mission. The
HROB monitors the establishment and operations of HR squads at forward locations. The HR company HQ
provides command and control as well as administrative and operational support to the TG PAT and forward
operating HR squads.
2-49. The TG PAT requires a capability to communicate digitally through web and voice, both secure and
non-secure, to HR formations with personnel accountability elements, G-1/AG sections, logistical support
elements, and other branches of Service. Operational guidance and directives are initiated by the TSC (TPOC)
and should be issued in OPLAN or OPORD format. Theater gateway personnel accountability teams are
global force pool units of operational forces. In support of the readiness model, TG PATs are typically
categorized as theater available structure, deployed under combatant command authority and established for
the primary purpose of fulfilling global operational requirements of both an enduring and rotational nature.
Theater gateway personnel also coordinate with other Services and other supporting units for operating space
at the terminal, flight schedules with movement control teams, and inform the sustainment brigade of
follow-on transportation requirements to assist in synchronizing all logistical support. The TG PAT is a
technical section that is subordinate to the HR company commander. The company commander is responsible
for executing the TG PAT mission with the assistance and expertise of the TG PAT section.
2-50. The TG PAT also provides data integration support for all personnel transiting the theater or at
intra-theater processing points where an HR squad with a personnel accounting mission is located. To support
unit S-1s during RSOI and redeployment operations, the TG PAT has the capability to perform limited EPS
(for example, processing CACs, updating the DD Form 93, SGLV 8286, and SGLV 8286A). Any other
sustainment requirements for life support (for example, billeting, feeding, equipping, and transportation of
transient personnel) are conducted by units such as the regional support group or the sustainment brigade.
Refer to ATP 1-0.2 for detailed organizational functions and responsibilities of the TG PAT. |
1-0 | 47 | Human Resources Echelons, Organizations, and Staff Elements
MILITARY MAIL TERMINAL
2-51. The MMT is attached to an HR company within the sustainment brigade assigned the theater opening
mission and serves as the primary gateway(s) for postal operations in and out of the deployed AO. The MMT,
with an HR company and four postal platoons coordinates, receives, and processes prograde mail, and
dispatches retrograde mail to destinations worldwide. With specialized postal expertise, the MMT team
establishes and provides the Army component of a joint MMT team at the inter-theater APOD.
2-52. The MMT team initially deploys with the sustainment brigade with a theater opening mission to
establish the MMT or joint MMT. As the theater matures the MMT team and supporting HR company
transition to a theater distribution role. The MMT team receives technical guidance through the TPOC POD,
service postal manager (SPM), and MPSA, and technical assistance from the HROBs. The MMT team
operates under the operational control of the sustainment brigade during a theater opening mission and the
operational control of the land component command in a mature theater. The sustainment brigade SPO
section and HROB provide support to mission operations. The MMT is a technical element subordinate to
the HR company responsible for executing the MMT mission. It ensures all functions of the MMT are within
regulatory standards. Human resources companies and their subordinate elements (HR and postal platoons;
TG PAT and MMT when performing those missions) operate under the guidance and direction of the STB
commander.
2-53. The MMT team consists of an HQ section, operations section, and two postal squads. The TPOC POD
serves as the senior Army postal element for all technical matters. The HQ section provides a direct link with
other Services for operating space at the terminal, flight schedules, and ground transportation of mail. It also
provides a single joint operations area-level executor with the expertise to support the ASCC and TSC
commander. The operations section is the vital link for all theater postal operations planning and
implementing all necessary input from the other Services and guidance from the MPSA into OPLANs
in-conjunction with the ASCC. The operations section is the operational interface between the MMT and
HROBs for coordinating the distribution of mail and related postal transportation requirements within the
AO. As the MMT does not have assigned transportation assets, it coordinates transportation support through
the HROB section of the sustainment brigade SPO.
2-54. Equipment is crucial to the success of MMT functions. All heavy postal equipment for the AO is
associated with the MMT team. Equipment includes rough-terrain container handlers and 10-k forklifts to
move bulk mail in and out of the APOD. Satellite phones, radios, and the Combat Service Support Automated
Information Systems Interface connectivity provides the necessary communication link to control mail
movements from the continental United States (CONUS) to and throughout the AO. Refer to ATP 1-0.2 for
detailed organizational functions and responsibilities of the MMT team.
DIVISION SUSTAINMENT TROOPS BATTALION SUPPORT
OPERATIONS
2-55. The DSTB SPO is the DSTB staff officer for postal operations within the division area as well as for
required augmentation of the division's casualty reporting, and personnel accountability missions. The DSTB
SPO gathers HR mission requirements to support the division's HR sustainment operations from the DSB.
The DSTB SPO is responsible for planning, coordinating, integrating, and synchronizing and directing the
execution of postal support, personnel accountability, and casualty reporting assistance with subordinate HR
companies, platoons and teams in the division AO. This includes ensuring they are resourced, correctly
positioned, and properly allocated to provide required postal support, as well as personnel accountability,
and casualty reporting assistance from assigned or attached HR squads or platoons. The DSTB SPO receives
technical guidance from the DSB SPO. Critical collective HR tasks of the DSTB SPO include:
* Coordinate HR support operations.
* Coordinate postal support.
* Coordinate casualty liaison team operations.
* Coordinate personnel accountability team operations.
2-56. The DSTB SPO assigns missions for HR companies to execute. It monitors HR support (postal support,
personnel accountability, and casualty reporting assistance) during operations and communicates sustainment |
1-0 | 48 | Chapter 2
mission requirements (for example, mail transportation requirements) and requests additional support
through the DSB SPO.
HR COMPANY
2-57. The HR company is assigned to a division STB in a DSB. The HR company is also assigned to a
sustainment brigade for theater opening. It provides command and control and technical support for HR and
postal platoons providing PASR capability, HR support to casualty operations, and postal operations. When
executing MMT or TG PAT missions, it provides command and control to those technical sections. The HR
company receives guidance from the STB to employ platoons where needed to best support personnel
accountability, casualty tracking and reporting, and postal support.
2-58. The HR company HQ is configured for personnel accountability, HR support to casualty operations,
postal, and/or combined missions by task organizing the company with HR or postal platoons, MMT, and/or
TG PAT. The HR company HQ has both long and short-range capability for—
* Personnel accounting, HR support to casualty operations, and postal operations planning.
* Current and future operations management.
* Database integration.
* Leadership and oversight of three to seven platoons.
* Establishing HR squads performing casualty reporting and/or personnel accounting missions.
* Transportation coordination through the STB SPO.
2-59. The HR company HQ, and assigned or attached HR and postal platoons, TG PAT, and/or MMT are
dependent upon the STB for field maintenance, religious, legal, health service support, finance, field feeding,
logistics, supplemental transportation support, communications, and personnel and administrative services.
The HR company HQ requires secure and non-secure web and voice digital communications to supported
platoons, STB, sustainment brigade SPO and ESC DMC HROBs, G-1/AG and S-1 sections, TPOC, MMT,
TG PAT, and other sustainment and joint elements. Refer to ATP 1-0.2 for detailed organizational functions
and responsibilities of the HR company.
HR PLATOON
2-60. The HR platoon is a multi-functional platoon with the capability of providing squads for personnel
accounting and/or casualty reporting support or as a supporting element of the TG PAT. The HR platoon
consists of three HR squads capable of performing either a personnel accounting or a casualty reporting
mission. This capability increases mission flexibility and its ability to support G-1/AG and S-1 sections.
Human resources platoons support the TG PAT with responsibility for executing the personnel accounting
portion of the RSOI mission.
2-61. The platoon HQ section provides command and control, technical guidance, and leadership for each
squad. The HR platoon requires secure and non-secure web and voice digital communications to the HR
company, HROB, TG PAT, HR platoons/squads, supported G-1/AGs and S-1s, TPOC, and logistics support
elements (for example, movement control team). Refer to ATP 1-0.2 for detailed organizational functions
and responsibilities of the HR platoon.
HR Squad (Multi-functional)
2-62. If accomplishing the personnel accounting function, the HR squad captures personnel accounting data
on personnel entering, transiting, or departing the APOD or from an intra-theater APOD. Each HR squad has
the capability to process up to 600 personnel per day. The HR squad performing personnel accountability
missions relies on the HR company/platoon or supporting organization for daily life support. Refer to ATP
1-0.2 for specific duties and responsibilities of the personnel accounting elements.
2-63. If supporting the casualty operations mission, the HR squad is responsible for providing accurate and
timely casualty reporting and tracking information at Role 3 MTFs, mortuary affairs company HQ, General
Officer-level commands, and the ASCC HROC. Human resources squads facilitate real-time casualty
information for commanders. Human resources squads providing support to casualty operations provide |
1-0 | 49 | Human Resources Echelons, Organizations, and Staff Elements
updated status reports to affected units and inform them when Soldiers leave theater. The squads also assist
with coordinating a Soldier’s RTD with the affected unit. These squads rely on the HR company/platoon or
supporting organization for daily life support.
2-64. The HR squad performing the casualty operations mission requires secure and non-secure web and
voice digital communications to the theater (ASCC HROC), HR platoon HQ, G-1/AGs, and S-1 sections of
supported units. These squads also require access to the DCIPS to send updates to the theater CIC and
CMAOD. Refer to ATP 1-0.2 for specific duties and responsibilities of the HR squad performing a casualty
liaison mission.
POSTAL PLATOON
2-65. The postal platoon provides postal support for up to 6,000 personnel in an assigned AO or serves in an
augmentation role to support an MMT. Postal platoons operate in-conjunction with the plans and operations
section within an HR company. The postal platoon can perform the complete spectrum of postal functions
including postal services, postal finance, and postal operations. This includes processing incoming bulk mail
and outgoing mail to CONUS. The postal platoon receives all technical guidance through the HR company
HQ and the HROB or MMT. The HR company HQ provides command and control of postal platoons.
Note: All postal platoons must be trained on and capable of conducting personnel accounting
functions (with additional access and equipment – for example, scanners) as needed during
operations. Limited SRC 12 HR structure and available resources will require this multi-functional
capacity, especially during early entry and theater opening operations for LSCO. Postal platoons
must be able to perform these functions until HR units are in theater and operational.
2-66. The postal platoon consists of an HQ section, postal finance section, and two postal squads. The HQ
section provides command and control, leadership, and resourcing. The postal finance section provides retail
services at the same level of support provided by the USPS in CONUS, and current level of support in
garrison. Each postal squad has the capability to perform operations or services missions or to perform
independently as needed as a mobile mail team. In addition to these functions, each postal squad trains, tests,
and certifies unit mail clerks and inspects each unit mailroom quarterly. Postal platoons are equipped with
variable reach forklifts to provide efficient mail movement in whatever type of area the platoon is supporting.
The postal platoon requires secure and non-secure web and voice digital communications to the HR company
HQ, logistical support elements, G-1/AGs, and S-1 sections of units in the supported area. Refer to ATP 1-0.2
for detailed organizational functions and responsibilities of the postal platoon. |
1-0 | 51 | Chapter 3
Man the Force
This chapter discusses the subordinate key functions of man the force that affect the
personnel aspects of building and maintaining combat power of an organization. Man
the force ensures there is an uninterrupted flow of Soldiers to the battlefield and
accurate accounting for all Soldiers, DOD and DA Civilians, and CAAF. Properly
manned units are vital to assuring the fulfillment of missions as a strategic element of
national policy, enhancing predictability, and ensuring commanders have the people
necessary to perform assigned tasks. Man the force key functions are PRM, PASR, HR
support to replacement operations, HR support to casualty operations, and is supported
by PIM.
3-1. Man the force influences the effectiveness of all Army organizations, regardless of size, and may affect
the ability to accomplish all other HR core competencies and subordinate key functions. Man the force is any
action or function affecting strength or readiness of an organization. This HR core competency combines
anticipation, movement, and skillful positioning of personnel so the commander has the personnel required
to accomplish the mission.
3-2. Human resources professionals rely on HR databases and systems to accomplish man the force
functions. The enduring principles of timeliness and accuracy are paramount in man the force because data
integration occurs at multiple levels with multiple systems used by decision makers up the chain of command
and at the national HR provider level (for example, the HRC and the Army G-1). Human resources providers
must take ownership of data they control to eliminate or reduce errors affecting man the force functions. Man
the force includes five subordinate key functions:
* Personnel readiness management.
* Personnel accounting and strength reporting.
* HR support to replacement operations.
* HR support to casualty operations.
* Personnel information management.
SECTION I – PERSONNEL READINESS MANAGEMENT
3-3. The mission of PRM is to distribute Soldiers and Army Civilians to subordinate commands based on
documented manpower requirements or authorizations and the commander’s priorities. Personnel readiness
describes a state of wartime readiness; PRM is a process for achieving and maintaining that state. Personnel
readiness management involves analyzing personnel strength data to determine current combat capabilities,
project future requirements, and assess conditions of unit and individual readiness. Personnel readiness
management in formations starts by comparing the organization’s personnel strength against its requirements
or authorizations and ends with a personnel readiness assessment and allocation decision. By adding
predictive analysis of manpower changes (non-deployable rates, projected casualty rates, evacuation policies,
and replacement flows), units can assess the personnel readiness of the organization and determine
replacement allocation priorities.
3-4. Personnel readiness management is directly interrelated and interdependent upon the functions of
PASR and PIM. In support of the Army’s sustainable readiness model, the national HR provider (for example,
HRC, Army Reserve, and National Guard Bureau) determines individual replacement packages based on
forecasted losses and allocated to units IAW HQDA manning guidance. The manning levels for units are |
1-0 | 52 | Chapter 3
established by the Army (HQDA) G-3/5/7, which identifies target fill levels. See AR 525-29, Force
Generation – Sustainable Readiness for more information on the sustainable readiness model.
3-5. The G-1/AG and S-1 manage unit personnel readiness, and recommends changes to the priority of
replacements. The decision to change the priority of replacement fills is made by the commander after
receiving a recommendation by the staff.
3-6. Personnel readiness managers continuously collect, correlate, and analyze critical personnel strength
information to develop a vision of future requirements. Personnel readiness managers must ensure the staff
is integrated and ensure the G-1/AG participates in planning and is integrated into current operations to
provide an assessment of future personnel requirements. From this assessment, personnel readiness managers
maintain a running estimate and make recommendations to commanders during the MDMP. Critical MOS
shortages or large numbers of non-deployable Soldiers, for example, are not easily overcome once a unit is
alerted for deployment. Battalion and brigade S-1s are the key to success in the PRM process. The battalion
is the first level of command responsible for updating duty status changes or non-deployability data in the
appropriate HR system of record. Unforecasted losses, such as those resulting from administrative, legal, or
medical issues, can significantly impact unit readiness. If losses cannot be mitigated by initiating appropriate
measures, such as cross-leveling personnel from the installation/unit or reorganizing unit personnel, then
elevation of the issue to the next higher command is appropriate.
PERSONNEL READINESS MANAGEMENT RESPONSIBILITIES
3-7. The paragraphs below outline the PRM responsibilities at various echelons of command.
ASCC G-1/AG
3-8. During the planning phase of operations, the ASCC G-1/AG identifies unit and personnel
requirements, to include deployed CAAF and DOD and DA Civilian personnel. The ASCC G-1/AG is
responsible for a casualty estimate and replacement plan as part of the deliberate planning process. The
peacetime replacement system requires the ASCC commander to submit personnel requisitions to include
civilians in advance of requirements. At OPLAN execution, the system delivers replacements to the theater
to bring units to required strength and ensure replacements are available as casualties occur. The requisitions
reflect the number of Soldiers by MOS/area of concentration and grade needed to bring theater units to
required strength and to replace the number of expected casualties (killed-in-action, wounded-in-action,
missing-in-action, non-battle injuries) by MOS/area of concentration/rank and by time window. Casualty
estimates are produced by the Medical Planners’ Toolkit (MPTk), which is the Army’s only authorized
casualty estimation program for echelons above brigade. To support this effort, ASCC G-1/AG, assistant
chief of staff, intelligence, G-3, G-4, and G-5 planners, at a minimum, develop the casualty estimate, and in
coordination with the G-3, work with HQDA to determine the ratio of individuals versus unit replacements.
Individual replacement requirements are submitted to the HRC, which maintains a copy of the ASCC’s
individual replacement requirements for each concept plan/OPLAN. The HRC maintenance of the ASCC
individual replacement requirements includes a review for consistency with HQDA manning guidance, MOS,
and area of concentration structure changes. The ASCC G-1/AG PRM responsibilities include—
* Develop theater PRM plans, policies, milestones, and priorities, synchronized with operational
objectives included in OPLANs and OPORDs.
* Advise the commander on theater PRM.
* Obtain, monitor, and assess the PRM (strength reports, projected gains, estimated losses, and
projected numbers of personnel returning to duty) of theater units via DTAS and various HR
systems feeding from the Total Army Personnel Database (TAPDB) information.
* Determine personnel requirements and recommend priorities by skill and rank.
* Provide approved NRP replacement priorities to the TPOC.
* Direct intra-theater reassignments to meet urgent operational requirements.
* Obtain RTD data from the surgeon cell or theater CIC and incorporate into the NRP distribution
plan.
* Prepare the casualty estimate in coordination with the surgeon using MPTk; provide the casualty
estimate to the G-3. |
1-0 | 53 | Man the Force
* Monitor the personnel portion of ongoing reconstitution efforts.
CORPS G-1/AG AND DIVISION G-1
3-9. Corps G-1/AGs and division G-1s maintain overall responsibility for PRM of subordinate elements.
Corps G-1/AGs and division G-1s maintain the responsibility to assist the national HR provider in shaping
the force to meet mission requirements. Corps G-1/AG and division G-1 PRM responsibilities include—
* Establish the personnel requirements reporting system in the corps.
* Ensure PRM SOPs are synchronized with ASCC PRM policies and procedures.
* Manage PRM for subordinate units, to include task-organized units in a deployed theater and home
station.
* Advise the commander on current and projected personnel status.
* Monitor the personnel portion of ongoing reconstitution operations.
* Collect, consolidate, analyze, and report unit strengths.
* Validate replacement priorities for displaced units.
* Determine NRP replacement priorities (based on G-3 priorities to ensure personnel distribution
management supports the operational plan).
* Coordinate diversions as required.
* Manage subordinate unit assignment priorities to ensure they meet the commander’s guidance.
* Obtain and prepare casualty estimates leveraging the MPTk in coordination with the surgeon.
* Coordinate and monitor RTD projections with the surgeon.
* Include PRM (and the casualty estimate) in OPLANs and OPORDs.
* Establish electronic link to HR systems.
* Manage PRM for non-deployed personnel.
* Maintain and monitor the status of key combat leaders and request replacements when required.
* Recommend cross-leveling corps and division assets as required.
* Conduct assessment of PRM using strength reports, projected RTD reports, and information
contained in various HR systems, retrieved and analyzed using various data sources. Include gains,
losses, and estimates not included in strength reports.
* Assess new equipment and weapons systems' impact on personnel requirements.
* Perform the duties of the ASCC G-1/AG if serving as the Army Force or JTF.
BRIGADE AND STB S-1 (GENERAL OFFICER-LEVEL HQ)
3-10. The brigade or STB S-1 maintains communication and coordination with the higher-level G-1/AG for
the execution of its PRM responsibilities, which include—
* Collect and correlate critical personnel readiness information.
* Manage PRM for subordinate units.
* Develop unit-level PRM policies and SOPs.
* Establish and execute brigade/STB PRM and distribution fill plan, and coordinate modifications
based on operational requirements or commander’s priorities.
* Verify the accuracy of manning status in subordinate units.
* Recommend, in coordination with the battalion or brigade operations staff officer (S-3),
replacement priorities based on current and forecasted readiness status and commander’s intent.
* Distribute NRP (individual replacements) to subordinate units based on the commander’s
priorities and publish orders.
* Monitor and advise the commander on the personnel readiness status (current and projected) of
subordinate units to include key leaders, critical combat squads, crews, and teams.
* Predict personnel requirements, based on current strength levels, projected gains, estimated losses,
and the projected number of Soldiers and Army Civilians returning to duty from MTFs. |
1-0 | 54 | Chapter 3
* Monitor losses (for example, combat, non-combat, legal actions, medical, Military Occupational
Specialty Administrative Retention Review [MAR2], and referrals to the Disability Evaluation
System).
* Monitor and maintain visibility of non-deployable Soldiers, to include rear detachments.
* Coordinate the call forward of replacements.
* Monitor the personnel portion of reconstitution operations.
* Manage Soldier readiness processing (SRP) to validate individual readiness and ensure visibility
through updates to appropriate systems and databases. Manage Soldier utilization; distribute and
properly slot Soldiers within the brigade/STB.
* Report critical personnel requirements to higher for individual Soldiers and/or teams.
* Manage unit identification code hierarchies through various databases to ensure an accurate
readiness COP at all levels.
* Ensure PRM is included in all OPLANs and OPORDs.
BATTALION S-1
3-11. The battalion S-1 implements the priorities of fill established by the commander by conducting and
executing PRM for the unit. This includes PASR, managing casualty information, monitoring projected gains
and losses, and managing RTD Soldiers (in coordination with the medical platoon). Battalion S-1s directly
influence PRM by ensuring the accuracy of a Soldier’s status in the appropriate HR system of record.
Personnel readiness management starts with complete, accurate, and timely Soldier data updates at the
battalion. Battalion S-1 section responsibilities include—
* Develop unit-level PRM policies and SOPs.
* Collect and correlate critical personnel readiness information.
* Ensure timely and accurate updates in the HR system of record for all required personnel data,
strength, and duty changes.
* In coordination with the battalion S-3, recommend replacement priorities based on current and
forecasted readiness status and commander’s intent.
* Monitor and report to the commander the personnel readiness status (current and projected) of
subordinate units to include: key leaders, critical combat squads, crews, and teams.
* Predict and report personnel requirements, based on current strength levels, projected gains,
estimated losses, and the projected number of Soldiers and Army Civilians returning to duty from
MTFs.
* Monitor losses.
* Monitor status of non-deployable Soldiers.
* Monitor the personnel portion of reconstitution operations.
* Manage SRP to validate individual readiness and ensure visibility through updates to appropriate
systems and databases.
* Report critical personnel requirements for individual Soldiers and/or teams.
* Assign individual, squad, crew, or team replacements IAW the commander’s priorities.
* Ensure PRM is included in all OPLANs and OPORDs.
PERSONNEL DISTRIBUTION LEVELS
3-12. The G-1/AG and S-1 rely on various HR systems and databases for strength related information. Figure
3-1 depicts the personnel distribution levels based on senior mission command readiness levels. The Army
has four distribution levels:
* Senior mission command-level. Management of grouped units under the same command at a
specific location.
* Distribution management-level. Management of division-level or two-star command equivalent
organizations. |
1-0 | 55 | Man the Force
* Distribution management sub-level. Management of brigade or colonel command equivalent
organizations.
* Virtual Distribution Management-Level. Strength management categorization of grouped units
that would otherwise take a combination of distribution management level and distribution
management sub-level codes.
Figure 3-1. Personnel distribution levels
3-13. The G-1/AG and S-1 at all levels assist commanders in developing their personnel priorities. The use
of HR systems provides G-1/AGs and S-1s a COP with the national HR provider and allows G-1/AGs and
S-1s the ability to provide a detailed analysis to the commander. Brigade S-1s work with higher headquarters
to fill authorized vacancies and develop personnel distribution plans within their organization. The G-1/AG
at all levels maintains situational understanding of competing priorities and assist brigades, higher
headquarters, and the national HR provider when shifting priorities, changes in operational plans, or other
unforeseen events create situations where the personnel fill for an organization is no longer in synchronization
with Army manning guidance. The G-1/AG is responsible for attempting to resolve subordinate command
manning issues internally before involving higher echelons.
3-14. The personnel distribution plan allows G-1/AG and S-1 sections to know where to assign incoming
Soldiers. Based on the mission, a brigade S-1 may maintain different fill levels for subordinate units, which
may not be consistent with their authorized manning level. Key considerations for developing the personnel
distribution fill plan include––
* Commander’s priorities.
* Unit personnel readiness reports, tactical SOPs, OPLANS, and related plans and reports.
* Replacement forecasts as well as casualty and RTD estimates. Lessons learned from deployments
highlight the need for S-1s to manage these Soldiers as they often return from different roles of
medical support, both within theater and from locations outside theater.
* Critical shortages by grade, additional skill identifier, special qualification identifier, MOS, and
area of concentration.
* Changes to OPLANs and OPORDs. |
1-0 | 56 | Chapter 3
* Specific manning requirements for squads, crews, and teams.
* Timelines for exercises, train-up, and deployment.
CASUALTY ESTIMATION AND REPLACEMENT REQUIREMENTS
3-15. The Army G-1 is the functional proponent for overall casualty estimation (killed-in-action, captured,
missing-in-action, and wounded-in-action, disease and non-battle injury) and coordinates with the Army
Surgeon General for Army evacuation rates to support projected manning requirements. Replacement
requirements consist of killed-in-action and evacuated Soldiers not RTD, prisoners of war, and
missing-in-action. Casualty estimation is conducted at ASCC-level and above as part of the planning process
for contingency operations and approved by the combatant commander. Casualty estimates should also be
conducted at levels below the ASCC for specific operations and to provide better fidelity in personnel
replacement and medical requirements for planners at those echelons. Casualty estimation is always
conducted in collaboration with the other staff planners.
3-16. Human resources planners require close coordination with the ASCC G-1/AG/HROC theater CIC, as
well as the SPO officer in the TSC, ESC, DSB, and sustainment brigade concerning casualty estimates and
replacement requirements to ensure HR planners properly synchronize efforts with logistics and medical
planners. Casualty estimates support operations planning, future force planning, and staff training. Casualty
estimation and replacement requirements are planned during COA development to assess force strength for
missions within the concept of operations and scheme of maneuver to establish communications and
electronic interface for personnel accounting and patient tracking early and enable timely and accurate
information, especially during LSCO.
3-17. Mass casualties must be included in the planning process, as well as processing large-scale
replacements. The ASCC G-1/AG must continuously coordinate with corps and divisions for proper
replacement allocation of replacement seats in the time-phased force and deployment data (TPFDD). During
LSCO, planners must consider a large sustained rate of casualties. Specific estimates are established by the
ASCC during the planning process. These casualties will vary in severity of injury and represent
killed-in-action, wounded-in-action, and disease and non-battle injuries. Due to a portion of injured Soldiers
being RTD, Army HR planners should anticipate having to replace only a portion of the total casualties and
any prisoner of war or missing-in-action personnel based on approved casualty estimates.
3-18. The ASCC G-1/AG is responsible for developing replacement requests, as part of the deliberate
planning process. For those requirements that are not sourced with unit replacements, the HRC assists Army
commands in developing NRP force packages by using a reinforcement sourcing process. This process guides
collectively trained Soldiers in crews, teams or squads to combat in a manner that preserves their morale and
fighting spirit, benefiting them and the units they join.
ACHIEVING REALISTIC CASUALTY ESTIMATES
3-19. Ensuring realistic casualty estimates is critical to the planning and resourcing of replacement
operations. The MPTk is the only approved casualty estimation tool and consists of a suite of tools combined
into a single desktop application. It supports the joint medical planning community and provides users with
a means of estimating required replacements by MOS and pay grade. The medical planning tools within the
MPTk used for deriving casualty estimate rates for operational planning are the Patient Condition Occurrence
Frequency Tool, Casualty Rate Estimation Tool, and the Expeditionary Medical Requirements Estimator.
Used collectively, these tools provide data and versatility to enhance medical planning efficiency. As these
planning tools are medical focused versus HR focused, certified operators will receive in-depth training on
the usage of these tools.
3-20. The Patient Condition Occurrence Frequency Tool provides a means to estimate the probability
distribution for illnesses and injuries that may occur across the range of military operations, based on
empirical data and expressed in international classification of disease codes. It allows the user to store, edit,
export, import, and manipulate these distributions to better fit planned operations. The tool generates precise,
expected, patient probability distributions. These mission-centric distributions include combat, humanitarian
assistance, and disaster relief. |
1-0 | 57 | Man the Force
3-21. The Casualty Rate Estimation Tool provides the capability for planners to emulate the operational plan
to calculate the combat and non-combat injuries and illnesses that would be expected during military
operations. Casualty estimates can be generated for ground combat, ship attacks, fixed facilities, and natural
disasters. Patient streams are based on the casualty estimate and the user selected Patient Condition
Occurrence Frequency Tool distribution. The Casualty Rate Estimation Tool uses stochastic methods to
generate wounded-in-action and killed-in-action estimates and can therefore provide quantile estimates in
addition to mean value estimates.
3-22. The Expeditionary Medical Requirements Estimator estimates the operating room, intensive care unit
bed, ward bed, theater evacuations, and blood product requirements for theater hospitalization based on a
given patient load. Patient loads are based on a user specified average daily patient count or patient streams
derived from the Casualty Rate Estimation Tool. The Expeditionary Medical Requirements Estimator uses
stochastic processes to allow users to evaluate risk in medical planning. It also stratifies the rate by MOS and
pay grade distribution to enable the planning and resourcing for replacement operations.
RECONSTITUTION
3-23. Commanders should prepare for greater losses to personnel, supplies, and equipment in their
formations because of the highly destructive nature of LSCO. Even with continuous and effective sustainment
support, units may rapidly become combat ineffective because of enemy action. Commanders at all levels
must be prepared to conduct reconstitution efforts to return ineffective units to a mission capable status as
quickly as possible to meet campaign objectives.
3-24. Reconstitution operations are actions planned and implemented by a commander to restore attrited
units’ combat effectiveness commensurate with the mission requirements and available resources.
Reconstitution should be considered when the operational pace, mission, or time, or demand does not allow
normal replacement operations to restore combat power. Reconstitution restores combat power to the levels
necessary, within a limited time to continue the fight. This restoration is beyond the capabilities and available
time of normal day-to-day sustainment action. Reconstitution requires both generating and operating force
involvement. Key considerations for reconstitution operations are: combat readiness of the unit, mission
requirements, risk, and the availability of replacements. Commanders must decide what type of reconstitution
effort would be best for the organization based on METT-TC.
3-25. Reconstitution is not a sustainment operation, although sustainment plays an integral part. All
sustainment functions are executed during reconstitution. It is not simply about replacing equipment; HR,
medical, supply, and maintenance personnel work closely with maneuver forces to rebuild combat power.
Personnel readiness management is a critical factor in the reconstitution process. Personnel readiness
managers and HR planners at all levels must understand the concepts of reconstitution and plan to support
commanders in their efforts to sustain combat power.
3-26. Reconstitution encompasses two major efforts–reorganization and regeneration. Reorganization is the
expedient cross-leveling of internal resources within an attrited unit in place to restore necessary combat
effectiveness as directed by the unit commander. Regeneration is the rebuilding of a unit and requires time
and resource intensive operations which includes equipment repairs/replacements, supply replenishment,
mission essential training, and personnel replacements IAW theater commander guidance.
REORGANIZATION
3-27. Reorganization is action to shift resources within an attrited unit to increase its combat effectiveness.
Commanders of all types of units at each echelon conduct reorganization. Reorganization may be conducted
when the operational tempo is such the risk for removing a unit from the operation may jeopardize the
mission. There are two types of reorganization operations: immediate and deliberate. The type of
reorganization operation executed is based on mission variables. Both types of reorganization may include
such measures as cross-leveling personnel and equipment, matching operational weapon systems with crews,
and forming composite units (joining two or more attrited units to form a single mission-capable unit). |
1-0 | 58 | Chapter 3
Immediate Reorganization
3-28. Immediate reorganization is the rapid and usually temporary restoration of attrited units to minimum
levels of effectiveness. Normally, the commander implements immediate reorganization in the combat
position or as close to that site as possible to meet near-term needs. Immediate reorganization consists of
cross-leveling personnel and equipment, matching weapon systems to crews, or forming composite units
(joining two or more attrited units to form a single-mission capable unit).
Deliberate Reorganization
3-29. Deliberate reorganization is conducted when more time and resources are available. It usually occurs
farther away from hostile activity than immediate reorganization. Deliberate reorganization procedures are
similar to those for immediate organization; however, some replacement resources may not be available. In
this case, equipment repair can become intensive making more extensive cross-leveling possible.
REGENERATION
3-30. Regeneration is the intentional restoration of unit’s combat power and is considerably more resource
intensive than reorganization. It is also time intensive and normally requires days to weeks to execute.
Regeneration is an extraordinary action and requires large-scale replacement personnel, equipment, and
supplies. It may involve reestablishing or replacing the chain of command and conducting mission-essential
training to get the regenerated unit to a required readiness standard. Because of the intensive nature of
regeneration, it occurs at a designated regeneration site after the unit disengages from combat operations.
The regeneration site is normally situated in a relatively secure location away from the battlefield, but still
most conducive to regenerate combat power under the constraints of time and geography.
3-31. The Individual Replacement System and the Small Team Replacement System (4-9 Soldiers) is used
during replacement operations to resource both reorganization and regeneration. Commanders may elect to
regenerate a unit after assessing it as combat ineffective. It is unique in two specific ways. First, it is the only
form of reconstitution that does not occur in contact with the enemy. Second, it requires establishing a
regeneration task force to oversee the rebuilding of the regenerated unit’s command structure and manage
resources as the regenerated unit’s command, staff, and tactical competencies are restored. The command of
a unit receiving reinforcements or reorganizing retains autonomy, but a regenerated organization requires
readiness validation before returning to mission. If units are severely degraded that they may not be
regenerated, then personnel and equipment are reassigned as part of the replacement system and the unit’s
heraldry is returned to the strategic support area for rebuilding as a part of the force generation process, or
permanently retired.
SUSTAINABLE READINESS OVERVIEW
3-32. The Army must sustainably generate ready and responsive forces over time to enable their projection
and employment as an essential part of joint and combined forces necessary for the effective execution of
unified land operations. The Army uses sustainable readiness to inform, synchronize, and integrate force
generation tasks and processes at strategic, operational, and tactical levels across the near-, mid-, and
long-term. Sustainable readiness does this by providing the Army a common set of processes, models, and
mindset that seek to maximize opportunities to build and maintain decisive action readiness at all times.
Sustainable readiness operates on the understanding that a modern military force necessitates the integration
of force generation elements and readiness attributes across key DOD and Army-wide processes down to the
unit-level to sustainably build and maintain force readiness.
3-33. Sustainable readiness encompasses the planning, preparing, execution, and assessment of the Army’s
force generation process. Sustainable readiness informs the Army’s resource decisions to maximize both
mission and response readiness of the total Army force to meet known, emergent, and contingent
requirements for the Army forces. The execution goal of the sustainable readiness process is to meet the
readiness objectives agreed to by the Army’s senior leadership. These readiness objectives are developed
during sustainable readiness planning and preparing phases and are informed by the readiness requirements
placed upon the force as well as the resources available. Sustainable readiness must focus on increasing and
maintaining unit personnel, supply, readiness, and training rating, maximizing the use of available resources. |
1-0 | 59 | Man the Force
Sustainable readiness reflects an Army mindset change to being ready all the time, thereby achieving
readiness consistent with current military strategy, threats to national security, and resourcing levels. For
detailed information regarding sustainable readiness, refer to AR 525-29, which describes Army policy for
its force generation operations and processes, and establishes policy for its sustainable readiness process to
provide ready and responsive forces necessary for the effective execution of unified land operations.
3-34. Within the process, Army command and elements of the Army staff are integrated to better leverage
and inform those existing enterprise-level decision-making forums and build force readiness. To achieve this,
the sustainable readiness process projects an accurate operational demand enabling the Army to meet ordered
current operations (known requirements) and mitigate the risk to respond to significant emergent or
large-scale contingency operations (contingency requirements). Sustainable readiness provides Army senior
leaders with the appropriate information to make resource investments needed for appropriate and predicable
readiness outcomes, and an analytic framework for balancing near-term readiness requirements with the need
to man, equip, and modernize a force for the future.
SOLDIER AND UNIT READINESS
3-35. Successful unit readiness begins with outlining specific steps G-1/AGs and S-1s must complete to be
prepared for deployment. The time for G-1/AGs and S-1s to plan Soldier and unit readiness activities is
continual to ensure units and individuals are prepared to deploy if notified. Soldier and unit readiness
includes––
* All subordinate units, even those not scheduled to deploy.
* Individuals identified to support rear detachment or home station operations as they may be called
forward.
* Functions of PASR, individual readiness, replacement of non-deployable personnel, and PRM. It
also includes legal, financial, medical and dental, family support, and Soldier well-being matters.
3-36. As part of the planning process, G-1/AGs and S-1s determine how to execute PRM in various
operational settings. Some of these factors include––
* Size of the deployed force.
* Size of the stay behind force and the rear detachment (if any).
* Length of deployment (if known).
* Personnel manning requirements.
* Connectivity at the forward location.
* Number of replacements expected at home station.
3-37. AR 600-8-101, Personnel Readiness Processing, outlines the Soldier readiness program to ensure
Soldiers meet readiness criteria for deployment. The program prepares, certifies, and reports individual
Soldier and unit readiness for deployment, including shortfalls, to the unit commander. Each organization
(brigade and battalion) should include the Soldier readiness program in their unit SOPs. The G-1/AG and S-1
must clearly outline the pre-deployment process and the expectation for commanders. Units should also
advise their higher HQ and the HRC of the process to ensure there are no conflicts associated with
commanders’ expectation versus higher HQ and the HRC direction. For additional information regarding
individual medical readiness requirements, refer to AR 40-502, Medical Readiness, and DA PAM 40-502,
Medical Readiness Procedures.
3-38. Individual Soldier readiness for deployment is just as important as training and equipment readiness.
This requires active discussions on issues and priorities with the commander, G-3/S-3, chief of staff,
executive officer, and command sergeant major. Improperly planned HR support affects the commander’s
ability to make manning decisions based on personnel and the readiness and morale of the forces deployed.
For deploying units, validation is the senior commander’s determination of the unit’s ability to accomplish
the deployment mission. The garrison chief, military personnel division is the military personnel
community’s representative on the installation validation board. Per AR 600-8-101, the process for validation
is typically conducted in three phases:
* Phase I – The unit commander’s unit status report suffices as the initial assessment. Commanders
will no longer report the available status of personnel as it relates to unit readiness reporting, but |
1-0 | 60 | Chapter 3
will instead report the deployable status of all personnel through the Army’s readiness reporting
system as it relates to unit personnel readiness status. Units will measure personnel readiness using
three metrics: total deployable strength, assigned MOS skills match, and the deployable senior
grade composite-level.
* Phase II – Soldier readiness processing accomplishes the readiness improvement portion of the
validation process and ensures all Soldiers meet the readiness requirements.
* Phase III – The deployment processing activities described in AR 600-8-101 provides information
for the installation final validation assessment and deployment decision-making process.
3-39. Upon notification of deployment, initial efforts must be concentrated in the following areas:
* Accountability for assigned and attached personnel. This is crucial as personnel may be on
temporary duty (TDY), attending school, or in authorized leave status. If required, the S-1 may
recommend the commander recall personnel on TDY, attending non-DA sponsored schools, or in
an authorized pass or leave status. Submit all requests to recall personnel attending DA sponsored
schools through the chain of command to HQDA.
* Verify the non-available status of all Soldiers and update required databases as required.
* Initiate reassignment actions for Soldiers who remain non-available for the duration of the
deployment.
* Cross-level personnel within the unit as necessary.
* Coordinate RC cross-levels from external RC donor units to include the Individual Ready Reserve.
3-40. Other pre-deployment actions include–
* Support or coordinate PRM requirements for deploying units.
* Ensure the HRC has the correct distribution management sub-level mapping for deploying units.
* Publish a unit schedule and conduct SRP IAW AR 600-8-101, chapter 5.
* Complete DA Form 7425 (Readiness and Deployment Checklist).
* Conduct a deployment brief for unit personnel and their spouses.
* Coordinate appropriately with the family readiness group leaders.
* Coordinate issuance of CACs for DOD and DA Civilians and CAAF before deployment.
* Request HQDA, DCS, G-3/5/7 Force Management, to establish derivative unit identification
codes (DUICs) for PASR of personnel not deploying. Units can also use the codes as an interim
placement until replacement personnel are assigned to a specific unit.
* Ensure rear detachment HR support is established for the period of the deployment.
* Ensure the rear detachment obtains access and permissions to the appropriate HR systems and
databases.
* Confirm all S-1 personnel are trained on HR systems and databases.
* Coordinate with supporting medical and dental activities (for example, medical records review for
immunization requirements, verify the panographic dental X-Ray and the deoxyribonucleic acid
or DNA sample is on file, and verify profiles of medically disqualified personnel via the Medical
Protection System).
* Verify Soldier financial readiness.
* Update Soldier data elements affecting pay.
* Review and update Soldier records, with attention to data elements affecting deployable status.
* Ensure the Interactive Personnel Electronic Records Management System correctly reflects the
DD Form 93 and Service members’ Group Life Insurance Certificate of Coverage.
* Coordinate with the appropriate staff section for preparation of Isolated Personnel Reports.
* Verify S-1 personnel security clearances.
* Identify required evaluation reports.
* Verify CAC and ID tags; replace or reissue as required.
* Coordinate legal services, wills, and powers of attorney. |
1-0 | 61 | Man the Force
* Ensure training and certifications completion for all assigned rear detachment sergeant first class
through sergeant major, chief warrant officer/CW2, and captain through colonel, for casualty
notification and assistance officers.
* Be familiar with fatal incident requirements and briefing responsibilities per AR 638-34, Army
Fatal Incident Family Brief Program.
3-41. The S-1 should provide the S-3 with the unit's incoming gains roster to designate times and resources
for theater specific individual readiness training. This coordination and execution before departure will
directly affect a unit's deployed strength.
3-42. Battalion S-1s coordinate with the unit commanders to ensure they closely monitor medical readiness
programs routinely. The non-deployable categories increasing the most before deployment are temporary and
permanent profiles and referrals to the MAR2/Medical Evaluation Board/Physical Evaluation Board.
Battalion S-1s should reinforce to unit commanders the need for them to monitor their Soldiers continuously
to ensure they complete their regular birth-month medical checks. These checks are a precautionary step in
identifying medical conditions and correcting them before deploying. Battalion S-1s should encourage
commanders to make decisions on Soldiers who are borderline for deployment as early as possible. If
deployability decisions are made just before deployment, there may be insufficient time for brigade S-1s to
work replacements before deployment. Below are common medical boards and programs that involve S-1s:
* MOS Administrative Retention Review (MAR2). An administrative board authorized under AR
635-40, Disability Evaluation for Retention, Retirement, or Separation, but not part of the
Disability Evaluation System. It is held for Soldiers whose medical condition(s) are determined
by the appropriate medical authority to meet the medical retention standards in chapter 3, AR
40-501, Standards of Medical Fitness, but nonetheless require duty limitations necessitating a P3
profile. The MAR2 evaluates whether the profile limitations prevent the Soldier from satisfactorily
performing primary MOS or area of concentration duties in a worldwide field or austere
environment. The MAR2 evaluation may result in retention in primary MOS or area of
concentration, reclassification, or referral to the Disability Evaluation System.
* Medical Evaluation Board. The Medical Evaluation Board is an informal process conducted IAW
AR 635-40 which is phase 1 of the Disability Evaluation System. The designated medical authority
refers Soldiers directly to the board when the Soldier has reached the medical retention
determination point for a condition(s) that individually or in combination fails the medical
retention standards of AR 40-501, chapter 3. Per AR 635-40, the Disability Evaluation System
begins as of the earliest approval signature of the DA Form 3349 (Physical Profile); thus, a Soldier
is in the system before the completion of the Medical Evaluation Board. When a MAR2 evaluation
results in a referral to the Disability Evaluation System, the Soldier is in the system as of approval
of the MAR2 decision. The Medical Evaluation Board cannot return a MAR2-referred Soldier to
the Disability Evaluation System unless the board upgrades the Soldier’s profile to a P2 or P1, in
addition to confirming the Soldier’s condition(s) meet medical retention standards.
* Physical Evaluation Board. The Physical Evaluation Board is conducted per AR 635-40. An
informal Physical Evaluation Board initially adjudicates all cases, which is essentially a paper
board. In accordance with 10 USC 1214, no Soldier may be separated without a full and fair
hearing if the Soldier demands one. The full and fair hearing is the formal Physical Evaluation
Board. Board findings are not final until approved by the U.S. Army Physical Disability Agency
for the Secretary of the Army. Certain cases require higher-level approval.
* Warrior Transition Unit. Personnel undergoing medical care and rehabilitation may be assigned
or attached to a warrior transition unit. Warrior transition units are for Soldiers with complex
medical needs requiring six months or more of treatment or rehabilitation. Commanders must clear
uniform code of military justice actions, other legal actions, investigations, property/hand receipt
issues, and LOD determinations before transferring Soldiers to a warrior transition unit.
* Community Based Warrior Transition Unit. The community based warrior transition unit
functions as a warrior transition unit for Soldiers who receive medical care in their community at
DOD or Department of Veterans Affairs health care facilities. Community based warrior transition
units primarily provide outpatient care management and transition services for USAR and ARNG
Soldiers who do not need day-to-day medical management provided by warrior transition units on
Army installations. Community based warrior transition units perform command and control |
1-0 | 62 | Chapter 3
functions, and provide administrative support, medical case management, and medical processing
for assigned Soldiers. Regular Army Soldiers may be attached to a community based warrior
transition unit on a case-by-case basis.
3-43. Commanders and leaders at all levels have the responsibility to build and sustain individual resilience
and unit readiness within their formations. It is critically important to identify any Soldier readiness issues
and address them immediately. Responsibility and accountability lie solely on unit commanders for ensuring
readiness is maximized at the unit-level continually. The SRP team from installation and staff agencies
supports both unit and individual annual SRPs under the general leadership of the directorate of plans,
training, mobilization, and security. Based on installation or community size and mission, the team may
operate full time and consist of representatives from specific installation or community staff agencies. These
agencies include but are not limited to––
* Personnel.
* Medical.
* Dental.
* Provost Marshal Office.
* Military pay.
* Security.
* Legal.
* Logistics.
* Operations.
* Transition Assistance Program Center.
3-44. As directed by AR 220-1, Army Unit Status Reporting and Force Registration – Consolidated Policies
and DA PAM 220-1, Defense Readiness Reporting System-Army Procedures, Army units report their combat
readiness each month on the unit status report. This document identifies the status of personnel, supply,
equipment, and training readiness. It informs HQDA of current factors degrading the unit’s readiness and
helps commanders at all levels to allocate resources, determine trends, and identify authorizations versus the
unit's wartime requirement. The personnel data portion reflects the unit's percentages on assigned strength,
available strength, available senior grade, available MOS qualified strength, personnel turnover rate, total
non-available personnel by category, and the unit’s overall personnel rating.
MANAGEMENT OF DERIVATIVE UNIT IDENTIFICATION CODES
3-45. Derivative unit identification codes must be registered in the Defense Readiness Reporting
System-Army database; otherwise, S-1s will not be able to view authorization reports. The Defense
Readiness Reporting System-Army is the Army’s official unit status reporting database and the authoritative
database of record and central registry for all approved Army units, organizations and installations. The
DUICs are used in HR systems to identify units and their teams, as well as split-unit elements associated with
a parent organization (battalion or brigade units). The DUICs are assigned to organic elements of
organizations that require separate UIC registration. Split-unit elements are physically located away from the
parent organization. The DUICs also have a PRM replacement function because assignment and efficient
distribution of inbound NRP to DUICs is expected.
3-46. The DUICs are also used to assign a different unit identification code from the parent unit to elements
that remain at the unit’s home location under the purview of the unit commander when the commander and
a portion of the unit deploy. Under the DUIC, the rear detachment accounts for non-deploying personnel
assigned to rear detachment during a deployment to receive replacements and to maintain property
accountability. The DUIC is inactivated when the unit redeploys to the home-station and may be maintained
for future use.
3-47. Rear detachment Soldiers are referenced with a rear detachment code on the commander’s unit status
report. Commanders use the remarks column in the unit status report to provide additional details on Soldiers’
rear detachment code. The Defense Readiness Reporting System-Army Portal lists and explains rear
detachment codes. The codes only apply to deploying and deployed units, and are only used to indicate the
reason(s) that a Soldier who is assigned or attached to a deploying or deployed unit will be or remains in the |
1-0 | 63 | Man the Force
rear detachment. The codes replicate those established and used in electronic Military Personnel Office
(eMILPO) for use by deploying or deployed units in the rear detachment reports submitted separately to
Army personnel managers. Unit commanders use their remarks to clearly explain why any available Soldier
will be or is in the unit’s rear detachment.
3-48. Brigades have a responsibility for self-managing the use of their own DUICs. To ensure Soldiers are
assigned to the correct location, HR leaders and S-1s must reconcile all unit identification codes and DUICs
monthly.
SECTION II – PERSONNEL ACCOUNTING AND STRENGTH REPORTING
3-49. Soldier accountability is the responsibility of commanders at all echelons during peacetime,
mobilization, combat, and other types of deployments. Deployment encompasses all activities from origin or
home station through destination, specifically including intra-continental United States, inter-theater, and
intra-theater movement legs, staging, and holding areas. Various HR accountability and strength reporting
resources are used for this process. The objective of PASR is to account for Soldiers, military members of
other Services, DOD and DA Civilians, and CAAF; report other strength-related information, such as duty
status, unit of assignment, and specialty codes; and update HR databases and systems at all levels.
Information gained through PASR provides personnel readiness managers the details necessary to analyze
personnel strength as a component of combat power. This information is also used by other HR leaders to
plan and provide HR support. The following paragraphs discuss the responsibilities of PASR. Refer to AR
600-8-6, Personnel Accounting and Strength Reporting, for detailed information regarding policies,
standards, and requirements for performing PASR.
3-50. Personnel accounting is the reporting of by-name data on Soldiers, DOD and DA Civilians as they
arrive and depart units, and management of the location and duty status of every person assigned or attached
to a unit. The Army’s personnel accounting system, eMILPO, accounts for joint, interagency,
intergovernmental, and multinational personnel when directed and eligible family members during
noncombatant evacuation operations. Strength reporting is a numerical end product of the personnel
accounting process. It is achieved by transforming the by-name data into a numerical end product that, when
compared to unit authorized strength, drives Army readiness and personnel readiness.
3-51. Personnel accounting is one of the most important functions a battalion or brigade S-1 performs on a
continual basis, regardless of location or environment. Data accuracy is critical to the personnel accounting
process. Promptly entering personnel accountability changes is crucial to providing commanders, strength
managers, and manpower analysts at HQDA a correct strength picture of the Army and individual units.
Personnel accounting is the key factor used for conducting strength reporting.
3-52. Personnel accounting includes the by-name recording of specific data on arrivals and departures of
personnel from their units, duty status or grade changes, assignment eligibility and availability codes, and
MOS/specialty codes. It is extremely important for battalion and brigade S-1 HR professionals to be
competent in using HR systems and databases and to understand the personnel accounting reporting process.
3-53. The personnel accounting process is crucial to the Army’s entire PIM system. Not only is personnel
accountability maintained by units, but also as personnel enter, transit, and depart theater. Currently, the HR
Authorization Report located in eMILPO serves as the source document for battalion and brigade S-1s,
reflecting the slotting of assigned personnel. Other personnel accounting tasks include––
* Account for military personnel individually in DTAS, IPPS-A, eMILPO, and Regional Level
Application Software.
* Collect, process, and sort personnel accounting data about Soldiers, CAAF including other theater
designated contractor personnel, and DOD and DA Civilians.
* Track and account for transiting personnel in DTAS.
3-54. The Army uses DTAS in a deployed environment and is the official database of record for personnel
accounting for all assigned or attached military Services. It provides HR professionals and commanders at
all levels with a tool to accurately account for and report military and DOD and DA Civilians. The
Synchronized Pre-deployment and Operational Tracker (SPOT) is the DOD enterprise system that provides
personnel accounting for CAAF and other designated contractor personnel in an operational area. In the event |
1-0 | 64 | Chapter 3
DTAS and SPOT systems are not available for any reason (for example, denied network) reports such as the
personnel status report, also commonly referred to as the PERSTAT report, must be completed manually.
Personnel status reports are snapshots taken in time to account for each unit’s personnel in a standardized
format so that it can easily be transmitted via voice if necessary and so that it is compatible in a
joint/multinational environment. Refer to FM 6-99, U.S. Army Report and Message Formats, for the Army’s
standardized PERSTAT format for all units.
3-55. Personnel strength reporting is a command function conducted by G-1/AGs and S-1s to enable analysis
of manning levels and readiness, which provides a method of measuring the personnel component of combat
power. As strength reports impact tactical decisions during LSCO, the timely and correct duty status of
individuals are critical to the strength reporting process. Strength reporting includes reporting all personnel
who deploy with the force. This includes Soldiers, military personnel from other Services, DOD and DA
Civilians, and CAAF personnel.
3-56. The strength reporting process is performed at all echelons of the Army command structure, to include
unit S-1s processing strength related transactions into various HR systems, which drives Army readiness and
personnel readiness and ends with the production of a PERSTAT report (joint PERSTAT in a joint
environment). This report can be either manual or automated. Timely updating of data is gained in the
strength reporting process by generating reports from HR systems performing personnel accounting
functions. Data must be reconciled to be consistent between personnel accounting enabling systems to
increase data accuracy. Additionally, automated processing is capable of simultaneous versus sequential
reporting, which provides greater responsiveness to HR professionals and their commanders.
3-57. The strength reporting process provides commanders with a snapshot of the personnel component of
their unit’s combat power and capabilities. Within a deployed theater, the ASCC G-1/AG establishes
PERSTAT reporting requirements for unit strengths to include required as of times. When operating in a joint
environment, the joint PERSTAT contains similar data elements as the PERSTAT.
3-58. The PERSTAT should not include local nationals, foreign national contractors (unless specifically
theater designated as CAAF), or detainees. The PERSTAT or joint PERSTAT provides boots on the ground
numbers and reflects all civilians (DA and DOD and CAAF including other theater designated contractor
personnel) and all military personnel from each Service assigned, attached, or under operational control and
present in theater of operations at the time of the report.
3-59. The use of command and support relationships in personnel strength reporting operations must be
clearly understood by the losing and gaining S-1 section, to ensure there is no double counting of task
organized units. Unless stated otherwise in orders, strength reporting requirements follow the ADCON
command relationship reporting lines. The most common discrepancy with strength reporting is the double
counting of units the day of a change in task organization. Effective date and time groups for task organization
changes are critical to reporting timelines and the as of data reflected in strength reports. Battalion and brigade
S-1 sections maintain operational awareness for task organization changes and ensure strength reporting
reflects task organization changes. The S-1 must communicate laterally to ensure the gaining and losing S-1
is clear on reporting conditions. Figure 3-2 depicts the PASR reporting process and the PASR information
flow. |
1-0 | 65 | Man the Force
Figure 3-2. Personnel accounting and strength reporting flow
3-60. For contractor personnel, the DOD designates the SPOT as the enterprise system to manage and
maintain by-name accountability of CAAF and other designated contractor personnel in the AO. The tracker
is a web-based application allowing authorized users to view, input, and manage contractor personnel
pre-deployment, accountability, and location data.
3-61. Contractor personnel accounting includes using SPOT to identify, capture, and record the personal
identification information and assigned location of individual contractor employees. Without such
information, it is impossible to integrate CAAF into military operations, especially when it comes to
determining and resourcing government support requirements such as facilities, life support, force protection,
and Army Health System support in hostile or austere operational environments. Contractor personnel
accounting information can also be aggregated and used to provide commanders contractor personnel
visibility. Contractor personnel visibility includes information on the location, movement, status, and identity
of contractor personnel, which facilitates the capability to act upon that information to improve overall
performance of contracted support to the mission.
3-62. Commanders maintain accountability of Army Civilians, CAAF, and AAFES and ARC employees
assigned or attached to support contingency operations. The CAAF coordination cell, attached to the Army
field support brigade (AFSB), assists in establishing and maintaining the tracking and accountability of all
CAAF and other contractors as directed. The AFSB logistic branch uses SPOT and the Joint Asset Movement
Management System to accomplish their CAAF accountability and tracking missions, and incorporates
contractor numbers in their reports to the TPOC and ASCC G-1/AG. The ASCC G-1/AG is responsible for
developing PASR policies for contractors. The TPOC, G-1/AGs, and S-1s execute these policies. The
G-1/AG monitors the personnel accountability process to ensure subordinate units are executing it properly.
Refer to ATP 4-98, Army Field Support Brigade, and ATP 4-10/MCRP 4-11H/NTTP 4-09.1/AFMAN
10-409-O, Multi-Service Tactics, Techniques, and Procedures for Operational Contract Support, for
additional information on SPOT and CAAF accountability.
KEY TERMINOLOGY
3-63. Listed below are key terms commonly used in personnel strength reporting:
* Assigned Strength includes all Soldiers currently assigned on orders to the unit; however, the
Soldier’s duty status may vary. |
1-0 | 66 | Chapter 3
* Attached strength includes attached units and Soldiers in the personnel strength report of the
gaining commander (attached units are fed; housed; armed; receive replacements; mail; and so
forth, by the gaining commander). Commanders (S-1s) of attached units provide the gaining HQ
personnel data on their Soldiers, normally in an electronic format. The next higher HQ that own
both units provide the attachment orders.
* Authorized Strength includes unit peacetime requirements; the number against which personnel
assignments are made and can normally be found on a unit’s modified table of organization and
equipment or an RC unit’s mobilization/deployment order, may be directed by the personnel
manning authorization document.
* Operating Strength reflects the number of Soldiers who are available to deploy as compared to
authorizations. This relates to available strength on the unit status report and does not include
Soldiers who are non-deployable or not available.
* Personnel Requirements Report lists unit personnel replacement requirements by grade and MOS,
and is based on comparison of authorized versus assigned strength. The standard information
source at all echelons is the HR system of record. If that source is unavailable, units must prepare
reports manually.
* Personnel Summary Report displays a unit’s personnel strength in aggregate numbers as of a given
time. It reports strength by personnel category (officer, warrant, enlisted, civilian, and CAAF),
gains, losses, and duty status changes since the last report. Commanders and personnel readiness
managers use the report to assess organizational combat power and set priorities.
* Required Strength includes unit wartime requirements found on a unit’s modified table of
organization and equipment or an RC unit’s mobilization/deployment order.
* Task Organization includes military forces, units, and individuals grouped under one command
for the accomplishment of a specific operation or assignment.
PERSONNEL ACCOUNTING AND STRENGTH REPORTING
RESPONSIBILITIES
3-64. The following paragraphs outline the PASR responsibilities at various echelons of command.
ASCC G-1/AG
3-65. The ASCC G-1/AG PASR responsibilities include––
* Deploy individuals as part of the early entry element to manage and monitor personnel accounting
as part of the early entry module.
* Establish personnel strength reporting plans and policies reflecting detailed reporting procedures,
timelines, formats and responsibilities (who reports to whom), in coordination with the JTF/joint
force land component command/combined force land component command J-1.
* Establish connectivity with the HRC, RC personnel offices, rear detachments (as required),
appropriate joint HQ/other Services/federal agencies, and continental United States replacement
center (CRC).
* Collect, reconcile, correlate, analyze, and present critical PASR information to the ASCC
commander and personnel readiness managers.
* Conduct reassignments to meet operational requirements (coordinate with subordinate G-1/AG
and S-1s and the HRC).
* Assist with a directed Personnel Asset Inventory for any subordinate unit when the unit’s strength
imbalance between eMILPO, Regional Level Application Software, IPPS-A, and the TAPDB is
two percent or more or when DTAS and unit PERSTATs are out of balance IAW theater policy.
* Manage and maintain ASCC personnel strength reporting information.
* Prepare and maintain PERSTAT or joint PERSTAT, personnel summaries, and personnel
requirements reports.
* Monitor, analyze, and validate unit strengths to recommend replacement priorities to the ASCC
G-3. |
1-0 | 67 | Man the Force
* Predict and validate personnel requirements based on current strength levels, projected gains,
estimated losses, and the projected number of Soldiers and Army Civilians returned to duty.
* Develop theater personnel distribution plans and allocate theater NRP replacements.
CORPS G-1/AG AND DIVISION G-1
3-66. Corps G-1/AGs and division G-1s monitor deployed personnel accounting systems to ensure
compliance with ASCC guidance and timelines, and resolve corps and division personnel accountability
issues. Since SRC 12 formations exist to improve unit personnel accountability, coordination with the TPOC
and or supporting HROB is critical. The corps G-1/AG or division G-1 perform ASCC personnel strength
reporting responsibilities when serving as the Army Force G-1/AG, and establish and enforce reporting
requirements for subordinate units. Refer to ATP 1-0.1 for specific PASR responsibilities of the corps
G-1/AG and division G-1.
HROC
3-67. The ASCC HROC supports the ASCC G-1/AG in accomplishing personnel accountability and strength
reporting for the theater. The ASCC HROC provides additional personnel asset visibility and coordinates
with the TPOC personnel accountability and systems division regarding the deployed database hierarchy
management to the ASCC G-1/AG. Corps and division HROCs assists the corps G-1/AG and division G-1
sections in accomplishing personnel accountability and strength reporting for corps and division AORs.
BRIGADE/STB S-1 (GENERAL OFFICER-LEVEL HQ)
3-68. Brigade/STB S-1 sections maintain accountability for assigned or attached personnel, to include
replacements and RTD Soldiers, Army Civilians, CAAF including other theater designated contractor
personnel, and multinational personnel, as required. They collect, summarize, analyze, update, and report
personnel strength information to the G-1/AG or higher HQ, and monitor duty status change information (for
example, present for duty, wounded-in-action, killed-in-action, and missing-in-action).
3-69. The brigade S-1 is typically the lowest level at which strength is coordinated and reported to HRC.
Although the battalion S-1 internally tracks its units’ strength and provides this information to the brigade
S-1, all coordination for replacements are executed at the brigade-level. Brigades typically coordinate
independently of the division/corps/ASCC G-1/AG, although they often have oversight of their brigades’
progress. Refer to ATP 1-0.1 for specific PASR responsibilities of the brigade/STB S-1 section.
BATTALION S-1
3-70. Battalion S-1 sections maintain accountability for assigned or attached personnel, to include
replacements and RTD Soldiers, Army Civilians, CAAF including other theater designated contractor
personnel, and multinational personnel, as required. They collect, summarize, analyze, update, and report
personnel strength information to the brigade S-1, and perform error reconciliation between the manual
PERSTAT and DTAS daily. Refer to ATP 1-0.1 for specific PASR responsibilities of the battalion S-1
section.
TPOC, PERSONNEL ACCOUNTABILITY AND SYSTEMS DIVISION
3-71. The personnel accountability and systems division coordinates with the local network enterprise center,
establishes and manages the theater-wide personnel accountability database as directed, and maintains theater
HR systems. The division is responsible for coordinating with the HROBs and TG PAT for the
recommendation of the emplacement and displacement of HR squads performing a personnel accounting
mission, providing technical guidance, and maintaining visibility of personnel transiting inter and
intra-theater ports of debarkation. The division produces data, reports, and other information for the ASCC
G-1/AG that is required for the analysis of strength reporting, casualty, postal, and personnel accounting
operations. The personnel accountability and systems division ensures all systems remain active and properly
synchronized to receive data from both the supporting personnel accountability elements and the G-1/AG
and S-1 sections operating in the AO. The division coordinates with the HROBs to ensure systems are |
1-0 | 68 | Chapter 3
established and resourced to effectively perform missions. Specific responsibilities of the division include,
but are not limited to––
* Execute personnel accountability IAW the policies and priorities established by the theater
G-1/AG.
* Utilize applicable HR systems to prepare, collect, and analyze required reports to maintain
situational awareness of theater personnel accountability status and operations.
* Maintains the functionality of the theater database hierarchy and adjusts as the ASCC G-1/AG and
G-3 updates and modifies task organization.
* Provide assistance and support to the ASCC G-1/AG in developing and executing the R&R
program.
* Conduct staff assistance visits for HR squads performing personnel accounting missions.
* Upload HR enabling systems software to manage personnel accounting information from HR
elements and supported G-1/AGs and S-1s.
* Perform DTAS data quality control checks.
* Reconcile data between other HR systems.
* Provide technical guidance and training support to HR elements (TG PAT, HROB, and HR squads
performing personnel accounting missions) and supported units (G-1/AGs and S-1s) as necessary.
* Ensure HR elements and supporting organizations have the appropriate access level for personnel
accounting, to include NIPRNET and SIPRNET connectivity.
* Advise the theater G-1/AG of any unit who has a strength imbalance between DTAS and the unit
PERSTAT. (Note: The theater ASCC G-1/AG directs units to conduct personnel asset
inventories).
* Ensure all deviations from original assignments are coordinated with the HRC, TG PAT, and
appropriate G-1/AGs and S-1s.
* Ensure transit categories include replacement, R&R, RTD, leave, and unit movements to and from
theater.
* Assist the TSC DMC and the ASCC G-1/AG with planning and operational oversight of personnel
accountability operations in the deployed AO.
* Deploy adequate personnel as part of the early entry element to establish initial theater HR
systems.
* Participate and ensure all systems are included in the planning, deployment, sustainment, and
redeployment process for current and future HR operations.
* Continue to assess and analyze the effectiveness of HR systems throughout current operations.
* Provide data support, information, and reports to the TSC and Army/ASCC G-1/AG as necessary.
HROB
3-72. The HROB is an SRC 63 (Sustainment) organization element within the ESC DMC, DSB SPO, and
sustainment brigade SPO section responsible for the planning, synchronization, coordination, and integration
of personnel accountability support in their individual AOs. The HROB at the sustainment brigade plans
what the HR companies and subordinate platoons executes. The HROB in the sustainment brigade with the
theater opening mission provides technical guidance to the HR company and TG PAT at the theater gateway.
The HROBs at other echelons provide technical guidance for other intra-theater accountability missions
executed by SRC 12 formations. Refer to ATP 1-0.2 for specific personnel accounting responsibilities of the
HROB.
TG PAT
3-73. The TG PAT is the HR organization responsible for coordinating and establishing personnel
accountability at the RSOI point as units and personnel enter, transit, or depart theater of operations. The
mission of the TG PAT is to conduct the personnel accounting portion of the RSOI process, load personnel
data from DTAS, and conduct limited EPS for transient personnel. Refer to ATP 1-0.2 for specific personnel
accounting responsibilities of the TG PAT. |
1-0 | 69 | Man the Force
HR COMPANY/HR PLATOON
3-74. The HR company HQ provides command and control as well as administrative and operational support
to the TG PAT and forward operating HR squads conducting personnel accountability missions. At the
APOD, the operations section provides data integration support and the HR platoons manage the HR squads
conducting personnel accountability missions.
3-75. The HR platoon is a multi-functional platoon with the capability to leverage HR squads to conduct
personnel accounting or HR support to casualty operations missions, depending on mission requirements.
This capability increases the mission flexibility and its ability to support the theater personnel accounting or
casualty operations mission. Refer to ATP 1-0.2 for specific personnel accounting responsibilities of the HR
company and HR platoon.
HR SQUAD (MULTI-FUNCTIONAL)
3-76. Human resources squads execute personnel accountability team missions. One HR squad has the
capability to capture personnel accounting data up to 600 personnel entering, transiting, or departing the
APOD or from an intra-theater APOD. Each HR platoon can process up to 1,800 personnel per day. Refer to
ATP 1-0.2 for specific personnel accounting responsibilities of the HR squad with a personnel accounting
mission.
BATTLEFIELD FLOW
3-77. The ASCC G-1/AG establishes theater policy for personnel strength reporting to include reporting
standards and timelines. Coordination with the ASCC G-6 is necessary to ensure access to NIPRNET and
SIPRNET is established for required HR databases and systems. During LSCO, strength managers must be
prepared to operate with limited or no connectivity because the operational environment will likely result in
disconnected, degraded, or disrupted communications access. The ASCC G-1/AG at echelons must establish
alternate methods of passing critical information by developing and rehearsing alternate, contingency, and
emergency plans to ensure continuity for personnel strength reporting.
* The early entry element of the TPOC establishes the DTAS and initiates database hierarchy
management.
* The HR company, supported by a TG PAT and subordinate platoons, establishes theater personnel
accounting operations at theater reception points (APOD/sea port of debarkation) as they transit
the theater.
* The HR company with the TG PAT ensures all personnel and units arriving in theater are
accurately entered in DTAS. For unit arrivals, the S-1 normally provides a copy of their unit’s
database, which the TG PAT then uploads into DTAS.
* Units have primary responsibility for the strength reporting of their formation, but SRC 12
formations are located at critical points on the battlefield to improve personnel accountability.
3-78. The TG PAT enters all arriving personnel (Soldiers, DOD and DA Civilians, and CAAF) and units in
the system to ensure accurate personnel strength reporting throughout the duration of theater-level operations.
As units and individuals arrive in theater, the HR squad assigned the personnel accounting mission, which
directly affects the effectiveness of deployed personnel strength reporting, records their arrival in theater.
The S-1 sections perform all personnel accounting 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. Units are ultimately responsible for the reported status of their entire formation.
SECTION III – HR SUPPORT TO REPLACEMENT OPERATIONS
3-79. This section describes HR support to replacement operations’ mission, proponency, flow of
replacements, and standards and principles of support. It also describes how the Army intends to establish
and operate a theater Army non-unit related personnel (individual) replacement system. |
1-0 | 70 | Chapter 3
OVERVIEW OF HR SUPPORT TO REPLACEMENT OPERATIONS
3-80. The mission of the replacement system is to move personnel from designated points of origin to
ultimate destinations while ensuring they are equipped and trained. The goal of the individual replacement
process is to fill units with trained Soldiers to maintain operational readiness and sustain combat power for
the commander. The process includes the physical reception, accounting, processing, support, reequipping,
training, and delivery of military and civilian personnel. This includes both replacement and RTD Soldiers.
It does not include the decision-making process associated with determining allocation of replacements,
which is described under PRM.
3-81. Due to the relatively low levels of casualties the Army has experienced during recent conflicts, the
personnel demands on the replacement system have been limited. Although HR formations and G-1/AGs and
S-1s at echelon still have a role in replacement operations, they do not have the holistic responsibility they
did when HR replacement formations existed. The sustainment community has shared ownership over the
execution of replacement operations and is in the process of codifying roles and responsibilities by echelon
and organization. Human resources support to replacement operations includes the following:
* Personnel accounting and strength reporting as part of the reception process at echelon.
* Providing EPS to NRP (individual replacements).
* Informing the sustainment enterprise of allocation decisions so movement of personnel (NRP,
RTD personnel, and DOD and DA Civilians (excluding contractors)) within the theater can be
coordinated/synchronized.
3-82. Headquarters, Department of the Army, DCS G-1, Directorate of Military Personnel Management,
establishes individual replacement policy; the HRC implements the policy. That policy guides the
development of individual replacement plans for each established theater of operations, based on casualty
estimates and replacement requirements developed and approved by combatant commanders. Casualty and
replacement estimates are determined through MPTk. The replacement requirements go back to the Army
G-3 to determine sourcing: Individual Replacement System, Small Team Replacement System, Unit
Replacement System (company/troop/battery) or larger, or a hybrid approach.
3-83. The HQDA, DCS G-3/5/7, in coordination with FORSCOM, sources unit replacements and informs
the HRC how many of the remaining replacement processes for managing and filling the Army’s manning
requirements are expected to be filled by an Individual or Small Team Replacement System during war,
crisis, and national emergency. The HRC sources individual replacements as determined by the HQDA
approved replacement policy from Army G-1, Directorate of Military Personnel Management and HQDA
DCS G-3/5/7 prioritization. Refer to AR 600-8-111, Army Mobilization, Manning, and Wartime Replacement
Operations, for policies. When required, individual replacements move from their home station to the CRC
for training for those requirements sourced by individual replacements. Figure 3-3 depicts a notional NRP
replacement operations framework. |
1-0 | 71 | Man the Force
Figure 3-3. Notional non-unit related personnel replacement operations framework
3-84. The FORSCOM G-3 must identify a unit to manage the CRC. Soldiers receive equipment and final
medical screening before departure for theater. This is a consolidated effort with the operations, medical,
logistics, and HR communities. Once Soldiers are cleared for movement to theater, the CRC contacts the
ASCC G-3 to notify them of the availability of individual replacements. The HRC places Soldiers on
assignment instructions for individual replacement requirements and IMCOM publishes the orders using
Format 401 per AR 600-8-105, Military Orders, paragraph 4-4 and DA PAM 600-8-105, Military Orders,
figure 4-1. The HRC provides replacements to units based on the distribution management sub-level account
utilizing current Army manning guidance if the installation is not over strength when available personnel and
prioritization permits.
3-85. To provide individuals as personnel replacements, active Army NRP (individual replacements) arrive
at the installation and are in-processed by the installation and unit. These individual replacements would be
moved forward as theater requirements demand. Reserve component individual replacement personnel
process through the CRC. Diversions from the original assignment should be by exception and only made to
meet operational requirements. To enable speed of replacements during LSCO, individual replacement
personnel may not be sent to an installation, but perhaps to a regeneration task force and distributed IAW
ASCC manning priorities.
3-86. Individual replacements, small groups or teams of Soldiers will also arrive from various locations to
the theater of operations to fill identified replacement requirements. These requirements may exist due to
units that cannot deploy at 100 percent strength or the projected replacement requirement based on casualty
estimates.
REPLACEMENT FLOW BY ECHELON FOR NON-UNIT RELATED
PERSONNEL
3-87. The following paragraphs discuss replacement flow by echelon for NRP. Figure 3-4 on page 3-22
describes a way for the sustainment enterprise, at echelon, to integrate capabilities, similar to that of the
former HR replacement battalions and replacement companies, into existing formations to facilitate the |
1-0 | 72 | Chapter 3
sustainment of NRP replacements within the scope and scale expected of LSCO. For example, the ASCC
will assign responsibilities for NRP replacement operations to the TSC. Specific tasks to support NRP
replacement operations are assigned to the subordinate units of the TSC from an ESC, sustainment brigade,
combat sustainment support battalion, down to a movement control team. Those tasks include feeding,
billeting, limited supply, finance, personnel accountability, health service support, battlefield orientation, and
transportation of replacements to their assigned units. Due to limited organic support force structure, NRP
replacement operations may require extensive commercial support. The TSC SPO will need to identify gaps
and develop requirements packages to ensure the availability of commercial support when needed.
Figure 3-4. Notional non-unit related personnel replacements functions crosswalk
ASCC G-1/AG
3-88. The ASCC G-1/AG works in-conjunction with the unit tasked with ADCON of individual
replacements at the theater-level (such as a regional support group in the absence of a sustainment brigade
HROB) to ensure proper accountability and monitor the length of time Soldiers stay at theater-level before
moving to the next destination. Prior to a unit arriving in theater, the ASCC G-1/AG strength team requests
a DUIC through the G-3 force management channels for use by the HRC when assigning individual
replacements to the theater of operations. The use of the DUIC facilitates PASR at theater-level. The ASCC
G-1/AG strength team also conducts PRM and PIM for the theater to provide the ASCC commander an
updated combat power snapshot. The DUIC enables the ASCC G-1/AG strength team to view available
replacements. The ASCC G-1/AG, in coordination with the G-3, reviews replacement priority and provides
the unit exercising ADCON over individual replacements the priority of movement and final unit of
assignment. The ASCC G-1/AG strength team will provide initial or diversion orders to replacements as
required.
3-89. The ASCC is responsible for developing push packages with an estimated number of replacements
required by day over the length of the OPLAN/concept plan. Replacement requirements are derived from the
MPTk and are approved by the combatant commander. The ASCC is responsible for PASR as part of the
reception process (executed by the TSC TPOC and SRC 12 formations assigned the theater gateway mission). |
1-0 | 73 | Man the Force
CORPS AND FIELD ARMY G-1/AG
3-90. The corps and/or field army G-1/AG works in-conjunction with the unit tasked with ADCON of
individual replacements (such as a regional support group) to ensure proper accountability and monitor the
length of time Soldiers stay at the corps support area before moving to the next destination. Once the ASCC
G-1/AG provides updated gains rosters, the corps and/or field army G-1/AG uses the current priority of fill
to determine assignments and publishes orders. The corps and/or field army G-3 ensures theater training is
complete. The corps and/or field army G-4 ensures all equipment requirements are met. Billeting, feeding,
and medical support are coordinated by the formation that has ADCON over the replacement personnel. The
corps/field army G-1/AG works with the supporting HROB to ensure that movement requirements are
incorporated into the resourcing process for transportation of Soldiers to their units. The corps and/or field
army G-1/AG, and HR elements, are not responsible for housing, feeding, training, equipping, or transporting
replacements. However, they are responsible for PASR as part of the reception process and for tracking
Soldiers to their destinations. The corps and/or field army G-1/AG provides limited EPS to transient
personnel, and provides the priority of movement and allocation decision to the unit exercising ADCON over
individual replacements. The key element is the linkage between the corps and/or field army G-1/AG and the
ESC HROB to ensure movement requirements for replacements and RTD personnel are incorporated into
the transportation allocation process
DIVISION G-1
3-91. The division G-1 works in-conjunction with the unit tasked with ADCON of individual replacements
to ensure proper accountability and the length of time Soldiers stay at the division support area before moving
to the next destination. The division G-1strength team conducts PRM, PASR, and PIM for their units to
provide the division commander an updated combat power snapshot. Once the corps and/or field army
G-1/AG provides a current gains rosters, the division G-1 uses the current priority of fill to determine
assignments and publishes orders as required. The division G-1 works with the division G-3 to update the
priority of fill based on changes to the mission. The division G-4 works on class VII requirements to
determine if equipment is available for replacements. Billeting, feeding, and medical support are coordinated
by the formation that has ADCON over the individual replacement personnel. The division G-1 works with
the supporting HROB to ensure transportation requirements for replacements and RTD personnel are
incorporated into the DSB transportation allocation process for transportation of Soldiers to their units. The
division G-1, and/or HR elements, are not responsible for housing, feeding, training, equipping, or
transporting replacements. However, the division G-1 is responsible for PASR as part of the reception process
and for tracking Soldiers to their destinations. The division G-1 provides limited EPS to transient personnel,
and provides the priority of movement and allocation decision to the unit exercising ADCON over individual
replacements. The key element is the linkage between the division G-1 and the sustainment brigade HROB
to ensure movement requirements for replacements and RTD personnel are incorporated into the
transportation allocation process.
BRIGADE S-1
3-92. The brigade S-1 works in-conjunction with the headquarters and headquarters company commander to
ensure proper accountability and the length of time Soldiers stay at the brigade support area before moving
to the next destination. The brigade S-1 strength team conducts PRM, PASR, and PIM for their units to
provide the brigade commander an updated combat power snapshot. Once the division G-1 provides a current
gains rosters, the brigade S-1 uses the current priority of fill to determine assignments and publishes orders
as required. The brigade S-1 works with the brigade S-3 to update the priority of fill based on changes to the
mission. The brigade S-4 works on class VII requirements to determine if equipment is available for
replacements. The brigade S-1 works with the brigade S-4 and brigade support battalion for transportation of
Soldiers to their units. The brigade S-1 is not responsible for housing, feeding, training, equipping, providing
medical support, or transporting replacements. However, the brigade S-1 is responsible for PASR as part of
the reception process, for tracking Soldiers to their destinations, providing EPS to transient personnel, and
providing the priority of movement and allocation decision to the headquarters and headquarters company. |
1-0 | 74 | Chapter 3
BATTALION S-1
3-93. Battalion S-1 HR support to replacement operations responsibilities include the following critical
tasks:
* Coordinate battalion orientation requirements.
* Account for arriving personnel and tracking them to their destinations (PASR).
* Provide EPS to transient personnel.
* Coordinating/synchronizing the movement of personnel (NRP replacements, RTD personnel, and
DOD and DA Civilians (excluding contractors)) within the theater based on the allocation decision
made in the PRM process.
World War II Personnel Replacements
During World War II, the U.S. Army sustained about 936,259 battle casualties.
Non-battle admissions to sick reports numbered about 17,000,000. In overseas
theaters about 79 percent of the admissions to sick reports were for disease, 13
percent for injury, and 5 percent for combat wounds. Plans were made for heavy
combat losses, but the extent of non-combat losses was greater than had been
expected. There was no precedent to indicate the number of personnel required to fill
a global pipeline such as was necessary in World War II. In commenting on this phase
of the war planning, General Marshall, on 23 June 1945, told the House Appropriations
Committee:
“In the first half of the war in connection with the campaigns in Africa, New Guinea, and
the major portion of the campaign in Italy, I would say the War Department
miscalculated, if you choose to call it that, in not fully appreciating what it required to
fill the pipeline of global warfare to keep things moving at a fast pace; which means to
get the total number of men you want at the right place at the right time and in the right
position. In the original calculations on the strength of the Army, we did not take into
sufficient account how much time and men were involved in going and coming, in
sickness, on furlough, and so forth. Our calculations were also off in that we did not
take into sufficient account the large numbers of men required to form pools behind
the Army, ready to take the place of casualties the following day if possible.”
SECTION IV – HR SUPPORT TO CASUALTY OPERATIONS
3-94. Human resources support to casualty operations includes collecting, recording, reporting, verifying,
and the processing of casualty information from unit-level to HQDA (CMAOD) normally within 12 hours of
incident. The recorded information facilitates NOK notification, casualty assistance, casualty tracking and
status updates, and provides the basis for historical and statistical reports. Holistic casualty operations involve
a wider array of missions and organizations to oversee things like LOD determinations, disposition of remains
and personal effects (a responsibility of the mortuary affairs organization of the supporting sustainment
command), military funeral honors, and casualty mail coordination. Personnel, medical, logistic, and provost
marshal communities all have a piece of casualty operations. Accurate and timely casualty reporting is
paramount; however, operational constraints may preclude units from meeting reporting requirements. The
casualty system must continually reconcile duty status-whereabouts unknown, missing-in-action, and
medical evacuation cases against other sources of information such as significant activity reports to reach a
final casualty status determination. Casualty information flows up, across, and down the reporting chain to
help account for Soldiers and reportable DOD and DA Civilians.
3-95. A clear, collaborative system for casualty operations information is critical for effective management.
When developing theater casualty operations policies and procedures, casualty managers must not only
consider doctrinal guidance, but also decisions and agreements made by the JTF/combatant commander |
1-0 | 75 | Man the Force
allowing subordinate commanders (corps-level) to approve and release casualty reports directly to the
CMAOD.
3-96. Units are ultimately responsible for casualty reporting for their Soldiers. Standard requirements code
12 formations exist to assist the units by providing critical casualty information at key nodes on the battlefield
to improve the timeliness and accuracy of casualty reports. The speed at which casualty information changes
make this mission set extremely challenging. The medical evacuation system may move injured Soldiers
from the battlefield to corps hospitals while the unit is still engaged and before an initial report is even
submitted by the unit. Therefore, it is critical for communications to be established to furnish timely casualty
information from HR squads located at key nodes. Additionally, due to the sensitive nature of the information,
casualty operations sections must include very clear verbiage regarding the mandate to safeguard casualty
information to prevent premature and/or erroneous disclosure and to protect patient privacy. Commanders
are responsible for ensuring that casualty information is protected and only processed through official
channels.
Note: Until an automated interface is created between the personnel, mortuary affairs, and medical
systems, HR squads will continue to be co-located with mortuary affairs companies and Role 3
MTFs to include other Service and host-nation hospitals to provide the interface between the
systems.
3-97. Installation casualty assistance centers are engaged in the notification and assistance aspect of casualty
operations as prescribed in AR 638-8, Army Casualty Program, and DA PAM 638-8, Procedures for the
Army Casualty Program. Refer to ATP 1-0.1 and ATP 1-0.2 for detailed information pertaining to HR
support to casualty operations.
ORGANIZATION RESPONSIBILITIES
3-98. Commanders must ensure procedures are followed IAW AR 638-8, as well as timelines established
for AR 15-6 and LOD investigations and presentation to the primary NOK. Commanders will inform
CMAOD when AR 15-6 and LOD investigations are initiated as well as point of contact information for
which unit staff will provide updates at 30-day intervals until the investigations are completed.
3-99. Multiple agencies, units, and echelons of command have critical roles in establishing and operating the
Defense Casualty Information Processing System-Personnel Casualty Reporting (DCIPS-PCR), the single
authorized system for casualty reporting in DOD. Levels of commands and their supporting agencies’
responsibilities for casualty functions and tasks are depicted in table 3-1 on pages 3-25 and 3-26 and are
described in the following paragraphs.
Table 3-1. Casualty function/task responsibilities
Function/ Responsible Agencies
Task
Theater Installation
HR
Mortuary CIC Casualty Postal
S-1/G-1 S-4/G-4 Squad CMAOD
Affairs (ASCC Assistance Platoon
(CL)
HROC) Center
Report
Casualty
Manage
Casualty File
Appoint
Summary
Court Martial
Officer
Legend: ASCC=Army Service component command; CIC=casualty information center; CL=casualty liaison;
CMAOD=casualty and mortuary affairs operations division; HR=human resources; HROC=human resources operations
center |
1-0 | 76 | Chapter 3
Table 3-1. Casualty function/task responsibilities (continued)
Function/ Responsible Agencies
Task
Theater Installation
HR
Mortuary CIC Casualty Postal
S-1/G-1 S-4/G-4 Squad CMAOD
Affairs (ASCC Assistance Platoon
(CL)
HROC) Center
Disposition
of Remains
Disposition
of Personal
Effects
Line of Duty
Investigation
Survivor
Assistance
Casualty
Mail
Burial
Honors
Posthumous
Awards &
Decorations
Letters of
Sympathy
and
Condolence
Army Fatal
Incident
Family Brief
Establish
Casualty
Working
Group
Issue next of
kin (NOK)
Travel
Orders
Legend: ASCC=Army Service component command; CIC=casualty information center; CL=casualty liaison;
CMAOD=casualty and mortuary affairs operations division; HR=human resources; HROC=human resources operations
center
CASUALTY AND MORTUARY AFFAIRS DIVISION (CMAOD)
3-100. The casualty and mortuary affairs operations division, HRC, is the lead agency for the Army
Casualty Program and has technical supervision and oversight of theater CICs and installation casualty
assistance centers worldwide. The CMAOD mission is to develop and execute Army casualty and mortuary
affairs to support DOD-directed missions and the Total Army Family for present and past conflicts, and
serves as the Army point of contact for those Soldiers and DOD and DA Civilians in a captured or missing
status. The CMAOD serves as the lead agent for the DCIPS. See AR 638-8 for more information on the Army
Casualty Program.
THEATER (ASCC) G-1/AG
3-101. The Army/ASCC G-1/AG develops casualty OPLANs and policies for theater, provides oversight
for theater casualty reporting, and is responsible for establishing the theater CIC as part of theater opening |
1-0 | 77 | Man the Force
operations with the ASCC HROC. The Army/ASCC G-1/AG establishes casualty reporting authorities for
submission of casualty reports (based on guidance and agreements from the JTF, joint forces land component
command, and coalition forces land component command). The Army/ASCC G-1/AG establishes policy for
location of positioning of HR squads performing casualty liaison missions.
ASCC HROC (THEATER CASUALTY INFORMATION CENTER)
3-102. The ASCC HROC establishes the theater CIC and manages casualty reporting within the theater of
operations IAW policies established by the ASCC G-1/AG. Specific responsibilities of the theater CIC
include, but are not limited to––
* Execute casualty OPLANs and policies developed by the Army ASCC G-1/AG.
* Serve as the point of contact for all CMAOD actions by establishing a direct link to CMAOD.
* Serve as the repository for casualty reports, track locations of the AOR medical facilities, and
perform all necessary communication and coordination with hospitals, mortuary affairs company
HQ, supported units and subordinate HQ to perform casualty reporting operations in coordination
with the ASCC G-1/AG.
* Report all casualties from DOD and DA Civilians, CAAF, multinational forces, and personnel
from other Services (if the sponsoring Service is not in the immediate area).
* Receive, process, and forward all casualty reports in theater.
* Maintain and provide casualty data and briefings for the ASCC G-1/AG.
* Assist CMAOD through monitoring formal LOD investigations on deceased Soldiers.
* Collect casualty reports from brigade S-1s and HR squads performing casualty reporting missions
and submit to CMAOD.
* Ensure initial casualty reports flow through the theater CIC to CMAOD as quickly as possible
from time of incident.
* Establish the theater Army casualty records center.
* Coordinate with the HROB to ensure the HR squads performing casualty reporting missions are
established within the HR company.
* Assist with validating casualty mail information.
* Maintain casualty information of all theater personnel.
* Submit initial, supplemental, and status change casualty reports.
* Synchronize casualty operations between the Army/ASCC G-1/AG, subordinate G-1/AGs, S-1s,
and mortuary affairs activities
3-103. The theater CIC is the focal point for casualty report processing. It serves as the casualty records
repository for all records (digital and paper) within theater. The web-based casualty reporting application to
the DCIPS system further enables file recall for installation casualty assistance centers, G-1/AGs, and S-1s,
as all reports applying to a social security number can be recalled.
CORPS G-1/AG AND DIVISION G-1
3-104. Corps G-1/AGs and division G-1s administer authority levels for submission of casualty reports for
assigned and attached units. They are responsible for submitting initial casualty reports using DCIPS-PCR
to the theater CIC within prescribed timelines. If the corps is granted authority by the JTF commander, joint
force land component commander, or coalition forces land component commander, reports may be submitted
directly to CMAOD with a copy provided to the theater CIC. Additionally, the corps G-1/AG and division
G-1 has additional HR support to casualty operations responsibilities if serving as the Army Forces G-1/AG.
Refer to ATP 1-0.1 for specific HR support to casualty operations responsibilities of the corps G-1/AG and
division G-1.
BRIGADE S-1/STB S-1 (GENERAL OFFICER-LEVEL HQ)
3-105. The brigade S-1 has responsibility for maintaining casualty reports and the status of all assigned and
attached personnel at MTFs with assistance from HR squads at critical nodes. The brigade S-1 is the point of |
1-0 | 78 | Chapter 3
entry for casualty data into DCIPS-PCR and is required to submit supplemental, status change, and progress
reports as applicable. Brigades are responsible for coordinating with the Fatal Accident section of CMAOD
whenever there is a military-related accidental death or any death within the unit covered under AR 638-34.
Refer to ATP 1-0.1, appendix D, S-1 Assessment, and use the list to assess the effectiveness of brigade HR
support to casualty operations. In addition, refer to ATP 1-0.1 for specific HR support to casualty operations
responsibilities of the brigade S-1/STB S-1.
BATTALION S-1
3-106. The battalion S-1 has responsibility for preparing casualty reports and maintaining the status of
assigned and attached personnel at MTFs with assistance from the HR squads. Battalion S-1s forward all
original casualty forms to the brigade. The battalion ensures all Soldiers and DOD and DA Civilians carry
and are trained on the use of the DA Form 1156 (Casualty Feeder Card) to ensure effective reporting when
casualties occur. The battalion processes casualty reports using DA Form 1156 as a template to capture the
information needed to complete a casualty report and ensures the form is filled out and submitted to the
brigade S-1 or into DCIPS without delay, or as soon as the tactical situation permits. Currently, field grade
officers must approve casualty reports for accuracy and completeness before submission, but losses at the
scale of LSCO against a peer threat may require an exception to this policy to ensure timely reporting.
Battalion S-1s should also coordinate any information they receive on mortuary affairs or personal effects
disposition with the battalion S-4. Refer to ATP 1-0.1, Appendix D, S-1 Assessment, and use the list to assess
the effectiveness of battalion HR support to casualty operations. In addition, refer to ATP 1-0.1 for specific
HR support to casualty operations responsibilities of the battalion S-1.
TPOC, POSTAL OPERATIONS DIVISION
3-107. The TPOC POD provides oversight of all postal casualty mail processing and associated timeliness,
and develops SOPs for casualty mail procedures. Refer to chapter 4 of this publication for specific
responsibilities of the TPOC POD.
HROB
3-108. The HROB monitors casualty operations within their AO to determine placement of HR squads
performing a casualty liaison mission. Refer to ATP 1-0.2 for specific HR support to casualty operations
responsibilities of the HROB.
HR COMPANY HEADQUARTERS
3-109. The HR company HQ provides command and control, planning, and technical support to all assigned
or attached HR squads and delivers HR area support for casualty operations in the deployed AO. Refer to
ATP 1-0.2 for specific HR support to casualty operations responsibilities of the HR company HQ.
HR PLATOON
3-110. The HR platoon receives all administrative guidance through the HR company HQ and functions as
part of the theater casualty reporting system by placing HR squads for casualty reporting missions at General
Officer headquarters, theater CIC, mortuary affairs companies, and Role 3 MTFs in their AO. The HR platoon
provides leadership, training assistance, and administrative support to the HR squads performing a casualty
reporting mission. Refer to ATP 1-0.2 for specific HR support to casualty operations responsibilities of the
HR platoon.
HR SQUAD (MULTI-FUNCTIONAL)
3-111. Human resources squads performing a casualty reporting mission provide accurate and timely
casualty reporting and tracking information at Role 3 MTFs, theater mortuary affairs company HQ, General
Officer commands, and the theater CIC to supplement casualty reporting information from G-1/AGs and S-1s
at echelon. They must deploy as members of all early entry elements to facilitate the casualty reporting flow.
The HR squads performing a casualty reporting mission facilitate real-time casualty information for |
1-0 | 79 | Man the Force
commanders. They provide updated status reports to affected units and inform them when Soldiers leave
theater to supplement the information for the unit and the NOK. They also assist with coordinating a Soldier’s
RTD. Refer to ATP 1-0.2 for further information pertaining to the casualty liaison elements. Under the scope
and scale of LSCO, HR squads may also be allocated as required to brigade-level formations to assist with
casualty reporting and personnel accountability missions at that formation.
INSTALLATION CASUALTY ASSISTANCE CENTER
3-112. Installation casualty assistance centers are primarily involved with the casualty notification and
assistance to the NOK. They operate based upon a geographic AOR and may, depending on the situation,
extend beyond their AOR. Installation casualty assistance centers operate in peacetime and during operations.
Their responsibilities include, but are not limited to––
* Assist families with survivor’s benefits and entitlements.
* Coordinate escorts for remains.
* Make funeral arrangements to include family funeral travel.
* Provide military burial honors and personal effects disposition (the rear detachment summary
court martial officer handles personal effects at home station).
Note: Some forward-stationed casualty assistance centers (theater casualty assistance centers)
perform the same functions as an installation casualty assistance center. They should not be
confused with theater casualty information centers that have different responsibilities for the
ASCC in wartime and are staffed by the ASCC HROC.
QUARTERMASTER MORTUARY AFFAIRS COMPANY
3-113. The mortuary affairs company’s role is to provide mortuary affairs operations across the range of
military operations. The company performs the following tasks: mortuary affairs collection point operations,
mortuary affairs contaminated remains mitigation site operations, theater mortuary evacuation point
operations, and personal effects depot. The company performs these tasks by assigning platoons to the
specific task or mission; however, these platoons do not perform these tasks concurrently.
3-114. The mortuary affairs company is generally attached to a division sustainment support battalion or
combat sustainment support battalion. One mortuary affairs company is allocated per corps. Mortuary affairs
teams can be further attached to brigade support battalions for allocation to brigade combat teams across a
division. The company is designed to process up to 400 human remains per day from up to 20 mortuary
affairs collection point locations. The mortuary affairs company may establish a main collection point at
corps or division support areas when required, evacuates human remains to the theater mortuary evacuation
point, and operates the theater mortuary evacuation point with the ability to process up to 250 human remains
daily. Refer to ATP 4-46, Contingency Fatality Operations, for detailed information regarding the
responsibilities of the Quartermaster mortuary affairs company.
BATTLEFIELD FLOW
3-115. Casualty information is collected and reported through official channels as quickly as possible with
the standard being that it is passed to the CMAOD normally within hours of knowledge of incident. A
casualty is any person who is lost to the organization by having been declared deceased, duty
status-whereabouts unknown, excused absence-whereabouts unknown, missing, injured, or ill. Units will
report all casualties to include American civilians, DOD and DA Civilians, CAAF, and personnel of other
Services. Due to the personal nature of information within casualty reports, the theater CIC reports casualty
information to the CMAOD using DCIPS as the official means of casualty reporting. In the absence of the
ASCC HROC, the senior element G-1/AG must immediately assume the role of the theater CIC. The scope
and scale of personnel losses expected during LSCO against a peer competitor has the potential to overwhelm
the casualty reporting process timelines and negatively impact the notification process. Commanders should
consider supplementing the casualty reporting system at critical nodes with HR squads or ad hoc teams with
sufficient capability to gather and report casualty information in a timely manner. |
1-0 | 80 | Chapter 3
3-116. All persons with knowledge of a casualty will report to their chain of command using the DA Form
1156. The commander of the unit in which a casualty occurs has the responsibility for initiating the casualty
report. The DA Form 1156 is used to submit an initial report when a casualty incident is observed. It is used
to document critical information, which is forwarded to the battalion S-1 section for submission to the brigade
S-1 section. Casualty information is frequently incomplete on the battlefield. This should not delay the initial
report submission. Updated casualty information is provided as it becomes available. The brigade S-1 section
submits the initial casualty report using DCIPS to ensure all echelons have visibility. Based on guidance from
the combatant commander, the ASCC G-1/AG may delegate authority for corps-level commanders to release
casualty reports directly to CMAOD with a copy provided to the theater CIC. Casualty reports must be
verified against available information systems.
3-117. Human resources squads performing casualty reporting missions work with the ASCC HROC
operating the theater CIC. The G-1/AG and S-1 at echelon have overall responsibility for casualty reporting
on behalf of their formations; SRC 12 HR squads supplement their efforts with information from Role 3 MTF
and mortuary affairs company HQ and additional capacity at General Officer HQ and potentially within
brigades. Soldiers may immediately medically evacuate to an MTF where the HR squad (casualty liaison
element) interact face-to-face and generate a DCIPS report for submission, in coordination with the Soldiers’
unit, to the theater CIC.
3-118. For injured and ill Soldiers, CMAOD contacts the supporting installation casualty assistance center
who in turn contacts the Soldier’s rear detachment. The rear detachment makes telephonic notification for
injured and ill Soldiers and then reports back to the installation casualty assistance center when notification
is complete. Once notification is complete, CMAOD contacts the NOK and prepares Invitational Travel
Orders to travel to the Soldier’s bedside if the Soldier’s doctor requests their presence. The CMAOD contacts
the supporting CONUS and/or overseas CONUS installation casualty assistance center to coordinate for
notification of NOK (as per the DD Form 93) for deceased Soldiers. Figure 3-5 depicts an illustration of the
casualty reporting and tracking flow.
Figure 3-5. Casualty reporting and tracking flow |
1-0 | 81 | Man the Force
Casualty Reporting and Notification
Lieutenant Colonel Harold G. “Hal” Moore commanded the 1st Battalion, 7th Cavalry
in November 1965, when an air assault into the Ia Drang valley of South Vietnam
triggered the first major battle between U.S. Army combat units and North Vietnamese
Army (NVA) regular regiments. After three days of bloody battle, the NVA units
withdrew, leaving the 1st Battalion, 7th Cavalry in possession of the battlefield around
Landing Zone (LZ) X-Ray. Moore’s unit suffered 79 Americans killed in action (KIAs),
and 121 wounded in action (WIAs). In the following quote, Moore relates how the Army
of 1965 had forgotten the lessons of World War II in how to perform casualty
notifications after a large battle:
“But on November 18, 1965, in the sleepy Southern town of Columbus, Georgia the
first of the telegrams were already arriving from Washington. The war was so new and
the casualties so few that the Army had not even considered establishing the casualty
notification teams. [Instead] Western Union simply handed the telegrams over to
Yellow Cab drivers to deliver. The driver who brought the [notification of Sergeant Billy
R.Elliot was blind drunk and staggering. As Mrs. Elliot stood in the doorway clutching
the yellow paper, the [driver] fell backwards off her porch and passed out in her flower
bed, In Columbus that terrible autumn, someone had to do the right thing since the
Army wasn’t organized to do it. For the families of the 1st Battalion, 7th Cavalry, that
someone was my wife. As the taxicabs and telegrams spread misery and grief, Julie
[Moore] followed them doing her best to comfort those whose lives had been
destroyed. Mrs. Harry Kinnard, wife of the commander of the 1st Cavalry Division went
public with criticism of the heartless telegrams, and the Army swiftly organized proper
casualty notification teams consisting of a chaplain and an accompanying officer.
Nobody intended for this cruelty to happen. Everyone, including the Army, was taken
totally by surprise by the magnitude of the casualties at LZ X-Ray and Albany.”
SECTION V – PERSONNEL INFORMATION MANAGEMENT
3-119. Personnel information management is a process to accurately collect, protect, process, store, display,
reconcile, validate, maintain, and disseminate information about Soldiers, their family members, DOD and
DA Civilians, military retirees, and other personnel as required. Personnel information management supports
the execution of all HR core competencies and subordinate key functions. The information can be in the form
of data, pictures of data, or documents. Data from documents are entered in the Army database and shared
with the DOD IAW DODI 8320.02, Sharing Data, Information, and Technology (IT) Services in the
Department of Defense. The Army Military Human Resource Record (AMHRR) is an administrative record
as well as the official permanent record of military Service belonging to a Soldier. Properly managed, PIM
satisfies the Army’s legal obligation to retain historical information about veterans, retirees, and DOD and
DA Civilians who deploy with the force. The creation of a Soldier’s AMHRR begins with the first
commitment by the government to the individual and commitment by the individual to the government (point
of contract) during the acquire process and updated during the complete HR lifecycle IAW AR 600-8-104,
Army Military Human Resource Records Management.
3-120. Every decision or action taken by the Army is based on information. Information management is
included as part of all military operations and the operations process (planning, preparation, execution, and
continuous assessment). Personnel information management supports the life cycle management of Soldiers
(access/retain, assign, sustain, evaluate/promote, and separate).
3-121. The goal of PIM is to provide timely and accurate personnel data used to––
* Provide accurate personnel information to support the execution of functions and actions.
* Provide relevant and accurate personnel information to assist commanders in their
decision-making process for HR functions and actions. |
Subsets and Splits
No community queries yet
The top public SQL queries from the community will appear here once available.