CDB42162_Review_Officer_Promotions_and_Selections_LP_doc



19907251419225U.S. Army Soldier Support InstituteAdjutant General SchoolMOS 420A - Human Resources TechnicianWarrant Officer Basic CourseAdminister Officer Promotions and Selections Lesson PlanOctober 2019U.S. ARMY ADJUTANT GENERAL SCHOOLAdjutant General Warrant Officer Basic CourseLesson Plan for 805C – CDB42163Administer Officer Promotions and SelectionsLesson: 6.10 HoursLesson Author: AGS, ITEDLast Review: October 2019 1. SCOPE: This lesson integrates the principles of the promotions/election system into unit operations to ensure accurate management of the Officer promotion program.Army Learning Areas and General Learning Outcomes:Army Learning Areas (ALA) are the baseline focal points Soldiers and Army Civilians must possess to prevail in the ambiguous environments that challenge the Army today. The four ALAs are: Army Profession and Leadership; Mission Command; Human Dimension; and Professional Competence. The Army Learning Area taxonomy provides a framework to assist in grouping the General Learning Outcomes. The four Army Learning Areas serve as the framework to catalogue the 14 General Learning Outcomes.General Learning Outcomes (GLO) are essential outcomes resulting from training, education, and experience along a career continuum of learning. There are three primary purposes for the Army General Learning Outcomes. First, they provide trainers and educators a lens into how effective they are in conveying their support material. Second, it assists in improving instructional design and/or training support packages. Finally it places responsibility on training and education proponents to be nested with ALAs.This lesson covers the following ALAs and associated GLOs:ALA: Mission Command encompasses how Army commanders and leaders apply the foundational MC philosophy with the MC WfF. Together, the MC philosophy and MC WfF guide, integrate, and synchronize Army operations throughout the conduct of ULO. There are four GLOs for the Mission Command ALA. GLO 6: Soldiers and Army Civilians demonstrate proficiency in the mission command system. This includes Common Operating Picture and Mission Command Information Systems. ALA: Professional Competence is the demonstrated technical and tactical proficiency in Army and joint doctrine largely revolving around the concept of ULO codified in ADP 3-0. There are three GLOs for the Professional Competence ALA.GLO 13: Soldiers and Army Civilians support Army policies, programs and processes; includes Understanding and contributing to Army Systems that manage, develop, and transform the Army.GLO 14: Soldiers and Army Civilians are technically and tactically competent; includes Branch and Career Management Field proficiency, Career Programs, Series Technical Certifications, and Warfighting Skills. 2. LEARNING OBJECTIVES: Terminal Learning Objective: Administer Officer Promotions and SelectionsAction: Administer Officer Promotions and SelectionsCondition: In a classroom environment given access to AR 600-8-29Student Handouts, Messages, Contemporary Operational Environment (COE) Variables + ActorsStandard: Met when student:Describe the purpose of officer promotionsIdentify procedures for Decentralized Officer PromotionsCalculate Promotion Eligibility Date (PED) for 1LT/CW2Demonstrate Automated eMILPO PromotionsIdentify the procedures for the Centralized Promotion SystemDescribe Other Promotion GuidelinesLearning Domain: CognitiveLevel of Learning: ComprehensionSafety Requirements: In a training environment, leaders must perform a risk assessment in accordance with ATP 5-19, Risk Management. Leaders will complete a DA Form 2977 DELIBERATE RISK ASSESMENT WORKSHEET 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). Risk Assessment Level: LowEnvironmental 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 ATP 3-34.5 Environmental Considerations and GTA 05-08-002 Environmental-Related Risk Assessment3. STUDENT PREREQUISITE WORK: Study Requirements: Scan: AR 600-8-29Student HandoutsReview: None b. Bring to Class: Nonec. Be prepared to discuss the following: Officer and Warrant Officer Promotions 4. INSTRUCTOR ADDITIONAL READING(S) AND RESOURCES a. Doctrinal and Administrative References b. Websites: NA5. TRAINING AIDS, REFERENCES AND RESOURCES: Student HandoutsLesson PlanPower Point PresentationPractical Exercises6. CONDUCT OF LESSONa. Lesson Timeline:3 minutesConcrete Experience2 minutesPublish and Process240 minutesGeneralize New Information 90 minutesPractical Exercises60 minutesTest15 minutes ConclusionSlide 1SHOW SLIDE: MANAGE OFFICER DISTRIBUTION AND ASSIGNMENTSADMINISTRATIVE DATA:Academic Hours/Methods0 hr/5 min Introduction4 hrs/ Conference / Discussion 1 hr/ 30 min Practical Exercise 1 hr Test 0 hr/10 min Test Review 0 hr/5 min Summary 6 hrs / 10 Min Total HoursSECTION II. INTRODUCTION: Today we are going to discuss Managing Officer Distribution and Assignments. Method of Instruction: Conference / DiscussionInstructor to Student Ratio is: 1:36Time of Instruction: 10 minsMedia: Large Group InstructionMOTIVATOR: Properly managing officer personnel assignments is the cornerstone of the Officer Distribution and Assignment System. Placing the right people in the right jobs at the right time affects promotions, schooling opportunities, and more importantly, the success of various Army organizations. As HR professionals, you will serve in positions that will expose you to the Army Officer Personnel Assignment Program. You will be expected to be a subject matter expert on officer personnel assignment actions. Commanders will expect you to advise them on officer personnel assignment actions and to take care of their officers.Who wants to know where they’re going after this course?After this block of instruction, you’ll have a better understanding of how these decisions are made.As an HR professional, you are expected to be the subject matter expert on officer distribution and assignments.Now as an S1, you are not directly responsible for this process; however, understanding how HRC makes assignment decisions is critical in your role as your unit’s strength manager. This block of instruction explains the logic behind ODAS, and will help you work HRC to balance unit personnel readiness with individual officer development.Slide 2-4SHOW SLIDE: TERMINAL LEARNING OBJECTIVENOTE: INSTRUCTOR TO COVER THE FOLLOWING:SAFETY REQUIREMENTS: In a training environment, leaders must perform a risk assessment in accordance with DA PAM 385-30, Risk Management. Leaders will complete a DD Form 2977 Deliberate Risk Assessment Worksheet 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). Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the work/rest cycles and water replacement guidelines IAW TRADOC Regulation 350-29. Everyone is responsible for safety. ?No food or drink is allowed near or around electrical equipment (CPU, file servers, printers, projectors, etc.) due to possible electrical shock or damage to equipment.? Exercise care in personal movement in and through such areas.? Avoid all electrical cords and associated wiring.? In event of electrical storm, you will be instructed to power down equipment. ?RISK ASSESSMENT LEVEL: Low?ENVIRONMENTAL CONSIDERATIONS: 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.?Instructional Guidance: Throughout this lesson, solicit from students the challenges they experienced in the operational environment (OE) and what they did to resolve them. Encourage students to apply at least one of the critical variables: Political, Military, Economic, Social, Information, Infrastructure, Physical Environment and Time (PMESII-PT).?Conditions: With an awareness of the Operational Environment (OE) variables and actors.?EVALUATION: You will be given a graded end of module examination which will include Managing Officer Distribution and Assignments. A passing score on this end of module examination is 70% for AA students and 60% International Students. INSTRUCTIONAL LEAD-IN: Ask the students – If you could control one aspect of your Army career, what would it be? Briefly discuss their answers, and then explain that most officers would like to have more control over their present and future assignments.ALA: Human Dimension embodies the cognitive, physical, and social components of the Army’s trusted professionals and teams.GLO 7: Soldiers and Army Civilians demonstrate capacity in critical thinking. This GLO includes Applied Critical Thinking and Groupthink Mitigation, Strategic Thinking, Problem Solving, and Decision Making. ALA: Professional Competence is the demonstrated technical and tactical proficiency in Army and joint doctrine largely revolving around the concept of ULO codified in ADP 3-0. There are three GLOs for the Professional Competence ALA.GLO 13: Soldiers and Army Civilians support Army policies, programs, and processes; includes Understanding and contributing to Army Systems that manage, develop, and transform the Army. GLO 14: Soldiers and Army Civilians are technically and tactically competent; includes Branch and Career Management Field proficiency, Career Programs, Series Technical Certifications, and Warfighting Skills.Slide 5SHOW SLIDE: LARGE SCALE COMBAT OPERATIONSRefer 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.Refer students to FM 3-0, Operations, Figure 1-4. Figure l-4 shows the Army's strategic roles.FM 3-0 LSCO??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, Managing Officer Distribution and Assignments (ODAS) is a continuous that starts during SHAPE and continue throughout all strategic roles. Effective and Administer Enlisted Promotions and Selections, contributes to units’ ability in executing their assigned mission. Review the definition of SHAPE to highlight its importance during LSCO and ODAS. 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 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 Tables A1-A3.Slide 6GOVERNING LAWS AND REGULATIONSAR 135-155 applies to ARNG and AR Commissioned Officers and AR Warrant Officers. It does not apply to ARNG Warrant Officer promotions. I want to point out Title 10 – federal law governing promotions, among other things. What our Army Regulations are based on.Slide 7SHOW SLIDE: PURPOSE OF OFFICER PROMOTIONSSECTION III. PRESENTATION.Learning Step / Activity 1: Describe the Purpose of Officer Promotions Method of Instruction: Conference / Discussion Instructor to Student Ratio: 1:36 Time of Instruction: 20 mins Media: Large Group InstructionRead 1-1, starting with 3d sentence “This regulation supports…”Looks to future potential to serve in positions of increased responsibility, to determine who to promote. Not based on past performances.The success of this system is something that you will have to determine personally as you progress through your Army career.While promoting the best-qualified officers, the system is also established to preclude the promotion of those deemed unworthy for advancement. The encompassing idea with the officer promotion system is that it provides an equitable system for the Army to provide those officers whose actions and performances merit promotion while those who lack such attributes are not promoted. The success of this system is something that you will have to determine personally as you progress through your army career.Slide 8SHOW SLIDE: FACTORS INFLUENCING THE DISTRIBUTION PROCESS There are three promotion systems that exist for officers in the Army: (1) Decentralized – what most of you fall under(2) Centralized(3) Presidential Appointment – Governed by Section 601, Title 10, US Code (Para 1-9)This lesson will only cover the first two as you will have no involvement in the third. The third category is self-explanatory and will be addressed in no greater detail than is indicated on this slide.Slide 9-10Slide 11SHOW SLIDE: DECENTRALIZED PROMOTION SYSTEMLearning Step / Activity 2: Identify Procedures for Decentralized Officer PromotionsMethod of Instruction: Conference / DiscussionInstructor to Student Ratio: 1:36Time of Instruction: 50 mins Media: Large Group InstructionIt is called decentralized because the promotion authority for this system is that of the local battalion commanders for whom you will work. They are not intended to be automatic promotions after a given period of time; rather they are to be based on demonstrated potential for increased responsibility. They can be denied.Slide 12SHOW SLIDE: PROMOTION MANAGEMENTCan view eligible officers 2 months prior to PED thru eMILPOAutomatic update to TAPDB and DFAS – Orders posted in eTOPMISWe’ll look at demo slides later.Slide 13SHOW SLIDE: PROMOTION AUTHORITIES(1) The Recommending Authority is the eligible officer’s rater. This officer makes the initial recommendation on whether or not an officer should be promoted. The Approval Authority is normally the eligible officer’s senior rater, but does not have to be. It may be the same person as the recommending authority, provided the officer is a commander who is at least a LTC or frocked MAJ(P). The approval authority approves or disapproves the recommending officer’s recommendation and in doing so approves the eligible officer’s promotion. An officer is frocked when they are promotable and serving in a position that merits the higher grade (ex: BN CDR). The frocking must be approved by DA.(3) The Promotion Review Authority (PRA) takes the final action in all cases in which the approval authority recommends against promotion. The PRA is one of the following: a. The commander having general court-martial convening authority (GCMA). b. The first Army general officer in the chain of command that has a judge advocate available.For Reserves – it’s CDR, HRC, St. LouisFor ARNG – It’s Chief, NGBSlide 14SHOW SLIDE: PROMOTION ELIGIBILITY An individual’s PED determines when the officer is promoted. The officer’s Active Date of Rank (ADOR) and Time in Grade (TIG) drive the PED.In USAR, WO1 must serve 2 years and WOBC completion. In ARNG, also Federal Recognition Board processing. In RA, WO1 must serve 2 years (24 months) as a WO1 and 18 months on Active Duty to be eligible for promotion to CW2. (1-10c3)ARNG - If served 2 consecutive years as SFC, can be appointed to CW2 following WOCS if certified by DA MOS proponent. Otherwise, promoted to CW2 following WOBC.If formerly commissioned for 2 years as CPT or above with at least 4 years experience in AOC and certified by DAMOS proponent, may be appointed to CW2 with no attendance at WOBC requiredIf formerly commissioned for 2 years as CPT with no experience in AOC, become CW2 following WOBCIf served 2 consecutive years as E7-E9 with experience in AOC (certified by DAMOS proponent, can be appointed to CW2 following WOCS (but still attend WOBC).If served 2 consecutive years as E7-E9 with no experience in AOC, become CW2 following WOBC2LTs are not so cut and dry. Generally, 2LT must serve 18 months as a 2LT to be eligible for promotion to 1LT. (1-10c1). For USAR/ARNG, it’s strictly 18 months and completion of BOLC (except aviators). ARNG have up to 36 months to complete BOLC. Generally, that’s commission date+18 months. However, if you’re ROTC and graduated in May or June, it’s USMA grad date + 18 months (para 4-16, 135-155)For Active Duty, there’s a lot of variation. Why? The Army G1 determines promotion eligibility, then the Secretary of the Army approves it. Standards can change based on guidance from HRC. Reg says DCSPER instead of G1 because the name changed after the reg was published. Table 3-1 explains the various ways to calculate PED. There’s also a handout, which can be used on the test.Slide 15SHOW SLIDE: DETERMINE PROMTION ELIGIBILITY DATE (PED)-ACTIVE DUTY 2LTsLearning Step / Activity 3. Calculate the Promotion Eligibility Date (PED) for 1LT/CW2Method of Instruction: Conference / DiscussionInstructor to Student Ratio: 1:36Time of Instruction: 50 mins Media: Large Group InstructionSlide 16SHOW SLIDE: COMPUTING PED FOR 2LT (1 of 3) Slide 17SHOW SLIDE: DETERMINE PROMOTION ELIGIBILITY (PED) – ACTIVE DUTY 2LTsSlide 18SHOW SLIDE: COMPUTING PED FOR 2LT (2 of 3)Slide 19SHOW SLIDE 16: COMPUTING PED FOR 2LT (1 of 3)Slide 20SHOW SLIDE: COMPUTING PED FOR 2LT (3 of 3)Slide 21SHOW SLIDE: DETERMINE PROMOTION ELIGIBILITY DATE (PED) – ACTIVE DUTY WO1sSlide 22SHOW SLIDE: COMPUTING PED FOR WO1Learning Step / Activity 4. Practical Exercise #1 Method of Instruction: Practical Exercise (Performance) Instructor to Student Ratio: 1:36 Time of Instruction: 30 mins Media: Individualized, self-paced InstructionLearning Step / Activity 5. Practical Exercise #1 ReviewMethod of Instruction: Practical Exercise (Performance)Instructor to Student Ratio: 1:36Time of Instruction: 5 minsMedia: Large Group InstructionSlide 23SHOW SLIDE: BLOCKING PROMOTIONS Learning Step / Activity 6. Blocking Promotions to 1LT/CW2Method of Instruction: Conference / DiscussionInstructor to Student Ratio: 1:36Time of Instruction: 20 mins Media: Large Group InstructionAutomatic unless CDRs block it, or officer is already flagged. Action must be taken by 20th of month prior. Imperative that PA or authorized representative review eMILPO monthly. BDE S-1 can monitor promotions and are required to identify promotion authorities not in compliance with regulation. This is a paperless system, unless we block a promotion. Then Promotion Authority fills out DA 78-R (Recommendation for Promotion to 1LT/CW2) NLT PED. Hold in BN HR until the promotion status is resolved (kicked out or promoted - see next slide)Make sure you lift the flag and notify promotions branch when the officer is in compliance. Provide a copy of the lift of the flag.?They will advise if you need to provide anything else.Slide 24SHOW SLIDE: NON-SELECT FOR PROMOTION AR 600-8-24 Para 5-11a – discharge if inconsistent with good order/disciplineA 2LT officer will be retained for evaluation for 6 months providing retention is in accordance with “good order and discipline.” If after 6 months officer is not deemed qualified for promotion, then he/she will be notified of pending separation, S1 will send the DA 78-R to PRA, and BDE will separate within 90 days of notification. If a WO1 is non-selected for promotion: Immediately send DA 78-R to PRA and notify warrant officer of pending separation. BDE will separate the officer from active duty within 90 days after notification. Exception - officer is within Federal Sanctuary - two years of retirement under the provisions of Chapter 3, AR 600-8-24 and is eligible for a REFRAD (Release From Active Duty). Revert to enlisted status if not eligible to retire as officer, but with credible service to retire as enlisted (or if prior enlisted and still have ADSO).Officers declining promotion to 1LT and CW2 are ineligible for subsequent promotion. These officers will separate upon expiration of service obligation.Slide 25-26SHOW SLIDE: CHECK ON LEARNINGNOTE: Conduct a check on learning and summarize the learning activity.?Slide 27SHOW SLIDE: CENTRALIZED PROMOTIONSLearning Step / Activity 7. Identify the Procedures for the Centralized Promotion SystemMethod of Instruction: Conference / DiscussionInstructor to Student Ratio: 1:36Time of Instruction: 40 minsMedia: Large Group InstructionSlide 28SHOW SLIDE: CENTRALIZED PROMOTIONSWhat ranks? CPT-MG; CW3-5Approval Authority? DASlide 29SHOW SLIDE: PROMOTION ELIGIBILITYEligibility is similar to that of the decentralized system in that it is determined by the Army G1 (former DCSPER) and approved by the Secretary of the Army (SA). From an individual officer’s standpoint, eligibility is based on officer’s active date of rank and time in grade (TIG). Considered as a Year Group. Zone of consideration (TIG) is announced annually, subject to the needs of the Army. Officers under suspension of favorable personnel actions or in a non-promotable status remain eligible for consideration.Speed – RA, then USAR, then ARNG“Currently, we are promoting at 18 months if the officer is otherwise qualified.?However, the officer must still be board selected and the list approved by the SecDef.?If the officer has reached their 18 months and the list has not been signed by the SecDef, they won't be promoted until the list is signed...the orders cannot be backdated prior to the approval date.”18 months as 2LT; 18 months as 1LT – 36 months to CPT (bare min).By reg, CPTs, MAJs, and LTCs must serve at least 3 years TIG to be considered for promotion. (Para 1-10c(4)).USAR – promote easily to MAJ – LTC and COL need slot (as of this year). Promotion to MAJ and above are not based on a set TIG.?Your DOR as a CPT is a factor in the sequence number you will receive if selected.?You can approximate the date you will be promoted by this general practice: the first month after the list is confirmed by the Senate we will promote the AZ officers, the next 10 months we will promote 10% of the primary zone officers, the last month we will promote the BZ officers.?This is not always the case...based on the needs of the Army.?The list will be published when approved by the SecDef.?But, as stated, we cannot promote off of it until the Senate confirms it.?We cannot predict when that will be. 6 years as CPT – 9 years to MAJ (plus BA, CCC, KD) – SA may waive BA for OCS officer for two years., or discharge from active duty. 6 years as MAJ - 15 years to LTC (plus ILE, KD)5 years as LTC - 20 years to COLDA PAM 600-3 lists specific job & education requirements for each rank and AOCAR 135-155, Table 2–1 for Reserve/NG,Minimum Years Maximum YearsFrom To in lower grade in lower gradeO1 (2LT) O2 (1LT) 18 months 42 monthsO2 (1LT) O3 (CPT) 2 5O3 (CPT) O4 (MAJ) 4 7O4 (MAJ) O5 (LTC) 4 7O5 (LTC) O6 (COL) 3 (See note below.)Notes: Announced annually. Normal time in grade is 5 years, subject to the needs of the Army.CW2-4 need min of 2 year active duty in current grade (1-10c2). 4 years as CW2 – 6 to CW34 years as CW3 – 10 to CW44 years as CW4 – 14 to CW5Position Vacancy Mandatory BoardFrom To Minimum Years Maximum Years WO1 CW2 2 2 CW2 CW3 5 6*CW3 CW4 5 6 *CW4 CW5 N/A Must fill a vacancy for W5 ARNG Warrant Officers can promote to CW3 at four years TIG (maximum TIG is five years) if coded in a higher-graded slot.ARNG Warrant Officer do not appear before any DA boards. ARNG-maximum years TIG for CW2 and CW3 is 5 years when Soldier is in a higher grade.Pull up the WO, MAJ, and CPT MILPER messages. Go to website and show where to find them.Slide 30SHOW SLIDE: PROMOTION ZONESPromotion zones are typically determined by DOR, and all fall roughly by year-group lines. Look at MILPER messages.(2) In the zone promotion – with peers; normal career progression. This is technically your second (or, for promotion to MAJ, third) look, but only the first one that counts. Non-selection during this look is an officer’s first non-select. (1) Below the zone promotion – ahead of peers. Promotion to MAJ, LTC and COL; CW4 and CW5. Two changes. No CW4s for past two years. MAJ is now double BZ. For Reserves - The SA may, when the needs of the Army require, authorize the consideration of officers for promotion to the next higher grade from below the promotion zone.Ideally, only outstanding officers are selected in this zone. Non-selection is normal and not considered detrimental to an officer. As we’ll talk about shortly, very small number can be selected BZ. Above the zone promotion – behind peers; third (or fourth for MAJ) and last realistic chance. Any officer who fails to be selected for promotion two times will be subject to the provisions listed in AR 600-8-29, Para 1-13a(1) to (6).For Reserves - An initial non-selection for CW5 does not constitute a failure . The CW4 will again be considered in the zone. Warrant officers filling unit position vacancies in the Selected Reserve (TPU) may be promoted through the position vacancy board process provided they meet the minimum requirements. Nonselection here does not constitute a failure of selection for promotion. Subsequent promotion consideration will be per paragraph d, above.For AG branch in FY 09 – PZ MAJ 95% (93.9% FS), BZ 8%, DBZ 5%, 50% AZ (in FY08, much smaller – 4.2% BZ across Army, 1.3% DBZ)PZ LTC 87% (78.1% FS), BZ 6%, 27% AZPZ COL 59% (64% FS), BZ 8%, 3% AZSlide 31SHOW SLIDE: CENTRALIZED PROMOTION BOARDSPromotion board selecting CPTs thru Major General (MG) has a board convening for each grade and competitive category. Competitive Categories – MFE (Maneuver, Fires, Effects – IN, AV, AR, EN, MP, FA) OS (Operations Support – SC, MI, FAO) FS (Force Sustainment – LG, AG, FI) Special Branches – Health Services, Chaplain, JAGCW3, CW4, and CW5 has a selection promotion board that considered these ranks at the same time. Competitive Categories - Aviators and TechnicalReserves - There are three Competitive Boards (AR (AGR), AR (Non-AGR), and ARNG). APL (Army Promotion List) which has no AOC distinction, but there are still separate Special Branch boards. Often also have a requirement for there to be a slot available for you to fill.Also USAR Troop Program Unit (TPU) & AGR Position Vacancy boards for CW3-4 and CPT-COL - designed to promote officers to fill vacancies in USAR units that cannot be filled by local commanders with qualified officers of the authorized grade. promotion of the best qualified, geographically available officers. The commander of the unit experiencing the position vacancy will send to the appropriate area commander the names of all USAR unit officers in the next lower grade who meet the promotion considerations min TIG. Chief, AR (OCAR) determines AGR vacancy board occurs (para 2-13, 2-14).Promotion in ARNG is a function of the State, and only occurs when there a vacancy. ARNG Officers may be promoted at minimum TIG by the State Adjutant General (TAG) Position Vacancy Promotion (PVP) and reviewed by a Federal Recognition Board (FRB). ARNG can only promote in units assigned to the State. AR officers can promote anywhere within the AR. Example: If an officer drills in the Delaware ARNG, there are approximately 300 officer slots in that State. Conversely, even though a AR performs battle assemblies in the 81st RRC, he or she can compete across the entire spectrum of the thousands of officer slots in the 225,000 Soldiers in the AR. One year prior to ARNG officers maximum TIG, they enter the DA Mandatory promotion process similar to AR officers. The state can no longer choose to promote the officer at that time. Officers will receive notification during the year prior to the year they attain their maximum time in grade in their current grade. ?Slide 32SHOW SLIDE: MEMORANDUM OF INSTRUCTIONPrior to evaluating potential nominees, the Secretary of the Army will provide a Memorandum of Instruction (MOI) (DA Memo 600-2) to the board delineating any further guidance (1-33a):Description of the method and procedures governing the promotion board process and factors to consider in evaluating officers from each branch or functional area. (2) Method of Selection: (a) Fully Qualified: board recommends the maximum number of officers to be selected as established by Secretary of Army. It equals the number of officers above, in, and below the promotion zone. All but alcohol, adultery, drugs, etc. (b) Best Qualified: board recommends fewer than the total number of officers considered for promotion. Majority of board members must concur on validity of promotions. (3) Indicates the number of officers to be promoted: (a) Maximum number of officers to be promoted from each competitive category. This is based upon the needs of the Army and goals for the specific year group under consideration. (b) Total number of below the zone selections possible. Total number may not exceed 10 percent of the total number of recommendations; may be increased up to 15 percent at the authorization of the Secretary of Defense. In 2007, 15% auth for MAJ board, chose 12.5%. Slide 33SHOW SLIDE: BOARD SELECTIONS No personal knowledge. No visitors to board room. All discussion stays in room.Board file – DA Photo, ORB,(Personnel Qualification Record (PQR), DA Form 2-1) , Performance section of OMPF – Senior Rater comments, jobs (command) very important Board Member experience – who they know; commandWord Picture – Verbiage for 1-6 (- is weak, + is strong)6+/-TOP FEW - ABSOLUTELY MUST SELECT5+/-ABOVE CONTEMPORARIES - CLEARLY SELECT4+/-SOLID PERFORMER - DESERVES SELECTION3+/-FULLY QUALIFIED - SELECT UP TO SELECT OBJ2+/-NOT FULLY QUALIFIED - TOO MANY WEAKNESSES1+/-ABSOLUTELY NOT QUALIFIEDSCSHOW CAUSE FOR INVOLUNTARY SEPARATIONUnder this method the best score possible is “6 +” and the lowest is “1-”Board members may also vote “Show Cause.” A “SC” vote could ultimately lead to involuntary separation.The whole number scores are added, then the “+” and “-” are added. The “+” and “-” can cancel each other out.For example, a score of 27+4 is better than a score of 27+3. A 25-2 is better than a 25-3.Phase I - Identify “Fully Qualified” Officers (IAZ) – Vote files (1-6), ID show causes (substandard performance, misconduct, actions inconsistent with National Security, Moral/Professional Dereliction), OML (x3 – one for MFE, OS, and FS), establish Fully Qualified Line (FQ) (based on word picture)Phase II - Identify Potential BZ Selects – Screen as Yes (Merits further consideration)/No (does not merit further consideration)/Show Cause, establish OML (based on number of Yes votes), determine who to hard vote (majority vote), hard vote (with word picture), establish hard vote OML (MOI gives max BZs for comparison)Phase III - Identify “Best Qualified” Officers – tentatively ID in IAZ (draw line for TBQ – the best qualified), break any ties, compare BZ files (compare lowest scoring BZ file with comparison IAZ file – ie 87 BZ, look at bottom 87 IAZ above TBQ line) (then invert - if lowest scoring BZ is clearly superior to highest IAZ, all of BZ are integrated. If not, bottom BZ is eliminated and next lowest is compared. If BZ is clearly superior to respective IAZ, BZ and those below him replace IAZ who would have otherwise been selected), formal votePhase IV - Identify Officers for Show Cause - (substandard performance, misconduct, actions inconsistent with National Security, Moral/Professional Dereliction)Phase V - Produce Board Products / AAR If it’s a FQ board - Board members vote “yes” to select for promotion and “no” to not select. If a majority of board members vote “yes” the officer is selected. Slide 34SHOW SLIDE: APPROVAL AUTHORITYAfter the promotion board adjourns, it normally takes 60 to 90 days of processing and distribution time before the board results are released. The President of US is the ultimate promotion authority, but has delegated authority to the Secretary of Defense for approval/disapproval of Commissioned promotion board reports. Para 1-11a – same in USAR/ARNGAn additional regulatory requirement is that the US Senate must confirm all promotions to the grade of MAJ and above according to 10 USC 624(c). The results are released world wide at a date/time specified by HRC. Until the release date/time board results must be maintained in a “close hold” status. Once the results are distributed to the BDEs (approximately 2 weeks before the release date), the following event occur:(a) BDE must ensure that the officers on the list are still in a promotable status and not flagged.(b) Some installations allow the brigade commanders and higher to receive a copy of the list 24 hours in advance of the release date, which allows them to notify non-selectees the night prior to the release date.Reserves - The 56-R is only submitted after the board results are released, and the officer is selected for promotion.Slide 35SHOW SLIDE: TWO TIME NON-SELECTIONIf an officer is not selected from above the zone (meaning it is the second non-select), then mandatory retirement ensues unless one of the following conditions applies:(1) Are within 2 years of retirement – Federal Sanctuary(2) They are reverted to enlisted statusThey are selectively continued – can get looked at againFor promotion to CW3 & 4 (not 5) & CPT-LTC (not COL)?Slide 36SHOW SLIDE: SELECTIVE CONTINUTAIONDriven by the determined “needs of the Army." Officers not selected during their AZ promotion reviews to CW3, CW4, CS5, MAJ or LTC may be selectively continued on active duty in their present grade. This action is not something for which an officer can apply. Officers under consideration for selective continuation will receive notice from DA regarding their status. At that time DA will provide the officer with their options regarding continued service. The officer’s response is forwarded back to HRC for processing.All twice non-selected Officers and Warrant Officers may be retained to qualify for retired pay at age 60 if they have 18, but less than 20, qualifying years of service for retired pay. (Sanctuary). Reserves – CPT to 20 years, MAJ to 24 years, LTC to 33 years of commissioned service, COL to 35 years of commissioned service.Retain in current unit based on the status as a Military Technician.??Slide 37SHOW SLIDE: ORDER OF PROMOTIONOfficers selected for promotion by the board will be promoted from the promotion standing list based on their sequence number that is assigned by date of rank and other factors. The number of officers promoted to a given rank in a particular month is a function of force structure and budgetary constraints and is announced by MILPER message monthly.(1) The sequence numbers are established based on seniority/ADOR. Personnel selected from Above-the-Zone will have the lowest numbers (promoted first), while those selected from Below-the-Zone will have the highest (promoted last).(2) Each year’s list is expired before anyone is promoted from the following year’s list. TPU – Must be in position equivalent to new rank. Exception - promotable 1LTs in the Selective Reserve who are unable to find a geographically available position of a higher grade will be promoted at their maximum eligibility date and will not be required to transfer to the IRR.AGR - Officers who cannot be promoted due to strength and/or position limitations have two options: (common for promotion to MAJ/LTC)Voluntarily leave the AGR program and accept promotion in the higher grade.Remain in the current grade in the AGR program until a position becomes available. If no slot is available, can delay promotion for one year. ETP available for ARNG officers (including technicians) and officers employed as a civilian in a AR technician position. If an ETP is authorized, can extend delay to max of three years.Approval Authorities: ARNG - The TAG of the state of assignment. AR Unit Officers – Area Commander AR Non-Unit officers – Commander, HRC-St. LouisSlide 38SHOW SLIDE: NONPROMOTABLE STATUSIf selected, an officer’s promotion will be automatically delayed.Automatic delays must be resolved, typically within six months of the delay, and the officer must be promoted or the promotion must be voided, dependant on the resolution for the automatic delay. Can be promoted after flag is lifted. Send a copy of the DA Form 268 lifting the flag to HRC Promotions branch.If reprimand is filed in OMPF, send copy with 268. If flag is filed locally in or restricted fiche, orders should be cut in a week.In filed in OMPF, promotions branch may require a Promotion Review Board.?Slide 39SHOW SLIDE: PROMOTION ACCEPTANCE Unless an officer declines a promotion in writing they will be promoted when their sequence number is announced. If an officer decides to decline a promotion, these actions occur: (1) Should be counseled by rater regarding impact of declination.(2) The officer will be deleted from the promotion list; 2LT or WO1 who decline promotion are ineligible for subsequent ones. Officers will separate upon expiration of service obligation. Commissioned officers, regardless of rank do not incur a service obligation for accepting a promotion. However, to retire at the promoted grade requires completion of successful periods of service respectively: GEN/LTG – no TIG, but do have to have consent of Senate; MG, BG, COL, and LTC – 3 years TIG; MAJ, CPT and 1LT – 6 months TIG (Refer students to AR 350-100, 2-5 Page 4, Para 1-18b(1)).Warrant Officers incur a 6-year Active Duty Service obligation for accepting a warrant officer appointment. (Refer students to AR 350-100, 2-3.) Additionally, when a warrant officer accepts a promotion to CW3, CW4 or CW5, they incur a 2-year service obligation. (Refer students to AR 350-100, 2-5. Also Page 4, Para 1-18b(1).)Slide 40SHOW SLIDE: PROMOTION CEREMONIESPromotion Ceremonies are normally conducted on the effective date of the promotion. In the following instances the promotion can occur early:(1) When the effective date of a promotion is on a weekend or national holiday, a promotion ceremony may be conducted on the last duty day before the effective date of promotion.(2) When the officer will be on leave or en route to a new duty station (not including temporary duty) on the effective date of the promotion, a ceremony may be conducted not earlier than 15 calendar days before the effective date. The ceremony should take place on the last duty day that the officer is present before the effective date.Pay and seniority are not affected by the ceremony date. They are determined by the date on the promotion order.Brigade S-1 is source for promotion certificates – DD Form 1A. The Secretary of the Army’s (SA) signature block is on the form, so reprints must be made with each change of the SA.Show DD 1A.The only time the Oath is required for promotion is from WO1 to CW2 when the officer moves from Other-than-regular-army (OTRA) to Regular Army (RA).?Slide 41SHOW SLIDE: OTHER CENTRALIZED BOARDSAlready mentioned Selective Continuation Boards: To evaluate officer for selective continuation who have twice failed promotion selection. Special Selection Board: Considers or reconsiders officers or warrant officers for promotion due to administrative error, board action contrary to law, material error or missing material information. Notified by writing at least 30-days before convening date – 7-4a.Promotion Review Board: Convened to consider the promotion status of officers who are recommended for removal from a promotion list. There are also boards that consider officers for Senior Service Schools (War College), BDE and BN CMD, and Product Manager positions.?Slide 42SHOW SLIDE: OTHER PROMOTION GUIDELINESLearning Step /Activity 8. Describe Other Promotion GuidelinesMethod of Instruction: Conference / DiscussionInstructor to Student Ratio: 1:36Time of Instruction: 30 minsMedia: Large Group InstructionThe topics that will be covered are listed below:FrockingPromoting Critically and/or Terminally Ill OfficersPosthumous PromotionsManaging Individual PromotionsInformation SourcesSlide 43SHOW SLIDE: FROCKING CRITERIAFrocking is not a true promotion, but allows an officer to wear a rank higher than their current one. It is used predominately in the joint arena where US officers must interact routinely with high level foreign officials and rank become critical to facilitate operations. Allocations exist for the number of officers that can be frocked at any one time. For example only 2% of the total number of Colonels can be frocked LTC(P). As the number of frocked officers is very limited, the critical test is whether the current rank of the officer severely restricts their job performance.Para 6-1b. Officers being frocked to the grades of major through colonel must meet one or more of the following criteria to be considered:(1) The interest of the United States and the image of the U.S. Army would otherwise be severely jeopardized.(2) Performance of duties would be severely restricted by wearing the lower grade of rank.These circumstances generally apply to officers in foreign areas whose routine duties require frequent contact with high level military or civilian foreign officials.(3) Designated for command as authorized in TOE or TDA.(4) Selected to fill a DA-identified product manager or project manager position.(5) Designated to fill a position as a PMS or CGSC instructorPrioritized – International; Joint; CMD/Project Managers; Army staff, Div Chief of staff; Dep CDR, BN S3, BN XO, instructors6-1d. Authority to frock(3) Program executive officers and general officer program managers in the grade of MG and above are authorized to frock the officers identified in b(4), above.(4) TRADOC is authorized to frock the officers identified in paragraph b(5).(2) Commanders, Army Human Resources Command-Alexandria (ATTN: AHRC-MSP-S) will approve all other frocking above.The request to HRC must be signed by a O7 or above., or SES equivalent.Slide 44SHOW SLIDE: FROCKING CONDITIONS (1 of 2)Can assume frocked rank no earlier than two days before assuming the job requiring the frocked rank.Slide 45SHOW SLIDE: FROCKING CONDITIONS (2 of 2)Just for appearances - Don’t get paid.Slide 46SHOW SLIDE: CRITICALLY OR TERMINALLY IIINo legal basis exists to promote critically or terminally ill officers to a higher rank. If the officer is currently in a promotable status, the CG HRC and the Army G1 will determine the validity of promoting the officer early based on information provided by the medical treatment facility. Officers who do not receive a promotion prior to death are eligible for a posthumous promotion consideration.Slide 47SHOW SLIDE: POSTHUMOUS PROMOTIONS Officers are eligible for a posthumous promotion provided the following:(1) Officer was in a promotable status at the time of death(2) Death is not due to own misconduct(3) Officer not on an unauthorized absence (AWOL)(4) Normally requests for posthumous promotions are approved and the higher rank is then reflected on all official documents and is allowed on the gravestone of the officer as wellSHOW SLIDE: MANAGING INDIVIDUAL PROMOTIONSAsk the students: How many of you have an “I Love Me” book?If you have not already started an “ I Love Me” book; I strongly encourage it. Because when it comes to promotions, no one should be more concerned about your promotion more than you. Start early andensure your file is current and includes current ORBs and a DA Photo. Slide 49SHOW SLIDE: INFORMATIN SOURCESReview each resource.Slide 50-52SHOW SLIDE 2 THRU 4: TERMINAL LEARNING OBJECTIVENOTE: INSTRUCTOR TO COVER THE FOLLOWING:SAFETY REQUIREMENTS: In a training environment, leaders must perform a risk assessment in accordance with DA PAM 385-30, Risk Management. Leaders will complete a DD Form 2977 Deliberate Risk Assessment Worksheet 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). Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the work/rest cycles and water replacement guidelines IAW TRADOC Regulation 350-29. Everyone is responsible for safety. ?No food or drink is allowed near or around electrical equipment (CPU, file servers, printers, projectors, etc.) due to possible electrical shock or damage to equipment.? Exercise care in personal movement in and through such areas.? Avoid all electrical cords and associated wiring.? In event of electrical storm, you will be instructed to power down equipment. ?RISK ASSESSMENT LEVEL: Low?ENVIRONMENTAL CONSIDERATIONS: 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.?Instructional Guidance: Throughout this lesson, solicit from students the challenges they experienced in the operational environment (OE) and what they did to resolve them. Encourage students to apply at least one of the critical variables: Political, Military, Economic, Social, Information, Infrastructure, Physical Environment and Time (PMESII-PT).?Conditions: With an awareness of the Operational Environment (OE) variables and actors.?EVALUATION: You will be given a graded end of module examination which will include Managing Officer Distribution and Assignments. A passing score on this end of module examination is 70% for AA students and 60% International Students. INSTRUCTIONAL LEAD-IN: Ask the students – If you could control one aspect of your Army career, what would it be? Briefly discuss their answers, and then explain that most officers would like to have more control over their present and future assignments.ALA: Human Dimension embodies the cognitive, physical, and social components of the Army’s trusted professionals and teams.GLO 7: Soldiers and Army Civilians demonstrate capacity in critical thinking. This GLO includes Applied Critical Thinking and Groupthink Mitigation, Strategic Thinking, Problem Solving, and Decision Making. ALA: Professional Competence is the demonstrated technical and tactical proficiency in Army and joint doctrine largely revolving around the concept of ULO codified in ADP 3-0. There are three GLOs for the Professional Competence ALA.GLO 13: Soldiers and Army Civilians support Army policies, programs, and processes; includes Understanding and contributing to Army Systems that manage, develop, and transform the Army. GLO 14: Soldiers and Army Civilians are technically and tactically competent; includes Branch and Career Management Field proficiency, Career Programs, Series Technical Certifications, and Warfighting Skills. ................
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