Short-Term Outcome: By 31 March 2025, SETAF-AF I-PAG will identify tools and resources available to develop transformational leaders at the echelon as evidenced by leadership database.

Intermediate Outcome: By 30 September 2025, 75% of leaders within VMC and DMC will have participated in progressive levels of leadership training as evidenced by the shared leadership database.

Long-Term Outcome: By 31 March 2026, a 50% reduction in DEOCS responses reporting the presence of discrimination or sexist behavior as measured by reports of feeling mistreated or excluded because of gender through eliminating exclusionary practices and improving accountability and transparency of reporting mechanisms.

I: Co-develop tailored COAs with BDE and Phantom Steel prevention agencies, integrating operational constraints.

LT: Achieve measurable reductions in identified high-risk behaviors at brigade level.

Problems: JBER Soldiers report that stress, relationship issues, workplace hospitality alcohol misuse, and drug abuse are the top issues from the DEOCS, URI and MFLC reports.

Target Risk Factors: Stress, binge drinking, poor social and communication skills, and lack of social and emotional support.

Target Protective Factors: Unit cohesion, connectedness, high morale, and supportive leadership

Target Population: JBER Soldiers

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Goal: Reduce harmful self-directive and interpersonal behaviors among Soldiers through interventions targeting behaviors such as binge drinking, impaired memory, stress, and lack of essential life skills.

• Activity #1: "Mission 100 3.1 - Prevention Week" is a tailored training on Army Values, coping skills, and the negative effects of alcohol misuse and drug misuse on Soldiers’ health, social interactions, and career.

• Activity #2: Develop crisis pocket cards (CPC) with information on emergency and essential base resources to be distributed in base orientation, unit orientation, and all outreach events.

Harmful behaviors addressed: Suicidal behaviors, alcohol and drug misuse, and self-directed interpersonal behaviors such as sexual harassment, sexual assault, domestic violence and child abuse.

Prevention Partners: ASAP, Holistic Health and Fitness (H2F) RC, MFLC, Army Leadership, I-PAG, R2I, Chaplains and Division Surgeon Cell.

Desired Short-term outcomes for Activity #1 and #2 (1-6 months)

• By 31 March 2025 develop and implement tailored training on Army Values, coping skills, and the negative effects of alcohol misuse and drug misuse on Soldiers’ health, social interactions, and career.

• By 31 March 2025 develop and initiate uniformed distribution of crisis pocket cards (CPC)

Desired Intermediate-term outcomes Activity #1 and #2 (1-2 years):

• By 31 May 2026, PWG will report a 5% reduction in alcohol and drug-related incidents among Soldiers on JBER measured by compare SIRs with Digital Training Management System (DTMS) and Drug and Alcohol Management Information System (DAMIS).

• By 31 December 2027, I-PAG will report that 70% of new Soldiers on JBER participated in Mission 100 3.1 - Prevention Week activities.

• By 31 December 2025 I-PAG and prevention partners will report 70% distribution of CPC to all JBER Soldiers via base orientation, unit orientation, and prevention outreach events.

Desired Long-term outcomes Activity (3-5 years):

• By 31 October 2029, achieve 70% yearly Soldier participation in prevention activities measured and reported by Digital Training Management System (DTMS).

• By 31 October 2030, I-PAG will report a 10% reduction in alcohol and drug related incidents as record in the Serious Incident Reports (SIRs).

• By 31 October 2030, Soldiers on JBER will report 5% improvement in in the factor’s connectedness and workplace hostility as measure by the 2030 DEOCS.

Intermediate: By June 2026, community partners will be identified to address gaps in on post resources.

Long Term: By June 2028, on and of post resources will seamlessly work together to serve the RIA community's needs.

4.1. Continue Command lead quarterly Prevention Round Table working groups/focus groups to support defining the prevention issues/concerns at the lowest level

4.2. Drive CRRT access across the installation with a target of raising active accounts from 37% to 75% by the end of FY25 achieving a 42% increase.

4.3. Develop strategic communication plan with MEO and PAO to promote DEOCS withing the FY25 cycle to improve response rates to above 50%

4.4. Establish Unit Ready and Resilient Teams within 10 organizations through the CR2C process, providing Command Teams with real-time insights into their own readiness and resilience

Intermediate:

4.5. Develop an integrated DEOCS Data Dashboard with support from ASU Cross Cutting Prevention Team, local SMEs and higher Echelons

4.6. Continuous monitoring of command climate to identify risk and protective factors for harmful behaviors and take appropriate action to address any negative harmful behaviors that emerge

Long Term:

4.7. All echelons of leadership will model healthy behaviors through individual conduct and by communicating prevention priority in discussions with peers and workforce.

ST Outcome: By December 2025,  the CBK’s Prevention Team will improve collaborative relationship skills as demonstrated in 20% improvement of mean scale scores with the collaborative relationship assessment tool. The group will collaboratively complete Steps 1–6 of the RAND Getting to Outcomes (GTO) process. The Prevention Evaluation Plan will reflect the principles and methods learned, ensuring access to resources and participation throughout the process.

Int Outcome: By December 2026, the CBK’s Prevention Team will implement the collaboratively developed Prevention Evaluation Plan, applying the principles and methods learned through the RAND Getting to Outcomes (GTO) process. Implementation will be measured by tracking the completion of planned activities, monitoring progress through key performance indicators, and evaluating the impact of prevention efforts on target populations. This implementation process will ensure continued participation and access to resources, fostering sustainable improvements in readiness and resilience.

LT Outcome: By December 2028, improve the prevention system infrastructure at Carlisle Barracks to support effective planning, implementation and evaluation of prevention activities by achieving a rubric score of at least a 4.0 (good alignment) across all domains of the Tactical Level Prevention System Capacity Self-Assessment Tool. Progress will be measured through a biannual assessment, ensuring engagement of stakeholders in the decision-making processes.

Intermediate Outcome: Decrease the moderate/high stress levels reported on DEOCS over the next year.

Long Term Outcome: ...

ST- Leadership Communication and brief.

I- Develop COA's

LT- Reduction in long term measures/data

I: Develop our own data tracking systems that can be accessed by our Commanders to help improve their command climates.

LT: Steady stream of data that highlights current protective strengths and able to identify gaps.

STO: By end of FY26 Soldiers have knowledge and understanding of what emotional regulation is

IO: By Q2 FY26 Soldiers apply and share ER knowledge with their teams and organization

LTO: FY27 shows a decrease in domestic and child abuse with ER being implemented

as regulatory training within the organization

Short Term: By end of FY2026 Q1, identify and designate at least one prevention point of contact (POC) for each of the 17 MSCs to participate in the INSCOM Prevention Workgroup.

Intermediate: By end of FY2026 Q4, at least 75% of MSC POCs will report an increased capacity to align local prevention activities with INSCOM-wide priorities, as measured through annual survey data.

Long term: By FY2027 Q2, at least 80% of prevention activities across all MSCs will demonstrate alignment with INSCOM's top three prevention priorities.

ST: Standardize monthly BDE-level harmful behavior comparisons.

I: Use Red COP to identify cross-domain risk patterns (e.g., alcohol misuse linked to other harmful behaviors).

LT: Ensure COP insights are fully integrated into strategic planning, resourcing, and evaluation processes.

Intermediate: % reduction in reported alcohol offenses in units completing the PFL Course over a 12 month period.

Long Term: Rate of alcohol related blotter entries per 1,000 Soldiers decreased by 15% over 24 months in PFL trained units.

Short Term Outcomes: Within 6 months, increase awareness of available resources and support programs through the newcomers briefs.

Intermediate outcomes: By 15 months, increase participation in community events and programs, fostering relationships between Soldiers, families and local communities.

Long Term Outcomes: Within 3 years, sustain integration amongst soldiers and families by experiencing a seamless transition and integration into the community, resulting in high levels of satisfaction and well being.

I: Enroll at least 50% of trainees in the workshops and reduce incidence of identified high-risk movements by 15%.

LT: Sustain a 25% reduction in training-related MSK injuries, verified annually through PT enrollment.

Intermediate term: Conduct at least two complete training cycles and gather post-training feedback. Demonstrate a minimum 5% reduction in stress levels on interim pulse surveys compared to baseline.

Adjust training content based on participant feedback and observed trends.

Long term: Achieve a 10% decrease in reported stress levels compared to baseline, as reflected in the 2027 DEOCS results. Institutionalize the training program as a recurring part of the unit’s resilience and readiness initiatives. Maintain or improve reduction in stress levels in subsequent DEOCS cycles.

Short-term: 1) increase and sustain stakeholder engagement, 2) establish integrated prevention policies, 3) codify execution of integrated prevention with CR2C Charter.

Intermediate: 1) Implement data driven, evidence-based prevention activities, 2) identify prevention policies for integration (Safety, suicide, DV/CAN, SHARP, EEO), 3) Provide HHQ and OSD information on gaps (capacity/capabilities) that impact prevention execution.

Implement Brigade level communication policies which ensure Work/Life balance.

ST: Conduct BDE in-briefs and observe each unit's green platoon in-processing week.

Intermediate Outcome: By 30 September, develop a core curriculum and evaluation tool for all units

LT: Achieve measurable outcomes for Green Platoon to identify potential risks/stresses for incoming soldiers and their families

• Identify high-risk units through data analysis.

• Gain leadership buy-in and align with Army prevention goals.

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Intermediate-Term Goals

Introduce program to more units based on pilot results.

• Evaluate impact through feedback and incident data.

• Engage leaders and peers to support the program.

• Secure ongoing funding and logistical support.

Long-Term Goals

Integrate PFL into standard military training pipelines.

• Track long-term outcomes (e.g., reduced substance incidents).

• Develop unit-level PFL champions.

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I: By FY26Q3 identify gaps in data access and how to address gaps and access issues.

LT: By FY27Q2, prevention data will be networked and integrated to enable Commanders to make informed prevention relations decisions.