Adjutant General School Manage Officer Distribution and Assignments

Adjutant General School Manage Officer Distribution and Assignments
Captain Career Course Manage Officer Distribution and Assignments SHOW SLIDE 1: MANAGE OFFICER DISTRIBUTION AND ASSIGNMENTS INTRODUCTION: During this lesson we will discuss policies and procedures for the reassignment of commissioned and warrant officers, to include reassignments and PCS restrictions. The officer personnel assignment system is a functional subsystem of the Officer Personnel Management System (OPMS) with the goal to place the right officer in the right job at the right time. MOTIVATOR: The S-1 is primary advisor to the commander on all matters involving human resources support. One of the most critical – and sensitive – areas is officer management which includes distribution and assignments. S-1 must have a thorough understanding of the officer classification system, the role of HR providers at each level, and fundamental officer assignment policies. April 2019

Concrete Experience: Office Space Interview
SHOW SLIDE 2: CONCRETE EXPERIENCE: OFFICE SPACE INTERVIEW NOTE: Prior to starting the movie clip, ask students to keep in mind the stated goal listed on the slide. Instructor Note: Click on the provided link for the CE Video from Office Space. GOAL: Place the Right Officer in the Right Job at the Right Time. AR , para 1-6

Terminal Learning Objective
ACTION: Manage Officer Distribution and Assignments. CONDITIONS: In a classroom environment, given access to DA PAM 600-3, AR 611-1, DA PAM , AR , and an awareness of the Operational Environment (OE), variables and actors. STANDARD: Identify components of the officer classification and structure system. 2. Correlate the responsibilities of DA G1, HRC, and S-1s in the officer assignment and distribution process. 3. Interpret officer distribution and assignment policies. 4. Communicate officer leadership and career planning timelines. 5. Apply TOPMIS II query scenarios. 6. Recognize the AIM2 module functions. 7. Define the MER submission process. SHOW SLIDE 3: TERMINAL LEARNING OBJECTIVE NOTE: Review the TLO with students. ACTION: Manage Officer Distribution and Assignments. CONDITIONS: In a classroom environment, given access to DA PAM 600-3, AR 611-1, DA PAM , AR , and an awareness of the Operational Environment (OE), variables and actors. STANDARD: 1. Identify components of the officer classification and structure system. 2. Correlate the responsibilities of DA G1, HRC, and S-1s in the officer assignment and distribution process. 3. Interpret officer distribution and assignment policies. 4. Communicate officer leadership and career planning timelines. 5. Apply TOPMIS II query scenarios. 6. Recognize the AIM2 module functions. 7. Define the MER submission process

Officer Classification
Branch: Grouping that comprises an arm or service and is the branch or specialty in which officers are commissioned, assigned, developed, and promoted. Basic Branches - Special Branches – Non-Accession Branches. Branch Detail Program: Program ensures branches with the largest need for Lieutenants are filled to required levels using LT Donor Branches. Functional Areas (FA) Area of Concentration (AOC): Identify position requirements and requisite qualifications. Branch Immaterial Skills and Language Identifiers Army Regulation 611-1 Military Occupational Classification Structure Development And Implementation Headquarters Department of the Army Washington, DC 30 September 1997 Chapter 4 UNCLASSIFIED SHOW SLIDE 4: Officer Classification 1. There are two important references that address basic officer classification terminology. a. AR 611-1, Military Occupational Classification Structure Development and Implementation b. DA PAM , Military Occupational Classification and Structure NOTE: Remind students that DA PAM is available only online. 2. The officer classification system supports the officer identifiers in DA Pam 611–21, Part I, which includes the Branches, Branch Detail Program, Functional Areas (FAs), Areas of Concentration (AOCs), skills and language identifiers and reporting classifications codes used to classify positions in requirements and authorization documents. 3. The branches of the Army are classified as basic branches and special branches. a. The basic branches 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). b. 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. c. Non-accession Branches include Special Forces, Psychological Operations, Civil Affairs, and Acquisition Corps. NOTE: Most branches also have warrant officers. 4. The Branch Detail program ensures branches with the largest lieutenant requirements are filled to their required levels using donor branches that have fewer lieutenant requirements. The Army’s many different branches do not have the same basic structure. Some branches have fewer lieutenant requirements that they do Captain requirements. Under the Branch Detail Program, some officers are detailed to recipient branches from 3-5 years. DA PAM 600-3, para 15-3(h)(1). NOTE: Refer students to Chapter 3 of AR , The Branch Detail Program and DA Pam 600-3, para 4-7b. 5. At company-level some branches do not have any platoon leader requirements unlike the many requirements for platoon leaders in Infantry, Armor or Field Artillery company level commands (Combat Arms). Therefore there are few lieutenants requirements. The branch detail program places the officer as a lieutenant in platoon leader positions in the combat arms commands or "donor branches", which have a need for more lieutenants and less captains for command. When the officer completes their detailed time, they are moved back to their basic or donor branch as a CPT to take command or serve in other staff positions. 6. This program is one of the true strengths of the officer corps. Branch detail officers bring a wealth of tactical experience and field craft to their branch. Officers are detailed for a period of 24 to 48 months depending on their basic branch. AR 611-1, PARA 4-2 DA PAM , Interactive Link for Officer Classification System:

DA PAM 611-21 (Interactive Link) Officer Functional Areas
Functional Area (FA) Grouping by technical specialty or skills other than an arm, service, or branch possessing an interrelated grouping of skills and tasks May require months graduate-level training FA Codes: Two numeric characters The 15 FAs fall under three Career Fields Operations (O) Operations Support (OS) Force Sustainment (FS) Health Services (HS) has four Medical FAs DA PAM (Interactive Link) SHOW SLIDE 5: FUNCTIONAL AREA (FA) NOTE: Reference DA PAM , Para 2-3. 1. In 2006, the OPMS changed to align branches and functional areas focusing on multi-skilled leaders with functionally relevant competencies. The four Career Field Designations were reorganized into three (3) Functional Categories – a. Operations (O) - Maneuver, Maneuver Support, and Fires. b. Operations Support (OS) - Signal, Military Intelligence, FAO Branch, Functional Area Branch, and Cyber Branch. c. Force Sustainment (FS) – Field Grade Logistics, Company Grade Logistics, Force Sustainment Division (FSD) Warrants, and Soldier Support (Adjutant General, Finance and Acquisition). 2. Functional Area (FA) codes are also two characters (numeric) which are used to identify the principal or secondary position requirements and the officer’s designated functional area. FAs may require technical, specialized or graduate level training and can take up to 12 to 24 months to complete. Additionally, similar to enlisted critical MOSs, some FAs are considered low density (in inventory), but high in demand and require HR managers to pay close attention to these skills in concert with HRC personnel managers. 3. Functional Designation (FD) Boards are conducted for two COHORT year groups every year, usually in the 4th quarter of a Fiscal Year. A COHORT year group is determined by date of rank rather than basic year group. The two considered COHORT year groups typically align with the fourth and seventh years of service in an officer’s career. Only a select number of functional areas are included in the 4-year board while all functional areas (except FA51, Acquisition Corps) are included in the 7-year board. 4. Every FD board has a MILPER message released explaining the zones of consideration and detailed instructions. Officers in each considered COHORT year group receive instructions about the submission of FD preferences prior to the convene date of the board. Generally officers submit their preferences via on online application available prior to the board convene date. Officers should follow the specific instructions sent to their AKO address prior to their FD board. 5. FD requirements are determined by rank and COHORT year group. The requirements determine how many officers are needed in each functional area and how many are required to remain within their basic branch. The Army G-1 determines these requirements. Officer Functional Areas FA 24 – Telecom Systems Engineer FA 29 – Electronic Warfare FA 30 – Information Operations FA 34 – Strategic Intelligence FA 40 – Space Operations FA 46 – Public Affairs FA 47 – USMA Stabilized Faculty FA 48 – Foreign Area Officer FA 49 – ORSA FA 50 – Force Management FA 51 – RD & Acquisition FA 52 – Nuclear and Counterproliferation FA 53 – Info Systems Mgmt FA 57 – Simulations Operations FA 59 – Strategist FA 89 – Ammunition FA 70,– Health Services FA 71 – Laboratory Sciences FA 72 – Preventive Medicine FA 73 – Behavioral Sciences 5

Area Of Concentration (AOC) & Skill and Language Identifiers
Identify position requirements and requisite qualifications Three characters: Two numeric; one alpha Example: Branch 19, Armor (AR) Skill Identifiers (SI) Received upon successful completion of a specialized course, civil schooling, and/or work experience Not related to a particular branch, FA, or AOC; required to perform in special duty position More than one may be used to denote the position or the officer’s qualifications Language Identification Codes (LIC) Identify a designated foreign language of a position or an officer’s qualification Infantry Branch Skills: 3X – Bradley Fighting Vehicle 3Z – Mortar Officer 5P – Parachutist 5R – Ranger 5S – Ranger/Parachutist 5Q – Pathfinder AR 611-1, para 4-2(4)(5) AOC Name 19A Armor Officer, general 19B Armor 19C Cavalry Additional Skill Identifiers (ASIs) - w/Armor AOCs: M1A2 Abrams Tank (3J) M2 BIFV/M3 CFV/M7 BFIST (3X) Mortar Unit Officer (3Z) Stryker Vehicle Operations (R4) SHOW SLIDE 6: AREA OF CONCENTRATION (AOC) & SKILL AND LANGUAGE IDENTIFIERS NOTE: Reference AR 611-1, PARA 4-2(3),(4),(5). 1. Areas of Concentration (AOC) codes are three characters (two numeric and one alpha) which are used to identify the specific requirement(s) of a position and requisite qualifications for officers to fill them. 2. 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. a. SIs identify specialized occupational areas which are not normally related to any one particular branch, FA or AOC, but are required to perform the duties of a special position. b. SIs may require significant education, training or experience; however, SIs do not require repetitive tours and do not provide progressive career developmental assignments. 3. 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. AR 611-1, para 4-2(3) DA PAM (Interactive Link)

Branch Generalist (Immaterial)
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/Military Intelligence generalist 01C - Chemical/Engineer/Military Police generalist 01D - Financial Management/Adjutant General generalist 02A - Combat Arms generalist 02B - Infantry/Armor generalist 02C - Infantry/Armor/Field Artillery/Engineer generalist 05A - AMEDD generalist - used to identify positions requiring an officer with specific AMEDD branch or functional area affiliation SHOW SLIDE 7: BRANCH GENERALIST (IMMATERIAL) NOTE: Branch “Immaterial” has been changed to “Generalist” in the new doctrine. 1. Some positions are not related to any branch or FA and can be filled by officers from any branch or FA. Other positions are not related to a specific branch or FA but require experience in combat arms or logistics while some positions require experience from a specific group of AOCs. These positions will be identified by a three character special reporting code (SRC). 2. 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. 3. 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. NOTE: The Army G-1 approved “O1D” for AG/Finance officers to command Special Troops Battalions in Sustainment Brigades. NOTE: 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. DA PAM (Interactive Link)

Establishment of Officer Special Reporting Code 01D
++ TSC (AG/FM Immaterial) Allows Financial Management/ Adjutant General basic branch LTCs to command Special Troops Battalion (STB) of Sustainment Brigades (SB) FM/AG STB Commander enhances the Sustainment Brigade (SB) capabilities by providing direct visibility and expertise over FM/HR functions Impacts 13 total active component STB commands + ESC X SUST CSSB I I STB CSSB SHOW SLIDE 8: ESTABLISHMENT OF OFFICER SPECIAL REPORTING CODE 01D 1. Allows Financial Management/ Adjutant General basic branch LTCs to command Special Troops Battalion (STB) of Sustainment Brigades (SB). 2. FM/AG STB Commander enhances the Sustainment Brigade (SB) capabilities by providing direct visibility and expertise over FM/HR functions. 3. Selection Board for FY 12 battalion commands held October FY 11. 4. Impacts 13 total active component STB commands. FM CO HR CO SIG

Classification System
Warrant Officer (WO) Classification System Character Description Example 1st & 2d Branch or FA 42 AG 3d Used with first two characters to designate an AOC 420 HR Technician 4th Used to designate separately definable qualifications with an AOC 420A *5th Used in combination with the first four characters to designate significant qualifications 420A8 Instructor Qualified 6th & 7th A two position numeric alpha or alpha numeric code to relate a specific occupational skill or item of equipment to an MOSC 420A84J Postal Qualified 8th & 9th Consist of either an ASI or LIC 420A84J2B Air Assault Qualified SHOW SLIDE 9: Warrant Officer (WO) Classification System 1. The MOSC consists of nine characters. In recording an MOS, all five characters will be entered. The digit “0”(zero) is used as a fifth character when identification of a special qualification is not required. 2. The elements of a warrant officer MOSC are— a. First and second characters. Used together to represent branch or functional area. b. Third character. Used with the first two characters of the MOS to designate an AOC. Each branch and functional area contains one or more AOCs. An AOC is a concentration of MOSs within a specific branch or functional area which have closely related technical and tactical skill and training requirements. c. Fourth character. 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. d. Fifth character. Used in combination with the first four characters of the MOSC to designate significant qualifications. The use of the SQI creates another MOS that carries the title of the SQI. e. Sixth and seventh character. Consists of a two position numeric alpha or alpha numeric code that is authorized to relate a specific occupational skill or item of equipment to an MOSC. f. Eighth and ninth character. Consists of either an ASI or language identification code (LIC), a two position alphabetic code which is authorized to identify language skills. For each CMF that groups the MOS to reflect the routes for progression within and between the MOS. *The digit “0” (zero) is used as a fifth character when identification of a special qualification is not required. DA PAM , para 6-9

Warrant Officer (WO) Career Management
Developmental: The Warrant Officer Development Model is focused more on the quality and range of experience, rather than the specific gates or assignments required to progress. Duty Detail Assignments: Army General Staff Adjutant Appointments Defense Agencies General Staff with Troops National Guard Bureau Immaterial Assignments: 011A - Warrant Officer Generalist/Branch Immaterial (used to identify positions that can be filled by any Warrant Officer). Warrant Officer Education System: Pre-appointment training - Warrant Officer Candidate School (WOCS) MOS certification – Warrant Officer Basic Course (WOBC) Warrant Officer Advanced Course (WOAC) 2 phases: non-resident common core module; resident phase Warrant Officer Staff Course (WOSC) Warrant Officer Senior Staff Course (WOSSC) SHOW SLIDE 10: Warrant Officer (WO) Career Management 1. Pre-appointment training qualifies individuals to serve as officers. The purposes of pre-appointment training are to educate and train candidates, assess their readiness and potential for appointment to WO, and to prepare them for progressive and continuing development. All WO candidates (Active Army and RC) must attend the resident Warrant Officer Candidate School (WOCS) at Fort Rucker, AL. Warrant Officer Candidate School graduates are conditionally appointed to warrant officer one, grade WO1. The appointment is contingent upon certification by the MOS proponent that the WO is technically and tactically qualified to serve in the authorized WO MOS. 2. The WOAC is a combination of common core and MOS proponent training that prepares the officer to serve in senior positions at the CW3 level. The WOAC includes 2 phases — a non-resident common core module and a resident phase which includes a common core module and MOS specific module. Career status (that is, voluntary indefinite status) is required for enrollment in the non-resident phase and selection for promotion to CW3 is a mandatory prerequisite for resident attendance. 3. The Warrant Officer Staff Course (WOSC) is a branch-immaterial resident course which focuses on the staff officer and leadership skills needed to serve in grade of CW4 positions at battalion and higher levels. The course educates and trains officers in the values and attitudes of the profession of arms and in the conduct of military operations in peace and war. The course prepares WOs for duty as senior technicians and staff officers. Instruction includes decision-making, staff roles and functions, organizational theory, structure of the Army, budget formation and execution, communication, training management, personnel management, and special leadership issues. 4. The Warrant Officer Senior Staff Course (WOSSC) is the capstone for WO professional military education. It is a branch-immaterial resident course which provides master-level professional WOs with a broader Army level perspective required for assignment to grade CW5 level positions as technical, functional, and branch systems integrators and trainers at the highest organizational levels. 10

Check on Learning Q. What is the objective of the Branch Detail program? A. To ensures branches with the largest need for Lieutenants are filled to required levels. Q. What are 3 factors that influence the Officer Distribution and Assignments process? A. Army requirements, Generic coded billets, Grade, Career Field, Education, Experience, Professional development, Availability, Stabilization, tour equity, Officer’s potential for advancement, CSL commands, Personal issues (i.e. EFMP, joint domicile), Officer’s preference, Officer requirements and other factors. Q. What branch generalist positions are available for AG/FM officers in the rank of lieutenant colonel? Command Special Troops Battalion (STB) of Sustainment Brigades (SB). SHOW SLIDE 11: CHECK ON LEARNING NOTE: Conduct Check on Learning and summarize learning activity on officer classification and structure. NOTE TO INSTRUCTOR: This slide contains 3 animations. Click the mouse to reveal the correct answers. Q. What is the objective of the Branch Detail program? A. To ensures branches with the largest need for Lieutenants are filled to required levels. Q. What are 3 factors that influence the Officer Distribution and Assignments process? A. Army requirements, Generic coded billets, Grade, Career Field, Education, Experience, Professional development, Availability, Stabilization, tour equity, Officer’s potential for advancement, CSL commands, Personal issues (i.e. EFMP, joint domicile), Officer’s preference, Officer requirements and other factors. Q. What branch generalist positions are available for AG/FM officers in the rank of lieutenant colonel? A. Command Special Troops Battalion (STB) of Sustainment Brigades (SB). 11

Army G-1 HRC Brigade S-1 Roles 12 SHOW SLIDE 12: ROLES
Note to Instructor: This is a transition slide. HR providers at all levels contribute to getting the Officer Distribution and Assignment System to work effectively. As the HR subject matter expert in your unit, it’s important that you understand each level and what their respective role is. Often the Army G-1 develops an officer distribution policy, HRC implements the policy, and the Brigade S-1 executes the policy. We are now going to look at each one of these organizations. 12

Role of the Army G1 Supervise the manning of the Army
Publish Army Manning Guidance (AMG) Generate Personnel Management Authorization Document (PMAD) / Update Authorization Document (UAD) ARMY MANNING GUIDANCE ENDSTRENGTH OPERATIONAL REQUIREMENTS PRIORITIES INITIATIVES PMAD/ UAD TAADS – SOLDIER REQUIREMENTS BY STRUCTURE (ARMY G-3) ARMY BUDGETARY CONSTRAINTS TO HRC SHOW SLIDE 13: ROLE OF THE ARMY G-1 1. The mission of the Army G-1 is to develop, manage, and execute, all manpower and personnel plans, programs, and policies across all Army components. 2. In addition to developing officer policies, the Army G-1 supervises the manning process. This guidance is established as priorities of assignment, operational requirements, and manning initiatives are simultaneously taken into consideration prior to calculating the required end strength. 3. The Army Manning Guidance drives the priority of fill. In a perfect world, the Army would have enough personnel to fill all required positions. What this means is that the G-3 would be able to allocate (through The Army Authorization Document System (TAADS)) all Soldiers required based on structure. Unfortunately, the Army does not have enough personnel to fill all the requirements. 4. Based on the information, the Army Manning Guidance fills shortages based on priority of fill while taking budgetary constraints into consideration. Once these two requirements and limitations are bounced off one another, Personnel Management Authorization Document (PMAD) identifies positions that need to be filled based on priority, and the information is forwarded to HRC for final distribution. 13

FY ACMG (Categories) SHOW SLIDE 14: FY ACMG (CATEGORIES) 1. The best way to articulate Army priorities as established in the Dynamic Army Resourcing Priority List (DARPL) is to create four ACMG Manning Categories. a. Category 1 consists of specific positions and units focused on the CSA's highest priorities. b. Category 2 is composed of units assigned to high priority national/army missions. c. Category 3 entails units that support institutional army requirements and select army headquarters (HQ) units. d. Category 4 is composed of HQs where priority of fill is necessarily lower to achieve manning guidance in categories 1-3. 2. ACMG Manning Categories. Active component positions or units fall into one of four manning categories as outlined above and described in greater detail on the slide. The DARPL prioritizes army units based on CSA priorities. The ACMG further prioritizes units within each manning category. This unit prioritization guides the distribution of personnel with particular attention to Soldiers in low-density career fields. As a result, lower priority units can expect to receive fewer army-wide shortage areas of concentration (AOC)/MOS) Soldiers. a. Category 1 units and positions, consist of units and positions within the operating and generating force that support the CSA's top priorities and DARPL Category A operations, missions, and exercises. The target manning level for Category 1 units is 100% in the aggregate with brigade and below level units filled first. b. Category 2 units, are organizations within the operating force that support DARPL Categories A and B operations, missions, and exercises. The minimum aggregate manning level for Category 2 units is 90%. The planned manning level is 95%. Requirements confirmed semi-annually at the army synchronization resource conference. c. Category 3 units, are organizations within the Generating Force/Institutional Army that support DARPL Categories B and C operations, missions, and exercises. Select Army HQ above the brigade level are also in Category 3. The minimum manning level for category 3 units is 70%, planned at 85% in the aggregate. d. Category 4 units, consist of Army HQ units above the brigade level. The minimum manning level for Category 4 units is minimum 65%, planned at 80% in the aggregate. 17

Army Requirements Drive Personnel Management
TYPE of PERSONNEL ACTION WHO EXECUTES ROLE in PERSONNEL MANAGMENT Develop Army Mission National Command Authority Secretary of Defense Secretary of the Army Chief of Staff of the Army Determine Army mission, priorities and resources to meet requirements. Provide guidance on overarching principles on how personnel are managed. Determine Authorizations¹ TRADOC and Proponents HQDA G-3/5/7 (Force Management) HQDA G-1 (Personnel Readiness) Develop authorization documents (TDA/TOE) based on Army requirements. Establish and develop career progression timelines and requirements. Grow / Adjust Inventory HQDA G-1 (DMPM) Recruiting Command Cadet Command United States Military Academy Establish and execute goals for recruiting, retention and force shaping. Ensure we bring into the force the personnel needed to achieve requirements. Execute Distribution Human Resources Command Senior Leader Division Allocate available inventory to approved authorizations IAW Army Manning Guidance (AMG). Ensure personnel readiness of formations and enable leader development. Make Assignment Army Units Assign personnel to specific positions, redistribute as necessary. Manage and develop personnel based on unit priorities to ensure unit effectiveness. The Army develops talent to match the requirements it deems necessary to complete the Army mission 1 2 Facilitate Talent Development 3 4 SHOW SLIDE 15: ARMY REQUIREMENTS DRIVE PERSONNEL MANAGEMENT 1. The overarching imperative of every personnel decision is oriented on achieving optimal Army personnel readiness. 2. Authorizations are skill (MOS / AOC) and grade (rank) specific. Some authorizations include an ASI or PDSI. Authorizations do not include considerations for assignment history and experience, level of performance, specific abilities or skills (other than MOS / AOC), etc. 5 Execute Talent Management The overarching imperative of every personnel decision is oriented on achieving optimal Army personnel readiness. 15

Manning Documents & Force Alignment Levers
Force Alignment Levers used to modify behavior in order to sustain Army Readiness Personnel Manning Authorization Document (PMAD) – Derived from MTOE/TDA (Auths by UIC, MOS, Grade, ASI, SQI, & Language.) Updated Authorization Document (UAD) – Changes to PMAD Reclassification IN/OUT Calls Selective Retention Bonus Program Enlisted Grade (EG) - Used for personnel funding Enlisted Specialty (ES) - Optimized/Constrained to EG Analyst Projection Assistant System Output: Operating Strength Projection by MOS/Grade & Month (7 years) Evaluates Authorization Changes & Impacts On Strength Written Bonus Agreement USAREC Top 25 MOSs to Recruit EPMD One Look APAS Enlistment Bonus Program Manning Documents Promotion Allocations Training Resource Arbitration Panel SHOW SLIDE 16: MANNING DOCUMENTS & FORCE ALIGNMENT LEVERS 1. Army manning documents are the authoritative source for personnel authorizations. Changes to these documents and strength projections require adjustments to Force Alignment Levers to sustain Army Readiness. 2. Funding and MOS training vacancies have a significant impact on HRCs ability to align the force. Structured Manning Decision Review ~ 2 months to 3 years from new manning documents to implementation G1 Publishes - QTRLY 30 day analysis G1 Process Days HRC Process Days HRC Process – 10 Days 16

Sustainable Readiness (1 of 2) Meets New Operational Requirements & Creates New Manning Challenges
BLUF: Sustainable Readiness provides the Army a larger pool of trained/ready units to respond to known demands and contingency requirements HIGHEST HIGH MEDIUM LOWER LOWEST Readiness Personnel Turbulence LEGEND: ARFORGEN Uniform resourcing and training requirements to one theater (Enterprise-Level Readiness Management) Provided high, cyclical levels of readiness with a readiness cliff following deployments Sustainable Readiness Varying resource requirements in multiple theaters while prepared for Decisive Action (Unit-Level Readiness Management) Provides adequate levels of readiness while minimizing readiness cliffs SHOW SLIDE 17: SUSTAINABLE READINESS (1 OF 2) 1. The US Army has generated forces since 1775 and has evolved the process and its readiness models as demand, operational conditions, and military strategies have changed. 2. Sustainable Readiness provides the Army a larger pool of trained/ready units to respond to known demands and contingency requirements.

Sustainable Readiness (Unit-Readiness Management)
Sustainable Readiness (2 of 2) Meets New Operational Requirements & Creates New Manning Challenges BLUF: Sustainable Readiness provides the Army a larger pool of trained / ready units to respond to known demands and contingency requirements. HIGHEST HIGH MEDIUM LOWER LOWEST Readiness Personnel Turbulence LEGEND: ARFORGEN (Enterprise-Level Readiness Management) Provided high, cyclical levels of readiness with a readiness cliff following deployments Traits: Met known demands with predictable LADs Provided highly trained / ready units during missions Minimal personnel turbulence during missions Produced fewer trained / ready units across the Army (33%) High personnel turnover at end of cycle (readiness cliff) Limited PME opportunities during mission Sustainable Readiness (Unit-Readiness Management) Provides adequate levels of readiness while minimizing readiness cliffs Traits: Meets known/emergent demand; postures Army to support war plans (OPLANS) Produces more trained/ready units across the Army (66%) PME flexibility Persistent low levels of personnel turbulence regardless of mission Requires detailed personnel management & periodic crew re-certifications Movement of replacement personnel in and out of theater SHOW SLIDE 18: SUSTAINABLE READINESS (2 of 2) 1. ARFORGEN (Enterprise-Level Readiness Management) provides high, cyclical levels of readiness with a readiness cliff following deployments. ARFORGEN Model traits: a. Met known demands with predictable LADs. b. Provided highly trained / ready units during missions. c. Minimal personnel turbulence during missions. d. Produced fewer trained / ready units across the Army (33%). e. High personnel turnover at end of cycle (readiness cliff). f. Limited PME opportunities during mission. 2. Sustainable Readiness (Unit-Readiness Management) provides adequate levels of readiness while minimizing readiness cliffs. Sustainable Readiness Model traits: a. Meets known/emergent demand; postures Army to support war plans (OPLANS). b. Produces more trained/ready units across the Army (66%). c. PME flexibility . d. Persistent low levels of personnel turbulence regardless of mission. e. Requires detailed personnel management & periodic crew re-certifications. f. Movement of replacement personnel in and out of theater.

Personnel Turbulence: ARFORGEN vs. Sustainable Readiness
Army Contingency Force PTDO Mission # Gains # Losses % In/Out Korea SRR (ARFORGEN like) (105+% Fill) CoC Korea Rotation Afghanistan Theater Assistance Force NTC AGG FILL % 115% % % % % % % % % 107% % % % SHOW SLIDE 19: PERSONNEL TURBULENCE: ARFORGEN VS. SUSTAINABLE READINESS 1. Sustainable Readiness reduces the personnel turbulence before and after unit missions. 2. Across the Army, all units manage predictable and continuous levels of personnel turbulence regardless of mission. Army Contingency Force PTDO Mission # Gains # Losses % In/Out CoC Sustainable Readiness (95% Fill) NTC CoC AGG FILL %

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 OPS and Plans CREATES REQUISITIONS SHOW SLIDE 20: THE ROLE OF HRC 1. HRC is responsible for the proper execution of the Army’s manning guidance based on a unit’s priority of fill. Let’s take a closer look at how this process works. 2. Whenever personnel shortages arise, the S-1 is responsible for submitting a strength related transaction in eMILPO. This provides visibility at HRC and allows the officer managers to identify shortages early on and establish a fill plan based on available inventory. 3. Once the personnel requirement has been opened, HRC must take the unit’s PMAD authorizations, provided by Army G-1, into consideration, as well as the latest Army Manning Guidance, in order to prioritize the unit’s personnel fill. 4. The final step for HRC is then to determine if there is distributable inventory to fill the unit’s requirements. In the event that an Officer is identified to fill the shortage, an Request for Orders (RFO) will be forwarded by the Officer Manager through TOPMIS to the unit’s Distribution Management Sub-Level (DMSL). The RFO will alert both, losing and gaining command in regards to the upcoming move. Likewise, a loss in another unit should then trigger the S-1 to forward a new requirement. S-1 INPUTS TO EMILPO – ALL STRENGTH TRANSACTIONS RFO CREATES A KNOWN LOSS S-1 REPORTS; GENERATES REQUIREMENT 20

in losing unit. S-1 reports requirement and the process
Role of HRC (Cont.) Goal: Place the right officer in the right place at the right time. The officer assignment system is a sub-system of the Officer Personnel Management System (OPMS) Factors influencing the distribution process include: Army requirements Officer requirements and other factors Female Officer Coded Billets Grade, Career Field, Education, Experience Professional Development Needs Availability Stabilization / Tour Equity Officer’s Potential for Advancement Personal Issues (i.e., EFMP, Joint Domicile) Regimental Affiliation CSL Command / Project / Systems Manager HRC creates requisition HQDA MANNING GUIDANCE PMAD HRC EP/OP Branch Managers fill Requisition X Unit Identifies Requirement (DMO, JMD) EDAS TOPMIS Enlisted Officer AI/RFO creates a loss in losing unit. S-1 reports loss which generates a requirement and the process starts again. Readiness Division Assignment Instructions RFO SHOW SLIDE 21: ROLE OF HRC (CONT.) 5. The ultimate goal of the assignment system is to place the right officer in the right place at the right time. The Officer assignments system is a sub system of the overall officer personnel management system (OPMS). A current operational aspect of the officer assignment system is that the Army has changed the long standing fundamental management tools of the officer assignment systems and no longer uses the Officer Distribution Plan (ODP) or the Dynamic Distribution System (DDS). 6. Regardless of the system in use by the Army, there are several factors that influence the officer distribution process. Those factors are the requirements of the Army and the requirements of the individual Soldier. Other assignment considerations include the following: a. Army priorities. b. Army Force Generation (ARFORGEN). c. Female officers will be assigned to positions that are coded female only or interchangeable. d. The officer’s grade, career field, education, and experience. e. The professional development needs of the officer. f. Availability. g. Policy considerations, such as PCS costs, stabilization, and tour equity. h. Officer’s potential for advancement. i. 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. j. Regimental affiliation. k. Location and date of projected command selection list (CSL) command.

HRC Manning & Distribution Cycles
SHOW SLIDE 22: HRC Manning & DISTRIBUTION Cycles 1. Preparation Phase: During this phase ORD Identifies all Army Requirements and the available Officer population. 2. Validation Phase: The MER is returned to HRC and staffed by the Account Managers and Assignment Officers for about four weeks before the Distribution Conference. During the Distribution Conference, HRC validates requirements based on several considerations with the objective of maximizing the number of units meeting ACMG/CARMG. The Distribution Conference results are final when the OPMD Director approves the Distribution Cycle Base Plan. During this phase ORD validates the Officer Distribution Plan in accordance with the Army Manning Guidance. 3. Distribution Phase: After the OPMD Director approves the Base Plan for the Distribution Cycle, the requirements are built and validated by the account managers and released to the AOs for individual officer assignments. This is when ORD actually Mans the Force. We do so by prioritizing Unit needs while also balancing the Officer’s personal and professional considerations. 4. Assess/Maintain Phase: This phase takes place concurrently throughout the manning process. During this phase ORD monitors unit strengths, evaluates distribution execution, responds to emergency requirements and communicates with the field. Approximately days after the distribution conference, HRC conducts a Course Correction. The purpose of the Course Correction is to re-validate inventory, re-validate requirements, and address changes since the distribution conference. 5. Endstate: The end state of the Officer Distribution Process is a prioritized, equitable distribution of Officers to positions commensurate with their capacity, and that Army essential requirements are met.

HRC OPMD SHOW SLIDE 23: HRC OPMD
OPMD is organized by functional categories, branches, and functional areas. Portion of a screenshot from the Officer Personnel Management Directorate Career Branch Homepage.

Officer Distribution Based on Authorization Documents PMAD or DMO
69,000(+) officers/warrant officers 400(+) distinct skill/grade combinations 500(+) organizations across DoD/GAs 1,000(+) locations Directed by Army Manning Guidance CSA or CAR Limited by Available Inventory OIM SHOW SLIDE 24: OFFICER DISTRIBUTION 1. Officer distribution is based on authorization documents. a. PMAD – the source document OPMD uses for officer distribution (AR 570-4, Para 5-9. a-c.). b. Directed military over-strength (DMO) is signed by the Army G-1. 2. Officer distribution is directed by Army Manning Guidance, per the Chief of Staff, Army and/or the Chief Army Reserve. 3. Officer distribution is limited only by available inventory (OIM). 4. Communicating their unit priorities is a key consideration of officer distribution. PME KD Broadening Opportunities Special Circumstances Balance Excess to Shortage Informed by CDR / Unit Priorities AIM MER *PMAD is the source document OPMD uses for officer distribution (AR 570-4, Chapter 5-9 a-c) *Directed Military Over-Strength (DMO) is signed by the Army G-1.

The Distribution Process
Structure Documents Manning authorizations required to meet Readiness -Personnel Manning Authorization Document (PMAD) -Unit Authorization Document (UAD) OIM YMAV Scrub Who is leaving within the current cycle -Year–Month of Availability for Assignment -Officer Identified to Move (OIM) MER Field Input to HRC on Priorities DRL ORD ranking of priorities against projected strength and ACMG Distribution Conference Joint ORD/ Career Division event to confirm requirements against Officers available to move (Field informed of gains by ORD) RFOs Officers placed on orders to meet Army Readiness requirements Rebalance Iterative process to account for changing or emerging requirements DCS- G3/5/7 69,000(+) officers/warrant officers 400(+) distinct skill/grade combinations 500(+) organizations across DoD/GAs 1,000(+) locations AO / AM Field Developed ORD Developed ORD /Careers Division Process SHOW SLIDE 25: THE DISTRIBUTION PROCESS Note to Instructor: This slide depicts the basic officer distribution process that begins with the structure documents at the DCS G3/5/7 level, and ends with either the officer being placed on orders or a rebalancing of requirements through a iterative process that will account for changing and emerging requirements. The Reasons Officers Move: PME KD Broadening Opportunities Special Circumstances Balance Excess to Shortage Career Divisions Joint ORD / Career Division Process

Factors that Influence the
Distribution Process Balancing Priorities FACTORS Army requirements Officer requirements and other factors Generic coded billets Grade, career field, education, experience Professional development Availability Stabilization, tour equity Officer’s potential for advancement Personal issues (i.e. EFMP, joint domicile) CSL commands Officer’s preference SHOW SLIDE 26: Factors that Influence the Distribution Process 1. Bottom line: The ultimate goal of the assignment system is to place the right officer in the right place at the right time. (AR , para 1-6) 2. Doctrinally, this process is listed as the Officer Distribution Plan. Soon after the Global War on Terror began, the shortage of officers to place against required billets placed a strain on the distribution system. Human Resources Command moved to a new process called the Dynamic Distribution System. Although some of the current logic behind this system is still in place, the Officer Personnel Management Directorate is currently working on a new system that will better cope with quickly changing distribution priorities. 3. Regardless of what system is used, many of the factors to be taken into consideration remain the same.

Officer Distribution Challenges
Institutional Functions Army Manning Guidance Professional Development Time on Station Law (Titled ACRC) Budget Attrition Current Readiness By Name Requests MACP Real World Missions Branch Qualification Stability Operational Time Basic Branch Positions Preference TOE Army PCS costs Institutional Army Generalist Positions Personnel Priorities Formal Schooling Unofficial DMO SHOW SLIDE 27: OFFICER DISTRIBUTION CHALLENGES 1. The Army needs to fill authorization requirements for various types of Soldiers (identified by branch/MOS and skill level) at various Army-wide locations. As a result of these needs among the different branches, a distribution challenge occurs. The Army does not have a sufficient supply of Soldiers to fill all authorizations. 2. Each of the issues highlighted impact the assignment and distribution process. 3. The issues on the left side of the slide are those issues which are driven by the needs of the Army to meet not only the Force’s own mission requirements, but also includes those congressional (Title X) requirements and DOD budget constraints. NOTE: Have students identify some of the needs of the Army identified on the left side of the slide. 4. The issues on the right side of the slides are issues driven by the professional development needs and individual desires of the Soldier. NOTE: Have students identify and discuss the impacts of the needs of the individual Soldier identified on the right side of the slide. 5. Shown are some of the issues that every assignment manager deals with each day when making assignment decisions. Army Needs Officer Needs Key Developmental Assignments MEL 1 & 4 Distributions Future Readiness EFMP Joint Qualification Proponent Input

Distribution Methods Distribution Conference: Course Correction:
Distributes 85% of OIMs Primary method for officer distribution Approximately four months prior to start of distribution window 15% Course Correction: Distributes 15% of OIMs Allows for OPMD to react to changes (OIMs, Emergent Priorities) Approximately two months prior to start of cycle Distro Change Request: 85% Distributes of OIMs Allows AMs and AOs to compete emergent priorities SHOW SLIDE 28: DISTRIBUTION METHODS 1. The primary method of officer distribution is from the Distribution Conference. 85% of Officers Identified to Move (OIMs) distributed in this manner. 2. The other 15% of OIMs are distributed through Course Correction. This allows for OPMD to react to changes, i.e., OIMs and emerging priorities. Non-Conference REQs: Blackbook (Army Staff G1 Special Positions) Shotgun (XO and ADC in limited populations) BNRs (Officers rated or senior rated by a GO) SAMS Tier I (Majors) SARC (Sexual Assault Response Coordinator

CG Officer Distribution
CPTs (Brigade Engagement Population) Post-CCC CPT distribution plan: Distributed during distribution cycles based on CCC graduation. Post-KD CPT distribution plan: Most BCTs are not authorized “senior,” post-command CPTs. These officers are usually reassigned following command and sent to fill senior CPT requirements (AC/RC, CTCs, USAREC, broadening, etc). For second commands, Units notify HRC account manager. LTs (Battalion Engagement Population) HRC distributes in conjunction with commissioning source and BOLC graduation. It is typical for units to be 125%+ strength LTs. Some Sr. LTs are distributed to IET XO and ROTC assignments as operations officers. 1LT/P: Contact Assignment Divisions about dates officers are releasable for CCC. To avoid readiness gaps units may request specific officers remain in the unit not to exceed the end of FY. Contact LT Assignments and Account Manager if you have concerns regarding your LT strength. SHOW SLIDE 29: CG OFFICER DISTRIBUTION 1. CPTs (Brigade Engagement Population) Post-CCC CPT distribution plan: Distributed during distribution cycles based on CCC graduation. b. Post-KD CPT distribution plan: Most BCTs are not authorized “senior,” post-command CPTs. These officers are usually reassigned following command and sent to fill senior CPT requirements (AC/RC, CTCs, USAREC, broadening, etc). For second commands, Units notify HRC account manager. 2. LTs (Battalion Engagement Population) a. HRC distributes in conjunction with commissioning source and BOLC graduation. It is typical for units to be 125%+ strength LTs. Some Sr. LTs are distributed to IET XO and ROTC assignments as operations officers. b. 1LT/P: Contact Assignment Divisions about dates officers are releasable for CCC. To avoid readiness gaps units may request specific officers remain in the unit not to exceed the end of FY. c. Contact LT Assignments and Account Manager if you have concerns regarding your LT strength.

FG Officer Distribution
LTCs (Division/Corps Engagement Population) Non-CSL LTCs are distributed during HRC manning conferences. HRC account managers will compete these requirements during manning conference. Priority for fill is based on CSA’s ACMG. CSL LTC authorizations are not competed in the distribution conference, and they should not be a part of the unit’s MER. MAJs Majors are distributed during HRC manning conferences. This includes Army ILE graduating classes per year and courses that graduate periodically throughout the year. Submit ILE OML to the Assignment Divisions. SAMS Graduates Distributed by HRC SAMS account manager based on DCS- G3/5/7 priorities. HRC fills requirements based on DA G3/5/7 priorities. HRC account managers will contact units prior to SAMS graduation dates for preferences. SHOW SLIDE 30: FG OFFICER DISTRIBUTION 1. LTCs (Division/Corps Engagement Population) a. Non-CSL LTCs are distributed during HRC manning conferences. HRC account managers will compete these requirements during manning conference. Priority for fill is based on CSA’s ACMG. CSL LTC authorizations are not competed in the distribution conference, and they should not be a part of the unit’s MER. 2. MAJs a. Majors are distributed during HRC manning conferences. This includes Army ILE graduating classes per year and courses that graduate periodically throughout the year. b. Submit ILE OML to the Assignment Divisions. 3. SAMS Graduates a. Distributed by HRC SAMS account manager based on DCS- G3/5/7 priorities. HRC fills requirements based on DA G3/5/7 priorities. b. HRC account managers will contact units prior to SAMS graduation dates for preferences.

Assignment Process (or…How a REQ is Born)
PMAD v. MTOE What are you AUTH’d v. what HRC will fill? Assignment Officers ID available officers TOS (24 months) KD requirements DEROS / deployment completion Unit / branch requirements VOUs Valid Open Unfilled AMs build Filled if built Not built at unit request Not “killed” w/o reason Unit Requirements Vacancies Anticipated shortages Other Validated Requirements COS’ AMG Army priorities Unit needs Officer preferences / timelines Approved by OPMD Director Distribution Requirements List SHOW SLIDE 31: Assignment Process NOTE: Process shown is for REQs validated during manning conferences, not other manning events. Cycle Manning Conference DRL Branch v. AMs OPD Chief presides Account Manager Unit requirements Unit’s Sustainable Readiness timeline COS’ Army Manning Guidance (AMG) DRL Unit & branch input Army-wide requirements Cycle-specific Process shown is for REQs validated during manning conferences, not other manning events.

Officer Assignment Policies
General Assignment Policies: Made when required for national security 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, FA and grade among overseas assignments and assignment locations Restrictions - Orders should not be requested 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 SHOW SLIDE 32: OFFICER ASSIGNMENT POLICIES 1. As a HR manager you must be aware of the general characteristics of the Army’s officer assignment policy: a. PCS assignments are made when required for national security. b. 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. c. All PCS movements require qualified officers to fill valid vacancies. When every other consideration is equal, officers who volunteer will be given preference over those who don’t for assignments and locations. (1) Remember, all things being equal is a very broad context, and very few officers have career backgrounds and qualifications that are exactly equal. (2) 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. (3) The officer that does not volunteer may be the best officer for a specific vacancy. d. Although the Army supports stabilizing officers and their families, time on station does not necessarily dictate when an officer will move or not move. e. Hardships need to be share among everyone, particularly during these times of high OPTEMPO deployment. 2. 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 PCS moves are limited. a. 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 $500 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 $500 or less. The determination will be made, in writing, before a request for orders is prepared. b. Officers incurring AERS utilization tours after completing funded education programs must complete their utilization tour before they can PCS. c. Certain officers are assigned to approved stabilized positions. Ones that quickly come to mind might be BN and BDE Commanders who serve two year tours. d. Overseas tour requirements must be met before officers can return to CONUS. e. Joint duty requirements are prescribed in law must also be met before officer can leave those respective Joint organizations. AR , Chapter 5

Utilizing Education & Experience
Army Educational Requirements System (AERS) Graduate Degree Program, Tuition Assistance (TA) incur 2 yrs ADSO Captains Career Course (CCC) Command (18 months), reduced/increased by (6 months), additional command time requires HRC approval Intermediate Level Education (ILE) Focus on preparation for field grade command/staff positions Advance Military Studies Program (AMSP / SAMS) Minimum tour length (18 months), BQ officers normally go to Corps units; NBQ officers normally go to Division staff Senior Service College (SSC) Assigned according to specific nature of their education and individual qualifications SHOW SLIDE 33: UTILIZING EDUCATION AND EXPERIENCE NOTE: Refer the students to AR , Chap 5, Para 5-4 and DA PAM 600-3, para 2-5 1. The Army has a vested interest in utilizing specific officer training and experience to maximize the benefit of that training. Categories the Army is specifically interested in are shown here. Note to Instructor: 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. 2. The codes for each school completed are: (a) Captain's Career Course (CCC) – MEL N (b) ILE (Command and Staff College) – MEL 4 (c) SSC – MEL 1 NOTE: SAMS = School of Advance Military Studies. It is a one year follow on course to CGSC at Fort Leavenworth, and is very competitive. Only 50 CSC student officers per class out of 1000 per year stay for a second year to complete AMSP/SAMS. The officers selected are identified by the CGSC faculty. AR , para 5-4 DA PAM 600-3, para 2-5

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 34: DUTY DETAIL ASSIGNMENTS NOTE: Refer students to AR , Chap 3-3a. 1. Once officers have completed Key Developmental requirements in a particular grade, they may be selected for duty detail to meet Army requirements. These types of assignments are managed at Department of the Army level. These type of assignments include officer selected to work on the Army Staff. 3. Defense agencies also have requirements. An example of this might include military aide to the Secretary of Defense. 4. 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. 5. Inspector General duty has a minimum three year tour requirement. Officers are nominated and approved for duty by The Inspector General. Adjutant appointments must be made by command memorandum. 7. National Guard Bureau has officer requirements to work within the command structure of the Army NGB. 8. Civil works detail is limited to Army Corps of Engineers officers.

AG Key Developmental Positions
(42B & 42H) SHOW SLIDE 35: AG KEY DEVELOPMENTAL POSITIONS (42B & 42H) 1. In addition to meeting Army needs, the assignment officers at HRC are charged with managing your professional development. DA PAM has developmental models like the one depicted here for all branches and functional areas. The main items the assignment manager will focus on are schooling and key development positions. Although this can vary a little branch to branch, here’s the basic concept. a. One person in the controlling branch at HRC manages LTs. This person tracks the officer through BOLC, and then makes their initial assignment. This person is also tracking any agreements for special schools, degree completion, etc. b. Upon making the promotion list for Captain, the officer is transferred to the control of the junior captains assignment officer. In AG for example, this assignment officer maintains you in his control population until you complete this course. This means he has a population that spans several year groups. His challenge is to fill Army requirements, get you to the career course, and to meet any obligations the Army makes to you through programs such as officer retention. 2. Assuming the Army has made no obligation to you, the assignment officer is looking at several things. KDP highlights include: a. DA PAM 600-3, para 3-5a(3) Before promotion. Prior to promotion to captain, officers must complete their baccalaureate degree. This requirement is from Title 10 United States Code (10 USC). b. DA PAM 600-3, para 3-15d OPMD assignment managers. Responsible for balancing Army vs. officer. They provide candid, realistic advice to officers about their developmental needs. Note to Instructor: Point out and explain that the term branch qualification has been replaced with Key Developmental Positions (KDPs).

Role of the Brigade S-1 Manage the personnel strength of the Brigade and all subordinate units at the Distribution Management Sub-Level (DMSL) Review and monitor officer strength, distribution, and assignments w/ Total Officer Personnel Management Information System (TOPMIS) Coordinate officer requirements with HRC Develop officer slate for the brigade; anticipate requirements, KD assignment moves, changes of command, etc. Take immediate action when there are changes in units’ MTOEs/TDAs; identify and keep track of any new requirements SHOW SLIDE 36: ROLE OF THE BRIGADE S-1 1. As we discussed earlier, the Brigade S-1 must take an active role in officer management for their brigade and subordinate units. Unlike enlisted personnel management, officers are managed by the “eaches” with every individual officer’s professional development and preferences factored in against Army requirements. 2. Manage the personnel strength of the Brigade and all subordinate units at the Distribution Management Sub-Level (DMSL). 3. Review and monitor officer strength, distribution, and assignments using the Total Officer Personnel Management Information System (TOPMIS). 4. Coordinate officer requirements with HRC; keep in regular contact with your readiness/distribution manager. 5. Develop officer slate for the brigade; anticipate requirements, KD assignment moves, changes of command, etc. 6. Monitor changes in units’ MTOEs/TDAs; identify and keep track of new requirements.

Authorization Documents
U.S. Army Force Management Support Agency (USAFMSA) documents all Army manpower requirements and authorizations FMSWeb is the authoritative source for both MTOE and TDA authorizations SHOW SLIDE 37: AUTHORIZATION DOCUMENTS 1. Stay on top of your units’ authorization documents and know where to get the information you need to effectively manage officer distribution. 2. Know the effective date of your authorization document and if/when it is going to change. Most MTOE/TDA changes take effect in the month of October. 3. Authorization documents and reports for all Army organizations are available at the Force Management System Web Site (FMSWeb). The U.S. Army Force Management Support Agency (USAFMSA) documents all Army force structure to include manpower and equipment requirements and authorizations. A CAC card is required for access.

Position Requirements
Line #s Sub-paragraph Paygrade AOC Notice this includes: Officers NCOs Civilians Army Air Force This is a sample from SSI’s FY17 TDA Skill Identifier SHOW SLIDE 38: POSITION REQUIREMENTS 1. Become familiar with you units’ authorization document and know what each data element represents. Shown here is an excerpt of SSI’s TDA. Note the variety of different information contained and how difficult it can be to manage officers, enlisted, and civilians – plus Army, Navy, Marines – on one document. 2. More often than not, S-1s will take an authorization document and put it in Excel or Access to manage slotting, gains, and losses off-line. Pay Attention to Detail !!!

Projected Inventory # Officers currently assigned (Operating Strength)
+ Gains (prior to end of requisition cycle) + Promotable officers (from lower grade)** - Losses (prior to end of requisition cycle) - Promotable officers (to next higher grade)** = Projected Inventory* *Compare projected inventory against MTOE/TDA authorizations to determine requirements ** Officers selected on DA approved promotion lists are counted and managed at the next higher grade (e.g., CPT(P) counts as MAJ) SHOW SLIDE 39: PROJECTED INVENTORY NOTE: The Formula for Projected Operating Strength. Projected operating strength by grade and control specialty within the projection period is the result of applying the following formula: 1. Unit operating strength + gains + promotable officers from lower grades - losses. 2. Gains. “Gains” are determined from the summary of gains, orders, advanced assignments, valid-open requisitions, and assignment instructions. Gains could include: RC officers assessing onto AD, newly commissioned officers, branch transfers, etc. 3. Losses. These categories are used to compute the losses used in the formula: a. Personnel on orders with a departure date that falls within the requisition cycle. b. Personnel with projected separation or retirement dates that fall within the projection period. In this context, separation or retirement dates may be projected only if release is mandatory or if written request for voluntary release has been forwarded through command channels to HRC. c Reserve officers whose initial obligation is completed during the requisition cycle and who have not requested extension on active duty. d. Personnel assigned overseas whose date eligible for return from overseas (DEROS) occurs during the requisition cycle, whether or not they have reassignment orders. e. Officers who are two-time non-select for promotion and not selectively continued for active duty. This applies only if the DA letter of non-select has been received by the losing command and the effective release date falls within the requisition cycle.

Check on Learning Q. At what level-of-detail must S-1s manage strength for a brigade and subordinate units? A. Distribution Management Sub-Level (DMSL). Direct coordination with HRC is required. Q. What is the authoritative source S-1 should use for unit manpower requirements and authorizations? A. U.S. Army Force Management Support Agency (USAFMSA). Both MTOE and TDA documents are available on FMSWeb. Q. What is the formula to calculate projected inventory (or projected operating strength)? A. Unit operating strength + gains + promotable officers from lower grades – losses. SHOW SLIDE 40: CHECK ON LEARNING NOTE: Conduct Check on Learning and summarize learning activity on officer classification and structure. NOTE TO INSTRUCTOR: This slide contains 3 animations. Click the mouse to reveal the correct answers. Q. At what level-of-detail must S-1s manage strength for a brigade and subordinate units? A. Distribution Management Sub-Level (DMSL). Direct coordination with HRC is required. Q. What is the authoritative source S-1 should use for unit manpower requirements and authorizations? A. U.S. Army Force Management Support Agency (USAFMSA). Both MTOE and TDA documents are available on FMSWeb. Q. What is the formula to calculate projected inventory (or projected operating strength)? A. Unit operating strength + gains + promotable officers from lower grades – losses.

Execute TOPMIS II Queries
Enabling System PRACTICAL EXERCISE SHOW SLIDE 41: ENABLING SYSTEM Note to Instructor: This is a transition slide. Execute TOPMIS II Queries

Scenario #1 TOPMIS Query
You are the S1 for 1st Bde, 1st Armored Division. The Brigade Commander sent you an asking for a roster that shows how many Officers and Warrant Officers within the brigade are on orders. He wants the roster sorted by officer/warrant category, permanent grade, and control grade. He also wants you to provide the following information: 1. What is the total number of Officers and Warrant Officers on orders and what is the breakdown by PGRAD (COL/CW5 – LT/WO) ? 2. Are there any LTCs currently in the CONGR of COL? 3. Are there any 1LTs currently not in the CONGR of CPT? 4. How many CW4s are on orders? SHOW SLIDE 42: SCENARIO #1 - TOPMIS QUERY Note to Instructor: For assistance with this scenario, open the Total Officer Personnel Management Information System (TOPMIS II) Overview lesson - Query System – Asset II Note to Instructor: Students should use the following Column Names and Database Column criteria to create the query: Selected Columns Name SSN PGRAD CONGR BABR DMSL ARQODA_ORDERS ARPMAO_ORDERS ASGCAT Database Column/ Operator/Condition/Logical DMSL/IN/11A/AND ASGCAT/EQUAL/O 42

Detail Strength Report by CONGR
Scenario #2 Detail Strength Report by CONGR You are the S1 for 2d Bde, 4th Infantry Division. The Bde Cdr sent you an asking you to identify the total number of Officer and Warrant Officer losses, gains, and VOUs within each Control Grade and compare them to Officer and Warrant Officer losses, gains, and VOUs within each Control Grade for 1st and 3rd Bdes. He wants the report sorted by Control Grade and Functional Category (Formerly Army Competitive Category (ACC)) only. 1. What are the total number of COL-LTs losses, gains, and VOUs in 2nd Bde? 2. How many CPT/N losses, gains and VOUs are in 2nd Bde versus 3rd Bde? 3. What are the total number of CW5 – WOs gains, losses, and VOUs in 2nd Bde? 4. How many WOs losses, gains and VOUs are in 2nd Bde versus 1st Bde? SHOW SLIDE 43: SCENARIO #2 – DETAIL STRENGTH REPORT BY CONGR Note to Instructor: For assistance with this scenario, open the Total Officer Personnel Management Information System (TOPMIS II) Overview lesson - Strength –Strength Detail Report by CONGR. Note to Instructor: Explain to the students what VOU means: Valid Open Unfilled Requisitions - Valid Open Unfilled Requisitions is the total number of valid, open, unfilled requisitions with report dates that fall within the associated projection date. Note to Instructor: Students should use the following : MPCAD= Commissioned and Warrant, DML = 4th / DMSL 14I, 24I and 34I (separately) / Sort By = CONGR / Group Section = ACC 43

Detail Strength Report by PGRAD
Scenario #3 Detail Strength Report by PGRAD You work in the G1 for 3rd Inf Div. The G1 has asked you for a breakdown of the Control vs. Permanent Grade of Warrant Officers throughout the Division. He wants you to identify the number of on-hand Control Grade and on-hand Permanent Grade of all Warrants (W01-CW5) 1. What is the total number of O/H C-Grade and O/H P-Grade for W01 through CW5 in the Division? 2. What are the O/H C-Grade current and projected strengths for CW5s in Division? 3. What are the O/H P-Grad strength and the C-Grad projected strength percentages for WOs in the Division? 4. What is the C-Grad authorized strength percentage for CW3 and CW4s in the Division? SHOW SLIDE 44: SCENARIO #3 – DETAIL STRENGTH REPORT BY PGRAD Note to Instructor: For assistance with this scenario, open the Total Officer Personnel Management Information System (TOPMIS II) Overview lesson - Strength – Strength Detail Reports by PGRAD. Note to Instructor: Explain to the students what O/H C-Grade and O/H P-Grade means: O/H C-Grade is the on hand control grade of Warrant Officers (i.e. CW2(P) as CW3). O/H P-Grade is on hand pay grade Warrant Officers (i.e. CW2(P) still being paid as a CW2). Note: All percentages are calculated using control grade of assigned Warrant Officers. Note to Instructor: Students should use the following: MPCAD= Warrant, DML = 3ID 44

Officer Strength Projection Training Video
SHOW SLIDE 45: OFFICER STRENGTH PROJECTION TRAINING VIDEO Note to Instructor: This is a 30 minute video. Click on “Video” to play the video. (Time permitting.)

Assignment Interactive Module (AIM) 2.0 Overview
The Assignment Interactive Module 2.0 (AIM 2) is a web based information system, designed to enhance the effectiveness and efficiency of the officer management process, and facilitate communication between officers, units, and the Officer Personnel Management Directorate (OPMD). SHOW SLIDE 46: ASSIGNMENT INTERACTIVE MODULE (AIM) 2.0 OVERVIEW 1. Assignment Interactive Module 2.0 (AIM 2) is a web based information system, designed to enhance the effectiveness and efficiency of the officer management process, and facilitate communication between officers, units, and the Officer Personnel Management Directorate (OPMD). 2. AIM 2 was fielded to Market Pilot DMSLs during the Distribution Cycle in order to ensure the system best transformed information technology to improve the active-duty officer management process. 3. The Unit Pilot in 18-02, tested that units in the field could submit their Mission Essential Requirements (MER) through the AIM web portal. Additionally, all units participated in the distribution cycle market and input data about each vacancy, reviewed the resumes of officers available to move, and indicated a hiring preference. 4. DMSLs will continue to submit their MERs through the AIM 2 portal for the Distribution Cycle. DMSLs will also continue to participate in the distribution cycle market and input data about vacancies, review resumes, and indicate hiring preferences of officers available to move.

Our Unit (Unit Billboard)
Unit Dashboard Information Available to the Marketplace Unit POC, Mission, and information pertinent to Officers available to move during the cycle SHOW SLIDE 47: OUR UNIT (UNIT BILLBOARD) 1. The Our Unit tab displays the following type of information for a specific unit: a. Unit Dashboard. b. Information Available to the Marketplace. c. Unit POC, Mission, and information pertinent to Officer’s available to move during the cycle. 2. Units are able to share information about your organization and installation in order to find or attract the right officer or warrant officer for your unit. 3. The Our Unit tab may be the first impression an officer has about your organization, so ensure that your unit point of contact information is accurate.

Unit Access Tab SHOW SLIDE 48: UNIT ACCESS TAB
1. The purpose of the “Unit Access” tab is to show who has what level of access to your DMSL within the AIM2 portal. There are three levels of DMSL management within the AIM2 portal. 2. The Unit Access tab can provide your Account Manager with a list of personnel identified as DMSL Managers and personnel with View Only rights. 3. DMSL Managers have the ability to edit information in the Our Unit, Our Vacancies, Our Requisitions, and Our Marketplace Tabs. 4. The Unit Access tab can provide the DODID / EDIPI and the SNL for selected personnel to your Account Manager.

AIM 2 Mission Essential Requirements (MER)
1. REQ CAT #: Requisition code associated with your vacancy (HRC Generated) 2. Priority: Use this column to prioritize your unit’s requirements 1 – XX. THIS IS YOUR COMMAND’S VOTE. (Unit Input) 3. Unit Input: Keep or Delete (Unit Input) 4. AUTH: Unit Authorizations per TOPMIS (HRC Generated) 5. PROJ: Projected officers assigned to unit per TOPMIS. Combination of projected VOUs and remaining officers (HRC Generated) 6. MG Code: Active Component Army Manning Guidance Category (HRC Generated) 7. Incumbent: Who is currently filling that authorization (Unit Input) 8. Rank: Control Grade associated with the position (HRC Generated) 9. Requisition Type: HRC generated 10. ARP MAO: Assignment Requisition Area Code (HRC Generated) 11. RQRRD: Required Report Date. This date should fall within the manning cycle. Keep in mind PME / CCC graduation dates. (Unit Input) 12. ASG AOC: Area of Concentration (HRC Generated) 13. ASG UIC: Unit Identification Code (Unit Input) – Entering incorrect UICs could potential skew your auth/proj strength 14. Tour Length: 36 months (HRC Generated) 15. Unit Description: (HRC Generated) 16. Duty Title, Duty Description, Unit CMTs (Unit Input) SHOW SLIDE 49: AIM 2 MISSION ESSENTIAL REQUIREMENTS (MER) 1. The purpose of the “Our Vacancies” tab is to allow unit Commanders to provide prioritized mission essential personnel requirements for each distribution cycle. 2. The AIM 2 team relies on the assistance of units and organizations in order to document what type of officer is needed in your organization, to include knowledge, skills, behaviors and attributes. 3. It is critical that each unit/organization prioritize their vacancies. The commander’s priorities provide better clarity for HRC to make distribution decisions within the constraints of Army Manning Guidance metrics and availability.

Providing Unit Input to a Vacancy
SHOW SLIDE 50: PROVIDING UNIT INPUT TO A VACANCY 1. The unit fills in the authorized Duty Title and authorized Duty Description under the “Position Information” tab. 2. The unit selects UIC, CONGR, AOC/MOS, and SQI from the drop down button and selects Report Date under the “Position Details” tab. 3. Click “Edit” when finished.

Providing Unit Remarks to a Vacancy
SHOW SLIDE 51: PROVIDING UNIT REMARKS TO A VACANCY 1. Provide clear and concise input only viewable to HRC (Account Managers and Assignment Officers), that is pertinent to your unit’s vacancy, i.e., planned no cost moves, internal moves creating vacancies, etc. Note to Instructor: Remind the students not to enter PII in the Special Remarks section. 2. Click “Save Requisition Data.” 3. Click “Edit.”

AIM2 MER Unit Additions (1)
SHOW SLIDE 52: AIM2 MER UNIT ADDITIONS (1) 1. Click “Request Position Addition” under the “Our Vacancies” tab. 2. Click “New Position Request.” 3. Select the appropriate UIC from the drop down and input the remaining data (CONGR, AOC/MO, Create Account=1). 4. Fill out the Duty Title and Duty Description.

SHOW SLIDE 53: AIM2 MER UNIT ADDITIONS (2) 1. Select Req Type R – Regular Requisition. 2. Enter Incumbent information, if required. 3. Concise unit remarks illustrating what HRC doesn’t know, i.e., planned NCMs, internal moves creating a vacancy, etc.

SHOW SLIDE 54: AIM2 MER UNIT ADDITIONS (3) 1. Click “Finish.” 2. Your addition will be displayed as an ADD in the Unit Input column and you will have the ability to rank accordingly after you click “Finish.”

Export Vacancies to Excel
SHOW SLIDE 55: EXPORT VACANCIES TO EXCEL 1. The “Export Vacancies” function allows users to export data under the “Our Vacancies” tab, and view in Excel format. 2. Click “Export Vacancies.” 3. The data will export to an Excel spreadsheet document.

Summary The officer assignment system is dynamic, fluid and challenging Place the right officer in the right job at the right time is the overall goal HR providers at all levels contribute to getting officer assignments and distribution right SHOW SLIDE 56: SUMMARY Given the current demands on our Army and officer shortages, it is very likely that officer distribution and assignments will continue to be a significant challenge for S-1s. NOTE: Summarize lesson emphasizing key points and brief discussion on Restoring Balance and Chief of Staff, Army Imperatives. 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. HR providers at all levels contribute to getting officer assignments and distribution right.

Terminal Learning Objective
ACTION: Manage Officer Distribution and Assignments. CONDITIONS: In a classroom environment, given access to DA PAM 600-3, AR 611-1, DA PAM , AR , and an awareness of the Operational Environment (OE), variables and actors. STANDARD: 1. Identify components of the officer classification and structure system. 2. Correlate the responsibilities of DA G1, HRC, and S-1s in the officer assignment and distribution process. 3. Interpret officer distribution and assignment policies. 4. Communicate officer leadership and career planning timelines. 5. Apply TOPMIS II query scenarios. 6. Recognize the AIM2 module functions. 7. Define the MER submission process. SHOW SLIDE 57: TERMINAL LEARNING OBJECTIVE NOTE: Review TLO with students. ACTION: Manage Officer Distribution and Assignments. CONDITIONS: In a classroom environment, given access to DA PAM 600-3, AR 611-1, DA PAM , AR , and an awareness of the Operational Environment (OE), variables and actors. STANDARD: 1. Identify components of the officer classification and structure system. 2. Correlate the responsibilities of DA G1, HRC, and S-1s in the officer assignment and distribution process. 3. Interpret officer distribution and assignment policies. 4. Communicate officer leadership and career planning timelines. 5. Apply TOPMIS II query scenarios. 6. Recognize the AIM2 module functions. 7. Define the MER submission process.

Adjutant General School Manage Officer Distribution and Assignments

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Adjutant General School Manage Officer Distribution and Assignments

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