Enlisted redlegs: take charge of your career.

Transformation is occurring across the full spectrum of Army systems. Our active duty enlisted personnel management system (EPMS) is undergoing changes to move forward with advances in technology and information management. These changes will increase the soldier's control over his career, make the personnel system more responsive to personal preferences and increase overall family stability.

Enlisted personnel management's first priority is to meet Army readiness requirements--man warfighting units to 100 percent of authorizations. The Army relies on enlisted soldiers, particularly combat arms, to offset shortages in officer manning and shortfalls in other military occupational specialties (MOS).

Our second priority is to fulfill the soldier's personal assignment preferences. This is a significant change from the past when personal preference was the third or fourth consideration. However, this change in priority places more responsibility on the soldier to manage his professional development. More so than ever, the soldier must understand the requirements for development and success in his MOS. Inherent, also, is the greater responsibility of his senior leaders and mentors to understand his professional development needs and advise him on career options.

This article provides information for soldiers and leaders on the Field Artillery's enlisted force professional development requirements and guidelines.

How to Succeed. The skills and experiences that enable a young sergeant (SGT) to become a competent platoon sergeant (PSG) are the result of that NCO 's commitment to becoming a subject matter expert (SME) in his field, both inside and outside his MOS, and being proactive in his career assignments. Developing and sustaining individual competence is a result of Army schools, unit training and exercises, and personal learning by the soldier.

Personal learning or lifetime learning is a central tenet of the Army's personnel transformation. New information technologies provide greater opportunities for self-education through distance learning programs. Some examples are video teleconference classes, individual CD ROM interactive training, web-based individual learning and correspondence programs. Soldiers use computers to access most of these distance learning programs.

While these programs won't replace resident training in the Army schools or unit exercises, they will help the soldier in sustainment training or special skills qualification. Leaders must understand this shift and provide soldiers the opportunities to maximize their use of these developmental programs.

The Total Army Personnel Command (PERSCOM) in Alexandria, Virginia, and branch proponents have websites that provide substantial career development information for enlisted soldiers. See Figure 1 for the websites for Field Artillerymen and a brief explanation of what's available on each.

To use many of the Army systems listed in Figure 1, the soldier must have an Army Knowledge Online (AKO) account. For example, soldiers may check their individual military records online through the AKO web portal before promotion boards.

Soldiers also must understand the sequence and types of professional development options in their MOS and how these fit into the progression of all the Field Artillery MOS. The Field Artillery is structured with 87 percent of its authorizations in tables of organization and equipment (TOEs) in warfighting units with the remaining 13 percent in tables of distribution and allowances (TDAs) in support units and organizations. Thus, most of a soldier's Field Artillery career will be spent in tactical units.

The majority of the TDA positions available for Field Artillery soldiers are at Fort Sill, Oklahoma, and include jobs such as instructor, drill sergeant and other positions in the Field Artillery School and Center. The other primary TDA assignments for FA soldiers are recruiting positions, Active Component! Reserve Component (AC/RC) positions, Combat Training Center (CTC) observers/controllers (O/Cs) and ROTC positions.

The next consideration in career planning is overseas service. Ten years ago, nearly 50 percent of the Field Artillery was positioned overseas. Today, that percentage is about 18 percent. Soldiers today have a slightly greater probability of serving in an unaccompanied short tour (Korea) than of serving in an overseas long tour.

The following sections provide a description of the key agencies and the chain of command--plus the individual soldier--who are involved in determining Field Artillery enlisted professional development and assignments.

Field Artillery Proponency Office (FAPO). The Chief of Field Artillery sets the professional development standards for all Field Artillery soldiers. The action office is FAPO, which "coordinates the formulation and implementation of personnel management issues" and advises and assists in enlisted career management.

FAPO provides a wealth of information at its website (Figure 1). This includes detailed descriptions of each FAMOS and career maps with required institutional training duty positions to be held and for what lengths of time, and special skill training and assignments recommended by rank. See the sample career map for 13B Cannon Crewmember in Figure 2.

While there is no one career pathway, the principal development objective is for every soldier to serve at least 24 months in defined leadership positions as a staff sergeant (SSG), sergeant first class (SFC) and master sergeant (MSG). At the Field Artillery Command Sergeants Major (CSM) Conference in September 2000, the CSMs recommended that career maps be used as the standard for promotion boards. These career maps, such as the one in Figure 2, will be published in DA Pam 600-25, US Army Noncommissioned Officer's Guide, which is expected to be released in 2003.

Field Artillery Branch, PERSCOM. This agency plays a major role in the progression of a soldier. In the course of managing Army readiness requirements and soldier development, the FA Branch manages soldiers from their entrance on active duty through their retirement.

FA Branch recommends accession requirements and monetary incentives for enlisting soldiers as well as distributes advanced individual training (AlT) graduates throughout the world. In order to retain quality soldiers and maintain proper strength levels, the FA Branch advises PERSCOM on retention issues, such as reclassification requests and reenlistment monetary incentives.

The branch objective is to place all soldiers in assignments that will allow them to meet branch professional development requirements and advance through the NCO ranks in their MOS.

PERSCOM implemented an online interactive information system in March. The Assignment Satisfaction Key (ASK) allows soldiers to input preferences and get information from the Total Army Personnel Database (TAPDB). Soldiers also may view current assignment instructions through ASK. In April, PERSCQM mailed a brochure explaining ASK to all units.

ASK supports enlisted personnel volunteering for assignments, by grade and MOS, based on the needs of the Army or the soldier's preference. It allows soldiers to view and update information from home or the office via the Internet.

Using ASK, the soldier can select three continental United States (CONUS) and three outside CONUS (OCONUS) assignment preferences (assignment volunteer requests) that FA Branch will consider when making assignments.

PERSCOM views a service member's preferences as "If I must be reassigned, these are the locations I prefer." While a service member who volunteers for reassignment is viewed as "I would like to be reassigned now to one of these locations." These statements apply when the soldier updates his special duty preferences and volunteer information online.

An advantage to ASK is it allows the service member to update his personal contact information online, such as home address, home and duty phone numbers and home or military email addresses.

ASK is linked to an automated Soldier Assignment Module (SAM) that PERSCOM also implemented in March. SAM automatically links ASK information to assignment processing. FA Branch no longer must track "DA Form 4187, Personnel Action" preference requests manually. SAM provides a list of eligible soldiers for a given assignment. Volunteers, if qualified, are considered for the assignment before non-volunteers.

SAM applies current assignment policies, such as time-on-station guidance (36 to 48 months), remaining time-in-service (TIS) requirements and MOS and grade matches. This maintains discipline in the assignment system, which means a soldier who volunteers for an assignment will not move early unless Army readiness requires him to. A second quality control measure is that the FA Branch sergeant major (SGM) reviews every soldier's assignment to ensure he's not reassigned too soon.

Chain of Command. Commanders, CSMs and first sergeants (1SGs) provide the critical link between professional development objectives and actual assignment of soldiers. They also are the recommending authority for promotions from private to SSG. These key leaders must understand the branch career development maps and provide soldiers opportunities for advancement while balancing unit readiness and mission requirements with the individual's development.

Some FA soldiers and NCOs may have to work outside their assigned MOS to fill critical, low-density MOS unit shortages--for example, battery training NCO; nuclear biological chemical (NBC) NCO; or supply or fuel specialists. But leaders must understand that it is imperative to the soldiers' career progression that they spend the minimal time in these types of positions.

The NCO evaluation report (NCOER) is the primary consideration for determining assignment qualifications and nominative assignments. Troop-leading experience is critical to the development of all soldiers and their advancement as senior NCOs.

Multiple duty positions and NCOER ratings for positions outside the career map's recommended paths are not considered career enhancing. Such a pattern may make it appear the NCO is avoiding challenging troop-leading assignments.

The Individual Soldier. FAPO, PERSCOM and the chain of command provide the basic framework of skills and guidance and give the soldier an opportunity to succeed with attendance at the appropriate NCO education system (NCOES) schools and assignments to the duty position for his rank. But it is the NCO's responsibility to learn, grow and develop. He must become a student of the profession of arms. He routinely must read professional journals and updated doctrinal manuals to keep abreast of the newest methods and technologies being developed.

As the Army transforms, soldiers adapt to new systems and training methods. Transformation will place a premium on a soldier's ability to learn and adapt quickly.

Soldiers must first be proficient in their MOS. But they also should work to understand the skills of other Field Artillery MOS and those MOS they habitually work with.

The biggest discriminator for assignments is usually a soldier's general technical (GT) score from the Armed Services Vocational Aptitude Battery (AS VAB). If a soldier's GT score on the ASVAB is below 100, he will be ineligible for most nominative assignments or to transfer to a different MOS.

If a soldier's GT score is below 100, then he should strive to raise it to make himself competitive for possible reenlistment options, promotions and nominative or special duty assignments. Battery and battalion leaders should support promising junior soldiers and NCOs with the opportunity to attend Functional Aptitude Skills Test (FAST) classes to raise their GT scores.

How to Get an Assignment. Soldiers can take specific actions to improve their assignment options.

Reenlistment. By carefully planning and exercising reenlistment options, an NCO can program a significant portion of his career from his first reenlistment through his following reenlistments until he reaches a career NCO status at 10 years or more of service. A soldier could provide his family a significant amount of time in one location or select reenlistment bonus options that provide a significant amount of money.

For example, a soldier could reenlist for a number of years and select a permanent change of station (PCS) to a location he and his family want. Once settled, he would be stabilized for a minimum of 24 months before being selected for an overseas assignment.

If the soldier or NCO wanted to provide his family with even more stability, he could volunteer to serve an unaccompanied tour to Korea and request a Homebase Assignment Program (HAP) location back to the post he reenlisted for. The 24 or more months CONUS service plus the 12 months in Korea plus another 24 or more months gives his family up to five years or more at the same location.

Under current PERSCOM assignment policies, personnel normally will serve 36 months time-on-station before being eligible for reassignment overseas and 48 months time-on-station before being reassigned in CONUS.

That same NCO may elect to take advantage of the Army's reenlistment bonus programs when choosing the location and MOS to give his family or himself a financial gain. A Selective Reenlistment Bonus (SRB) is one offered for reenlisting within a certain MOS for a specified amount of time. A Targeted Selective Reenlistment Bonus (TSRB) is offered for reenlistment to specific locations. In both cases, the list of MOS offering SRBs and the locations offering TSRBs change periodically in an attempt to maintain the strength of the overall force. Information regarding bonuses and when they are offered is available from the unit reenlistment NCO.

PERSCOM recently implemented a policy in an effort to give mid-career NCOs more options on continued service as they approach reenlistment. In the past, assignment timing often had a mid-career NCO entering his window for reenlistment--10 to 13 months from expiration term of service (ETS)--already on orders by FA Branch. Unless he submitted a DA Form 4187 requesting a deletion, he had to proceed to the new assignment. This caused many soldiers to choose to leave service rather than accept an assignment they did not want.

The new policy does not allow PERSCOM assignment branches to place a mid-career NCO on orders from 13 to 10 months before ETS. This four-month block is intended to allow an NCO time to review and exercise reenlistment options. Most assignments are coded as only available for reenlisting soldiers between the 13 to 10 months before the required report date. Unit reenlistment counselors can provide soldiers with available locations from the reenlistment Retain system.

NCOES Schooling. NCOES schools are designed to prepare NCOs to perform duties at the next higher duty position; attendance is mandatory for promotion to SGT, SSG and SFC. Thus, maintaining eligibility to attend and complete an NCOES school should be of primary concern to an NCO desiring to advance.

FA Branch is responsible for scheduling promotable SSGs for the advanced NCO course (ANCOC). Once selected by the SFC promotion board, the promotable NCOs' records are passed to the FA Branch schools coordinator who screens and schedules those eligible for attendance at ANCOC on the Army training requirements and resources system (ATRRS).

It takes from three to five weeks to schedule promotable SSGs for ANCOC after the promotion list is released. In that process, the schools coordinator considers the sequence numbers, physical profiles, flags and bars, approved retirements, location and, if the NCO is overseas, whether or not it is more cost-effective to send the NCO temporary duty (TDY) and return or TDY enroute to his new next duty station.

Scheduling for the basic NCO course (BNCOC) is conducted by the NCOES Branch at PERSCOM using the BNCOC automated report system (BARS) or by units submitting a request through the chain of command to the installation training office through the Army training application system (ATAS).

The BARS report is an order-of-merit list that ranks staff sergeants by date-of-rank and promotable sergeants by promotion points. The battalion schools NCO usually maintains the BARS report with input from the unit leadership and NCO support channel.

BARS is only as accurate as the input from the field; it is the unit's and NCO's responsibility to keep the report up-to-date. Failure to do so could result in delays or the inability to schedule an otherwise eligible NCO for BNCOC.

FA Branch can request BNCOC for an NCO TDY enroute to a new duty station; however, attendance depends on available class dates and training spaces. Once scheduled, soldiers must pay strict attention to personnel telegrams (PERSGRAMS) because, since 1 October2001, many NCOs attend BNCOC in two separate locations for Phase l (CommonCore) and Phase II (Technical Track). Dates and locations should be verified with the battalion schools manager.

A frequent concern is the status of conditionally promoted NCOs (those who have met the cut-off scores but have not completed the appropriate NCOES school) being administratively reduced because they haven't completed BNCOC. Soldiers are required to complete NCOES within one year of being conditionally promoted. Soldiers who are not scheduled for the appropriate school within one year will not have their rank removed if nonattendance is due to no fault of their own. If nonattendance is their fault, (academic or disciplinary reasons, failure to meet Army height and weight standards or to pass the Army physical fitness test, or APFT), they will have their rank removed.

The primary leadership development course (PLDC) is conducted locally at major installations. Local units schedule soldiers to attend PLDC through the installation schools manager. The battalion CSM maintains an order-of-merit list.

Special Duty and Nominative Assignments. These assignments play an important role in the careers of most soldiers. Solid duty performance in one of these jobs often will increase a soldier's potential for promotion because he has demonstrated the ability to perform outside the normal duties of his MOS in a very challenging assignment. Soldiers can enjoy a successful career without serving in one of these type positions; however, the majority of senior NCOs promoted to MSG and SGM have completed a tour successfully in a special duty or nominative position.

The career maps for each MOS list the positions by grade for which NCOs will be considered for special duty or nominative assignments. (For an example, see the row marked "Special Assignments" in Figure 2.)

"Special duty" assignments are for SSGs and below--from four to 10 years of service. These include duty as drill sergeants, recruiters, instructors and a small number of other unique positions. PERSCOM selects soldiers for special duty positions.

A SGT may be selected for duty as a recruiter based on the need for recruiters and the available population of SSGs in an MOS. An SSG may serve as a recruiter, drill sergeant, instructor and, in a few cases, as an O/C at a CTC.

Each of the special duty assignments has specific requirements regarding rank, GT score, minimum physical profile, NCOES courses completed, age and leadership experience. Drill sergeant, instructor and O/C requirements are listed in AR 614-200, Enlisted Assignments and Utilization Management.

Generally, the minimum requirements are a GT score of 100 or better, be serving in the grade SSG and a BNCOC graduate, have quality NCOERs and DA Form 1059 Service School Academic Evaluation Report and display military bearing, leadership ability and the capability to perform in positions of greater responsibility.

To be a drill sergeant, an NCO must be 36 years old or younger, unless volunteering (submit a copy of a recent physical).

Army-wide, there is a greater need for qualified SGTs and SSGs for recruiting duty. Recruiting is difficult to qualify for because recruiters often must live away from military posts in high-cost areas. Because of this, there are additional restrictions on the number of dependents permitted.

As a SGT or SSG, drill sergeant, recruiter or instructor duty should be the goal after completing two years in a leadership position. Soldiers should be willing to accept more than one type of these challenging assignments because they are limited by the school dates available and the number of personnel returning from these assignments. If a soldier receives orders for one, he should put as much effort into being successful at that duty as he did in the positions that allowed him to be selected for the special duty.

All soldiers considered for special duty assignments must pass a commander's evaluation for service in the duty position and an extensive background review of police records, financial records and Army community support records. PERSCOM assignment branches usually consider five NCOs for every three special duty job positions.

"Nominative" assignments are for career soldiers--senior SSGs and SFGs and above. PERSCOM nominates soldiers for these positions. An SFC may serve as a recruiter, drill sergeant, CTC or AC/RC O/C, instructor, equal opportunity NCO and in a few positions in ROTC or West Point. Most SFCs serving as recruiters or drill sergeants were assigned initially as SSGs and, subsequently were selected for promotion.

An MSG may serve as a CTC or AC/RC 0/C, equal opportunity NCO, inspector general (IG) NCO or ROTC instructor.

A soldier can improve his chances for selection to a special duty or nominative position by ensuring his GT score is over 100, a prerequisite for both these types of assignments. If he has retaken the ASVAB after joining the Army, he must ensure current scores are reflected on his DA Form 2-1/2A, Personnel Qualification Record and (or) Enlisted Records Brief (ERB).

FA nominative assignments are competitive and based primarily on demonstrated leadership ability, technical proficiency and other selection criteria, such as time-in-grade, time-on-station and the effect on unit readiness.

Being selected for a special duty or nominative assignment is significant. However, these assignments are not substitutes for successful troop-leading time. Each NCO should serve at least 24 months in each leadership position at the appropriate grade; the time served "on the line" is an essential part of the professional development of the NCO.

Records Accuracy. With the ability to review most of his military records online, every FA soldier should review them for completeness and accuracy before every centralized selection board meets. By the end of 2002, the Army will discontinue making microfiche military records; all soldiers will have to review their records online. Figure 3 provides a checklist to use in preparing for a board.

The NCOER is the most important tool used by promotion boards and by FA Branch for consideration for nominative assignments. Because the NCOER is a permanent part of an NCO's record, the overall quality of the NCOER is of the utmost importance, both in substance (content) and format. AR 623- 605, NCOER System should be the start point for any questions on the NCOER.

The current NCOER system works. It clearly identifies the vast majority of successful NCOs who should be promoted and provides the opportunity for senior leaders to recognize those NCOs who are exceptional. Thus, performance reflected on the NCOER is the most important aspect of a soldier's career progression and the one aspect over which he has the most control.

There is no magical formula for success. Success is a combination of competence, hard work and solid performance in the duty position and in sustaining this performance in each duty position. The soldier must become familiar with the recommended career pathways and general sequence of assignments, develop his leadership and technical skills, complete the required schools, meet the minimum aptitude standards, use reenlistment windows to his advantage and continually perform to standard. The soldier who does all these things will be the modern, technically proficient, professional NCO who is taking charge of his career.

Figure 1: Useful FA Websites

Useful Information or Links Found   Website Proponent/
on Websites                         Title

FA Branch Update, Field Artillery   FA Branch
Proponency Office (FAPO)            PERSCOM
Professional Development Model and
Duty Descriptions by MOS, PERSCOM
Directory of FA Branch
Representatives, FA Links

Numerous Useful Links, Including    Army Knowledge Online (AKO)
Enlisted Records and Evaluation
Center (EREC), Army Doctrine and
Training Digital Library (ADATDL-
Field Manuals), Army Electronic
Library (Army Regulations and DA
Pamphlets), NCO Education System
(NCOES), etc.

Online Update of Location           Army Satisfaction Key (ASK)
Preference, Volunteering for
Locations or Special Duty
Assignments and Personal Contact
Information

Official Military Personnel File    EREC
(OMPF) Online

Officer and Enlisted Management     PERSCOM
Directorate, Enlisted Selections
and Promotions, EREC, Officer
Efficiency Reports (OERs) and
NCOERs

Links for FA Officers and Warrant   FAPO--The Artilleryman
Officers, NCO Professional
Development, NCO and Enlisted
MOS Descriptions, FA Related
Training and Doctrine Publications
and the FA Professional
Development Model

FA Training and Doctrine            Requirements Determination
Publications, Individual and        Development and Integration
Shared Task Lists, Soldier          (RDDI) of the Futures
Training Publications (STPs),       Development Integration
Individual Training Materials       Center, Fort Sill

Useful Information or Links Found   Web Addresses
on Websites

FA Branch Update, Field Artillery   http://www.perscom.army.mil/Epfa/
Proponency Office (FAPO)             fa_ltr.htm
Professional Development Model and
Duty Descriptions by MOS, PERSCOM
Directory of FA Branch
Representatives, FA Links

Numerous Useful Links, Including    http://www.us.army.mil/portal/
Enlisted Records and Evaluation      portal_home.jhtml
Center (EREC), Army Doctrine and
Training Digital Library (ADATDL-
Field Manuals), Army Electronic
Library (Army Regulations and DA
Pamphlets), NCO Education System
(NCOES), etc.

Online Update of Location           https:isdrad06.hoffman.army.mil/
Preference, Volunteering for         erec/ask_ako.htm
Locations or Special Duty
Assignments and Personal Contact
Information

Official Military Personnel File    http://www.erec/army.mil/
(OMPF) Online

Officer and Enlisted Management     http://www.perscom.army.mil/
Directorate, Enlisted Selections     default.htm
and Promotions, EREC, Officer
Efficiency Reports (OERs) and
NCOERs

Links for FA Officers and Warrant   http://sill-www.army.mil/FA/
Officers, NCO Professional           index.htm
Development, NCO and Enlisted
MOS Descriptions, FA Related
Training and Doctrine Publications
and the FA Professional
Development Model

FA Training and Doctrine            http://faresources.sill.army.mil/
Publications, Individual and         rddi/rddi_page.htm
Shared Task Lists, Soldier
Training Publications (STPs),
Individual Training Materials
Figure 2: MOS 13B Cannon Crewmember Proponent Career Map

Rank           PVT/SPC          SGT             SSG

Institutional  OSUT/AIT/        PLDC            BNCOC
Pillar         PLDC
Operational    Driver           Gunner          Section Chief
Pillar         Cannoneer        Ammo SGT
               Ammo SP
               Asst Gunner


Special        Corporal         Recruiter       Drill SGT
Assignments    Recruiter                        Recruiter
                                                Instructor



Institutional  Airborne         Airborne        Airborne
& Special      Air Assault      Air Assault     Air Assault
Skills         ASI U6           ASI U6          ASI U6

Recommended    Needs of the     Needs of        24 Mos as
Time in        Army             the Army        Section Chief
Assignments


Promotions     6 Mos--PV2       PZ--36 Mos      PZ--84 Mos
               12 Mos--PFC      SZ--18 Mos      SZ--48 Mos
               26 Mos--SPC


Retention      3 Yrs TIS        15 Yrs TIS      20 Yrs TIS
Control        SPC--10 Yrs TIS  SGT(P)--20 Yrs  SSG(P)--24 Yrs
Point          SPC(P)--13 Yrs   TIS             TIS
               TIS


Rank           SFC               MSG/1SG          SGM/CSM

Institutional  ANCOC                 Sergeants Major Academy
Pillar
Operational    PSG               PSG              Ops SGM/CSM
Pillar         Gunnery SGT       Gunnery SGT       FA Battalion-
               Master Gunner     Master Gunner     Brigade-Division
               Asst Ops NCO      Asst Ops NCO      Artilery-Corps
                                                   Artilery

Special        Drill SGT         Instructor/ROTC  Instructor/ROTC
Assignments    Recruiter/ROTC    AC/RC Trainer    AC/RC Trainer
               Instructor        CTC O/C          CTC O/C
               AC/RC or CTC O/C  IG NCO           FA School
               EOA

Institutional  Airborne          1SG Course       Tactical Air
& Special      Air Assault       Battle Staff     Operations
Skills         Battle Staff

Recommended    24 Mos as PSG     24 Mos as 1SG    Needs of
Time in        Gunnery SGT                        the Army
Assignments    Master Gunnery
               Asst Ops NCO

Promotions     PS--SZ            PZ--SZ           PZ--SZ
               Announced by      Announced by     Announced by
               HQDA Before       HQDA Before      HQDA Before
               Each Board        Each Board       Each Board

Retention      24 Yrs TIS        26 Yrs TIS       30 Yrs TIS
Control        SFC(P)--26 Yrs    MSG(P)--30 Yrs   CSM (Nominative
Point          TIS               TIS               Only by 3- or 4-
                                                   Star Generals)
                                                  35 Yrs TIS

Legend

AC/RC = Active Component/Reserve Component

AIT = Advanced Individual Training

ANCOC = Advanced NCO Course

ASI = Additional Skill Identifier

BNCOC = Basic NCO Course

CTC = Combat Training Center

EOA = Equal Opportunity Advisor

HQDA = Headquarters Department of the Army

IG = Inspector General

O/C = Observer/Controller

OSUT = One-Station Unit Training

PLDC = Primary Leadership Development Course

PZ = Primary Zone

SP = Self Propelled

SZ = Secondary Zone

TIS = Time in Service

Figure 3: DA Promotion Board Preparation Checklist. The board only sees three documents: official military personnel file (OMPF), photo and DA Form 2-1 Personnel Qualification Record/Enlisted Records Brief (ERB).

* Have an active Army Knowledge Online (AKO) account.

* Know when you are eligible for a board.

* Ensure your Enlisted Records and Evaluation Center (EREC) "board" packet is accurate.

- Check your OMPF online through the AKO portal.

- Have a current photo (every three years); send a digital photo to EREC via AKO (fast) or mail a copy of the digital photo (slow).

- Verify your DA Form 2-1 and ERB; make sure the data does not conflict between these two reports and sign them when you verify them.

* If there are errors, correct them.

Sergeant First Class (Promotable) Robert A. Smedley is the Military Occupational Specialty (MOS) 13B Cannon Crewmember Professional Development NCO at the Field Artillery Branch in the Enlisted Personnel Management Directorate (EPMD) of the Total Army Personnel Command (PERSCOM), Alexandria, Virginia. He has served in a variety of cannon artillery positions during his career. His last assignment was as a Paladin Platoon Sergeant in the 4th Battalion, 42d Field Artillery, the 4th Infantry Division (Mechanized) at Fort Hood, Texas. He also served for three years in Recruiting Command at Fort Hamilton, New York. He holds a Bachelor of Science in Liberal Arts from Regents College in Albany, New York.

Lieutenant Colonel (Promotable) William A. Rigby is the Field Artillery Branch Chief, EPMD at PERSCOM. He has served in a variety of Field Artillery assignments, to include in cannon, multiple-launch rocket system (MLRS) and Pershing units. He most recently headed the Office of the Chief of Field Artillery as Chief of the Field Artillery Proponency Office (FAPO) in Training Command, Fort Sill. He will attend the War College at Carlisle Barracks, Pennsylvania, in August.