COORDINATE PERSONNEL ACCOUNTABILITY FUNCTIONS SHOW SLIDE 1: PERFORM PERSONNEL ACCOUNTABILITY FUNCTIONS SECTION I. ADMINISTRATIVE DATA: Academic Hours/Methods 0 hr/ 05 mins Introduction 2 hrs/ 45 mins Conference / Discussion 1 hr/ 00 Practical Exercise 0 hr/ 10 min Summary 4 hrs Total Hours   SECTION II. INTRODUCTION: Today we are going to discuss Perform Personnel Accountability Functions. Method of Instruction: Conference / Discussion Instructor to Student Ratio is: 1:36 Time of Instruction: 5 mins Media: Large Group Instruction MOTIVATOR: HR professionals have a critical role in PA Operations. HR professionals manage PA Operations across the full spectrum of conflict. They are responsible for managing, integrating, and documenting personnel into and out of the theater database using technology such as Deployed Theater Accountability Software (DTAS). HR platoons and PA teams, while focusing on HR tasks, also play a key role in coordinating life support for transiting personnel. The ability to accomplish the PA mission critically affects the sustainment capabilities of the deployed force. INSTRUCTIONAL LEAD-IN.  Battalion and brigade S-1 Personnel Readiness teas are at the tip of the spear for managing the automation systems that support Army-wide personnel accountability and require a team of HR professionals who are competent with automated HR systems and understand the personnel accountability process. Instructor Material and Student Materials: Regulations, Slides, and PEs

TERMINAL LEARNING OBJECTIVE LESSON OUTCOME: Army Learning Areas (ALAs) – General Learning Outcomes (GLOs) 1. Mission Command – GLO 6 Professional Competence – GLO 13 & 14 Action: Coordinate Personnel Accountability Functions Conditions: In a classroom environment and given access to AR 600-8-6, FM 1-0, ADP 5-0 and awareness of Operational Environment (OE), variables, and actors. Standards: Students will meet the standard of 70% accuracy when they: : Define Personnel Accountability Correlate Personnel Accountability Doctrinal Responsibilities at each Echelon of Command Identify Personnel Accountability HR Enabling Systems Identify the Components of a Personnel Asset Inventory SHOW SLIDE 4: TERMINAL LEARNING OBJECTIVES INTRODUCTION: Learning Step / Activity Introduction Method of Instruction: Conference / Discussion Instructor to Student Ratio: 1:32 Time of Instruction: 15 mins Media: Large Group Instruction NOTE: FOR THE TO INSTRUCTOR TO COVER THE FOLLOWING: SAFETY REQUIREMENTS: In a training environment, leaders must perform a risk assessment in accordance with DA PAM 385-30, Risk Management. Leaders will complete a DD Form 2977 Deliberate Risk Assessment Worksheet during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the work/rest cycles and water replacement guidelines IAW TRADOC Regulation 350-29. Everyone is responsible for safety.   No food or drink is allowed near or around electrical equipment (CPU, file servers, printers, projectors, etc.) due to possible electrical shock or damage to equipment.  Exercise care in personal movement in and through such areas.  Avoid all electrical cords and associated wiring.  In event of electrical storm, you will be instructed to power down equipment. RISK ASSESSMENT LEVEL: Low ENVIRONMENTAL CONSIDERATIONS: Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM 3-34.5 Environmental Considerations and GTA 05-08-002 ENVIRONMENTAL-RELATED RISK ASSESSMENT. Instructional Guidance: Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and identified reference materials. Throughout this lesson, solicit from students the challenges they experienced in the operational environment (OE) and what they did to resolve them. Encourage students to apply at least one of the critical variables: Political, Military, Economic, Social, Information, Infrastructure, Physical Environment and Time (PMESII-PT). Conditions: With an awareness of the Operational Environment (OE) variables and actors. EVALUATION. You will be given a graded end of module examination which will include Coordinate Personnel Accountability Functions. A passing score on this end of module examination is 70% for AC students and 60% International Students. Army Learning Areas (ALA) are the baseline focal points Soldiers and Army Civilians must possess to prevail in the ambiguous environments that challenge the Army today. The four ALAs are: Army Profession and Leadership; Mission Command; Human Dimension; and Professional Competence. The Army Learning Area taxonomy provides a framework to assist in grouping the General Learning Outcomes. The four Army Learning Areas serve as the framework to catalogue the 14 General Learning Outcomes. The GLOs are essential outcomes resulting from training, education, and experience along a career continuum of learning. There are three primary purposes for the Army General Learning Outcomes. First, they provide trainers and educators a lens into how effective they are in conveying their support material. Second, it assists in improving instructional design and/or training support packages. Finally it places responsibility on training and education proponents to be nested with ALAs. ALA: Mission Command encompasses how Army commanders and leaders apply the foundational MC philosophy with the MC WfF. Together, the MC philosophy and MC WfF guide, integrate, and synchronize Army operations throughout the conduct of ULO. There are four GLOs for the Mission Command ALA. GLO 6: Soldiers and Army Civilians demonstrate proficiency in the mission command system. This includes Common Operating Picture and Mission Command Information Systems. ALA: Professional Competence is the demonstrated technical and tactical proficiency in Army and joint doctrine largely revolving around the concept of ULO codified in ADP 3-0. There are three GLOs for the Professional Competence ALA. GLO 13: Soldiers and Army Civilians support Army policies, programs, and processes; includes Understanding and contributing to Army Systems that manage, develop, and transform the Army. GLO 14: Soldiers and Army Civilians are technically and tactically competent; includes Branch and Career Management Field proficiency, Career Programs, Series Technical Certifications, and Warfighting Skills.

HR ENDURING PRINCIPLES Integration Tasks and functions Systems and processes Organizations Unity of purpose and effort Responsiveness Right support to the right place at the right time Resources, capabilities and information Synchronization Effectively aligned Time, space, purpose Maximum readiness and operational capabilities Competency Based Performance Oriented SHOW SLIDE 3: HR ENDURING PRINCIPLES HR support uses a competency-based and performance-oriented strategy guided by HR enduring principles that assure a higher quality, more diverse and ready Total Army enabled by effective HR systems and agile policies. HR leaders have a responsibility to not only understand the importance of their efforts and unit mission, but also the missions of all their supported and supporting units. To meet the challenges of current and future operations, leaders are guided by six interdependent enduring principles of HR support that must be thoughtfully weighted and applied during the planning, execution, and assessment of missions. These six principles are: Integration. Integration maximizes efficiency by joining all elements of HR support (tasks, functions, systems, processes, and organizations) with operations ensuring unity of purpose and effort to accomplish the mission. Anticipation. Anticipation relies on professional judgment resulting from experience, knowledge, education, intelligence, and intuition to foresee events and requirements in order to initiate the appropriate HR support. Responsiveness. Responsiveness is providing the right support to the right place at the right time. It is the ability to meet ever-changing requirements on short notice and to apply HR support to meet changing circumstances during current and future operations. It involves identifying, accumulating, and maintaining sufficient resources, capabilities, and relevant information to enable commanders to make rapid decisions. Synchronization. Synchronization is ensuring HR support operations are effectively aligned with military actions in time, space, and purpose to produce maximum relative readiness and operational capabilities at a decisive place and time. It includes ensuring the HR operational process is planned, executed, and assessed. Timeliness. Timeliness ensures decision makers have access to relevant HR information and analysis that support current and future operations. It also supports a near real-time common operational picture across all echelons of HR support. Accuracy. Accuracy of information impacts not only on decisions made by commanders, but impacts Soldiers and their Families. For Soldiers, accurate information impacts their careers, retention, compensation, promotions, and general well being. For Family members, accuracy of information is critical for next of kin (NOK) notification if a Soldier becomes a casualty. HR providers must understand the dynamic nature of HR system’s architecture and the fact that data input at the lowest level has direct impact on decisions being made at the highest level. Anticipation Project requirements Intuitive nature Experience, knowledge and education based Timeliness Relevant HR information Thorough analysis Near real-time common operational picture Accuracy Attention-to-detail oriented Understand the dynamics of data input to HR systems

HR FOCUS Agile and Clear HR Policies Effective HR Practices Encompassing and flexible Effective HR Practices Streamlined, intuitive, stable, and predictable Competency-based Skills Align responsibilities, knowledge, skills, attributes Outcome-oriented Actions The ends drive the means Self-Development Competent and confident HR Leaders SHOW SLIDE 4: FOCUS of hr operations Meeting the goal of providing efficient and effective HR support relies on multi-functional HR leaders who focus their knowledge and skills in support of the Army’s most important asset – its people. Only those who think strategically and work collaboratively, while inspiring and leading Soldiers and civilians can achieve desired outcomes. In all areas, HR personnel should focus on the following: Agile and clear HR policies. HR 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 be able to guide and inform personnel in complex and changeable circumstances. Effective HR practices. HR practices that emanate from the policy-level should be streamlined, intuitive, and able to effect stable and predictable process results. Competency-based skills. HR personnel must be competent and able to accomplish HR core competencies and key functions. Competencies align the responsibilities, knowledge, skills and attributes 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. Self development is one of three domains of leader development and 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 in HR operations.

HR CORE COMPETENCIES Core Competency Key Functions SHOW SLIDE 5: HR CORE COMPENTENCIES NOTE: Have students understand that we now have FOUR HR Core Competencies and that PA falls under the sub category of Man the Force. FM 1-0, Para 3-50. The personnel accountability process is crucial to the Army’s entire personnel information management system and impacts all HR core competencies. Personnel accountability is not only to be maintained by units, but must be maintained as personnel enter, transit, and depart the theater. The HR Authorization Report (formerly known as the Unit Manning Roster) serves as the source document for battalion and brigade S-1s, reflecting the slotting of assigned personnel. FM 1-0, Para 1-8, Figure 1-1

PERSONNEL ACCOUNTABILITY FM 1-0: Personnel Accountability is the by-name management of the location and duty status of every person assigned or attached to a unit. Effective Personnel Accountability depends on timely, accurate, and complete personnel data/information entered correctly and updated as promptly as possible. Soldiers Army Civilians Contractors Authorized to Accompany the Force (CAAF) Joint, Interagency, Intergovernmental, and Multinational personnel (JIIM) when directed SHOW SLIDE 6: PERSONNEL ACCOUNTABILITY Learning Step / Activity 1. Define Personnel Accountability Method of Instruction: Conference / Discussion Instructor to Student Ratio: 1:36 Time of Instruction: 45 mins Media: Large Group Instruction NOTE: Direct class to location of bulk of information regarding PA in the regulation. Discuss PA in regards to PA for transiting personnel thru the different Intra-theater and Inter-theater APODs/APOEs/SPOEs/SPODs FM 1-0, Para 1-9. HR units and staffs perform the core competencies and key functions at theater-level and below. Not all HR key functions are executed at each level of command. For example, personnel accountability is conducted at the S-1 level and monitored at division and above levels. Commanders and HR leaders should use this Field Manual (FM) and the AUTL as a reference tool for developing general mission essential task lists, core capabilities mission essential tasks, operational orders, and SOPs. FM 1-0, Para 3-45. PA is the by-name management of the location and duty status of every person assigned or attached to a unit. It includes tracking the movement of personnel as they arrive at, and depart from, a unit for duty. The Army’s personnel accountability system is designed to account for: • Soldiers • Army civilians • CAAF • Joint, interagency, intergovernmental, and multinational personnel when directed FM 1-0, Para 3-46. Personnel accountability is one of the most important functions a battalion or brigade S-1 performs on a continuing basis regardless of location or environment. Data accuracy is critical to the personnel accountability process. Promptly entering personnel accountability changes allows HR leaders at all levels to have timely and accurate personnel accountability data and enables S-1s to balance MOSs within brigades, battalions, and companies. Personnel accountability is the key factor used for conducting strength reporting. FM 1-0, Para 3-47. Personnel accountability includes the by-name recording of specific data on arrivals and departures from units (e.g., unit of assignment, location), duty status changes or grade changes, Assignment Eligibility and Availability (AEA) codes, and MOS/specialty codes, etc. Battalion and brigade S-1 Personnel Readiness sections are at the “tip of the spear” for Army-wide personnel accountability execution and require a team of HR professionals who are competent with automated HR systems and understand the personnel accountability process. S-1 section leaders need to ensure their Soldiers are trained to work in a deployed or austere environment. Figure 3-4 depicts the personnel accountability process and the PA flow for data and individuals. FM 1-0, Para 3-48. For accountability of CAAF and other theater designated contractor personnel, the Synchronized Predeployment and Operational Tracker (SPOT) is designated as the Joint Enterprise contractor management and accountability system. SPOT maintains by-name accountability for all CAAF and theater designated contractors. 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 (JAMMS) to accomplish their CAAF accountability and tracking missions, and incorporates contractor numbers in their reports to the HRSC and ASCC G-1/AG. The ASCC G-1/AG is responsible for developing PA and reporting policies for contractors. The HRSC, G-1/AGs, and S-1s execute these policies. G-1/AGs monitor the accountability process to ensure subordinate units are executing it properly. See ATP 4-91, Army field support brigade and ATTP 4-10, Operational Contract Support, for additional information on SPOT. FM 1-0, Para 3-49. Army commanders maintain accountability of Army Civilians, CAAF, AAFES employees, and ARC workers assigned or attached in support of contingency operations. These personnel are entered into DTAS upon arrival in theater. FM 1-0, Para 3-50. The PA process is crucial to the Army’s entire PIM system and impacts all HR core competencies. PA is not only maintained by units, but must be maintained as personnel enter, transit, and depart the theater. The HR Authorization Report (formerly known as the unit manning roster) serves as the source document for battalion and brigade S-1s, reflecting the slotting of assigned personnel. Other PA tasks include:  Account for military personnel individually in DTAS, eMILPO, RLAS, and SIDPERS-ARNG.  Collect, process, and sort critical information about Soldiers, units, CAAF including other theater designated contractor personnel, and DOD Civilians.  Track and account for transiting personnel in DTAS, especially as R&R operations and redeployment operations commence. FM 1-0, Para 3-50. The Army has an automated personnel accountability software package (DTAS) for use in a deployed theater. In the event DTAS is not available (due to lack of bandwidth or other issues) manual reports can be used such as the PERSTAT, Personnel Summary (PERSUM), and Personnel Requirements Report (PRR). Personnel Accountability is the key factor used for conducting Strength Reporting FM 1-0, Chapter 3

LSA 1 Check on Learning Which of the following is NOT a mission of Personnel Accountability (PA)? a. Manage HR support of reception b. Manage HR support of replacement c. Manage HR support of redeployment d. None of the above Which of the following terms describes the personnel accountability of personnel entering, transiting, or departing the theater? a. Personnel Accounting (PA) Support b. Personnel Accounting (PA) Operations c. Deployed Theater Accountability Software (DTAS) d. Synchronized Pre-deployment and Operational Tracker (SPOT) SHOW SLIDE 7: LSA1 CHECK ON LEARNING Which of the following is NOT a mission of Personnel Accountability (PA)? a. Manage HR support of reception b. Manage HR support of replacement c. Manage HR support of redeployment d. None of the above Which of the following terms describes the personnel accountability of personnel entering, transiting, or departing the theater? a. Personnel Accounting (PA) Support b. Personnel Accounting (PA) Operations c. Deployed Theater Accountability Software (DTAS) d. Synchronized Pre-deployment and Operational Tracker (SPOT)

Personnel Accountability Responsibilities ASCC G-1/AG Para 3-53 Corps and Division G-1/AG Para 3-54 Brigade S-1/STB-S1 Para 3-55 Battalion S-1 Section Para 3-56 SHOW SLIDE 9: PERSONNEL ACCOUNTABILITY RESPONSIBILITIES Learning Step / Activity 2. Correlate Personnel Accountability Doctrinal Responsibilities at Each Echelon of Command Method of Instruction: Conference / Discussion Instructor to Student Ratio: 1:36 Time of Instruction: 1 hr Media: Large Group Instruction NOTE: Discuss with class how these elements do their mission whether deployed or not. There is a good continuity regarding PA responsibilities within these elements. The following paragraphs outline the personnel accountability responsibilities at the various echelons on command, including the SRC 12 supporting structure. PERSONNEL ACCOUNTABILITY RESPONSIBILITIES ASCC G-1/AG 3-53. The ASCC G-1/AG Manpower Division has the following responsibilities: Deploy individuals as part of the early entry element to manage and monitor PA as part of the early entry module. Establish personnel reporting plans, policies, and timelines reflecting detailed reporting procedures and responsibilities (who reports to whom), in coordination with the J-1 combatant command. Monitor HR systems of record to obtain PA information. Establish connectivity with HRC, RC Personnel Offices, rear detachments (as required), appropriate joint HQ/other Services/federal agencies, and CRC. Collect, reconcile, correlate, analyze, and present critical PA information to the ASCC commander and personnel readiness managers. Establish and provide oversight for CLTs at MTFs in the AO (executed by the COD of the HRSC). Conduct reassignments to meet operational requirements (coordinate with subordinate G-1/AG and S-1s and HRC). Assist with a directed Personnel Asset Inventory for any subordinate unit when the unit’s strength imbalance between eMILPO, RLAS, SIDPERS-ARNG, and TAPDB is 2% or more or when DTAS and unit PERSTATs are out of balance IAW theater policy. CORPS/DIVISION G-1/AG 3-54. The Corps/Division G-1/AG PA responsibilities include: Monitor deployed PA system to ensure compliance with ASCC guidance and timelines. Resolve corps and division PA issues (in coordination with the HRSC, brigade S-1, and appropriate HROB). Ensure the synchronization of timely vertical flow of automated personnel information from battalions, brigades, and separate units. Coordinate with the HRSC to establish an automated PA system that aligns assigned and attached element UICs with supporting S-1s. Ensure arriving battalions and separate units provide copies of their flight or sea manifests to the appropriate TG PAT at the port of debarkation. Perform those responsibilities of the ASCC G-1/AG when serving as the Army Force. Maintain liaison and flow of PA information from CLTs at Corps and Division MTFs and hospitals. Notify subordinate G-1/AGs and S-1s of all pending and potential task organization changes. BRIGADE S-1/STB S-1 3-55. The brigade and STB S-1 PA responsibilities include: Operate a manifesting cell at ports of embarkation, collect manifest data at ports of debarkation, and enter those personnel into the theater database. Maintain 100% accountability for assigned or attached personnel, to include replacements, RTD Soldiers, R&R personnel, individual redeployers, Army Civilians, CAAF including other theater designated contractor personnel, and multi-national personnel, as required. Ensure the brigade/STB meets higher HQs PA policies and timelines. Collect, summarize, analyze, update, and report by-name personnel strength information using SIPRNET or NIPRNET, in the directed format. Ensure the Rear Detachment maintains accountability of non-deployed personnel and that their deployment non-available codes and duty status changes are promptly entered into eMILPO, RLAS, and SIDPERS-ARNG. Process and monitor assignment eligibility and availability code information for assigned and attached personnel. Process duty status change information (i.e., present for duty (PDY) to wounded-in-action (WIA), killed-in-action (KIA), and MIA), and update appropriate databases and HR systems. Process information on replacements and RTD personnel, as required, into the appropriate database. Track transiting unit personnel (e.g., leave and R&R), and local changes in location/base camp. Reconcile manual with automated strength information; identify and resolve discrepancies by submitting the appropriate transaction. Update automated AO DTAS, as required. Coordinate CLTs, MA, hospitals, and military police for information on casualties, patient tracking, and stragglers and update the database as appropriate. Coordinate connectivity for secure and non-secure voice and data systems with the battalion S-6 and brigade S-1, where appropriate. Manage HR databases and systems access for the brigade. Ensure S-1 personnel have the appropriate security clearances, access, and permissions to the appropriate HR databases and systems required to perform their mission. BATTALION S-1 SECTION 3-56. Battalion S-1 PA responsibilities include: Maintain 100% accountability for assigned or attached personnel, to include replacements, RTD Soldiers, R&R personnel, Army Civilians, CAAF including other theater designated contractor personnel, and multi-national personnel, as required. Collect, summarize, analyze, update, and report by name personnel strength information using SIPRNET or NIPRNET, in the directed format. Ensure all personnel are entered into the theater database on entry or departure from the theater. Process duty status change information (i.e., PDY to WIA, KIA, and MIA), and update appropriate databases and HR systems. Track transiting unit personnel (e.g., leave and R&R). Coordinate with CLTs, MA, hospitals, and military police for information on casualties, patient tracking, and stragglers and update HR databases and systems as appropriate. Ensure PA is included in the unit tactical SOP. FM 1-0, Chapter 3

SRC 12 HR SUPPORT ORGANIZATION STRUCTURE AND MISSION SHOW SLIDE 10: SRC 12 HR SUPPORT ORGANIZATION STRUCTURE AND MISSION NOTE: Discuss with the students how these elements work in conjunction with one another, their relationship. Use your experience and get student involvement if any of them ever worked for or with these different elements. Discuss with class how these elements don’t really do their actual mission until deployed into a theater of operations, i.e. OIF/OEF.

HRSC Figure 2-6, Organizational Design - HRSC SHOW SLIDE 11: HRSC NOTE: Discuss with class how they need to understand how these elements deal with each particular category that falls under them. (FM 1-0, Para 2-49 thru 2-56) Figure 2-6, Organizational Design - HRSC

THEATER GATEWAY PERSONNEL ACCOUNTABILITY TEAM SHOW SLIDE 12: THEATER GATEWAY PERSONNEL ACCOUNTABILITY TEAM FM 1-0, Para 2-72 thru 2-75 NOTE: Transition Slide Reiterate to the students that the TG PAT Tm is only located at Theater Gateways, i.e. Kuwait and Manis, Kurkistan. Ask the students for their experience/feedback about which APOD/APOE they transited thru while deployed. Ensure students understand that the role of the TG PAT Tm is more of a “behind the scenes,” and that they need the HR Company for manpower support. Figure 2-9, Organizational Design – TG PAT 12

HR Company Headquarters SHOW SLIDE 13: HR COMPANY HEADQUARTERS FM 1-0, Para 2-76 thru 2-81 HRC change in structure from 32 to 27 PAX NOTE: Draw a map of either Afghanistan or Iraq and indicate how the HR Company is set-up in each different sector, i.e. MND-N, MND-Baghdad, etc. and how they fall under a BDE. Ask students for feedback from anyone that worked in/with an HR Company. Figure 2-10, Organizational Design – HR Company headquarters

Human Resources Platoon SHOW SLIDE 14: HUMAN RESOURCES PLATOON FM 1-0, Para 2-82 thru 2-86 NOTE: Reiterate the change from PA Platoons to HR Platoons and ensure to discuss the modularity of the PAT teams under the Platoon, and how they can be dispersed across theater depending on the mission support. Draw a map of either Afghanistan or Iraq and draw the dispersion of the PAT elements and their relation to the Platoon HQ’s. Ensure to discuss the relationship regarding the Personnel Accountability Team mission, and how they can coordinate for a lot of logistical and life support thru the Base “Mayors Cell.” Talk about civilians working with the Personnel Accountability Team mission and how the “Scope of Work/Statement of Work” for the civilians needs to be looked at to ensure that they are doing what is stated within their contract. State that typically the Movement Control Team (MCT) which is a U.S. Army element has the civilian contracted personnel under their contract and that the “Contracting Officer/Official” on that Base should be the POC. Figure 2-11, Organizational Design – HR Platoon 14

PA Responsibilities ASCC G-1/AG Manpower Division Corps and Division G-1/AG Brigade S-1/STB S-1 Battalion S-1 Section HRSC TG PAT HROB HR Company SHOW SLIDE 14: PA RESPONSIBILITIES FM 1-0, Para 3-53 thru 3-60 NOTE: Refer students to the reference and ensure that they understand the breakdown of the responsibilities. Touch on key points that are of significant to you/them based off of your/their experience. See Paragraph 3-53: Here are some personnel accountability responsibilities at the various echelons on command, including the SRC 12 supporting structure.

Elements of PA Regarding Fixed/Rotary Wing Flights 3. Return to Duty - Soldiers and civilians returning to duty from medical treatment facilities 1. Reception Initial Support, coordination, and management Includes physical reception and accountability Coordinates for the life support and onward movement 4. Rest and Recuperation Provides Soldiers and units an opportunity to rest and recuperate at a secure location Combatant Cdr may establish a chargeable leave program 2. Replacements Individual include Soldiers who were unable to deploy with their units Unit include total units replacing units NRP are any personnel requiring transportation to or from operational areas other than those assigned to a specific unit. SHOW SLIDE 16: ELEMENTS OF PA REGARDING FIXED/ROTARY WING FLIGHTS NOTE: Give examples of each element, and ask the students if any of them have experience in each area. Reception: talk about how the Liaison Officer (LNO) is usually responsible for a lot of the coordination during the reception stage. The Advance Party (ADVON) personnel also work very closely with the LNO’s. Replacements: focus on individual replacements and as a side note, let the students know that it would be wise to have a POC roster for all the units on the FOB so that when replacements come in, they have good contact info to assist them at their unit. RTD: ensure students understand the level of the casualty will determine how their flow will be once they are deemed RTD. Discuss the Joint Patient Tracking Application and have students look it up in the regulation. R&R: discuss with the students the number of days authorized for a 12-month deployment (15 days) and 15-month deployment (18 days). In addition, discuss with students, “What if Soldiers don’t want R&R, what if there aren’t enough seats, what other option do Soldiers have? Qatar pass, on the FOB pass, pass to see their spouse at another FOB, etc. Also ensure that the chain of command counsels these Soldiers in writing so that if any IG complaint comes about regarding not taking R&R, it’s in writing. Redeployment: discuss with the students how the Active Component manages the personnel flow back to it’s home station, i.e. FT Bragg, etc. The Reserve Component personnel manage the flow to demob station and then to home station, so they have on extra step in the process. In addition, during redeployment timeframe, PA teams may need assistance due to the high volume of personnel transiting thru the APODs, so different S1 sections may be tasked to provide Soldiers to assist the PA teams during that timeframe. 5. Redeployment Manages the personnel flow to home station Support the reconstitution of units to pre-mobilization levels Ensure sufficient theater PA units are available to conduct the redeployment process

PA Critical Requirements Soldier Readiness Processing - Meet all deployment processing requirements. Personnel Accountability & Strength Reporting - The most critical R5 task Coordinating Execution of Sustainment Support - Transportation support requirement - Logistical and life support issues SHOW SLIDE 17: PA CRITICAL REQUIREMENTS NOTE: Ask students if they have experience in any of the three critical requirements and how it affects them. SRP: talk about how some APODs have personnel Soldiers performing different tasks associated with the SRP process, i.e. making CAC cards, I.D. tags, updating DD93/SGLV, etc. PASR: talk about the importance of PASR thru flight manifests and what if an aircraft were to be shot down, or crash, how would we know who was on the flight. Sustainment Support: talk about coordinating for transportation issues with the Movement Control Team (MCT) and how they have KBR contracted civilians that work for them and how each contracted civilian has a “Statement/Scope of Work” that they must fulfill. Either the MCT Commander should have a copy of that, as well as the Contracting Officials for the FOB they are located at. In addition, if the students are at a large base, i.e. Bagram or LSA Anaconda, they can coordinate a lot of support thru the Mayors Cell. It’s typically one unit that deals with all the logistical and life support issues on the FOB. They also have a lot of contractors that work with them as well.

PA Flow in Deployed Theater (ASCC/ARMY) (DIV/CORPS) (BCT/Maneuver Area) X X X X X X X X X XX X HR Sustainment Center (PORTS) HRC PA/PRM/PIM Division HR Ops Branch ESC TG PPC* RSO Division HR Ops Branch Sustainment BDE BCT/BDE S1 TG PAT HR CO HR Ops Branch Sustainment BDE HR Plt PAT (2-3) BCT/BDE S1 CONUS INTER-THEATER PPC SHOW SLIDE 18: PA FLOW IN DEPLOYED THEATER NOTE: Explain the layout of the slide first from left to right. HRC and CONUS icons are regarding stateside (Continental United States) Inter-theater PPC icon is regarding a Theater Gateway in either Kuwait or MANIS Air Base (both theater gateways). HRSC, RSO DIV, ESC, Sustainment BDE and MTF icons symbolic of units in the theater of operations, i.e. Iraq or Afghanistan. Sustainment BDE and Intra-theater PPC icons symbolic of units in the theater of operations. BCT/BDE S1 icons symbolic of units in the theater of operations. Go over the legend box in the bottom right-hand corner after you discussed the slide layout so that the students are aware of what each flow line represents. Guidance/Info Replacement Return to Duty R&R Unit Reception (RSOI) Redeployment HR CO As Needed based on METT-TC * Capable of servicing all services, DoD civilians, contractors and multi-national troops HR PLT PAT MTFs - Workload C2 INTRA-THEATER PPC - Existence - Workload

Personnel Processing Center Conceptual Sketch - Inbound HR CO HQs 1. Coordinates PLTs 2. Integrates DTAS data 3. Ensures 100% by name unit accountability 4. Passes data to ASCC/ARMY G1 PASR Team 5. Ensures replacements are pinpointed A/DACG OR MCT 1. Meets Aircraft 2. Offloads baggage 3. Moves PAX TO PPC 4. Moves PAX to staging area HR PLT 1. Coordinates teams 2. Coordinates onward movement INTER-THEATER APOD Pers Actg Tm receives PAX from MCT 1. Inputs PAX into theater database (DTAS) 2. Conducts initial welcome briefings 3. Ensures 100% by name chalk accountability TG PAT 1. Coordinates TG PPC actions 2. Coordinates w/SPTNG SUST BDE (TO) 3. Coordinates w/A/DACG or MCT SHOW SLIDE 19: PERSONNEL PROCESSING CENTER-INBOUND NOTE: Explain where each element is responsible, i.e. HR Co HQs in the C2 node, etc. INBOUND PROCESSING C2 NODE OUTBOUND PROCESSING ONWARD MVMNT TO RSOI STAGING AREA DB MGMT TRANSIENT HOLDING FACILITY TG – PERSONNEL PROCESSING CENTER

Personnel Processing Center (cont) Conceptual Sketch - Outbound REDEPLOYMENT STAGING AREA or APOD (CSSB/MCT) A/DACG or MCT 1. Receives chalk 2. Loads baggage 3. Loads PAX TG PAT 1. Coordinates TG PPC actions 2. Coordinates w/supporting SUST BDE 3. Coordinates w/ A/DACG or MCT HR CO HQs 1. Coordinates platoons 2. Integrates data 3. Ensures 100% by name unit accountability INTER-THEATER APOD HR PLT 1. Coordinates PA Teams 2. Maintains C2 of PA Teams SHOW SLIDE 20: PERSONNEL PROCESSING CENTER-OUTBOUND NOTE: Explain how the outbound processing is a more robust operation due to the addition of: SATO, EQMT Holding, Customs and Sterile. Indicate how SATO, EQMT Holding and Customs are all used during R&R, whereas SATO and EQMT Holding are not used during redeployment. TRANSIENT HOLDING FACILITY INBOUND PROCESSING C2 NODE DB MGMT TG – PERSONNEL PROCESSING CENTER C U S T O M S EQMT HOLDING BRIEFING PAX SATO S T E R I L PAT receives PAX - MCT/CSSB 1. Removes PAX from theater Database/ reflect R&R status 2. Coordinates final briefings 3. Coordinates storage of equipment 4. Ensures 100% by name chalk activity

Intra-Theater APOE/APOD Operations (cont) Conceptual Sketch HR Co PLANS/OPS TM 1. Coordinates PLT/ PA Teams 2. Integrates DTAS data 3. Coordinates execution of transportation w/MCT A/DACG OR MCT 1. Meets ACFT 2. Offloads baggage 3. Moves PAX to PPC HR PLT 1. Coordinates PA Teams 2. Coordinates execution of onward movement INTRA-THEATER APOD PAT RECEIVES PAX FROM MCT 1. Inputs PAX into theater database (DTAS) 2. Conducts initial welcome briefings 3. Ensures 100% by name chalk accountability PAT – OUTBOUND MOVEMENT 1. Coordinates manifest 2. Changes status in DTAS SHOW SLIDE 21: INTRA-THEATER APOE/APOD OPERATIONS NOTE: Explain how the TG PAT has no mission in an Intra-theater APOD because it is operated in the theater of operations. Explain the relationship with each element and the particular area in the Personnel Processing Center. INBOUND PROCESSING C2 NODE OUTBOUND PROCESSING DB MGMT TRANSIENT HOLDING FACILITY PERSONNEL PROCESSING CENTER

LSA 2 Check on Learning According to the Rules of Allocations, how many Theater Gateway Personnel Accountability Team(s) is / are authorized for each inter-theater Aerial Port of Debarkation? a. 1 b. 2 c. 3 d. 4 What is the maximum amount of Soldiers authorized in a Human Resources Platoon? a. 15 b. 16 c. 20 d. 21 SHOW SLIDE 22: LSA2 CHECK ON LEARNING According to the Rules of Allocations, how many Theater Gateway Personnel Accountability Team(s) is / are authorized for each inter-theater Aerial Port of Debarkation? a. 1 b. 2 c. 3 d. 4 What is the maximum amount of Soldiers authorized in a Human Resources Platoon? a. 15 b. 16 c. 20 d. 21

Personnel Accountability Process HRC NOTE: The HRSC provides reports, data, and analysis as needed. eMILPO SIDPERS DTAS RLAS SIDPERS DTAS N I P R N E T S I P R N E T Human Resources Sustainment Center ASCC G-1/AG Corps G-1/AG Theater Gateway Personnel Accountability Team SHOW SLIDE 24: PERSONNEL ACCOUNTABILITY PROCESS NOTE: Explain the personnel accountability process FM 1-0, Figure 3-3. Division G-1/AG Personnel Accountability Team Brigade S-1 Reporting channel View of info only Battalion S-1 FM 1-0, Figure 3-3

Personnel Accountability HR Enabling Systems Electronic Military Personnel Office (eMILPO) Standard Installation/Division Personnel Reporting System (SIDPERS) Regional Level Application Software (RLAS) Tactical Personnel System (TPS) Deployed Theater Accountability Software (DTAS) Army Disaster Personnel Accountability and Assessment System (ADPAAS) SHOW SLIDE 25: PERSONNEL ACCOUNTABILITY HR ENABLING SYSTEMS Learning Step / Activity 3. Identify Personnel Accountability HR Enabling Systems Method of Instruction: Conference / Discussion Instructor to Student Ratio: 1:36 Time of Instruction: 1 hr Media: Large Group Instruction NOTE: Ask the class “How would you go about giving access to certain systems to these HR systems, what about security clearances, should you worry about that regarding these systems?”

One-way bundle from ARNG to TAPDB-AO and AE upon mobilization ITAPDB Interactions Two-way direction bundles from AR to TAPDB-AO and AE upon mobilization TAPDB-AO - Active Officers - Mobilized RC Officers - eMILPO, TOPMIS Update - Data Bundle to TAPDB-R on DEMOB, not TAPDB-G eMILPO TAPDB-R - AR Enlisted/Officers - Shares data w/AO and AE - RLAS updates DB-R Accepts data bundle from AC at DEMOB Always DB of record for AR in ITAPDB RLAS SHOW SLIDE 26: ITAPBD INTERACTIONS Learning Step / Activity 3. Identify Manual PIM Requirements And Management Tools Method of Instruction: Conference / Discussion Instructor to Student Ratio: 1:36 Time of Instruction: 1 hr Media: Large Group Instruction a. The Integrated Total Army Personnel Data Base (ITAPDB) integrates individual records from four physical TAPDB data bases into a single physical data base. Ownership rules determined by the three Army components are applied, so ITAPDB shows which component “owns” the Soldier at the time the records are loaded. To further clarify why manual data must be provided from the deployed S-1 to the RC garrison support agencies, shown on the slide is another way to look at the database relationships between the components. b. ITAPDB is the corporate-level data repository for all components which is maintained by the U.S. Army Personnel Information Systems Directorate (PERSINSD) at HRC. The ITAPDB is completely refreshed daily by the component TAPDB (AO, AE, R, and G). The ITAPDB can only maintain one record per social security number at a time. c. An agreement has been made that the ITAPDB will only receive inputs from the database which controls the Soldier all of the time; therefore, ITAPDB receives data on RC Soldiers only from TAPDB-R and TAPDB-G, whether the Soldier is mobilized or not. eMILPO, which is the system of record while mobilized, does not provide data to RC TAPDBs, so as S-1s submit status changes in eMILPO to update the TAPDB AO and TAPDB AE databases, identical transactions must also be performed by the reservist’s garrison HR provider to ensure the mobilized Soldier’s status is accurately recorded in the ITAPDB. During de-mobilization, an information bundle for AR Soldiers can be sent from the AO or AE database back to the TAPDB-R to ease the demobilization process; however, that transfer must be done manually for ARNG Soldiers. By policy, the TAPDB-G will not receive an electronic transfer from the TAPDB AO and TAPDB AE databases. NOTE: Inform the students that records for mobilized RC Soldiers are maintained in the TAPDB-AO and AE databases for 130 days following the demobilization date. ITAPDB REFRESH DAILY - Data warehouse for all TAPDBs - Updates data daily - Used by Leadership- Total COP - Only holds 1 record/SSN - By policy, uses TAPDB-G/R for RC Soldiers even when Mobilized TAPDB-AE - Active Enlisted - Mobilized RC Enlisted - eMILPO, EDAS Update - Data Bundle to TAPDB-R on DEMOB, not TAPDB-G eMILPO - ARNG Enlisted/Officers SIDPERS 10g/ RCAS State feeds server @ NGB to update TAPDB-G - Will not accept (policy) data bundle from AC at DEMOB TAPDB-G RCAS One-way bundle from ARNG to TAPDB-AO and AE upon mobilization

eMILPO The Army’s personnel accountability system of record…including mobilized USAR and ARNG Provides reliable, timely and efficient mechanism for managing personnel accountability, strength reporting and personnel actions Provides visibility of location, status and skills of Soldiers down to company level…vital in determining unit’s war fighting capability Active and mobilized RC units must maintain in garrison and while deployed Web based application via NIPRNET HRAR - displays the associations between authorizations and Soldiers within the unit. It includes sections for slotted Soldiers and their authorizations, unslotted Soldiers, unfilled positions, slotted and unfilled positions, changed authorizations, and total Soldiers. SHOW SLIDE 27: eMILPO NOTE: Make sure to restate first bullet for including “mobilized and deployed” USAR and ARNG. HRAR or AAA = 161-Human Resource Authorization Report AAA = 162-Unit Personnel Accountability Report

SIDPERS-ARNG Army National Guard Database of record for personnel – each state maintains its own database Each State transmit updates to NGB and NGB loads this info into TAPDB-G Produces qualification records, unit manning reports, and strength accountability reports Updates TAPDB-G SHOW SLIDE 28: SIDPERS-ARNG NOTE: Have ARNG students with experience talk about this system in regards to their state. AAC-27 = The Personnel Strength Zero Balance Report AAC–C07 = Unit Manning Report (UMR) Deployment Manning Document (DMD)

RLAS Army Reserve Client-server Web enabled application for the management of personnel and resources Shows overall readiness posture of unit by Soldier RLAS generates TAPDB-R transactions and electronically transmits the data to HRC-St Louis SHOW SLIDE 29: RLAS NOTE: Have Army Reserve students with experience talk about using this system with their unit.

TPS v3.0 Main Screen All components Real-world, mobile, rapid deployment system Creates manifests and TF organizations Stand alone program which downloads data from Real-Time Automated Personnel Identification System (RAPIDS), Common Access Card (CAC), and iTAPDB file (from SRDC) Feeds DTAS SHOW SLIDE 30: TPS v3.0 MAIN SCREEN NOTE: Have students open up the TPS screen on their laptops and take a look at it. Show them examples (dry eraser) of how a TPS scanner looks and how it alleviates having to manually input every persons social security number. Get feedback from students who’ve utilized TPS before.

LSA 3 Check on Learning What system is the database for accountability while in theater? a. RCAS b. DTAS c. eMILPO d. TOPMIS Q. What system is the National Guard’s database of record for personnel? b. RLAS d. SIDPERS Q. What software application generates TAPDB-R transactions and electronically transmit the data to HRC – St Louis? SHOW SLIDE 31: LSA 3 CHECK ON LEARNING What system is the database for accountability while in theater? a. RCAS b. DTAS c. eMILPO d. TOPMIS Q. What system is the National Guard’s database of record for personnel? b. RLAS d. SIDPERS Q. What software application generates TAPDB-R transactions and electronically transmit the data to HRC – St Louis?

DTAS Database of record for accountability (boots on ground) in the deployed theater of operations (DEPLOYED STRENGTH) Provides near real-time visibility and accountability for military and civilian personnel Tracks and reports the duty status of all deployed personnel by name (SSN), unit, location, and date Web enabled application via SIPRNET MOBILE SYSTEMS EMILPO DMDC ODSE SIPRNET KUWAIT G1/HRC PENTAGON ENTERPRISE SYSTEM CFLCC C1 ARIFJAN, KUWAIT THEATER SYSTEM MNCI IRAQ APOD/APOE APOD MANIFEST SITE IN TPS ONE WAY TRANSFER VIA DISK CONUS AFGHANISTAN ARCENT DIV BDE BN SHOW SLIDE 33: DTAS NOTE: Give example of how Soldiers are put into DTAS thru the TPS manifests (built one at a time). Indicate that there are DTAS database managers in Kuwait and that the students should try and coordinate with them once in theater. http://www.eis.army.mil/ahrs/dtasv3/index.html

Army Disaster Personnel Accountability and Assessment System (ADPAAS) ADPAAS is the Army’s reporting system for post-disaster personnel accounting; no other reporting method is authorized System was first used during Hurricane Ike (Sep 08) 100% reported reached in 30 daysA FORSCOM G-1 conducted five training exercises (Sep 08 - Jun 09) Jun 09 HQDA conducted an Army-Wide exercise FORSCOM had 7,264 Soldiers and Family members affected 100% reported within 6 days Exceeded HQDA requirement of 90% accountability within 72 hours by 2% ADPAAS Link SHOW SLIDE 34: ARMY DISASTER PERSONNEL ACCOUNTABILITY AND ASSESSMENT SYSTEM (ADPAAS) NOTE: Gauge the class and see if any student has experience working with this system. ADPAAS standardizes a method for the Army to account, assess, manage, and monitor the recovery process for personnel and their families affected and/or scattered by a wide-spread catastrophic event. The ADPAAS provides valuable information to all levels of the Army chain of command, allowing commanders to make strategic decisions which facilitate a return to stability.

DA Form 3986-R (1 of 2) 35 SHOW SLIDE 35: DA FORM 3986-R Learning Step / Activity 4. Identify the Components of a Personnel Asset Inventory Method of Instruction: Conference / Discussion Instructor to Student Ratio: 1:36 Time of Instruction: 1 hr Media: Large Group Instruction Instructions for completing DA Form 3986-R Date the PAI was conducted Unit conducting PAI Next higher unit in the chain of command. Appropriate MACOM Reporting unit station and location UPC as used in SIDPERS, eMILPO The “as of date” is the date of the AAA-162. The cycle control number is the date in the upper right-hand corner of the AAA–162. Enter the sums of MPC on the AAA-162 in columns c, d, e, and f. Enter the number of soldiers required to be added to the AAA-162 in columns c, d, e, and f. Those reported as gains between the inclusive “as of date” on the AAA-162 and the PAI date must be listed by name, grade, and SSN on the AAA-162 in item 13. Continue on a separate sheet, if required, and attach as an enclosure to DA Form 3986–R. 9. Enter the number of soldiers required to be subtracted from the AAA-162 in columns c, d, e, and f. Those reported as losses between the inclusive “as of date ”on the AAA-162 and the PAI date must be listed by name, grade, and SSN in item 13 of DA Form 3986–R. Continue on a separate sheet, if required, and attach as an enclosure to the DA Form 3986–R. (See item 13 below.) Draw a line through the corresponding entry on the AAA-162 Reconcile the AAA-162 by adding the gains and deleting the losses on the AAA-162. The AAA-162 will now be an updated roster of all soldiers assigned and attached to unit on the “as of date” of the PAI. 10. Enter the “as of date” of the PAI. Show in columns c, d, e, and f the adjusted AAA-162 strength after consideration of item 8 and item 9. 11. Conduct the physical inventory. Check name, grade, and SSN of all soldiers present at the muster formation against the updated AAA-162. Record in item 13 all soldiers physically present for duty but not included on the AAA-162 by name, grade, and SSN. Continue on a separate sheet, if needed, and attach as an enclosure to DA Form 3986–R. Also attach copy of orders directing assignment or attachment, if available. Verify duty status of all assigned and attached soldiers not present at the muster formation. This involves a review of supporting documentation (DA Form 31, DA Form 4187, DD Form 1610, sick slips, admission and disposition reports, confinement orders, and so forth). Record in item 13 all soldiers listed on the AAA-162 and not present for duty by name, grade, and SSN, along with duty status, or explain why they were not present for duty. Continue on a separate sheet, if required, and attach as an enclosure to DA Form 3986–R. If soldiers departed on reassignment or attachment, also enclose a copy of the orders. Ensure the provisions of AR 630–10 have been complied with for soldiers in assigned-not-joined or AWOL duty status. Enter the number of all soldiers physically present by MPC in columns c, d, e, and f. Determine whether or not gain, loss, or attachment SIDPERS transactions were submitted to account for differences between AA2-162 and physical muster inventory. Check appropriate box. See items 8 through 11. The commander’s signature signifies that the above actions have been completed, according to these instructions. New commander will check item 15. If nonoccurrence is checked, an explanation will be provided in this item. Use a separate sheet if more space is required and attach as an enclosure to the PAI. The new commander’s signature signifies that the PAI has been reviewed. 17. Concurrence constitutes a recommendation for approval by MPSM. Nonoccurrence that cannot be resolved by the PAS and the unit commander will be explained in this item for MPSM resolution. Continue on a separate sheet, if required, and attach as an enclosure to the DA Form 3986–R. 35

DA Form 3986-R (2 of 2) SHOW SLIDE 36: DA FORM 3986-R 17 - 18. Concurrence constitutes a recommendation for approval by MPSM. Nonoccurrence that cannot be resolved by the PAS and the unit commander will be explained in this item for MPSM resolution. Continue on a separate sheet, if required, and attach as an enclosure to the DA Form 3986–R. 19-33. Forward through command channels according to local procedures. 34-39. The TO address (item 34) is the commander of the unit conducting the PAI. Item 36 is the date MPSM approved PAI. Item 37 will be checked by the MPSM only after unit personnel strength has been reconciled and deviations corrected. Item 38 is used by the MPSM to provide remarks or instructions. Item 39a and item 39b are for MPSM authentication 36

Personnel Asset Inventory (PAI) (1 of 3) Objective of the PAI is to maintain timely, error-free Personnel Accountability and to involve commanders at all levels in the strength accounting and reporting process Actual PAI conducted at the lowest and most practical administrative level, consistent with the overall organization structure (normally UIC level) Pre-PAI Actions include verifying the accuracy of all Soldiers on the eMILPO AAA-162 report and submitting database system updates as required Commanders of widely dispersed units may delegate conducting the PAI to the senior Army person at the dispersed location SHOW SLIDE 37: PERSONNEL ASSET INVENTORY (PAI) NOTE: Gauge the class and ask what “pre-PAI” actions were conducted prior to the actual PAI due date. Some examples you should hear are: fixing discrepancies in eMILPO, gathering pertinent documentation to account for everyone not able to attend the PAI, doing a pre-scrub with Command Teams to ensure a coordinated effort prior to the event. AR 600-8-6, Chapter 5

Personnel Asset Inventory (PAI) (2 of 3) Unit Personnel Accountability Report (AAA-162) is the baseline document for conducting the PAI; supported by the Unit Commander’s Finance/Pay Reports (UCFR/UCPR) Commanders will reconcile personnel data information on the AAA-162 with an actual physical muster formation of assigned and attached Soldiers All Soldiers will be accounted for to include absences such as: - Assigned-not-joined - Hospitalization - Leave/Pass - Temporary Duty - AWOL/Confined - Sick in Quarters - Essential Duties - Missing SHOW SLIDE 38: PERSONNEL ASSET INVENTORY (PAI) NOTE: After discussing the last bullet, ask class if a Soldier were excused from a PAI if they were on Staff Duty or a CQ runner. The answer would be “NO,” because they can have someone cover down for them while they verify their information. AR 600-8-6, Chapter 5

Personnel Asset Inventory (PAI) (3 of 3)   Must be conducted for: Annual Army-wide PAI (100% accountability) Change of Command Loss of Commander A Unit Move, Inactivation, or Re-designation Deployment Movement from the Mobilization Station Direction of the Chain of Command  SHOW SLIDE 39: PERSONNEL ASSET INVENTORY (PAI) NOTE: Reiterate to the class that having a PAI at the Direction of the Chain of Command is a good way to start rebuilding your strength reports in order to start with an on the ground assessment of your force. AR 600-8-6, Chapter 5, Para 5–7. Rules for conducting a personnel asset inventory a. A PAI (physical muster formation) will be conducted— (1) At change of command. For the purpose of conducting a PAI, a unit commander is defined as any company commander, battalion commander, commander or senior Army person of a U.S. Army element, or Army chief of an agency or activity having a unique UPC that has assigned Army personnel. (The key in determining if an activity other than a company or battalion should conduct a PAI is whether or not a unit is assigned a unique UPC.) (See para 5–3.) (a) If possible, the departing commander and the new commander will jointly conduct the PAI. The departing commander will not be allowed to depart or PCS until unit personnel strength has been reconciled; all assigned and attached soldiers are accounted for; and required SIDPERS transactions have been processed. (b) If the commander is lost due to death, extended hospitalization (60 days or more), operational relief, or a similar reason, a PAI will be completed by the acting commander or new commander within 15 days after assuming command. (2) Fourteen calendar days prior to a unit move to a different duty station; a unit inactivation, discontinuance or re-designation; or a change in servicing PPA. (3) At the direction of the chain of command. Commanders at any level may direct a PAI whenever they determine one is required. (4) When the unit strength variance is 2 percent or more after validation of the personnel Strength Zero Balance Report. AR 600-8-6, Chapter 5

HRC Personnel Accountability Branch Annual Army-Wide PAI  Objectives: Account for 100 percent of all AC and RC forces on active duty Reconcile boots on the ground with databases Validate selected personnel data Validate and update non-availability for deployment status codes Identify pay discrepancies   HRC tracks unit completion status and publishes official data metrics and deviation reports on PAI website HRC Personnel Accountability Branch SHOW SLIDE 40: ANNUAL ARMY-WIDE PAI NOTE: Ask for student feedback from those who have experience with the Annual Army-wide PAI. AR 600-8-6, Para 5–2. Personnel asset inventory objective The objective of the PAI is to maintain timely, error-free PASR, and to involve commanders at all levels in the strength accounting and reporting process. Accurate personnel strength data is required at all command levels to establish personnel policies and procedures; to manage the Army’s personnel distribution system; and to report accurate personnel strength data to Congress.

LSA 4 Check on Learning What form is used to record Personnel Asset Inventory (PAI) reports? a. DA Form 2886-R b. DA Form 2986-R c. DA Form 3896-R d. DA Form 3986-R Q. Which of the following is NOT a reason for conducting a PAI? a. Loss of commander b. Prior to a deployment c. During an Army-wide PAI d. 30 days prior to a unit move SHOW SLIDE 41: LSA 4 CHECK ON LEARNING What form is used to record Personnel Asset Inventory (PAI) reports? a. DA Form 2886-R b. DA Form 2986-R c. DA Form 3896-R d. DA Form 3986-R Q. Which of the following is NOT a reason for conducting a PAI? a. Loss of commander b. Prior to a deployment c. During an Army-wide PAI d. 30 days prior to a unit move

TERMINAL LEARNING OBJECTIVE LESSON OUTCOME: Army Learning Areas (ALAs) – General Learning Outcomes (GLOs) 1. Mission Command – GLO 6 Professional Competence – GLO 13 & 14 Action: Coordinate Personnel Accountability Functions Conditions: In a classroom environment and given access to AR 600-8-6, FM 1-0, ADP 5-0 and awareness of Operational Environment (OE), variables, and actors. Standards: Students will meet the standard of 70% accuracy when they: : Define Personnel Accountability Correlate Personnel Accountability Doctrinal Responsibilities at each Echelon of Command Identify Personnel Accountability HR Enabling Systems Identify the Components of a Personnel Asset Inventory SHOW SLIDE 45: RESTATE Learning Step / Activity 5. Practical Exercise #1 Method of Instruction: Practical Exercise (Performance) Instructor to Student Ratio: 1:36 Time of Instruction: 40 mins Media: Individualized, self-paced Instruction Learning Step / Activity 6. Practical Exercise #1 Review Method of Instruction: Conference / Discussion Time of Instruction: 10 mins Media: Large Group Instruction    SECTION IV. SUMMARY Method of Instruction: Conference / Discussion Instructor to Student Ratio is: 1:36 Time of Instruction: 10 mins Media: Large Group Instruction Determine if the students have learned the material presented by:   1. Soliciting student questions and explanations. 2. Asking questions and getting answers from the students (Include questions and answers). 3. Providing immediate feedback in context to the material presented and correcting student misunderstandings. Review / Summarize Lesson NOTE: Emphasize what the TLO was for this block of instruction. Feedback Requirements Feedback is essential to effective learning. Schedule and provide feedback on the evaluation and any information to help answer students' questions about the test. Provide remedial training as needed. a. Schedule and provide feedback on the evaluation and any information to help answer students’ questions about the test. b. Provide remedial training as needed.