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         their home base and did not reflect they were deployed to the AOR.
         A even bigger problem was those medical personnel deployed later to
         man our contingency hospitals. Since they were not located in the
         AOR, there was not even any PERSCO team strength reporting done.
         Likewise, the IMA, and PIM members were gained to the active duty
         personnel files and could not be distinguished from the active duty
         personnel.
    
               DISCUSSION: We need to be able to retrieve data on numbers of
         deployed and track individuals deployed to the AOR or in support of
         one of our contingency hospitals. The Automated Personnel Data
         System (APDS) shows members deployed as present for duty at their
         home base. This does not provide a clear picture of the staffing
         levels in a specialty at our MTFs. This makes it difficult to
         determine which MAJCOM to utilize to provide support for deployed or
         CONUS backfills. Furthermore, once IMA, and PIM personnel are
         gained to active duty it is difficult to tell one from the other.
         This causes these members to reflect as normal active duty and
         interfere with normal enlisted command allocation cycles. These
         personnel also showed up on our APDS medical officer manning
         documents, therefore masking the true manning levels at the various
         MAJCOMs.
    
               RECOMMENDATION: All IMAs and PIM personnel should be gained to
         a different functional category than "A". A special functional
         category should be established for mobilized personnel. This would
         prevent them from interfering with the active duty manning picture.
         APDS should be modified or a another system developed to
         identify/distinguish IMAs, PIM, active duty members and those who
         have been deployed.
    
         10. OBSERVATION: When the PIM personnel were mobilized they were
         waived from being put on the active duty list.
    
               DISCUSSION: Several of the physicians were called to active
         duty in the grade they separated. Many of them had since completed
         subspecialty training and under normal accession rules would have
         received constructive service credit (CSC). The CSC would have
         allowed them to enter on active duty at a higher grade and provided
         them with income more comparable to their civilian profession.
         There was one case where the IRR member was a fully qualified
         Plastic Surgeon, who are usually Majors or Lt Colonels, who was
         called to active duty as a Captain.
    
               RECOMMENDATION: Either PIM personnel should be given CSC upon
         their mobilization or grade updated while they are in the PIM
         program, if applicable.
    
         11. OBSERVATION: The Push-Pull Mobilization System was required to
         react too quickly. IRR personnel were initially only given 3-4 days
         notice of their callup and told to report for processing at Lackland
         AFB TX.
    
               DISCUSSION: This short-notice reporting caused the IRR
         personnel great financial and personal hardship. Health Care
         Professionals need at least two weeks to allow time to arrange care
         for their patients and for the solo practice physician to close up
         shop. Many medical officers were single parents, had a spouse also
    

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