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UNITED STATES ARMYSOLDIER SUPPORT INSTITUTE
ADJUTANT GENERAL SCHOOL
HUMAN RESOURCES TECHNICIANWARRANT OFFICER INTERMEDIATE LEADERS EDUCATION
FOLLOW-ON COURSE
LP Evaluate Army Adverse Action and Derogatory LP Personnel Promotion Policies
March 2020
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U.S. ARMY SOLDIER SUPPORT INSTITUTEUS ARMY ADJUTANT GENERAL SCHOOL
Warrant Officer Intermediate Leaders Course – Follow-on CourseEvaluate Army Adverse Action and Derogatory Personnel Promotion Policies
Lesson Plan
Lesson: 6.0 HoursLesson Author: CW4 Andrea Ebanks-JoynerDate Lesson Prepared: March 2020Last Update: March 2020
1. SCOPE: Evaluate Army Adverse Action and Derogatory Personnel Promotion Policiesis a 6.0-Hour lesson aimed at providing knowledge on Scroll Withhold and Promotion Review Board Processes. The lesson involves reviewing various parts of U.S.C. Title 10 and HQDA Promotion regulations for Active, Reserve and National Guard components. HR professionals serving at corps and above levels must understand the Army Adverse Action and Deragatory Personnel Promotion Policies in order to provide guidance to commands on the process and their responsibilities IAW AR 600-8-29 and AR 135-155.
While the lesson provides basic key information you must know and understand to be successful in your strategic future assignments, it cannot and will not provide you with everything you need to know. Executing human resources actions at the strategic level, like many HR services and functions, are filled with complex and dynamic events. To best prepare you for these events, this lesson uses information to highlight responsibilities and challenges faced by HR providers at echelon above corps. You are expected to come to class prepared to participate, sharing knowledge and your real-world experiences to reach conclusions. Often you will find that there is no one “right” answer to a question. Instead you will be required to propose and defend possible “best” answers. If your group works together well, you may even find the “best” questions are the ones you ask yourselves.
Take note that there is one reading assignment due before the lesson begins in addition to your pre-class reading. Several self-development products are also provided for you to learn more about what interests you, or what you feel you need to spend more time on. We will discuss the various National Strategies, Force Management Overview, Army Organizations, Mobilization and Deployment, National Guard and Reserve Components, Force Readiness and Military HR Management. Think about these topics now, and what questions you may want to raise during class.
The lesson is interrelated with most of the other key function lessons you have had or will receive, and will support the other lessons in the WOILE-FO Course.
2. LEARNING OBJECTIVES:
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TLO: Evaluate Army Adverse Action and Derogatory Personnel Promotion Policies
Action: Evaluate Army Adverse Action and Derogatory Personnel Promotion Policies
Condition: Senior Human Resources Warrant Officers in a classroom environment working individually and as a member of a small group, using doctrinal and administrative publications, handouts, personal experience, discussions, and with an awareness of the operational environment (OE) variables and actors.
Standard: 1. Analyze U.S. Army Human Resources Command Post-Promotion Board
Screening process to provide guidance to commands. Identify all four purposes of the process and relate each to Title 10 U.S. Code §7233.
2. Evaluate U.S. Army Human Resources Command Promotion Review Board (PRB) to provide advice to commands. Recognize all nine reasons for PRB referral and relate each to Title 10 U.S. Code §14311
3. Counsel Commands on U.S. Army Human Resources Board Results to ensure regulatory compliance. Identify the most important action a commander must take without error: notify a Soldier of their Promotion Review Board appearance..
Prepare for Senior Warrant Officer Brief by generating three clear andconcise questions in reference to Human Resources Enterprise Organizations
Learning Domain: Cognitive
Level of Learning: Assess
Instructional Guidance: Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and identified reference material. Throughout this lesson, solicit from students the challenges they experienced in the current operational environment (OE) and what they did to resolve them. Encourage students to apply at least 1 of the 8 critical variables: political, military, economic, social, information, infrastructure, physical environment and time.
Safety Requirements: In a training environment, leaders must perform a risk assessment in accordance with ATP 5-19, Risk Management. Leaders will complete the current Deliberate Risk Assessment Worksheet (DD Form 2977) in accordance with the TRADOC Safety Officer during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Note: During MOPP training, leaders must ensure personnel are monitored for potential heat injury. Local policies and
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procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOPP work/rest cycles and water replacement guidelines IAW FM 3-11.4, Multiservice Tactics, Techniques, and Procedures for Nuclear, Biological, and Chemical (NBC) Protection, FM 3-11.5, Multiservice Tactics, Techniques, and Procedures for Chemical, Biological, Radiological, and Nuclear Decontamination.
Risk Assessment Level: Low
Environmental Statement: Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and theEnvironment from harmful effects. Refer students to FM 3-34.5 Environmental Considerations and GTA 05-08-002 ENVIRONMENTAL-RELATED RISK ASSESSMENT.
3. STUDENT PREREQUISITE WORK:
a. Online familiarization:
1) Army Dir 206-26: Screening Requirements For Adverse And Reportable Information For Promotion And Federal Recognition To Colonel And Below https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/Army%20Directive%202016-26%20(Final).pdf
2) AR 135-155, Promotion of Commissioned Officers and Warrant Officers Other than General Officers https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/r135_155.pdf
3) AR 600-8-29, Officer Promotions https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/r600_8_29.pdf
4) DODI 1320.14 Commissioned Officer Promotion Program Procedures: https://www.esd.whs.mil/Directives/issuances/dodi/
5) PPOM 17-025 Army National Guard Commissioned Officer and Warrant Officer Promotions and Exemplary Conduct Certification Screening
b. Assigned Readings. Review the Following and be prepared to discuss:
1) Frequently Asked Questions for Promotion and Command Review Boards (Exemplary Conduct Screening), 1 FEB 2019 (Located in Milsuite, posted by Kenneth Godfrey) https://www.milsuite.mil/book/docs/DOC-213313
2) FM 4-0 Sustainment Operations, Chapter 2
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What are the strategic level support organizations and sustainment units’ roles and capabilities at echelon?
3) FM 3-0, Operations, Chapters 1 and 2
Assignment reading times based on the following guidelines for reading rates:
1. INSTRUCTOR ADDITIONAL READING(S)/MATERIAL:
NOTE: In addition to the student readings listed above, instructors should visit each website listed to learn the navigation prior to the execution of the lesson.
5. TRAINING AIDS, REFERENCES, AND RESOURCES:
This lesson is intended to be taught in a small group classroom setting with the ability to project PowerPoint slides. Several additional resources are available digitally for students to reference on their laptops without having the need to print.
6. CONDUCT OF LESSON:
a. Lesson Timeline: 5 minutes Introduction20 minutes Concrete Experience20 minutes Publish and Process10 minutes Break5 minutes Introduction50 minutes Generalize New Information10 minutes Break50 minutes Generalize New Information10 minutes Break50 minutes Generalize New Information10 minutes Break 50 minutes Generalize New Information10 minutes Break 40 minutes Apply (Practical Exercise-Student Discussion)10 minutes Break10 minutes closing
NOTE: While the main purpose of this lesson is to impart knowledge – it is also intended to get students thinking about the differences between human resources management at echelons above and below corps. There are not many slides in the lesson, but there is great potential for discussion. While topic slides do introduce knowledge for consideration, they are primarily designed to start discussions and constantly engage students, even in the GNI portion. The information covered in this lesson is basic, and even students with no background can prepare for the lesson by completing the reading assignment. There is no reason for anyone to not participate!
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Your purpose in this block of instruction is to first help students review the source documents that support the lesson, to facilitate discussion and critical thought of new information, and then to push students to the next level and have them apply their knowledge in an application process. Instructors must be thoroughly familiar with the topics and structure of the lesson to properly facilitate a small group. For each topic, ask students “Why is this important – particularly as you prepare for your next strategic assignments?”
Motivator: The Secretary of the Army is required to certify to the DOD and Congress that all officers nominated for appointment to higher grade meet the standard of exemplary conduct set out in 10 USC 3583. To that end, the Army G-1 is required to conduct a post-promotion-board adverse information query, or post board screen (PBS), for all promotions to CPT thru COL, Chief Warrant Officers selected for promotion to CW3 thru CW5, and all 2LT and WO1 pending local promotion to 1LT and CW2. As an HR professional working at Corps-level and above, you are required to be familiar with the exemplary conduct screening procedures in order to provide guidance to commands on the process.
Instructor Lead-in: If you are attending the WOILE-FO Course, the Department of the Army has designated you as an HR professional to serve at corps-level and above. The information in this class will provide an introduction of the Department of the Army exemplary screening process; however, you are required to conduct research, collaborate, and learn on your own the process required to provide effective and efficient council to commanders.
a. Introduction (5 min):
Slide 1: Title SlideObjective: Introduce the lesson to the students.
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c. Concrete Experience (20 min):
Slide 2 OpenerObjective: This ice breaker is designed to have students discuss and collaborate. It will also teach them how individual decisions have an effect on the people associated with you.
Please note: There are no wrong answers, this question is intent to generate discussion.
Objective: Ice breaker to become better acquainted
Group size: Any number, in groups of two to four (instructor discretion). To form groups, instructor can have them count of in sets of threes (1, 2, 3; 1, 2, 3…) all the 1s, 2s, and 3s will form a group.
Time: 10 to 20 minutes
Equipment: Pen and paper to record the group answer (or use blackboards if available).
Process: The instructor will pose the Questions, What do you know about the LOGOs? And present the group activity below
1. Divide the class into groups.
2. They should brainstorm the question below and collectively vote on the top three responses
3. Each group will select a member of the group to present their responses
4. Groups will not research the answer but provide their assumption of the following
Question: What is derogatory information?
Please note: There are no wrong answers. The question is meant to generate discussion. Additional follow-up questions should be asked to keep generating ideas and allow for class participation. Some follow-up/substitute questions are below.
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1) What were some options that were not presented?
2) Were there members of the group that went along to get along?
d. Publish and Process (20 min): This phase is student-centered and instructor facilitated.
The “publish” portion is a short discussion on how group members felt during their group exercise. This can be kept short; once the group moves to “process,” they will likely continue to add to “publishing” type information. Do not let the group jump straight to content. When well facilitated, publishing is a good method to relate a discussion of interpersonal communication and group dynamics to the broader topic of leader competencies described in ADP 6-22. Questions the instructor may ask to assist in the publishing phase:
1) During your group, what happened (How did you go about generating ideas to meet the object)? How did you feel about that?
2) Who had a similar or different experience, and why? Were there any surprises?
Discussion and questions are directed toward making sense of the data for the individual and the group.
e. Introduction (5 min): Although instructor focused, this lesson has been designed for student involvement and discussion.
Slide 3-5: Terminal Learning ObjectiveNOTE: Inform the students of the Terminal Learning Objective (TLO) requirements. Remind them that all references are available on Blackboard and they should have review the references prior to class.
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We have discussed FM 3-0 in previous lessons during this course; however, I wanted to highlight that integrating all Army Compos during the planning phase of LSCO will
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ensure that we are manned, equipped and trained to accomplish the Army’s assigned mission.
The Role Shape is one of the most important roles of the Army strategic Role and Joint Phases because it gives the services and components the opportunity to analyze, plan and train together prior to transitioning to the other roles.
FM 4-0, Sustainment Operations, which supports FM 3-0, Operations, highlights Army Sustainment.
Refer students to FM 4-0, Sustainment Operations, and Chapter 1.
This paragraph is highlighting that a part of improving Soldier Readiness, as reported on Personnel Readiness Metrics and Unit Status Reports, is helping Commanders and the affected Soldiers to understand and resolve the issue of being a part of a Scroll Withhold due to exemplary Conduct screening. As we continue in this lesson you will see how FM 3-0 and FM 4-0 is related to this lesson because it all comes back to “Force Readiness”
Slide 8
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The purpose of this lesson is to provide a basic overview of the Exemplary Board Screening Process
The purpose of the lesson is to provide an introductory overview of derogatory information revealed during a promotion board proceedings and the HR professional's responsibility to provide regulatory information to command to ensure Department of the Army directives compliance. Please Note: Instructor should briefly describe the purpose of each regulatory guidance used in the course.
The next few slides will display the regulations we will be using during this lesson.
If you have not done so, the regulations should be downloaded and saved in a folder on your desktop for easy access.
Slide 9
The next few slides will display the regulations we will be using during this lesson.
If you have not done so, the regulations should be downloaded and saved in a folder on your desktop for easy access.
The next two slides will display the regulations we will be using during this lesson.
If you have not done so, the regulations should be downloaded and saved in a folder on your desktop for easy access.
Slide 10
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The next few slides will display the regulations we will be using during this lesson.If you have not done so, the regulations should be downloaded and saved in a folder on your desktop for easy access.
Slide 11The next two slides will display the regulations we will be using during this lesson.If you have not done so, the regulations should be downloaded and saved in a folder on your desktop for easy access.
Slide 12Quote from Mrs. Tara Jaye Frank, a motivational speak. Do you agree or disagree?
Learning Step/Activity 1: Analyze 10 U.S. Code § 14311 Delay of promotion: Involuntary by recognizing its three main categoriesMethod of Instruction: Conference/DiscussionInstructor to Student Ratio: 1:15Time of Instruction: 50Media Type: Small Group Instruction
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Slide 14
Refer student to HRC PRB and CRB FAQ, Chapter 2-2
A "scroll" is a heavily formatted text document listing the officers selected by a DA Selection Board. This scroll is created by the officer promotions section once the board Adjourns, and it is sent forward to the DMPM for review and ultimate approval. A scroll has to be approved and signed by the appropriate authority, Principal Deputy Under Secretary of Defense for Personnel and Readiness (PDUSD (P&R), before it is an official promotions list. (See Fig 2-2.)
Instructors: Discuss the construction of the scroll. In this example, the scroll is addressed to the senateIt has the names and the last four of the SSN of the officers identified for appointment
Slide 15
Section 2 - Scroll Withhold
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Officers selected for promotion to COL and below identified to have adverse information by any of the queries of the PBS in Section 1 will be identified to the Army G1, Directorate of Manpower and Personnel Management (DMPM).
An Officer Review Board (ORB) at the Pentagon will review the adverse information to determine if it is egregious enough to warrant a separation from the promotion scroll and/or referral to a Promotion Review Board (PRB). If cleared by the ORB, no further delay is necessary. Officers selected for LTC or COL command identified to have adverse information by any of the queries of the PBS in Section 1 will be identified to the Army G1, DMPM. General Officer Review Board (GORB) at the Pentagon will review the adverse information to determine if it is egregious enough to warrant separation from the command selection list and/or referral to a Command Review Board (CRB). If cleared by the GORB, no further delay would be necessary. Any adverse information found by the PBS may cause an officer’s name to be withheld, or separated, from the scroll before it is approved by the Secretary of Defense
Slide 16
Instructors: Refer students to the following Website: https://www.law.cornell.edu/uscode/text/10/7233
All commanding officers and others in authority in the Army are required—
(1) to show in themselves a good example of virtue, honor, patriotism, and subordination;
(2) to be vigilant in inspecting the conduct of all persons who are placed under their command;
(3) to guard against and suppress all dissolute and immoral practices, and to correct, according to the laws and regulations of the Army, all persons who are guilty of them; and
(4) to take all necessary and proper measures, under the laws, regulations, and customs of the Army, to promote and safeguard the morale, the physical well-being, and the general welfare of the officers and enlisted persons under their command or charge.
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Slide 17
Instructors: Refer students to the following Website: https://www.law.cornell.edu/uscode/text/10/14311
10 U.S. Code § 14311. Delay of promotion: involuntary
(a) Delay During Investigations and Proceedings.—
(1) Under regulations prescribed by the Secretary of Defense, the appointment of an officer to a higher grade may be delayed if any of the following applies before the date on which the appointment would otherwise be made:
(A) Sworn charges against the officer have been received by an officer exercising general court-martial jurisdiction over the officer and the charges have not been disposed of.
(B) An investigation is being conducted to determine whether disciplinary action of any kind should be brought against the officer.
(C) A board of officers has been convened under section 14903 of this title to review the record of the officer.
(D) A criminal proceeding in a Federal or State court of competent jurisdiction is pending against the officer.
(E) Substantiated adverse information about the officer that is material to the decision to appoint the officer is under review by the Secretary of Defense or the Secretary concerned.
(2) If disciplinary action is not taken against the officer, if the charges against the officer are withdrawn or dismissed, if the officer is not separated by the Secretary of the military department concerned as the result of having been required to show cause for retention, if the officer is acquitted of the charges, or if, after a review of substantiated adverse information about the officer regarding the requirement for exemplary conduct
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set forth in section 7233, 8167, or 9233 of this title, as applicable, the officer is determined to be among the officers best qualified for promotion, as the case may be, then (unless action to delay the officer’s appointment to the higher grade has been taken under subsection (b)) the officer shall be retained on the promotion list (including an approved all-fully-qualified-officers list, if applicable), list of officers found qualified for Federal recognition, or list of officers nominated by the President to the Senate for appointment in a higher reserve grade and shall, upon promotion to the next higher grade, have the same date of rank, the same effective date for the pay and allowances of the grade to which promoted, and the same position on the reserve active-status list as the officer would have had if no delay had intervened, unless the Secretary concerned determines that the officer was unqualified for promotion for any part of the delay. If the Secretary makes such a determination, the Secretary may adjust such date of rank, effective date of pay and allowances, and position on the reserve active-status list as the Secretary considers appropriate under the circumstances.
(b) Delay for Lack of Qualifications.—
Under regulations prescribed by the Secretary of Defense, the appointment of an officer to a higher grade may also be delayed if there is cause to believe that the officer has not met the requirement for exemplary conduct set forth in section 7233, 8167, or 9233 of this title, as applicable, or is mentally, physically, morally, or professionally unqualified to perform the duties of the grade to which selected. If it is later determined by a civilian official of the Department of Defense (not below the level of Secretary of a military department) that the officer is qualified for promotion to the higher grade and, after a review of adverse information regarding the requirement for exemplary conduct set forth in section 7233, 8167, or 9233 of this title, as applicable, the officer is determined to be among the officers best qualified for promotion to the higher grade, the officer shall be retained on the promotion list (including an approved all-fully-qualified-officers list, if applicable), the list of officers found qualified for Federal recognition, or list of officers nominated by the President to the Senate for appointment in a higher reserve grade, and shall, upon promotion to that grade, have the same date of rank, the same effective date for pay and allowances of that grade, and the same position on the reserve active-status list as the officer would have had if no delay had intervened, unless the Secretary concerned determines that the officer was unqualified for promotion for any part of the delay. If the Secretary makes such a determination, the Secretary may adjust such date of rank, effective date of pay and allowances, and position on the reserve active-status list as the Secretary considers appropriate under the circumstances.
(c) Notice to Officer.—
(1) The appointment of an officer to a higher grade may not be delayed under subsection (a) or (b) unless the officer is given written notice of the grounds for the delay. The preceding sentence does not apply if it is impracticable to give the officer written notice before the date on which the appointment to the higher grade would
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otherwise take effect, but in such a case the written notice shall be given as soon as practicable.
(2) An officer whose promotion is delayed under subsection (a) or (b) shall be given an opportunity to make a written statement to the Secretary of the military department concerned in response to the action taken. The Secretary shall give consideration to any such statement.
(d) Maximum Length of Delay in Promotion.—
The appointment of an officer to a higher grade may not be delayed under subsection (a) or (b) for more than six months after the date on which the officer would otherwise have been promoted unless the Secretary concerned specifies a further period of delay. An officer’s appointment may not be delayed more than 90 days after final action has been taken in any criminal case against the officer in a Federal or State court of competent jurisdiction or more than 90 days after final action has been taken in any court-martial case against the officer. Except for court action, a promotion may not be delayed more than 18 months after the date on which the officer would otherwise have been promoted.
(e) Delay Because of Limitations on Officer Strength in Grade or Duties to Which Assigned.—
(1) Under regulations prescribed by the Secretary of Defense, the promotion of a reserve officer on the reserve active-status list who is serving on active duty, or who is on full-time National Guard duty for administration of the reserves or the National Guard, to a grade to which the strength limitations of section 12011 of this title apply shall be delayed if necessary to ensure compliance with those strength limitations. The delay shall expire when the Secretary determines that the delay is no longer required to ensure such compliance.
(2) The promotion of an officer described in paragraph (1) shall also be delayed while the officer is on duty described in that paragraph unless the Secretary of the military department concerned, under regulations prescribed by the Secretary of Defense, determines that the duty assignment of the officer requires a higher grade than the grade currently held by the officer.
(3) The date of rank and position on the reserve active-status list of a reserve officer whose promotion to or Federal recognition in the next higher grade was delayed under paragraph (1) or (2) solely as the result of the limitations imposed under the regulations prescribed by the Secretary of Defense or contained in section 12011 of this title shall be the date on which the officer would have been promoted to or recognized in the higher grade had such limitations not existed.
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(4) If an officer whose promotion is delayed under paragraph (1) or (2) completes the period of active duty or full-time National Guard duty that the officer is required by law or regulation to perform as a member of a reserve component, the officer may request release from active duty or full-time National Guard duty. If the request is granted, the officer’s promotion shall be effective upon the officer’s release from such duty. The date of rank and position on the reserve active-status list of the officer shall be the date the officer would have been promoted to or recognized in the higher grade had the limitations imposed under regulations prescribed by the Secretary of Defense contained in section 12011 of this title not existed. If an officer whose promotion is delayed under paragraph (1) or (2) has not completed the period of active duty or full-time National Guard duty that the officer is required by law or regulation to perform as a member of a reserve component, the officer may be retained on active duty or on full-time National Guard duty in the grade in which the officer was serving before the officer’s being found qualified for Federal recognition or the officer’s selection for the promotion until the officer completes that required period of duty.
Slide 18
Instructors: Refer students to the following website PRB and CRB Frequently asked questions (FAQ) https://www.milsuite.mil/book/docs/DOC-213313
Section 1 - Exemplary Conduct Certification Screening Policy
1-1 What is Exemplary Conduct Screening?
The Secretary of the Army is required to certify to the DOD and Congress that all
officers nominated for appointment to higher grade meet the standard of exemplary
conduct set out in 10 USC §3583. To that end, the G-1 is required to conduct a post-
promotion-board adverse information query, or post board screen (PBS), for all
promotions to CPT thru COL, Chief Warrant Officers selected for promotion to CW3 thru
CW5, and all 2LT and WO1 pending local promotion to 1LT and CW2. Additionally,
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screens are conducted on officers who are selected for LTC- or COL-level command.
The Exemplary Conduct Screen is conducted for all Active Component, Reserve
Component and National Guard officers selected as indicated above. The initial PBS is
conducted between the board recess date and the date those board results are
approved by the Secretary of Defense or the Secretary of the Army as appropriate.
Exemplary Conduct Certification is a continuous process that ensures compliance with
law and guarantees those selected for higher levels of leadership responsibility embody
Army values.
Slide 19
1-2 Where is the PBS Looking?
The PBS looks into several locations to verify that there is no adverse information that
might reasonably and materially affect a promotion recommendation or automatic,
decentralized, promotion. Data sources and locations of query for the PBS include (not
limited to):
a. Criminal Investigation Division (CID) - any past adverse or "titled" event (or) any
open/ongoing law enforcement investigation or report.
b. Department of the Army Inspector General (DAIG) - any substantiated IG
complaint or an open/ongoing IG investigation or IG oversight-review.
c. Restricted Army Military Human Resource Record (R-AMHRR) - any adverse
information (e.g. referred OER, Article 15 UCMJ, any court-martial conviction,
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GOMOR, adverse documentation, initiation of elimination or show cause action).
d. Open/Performance section of the Army Military Human Resource Record
(AMHRR) - any adverse information (e.g. referred OER, AR 15 UCMJ, any court-
martial conviction, GOMOR, adverse documentation, initiation of elimination or show
cause action) that was input after the board convened or was not seen by the
selection board.
e. Special Interest Situations - any possible connection to a major adverse news
headline (e.g. WikiLeaks, detainee abuse, recruiter fraud, Fort Hood incident, etc.).
f. Flag query of HRC personnel systems (Flag) - any suspension of favorable
actions, unit and/or HQDA initiated flags in accordance with (IAW) AR 600-8-2.
Slide 20
Instructors: Notify students that this process is required to meet OSD requirements for certification of exemplary conduct.
The following are the steps required:
HRC conducts the Selection Board Directorate of Military Personnel Management (DMPM) receives the
recommendations for promotion and forward the names to the Screening agencies listed.
Based on the information from the screening agencies, there are two paths the officers records can follow: NO derogatory Information (continues to approval) and Derogatory Information is further screen.
The Derogatory information obtained is then divided into two significant groups, potential withhold (Moved to the Promotion Review Board) and potential non-withhold (continues on to approval)
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Withhold Promotion Review Board has two results, Recommend Retained and promoted and Recommend removal from the promotion list because the officers does not meet exemplary conduct.
The thin broken line going from “Does not meet exemplary conduct” to meets exemplary conduct simply means the officer submitted evidence and a favorable decision was made.
Slide 21
Once the ORB/GORB is conducted, the Army G1 places the names of the officers identified as scroll withholds on a SECARMY memo directing their removal from the promotion scroll pending further review of adverse information. The date the SECARMY approves the withhold memo establishes the effective date of the DA 268 initiating the HQDA (F) flag.
Army G1 sends the approved SECARMY withhold memo to HRC OPSA.
3. HRC OPSA receives the SECARMY directive and a case is built in an electronic file folder that includes a DA 268 for the HQDA (F) flag, and an official notification for each withheld officer.
4. Once the promotion list pre-position and release dates are established and approved, they are announced by MILPER message. The pre-position products include the considered and selected list, and the scroll withholds enclosure (ENCL 3) and are sent to all General Officers on the established pre-position date. Upon public release of the promotion list, HRC OPSA will initiate email contact with the withheld officer. The email will contain verbiage of the promotion selection, the scroll withhold, and will have attached the DA 268 for the HQDA (F) flag and the PRB/CRB Frequently Asked Questions.
5. OPSA will request that copies of DAIG and CID reports be redacted to Privacy Act Standards. As soon as the redacted copies are available, OPSA will send the official
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Promotion Review Board (PRB) notification to the withheld officer. If the adverse information is available in the officer’s AMHRR, no redactions are required.
Slide 22
Q1. Which Law and code governs the requirement of exemplary conduct?
10 U.S. Code § 7233
Learning Step/Activity 2: Evaluate U.S. Army Human Resources Command Promotion Review Board (PRB) to provide advice to commands. Method of Instruction: Conference/DiscussionInstructor to Student Ratio: 1:15Time of Instruction:Media Type: Small Group Instruction
Slide 23
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Slide 24
3-1
What is a PRB?A Promotion Review Board (PRB) is convened to reconsider the promotion status of promotable officers identified or recommended for removal from a promotion list due to misconduct or sub-standard performance.The PRB can come at the request of the officer’s command, at the direction of the Secretary of the Army, or HRC's discovery of adverse documentation that should have been seen by a selection board that recommended the officer for promotion. Make no mistake; a PRB is a significant and possibly career changing event. It is not to be taken lightly or ignored in hopes that it will just go away. It will not. It requires the immediate attention of both the officer and his/her chain of command, and consumes a considerable amount of resources (time). It takes precedence over all other military related events, schooling, retirements, or other plans to separate from the Army
Slide 25
3-2 Why is an officer referred to a PRB?
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Information used by Promotions Branch to identify an officer for promotion review
action includes, but is not all exclusive:
a. Referred Officer Evaluation or Academic reports (OER/AER) not seen by the
board
b. Article 15, UCMJ filed in Army Military Human Resource Record (AMHRR)
(whether filed in the restricted or performance portion)
c. Any Courts-Martial conviction
d. Memorandum of Reprimand filed in the AMHRR
e. Adverse documentation filed in the AMHRR
f. Initiation of elimination action under the provisions of AR 600-8-24 or AR 135-175
g. Failure to make satisfactory progress in a weight control program (see AR 600-9)
h. Other adverse information received by HQDA but not filed in the AMHRR, if the
referral authority finds the information substantiated, relevant, and might reasonably
and materially affect a promotion recommendation
i. Commander initiated
OPSA will process all documents, required communication, and will provide the officer with ample resources to make an informed decision for their career. OPSA understands this is a frustrating event for the officer and his/her family. OPSA cannot assist with career decisions based on their PRB. We recommend speaking with your career manager, S-1 and/or commander for assistance
Slide 26
3-7
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How long does the officer have to submit a rebuttal? The officer must return their initialed and signed acknowledgment memorandum within five days of receipt of notification to inform OPSA of their intentions. Active Duty Officers have 14 days from receipt of notification to complete the rebuttal package and submit to OPSA. Reserve Component Officers have 30 days from receipt of notification to complete the rebuttal package and submit to OPSA. Although short extensions, not more than 14 days, are authorized, they will only be granted if there are extreme circumstances that prevent timely rebuttal submittal. Extension requests with a clear explanation of reason will be submitted through email to [email protected] for review. The officer will receive an approval or denial for the extension via email from OPSA once the Chief, Special Actions reviews the reques
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3-10 What is the PRB process?
Once the officer’s rebuttal is received, it is packaged with a memorandum from our
office directing the PRB to convene at the earliest date and is then sent to the DA
Secretariat for boarding. The PRB is usually conducted within 120 days but may vary
due to board composition and availability. The board’s recommendation will be staffed
through channels (G1, OTJAG, VCSA, CSA, and ASA) to the Secretary of the Army,
who will direct the officer’s retention or removal from the selection list.
3-11 When will the PRB be conducted?
The DA Secretariat has 120 days to conduct the PRB. The PRB is normally conducted
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at the conclusion of a regularly scheduled selection board that meets the specific board
criteria for the officer being considered. It is not necessary to wait until the officer’s
specific O-grade promotion board convenes. Once we send the case file to be voted,
no corrections or additions can be made to the rebuttal packet. If there is a need to
revoke the rebuttal packet, a new board will need to be scheduled, further delaying the
PRB decision.
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3-12 How long does the PRB process take?
Unfortunately, the PRB process is not a quick one. From initial PRB notification to final
SECARMY decision takes 12 to 18 months. This timeline does not start until the official
PRB notification is sent to the officer. Time spent awaiting the closure of an open or
ongoing investigation is in addition to the 12 to 18 month timeline. Updates to the
progress of the PRB will be emailed to the officer only when OPSA receives them.
Do not call trying to get information on the status of a PRB. If we have additional
information or updates to the officer’s timeline, we will let them know via email.
If the officers do not hear from us, that is an indication that we do not have any
additional NEW information. We have not forgotten about the case, even if it has
been several months since we have communicated. Please keep in mind, we staff
hundreds of ongoing cases. We strive to provide each case with our professional
attention as often as necessary; time just will not permit daily, weekly or monthly
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updates. Every PRB case is adjudicated by the Secretary of the Army and, as such,
must be staffed from HRC at Ft. Knox, through the DMPM to the Office of the Secretary
of Defense at the Pentagon. While we know the routing through senior Army leadership
follows a rigid and exact process, we cannot provide updates as to what desk the case
file is at within that process. Additionally, please do not expect a different answer by
having your supervisor call. The Pentagon’s process does not allow for special
attention, regardless of the level of inquiry.
3-13 What information will the PRB consider?
The PRB will consider the officer’s rebuttal, AMHRR, ORB, and official photo as those
records exist when the PRB convenes. If the adverse information does not appear in
the officer’s AMHRR, a copy will be provided to the board by this office. Other adverse
information may be considered at the discretion of the Secretary of the Army on special
cases; however, this is not a normal occurrence. If the adverse information being
referred to the PRB is from DAIG or CID, those reports will be redacted to Privacy Act
Standards and sent forward to the board.
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3-4 Is there a way to avoid the PRB Process?
Yes. Officers may submit a declination of promotion request. This declination, in lieu
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of a PRB, will count as a non-selection so officers need to understand the effects of this
action on their career. If, for instance, an officer declines promotion this year, the
declination will count as a non-selection. If they are then passed over on the next
mandatory board, or selected and again removed, the officer would be a two-time pass
over, which may ultimately lead to separation (1LT-MAJ). Additionally, all declinations
in lieu of PRB are sent to the CG, HRC, who may, after reviewing the adverse
information, direct the officer to show cause for retention on active duty/in an active
status. With that in mind, if the officer still chooses to decline their promotion, they must
initial the appropriate line on the acknowledgment memorandum and return it to OPSA.
We will email an example word document that will need to be updated with the officer’s
information to include their unit. Once counseled by their command, the officer will
return the signed documents to HRC to start the declination process. OPSA can
provide additional information upon request.
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Slide 32
Q: During the PRB process, how many days does the officer has to provide his rebuttal?
A: 14 days
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Learning Step/Activity 3: Council Commanders on HRC Promotion Board ResultsMethod of Instruction: Conference/DiscussionInstructor to Student Ratio: 1:15Time of Instruction:Media Type: Small Group Instruction
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During this LSA we will discuss the G1 Representative and Commander’s responsibility for promotion board results (Scroll Withholds)
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Instructors: Inform the students that commanders have a responsibility to establish and reestablish, resource, and support a promotion program that fulfills the requirements established by AR 600-8-29.
Commanders must mentor, coach, and counseling officers to ensure they are prepared for the next rank and the next assignment that comes with more responsibility and accountability.
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In accorandance with FM 6-22, Chapter 1-8, The Army established performance monitoring, evaluation reports, coaching, mentoring, and growth counseling processes to engage leaders and individuals.
The Army is hoping with the developmental mentorship received will trickle into leaders personal lifes because we have instilled the Army Values; however, for some, it is not so.
A critical part of the commanders doing their jobs effectively is the advice received from HR professionals.
The information contained in the next few slides are suggestions only, you may arrive to an organization that has a process in place or from collaboration with your classmates, discover one that is more effective for your organization.
Slide 35
• Conduct analysis of the board result information before presenting it to the commander
Promotion Board Results, for example
Eligible for Promotion: 100 (Above the Zone…)
Selected for Promotion: 20 (20%) (Above the Zone…)
Non-Selected for Promotion: 80 (80%) (Above the Zone…)
Scroll Withhold (SW): 5 (25% of personnel selected are SW)
Can be further broken down by MOS/Branch/Unit/Installation as required by your command and or your level of responsibility
Scroll Withhold Results scrub for the Commander, for example
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If requested by the commander prior to HRC email of individual scroll notification to the G1:
Review the officer’s OMPF to identify if there are any derogative information listed in their OMPF (not filed in restricted) such as letter of reprimand
Review Flag Report to identify if the officer is flagged (Any active flag, other then HRC’s “F”, can initiate a SW)
If your inquiry results in zero information gained, the information is contained in his restricted files, IG Investigation, or CID inquiry
generate ORBs and forward with analysis to commander.
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Instructors: Refer students to PRB and CRB FAQ, Page 5
• Officers identified as a scroll withhold are officially notified by either their chain of command (G1, S1, Commander) from information gathered from the pre-position list, or directly from an analyst at HRC once the list is officially released. The notification from HRC comes as an email from the Officer Promotions Special Actions (OPSA) team email box and includes the DA Form 268 initiating the HQDA (F) flag.
• HRC notification of scroll withhold is sent to the Soldier’s commander for notification and counseling.
Board Results with Scroll Withhold Information should be handled with the utmost discretion. This is someone’s career online. Commanders and your G1 trust you and seek your assistance in conducting an analysis of the information; therefore, do not violate their trust.
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• Scroll withhold results should be handled as “sensitive” in nature and HR professionals with access must use discretion. Only share with Soldier concerned and their commander as directed by the senior commander of the organization.
During this LSA, we will obtain concrete experience from a SR HR Technician working in a position at HRC, G1 and above.
Instructor: Students should have been notified about the lesson guest speaker’s duty title and organizations. Students will develop a minimum of 3 questions based on the lesson and their interest in the speaker’s duties and responsibilities in support of the Department of Army’s mission.
(Display briefers slides if available)
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Instructor: In Summary, this course briefly discusses enterprise HR and the duties and responsibilities at Department of Defense, HQDA G1, and HRC levels. As the course continues, we will discuss additional HR duties and responsibilities.
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