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successfully recovered with no further damage. The AVUM can assist in this effort, but the
critical expertise belongs to the AVIM. Each team usually includes this AVIM slingload
expert, an aircraft maintenance officer, a forward repair and recovery team chief, a technical
inspector, and any additional personnel deemed necessary to assist.
(3) Options. The maintenance and recovery team must consider several factors in
determining the best course of action, including the location of the damaged aircraft, the
tactical situation, and the time available for the recovery effort. The team may decide to
defer further maintenance, effect minimal repairs, and fly the aircraft to the rear. They might
also decide to rig the aircraft for air transport by sling loading, or they may decide to
selectively cannibalize the aircraft, destroy and abandon it according to SOPs and/or
approving authorities.
10-5. PERSONNEL SERVICE SUPPORT
Personnel assigned to the PAC, battalion aid stations, and the UMT perform personnel service support
functions. Those companies designed as "stand alone" companies (heavy helicopter company and light
utility company) have clerks at the company level that are equipped to conduct these functions. Personnel
services support functions fall into three general categories--combat critical, health service support, and
sustainment. The combat critical and health service support functions must happen regardless of combat
intensity, whereas the sustainment functions can be curtailed, suspended, or postponed during the intense
periods.
a. Combat Critical. These functions will have priority not only during combat, but also preparation
for combat. They include the following:
(1) Personnel accounting and strength reporting. This includes updating the unit battle
roster, based on duty positions for the unit TOE, and preparing and forwarding the personnel
status roster. The personnel status roster is submitted daily and after significant changes in
unit strength.
(2) Processing replacements. These actions include assigning replacements based on critical
leadership assignment. They also include performing administrative and personnel actions
such as inprocessing personnel, preparing SIDPERS transactions, updating battle rosters,
and briefing replacements on the tactical situation and unit SOPs. Battalion and brigade S-1s
should have developed a detailed SOP for inprocessing replacements.
(3) Casualty reporting. These actions include reviewing casualty feeder reports and witness
statements for completeness and accuracy, checking the battalion aid station casualty
treatment log to ensure all casualties have been reported, and forwarding the casualty report.
FM 1-113 Chapter 10
10-7
(4) Media operations. This should include briefing all soldiers on communicating with the
media, including legalities, permitted topics, and those items of information that cannot be
discussed. In this age of communication, media operations must have a priority, so as to not
jeopardize the mission.
b. Health Service Support. These functions also have priority during combat and preparation for
combat. They include the following:
(1) Unit level health service support personnel have the primary mission of preventing
illness, providing emergency and routine medical treatment, and medically evacuating the
sick, injured, and wounded. Medical personnel are responsible for supervising the training
of first aid, buddy aid, and combat lifesaver skills. Additionally, medical personnel provide
assistance in preventive medicine measures, such as field sanitation and personal hygiene.
Limited health support services resources in the unit require additional personnel be trained
in combat lifesaver skills to assist medical personnel in the initial treatment of casualties.
(2) Medical aid personnel assigned to the HHC medical treatment squad/section accompany
FARP personnel when they move forward. One medical aid person should be stationed at
each FARP location. The flight surgeon or physician's assistant assigned to the aviation
battalion should accompany treatment teams that move forward.
(3) Provisions for a S-1 must be included in the planning process. The S-1 should consider
the following: the estimated casualty work load, the augmentation of medical personnel,
preplanned patient collecting points and ambulance exchange points, and the augmentation
of medical evacuation resources by corps level evacuation assets.
c. Personnel Services. These support actions may be curtailed, suspended, or postponed during
intense periods of combat. These actions include evaluation reports, SIDPERs transactions, awards
and decorations, and promotions or reductions. They also include the following:
　
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