Canadian Armed Forces Military Personnel Instruction 01/08 – Annual Military Occupation Review

1. Identification

Date of Issue: 2008-02-15

Date of Modification: 2024-12-01

Application: This instruction applies to Officers and Non-Commissioned Members (NCMs) of the Canadian Armed Forces (CAF)

Approval Authority: Chief of Military Personnel (CMP)

Enquiries: Administrative Response Centre (ARC)

2. Definitions

Branch Advisor (Conseiller de branche)

In accordance with CAFMPI 02/08, Branch Advisors – Roles and Responsibilities, Branch Advisors are appointed by CMP on the advice of the appropriate Occupation Authority in consultation with the appropriate Branch Council.

Branch Advisors advise the CMP as required. They also provide at least one annual update in the form of a written review to the CMP that identifies for the past fiscal year the Branch issues that were resolved, those that remain outstanding, and future issues and trends of interest.

Designated Training Authority (DTA) (Responsable de l'instruction désigné (RID))

In accordance with DAOD 5031-2, the DTA is an authority other than a Training Authority (TA) who, due to functional, environmental or special accountabilities, has the designated responsibility for the management of Individual Training and Education (IT&E) activities for a specific occupation, sub-occupation or specialty specification. The DTAs perform the same IT&E management responsibilities for assigned specifications as do TAs, without the broad scope of responsibility for environmental or CAF-wide IT&E assigned to the TAs.

Occupation Advisor (Conseiller du groupe professionnel militaire)

An occupation advisor is the delegated point of contact for an occupation or a family of occupations. An occupation advisor possesses a current and broad knowledge of the work being performed in the occupation and can provide advice covering the present, one to five year, and near future, five to ten year timeframes to CMP.

Occupation Authority (Autorité du groupe professionnel militaire)

Occupation Authorities are the Force Generators, who as designated by Armed Forces Council are the:

• Chief of the Navy (C Navy),
• Chief of the Army (C Army),
• Chief of the Air Force (C Air Force); and
• Assistant Chief of Military Personnel (Asst CMP).

The occupation authorities manage occupations or families of occupations and are responsible for informing the CMP on issues pertaining to:

• evolving capability requirements;
• role, mission, doctrinal and equipment;
• the Total Force in the five-to-thirty-year timeframe that will impact the Military Employment Structure (MES); and
• informing the TA or DTA of the related IT&E quality and quantity requirements together with the projected production and throughput requirements.

Training Authority (TA) (Responsable de l'instruction (RI))

In accordance with DAOD 5031-2, Individual Training and Education Strategic Framework, the TA performs the IT&E management for qualifications resulting from assigned general, environmental, occupation, sub-occupation and specialty specifications. Each of the three environmental TAs manage the IT&E activities for their respective environmental areas.

3. Background

Context

3.1 CMP is the functional authority for military personnel matters. Inherent in these responsibilities, CMP is responsible for personnel generation and sustainment, and ensuring that sufficient trained personnel are available to fulfill CAF personnel requirements. As training to attain the basic operational functional point can require several years, the need to correctly forecast intake volume and types of personnel well in advance is paramount. CMP relies on multiple stakeholder inputs regarding employment tempo, current and future force and military occupation structures, forecasts of capability and competency requirements, morale, training, and the career management variables that impact the health of military occupations and sub-occupations. The primary forum for garnering this input is the Annual Military Occupation Review (AMOR).

3.2 The AMOR is a military personnel management tool designed for planning and sustaining the health of occupations and sub-occupations. Through the AMOR, CAF leaders may:

1. address both internal and external issues that impact an occupation;
2. determine annual intake to meet production requirements;
3. monitor the health of occupations to ensure their viability in meeting CAF requirements; and
4. consider and recommend changes to military personnel policies and processes.

Aim

3.3 The aim of this instruction is to provide guidance and direction on the process to be followed in the conduct of an AMOR.

4. General Direction

Convening Authority

4.1 As the convening authority for the AMOR, CMP provides the Occupation Authorities with strategic guidance for the conduct of annual reviews and appoints the chair for the AMOR based on the advice of the appropriate Occupation Authority.

Timelines

4.2 The AMOR is conducted on an annual basis during the November to January time frame. The timing within this period is coordinated between the Director Personnel Generation Requirements (DPGR) and the Occupation Authority in consultation with other AMOR participants.

Participants

4.3 Representatives from organizations who can inform on the future of the occupation are required at the AMOR. AMOR participants, include the following individuals or their representatives:

1. Occupation Authority;
2. Occupation Advisors;
3. Branch Advisors;
4. representatives from Director General Military Careers (DGMC), Director General Military Personnel Research and Analysis (DGMPRA), and DPGR;
5. representatives from other environments or functional employment areas when the occupations span more than one environment/Level One authority; and
6. applicable TA or DTA representatives.

4.4 The requirement for additional attendees is at the discretion of the appointed chair of the AMOR. Appropriate personnel representing Reserve Force issues may be required.

5. Annual Military Occupation Review Preparations and Conduct

General

5.1 Preparation is key to conducting an effective AMOR. It is important that information and data presented at the AMOR be relevant and current.

Action Prior to an Annual Military Occupation Review

5.2 Identifying and staffing of issues and concerns prior to an AMOR enables the efficient conduct of the AMOR. As such, it is imperative that, prior to an AMOR, DPGR is made aware of any issues that may affect the health of an occupation. Occupation Authority personnel production staff are encouraged to review their AMOR material in advance of their scheduled AMOR to allow DPGR staff sufficient time to conduct the appropriate analysis and to ensure that the proposed information does not conflict with strategic direction.

5.3 The following components are to be considered in preparation for an AMOR:

1. occupation modeling and demographics including information collected pursuant to the CAF Employment Equity (EE) Regulations;
2. projected status report;
3. terms of service (TOS);
4. basic production;
5. long range planning model;
6. distinctive environmental uniform (DEU) distribution; and
7. training and advanced production.

Occupation Modeling

5.4 Occupation modeling is the conduct of research an analysis on the organizational structure of a military occupation to assess the impact of changes in demographics and military personnel policies and on its workforce. Occupation modeling is most effective when the information is both timely and accurate.

5.5 Occupation modeling research and analysis provides:

1. information on trends in attrition, age, rank-to-rank ratios, EE representation, experience and production levels; and
2. the evidence to formulate recommendations with respect to future intake, production requirements and TOS.

5.6 Occupation modeling support is conducted by DGMPRA staff upon request.

Projected Status Report

5.7 The Projected Status Report (PSR) is a departmental level report that is published by the DPGR twice per year. It depicts the variance between the Trained Effective Strength (TES) and the Preferred Manning Level (PML) for every Regular Force occupation in the CAF.

5.8 Accurate data indicating the current PML and projected TES are required as a basis of any modeling and forecasting of intake and TOS for an occupation.

5.9 The PSR is available on the DPGR intranet site and is to be used to verify TES and PML. Identified discrepancies between actual data and that published in the PSR are to be reconciled with the DPGR prior to the AMOR.

Terms of Service

5.10 Based on CAF requirements, the strategic assessment and consultation with Occupation Authorities, CMP may provide direction for TOS and TOS conversion rates.

5.11 The AMOR will make recommendations for TOS and TOS conversion rates and provide the supporting rationale for these recommendations:

1. the conversion rates will determine the TOS offers to be made at the end of the Fiscal Year (FY) following the year in which the AMOR is held;
2. the TOS conversion rates are to be reflected as a percentage of Intermediate Engagement (IE) conversions to Indefinite Period of Service (IPS) for a given rank.

5.12 TOS offer recommendations will be implemented only when approved by the Occupation Authority. Changes to TOS and conversion rates will be directed to Director Military Career Administration (DMCA) through the AMOR Record of Discussion (ROD).

Basic Production

5.13 The health of an occupation or sub-occupation depends on accurate forecasts of the number of personnel required to reach TES each year in order to replace forecasted attrition and manage any required growth or reduction to the PML. Occupation modeling should identify the recommended basic production requirements needed to maintain or restore the health of an occupation or sub-occupation. It should be noted that training capacity must not limit basic production requirements. However, internal training capacity and alternate capacity sourcing must be taken into account in producing the yearly intake plan.

5.14 DPGR staff uses the AMOR production and intake recommendations as the start point for development of the Strategic Intake Plan (SIP). The SIP defines the CAF recruiting and internal selection requirements and is completed in time for the new FY intake.

5.15 In developing the SIP, AMOR recommendations are considered and aligned with the financial and strategic interests of the CAF.

Long Range Planning Model

5.16 The Long Range Planning Model (LRPM) outlines the breakdown of intake-by-intake plan for each occupation. The intake course may be through various entry plans or programs. Accordingly, the LRPM affects the intake plan requirements for the occupation. Component Transfer (CT) from the Reserve Force is a valuable source of trained CAF members for the Regular Force. Members may CT through any of the external intake plans. Occupation Transfer (OT) from within the Regular Force component is also another valuable source of experienced CAF members to be used in rebalancing the total Regular Force strength.

Distinctive Environmental Uniform Distribution

5.17 The Distinctive Environmental Uniform (DEU) distribution for occupations that serve in more than one environment is approved by Armed Forces Council. The AMOR provides an opportunity to review the current distribution and set recruiting targets to achieve or maintain the approved distribution. These targets are directed to Canadian Forces Recruiting Group (CFRG) through the AMOR ROD.

Training/Advanced Production

5.18 The AMOR provides an opportunity to review training capacity issues and non-basic training and advanced training list requirements (including second language training) of an occupation or sub-occupation.

Previous Action Items

5.19 The status of previous AMOR action items are to be reviewed and updated. Action items are either carried forward, with explanation, or closed.

Other Business

5.20 The AMOR chair may wish to use the AMOR as a forum to discuss other issues that are relevant to the occupation. For example, selection board criteria and scoring, entry standards, post-graduate level starts, related Reserve Force occupations, recruiting practices, strategies for occupational recovery and future requirements are all issues that may be discussed.

6. Record Proceedings

Record of Discussion

6.1 The AMOR chair is required to produce a ROD to record recommendations and issues of importance. The ROD includes, as a minimum:

1. recommended TOS or confirmation of TOS conversion rates and conversion suitability for all rank levels within the occupation that affect the next selection board;
2. recommended production and intake requirements including recommended amendments for the next FY and forecast requirements for five FYs beyond;
3. recommended amendments to the LRPM/intake source or DEU distribution if applicable;
4. recommended amendments to retention limits for personnel subject to employment limitations; and
5. issues that require further investigation, including issues raised as Previous Action Items or discussed under other business. In such situations, the ROD is to indicate who (by title) is responsible to action a particular item.

Record of Discussion Approval

6.2 The AMOR chair is required to submit the ROD to the Occupation Authority (Chief of the Maritime Staff (CMS), Chief of the Land Staff (CLS), Chief of the Air Staff (CAS), or Asst CMP) for approval.

Note – The Occupation Authority is required to review the action items on a regular basis to ensure that the required actions are taken.

Record of Discussion Distribution

6.3 The AMOR chair must keep the original approved ROD on file and distribute copies to the AMOR participants and action addressees as soon as possible after completion of the AMOR to allow follow-on action to commence. The distribution list includes:

1. The Occupation Authority – personnel production staff;
2. DGMC;
3. DMCA;
4. DPGR;
5. CFRG; and
6. Others, depending upon the issue action items.

Implementation of Annual Military Occupation Review Record of Discussion

6.4 Government policy, strategic objectives and resource requirements of the CAF may require adjustments to the AMOR recommendations. Similarly, an Occupation Authority may adjust the recommendations later in the year, after additional review, to reflect new developments. In any event, AMOR participants are to be kept informed of these changes, through the Occupation Authority chain of command.

7. Responsibilities

Responsibility Table

7.1 The following table identifies the authorities responsible for activities relating to the conduct of an AMOR.

8. Assignment of Occupations

Integrated Frameworks

8.1 The occupations that are assigned to each Occupation Authority are listed in the Integrated MES and IT&E Framework.

9. References

Acts, Regulations, Central Agency Policies and Associated DAOD

• DAOD 5002-0, Military Personnel Requirements and Production

Related References

• DAOD 5023-1, Minimum Operational Standards Related to Universality of Service
• DAOD 5031-2, Individual Training and Education Strategic Framework
• CAFMPI 02/07, Authority and Management Framework – Military Employment Structure superseded by DAOD 5070-1
• CAFMPI 02/08, Branch Advisors - Role and Responsibilities

10. Annex

1. Annex A – Integrated Military Employment Structure and Individual Training and Education Framework Relationships (this document can only be accessed on the DWAN)