1. Report Personnel Accountability
SHOW SLIDE 1: REPORT PERSONNEL ACCOUNTABILITY
ADMINISTRATIVE DATA:
Academic Hours/Methods
0 hr/5 min Introduction
2 hrs / 35 min Conference / Discussion
0 hr / 50 min Practical Exercise
1 hr (60 min) Test
0 hr/10 min Test Review
0 hr/10 min Summary
5 hrs / 10 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

2. Terminal Learning Objective
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).
21ST CENTURY COMPETENCIES:
Teamwork and Collaboration
Communication and Engagement
Critical Thinking and Problem Solving
Tactical and Technical Competence
TERMINAL LEARNING OBJECTIVE:
Action: Report Personnel Accountability
Conditions: In a classroom environment and given access to AR , FM 1-0, 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 Manuel Reporting requirements
4. Verified S-1 Personnel Accountability responsibilities
5. Integrated Personnel Accountability Enabling Systems into unit operations
SHOW SLIDE 2: LESSON OUTCOME, 21ST CENTURY COMPETENCIES, & TERMINAL LEARNING OBJECTIVE
NOTE: Inform Soldiers of the Terminal Learning Objective (TLO), Lesson Outcomes, and 21st Century Competencies
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 , Multiservice Tactics, Techniques, and Procedures for Nuclear, Biological, and Chemical (NBC) Protection, FM , 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 FM Environmental Considerations and GTA 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
21st Century Soldier Competencies are outlined in Appendix C of TRADOC Pamphlet (The U.S. Army Learning Concept for 2015) are general areas of competence or attributes required by Students and leaders to prevail in complex, uncertain environments. Together, they provide a foundation for operational adaptability.

3. 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

4. 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.

5. HR CORE COMPETENCIES Core Competency Key Functions
SHOW SLIDE 5: HR CORE COMPETENCIES
NOTE: Have students understand that we now have FOUR HR Core Competencies and that PA falls under the sub category of Man the Force.

6. 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
SHOW SLIDE 6: 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
FM 1-0, Chapter 3

7. 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
SHOW SLIDE 7: CHECK ON LEARNING
NOTE: Conduct a check on learning and summarize the learning activity.

8. Non-SRC 12 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
SHOW SLIDE 8: NON-SRC PA RESPONSIBILITIES
Learning Step / Activity Implemented Personnel Accountability procedures
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 40 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.
FM 1-0

9. SRC 12 HR SUPPORT ORGANIZATION STRUCTURE AND MISSION
SHOW SLIDE 9: 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.

10. HRSC ROA: 1 PER TSC FM 1-0, Para.2-56 thru 2-68
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.
SHOW SLIDE 10: 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.
ROA: 1 PER TSC
FM 1-0, Para.2-56 thru 2-68

11. THEATER GATEWAY PERSONNEL ACCOUNTABILITY TEAM
MISSION
Provide personnel accountability support to the theater by coordinating and providing Joint Operations Area-level reception, replacement and redeployment support to gain/maintain personnel accountability of transiting personnel.
3/1/6/10
THEATER GATEWAY
PAT TM HQS
O5 42H DIRECTOR
O4 42H DEP DIRECTOR
W3 420A PER TECH
E9 42A TM SGM
2/1/1/4
OPS SEC
1/0/5/6
O3 42A OPS CHIEF
E7 42A NCOIC
E7 88N TRANS NCOIC
E5 88N TRANS NCO
E5 42F HR SGT
E4 42F HR SPC
SHOW SLIDE 11: 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.
Rules of Allocation:
One per inter-theater Aerial Port of Debarkation (APOD) 11

12. HR Company 3/1/23/ 27 MISSION Rules of Allocation:
Provide command and control, and technical support to all assigned and attached postal and HR platoons.
3/1/23/ 27
CMD SEC
CDR H
XO B
1SG E8 42A5M
SUPPORT HQ
SEC
SUPPLY SGT E6 92Y
CBRN NCO E6 74D
SUPPLY SPC E4 92Y
ARMORER E4 92Y
SIG SUP SYS SPEC E4 25U (2)
HR SGT E5 42A
LT WHL VEH MECH E4 63B
PWR-GEN EQUIP REP E4 52D
COOK E4 92G
OPERATIONS
PLANS AND
1/1/12/ 14
OPS OFF O3 42B4J
HR TECH W2 420A4J
SR HR SGT E7 42A2S
TRANS NCO E6 88N
HR SGT E6 42AF4
HR SGT E5 42AF4
HR SPC E4 42AF5
HR SPC E4 42A10 (2)
HR SPC E3 42A10
HR SPC E3 42AF5
HR SYS SGT E5 42F20
HR SYS SPC E4 42F10
HR SYS SPC E3 42F10
HQs, PERSONNEL
COMPANY
2/0/1/ 3
0/0/10/10
SHOW SLIDE 12: HR COMPANY
HRC change in structure from 32 to 27 PAX
Notes: 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.
Rules of Allocation:
One per Theater Gateway Personnel Accountability Team
One per Military Mail Terminal
One per two-six platoons (HR and / or Postal)

13. Human Resources Platoon HUMAN RESOURCES PLATOON
MISSION
Provides casualty and/or personnel accountability support to all individuals and units to an assigned area of operations or serves as a supporting element of the Theater Gateway Personnel Accountability Team.
PROPOSED ORGANIZATIONAL DESIGN – HUMAN RESOURCES PLATOON
1/0/20/21
HUMAN RESOURCES PLATOON
SQUAD A (PAT)
SQUAD B (PAT)
SQUAD C (PAT)
HQs SEC
SHOW SLIDE 13: 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
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.
1/0/2/3
0/0/6/6
0/0/6/6
0/0/6/6
PLT LDR O2 42B
PSG E7 42A
WH VEH MECH E4 63B
SQD LDR E6 42A
HR SGT E5 42A
HR SPC E4 42A (3)
HR SPC E3 42A
SQD LDR E6 42A
HR SGT E5 42A
HR SPC E4 42A (3)
HR SPC E3 42A
SQD LDR E6 42A
HR SGT E5 42A
HR SPC E4 42A (3)
HR SPC E3 42A
Rules of Allocation:
One PAT per 600 personnel
Four per Theater Gateway Personnel Accountability Team 13

14. SRC 12 Responsibilities for PA
Human Resource Sustainment Center (HRSC) PA/PRM/PIM Division Para 3-57
Theater Gateway (TG) Personnel Accountability Team (PAT) Para 3-58
Human Resource Company (HRC) /Personnel Accountability Team para 3-60
SHOW SLIDE 14: SRC 12 RESPONSIBILITIES FOR PA
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.
FM 1-0

15. 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.
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
SHOW SLIDE 15: ELEMENTS OF PA REGARDOMG FOXED/ROTARY WING FLIGHTS
Notes: 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.

16. 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 16: PA CRITICAL REQUIREMENTS
Notes: 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.

17. 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 17: PA FLOW IN DEPLOYED THEATER
Notes: 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 Mission Command
INTRA-THEATER
PPC
- Existence
- Workload

18. 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 18: PERSONNEL PROCESSING CENTER
Notes: Explain where each element is responsible, i.e. HR Co HQs in the Mission Command node, etc.
INBOUND
PROCESSING
Mission Command
NODE
OUTBOUND
PROCESSING
ONWARD
MVMNT TO
RSOI
STAGING
AREA DB
MGMT
TRANSIENT HOLDING
FACILITY
TG – PERSONNEL PROCESSING CENTER

19. 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 Mission Command of PA Teams
SHOW SLIDE 19: PERSONNEL PROCESSING CENTER (CONT)
Notes: 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
Mission Command
NODE DB
MGMT
TG – PERSONNEL PROCESSING CENTER
C U S T O M S
EQMT
HOLDING
BRIEFING
PAX
SATO 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

20. 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 20: INTRA-THEATER APOE/APOD OPERTIONS (CONT)
Notes: 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
Mission Command
NODE
OUTBOUND
PROCESSING DB
MGMT
TRANSIENT HOLDING
FACILITY
PERSONNEL PROCESSING CENTER

21. Personnel Accountability
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
SHOW SLIDE 21: 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

22. 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. Which of the following is NOT a Personnel Accountability Requirement?
a. Strength Reporting data/information entered correctly
b. Personnel Accountability
c. Soldier Readiness Processing
d. None of the above
Q. Who is responsible for coordinating final briefings, coordinating storage of
equipment, and ensuring 100% by name chalk activities?
a. PAT
b. HR Pltn
c. TG PAT
d. HR CO HQs
SHOW SLIDE 22: CHECK ON LEARNING
NOTE: Conduct a check on learning and summarize the learning activity.

23. 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 23: 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: 50 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?”

24. 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 warfighting capability
Active and mobilized RC units must maintain in garrison and while deployed
Web based application via NIPRNET
SHOW SLIDE 24: 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
Human Resource Authorization Report (HRAR or AAA-161)
Unit Personnel Accountability Report (AAA-162)

25. 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 25: 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
The Personnel Strength Zero Balance Report (AAC-27)
Unit Manning Report (UMR) (AAC–C07)
Deployment Manning Document (DMD)

26. 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 26: 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

27. 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 27: 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

28. 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 28: 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.
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

29. 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 days
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%
SHOW SLIDE 29: 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.
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 Link

30. 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-St Louis?
a. RCAS entered correctly
b. RLAS
c. SIDPERS
d. None of the above
Q. Which system produce the Personnel Strength Zero Balance Report (AAC-27)?
a. RCAS
b. RLAS
c. SIDPERS
d. None of the above
SHOW SLIDE 30: CHECK ON LEARNING
NOTE: Conduct a check on learning and summarize the learning activity.

31. Personnel Asset Inventory
SHOW SLIDE 31: 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: 35 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.

32. 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 32: PERSONNEL ASSET INVENTORY (PAI) (1 OF 3)
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 , Chapter 5

33. 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 33: PERSONNEL ASSET INVENTORY (PAI) (2 OF 3)
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 , Chapter 5

34. 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 Redesignation
Deployment
Movement from the Mobilization Station
Direction of the Chain of Command 
SHOW SLIDE 34: 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 , Chapter 5

35. 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 35: ANNUAL ARMY-WIDE PAI
NOTE: Ask for student feedback from those who have experience with the 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.

36. Check on Learning
Q. Which of the following are objectives of the Army Wide PAI?
a. Identify pay discrepancies
b. Validate selected personnel data
c. Account for 100 percent of all AC forces only
d. Both a and b
2. Q. Who is responsible for tracking unit completion status and publishing deviation reports on the PAI website?
a. Brigade S-1ered correctly
b. Battalion S-1
c. Brigade Commander
d. Human Resources Command
Q. In addition to the AAA-162, which of the following document(s) is /are used in support of the PAI?
a. Unit’s Alpha Roster
b. Unit Commander’s Inquiry Report
c. Unit Commander’s Finance Report
d. Both b and c
SHOW SLIDE 36: CHECK ON LEARNING
NOTE: Conduct a check on learning and summarize the learning activity.

37. Personnel Accounting SHOW SLIDE 37 : PERSONNEL ACCOUNTING
Learning Step / Activity 5. Integrated Personnel Accountability Enabling Systems into unit operations
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 10 mins
Media: Large Group Instruction
NOTE: (eMILPO Page) Explain to Soldiers that eMILPO is a vital link in integrating Personnel Accountability Enabling Systems in unit operations. For HR support providers, sustainment leaders, and staffs, it is important to understand the HR and sustainment relationship as it relates to supporting and supported roles and responsibilities. Supported organizations include G-1/AGs and brigade and battalion S-1s. Supporting organizations are the HRSC, sustainment brigade expeditionary sustainment command (ESC) HROBs, and HR companies.

38. Slotting-Filter Criteria
SHOW SLIDE 38: SLOTTING – FILTER CRITERIA
NOTE: (eMILPO) This page allows the use to filter the Soldiers for the selected UIC(s) and Document Effective Dates(s) (*) denotes required criteria.

39. Duty Status-Soldier Data
SHOW SLIDE 39: DUTY STATUS – SOLDIER DATA
NOTE: (eMILPO) This page allows the user to update or remove one or more duty statuses for the selected Soldier.

40. Assignment History Listing
SHOW SLIDE 40: ASSIGNMENT HISTORY LISTING
NOTE: This page allows the used to add, update, or remove one or multiple assignment history data.
NOTE: eMILPO is one of the enabling systems that enables HR professionals to integrate Personnel Accounting Systems into unit operations. RLAS and SIDPERS are systems used by the Army Reserves and National Guard to integrate Personnel Accounting Systems into unit operations into their organizations.

41. Check on Learning
Q. Which of the following systems does the National Guard used to integrate Personnel Accounting into their unit’s operations?
a. RLAS
b. DTAS
c. eMILPO
d. SIDPERS
SHOW SLIDE 41: CHECK ON LEARNING
NOTE: Conduct a check on learning and summarize the learning activity.
Answer-d SIDPERS

42. Terminal Learning Objective
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).
21ST CENTURY COMPETENCIES:
Teamwork and Collaboration
Communication and Engagement
Critical Thinking and Problem Solving
Tactical and Technical Competence
TERMINAL LEARNING OBJECTIVE:
Action: Report Personnel Accountability
Conditions: In a classroom environment and given access to AR , FM 1-0, 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 Manuel Reporting requirements
4. Verified S-1 Personnel Accountability responsibilities
5. Integrated Personnel Accountability Enabling Systems into unit operations
SHOW SLIDE 42: LESSON OUTCOME, 21ST CENTURY COMPETENCIES, & TERMINAL LEARNING OBJECTIVE
NOTE: Inform Soldiers of the Terminal Learning Objective (TLO), Lesson Outcomes, and 21st Century Competencies
Conduct a check on learning and summarize the learning activity.
Learning Step / Activity 6 . 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 7. Practical Exercise #1 Review
Method of Instruction: Conference / Discussion
Time of Instruction: 10 mins
Media: Large Group Instruction
Learning Step / Activity 8 . Practical Exercise #2
Learning Step / Activity 9. Practical Exercise #2 Review
Learning Step / Activity 10. Test
Method of Instruction: Test
Time of Instruction: 1 hr (60 Mins)
Media: Individualized, self-paced Instruction 
Learning Step / Activity 11. Test review
Method of Instruction: Test Review
SUMMARY
Today we learned what Personnel Accountability is, we determined PA Doctrinal Structure, we identified PA Flow in Deployed Theater, including the Theater Gateway PA Center, and we determined PA Tasks at each Echelon. We learned that HR professionals have a critical role in PA Operations and that HR professionals manage PA Operations during war or contingency operations. That HR professional are responsible for managing this system and ensuring that Soldiers get to where they are needed on time, as well as ensuring they get valuable rest to maintain combat readiness.
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.