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Chapter 2

This chapter describes the mission, proponency, doctrinal requirements and standards of support, and principles of support of the personnel accounting and strength reporting (PASR) management system. It also covers initial focus requirements, unit and staff responsibilities, manpower, and information requirements.


The mission of the Army's 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 data base (TAPDB).

Historical Perspective

Headquarters, Army of the Ohio, In Camp, near Florence, Ala., June 24th, 1862

General Orders, No. 26: There are 14,000 officers and soldiers absent from their duty with the various divisions of the army, . . . Some of them have gone off without any authority; others with the permission of officers not authorized to grant it . . . To correct this abuse it is ordered --

All absent officers and soldiers who do not join their companies and regiments or are not satisfactorily accounted for as above by the 10th of July next, will be reported on their muster roll as deserters. . . . By command of Major General Buell, James B. Frey, Assistant Adjutant General, Chief of Staff.


The functional proponent for the system is the Military Personnel Integration Division. The Adjutant General Directorate, United States Total Army (USTA) PERSCOM.

AR 600-8-23, SIDPERS Data Base Management, provides policy and procedural guidance for data base management. AR 600-8-6, Personnel Accounting and Strength Reporting, provides policy and procedural guidance for personnel accounting at the unit level. Various pamphlets in the 600-8, Military Personnel Management series provide procedural guidance on data base management. The command and control strength reporting system (C2SRS) software contains guidance for the user.


Company commanders account for soldiers by reporting strength accountability and duty status changes to the battalion S1 who enters that information into the data base through SIDPERS transactions. This is the point where data converts from a written or verbal to an automated format.

These data base entries flow to the brigade S1 for data base update and transmittal to the personnel services battalion (PSB). The PSB updates its own and the G1 data base and transmits to the personnel group (corps or TAACOM). The personnel group updates the corps data base and transmits to the theater PERSCOM. The PG/PSBs supporting echelons above corps (EAC) update their data base and transmit to theater. The theater PERSCOM updates the theater data base and transmits to TAPDB. 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 personnel management centers at all levels are responsible for accounting for civilians and joint assigned/attached personnel.

Models of the PASR network and the PASR information flow are at Figures 2-1 and 2-2.


The following paragraphs describe the principles of accountability and strength reporting. The command strength reports are also described.


The personnel accounting process is central to the Army's entire personnel information management system. This process has special significance during contingency operations and in support of task organization. (Under SIDPERS 2.75, nondivisional command echelons must build their command data bases before deployment. This process involves merging unit data bases along command structure lines to ensure that each echelon has a complete data base which includes all its subordinate units.)

Additionally, personnel management centers (PMCs) must ensure that they and subordinate units have sufficient automation hardware to support the personnel accounting process.

Historical Perspective

A new military orders format (401) was developed to use in support of military contingency operations due to the loss of accountability of solders at all echelons when soldiers were deployed on TDY orders to Southwest Asia. It reassigns soldiers in a temporary change of station (TCS) status. The first test for the new orders format 401 was during Operation Restore Hope. Soldiers were successfully reassigned on this order to Somalia.


Strength reports are available from battalion to division level through C2SRS. These include the personnel summary (PS) and the personnel requirements report (PRR). Task force organization and reporting is also available within C2SRS. Software to support a SIDPERS 2.75 corps-level data base for extracting personnel strength reports is available from USTA PERSCOM. With real-time processing, data base access at each command level provides access to personnel strength information without a requirement for report submission from a lower level. Data base queries can support commanders who require strength reporting in a format of their choice. These reports when generated on a regular basis serve as historical documents, and they support the personnel readiness management process should the automated system fail. They can also be used to reconcile information from the formal data base.


The SIDPERS 3.0 and earlier versions include a module entitled the command and control strength reporting system (C2SRS). The module can generate a battle roster (Figure 2-3) and Army standard command strength reports. C2SRS can produce the following reports and consolidate them at brigade and division level: personnel summary (Figure 2-5), personnel requirements report (Figure 2-6), and task force summary (Figure 2-4). Examples of these reports are at Figures 2-3 through 2-6. SIDPERS 3.0 also has the ability to generate command unique reports through it's ad hoc query capability.

Manual numerical strength reports reflect the PS and PRR of a unit. They are used to support tactical decisions in the current battle. The term "manual" means that the numerical strength information is based on manually derived reports, not on an automated personnel data base. Spot reports of significant tactical events that affect personnel strength are reported through command channels as they occur, normally via radio. Personnel managers must use spot report information to keep manual reports as current as possible until automated systems are back on line. Automated reports are the standard since speed of submission is critical.

Battle Roster

This report can serve as a PASR tool. It contains a personnel file extract on every soldier in the unit, and it can reflect task organization by company, platoon, squad, crew/gun section, and so forth.

Under SIDPERS 2.75, units must activate the battle roster before the system can produce any of the C2SRS reports. The process requires submitting a SIDPERS transaction on each soldier to establish a position on the battle roster. Therefore, deploying units must activate and maintain their battle rosters before deployment. The alternative is to submit manual personnel readiness reports. An example of the battle roster is at Figure 2-3. The battle roster is readily available under SIDPERS 3.0.

Personnel Summary

This report displays a unit's personnel strength in aggregate numbers as of a given time. It reports strength by personnel category (officer, warrant officer, enlisted and civilians), gains, losses, and duty status changes since the last report. Commanders and personnel readiness managers use the report to assess organizational combat power and set priorities. An example is at Figure 2-5.

Personnel Requirements Report

This report displays a unit's requirements for additional personnel by rank and nine-character MOS/AOC. SIDPERS creates the report from a comparison between authorized and assigned strength. Personnel readiness managers above battalion level use the report to requisition and allocate replacement personnel. An example is at Figure 2-6.

The personnel requirements reporting process starts at battalion/separate unit level and flows through the chain of command to the theater personnel management center (PMC). The standard information source at all echelons is the SIDPERS data base. If that source is unavailable, units must prepare reports manually.

Personnel Status Report

In the manual mode, the PS and PRR may be combined as a DA Form 5367-R Personnel Status Report (PSR). The form is produced to satisfy the demand for immediate information when automated systems are not available. It is not as timely as the automated form.


There are three terms we commonly use in determining command and control relationships: assigned, OPCON, and attached. Assigned, OPCON, and attached strengths are described as follows.

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 receiving 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, receiving replacements, mail, and so forth, by 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.

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 unit can be OPCON or attached and a GS unit can be OPCON or attached.

Maintenance and accountability of the task organization and unit command and control relationships have a significant impact on the accuracy of personnel accounting and strength reporting, replacement operations, and postal operations. It is critical that operations channels (G3) define command and control relationships on each task organization and subsequent change. Every unit not listed with its parent (assigned) unit of organization must be identified as OPCON or attached. G1/S1s must immediately ask for clarification any time the task organization does not identify the proper command and control relationship.

OPCON unit strength is reported by the parent (assigned/losing) unit commander/S1. Attached unit strength is the responsibility of the gaining unit commander/S1. Only providing a DS or GS designation does not necessarily clearly identify the command and control relationship. DS or GS may have a different meaning to the personnelist than it does to the field artilleryman or logistician. Command and control relationships are normally determined by higher headquarters and communicated through G3/S3 channels at the time of task organization changes. The G3/S3s immediately provide the G1/S1s and unit commanders task organization changes to ensure the most accurate strength accounting and appropriate delivery of replacements and mail.


During the early stages of deployment, PASR managers must concentrate their initial efforts in three areas: accessing mobilizing Reserve Component (RC) soldiers into the Active Component SIDPERS data base, accounting for all assigned personnel, and reassigning soldiers, who will not deploy, from deploying units. It may be necessary to account for civilians, joint, and contractor personnel manually or by using stand-alone automated systems.

The mobilization station builds SIDPERS records for RC soldiers through the mobilization personnel system. If prepositioned mobilization personnel system files are not available at the mobilization station where the mobilizing soldiers report, the mobilization station must generate complete records. Where communications have not been established with the contingency theater, it may be necessary to hand-carry data disks containing the unit's SIDPERS records to the personnel processing activity in theater.

Installation commanders must reassign nondeploying soldiers from deploying units to other units on the installation or to derivative unit identification codes (UICs) established for nondeploying units. It is essential to remove those soldiers from the deploying unit's data base and provide a clear picture of each unit's accountable strength. Installation commanders will manage soldiers who do not deploy, in accordance with policy and procedures established by the DCSPER HQDA.


The lead corps AG establishes PASR systems upon arrival in theater. Units will deploy with purified data bases reflecting only deploying soldiers' records. Upon arrival at the port of debarkation, units will furnish copies of their data base to the senior personnel unit in the theater and to the servicing PSB.

Divisions will continue to update their personnel accounting system through an electronic data link with the sustaining base/home station PERSINS processing activity (PPA). They will provide strength reports in accordance with guidance from the lead corps AG. The theater PERSCOM may revise strength reporting requirements to support theater-level personnel readiness management upon its arrival in theater.

Nondivisional units will maintain their personnel accounting systems through their corps or theater PSB which provides the electronic data link to their sustaining PPA. The lead corps AG will establish strength reporting requirements. The theater PERSCOM may revise these requirements upon arrival.


The following agencies must prepare for critical roles during the early deployment stages to establish and operate the PASR management system.

Commanders at company level have the responsibility to account for soldiers and civilians and accurately report their duty status to the battalion S1. Commanders at battalion and brigade levels enforce the process of recording and transmitting personnel accounting information.


The battalion S1 records personnel changes in the battalion's command data bases. This process automatically generates update transactions.

Battalion S1 personnel accounting and strength reporting responsibilities include the following critical tasks:

  • Collect, summarize, analyze, and report personnel strength information.
  • Submit duty status and battle roster changes to the battalion data base, and transmit transactions using an automated system for real-time transmission as close to the actual occurrence as possible. As time between the event and the report increases, the value of the information to the commander decreases. If a back-up, manual system is used, reports will be completed not less than once every 24 hours.
  • Process information on replacements and return to duty soldiers and Army civilians into the battalion data base.
  • Compare manual personnel strength information against the results of SIDPERS processing; identify and resolve discrepancies.


The brigade S1 processes transactions from subordinate battalions to update the brigade's command data base. This process automatically generates update transactions, consolidates them in an electronic queue (under SIDPERS 2.75), and transmits them to the personnel automation section of the supporting PSB.

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 SIDPERS information; identify and resolve discrepancies.


The PSB performs the pivotal role within the theater's personnel information management system. The PSB receives personnel information from battalions and separate units and provides decision information to personnel readiness managers.

The PSB manages a consolidated data base of record for all of the battalions and separate units within its area of responsibility. It enters data into the data base and transmits updated information up and down the system.


The division G1 relies on the PSB to manage the division's command data base. The local or wide area network supporting the G1 must include the PSB-maintained command data base. Collocating the PSB with the G1 in the division rear facilitates this. If an assured communication link or collocation is not practical, the PSB transmits update transactions to the G1's copy of the command data base at least twice daily.

The personnel readiness branch has responsibility for the following critical tasks:

  • Operate the division's PASR network.
  • Maintain and operate a consolidated division data base.
  • Synchronize the timely vertical flow of automated personnel information from the battalions and separate units to the PSB.


The corps AG, TAACOM AG, and theater AG maintain consolidated data bases at their levels and manage data flow up and down the system.

The lead personnel group has the following responsibilities:

  • Establish the PASR system by aligning all arriving units with a supporting PSB.
  • Instruct arriving battalions and separate units to provide copies of their SIDPERS data bases to the appropriate PSB and an AG representative at the port of debarkation.
  • Provide manpower to establish a collection point at the port of debarkation for unit personnel data bases.
  • Ensure that a PASR manager from the forward-deployed theater PERSCOM or contingency PERSCOM deploys with an early corps PMC increment.

The corps AG personnel readiness management branch operates the corps PASR management network.

The corps AG personnel automation branch has the following PASR responsibilities:

  • Synchronize the flow of personnel change transactions through the chain of command from battalion to theater level on a real-time basis.
  • Maintain a derivative unit identification code (UIC) to account for inpatients at medical facilities.


The personnel service directorate has the following responsibilities:

  • Deploy a PASR manager with an early corps PMC increment.
  • Prepare to assume the PASR management responsibility from the lead corps PMC.
  • Operate the theater PASR management network.
  • Synchronize the flow of personnel information through the chain of command from battalion to PERSCOM.
  • Collect, correlate, analyze, and present critical personnel readiness information to personnel readiness managers.


Responsibilities are the following:

  • Reassign non-deploying soldiers from deploying units.
  • Assign soldiers who will deploy with the force on an interim basis (for example, temporary change of station (TCS) from another site), and ensure units include them in their SIDPERS data bases.
  • Ensure battalions and separate units deploy with their SIDPERS data bases resident on automation hardware.
  • Access mobilized Reserve Component soldiers into the Active Component SIDPERS data base.


Responsibilities are the following:

  • Provide adequate technical policy and procedures to govern mobilizing Reserve Component soldier accession into the Active Component SIDPERS database.
  • Provide adequate technical instructions to govern reassigning selected soldiers to fill readiness requirements in deploying units.
  • Provide adequate technical instructions for addressing deploying civilians and joint personnel information into the SIDPERS data base.

USTA PERSCOM enters some data (for example, OER/NCOER end dates and civilian/military education levels) at the top of the system (TAPDB).


The PASR management system requires manpower in the critical areas of operation described in the following paragraphs.

The battalion S1 and separate units are responsible for managing the PASR system. Their tables of organization and equipment (TOE) provide manpower for this function.

The personnel services battalion (PSB) is the catalyst between the battalion S1 and separate units and information managers at division level and higher. The PSB TOE provides manpower to support this workload.

The personnel group commander must direct the PSB to deploy a personnel information management team early to establish personnel information flow between the units and higher level data base managers. These teams should deploy with the appropriate PMCs to facilitate aligning PSBs with their supported units.

The personnel group must deploy a personnel information management team to establish and maintain a consolidated corps command data base. This team also serves as the conduit for passing personnel information between corps major subordinate units and the theater PERSCOM or the sustaining base.


PASR management depends on real-time information and total asset visibility to ensure accurate gain, loss, duty status, and other strength-related data from all units. The network uses electronic communication support to transmit all personnel data changes from battalion to TAPDB within 24 hours of submission. This requires real-time information flow from the bottom of the reporting system to the top. Less than real-time information flow results in a degradation of service.

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