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ARNG.

The significant difference between OPMS-ARNG and similar systems in the USAR and Active Component is in the decentraliza­tion of OPMS responsibility. OPMS-ARNG is a function of the state within the guidance and policies established by HQDA and the National Guard Bureau (NGB).

(a) Within those guidelines, the objective is to develop officers in adequate numbers and with the right skills to fully satisfy ARNG requirements while maximizing and taking advantage of each offi­cer’s inherent skills and abilities.

(b) Duty assignments are made at the state level based on the force structure of the state, officers available to fill vacancies, unit readiness and geographic considerations.

(c) Appointments, promotions, branch transfers, evaluations, sep­arations and other similar personnel actions are administered by the state.

Officers, boards, commanders and personnel managers should be aware of the uniqueness of the RC environment and the implica­tions of citizen soldiering. The concepts of equivalent assignment and constructive credit must be understood. There are numerous leadership positions within the state ARNG structure that do not fall into the traditional definition of TOE/TDA command. Lieutenant level through general officer level leadership and command posi­tions should be recognized, desired as potential assignments, and considered in promotion and selection board procedures. There are also TDA staff positions that equate with battalion and brigade staff positions. These are considered equivalent positions.

Many ARNG officers are leaders in industry, the community and in the corporate world. Many positions in corporations provide training and experience not only useful to the military but closely related to military specialty skills. Although the branch proponent schools make the final determination on branch or functional area qualification, the state recommends and the state boards play a very important role in qualification determination. Officers at all levels should be sensitive to the relationship between civilian occupations and training and military skills. Being the financial officer for a corporation certainly provides evidence of qualification as a military finance officer. Leadership in a civilian occupation provides evi­dence of potential for military leadership positions. These are exam­ples of constructive credit possibilities. Constructive or equivalent credit should be awarded in accordance with AR 135-155, paragraph 2-6.

USAR. The development of the professional attributes and ca­pabilities of USAR officers to meet the mobilization needs of the Army is known as officer professional development. While USAR officers share the same mission as their AC counterparts, the unique nature of the USAR soldier’s role as a citizen soldier poses a challenge for professional development. However, USAR officers are expected to follow AC officer development patterns as closely as possible, except that USAR officers, in some instances, have increased windows to complete mandatory educational requirements. To meet professional development objectives, USAR officers must be willing to rotate among USAR and ARNG Troop Program Units (TPU), the Individual Ready Reserve (IRR), and the Individual Mobilization Augmentee (IMA) program. These transfers are neces­sitated by geographical considerations, as well as the need to pro-vide as many officers as possible the opportunity to serve with troops in leadership and staff positions. Additionally, there will be occasions when RC officers will be transferred to the IRR while they complete mandatory educational requirements. Such transfers will be temporary and should not be seen as impacting negatively on the officer’s career. The success of an RC officer is not meas­ured by length of service in any one component or control group, but by the officers breadth of experience, duty performance and adherence to branch and functional requirements.

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Above information derived from Army Pamplet 600-3