text: Chapter 2
  * Implement, train, and apply personnel recovery doctrine.
  * Facilitate training for commanders, staffs, and forces commensurate with their assigned roles.
  * Emphasize unassisted recovery in all personnel recovery training.
  * Develop and maintain a unit personnel recovery system, including SOPs, TTP, and training.
  * Fully staff designated personnel recovery positions where they exist and train multifunctional
  staff officers and noncommissioned officers in personnel recovery matters.
  2-6. The commander and staff have the following responsibilities that apply to guidance and assessment:
  * Develop and disseminate personnel recovery guidance to facilitate personnel recovery activities
  based on guidance from higher headquarters.
  * Know the higher headquarters personnel recovery guidance.
  * Develop and disseminate ISG for each operation.
  * Assess unit readiness to conduct personnel recovery activities, including equipment and recovery
  aid status.
  * Assess intelligence, information collection, and operations for their effectiveness after personnel
  recovery missions.
  * Assess civilian and diplomatic capabilities to support personnel recovery activities in the AO.
  * Assess how HN security forces, intergovernmental or nongovernmental organizations, and local
  civilians can support or disrupt personnel recovery activities.
  2-7. The commander and staff have the following responsibilities that apply to coordination:
  * Coordinate personnel recovery issues vertically and horizontally, particularly with subordinate
  personnel recovery staffs.
  * Communicate necessary information that contribute to situational awareness of those associated
  with a recovery operation.
  * Coordinate with the appropriate staff for necessary support to personnel recovery missions.
  2-8. The commander and staff maintain accountability for Soldiers and specialized personnel recovery
  equipment. They maintain access to authentication information (entered on DD Form 1833 through the
  Army’s PRO-File data entry system or on Personnel Recovery Mission Software Web site [only if
  SECRET Internet Protocol Router is available]) on all Soldiers in the unit.
  COMMANDER RESPONSIBILITIES
  2-9. Commanders provide leadership and demand accountability. Personnel recovery missions require a
  combination of approaches. Successful personnel recovery operations often depend on timely decisions and
  rapid execution. The time available to conduct a recovery may be short, and the tactical situation may
  change rapidly. Therefore, commanders exercise mission command and delegate personnel recovery
  decision-making authority to subordinate commanders. This facilitates decentralized execution and
  maximizes use of available time. Subordinate commanders often have the best situational understanding of
  their AO and can respond quickly to an isolating event. Higher echelon commanders decentralize personnel
  recovery decision making and allocate appropriate resources to subordinate commanders to accomplish the
  mission. Commanders identify personnel recovery information requirements and focus the staff on
  answering those requirements. Commanders provide direction and emphasis on personnel recovery
  education and training.
  2-10. While decentralized execution applies to many personnel recovery missions, situations occur in
  which a centralized command approach may be appropriate. To illustrate, persons are isolated in a country
  in which the host nation or the DOS has the lead in recovery and small joint or Army units provide support.
  When facing these conditions, subordinate commanders may lack sufficient information to evaluate the
  impact of conducting a recovery on the operation at large.
  2-11. Commanders understand, visualize, describe, direct, lead, and assess throughout personnel recovery
  operations. They continuously develop, test, and update their understanding throughout the conduct of
  operations. They actively collaborate with other commanders, the staff, and unified action partners to create
  a shared understanding. As commanders begin to develop an understanding of an operational environment,