text: Man the Force
  Sustainable readiness reflects an Army mindset change to being ready all the time, thereby achieving
  readiness consistent with current military strategy, threats to national security, and resourcing levels. For
  detailed information regarding sustainable readiness, refer to AR 525-29, which describes Army policy for
  its force generation operations and processes, and establishes policy for its sustainable readiness process to
  provide ready and responsive forces necessary for the effective execution of unified land operations.
  3-34. Within the process, Army command and elements of the Army staff are integrated to better leverage
  and inform those existing enterprise-level decision-making forums and build force readiness. To achieve this,
  the sustainable readiness process projects an accurate operational demand enabling the Army to meet ordered
  current operations (known requirements) and mitigate the risk to respond to significant emergent or
  large-scale contingency operations (contingency requirements). Sustainable readiness provides Army senior
  leaders with the appropriate information to make resource investments needed for appropriate and predicable
  readiness outcomes, and an analytic framework for balancing near-term readiness requirements with the need
  to man, equip, and modernize a force for the future.
  SOLDIER AND UNIT READINESS
  3-35. Successful unit readiness begins with outlining specific steps G-1/AGs and S-1s must complete to be
  prepared for deployment. The time for G-1/AGs and S-1s to plan Soldier and unit readiness activities is
  continual to ensure units and individuals are prepared to deploy if notified. Soldier and unit readiness
  includes––
  * All subordinate units, even those not scheduled to deploy.
  * Individuals identified to support rear detachment or home station operations as they may be called
  forward.
  * Functions of PASR, individual readiness, replacement of non-deployable personnel, and PRM. It
  also includes legal, financial, medical and dental, family support, and Soldier well-being matters.
  3-36. As part of the planning process, G-1/AGs and S-1s determine how to execute PRM in various
  operational settings. Some of these factors include––
  * Size of the deployed force.
  * Size of the stay behind force and the rear detachment (if any).
  * Length of deployment (if known).
  * Personnel manning requirements.
  * Connectivity at the forward location.
  * Number of replacements expected at home station.
  3-37. AR 600-8-101, Personnel Readiness Processing, outlines the Soldier readiness program to ensure
  Soldiers meet readiness criteria for deployment. The program prepares, certifies, and reports individual
  Soldier and unit readiness for deployment, including shortfalls, to the unit commander. Each organization
  (brigade and battalion) should include the Soldier readiness program in their unit SOPs. The G-1/AG and S-1
  must clearly outline the pre-deployment process and the expectation for commanders. Units should also
  advise their higher HQ and the HRC of the process to ensure there are no conflicts associated with
  commanders’ expectation versus higher HQ and the HRC direction. For additional information regarding
  individual medical readiness requirements, refer to AR 40-502, Medical Readiness, and DA PAM 40-502,
  Medical Readiness Procedures.
  3-38. Individual Soldier readiness for deployment is just as important as training and equipment readiness.
  This requires active discussions on issues and priorities with the commander, G-3/S-3, chief of staff,
  executive officer, and command sergeant major. Improperly planned HR support affects the commander’s
  ability to make manning decisions based on personnel and the readiness and morale of the forces deployed.
  For deploying units, validation is the senior commander’s determination of the unit’s ability to accomplish
  the deployment mission. The garrison chief, military personnel division is the military personnel
  community’s representative on the installation validation board. Per AR 600-8-101, the process for validation
  is typically conducted in three phases:
  * Phase I – The unit commander’s unit status report suffices as the initial assessment. Commanders
  will no longer report the available status of personnel as it relates to unit readiness reporting, but