1. ADMINISTER A PERSONNEL READINESS SUMMARY PROGRAM
SHOW SLIDE 1: ADMINISTER A PERSONNEL READINESS SUMARY PROGRAM
ADMINISTRATIVE DATA:
Academic Hours/Methods
0 hr/5 min Introduction
1 hr / 10 min Conference / Discussion
30 min/ PE
0 hr/5 min Summary
2.0 hrs Total Hours
INTRODUCTION:
Method of Instructions: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 5 mins
Media: Large Group Instruction
MOTIVATOR. The era of Human Resources Command (HRC) manning units at over 115% strength, in order to account for the growing number of non-available personnel and allow the unit to continue to deploy at 100%, is over. With the downsizing of the Army, commanders at all levels need to focus more on their non-available population and find ways to decrease it at their level. Command involvement by Senior Command Teams, Garrison Command Teams, and Unit Command Teams (at all levels) is essential to achieving peak performance in Personnel Readiness. There are several areas that commanders can fix internally in order to decrease their non-available population; but, the HR community has not had a common way to display that information in a clear and concise manner.
PRSG, Para The Personnel Readiness Summary (PRS) Program is designed to maximize personnel metrics that reflect Soldier readiness and provide commanders at all levels a product to evaluate their organization’s ability to accomplish its operational mission. While commanders may choose to do so, this program is not intended to be a score/report card for the HR community. Instead, the priority of the PRS is to reflect critical personnel objectives to increase unit readiness rates. HRC separates PRS metrics into two categories: Tier 1 – Readiness and Tier 2 – Indicators.
INSTRUCTIONAL GUIDANCE. NOTE: Throughout this lesson, solicit from students the challenges they experienced in the operational environment (OE) and what they did to resolve them. Encourage students to apply at least one of the critical variables: Political, Military, Economic, Social, Information, Infrastructure, Physical Environment and Time (PMESII-PT).

2. Terminal Learning Objective
LESSON OUTCOME:
This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for applying Personnel Readiness Summary Metrics in they day to day operations. At the conclusion of this block of instruction, students will be able to provide personnel metrics data for their commanders to measure and assess the levels of HR support and readiness of their unit.
21ST CENTURY COMPETENCIES:
Teamwork and Collaboration
Communication and Engagement
Tactical and Technical Competence
Critical thinking and problem solving
Character and accountability
TERMINAL LEARNING OBJECTIVE:
Action: Administer an Personnel Readiness Summary (PRS) Program
Conditions: In a classroom environment given access to the Personnel Readiness Summary Guide, Army Directive , awareness of Operational Environment (OE), variables, and actors.
Standard: Students will meet the standards when they accurately:
1. Employ HR Enabling Systems to retrieve Personnel Readiness Summary Metrics .
2. Interpret Personnel Readiness Summary Metrics.
SHOW SLIDE 2: TERMINAL LEARNING OBJECTIVE, 21ST CENTURY COMPETENCIES, TERMINAL LEARNING OBJECTIVE
NOTE: Inform the students of the Terminal Learning Objective (TLO) requirements, Lesson Outcomes, and 21st Century Competencies.
SAFETY REQUIREMENTS. In a training environment, leaders must perform a risk assessment in accordance with DA PAM , Risk Management. Leaders will complete a DD Form 2977 DD Form 2977 DELIBERATE RISK ASSESMENT 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). Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the work/rest cycles and water replacement guidelines IAW TRADOC Regulation
RISK ASSESSMENT LEVEL. Low.
ENVIRONMENTAL STATEMENT. 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 ATP Environmental Considerations and GTA ENVIRONMENTAL- RELATED RISK ASSESSMENT. 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 ATP Environmental Considerations and GTA ENVIRONMENTAL-RELATED RISK. 
EVALUATION: You will be evaluated at the end of the of the Man the Force course during the Man the Force Modular Exam. Students must achieve a 70% to obtain a passing score. International Officers must achieve a 60%.
INSTRUCTIONAL LEAD-IN. Understanding Personnel Readiness Summary Program’s relationship with other HR Core Competencies and Key Functions is critical to your success as an HR Professional. This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives aimed at assisting HR professionals to provide commanders with accurate relevant data to assist them in making decisions and assessing their units.
These Soldiers display a progression of competencies and attributes in the following general learning outcomes:
(1) Teamwork and collaboration
(2) Communication and Engagement
(3) Tactical and Technical Competence
(4) Critical Thinking and Problem Solving
(5) Character and Accountability
21st Century Soldier Competencies are outlined in Appendix C of TRADOC Pamphlet (The U.S. Army Learning Concept for 2015) are general areas of competence or attributes required by Students and leaders to prevail in complex, uncertain environments. Together, they provide a foundation for operational adaptability.

3. Army Posture Statement
“Today, the Army faces a rapidly changing security environment that requires the Army to make difficult decisions in order to remain an effective instrument of the Nation’s military power. An Army ready for combat is the most effective tool to continually assure allies and deter or defeat adversaries… the Army risks going to war with insufficient readiness to win decisively. Therefore, the Army’s number one priority is readiness.”
SHOW SLIDE 3: ARMY POSTURE STATEMENT
NOTE: Solicit comments from students.

4. PERSONNEL READINESS SUMMARY INTENT
Provide Commanders and S1s with tools to measure the effectiveness and efficiency of Brigade/Battalion* HR Operations in the HR Core Competencies
Provide commanders with a product to evaluate their organizational ability to accomplish its operational mission
Allows HRC to determine the efficiency and effectiveness of Army HR Policies, Procedures and Systems (TAG-D and HRC Metrics)
Assist in early detection of HR issues/deficiencies at Battalion and Brigade level
Serve a tool to identify training requirements and additional resources at Brigade level and higher
Serves as a performance or readiness indicator that gives commanders a way of measuring personnel strength, readiness, and effectiveness of HR support
SHOW SLIDE 4 : PERSONNEL READINESS SUMMARY INTENT
NOTE: Personnel Readiness Summary Guide (PRSG), Para 1-3c., HR Professionals are charged with providing the PRS to commanders IAW Chapter 3. They are also charged with providing HR support and customer service through management of the RRT program, as well as updating HR systems with accurate and timely information. When HR professionals cannot directly update specific PRS data, they will act as Soldier liaisons to the appropriate systems owners. HR professionals should also be prepared to provide PRS analysis to include trends and recommended courses of action in accordance with unit SOP.
UNCLASSIFIED

5. PERSONNEL METRICS Man The Force Provide HR Services
Coordinate Personnel Support
Conduct HR Planning and Operations
SHOW SLIDE 5: PERSONNEL METRICS
Out of the four core competencies Man the Force and Provide HR Services are impacted by the personnel metrics reports
Personnel Readiness Summary Guide, Para 2-1. Data Quality, Accuracy, and Timeliness
HR leaders primarily at the S1/MPD level have the primary responsible of maintaining Army HR systems with accurate and timely personnel data. HR leaders provide oversight controls, review standard reports, resolve errors, and ensure critical systems are updated on a daily basis to maximize accuracy and readiness. Commanders work with their HR leaders and primary staff elements to develop metrics and standards to assess the quality of support and level of readiness within the command.
2-2. Tier 1 – Readiness Metrics
Personnel Readiness metrics are provided for recurring review at every echelon. Tier 1 metrics encompass the categories that directly impact organizational readiness. Readiness metrics goals were established by HRC and align with the intent of the Chief of Staff, Army. Tier 1 metrics are detailed in Chapter 3 and listed for quick reference in figure A-1 at Appendix A.
UNCLASSIFIED

6. HR ENABLING SYSTEMS
eMILPO is the Army’s primary software platform for updating Soldier data at the unit-level and performing strength accountability (AC)
Regional Level Application Software (RLAS) is a software application developed to provide the USAR with a client server, Web-enabled application for managing personnel and resources.
Army Human Resource Systems (AHRS) Datastore is a query tool from which authorized users can pull a variety of information in various formats. It allows users to export data for external use.
Interactive Personnel Electronic Records Management System (iPERMS) - iPERMS is a repository for personnel records. Documents are uploaded using the internet and are available for review by authorized users.
Army Career Tracker (ACT) is a leadership development tool that integrates training and education into one personalized, easy-to use website.
Medical Protection System (MEDPROS) was developed by the AMEDD to track all immunization, medical readiness, and deployability data for all Active and Reserve components of the Army, DA Civilians, contractors, and others. It is a powerful tool allowing the chain of command to determine the medical and dental readiness of individuals.
Evaluation Report System (ERS) was developed by the AMEDD to track all immunization, medical readiness, and deployability data for all Active and Reserve components of the Army, DA Civilians, contractors, and others.
SHOW SLIDE 6: HR ENABLING SYSTEMS
Learning Step / Activity 1. Employ HR Enabling Systems to Retrieve Personnel Readiness Summary Metrics
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 15 mins
Media: Large Group Instruction
NOTE: Refer students to PRSG, Appendix C – Above are a few of the primary systems and enabling tools used by HR professionals to produce the Personnel Readiness Summary (PRS).
NOTE: SIDPERS is the enabling system for the National Guard.

7. eMILPO SYSTEMS REPORTS
eMILPO is the Army’s primary software platform for updating Soldier data at the unit-level and performing strength accountability
eMILPO numerical and by name reports:
Personnel Accountability Report (AAA-162) – This report provides the primary means of Soldier accountability
Report of AWOLS (AAA-160) – This report lists all Soldiers reported AWOL and DRF (Drop From Rolls)
Human Resources Authorization Report (HRAR) – Tool used to enable a unit to accurately comply with utilization requirements – Soldiers should be assigned authorized positions on MTOE’s, TDA’s, DMO’s
Suspension of Favorable Personnel Action Report (AAA-095) – Used to manage Soldiers who are flagged
Good Conduct Medal Roster (AAA-199) – provides commander with a list of Soldiers who are eligible for the Good Conduct Medal within the next 90 days
SHOW SLIDE 7: eMILPO SYSTEM REPORTS
NOTE: Refer students to PRSG, Appendix C, Para C-2a-e. Review reports with students and their purpose.

8. RESPONSIBILITIES Soldiers Leaders HR Professionals Commanders
Must maintain current and accurate information in their Army Military Human Resource Record (AMHRR)
AR requires Soldiers to review their personnel and finance records using the Records Review Tool (RRT) in iPERMS during in-processing at new duty stations, annually, and prior to separation from the Army
Leaders
Ensures that Soldiers comply with directives and requirements
Validate Soldier professional qualifications and training
Safeguard Personally Identifiable Information (PII)
First line supervisors must work with the chain of command to identify exact problems
HR Professionals
Responsible for Personnel Readiness Summary (PRS) to commanders
Responsible for providing HR support and customer service via RRT program
Updating HR systems with accurate and timely information
Commanders
Own the PRS and responsible for directing actions required to correct readiness deficiencies
Provide support to HR professionals
Supervise and assess all Tier 1 Readiness metrics at a minimum
SHOW SLIDE 8: RESPONSIBILITIES
NOTE: Refer students to Personnel Readiness Summary Guide, Para 1-3
As an S1, it is very important to not only know your role and responsibilities, but also the roles of Soldiers, leaders, HR Specialists, & commanders. Knowing roles and responsibilities will assist you achieving the HR Metrics goals established by HRC. Another important aspect of the S1s role will be to brief the commanders on HR metric results. This why it is extremely important that you take the time to review the HR Metric Guide in detail and implement measures to ensure your success as the S1 and ensure that your unit is meeting or exceeding the standards/goals of the HR Metrics. Utilizing a Battle Rhythm Calendar, along with your understanding of HR Metrics, monitoring your reports, and taking corrections will aid you in your pursuit of excelling with HR Metrics.

9. Check on Learning
1. Q. When it comes to reviewing personnel and finance records, which of the following statement(s) is/are correct? a. Review records during in-processing b. After separation from the Army c. Annually d. All of the above e. Both a and c 2. Q. Which of the following reports provides the primary means of Soldier accountability? a. AAA-095 b. AAA-160 c. AAA-162 d. AAA-199
SHOW SLIDE 9: CHECK ON LEARNING
d – All of the above
c – AAA-162

10. TIER 1 READINESS SHOW SLIDE 10: TIER 1 READINESS
Learning Step / Activity 2. Employ Personnel Readiness Summary Metrics
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 45 mins
Media: Large Group Instruction
NOTE: Personnel Readiness Summary Guide (PRSG), Chapter 3, Paragraphs 3-1 through 3-6.
SGLV Form 8286 Validation – PRSG, Para 3-1c. Update SGLV in eMILPO and keep a copy to verify posting in AMHRR; if documents do not post, rescan and send via iPERMS. For annual birth month audits, the HR Assistant will pull the report from iPERMS and send monthly s to S1 and/or directly to the Soldiers, notifying who is due for their annual validation.
DD Form 93 Validation – PRSG, Para 3-2c. Recommended actions: Commanders must require their Soldiers to verify chosen beneficiaries annually; preferably during their birth month, when normally required to validate Electronic Military Personnel Files (EMPF). Birth month PRRs and FRRs significantly reduce the number of delays or errors when dispersing benefits to beneficiaries in the event of a Soldier’s death.
(Medical Readiness Class (MRC) 3 – PRSG, Para 3-3c. S1s should schedule by-name scrubs with their commanders to ensure the accuracy of the medical readiness class levels for assigned Soldiers. Recommend S1s perform monthly byname scrubs that correspond with the monthly Unit Status Report (USR).
MRC 4 – PRSG, Para 3-4c. Recommended actions: S1s should schedule by-name scrubs with their commanders to ensure the accuracy of medical readiness class levels. Recommend S1s perform monthly by-name scrubs that correspond with the monthly USR.
CMA/CCA/HOS/>90 Days – PRSG, Para 3-5c. Recommended actions: Soldiers in a CMA, CCA, or HOS duty status for longer than 90 days require a commander’s review and should be considered for separation from active duty under the appropriate separation authority (AR , AR ).
AWOL > 31 Days – PRSG, Para 3-6c. Soldiers in an AWOL status for longer than 30 consecutive days must be placed in a deserter status on the 31st day. The S1 prepares the DA Form 4187 (AWOL to DFR) and DD
Forms 458 and 553.
Figure A-1

11. TIER 1 (READINESS) PERSONNEL READINESS SUMMARY
SHOW SLIDE 11: TIER 1 (READINESS PERSONNEL READINESS SUMMARY
NOTE: Commander must supervise and assess all Tier 1 – Readiness metrics at a minimum. It is recommend Tier 1 goals align with HQDA EXORD and are intended to a maintain a non-deployable population of less than 10%.

12. Medical Readiness Classification
MRC 1
Medically ready / deployable. Temporary profile < 7 days.
Source: Datastore
Report: MEDPROS
*Not required CDR’s deployability determination
MRC 2
Partially medically ready/deployable
Temp profile >8 days but < than 14 days
MRC 3
Not medically ready/nondeployable
*CDR determines deployability for profile > 14 days (DL1) and dental readiness 3(DL2)
MRC 4
*Not medically ready/nondeployable
Source: Datastore
Report: MEDPROS
SHOW SLIDE 12: MEDICALL READINESS CLASSIFICATION
NOTE: New Medical Readiness Classes (MRCs)
The following are the new Medical Readiness Classes (MRCs) and Deployment-Limiting (DL) codes. The simplified MRCs include only two categories of Soldiers who are not medically ready to deploy: MRC 3 and MRC 4.
MRCs 3A and 3B were consolidated into the new MRC 3, which will include seven new DLs to increase transparency and detail. Commanders are required to determine whether Soldiers with MRC 3, DL 1 and 2 and MRC 4 medical conditions are deployable. These determinations will remain in the Commander’s Portal for revalidation every month.
MRC 1. This class of Soldiers is fully medically ready and deployable, and includes individuals with temporary profiles up to 7 days in length. This class also includes Soldiers with completed medical or administrative board actions who have no deployment-limiting physical category codes and have:
(1) Returned to duty without any board indicated; or
(2) Had their area of concentration (AOC)/military occupational specialty (MOS) reclassified; or
(3) Received a U.S. Army Physical Disability Agency Fit Memorandum, which documents that the Soldier received a “fit” finding from a Physical Evaluation Board.
MRC 2. This class of Soldiers is partially medically ready and deployable, and includes Soldiers with profiles from 8 to 14 days in length. MRC 2 Soldiers include those whose vision or hearing is classified as class 4 (MRC 2 are deployable in MODS).
MRC 3. This class of Soldiers is not medically ready and will default to non-deployable.
(1) Within this class of Soldiers, commanders will determine in the Commander’s Portal whether a Soldier with DL code 1 or 2 is deployable after reviewing the Soldier’s physical profile. Medical conditions that cause Soldiers to be coded as DL 2 must be corrected before the Soldiers can deploy.
(2) Additionally, Soldiers with DL 7 codes are not medically ready and cannot deploy without a waiver from the combatant commander.
MRC 4. This class of Soldiers is not medically ready and will default to non-deployable unless a commander determines in the Commander’s Portal that a Soldier is deployable. Commanders are required to resolve any medical deficiencies before a Soldier’s deployment. Each month, commanders will evaluate and determine whether Soldiers in this class are deployable and will make every effort to address the underlying causes of a Soldier’s indeterminate MRC 4 status.
*Soldier is not medically ready/nondeployable
CDR determines deployability

13. MRC 1 Soldier is fully medically ready and deployable. It includes:
Soldiers with temporary profiles up to 7 days in length
Includes Soldiers with completed medical or administrative board actions who have no deployment-limiting physical category codes and have:
- returned to duty without any board indicated
- had their area of concentration (AOC)/military occupational specialty (MOS) reclassified
- received a US Army Physical Disability Agency Fit Memorandum from a Physical Evaluation Board
SHOW SLIDE 13: MRC 2
NOTE: AD , Page 7 - MRC 2. This class of Soldiers is partially medically ready and deployable, and includes Soldiers with profiles from 8 to 14 days in length. MRC 2 Soldiers include those whose vision or hearing is classified as class 4. (MRC 2 are deployable in MODS)

14. MRC 2 Soldier is deficient in one of the following:
Temp profile > 8 days but < 14 days
Hearing Readiness Class 4 (current within 13 months)
Vision Readiness Class 4 (current within 15 months)
DNA (drawn/on file with DoD repository)
HIV (drawn/on file with DoD repository)
Immunizations
Hep A, HepB, Tdap, MMR, Polio, Varicella, (Influenza-seasonal)
Individual medical equipment (glasses, hearing aids)
SHOW SLIDE 14: MRC 2
NOTE: AD , Page 7 - MRC 2. This class of Soldiers is partially medically ready and deployable, and includes Soldiers with profiles from 8 to 14 days in length. MRC 2 Soldiers include those whose vision or hearing is classified as class 4. (MRC 2 are deployable in MODS)

15. MRC 3
Soldier is deficient in one of the following Deployment Limiting (DL) codes:
SHOW SLIDE 15: MRC 3
NOTE: AD , Page 7 – this class of Soldiers is not medically ready and will default to nondeployable.
Note: DL 3/4/5/6/7- Unit CDR cannot make deployability determination for routine readiness reporting. When assigned a mission, deployability will be IAW combatant command policies.

16. MRC 4 Soldier is deficient in one of the following: Status is unknown
Periodic Health Assessment is expired
Dental Readiness Class 4
SHOW SLIDE 16: MRC 4
NOTE: AD Page 7 - MRC 4. This class of Soldiers is not medically ready and will default to non-deployable unless a commander determines in the Commander's Portal that a Soldier is deployable. Commanders are required to resolve any medical deficiencies before a Soldier's deployment. Each month, commanders will evaluate and determine whether Soldiers in this class are deployable and will make every effort to address the underlying causes of a Soldier's indeterminate MRC 4 status.

17. Physical Category Codes
SHOW SLIDE 17: PHYSICAL CATEGORY CODES
NOTE: AD , Page 8 – this directive streamlines physical category codes and rescinds all other physical category . Profiling officers will describe the limitations within the context of the profile to communicate with the commander.

18. TIER 2 – INDICATORS QUICK REFERENCE
SHOW SLIDE 18: TIER 2 – INDICATORS QUICK REFERENCE
NOTE: Tier 2 Personnel Indicators - Indicators are additional personnel metrics that enable commanders to view data points that serve as shaping operations for readiness.
NOTE: Personnel Readiness Summary Guide (PSRG) Reference Chapter 4, Paragraphs 4-1 through 4-11
FLAGS – PRSG, Para 4-1c. Recommended actions: S1s must ensure commanders are verifying all FLAGS exceeding 6 months as more than just a “paper drill”. S1s should require a battalion/squadron commander’s memorandum of explanation be attached to all FLAGS older than 6 months.
Sponsorship – PRSG, Para 4-2c. Recommended actions: Gaining unit coordinators assign sponsors to incoming Soldiers NLT 120 days prior to report date and within 3 days of notification for incoming Soldiers with short notice assignments. Losing unit coordinators contact gaining unit coordinators if sponsors are not assigned to Soldiers more than 120 days from report date.
Records Review Tool (RRT) – PRSG, 4-3c. Recommended actions: S1s initiate a Soldier’s PRR and FRR upon conducting their annual birth month audit. S1s also execute the RRT during in-processing of Soldiers to an installation and ensure the Soldier is current and within the annual verification standard. For annual validations, HR professionals should pull the RRT status report from iPERMS and send monthly notification s to S1s and/or directly to Soldiers.
Blank/Expired GCMDL Eligibility Date –PRSG, 4-4c. Recommended actions: MEPS/Basic Training units are responsible for initial population and validation of AGCM/ARCAM eligibility dates and error resolution of blank dates. S1s are responsible for validation, error resolution, and research to determine a Soldier’s correct eligibility date for entry into eMILPO or RLAS as required.
In Transit (ITA) – PRSG, 4-5c. Recommended actions: S1s prepare the DA Form 4187 to drop from rolls (DFR) on the 31st day from the Soldier’s date of assignment. Commanders should validate duty status transactions monthly using eMILPO report AAA-162.
9992>7 Days – PRSG, 4-6c. Recommended actions: Units are encouraged to slot Soldiers as soon as possible and not wait until a valid duty position is known.
999x> 30 days – PRSG, 4-7c. Recommended actions: S1s should verify all coded 999 categories at a minimum of once a week to ensure those Soldiers listed remain under the conditions they were placed.
EFMP Expired > 3 years – PRSG, 4-8c. Recommended actions: Commanders and HR professionals at every level should verify the EFMP data anytime the Soldier’s record is reviewed. This includes in- and out-processing, annual records reviews, and audits prior to promotion boards.
Evaluation Report Timeliness – PRSG, 4-9c. Recommended actions: “12 months since a Soldier’s last evaluation” does not provide an accurate reflection of evaluation timeliness. Rating schemes should have a column that indicates “Projected Thru Date” of next evaluation for every Soldier.
My Board File (certified) – PRSG, 4-10c. Recommended actions: HR professionals should identify eligible Soldiers for promotion and assist with updates to their AMHRR and record brief in accordance with the appropriate MILPER Message.
E4/E5 Unqualified Promotable – PRSG, 4-11c. Recommended actions: Review and scrub each Soldier’s record brief during in-processing and any additional instance, (i.e. birth month audits, DD 93 and SGLV updates), where an HR professional is needed to assist with personnel issues.
Figure A-2

19. Deployable
A Soldier under the direct operational control of the reporting unit, whether present or able to be present within 72 hours, who is in compliance with all required personnel readiness standards and is not restricted from deploying to perform the unit's core designed and assigned mission
SHOW SLIDE 19: DEPLOYABLE
NOTE: AD , Adjustment s to Administrative Policy, Para 1. Commanders across all components are directed to report personnel readiness in accordance with the following definitions effective with the July 2016 unit status reporting period. The authoritative data system counts personnel as deployable unless a non-deployable condition exists.
NOTE: AD , Adjustment s to Administrative Policy, Para 1a - Deployable

20. Non-deployable
A Soldier who is restricted from worldwide deployment for a unit’s core designed and assigned mission for one of the following reason:
Lautenberg Amendment
Legal Processing
Sole Survivor/surviving Family Member
Conscious Objector
Family Care Plan
Parenthood
Transition Leave
AWOL
Operational Control- Individual Soldiers who are not under the operational control of the unit for deployment
Mission/Prisoner of War
Unsatisfactory Participant (RC/NG)
Assigned not joined (RC/NG)
Soldiers who have not graduated from AOC/MOS awarding course
Commander’s call
SHOW SLIDE 20: NON-DEPLOYABLE. A Soldier who is restricted from worldwide deployment for a unit's core designed or assigned mission for one of the following reasons:
NOTE: AD , Adjustment s to Administrative Policy, Para 1b
(1) Does not meet the baseline individual readiness standards for worldwide deployment as follows:
(a) Lautenberg Amendment. The Soldier is known to have a conviction of a misdemeanor or felony crime of domestic violence. (See reference k.)
(b) Legal Processing.
- The Soldier is:
• under criminal investigation by civil or military authorities for the commission of a serious offense. A Soldier is under investigation for the commission of a serious offense if a punitive discharge is, or would be, authorized for the same or closely related offense under the Manual for Courts-Martial.
• pending discharge or separation. In cases of administrative separation, a Soldier is pending separation when he has been formally notified of his commander's intent to initiate separation and is flagged in accordance with AR
• under arrest and/or being held in confinement by military or civilian authorities.
• pending military court-martial or civilian criminal proceedings for the commission of a serious offense, as defined in paragraph 1b(1)(b). A Soldier is pending court-martial proceedings when the Government has preferred charges against the Soldier under the Uniform Code of Military Justice. A Soldier is pending civilian criminal proceedings when criminal charges have been filed against the Soldier in Federal or State court. In coordination with their servicing Office of the Judge Advocate General, unit commanders may determine that the legal actions do not prevent a Soldier from deploying with his/her unit.
(c) Sole Survivor/Surviving Family Member. A Soldier who has sole surviving son and/or daughter status or surviving Family member status. (See reference p, paragraph 3-8.)
(d) Conscientious Objector. Soldiers with an approved conscientious objector status. (See reference p, table 3-1.)
(e) Soldiers under the age of 18. (See reference p, paragraph 3-8.)
(f) Family Care Plan. Soldiers requiring Family care plans who have no evidence of a current or validated plan. (See reference k, paragraph 5-5.)
(g) Parenthood:
• Adoption. A parent adopting a child is nondeployable for 6 months after the child is placed in the home. (See reference p.)
• Postpartum Operational Deferment. Military mothers of newborns 6 months after childbirth. (See reference p.)
(2) Does not meet the combatant commander's mission-specific individual readiness standards when tailored for accomplishment of an assigned mission. As determined by the unit commander, the Soldier is unable to comply with theater specific combatant commander requirements as applicable.
(3) Cannot be under the direct operational control of the reporting unit (present or able to be present within 72 hours).
(a) Transition Leave. Soldiers who completed final out-processing and are on transition leave.
(b) Absent Without Leave. The Soldier is absent without leave. (See references j ands.)
(c) Operational Control. Individual Soldiers who are not under the operational control of the unit for deployment (for example, have deployed separately, rear detachment, Army Medical Department Professional Filler System, temporary change of station, etc.).
(d) Missing/Prisoner of War. Soldiers with a duty status as Captured, Interred, Missing, Missing in Action, or Duty Status Whereabouts Unknown. (See reference p, table 3-2.)
(e) Unsatisfactory Participant. The Soldier attained his/her ninth unexcused absence or the date the Soldier is determined to be an unsatisfactory participant for failing to attend or complete the entire period of annual training. (See reference f, paragraph 4-12.)
(f) Assigned Not Joined. An Army National Guardsman or Army Reserve Soldier or is considered assigned not joined when the Soldier was previously reported as failure to gain and has arrived at the unit. (See reference j, paragraph 3-5.)
(4) Soldiers who have not graduated from an AOC/MOS-awarding course. This category also includes Soldiers enrolled in the Simultaneous Membership Program who have not completed their educational requirements in accordance with AR
(5) Commander's Call. The commander's determination on deployability, or commander's call, occurs when a Soldier's situation does not meet any of these criteria and the commander determines the Soldier is nondeployable. Information technology systems will be developed to enable commanders to show this determination in the respective authoritative data sources (all components) that populate the Defense
Readiness Reporting System-Army.

21. Non-Deployable Categories (1 of 2)
MRC 3
CATEGORY
DEFINITION
Current CD Codes
Soldiers with CD Codes already applied in eMILPO
Deployed w/Unit
Soldiers who are currently in support of the unit deployment
Deployed Outside
Soldiers who have deployed separately from their unit
MRC 3
Not medically ready/non-deployable
MRC 4
Legal (LI)
Soldiers under military or civil criminal investigation
Legal (LZ)
Soldiers pending action by military or civil court
Legal (LD)
Soldiers who are pending administrative/legal discharge or separation
Legal (LR)
Soldiers who are under arrest or being held in confinement by military authorities
Parenthood
Military mothers of newborns that are non-deployable for six months after childbirth
Dwell Time
Soldiers unable to deploy because they will not exhaust dwell time prior to the milestone event
TSIRT/ IRT
Soldiers with incomplete Theater Specific Individual Readiness Training (TSIRT), Individual Readiness Training (IRT), or other training required for deployment
Sole Survivor
Soldiers son or daughter status or surviving family member
Conscientious Objector
Soldiers with an approved objector status are deployable only to areas where duties do not involve handling of weapons
Family Care Plan
Soldiers requiring Family Care Plans are considered non-deployable if there is no evidence of a current validated plan
Leave/TDY
LS: Transition Leave. Soldiers who are on transition leave whom the commander would not normally call back for deployment LT: Leave / TDY. Soldiers on leave or Temporary Duty (TDY) whom the commander would not normally call back for deployment
MIA/POW
Soldiers that are currently Prisoner of War, Missing, Missing in Action, or Duty Status Whereabouts Unknown (DUSTWUN)
Avail Late Deply
Soldiers with no known non-deployable conditions IAW with DA Pam but will deploy late at the discretion of the commander
PCS
Soldiers not deploying due to PCS orders or who have returned from deployment early in order to proceed on PCS orders
Retire /ETS
Soldiers with an approved retirement date within six months of milestone event
Lautenberg
Soldiers with a conviction of a misdemeanor or felony for domestic violence
Soldier under 18
Soldiers under the age of 18
SHOW SLIDE 21: NON-DEPLOYABLE CATEGORIES (1 OF 2)
The Non-deployable Category metrics are pulled from the Rear-Detachment Report and affect Unit Strength, Availability to Deploy, and Replacement Requests. They are also the only metrics that the Commander can affect by use of the Commander Override in eMILPO. Highlighted yellow categories are normally the most common categories commanders override.
INSTRUCTOR NOTE: Orient the students to the Slide by reviewing the primary categories (colors).
***INSTRUCTOR NOTE: IMPORTANT!!! Insure the students know that utilizing the PerOR concept as taught here is ONE way to improve personnel readiness. THERE IS NOT “ONE” ARMY METHOD. Other units have alternative methods to improve different areas of personnel readiness and different philosophies for determining PerOR rates. Ultimately, the leadership team (Division/Brigade/Battalion Commanders) must be comfortable with the use of eMILPO Commander Overrides and willing to “sign their name” to their decisions.

22. Non-Deployable Categories (2 of 2)
SHOW SLIDE 22: NON-DEPLOYABLE CATEGORIES (2 OF 2)
THIS IS A CRITICAL STEP!!!!! Walk the students through the first line of the spreadsheet (1-1 Cavalry). Have the students double click the spreadsheet to open it in Excel and view the associated formulas. Inform
1-1 CAV has 590 Soldier’s authorized on their TOE with 578 Soldiers assigned for an assigned strength percentage of 98% (ASGN divided by AUTH or 578/590 = 98%).
The Current CD Codes column shows current Commander’s Overrides that are active in eMILPO. The 2 Soldiers with active CD codes in this line are NOT counted in the rest of the data. Plan to review/revisit all active Overrides with the Commander at every laydown/briefing. Remember that CD codes have an expiration date in eMILPO.
The unit has 3 Soldiers currently deployed with other elements of the command. They are NOT included in the possible overrides as they are already deployed.
The unit has 1 Soldier deployed with another organization; possibly as an individual augmentee. They are NOT included in the possible overrides as they are already deployed.
There are 14 Soldiers coded as 3A. The Commander will want to know the medical history and prognosis for each Soldier to make a determination of whether to apply an Override Code. HR Professionals should be ready to make a recommendation.
There are 32 Soldiers 3B. In our process the Commander has determined that he will NOT consider 3B Soldiers for Override without careful investigation. In your unit the decision may be different.
There are 22 Soldiers currently in legal processing coded as either Under Investigation (LI) or Pending Action (LZ). The Commander will want to know the legal history and prognosis for each Soldier to make a determination of whether to apply an Override Code. NOTE: Commanders do not normally use override codes for the 14 Soldiers pending administrative/legal discharge or separation (LD) or Soldiers who are under arrest or being held in confinement by military (LR).
There are 22 Soldiers currently non-deployable due to Administrative reasons; but only 16 are in categories that normally obtain an override code. The other 6 are in Administrative categories that the Commander will not normally override.
There are 108 total non-deployable Soldiers (dark blue column). Total Non-Avail divided by total assigned Soldiers (108/578 = 18.7%) produces a non- deployable percentage of 18.7% and an Actual PerOR percentage of 81.3%.
There are 52 Possible Commander Overrides [light blue column]. In this organization, the leaders have decided that the data points highlighted in yellow are the most common categories for Commander Override consideration. The Possible Commander Overrides shows the total number of “possible” overrides – those in the most commonly overridden categories - available to the Commander. HOWEVER, the Commander may choose to NOT override certain actions once he understands the circumstances.
The Possible CDR Overrides percentage takes the Total Non-Deployable (108), subtracts the Possible Commander Overrides (52), and divides by the total assigned Soldiers (578) /578 = 9.7% which becomes the Possible Non-Deployable percentage of 9.7% and a Possible PerOR percentage of 90.31%.
REMEMBER – The Possible PerOR percentage assumes that all Commander Overrides will be employed. This is unlikely as commanders will often NOT override all possible non-deployable possibilities.
NOTE: Do not leave this slide until all students are comfortable with the process and how the percentages are determined.
Yellow – Consider for Commander Override
PerOR % - Green if 90% or higher
PerOR % - Red if 89% or lower
Actual PerOR % = Includes All Non-Avails
Possible PerOR % = Assumes All Possible Commander Overrides are Used

23. Legal & Administrative
Legal Codes (eMILPO)
LI - Under investigation LR - Under arrest
LZ - Pending action LD - Pending separation
Soldiers with LI (investigation) or LZ (pending action)
Conduct by-name scrubs weekly
Determine if Available to Deploy; Utilize Override Code
Administrative
Parenthood Can Be Overridden if Soldier Will be Available to Deploy Prior to LAD, Ready Cycle, etc.
Do NOT Use Override Code for the following without careful consideration:
TSIRT
Sole Surviving Family Member
Conscientious Objector
Leave/TDY the Commander Will Not Recall the Soldier From Transition Leave
SHOW SLIDE 23: LEGAL & ADMINISTRATIVE
There are four administrative subcategories of legal processing in eMILPO, each described by a unique two letter code:
“LI” for Soldiers who are under investigation by military or civilian authorities [MAY USE COMMANDERS OVERRIDE]
“LZ” for Soldiers who are pending military or civilian criminal court action [MAY USE COMMANDERS OVERRIDE]
“LR” for Soldiers who are under arrest or in confinement [not recommended to use commanders override]
“LD” for Soldiers who are pending administrative separation [not recommended to use commanders override]
Soldiers assigned one or more of these four eMILPO codes are reported in eMILPO as temporarily non-deployable for deployment. In other words, many administrative separations and all Article 15s, pre-trial confinements, and courts-martial actions create nondeployable Soldiers.
Facilitate a discussion with the students on whether Soldiers with an LI or LZ status “should” be eligible for a Commander’s Override. Possible follow up questions include:
Do you know what the Soldier is under investigation for?
What is the status of the investigation?
Do you know what the Commander’s intent is for disciplinary action?
Facilitate a brief discussion to ensue students are familiar with the terms:
Parenthood - Military mothers of newborns that are non-deployable for six months after childbirth
Dwell Time - Soldiers unable to deploy because they will not exhaust dwell time prior to the milestone event
TSIRT/ IRT - Soldiers with incomplete Theater Specific Individual Readiness Training (TSIRT), Individual Readiness Training (IRT), or other training required for deployment
Sole Survivor - Soldiers son or daughter status or surviving family member
Conscientious Objector - Soldiers with an approved objector status are deployable only to areas where duties do not involve handling of weapons
Family Care Plan - Soldiers requiring Family Care Plans are considered unavailable if there is no evidence of a current validated plan
Leave/TDY - LS: Transition Leave; Soldiers who are on transition leave whom the commander would not normally call back for deployment, LT: Leave / TDY.; Soldiers on leave or Temporary Duty (TDY) whom the commander would not normally call back for deployment
Facilitate a discussion with the students on whether Soldiers in these Administrative Categories “should” be eligible for a Commander’s Override. Possible follow up questions include:
Can the Soldier complete their TSIRT/IRT requirements prior to deployment?
What is the nature of the deployment (not all deployments are to a hostile fire zone)?
Is the Soldier in a critical MOS or otherwise difficult to replace? Does that make any difference?
TRANSITION – this completes the Non-Deployable category. The next category is “Non-Deployable Enablers”.

24. Non-Deployables Enablers
Non-deployables enablers should be relatively easy fixes
Consider Setting up Medical Round-Robin Sites or Escort Delinquent Soldiers to the Medical Treatment Facility
Commanders May Not Approve Override in eMILPO
DNA – Soldiers without a valid DNA sample may be difficult to identify if they become a casualty (0%)
Human Immunodeficiency Virus (HIV) – Soldiers with overdue HIV blood exams may require increased SRP processing time (2%)
Immunizations – Soldiers with overdue immunizations may require increased SRP processing time (2%)
Dental (MRC4) – Soldiers with a Dental Readiness Class 4 only require a dental exam; prolongs the detection and treatment of potential issues (5%)
Periodic Health Assessment (MRC4) – Soldiers with a missing or incomplete PHA prolongs the detection and treatment of potential issues (2%)
SHOW SLIDE 24: NON-DEPLOYABLE ENABLERS
NOTE: These non-deployable categories are NOT eligible for Commander Override.
The percentages noted after each is the standard established by HRC and available in the Human Resource Metrics Guide for Commanders.
Facilitate a brief discussion with the students on:
Why are these categories not eligible for override?
Why is the DNA standard set at 0% (ability to identify casualty remains)
How prevalent are these types of Soldier status?
How did the Students handle these issues in their previous units?
Whom could the S1 coordinate with to help with these issues (medical and dental personnel)?
TRANSITION – this completes the Non-Deployable Enablers category. The next category is “HR Indicators (1)”.

25. Non-Deployables Categories
PerOR Snapshot
PerOR
78.0%
Non-Deployables Categories
MRC 3
451
Non-Deployables
Enablers
SHOW SLIDE 25: PerOR SNAPSHOT
NOTE: As S-1’s you maybe exposed to the above report!
The intent of the HR Personnel Operational Readiness (PerOR) Rate is to show commanders the status of the Operational Readiness (OR) Rate of the personnel in their unit, similar to the OR Rate tracked for vehicles and equipment. Units conduct motor-stables weekly in order to improve the OR Rate for their vehicles and equipment. Personnel Readiness is just as important, if not more important! Why wouldn’t units conduct “people-stables” weekly in order to improve the OR rate for their personnel? Regularly tracking and displaying unit PerOR Rates will create the shift in mindset to place more importance on maintaining and improving the Operational Readiness of personnel in the unit.
This slide depicts one method to display the PerOR Percentage for all of the brigade data for each category and the overall PerOR on one slide. Brigades can use this format to depict separate BNs, etc.
HR Indicators (1)
HR Indicators (2)

26. Check on Learning
1. Q. Which of the following medical readiness classes are non-deployable?
a. MRC A
b. MRC B
c. MRC 1
d. MRC 3
Q. Which of the following is/are reason(s) for individuals to become non-deployable?
a. Family Care Plan (Only)
b. Medical Readiness Class 2(Only)
c. Medical Readiness Class 4(Only)
d. All of the above
e. Both a and c
SHOW SLIDE 26: CHECK ON LEARNING
1. d – MRC 3
2. e- Both a and c

27. Personnel Readiness Summary Metrics Results
It is critically important that S-1s monitor established metrics by HRC
Brief commanders on Tier 1 & Tier 2 goal deficiencies
Provide commander with the most accurate personnel information available enabling them to make decisions that impact readiness
SHOW SLIDE 27: PERSONNEL READINESS SUMMARY METRICS RESULTS
HR professionals at the S1/MPD level have the primary responsibility of maintaining Army HR systems with accurate and timely personnel data. HR leaders provide oversight controls, review standard reports, resolve errors, and ensure systems are updated on a daily basis to maximize accuracy and readiness. Commanders work with their HR leaders and primary staff elements to assess the quality of support and level of readiness within the command.

28. Terminal Learning Objective
LESSON OUTCOME:
This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for applying Personnel Readiness Summary Metrics in a Soldiers’ day to day operations. At the conclusion of this block of instruction, students will be able to provide personnel metrics data for their commanders to measure and assess the levels of HR support and readiness of their unit.
21ST CENTURY COMPETENCIES:
Teamwork and Collaboration
Communication and Engagement
Tactical and Technical Competence
Critical thinking and problem solving
Character and accountability
TERMINAL LEARNING OBJECTIVE:
Action: Administer a Personnel Readiness Summary Metrics Program
Conditions: In a classroom environment given access to the Personnel Readiness Summary Guide, Army Directive , awareness of Operational Environment (OE), variables, and actors.
Standard: Students will meet the standards when they accurately:
1. Employ HR Enabling Systems to retrieve Personnel Readiness Summary Metrics.
2. Interpret Personnel Readiness Summary Metrics.
SHOW SLIDE 28: TERMINAL LEARNING OBJECTIVE, 21ST CENTURY COMPETENCIES, TERMINAL LEARNING OBJECTIVE
NOTE: Restate TLO, Lesson Outcome, and 21st Century Competencies
Learning Step / Activity Practical Exercise #1
Method of Instruction: Performance
Instructor to Student Ratio: 1:36
Time of Instruction: 25 mins
Media: Large Group Instruction
Learning Step / Activity Practical Exercise #1 Review
Time of Instruction: 5 mins
SUMMARY Method of Instruction: Conference / Discussion