*FM 4-1
Field Manual
No. 4-1
Headquarters
Department of the Army

Washington, DC, 15 September 2025

Human Resources Support

The publication of FM 3-0 in October 2022 emphasized that operations require integration of Army and joint capabilities from all domains. FM 4-1 contains updates that implement elements of FM 3-0 and FM 4-0 to describe HR support at echelon and the impacts that HR support has on readiness and sustainment. FM 4-1 provides commanders, staffs, and Soldiers at all echelons an understanding of responsive, integrated, synchronized, continuous, timely, and accurate HR support. FM 4-1 further emphasizes how HR professionals, organizations, and systems work together with commanders to support readiness, and to compete against peer threats and prevail during large-scale combat. Human resources doctrine must be complete enough to guide operators, yet not so prescriptive that it limits support for commanders and their Soldiers. HR professionals must apply judgment to improvise innovative solutions to ensure continuing support. FM 4-1 supersedes and makes numerous revisions from FM 1-0. Significant revisions include aligning current HR doctrine with FM 3-0 and FM 4-0 and discussing HR support during large-scale combat operations and individual replacement operations. Other revisions include removal of redundant verbiage and figures throughout the publication already contained in ATPATPArmy Techniques Publications 1-0.1, updates to applicable figures and tables, administrative changes, and revisions to glossary and reference sections. FM 4-1 contains five chapters and two appendices. Chapter 1 discusses HR support under the sustainment warfighting function in the context of HR objectives, principles, and focus. This chapter also discusses the HR core competencies and their subordinate key functions, HR support to operations, Army command and support relationships, and HR planning and operations. Chapter 2 discusses HR echelons, organizations, and staff elements, including Army Bands. It provides discussion on HR support at all levels of warfare and organizations at echelon. This chapter also articulates the role of the adjutant. Chapters 3 This chapter discusses the subordinate key functions of man the force. Chapter 4 discusses the subordinate key functions of provide HR services. Chapter 5 discusses HR support and planning considerations when providing HR support during each Army strategic context (competition, crisis, and armed conflict) and HR training considerations for large-scale combat operations. Appendix A discusses various HR databases, systems, and other automation systems and equipment used by HR professionals. Appendix B presents Rules of Allocation for Human Resources formations in theater. FM 4-1 does not introduce, modify, or rescind any Army terms or acronyms. This page intentionally left blank.

Army human resources support is a critical function that helps build and maintain combat power for operational commanders throughout the competition continuum and supports warfighters both at home and abroad. This chapter provides an overview of human resources support as it relates to the personnel services element of the sustainment warfighting function, human resources support to Army operations, and Army command and support relationships.

Elements This chapter discusses the mission and employment of HR organizations at echelon and staff elements from national strategic to tactical levels and their rules of allocation. HR organizations and staff elements are designed to be flexible and capable of providing and sustaining HR support across the range of military operations. OVERVIEW 2-1. HR support is executed at all levels of warfare. At the national strategic level, HR support centers on shaping and implementing effective military and civilian manpower policy and HR policies and programs that build sustained personnel readiness across the Army. HR support at this level encompasses national mobilization and falls within the purview of national political and military strategic leaders. It deals with mobilization of the Reserve Component and national manpower acquisition and integration, deployment, and demobilization. National strategic HR support transitions into theater strategic support that considers the missions of combatant and theater-level commands. Theater strategic HR support links national-level support to theater military operations, integrating and synchronizing force deployment in the strategic support area facilitating reception, staging, and onward movement of forces. Operational HR support focuses on reception, allocation, management, and redeployment of units and Soldiers. Tactical HR support focuses on the specific functions of manning units and sustaining Soldiers and units. Figure 2-1 below depicts a notional array of Army HR staff elements and organizations that man the force and provide HR services across the levels of warfare. NATIONAL STRATEGIC LEVEL HR SUPPORT 2-2. National strategic level HR support centers on shaping and implementing effective military and civilian manpower policy and HR policies and programs that build sustained personnel readiness across the Army. Such policies and programs enable department-level HR agencies and organizations to lead, direct, and manage Army HR activities while working in collaboration with partners within the human capital enterprise. Additionally, national strategic HR support maintains oversight and direction for the Army's total force management, manpower, and workforce management programs extending across the Army (for example, Regular Army, Army National Guard [ARNGARNGArmy National Guard], United States Army Reserve [USARUSARUnited States Army Reserve][military], civilian, and CAAF). Army HR management oversight and direction also extends to training, readiness, and mobilization policies, plans, and programs affecting the Army (both Active and Reserve Components) with a strong emphasis on all policies and programs pertaining to mobilization, demobilization, and accessibility of the RC. 2-3. At the national strategic level, the Army G-1; Director, ARNGARNGArmy National Guard; and Chief, USARUSARUnited States Army Reserve manage HR support for their respective components. The Assistant Secretary of the Army (Manpower and Reserve Affairs) is responsible for the supervision of the manpower, personnel, and RC affairs for the Department of the Army. The Civilian HR Agency, a field operating agency of the Army G-1, is responsible for civilian personnel operations. The Army G-1 develops Army policy for all HR systems and functions, while Human Resources Command (HRCHRCU.S. Army Human Resources Command (both RA and USAR)) applies and implements these policies for military personnel. Installation Management Command (IMCOMIMCOMU.S. Army Installation Management Command) and the Military Postal Service Agency (MPSA) provide strategic support to the force for MWRMWRMorale, Welfare, and Recreation services and postal operations respectively. M ILITARY P OSTAL S ERVICE A GENCY 2-4. The MPSA is a jointly staffed organization which serves as the single point of contact with the United States Postal Service (USPS). It oversees MPS operations, which include the Official Mail Program for the DOD and serves as the managing authority over MPS operations. The Secretary of the Army is the designated DOD executive agent for the MPS, and the Adjutant General of the Army is the Executive Director of MPSA. The MPSA operates under that authority, direction, and control to oversee the MPS, which operates globally as an extension of the USPS consistent with public law, federal regulations, and international and domestic agreements. The MSPA operates in accordance with (IAW) DOD policy to ensure that DOD components comply with DOD, USPS, and General Services Administration policies and procedures regarding the processing, distribution, and transportation of DOD postal items. U NITED S TATES A RMY D EPUTY C HIEF OF S TAFF G-1 2-5. The Army DCSDCSDeputy Chief of Staff, G–3/5/7, G-1 is the principal military adviser to the Chief of Staff of the Army and the Assistant Secretary of the Army (Manpower and Reserve Affairs) and is responsible for planning and supervising the execution of manpower programs. The Army DCSDCSDeputy Chief of Staff, G–3/5/7, G-1 is also responsible for the development, management, and implementation of all manpower and personnel plans, programs, and policies throughout the Army. The primary objective of the Army DCSDCSDeputy Chief of Staff, G–3/5/7, G-1 is to ensure readiness of its personnel to serve the needs of the Army across the range of military operations. IAW The Army People Strategy, the Army DCSDCSDeputy Chief of Staff, G–3/5/7, G-1 is the lead integrator to acquire, employ, and retain talent. As the principal military adviser for human relations for the U.S. Army, the Army DCSDCSDeputy Chief of Staff, G–3/5/7, G-1 is dedicated to supporting Soldiers, civilians, and families and leads programs that build sustained personnel readiness to support the Secretary of the Army and the Chief of Staff of the Army. 2-6. The Army DCSDCSDeputy Chief of Staff, G–3/5/7, G-1 is also responsible for providing policy, resources, and capabilities for individuals and leaders to increase resilience and readiness. The Army DCSDCSDeputy Chief of Staff, G–3/5/7, G-1, Army Resilience Directorate is responsible for overseeing the Army's Sexual Harassment/Assault Response and Prevention Program Office, Army Substance Abuse Program, Army Suicide Prevention Program, and Ready and Resilient Education and Training. The Integrated Prevention Advisory Group under the Army Resilience Directorate is the Army’s primary prevention workforce, whose objective is to build the Army’s integrated prevention system. The prevention system is the backdrop against which prevention planning, implementation, and evaluation take place. The Integrated Prevention Advisory Group supports leader-led efforts to improve policies, programs, and practices intended to increase protective factors, build positive peer environments, and prevent harmful incidents and behaviors from occurring within the Army. H UMAN R ESOURCES C OMMAND 2-7. HRCHRCU.S. Army Human Resources Command (both RA and USAR) is the U.S. Army’s manning enterprise that sets conditions for the Army by distributing personnel IAW Army priorities and readiness objectives to build and preserve the highest levels of unit and Service-level readiness. This direct reporting unit is the functional proponent of the Army G-1 for military personnel management (except for the judge advocate general and the chaplain branches) and HR systems. It also supports the Director, ARNGARNGArmy National Guard and the Chief, USARUSARUnited States Army Reserve in their management of the Selected Reserve. HRCHRCU.S. Army Human Resources Command (both RA and USAR)’s responsibility is to execute career management, sustainment, distribution, and transition of personnel to optimize Army personnel readiness, enable leader development, and strengthen an agile and versatile Army. HRCHRCU.S. Army Human Resources Command (both RA and USAR) builds personnel requisitions based on strength, inventory, and Army staffing guidance and fills positions as it codifies positions against official authorization documents. HRCHRCU.S. Army Human Resources Command (both RA and USAR) coordinates personnel replacements with the theater J-1 and the Army G-1. 2-8. The Adjutant General Directorate is an organization within HRCHRCU.S. Army Human Resources Command (both RA and USAR). The directorate leads, develops, and executes HR policies, programs, services, and systems to advance Army readiness and provides seamless support to the Total Army Family. U NITED S TATES A RMY F ORCES C OMMAND G-1 2-9. The FORSCOMFORSCOMU. S. Army Forces Command DCSDCSDeputy Chief of Staff, G–3/5/7, G-1 is the principal staff officer for all matters concerning HR support (military and civilian). The FORSCOMFORSCOMU. S. Army Forces Command DCSDCSDeputy Chief of Staff, G–3/5/7, G-1’s primary function is to plan and prioritize HR support to maximize the readiness and operational capabilities of forces to enable commanders to accomplish their mission while preserving the all-volunteer force, in defense of the nation at home and abroad. Specific responsibilities of the FORSCOMFORSCOMU. S. Army Forces Command DCSDCSDeputy Chief of Staff, G–3/5/7, G-1 center around the HR core competencies of manning the force to build and sustain combat power and providing HR services focused on EPS, Soldier and Family programs, and Army Band support. The FORSCOMFORSCOMU. S. Army Forces Command DCSDCSDeputy Chief of Staff, G–3/5/7, G-1 plans and coordinates all other personnel support. 2-10. The FORSCOMFORSCOMU. S. Army Forces Command DCSDCSDeputy Chief of Staff, G–3/5/7, G-1 is responsible for managing the personnel readiness of the command. As a member of the staff, the FORSCOMFORSCOMU. S. Army Forces Command DCSDCSDeputy Chief of Staff, G–3/5/7, G-1 participates in all FORSCOMFORSCOMU. S. Army Forces Command G-3 force management-related actions. The FORSCOMFORSCOMU. S. Army Forces Command DCSDCSDeputy Chief of Staff, G–3/5/7, G-1 also participates in Readiness Reviews and Joint Forces Readiness Reviews to validate personnel readiness of units sourced to meet combatant commander force requirements, OPLANs, and develops the personnel support portion of annex F (Sustainment) to the OPLAN and OPORD. U NITED S TATES A RMY T RAINING AND D OCTRINE C OMMAND 2-11. The TRADOCTRADOCU.S. Army Training and Doctrinal Command G-1 interfaces with Army staff and commands with HR systems and policy functions to support mission priorities, which include Army force generation, force development, capability development, future force design, operational architecture initiatives, and professional military education and leader development for the Army. The G-1 also advocates for TRADOCTRADOCU.S. Army Training and Doctrinal Command’s mission in enterprise forums and synchronizes its associated lines of effort with subordinate three-star commands as a comprehensive and integrated process to achieve the desired Army Campaign end state across TRADOCTRADOCU.S. Army Training and Doctrinal Command. 2-12. The TRADOCTRADOCU.S. Army Training and Doctrinal Command G-1 provides strategic plans and initiatives that increase readiness and efficacy of TRADOCTRADOCU.S. Army Training and Doctrinal Command’s military and civilian workforces. The G-1 supports the Center for Initial Military Training, the Combined Arms Center, TRADOCTRADOCU.S. Army Training and Doctrinal Command centers of excellence and schools, while facilitating transformational initiatives. The TRADOCTRADOCU.S. Army Training and Doctrinal Command G-1 provides strategic vision and synchronizes the development and implementation of a comprehensive human capital strategic plan through ongoing and new initiatives IAW TRADOCTRADOCU.S. Army Training and Doctrinal Command priorities. 2-13. The Sustainment Center of Excellence is the force modernization proponent for sustainment. It oversees and coordinates the functions of the five sustainment branches of the Army (Quartermaster, Ordnance, Transportation, Adjutant General and Finance Corps) and Army Sustainment University. The Soldier Support Institute, under the Sustainment Center of Excellence, strengthens the U.S Army by investing in the professional development of Soldiers and Civilians in key areas such as financial management, HR support, Army Band, postal operations, and recruiting/retention operations. The Adjutant General School trains and develops agile leaders and Soldiers who provide HR and music support to the force and provides input and oversight of HR concepts, doctrine, training and organizational design to support an expeditionary Army in war and peacetime. U NITED S TATES A RMY M ATERIEL C OMMAND G-1 2-14. The United States Army Materiel Command G-1 collaborates with Army and Defense Department partners to develop an innovative and responsive human capital framework that supports the entire workforce, including Soldiers and DA Civilians through expert HR consultation, leadership, and guidance. The G-1 develops, implements, and administers policies and procedures to maximize workforce capability. THEATER STRATEGIC LEVEL HR SUPPORT 2-15. HR policies and procedures developed at the national strategic level drive HR support at the theater strategic, operational, and tactical levels. HR support considers the missions of supported and supporting units and operates under a variety of command relationships that vary by echelon. HR organizations perform activities and tasks to sustain HR functions to maximize operational effectiveness and facilitate support to Soldiers, their Families, DOD Civilians, and CAAF. This section discusses the HR organizations that provide theater strategic level HR support. 2-16. At the theater strategic level, G-1s under Army commands and ASCCs manage HR support for their respective commands. G-1s must understand the relationships of supporting and supported elements when providing HR support in operational theaters. ASCCASCCArmy service component commander G-1 2-17. The ASCCASCCArmy service component commander G-1 is the principal staff officer for all matters concerning HR support (military and civilian). The ASCCASCCArmy service component commander G-1 interacts with the combatant command (J-1) to support the combatant commander’s performance of Title 10 responsibilities. The ASCCASCCArmy service component commander G-1’s primary function is to plan and prioritize HR support to maximize the readiness and operational capabilities of forces within the theater. Specific responsibilities of the ASCCASCCArmy service component commander G-1 center around the HR core competencies of manning the force to build and sustain combat power, and providing HR services focused on EPS, postal and MWRMWRMorale, Welfare, and Recreation operations, and Army Band support. The ASCCASCCArmy service component commander G-1 also coordinates personnel support. 2-18. The ASCCASCCArmy service component commander G-1 is responsible for managing the personnel readiness of the command. As a member of the staff, the ASCCASCCArmy service component commander G-1 participates in the theater Army commander's operations process and develops the personnel support portion of annex F (Sustainment) to the OPLAN and OPORD. (See ATPATPArmy Techniques Publications 1-0.1 for detailed organizational functions and responsibilities on the ASCCASCCArmy service component commander G-1.) ASCCASCCArmy service component commander H UMAN R ESOURCES O PERATIONS C ENTER 2-19. The ASCCASCCArmy service component commander HROC is assigned to the ASCCASCCArmy service component commander’s headquarters and headquarters battalion. When appropriate, this element or a subset of it can be attached to a field army headquarters and headquarters company. The ASCCASCCArmy service component commander HROC provides strength management capacity, personnel accountability, technical expertise, analysis, assessment, training, and assistance. It also provides casualty, replacement, and postal planning capabilities to support the execution and management of operational and tactical HR support for organizations assigned or attached to divisions. The HROC uses HR planning considerations to develop performance indicators to measure the accomplishment of HR support. The HROC assesses and analyzes HR systems, processes, and procedures, and can execute HR training to support organizations assigned or attached within the corps and division areas. The HROC provides the G-1 and supported units visibility of the employment and integration of Army HR information and systems. (See ATPATPArmy Techniques Publications 1-0.1 for more information on the ASCCASCCArmy service component commander HROC.) HROC (T HEATER C ASUALTY I NFORMATION C ENTER). 2-20. The theater Army HROC establishes the casualty information center (CIC) and manages casualty reporting within the theater of operations IAW policies established by the theater Army G-1. The theater CIC is the focal point for casualty report processing and serves as the point of contact for all casualty reporting actions by establishing a direct link to HRCHRCU.S. Army Human Resources Command (both RA and USAR), Casualty and Mortuary Affairs Operations Division (CMAOD). In coordination with the theater Army G-1, the theater CIC serves as the repository for casualty reports, tracks locations of medical facilities within the AOR, and performs all necessary communication and coordination with hospitals, mortuary affairs company HQ, supported units, and subordinate HQ to perform casualty reporting operations. T HEATER P ERSONNEL O PERATIONS C ENTER 2-21. The TPOC is a multifunctional organization assigned to the TSC. The TPOC consists of an HQ section and three divisions: the personnel accountability and systems division, the synchronization and integration division, and the postal operations division (POD). In coordination with the TSC, the TPOC plans, integrates, and sustains HR and Soldier support systems for the ASCCASCCArmy service component commander HQ, and other echelons as directed or determined by mission variables. The TPOC is responsible for planning, coordinating, and synchronizing HR operations with the senior sustainment HQ and the ASCCASCCArmy service component commander. The TPOC supports the TSC during early entry reception operations. It establishes and ensures functionality of the theater personnel database and the Postal Directory Address Database and provides theater-wide assistance for HR systems issues. The TPOC coordinates Class VI movement of mail with the MPSA and within the theater through the TSC DMC. The TPOC is responsible for synchronizing replacement priorities with the sustainment community. The TPOC integrates and provides guidance and technical support for HR units executing personnel accountability and postal functions throughout the theater as defined by the policies and procedures established by the ASCCASCCArmy service component commander G-1. It monitors the execution of the TG PAT and MMT missions at the theater gateway. (See ATPATPArmy Techniques Publications 1-0.1 for detailed organizational functions and responsibilities on the TPOC.) T HEATER G ATEWAY P ERSONNEL A CCOUNTABILITY T EAM 2-22. The TG PAT is assigned to the sustainment brigade with the theater opening mission. It is placed by the ASCCASCCArmy service component commander G-1 at the primary intertheater aerial port of debarkation (APOD). As the theater matures, the TG PAT and the augmenting HR company will transition to the theater distribution mission. The TG PAT receives its technical guidance from the TPOC. However, operational guidance and directives come from the ASCCASCCArmy service component commander G-1. The mission to establish and operate a personnel processing center for a theater includes an HR company HQ, TG PAT, and HR platoons. The TG PAT executes in and out flow processes for all personnel types (such as rest and recuperation [called R&R], emergency leaves, temporary duty, and deployment and redeployment) and establishes accountability reporting procedures and database operations. 2-23. The TG PAT coordinates operational workspace, flight tracking systems access (such as Global Air Transportation Execution System, Single Mobility System, and Transportation Coordinators Automated Information for Movements System II), and logistics support. The combat sustainment support battalion supporting the APOD typically provides logistics support, which includes requirements for the operation of the TG PAT center as well as for the billeting, life support, and onward transportation of transient personnel. (See ATPATPArmy Techniques Publications 1-0.1 for detailed organizational functions and responsibilities of the TG PAT.) M ILITARY M AIL T ERMINAL 2-24. The MMT is assigned to the sustainment brigade with the theater opening or distribution mission. The MMT serves as joint military mail terminal with augmentation or as an MMT and provides technical expertise for postal planning, operations, and integration, serving as the primary gateway for postal operations into and out of the deployed AO. It coordinates, receives, and processes prograde mail and dispatches retrograde mail to destinations worldwide. The MMT receives technical guidance from the MPSA and the TPOC POD. Operational guidance and directives come from the ASCCASCCArmy service component commander G-1. The HR company HQ ensures all functions of the MMT are within regulatory standards and meet operational requirements under the guidance of the sustainment brigade STB commander. The MMT is dependent on the HR company HQ to provide or coordinate operational planning, field maintenance, supplemental transportation support, religious, legal, health services support, finance, field feeding, logistics, communication, and personnel services. (See ATPATPArmy Techniques Publications 1-0.1 for more information on the MMT.) OPERATIONAL AND TACTICAL LEVEL HR SUPPORT 2-25. HR policies and procedures developed at the national strategic and theater strategic levels drive HR support at operational and tactical levels. Field army, corps, and division G-1s serve as assistant chiefs of staff for personnel and are the field army, corps, and division principal HR advisors at operational and tactical levels. Brigade and battalion S-ls, or their equivalents, serve as principal HR advisors responsible for providing HR support at unit level. Note. Within this publication, the term brigade refers to all types of brigades, the STBs of general officer commands, or other HQ that have brigade-level responsibilities. For example, an HQ company may provide brigade-level support to units commanded by a colonel or general officer. F IELD A RMY G-1 2-26. The field army is a provisional operational HQ. During large-scale combat operations, forces will be assigned or attached to the field army. In theaters where a peer threat exists, a field army relieves the operational burden on the theater Army and facilitates focused opposition toward a specific threat within a distinct AO. Like the theater Army’s campaign across the AOR, the field army conducts an aggressive campaign of competition to counter and contain the peer threat as an integral part of the theater campaign. This unencumbers the theater Army and enables the integrated theater plan. While the theater Army continues to shape the entire theater and address aggression outside the field army’s AO, the field army maintains the necessary formations and other capabilities to provide credible deterrence and ensure the ability to respond to escalation within the AO. 2-27. Field army G-1s execute IAW ASCCASCCArmy service component commander policies and procedures in their respective AOs. They review and refine HR plans and manage PASR, HR support to casualty operations (reporting and tracking), and PRM as necessary to ensure they report timely and essential information to inform replacement priorities set by the ASCCASCCArmy service component commander. C ORPS AND D IVISION G-1 2-28. Corps and divisions are the formations central to conducting large-scale combat operations. Corps and division G-1s enhance the readiness and operational capabilities of their respective forces and ensure properly planned, prioritized, and managed HR support including talent management. Corps and division G-1s serve as assistant chiefs of staff for personnel and principal HR advisors to their commanders. Corps and division G-1s are elements of the sustainment warfighting cell, which consists of the G-1, G-4, G-8, and surgeon. Corps and division G-1s are comprised of an HQ section and six internal elements. The division G-1 is augmented with an HROC. (Refer to ATPATPArmy Techniques Publications 1.0-1 for different command post elements and responsibilities.) D IVISION HROC 2-29. The division HROC, assigned to the division, receives technical and operational guidance from the division G-1. It provides direct support data analytics to the division G-1 section on the impacts to personnel readiness and strength management as well as readiness management, planning capability, talent management, and HR operational training for subordinate units to support the phases of large-scale combat operations (including replacement prioritization recommendations). The division HROC provides visibility and integration of Army HR information and enterprise systems at echelons above brigade. It also provides technical oversight and guidance to brigade and battalion S-1s. The division HROC, while deployed, is a coordinating element for casualty operations and replacement planning while improving personnel asset visibility. B RIGADE S-1 2-30. The brigade S-1 is the principal staff advisor to the brigade commander for all matters concerning HR support including talent management. The function of the brigade S-1 section is to plan, provide, and coordinate the delivery of HR support, services, and technical direction to all assigned and attached personnel within the brigade and subordinate elements as well as provide technical direction. The brigade S-1 may also coordinate the staff efforts of the brigade equal opportunity section, staff judge advocate, and MWRMWRMorale, Welfare, and Recreation operations. (Refer to ATPATPArmy Techniques Publications 1-0.1 for specific duties, responsibilities, and detailed organizational functions of the brigade S-1 section.) H EADQUARTERS AND H EADQUARTERS B ATTALION S-1 2-31. The corps and division headquarters and headquarters battalion S-1 sections perform the same functions as a brigade S-1. General officer level HQ without a headquarters and headquarters battalion S-1 section or equivalent must be augmented by their higher HQ for support in deployed areas. B ATTALION S-1 2-32. The battalion S-1 is the principal staff advisor to the battalion commander for all matters concerning HR support including talent management. The battalion S-1 section plans, provides, and coordinates the delivery of HR support, services, and information to all assigned and attached personnel within the battalion. (Refer to ATPATPArmy Techniques Publications 1-0.1 for specific duties, responsibilities, and detailed organizational functions of the battalion S-1 section.) A DJUTANT 2-33. The adjutant is not a separate position or billet in an organizational structure, but rather the dual role an individual performs. The function of the adjutant should not be confused with certain routine or specialized duties which may be performed. Routine duties may include clerical work, scheduling management, and correspondence management. Specialized duties include coordinating activities to support commander programs and ceremonial duties. In each of these cases, the individual performing these tasks is often referred to as the adjutant, but in fact it is the senior principal staff officer for HR who serves as the trusted agent to the commander on all sensitive and delicate matters related to HR. (See ATPATPArmy Techniques Publications 1-0.1 for more information on the adjutant.) H UMAN R ESOURCES O PERATIONS B RANCH 2-34. The HROB is a critical sustainment planning and coordinating element on the battlefield for the delivery of personnel accountability, postal, and casualty support. The HROB is an organic section in the ESC/CSC DMC and the sustainment brigade and DSB SPO. The HROB plans current and future HR operations and coordinates, integrates, synchronizes, and assesses the emplacement and operations of HR units executing personnel accountability, postal operations, and HR support to casualty operations. The HROB is the key integrator between G-1s and casualty, personnel accounting, and postal organizations (through subordinate SPOs) to support the execution of subordinate key functions. The HROB coordinates with the appropriate DMC or SPO sections for distribution and transportation to units based on the supported commander’s established priorities. (See ATPATPArmy Techniques Publications 1-0.1 for more information on the HROB.) D IVISION S USTAINMENT S UPPORT B ATTALION SPO 2-35. The DSSB SPO is responsible for planning, coordinating, integrating, synchronizing, and directing the execution of postal support in the division area. This includes ensuring postal missions are— • Resourced. • Positioned correctly. • Allocated properly to provide required postal support. D IVISION S USTAINMENT T ROOPS B ATTALION SPO 2-36. The DSTB SPO is the DSTB staff officer within the division who oversees the division's casualty reporting and personnel accountability missions. The DSTB SPO receives HR mission requirements to support the division’s HR sustainment operations from the DSB. (See ATPATPArmy Techniques Publications 1-0.1 for more information on the DSTB SPO.) The DSTB SPO is responsible for planning, coordinating, integrating, synchronizing, and directing the execution of personnel accountability and casualty reporting assistance with subordinate HR companies, platoons, and teams in the division AO. This includes ensuring they are— • Resourced. • Positioned correctly. • Allocated properly to provide personnel accountability and casualty reporting assistance from assigned or attached HR squads or platoons. HR C OMPANY 2-37. The HR company is assigned to DSBs or sustainment brigades. It provides command and control of assigned or attached multifunctional HR and postal platoons providing direct and general support for personnel accounting and mail capability above the division level, in addition to HR support to casualty operations and postal operations to external units and personnel in an assigned AO. The HR company has a plans and operations section that provides technical support, coordination, and direction for all assigned or attached platoon operations in coordination with the HROC or HROB supporting the DSB, sustainment brigade, ESC, or CSC. The HR company is configured to command and control up to seven platoons (comprised of squads or teams) performing personnel accountability, casualty operations, and postal operations by task organizing multifunctional HR and postal platoons, TG PATs, and MMTs. The HR company receives guidance from the DSTB, DSSB, STB, TPOC, or HROB to employ platoons where needed to best support personnel accountability, casualty tracking and reporting, and postal support. (See ATPATPArmy Techniques Publications 1-0.1 for more information on the HR company.) HR Platoon 2-38. The HR platoon is a multifunctional platoon that executes personnel accounting missions and conducts HR support to casualty operations across the various levels of warfare from theater strategic to tactical. The HR platoon consists of three HR squads capable of performing either a personnel accounting or a casualty reporting mission. HR platoons provide the capability to increase mission flexibility and can augment G-1 and S-1 sections. They can also support TG PATs executing personnel accounting operations in support of RSOI operations. Multifunctional HR platoons and squads normally provide direct support to brigade-level maneuver units and general support to other units operating in the division, corps and theater AO. (See ATPATPArmy Techniques Publications 1-0.1 for detailed organizational functions and responsibilities of the HR platoon.) 2-39. If accomplishing the personnel accounting function, the HR squad captures personnel accounting data on personnel entering, transiting, or departing from an intertheater or intratheater APOD. Each HR squad has the capability to process up to 600 personnel per day. The HR squad performing personnel accountability missions relies on the HR company or platoon or supporting organization for daily life support. 2-40. If supporting the casualty reporting mission, the HR squad is responsible for providing accurate and timely casualty reporting and tracking information at Role 3 medical treatment facilities (MTFs), mortuary affairs company HQ, general officer-level HQ, and the ASCCASCCArmy service component commander HROC. HR squads facilitate real-time casualty information for commanders at all echelons. HR squads providing support to casualty operations provide updated status reports to affected units and inform them when Soldiers leave theater. The squads also assist with coordinating Soldier return-to-duty (RTD). (Refer to ATPATPArmy Techniques Publications 1-0.1 for specific duties and responsibilities of the HR squads.) Postal Platoon 2-41. The HR company and subordinate postal platoons located at the theater-level MMT receive and coordinate arriving mail through the distribution process. Mail sorting to UICUICUnit identification code level of detail is predominantly done at the theater and pushed through the distribution channels to the supply support activity. The postal platoons receive the mail dispatched from the MMT and prepare it for dispatch to designated mail delivery points. Company and battalion mail clerks pick up mail from the mail delivery point and coordinate delivery to addressees. Mail clerks coordinate collection of retrograde and redirect mail from Soldiers and deliver it daily to the mail delivery point simultaneously with pick-up of unit mail. The same transportation used to deliver mail to delivery points transports retrograde and casualty mail through the postal network. Figure 4-1 depicts the mail flow from CONUSCONUSContinental United States to unit/Soldier (ATPATPArmy Techniques Publications 1-0.1). Note. Postal capabilities expand or contract based on supported population (for example, 1 postal platoon per 6,000 supported). A RMY B ANDS 2-42. Army Bands provide ready, trained, and certified Soldiers who, on orders, can deploy as a full unit and provide support through the DSB or sustainment brigade HR company to assist with individual and collective casualty reporting and casualty management tasks during surge periods. This support requires Army Band Soldiers to have a working understanding of casualty management and be technically proficient in identified tasks. (Refer to ATPATPArmy Techniques Publications 1-19 for detailed information regarding band support during large-scale combat operations.) 2-43. Army Bands promote the Army and U.S. interests, enable commanders to shape the environment to accomplish their mission, and set the conditions that lead to trust and confidence in the Army and its readiness to conduct operations in peacetime, conflict, and war. Army Bands’ flexibility and versatility enable performances by using a full band or small teams. These teams allow commanders to meet strategic and tactical goals while simultaneously fulfilling home station requirements. Army Bands are designed to support joint, interagency, and multinational operations, providing broad flexibility to use customized music performances to fulfill deployed and home-station mission requirements. Through these music performances, Army Bands boost Soldier resilience, morale, and esprit de corps. 2-44. Army Bands have a variety of resources with which to accomplish musical support missions. Army Bands are task organized into music performance teams that offer the flexibility to support concurrent musical missions in multiple geographical areas. The teams are identified by their additional skill identifier organization and provide an array of situationally and culturally appropriate performances. Army Bands can concurrently support both deployed operations and home station missions. This permits commanders to spread the positive impact of Army Bands across the deployed force, to the military and their Families, the American public, and the international community. Deployed bands may support the rear detachment with a music performance team. In this circumstance, musical support is generally limited to providing military or patriotic music for static ceremonies, protocol functions, Family readiness group functions, and religious and hospital support activities. Army Bands based in the U.S. and its territories continue to provide music support of Army recruiting and deliver targeted messaging during overseas contingency operations. 2-45. Army Bands have two standard structures—direct support and general support: • Direct support bands are intended to meet the needs of a single command, at an installation and geographical area with local or specific support responsibilities. • General support bands are intended to meet the needs of multiple collocated commands that have regional support responsibilities, high density of troop and other service populations to be supported, and a greater density of civilian and retired military population. 2-46. Special bands are an exception and are structured differently. Both direct support and general support bands have administrative and musical support functions, a ceremonial marching band, and multiple musical performance teams that provide both concurrent independent musical support capabilities to the installation and surrounding community, as well as increased collective capabilities when combined. This page intentionally left blank.

This chapter discusses the subordinate key functions of man the force that affect the personnel aspects of building and maintaining the combat power of organizations. Man the force ensures there is an uninterrupted flow of Soldiers to the battlefield and accurate accounting for all Soldiers, DOD Civilians, and CAAF. Properly manned units are vital to assuring the fulfillment of missions as a strategic element of national policy, enhancing predictability, and ensuring commanders have the personnel required to perform assigned tasks. 3-1. Man the force influences the effectiveness of all Army organizations, regardless of size, and may affect the ability to accomplish all other HR core competencies and subordinate key functions. Man the force is any action or function affecting strength or readiness of an organization. This HR core competency combines anticipation, movement, and skillful positioning of personnel so the commander has the personnel required to accomplish the mission. 3-2. HR professionals rely on HR databases and systems to accomplish man the force functions at all echelons. HR providers must take ownership of data they control to eliminate or reduce errors affecting man the force functions (ATPATPArmy Techniques Publications 1-0.1). Man the force includes four subordinate key functions: • PASR. • HR support to replacement operations. • HR support to casualty operations. • PRM. PERSONNEL ACCOUNTING AND STRENGTH REPORTING 3-3. Soldier accountability is the responsibility of commanders at all echelons during peacetime, mobilization, combat, and other types of deployments. Deployment encompasses all activities from origin or home station through destination, including intra-continental United States (CONUSCONUSContinental United States) movement, intertheater and intratheater movement legs, and staging and holding areas; these activities all use various HR accountability and strength reporting resources. The objective of PASR is to account for Soldiers, military members of other Services, DOD Civilians, and CAAF; report other strength-related information such as duty status, unit of assignment, and specialty codes; and update HR databases and systems at all levels. Information gained through PASR provides personnel readiness managers with the details necessary to analyze personnel strength as a component of combat power. This information is also used by other HR leaders to plan and provide HR support. The following paragraphs discuss the responsibilities of PASR. Refer to AR 600-8-6 for detailed information regarding policies, standards, and requirements for performing PASR. 3-4. Personnel accounting is the reporting of by-name data on Soldiers and DOD Civilians as they arrive and depart units, and the management of the location and duty status of every person assigned or attached to a unit. Readiness and manning functions in IPPS-A support unit personnel accountability, readiness reporting, and manning requirements. Strength reporting is a numerical end product of the personnel accounting process. It is achieved by transforming the by-name data into a numerical end product that, when compared to unit authorized strength, drives Army readiness and personnel readiness. 3-5. The personnel accounting process is crucial to the Army’s entire PIM system. Not only is personnel accountability maintained by units, but also as personnel enter, transit, and depart theater. Other personnel accounting tasks include–– • Account for military personnel individually in Deployed Theater Accountability System (DTAS), SABIR via IPPS-A, and Regional Level Application Software. • Collect, process, and sort personnel accounting data about Soldiers, DOD Civilians, and CAAF (including other theater-designated contractor personnel) in both connected and disconnected environments. • Track and account for transiting personnel in DTAS. 3-6. The Army uses DTAS in a deployed environment as the official database of record for personnel accounting for all assigned or attached military Services. It provides HR professionals and commanders at all levels with a tool to accurately account for and report military personnel and DOD Civilians. The Synchronized Pre-deployment and Operational Tracker (SPOT) is the DOD enterprise system that provides personnel accounting for CAAF and other designated contractor personnel in an operational area. In the event DTAS and SPOT systems are not available for any reason (for example, denied network) reports such as the PERSTAT report must be completed manually. PERSTAT reports are snapshots taken in time to account for each unit’s personnel in a standardized format. These reports can be easily transmitted via voice if necessary and are compatible in a joint/multinational environment. Refer to FM 6-99 for the Army’s standardized PERSTAT format. 3-7. Contractor personnel accounting includes using SPOT to identify, capture, and record the personal identification information and assigned location of individual contractor employees. This information is used to integrate CAAF into military operations, especially when it comes to determining and resourcing government support requirements such as facilities, life support, force protection, and Army Health System support in hostile or austere OEs. Contractor personnel accounting information can also be aggregated and used to provide commanders with contractor personnel visibility. Contractor personnel visibility includes information on the location, movement, status, and identity of contractor personnel. Commanders can act upon this information to improve the overall performance of contracted support to the mission. 3-8. Commanders maintain accountability of Army Civilians, CAAF, and AAFES and American Red Cross employees assigned or attached to support contingency operations. The Army field support brigade assists in establishing and maintaining the tracking and accountability of all CAAF and other contractors as directed. Army units use SPOT and the Joint Asset Movement Management System to accomplish CAAF accountability and tracking and incorporate contractor numbers in reports to the TPOC and ASCCASCCArmy service component commander G-1. The Joint Asset Movement Management System is an information technology application developed to capture movement and location information for federal government contractors, operating forces, and government civil servants throughout specified operational theaters. The ASCCASCCArmy service component commander G-1 is responsible for developing PASR policies for contractors. The G-1 monitors the personnel accountability process to ensure subordinate units are executing it properly (see ATPATPArmy Techniques Publications 4-98, ATPATPArmy Techniques Publications 4-10, and ATPATPArmy Techniques Publications 1-0.1). 3-9. HR professionals commonly use several key terms when performing personnel strength reporting: • Assigned Strength includes all Soldiers currently assigned on orders to the unit. • Attached Strength includes attached units and Soldiers in the personnel strength report of the gaining commander. Attached units provide the gaining HQ personnel data on their Soldiers (normally in an electronic format). The next higher HQ that owns both units provides the attachment orders. • Authorized Strength includes unit peacetime requirements; the number against which personnel assignments are made and can normally be found on a unit’s modified table of organization and equipment or Table of Distribution and Allowance. • Operating Strength reflects the number of Soldiers who are available to deploy as compared to authorizations. This relates to available strength on the unit status report and does not include Soldiers who are non-deployable or not available. • Personnel Requirements Report lists unit personnel replacement requirements by grade and military occupational specialty (MOSMOSMilitary occupational specialties) and is based on a comparison of authorized versus assigned strength. The standard information source at all echelons is the HR system of record. If that source is unavailable, units must prepare reports manually. • Personnel Summary Report displays a unit’s personnel strength in aggregate numbers as of a given time. It reports strength by personnel category (officer, warrant, enlisted, civilian, and CAAF), gains, losses, and duty status changes since the last report. Commanders and personnel readiness managers use the report to assess organizational combat power and set priorities. • Required Strength includes unit wartime requirements found on a unit’s modified table of organization and equipment or an RC unit’s mobilization/deployment order. • Task Organization includes military forces, units, and individuals grouped under one command for the accomplishment of a specific operation or assignment. 3-10. The ASCCASCCArmy service component commander G-1 establishes theater policy for personnel strength reporting to include reporting standards and timelines. Coordination with the ASCCASCCArmy service component commander G-6 is necessary to ensure that access to network data transport systems is established for required HR databases and systems. The U.S Army’s modernization efforts, driven by advancements in artificial intelligence, are prioritizing a data-centric approach to command and control through portfolios such as Next Generation Command and Control (known as NGC2) and others. The sustainment warfighting function requires significant modernization to automation and network data transport systems to ensure current and future systems are adequately postured to support large-scale combat operations with robust mission command systems and seamless data exchange. A critical component of this modernization is the development of advanced HR applications capable of synchronizing personnel data, dynamically assessing unit combat power, and forecasting HR asset placement for functions like transient personnel accountability and casualty tracking. This data-centric approach is essential for accelerating decision-making and ensuring the right personnel resources are available when and where they are needed to sustain combat power. During large-scale combat operations, strength managers must be prepared to operate with limited or no connectivity because the OE will likely result in disconnected, degraded, or disrupted communications access. 3-11. The TG PAT enters all arriving personnel (Soldiers, DOD Civilians, and CAAF) and units in DTAS to ensure accurate personnel strength reporting throughout the duration of operations. As units and individuals arrive in theater, the HR squad assigned the personnel accounting mission records their arrival in theater. S-1 sections perform all personnel accounting tasks within their units for small-scale movements conducted within the brigade AO and for movement to the intratheater APOD. Units are ultimately responsible for the reported status of their entire formation (AR 600-8-6 and ATPATPArmy Techniques Publications 1-0.1). Figure 3-1 depicts the PASR reporting process and the PASR information flow. HR SUPPORT TO REPLACEMENT OPERATIONS 3-12. The ASCCASCCArmy service component commander G-1 is responsible for replacement operations during large-scale combat operations until the arrival or designation of a regeneration task force (RTF); however, the regional support group could fulfill this role once in theater. The mission of the replacement system is to move personnel from designated points of origin to ultimate destinations while ensuring they are equipped and trained. The goal of the individual replacement process is to fill units with trained Soldiers to maintain operational readiness and sustain combat power for the commander. The process includes the physical reception, accounting, processing, support, reequipping, training, and delivery of military and civilian personnel including both replacement and RTD Soldiers. It does not include the decision-making process associated with determining allocation of replacements, which is described under PRM. HR support to replacement operations includes the following: • PASR as part of the reception process at echelon. • Providing EPS to NRP. • Informing the sustainment enterprise of allocation decisions so movement of personnel (NRP, RTD personnel, and DOD Civilians) within the theater can be coordinated/synchronized. 3-13. The HQDA, DCSDCSDeputy Chief of Staff, G–3/5/7 G-1, Directorate of Military Personnel Management, establishes individual replacement policy; HRCHRCU.S. Army Human Resources Command (both RA and USAR) implements the policy. That policy guides the development of individual replacement plans for each established theater of operations based on casualty estimates and replacement requirements developed and approved by combatant commanders. Replacement requirements go to the Army G-3 to determine sourcing using the Individual Replacement System, Small Team Replacement System, Unit Replacement System (company/troop/battery) or larger, or a hybrid approach. 3-14. The HQDA DCSDCSDeputy Chief of Staff, G–3/5/7, G-3/5/7 reviews, assesses, and validates unfilled manning requirements and sets priorities for fill. For requirements that require the assignment of additional units and elements to augment or replace a tasked commander’s forces, the DCSDCSDeputy Chief of Staff, G–3/5/7 G-3/5/7 directs FORSCOMFORSCOMU. S. Army Forces Command to coordinate the mobilization of ARNGARNGArmy National Guard and USARUSARUnited States Army Reserve units. The DCSDCSDeputy Chief of Staff, G–3/5/7, G-1 reviews and assesses all unfilled individual requirements validated by DCSDCSDeputy Chief of Staff, G–3/5/7, G-3/5/7 and provides a sourcing solution through HRCHRCU.S. Army Human Resources Command (both RA and USAR) for military personnel and through the U.S. Army Civilian Human Resources Agency for civilian personnel. HRCHRCU.S. Army Human Resources Command (both RA and USAR) sources NRP as determined by HQDA IAW approved replacement policy from Army G-1, Directorate of Military Personnel Management and HQDA DCSDCSDeputy Chief of Staff, G–3/5/7 G-3/5/7 prioritization. When required, NRP move from their home station to the CONUSCONUSContinental United States Replacement Center for training for those requirements sourced by NRP (AR 600-8-111). 3-15. To provide individuals as personnel replacements, active Army personnel arrive at the installation and are in-processed by the installation and unit. These filler personnel will move forward as theater requirements demand. RC filler personnel process through the CONUSCONUSContinental United States Replacement Center. Diversions from the original assignment should be made by exception and only to meet operational requirements. To enable speed of replacements during large-scale combat operations, NRP may not be sent to an installation. NRP may be sent to an RTF and distributed IAW ASCCASCCArmy service component commander staffing priorities. NRP, small groups, or teams of Soldiers will also arrive from various locations to the theater of operations to fill identified replacement requirements. These requirements may exist due to units that could not deploy at 100 percent strength, or the projected replacement requirement based on casualty estimates. 3-16. The ASCCASCCArmy service component commander G-1 coordinates with corps and divisions to establish theater replacement management networks, personnel flow, and postal flow estimates. To ensure initial HR capabilities are established prior to the arrival of the main flow of forces, HR support elements are included as part of the early entry element of the sustainment brigade assigned to the theater opening mission. The TG PAT establishes initial theater personnel accountability and theater replacement networks. Its mission is to conduct personnel accountability in the RSOI process, load and unload personnel data from DTAS, and conduct limited EPS for transient personnel. Additionally, the ASCCASCCArmy service component commander G-1 refines and validates the casualty estimate and establishes and manages the NRP and personnel portion of reconstitution efforts. See ATPATPArmy Techniques Publications 4-93 for more information on NRP. 3-17. The management and distribution of personnel replacements plays a large role in reconstitution operations. Since no resources exist solely to perform reconstitution, reconstitution operations require the full support of commanders and staffs at all levels to achieve the necessary results. Reconstitution encompasses two major efforts—reorganization and regeneration. 3-18. Reorganization is the expedient cross-leveling of internal resources within an attritted unit in place to restore necessary combat effectiveness as directed by the unit commander. There are two types of reorganization operations: immediate and deliberate. Immediate reorganization normally requires the reassignment or cross-leveling of personnel inside the unit using internal resources to fill critical positions in an organization, normally after achieving an objective. Deliberate reorganization may, in some situations, use some limited NRP or RTD personnel depending on the normal distribution flow of replacements to the unit. 3-19. Regeneration is the rebuilding of a unit and requires time and resource-intensive operations which include equipment repairs/replacements, supply replenishment, mission-essential training, and personnel replacements IAW theater commander guidance. Regeneration requires the commander to designate an RTF command structure to assist with building new units. This will normally not take place in the assigned AO except under unique circumstances and usually occurs at the corps level and above, out of contact with enemy forces. Personnel replacements to build units are normally comprised of NRP and/or RTD replacements or individually reassigned personnel from other ineffective units outside the command, either as individual replacements or as reassigned subunits to build a new organization. In some cases, the commander may decide to redistribute the remaining combat power of an ineffective unit to fill other units. Redistribution is the reassignment of unit personnel and equipment among other units within the command, either as individual replacements or as subunits. (See ATPATPArmy Techniques Publications 3-94.4 for more information on reconstitution operations.) 3-20. PRM is a critical factor in the reconstitution process. Personnel readiness managers and HR planners at all levels must understand the concepts of reconstitution and plan to support commanders in their efforts to sustain combat power. Figure 3-2 depicts a notional NRP replacement operations framework. 3-21. The ASCCASCCArmy service component commander will normally assign responsibilities for NRP replacement operations to the TSC or RTF. The ASCCASCCArmy service component commander, corps, and field army G-1s receive personnel reports of NRP arrival and onward movement from units tasked to support RSOI to ensure proper accountability and monitor the length of time Soldiers stay at theater level before moving to the next destination. Specific tasks to support NRP replacement operations are assigned to an RTF or TSC subordinate units from the ESC all the way down to the movement control team level. These tasks include feeding, billeting, limited supply, finance, personnel accountability, role one medical support, battlefield orientation, and transportation of replacements to their assigned units. Due to limited organic support force structure, NRP replacement operations may require extensive commercial support. The TSC DMC and SPO conduct mission analysis and planning with the theater TPOC and HROC to identify gaps and develop requirements packages to ensure the availability of commercial support when needed (ATPATPArmy Techniques Publications 1-0.1). Figure 3-3 on page 30 depicts a notional crosswalk of NRP replacement functions. HR SUPPORT TO CASUALTY OPERATIONS 3-22. HR support to casualty operations includes collecting, recording, reporting, verifying, and processing casualty information from the unit level to HQDA CMAOD, normally within 12 hours of incident. The recorded information facilitates NOK notification, casualty assistance, casualty tracking and status updates, and provides the basis for historical and statistical reports. 3-23. Early planning and continued assessment are essential to efficient and successful casualty operations. When casualties occur, information must reach the right people as quickly as possible with 100% accurate and verified information. Casualty reporting has a zero-defect tolerance, and procedural mistakes must not be allowed to occur as they could potentially lead to improper notification or false information being publicly released. Although NOK notification is a CMAOD and installation casualty assistance center responsibility, commanders, their designated casualty representatives, and unit Soldiers must train on the casualty reporting and notification process. 3-24. Holistic casualty operations involve a wider array of missions and organizations to oversee things like LODLODLegal operations detachment determinations, disposition of remains and personal effects, military funeral honors, and casualty mail coordination. Personnel, logistics, medical, and provost marshal communities all have a piece of casualty operations. Accurate and timely casualty reporting is paramount; however, operational constraints may preclude units from meeting reporting requirements. The casualty system must continually reconcile duty status-whereabouts unknown, missing in action, and evacuation cases against other sources of information such as significant activity reports to reach a final casualty status determination. Casualty information flows up, across, and down the reporting chain to help account for Soldiers and reportable DOD Civilians. 3-25. Units are ultimately responsible for casualty reporting for their Soldiers. HR staffs and organizations exist to assist the units by providing critical casualty information at key nodes on the battlefield to improve the timeliness and accuracy of casualty reports. Army Bands may augment HR personnel accountability and casualty reporting operations. 3-26. The speed at which casualty information changes makes this mission extremely challenging. The medical evacuation system may move injured Soldiers from the battlefield to the supporting Role 3 MTFMTFMilitary treatment facility while the unit is still engaged and before an initial report is even submitted by the unit. Therefore, it is critical to establish communications to furnish timely casualty information from HR squads performing casualty liaison missions at Role 3 MTFs. Additionally, due to the sensitive nature of the information, casualty operations sections must include very clear verbiage regarding the mandate to safeguard casualty information to prevent premature and erroneous disclosure and to protect patient privacy. Commanders are responsible for ensuring protection and processing casualty information through official channels. Installation casualty assistance centers are engaged in the notification and assistance aspect of casualty operations (AR 638-8 and DA PamDA PamDepartment of the Army Pamphlets 638-8). 3-27. The Defense Casualty Information Processing System (DCIPS) is the DOD authoritative system of record for casualty and mortuary affairs reporting and case management for Soldiers and families. Its primary purpose is to record, report, and verify casualty information from unit level to HRCHRCU.S. Army Human Resources Command (both RA and USAR) and assist the NOK. DCIPS also tracks casualty data, including incident details, disposition of remains, mortuary affairs, and personal effects, facilitating cross-functional case management and interactive data exchange. The tactical casualty report or applicable Defense Casualty Information Processing System-Personnel Casualty Reporting spreadsheet (single casualty or multiple casualties) may be used to submit an initial report when a casualty incident is observed. (See appendix A for more information). 3-28. Casualty information is collected and reported to the CMAOD with the highest priority and urgency to enable timely command decisions. CMAOD typically receives notifications within the initial reporting cycle shortly after confirmation of an incident. A casualty is any person who is lost to the organization by having been declared deceased, duty status-whereabouts unknown, excused absence-whereabouts unknown, missing, injured, or ill. Units will report all casualties to include American civilians, DOD Civilians, CAAF, and personnel of other Services. Due to the personal nature of information within casualty reports, the theater CIC reports casualty information to the CMAOD using DCIPS as the official means of casualty reporting. In the absence of the ASCCASCCArmy service component commander HROC, the senior element G-1 must immediately assume the role of the theater CIC. The scope and scale of personnel losses expected during large-scale combat operations against a peer competitor has the potential to overwhelm the casualty reporting process timelines and negatively impact the notification process. Commanders should consider supplementing the casualty reporting system at critical nodes with HR squads to gather and report casualty information in a timely manner. Figure 3-4 on page 32 depicts an illustration of the casualty reporting and tracking flow. PERSONNEL READINESS MANAGEMENT 3-29. The mission of PRM is to distribute Soldiers and Army Civilians to subordinate commands based on documented manpower requirements or authorizations and the commander’s priorities. Personnel readiness describes a state of wartime readiness; PRM is a process for achieving and maintaining wartime readiness. PRM involves analyzing personnel strength data to determine current combat capabilities, project future requirements, and assess conditions of unit and individual readiness. In formations, PRM starts by comparing the organization’s personnel strength against its requirements or authorizations and ends with a personnel readiness assessment and allocation decision. By adding predictive analysis of manpower changes (nondeployable rates, projected casualty rates, evacuation policies, and replacement flows), units can assess the personnel readiness of the organization and determine replacement allocation priorities. 3-30. In support of operations, the national HR provider (for example, HRCHRCU.S. Army Human Resources Command (both RA and USAR), Army Reserve, and National Guard Bureau) determines individual replacement packages based on forecasted losses and allocates to units IAW HQDA manning guidance. HQDA G-3/5/7, which identifies target fill levels, establishes the manning levels for units. (See ATPATPArmy Techniques Publications 1-0.1 for more information on PRM.) P ERSONNEL D ISTRIBUTION L EVELS 3-31. G-1s and S-1s rely on various HR systems and databases for strength-related information. Personnel distribution levels are based on senior mission command readiness levels. The Army has four distribution levels: • Senior mission command level. Management of grouped units under the same command at a specific location. • Distribution management level. Management of division-level or two-star command equivalent organizations. • Distribution management sub-level. Management of brigade or colonel command equivalent organizations. • Virtual distribution management level. Strength management categorization of grouped units that would otherwise take a combination of distribution management level and distribution management sub-level codes. 3-32. G-1s and S-1s at all echelons assist commanders in developing their personnel priorities. The use of HR systems provides G-1s and S-1s a COP with the national HR provider and allows them the ability to provide a detailed analysis to the commander. Brigade S-1s work with higher HQ to fill authorized vacancies and develop personnel distribution plans within their organization. G-1s and S-1s at all levels maintain situational understanding of competing priorities and assist brigades, higher HQ, and the national HR provider when shifting priorities, changes in operational plans, or other unforeseen events create situations where the personnel fill for an organization is no longer in synchronization with Army manning guidance. The G-1 is responsible for attempting to resolve subordinate command manning issues internally before involving higher echelons. 3-33. The personnel distribution plan allows G-1 and S-1 sections to know where to assign incoming Soldiers. Based on the mission, a brigade S-1 may maintain different fill levels for subordinate units that may not be consistent with their authorized manning level. Key considerations for developing the personnel distribution fill plan include–– • Commander’s priorities. • Unit personnel readiness reports, tactical SOPs, OPLANS, and related plans and reports. • Replacement forecasts, as well as casualty and RTD estimates. Lessons learned from deployments highlight the need for S-1s to manage these Soldiers as they often return from different roles of medical support, both within theater and from locations outside theater. • Critical shortages by grade, additional skill identifier, special qualification identifier, MOSMOSMilitary occupational specialties, and area of concentration. • Changes to OPLANs and OPORDs. • Specific manning requirements for squads, crews, and teams. • Timelines for exercises, training, and deployment. C ASUALTY E STIMATION AND R EPLACEMENT R EQUIREMENTS 3-34. The Army G-1 is the functional proponent for overall casualty estimation (killed, captured, missing, wounded, and disease and non-battle injury) and coordinates with the Army Surgeon General for Army evacuation rates to support projected manning requirements. Casualty estimation is conducted at ASCCASCCArmy service component commander level and above as part of the planning process for contingency operations and approved by the combatant commander. Casualty estimates should also be conducted at levels below the ASCCASCCArmy service component commander for specific operations and to provide better fidelity in personnel replacement and medical requirements for planners at those echelons. Casualty estimation is always conducted in collaboration with the other staff planners. 3-35. HR planners require close coordination with the ASCCASCCArmy service component commander G-1/HROC theater CIC, as well as the SPO officer in the TSC, ESC, DSB, and sustainment brigade concerning casualty estimates and replacement requirements to properly synchronize efforts with logistics and medical planners. Casualty estimates support operations planning, future force planning, and staff training. Casualty estimation and replacement requirements are planned during course of action development to assess force strength for missions within the concept of operations and scheme of maneuver. 3-36. HR planners include mass casualties in the planning process, as well as processing large-scale replacements. The ASCCASCCArmy service component commander G-1 must continuously coordinate with corps and divisions for proper replacement allocation of replacement seats in the time-phased force and deployment data (TPFDD). During large-scale combat operations, planners must consider a large, sustained rate of casualties. Specific estimates are established by the ASCCASCCArmy service component commander during the planning process. These casualties will vary in severity of injury and represent killed, wounded, disease, and non-battle injuries. Due to a portion of injured Soldiers being RTD, Army HR planners should anticipate having to replace only a portion of the total casualties and any detainee or missing personnel based on approved casualty estimates. HR planners are responsible for developing replacement requests as part of the deliberate planning process. For those requirements that are not sourced with unit replacements, HRCHRCU.S. Army Human Resources Command (both RA and USAR) assists Army commands in developing NRP force packages. 3-37. Ensuring realistic casualty estimates is critical to the planning and resourcing of replacement operations. The Medical Planners’ Toolkit (MPTk) is the designated casualty estimation tool of record for the Army Human Resources planners at echelons above brigade. It integrates several tools, including the Casualty Rate Estimation Tool, which provides the capability for planners to calculate the combat and noncombat injuries and illnesses that would be expected during military operations. Casualty estimation results can be used within the joint medical planning community and provide users with a means of estimating required replacements by MOSMOSMilitary occupational specialties and pay grade. S USTAINABLE R EADINESS O VERVIEW 3-38. The Army must sustainably generate ready and responsive forces over time to enable their projection and employment as an essential part of joint and combined forces. The Army uses sustainable readiness to inform, synchronize, and integrate force generation tasks and processes at strategic, operational, and tactical levels across the near, mid, and long term. Sustainable readiness does this by providing the Army with a common set of processes, models, and mindset that seek to maximize opportunities to always build and maintain combat power and readiness. Sustainable readiness operates on the understanding that a modern military force necessitates the integration of force generation elements and readiness attributes across key DOD and Army-wide processes down to the unit level to sustainably build and maintain force readiness. 3-39. Sustainable readiness encompasses the planning, preparation, execution, and assessment of the Army’s force generation process. Sustainable readiness informs the Army’s resource decisions to maximize both mission and response readiness of the total Army force to meet known, emergent, and contingent requirements. The execution goal of the sustainable readiness process is to meet the readiness objectives agreed to by the Army’s senior leaders. These readiness objectives are developed during sustainable readiness planning and preparing phases and are informed by the readiness requirements placed upon the force as well as the resources available. Sustainable readiness must focus on increasing and maintaining unit personnel, supply, readiness, and training rating, maximizing the use of available resources. Sustainable readiness achieves readiness consistent with current military strategy, threats to national security, and resourcing levels. For detailed information regarding sustainable readiness, refer to AR 525-29, which describes Army policy for force generation operations and processes and establishes policy for its sustainable readiness process. S OLDIER AND U NIT R EADINESS 3-40. Successful unit readiness begins with outlining specific steps G-1s and S-1s must complete to be prepared for deployment. The time for G-1s and S-1s to plan Soldier and unit readiness activities is continual to ensure units and individuals are prepared to deploy if notified. (Refer to ATPATPArmy Techniques Publications 1-0.1 for detailed organizational functions and responsibilities pertaining to Soldier and unit readiness, pre-deployment and deployment actions, Soldier readiness processing, and Army unit status reporting process.) M ANAGEMENT OF D ERIVATIVE U NIT I DENTIFICATION C ODES 3-41. Derivative unit identification codes (DUICs) must be registered in the Defense Readiness Reporting System-Army database; otherwise, G-1s and S-1s will not be able to view authorization reports. The Defense Readiness Reporting System-Army is the Army’s official unit status reporting database and the authoritative database of record and central registry for all approved Army units, organizations, and installations. The DUICs are used in HR systems to identify units and their teams, as well as split-unit elements associated with a parent organization (battalion or brigade units). The DUICs are assigned to organic elements of organizations that require separate unit identification code registration. Split-unit elements are physically located away from the parent organization. 3-42. DUICs are also used to assign a different unit identification code from the parent unit to elements that remain at the unit’s home location under the purview of the unit commander when the commander and a portion of the unit deploy. Under the DUIC, the rear detachment accounts for non-deploying personnel assigned to it during a deployment to receive replacements and maintain property accountability. The DUIC is inactivated when the unit redeploys to the home station and may be maintained for future use. 3-43. Commanders have a responsibility for validating and registering their own DUICs. To ensure Soldiers are assigned to the correct location, HR leaders and S-1s must reconcile all unit identification codes and DUICs monthly (AR 220-1, AR 71-32, and DA PamDA PamDepartment of the Army Pamphlets 71-32). N ONCOMBATANT E VACUATION O PERATIONS S UPPORT 3-44. The DCSDCSDeputy Chief of Staff, G–3/5/7, G-1’s office has the primary responsibility for noncombatant evacuation personnel accountability reporting. The Noncombatant Tracking System is the DOD system managed by the Defense Manpower Data Center that provides visibility and accountability of evacuees as they depart from their ports of debarkation at the evacuation location and arrive at a safe haven location and/or repatriation site. Evacuated Army personnel, family members, and designated aliens reporting will be transferred from the Noncombatant Tracking System to the Army Disaster Personnel Accountability and Assessment System (ADPAAS) for continued reporting once they arrive at the safe haven location. 3-45. Personnel accountability occurs at the lowest level. Noncombatant evacuation operations will likely be enacted during the initial phases of any large-scale combat operation. ASCCASCCArmy service component commander HROCs and TPOC planners may be required to develop plans for reception centers with teams that are trained in ADPAAS and the Noncombatant Tracking System to capture Army evacuee information. HR leaders must be aware that evacuated military members will be placed on temporary duty or receive permanent change of station orders that will require the G-1/S-1 to update the PERSTAT accordingly. Not all Army-affiliated personnel will be accounted for in ADPAAS (AR 525-94, JP 3-68). This page intentionally left blank.

HR services are functions directly affecting a Soldier’s status, assignment, qualifications, financial status, career progression, morale and cohesion, and quality of life. Additionally, HR services provide recreational, social, and other support services for Soldiers, DOD Civilians, and other personnel who deploy with the force. This chapter covers the HR services subordinate key functions of EPS, postal and unit mailroom operations, Army Band operations, and MWRMWRMorale, Welfare, and Recreation operations.

This chapter discusses planning considerations when providing HR support during each Army strategic context (competition, crisis, and armed conflict). Each section describes the context, and HR planning considerations by echelon for conducting PASR, HR support to replacement and casualty operations, postal operations, and other HR considerations incorporated during large-scale combat operations. This chapter also discusses HR training considerations for large-scale combat operations. HR SUPPORT DURING COMPETITION 5-1. Army Forces present in an AO during competition below armed conflict require HR support. HR support operations help provide the operational commander with the freedom of action, operational reach, and endurance necessary to shape the OE. 5-2. During competition, the Army must anticipate peer threat capabilities extending across the battlefield throughout all domains (land, maritime, air, space, and cyberspace), from the strategic support area to the extended deep area. These threat capabilities will likely degrade sustainment information systems and interdict friendly air, land, and maritime operations. To counter these threats during the steady-state competition period, major activities take place across the extended battlefield and at all levels: military readiness at home station; coordinating efforts at the strategic, operational, and tactical levels; and regional partnership-building activities to ensure access and resource availability in theater. 5-3. During competition, HR support consists of various long-term military engagements, security cooperation, and deterrence missions, tasks, and actions intended to assure allies, build partner capacity and capability, and promote regional stability. HR support during competition typically occurs to support the combatant commander's theater campaign plan or theater security cooperation plan. HR resources contribute to national security by supporting efforts to stabilize regions and counter actions by adversaries that threaten U.S. interests. 5-4. Sustainment plays a key role during competition and HR planners must be involved from the very beginning. During competition, key HR activities within the overall sustainment requirements are ongoing and directly support building, generating, and sustaining the force to provide combatant commanders with the forces required to set conditions to win future conflicts. This list is not all-inclusive but is intended to demonstrate the volume of activities for consideration while shaping the OE to support the combatant commander's theater campaign plan. Conceptually, each activity aims to optimize sustainment capabilities in the context of the combatant commander's theater campaign plan (analysis to optimize unit and individual readiness and support deployment and personnel/unit distribution—which feeds into effectively executing RSOI). These shaping activities occur continuously to support global and theater requirements during competition and help set the conditions for successful execution of operations during conflict. During competition, key HR activities to consider while shaping the OE include–– • Conduct home station training. • Perform OPLAN/concept plan refinement. • Conduct HR support to RSOI planning/coordination. • Perform casualty estimation and replacement planning (individual versus unit). • Conduct band operations. • Maintain reliable postal support for deployed personnel and their Families • Provide recreational opportunities and support services to enhance quality of life and maintain readiness. • Ensure enterprise integration (GCSS-Army, IPPS-A, General Fund Enterprise Business System). • Refine the TPFDD. • Conduct transition planning. • Conduct planning for HR OCSOCSOperational contract support. 5-5. Successful HR support is dependent on careful planning, coordination, synchronization, and continuous integration with strategic partners and must occur prior to, during, and after military action. The objective of HR support is to maximize operational effectiveness by anticipating, manning, and sustaining military operations. HR support operations accomplish this by building, generating, and sustaining the force. During competition, supporting and maintaining operational readiness occurs through key home station activities that directly build, generate, and help sustain the force. Relationship building and maintenance with key HR strategic enablers (for example, HQDA G-1, HRCHRCU.S. Army Human Resources Command (both RA and USAR), the Adjutant General Directorate, Directorate of Military Personnel Management, and MPSA/USPS) is critical while shaping the OE. 5-6. During competition, HR support involves the national-level capability to plan, resource, manage, and control the HR management life cycle functions for the Army. It involves integrating HR functions and activities across the Army staff, among the respective components, and among the Services. HR support that occurs while shaping the OE includes functions and tasks planned, coordinated, integrated, and executed by operational-level HR organizations. Deliberate coordination and synchronization of these functions with strategic-level partners like the CMAOD for HR support to casualty operations, MPSA for postal operations, and Army HRCHRCU.S. Army Human Resources Command (both RA and USAR) for HR support to replacement operations are critical to prolong endurance during large-scale combat operations. These habitual support relationships facilitate the combatant commander’s ability to extend operational reach. 5-7. Setting the theater is a continuous activity conducted as part of steady-state posture to develop support for contingency or crisis response operations. Setting the theater involves opening the theater and receiving initial forces, equipment, and supplies. Once received, forces are assembled into mission-tailored units and transported to their destination. The combatant commander has overall responsibility for this activity; however, the ASCCASCCArmy service component commander, in large part via the TSC, coordinates a broad range of actions conducted to establish the conditions. The ASCCASCCArmy service component commander conducts theater analysis to identify risks in terms of access, capabilities, and capacities across the AOR as part of setting the theater. Setting the theater includes actions taken by sustainment and HR planners to optimize means for supporting the commander’s plan. This includes rapid response to emerging crises by employing the theater gateway with HR squads and immediately setting conditions for HR support to replacement and casualty operations. 5-8. The ASCCASCCArmy service component commander G-1 performs a critical role for the combatant commander in gaining operational access and positions of relative advantage throughout the AOR. During competition, the ASCCASCCArmy service component commander G-1 coordinates with the corps/division to establish theater replacement management networks and personnel flow and performs estimates for each. The ASCCASCCArmy service component commander G-1 also coordinates with the TPOC POD for postal flow. The ASCCASCCArmy service component commander G-1 refines and validates casualty estimates and establishes and manages the personnel portion of reconstitution or reorganization efforts. To ensure initial HR capabilities are established before the main flow of forces arrive, HR support elements are included as part of the early entry element of the sustainment brigade assigned to the theater opening mission. The TPOC personnel accountability and systems division and the TG PAT establish initial theater PASR and theater replacement networks. The TG PAT’s mission is to conduct PASR during the RSOI process, import and export personnel data from the Tactical Personnel System and DTAS, and conduct limited EPS for transient personnel. 5-9. Additional TG PATs and MMTs with corresponding HR companies and platoons could be required if more than one intertheater port of debarkation is used for RSOI or mail flows. However, with multiple entry points, it may be necessary for initial PASR to be completed by the deploying units themselves. In this case, the arriving personnel data file is given to the TG PAT at the primary port of debarkation. Note. The TG PAT mission does not include conducting any other sustainment-related requirements for life support and RSOI (for example, billeting, feeding, equipping, and transporting transient personnel). 5-10. Theater opening planning requirements include determining the required number and placement of HR elements and units within a theater of operations. Critical HR functions required during theater opening that must be considered during the military decision-making process (MDMP) for early entry elements include— • Initiate and establish theater PASR and personnel tracking. • Establish, operate, and maintain the theater personnel database. • Establish the replacement operations plan. • Initiate, establish, and operate the theater CIC and conduct HR support to casualty operations. • Coordinate and synchronize the establishment of an MMT to support theater postal operations. • Estimate intratheater mail movement (usually by ground) between the MMT and MPOs. 5-11. The HROB is part of the early entry element of the theater opening sustainment brigade SPO, focusing on ensuring TG PAT personnel are included as part of the early entry element for theater opening and the establishment of initial personnel accounting and postal support. Early establishment of postal infrastructure during theater opening or early entry operations limits the requirements for postal restrictions and allows the flow of mail to commence earlier. The HROB receives technical guidance from the TPOC and higher-level HROBs and HROCs while receiving sustainment and execution guidance from the SPO section and the commander. HR P LANNING C ONSIDERATIONS BY E CHELON FOR C OMPETITION 5-12. In general, planning considerations include a known or anticipated support requirement, a known or anticipated problem, a readiness issue, a capability shortfall, a threat, or an aspect of operational or mission variables influencing HR support. HR staff officers at every command level, starting with the battalion S-1, perform HR planning. Early establishment of SOPs is required to determine type and frequency of data in the event of degraded, disrupted, or denied operations. 5-13. HR planning is also conducted by the HROB within the ESC DMC and sustainment brigade SPO, the HR company, the theater CIC, and all divisions within the TPOC. HR planning is a continual process that supports a commander’s ability to exercise command and control. It requires an understanding of how to deliver HR support in the OE during large-scale combat operations. The following paragraphs, listed from the national strategic to the tactical level, include HR planning considerations by echelon during competition. MPSA/USPS 5-14. HR planning considerations for the MPSA/USPS during competition may include, but are not limited to–– • Conduct a postal estimate to identify rules of allocation based on postal service levels. • Plan for restriction of mail service to letter class mail only. • Plan for availability of free mail. HQDA G-1 5-15. HR planning considerations for the HQDA G-1 during competition may include, but are not limited to— • HR support to replacement operations: ▪ Synchronize with Army staff elements to optimize force-wide personnel readiness to serve the needs of the Army. ▪ Coordinate with HQDA DCSDCSDeputy Chief of Staff, G–3/5/7 G-3/5/7 to determine manning levels and turbulence thresholds for units within the operational force, operational depth, and generating force to include the institutional Army. ▪ Integrate with the ASCCASCCArmy service component commander to identify personnel replacement requirements for each OPLAN. • HR support to casualty operations: Develop casualty reporting policy contingencies that go into effect in the event casualty reporting requirements exceed capacity. Army bands are trained to provide support to casualty operations when casualty reporting requirements exceed capacity. HRCHRCU.S. Army Human Resources Command (both RA and USAR) 5-16. HR planning considerations for HRCHRCU.S. Army Human Resources Command (both RA and USAR) during competition may include, but are not limited to— • PASR: Error reconciliation and deviations in strength between HR systems. • HR support to replacement operations: ▪ Execute total Army strength management on behalf of the HQDA DCSDCSDeputy Chief of Staff, G–3/5/7, G-1 to distribute Soldiers across the total force IAW HQDA’s established priorities during periods of mobilization when all three Army components are heavily leveraged to support large-scale combat operations or major contingency operations. ▪ Maintain a manning COP that tracks MOSMOSMilitary occupational specialties/area of concentration and grade composition of all sources of Soldiers available for distribution; authorities, resources, and amount of time to access each population of distributable Soldiers; and personnel strengths of units appropriately categorized to enable command decision making based on current mission requirements. ▪ Distribute low-risk members of the training, transient, holdee, and student (for example, professional military education) populations and cross-level over-strength personnel to meet the Army’s prioritized personnel needs. ▪ Redistribute excess members of units from the operational depth not deploying to a combat theater to theater Armies as required to resource their personnel requirements. ▪ Initiate mobilization of members of the individual ready reserve to mitigate personnel shortfalls during large-scale combat operations. ▪ Identify and provide filler, personnel replacements, and rotational personnel requirements. • Postal operations: Facilitate information flow between ASCCs, major commands, and MPSA/USPS on postal matters. • HR support to casualty operations: ▪ Develop casualty reporting contingency plans based on HQDA G-1 policy that will go into effect if casualty reporting requirements exceed current capacities. ▪ Synchronize with the theater CIC. ▪ Synchronize with installation casualty assistance centers. ASCCASCCArmy service component commander G-1 5-17. HR planning considerations for the ASCCASCCArmy service component commander G-1 during competition may include, but are not limited to— • PASR: ▪ Identify and train HR personnel as part of the early entry element to establish initial PASR for the theater. ▪ Plan and establish PASR policies, set priorities, identify internal and external HR support requirements for the theater, and coordinate with the combatant commander to ensure Army PASR policies are synchronized with joint policies. ▪ Plan for and train on procedures for manual PASR in preparation for degraded, disrupted, or denied operations. • HR support to replacement operations: ▪ Provide HQDA and HRCHRCU.S. Army Human Resources Command (both RA and USAR) with critical personnel planning assumptions associated with major OPLANs (for example, Army personnel replacement requirements). ▪ Establish theater hierarchy associated with annex A (Task Organization) based on desired command relationships between the theater’s organic, assigned, and attached units. Unit hierarchy is used to establish permissions between strength managers who assign NRP and, when required, cross-level personnel amongst units. ▪ Develop and approve replacement estimation and program individual casualty filler replacements in the TPFDD in coordination with HRCHRCU.S. Army Human Resources Command (both RA and USAR). ▪ Plan for and train on the process/method for replacement flow to lower echelons. ▪ Plan for changes to TPFDD forces’ geographic location of assignment in the event of a prolonged conflict. ▪ Plan for and train on procedures for manual replacement operations in preparation for degraded and disconnected operations. ▪ Maintain awareness of the positioning of replacement staging areas. ▪ Request DUIC through HQDA, DCSDCSDeputy Chief of Staff, G–3/5/7 G-3/5/7 Force Management. ▪ Anticipate the volume of personnel replacements required and the associated personnel flow requirements. ▪ Coordinate with the Soldier Support Institute, Fort Jackson, SC to train personnel to use MPTk, and to receive permission to download and install the software. Ensure the organization has trained personnel available to access and operate these programs. • Postal operations: ▪ Plan and coordinate postal operations within the theater G-1 AO. ▪ Plan for disrupted postal flow – restricted to letter mail only (postal flow estimates). ▪ Plan for and train on procedures for postal operations in preparation for degraded and disconnected operations. ▪ Consider/authorize placement of the MPO in the corps area due to mobility of division HQ. ▪ Consider adjusting roles and responsibilities by echelon depending on the OE. ▪ Plan for processing/handling procedures for casualty mail (mass casualties). ▪ When available, coordinate commercial internet for mail processing and USPS retail to support postal operations as the theater matures to support the ASCCASCCArmy service component commander’s contingency plan. ▪ Ensure postal operations are included as part of tab A, appendix 2, to annex F of the OPORD or contingency plan. If Army postal organizations provide postal support to joint and multinational forces, they must be addressed in the OPORD. ▪ Plan to liaise with the SPM, TSC/ESC, TPOC, and host nation for postal functions. ▪ Identify and process requests for MPO activations and deactivations to the SPM. ▪ Plan to assist the TSC/ESC, TPOC, and MMT in obtaining postal resources to support the theater postal mission. ▪ Plan to monitor postal irregularities and postal offenses reported by the TPOC. ▪ Ensure the TSC/ESC, TPOC, and MMT have systems in place to identify deficiencies in the postal operating system and take appropriate actions to correct them. ▪ Develop, in coordination with the TSC/ESC, TPOC, and MMT, procedures for addressing customer complaints, inquiries, and suggestions and for the expeditious return of casualty mail. ▪ Plan to address or forward to the SPM all theater postal issues not resolved by the TSC/ESC, TPOC, or MMT. • HR support to casualty operations: ▪ Develop a casualty OPLAN and policies for theater. ▪ Establish policy for positioning HR squads performing casualty liaison missions and identify additional locations requiring placement of casualty liaison support (outside of the normal placement with G-1s, Role 3 MTFs, and mortuary affairs collection points). Planning considerations should include division bands. ▪ Establish casualty reporting authorities for submission of casualty reports (based on guidance and agreements from the JTF, joint force land component command, and coalition forces land component command). ▪ Develop a contingency policy authorizing the corps to approve and release casualty reporting directly to CMAOD (important during large-scale combat operations). ▪ Establish the theater CIC as part of theater opening operations with the ASCCASCCArmy service component commander HROC. ▪ Develop plan for DCIPS/casualty reporting requirements and time restraint adjustments in preparation for increased volume (mass casualties) or when degraded, disrupted, or denied operations occur. ▪ Develop augmentation plan for possible increased workload of the theater CIC (mass casualties). ▪ Train personnel to use MPTk, and to receive permission to download and install the software. Ensure the organization has trained personnel available to access and operate these programs. TPOC 5-18. HR planning considerations for the TPOC during competition may include, but are not limited to— • PASR (TPOC Personnel Accountability and Systems Division): ▪ Identify and train HR personnel to deploy as part of the early entry element to establish initial PASR for the theater. ▪ Initiate coordination with CONUSCONUSContinental United States APOD, CONUSCONUSContinental United States Replacement Centers, and Air Force planners to determine projected personnel flow rates. ▪ Plan for and train on procedures for manual PASR in preparation for degraded, disrupted, or denied operations. ▪ Reconcile deviations in strength between HR systems. ▪ Train on the operation of DTAS to track all theater and rotational unit personnel; train to operate the DTAS Help Desk. ▪ Coordinate with the ASCCASCCArmy service component commander G-1 to modify PASR policies and priorities. • HR support to replacement operations: ▪ Assist the ASCCASCCArmy service component commander G-1 and HRCHRCU.S. Army Human Resources Command (both RA and USAR) in the development of replacement plans. ▪ Plan for additional personnel accountability locations in theater based on potential large-scale replacement flow. • Postal operations (TPOC POD): ▪ Establish direct coordination with both the MPSA and the servicing JMPA. ▪ Conduct detailed postal planning and coordination with the MPSA; close coordination with corps/division planners is also key. ▪ Determine logistics requirements for postal support. ▪ Determine potential MMT locations in theater. ▪ Determine DOD Civilian, CAAF, and multinational postal support requirements. Theater Casualty Information Center 5-19. HR planning considerations for the theater CIC during competition may include, but are not limited to–– • Identify and train HR personnel to deploy as part of the early entry element to establish theater casualty operations. • Coordinate with the ESC and/or sustainment brigade HROB to ensure the HR company establishes the required casualty liaison at potential locations. • Train all personnel on casualty reporting operations. • Develop manual casualty reporting procedures for use during degraded, disrupted, or denied operations. TG PAT 5-20. HR planning considerations for the TG PAT during competition may include, but are not limited to–– • Identify and train HR personnel to deploy as part of the early entry element to establish initial PASR for the theater. • Coordinate with sustainment command and HROB for site location and logistical support. • Establish personnel processing centers at aerial ports and/or seaports of embarkation. • Establish data integration for all personnel entering, departing, and transiting theater. • Plan for and train on procedures for manual PASR in preparation for degraded, disrupted, or denied operations. MMT 5-21. HR planning considerations for the MMT during competition may include, but are not limited to— • Postal operations: ▪ Identify HR personnel to deploy as part of the early entry element to establish the MMT. ▪ Coordinate mail transportation and security with the HROB, TPOC POD, and sustainment brigade SPO in and out of theater. ▪ Plan locations in theater to receive mail. ▪ Establish communications systems to support postal operations. ▪ Plan contingency storage for mail overflow. ▪ Requisition required equipment for mail processing. ▪ Develop customs procedures in coordination with local customs authorities. ▪ Plan for and train on procedures for manual tracking systems for postal operations in preparation for degraded, disrupted, or denied operations. ▪ Request technical guidance and support from the HROB, TPOC POD, and MPSA. ▪ Plan for and train on procedures for processing casualty mail. ▪ Disseminate retrograde mail guidance to MPOs and units. • Other HR considerations: ▪ Coordinate personnel augmentation to the MMT with the HROB and HR company. ▪ Coordinate with the TPOC POD for automated systems access. Corps and Division G-1 5-22. HR planning considerations for the corps and division G-1 during competition may include, but are not limited to— • PASR: ▪ Coordinate Soldier readiness processing. ▪ Create passenger manifests; provide information for force flow into theater. ▪ Manage personnel readiness data and personnel information on all deploying personnel. ▪ Plan for and train on procedures for manual PASR in preparation for degraded, disrupted, or denied operations. ▪ Monitor error reconciliation and deviations in strength between HR systems. ▪ Determine PASR reporting requirements for subordinate elements. ▪ Develop and refine corps and division SOPs for PASR incorporating manual procedures for degraded and disconnected operations. • HR support to replacement operations: ▪ Assist the ASCCASCCArmy service component commander G-1 and HRCHRCU.S. Army Human Resources Command (both RA and USAR) in the development of replacement plans. ▪ Determine personnel replacement flow to lower echelons. For example, corps-level controls individual fills (priority) and direct replacement movement within the corps AO. ▪ Coordinate with the Soldier Support Institute, Fort Jackson, SC to train personnel to use MPTk, and to receive permission to download and install the software. Ensure the organization has trained personnel available to access and operate these programs. ▪ Inform the commander’s decisions pertaining to replacement prioritization. ▪ Develop and refine corps and division SOPs for replacement operations incorporating manual procedures for degraded and disconnected operations. • Postal operations: ▪ Plan to implement joint and theater-level postal policies for assigned and attached units. ▪ Plan coordination with the HROB and TPOC to determine brigade mail delivery points. ▪ Plan to reconcile postal problems or changes in postal support requirements with the HROB, TPOC, or the ASCCASCCArmy service component commander G-1. ▪ Plan to include postal operations support in all OPLAN/OPORDs. ▪ Develop and refine corps and division SOPs for postal operations incorporating manual procedures for degraded and disconnected operations. • HR support to casualty operations: ▪ Identify processes to liaison with HR company elements performing casualty liaison activities. ▪ Develop casualty estimates. ▪ Ensure casualty reporting is integrated into current operations tracking. ▪ Develop corps/division casualty notification and assistance program policy. ▪ Plan for and train on procedures for manual casualty reporting in preparation for degraded, disrupted, or denied operations. ▪ Develop summary court martial officer and LODLODLegal operations detachment procedures for theater. ▪ Train personnel to use MPTk and receive permission to download and install the software. Ensure the organization has trained personnel available to access and operate these programs. ▪ Develop and refine corps and division SOPs for casualty operations incorporating manual procedures for degraded and disconnected operations. • Other HR considerations: ▪ Coordinate HR support requirements with supporting ESC and sustainment brigades. ▪ Produce annexes and commander’s estimates. ▪ Build, modify, and coordinate the personnel services portion of the task force deployment plan. ▪ Plan for the integration of RC assets. ▪ Plan and coordinate MWRMWRMorale, Welfare, and Recreation and command interest programs. ▪ Provide HR guidance and training to brigade and battalion S-1s. ▪ Plan and coordinate early; establish SOPs required to determine type and frequency of data in the event of information systems black out. Manual use of logging actions will be the only alternative for HR systems. HROB 5-23. HR planning considerations for the HROB during competition may include, but are not limited to— • PASR: ▪ Properly allocate HR resources throughout the division AO. ▪ Coordinate logistics support for HR units. ▪ Provide and coordinate PASR training and guidance. ▪ Identify gaps or excessive overlaps in HR assets. ▪ Ensure timely transfer of personnel in and out of the APOD. • HR support to replacement operations: Gather personnel allocation decisions and inform the SPO of movement requirements. • Postal operations: ▪ Coordinate logistics support for the establishment of MPOs and mail transportation. ▪ Plan and coordinate future mobile postal missions within the AO. ▪ Assist with establishing HR contracting efforts for use during stabilization and enabling civil authorities. • HR support to casualty operations: ▪ Ensure resourcing and distribution of casualty elements. ▪ Ensure HR personnel are trained and capable of performing HR support to casualty operations. HR Company 5-24. HR planning considerations for the HR company during competition may include, but are not limited to— • PASR: ▪ Identify and train HR personnel to deploy as part of the early entry element to establish initial theater PASR. ▪ Plan for and train squads/teams on procedures for manual PASR in preparation for degraded, disrupted, or denied operations. ▪ Plan for HR RSOI support. • Postal operations (tasks also apply to DSSC postal platoons): ▪ Identify and train HR personnel to deploy as part of the early entry element to establish theater postal operations. ▪ Plan for and train postal platoons on procedures for manual postal operations in preparation for degraded, disrupted, or denied operations. ▪ Assist as a liaison for logistical support between postal elements and the brigade/battalion S-4 and SPO. ▪ Cross-train postal elements (multi-functional postal platoon). ▪ Plan for and train postal platoons on the processing and handling procedures for casualty mail (mass casualties). • HR support to casualty operations: ▪ Identify and train HR personnel to deploy as part of early entry elements attached to general officer-level commands and the ASCCASCCArmy service component commander HROC (theater CIC) to establish theater casualty operations. ▪ Plan for and train squads/teams on procedures for manual casualty tracking and reporting in preparation for degraded, disrupted, or denied operations. ▪ Coordinate appropriate HR systems access for squads/teams through the authorized HR systems access manager. • Other HR considerations: ▪ Assist in coordinating signal support between HR, postal, and the battalion or brigade S-6. ▪ Cross-train HR and postal platoons on PASR, postal operations, and HR support to casualty operations (multi-functional platoons). Brigade and Battalion S-1 5-25. HR planning considerations for the brigade and battalion S-1 during competition may include, but are not limited to— • PASR: ▪ Plan for and train on procedures for manual PASR in preparation for degraded, disrupted, or denied operations. ▪ Plan for S-1 personnel to accompany advance parties to maintain PASR while deploying. ▪ Plan to provide liaisons at intertheater APODs to track unit personnel flow. ▪ Establish HR systems for reporting with command nodes. ▪ Develop and refine brigade/battalion SOPs for PASR incorporating manual procedures for degraded and disconnected operations. • HR support to replacement operations: ▪ Identify and report critical MOSMOSMilitary occupational specialties and key leader shortages to higher echelons. ▪ Identify secondary MOSMOSMilitary occupational specialties of assigned Soldiers for potential backfills. ▪ Maintain and assess Soldier and unit readiness. ▪ Coordinate with the S-3 and S-4 during replacement operations for operational and logistics support. ▪ Develop and refine brigade/battalion SOPs for replacement operations incorporating manual procedures for degraded and disconnected operations. • Postal operations: ▪ Plan for and train on procedures for handling casualty mail (mass casualties). ▪ Designate unit mail clerks and postal officers. ▪ Refine unit mail SOPs. ▪ Identify mail capabilities and restrictions. ▪ Advise commanders and staff on unit mailroom operations. ▪ Identify mail flow and unit responsibilities in receiving mail. ▪ Develop and refine brigade/battalion SOPs for postal operations incorporating manual procedures for degraded and disconnected operations. • HR support to casualty operations: ▪ Advise and train commanders and staff on casualty reporting procedures. ▪ Train on DCIPS/casualty reporting (manual reporting) in preparation for possible degraded, disrupted, or denied operations. ▪ Establish lines of communications with casualty liaison personnel and casualty collection areas to monitor casualty reporting and transportation of remains. ▪ Develop and refine brigade/battalion SOPs for casualty operations incorporating manual procedures for degraded and disconnected operations. HR T RAINING C ONSIDERATIONS D URING C OMPETITION 5-26. The complex and uncertain environment of large-scale combat operations presents several new challenges for HR training. Large-scale combat operations will be conducted across a geographically dispersed area without defined secure areas in all domains (for example, land and cyberspace) requiring an accurate and near-real-time sustainment COP (including HR) to inform commanders. HR organizations and their commands will continually move to avoid detection and hostile intent (for example, long-range fires, special operation forces, criminals, and non-state actors) during large-scale combat operations, making HR support and personnel asset visibility much more difficult. 5-27. The training and readiness of HR elements are critical to plan and accomplish HR functions and are key to the development of a shared understanding of sustaining manpower. In preparation for large-scale combat operations, HR training must include the planning for HR operations to support replacement and casualty operations, casualty estimation, and PASR. When developing training, it is essential to include training for conducting HR operations during denied, degraded, intermittent, and limited bandwidth network conditions and rehearse manual back-up and validation procedures. HR organizations and professionals that are appropriately trained provide commanders a shared understanding of manpower and the planning and resourcing of personnel in all phases. Home Station Training Recommendations for HR Soldiers and Organizations 5-28. HR organizations should maximize real-world training opportunities focusing on unit-specific core functions, capabilities, and technical roles to ensure their own unit preparedness to deploy. The following home station training opportunities for HR Soldiers and organizations include— • Readiness training: ▪ Process mail at MPOs. ▪ Inspect installation and unit mailrooms. ▪ Conduct mission readiness exercise/mission rehearsal exercise reception operations. ▪ Serve as a liaison at a casualty assistance center. ▪ Serve as an observer, controller, or mentor. ▪ Conduct installation manifesting. ▪ Assist with installation PRM/PASR/PIM. ▪ Provide Soldier readiness processing support. ▪ Provide assistance and training on HR systems to supported units, agencies, and the military personnel division. ▪ Provide record updates for installation units. ▪ Provide support in the areas of promotions, administrative separation actions, medical readiness requirements, compassionate reassignments, officer candidate school applications, military testing, and voting assistance. ▪ Provide records accountability and maintenance, in and out processing of personnel, ID card and CACCACCommunity Activity Centers issuance, Defense Enrollment Eligibility Reporting System (DEERSDEERSDefense Enrollment Eligibility Reporting System) enrollment, and installation mobilization activities. ▪ Provide transition support for all Active, ARNGARNGArmy National Guard, and USARUSARUnited States Army Reserve Soldiers separating from the military. ▪ Cross-train to increase multifunctional effectiveness of HR organizations. • Individual capabilities: ▪ Demonstrate proficiency in utilizing HR systems (IPPS-A, DTAS, DCIPS) and their associated functional guidance. ▪ Train with Warrior Training Support Packages from the Soldier Support Institute Learning Resource Center website https://ssilrc.army.mil ▪ Attend installation training (for example, S-1 Course and HR systems training). ▪ Attend formal HR functional training. ▪ Utilize FORSCOMFORSCOMU. S. Army Forces Command, Soldier Support Institute, and Sustainment Center of Excellence Mobile Training teams. ▪ Attend SPO Course. ▪ Coordinate a leader professional development session or brown bag lunch with a sustainment brigade commander or SPO. ▪ Train and certify leaders. Apply to all trainers, evaluators, and leaders involved in unit training. ▪ Conduct a rehearsal. ▪ Conduct troop-leading procedures. ▪ Establish communications. ▪ Receive an OPORD or fragmentary order and issue a warning order. ▪ Conduct HR-related mission analysis. ▪ Analyze missions using mission variables. ▪ Identify specified, implied, and essential tasks. ▪ Identify constraints such as requirements for action and prohibition of actions for HR support. ▪ Generate HR support options. Analyze courses of action, determine advantages and disadvantages, and compare courses of action. • Pre-deployment training: ▪ Incorporate sustainment brigade and ESC HROBs into training crosswalks. ▪ Evaluate HR application of MDMP. ▪ Evaluate individual and collective tasks. ▪ Establish mock MPOs. ▪ Train on the Automated Military Postal System using a training ZIP Code. ▪ Train on DTAS, DCIPS, Tactical Personnel System, and the Sustainment Transport System (network). ▪ Utilize non-HR specific systems. ▪ Attend regional HR and sustainment conferences. ▪ Attend regional multi-echelon, multi-component, net-centric mission readiness exercises and mission rehearsal exercises in Active, Reserve, and ARNGARNGArmy National Guard communities. ▪ Participate in exercises as an observer/controller/mentor. ▪ Provide sample situational training exercises for use by leaders to develop training exercises for their units. ▪ Establish training and evaluation outlines to provide the training criteria for tasks that the unit must master to perform critical wartime functions. These training criteria orient on the levels of collective training executed by the unit. Each outline can be applicable to one or more operations. ▪ Train postal platoons to be multi-functional (capable of personnel accounting and casualty reporting missions). ▪ Participate in early planning conferences for all major exercises to ensure HR support is exercised in a realistic manner to replicate the scope and scale of HR (for example, PERSTAT and personnel requirements report submission, casualty reporting fully implemented, NRP operations only occur if coordinated and realistic). HR Leader Development 5-29. Development of HR leaders must include training that enables them to properly understand and plan all HR functions during large-scale combat operations. HR leaders must ensure HR operations can continue in conditions of degraded or denied networks to include cyberspace and electromagnetic warfare environments. Trained HR leaders will be able to perform HR operations and communicate HR operational impacts of manning in concert with battle tracking to ensure commanders have a shared understanding of combat power. During large-scale combat operations, comprehension of HR operations and manning allows commanders to make rapid and informed operational decisions based on the manning resources of the force. 5-30. Brigade S-1s must ensure subordinate battalion S-1s assess training tasks and objectives at least quarterly. Additionally, brigade S-1s must validate or coordinate for validation of all battalion S-1 training assessments. Listed below are some key areas HR leaders can train on in competition to ensure mission success during large-scale combat operations: • Understand and plan the mission: ▪ Train on the operations process (plan, prepare, execute, and assess). ▪ Understand and execute planning horizons: short-range planning and execution, mid-range planning, and long-range planning. ▪ Train on executing MDMP. ▪ Train on executing the rapid decision-making and synchronization process. ▪ Understand what HR, postal, and casualty input goes into OPORDs. ▪ Use the orders process to ensure coordination with other staff and support elements to accomplish HR operations. • Degraded or denied networks: ▪ Practice coordinating with higher echelons to receive reporting requirements during periods of degraded or denied communications. ▪ Conduct battle drills that require reporting with little to no connectivity ▪ Leverage standardized HR reports and timelines. • Operational impacts of manning: ▪ Train on PRM so leaders can analyze personnel strength data to determine current combat capabilities, project future requirements, and assess conditions of individual readiness. ▪ Train on personnel accountability to ensure commanders know the location and duty status of every person assigned or attached to their organization. ▪ Train on strength reporting to accurately reflect the combat power of the unit to monitor unit strength, prioritize replacements, monitor deployable and non-deployable personnel, and execute strength distribution to make tactical and HR support decisions. HR SUPPORT DURING CRISIS 5-31. Operations during crisis may include mobilization, tailoring of forces, and other pre-deployment activities, initial deployment into a theater, and developing mission-tailored requirements to support the commander’s contingency operations. For HR support operations planning purposes, this role consists of deployment planning operations that focus on requirements determination and allocation. 5-32. Units base their HR support requirements on their projected mission and the supported commander’s concept of the operation and intent. Sustainment sections coordinate with maneuver unit operations sections to develop, refine, and validate projected HR support requirements. Planning is a continuous process of evaluating current and future operations from the functional perspective of the HR professional. Throughout MDMP, HR staff planners consider how the information affects HR support in each phase of a military operation. HR planners must consider the frequency of occurrence for HR tasks in each strategic context. The ASCCASCCArmy service component commander conducts theater analysis to identify risks in terms of access, capabilities, and capacities across the AOR as part of setting the theater. During the theater analysis, HR planners optimize means for supporting the commander’s plan, which includes rapid response to emerging crises by employing the theater gateway with HR platoons and immediately setting conditions for HR support to replacement and casualty operations. 5-33. In the operational support area, the ASCCASCCArmy service component commander G-1 continues planning, establishing policy, setting priorities, and managing PASR for the theater and identifies internal and external HR support requirements. The ASCCASCCArmy service component commander G-1 continues coordinating with the combatant commander to ensure Army PASR policies synchronize with joint policies and field army requirements. The ASCCASCCArmy service component commander G-1 continues planning, coordinating, and managing casualty operations for the theater and identifies any additional locations requiring placement of casualty liaison elements (outside of the normal G-1s, Role 3 MTFs, and mortuary affairs collection points). The ASCCASCCArmy service component commander G-1 also continues planning, coordinating, establishing, and managing postal operations for the theater and identifies and coordinates with the TSC and TPOC to ensure adequate postal operations resources are available throughout the theater. 5-34. The division G-1 conducts key HR tasks in the division AO such as PASR, HR support to casualty operations, PRM, EPS, and PIM. The G-1 also maintains personnel asset visibility throughout all operations and collects data gathered by subordinate S-1s to adjust HR support to subordinate organizations as required. 5-35. Generally, there are no HR companies or any other HR augmentation elements in the brigade AO providing support. However, additional support may be requested from the supported division with proper coordination between brigade S-1s and the division G-1. In support of RSOI, S-1s continue to focus on manning the force and HR support to casualty operations (casualty reporting). They also perform mailroom operations and continue providing EPS for their organizations. Brigade and subordinate S-1s receive and track all attached and assigned Soldiers, DOD Civilians, and CAAF operating in the unit’s AO. Maintaining visibility through operations and tactical enablers assists S-1s in gathering data necessary to perform their missions. Tactical communications can provide information on unit moves, casualties, task organization changes, and other information affecting HR operations. Maintaining this visibility provides redundant and new information that S-1s can input into the HR system of record. 5-36. The following paragraphs, listed from the national strategic to the tactical level, include HR planning considerations by echelon during crisis. MPSA/USPS 5-37. HR planning considerations for the MPSA/USPS during crisis may include but are not limited to conducting a postal estimate to identify rules of allocation based on postal service levels, determining mail service restriction levels (for example, letter class mail only), planning for availability of free mail, and planning for processing/handling procedures for casualty mail during large-scale combat operations. HQDA G-1 5-38. HR planning considerations for the HQDA G-1 may include, but are not limited to–– • HR support to replacement operations: ▪ Ensure readiness of personnel to serve the needs of the Army across the range of military operations. ▪ Coordinate with HQDA DCSDCSDeputy Chief of Staff, G–3/5/7 G-3/5/7 to determine manning levels and turbulence thresholds for units within the operational force, operational depth, and generating force to include the institutional Army. ▪ Continue to integrate with the ASCCASCCArmy service component commander to identify personnel replacement requirements for each OPLAN. • HR support to casualty operations: Synchronize with HRCHRCU.S. Army Human Resources Command (both RA and USAR) to determine the effectiveness of current casualty reporting policy. HRCHRCU.S. Army Human Resources Command (both RA and USAR) 5-39. HR planning considerations for HRCHRCU.S. Army Human Resources Command (both RA and USAR) during crisis may include, but are not limited to–– • PASR: Conduct error reconciliation and deviations in strength between HR systems. • HR support to replacement operations: ▪ Perform total Army strength management on behalf of the HQDA DCSDCSDeputy Chief of Staff, G–3/5/7, G-1 to distribute Soldiers across the total force IAW HQDA’s established priorities during periods of mobilization when all three Army components are heavily leveraged to support large-scale combat operations or major contingency operations. ▪ Maintain a manning COP that tracks MOSMOSMilitary occupational specialties/area of concentration and grade composition of all sources of Soldiers available for distribution; authorities, resources, and amount of time to access each population of distributable Soldiers; and personnel strengths of units appropriately categorized to enable command decision making based on current mission requirements. ▪ Distribute low-risk members of training, transient, holdee, and student (for example, professional military education) populations and cross-level over-strength personnel to meet the Army’s prioritized personnel needs. ▪ Redistribute excess members of units from the operational depth not deploying to a combat theater to theater Armies as required to resource their personnel requirements. ▪ Initiate mobilization of members of the individual ready reserve to mitigate personnel shortfalls during large-scale combat operations. ▪ Identify and provide filler, personnel replacement, and rotational personnel requirements. ▪ Validate ASCCASCCArmy service component commander casualty replacement requirements by MOSMOSMilitary occupational specialties and grade. ▪ Execute replacement flow to theater. • Postal operations: Ensure information flow between ASCCs, major commands, and MPSA/USPS on postal matters. • HR support to casualty operations: ▪ Synchronize with the HQDA G-1 to integrate casualty reporting contingency plans in the event casualty reporting requirements exceed current capacity. ▪ Coordinate with the theater CIC to establish connectivity for casualty reporting. • Other HR considerations: Obtain authorization for units to implement stop loss and stop move. ASCCASCCArmy service component commander G-1 5-40. HR planning considerations for the ASCCASCCArmy service component commander G-1 during crisis may include, but are not limited to— • PASR: ▪ Train HR personnel as part of the early entry element to establish initial PASR for the theater. ▪ Plan, establish policy, set priorities, and manage PASR for the theater. ▪ Identify internal and external HR support requirements for the theater. ▪ Coordinate with the combatant commander to ensure Army PASR policies are synchronized with joint policies. ▪ Continue training on procedures for manual PASR in preparation for degraded, disrupted, or denied operations. • HR support to replacement operations: ▪ Provide HQDA and HRCHRCU.S. Army Human Resources Command (both RA and USAR) with critical personnel planning assumptions associated with major OPLANs (for example, Army personnel replacement requirements). ▪ Establish theater hierarchy associated with annex A (Task Organization) based on desired command relationships between the theater’s organic, assigned, and attached units. Unit hierarchy is used to establish permissions between strength managers who assign NRP and, when required, cross-level personnel amongst units. ▪ Develop and approve replacement estimate and program individual casualty filler replacements in the TPFDD in coordination with HRCHRCU.S. Army Human Resources Command (both RA and USAR). ▪ Request DUIC through HQDA, DCSDCSDeputy Chief of Staff, G–3/5/7 G-3/5/7 Force Management. ▪ Assign casualty filler personnel to an ASCCASCCArmy service component commander DUIC, process through the TG PAT, and forward to an RTF until onward movement and integration is determined. ▪ Plan for replacement flow to lower echelons. ▪ Plan for changes to the TPFDD-Rotational Forces geographic location of assignment if a prolonged war is expected. ▪ Monitor establishment of replacement staging areas. • Postal operations: ▪ Establish postal operations within the theater G-1 AO. ▪ Plan for disrupted postal flow – restricted to letter mail only (postal flow estimates). ▪ Consider/authorize placement of the MPO in the corps due to mobility of division HQ. ▪ Consider adjusting roles and responsibilities by echelon depending on the OE. ▪ Plan for processing/handling procedures for casualty mail (mass casualties). ▪ Continue coordinating commercial internet for mail processing and USPS retail to support postal operations as the theater matures to support the ASCCASCCArmy service component commander’s contingency plan. ▪ Ensure postal operations are included as part of tab A, appendix 2, to annex F of the OPORD or contingency plan. If Army postal organizations provide postal support to joint and multinational forces, they must be addressed in the OPORD. ▪ Maintain liaison with the SPM, TSC, and TPOC, and host nation for postal functions. ▪ Process requests to the SPM for MPO activations and deactivations. ▪ Assist the TSC, TPOC, and MMT in obtaining postal resources to support the theater postal mission. ▪ Monitor postal irregularities and postal offenses reported by the TPOC. ▪ Ensure the TSC/ESC, TPOC, and MMT have systems in place to identify deficiencies in the postal operating system and take appropriate actions to correct them. ▪ Develop, in coordination with the TSC, TPOC, and MMT, procedures for addressing customer complaints, inquiries, and suggestions and for the expeditious return of casualty mail. ▪ Address or forward to the SPM all theater postal issues not resolved by the TSC, TPOC, or MMT. • HR support to casualty operations: ▪ Implement casualty OPLAN and policies for theater. ▪ Provide oversight for theater casualty operations. ▪ Implement policy for location of casualty liaison elements; identify additional locations requiring placement of casualty liaison elements (outside of the normal G-1s, Role 3 MTFs, and mortuary affairs collection points). ▪ Establish casualty reporting authorities for casualty reports submission (based on guidance and agreements from the JTF, joint force land component command, and coalition forces land component command). ▪ Establish guidance for the authority to delegate to the corps the approval and release of casualty reporting directly to CMAOD (important during large-scale combat operations). ▪ Implement plan for DCIPS/casualty reporting requirements and time restraint adjustments in preparation for increased volume (mass casualties) or when degraded, disrupted, or denied operations occur. ▪ Implement plan for possible increased workload of the theater CIC (mass casualties). ▪ Develop plan to monitor LODLODLegal operations detachment investigations. TPOC 5-41. HR planning considerations for the TPOC during crisis may include, but are not limited to–– • PASR (TPOC Personnel Accountability and Systems Division): ▪ Include trained and skilled HR personnel as part of the early entry element to establish initial PASR for the theater. ▪ Establish the initial theater database. ▪ Continue coordination with CONUSCONUSContinental United States APOD, CONUSCONUSContinental United States Replacement Centers, and Air Force planners to maintain projected personnel flow rates. ▪ Establish procedures for manual PASR in degraded/disconnected operations. ▪ Continue monitoring error reconciliation and deviations in strength between HR systems. ▪ Utilize DTAS to track all theater and rotational unit personnel; continue operating the DTAS Help Desk and provide training to theater and rotational units enabling G-1 and S-1s. ▪ Continue coordination with the ASCCASCCArmy service component commander G-1 to modify PASR policies and priorities during operations. • HR support to replacement operations: ▪ Continue assisting the ASCCASCCArmy service component commander G-1 and HRCHRCU.S. Army Human Resources Command (both RA and USAR) in the development of replacement plans. ▪ Identify personnel accountability locations in theater based on initial personnel flow. ▪ Coordinate logistics and communications support. • Postal operations (TPOC POD): ▪ Assist the MMT team in establishing and executing initial postal operations. ▪ Provide operational postal support and battle track all theater postal operations. ▪ Establish the deployed AO postal inspection plan. ▪ Determine processing/handling procedures for casualty mail (mass casualties). ▪ Maintain close coordination and postal planning with the MPSA, the servicing JMPA, and corps/division planners. ▪ Coordinate MPOs and locations IAW guidance from the ASCCASCCArmy service component commander G-1 and MPSA. ▪ Monitor and determine appropriate mail flow rates and ensure current data integrates into all TSC/ESC/CSC DMC planning. Theater Casualty Information Center 5-42. HR planning considerations for the theater CIC during crisis may include, but are not limited to–– • Provide trained and skilled HR personnel to establish theater casualty operations. • Establish the theater CIC as part of theater opening. • Anticipate possible increased workload of the theater CIC (mass casualties). • Coordinate with the ESC, CSC, and/or sustainment brigade HROB to ensure the HR company establishes the required casualty liaison at designated locations. • Consider recommending adjustments to casualty reporting requirements due to increased volume (mass casualties) or during degraded/disconnected operations. • Disseminate manual casualty reporting procedures during disconnected operations. TG PAT 5-43. HR planning considerations for the TG PAT during crisis may include, but are not limited to–– • PASR: ▪ Operate personnel processing centers at aerial ports and/or seaports of embarkation. ▪ Obtain database information from the S-1. ▪ Provide data integration for all personnel entering, departing, and transiting theater. ▪ Account for and ensure accuracy of personnel in DTAS. ▪ Maintain connectivity for communications and PASR. ▪ Continue training on procedures for manual PASR in preparation for degraded, disrupted, or denied operations. ▪ Coordinate with casualty liaison elements to collect data on casualties medically evacuated out of theater. ▪ Multiple points of entry may require additional personnel accounting elements or internal support from respective units. • Other HR considerations: ▪ Monitor rules of allocation for possible addition of HR platoons if numbers exceed TG PAT capability. ▪ Conduct EPS as required. ▪ Provide RSOI support to the G-1 and S-1. ▪ Coordinate personnel augmentation with the HROB and HR company. ▪ Coordinate onward movement for incoming personnel. ▪ Coordinate with the HROB and SPO for all transportation visibility in and out of theater. MMT 5-44. HR planning considerations for the MMT during crisis may include, but are not limited to–– • Postal operations: ▪ Establish and operate the MMT. ▪ Coordinate mail transportation and security with the HROB, TPOC POD, and sustainment brigade SPO in and out of theater. ▪ Determine locations in theater to receive mail. ▪ Establish communications systems to support postal operations. ▪ Determine contingency storage area for mail overflow. ▪ Establish customs procedures in coordination with local customs authorities. ▪ Continue training on procedures for manual tracking systems for postal operations in preparation for degraded, disrupted, or denied operations. ▪ Establish technical guidance and support from the HROB, TPOC POD, and MPSA. ▪ Disseminate retrograde mail guidance to MPOs and units. • Other HR considerations: ▪ Coordinate personnel augmentation with the HROB and HR company. ▪ Coordinate with the TPOC POD for automated postal systems access. Corps and Division G-1 5-45. HR planning considerations for the corps and division G-1 during crisis may include, but are not limited to–– • PASR: ▪ Execute PASR reporting requirements. ▪ Monitor force flow into theater. ▪ Maintain personnel readiness data and personnel information on all deploying personnel. ▪ Publish and practice procedures for manual PASR in degraded/disconnected operations. ▪ Consider forward deploying the HROC to augment the G-1 PRM section. ▪ Oversee technical functionality of automated HR systems and databases associated with corps and division levels. ▪ Collect and analyze critical strength reporting information. ▪ Monitor the deployed personnel database to ensure hierarchy reflects current task organization. • HR support to replacement operations: ▪ Monitor personnel replacement requirements. ▪ Communicate with higher HQ for replacement operations requirements. ▪ Recommend fill priority. ▪ Assist the ASCCASCCArmy service component commander G-1 and HRCHRCU.S. Army Human Resources Command (both RA and USAR) in developing replacement plans. ▪ Manage replacement flow to lower echelons. For example, corps-level controls individual fills (priority) and direct replacement movement within the corps AOR. ▪ Assist with increased personnel replacement flow; consider liaisons at APODs an increased demand on corps and division HR assets. ▪ Monitor conditions and operations that may require reconstitution or regeneration. • Postal operations: ▪ Implement joint and theater-level postal policies for assigned and attached units. ▪ Coordinate with the HROB and TPOC on changes to brigade mail delivery points. ▪ Reconcile postal problems or changes in postal support requirements with the HROB, TPOC, or the ASCCASCCArmy service component commander G-1. ▪ Include postal operations support in all OPLAN/OPORDs. • HR support to casualty operations: ▪ Advise the ASCCASCCArmy service component commander G-1 of casualty reporting requirements and time constraints that may need adjusting due to increased volume (mass casualties) or during degraded, disrupted, or denied operations. ▪ Refine and validate the casualty estimate. ▪ Ensure casualty reporting and tracking information is integrated. ▪ Monitor patient tracking and accountability through the surgeon. ▪ Monitor duty status-whereabouts unknown, missing, and detainee cases. ▪ Maintain liaison with casualty liaison elements, mortuary affairs, medical commands, and MTFs. ▪ Coordinate and execute civilian, joint, and multinational casualty actions as directed and augmented. ▪ Direct casualty reporting requirements during degraded, disrupted, or denied operations. ▪ Monitor progress of all summary court martial officers and LODs. • Other HR considerations: ▪ Develop and coordinate operational personnel policies. ▪ Manage the rotation policy (if applicable). ▪ Manage MWRMWRMorale, Welfare, and Recreation and command interest programs. ▪ Produce annexes and commander’s estimates to support large-scale combat operations. HROB 5-46. HR planning considerations for the HROB during crisis may include similar considerations as in competition, but with additional emphasis on PASR: • PASR: ▪ Properly allocate HR resources throughout the division. ▪ Coordinate logistics support for HR units. ▪ Provide and coordinate PASR training and guidance. ▪ Identify gaps or excessive overlaps in HR assets. ▪ Ensure timely transfer of personnel in and out of the APOD. • HR support to replacement operations: Gather personnel allocation decisions and inform the SPO of movement requirements. • Postal operations: ▪ Coordinate logistics support for the establishment of MPOs and mail transportation. ▪ Plan and coordinate future mobile postal missions within the AO. ▪ Assist with establishing HR contracting efforts for use during stabilization and enabling civil authorities. • HR support to casualty operations: ▪ Plan for and track placement of HR elements conducting casualty liaison. ▪ Ensure HR personnel are trained and capable of performing HR support to casualty operations. HR Company 5-47. HR planning considerations for the HR company during crisis may include, but are not limited to–– • PASR: ▪ Facilitate training of HR squads/teams on personnel accounting reporting procedures for PASR, including procedures for manual PASR in preparation for degraded, disrupted, or denied operations. ▪ Provide and forecast future HR elements to operate the TG PAT and other intratheater APOD personnel accounting locations. • Postal operations (tasks also apply to DSSC postal platoons): ▪ Coordinate with the MMT to facilitate training of postal platoons on postal operations. ▪ Consider missioning postal platoon personnel to support HR critical tasks as required. ▪ Anticipate postal platoon shortages based on division-size elements (assigned population). ▪ Train postal platoons on the processing and handling procedures for casualty mail (mass casualties). ▪ Continue training postal platoons on procedures for manual postal operations in preparation for degraded, disrupted, or denied operations. ▪ Assist as a liaison for logistics support between postal elements and the brigade/battalion S-4 and SPO. • HR support to casualty operations: ▪ Embed HR squads/teams in mortuary affairs companies and Role 3 MTFs as they become established. ▪ Rotate casualty liaison personnel based on operating tempo. ▪ Coordinate appropriate HR systems access for casualty liaison elements through the authorized HR systems access manager. ▪ Continue training on procedures for manual casualty tracking and reporting from casualty liaison elements in preparation for degraded, disrupted, or denied operations. • Other HR considerations: ▪ Monitor rules of allocation and coordinate with HROB and TPOC for potential additional HR augmentations. ▪ Develop and improve tracking metrics for all HR elements assigned. ▪ Advise HROBs on location and workload of HR elements conducting personnel accounting, casualty liaison, and postal missions. ▪ Disseminate mission changes from the HROB and TPOC to subordinate HR and postal elements. ▪ Coordinate signal support between HR, postal, and the battalion/brigade S-6 to ensure uninterrupted personnel services during a crisis. Brigade and Battalion S-1 5-48. HR planning considerations for the brigade and battalion S-1 during crisis may include, but are not limited to–– • PASR: ▪ Continue training on procedures for manual PASR in preparation for degraded/disconnected operations. ▪ Maintain communication with command nodes. • HR support to replacement operations: ▪ Identify and report critical MOSMOSMilitary occupational specialties and key leader shortages to higher echelons. ▪ Identify secondary MOSMOSMilitary occupational specialties of assigned Soldiers for potential backfills. ▪ Maintain and assess Soldier and unit readiness. ▪ Coordinate with the S-3 and S-4 during replacement operations. • Postal operations: ▪ Continue training on procedures for handling casualty mail (mass casualties). ▪ Designate unit mail clerks and postal officers. ▪ Reevaluate postal capabilities considering current and future operations. ▪ Advise commanders and staff on unit mailroom operations. ▪ Monitor changes in mail flow and unit responsibilities for receiving mail. • HR support to casualty operations: ▪ Train on DCIPS/casualty reporting (manual reporting) in preparation for possible degraded/disconnected operations. ▪ Advise commanders and staff on HR support to casualty operations. ▪ Monitor changes to casualty reporting procedures. The DCIPS casualty reporting requirements and/or time restraints may need adjusting due to increased volume (mass casualties) and/or during degraded/disconnected operations. ▪ Maintain lines of communications with casualty liaison elements and casualty collection areas to monitor reporting and transportation of remains. • Other HR considerations: ▪ Consider how changes in Soldier readiness will affect deployability and replacement operations. ▪ Provide MWRMWRMorale, Welfare, and Recreation support for prolonged operations. HR SUPPORT DURING ARMED CONFLICT 5-49. When combat operations commence, the commander immediately exploits friendly capabilities across multiple domains and the information environment to seize, retain, and exploit the initiative. This involves the orchestration of many simultaneous unit actions in the most demanding of OEs. Operations during conflict require greater sustainment than other types of operations because of their higher operating tempo, greater lethality, and significantly increased consumption of supplies and equipment. Based on the complex and chaotic nature of large-scale combat operations, sustainment commanders and their staffs will need to account for the characteristics of volume, lethality, precision, and operating tempo during the operations process as they plan, prepare, execute, and assess operations. HR SUPPORT TO LARGE-SCALE COMBAT OPERATIONS 5-50. Characteristics of sustaining large-scale combat operations include volume, lethality, precision, and tempo. Peer threats with modern weapons employed en masse will have the potential to overwhelm maintenance, medical, replacement personnel, and mortuary affairs capabilities. Peer threats can influence and direct irregular forces, criminal elements, and hostile populations, and can impose disruptive effects in cyberspace, challenging Army sustainment during force projection. Enemy forces will employ their resources across multiple domains to attack U.S. vulnerabilities including sustainment facilities, networks, and formations. They create lethal and non-lethal effects throughout the OE, seeking to inflict significant damage across multiple domains in a short period and delay friendly forces long enough to achieve their goals. 5-51. Based on the peer threat capability across multiple domains, formations conducting operations within the JOA will need to establish smaller temporary bases that are more dispersed and mobile than conventional bases. Considering the credible threat capability and dispersed array of friendly forces, large-scale combat operations will require a higher volume of personnel, materiel, and equipment significantly greater than other types of operations. Large-scale combat operations will necessitate high operating tempo and are more lethal than other types of operations resulting in more casualties (mass casualties), replacement personnel, and equipment on a larger scale. 5-52. During defensive and offensive operations, HR planners should expect large numbers of casualties in a short period or over extended depths of the battlefield. They must be prepared to process mass casualties and replacement personnel on a large scale to include reconstitution to maintain PASR and to build and sustain combat power. Personnel replacements must be forecast, and any lack of replacement capacity briefed to maneuver commanders as a risk to the mission. A high-intensity operating tempo, coupled with potentially degraded systems and communications, will negatively impact personnel status and casualty reporting. HR planners can also utilize push package planning to forward position replacements and assist with replacement flow. If communications are degraded, sustainers automatically dispatch these push packages to supported units. 5-53. During large-scale combat operations, HR elements focus on accurate and timely personnel accounting and readiness management to rapidly generate and sustain combat power. Key HR entities supporting defensive and offensive operations during large-scale combat operations will be challenged by degraded communications (reporting latency and accuracy issues) and highly contested, lethal and non-lethal environments. Key HR activities identified for large-scale combat operations include–– • Personnel asset visibility/strength reporting. • HR support to RSOI. • HR support to casualty operations (casualty reporting). • HR support to reconstitution operations. 5-54. During large-scale combat operations, the ASCCASCCArmy service component commander G-1 continues planning and prioritizing HR support to assure a unity of purpose and effort to maximize the readiness and operational capabilities of forces within theater. The ASCCASCCArmy service component commander G-1 continues to monitor strength and determines replacement priorities with the commander and G-3, monitor replacement operations, and monitor any reassignments to meet operational requirements. 5-55. The TPOC continues to integrate and execute planning, PASR, and postal operations (with respective restrictions, if any) throughout the theater as defined by the ASCCASCCArmy service component commander G-1. The TPOC provides technical guidance and oversight to theater HR elements and coordinates with the TSC for replacement flow. 5-56. HROBs, collocated with ESC and CSC DMCs and sustainment brigade SPOs, continue planning, coordinating, integrating, synchronizing, and allocating HR support to casualty operations, postal operations missions, and HR assets within the AOs of the units they support. They also continue to serve as the main integrator for external HR support between HR units, supported units (G-1/S-1), and sustainment organizations. The HROBs also continue synchronizing support requirements with other sustainment elements and organizations; planning, projecting, and recommending HR support requirements for current and future military operations using MDMP; and ensuring the emplacement and displacement of HR support organizations are in synchronization with the concept of support plan for PASR, HR support to casualty operations, postal operations, and commander-designated reconstitution operations during large-scale combat operations. 5-57. In corps support areas, corps G-1s continue to execute procedures IAW ASCCASCCArmy service component commander policies and procedures. They continue to review and refine HR plans, strength reporting, casualty reporting and tracking, and PRM as necessary to ensure they report timely and essential information to inform replacement priorities set by the ASCCASCCArmy service component commander. 5-58. In division support areas, division G-1s continue to execute IAW ASCCASCCArmy service component commander and corps policies and procedures. They continue to conduct HR planning, strength reporting, HR support to casualty operations (casualty reporting), and PRM as necessary to ensure they report essential information to inform replacement priorities. 5-59. In brigade support areas, brigade and battalion S-1s across the battlefield continue to plan, provide, and coordinate the delivery of HR support, services, or information to all assigned/attached personnel within their HQ and subordinate battalions or companies. Their primary focus during large-scale combat operations is PASR and casualty reporting, which directly affects the PRM functions supporting replacement and reorganization operations. They accomplish these tasks by monitoring, collecting, and verifying HR-related information and then reporting the information in the appropriate HR system of record. HR support information directly impacts the commander’s COP as it pertains to combat capability (for example, crew status, personnel shortages, and unit strengths). Brigade and battalion S-1s continue coordinating with higher HQ S-1s/G-1s and the HROB SPO for external HR assets and support as necessary. During operational pauses, or as the commander directs, HR support may also include EPS or Army Band support for morale and welfare, recognizing historical and organizational traditions, and memorial and ceremonial events. HR P LANNING C ONSIDERATIONS BY E CHELON FOR L ARGE -S CALE C OMBAT O PERATIONS 5-60. The following paragraphs, listed from the national strategic to the tactical level, include HR planning considerations by echelon for large-scale combat operations. MPSA/USPS 5-61. Postal operations planning considerations for the MPSA/USPS during large-scale combat operations may include, but are not limited to, determining restriction of mail service level (for example, letter class mail only), availability of free mail, and processing/handling procedures for casualty mail (mass casualties). HQDA G-1 5-62. HR planning considerations for the HQDA G-1 during large-scale combat operations may include, but are not limited to–– • HR support to replacement operations: ▪ Ensure readiness of personnel to serve the needs of the Army across the range of military operations. ▪ Continue coordination with HQDA, DCSDCSDeputy Chief of Staff, G–3/5/7 G-3/5/7 to determine manning levels and turbulence thresholds for units within the operational force, operational depth, and generating force to include the institutional Army. ▪ Continue integrating with the ASCCASCCArmy service component commander to identify personnel replacement requirements for each OPLAN. • HR support to casualty operations: ▪ Determine if the Army’s casualty reporting policy capacity meets current casualty reporting requirements. ▪ Implement new Army casualty reporting policy that meets current casualty reporting requirement capacity, as needed. HRCHRCU.S. Army Human Resources Command (both RA and USAR) 5-63. HR planning considerations for HRCHRCU.S. Army Human Resources Command (both RA and USAR) during large-scale combat operations may include, but are not limited to–– • PASR: Reconcile deviations in strength between HR systems. • HR support to replacement operations: ▪ Execute total Army strength management on behalf of the HQDA DCSDCSDeputy Chief of Staff, G–3/5/7, G-1 to distribute Soldiers across the total force IAW HQDA’s established priorities during periods of mobilization when all three Army components are heavily leveraged to support large-scale combat operations or major contingency operations. ▪ Maintain a manning COP that tracks MOSMOSMilitary occupational specialties/area of concentration and grade composition of all sources of Soldiers available for distribution; authorities, resources, and amount of time to access each population of distributable Soldiers; and personnel strengths of units appropriately categorized to enable command decision making based on current mission requirements. ▪ Distribute low-risk members of training, transient, holdee, and student (for example, professional military education) populations and cross-level over-strength personnel to meet the Army’s prioritized personnel needs. ▪ Redistribute excess members of units from the operational depth not deploying to a combat theater to theater Armies as required to resource their personnel requirements. ▪ Initiate mobilization of members of the individual ready reserve to mitigate personnel shortfalls during large-scale combat operations. ▪ Identify and provide filler, personnel replacement, and rotational personnel requirements. ▪ Validate ASCCASCCArmy service component commander casualty replacement requirements by MOSMOSMilitary occupational specialties and grade. ▪ Facilitate replacement flow to theater; examine higher-level management for NRP and reconstitution from HRCHRCU.S. Army Human Resources Command (both RA and USAR) to divisions. • Postal operations: Maintain continuous information flow between ASCCs, major commands, and MPSA/USPS on postal matters and postal service levels. • HR support to casualty operations: ▪ Assess installation casualty assistance center readiness for casualty reporting requirements. ▪ Implement updated casualty reporting plans that meet the demands of current casualty reporting requirement capacity. ▪ Synchronize with the theater CIC. ▪ Coordinate with the theater CIC to ensure all in-theater casualty notifications are complete. • Other HR considerations: Obtain authorization for units to utilize the stop loss and stop move program. ASCCASCCArmy service component commander G-1 5-64. HR planning considerations for the ASCCASCCArmy service component commander G-1 during large-scale combat operations may include, but are not limited to–– • PASR: ▪ Continue planning, refining policies, setting priorities, and managing PASR for the theater. ▪ Identify internal and external HR support requirements for the theater. ▪ Coordinate with the combatant commander to ensure Army PASR policies are synchronized with joint policies. ▪ Execute manual PASR during degraded, disrupted, or denied operations. ▪ Oversee technical functionality of automated HR systems and databases associated with corps and division levels. • HR support to replacement operations: ▪ Maintain theater hierarchy associated with annex A (Task Organization) based on desired command relationships between the theater’s organic, assigned, and attached units. Unit hierarchy is used to establish permissions between strength managers who assign NRP and, when required, cross-level personnel amongst units. ▪ Develop and approve replacement estimation and program individual casualty filler replacements in the TPFDD in coordination with HRCHRCU.S. Army Human Resources Command (both RA and USAR). ▪ Assign casualty filler personnel to an ASCCASCCArmy service component commander DUIC, process through the TG PAT, and forward to an RTF until onward movement and integration is determined. ▪ Plan for replacement flow to lower echelons. ▪ Plan for changes to the TPFDD-Rotational Forces geographic location of assignment if a prolonged war is expected. ▪ Continue integrating with the TSC, ESC, corps, and divisions for proper replacement flow in theater. • Postal operations: ▪ Continue management of postal operations within the theater. ▪ Plan for possible disrupted postal flow – restricted to letter mail only (postal flow estimates). ▪ Consider/authorize placement of the MPO in the corps area due to mobility of division HQ. ▪ Consider adjusting roles and responsibilities by echelon depending on OE. ▪ Process casualty mail. ▪ Continue coordinating commercial internet for mail processing and USPS retail to support postal operations as the theater matures to support the ASCCASCCArmy service component commander’s contingency plan. ▪ Maintain liaison with the SPM, TSC, TPOC, and host nation for postal functions. ▪ Process requests to the SPM for MPO activations and deactivations. ▪ Assist the TSC, TPOC, and MMT in obtaining postal resources to support the theater postal mission. ▪ Monitor postal irregularities and postal offenses reported by the TPOC. ▪ Ensure the TSC, TPOC, and MMT have systems in place to identify deficiencies in the postal operating system and take appropriate actions to correct them. ▪ Monitor, in coordination with the TSC, TPOC, and MMT, procedures for addressing customer complaints, inquiries, and suggestions and for the expeditious return of casualty mail. ▪ Address or forward to the SPM all theater postal issues not resolved by the TSC, TPOC, or MMT. • HR support to casualty operations: ▪ Monitor casualty OPLAN and policies for theater. ▪ Provide oversight for theater casualty operations. ▪ Anticipate changes to location of casualty liaison elements; identify additional locations requiring placement of casualty liaison capabilities (other than the normal G-1s, Role 3 MTFs, and mortuary affairs collection points). ▪ Establish casualty reporting authorities for submission of casualty reports (based on guidance and agreements from the JTF, joint force land component command, and coalition forces land component command). ▪ Establish guidance for the authority to delegate to the corps the approval and release of casualty reporting directly to CMAOD (important during large-scale combat operations). ▪ Implement plan for DCIPS/casualty reporting requirements and time restraint adjustments in preparation for increased volume (mass casualties) or when degraded, disrupted, or denied operations occur. ▪ Implement plan for possible increased workload of the theater CIC (mass casualties). ▪ Monitor LODLODLegal operations detachment investigations. • Other HR considerations: ▪ Anticipate cyberspace threats/attacks; cyberspace attacks on automation and communications systems will deny, degrade, and disrupt PASR and the casualty tracking and reporting flow. ▪ Update SOPs; they may be required to determine type and frequency of data in the event of information system black out. Manual use of logging actions will be the only alternative for HR systems. ▪ Plan for the inability to feed the commander’s COP with appropriate information. Timeliness and accuracy of PERSTAT reports will likely be degraded during large-scale combat operations, which limits responsiveness to supported units. TPOC 5-65. HR planning considerations for the TPOC during large-scale combat operations may include, but are not limited to–– • PASR (TPOC Personnel Accountability and Systems Division): ▪ Continue maintenance of the theater database. ▪ Continue coordination with CONUSCONUSContinental United States APOD, CONUSCONUSContinental United States Replacement Centers, and Air Force planners to maintain projected personnel flow rates. ▪ Execute manual PASR during degraded, disrupted, or denied operations. ▪ Continue monitoring error reconciliation and deviations in strength between HR systems. ▪ Continue using DTAS to track all theater and rotational unit personnel; continue operating the DTAS Help Desk and provide training to theater and rotational units enabling G-1 and S-1s. ▪ Continue coordination with the ASCCASCCArmy service component commander G-1 to modify PASR policies and priorities during large-scale combat operations. • HR support to replacement operations: ▪ Continue assisting the ASCCASCCArmy service component commander G-1 and HRCHRCU.S. Army Human Resources Command (both RA and USAR) in refining the replacement plan. ▪ Adjust personnel accounting locations in theater based on rules of allocation. ▪ Coordinate logistics and communications support. • Postal operations (TPOC POD): ▪ Continue providing operational postal support and battle track all theater mail operations. ▪ Monitor processing/handling procedures for casualty mail (mass casualties). ▪ Maintain close coordination and postal planning with the MPSA, the servicing JMPA, and corps/division planners. ▪ Coordinate MPOs and locations IAW guidance from the ASCCASCCArmy service component commander G-1. ▪ Monitor and determine appropriate mail flow rates and ensure current data integrates into all TSC, ESC, and CSC DMC planning. Theater Casualty Information Center 5-66. HR planning considerations for the theater CIC during large-scale combat operations may include, but are not limited to–– • Operate the theater CIC. • Anticipate possible increased workload of the theater CIC (mass casualties). • Coordinate with the ESC, CSC, and/or sustainment brigade HROB to ensure the HR company maintains the required HR squads (casualty liaison elements) at designated locations. • Consider adjustments to DCIPS/casualty reporting requirements and time restraints due to increased volume (mass casualties) or during degraded, disrupted, or denied operations. • Disseminate any changes to manual casualty reporting procedures during disconnected operations. TG PAT 5-67. HR planning considerations for the TG PAT during large-scale combat operations may include, but are not limited to–– • PASR: ▪ Perform personnel accountability at aerial ports and/or seaports of embarkation. ▪ Provide data integration for all personnel entering, departing, and transiting theater. ▪ Account for and ensure accuracy of personnel in DTAS. ▪ Maintain connectivity for communications and PASR. ▪ Account for replacements entering the theater. ▪ Execute manual PASR during degraded, disrupted, or denied operations. ▪ Coordinate with casualty elements to collect data on casualties medically evacuated out of theater. • Other HR considerations: ▪ Plan for the possibility of HR (theater HR organizations) quickly losing capability to support multiple points of theater entry while simultaneously conducting HR support to replacement and casualty operations during large-scale combat operations. To mitigate this, additional HR platoons/squads/teams and/or internal S-1 support would be necessary for multiple entry points. ▪ Conduct EPS as required. ▪ Coordinate onward movement for incoming personnel. ▪ Coordinate with the HROB and SPO for all transportation visibility in and out of theater. MMT 5-68. HR planning considerations for the MMT during large-scale combat operations may include, but are not limited to–– • Postal operations: ▪ Reestablish communications systems to support postal operations, if applicable. Lack of connectivity during degraded, disrupted, or denied operations hinders the necessary communication link used to track unit movements and control mail movements from CONUSCONUSContinental United States to and throughout the AO. ▪ Coordinate mail transportation and security with the HROB, TPOC POD, and sustainment brigade SPO in and out of theater and between MMT and MPOs. ▪ Maintain communications systems to support postal operations. ▪ Utilize contingency storage facilities for mail overflow. ▪ Identify essential tasks for MMT operations with reduced personnel. ▪ Maintain customs procedures in coordination with local customs authorities. ▪ Execute manual tracking systems for postal operations during degraded, disrupted, or denied operations. ▪ Request technical guidance and support from the HROB, TPOC POD, and MPSA. ▪ Disseminate retrograde mail guidance to MPOs and units. ▪ Conduct casualty mail operations. • Other HR considerations: Reestablish automated postal systems access as needed. Corps and Division G-1 5-69. HR planning considerations for the corps and division G-1 during large-scale combat operations may include, but are not limited to–– • PASR: ▪ Execute PASR reporting requirements. ▪ Monitor force flow into theater. ▪ Manage personnel readiness data and personnel information on all deploying personnel. ▪ Manage personnel asset visibility when conducting PASR while moving to a new tactical operations cell with multiple command nodes, anticipating latency in communication, intermittent communication, and loss of contact in the AO. ▪ Execute manual PASR during degraded, disrupted, or denied operations. ▪ Communicate to the HROC to augment the G-1 PRM section when necessary. ▪ Monitor error reconciliation and deviations in strength between HR systems. ▪ Collect and analyze critical personnel readiness information. ▪ Monitor the deployed personnel database to ensure hierarchy reflects current task organization. ▪ Oversee technical functionality and automated HR systems and databases associated with corps and division levels. • HR support to replacement operations: ▪ Monitor conditions and operations that may require reconstitution or regeneration. ▪ Monitor personnel replacement requirements. ▪ Recommend fill priority. ▪ Assist the ASCCASCCArmy service component commander G-1 and HRCHRCU.S. Army Human Resources Command (both RA and USAR) in refining replacement plans. ▪ Plan replacement flow to lower echelons. For example, corps-level controls individual fills (priority) and direct replacement movement within the corps AOR. ▪ Assist with increased personnel replacement flow; additional corps and division liaisons may be required at APODs. ▪ Communicate with liaisons at the APODs. • Postal operations: ▪ Coordinate with the HROB and TPOC on changes to brigade mail delivery points. ▪ Reconcile postal problems and changes in postal support requirements with the HROB, TPOC, or the ASCCASCCArmy service component commander G-1. ▪ Include postal operations support in all OPLANs and OPORDs. • HR support to casualty operations: ▪ Execute casualty reporting requirements and advise the ASCCASCCArmy service component commander G-1 of time restraints that may need adjusting due to increased volume (mass casualties) and/or during degraded, disrupted, or denied operations. ▪ Refine and validate casualty estimates. ▪ Ensure casualty reporting and tracking is integrated. ▪ Monitor patient tracking and accountability through the surgeon. ▪ Monitor duty status-whereabouts unknown, missing, detainee, and missing cases. ▪ Maintain liaison with casualty liaison elements, mortuary affairs companies, medical commands, and MTFs. ▪ Coordinate and execute civilian, joint, and multinational casualty actions as directed and augmented. ▪ Monitor the progress of all summary court martial officers and LODs. • Other HR considerations: ▪ Understand how terrain and distance may limit/degrade communication and force utilization of retransmission stations (division G-1). This is important for the Sustainment Transport System. ▪ Anticipate cyberspace threats/attacks. Cyberspace attacks on automation and communications systems will deny, degrade, and disrupt PASR and the casualty tracking and reporting flow. ▪ Update SOPs. This may be required to determine the type and frequency of data in the event of information system blackout. Manual use of logging actions will be the only alternative for HR systems. ▪ Plan for the inability to provide timely and accurate information to the commander’s COP. Implications associated with large-scale combat operations will hinder timely and accurate submission of PERSTAT reports, which will limit responsiveness to supported units. ▪ Anticipate degraded corps and division G-1s. Casualty reporting, strength management, and replacement operations may require additional (theater HR organizations) support at echelon. ▪ Manage rotation policy (if applicable). ▪ Manage MWRMWRMorale, Welfare, and Recreation and command interest programs as dictated by mission and the commander. ▪ Produce annexes and commander’s running estimates to support large-scale combat operations. HROB 5-70. HR planning considerations for the HROB during large-scale combat operations may include, but are not limited to–– • PASR: ▪ Continue coordination and synchronization with OCSOCSOperational contract support cells to ensure any gaps associated with PASR are covered or accounted for. ▪ Maintain visibility of inbound and outbound transportation. • HR support to replacement operations: ▪ Serve as the link between operational units, the TPOC, and ASCCASCCArmy service component commander G-1 on the status and support of replacement operations. ▪ Gather personnel allocation decisions and inform the SPO of movement requirements. • Postal operations: ▪ Continue coordination and synchronization with OCSOCSOperational contract support cells to ensure any gaps associated with postal are covered or accounted for. ▪ Plan for increased storage space for backlogged mail. • HR support to casualty operations: Continue tracking the placement of HR squads/teams conducting casualty liaison. • Other HR considerations: ▪ Continue key integration between G-1s at echelon and the sustainment enterprise. ▪ Recommend reallocation of HR assets based on PASR, HR support to replacement operations, and casualty reporting requirements. HR Company 5-71. HR planning considerations for the HR company during large-scale combat operations include, but are not limited to–– • PASR: ▪ Disseminate refined personnel accounting reporting procedures for PASR. ▪ Provide and forecast future HR platoons to operate the TG PAT and other intratheater APOD personnel accounting elements. • Postal operations (tasks also apply to DSSC postal platoons): ▪ Anticipate possible postal platoon shortages based on division-sized element (assigned population). ▪ Assist as a liaison for logistics support between postal elements and the battalion and brigade S-4 and SPO. ▪ Establish and coordinate with commanders for mobile mail teams for battlefield circulation. Plan for handling casualty mail; an increased volume of casualties then increases the requirements to hold mail until notification takes place. Anticipate longer casualty reporting and notification times (due to sheer volume), which in turn affects storage capacity and distribution for large volumes of mail. • HR support to casualty operations: ▪ Prioritize and rotate casualty liaison elements based on operating tempo and proximity to troop engagement. ▪ Plan for possible increased requirements for casualty liaison and grave registration sites beyond rules of allocation due to high number of casualties and temporary interment sites. ▪ Anticipate increased numbers of casualties as corps and division forces advance. Casualty liaison elements must coordinate with Role 3 MTFs to ensure accurate tracking and PASR. ▪ Plan for casualty liaison elements to execute manual casualty tracking and reporting during degraded, disrupted, or denied operations. ▪ Reestablish appropriate HR systems access for HR squads providing support to casualty operations through the authorized HR systems access manager if needed. • Other HR considerations: ▪ Monitor rules of allocation and coordinate with the HROB and TPOC for potential additional HR units. ▪ Refine tracking metrics for all HR elements assigned. ▪ Advise HROBs on location and workload of HR elements conducting personnel accounting, casualty liaison, and postal missions. ▪ Disseminate mission changes from the HROB and TPOC to subordinate HR and postal elements. ▪ Plan for loss of HR platoons if attacked, and the possible use of RC forces or OCSOCSOperational contract support to replace HR platoons. Brigade and Battalion S-1 5-72. HR planning considerations for the brigade and battalion S-1 during large-scale combat operations may include, but are not limited to–– • PASR: ▪ Integrate arriving personnel into the theater personnel database. ▪ Manage personnel asset visibility; conduct PASR while moving to new tactical operations cells. Plan for possible multiple command nodes, latency in communications, and intermittent communication while units move. ▪ Implement procedures for manual PASR during degraded, disrupted, or denied operations. ▪ Focus efforts on accurate and timely PASR. • HR support to replacement operations: ▪ Coordinate with division G-1 for replacement timelines. ▪ Coordinate with the S-3 and S-4 for operational and logistics support during replacement operations. • Postal operations: ▪ Implement procedures for handling casualty mail. ▪ Advise commanders and staff on mail flow restrictions. • HR support to casualty operations: ▪ Plan for DCIPS/casualty reporting. Brigade and battalion capacity during large-scale combat operations will likely require adjustments to reporting/timeliness expectations due to increased volume (mass casualties) and degraded communications. It will be difficult to continue maintaining communication, as well as casualty tracking and reporting, while units move. ▪ Maintain alternate casualty reporting methods to meet reporting timelines during the event of decreased connectivity. ▪ Focus efforts on accurate and timely casualty reporting. • Other HR considerations: ▪ Understand how terrain and distance may limit and degrade communication and force utilization of retransmission stations (brigade S-1s). This is important for the Sustainment Transport System. ▪ Anticipate cyberspace threats/attacks. Cyberspace attacks on automation and communications systems will deny, degrade, and disrupt PASR and the casualty tracking and reporting flow. Plan for operations under decreased connectivity and in a mobile environment. ▪ Plan for the inability to provide timely and accurate information to the commander’s COP. Implications associated with large-scale combat operations will hinder timely and accurate submission of PERSTAT reports, which will limit responsiveness to supported units. HR S UPPORT TO C ONSOLIDATE G AINS 5-73. Army forces consolidate gains through activities to make temporary operational success more enduring and set the conditions for a sustainable security environment, allowing for a transition of control to other legitimate authorities. Consolidating gains is an integral and continuous part of competition, crisis, and armed conflict, and it is necessary for achieving success across the range of military operations. Army forces deliberately plan to consolidate gains continually during all phases of an operation. They may conduct stability tasks for a sustained period over large land areas. While Army forces must continuously consolidate gains throughout an operation, consolidating gains becomes the overall focus after large-scale combat operations have concluded (to include during redeployment). To enable Army forces to consolidate gains during operations, HR planners— ▪ Anticipate and plan for HR support requirements for the JOA. ▪ Prioritize competing demands of HR support to forces and stability tasks. ▪ Identify and plan for joint, interagency, intergovernmental, and multinational personnel, who often rely on the Army for HR support. ▪ Synchronize and integrate unity of effort with other government agencies and nongovernmental organizations in their efforts to help host nations. ▪ Plan for the transition of HR support requirements to OCSOCSOperational contract support personnel. 5-74. Key HR activities to consolidate gains aim to enhance sustainment capabilities that directly support the combatant commander’s theater campaign plan. The plan feeds into effectively maintaining tempo and enabling the transitions between the Army strategic contexts to renewed competition, one of the key tasks of sustainment to consolidating gains. Key HR activities to operations to consolidate gains include–– ▪ Maintain personnel asset visibility. ▪ Conduct transition planning. ▪ Coordinate redeployment. ▪ Continue reorganization operations. ▪ Conduct postal operations. R EDEPLOYMENT C ONSIDERATIONS 5-75. The redeployment of forces from a theater of operations requires the same level of preparation and planning as for theater opening. For the HR community, there are four major redeployment concerns: • Ensure an adequate number of HR elements remain in theater to conduct the redeployment process while reducing the HR support structure. • Maintain PASR of redeploying forces. • Assist in the reconstitution or redistribution effort, if applicable. • Manage the flow of personnel to home stations. 5-76. Throughout the redeployment process, the TPOC maintains the capability and ability to maintain PASR and limited postal support during all phases of redeployment. This is crucial, as not all forces redeploy simultaneously. As forces redeploy incrementally, there should be a corresponding drawdown of HR units. 5-77. Proper planning is critical for the successful redeployment of forces from theater. HR planners from the ASCCASCCArmy service component commander G-1, TPOC, and ESC and CSC HROB are involved in all phases of redeployment planning to–– • Ensure the theater-wide plan for redeployment includes incremental drawdown of the HR support structure. • Determine if HR units or support elements should redeploy by unit or element. • Determine the need, if any, to sustain a residual force to support post-conflict activities. • Develop redeployment procedures for individuals and units. • Plan to conduct unit reconstitution or reorganization before redeployment (if necessary or required). • Identify any additional theater departure points. As forces redeploy, additional departure points may be used. As such, planning should include the need to provide or add personnel accounting capabilities at these locations. • Consider if additional liaison personnel are needed, and if so, the proposed locations. This includes liaison with aeromedical evacuation to maintain accountability. • Determine if a need exists to add additional CACCACCommunity Activity Centers issuance capability at departure points. It may be necessary to replace many lost or expired CACs. • Maintain connectivity during the redeployment process for PASR and HR support to casualty operations. • Identify other specific requirements. For example, when redeployment, deployment, and sustainment operations occur simultaneously, the TSC, ESC, CSC, and TPOC may find it necessary to rebalance or surge HR support personnel to support ongoing operations and redeployment. 5-78. The same HR elements that conducted PASR, HR support to replacement operations and casualty operations, and postal operations during theater opening perform similar roles during redeployment. HR support requirements vary depending on the nature and scale of redeployment operations. For example, redeployment operations could range from limited personnel to entire units. Depending upon the military strategy, unit rotations may still occur while other units redeploy. Key considerations include, but are not limited to–– • Size of the force redeploying and deploying. • Infrastructure requirements and limitations. • Staging area capacities. • Transportation decisions. 5-79. The challenge for planning HR support operations is effectively coordinating and synchronizing both vertically and horizontally to ensure responsive and simultaneous support to ongoing HR support operations and redeployment operations. The HROBs in the ESC, CSC, and sustainment brigade are critical to the coordination and synchronization effort. Personnel Accounting and Strength Reporting 5-80. Throughout the redeployment process, the most critical of all HR functions is PASR. PASR includes all personnel listed in the theater database and includes Soldiers, joint and multinational personnel, DOD Civilians, and CAAF. 5-81. The following organizations have responsibilities for the redeployment of personnel: • The ASCCASCCArmy service component commander G-1 develops the theater-level plan in coordination with the TPOC and the ESC HROB. The redeployment plan includes unit and command responsibilities; processing procedures for joint personnel, DOD Civilians, and CAAF; and specific procedures for processing demobilizing RC Soldiers. • The TPOC— ▪ Establishes and maintains the theater database. ▪ Coordinates with the ESC and CSC HROB to identify points of departure. ▪ Determines how to provide HR support during the drawdown. ▪ Identifies HR units and planned redeployment schedules. ▪ If necessary, develops a plan to sustain any residual force for post-conflict activities. • ESC, CSC, and sustainment brigade HROBs develop redeployment schedules for redeploying HR units while simultaneously maintaining PASR and ensuring that HR units redeploying late in the plan have the necessary communications and logistics support. • The HR company— ▪ Provides HR unit redeployment recommendations to the HROB. ▪ Provides personnel accounting coverage at designated points of departure. ▪ Provides CACCACCommunity Activity Centers support at departure points. ▪ Considers use of HR elements previously conducting casualty liaison as augmentation to personnel accounting elements or the plans and operations section. 5-82. Generally, most unit personnel redeploy with their unit. However, some unit personnel redeploy before the unit. These personnel can be unit advance parties, individual augmentees, or other personnel who deploy separately from their units. Unit S-1s have a responsibility to maintain accountability of personnel redeploying with the unit. They also have the responsibility to manifest their personnel and to provide the personnel accounting elements at theater exit points a list of their manifested personnel. The personnel accounting elements then have the responsibility to inactivate personnel who have departed from the theater of operations from the theater database. The personnel accounting elements perform the same responsibilities for redeploying personnel as they do for theater opening and sustainment operations. HR Support to Casualty Operations 5-83. Depending on the OE, casualties may continue to occur during operations to consolidate gains. Individuals may also be killed or injured due to non-battle injuries. As such, Army forces must maintain the capability to provide HR support to casualty operations during the redeployment of personnel and units. This includes the operation of the theater CIC. Casualty operations are one of the last theater HR functions to close. 5-84. Once the decision is made to close the theater CIC, the synchronization and coordination to transfer the casualty function is made with CMAOD to ensure casualty reporting responsibilities are appropriately handed off to another designated theater CIC or casualty element. Closing Postal Operations 5-85. When closing postal operations, the redeployment of postal units in theater requires more detailed planning than PASR and HR support to casualty operations. Redeployment planning involves not only theater-wide postal units, but also supporting HROBs, the ESC, the CSC, the TPOC, and the ASCCASCCArmy service component commander G-1. It also involves coordination and synchronization with external agencies (for example, MPSA and JMPA). The redeployment of postal elements and closing of MPOs is synchronized with the redeployment schedule for units supported by the MPO or postal element. 5-86. It is critical that HR planners at all levels be involved early in the redeployment planning process. At a minimum, closing or relocating an MPO requires 90 days advance notification. If possible, notifications should be at least 120 days before closing the MPO. This notification is needed to–– • Ensure appropriate notifications are submitted to JMPA and MPSA and approved. • Provide time to coordinate and synchronize turning in excess postal supplies and equipment. • Conduct necessary audits for accountable items (for example, stamps and money orders). • Notify supported organizations and family members when mail services will be terminated. • Notify the MMT at the APOD for redirecting mail. 5-87. The ASCCASCCArmy service component commander G-1 responsibilities for managing the redeployment of postal operations and closing of MPOs are–– • Participate with TPOC and ESC and CSC HROBs in preparation of a redeployment postal support plan. • Provide ASCCASCCArmy service component commander-level guidance and establish redeployment priorities. 5-88. The TPOC POD is responsible for notifying MPSA and the servicing JMPA as far in advance of the actual closure date as possible. Notification to MPSA includes–– • Listing affected ZIP Codes. • Listing closing dates by ZIP Code. • Listing all organizations and activities using the MPO as their mailing address. • Providing disposition instructions for mail. • Designating an MPO to which active postal offense cases are forwarded, and all postal files and records are maintained due to closure of postal facilities. • Requesting disposition instructions from the appropriate JMPA for USPS equipment and supplies. • Coordinating and synchronizing with the ESC or sustainment brigade HROB on redeployment schedules and closing of MPOs and the MMT. 5-89. The ESC, CSC, TPOC POD, and the HROB, in a coordinated effort, are responsible for developing a redeployment plan and schedule for redeploying theater postal units. The plan includes redeployment schedules of postal units and ensures postal units have the connectivity needed to conduct postal operations as units redeploy. The TPOC POD and the HROB ensure issues arising during the redeployment are resolved. The HROB also ensures (in coordination with TPOC) that the MMT initiates redirect surface mail for affected units before closing the MPO. 5-90. The TPOC POD provides assistance and oversight to the HR company for ensuring the HROB is aware of proper procedures for closing MPOs. The HR company plans and operations section ensures the following requirements are considered: • Provide supporting units and customers with at least a 90-day termination of support notice. • Transfer active postal offense case files to the designated MPO. • Comply with the DOD Postal Manual for disposition instructions for money orders, stamp stock, and meters. • Perform an audit of accountable postal effects (including equipment) at the close of business on the last day of operation or as soon thereafter as practical. Two postal officials appointed for this purpose must conduct the audit. The custodian of postal effects may not be an auditor but must be present during the audit. The custodian of postal effects, a position typically held by personnel at the E-5/GS-7 level or above, oversees the management and accountability of postal supplies, equipment, and funds within an MPO • Dispose of records and comply with appropriate military department, USPS, and MPSA disposition instructions. • Coordinate new address and mail routing instructions for all units redeploying. • Coordinate and publicize MPO closures to coincide with the drawdown of personnel. • Reduce postal services 30 days before closure. • Include instructions for disposing of mail and equipment in evacuation and destruction plans of all units operating a mail facility. When sufficient warning is received MPOs will–– ▪ Deliver to addressee or dispatch mail on hand to the nearest postal facility by the safest and most expeditious means available. ▪ Suspend operations and transport postal effects and supplies to a safe and secure location. • Perform emergency destruction of mail and postal effects when there is insufficient warning. If possible, ensure a witness observes personnel conducting the emergency destruction. Submit a list of destroyed items to the ASCCASCCArmy service component commander G-1. Perform destruction in the following order: ▪ Official registered mail. ▪ Directory service information. ▪ Blank postal money order forms. ▪ Postal stamps and stamped paper. ▪ Paid money orders and checks on hand. ▪ Money order printer. ▪ Other accountable mail. ▪ All remaining mail. ▪ All-purpose date and canceling stamps. ▪ All other records, equipment, mail sacks, and furniture. This page intentionally left blank.

HR systems and databases are essential in accomplishing Army-wide PIM and require a team of HR professionals who are competent in using them. It is critical to ensure HR professionals are cross-trained on all HR systems and databases. This appendix describes specific HR systems, databases, and other automation systems and equipment used by HR professionals to perform HR missions. HR SYSTEMS AND DATABASES A-1. The following sections cover the various systems and databases used by HR professionals in performing missions and providing HR support. All HR systems and databases except for DTAS operate on unclassified systems. Units should prioritize immediate data network transport system connectivity when arriving in theater in order for HR professionals to conduct required HR functions and tasks. I NTEGRATED P ERSONNEL AND P AY S YSTEM -A RMY A-2. IPPS-A is an online HR system that provides integrated personnel, pay, and talent management capabilities in a single system. It provides end-to-end tracking of pay and personnel data and gives individual Soldiers access to their Soldier Talent Profile. The system automates the pay process while linking HR transactions such as dependent changes and promotions. IPPS-A provides integrated access by granting visibility and transaction functionality to commanders, Soldiers, and Army HR professionals and reduces the use of paper forms for data entry by allowing direct or automated input into the system. Embedded security and CACCACCommunity Activity Centers restrictions ensure the safeguarding of critical information. This system gives commanders visibility and transaction role authority over their personnel and improves readiness by synchronizing personnel movement and deployment status. A-3. IPPS-A provides enhanced analytics capabilities to support PRM, PASR, PIM, talent management, and EPS to support large-scale combat operations and war gaming concepts. IPPS-A also provides Customer Relationship Management, a framework that allows a member to submit a self-service ticket that is tracked through to completion, greatly improving transparency and accountability for HR support to members. The sustainment automation support management office provides Tier 0 and Tier 1 systems administration and network administration support to IPPS-A. The sustainment automation support management office is the only Army section that supports the warfighter with sustainment expertise (limited), systems administration, and network administration. (See ATPATPArmy Techniques Publications 4-0.6 for more information on the sustainment automation support management office.) A-4. The increased visibility across installations and geographic boundaries is based on command relationship with the Army Organizational Server. This server is the standardized, secure server platform that provides essential information technology services to units within the U.S Army. It enables communication and data access at the tactical edge and optimizes the HR division of labor to be more consistent with the fundamental characteristics of Army HR transformation. A UTOMATED M ILITARY P OSTAL S YSTEM A-5. The Automated Military Postal System is a web-enabled management system that integrates and optimizes business processes across the USPS and the DOD. System users can view information on their desktops for their MPOs and make changes or corrections to information themselves. The Automated Military Postal System provides the deployed MPO with the capability to process Postal Service Form 2942 (Military Mail AV7), finance business, postal net alerts, product tracking services, and monitor voting information. D EFENSE C ASUALTY I NFORMATION P ROCESSING S YSTEM A-6. DCIPS is the DOD functional information system of record for all casualty and mortuary affairs information processes for the Army, Marines, Navy, Air Force, and Space Force. DCIPS enforces uniform casualty reporting and case management support to survivors to ensure they receive all benefits and entitlements. For deceased personnel, DCIPS provides mortuary affairs visibility and case management of casketed remains from the port of entry mortuary to the final resting place. For injured/ill personnel, DCIPS tracks progress reports to provide designated family members with the status of their Service member. DCIPS is the primary source of information when communicating with family members and provides a real-time worldwide capability, so the entire case history is immediately available to all authorized users (DODIDODIDepartment of the Defense Instruction 1300.18). A-7. DCIPS consists of three main modules that support the creation of casualty reports by units to overarching casualty support for survivors by CMAOD: • DCIPS-Case Management. This module is the main repository of all casualty reports, Soldier demographic data, incident information, NOK and other interested persons, NOK notification tracking, benefits and entitlements tracking, funeral and interment information, funeral claim adjudication, casualty notification and assistance officer assignments, and management and tracking of missing Soldiers from past conflicts. Access to this module requires approval by CMAOD. • DCIPS-Casualty Report (DCIPS-CR). This module is used to create initial and supplemental casualty reports on a continuing basis by designated HR casualty personnel. DCIPS-CR collects basic information concerning a casualty and allows the ASCCASCCArmy service component commander to manage, verify, and then submit the report to CMAOD. DCIPS-CR allows the verification of entered casualty information against the Army’s official personnel database and DCIPS-Case Management. Vetted casualty reports become permanent casualty reports in DCIPS-Case Management. The ASCCASCCArmy service component commander commander determines who used DCIPS-CR. Access to DCIPS-CR requires approval by CMAOD. • DCIPS-Personnel Casualty Reporting (DCIPS-PCR). This module is used primarily by units in a theater of operation that do not have, or need, continuing access to DCIPS-CR. Casualty reports created and submitted using DCIPS-PCR appear in DCIPS-CR for action and further review and processing. Casualty reports submitted using DCIPS-PCR are not viewable or retrievable by a DCIPS-PCR user. Units requiring multiple users to view casualty reports must coordinate with their higher HQ casualty reporting element to gain access to DCIPS-CR. Access to DCIPS-PCR does not require approval by CMAOD. • DCIPS Casualty Report Import Spreadsheet. This provides the ability to import multiple casualties from a spreadsheet. The spreadsheet template is available on the DCIPS web site. Both DCIPS-CR and DCIPS-PCR users can use the spreadsheet to import casualty reports. A-8. G-1s and brigade-level S-1s are required to coordinate with HRCHRCU.S. Army Human Resources Command (both RA and USAR) and the TPOC before deploying to ensure they have the appropriate access. Before deploying, HR units serving as deployed theater CICs must coordinate with CMAOD to ensure they have access to all required components of DCIPS. User guides are available for DCIPS-CR, DCIPS-PCR, and the DCIPS Import Spreadsheet. The Adjutant General School, Soldier Support Institute, Fort Jackson, SC integrates training on DCIPS-CR and DCIPS-PCR. D EFENSE E NROLLMENT E LIGIBILITY R EPORTING S YSTEM A-9. DEERSDEERSDefense Enrollment Eligibility Reporting System is a system that maintains personnel and benefits information for active, retired, and RC uniformed Service members; eligible Family members of Active, retired, and RC uniformed Service members; DOD personnel; and DOD contractors requiring access. The system verifies eligibility when producing CACs and supports benefit delivery including medical, dental, educational, and life insurance. In addition, the system enables DOD e-business (including identity management), reduces fraud and abuse of government benefits, and supports medical readiness. The following are key points to remember: • HR personnel can contact the DEERSDEERSDefense Enrollment Eligibility Reporting System Help Desk or consult the frequently asked questions published on the TRICARE website. • The TG PAT and brigade-level S-1s must ensure the RAPIDS deployable workstation accompanies troop deployment and is not shipped by boat to keep operations active and systems updated for the first 30 days. D EPLOYABLE R EAL -T IME A UTOMATED P ERSONNEL I DENTIFICATION S YSTEM A-10. The deployable RAPIDS workstation is a laptop version of a fixed RAPIDS workstation designed for use in both tactical and non-tactical environments. It provides DEERSDEERSDefense Enrollment Eligibility Reporting System updates and issues CACs to Soldiers at home station or in a deployed environment. The deployable workstation also provides the user with a CACCACCommunity Activity Centers personal ID number reset capability. This system works only when connected to DEERSDEERSDefense Enrollment Eligibility Reporting System and has the same operational capability as the standard desktop version of the RAPIDS workstation. A-11. The site security manager is vital to the operation of a RAPIDS site. The Defense Manpower Data Center relies heavily upon the RAPIDS site security manager to provide the leadership needed to operate a RAPIDS workstation and to ensure only eligible individuals receive DOD personnel and medical entitlements as well as to safeguard access to DOD systems and facilities. The site security manager is responsible for the following key areas of operation: policy and procedure compliance; operator and site administration; documentation and training compliance; and cardstock and consumables support. The Defense Manpower Data Center requires two certified site security managers per site to allow continuity of operations for on-demand application overrides and additional application activities that only site security managers have role-based access to support when maintenance or communication issues arise. Additionally, site security managers may need to coordinate with the S-6 or supporting firewall and network administrator, and/or technical staff to ensure adequate local network connection and firewall port access are available to accommodate the RAPIDS deployable system. A-12. Key to successful operation of the deployable RAPIDS workstation is the continued utilization in both tactical and non-tactical environments. System operators maintain proficiency and certification as well as maintain the RAPIDS workstation with up-to-date software upgrades and system security patches. A-13. Brigade S-1s must ensure two site security managers are appointed in writing, along with a minimum of two verifying officials, and are trained on how to use the deployable RAPIDS workstation. The RAPIDS site security managers and verifying officials must complete the web-based training certification courseware prior to issuing cards on the system. For training assistance, refer to the Verifying Officials Information System website. T ACTICAL P ERSONNEL S YSTEM A-14. The Tactical Personnel System is a stand-alone system that provides an ad-hoc ability to create manifests and a database to account for unit personnel. It has limited ability to perform robust PASR. HR professionals use the system primarily to create manifests for transportation by air. The system can produce automated manifests that can be loaded in Air Force manifesting systems and DTAS. The system— • Generates reports (personnel daily summary and personnel requirements) which assist S-1s with PASR and replacement operations. • Eliminates unnecessary data entry to create manifests, deployed personnel databases, and reports based on embedded capabilities. • Produces and edits task force structures by unit identification code, social security number, and/or crew. • Interfaces with RAPIDS, Air Mobility Command/Global Transportation Network, and DOD Smart Card/CACCACCommunity Activity Centers. • Generates deployment, redeployment, and aircraft manifests. • Automatically builds a deployed personnel database. • Provides queries on deployed personnel. • Generates transfer files which are uploadable to populate DTAS. T OTAL A RMY P ERSONNEL D ATABASE -R ESERVE A-15. The Total Army Personnel Database is the corporate database of record for information pertaining to Soldiers in the Army Reserve. It is a relational database that maintains real-time data on Soldiers and Army organization and authorization data, and it interfaces with IPPS-A. A RMY D ISASTER P ERSONNEL A CCOUNTABILITY AND A SSESSMENT S YSTEM A-16. ADPAAS is a web-based, user-friendly application designed to augment the disaster accountability process by aiding in the determination of the statuses and whereabouts of all Army affiliated personnel (military, DA Civilians, non-appropriated fund employees, and CAAF) and their family members when directed by the Secretary of Defense. It is the official tool for personnel accounting in conjunction with natural or manmade disasters. The information in the system provides DOD and Army leaders a means of determining the status of Army personnel and Family members in an affected area and facilitates the decisions on allocating resources for recovery and reconstitution. ADPAAS meets the policy requirements outlined in DODIDODIDepartment of the Defense Instruction 3001.02 and CJCSM 3150.13C, which requires each Service component to provide the most expeditious accountability of designated personnel categories following a disaster. Refer to AR 600-86 for specific policies, standards, and requirements for performing the functions of disaster personnel accountability and assessments. Note. Army-affiliated personnel affected by the emergency are to report their status and their dependents to their command at the first available opportunity. This provides commanders a means to assess the impact of the disaster on Soldiers and their Families and provide assistance where needed. D EPLOYED T HEATER A CCOUNTABILITY S YSTEM A-17. DTAS establishes and maintains personnel accountability in a JOA. It is a classified system fielded to all HR commanders, personnel, and organizations. The system has three distinct levels: mobile, major command, and enterprise. It provides reliable, timely, and efficient accountability for Soldiers, DOD Civilians, CAAF, and foreign nationals. It provides this by enabling commanders at echelons the ability to track their personnel by name, unit, location, and date. The system also allows commanders to track their personnel while in-transit, populating duty status changes by synchronizing to the major command system. The major command system transfers historical records to the enterprise server daily. This capability is critical for immediate and future operations. The following are key points to remember: • Key reports include gains and losses, in-transit, PERSTAT, and unit rosters. • Prior to deployment, provide a copy of the HR authorization report to the supporting TPOC. • Reconciliation is required between DTAS and IPPS-A. E VALUATION E NTRY S YSTEM A-18. The Evaluation Entry System is a web-based tool used to complete and submit evaluations to HRCHRCU.S. Army Human Resources Command (both RA and USAR). The Army-wide standard for submitting evaluation reports to HQDA is electronic submission of completed and digitally signed evaluation reports on current versions of authorized electronic forms with authorized enclosures using the Evaluation Entry System. It is the primary method for generating, submitting, tracking, and processing all academic evaluation reports for military service schools and civilian institutions. This system consolidates Army Publishing Directorate forms lookup, doctrine references, the Form Wizard, and profile calculators. Benefits include an enhanced wizard to guide rating chains and HR professionals in preparing evaluations. A multi-pane dashboard allows users to view data input and forms simultaneously. A built-in tool to view and manage rater and senior rater profiles and quick reference to AR 623-3 and DA PamDA PamDepartment of the Army Pamphlets 623-3 eliminates accessing multiple systems and consolidates evaluation tools into one system. A CACCACCommunity Activity Centers with valid certificates is required to initiate and execute digital signatures on evaluation reports. H UMAN R ESOURCES C OMMAND I DENTITY M ANAGEMENT S YSTEM A-19. The Human Resources Command Identity Management System is a web-based application used by unit administrators to request access to HRCHRCU.S. Army Human Resources Command (both RA and USAR)-controlled databases and automated systems. Human Resources Command Identity Management System processes requests from in-house and field users for access to systems and applications owned and supported by HRCHRCU.S. Army Human Resources Command (both RA and USAR), to include those supporting recruiting community users from the Army, USARUSARUnited States Army Reserve, ARNGARNGArmy National Guard, U.S. Army Cadet Command, and U.S. Army Recruiting System across user organizations and heterogeneous user repositories, information systems, and applications. Key points to remember include— • Each brigade-level S-1 organization must establish a Human Resources Command Identity Management System account to access the Common Operational Picture Synchronizer. • Brigade S-1s may further delegate sponsor privileges to any individual assigned to their distribution management sub-level. I NTERACTIVE P ERSONNEL E LECTRONIC R ECORDS M ANAGEMENT S YSTEM A-20. iPERMS is the repository of Army military HR record legal artifacts for all components. The Army military HR record contains copies of all permanent documents placed into the Soldier’s Army military HR record IAW AR 600-8-104. For Family members, accuracy of information is critical for NOK notification. Key points to remember include— • Documentation must be placed into the Soldier’s Army military HR record IAW AR 600-8-104. For Family members, accuracy of information is critical for NOK notification. • Documents required for filing in the system and outdated documents, or documents that are no longer authorized to be filed in the Army military HR record, can be found on the iPERMS website. • Annual personnel record reviews are required for every Soldier using the Record Review Tool in the system, regardless of component. • One system for all components. OTHER AUTOMATION SYSTEMS AND EQUIPMENT A-21. The following paragraphs discuss other automation systems and equipment. These are also used by HR professionals to support HR missions. A RMY N ATIONAL G UARD G-1 P ERSONNEL G ATEWAY A-22. The ARNGARNGArmy National Guard G-1 Personnel Gateway connects the ARNGARNGArmy National Guard G-1 with Soldiers in 54 States and Territories and is a centralized source for all ARNGARNGArmy National Guard HR information. It provides streamlined access to resources regarding ARNGARNGArmy National Guard programs, processes, benefits, and policies. During joint operations, HR professionals from other components use the ARNGARNGArmy National Guard G-1 Personnel Gateway to understand ARNGARNGArmy National Guard HR systems and processes to support ARNGARNGArmy National Guard Soldiers. The ARNGARNGArmy National Guard G-1 HR tools and products can be found on the ARNGARNGArmy National Guard G-1 Personnel Gateway Portal using a CACCACCommunity Activity Centers-enabled workstation. D IRECTOR ’ S P ERSONNEL R EADINESS O VERVIEW A-23. The Director’s Personnel Readiness Overview is an ARNGARNGArmy National Guard web-based analysis tool. It provides custom reporting on strength management, attrition, retention, accession, and military readiness of each State or unit’s personnel posture. These tools allow commanders and staffs at all levels to review data in ARNGARNGArmy National Guard hierarchies and make appropriate management decisions. N ET U NIT S TATUS R EPORTING A-24. Net Unit Status Reporting is a web-based Army readiness input tool that enables HR users to import current readiness, status information, and data on their units from official sources and assists HR users in preparing and submitting readiness status reports into the Defense Readiness Reporting System-Army. The Defense Readiness Reporting System-Army is a commander’s report that provides enhanced features that directly links users to respective Army authoritative databases and provides user-friendly web-based input tools to ease report submission. S USTAINMENT T RANSPORT S YSTEM A-25. The Sustainment Transport System delivers secure, global data transfer including logistics, personnel, and medical information to rapidly deploy resources to warfighters. These deployed resilient systems provide high-capacity connectivity for critical logistics data worldwide. S YNCHRONIZED P RE -D EPLOYMENT AND O PERATIONAL T RACKER A-26. SPOT is the DOD-designated enterprise system to manage and maintain by-name accountability of CAAF and other designated contractor personnel in the operational area. SPOT is a web-based application allowing authorized users to view, input, and manage contractor employee pre-deployment, accountability, and location data. A-27. The Joint Asset Movement Management System provides SPOT-generated CAAF accountability data to the TPOC and ASCCASCCArmy service component commander G-1 per local command policy. The ASCCASCCArmy service component commander G-1 is responsible for developing mission-specific CAAF accountability and reporting policies and monitors the execution of the CAAF accountability process. The TPOC, corps and division G-1s, and S-1s execute these policies. For additional information on SPOT, see JP 4-10, AR 715-9, and ATPATPArmy Techniques Publications 4-10.

HR organization rules of allocation allow HR planners to determine the number of HR units required to provide support. These rules of allocation are also used in the Total Army Analysis System to model operational requirements of units and may change based on several factors (for example, geography). The following are the current rules of allocation for HR organizations. The following list includes Rules of Allocation procedures for HR organizations: • ASCCASCCArmy service component commander HROC – One per ASCCASCCArmy service component commander (United States Army Europe and Africa, United States Army Central Command, United States Army Pacific Command, United States Army Northern Command (RC), and United States Army Southern Command (RC) (Existence Based). • Division HROC – One per division HQ (Existence Based). • TPOC – One per TSC – (Existence Based). • TG PAT – One per inter-theater APOD – (Existence Based). • MMT – One per inter-theater APOD that receives bulk mail – (Existence Based). • HR company HQ – ▪ One per TG PAT – (Existence Based). ▪ One per MMT – (Existence Based). ▪ One per three to seven platoons (HR, postal, or any combination) – (Workload Based). • DSB HR Company – One per DSB (Active Component only). • HR platoon – ▪ Two per TG PAT (first 3,600 daily personnel flow) – (Existence Based). ▪ One per 1800 personnel transitioning through APOD offset by 2 per TG PAT – (Workload Based). ▪ One squad per General Officer level command except ASCCASCCArmy service component commander – (Existence Based). ▪ One squad per division area APOD with transients – (Existence Based). ▪ One squad per Role 3 hospital – (Existence Based). ▪ One squad per mortuary affairs company – (Existence Based). ▪ One squad per corps area APOD with transients – (Existence Based). ▪ One squad per ASCCASCCArmy service component commander HROC – (Existence Based). ▪ One squad per three additional supported functional and multifunctional brigade HQ (for example, engineer, field artillery, air defense artillery, aviation, expeditionary combat aviation brigade, and transportation brigades at echelons above division) – (Existence Based). • Postal platoon – ▪ Four per MMT – (Existence Based). ▪ One per 6,000 supported – (Workload Based). • Army Bands – ▪ Direct Support Band – One per division or one per 25K supported with unit of assignment echelons above division Senior Army HQs. ▪ General Support Band – One per 25K supported with unit of assignment echelons above division Senior Army HQs or one per Senior Army HQs echelons above division with two or more standard requirements code 02813K000 requirements. This page intentionally left blank.

The glossary lists acronyms and terms with Army or joint definitions. Where Army and joint definitions differ, (Army) precedes the definition. The proponent publication for terms is listed in parentheses after the definition.

Entries are by paragraph number.