Professional Documents
Culture Documents
Pamphlet 600–3
Personnel—General
Commissioned
Officer
Development
and Career
Management
Headquarters
Department of the Army
Washington, DC
1 October 1998
UNCLASSIFIED
SUMMARY of CHANGE
DA PAM 600–3
Commissioned Officer Development and Career Management
This pamphlet consolidates OPMS XXI changes to the Officer Personnel Management
System. Specifically, this pamphlet--
o Eliminates the separate officer skills and joint duty chapters and
incorporates that information into the introductory Officer Personnel
Management System (chap 3).
o Introduces the Captains Career Course which combines the branch advanced
course and the Combined Arms and Services Staff School (chap 3).
o Details the Career Field designation process and the use of Career Fields as a
management tool and organizes the basic branch and functional area chapters
by Career Field (chap 3).
o Adds chapters for the new functional areas: FA 24, Information Systems
Engineering; FA 30, Information Operations; FA 34, Strategic Intelligence; FA
40, Space Operations; FA 43, Human Resource Management; FA 57, Simulations
Operations; and FA 59, Strategic Plans and Policy.
o Includes the new special terms: Career Field, Career Field designation,
Career Field Coordinators, branch/functional area generalist position,
officer generalist position, combat arms generalist position, and Strategic
Human Resource Management.
Headquarters *Department of the Army
Department of the Army Pamphlet 600–3
Washington, DC
1 October 1998
Personnel—General
been extensively revised, the changed portions delegate this approval authority, in writing, to
have not been highlighted. a division chief under their supervision
Summary. This pamphlet provides qualifi- within the proponent agency who holds the
cation criteria and outlines officer develop- grade of colonel or the civilian equivalent.
ment and career management programs for
each of the Army’s career branches and func- Suggested Improvements. Users are in-
tional areas. In addition, this pamphlet vited to send comments and suggested im-
provides a summary of the special branches provements on DA Form 2028
(Judge Advocate General’s Corps, Chaplain (Recommended Changes to Publications and
Corps, and Army Medical Department). Blank Forms) directly to HQDA (DAPE-
Applicability. This pamphlet applies to the MP), WASH DC 20310-0300.
Active Army, the Army National Guard, and
the U.S. Army Reserve. This pamphlet also Distribution. Distribution of this publica-
applies during mobilization. tion is made in accordance with Initial Distri-
Proponent and exception authority. bution Number (IDN) 095449, intended for
The proponent of this pamphlet is the Deputy command levels A, B, C, D, and E for the
History. This printing publishes a revision of Chief of Staff for Personnel. The DCSPER Active Army, the Army National Guard of
this publication. Because the publication has has the authority to approve exceptions to the United States, and the U.S. Army Re-
this pamphlet that are consistent with control- serve.
ling law and regulation. The DCSPER may
UNCLASSIFIED
Contents—Continued
Key officer life cycle initiatives for Special Forces • 15–7, Chapter 21
page 80 Adjutant General Corps Branch, page 118
Special Forces Reserve Component officers • 15–8, page 81 Unique features of the Adjutant General Corps branch • 21–1,
page 118
Chapter 16 Officer characteristics required • 21–2, page 118
Engineer Branch, page 84 Critical officer developmental assignments • 21–3, page 119
Unique features of the Engineer branch • 16–1, page 84 Assignment preferences and precedence • 21–4, page 121
Officer characteristics required • 16–2, page 84 Duration of critical officer life cycle assignments • 21–5,
Critical officer developmental assignments • 16–3, page 85 page 121
Assignment preferences and precedence • 16–4, page 86 Requirements, authorizations and inventory • 21–6, page 121
Duration of critical officer life cycle assignments • 16–5, page 87 Key officer life cycle initiatives for Adjutant General Corps
Requirements, authorizations and inventory • 16–6, page 87 • 21–7, page 121
Key officer life cycle initiatives for Engineer • 16–7, page 87 Adjutant General Corps Reserve Component officers • 21–8,
Engineer Reserve Component officers • 16–8, page 87 page 122
Chapter 17 Chapter 22
Signal Corps Branch, page 91 Finance Corps Branch, page 125
Unique features of Signal Corps branch • 17–1, page 91 Unique features of Finance Corps branch • 22–1, page 125
Officer characteristics required • 17–2, page 91 Officer characteristics required • 22–2, page 125
Critical officer developmental assignments • 17–3, page 92 Critical officer developmental assignments • 22–3, page 126
Assignment preferences and precedence • 17–4, page 94 Assignment preferences and precedence • 22–4, page 127
Duration of critical officer life cycle assignments • 17–5, page 94 Duration of critical officer life cycle assignments • 22–5,
Requirements, authorizations, and inventory • 17–6, page 94 page 127
Key officer life cycle initiatives for Signal Corps • 17–7, page 94 Requirements, authorizations and inventory • 22–6, page 127
Signal Corps Reserve Component officers • 17–8, page 95 Key officer life cycle initiatives for Finance Corps • 22–7,
page 127
Chapter 18 Finance Corps Reserve Component officers • 22–8, page 128
Military Police Branch, page 98
Unique features of Military Police branch • 18–1, page 98 Chapter 23
Officer characteristics required • 18–2, page 98 Chemical Branch, page 131
Critical officer developmental assignments • 18–3, page 99 Unique features of Chemical branch • 23–1, page 131
Assignment preferences and precedence • 18–4, page 101 Officer characteristics required • 23–2, page 131
Duration of critical officer life cycle assignments • 18–5, Critical officer developmental assignments • 23–3, page 132
page 101 Assignment preferences and precedence • 23–4, page 134
Requirements, authorizations and inventory • 18–6, page 102 Duration of critical officer life cycle assignments • 23–5,
Key officer life cycle initiatives for Military Police Corps • 18–7, page 135
page 102 Requirements, authorizations and inventory • 23–6, page 135
Military Police Corps Reserve Component officers • 18–8, Key officer life cycle initiatives for Chemical Corps • 23–7,
page 102 page 135
Chemical Reserve Component officers • 23–8, page 135
Chapter 19
Military Intelligence Branch, page 107 Chapter 24
Unique features of Military Intelligence branch • 19–1, page 107 Transportation Corps Branch, page 140
Officer characteristics required • 19–2, page 108 Unique features of Transportation Corps branch • 24–1, page 140
Critical officer developmental assignments • 19–3, page 109 Officer characteristics required • 24–2, page 140
Assignment preferences and precedence • 19–4, page 109 Critical officer developmental assignments • 24–3, page 142
Duration of critical officer life cycle assignments • 19–5, Assignment preferences and precedence • 24–4, page 143
page 110 Duration of critical officer life cycle assignments • 24–5,
Requirements, authorizations and inventory • 19–6, page 110 page 144
Key officer life cycle initiatives for Military Intelligence • 19–7, Requirements, authorizations and inventory • 24–6, page 144
page 110 Key officer life cycle initiatives for Transportation Corps • 24–7,
Military Intelligence Reserve Component officers • 19–8, page 144
page 111 Transportation Corps Reserve Component officers • 24–8,
page 144
Chapter 20
Civil Affairs Branch, page 114 Chapter 25
Unique features of Civil Affairs branch • 20–1, page 114 Ordnance Corps Branch, page 149
Officer characteristics required • 20–2, page 114 Unique features of Ordnance Corps branch • 25–1, page 149
Critical officer developmental assignments • 20–3, page 115 Officer characteristics required • 25–2, page 149
Assignment preferences and precedence • 20–4, page 115 Critical officer developmental assignments • 25–3, page 150
Duration of critical officer life cycle assignments • 20–5, Assignment preferences and precedence • 25–4, page 152
page 116 Duration of critical officer life cycle assignments • 25–5,
Requirements, authorizations and inventory • 20–6, page 116 page 152
Key officer life cycle initiatives for Civil Affairs • 20–7, page 116 Requirements, authorizations and inventory • 25–6, page 152
Key officer life cycle initiatives for Ordnance Corps • 25–7,
page 152
Ordnance Corps Reserve Component officers • 25–8, page 153
Chapter 26 Key officer life cycle initiatives for Human Resource Management
Quartermaster Corps Branch, page 157 • 30–7, page 182
Unique features of Quartermaster Corps branch • 26–1, page 157 Human Resource Management Reserve Component officers
Officer characteristics required • 26–2, page 157 • 30–8, page 182
Critical officer developmental assignments • 26–3, page 158
Assignment preferences and precedence • 26–4, page 161 Chapter 31
Duration of critical officer life cycle assignments • 26–5, Comptroller Functional Area, page 186
page 161 Unique features of Comptroller functional area • 31–1, page 186
Requirements, authorizations and inventory • 26–6, page 161 Officer characteristics required • 31–2, page 186
Key officer life cycle initiatives for Quartermaster Corps • 26–7, Critical officer developmental assignments • 31–3, page 187
page 161 Assignment preferences and precedence • 31–4, page 188
Quartermaster Corps Reserve Component officers • 26–8, Duration of critical officer life cycle assignments • 31–5,
page 162 page 188
Requirements, authorizations and inventory • 31–6, page 188
Chapter 27 Key officer life cycle initiatives for Comptroller • 31–7, page 189
Psychological Operations and Civil Affairs Functional Area, Comptroller Reserve Component officers • 31–8, page 189
page 166
Unique features of Psychological Operations and Civil Affairs Chapter 32
functional area • 27–1, page 166 Academy Professor, United States Military Academy,
Officer characteristics required • 27–2, page 166 Functional Area, page 192
Critical officer developmental assignments • 27–3, page 167 Unique features of Academy Professor functional area • 32–1,
Assignment preferences and precedence • 27–4, page 168 page 192
Duration of critical officer life cycle assignments • 27–5, Officer characteristics required • 32–2, page 192
page 168 Critical officer developmental assignments • 32–3, page 193
Requirements, authorizations and inventory • 27–6, page 168 Assignment preferences and precedence • 32–4, page 193
Key officer life cycle initiatives for Psychological Operations and Duration of critical officer life cycle assignments • 32–5,
Civil Affairs • 27–7, page 168 page 193
Psychological Operations and Civil Affairs Reserve Component Requirements, authorizations and inventory • 32–6, page 193
officers • 27–8, page 169 Key officer life cycle initiatives for Academy Professor • 32–7,
page 194
Chapter 28 Academy Professor Reserve Component officers • 32–8, page 194
Multifunctional Logistician Program Functional Area,
page 173 Chapter 33
Unique features of Multifunctional Logistician Program functional Operations Research/Systems Analysis Functional Area,
page 194
area • 28–1, page 173
Unique features of Operations Research/Systems Analysis
Officer characteristics required • 28–2, page 173
functional area • 33–1, page 194
Critical officer developmental assignments • 28–3, page 174
Officer characteristics required • 33–2, page 194
Assignment preferences and precedence • 28–4, page 175
Critical officer developmental assignments • 33–3, page 195
Duration of critical officer life cycle assignments • 28–5,
Assignment preferences and precedence. • 33–4, page 197
page 175
Duration of critical officer life cycle assignments • 33–5,
Requirements, authorizations and inventory • 28–6, page 175
page 197
Key officer life cycle initiatives for Multifunctional Logistician
Requirements, authorizations and inventory • 33–6, page 197
Program • 28–7, page 175 Key officer life cycle initiatives for Operations Research/Systems
Multifunctional Logistician Program Reserve Component officers Analysis • 33–7, page 197
• 28–8, page 176 ORSA Reserve Component officers • 33–8, page 198
Part Three Chapter 34
Institutional Support Career Field, page 179 Force Management Functional Area, page 201
Unique features of Force Management functional area • 34–1,
Chapter 29 page 201
Introduction to the Institutional Support Career Field, Officer characteristics required • 34–2, page 201
page 179 Critical officer developmental assignments • 34–3, page 202
Unique features of the Institutional Support Career Field (ISCF) Assignment preferences and precedence • 34–4, page 203
• 29–1, page 179 Duration of critical officer life cycle assignments • 34–5,
Composition • 29–2, page 179 page 203
Career options • 29–3, page 179 Requirements, authorizations and inventory • 34–6, page 203
Key officer life cycle initiatives for Force Management • 34–7,
Chapter 30 page 204
Human Resource Management Functional Area, page 179 Force Management Reserve Component officers • 34–8, page 204
Unique features of Human Resource Management functional area
• 30–1, page 179 Chapter 35
Officer characteristics required • 30–2, page 180 Nuclear Research and Operations Functional Area,
Critical officer developmental assignments • 30–3, page 181 page 207
Assignment preferences and precedence • 30–4, page 181 Unique features of Nuclear Research and Operations functional
Duration of critical officer life cycle assignments • 30–5, area • 35–1, page 207
page 182 Officer characteristics required • 35–2, page 207
Requirements, authorizations and inventory • 30–6, page 182 Critical officer developmental assignments • 35–3, page 208
Assignment preferences and precedence • 35–4, page 208
Key life cycle initiatives for Simulations Operations • 44–7, Assignment preferences and precedence • 49–4, page 286
page 259 Duration of critical officer life cycle assignments • 49–5,
Simulations Operations Reserve Component officers • 44–8, page 286
page 259 Requirements, authorizations and inventory • 49–6, page 287
Key officer life cycle initiatives for Chaplain Corps • 49–7,
Part Five page 287
Operational Support Career Field, page 262 Chaplain Corps Reserve Component officers • 49–8, page 287
Chapter 45 Chapter 50
Introduction to the Operational Support Career Field, Army Medical Department, page 290
page 262 The Army Medical Department description • 50–1, page 290
Unique features of Operational Support Career Field (OSCF) Officer Personnel Management System XXI (OPMS XXI)
• 45–1, page 262 relevance • 50–2, page 290
Composition • 45–2, page 262 Army Medical Department Reserve Component officers • 50–3,
Career options • 45–3, page 262 page 290
Chapter 46 Appendix A. References, page 291
Foreign Area Officer Functional Area, page 262
Unique features of Foreign Area Officer functional area • 46–1, Glossary
page 262
Officer characteristics required • 46–2, page 263 Index
Critical officer developmental assignments • 46–3, page 264
Assignment preferences and precedence • 46–4, page 265
Duration of critical officer life cycle assignments • 46–5,
page 265
Requirements, authorizations and inventory • 46–6, page 265
Key officer life cycle initiatives for Foreign Area Officer • 46–7,
page 265
Foreign Area Officer Reserve Component officers • 46–8,
page 266
Chapter 47
Army Acquisition Corps Functional Area, page 269
Unique features of Army Acquisition Corps functional area • 47–1,
page 269
Officer characteristics required • 47–2, page 271
Critical officer developmental assignments • 47–3, page 272
Assignment preferences and precedence • 47–4, page 273
Duration of critical officer life cycle assignments • 47–5,
page 274
Requirements, authorizations and inventory • 47–6, page 274
Key officer life cycle initiatives for Army Acquisition Corps
• 47–7, page 274
Army Acquisition Corps Reserve Component officers • 47–8,
page 275
Part Six
The Special Branches, page 278
Chapter 48
Judge Advocate General’s Corps, page 278
Unique features of Judge Advocate General’s Corps • 48–1,
page 278
Officer characteristics required • 48–2, page 278
Critical officer developmental assignments • 48–3, page 279
Assignment preferences and precedence • 48–4, page 279
Duration of critical officer life cycle assignments • 48–5,
page 280
Requirements, authorization and inventory • 48–6, page 280
Key officer life cycle initiatives for Judge Advocate General’s
Corps • 48–7, page 280
Judge Advocate General’s Corps Reserve Component officers
• 48–8, page 281
Chapter 49
Chaplain Corps, page 285
Unique features of Chaplain Corps • 49–1, page 285
Officer characteristics required • 49–2, page 285
Critical officer developmental assignments • 49–3, page 286
Table 3–1
Program for Joint Education School Certification
Service/Agency School Date Certified PJE Phase Notes
3–7. Company grade development process phase attendance. Officers should aggressively pursue com-
a. Pre-branch qualification. This phase commences upon entry pletion of this phase as soon as possible after arriving at their new
on active duty and lasts to the 8th year of service (see fig 3-1). duty assignment.
Normally, officers begin development in their branch by attending (4) Functional area designation. Between the officer’s 5th and
the basic course. 6th years of service, OPMD designates the cohort year group’s
(1) Basic course. The Officer Basic Course (OBC) marks the functional areas. At the beginning of this process, officers receive a
beginning of an officer’s formal military professional development preference statement asking them to choose and prioritize their func-
training following commissioning. The branch OBC prepares offi- tional area choices. Careful scrutiny of the functional area chapters
cers for their first duty assignment and provides instruction on in this pamphlet and an assessment of personal skills will aid in
electing choices for this important career development decision.
methods for training and leading individuals, teams, squads and
Since academic degrees and disciplines weigh heavily in the selec-
platoons. Additionally, the course provides officers with a detailed
tion of a functional area, officers should ensure their official under-
understanding of equipment, tactics, organization and administration
graduate or graduate transcripts are in their files. Even after the
at the company, battery or troop level. After the basic course, some functional areas are awarded, officers will normally complete branch
officers may attend additional courses, such as airborne, ranger or qualification prior to training and assignment in their newly desig-
language, to further prepare them for their initial assignment. nated fields.
(2) Initial assignments. Branch assignment officers in OPMD (5) Branch qualification. All officers must focus their company
normally assign OBC graduates to the branch duty positions availa- grade years on branch qualification, regardless of the functional area
ble upon graduation. Included in these assignments are CONUS or and Career Field they will later enter. The value an officer brings to
overseas troop units where officers begin to hone their leadership a specialized functional area is dependent on experience gained by
skills. All junior officers should seek leadership positions in troop leading soldiers and mastering basic branch skills. Most branches
units whenever possible. Such duty helps to more fully educate prefer that an officer command at the company, battery or troop
them on Army operations and military life and will build a solid level for at least 18 months following the Captains Career Course.
foundation for future service. Unit command is the essence of leadership development at this stage
(3) Captains Career Course. Following selection for promotion of an officer’s career. Company command positions are filled by
to the grade of captain, officers normally attend the branch Captains officers who have demonstrated the potential and desire to com-
Career Course. This is the second major branch school officers mand soldiers. The number of company commands within a specific
attend before company level command. The course combines the branch may not afford all officers the opportunity to command at
instruction formerly taught in the branch Officer Advanced Course the captain level. Therefore, some proponents have specified that
(OAC) and the Combined Arms and Services Staff School (CAS3). other key staff positions are also branch qualifying. Company com-
Selected captains deemed to have demonstrated superior perform- mand opportunities are in traditional tables of organization and
ance in their basic branch may be selected to receive this training at equipment (TOE) line units or tables of distribution and allowances
schools other than their basic branch. A Field Artillery officer, for (TDA) units in training, garrison and headquarters organizations.
Some officers may receive more than one command opportunity;
example, may attend the Armor Captains Career Course. This cross
but, those cases are rare and limited by policy to specific commands
training benefits officers of both branches. All officers seeking ac-
such as ranger companies, long-range surveillance units and head-
cession into Special Forces will attend the Infantry Captains Career
quarters companies of heavy brigades. Generally, by the 8th year of
Course. The branch Captains Career Course has two phases: service, a cohort year group has achieved branch qualification. The
(a) The branch phase consists of 18 weeks of branch specific next phase of career development is heavily dependent on complet-
technical and tactical training with integrated common core instruc- ing branch qualification.
tion. This training prepares officers to command and train at the Note. (This paragraph discusses branch qualification in general. For branch
company, battery or troop level and to serve as staff officers at the unique information, refer to that branch’s chapter later in this pamphlet.)
battalion and brigade levels.
b. Post-branch qualification. Between the 8th and 12th years of
(b) The 6-week staff process phase (CAS3) prepares officers to service and after an officer is branch qualified, a number of options
function as staff officers at battalion, brigade and division level. The become available for continued career development. At this time,
course goals are to improve an officer’s ability to analyze and solve career managers at OPMD assess the officer’s developmental objec-
military problems, improve the ability to interact and coordinate as a tives for the post-branch qualification phase based on assignment
member of a staff, improve communication skills and understand patterns completed, relative manner of performance achieved, indi-
Army organizations, operations and procedures. Most officers will vidual preferences and Army requirements available for the next
go directly to the staff process phase at Fort Leavenworth in a TDY developmental stage (see fig 3-1). The types of assignments and
and return (to the branch school) status. For the remaining officers developmental patterns for this phase are as follows:
who report to their units immediately after the branch phase, the (1) Branch assignments. The range of further assignments to
gaining unit commander is responsible for scheduling their staff branch coded positions is a function of the Army’s requirements and
Table 5–1
The promotion system
Rank Tenure Retirement
5–6. Army grade structure structure with some degree of predictability. However, a relatively
The distribution of grades at major and above is controlled by Title standardized promotion flow does not occur consistently due to
10 USC and may be further constrained by Congress, the Office of expansion and contraction of the Army, changes in promotion poli-
the Secretary of the Army or the Chief of Staff, Army. Although cies and variations in officer losses each year.
Title 10 USC is subject to revision and modification, the basic
b. Title 10 USC establishes minimum TIG requirements for pro-
concept remains unchanged. In effect, the by-grade number of field
motion to the next higher grade as shown in table 5-2.
grade officers allowed depends on total officer authorized strength
levels, which are based on the total size of the Army and prescribed c. The promotion timings, as stated in Department of Defense
by the Secretary of the Army. Instruction 1320.13 are expressed in terms of the years of Active
Federal Commissioned Service (AFCS) at which promotion occurs.
5–7. Promotion flow The promotion opportunity (DOPMA rate), as stated in DODI
a. Changes in authorizations, losses and promotions to the next 1320.13, is the percentage of total selects over the eligible in-the-
higher grade create fluctuations in both the time in service (TIS) and zone population. Promotion timing and opportunity objectives are
time in grade (TIG) at which promotions occur. Under ideal circum- shown in table 5-2.
stances, each qualified officer would advance through the grade
Table 5–2
TIS, TIG, and promotion opportunity
Promote to: Timing TIG Promotion Opportunity (DODI)
(TIS)(DODI) (10 USC)
Notes:
* Officers having a date of rank to captain on or after 1 October 1987 must have completed CAS3 prior to enrolling into CGSC. (Completion of CGSC satisfies CAS3
requirement.)
7–9. Career management that he or she is progressing to the maximum level within OPMS-
a. ARNG. ARNG. The officer establishes goals and evaluates progress, making
(1) Career management for ARNG officers is conducted in ac- the adjustments necessary to achieve personal goals and professional
cordance with HQDA and NGB policy and regulations and is ad- proficiency.
ministered at the state level by authority of the adjutant general. (7) The designation of special branches and the award of AOCs
Duty assignments are made at the state level based on the force for Army Medical Department (AMEDD), Chaplain Corps, and
structure of the state, available officers, unit readiness requirements Judge Advocate General’s Corps officers is a function of HQDA. At
and geographic considerations. Promotions, branch transfers, evalua- the time of application for appointment, the state requests predeter-
tions, separations and other personnel actions are administered by mination, through NGB, of qualifications in the branch in which the
the state within HQDA and NGB policy guidance. Appointments, applicant wishes to serve. Special branch officers may be awarded
branch designations or changes and promotions require Federal rec- skill indicators if qualified and essential to the actual or potential
ognition orders issued from NGB on the recommendation of a assignment as determined by the adjutant general (see NGR 351-1).
Federal recognition board conducted at the state. Official military b. USAR.
personnel files (OPMF) for all ARNG officers are maintained at (1) Prior to the implementation of OPMS XXI, career manage-
NGB. ment in the USAR was decentralized and unfocused. USAR officers
(2) NGB is the conduit between HQDA and the states to ensure assigned to TPUs essentially managed their own careers by es-
that the objectives of OPMS are fully incorporated in OPMS- tablishing relationships with the unit and command of assignment.
ARNG. The personnel directorate at NGB assists the state adjutants Soldiers in the IRR and IMA programs relied upon the Army Re-
general and their staffs in administering OPMS-ARNG by establish- serve Personnel Center (ARPERCEN, the precursor of AR-
ing policy and guidance reflecting America’s Army systems. The PERSCOM) for administrative and personnel action support; but,
personnel directorate is the proponent for regulations, policy and there was no concerted effort to actively manage the careers of
procedures governing OPMS-ARNG. USAR officers. Under the auspices of OPMS XXI, AR-PERSCOM
(3) The state adjutants general oversee the direction and effec- is the centralized career management agency for all USAR officers
tiveness of the officer career management programs in their respec- not assigned to the Active Component. The key individual in the
tive states. This includes the designation of branches and functional career management cycle is the Career Management Officer (CMO).
areas and the awarding of AOCs, as well as the operation of person- The CMO has the duty of developing the most professionally com-
nel administration. The adjutant general appoints the state officer petent USAR officers possible by consistently providing meaningful
personnel manager (OPM), who is the primary representative of the training opportunities and assignments for officers within their areas
adjutant general in implementing and administering OPMS-ARNG. of management responsibility. Additionally, the CMO provides val-
The OPM ensures that all aspects of OPMS-ARNG are administered uable and realistic guidance through individual counseling regarding
and serves as the principal advisor to the adjutant general. The OPM the officer’s educational requirements and prospective assignments
maintains the management records, evaluates the requirements to career enhancing positions relative to his or her professional
within the state, and monitors the career development of officers development goals. Officer personnel management ensures that suf-
available to fill those requirements. The OPM manages the officer ficient numbers of highly qualified RC officers are available to meet
inventory. mobilization requirements and to assume positions of increasing
(4) Leader development should be emphasized as a primary com- responsibility. To accomplish this, the CMO ensures that the intel-
mand responsibility. Commanders at all levels assist in the adminis- lectual and professional growth of all officers meets Army needs.
tration of OPMS-ARNG by: (2) Although the CMO is a key agent in career management, the
(a) Coordinating with the state OPM to develop and properly RC officer is primarily responsible for his or her own career. The
guide the career of each officer in their command. successful management of RC officers requires a full and ongoing
(b) Recommending assignments according to the qualifications, partnership between the CMO and the officers he or she manages. It
attributes, potential and desires of their officers. is essential the lines of communication between the CMO and the
(c) Serving as mentors and conducting periodic evaluations and RC officer remain open and bi-directional at all times. In an era of
counseling. diminishing resources and downsizing, RC officers must fully un-
(d) Recommending professional development schools and derstand the requirements to remain highly competitive in the
training. ROPMA environment. Further, RC officers must take steps to
(5) Unit personnel officers, especially at the battalion level, play remain mobilization ready at all times. An RC officer who is not
a vital role in career management for ARNG officers by: mobilization ready is not an asset to the RC and will not have a
future in America’s Army.
(a) Maintaining liaison with the state OPM.
(b) Assisting officers in maintaining their records. 7–10. Career management life cycle
(c) Counseling officers concerning requirements for designation a. Lieutenant. This period of an RC officer’s career is
of branches and functional areas. predominantly developmental in nature. The officer is educated in
(d) Maintaining the Military Personnel Records Jacket. branch and leadership skills and should acquire maximum practical
(e) Making recommendations to the commander and the OPM for experience through assignment to troop units. Resident Officer
changes to the personnel status of officers. Basic Course (OBC) must be completed within 2 years of commis-
(6) The individual officer has the final responsibility for ensuring sioning for an officer to be a mobilization asset and remain in the
Table 7–2
Nonresident military schools
Non resident school Method allowed Time allotted for instruction
Figure 13-1. Air defense artillery life cycle development model (Active)
DA PAM 600–3 • 1 October 1998
Figure 13-2. Air defense artillery life cycle development model (Reserve)
61
Chapter 14 conducting aviation maneuver in the third dimension. Aviators are
Aviation Branch soldiers, not airmen.
c. Unique features of work in Aviation branch. Aviation officers
14–1. Unique features of Aviation branch are combined arms warfighters who employ aviation and ground
a. Unique purpose of the Aviation branch. The Aviation branch units in support of land, sea, joint and coalition combat operations.
is a combat arm which operates throughout the framework of the Aviation officers fight in all conditions of weather and terrain,
battlefield as an essential element of combat power. Aviation anywhere in the world. They learn how to employ aviation and
provides unique contributions in maneuver, combat support and other combat and combat support assets through a rigorous series of
combat service support missions. Aviation forces are deployable, schools and assignments (field and staff). They must know the
versatile and lethal. They provide a power projection capability to doctrine and organization of aviation and other combat/combat sup-
support national military strategy across the full range of military port arms to serve as part of the combined arms team. Aviation
operations. Aviation units are also fully capable of supporting or officers tactically employ personnel and equipment in a variety of
carrying out stability and support missions on short notice. The maneuver and support roles. Aviators must maintain tactical and
warfighting missions of Army Aviation span the breadth and depth technical skills to ensure mission accomplishment.
of the ground commander’s battlespace, providing critical capabili- (1) The most unique feature about Aviation officers is the fact
ties to the combined arms, joint and coalition fights. Rotary wing that they are all aviators and must develop technical proficiency in
and fixed wing Special Electronics Mission Aircraft (SEMA) pro- their aviator skills. It is in the Army’s best interest to retain these
vide real time, sensitive reconnaissance and combat information for officers in operational flying positions as long as possible to gain
the maneuver commander, enabling a combat force to move faster, experience and competency in technical and tactical skills. For this
strike precisely and control the electromagnetic spectrum. Attack reason, Congress changed the Aviation Career Incentive Act (ACIA)
helicopters have the mobility and firepower to focus tremendous in 1989 to require that aviators serve their initial utilization tours in
destructive power at great distances. Air assault units rapidly move Aviation career fields. Aviation Career Incentive Pay (ACIP) is paid
ground combat forces such as infantry and light artillery into imme- to Army Aviators, just as it is to aviators from other branches of
diate contact with the enemy. Armed reconnaissance aircraft con- service, and is used as a retention tool. In order to qualify for
duct reconnaissance and security missions, conducting operations as continuous ACIP, aviators must meet certain flying gates by serving
the eyes and ears of the ground maneuver commander. Aeromedical in repetitive operational flying assignments throughout their com-
evacuation units facilitate the swift movement of injured or pany grade and early field grade years. For example, ACIP begins
wounded personnel to higher levels of medical support while pro- when an aviator starts the Initial Entry Rotary Wing Course
viding critical emergency and life support treatment measures. (IERW), also known as flight school. ACIP continues until the
Heavy lift aviation units move tons of critical supplies over impass- aviator’s 12th year of Aviation service. The 12th year is commonly
able terrain and extended distances. Special operations aircraft pro- referred to as the first gate. Unless grandfathered, an aviator must
vide direct support to special operations forces conducting have served at least 96 months (8 years) in operational flying as-
unconventional warfare operations against high payoff operational signments in order to meet their first gate. If met, ACIP continues
and strategic targets. Air Traffic Services (ATS) units provide Army until their 2d gate (18th year of Aviation service). Each month spent
Airspace Command and Control (A2C2) to the maneuver com- in an operational flying assignment counts as one month of total
mander to facilitate freedom of action in the third dimension of the operational flying duty credit (TOFDC). If the aviator doesn’t meet
battlespace. Aviation Maintenance officers must plan and direct his or her first gate (96 months TOFDC), continuous ACIP stops at
mutifunctional logistics operations in situations including low- to the 12th year of service. Aviation commissioned officers (ACOs)
high-intensity conflicts. Fixed wing theater support aircraft provide and career managers should carefully plan professional development
high priority airlift for both personnel and cargo in the COMMZ schooling and assignments to ensure that officers meet their gates.
and corps rear areas. Army Aviation supports the full spectrum of The branch and the Army’s goal is to ensure that aviators attain
operations on linear battlefields, and has fielded modernized their first gate before they serve in functional area or branch/func-
digitized systems which enable it to provide vital capabilities to the tional area generalist assignments which will take them away from
nonlinear, noncontiguous battlespace of the future. The inherent the cockpit. For more information regarding gates and ACIP, refer
versatility, agility, speed, lethality and tailorability of aviation forces to AR 600-105.
make them a relevant and potent force for Army XXI and Army
Note. (Award of the Army Aviator Badge (flight wings) is a permanent
After Next. award and is not affected by failure to attain gates).
b. Unique functions performed by Aviation branch. Aviation
branch officers serve in various command and staff positions from (2) Aviation officers work at all levels of command and staff,
platoon through Headquarters, Department of the Army (HQDA) and perform the following functions and tasks:
and joint staff levels. Aviation officers also serve as staff/liaison (a) Command, direct and control aviation units, and other mem-
officers in battalion or higher level units, coordinating operations for bers of the combined arms team when so tasked organized.
all types of aviation operations in combat, combat support (CS) and (b) Provide aviation coordination at all levels of command.
combat service support (CSS) units. Aviation is unique in that it is (c) Serve important roles in functional areas (FA) and branch/
both an arm and a service. Aviation combat missions include: at- functional area generalist positions. Although aviators serve in most
tack, cavalry (reconnaissance and security), air assault, special oper- FAs, specific Aviation branch involvement falls primarily in Force
ations and air combat. Combat support missions include: air Management (FA 50); Operations Research/Systems Analysis (FA
movement; command, control, and communications (C3); ATS; in- 49); Human Resource Management (FA 43); Simulations Operations
telligence and electronic warfare; combat search and rescue; and (FA 57); Army Acquisition Corps (FA 51); Multifunctional Logis-
aerial mine warfare. Combat service support missions include: aerial tician Program (FA 90); and Space Operations (FA 40).
sustainment, casualty evacuation and aviation maintenance. Because (d) Instruct aviation skills at service schools and Combat Train-
of the wide versatility provided by different types of aviation forces, ing Centers.
Aviation officers must be knowledgeable in employment, capabili- (e) Serve as instructors in precommissioning programs, service
ties and planning considerations for each of these diverse missions schools and service colleges.
in order to direct forces or advise supported commanders. This (f) Serve as Aviation advisors to Army Reserve and Army Na-
places unique responsibilities upon each Aviation officer to be a tional Guard organizations.
subject matter expert in all aviation and ground operations, not just (3) Assignments and career progression are as follows:
in their primary area of concentration. Aviation operates in all five (a) Aviators of all ranks should always seek the hard jobs and do
dimensions of the battlespace, not in the aerospace environment, them well. Assignment to the best career enhancing jobs is not
Table 14–2
Relationship matrix
Area of concentration (AOC) Associated career management field (CMP)
Figure 18-1. Military Police Corps life cycle development model (Active)
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Figure 18-2. Military Police Corps life cycle development model (Reserve)
Chapter 19 warfare. The primary focus is on warfighting and intelligence sup-
Military Intelligence Branch port to warfighters. Officers within MI branch are assigned through-
out the force from combat arms battalion level to joint, unified and
19–1. Unique features of Military Intelligence branch specified commands. They perform a myriad of tasks ranging from
a. Unique purpose of Military Intelligence branch. intelligence preparation of the battlefield (IPB) in a tactical battle-
(1) The principal focus of Military Intelligence (MI) is to provide field situation; to worldwide communications architectures planning;
timely, relevant and accurate intelligence and electronic warfare to strategic intelligence collection management and analysis. The
(IEW) support to commanders. Military Intelligence reduces uncer- processes involved are refined through continuous improvement,
tainty and risk to U.S. and Allied forces and permits effective often in a high volume production environment. Almost all intelli-
application of combat power. Military Intelligence officers lead, gence work requires the ability to interpret patterns in complex
manage and direct intelligence planning and operations across the situations as well as the ability to synthesize and interpret such
entire operational continuum. The intelligence requirements of a activities. Work requires the transformation of data into applicable
predominantly CONUS-based, force projection Army dictate that all and usable information with a collective opinion many times being
echelons be focused on the needs of contingency forces during any the objective. Proficiency at tactical skills and understanding of
crisis, deployment or actual military operation. This eliminates the concepts, including threat, is critically important to success. Some
traditional distinction between tactical, operational and strategic in- other unique features of work MI officers may conduct include:
telligence. The entire Army intelligence effort must focus to support (1) Command, direct and control military intelligence units.
the warfighter. (2) Provide military intelligence coordination at all levels of
(2) At the tactical level of war (corps to battalion), the MI officer command.
commands, directs, supervises and employs organic collection, ana- (3) Synchronize the military intelligence collection management
lytical, production and dissemination assets. The MI officer plans process with targeting in joint and multinational operations.
for the optimum use of non-organic intelligence to reduce the com- (4) Develop doctrine, organizations and equipment for the Mili-
mander’s uncertainty concerning the enemy, terrain and weather. tary Intelligence mission area.
The MI officer assesses risks associated with friendly and enemy (5) Instruct and evaluate Military Intelligence skills at service
courses of action and acts to counter or neutralize the multidis- schools and combat training centers.
cipline hostile intelligence threat. Military Intelligence officers use (6) Serve in positions requiring general combat skills such as
intelligence preparation of the battlefield (IPB) at the tactical level staff officers in military headquarters and activities requiring combat
to focus their intelligence efforts to produce the key information arms expertise.
requirements commanders need to execute their concept of the (7) Serve in MACOM, HQDA, joint and multinational levels of
operation. command.
(3) At the operational level, MI officers perform intelligence d. Military Intelligence branch areas of concentration (AOC).
preparation of the theater. They support development and execution (1) Imagery Intelligence officer (35C). Duties include perform-
of campaign plans and major operations within the theater of opera- ance and supervision of the exploitation and analysis of optical,
tions. They direct, supervise and employ theater level intelligence infrared and radar imagery using techniques of photogrammetry and
collection and analytical assets to assess the capabilities and vul- terrain analysis. Duties also include using electronic, mechanical
nerabilities of potential and actual adversaries. They collect current and optical devices to support tactical and strategic reconnaissance
information on the enemy, weather and terrain; and other pertinent and surveillance operations.
factors in the theater of operations. They use that information to (2) All-Source Intelligence officer (35D). Duties include direct-
develop intelligence, to predict and forecast the actions and inten- ing, supervising and coordinating the planning, collection, evalua-
tions of the enemy, and the effects of terrain and weather on tion, fusion, analysis, production and dissemination of all-source
friendly and enemy operations in the theater. They identify risks intelligence and counterintelligence at any echelon. They perform
associated with enemy and friendly courses of action. multidiscipline collection management, coordination of surveillance
(4) At the strategic level, the MI officer assesses the capabilities and reconnaissance activities and provide advice on the use of
and limitations of actual or potential adversaries for national and intelligence resources at all echelons. They supervise and perform
Army level decision makers who develop national plans and strate- intelligence preparation of the battlefield (IPB) and use automated
gy. Other MI officers may perform scientific and technical intelli- intelligence data processing systems. They advise the commander
gence functions in support of force modernization. All must be able and subordinate units on the enemy, weather, and terrain.
to focus downward on specific operational and tactical commanders’ (3) Counterintelligence officer (35E). Duties include manage-
requirements in crisis and military operations. This includes ment, direction, coordination and participation in multidiscipline
developing the intelligence preparation of the theater of operations. counterintelligence investigations, operations, collection, analys is
(5) At all levels, MI officers plan for, supervise and perform and production. They provide CI advice and assistance to improve
collection and analysis of raw information and produce and dissemi- force protection by limiting the effectiveness of foreign multidis-
nate finished all-source intelligence products for commanders and cipline collection directed against Army operations, activities, tech-
other intelligence consumers. nology and intentions.
b. Unique functions performed by Military Intelligence branch. (4) HUMINT officer (35F). Duties include direction, coordination
Officers serving in the MI Corps manage and direct all facets of and participation in controlled collection operations to obtain intelli-
intelligence planning and operations at the tactical, operational and gence information in support of Army and DOD requirements.
strategic levels of war. MI officers analyze data and information, Branch qualified captains may apply. They must have experience in
and they perform synthesis to produce and disseminate finished all- 35D prior to selection.
source intelligence products such as graphical displays and written (5) Signals Intelligence/Electronic Warfare officer (35G). Duties
and oral reports for the commander. include planning, directing, managing, coordinating and participat-
ing in the collection, production and dissemination of signals intelli-
c. Unique features of work in Military Intelligence branch. The
gence (SIGINT) and the conduct of electronic warfare (EW) at
complexity of international events, rapidly increasing technological
tactical, operational and strategic levels.
sophistication of intelligence collection and analysis systems, and
(6) All-Source Intelligence Aviator (15/35). Duties are as both
the constraints of a smaller, force projection Army are among the
aviators and MI officers. Military Intelligence (35) is a functional
challenges facing the MI officer. All MI Corps officers must know,
area for aviators. As aviators, they command platoons, companies
understand and be able to function in all intelligence disciplines
and battalions employing special electronic mission aircraft (SEMA)
(imagery intelligence, human intelligence (HUMINT), signals intel-
in support of tactical, operational and strategic intelligence missions.
ligence/electronic warfare and counterintelligence) at all levels of They perform duties as the aviation battalion and brigade S2. They
Figure 21-1. Adjutant General Corps life cycle development model (Active)
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Figure 21-2. Adjutant General Corps life cycle development model (Reserve)
Chapter 22 other as they should be treated; and, where everyone can be all they
Finance Corps Branch can be. There are seven Army values (LDRSHIP).
(a) Loyalty. Bear true faith and allegiance to the U.S. Constitu-
22–1. Unique features of Finance Corps branch tion, the Army, your unit and other soldiers.
a. Unique purpose of Finance Corps branch. The Finance Corps (b) Duty. Fulfill your obligations.
is a combat service support branch in the Operations Career Field. It (c) Respect. Treat people as they should be treated.
has the critical mission of sustaining Army, joint and multinational (d) Selfless-service. Put the welfare of the nation, the Army and
operations through the acquisition and purchase of most classes of your subordinates before your own.
supply and services. The Corps fulfills its missions by providing (e) Honor. Live up to all the Army values.
timely commercial vendor and contractual payments, banking and (f) Integrity. Do what’s right, legally and morally.
currency support, military pay support, non-U.S. pay support, travel (g) Personal Courage. Face fear, danger or adversity (physical or
payments, essential cost capturing and accounting information, and moral) with the spirit and determination of a warfighter.
making solatium payments. (2) Leader attributes. Attributes are fundamental qualities and
b. Unique functions performed by Finance Corps branch. Fi- characteristics. Attributes assist in defining what an officer should
nance Corps officers organize, train and lead soldiers in providing be and contribute to leader actions. Army leader attributes are de-
disbursement, commercial vendor service and forward pay support scribed in three categories - mental, physical and emotional.
on the battlefield. They command finance detachments, battalions, (a) Mental attributes describe aptitudes and capacities for learn-
groups and finance commands and perform duties in the Defense ing that leaders should possess and develop. Included in this cate-
Finance and Accounting Service (DFAS) operational base. Addi- gory are will, self-discipline, initiative, judgment, confidence,
tionally, they disburse and account for U.S. Treasury funds; provide intelligence and cultural awareness.
pay service to soldiers, noncombatants/family members, and enemy (b) Physical attributes specify physical dispositions or aptitudes
prisoners of war/detainees; manage financial information systems; that can be nurtured and developed. Included in this category are
provide professional analysis of financial data necessary for the health fitness, physical fitness, stamina, military bearing and profes-
efficient use of funds, materiel and personnel; and provide force sional bearing.
protection through secure operations in sustaining the force. Finance (c) Emotional attributes are those affective aptitudes or capacities
Corps officers have opportunities to command and serve in other that contribute to how one feels and substantially contribute to
leadership positions where they develop the necessary command and leadership. Included in this category are self-control, balance and
staff expertise, financial management expertise, and professional stability.
competence required for senior Army leadership positions. (3) Leader skills. Skills are synonymous with competencies. They
c. Unique features of work in Finance Corps branch. Finance are abilities or competencies that one develops and uses with peo-
Corps officers perform in a number of different financial manage- ple, with ideas and with things. Competence is of primary impor-
ment areas. tance for all Army officers. The Army recognizes that officers must
(1) Military pay. develop four types of skills.
(2) Commercial vendor support. (a) Interpersonal skills reflect competence in communicating with
(3) Disbursement of public funds. people.
(4) Auditing. (b) Conceptual skills refer to competence in handling ideas.
(5) Travel and transportation allowances. (c) Technical skills reflect competence with things.
(6) Accounting. (d) Tactical skills refer to the ability to put together technical,
(7) Financial management information systems. interpersonal, and conceptual skills and apply them to warfighting
(8) Finance operations. tasks.
(9) Banking. (4) Leader actions. Officers provide purpose, direction and moti-
vation as they influence their subordinates, operate to accomplish
22–2. Officer characteristics required their mission and strive to improve their unit or organization. Leader
For entry into the Finance Corps, an officer should have a baccalau- actions are how Army officers act to achieve excellence and get the
reate degree with a minimum of six academic (semester) hours of job done. These actions are applicable across all levels of
accounting. Degrees specializing in business, finance, accounting, leadership.
computer sciences or information systems are most beneficial in (a) Influencing refers to the use of appropriate people skills to
supporting the Finance Corps mission. guide subordinates or teams toward mission accomplishment. Influ-
a. Competencies and actions common to all. Army officers must encing subdivides into communicating, decision-making and
be premier warfighters who can effectively apply the four core motivating.
dimensions of leadership: values, attributes, skills and actions. (For (b) Operating or accomplishing the mission refers to the relative
additional discussion of these leadership dimensions, see FM 22- short term actions of getting the job done. Operating divides into
100.) The four core leadership dimensions provide the basis for planning, executing and assessing.
what a leader must be, know and do. The values and attributes set (c) Improving refers to the long term investment-type actions
the basis for the character of the leader - what a leader must be. The essential to improving everything the leader influences. Improving
skills developed by leaders establish his or her competence - what a subdivides into developing (people), building (teams) and learning.
leader must know. The actions that leaders conduct and execute b. Unique skills.
constitute leadership - what a leader must do. The leadership frame- (1) Accountability. Finance officers are accountable for the secu-
work describes a leader of character and competence who acts to rity of U.S. government funds, property and personnel.
achieve excellence across the spectrum of operations from total war, (2) Automation. Finance officers should be technically proficient
to operations other than war, to disaster relief and in times of peace. with stand alone and networked computers, branch unique software
(1) Values. Values are at the core of everything the Army is and and systems, and hardware.
does. The Army is an institution of people with unique and enduring c. Unique knowledge.
values. These values must be a part of the men and women— (1) Officers must possess knowledge of basic finance and ac-
officers, enlisted personnel and civilians—who are the Army. These counting operations and be comfortable with mathematical functions
values provide the sense of purpose necessary to sustain our soldiers and evolving technology.
in combat and help resolve ambiguities in operations other than war. (2) Officers gain financial technical knowledge, sustained by
Officers must establish and maintain an environment in the Army mentoring, through a logical sequence of continuous education,
where soldiers and civilians do what is right; where we treat each training and experience.
d. Unique attributes.
Marine and Terminal Op- Battalion/group executive officer 24–4. Assignment preferences and precedence
erations Battalion/group S3 a. Preferences. The Transportation Corps has diverse assignment
MTMC company commander opportunities, which allow for numerous career development paths.
The goal of the professional development of Transportation Corps
Highway/Rail Transporta- Battalion/brigade/group executive officer officers is to produce and sustain highly qualified, tactically and
tion Battalion/brigade/group S3 operationally oriented officers to lead the Transportation Corps in
combat and on other assigned missions. Assignments in the Trans-
Multifunctional Logistics Support operations officer
Support battalion/support group/DISCOM
portation Corps will be made to develop the officer’s ability to
executive officer achieve that goal. Requests from officers for assignments that do not
Support group/DISCOM S3 contribute to achieving that goal will likely be rejected.
b. Precedence. Assignment to developmental leadership positions
will have a precedence, although there is flexibility on the sequence
(4) Lieutenant colonel. Officers selected for lieutenant colonel in of assignments. Typically, Transportation Corps officers should seek
the Operations Career Field should seek assignments of greater assignments in the following order: Officer Basic Course, platoon
responsibility in the branch and branch/functional area generalist leader, battalion staff (as an S1 or assistant S3), Captains Career
Sciences (specific sciences determined by the Army Biological Science (General-Chemical officers only)
Educational Requirements System) Chemistry (General)
Statistics
Mathematics (General)
Applied Science
Physical Science (General)
Computer Science
Figure 48-1. Judge Advocate General’s Corps life cycle model (Active)
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DA PAM 600–3 • 1 October 1998
Figure 48-2. Judge Advocate General’s Corps life cycle model (Reserve)
Chapter 49 leadership: values, attributes, skills and actions. (For additional dis-
Chaplain Corps cussion of these leadership dimensions, see FM 22-100.) The four
core leadership dimensions provide the basis for what a leader must
49–1. Unique features of Chaplain Corps be, know and do. The values and attributes set the basis for the
a. Unique purpose of Chaplain Corps. The Chaplain Corps is a character of the leader - what a leader must be. The skills developed
special branch of the Army whose mission is to provide for the total by leaders establish his or her competence - what a leader must
religious support to the Army across the spectrum of operations. know. The actions that leaders conduct and execute constitute lead-
b. Unique functions performed by Chaplain Corps. Chaplains ership - what a leader must do. The leadership framework describes
provide the religious, spiritual, moral and ethical support to the a leader of character and competence who acts to achieve excellence
Army in any contingency. As religious leaders, they provide the across the spectrum of operations from total war, to operations other
Army community the opportunity to participate in worship and than war, to disaster relief and in times of peace.
educational opportunities and to receive the pastoral care and spirit- (1) Values. Values are at the core of everything the Army is and
ual nourishment it seeks. Chaplains preserve and perpetuate the faith does. The Army is an institution of people with unique and enduring
based values that often serve as the bedrock of our units and com- values. These values must be a part of the men and women—
munities. As special staff officers, they coordinate religious support officers, enlisted personnel and civilians—who are the Army. These
activities to complement the commander’s operational plans and values provide the sense of purpose necessary to sustain our soldiers
objectives in war and peace. in combat and help resolve ambiguities in operations other than war.
c. Unique features of work in Chaplain Corps. Chaplains serve Officers must establish and maintain an environment in the Army
on the personal and special staff of the commander and assist in where soldiers and civilians do what is right; where we treat each
ensuring that the policies and leadership practices of the command other as they should be treated; and, where everyone can be all they
are in keeping with strict moral, ethical and humanitarian standards. can be. There are seven Army values (LDRSHIP).
The Chaplain advises the commander and staff on matters pertaining (a) Loyalty. Bear true faith and allegiance to the U.S. Constitu-
to religion, morals and morale. The senior Chaplain assigned to a tion, the Army, your unit and other soldiers.
unit or headquarters is normally designated the Staff Chaplain. The (b) Duty. Fulfill your obligations.
Chaplain is responsible to the commander for all chaplain related (c) Respect. Treat people as they should be treated.
activities within the command. The Chaplain exercises staff and (d) Selfless-service. Put the welfare of the nation, the Army and
technical supervision of the activities of the other Chaplains as- your subordinates before your own.
signed to the headquarters. He or she provides staff supervision for (e) Honor. Live up to all the Army values.
the activities of Chaplains in subordinate commands and provides (f) Integrity. Do what’s right, legally and morally.
commanders and staff with advice, information, recommendations, (g) Personal Courage. Face fear, danger or adversity (physical or
programming, funding data and plans concerning religious activities, moral).
morale, chaplain and chaplain assistant personnel matters. (2) Leader attributes. Attributes are fundamental qualities and
(1) The Chaplain branch encompasses two areas of concentration characteristics. Attributes assist in defining what an officer should
(AOCs): Command and Unit Chaplain (56A); and Clinical Minis- be and contribute to leader actions. Army leader attributes are de-
tries Supervisor (56D). scribed in three categories - mental, physical and emotional.
(a) The Command and Unit Chaplain (56A) serves as a religious (a) Mental attributes describe aptitudes and capacities for learn-
leader with staff functions for unit of assignment and to units requir- ing that leaders should possess and develop. Included in this cate-
ing area religious coverage. The duties of Chaplains are those which gory are will, self-discipline, initiative, judgment, confidence,
normally pertain to the clergy profession and those which are pre- intelligence and cultural awareness.
scribed by law, regulations and distinctive conditions and circum- (b) Physical attributes specify physical dispositions or aptitudes
stances of the Department of the Army. that can be nurtured and developed. Included in this category are
(b) The Clinical Ministries Supervisor (56D) applies to two types health fitness, physical fitness, stamina, military bearing and profes-
of supervisors who offer specialized supervision in the areas of sional bearing.
Clinical Pastoral Education (CPE) and Approved Supervisors for (c) Emotional attributes are those affective aptitudes or capacities
Family Life Chaplaincy. that contribute to how one feels and substantially contribute to
(2) The Chaplain branch incorporates seven skill identifiers (SIs): leadership. Included in this category are self-control, balance and
(a) Chaplain Training Manager (7E). stability.
(b) Chaplain Resource Manager (corps and installation) (7F). (3) Leader skills. Skills are synonymous with competencies. They
(c) Marriage and Family Specialist (7K). are abilities or competencies that one develops and uses with peo-
(d) Chaplaincy Resource Manager (HQDA, MACOM, ple, with ideas and with things. Competence is of primary impor-
USACHCS) (7M). tance for all Army officers. The Army recognizes that officers must
develop four types of skills.
(e) Chaplain Service School Instructor (7N).
(a) Interpersonal skills reflect competence in communicating with
(f) Hospital Chaplain (7R).
people.
(g) Combat Medical Ministry (7S) (Proposed).
(b) Conceptual skills refer to competence in handling ideas.
(h) Force Management (3R). (c) Technical skills reflect competence with things.
49–2. Officer characteristics required (d) Tactical skills refer to the ability to put together technical,
Chaplain officers are fully qualified members of the clergy of a interpersonal, and conceptual skills and apply them to warfighting
religious faith group. Entry level requirements are established by tasks.
public law, Department of Defense directive and Army regulations. (4) Leader actions. Officers provide purpose, direction and moti-
Chaplains are required to possess a baccalaureate degree of not less vation as they influence their subordinates, operate to accomplish
than 120 semester hours; have completed 3 years of resident gradu- their mission and strive to improve their unit or organization. Leader
ate professional study from an accredited institution in theology or actions are how Army officers act to achieve excellence and get the
related subjects (normally validated by the possession of a Master of job done. These actions are applicable across all levels of
Divinity degree, an equivalent degree or 90 semester hours); and be leadership.
endorsed by a DOD Chaplain’s Board recognized ecclesiastical en- (a) Influencing refers to the use of appropriate people skills to
dorsing agency. guide subordinates or teams toward mission accomplishment. Influ-
encing subdivides into communicating, decision-making and
a. Competencies and actions common to all. The Army must
motivating.
have officers who can effectively apply the four core dimensions of
(b) Operating or accomplishing the mission refers to the relative
Section II AR 614–200
Related Publications Selection of Enlisted Soldiers for Training and Assignment
AR 27–1 AR 621–1
Judge Advocate Legal Services Training of Military Personnel at Civilian Institutions
AR 40–501 AR 621–5
Standards of Medical Fitness Army Continuing Education System (ACES)
AR 135–18 AR 621–7
The Active Guard Reserve (AGR) Program Acceptance of Fellowships, Scholarships, and Grants
AR 135–100 AR 621–108
Appointment of Commissioned and Warrant Officers of the Army Military Personnel Requirements for Civilian Education
AR 135–155 AR 623–1
Promotion of Commissioned Officers and Warrant Officers Other Academic Evaluation Reporting System
Than General Officers AR 623–105
Officer Evaluation Reporting System
AR 135–175
Separation of Officers AR 680–29
Military Personnel--Organization and Type of Transaction Codes
AR 140–10
Army Reserve: Assignments, Attachments, Details, and Transfers AR 690–950
Civilian Personnel Career Management
AR 140–145
Individual Mobilization Augmentation (IMA) Program DA Pam 350–58
Leader Development for America’s Army
AR 220–1
Unit Status Reporting DA Pam 351–4
U.S. Army Formal Schools Catalog
AR 310–25
Dictionary of United States Army Terms DA Pam 351–20
Army Correspondence Course Program Catalog
AR 310–50
Authorized Abbreviations and Brevity Codes DA Pam 623–105
The Officer Evaluation Reporting System "In Brief"
AR 350–100
Officer Active Duty Service Obligations DOD 5000.52–M
Acquisition Career Development Program (This and other DOD
AR 351–1 publications may be obtained through either the Defense Technical
Individual Military Education and Training Information Center (DTIC) telephone: 703-274-7633) or through the
National Technical Information Service (NTIS) telephone: 703-487-
AR 600–8 4650.)
Military Personnel Management
DOD 5010.16–C
AR 600–8–24 Defense Management Education and Training Program
Officer Transfers and Discharges
DODD 1320.12
AR 600–8–29 Commissioned Officer Promotion Program
Officer Promotions
DODD 5000.52
AR 600–105 Defense Acquisition Education, Training, and Career Development
Aviation Service of Rated Army Officer Program
FM 25–100
Training the Force
FM 100–1
The Army
FM 100–5
Operations
FM 100–6
Information Operations
FM 100–18
Space Support to Army operations
NGR 135–155
Promotion of Commissioned Officers and Warrant Officers Other
Than General Officers. (This and other NGR publications may be
obtained from the National Guard Bureau.)
NGR 351–1
Individual Military Education and Training
NGR 600–10
TOUR Program (NGB-controlled Title 10, USC Tours)
NGR 600–11
Tour Program
NGR 600–100
Army Leadership
Section III
Prescribed Forms
This section contains no entries.
Section IV
Referenced Forms
DA Form 67–9
Officer Evaluation Report
DA Form 67–9–1
Officer Evaluation Report Support Form
DA Form 67–9–1a
Junior Officer Developmental Support Form
DA Form 1058–R
Application for Active Duty for Training, Active Duty for Special
Work, Temporary Tour of Active Duty, and Annual Training for
Soldiers of the Army National Guard and U.S. Army Reserve.
DA Form 1059
Service School Academic Evaluation Report
BCHT CCE
ASA(FM&C)
Basic Chaplain Training College of Continuing Education
Assistant Secretary of the Army (Financial
Management and Comptroller) CDP
BCTP
Battle Command Training Program Cooperative Degree Program
ASA(RDA)
Assistant Secretary of the Army (Research, CDPL
BIDS
Development, and Acquisition) Biological Identification and Detection Command Designated Position List
System
ASCC CDR
Army Service Component Command BOIP commander
basis-of-issue plans
ASD (FMP) CEL
Assistant Secretary of Defense for Force BPSE civilian education level
Management Policy Battalion PSYOP Support Element
CF
ASG BR Career Field
area support group branch codes
CFD
AT Br/FA generalist Career Field Designation
annual training branch/functional area generalist
CFDB
ATRRS BSB Career Field Designation Board
Army Training Requirements Resource base support battalion
CFSC
System Community and Family Support Center
BSC
ATS Battle Simulation Center CGSC
air traffic services Command and General Staff College
BZ
AUS below-the-zone CGSOC
Army of the United States Command and General Staff Officer Course
C2
AVCCC command and control CHOAC
Aviation Captains Career Course Chaplain Officer Advanced Course
C3
AVIM command, control and communications CHOBC
aviation intermediate maintenance Chaplain Officer Basic Course
C4/C4I
AVLOG command, control, communications and CID
Aviation Logistics computers Criminal Investigation Division
C4ISR CINC
AVOAC
command, control, communications, com- Commander in Chief
Aviation Officer Advanced Course
puters, surveillance and reconnaissance
AVOAC - AC CJCS
CA Chairman Joint Chiefs of Staff
Captains Career Course - AC curriculum Civil Affairs
CLCCC
AVOBC CAC Combined Logistics Captains Career Course
Aviation Officer Basic Course Civil Affairs Course; Combined Arms Center
CLE
AVOAC - RC C&GS continuing legal education
Captains Career Course - RC curriculum Command and General Staff
CLEP
AVUM CAMO College Level Examination Program
aviation unit maintenance corps automation management officer
CLOAC
AWC CAOAC Combined Logistics Officer Advanced
Army War College; Air War College Civil Affairs Officer Advanced Course Course
CMIF DA DFAS
career management individual file Department of the Army Defense Finance and Accounting Service
DOTDS FBC G5
Directorate of Training, Doctrine and former battalion commanders Assistant Chief of Staff, G5 (Civil Affairs)
Simulation
FCCC G6
DPG Finance Captains Career Course Assistant Chief of Staff, G6 (Signal)
defense planning guidance
FDIC GCCS-A
DPW Force Development and Integration Center’s Global Command and Control System-Army
Director of Public Works
FG GMAT
finance group Graduate Management Admission Test
DSDC
Department of Defense Strategic Course GOCOM
FID
foreign internal defense U.S. Army Reserve General Officer
DSIATP Command
Defense Sensor Interpretation and Applica-
FINCOM
tion Training Programs finance command GPA
grade point average
DSMC 1st SFOD-D
Defense Systems Management College 1st Special Forces Operational Detachment- GRE
Delta Graduate Record Examination
DTAV
date of availability 1st SWTG GS
1st Special Warfare Training Group general staff
DTO
division transportation officer F.I.T. GSC
Florida Institute of Technology group support command
EAC
echelons above corps FLEP GTN
Funded Legal Education Program Global Transportation Network
EFMP
Exceptional Family Member Program FLW HALO
Fort Leonard Wood high altitude low opening
ENCOM
FOA HNS
Engineer Command
host nation support
field operating agency
EOAC HQDA
Engineer Officer Advanced Course FOAC
Headquarters, Department of the Army
Finance Officer Advanced Course
EOBC HRMC
Engineer Officer Basic Course FOBC
Human Resource Management Course
Finance Officer Basic Course
EOD HROs
explosive ordnance disposal FOBQ humanitarian relief organizations
Finance officer branch qualification
EPW HUMINT
enemy prisoner of war FSB human intelligence
field support battalion; forward support
EPW/CI battalion IADC
enemy prisoners of war/civilian internees Inter-American Defense College
FSCOORD
fire support coordinator IADT
EW
electronic warfare initial active duty for training
FSO
fire support officer ICAF
FA
functional area Industrial College of the Armed Forces
FTSMD
Full-time Support Management Directorate ICG
FAMDD
Initial Certification Group
Functional Area Management and Develop- G1
ment Division Assistant Chief of Staff, G1 (Personnel) ICT
in-country training; interchangeability testing
FAO G2
Foreign Area Officer; finance and accounting Assistant Chief of Staff, G2 (Intelligence) IDAD
officer Internal Defense and Development
G3
FAOBC Assistant Chief of Staff, G3 (Operations and IDT
Field Artillery Officer Basic Course Plans) inactive duty training
J3 JSPS MCWAR
Operations Directorate Joint Strategic Planning System Marine War College
JA JTAV MDW
Judge Advocate Joint Total Asset Visibility Military District of Washington
TIS USACE XO
time in service U.S. Army Corps of Engineers executive officer
Functional area
A functional area is a grouping of officers by
technical specialty or skill, which usually re-
quires significant education, training and ex-
perience. An officer receives his or her
functional area between the 5th and 6th years
of service. Individual preference, academic
background, manner of performance, training
and experience, and needs of the Army are
all considered during the designation process.
PIN: 006986–000
DATE: 10-14-98
TIME: 13:12:59
PAGES SET: 307