1. Brigade S-1 Operations Course
Direct Personnel Readiness
Management (PRM)
SHOW SLIDE: DIRECT PERSONNEL READINESS MANAGEMENT (PRM)
SECTION I. ADMINISTRATIVE DATA
Academic Hours/Methods
2hrs/00 mins Large Group Instruction
1 hrs/30 mins Practical Exercise (Performance)
2 hrs/30 mins Total Hours
SECTION II. INTRODUCTION: Today we are going to discuss Personnel Readiness Management
Method of Instruction. Conference/discussion
Instructor to Student Ration: 1:16
Time of Instruction: 5 mins
Media: Small Group Instruction
INSTRUCTIONAL GUIDANCE: Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and identified reference material. Throughout this lesson, solicit from students the challenges they experienced in the current operational environment (OE) and what they did to resolve them. Encourage students to apply at least 1 of the 8 critical variables: political, military, economic, social, information, infrastructure, physical environment and time.
MOTIVATOR. PRM is a key function of HR that requires knowledge and application of the “big picture” as well as keen analytical skills and attention to detail. As the Army builds its capabilities for the current and future force, HR doctrine and structure have changed the method and complexity of providing PRM support to the operational commander. The success, or failure, of your S-1 section may hinge on your ability to reach and sustain your commander’s PRM expectations.
May 2016
Senior Leader Training Division
Adjutant General School

2. Terminal Learning Objective
Action: Direct Personnel Readiness Management (PRM)
Condition: Given classroom instruction, practical exercises, access to applicable regulations, Army Manning Guidance, Personnel Policy Guidance (PPG) and awareness of the Operational Environment.
Standard: Demonstrate knowledge of PRM through classroom participation, practical exercises, and by scoring 70% or higher on a knowledge based exam that includes the following learning activities:
Communicate Army PRM policies.
Correlate PRM responsibilities at each echelon from battalion to Army G-1 level.
Communicate HQDA Army Manning Guidance and Army Force Generation (ARFORGEN) manning.
Communicate the Brigade Strength Management process.
SHOW SLIDE: TERMINAL LEARNING OBJECTIVE
NOTE: State the TLO.
SAFETY REQUIREMENTS. In a training environment, leaders must perform a risk assessment in accordance with ATP 5-19, Risk Management. Leaders will complete the current Deliberate Risk Assessment Worksheet (DD Form 2977) in accordance with the TRADOC Safety Officer during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Note: During MOPP training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOPP work/rest cycles and water replacement guidelines IAW FM , Multiservice Tactics, Techniques, and Procedures for Nuclear, Biological, and Chemical (NBC) Protection, FM , Multiservice Tactics, Techniques, and Procedures for Chemical, Biological, Radiological, and Nuclear Decontamination.
RISK ASSESSMENT LEVEL. Low.
ENVIRONMENTAL STATEMENT. Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM Environmental Considerations and GTA ENVIRONMENTAL-RELATED RISK ASSESSMENT.
Evaluation. You will be given a comprehensive final exam at the end of this course covering all subject areas. Questions will include matching, fill-in-the-blank and short answer/essay. You must score 70% or higher to pass.
INSTRUCTIONAL LEAD-IN. The objective of HR support is to maximize operational effectiveness of the total force by anticipating, manning, and sustaining military operations across the full spectrum of conflict. HR support operations accomplishes this by building, generating, and sustaining the force providing combatant commanders the required forces for missions and supporting leaders and Soldiers at all levels. Although the operational mission determines the relative weight of HR effort among the different HR core competencies, PRM is almost always at the very top.

3. 39th Chief of Staff of the Army Initial Message to the Army
Army Readiness
Guidance CY 16-17
SHOW SLIDE: HISTORICAL PERSPECTIVE
NOTE: Facilitate student-centered discussion on the meaning of GEN Abram’s quote and why it is important for us as HR professionals to view each Soldier as a person, and not merely a number. Generate discussion on how this philosophy crosses HR core competencies (i.e., Man the Force) and key functions (i.e. PRM, PA, SR, PIM).

4. PRM Overview PRM involves analyzing personnel strength data to:
Personnel readiness management (PRM) is the distribution of Soldiers and Army civilians to command and organization based on documented manpower requirements, authorizations, and predictive analysis in support of the commander’s plan and priorities to accomplish their mission. – ATP 1-0.2, Theater-Level Human Resources Support, Glossary-6
PRM involves analyzing personnel strength data to:
Determine current combat capabilities ~ compare strength against authorizations
Project future requirements
Assess conditions of individual readiness
PRM is directly interrelated and interdependent upon these HR key functions:
Personnel Accountability (PA)
Strength Reporting (SR)
Personnel Information Management (PIM)
SHOW SLIDE: PERSONNEL READINESS MANAGEMENT OVERVIEW
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, he or she must prioritize and identify what is absolutely necessary to focus on in order to maintain a unit’s deployable status. Let’s take a closer look in how the unit performs this function:
The first step in the PRM process is to determine a unit’s current combat capability. This is accomplished by comparing the Unit Personnel Accountability Report (AAA-162) against its current Modified Table of Organization & Equipment (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, Field Grade Officers, and Warrant Officers), Low Density MOSs, Crew/Team requirements (also ensure the crew/team is qualified), and Mission Specific MOSs.
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 decide what positions will be allocated.
Effective PRM is the end state of the Personnel Estimate, individual and unit readiness, and strength management. It starts with the comparison of an organization’s personnel strength against its required 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.
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.
FM 1-0, Chapter 3

5. The ‘Art’ of PRM
Source documents: ORBs; ERBs; LOSS / GAIN ROSTERS; MTOE / TDA; MOS INVENTORY (MOSI); USR
Considerations when assigning Officers/NCOs:
G1 Manning Guidance
COMMAND TEAM PRIORITIES
Branch / PMOS / SMOS / CPMOS
Rank (YG; TIG/ Promotable)
Branch Detail
Prior Service
Education (MIL and CIV)
SQI / ASI (Ranger, Language)
Unit Strengths / Weaknesses (FIRST 30 DAYS)
ARFORGEN Cycle
Assign 2 Grades Up / 1 Down
Grade Banding / Aggregate
Loss Dates
Prior Experiences / Positions
Deployment Dates
Individual Readiness
Key Positions (1SG, Plt Sgt, etc.)
CSL, Field Grade & Co Cmd Slates
Upcoming Unit Missions
SHOW SLIDE: THE ‘ART’ OF PRM
Conducting PRM is an art. There are a myriad of requirements which must be taken into consideration. Simply slotting a Soldier against an open position may fill a requirement but it may harm the Soldier, possibly prevent career opportunities, or may even hurt the entire organization. To ensure that there is a balance, many factors should be taken into consideration. Leaders are able to take source documents into consideration to ensure they are considering all factors when making a decision. For example, if a Brigade has five inbound Lieutenants, source documents such as the Officer Record Brief (ORB) can help identify sources of commissioning, level of experience (i.e. prior military), qualifications (i.e. Ranger Qualified), and/or ensure diversity. This will also aid battalions in gaining more experienced Soldier, if necessary, or provide much needed mentorship to an inexperienced Lieutenant.
NOTE: This slide provides an overview of what a strength manager must take into consideration before identifying a Soldier for a certain position. Leave this slide open for discussion with students and ask them to explain how they can relate to this, whether it is from personal experience or having worked previously as a strength manager. 5

6. Key Drivers That Affect PRM
G-1 Rear Detachment Report
Non-Deployable Soldiers
Non-Available Soldiers
eMILPO Non-Available Deployment Tracking Module
Medical Protection System (MEDPROS)
MMRB / MEB / PEB
Warrior Transition Units (WTUs)
Soldier Readiness Program (SRP)
Management of Derivative UICs (DUICs)
Direct Brigade-level Strength Management
eMILPO Human Resource Authorization Report (HRAR)
Force Management System Web Site (FMSWeb)
Active Component Manning Guidance
HQDA MOS Substitution Message
SHOW SLIDE: KEY DRIVERS THAT AFFECT PRM
G-1 Rear Detachment (RD) Report: Is submitted weekly once Brigades reach their LAD-180 until redeployment. The RD Report is used by HQDA and FORSCOM to track a unit’s deployable percentage and is considered the most accurate predictor of a unit’s future deployed strength. Leaders must ensure that their RD Reports match as closely as possible with their monthly USR Non-Available numbers.
Non-Deployable Soldiers or Non-Deployable: Both terms are loosely associated with the reportable categories noted on the G-1 RD Report that is submitted by AC Bdes prior to their deployment. There are various categories in the RD Report for Non-Deployable Soldiers with the majority of categories linking to specific USR categories. A Soldier is carried as non-deployable on the G-1 RD Report if for any reason they will not deploy with the unit. FORSCOM and HQDA in turn utilize the G-1 RD Report to help forecast the deploying strength of Bdes prior to their Latest Arrival Date (LAD).
Non-Available Soldiers or Non-Availability: Both terms are associated with the monthly USR and defined in AR There are 20 Non-Available administrative categories. Each category is explained in Table 5-1, DA PAM 220-XX. The definition for Non-Available Personnel in AR (Glossary) is: Personnel who are not available for employment/deployment with their assigned units to meet wartime mission requirements in accordance with the personnel availability criteria established in appendix D of AR
eMILPO Non-Available Deployment Tracking: Is a function in the Readiness Module that allows leaders to update and track Non-Availability of Soldiers for deployment. Non-Availability codes are easily viewed on the Unit Personnel Accountability Report (AAA-162) which must be reconciled by the unit Commander twice a month (once in conjunction at the 15th of the month at USR and once at the end of the month). Leaders must ensure that Soldiers carried as Non-Available in their USR are similarly coded in eMILPO (and in MEDPROS as applicable). Coding Non-Availability in eMILPO also updates the personnel database at the top of the system (TAPDB) and allows HRC via EDAS/TOPMIS to accurately see what Soldiers are not available to deploy.
Medical Protection System (MEDPROS): Is a system that allows the medical community and units to update and track the Physical Profile Process (Temporary and Permanent Soldier profiles), immunizations and medical and dental readiness. Leaders play a critical role in managing the initiation and timeliness of the Physical Profile process. Leaders must ensure that Soldiers carried as a Temporary or Permanent profile or deficient in other medical areas (immunization, dental, etc.) in MEDPROS are similarly carried in the USR, eMILPO and the G-1 RD Report. 6

7. PRM Tasks and Responsibilities
Units distribute Soldiers and Department of the Army Civilians to subordinate commands based on documented manpower requirements, authorizations, and predictive analysis in support of the commander’s priorities and plans.
PRM Checklist
Army Human Resources Command (AHRC)
Assigns Soldiers to BDE-level vice installation
ARFORGEN: Reset, Train/Ready, Available
DIV G-1
Mission shifts to “strength monitoring”
Resolves readiness imbalances (by exception)
Non-available management / Brigade resets
Brigade S-1
Directs and manages pin-point assignments
Coordinates directly with AHRC
Access to “top of the Army” systems
Execute current & future readiness assessments
Manage non-deployable population & attrition
Validate all
Soldier
accountability
transactions
in the database
of record
SHOW SLIDE: PRM TASKS & RESPONSIBILITIES
The following tasks are executed by echelon:
BN S-1. Will ensure all Soldier accountability transactions and status changes are updated in the database of record (i.e., DTAS, eMILPO) in an accurate and timely manner. The S-1 will also monitor and report to the BN Commander the personnel readiness status of subordinate units, to include: key leaders, combat squads, crews and teams.
BDE S-1. Coordinates and manages pin-point assignments with HRC. The BDE S-1 coordinates directly with HRC (Officer and Enlisted) on strength management issues. The BDE S-1 has direct access to “top of the Army” personnel systems (i.e., TOPMIS, COPS, EDAS, eMILPO), which supports execution of current & future readiness assessments. The S-1 will support the Commander by tracking and improving the BDE’s non-deployable population and reducing attrition by working with a collaboration team (i.e., JAG, Medical, Installation Support Agencies, Retention NCO) to resolve Soldier non-deployable issues.
DIV G-1/AG The DIV G-1/AG mission’s shifted to “strength monitoring” under PSDR. The G-1/AG will resolve personnel readiness imbalances for subordinate BDEs by exception. The G-1 is also responsible for non-available personnel management and Brigade resets.
Army HRC. Will assign Soldiers to BDE-level vice installation. HRC is focused on three phases of the operational cycle: deployed, preparing to deploy, or reset.
NOTE: Each echelon has many more PRM responsibilities than are listed here. Additional doctrinal responsibilities will be discussed later in the lesson. Refer to Chapter 3, FM 1-0, for a complete listing.
Battalion S-1
Execute Soldier HR transactions and status changes
Monitor / report PRM of subordinate units
Focus is combat-capable platoons

8. PIM / PA / SR / PRM Relationships Interrelated and Interdependent
READINESS
Information is
read from
the
top-down
and
from the
bottom-up
PRM
SR PA
Bi-Directional
SHOW SLIDE: PIM / PA/ SR / PRM RELATIONSHIPS
LEARNING STEP / ACTIVITY 1 – COMMUNICATE ARMY PRM POLICIES
Method of Instruction: Conference / Discussion
Instructor to Student Ratio – 1:15
Time of Instruction: 30 mins
Media Type: Slides
Security Classification: Unclassified
The HR key functions of PIM / PA / SR / PRM are interrelated and interdependent upon one another. This slide shows an over arching view of PIM / PA / SR / PRM relationships and how they collectively support personnel readiness for the brigade-centric Army. Information flows in both directions – from the top-down and from the bottom-up.
Highlights of the PIM / PA / SR / PRM relationships follow:
PIM. Upon arrival in theater a PAT will capture the personnel accountability (PA) of individual Soldiers entering, exiting or transiting the theater in DTAS (part of the PIM system). Bde / Bn S-1s will execute PA maintenance tasks (i.e., duty status change, grade change, AEA codes, etc.) ensuring eMILPO keeps the PIM system up to date.
PA / SR. The HRSC is responsible for the theater PA and executes this mission through its PATs and support to subordinate commands. Strength Reporting (SR) is a S-1 / G-1 responsibility and relies on the PIM system for SR accuracy. The lynch pin of SR comes through the submission of PERSTAT and JPERSTAT reports generated by S-1s / G-1s, which ultimately supports PRM.
PRM. Requires PA / SR / PIM to provide analyzed personnel strength data in order to further process and determine Soldier distribution and further personnel requirements impacting allocation decisions and replacements operations. Under HR Transformation, HRC establishes a direct PRM relationship with Army Brigades, which streamlines the personnel readiness process with G-1 oversight.
P I M
DTAS / eMILPO / SIDPERS / RLAS
PIM supports the execution of all HR core competencies.

9. Personnel Policy Guidance (PPG) All Components
Applicability:  Applies to Active Army, the Army National Guard, U.S. Army Reserve, Retiree Recalls, Department of the Army Civilians, Department of Defense Civilians, Contractors, Red Cross Employees, and Army Air Force Exchange Services Employees.
PPG
SUBJECT
Chapter 1
General Guidance
Chapter 2
Notification/Alert
Chapter 3
Mobilization
Chapter 4
Deployment
Chapter 5
Employment
Chapter 6
Redeployment/ Post Deployment
Chapter 7
Medical Dental
Chapter 8
Entitlements and Compensation
Chapter 9
Casualty Operations
Chapter 10
Equipment
Chapter 11
Orders
Chapter 12
Funding
Chapter 13
Personnel Management
Chapter 14
Supporting Personnel Actions
SHOW SLIDE: PERSONNEL POLICY GUIDANCE – ALL COMPOS
Chapter 1 General Guidance. Discusses current contingency operations, pertinent legal authorities (Title 10), and operational policies.
Chapter 2 Notification/Alert. Manning of deploying AC/RC units; SRP; Non-deployables; special management issues; non-citizen Soldiers.
Chapter 3 Mobilization. Procedures for mobilizing RC assets (individual and unit) in support of contingency operations.
Chapter 4 Deployment. Deploying military/civilian personnel; deployment packets and individual deployment flow; CRC; and TSIRT.
Chapter 5 Employment. Procedures used to request, source, receive and deploy unit and individual augmentees.
Chapter 6 Redeployment/Post Deployment. Requirements and procedures; early release from active duty; awards and evaluations; personnel/pay procedures; transitional medical coverage; stabilization/reconstitution of units; Family support activities.
Chapter 7 Medical Dental. Medical and dental requirements; identifies required testing, immunizations, and vaccines required for specific theaters; dental requirements; and requirements during redeployment.
Chapter 8 Entitlements and Compensation. Military and civilian entitlements to include pay, allowances, leave, benefits, and other authorizations when mobilized and/or deployed; travel entitlements and military pay processing.
Chapter 9 Casualty Operations. 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 10 Equipment. Equipment requirements (OCIE and recommended personal items) and accountability.
Chapter 11 Orders. Preparation and types of orders used to mobilize/employ/deploy military and civilian personnel (includes installation/unit requirements and procedures for extensions).
Chapter 12 Funding. Discusses how organizations execute financial management functions when deploying military personnel; provides fund cites per specific operation.
Chapter 13 Personnel Management. Personnel procedures conducted throughout mobilization and deployment. It addresses personnel functions and actions such as promotions, awards, evaluations, and personnel records.
Chapter 14 Supporting Personnel Actions. Discusses miscellaneous administrative procedures not previously addressed in the PPG.

10. What does an S-1 need to do?
Army Manning Guidance
Enforce officer professional development timelines (Company Command = 12-18; KD Positions = months)
Provide AHRC with a list of deploying units early
Ensure arriving Soldiers are assigned to HRC directed pinpoint assignment
Utilize WTU when appropriate
Cross-level Soldiers in deploying units/UICs not directly managed by HRC (below brigade-level) to ensure sufficient manning
Mitigate manning shortages –
Grade substitutions (officer & enlisted)
MOS substitutions
Retiree Recalls where appropriate
Work to “grow” Sergeants (E-5)
Screen, identify, and properly code Soldiers with temporary and permanent non-available conditions
Conduct SRP checks early and often (usually quarterly – monitor closely)
Update eMILPO Non-Available Deployment Tracking Module
ICW MEDCOM, ensure MEDPROS is accurate and current
Ensure availability coding in eMILPO and MEDPROS matches the availability coding in the USR
Retain Soldiers in temporary non- available status in their assigned units
Cross-level permanently non-available Soldiers to units not scheduled to deploy
Senior Commander may divert inbounds to meet immediate readiness requirements of deployed or deploying units
Reassign available Soldiers performing RD/garrison duties to deploying units
Utilize non-available Soldiers to perform RD duties
Ensure all Soldiers comply with HRC assignment instructions
Timely and accurate eMILPO updates of Soldiers’ individual dwell time
What does an S-1 need to do?
SHOW SLIDE: ACTIVE COMPONENT (AC) MANNING GUIDANCE
NOTE: These bullets are taken directly from the AMG. Allow students to review and then have students identify several TTPs where PRM impact is greatest. Facilitate a student-centered discussion on the S-1 role in implementing AMG for their commander highlighting key points and best practices.

11. ANNEX A: ACTIVE COMPONENT MANNING CATEGORIES
TO FY ACMG

12. Manning Guidance and Succession Planning Tools
(CORRECTED COPY) HQDA EXORD ISO FISCAL YEAR (FY16-19) ACTIVE COMPONENT
MANNING GUIDANCE (ACMG)
Field Grade Slate
Company Grade Officer Laydown
Command Teams
MER List and Letter
Guidance from Army G-1 as of 10 JAN 14:
With the reduction in the Army end strength and the changes in Army force structure (Army Drawdown and BCT Re-Organization) we are in the process of updating the ACMG to reflect the changes in the operational environment.
Additionally the Temporary End Strength and Wartime allowance which provided additional Soldiers allowing us to overfill units have gone away. Simply put -we must now for the 1st time in 10 +years balance end strength with force structure within the base budget.
The draft ACMG will also move toward more involvement from the Senior Commander (SC) which empower leaders to manage readiness in their respective units. Think of this as part of Mission Command -- giving the CDR on the ground the authority to align the force to meet emerging requirements/priorities.
Manning Priorities will be nested in the Army directed personnel priorities as listed to include: deploying units; units assigned to Korea (to include units rotating to Korea); the Global Response Force (GRF); the (Contingency Force Package) units and enablers; sustaining the capacity to continue leader development.
Key and Developmental (KD) complete Captains will be at a shortage throughout the Army for the near future. Resultant KD CPT fill will be based on the available KD CPT inventory, ~70%.
Cyber units and cyber positions designated as 100% fill will be filled to that level when the inventory of Soldiers in those specific MOSs facilitate that level of manning. While cyber is an emerging and still evolving, several cyber MOS are below strength Army wide against existing requirements.

13. Distribution Management Levels
DML – Distribution Management Level: Division-level or two-star command equivalent organizations (i.e. Fort Drum: DRU; 25ID: 25I; 82 ABN: H82)
DMSL – Distribution Management Sub-Level: Brigade level or Colonel command equivalent (i.e. 1/82 ABN: 182; 2/82 ABN: 282; 3/82 ABN: 382; 82 SUS BDE: s82
VDML – Virtual Distribution Management Level: Groups units that would otherwise take a combination of DML and DMSL codes (i.e. 7 EN: 7EN; 91 MP: 91M; 548 CSSB: 548)
SHOW SLIDE: DISTRIBUTION MANAGEMENT LEVELS - DEFINITIONS
NOTE: This slide is provided for students to identify the differences in definitions. Ensure Students know what they mean and stand for and who the responsible person is at the DML/DMSL level.
• Distribution Management Level (DML). Management of division-level or two-star command equivalent organizations.
• Distribution Management Sub-Level (DMSL). Management of brigade or Colonel command equivalent.
• Virtual Distribution Management Level. Management of grouped units that would otherwise take a combination of DML and DMSL codes.
FM 1-0, Para 3-20 13

14. Distribution Challenges
SHOW SLIDE: DISTRIBUTION CHALLENGES
The Army needs to fill authorization requirements for various types of Soldiers (identified by branch/MOS and skill level) at various Army-wide locations. As a result of these needs among the different branches, a distribution challenge occurs. The Army does not have a sufficient supply of Soldiers to fill all authorizations.
Each of the issues highlighted impact the assignment and distribution process.
The issues on the left side of the slide are those issues which are driven by the needs of the Army to meet not only the Force’s own mission requirements, but also includes those congressional (Title X) requirements and DOD budget constraints.
The issues on the right side of the slides are issues driven by the professional development needs and individual desires of the Soldier.
Shown are the issues that every assignment manager deals with each day when making assignment decisions.
NOTE: Facilitate a student-centered discussion on the challenges an HR professional has balancing Army Needs versus Soldiers (and Family) Needs at various echelon (e.g., HRC, Brigade-level, company-level, etc).

15. Officer Assignment Cycle
Officers identified as potential Movers
Officer Readiness Division Identifies Requirements
Officer Readiness
Division identifies requirements
AOs Review Officer Performance
Officers move during windows per year
OPMD Validates requirements based on structure, ACMG, and SL guidance / Army priorities
Culminates in two week manning conference
Two manning cycles promotes planning and assignment flexibility
NOT Included:
AMEDD Officers
Functional Area Officers
Lieutenants
OPMD Director approves distribution plan in accordance with Army Manning Guidance
AOs Identify Officers’ Professional Requirements
FY 2015
FY 2016
FY 2017 4Q 1Q 2Q 3Q
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun 4Q 1Q 2Q
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb 3Q
Mar
Apr
May
RFO/orders
RFO / Orders
16-01
Movement window
Prep
RFO/orders
Validation
RFO / Orders
16-02
Movement window
Prep
RFO/orders
Validation
Movement window
RFO / Orders
17-01

16. Enlisted Assignment Cycle

17. ARFORGEN Manning
Event-driven and applies to all ARFORGEN-available brigade- sized units
Enables the implementation of Transitional Aim Points
Units are manned and prioritized based on movement through the ARFORGEN Force Pools
1. Reset – Manned based on redeployment (return) dates. Units in Reset will continue to compete with resources with next-to-deploy units
2. Train/Ready – Manned based on Assigned Mission Collective Training Event (CTE) (e.g., MRE, MRX) and deployment (LAD) dates
3. Available – Maintained at specified manning goals
SHOW SLIDE: ARFORGEN MANNING
The overarching purpose of ARFORGEN is to provide combatant commanders (CCDR) and civil authorities with a steady supply of trained and ready units that are task organized in modular expeditionary force packages and tailored to joint mission requirements. ARFORGEN Manning is event-driven and applies to all ARFORGEN-available brigade-sized units. Units are manned and prioritized based on movement through the ARFORGEN force pools; RESET; Train/Ready; and Available. ARFORGEN Manning enables the implementation of Transitional Aim Points (discussed on next slide).
1. Units in the RESET force pool will be manned based on redeployment (Return) dates. Units in reset will continue to compete for resources with next-to-deploy units.
2. Units in the Train/Ready force pool will be manned based on Assigned Mission Collective Training Event (CTE) and deployment (LAD) dates. CTEs include Mission Rehearsal Exercise (MRE), Mission Readiness Exercise (MRX), Aviation Training Exercise (ATX), or other collective validation event as approved by FORSCOM. For units with extended dwell conducting both a Core Mission and Assigned Mission validation event, CTE-based metrics apply to the Assigned Mission validation event timeline. For CABs participating in multiple Assigned Mission CTEs, CTE-based metrics apply to the latest CTE (closest to LAD).
3. Units in the Available force pool will be maintained at specified manning goals. Parent Brigade Level Headquarters will manage personnel RESET of echelon below brigade units IAW personnel RESET guidelines.
NOTE: The manning goals by force pool and unit type are as outlined in Annex A, ARFORGEN Manning Transitional Aim Points of the Army Manning Guidance.

18. FY13-15 HQDA Manning Guidance Quick Reference
Manning Requirements for Deploying Units
RESET
TRAIN / READY
AVAILABLE P2 P1
CATEGORIES
Min-Max Manning
DIRECTED FILL UNITS
100%
ROTATIONAL FORCES
ARFORGEN FORCES
With LAD
95%, minimum determined by Senior Commander
Without LAD
NON-ROTATIONAL FORCES
URGENT FORCES
90% - 100%,
ESSENTIAL FORCES
80% - 90%
IMPORTANT FORCES
70% - 80%
SHOW SLIDE: FY MANNING PRIORITY CATEGORIES AND STANDARDS
FY Manning Priority Categories and Standards describes the manning priority categories and fill percentage goals for both enlisted and officer personnel fill. Percentages are measured against the authorizations in the PMAD. Within each category, all units are represented in alphabetical order; listing does not imply prioritization within a category.
(1) Directed Fill Units- manning goal 100% assigned
(2) Rotational Forces – Allocated manning goal > 95% assigned and Apportioned manning goal 95%-100%
(3) Non-Rotational Forces- filled in accordance with available Army inventory (see chart)
(FRAGO 1 to FY ACMG)
1. Leader Development remains a top priority
2. New Manning Guidance Published 12 March 14; Establishes new manning levels
3. Increased role of Senior Commanders beginning immediately
5 Priorities:
Leader Development
Resolute Support
Korea
GRF
ACF
Emerging Priorities:
Cyber Force
Positions of Trust

19. PRM Enabling Systems
eMILPO (Electronic Military Personnel Office): Provides the Army with a reliable, timely, and efficient mechanism for performing personnel actions and strength accountability.
TOPMIS-II (Total Officer Personnel Management Information System-II): Real-time, interactive, automated system used by managers at HRC to manage and distribute the Army’s officer population and to update officer record data.
EDAS (Enlisted Distribution and Assignment System): Automated system which supports the management of the enlisted force (assignments, deletions and deferments).
COPS (Common Operating Picture Synchronizer): Tool designed to give HRC and Strength Managers capability to view officer and enlisted strength and authorization data.
RLAS (Regional Level Application System): Army Reserve system; Client-server Web enabled application for the management of personnel and resources.
SIDPERS (Standard Installation/Division Personnel Reporting System) : Used by the Army National Guard as the database of record; each State maintains its own database. Produces qualification records, unit manning reports, and strength accountability reports.
SHOW SLIDE: PRM ENABLING SYSTEMS
NOTE: Students should have received instruction on PRM enabling systems prior to this lesson and be familiar with each system. Conduct a quick review
This slide shows and defines the PRM enabling systems which further support PA, SR and PRM. Additionally, as improvements are made to MEDPROS and the data becomes more reliable and timely, it is very likely MEDPROS will evolve into a key PRM enabling system.

20. Improve Non-Availables (Corps (HQ & F/MF TRA), Division (HQ & TRA))
Standard: Non-Availables < 10%
UNIT NAME
Previous Month
Current Month
Assigned Strength
# Non-Available
% Non-Available
# Medical Non-Available
( )
% Medical Non-Available
# MRC 3B
# of IDES
# Legal
% Legal
# Administrative Non-Available
% Administrative Non-Available
Mission Information
Mission
Type
Mission Required Strength #
Available
% Available
SRP Date
CTE Date
Projected Available Strength
Current Month
Current + 30 Days
Current + 60 Days
Current + 90 Days
# Required #
Available
% Available
Action Plan – Steps/Milestones – Challenges
Action taken to increase unit available strength:
Action to complete Medical/Dental Exams (MRC4):
Actions taken to improve Medical & Dental No-Shows:
Challenges, best practices, lessons learned:
Standard: MRC4 < 5%
UNIT
Previous Month
Current Month
Assigned Strength
# MRC 4
% MRC 4
Standard: Med & Dent No Show Data < 5%
UNIT
Previous Month
Current Month
# Appointments Scheduled
# No Shows
% No Shows

21. Instructions 4
POC: Ms Patricia Padilla,
Data Source: eMILPO
Block labeled “Standard: Non-Availables < 10%”
Assigned Strength – self explanatory
# Non Avail – enter total of all medical 3A, 3B, legal LZ, LD, LI, LR, admin LS, AW, PD, SS, FP, MP, LA, PA, CS, CO
% Non Avail – enter number of non-availables divided by the unit’s assigned strength
# Med Non-Avail – enter total of all medical non-availables 3A and 3B
Parentheses Data – enter total number of 3A and 3B DL4s (temporary profiles over 30 days, TP eMILPO code)
% Med Non-Avail – enter number of all medical non-availables divided by the unit’s assigned strength
Parenthesis Data – enter total number of 3A and 3B DL4 divided by medical non-availables
# MRC 3B – enter total number of 3Bs
# of IDES – enter total number of Soldiers in IDES
# Legal – self explanatory
Parentheses Data – enter total number of deployable Soldiers who have been coded LI and/or LZ
% Legal – enter number of legal cases divided by the unit’s assigned strength
Parenthesis Data – enter number of deployable LI and LZs divided by the total number of legal cases
# Admin Non-Avail – self explanatory
% Admin Non-Avail – enter number of admin non-availables divided by the unit’s assigned strength
Block labeled: “Standard: MRC4 < 5%” - self explanatory
Block labeled: “Standard: Med & Dent No Show Data < 5%”
Account for both medical and dental no-shows
Block labeled: “Mission Information”
Enter the Mission Type, i.e., SFAB, SFAT, GRF, DCRF, CEF, etc.
Enter the total number of deployable and the percentage (percentage based on the mission required strength)
List SRP date (Soldier Readiness Processing) and CTE date (Collective Training Event)
Block labeled: “Projected Deployable Strength”
Enter information regarding the current deployable strength
Enter the projected deployable strength (based on commander’s assessment)

22. Geographically Dispersed Brigades Requisition Responsibility
BDE HQ
Fort Lewis
BN 1
BN 2
Fort Carson
BN 3
Fort Riley
BN 4
Fort Hood
HRC builds requisitions to BDE HQ and geographically dispersed subordinate units X
Bde HQ
HRC
HRC Unit Account Manager coordinates allocation of requisitions, resolves potential misallocation with unit and modifies requisitions as required
SHOW SLIDE: Geographically Dispersed BDE S-1 Requisition Responsibility
HRC will build requisitions to the brigade and subordinate units regardless of location.
S1s of geographically dispersed units monitor requisitions and coordinate modifications to fill plan with the unit account manager at HRC based on operational requirements and/or commander’s priorities.
HRC will publish assignment instructions (AI) to pinpoint Soldiers to the AA UIC of dispersed subordinate units.
BDE S-1 monitors fill plan and coordinates with HRC on modifications based on operational requirements or commanders priorities
**A requisition is not a projected gain. Soldiers are assigned against requisitions based on available inventory and priority of fill.

23. Flag Snapshot – December 2015
SHOW SLIDE: CHECK ON LEARNING
NOTE: Conduct a check on learning and summarize the learning activity.
NOTE: This is a build slide. Questions and answers will appear one at a time during slide show presentation. 23

24. Rear Detachment Commander’s Handbook
SHOW SLIDE: CHECK ON LEARNING
NOTE: Conduct a check on learning and summarize the learning activity.
NOTE: This is a build slide. Questions and answers will appear one at a time during slide show presentation. 24

25. Check on Learning
Q. If my unit is not deploying or a Priority Missions unit, what is my expected level of personnel fill?
A. Personnel fill is IAW available Army inventory.
Q. Name two tools that assist HRC with Brigade-level personnel distribution management.
A. The Common Operating Picture Synchronizer (COPS) assists both HRC and Brigades in identifying a unit’s personnel shortages and assists with allocation and distribution decisions.
Distribution Management Sub-Levels allows strength management to occur at BDE level, with a direct link to HRC. HRC has established a DMSL for every brigade-level unit or organization across the Army.
SHOW SLIDE: CHECK ON LEARNING
NOTE: Conduct a check on learning and summarize the learning activity.
NOTE: This is a build slide. Questions and answers will appear one at a time during slide show presentation. 25

26. Check on Learning
Q. PRM involves analyzing personnel strength data to determine what three readiness items?
A. PRM involves analyzing personnel strength data to determine (1) current combat capabilities, (2) projecting future requirements, and (3) assessing conditions of individual readiness (FM 1-0, Para 3-5)
Q. Describe the PIM / PA / SR / PRM relationship.
A. PRM is directly interrelated and interdependent upon the functions of PA, SR, and PIM. The process of accurately determining combat capabilities, projecting future requirements and assessing conditions of individual readiness is dependent on how well the HR Key Functions of PA, SR and PIM are executed. S-1s must execute each key function diligently, everyday (FM 1-0, 3-5 thru 3-9)
SHOW SLIDE: CHECK ON LEARNING
NOTE: Summarize the learning activity and conduct a Check on Learning. 26

27. Check on Learning
Q. What can HR leaders do during predeployment to support PRM? A.
Identify "hard" non-deployable Soldiers as soon as possible
Closely monitor/manage Physical Profiles and the MMRB/MEB/PEB process
Aggressively execute SRP requirements
Improve data accuracy
Update eMILPO non-availability module monthly while completing USR
Actively engage with HRC distribution manager for your unit
Q. What are some of the “key drivers” that affect PRM? A.
G-1 Rear Detachment Report
Non-Deployable Soldiers
Non-Available Soldiers
eMILPO Non-Available Deployment Tracking Module
Medical Protection System (MEDPROS)
MMRB / MEB / PEB
Warrior Transition Units (WTUs)
Soldier Readiness Program (SRP)
Mgmt of Derivative UICs (DUICs)
Direct BDE-Level Strength Mgmt
eMILPO Human Resource Authorization Report (HRAR)
Force Management System Web Site (FMSWeb)
Active Component Manning Guidance
HQDA MOS Substitution Message
SHOW SLIDE: CHECK ON LEARNING
NOTE: Summarize Learning Activity and conduct a Check on Learning.

28. Terminal Learning Objective
Action: Direct Personnel Readiness Management (PRM)
Condition: Given classroom instruction, practical exercises, access to applicable regulations, Army Manning Guidance, Personnel Policy Guidance (PPG) and awareness of Operational Environment (OE), variables and actors.
Standard: Demonstrate knowledge of PRM through classroom participation, practical exercises, and by scoring 70% or higher on a knowledge based exam that includes the following learning activities:
Communicate Army PRM policies.
Correlate PRM responsibilities at each echelon from battalion to Army G-1 level.
Communicate HQDA Army Manning Guidance and Army Force Generation (ARFORGEN) manning.
Communicate the Brigade Strength Management process.
SHOW SLIDE: TERMINAL LEARNING OBJECTIVE
NOTE: Restate the TLO.
SHOW SLIDE: BDE PRM PRACTICAL EXERCISE
LEARNING STEP / ACTIVITY 4 – PRACTICAL EXERCISE#1
Method of Instruction: Small Group Exercise
Instructor to Student Ratio – 1:15
Time of Instruction: 20 mins
Media Type: Student Handouts
Security Classification: Unclassified
LEARNING STEP / ACTIVITY 5 – PRACTICAL EXERCISE#2
Time of Instruction: 1 hr 30 mins
Utilize PE slides to walk through the how to conduct Bde PRM, and work through In-class PE together. Then hand out the full PRM PE.

29. Sustainable Readiness Model
TGOSC
26 AUG 2015

30. SRM EXORD Mission
Mission. Department of the Army implements a Sustainable Readiness Model (SRM) NLT 2017 that builds and sustains combat readiness to fight and win in a complex world by enabling our Army to generate forces to meet operational demands while remaining optimally postured to rapidly surge for unforeseen contingencies. Purpose. Enable the Army to meet operational demands while remaining optimally postured to rapidly surge for unforeseen contingencies. Key Tasks. See next slide End state. An enduring process that allows the Army to clearly see itself and provides the decision analysis capability to optimize resources and unit activity to minimize the risk to accomplish the Army’s mission.

31. What is the Sustainable Readiness Model?
Under ARFORGEN, the Army generated readiness in response to fixed deployment dates by systematically decrementing resources (manpower, equipment, training) from units following redeployment, leaving the Army with a diminished capacity for responding to unforeseen requirements beyond Iraq and Afghanistan.
The Sustainable Readiness Model provides Senior Leaders an improved understanding of current and projected readiness throughout the Army at a greater frequency than with previous models. Consequently, Army leaders will have greater flexibility in providing Army forces for global missions.
Key talking points include:
Changes the mindset of the Army’s leaders at every echelon away from predictable, fixed-date unit deployments to emphasizing the flexibility necessary for future, unforeseen contingencies – necessary to “win in a complex world”
Provides improved visibility on current readiness, on a quarterly basis, and forecasted readiness out to the next 3-4 years – “improves how we see ourselves” – and is expected to better inform programming
Provides Senior Leaders’ clear choices with expanded decision time frames, enabling a clear link to the programming and budgeting cycles while also allowing Senior leaders to reduce the time a unit needs to achieve its readiness goals
Empowers Senior Leaders, including Division and Corps Commanders, by improving the synchronization of unit readiness, assessment of readiness, planning of training, and understanding of the cost to achieve readiness
Improves how we assess and portray risk to include non-BCT enabler units and our ability to provide Army packaged capabilities like “set the theater” in support of the joint force.

32. Sustainable Readiness Model? Sustainable Readiness Model?
Why did we change to the
Sustainable Readiness Model?
Why did we change to the
Sustainable Readiness Model?
Our previous force generation and model – commonly known as Army Force Generation (ARFORGEN) – was a progressive model designed to generate manned, equipped, and trained formations to meet predictable deployment timelines for known requirements in Afghanistan and Iraq. ARFORGEN left the Army at risk in meeting unforeseen contingencies with trained and ready forces.
While the Army still has steady state requirements around the world, we must also maintain a surge capability to respond to unforeseen challenges and threats to our national security.
The Sustainable Readiness Model is an evolutionary step in the process by which we provide trained and ready forces as the Army’s contribution to the joint fight. By linking directly to the Army Operating Concept, SRM is designed to optimize available resources to generate higher levels of readiness across more formations in the Active, Guard, and Reserve components to enable the Army to meet its global requirements while simultaneously being prepared to respond to uncertainty around the world.

33. SRM EXORD Mission: Key Tasks
Identify and revise all Army policies and processes requiring alignment with SRM.
Revise AR Army Force Generation.
Establish operational demand model.
Establish readiness objectives for all AA reporting units FY 16 – 19.
Determine key inputs and model assumptions.
Finalize SRM module definitions and business rules.
Establish SRM Governance and integrate into HQDA battle rhythm.
Synchronize Army units FY 16 – 18.
Synchronize key Army actions (man, equip, train, sustain, fund, installation management, acquisition).
Identify key Decision Points to mitigate risk, address friction or exploit opportunities.
Assess residual risk.
Publish the Army’s force generation output as a driver for Army processes.
Educate the force and external audiences (OSD, Congress etc).

34. SRM vs ARFORGEN ARFORGEN SRM LAD based synchronization Predictable
Deployment based mindset culture
Predictable
Rolling 1-2 years planning horizon
Established cycles; reset, train / ready, available
AC: 3 year initially, then 2 year cycle
RC: 5 year cycle
Reset phase = readiness cliff
Progressive readiness linked to cycles
Manning / equipping just in time for MRE as goal
CTCs / MREs are culminating training events for available year or for mission
Synchronization to meet all demands and to optimize readiness for surge contingency
Contingency based mindset
Flexible
Rolling 3 plus years planning horizon
No fixed cycles except for RC
AC: no fixed cycles
RC: 5 year cycle for ARNG, 5 year cycle for USAR
Quarterly modules to identify periods of:
go to war decisive action readiness
allocation for mission or commitment
building readiness
declines in go to war readiness
No directed Reset; allows for conditions-based rebuilding of readiness
Sustained readiness; ie. Remain in the band of excellence as long as possible based on resources
Established readiness objectives for all AA reporting units
Manning and equipping goals to sustain readiness for longer periods of time
CTCs synchronized to align with command tours – not as culminating training events
MREs aligned as culminating training events for allocated forces for known operational missions

35. Army Force Generation: Adapting Over Time to Conditions
ARFORGEN (2004 – Today)
SUSTAINABLE READINESS
Win in a Complex World
Persistent Conflict
Globally Responsive, Regionally Engaged
Progressive Readiness Traits
Known, asymmetric threats
Predictable LADs (known demand)
Surge required less than C1/C2 level of readiness
Cyclical, progressive readiness with readiness cliff
Modular BCT centric force (AC/RC)
Unencumbered Corps / de-synched Divisions
Operationalized RC
RC post-mobilization focused
Just in time manning and equipping
OCO resourced
Sustainable Readiness Traits
Complex world, hybrid threats
Meet known and emergent demands
Remain optimally postured for C1/2 surge contingency
Maximize readiness while minimizing readiness cliffs
Modular Total Force (AC/RC); Army capability focused
Encumbered Corps and synched Divisions
Targeted increase of RC C2 level readiness
RC pre-mobilization focused; with post-mob plan
Normalized manning and synchronized equipping
Declining resource environment, must POM / Budget
CREATED: 15 MAY 13 UPDATED: 23 APR 14 SOURCE FILE: Book_of_Gen_DTG (U).pptx
PURPOSE: To show the maturation and essential differences between past, current and future model
UPDATES: [131209] – Made it a build slide, Changed- "Right Readiness Right Time" to "Total Force Ready at Right Time", Added- "Static" to "Have and Have Not's" and "Tiered" to "Dynamic Readiness", Changed- OSFP to "Limited Available"; [140328] – CG changed "Persistent Diligence" to "Persistent Vigilance" (pursuant Joint GO Forum); [140411] – Changed "Dynamic" to "Hybrid Model" to match Snr Ldr version (next slide); [140423] – Add yellow box and build;
NOTES:
FACER Info (CG – Joint GO Forum, Apr 2014)
Slide Purpose: Shows the most recent changes to the readiness model of its force generation concept in response to demand, conditions, and strategic guidance.
Key Points:
The US Army has generated forces since 1775 and has evolved the process and its readiness models as demand, operational conditions, and military strategies have changed.
[Sustained Model] – Following WW II and in response to a clear and active Soviet and communist threat, the US developed a static, tiered readiness methodology designed to prepare forces IAW war plan timelines to counter a peer capability. This approach and readiness model enabled the Army to sustain a large, standing force (augmented by the draft) even in periods of active peace to deter possible acts of large scale aggression and respond quickly to small scale, short-duration aggression – Static Posture.
[Progressive Model] – Shortly after the successful invasion of Iraq, the Army realized that the long-term regional conflicts in the CENTCOM AOR (with our other global commitments) required modification to the sustained, tiered readiness model. This evolution of force generation introduced the concept of progressive readiness. This new readiness concept is what gave rise to the term “Army Force Generation” and enabled the Army to effectively integrate the RC, RESET the Force and reorient unit training dynamically by incorporating lessons learned from the field into a unit's next readiness cycle. This created an Army that leveraged the Total Force, could sustain a very high-OPTEMPO and remain tactically agile in the face of a dynamic, asymmetric threat – Rotational Posture.
[Hybrid Model] – In 2011, the CSA directed FORSCOM to analyze and recommend an adaptation of the ARFORGEN readiness model in response to the assessment of: the Total Force (not all Army units needed to conduct progressive readiness – USFK); Future readiness needs (not all units must by C1); Anticipating changes to the OE; Train to both symmetric threats (return to DA) and asymmetric threat (don’t lose COIN skills); Maintain the Total Force; Expand support to all regions (RAF); Remain globally responsive; Reduce the Army’s end-strength and resources for force generation. This analysis resulted in a hybrid model based on both sustained readiness (Mission Force Pool on top) and progressive readiness (Rotational and Operational Sustainment Force Pools – bottom two). The new model also allows the Army to meter levels of readiness based on a resource and requirements assessment, readying forces to a "Limited Readiness" in the OSFP, while maintaining the ability to accelerate their readiness if requirements change –
FORSCOM Position / Message: FORSCOM, as the Army's Joint Conventional Force Provide and lead ARFORGEN headquarters will continue to improve and evolve the force generation process to ensure the Joint Demand is met by the Total Force, Ready at the Right time.
Gated resource strategy:
Readiness to meet known demand
Synchronized resource strategy:
Forecasted Readiness to meet known demand and posture for C1/2 surge contingency
DAMO-TR//As of 24 June 2015//v1

36. Definitions (1 of 2)
Component Modules: Component modules give further information about why a unit is in a basic module, allowing for more specific policy guidance and resource information for units in that component modules.
Prepare Components:
Prepare 1: Building Readiness. Units in this component module are executing their training strategy but have not achieved decisive action proficiency.
Prepare 2: Modernizing/Converting. Units in this component module are conducting modernization, reorganization, or conversion actions that prevent employment for decisive action.
Prepare 3: Un-resourced. Units in this component module do not have sufficient resources (personnel, facilities, funds, etc.) to execute their training strategy.
Prepare 4: Reset. Units in this component module do not have access to their equipment due to Reset.
Ready Components:
Ready 1: ALD The unit has achieved decisive action and is expected to be able to arrive at a specified point of embarkation within the specified time.
Ready 2: ALD The unit has achieved decisive action and is expected to be able to arrive at a specified point of embarkation within the specified time.
Ready 3: ALD The unit has achieved decisive action and is expected to be able to arrive at a specified point of embarkation within the specified time.

37. Definitions (2 of 2) Mission Components:
Prepare-To-Deploy-Order (PTDO): Units in PTDO components are validated for decisive action and expected to be able to deploy within a specified time frame and conditions set by the order. These components may be further specified for individual missions (e.g., the Global Response Force).
In-Place Response forces: Units that are forward deployed and allocated against the 0-day requirements for a high-priority Operation Plan are in these component modules. These components may be further specified for specific requirements dependent on mission and OPLAN (e.g., United States Forces – Korea or Operation SPARTAN SHIELD).
Committed Components:
Specific missions. All committed modules can be further specified based on assigned mission.
As of 26 August 2015

38. Sustainable Readiness Model Module Overview
Modules: Three descriptive 3-month modules
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
(C-level readiness C3/C4)
Prepare Module: service retained or assigned units preparing for mission who are C3 / C4 and not
executing an ordered mission
3 months
Ready
(C-level readiness C1/C2)
Ready Module: service retained or assigned units ready for immediate deployment by sustaining C1 / C2 levels of decisive action readiness. (ie. band of excellence)
3 months
Mission Module: allocated or assigned force demand units with an ordered mission. Units are differentiated by whether or not the mission requires C1 / C2 decisive action readiness.
Mission
(C1/C2 level readiness
less than C1/C2 level readiness (A1)
3 months

39. Sustainable Readiness Model
Module Labels
Basic Modules
Module Labels
PB:
Building Readiness
PT:
Transitory State
PL:
Limited Resources
Prepare
(C-level readiness C3/C4)
Ready
(C-level readiness C1/C2)
MP:
Prepare to Deploy Order (PTDO)
MA:
Mission Assigned
MD:
Assigned Forces Demand (AFD)
Mission
(C1/C2 level readiness)
less than C1/C2 level readiness (A1)
Labels enable activity and resource synchronization and provide visibility of Army unit and capability readiness

40. Operational Demand Model (Example)
Force Element
Inventory
Mission
Committed
Ready
Prepare AC NG AR
PTDO
In Place
11-30 Days
31-60 Days
61-90 Days
Corps Headquarters 3
Division Headquarters 10 8
CBRNE Operational HQs 1
Armored BCTs 9 7
Airborne BCTs 4
Infantry BCTs 20
Stryker BCTs
Combat Aviation Brigades 2
ADA Brigades 5
Patriot Battalions 15
THAAD Batteries
MLRS Battalion
HIMARS Battalion 12
Expeditionary Sust. CMDs
Sustainment Brigade HQs 11
Combat Sust. Spt. Bns 16 39 30
Expeditionary Signal Bns
Mission forces
Units in mission modules
Requirements:
Allocated Prepare-To-Deploy-Orders (PTDO) (including ALD 0-10 requirements)
In-place crisis response forces
Committed forces
Committed modules
Requirements:
GFMAP
EXORDs & Named Operations
Some Institutional Requirements
Ready forces
Units in ready modules
Requirements:
Divided in 30 day tranches by OPLAN ALD:
11-30 ALD
31-60 ALD
61-90 ALD
Can also reflect non-deployed GFMAP requirements (listed in the bin)
Preparing forces
Prepare modules
Requirements:
By exception (some modernization)
Balance of forces in inventory not in other modules
As of 26 August 2015 5

41. Sustainable Readiness Model (Example)
STB
QTR 1, FY16
QTR 2, FY16
QTR 3, FY16
QTR 4, FY16
QTR 1, FY17
OCT
NOV
DEC
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
PREPARE
MISSION: DCRF/C2CRE (FY16)
READY
COMMITTED OSS
 READY
 COMMITTED OSS
MISSION: PTDO GRF (14 Day) FY16
MISSION: GRF (FY 17)
MISSION: PTDO GRF (FY16)
INACTIVATION
COMMITTED MFO / TF-SINAI
MISSION
ARMY SUSTAINABLE READINESS MODEL
PREPARE
COMMITTED
READY