text: Chapter 4
  patient conditions and their associated medical treatment tasks, times, consumable supplies, and the
  equipment necessary to accomplish patient care. It also includes algorithms that calculate died of wounds
  due to treatment delay and complications. The Joint Medical Planning Tool spans the spectrum of theater-
  based roles of care and emulates all Service MTFs and their respective functional areas, including the number
  and type of personnel and the type, speed, and capacity of transportation assets.
  4-33. The Medical Planners' Toolkit provides planners an end-to-end solution for medical support planning
  across the range of military operations. The Medical Planners' Toolkit combines several tools, the Patient
  Conditions Occurrence Frequency tool, the Casualty Rate Estimation Tool, and the Expeditionary Medicine
  Requirements Estimator, into a single desktop application. This allows the user to manage the frequency
  distribution of probabilities of illness and injury and estimate of casualties in a wide variety of military
  scenarios. See JP 4-02, ATP 4-02.55, and ATP 4-02.7 for additional information.
  4-34. The Medical Contingency Requirements Workflow is web-based and resides in the unclassified domain
  for users to perform Class VIII analysis, run scenarios for contingency supply forecasting, and provide a
  variety of theater strategic, operational, and tactical tailorable support through national stock number and
  assemblage research capability. Medical Contingency Requirements Workflow also generates materiel item
  estimates using clinical treatment protocols supporting military and civilian patient-generating scenarios.
  SECTION III – ROLES AND RESPONSIBILITIES BY ECHELON
  THEATER ARMY ROLES DURING CRISIS
  4-35. The theater Army commands all Army forces in the AOR until the CCDR attaches selected Army
  forces to a subordinate JTF. The theater Army is the lead for RSOI operations for arriving forces. Until
  another organization can assume the role, the theater Army initially divides its responsibilities between the
  Army component (the ARFOR) in the JOA or theater of operations and Army forces operating in other parts
  of the AOR. This may require force tailoring by the theater Army to develop the initial request for forces,
  followed by additional task organization as forces arrive in the AOR.
  THEATER SUSTAINMENT COMMAND
  4-36. The TSC continues to support operations during crisis by conducting set the theater and security
  cooperation activities throughout the AOR. The TSC’s priority of effort still focuses on sustaining deployed
  forces. If the TSC has an attached ESC, that ESC may focus on select operational activities such as
  operational area opening activities, Army support to other Services, and sustaining deployed forces in the
  AOR. This division of responsibilities enables the TSC to continue focusing on long-range planning to set
  the theater.
  4-37. The TSC is responsible for supporting RSOI operations conducted by the theater Army. Effective RSOI
  consists of the processes that transform arriving personnel and equipment into forces capable of meeting
  operational requirements in accordance with established timelines. During RSOI, Army units are attached
  from the supporting commander (usually FORSCOM) to the theater Army. The theater Army task organizes
  Army units as TACON to the TSC.
  4-38. During crisis, the theater petroleum and water group (in coordination with the supported unit G-4 staff)
  continues to refine the petroleum concept of support and begin distribution of petroleum, oils, and lubricants
  (POL) and water to forward storage facilities. The theater petroleum and water group staff reviews and refines
  fuel consumption estimates and requirements to ensure effective petroleum distribution is available to meet
  tactical requirements. Fuel consumption estimates must be accurate in order to develop realistic plans in
  support of tactical forces. During crisis operations, POL and water units increase security and quality
  surveillance measures to ensure availability and quality of bulk fuel and water to support operational
  requirements.
  4-39. Risk, uncertainty, operational security, and chance are inherent in all military operations. Sustainment
  professionals must seek to understand, balance, and take calculated risks rather than avoid risks to ensure
  sustainment of the operational force. Sustainment commanders must assess and mitigate risk continuously
  throughout operations. These risk considerations and others should be addressed, and mitigation