text: Chapter 3
  BATTALION S-1
  3-93. Battalion S-1 HR support to replacement operations responsibilities include the following critical
  tasks:
  * Coordinate battalion orientation requirements.
  * Account for arriving personnel and tracking them to their destinations (PASR).
  * Provide EPS to transient personnel.
  * Coordinating/synchronizing the movement of personnel (NRP replacements, RTD personnel, and
  DOD and DA Civilians (excluding contractors)) within the theater based on the allocation decision
  made in the PRM process.
  World War II Personnel Replacements
  During World War II, the U.S. Army sustained about 936,259 battle casualties.
  Non-battle admissions to sick reports numbered about 17,000,000. In overseas
  theaters about 79 percent of the admissions to sick reports were for disease, 13
  percent for injury, and 5 percent for combat wounds. Plans were made for heavy
  combat losses, but the extent of non-combat losses was greater than had been
  expected. There was no precedent to indicate the number of personnel required to fill
  a global pipeline such as was necessary in World War II. In commenting on this phase
  of the war planning, General Marshall, on 23 June 1945, told the House Appropriations
  Committee:
  “In the first half of the war in connection with the campaigns in Africa, New Guinea, and
  the major portion of the campaign in Italy, I would say the War Department
  miscalculated, if you choose to call it that, in not fully appreciating what it required to
  fill the pipeline of global warfare to keep things moving at a fast pace; which means to
  get the total number of men you want at the right place at the right time and in the right
  position. In the original calculations on the strength of the Army, we did not take into
  sufficient account how much time and men were involved in going and coming, in
  sickness, on furlough, and so forth. Our calculations were also off in that we did not
  take into sufficient account the large numbers of men required to form pools behind
  the Army, ready to take the place of casualties the following day if possible.”
  SECTION IV – HR SUPPORT TO CASUALTY OPERATIONS
  3-94. Human resources support to casualty operations includes collecting, recording, reporting, verifying,
  and the processing of casualty information from unit-level to HQDA (CMAOD) normally within 12 hours of
  incident. The recorded information facilitates NOK notification, casualty assistance, casualty tracking and
  status updates, and provides the basis for historical and statistical reports. Holistic casualty operations involve
  a wider array of missions and organizations to oversee things like LOD determinations, disposition of remains
  and personal effects (a responsibility of the mortuary affairs organization of the supporting sustainment
  command), military funeral honors, and casualty mail coordination. Personnel, medical, logistic, and provost
  marshal communities all have a piece of casualty operations. Accurate and timely casualty reporting is
  paramount; however, operational constraints may preclude units from meeting reporting requirements. The
  casualty system must continually reconcile duty status-whereabouts unknown, missing-in-action, and
  medical evacuation cases against other sources of information such as significant activity reports to reach a
  final casualty status determination. Casualty information flows up, across, and down the reporting chain to
  help account for Soldiers and reportable DOD and DA Civilians.
  3-95. A clear, collaborative system for casualty operations information is critical for effective management.
  When developing theater casualty operations policies and procedures, casualty managers must not only
  consider doctrinal guidance, but also decisions and agreements made by the JTF/combatant commander