1. ADJUTANT GENERAL SCHOOL MAINTAIN UNIT PERSONNEL READINESS
BOTD
SHOW SLIDE: MAINTAIN UNIT PERSONNEL READINESS
ADMINISTRATIVE DATA:
Academic Hours/Methods
0 hr/10 min Introduction
1 hr / 35 min Conference / Discussion
0 hr / 35 Min Practical Exercise
1 hr Test
0 hr/10 min Test Review
0 hr/10 min Summary
4.2 hrs Total Hours
Learning Step / Activity Introduction
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:32
Time of Instruction: 15 mins
Media: Large Group Instruction
INSTRUCTIONAL GUIDANCE: Throughout this lesson, solicit from students the challenges they experienced in the current contemporary operational environment (COE) and what they did to resolve them. Encourage students to apply at least 1 of the 11 critical variables: physical environment, nature and stability of the state, sociological demographics, regional and global relationships, military capabilities, technology, information, external organizations, national will, time, and economics.
MOTIVATOR: Personnel Readiness Management (PRM) is the process of distributing Soldiers based upon documented requirements, authorizations, and predictive analysis to support commander’s priorities. Effective personnel readiness describes the state of a unit’s operational preparedness, in terms of its ability to man its authorized structure. The process of PRM analyzes personnel strength data which indicates current operational readiness compared to expected readiness (authorizations). It also involves projecting future requirements while assessing the readiness of individual Soldiers. As HR professionals PRM is one of the most important and critical areas you will be involved with.
Under Army HR Transformation and the Personnel Services Delivery Redesign (PSDR) initiative, PRM became brigade-centric and the roles and responsibilities of HR leaders at all levels changed. As we eventually move towards the Integrated Personnel and Pay System – Army (IPPS-A), PRM will use a single database for all components and expected to gain new efficiencies through the use of streamlined processes.
MAINTAIN UNIT PERSONNEL READINESS

2. HISTORICAL PERSPECTIVE
By people, I do not mean “personnel.” I do not mean “end strength.” I do not mean “percent of fill” or any of those other labels which refer to people as a commodity. I mean living, breathing, serving human beings. They have needs and interests and desires. They have spirit, and will, and strengths, and abilities. They have weaknesses and faults. And they have names.
GEN Creighton Abrams
Chief of Staff, Army
SHOW SLIDE: HISTORICAL PERSPECTIVE
NOTE: This slide is provided to solicit students' responses to General Abrams' quote as a precursor to starting the PRM overview lesson.

3. TERMINAL LEARNING OBJECTIVE
Action: Maintain Unit Personnel Readiness (PRM)
Condition: In a classroom environment, given access to FM 1-0, the eMILPO Training Database, Army Manning Guidance and awareness of Operational Environment (OE), variables, and factors.
Standards: Students will meet the standard when they correctly:
1. Define the Army’s PRM Mission and Process.
Define PRM Roles and Responsibilities.
Implement the Distribution Process and Unit Reset Procedures.
Coordinate Pre-Deployment Readiness.
Interpret Army Manning Guidance and ARFORGEN.
SHOW SLIDE: STATE TERMINAL LEARNING OBJECTIVES
NOTE: INSTRUCTOR TO COVER THE FOLLOWING:
Safety Requirements:  In a training environment, leaders must perform a risk assessment in accordance with FM 5-19, Composite Risk Management. Leaders will complete a DA Form 7566 COMPOSITE RISK MANAGEMENT WORKSHEET during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Note: During MOPP training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOPP work/rest cycles and water replacement guidelines IAW FM , NBC Protection, FM , CBRN Decontamination.
Risk Assessment Level: Low
Environmental Considerations: NOTE: It is the responsibility of all Soldiers and DA civilians to protect the environment from damage.
Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM Environmental Considerations and GTA ENVIRONMENTAL-RELATED RISK ASSESSMENT.
Evaluation: Students will participate in a group Practical Application and also complete a Practical Exercise. Additionally, Students also must score 70% or higher on the Maintain Unit Personnel Readiness Performance Test and International officers must score 60%.

4. HR ENDURING PRINCIPLES
Integration
Tasks and functions
Systems and processes
Organizations
Unity of purpose and effort
Responsiveness
Right support to the right place at the right time
Resources, capabilities and information
Synchronization
Effectively aligned
Time, space, purpose
Maximum readiness
and operational capabilities
Competency Based
Performance Oriented
Anticipation
Project requirements
Intuitive nature
Experience, knowledge and education based
Timeliness
Relevant HR information
Thorough analysis
Near real-time common operational picture
SHOW SLIDE : HR ENDURING PRINCIPLES
a. HR support uses a competency-based and performance-oriented strategy guided by HR enduring principles that assure a higher quality, more diverse and ready Total Army enabled by effective HR systems and agile policies. HR leaders have a responsibility to not only understand the importance of their efforts and unit mission, but also the missions of all their supported and supporting units. To meet the challenges of current and future operations, leaders are guided by six interdependent enduring principles of HR support that must be thoughtfully weighted and applied during the planning, execution, and assessment of missions. These six principles are:
(1) Integration. Integration maximizes efficiency by joining all elements of HR support (tasks, functions, systems, processes, and organizations) with operations ensuring unity of purpose and effort to accomplish the mission.
(2) Anticipation. Anticipation relies on professional judgment resulting from experience, knowledge, education, intelligence, and intuition to foresee events and requirements in order to initiate the appropriate HR support.
(3) Responsiveness. Responsiveness is providing the right support to the right place at the right time. It is the ability to meet ever-changing requirements on short notice and to apply HR support to meet changing circumstances during current and future operations. It involves identifying, accumulating, and maintaining sufficient resources, capabilities, and relevant information to enable commanders to make rapid decisions.
(4) Synchronization. Synchronization is ensuring HR support operations are effectively aligned with military actions in time, space, and purpose to produce maximum relative readiness and operational capabilities at a decisive place and time. It includes ensuring the HR operational process is planned, executed, and assessed.
(5) Timeliness. Timeliness ensures decision makers have access to relevant HR information and analysis that support current and future operations. It also supports a near real-time common operational picture across all echelons of HR support.
(6) Accuracy. Accuracy of information impacts not only on decisions made by commanders, but impacts Soldiers and their Families. For Soldiers, accurate information impacts their careers, retention, compensation, promotions, and general well being. For Family members, accuracy of information is critical for next of kin (NOK) notification if a Soldier becomes a casualty. HR providers must understand the dynamic nature of HR system’s architecture and the fact that data input at the lowest level has direct impact on decisions being made at the highest level.
Accuracy
Attention-to-detail oriented
Understand the dynamics of data input to HR systems

5. HR FOCUS Agile and Clear HR Policies Effective HR Practices
Encompassing and flexible
Effective HR Practices
Streamlined, intuitive, stable, and predictable
Competency-based Skills
Align responsibilities, knowledge, skills, attributes
Outcome-oriented Actions
The ends drive the means
Self-Development
Competent and confident HR Leaders
SHOW SLIDE: HR FOCUS
b. Meeting the goal of providing efficient and effective HR support relies on multi-functional HR leaders who focus their knowledge and skills in support of the Army’s most important asset – its people. Only those who think strategically and work collaboratively, while inspiring and leading Soldiers and civilians can achieve desired outcomes. In all areas, HR personnel should focus on the following:
(1) Agile and clear HR policies. HR policies must be clear, encompassing, and flexible enough to apply to the greatest number of personnel and address the widest range of circumstances. They must be adaptable enough to be able to guide and inform personnel in complex and changeable circumstances.
(2) Effective HR practices. HR practices that emanate from the policy-level should be streamlined, intuitive, and able to effect stable and predictable process results.
(3) Competency-based skills. HR personnel must be competent and able to accomplish HR core competencies and key functions. Competencies align the responsibilities, knowledge, skills and attributes needed to fulfill mission requirements.
(4) Outcome-oriented actions. In an environment that measures HR performance, the emphasis is on successful outcomes in fulfillment of mission priorities. While it is important to have effective HR processes and practices in place, it is critical that the ends drive the means.
(5) Self development. Self development is one of three domains of leader development and requires leaders to display discipline and a desire for excellence in lifelong learning. Using assessments, HR leaders must invest the time to become competent and confident in HR operations.

6. HR CORE COMPETENCIES Core Competency Key Functions
SHOW SLIDE: HR CORE COMPETENCIES
NOTE: Ensure students understand the change to the Core Competencies. 6

7. PIM / PA & SR / PRM RELATIONSHIP Interrelated and Interdependent
READINESS
PRM
SRC-12
OPERATIONS
G-1 / S-1
OPERATIONS
HRC
COPS
PRM coordination
w/ G-1 Oversight
HRSC
Management of
DTAS (PA)
Army / ASCC G-1
Management of
JPERSTAT (SR)
PA SR
DTAS / eMILPO X
SHOW SLIDE: PIM / PA & SR / PRM RELATIONSHIP
Learning Step / Activity 1. Define the Army’s PRM Mission and Process
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:32
Time of Instruction: 30 mins
Media: Large Group Instruction
c. The HR core competencies of PIM / PA&SR / PRM are interrelated and interdependent upon one another. This slide shows an overarching view of PIM / PA & SR / PRM relationships and how they collectively support personnel readiness for the brigade-centric Army.
(1) The two HR communities that support Army personnel readiness are the Standard Requirement Code (SRC) SRC-12 (AG) units, which execute theater HR operations, and the S-1s / G-1s responsible for their respective command’s successful and sustained HR support and readiness during combat operations.
(2) Highlights of the PIM / PA & SR / PRM relationships follow on Slides 8-10.
S-1
SR to G-1
(JPERSTAT)
Theater
APOD PA
CAPTURE
into DTAS PA
MAINTENANCE
of DTAS / eMILPO
I I
P I M
DTAS / eMILPO
S-1
PAT
PIM SUPPORTS CORE COMPETENCIES OF PA & SR AND PRM

8. PERSONNEL INFORMATION MANAGEMENT (PIM)
Using DTAS, Theater Gateway PAT captures personnel accountability of Soldiers into the AOR
Bde / Bn S-1s execute personnel accountability maintenance tasks ensuring DTAS/eMILPO keeps the PIM system up to date
Highlights of Relationships with PA & SR and PRM
SHOW SLIDE: PERSONNEL INFORMATION MANAGEMENT (PIM)
d. PIM. Upon arrival in theater, a Theater Gateway Personnel Accounting Team (PAT) captures the personnel accountability of individual Soldiers entering, exiting or transiting the theater using the Deployed Theater Accounting Software (DTAS). Bde / Bn S-1s execute personnel accountability maintenance tasks (e.g., duty status change, grade change, personnel restriction codes, etc.) ensuring DTAS/eMILPO keeps the PIM system up-to-date.

9. PERSONNEL ACCOUNTABILITY AND STRENGTH REPORTING (PA&SR)
HRSC responsible for the theater personnel accountability portion of PA & SR and executes this function through PATs at Inter- and Intra-theater APODs
Highlights of Relationships with PIM and PRM
Strength Reporting is a S-1 / G-1 responsibility
Strength Reporting relies on the PIM system for accuracy in PERSTAT and JPERSTAT
SHOW SLIDE: PERSONNEL ACCOUNTABILITY & STRENGTH REPORTING (PA&SR)
e. PA & SR. The HRSC is responsible for the theater Personnel Accounting portion of PA & SR and executes this mission through its PAT Teams and support to subordinate commands. Strength Reporting is a S-1 / G-1 responsibility and relies on the PIM system for strength reporting accuracy. The lynch pin of strength reporting comes through the submission of Personnel Status Report (PERSTAT) and Joint Personnel Status Report (JPERSTAT) reports generated by S-1s / G-1s, which ultimately supports PRM.

10. PERSONNEL READINESS MANAGEMENT (PRM)
Requires PA & SR to provide analyzed personnel strength data to determine Soldier distribution
HRC establishes a direct PRM relationship with Army Brigades
Division G-1 has oversight of the PRM system
Highlights of Relationships with PIM and PA & SR
SHOW SLIDE: PERSONNEL READINESS MANAGEMENT (PRM)
f. PRM. Requires Personnel Accountability and Strength Reporting to provide analyzed personnel strength data in order to further process and determine Soldier distribution and further personnel requirements impacting allocation decisions and replacements operations. Under HR Transformation, HRC establishes a direct PRM relationship with Army Brigades, which streamlines the personnel readiness process with G-1 oversight.

11. PRM (1 of 2)
PRM: Distribute Soldiers and Army civilians to subordinate commands based on documented manpower requirements, authorizations, and predictive analysis in support of the Commander’s intent, plans and priorities.
Process:
First obtain Commander’s PRM intent and guidance
Analyze personnel strength to determine current combat capabilities
Compare strength against authorizations
Project future requirements
Assess conditions of individual readiness
Decide personnel / replacement allocation
SHOW SLIDE: PRM (1 OF 2)
NOTE: Refer students to FM 1-0, Appendix A.
g. The objective of PRM is to distribute Soldiers and Army civilians to subordinate commands based on documented manpower requirements, authorizations, and predictive analysis in support of the Commander’s intent, plans and priorities.
(1) S-1s must first obtain their Commander’s PRM intent and guidance before starting the PRM process. The PRM process involves analyzing personnel strength data to determine current combat capabilities, projecting future requirements, and assessing conditions of individual readiness. It starts with the comparison of an organization’s personnel strength against its authorizations, includes predictive analysis of manpower changes (e.g., casualty rates, replacement flows, non-deployable rates, evacuation policies), and ends with a personnel readiness assessment and allocation decision. Effective PRM is the end state of the Personnel Estimate, individual and unit readiness, and strength management.
(2) PRM is the cornerstone of successful and sustained HR support to combat operations. It is a continuous process that starts with the individual Soldier and continues through the full spectrum of operations. PRM is not solely a wartime task for HR professionals; it is a continuous process which must occur during peacetime, pre-mobilization, mobilization, deployment, Reception, Staging, Onward Movement, Integration (RSOI), major combat operations, sustainment operations, redeployment, reconstitution, and de-mobilization. Discipline in PRM must be maintained at all levels of command.
FM 1-0, Appendix A

12. AHRS WEB PORTAL SHOW SLIDE: AHRS WEB PORTAL
NOTE: Tell the students to log-in to the eMILPO Training Database at URL and enter their User Name and Password. Click the “OK” button.
h. Compare the assigned strength against the total authorizations for UIC WW0751.
(1) Click the “eMILPO” link under the Applications column.
(2) Read the information in the window that appears and click the “Accept” button.

13. eMILPO MAIN MENU SHOW SLIDE: eMILPO MAIN MENU
i. Click the Personnel Asset Visibility Report (PAVR) link under the Readiness column.
NOTE: Inform the students that the PAVR is the personnel portion of the USR and also provides information related to a unit’s readiness for deployment. The PAVR includes analysis sections related to Soldier availability and MOS qualification.

14. PAVR – UIC SELECTION SHOW SLIDE: PAVR – UIC SELECTION
NOTE: Ensure you s
j. Select the UIC (WK0107) from the UIC pick-list and click “OK” to proceed.

15. PAVR – DATE SELECTION SHOW SLIDE: PAVR – DATE SELECTION
k. Select a Document Effective Date from the pick-list and click "OK" to proceed. (Click "Close" to exit the page and return to the PAVR - UIC Selection page.)

16. PAVR CALCULATIONS SHOW SLIDE: PAVR CALCULATIONS
l. This page displays strength accounting percentages and analysis for the selected unit/document effective date. Click the PSBG (Personnel Strength By Grade) link at the bottom of the page.

17. PSBG: PERSONNEL GRADE STRENGTH
SHOW SLIDE: PSBG – PERSONNEL GRADE STRENGTH
m. This page displays the required, authorized, assigned and available strength counts based on grades. If available, the hyperlink in the Grade column can be selected to view the names of the Soldier(s) assigned/attached to the unit by grade.
(1) AUTH (Authorized) – The number of Soldiers that a unit should have during peacetime. (160)
(2) ASGD (Assigned) – The number of Soldiers who belong to a unit. (112)
NOTE: Inform the students that the data in the AUTH column will never change, but the data in the ASGD column will fluctuate based on current unit strength.
NOTE: Tell the students to click the “Menu” button at the top of the page to return to the eMILPO Main Menu.

18. PRM (2 of 2) Army HRC assigns Soldiers to BDE-level vice installation
Cyclic: Deployed, preparing to deploy, or reset
The BDE S-1 directs and manages pin-point assignments based on the BDE CDR's intent and works closely with the BDE CSM on Senior NCO assignments.
BDE S-1 coordinates directly with Army Human Resources Command (HRC) (Officer and Enlisted) on strength management issues
Division G-1 mission shifts to “strength monitoring” -- resolving readiness imbalances (by exception), non-available management, and brigade resets
SHOW SLIDE: PRM (2 OF 2)
n. The overarching premise of the PRM system in a brigade-centric Army follows:
(1) Brigades are now empowered to man subordinate units
(2) HRC assigns Soldiers to BDE-level vice installation
(3) The BDE S-1 directs and manages pin-point assignments based on the BDE Cdr's intent and works closely with the BDE CSM on senior NCO assignments
(4) The BDE coordinates directly with HRC (Officer and Enlisted) on strength management issues
(5) The Division G-1 mission shifts to "strength monitoring" - resolving readiness imbalances (by exception), non-available management and brigade resets
Managing to BDE enhances personnel readiness in a brigade-centric Army by empowering the BDE with the capability to man subordinate units; removes one or more layers of direct involvement, enhancing the precision distribution of Soldiers

19. REPLACEMENTS
National HR Provider determines replacement force packages
Replacement personnel arrive at the brigade’s installation and are processed by the installation and the unit
If unit is deployed, then replacements are called forward
Deviations from assignments must be coordinated with the National HR Provider
ASCC G-1/AG is responsible for developing replacement/casualty shelf requisitions
ASCC-G-1/AG is responsible for developing pull packages
SHOW SLIDE: REPLACEMENTS
NOTE: Refer students to FM 1-0, Chapter 3, paragraphs 3-10 through 3-13.
o. In support of Army Force Generation (ARFORGEN), the National HR Provider determines replacement force packages based on forecasted losses and allocates to brigade-level IAW HQDA manning guidance.
p. Replacement personnel arrive at the brigade’s installation and are in-processed by the installation and unit. If unit replacements are assigned after the unit is deployed, they are then called forward by the deployed unit. Diversions from original assignment should be by exception and only made to meet operational requirements. All deviations from the original assignment will be coordinated directly with the National HR Provider that directed the assignment.
q. The ASCC G-1/AG is responsible for developing replacement and casualty shelf requisitions, as part of the deliberate planning process. HRC G-3 is responsible for assisting Army commands in developing these shelves. Likewise, HRC G-3 is responsible for assisting Army commands, during wartime operations, by establishing predictive modeling that estimates the push/pull of replacements needed (push/pull packages) to maintain target operational strengths of deploying and deployed units.
r. As soon as possible, the ASCC G-1/AG is responsible for developing pull packages, to support wartime operations, with estimates of the number of replacements for anticipated casualty losses that need to be sent to the combatant command. When the ASCC G-1/AG is unable to do so, due to operational circumstances, HRC G-3 is responsible for developing push packages for the same purpose. The predictive modeling for these should take into consideration actual casualty losses that have occurred, and wartime circumstances in theater.
FM 1-0, Para 3-10 thru 3-13

20. Check on Learning Q: What are the four HR Core Competencies?
A: Man the Force, Provide HR Services, Coordinate Personnel Support, and Conduct HR Planning & Operations
Q: What is the current authorized strength and assigned strength for UIC WBO751?
A: 136/123
SHOW SLIDE: CHECK ON LEARNING
NOTE: Conduct a check on learning and summarize the learning activity.
Q: What are the four HR Core Competencies?
A: Man The Force, Provide HR Services, Coordinate Personnel Support, and Conduct HR Planning and Operations.
Q: What is the current authorized strength and assigned strength for UIC WB0751?
A: 136/123

21. HRC: PRM RESPONSIBILITIES
(1 of 3)
MISSION--Execute the full spectrum of human resources programs, services and systems to support the readiness and well-being of Soldiers, Veterans, and their Families.
HRC ST. LOUIS
HRC INDIANAPOLIS
HRC ALEXANDRIA
Vision--Nation’s premier human resource provider
SHOW SLIDE: HRC: PRM RESPONSIBILITIES (1 OF 3)
Learning Step / Activity 2. Define PRM Roles and Responsibilities
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:32
Time of Instruction: 35 mins
Media: Large Group Instruction
NOTE: Refer students to FM 1-0, Chapter 3, paragraphs 3-14 through 3-18 for responsibilities for ASSC G-1/AG through Battalion S-1.
a. As discussed previously, enlisted and officer assignments are made directly to BDE-level by HRC. For active component officers, your branch manager is physically located at HRC headquarters in Fort Knox, Kentucky, and has been subsequently established as the “Human Resources Center of Excellence."
b. HRC includes more than 40 operational elements around the country under the leadership of the HRC commander. HRC is the HQDA G-1's functional proponent for military personnel management (except for The Judge Advocate General and the Chaplain branches) and personnel systems. HRC also supports the Director, Army National Guard, and the Chief, Army Reserve, in their management of the Selected Reserve.
c. The HRC mission is to ensure the full spectrum of human resources programs, services and systems are executed to support the readiness and well-being of Army personnel worldwide.
FORT KNOX

22. HRC: PRM RESPONSIBILITIES
(2 of 3)
Provide Ready and Relevant Forces; Grow and Develop Leaders
Distribute and Assign Soldiers
Determine and Maintain Personnel Inventory and Accountability
Professionally Develop Personnel
Manage Selected Civilian Career Programs
Provide Personnel Services Support
Military Personnel Information and Systems
Military Personnel Records
Evaluations
Promotion and Selection Boards
Military Postal Operations
Entitlement Programs
Physical Disability Evaluations
Army Wounded Warrior Program
Personnel Transition Programs…Veterans
SHOW SLIDE: HRC: PRM RESPONISBILITIES (2 OF 3)
d. In addition to supporting PRM through distributing and assigning individual Soldiers, HRC's mission includes providing ready and relevant forces, growing and developing leaders, and providing a wide-range of personnel services support.
Provide Lifecycle Support—“Cradle to Grave”

23. HRC: PRM RESPONSIBILITIES
(3 of 3)
HQDA
MANNING
GUIDANCE
PMAD
HRC EP/OP Branch
Managers fill
Requisition
Readiness
Division
Execute HQDA Manning Guidance
Execute personnel allocation and distribution based on documented requirements (PMAD) and current manning guidance
Interpret Army-wide competing priorities X
Unit Identifies
Requirement
(TABDB, DMO, JMD)
HRC
creates requisition
EDAS
TOPMIS
Enlisted
Officer
RFO
SHOW SLIDE: HRC: PRM RESPONSIBILITIES (3 OF 3)
e. HRC is responsible for the proper execution of the Army’s manning guidance based on a unit’s priority of fill. Let’s take a closer look at how this process works.
(1) Whenever personnel shortages arise, the S-1 is responsible for submitting a strength related transaction in eMILPO. This provides visibility at HRC and allows the officer and enlisted managers to identify shortages early on and establish a fill plan based on available inventory.
(2) Once the personnel requirement has been opened, HRC must take the unit’s PMAD authorizations, provided by Army G-1, into consideration, as well as the latest Army Manning Guidance, in order to prioritize the unit’s personnel fill.
(3) The final step for HRC is then to determine if there is distributable inventory to fill the unit’s requirements. In the event that a Soldier is identified to fill the shortage, Assignment Instructions (AI) or a Request for Orders (RFO) will be forwarded by the Officer or Enlisted Manager through EDAS/TOMPIS to the unit’s Distribution Management Sub-Level (DMSL). The assignment instructions will alert both, losing and gaining command in regards to the upcoming move. Likewise, a loss in another unit should then trigger the S-1 to forward a new requirement through eMILPO to have the loss filled as it has been identified as becoming vacant.
AI/RFO creates a loss
in losing unit. S-1 reports
loss which generates a
requirement and the process
starts again.
Assignment
Instructions

24. ASCC G-1/AG: PRM RESPONSIBILITIES
Develop theater PRM plans, policies, milestones and priorities
Advise the commander on PRM
Monitor and assess PRM of theater units via DTAS & HR Systems that feed off of TAPDB information
Monitor and maintain personnel readiness status of subordinate units
Coordinate reassignments to meet operational requirements
Ensure PRM is included in OPORDS and OPLANS
Prepare casualty estimates with the National HR Provider
Establish and manage the personnel portion of reconstitution or reorganization efforts
Obtain RTD data from surgeon
SHOW SLIDE: ASCC G-1/AG: PRM RESPONSIBILITIES
NOTE: Inform the students that the PRM responsibilities of ASCC G-1/AG may be found in FM 1-0, Para 3-14.
f. During the planning phase of operations, the ASCC G-1/AG identifies unit and personnel requirements, to include civilian personnel. During operational planning and execution, and if replacement or casualty shelves are used, the system delivers filler and casualty replacements to the theater to bring units to combat-required strength. HRC maintains a copy of the pre-established heater shelf requisitions and performs annual maintenance. HRC maintenance includes a review for consistency with HQDA manning guidance and MOS/AOC structure changes.
FM 1-0, Para 3-14

25. CORPS/DIVISION G-1/AG: PRM RESPONSIBILITIES
Establish and ensure PRM SOPs are in synchronization with ASCC PRM policies and procedures
Advise the commander on PRM
Determine replacement priorities
Coordinate and monitor return-to-duty projections with surgeon
Cross level division assets as required
Direct brigade assets
Establish electronic link to HR systems
Prepare casualty estimates
Validate replacement priorities for displaced units
SHOW SLIDE: CORPS/DIVISION G-1/AG: PRM RESPONSIBILITIES
NOTE: Inform the students that the PRM responsibilities of the Corps/Division G-1/AG may be found in FM 1-0, Para 3-16.
g. Corps and division G-1/AGs maintain overall responsibility for PRM of subordinate elements. Corps and division G-1/AGs maintain the responsibility to assist brigade S-1s and the National Provider in shaping the force to meet mission requirements. While not involved in the day-to-day distribution of every Soldier assigned to brigade-level, G-1/AGs must maintain an accurate common operational picture of unit level strengths IAW HQDA manning guidance.
FM 1-0, Para 3-16

26. BRIGADE S-1 / STB S-1: PRM RESPONSIBILITIES
Establish a link with HRC for replacement of key personnel
Confirm deployment operational timelines with HRC, G-3
Manage PRM for subordinate units
Establish and execute brigade/STB PRM distribution fill plan
Distribute Soldiers to subordinate units and publish orders
Develop unit level PRM policies and SOPs
Input timely and accurate Soldier personnel data, strength and duty status transactions in eMILPO/RLAS/SIDPERS
Verify the accuracy of manning status in subordinate units
Coordinate the call forward of replacements
SHOW SLIDE: BRIGADE S-1 / STB S-1: PRM RESPONSIBILITIES
NOTE: Inform the students that the PRM responsibilities of the Brigade S-1 / STB S-1 may be found in FM 1-0, Para 3-17.
h. The brigade S-1 and STB S-1 sections are responsible for PRM. The brigade or STB S-1 has a direct link with HRC and maintains communication and coordination with the higher-level G-1/AG for the execution of its PRM responsibilities.
FM 1-0, Para 3-17

27. BATTALION S-1: PRM RESPONSIBILITIES
Develop unit level PRM policies and SOPs
Monitor losses (combat, non-combat, legal actions, MMRBs)
Monitor the status of non-available or non-deployable Soldiers
Determine, in coordination with Bn S-3, replacement priorities
Coordinate with S4 on equipment for replacement personnel
Manage SRP to validate individual readiness
Report critical personnel requirements for individuals or teams
Predict personnel requirements based on current strength levels
Ensure PRM is included in all OPORDs and OPLANs
SHOW SLIDE: BATTALION S-1: PRM RESPONSIBILITIES
NOTE: Inform the students that the PRM responsibilities of the Battalion S-1 are found in FM 1-0, Para 3-18.
i. The battalion S-1 implements the priorities of fill established by the commander by conducting and executing PRM for the unit. This includes personnel accountability, strength reporting, managing casualty information, monitoring projected gains and losses, and managing RTD Soldiers (in coordination with the medical platoon). Battalion S-1s directly impact PRM by ensuring the accuracy of Soldier status in DTAS and MILPO/RLAS/SIDPERS—PRM starts with complete, accurate, and timely Soldier data updates at the battalion.
NOTE: Have the students determine the Non-Available Soldiers in UIC WW0751.
How many Non-Available Soldiers are in the unit and who are they?
(2) What are the reasons for these Soldiers to be Non-Available?
FM 1-0, Para 3-18

28. eMILPO MAIN MENU SHOW SLIDE: eMILPO MAIN MENU
j. Click the Personnel Asset Visibility Report link under the Readiness column.

29. PAVR – UIC SELECTION SHOW SLIDE: PAVR – UIC SELECTION
k. Select the UIC (WW0751) from the UIC pick-list and click “OK” to proceed.

30. PAVR – DATE SELECTION SHOW SLIDE: PAVR – DATE SELECTION
l. Select a Document Effective Date from the pick-list and click "OK" to proceed. (Click "Close" to exit the page and return to the PAVR - UIC Selection page.)

31. PAVR - CALCULATIONS SHOW SLIDE: PAVR – CALCULATIONS
m. This page displays strength accounting percentages and analysis for the selected unit/document effective date. Click the Non-Available: 3 link at the center of the page.

32. NON-AVAILABLE SHOW SLIDE: NON-AVALIABLE
n. This page displays the Soldiers who are not available for deployment and the corresponding reasons. Please click on the corresponding checkbox in the "Waiver" column for the selected Soldier if the designation should be overridden. Click "Submit" to proceed. Click "Close" to exit without proceeding. To modify the availability status of a Soldier, perform the following steps:
(1) Click the “Waiver” checkbox. Note: You can select more than one Soldier.
(2) If the non-availability reason is PH, select the appropriate reason from the Reason picklist. Available values include Parenthood, Parenthood (Pregnancy), or Parenthood (Postpartum). Note: You cannot change the PH reason and waive the Soldier simultaneously.

33. NOTE: Tell the students to log in to the eMILPO Training Database at URL and enter the user name and password. Click the “ok” button.
Students will select “Reports” under the Applications column.

34. Tell students to select “Unit Soldier Readiness Report AAA-167”

35. Select UIC WWCL(class number)51(50 plus student number) then select “ok”.

36. Explain to students the AAA-167, Unit Soldier Readiness Report will provide a snap shot by UIC of each Soldier assigned/attached to the UIC.
Explain Dwell Time; the Personnel section (columns) and the Medical section.

37. Explain to students the AAA-167, Unit Soldier Readiness Report will provide a snap shot by UIC of each Soldier assigned/attached to the UIC.
Explain importance of Dwell Time tracking and the effect it has on readiness.
State: Soldiers with less than 12 months of dwell time are non deployable (always check current policy-may change with new deployment change to 9 months) However, exceptions can be granted, exceptions
Must be approved by the first General Officers in the Soldiers chain of command. (reference, FY 11 Manning Guidance, 4.f.(7)) pg 6.

38. Explain to students the AAA-167, Unit Soldier Readiness Report will provide a snap shot by UIC of each Soldier assigned/attached to the UIC.
Explain the amount and last date Soldier verified SGLV/DD93 information

39. Explain to students the AAA-167, Unit Soldier Readiness Report will provide a snap shot by UIC of each Soldier assigned/attached to the UIC.
Explain importance of the non-avail codes and reason and date.

40. Explain to students the AAA-167, Unit Soldier Readiness Report will provide a snap shot by UIC of each Soldier assigned/attached to the UIC.
Explain the Medical section and the importance of verifying the MRC Codes. Inform Soldiers that MRC code of 3B will be reassigned out of the deploying unit
And replaced by AHRC between RESET and LAD-210. (reference, FY11 Manning Guidance para 5(4)b.(2)(d) page 12

41. Check on Learning
Q: Who is responsible for implementing the priorities of fill established by the commander by conducting and executing PRM for the unit?
A: The Battalion S-1
Q: Who are the Non-Available Soldiers for UIC WL0751? Why?
A: SGT Lisowsky, S., and PV1 Rossell, Y. Both Soldiers are classified as LI – Under Criminal Investigation by Civil/Military Authorities.
SHOW SLIDE: CHECK ON LEARNING
NOTE: Conduct a check on learning and summarize the learning activity.
Q: Who is responsible for implementing the priorities of fill established by the commander by conducting and executing PRM for the unit?
A: The battalion S-1.
Q: Who are the Non-Available Soldiers for UIC WL0751? Why?
A: SGT Lisowsky, S., and PV1 Rossell, Y. Both Soldiers are classified as LI – Under Criminal Investigation by Civil/Military Authorities.

42. Distribution Management Level Definitions
DISTRIBUTION PROCESS
FM 1-0, Figure 3-2
SHOW SLIDE: DISTRIBUTION PROCESS
Learning Step / Activity 3. Implement the Distribution Process and Unit Rest Procedures
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:32
Time of Instruction: 35 mins
Media: Large Group Instruction
a. The responsibility for PRM is an inherent responsibility of command and is accomplished by G-1/AGs and S-1s. G-1/AGs and S-1s rely on various HR systems and databases and DTAS for strength related information. Figure 3-2 provides a process for distribution. The Army has three distribution levels:
(1) Distribution Management Level (DML). Management of division-level or two-star command equivalent organizations.
(2) Distribution Management Sub-Level (DMSL). Management of brigade or Colonel command equivalent.
(3) Virtual Distribution Management Level. Management of grouped units that would otherwise take a combination of DML and DMSL codes.
Distribution Management Level Definitions
DML – Distribution Management Level (Division Level or 2 Star Command equivalent)
DMSL – Distribution Management Sub-Level (Brigade level or O-6/COL command equivalent)
VDML – Virtual Distribution Management Level (Groups units that would otherwise take a combination of DML, DMSL, and ORGRAA codes (TRADOC units by installation))

43. DETERMINING PRIORITIES
Commander’s Priorities
Unit Personnel Readiness Reports
Replacement forecasts and casualty, filler and RTD estimates
Critical shortages by grade, ASI, AOC, and MOS
Changes to OPORD/OPLAN
Specific manning requirements for squads, crews, and teams
Timelines for exercises, train-up, and deployment (ARFORGEN Process)
SHOW SLIDE: DETERMINING PRIORITIES
NOTE: Refer students to FM 1-0, Chapter 3, paragraphs 3-20 to 3-21.
b. G-1/AGs and S-1s at all levels assist commanders in developing their personnel priorities. The use of automated HR systems provides G-1/AGs and S-1s a common operational picture with the National Provider and allows them the ability to provide detailed analysis to the commander. Brigade S-1s work directly with the National Provider to fill authorized vacancies and develop a distribution plan within their organization. G-1/AGs at all levels maintain situational awareness of competing priorities and assist brigades and the National Provider when shifting priorities, changes in operational plans, or other unforeseen events create situations where the personnel fill for an organization is no longer in synchronization with Army manning guidance.
c. The distribution plan allows the G-1/AG and S-1 section to know where to assign incoming Soldiers. Based on the mission, a brigade S-1 may maintain different fill levels for subordinate units which may not be consistent with their authorized manning level. Key considerations for developing the distribution plan include:
(1) Commander’s priorities.
(2) Unit Personnel Readiness Reports, Tactical SOPs, OPLANS, and related plans and reports.
  (3) Replacement forecasts and casualty, filler, and RTD estimates. Lessons learned from recent deployments
highlighted the need for S-1s to manage these Soldiers as they often return from different roles of medical support,
both within the theater and from locations outside the theater.
  (4) Critical shortages by grade, ASI, AOC, and MOS.
  (5) Changes to OPORD/OPLAN.
(6) Specific manning requirements for squads, crews and teams.
(7) Timelines for exercises, train-up, and deployment (ARFORGEN process).
FM 1-0, Para

44. RESTORING UNITS
RECONSTITUTION – Extraordinary actions that a commander plans and implements to restore units to a desired level of combat effectiveness.
Two methods of regenerating combat strength:
Reorganization – is an action to shift resources within a degraded unit to increase combat effectiveness.
Regeneration – involves rebuilding a unit requiring large scale replacement of personnel, equipment, and supplies.
SHOW SLIDE: RESTORING UNITS
NOTE: Refer students to FM 1-0, Chapter 3, paragraphs 3-22 to 3-24.
d. Reconstitution is defined as extraordinary actions that commanders plan and implement to restore units to a desired level of combat effectiveness commensurate with mission requirements and available resources. It transcends normal day-to-day force sustainment actions. Reconstitution includes two methods of regenerating combat strength when a unit is not engaged; they are reorganization and regeneration. Though not executed very often, the G-1/AG and S-1 team should be prepared to organize and execute either one of these actions.
e. Reorganization is an action to shift resources within a degraded unit to increase its combat effectiveness. Commanders of all types of units at each echelon conduct it. Units reorganize before considering regeneration. Reorganization include the following measures:
(1) Cross-leveling equipment and personnel.
(2) Matching operational weapons and systems with crews.
(3) Forming composite units (joining two or more units with high attrition rates to form a single mission-capable
unit).
f. Regeneration involves rebuilding a unit requiring large scale replacement of personnel, equipment, and supplies. Current manning practices have limited the ability of units to execute regeneration actions as the preferred approach has been to rotate entire units in and out of the theater. Regeneration is the action of rebuilding a unit. It requires large-scale replacement of personnel, equipment, and supplies. These units may then require further reorganization. Regeneration may involve reestablishing or replacing the chain of command. It also involves conducting mission-essential collective training to get the regenerated unit to standard with its new personnel and equipment.
FM 1-0, Para

45. UNIT RESET
Army imperative to restore balance to the Army and systematically restore deployed units
Enables Army operations and achieves maximum personnel readiness
Determines the Soldiers ultimate unit of assignment
Units are reset based on HQDA manning guidance
SHOW SLIDE: UNIT RESET
NOTE: Refer students to FM 1-0, Chapter 3, paragraphs 3-25 – 3-32.
g. Unit Reset is an Army imperative to restore balance to the Army and systematically restore deployed units to a level of personnel and equipment readiness that permits units to resume training for future missions and is an integral element of the ARFORGEN model. It involves the reintegration of Soldiers and their Families, post-deployment medical assessments, professional education, restoring equipment readiness, and individual training.
h. Through on-time HR support, Unit Reset enables Army operations and achieves maximum personnel readiness. Unit Reset supports the success of Overseas Contingency Operations and Army transformation, Soldier professional development, and individual Soldier preferences. Unit Reset decisions affect all Soldiers assigned to deployed units that are returning to home station.
i. Unit Reset is the decision process that determines whether Soldiers assigned to units returning from deployment will remain assigned to their current unit; be assigned to a different unit on the same installation; or be placed on assignment instructions to another installation.
j. Units are reset based on current HQDA manning guidance. At “Return minus 6 months”, Unit Reset procedures and rules of engagement are provided to unit leadership by HRC. A number of Soldiers are selected to fill Army requirements to serve as Drill Sergeants, Recruiters, and other special duty assignments. Assignment and schooling report dates are after deployment stabilization end dates. Soldiers with less than 24 months time on station at the end of the deployment stabilization period will be stabilized unless required for higher priority mission requirements.
FM 1-0, Para

46. UNIT RESET MODEL FM 1-0, Figure 3-3 SHOW SLIDE: UNIT RESET MODEL
k. HQDA will measure Unit Reset from return to deployment and track via the USR. Units have returned when 51% of their personnel (not equipment) have arrived at home station. The phases of the Unit Reset Model are depicted in Figure 3-3.
l. Reset Phase. AC brigade-sized units are C5 and have no readiness expectation for 180 days following return. However, units must continue to report their rating on the USR. This phase focuses on Soldier and Family reintegration. For AC units, HRC will ensure that the unit’s authorized field grade officers, company grade officers, and Master Sergeant/Sergeant First Class NCOs are either retained or replaced as soon as, and to the extent possible, after return from deployment. Successful accomplishment of these goals will allow the unit to fill its company commander, key staff, and NCO leadership positions, and facilitate leader development, team building, and the completion of Unit Reset actions.
m. Train-Ready Phase. HRC will man units IAW HQDA manning guidance.
n. HRC will manage all brigade-sized units IAW ARFORGEN Focused Manning. Under ARFORGEN Focused Manning, the Army will apply the following principles to al AC brigade-size units.
FM 1-0, Figure 3-3

47. CHECK ON LEARNING Q: What are the three distribution levels?
A: Distribution Management Level (DML). Management of division-level or two-star command equivalent organizations; Distribution Management Sub-Level (DMSL). Management of brigade or Colonel command equivalent; Virtual Distribution Management Level. Management of grouped units that would otherwise take a combination of DML and DMSL codes.
Q: What are the two methods of regenerating combat strength?
A: Reorganization – is an action to shift resources within a degraded
unit to increase combat effectiveness; Regeneration – involves
rebuilding a unit requiring large scale replacement of personnel,
equipment, and supplies.
SHOW SLIDE: CHECK ON LEARNING
NOTE: Conduct a check on learning and summarize the learning activity.
Q: What are the three distribution levels?
A: Distribution Management Level (DML). Management of division-level or two-star command equivalent organizations; Distribution Management Sub-Level (DMSL). Management of brigade or Colonel command equivalent; Virtual Distribution Management Level. Management of grouped units that would otherwise take a combination of DML and DMSL codes.
Q: What are the two methods of regenerating combat strength?
A: Reorganization – is an action to shift resources within a degraded unit to
increase combat effectiveness; Regeneration – involves rebuilding a unit
requiring large scale replacement of personnel, equipment, and supplies.

48. PRE-DEPLOYMENT READINESS
Includes all subordinate units, even those not scheduled to deploy
Applies to individuals identified to support rear detachment
Includes the functions PA, PRM, legal, individual readiness, medical, dental and family support
PRM Factors:
Size of the deployed force.
Size of the stay behind force and the Rear Detachment.
Length of deployment.
S-1 manning requirements.
Availability of connectivity at the forward location.
Number of replacements expected at home station.
SHOW SLIDE: PRE-DEPLOYMENT READINESS
Learning Step / Activity 4. Coordinate Pre-Deployment Readiness
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:32
Time of Instruction: 30 mins
Media: Large Group Instruction
NOTE: Refer students to FM 1-0, Chapter 3, paragraphs 3-33 – 3-43.
a. Successful pre-deployment readiness for units begins with an SOP that outlines specific steps the G-1/AG and S-1 must complete prior to deployment. During the early phase of pre-deployment, or during unit reset, is the time for G-1/AG and S-1s to plan unit and Soldier readiness activities. Pre-deployment readiness:
(1) Includes all subordinate units, even those that are not scheduled to deploy.
(2) Applies to individuals identified to support rear detachment or home station operations as they may be called forward.
(3) Includes the functions of personnel accountability, individual readiness, replacement of non-deployable personnel, and PRM. Also includes legal, financial, medical and dental, Family support, and Soldier well-being matters.
b. As part of the planning process, the G-1/AG and S-1 HR team decides how to execute PRM in various deployment scenarios. Some of these factors include:
(1) Size of the deployed force.
  (2) Size of the stay behind force and the Rear Detachment.
  (3) Length of deployment.
  (4) S-1 manning requirements.
  (5) Availability of connectivity at the forward location.
  (6) Number of replacements expected at home station.
FM 1-0, Para

49. NOTIFICATION OF DEPLOYMENT
Account for assigned / attached personnel
Verify non-available status of all Soldiers and update databases
Initiate reassignment actions for Soldiers who remain non-available
Cross-level personnel within the unit as necessary
SHOW SLIDE: NOTIFICATION OF DEPLOYMENT
NOTE: Refer students to FM 1-0, Chapter 3, paragraph 3-37.
c. Upon notification of deployment, initial efforts must focus on the following:
(1) Accountability for assigned/attached personnel. This is crucial as personnel may be on Temporary Duty (TDY), attending school, or in authorized leave status. If required, the S-1 may recommend the commander recall personnel on TDY, attending non-DA sponsored schools, or in authorized pass/leave status. Recall of personnel attending DA sponsored schools must be requested through the chain of command to HQDA.
(2) Verify the non-available status of all Soldiers and update required databases as required.
(3) Initiate reassignment actions for Soldiers who will remain non-available for the duration of the deployment.
(4) Cross-level personnel within the unit as necessary.
FM 1-0, Para 3-37

50. OTHER PRE-DEPLOYMENT ACTIONS
Support or coordinate PRM requirements for deploying units.
Ensure HRC has the correct DMSL mapping for deploying units.
Publish a unit SRP schedule; conduct SRPs.
Complete Train-up/Preparation stage of DA Form 7631.
Conduct a deployment brief for unit personnel and their spouses.
Coordinate appropriately with the FRG leaders.
SHOW SLIDE: OTHER PRE-DEPLOYMENT ACTIVITIES
NOTE: Refer students to FM 1-0, Chapter 3, paragraph 3-38 for a complete listing of all pre-deployment actions.
Other pre-deployment actions may include but are not limited to -
(1) Support or coordinate PRM requirements for deploying units.
(2) Ensure HRC has the correct DMSL mapping for deploying units.
(3) Publish a unit SRP schedule; conduct SRPs.
(4) Complete Train-up/Preparation stage of DA Form 7631.
(5) Conduct a deployment brief for unit personnel and their spouses.
(6) Coordinate appropriately with the FRG leaders.
FM 1-0, Para 3-38

51. MEDICAL READINESS PROGRAMS AND BOARDS
MOS Medical Retention Board (MMRB)
Medical Evaluation Board (MEB)
Physical Evaluation Board (PEB)
Warrior Transition Unit (WTU)
SHOW SLIDE: MEDICAL READINESS PROGRAMS AND BOARDS
NOTE: Refer students to FM 1-0, Chapter 3, paragraphs 3-40.
e. S-1s coordinate with the unit CSM and First Sergeants to ensure they are involved and monitor medical readiness programs closely. The non-deployable categories that increase the most prior to deployment are temporary and permanent profiles and referrals to MMRB/MEB/Physical Evaluation Board (PEB). S-1s should reinforce to unit commanders the need for them to monitor their Soldiers to ensure they complete their regular birth-month medical checks - Physical Health Assessments.
(1) MOS Medical Retention Board: An MMRB is an administrative board held to determine if Soldiers with a permanent P3/P4 profile meet retention standards in their current Primary MOS. Every Soldier who has been issued a permanent P3/P4 profile must appear before an MMRB (unless the Soldier is referred directly to the MEB/PEB process by the medical profiling officer due to the Soldier not meeting medical retention standards).
(2) Medical Evaluation Board. The MEB is an informal process comprised of at least two medical officers who evaluate the medical history of the Soldier and determine if the Soldier meets medical retention standards. If Soldiers are determined not to meet medical retention standards, they are referred to a PEB. If Soldiers are determined to meet medical retention standards, they are returned to duty. However, if the MEB was generated from an MMRB referral, regardless of its findings, the case is forwarded to a PEB.
(3) Physical Evaluation Board. The PEB is comprised of an informal board and a formal board presided over by a three member panel which makes a determination for the purpose of a Soldier’s retention, separation, or retirement.
(4) Warrior Transition Unit (WTU). Personnel undergoing medical care and rehabilitation may be assigned or attached to a WTU. WTUs are for Soldiers with complex medical needs requiring six months or more of treatment or rehabilitation. Commanders must clear UCMJ actions, other legal actions, investigations, property/hand receipt issues, and LOD determinations prior to transferring Soldiers to a WTU.
FM 1-0, Para 3-40

52. MAINTAINING PERSONNEL READINESS
Identify deployment cycle non-deployable Soldiers
Intensively manage physical profiles and MMRB/MEB/PEB processes
Aggressively execute SRP requirements and allocate time to conduct regular reoccurring Soldier personnel readiness events
Actively engage with the HRC distribution manager for your unit
Input status changes to DTAS and eMILPO/RLAS/SIDPERS
SHOW SLIDE: MAINTAINING PERSONNEL READINESS
NOTE: Refer students to FM 1-0, Chapter 3, paragraph 3-41.
f. To minimize the number of non-deployable personnel, S-1s need to take the following steps:
(1) Identify as early as possible in the deployment cycle non-deployable Soldiers.
(2) Intensively manage physical profiles and MMRB/MEB/PEB processes. The earlier in a unit’s deployment cycle that these determinations and referrals can be made the better it allows HR leaders the ability to dialogue with HRC distribution managers to work reassignment/backfill actions.
(3) Aggressively execute SRP requirements and allocate time to conduct regular reoccurring Soldier personnel readiness maintenance events. Specific time should be allocated on a reoccurring basis for leaders to manage the readiness of their personnel.
(4) Actively engage with the HRC distribution manager for your specific unit. Active and regular communication with HRC distribution managers is essential in obtaining timely reassignment/backfill actions of identified “hard” unchangeable non-available/non-deployable Soldiers
(5) Input status changes to DTAS and eMILPO/RLAS/SIDPERS of individuals as it becomes known. This permits strength managers at HRC to update information on the unit and facilitates dialogue with HRC distribution managers when working reassignment/backfill actions.
FM 1-0, Para 3-41

53. Check on Learning
Q: Which board is comprised of an informal board and a formal board presided over by a three member panel which makes a determination for the purpose of a Soldier’s retention, separation, or retirement?
A: Physical Evaluation Board (PEB)
Q: If required, who may advise the commander to recall Soldiers who are TDY in the event of an alert notification?
A: S-1s
SHOW SLIDE: CHECK ON LEARNING
NOTE: Conduct a check on learning and summarize the learning activity.
Q: Which board is comprised of an informal board and a formal board presided over by a three member panel which makes a determination for the purpose of a Soldier’s retention, separation, or retirement?
A: Physical Evaluation Board (PEB)
Q: If required, who may advise the commander to recall Soldiers who are TDY in the event of an alert notification?
A: S-1s

54. HQDA ACTIVE COMPONENT (AC) MANNING GUIDANCE - FY 2011
The purpose of the Army Manning Guidance is to establish AC manning priorities, manning goals, and responsibilities at all levels for the accomplishment of the goals.
SHOW SLIDE: HQDA ACTIVE COMPONENT (AC) MANNING GUIDANCE - FY 2011
Learning Step / Activity 5. Interpret Army Manning Guidance and ARFORGEN
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:32
Time of Instruction: 30 mins
Media: Large Group Instruction
a. The Army remains in an environment of high demand with critical shortages preventing the meeting of all manning requirements. Manning priorities, strategies, and goals are designed to support our Army in this environment. Personnel distribution decisions continue to be a function of a unit’s mission and deployment status: deployed; preparing to deploy; or not expected to deploy.
HQDA AC Manning Guidance (FY 2011)

55. MANNING ENVIRONMENT
Adapt our force and the institutions that support and generate it
Operational demand continues to exceed the available supply
The Army’s manning strategy has been adapted to meet the requirements of ARFORGEN in order to ensure a continued supply of trained and ready units to Combatant Commanders
HRC attempts to fill all units to the authorized skill and grade
Army G-3 will establish the fill priority for emerging requirements in relationship to existing priorities contained in the manning guidance
Soldier availability and medical readiness status are increasingly significant in making unit manning and personnel assignment decisions
SHOW SLIDE: MANNING ENVIRONMENT
NOTE: Refer students to the Student Handout, FY 2011 Army Manning Guidance.
b. Today’s Army must be a versatile mix of tailorable and networked organizations, operating on a rotational cycle, to provide a
sustained flow of trained and ready forces for Full Spectrum Operations and to hedge against unexpected contingencies – at a tempo
that is predictable and sustainable for the all-volunteer force. To achieve this, we must continuously adapt our force and the institutions
that support and generate it.
c. The Army is currently in its ninth year of persistent conflict. Operational demand continues to exceed the available supply.
d. The Army’s manning strategy has been adapted to meet the requirements of ARFORGEN in order to ensure a continued supply of
trained and ready units to Combatant Commanders. The Army will accept shortfalls in the Generating units, units not designated as
“Priority Missions”, and units not in designated ARFORGEN force pools in order to ensure the capability of deployed and deploying units.
e. The Personnel Management Authorization Document (PMAD) is derived from approved Modified Table of Organization and
Equipment (MTOE) and Table of Distribution and Allowances (TDA) documents and indicates personnel authorizations by grade and skill.
AHRC attempts to fill all units to the authorized skill and grade.
f. AHRC will resource only documented requirements, defined as MTOE, TDA, validated JMD requirements, validated WIAS
requirements, and other requirements as validated by the Army G-3. The Army G-3 will establish the fill priority for emerging
requirements in relationship to existing priorities contained in the guidance.
g. Soldier availability and medical readiness status are increasingly significant in making unit manning and personnel assignment
decisions. Soldiers with a Medical Readiness Classification (MRC) code of 1, 2, and 4 are considered eligible for AHRC assignment to
deploying units. Soldiers with an MRC code of 3A (condition can be corrected within 30 days) are considered eligible for AHRC
assignment to deploying units provided the report date is at least 90 days prior to the unit’s scheduled deployment (LAD) or after the
unit’s redeployment. Soldiers with a MRC code of 3B (condition requiring more than 30 days to correct) are not eligible for AHCRA
assignment to deploying units. MRC codes will not restrict AHRC assignment to non-deploying units whether MTEO or TDA.

56. RESPONSIBILITIES Core Enterprise Forums
Commander, Army Medical Command (MEDCOM)
Deputy Chief of Staff, G-1, Directorate of Military Personnel Management (DAPE-MP)
Deputy Chief of Staff, G-3/5/7
Commander, Army Human Resources Command
Commanders at all levels
SHOW SLIDE: RESPONSIBILITIES
h. The Army G-1 and AHRC welcome the opportunity to involve all key stakeholders to leverage efficiencies that will improve readiness across the force, reduce the stress on our formations/Soldiers/Families, and ensure that we continue to sustain a premier fighting force.
i. Commander, Army Medical Command (MEDCOM) ensures timely and accurate update of Medical Protection System (MEDPROS) data at the point of service.
j. Office of the Deputy Chief of Staff, G-1, Directorate of Military Personnel Management (DAPE-MP), is responsible for formulation, coordination, publication, and oversight of the AC Manning Guidance.
k. Office of the Deputy Chief of Staff, G-3/5/7 provides visibility to AHRC:
(1) On all units projected to deploy, by UIC, NLT six months prior to LAD.
(2) On all Collective Training Exercises (CTE) NLT six months prior to CTE.
(3) On all units projected to assume special mission requirements that may warrant a higher priority by task organization, NLT six months prior to unit assumption of mission.
(4) On validated emerging/undocumented requirements, to include priority of fill and identification of bill payers as applicable.
(5) On MTOE, TDA and JMD updates.
(6) On the current Integrated Requirement Priority List (IRPL).
l. Commander, Army Human Resources Command implements the HQDA AC Manning Guidance. Manning the Army with the highest level of personnel as soon as possible will continue.

57. FY 2011 MANNING PRIORITY CATEGORIES AND STANDARDS
SHOW SLIDE: FY 2011 MANNING PRIORITY CATEGORIES AND STANDARDS
m. Table 1, FY 2011 Manning Priority Categories and Standards describes the manning priority categories and fill percentage goals for both enlisted and officer personnel fill. Percentages are measured against the authorizations in the PMAD. Within each category, all units are represented in alphabetical order; listing does not imply prioritization within a category.
(1) Deployers - manning goal >100% assigned
(2) Priority Missions - manning goal 90%-100% assigned
(3) Remainder of Units - filled in accordance with available Army inventory
NOTE: Point out to students there are even exceptions to manning goals within the same category. For example, Drill Sergeants will be filled to 100% even though the "Priority Missions" Category manning goal is 90%-100%. 57

58. ARFORGEN MANNING Event driven
Applies to all ARFORGEN-available brigade-sized units
Units are manned and prioritized based on movement through the ARFORGEN force pools
Reset
Train/Ready
Available
SHOW SLIDE: ARFORGEN MANNING
n. ARFORGEN Manning is event-driven and applies to all ARFORGEN-available brigade-sized units. Units are manned and prioritized based on movement through the ARFORGEN force pools:
(1) The "Reset/Train" force pool includes modular units that redeploy from long term operations or have completed the one year Available force pool time, are directed to reset/train, or are experiencing significant personnel and/or equipment changes or reorganization and are unable to sustain Ready or Available Force capability levels.
(2) The "Ready" Force Pool includes those modular units which have been assessed at designated capability levels (from training and readiness “gates”) to conduct mission preparation and higher level collective training with other operational headquarters. They are eligible for sourcing, may be mobilized if required, and can be trained, equipped, resourced and committed, if necessary, to meet operational (surge) requirements.
(3) The "Available" force pool includes those modular units which have been assessed at designated capability levels (from training and readiness “gates”) to conduct mission execution under any Regional Combatant Commander (RCC). They are sourced against an operational requirement or focused on a contingency requirement. AC units are available for immediate deployment and RC units are available for alert/mob/required post-mob training & validation/deployment. At the end of their respective Available Force Pool time, all units return to the Reset/Train Force Pool.

59. ARFORGEN AS THE “DRIVE TRAIN”3
Attain progressively higher levels of capability to achieve full mission readiness and advancement to the
Available force pool 4
Available to deploy (one-year window)
Strat
Lift
Available
Deploy 5
COCOM
Requirements
Mission
Execution 2
Re-mission, man, equip, train as rapidly as possible to a designated capability level for entry into Ready force pool
Train/Ready
Train
RSOI
MRE
Equip
Mob
Process
HLD/HLS
Missions
Reset
MRX
Source
Test &
Research
Fund
Institutional Army RC AC
Exercises
Worldwide
Deployments
Training/ Readiness/ Sustainment
SHOW SLIDE: ARFORGEN AS THE "DRIVE TRAIN"
o. Army Force Generation is a management process that synchronizes people, equipment, training, and formations over time to satisfy the requirements regional combatant commanders will place on the Army.
p. The ARFORGEN process focuses on unit level readiness. Individual units undergo a structured progression of increased readiness over time, culminating in full mission readiness and availability to deploy--their operational readiness cycle.
q. Utility of the entire force is maximized through allocation of the correct mix of resources to requirements. The necessary manning, equipping, resourcing, and training validation processes are synchronized to generate ready forces from all components to achieve a sustained deployment capability.
Man 1
Return from Deployed mission (or complete one year in available window without deployment) to Reset/ Train force pool

60. Check on Learning Q: Units are manned and prioritized based on what?
A: Movement through the ARFORGEN Force Pools
(Reset, Train/Ready and Available)
Q: Who is responsible for implementing the HQDA AC
Manning Guidance?
A: Commander, AHRC
SHOW SLIDE: CHECK ON LEARNING
NOTE: Conduct a check on learning and summarize the learning activity.
Q: Units are manned and prioritized based on what?
A: Movement through the ARFORGEN force pools (Reset, Train/Ready, and
Available).
Q: Who is responsible for implementing the HQDA AC Manning Guidance?
A: Commander, AHRC

61. SUMMARY Personnel Readiness Management will remain one of the Army’s
Top priorities as unites continue deployments in support of the
Global War on Terrorism. Your job as a Brigade or Battalion S-1
gains even greater importance during these challenging times as
you must provide sound recommendations to your commander
on the distribution of Soldiers and individual/unit readiness.
SHOW SLIDE: SUMMARY
Personnel Readiness Management will remain one of the Army’s Top priorities as unites continue deployments in support of the Global War on Terrorism. Your job as a Brigade or Battalion S-1 gains even greater importance
during these challenging times as you must provide sound recommendations to your commander on the distribution of Soldiers and individual/unit readiness.

62. TERMINAL LEARNING OBJECTIVE
Action: Maintain Unit Personnel Readiness (PRM)
Condition: In a classroom environment, given access to FM 1-0, the eMILPO Training Database, Army Manning Guidance and awareness of Operational Environment (OE), variables, and factors.
Standards: Students will meet the standard when they correctly:
1. Define the Army’s PRM Mission and Process.
Define PRM Roles and Responsibilities.
Implement the Distribution Process and Unit Reset Procedures.
Coordinate Pre-Deployment Readiness.
Interpret Army Manning Guidance and ARFORGEN.
SHOW SLIDE: STATE TERMINAL LEARNING OBJECTIVES
NOTE: INSTRUCTOR TO COVER THE FOLLOWING:
Safety Requirements:  In a training environment, leaders must perform a risk assessment in accordance with FM 5-19, Composite Risk Management. Leaders will complete a DA Form 7566 COMPOSITE RISK MANAGEMENT WORKSHEET during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Note: During MOPP training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOPP work/rest cycles and water replacement guidelines IAW FM , NBC Protection, FM , CBRN Decontamination.
Risk Assessment Level: Low
Environmental Considerations: NOTE: It is the responsibility of all Soldiers and DA civilians to protect the environment from damage.
Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM Environmental Considerations and GTA ENVIRONMENTAL-RELATED RISK ASSESSMENT.
Evaluation: Students will participate in a group Practical Application and also complete a Practical Exercise. Additionally, Students also must score 70% or higher on the Maintain Unit Personnel Readiness Performance Test and International officers must score 60%.