Report Personnel Accountability ADMINISTRATIVE DATA: Academic Hours/Methods 0 hr/5 min Introduction 2 hrs / 0 min Conference / Discussion 1 hr / 10 min Practical Exercise 25 min Quiz 0 hr/5 min Quiz Review 0 hr/5 min Summary 4 hrs / 0 Min Total Hours INSTRUCTIONAL GUIDANCE. NOTE: Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and identified reference material. Throughout this lesson, solicit from students the challenges they experienced in the current operational environment (OE) and what they did to resolve them. Encourage students to apply at least 1 of the 8 critical variables: political, military, economic, social, information, infrastructure, physical environment and time. MOTIVATOR: Imagine if you will, you are the newly assigned S-1 for your unit. Your is scheduled to conduct an Army Wide PAI first thing tomorrow morning? Would you know what to do to get the PAI conducted? After completing this lesson you will have gain the knowledge that will enable you to complete the DA Form 3986-R - Personnel Asset Inventory, so please pay close attention and learn one of your responsibilities as an S-1. SECTION II. INTRODUCTION: Today will discuss the Army’s Report Personnel Accountability Procedures. Method of Instructions: Conference / Discussion Instructor to Student Ratio: 1:36 Time of Instruction: 5 mins Media: Large Group Instruction

Terminal Learning Objective TERMINAL LEARNING OBJECTIVE: Action: Report Personnel Accountability Conditions: In a classroom environment and given access to AR 600-8-6, FM 1-0, ATP 1-0.2, ADP 5-0, and awareness of Operational Environment (OE), variables and actors. Standards: Students will meet the standard when they correctly: Determined unit higher headquarters Personnel Accountability requirements Implemented Personnel Accountability procedures Verified manual reporting requirements Verified S-1 Personnel Accountability responsibilities Integrated Personnel Accountability enabling systems into unit operations LESSON OUTCOME: This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for reporting personnel accountability. At the conclusion of this block of instruction, students will be able to identify and correctly use the proper reporting format, and identify roles and responsibility at each echelon and identify the components of a Personnel Asset Inventory (PAI). NOTE: Inform Soldiers of the Terminal Learning Objective (TLO) and Lesson Outcome. SAFETY REQUIREMENTS. In a training environment, leaders must perform a risk assessment in accordance with ATP 5-19, Risk Management. Leaders will complete the current Deliberate Risk Assessment Worksheet (DD Form 2977) in accordance with the TRADOC Safety Officer 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). Note: During MOPP training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOPP work/rest cycles and water replacement guidelines IAW FM 3-11.4, Multiservice Tactics, Techniques, and Procedures for Nuclear, Biological, and Chemical (NBC) Protection, FM 3-11.5, Multiservice Tactics, Techniques, and Procedures for Chemical, Biological, Radiological, and Nuclear Decontamination.   RISK ASSESSMENT LEVEL. Low. ENVIRONMENTAL STATEMENT. 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 ATP 3-34.5 Environmental Considerations and GTA 05-08-002 ENVIRONMENTAL-RELATED RISK ASSESSMENT. EVALUATION: You will be evaluated at the end of the block of instructions. Students must achieve a 70% to obtain a passing score. International Officers must achieve a 60%. INSTRUCTIONAL LEAD-IN. Understanding Report Personnel Accountability’s relationship with other HR Core Competencies and Key Functions is critical to your success as an HR Professional. This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for processing awards. These Soldiers display a progression of competencies and attributes in the following general learning outcomes: (1) Professional Competence (2) Team Building (3) Adaptability (4) Lifelong Learning

Army Learning Areas The Army Learning Areas (ALAs) 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 General Learning Outcomes (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 GLO 3: Soldiers and Army Civilians demonstrate proficiency in mission command philosophy. ALA: Human Dimension GLO 7: Soldiers and Army Civilians demonstrate capacity in critical thinking. GLO 8: Soldiers and Army Civilians demonstrate proficiency in communications skills. ALA: Professional Competence GLO 13: Soldiers and Army Civilians support Army policies, programs, and processes. GLO 14: Soldiers and Army Civilians are technically and tactically competent. Army Learning Areas NOTE: Inform Soldiers of the Army Learning Areas (ALA’s) and General Learning Outcomes (GLO’s). The Army Learning Areas (ALAs) 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 General Learning Outcomes (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 GLO 3: Soldiers and Army Civilians demonstrate proficiency in mission command philosophy. ALA: Human Dimension GLO 7: Soldiers and Army Civilians demonstrate capacity in critical thinking. GLO 8: Soldiers and Army Civilians demonstrate proficiency in communications skills. ALA: Professional Competence GLO 13: Soldiers and Army Civilians support Army policies, programs, and processes. GLO 14: Soldiers and Army Civilians are technically and tactically competent.

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 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 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 NOTE: Explain the “Four” HR Core Competencies and that PA falls under the sub category “Man the Force”.

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 Reportable Army Civilians Contractors Authorized to Accompany the Force (CAAF) Joint, Interagency, Intergovernmental, and Multinational personnel (JIIM) when directed PERSONNEL ACCOUNTABILITY Learning Step / Activity 1. Determined unit higher headquarters Personnel Accountability requirements Method of Instruction: Conference / Discussion Instructor to Student Ratio: 1:36 Time of Instruction: 10 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. Personnel Accountability is the key factor used for conducting Strength Reporting

Check on Learning 1. Q. Which HR Core Competency does Report Personnel Accountability fall under? a. Man the Force b. Provide HR Services c. Coordinate Personnel Support d. Conduct HR Planning and Operations 2. Q. What is / are some of the characteristic(s) of effective Personnel Accountability? a. Timely personnel data entered correctly (ONLY) data/information entered correctly b. Accurate personnel data entered correctly (ONLY) c. Equipment and personnel data entered correctly (ONLY) d. Both a and b  3. Q. What does CAAF stand for? a. Civilians Authorized to Accompany the Force b. Contractors Authorized to Accompany the Force c. Civilian Authorities Authorized to Accompany the Force d. Contracting Authorities Authorized to Accompany the Force   CHECK ON LEARNING NOTE: Conduct a check on learning and summarize the learning activity. Answers: 1: A 2: D 3: B  

PA Responsibilities ASCC G-1/AG Para 3-53 Corps/Division G-1/AG Para 3-54 Brigade S-1 Section Para 3-55 Battalion S-1 Section Para 3-56 Human Resources Sustainment Center (HRSC) PA/PRM/PIM Division Para 3-57 Theater Gateway (TG) Personnel Accountability Team (PAT) Para 3-58 Human Resources Operations Brach (HROB) Para 3-59 Human Resources Company (HRC) /Personnel Accountability Team Para 3-60 NON-SRC PA RESPONSIBILITIES Learning Step / Activity 2. Implemented Personnel Accountability procedures Method of Instruction: Conference / Discussion Instructor to Student Ratio: 1:36 Time of Instruction: 25 mins Media: Large Group Instruction NOTE: Discuss with the class how these elements perform their mission whether deployed or not. There is a good continuity regarding PA responsibilities within these elements.

Theater Gateway Personnel Accountability Team PA Process NOTE: The HRSC provides reports, data, and analysis as needed. HRC 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 PERSONNEL ACCOUNTABILITY PROCESS NOTE: Discuss organizational flow, NIPRNET and SIPRNET connectivity, and different systems used by RA, USAR, and NG. Division G-1/AG Personnel Accountability Team Brigade S-1 Reporting View Only Battalion S-1

HR Supporting Relationships ATP 1-0.2

HRSC HRSC NOTE: Discuss with class how they need to understand how these elements deal with each particular category that falls under them. MISSION: Provide technical guidance and ensures execution of the personnel accountability, postal, casualty, and RSO functions performed by HR SRC 12 elements and the HR Operations Branch within the Sustainment Brigade or Expeditionary Sustainment Commands. ATP 1-0.2

Theater Gateway Personnel Accountability Team 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. ATP 1-0.2 13

HR Company ATP 1-0.2 HR COMPANY HRC change in structure from 32 to 27 PAX Notes: 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. ATP 1-0.2

Human Resources Platoon 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. RULES OF ALLOCATION (ROA) FOR HR UNITS FM 1-0, Para 6-29 6-29. HR organization ROAs allow HR planners to determine the number of HR units required to provide intended support. These ROAs are also used in the Total Army Analysis system to model operational requirements of units and may change based on a number of environmental factors including geography. The following are the ROAs for modular HR organizations: HRSC — One per TSC. TG PAT — One per inter-theater APOD. MMT Team — One per inter-theater APOD that dispatches mail via aircraft (Existence Based). HR Company — One per three to seven platoons (HR, Postal, or any combination); One per MMT Team; One per TG PAT. HR Platoon (3 x HR Squads) — Two per TG PAT (1st 3,600 daily pax flow); One per 1,800 daily pax flow (additional). HR Squad (CLT) – One per Role 3 MTF; One per MA Company; One per HRSC, COD; and one per General Officer-level command (w/exception to ASCC/TSC). HR Squad (PAT) – One per 600 personnel transiting through an intra-theater APOD (when daily transit numbers exceed 600). For example, the senior mission commander is required to maintain accountability of the first 600 personnel transiting through an intra-theater APOD. At 601 personnel, two HR Squads (PAT) are required to process personnel transiting through an intra-theater. Postal Platoon — One per 6,000 personnel (i.e., cumulative population); Four per MMT Team. ATP 1-0.2 15

Check on Learning Q. Who has the mission to provide command and control to all assigned and attach postal platoons? a. HR Platoons b. HR Companies c. Human Resources Sustainment Center d. Theater Gateway Personnel Accountability Team 2. Q. Who maintains 100% accountability for all assigned and attached personnel? a. Battalion S-1 (ONLY) data/information entered correctly b. Brigade S-1 (ONLY) c. TG PAT (ONLY) d. Both a and b    CHECK ON LEARNING NOTE: Conduct a check on learning and summarize the learning activity.  

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) PERSONNEL ACCOUNTABILITY HR ENABLING SYSTEMS Learning Step / Activity 3. Verified Manuel Reporting requirements Method of Instruction: Conference / Discussion Instructor to Student Ratio: 1:36 Time of Instruction: 30 mins 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?”

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. eMILPO NOTE: Make sure to restate first bullet for including “mobilized and deployed” USAR and ARNG. - 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 warfighting capability Active and mobilized RC units must maintain in garrison and while deployed - Web based application via NIPRNET

SIDPERS Database of record for personnel – each state maintains its own database. Each State transmits updates to NGB. NGB then loads this info into TAPDB-G. Produces qualification records, unit manning reports, and strength accountability reports SIDPERS-ARNG NOTE: Have ARNG students with experience talk about this system in regards to their state. 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

RLAS 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. RLAS NOTE: Have Army Reserve students with experience talk about using this system with their unit. 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

TPS 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 Cards (CAC), and iTAPDB file Feeds DTAS 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. 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

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. MOBILE SYSTEMS ODSE DMDC EMILPO 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 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 coordinate with them once in theater. 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

ADPAAS ADPAAS- Army Disaster personnel Accountability and Assessment System The Army’s official tool for reporting the status of Personnel Accountability subsequent to a natural or man-made catastrophic event. A web-based, user friendly system to determine the status and whereabouts of Soldiers, DOD Civilians, OCONUS CAAF, and Family members. 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. ADPAAS is the Army’s reporting system for post-disaster personnel accounting; no other reporting method is authorized.

Army Database Interactions eMILPO TAPDB-AO TAPDB-R RLAS Two-way data transfer from TAPDB-R to AO and AE upon mobilization and demobilization Army Database Interactions Active Officers Mobilized RC Officers USAR Enlisted & Officers ITAPDB REFRESH DAILY Only holds 1 record/SSN Updates data daily By policy, uses TAPDB-G/R for RC even Mobilized eMILPO SIDPERS TAPDB-AE TAPDB-G One-way data transfer from TAPDB-G to AO and AE upon mobilization Active Enlisted Mobilized RC Enlisted ARNG Enlisted & Officers State feeds server @ NGB to update TAPDB-G

Check on Learning Q. Which system has been identified as the Army’s personnel accountability system of record including mobilized USAR and ARNG? a. TPS b. DTAS c. eMILPO d. ADPAAS 2. Q. What system generates TAPDB-R transactions and electronically transmits the data to HRC? a. RCAS entered correctly b. RLAS c. SIDPERS d. None of the above   CHECK ON LEARNING NOTE: Conduct a check on learning and summarize the learning activity.    Answers: 1: C 2: B

Personnel Asset Inventory 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. PERSONNEL ASSET INVENTORY Learning Step / Activity 4. Verified S-1 Personnel Accountability responsibilities Method of Instruction: Conference / Discussion Instructor to Student Ratio: 1:36 Time of Instruction: 25 mins Media: Large Group Instruction NOTE: Ask the class if anyone has never been involved in a PAI. Then give them the basic generalization of a PAI (Everyone reporting to the unit and one by one filing thru to verify their personal information off of the AAA-162 or C-27 or UMR rosters, taking out their ID Card and ID tags to verify all information is matching. In addition, verifying on the Unit Commanders Finance Report (UCFR) their pay status.) By that time, everyone should have understood what an actual PAI is. AR 600-8-6, Para 5-2

PAI Procedures (1 of 2) 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. Unit Personnel Accountability Report (AAA-162) is the baseline document for conducting the PAI. Commanders will reconcile personnel data information on the AAA-162 with an actual physical muster formation of assigned and attached Soldiers. PERSONNEL ASSET INVENTORY (PAI) (1 OF 2) 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. 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. AR 600-8-6, Chapter 5

PAI Procedures (2 of 2) 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 DA Form 3986 is used to document the PAI. The completed DA Form 3986 packet with all supporting documents such as DA Form 31, DD Form 1610, reassignment orders, AAA–162 as needed will be forwarded to the HR support office within 5 workdays of the PAI. PERSONNEL ASSET INVENTORY (PAI) (2 OF 2) 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. 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 - Essential Duties - AWOL/Confined - Sick in Quarters - Hospitalization - Leave/Pass - Missing - Temporary Duty AR 600-8-6, Chapter 5

Conducting a PAI Will be conducted: At Change of Command. 14 calendar days prior to a unit move to a different duty station; a unit inactivation, discontinuance or redesignation; or a change in organizational structure.   At the direction of the chain of command. Commanders at any level may direct a PAI whenever they determine one is required. When the unit’s strength imbalance between eMILPO and TAPDB is 2 percent more. The PAS chief will recommend to the commander which units require a PAI. PERSONNEL ASSET INVENTORY (PAI) (3 OF 3) 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. 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  AR 600-8-6, Chapter 5

DA Form 3986 DA Form 3986

Check on Learning Q. When is a PAI conducted? a. Change of responsibility b. Prior to a holiday c. When directed by BDE S-1 d. 14 calendar days prior to a unit move 2. Q. What Department of the Army form is a PAI submitted on? a. DA Form 31correctly b. DA Form 3986 c. DA Form 4187 d. DA Form 3987 Q. How long does a unit have to forward completed PAI to the HR support office? a. 14 calendar days b. 1 week c. 5 workdays d. 30 days   CHECK ON LEARNING NOTE: Conduct a check on learning and summarize the learning activity.   Answers: 1: D 2: B 3: C

Terminal Learning Objective TERMINAL LEARNING OBJECTIVE: Action: Report Personnel Accountability Conditions: In a classroom environment and given access to AR 600-8-6, FM 1-0, ATP 1-0.2, ADP 5-0, and awareness of Operational Environment (OE), variables and actors. Standards: Students will meet the standard when they correctly: 1. Determined unit higher headquarters Personnel Accountability requirements 2. Implemented Personnel Accountability procedures 3. Verified manual reporting requirements 4. Verified S-1 Personnel Accountability responsibilities Integrated Personnel Accountability enabling systems into unit operations LESSON OUTCOME: This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for reporting personnel accountability. At the conclusion of this block of instruction, students will be able to identify and correctly use the proper reporting format, and identify roles and responsibility at each echelon and identify the components of a Personnel Asset Inventory (PAI). NOTE: Inform Soldiers of the Terminal Learning Objective (TLO) and Lesson Outcome. SAFETY REQUIREMENTS. In a training environment, leaders must perform a risk assessment in accordance with ATP 5-19, Risk Management. Leaders will complete the current Deliberate Risk Assessment Worksheet (DD Form 2977) in accordance with the TRADOC Safety Officer 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). Note: During MOPP training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOPP work/rest cycles and water replacement guidelines IAW FM 3-11.4, Multiservice Tactics, Techniques, and Procedures for Nuclear, Biological, and Chemical (NBC) Protection, FM 3-11.5, Multiservice Tactics, Techniques, and Procedures for Chemical, Biological, Radiological, and Nuclear Decontamination.   RISK ASSESSMENT LEVEL. Low. ENVIRONMENTAL STATEMENT. 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 ATP 3-34.5 Environmental Considerations and GTA 05-08-002 ENVIRONMENTAL-RELATED RISK ASSESSMENT. EVALUATION: You will be evaluated at the end of the block of instructions. Students must achieve a 70% to obtain a passing score. International Officers must achieve a 60%. INSTRUCTIONAL LEAD-IN. Understanding Report Personnel Accountability’s relationship with other HR Core Competencies and Key Functions is critical to your success as an HR Professional. This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for processing awards. These Soldiers display a progression of competencies and attributes in the following general learning outcomes: (1) Professional Competence (2) Team Building (3) Adaptability (4) Lifelong Learning