HUMAN RESOURCESADVANCED LEADERS COURSE

42A

Conduct Personnel Accountability

LESSON PLAN

Version 5.3

January 2020

U.S. ARMY SOLDIER SUPPORT INSTITUTENoncommissioned Officer Academy

Human Resources Advanced Leaders Course

Conduct Personnel Accountability

LESSON PLAN

Lesson Author: AG Branch, ITDDate prepared: January 2013Last update: January 2020

1. SCOPE: Conduct Personnel Accountability is a 6-hour lesson. The purpose of this lesson is to examine the considerations that S-1s must take into account when planning for and conducting personnel accountability.

This lesson builds on previous studies of:

Providing HR Services.

Students will reach the following lesson outcomes through assigned readings, actively participating in class, and completing the practical exercise:

Define Personnel Accountability Determine Personnel Accountability requirements Conduct a Personnel Asset Inventory

2. LEARNING OBJECTIVES:

This lesson supports TLO4, Implement Man the Force. In addition this lesson supports or reinforces the following ELOs:

Conduct Personnel Readiness Management Process a Personnel Asset Inventory Process Strength Reports(RC)

ELO AC 3.1/ RC 4.6:

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Action: Conduct Personnel Accountability

Condition: Mid-grade HR Leaders in a classroom environment working individually and as a member of a small group, using doctrinal and administrative publications, practical exercises, case studies, personal experience, handouts, discussion and with an awareness of the Operational Environment (OE) variables and actors.

Standard: Application includes:

1. Determining the objective of Personnel Accountability and relationship with other HR Core Competencies.

2. Defining the principles of Personnel Accountability.

3. Determining Personnel Accountability requirements.

4. Determining G-1/S-1 Personnel Accountability responsibilities.

5. Determining Theater Deployment/Redeployment responsibilities.

6. Determining the components of a Personnel Asset Inventory.

Learning Domain: Cognitive

Level of Learning: Application

3. STUDENT PREREQUISITE WORK:

a. Study Requirements:

Study: FM 1-0, Human Resources Support, Chapter 3, Section II

Read: FM 1-0, Human Resources Support, para. 7-32 thru 7-34, FM 3-0 para 1-4, para 1-62, Appendix A, Table A1-A3

Review: AR 600-8-6, Chapter 5 (2 pages)

Scan: None

b. Bring to class: NA

c. Be prepared to answer or discuss the following:

1) Personnel Accountability principles.2) Personnel Accountability requirements.3) Personnel Accountability HR Enabling Systems.4) Components of a Personnel Asset Inventory.

4. INSTRUCTOR ADDITIONAL READING(S)/MATERIAL: N/A

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5. TRAINING AIDS, REFERENCES, AND RESOURCES:

a. FM 1-0 (April 2014)b. AR 600-8-6 (April 2015)c. Personnel Accountability Transactions Activityd. Appendix A: Assessment Plane. Appendix B: Slides

6. CONDUCT OF LESSONS:

a. Lesson Timeline:

20 minutes Concrete Experience20 minutes Publish and Process50 minutes Generalize New Information10 minutes Break50 minutes Generalize New Information10 minutes Break50 minutes Generalize New Information10 minutes Break10 minutes Develop120 minutes Apply

Instructor Note: Adjust the Lesson Timeline as necessary to facilitate class schedule, your teaching style, and student learning. You are not bound by any time constraints during any particular phase of the ELM model.

Throughout this lesson, solicit from students the challenges they experienced in the operational environment (OE) and what they did to resolve them. Encourage students to apply at least one of the critical variables: Political, Military, Economic, Social, Information, Infrastructure, Physical Environment and Time (PMESII-PT).

Security Level: This course / lesson will present information that has a Security Classification of: U - Unclassified.

FD1. This training product has been reviewed by the training developers in coordination with the Adjutant General School, Fort Jackson, SC foreign disclosure officer. This training product can be used to instruct international military students from all approved countries without restrictions.

The Army Learning Areas (ALA) are the baseline focal points Soldiers and Army Civilians must possess to prevail in the ambiguous environments that challenge the Army today. The four ALAs are: Army Profession and Leadership; Mission Command; Human Dimension; and Professional Competence. The Army Learning Area taxonomy provides a framework to assist in grouping the General Learning Outcomes. The four

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Army Learning Areas serve as the framework to catalogue the 14 General Learning Outcomes.

The General Learning Outcomes (GLOs) are essential outcomes resulting from training, education, and experience along a career continuum of learning. There are three primary purposes for the Army General Learning Outcomes. First, they provide trainers and educators a lens into how effective they are in conveying their support material. Second, it assists in improving instructional design and/or training support packages. Finally it places responsibility on training and education proponents to be nested with ALAs.

GLO 1: Soldiers and Army Civilians proficient in leader attributes and competencies.

GLO 2: Soldiers and Civilians proficient in character, competence, and commitment as trusted Army Professionals.

GLO 3: Soldiers and Army Civilians demonstrate proficiency in mission command philosophy.

GLO 4: Soldiers and Army Civilians demonstrate proficiency in mission command leader and commander tasks.

GLO 5: Soldiers and Army Civilians demonstrate proficiency in mission command staff tasks.

GLO 6: Soldiers and Army Civilians demonstrate proficiency in the mission command system.

GLO 8: Soldiers and Army Civilians demonstrate proficiency in communications skills.

GLO 12: Soldiers and Army Civilians demonstrate proficiency in Army and joint doctrine.

GLO 14: Soldiers and Army Civilians are technically and tactically competent.

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b. Concrete Experience (20 min): This phase is student-centered and observed by the instructor (not an active participant).

Slide: Tracking Deploying Personnel Focus:

Click on the link to the Tracking Deployed Personnel Video.

Use the video to discuss the difficulties often encountered with accountability and how we can overcome them.

c. Publish and Process (20 min): This phase is student-centered and instructor facilitated.

The publish portion is a short discussion on how group members felt during their experience of generating data. This phase focuses on the group dynamics during the exercise and is NOT intended to be a discussion of the content generated. This can be kept short; once the group moves to process, they will likely continue to add to publishing type information. Do not let the group jump straight to content. When well facilitated, publishing is a good method to relate a discussion of interpersonal communication and group dynamics to the broader topic of leader competencies described in FM 6-22, Army Leadership.

Instructor Questions:

Q1. What happened? How did you feel about that?Q2. Who had a similar or different experience, and why? Were there any surprises?Q3. What did you learn from the group experience?

Questions the instructor may ask to assist in publishing: (Intent is to push critical thinking. Push students to defend their answers – allow students to hash out ideas).

Why did you site “item X” as an example? What does it mean to you? (This gets at affective learning and how students find the material relevant to their experiences).

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Did you find that once you got one idea down, it triggered related ideas? (If yes, have them show examples. This shows the interrelatedness of the materials in a larger process).

Would you say you saw any themes as you developed examples? (e.g. events vs. processes)

After having talked about this, can you think of additional examples?

d. Generalize New Information (3 hours):

Slide: ActionFocus: This lesson is focused on meeting AG technical education outcomes.

After completing this lesson, students should be confident in their ability to apply critical thinking in preparing to conduct personnel accountability.

Discussions in this block relate directly to concepts students will need to apply in future assignments.

Slide: ConditionFocus: This lesson is focused on meeting AG technical education outcomes.

After completing this lesson, students should be confident in their ability to apply critical thinking in preparing to conduct personnel accountability.

Discussions in this block relate directly to concepts students will need to apply in future assignments.

Slide: Standard

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Focus: This lesson is focused on meeting AG technical education outcomes.

After completing this lesson, students should be confident in their ability to apply critical thinking in preparing to conduct personnel accountability.

Discussions in this block relate directly to concepts students will need to apply in future assignments.

Instructor Note: The purpose of this lesson is not to impart knowledge and move on – it is intended to get students thinking about the importance of conducting personnel accountability. There are very few slides in the lesson; however, there are multiple opportunities for discussion. While topic slides do introduce knowledge and provide a focus, they are primarily designed to start discussions and constantly engage students, even in the GNI portion. The information covered in this lesson is basic, and even students with limited HR background can prepare for the lesson by completing the reading assignments and sharing their personal experiences. All students have had some experience with the personnel accountability during their careers and should contribute to discussions. Encourage students to draw on their experiences in past organizations and previous deployment(s), integrating Contemporary Operating Environment (COE) variables, as appropriate.

Slide: Personnel Accountability ObjectiveFocus:

REFER STUDENTS TO FM 1-0, para. 3-45 & 3-47

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We will now state the objective of personnel accountability:

1. Personnel Accountability is the by-name management of the location and duty status of every person assigned or attached to a unit. It includes tracking the movement of personnel as they arrive at, and depart from, a unit for duty.

2. Personnel accountability includes the by-name recording of specific data on arrivals and departures from units (e.g., unit of assignment, location), duty status changes or grade changes, Assignment Eligibility and Availability (AEA) Codes, and MOS/Specialty Codes, etc.

Instructor Note: Ask the students if Personnel Accountability can affect the commander’s decisions and the unit’s mission. Encourage students to share real-world experiences that will help clarify these definitions. Ensure students fully understand the objective.

Slide: Personnel Accountability PrinciplesFocus:

Refer students to FM 1-0, figure 1-1

Refer students to FM 1-0, para. 1-13 & para. 3-46

Instructor Note: Have students understand that we now have Four HR Core Competencies and Personnel Accountability (PA) falls under the sub category of Man the Force.

Personnel Accountability is the by-name management of the location and duty status of every person assigned or attached to a unit. It includes tracking the movement of personnel as they arrive at, and depart from, a unit for duty. For deployed units, this includes maintaining visibility of individuals as they enter, transit, and depart theater for reasons that range from normal Rest and Recuperation (R&R) to treatment at a medical treatment facility (MTF). Battalion and brigade S-1 Personnel Readiness teams are at the tip of the spear for managing the automation systems that support Army-wide personnel accountability and require a team of HR professionals who are competent with automated HR systems and understand the personnel accountability process.

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Personnel accountability is one of the most important functions a battalion or brigade S-1 performs on a continuing basis regardless of location or environment. Data accuracy is critical to the personnel accountability process. Promptly entering personnel accountability changes allows HR leaders at all levels to have timely and accurate personnel accountability data and enables S-1s to balance MOSs within brigades, battalions, and companies.

Personnel accountability is the key factor used for conducting strength reporting.

Slide: Personnel Accountability RequirementsFocus:

REFER STUDENTS TO FM 1-0, para. 3-50

We will discuss the requirements of personnel Accountability:The HR Authorization Report (formerly known as the Unit Manning Roster) serves as the source document for battalion and brigade S-1s, reflecting the slotting of assigned personnel. Other personnel accountability tasks include:

1. Account for military personnel individually in DTAS and eMILPO / RLAS / SIDPERS.

2. Collect, process, and sort critical information about Soldiers, units, and DoD civilians.

3. Track and account for transiting Soldiers in DTAS, especially as R&R operations and redeployment operations commence.

Slide: Personnel Accountability Process

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Focus:

Refer students to FM 1-0, para 3-48 and Figure 3-3

Battalion and brigade S-1 Personnel Readiness sections are at the Tip of The Spear for Army-wide personnel accountability execution and require a team of HR professionals who are competent with automated HR systems and understand the personnel accountability process. S-1 section leaders need to ensure their Soldiers are trained to work in a deployed or austere environment. This slide depicts the personnel accountability process and the PA flow for data and individuals.

Note that at Division-level and above, HR Personnel Accountability shifts from reporting to monitoring. Additionally, the HRSC has the overall responsibility for DTAS management that we will be discussing later in greater detail.

Slide: Personnel Accountability ResponsibilitiesFocus:

Break the class up into 4 groups and have them create a list of personnel accountability responsibilities at each of the levels on the slide.

Once list is created they will have a representative brief the class.

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The ASCC G-1/AG Manpower Division has the following responsibilities (FM 1-0, para. 3-53):

1. Deploy individuals as part of the early entry element to manage and monitor personnel accountability as part of the early entry module

2. Establish personnel reporting plans, policies, and timelines reflecting detailed reporting procedures and responsibilities (who reports to whom), in coordination with the J-1 combatant command

3. Monitor HR systems of record to obtain PA information

4. Establish connectivity with HRC, RC Personnel Offices, Rear Detachments (as required), appropriate Joint HQ/other Services/federal agencies, and CRC

5. Collect, reconcile, correlate, analyze, and present critical personnel accountability information to the ASCC commander/personnel readiness managers

6. Establish and provide oversight for CLTs at MTFs in the AO (executed by the COD of the HRSC)

7. Conduct reassignments to meet operational requirements (coordinate with subordinate G-1/AG and S-1s and HRC)

8. Assist with a directed Personnel Asset Inventory for any subordinate unit when the unit’s strength imbalance between eMILPO/RLAS/SIDPERS and TAPDB is 2% or more or when DTAS and unit PERSTATs are out of balance IAW theater policy

The Corps/Division G-1/AG personnel accountability responsibilities include (FM 1-0, para. 3-54 & para. 3-47):

1. Monitor deployed personnel accountability system to ensure compliance with ASCC guidance and timelines

2. Resolve Corps/Division personnel accountability issues (in coordination with the HRSC, brigade S-1, and appropriate HROB)

3. Ensure the synchronization of timely vertical flow of automated personnel information from battalions, brigades, and separate units

4. Coordinate with the HRSC to establish an automated personnel accountability system that aligns assigned and attached element UICs with supporting S-1s

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5. Ensure arriving battalions and separate units provide copies of their flight/sea manifests to the appropriate TG PAT at the port of debarkation

6. Perform those responsibilities of the ASCC G-1/AG when serving as the Army Force

7. Maintain liaison and flow of personnel accountability information from CLTs at Corps/Division MTFs and hospitals

8. Notify subordinate G-1/AGs and S-1s of all pending and potential task organization changes

The brigade S-1 and STB S-1 personnel accountability responsibilities include (FM 1-0, para. 3-55):

1. Operate a manifesting cell at ports of embarkation, collect manifest data at ports of debarkation and enter those personnel into the theater database

2. Maintain 100% accountability on all assigned or attached personnel, to include replacements, RTD Soldiers, R&R personnel, individually deploying, Army civilians, contractors, multinational personnel, as required

3. Ensure the BDE/STB meets higher headquarters personnel accountability policies and timelines

4. Collect, summarize, analyze, update, and report by-name personnel strength information using SIPRNET or NIPRNET, in the directed format

5. Ensure the Rear Detachment maintains accountability of non-deployed personnel and that their duty status changes are promptly entered into eMILPO / RLAS / SIDPERS-ARNG

6. Process and monitor assignment eligibility and availability code information for assigned/attached personnel

7. Process duty status change information, i.e., Present for Duty (PDY) to Wounded In-Action (WIA), Killed In-Action (KIA), Missing-In-Action (MIA), etc., and update the appropriate databases and HR systems

8. Process information on replacements and RTD personnel, as required, into the appropriate database

9. Track transiting unit personnel (e.g., leave and R&R), and local changes in location/base camp

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10.Reconcile manual with automated strength information; identify and resolve discrepancies by submitting the appropriate transaction

11.Update automated AO DTAS, as required

12.Coordinate CLTs, MA, hospitals, and military police for information on casualties, patient tracking, and stragglers and update the database as appropriate

13.Coordinate connectivity for secure and non-secure voice and data systems with the battalion S-6 and brigade S-1, where appropriate

14.Manage HR databases and systems access for the brigade

15.Ensure S-1 personnel have the appropriate security clearances, access, and permissions to the appropriate HR databases and systems required to perform their mission

The battalion S-1personnel accountability responsibilities include (FM 1-0, para. 3-56):

1. Maintain 100% accountability for assigned or attached personnel, to include replacements, RTD Soldiers, R&R personnel, Army Civilians, CAAF including other theater designated contractor personnel, and multi-national personnel, as required

2. Collect, summarize, analyze, update, and report by name personnel strength information using SIPRNET or NIPRNET, in the directed format

3. Ensure all personnel are entered into the theater database on entry or departure from the theater

4. Process and monitor assignment eligibility and availability code information for assigned and attached personnel

5. Process duty status change information (i.e., PDY to WIA, KIA, and MIA), and update appropriate databases and HR systems

6. Ensure the Rear Detachment maintains accountability of non-deployed personnel and that their deployment non-available codes and duty status changes are promptly entered into eMILPO, RLAS, and SIDPERS-ARNG

7. Process information on replacements and RTD personnel, as required, into the appropriate database

8. Track transiting unit personnel (e.g., leave and R&R)

9. Reconcile manual with automated strength information; identify and resolve discrepancies by submitting the appropriate transaction

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10.Coordinate with CLTs, MA, hospitals, and military police for information on casualties, patient tracking, and stragglers and update HR databases and systems as appropriate

11.Coordinate connectivity for secure and non-secure voice and data systems with the battalion S-6 and brigade S-1, where appropriate

12.Ensure S-1 personnel have the appropriate security clearances, access, and

permissions to the appropriate HR databases and systems required to perform their mission

13.Ensure PA is included in the unit tactical SOP

Slide: Selective Attention TestFocus:

Show selective attention test video.

Relate this to personnel accountability and how we get can get focused on certain task and don’t realize what’s going on around us.

Slide: Theater Deployment Operations

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Focus:

Refer students to FM 1-0, Chapter 7, para. 7-6 thru 7-11

PA is the most critical of all HR theater opening tasks. It is also the primary task conducted during the HR portion of the RSOI process. The most crucial task in the PA process is establishing a deployed personnel database and infrastructure that has the ability to capture accountability data on personnel entering the theater. This includes accounting for all personnel participating as members of the early entry element. Careful and detailed planning for accountability of these personnel is crucial as they include personnel and units involved in the RSOI process, personnel opening APOEs or SPOEs and coordinating with the AFSB to account for CAAF, when directed, participating in theater opening operations. Prior to deployment to the theater, all personnel involved as database administrators should be identified, designated, and trained on theater PA systems.

To establish initial Personnel Accountability operations, personnel from each of the following organizations/units are required:

1. The ASCC G-1/AG has the responsibility to plan, establish policy, set priorities, and manage PA for the theater. The ASCC G-1/AG also identifies internal and external HR support requirements for the theater and coordinates with the combatant commander to ensure Army PA policies are in sync with Joint policies.

2. Actual establishment of the initial theater database is the responsibility of the HRSC (PA/PRM/PIM). The HRSC establishes HR database nodes, initiates theater database hierarchy, and continues the coordination to maintain projected personnel flow rates with CONUS APOD, CRCs, and Air Force planners. They will also provide technical guidance to the TG PAT and the HROB in the ESC or Sustainment Brigade. During initial HR operations, the HRSC element may co-locate with the HROB.

3. The function of the TG PAT is to establish communications nodes with the HRSC element for PA and establishment of a PPC at the primary APOE. The PPC is

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established at the most favorable location based on projected flow rates in the area of the APOE. Once the PPC is established, PA and database integration of all personnel entering the theater becomes the responsibility of the TG PAT and supporting HR Company. More than one TG PAT will be required if multiple inter-theater APOEs become active.

4. HROB personnel also play an important role in theater HR opening operations. The HROB is the integrating link between the HRSC, the TG PAT and assigned or attached HR units (HR Company/HR Platoon). The HROB, as part of the ESC or Sustainment Brigade SPO, not only provides technical guidance to HR units, but coordinates and synchronizes the execution of logistical and other non-HR support required to ensure HR units can accomplish the PA mission. For example, incoming flights must be met and transported to the PPC for accountability; transit personnel must be fed, billeted, after processing personnel must be transported, etc. These non-HR specific tasks are not part of the PA process, nor do HR units have the responsibility or capabilities to accomplish or coordinate these non-HR tasks. These non-HR tasks must be coordinated with the theater opening Sustainment Brigade for execution of specific tasks.

Slide: Large Scale Combat OperationsFocus:

Refer students to FM 3-0, Para 1-4

FM 3-0, Appendix A Para A-1, Table A1-A3

Note: Refer Students to FM 3-0, Operations, and notify the students of the below.

FM 3-0, Operations, covers large scale combat operations. Once FM 1-0, Human Resources Support is updated and FM 4-0, Sustainment Operations is implemented, they will align with FM 3-0. Therefore, some of the information presented during this course may change. Until regulations change, the information presented is valid.

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Note: Refer students to paragraph 1-4, to understand FM 3-0’s description of Large-scale combat operations.

Large-scale combat operations are intense, lethal, and brutal. Their conditions include complexity, chaos, fear, violence, fatigue, and uncertainty. Future battlefields will include noncombatants, and they will be crowded in and around large cities. Enemies will employ conventional tactics, terror, criminal activity, and information warfare to further complicate operations. To an ever-increasing degree, activities in the information environment are inseparable from ground operations. Large-scale combat operations present the greatest challenge for Army forces.

Note: Notify Students that even though the following is not annotated in the regulation, they have to understand their duties and responsibilities for personnel strength reporting.

During LSCO, Personnel Accountability is a continuous process that is refined during SHAPE to support the assigned mission and continue throughout all strategic roles. Effective and efficient Personnel Strength Reporting Data Operations, contributes to units’ ability in executing their assigned mission. Therefore, proactive planning and preparation are the key to success.

Note: Review the definition of SHAPE to highlight its importance during LSCO. Emphasize that all the strategic roles are important; however, SHAPE will be reviewed because it ensures the successful execution of the other roles.

Additionally, notify students that analog/disconnect HR operations may occur during LSCO. Students should contact higher command and obtain analog/disconnected operations requirements (SOP, reporting format, etc.). They will develop internal SOPs and templates and disseminate to subordinate units to ensure they are prepared to execute disconnected strength reporting if required. SOPs can be adjusted once official guidance has been published.

Shape: paragraph 1-62.

Army operations to shape bring together all the activities intended to promote regional stability and to set conditions for a favorable outcome in the event of a military confrontation. Army operations to shape help dissuade adversary activities designed to achieve regional goals short of military conflict. As part of operations to shape, the Army provides trained and ready forces to geographic combatant commanders (GCCs) in support of their theater campaign plan. The theater army and subordinate Army forces assist the GCC in building partner capacity and capability and promoting stability across the AOR. Army operations to shape are continuous throughout a GCC's AOR and occur before, during, and after a joint operation within a specific operational area.

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Refer Students to FM 3-0, Appendix A, Command and Support Relationships.

Note: Highlight to the students that your organization’s command and support relationships with other organizations are vital during LSCO. Depending on the deployment location and the mission the unit is supporting, units command relationships may change. Working with your unit’s S3/G3, can assist S1/G1 in identifying the reporting hierarchy (upper/lower echelons). An OPORD will identify a unit’s reporting hierarchy during a contingency operations.

A-1. Establishing clear command and support relationships is a key aspect of any operation. Large-scale combat operations present unique and complex challenges that demand well defined command and support relationships among units. These relationships establish responsibilities and authorities between subordinate and supporting units. Some command and support relationships limit the commander's authority to prescribe additional relationships. Knowing the inherent responsibilities of each command and support relationship allows commanders to effectively organize their forces and helps supporting commanders understand their unit's role in the organizational structure.

Review Table A1-A3, Command Relationships.

Slide: Theater Redeployment OperationsFocus:

Refer students to FM 1-0, para 7-32 and 7-33

Throughout the redeployment process, the most critical of all HR functions is Personnel Accounting. Accountability includes all personnel who are listed in the theater database and includes Soldiers, Joint and multinational personnel, DoD civilians, and contractors.

The following organizations have responsibilities for the redeployment of personnel:

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1. ASCC G-1/AG. Develop the theater-level plan in coordination with the HRSC and the ESC HROB. The redeployment plan will include unit and command responsibilities: processing procedures for Joint, DoD civilians, and contractor personnel; and specific procedures for processing for RC soldiers who are demobilizing.

2. HRSC. Establish and maintain the theater database; coordinate with the ESC HROB to identify points of departures; how HR support will be provided during the drawdown; identifying HR units and planned redeployment schedules; and if necessary, developing a plan to sustain any residual force for post conflict activities.

3. ESC/Sustainment Brigade HROB. Develop a redeployment schedule for redeploying HR units while simultaneously ensuring Personnel Accounting is maintained. Ensure HR units redeploying late in the plan have the necessary communications and logistics support.

4. HR Company:a. Provide HR unit redeploying recommendations to the HROB.b. Provide PAT coverage at designated points of departure.c. Provide common access card support at departure points.d. Consider using CLTs from departing units as augmentation to PAT or the

Plans and Operations section.

Slide: Personnel Accountability Transactions ActivityFocus:

Have students open up the eMILPO training database.

Walk students through completing an arrival, duty status change, and departure transaction.

Instructor Note: Inform the students that during this portion of the lesson they will receive a general overview of personnel accountability transactions that can be performed within the Personnel Accounting functions of eMILPO.

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Slide: Top ThisFocus:

Have one student share an example of what has been learned and how they will implement it.

The next student will try to top the previous student’s idea.

Slide: ActionFocus: This lesson is focused on meeting AG technical education outcomes.

After completing this lesson, students should be confident in their ability to apply critical thinking in preparing to conduct personnel accountability.

Discussions in this block relate directly to concepts students will need to apply in future assignments.

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Slide: ConditionFocus: This lesson is focused on meeting AG technical education outcomes.

After completing this lesson, students should be confident in their ability to apply critical thinking in preparing to conduct personnel accountability.

Discussions in this block relate directly to concepts students will need to apply in future assignments.

Slide: StandardFocus: This lesson is focused on meeting AG technical education outcomes.

After completing this lesson, students should be confident in their ability to apply critical thinking in preparing to conduct personnel accountability.

Discussions in this block relate directly to concepts students will need to apply in future assignments.

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Slide: QuestionsFocus: This lesson is focused on meeting AG technical education outcomes.

After completing this lesson, students should be confident in their ability to apply critical thinking in preparing to conduct personnel accountability.

Discussions in this block relate directly to concepts students will need to apply in future assignments.

e. Develop (10 min): This phase is student-centered and instructor facilitated.

NOTE: Instructors now initiate a student discussion of how material in the lesson plan will be used in their future assignments. Although instructors can guide students in the discussion, the answers ultimately belong to the students. The intent is that students recognize that value of understanding the personnel accountability in both garrison and deployed environments and the various components of that support.

Here are some ideas that instructors can inject into the discussion:

Students in the concrete exercise should have identified many of the primary or related topics brought up in the lesson. Has this lesson helped them see linkages between all the topics?

Some tasks/processes are conducted sequentially while others are simply related and may occur before, after, or at the same time as others. Do students see how the relationships between different events can create opportunities or limitations in trying to accomplish missions in a time constrained environment?

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Slide: Practical ExerciseFocus: This lesson is focused on meeting AG technical education outcomes.

After completing this lesson, students should be confident in their ability to apply critical thinking in preparing to conduct personnel accountability.

Discussions in this block relate directly to concepts students will need to apply in future assignments.

f. Apply (120 mins): Administer Practical Exercise

The Conduct Personnel Accountability apply phase consist of 9 scenarios that require the student to perform eMILPO personnel accountability transactions.

Students will have one hour to complete the transactions and then the instructor will have one hour to review the students work and then discuss errors or problems that were made/encountered by the students.

Appendix ATLO 4.0 – Implement Man the Force Assessment Plan

Module Post-Assessment. A comprehensive post-assessment consisting of multiple-choice, matching, fill-in-the-blank and ordering questions will be administered via Blackboard Academic Suite upon completion of the module.

Appendix BList of Slides

Slide 1: Conduct Personnel AccountabilitySlide 2: Tracking Deployed PersonnelSlide 3: ActionSlide 4: ConditionSlide 5: StandardSlide 6: Personnel Accountability ObjectiveSlide 7: Personnel Accountability PrinciplesSlide 8: Personnel Accountability Requirements

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Slide 9: Personnel Accountability ProcessSlide 10: Personnel Accountability ResponsibilitiesSlide 11: Selective Attention TestSlide 12: Theater Deployment OperationsSlide 13: Large Scale Combat OperationsSlide 14: Theater Redeployment OperationsSlide 15: eMILPO Personnel Accountability Transactions ActivitySlide 16: Top ThisSlide 17: ActionSlide 18: ConditionSlide 19: StandardSlide 20: QuestionsSlide 21: Practical Exercise

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