If you’re analytical, love numbers, are organized and like accounting, and want to make a career as an Army Officer, you should learn more about the functional area 45: the comptroller. A comptroller is a public official who audits government accounts and sometimes certifies expenditures. I like to think of them as a financial analyst.
They’re not an accountant, but they do similar work. They plan, develop, justify, analyze and execute programs and budgets. Their civilian counterpart is a financial analyst or comptroller in the corporate world.
In the Army, there are many government accounts and programs that need to be created, supervised and managed. This is what officers with the functional area 45 do.
Here is a brief list of their duties and responsibilities:
- Brief and advise commanders and key leaders on financial resources
- Plans, develops, justifies, analyzes and executes programs/budgets
- Performs cost analysis
- Administers internal controls
- Evaluates financial reports
- Audits reports and financial figures
- Establishes performance factors, analyzes capabilities and recommends appropriate funding
- Supervises staff
- Evaluates organizational structure and functional responsibilities
- Conducts work analyses and studies of organizational problems
- Conducts briefings and analysis presentations
Officers serving in this functional area could hold a variety of jobs in the Army to include:
- Deputy Chief of Staff
- Resource Management Officer
- Budget Analyst
- Management Analyst
- Program Analyst
I’m not sure if there are command opportunities for officers serving in this functional area.
- CPT or higher
- Must have had sufficient college level training or equivalent experience in budgeting, comptrollership, business/public administration, managerial/cost accounting, economics, organizational management, operations research, information systems, business law, labor relations, or industrial/systems management as determine by Officer Professional Development, PERSCOM
- Complete your specific military education requirements
Qualities to Succeed In This Career Field
I believe that anyone can succeed in this functional area, but there are certain attributes that will help you succeed. Here are a few that come to mind.
# 1 Discipline – A good comptroller must have discipline and work well on their own.
# 2 Analytical – You have to be able to analyze numbers and reports to look for trends, issues, and potential problems.
# 3 Attention to Detail – The details are very important. You have to be meticulous and be a detail oriented person.
# 4 A love of numbers – A love of numbers will give you a big advantage over your peers. Anyone who loves crunching and evaluation numbers would do well in this job.
# 5 Well Organized – It really helps if you are organized and can keep track of everything.
Life After the Military
This is really a GREAT career field for any Army Officer who has aspirations to be a comptroller or financial analyst after they retire or leave the military. Experience in this functional area will help qualify you for some great civilian jobs, or continued work with the government.
In summary, functional area 45 is a great career field for any Army Officer with a passion for numbers and accounting. In this job, you’ll get to work behind the scenes and do all types of budgeting, accounting and financial tasks to help keep the Army rolling! It might not sound like a sexy career opportunity to everyone, but it sure is important.
On a side note, if you’ve spent any time in functional area 45 I would love to hear from you. Please share your experience by leaving a comment below. Tell us what you liked and disliked about the job, what you did on a daily basis, and any career tips you might have for someone interested in becoming an Army Comptroller. I look forward to hearing from you.
DA PAM 600-3
Army Regulation 600–3
HQDA Personnel Development General Officer Steering Committee • 1–6, page 1
Chapter 2 Responsibilities, page 2
Deputy Chief of Staff, G–1 • 2–1, page 2
Assistant Secretary of the Army for Manpower and Reserve Affairs • 2–2, page 3
Commander, U.S. Army Human Resources Command • 2–3, page 3
The Surgeon General • 2–4, page 4
Deputy Chief of Staff, G–2 • 2–5, page 4
Commanding General, U.S. Army Family and Morale, Welfare and Recreation Command • 2–6, page 4
Chief Information Officer/G–6 • 2–7, page 4
Chief, National Guard Bureau • 2–8, page 4
Chief, Army Reserve • 2–9, page 5
Chief of Public Affairs • 2–10, page 5
Chief of Chaplains and The Judge Advocate General • 2–11, page 5
Commanding General, U.S. Army Training and Doctrine Command • 2–12, page 5
Commanding General, U.S. Army Combat Readiness Center • 2–13, page 5
Commanding General, U.S. Army Accessions Command • 2–14, page 6
Principal coordination points • 2–15, page 6
Functional chiefs • 2–16, page 6
Coordination points • 2–17, page 6
Civilian Personnel Advisory Center • 2–18, page 6
Personnel developers • 2–19, page 6
Army National Guard Officer Personnel Managers • 2–20, page 7
Personnel development system life cycle management functions • 2–21, page 8
Changes to career codes • 2–22, page 11
Consolidated military branch, functional area, and civilian career fields and principal coordination points by personnel developer • 2–23, page 11
Chapter 3 Army Branches, Functional Areas, and Functional Categories, page 11
Concept • 3–1, page 11
Classification of branches • 3–2, page 11
A. References, page 12
B. Memorandum of the Charter for the Officer Personnel Management System, Council of Colonels, and General Officer Steering Committee, page 14
This regulation establishes the Army Personnel Development System as prescribed by AR 5–22. It prescribes policies and responsibilities for personnel developers’ involvement in the Army’s personnel system and the composition and mission of the HQDA Personnel Development General Officer Steering Committee (GOSC), Officer Personnel Management System (OPMS) Council of Colonels (CoC), and the individual personnel developer committees and boards.
Required and related publications and prescribed and referenced forms are listed in appendix A.
1–3. Explanation of abbreviations and terms
Abbreviations and special terms used in this regulation are explained in the glossary.
1–4. Statutory authority
Statutory authority for this regulation is derived from Title 5 United States Code (Government Organizations and Employees), 10 USC (Armed Forces), 32 USC (National Guard), and 40 USC, Subtitle III (Information Technology Management).
1–5. Personnel development system objectives
Objectives of the personnel development system are as follows:
a. Establish responsibilities throughout the Army for all military functional category and civilian career field-related
matters involved in the eight personnel development system life cycle management functions (see para 2–21).
b. Ensure that a single agent is identified and made responsible for analysis of the functional role of all personnel in
each career field.
c. Ensure personnel management policies, programs, and procedures established by HQDA incorporate career field-
d. Foster achievement of the total Army goals and objectives of the Army’s OPMS, the Enlisted Personnel Management System (EPMS), the Civilian Personnel Management System (CPMS), and the Department of the Army Defense Civilian Intelligence Personnel System (DCIPS).
1–6. HQDA Personnel Development General Officer Steering Committee
a. Establishment. The HQDA Personnel Development GOSC, chaired by the Assistant Deputy Chief of Staff, G–1 (ADCS, G–1), is established in accordance with AR 15–1, as an intra-Army committee to identify personnel development issues and propose solutions for the Army leadership’s consideration. The OPMS, EPMS, and CPMS GOSC will be convened through this process.
b. Mission. The HQDA Personnel Development GOSC will advise the DCS, G–1 and ASA(M&RA) on strategic
human resource management issues affecting military and civilian personnel Armywide.
c. Composition. The HQDA Personnel Development GOSC will consist of general officers and senior executive Servicemembers from the following organizations. The chairperson may invite or solicit advice and/or recommendations from any organization that is not a member of the GOSC.
(1) DCS, G–1 and office of the ASA(M&RA) Staff principals.
(2) Branch and functional area personnel developers.
(3) Army Commands (ARCOMs)/Army Service Component Commands (ASCCs)/Direct Reporting Units (RUs).
(4) Director, Army National Guard (ARNG).
(5) Chief, Army Reserve (CAR).
(6) Other DA Secretariat and Army Staff principals.
(7) U.S. Army Human Resources Command (HRC).
d. Direction and control. Foster achievement of the total Army goals and objectives of the Army’s OPMS, the Total Warrant Officer System, the EPMS, to include the special branches, and the CPMS.
(1) The HQDA Personnel Development GOSC will convene at the direction of the chairperson. The chairpersonmay convene a meeting of selected members when deemed appropriate.
(2) Any member may request that the steering committee assemble to discuss specific personnel development issues.Requests will be forwarded to DCS, G–1 and should include, as a minimum, a proposed agenda and a read-ahead packet for each issue to be discussed. Issue packets should include impact assessments as well as recommended solutions. All members will provide agenda items upon request.
e. Administrative support.
(1) The Commander, HRC will coordinate all administrative and logistical support for the GOSC.
(2) Funds for travel and per diem will be provided by the parent organization of the member.
f. Correspondence. All correspondence to the GOSC will be sent to Commander, HRC, (AHRC-OPT) and Office of
the Deputy Chief of Staff, G–1, (DAPE-ZXI), 300 Army Pentagon, Washington, DC 20310–0300.
g. Charter and membership. The OPMS CoC and GOSC charter, dated 22 March 2007, along with membership is at
2–1. Deputy Chief of Staff, G–1
a. Deputy Chief of Staff, G–1. The DCS, G–1 is responsible for the Army’s military personnel system and for principle management of personnel with the doctrine, organization, training, materiel, leadership and education, personnel, and facilities (DOTMLPF) process functions except as otherwise prescribed by law and regulations. This responsibility is not further delegated.
b. Assistant Deputy Chief of Staff, G–1. The ADCS, G–1 prescribes Army developer responsibilities for personnel life cycle of Army officer branches and functional areas, enlisted career management fields, and civilian career fields under their respective personnel management systems. The ADCS, G–1 may delegate, as necessary, the authority to develop personnel management policy.
c. Director, Military Personnel Management. The Director, Military Personnel Management will—
(1) Develop and manage the Total Army Officer Accession Plan and provide accession policy and missions forsources of commission.
(2) Provide the following annual military personnel management guidance to the Commander, HRC—(a) Distribution policy.
(b) Acquisition plan/retention program objectives.
(c) Promotion boards.
(d) Functional designation (FD) boards.
(3) Assist personnel operating agencies in providing personnel developers with military data and reports that willenable them to perform the eight personnel development system life cycle management functions.
(4) Branch assignment guidance to Commander, HRC, for all sources of commission.
d. Director, Plans and Resources, and Operations. The Director, Plans and Resources, and Operations will—
(1) Approve general military personnel policy regarding classification and standards of grade for documentingrequired and authorized positions.
(2) Develop/approve and distribute the Personnel Management Authorization Document (PMAD) and UpdatedAuthorization Document (UAD), Manning Program Evaluation Group (PEG), incentives and compensation.
(3) Maintain supportability overview of all military personnel authorizations and inventory modifications resultingfrom force modernization initiatives.
(4) Develop, receive, analyze, and staff policy changes with personnel developers.
(5) Assist in the evaluation of personnel development issues and coordinate their recommendations with theACOMs, ASCCs, DRUs, and the ARSTAF.
(6) Provide technical guidance to the ARSTAF on personnel development matters.
(7) Provide feedback to CG, TRADOC, (ATTG-TRI-VP), and non-TRADOC personnel developers on the status ofproposals, problems incurred in staffing, and technical requirements.
(8) Receive, analyze, and staff additions, deletions, or revisions to military occupational classification structure (seeAR 611–1).
(9) Act as the coordination point with the ARSTAF to ensure personnel developers are provided with data (forexample, military occupational specialty (MOS) historical data) and reports (for example, career management field (CMF) reviews) that will enable them to perform the eight personnel development system life cycle management functions.
(10) Solicit Headquarters, TRADOC, and non-TRADOC personnel developer comments and recommendations onissues having an impact on future policies and procedures affecting their respective career field occupations.
(11) Research and analyze Basis of Issue Plan (BOIP) impact reports and BOIP (which includes qualitative andquantitative personnel requirements information (QQPRI) data) to determine manpower, personnel and training requirements for all new materiel systems/equipment or improvements to existing equipment planned to enter the Army inventory. Develop and approve the operator/maintainer decision, identifying by area of consideration (AOC), MOS, and additional skill identifier (ASI) the operator, maintainer, and Associated Support Items of Equipment. Manage and provide BOIP and MOS input to the Army Modernization Training Automation System database.
e. Assistant G–1 for Civilian Personnel. The AG–1 (CP), will—
(1) Direct the development of civilian personnel policy and exercise staff supervision of the civilian personnelmanagement system.
(2) Advise and assist the ASA(M&RA) and other Army leaders on civilian personnel policy as it relates topersonnel developments.
(3) Develop and administer a civilian force alignment strategy in coordination with the ASA(M&RA).
(4) Advise and support the personnel developers in their overall civilian personnel development responsibilities toinclude, but not limited to—
(a) Developing Army Civilian Training, Education, and Development System (ACTEDS) plans, establishing career ladders, and outlining technical and leadership training, as appropriate.
(b) Ensuring the civilian personnel management data systems support proponent requirements.
(c) Providing assistance in achieving diversity and correcting under-representation within individual career fields.
(5) Delegating civilian personnel administration responsibilities, as necessary.
(6) Developing and administering a civilian force alignment strategy in coordination with the ASA(M&RA).
2–2. Assistant Secretary of the Army for Manpower and Reserve Affairs
a. Assistant Secretary of the Army for Manpower and Reserve Affairs. The ASA(M&RA) has overall responsibility
for civilian personnel management and for civilian personnel policy and programs. The ASA(M&RA) will— (1) Assist personnel developers assess affirmative action within assigned career fields.
(2) Direct the development of civilian personnel policy and exercise staff supervision of the civilian personnelmanagement system.
(3) Assess and report affirmative action goal progress.
b. Deputy Assistant Secretary of the Army for Force Management, Manpower, and Resources. The Deputy Assistant
Secretary of the Army for Force Management, Manpower, and Resources will— (1) Establish the Army Manpower Program for military programs.
(2) Develop future civilian personnel requirements in coordination with ASA(M&RA) for civilian programs.
2–3. Commander, U.S. Army Human Resources Command
Commander, U.S. Army Human Resources Command. The Commander, HRC directs, integrates, and coordinates the Total Army Personnel System to develop and optimize utilization of the Army Personnel Development Systems in peace and war. The Commander, HRC, will—
a. Serve as the DCS, G–1, Special Staff Officer for the Personnel Development System and act as the responsible
official for the system reporting directly to the ADCS, G–1.
b. Classify and reclassify active duty Soldiers and Reserve Component (RC) Soldiers on active duty under a mobilization or call to active duty per Army requirements; individual qualifications, experience, and preferences; and the affected personnel developer’s recommendation.
c. Implement, coordinate, and integrate revisions and changes to personnel policy, processes, or procedures ap-
proved during processes.
d. Conduct periodic active duty and RC enlisted and officer branch/CMF reviews with appropriate Office of the Deputy Chief of Staff, G-1 (ODCS, G–1), ARNG, U.S. Army Reserve (USAR), and personnel developers.
e. Assist Headquarters, TRADOC, and non-TRADOC personnel developers evaluate current issues and initiatives.
f. Designate the initial branch and/or functional area (FA) for officers per Army requirements, DCS, G–1 guidance, individual qualifications, experience, preferences, and personnel developer recommendations. (See para 2–4 (The Surgeon General, (TSG)) and para 2–9 (Chief, Army Reserve) for guidance on Army Medical Department (AMEDD) and USAR, respectively.)
g. Execute professional development policies for all functional categories and career fields as approved by the DCS,
G–1. (See paras 2–4 and 2–11 for guidance on AMEDD, Chaplain’s Corps, and Judge Advocate General’s Corps.)
h. Assign active military Soldiers to meet Army requirements.
i. Provide representatives to the HQDA Personnel Development GOSC, OPMS CoC and GOSC, personnel develop-
ment committees, and other workshops, as requested.
j. Plan, monitor, and adjust accession training programs per the Active Army Military Manpower Program, current a n d f u t u r e a u t h o r i z a t i o n s , p e r s o n n e l d e v e l o p e r r e c o m m e n d a t i o n s , a n d e n s u r e a p p r o p r i a t e c o o r d i n a t i o n f o r a n y adjustments.
k. Provide inventory projections at AOC and MOS level of detail to ODCS, G–1 for development of officer and warrant officer promotion requirements and goals. Develop and provide select objectives by MOS to ODCS, G–1 for enlisted promotions to SFC, MSG, SGM, and for appointment to CSM. Promotions to SGT through SGM are modeled to allocate to MOS and pay grades, after considering losses, gains, trainees, transients, holdees, and students, and so forth.
l. Monitor and recommend adjustments for special and incentive pay to include enlistment bonus, selective reenlistment bonus, critical skills retention bonus, bonus extension and retraining, and other programs. Recommended adjustments will be coordinated with the effected Army or Branch Proponent.
m. Assist Army and Branch Proponents by providing personnel developers with military data and reports that will
enable them to perform the eight personnel development system life cycle management functions.
n. Integrate total Army planning for manpower mobilization and wartime individual replacement operations in
support of anticipated requirements for contingency operations.
o. Plan, budget, and execute personnel support for structure initiatives and new equipment fielding.
p. Ensure the U.S. Army Personnel Information Systems Directorate (PERSINSD) provides responsive information mission area support for peacetime, mobilization, deployment, and war-fighting in sustaining base and tactical areas.
The Director, PERSINSD will—
(1) Provide automated personnel data systems support as required.
(2) Maintain, monitor, direct, and implement actions pertaining to the credibility and accuracy of data on all HRCsystems within the Systems of Systems Architecture for the DCS, G–1.
2–4. The Surgeon General
The Surgeon General. The Surgeon General, in coordination with the Commander, HRC, will exercise personnel management authority over AMEDD officers (except general officers) in their special branches based on an existing memorandum of understanding (MOU). The Surgeon General will—
a. Designate the AMEDD officer initial branch and medical functional area (MFA) to meet Army requirements.
Individual preferences will be considered.
b. Develop and execute professional development policy for AMEDD officers
2–5. Deputy Chief of Staff, G–2
Deputy Chief of Staff, G–2. The DCS, G–2 will—
a. In coordination with DCS, G–1 and ASA(M&RA) develop, implement, manage, sustain, and evaluate the DCIPS.
b. Coordinate with the Under Secretary of Defense for Personnel and Readiness, the Under Secretary of Defense for Intelligence, the Director of National Intelligence, and other intelligence community agencies and activities in the establishment, implementation, management, and sustainment of civilian personnel programs.
c. Act as personnel developer for foreign languages and the enlisted special qualification identifier (SQI) of "L." Within the DCS, G–2, the Army Foreign Language Proponency Office (DAMI-OPO), performs this function.
2–6. Commanding General, U.S. Army Family and Morale, Welfare and Recreation Command
Commanding General, U.S. Army Family and Morale, Welfare and Recreation Command. The CG, USAFMWRC is responsible for the Morale, Welfare, and Recreation (MWR) Personnel Development Program. The CG, USAFMWRC will—
a. Participate in the development of personnel systems guidance established by DCS, G–1 and the Civilian Human Resources Agency, and publish MWR-unique personnel guidance consistent with Army policy.
b. Provide information and assistance on the civilian MWR Personnel Development Program.
c. Provide technical guidance and assistance, data, reports, and special requirements to personnel developers to enable them to perform the eight personnel development system life cycle management functions for MWR civilian personnel.
d. Develop and implement personnel management programs that improve the MWR nonappropriated fund (NAF) workforce and enhance the delivery of quality MWR programs within the MWR functional areas consistent with Army policy.
e. Serve as the coordination point with personnel developers for MWR civilian personnel.
2–7. Chief Information Officer/G–6
Chief Information Officer/G–6. The CIO/G–6 exercises authority for strategic hiring, training and professional development of the information technology civilian workforce.
2–8. Chief, National Guard Bureau
Chief, National Guard Bureau. The Chief, NGB, through the Director, ARNG, will operate the ARNG personnel system, participate in the development of personnel systems guidance established by HRC in accordance with policy outlined in appropriate Army regulations, and publish ARNG-unique personnel guidance when ARNG units are not in Active Federal Service in the strength of the Army. Ensure personnel developers are provided with historical data (for example, MOS, historical date), reports, and special requirements that will enable them to perform the eight personnel development system life cycle management functions.
2–9. Chief, Army Reserve
Chief, Army Reserve. The CAR will operate the Army Reserve personnel system and participate in the development of personnel systems guidance established by HRC in accordance with policy outlined in appropriate Army regulations. Ensure personnel developers are provided with historical data (for example, MOS, historical date), reports, and special requirements that will enable them to perform the eight personnel development system life cycle management functions.
2–10. Chief of Public Affairs
Chief of Public Affairs. The CPA exercises personnel management authority of Army civilian and military personnel in the Public Affairs FA and CMF. The CPA is the Functional Chief and personnel developer for Army Public Affairs.
2–11. Chief of Chaplains and The Judge Advocate General
Chief of Chaplains and The Judge Advocate General. The Chief of Chaplains and The Judge Advocate General (TJAG) will exercise personnel management authority over officer and warrant officer personnel (excluding general officers) in their special branches. In addition, TJAG will also exercise personnel management authority over all civilian legal positions.
2–12. Commanding General, U.S. Army Training and Doctrine Command
Commanding General, U.S. Army Training and Doctrine Command. The CG, TRADOC through the Deputy Chief of Staff, G–3/5/7 (DCS, G–3/5/7) Leader Development and Education Directorate, exercises oversight of the personnel development system for those branches, FAs, CMFs, and skills assigned to any TRADOC subordinate command, center, school, or activity and over the U.S. Army Accessions Command (USAAC), a subordinate organization.
Specifically, the CG, TRADOC will—
a. Assign specific initiatives, issues, responsibilities, and studies to TRADOC personnel developers and USAAC.
b. Monitor, coordinate, and participate in HQDA-directed or TRADOC-initiated personnel management studies.
c. Ensure TRADOC subordinate personnel developers fully coordinate their actions with other personnel developers
and agencies to ensure integration of DOTMLPF considerations.
d. Resolve any conflicting issues among TRADOC personnel developers.
2–13. Commanding General, U.S. Army Combat Readiness Center
U.S. Army Combat Readiness Center. The CG, USACRC, in support of the ARSTAF, will—
a. Assess the implementation and effectiveness of Army safety policies and procedures.
b. Assist and evaluate ACOM, ASCC, and DRU safety programs for compliance with DA safety policy.
c. Serve as focal point for coordinating and implementing policy and procedures governing the Total Army Safety Program (AR 385–10).
d. Provide safety representation to DA and DOD environmental, explosives safety, and other safety and occupational
health committees and boards and at conferences.
e. Serve as focal point for the administration and management of Army initiatives to reduce civilian occupational
injuries and illnesses.
f. Serve as focal point for coordinating and implementing policy and procedures governing the Biological Defense Safety Program and the Army Toxic Chemical Agent Safety Program, components of DOD programs for which Secretary of the Army is DOD Executive Agent.
g. Provide a chairman for the Army Reactor Safety and Health Council and serve as proponent for the Army Nuclear Reactor Health and Safety Program.
h. Serve as focal point for coordinating and implementing policy and procedures governing safety programs concerning operations in aviation, explosives, range, ionizing and non-ionizing radiation, and transportation, as well as for accident reporting.
i. Serve as focal point for coordinating and implementing policy and procedures governing system safety and to
integrate system safety in the Manpower and Personnel Integration (MANPRINT) Program.
j. Administer a program to provide safety training and education that meets the Army’s needs.
k. Conduct centralized investigations of selected Army accidents and hazardous conditions and present the results to Army leadership.
l. Manage and maintain the Army Safety Management Information System to collect, analyze, and disseminate
information on accidents to ARSTAF and ACOM, ASCC, and DRU.
m. Develop and disseminate Armywide countermeasures against accidents.
n. Develop Army policy for system safety in the materiel development, acquisition, fielding, and modification
process. Provide independent safety assessments for materiel acquisition programs in the DOD.
o. Conduct a program of safety research and analysis to identify problem areas, causal factors, and system defects; recommending countermeasures.
p. Develop and manage an Armywide multimedia safety communications program.
q. Assist the Functional Chief of the Army Safety Management Career Program in administering the program and
the centralized training of DA safety interns.
r. Represent the ARSTAF, as required, in Army Safety Program actions with the DOD, other government agencies,
allied governments, and private-sector organizations.
2–14. Commanding General, U.S. Army Accessions Command
U.S. Army Accessions Command. The CG, USAAC, will—
a. Develop and implement the Army’s advertising and marketing programs.
b. Acquire personnel for the Active Army and the USAR.
c. Serve as the TRADOC Deputy Commanding General for Initial Military Training (IMT).
2–15. Principal coordination points
Principal coordination points. The PCP are heads of agencies that have additional staff relationships with specific personnel developers. This relationship includes the following responsibilities:
a. Actively participate in the planning and execution of personnel development responsibilities for career field
b. Analyze and evaluate recommendations in the staff agency’s area of expertise and provide results to personnel
c. Advise personnel developers in technical and procedural matters pertaining to overall career field management.
d. Assist personnel developers in staff coordination essential to the Army decisionmaking process.
2–16. Functional chiefs
Functional chiefs. The FC retains career management responsibilities for career program occupations (see AR 690950). A MOU to fit individual circumstances will be negotiated between the FC and personnel developers responsible for the same occupations. The FC is responsible for providing appropriate resourcing to support MOU which exceed the scope of the personnel developer’s responsibilities as outlined in this regulation.
2–17. Coordination points
Coordination points. Coordination points are commanders or heads of ACOMs, organizations, activities, and agencies who have vested interest in a career field. They will advise and assist personnel developers, as appropriate, in carrying out career field personnel development system life cycle management responsibilities. Coordination points may be named by a personnel developer or designated by other appropriate authority.
2–18. Civilian Personnel Advisory Center
Civilian Personnel Advisory Center. The installation CPAC that services the personnel development office will—
a. Provide personnel developers with information and assistance with civilian personnel management.
b. Provide information to personnel developers on the relationship between civilian personnel management func-
c. Assist personnel developers in interpreting data retrieved from Army civilian personnel data systems.
2–19. Personnel developers
Personnel developers. Personnel developers are responsible for the eight personnel development system life cycle management functions for their respective functional area, branch or career fields (see para 2-21). The personnel developer executes personnel functions relative to DOTMLPF for the designated functional area or branch. Personnel developers will ensure their recommended programs do not inhibit Soldier equal opportunity and affirmative action programs within their respective branch or functional area. Personnel developers will—
a . E s t a b l i s h a s i n g l e p o i n t o f c o n t a c t r e s p o n s i b l e f o r p e r s o n n e l d e v e l o p m e n t m a t t e r s w i t h i n t h e i r r e s p e c t i v e organizations.
b. Gather and evaluate data.
c. Identify issues and initiatives.
d. Formulate alternatives.
e. Coordinate proposals affecting like occupations with other personnel developers who share responsibilities for the occupation (for example, when civilian occupational series are split among developers or when developers for the military and civilian occupations are not collocated).
f. Coordinate actions with PCP and as necessary with coordination points.
g. Coordinate proposals involving NAF employees (NAF civilian employees occupying jobs classified in a series within a proponents career field) with CG, USAFMWRC. A proposal that would either incur direct or indirect expenditure of NAF or require reimbursement for proponent services may not be implemented without the concurrence of the CG, USAFMWRC.
h. Coordinate actions pertaining to career program occupations with the appropriate civilian career program func-
i. Recommend personnel management policy changes to the DCS, G–1. Military policy recommendations will be submitted to DCS, G–1 (DAPE-PRP). Civilian policy recommendations will be submitted through DCS, G–1 (DAPE— CPZ, CG) to the ASA (M&RA). The TRADOC personnel developers will submit recommendations through Commander, TRADOC, (ATCG-TRI-VP), en route to DCS, G–1.
j. Develop actions and proposals in coordination with and assistance of CG, HRC; DCS, G–1 (DAPE-CPZ); and RC
personnel agencies, as appropriate.
k. Review and update MOS prerequisites in accordance with AR 611–1 every 3 years. Report updates and changes, if any, during the functional review process. Advise and assist Commander, HRC on all branch personnel matters except individual personnel management decisions. Review requests for exceptions to proponent developed and approved MOS prerequisites and grant waivers as appropriate.
l. Career development. Career development will—
(1) Develop their individual portion of DA Pam 600–3, DA Pam 600–4, and DA Pam 600–25 for all threecomponents. These DA pamphlets must be consistent with policy as per AR 350–1, and as established in other applicable Army Regulations. These pamphlets provide meaningful professional development guidance to assist officers; warrant officers; noncommissioned officers; their commanders; HRC; and DA Centralized Officer, Warrant Officer, and Enlisted Selection Boards in ensuring viable career progression within a branch, FA or CMF.
(2) Submit branch and functional area qualifications for entry and professional development to DCS, G–1, (DAPEMPO-D), Washington DC 20310–0300. To protect the integrity of the active duty list (ADL) and reserve active status list (RASL) DA officer selection system, personnel developers are not permitted to communicate with the boards, individual board members, or personnel involved in the board process except through DA Pam 600–3 or DA Pam 600–4. These pamphlets will be made available to each selection board by the DA Secretariat.
(3) Submit Enlisted DA Centralized Board briefing packets to Commander, TRADOC, (ATCG-TRI-VP). TheTRADOC, DCS, G–3/5/7 Leader Development and Education Directorate will ensure standardization and compliance with DA promotion guidance prior to forwarding briefing packets to the DA Secretariat, HRC.
m. Perform the following additional functions:
(1) Establish, as necessary, personnel development steering committees comprised of regular Army, ARNG, andUSAR members to assist in the performance of their mission.
(2) Ensure committees prepare and submit recommendations relating to their branch, FA, or CMF and ensure itincludes the effects on the ARNG and USAR.
(3) Determine the composition and responsibilities of their specific committees.
(4) Furnish all administrative support for the activities of their committees. Funds for travel and per diem will beprovided by the parent organization of the member.
2–20. Army National Guard Officer Personnel Managers
Army National Guard Officer Personnel Managers (OPMs). Functional designation and management by FD is not implemented in the ARNG (Compo 2) the same way as the Active Component due to force structure differences with the active Army, size of state officer inventory, and decentralization of personnel management. Branch and FA designations are the primary considerations in career management and development of ARNG officers. This management is decentralized and administered at the state level by OPM.
a. Career management for ARNG officers is controlled by DA and NGB policy and administered at the state level by authority of the State Adjutant General (AG). Duty assignments are made at the state level based upon the force structure of the state, available officers for available positions, unit readiness and geographic considerations. In addition, promotions, branch transfers, evaluations, separations, and other similar personnel actions are administered by the state within DA and NGB policy guidance. However, the personnel developer provides policy guidance and is the decision authority on branch transfers, qualifications, and award of an occupational identifier, and/or requests for constructive credit for training.
b. The State AG is responsible for the overall direction and effectiveness of the officer career management program in their respective states. This includes designation of branches, functional areas, and awarding of areas of concentration and skills as well as the operation of personnel administration and the preparation, maintenance, and dispositions of qualification records for all officers, in accordance with Army regulatory guidance. In addition, they are responsible for—
(1) Appointing the State OPM.
(2) Maintaining policies affecting all aspects of officer careers.
(3) Implementing appropriate promotions and retention policies in accordance with existing regulations.
(4) Implementing appropriate policies concerning appointment, assignment, transfer, and separation of ARNGofficers that provide for officer career development opportunities.
c. The OPM is the primary representative of the State AG in implementing and administering the officer career management program. The OPM has the primary responsibility of ensuring the various policies and regulations are administered equitably and with consideration for the human factor when possible. The OPM is the link between OPMS and the individual officer. The relationship among each officer, the various levels of personnel managers, and the OPMS is extremely important. The OPM is specifically responsible for—
(1) Serving as the principal advisor to the State AG on matters pertaining to officer personnel management.
(2) Operating the state officer career management program under the direct supervision of the director of personnel,military personnel officer, or as designated by the State AG.
(3) Ensuring that an effective counseling program is in operation to determine proper assignment potential for eachofficer.
(4) Maintaining career management records to effectively manage and control normal progression of career patternsfor each officer.
(5) Designating officer branches and FA in accordance with state inventory of officer positions.
(6) Reviewing each officer record to ensure appropriate areas of concentration (both branch and FA), skill identifiers(SI), and language identification codes (LIC) are properly awarded and recorded.
(7) Recommending appropriate education requirements in order to ensure officers are qualified for their assignedduty position.
(8) Directing and supervising annual review of all officer’s branches, FA, AOC, skills, and LIC to determine ifchanges required by new qualifications have been made.
d. The following considerations will be given to ARNG officers when designating FA:
(1) Since there may be few opportunities for ARNG officers to acquire additional qualifications, FA may bedesignated primarily based on prior assignments, education, or experience gained in a civilian occupation. Since the ARNG has little control over qualifications gained in civilian employment, minimal programming and planning in this area is possible; however, these qualifications should not be overlooked. Assignment to a FA requires qualification gained through civilian education, civilian occupation, or through appropriate qualification criteria as indicated in DA Pam 600-3.
(2) The redesignation of an officer branch and/or FA may occur more frequently in the ARNG than in the ActiveArmy as a result of reorganizations and the officer’s mobility that is governed by a civilian career. However, an officer assigned to a FA duty position must be determined qualified before the FA AOC can be awarded.
2–21. Personnel development system life cycle management functions
Personnel development system life cycle management functions. The eight personnel development system life cycle management functions are derived from the Army’s life cycle model. The definition of the eight functions and their associated personnel developer responsibilities are as follows:
a. Structure. Structure describes the personnel developer dimension of the Army’s force development function. Force development defines military capabilities and creates the force structure required to provide those capabilities. It then produces the personnel authorizations for each of the Army’s units. These authorizations are referred to as the “personnel structure.” The structure function provides the authorizations for the acquisition and distribution functions described in paragraphs b and c, below. Personnel developers will—
(1) Analyze and make recommendations on individual spaces in The Force Management System (FMS) on interchangeability coding; SI; ASI; project/personnel development skill identifier (PDSI); and LIC requirements, remarks code, branch identification, grade, MOS, AOC, civilian occupational series, and so forth.
(2) Recommend changes to the tables of organization and equipment (TOE), tables of distribution and allowances(TDA), and mobilization tables of distribution and allowances.
(3) Review TOE, MTOE, and TDA documents to ensure standardization of grade and career field coding, supportability mix between TOE/MTOE and TDA coding and recommend changes as required. Also, review and recommend changes to the PMAD and UAD to ensure correct documentation.
(4) Recommend classification criteria.
(5) Recommend and evaluate new or proposed changes to civilian classification standards.
(6) Participate in developing core documents, standardized civilian job descriptions, performance standards, andother occupationally oriented products.
(7) Establish career progression pattern by branch or FA.
(8) Evaluate the feasibility of future authorizations, by branch or FA, based on projected requirements.
(9) Evaluate the inventory levels by branch or FA after mobilization and recommended adjustments.
(10) Analyze and recommend changes to improve the alignment of career fields or functional categories.
(11) Recommend maximum percentages, by grade, to be designated into officer FA.
(12) Participate in reclassification and re-branching boards in accordance with force alignment initiatives.
b. Acquisition. Acquisition describes the function of managing the total Army end-strength. This function ensures that the Army is staffed with the proper number of people in the right grades and skills, within the manpower budget, to meet the Army’s requirements. It is significantly more complex than simply recruiting personnel. Acquisition has three important and interrelated dimensions.
(1) Manpower Management. The first dimension of acquisition develops forecasts and establishes manpower targets for accession, attrition management, retention, and promotion.
(2) Accession, Attrition and Retention Management. The second dimension converts the accession and retention targets to missions and ensures that they are effectively executed by the responsible agency.
(3) Training integration. The third dimension establishes training programs and ensures an efficient flow of trainees and students.
(4) Classification criteria. Recommend classification criteria.
(a) Recommend or determine appropriate accession criteria for officers, warrant officers, and enlisted personnel, to include maximum and minimum female content and quality distribution for enlisted accessions.
(b) Recommend or determine appropriate accession numbers by year and branch or FA and MOS by component. (c) Recommend criteria for selected recall programs in support of active duty and mobilization requirements.
(d) Review and recommend appropriate revisions to OPM minimum qualification standards for civilian occupations.
(e) Develop and recommend recruitment strategies for branch or FA.
(f) Develop and review recruiting materials and programs.
(g) Develop candidate evaluation criteria for civilian positions.
(h) Monitor the affirmative action status for assigned career fields.
(i) Use the MANPRINT program during the acquisition phase, reviewing and recommending the method used to design, develop, and/or modernize and field information and materiel systems.
(j) Reevaluate retention criteria after mobilization.
(k) Evaluate continuation, attrition, reenlistment, and retention rates of branches or FA and recommend changes to stabilize or improve retention.
(l) Recommend criteria for retention and re-branching of officers.
c. Distribution. Distribution describes the function of distributing available personnel to units based on the Army requirements and in accordance with HQDA priorities. It includes the distribution of newly trained Soldiers and the redistribution of Soldiers who are ready for a new assignment. A major focus of the distribution function is to maximize personnel readiness within the Army’s combat units and to support the development of Soldiers. In support of this, personnel developers will—
(1) Evaluate the inventory and recommend adjustments to the inventory to support authorizations and force structurechanges.
(2) With the assistance of HRC, determine number of personnel available for training by branch or FA by fiscalyear.
(3) Assess FA and officer generalist positions in which officers are participating, additional skills in which warrantofficers are participating, and secondary MOS in which enlisted Soldiers are participating.
(4) Recommend changes to Army policy relating to assignments, details, transfers, and special programs in peacetime and upon mobilization.
(5) Determine the need for civilian mobility within a career field.
(6) Recommend initiatives to counter the adverse effect on personnel serving in a space-imbalanced MOS inpeacetime and upon mobilization.
(7) Recommend policies which will ensure individual and unit stabilization.
(8) Evaluate the inventory levels by branch or FA after mobilization and recommend adjustments.
(9) Evaluate unit distribution, deployment, and other key actions related to force stabilization for the regular Army.
(10) Recommend changes to HRC for the distribution of branch and/or FA officers and enlisted Soldiers.
d. Development. Development describes the process of developing people mentally, morally, and physically. This includes both character and leadership development, education, and training. The developmental process begins with IMT, which provides an orderly transition from civilian status to military life. Thereafter, the institutional training s y s t e m a n d c h a i n o f c o m m a n d d e v e l o p s i n d i v i d u a l s t h r o u g h t r a i n i n g , e d u c a t i o n , a n d b o t h p r o f e s s i o n a l a n d self–development programs. A major focus of the function is on shaping values, attributes, skills, and minimizing dysfunctional behavior. As such, development makes a significant contribution to the promotion of the Army’s culture. Development also includes the supporting processes of evaluations, as well as selections for promotion, command opportunity, and advanced education (civilian and military). In support of this, personnel developers will—
(1) Ensure job analysis within career field, functional category, branch, or FA is conducted to identify requiredknowledge, skills, abilities, and behaviors by grade.
(2) Review and provide recommendations for Army Educational Requirements System and Training with Industrypositions by functional category, branch, or FA, grade, academic discipline and commercial industry.
(3) Identify civilian education and training opportunities available in support of functional categories and careerfield development.
(4) Recommend criteria for selecting individuals to attend education or training and approve course prerequisites intechnical MOS-producing courses in accordance with AR 614–200.
(5) Identify and recommend requirements for the development and revision of training.
(6) Determine the number of personnel requiring training by career field and set priorities for training.
(7) Ensure that training for career development is in concert with all aspects of professional development.
(8) Recommend standards for personnel who instruct in other service schools, participate in the U.S. ArmyPersonnel Exchange Program overseas, or serve in liaison positions.
(9) Identify language requirements in support of branch or FA.
(10) Establish and maintain career progression patterns and civilian professional development guidance for assignedcareer fields via the ACTEDS plans.
(11) Develop a briefing packet for assigned CMF for use by HQDA Centralized Enlisted Selection Board.
(12) Identify opportunities for development through institutional training, operational assignment, and self-development for each component, regular Army, ARNG, USAR (troop program unit, and Individual Ready Reserve).
(13) Integrate other personnel development system life cycle management functions toward the goal of maintaininga quality Army.
(14) Establish career progression patterns for branch and FA to include consideration of maximum and minimumfemale content.
(15) Conduct analysis of training and education requirements against assignment priorities.
(16) Establish and recommend changes to officer, warrant officer, enlisted, and civilian professional developmentpamphlets.
(17) Reevaluate professional development objectives upon mobilization.
(18) Link professional development to leader development across all three levels of leadership (direct, senior andstrategic).
(19) Recommend criteria for retention and re-branching of officers.
(20) Analyze the quality of the work force within a branch or FA and recommend methods of improvement.Recommend criteria for reclassification of Soldiers into branch and MOS.
(21) Determine causes and initiate or support corrective action when Equal Employment Opportunity progressappears to be inadequate.
(22) Maintain current officer career maps on proponent Homepage.
(23) Maintain Professional Development Model for each assigned enlisted MOS on the Army Training InformationArchitecture Homepage.
e. Deployment. Deployment describes the movement of troops, civilians, cargo, weapon systems, or a combination of these elements to a theater of operations using any or all types of transport. It includes mobilization, deployment, redeployment, and the evacuation and repatriation of non-combatants. In support of this, personnel developers will— (1) Provide recommendations on civilian mobilization planning and management.
(2) Evaluate the effects of mobilization on the personnel development system.
f. Compensation. Compensation describes all of the functions associated with the pay, entitlements, and benefits for Army personnel. In support of this personnel developers will—
(1) Develop concepts for the use of compensation and benefits to improve the health of the career field, branch, orFA.
(2) Recommend changes to policies relative to civilian compensation matters.
g. Sustainment. Sustainment describes how the Army attends to the well-being of its people. It includes programs directed specifically at the quality of life and the well-being of Soldiers, civilians, retirees, their Families, and the employers of RC members. It prepares Soldiers for the rigors of military operations and family separation, and encourages them to remain in the Army as a means of sustaining the force. Well-being programs have a direct impact on recruiting, retention, and the performance of Army personnel. In support of this personnel developers will— (1) Establish and maintain communication with members.
(2) Represent the professional interest of members.
(3) Foster positive attitudes toward personnel systems and programs.
(4) Consider and propose solutions to the distribution and management of personnel and units in the RC and theeffects of various uses of short and long term deployments to sustain Army operations and the effects on the career field, units, Soldiers, and their Families and employers.
h. Transition. Transition describes an integrated function focused on assisting Soldiers, Army civilians, and their families through changes associated with moving among components and/or to the private sector. In support of this, personnel developers will—
(1) Recommend selected shortage for branch or FA as an exception to separation policy.
(2) Recommend changes to analyze impact of retirement, retention, force reduction, and service obligation policiesand proposals.
(3) Recommend changes to the Personnel Transition Management Program.
(4) Determine the impact of "early out" programs on branch or FA.
2–22. Changes to career codes Changes to career codes.
a. Requests for changes in military career codes will be submitted to Office of the DCS, G–1 (DAPE-PRP-CSB), 300 Army Pentagon, Washington, DC 20310–0300 as prescribed by AR 611–1.
b. Civilian occupational series will be split among two or more proponents only when—
(1) Two or more functions within the occupational series require specialized training and development.
(2) The proponent currently designated concurs in the proposed change (exceptions are generic series; for example,GS–301).
c. The personnel developer is the commander, commandant, director or chief of an organization or agency assigned primary responsibility for providing recommendations relating to personnel development matters to the DCS, G-1 (military) or the ASA(M&RA) (civilian). These responsibilities include military functional category and civilian career field development and/or changes to personnel management policies in specific occupational career fields. Personnel developers will forward through command channels, when appropriate, to DCS, G–1 recommended changes to personnel management matters and directly coordinate those actions that cross personnel developer boundaries. Commands and agencies will adjudicate differences within their commands prior to forwarding to DCS, G–1.
2–23. Consolidated military branch, functional area, and civilian career fields and principal coordination points by personnel developer
Consolidated military branch, functional area, and civilian career fields and principal coordination points by personnel developer. See reference to listing of consolidated military and civilian career field and principal coordination point by personnel developer in DA Pam 611–21.
Army Branches, Functional Areas, and Functional Categories
This chapter governs the designation of branches as arms and services, designates functional areas, provides the basis for identifying the functions and duties which associate units and Soldiers with the branches and functional areas of the Army, and defines the functional categories to which branches and functional areas are designated. The duties and qualifications for classification of personnel in a specific occupational identifier for assignment to a position in the authorization documents are contained in DA Pam 611–21. Additionally, DA Pam 600–3 describes key developmental assignments and professional development for officers and warrant officers, DA Pam 600–4 for Army medical department officers, and DA Pam 600–25 for enlisted Soldiers.
3–2. Classification of branches
a. Basic and special branches. The branches of the Army are classified as basic branches and special branches. Branch names are used to identify Soldiers and units trained in the principal functions associated with that branch.
b. Arms and services branches. The branches of the Army are categorized as arms and services based on normal functions and roles performed by the personnel assigned to them. Certain branches are both an arm and a service.
(1) The arms are those branches whose Soldiers are primarily concerned with combat and combat support. These are further classified as combat arms and combat support.
(a) Combat arms are those branches whose Soldiers are directly involved in the conduct of actual fighting.
(b) Combat support arms are those branches whose Soldiers provide operational assistance to the combat arms.
(2) The services are those branches whose Soldiers are concerned with providing combat service support and/or administrative support to the Army.
(c) Functional areas. A FA is a group of officers, other than an arm, service, or branch, who possess tasks and skills that require significant education, training, and experience. All of the functional categories contain FA.
(d) Functional categories.
(1) Functional categories include officer branches and FA, warrant officer branches and MOS, enlisted CMF and MOS, and civilian career programs.
(2) Military functional categories are Maneuver, Fires and Effects; Operations Support; and Force Sustainment.
Appendix A References
Section I Required Publications
The Army Proponent System (Cited in para 1-1.)
DA Pam 611–21
Military Occupational Classification and Structure (Cited in paras 1-1, 2-15, 2-23, 2-24, 3-1.)
Section II Related Publications
A related publication is merely a source of additional information. The user does not have to read it to understand this regulation.
Boards, Commissions, and Committees — Committee Management
Army Knowledge Management and Information Technology Management
Force Development and Documentation-Consolidated Policies
Officer Periods of Service on Active Duty
Senior Reserve Officers’ Training Corps Program: Organization, Administration, and Training
Junior Reserve Officers’ Training Program: Organization, Administration, Operation, and Support
Chaplain Activities in the United States Army
Military Morale, welfare, and Recreation Programs and Nonappropriated Fund Instrumentalities
Nonappropriated Funds Personnel Policy
Army Training and Leader Development
The Army Safety Program
Military Personnel Management
Officer Transfers and Discharges
Active and Reserve Components Enlistment Program
Manpower and Personnel Integration (MANPRINT) in the System Acquisition Process
Military Occupational Classification Structure Development and Implementation
Initial Entry/Prior Service Trainee Support
Enlisted Soldiers for Training and Assignment
Training of Military Personnel at Civilian Institutions
Army Continuing Education System
Physical Evaluation for Retention, Retirement, or Separation
General Personnel Provisions
Position Classification, Pay and Allowances
Personnel Relations and Services
Commissioned Officers - Federal Recognition and Related Personnel Actions
Enlisted Personnel Management and Fiscal Year (FY) Enlisted Criteria Memorandum (ECM)
DA Pam 165–17
Chaplain Personnel Management
DA Pam 600–3
Commissioned Officer Professional Development and Career Management
DA Pam 600–4
Army Medical Department Officer Development and Career Management
DA Pam 600–8
Military Personnel Management and Administrative Procedures
DA Pam 600–25
U.S. Army Noncommissioned Officer Professional Development Guide
Army Planning and Orders Production
Government Organizations and Employee
Information Technology Management
Section III Prescribed Forms
This section contains no entries.
Section IV Referenced Forms
This section contains no entries.
Appendix B Memorandum of the Charter for the Officer Personnel Management System, Council of Colonels, and General Officer Steering Committee
B–1. The Officer Personnel Management System, Council of Colonels, and General Officer Steering Committee
The Officer Personnel Management System, Council of Colonels, and General Officer Steering Committee provide integrating forums for sustaining a flexible, responsive officer management system focused on developing officers with functionally relevant competencies to meet the needs of the Army and the Nation throughout the 21st century.
B–2. Organizations and Voting Membership See figure B-1 for all charter members.
Figure B–1. Charter for the Officer Personnel Management System, Council of Colonels, and General Officer Steering
Figure B–1. Charter for the Officer Personnel Management System, Council of Colonels, and General Officer Steering
Figure B–1. Charter for the Officer Personnel Management System, Council of Colonels, and General Officer Steering
Figure B–1. Charter for the Officer Personnel Management System, Council of Colonels, and General Officer Steering
Figure B–1. Charter for the Officer Personnel Management System, Council of Colonels, and General Officer Steering
Figure B–1. Charter for the Officer Personnel Management System, Council of Colonels, and General Officer Steering
1 JFCOM is a charter member based on their role in officer education; other COCOMs are not members
2 USACC is not an MSO of TRADOC but is a standing charter member based on their role in officer accessions
3 TRADOC MSOs serving as Army or Branch Proponents are listed by branch or functional area here; organizational titles are in accordance with AR 522 and TRADOC policy, for example, “Infantry” proponent listed here means Commanding General, United States Army Infantry Center and Fort Benning, Commandant, United States Army Infantry School, and Chief of Infantry.
4 MANCEN and SSI representatives vote only in their roles as Army or Branch Proponents (no separate vote); CASCOM representatives vote separately, as the FA90 proponent.
Figure B–1. Charter for the Officer Personnel Management System, Council of Colonels, and General Officer Steering Committee—Continued
22 AR 600–3 • 26 February 2009
Section I Abbreviations
Army Civilian Personnel System
Army Civilian Training, Education, and Development System
Assistant Deputy Chief of Staff, G-1
active duty list
Active Federal Service
State Adjutant General
Assistant G-1 for Civilian Personnel Policy
advance individual training
Army Medical Department
area of concentration
Army National Guard
Assistant Secretary of the Army (Manpower and Reserve Affairs)
Army Service Component Command
additional skill identifier
Basis of Issue Plan
Basic Officer Leader Course
Chief, Army Reserve
Chief Information Officer/G-6
career management field
Council of Colonels
Chief of Public Affairs
Civilian Personnel Advisory Center
Civilian Personnel Management System
Civilian Personnel Operations Center
command sergeant major
Department of the Army
Department of the Army Defense Civilian Intelligence Personnel System
Defense Civilian Personnel Data System
Deputy Chief of Staff, G-1
Deputy Chief of Staff, G-2
Deputy Chief of Staff, G-3/5/7
doctrine, organizations, training, materiel, leadership and education, personnel, and facilities
Directing Reporting Unit
Enlisted Personnel Management System
General Officer Steering Committee
Headquarters, Department of the Army
U.S. Army Human Resources Command
initial military training
Information Technology Management
language identification code
manpower and personnel integration
medical functional area
Military Occupational Classification Structure
military occupational specialty
memorandum of understanding
morale, welfare, and recreation
National Guard Bureau
Office of the Chief, Army Reserve
Office of the Deputy Chief of Staff, G-1 OPM
Officer Personnel Manager
Officer Personnel Management System
principal coordination point
Personnel Development System
Program Evaluation Group
U.S. Army Personnel Information Systems Directorate
personnel management authorization document
sergeant first class
special qualification identifier
tables of distribution and allowances
The Judge Advocate General
tables of organization and equipment
U.S. Army Training and Doctrine Command
The Surgeon General
updated authorization document
U.S. Army Accessions Command
U.S. Army Combat Readiness Center
U. S. Army Family and Morale, Welfare and Recreation Command
U. S. Army Reserve
Section II Terms
Area of concentration
A requisite area of expertise (subdivision) within a branch or functional area.
Army Career Alumni Program
A program developed to provide a comprehensive system to assist personnel leaving the Army with care and dignity while retaining quality. The program is targeted to serve Army Soldiers and civilians and their Family Members.
Army Civilian Training, Education, and Development System (ACTEDS)
The Armywide training and career management system that develops technical, professional, and leadership knowledge, skills, and abilities in civilian members as they progress from entry-level to supervisory, managerial, and executive positions.
A grouping of officers that comprises an arm or a service of the Army in which an officer is commissioned or transferred, trained, developed, and promoted. All officers hold a single branch designation and may serve repetitive and progressive assignments associated with the branch. Branches of the Army are: Adjutant General, Air Defense Artillery, Armor, Aviation, Civil Affairs, Chemical, Engineer, Finance, Field Artillery, Infantry, Logistics, Military I n t e l l i g e n c e , M i l i t a r y P o l i c e , O r d n a n c e , P s y c h o l o g i c a l O p e r a t i o n s , Q u a r t e r m a s t e r , S i g n a l , S p e c i a l F o r c e s a n d
Branch/Functional Area Generalist Position
A position that may be filled by any officer regardless of branch or functional area designation. These positions are further defined as officer generalist and combat arms generalist positions. (NOTE: Previously termed immaterial positions. Applies to only the Army Competitive Category.)
Combat Arms Generalist Position
A duty position requiring a broad understanding of combined arms doctrine, training and force structure. A combat arms generalist position is not identified with one specific branch or functional area, but is limited to officers whose branches are Infantry, Armor, Field Artillery, Air Defense Artillery, Aviation, Special Forces, and Corps of Engineers. These positions are documented in The Army Authorization Document System (Redesign) with code 02A. (Note: Previously termed combat arms immaterial positions.)
A group of commissioned officers who compete among themselves for promotion and, if selected, are promoted in rank order as additional officers in the higher grade are needed in the competitive category. Competitive categories are listed below.
1. Army (includes 3 Functional Categories: Maneuver, Fires and Effects, Operations Support and Force Sustainment).
2. Maneuver, Fires and Effects consists of Branches, Functional Areas and MOSs.
3. Operations Support consists of Branches, Functional Areas and MOSs.
4. Force Sustainment consists of Branches and MOSs.
5. Army Nurse Corps.
6. Medical Service Corps.
7. Veterinary Corps.
8. Army Medical Specialist Corps (combined with Medical Corps for promotion above grade colonel).
9. Medical Corps.
10. Dental Corps.
11. Judge Advocate General’s Corps (including first lieutenants not members of The Judge Advocate General’s Corpsbut participating in the Army General Counsel’s Honors Program).
12. Chaplain’s Corps.
The requirement to coordinate with specific coordination points when handling actions pertaining to specific career fields.
Service schools or other Army schools that are organizationally or physically separated from personnel developers and are assigned educational responsibilities for selected fields for which they are not the proponent.
A grouping of officers (other than arm, service, or branch) that possesses an interrelated number of tasks or skills which usually require significant education, training, and experience.
A specific grouping of functionally related officer, warrant officer, enlisted and civilian positions into management categories having a common mission area. Functional categories consist of officer branches and functional areas, warrant officer and enlisted military occupational specialties and civilian occupational series. There are three Functional Categories: Maneuver, Fires and Effects; Operations Support; and Force Sustainment. (The term career field in lower case is a generic term commonly used by military and civilian personnel when referring to their branch, functional area, military occupational specialty or civilian occupational series.)
An Army leader, normally a member of the Army Staff, ACOM or DRU commander, or a member of the Secretariat, designated by the DA G-1 to carry out career management responsibilities for assigned career programs, in accordance with AR 690-950.
Officer Generalist Position
A duty position requiring a broad understanding of Army leadership, doctrine, policy, force structure and management. An officer generalist position is not identified with or limited to one specific branch or functional area, but indicates that any officer may be assigned to the position. These positions are documented in The Army Authorization Document System (Redesign) with code O1A. (NOTE: Previously termed branch immaterial positions.)
The process of determining adjustments in accession, training, reclassification, incentive programs for specific MOSs, grades and fields necessary to balance the force in accordance with annual guidance.
Series of classes
An occupational type-of-work grouping that consists of all positions in a particular kind of work. Positions within a series are similar with respect to subject matter of the work and exist for all grade levels appropriate for the kind of work. A series may be thought of as including the normal steps in the line of promotion for a particular kind of work; for example, the Medical Biology Technician or the Structural Engineer series.
A specialized capacity necessary to perform duties of a specific position which may require significant education, training, and experience. A skill may be related to more than one branch/functional area/MOS/occupational series. An individual may have more than one skill.
A grouping of branches and officers primarily concerned with providing combat service support and/or administration to the Army as a whole, but managed separately from combat service support branches. Special branches include— AMEDD, Chaplain’s Corps, and Judge Advocate General’s Corps.
Section III Special Abbreviations and Terms
This section contains no entries.
UNCLASSIFIED PIN 003341–000Sours: http://milreg.com/File.aspx?id=324
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List of United States Army careers
Wikipedia list article
The United States Army uses various personnel management systems to classify soldiers in different specialties which they receive specialized and formal training on once they have successfully completed Basic Combat Training (BCT).
Enlisted soldiers are categorized by their assigned job called a Military Occupational Specialty (MOS). MOS are labeled with a short alphanumerical code called a military occupational core specialty code (MOSC), which consists of a two-digit number appended by a Latin letter. Related MOSs are grouped together by Career Management Fields (CMF). For example, an enlisted soldier with MOSC 11B works as an infantryman (his MOS), and is part of CMF 11 (the CMF for infantry).
Commissioned officers are classified by their area of concentration, or AOC. Just like enlisted MOSCs, AOCs are two digits plus a letter. Related AOCs are grouped together by specific branch of the Army or by broader in scope functional areas (FA). Typically, an officer will start in an AOC of a specific branch and move up to an FA AOC.
Warrant officers are classified by warrant officer military occupational specialty, or WOMOS. Codes consists of three digits plus a letter. Related WOMOS are grouped together by Army branch.
The Army is currently restructuring its personnel management systems, as of 2019. Changes took place in 2004 and continued into 2013. Changes include deleting obsolete jobs, merging redundant jobs, and using common numbers for both enlisted CMFs and officer AOCs (e.g. "35" is military intelligence for both officers and enlisted).
Immaterial & Personnel Special Reporting Codes
- 00A Duties Unassigned
- 00B General Officer
- 00C Relieved from Duty; Sick in Hospital or Quarters
- 00D Newly Commissioned Officers Awaiting Entry on Active Duty for Officer Basic Course Attendance
- 00E Student Officer
- 01A Officer Generalist
- 01B Aviation/Infantry/Armor/MI Immaterial
- 01C Chemical/Engineer/MP Immaterial
- 01D Army Financial Management/Adjutant General immaterial
- 02A Combat Arms Generalist
- 02B Infantry/Armor Immaterial
- 02C Infantry/Armor/Field Artillery/Engineer Immaterial
- 03A Infantry/Armor Immaterial
- 05A Army Medical Department
- 09G Army National Guard (ARNG) on Active Duty Medical Hold
- 09H US Army Reserve (USAR) on Active Duty Medical Hold
- 001A Unqual in Auth WO MOS
- 002A Patient
- 003A Student
- 004A Duties Unassigned
- 011A Brch/MOS Immaterial
- 019G Army National Guard on Active Duty Medical Hold
- 019H US Army Reserve on Active Duty Medical Held
Infantry Branch (IN)
- 11B Infantryman (includes soldiers formerly designated 11M [Mechanized] and 11H [Anti-armor]) 11B Infantryman is the basic infantry soldier MOS of the US Army.
- 11C Indirect Fire Infantryman (Mortarman)
- 11X Undetermined Infantry (Open Enlistment Option, B/C determined during training.)
- 11Z Infantry Senior Sergeant
Corps of Engineers Branch (EN)
- Prior to 1999, the Engineer designations were 12 series and 83 series.
- In 1999, CMF 83 changed to CMF 51.
- In 2004, CMF 51 changed to CMF 21.
- In 2004, the engineer designation changed from 12 to 21.
- In 2009, the engineer designation was changed again, from CMF 21 to CMF 12.
- In 2013, the engineer officer designations 12B (Combat Engineer) and 12D (Facilities/Contract Construction Management Engineer (FCCME)) were consolidated into 12A.
- 12A Engineer; General Engineer
- 120A Construction Engineer Technician
- 125D Geospatial Information Technician
- 12A Engineer Senior Sergeant
- 12B Combat Engineer
- 12C Bridge Crewmember
- 12D Diver
- 12G Quarrying Specialist (RC)
- 12H Construction Engineering Supervisor
- 12K Plumber
- 12M Firefighter
- 12N Horizontal Construction Engineer
- 12P Prime Power Production Specialist
- 12Q Power Line Distribution Specialist (RC); No longer in use
- 12R Interior Electrician
- 12T Technical Engineer
- 12V Concrete and Asphalt Equipment Operator; No longer in use
- 12W Carpentry and Masonry Specialist
- 12X General Engineering Supervisor
- 12Y Geospatial Engineer
- 12Z Combat Engineering Senior Sergeant
Field Artillery Branch (FA)
- 131A Field Artillery Technician
Air Defense Artillery Branch (ADA)
- 140A Command and Control Systems Integrator
- 140K Air And Missile Defense (AMD) Tactician
- 140L Air and Missile Defense (AMD) Technician (Patriot Systems Technician)
- 140Z Air Defense Artillery (ADA) Immaterial
- 14E PATRIOT Fire Control Enhanced Operator/Maintainer
- 14G Air Defense Battle Management System Operator
- 14H Air Defense Enhanced Early Warning System Operator
- 14P Air and Missile Defense Crewmember
- 14S Avenger Crew Member
- 14T PATRIOT Launching Station Enhanced Operator/Maintainer
- 14Z Air Defense Artillery (ADA) Senior Sergeant
Aviation Branch (AV)
- 15A Aviation Officer
- 15B Aviation Combined Arms Operations
- 15C Aviation All-Source Intelligence Officer
- 15D Aviation Maintenance Officer
- 150A Air Traffic and Air Space Management Technician
- 150U Unmanned Aircraft Systems Operations Technician
- 151A Aviation Maintenance Technician (Nonrated)
- 152C OH-6 Pilot
- 152E AH-64E Attack Pilot
- 152F AH-64A Attack Pilot
- 152G AH-1 Attack Pilot (RC)
- 152H AH-64D Attack Pilot
- 153A Rotary Wing Aviator (Aircraft Nonspecific)
- 153B UH-1 Pilot (RC)
- 153D UH-60 Pilot
- 153DD UH-60 MEDEVAC Pilot
- 153E MH-60 Pilot
- 153L UH-72A Pilot
- 153M UH-60M Pilot
- 154C CH-47D Pilot
- 154E MH-47 Pilot
- 154F CH-47F Pilot
- 155A Fixed Wing Aviator (Aircraft Nonspecific)
- 155E C-12 Pilot
- 155F Jet Aircraft Pilot (C-20F/J, )
- 155G O-5A/EO-5B/RC-7 Pilot
- 15B Aircraft Powerplant Repairer
- 15C MQ-1 Operator
- 15D Aircraft Powertrain Repairer
- 15E Unmanned Aircraft Systems Repairer
- 15F Aircraft Electrician
- 15G Aircraft Structural Repairer
- 15H Aircraft Pneudraulics Repairer
- 15K Aircraft Components Repair Supervisor
- 15M MQ-1 Repairer
- 15N Avionic Mechanic
- 15P Aviation Operations Specialist
- 15Q Air Traffic Control Operator
- 15R AH-64 Attack Helicopter Repairer
- 15T UH-60 Helicopter Repairer
- 15U CH-47 Helicopter Repairer
- 15V Observation/Scout Helicopter Repairer (RC)
- 15W Unmanned Aerial Vehicle Operator
- 15X AH-64A Armament/Electrical/Avionics Systems Repairer
- 15Y AH-64D Armament/Electrical/Avionic Systems Repairer
- 15Z Aircraft Maintenance Senior Sergeant
Cyber Branch (CY)
- 17A Cyber Warfare Officer
- 17B Cyber Electromagnetic Activities Officer - Electronic Warfare
- 17D Cyber Capabilities Development Officer
- 170A Cyber Operations Technician
- 170B Cyber Electromagnetic Activities Technician - Electronic Warfare
- 170D Cyber Capabilities Developer Technician
- 17C Cyber Operations Specialist
- 17E Electronic Warfare Specialist
Special Forces (SF)
- 180A Special Forces Warrant Officer - WO1-CW5
- 18B Special Forces Weapons Sergeant - SGT-SFC
- 18C Special Forces Engineer Sergeant - SGT-SFC
- 18D Special Forces Medical Sergeant - SGT-SFC
- 18E Special Forces Communications Sergeant - SGT-SFC
- 18F Special Forces Intelligence Sergeant - SFC
- 18X Special Forces Candidate
- 18Z Special Forces Senior Sergeant - MSG-CSM
Armor Branch (AR)
Signal Corps Branch (SC)
- 255A Information Services Technician
- 255N Network Management Technician
- 255S Information Protection Technician
- 255Z Senior Network Operations Technician
Information Network Engineering Functional Area (FA 26)
Effective 1 October 2016, Functional Areas 24 and 53 were merged into FA 26.
- 26A Network Systems Engineer (formerly Functional Area 24A, Telecommunications Systems Engineer)
- 26B Information Systems Engineer (formerly Functional Area 53A, Information Systems Manager)
- 26Z Senior Information Network Engineer (26A and 26B merge at O6 to 26Z)
Judge Advocate General Branch (JA)
Information Operations Functional Area (FA 30)
- 30A Information Operations Officer
Military Police Branch (MP)
- 31B Military Police
- 31D CID Special Agent
- 31E Internment/Resettlement Specialist
- 31K Working Dog Handler
Strategic Intelligence Functional Area (FA 34)
- 34A Strategic Intelligence Officer
Military Intelligence Branch (MI)
- 350F All Source Intelligence Technician
- 350G Imagery Intelligence Technician
- 351Z Attaché Technician
- 351L Counterintelligence Supervisory Special Agent
- 351M Human Intelligence Collection Technician
- 351Y Area Intelligence Technician
- 352N Signal Intelligence Analysis Technician
- 352S Signals Collector Technician
- 353T Intelligence Systems Maintenance Technician
- 09L Interpreter/Translator
- 35F Intelligence Analyst
- 35G Geospatial Intelligence Imagery Analyst
- 35L Counterintelligence Special Agent
- 35MHuman Intelligence Collector
- 35N Signals Intelligence Analyst
- 35P Cryptologic Linguist
- 35Q Cryptologic Network Warfare Specialist
- 35S Signals Collector/Analyst
- 35T Military Intelligence Systems Maintainer/Integrator
- 35V Signals Intelligence Senior Sergeant/Chief Signals Intelligence Sergeant
- 35X Intelligence Senior Sergeant/Chief Intelligence Sergeant
- 35Y Chief Counterintelligence/Human Intelligence Sergeant
- 35Z Signals Intelligence (Electronic Warfare) / Senior Sergeant/ Chief
Finance & Comptroller Branch (FC)
- 36B Financial Management Technician
Psychological Operations Branch (PO)
- 37A Psychological Operations
- 37F Psychological Operations Specialist
Civil Affairs Branch (CA)
- 38A Civil Affairs Officer
- 38G Military Government Specialist
- 38B Civil Affairs Specialist
Space Operations Functional Area (FA 40)
- 40A Space Operations
- 40C Army Astronaut
Adjutant General Corps (AG)
- 42B Human Resources Officer
- 42C Army Bands
- 42H Senior Human Resources Officer
- 420A Human Resources Technician
- 420C Bandmaster
- 42A Human Resources Specialist
- 42R Musician
- 42S Special Band Member
- 79R Recruiter Noncommissioned Officer
- 79S Career Counselor
- 79T Recruiting and Retention NCO (ANG)
- 79V Army Reserve Career Counselor (USAR)
Public Affairs Functional Area (FA and CMF 46)
- 46S Public Affairs Mass Communications Specialist
- 46Z Chief Public Affairs NCO
Academy Professor Functional Area (FA 47)
- 47A USMA, Professor
- 47C USMA, Professor of English
- 47D USMA, Professor of Electrical Engineering and Computer Science
- 47E USMA, Professor of Law
- 47F USMA, Professor of Systems Engineering
- 47G USMA, Professor of Foreign Languages
- 47H USMA, Professor of Physics
- 47J USMA, Professor of Social Sciences
- 47K USMA, Professor of History
- 47L USMA, Professor of Behavioral Sciences and Leadership
- 47M USMA, Professor of Chemistry
- 47N USMA, Professor of Mathematical Sciences
- 47P USMA, Professor of Geography and Environmental Engineering
- 47Q USMA, Professor and Associate Dean
- 47R USMA, Professor of Civil and Mechanical Engineering
- 47S USMA, Professor of Physical Education
- 47T USMA, Professor of Leader Development and Organizational Learning
- 47U USMA, Professor of Military Art and Science
- 47V USMA, Professor of Army Cyber
Foreign Area Officer Functional Area (FA 48)
- 48B Latin America
- 48C Europe (no longer used -- these officers are now designated 48E)
- 48D South Asia
- 48E Eurasia
- 48F China
- 48G Mideast/North Africa
- 48H Northeast Asia
- 48I Southeast Asia
- 48J Africa, South of the Sahara
- 48X Foreign Area Officer
Operations Research/Systems Analysis (ORSA) Functional Area (FA 49)
- 49A Operations Research/Systems Analysis
- 49W Trained, ORSA
- 49X Untrained, ORSA
Force Management Functional Area (FA 50)
Army Acquisition Corps (FA and CMF 51)
- 51A Program Management
- 51C Contract Management
- 51R Systems Automation Acquisition and Engineering
- 51S Research and Engineering
- 51T Test and Evaluation
- 51Z Acquisitions
- 51C Acquisition, Logistics & Technology (AL&T) Contracting NCO
Nuclear and Counter WMD Functional Area (FA 52)
- 52B Nuclear and Counter WMD Officer
Simulation Operations Functional Area (FA 57)
- 57A Simulation Operations Officer
Chaplain Branch (CH)
- 56A Command and Unit Chaplain
- 56D Clinical Pastoral Educator
- 56X Chaplain Candidate
Army Marketing Functional Area (FA 58)
Strategic Plans and Policy Functional Area (FA 59)
Medical Department Branches
Medical Corps Branch (MC)
Dental Corps Branch (DC)
Veterinary Corps Branch (VC)
- 64A Field Veterinary Service
- 64B Veterinary Preventive Medicine
- 64C Veterinary Laboratory Animal Medicine
- 64D Veterinary Pathology
- 64E Veterinary Comparative Medicine
- 64F Veterinary Clinical Medicine
- 64Z Senior Veterinarian (Immaterial)
Medical Specialist Corps Branch (SP)
- 65A Occupational Therapy
- 65B Physical Therapy
- 65C Dietitian
- 65D Physician Assistant
- 65X Specialist Allied Operations
Nurse Corps Branch (AN)
- 66B Public Health Nurse
- 66C Psychiatric/Mental Health Nurse
- 66E Perioperative Nurse
- 66F Nurse Anesthetist
- 66G Obstetrics and Gyneco
- 66H Medical-Surgical Nurse
- 66N Generalist Nurse
- 66P Family Nurse Practitioner
- 66R Psychiatric Nurse Practitioner
- 66S Critical Care Nurse
- 66T Emergency Room Nurse
- 66W Certified Nurse Midwife
Medical Service Corps Branch (MS)
- 68A Biomedical Equipment Specialist
- 68B Orthopedic Specialist
- 68C Practical Nursing Specialist-(LPN/LVN)
- 68D Operating Room Specialist
- 68E Dental Specialist
- 68F Physical Therapy Specialist
- 68G Patient Administration Specialist (formerly 71G)
- 68H Optical Laboratory Specialist
- 68J Medical Logistics Specialist
- 68K Medical Laboratory Specialist
- 68L Occupational Therapy Specialist
- 68M Nutrition Care Specialist
- 68N Cardiovascular Specialist
- 68P Radiology Specialist
- 68Q Pharmacy Specialist
- 68R Veterinary Food Inspection Specialist
- 68S Preventive Medicine Specialist
- 68T Animal Care Specialist
- 68U Ear, Nose, and Throat (ENT) Specialist
- 68V Respiratory Specialist
- 68W Combat Medic Specialist
- 68X Behavioral Health Specialist
- 68Y Eye Specialist
- 68Z Chief Medical NCO
Health Services FA
- 70A Health Care Administration
- 70B Health Services Administration
- 70C Health Services Comptroller
- 70D Health Services Systems Management
- 70E Patient Administration
- 70F Health Services Human Resources
- 70H Health Services Plans, Operations, Intelligence, Security, and Training
- 70K Health Services Materiel
Laboratory Sciences FA
Preventive Medicine Sciences FA
Behavioral Sciences FA
Chemical Corps (CM)
- 740A Chemical, Biological, Radiological and Nuclear (CBRN) Warrant Officer
- 74D Chemical, Biological, Radiological and Nuclear (CBRN) Specialist (formerly 54E)
As of 1 Jan 2008, all officers from Quartermaster, Transportation and Ordnance branches who have attended the Captain's Career Course, with the exception of EOD officers (89E), are transitioned to the Logistics branch.
- 90A Multifunctional Logistician (LG)
Transportation Branch (TC)
- 88A Transportation, General
- 88B Traffic Management
- 88C Marine and Terminal Operations
- 88D Motor/Rail Transportation
- 880A Marine Deck Officer
- 881A Marine Engineering Officer
- 882A Mobility Officer
- 88H Cargo Specialist
- 88K Watercraft Operator
- 88L Watercraft Engineer
- 88M Motor Transport Operator
- 88N Transportation Management Coordinator
- 88P Railway Equipment Repairer (RC)
- 88T Railway Section Repairer (RC)
- 88U Railway Operations Crew Member (RC)
- 88Z Transportation Senior Sergeant
Ammunition CMF, Mechanical Maintenance CMF & Ordnance Branch (OD)
- 89E Explosive Ordnance Disposal Officer
- 91A Materiel Maintenance and Munitions Management Officer
- 890A Ammunition Warrant Officer
- 913A Armament Systems Maintenance Warrant Officer
- 914A Allied Trades Warrant Officer
- 915A Automotive Maintenance Warrant Officer
- 915E Senior Automotive Maintenance Warrant Officer
- 919A Engineer Equipment Maintenance Warrant Officer
- 948B Electronic Systems Maintenance Warrant Officer
- 948D Electronic Missile Systems Maintenance Warrant Officer
- 948E Senior Electronics Maintenance Warrant Officer
- 89A Ammunition Stock Control and Accounting Specialist
- 89B Ammunition Specialist
- 89D Explosive Ordnance Disposal Specialist
- 91A M1 Abrams Tank System Maintainer (formerly 63A)
- 91B Wheeled Vehicle Mechanic (formerly 63B)
- 91C Utilities Equipment Repairer (formerly 52C)
- 91D Power Generation Equipment Repairer (formerly 52D)
- 91E Allied Trades Specialist (formerly 91E and 91W)
- 91F Small Arms/Towed Artillery Repairer (formerly 45B)
- 91G Fire Control Repairer (formerly 45G)
- 91H Track Vehicle Repairer (formerly 63H)
- 91J Quartermaster and Chemical Equipment Repairer (formerly 63J)
- 91L Construction Equipment Repairer (formerly 62B)
- 91M Bradley Fighting Vehicle System Maintainer (formerly 63T)
- 91P Self Propelled Artillery Systems Maintainer (formerly 63D)
- 91S Stryker Systems Maintainer
- 91X Maintenance Supervisor (formerly 63X)
- 91Z Senior Maintenance Supervisor (formerly 63Z)
- 94A Land Combat Electronic Missile System Repairer (formerly 27E)
- 94D Air Traffic Control Equipment Repairer
- 94E Radio & Communications Security (COMSEC) Equipment Repairer
- 94F Computer/Detection Systems Repairer
- 94H Test Measurement and Diagnostic Equipment (TMDE) Maintenance Support Specialist
- 94M Radar Repairer
- 94P Multiple Launch Rocket System (MLRS) Repairer (formerly 27M)
- 94R Avionic and Survivability Repairer
- 94S PATRIOT System Repairer
- 94T AVENGER System Repairer
- 94W Electronic Maintenance Chief
- 94X Senior Missile Systems Maintainer
- 94Y Integrated Family of Test Equipment (IFTE) Operator/Maintainer
- 94Z Senior Electronic Maintenance Chief
Quartermaster Corps Branch (QM)
- 92A Quartermaster Officer
- 92D Aerial Delivery and Materiel
- 92A Automated Logistical Specialist
- 92F Petroleum Supply Specialist
- 92G Culinary Specialist
- 92L Petroleum Laboratory Specialist
- 92M Mortuary Affairs Specialist
- 92R Parachute Rigger
- 92S Shower/Laundry and Clothing Repair Specialist
- 92W Water Treatment Specialist
- 92Y Unit Supply Specialist
- 92Z Senior Noncommissioned Logistician
- ^(2019) Five thing Army officers and units should know about the Assignment Interactive Module
- ^Michael J. Colarusso and David S. Lyle (February 2014) Senior officer talent management: fostering institutional adaptability
- ^Devon L. Suits, Army News Service (APRIL 24, 2019) Army makes big changes to centralized promotion board system
- ^ abcArmy Cyber branch offers Soldiers new challenges, opportunities, WWW.ARMY.MIL, by Fort Gordon Public Affairs Office, dated 24 November 2014, last accessed 1 February 2015
- ^ abcDepartment of the Army Pamphlet 670–1, Guide to the Wear and Appearance of Army Uniforms and InsigniaArchived 2014-05-06 at the Wayback Machine, dated 2 December 2014, last accessed 24 December 2014
- ^ abPamphlet 600–3 Commissioned Officer Professional Development and Career Management, Department of the Army, dated 3 December 2014, last accessed 28 March 2015
- ^New marketing job lets officers steward Army brand, Army.mil, by Thomas Brading (Army News Service), dated 16 December 2019, last accessed 1 January 2020
- ^[https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN18403_AD2019_25_FINAL.pdf Army Directive 2019-25 (Establishment of the Office of the Chief Army Enterprise Marketing)], Secretary of the Army Memorandum, dated 1 August 2019, last accessed 1 January 2020
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