1. Administer Strength Reporting
Military Personnel Managers Course CP-50
Show Slide 1: Administer strength reporting
Lesson Plan for Lesson 805C – Administer Strength Reporting
Lesson 4.0 Hours
Lesson Author: Mr. David Smoot
Date: 10 January 2012
Student Prerequisite Work:
Scan: FM 1-0, Chapter 3, Manning the Force.
Read: “Who Serves in the US Military? Demographic Characteristics of Enlisted Troops and Officers.” Serves as Handout #1 (HO1) for first homework assignment (see Slide 2).
Read: “Strength in Numbers – Your Guide to Census 2010 Redistricting Data, U.S. Census Bureau.” Serves as HO2 for Practical Exercise (see Slide 25).
Read: “Population Distribution and Change: Census Brief. Serves as HO3 for Practical Exercise (see Slide 25).
Method of Instruction: Experiential Learning Model
Media: Small Group Instruction 1:16 Instructor to Student Ratio
Lesson Timeline:
50 minutes Concrete Experience: Analysis of CDA Report
10 minutes Break
10 minutes Publish and Process
15 minutes Introduction
25 minutes Generalize New Information
50 minutes Generalize New Information
60 minutes Develop (Practical Exercise – Develop an SOP)
0 minutes Apply – End of Mod Exam for Man the Force
Risk Assessment: Low
Evaluation: Students will receive an end of mod exam for Man the Force. Students must score a minimum of 70% to pass the exam.
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.
Safety Statement: In a training environment, leaders must perform a risk assessment. 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 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 and FM , CBRN Decontamination.
Administer Strength Reporting
December 2016

2. Handout #1 SHOW SLIDE 2: WHO SERVES IN THE US MILITARY?
Introduction. Strength reporting provides the analysis and the “so what” raised by personnel accountability. It is with strength reporting that the HR specialist provides the commander with the personnel component of their combat power and capabilities.
Motivator: As leaders, we do not always have the luxury and time to associate the numbers of strength reporting to the names of personnel accountability. Today we will focus capabilities of a given reported population. When we speak in terms of capabilities, we speak the language of commanders and decision-makers.
Concrete Experience (50 Minutes): Go over Homework and Handout #1 (HO1), “Who Serves in the U.S. Military? The Demographics of Enlisted Troops and Officers”
Have students break up into teams of 5-6 and discuss HO1 (10 minutes) and record responses to the questions below (20 minutes). After each team has discussed, spend minutes discussing in plenary session (5 minutes per team).
What do the numbers mean? Facilitator should try and draw out answers that show there can be preconceived notions as to what is and what isn’t an urban legend or myth. Biases can be presented when we are analyzing strength data – sometimes even our own preconceived notions can lead us to a bad conclusion / recommendation. Facilitator should also lead students to potential benefits of the analysis of HO1 (a different type of “strength report”) – such things as more focused recruiting efforts – targeted campaigns to increase diversity, etc. Make parallel comparisons with the census data they reviewed as part of their homework reading assignment.
Lead in: Conventional wisdom holds that military service disproportionately attracts minorities and men and women from disadvantaged backgrounds. Many believe that troops enlist because they have few options, not because they want to serve their country. Others believe that the war in Iraq has forced the military to lower its recruiting standards.
Questions:
What surprised you about the data and analysis presented?
What benefit can a report like this have with policy makers?
How deep did you have to go to see trends or make an assessment? Is there missing information?
Publish and Process (5 minutes): This phase is student-centered and instructor facilitated.
The “publish” portion is a short discussion on how group members felt during their participation discussing HO1. This phase focuses on the group dynamics during HO1 and is NOT intended to be a discussion on HO1 content. This can be kept short; once the group moves to “process,” they will likely continue to add to “publishing” type information. Do not let the group jump straight to content. When well facilitated, publishing is a good method to relate a discussion of interpersonal communication and group dynamics to the broader topic of leader competencies described in FM 6-22.
Questions the instructor may ask to assist in the publishing phase:
1. What happened? How did you feel about that?
2. Who had a similar or different experience, and why?
3. Did anyone have a hard time contributing? Why? (Knowledge, group dynamics, etc.)
4. Is everyone engaged in actively listening, or are some trying to dominate? If a “dominator” personality exists, how can you ensure participation and commitment of everyone towards shared knowledge and understanding?

3. Terminal Learning Objective
Action: Administer Strength Reporting
Condition: Given access to FM 1-0, AR , the eMILPO functional guidance, and other HR Regulations in digital format and an awareness of the Operational Environment (OE) / Contemporary Operational Environment (COE) variables and actors.
Standards: Students will meet the standard by scoring 70% or higher on the Mod B/C exam.
Overall Objectives:
Define Strength Reporting.
Correlate Strength Reporting doctrinal responsibilities at each echelon of command.
Identify HR Enabling Systems used for Strength Reporting.
Show Slide 3 : Terminal Learning Objective
NOTE: Inform the students of the Terminal Learning Objective requirements.
Focus: This lesson is focused on meeting AG technical education outcomes.

4. Army Universal Task List
SHOW SLIDE 4: HUMAN RESOURCES (HR) SUPPORT
Generalize New Information (Instructor centered) (50 Minutes):
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, Strength Reporting is conducted at all levels, with increased analysis performed at higher echelons, while personnel accountability is conducted at BDE S1 and below levels, and monitored at Division G1/AG and above.
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 a key function of the core competency, Man the Force.

5. Strength Reporting relies on accurate Personnel Accountability
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:
Soldiers
Military service members from other Services
Department of Defense (DoD) Civilians
Contractors
Numerical Strength Reports reflect the combat power of a unit and are used to:
Monitor unit strength
Prioritize replacements
Make and support tactical decisions
Show Slide 5: STRENGTH REPORTING
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 of analyzing manning levels and readiness, which provide a method of measuring the effectiveness of combat power. HR professionals at all echelons are responsible for conducting strength reporting. As strength reports may impact tactical decisions, the timeliness and accuracy of strength related information is critical.
Personnel strength reporting includes reporting all personnel who deploy with the force. This includes Soldiers, other DOD servicemembers, DoD civilians, and contractors.
NOTE: Emphasize to the students that personnel accountability is the key factor used for conducting strength reporting.
NOTE: Ask the students how strength reporting can affect the commander’s decisions and the unit’s mission. Encourage students to share real-world experiences that will help clarify these definitions.
Strength Reporting relies on accurate Personnel Accountability
FM 1-0, Chapter 3

6. Strength Reporting Process
Show Slide 6: STRENGTH REPORTING Process
The strength reporting process begins by unit HR personnel 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 a 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 HR personnel 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.

7. Personnel Accountability looks at data elements on the individual:
PA and SR Relationship
Strength Reporting (SR) should be a product of good
Personnel Accountability (PA) – SR is not a stand alone process.
Question anyone who cannot provide names to back up their numbers.
Personnel Accountability looks at data elements on the individual:
Sandy: Female, brown and white w/liver spots, trained on rabbits, 5 years old
Rex: Male, all white, trained on coons, 5 years old
Bo: Male, brown and white, trained on varmints, 4 years old
Rufus: Male, white w/liver spots; trained on coons, 5 years old
Strength Reporting looks at characteristics / capabilities of the reported population
12 dogs between 4-8 years of age
4 Females / 10 Males
12 trained on coons, 2 on coons and rabbits, 4 on rabbits, 2 on various varmints, 0 on foxes
SHOW SLIDE 7: PA AND SR RELATIONSHIP
While we separated the functions of PA and SR during the latest HR doctrinal update, these two key functions of the core competency Man the Force, still have a dependent relationship. If units / organizations try to completely separate the two functions, they will run into problems with database accuracy. Strength reporting, when done right, is the by product of good personnel accountability and gives the preparer confidence that they can place names against their numbers.
The photo of the fox and the hounds represents a population / group that we want to report on. From a PA perspective, we are concerned with the individual and what makes them a unique record. From an SR perspective, we are concerned with depicting our “strength” in terms of capabilities and characteristics.
Likewise the chart indicates a PA listing of four separate individuals, each with their own capabilities and characteristics. As a simplistic example, we see the total of the individual aligning more toward the PA side, while we look at the holistic language capabilities of the group more aligned to SR. This is not to say that each does not have elements of the other. Bottom line, we use PA to account for individuals in areas where we have a vested interest. We use the totality of these individual accounts to represent a capability or desired requirement of the group / force.
Grade
MOS
SEX
MEL
LANG
CEDG
DWELL MO
ETHGRP O5
11B M B GM
MBA 02 Y E9
21B S AD BA 71 L
CW4
420A F RU
MHR 48 j E5
42A V PF AA 13 4 PA SR

8. Force Management System
Key Terminology (1 of 2)
Required Strength: Unit wartime requirements, which can normally be found on a unit’s MTOE or an RC unit’s mobilization / deployment order; normally the same as authorized strength given recent Army leadership guidance.
Authorized Strength: Unit peacetime requirements; the number against which personnel assignments are made and can normally be found on a unit’s MTOE or an RC unit’s mobilization / deployment order, may be directed by PMAD.
Operating Strength: Soldiers who are available to deploy as compared to authorizations. This relates to available strength on the USR and does not include Soldiers who are non-deployable or not available.
Show Slide 8: key Terminology (1 of 2)
Required Strength - Unit wartime requirements, which can normally be found on a unit’s MTOE or an RC unit’s mobilization / deployment order; normally the same as authorized strength given recent Army leadership guidance.
Authorized Strength - Unit peacetime requirements; the number against which personnel assignments are made and can normally be found on a unit’s MTOE or an RC unit’s mobilization / deployment order, may be directed by PMAD.
Operating Strength - Soldiers who are available to deploy as compared to authorizations. This relates to available strength on the USR and does not include Soldiers who are non-deployable or not available.
FMS Web. Authorization Documents for all Army organizations are available on the Force Management System ( S-1s can request access and run various reports detailing their unit’s authorization information. The mission of the United States Army Force Management Support Agency (USAFMSA) is to:
Document all Army force structure to include manpower and equipment requirements and authorizations using an integrated process.
Provide support, analysis, and discipline for Army's (personnel, materiel, resource and force managers) plans and decisions.
Support leadership decisions to transform and shape the Army.
FMS Web documents include TDA, TOE, MTOE, CTA, JTA.
FMS WEB
Force Management System

9. Key Terminology (2 of 2)
Organic: Forces assigned and forming an essential part of a military organization, these are part of the table of organization (TDA or TOE).
Assigned: Units subordinate to a higher HQs for extended periods. Assigned HQs retains all authorities to include administrative ones.
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. ADCON is synonymous with the Army’s Title X authorities and responsibilities.
Show Slide 9: key Terminology (2 of 2)
NOTE: Inform students that the next four terms are command relationships as defined by Army regulations. It is important that HR providers understand these terms and the relationships of their units in order to understand their SR responsibilities. Discuss with the students the impact of each of these relationships as it relates to Task Organization.
Organic: Forces organized under a table of organization to a headquarters (TDA or TOE). To illustrate, battalions of a BCT are organic to the BDE whereas most battalions of a Sustainment Brigade are assigned by orders issued by the Army Command (i.e. FORSCOM).
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.
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, operational control 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. Operational control 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. Tactical control is inherent in operational control. Tactical control 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.
NOTE: Ask students where they would find their units command relationships (Task Org in OPORD). Discuss with students that assigned and attached Soldiers should be annotated on the unit’s accountability systems.

10. Command Relationships
Show Slide 10: Command Relationships
Command relationships will determine who is responsible for a unit’s personnel accounting and strength reporting. Normally, this will align with the unit they receive sustainment support from. These relationships can change frequently within an operation and HR personnel must stay current with changes to the unit’s task force organization. To ensure SR remains timely and accurate, units must clearly understand their role, the effective date / time groups for task organization changes and “as of” data reflected in SR reports. Close coordination must be made during changes in task organization to ensure personnel are not double counted by gaining and losing command or are not accounted for at all. Double counting of units the day of a change in task organization is one of the the most common discrepancies with strength reporting.
NOTE: Discuss example scenarios of changes in command relationships and ask students if they would account for and report individuals and units. Task Organization can get ‘creative’ with unit’s being ‘attached minus ADCON’. Discuss what this means for SR and responsibility of updating databases to reflect these relationships.
Command relationships establish the degree of control and responsibility commanders have for forces operating under their control.
ADRP 5-0

11. Strength Reporting Value Added with HR Enabling Systems
Electronic Military Personnel Office (eMILPO)
eMILPO Data Store
Enlisted Distribution and Assignment System (EDAS)
Total Officer Personnel Management Information System II (TOPMIS)
Common Operating Picture Synchronizer (COPS)
Deployed Theater Accountability System (DTAS)
Tactical Personnel System (TPS)
Standard Installation/Division Personnel System(SIDPERS)
Reserve Component Automation System (RCAS)
Regional Level Application Software (RLAS)
Data Gathering
Data Analysis
Simultaneous
Sequential
ASCC G-1 / AG
ASCC G-1/AG
Pers DB
Show Slide 11: Strength reporting HR Enabling Systems
There are several HR enabling systems that assist HR providers in the performance accurate and timely SR if the systems are used properly. Mastering the use of the systems allows HR personnel to increase the amount of time they have to analyze data, and less time gathering it; it also promotes the ability to establish simultaneous vs. sequential, which improves accuracy and timeliness. The critical HR enabling systems for SR include:
Electronic Military Personnel Office (eMILPO): Canned reports
eMILPO Data Store: Query builder / wizard
Enlisted Distribution and Assignment System (EDAS)
Total Officer Personnel Management Information System II (TOPMIS)
Common Operating Picture Synchronizer (COPS)
Deployed Theater Accountability System (DTAS)
Tactical Personnel System (TPS)
CORPS G-1 / AG
CORPS G-1/AG
DIV G-1 / AG
DIV G-1/AG
BDE S-1
BDE S-1
BN S-1
BN S-1

12. 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 12: eMILPO
The Army’s personnel accountability system of record at the field level 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 entered into eMILPO for accountability purposes. Reserve Component units are responsible for maintaining eMILPO data throughout their mobilization.
NOTE: Discuss challenges for RC units using eMILPO (i.e., training, access, etc.).

13. TPS
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 perform functions of Manifest, Jump Manifest, System Administration, Personnel, Task Force Operations, Crew Status, Adhoc Query, and UIC Authorizations
Show Slide 13: Tactical personnel system (TPS)
The Tactical Personnel System’s (TPS) primary use today is for manifesting operations. It allows for immediate human resources 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.
This system can assist HR providers with maintaining accountability in austere environments or in theaters where DTAS is not employed. TPS can interface with DTAS indirectly with file uploads. TPS does not require internet connectivity, it is a stand alone system. TPS performs functions of Manifest, Jump Manifest, System Administration, Personnel, Task Force Operations, Crew Status, Adhoc Query, and Unit Identification Code (UIC) Authorizations.

14. DTAS
Database of record for accountability (boots on ground) in the deployed theater of operations (i.e., 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
Show Slide 14: 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. It 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.

15. TOPMIS II (AC Officers only)
Losses and gains for units / organizations / geographic groupings
Powerful query capability
Real-time TAPDB-AO information
Create / validate / modify / delete requisitions
Web based, user friendly application
SHOW SLIDE 15: TOPMIS II
TOPMIS II is a powerful SR tool for AC officers. It is an application off of TAPDB, so it is real-time with TAPDB – AO tables. The query capability is very powerful and can filter any data element the user selects. The active Army uses the system to create, validate, modify, and delete requisitions.

16. EDAS (AC Enlisted only)
Losses and gains for units / organizations / geographic groupings
Query capability
Real-time TAPDB-AE information
Create / validate / modify / delete requisitions
SHOW SLIDE 16: EDAS
Similar to TOPMIS II, EDAS is an application off the TAPDB mainframe and provides real-time information to the TAPDB – AE (active enlisted) tables. EDAS is not an easy system to navigate in and requires extensive use and training to master. EDAS can provide the same basic information for active component enlisted Soldiers that TOPMIS II provides for active component officers.

17. SIDPERS-ARNG (ARNG only)
The Army National Guard database of record
Qualification records, unit manning reports, and strength accountability documents
SHOW SLIDE 17: SIDPERS-ARNG
SIDPERS – ARNG is the ARNG’s database of record for all personnel accountability data elements. There are both canned and customizable query capabilities within SIDPERS-ARNG that give it an SR capability.

18. RCAS (RC only)
Primarily used by the ARNG (USAR uses some mobilization modules)
Web-based stand alone information system that provides visibility of personnel management data and mobilization planning
Unit level personnel can view all data for Soldiers assigned (i.e., awards, flags, medical, language documents)
SHOW SLIDE 18: RCAS
RCAS is used by both the ARNG and USAR, but primarily by the ARNG. This system provides personnel management data used for mobilization and strength reporting.

19. RLAS The US Army Reserve database of record
Client-serve, Web enabled application for the management of personnel and resources
Shows overall readiness posture of unit by Soldier
SHOW SLIDE 19: RLAS
RLAS is a USAR system and is their personnel data base of record. It provides SR data through both canned and customizable reports.

20. BN S-1 Doctrinal Responsibilities
Collect, summarize, analyze, update, and report personnel strength information
Process information on personnel
Perform error reconciliation
Submit Personnel Status reports (i.e., PERSTAT / JPERSTAT)
Submit Personnel Summaries (PERSUM) / Personnel Requirements Reports (PRR)
Coordinate for information on casualties, patient tracking, and stragglers
Coordinate for connectivity for secure and non-secure voice and data systems
Ensure HR team members have approved security clearances and required access to HR information systems
SHOW SLIDE 20: BATTALION S-1 RESPONSIBILITIES
Personnel strength reporting is a command function conducted by G-1 / AGs and S-1s that enable them to analyze manning levels and readiness, to provide commanders with a snapshot of the personnel component of their combat power and capabilities. Strength reporting is a numerical end product of the accountability process. It is achieved by comparing the by-name data obtained during the PA 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. Within this framework, the Battalion S-1 is at the tip of the spear for managing strength reporting processes. They are responsible to:
Collect, summarize, analyze, update, and report personnel strength information, using secure or non-secure data systems in the directed format with the proper enabling HR system.
Perform error reconciliation between the manual PERSTAT and DTAS when required.
Process information on replacements, RTD Soldiers, Army civilians, and multinational personnel, as required.
Submit personnel status reports (i.e., PERSTAT / JPERSTAT) to the Brigade S-1.
Submit PERSUMs and PRRs by unit SOPs or established procedures from higher HQs.
Coordinate with appropriate agencies for information on casualties, patient tracking, and stragglers and update the database as appropriate.
Coordinate for connectivity for secure and non-secure voice and data systems with the Battalion S-6 and Brigade S-1, where appropriate.
Ensure deploying members of the PR Team have been granted clearances and accesses to the appropriate HR systems.
FM 1-0, para 3-69

21. Brigade / STB S-1 Doctrinal Responsibilities
Collect, summarize, analyze, update, and report personnel strength information to G-1 / AG or higher HQs
Monitor duty status changes
Update the personnel database and HR management systems
Process information on personnel
Perform error reconciliation
Update DTAS daily
Submit PERSUMs and PRRs
Coordinate for information on casualties, patient tracking, and stragglers
Plan and coordinate for connectivity for secure and non-secure data systems
On order or in support of, operate a manifesting cell at ports of embarkation, collect manifest data at ports of debarkation and enter those personnel into the theater database
SHOW SLIDE 21: BRIGADE / STB S-1 RESPONSIBILITIES
Collect, summarize, analyze, update, and report personnel strength information to G-1/AG or higher HQs.
Monitor duty status change information (i.e., Present for Duty, WIA, KIA, MIA) and update the personnel database and HR management systems.
Process information on replacements, RTD Soldiers, Army civilians, multinational personnel, as required.
Perform error reconciliation and correct deviations in strength between eMILPO / RLAS / SIDPERS and TAPDB and between DTAS and the manual PERSTAT.
Update DTAS daily.
Submit personnel status reports (i.e., PERSTAT / JPERSTAT) to higher HQs.
Submit PERSUMs and PRRs when required by higher headquarters.
Coordinate with the Rear Detachment, appropriate staff sections, and external agencies for information on casualties, patient tracking, and stragglers and ensure Battalion S-1s update the database.
Plan and coordinate for connectivity for secure and non-secure data systems, as well as access to secure voice communications systems.
On order or in support of, operate a manifesting cell at ports of embarkation, collect manifest data at ports of debarkation and enter those personnel into the theater database.
FM 1-0, para 3-68

22. Division / Corps G-1 / AG Doctrinal Responsibilities
Perform ASCC personnel strength reporting responsibilities when serving as the Army Force
Establish and enforce strength reporting requirements
Notify subordinates of all pending and potential task organization changes
Ensure reports reflect the latest task organization
Consolidate / submit PERSTATs, PERSUMs, and PRRs, as required
Conduct personnel strength reporting quality control checks
Coordinate with the G-3 for replacement priorities
SHOW SLIDE 22: DIVISION / CORPS G-1 / AG RESPONSIBILITIES
Perform ASCC personnel strength reporting responsibilities when serving as the Army Force.
Establish and enforce strength reporting requirements for subordinate units.
Notify subordinate G-1 / AGs and S-1s of all pending and potential task organization changes.
Ensure reports reflect the latest task organization.
Consolidate / submit PERSTATs, PERSUMs, and PRRs, as required.
Coordinate with the HRSC, if necessary, to establish an automated personnel accountability system that aligns assigned and attached element UICs with supporting S-1s.
Ensure arriving battalions and separate units provide copies of their flight / sea manifests to the appropriate PAT at the port of debarkation.
Conduct personnel strength reporting quality control checks.
Coordinate with the G-3 for replacement priorities.
FM 1-0, para 3-67

23. ASCC G-1/AG Doctrinal 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 are out of tolerance
Establish connectivity with strategic and operational HQs
Monitor, analyze, and validate unit strengths to determine personnel requirements & priorities
Predict and validate personnel requirements
Recommend replacement priorities to the G-3
Develop theater personnel distribution plans
Conduct reassignments when necessary
SHOW SLIDE 23: 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 HQs / 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

24. Summary Strength Reporting Principles HR Enabling Systems
Doctrinal Responsibilities
Show Slide 24: SUMMARY
Have a student read the summary slide.
Develop Phase: 60 minutes (Student Centered and Instructor Facilitated)
NOTE: Leadung into the practical exercise, the PE will have students going through a report developed by the 2010 Census Team. Students should use all information presented to include information from assigned readings to develop their unit’s standard operating procedures (SOP) for strength reporting. The PE worksheet has specific requirements.

25. Practical Exercise
Review Census data for 2010 (reading list assignment)
Break into same groups as earlier homework assignment
Develop an Outline of a Unit SOP for SR:
List and Describe Major Headings
Include Purpose of SR / Responsibilities
Incorporate elements from other industries / agencies
Brief your SOP to the group
SHOW SLIDE 25: PRACTICAL EXERCISE
NOTE: Break students into their groups and have them begin working the above PE.
Once the class has completed their presentations, ask for questions.

26. Terminal Learning Objective
Action: Administer Strength Reporting
Condition: Given access to FM 1-0, AR , the eMILPO functional guidance, and other HR Regulations in digital format and an awareness of the Operational Environment (OE) / Contemporary Operational Environment (COE) variables and actors.
Standards: Administer strength reporting for your organization during all stages of deployment cycle support and accomplish required training, actions, and processes to administer strength reporting.
Define Strength Reporting.
Correlate Strength Reporting doctrinal responsibilities at each echelon of command.
Identify components of best practices from other governmental agencies for use in the Army’s strength reporting system.
Show Slide 26: Terminal Learning Objective
NOTE: Inform the students of the Terminal Learning Objective requirements.
Focus: This lesson focused on meeting AG technical education outcomes.
Students should now be confident in their ability to apply critical thinking when administering Strength Reporting.