Using Data to Drive Decisions at USMEPCOM

To some, data may just be raw numbers on a spreadsheet but at USMEPCOM it is the key ingredient used to steer conversations and guide decisions. More than 50 data reports developed by the command’s J-3 Analysis and Architecture (A&A) team ensure MEPS, leaders and partners can easily digest and use the insights found in them. 

The primary hub for all this data is the USMEPCOM Business Intelligence System (UBIS), embedded within SharePoint. Users can filter reports for processing, medical and testing, including everything from the number of medical prescreens, to performance rates for same-day military qualifications. Timeliness is critical to decision-making, which is why each report is updated at a minimum daily and several reports are updated multiple times a day. 

“UBIS is split into four main sections,” said Army Maj. Joseph Littell, J-3 A&A Branch Chief. “Executive Reports that are meant for leadership. Common Reports that are meant for the bulk of the command to include both HQ and MEPS themselves. There are Restricted reports that contain PII and Legacy Reports that contain data prior to USMIRS 1.1.”

In addition to UBIS, the J-3 A&A team maintains a shared folder on the J-3 intranet page that focuses on long-term trends. One example is the “reverse telescope” report, which tracks applicants from the time they sign a contract backwards to when they first entered the USMEPCOM pipeline.

Another reporting location, the Accessions Community Portal, supports collaboration beyond the command. This page contains many of the same reports, only the data is specified for service recruiting partners so they can also view trends and better understand their piece of the picture. 

Just as important as availability is responsiveness to user feedback. The A&A team makes a deliberate effort to listen and adapt with the end user in mind. 

“We explicitly ask for feedback and provide the team’s joint email to discuss data needs,” said Littell. “We also offer monthly chalk talks to have deeper dives into reports where suggestions can be made. If possible, we typically incorporate the change within the week. We also offer one-off data reports if a user has a specific need.” 

Supporting reporting efforts is the Data Reconnaissance Office (DRO), which plays a key role in USMEPCOM’s long-term planning. Working with the A&A team, the DRO focuses on building a trusted data foundation that ensures today’s reports also support tomorrow’s decisions. By standardizing data definitions, strengthening data governance and aligning data requirements with strategic priorities, the office helps ensure the command’s reports are built to meet mission needs.

“In successful modernization programs, the data strategy directly informs the technology strategy, ensuring every technical solution is built to solve a specific, well-understood mission need,” said Army Lt. Col. Peter Nesbitt, DRO director. “The DRO is building the capability to serve as the architect, translating the command's strategic needs into clear blueprints for our partners. This ensures that every modernization project, from the data warehouse to our AI initiatives, is built fit-for-purpose from day one and directly supports our long-term vision.”

From shaping daily priorities to informing longer term planning, data reports are actively used by commanders at the MEPS level and beyond. For leaders, access to clear and responsive data has become an essential tool rather than a passive resource.

“I routinely incorporate these tools into our battle rhythm,” said Army Lt. Col. Michael Franson, 9th Battalion commander. “They provide a clear, near real-time picture of critical resource areas, which allows for immediate and productive dialogue with our service partners on utilization rates.”

Across USMEPCOM, data supports a wide range of users and access to the reports has become a cornerstone of modernization efforts.

“Each entity within the command uses data in their own way,” Littell said. “The data in these reports help establish baselines across the 65 MEPS to understand how and where to provide additional resources if necessary. It allows our team members to identify problems before they erupt into showstoppers, and it enables honest conversation between USMEPCOM and the various partner agencies we work with on a consistent basis.”

The command’s updated Prescreen Review Process (PRP) is a clear example of the reports being put to good use. To determine if the new process would work, the A&A team created a report to track various timeframes within the PRP to determine if the new process was working faster than the old one. What began as a single metric has evolved into a detailed view of each stage of the process from upload to action, action to processing authorized and beyond.

“All of these new metrics allowed us and the services to adjust and change our old processes and modernize to meet the new requirement of accessions,” Littell said.
The data tools were built when USMIRS 1.1 first went live in 2021. Today, Littell and Lorna Machacon, supervisory data scientist, manage the overall system, while individual team members maintain reports aligned with their expertise.

The Data Analysis monthly chalk talks continue to shape the future of USMEPCOM reporting. Held every third Wednesday of the month, they facilitate discussions on improving reports and gather feedback on key areas like report layouts, data accuracy and overall effectiveness of the reports.

“They have been very useful to gain feedback and get a better feel for what reports are working as expected and which miss the mark,” Littell said. 
Through customer-focused design and incorporating continuous feedback, USMEPCOM is using data to not only inform decisions but strengthen partnerships. As the A&A team demonstrates every day, data is a powerful force for mission success.