1. Implement Deployed Personnel Strength Reporting
HR Plans and Operations Course
Implement Deployed Personnel Strength Reporting
Show Slide: IMPLEMENT DEPLOYED PERSONNEL Strength Reporting
SECTION I. ADMINISTRATIVE DATA
Academic Hours/Methods
1hrs/00 mins Large Group Instruction
00 hrs/Practical Exercise (Performance)
1 hrs/00 mins Total Hours
SECTION II. INTRODUCTION: During this lesson we are going to discuss Preparing Personnel Readiness Data for the Commander Unit Status Report (CUSR)
Method of Instruction. Conference/discussion
Instructor to Student Ration: 1:16
Time of Instruction: 5 mins
Media: Small Group Instruction
INTRODUCTION. It is critical to the success of other organization to be able to implement deployed personnel Strength Reporting efficiently and effectively. The strength reporting process provides commanders with a snapshot of the personnel component of their combat power and capabilities. Every level of command develops their requirements for data elements reflected on the strength report.
NOTE: Facilitate discussion to determine the students’ prior knowledge and experience with SR. Almost all students should have some experience. It is a fundamental HR task, but one that HR professionals often have a difficult time getting accurate.
MOTIVATOR: Properly manning units and reporting personnel strength is vital to assuring the fulfillment of missions as a strategic element of national policy; it enhances predictability; and ensures that leaders have the people necessary to perform assigned tasks. Personnel Strength Reporting impacts the effectiveness of all Army organizations, regardless of size, and affects the ability to successfully accomplish all other HR core competencies and key functions. This is essential when determining rules of allocation and how to fill HR Squad and Postal Platoons.
November 2012
Senior Leader Training Division
Adjutant General School

2. Terminal Learning Objective
Action: Implement Deployed Personnel Strength Reporting
Condition: Given classroom instruction, access to Human Resource enabling systems, and FM 1-0 and awareness of Operational Environment (OE), variables and actors.
Standard: Students will meet the standard when they correctly:
Define Strength Reporting principles
Correlate Strength Reporting doctrinal responsibilities at each echelon of command
Identify Strength Reporting formats
Identify Strength Reporting HR Enabling Systems
Show Slide: Terminal Learning Objective
NOTE: Review Terminal Learning Objective with the students.
SAFETY REQUIREMENTS. In a training environment, leaders must perform a risk assessment in accordance with FM 5-19, Composite Risk Management. Leaders will complete a DA Form 7566 COMPOSITE RISK MANAGEMENT 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). 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 , NBC Protection, FM , CBRN Decontamination. 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. Everyone is responsible for safety.
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 on the Man the Force final exam.
INSTRUCTIONAL LEAD-IN. Personnel Strength Reporting impacts the effectiveness of all Army organizations, regardless of size, and affects the ability to successfully accomplish all other HR core competencies and key functions. This is essential when determining rules of allocation and how to fill HR Squad and Postal Platoons.

3. Army Universal Task List (AUTL)
Provide Human Resources Support
SHOW Slide: Army Universal Task List (AUTL)
Learning Step/Activity 1. Army Universal Task List (AUTL)
Method of Instruction: Conference/Discussion
Instructor to Student Ratio: 1:16
Time of Instruction: 5 mins
Personnel Accountability and Strength Reporting and the other three Man The Force Key Functions are aligned under Man the Force Core Competency in the Army Universal Task List (AUTL). Accurate strength reporting process is critical in order to reflect the combat power of a unit and is also used to monitor unit strength, prioritize replacements, execute strength distribution, and make tactical and HR support decisions.
NOTE: Discuss with students how SR impacts the personnel placement within HR organization tasks.

4. SHOW SLIDE: HUMAN RESOURCES (HR) SUPPORT
Learning Step/Activity 2. Identify Sustainment Warfighting Function.
Method of Instruction: Conference/Discussion
Instructor to Student Ratio: 1:16
Time of Instruction: 5 mins
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 PAT level and monitored at HRSC level.
However, Strength Reporting is conducted at every level. Commanders and HR leaders should use FM 1-0 and the Army Universal Task List (AUTL) as a reference tool for developing general mission essential task lists, core capabilities mission essential tasks, operational orders, and SOPs.
Strength Reporting is important to the HR SRC 12 level because it is important to know the strength of each location within the AO in order to provide the required support to each location using the rules of allocation for Postal Platoons, PAT Teams, and CLT Teams.

5. Strength Reporting
FM 1-0: Strength Reporting is the numerical end product of the accountability process by comparing by-name data (faces) against authorizations (spaces) to determine a percentage of fill.
Strength Reporting includes reporting all personnel who deploy with the force including:
Numerical Strength Reports reflect the combat power of a unit and are used to:
Soldiers
Military service members from other Services
Department of Defense (DoD) Civilians
Contractors
Monitor unit strength
Prioritize replacements
Make and support tactical decisions
Show Slide: STRENGTH REPORTING
Learning Step/Activity 3. Strength Reporting.
Method of Instruction: Conference/Discussion
Instructor to Student Ratio: 1:16
Time of Instruction: 50 mins
Personnel strength reporting is a numerical end product of the accountability process. It is achieved by comparing the by-name data obtained during the personnel accountability process (faces) against specified authorizations (spaces or in some cases requirements) to determine a percentage of fill. Strength data reflects a unit’s authorization and required base-line strength. It starts with strength-related data submitted at unit level and ends with an updated database visible at all echelons, to include HRC. Personnel strength reporting is a command function conducted by G-1/AGs and S-1s to enable them to analyze manning levels and readiness, which provide a method of measuring the effectiveness of combat power. As strength reports may impact tactical decisions, the timely and correct duty status of individuals are critical to the strength reporting process.
Personnel strength reporting includes reporting all personnel who deploy with the force. This includes Soldiers, military Servicemembers from other Services, DoD civilians, and contractors.
Personnel accountability is the key factor used for conducting strength reporting.
NOTE: Ask the students how SR can affect the commander’s decisions and the unit’s mission. Facilitate discussion on the students’ real-world experiences that will help clarify these definitions.
Personnel Accountability is the key factor used for conducting Strength Reporting
FM 1-0, Chapter 3

6. Strength Reporting Process
HRC
SIDPERS
eMILPO
SIDPERS
RLAS
DTAS
SIDPERS
J-1/C-1
N I P R N E T
S I P R N E T
ASCC G-1/AG
Corps G-1/AG
Show Slide: STRENGTH REPORTING Process
The strength reporting process begins by unit S-1s processing strength related transactions into various HR automated systems that update the HR common operational picture at all levels and ends with the production of a PERSTAT report (JPERSTAT in a Joint environment). This report can be either manual or automated. Greater accuracy in the strength reporting process can be gained by generating reports from automated systems that perform personnel accountability functions. These automated reports reduce error by treating each entry as a record versus a data element that requires separate update. Additionally, automated processing is capable of simultaneous versus sequential reporting, which provides greater responsiveness to HR providers and their commanders.
The strength reporting process provides commanders with a snapshot of the personnel component of their combat power and capabilities. Every level of command develops their requirements for data elements reflected on the strength report. At a minimum, commands should report strengths by unit, location, component, category (military, DoD civilian, contractor, etc.), and duty status. Internally, commanders may use additional data elements that provide a better snapshot of actual capabilities by weapon system, cohort (officer/warrant/enlisted), MOS additional specialties, language ratings, etc. Unit G-1/AGs and S-1s should develop strength reports that best represent the personnel component of combat power for their organizations. Within a deployed theater, the ASCC G-1/AG will establish PERSTAT reporting requirements for unit strengths to include required “as of” times. If operating in a Joint environment, the PERSTAT should require the same data elements as the JPERSTAT.
Division G-1/AG
Brigade S-1
Legend:
DTAS – Deployed Theater Accountability Software
HRC – Human Resources Command
Battalion S-1
FM 1-0, Figure 3-5

7. Command Relationships and Key Terminology
Assigned: To place units or personnel in an organization where such an organization controls and administers the units or personnel for the primary function in a permanent nature. Unless specifically stated, this includes administrative control (ADCON) (Parent Unit is responsible for PA and SR)
Attached: The placement of units or personnel in an organization where such placement is relatively temporary (Gaining Unit is responsible for PA and SR)
Operational Control (OPCON): Transferable command authority for a specific mission; temporary; not normally logistically or administratively supported (Parent Unit is responsible for PA and SR)
Tactical Control (TACON): Unit falls under a commander’s command authority for a specific mission; temporary; not logistically or administratively supported. (Parent Unit is responsible for PA and SR)
Administrative Control (ADCON): includes personnel management, control of resources and equipment, discipline, and other matters not included in operational missions. For OPCON and TACON, parent units retain ADCON.
Show Slide: COMMAND RELATIONSHIPS AND key Terminology
NOTE: Inform students that the next four terms are command relationships as defined by FM It is important that HR professionals understand the these terms and the relationships of units.
Assigned: To place units or personnel on orders in an organization where such placement is relatively permanent, and/or where such organization controls and administers the units or personnel for the primary function of the unit or personnel. Unless specifically stated, this includes administrative control (ADCON). This means the unit or personnel are fully “owned” by the gaining organization to include strength reporting, awards, postal, casualty support, supply, transportation, etc. Also, includes less obvious areas like evaluations, contact with rear detachments, R&R planning, etc.
Attached: The placement of units or personnel in an organization where such placement is relatively temporary. A unit that is temporarily placed into an organization is attached.
Operational Control (OPCON): Transferable command authority for a specific operational mission, OPCON may be delegated and is the authority to perform those functions of command over subordinate forces involving organizing and employing commands and forces, assigning tasks, designating objectives, and giving authoritative direction necessary to accomplish the mission. OPCON does not, in and of itself, include authoritative direction for logistics or matters of administration, discipline, internal organization, or unit training (JP 1-02). This command relationship has the least impact on HR operations. Generally, this control is related to a specific mission with a short duration timeline. HR personnel will normally be expected to monitor the units’ personnel status; but, not take direct action to influence it.
Tactical Control (TACON): command authority over military capability or forces made available for tasking, that is limited to the detailed and, usually, local direction and control of movements or maneuvers necessary to accomplish missions or tasks assigned. TACON is inherent in operational control. TACON allows commanders below combatant command level to apply force and direct tactical use of logistic assets but does not provide authority to change organizational structure or direct administrative and logistic support.
Administrative control (ADCON): When commanders establish command relationships they determine if the command relationship includes ADCON. Administrative control is direction or exercise of authority over subordinate or other organizations in respect to administration and support, including organization of service forces, control of resources and equipment, personnel management, unit logistics, individual and unit training, readiness, mobilization, demobilization, discipline, and other matters not included in the operational missions of the subordinate or other organizations (JP 1-02). ADCON of an Army unit must remain in Army channels. It cannot be transferred to a unit of another service. ADCON is inherent in Assigned status and can be part of Attached status depending on how the orders are worded. It is possible to have units or personnel in an Attached status “minus ADCON” that would have their ADCON retained by their parent or losing unit. NOTE: ADCON is not a command relationship.

8. ASCC G-1 Responsibilities
Establish personnel strength reporting plans and policies in coordination with the JTF/JFLCC/CFLCC J-1
Manage and maintain ASCC personnel strength reporting information; monitor DTAS
Prepare and maintain PERSTAT / JPERSTAT / PERSUM / PRR reports
Direct a PAI for any subordinate unit when the unit’s strength imbalance between DTAS and the daily PERSTAT exceeds theater policy
Establish connectivity with HRC, RC Personnel Offices, Rear Detachments (as required), appropriate Joint HQ/other Services/federal agencies, and CRC
Monitor, analyze, and validate unit strengths to determine personnel requirements/priorities
Predict and validate personnel requirements based on current strength levels, projected gains, estimated losses, and the projected number of Soldiers and Army civilians RTD
Recommend replacement priorities to the G-3 (if replacement shelves are created)
Develop theater personnel distribution plans and manage the theater replacement system (if replacement and casualty shelves are used).
Conduct reassignments to meet operational requirements (coordinate with subordinate G-1/AG, S-1, and HRC).
SHOW SLIDE: ASCC G-1 RESPONSIBILITIES
Establish personnel strength reporting plans and policies reflecting detailed reporting procedures, timelines, formats and responsibilities (who reports to whom), in coordination with the JTF/JFLCC/CFLCC J-1.
Manage and maintain ASCC personnel strength reporting information.
Prepare and maintain PERSTAT / JPERSTAT reports.
Monitor DTAS to obtain strength reporting information.
Direct a PAI for any subordinate unit when the unit’s strength imbalance between DTAS and the daily PERSTAT exceeds theater policy.
Establish connectivity with HRC, RC Personnel Offices, Rear Detachments (as required), appropriate Joint HQ/other Services/federal agencies, and CRC.
Monitor, analyze, and validate unit strengths to determine personnel requirements and priorities.
Prepare and maintain PERSUMs and PRRs.
Predict and validate personnel requirements based on current strength levels, projected gains, estimated losses, and the projected number of Soldiers and Army civilians RTD.
Recommend replacement priorities to the G-3 (if replacement shelves are created).
Develop theater personnel distribution plans and manage the theater replacement system (if replacement and casualty shelves are used).
Conduct reassignments to meet operational requirements (coordinate with subordinate G-1/AG, S-1, and HRC).
FM 1-0, para 3-66

9. Human Resources Sustainment Center (HRSC)
Show Slide 13: HRSC
The HRSC does not have any specific assigned doctrinal strength reporting responsibilities, however strength reports from the field allows the HRSC to ensure proper planning is conducted for placement or HR squads and Platoons.
HRSC does not have any specifically assigned doctrinal SR responsibilities

10. JPERSTAT
(1 of 2)
Provides an assigned and available strength count, and captures gains and losses since the last reporting period
Used in Joint Environment
Reports Military, Civilian and Coalition personnel physically present in the theater by unit and location
Numbers must reconcile with DTAS
Show Slide: JPERSTAT (1 of 2)
The Joint Personnel Status Report or JPERSTAT gives the unit and the commander a strength summary. It provides an assigned and available strength count, and captures gains and losses since the last reporting period. Data is broken down by unit and deployed installation and includes Army Soldiers of all components, DOD civilians and contractors, allied, multi-national and joint personnel in theater. Soldiers on leave, TDY, emergency leave, etc. in CONUS are not included on the JPERSTAT.
(1) The J-1 must develop and publish the JPERSTAT format and enforce its use. The unit’s PERSTAT should be in exactly the same format as the final theater JPERSTAT product.
The unit’s numbers on the JPERSTAT must match the unit’s numbers in the Deployed Theater Data Base (DTAS). Army planners rely on theater database to make operational decisions, budgeting requirements, AAFES, MWR and intra-theater pass program planning and executions.
The HRSC will ensure required data is entered into DTAS in order to generate JPERSTAT requirements. Additionally, the will monitor DTAS and the JPERSTAT and report any strength imbalances to the ASCC G-1/AG
NOTE: Explain that the JPERSTAT in theater may look a little different, but that they have the same basic elements. Discuss with students each element of the JPERSTAT (civilian and coalition example on next slide).
JP 1-02, III-3

11. Civilians and Coalition
JPERSTAT
(2 of 2)
Civilians and Coalition
Show Slide: (J) PERSTAT (2 of 2)
Units are also required to report civilian and coalition partners that are assigned or attached to their unit. This is usually done on a separate spreadsheet of the JPERSTAT than the U.S. military personnel. These personnel can be challenging to account for and coordination must be made to insure they are not being double counted or not accounted for at all.

12. Strength Reporting HR Enabling Systems
Electronic Military Personnel Office (eMILPO)
Tactical Personnel System (TPS)
Deployed Theater Accountability System (DTAS)
Show Slide: Personnel Accountability HR Enabling Systems
There are several HR enabling systems that are key to the SR process, if the systems are used properly. The critical enabling systems for personnel accountability include:
Electronic Military Personnel Office (eMILPO)
Tactical Personnel System (TPS)
(3) Deployed Theater Accountability System (DTAS)

13. eMILPO
The Army’s personnel accountability system of record…including mobilized USAR and ARNG
Provides reliable, timely and efficient mechanism for managing strength 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: eMILPO
The Army’s personnel accountability system of record is the Electronic Military Personnel Office or eMILPO. It is an unclassified web-based application that provides the Army with a reliable, timely, and efficient mechanism for managing strength accountability and performing personnel actions. This system provides visibility of location, status, and skills of Soldiers both from a high level (top of the system) and a unit level (bottom of the system). This visibility is vital in determining the war fighting capability of the Army and subordinate commands.
The active component is responsible for maintaining the eMILPO data in peacetime and while deployed. During mobilization, Army Reserve and National Guard personnel are also entered into eMILPO for accountability purposes. Reserve component units are responsible for maintaining eMILPO data throughout their mobilization.
NOTE: Discuss challenges for RC units in maintaining system (training, access, etc.)

14. Tactical Personnel System
Serves as a deployment manifesting platform for all military personnel (Joint capable), DOD civilians, and contractors
Supports a commander's tactical decision-making process by creating a mobile, stand-alone deployed personnel strength automated file.
Can performing functions of Manifest, Jump Manifest, System Administration, Personnel, Task Force Operations, Crew Status, Ad hoc Query, and UIC Authorizations
Show Slide: TPS
TPS’s primary use today is manifest and account for personnel during deployment. It allows for immediate human resource monitoring during deployment and reception by the receiving theater. Standardized reports created by TPS facilitate the creation of a deployed force database for the theater commander. TPS supports a commander's tactical decision-making process by creating a mobile "go to war" personnel strength automated file.
TPS is a hasty field system, which does not replace eMILPO/DTAS, but enhances the commander’s ability to account for personnel in theater.
TPS performs functions of Manifest, Jump Manifest, System Administration, Personnel, Task Force Operations, Crew Status, Adhoc Query, and Unit Identification Code (UIC) Authorizations. TPS creates and monitors personnel by task force organizations, provides duty status monitoring of deployed personnel, and is mobile, which maximizes personnel accountability for the tactical commander during "split-base" or other operations.

15. 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 of the duty status of all deployed personnel by name (SSN), unit, location, and date
Web enabled application via SIPRNET
Show Slide: DTAS
Deployed Theater Accountability Software (DTAS) is the database of record for accountability (boots on ground) in the deployed theater of operations. It is the ‘boots on ground’ strength, or deployed strength, for all military and civilian personnel, to include: Army personnel, joint service members, DOD civilians, and contractors.
DTAS provides commanders with a standardized database for near real-time visibility of the duty status of all deployed personnel by name (SSN), unit, location, and date. It is a web enabled software application accessible worldwide via physical connection to the Secret Internet Protocol Router Network (SIPRNET) or by mobile computers.

16. Summary Strength Reporting Principles Doctrinal Responsibilities
Strength Reporting Formats
HR Enabling Systems
Show Slide: SUMMARY
Note: summarize lesson, review key learning activities, and ask students if there are any questions.

17. Terminal Learning Objective
Action: Implement Deployed Personnel Strength Reporting
Condition: Given classroom instruction, access to Human Resource enabling systems, and FM 1-0 and awareness of Operational Environment (OE), variables and actors.
Standard: Students will meet the standard when they correctly:
Define Strength Reporting principles
Correlate Strength Reporting doctrinal responsibilities at each echelon of command
Identify Strength Reporting formats
Identify Strength Reporting HR Enabling Systems
Show Slide: Terminal Learning Objective
NOTE: Restate Terminal Learning Objective.