1. Usain Bolt-False Start at Daegu 2011 World Championships
“Army National Guard forces not prepared for Operation Desert Storm” by MSG Mark Humphrey, United States Sergeants Major Academy

2. Terminal Learning Objective
Action: Coordinate Personnel Readiness Management
Condition: Using readings, classroom discussions, presentations and doctrinal publications and awareness of Operational Environment (OE), variables and actors.
Standard: Upon completion, the student will be able to:
1. Apply Personnel Readiness Management (PRM) principles.
2. Interpret Headquarters Department of the Army (HQDA) PRM policies.
Develop solutions to Operational Environment (OE) PRM challenges.
SHOW SLIDE: TERMINAL LEARNING OBJECTIVE
Review TLO.
Remind students of Assessment Plan
Review ALA and GLO as annotated in the lesson plan

3. Learning Step Activity 1
Apply Personnel Readiness Management Principles
Learning Step Activity 1
RESET
REGENERATION
REORGANIZATION
RECONSTITUTION
IN THEATER
DWELL TIME
PRE-DEPLOYMENT READINESS
TRAIN/READY
SHOW SLIDE: LESSON STEP ACTIVITY 1
Review LSA 1.
PRM deals with the distribution of Soldiers based on priorities and is a very similar process of conducting Personnel Planning. The most challenging aspects of PRM involve discussing requirements, authorizations, and predictive analysis. Since it is a continuous, strenuous process, HR managers are unable to spend sufficient time completing all required tasks on a daily basis. Therefore, they must prioritize and identify what is absolutely necessary to focus on in order to maintain a unit’s deployable status.
The first step in the PRM process is to determine a unit’s current combat capability. We can do that by comparing the Unit Personnel Accountability Report (AAA-162) against its current MTOE. The MTOE is the base document which shows what and how many personnel (by type of MOS, etc.) a unit is authorized to have assigned – it’s documented strength.
The next step for the S-1 is to project future requirements. The HR manager can accomplish this by identifying the units’ critical information in regards to required MOS. These may include the top five MOSs, Key Leader Positions (i.e., MSG, SGM, CSM, FG Officers, and Warrant Officers), Low Density MOSs, Crew/Team requirements, Mission Specific MOSs, and projected gains and losses.
Next, the HR manager must assess conditions of individual readiness (identify non-deployable Soldiers).
The final step to the PRM process is to reconcile all acquired information and deciding what positions are going to be allocated.
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 Running Estimate, individual and unit readiness, and strength management.
PRM is the cornerstone of successful and sustained HR support to combat operations. It is a continuous process that starts at 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, RSOI, major combat operations, sustainment operations, redeployment, reconstitution, and de-mobilization. Discipline in PRM must be maintained at all levels of command.
Instructor Note: Possible questions to facilitate discussion:
What factors make PRM difficult?
What are some of the complexities of PRM? (Deployed and at home station)
What is the most important aspect of PRM from an S-1 viewpoint? G-1? HRC?
What do you think is the G-1/S-1’s perspective of PRM versus SRC 12 units? (e.g., HRSC, HR Co)
What is the most important PRM lesson you’ve learned as an S-1?
Remind students of Assessment Plan

4. PRM Terms, Facts, Concepts, Principles, Analytic Techniques, and Theories
ARFORGEN-FM 1-0; AR PARA 1-7
The ARFORGEN process is the structured progression of unit readiness over time to produce trained, ready, and cohesive units prepared for operational deployment in support of (ISO) the combatant commander (CCDR) and other Army requirements. The ARFORGEN process is the Army’s core process for force generation, executed with supporting-to-supported relationships, that cycles units through three force pools: RESET, Train/Ready, and Available.
Sustainable Readiness Model – HQDA EXORD ; Army Directive
SRM is the Army’s new force generation process. The Army will use it to generate trained and ready units to meet known operational requirements, while simultaneously creating the adequate depth necessary to remain optimally postured to deploy rapidly for unforeseen contingencies. The Deputy Chief of Staff (DCS), G-3/5/7 is the principle integrator and synchronizer for sustainable readiness.
Operational readiness cycles. Operational readiness cycles are only applicable to units defined as rotational structure. Non-rotational structure and generating force (GF) structure will maintain readiness for their missions as determined by Headquarters, Department of the Army (HQDA) prioritization documents (see para 1–14, below).
ARFORGEN applies to the active Army (AA), the Army National Guard (ARNG), the Army
National Guard of the United States, and the Army Reserve.

5. PRM Terms, Facts, Concepts, Principles, Analytic Techniques, and Theories
Boots on the ground: Dwell and mobilized: Dwell ratios for units. Within the ARFORGEN model, these are planning ratios used to project available forces to meet demand; within the ARFORGEN process, these ratios are used to measure operational demand on the force overtime. For the AA it is the ratio of deployed periods, or boots on the ground (BOG) time, to nondeployed periods, or Dwell (BOG: Dwell). For the RC, the ratio is measured as periods of time mobilized to periods of time not mobilized (Mobilized: Dwell)
Demand spectrum: The ARFORGEN must flexibly support varying levels of demand over time. The three levels of demand are defined as steady-state, surge, or full surge. They are characterized by BOG: Dwell and Mobilized: Dwell ratios
Steady-state rotation: occurs when the amount of forces in the Available Force Pool exceeds requirements (supply exceeds demand).
AA ratio: 1:3. – (36-mth cycle) 9mths (1 period) avail phase, 27mths (3 periods) Dwell
RC ratio: 1:5. – (72mth cycle) 12mths (1 period) mobilized, 9 of 12mths deployed, 60mths (5 periods) not mobilized
Surge rotation: occurs when demand exceeds forces in the Available Force Pool (at steady-state rotational rates)
AA ratio: 1:2. – (36-mth cycle) 12mths (1 period) avail phase, 24mths (2 periods) Dwell
RC ratio: 1:4 – (60 mths cycle) 12mths (1 period) mobilized, 48 months (4 periods) not mobilized
Full surge: occurs when the amount of demand exceeds the maximum amount of modular unit forces that the Army can rotate continuously
Demand Spectrum:
1. Steady-state rotation. A steady-state rotation occurs when the amount of forces in the Available Force Pool exceeds requirements (supply exceeds demand). This is the ARFORGEN design-level where the Department of Defense (DOD) strategy has been adequately resourced and requirements for forces are at or below planned levels. A steady-state rotation roughly corresponds to the global steady-state security posture and enables the Army to generally achieve operational cycle rotations as described in paragraph 1–10, below. This permits a set of resource solutions not possible in a compressed cycle. At this demand-level, the Army is capable of supporting continuous full-spectrum operations while maintaining the health of the all volunteer Army indefinitely.
(a) AA ratio: 1:3. In a 36–month cycle, AA units will be in the available phase for 9 months (1 period) and be in
Dwell for 27 months (3 periods).
(b) RC ratio: 1:5. In a 72–month (6–year) cycle, RC units can be mobilized for 12 months (1 period), deploy for 9
of the 12 months, and spend 60 months (5 periods) not mobilized.
2. Surge rotation. Surge rotation level of demand occurs when demand exceeds forces in the Available Force Pool (at steady-state rotational rates). The Army responds through a “surge” of additional deploying units from the Train/Ready Force Pool. A surge rotation is characterized by operational cycle rotation ratios shorter than described in the steady-state rotation and by reduced capabilities due to shortened preparation times before deployment. Depending on operational activities and resource availability, manpower and equipping resourcing readiness may be constrained in nondeploying units and re-prioritized to deploying units, as required. The surge level ratios are as follows:
(a) AA ratio: 1:2. In a 36–month cycle, AA units will be in the available phase for 12 months (1 period) and be in
Dwell for 24 months (2 periods).
(b) RC ratio: 1:4. In a 60–month (5–year) cycle, RC units can be mobilized for 12 months (1 period) and spend 48
months (4 periods) not mobilized.
3. Full surge. Full surge level of demand occurs when the amount of demand exceeds the maximum amount of modular unit forces that the Army can rotate continuously. This extreme level of demand is characterized by more than half of all forces or capabilities in a component being operationally employed. Depending on resourcing levels, increased measures (such as, changes to mobilization policy, mobilization authority, or other measures) may become necessary to continue to generate forces. Many assumptions on demand and supply limitations are re-evaluated and
adjusted, as required.

6. PRM Terms, Facts, Concepts, Principles, Analytic Techniques, and Theories
RECONSTITUTION-FM 1-0 PARA 3-23
Reconstitution is defined as extraordinary actions that commanders plan and implement to restore units to a desired level of combat effectiveness commensurate with mission requirements and available resources (ADRP 4-0, Sustainment). It transcends normal day-to-day force sustainment actions.
REORGANIZATION-FM 1-0 PARA 3-24
Reorganization is an action to shift resources within a degraded unit to increase its combat effectiveness (ADRP 4-0). Reorganization includes the following measures:
Cross-leveling equipment and personnel.
Matching operational weapons and systems with crews.
Forming composite units (joining two or more units with high attrition rates to form a single mission-capable unit).
REGENERATION-FM 1-0 PARA 3-25
Regeneration is the action of rebuilding a unit and involves rebuilding a unit requiring large scale replacement of personnel, equipment, and supplies (ADRP 4-0). Current manning practices have limited the ability of units to execute regeneration actions as the preferred approach has been to rotate entire units in and out of the theater. These units may then require further reorganization.
ARFORGEN-AR paragraph 1-7
The ARFORGEN process is the structured progression of unit readiness over time to produce trained, ready, and cohesive units prepared for operational deployment in support of (ISO) the combatant commander (CCDR) and other Army requirements. The ARFORGEN process is the Army’s core process for force generation, executed with supporting-to-supported relationships, that cycles units through three force pools: RESET, Train/Ready, and Available.
RECONSTITUTION FM 1-0 paragraph 3-23
Reconstitution is defined as extraordinary actions that commanders plan and implement to restore units to a desired level of combat effectiveness commensurate with mission requirements and available resources (ADRP 4-0, Sustainment). It transcends normal day-to-day force sustainment actions.
REORGANIZATION FM 1-0 paragraph 3-24
Reorganization is an action to shift resources within a degraded unit to increase its combat effectiveness (ADRP 4-0). Reorganization includes the following measures:
Cross-leveling equipment and personnel.
Matching operational weapons and systems with crews.
Forming composite units (joining two or more units with high attrition rates to form a single mission-capable unit).
REGENERATION- FM 1-0 paragraph 3-25
Regeneration is the action of rebuilding a unit and involves rebuilding a unit requiring large scale replacement of personnel, equipment, and supplies (ADRP 4-0). Current manning practices have limited the ability of units to execute regeneration actions as the preferred approach has been to rotate entire units in and out of the theater. These units may then require further reorganization.

7. PRM Terms, Facts, Concepts, Principles, Analytic Techniques, and Theories
UNIT RESET-FM 1-0 PARA 3-26 thru 3-30
Unit reset is an Army imperative to restore balance to the Army and systematically restore deployed
units to a level of personnel and equipment readiness that permits units to resume training for future
missions and is an integral element of the ARFORGEN model. It involves the reintegration of Soldiers and
their Families, post-deployment medical assessments, professional education, restoring equipment
readiness, and individual training.
3-31. Reset Phase. Active Army brigade-sized units are C5 and have no readiness expectation for 180 days following return. However, units must continue to report their rating on the USR. This phase focuses on Soldier and Family reintegration. For Active Army units, HRC ensures that the unit’s authorized field grade officers, warrant officers, company grade officers, and Master Sergeant/Sergeant First Class NCOs are either retained or replaced as soon as, and to the extent possible, after return from deployment. Successful accomplishment of these goals allows the unit to fill its company commander, key staff, and NCO leadership positions, and facilitate leader development, team building, and the completion of unit reset actions.
3-32. Train-Ready Phase. HRC mans units IAW HQDA manning guidance.
3-33. HRC manages all brigade-sized units IAW ARFORGEN Focused Manning. Under ARFORGEN Focused Manning, the Army applies the following principles to all Active Army brigade-size units:
ARFORGEN Focused Manning is event-driven. The Army mans and prioritizes units based on deployment at the LAD, MRE/MRX, and redeployment (Return) dates. HRC coordinates with brigade-sized units to complete the Officer Personnel Disposition Roster and issues the enlisted rules of engagement required to plan and execute Personnel Reset.
HRC establishes a manning goal IAW HQDA manning guidance.
For units identified to deploy, manning standards vary by unit type but are tied to the MRE, MRX, and LAD. HRC assigns as many new Soldiers as possible with sufficient retainability to
meet the timeline of the pending deployment. For units not identified to deploy, manning is based on available inventory IAW HQDA manning guidance.

8. PRM Terms, Facts, Concepts, Principles, Analytic Techniques, and Theories
PRE-DEPLOYMENT READINESS FM 1-0 PARA 3-34 thru 3-44
Successful pre-deployment readiness for units begins with an SOP that outlines specific steps
G-1/AGs and S-1s 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:
Includes all subordinate units, even those that are not scheduled to deploy.
Applies to individuals identified to support rear detachment or home station operations as they may be called forward.
Includes the functions of PA, individual readiness, replacement of non-deployable personnel, and PRM. Also includes legal, financial, medical and dental, Family support, and Soldier wellbeing matters.
As part of the planning process, G-1/AGs and S-1s decide how to execute PRM in various deployment scenarios. Some of these factors include:
Size of the deployed force.
Size of the stay behind force and the Rear Detachment.
Length of deployment.
S-1 manning requirements.
Availability of connectivity at the forward location.
Number of replacements expected at home station.

9. Check on Learning Define ARFORGEN
What are the four “R’s” in unit readiness? Explain
Explain Unit Reset Model
SHOW SLIDE: CHECK ON LEARNING

10. Assessing Personnel Readiness
Practical Exercise
Even before you settle in as the newly assigned Division G-1 HR Technician, you are informed that the Division is scheduled to deploy in 9 months. During your in-brief with the division commander, he tells you that he assumed command just 3 weeks ago; however, is deeply concerned with the personnel readiness of the brigades. He expects you to make readiness your top priority and wants you to provide answers to the following questions:
What actions must be taken by the brigade S-1s to provide an accurate assessment of the current and projected personnel readiness of their brigade? Be specific.
What systems and/or resources are available to analyze current combat capabilities, project future requirements, and assess individual Soldier readiness?
SHOW SLIDE: Assessing Personnel Readiness Practical Exercise
Divide class into groups of 3-4 students.
Provide students minutes to develop their answer.
Have each group present one of the action they identified and discuss one system they would use for PRM.
1. Possible answers:
Analyze organizational strength (Current, Gains, Losses by MTOE)
Medical readiness (MEDPROS)
Review admin/legal status to identify non-deployable Soldiers
Schedule SRP to locate additional non-deployable
Identify critical MOS/Grades for fill or cross-level
Use various systems to project assessment (USR-DRSS-A, MEDPROS, eMILPO, TOPMIS, EDAS, Commander’s Portal, etc)
2. Possible answers:
Monitor Commander’s Portal
Assess gains and losses
Use Army Manning Guidance to identify fills
Conduct SRP
Use Various Systems to project assessment (USR-DRSS-A, MEDPROS, eMILPO, TOPMIS, EDAS, Commander’s Portal, etc)

11. Summary
PRM deals with the distribution of Soldiers based on priorities and is a very similar process of conducting Personnel Planning. The most challenging aspects of PRM involve discussing requirements, authorizations, and predictive analysis. Since it is a continuous, strenuous process, HR managers are unable to spend sufficient time completing all required tasks on a daily basis. Therefore, they must prioritize and identify what is absolutely necessary to focus on in order to maintain a unit’s deployable status.
SHOW SLIDE: SUMMARY
The first step in the PRM process is to determine a unit’s current combat capability. We can do that by comparing the Unit Personnel Accountability Report (AAA-162) against its current MTOE. The MTOE is the base document which shows what and how many personnel (by type of MOS, etc.) a unit is authorized to have assigned – it’s documented strength.
The next step for the S-1 is to project future requirements. The HR manager can accomplish this by identifying the units’ critical information in regards to required MOS. These may include the top five MOSs, Key Leader Positions (i.e., MSG, SGM, CSM, FG Officers, and Warrant Officers), Low Density MOSs, Crew/Team requirements, Mission Specific MOSs, and projected gains and losses.
Next, the HR manager must assess conditions of individual readiness (identify non-deployable Soldiers).
The final step to the PRM process is to reconcile all acquired information and deciding what positions are going to be allocated.
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 Running Estimate, individual and unit readiness, and strength management.

12. Learning Step Activity 2
Interpret Headquarters Department of the Army (HQDA) PRM policies.
SHOW SLIDE: LEARNING STEP ACTIVITY 2
Review LSA 2.

13. HQDA Army Manning Guidance (AMG)
FY19-20
The HQDA FY19-20 ACMG resources the Army with personnel IAW the Army’s priorities as reflected in the Dynamic Army Resourcing Priority List (DARPL) and other priorities established by the Army Leadership.
FY19-20 ACMG has four DARPL categories - Category 1, Category 2, Category 3, and Category 4. .
Responsibilities:
Army G-1 responsible for formulating, coordinating, publishing and oversight of AC manning guidance
Key Tasks:
Distribute Personnel IAW Army Priorities (CSA Guidance/DARPL) (Army’s Distribution Plan)
Manage NON-Deployable Soldiers to maximize unit readiness while treating all personnel with dignity and respect.
Select, Train, Educate, promote (STEP) eligible SPCs and SGTs to grow the NCO Corps required to execute army missions across the enterprise and improve assigned MOS skills match while enhancing readiness.
Build and preserve the highest level possible of unit and service-level readiness while minimizing risk to meet operational demands.
SHOW SLIDE: ACTIVE COMPONENT (AC) MANNING GUIDANCE – FY19-20
The HQDA FY19-20 ACMG resources the Army with personnel IAW the Army’s priorities as reflected in the Dynamic Army Resourcing List (DARPL) and other priorities established by the Army Leadership. Key tasks of the ACMG are:
Distribute Personnel IAW Army Priorities (CSA Guidance/DARPL).
Manage NON-Deployable Soldiers to maximize unit readiness while treating all personnel with dignity and respect.
Select, Train, Educate, promote (STEP) eligible SPCs and SGTs to grow the NCO Corps required to execute army missions across the enterprise and improve assigned MOS skills match while enhancing readiness.
Build and preserve the highest level possible of unit and service-level readiness while minimizing risk to meet operational demands.
NOTE: Refer students to Army Manning Guidance (AMG)
FY19-20 ACMG has four DARPL categories - Category 1, Category 2, Category 3, and Category 4
Review the AMG FAQs, it has Crew Manning Stabilization Guidelines which is an essential part of readiness.
Milper Message 13

14. Army Mobilization and Deployment Reference (AMDR)
Applicability:  Applies to the Total Army - Active Army, U.S. Army Reserve and U.S. Army National Guard; also includes appropriated/non-appropriated DA civilian, contractor, Army and Air Force Exchange Service (AAFES) civilian personnel, Red Cross volunteer, and any other military service member deploying or re-deploying in support of Overseas Contingency Operations (OCO).
AMDR
SUBJECT
Chapter 1
Notification/Orders
Chapter 2
Mobilization of the forces
Chapter 3
CRC Deployment/Re-Deployment
Chapter 4
Individual Volunteers and Replacements
Chapter 5
Medical/Dental
Chapter 6
Compensation and Entitlements
Chapter 7
Casualty Operations
Chapter 8
Equipment
Chapter 9
Personnel Management
SHOW SLIDE: Army Mobilization and Deployment Reference (AMDR)
The Army Mobilization and Deployment Reference is a one-place compendium of the most current ALARACT, EXORDER, or OFFICIAL guidance in effect. Headquarters, Department of the Army, G-1 DMPM Mobilization Branch will maintain this document. This reference IS: a collaboration between all major commands the role and responsibility of each during mobilization and deployment a live document of the most current ALARACT, EXORDER, or OFFICIAL guidance to manage personnel, medical, logistics, training, orders, has a shelf life for each campaign maintained with the most current guidance and the issuing proponent.
APPLIES TO THE TOTAL ARMY – ACTIVE ARMY, U.S. ARMY RESERVE AND U.S. ARMY NATIONAL GUARD
Chapter 1 – Notification / Alert: Discusses the preparation and types of orders used to mobilize/employ/deploy military and civilian personnel (includes installation/unit requirements and procedures for extensions.
Chapter 2 – Mobilization: Discusses procedures for mobilizing Reserve Component assets (individual and unit) in support of contingency operations.
Chapter 3 – CRC Deployment/Re-Deployment: Discusses procedures used to deploy military and civilian personnel; preparation of deployment packets and individual deployment flow; CONUS Replacement Center, and Theatre Specific Individual Requirement Training (TSIRT).
Chapter 4 – Employment (Individual Volunteers and Replacements): Discusses procedures used to request, source, receive and deploy unit and individual augmentees to include IRR, retiree recall, and individual mobilized augmentees (IMA).
Chapter 5 – Medical & Dental: Discusses medical and dental requirements for personnel mobilizing and/or deploying.
Chapter 6 – Entitlements & Compensation: Discusses military and civilian entitlements to include pay, allowances, leave, benefits, and other authorizations when Soldier(s) mobilize and/or deploy; discusses travel entitlements and military pay processing
Chapter 7 – Casualty Operations: Discusses procedures of casualty operations in theater; provides instruction on line of duty determinations; reporting prisoners of war and missing in action; escorts and funerals; and records management.
Chapter 8 – Equipment: Discusses how organizations execute and manage equipment functions when deploying military personnel; provides equipment per specific operation.
Chapter 9 – Personnel Management: Discusses personnel procedures conducted throughout mobilization and deployment. Discusses procedures for the staffing of deploying AC and RC units to include cross leveling, Soldier Readiness Processing (SRP).

15. Army Force Generation (ARFORGEN) vs Sustainable Readiness Model (SRM)
ARFORGEN SRM
(C-level readiness C4)
Prepare
(C-level readiness C3)
PREPARE PHASE
(C-level readiness C2)
Ready
(C-level readiness C1)
MISSION PHASE
less than C1/C2 level readiness (A1)
SHOW SLIDE: ARFORGEN ----SRM
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.”
ARFORGEN Model
The structured progression of readiness over time, to produce trained, ready, and cohesive units prepared for operational deployment in support of combatant commander and other Army requirements. The Model has the following components:
Reset-6 months AA or 12 months RC
Train Ready-24 months AA or 36 months RC
Available – 12 months
The sustainable Readiness Model is made up of three descriptive 3-month modules (Prepare, Ready, and Mission).
Modules: Three descriptive modules to categorize readiness by quarters Aligns force generation with quarterly training and readiness processes
Provides common standards across the Total Army
Clear representation of a unit’s preparedness for decisive action
Synchronizes resource decisions and unit activities
Prepare Module – service retained or assigned units recovering, transitioning or preparing for a mission at either a C4 or C3 level.
Ready Module – service retained or assigned units ready and available for immediate deployment by attaining or maintaining a C2 or C1 level of decisive action readiness.
Mission Module – allocated or assigned units executing a Joint ordered mission. Modules differentiate whether or not the mission requires <C2 or C1 / C2 decisive action readiness.
d. ARFORGEN focused on a LAD to backwards plan readiness. SRM moves to a more constant readiness state.
Mission
(C1/C2 level readiness
“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

16. Check on Learning
Who is responsible for formulating, coordinating, publishing and oversight of AC Manning Guidance?
When does the RESET Force Pool begin?
SHOW SLIDE: CHECK ON LEARNING
Conduct Check on Learning

17. Sustainable Readiness
ARFORGEN
vs.
Sustainable Readiness
Practical Exercise
Define your groups readiness model (2 min. per group).
Describe what makes your groups readiness model superior to the other model (2 min. per group).
Counter argument (2 min. per group).
Closing argument (90 sec. per group).
“Our fundamental task is like no other—it is to win in the unforgiving crucible of ground combat. We must ensure the Army remains ready as the world’s premier combat force. Readiness for ground combat is—and will remain—the U.S. Army’s #1 priority. We will always be ready to fight today, and we will always prepare to fight tomorrow. Our most valued assets, indeed, the Nation’s most valued assets, are our Soldiers and our solemn commitment must always be to never send them into harm’s way untrained, poorly led, undermanned, or with less than the best equipment we can provide. Readiness is #1, and there is no other #1.”
-General Mark A. Milley, 39th Chief of Staff of the Army
SHOW SLIDE: ARFORGEN Practical Exercise
Divide class into two groups. One group will defend ARFORGEN, the other will defend Sustainable Readiness. Allow students minutes to research and develop/prepare their arguments for the following topics:
Define your readiness model (2 min. per group).
Describe what makes your readiness model superior to the other model (2 min. per group).
Counter argument (2 min. per group).
Closing argument (90 sec. per group).

18. Summary
The HQDA FY18-19 ACMG resources the Army with personnel IAW the Army’s priorities as reflected in the Dynamic Army Resourcing List (DARPL) and other priorities established by the Army Leadership. Key tasks of the ACMG are:
Distribute Personnel IAW Army Priorities (CSA Guidance/DARPL).
Manage NON-Deployable Soldiers to maximize unit readiness while treating all personnel with dignity and respect.
Select, Train, Educate, promote (STEP) eligible SPCs and SGTs to grow the NCO Corps required to execute army missions across the enterprise and improve assigned MOS skills match while enhancing readiness.
Build and preserve the highest level possible of unit and service-level readiness while minimizing risk to meet operational demands.
The Army Mobilization and Deployment Reference is a one-place compendium of the most current ALARACT, EXORDER, or OFFICIAL guidance in effect. Headquarters, Department of the Army, G-1 DMPM Mobilization Branch will maintain this document. This reference IS: a collaboration between all major commands the role and responsibility of each during mobilization and deployment a live document of the most current ALARACT, EXORDER, or OFFICIAL guidance to manage personnel, medical, logistics, training, orders, has a shelf life for each campaign maintained with the most current guidance and the issuing proponent.
ARFORGEN focused on a LAD to backwards plan readiness. SRM moves to a more constant readiness state.
SHOW SLIDE: HAVE STUDENTS REVIEW SLIDE AND DISCUSS

19. Learning Step Activity 3
Develop solutions to Operational Environment (OE) PRM challenges.
SHOW SLIDE: LEARNING STEP ACTIVITY 3
Review LSA 3

20. PRM Friction Points 5. Synch with PME 1. Needs of the Army
“Aggregate”
RFFs
WIAS
1. Changing Requirements (Forecasted and unforecasted requirements)
Release Officers for PME
CCC Grads
1. Needs of the Army
2. Professional Development
3. Needs of the Soldiers and Families
5. Synch
with PME
2. Changes to the Manning Plan
Changing LADS & Destinations
SHOW SLIDE : PRM FRICTION POINTS
As HRC identifies personnel fills for deploying units there are multiple PRM friction points you will encounter as an S-1. Here are just a few examples for discussion.
There is often a shortage of available inventory (Soldiers) to fill emerging requirements, increased authorizations, and directed military over-strength (DMO) positions (Friction exists in filling “normal” Army requirements)
Transformation (MOS Changes that take time to access, train, etc.)
Conflicting Rules: (Stabilization vs. Professional Development; Skills needed in generating force vs. deployment equity; Meeting requirements vs. Soldier Satisfaction)
Changes in priorities (too many “priorities”)
Acceleration of Plans vs. carefully planned and timed execution
Immediate demand for skills that take time to grow
Responsibility and accountability (can only be one)
Medical Readiness
Non-Availables & Deployables
Field & HRC Interaction on Plans for Soldiers
MEDPROS
Grade Substitution
Skill Level 1 /NCO Ratio
4. Availability of Soldiers
( 1 ≠ 1; = 87+13)
(Non-deployable Soldiers)
3. Grade and Skill Imbalance

21. Personnel Readiness Management
Practical Exercise
SHOW SLIDE: Personnel Readiness Management
Allow students minutes to develop their top five PRM challenges or concerns.
Select a student to share their top concern or challenge.
See how many other students listed the same concern or challenge in their top five. Discuss the importance.
Move on to the next student and continue the process as necessary.
What are the top five PRM challenges or concerns for an S-1?

22. Victory Celebration
SHOW SLIDE: LEARNING STEP ACTIVITY 3
Review LSA 3

23. Terminal Learning Objective
Action: Coordinate Personnel Readiness Management
Condition: Using readings, classroom discussions, presentations and doctrinal publications and awareness of Operational Environment (OE), variables and actors.
Standard: Upon completion, the student will be able to:
1. Apply Personnel Readiness Management (PRM) principles.
2. Interpret Headquarters Department of the Army (HQDA) PRM policies.
Develop solutions to Operational Environment (OE) PRM challenges.
SHOW SLIDE: TERMINAL LEARNING OBJECTIVE
Review TLO.
Remind students of Assessment Plan