ADJUTANT GENERAL SCHOOL ADMINISTER PERSONNEL READINESS MANAGEMENT

ADJUTANT GENERAL SCHOOL ADMINISTER PERSONNEL READINESS MANAGEMENT
BOTD SHOW SLIDE 1: ADMINISTER UNIT PERSONNEL READINESS ADMINISTRATIVE DATA: Academic Hours/Methods 0 hr/10 min Introduction 1 hr / 35 min Conference / Discussion 0 hr/45 min Practical Exercise 1 hr Test 0 hr/10 min Test Review 0 hr/10 min Summary 4.2 hrs Total Hours INSTRUCTIONAL GUIDANCE: NOTE: Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and indentified reference materials. Throughout this lesson, solicit from students the challenges they experienced in the current Operational Environment (OE) and what they did to resolve them. Encourage the students to apply at least 1 of the 8 critical variables: Political, Military, Economic, Social, Information, Infrastructure, Physical Environment, and Time. MOTIVATOR: Maintaining Unit Personnel Readiness 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. ADMINISTER PERSONNEL READINESS MANAGEMENT

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 2: HISTORICAL PERSPECTIVE NOTE: This slide is provided to solicit students' responses to General Abrams' quote as a precursor to starting the PRM overview lesson.

39th CSA’s Initial Message Top Three Priorities
SHOW SLIDE 3: 39th CSA’S INITIAL MESSAGE TOP THREE PRIORITIES

TERMINAL LEARNING OBJECTIVE
LESSON OUTCOME: This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for administering personnel readiness management. At the conclusion of this block of instruction, students will have a thorough knowledge and understanding of personnel readiness management. Army Learning Areas (ALAs) – General Learning Outcomes (GLOs) 1. Mission Command – GLO 5 Human Dimension – GLO 7 Professional Competence – GLO 13 & 14 Action: Administer Personnel Readiness (PRM) Condition: In a classroom environment, given access to FM 1-0, FY16-19 Army Manning Guidance, the eMILPO Training Database 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 Understand the Sustainable Readiness Model Understand the FY16-19 ACMG Achieve a “GO” on the PRM Quiz SHOW SLIDE 4: TERMINAL LEARNING OBJECTIVES INTRODUCTION: Learning Step / Activity Introduction Method of Instruction: Conference / Discussion Instructor to Student Ratio: 1:32 Time of Instruction: 15 mins Media: Large Group Instruction NOTE: FOR THE TO INSTRUCTOR TO COVER THE FOLLOWING: 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 Deliberate Risk Assessment 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 Everyone is responsible for safety. No food or drink is allowed near or around electrical equipment (CPU, file servers, printers, projectors, etc.) due to possible electrical shock or damage to equipment. Exercise care in personal movement in and through such areas. Avoid all electrical cords and associated wiring. In event of electrical storm, you will be instructed to power down equipment. RISK ASSESSMENT LEVEL: Low ENVIRONMENTAL CONSIDERATIONS: 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. Instructional Guidance: 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). Conditions: With an awareness of the Operational Environment (OE) variables and actors. EVALUATION. You will be given a graded end of module examination which will include Administer Personnel Readiness Management. A passing score on this end of module examination is 70% for AC students and 60% International Students. INSTRUCTIONAL LEAD-IN. Ask the students if they know what Unit Personnel Readiness is about? The objective of Administering Unit Personnel Readiness-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. Army Learning Areas (ALA) are the baseline focal points Soldiers and Army Civilians must possess to prevail in the ambiguous environments that challenge the Army today. The four ALAs are: Army Profession and Leadership; Mission Command; Human Dimension; and Professional Competence. The Army Learning Area taxonomy provides a framework to assist in grouping the General Learning Outcomes. The four Army Learning Areas serve as the framework to catalogue the 14 General Learning Outcomes. The GLOs are essential outcomes resulting from training, education, and experience along a career continuum of learning. There are three primary purposes for the Army General Learning Outcomes. First, they provide trainers and educators a lens into how effective they are in conveying their support material. Second, it assists in improving instructional design and/or training support packages. Finally it places responsibility on training and education proponents to be nested with ALAs. ALA: Mission Command encompasses how Army commanders and leaders apply the foundational MC philosophy with the MC WfF. Together, the MC philosophy and MC WfF guide, integrate, and synchronize Army operations throughout the conduct of ULO. There are four GLOs for the Mission Command ALA. GLO 5: Soldiers and Army Civilians demonstrate proficiency in mission command staff tasks. This includes the Operations Process (Plan, Prepare, Execute, and Assess), Synchronize Information-related Capabilities, Knowledge/Information Management, and Cyber-Electromagnetic Activities. ALA: Human Dimension embodies the cognitive, physical, and social components of the Army’s trusted professionals and teams. GLO 7: Soldiers and Army Civilians demonstrate capacity in critical thinking. This GLO includes Applied Critical Thinking and Groupthink Mitigation, Strategic Thinking, Problem Solving, and Decision Making. ALA: Professional Competence is the demonstrated technical and tactical proficiency in Army and joint doctrine largely revolving around the concept of ULO codified in ADP There are three GLOs for the Professional Competence ALA. GLO 13: Soldiers and Army Civilians support Army policies, programs, and processes; includes Understanding and contributing to Army Systems that manage, develop, and transform the Army GLO 14: Soldiers and Army Civilians are technically and tactically competent; includes Branch and Career Management Field proficiency, Career Programs, Series Technical Certifications, and Warfighting Skills.

HR CORE COMPETENCIES Core Competency Key Functions
SHOW SLIDE: HR CORE COMPETENCIES NOTE: Ensure students understand the change to the Core Competencies. The four fundamental core competencies that HR personnel must accomplish in HR support operations. Each of the four competencies includes subordinate key functions which contribute to the success of the core competency. HR core competencies and their subordinate key functions are: a. Man the Force -Personnel Readiness Management (PRM) -Personnel Accountability (PA) -Strength Reporting (SR) -Retention Operations -Personnel Information Management (PIM) b. Provide HR Services -Essential Personnel Services (EPS) -Postal Operations -Casualty Operations c. Coordinate Personnel Support -Morale, Welfare, and Recreation Operations -Command Interest Programs -Army Band Operations d. Conduct HR Planning and Operations -HR Planning and Operations -Operate HR Mission Command Nodes

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 (FM 1-0, PARA 1-3) 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

FOCUS OF HR SUPPORT 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: FOCUS of HR support fm 1-0, Para 1-4) 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.

PERSONNEL READINESS MANAGEMENT (PRM)
Personnel Readiness Management- Personnel Readiness Management involves analyzing personnel strength data to determine current combat capabilities, projecting future requirements, and assessing conditions of individual readiness. PRM is directly interrelated and interdependent upon the functions of Personnel Accountability, Strength Reporting, and Personnel Information Management. 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 NOTE: Refer students to FM 1-0, Chapter 3, Section I. a. 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. 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. FM 1-0, 3-5

SHOW SLIDE: HHC BRIGADE HQDA REAR DETACHMENT REPORT

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 3-21 to 3-22. 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

LSA 1 CHECK ON LEARNING 1. What is PRM?
2. What systems can assist with the PRM Process? SHOW SLIDE: LSA 1 CHECK ON LEARNING NOTE: Conduct a check on learning and summarize the learning activity.

MAINTAINING PERSONNEL READINESS
Successful pre-deployment readiness for units begins with an SOP Intensively manage physical profiles and MAR2/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 Report combat readiness on the monthly Unit Status Report Notification of Deployment Account for assigned/attached personnel Verify non-available status of all Soldiers and update databases Initiate assignment actions for Soldiers who remain non-available Cross-level personnel within the unit as necessary SHOW SLIDE: MAINTAINING PERSONNEL READINESS Learning Step / Activity 2. 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 3-34 – 3-44. 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. 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. 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. NOTE: Refer students to FM 1-0, Chapter 3, paragraph 3-41. e. 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

MEDICAL READINESS PROGRAMS AND BOARDS
Integrated Disability Evaluation System MOS Administrative Retention Review (MAR2) Medical Evaluation Board (MEB) Physical Evaluation Board (PEB) Warrior Transition Unit (WTU) Community Based WTU Soldier Readiness Program (SRP) SHOW SLIDE: MEDICAL READINESS PROGRAMS AND BOARDS NOTE: Refer students to FM 1-0, Paragraph 3-41. a. 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 MAR2/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. These checks are a precautionary step in identifying medical conditions and fixing them prior to the LAD. S-1s should encourage commanders to make decisions on Soldiers who are “borderline” for deployment as early as possible. If deployability decisions are made just before deployment, there is insufficient time for brigade S-1s to work backfills with HRC distribution managers prior to deployment. Below are the common medical boards and programs that S-1s are involved with: MOS Administrative Retention Review. A MAR2 is an administrative board held to determine if Soldiers with permanent profiles (P3/P4) meet retention standards in their current primary MOS. Soldiers who are issued permanent profiles (P3/P4) must be processed IAW MAR2 (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). 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 RTD. However, if the MEB was generated from a MAR2 referral, regardless of its findings, the case is forwarded to a PEB. 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. Warrior Transition Unit. Personnel undergoing medical care and rehabilitation may be assigned or attached to a Warrior Transition Unit. Warrior Transition Units are for Soldiers with complex medical needs requiring six months or more of treatment or rehabilitation. Commanders must clear Uniform Code of Military Justice actions, other legal actions, investigations, property/hand receipt issues, and LOD determinations prior to transferring Soldiers to a Warrior Transition Unit. Community Based Warrior Transition Unit. The Community Based Warrior Transition Unit functions as a Warrior Transition Unit for Soldiers who receive medical care in their community at DOD or Department of Veterans Affairs health care facilities. Community Based Warrior Transition Units primarily provide outpatient care management and transition services for USAR and ARNG Soldiers who do not need day-to-day medical management provided by Warrior Transition Units on Army installations. Community Based Warrior Transition Units perform mission command functions, and provide administrative support, medical case management, and medical processing for assigned Soldiers. Regular Army Soldiers may be attached to a Community Based Warrior Transition Unit on a case-by-case basis. Soldier Readiness Program (SRP): Is outlined in AR and is the Army’s program to ensure that Soldiers meet readiness criteria for deployment. The current standard for checking individual Soldier readiness is at in processing, out processing, annually and 30 days prior to deployment. b. Maintaining Personnel Readiness. To minimize the number of non-deployable personnel, S-1s must take the following steps: Intensively manage physical profiles and the MAR2, MEB, and PEB processes. The earlier in a unit’s deployment cycle that these determinations and referrals are made the better it allows HR leaders the ability to dialogue with National Provider distribution managers to work reassignment/backfill actions. 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. Input status changes to DTAS, eMILPO, RLAS, and SIDPERS-ARNG of individuals as they become known. This permits strength managers at HRC to update information on the unit and facilitates dialogue with National Provider distribution managers when working reassignment/backfill actions. Actively engage with the National Provider distribution manager for each specific unit. Active and regular communication with National Provider distribution managers is essential in obtaining timely reassignment/backfill actions of identified “hard” unchangeable non-available and non-deployable Soldiers. FM 1-0, Para 3-41

INTEGRATED DISABILITY EVALUATION SYSTEM
The IDES process primarily consists of the Medical Evaluation Board (MEB) and Physical Evaluation Board (PEB). The MEB/PEB process begins when the Medical Retention Determination Point (MRDP) has been reached – usually a service member receives treatment for up to a year before a clinician evaluates the Soldier and determines whether or not the service member has a condition that may render him/her unfit for duty. SHOW SLIDE: INTEGRATED DISABILITY EVALUATION SYSTEM

LSA 2 CHECK ON LEARNING 1. 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. Medical Evaluation Board (MEB) b. Physical Evaluation Board (PEB) c. Medical Assessment Board (MAB) d. MOS Administrative Retention Review (MAR2) 2. What is the Army’s Program to ensure Soldiers meet readiness criteria for deployment? a. Soldier Readiness Processing (SRP) b. Personnel Accountability c. Strength Reporting d. Human Resources Command (HRC) 3. What can an S-1 do to minimize non-deployable personnel in a unit? a. Intensively manage physical profiles b. Cross-level personnel within the unit as necessary c. Intensively manage the MAR2/MEB/PEB process d. All of the above SHOW SLIDE: LSA 2 CHECK ON LEARNING NOTE: Conduct a check on learning and summarize the learning activity.

THE SUSTAINABLE READINESS MODEL (SRM)
SHOW SLIDE: THE SUSTAINABLE READINESS MODEL (SRM)

HISTORY Tiered ARFORGEN SRM 2006 ~2017 Win in a complex world
SHOW SLIDE: HISTORY This slide depicts a brief history of the readiness models employed since 2000’s . The Tiered Readiness was a resource allocation scheme that maintained OCONUS units at higher readiness levels. Army Force Generation was developed for the Army to 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 an all-volunteer force. To achieve this, the Army must continuously adapt its force and the institutions which support and generate it. The demand for trained and ready forces, along with the conversion to modular formations and our use of the reserve component (RC) as an operational force, required the Army to adopt its force generation model, ARFORGEN. It is a rotational readiness model to provide strategic flexibility to meet security requirements for a continuous presence of deployed forces. The ARFORGEN synchronizes strategic planning, prioritizing, and resourcing to generate trained and ready modular expeditionary forces. Sustainable Readiness Model is currently being developed and is scheduled to be institutionalized O/A July SRM maintains the cyclic nature of ARFORGEN but removes the “readiness cliff” of the reset Win in a complex world – is the Operating Concept

WIN IN A COMPLEX WORLD… Army part of a Joint Force, providing multiple options, integrating multiple partners across multiple domains to present adversaries with multiple dilemmas for sustainable outcomes. Operating Concept for SHOW SLIDE: WIN IN A COMPLEX WORLD Help paint the big picture. Discuss Force of the Future Etc.

Constant State of Readiness Think an Army Sized Quick Reaction Force
SRM GOALS SHOW SLIDE: SRM GOALS Currently, ARFORGEN is a backwards planning tool to enable unit readiness to meet a LAD. SRM supports a constant state of readiness, think Quick Reaction Force (QRF) SRM cycles can be shortened if the unit meets readiness goals ahead of the 3 month aim point. Constant State of Readiness Think an Army Sized Quick Reaction Force

FORCE MANAGEMENT MODEL
SHOW SLIDE: FORCE MANAGEMENT MODEL SRM is a forcing mechanism, continuous process improvement SRM will require the Whole-of-the-Army

 ARFORGEN SRM SHOW SLIDE: ARFORGEN ----SRM a. General Perkins said recently, “The Army is changing the way we look at readiness generation. We can no longer afford the "Readiness Cliff"; that is the perception that the Army's current force generation policies are wasteful because they 'break' units as they leave their available period. As we look to the future, the Army must adapt its force generation practices from those based on combat deployment windows to balanced approach that optimizes and promotes sustaining readiness. As such, the Sustainable Readiness Model allows the Army to maintain a viable and credible deterrence capability while also meeting enduring requirements. The Sustainable Readiness Model will empower commanders and is flexible enough to accommodate differing readiness levels given anticipated mission requirements. In short, the Sustainable Readiness Model will reduce the readiness "peaks and valleys" we have witnessed for the past decade and enhance the Army's ability to preserve the readiness of the force and balance the Army's steady state missions and contingency response requirements.” b. ARFORGEN: Reset-6 months AA or 12 months RC Train Ready-24 months AA or 36 months RC Available – 12 months c. SRM : 3 cycles at 3 months a piece which are scalable d. ARFORGEN focused on a LAD to backwards plan readiness. SRM moves to a more constant readiness state. “We can no longer afford the "Readiness Cliff"; that is the perception that the Army's current force generation policies are wasteful because they 'break' units as they leave their available period” -Gen Perkins

SRM MODEL OVERVIEW SHOW SLIDE: SRM MODEL OVERVIEW
a. SRM cycles are scalable, meaning they can be shorter or longer depending on when a unit can attain C-level readiness. A unit going through an equipment modernization may require 7 months of prepare phase to meet readiness requirements. b. Providing common standards throughout the Army - ARFORGEN did not require specific C level status to move phases. SRM requires units to reach specified C, P, S, R, T levels before moving to the next SRM phase. b. Ready Module – decisive action readiness is ready to performing the mission the unit was designed to complete. Replaces the term full spectrum operations. c. Mission Module – allocated forces are forces provided to the Commander of a unified command for planning purposes assigned forces are forces OPCON to the COCOM of a unified commander and are generally theater committed. d. Example of a mission requiring C2 is a unit receiving a force modernization and is T2 for a combat mission but is assigned to Haiti to assist with Humanitarian Aid in Haiti after a massive Hurricane. The combat training the unit is lacking would have no bearing on performing the Humanitarian Aid mission.

PREPARE MODEL LABELS SHOW SLIDE: PREPARE MODEL LABELS
a. There are three states of the prepare phase: Building readiness – the expected state, the unit is progressing toward the ready phase Transitory State is well, very much like the ARFORGEN’s RESET. The unit is changing significantly Limited resource – The generation force cannot provide the resources the unit needs to progress toward readiness.

MISSION MODEL LABELS SHOW SLIDE: MISSION MODEL LABELS
a. Shape (Phase 0). Joint and multinational operations— inclusive of normal and routine military activities—and various interagency activities are performed to dissuade or deter potential adversaries and to assure or solidify b. Deter (Phase I). The intent of this phase is to deter undesirable adversary action by demonstrating the capabilities and resolve of the joint force. It includes activities to prepare forces and set conditions for deployment and employment of forces in the event that deterrence is not successful.

ACMG FY 16-19 MANNING GUIDANCE
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: ACMG FY MANNING GUIDANCE

SHAPING THE ACTIVE COMPONENT FORCE
566K to 450K Strategic Direction Optimize Army Readiness; Balance Inventory with Structure Retain our best human capital consistent with requirements Build depth and experience; Sustain developmental and growth opportunities A Great Army; proven and hardened Soldiers / Leaders will be asked to leave the Army Execute with Care, Compassion, Dignity and Respect All leaders will play critical role 580K 566K 560K 552K 550K 540K 532K 525K 520K 510K 504K 500K FY 13-15 Requires ~5.3K Induced Losses (Enl: ~1.6K; Off: ~3.7K) 490K 482K SHOW SLIDE: SHAPING THE ACTIVE COMPONENT FORCE Understand where the Army is. 482K (23 Feb 16) 480K 475K 460K 460K FY 16-19 Requires ~15.2K Induced losses (Enl: ~4.8K; Off: ~10.7K) Temporary End Strength Increase (TESI) Grow the Army 450K 440K FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 Throughout the shaping process: Ensure the Army is capable of executing assigned missions; Retain and develop our best Human Capital

Projected reductions resulting from select use of levers
FORCE SHAPING LEVERS Projected reductions resulting from select use of levers FY12 (566K) ACCESSIONS / ATTRITION PRECISION RETENTION OSB/eSERB 2xNS Losses QSP/QMP SERB Standard Levers Accession (delta between accessions and natural losses) Promotion selectivity (Officers; 2X non-select separations) Drawdown Specific Levers Board Actions Qualitative Service Program (QSP-Enlisted) Selective Early Retirement Boards (SERB-Officers ) LTC & COL Officer Separation Boards (OSB) and Enhanced Selective Early Retirement Boards (eSERB) CPT & MAJ Warrant Officer Selective Retirement Board Individual Actions Precision Retention (Enlisted) Shortening existing SELCON periods (Officers) Temporary Early Retirement Authority (TERA)* Reduce retirement eligibility from 10 to 8 yrs commissioned service* Enlisted Involuntary Early Separation (365 days for Deploying or Inactivating Units) Enlisted Voluntary Early Separation (90 days for CAP; 180 days for Civilian employment) 0K -10K -20K -30K -40K -50K -60K -116K -70K -80K -90K -100K -110K SHOW SLIDE: FORCE SHAPING LEVERS ~20K FY18 (450K) ~20% reduction to 450K from a high of 566K All Leaders have a role: Evaluations Retention Enforcing Standards NOTE: *Levers to benefit Officers/Soldiers after they are selected for separation

FORCE SHAPING LEVERS RESULTS
Drawdown Specific Levers Board Actions Qualitative Service Program (QSP-Enlisted) FY 12 thru FY 15: AC 1,721, AGR 169 Selected for Separation* FY 16: AC and AGR ~1,000 FY 17: AC and AGR ~1,200 Selective Early Retirement Boards (SERB-Officers ) LTC & COL FY 13: COL: ACC (DOR 01AUG08 and earlier) 103 Selected* FY 13: LTC: ACC (2 x NS to COL) 139 Selected* FY 14: COL: JAG (DOR 09DEC06 – 01APR10) 7 Selected* FY 15: COL: ACC (DOR 02AUG08 – 12NOV10) 142 Selected* FY 15: LTC: ACC (2 x NS to COL) 151 Selected* Enhanced Selective Early Retirement Boards (ESERB-Officers) LTC FY 16: LTC – ACC (2 x NS to COL) TBD Officer Separation Boards (OSB) and Enhanced Selective Early Retirement Boards (ESERB) CPT & MAJ FY 14: MAJ - ACC (YGs 99-03) 550 Selected* FY 14: CPT – ACC (YGs 06-08) 1188 Selected* FY 15: CPT – Nurse Corps and Medical Service Corps (YGs 07-09) 241 Selected* FY 15: CPT – ACC (YG 09) 500 Selected* Selective Retirement Boards (SRB-Officers) CW5 FY 16: CW5 – AVN & Tech Services (4-5 YRS Time in Grade) TBD SHOW SLIDE: FORCE SHAPING LEVERS RESULTS *Board and notification complete

ACGM SITUATION The active Army is projected to downsize to an end strength of 450,000 by the end of FY18. Current operational requirements and personnel authorizations exceed the distributable inventory in the Army. This precludes the U.S. Army Human Resources Command (HRC) from manning all personnel assignments with Soldiers possessing the requisite grade and skill authorized for the positions. Commanders must understand this friction and accept that some personnel authorizations must be filled by a Soldier who does not possess the requisite grade or skill, or not at all. To maintain readiness at the highest levels, the ACMG prioritizes how the Army fills its units. This prioritization is based on the Integrated Requirement Priority List (IRPL) generated by the HQDA G-3/5/7. SHOW SLIDE: ACGM SITUATION a. The active Army is projected to downsize to an end strength of 450,000 by the end of FY18. Current operational requirements and personnel authorizations exceed the distributable inventory in the Army. This precludes the U.S. Army Human Resources Command (HRC) from manning all personnel assignments with Soldiers possessing the requisite grade and skill authorized for the positions. Commanders must understand this friction and accept that some personnel authorizations must be filled by a Soldier who does not possess the requisite grade or skill, or not at all. To maintain readiness at the highest levels, the ACMG prioritizes how the Army fills its units. This prioritization is based on the Integrated Requirement Priority List (IRPL) generated by the HQDA G-3/5/7. This should nest within the Sustainable Readiness Model, which will be implemented towards the end of the year and replace the ARFORGEN Model. Key Tenant: ACMG provides flexibility to the Army and Senior Commanders to prioritize personnel readiness in accordance with assigned missions Intent: Enables Senior Commanders and leaders to establish manning priorities and adjust fill levels across their installations. Units are manned at a percentage of their authorized strengths based on approved authorization documents and the unit priority in the IRPL, adjusted as directed the CSA guidance and priorities

ACMG MANNING CATEGORIES
The HQDA FY16-19 ACMG establishes three manning categories to execute the effective distribution of personnel: URGENT FORCES, Identified in Annex B, consist of units that support IRPL Category A (Urgent) operations, missions, and exercises. ROTATIONAL UNITS, Identified in ANNEX B, consist primarily of operating forces that support combat or contingency operations on a rotational basis ESSENTIAL FORCES, Identified in Annex B, consist of units that support IRPL Categories B (essential) and C (important) operations, missions, and exercises. The target manning level for essential forces is between 80% and 90% SHOW SLIDE: ACMG MANNING CATEGORIES a. The HQDA FY16-19 ACMG establishes three manning categories to execute the effective distribution of personnel: URGENT FORCES, Identified in Annex B, consist of units that support IRPL Category A (Urgent) operations, missions, and exercises. The target manning level for urgent forces is between 90% and 100% -Do not assume if you fall into this category you will be filled to 100%. Minimum manning is 90% ROTATIONAL UNITS, Identified in ANNEX B, consist primarily of operating forces that support combat or contingency operations on a rotational basis. The target manning level is 95% aggregate, but may be adjusted higher or lower by the senior commander to ensure readiness. When a senior commander directs an increase in one of his subordinate units, he must also identify offsets within his organization that will resource the increase. Senior commanders cannot direct increases that will exceed the aggregate fill percentage of their organizations (i.e., Zero sum gain) -Refer to the Annex, “Planned at 95%” tells me that is the goal, however manning shortages can dictate below and it also give HRC an out by stating % assigned Strength. (3) ESSENTIAL FORCES, Identified in Annex B, consist of units that support IRPL Categories B (essential) and C (important) operations, missions, and exercises. The target manning level for essential forces is between 80% and 90% -Units should expect assigned strengths between 80-90%

GENERAL ASSIGNMENT INFORMATION (1 of 5)
Senior commander targeted distribution-formerly senior commander manning, is a manning construct for rotational units It involves senior leader input and prioritization for the distribution of personnel within their subordinate units. It does not diminish existing authorities that commanders have in managing their formations. Rotational units in Annex B are managed under senior commander targeted distribution and are identified to the DMSL. Senior commanders (typically corps and division commanders) have two distinct authorities under senior commander targeted distribution: (1) Reprioritize the distribution of inbound personnel between subordinate units on the same installation (2) Cross-level assigned personnel between subordinate units on the same installation SHOW SLIDE: GENERAL ASSIGNMENT INFORMATION (1 of 5) a. Senior commander targeted distribution-formerly senior commander manning, is a manning construct for rotational units that involves senior leader input and prioritization for the distribution of personnel within their subordinate units. It does not diminish existing authorities that commanders have in managing their formations. Rotational units in Annex B are managed under senior commander targeted distribution and are identified to the Distribution Management Sub-level (DMSL). Senior commanders (typically corps and division commanders) have two distinct authorities under senior commander targeted distribution: (1) Reprioritize the distribution of inbound personnel between subordinate units on the same installation (2) Cross-level assigned personnel between subordinate units on the same installation

HRC distributes Soldiers to DMSL units based on the aggregate strength of each unit, as measured by the grade and MOS at the senior commander level Distribution Management Level (DML). Senior commanders should cross level within their managed DMSL accounts to achieve mission success and prevent excesses and shortages. Senior commanders must exhaust all measures within their authority to meet GFMAP and Army readiness requirements. When diversions create critical shortages and for all other actions requiring HRC involvement, units must provide HRC sufficient time to reassign affected Soldiers (minimum 90 days) and backfill (minimum 180 days) their empty positions with replacements. SHOW SLIDE: GENERAL ASSIGNMENT INFORMATION (2 of 5) HRC distributes Soldiers to DMSL units based on the aggregate strength of each unit, as measured by the grade and MOS at the senior commander level Distribution Management Level (DML). Senior commanders should cross level within their managed DMSL accounts to achieve mission success and prevent excesses and shortages. However, HRC will not distribute additional personnel to fill shortages based on a senior commander's reductions to his or her DMSL. Senior commanders must exhaust all measures within their authority to meet GFMAP and Army readiness requirements. This concept reinforces mission command, whereby senior commanders are empowered with the authority to align their formations to meet emerging requirements and priorities. When diversions create critical shortages and for all other actions requiring HRC involvement, units must provide HRC sufficient time to reassign affected Soldiers (minimum 90 days) and backfill (minimum 180 days) their empty positions with replacements. Replacements are not a guarantee.

End state: Commanders are responsible for the overall readiness of their personnel (i.e., P-level) by managing their non-deployable Soldiers, mismatched MOSs, and grade distribution IAW AR Cross leveling personnel on separate installations. HRC continues to manage units that are not co-located with their corps or division headquarters due to the difficulty of cross leveling Soldiers in these formations. Invest top quality officers and noncommissioned officers (NCOs) in the institutional Army to maintain a trained and ready Army. “Building requisitions. HRC builds personnel requisitions at the DMSL level. SHOW SLIDE: GENERAL ASSIGNMENT INFORMATION (3 of 5) a. End state: Commanders are responsible for the overall readiness of their personnel (i.e., P-level) by managing their non-deployable Soldiers, mismatched MOSs, and grade distribution IAW AR -Senior Commander Manning is now labeled Senior Commander Targeted Distribution which empowers CORPS/DIV CDRs to make no cost moves (no PCS) within their organizations IOT allocate forces as they deem necessary. b. Cross leveling personnel on separate installations. HRC continues to manage units that are not co-located with their corps or division headquarters due to the difficulty of cross leveling Soldiers in these formations. Unit commanders in these organizations have the same responsibilities for managing non-deployable Soldiers, MOS and senior grade available percentages IAW AR -DMLs with units on different locations cannot move personnel to off set shortages. c. PCS move authority. The commander, HRC, retains the authority to approve full and low cost PCS moves. Other commanders have the authority to direct "no cost“ PCS moves. G1 representatives should route requests for full and low cost PCS moves through a unit's HRC account manager. -PCS move authority will remain at HRC. Coordinate through Account Manager. d. Invest top quality officers and noncommissioned officers (NCOs) in the institutional Army to maintain a trained and ready Army and develop Soldiers in broadening positions in order to create adaptive Army leaders for a complex operating environment. -Continues to Places emphasis on force generating forces and broadening positions. Directed Fill Positions will continue to have the highest emphasis. e. “Building requisitions. HRC builds personnel requisitions at the DMSL level based on current and projected strengths, available inventory, and established priorities….” -Although ACMG places increased emphasis on the Senior Commander Targeted Distribution, Soldiers will continued to be assigned at the DMSL level.

Skill and grade precision in units. HRC will fill units to the appropriate ACMG category. Skill and grade levels, however, may fall below ACMG levels due to inventory shortages and assignment eligibility constraints. MOS and grades that are below 100% in the Army inventory are distributed IAW Army priorities outlined in the ACMG and established by HQDA G-3/5/7. Directed fill positions. Directed fill positions consist of positions within non-deploying units that the CSA directs to be filled at 100% by skill and grade. Directed fill positions, identified in Annex C, are validated annually by the CSA at the senior leader forum. Shortage MOSs and AOCs. Enlisted MOSs, and warrant officer and officer AOCs are routinely under strength. The listing of the current "shortage" MOSs and AOCs, with expected fill rates, are provided in Annex D. SHOW SLIDE: GENERAL ASSIGNMENT INFORMATION (4 of 5) Skill and grade precision in units. HRC will fill units to the appropriate ACMG category. Skill and grade levels, however, may fall below ACMG levels due to inventory shortages and assignment eligibility constraints. MOS and grades that are below 100% in the Army inventory are distributed IAW Army priorities outlined in the ACMG and established by HQDA g-3/5/7. -Reference shortage AOCs/MOSs to plan for shortages in those identified AOCs/MOSs. If the Army is at 56% strength in an AOC do not expect that officer if you are not on tap to deploy, in a special unit or a rapid reaction force. b. Directed fill positions. Directed fill positions consist of positions within non-deploying units that the CSA directs to be filled at 100% by skill and grade. Directed fill positions, identified in Annex C, are validated annually by the CSA at the senior leader forum. -See Annex, These positions will be 100% and have been placed emphasis on by SR Leaders. Do not assume if certain positions are identified as Directed fill in your organization that all of your other MOS/AOCs will be filled to 100%. Just those positions identified. c. Shortage MOSs and AOCs. Enlisted MOSs, and warrant officer and officer AOCs are routinely under strength. The listing of the current "shortage" MOSs and AOCs, with expected fill rates, are provided in Annex D. This MOS and AOC shortage listing is updated during the first week of every quarter by HRC. -This is imperative to understand when briefing shortages. If you place unreasonable expectations that “we reported this as a shortage in USR and you tell your commander you will get that person” but the MOS/AOC is 22% total in the Army, it will not work out will for you. You have set an unreasonable expectation. So familiarize yourself with those MOS/AOCs (Do your Homework).

Commanders must ensure assignment of all sexual harassment and assault response prevention (SHARP) personnel ISO SECARMY priorities. Changing the fill level of subordinate units. ACOMs and ASCCs have the authority to request changes to the fill levels of the units within their respective commands using a bill payer strategy (i.e., Zero sum gain). Requests for changes to unit fill levels above the ACMG manning category will include purpose, background, discussion, and rationale sections, and must identify which DMSL is the bill payer. Changes to manning category. Requests for changes to unit manning category are by exception, and are considered on a case-by-case basis. SHOW SLIDE: GENERAL ASSIGNMENT INFORMATION (5 of 5) a. Commanders must ensure assignment of all sexual harassment and assault response prevention (SHARP) personnel ISO SECARMY priorities. Commanders have the prerogative to appoint any qualified soldier to be their sexual assault response coordinator (SARC) or victims advocate (VA). Commanders must coordinate with HRC for replacement personnel should SARC or VA assignments create critical vacancies within their units. -Help your commanders when these personnel are being selected. Know the assignment process and pick personnel that have retain ability. SARC course is 7 weeks and VA course is 2 weeks, do not send someone to these courses and expect HRC will just stabilize this person. b. Changing the fill level of subordinate units. ACOMs and ASCCs have the authority to request changes to the fill levels of the units within their respective commands using a bill payer strategy (i.e., Zero sum gain). c. Requests for changes to unit fill levels above the ACMG manning category will include purpose, background, discussion, and rationale sections, and must identify which DMSL is the bill payer. Requests must be submitted to HQDA G-1 (DAPE-MPE-DR) for approval. If the submission is approved, the DCS, G-1 will notify HRC G-3/5 readiness (AHRC-PLR) for action. d. Changes to manning category. Requests for changes to unit manning category are by exception, and are considered on a case-by-case basis. Manning category changes are linked to an IRPL category and affect other personnel manning requirements that may result in an increase or decrease in the available population for like forces. IRPL (manning) category requests will include purpose, background, discussion, and rationale sections. Requests must be submitted through ACOMs and ASCCs to HQDA G-3/5/7 (DAMO-SSG) for approval. If the submission is approved, the deputy director, HQDA G-3/5 (plans and policy) will release changes for distribution.

STABILIZATION INFORMATION
Unit stabilization procedures. unit leaders at all levels (e.g., crews, teams) must man their organizations based on the projected time their personnel will remain on station. Battle rostering crews. Battle rostering crews who have sufficient time remaining on station ensures stability, while accounting for the replacement of personnel who have been on station for a prolonged period. Unit stop move. Stop move actions will only apply to units with UICs identified for deployment. This action will not apply to units that are not identified for deployment in the same organization. Stabilization of enlisted personnel. HRC will use the appropriate AEA code to stabilize Soldiers deploying OCONUS for 30 consecutive days or more. The stabilization period is from D – 90 days until D + 90 days. SHOW SLIDE: STABILIZATION INFORMATION a. Unit stabilization procedures. In order to ensure optimal Army readiness, personnel are not normally stabilized in units. The routine arrival and departure of the Soldiers in a unit ensures that no significant departure of personnel will occur at the end of a prolonged period of stabilization (typically a deployment), thereby preventing a significant decrease in the unit's readiness level. Accordingly, unit leaders at all levels (e.g., crews, teams) must man their organizations based on the projected time their personnel will remain on station. b. Battle rostering crews. Personnel turnover in units will normally continue during gunneries, combat training center (CTC) rotations, or other training events or deployments. While crew integrity is important to unit readiness, only units that meet certain criteria will be stabilized. Leaders at all levels must consider the time on station and the professional development of their personnel when building teams, crews, and units for major training events or deployments. Battle rostering crews who have sufficient time remaining on station ensures stability, while accounting for the replacement of personnel who have been on station for a prolonged period. -Do not assume HRC will stabilize anyone for whatever reason. In the past there were expectations to stabilize gun teams for JRTC/ Deployments that were days out. You will need to ensure everyone is tracking your gains and losses and work with the CSM/Master Gunner to ensure you can fill personnel and ensure Squad Crew Manning is done in a manor to maintain readiness in the future. c. Unit stop move. Units will report their UICs to their parent Army Commands (ACOMs) or Direct Reporting Units (DRUs) upon receiving deployment orders (DEPORDs). The unit's ACOM will validate and report its deploying UICs to HRC no earlier than the unit's latest arrival date (LAD) minus (-) 180 days. HRC will execute a unit "stop move" action for all units deploying to areas eligible for hostile fire or imminent danger pay IAW DoD R FMR. A unit stop move action will restrict the movement of personnel in and out of a unit on the unit's LAD minus (-) 90 days until the unit's redeployment (R) + 90 days. Stop move actions will only apply to units with UICs identified for deployment. This action will not apply to units that are not identified for deployment in the same organization. d. Stabilization of enlisted personnel. Upon receiving the SSNs of Soldiers deploying to operations not referenced in paragraph 3.B.9.B., HRC will use the appropriate AEA code to stabilize Soldiers deploying OCONUS for 30 consecutive days or more. The stabilization period is from D – 90 days until D + 90 days. Leaders must take into account mandatory PCS, ETS, and PME requirements when determining which Soldiers should deploy. Deployed Soldiers with PCS, ETS, and PME requirements will return to their home station at least 90 days prior to their PCS and ETS dates, or at least 90 days prior to when their PME courses begin. -As soon as you get your deployment rosters, ensure your MACOM has been notified to stabilize these personnel!

TOUR LENGTHS / ASSIGNMENT INFORMATION (1 of 2)
Expected tour lengths. Soldiers in the ranks of private PV1 through SPC will normally remain on station until their ETS or 36 months, whichever is longer. SGTs and SSGs should also expect to remain in a unit for 36 months. Officer movement. Officer movement throughout the Army is driven by Army requirements. Officers are not stabilized like enlisted Soldiers, but their projected departure dates can be determined by reviewing the YMAV of each officer. Commanders must enforce officer and enlisted Soldier development timelines IAW DA Pam 600-3, DA Pam , and Army Directive KD qualified CPTs are a shortage throughout the Army for the near future. Senior commanders must adhere to the month KD timeline to provide junior CPTs the opportunity to become KD qualified. TOUR LENGTHS / ASSIGNMENT INFORMATION (1 of 2) a. Expected tour lengths. Soldiers in the ranks of private PV1 through SPC will normally remain on station until their ETS or 36 months, whichever is longer. SGTs and SSGs should also expect to remain in a unit for 36 months. Senior NCOs (i.e., SFC and above) and officers are assigned to units based on key and developmental (KD) opportunities, PME requirements, special circumstances, or if the NCO or officer becomes excess. The expected move time for an officer is shown in Army personnel systems as the Year/Month Available to Move (YMAV). Absent an exception, OCONUS tour lengths are IAW Appendix Q of the JTR. -Expect Soldiers to come on orders at these stated timelines. Officers will continue to move during two manning cycles. Monitor Time On Station, utilize YMAVs and work with Retention NCOs to track when Soldiers are in their Re-enlistment Windows. This will ensure predictability of losses within your organizations. b. Officer movement. Officer movement throughout the Army is driven by Army requirements, such as PME requirements and KD assignment considerations. Officers are not stabilized like enlisted Soldiers, but their projected departure dates can be determined by reviewing the YMAV of each officer. -Know this process. OPMD has produced youtube videos to assist with understanding the distribution cycles, if you understand this, then you will be able to better man your force with officers. Get with the BDE S1/Div G1 in order to understand just when you need to submit your MERs. If they are not helpful talk to your account managers. They will not make exceptions to move personnel outside of the two cycles. c. Commanders must enforce officer and enlisted Soldier development timelines IAW DA Pam 600-3, DA Pam , and Army Directive -Help them understand why people need to leave and not stay in the same position for months. d. KD qualified CPTs are a shortage throughout the Army for the near future. Senior commanders must adhere to the month KD timeline to provide junior CPTs the opportunity to become KD qualified. -Try to state this as much as possible. CPTs in Command for months only block the que for more CPTs to be KD. I understand people do a good job but it is imperative to build this population. IAW get officers KD and get them broadened by whatever their career paths state.

NON-DEPLOYABLE INFORMATION
Commanders are responsible for managing their non-deployable populations. They must screen, identify, properly code, and work to resolve Soldiers with both temporary and permanent non-deployable conditions, returning as many as possible to a deployable status as soon as possible. HRC will not man units above designated fill levels to compensate for non-deployable personnel. Ensure availability coding in authoritative data systems of record (eMILPO and the MEDPROS) are accurate reflections of unit readiness, thereby ensuring the weekly Automated Rear Detachment Report (ARDR) generated by HQDA is correct. Commanders can make deployability determinations for underlying administrative and legal conditions using eMILPO. Proactively communicate manning concerns and personnel readiness issues to HRC through S-1 and G-1 channels, USR commander's comments, and the Army synchronization and resourcing process. SHOW SLIDE: NON-DEPLOYABLE INFORMATION a. Commanders are responsible for managing their non-deployable populations. As such, commanders must screen, identify, properly code, and work to resolve Soldiers with both temporary and permanent non-deployable conditions, returning as many as possible to a deployable status as soon as possible. HRC will not man units above designated fill levels to compensate for non-deployable personnel. -Non-deployables will not be a reason to request a replacement. Review rosters and annotate in the systems listed below Daily, Weekly, Monthly!!! Get personnel Chaptered, either medically or administratively if they continue to malinger in your organizations. Ensure availability coding in authoritative data systems of record (eMILPO and the MEDPROS) are accurate reflections of unit readiness, thereby ensuring the weekly Automated Rear Detachment Report (ARDR) generated by HQDA is correct. Check Net-USR to ensure all transactions from authoritative data systems are processed correctly. c. Commanders can make deployability determinations for underlying administrative and legal conditions using eMILPO. Commanders will make medical deployability determinations in Net-USR until MEDPROS is revised (in the summer of 2016). This change will allow commanders to determine medical deployability within MEDPROS, the medical system of record. d. Proactively communicate manning concerns and personnel readiness issues to HRC through S-1 and G-1 channels, USR commander's comments, and the Army synchronization and resourcing process. -Authoritative Systems are eMILPO (Personnel) and MEDPROS (Medical) not anything else. Ensure you and your MEDO work hand and hand to ensure everything is updated. Get ahead of this before this is painful. Use Rear Detachment Report to facilitate. Stress this to your Command Teams. Readiness is everything. -USE EMILPO AND MEDPROS!!!!!!!!!!!!!!!!!!!!!

MEDICAL Medical readiness of soldiers. Soldier deployability and medical readiness status are increasingly significant in unit manning and personnel assignment decisions. Soldiers with a Medical Readiness Classification (MRC) codes of 1, 2, and 4 are eligible for assignment to units designated for deployment. Soldiers with an MRC code 3 cannot be assigned to a unit designated for deployment unless authorized under the rules of their Deployment Limiting (DL) codes as well as their respective physical category codes. MRC codes will not restrict HRC from assigning personnel to units not designated for deployment, whether MTOE or TDA. SHOW SLIDE: MEDICAL a. Medical readiness of soldiers. Soldier deployability and medical readiness status are increasingly significant in unit manning and personnel assignment decisions. b. Soldiers with a Medical Readiness Classification (MRC) codes of 1, 2, and 4 are eligible for assignment to units designated for deployment. c. Soldiers with an MRC code 3 cannot be assigned to a unit designated for deployment unless authorized under the rules of their Deployment Limiting (DL) codes as well as their respective physical category codes. d. MRC codes will not restrict HRC from assigning personnel to units not designated for deployment, whether MTOE or TDA. -Look at the information I have provided with the USR changes. Familiarize yourself with this and understand that medical problems or deployability issues will not allow HRC to send you a replacement. Ensure Soldiers take care of their issues!

SHOW SLIDE: ANNEX C – DIRECTED FILL POSITIONS TO FY16-19 ACMG

OFFICER AOC SHORTAGES SHOW SLIDE: OFFICER AOC SHORTAGES

WARRANT OFFICER AOC SHORTAGES
SHOW SLIDE: WARRANT OFFICER AOC SHORTAGES

MOS SHORTAGES SHOW SLIDE: MOS SHORTAGES

LSA 3 Check on Learning 1. What are the three categories within the FY ACMG? 2. What is the goal of the Sustainable Readiness Model? SHOW SLIDE: LSA 4 LSA 3 CHECK ON LEARNING NOTE: Conduct a check on learning and summarize the learning activity.

Distribution Management Level Definitions
DISTRIBUTION PROCESS FM 1-0, Figure 3-2 FM 1-0, Figure 3-2 SHOW SLIDE: DISTRIBUTION PROCESS Learning Step / Activity 4. Implement the Distribution Process and 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 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. We will discuss the following two: (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. 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) FM 1-0, Para 3-20

DISTRIBUTION RESPONSIBILITIES
HRC DISTRIBUTION RESPONSIBILITIES HQDA MANNING GUIDANCE PMAD Execute HQDA Manning Guidance Execute personnel allocation and distribution based on documented requirements (PMAD) and current manning guidance Interpret Army-wide competing priorities Place personnel on pinpoint assignments to the brigade level HRC EP/OP Branch Managers fill Requisition Readiness Division X Unit Identifies Requirement (TABDB, DMO, JMD) HRC creates requisition EDAS TOPMIS Enlisted Officer RFO AI/RFO creates a loss in losing unit. S-1 reports loss which generates a requirement and the process starts again. Assignment Instructions SHOW SLIDE: HRC DISTRIBUTION RESPONSIBILITIES NOTE: Refer students to FM 1-0, Chapter 3, paragraphs 3-15 through 3-19 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. d. 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.

CORPS/DIVISION G-1/AG DISTRIBUTION RESPONSIBILITIES
HRC XX G-1 DMSL -Monitor BDE PRM/strengths -Resolve readiness imbalances: Manage distribution by exception with HRC and BDE S-1 -Assist with non-available Soldier management -Ensure HRC understands BDE deployment schedule X S-1 SHOW SLIDE: CORPS/DIVISION G-1/AG DISTRIBUTION RESPONSIBILITIES NOTE: Inform the students that the PRM responsibilities of the Corps/Division G-1/AG may be found in FM 1-0, Para 3-17. 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 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. The Corps/Division G-1/AG maintains the following 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 I I S-1 I I S-1 I I S-1 I I S-1 I Co. I Co. I Co. I Co. I Co. FM 1-0, Para 3-17

BRIGADE S-1 DISTRIBUTION RESPONSIBILITIES
Communicate directly with HRC for replacements Distribute Soldiers to subordinate units (battalions) Develop unit level PRM policies and SOPs Monitor and report to the command the personnel readiness status (current and projected) of subordinate units Report critical personnel requirements to HRC Verify the accuracy of manning status in subordinate units Coordinate the call forward of replacements SHOW SLIDE: BRIGADE S-1 DISTRIBUTION 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 3-18. 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. Communicate directly with HRC for replacements: Army Human Resources Command (HRC) assigns Soldiers directly to brigade level UICs, per FM 1-0 Para As a result, brigade S-1s and Strength Managers have a responsibility to establish a link with the HRC for replacement of key personnel and establish and execute brigade/STB PRM/distribution fill plan and coordinate with HRC on modifications based on operational requirements or commander’s priorities. Distribute Soldiers to subordinate units (battalions): Brigade S-1s and Strength Managers must analyze the strengths of subordinate units/battalions to determine shortages. Brigade S-1s and Strength Managers access replacement/gain rosters via EDAS or TOPMIS II. Brigade S-1s and Strength Managers then distribute replacements to subordinate units/battalions in conjunction with shortages, the commander’s intent, and coordination and guidance from the Brigade Commander and Command Sergeant Major. Develop unit level PRM policies and SOPS: Brigade level policies and SOPS are for use at the battalion level. Monitor and report to the command the personnel readiness status (current and projected of subordinate units): Be prepared and able to communicate personnel strength and readiness needs to the commander. Do not simply state statistics. Articulate how the numbers and statistics impact the mission. Report critical personnel requirements to HRC: Frequent analysis of subordinate unit strength is necessary to enable brigade S-1s and Strength Managers to report manning issues and critical shortages to HRC as early as possible. Verify the accuracy of manning status in subordinate units: Although it is the responsibility of battalion S-1s to report personnel shortages to the brigade level, the brigade S-1 and Strength Manager must validate the accuracy of these shortages by double-checking strength data using systems to include EDAS, TOPMIS II, and eMILPO/RLAS/SIDPERS. Brigade S1 teams must coach, teach, and mentor subordinate S1 sections on how to conduct proper strength analysis if their data is inaccurate. Coordinate the call forward of replacements: The brigade commander is typically the approval authority to call replacements forward while deployed. X I I I I I I I I I I I I FM 1-0, Para 3-18

BATTALION S-1 DISTRIBUTION RESPONSIBILITIES
Communicate directly with Brigade S-1 Distribute Soldiers to subordinate companies Ensure timely and accurate updates in DTAS and eMILPO/RLAS/SIDPERS for all required personnel data, strength, and duty status changes Monitor and report to the command the personnel readiness status (current and projected) of subordinate units Develop unit level PRM policies and SOPs Determine, in coordination with BN S-3, replacement priorities Manage SRP to validate individual readiness Predict personnel requirements based on current strength levels SHOW SLIDE: BATTALION S-1 DISTRIBUTION RESPONSIBILITIES NOTE: Inform the students that the PRM responsibilities of the Battalion S-1 are found in FM 1-0, Para 3-19. 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. Communicate directly with Brigade S-1: Battalions receive gains rosters from the brigade S-1. Battalion S-1s must communicate regularly with the brigade S-1 to highlight shortages and request replacements, in conjunction with the Battalion Commander’s priorities. Distribute Soldiers to subordinate companies: Battalion S-1s must analyze the strengths of subordinate units/companies to determine shortages. Upon receipt of replacement/gains rosters from the brigade S-1, battalion S-1s distribute replacements to subordinate units/companies in conjunction with shortages, the commander’s intent, and coordination and guidance from the Battalion Commander and Command Sergeant Major. Ensure timely and accurate updates in DTAS and eMILPO/RLAS/SIDPERS for all required personnel data, strength, and duty status changes: In order to use systems to properly track PRM, updates must be made in an accurate and timely fashion so higher headquarters can validate shortages and personnel readiness needs. Develop unit level PRM policies and SOPS: Battalion level policies and SOPS are for use at the company level. Monitor and report to the command the personnel readiness status (current and projeted of subordinate units): Be prepared and able to communicate personnel strength and readiness needs to the commander. Do not simply state statistics. Articulate how the numbers and statistics impact the mission. Determine, in coordination with Bn S-3, replacement priorities: Replacement assignments is dependent not only on unit shortages but also which unit is the main effort during the battalion’s current mission. Manage SRP to validate individual readiness. Predict personnel requirements based on current strength levels: Since Personnel Readiness Management involves the “living, breathing, serving human beings” GEN Abrams referred to in the opening quote of this lesson, S-1s must conduct predictive analysis of which Soldiers are departing and when. Departure reasons could include Permanent Change of Station (PCS), Expiration Term of Service (ETS), retirement, or officer Release from Active Duty (REFRAD) or Unqualified Resignation (UQR). I I I I I I I I FM 1-0, Para 3-19

HRC ENLISTED MANNING PROCESS
INPUTS PROCESS SYSTEMS Availability: DWELL MACP EFMP DEROS Time on Station Considerations: Qualifications Evaluations/Potential Professional Development Assignment History Soldier’s Preference Soldier Status Changes Unit Status Changes Operational Deletions Deletion/Deferment Requests Manning Guidance FORGEN, Sync Matrix Nominative Assignments Special Duty Assignments Training requirements - Identified by Career Branch - Scheduled by FAD OMD, Field, Career Branch RD Career Branch OMD OMD, Field Identify requirement (grade and MOS) Build Requisition Assign Priority Identify eligible Soldiers Fill requisition with best qualified Soldier Conduct quality control checks Post assignment instructions Publish orders Conduct follow-up SHOW SLIDE: HRC ENLISTED MANNING PROCESS The above chart depicts the basic assignment process from when the requirement is determined/validated to the time a Soldier moves to his new duty station. -Red Box describes what the Readiness Division does in a snap shot. The requirement can be determined through strengths and manning guidance by RD or the Unit can create it. Either way the requirement must be validated, a priority (1-4) assigned, the requisition built, and it will show in the Enlisted Distribution and Assignment System (EDAS). -The Career Branch fills validated requisitions, by priority with several considerations: -Qualifications. Is this Soldier qualified to assume the duties we are about to assign him/her to? Can we provide the necessary schooling? -Evaluations/Potential. This falls hand in hand with the Qualifications consideration. Does his/her raters feel this Soldier has the potential for certain assignments? -Professional Development of the Soldier. Does this assignment meet his/her professional development needs IAW Proponent Development Model? -Assignment History. We strive to provide diverse assignments, broadening the Soldiers experience and skills by working/living around the Army. -Soldiers Preference. We give the Soldier the ability to plan his/her career by allowing them to request assignments and locations. -Once the Career Branch has determined they have the correct Soldier, they place him/her in to a “Pending” status while the assignment goes through Quality Control Checks, to name a few: -EFMP (Exceptional Family Member) If the Soldier has a family and their family members require special considerations. Can the gaining installation support them. -MACP (Married Army Couple Program) We strive to keep our married military Soldiers together and work both assignments at the same time. -DWELL If the Soldier just returned from a deployment we do not send them to a location where they’ll turn right around and deploy again. -TOS (Time on Station) We attempt to move our Soldiers no sooner than 36months at installations. -Once the assignment passes through our internal quality control procedures (most of it is automated), then the Career Branch can post the assignment. Assignments post to the field every Tuesday. The losing command will publish the order and assist the Soldier in his/her transition process from the losing command/installation to the gaining command/installation. -Assignment process from HRC’s perspective ends upon his arrival to the new duty station. There are often outside factors that can influence the assignment process along the way and those are outlined in the light blue call-outs. -NCOES Completion/Attendance -Deployment Cycle of losing/gaining command -Manning Guidance -Unit Readiness EDTM EDAS EP Toolkit: SAM EDAS EP Toolkit: Waiver Tool EP Toolkit: AVR EDAS CAP Cycle EP Toolkit: Non-Avail Deletions Stop Move Run EDAS (AV Screen)

SHOW SLIDE: HRC MANNING CYCLES

LSA 4 CHECK ON LEARNING 1. Which of the following distribution level is a two Star level Command? a. Distributive Management Level (DML) b. Distribution Management Level (DML) c. Distribution Management Sub-Level (DMSL) d. None of the above 2. Which of the following distribution level is a O6 level Command? SHOW SLIDE: LSA 4 CHECK ON LEARNING NOTE: Conduct a check on learning and summarize the learning activity.

TLO SUMMARY Personnel Readiness Management will remain one of the Army’s Top priorities as units 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: TLO SUMMARY a. 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.

TERMINAL LEARNING OBJECTIVE
LESSON OUTCOME: This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for administering personnel readiness management. At the conclusion of this block of instruction, students will have a thorough knowledge and understanding of personnel readiness management. Army Learning Areas (ALAs) – General Learning Outcomes (GLOs) 1. Mission Command – GLO 5 Human Dimension – GLO 7 Professional Competence – GLO 13 & 14 Action: Administer Personnel Readiness (PRM) Condition: In a classroom environment, given access to FM 1-0, FY16-19 Army Manning Guidance, the eMILPO Training Database 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 Understand the Sustainable Readiness Model Understand the FY16-19 ACMG Achieve a “GO” on the PRM Quiz SHOW SLIDE: TERMINAL LEARNING OBJECTIVES NOTE: Review the TLOs with the students. Learning Step / Activity 6. Practical Exercise Method of Instruction: Performance Instructor to Student Ratio: 1:32 Time of Instruction: 45mins Media: Large Group Instruction Learning Step / Activity 7. Test Method of Instruction: Individual Time of Instruction: 1 hr Learning Step / Activity 8. Test Review Method of Instruction: Conference / Discussion Time of Instruction: 10 mins Learning Step / Activity 9. Summary FEEDBACK REQUIREMENTS: Feedback is essential to effective learning. Schedule and provide feedback on the evaluation and any information to help answer students’ questions about the test. Provide remedial training as needed.

ADJUTANT GENERAL SCHOOL ADMINISTER PERSONNEL READINESS MANAGEMENT

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