UNITED STATES ARMYSOLDIER SUPPORT INSTITUTEADJUTANT GENERAL SCHOOL

HUMAN RESOURCES TECHNICIAN WARRANT OFFICER ADVANCED COURSE

Interpret Unit Status Reporting Data

LESSON 805CHC4A104VERSION 3.0

LP LESSON PLAN LP

JULY 2020

U.S. ARMY SOLDIER SUPPORT INSTITUTEWarrant Officer Advanced Course

Module C - Man the Force

Interpret Unit Status Reporting Data

LESSON PLAN

Lesson: 6.0Lesson Author: CW4 Andrea A. Ebanks-JoynerDate prepared: JULY 2020

1. SCOPE: Interpret Unit Status Reporting Data is a 6.0 lesson that provides the students with an introduction to the core competency of Man the Force and the human resources (HR) key function of USR. This lesson analyzes the principles and standards of the Commander’s USR process including Category Levels (C-Level), Assigned Mission Levels (A-Level), Rating Scale, Mission Capability Assessments, Non-Available Categories, Personnel-Level Metrics and Data Points. Additionally, we will examine the enabling systems that impact USR including legacy systems, IPPS-A and the web-based NetUSR.

Students will reach the following lesson outcomes through assigned readings, actively participating in class, and completing the practical exercises:

Enabled to communicate the principles and reporting standards of USR provided in AR 220-1, Army Unit Status Reporting and Force Registration-Consolidated Policies and DA PAM 220-1, Defense Readiness Reporting System-Army Procedures.

Ability to compute Personnel-Level Metrics and analyze key HR data points.

Equipped to advise and teach subordinate HR professionals and Army Leaders on fundamental USR policies and procedures from an S-1 perspective.

Enabled to identify legacy systems (FY21: IPPS-A) functions that impact USR and identify corrective action(s).

Demonstrate analytical and critical thinking skills.

2. LEARNING OBJECTIVES:

TLO: Interpret Unit Status Reporting Data Action: Interpret Unit Status Reporting Data

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Condition: Senior HR Technicians in a classroom environment, given access to AR 220-1 Army Unit Status Reporting and Force Registration-Consolidated Policies, DA PAM 220-1 Defense Readiness Reporting System- Army Procedures, Personnel Readiness Summary Guide, ADP/ADRP 7-0 Training Units and Developing Leaders and awareness of Operational Environment (OE), variables and actors.

Standard: Students will meet the standards when they are able to interpret, analyze and brief USR data based on the following activities:

1. Analyze Personnel and Medical Readiness Deployability status of subordinate brigades.

2. Review USR Personnel Data for Subordinate Units.

3. Prepare USR Personnel and Medical Readiness USR Assessment Brief / Report for the commander.

Learning Domain: Cognitive

Level of Learning: Analysis

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.

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 3-11.4, Multiservice Tactics, Techniques, and Procedures for Nuclear, Biological, and Chemical (NBC) Protection, FM 3-11.5, Multiservice Tactics, Techniques, and Procedures for Chemical, Biological, Radiological, and Nuclear Decontamination.

Risk Assessment Level: Low

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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 3-34.5 Environmental Considerations and GTA 05-08-002 ENVIRONMENTAL-RELATED RISK ASSESSMENT.

3. ASSIGNED STUDENT READINGS: a. Study Requirements:

Study: (1) AR 220-1, Army Unit Status Reporting and Force Registration-Consolidated Policies, Chapters 4, 5, 7, 8, 9, 10 (48 pages) and Appendix C (3 pages)(2) DA PAM 220-1, Defense Readiness Reporting System-Army Procedures, Chapters 3, 5, 9, 10, 11, 12, 15 (56 pages)(3) ATP 1-0.1, S-1 Operations, Appendix D, pages D-2 (4) FM 3-0, Operations, Chapter 1 and Appendix A

Read: eMILPO User Manual, Version 4.7.8, Personnel Asset Visibility Report, Chapter 16.1 through 16.1.14 (32 pages)

Scan:(1) FM 1-0, HR Support(2) FM 4-0, Sustainment Operations(3) AR 600-8-6, Personnel Strength Accounting and Strength Reporting

b. Bring to Class: NA.

c. Be prepared to discuss the following in class: (1) USR reporting principles and standards.(2) S-1 staff responsibilities for USR reporting.(3) Personnel metrics and data points.(4) Determining unit Personnel-Level (P-Level)(5) Additional HR data points that must be reported (e.g., Assigned Strength, Turnover Percentage, etc.)(6) FM 3-0, Operations, Strategic Roles(7) FM 4-0, Sustainment Operations

4. INSTRUCTOR ADDITIONAL READING(S)/MATERIAL: NA

5. TRAINING AIDS, REFERENCES, AND RESOURCES:

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This lesson is taught in a small group classroom setting with the ability to project PowerPoint slides and multimedia. The CE works best when whiteboards or butcher paper pads are available with appropriate writing instruments. Additional resources are available digitally for students to reference on their laptops without having the need to print.

Appendix A: Assessment PlanAppendix B: List of Slides

6. CONDUCT OF LESSON:

a. Lesson Timeline:

30 minutes Concrete Experience: Army Personnel Deployability Summary 15 minutes Publish and Process10 minutes Break40 minutes Generalize New Information 10 minutes Break50 minutes Practical Exercise #1 (TBD)10 minutes Break50 minutes Generalize New Information 10 minutes Break50 minutes Practical Exercise #2 (TBD)30 minutes Generalize New Information 15 minutes Develop10 minutes Break50 minutes Apply – Practical Exercise #310 minutes Conclusion

NOTE: Adjust the Lesson Timeline as necessary to facilitate class schedule, your teaching style, and student learning. There are no time constraints during any particular phase of the ELM model.

NOTE: The purpose of this lesson is not to convey knowledge and move on – it is to get students thinking about the importance and complexities of USR. While topic slides do introduce knowledge for consideration, they are primarily designed to start discussions and constantly engage students, even in the GNI portion. The information covered in this lesson is basic, and even students with limited background can prepare for the lesson by completing the reading assignments.

Your purpose in this block of instruction is to ensure students understand the USR process and to facilitate discussion and critical thought of new information, and then to push students to the next level and have them apply their knowledge during the HR

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STAFFEX. Instructors must be thoroughly familiar with the topics and structure of the lesson to properly facilitate a small group. For each topic, ask students “Why is this important – particularly as you prepare for your next assignments?”

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b. Concrete Experience (10 min):

Slide 1: Concrete Experience Focus: The concrete experience serves as a trigger of experience and knowledge, as a focusing mechanism for the lesson that follows, and as a support for teaching new content.

CONCRETE EXPERIENCE

1. Break the students into groups and share their experiences with tracking, reporting, and managing unit readiness. (15 minutes)

2. Have each group record their responses. Afterwards, group will select a group leader to share commonalities and differences regarding their experiences with class.

c. Publish and Process (15 min): This phase is student-centered and instructor facilitated.

The “publish” portion is a short discussion on how group members felt during their experience of generating data. This phase focuses on the group dynamics during the exercise and NOT intended to be a discussion of the content generated. This can be kept short; once the group moves to “process,” they will likely continue to add to “publishing” type information. Do not let the group jump straight to content. When well facilitated, publishing is a good method to relate a discussion of interpersonal communication and group dynamics to the broader topic of leader competencies described in ADP/ADRP 6-22, Army Leadership.

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Questions the instructor may ask to assist in the publishing phase:

What happened? How did you feel about that?

Who had a similar or different experience, and why? Were there any surprises?

Did anyone have a hard time contributing? Why? (Knowledge, group dynamics, etc.)

Was everyone engaged in the process, or were some trying to dominate? If a “dominator” personality exists, how can you ensure participation and commitment of everyone towards shared knowledge and understanding?

The “processing” phase now allows the group to talk about the data they generated. Discussion and questions are directed toward making sense of the data for the individual and the group. Since the CE questions for each group are the same, one technique for discussing information may be to go back and forth to see if the groups had different answers or have one group provide their answers to all questions and then move on to the second group and then contrast/compare.

Questions the instructor may ask to assist in publishing: (Intent is to push critical thinking. Push students to defend their answers – allow students to hash out ideas).

How did you approach this problem? What does it mean to you? (This gets at affective learning and how students find the material relevant from their experiences).

After you figured out where to start did it triggered related ideas? (If yes, have them show examples. This shows the interrelatedness of the materials in a larger process).

How did you determine which step or calculation should occur first? (There may be no right answer to their list, but the more interesting development would be if there is a disagreement between group members. Have them discuss their differences in thought).

Did the CE demonstrate that Unit Status Reporting is a complex process and requires a methodical approach?

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d. Generalize New Information (40 min): Although instructor facilitated, this lesson is designed for maximum student involvement and discussion.

SHOW SLIDE 2: Title Slide – Interpret Commander’s Unit Status Report (CUSR) Data

Slide 2: Title SlideNote: Transition Slide.

SHOW SLIDE 3: Terminal Learning Objective (TLO)

Slide 3: Terminal Learning Objective Focus: Review Learning Objective and Assessment Plan.

Army Learning Area (ALA): The ALA provides a framework to assist in grouping General Learning Outcomes (GLO). The learning areas foster the tenets of leader development and the vocation of the profession, emphasize human dimension, and stress empowering subordinates through well-structured intent in Mission Command. This lesson has the following ALAs and GLOs:

1) ALA: Mission Command

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a. GLO: Soldiers and Army Civilians demonstrate proficiency in mission command staff tasks.

b. GLO: Soldiers and Army Civilians demonstrate proficiency in the mission command system.

2) ALA: Human Dimensionsa. GLO: Soldiers and Army Civilians demonstrate proficiency in communications

skills.b. GLO: Soldiers and Army Civilians demonstrate proficiency in cultural

awareness, cross-cultural competencies in the strategic environment of 2025 and beyond.

3) ALA: Professional Competencea. GLO: Soldiers and Army Civilians support Army policies, programs, and

processes.b. GLO: Soldiers and Army Civilians are technically and tactically competent.

Refer Students to FM 3-0, Operations. FM 3-0, Operations, covers large scale combat operations. Once FM 1-0, Human Resources Support is updated and FM 4-0, Sustainment Operations is implemented, they will align with FM 3-0. Therefore, some of the information presented during this course may change. Until regulations change, the information presented is valid.

Refer students to paragraph 1-4, to understand FM 3-0’s description of Large-scale combat operations.Large-scale combat operations are intense, lethal, and brutal. Their conditions include complexity, chaos, fear, violence, fatigue, and uncertainty. Future battlefields will include noncombatants, and they will be crowded in and around large cities. Enemies will employ conventional tactics, terror, criminal activity, and information warfare to further complicate operations. To an ever-increasing degree, activities in the information environment are inseparable from ground operations. Large-scale combat operations present the greatest challenge for Army forces.

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Refer students to FM 3-0, Operations, Figure 1-4. Figure l-4 shows the Army's strategic roles.

IAW Paragraph 1-143, During LSCO, deployments will be conducted at Corps level with Divisions, Brigades and other units as identified by the operational order, deploying in support of the Corps’ mission. This means Corps will be supporting a Theater Army Organization. During LSCO, USR Preparation Operations is a continuous process that should be molded during SHAPE for theater operations and perfected throughout all strategic roles. Effective and efficient USR Operations, contributes to units’ ability in executing their assigned mission.

Review the definition of SHAPE to highlight its importance during LSCO and how USR operations contributes to ensuring units are ready to execute their duties during the various strategic roles. Emphasize that all the strategic roles are important; however, SHAPE will be reviewed because it ensures the successful execution of the other roles.

Shape: paragraph 1-62.

Army operations to shape bring together all the activities intended to promote regional stability and to set conditions for a favorable outcome in the event of a military confrontation. Army operations to shape help dissuade adversary activities designed to achieve regional goals short of military conflict. As part of operations to shape, the Army provides trained and ready forces to geographic combatant commanders (GCCs) in support of their theater campaign plan. The theater army and subordinate Army forces assist the GCC in building partner capacity and capability and promoting stability across the AOR. Army operations to shape are continuous throughout a

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GCC's AOR and occur before, during, and after a joint operation within a specific operational area.

Refer Students to FM 3-0, Appendix A, Command and Support Relationships.

Highlight to the students that your organization’s command and support relationships with other organizations are vital during LSCO. Depending on the deployment location and the mission the unit is supporting, units command relationships may change. Working with your unit’s S3/G3, can assist S1/G1 in identifying the reporting hierarchy (upper/lower echelons). An OPORD will identify a unit’s reporting hierarchy during a contingency operations.

A-1. Establishing clear command and support relationships is a key aspect of any operation. Large-scale combat operations present unique and complex challenges that demand well defined command and support relationships among units. These relationships establish responsibilities and authorities between subordinate and supporting units. Some command and support relationships limit the commander's authority to prescribe additional relationships. Knowing the inherent responsibilities of each command and support relationship allows commanders to effectively organize their forces and helps supporting commanders understand their unit's role in the organizational structure.

Review Table A1, Command Relationships.

FM 4-0, Sustainment Operations, Appendix A and Appendix B

FM 4-0 discusses the strength reporting, which is a part of USR, as vital to sustainment operations and LSCO because it reflects the combat power of a unit. The regulation states the following about strength reporting.

Strength reporting is the process of using by-name data to create a numerical end product. Strength reporting is conducted at all levels of command (G-1 and S-1). The personnel strength reporting process starts with by-name strength related transactions submitted at battalion or separate unit-level and ends with personnel database updates at all echelons of command. Strength reports reflect the combat power of a unit and are used to monitor unit strength, prioritize replacements, monitor deployable/non-deployable personnel, execute strength distribution, and make tactical and HR support decisions.

USR Introduction

INTRODUCTION. Determining, analyzing, and reporting the readiness of our units is one of many important responsibilities we have as human resources (HR) professionals. Readiness reporting of military forces is actually required by law. The Secretary of Defense, the Chairman, Joint Chiefs of Staff, and the Secretary of the Army establish the processes, methodologies, and information technology systems for determining and

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reporting the readiness of our armed forces according to Title 10, United States Code. Specific readiness status reporting requirements are further established for Army units, organizations and installations.

Unit Status Reporting is part of this process. Today, we are going to review USR policy and regulatory guidance, reporting requirements, and discuss the role and responsibilities of the HR professional.

NOTE: Pacing of the GNI phase relies on student interaction. The intent is for the group to discuss the topics presented, and by expressing the importance of these subjects in terms of their own knowledge and experience, to thereby attach “relevance” to the material. The goal is not to just get through the slides. “Hard data” content varies from topic to topic, and when information is provided, it is mainly to serve as anchor points for discussions requiring thinking that is more critical.

Although there are many questions related to the material that may have “right” answers, facilitators should push students to explain why an answer is “right,” or why one answer may be better than another may. Occasionally, students will disagree with you or one another, which is expected – encourage professional discussion that relies on critical thinking. Learners are more likely to remember these interactions than a bullet on a slide.

SHOW SLIDE 4: Bottom Line up Front

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Slide 4: Bottom Line up FrontFocus:

Readiness is my #1 priority.”GEN Mark A. Milley, CSA

KEY POINTS• The culture of Readiness in the Army is changing. • Commanders and health care providers are collaborating to improve the

health, welfare, and deployability of Soldiers.• Personnel Readiness and Medical Deployability Transformation supports the

Chief of Staff’s #1 priority.• This effort is both revolutionary and evolutionary in all aspects. The overhaul

is essential and highly impactful. • The S-1 plays a key role assisting and supporting commanders and

healthcare professionals.

SHOW SLIDE 5: Medical Readiness Classes (MRC)

Slide 5: Medical Readiness Classes (MRC)Focus:

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The following are the new Medical Readiness Classes (MRCs) and Deployment-Limiting (DL) codes. The simplified MRCs include only two categories of Soldiers who are not medically ready to deploy: MRC 3 and MRC 4. MRCs 3A and 3B were consolidated into the new MRC 3, which will include seven new DLs to increase transparency and detail. Commanders are required to determine whether Soldiers with MRC 3, DL 1 and 2 and MRC 4 medical conditions are deployable. These determinations will remain in the Commander’s Portal for revalidation every month.

MRC 1. This class of Soldiers is fully medically ready and deployable, and includes individuals with temporary profiles up to 7 days in length. This class also includes Soldiers with completed medical or administrative board actions who have no deployment-limiting physical category codes and have:(1) Returned to duty without any board indicated; or(2) Had their area of concentration (AOC)/military occupational specialty (MOS) reclassified; or(3) Received a U.S. Army Physical Disability Agency Fit Memorandum, which documents that the Soldier received a “fit” finding from a Physical Evaluation Board.

MRC 2. This class of Soldiers is partially medically ready and deployable, and includes Soldiers with profiles from 8 to 14 days in length. MRC 2 Soldiers include those whose vision or hearing is classified as class 4 (MRC 2 are deployable in MODS).

MRC 3. This class of Soldiers is not medically ready and will default to nondeployable.(1) Within this class of Soldiers, commanders will determine in the Commander’s Portal whether a Soldier with DL code 1 or 2 is deployable after reviewing the Soldier’s physical profile. Medical conditions that cause Soldiers to be coded as DL 2 must be corrected before the Soldiers can deploy.(2) Additionally, Soldiers with DL 7 codes are not medically ready and cannot deploy without a waiver from the combatant commander.

MRC 4. This class of Soldiers is not medically ready and will default to nondeployable unless a commander determines in the Commander’s Portal that a Soldier is deployable. Commanders are required to resolve any medical deficiencies before a Soldier’s deployment. Each month, commanders will evaluate and determine whether Soldiers in this class are deployable and will make every effort to address the underlying causes of a Soldier’s indeterminate MRC 4 status.

SHOW SLIDE 6: Deployment-Limiting Codes

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Slide 6: Deployment-Limiting CodesFocus: Review Deployment-Limiting Codes. Facilitate discussion and answer any questions, as needed.

SHOW SLIDE 7: Non-Deployable Categories and Reason Codes

Slide 7: Non-Deployable Categories and Reason CodesFocus: Review Non-Deployable USR Categories and Reason Codes. Facilitate discussion and answer any questions, as needed.

NOTE: Not all categories and non-availability reason codes will apply to every force structure component. Refer to Table 5-1, DA PAM 220-1, to review notes and exceptions to determine personnel availability.

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SHOW SLIDE 8: Commander’s Unit Status Report (CUSR)

Slide 8: Commander’s Unit Status Report (CUSR)Focus:

The CUSR is intended to be a “commander’s report,” reflecting the commander’s personal judgments and assessments regarding the mission readiness of the unit.

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a. Reports are prepared by commanders or their designated representatives and routinely submitted through administrative control (ADCON) channels to HQDA.

b. The CUSR is not a performance report card and should not be used as a tool to evaluate or compare the accomplishments of organizations or those of their commanders.

c. All commanders at all times will submit timely, accurate and complete reports that neither exaggerate nor mask their units’ readiness deficiencies.

d. No commander is expected to report readiness levels that are inconsistent with resources made available to the unit.

e. ADCON authorities at higher levels will review reports to ensure that they comply with regulatory requirements.

SHOW SLIDE 9: USR Reporting Basics

Slide 9: USR Reporting BasicsFocus: USR reporting requirements and measured areas

NOTE: Reference AR 220-1, Chapters 4 and 10.

Reporting Units - Designated MTOE and TDA units submit periodic reports in accordance with the policy guidance contained in the AR 220-1. These reports reflect the measured unit commander’s assessment of his or her unit’s overall status determined by using established procedures to compare selected personnel, equipment, equipment readiness, and training factors to wartime or primary mission requirements for which the unit is organized or designed. These reports are reviewed

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by commanders at higher levels and are placed into the Army’s readiness reporting system via NetUSR and the DRRS-A database.

MTOE Units: All MTOE units with UICs ending in AA, to include (1) MTOE battalions, separate companies, separate detachments, or equivalent size units (parent units), that are organic to or included in the designed/established structure of a corps headquarters, division, regiment, separate brigade or Army special operations forces (ARSOF) groups, regiments and commands and modular designed combat brigades, support brigade, division headquarters, and so forth and; (2) MTOE units not organic to or part of the designed/established structure of one of the major units/headquarters described above.

TDA Units: All TDA units with UICs ending in AA (except bands and other TDA units for which special provisions apply), that are deployable or apportioned in a Joint operations plan or contingency plan, and USAR medical (including augmentation) units will report against the unit’s current TDA requirements authorizations in accordance with Figure 2–1 of AR 220-1, unless they have been specifically exempted from reporting by the parent responsible ACOM/ASCC/DRU and/or DARNG/NGB, when applicable ACOM.

For more information outlining the details for required reporting, please see Table 3-1 of the DA Pam 220-1.

SHOW SLIDE 10: Types of Reports

Slide 10: Types of ReportsFocus: There are four types of reports: Regular, Validation, Deployed, and Change

NOTE: Refer students to DA PAM 220-1, table 3-1, for detailed explanation of all reports.

NOTE: Refer students to DA PAM 220-1, table 3-1, for detailed explanation of all reports.

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There are four types of reports: regular, validation, deployed and change

Regular Reports:

(1) Full report routinely submitted monthly by NON-DEPLOYED COMPO 1 units, by NON-DEPLOYED RC units while on active duty status, and by designated RC units when directed or following their formal alert for deployment. Other NON-DEPLOYED RC units that are not on active duty status routinely submit this report quarterly. (2) When the unit commander chooses or when directed by ADCON authorities at higher levels, deployed units (COMPO 1 and RC) can submit a Regular report.

Validation Reports: Intra-quarterly report routinely submitted by designated Generating Force units, APS custodians and by USAR and ARNG units that are not mobilized or on active duty status. May be submitted by the unit only if no changes to the measured area levels, the overall readiness levels, the Y/Q/N METL assessments, or the overall Y/Q/N capability assessments have occurred since the last report.

Change Reports: Change reports must have an “as of date” (RICDA) other than the 15th of the month and are submitted to report a change or update to the previously reported readiness status data or information of a reporting unit. Status changes requiring the submission of a change report include: any change to an overall readiness status level (that is, C–Level, A–Level or CBRN-level) or overall capability assessment (Y/Q/N); any change to a measured area level (PSRT-levels, AMM level, AME level, CBRN S-Level or CBRN T–Level), even if the unit’s overall readiness/ capability assessment does not change; and any change in the unit’s mission status. Change reports are required to be submitted within 24 hours of the event requiring the change report. When applicable, change reports can differ in format and type from the previous report or the change report can replicate most of the data contained in a previousreport, except for the changed status data and the new “as of date.”

Deployed Reports: Abbreviated report meeting the minimum information and status reporting requirements that is routinely submitted monthly by a DEPLOYED unit. The levels of the measured resource areas (PSRT) and the overall levels are subjectively assessed.

Composite Reports: Are roll ups of the components parts of larger organizations (such as divisions). They provide a status of major (FF Level) units, such as divisions, ACRs and separate enhanced brigades.

Installation Status Report: Quarterly special report submitted by designated Army installations; measures the facility’s infrastructure readiness based on physical capitalized infrastructure measurements contained in the ISR.

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DUIC Special: Abbreviated special report for deployed/non-deployed ad-hoc elements or entities.

Generating Forces Short Report: Modified special report submitted quarterly by non-deployable TDA (Generating force) units that have no authoritative data available IAW guidance from HQDA (DAMO-ODR).

SHOW SLIDE 11: USR Security Classification

Slide 11: USR Security ClassificationFocus: Security Classification for USR

NOTE: Reference AR 220-1, Chapter 11

The classification requirements for CUSRs and the CUSR data in the DRRS-Army database are based on the number and type of reporting units and the amount and type of sensitive information or data in the CUSR that require protection from unauthorized disclosure.

Minimum Classification of the CUSRs of MTOE units and organizations.

• SECRET when the CUSR is a report submitted by a MTOE organization at the brigade level and above, to include the major units and major headquarters.

• SECRET when more than one battalion or five or more separate MTOE company/detachment-size units (AA-level UIC) are represented or reflected in the report.

• CONFIDENTIAL for all reports not classified SECRET in accordance with the guidelines above.

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The security classification of CUSRs submitted by TDA units, organizations and installations is CONFIDENTIAL, unless a higher level of security classification is specifically prescribed.

SHOW SLIDE 12: CUSR Report Levels Group Activity

Slide 12: CUSR Report Levels Group ActivityFocus: Break Students into groups and have them research/discuss the different CUSR report levels.

SHOW SLIDE 13: Commander’s Unit Status Report

Slide13: Commander’s Unit Status ReportFocus: Commander’s reporting assessments:

• C-Level• A-Level

NOTE: Reference AR 220-1, Chapter 4.

NOTE: “Full-Spectrum Operations” (FSO) is still used in AR 220-1 even though the term is now obsolete and replaced by “Unified Land Operations.”

C-Level is an overall readiness assessment that reflects the unit‘s ability to accomplish core functions, provide designed capabilities, and execute the standardized FSO METL. The assessment is derived from four measured areas (PSRT) that indicate the availability status of resources (personnel and equipment) and unit training proficiency

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measured against the designed capabilities derived from the unit‘s MTOE or TDA. The C-Level assessment is the worst case of the four measured resource areas (PSRT) and can be subjectively upgraded or downgraded by the commander to reflect the commander‘s professional experience and judgment (paragraph 4-5, AR 220-1, explains the restrictions on subjective changes). To meet Joint Staff and DOD reporting requirements, all Army units are required to assess and report their C-levels on a monthly basis.

A-Level. The A-Level is an overall readiness assessment that reflects the unit‘s ability to accomplish its assigned mission. The A-Level contains measured resource areas that indicate the availability status of resources (personnel and equipment) measured against the assigned mission requirements that have been established or conveyed by the Army Tasking Authority. If the unit is preparing for or executing an assigned mission encompassing all of its core functions and designed capabilities, then the A-level and C-level will coincide. Note that an A-level is determined and reported only for one assigned mission. Units with more than one assigned mission will establish the primary assigned mission, determine, and report the A-Level for the primary assigned mission only. See appendix C, AR 220-1, for detailed provisions for determining and reporting the A-Level. Commander’s Subjective Upgrades and Downgrades. Modifications to the levels determined for the individually measured resource areas (i.e., P, S, R and T) are not allowed. However, the commander can subjectively adjust the C-level or the A-level initially established for the unit that is based the lowest (worst case) level computed for the associated measured resource areas. The commander will compare the initial C-level or A-level determination to the C-level and A-level definitions in para 4-6, respectively, and then, if necessary, subjectively upgrade or downgrade this initial C-level or A-level to align the C-level or A-level reported with the definition that most closely matches his overall readiness assessments (See para 4-5, AR 220-1, for specific policy guidance).

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SHOW SLIDE 14: Assigned Mission Levels (A-Level)

Slide 14: Assigned Mission Levels (A-Level)Focus: Assigned Mission Levels (A-Level) definitions

NOTE: Reference AR 220-1, Appendix C and DA PAM 220-1, para 3-5

The A-level is an overall readiness assessment that reflects the unit‘s ability to accomplish the assigned mission and those tasks on its METL that are specifically associated with the assigned mission.

The A-level contains measured resource areas that indicate the availability status of resources (personnel and equipment) measured against the resource requirements for the assigned mission that have been established or conveyed by the Army Tasking Authority.

If the unit is preparing for or executing an assigned mission encompassing all of its core functions and designed capabilities, then the A-level and C-level will coincide.

SHOW SLIDE 15: Category Levels (C-Level)

Slide 15: Category Levels (C-Level)Focus: Category Level (C-Level) definitions

NOTE: Reference AR 220-1, para 4-4a and DA PAM 220-1, para 3-5

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Category Levels. The C-level assessment for the reporting unit is determined and reported by the unit commander to indicate the ability of the unit and its overall readiness to accomplish its core functions and to provide its designed capabilities. Valid entries for the C-level are numeric values: "1," "2," "3," "4" or “5”. The following definitions apply.

(1) C-1 level indicates the unit possesses the required resources and is trained to undertake the mission for which it is designed. The status of resources and training will neither limit flexibility in methods for mission accomplishment nor increase vulnerability of unit personnel and equipment. The unit does not require any compensation for deficiencies.

(2) C-2 level indicates the unit possesses the required resources and is trained to undertake most of its mission for which it is designed. The status of resources and training may cause isolated decreases in flexibility in methods for mission accomplishment but will not increase the vulnerability of the unit under most envisioned operational scenarios. The unit would require little, if any, compensation for deficiencies.

(3) C-3 level indicates the unit possesses the required resources and is trained to undertake many, but not all, portions of the mission for which it is designed. The status of resources or training will result in a significant decrease in flexibility for mission accomplishment and will increase the vulnerability of the unit under many, but not all, envisioned operational scenarios. The unit would require significant compensation for deficiencies.

(4) C-4 level indicates the unit requires additional resources or training to undertake its designed mission, but it may be directed to undertake portions of its mission with resources on hand.

(5) C-5 level indicates the unit is undergoing a service-directed resource action and is not prepared, at this time, to undertake the full spectrum mission for which it is designed. HQDA employs the force development process with the goal of "standing-up" units at the overall level of C-3 or better. In many cases, actions impacting on unit status can be synchronized so that transitioning units can shorten the time period in C-5 status or avoid C-5 status entirely (NOTE: DISCUSSED IN DETAIL ON NEXT SLIDE).

(6) Level 6 indicates that one or more of the measured areas are not measurable, or by Service direction is not measured. (For example, the equipment readiness of a unit cannot be measured because a civilian contractor performs maintenance for the unit or the unit is an Opposing Force (OPFOR) unit at a training center that has no organic

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reportable equipment). Level 6 is not used as an overall category level. Although unmeasured areas are not reportable for USR purposes, commanders remain responsible for accountability and management of any Army personnel and equipment.

SHOW SLIDE 16: Category Level C-5

Slide 16: Category Level C-5Focus: Special reporting category C-5 and when units may report.

NOTE: Reference DA PAM 220-1, para 3-5 (5b)

Normally, units are not permitted to report C-5. C-5 is used when there are substantial changes to unit organization, equipment or mission. Reporting a unit C-5 requires approval from the reporting unit’s Major Army Command. Level 6 reports are only used when one or more measurable areas cannot be measured.

C-5 units are restricted to the following:

• Units that are reconstituting following deployment or that are undergoing activation, inactivation, conversion, or other HQDA-directed resource action.

• Units that are not manned or equipped but are required in the wartime structure (that is, COMPO 4 units).

• Units placed in cadre status by HQDA.

• Lifecycle management (LM) units while in the RESET force pool.

• Units specifically directed to report C-5 by HQDA (DAMO-ODR).

SHOW SLIDE 17: The Four Tier Rating Scale

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Slide 17: The Four Tier Rating ScaleFocus: The metrics for the “four tier” rating scale for unit readiness status measurements and assessments.

NOTE: Reference AR 220-1, para 4-6 and DA PAM 220-1, para 3-5.

The following metrics comprise the “four tier” rating scale for unit readiness status measurements and assessments. Note that level 5 and level 6 are exceptional values reported in place of level 4 or only when special circumstances apply, respectively.

“1” The unit possesses the required resources and is trained to accomplish or provide the core functions and fundamental capabilities for which it was designed or to undertake the mission it is currently assigned. The status of resources and training in the unit does not limit flexibility in methods to accomplish core functions or assigned missions nor increase vulnerability of unit personnel and equipment. The unit does not require any compensation for deficiencies.

“2” The unit possesses the required resources and is trained to accomplish or provide most of the core functions and fundamental capabilities for which it was designed or to undertake most of the mission it is currently assigned. The status of resources and training in the unit may cause isolated decreases in the flexibility of choices to accomplish core functions or currently assigned missions. However, this status will not increase the vulnerability of the unit under most envisioned operational scenarios. The unit will require little, if any, compensation for deficiencies.

“3” The unit possesses the required resources and is trained to accomplish or provide many, but not all, of the core functions and fundamental capabilities for which it was designed or to undertake many, but not all, portions of the mission it is currently assigned. The status of resource and training in the unit will result in significant decreases in flexibility to accomplish the core functions or the assigned missions and will increase vulnerability of the unit under many, but not all, envisioned operational scenarios. The unit will require significant compensation for deficiencies.

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“4” The unit requires additional resources or training to accomplish or provide the core functions and fundamental capabilities for which it was designed or to undertake the mission currently assigned; however, the unit may be directed to undertake portions of the assigned mission with resources on hand (available).

“5” The unit is undergoing a HQDA-directed resource action and/or is part of a HQDA directed program and is not prepared to accomplish or provide the core functions or fundamental capabilities for which it was designed. Units report C-5 IAW the policy and procedures established in para 4-8. Level 5 is not applicable to A-level reporting.

“6” Level 6 is applicable to the measured areas only (see para 4-3). It indicates that a measured area is not measurable, or by HQDA direction, is not measured.

SHOW SLIDE 18: Mission Capability Assessments

Slide 18: Mission Capability AssessmentsFocus: The metrics for the “three tier” rating scale used by all measured units to report their MET capabilities assessments.

NOTE: Reference AR 220-1, para 4-7 and DA PAM 220-1, para 9-2.

The “three tier” rating scale will be used by all measured units to determine and report their Mission Essential Task (MET) capability assessments as explained para 4-2, AR 220-1. Additionally, the “three tier” rating scale will be used by those units that, due to exceptional circumstances, are required to report overall readiness or capability status for assigned missions that are in addition to the primary assigned mission (see para 4-4).

The three tier rating scale is used by combatant commanders and by Office of the Secretary of Defense (OSD) for operational and resourcing decisions and to brief Congress on Joint readiness matters.

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While the T/P/U assessments established in ADRP 7-0 measure the unit’s training proficiency for its METL tasks, the Y/Q/N task capability assessments required by OSD Defense Readiness Reporting System (DRRS) are intended to reflect a unit’s actual potential to perform the task.

SHOW SLIDE 19: Key Terms

Slide 19: Key Terms

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Focus: Discuss the definition of each term with students

NOTE: Reference FM 1-0

Required strength. The required strength is established by the data entered in the requirements column of the unit‘s formal requirements and authorization document (MTOE or TDA). The required strength is the baseline (that is, the denominator) for each of the three P-level metrics.

The United States Army Force Management Support Agency (USAFMSA) provides timely and accurate documentation of all Army organizations to include the mission, requirements, and authorizations for personnel and equipment through Force Management System Web (FMSWeb). FMSWeb is updated nightly and 3 times per day.

Assigned strength. Assigned strength for AC units equals the accountable strength of the latest personnel control number (PCN) (AAA–162, Unit Personnel Accountability Report), adjusted to the "as-of" date of the status report by adding gains and subtracting losses occurring since the date of the unit strength RECAP, part II. Reports from SIDPERS ARNG and TAPDB–R USAR are used to obtain assigned strength data for RC units.

Available strength. For CUSR purposes, the available strength is the portion of the unit's assigned strength and attachments, to include individual Soldier augmentations that are considered available for deployment or employment with the unit to accomplish the core functions/designed capabilities for which the unit is designed.

The available strength percentage is determined by dividing the available strength by the required strength.

The available strength percentage is a P-level metric.

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SHOW SLIDE 20: Personnel Metrics and Data Points

Slide 20: Personnel Metrics and Data PointsFocus: Metrics for determining P-Level

NOTE: Reference AR 220-1, Chapter 9

We report on specific personnel readiness metrics when calculating the P-Level metrics. The three metrics that go into determining the P-Level are (1) Available Strength; (2) Assigned MOS Skills Match (3) Available Senior Grade Strength by category.

Note: Assigned military occupational specialty skills match (ALARACT 110-2013).The assigned military occupational specialty (MOS) skills match percentage reflects those assigned and attached Soldiers, who possess the training and skills necessary to perform effectively in the duty position in which the soldier currently serves within the unit. The assigned MOS skills match percentage is calculated by dividing the number of assigned by the required strength for the respective duty position (grade/MOSC requirement) on the unit's formal authorization document (MTOE or TDA). The Soldier's qualification status is determined in accordance with the provisions of this paragraph and DA PAM 220-1, section 5-5. Only the Assigned MOS skills match percentage is a factor applicable to the P-level metric, the Available MOS skills match percentage is a CUSR data point (see paragraph h). For the CUSR purposes, MOSQ Soldiers serving against a duty position (grade/MOSC requirement) in excess of the number of Soldiers required for that duty position will not improve the Assigned MOS skills match percentage calculation (that is 100 percent assigned MOS skills match is the highest percentage allowed for each strength calculation by required duty position.)

It is important to understand that the USR “Least Common Denominator” logic also applies to the sub-elements of each reportable area. That is, the P-Level will be as low as the lowest of these three areas. In determining these three, you will of course need to know your required (authorized) strength, and your assigned (and attached/detached)

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strength. You will also report other data points (e.g., turnover percentage) and provide a number of additional reports that support the assessment. Major reporting units (“FF” level units) will sometimes add additional command-directed reporting requirements.

For the purpose of explaining readiness status reporting requirements and especially for establishing policy guidelines for the security classification of readiness status information and data, various measurements and assessments addressed in this regulation are described as either “metrics” or “data points.”

Metrics are the readiness status measurements or assessments accomplished IAW the criteria established by this regulation that directly support the calculations or the determinations of the resource measurements, capability assessments, and/or the overall assessments that are required to be reported.

Data points are the measurements, assessments or facts that do not directly support the calculations or the determinations of the resource measurements, capability assessments, and/or the overall assessments; data points provide specific information required for management oversight or trend analysis at higher levels and/or are established for the commander‘s reference or subjective consideration while determining assessments.

SHOW SLIDE 21: Determining the P-Level

Slide 21: Determining the P-LevelFocus: Determining P-Level

NOTE: Reference AR 220-1, para 9-2b.

The Personnel level (P-level) reported by the measured unit will coincide with the lowest level determined for the:

• Available strength percentage• Assigned MOS Skills Match

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• Available senior grade composite level

The personnel level must be determined IAW these criteria and procedures and cannot be subjectively upgraded. Requirements for comments and other information and data are explained in DA Pam 220-1 and the NetUSR User‘s Guide and user help screens.

SHOW SLIDE 22: Available MOSQ

Slide 22: Available MOSQFocus: Available MOS Qualified personnel.

NOTE: Reference AR 220-1, para 9-2e

The available MOSQ strength by duty position reflects those assigned and attached Soldiers who are currently available and possess the training and skills necessary to perform effectively in the duty positions to which they are currently slotted. The available MOSQ percentage by duty position is calculated by dividing the number of assigned and attached Soldiers considered MOSQ for their duty positions and currently available by the required strength.

For CUSR purposes, a Soldier possessing the required MOS (includes either additional MOSC or SMOS) indicated in the unit‘s formal requirements and authorizations document (MTOE or TDA) for his current assigned duty position or who holds one of the MOS‘s formally designated and directed for substitution by HQDA (DAMO-FMF) will be counted as qualified in the available MOSQ by duty position level metric. Required MOS‘s by duty position are indicated in the unit‘s formal requirements and authorizations document (MTOE or TDA).

Unless specified otherwise by HQDA (DAMO-ODR or DAMO-FMF) for CUSR purposes, this MOS qualification by duty position is applicable to a Soldier serving in a duty position up to two grades higher or one grade lower than the Soldier‘s current grade and for officers and warrant officers serving one grade higher and one grade lower than their current grade.

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Both the availability and qualification for the assigned duty position are factors applicable to this P-level metric. Note that assigning available and MOSQ Soldiers to a duty position in excess of the number of Soldiers required for that duty position will not improve this strength calculation (that is 100% available and MOSQ is the highest percentage allowed for each strength calculation by duty position.)

SHOW SLIDE 23: Available Senior Grade

Slide 23: Available Senior GradeFocus: Available Senior Grade personnel.

NOTE: Reference AR 220-1, para 9-2f

Available senior-grade composite level. The available senior grade composite level is the level resulting from the aggregation of the discrete levels determined for each of the five categories of senior grade personnel-- junior NCO (E5 – E6), senior NCO (E7 – E9), warrant officer (WO1 – CW5), junior officer (O1 – O3) and senior officer (O4- O6).

An available senior grade strength percentage is determined for each applicable senior grade category by dividing the number of available senior grade personnel in the category by the number of senior grade position requirements applicable to that category. The senior grade requirements for each category are derived from unit‘s formal requirements and authorizations document (MTOE or TDA).

Both the availability status and the promotion status of the Soldier are considered in the determination of each senior grade category level. Commanders will consider Soldiers as senior grade based on their current promotion status. Subsequently, the senior grade composite level is determined by averaging the applicable category levels and then applying the results in a reference table to identify the composite level.

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DA Pam 220-1 and the NetUSR User‘s Guide and user help screens explain the process and detailed procedures.

SHOW SLIDE 24: Additional Personnel Data Points

Slide 24: Additional Personnel Data PointsFocus: Additional personnel data points for analysis

NOTE: Reference AR 220-1, para 9-2h

(1) Personnel turnover percentage provides an indicator of unit turmoil that could degrade readiness and capability. The personnel turnover percentage is calculated by dividing the total number of departures during the 3 months preceding the as-of date of the report by the assigned strength on the as-of date of the report. Reassignments of personnel within the measured unit are not included in turnover computations. The personnel turnover percentage is not a P-level metric.

(2) Assigned MOSQ strength by duty position reflects those assigned and attached Soldiers (both available and not available to the unit) possessing a valid MOSC for the duty position assigned. For CUSR purposes, this percentage is calculated by dividing the number of assigned and attached MOSQ Soldiers by the required strength for each duty position. The assigned MOSQ by duty position percentage is not a P-level metric. It is determined and reported only to provide visibility to the assigned MOSQ population.

(3) MOS Shortage Report. The commanders may provide a rank ordered list by MOS of his unit‘s shortages of assigned Soldiers compared to the units‘required strength. This report is now optional for all reporting units, to include units currently reporting P-4. Commander‘s comments regarding critical personnel shortages continue to be required.

Please note and share with your studens: Crew Manning Status is reported by organizations’ operations section (G3/S3) that understand the organization’s combat

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power and how crew manning affects the assigned mission. The S1 will report individual personnel shortages (MOS, skills, and qualifications) IAW guidance from AR 220-1 and higher command. The strength S1 reports will be used to determine if HRC and/or higher command will be contacted for support or the issues will be fixed internally to the brigade. Depending on the mission, S1 can also recommend crew stabilizations IAW Milper Message 18-359.

(4) Assigned senior-grade strength reflects the number of senior personnel assigned and attached to the unit (both available and not available).

(5) SQI, SSI, and language qualifications. These skills and qualifications are reported for all assigned and attached personnel. (6) Soldiers Available-Not Deploying. This new data point is designed to identify Soldiers who are available IAW the established CUSR availability criteria but at the commanders discretion would not deploy with the unit. Some examples include selected Rear Detachment Cadre or Soldiers with serious personal issues. Commanders must clarify each entry in the Personnel Comments section of the CUSR, explaining the reason(s) why a Soldier considered available would not be deploying with the unit. The number of Soldiers Available-Not Deploying is not a P-level metric.

(7) Professional Military Education (PME) achievement milestones. NetUSR will display this PME achievement data for review by the reporting unit. Commanders of reporting units will update/correct the displayed data, if necessary.SHOW SLIDE 25: Transition Slide – Enabling Systems

Slide 25: Transition SlideFocus:

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SHOW SLIDE 26: Defense Readiness Reporting System – Army (DRRS-A)

Slide 26: Defense Readiness Reporting System – Army (DRRS-A)Focus: Overview of DRRS-A and transition to NetUSR.

NOTE: There is hidden graphic on this slide for NetUSR. After facilitating discussion on DRRS-A, click mouse to display.

DRRS is a mission-focused, capabilities-based, common framework that provides the combatant commanders, military services, Joint Chiefs of Staff (JCS), and other key DoD users a data-driven environment and tools in which to evaluate, in near real-time, the readiness and capability of U.S. Armed Forces to carry out assigned and potential tasks.

DRRS-A is a network of interdependent programs, processes, applications, and systems that enable and support readiness-related decision making. DRRS-A establishes the “framework” of architectures, databases, tools, networks, and information technologies that provide the backbone for the DoD’s readiness measurement, assessment, and reporting and readiness-related decision support.

Overall, DRRS-A provides the advanced technical and information framework for operators, planners, supporters, and policymakers alike. The real key to success will be Department-wide collaboration and cooperation by all stakeholders, who must be aware of the capabilities, interdependencies, and possibilities made available by the enhanced DRRS environment. DRRS is intended to change how we look at readiness, how we measure readiness, and how we use readiness information.

NOTE: CLICK MOUSE TO ADVANCE GRAPHIC TO NETUSR

Net USR is a net-centric, streamlined system which supports the enhanced reporting requirements of current regulations and interfaces with DRRS-A. The Army Readiness Management System (ARMS) Application--the official DRRS-Army business intelligence and output tool that provides visibility to selected Army readiness status and force registration data and information contained in the DRRS-Army database.

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SHOW SLIDE 27: NetUSR

Slide 27: NetUSR Focus: Overview of NetUSR and components of NetUSR Personnel Tab.

• Strength

• Roll-Up By Grade

• Shortage Ranking

• Non-Available Reasons

NetUSR makes the process of entering and reviewing readiness status information easier and reduces the time necessary to create an initial or regular USR at the unit level. It further provides the senior commander with mission essential task information on units, thereby providing enhanced planning capabilities. NetUSR works in both a networked and stand-alone environment. Army organizations use NetUSR to determine and communicate their organization’s status and mission capabilities. NetUSR contains all the basic resource information contained in previous automated readiness systems with the major difference being that resource information is automatically provided via authoritative databases and not via input from individual units. Even more importantly, NetUSR explicitly uses and disseminates detailed measures of the quality and quantity of resources such as personnel, training, and key equipment. For example, it lists the rank, skills, and certifications for all individuals assigned to each reporting organization. Users can view this information in aggregate or drill down to the individual level. Similar data are provided for other resource categories.

NetUSR allows user data entry of the following: basic unit information; equipment on-hand status; personnel status; and training status. It also allows automated selection and retrieval of MTOE information to facilitate report creation. More than just for data entry, NetUSR contains services to retrieve data from automated systems that facilitate unit status report creation. This information can then be exported to a local computer, where the information can be processed using NetUSR.

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The Personnel Tab in NetUSR provides the functions show on the slide and allows S-1 to review and edit certain data elements. Interactive training is available online and explains the full functionality of NetUSR.

SHOW SLIDE 28: PAVR-eMILPO

Slide 28: PAVR-eMILPOFocus: Have students log into eMILPO and review a PAVR report

NOTE: Reference eMILPO Field User’s Guide

PAVR is designed to assist S-1s, commanders, and USR personnel with personnel readiness information. PAVR enables the S-1 to use eMILPO data managed throughout the month to directly support preparation of the personnel portion of USR.

PAVR assists in providing accurate, individual Soldier data which is synchronized with unit readiness reporting.

Authorized users are able to access PAVR via the Readiness Module of eMILPO. PAVR operates by automatically generating calculations necessary to prepare a USR by comparing eMILPO personnel and TAADS required data strength. Users are able to interact with the module to ensure the highest accuracy possible for both day-to-day readiness reporting and preparation for the organization’s monthly USR. eMILPO provides this capability for all active component Army organizations and is able to roll-up readiness numbers at the battalion level.

The unit and/or S-1 produce a report twice a month (around 1st and 15th) and send it to the Commander for verification and updated data.

SHOW SLIDE 29: Takeaways

Slide 29: S-1 Takeaways

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Focus: Key points for S-1s/HR professionals.

Working on the USR is an important part of the staff’s job—important operational planning and decisions are made based on the reports you (will) submit.

The more familiar you are with readiness reporting the better you will be at managing it; and at evaluating, assisting and training personnel in your unit(s).

SHOW SLIDE 30: TLO

Slide 30: Terminal Learning Objective (1 of 2)Focus: Review Learning Objective

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Assessment Plan

Group Participation (5 percent). See AG Technical Rubric for specific grading criteria. This is a team evaluated item based on contributions to group efforts and the group presentation.

Peer Evaluation (2 percent). Each student completes this online for their peers. This is an individually evaluated item. The link will be provided by your facilitator.

Instructor Evaluation (20 percent). The instructor evaluation is part of a single document that captures the grades from all other portions in addition to providing instructor scoring and feedback. This instructor evaluation is an individually evaluated item.

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