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The brigade S1 and personnel accountability.

One of the most important roles a brigade or battalion S1 must perform is the accurate accountability of personnel. Without an accurate accounting practice we cannot balance Military Occupational Specialties (MOS) within our brigades, battalions, and companies. We can't request proper replacements if our database, eMILPO, is incorrect, and we cannot go to the military decision-making process (MDMP) step II--Mission Analysis, without the proper knowledge of assets available when it comes to personnel. Without knowing the status of our personnel, we cannot do a proper personnel estimate for MDMP. One of the first things officers, NCOs, or new Soldiers learn in the military is to account for personnel. Accountability of Soldiers starts at the section sergeant level and is reported daily up through the chain of command. A brigade or battalion S1 has specific responsibilities that include manning, personnel services, personnel support, and headquarters management. The manning responsibility is divided up into personnel readiness management, personnel replacement management, and personnel accounting.

Personnel Accounting includes:

* Maintaining a personnel information database;

* Accounting for military personnel individually:

* Collecting, processing, and storing critical information about Soldiers, units, and civilians; and

* Accounting for civilian personnel. (Contractors)

The mission of the Army's Personnel Accounting and Strength Reporting (PASR) system is to account for Soldiers and Army civilians; report other strength-related information, such as duty status, unit of assignment, and specialty code; and update command data bases at all levels. Information gained through PASR provides readiness managers the details necessary to analyze personnel strength as a component of combat power. This information is also used by other personnel system managers to plan and provide their support.

Personnel accounting is the reporting system for recording by-name data on Soldiers and Army civilians when they arrive and depart units and when their status changes, for example, grade changes, and duty status changes.

Strength reporting is also a numerical end product of the accounting process. The PASR process starts with a strength-related transaction submitted at battalion and separate unit level and ends with a data base update at all echelons of command to the Total Army Personnel Database (TAPDB).

Assigned strength includes all Soldiers currently assigned on orders to the unit. Operational control (OPCON) unit strength is included in the personnel strength report of the parent unit of assignment (supporting commander). OPCON units are normally temporary in nature and are placed on the task organization for a specific operational mission. Generally, OPCON units are not logistically supported (fed, housed, armed, or receive replacements and mail) by the gaining commander. When an OPCON unit is receiving those services, clarification of the command and control relationship needs to be made. Generally, a unit receiving services is attached. Although the gaining commander does not include the strength of an OPCON unit in the strength report, its personnel readiness is operationally important to the gaining commander. OPCON Soldiers should be reported by the task force and annotated in the remarks section of the personnel status reports of the parent and gaining organization.

Attached unit strength is included in the personnel strength report of the gaining commander. Attached units are often habitually attached and fed, housed, armed, and receive replacements, mail, and so forth, from the gaining commander. Commanders/S1s of units attached to other units must provide the gaining headquarters with a battle roster electronically or on a standard floppy disk. The next higher element that owns both units should provide attachment orders. (Ex: 1-1 BN and 1-2 BN are attaching a company to each other, and then the brigade that owns the two battalions will provide the orders.)

Direct support (DS) and general support (GS) or any other term that aids in defining support relationships is not the means to determine command and control relationships. ADS and GS unit can be OPCON or attached.

The accuracy of these reports starts at the company level and they are then forwarded to the battalion S1. Units often fail to report on time and with accurate numbers to brigade, causing brigades to submit inaccurate and untimely reports to division headquarters. The brigade S1 must reconcile reports with the brigade medical company and the Mortuary Affairs section within the forward support battalion to ensure accuracy.

Once a Soldier is placed in the medical evacuation process, it becomes difficult for units to track the Soldiers' whereabouts. FM 4.02.6 states that "Prompt reporting of patients and their health status to the next higher headquarters is necessary for the maintenance of a responsive personnel replacement system and the Army Casualty System." It is vital that the unit that had the casualty report to battalion, the battalion aid station reports to the battalion and also reports back to the unit that had the casualty with an update on the Soldier. The battalion aid station (BAS) must keep the daily disposition log and patient evacuation and mortality report updated with the latest information in order to effectively track Soldiers. The battalion S1 must then report the status to the brigade S1 as well as the BAS reporting to the brigade surgeon. The daily disposition log (DDL) is maintained by echelon I (unit-level) and echelon II (division-level) medical treatment facilities (MTFs). The information from this log is extracted, when required, and provided to the S1 and G1 or supported unit requesting such information. The DDL is also the primary source for the information needed in the patient evacuation and mortality report (PE&MR). The key to effective tracking of casualties is that reports must go both ways. When reports are sent to division, they should be returned to brigade with updated information.

If the Soldier is evacuated outside of the level 11 care that the brigade provides, then the accountability of the Soldier becomes particularly hard to control. It is important that this be reported to division in order for the G1 to assist in accountability. The brigade S I or surgeon should develop ways to contact all level III and higher care to check on status of Soldiers. Once a Soldier is in the medical system, the medical community has the responsibility to account for the Soldier. This does not alleviate the responsibility of the unit tracking the Soldier. The Patient Disposition and Reports Branch, Patient Administration Section (PAD) of the Division Medical Operations Center (DMOC) is required to track all medical patients that are transferred outside of the division area of operations. The patient deposition and reports branch is responsible for coordinating patient disposition throughout the division. The corps support hospital (CSH) tracks patients through the medical regulating officer (MRO). Once a Soldier arrives at a level III hospital, they are placed in a DOD database; that system is the Armed Services Medical Regulating Office (ASMRO). This is a stand-alone database that tracks the status and location of any Soldier that has arrived at a level Ill or higher facility. This system is used for transferring a patient from one facility to another facility. Requests to transfer patients from OCONUS to CONUS MTFs uses a system called Defense Medical Regulating Information System (DMRIS) and is used by the Joint Medical Regulating Officer (JMRO). The Air Force will use this system to receive and plan requests for patient transportation via Air Force Aeromedical Evacuation System. You will need the Soldier's full name and SSN in order to get his status. This status is updated daily and the Soldier will stay in the system until they are discharged from a level III, IV, or V facility. Both ASMRO and DMRIS are great places to gather information on a patient that has been entered into the system. Some items that are included in the report are the Soldiers' name, SSN, status, rank, age, sex, and surgery dates if applicable.

The brigade S1 must develop standard reports and a standard report timeline for the brigade SOP that supports the division reports. All S1 personnel in the battalions and brigade should be trained on the proper procedures to submit these reports. It must be emphasized by the command sergeants major (CSMs) at battalion and brigade about the accuracy and timeliness of the reports. Battalion and brigade level commands should reconcile the reports from the units, graves registration point, and the forward support medical company (FSMC) prior to submission to higher. Medical coverage is provided on an area basis and thus the FSMC may receive personnel not assigned or attached to the brigade they are supporting. These personnel must also be reported to division in order for division to reconcile for all units within the area of operations. Personnel readiness managers at all levels of command reconcile strength reports from this network with reports from other sources in the following manner:

* Receive unit strength reports/ personnel status report (PSR).

* Cross-check PSRs for accuracy with tactical reports, medical clearing station, mortuary affairs, and so forth.

* Prepare PSR.

The brigade S1 and battalion S1 must have access to LAN capabilities in order to process transactions on eMILPO and MyPay for their subordinate units. It is critical that the brigade provide a SEN, (Small Equipment Node) for MSE (mobile subscriber equipment) or SMART-T (secure mobile anti-jam reliable tactical--terminal) to the FSB where the brigade S1 section and battalion trains are normally located. This should be SOP for all units in order to support Soldiers on the battlefield.

The brigade S1's personnel accounting and strength reporting responsibilities include the following critical tasks:

* Collect, summarize, and submit personnel strength reports.

* Compare manual personnel strength information against eMILPO information; identify and resolve discrepancies.
Who Cuts Attachment Orders?

Unit Attached To Cuts Orders

Co Bn w/in same BDE BDE
Co To a different BDE DIV
BN To a different DIV Corps
Co To a different Corps Army


Major Stagy Holbrook is a FA 43 Human Resource Manager and was assigned as a Maneuver Brigade S1 for three years and the Brigade Rear Detachment Commander for three months for 2nd Brigade, 1st Armored Division, and is currently serving as Bronco 28, the Maneuver Brigade S1 Observer/Controller at the National Training Center at Fort Irwin, California.
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Title Annotation:Professional Forum
Author:Holbrook, Stacy
Publication:Infantry Magazine
Geographic Code:1USA
Date:Jul 1, 2004
Words:1674
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