DEPARTMENT OF THE ARMY OFFICE OF THE DEPUTY CHIEF OF STAFF, G ARMY PENTAGON WASHINGTON DC

Transcription

1 DEPARTMENT OF THE ARMY OFFICE OF THE DEPUTY CHIEF OF STAFF, G ARMY PENTAGON WASHINGTON DC DAPE-MPE-PD 2 5 JAN 2017 MEMORANDUM FOR PRESIDENT AND MEMBERS, FISCAL YEAR 2017 (FY17) REGULAR ARMY (RA) AND ARMY RESERVE ACTIVE GUARD RESERVE (AGR) MASTER SERGEANT (MSG) PROMOTION AND SERGEANT FIRST CLASS (SFC) QUALITATIVE SERVICE PROGRAM (QSP) BOARDS SUBJECT: Instructions for the FY17 RA/AR AGR MSG Promotion and SFC QSP Boards 1. Authority. These selection boards are convened to select eligible SFCs for promotion to MSG and eligible SFCs for denial of continued service. 2. Membership. a. You were selected to serve on these boards because the Army has confidence in your ability to recognize those noncommissioned officers (NCOs) who will make the greatest contribution as Army leaders in the years ahead. The objective of the selection process is to identify Army Professionals who will ensure that Army forces are prepared to prevent conflict, shape the security environment, and win wars. Your collective responsibilities as board members are vital to the future of the Army. b. Bear in mind the serious nature of board duty and your obligation to ensure these proceedings remain above reproach at all times. The oath you have taken obliges you to ensure that all eligible NCOs are considered without prejudice or partiality. You will adhere to that oath and to all governing directives, regulations, written administrative instructions regarding board procedures, and these instructions, in selecting NCOs who meet the needs of the Army, as outlined here. Your failure to do so may be cause to remove you from this board. 3. Selection Objectives and Requirements. a. Eligibility and selection criteria of NCOs under consideration is at Annex A. Additional administrative instructions are at Annex B. b. Your mission, based on an assessment of an individual's potential, is to: (1) select best qualified SFCs for promotion to MSG. (2) select SFCs for denial of continued service. Selections for involuntary separation improve NCO grade and MOS readiness levels in support of force structure requirements, enhance the quality of the NCO Corps by retaining NCOs on active duty

2 SUBJECT: Instructions for the FY17 RA/USAR AGR MSG Promotion and SFC QSP Boards with the greatest potential for future contributions to the Army, and support sustainment of viable career paths across grades and MOSs in an All-Volunteer Army. 4. Guidance. There are many qualities the Army seeks in all of its leaders. Because the Army's future operating environments are unknown, we must identify those individuals who show the potential to win in a complex world. Select adaptive leaders capable of leading and running our Army. Leaders at all levels must encourage prudent risk taking and not allow bureaucratic processes to stifle the mission. Assess these NCOs on their ability to visualize, describe, direct, lead, and assess operations in a complex environment and against adaptive enemies; identifying NCOs with the potential to serve at levels of increased responsibility. The Army Operating Concept (AOC) describes how future Army forces will prevent conflict, shape security environments, and win wars while operating as part of our Joint Force and working with multiple partners. The AOC guides future force development by identifying first order capabilities that the Army needs to support U.S. objectives. NCOs must understand the strategic environment, be able to think critically and creatively, visualize solutions and build teams. In fulfilling this important task, you should use the following points of reference and general guidance: a. The Army Profession. Professional character is the foundation of our strength and the basis of successful leaders. Noncommissioned officers must serve as the consummate examples of the Army Profession. The bedrock of our profession is trust: between Soldiers, between Soldiers and leaders, between Soldiers and their Families with the Army, and between the Army and the American people. Professionals earn and maintain trust through ethical, effective, and efficient application of their expertise. We need leaders who forge unyielding commitment to the Army Profession and maintain absolute trust with their subordinates, their peers, their superiors, our Families, the Army, and the Nation. b. Warrior Ethos. The Warrior Ethos refers to the professional attitudes and beliefs that characterize the American Soldier. It reflects a Soldier's selfless commitment to the Nation, mission, unit, and fellow Soldiers. The Warrior Ethos is developed and sustained through discipline, commitment to the Army Values, and pride in the Army's heritage. The Warrior Ethos is the foundation for the winning spirit that permeates the institution. c. Strategic Leadership. Our Nation will continue to face an increasingly uncertain and complex strategic environment. The complexity of our future operational environments will be characterized by multiple actors, chaotic conditions, asymmetric threats, rapidly changing technology and competition for wealth, resources, influence, identity, and legitimacy. The range of challenges in this complex environment will include state, near-state, and transnational threats; terrorism; criminality; cyber and information exploitation; and WMD proliferation. Army leaders must be operationally 2

3 SUBJECT: Instructions for the FY17 RNUSAR AGR MSG Promotion and SFC QSP Boards adaptive in order to understand and dominate this complex environment. It is your charter to identify NCOs who demonstrate the capability of leading and running the Army in this environment. All Army leaders must be: (1) competent in their core proficiencies; (2) capable of operating across the range of military operations; (3) able to combine operational excellence with the ability to operate in joint, interagency, intergovernmental, and multinational environments to achieve unity of effort; (4) able to understand the socio-economic environment and be culturally astute in order to successfully operate in complex, uncertain environments; (5) courageous enough to see and exploit opportunities in the challenges and complexities of the operational environment; and (6) grounded in the Army Values and the Warrior Ethos. d. Leader attributes. Leadership attributes are characteristics internal to a leader; shaping how an individual behaves and learns in his or her environment. Character is the essence of who a person is, what a person believes, and how a person acts. Select leaders of character who embrace the Army leader attributes and competencies. The following leadership attributes (character, presence, and intellect) affect actions that leaders perform. Good character, solid presence, and keen intellect enable the core leader competencies to be performed with greater effect. (1) Character. Board members should identify NCOs whose words and deeds are in full accord with their oath of enlistment to support and defend the Constitution, against all enemies foreign or domestic, and that I will bear true faith and allegiance to the same. Look for leaders who do what is right, legally and morally. Integrity is a key mark of a leader's character. Look for leaders who unwaveringly adhere to applicable laws, regulations, and unit standards while building credibility with their subordinates. Identify leaders who adhere to Army values; setting a standard for their followers to emulate. Identify those showing empathy in leading and caring for Soldiers, Army Civilians, and Army Families and, in doing so, do not condone harassment in any form, to include sexual harassment. Our NCOs must be exemplars of good character in all these respects. (2) Presence. Board members should seek leaders who project military and professional bearing, holistic fitness, confidence, and resilience. The impression a leader makes on others contributes to success in getting others to follow. This 3

4 SUBJECT: Instructions for the FY17 RA/USAR AGR MSG Promotion and SFC QSP Boards impression is the sum of a leader's outward appearance, demeanor, actions and words. Recognize leaders who just don't show up; but those whose actions, words, and manner show them as caring leaders. (3) Intellect. Identify leaders who can think through problems, create solutions, and make decisions. Look for leaders who are mentally agile. Seek leaders who display sound judgment; showing a capacity to assess situations shrewdly and draw sound conclusions. Identify those who are able to introduce new ideas based on opportunities or challenging situations. Our best leaders have the capacity to understand interactions with others and are fully aware of how others see them; sensing how to interact with them effectively. Our best NCOs recognize diversity and display self-control, balance, and stability. e. Leader competencies. There are three categories of leader competencies. The Army leader serves to lead others; to develop the environment, themselves, others and the profession as a whole; and to achieve organization goals. (1) Leads. Board members should recognize NCOs who motivate, inspire, and influence others to take initiative, work toward a common purpose, accomplish critical tasks, and achieve organizational objectives. Advance leaders who build trust to mediate relationships and encourage commitment among followers. We must have leaders who lead by example. These are the NCOs who maintain standards and provide effective examples through their actions. Look for leaders who communicate effectively. Communication is essential to all other leadership competencies. (2) Develops. Board members should seek leaders who create a positive environment and those who foster esprit de corps. Recognize NCOs who are aware of their limitations and strengths and seek self-development. Leaders maintain selfdiscipline, physical fitness, and mental well-being. Look for NCOs who develop others, who encourage and support others to grow as individuals and teams. The best qualified NCOs are stewards of the profession. (3) Achieves. Identify leaders who get results by providing guidance and managing resources, as well as performing the other leader competencies. These NCOs focus on consistent and ethical task accomplishment through supervising, managing, monitoring, and controlling the work., f. Diversity. The strength of our Army comes from our diversity. We need leaders who understand that unit effectiveness depends on the ability of people of different backgrounds to work together. With a culture that embraces diversity, the Army is able to operate successfully across the Nation and around the world. Army leaders in particular, manage and promote diversity by creating and maintaining an inclusive 4

5 SUBJECT: Instructions for the FY17 RNUSAR AGR MSG Promotion and SFC QSP Boards environment where individual attributes are accepted, understood, and valued - inspiring all Soldiers to be culturally astute, agile,.and adaptive public servants. g. Soldier Fitness and Resiliency. Noncommissioned officers must possess military bearing, be physically fit, and have sound health, strength, and endurance to sustain emotional health and conceptual abilities under prolonged stress. They must project confidence and inspire trust. Leaders must possess the ability to grow and thrive in the face of challenges and be resilient; able to recover quickly from unexpected setbacks while maintaining a mission and organizational focus. h. Experience and Education. It is important for the NCOs you advance to have the right mix of field and headquarters experience, and the training and education to meet the current and future leadership requirements of both the Army and the Joint Force. Experience Counts. Look for NCOs who seek out tough jobs; demonstrating the capability and potential to step into the toughest assignments and succeed from day one. i. Noncommissioned Officer Evaluation Reports (NCOER). On 1 January 2016, the Army introduced a new NCOER which was designed to assess performance based on leader attributes and competencies and to provide a clearer delineation of rater (performance) and senior rater (potential) responsibilities. The NCOER remains the primary tool for documenting NCO performance and potential, and is one data point in your assessment. The adoption of the new NCO ER is a multi-year process. You should consider the entirety of the NCO's file, using the whole person concept, to assess all factors in the NCO's record that bear on selection potential. j. Marital status. Board members will not consider the marital status of any NCO under consideration, or the employment, education, or volunteer service of an NCO's spouse. In addition, law and DOD directives require that evaluation reports not contain any information regarding the employment, education, or volunteer service of an NCO's spouse or reflect favorably or adversely on an individual based solely or in part on marital status. If any records contain such prohibited information, board members must disregard it. k. Soldier and Family support. Seek the NCOs who demonstrate support for Soldiers and their Families and understand and embrace the challenges of sustaining our all-volunteer Force. I. Operational factors. Previously accepted rules and conventions regarding personnel management timelines may no longer apply. While 24 months in key positions has traditionally been optimal, performance and demonstrated potential in these positions is what is important, not the number of months spent in that position. The current operational environment has extended the time in leadership positions for 5

6 SUBJECT: Instructions for the FY17 RNUSAR AGR MSG Promotion and SFC QSP Boards some NCOs, while reducing the time in leadership positions for others. Operational factors affect the assignments all NCOs receive - the constraint of time, Army requirements, positions available, and unit readiness. View an NCO's experience not in terms of one key assignment, but as a combination of many assignments and deployments over time. m. Assignment considerations. All assignments are important to sustain a trained and ready Army. Each career field places unique demands on the NCO corps and serves an important Army need. The absence of combat experience, or support of deployed forces, for example, shall not be a basis for non-selection. Key and developmental positions are at Annex C. 5. Equal Opportunity. a. The success of today's Army comes from total commitment to the ideals of freedom, fairness, and human dignity upon which our country was founded. People remain the cornerstone of readiness. To this end, equal opportunity for all Soldiers is the only acceptable standard for our Army. This principle applies to every aspect of career development and utilization in our Army, but is especially important to demonstrate in the selection process. To the extent that each board demonstrates that race, color, national origin, religion, sex, and sexual orientation are not impediments to selection for school, command, and promotion, our Soldiers will have a clear perception of equal opportunity in the selection process. The diverse backgrounds, ideas, and insights offered by Soldiers and citizens of all races and of both genders are a great source of strength for our Nation and our Army. We can best ensure that this source of strength endures by your strict avoidance of the consideration of any factors other than merit and ability as specified elsewhere in this memorandum of instruction in the selection of Soldiers for promotion and other favorable personnel actions. b. You must be alert to the possibility of past personal or institutional discrimination - whether intentional or inadvertent - in the assignment patterns, evaluations, or professional development of all noncommissioned officers. Such discrimination may be unintentional, not motivated by malice, bigotry, or prejudice, and may have been the result of past service utilization practices. Indicators of discrimination may include disproportionately lower evaluation reports; assignments of lesser importance or responsibility; lack of opportunity to attend career-building military schools; gratuitous mention of race, color, national origin, religion, sex, and sexual orientation; or mention of an NCO's organizational or institutional affiliations unrelated to duty performance and potential. Take these factors into consideration in assessing the degree to which an NCO's record, as a whole, is an accurate reflection, free of bias, of that NCO's performance and potential. The foregoing guidance shall not be interpreted as requiring or authorizing you to extend any preference of any sort to any NCO or group of NCO's on the basis of race, color, national origin, religion, sex, and sexual orientation. 6

7 SUBJECT: Instructions for the FY17 RNUSAR AGR MSG Promotion and SFC QSP Boards 6. Additional Guidance. a. As, a board member you will familiarize yourself, and have present in the board room, DA Pam , U.S. Army Noncommissioned Officer Professional Development Guide, dated 11 September 2015, along with any approved iterative changes provided to the DA Secretariat by the Directorate for Military Personnel Management (DMPM), Deputy Chief of Staff (DCS), G-1. In your duties as a board member, use DA Pam not as specific selection criteria, but as a guide in your deliberations, keeping in mind the evolving strategic environment, and the broad range of tasks the Army performs. b. Prior to beginning board operations, the board president will review the contents in this MOI with all board members present and confirm that they all understand the guidance expressed. The board will abide by this guidance and will not establish criteria other than those specified in this MOI. c. The board president is responsible for submitting two (2) After Action Reports (AARs). Additional instructions are at Annex A. d. Do not communicate with anyone except a recorder or me concerning this board. After the board report is signed and a draft AAR is submitted to the DCS, G-1, board members are authorized to discuss board proceedings with the Assistant Secretary of the Army for Manpower and Reserve Affairs (ASA (M&RA)), the DCS, G-1, or their representatives prior to recess. You will not disclose specifics pertaining to the selection or non-selection of individuals during such a discussion. e. Except when otherwise noted, the board may not use information (personal knowledge) in its deliberations. In the event a board member has personal knowledge of an NCO's performance that is not documented in the record provided to the board, and the board member feels the information is of great significance, the board member will present the information to the board president. The board president may, if deemed reasonable, request authority from the DMPM to release the information to the board. 7. Conclusion. Thank you for your service as a member of this board. Your decisions will have a lasting effect on the Army. Our Soldiers and Army civilians deserve leaders who are competent in their duties and who treat t~em with dignity, respect, and fairness at all times. This ethic is essential to a cohesive and disciplined Army. Just as the Army charges you to make your selection without prejudice or partiality, you also must identify best qualified NCOs based on adherence to these principles if we are to sustain an Army that can win our Nation's wars. 7

8 SUBJECT: Instructions for the FY17 RA/USAR AGR MSG Promotion and SFC QSP Boards I have great confidence in your ability to carry out this important responsibility. BY ORDER OF THE SECRETARY OF THE ARMY: Encls as M or General, GS Di ctor of Military Personnel Management 8

9 Annex A, Eligibility and Selection Criteria - Instructions for the FY 17 RA and USAR AGR MSG Promotion and SFC QSP Boards 1. General. The FY17 Regular Army (RA) and United States Army Reserve (USAR) Active Guard Reserve (AGR) Master Sergeant (MSG) promotion and Sergeant First Class (SFC) Qualitative Service Program (QSP) boards will convene at the Department of the Army (DA) Secretariat, Ft Knox, KY, on or about 7 February Each board member must understand the serious nature of board duty and his or her individual responsibility to ensure that the board proceedings remain above reproach at all times; that the board adheres to law, regulations, directives, and written instructions; and that the board identifies best qualified individuals who meet the needs of the Army, as prescribed herein. Failure to comply with the oath, law, regulations, directives, or these instructions may be cause to remove a member from this board. 3. Considered Population. Noncommissioned officers (NCOs) meeting the criteria below constitutes the considered population for these selection boards: a. For promotion consideration. (1) All RA and USAR (AGR) Senior Leader Course (SLC) and Structured Self Development (SSD) (Level 4) qualified SFCs with dates of rank (DOR) of 8 February 2015 and earlier. (a) Primarv Zone (PZ). SFC with a DOR of 2 March 2014 and earlier (b) Secondarv Zone (SZ). SFC with a DOR of 3 March 2014 through 8 February (2) All RA only: A basic active service date (BASD) between 8 September 1995 and 8 February 2009 (both dates inclusive), and a date of birth (DOB) of 8 October 1961 and later. (3) All USAR (AGR) only: A BASD of 8 September 1995 and later, a pay entry basic date (PEBD) or 8 February 2009 and a date of birth (DOB) of 8 October 1961 and later. (4) Ineligible Population. SFCs in the following categories will not be considered for promotion selection: (a) Who have an approved retirement on the date the DMPM approves the selection list. Soldiers in this category will not regain eligibility for consideration by withdrawing their retirement application after the selection list is approved. (b) Who have an approved Headquarters, Department of the Army (HQDA) Directed Denial of continued Active Duty Service. A-1

10 Annex A, Eligibility and Selection Criteria - Instructions for the FY17 RA and USAR (AGR) MSG Promotion and SFC QSP Boards (c) Who have an approved local bar to reenlistment. (d) Who have signed a Declination of Continued Service Statement (DCSS). (e) Who do not possess a high school diploma, a General Educational Development (GED) equivalent, or higher degree. (f) Who are special bands persons as defined in Army Regulation (AR) , paragraph 8-2. (g) Who are ineligible to reenlist due to courts-martial conviction, confinement, or absent without leave (AWOL). (h) Who have submitted a declination of consideration statement for this board. (i) Soldiers who have not completed SSD level 4 (or equivalent training). b. For denial of continued service (QSP): The Army will not conduct a QSP mission during this board. 4. Method and Number to be Selected. a. The board's mission includes: (1) Promotion. Identify and select the best qualified SFCs in the zone of consideration by Military Occupational Specialty (MOS) for promotion to MSG. (2) Denial of Continued Service (QSP). Identify and select SFCs based on their demonstrated leadership, effectiveness, and potential for service at higher levels to meet the needs of the Army, for involuntary release from active duty, as determined by the established selection objectives, in accordance with these instructions. Soldiers selected for involuntary separation will be discharged or released from active duty, as appropriate, without entitlement to a local separation board, for the convenience of the government (for purpose of post-service benefits). Characterization of service is honorable. (3) Enlisted Standby Advisorv Board (STAB). Review cases for removal from existing centralized promotion lists, for promotion reconsideration, and for initial promotion consideration. Only selected members of the board will sit on the STAB. The STAB is governed under a separate MOI. (4) Qualitative Management Program (QMP) Board. Review cases of Soldiers in the rank of SSG thru CSM/SGM who have been identified for potential denial of A-2

11 Annex A, Eligibility and Selection Criteria - Instructions for the FY17 RA and USAR (AGR) MSG Promotion and SFC QSP Boards continued service. Only selected members of the board will sit on the QMP board. This board will be governed under a separate MOL b. The board will be organized into 12 separate panels by Career Management Fields (CMFs). Consideration for promotion will be by MOS, including USAR (AGR) Soldiers. Order of merit lists (OMLs) will be generated for each component; RA and USAR (AGR), by MOS. These OMLs will be used to identify best-qualified Soldiers for selection, by component, in accordance with the requirements established in the approved select objectives (by MOS). c. Before the board can determine whether an NCO is among the best qualified for promotion selection, it must first determine which.ncos are fully qualified for promotion. Consideration must be accomplished with complete objectivity when the good of the service and the needs of the Army are of primary importance. The selection board will be provided the performance portion of the Army Military Human Resource Record (AMHRR) of all eligible NCOs. d. The DA Secretariat will provide select objectives by MOS (for each component) after all records have been voted. Select objectives indicate the number of selections for promotion to MSG and, when applicable, the number of SFC for denial of continued service from active duty. e. At a minimum, individuals selected for promotion to MSG must be, in the judgment of the board, fully qualified for promotion to meet the needs of the Army. In the event the panels, or the board as a whole, determine the quality of the individuals in a particular MOS, or in the overall zone, is such that selection of the numbers directed would not be in the best interest of the Army, the president of the board should seek additional guidance from the DMPM. f. Selection of Soldiers for denial of continued service from active duty will be limited to otherwise eligible Soldiers excluding those NCOs who are selected as best qualified for promotion and is not limited to Soldiers identified as not fully qualified for promotion. The Army recognizes that as we reduce the number of Soldiers in certain over-strength MOSs and/or MOSs with little opportunity for promotion, we will be losing quality Soldiers who have served our country and our Army well during combat. The board must ensure we identify and retain Soldiers with the greatest potential for future contributions to the Army while knowing we will lose some very good Soldiers in order to meet structure requirements. g. After the board selects Soldiers for promotion to MSG, the Secretariat will: (1) Following the QSP board scoring of the records for Soldiers in the QSP zone of consideration who were not evaluated by the promotion selection board, as detailed in subparagraph h below, integrate all records into one QSP order of merit list. A-3

12 Annex A, Eligibility and Selection Criteria - Instructions for the FY17 RA and USAR (AGR) MSG Promotion and SFC QSP Boards (2) Identify for QSP board consideration the documents from the restricted Army Military Human Resources Record (AMHRR) for all Soldiers being considered for denial of continued service. The allowable documents must be based on events occurring during the period that the considered Soldier held the rank of SFC ("within-grade" documents). In addition, the documents must be accurate, relevant, and complete and fall within one of the following categories: (a) Article 15 or other UCMJ actions received that have not been set aside by proper authority. (b) DA Suitability Evaluation Board (DASEB) filing of unfavorable information. (c) Punitive or administrative letters of reprimand, admonition, or censure. (3) Incorporate revised scores onto the QSP order of merit list after the board considers authorized information from the restricted folder. h. The QSP Board members will: (1) Vote, based on the same criteria used during the MSG promotion selection phase of the board proceeding, the records of Soldiers who are eligible for denial of continued service but were not otherwise eligible for promotion, and integrate those scores onto the existing OML. (2) Reconsider and vote all records of Soldiers previously scored during the MSG promotion selection phase when those records contain restricted-file documents as detailed in paragraph g(2) above. i. Soldiers with 18 years of active federal service who are selected for involuntary separation as a result of the QSP board process (as of the date designated by the Army for involuntary separation) will be retained on active duty until the Soldier is eligible for retirement (1 O USC 1176). Soldiers retained under this provision are ineligible for future promotion consideration. j. Retirement eligible Soldiers selected for involuntary separation may opt to request voluntary retirement in lieu of their QSP selection. Retirement may be under any provision of law for which otherwise eligible. Voluntary retirement will be approved for the date requested by the Soldier except retirement will be effective no later than the involuntary separation date established by the Army. k. The Board will adjust QSP selects on a one-for-one basis (as needed) to offset the involuntary loss of any SFC stemming from the QMP process in an effort to A-4

13 Annex A, Eligibility and Selection Criteria - Instructions for the FY17 RA and USAR (AGR) MSG Promotion and SFC QSP Boards preserve the Army's effort to sustain personnel readiness. Because there is no control over QMP losses (as they are standards-driven), the Board must account for and adjust the total QSP select mission based on the QMP outcome. In those instances where there are SFC QMP losses in an MOS with a QSP mission, the board will reduce the total QSP requirements on a one-for-one basis. For example, if the QMP process identifies two (2) SFC (MOS 190) for QMP, and the QSP mission requires selection of five (5) SFC (MOS 190) for involuntary separation, the QSP mission will be offset by two (2), reducing the total QSP selects from five (5) to three (3). I. In like manner, the Board will adjust the MSG promotion selections to account for QMP losses within a given MOS, if any. For example, if the Board mission is to select five (5) 190 SFCs for promotion to MSG, but one of them was subsequently selected for QMP, the board will remove the QMP select from the MSG promotion list and add the next fully qualified Soldier (if any) to the MSG promotion selection list (ensuring the overall MSG select objective is met for an MOS). m. The Secretariat will ensure that no name is identified for more than one list (selection for promotion, QMP or QSP). n. Once the board has a complete selection list, the Secretariat will initiate a postselect list verification process by coordinating with functional proponents (internal to HRC) to verify eligibility of each SFC selected for promotion. In any instance where it is determined that a SFC select is not eligible (for example, recently approved retirement), on a one for one basis, the Secretariat will remove the ineligible Soldier from the list and replace that Soldier with the next best qualified Soldier (additional potential select from the OML), ensuring the overall MSG select objective for any given MOS is met. 5. Oaths. a. The following oath or affirmation shall be administered by the OCS, G-1 or his designated representative to each member of the board: "I, (state your full name), do solemnly swear (or affirm) that I will, without prejudice or partiality, having in view both the special fitness of the Noncommissioned Officer Corps and the efficiency of the Army, perform the duties imposed upon me, that I will exercise the highest integrity throughout these proceedings and, further, that I will not divulge the results thereof pertaining to the selection or non-selection of individual Soldiers except to proper authority." b. The promotion board will use the following affirmation for Soldiers recommended for promotion to MSG: A-5

14 Annex A, Eligibility and Selection Criteria - Instructions for the FY17 RA and USAR (AGR) MSG Promotion and SFC QSP Boards "The board, acting under oath and having in view the special fitness of the NCO Corps and the efficiency of the Army, has carefully considered the case of every NCO submitted to it for consideration. The NCOs named on the enclosures who have been selected are best qualified through ability, efficiency, and length of service to assume the duties of the next higher grade and are hereby recommended for promotion to MSG." 6. Board Reports. a. After-Action Reports (2). The first report will cover issues and recommendations of interest to the DMPM (DCS, G-1) with observations on the adequacy and clarity of the MOI along with suggestions for improvements to this document will also be captured. The second report will cover issues and recommendations to provide feedback to Soldiers and Commanders in the field. The AAR will highlight the collective observations, concerns, and recommendations of the board with regard to the selection process. Both AARs must be substantive and succinct in nature. b. Attest Rosters. By name selects and non-selects, by MOS, alphabetized (for each component). c. Talent Management Report. For every RA (only) MOS, identify the top 20% of eligible Soldiers (using the OMLs) who were not otherwise selected, alphabetized. This list will be provided to AHRC after the board results are released in an effort to assist AHRC with talent management efforts; facilitating a capability to quickly identify the highest quality and talented NCOs for professionally developing assignments. d. CMF Review and Analysis IR&Al. Prepared by the panel chiefs for each CMF, reviewed by their panels, and dispatched to Headquarters, U. S. Army Training and Doctrine Command (ATTN: ATIG-P), and the Commander, U.S. Army Human Resources Command. e. QMP/STAB Attest Rosters. In all instances, an asterisk(*) will be annotated on the attest rosters when the BP exercises their authority to change the panel's recommendation, as set forth in each respective MOI. The BP must be prepared to discuss the rationale for his/her decision to modify the panel's recommendation during the board closing. f. Equal Opportunity (EO) Reports. For each component, by MOS, by race/gender. g. Special Duty Assignment Reports. Indicate select rates by MOS for EO, Recruiter, Drill Sergeants, and AIT Platoon Sergeants). h. EO Assessment (DD Form 2509). Equal opportunity assessment, aggregate, by race/gender). A-6

15 Annex A, Eligibility and Selection Criteria - Instructions for the FY17 RA and USAR (AGR) MSG Promotion and SFC QSP Boards i. Upon the completion of board deliberations, you will, at a minimum, certify in your report to the DMPM, DCS, G-1, that: (1) to the best of your knowledge, the board met its objective of selecting all fully eligible NCOs and rank-ordering them on an order of merit list by competitive category; (2) you were not subject to, nor aware of, any censure, reprimand, or admonishment resulting from the recommendations of the board or the exercise of any lawful function within the authorized discretion of the board; (3) you were not subject to, nor aware of, any attempt to coerce or influence improperly any action in the formulation of the board's recommendations; (4) you were not party to, nor aware of, any attempt at unauthorized communications; (5) to the best of your knowledge, the board carefully considered the records of each NCO whose name was furnished to the board, to include any adverse information furnished to the board; and (6) the NCOs recommended for selection are, in the opinion of the majority of the members of the board, fully qualified and best qualified to meet the needs of the Army, as noted in the written instructions furnished to the board by me, among those NCOs whose names were furnished to the board. 7. Special Charge to the Board Membership. a. You are charged with the task of identifying and selecting NCO leadership of the Army. This MOI provides ample guidance for you to accomplish this mission. In the end, however, the future of the Army rests on your collective judgment. b. Recommendations of the selection board will be marked "FOR OFFICIAL USE ONLY" and will be so considered until the final recommended list is announced by DA. c. Board membership will not be released until after the final recommended list is announced by DA. d. After the board has been adjourned by the Army, DCS, G-1, or his designated representative, members are encouraged to familiarize officers and NCOs with the selection board procedures. In this regard, the DA Secretariat will provide you a standard briefing. The "FOR OFFICIAL USE ONLY" protective marking of this MOI and enclosures are canceled after the final recommended list is approved and publicly announced by DA. A-7

16 Annex A, Eligibility and Selection Criteria - Instructions for the FY17 RA and USAR (AGR) MSG Promotion and SFC QSP Boards e. Specific statistical analyses or details of the board proceedings pertaining to selection or non-selection of individual Soldiers, whether recorded or unrecorded, will not be disclosed for any reason. f. The board will not adjourn until authorized to do so by the Army, DCS, G-1, or his designated representative. 8. Information considered. If, during the period of the board's deliberations, the official records custodian receives a document authorized for filing on the performance portions of the AMHRR of a noncommissioned officer under consideration by the board and the Chief, DA Secretariat, determines that the nature of the information presented in the document would warrant a noncommissioned officers referral to a Stand-By Advisory Board, the Chief, DA Secretariat will forward the document to the board for consideration regardless of established cut-off dates. 9. If at any time you believe that you cannot, in good conscience, perform your duties as a member of the board without prejudice or partiality, you have a duty to request relief by me from this duty. I will consider any such request. If you believe the integrity of the board's proceedings has been affected by improper influence of senior military or civilian authority, misconduct by the board president or a member, or any other reason, you have a duty to request from me relief from your obligation not to disclose board proceedings, and on receiving my permission, to report the basis for your belief. A-8

17 Annex B, Additional Guidance - Instructions for FY17 RA and USAR (AGR) MSG Promotion and SFC QSP Boards 1. Overall Performance. An evaluation of demonstrated leadership, effectiveness, and potential for service at higher levels to meet the needs of the Army cannot be measured without an objective review of each NCO's background. No assessment of professionalism or potential for future service can be complete or objective without a review of the individual's entire record. The total person concept should govern; isolated examples of excellence or mediocrity should not be used as sole determinants for selection or non-selection. The individual's record provides the most complete compilation of opinions from many sources, covers a variety of experiences, and assists in judging the whole person. However, the record should be used primarily as an assessment of potential and as an aid in predicting future contributions, rather than as a basis for rewarding past performance. Board members, in their deliberations, may discuss their own personal knowledge and evaluation of the professional qualifications of the eligible NCOs to the extent that law or Army regulations do not preclude such matters. Gossip and opinions of others not on the board will not be disclosed or discussed. Any question a member may have concerning this matter will.be referred by that member to the recorder for resolution. The following areas should be given careful consideration: a. Level of Responsibility. Those NCOs who perform the tough, high-risk, demanding jobs well have demonstrated promotion potential. Level of responsibility should be a multiplier in an overall evaluation of performance. b. Trends in Efficiency. Upward or downward trends in efficiency must be considered in light of the degree of experience and level of responsibility. The manner of performance in more recent years should take priority over performance in earlier years. Non-selection may properly be based on a major disciplinary action or significant professional failure (e.g., relief for cause, lack of integrity, moral turpitude). 2. The Enlisted Evaluation System a. Noncommissioned Officer Evaluation Reports. On 1 January 2016, the Army introduced the new Noncommissioned Officer Evaluation Report (NCOER), which was designed to help better identify NCOs with the top potential and best talent, to eliminate inflation, reinforce rating chain accountability, and align the NCOER with current doctrine. The revised report is intended to give board members the ability to use the NCOER as a true discriminator. The adoption of this report is a multi-year process. You should consider the entirety of the NCO's file, using the "whole-person" concept to assess all factors in the NCO's record that bear on selection potential. b. An evaluation of demonstrated leadership, effectiveness, and potential for service at higher levels to meet the needs of the Army cannot be measured without an objective review of each NCO's background. No assessment of professionalism or potential for future service can be complete or objective without a review of the individual's entire record. The total person concept should govern; isolated examples of excellence or mediocrity should not be used as sole determinants for selection or non-selection. The B-1

18 Annex B, Additional Guidance - Instructions for FY17 RA and USAR (AGR) MSG Promotion and SFC QSP Boards individual's record provides the most complete compilation of opinions from many sources, covers a variety of experiences, and assists in judging the whole person. However, the record should be used primarily as an assessment of potential and as an aid in predicting future contributions, rather than as a basis for rewarding past performance. The following areas should be given careful consideration: (1) Level of Responsibility. Those NCOs who perform the tough, high-risk, demanding jobs well have demonstrated promotion potential. Level of responsibility should be a multiplier in an overall evaluation of performance. (2) Trends in Efficiency. Upward or downward trends in efficiency must be considered in light of the degree of experience and level of responsibility. The manner of performance in more recent years should take priority over performance in earlier years. Non-selection may properly be based on a major disciplinary action or significant professional failure (e.g., relief for cause, lack of integrity, moral turpitude). c. Evaluations. (1) Complete-the-record reports are optional and authorized only for SFC competing for MSG. They may be submitted only for NCOs who have completed at least three months in the current duty position under the same rater and have not received a previous NCOER for the current duty position. (a) All complete-the-record NCOERs will contain the following entry for type of report in part I, block i, 09: COMPLETE REC. The required "Thru Date" for completethe-record reports (Code 09) is 29 Oct Reports will be signed IAW DA PAM 623-3, para 3-4. (b) Absence of such an NCOER is not a basis for STAB. NCOERs or copies submitted directly to the board by an NCO will not be accepted and/or referred to the board. Reports must arrive no later than COB 27 Jan (2) Sixty-day option NCOERs are authorized, upon request, for NCOs deployed in the contingency area of operations. Soldiers in the zone of consideration for promotion to MSG who do not qualify for complete-the-record NCOER (minimum 90 rated days) may qualify for the 60-day option NCOER (minimum 60 rated days). Reports must arrive no later than 27 Jan d. Militarv Training. Successful completion of other vigorous courses of instruction demonstrates the NCO's dedication, commitment, and motivation. B-2

19 Annex B, Additional Guidance - Instructions for FY17 RA and USAR (AGR) MSG Promotion and SFC QSP Boards e. Civilian Education. Pursuit of civilian education above the high school level concurrent with military duty is indicative of dedication to self-improvement, effective time management, and potential for academic success. f. Professional Values. Throughout the selection process, consider the Soldier's demonstration of the seven Army values. NCOs who demonstrate the professional Army values - honor, duty, personal courage, loyalty, integrity, respect, and selfless service are the foundation of the Army. NCOs whose performance reflects a commitment to these values should be favorably considered. 3. Quality and Validity of Information. Board members can help improve the quality of records by identifying Soldiers who are wearing unauthorized insignia, decorations, badges, ribbons, or devices. If such cases are found, comments should be included in the G-1 /Field AAR. 4. Record Precaution. Understand great numbers of NCOs are deployed throughout the world and may not have been provided the opportunity to review their Enlisted Record Brief (ERB). Subjective judgment should not be made about a Soldier because the ERB is missing information. In such a case, board members should look very thoroughly at other documents in the Army Military Human Resources Record (AMHRR) and reconstruct information normally shown on the ERB. a. Photographs. Soldiers deployed to an area where photographic facilities are not available, or conditions preventing them from being photographed, are temporarily exempt from having a periodic photo update. b. Organizational Shoulder Sleeve Insignia. The lack of an organizational shoulder sleeve insignia or distinctive unit insignia (unit crest), or both, should not be considered negatively. With some exceptions, Soldiers assigned to DOD agencies, joint activities, and other federal agencies are not authorized these insignia items. Army personnel assigned to a few of these organizations are permitted to wear one or both of these items by virtue of previous HODA approval granted to Army organizations which became DOD agencies or joint activities. 5. Consideration of Adverse Information. a. A board may not recommend an NCO for promotion selection unless a majority of the board members, after considering any adverse information about the NCO, finds that the NCO is among the best qualified for selection to meet the future needs of the Army. B-3

20 Annex B, Additional Guidance - Instructions for FY17 RA and USAR (AGR) MSG Promotion and SFC QSP Boards b. In your deliberations, you will review each NCO's AMHRR, which may or may not include adverse information. When reviewing adverse information documents, you must review them in their entirety, to include the date of occurrence, nature and gravity of any misconduct, malfeasance, or impropriety committed by an NCO under consideration. You must consider this adverse information in the context of any comments provided by the NCO and the NCO's entire service record. You will endeavor to recommend NCOs who have consistently demonstrated the highest standards of integrity, personal responsibility, and professional ethics. In making your recommendations, you should consider the significance of the adverse information in relation to the NCO's qualifications and potential for continued service, and you must determine to what extent the adverse information may diminish the NCO's ability to effectively serve as a MSG. c. In making your recommendations for promotion selection concerning NCOs with adverse information, a majority of the members of the board, after consideration by all members of the board of any adverse information about a recommended NCO, must find that the NCO is among the best qualified for selection to meet the needs of the Army. 6. The Army Substance Abuse Program (ASAP): A goal of ASAP is to restore to duty those substance-impaired Soldiers who have the potential for continued military service. When an individual's record reflects adverse information associated solely with a past problem involving alcohol or drug abuse and the individual undergoes rehabilitation and restoration to full duty status, the Soldier's attitude, work efficiency, and potential for continued effective service will be the basis upon which he or she is evaluated. 7. Soldiers in Transition: Soldiers in transition may have many months of nonrated time resulting from extended recovery periods. Soldiers in transition will receive success ratings in physical fitness ratings with pass/profile comments whereas they may have previously received an excellence rating. Another impact could be that the Soldier may not have a current DA photo due to injuries that prevent him/her from wearing the Army Service Uniform (ASU). During this recovery period, wounded Soldiers may be unable to pursue their career paths as set forth by proponent guidance. Board members must determine the true impact of nonrated time on an individual basis by reviewing each Soldier's entire file. Each Soldier's potential for future contributions must be determined using the whole Soldier concept to include awards, schooling, qualification and evaluations from previously held positions, performance in those positions and potential assessments by rating officials. The Army offers Soldiers in transition the opportunity to remain on active duty through the Continuation on Active Duty (COAD) program. This program allows our WTs to continue their military career while the Army benefits from their skills, experience and expertise. Physical limitations may preclude these Soldiers from performing traditional duties outlined in their individual career maps. B-4

21 Annex B, Additional Guidance - Instructions for FY17 RA and USAR (AGR) MSG Promotion and SFC QSP Boards The board should not penalize Soldiers whose injuries prohibit them from serving in traditional duty positions in their PMOS solely because they did not serve in those positions. The board must carefully review the manner of performance regardless of the duty position title. 8. Specially Managed Personnel: These are individuals assigned to classified special mission units. Because of the uniqueness of these assignments, their importance to national security, and their readiness priority, the following information is necessary when considering these NCOs. a. These are special mission forces with classified assignments and are not the same as Special Forces. b. Assignment to these units is voluntary. c. Individuals, both operational and support, are selected for assignment through a demanding assessment process found nowhere else in the Army. d. Enlisted operational personnel are assessed as MOS-immaterial. These Soldiers receive highly specialized training, which in most cases is not related to the duties in their PMOS. This training prepares them for unique assignments associated with these units. e. Support personnel are assigned as nearly as possible within their PMOS; however, many are trained and frequently perform in duties outside their PMOS. f. To take advantage of their unique skills, an individual may be assigned and stabilized for longer periods of time than you would normally expect to see in a regular Army unit - in some cases up to 20 or more years. g. The assessment and selection, advanced training, and stabilization policies are designed to retain highly qualified personnel in these units and should not be considered a negative factor in determining promotion potential under the "whole Soldier" concept. These assignments are extremely demanding and stressful on both Soldiers and their Families. Only the most dedicated, resourceful and productive Soldiers are retained. B-5

22 Annex C, Assignment Consideration - Instructions for FY17 RA and USAR (AGR) MSG Promotion and SFC QSP Selection Boards 1. All assignments are important to sustain a trained and ready Army. Each career field places unique demands on the NCO Corps and serves an important Army need. As a result, there are unprecedented requirements being placed on the force. Involuntary extensions in an assignment should not reflect unfavorably on any NCO. Board members should review the operational experiences of senior NCOs who have filled these types of duties and give credit to those assignments outside their operational units as career enhancing. Combat experience should be considered favorably when identifying best qualified leaders; however, the absence of combat experience or support of deployed forces shall not, in itself, be a sole basis for non-selection. The board should carefully consider the manner of performance in either operational or generating force assignments while serving as an NCO. Broadening is the purposeful expansion of a NCO's core MOS proficiency and leadership, provided through developmental assignments, education, training, and other opportunities both within and outside their career management field, resulting in agile and adaptive leaders capable of operating in complex environments. 2. The board should carefully consider and recognize the manner of performance in the following special duty areas: a. Drill Sergeant Duty I Advanced Individual Training (AIT) Platoon Sergeants (PSG): Drill Sergeant and AIT PSG duty are representative of the Army's most demanding and challenging troop leadership positions for NCOs. Individuals selected for this duty are highly skilled and are among the most capable trainers in the Army. Drill Sergeants I AIT PSGs demonstrate positive leadership in a high-stress environment and serve as mentors for trainees during their most formative period as Soldiers. Drill Sergeants I AIT PSGs have passed the tough screening process of assignment, undergone the rigorous training requirements, and successfully accomplished a demanding duty. This is indicative of the individual's exceptional capability for higher levels of responsibility and that they possess, to a high degree, the qualifications required for promotion. b. Recruiting Experience I Assignments: Maintaining the quality of this force is essential to the long-term health of the Army. It is every leader's responsibility. Board members should consider the unique nature and demands of a recruiting assignment and give it appropriate consideration in the overall evaluation of each NCO's record. Soldiers selected for this assignment are sometimes unsuccessful and may be relieved without prejudice. Strong leadership, effective communication, interpersonal skills, and outstanding military bearing are most important as these NCOs represent the Army in many exceptionally high profile venues across the Nation and around the world. Successful Detailed Recruiters have passed the tough screening process of assignment, undergone rigorous training requirements, and successfully accomplished a demanding duty. This is indicative of the NCO's exceptional capability for higher C-1

23 Annex C, Assignment Consideration - Instructions for FY17 RA and USAR (AGR) MSG Promotion and SFC QSP Selection Boards levels of responsibility and that they possess, to a high degree, the qualifications required for promotion. c. Sexual Assault Response Coordinator (SARC): SARCs manage the Sexual Harassment/Assault Response and Prevention (SHARP) Program for the Commander and conduct prevention activities in an effort to reduce or eliminate sexual harassment and sexual assault. The serviced population includes Soldiers, family members, Department of Army civilians serving OCONUS, and contractor personnel authorized to accompany US Forces OCONUS in contingency operations. SARCs plan, organize staffs, carry out reviews and evaluate a positive command-oriented SHARP program that includes efforts to resolve systemic problems. SARCs emphasize the commitment to maintain a workplace environment that rejects sexual harassment and sexual assault and attitudes that promote such behaviors. They provide policy, guidance and other information for victims of sexual harassment and sexual assault, subordinate Unit commanders, first responders, and those who seek to prevent or respond to sexual harassment and sexual assault. SARCs provide program direction and guidance to the commander and serviced population concerning reporting procedures, confidentiality, training, safety tips and resources. SARCs serving the senior commander on an installation have oversight responsibility of SHARP Specialists in subordinate units. They ensure that sexual assault victim advocacy services are available 24 hours a day, 7 days a week, both on and off post, for all service members and other persons covered by the SHARP Program. SARCs must pass an extensive background check, complete an 80-hour training course, and receive national-level credentialing prior to serving in the position. d. Victim Advocate (VA): As part of the Sexual Harassment/Assault Response and Prevention (SHARP Program), VAs provide comprehensive assistance and liaison to victims of sexual assault and sexual harassment and provide advocacy and educational services primarily to Army personnel, family members, DoD civilians serving OCONUS, and contractor personnel authorized to accompany US Forces OCONUS in contingency operations. VAs provide professional and comprehensive advocacy services to individuals exhibiting a wide variety of issues related to being a victim or survivor of sexual harassment or sexual assault, and they develop and implement an appropriate plan of action in crisis situations. They accompany victims and provide support in securing medical treatment for injuries; safe shelter; protective orders; court hearings; support before, during, and after trials; appointments; educational services; transportation; financial services, and follow-up assistance.. VAs coordinate professional and support services for victims with service support and community organizations and agencies - law enforcement, Staff Judge Advocate, legal aid, medical treatment facilities, crime victim's compensation offices and sponsoring commands. They maintain cooperative working relationships with military, state, and local action agencies to include attorneys, Rape Crisis Centers, Army Substance Abuse Program, C-2

24 Annex C, Assignment Consideration - Instructions for FY17 RA and USAR (AGR) MSG Promotion and SFC QSP Selection Boards and Chaplains. VAs must pass an extensive background check, complete an 80-hour training course, and receive national-level credentialing prior to serving in the position. e. Joint Manning /lnteragency Documents (JMD): NCOs with experiences in a Joint, lnteragency, and Multi-National environment possess select subject matter expertise in order to be effective. Soldiers serving successfully in these capacities are able to demonstrate exemplary communication, and interpersonal skills to function at every level of a Joint, lnteragency, and Multi-National environment. Although war-fighting skills are extremely important at every level, commanders rely continuously on the ability of Senior NCOs serving in a Joint, lnteragency, and Multi-National environment to interact, coach, teach, mentor, team build, and partner with counterparts of multiple nations. Successful NCOs with these experiences have an understanding of strategic level implications of operational and tactical level operations. In these assignments, the Senior NCO is the role model for every nation represented in today's combined action operations. This Senior NCO is the point of the spear for our commanders in all aspects of building capacity within our partnering nations. As the Army moves forward into a continuously evolving security cooperation (partnering) focus across multiple fronts, assignments in Joint, lnteragency, and Multi-National environments will serve to be the critical point that shows every nation the strength, courage, and resolve of our units, our NCO Corps, and our Army. Experiences in these critical positions show mastery of the skills listed above. f. Transition Teams: Transition teams perform an extremely important function in Overseas Contingency Operations. Specifically, transition teams are the key force multiplier that will enable the United States to hand over security responsibilities to host nation security forces. Transition teams live and operate under very austere conditions and are embedded within coalition units at the battalion, brigade, and division level. The members of the teams serve as advisors, as well as the coalition link to force enablers for the command group and their staff. They directly represent the United States of America and are charged with coaching, teaching, and mentoring host nation security forces while simultaneously conducting combat operations as an embedded part of the host nation security force. The board must appreciate the challenging nature and demands of these jobs and provide appropriate consideration in the overall evaluation of each NCO's record. g. Provincial Reconstruction Teams IPRTs): PRTs assist local and provincial governments in stabilizing the countries, encouraging international and nongovernmental organizations to operate in rural areas, and facilitating reconstruction. Their primary functions focus on the coordination of the reconstruction process, identification of reconstruction projects, conducting change assessments, and liaising with regional senior leaders. Members of the PRTs work closely with provincial governors, local leaders and elders, national leaders, government agencies, the United Nations, and other international agencies. PRTs operate in remote areas where other C-3

25 Annex C, Assignment Consideration - Instructions for FY17 RA and USAR (AGR) MSG Promotion and SFC QSP Selection Boards non-governmental organizations traditionally have no presence, providing a more stable and secure environment and tangible oversight of government programs. h. Warrior Transition Unit (WTU) Cadre Duty: The Army created WTUs at major installations across the force to streamline care for wounded Soldiers. The unique demands placed on cadre present unfamiliar challenges of both an emotional and intellectual nature, as they are required to not only manage the healing process, but to coordinate with Families, units, and organic medical personnel. Many Soldiers across all three components will form cadre for these units. Soldiers are typically assigned as WTU cadre for 18 to 24 months. Selection criteria for cadre are based on the Soldiers' outstanding leadership qualities, exceptional performance, and proven communication and problem solving capabilities. i. Army Cyber Duty: The Army is currently developing a new career field on par with more traditional career fields like infantry, aviation, and armor. The cyber career field will conduct offensive cyber operations, defend the country from cyber attacks and operate the military's own networks via three different groups of cyber mission teams. Most Soldiers are currently drawn from other fields that have traditionally been dedicated to other disciplines. Soldiers who make up the de facto cyber workforce come from signals, intelligence, and a handful of other legacy Army branches and functional areas. Currently, cyber Soldiers are identified using the skill identifier of "E4," awarded for service within the Cyber Mission Force (e.g., ARCYBER, 780th Ml BOE, or Cyber Protection BOE) or have documented cyber training, certifications, or experience. The unique cyber assignments and missions in a cyber Soldiers' career path do not align with the current guidance in Department of the Army Pamphlet (DA PAM) Given the Army's current emphasis on building up cyber expertise, those Soldiers are getting significant training in cyber defense, offense, network operations or some combination of the three, depending on their specific assignments; spending more time on station than the average Soldier. As you assess potential, board members should consider the criticality of the emerging cyber mission and give appropriate consideration to successful cyber experiences in the overall evaluation of an NCO's record. j. NCO Academy Instructor Duty: NCO Academy Instructor duty is an important duty that demands exceptional skill and technical knowledge and requires dedicated and motivated NCOs. Academy Instructors serve as counselors and mentors to the junior NCOs they are developing. A successful instructor has, therefore, proven himself/herself to be a skillful leader, trainer, and communicator. k. Militarv Entrance Processing Station (MEPS) Duty: The DoD recruiting mission depends upon the MEPS proficiency in qualifying and processing applicants into the Armed Forces. These NCOs are performing duty' subject to intense quality control, and successful completion of a MEPS tour indicates their ability to pay attention to detail. C-4

26 Annex C, Assignment Consideration - Instructions for FY17 RA and USAR (AGR) MSG Promotion and SFC QSP Selection Boards Especially in smaller communities, these NCOs represent the Armed Forces and must project an impeccable, professional military presence. I. Combat Training Center (CTC) Observer/Controller (0/C) Duty: The CTC program is critical to improving and sustaining the Army's professional warfighting capability. NCOs selected to serve as O/Cs plan, develop, and control rotational unit training exercises at the CTCs. This challenging mission requires O/Cs to accompany an average of 12 rotations per year while serving a two- to three-year tour. O/Cs accompany rotational units throughout all phases of force-on-force and live-fire training to observe and assess individual and collective performance, teach and coach their unit counterparts, and provide performance feedback through the After-Action-Review process. They are responsible for creating and maintaining a training environment as realistic as possible, and for ensuring doctrinally correct battlefield replication. m. Inspector General (IG): NCOs nominated for assignment as an IG are approved by The Inspector General (TIG). They are selected because of demonstrated ability, adherence to Army values, and potential to serve in positions of increasing responsibility while in their Career Management Field (CMF). As IGs, they must be both a specialist in their career field as well as a generalist in a myriad of other specialty fields and functions. They serve on the commander's personal staff and provide commanders a sounding board for sensitive issues. Further, IGs understand the functions of the chain of command while being fair and impartial without regard to rank or position of the individual(s) involved. All IG NCOs serve as assistant IGs and are trained in exactly the same IG functions, policies, and procedures as commissioned officers. They teach Soldiers, civilians, and commanders about Army standards, policies, procedures, responsibilities, processes, and systems. Therefore, the depth and breadth of tactical and technical knowledge the IG acquires encompasses virtually any Army system that interests the commander. They must be competent and compassionate leaders while assisting members of the Total Army in solving individual, organizational, and systemic issues. As the proponent of Organizational Inspection Programs, IGs are adept at examining compliance; determining the reasons for deviations from established standards; recommending solutions; and assisting commanders with implementing corrective action. Most importantly, IGs are trained to exercise mature judgment and initiative in the execution of their duties. Members of selection boards must recognize, that because the Army does not have an IG CMF, NCOs initially enter IG details as experts in their respective CMF, but must be trained in the IG System. They complete their detail with a much broader background and leadership experience than many of their peers. n. Reserve Component (RC) Dutv: Reserve Component units are a significant and vital part of our Total Army warfighting capability, and the Army leadership instituted systems and programs to ensure quality NCOs receive these assignments. NCOs in the Training Support Brigades (TSB) provide comprehensive lane training and serve as C-5

27 Annex C, Assignment Consideration - Instructions for FY17 RA and USAR (AGR) MSG Promotion and SFC QSP Selection Boards Observer Controllers/Trainers and AAR facilitators for RC units. They spend 100 percent of their time on training management and training evaluation, developing exceptional experience and proficiency. Army National Guard advisors and NCOs in full-time support to U.S. Army Reserve units are principal advisors to the commanders and Soldiers of these units and must demonstrate not only technical and tactical proficiency, but also manage effectively in a turbulent, resource-constrained environment. TSBs replaced Readiness Groups and Regional Training Brigades to execute missions such as training evaluation and assistance for gunnery and maneuver lanes of Force Support Package units. Additionally, TSBs may deploy as a Mobilization Assistance Team to support mobilization operations and provide the commander assistance in the processing, validation, training, and deployment of select RC units. o. Equal Opportunity Adviser (EOA) Duty: Assignments for EOA duty are DA directed and not necessarily the desires of the individual, although volunteers are accepted for this duty. EOA duty is normally a single tour detail with.duties in SQI "Q," for senior NCOs (SSG(P) and above), with those Soldiers being selected by the Commander, Human Resources Command, from all CMFs. A single tour for most EOAs is two years (or the normal geographical tour length), with full-time duties at brigade or higher-level staffs. As a result of Stop Movement to support unit stability for deployments, many NCOs had their EOA tour extended. You should not view in a negative manner those who have had their EOA tours extended to support a unit deployment. This is demanding and sensitive duty. The successful performance of EOA duty reflects superior leadership, communications, and administrative skills. Continued successful duty performance as an EOA must be given equal status with duties in other "special detail" areas (e.g., Drill Sergeant, Recruiter, Reserve Component duty). Board members must be aware that many Soldiers in this category may not have had the opportunity or recent experience in the more traditional leadership positions of their career fields (e.g., platoon sergeant, first sergeant). p. Basic Officer Leader Course (BOLC) II: The second phase in an officer's Initial Military Training (IMT), is a seven-week course that trains junior officers to lead Soldiers in the contemporary operating environment. BOLC II training is conducted 42 weeks a year; 80 percent of which is in a field or tactical training environment. This is a critical and demanding assignment for an NCO instructor. BOLC II cadre must meet stringent selection criteria, complete extensive instructor certification training, and perform in the role of trainer, mentor, and coach to lieutenants. BOLC II cadre must maintain a high level of proficiency in the Warrior Tasks and Battle Drills in order to train lieutenants in numerous tasks including extensive weapons training, advanced rifle marksmanship, urban operations, convoy operations, patrolling, and forward operating base operations. q. Personnel Proponent Duty: Personnel proponent duty is a demanding and highly technical duty that requires significant knowledge and ability. Soldiers serving in the branch personnel proponent offices are highly and uniquely qualified. Each is C-6