text: Man the Force
  3-21. The Casualty Rate Estimation Tool provides the capability for planners to emulate the operational plan
  to calculate the combat and non-combat injuries and illnesses that would be expected during military
  operations. Casualty estimates can be generated for ground combat, ship attacks, fixed facilities, and natural
  disasters. Patient streams are based on the casualty estimate and the user selected Patient Condition
  Occurrence Frequency Tool distribution. The Casualty Rate Estimation Tool uses stochastic methods to
  generate wounded-in-action and killed-in-action estimates and can therefore provide quantile estimates in
  addition to mean value estimates.
  3-22. The Expeditionary Medical Requirements Estimator estimates the operating room, intensive care unit
  bed, ward bed, theater evacuations, and blood product requirements for theater hospitalization based on a
  given patient load. Patient loads are based on a user specified average daily patient count or patient streams
  derived from the Casualty Rate Estimation Tool. The Expeditionary Medical Requirements Estimator uses
  stochastic processes to allow users to evaluate risk in medical planning. It also stratifies the rate by MOS and
  pay grade distribution to enable the planning and resourcing for replacement operations.
  RECONSTITUTION
  3-23. Commanders should prepare for greater losses to personnel, supplies, and equipment in their
  formations because of the highly destructive nature of LSCO. Even with continuous and effective sustainment
  support, units may rapidly become combat ineffective because of enemy action. Commanders at all levels
  must be prepared to conduct reconstitution efforts to return ineffective units to a mission capable status as
  quickly as possible to meet campaign objectives.
  3-24. Reconstitution operations are actions planned and implemented by a commander to restore attrited
  units’ combat effectiveness commensurate with the mission requirements and available resources.
  Reconstitution should be considered when the operational pace, mission, or time, or demand does not allow
  normal replacement operations to restore combat power. Reconstitution restores combat power to the levels
  necessary, within a limited time to continue the fight. This restoration is beyond the capabilities and available
  time of normal day-to-day sustainment action. Reconstitution requires both generating and operating force
  involvement. Key considerations for reconstitution operations are: combat readiness of the unit, mission
  requirements, risk, and the availability of replacements. Commanders must decide what type of reconstitution
  effort would be best for the organization based on METT-TC.
  3-25. Reconstitution is not a sustainment operation, although sustainment plays an integral part. All
  sustainment functions are executed during reconstitution. It is not simply about replacing equipment; HR,
  medical, supply, and maintenance personnel work closely with maneuver forces to rebuild combat power.
  Personnel readiness management is a critical factor in the reconstitution process. Personnel readiness
  managers and HR planners at all levels must understand the concepts of reconstitution and plan to support
  commanders in their efforts to sustain combat power.
  3-26. Reconstitution encompasses two major efforts–reorganization and regeneration. Reorganization is the
  expedient cross-leveling of internal resources within an attrited unit in place to restore necessary combat
  effectiveness as directed by the unit commander. Regeneration is the rebuilding of a unit and requires time
  and resource intensive operations which includes equipment repairs/replacements, supply replenishment,
  mission essential training, and personnel replacements IAW theater commander guidance.
  REORGANIZATION
  3-27. Reorganization is action to shift resources within an attrited unit to increase its combat effectiveness.
  Commanders of all types of units at each echelon conduct reorganization. Reorganization may be conducted
  when the operational tempo is such the risk for removing a unit from the operation may jeopardize the
  mission. There are two types of reorganization operations: immediate and deliberate. The type of
  reorganization operation executed is based on mission variables. Both types of reorganization may include
  such measures as cross-leveling personnel and equipment, matching operational weapon systems with crews,
  and forming composite units (joining two or more attrited units to form a single mission-capable unit).