text: HR Support and HR Planning Considerations during the Army Strategic Roles
   Coordinate with the HROB and TPOC on changes to brigade mail delivery points.
   Reconcile postal problems and changes in postal support requirements with the HROB,
  TPOC, or the ASCC G-1/AG.
   Include postal operations support in all OPLANs and OPORDs.
  * HR support to casualty operations:
   Execute casualty reporting requirements and advise the ASCC G-1/AG of time restraints that
  may need adjusting due to increased volume (mass casualties) and/or during degraded and
  disconnected operations.
   Refine and validate casualty estimates.
   Ensure casualty reporting and tracking is integrated.
   Monitor patient tracking and accountability through the surgeon.
   Monitor duty status-whereabouts unknown, missing, prisoner of war, and missing-in-action
  cases.
   Maintain liaison with casualty liaison elements, mortuary affairs companies, medical
  commands, and MTFs.
   Coordinate and execute civilian, joint, and multinational casualty actions as directed and
  augmented.
   Monitor the progress of all summary court martial officers and LODs.
  * Other HR considerations:
   Understand how terrain and distance may limit/degrade communication and force utilization
  of retransmit stations (Division G-1). This is important for Combat Service Support
  Automated Information Systems Interface/Very Small Aperture Terminal operations.
   Anticipate cyber threats/attacks. Cyber-attacks on automation and communications systems
  will deny, degrade, and disrupt PASR and the casualty tracking and reporting flow.
   Update SOPs. This may be required to determine type and frequency of data in the event of
  information system black out. Manual use of logging actions will be the only alternative for
  HR systems.
   Plan for the inability to provide timely and accurate information to the commander’s COP.
  Implications associated with LSCO will hinder timely and accurate submission of PERSTAT
  reports, which will limit responsiveness to supported units.
   Anticipate degraded corps G-1/AGs and division G-1s – Possibility of corps G-1/AGs and
  division G-1s degraded over time with focus and requirements shifting back to corps/division
  to fight as formations during LSCO. Therefore, casualty reporting, strength management, and
  replacement operations may require additional SRC 12 (theater HR organizations) support at
  echelon.
   Manage rotation policy (if applicable).
   Manage MWR and command interest programs as dictated by mission and the commander.
   Produce annexes and commander’s running estimates to support LSCO.
  BRIGADE AND BATTALION S-1
  7-65. Human resources planning considerations for the brigade and battalion S-1 during LSCO
  (defensive/offensive) may include, but are not limited to––
  * PASR:
   Integrate arriving personnel into the theater personnel database.
   Manage personnel asset visibility – Conduct PASR while moving to new tactical operations
  cells. Plan for possible multiple command nodes, latency in communications, intermittent
  communication while units move, loss of contact in one area, then three days later, make
  contact from an entirely different area.
   Implement procedures for manual PASR during degraded and disconnected operations.
   Focus efforts on accurate and timely PASR.