ATTP 1-0.1 1 Publication Date (Draft) 2

S-1 Operations 3

This material is under development and subject to change. It is NOT approved US Army 4 doctrine and should be used for review and comment only, not reference or citation. 5 Release of this document to certified foreign liaison officers does not imply any commitment or 6 intent on the part of the US Army to provide any additional information. This document is 7 provided with the understanding that the recipient government will make similar information 8 available. 9 Users should treat this document as unclassified controlled information is still current and must 10 be used for reference or citation until this draft is approved and authenticated. 11

Headquarters, Department of the Army 12

ATTP 1-0.1

Distribution Restriction: Approved for public release; distribution is unlimited.

i

13 Army Tactics, Techniques, and Procedures Manual No. 1-0.1

Headquarters Department of the Army Washington, DC, (Draft)

S-1 Operations 14

Contents 15

Page 16

PREFACE ......................................................................................................... iii 17

INTRODUCTION ........................................................ Error! Bookmark not defined. 18

Chapter 1 ORGANIZATION AND STRUCTURE .............................................................. 1-1 19

General ........................................................................................................... 1-1 20

Determing Where HR Support is Performed .................................................... 1-1 21 ARFORGEN .................................................................................................... 1-2 22 S-1 Supporting and Supported Relationships ................................................... 1-4 23 Brigade / Brigade Level S-1 Structure .............................................................. 1-5 24 Battalion S-1 Structure .................................................................................... 1-7 25 Positioning the S-1 .......................................................................................... 1-8 26 Reach Operations ......................................................................................... 1-10 27 Deployment Cycle Support ............................................................................ 1-10 28 HR Support to Military Operations ................................................................. 1-11 29

Chapter 2 S-1 DUTIES AND RESPONSIBILITIES........................................................... 2-1 30 Brigade / Brigade Level S-1 ............................................................................. 2-1 31 Battalion S-1 ................................................................................................... 2-7 32

Chapter 3 HR FUNCTIONS AND TASKS ........................................................................ 3-1 33 General ........................................................................................................... 3-1 34 Manning the Force .......................................................................................... 3-1 35 Provide HR Services ....................................................................................... 3-1 36 Coordinate Personnel Support ......................................................................... 3-1 37 HR Operations and Planning ........................................................................... 3-1 38 Preparing for Deployment ................................................................................ 3-1 39

Appendix A DEPLOYMENT CYCLE SUPPORT ................................................................ A-1 40

Appendix B MOBILIZATIONS AND DEMOBILIZATION CONSIDERATIONS ................... B-1 41

Appendix C S-1 HR SYSTEMS AND OPERATING NODES .............................................. C-6 42

Appendix D S-1 ASSESSMENT CHECKLIST ................................................................... D-1 43

GLOSSARY ....................................................................................... Glossary-1 44

Contents

Contents-ii ATTP 1-0.1 Publication Date (Draft)

References ....................................................................................... References 45

Index ...................................................................................................... Index-1 46

47

Figures 48

Figure 1-1. HR Support Relationships ............................................................................... 1-5 49 Figure 1-2. Organizational Design Brigade S-1 .................................................................. 1-6 50 Figure 1-3. Organizational Design Special Troop Battalion S-1 .......................................... 1-7 51 Figure 1-4. Organizational Design Battalion S-1 ................................................................ 1-8 52 Figure 1-5. Battalion S-1 Positioning ................................................................................. 1-9 53 Figure 1-6. Battalion Main CP with Sustainment Cell (BCAWS) ....................................... 1-10 54 Figure C-1. HR Automation Systems ................................................................................ C-3 55

Tables 56

Table 3-1. Sample Template for Operational Order.......................................................... 3-11 57

58

59

60

61

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Preface 62

63

64

This Army Tactics, Techniques, and Procedures (ATTP) Manual provides doctrinal guidance and procedures 65 that will enhance the delivery of human resources support in brigade and battalion S-1 sections. This ATTP 66 will help guide actions, provide procedures, and enable decision making. 67

This manual is nested with FM 1-0, Human Resources Support, and provides overarching doctrinal guidance 68 and direction for conducting S-1 operations. ATTP Manual 1-0.1 promotes a common understanding of 69 Human Resources (HR) support fundamentals at battalion, brigade, or brigade equivalent level S-1 sections 70 throughout the Army Forces Generation (ARFORGEN) cycle. This manual along with FM 1-0 provides 71 sufficient information to allow for execution of all required HR missions and functions dictated by current 72 operational requirements and anticipated future actions. This ATTP describes the doctrinal base for developing 73 operational plans and associated standing operating procedures (SOPs). Leaders and HR operators at all levels 74 must apply these fundamentals using the military decision making process (MDMP), troop leading procedures, 75 and Mission, Enemy, Terrain and weather, Troops and support available, Time available, Civil considerations 76 (METT-TC). This publication is authoritative, but requires judgment in application. 77

ATTP 1-0.1 has three chapters and four appendices. It addresses the operational roles of the S-1 and how they 78 support subordinate organizations during all military operations. It discusses and defines the roles and functions 79 of S-1 sections and the support provided by the generating and operating forces. 80

Chapter 1 is the introduction to S-1 operations and discusses the S-1 section during the 81 ARFORGEN process, positioning during deployments, structures of S-1s, and HR support 82 provided during reach operations, deployment cycle support, and HR support to military 83 operations. 84

Chapter 2 describes the specific roles and responsibilities of each S-1 section (leadership, 85 Personnel Readiness Team and the HR Services Team. 86

Chapter 3 provides TTP level information on HR core competencies, functions and tasks that 87 S-1s should know. 88

Appendix A provides information on deployment cycle support and the HR tasks associated 89 with each phase. 90

Appendix B discusses mobilization and demobilization and provides useful information on 91 Reserve Component (RC) personnel. 92

Appendix C provides information on HR systems and other non-HR systems that impact HR 93 operations. 94

Appendix D is an S-1 assessment checklist for HR core competencies and their supporting 95 functions and tasks. 96

ATTP 1-0.1 applies to all Army components and applies across the operating and generating force, and during 97 all levels of military operations. It assumes S-1s are fully staffed with technically proficient HR support 98 professionals. This ATTP depends on dedicated and efficient HR professionals who understand that effective 99 and efficient HR support depends on the capability to understand not only their mission, but how the HR 100 mission contributes to the overall mission success of the organization. 101

Unless this publication states otherwise, masculine nouns and pronouns do not refer exclusively to men. The 102 proponent of this publication is the U. S. Army Adjutant General (AG) School. Send comments and 103 recommendations on Department of the Army (DA) Form 2028 directly to the Director, Capabilities 104

Preface

Preface-iv ATTP 1-0.1 Publication Date (Draft)

Development and Integration Directorate, Soldier Support Institute, ATTN: ATSG-AG-CD, 10000 Hampton 105 Parkway, Fort Jackson, South Carolina 29207-7025. 106

v ATTP 1-0.1 Publication Date (Draft)

Introduction 107

108

ATTP 1-0.1 was previously published as a Field Manual Interim 1-0.1 to addresses the Army‟s HR 109 Transformation concept and the transition to Personnel Services Delivery Redesign, which transferred and 110 consolidated HR function at battalion and brigade level. This transition supports the Army Transformation 111 from large, powerful fixed organizations, typically a division, to a brigade-centric design based on smaller, 112 more self-contained organizations. Likewise, the S-1 structure has been enhanced to support S-1 operations 113 throughout all phases of ARFORGEN and S-1s now have the capabilities and resources to plan, coordinate 114 or execute all HR support core competencies and their supporting tasks and functions. 115

HR transformation will continue as strategic objectives, structures, and processes change, all of which 116 impact S-1 sections. These changes include: 117

Reshaping HR processes and business practices. 118 Using technology to apply a relevant, reliable, and achievable multi-component HR system. 119 Realigning the Army HR structures to meet needs and capabilities. 120 Revising doctrine and training to integrate best practices and lessons learned. 121 Delivering and executing HR service functions as close to Soldiers as possible. 122 Continuing to build on the ability to provide support from home station. 123

While the focus of the ATTP is on S-1 sections assigned to Modified Table of Organization and Equipment 124 (MTOE) units, it also applies to Tables of Distribution and Allowances (TDA) organizations and the 125 support agencies (Installation Management Command (IMCOM)) that provide support to MTOE and TDA 126 organizations. While IMCOM HR support to MTOE units in garrison is limited, during deployment the 127 HR support needs of the unit increases as rear detachments often do not have adequate HR personnel or 128 equipment necessary to support the unit. Regardless of the type of organization or whether the unit is 129 deployed or not deployed, providing effective and efficient HR support relies on trained HR professionals 130 at all levels. 131

132

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Chapter 1 133

Organization and Structure 134

This chapter discusses the organization and structure of battalion and brigade S-135 1 sections. S-1s provide brigade and battalion organizations the capability to 136 provide the full range of human resources operations by embedding trained and 137 proficient human resources personnel. The organizational design embodies 138 modularity. S-1 sections are designed to be flexible, and capable of providing 139 sustained HR support across full spectrum operations. S-1 sections are fully 140 capable of providing more timely and effective delivery of human resources 141 support and decisions. 142

GENERAL 143

1-1. The battalion and brigade S-1 staff section or equivalent is the principal staff section responsible for 144 the delivery of HR support to the unit. HR support is a key sub-element of the personnel services portion 145 of the Sustainment Warfighting Function. The Army warfighting functions are a group of tasks and system 146 (people, organization, information and processes) united by a common purpose commanders use to 147 accomplish missions and objectives (See FM 3-0 for additional information on warfighting functions). 148

1-2. For the purpose of this ATTP, the term “brigade” refers to all types of brigade and special 149 troop battalions (STB) of General Officer Commands, or headquarters that have brigade level 150 responsibilities. For example, STBs have the same roles and responsibilities as a brigade combat team. 151 Similarly, a headquarters company may provide brigade level support to units commanded by a colonel or 152 general officer. 153

1-3. FM 1-0, Human Resources Support, describes in detail HR core competences and their supporting 154 tasks. This ATTP describes how best to organize a S-1 section for success, identifies the capabilities and 155 responsibilities of a S-1 section, and assists in ensuring the S-1 section is capable of absorbing and 156 executing it‟s mission and associated workload required. Providing timely, accurate, and integrated HR 157 support contributes to the ability of the commander to accomplish their mission and maximizes the support 158 to Soldiers and their families. 159

1-4. S-1 personnel must be technically competent and knowledgeable of HR systems and how to use the 160 HR data extracted from those systems. At a minimum each S-1 team member needs to have an 161 understanding of the following: 162

Individual and unit readiness is the driver for all HR support. 163 The role of the S-1 and how the S-1 contributes to the mission of the unit. 164 HR doctrine, HR core competencies, and the key functions and supporting tasks required to 165

execute each core competency. 166 Individual role of each S-1 team member and the overall mission of the S-1. 167 Mission of subordinate units and of their higher headquarters. 168 The ARFORGEN process and S-1 functions during each cycle (reset, train/ready/ and available). 169 Specific tasks performed during the deployment cycle support (DCS) process. 170 S-1 team members must not only be technically competent in their job, but must be cross-trained 171

in multiple HR functions. 172 173 174 175

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DETERMINING WHERE HR SUPPORT IS PERFORMED 176

1-5. Every effort should be made to ensure that Soldiers/DOD Civilians/Contractors and family 177 members always receive support from the same organization or agency, regardless of whether the Soldier is 178 deployed or at home station. In determining the organizational level of where HR support is conducted, 179 leaders should use the following guidance: 180

1-6. Tasks performed by Table of Organization and Equipment (TOE) units while in garrison and 181 deployed are performed by S-1 sections at the brigade and battalion level. Examples of these include: 182 awards and decorations, issuance of identification (ID) cards and tags, promotions and advancements, 183 personnel accountability, etc. The installation Military Personnel Division (MPD) may provide selected 184 support to non-deployed TOE units that are geographically separated from their battalion or brigade S-1. 185 This support may include ID cards or personnel records management. 186

1-7. Tasks performed while in garrison only are performed by the installation MPD. Examples include: 187 retirement processing, Permanent Change of Station (PCS) processing, mobilization and demobilization, 188 Army Career and Alumni Program, and centralized in and out processing. 189

ARMY FORCE GENERATING FORCE (ARFORGEN) 190

1-8. The overarching purpose of ARFORGEN is to provide combatant commanders and civil authorities 191 with trained and ready units tailored as modular expeditionary forces. Units include the active component, 192 Army National Guard (ARNG), and United States Army Reserve (USAR).forces are tailored to joint 193 mission requirements and have a sustainable campaign capability to conduct continuous full spectrum 194 operations. 195

1-9. As brigades are the core elements of ARFORGEN, it is critical brigade S-1 and their subordinate S-1 196 understand the ARFORGEN process and the importance of conducting specific HR support operations 197 during each phase of ARFORGEN. ARFORGEN consists of three phases: 198

Reset. 199 Train/Ready. 200 Available. 201

1-10. During the Reset phase, the S-1 focus is on reconstituting the unit and training to ensure the unit is 202 properly manned in accordance with the Army manning guidance and individuals meet military occupation 203 specialties qualifications. S-1s will also focus on developing a synchronized and accurate picture of the 204 unit‟s personnel readiness status. This allows for National level HR Providers to assist in resetting the unit 205 and preparing it to move into the ready phase. Specific S-1 section emphasis is placed on: 206

S-1s must review the Army Manning Guidance and the Personnel Policy Guidance to review 207 reporting requirements and gain an understanding on the required gates for manning levels that 208 the National Providers are charged with. 209

Replacements – requisitions are submitted to Human Resources Command (HRC) or the 210 Reserve Component (RC) National Provider. 211

Personnel are cross-leveled within the unit, teams, and weapon systems. 212 Personnel selected for schooling are scheduled and attend training. 213 S-1‟s identify Soldiers that are non-deployable (see Chapter 2 on deployability). 214 Personnel accountability is maintained on all assigned or attached personnel. 215 Individual and collective training is conducted. 216 Soldier readiness process is scheduled and conducted. 217 HR support operations‟ planning is initiated (to include exercise planning). 218 S-1 personnel are trained on HR systems and equipment. 219 SOPs are updated (SOPs should be function specific and include sustainment and deployment 220

operations. 221 Essential personnel actions are processed (i.e., evaluations, promotions, etc.) 222

223

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1-11. During the Train/Ready phase, the S-1 focus is on Soldier readiness and validation of training for the 224 unit. Specific emphasis on S-1 tasks include the following: 225

Manage expectations on manning levels through constant communications with the National 226 Providers Human Resources Command (HRC), State, Joint Force Headquarters (JFHQ), and 227 Regional Support Commands (RSCs). S-1s should know and understand in detail the manning 228 plan for their organization. S-1s must verify that the National Providers are tracking their 229 deploying units as deployers and have the proper latest arrival date (LAD) and the proper dates 230 critical events such as the mission rehearsal exercise (MRX), command post exercises (CPX), 231 and other predeployment exercises. 232

Continue to monitor and maintain the personnel readiness of Soldiers. S-1s should research 233 historical non-deployable rates for their type of unit and compare and analyze their unit‟s current 234 rates. S-1s should question non-deployable rates that are lower than the average and take 235 necessary steps to verify these rates. S-1s must ensure that their readiness levels are 236 communicated through the appropriate HR automated system(s) and that National Providers 237 have the same manning and personnel readiness common operating picture as the unit. 238

Coordinate for reassignment of non-deployable personnel. 239 Continue to maintain 100 percent accountability of all assigned personnel. 240 Provide casualty reporting training to units. 241 Continue Soldier readiness processing. 242 Identify and train S-1 personnel who will be part of the rear detachment. 243 Conduct Theater Specific Individual Readiness Training as necessary. 244 Participate in exercises and Combat Readiness Command (CRC) rotations. 245 Finalize HR plans, policies, and SOPs for S-1 operations. 246 Coordinate deployment cycle support (if applicable). 247 Prepare for deployment. 248 Establish and conduct HR operations as part of the Rear Detachment. 249

1-12. The Available phase is the period in which the unit is deployed or is available for deployment. All S-250 1 personnel should be proficient in their duties and responsibilities. During this period S-1 emphasis will 251 be on: 252

Maintaining the personnel readiness of personnel and ensuring a consistent common operating 253 picture up through the National Provider level. 254

Maintaining 100 percent personnel accountability. 255 Continuing casualty operations training to include next of kin notifications, reporting procedures 256

and timelines, and tracking of patients. 257 Plan and conduct Postal operations. 258 Ensuring unit personnel are trained on Postal Operations and have the necessary documentation 259

to perform unit postal missions. 260 Knowing the strength reporting process and procedures for your higher headquarters. 261 Ensuring access to all required HR automated and enabling systems. 262 Submitting duty status changes as they occur. S-1s must know which HR systems require 263

updating and why. 264 Developing a draft Rest and Recuperation (R&R) plan that meets theater requirements and 265

allows for maximum predictability among unit members. 266 Ensuring financial entitlements are processed. 267 Processing essential personnel services and executing their HR support concept. 268 Coordinating Morale, Welfare, and Recreation (MWR) actions with subordinate units, higher 269

headquarters or installation Family and Morale, Welfare., and Recreation Command (FMWRC). 270

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271

S-1 SUPPORTING AND SUPPORTED RELATIONSHIPS 272

1-13. Command relationships as described in FM 3-0, Operations define superior and subordinate 273 relationships for Army units. Army support relationships are not based on Command and Control (C2) 274 authority, but are more specific and often times based on area level support. For example, postal support 275 to MTOE brigades and battalions is established and provided on an area basis and not directly by a specific 276 HR company dedicated to support the brigade or battalion. 277

1-14. For HR support, brigade units provide HR support for their brigade and all battalions aligned (by C2) 278 under their brigade. Likewise, battalions provide HR support to subordinate companies. For brigade 279 equivalent units (i.e., STB, Headquarters and Headquarters Battalion (HHB) etc.) they only provide HR 280 support to assigned personnel as they have no subordinate units, unless designated by task force 281 organization. 282

1-15. As brigade and battalions have no organic HR units (less sustainment), all HR support that cannot be 283 provided internally must be provided by higher level operational units or coordinated directly with the 284 sustainment brigade providing area support. However, sustainment brigades are only capable of providing 285 HR support for the functions of personnel accountability, casualty operations, and postal operations. All 286 other HR support requirements such as essential personnel services, MWR, etc. are provided by the higher 287 level G-1/AG elements. Support requirements beyond the capability of the brigade or brigade equivalent 288 unit are coordinated directly with the G-1/AG or the HR Operations Branch within the supporting 289 sustainment brigade. 290

1-16. Figure 1-1 provides a schematic overview of the support and supported relationships of brigade, 291 brigade equivalent and battalion organizations. 292

1-17. The HR Operations Branch within the supporting sustainment brigade is responsible for the planning, 293 coordinating, integrating, and synchronizing personnel accountability, casualty, and postal operations 294 missions within their designated area of support. Support requests that cannot be supported by the 295 sustainment brigade are forwarded to the expeditionary sustainment command HR Operations Branch for 296 execution. 297

298

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HR Support Relationships

Number of HR Companies/Platoonsbased on METT-TC

LEGENDESC Expeditionary Sustainment CommandHR Human ResourcesMMT Military Mail TerminalSPO Support OperationsSTP Special Troop BattalionTG PAT Theater Gateway Personnel Accountability Team

G-1/ AG

XX

G-1/ AG

XXX

G-1/ AG

XXXX

S-1S-1

S-1

I I

S-1

X

S-1S-1

STBS-1

C2

Rel

atio

nsh

ip STBS-1

STBS-1

TSC

++

HR

I

…HR

…

I I

STB

I I

CSSB

ESC

+

X

HRSC

SPOHR Ops

SPOHR Ops

SUST

TG PATMMT

Postal

O/ O/

299 Figure 1-1, HR Support Relationships 300

301

1-18. Figure 1-3 provides an example of the structure of a brigade S-1. 302

303

Organizational Design – Brigade S-1 Section

MISSIONPlan, coordinate, and execute Brigade Human Resources (HR) support.

Example

Brigade S-1

PersonnelReadiness Team

HR Services Team

HR Plans & Operations

Personnel Readiness Management Personnel AccountabilityStrength ReportingPersonnel Information ManagementCasualty Operations

Essential Personnel ServicesPostal OperationsMorale, Welfare, and RecreationCommand ProgramsCustomer Service

304 Figure 1-2. Organizational Design – Brigade S-1 Section 305

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306

1-19. Figure 1-3 provides an example of a STB S-1. 307

308

Organizational Design – Special Troops Battalion S-1 Section

CAPABILITIESThe Special Troops Battalion S-1 section is a multifunctional organization that provides HR support to the Battalion that include: manning the force, providing human resources services, coordinating

personnel support, and conducting human resources planning and operations. Functional tasks include: personnel readiness management, personnel accountability, strength reporting, casualty operations, personnel information management, postal operations management, MWR support,

HR planning, and essential personnel services. Special Troops Battalion S-1 section size determined by MARC rules and supported population.

MISSIONPlan, coordinate and execute Special Troops Battalion HR support.

Example

STB S-1

PersonnelReadiness Team

HR Services Team

HR PLANS& OPS

PRMPASR

PIMCASUALTY

EPSPOSTALMWRCMD PROGRAMSCUST SEV

309 Figure 1-3. Organizational Design Special Troops Battalion S-1 Section 310

BATTALION S-1 STRUCTURE 311

1-20. Figure 1-4 provides an example of a battalion S-1. 312

313

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314 Figure 1-4. Organizational Design – Battalion S-1 Section 315

316

POSITIONING THE S-1 317

1-21. A part of transformation, the Army has developed a concept which will impact battalion S-1 section 318 positioning. The concept is called the Battle Command as a Weapons System (BCAWS), , is the initiative 319 to standardize all battalion and brigade Main Command Posts(CPs). BCAWS would position both the S-1 320 and the S-4 sections in the Sustainment Cell of the Main CP and provide the cell with a Very Small 321 Aperture Terminal (VSAT) for NIPRNET connectivity. Additionally, collocation with the Main CP also 322 co-locates the Sustainment Cell with the JNN BCPN, assuring SIPRNET connectivity for the daily 323 Deployed Theater Accountability Software (DTAS) updates and maintaining the COP. Figure 1-4 provides 324 two examples of the standardized Battalion Main CPs with a Sustainment Cell. The Brigade Support 325 Battalion (BSB) has a third shelter in the Main CP for the SPO section. 326

327

Organizational Design – Battalion S-1 Section

MISSIONPlan, coordinate, and execute Battalion Human Resources (HR) support.

BN S-1

PersonnelReadiness Team Legal HR

Services Team

HR Plans &Operations

Example

Personnel Readiness ManagementPersonnel AccountabilityStrength ReportingPersonnel Information ManagementCasualty Operations

Essential Personnel ServicesPostal OperationsMorale, Welfare, and RecreationCommand ProgramsCustomer Service

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328 Figure 1-5. Battalion S-1 Positioning 329

330

331 332

Figure 1-6. Battalion Main CP with Sustainment Cell (BCAWS) 333

334

BN S-1 POSITIONING

BN TOCJNN – BCPNFBCB2(42A1O)

2.4 M KuTERMINAL

BN CTCPFBCB2VOICE

BN FSC HQsVSATBN S-1 CAISIVOICEFBCB2 TFSA

BSB TOCFBCB2/BCS3VOICEJNN/VSAT

FMI 3-90.5 HBCT CAB

BN S-1 ANDSMALL ELEMENTCO-LOCATE W/S-4(NO DATA CAPABILITY)

BSA

S-1 SECTION (-) LOCATESW/FSC CP IN THE TFSA(FSC VSAT)REQUIRES FBCB2 SUPPORT

DAILY DTAS(SIPRNET) INPUTSREQUIRE A 42A1OLOCATED @ BN TOC(ONLY SIPRNET DATA)REPORTS FLOW VIAFBCB2

BN S-1 AND SMALLELEMENT CO-LOCATE W/S-4 (NO DATA CAPABILITY) JNN

2.4 M KuTERMINAL

TRC-85/93

HCLOS

SMART-T

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REACH OPERATIONS 335

1-22. During deployment operations, the S-1 must maintain contact with HR personnel located in Rear 336 Detachment. The HR rear element picks up the daily HR workload of the deployed unit and provides or 337 coordinates HR support for the unit and non-deployed personal to include personnel accountability and 338 management of non-deployed personnel. Deployed S-1 sections need to maintain regular (daily) contact 339 with HR personnel in the rear detachment. The HR rear detachment performs S-1 administrative 340 operations, including maintaining personnel accountability and management of non-deployed personnel. 341

1-23. The Rear Detachment serves as a vital communications link between the deployed unit and Family 342 members. The deployed commander‟s goal is to accomplish the mission while keeping Soldiers safe so 343 they can return home to their Families and communities. The Rear Detachment‟s goal works in tandem 344 with that of the deployed commander to help Families solve their problems at the lowest level. This will 345 avoid the problems and resulting anxieties from overflowing to the deployed Soldier or requiring the 346 attention of the deployed commander. Throughout a deployment, the bond between the Rear Detachment 347 and the Family Readiness Group (FRG) will determine the effectiveness of the Rear Detachment 348 operations. See FM 1-0 for additional information on HR rear detachments. 349

DEPLOYMENT CYCLE SUPPORT 350

1-24. Deployment Cycle Support (DCS) is a comprehensive process that ensures Soldiers of all 351 components, DA civilians and their families are better prepared and sustained throughout deployments. It 352 provides a means to identify Soldiers, DA civilians, and families who may need assistance with the 353 challenges inherent to extended deployment. The overall goal of the process is to facilitate Soldier, DA 354 civilian and family well-being throughout the deployment cycle. See Appendix A for detailed additional 355 information on deployment cycle support. 356

HR SUPPORT TO MILITARY OPERATIONS 357

PRE-DEPLOYMENT 358

1-25. The S-1‟s focus in Phase 0 is Soldier and unit readiness. The S-1 section along with other support 359 activities ensure the personnel effectiveness/combat power of the unit: personnel accountability, strength 360 reporting, individual readiness, and processing tasks, such as legal, financial, medical and dental, family 361 support, and Soldier well-being matters affecting the preparedness for immediate deployability are 362 accomplished. S-1s ensure the HR rear element is prepared to process replacements as well as support any 363 stay behind individuals and units. The Personnel Readiness (PR) Team (TM) within the S-1 section 364 concentrates on ensuring teams, squads, and crews are fully staffed and any shortfalls are obtained via 365 cross-leveling or through individual or crew replacements. Phase 0 is also the phase for planning for HR 366 support during military operations. The S-1 considers the number of units and organizations involved, task 367 organization of the force, the level of support needed, and whether the area of operations (AO) will be 368 austere or immature with limited resources (i.e., reduction of HR personnel during combat operations, 369 technological enablers not established, transportation assets unavailable, etc.). Regardless of the type of 370 military operation, HR support in the early stages of operations must be capable of performing the critical 371 wartime tasks of PRM, PA, SR, casualty operations, and PIM. As military operations progress or as the 372 situation permits, other HR support operations can be implemented or conducted (i.e., postal operations, 373 MWR operations, and essential personnel services). A key note to remember is that military operations 374 will change and the S-1 must be prepared to provide HR support regardless of the type of military 375 operation. Failure to properly plan for HR support can have a serious impact not only on the commander‟s 376 ability to make military decisions based on personnel, but can also impact the readiness and morale of the 377 forces deployed. 378

1-26. During the pre-deployment planning S-1 need to ensure they are prepared to conduct S-1 operations 379 immediately upon arrival in theater. A critical consideration is that the right people are in the right location 380 and have the necessary equipment to perform key functions. These include the ability to communicate with 381 HRC, the rear detachment, and access HR nodes. S-1 will also need to ensure they have the capability to 382 operate their Defense Enrollment Eligibly System (DEERS)/ Real-Time Automated Personnel 383 Identification System (RAPID) system. As such, S-1s need to ensure their communications equipment and 384

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DEERS/RAPID equipment is shipped TAT (to accompany troops) and not shipped by boat. Without this 385 equipment, S-1s will not be able to provide the necessary ID card services or be capable of communicating 386 with all necessary agencies or commands. 387

DEPLOYMENT/RSO&I 388

1-27. During the deployment and reception, staging, onward movement, and integration (RSO&I) phase, 389 commanders must thoroughly plan for sustainment operations and theater movement. Although S-1s 390 continue to focus on manning the force and casualty operations they now begin to execute postal operations 391 and essential personnel services. Prior to early entry operations or deployment execution, HR support 392 should be on deployment from home station to the Aerial or Sea Port of Debarkation (APOD or SPOD) and 393 arrival into the theater of operations. Critical HR tasks include maintaining personnel accountability, 394 creating passenger manifests, and managing the personnel readiness data and personnel information on all 395 deploying personnel. Key to the success of personnel information reliability and accuracy is ensuring that a 396 sufficient number of HR personnel are included as part of the early entry element or theater opening 397 package. Upon arrival in the theater of operations, the S-1 ensures arriving personnel are integrated into 398 the deployed personnel database. S-1s must know and understand the theater HR support concept and the 399 locations and mission of HR enablers that can assist in personnel accountability. 400

FULL SPECTRUM OPERATIONS 401

1-28. At this phase of the operation, a decision has been made to deploy Soldiers to complete unit 402 missions. The S-1 section maintains accountability and performs casualty and PRM operations. The 403 section receives and tracks all attached/assigned Soldiers and Department of Defense (DOD) civilians 404 operating in the unit‟s AO. Maintaining visibility through operations and tactical enablers assists the S-1 in 405 gathering data necessary to perform their missions. Tactical communications can provide information on 406 unit moves, casualties, task organization changes, and other information that affect HR operations. 407 Maintaining this visibility can provide redundant and new information the S-1 can input into their systems 408 of record. 409

1-29. During offensive or defensive operations, the S-1 section maintains accountability, performs casualty 410 operations, and PRM. In tactical organizations, HR technicians accomplish these tasks by monitoring, 411 collecting, and verifying HR related information and reporting the information in the HR system of record, 412 currently Electronic Military Personnel Office (eMILPO) (to be the IPPS-A in FY 2012) with the Army 413 Human Resources Workstation (AHRW). At any time, HR personnel are capable of providing the 414 commander accurate and real-time HR support information impacting the combat capability of the unit – 415 crew status, critical personnel shortages, and unit strengths. HR support during Phase II may also include 416 EPS, postal operations, and MWR. These key functions are normally accomplished during operational 417 pauses, replenishment operations, or as the commander directs, and can take place in the AO or in some 418 cases become part of the operations, based on METT-TC. 419

REDEPLOYMENT 420

1-30. In this phase, forces and material return to home or mobilization station. S-1s continue to perform 421 Phase I – Phase II HR core competency tasks, with priority on unit reconstitution and redeployment back to 422 home station. When planning for re-deployment, planning factors should consider the need to maintain 423 sufficient HR capability to accomplish re-deployment tasks. At the tactical brigade level, the emphasis is 424 on: identifying personnel who will deploy individually, preparing unit personnel for re-deployment; DCS 425 redeployment tasks and EPS actions, such as preparing and submitting evaluation reports and award 426 recommendations. Priority continues to be on maintaining 100 percent accountability of personnel and 427 casualty operations. 428

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Chapter 2 430

S-1 Duties and Responsibilities 431

The ability of S-1s to establish and sustain the manpower of an organization is a critical 432 element in maintaining the personnel combat power of a unit. 433

BRIGADE 434

Leadership Element 435

2-1. Brigade level S-1 operates in accordance with METT-TC analysis. The mission of the S-1 section is 436 to plan, coordinate and execute human resources support for their unit. 437

2-2. The leadership element at brigade level usually consists of a HR Major (42H), a CW2 HR 438 Technician (420A), and a Master Sergeant (42A), noncommissioned officer in charge (NCOIC). This 439 section supervises two sections, a Personnel Readiness Team and a HR Services Team. The leadership 440 element has overall responsibility to ensure the brigade S-1 section successfully plans, coordinates, and 441 executes all HR core competencies, functions and tasks. This section also provides technical guidance and 442 support to subordinate battalions aligned under the brigade. 443

2-3. The S-1 officer has the following duties and responsibilities: 444 Serve as principle advisor to the commander on HR support. 445 Advise commander of personnel portion of the Unit Status Report (USR). 446 Provide technical guidance/oversight to subordinate battalions. 447 Serve as the senior HR manager for the unit. 448 Plan, coordinate, and execute HR support for current and future operations. 449 Ensure all HR core competencies, functions, and tasks are completed in accordance with 450

established timelines, policies, and procedures. 451 Maintain the S-1 running estimate based on situational awareness and common operational 452

picture of ongoing operations and the impact or potential impact on S-1 operations. 453 Advise the commander on the health, welfare and morale of all Soldiers assigned to the unit. 454 Prepare and provide HR support information to operational orders and plans. 455 Ensure S-1 operations are fully integrated into unit operations. 456 Maintain the S-1 running estimate. 457 Plan and coordinate external HR support requirements (HR Operations Branch, division G-1, 458

etc.). 459 Prepare Next Of Kin (NOK) letter of sympathy or letters of condolence. 460 Ensure religious and medical support planning is integrated into operational planning. 461 Prepare and maintain continuity of operations. 462 Ensure deployment cycle support is properly coordinated, integrated, and executed. 463 Ensure HR rear detachment operations are supported and fully capable of executing HR 464

operations. 465 Plan monitor, and execute deployment and redeployment HR operations. 466 Plan and execute HR professional development. 467 Serve as the HR doctrinal expert. 468 Execute officer slating in coordination with the Assistant S-1/HR Technician. 469

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Execute commander„s sensitive actions. 470 Perform Adjutant functions. 471

2-4. The HR Technician has the following duties and responsibilities: 472 Serve as the HR Technician for the unit. 473 Advise the S-1 on planning and executing HR support. 474 Ensure HR support is properly coordinated and executed in accordance with the policies, 475

procedures, and timelines proscribed by the Personnel Planning Guidance (PPG), Headquarters, 476 Department of the Army (HQDA), HRC, and higher headquarters. 477

Ensure regulatory guidance is applied and enforced (for active duty, USAR, and ARNG 478 personnel) for HR actions. 479

Supervise the timely execution of personnel data reconciliation 480 Review HR personnel actions and EPS prepared by the unit and if required, subordinate S-1s. 481 Supervise personnel records management for the unit. 482 Monitor line of duty investigations. 483 Provide HR systems oversight and ensure HR database submissions are updated in a timely 484

manner and are accurate. 485 Establish and maintain coordination with external HR and financial management agencies. 486 Coordinate personnel requirements and assignment of unit personnel with HRC. 487 Coordinate with subordinate S-1 sections to establish replacement priorities and unit of 488

assignment guidance. 489 Provide HR training as required to S-1 personnel and subordinate S-1 personnel. 490 Coordinate with the HR read detachment to ensure HR tasks are conducted properly and timely 491

conducted In Accordance With (IAW) established timelines. 492 Monitor casualty operations to ensure casualties are reported in Defense Civilian Intelligence 493

Personnel System (DCIPS) in the specified timelines and follow-on casualty support actions are 494 completed (see FM 1-0 for additional information). 495

Provide HR input to operational plans and orders. 496 Ensure financial entitlements and pay inquiries are coordinated or executed. 497 Ensure SOPs are established for each HR core competency, key functions, and tasks. 498

2-5. The S-1 NCOIC has the following duties and responsibilities: 499 Serve as the S-1 Human Resources NCOIC. 500 Assist the S-1 Officer/HR Technician in the planning and execution of HR support for the unit. 501 Provide NCO supervision of S-1 enlisted personnel. 502 Monitor the training and daily execution of HR core competences, functions, key tasks, systems, 503

and equipment. 504 Conduct professional development and cross-leveling training for S-1 personnel. 505 Coordinate with the Command Sergeant Major/HR Technician on enlisted strength management 506

issues or enlisted HR support actions as needed. 507 Ensure S-1 SOPs are developed for key functions operations (deployed and non-deployed). 508 Assist the S-1 Officer in the planning and coordination of HR support for current and future 509

operations. 510 Coordinate deployment cycle support. 511 Supervise postal operations for the unit and subordinate S-1s. 512 Review appropriate EPS. 513 Monitor the unit common operating picture to anticipate HR support requirements. 514 Ensure S-1 equipment is operational and coordinate external equipment support if needed. 515 Participate in the development of HR information to operational plans and orders. 516

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Maintain daily contact with the rear detachment and provide HR guidance as necessary. 517

Personnel Readiness (PR) Team 518

2-6. The Personnel Readiness (PR) Team consists of a HR Officer (42B) and three enlisted personnel. 519 The PR Team focuses on the core competency of manning the force and includes the tasks of personnel 520 readiness management (PRM), personnel accountability (PA), strength reporting (SR, and personnel 521 information management (PIM). The HR 42B officer serves as the strength manager for the unit and in the 522 absence of the S-1, serves as the Assistant S-1. While the brigade strength manager is responsible for 523 supervising all strength management/strength distribution actions and is the leader of the PR TM, he/she 524 will generally focus on officer management and the brigade S-1 NCOIC will provide direction for enlisted 525 strength management and interfaces with the brigade Command Sergeant Major (CSM) as the CSM 526 normally plays an active role in managing enlisted personnel. However, the S-1 has ultimate responsibility 527 for the enlisted strength management process. This team manages the DMSL for both officer and enlisted 528 personnel. The PR team coordinates replacement operations in terms of distribution and will execute the 529 personnel portion of the USR process. The PR team utilizes eMILPO, RLAS for US Army Reserve 530 personnel, Standard Installation and Division Personnel Reporting System (SIDPERS) for National Guard 531 Soldiers, EDAS, Total Officer Personnel Management Information System (TOPMIS), and Common 532 Operating Picture Synchronizer (COPS) to execute brigade strength management. PRM standards are 533 established by HQDA, which uses authorized strength levels, target fill levels, Personnel Manning 534 Authorized Document (PMAD), directed authorizations, and the operational (deployment) timelines 535 established by the Army G-3. 536

2-7. The duties and responsibilities of the Strength Manager (HR officer) (42B) include the following: 537 Serve as the brigade strength manager and Assistant S-1. 538 Conduct strength management and personnel readiness for the unit (to include subordinate S-1s). 539 Monitor the execution of HR support for current and future unit operations. 540 Maintain situational awareness (common operating picture) of ongoing operations and the 541

impact or potential for impact on S-1 operations. 542 Supervise the Personnel Readiness Team. 543 Ensure personnel accounting, strength reporting, and duty status changes are executed or 544

submitted when changes occur. 545 Supervise Soldier Readiness Processing SRP planning, coordination, and execution for the unit. 546 Prepare the personnel portion of the USR. 547 Ensure PRM is properly conducted for the unit and subordinate S-1s. 548 Prepare and provides HR support information to operational orders and plans. 549 Assist the S-1 and HR Technician in integrating HR support into unit operations. 550 Ensure the S-1 has accurate and timely information for the S-1 running estimate. 551 Assist the S-1 in ensuring HR core competencies and their tasks are properly supported and 552

executed. 553 Coordinate external HR support requirements (brigade S-1, HR Operations Branch (HROB), 554

division G-1, etc.). 555 Coordinate the execution of deployment cycle support with the appropriate activity/installation. 556 Perform other duties as delegated by the S-1. 557 Plan and coordinate Personnel Accountability Inventories (PAIs). 558

2-8. The PR Team NCOIC (42A) has the following duties and responsibilities: 559 Supervise PR Team. 560 Monitor personnel accountability of all assigned or attached personnel and civilian (DOD and 561

contractors). 562 Maintain task force reports. 563 Collect and maintain PERSTAT information and reports. 564

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Submit PERSTAT for approval. 565 Develop PA. SR, and PRM SOPs. 566 Analyze reports for reconciliation. 567 Perform strength reporting. 568 Assign Soldiers to unit. 569 Re-assign Soldiers IAW assignment guidance. 570 Create manifests. 571 Conduct PRM. 572 Perform PIM and monitor database access and roles 573 Supervise in and out processing. 574 Coordinate, execute and manage SRP. 575 Conduct replacement operations. 576 Monitor subordinate unit personnel readiness status 577 Determine Soldier deployability status. 578 Maintain personnel qualification records. 579 Maintain record of emergency data (DD Form 93) on all Soldiers. 580 Ensure information and forms are submitted to the MHRR. 581

2-9. The HR Automation NCO (42F) has the following duties and responsibilities: 582 Develop PIM policies, procedures, and SOPs. 583 Establish, operate, and maintain HR C2 nodes. 584 Establish node procedures and support. 585 Establish HR C2 nodes in prescribed timeframes. 586 Ensure HR C2 nodes capabilities are maintained. 587 Synchronize HR network. 588 Coordinate/establish communications support. 589 Maintain Data quality. 590 Collect PIM information. 591 Manage access levels for PIM systems for unit and subordinate S-1s. 592 Analyze PIM data and reports. 593

2-10. The HR Specialist (42A) has the following duties and responsibilities: 594 Maintain by-name PA. 595 Process duty status changes as they occur. 596 Collect and maintain PERSTAT information and reports. 597 Analyze reports for reconciliation. 598 Perform SR. 599 Assign Soldiers to unit. 600 Re-assign Soldiers IAW assignment guidance. 601 Create manifests. 602 Conduct in and out processing 603 Conduct SRP processing. 604 Determine Soldier deployability status. 605 Maintain personnel qualification records. 606 Assist in other areas as required. 607

608

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HR Services Team 609

2-11. The HR Services team consists of a six member team consisting of a NCOIC (42A), two HR NCOs 610 (42A), an automation specialist (42F), and two HR specialist (42A). The HR Services Team performs the 611 core competencies, functions, and tasks of Provide HR Services and Coordinate Personnel Support. 612 Provide HR services consist of the functions of EPS, postal operations, and casualty operations. 613 Coordinate personnel support consists of morale, welfare, and recreation (MWR) and command interest 614 programs. All customer support is also provided by this section. Priority of support is on casualty 615 operations and essential personnel services. Tasks performed by this section include awards and 616 decorations, promotions, evaluations, leave and pass, rest and recuperation (R&R), ID cards and tags, pay 617 inquiries, pay entitlements, congressional inquiries, and other EPS as outlined in FM 1-0. 618

2-12. The HR Services Team NCOIC (42A) duties and responsibilities include: 619 Supervise the HR Services Team. 620 Manage the planning, coordination, and execution essential personnel services, MWR, postal, 621

command interest programs, and unit customer service. 622 Develop SOPs for EPS (promotions, evaluations, rating schemes, leave and pass, R&R, ID 623

cards, awards, discharges, military entitlements and pay inquiries, citizenship/naturalization, 624 casualty operations, bars to reenlistments, Soldier actions, postal operations and congressional 625 inquiries. 626

Ensure postal operations are properly executed and supported. 627 Coordinate actions with units, Soldiers, and subordinate S-1 as appropriate. 628 Ensure command interest programs are disseminated and coordinated as necessary. 629 Manage the coordination and execution of MWR activities. 630 Coordinate Red Cross actions. 631 Execute and manage unit promotions for the units and subordinate S-1s. 632 Input or review automated Soldiers initiated personnel actions. 633 Coordinate enlisted actions with the S-1 NCOIC and CSM as necessary. 634 Ensure customer service meets the needs of commanders. 635 Manage pay inquiries and entitlements. 636 Perform casualty operations for the unit. 637 Develop casualty SOP. 638 Verify and process casualty information/reports. 639 Track casualties evacuated from unit (patient tracking). 640 Appoint Line of Duty investigating officer. 641 Maintain coordination with casualty liaison team. 642 Coordinate with the unit medical officer and chaplain. 643 Ensure DA From 1156 is properly prepared and signed by appropriate authority. 644 Provide training to personnel on DA Form 1156. 645 Coordinate necessary EPS with the HR Services Team (citizenship, naturalization, posthumous 646

promotions, awards, etc.) 647

2-13. The HR NCO (42A) has the following duties and responsibilities: 648 Perform casualty operations for the unit. 649 Develop casualty SOP. 650 Verify casualty information. 651 Process casualty reports 652 Track casualties evacuated from unit (patient tracking). 653 Coordinate disposition of personal affects 654 Maintain coordination with casualty liaison team. 655

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Coordinate with the unit medical officer and chaplain. 656 Ensure DA From 1156 is properly prepared and signed by appropriate authority. 657 Provide training to personnel on DA Form 1156. 658 Coordinate necessary EPS with the HR Services Team (citizenship, naturalization, posthumous 659

promotions, awards, etc.) 660

2-14. The HR NCO (42A) has the following duties and responsibilities: 661 Process award and decorations requests. 662 Maintain suspense control of evaluations, awards, and other EPS actions. 663 Maintain unit rating scheme. 664 Review evaluations for accuracy. 665 Transmit evaluations to HRC. 666 Manage R& R program and allocations. 667 Initiate and process award orders. 668 Process certificate/letters of recognition. 669 Maintain leave control register. 670 Input duty status changes. 671 Input HR data changes to HR automated systems. 672 Support SRP processing as necessary. 673

2-15. The HR Automation Specialist (42F) performs the following duties and responsibilities: 674 Ensure Personnel Readiness Team has access to appropriate HR systems. 675 Establish, operate, and maintain HR C2 nodes. 676 Establish node procedures and support. 677 Establish HR C2 nodes in prescribed timeframes. 678 Coordinate/establish communications support. 679 Maintain Data quality. 680 Collect PIM information. 681 Analyze PIM data and reports. 682 Set-up and maintain HR communications systems. 683

2-16. The two HR Specialist (42A) performs the following duties and responsibilities: 684 Operate the ID Card/Tag machine. 685 Maintain stock of ID cards and tags 686 Issue ID cards and ID tags. 687 Update DEERS/Rapid Information 688 Provide customer service. 689 Input HR data changes to HR automated systems. 690 Assist in the processing of evaluation, promotion, and awards as necessary. 691 Support SRP processing as necessary. 692 Ensure a postal officer has been appointed on orders. 693 Establish and conduct postal operations. 694 Coordinate postal operations with supported units and subordinate S-1s. 695 Ensure higher headquarters have correct grid coordinates for units. 696 Coordinate with the S-6 for the handling of official mail. 697 Receive, sort, and distribute mail IAW postal regulations. 698 Coordinate with higher headquarters/HR Branch for postal assistance visits. 699 Investigate and reconcile any problems hindering the delivery of mail. 700

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Coordinate the delivery or pickup of mail with subordinate S-1 and units. 701 Collect and route retro-grade mail received to the supporting postal platoon. 702 Coordinate transportation requirements. 703 Establish a Unit Mail Room (UMR) Consolidated Mail Room( CMR) inspection program. 704 Conduct mail room inspections. 705 Ensure mail clerks are appointed, trained and certified. 706 Collect and forward mail for wounded, deceased or missing personnel. 707 Process suspicious mail IAW established procedures. 708 Perform other duties as required. 709

REAR DETACHMENT 710

2-17. During deployments, it is important that at least two personnel be designated a members of the rear 711 detachment. Once designated, the individuals will transition to the rear detachment operations once the 712 rear detachment is activated. HR rear detachment operations are outlined in Appendix A, FM 1-0. Brigade 713 S-1s need to ensure the individuals designated be technically proficient and capable of performing all rear 714 detachment functions and tasks. 715

BATTALION S-1 716

LEADERSHIP ELEMENT 717

2-18. Battalion S-1s operate in accordance with METT-TC analysis. The battalion S-1 leadership element 718 consists of a HR Officer (42B) and a S-1 NCOIC (42A). Like the brigade S-1, the leadership element 719 supervises a PR Team and a HR Service Team. The leadership element receives technical guidance and 720 operational oversight from the brigade S-1. 721

BATTALION PERSONNEL READINESS (PR) TEAM 722

2-19. The PR Team consists of four personnel, an NCOIC (42A) NCOIC, an (42A) HR NCO, an NCO 723 (42F) Automation NCO, and an HR specialist (42A). Like the brigade PR Team, the focus of the section 724 is on the core competency of manning the force. Manning the force includes the functions and tasks of 725 PRM, PA, SR, and PIM. The PR Team performs limited strength management as the brigade strength 726 manager performs all strength management actions. However, the PR Team does maintain strength 727 management awareness and provides the brigade strength manager information on internal reassignments 728 and replacement priorities for the battalion. For battalion PR Team duties and responsibilities see the 729 duties and responsibilities of the brigade PR Team. 730

BATTALION HR SERVICES TEAM 731

2-20. The battalion HR Services Team consists of four personnel, an E5 (42A) NCOIC, two E4 (42A) and 732 one E3 (42A). The HR Services Team performs the same functions and tasks as the brigade HR Services 733 Team, less ID cards and tags. 734

BATTALION REAR DETACHMENT 735

2-21. One individual will be identified as the battalion rear detachment S-1. Once designated, the 736 individuals will transition to the rear detachment operations once the rear detachment is activated. HR rear 737 detachment operations are outlined in Appendix A, FM 1-0. Brigade S-1s need to ensure the individuals 738 designated be technically proficient and capable of performing all rear detachment functions and tasks. 739

740

741

742

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743 744

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Chapter 3 745

HR Functions and Tasks 746

HR Support is fundamental to the readiness of the force. An S-1s performance is 747 linked to the success of and improving and maintaining the readiness of their 748 organization. 749

GENERAL 750

3-1. In general, if something looks, feels, seems, or acts like its HR business, chances are the S-1 has a 751 role to play. If there is doubt on whether or not a function or task belongs in the S-1‟s lane, track the 752 function back to the Army level. If the Army G-1 has staff proponency, then so should the S-1. However, 753 have staff proponency does not mean responsibility to execute a function or task. For example, the Army 754 G-1 has staff proponency for the Army Substance Abuse Program and the corresponding regulations that 755 govern its implementation. These regulations place requirements on commanders for implementation and 756 execution. Likewise, the Brigade or Battalion S-1 should manage the program for their respective 757 commander by monitoring compliance with established policy – the S-1 manages the program, while 758 subordinate staff and commanders execute the requirements of the program 759

3-2. Personnel Services Delivery Redesign (PSDR) created an autonomous Brigade level S-1 section, 760 capable of providing the majority of HR support internally. The continued development of future 761 automated systems will increase this autonomy as military pay responsibilities and the capability to provide 762 support across all components is established. The Brigade S-1s is now responsible for all HR support 763 within their organization. However, shear workload levels and the nature of distributed operations dictate 764 that we should continually strive to move functionality to even lower levels. In today‟s operating 765 environment, battalions routinely operate independently from their brigade headquarters and in the case of 766 functional brigades, often find themselves on different deployment timelines. Brigade S-1s that attempt to 767 maintain centralized control over HR support will quickly find themselves overwhelmed and incapable of 768 providing quality support. 769

3-3. The HR core competencies of Man the Force, Provide HR Services, Coordinate Personnel Support, 770 and HR operations and Planning provide a framework for HR functions and tasks within the brigade and 771 battalion S-1 sections. 772

MANNING THE FORCE 773

3-4. Manning the Force includes the key functions of personnel readiness management, personnel 774 accountability, strength reporting, retention, and personnel information management. The PR TM in the 775 BDE S-1 section has primary responsibility for accomplishing manning the force functions and tasks. 776

3-5. This team analyzes on-hand personnel strengths against documented authorizations to 777 determine shortages and compares them to projected losses and gains. The shortages are reported to 778 HRC by updating the personnel system of record (eMILPO ) and ensuring the Human Resources 779 Authorization Report (HRAR) is updated. HRC fills valid requirements direct to the brigade based 780 on the prioritization of fill provided by the Army G-1 and G-3 , as described in Army Manning 781 Guidance and the Personnel Management Authorization Document (PMAD). This provides 782 direction to HRC from Army G-1 . In the currently operational environment, units are filled in 783 relation to the Army Force Generation (ARFO RGEN) and the deployment timeline. No longer is 784 there a universal level of personnel readiness; units can cycle from a 50% fill to a 105% fill based 785 on where the unit is in the ARFO RGEN Cycle. 786

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ACTIVE COMPONENT (AC) MANNING 787

3-6. In the AC, manning is accomplished through the Army Human Resources Command (AHRC) 788 to the Brigade level for MTO E organizations. Brigades make further distribution based on 789 requirements within their command, regardless of geographic location of the subordinate 790 organizations. 791

3-7. AHRC assignments to the active component are based on a number of conditions t o include 792 ARFO RGEN, priority of organization (established by Army Manning Guidance), and the available 793 population they have to distribute 794

UNITED STATES ARMY RESERVES (USAR) MANNING 795

3-8. To be developed/provided by the USAR 796

PERSONNEL READINESS MANAGEMENT 797

3-9. S-1 must establish and maintain a direct link with HRC to ensure losses are replaced. This is even 798 more critical for key leader losses and assistance in the event of mass casualties that grossly exceeds the 799 modeled loss rate applied by HRC. HRC will coordinate RC replacement requests with the respective 800 component force provider. 801

3-10. Prior to deployment S-1s should establish a derivative unit identification code for replacement 802 personnel. This provides a method of maintaining accountability and visibility on replacements until a 803 specific unit of assignment is made. Keep in mind if a derivative Unit Identification Code (UIC) is 804 maintain, reassignment orders will need to be made by the S-1 when assigning personnel to the specific 805 unit. RC units must coordinate the establishment and use of Derivative UICs with their respective G3 or J3 806 mobilization officers. 807

3-11. Chapter 3, FM 1-0 provides additional information on personnel readiness management and pre-808 deployment readiness. 809

810

PROVIDE HR SERVICES 811

ESSENTIAL PERSONNEL SERVICES 812

Awards and Decorations 813

3-12. When processing U. S. decorations, use DA Form 638 (Recommendation for Award). Remember 814 that anyone having the knowledge of an act, achievement, or deed may recommend a Soldier for an award. 815 Unit S-1‟s establish a system that permeates down to Soldier level to expeditiously collect supporting 816 documentation, particularly for combat awards involving heroism (e.g., witness statement) or the Purple 817 Heart (e.g., Military Treatment Facility (MTF) validation). 818

3-13. S-1s must manage the unit recognition program to include ensuring that appropriate stock of awards 819 and certificates are maintained on hand. S-1s should maintain a unit basic load for awards and replenish as 820 required. Some combat awards require a longer lead time to order and receive, especially if the unit is in a 821 deployed location. 822

3-14. S-1 sections ensure that individual awards are properly documented and become a part of the 823 Soldier‟s Military Human Resource Record (MHRR). S-1s are expected to process award orders which 824 validate the Soldier‟s eligibility and approval of the award. In a deployed theater, Soldiers may become 825 eligible for a number of awards and badges ranging from shoulder sleeve insignia to campaign medals. 826 Special care must be taken to ensure that records accurately reflect a Soldier‟s period of deployment and 827 awards/decorations earned while deployed. 828

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Other Awards (Joint, Sister Service, and Army to Other Service Personnel) 829

3-15. Joint awards are processed for military personnel assigned to Joint commands. Deployed personnel 830 must be assigned against a valid position on the command‟s Joint Manning Document for eligibility. 831 Soldiers or units attached or Operational Control (OPCON‟d) to Joint commands are not normally eligible 832 for a Joint award. There are specific processing requirements for Army personnel recommended for sister 833 service awards and for sister service personnel to receive Army Awards. AR 600-8-22, Military Awards 834 outlines the procedures for these types of actions; there are separate processing procedures depending on 835 whether the other service member is permanently assigned, the type of award, and whether the award is for 836 peacetime or wartime service/achievement. S-1 sections should check the AR 600-8-22 and MILPER 837 Messages to find current requirements and allow additional processing time as they may require sister 838 service concurrence. 839

3-16. S-1‟s should also be familiar of State awards for ARNG personnel. In some cases it may be 840 appropriate to recommend ARNG Soldiers for specific State awards. 841

3-17. Army Knowledge Online (AKO) MY FORMS facilitates the process of forwarding completed 842 evaluations to HRC for final action. AR 623-3 and DA Pam 623-3 contain procedures for processing 843 Soldier Evaluations. S-1 sections must have a firm understanding of the proper filing authority for each 844 Soldier and must ensure completed evaluations are received by these authorities. 845

3-18. The advent of automated evaluation‟s processing have placed a greater emphasis on the rating 846 officials‟ responsibility in initiating, completing, and forwarding completed evaluation reports. S-1‟s 847 continue to maintain an overall management responsibility on the evaluations program within their 848 organization. These responsibilities include maintaining an accurate rating scheme, understanding 849 requirements for special circumstances (i.e. relief for cause, death / incapacitation of a rating official), 850 redress process, requirements for commander‟s inquiry, requirements for referred reports, etc. The 851 command will expect the S-1 to be the expert on managing the entire program. 852

Officer Evaluation Reports (OER) 853

3-19. The OER system evaluates and documents the performance of officers (through the rank of Major 854 General). AR 623-3, Evaluation Reporting System, provides policy and procedural guidance for 855 processing OERs. 856

3-20. The Army evaluates officers using a single OER Senior Rater Profile without regard to the rated 857 officer‟s component. Under this consolidated profile, senior rater assessments will be made in part VII (b) 858 on the OER, separated only by the grade of the rated officer. A readjusted profile will be established and 859 profiles restarted as needed. The use of a single OER Senior Rater Profile affords all officers a fair and 860 equitable assessment based on performance, regardless of component, especially while operating in a multi-861 component environment. S-1‟s should have a discussion with their commander on the S-1‟s role in 862 managing the commander‟s profile. This discussion should include at a minimum, access to the senior 863 profile report and who within the command has the authority to forward completed reports to HRC or other 864 filing authority. 865

Noncommissioned Officer Evaluations Reports 866

3-21. The NCOER system evaluates and documents the performance of NCOs. AR 623-3, Evaluation 867 Reporting System and DA PAM 623-3, Evaluation Reporting System provide policy and procedural 868 guidance for processing NCOERs. 869

3-22. S-1s may expect DoD/DA civilians to deploy with their respective units. As such, civilian 870 evaluations are required to be completed IAW guidance and timelines established by AR 690-400, Total 871 Army Performance Evaluation System. Military and civilian raters have a tremendous responsibility for 872 civilian performance management; therefore, civilian employees should be included in unit rating schemes. 873 S-1s are encouraged to contact their supporting Civilian Personnel Activity Center for guidance and policy 874 concerned. 875

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Transfers and Discharges 876

3-23. S-1s provide for orderly administrative separation of Soldiers by preparing and tracking proper 877 documentation and assisting with the execution of administrative separation boards. While deployed, unit 878 S-1‟s establish sound policies and procedures with their respective rear detachments to move Soldiers from 879 deployment areas to established separation transfer points. This supports expeditious separation/discharge 880 processing and facilitates efficient replacement operations which require close coordination with the 881 installation MPD is required. 882

Leaves and Passes 883

3-24. AR 600-8-10 provides specific details on which types of absences are chargeable and nonchargeable 884 as leave. The approval authority for leaves is also delineated. Consistent with mission requirements, unit 885 commanders may authorize leave for most or all of a given unit during a specified period (i.e., block leave). 886 Block leave will be IAW local policy. 887

Military Pay 888

3-25. S-1s are the supporting office for most Soldier generated pay change requests. These requests 889 include resolving routine pay inquiries for their Soldiers (e.g., submitting a Basic Allowance for Housing 890 request for a recently married Soldier, determining why a Soldier is in a no pay due status, etc.) to 891 submitting documentation to change a Soldier‟s pay entitlements. Under IPPS-A, HR professionals at 892 battalion and brigade are the central link between Soldiers and changes to military pay entitlements. 893

3-26. Units may or may not have Soldiers in the organization that are authorized special pay. S-1s monitor 894 special pay which may be authorized due to Additional Skills Indicator (ASI), Military Occupational 895 Specialties (MOS), Special Qualifications Identifier (SQI), or hazardous duty. Commanders/First 896 Sergeants review the Unit Commander‟s Finance Report (UCFR) at the end of a pay period and routinely 897 check for Soldiers receiving special pay. In some cases, the S-1 will find that it is not authorized and must 898 be stopped. Further, S-1s may have to reinstate special pay that has been erroneously terminated. 899

Personnel Actions 900

3-27. Personnel Actions impact a Soldier‟s assignment, military schooling, training, citizenship or 901 naturalization, reenlistment, or other request requiring a commander‟s approval or disapproval. Unit 902 commanders verify personnel actions prior to submission to the Battalion S-1. S-1s are responsible for 903 providing regulatory guidance as required for personnel action requests. As the focal point for organization 904 HR actions and requests, S-1s will ensure personnel actions are complete and factual and monitor timely 905 processing through appropriate channels. 906

ID Documents 907

3-28. Recent lessons learned from theater S-1s indicate there is an additional workload for establishing 908 and/or resetting Common Access Card (CAC) pin numbers. Since these occurrences are generally a result 909 of computer access problems, the S-1 should recommend that their S-6 establish a DEERS/RAPIDS 910 account, procure the necessary equipment, and consider establishing separate customer service support 911 hours for the issuance of the CAC and for establishing or resetting CAC pin numbers. Additionally, 912 recommend that the S-6 get a CAC pin reset machine as most issues surrounding the reset are for computer 913 accesses. 914

3-29. In order to ensure the S-1 is capable of providing ID document support during the early phases of 915 military operations, it is critical that VSAT and DEERS Rapid equipment is TAT (to accompany troops) 916 and not shipped by boat. 917

CASUALTY NOTIFICATIONS 918

3-30. FM 1-0 and AR 600-8 are the primary references for casualty operations. Casualty operations are 919 conducted at each command level. However, the verifications and reporting of casualties is a unit 920 responsibility. The unit receives casualty operations support from casualty liaison teams formed by HR 921

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Company Multifunctional HR Platoons. Multifunctional HR platoons have the capability to form both 922 casualty liaison teams (CLT) or personnel accountability teams (PAT). CLTs are located at each major 923 hospital and each general officer command. Their mission is to maintain liaison with the supported unit by 924 providing casualty status of patients, and to verify and report casualty information to the theater casualty 925 assistance center and the Soldier‟s unit. They also assist injuring Soldiers in obtaining access to necessary 926 services as military play, MWR, or other HR support services. 927

3-31. It is crucial that the S-1 maintain close coordination to ensure the timely flow of information is 928 provided on casualties. In the event of any issues that may arise in obtaining support from the CLTs, units 929 need to ensure the HR Operations Branch in supporting sustainment brigade is aware of all problems and 930 are given an opportunity to resolve issues at the lowest level. 931

3-32. Army regulation requires that all commanders contact Surviving Family members within one week 932 of a Soldier‟s death, either telephonically or via alternate electronic means, to offer condolences and relay 933 the full circumstances surrounding the death of the Service Member. In addition, within 7 days of the 934 incident, it is required that a letter of sympathy, condolence, or concern is prepared and dispatched upon 935 confirmation of PNOK notification. 936

3-33. See FM 1-0 for further information on roles and responsibilities for casualty operations. 937

SUICIDES INVESTIGATIONS AND FAMILY BRIEF 938

3-34. It is the Army‟s Suicide Prevention Program (ASPP) goal to prevent suicide for soldiers, family 939 members, and civilian employees. However, it must be recognized that in some people, suicidal intent is 940 very difficult to identify or predict, even for a behavioral health professional. Suicide prevention must be 941 the business of every leader, supervisor, soldier, and civilian employee in the Army. To facilitate this effort, 942 a coordinated program for suicide prevention must be established by the theater G-1/AG and at every Army 943 installation and separate activity. 944

3-35. The strategy and supporting elements of the ASPP are based on the premise that suicide prevention 945 will be accomplished by leaders through command policy and action. The key to the prevention of suicide 946 is positive leadership and deep concern by supervisors of military personnel and civilian employees who 947 are at increased risk of suicide. Early involvement is a critical faction in suicide risk reduction. Personnel 948 identified as being at risk will: 949

. Military personnel will be encouraged to seek assistance from, or referred to appropriate 950 services provided by behavioral health personnel, chaplains office and/or the MTF. Soldiers 951 receiving behavioral health treatment will be medically tracked according to AR 40-66. For 952 more information see FM 4-02.51 953

Civilian employees identified to be at increased risk will be encouraged to seek assistance from 954 appropriate civilian agencies. 955

3-36. Leaders must know their subordinates and assure that timely assistance is provided when needed. 956 Installation commanders must emphasize the importance of suicide prevention through the publication of 957 command letters, directives, and instructions as appropriate. 958

3-37. The Army recently published new guidance, Army Directive 2010-01, concerning AR 156 959 investigation requirements for suspected Soldier suicides and the requirement to offer a Family brief on the 960 results of the AR 15-6 investigation for all confirmed suicides. A related publication, Army Directive 961 2010-02, was concurrently released, providing guidance concerning reporting requirements to Casualty and 962 Mortuary Affairs Operations Center (CMAOC) when any death investigation is initiated and providing 963 redacting guidance for AR 15-6 death investigations. 964

3-38. CACs play a key role in ensuring that the units serviced by the CAC are aware of these new 965 requirements and provide prompt input to the CAC addressing all the information requirements outlined in 966 Army Directive 2010-02 whenever the commander initiates an AR 15-6 or other investigation into the 967 circumstances of any Soldier death. Agency-level investigations, such as a Criminal Investigation 968 Department (CID) investigation, must be reported directly to CMAOC by the agency concerned while un-969 initiated death investigations should be reported from the unit through the CAC to CMAOC using the 970 casualty reporting system 971

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COORDINATE PERSONNEL SUPPORT 972

3-39. While many of the personnel support programs are executed by personnel or agencies external to the 973 brigade, the S-1 and the G-1/AG has staff responsibility for program oversight for their units. For example, 974 Army Air Force Exchange Service (AAFES) is operated by designated AAFES personnel and supported by 975 through the G-4 for transportation of AAFES products. Another example is morale, welfare, and recreation 976 program is primarily supported and staffed by the FMWRC. In a garrison environment, the S-1 must work 977 closely with the FMWRC to ensure their programs provide the support needed by families of unit 978 personnel. 979

HR OPERATIONS AND PLANNING 980

3-40. S-1 section is the key player in planning how HR operations will be conducted in current and future 981 military operations. The operation order or operations plan is the means in which the S-1 envisions a 982 desired end state in support of the commander. It is also the primary method for developing, analyzing, and 983 comparing courses of action and then selecting the most favorable course of action. 984

3-41. The leadership section of the S-1 is the lead in ensuring HR support is included in all operational 985 orders and plans. When participating in the process the leadership elements must ensure the higher level 986 operational order or plan is considered to ensure any priorities, milestones, or special process are an 987 integral part of the operational order prepared by the S-1. Table 3-1 provides a template of the type of 988 information that should be considered or included in operational plans and orders. 989

990

Tab A (Human Resources Support TO Appendix 2 (Personnel Services Support) TO Annex F (Sustainment) TO OPERATION PLAN/ORDER [number] [(code name)] [(classification of title)]

References: FM 3-0, FM 1-0, FM 4-0

Time Zone Used Throughout the Order:

1. (U) Situation. Include information affecting human resources operations that paragraph 1 of the Operations Plan ( OPLAN)/ Operations Order (OPORD) does not cover or that needs to be expanded.

a. (U) Area of Interest. Refer to Annex B (Intelligence) as required.

b. (U) Area of Operations. Refer to Appendix 2 (Operation Overlay) to Annex C (Operations).

(1) (U) Terrain. List all critical terrain aspects that impact HR operations. Refer to Tab A (Terrain) to Appendix 1 (Intelligence Estimate) to Annex B (Intelligence) as required.

(2) (U) Weather. List all critical weather aspects that impact HR operations. Refer to Tab B (Weather) to Appendix 1 (Intelligence Estimate) to Annex B (Intelligence) as required.

c. (U) Enemy Forces. List known and templated locations and activities of enemy functional area units for one echelon up and two echelons down. List enemy maneuver and other area capabilities that will impact friendly operations. State expected enemy courses of action and employment of enemy functional area assets.

d. (U) Friendly Forces. List organizations, their location, and type of HR support provided that supports or impacts the HR operations. List the component HR organization and the specific task each is assigned to support the HR portion of the plan. Summarize their capabilities. Include non-US military forces, and US civilian agencies, such as red cross or AAFEE personnel, which may help assigned forces provide HR support (or may themselves require support).

e. (U) Interagency, Intergovernmental, and Nongovernmental Organizations and Contractors who Deploy with the Force. Identify and describe organizations in the area of operations that may be entitled to or receive some level of HR support. List should include the role and responsibilities of each organization which impact HR support during the conduct of the operation.

f. (U) Civil Considerations. Refer to Annex K (Civil Affairs Operations) as required.

g. (U) Attachments and Detachments. List units attached or detached only as necessary to clarify task

HR Functions and Tasks

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organization.

h. (U) Assumptions. List any HR-specific assumptions that support the annex development. State realistic assumptions and consider the effect of current operations on HR operations. These could be similar assumptions used by the components when developing personnel estimates.

2. (U) Mission. State the mission of the human resources functional area in support of the base plan or order.

3. (U) Execution.

a. (U) Scheme of Support. Describe how human resources support operations supports the commander’s intent and concept of operations. Establish the priorities of support to units for each phase of the operation. Refer to Annex C (Operations) as required.

(1) (U) Manning the Force. List any new personnel requirements resulting from the operation (language skills, ASI, etc.), replacement requisition and forecast, key leader or crews replacements, and other manning guidance affecting the operation.

(a) (U) Personnel Accountability. Describe how by-name management of the location and duty status is affected during each phase of the operation. Information should include the tracking the movement of personnel as they arrive at, and depart from, home station, APOE/APOD, theater operations, timelines for reporting changes to duty, and location of supporting personnel accountability teams.

(b) (U) Strength Reporting. List any information that affects the strength reporting of the unit. Strength reporting is the process of comparing by-name data (faces) against specified authorizations (spaces or in some cases requirements) to determine a percentage of fill. Information should include manning levels, critical MOS shortage, reporting requirements, timelines, and other information impacting on the operations. (c) (U) Personnel Readiness Management. Describe personnel readiness issues that impact on current capabilities, future requirements, retention, and current readiness status (deployable and non-deployable) of assigned personnel. (d) (U) Personnel Information Management. Describe all information that affects the personnel information available to commander to assist them in the decision-making process for HR functions and actions. Information should include the identification of systems, priorities, NIPR/SIPR connectivity requirements, system access and system availability.

(2) (U) Provide HR Services. List all HR services which directly impact a Soldier’s status, assignment, qualifications, financial status, career progression, and quality of life. Information includes the functions of Essential Personnel Services, Postal, and Casualty operations.

(a) (U) Casualty Operations Management. Describe all actions relating to the production, dissemination, coordination, validation, and synchronization of casualty reporting. Information will include submission of casualty reports, notification of NOK, assistance to the NOK, line-of-duty determination, 15-6 investigation, disposition of remains and personal effects, military burial honors, casualty mail coordination, locations of supporting casualty liaison teams, casualty estimates (division and above), and timelines.

(b) (U) Essential Personnel Services (EPS). List each function that supports individual career advancement and development, proper identification documents, benefits entitlements, recognition of achievements, and service performance. Information should include awards and decorations, promotions, reductions, evaluations, military pay, leave and pass, separations, and line of-duty investigations and other HR personnel action requests. (c) (U) Postal Operations. Describe all information to support efficient postal operations or require significant logistics and planning for issues such as air and ground transportation, specialized equipment, secured facilities, palletization crews, mail handlers, and others. Include postal pickup and drop off times, hours of operations, special requirements for selling stamps; cashing and selling money

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orders; providing registered (including classified up to secret), insured and certified mail services; processing postal claims and inquiries, and other issues that impact mail operations (Christmas, voting, etc.). (3) (U) Personnel Support. (a) (U) Morale, Welfare, and Recreation. Describe functions that affect MWR recreational and fitness activities, goods, and services. Include information on MWR augmentation, unit recreation, library books, sports programs, rest areas for brigade-sized and larger units and community support programs such as support for American Red Cross, AAFES, and the family support program. (b) (U) Command Interest Programs. Describe how command interest program impacts on the operations. Information should include voting, equal opportunity, substance abuse, and family readiness. (4 ) (U) HR Planning and O perations. Describe how HR planning and staff operations support the operational mission and the effective ways of achieving success. Include expected requirements and outcomes identified in the MDMP process and in establishing and operating human resources nodes.

b. (U) Tasks to Subordinate Units. List functional area tasks assigned to specific subordinate units not contained in the base order.

c. (U) Coordinating Instructions. List only instructions applicable to two or more subordinate units not covered in the base order. Identify and highlight any functional area-specific timings, information themes and messages, risk reduction control measures, and environmental considerations.

4. (U) Sustainment. Identify priorities of sustainment for functional area key tasks and specify additional instructions as required. Refer to Annex F (Sustainment) as required.

5. (U) Command and Control.

a. (U) Command. State the location of HR functional leaders and command relationships.

b. (U) Liaison Requirements. State the HR liaison requirements not covered in the base order.

c. (U) Signal. Address any HR-specific communications requirements such as connectivity (SIPR/NIPR), bandwidth, port accessibility, hardware setup and systems vulnerabilities. Refer to Annex H (Signal) as required.

ACKNOWLEDGE: Include only if attachment is distributed separately from the base order.

[Commander‟s last name] [Commander‟s rank]

The commander or authorized representative signs the original copy of the attachment. If the representative signs the original, add the phrase “For the Commander.” The signed copy is the historical copy and remains in the headquarters’ files.

OFFICIAL:

[Authenticator‟s name] [Authenticator‟s position]

ATTACHMENTS: List lower level attachment (e.g. appendices, tabs, and exhibits).

DISTRIBUTION: Show only if distributed separately from the base order or higher-level attachments.

Table 3-1, Sample Template for Operational Order 991

992

993

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994

995

Publication Date (Draft) ATTP 1-0.01 A-1

Appendix A 996

Deployment Cycle Support 997

998 999 A-1. The Deployment Cycle Support (DCS) is a comprehensive process designed to ensure that Soldiers, 1000 DA civilians and their Families are supported and sustained throughout the entire deployment cycle. It 1001 provides a means to identify Soldiers, DA civilians, and Families who may need assistance with the 1002 challenges inherent to extended deployments. DCS applies to active duty Soldiers, reserve component 1003 Soldiers, DA civilians, and their families. 1004

A-2. The Army conducts DCS operations for Soldiers and DA civilians who are deployed for 90 days or 1005 more. The DCS process is mandatory for Soldiers and participation is highly encouraged for DA civilians 1006 and Family members. 1007

A-3. While commanders are responsible for the completion and documentation of the DCS process, the 1008 S-1 assist commanders in executing DCS support. During the redeployment stage, the first O-5 in the chain 1009 of command will certify that the unit and / or eligible individuals have completed DCS tasks. 1010

A-4. DCS consist of seven stages, and tasks associated with each stage are discussed in the following 1011 paragraphs. 1012

A-5. Training/Preparation. Units complete the reset actions and begin to enter the traditional training 1013 cycle. Individual and collective training and readiness activities are the focus of this stage. Tasks 1014 consisting of personnel administrative actions, briefings, training, counseling and medical evaluations are 1015 completed to ensure all Soldiers, DA civilians, and their families are prepared for extended deployments. 1016 S-1 emphasis during this stage are: 1017

Ensure DA Form 5123 (In and Out Processing Records Checklist) and DA Form 5123-1 (In-1018 Processing Personnel Record) is completed. 1019

Conduct unit status reporting and unit manning. 1020 Coordinate Army Community Service / Family Readiness Group. 1021 Develop a strategic Employer Relations program to be proactive in preventing/managing 1022

civilian employer conflict for RC units 1023 Ensure Level 1 Soldier readiness reporting (SRP) is conducted. 1024 Verify Soldier deployability status. Soldiers with temporary or permanent profiles must be 1025

processed in accordance with Military Medical Review Board (MMRB), Medical Evacuation 1026 Battalion (MEB), and Physical Evaluation Board (PEB) procedures. 1027

Cross-train S-1 personnel on all HR systems and processes. 1028 Updating SOPs, include coordination of rear support for RC personnel issues & actions (e.g., 1029

promotion) 1030 Update rating schemes and process evaluation report. 1031 Identify Soldiers who require Family Care Plans and coordinate with commanders to ensure 1032

plans are completed and approved. 1033 Issue CAC cards, ID tags, and reset CAC PIN (brigade and brigade equivalent units). 1034 Update DD Form 93 (Record of Emergency Data), and update iPERMS. 1035 Complete VA Form SGLV 8285 (Request for Insurance Servicemembers‟s Group Life 1036

Insurance), and update iPERMS. 1037

Deployment Cycle Support-A-2 ATTP 1-0.1 Publication Date (Draft)

Complete VA Form SGLV 8286 (Servicemembers‟s Group Life Insurance Election and 1038 Certificate*), and update iPERMS..Complete VA Form SGLV 8286A (Request for Family 1039 Coverage). 1040

Process actions as described in the Personnel Planning Guidance (PPG) 1041 Coordinate with the Director, Family and MWR to facilitate kits and MWR equipment. 1042 After completing DD Form 93 and SGLV‟s update them in iPERMS 1043

A-6. Mobilization. Units or individuals are alerted for possible deployment and undergo preparation. 1044 Tasks consisting of personnel administrative actions, briefings, training, counseling and medical 1045 evaluations are completed to ensure all Soldiers, DA civilians, and their families are prepared for extended 1046 deployments. S-1 emphasis during this stage are: 1047

Develop and refine the personnel and casualty estimate. 1048 Conduct Level 2 Soldier Readiness Processing. 1049 Complete DA Form 7425 (Readiness and Deployment Checklist). 1050 Conduct collective tasks and other training as required. 1051 Ensure mail clerks obtain Mail Handlers Certification. 1052 Provide Army Community Services (ACS) and FRG information as needed. 1053 Identify Soldiers who have record of a conviction of a misdemeanor crime of domestic violence 1054

(Lautenberg Amendment). 1055 Issue ID Cards, ID Tags, and reset CAC PIN (brigade and brigade equivalent units). 1056 Train personnel on the Deployment and Reconstitution Tracking Software (DARTS). 1057 Update Assignment Eligibility and Availability Codes (AEA). 1058

A-7. Deployment. Units or individuals deploy from CONUS or OCONUS installations into the 1059 designated theater of operations. Recurring administrative actions are completed during the deployment 1060 stage. S-1 emphasis during this stage are: 1061

Maintain 100 percent accountability. 1062 Conduct strength reporting. 1063 Conduct casualty operations (DCIPS and DCIPS-CF). 1064 Staff coordination (S-3, S-4, Medical, Chaplain, etc.) 1065 Process emergency leaves. 1066 Maintain coordination with the Red Cross. 1067 Updating HR automation systems and reports (DTAS, Tactical Personnel System (TPS), 1068

PERSTAT, etc.) 1069 Create manifests. 1070

A-8. Employment. Units or individuals perform their assigned mission in theater of operations for a 1071 prescribed period of time. Employment stage tasks include recurring administrative actions and briefings, 1072 training, and counseling for Soldiers departing theater on emergency leave, R&R, and medical evacuation. 1073 S-1 emphasis during this stage are: 1074

Maintain 100 percent accountability. 1075 Conduct strength reporting. 1076 Conduct casualty operations (DCIPS and DCIPS-CF). 1077 Operate VSAT / Combat Service Support Automated Information Systems Interface (CAISI) 1078 Call forward of replacements. 1079 Morale, welfare, and recreation programs. 1080 Process emergency leaves. 1081 Conduct R&R operations. 1082 Maintain coordination with the Red Cross. 1083 Updating HR automation systems and reports (DTAS, TPS, PERSTAT, etc.) 1084

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Conduct essential personnel services. 1085 Conduct postal operations. 1086

A-9. Redeployment. Units or individuals re-posture while in theater of operations, transfer forces and 1087 materiel to support other operational requirements, or return personnel, equipment, and materiel to the 1088 home station of demobilization site. DCS redeployment stage tasks should be accomplished Prior to 1089 redeployment. Commanders are responsible for ensuring those tasks not completed in the redeployment 1090 stage are completed in the post-deployment stage. All personnel departing the theater of operations will 1091 have DCS checklist in their possession. In addition to theater redeployment requirements, this stage 1092 identifies the tasks to be accomplished at home station. The successful reunion of families depends on 1093 proper preparation, including briefing, training, and counseling for spouse and family members. S-1 1094 emphasis during this stage are: 1095

Maintain 100 percent accountability. 1096 Conduct strength reporting. 1097 Conduct casualty operations (DCIPS and DCIPS-CF). 1098 Operate VSAT / CAISI. 1099 Complete requests for awards. 1100 Call forward of replacements. 1101 Update DD Form 93 (Record of Emergency Data). 1102 Complete VA Form SGLV 8285 (Request for Insurance Servicemembers‟s Group Life 1103

Insurance). 1104 Complete VA Form SGLV 8286 (Servicemembers‟s Group Life Insurance Election and 1105

Certificate*). 1106 Complete VA Form SGLV 8286A (Request for Family Coverage). 1107 Complete evaluation reports. 1108 Update Personnel Tempo. 1109 Initiate and maintain a redeployment roster. 1110 Coordinate homecoming activities. 1111 Complete all line of duty and AR 15-6 investigations. 1112 Initiate DA Form 7631 (DCS Checklist). 1113 Provide support to the S-3 for Relief in Place/Transfer of Authority (RIP/TOA) with incoming 1114

S-1. 1115 Coordinate with the S-4 to transfer S-1 stay behind equipment to the incoming unit. 1116

A-10. Post Deployment. Personnel, equipment, and materiel arrive at home station, CRC, or 1117 demobilization station. This stage consists of tasks of administrative actions, briefings, training, 1118 counseling, and medical evaluation to facilitate the successful reintegration of Soldiers and DA civilians 1119 into their families and communities. S-1 emphasis during this stage are: 1120

Maintain 100 percent accountability. 1121 Leave schedules. 1122 Conduct strength reporting. 1123 Homecoming activities. 1124 Complete evaluation reports. 1125 Complete all line of duty and AR 15-6 investigations. 1126 Use DA Form 7631 (DCS Checklist) for future planning. 1127

A-11. Reconstitution. Soldiers and DA civilians are reintegrated into their families, communities and 1128 civilian jobs. The reconstitution stage begins after completing post deployment recovery and 1129 administrative requirements. S-1 emphasis during this stage are: 1130

Complete all tasks on DA Form 7631 (DCS Checklist). 1131 Finalize counseling. 1132

Deployment Cycle Support-A-4 ATTP 1-0.1 Publication Date (Draft)

Permanent change of station (PCS) processing. 1133 Expiration of Terms of Service / retirement processing. 1134 Conduct thorough after action report / lessons learned. 1135

A-12. The DCS process includes numerous tasks for unit leaders. Specific unit commander or unit 1136 leadership tasks include: 1137

Ensure the family readiness plan, including unit readiness goals, is updated. 1138 Counsel Soldiers on requirement to provide financial support payments to family members 1139

while deployed. 1140 Complete / verify completion of OERs, NCOERs, civilian evaluations, and awards, as required. 1141 Conduct Soldier counseling. 1142 Identify potential Soldier financial issues. 1143 Update personnel reporting system. 1144 Conduct briefing about substance abuse, its effects and legal consequences. 1145 Provide Rear Detachment Commander (RDC) updated redeployment rosters. 1146 Utilize risk reduction reintegration tip card. 1147 Plan, coordinate, and execute reunion and homecoming ceremonies and activities. 1148 Encourage Soldiers to keep channels of communications open with family. 1149 Conduct safety briefings covering, at a minimum, Privately Owned Vehicle (POV), 1150

motorcycles, seasonal driving conditions, and factors affecting behavior. 1151 Verify that operator licenses, registrations, insurance policies and safety inspections are current. 1152 Conduct pre-separation counseling for RC Soldiers being released from active duty. 1153 The provide ACAP services to affected Soldiers. 1154 Conduct command climate survey. 1155 Reintegrate RC Soldiers into civilian workplaces. 1156 Conduct unit risk inventory (URI) 30 days prior to deployment and 120-180 days after 1157

redeployment. 1158 Ensure Soldiers who PCS or Temporary Change of Station (TCS) complete the DCS process as 1159

required. 1160

A-13. S-1 / Military Personnel Directorates tasks: 1161 Update DD Form 93 (Record of Emergency Data). 1162 Complete VA Form SGLV 8285 (Request for Insurance Servicemembers‟s Group Life 1163

Insurance). 1164 Complete VA Form SGLV 8286 (Servicemembers‟s Group Life Insurance Election and 1165

Certificate*). 1166 Complete VA Form SGLV 8286A (Request for Family Coverage). 1167 Verify eligibility for overseas deployment. 1168 Query for Soldiers who have record of a conviction of a misdemeanor crime of domestic 1169

violence (Lautenberg Amendment). 1170 Issue passports to DA civilians who are in receipt of deployment orders. 1171 Ensure incumbents of Emergency Essential (E-E) positions fill out DD Form 2365 (DOD 1172

Civilian Employee Overseas E E Position Agreement). 1173 Advise RC Soldiers of 18-year sanctuary as required. 1174 Reenroll Soldiers in MGIB and state tuition assistance programs (RC Soldiers). 1175 Conduct MMRH, MEB, and PEB as required. 1176

A-14. Unit Ministry Team / Installation Chaplain tasks: 1177 Conduct Suicide Awareness and Prevention training. 1178

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Identify families with reported stress / separation issues for follow-up. 1179 Facilitate small group discussion on deployment experiences. 1180 Conduct Operation READY Reunion / reintegration training for redeploying Soldiers and DA 1181

civilians. 1182 Provide opportunity for spouses to take marital assessment instrument. 1183 Complete marital assessment instrument. 1184 Provide opportunity for voluntary marriage education / enrichment workshops. 1185 Conduct Predeployment Battlemind training for leaders. 1186 Conduct Predeployment Battlemind training for junior enlisted Soldiers. 1187 Conduct PDHRA Battlemind training for Soldiers. 1188 Conduct Suicide Intervention Skills Training for leaders and gatekeepers. 1189

A-15. Force Health Protection and Health Service Support Tasks: 1190 Conduct leader training on identifying symptoms of distress and suicide tendencies. 1191 Screen individual medical profile for permanent geographic or climatic duty limitations. 1192 Provide Preventive Medicine briefing to defeat the threat of disease and non-battle injuries 1193

(DNBI). 1194 Conduct behavioral health assessments. 1195 Conduct medical record review. 1196 Conduct TRICARE benefits briefing. 1197 Identify Soldiers with medical or behavioral health issues requiring referral upon redeployment. 1198 Identify potential family issues for returning Soldiers. 1199 Conduct Health Threat briefing to educate installation and in-home childcare providers on 1200

health symptoms and myths. 1201 Conduct Health Threat briefing to educate spouses on health symptoms and myths. 1202 Conduct health threat briefings to Soldiers. 1203 Treat and document adverse, potentially adverse exposures or negative health-related behaviors. 1204 Extend health care for deployment related condition to DA civilians. 1205 Complete DA Form 3349 (Medical Profile) prior to release from mobilization/demobilization 1206

station or CRC. 1207 Perform initial TB test and complete 90 day TB test requirements. 1208 Draw serum specimens after return to demobilization Station. 1209 Complete DD Form 2900 (Post Deployment Health Assessments) to document referrals within 1210

90-180 days. 1211 Update individuals‟ permanent health record with deployment health records. 1212

A-16. Military Pay tasks: 1213 Review current status of DOD charge card holders. 1214 Provide travel pay as requested for Soldiers with TCS orders. 1215 Conduct finance briefings. 1216 Expedite allotment changes. 1217 Adjust BAH for Active Guard Reserve (AGR) Soldiers. 1218 Review entitlements / special pay. 1219

A-17. Legal Assistance tasks: 1220 Update wills. 1221 Provide Powers of Attorney. 1222 Provide counseling on civil matters. 1223

Deployment Cycle Support-A-6 ATTP 1-0.1 Publication Date (Draft)

Provide counseling regarding support payments to military dependents. 1224 Provide counseling on family law matters. 1225 Provide information on taxes, transition entitlements and legal rights under Servicemembers‟ 1226

Civil Relief Act. 1227 Provide RC personnel information on legal rights under Uniformed Services Employment and 1228

Reemployment Rights Act. 1229 Provide legal assistance to RC Soldiers for legal problems arising from, or aggravated by 1230

mobilization or deployment. 1231 Provide tax class / information to spouses. 1232 Process claims for personal property lost in shipment or while in storage. 1233

A-18. Installation Management Command tasks: 1234 Coordinate with State Adjutant General and appropriate USAR Regional Readiness Command 1235

as well as RC units within 50-mile radius to identify the potential number of family members 1236 eligible for ACS assistance. 1237

Identify families with major problems requiring special assistance and support during 1238 mobilization or deployment. 1239

Provide family members with the toll free number to nearest ACS and Family Assistance Center 1240 to address family issues and crises. 1241

Educate active duty and reserve component family readiness groups on available services. 1242 Educate family members about the services provided through Military OneSource. 1243 Identify and refer family members who have experienced problems during deployment to 1244

appropriate agencies. 1245 Involve employers in home station demobilization station ceremonies and reunion activities. 1246 Reestablish Family Advocacy Program case continuity. 1247 Provide education and information materials to families. 1248 Provide DCS information to family members prior to return of Soldier. 1249 Refer DA civilians to the Employee Assistance Program Coordinator as required. 1250 Inform DA civilians of the Office of Workers‟ Compensation Programs process for 1251

occupational illness and injury reporting. 1252 Conduct Operation READY Reunion/Reintegration training for families. 1253 Conduct Operation READY Deployment and Children training. 1254 Conduct Operation READY Predeployment Battlemind training for families. 1255 Conduct Operation READY Post Deployment Battlemind training for families. 1256 Conduct financial management planning for deployments training. 1257 Update ID cards / ID tags for DA civilians and ID cards for eligible family members. 1258 Enroll personnel in DEERS / RAPIDS. 1259 Update DEERS / RAPIDS. 1260 Issue DD Form 1934 (Geneva Convention Identify Card for Medical and Religious Personnel 1261

who serve in or accompany the force). 1262 Issue DD Form 489 (Geneva Convention Identify Card for Civilian Personnel who serve in or 1263

accompany the force). 1264

Publication Date (Draft) ATTP 1-0.01 B-1

Appendix B 1265

Mobilization and Demobilization Considerations 1266

1267

B-1. This appendix provides key information to brigade and battalion S-1 personnel on the management 1268 of the USAR and ARNG who may be mobilized in support of Army military operations. USAR and 1269 ARNG Soldiers can be assigned or attached to reserve component (RC) units or as utilized as fillers for 1270 active duty units. Similarly, active duty Soldiers can also serve in RC units. 1271

CATEGORIES OF RC PERSONNEL 1272

B-2. Individual Ready Reserve (IRR). IRR personnel are part of the Army's Ready Reserve and 1273 includes individuals who have had training, served previously in the Active Component or the Selected 1274 Reserve (such as a member of an Army Reserve unit), and may have some period of Military Service 1275 Obligation remaining. Unlike new Soldiers, IRR personnel are seasoned, experienced Soldiers who can 1276 contribute significantly to the unit. IRR personnel are selectively used for military and civilian operations 1277 and may be mobilized to serve both as filler personnel and casualty replacements in active and reserve units 1278 if needed. 1279

B-3. Selected Reserve. These individuals serve a minimum of 1 weekend a month in a community-based 1280 Army Reserve unit, plus 2 weeks of annual training at an active Army installation or overseas. 1281

B-4. Individual Mobilization Augmentee. An individual reservist attending drills who receives training 1282 and is pre-assigned to an active component organization, a Selective Service System, or a Federal 1283 Emergency Management Agency billet that must be filled on, or shortly after, mobilization. Individual 1284 mobilization augmentee's train on a part-time basis with these organizations to prepare for mobilization. 1285

B-5. Troop Program Unit. TPU personnel are the heart and soul of the Army Reserve. These individuals 1286 typically train on selected weekends and perform annual training. Traditional (M-day) Soldiers are the bulk 1287 of the ARNG who perform monthly drills and Annual Training periods similar to the USAR TPU Soldier. 1288

B-6. Active Guard Reserve (AGR). Army National Guard and Reserve members who are on voluntary 1289 active duty providing full-time support to National Guard, Reserve, and Active Component organizations 1290 for the purpose of organizing, administering, recruiting, instructing, or training the Reserve Components. 1291 The AGR is one of three pools of reserve personnel in the Selected Reserve. These soldiers are ordered to 1292 active duty with their consent for the purpose of organizing, administering, recruiting, or training the 1293 reserve components. These personnel provide units the ability for expansion and staff capability to meet 1294 wartime requirements. They conduct mandatory training annually, and may be involuntarily called to 1295 active duty. 1296

Mobilization 1297

B-7. Generally, mobilization consists of 5 phases: planning and preparation; alert, home station, 1298 mobilization station and port of embarkation. Each phase includes tasks that should be completed by the S-1299 1. While there are no specific timelines to accomplish specific tasks during each phase, there are specific 1300 HR tasks associated with each phase. Each of these phases is discussed in the following paragraphs. 1301

B-8. Planning and preparation includes many of the normal day-to-day efforts of RC units at their home 1302 stations. Battalion and brigade S-1s continue to conduct HR support for their Soldiers. They also ensure 1303 HR personnel are trained and cross-trained in the functions and tasks they will conduct during active duty. 1304 Special emphasis should be on HR systems they will utilize during their mobilization. Examples include 1305 eMILPO, Reserve Component Automation System (RCAS), SIDPERS, DCIPS, TPS, DTAS, etc. For HR 1306 systems that operate on classified networks, coordination should be made with their higher headquarters to 1307

Mobilization and Demobilization Considerations-B-2ATTP 1-0.1 Publication Date (Draft)

obtain training. This phase ends when units receive official alert notification. Planning and preparation 1308 include the following HR tasks: 1309

Maintain 100 percent accountability of personnel. 1310 Develop and refine the personnel and casualty estimate. 1311 Conduct Level 2 Soldier Readiness Processing. 1312 Complete DA Form 7425 (Readiness and Deployment Checklist). 1313 Identify and verify non-deployable personnel; resolve or reassign prior to reporting to 1314

mobilization station. Soldiers with temporary or permanent profiles must be processed in 1315 accordance with MMRH, MEB, and PEB procedures 1316

Conduct HR collective tasks and shared tasks training as required. 1317 Ensure mail clerks obtain Mail Handlers Certification. 1318 Provide ACS and FRG information as needed. 1319 Identify Soldiers who have record of a conviction of a misdemeanor crime of domestic violence 1320

(Lautenberg Amendment). 1321 Issue ID Cards, ID Tags, and reset CAC PIN (brigade and brigade equivalent units). 1322 Train personnel on the Deployment and Reconstitution Tracking Software (DARTS). 1323 Update Assignment Eligibility and Availability Codes (AEA). 1324 Obtain stock of forms and award certificates. 1325 Update SOPs, rating scheme, etc. 1326 Ensure all required evaluation reports are processed and forwarded as required. 1327 Update the running estimate and casualty estimate. 1328 Identify and report replacement requirements. 1329 Update DD Form 93 (Record of Emergency Data); VA Form SGLV 8285 (Request for 1330

Insurance Servicemembers‟s Group Life Insurance); Complete VA Form SGLV 8286 1331 (Servicemembers‟s Group Life Insurance Election and Certificate); and Complete VA Form 1332 SGLV 8286A (Request for Family Coverage). 1333

Maintain awareness of Personnel Planning Guidance for processing actions and HR functions. 1334 For the ARNG, Medically Non-Deployable (MND) Soldiers are in SIDPERS for tracking and 1335

processing. Coordinate with Rear-D for follow up, tracking and process 1336 The RC does not use or can obtain access to DARTS. RC units must train and utilize the 1337

Mobilization Planning Data Viewer subsystem of the Reserve Component Automation System 1338 (RCAS) to submit unit mobilization data to the DARTS system at the mobilization site. 1339

Alert 1340

B-9. The alert phase includes those actions taken by units following receipt of an alert notification. Units 1341 take specific actions to prepare for transition from reserve to active status including screening and cross 1342 leveling of personnel. Unit commanders must contact the receiving unit commander to determine mission 1343 requirements in order to modify the units' mission essential task list. Upon alert, unit commanders will 1344 provide personnel data files to the mobilization station effective M-date (mobilization-date). The unit 1345 should review the mission, conduct a thorough predeployment mobilization brief, assess how the force 1346 should be packaged for deployment, and develop deployment plans. S-1 elements should ensure the tasks 1347 outlined in the deployment cycle (Appendix A) support are completed. RC‟s need to identify “freeze” slots 1348 for cross-leveled Soldiers to hold position in parent unit to insure ARNG recruiters do not fill cross-leveled 1349 positions from donor unit. 1350

Home Station 1351

B-10. The home station phase begins on the effective date of unit mobilization (M-Day). This phase ends 1352 with the arrival of the units at the mobilization station. Actions during this phase include: 1353

Maintain 100 percent accountability of personnel. 1354 Cross-level of personnel within the unit. 1355

Mobilization and Demobilization Considerations

Publication Date (Draft) ATTP 1-0.1Mobilization and Demobilization Considerations-B-3

Continue SRP processing / verification. 1356 Establish contact with the MPD at the mobilization station. 1357 Initiate loading plans. 1358 Provide mobilization station an electronic copy of the alpha roster and other data required. 1359 Finalized and dispatch completed evaluation reports. 1360 Complete all Line Of Duty (LOD) and AR 15-6 investigations. 1361 Ensure a S-1 representative is included as part of the advance team to the mobilization site. 1362 Identify HR rear detachment personnel and ensure they are trained in all the necessary HR areas 1363

and that they have access to HR data systems. 1364 Ensure Individual Mobilization Orders are published and distributed. Input pay action per state 1365

SOP 1366

Mobilization Station 1367

B-11. The mobilization station phase encompasses all actions necessary to meet deployment requirements. 1368 Actions at the mobilization station include the processing of personnel and equipment and the actual 1369 accession of the unit into the active structure. This phase also includes any necessary individual or 1370 collective training as well as appropriate cross-leveling actions, Soldier readiness processing, and 1371 validation for deployment. This phase ends with the arrival of the unit at the POE. Specific HR Support 1372 functions 1373

Develop and refine the personnel and casualty estimate. 1374 Conduct personnel readiness operations to include Level 2 Soldier Readiness Processing. 1375 Complete DA Form 7425 (Readiness and Deployment Checklist). 1376 Screen and cross-level personnel. 1377 Participate in USR process. 1378 Access personnel into the Active Component rolls/database 1379 Coordinate with higher headquarters (G-1) and if replacing a deployed unit, coordination is 1380

made with the outgoing S-1. 1381 Prepare an initial manifest 1382 Conduct collective tasks and other training as required. 1383 Ensure mail clerks have Mail Handlers Certification. 1384 Provide ACS and FRG information as needed. 1385 Coordinate with the MPD for reassignment for personnel not deployment eligible. 1386 Re-check ID Cards and Tag. Reissue as needed. (Note: ID cards should not have an expiration 1387

date that is earlier than the deployment timelines, redeployment, reconstitution, and 1388 demobilization.) 1389

Ensure HR personnel are trained and have access to HR systems that will be used during 1390 deployment. 1391

Train personnel on the Deployment and Reconstitution Tracking Software (DARTS). 1392 Update Assignment Eligibility and Availability Codes (AEA). 1393 Prepare draft manifests. 1394

Port of Embarkation 1395

B-12. This phase begins with the receipt of an execute order. The order, along with any additional 1396 guidance, is provided appropriate subordinate commands, deploying units, and installations. The 1397 movement to the POE phase involves moving units from their home installations/mobilization station to the 1398 POE. This phase ends when unit personnel and equipment has departed the POE. HR tasks during this 1399 phase includes: 1400

Mobilization and Demobilization Considerations-B-4ATTP 1-0.1 Publication Date (Draft)

Maintaining 100 percent accountability of personnel. 1401 Prepare manifests. 1402

HR REAR DETACHMENT 1403

B-13. One of the most important functions of the S-1 during deployments is ensuring HR support functions 1404 capabilities are conducted for personnel who are part of the rear detachment and for processing replacement 1405 received while the unit is deployed. Specific HR roles and responsibilities are outlined in Appendix A, FM 1406 1-0. 1407

REDEPLOYMENT/DEMOBILIZATION 1408

B-14. Redeployment and demobilization tasks are identical to the DCS tasks listed in Appendix A. Key to 1409 success is ensuring the DCS requirements and actions are properly planned, executed, and managed. While 1410 maintaining personnel accountability is a high priority, specific emphasis needs to be placed task and action 1411 included in the DCS checklist. Additional priority emphasis is on: 1412

Completing recommendations for awards. 1413 Completing all evaluation reports. 1414 Ensuring all required LOD investigations have been initiated or completed. 1415 Identifying those Soldiers, DOD civilians, contractors, and JIM personnel assigned / attached 1416

who should redeploy individually 1417 Completing DA Form 7425 (Readiness and Deployment Checklist). 1418 Assisting unit commanders to prepare Soldiers for redeployment. 1419 Complete and submit of deployment travel vouchers. 1420 Identify Medical Hold/WTU/CBWTU Soldiers and coordinate with Rear-D for tracking. 1421 Coordinate delivery of DD214s to state for Orders amendments/iPERMS processing 1422 Brief/coordinate with Rear-D on Reintegration Programs requirements and timelines-i.e. Yellow 1423

Ribbon Programs 1424

S-1 OPERATIONAL TIPS 1425

B-15. This section provides S-1 personnel lessons learned from previously deployed S-1. While it targets 1426 RC units, active duty unit S-1 will also benefit when they have RC Soldiers assigned or attached to their 1427 organization. 1428

B-16. Soldiers mobilized to support OCONUS-based operations will have their initial mobilization orders 1429 cut for 365-days or no more than 400 days to ensure maximum operational employment time in theater. 1430 Units with adjusted redeployment dates may need to obtain updated orders for RC personnel. 1431

B-17. Units organized to serve as units must be activated as units. A unit is any group or detachment of 1432 one or more individuals organized to perform a particular function, whether or not such a group is part of a 1433 larger group. Individual Soldiers of the Ready Reserve may be ordered to active duty if they are not 1434 members of units organized to serve as units. During the period of active duty, National Guard and Army 1435 Reserve forces are part of the active armed forces of the United States. 1436

B-18. Involuntary mobilization orders should be published in order to reach Soldiers at least 30 days prior 1437 to their effective report date. Headquarter authorities will issue mobilization orders IAW AR 600-8-105 for 1438 Reserve Component individuals, units or DUIC units. 1439

B-19. Parent Brigade level Headquarters are responsible for ensuring fill of their co-located subordinate 1440 units. 1441

B-20. AHRC will fill geographically separated/dispersed elements from the Parent Brigade level 1442 Headquarters through inbound assignments or by cross-leveling on the installation. 1443

Mobilization and Demobilization Considerations

Publication Date (Draft) ATTP 1-0.1Mobilization and Demobilization Considerations-B-5

B-21. S-1 Sections need to ensure all Line of Duty Investigations are completed for RC Soldiers and have 1444 hard copies of all evaluations and awards/badges. For ARNG Soldiers, LOD‟s must process electronically 1445 through the Medical Operating Data System(MODS) LOD module. 1446

S-1 HR Systems-C-6 ATTP 1-0.1 Publication Date (Draft)

Appendix C 1447

S-1 HR Systems 1448

1449

C-1. Figure C-1 reflects the S-1 systems the S-1 will require access to operate. 1450

1451

HR Automation Systems

• Integrated Personnel and Pay System (IPPS) – Army• Army Disaster Personnel Accountability and Assessment System (ADPAAS) • Common Operational Picture Synchronizer (COPS)• Defense Casualty Information Processing System (DCIPS) • Defense Enrollment Eligibility Reporting System (DEERS)• Deployable Real-Time Automated Personnel Identification System (RAPIDS)• Deployed Theater Accountability Software (DTAS)• Electronic Military Personnel Office (eMILPO)• Enlisted Distribution and Assignment System (EDAS)• Human Resources Command User Registration System (HURS)• Integrated Total Army Personnel Database (ITAPDB) • Interactive Personnel Electronic Record Management System (iPERMS)• Regional Level Application Software (RLAS)• Reserve Component Automation System (RCAS)• Standard Installation/Division Personnel System – ARNG (SIDPERS-ARNG)• Tactical Personnel System (TPS)• Total Army Personnel Database (TAPDB) • Total Officer Personnel Management Information System II (TOPMIS II)

NOTE: Access to RLAS, RCAS, or SIDPERS-ARNG is only required if Reserve Component Soldiers are assigned or attached.

1452 1453

Figure C-1, HR Automation Systems 1454

1455

HR Automation Systems 1456

C-2. The brigade and battalion S-1 are at the tip of the spear for Army-wide PIM execution and require a 1457 team of HR professionals who are competent with automated HR systems and understand how HR 1458 functions and tasks are processed or conducted. As stated earlier, it is critical for S-1s to ensure their 1459 personnel are cross-trained on all HR systems and processes. Specific HR automation systems used by S-1460 1s and on their use within the brigade and battalion are discussed in the below paragraphs. 1461

C-3. Integrated Personnel and Pay System (IPPS) – Army. IPPS-Army is expected be fielded in FY 11. 1462 When fielded the system IPPS will provide a fully-integrated, all-Army, all-Component, military personnel 1463 and pay system which supports military personnel throughout their careers and in retirement. IPPS will 1464

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replace many of the current HR automated systems discussed in the following paragraphs. With IPPS 1465 military service members will be able to access their personnel and pay records via the Internet eliminating 1466 the need for multiple HR databases and paper forms. IPPS becomes the HR system of record for all 1467 components of the Army when fielded. IPPS includes Soldier self-service applications for some actions 1468 and allows HR providers better capability to update records than currently exists. IPPS “Super-Users” will 1469 be found in every brigade and brigade level (STB) S-1 section. Super-users will manage roles and 1470 permissions for Soldiers assigned and attached to the unit. 1471

C-4. Army Disaster Personnel Accountability and Assessment System (ADPAAS). ADPAAS is the 1472 Army‟s official tool for reporting the status of personnel accountability subsequent to a natural or 1473 man-made catastrophic event. ADPAAS is a web-based, user friendly system to determine the status 1474 and whereabouts of Soldiers, DO D civilians, O verseas Continental United States (O CO NUS) 1475 contractors, and Family members. The ADPAAS is designed to meet the policy requirements 1476 outlined in the DO D Instruction (DO DI) 3001 .02 , Personnel Accountability in Conjunction with 1477 National Emergencies or Natural Disasters (8 Aug 06), which requires each Service Component to 1478 provide the most expeditious accountability of designated personnel categories following a disaster. 1479 S-1 key information: 1480

After an emergency, all Army-affiliated personnel affected by the emergency (Soldiers, Family 1481 members and Civilian employees) are to report their status to their command at the first 1482 available opportunity. 1483

It also provides commanders a means to assess the impact of the disaster on Soldiers and their 1484 Families and to provide assistance where needed. 1485

ADPAAS is a web-based system and does not require any software installation. Family 1486 members, Soldiers and DOD civilians can use the secure website to update and view personal 1487 records. It can be accessed from work or home from any internet browser without a CAC-1488 reader. 1489

C-5. ARNG Line of Duty Module (LODM): Provides a web-accessible comprehensive, user-friendly tool 1490 for the use at Units, JFHQs, and NGB to administer and manage LOD determinations, incapacitation pay, 1491 medical care, and safety programs. LODM helps the user organize the materials needed to complete the 1492 electronic DA Form 2173 or DD Form 261, transfer the forms electronically to the next step, and track the 1493 LOD Investigation actions. Information available via MODS pre-populates data fields where appropriate. 1494 Improved security occurs with the digital signature of specified data elements using a CAC. 1495

C-6. Common Operating Picture (COPS). COPS is a web-based tool designed to give HR strength 1496 managers and commanders the capability to view Active Component officer and enlisted personnel strength 1497 and authorization information. This is the same system and data viewed by the DMSL managers at HRC. 1498 COPS provide a drill down capability to authorization information at the specialty, grade, ASI, and skill 1499 qualification identifier (SQI) level of detail. In addition, it also provides the capability to drill down 1500 assigned strength to the individual Soldier level. COPS compares strength data acquired from the TAPDB 1501 and authorization data from the Total Army Authorization Documentation System, and provides a manning 1502 view of assigned versus authorized strengths by UIC level of detail. S-1 key information: 1503

Access to COPS is through the Army Knowledge Online portal. 1504 Provide HR personnel at all levels to view same manning data. 1505 Provide number of assigned and authorized personnel by UIC. 1506

C-7. Defense Casualty Information Processing System – Casualty Forward (DCIPS-CF). DCIPS-CF 1507 DCIPS-CF is an automated system used to record and report casualty data. The system is employed by HR 1508 units, typically casualty liaison teams (CLTs), brigade and brigade level (STB) S-1sections, and G-1s 1509 performing casualty reporting missions. DCIPS-CF is capable of producing automated casualty reports. S-1510 1s need to understand that DCIPS-CF can operate in both the NIPRNET and SIPRNET modes and that 1511 classified casualty reports sent to the theater Casualty Assistance Center may require reentry into an 1512 unclassified system prior to forwarding to the (CMAOC) at HRC. Brigade, brigade level (STB) S-1s, and 1513 G-1s are required to coordinate with HRC and HRSC, if deployed to ensure they have access to DCIPS-CF. 1514 DCIPS-FWD is an automated system used to record and report casualty data. The system is employed by 1515 HR units, typically CLTs, Brigade S-1sections, and G-1s performing casualty reporting missions, and is 1516

-C-8 ATTP 1-0.1 Publication Date (Draft)

capable of producing automated casualty reports. S-1s should understand that DCIPS-FWD can operate in 1517 both the NIPRNET and SIPRNET modes and that classified casualty reports sent to the theater Casualty 1518 Assistance Center may require reentry into an unclassified system prior to forwarding to the Casualty and 1519 Mortuary Affairs Operations Center (CMAOC) at HRC. Brigade S-1s coordinate with HRC and HRSC 1520 (Casualty Operations Division – serving as deployed Casualty Assistance Center) to ensure they have 1521 access to DCIPS-FWD. S-1 key information: 1522

DA Form 1156 (Casualty Feeder Card) must be authenticated by a field grade officer. 1523 LOD determinations are required when a Soldier on active duty is diagnosed with an illness 1524

regardless of the cause of the illness, is injured (except injuries so slight as to be clearly of no 1525 lasting significance), or dies. 1526

Ensure the Rear Detachment maintains a roster of trained and certified CNOs and CAOs along 1527 with identifying personnel to serve as Summary Court Martial Officers (SCMOs). 1528

S-1 need to maintain 100 percent accountability of personnel to include the tracking of personnel 1529 evacuated from the theater. 1530

C-8. Defense Enrollment Eligibility Reporting System (DEERS). DEERS is an automated system that 1531 maintains personnel and benefits information for active, retired, and reserves uniformed Service personnel; 1532 eligible Family members of active, retired, and reserve uniformed Service personnel; DOD Service 1533 personnel; and DOD contractors requiring logical access. DEERS is used to verify eligibility when 1534 producing ID cards (RAPIDS and common access cards). DEERS supports benefit delivery including 1535 medical, dental, educational, and life insurance. In addition, DEERS enables DOD e-business, including 1536 identity management, and reduces fraud and abuse of government benefits and supports medical readiness. 1537 S-1 key information: 1538

S-1s who have questions about the DEERS information displayed should contact the DEERS 1539 help desk as 1.800.538.9552 or consult the DEERS FAQs that are published on the TRICARE 1540 website: http://www.tricare.osd.mil/deers/default.cfm. 1541

All DEERS content that comes from AKO is encrypted and secure. Note: information is not 1542 stored on AKO, it is retrieved and displayed when you access the DEERS service. 1543

Brigade level S-1 must ensure the DEERS/RAPID system accompanies troop deployment and 1544 not shipped by boat. 1545

C-9. Director‟s Strength Readiness Overview (DSRO). An ARNG web based analysis tool that provides 1546 an accurate picture of a state or unit‟s strength posture with drill-down capability. 1547

C-10. Deployable Real-Time Automated Personnel Identification System (RAPIDS). The deployable 1548 RAPIDS workstation is a laptop version of a fixed RAPIDS workstation designed for use in both tactical 1549 and non-tactical environments. It provides the brigade S-1 with the ability to provide DEERS updates and 1550 issue common access cards to Soldiers at home station or in a deployed environment. The deployable 1551 workstation also provides the brigade S-1s with a common access card/personal identification number reset 1552 capability. This system works only when connected to DEERS and has the same operational capability as 1553 the standard desktop version of the RAPIDS workstation. S-1 key information: 1554

C-11. The Site Security Manager (SSM) is vital to operation of a RAPIDS site. The Defense Manpower 1555 Data Center (DMDC) relies heavily upon the RAPIDS SSM to provide the leadership needed to operate a 1556 RAPIDS workstation and to ensure that only eligible individuals receive DOD personnel and medical 1557 entitlements as well as to safeguard access to DOD systems and facilities. The SSM is responsible for key 1558 areas of operation: policy and procedure compliance; operator and site administration; documentation and 1559 training compliance and cardstock and consumables support. DMDC requires two SSMs per site to allow 1560 continuity of operations for on-demand application overrides and additional application activities that only 1561 the SSM has role-based access to support when maintenance or communication issues arise. Additionally, 1562 SSMs may need to coordinate with the S-6 or supporting firewall and network administrator, and/or 1563 technical staff to ensure that adequate local area network connection and firewall port access are available 1564 to accommodate the RAPIDS deployable system. 1565

C-12. Key to successful operation of the deployable RAPIDS workstation is its continued utilization in 1566 both tactical and non-tactical environments. System operators maintain proficiency and certification as 1567 well as maintain the RAPIDS workstation with up-to-date software upgrades and system security patches. 1568

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C-13. Brigade S-1s must ensure operators are appointed in writing and are trained on how to use the 1569 deployable RAPIDS. RAPIDS SSMs, and any additional Verifying Official operators, must complete the 1570 web-based training certification courseware prior to issuing cards on the system. The certification courses 1571 are available from any CAC-enabled workstation at https://learning1.dmdc.osd.mil. 1572

C-14. Deployed Theater Accountability Software (DTAS). DTAS is software used to establish and 1573 maintain personnel accountability in a theater of operations. DTAS is a classified system fielded to all S-1 1574 organizations. It provides S-1 personnel and their commanders with a tool to accurately account for and 1575 report military and civilian personnel. This capability is critical for immediate and future operations. S-1 1576 key information: 1577

Key reports included: gains/losses report, in-transit report, PERSTAT report, and unit rosters. 1578 Prior to deployment a copy of the unit manning roster will be provided to the supporting HRSC. 1579 Reconciliation is required between DTAS and the eMILPO. 1580

C-15. electronic Military Personnel Office (eMILPO). eMILPO is a web-based application designed to 1581 provide the Army with a reliable, timely, and efficient mechanism for performing personnel actions, 1582 personnel accountability, and strength reporting. eMILPO is utilized by S-1s at all levels and is the 1583 mechanism for updating active duty Soldier information at the top of the system. eMILPO transactions 1584 establish or update the various Total Army Personnel Database (TAPDB) and ultimately (daily) the 1585 integrated Total Army Personnel Database (ITAPDB) at HRC. eMILPO modules allow users, HR 1586 managers, and commanders visibility of the location, status, and skills of their Soldiers from both HQDA-1587 levels down to unit-level. S-1 key reports include: 1588

Personnel Asset Visibility Report. 1589 Personnel Grade Strength Report. 1590 Enlisted Promotion Reports (AAA 117 & AAA 294). 1591 Multiple readiness report and individual data queries for Soldier information. 1592 Unit Personnel Accountability Report, AAA 162. 1593 Human Resource Authorization Report (HRAR) (formerly known as the Unit Manning Report). 1594 Personnel Accountability Notice (AAA-165). 1595 GCMDL Report (AAA-199). 1596 Flag Report (AAA-095). 1597

C-16. Enlisted Distribution and Assignment System (EDAS). EDAS is a real-time, interactive, automated 1598 system which supports the management of the enlisted force. Assignment and distribution managers in 1599 HRC use EDAS to create requisitions and process assignments, to create and validate requisitions, and to 1600 add or modify requisitions. It also provides enlisted strength management information. Installations 1601 primarily use eMILPO to update data on TAPDB – Active Enlisted. S-1 key information: 1602

Units use EDAS to create enlisted requisitions and to read data that they are authorized; for 1603 example information on Soldiers assigned to their commands and incoming personnel 1604

Soldiers cannot be on assignment instructions if it has not been processed through EDAS. Date 1605 of notification is not official confirmation. 1606

Some EDAS functions cannot be completed unless the information in eMILPO has been 1607 updated. 1608

C-17. Human Resources Command User Registration System (HURS). HURS is a web-based application 1609 used by unit administrators to request access to HRC controlled databases and automated systems (does not 1610 support requests for eMILPO access). S-1 key information: 1611

User‟s access is at: Https://hurs.army.mil/hurs. 1612 A HURS account must be established to access TOPMIS, EDAS, COPS, etc. 1613 Each brigade level S-1 organizations must have a HURS account. S-1s may further delegate 1614

sponsor privileges to any individual assigned to their PPA code. 1615

C-18. Integrated Total Army Personnel Database (ITAPDB). ITAPDB integrates individual records from 1616 the five physical TAPDB databases into a single physical database. Ownership rules determined by the 1617

-C-10 ATTP 1-0.1 Publication Date (Draft)

three Army components are applied, so ITAPDB shows which component “owns” the Soldier at the time 1618 the records are loaded. 1619

C-19. Information Management and Reporting Center (iMARC) –System used by the ARNG for education 1620 and incentive tracking tool; includes tracking of bonuses. 1621

C-20. interactive Personnel Electronic Record Management System (iPERMS). iPERMS is the repository 1622 of official military personnel files for all active Army personnel (includes Active duty, Reserves, and 1623 National Guard). S-1 key information: 1624

The Military Human Resources Record (MHRR) replaces the Official Military Personnel File 1625 and contains a copy of all permanent documents. 1626

Documentation must be placed into the soldier‟s MHRR in accordance with Army Regulation 1627 600-8-104. For Family members, accuracy of information is critical for next of kin notification. 1628

iPERMS is a “one system” for all components. 1629

C-21. Regional Level Application Software (RLAS). RLAS is used by the Army Reserve and is a client-1630 server web enabled application for the management of personnel and resources. RLAS shows overall 1631 readiness posture of the unit by Soldier and generates TAPDB – Reserves transactions and electronically 1632 transmits the data to HRC. 1633

C-22. Reserve Component Automation System (RCAS). RCAS is an automated information system that 1634 supports commanders, staff, and functional managers in mobilization, planning, and administration of the 1635 Army‟s RC forces. It is primarily a National Guard system, but the Army Reserve uses some mobilization 1636 modules. It is a web-based information system that provides visibility of personnel management data, tools 1637 for retirement points accounting, and mobilization planning. Unit-level personnel can view all data for 1638 Soldiers assigned. S-1 key information: 1639

While RCAS is populated by SIDPERS-ARNG, it does not update SIDPERS-ARNG. 1640 To use the RCAS web-based applications, a user must have an account and one or more profiles 1641

containing application specific user roles. 1642 S-1s should contact the nearest USAR/ARNG representative for clarity or for specific 1643

information on action affecting ARNG personnel. 1644

C-23. Standard Installation/Division Personnel System – Army National Guard (SIDPERS-ARNG). 1645 SIDPERS-ARNG performs functions similar to those performed in eMILPO for the AC. It is the National 1646 Guard‟s database of record for personnel – each of the 54 States/Territories maintains its own database. 1647 Each state transmits their updates to NGB and the NGB loads these state-level changes into TAPDB – 1648 Guard. S-1 key information: 1649

While many HR actions for ARNG personnel on active duty are submitted via the active duty 1650 system, some actions require submission of documents or actions be provided to the Soldier‟s 1651 state. These include promotions and reductions, discharges, MOS changes, dependency 1652 changes, etc. 1653

S-1s should contact the nearest ARNG representative for clarity or for specific information on 1654 action affecting ARNG personnel. 1655

C-24. Tactical Personnel System (TPS). TPS is a standalone database that provides an ad hoc ability to 1656 create a temporary system to account for unit personnel. TPS has limited ability to perform robust PA or 1657 SR and is used primarily to create manifests for transportation by air. TPS is capable of producing 1658 automated manifests that can be loaded in Air Force manifesting systems and DTAS. S-1 key information: 1659

Generates reports (Personnel Daily Summary, Personnel Requirements Report) which assist S-1 1660 with personnel accountability, replacement operations, and strength reporting. 1661

Eliminates unnecessary data entry to create manifests, deployed databases and reports based on 1662 embedded capabilities and link to TAPDB. 1663

Produces and edits task force structures by UIC, SSN and/or crew. 1664 Generates deployment, redeployment, and aircraft manifests. 1665 Automatically builds a deployed personnel database. 1666 Provides queries on deployed personnel. 1667

Publication Date (Draft) ATTP 1-0.1 -C-11

Interfaces with RAPIDS, Air Mobility Command/Global Transportation Network. 1668 Generates transfer files which are up-loadable to populate the DTAS deployed personnel 1669

database. 1670

C-25. Total Army Personnel Database (TAPDB). TAPDB is the Army‟s corporate HR database. It is 1671 implemented as five separate databases: TAPDB – Guard for the Headquarters, National Guard; TAPDB- 1672 Reserves; TAPDB – Active Enlisted; TAPDB – Active Officer; and TAPDB – Civilian. 1673

C-26. Total Officer Personnel Management Information System II (TOPMIS-II). TO PMIS II is a real-1674 time, interactive, automated system which supports the management of the officer force. 1675 Assignment and distribution managers in HRC-Knox use TO PMIS II to create requisitions and 1676 process assignments. It is used by HQ DA/ Army Commands/ Installations to manage officer strength 1677 and distribution of officers and to maintain officer record data on the Total Army Personnel 1678 Database - Active O fficer. S-1 key information: 1679

Deploying units must ensure Soldiers have requested access from HRC and that they have 1680 received the prerequisite training on TOPMIS II. 1681

Key Reports/Outputs include: ORBs, RFOs, Officer Promotion Orders, multiple individual 1682 queries, unit strength reports. 1683

OTHER AUTOMATION SYSTEMS 1684

Medical Protection System (MEDPROS) 1685

C-27. In addition to the HR system listed above, S-1s will need access to the Medical Protection System 1686 (MEDPROS). MEDPROS is a medical system which provides S-1s and their commanders with a real-1687 time, worldwide system to monitor and assess the medical readiness and deployability for Soldiers in their 1688 respective unit. MEDPROS is accessible to the brigade surgeon to assist in planning and executing Army 1689 Health System operations and to provide commander‟s with medical situational awareness. The S-1 can 1690 use MEDPROS to track the DOD Individual Medical Readiness (IMR) requirements. MEDPROS provides 1691 commanders and S-1 staffs with comprehensive reports to assess the medical readiness for their Soldiers. 1692 MEDPROS tracks the following IMR requirements: 1693

Immunizations. 1694 DNA and HIV status. 1695 Dental readiness. 1696 Periodic physicals. 1697 Medical and limited duty profiles. 1698 Non-deployable medical profiles. 1699 Occupational and environmental health (OEH) protection and equipment status. Gender 1700

specific health issues. 1701

C-28. MEDPROS reports are color coded as red, amber, and green to provide the commander with an 1702 immediate glance as to the readiness of the unit. A particular key module for an S-1 to utilize is the USR 1703 Report Tool module. The MEDPROS USR tool was built to assist commanders and staff with completing 1704 the USR. The report and data the tool provides should be used when preparing the USR and can be turned 1705 in with the USR as supporting documentation of the unit‟s medical readiness. Users can access MEDPROS 1706 for read only or read/write capability. Individuals that only require read only access can request a logon 1707 and password from the MEDPROS home page at www.apps.mods.army.mil. S-1 key information: 1708

Synchronized Pre-deployment and Operational Tracker (SPOT) 1709

C-29. The Synchronized Pre-deployment and Operational Tracker (SPOT). SPOT is designated as the 1710 Joint Enterprise contractor management and accountability system. SPOT maintains by-name 1711 accountability for all contractors. The Contractors Authorized To Accompany The Force (CAAF) 1712 coordination cell attached to the Army Field Support Brigade assists in establishing and maintaining the 1713 tracking and accountability of all CAAF and other contractors as directed. The Army Field Support 1714 Brigade reports SPOT CAAF, and other contract employee data as directed, who incorporates contractor 1715 numbers in their reports to the HRSC and ASCC G-1/AG. The ASCC G-1/AG is responsible for 1716

-C-12 ATTP 1-0.1 Publication Date (Draft)

developing personnel accountability and reporting policies for contractors. The HRSC, G-1/AGs, and S-1s 1717 execute these policies. G-1/AGs monitor the accountability process to ensure subordinate units are 1718 properly executing the accountability process. See FMI 4-93.41, Army Field Support Brigade Tactics, 1719 Techniques, and Procedures and JP 4-10, Contracting and Contractor Management in Joint Operations for 1720 additional information on SPOT. S-1 key information: 1721

Army Battle Command System 1722

C-30. Army Battle Command System. (ABCS). ABCS integrates the command and control system found at 1723 each echelon, from ground force component commanders at the theater or joint level to the individual 1724 Soldier or weapons platform. ABCS supports the mission by integrating the automation systems and 1725 communicates with the functional link at strategic and tactical headquarters. 1726

C-31. The Force XXI Battle Command Brigade and Below (FBCB2). FBCB2 is a major component of 1727 ABCS and system supports lower-echelon battle command tactical mission requirements such as: 1728

Real-time situational awareness for commanders, staff and Soldiers. 1729 Integrated logistics support. 1730 Graphical displays with friendly and enemy unit locations. 1731 Common operating picture of the operations area. 1732

Contractor Verification System 1733

C-32. Contractor Verification System (CVS). CVS is a web-based tool to gather information to verify 1734 eligibility for issuing common access cards to authorized contractors. CVS is accessible from any 1735 computer with a web browser and was created to provide increased control in who may apply for a 1736 common access card; eliminate data re-entry; and provide real time information about DOD contractors. 1737 Note: there is a distinction between contractors eligible for the common access card and others needing 1738 physical access that are issued a local contractor‟s identification. 1739

1740

Publication Date (Draft) ATTP 1-0.01 D-1

Appendix D 1741

S-1 Assessment Checklist 1742

1743

D-1. This appendix provides a checklist for brigade, brigade level, and battalion S-1s to assist them in 1744 assessing the effectiveness of S-1 operations. 1745

D-2. This list is not all inclusive but should be used by S-1 as a guide. All S-1‟s should ensure personnel 1746 are knowledgeable of all the databases and automated systems used by all three components of the Army. 1747 (eMILPO, SIDPERS, and RLAS) 1748

1749

MAN THE FORCE 1750

Is the S-1 properly manned in order to have the capability to perform 24/7? 1751 Do all S-1 personnel understand how the S-1 contributes to the mission of the unit? 1752 All S-1 personnel are trained on HR doctrine, HR core competencies, and the key functions and 1753

supporting tasks? 1754 Each S-1 individual understands the role of each S-1 team member and the overall mission of the S-1? 1755 All S-1 personnel are knowledgeable of the mission of subordinate units and of their higher 1756

headquarters? 1757 All S-1 personnel understand the ARFORGEN process and what are the key S-1 functions during each 1758

cycle (garrison, deployment and redeployment)? 1759 S-1 personnel understand how S-1 support is conducted in garrison and while deployed? 1760 All S-1 personnel are aware of the specific tasks performed during the deployment cycle support 1761

(DCS) process? 1762

When cross-leveled RC Soldiers return to their Home Station unit following a deployment, the Home 1763 Station S-1 will manage those Soldiers‟ attendance at Yellow Ribbon training and events? 1764

Enlisted Strength Management 1765

SOP has been developed? 1766 Access to EDAS has been established? 1767 Enlisted Soldiers are assigned to duty positions in accordance with established DA priorities? 1768 Soldiers are assigned in the Primary Military Occupational Specialty (PMOS) at the same rank or two 1769

ranks higher (normal progression in the MOS career pattern)? 1770 Non-bonus, first-term Soldiers are slotted in their PMOS during their first term of service or through 1771

the first 12 months after completion of Advanced Individual Training (AIT)? 1772 Exceptions to the above are based urgent military requirements and is limited to no more than 90 days, 1773

except during combat? 1774 Soldiers in the organization are assigned a position number on the Human Resource Accounting 1775

Report? 1776 Soldiers are carried in position 9992 no longer than 7 days after arrival? 1777 e-MILPO data transactions are submitted? 1778

-D-2 ATTP 1-0.1 Publication Date (Draft)

Current MTOE document is correct in eMILPO? 1779 No Soldiers are double slotted or carried in position 9999? 1780 Reconciliation are retained for 1 month then destroyed? 1781 All commanders are familiar with the Childs Soldiers Protocol to the United Nations Convention and 1782

have identified Soldiers? 1783 Soldiers that are attached to other units for deployment are being placed in position 9996? 1784 Soldiers are appropriately assigned to position codes, 9990- Overstrength, 9991-Surplus/Excess, 9992-1785

Incoming, 9993-Known Loss, 9994-Authorized Attached, 9995-Future Use, 9996-Assgn Temp, and 1786 9998-TCS Attached? 1787

Officer Strength Management 1788

SOP has been developed? 1789 Access to TOPMIS has been established? 1790 Manage the assessment of officers into the unit. Failure to do this and over-assessing Company Grade 1791

officers will result in no career progression for a large part of that population. 1792

Personnel Accountability 1793

SOP has been developed? 1794 100 percent personnel accountability is maintained? 1795 Appropriate databases are updated as changes occur? 1796 Higher headquarters personnel accountability policies and procedures are conducted in prescribed 1797

timeframes? 1798 Personnel accountability is maintained for intransit personnel at APOE/APOD, during theater entry, 1799

during military operations and redeployment? 1800 Read detachment personnel maintain 100 percent accountability of non-deployed personnel? 1801 AEA information is processed and monitored? 1802 Duty status changes and changes in locations are made as soon as the change becomes effective or the 1803

S-1 is made aware of the change (return to duty, R&R, leave and pass, hospital, etc.)? 1804 S-1 personnel have access to the HR system and have the appropriate permission level to conduct 1805

personnel accountability? 1806 Unit accountability reports and Unit Personnel Accountability Notices are monitored and processed 1807

daily? 1808 S-1s are producing the AAA-162 report twice monthly to reconcile with the PA system (USR and End 1809

of Month)? 1810 Suspension of Favorable Actions Management Report, Reports of Absent With Out Leave (AWOL), 1811

and Good Conduct Medal Rosters are being monitored and processed monthly? 1812 DA Form 4187s are forwarded to the S-1 to Brigade S-1 for eMILPO transactions for AWOL 1813

Soldiers? 1814 Statements of Service (DA Form 1506) and appropriate transactions are properly calculated and 1815

submitted to Reenlistment for Soldiers who return from AWOL/DFR status to reflect service 1816 computation adjustments? 1817

S-1 maintains a copy of the latest PAI (Personnel Asset Inventory) with the proper documentation 1818 attached? 1819

PAI was complete within 5 duty days of the muster formation? 1820 All Soldiers are properly in-process and out-processed by the installation prior to reporting or 1821

departing the unit? 1822

Publication Date (Draft) ATTP 1-0.1 -D-3

S-1 and units are completing in-processing as required by the Personnel In-processing Record, DA 1823 Form 5123-1-R? 1824

DA Form 647 (Personnel Register) is being maintained? 1825 S-1 obtains a copy of Soldier‟s orders, verifies unit of assignment and has soldier sign in on the DA 1826

Form 647? 1827 S-1 personnel understand the procedures on how to input transactions on mass arrival or on a group of 1828

Soldiers assigned to same UIC? 1829 Soldiers are being slotted in valid positions as part of the arrival transaction process? 1830 S-1 ensures the current MTOE document is correctly reflected in the HR database? 1831

Personnel Readiness Management 1832

SOP has been developed? 1833 Link has been established with HRC for replacement personnel? 1834 Are critical positions (billets) identified? 1835 Deployment operational timelines are confirmed with HRC, G-3, S-3? 1836 PRM is managed for subordinate units? 1837 Distribution fill plan is established based on manning guidance and commanders priorities? 1838 Soldiers are properly distributed to subordinate units? 1839 Manning status in subordinate units has been verified? 1840 HRC is provided feedback on issues of training, gender, additional skill identifier (ASI), or other 1841

special instructions? 1842 Replacement priorities based on current and forecasted readiness status and commander‟s intent have 1843

been coordinated with the S-3? 1844 Commander has been advised on the personnel readiness status (current and projected) of subordinate 1845

units to include: key leaders, critical combat squads, crews and teams? 1846 S-1 has predicted personnel requirements, based on current strength levels, projected gains, estimated 1847

losses, and the projected number of Soldiers and Army civilians returning to duty from MTFs? 1848 Losses are monitored (e.g., combat, non-combat, UCMJ actions, administrative separations, medical, 1849

MOS Medical Retention Boards (MMRBs), Medical Evaluation Boards (MEBs), etc)? 1850 Non-available or non-deployable Soldiers have been identified, issues resolved or the Soldier has been 1851

reassigned to a non-deploying unit? 1852 Policy and procedures for the call forward of replacements have been completed? 1853 Equipment requirement for replacement personnel have been coordinated with the S-4? 1854 S-1 understands their role in the personnel portion of reorganization or reconstitution operations? 1855 Soldier Readiness Processing (SRP) is managed to validate individual readiness and ensure visibility 1856

through updates to appropriate systems and databases? 1857 Soldiers are properly utilization; distributed and slotted? 1858 Critical personnel requirements are reported to HRC for individual Soldiers and/or teams? 1859 S-1 monitors and reconciles strength deviations? 1860 Unit Identification Code (UIC) hierarchies are managed through various databases to ensure an 1861

accurate readiness common operational picture to the National HR Provider? 1862 PRM is included in all OPORDs and OPLANs? 1863 RC Soldiers must complete Civilian Employment Information (CEI) annually and during pre-1864

mobilization (except AGRs). IAW 38 U.S.C. 4333; IO U.S.C. 10149; EO 9297 1865

-D-4 ATTP 1-0.1 Publication Date (Draft)

S-1 conducts a final check of Soldier‟s in-processing to ensure non-deployment conditions are 1866 corrected or reported to the commander? 1867

S-1 follows-up on all suspense actions required for Soldier‟s readiness processing requirements? 1868 Soldiers are identified who arrive to the unit with high Personnel Tempo (PERSTEMPO) historical 1869

report and identified as high deployers? 1870

Strength Reporting 1871

SOP has been developed? 1872 S-1 collects, analyzes, updated, and reports personnel strength information to G-1/AG or higher HQs? 1873 S-1 monitor duty status change information (i.e., Present for Duty, WIA, KIA, MIA) and update the 1874

personnel database and HR management systems? 1875 Error reconciliation and deviations corrections are resolved strength between 1876

eMILPO/RLAS/SIDPERS and TAPDB and between DTAS and the manual PERSTAT? 1877 DTAS and other HR systems are updated daily or as required? 1878 Personnel status reports are submitted (i.e., PERSTAT/JPERSTAT) to higher HQs? 1879 PERSUMs and PRRs are submitted when required by higher headquarters? 1880 S-1 coordinated with the Rear Detachment, appropriate staff sections, and external agencies for 1881

information on casualties, patient tracking, and stragglers and ensures the database is updated? 1882 S-1 plan and coordinate for connectivity for secure and non-secure data systems, as well as access to 1883

secure voice communications systems? 1884 Manifesting is conducted at ports of embarkation and ports of debarkation and the information is 1885

entered into the theater database? 1886

Reassignments/Replacement Operations 1887

SOP has been established? 1888 Are procedures established to capture personnel information on all in-bound personnel immediately 1889

upon their arrival? 1890 Reassignment notifications are screened for special processing requirements? 1891 Part II of the Reassignment Notification is completed, to include prints out? 1892 S-1 conducts interview with Soldier ensuring Soldier completes Part III of the Reassignment 1893

Notification Packet and Part III DA Form 5118? 1894 Unit ensures Soldiers attend their scheduled reassignment briefing? 1895 S-1 ensures that all documentation and requirements for the Soldiers AI are completed and forwarded 1896

to Reassignments Section for orders issuance? 1897 Procedures are in place to initiate deletions and deferments if disqualifying factors are identified? 1898 Reassignment interviews take place as scheduled? 1899 Soldiers receive reassignment orders at least 90 days prior to Soldier‟s report date? 1900 S-1 and unit submits requests for deletion/deferment within 60 calendar days from the EDAS cycle 1901

date, or if a situation arises after the initial 60 day period, the request is submitted within 72 hours? 1902 S-1 has appropriate access to needed databases (PERNET, eMILPO, EDAS, etc.)? 1903 EDAS FTP files to include LOSS, LOSD, DELDEF and MODF are printed each week and compared 1904

data with the eMILPO EDAS Cycle to identify discrepancies? 1905 Reassignment packets contain the eMILPO losing assignment sheets, have they been compared for 1906

accuracy and steps taken in eMILPO to resolve any discrepancies? 1907 Non-EDAS AIs are being populated when EDAS assignment did not processed in eMILPO? 1908

Publication Date (Draft) ATTP 1-0.1 -D-5

MPD/S-1 takes appropriate action to delete a Soldier‟s AI when they have not reenlisted/extended to 1909 meet Service Remaining Requirements within 30 days from EDAS Cycle Date? 1910

Absent Without Leave (AWOL) and Dropped from the Roles (DFR) 1911

SOP has been developed? 1912 Commanders conduct an immediate inquiry to determine Soldiers true status? 1913 PIM records reflect AWOL/DFR status? 1914 DA Form 4187 is submitted to MPD/brigade S-1 within 24 hours after scheduled return date? 1915 Provost Marshal is notified within 24 hours of Soldier's absence and provided information which could 1916

lead to early apprehension? 1917 S-1/unit commander initiates Suspense of Favorable Actions (FLAG) immediately upon determination 1918

that a Soldier is AWOL? 1919 S-1 prepares a letter notifying absentee's next of kin by 10th day of absence? 1920 S-1drops individual from the rolls from the unit at 0001 hours on the 31st consecutive day of AWOL? 1921 S-1 submits DFR transactions? 1922 DA Form 4187 is prepared for DFR? 1923 DD Form 553 forwarded to the local provost marshal office? 1924 DD Form 458 is completed and forwarded along with DFR packet to MPD/brigade? 1925 Unit forwards the original copy of the DFR packet within 48 hours after Soldier has been placed in a 1926

DFR status to USADIP, Ft. Knox KY? 1927 After a Soldier is DFR, the S-1 coordinates w/ SCMO to have Soldiers belongings inventoried and 1928

coordinate w/ S-4 to have personnel belongings secured and unit equipment returned to Supply. 1929 Files are maintained IAW DA PAM 25-400-2 1930

FLAGS 1931

Unit Commanders promptly notify the S-1 when a Soldier should be flagged or the flag lifted? 1932 FLAG transactions are being promptly submitted, using the correct transaction code? 1933 S-1 ensures the unit commander coordinates flagging actions with the S2, Security Manager? 1934 S-1 sends a copy of the final flag to HQDA for Soldiers who are on a HQDA selection list? 1935 Appropriate officials are authenticating the DA Form 268? 1936 Soldier is being informed of the Flagging action? 1937 Copies of DA Form 268 are forwarded to finance via next unit transmittal letter (UTL)? 1938 S-1 provides a copy of DA Form 268 to the Retention NCO to ensure the proper ERUP Code is 1939

applied and removed? 1940 Suspension of Favorable Personnel Actions Roster is posted with changes? 1941 Final FLAGs are filed IAW AR 25-400-2 and AR 600-8-2? 1942 S-1 sends the flagging action unit commanders for review, verification and correction? 1943 “Initial” and “removal” FLAG transactions are submitted with the correct effective date? 1944 Weekly Report of AWOL is sent to unit commanders for review, verification, and correction? 1945

Records Management 1946

S-1 and unit has required accesses and resources (System access such as eMILPO, EDAS, TOPMIS, 1947 Regulations, MILPER MSG, etc.) to conduct Records Management Functions? 1948

100% accountability of all Soldiers records are compared to the Unit Accountability Roster? 1949

-D-6 ATTP 1-0.1 Publication Date (Draft)

Copy of Enlisted Records Brief (ERB)/Officer Records Brief (ORB), Record of Emergency Data (DD 1950 FORM 93), Servicemen's Group Life Insurance and Certificate (SGLV 8286), and 1951 Enlistment/Reenlistment documents are maintained? 1952

All required Official Military Personnel File (OMPF) updates are submitted on iPERMS or via digital 1953 sender to Soldier Records Data Center? 1954

Soldier Military Personnel Files (MPF) is accessible (24/7) and an updated access roster maintained? 1955 Hand receipts for transferred records are maintained for records are transferred? 1956 S-1 has appointed a Records Manager and Assistant Records Manager? 1957 MPFs are being maintained IAW AR 600-8-104 and filed IAW AR 25-400-2? 1958 Both Records Managers are registered in Army Records Information Management System (ARIMS) 1959

and have completed the training on ARIMS Redesign Computer-Based Training or the Web-Based 1960 Tutorial? 1961

Unit Status Reporting 1962

Unit/S-1 has appointed on orders a primary and alternate USR representative? 1963 A non-available listing with the correct non-available codes (which match what is reported on 1964

NetUSR) is submitted via email prior to arrival at G-1 for USR? 1965 Critical MOS Shortage List (Top 10) is submitted on most recent USR, in the order of priority and 1966

which match what is listed on the commander‟s letter? 1967 Critical MOS Shortage List provides a statement of operational impact if MOS's are not filled? 1968 eMILPO database match the NET USR Personnel Report for USR? 1969 Units are checking their Replacement UIC account daily? 1970 Monthly G1 Pre-Scrub's is attended by a knowledgeable MSC S-1 representative (strength manager, 1971

OIC, NCOIC, etc.) for USR? 1972 MSC USR couriers possess a valid DD Form 2501 (Courier Authorization Card) and understand the 1973

sensitivity/classification of USR data? 1974 MTOE/TDA used to determine required strength? 1975 Required Strength excludes augmented TDA for non-TOE positions? 1976 Required Strength includes authorized Professional Officer Filler Information System (PROFIS) 1977

personnel? 1978 Assigned strength percentage is determined by comparing assigned versus required strength? 1979 PROFIS personnel assigned to required PROFIS positions? 1980 Assigned strength are adjusted to the “as of” date of the USR (15th of the month)? 1981 A list of non-availables by name and condition are maintained? 1982 Available strength percentage based on a comparison of available strength and required strength? 1983 PROFIS personnel included in available strength? 1984 MOSQ percentage is based on a comparison of available strength and required strength? 1985 MOSQ does not exceed available strength? 1986 Officers are counted on a one for one basis? 1987 Personnel in over-strength skills reported as excess? 1988 Procedures have been established for identifying available personnel for Squad Crew Manning? 1989

1990

PROVIDE HR SERVICES 1991

Publication Date (Draft) ATTP 1-0.1 -D-7

Casualty Operations 1992

A SOP been developed for casualty operations garrison, deployments, and redeployments. 1993 Has contact been established with the supporting CLT? 1994 Rear Detachment maintains a roster of trained and certified CNOs and CAOs? 1995 Rear Detachment makes telephonic notification for all injured/ill casualties as directed by CMAOC? 1996 Rear Detachment has identified and trained sufficient personnel to serve as Summary Court Martial 1997

Officers (SCMOs) to secure and process home station personal effects? 1998 Personnel asset visibility is maintained on all assigned or attached personnel, other service personnel, 1999

DOD/DA civilians, and CAAF? 2000 S-1 maintains a personnel information database as directed by the Army Service Component 2001

Command (ASCC) G-1/AG for the purposes of assisting PR operations; PR Cell requires information 2002 on isolated, missing, detained, or captured personnel? This is especially important if the individual in 2003 question did not complete DD Form 1833, Isolated Personnel Report, or civilian equivalent form? 2004

All assigned or attached personnel are trained on and maintain required copies of DA Form 1156? 2005 Casualty information from subordinate battalion S-1 sections is obtained from tactical voice and data 2006

nets, using the DA Form 1156 as a template to collect all essential elements of the casualty report, 2007 from brigades‟ ad hoc CLTs? 2008

Verification that casualty information (DD Form 93/SGLV-8286) on Soldiers‟ MHRR is current? 2009 Casualty reports are submitted to the battalion, brigade corps/division G-1/AG, or deployed theater 2010

CAC, IAW ASCC G-1/AG in accordance with reporting guidance and timelines? 2011 S-1 is informed DUSTWUN incidents and casualty reports? 2012 Coordination is maintained with the Surgeon/MTF/Medical Company to monitor status of casualties? 2013 Supplemental casualty reports are submitted when the status of the casualty changes or whenever 2014

additional information becomes available, to include the initiation of or completion of any death 2015 investigation? 2016

S-1 monitors/appoints SCMOs for personal effects, as required to include submission of the interim 2017 and final SCMO report to CMAOC? 2018

Posthumous promotions, awards, and U.S. citizenship, are processed if appropriate? 2019 S-1 coordinates with the S-4 for movement of personal effects? 2020 Appointment orders are issued for investigation officers to conduct AR 15-6 collateral investigations 2021

into all hostile deaths and military-related accidental deaths and friendly fire incidents? 2022 S-1 monitors and appoints LOD investigating officer for non-hostile injuries and deaths, as directed by 2023

the commander? 2024 S-1 prepares and dispatches letters of sympathy/condolence as required? 2025 Casualty operations are included in all OPORDs and OPLANs? 2026 S-1 updates the status of casualties to the commander, subordinate S-1s, and Rear Detachment 2027

commander as they move through the medical system using DCIPS-CF the brigade Surgeon, and when 2028 required, verbal coordination with MTFs? 2029

S-1 analyzes personnel strength data to determine current capabilities and project future requirements? 2030 Casualty operations and capabilities are included as part of early entry operations? 2031 S-1 establishes and convenes a casualty working group to ensure all actions that are required to be 2032

completed in the aftermath of a casualty incident are coordinated and completed? 2033 Unit personnel have been trained to operate DCIPS/DCIPS-CF? 2034 Casualty reports are authenticated by the proper authority/grade? 2035 Units have required resources to conduct casualty document and reporting functions 2036 Authorized dependents provided by Soldier are reflected in DEERS/eMILPO? 2037

-D-8 ATTP 1-0.1 Publication Date (Draft)

S-1 has established a system to ensure Soldier's records and casualty documents are easily accessible 2038 (24/7) with an updated access roster? 2039

Person Authorized Direct Disposition (PADD) counseling (DA Form 4856) are attached to the DD 2040 Form 93, if required, and signed by SFC (E7)/GS5 or above? 2041

Rural routes/box number addresses are provided with MAPQUEST (or similar program) printout or 2042 driving directions present in block #14 of DD Form 93? 2043

Guardian information is provided in block #5d of DD Form 93 for minor children not residing with 2044 Soldier? 2045

DD Form 93 and SGLV-8286 possesses original signatures and dated less than 5 years from current 2046 date? 2047

Units are using the revised DD Form 93, dated January 2008? 2048 S-1 has a system in place to check iPERMS to determine if assigned Soldiers have current DD Form 2049

93 and SGLV-series forms posted? 2050 Individuals designating unusual beneficiary designation on SGLV-8286 are being briefed and 2051

counseled by appropriate grade (SFC (E7)/GS5 and above)? 2052 Non-Medical Care and Medical Geographical location listed in provided as additional information, if 2053

required? 2054 S-1 is sending spousal notification letters, when a married Soldier designates another individual in 2055

addition to or other than the spouse to receive all or a portion of the death gratuity pay? 2056 S-1 personnel ensure Soldiers watch the 20 minutes video or PowerPoint briefing on how to complete 2057

a DD Form 93 (Record of Emergency Data) prior to In/Out Processing SRP or completing form at 2058 unit? 2059

Are records for casualties reviewed for eligibility (posthumous promotion, citizenship, etc.)? 2060 S-1 assist coordination of unit memorial services for deceased Service Members 2061 ARNG Soldiers must process DA 31s through State, United States Property & Fiscal Officer 2062

(USP&FO). 2063 S-1s must understand the Task Organization of the units they provide services to and ensure that those 2064

units, in turn, understand the Task Organization in order to facilitate accurate and timely casualty 2065 reporting 2066 2067

Essential Personnel Services 2068

Awards and Decorations 2069

A SOP for processing awards and decorations been developed? 2070 An effective system is in place ensuring Soldiers receive awards prior to their redeployment or 2071

departure from the installation? 2072 Awards being processed via AKO "My Forms" and is there a system in place to track status of awards? 2073 Awards (MSM's and above) are submitted to approving authority within established times? 2074 Proper enclosures are being submitted with the Combat Action Badge (CAB), Purple Heart, and 2075

Bronze Star Medal IAW HQDA Letter 600-5-1? 2076 Bronze Star Medals are being forwarded to the approving authority on either memorandum format or 2077

DA Form 638? 2078 Distribution block 31 of DA Form 638 is properly completed IAW AR 600-8-22? 2079 Award (ARCOM's and below) orders are maintained and disposed of properly IAW 25-400-2? 2080 Award orders amendments, recessions, or revocations of permanent awards are prepared on a separate 2081

order? 2082 Order numbers are properly assigned IAW AR 600-8-105? 2083

Publication Date (Draft) ATTP 1-0.1 -D-9

SF 135 are properly processed for records transfer and retirement IAW AR 25-400-2? 2084 Awards approved by the unit are maintaining DA Form 638? 2085 A system has been created to publish Good Conduct Medal orders? 2086

2087

Enlisted Promotions 2088

SOP has been established? 2089 Unit has required resources to conduct promotion functions? 2090 Promotion selection boards being held NLT the 8th of every month? 2091 Board members have been appointed in writing by the promotion authority and copies filed as part of 2092

the board proceedings? 2093 Board proceedings are signed by the President of the Board and approved by Promotion authority? 2094 Soldiers who were not recommended or whose score was less than that required to hold recommended 2095

list status have been counseled? 2096 Recommended promotion list is reviewed and initialed by the Soldiers and posted to the bulletin 2097

board? 2098 Monthly audits are conducted NLT the 25th and reporting findings are provided to HRC NLT the 30th 2099

of each month? 2100 Unit is conducting and completing HRC directed audits within 30 days of notification and reporting 2101

findings to HRC within 30 days? 2102 Unit is integrating newly arrived Soldiers on the recommended list? 2103 The AAA-117 report is being generated by the second working day of the month prior to the 2104

promotion month, and necessary corrections made and then forwarded to the promotion authority 2105 within one working day? 2106

The AAA-117 report is reconciled against the previous months report to determine if previous actions 2107 have processed? 2108

Promotion or Deny Promotion transactions are being inputted through eMILPO by the 10th of the 2109 month prior to the promotion month? 2110

S-1 is calculating SPC waivers are being consolidated at battalion level? 2111 Promotion allocations are computed correctly? 2112 Units are excluding soldiers from waiver computations IAW AR 600-8-19? 2113 Do commanders review the AAA-117 report to determine advancement potential of each Soldier by 2114

indicating “YES/NO” next to the Soldier‟s name and sign the report? 2115 Does the Battalion Commander circle “YES/NO” and sign the report for all specialist advancements 2116

with waiver? 2117 Soldiers who are eligible for promotion without waiver, but not recommend, are being counseled by 2118

first line leader? 2119 The Promotion Authority that denies automatic promotion to PV2, PFC and SPC, circles NO and 2120

places initials beside the soldier‟s name, sign the report, then returns the report within two working 2121 days to the S-1 for further processing? 2122

“PA” code is entered into eMILPO to deny the automatic NLT 1st duty day of the projected promotion 2123 month? 2124

The Deny Promotion Summary page is being printed and attached to the AAA-117, along with the 2125 required counseling statements? 2126

Monthly Unit Commander‟s Finance Report is being reviewed to ensure those soldiers denied 2127 automatic promotion or promoted? 2128

-D-10 ATTP 1-0.1 Publication Date (Draft)

An initial DA Form 3355-E (Promotion Point Worksheet) is prepared for each recommended soldier, 2129 signatures obtained and forwarded to the S-1/MPD? 2130

Memorandum appointing board members is prepared as required? 2131 Promotion boards are convened by the 15th of the month? 2132 S-1 prepares promotion board proceedings and commander‟s endorsement? 2133 Copies of the unit EDAS C-10 report are authenticated by the unit commander and forwarded to the 2134

Promotions Section by the established suspense date? 2135 S-1 ensures that the latest promotion points are posted on the EDAS C10 Report, initialed by the 2136

soldiers, and filed? 2137

Evaluations 2138

SOP has been developed? 2139 Rating schemes include the effective date each rating official assumed that status for each rated Soldier 2140

listed, and is a copy of the scheme is provided to each ratee and rating official? 2141 Senior Rater explains the reason for the rated Soldier's signature missing on evaluations? 2142 S-1 has established a tracking/notification system to ensure Soldiers receive a Change of Rater Report 2143

(PCS, TCS, and extended TDY), prior to departure? 2144 Evaluations are submitted through AKO "My Forms" on the current Pure Edge Form? 2145 S-1 maintains an effective suspense system to ensure all reports are completed and submitted to 2146

HQDA? 2147 S-1 understands the Evaluation Report Redress Program/appeal procedure? 2148 S-1 ensures each report arrives at to HRC NLT the 90th day following the report "thru" date? 2149 Procedures have been established to facilitate/proactively anticipate: Change of Duty; Change of 2150

Rater; Annual; Complete-the-Record; Relief-for-Cause reports? 2151 All rated officers receive a copy of both the rater‟s and the senior rater‟s support form shortly after 2152

assuming duties? 2153

ID Cards/Tags 2154

SOP has been established? 2155 The CAC machine is operational? 2156 S-1 has a security safe within the Brigade S-1 area to secure CAC Cards? 2157 Proper disposition of recyclable CAC Cards are conducted on a weekly basis? 2158 An adequate number of CAC forms are maintained to support the unit and units without a CAC 2159

machine, to include contractors? 2160 S-1 has certified Primary/Alternate Site Security Manager's and they have they completed the 2161

certification training? 2162 The S-1 conduct a semi-annual (at a minimum) inventory of blank cards or upon change of 2163

accountability officer? 2164 S-1 verifying officials are familiar the Verifying Officials Information system? 2165 ID Cardholders are being briefed about their responsibilities IAW AR 600-8-24? 2166 ID Cards are being confiscated by Verifying Officials when expired, fraudulently used, or used by a 2167

person not entitled to the card? 2168 2169

Leave and Passes 2170

Publication Date (Draft) ATTP 1-0.1 -D-11

SOP has been established to include R&R policies and procedures? 2171 Commanders have an established leave program to manage and allow the use of authorized leave? 2172 Permissive TDY (PTDY) requests are approved or disapproved by proper authority? 2173 Data on the leave control log matches the data on the DA Form 31? 2174 Leave forms are properly voided with a line through the form and authenticated by the S-1 or 2175

commander? 2176 Requests for extensions are properly processed? 2177 S-1 maintains an effective leave suspense system? 2178 Original copies of DA Form 31 are sent to Finance within 3 working days after leave is complete? 2179 Leave forms are filed and maintained IAW AR 25-400-2? 2180 Reconciliation is completed within 3 working days if incorrect leave is charged and the leave control 2181

log is incorrect based on receipt of DROT? 2182 S-1 and commanders are monitoring the UCFR on leave policies (75 day annual leave accrual, Special 2183

Leave Accrual (SLA), one-time SLA sell back, and Special Rest and Recuperation (SR&R) IAW 2184 National Defense Authorization Act (NDAA) 2008)? 2185

Meal Cards 2186

Commander has appointed in writing a SFC/GS9 or above (SSG in an SFC position) as the Meal Card 2187 Control Officer (MCCO)? 2188

The MCCO or commander has appointed one or more Meal Card Controllers (MCC), E4/GS4 or 2189 above, in writing to issue meal cards to authorized personnel? 2190

Meal card books are properly transferred to current MCCO? 2191 Meal card books are accounted for on DA Form 3161 from BCO? 2192 MCCOs are reporting the number of meal cards lost/stolen on a weekly basis? 2193 MCCOs are providing an annual status report (100 percent audit of all meal card control books), 2194

initiated as of 31 December of each year? 2195 Meal card control books maintained in meal card binders for active and inactive for each meal card 2196

book? 2197 Meal cards are being accounted for on DA Form 4809-R? 2198 Meal cards that cannot be reissued are being destroyed and appropriate entries annotated on DA Form 2199

4809-R? 2200 Commanders are initiating written action to effect BAS recoupment, while in the field, from day one 2201

through 14? 2202 S-1 is submitting UTLs recouping field duty are certified by finance personnel? 2203 MCCOs are safeguarding meal card books for the commander by storing books in a secured container, 2204

a safe or file cabinet with welded lock bar and padlocks? 2205

MOS Medical Review Board 2206

SOP has been established? 2207 MMRB personnel have ready available access to AR 600-60 and AR 40–501? 2208 MMRB personnel coordinate with the hospital to receive a list of P3/P4 profiles on recurring basis? 2209 MMRBs are conducted monthly, as a minimum? 2210 Soldiers with P3 profiles are scheduled for the first MMRB possible, after receiving profile from the 2211

hospital? 2212 Soldiers scheduled to appear before MMRBs are briefed on the procedures? 2213

-D-12 ATTP 1-0.1 Publication Date (Draft)

An automated tracking system has been established to monitor soldiers pending MMRBs? 2214 MMRB personnel monitor the progress of Soldiers in a probationary status, reclassification and who 2215

are referred to the physical disability system? 2216 MMRB section is involved in the USR lay down process to verify the accuracy of personnel reported 2217

non-deployable due to MMRB proceedings? 2218 Departing Soldiers are screened to determine if they have a P3 profile and are pending MMRB action? 2219 Soldiers are given an opportunity to comment, as desired, on the complete content of the MEB/MMRB 2220

before the packet is referred to the board? 2221 Soldiers are informed that he/she is being referred to the MMRB for fitness determination and has been 2222

counseled by the PEBLO on its findings and related rights and benefits? 2223 Soldiers are given the opportunity to review and comment on the medical & non-medical information 2224

referred to the MMRB? 2225 Soldier who miss appointments are reported to commander? 2226 Soldiers are permitted to review the narrative summary (NARSUM) and any addenda regarding a 2227

medical condition that has been prepared for referral to the MMRB? 2228 The 60-day rule for allotted time standard for reaching final medical resolution is being maintained? 2229 Soldiers are given the opportunity to review MMRB the findings & recommendations? 2230 Soldiers disagreeing with the MMRB or feels there is information missing or not adequately addressed, 2231

are advised that they have 72-hours to submit a rebuttal? 2232

Sponsorship 2233

SOP has been established? 2234 S-1 verifies subordinate organization sponsorship programs are using CIP checklists and AR 600-8-8? 2235 S-1 ensures inbound Soldiers are allocated to subordinate units in time for sponsors to be appointed 2236

and is the Soldiers contacted at their previous duty stations? 2237 Welcome letters and information is forwarded to incoming Soldiers within 10 working days following 2238

appointment of a sponsor? 2239 DA Form 7274 and DA Form 5434 are being completed and forwarded to the gaining command for 2240

outbound Soldiers? 2241 Sponsors are adequately trained and assistance is provided from the Army Community Services (ACS) 2242

being used to train sponsors? 2243

Coordinate Command Interest Programs 2244

Family Care Plans 2245

SOP has been established? 2246 S-1 advises commanders on soldiers requiring counseling? 2247 Commanders counsel Soldiers who meet the requirements of AR 600-20? 2248 Pregnant Soldiers are being counseled on voluntary and involuntary separations whenever parenthood 2249

interferes with military responsibilities? 2250 Soldiers are counseled and reported as non-deployable until the plan is approved or revised? 2251 A system is in place to ensure counseling forms are given a suspense date and follow-up is conducted? 2252 All plans are reviewed thoroughly for validity and durability prior to approval? 2253 Unit commanders are personally approving plans? 2254 Commanders are testing plans during field exercises, alerts, or other unit activities to ensure info on a 2255

Soldier's Family Care Plan is correct, up-to-date, and workable? 2256

Publication Date (Draft) ATTP 1-0.1 -D-13

Commanders re-counsel Soldiers when plan revisions are required? 2257 Care plans are transferred to the new unit when Soldiers are reassigned within the installation? 2258 Care plans are maintained in the unit for 90 days after Soldier is reassigned? 2259 Care plans are reviewed or revised annually? 2260

Voting Assisting 2261

SOP has been established? 2262 Personnel are appointed voting assistance officers? 2263

SEXUAL ASSAULT AND PREVENTION PROGRAM 2264

Is SAPR adequately addressed in SOPs? 2265 Has the EOA deployed with the unit? 2266 Are policies in place to promote a culture of sexual assault prevention, response and accountability 2267

that enhances the safety and well-being of all DOD members? 2268 Are procedures in place for reporting a sexual assault which ensures Service members are aware of the 2269

full range of options available at the deployed location? 2270 Has a 24-hour, 7-day a week SAPR capability been established in the deployed area? 2271 Are identifiable, trained sexual assault first response personnel, i.e., sexual assault response 2272

coordinators (SARCs), victim advocates (VAs), healthcare providers, forward deployed? 2273

Postal Operations 2274

SOP has been developed? 2275 Postal officer has been appointed in writing? 2276 Each commander appoints a unit mail clerk and at least one alternate unit mail clerk using DD Form 2277

285 (Appointment of Military Postal Clerk, Unit Mail Clerk or Mail Orderly)? 2278 Mail room has been established? 2279 Mail clerks are trained and certified by the supporting Army Post Office (APO) (Postal Platoon) and 2280

can execute mail handling duties IAW AR 600-8-3 and DOD 4525.6-M? 2281 Units coordinate with the brigade S-1 for mail support within the designated AOR? 2282 S-1 supervises unit mail operations? 2283 S-1 postal clerk‟s coordinates with subordinate units/individuals for establishment of mail pick up at 2284

the designated UMRs or consolidated mail rooms (CMR)? 2285 Retrograde (outgoing) mail is collected and routed daily? 2286 Soldiers have the opportunity to send mail out of theater as often as the tactical situation allows? 2287 S-1 ensures the brigade S-1 and G-1 receives daily updates for MDP for subordinate units? 2288 Coordination is made with the S-4 for transportation support for mail pick up at the servicing APO? 2289 Mail clerks are allowed sufficient time for unit mail clerks to perform daily UMR/CMRs functions? 2290 The S-1 informs supporting postal units (through the brigade S-1) of individual/unit additions and 2291

deletions for routine update of the unit and TF directory system? 2292 Mail clerks collect and forward mail for wounded, deceased, or missing Soldiers and civilians to the 2293

supporting APO for further processing without endorsement? 2294 Adequate and securable space for mailroom operations is provided? 2295 The S-1 coordinates with the S-6 Official Mail Manager (OMM) for handling official mail? 2296 Investigations are initiated on any problems that hinder the delivery of mail to Soldiers/units in a 2297

timely manner? 2298

-D-14 ATTP 1-0.1 Publication Date (Draft)

Mail rooms establish and execute an internal UMR/CMR Inspection Program IAW the DOD 4526.6-M 2299 and AR 600-8-3? 2300

All postal problems are reported to the unit postal officer and/or commander? 2301 Postal personnel are familiar with suspicious profiles (e.g. explosive, bio-terrorist), and be 2302

knowledgeable of what to do in the event suspicious mail is identified? 2303 S-1s ensure deploying personnel have deployed APO addresses? 2304 The sustainment brigade SPO HROB and /G-1 are provided with grid coordinates or geographical 2305

location for the daily MDP and alternate MDPs? 2306 All task organization changes are provided to the supporting APO? 2307 Postal inspections are coordinated with the supporting HROBs? 2308 All mail is handled IAW postal regulations? 2309 Coordination with the HROB is conducted for supporting postal platoon to provide postal finance 2310

services for units/activities at remote locations? 2311 S-1s coordinate with supporting APO for establishment and execution of routine Postal Assistance 2312

Visits for all subordinate UMRs/CMRs? 2313

Morale, Welfare and Recreation 2314

SOP has been developed? 2315 MWR operations are included in all OPORD and OPLANs? 2316 Commanders have appointed A&R officers/NCOs at battalion and company as an additional duty? 2317 Planning has been conducted for TFEs that are established and operated by commands using unit 2318

personnel? 2319 Planning has been conducted for AIFA that may be established and operated by unit personnel? 2320 Planning has been conducted for DOX-T operations established and operated by AAFES personnel in 2321

a secure environment? 2322 Planning has been conducted for MWR service-level kits? 2323 Soldiers and DA civilians have been scheduled for R&R periods based on allocations provided by 2324

corps/division G-1/AG? 2325 Unit personnel and civilians are scheduled for rest area utilization and pass programs, as applicable? 2326 Coordination has been establishment for the operation of activity centers, recreation activities, 2327

exchanges, and unit lounges for Soldiers and all other assigned personnel? 2328 Unit athletic and recreation programs to include acquisition, use, and maintenance of 2329

equipment/supplies have been planned? 2330 Commanders have appointed Family Readiness personnel at the battalion and company as an 2331

additional duty? 2332 Coordination with the S-4 has been accomplished to ensure that Soldiers and civilians deploy with a 2333

30-day supply of HCP? 2334 Unit has determined the type and quantity of HCP carried by individual Soldiers? 2335 Planning for unit MWR programs prior to deployment and upon return from deployment has been 2336

completed? 2337 Requisition book kits at the sustaining base or mobilization station have been obtained? 2338 Units are ensuring MWR equipment, to include unit-level recreation kit(s), and book kits are included 2339

in their basic load plans? 2340 Units and S-1 has established liaison with the ARC upon arrival in theater? 2341 Ensure RC units establish Morale, Welfare, and Recreation (MWR) Non-Appropriated Fund (NAF) 2342

accounts at the mobilization station. 2343

2344

Publication Date (Draft) ATTP 1-0.1 -D-15

HR OPERATIONS 2345

Personnel TEMPO 2346

Primary and alternate PERSTEMPO personnel have been trained via the "train the trainer" program or 2347 from the web based training module? 2348

Primary Staff Officer/NCO have PERSTEMPO Access? 2349 Unit ensures departing PERSTEMPO account(s) have been cancelled? 2350 Appointment orders assigning primary and alternate PERSTEMPO clerks at Brigade, Battalion, and 2351

Company level are on file? 2352 Brigade S-1 monitors subordinate battalions to ensure that those units deployed properly code 2353

personnel? 2354 Tracking tools, individual history reports, training schedules, and other pertinent documents that 2355

impact PERSTEMPO reporting are retained using the Army Record Information Management System 2356 (ARIMS)? 2357

A system is in place to ensure appropriate AEA codes are being submitted for Deploying and 2358 Redeploying Soldiers? 2359

HR Plans and Operational Orders 2360

SOP has been established to ensure HR operations are integrated into all operational plans and orders? 2361

Risk management is considered in developing input to operational orders and plans? 2362

Commander‟s intent has been considered and integrated into plans? 2363 How does the commander‟s intent focus HR support efforts? Should not be tied to a specific course of 2364

action? 2365 Unit and system capabilities, limitations, and employment have been considered? 2366 Manpower allocations are determined based on anticipated operations 2367 Access to voice and data systems for HR and C2 are addressed? 2368 Personnel strength has been analyzed to determine current capabilities and project future requirements? 2369 How data is collected and reported has been determined? 2370 Priority of HR support has been analyzed and determined? 2371 Estimates for personnel replacements requirements, based on estimated casualties, non-battle losses, 2372

and foreseeable administrative losses to include critical military occupational skill requirements have 2373 been completed for each phase of the operation? 2374

Command and support relationships are known and included in plans? 2375 Resource allocations and employment synchronization of organic and supporting units has been 2376

completed? 2377 Locations and movement of HR units and supporting HROB have been identified? 2378 Actions impacting on personnel accountability, casualties, and postal operations have been assessed 2379

and a capability to track the location, resourcing, and capabilities of supporting HR companies, 2380 platoons, and teams are known and identified? 2381

Procedures for updating the running estimate / personnel estimate are known? 2382 S-1 personnel have knowledge of unit mission and the mission of supported and supporting units? 2383 Location of CLTs is determined? 2384 Planned connectivity is adequate for communications between CLTs, SPO HR Branch, the supported 2385

unit, and DCIPS? 2386 All key specified and implied tasks have been identified? 2387 HR support operations shortfalls are identified and requested support has been initiated? 2388

-D-16 ATTP 1-0.1 Publication Date (Draft)

HR annexes, estimates, and appendices have been prepared and included in operational plans and 2389 orders? 2390

HR CCIR elements are identified? 2391 Course of Action (COA) has been identified for each action? 2392 HR resources required to support each COA have been determined? 2393 Each COA has been reviewed to ensure it supports the commander‟s intent? 2394 Casualty estimations for each COA have been determined? 2395 HR capabilities, strength impacts, and HR asset vulnerabilities have been considered? 2396 Intra-theater transit or movements, and redeployment of personnel are considered? 2397 Current and future HR operations are included in COA? 2398 HR friendly forces have been identified? 2399 Determining how HR events will be evaluated has been completed? 2400 Potential decision points, branches, or sequels have been determined? 2401 COAs based on war game results have been refined? 2402 Identifying the advantages and disadvantages of each COA has been completed? 2403 Major deficiencies in manpower have been identified? 2404

2405 2406

Publication Date (Draft) ATTP 1-0.01 Glossary-1

Glossary 2407

The glossary lists acronyms and terms with Army, multi-Service, or joint definitions, 2408 and other selected terms. Where Army and joint definitions are different, (Army) 2409 follows the term. The proponent manual for other terms is listed in parentheses. 2410

SECTION I – ACRONYMS AND ABBREVIATIONS 2411

Acronym/Term Definition ACPERS AO AOC AOR APO APOD APOE ARFORGEN ARIMS ASCC ASRU BSB CAC CAISI CLT CMAOC CMR COPS CTCP DCIPS DCIPS-CR DCIPS-FWD DEERS DOD DTAS DUSTWUN EAWUN EDAS eMILPO EPS FBCB2 FOB HRAR HRC HROB HRSC IMCOM iPERMS

Army Civilian Personnel System area of operations area of concentration area of responsibility Army Post Office aerial port of debarkation aerial port of embarkation Army Force Generation Army Records Information Management System Army Service Component Command Army Strategic Readiness Update brigade support battalion common access card Combat-Service-Support Automated Information Systems Interface casualty liaison team Casualty and Mortuary Affairs Operations Center consolidated mail room Common Operating Picture Synchronizer combat trains command post Defense Casualty Information Processing System Defense Casualty Information Processing System-Casualty Reporting Defense Casualty Information Processing System-Forward Defense Enrollment Eligibility Reporting System Department of Defense Deployed Theater Accountability Software duty status-whereabouts unknown excused absence-whereabouts unknown Enlisted Distribution and Assignment System Electronic Military Personnel Office essential personnel services Force XXI Battle Command Brigade and Below forward operating base human resources authorization report Human Resources Command human resources operations branch Human Resources Sustainment Center Installation Management Command Interactive Personnel Electronic Records Management System

Glossary-2 ATTP 1-0.1 Publication Date (Draft)

ITAPDB JPERSTAT KIA LOD MA MCT MDMP MDP MEDPROS MIA MOS MPF MPS MTF MTOE MWR NCOER NIPRNET NOK NSPS OER OMM OMPF OPCON OPORD PAI PAS PA PERSTAT PERSTEMPO PERSUM PIM PMAD PPA PPG PR PRM PRR R&R RAPIDS RSO&I RTD SCMO SIPRNET SOP SPO SPOD SPOT

Integrated Total Army Personnel Data Base joint personnel status report killed in action line of duty mortuary affairs movement control team military decision making process mail delivery point Medical Protection System missing in action military occupational specialty military personnel file Military Postal System medical treatment facility modified table of organization and equipment morale, welfare, and recreation noncommissioned officer evaluation report Non-Secure Internet Protocol Router Network next of kin National Security Personnel System officer evaluation report official mail manager official military personnel file operational control operation order Personnel Asset Inventory personnel automation systems personnel accountability personnel status report personnel tempo personnel summary report personnel information management personnel management authorization document personnel processing activity personnel policy guidance personnel recovery personnel readiness management personnel readiness review rest and recuperation Real-Time Automated Personnel Identification System reception, staging, onward movement, and integration return to duty summary court-martial officer SECRET Internet Protocol Router Network standing operating procedure support operations section seaport of debarkation synchronized predeployment and operational tracker

Glossary

Publication Date (Draft) ATTP 1-0.1 Glossary-3

SR STB TAT TACSOP TAPDB TG TOPMIS TPS TSC UIC UMR USC USPS VSAT WIA

strength reporting special troops battalion to accompany troops tactical standing operating procedure Total Army Personnel Data Base theater gateway Total Officer Personnel Management Information System Tactical Personnel System Theater Sustainment Command unit identification code unit mail room United States Code United States Postal Service Very Small Aperture Terminal wounded in action

SECTION II – TERMS 2412

2413 Casualty operations 2414 The process to record, report, verify, and process casualty information from unit level to headquarters, 2415 Department of the Army, notify appropriate individuals and agencies, and provide casualty notification and 2416 assistance to the next of kin. 2417

Essential Personnel Services 2418 Essential personnel services include customer service, awards and decorations, evaluation reports, promotions 2419 and reductions, transfers and discharges, officer procurement, leaves and passes, military pay, personnel action 2420 requests, line-of-duty investigations, AR 15-6 investigations, suspension of favorable actions/Bars to 2421 reenlistment, citizenship/naturalization, congressional inquiries, and identification card and tags 2422 HR Planning and Operations 2423 The means by which the HR provider envisions a desired HR end state in support of the operational 2424 commander‟s mission requirement. End state includes the intent, expected requirement, and outcomes 2425 to be achieved in the conduct and sustainment of HR support operations. Planning involves the use of 2426 the military decision making and composite risk management processes to ensure decisions are being 2427 made at the proper level of command. End result is communicated to subordinates through an 2428 operational plan or operational order. 2429 HR Services 2430 Includes the key functions of essential personnel services, casualty operations, and postal operations. HR 2431 services functions directly impact a Soldier‟s status, assignment, qualifications, financial status, career 2432 progression, and quality of life which allows the Army leadership to effectively manage the force. 2433 HR Support 2434 The functions and tasks executed within the Army Personnel Life Cycle Model (Acquire, Develop, 2435 Distribute, Structure, Deploy, Compensate, Transition, and Sustain) which provides HR services and 2436 support to Soldiers, their Families, DoD civilians, and other individuals authorized to accompany the 2437 force. Key functions include Man the Force, HR Services, Personnel Support, and HR Planning and 2438 O perations. 2439 Man the force 2440

Glossary-4 ATTP 1-0.1 Publication Date (Draft)

Manning combines anticipation, movement, and skillful positioning of personnel so that the commander has the 2441 personnel required to accomplish the mission. Manning the force involves the HR functions of personnel 2442 readiness management, personnel accountability, strength reporting, retention, and management of personnel 2443 information. Man he force ensures the right person is in the right positions with the right skills and training at 2444 the right time. 2445

Morale, Welfare, and Recreation and Community Support Activities 2446 Programs that provide Soldiers, Army civilians, and other authorized personnel with recreational and fitness 2447 activities, goods, and services. The morale, welfare, and recreation network provides unit recreation and sports 2448 programs and rest areas for brigade-sized and larger units. Community support programs include the American 2449 Red Cross and family support. 2450 Personnel accountability. 2451 The by-name recording of specific data on individuals‟ as they arrival and departure from units or theaer theater 2452 transiton points. Data includes information such as duty status, changes in duty status, changes in locatons, and 2453 grade changes. 2454 Personnel information management 2455 Collecting, processing, storing, displaying, and disseminating relevant HR information about units and 2456 personnel. Information includes HR data on Soldiers, Family members, Army civilians, and all personnel who 2457 accompany the force (contractors, Joint, International and Multinational personnel) during deployments. 2458 Personnel readiness management 2459 Personnel readiness management is the distribution of Soldiers and Army civilians to command and 2460 organizations based on documented manpower requirements, authorizations, and predictive analysis in support 2461 of the commander‟s plans and priorities need to accomplish its mission. 2462 Personnel Support 2463 Personnel support encompasses the functions of Morale, Welfare, and Recreation (MWR), Command Interest 2464 Programs, and Band Operations and contributes to unit readiness by promoting fitness, building morale and 2465 cohesion, enhancing quality of life, and by providing recreational, social, and other support services for 2466 Soldiers, DoD civilians, and other personnel who accompany the force. 2467 Postal Operations 2468 Postal operations provide a network to process mail and provide postal services Soldiers and other personnel 2469 authorized to receive postal entitlements. Processing mail involves receiving, separating, sorting, dispatching, 2470 and redirecting ordinary and accountable mail; completing international mail exchange; handling casualty and 2471 enemy prisoner of war mail; and screening for contaminated or suspicious mail. Postal services involve selling 2472 stamps; cashing and selling money orders; providing registered (including classified up to secret), insured, and 2473 certified mail services; and processing postal claims and inquiries. 2474 Retention 2475 An Army program that ensures all Soldiers, regardless of the type of military operations, have access to career 2476 counseling and retention processing. Retention improves readiness of the force, assists in align force, and 2477 contributes to maintaining the Army end strength. 2478 Strength reporting 2479 The numerical end product of the personnel accountability process to reflect the combat power of a unit. It is 2480 based on fill versus authorizations, and drives Army readiness and personnel readiness management. Strength 2481 reporting is used to monitor unit strength, prioritize replacements, execute strength distribution, and make 2482 tactical and HR support decisions. Strength reporting is conducted at each command and control level. 2483

2484

Publication Date (Draft) ATTP 1-0.01 References-1

References 2485

Field manuals and selected joint publications are listed by new number followed by 2486 old number. 2487

REQUIRED PUBLICATIONS 2488

These documents must be available to intended user of this publication. 2489 FM 1-0, Human Resources Support 2490 JP 1-02, Department of Defense Dictionary of Military and Associated Terms 2491

RELATED PUBLICATIONS 2492

Army Directive 2010-01, CONDUCT OF AR 15-6 INVESTIGATIONS INTO SUSPECTED SUICIDES 2493 AND REQUIREMENTS FOR SUICIDE INCIDENT FAMILY BRIEFS. 2494 AR 5-9, Area Support Responsibilities 2495 AR 15-6, Procedures for Investigating Officers and Boards of Officers 2496 AR 25-400-2, Army Records Information Management System (ARIMS) 2497 AR 135-7, Incentives Program 2498 AR 135-100, Appointment of Commissioned and Warrant Officers of the Army 2499 AR 135-155, Promotion of Commissioned Officers and Warrant Officers Other Than General Officers 2500 AR 135-156, Personnel Management of General Officers 2501 AR 140-10, Assignments, Attachments, Details, and Transfers 2502 AR 140-111, U. S. Army Reserve Reenlistment Program 2503 AR 215-1, Military Morale, Welfare, and Recreation Programs and Nonappropriated Fund 2504 Instrumentalities 2505 AR 215-3, Nonappropriated Funds Personnel Policy 2506 AR 215-4, Nonappropriated Fund Contracting 2507 AR 215-8, Army and Air Force Exchange Service Operations 2508 AR 220-1, Unit Status Reporting 2509 AR 220-90, Army Bands 2510 AR 350-100, Officer Active Duty Service Obligations 2511 AR 360-1, The Army Public Affairs Program 2512 AR 380-5, Department of the Army Information Security Program 2513 AR 500-5, Army Mobilization. 2514 AR 600-8, Military Personnel Management 2515 AR 600-8-1, Army Casualty Program 2516 AR 600-8-3, Unit Postal Operations 2517 AR 600-8-4, Line of Duty Policy, Procedures, and Investigations 2518 AR 600-8-6, Personnel Accounting and Strength Reporting 2519 AR 600-8-10, Leave and Passes 2520 AR 600-8-11, Reassignment 2521 AR 600-8-19, Enlisted Promotions and Reductions 2522 AR 600-8-14, Identification Cards for Members of the Uniformed Services, Their Eligible Family 2523 Members, and Other Eligible Personnel 2524 AR 600-8-22, Military Awards 2525

References-2 ATTP 1-0.01 Publication Date (Draft)

AR 600-8-24, Officer Transfers and Discharges 2526 AR 600-8-29, Officer Promotions 2527 AR 600-8-101, Personnel Processing (In-Out, Soldier Readiness, Mobilization and Deployment 2528 Processing) 2529 AR 600-8-104, Military Personnel Information Management/Records 2530 AR 600-8-111, Wartime Replacement Operations 2531 AR 600-34, Fatal Training/Operational Accident Presentations to the Next of Kin 2532 AR 600-20, Army Command Policy 2533 AR 601-100, Appointment of Commissioned and Warrant Officers in the Regular Army 2534 AR 601-280, Army Retention Program 2535 AR 608-1, Army Community Service Center 2536 AR 608-10, Child Development Services 2537 AR 608-18, The Army Family Advocacy Program 2538 AR 608-47, Army Family Action Plan (AFAP) Program 2539 AR 614-1, The U. S. Army Replacement System 2540 AR 614-30, Overseas Service 2541 AR 614-100, Officer Assignment Policies, Details and Transfers 2542 AR 614-200, Enlisted Assignment and Utilization Management 2543 AR 623-3, Evaluation Reporting System 2544 AR 635-5-1, Separation Program Designator (SPD) Codes 2545 AR 635-200, Active Duty Enlisted Administrative Separations 2546 AR 638-2, Care and Disposition of Remains and Disposition of Personal Effects 2547 AR 672-3, Unit Citation and Campaign Participation Credit Register 2548 AR 672-20, Incentive Awards 2549 AR 690-11, Use and Management of Civilian Personnel in Support of Military Contingency Operations 2550 AR 690-400, Total Army Performance Evaluation System 2551 AR 700-137, Logistics Civil Augmentation Program (LOGCAP) 2552 AR 715-9, Contractors Accompanying the Force 2553 AR 930-4, Army Emergency Relief 2554 AR 930-5, American National Red Cross Service Program and Army Utilization 2555 ATTP 5-0.1 2556 DA PAM 220-90, Army Bands: A Guide for Senior Commanders 2557 DA PAM 600-8-101, Personnel Processing (In-Out, Soldier Readiness, Mobilization and Deployment 2558 Processing) 2559 DA PAM 600–41, Military Personnel Managers Mobilization Handbook, 1 January 1987 2560 DA PAM 600–81, Information Handbook for Operating Continental United States (CONUS) 2561 Replacement Centers and Individual Deployment Sites 2562 DA PAM 601-6, Warrant Officer Procurement Program 2563 DA PAM 611-21, Military Occupational Classification and Structure 2564 DA PAM 635-4, Pre-separation Guide 2565 DA PAM 690-47, DA Civilian Employee Deployment Guide 2566 FM 1-0, Human Resources Support 2567 FM 3-0, Operations 2568 FM 3-50.1, Army Personnel Recovery 2569 FM 3-90.6, Brigade Combat Team 2570

References

Publication Date (Draft) ATTP 1-0.1 References-3

FM 3-100.21, Contractors on the Battlefield 2571 FM 4-0, Sustainment 2572 FM 4-93.2, The Sustainment Brigade 2573 FM 4-94, Theater Support Command 2574 FM 5-0, Operations Process 2575 FM 6-0, Mission Command: C2 of Army Forces 2576 FM 7-15, The Army Universal Task List 2577 FM 100-9, Reconstitution 2578 NGR 600-100, Commissioned Officers - Federal Recognition and Related Personnel Actions 2579 NGR 600-101, Warrant Officers - Federal Recognition and Related Personnel Actions 2580 NGR 600-200, Enlisted Personnel Management 2581 DA Personnel Policy Guidance (PPG) for Contingency Operations in Support of GWOT 2582

Joint and Department of Defense Publications 2583

Most joint publications are available online: <http://www.dtic.mil/doctrine/jpcapstonepubs.htm.> 2584

CJCSM 3500.04B, CH 1, Universal Joint Task List, 1 October 1999 2585 DOD Directive 1200.7, Screening the Ready Reserve 2586 DOD Directive 1400.31, DOD Civilian Work Force Contingency and Emergency Planning and 2587 Execution (Draft) 2588 DOD Directive 1404.10, Emergency-Essential (E-E) DOD U.S. Citizen Civilian Employees 2589 DOD Directive 3025.14, Noncombatant Evacuation Operations 2590 DOD Directive 4525.6, Single Manager for Military Postal Service 2591 DOD Directive 8320.1, DOD Data Administration 2592 DOD Directive 8910.1, Management and Control of Information Requirements 2593 DOD Instruction 1000.1, Identity Cards Required by the Geneva Convention 2594 DOD Instruction 1300.18, Military Personnel Casualty Matters, Policies, and Procedures 2595 DOD Instruction 1400.32, DOD Civilian Work Force Contingency and Emergency Planning 2596 Guidelines and Procedures 2597 DOD Instruction 1444.2, Consolidation of Automated Civilian Personnel Records 2598 DOD Instruction 3020.41, Contractor Personnel Authorized to Accompany the U. S. Armed Forces 2599 DOD Instruction 4525.7, Military Postal Service and Related Service 2600 DOD Instruction 5410.19, Public Affairs Community Relations Policy Implementation 2601 DOD Publication 1348.33-M, Manual of Military Decorations and Awards 2602 DOD Publication 1400.25-M, DOD Civilian Personnel Manual (CPM) 2603 DOD Publication 4525.6-C, DOD Postal Supply and Equipment Catalog 2604 DOD Publication 4525.6-H, Mail Distribution Instructions and Labeling Handbook (MDILAH) 2605 DOD Publication 4525.6-L-1, Military Post Office Location List (MPOLL) 2606 DOD Publication 4525.6-M, DOD Postal Manual 2607 DOD Publication 4525-6-STD, Transit Time Information Standard System for Military Mail 2608 JP 1-0, Personnel Support to Joint Operations 2609 JP 3-0, Doctrine for Joint Operations 2610 JP 3-10, Joint Security Operations in Theater 2611 JP 3-35, Joint Deployment and Redeployment Operations 2612 JP 4-01.8, Joint Tactics, Techniques, and Procedures for Joint Reception, Staging, Onward Movement, 2613

References-4 ATTP 1-0.01 Publication Date (Draft)

and Integration (RSO&I) 2614 JP 4-06, Joint Tactics, Techniques, and Procedures for Mortuary Affairs in Joint Operations 2615

DEPARTMENT OF THE ARMY FORMS 2616

DA Forms are available on the Army Publishing Directorate web site (www.apd.army.mil). 2617 2618 DA 31, Request and Authority for Leave. 2619 DA Form 268, Report to Suspend Favorable Personnel Action. 2620 DA Form 543, Request for Records 2621 DA Form 647, Personnel Register. 2622 DA Form 1157, Casualty Feeder Card. 2623 DA form 1506, Statement of Service for Computation of Length of Service for Pay Purposes. 2624 DA Form 2028, Recommended Change to Publications and Blank Forms. 2625 DA Form 2173, Statement of Medical Examination and Duty Status. 2626 DA Form 3161, Request for Issue or Turn-in 2627 DA Form 3349, Physical Profile. 2628 DA Form 3355-E, Promotion Point Worksheet. 2629 DA Form 4187, Personnel Action 2630 DA Form 4809, Meal Card Control Register 2631 DA Form 4856, Person Authorized Direct Disposition. 2632 DA Form 5118, Reassignment Status and Election Statement. 2633 DA Form 5123, In and Out Processing Records Checklist. 2634 DA Form 5123-1, In-Processing Personnel Record. 2635 DA Form 5434, Sponsorship Program Counseling and Information Sheet. 2636 DA Form 7425, Readiness and Deployment Checklist. 2637 DA Form 7274, Sponsorship Program Survey. 2638

DEPARTMENT OF DEFENSE FORMS 2639

DD Forms are available from the OSD web site 2640 (http://www.dtic.mil/whs/directives/informgt/formsprogram.htm). 2641 2642 DD Form 93, Record of Emergency Data 2643 DD Form 185, Appointment of Military Postal Clerk, Unit Mail Clerk or Mail Orderly. 2644 DD Form 489 (Geneva Convention Identify Card for Civilian Personnel Who Accompany the Armed 2645 Forces. 2646 DD Form 458, Charge Sheet. 2647 DD Form 1833 (V2), Isolated Personnel Report. 2648 DD Form 1934, Geneva Convention Identify Card for Medical and Religious Personnel Who Serve In or 2649 Accompany the Armed Forces. 2650 DD Form 2501, Courier Authorization Card. 2651 DD Form 2900, Post Deployment Health Assessments. 2652

OTHER FORMS REFERENCED 2653

VA Form SGLV 8285, Request for Insurance Servicemembers‟s Group Life Insurance. 2654 VA Form SGLV 8286, Servicemembers‟s Group Life Insurance Election and Certificate. 2655 VA Form SGLV 8286A, Request for Family Coverage 2656

2657