1. Manage Officer Distribution and Assignment System
SHOW SLIDE: MANAGE OFFICER DISTRIBUTION AND ASSIGNMENTS
ADMINISTRATIVE DATA:
Academic Hours/Methods
0 hr/10 min Introduction
5 hrs / 25 min Conference / Discussion
2 hrs Practical Exercise
1 hr Test
0 hr/30 min Test Review
0 hr/10 min Summary
9 hrs / 25 Min Total Hours
SECTION II. INTRODUCTION: Today we are going to discuss Managing Officer Distribution and Assignments.
Method of Instruction: Conference / Discussion
Instructor to Student Ratio is: 1:36
Time of Instruction: 10 mins
Media: Large Group Instruction
MOTIVATOR: 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.

2. Terminal Learning Objective
LESSON OUTCOME:
This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for managing officer distribution and assignments. At the conclusion of this block of instruction, students will be able understand the officer classification system and the assignment process.
21ST CENTURY COMPETENCIES:
Accountability and Initiative
Lifelong Learner
Teamwork and Collaboration
Communication and Engagement
Tactical and Technical Competence
TERMINAL LEARNING OBJECTIVE:
ACTION: Manage Officer Distribution & Assignments
CONDITIONS: In a classroom environment, given access to FM 1-0, AR , AR , AR , DA PAM 600-3, PAM, DA PAM Smartbook, TOPMIS II Training Database, HRC OPMD SOP, and awareness of Operational Environment (OE), variables and actors.
STANDARD: Students will meet the standard when they:
Determine the Goal and Challenges of the Officer Distribution and Assignment System
Define the Officer Classification System
Interpret Officer Distribution and Assignments Roles and Responsibilities
Define Officer Leadership and Career Planning Timelines
Interpret Officer Assignment Policies
SHOW SLIDE: TERMINAL LEARNING OBJECTIVE
NOTE: INSTRUCTOR TO COVER THE FOLLOWING:
21st CENTURY SOLDIER COMPETENCIES STATEMENT:
This lesson covers the following 21st Century Soldier Competencies:
Determine the Goal and Challenges of the Officer Distribution and Assignment System
Define the Officer Classification System
Interpret Officer Distribution and Assignments Roles and Responsibilities
Define Officer Leadership and Career Planning Timelines
Interpret Officer Assignment Policies
SAFETY REQUIREMENTS: In a training environment, leaders must perform a risk assessment in accordance with DA PAM , 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 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 Environmental Considerations and GTA 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.

3. Goal of Officer Distribution and Assignments
Goal: The right officer in the right place at the right time
SHOW SLIDE: GOAL OF OFFICER DISTRIBUTION AND ASSIGNMENTS
Learning Step / Activity 1. Determine the Goal and Challenges of the Officer Distribution and Assignment System
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 25 mins
Media: Large Group Instruction

4. Factors Influencing the Distribution Process
Army requirements
Officer Distribution Plan (ODP)
Gender coded billets (duty assignment)
Grade, career field, education, experience
Professional development needs
Availability
Policy considerations (i.e. stabilization, tour equity)
Officer’s potential for advancement
Officer’s personal preferences/ family considerations (i.e., EFMP, joint domicile)
Projected CSL
SHOW SLIDE: FACTORS INFLUENCING THE DISTRIBUTION PROCESS
The officer personnel assignment system is a functional subsystem of the Officer Personnel Management System (OPMS). The goal of this subsystem is to place the right officer in the right job at the right time.
a. The primary factors influencing an officer’s assignment are Army requirements and the Officer Distribution Plan (ODP). Development of the ODP is based on numerous factors including documented and resourced authorizations, DA priorities, professional development needs, and disposition of the force. The ODP then becomes the officer distribution–planning document to assign officers to fill Army requirements worldwide.
b Under the DCPC Policy, female officers will be assigned to positions that are coded female only or interchangeable.
c. Other assignment considerations include the following:
(1) The officer’s grade, career fields, education, and experience.
(2) The professional development needs of the officer.
(3) Availability.
(4) Policy considerations, such as PCS costs, stabilization, and tour equity.
(5) Officer’s potential for advancement.
(6) Personal preferences of the officer or family considerations, for example, exceptional family member program (EFMP), and concurrent assignment of family members to the same military unit.
(7) Regimental affiliation.
(8) Location and date of projected command selection list (CSL) command as Project/Systems Manager.
AR , Para 1-6

5. Challenges of Officer Distribution and Assignments
Personal Preference
Dwell Time
Stability
Officer Development
By Name Requests
Attrition
MACP
EFMP
Basic Branch Positions
Army Manning Guidance
Current Readiness
Future Readiness
MEL 1 & 4 Distribution
Legal Requirements
Budget
Real World Missions
TOE Army
Generalist Positions
SHOW SLIDE: CHALLENGES OF OFFICER DISTRIBUTION AND ASSIGNMENTS
Here are some of the challenges in officer distribution and assignments.
Some of these terms may be new, but that’s okay, we’ll cover them.
What are we trying to balance? (Army vs Officer)
What are the hazards of not balancing these needs?
If we focus too heavily on Army needs, we can alienate our officers and they leave. We can potentially fail in properly developing officers. We can place them at a disadvantage for promotions.
If we focus too heavily on Officer needs, we risk mission failure. We could put too much pressure on other officers to fill needs
Good advice: DA PAM 600-3, Para 3-15a - The individual. In many respects, officers are ultimately their own career managers.
The great thing about this class is it’s need to know info for being an S1, but at the same time it’s just good to know info as an individual.
So where do we start in talking about all this? With the basics.
Army Needs
Officer Needs
ODAS sets the balance point

6. Officer Classification System Key Terms (1 of 4)
Branch: Two numeric character code
Basic Branches
Accession Branches
Non-accession Branches
Special Branches
Area of Concentration (AOC)
Identifies position requirements and requisite qualifications
Two numeric, one alpha character for officers
Three numeric, one alpha character for warrant officers
Branch
Name 42
Adjutant General 19
Armor
AOC
Name
19B
Armor
19C
Cavalry
42C
Band Officer
SHOW SLIDE: DEFINE THE OFFICER AND WARRANT OFFICER CLASSIFICATION SYSTEM (1 of 4)
Learning Step / Activity 2. Define the Officer Classification System
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 1 hr, 25 min
Media: Large Group Instruction
I know this first section is basic for some of you, but it is important.
Every single position in the Army is being tracked, and it’s being tracked by the type of requirements for the officer needed to fill it.
Some positions are fairly open for who can be assigned to it. Some are restrictive.
Officer distribution and assignments is not one big puzzle. It’s thousands of small puzzles.
These are the building blocks.
The term “branch” is one of the most familiar terms used in categorizing officers.
This is the starting point. This is where development starts.
The Army says LT Jones you are Infantry. LT Smith you are Adjutant General Corps.
Barring any changes down the road, these two officers are bound to have pretty different careers because the Army needs different things from each of them, commits to differentiated training for them, and ultimately provides different professional opportunities for them.
Let’s make this easy and work backwards.
The special branches are the Medical Corps, Dental Corps, Veterinary Corps, Army Medical Specialist Corps, Army Nurse Corps, Medical Service Corps, Chaplains Corps and The Judge Advocate General's Corps.
All the other branches are basic branches, and we have two types of those.
Special Forces, Psychological Operations, Civil Affairs, and Acquisition Corps are non-accession branches.
Branch is so basic that we take it for granted sometimes, but the Army does not. When the Army committed to PSDR, the impact placed upon AG Branch was tremendous. All of a sudden we were short officers by large margins. So how does effect you? (Command opportunities, etc.)
Branch codes – Most people know this. You’ll get to know which ones are on your MTOE.
The basic branches (with codes) are Adjutant General Corps (42), Air Defense Artillery (14), Armor (19), Aviation (15), Civil Affairs (38), Chemical Corps (74), Corps of Engineers (21), Field Artillery (13), Finance Corps (44), Infantry (11), Military Intelligence (35), Military Police Corps (31), Ordnance Corps (91), Psychological Operations (37), Quartermaster Corps (92), Signal Corps (25), Special Forces (18), and Transportation Corps (88).
Most branches also have warrant officers.
Beyond that, the development is characterized by an AOC.
AOCs are two numerals followed by an alpha character for officers, three and one for warrants.
The first two numbers indicate the branch.
Sometimes branch is enough, but more often than not you’ll manage by AOC because it is more specific.
DA PAM 600-3
AR , 2-2

7. Officer Classification System Key Terms (2 of 4)
Functional Categories (Army Competitive Category)
Operations: Infantry (11), Armor (19), Aviation (15), Field Artillery (13), Air Defense Artillery (ADA) (14), Engineer (12), Chemical (74), Information Operations (30), Military Police (MP) (31), and Special Operations Forces (SOF) encompassing SF (18), Psychological Operations (37) and Civil Affairs (CA) (38)
Operations Support: Signal Corps (25), Military Intelligence (35)
Force Sustainment: Adjutant General (42), Finance Corps (36), Acquisitions Corps (51), Transportation Corps (88), Logistics (90), Ordnance (91), Quartermaster (92)
Additional Functional Categories
Health Services: Medical, Dental, Veterinary, Nurse, Medical Specialist, and Medical Services
Special Branches: Judge Advocate General (JAG) Corps (27) and Chaplain Corps (56)
SHOW SLIDE: OFFICER CLASSIFICATION SYSTEM KEY TERMS (2 OF 4)
Officers will be managed by categories and groups with similar functions to facilitate the development of officer functional competencies requires on the future battlefield. The design is not intended to reflect where officers serve on the battlefield, but to align the functions and skills requires.
Maneuver, fires, and effects. This functional category gathers maneuver branches and functional areas that have similar battlefield application or complementary roles. This grouping is comprised of the following functional groups, with the branches and functional areas listed:
(1) Maneuver: Armor (19), Infantry (11), and Aviation (15).
(2) Fires: Field Artillery (13) and Air Defense Artillery (14).
(3) Maneuver Support: Engineer (21), Chemical (74) and Military Police (31).
(4) Special Operations Forces (SOF): Special Forces (18), Psychological Operations (37) and Civil Affairs (38).
(5) Effects: Public Affairs (46) and Information Operations (30).
Operations Support (OS). This functional category gathers two currently existing branches, Military Intelligence and Signal, with functional areas that have similar battlefield applications or complementary roles. Also included in this functional category are the functions associated with Force Training, Development and Education that design, build, and train the force. The category is comprised of the following:
(1) Network & Space Operations: Signal Corps (25), plus Information Systems Management (53), Telecommunication Systems Engineer (24), and Space Operations (40).
(2) Intelligence, Surveillance, & Reconnaissance (ISR) & Area Expertise: Military Intelligence (35), Strategic Intelligence (34), and Foreign Area Officer (FAO) (48).
(3) Plans Development: Strategic Plans and Policy (59) and Nuclear and Counterproliferation (52).
(4) Forces Development: Force Management (50), Operations Research/Systems Analysis (ORSA) (49) and Simulation Operations (57).
(5) Education and Training: Permanent Academy Professor (47)
Force Sustainment. This functional category, also known as the Logistics Corps comprises all branches and functional areas associated with logistics, resource and Soldier support functions:
(1) Integrated Logistics Corps: Transportation Corps (88), Ordnance (91), and Quartermaster (92), plus Multifunctional Logisticians (90).
(2) Soldier Support: Adjutant General Corps (42) and Human Resources (43), and Finance Corps (36) which combines Finance (44) and Comptroller 45) branches.
(3) Acquisition Corps (51): as currently organized.
Health Services (HS). The U.S. Army Medical Department Corps sustains a healthy and medically protected force with six specialty corps: medical, dental, veterinary, nurse, medical specialist, and medical services.
Special branches. Per AR 600–3, there are two special branches that will exercise personnel management authority due to the unique accessions and educational and certification/endorsement requirements. The Chaplain Corps and JAG Corps are designed to advise commanders while caring for unique Soldiers needs, including spiritual and legal needs, respectively.
DA PAM 600-3, Chapter 3

8. LOG IN TO MOS SMARTBOOK
Officer Classification System
Warrant
Officer Classification System
SHOW SLDE: LOG IN TO MOS SMARTBOOK

9. Officer Classification System Key Terms (3 of 4)
Branch Immaterial/Generalist
Position coding when specific branch skills are not required
Three characters (two numeric and one alpha)
01A – Officer generalist – used to identify positions that can be filled by any officer
01B – Aviation/Infantry/Armor immaterial
01C – Chemical/Engineer/Military Police immaterial
01D – Financial Management/Adjutant General immaterial
02A – Combat Arms Generalist
02B – Infantry/Armor immaterial
02C – Infantry/Armor/Field Artillery immaterial
05A – AMEDD immaterial – used to identify positions requiring an officer with specific AMEDD branch or functional area affiliation
SHOW SLIDE: OFFICER CLASSIFICATION SYSTEM KEY TERMS (3 of 4)
NOTE: “Immaterial” has been changed to “Generalist” in new doctrine.
This is where branch immaterial positions come in. Does it really matter what branch we pull from to command a recruiting company? Not really. In cases where we don’t need to be specific to a branch, the Army uses branch immaterial codes. The great thing about this is it allows the Army some flexibility in distributing the population.
There are several immaterial codes.
The broadest category is usually called “Oh one alpha”. But pay attention, immaterial codes are two numbers followed by a letter. So this is actually “zero one alpha”.
01A is open to practically all officers. Another common but more restrictive immaterial code is 02A for combat arms officers.
These positions are divided up amongst applicable branches to fill.
So now we have covered Branches, Functional Areas, Areas of Concentration and Branch Immaterial Positions. This is how we define positions up front. But sometimes we need to go a little further and identify more specific skill sets.
AR , 2-2

10. CHECK ON LEARNING AOC Name 11A Infantry Logistics
Air Defense Artillery
25A
Transportation
91A
35E
Explosive Ordnance Disposal
SHOW SLDE: CHECK ON LEARNING
Utilizing the MOS Smart Book…. Have students answer fill in the blanks

11. Have students identify immaterial positions on example MTOE

12. Branch Detail Program
Ensures branches with the largest need for Lieutenants are filled to required levels using donor branch 2LTs
Recipient Branches:
Donor Branches:
Air Defense Artillery
Chemical
Infantry
Armor
Field Artillery
SHOW SLIDE: BRANCH DETAIL PROGRAM
Some branches need many LTs but as rank increases, the number of officers needed decreases. Some branches actually require less LTs than officers of other grades.
The Army makes use of this through the branch detail program which ensures branches with the largest lieutenant requirements are filled to their required levels using donor branches that have fewer lieutenant requirements.
When the officer completes their detailed time, they are moved back to their basic branch as a CPT.
This program is one of the true strengths of the officer corps and in particular for the AG Corps. Branch detail officers bring a wealth of tactical experience and field craft to our branch.
DA PAM 600-3, para 4-7b - Branch detail program. Upon commissioning, selected lieutenants branched Signal, Quartermaster, Ordnance, Transportation, and Finance may be detailed to a combat arms branch for a minimum of 2 years or longer if assigned to a life cycle unit. Selected Military Intelligence and Adjutant General Officers are detailed for 4 years.
This is doctrinal. Obviously implementation depends on real world. AG – PSDR caused a reduction in AG officers being detailed to other branches. Once the population rises with new accessions, branch details will return to normal.
Adjutant General
Military Police
Ordnance
Signal
Finance
Military Intelligence
Quartermaster
Transportation
AR , Para 3-1
DA Pam 600-3, Para 3-4

13. Human Resources Command (HRC) Officer Personnel Management Directorate
SHOW SLIDE: HUMAN RESOURCES COMMAND (HRC) OFFICER CAREER MANAGEMENT DIVISIONS
Portion of a screenshot from the Officer Personnel Management Directorate Career Branch Homepage.
This shows a depiction of all branches and functional areas as they are managed by their functional categories (MFE, OS, FS)
The big impact is on promotions. We used to talk about the Army Competitive Category. Pretty much everyone competing against each other. Now officers are grouped by functional category. How does this change things?
Now let’s apply what we’ve learned so far.

14. Officer Classification System Key Terms (4 of 4)
Functional Area
May require months graduate-level training
FA Codes: Two numeric characters
Skill Identifiers
Received upon successful completion of a specialized course, civil schooling, and/or work experience
Not related to a particular branch, FA or AOC, but required to perform in a special duty position
Two characters in either numeric-alpha or alpha numeric combinations
Language Identifier Code (LIC)
- Authorized with any AOC
- Identifies Soldier’s foreign language qualifications
SHOW SLIDE: OFFICER CLASSIFICATION SYSTEM KEY TERMS (4 OF 4)
Definition comes from DA PAM 600-3, para 3-4c(1)(b)
Some officers also receive a functional area designation later during their company grade years.
The explanation of the board process is not in the scope of this lesson.
Officers given a functional area receive specialized training for that FA, and now may be eligible for assignments that are geared towards an FA grouping rather than branch.
Some officers have a branch/FA combination that allow them to move back and forth between assignments.
Some officers may never return to their basic branch.
Some officers may get a functional area designation, but never actually leave their basic branch.
Functional Area (FA) codes are like branch codes in that they are also two characters (numeric) which are used to identify the principal or secondary position requirements and the officer’s designated functional area.
Officers are either managed at HRC by someone working for a branch or functional area
Having both coded with two numbers gives us an easy way to sort information.
In addition to their branch or functional area, officers may pick up additional identifiers that indicate other skill sets that may be required for an Army job
Skill Identifiers (SI) are two characters, in either numeric-alpha or alpha-numeric combinations, which are used to identify the skills required in combination with an AOC, of a position as well as the skills in which officers may be classified. These codes are in DA PAM
Language Identification Codes (LIC) are two characters (alpha), which are used to identify the designated foreign language requirements of a position and an officer’s qualification in a designated foreign language.
These codes are found in AR
DA Pam 600-3, Para 3-4(1) and 3-12
DA Pam , Table 4-5

15. Voluntary Transfer Incentive Program (VTIP)
VTIP is available in lieu of functional area designation; enables highly qualified officers to branch transfer
Competitive program, effectively aligns officer attributes with Army requirements
Professional education tailored for each Functional Area
Foster discussion and information for:
Officer potential, opportunities and expectations within their basic branch
Introduce officers to opportunities outside of their current AO
Identify functional area candidates thru assessment of officer strengths
Primary tool used to fill functional area requirements
Eligibility
Active Component Category (ACC) regular army officers only – must be in “Good Standing”
1LT(P), CPT and CPT(P) through 9th year of AFCS
Field Grade at 14 years of AFCS or less can request FA transfer only
Officers with existing ADSOs may compete i.e. Menu of Incentives, ACS/ESGP, Tuition Assistance, etc…
1QTR FY16 VTIP panel results release 11 Dec approved transfers out of 627 Applicants.
VTIP Participation to Date:
VTIP Panel
# Competed
# Approved
FY10
269
198
FY11
1,241
781
FY12
1,112
674
FY13
1,416
775
FY14
1,002
408
FY15
512
229
FY16
627
309
TOTAL
6,179
3,374
SHOW SLIDE: VOLUNTARY TRANSFER INCENTIVE PROGRAM (VTIP)
This comes from Bob Peterson OPMD
Hot Topics
VTIP Information –

16. Army Career Intermission Pilot Program (CIPP) Army Directive 2014-07
Provides a one-time temporary transition from Active Duty in the RA or USAR AGR Program to the Individual Ready Reserve (IRR) to pursue personal or professional growth
Soldiers will retain certain benefits and return to Active Duty (RA to RA, AGR to AGR) at the end of the inactive duty period
The Army will use ALARACT and MILPER Messaging to announce detailed instructions on eligibility and the application process
Intent:
Enables a flexible career path and support a continuum of service from first affiliation through separation from active service
Limitations:
Soldiers who have an approved retirement or separation date or who have 17 years or more of credible service
Career intermission not to exceed 36 months
USAR officers, warrant officers and enlisted Soldiers must complete their initial 3-year AD term
* See Army Directive for complete list of eligibility criteria
SHOW SLIDE: ARMY CAREER INTERMISSION PILOT PROGRAM (CIPP) ARMY DIRECTIVE
Hot Topics

17. Performance Based - Graduate School Incentive Program (PB-GSIP)
A Broadening Opportunity Program targeting high performing KD complete CPT/MAJs to pursue a fully funded Master’s degree at a US Accredited CONUS graduate school
Program will allow months of resident schooling
Eligibility/Funding:
KD complete CPT/MAJs from Operations, Operations Support, or Force Sustainment Basic Branches
Covered Costs: Tuition, most mandatory fees, and normal PCS and officer entitlements
Costs to Officer: GRE/GMAT Fee (only if required by school for application), Application Fees, Books, and Personal Expenses (e.g. Parking)
Officer’s next KD assignment will fulfill the mandatory utilization requirement
Officer will choose to pursue 1 of 10 Academic Disciplines:
Business Administration, History, Psychology, Public Admin and Policy, Computer Science, International Relations, Philosophy, Human Resources, Education, or Sociology
AY 17/18 Cohort Selection made by Career Divisions with input from Commands
Key Dates: Selection complete October 2016, officers notified November 2016
Cohort Size: Select ~50 officers to begin classes in Fall Semester 2017 or Spring Semester 2018 (cohort size may increase dependent upon CSA guidance and funding availability)
Officer incurs a 3:1 Active Duty Service Obligation upon completion
SHOW SLIDE: PERFORMANCE BASED - GRADUATE SCHOOL INCENTIVE PROGRAM (PB-GSIP)
Hot Topics

19. Examples of Skill Identifiers
SHOW SLIDE: EXAMPLES OF SKILL IDENTIFIERS
Ask students to identify skill identifiers

20. Warrant Officers
Highly specialized expert officers, leaders, and trainers who are fully competent in technical, tactical, and leadership skills; creative problem solvers able to function in highly complex and dynamic environments; and proficient operators, maintainers, administrators, and managers of the Army’s equipment, support activities, and technical systems.
Branch – same as commissioned officers
Nine character Military Occupational Specialty Code (MOSC)
AOC- First four characters:
Three numbers and a letter
Ex: A - FA Targeting Technician
Branch AOC AOC definable qualification
Special qualifications: Last five characters
SQI- Fifth character
ASI- Sixth and seventh characters
LIC or ASI- Eighth and ninth characters
SHOW SLIDE : WO CLASSIFICATION
The MOSC consists of nine characters. In recording an MOS, a minimum of five characters will be entered. The digit “0” (zero) is used as a fifth character when identification of a special qualification is not required.
First and second character. The first two characters are numbers and are used together to represent branch or FA.
Third character. The third character is a number and is used with the first two characters of the MOSC to designate AOC. Each branch and FA contains one or more AOCs. An AOC is a concentration of MOSs within a specific branch or FA which have closely related technical and tactical skill and training requirements.
Fourth character. The fourth character, a letter, is used to designate separately definable qualifications within an AOC because of major systems or skill differences. When used in combination with the first three characters, it constitutes an MOS.
Fifth character. The fifth character, a single position number or letter, is used for SQI. The SQI is used in combination with the four characters of the MOS to designate significant qualifications which require, as a minimum, successful completion of a formal service school or at least six months on-the-job training. Marine licenses, parachutist and polygraph examiner are representative examples. When no special qualifications apply, the digit “0” (zero) is recorded in the fifth position.
Sixth and seventh character. An ASI which consists of a two position numeric alpha or alpha numeric code which is authorized to relate to a specific occupational skill or item of equipment to an MOSC.
Eighth and ninth character. Consist of either an ASI or LIC, a two position alphabetic code which is authorized to identify language skills.
DA PAM
AR , Chapter 5

21. CHECK ON LEARNING AOC Name Allied Trades 350Z
Geospatial Engineering Technician
140E
Bandmaster
922A
150U
180A
Check on Learning

22. CHECK ON LEARNING
Q. Which of the following is an example of a branch generalist/immaterial code?
a. 42B
b. 12A
c. 01A
d. 11B
Q: Which of the following is NOT an Army Competitive Category (ACC) Functional Category?
a. Operations
b. Health Services
c. Operations Support
d. Force Sustainment
SHOW SLIDE: CHECK ON LEARNING
Q: Which HR Systems can you use to assist with the assignment process for Active Army Officers?

23. ODAS Roles and Responsibilities
Department of the Army HQDA G1)
Human Resources Command (HRC)
Brigade/Brigade Combat Team(BCT)/Special Troops Battalion S1 (General Officer-Level HQs)
SHOW SLIDE: ODAS ROLES AND RESPONSIBILITIES
Learning Step / Activity 3. Define Roles and Responsibilities of DA G1, HRC and S1s
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 1hr, 15 mins
Media: Large Group Instruction
Personnel readiness is one of the most important functions a BN, BDE S-1, G1, and personnel readiness mangers perform on a continuous basis, regardless of location or environment . We will discuss the roles and responsibilities of each echelon of command.

24. HQDA G1 Role Supervise the manning of the Army
Publish HQDA Manning Guidance
Generate Personnel Management Authorization Document (PMAD) / Update Authorization Document (UAD)
Develop PRM plans, policies, milestones, priorities
MANNING
INITIATIVES
TAADS – SOLDIER
REQUIREMENTS BY
STRUCTURE (ARMY G-3)
OPERATIONAL
REQUIREMENTS
SHOW SLIDE: HQDA G1 ROLE
Personnel readiness management standards for deploying units are established by HQDA G-1, which uses authorized strength levels, target fill levels, Personnel Manning Authorization Document directed authorizations, and the operational (deployment) timelines established by the Army G-3.
ARMY
MANNING
GUIDANCE
PMAD/
UAD TO
HRC
ARMY
PRIORITIES
ARMY BUDGETARY
CONSTRAINTS
ENDSTRENGTH
FM 1-0, Chapter 3 Section I

25. The Role of HRC Executes manning guidance
Creates distribution based on manning guidance, known requirements, PMAD
Interprets competing priorities
HRC uses TOPMIS to distribute and assign officers
MANNING GUIDANCE
RECEIVED
FROM G1
PMAD
RECEIVED
FROM G1
OFFICER AND
ENLISTED
MANAGERS
FILL
REQUISITIONS
BASED ON
AVAILABLE
INVENTORY
AI/RFO
PASSED
THROUGH
EDAS/TOPMIS
IN DMSL
UNITS
SHOW REQT’s -
TAPDB
DMO/JMD
DD/RD CREATES
REQUISITIONS
SHOW SLIDE: THE ROLE OF HRC
Personnel readiness management in brigades and battalions starts by comparing its organization’s personnel strength against its required authorizations. By adding predictive analysis of manpower changes (non-deployable rates, projected casualty rates, evacuation policies, and replacement flows), units can assess the personnel readiness of the organization and determine replacement allocation priorities. As HRC has a direct linkage with brigade units, replacement decisions are streamlined and replacements arrive at the unit in a timely manner.
S-1 INPUTS TO
EMILPO – ALL
STRENGTH
TRANSACTIONS
RFO CREATES
A KNOWN LOSS
S-1 REPORTS;
GENERATES
REQUIREMENT
FM 1-0, Chapter 3 Section I

26. Role of the Brigade/BCT/STB S1
The BDE S1 is responsible for managing the personnel strength of the BDE/BCT/STB and all subordinate units
This is accomplished by managing assigned strength distribution at the Distribution Management Sub-Level (DMSL)
BDE/BCT/STB S-1s use the Total Officer Personnel Management Information System (TOPMIS) to review officer strength, distribution, and assignments while maintaining officer record data on the Total Army Personnel Data Base- Active Officer (TAPDB-AO)
BDE/BCT/STB S-1s also use MTOEs/TDAs to review the structure and needs of their organization against the reports provided through TOPMIS.
SHOW SLIDE: ROLE OF THE BRIGADE/BCT S1
Brigade and STB S-1 sections are responsible for PRM. The BDE/BCT/STB S-1 has a direct link with HRC and maintains communication and coordination with the higher-level G-1/AG for the execution of its PRM responsibilities.
Expect multiple MTOE Documents.
Ensure TOPMIS is correct to ensure officers are eligible for the right assignments.
FM 1-0, Chapter 3 Section I

27. Position Requirement Info
Paygrade
AOC
Skill Identifier
Sub-paragraph
Line #s
This is a sample from SSI’s FY10 TDA
Notice this includes:
Officers
NCOs
Civilians
Notice this includes:
Army
Navy
Air Force
Marines
SHOW SLIDE: POSITION REQUIREMENT INFO
Add definition of position requirement code. Shown here is an excerpt of SSI’s TDA.
More often than not, S1s build their own roll ups.
All these different pieces of information can easily mess up your accountability – Pay Attention!!!

28. Roles/Responsibilities Review
Department of the Army HQDA G1)
Human Resources Command (HRC)
Brigade/Brigade Combat Team(BCT)/Special Troops Battalion S1 (General Officer-Level HQs)
SHOW SLIDE: ROLES/RESPONSIBILITES REVIEW

29. CHECK ON LEARNING Q. What level(s) does BDE S1s manage strength at?
a. Theater
b. BDE/BCT
c. Battalion S-1
d. Both b and c
Who produces the Army Manning Guidance?
a. DA G-1
b. Congress
c. Brigade Combat Team S-1
d. Human Resources Command
SHOW SLIDE: CHECK ON LEARNING

30. ODAS in Action Professional Development Timelines
Officer Reassignment Policies and Restrictions
Improving Readiness
SHOW SLIDE: ODAS IN ACTION
Learning Step / Activity 4. Define Officer Leadership and Career Planning Timelines
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 1hr, 15 mins
Media: Large Group Instruction

31. Professional Development… Leader Development Timeline
S1 Centric
Key Developmental
Positions
Branch Qualified
Joint and Expeditionary Competencies
COMPANY GRADE
FIELD GRADE
SR LDR
LIFE LONG LEARNING CIVILIAN EDUCATION
CCC/WOAC
ILE/WOSC
SSC/WOSSC
Institutional
SHOW SLIDE: PROFESSIONAL DEVELOPMENT… LEADER DEVELOPMENT TIMELINE (Relook)
The Army Leader Development Strategy defines leader development as the deliberate, continuous, and progressive process—founded in Army Values—that grows Soldiers into competent, committed professional leaders of character. Leader development is achieved through the career-long synthesis of the training, education, and experiences acquired through opportunities in the institutional, operational, and self-development domains, supported by peer and developmental relationships. This is accomplished through domains of leader development.
The goal of Army leader development is to create the training, education, and experience conditions that produce agile, innovative, and adaptive leaders of unimpeachable integrity, character, and competence who act to achieve decisive results and who understand and are able to exploit the full potential of current and future Army doctrine.
Institutional: The institutional Army (schools and training centers) is the foundation for lifelong learning. Training is an organized, structured, continuous, and progressive process based on sound principles of learning designed to increase the capability of individuals, units, and organizations to perform specified tasks or skills. The objective of training is to increase the ability of leaders to competently perform in training and operational situations. Individual task training builds individual competence and confidence to perform these tasks in support of collective training and operations.
Operational: Operational and broadening assignments constitute the second domain of leader development. Upon completion of institutional training, leaders are ideally assigned to operational positions. This operational experience provides them the opportunity to use, hone, and build on what they learned through the formal education process. Experience gained through on-the-job training in a variety of challenging assignments and additional duties prepares officers to lead and train Soldiers, both in garrison and ultimately in combat.
Self-development: Learning is a lifelong process. Institutional training and operational assignments alone do not ensure that Army officers attain and sustain the degree of competency needed to perform their varied missions. The profession of arms requires comprehensive self-study and training. Leaders must commit to a lifetime of professional and personal growth to stay at the cutting edge of their profession. They must keep pace with changing operational requirements, new technologies, common weapons platforms, and evolving doctrines. Every officer is responsible for his or her own self-development.
NOTE: Instructor should point out and explain that the term branch qualification has been replaced with Key Developmental Positions (KDPs).
BASIC BRANCH
MULTI-SKILLED LEADERS
Operational
Branching then Warrant Officer and Basic Officer
Leadership Courses
Self-development
Operational Assignments
Joint, Inter-agency, Inter-governmental, Multi-National Assignments, Exposure and Experience
DA PAM 600-3, Chapter 3

32. Professional DevelopmentHR
Senior
Leader
Army G1 Manning Guidance (FY13-15)
12-18 months company command
18-24 months KD as a CPT (S-1 or TT)
Versatile Strategic Leaders
Progressive & Sequential Assignment Development
Former COL CSL
AG1 XO, HRC CofS,
Army G1 / HRC (DMPM, TAG)
ASCC G1 (ARCENT, USARPAC),
Commandant-AGS, FORSCOM AG
Joint (EUCOM, JFCOM, AFRICOM, PACOM, SOCOM)
SSC
Corps G1, ASCC/Army G1, ACOM G1, BDE level CDR, Commandant, AG School, J1 (Unified Command), HQDA/Joint Staff, Branch immaterial coded positions, Senior HR Officer (coded 42H positions)
Red- Key Developmental
Black-Broadening
LTC
Div G1, BN CDR, CDR USMA Band, DEP CDR, Special Band, Commandant, School of Music, HRSC, Div Chief, SSI, Div Chief, Corps Deputy G1, HQDA/HRC Staff, JIIM assignment, Brigade XO
ILE
SHOW SLIDE: PROFESSIONAL DEVELOPMENT
Additionally, officers should receive additional training i.e. Air Assault, Airborne, Ranger, Advanced Civil Schooling, Postal Operations, BDE S1/HR Plans and Ops, PCC.
NOTE: Ask students “What are some “Key Developmental” positions for Warrant Officers as a CW2 (BCT/BDE HR Tech, HROB), CW3 (Div Staff, HR CO Staff, Instructor/Writer), CW4 (WO Branch Manager, AG Proponent, Doctrine Writer, Joint/Combined Staff)?”.
MAJ
BDE S1, Deputy G1, MEPS CDR, HROB Chief (SB, ESC), HR Plans & Ops, Associate Bandmaster, XO Special Band CDR, Army Band at Large, BN XO, AG Instructor/Staff/Faculty, HRC, DA Staff, JIIM assignment, OCLL/Nominative/TWI utilization Staff Bands Officer
CCC
CPT
S1 (BN, BDE), Associate Bandmaster XO, Army Band Large, Company CDR, HR Plans & Ops, G1 Div Strength Mgr, STB3, AG School Instructor, Observer/Controller, Staff Bands Officer LT
BN S-1/Adjutant, Platoon Leader (HR, Postal) CO XO, BDE Strength Manager, XO, Army Band Large
BOLC
DA PAM 600-3, Fig 36-1

33. Duty Detail Assignments
HQDA has interest in and directs assignments to the following duty details
Army General Staff
Defense Agencies
General Staff with Troops
Inspector General
Adjutant Appointments
National Guard Bureau
Civil Works Detail (Corps of Engineers only)
Duty detail assignments do not affect the officer’s basic branch
SHOW SLIDE: DUTY DETAIL ASSIGNMENTS
Learning Step / Activity 5. Interpret Officer Assignment Policies
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 25 min
Media: Large Group Instruction
Once officers have completed KD requirements in a particular grade, they may be selected for duty detail to meet Army requirements. These types of assignments are a command function; however, HQDA has a primary interest in these type of duty details and oversee management.
(1) These type of assignments include officer selected to work on the Army Staff.
(2) Defense agencies also have requirements. An example of this might include military aide to the Secretary of Defense.
General Staff with Troops. Commanders may utilize officers who are branch qualified and will not move in the near term. Examples of this type assignment include positions such as SGS, Aide-de-Camp, or Executive officer.
Inspector General duty has a minimum three year tour requirements. Officers are nominated and approved for duty by The Inspector General.
Adjutant appointments must be made by command memorandum.
National Guard Bureau has officer requirements to work within the command structure of the Army NGB.
Civil works detail is limited to Army Corps of Engineers officers.
AR , Para 3-3

34. Utilizing Education and Experience
Army Educational Requirements System (AERS)
An officer whose civilian graduate degree supports their field
Graduate Degree Program, Tuition Assistance (TA) incur three year obligation to serve in a AERS position
Captains Career Course (CCC)
Intermediate Level Education (ILE)
Focus on preparation for field grade command/staff positions
Advance Military Studies Program (AMSP/SAMS)
Minimum tour length 12 months, earns Masters Degree in Military Arts and Sciences
Senior Service College (SSC)
DA centralized board, two year ADSO, assigned based on guidance from CAR
SHOW SLIDE: UTILIZING EDUCATION AND EXPERIENCE
Refer the students to AR , Para 5-4 for AERS
The Army has a vested interest in utilizing specific officer training, education, and experience to maximize the benefit of that training. Categories the Army is specifically interested in are shown, however, there are several more advance education programs available.
NOTE: Lead the discussion with several questions. Ask the students if they were aware of all of these professional training levels. Ask the students if they are aware that most of these schools are indicated on their officer records briefs upon completion by a specific Military Education Level (MEL) code.
The codes for each school completed are:
(a) Captain's Career Course (CCC) – MEL N
(b) Command and Staff College (CSC) – MEL 4
(c) SSC – MEL 1
DA Pam 600-3, Para 2-5, 7-8

35. Officer Reassignment Polices
General Policies:
Assignments are made when required for national security or equitable treatment
Assignments are made based on the officer’s professional qualifications
Qualified volunteers are considered first when all other factors are equal
PCS moves are not tied solely to the passage of time on station
Equal distribution within branch, functional area and grade among overseas assignments and assignment locations considered desirable and undesirable
SHOW SLIDE: OFFICER REASSIGNMENT POLICIES (1 OF 2)
As a HR manager you must be aware of the general characteristics of the Army’s officer assignment policy:
The Army attempts to provide professional growth and development at various levels of responsibility and expose officers to the wide variety of organizational structures within the total force.
HRC will consider volunteers for assignments even if they have not met time on station requirements before non-volunteers.
(a) Remember, all things being equal is a very broad context, and very few officers have career backgrounds and qualifications that are exactly equal.
(b) Therefore, do not always assume that any volunteer for an assignment is the best choice, but should be given consideration over an officer who does not volunteer.
The officer that does not volunteer may be the best officer for a specific vacancy.
(4) Although the Army supports stabilizing officers and their families, time on station does not necessarily dictate when an officer will move or not move.
(5) Hardships need to be share among everyone, particularly during these times of high OPTEMPO deployment.
AR , Para 5-1

36. Officer Reassignment Polices
General Policies:
Promotion or retirement will not be the sole reason for reassignment
An officer who must be moved out of a position will be moved to another position on the same installation when appropriate
PCS costs will be considered in selection of an officer for an assignment
Requests for joint domicile will normally be approved when possible for Army married couples
SHOW SLIDE: OFFICER REASSIGNMENT POLICIES (2 OF 2)
An officer who must be moved out of a position due to completion of command, relief for cause, loss of authorization/officer distribution plan support, failure to successfully complete a polygraph examination when it is a qualifying factor for assignment, loss of security clearance, professional certification, nuclear certification, or medical qualification will be reassigned to another position on the same installation. If no other position is available or the installation commander determines that reassignment with the same station is not the best interest of the Army, the commander may request PCS reassignment instructions.
AR , Para 5-1

37. Reassignment Restrictions
Orders should not be requested or directed for:
Officers to PCS twice in the same fiscal year
Officers obligated to complete Army Educational Requirements System (AERS) utilization
Officers in an approved stabilized position
Officers serving a prescribed overseas tour
Officers assigned to a joint duty assignment list (JDAL) position
Officers who are one time nonselects for promotion (until subsequent promotion results are published)
SHOW SLIDE: REASSIGNMENT RESTRICTIONS
Like most other HR management systems the Army has restrictions on reassignments. The Army intends to maximize the use of it’s funding; therefore, refer to the previous slide on PCS moves:
Soldiers are not authorized to PCS twice within the same fiscal year. Low Cost Moves may be authorized. Low Cost Moves may be authorized when a Soldier is assigned within CONUS or within an overseas area where PCS travel is required and the move can be made for $1000 or less, and when the commander is authorized to direct the PCS. The local finance office and the local transportation office will be contacted to determine if the Soldier’s legal entitlement to the PCS travel fund is $1000 or less. The determination will be made, in writing, before a request for orders is prepared.
Officers incurring AERS utilization tours after completing funded education programs must complete their utilization tour before they can PCS.
Certain officers are assigned to approved stabilized positions. For example, BN and BDE Commanders who serve two year tours.
Overseas tour requirements must be met before officers can return to CONUS.
Joint duty requirements are prescribed in law must also be met before officer can leave those respective Joint organizations.
AR , Para 5-1(f)

38. What HR Leaders Can Do to Improve
Personnel Readiness & Deployed Strength
PR involves managing and analyzing personnel strength data to determine current and future organizational requirements and assessing individual readiness.
How to manage
Monitor MAR2 / MEB / PEB
Warrior Transition Units (WTUs)
Soldier Readiness Program (SRP)
eMILPO, DTAS, RLAS, and SIDPERS-ARNG
Force Management System Web Site (FMSWeb)
HQDA Manning Guidance
SHOW SLIDE: WHAT HR LEADERS CAN DO TO IMPROVE PERSONNEL READINESS & DEPLOYED STRENGTH
Personnel readiness management involves analyzing personnel strength data to determine current combat capabilities, projecting future requirements, and assessing conditions of individual readiness. This process requires HR personnel to manage multiple events and systems.
Intensively manage physical profiles and the MAR2, MEB, and PEB processes. The earlier in a unit’s deployment cycle that these determinations and referrals are made the better it allows HR
leaders the ability to dialogue with National Provider distribution managers to work reassignment/backfill actions.
MOS Administrative Retention Review (MAR2): an administrative board held to determine if Soldiers with permanent profiles (P3/P4) meet retention standards in their current primary MOS.
Soldiers who are issued permanent profiles (P3/P4) must be processed IAW MAR2 (unless the Soldier is referred directly to the MEB/PEB process by the medical profiling officer due to the
Soldier not meeting medical retention standards).
Medical Evaluation Board (MEB) an informal process comprised of at least two medical officers who evaluate the medical history of the Soldier and determine if the Soldier meets
medical retention standards. If Soldiers are determined not to meet medical retention standards, they are referred to a PEB. If Soldiers are determined to meet medical retention standards, they
are RTD. However, if the MEB was generated from a MAR2 referral, regardless of its findings, the case is forwarded to a PEB.
Physical Evaluation Board (PEB): comprised of an informal board and a formal board presided over by a three member panel which makes a determination for the purpose of a
Soldier’s retention, separation, or retirement.
Warrior Transition Unit: Personnel undergoing medical care and rehabilitation may be assigned or attached to a Warrior Transition Unit. Warrior Transition Units are for Soldiers with complex
medical needs requiring six months or more of treatment or rehabilitation. Commanders must clear Uniform Code of Military Justice actions, other legal actions, investigations, property/hand
receipt issues, and LOD determinations prior to transferring Soldiers to a Warrior Transition Unit.
Aggressively execute SRP requirements and allocate time to conduct regular reoccurring Soldier personnel readiness maintenance events. Specific time should be allocated on a reoccurring
basis for leaders to manage the readiness of their personnel.
Soldier Readiness Program (SRP): Is outlined in AR and is the Army’s program to ensure that Soldiers meet readiness criteria for deployment. The current standard for checking individual Soldier readiness is at in processing, out processing, annually and 30 days prior to deployment.
Input status changes to DTAS, eMILPO, RLAS, and SIDPERS-ARNG of individuals as they become known. This permits strength managers at HRC to update information on the unit and
facilitates dialogue with National Provider distribution managers when working reassignment/backfill actions.
Force Management System Web Site (FMSWeb): Formerly known as WebTAADS, FMSWeb is run by the U.S. Army Force Management Support Agency (USAFMSA), and is located at FMSWeb displays current approved and future authorization document known as the Modified Table of Organization and Equipment (MTOE) for all units.
Actively engage with the National Provider distribution manager for each specific unit. Active and regular communication with National Provider distribution managers is essential in
obtaining timely reassignment/backfill actions of identified “hard” unchangeable non-available and non-deployable Soldiers.
FM 1-0, Chapter 3 Section I

39. CHECK ON LEARNING
Which of the following is NOT a Duty Detail Assignment?
a. Civil Works Detail
b. Defense Agencies
c. Inspector General
d. United States Army Recruiting
Which of the following is the Army’s program that ensures that Soldier’s meet readiness criteria for deployment?
a. Key Development Positions
b. Soldier Readiness Processing SRP)
c. Standard Operating Procedure (SOP)
d. Individual Soldier Readiness Processing
SHOW SLIDE: CHECK ON LEARNING

40. Summary
The officer assignment system is dynamic, fluid and challenging
Placing the right officer in the right job at the right time is the overall goal
Personnel at all levels contribute to getting officer assignments and distribution right
SHOW SLIDE: SUMMARY

41. Terminal Learning Objective
LESSON OUTCOME:
This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for managing officer distribution and assignments. At the conclusion of this block of instruction, students will be able understand the officer classification system and the assignment process.
21ST CENTURY COMPETENCIES:
Accountability and Initiative
Lifelong Learner
Teamwork and Collaboration
Communication and Engagement
Tactical and Technical Competence
TERMINAL LEARNING OBJECTIVE:
ACTION: Manage Officer Distribution & Assignments
CONDITIONS: In a classroom environment, given access to FM 1-0, AR , AR , AR , DA PAM 600-3, PAM, DA PAM Smartbook, TOPMIS II Training Database, HRC OPMD SOP, and awareness of Operational Environment (OE), variables and actors.
STANDARD: Students will meet the standard when they:
Determine the Goal and Challenges of the Officer Distribution and Assignment System
Define the Officer Classification System
Interpret Officer Distribution and Assignments Roles and Responsibilities
Define Officer Leadership and Career Planning Timelines
Interpret Officer Assignment Policies
SHOW SLIDE: RESTATE TERMINAL LEARNING OBJECTIVE
Learning Step / Activity Practical Exercise
Method of Instruction: Practical Exercise (Performance)
Instructor to Student Ratio: 1:36
Time of Instruction: 1 hr, 30 mins
Media: Individualized, Self-paced Instruction
Learning Step / Activity 7. Practical Exercise Review
Time of Instruction: 30 mins
Media: Large Group Instruction
Learning Step / Activity 8. Test
Method of Instruction: Test
Time of Instruction: 1
Learning Step / Activity Test Review
Method of Instruction: Test Review
SUMMARY Method of Instruction: Conference / Discussion
Time of Instruction: 10 mins
FEEDBACK REQUIREMENTS: Feedback is essential to effective learning. Schedule and provide feedback on the evaluation and any information to help answer students’ questions about the test. Provide remedial training as needed.
SECTION IV. SUMMARY
Method of Instruction: Conference / Discussion
Instructor to Student Ratio is: 1:36
Time of Instruction: 10 mins
Media: Large Group Instruction   
Review / Summarize Lesson
NOTE: Emphasize what the TLO was for this block of instruction.
Determine if the students have learned the material presented by:
1. Soliciting student questions and explanations.
2. Asking questions and getting answers from the students (Include questions and answers).
3. Providing immediate feedback in context to the material presented and correcting student misunderstandings.
Feedback Requirements:
Feedback is essential to effective learning. Schedule and provide feedback on the evaluation and any information to help answer students' questions about the test. Provide remedial training as needed.
1. Schedule and provide feedback on the evaluation and any information to help answer students’ questions about the test.
2. Provide remedial training as needed.