Army Medical Department (CMF 68) Career Progression Plan

Chapter 1. Introduction

1–1. Duties

The Army Medical Department (AMEDD) mission is to provide comprehensive medical treatment,

evacuation and services to United States and coalition forces in support of overseas contingency

operations and homeland defense. Career Management Field (CMF) 68 comprises 22-Military

Occupational Specialties (MOS) and eight Additional Skill Identifiers (ASI), representing various

medical specialties and sub-specialties. The majority of foundation institutional training is conducted at

the Medical Education and Training Campus (METC), located on Joint Base San Antonio (JBSA), Fort

Sam Houston (FSH), Texas. Soldiers in CMF 68 possess state-of-the-art technical skills and use

modern and cutting-edge technology to help prevent disease and health disorders, preserve life and

function, and mitigate suffering. Through continuous learning, CMF 68 Soldiers maintain and build upon

perishable skill sets and competencies required by governmental and private sector licensing agencies

and institutions. Noncommissioned Officers (NCO) supervise, mentor, train, evaluate, and develop

subordinates and peers as an inherent and integral part of the continuous learning process of this

CMF's Professional Development Models (PDM).

1–2. Transformation

The AMEDD requires NCOs who are first and foremost leaders of Soldiers who can solve complex

problems. CMF 68 Soldiers are warriors with moral, intellectual, and interpersonal characteristics that

enable organizational and individual success. The best CMF 68 information sources about current and

evolving assignment policies are the AMEDD Personnel Proponent Directorate (APPD) and the Human

Resources Command (HRC), Health Services Division-Enlisted Branch (HSD-EB). The Army values a

broadened leader with Operating Force (OF) and Generating Force (GF) assignments experience.

AMEDD NCOs must be experts in technical and tactical skills; team builders equally skilled in leading

Soldiers and the ability to collaborate with leaders from other armed forces branches, services, and

nations to enable mission success; possess imaginative, agile, and adaptive characteristics. AMEDD

Soldiers bring maximum value to health services by providing agile and adaptive individuals to medical

teams (MED TM), ready to execute relevant, responsive health services in any environment with any

partnered team, joint service, or interagency health service. AMEDD Soldiers are immersed in a culture

of innovation, providing our Warriors with standardized solutions to support best practices and optimal

healthcare solutions. AMEDD Soldiers live the Warrior Ethos and aspire to uphold the Army Values in

all healthcare support endeavors.

Chapter 2. Recommended career management self-development by rank

2–1. Commitment

The quality and success of a Soldier's career are directly proportional to the Soldier's consistent

commitment to excellence, regardless of the mission. Soldiers should focus their self-development on

preparing themselves for positions of greater responsibility. Soldiers committed to achieving high goals

will develop technical, tactical, and leadership skills with the practical knowledge and ambition to put

these skills to good use. The AMEDD Soldiers primary objective is to gain expertise within their MOS

based on various developmental assignments followed by a broadening assignment once Critical

Leader Development (CLD) is complete, if applicable. Regardless of the assignment, AMEDD Soldiers

should consistently seek self-improvement and personal and professional goals within their career map.

2–2. Improvement

a. Self-development is a mandatory, individually planned, progressive, and sequential program

supported by NCO leadership. Leaders develop through military training, education, and experiences

supported by institutional training and education, operational assignments, and self-development.

AR621–5 Army Continuing Education System (ACES) programs and services support the self-

development domain of the Army leader development tenets by providing Soldiers opportunities for

Army Medical Department (CMF 68) Career Progression Plan

traditional and technology-based education as well as personal and professional career goal support.

ACES provide Soldiers with education objectives for development. Soldiers can enhance their

competencies and leadership attributes through various development programs providing on and off-

duty academic instruction in job-related skills.

b. ACES programs include Functional Academic Skills Training (FAST), English-as-a-Second

Language (ESL), and Mission-required language training. FAST helps Soldiers achieve career and

personal goals through academic instruction in reading, writing, speaking, mathematics, and computer

skills. FAST benefits Soldiers: who need to improve ASVAB scores to achieve military goals; who are

seeking college preparation courses; who are seeking advanced professional development courses;

whose primary/native language is other than English, and who need comprehension instruction,

speaking and writing skills improvement; who need additional education in basic subjects, e.g.,

mathematics or reading to ensure they function at the 12th-grade level. Soldiers may enroll in the

following FAST programs: Basic Skills Education Program (BSEP), General Technical (GT)

improvement, or Reading skills development. Soldiers may find residential ESL training program

information provided by the Defense Language Institute English Language Center (DLIELC)

. Non-

residential ESL programs are available to permanent party Soldiers whose primary/native language is

other than English and who have difficulty speaking, understanding, or composing written responses in

English. Soldiers assigned to overseas locations are eligible for Mission-related language training

(Headstart2), a Defense Language Institute Foreign Language Center (DLIFLC) sponsored program

that provides host-nation cultural familiarization, orientation, and language instruction via DVD or

online.

Academic Skills Training (AST) is online training to improve college entrance and promotion

opportunities.

c. Soldiers should leverage Distance Learning (DL) and Army e-Learning courses

for self-

development, to earn college credit, and acquire promotion points. These courses provide an

exceptional opportunity for educational advancement in continued higher education, leadership skills,

and technical proficiency. Taking advantage of these opportunities is advisable to enhance one's

career and personal growth.

d. The installation education center provides leadership skill enhancement courses, which assist

NCOs in meeting their leadership responsibilities as trainers, communicators, and supervisors. The

courses include computer literacy instruction and build on leadership competencies, assist in unit

readiness cross-training, stress management, counseling, and Noncommissioned Officer Professional

Development System (NCOPDS) preparation. These courses do not replace any facet of NCOPDS.

e. Professional Reading. The following provide suggested readings for self-development: The U.S.

Army Chief of Staff (CSA) Professional Reading List, CSA Professional Reading Program

, Sergeant

Major of the Army (SMA) Book Club, Medical Center of Excellence Commanding General (MEDCoE)

CG Professional Reading List, Center for Army Leadership (CAL) suggested reading, CAL reading

resource library, MEDCoE Medical Journal NCO Journal.

f. Online Discussion Forums, Blogs, Social Media, and Podcasts. Online professional discussion

forums, leadership-oriented blogs, video blogs (vlogs), podcasts, and social media groups focused on

military leadership offer valuable mentorship, development opportunities, and potential pitfalls. Blogs

and video blogs (vlogs) can promote easily accessible and consumable leadership and professional

development lessons for a wide audience, promoting a faster way for individuals to write, publish, or

broadcast on relevant military topics. Army leaders must understand various platforms, including whom

and how they engage, as Soldiers, DA civilians, and families live increasingly online. Online activities

are a constant presence in the daily lives of Soldiers, influencing interactions with peers, leaders, and

even the American people, which has real-life effects on an organization's readiness, cohesion, and

environment. Social discussion forums range from professional to informal discussion threads, with

professional discussion forums, blogs, and vlogs providing new perspectives, creative solutions, and

Army Medical Department (CMF 68) Career Progression Plan

connections between peers and leaders. Informal discussion forums offer anonymity, allowing for frank

discussions on challenging topics, but can also create subversive discussions that harm team cohesion

or chain of command. Leaders must understand the potential for positive and negative professional

development and dialogue. Personal social media pages can highlight and provide an opportunity to

share the value of their profession and the realities of life off-duty, but understanding the fine line

between professional and unprofessional behavior is crucial. AR 25-2 and AR 600-20 offer regulatory

guidelines to manage professional behaviors on personal social media pages. See FM 3-61 and AR

360-1 for information and guidelines about building and managing unit social media pages.

Podcast resources: Soldier For Life Podcast, Army Talent Management Podcast,

Army HRC-

Personnel File Podcast, Centre for Army Leadership Podcast, TRADOC Talks Podcast, NCO Journal

Podcast, Army U Press Podcast Dropzone, The Military Leader Podcast, WarDocs Military Medicine

Podcast, Military Medicine Podcast.

g. S1NET. The S1Net is part of an Army-wide knowledge management system supporting the flow

of knowledge throughout the Human Resources (HR) community. S1Net is essential for military

personnel who must stay connected and informed on the battlefield. The system communicates and

shares information in real time, ensuring everyone is on the same page and can work together

effectively. Soldiers who register are notified as changes in the Army occur and will have access to

resources and information to aid their professional growth and advancement. JOIN INSTRUCTIONS:

Join to receive messages, sign into the S1Net Home Page in milSuite using CAC (signing in

establishes milSuite account), click on the "Join S1NET" widget on the page's left side.

2–3. Education

a. Pursuing a college education is not a mandatory requirement. However, pursuing excellence

while earning a degree may distinguish Soldiers from their peers. Tactical assignments' operational

tempo (OPTEMPO) may limit civilian education opportunities. Nevertheless, Soldiers are still

encouraged to focus on lifelong learning to achieve their professional and personal goals. To do so,

they should aim to master the academic skills required for their primary MOS and meet NCOPDS

prerequisites.

b. According to the American Council on Education (ACE), the ACE Military Guide

facilitates

academic institutions in awarding college credit to military-connected learners for Professional Military

Education (PME), training, experience, and occupations, e.g., MOS. It is the sole source of information

for courses and occupations evaluated for the military. The Soldier’s

Joint Services Transcript (JST)

provides detailed information and college credit recommendations for all ACE-evaluated military

courses and occupations. ACE also evaluates courses offered by military-affiliated or defense

institutions, government agencies, and joint DoD programs. However, these evaluations are found in

the

ACE National Guide, and not the ACE Military Guide.

c. Soldiers should take advantage of college credit by examination programs:

College Level

Examination Program (CLEP) and Defense Activity for Non-Traditional Education Support (DANTES).

The U.S. government fully funds these exams and associated administrative fees, enabling Soldiers to

conserve funds as they pursue an academic degree.

d. To effectively operate in a full-spectrum environment, Soldiers must be skilled in employing and

handling highly complex technical equipment to preserve life and minimize suffering. Based on this

requirement, pursuing a college education is strongly encouraged for all Soldiers to adequately prepare

and equip themselves for the demanding challenges of the modern battlefield. Most AMEDD Soldiers

serve in highly specialized and technical fields, which demand education beyond the associate degree.

AR 621-5 recommends that Soldiers create a lifelong learning plan within the first 18 months of service

to support their personal and professional goals and begin postsecondary studies within the first five

years of enlistment. Postsecondary studies range from academic, vocational, technical, and

occupational courses with certificates, diplomas, or degrees. Soldiers can pursue academic programs

Army Medical Department (CMF 68) Career Progression Plan

at an Academic Institution (AI) on or off the installation or online. Soldiers should aim to earn an

associate degree or complete an education goal between the 5th and 15th years of service and strive

to complete a bachelor's degree by the 20th year of service. The following guidelines are desired for

AMEDD NCOs, when possible:

1. Prior to achieving the rank of Sergeant (SGT/E-5), it is recommended that Soldiers ideally attain a

minimum of 30 semester hours,

2. NCOs selected for advancement to Staff Sergeant (SSG/E-6) should have ideally completed a

minimum of 60 semester hours,

3. NCOs selected for advancement to Sergeant First Class (SFC/E-7) should have ideally completed

a minimum of 90 semester hours, and

4. NCOs selected for advancement to Master Sergeant (MSG/E-8) should have ideally completed a

minimum of 120 semester hours.

2–4. Enrollment

a. Soldiers should seize all available opportunities in pursuit of civilian education using the

Army

Credentialing and Continuing Education Service for Soldiers (ACCESS), previously Army Continuing

Education Services (ACES). ArmyIgnitED is the Army's virtual gateway portal for all eligible Active Duty

(AD) and Army Reserve (USAR) component Soldiers Tuition Assistance (TA) and Credentialing

Assistance (CA) requests. The portal provides and allows visibility of automated financial transactions,

and tracks enrollment processes and program progress.

b. The Army CA Program allows Soldiers to obtain information on industry-recognized credentials

and licenses related to their MOS and civilian careers to enhance their skills and qualifications during

and after military service. This program utilizes TA/CA to cover course and exam costs for any

approved credential listed on Army Credentialing Opportunities On-Line (COOL)

. It is beneficial for all

Soldiers to review and complete COOL-Soldier Common Core-Certifications/Licenses in addition to

MOS specific Certification/Licenses referenced in individual MOS chapters. Funding requests are

processed utilizing the

ArmyIgnitED portal.

c. The Army Career Tracker (ACT)

is the Army's current platform for career and leadership

development, providing an integrated approach that capitalizes on lifelong learning by supporting

personal and professional development. Users are able to: evaluate their comparative career metrics

on the graphical career dashboard, manage/monitor career requirements, and objectives, track goal

progress; view assignment history, completed/pending training, earned certifications, and MOS-career

related recommendations. ACT allows leaders to create recommendations for Soldiers as part of their

Individual Development Plan (IDP), which provides Soldiers with information and guidance to maximize

career progression opportunities at all career stages.

(1.) The Army Training Information System (ATIS) (TRADOC) is the future system projected to

execute the leader development functions currently executed in ACT. ATIS combines 28 legacy training

systems into one, single solution which provides training development, scheduling, resource learning

and content management. ACT was projected to divest the leader development capabilities to the ATIS

and transition into a sponsorship-only system by the end of the FY23. The anticipated ATIS platform

go-live timeline is on or about FY26 or sooner at which point ACT will officially sunset.

2–5. Distributed Leader Course (DLC)

a. DLC is required learning which provides six levels of asynchronous, sequential, and progressive

distributed learning (DL) content that support and serve as NCOPDS prerequisites for corresponding

levels Soldiers are required to complete by specified points in their career for continued advancement.

The DLC’s intent is to bridge the operational and institutional domains and set conditions for continuous

growth. DLC builds knowledge and skills through a defined sequence of learning approaches with the

adjuncts of formal education and experiential learning. DLC focuses on common cognitive skills that

prepare and enhance an individual's ability to lead Soldiers and competence as a Warrior. DLC is an

Army Medical Department (CMF 68) Career Progression Plan

individual responsibility executed at one's own pace leader oversight. The following establishes

guidance for DLC:

b. DLC I. Target audience: Specialist (SPC/E-4) and Corporal (CPL/E-4). Soldiers must graduate

Initial Military Training (IMT) and be promoted to SPC IOT meet DLC I enrollment eligibility. Soldiers

Private (PVT/E-1) through Private First Class (PFC/ E-3) are ineligible for DLC I enrollment until

promoted to SPC. Upon completing Advanced Individual Training (AIT), Soldiers are automatically

entered into Army Professional Military Education (PME). Soldiers who entered the Army as a SPC

must have 18 months’ time in service (TIS) or be at their first duty assignment before being eligible for

DLC I enrollment. Jr Soldiers are required to complete DLC I in preparation for their first leadership role.

This course aims to enhance basic communication skills to communicate ideas and thoughts

effectively; recognize the significance of possessing a solid moral compass with strong values, which

are crucial traits for effective leadership; equip Soldiers with the requisite technical and tactical

proficiency to lead teams competently; and cultivate a lifelong learning mindset by exploring interests

and executing the initiative to pursue civilian education. DLC I completion is a prerequisite for the Basic

Leader Course (BLC) attendance and is an eligibility requirement for board promotion recommendation

to Sergeant (SGT/E-5).

c. DLC II. Target audience: Sergeant (SGT/E-5) who have completed DLC I and are BLC

graduates. This course is designed to equip SGTs with the necessary skills to effectively navigate

cultural dynamics within the Joint, Interagency, Intergovernmental, and Multinational (JIIM)

environment. This course emphasizes the development of self and subordinates in regard to ethical

judgment and leadership agility, particularly in situations where information is ambiguous or uncertain.

Additionally, the importance of moral and ethical character in program management is stressed. DLC II

completion is a prerequisite for the Advanced Leader Course (ALC) attendance and is an eligibility

requirement for board promotion recommendation to Staff Sergeant (SSG/E-6).

d. DLC III. Target audience: Staff Sergeant (SSG/E-6) who have completed DLC II and are ALC

graduates. This course prepares and allows SSGs to improve in the human dimension as individuals,

leaders, and professionals. This course helps develop the leadership skills necessary to lead a platoon-

size element and to make quick, accurate decisions in the best interest of the mission and Soldiers.

DLC III completion is a prerequisite for the Senior Leader Course (SLC) attendance and is an eligibility

requirement for promotion consideration to Sergeant First Class (SFC).

e. DLC IV. Target audience: Sergeant First Class (SFC/E-7) who have completed DLC III and are

SLC graduates. This course develops and prepares SFC' to lead at the unit and organizational level by

developing the Leader Core Competencies (LCC) and attributes associated with the Leader

Requirements Model to ensure the unit is ready, trained, proficient, disciplined, and motivated. SFC’ will

cultivate the necessary leadership skills to become better leaders, professionals, and individuals in the

human dimension. Furthermore, this course prepares SFC' for administrative and staff roles at the unit

level to ensure successful operations. DLC IV completion is a prerequisite to attend the Master Leader

Course (MLC) and the U.S. Air Force SNCOA Advanced Leaders Experience (AFSNCOA). DLC IV

completion is also an eligibility requirement for promotion consideration to Master Sergeant (MSG/E-8).

f. DLC V. Target audience: Master Sergeant (MSG/E-8) and First Sergeant (1SG/E-8) who have

completed DLC IV and are MLC graduates. This course prepares MSG/1SGs to lead at the unit,

organizational, and operational levels; it is designed to bridge the gap between strategic and tactical

planning. This course aims to analyze and apply the necessary knowledge to better equip leaders to

enforce policies and standards on enlisted personnel's performance, training, appearance, and

conduct. Additionally, it enhances the Leader Core Competencies (LCC) and attributes associated with

the Leader Requirements Model, resulting in Sr leaders ready to advise and initiate local NCO support

channel recommendations. DLC V completion is a prerequisite for the NCO Leadership Center of

Army Medical Department (CMF 68) Career Progression Plan

Excellence (NCOLCoE) United States Army Sergeants Major Course (USASMC) attendance and is an

eligibility requirement for selection consideration and promotion to Sergeant Major (SGM/E-9).

g. DLC VI. Target audience: Sergeant Major (SGM/E-9) who have completed DLC V, are USASMC

graduates, and have been selected for a 7S/7C series assignment. This course equips "7" series

positions with the necessary skills to perform Sr-level duties at the brigade-level and higher positions

throughout today's operational environment (OE). This course aims to produce and provide the Army

with self-aware, adaptive leaders of character and competence who possess the necessary skills to

shape, navigate and overcome the challenges of uncertainty, challenges and operate effectively within

the OE. DLC VI completion is a prerequisite for the Nominative Leader Course (NLC) attendance.

Completion of DLC VI and the NLC are eligibility requirements for nominative and joint assignment

consideration and selection.

2–6. Private (PVT) – Specialist (SPC) / Corporal (CPL)

a. Role. The quality and success of a Soldier's career are directly proportional to the Soldier's

consistent commitment to excellence, regardless of the mission. Soldiers committed to achieving high

goals will strive to develop MOS competency and leadership skills while possessing the practical

knowledge and ambition to put them to good use. The rank of CPL is bestowed on Soldiers who are

leaders within small teams. CPLs are charged with their team's care, training, education, and readiness

while maintaining and enforcing Army standards. Soldiers who wear the CPL rank visually signals they

have transitioned from the Jr enlisted ranks to members of the NCO corps.

b. Reading. In addition to (2-2e) Soldiers should read and understand the following military

publications accessed through the Army Publishing Directorate (APD): Doctrine Smart Book

, ADP 1,

ADP 1-01, AR 30-22, AR 350-1, AR 40-25, AR 600-25, AR 600-81, AR 600-8-19, AR 600-9, AR 670-1,

AR 930-4, DA Pam 385-30, DA PAM 670-1, FM 6-22, GTA 22-06-004, STP 21–2-SMCT, TC 21-7, TC

3-21.5, TC 3-21.75, TC 3-22.9, TC 3-25.26, TC 4-02.1, TC 7-21.13, TP 525-8-2, TR 350-70 all operator

level maintenance manuals associated with equipment and battle drills associated with current

assignment.

c. Civilian education. Soldiers should begin formulating plans with objectives and goals at this

point in their careers. They should concentrate on their military skills. Distance Learning (DL) and

Army

e-Learning courses offer extensive military education and training—the successful completion of

courses counts for SGT/SSG promotion points. See Chapter 2 for detailed information.

d. Boards and Competitions. All PVT through SPC/CPL should broaden their knowledge base by

attending Soldier competition boards such as Soldier of the Month/Quarter/Year. Boards instill

discipline and teach Soldiers how to research, effectively communicate, and utilize critical thinking

skills. Soldiers should also strive to earn the Expert Medical Field Badge (EFMB) if not already earned.

It is not only an honor to hold the EFMB, but it may become a discriminator in selection for promotion.

In addition, Soldiers should attend the Army Best Medic and Best Squad competitions.

e. Training and assignments. All Soldiers should consider/attend any and all special

training/courses available or offered, see table below. Soldiers should contact their assignment

managers at HRC, HSD-EB for more information regarding training and assignment opportunities.

ENLISTED UNIVERSAL & CMF68 MOS APPLICABLE ASIs/SQIs IAW DA PAM 611-12 Ch12 Tables 12-1,12-2

ASI

ASI TITLES

MOS

GRADE

REMARKS

AIR ASSAULT

NATIONALLY REGISTERED PARAMEDIC

68W

E3 - E8

CERTIFIED MEDICAL CODER

68G

E1 - E8

CRITICAL CARE FLIGHT PARAMEDIC

68W

E4 - E8

HEALTH PHYSICS

68S

E4 - E7

DENTAL LABORATORY

68E

E4 - E7

SPECIAL OPERATIONS COMBAT MEDIC (SOCM)

68W

E3 - E7

PREVENTIVE DENTISTRY

68E

E3 - E5

Army Medical Department (CMF 68) Career Progression Plan

IMMUNIZATION/ALLERGY

68W

E4 - E7

SQI

SQI TITLES

MOS

GRADE

REMARKS

MILITARY MOUNTAINEER

RANGER

LINGUIST

PARACHUTIST

SPECIAL OPERATIONS SUPPORT PERSONNEL

75TH RANGER REGIMENT LEADER

RANGER PARACHUTIST

f. Professional Military Education (PME). See (2-5b).

2–7. Sergeant (SGT)

a. Role. The SGT leads teams as part of a squad, crew, or section and is the first line of the NCO

support channel who has the most influence and direct impact on the Soldiers they oversee. Their role

is vital as they are responsible for their health, welfare, and safety and ensure Soldiers maintain

personal appearance standards and receive individual equipment maintenance and accountability

training. SGTs are critical leaders in ensuring the success of the unit's mission by providing counseling,

training, and care for Soldiers. The SGT's career progression relies on a solid drive to demonstrate high

proficiency in MOS competency and duties and excel in duty performance. They must acquire

additional skills, knowledge, and experience commensurate with their position to build subject matter

experts (SME) and effectively train and lead Soldiers.

All leaders bear the professional responsibility to

develop subordinates into leaders by preparing and challenging them with greater responsibility,

authority, and accountability.

b. Reading. In addition to (2-2e) and (para. 2-6b): SGTs should read, understand, and apply

information from the following military publications accessed through the

Army Publishing Directorate

(APD). Doctrine Smart Book. ADP 6-0, ADP 6-22, AR 600-8-104, AR 600-8-2, AR 600-8-22, AR 600-8-

8, AR 735-5, ATP 6-22.1, ATP 6-22.5, DA Pam 710-2-1, FM 7-22, TC 7-22.7, TP 525-8-2, STP 21–24-

SMCT skill-levels 2 and 3.

c. Civilian education. SGTs should develop a plan to acquire a degree. See Chapter 2. for detailed

information.

d. Boards and Competitions. NCOs' development, abilities, and promotion potential are assessed

by boards, which also reinforce their capacity to conduct research, communicate effectively, and utilize

critical thinking skills. To enhance their knowledge, SGTs should participate in competition boards such

as NCO of the Month/Quarter/Year, Sergeant Audie Murphy, and Sergeant Morales professional club

boards. Moreover, SGTs should aim to acquire the EFMB, if not yet earned. It is not only an honor to

hold the EFMB, but it may become a discriminator in selection for promotion. In addition, NCOs should

attend the Army Best Medic and Best Squad competitions.

e. Training and assignments. SGTs should consider attending any and all training available or

offered, see table below. Recommended courses include the Equal Opportunity Leader (EOL) course,

and Unit Prevention Leader (UPL) course. SGTs should contact their assignment managers at HRC,

HSD-EB for more information regarding training and assignment opportunities.

ENLISTED UNIVERSAL & CMF68 MOS APPLICABLE ASIs/SQIs IAW DA PAM 611-12 Ch12 Tables 12-1,12-2

ASI

ASI TITLES

MOS

GRADE

REMARKS

SUICIDE INTERVENTION TRAINER

E5 - E7

AIR ASSAULT

NATIONALLY REGISTERED PARAMEDIC

68W

E3 - E8

RECONNAISSANCE AND SURVEILLANCE LEADER

68W

E5 - E7

MRT-FACILITATOR

E5 - E8

MRT-ASSIST PRIMARY INSTRUCTOR

E5 - E8

MRT-PRIMARY INSTRUCTOR

E5 - E8

MASTER RESILIENCE TRAINER (MRT)

E5 - E8

CERTIFIED MEDICAL CODER

68G

E1 - E8

CRITICAL CARE FLIGHT PARAMEDIC

68W

E4 - E8

Army Medical Department (CMF 68) Career Progression Plan

PATHFINDER

MOS WAIVER REQUIRED

ARCTIC SOLDIER

E5 - E8

SPECIAL OPERATIONS AVN COMBAT SKILLS GRADUATE

160th Green Plt

COMPUTED AXIAL TOMOGRAPHY (CAT) SCAN

68A

E5 - E6

MASTER DRIVER TRAINER

E6 - E7

AIRCRAFT CREWMEMBER STANDARDIZATION INSTRUCTION

68W, SQI F

E5 - E6

HEALTH PHYSICS

68S

E4 - E7

DENTAL LABORATORY

68E

E4 - E7

SUSTAINMENT AUTOMATION SUPPORT MGMT OFFICE (SASMO)

68A, 68G, 68J

E5 - E7

MASTER FITNESS TRAINER (MFT)

E5 - E9

SPECIAL FORCES COMBAT DIVING, MEDICAL

68W

SFA SUPPORT PERSONNEL

68A, 68F, 68W

E5 - E8

SFAB

SPECIAL OPERATIONS COMBAT MEDIC (SOCM)

68W

E3 - E7

PREVENTIVE DENTISTRY

68E

E3 - E5

IMMUNIZATION/ALLERGY

68W

E4 - E7

SQI

SQI TITLES

MOS

GRADE

REMARKS

COMBAT ADVISOR

68A, 68F, 68W

E5 - E8

SFAB

NON-CAREER RECRUITER

E5 - E7

MOBILIZATION AND DEMOBILIZATION OPERATIONS

68W

E5 - E7

SPECIAL MISSIONS UNIT (SMU) ADVANCED SPEC OPS

68A, 68E, 68G, 68J, 68K, 68P, 68R, 68S, 68W, 68X

E5 - E7

MILITARY MOUNTAINEER

RANGER

LINGUIST

PARACHUTIST

SPEC OPS SUPPORT PERSONNEL

USASOC SPECIAL MISSION UNIT (SMU) OPERATOR

68A, 68E, 68G, 68J, 68K, 68P, 68R, 68S, 68W, 68X

E5 - E7

75TH RANGER REGIMENT LEADER

RANGER PARACHUTIST

DRILL SERGEANT

E5/P - E7

f. NCOPDS. See (2-5c).

2–8. Staff Sergeant (SSG)

a. Role. The core competencies required of a SSG include Readiness, Leadership, Training

Management, Communications, Operations, and Program Management. These competencies ensure

SSGs are ready to lead, train, communicate with, and manage Soldiers effectively. The SSG is a

crucial unit leader serving as a Squad Leader (SL), supervising and leading squads/sections of

Soldiers. They ensure subordinates are well-trained, disciplined, and motivated, serving as role models

and mentors. SSGs execute military missions by implementing and enforcing orders, plans, and

policies. They train and develop Soldier's skills, evaluate performance, maintain administrative records,

and provide feedback to support professional growth. SSGs enforce safety protocols and serve as a

vital link between superiors and subordinates. Specific duties vary based on the unit, OE, and MOS. In

efforts to increase performance at the SSG level, newly promoted SSGs are required to remain in

Critical Leadership Development (CLD) positions for no less than 24-months. CLD requirements ONLY

pertain to 68W SSGs, as there are zero to minimal available assignments with CLD potential for the

remaining 21-MOSs within the CMF. 68W OF and GF CLD positions can be found in Chapter 21. All

leaders bear the professional responsibility to develop subordinates into leaders by preparing and

challenging them with greater responsibility, authority, and accountability.

b. Reading. In addition to (2-2e), (2-6b), and (2-7b) SSGs should read, interpret, and apply the

following military publications accessed through the Army Publishing Directorate (APD):

Doctrine Smart

Book, ADP 1-02, ADP 3-0, ADP 5-0, ADP 7-0, AR 25-50, AR 385-10, AR 405-45, AR 600-8-10, AR

600-85, AR 601-2, AR 601-210, AR 601-280, AR 608-1, AR 608-18, AR 623-3, AR 635-200, AR 840-

10, ATP 4-02.6, ATP 6-01.1, CTA 50-900, DA Pam 350-58, DA Pam 600-25, DA Pam 710-2-2, FM 1-

02.1, FM 1-02.2, FM 1-05, FM 1-06, FM 27-10, FM 3-0, FM 3-24, FM 3-24.2, FM 4-02, FM 7-22.7, JP 1,

JP 1-0, JP 2-0, JP 3-0, JP 4-0, JP 5-0, JP 6-0, TR 350-70,

Leader Development Improvement Guide

(LDIG), Interactive Leader Development Guide.

Army Medical Department (CMF 68) Career Progression Plan

c. Civilian education. OF and CLD assignments OPTEMPO may limit the time required to complete

civilian education; however, SSGs should seize available opportunities and be willing to make the

required sacrifice to pursue a degree. See (2-3d2).

d. Boards and Competitions. Participating in NCO of the Month/Quarter/Year competition boards is

a crucial aspect of leadership development for SSGs. These boards testify to an NCO’s research

ability, critical thinking capabilities, communication, and leadership skills. Furthermore, SSGs who

compete in such boards set an example for their subordinates. In addition, SSGs should also attend the

Sergeant Audie Murphy and Sergeant Morales prestigious club boards. Moreover, SSGs should aim to

acquire the EFMB, if not yet earned. It is not only an honor to hold the EFMB, but it may become a

discriminator in selection for promotion. In addition, NCOs should attend the Army Best Medic and Best

Squad competitions.

e. Training and assignments. SSGs should consider attending any and all training available or

offered, see table below. Recommended courses include the EOL course and UPL course. SSGs

should contact their assignment managers at HRC, HSD-EB for more information regarding training

and assignment opportunities.

ENLISTED UNIVERSAL & CMF68 MOS APPLICABLE ASIs/SQIs IAW DA PAM 611-12 Ch12 Tables 12-1,12-2

ASI

ASI TITLES

MOS

GRADE

REMARKS

SEXUAL HARASSMENT/ASSAULT RESPONSE & PREVENTION

E6 - E9

SHARP MASTER ADVOCATE

E6 - E9

SUICIDE INTERVENTION TRAINER

E5 - E7

AIR ASSAULT

BATTLE STAFF NCO

E6 - E8

OPERATIONAL CONTRACT SUPPORT (OCS)

68J

E6 - E9

NATIONALLY REGISTERED PARAMEDIC

68W

E3 - E8

JUMPMASTER

E6 - E9

RECONNAISSANCE AND SURVEILLANCE LEADER

68W

E5 - E7

CAPABILITIES DEVELOPMENT

E6 - E9

MRT-FACILITATOR

E5 - E8

MRT-ASSIST PRIMARY INSTRUCTOR

E5 - E8

MRT-PRIMARY INSTRUCTOR

E5 - E8

MASTER RESILIENCE TRAINER (MRT)

E5 - E8

CERTIFIED MEDICAL CODER

68G

E1 - E8

FORCE MANAGEMENT NCO

E6 - E9

PREGNANCY POSTPARTUM PHYSICAL TRAINING (P3T) LEADER

E6 - E8

ARMY COACH

CRITICAL CARE FLIGHT PARAMEDIC

68W

E4 - E8

PATHFINDER

MOS WAIVER REQUIRED

ARCTIC SOLDIER

E5 - E8

SPECIAL OPERATIONS AVN COMBAT SKILLS GRADUATE

160th Green Plt

COMPUTED AXIAL TOMOGRAPHY (CAT) SCAN

68A

E5 - E6

MASTER DRIVER TRAINER

E6 - E7

AIRCRAFT CREWMEMBER STANDARDIZATION INSTRUCTION

68W, SQI F

E5 - E6

HEALTH PHYSICS

68S

E4 - E7

DENTAL LABORATORY

68E

E4 - E7

SUSTAINMENT AUTOMATION SUPPORT MGMT OFFICE (SASMO)

68A, 68G, 68J

E5 - E7

MASTER FITNESS TRAINER (MFT)

E5 - E9

SECURITY FORCES ASSISTANCE SUPPORT PERSONNEL

68A, 68F, 68W

E5 - E8

SFAB

SPECIAL OPERATIONS COMBAT MEDIC (SOCM)

68W

E3 - E7

IMMUNIZATION/ALLERGY

68W

E4 - E7

SOLDIER RECOVERY UNIT (SRU) PSG / SL

E6 - E7

SQI

SQI TITLES

MOS

GRADE

REMARKS

COMBAT ADVISOR

68A, 68F, 68W

E5 - E8

SFAB

NON-CAREER RECRUITER

E5 - E7

MOBILIZATION AND DEMOBILIZATION OPERATIONS

68W

E5 - E7

ATTACHÉ

E6 - E8

INSTRUCTOR

E6 - E7

Army Medical Department (CMF 68) Career Progression Plan

INSPECTOR GENERAL NONCOMMISSIONED OFFICER

E6/P - E8

SPECIAL MISSIONS UNIT (SMU) ADVANCED SPEC OPS

68A, 68E, 68G, 68J, 68K, 68P, 68R, 68S, 68W, 68X

E5 - E7

MILITARY MOUNTAINEER

RANGER

LINGUIST

PARACHUTIST

SPECIAL OPERATIONS SUPPORT PERSONNEL

USASOC SPECIAL MISSION UNIT (SMU) OPERATOR

68A, 68E, 68G, 68J, 68K, 68P, 68R, 68S, 68W, 68X

E5 - E7

75TH RANGER REGIMENT LEADER

RANGER PARACHUTIST

DRILL SERGEANT

E5/P - E7

f. NCOPDS. See (2-5d).

2–9. Sergeant First Class (SFC)

a. Role. SFC' are Sr NCOs considered SMEs in their field who serve as primary leaders in units

and are responsible for the health, morale, welfare, training, and development of Soldiers in their

charge. SFC' serve as Platoon Sergeants (PSG), Section Noncommissioned Officer-In-Charge

(NCOIC), and battalion (BN) or brigade (BDE) level staff positions. The single most demanding

assignment for a SFC is PSG. PSGs are Sr NCOs at the platoon level who are primary advisors to the

Platoon Leader (PL). PSGs are also responsible for mentoring and professionally developing PLs.

PSGs are the first level of NCO that has input into the unit's Mission Essential Task List (METL). They

train collective tasks at the platoon level. NCOICs on staff provide leaders with input on planning and

executing operations in addition to training Soldiers on collective and individual tasks. SFC’ core

competencies are readiness, leadership, training management, operations, communications, and

program management, which include but are not limited to; prioritizing and managing Soldier readiness;

mentoring and supervising Jr Soldiers and NCOs; conducting performance assessments; addressing

issues; fostering a climate of discipline and positive culture; developing adaptive and agile Soldiers;

planning, resourcing, rehearsing, executing, and documenting/recording training; ensuring Soldiers

understand the commander's intent, mission requirements, and reason for training event(s); tailoring

training to develop subordinate leaders; eliminating training detractors; providing direction, guidance,

and clear priorities; assessing the OE; ensuring requirements for qualification, certification, and

recertification are understood; increasing maintenance program efficiency; and understanding DA Pam

600-25. All leaders bear the professional responsibility to develop subordinates into leaders by

preparing and challenging them with greater responsibility, authority, and accountability.

b. Reading. In addition to (2-2e), (2-6b), (2-7b) and (2-8b) SFCs’ should read, interpret, apply the

following military publications accessed through the Army Publishing Directorate (APD):

Doctrine Smart

Book, ADP 3-90, ADP 4-0, ADP 5-0, AR 1-201, AR 360-1, AR 525-28, AR 525-93, AR 570-4, AR 600-

100, AR 600-20, AR 600-3, AR 600-8-6, AR 614-200, AR 621-7, AR 690-950, AR 700-131, AR 70-1,

AR 71-32, AR 715-9, AR 840-1, ATP 2-01.3, ATP 3-35, ATP 4-10, ATP 4-90, ATP 5-19, ATP 6-22.6,

DA Pam 385-1, DA PAM 385-40, DoDI 1400.25 Vol. 431, FM 3-13, FM 3-94, FM 3-96, FM 6-0 FM 6-

05, FM 7-0, JP 3-33, JP 3-35, TC 6-22.6.

c. Civilian education. See (2-3,d3).

d. Boards and Competitions. SFC' should continue to compete in boards such as NCO of the

Month/Quarter/Year and Sergeant Audie Murphy and Sergeant Morales prestigious club boards. SFC’

should seek leadership positions within these prestigious clubs to ensure continuity, promote the

importance of time-honored traditions, and set the example for subordinates. Moreover, SFC' should

aim to acquire the EFMB, if not yet earned. It is not only an honor to hold the EFMB, but it may become

a discriminator in selection for promotion. In addition, NCOs should attend the Army Best Medic and

Best Squad competitions.

Army Medical Department (CMF 68) Career Progression Plan

e. Training and assignments. SFC’ should consider attending any and all training available or

offered, see table below. Recommended courses include the EOL course, UPL course, How The Army

Runs (Army Force Mgmt. course), Health Svcs Plans, Oprs, Intel, Sec & Tng course. SFC’ should

contact their assignment managers at HRC, HSD-EB for more information regarding training and

assignment opportunities.

ENLISTED UNIVERSAL & CMF68 MOS APPLICABLE ASIs/SQIs IAW DA PAM 611-12 Ch12 Tables 12-1,12-2

ASI

ASI TITLES

MOS

GRADE

REMARKS

SEXUAL HARASSMENT/ASSAULT RESPONSE & PREVENTION

E6 - E9

SHARP MASTER ADVOCATE

E6 - E9

SUICIDE INTERVENTION TRAINER

E5 - E7

AIR ASSAULT

BATTLE STAFF NCO

E6 - E8

OPERATIONAL CONTRACT SUPPORT (OCS)

68J

E6 - E9

NATIONALLY REGISTERED PARAMEDIC

68W

E3 - E8

JUMPMASTER

E6 - E9

RECONNAISSANCE AND SURVEILLANCE LEADER

68W

E5 - E7

STRATEGIC STUDIES GRADUATE

E7 - E9

RED TEAM LEADER (SOCAP)

E7 - E8

RED TEAM MEMBER

E7 - E8

CAPABILITIES DEVELOPMENT

E6 - E9

MRT-FACILITATOR

E5 - E8

MRT-ASSIST PRIMARY INSTRUCTOR

E5 - E8

MRT-PRIMARY INSTRUCTOR

E5 - E8

MASTER RESILIENCE TRAINER (MRT)

E5 - E8

CERTIFIED MEDICAL CODER

68G

E1 - E8

FORCE MANAGEMENT NCO

E6 - E9

PREGNANCY POSTPARTUM PHYSICAL TRAINING (P3T) LEADER

E6 - E8

ARMY COACH

CRITICAL CARE FLIGHT PARAMEDIC

68W

E4 - E8

PATHFINDER

MOS WAIVER REQUIRED

ARCTIC SOLDIER

E5 - E8

SPECIAL OPERATIONS AVN COMBAT SKILLS GRADUATE

160th GREEN PLT

MASTER DRIVER TRAINER

E6 - E7

ARMY MASTER CERTIFIED COACH

HEALTH PHYSICS

68S

E4 - E7

DENTAL LABORATORY

68E

E4 - E7

SUSTAINMENT AUTOMATION SUPPORT MGMT OFFICE (SASMO)

68A, 68G, 68J

E5 - E7

MASTER FITNESS TRAINER (MFT)

E5 - E9

SECURITY FORCES ASSISTANCE SUPPORT PERSONNEL

68A, 68F, 68W

E5 - E8

SFAB

SPECIAL OPERATIONS COMBAT MEDIC (SOCM)

68W

E3 - E7

IMMUNIZATION/ALLERGY

68W

E4 - E7

SOLDIER RECOVERY UNIT (SRU) PSG / SL

E6 - E7

SQI

SQI TITLES

MOS

GRADE

REMARKS

TRAINING DEVELOPER

E7 - E9

COMBAT ADVISOR

68A, 68F, 68W

E5 - E8

SFAB

NON-CAREER RECRUITER

E5 - E7

MOBILIZATION AND DEMOBILIZATION OPERATIONS

68W

E5 - E7

ATTACHÉ

E6 - E8

INSTRUCTOR

E6 - E7

INSPECTOR GENERAL NONCOMMISSIONED OFFICER

E6/P - E8

SPECIAL MISSIONS UNIT (SMU) ADVANCED SPEC OPS

68A, 68E, 68G, 68J, 68K, 68P, 68R, 68S, 68W, 68X

E5 - E7

MILITARY MOUNTAINEER

RANGER

LINGUIST

FIRST SERGEANT

JOINT PLANNER

PARACHUTIST

EQUAL OPPORTUNITY ADVISOR (EOA)

E7 - E9

SPECIAL OPERATIONS SUPPORT PERSONNEL

USASOC SPECIAL MISSION UNIT (SMU) OPERATOR

68A, 68E, 68G, 68J, 68K, 68P, 68R, 68S, 68W, 68X

E5 - E7

75TH RANGER REGIMENT LEADER

RANGER PARACHUTIST

DRILL SERGEANT

E5/P - E7

f. NCOPDS. See (2-5e).

2–10. Master Sergeant (MSG) / First Sergeant (1SG)

Army Medical Department (CMF 68) Career Progression Plan

a. Role. The duties and responsibilities of MSGs and 1SGs vary. However, their core competencies

remain synonymous and play crucial roles as SMEs in doctrine and are responsible for shaping

organizations and implementing systems to maintain proficiency. Self-motivated development grows

more critical as NCOs advance in rank. Professional reading and college help Sr NCOs develop

organizational leadership skills to train, coach, and mentor Soldiers. The single most demanding

assignment at this level is a 1SG. 1SGs are Sr enlisted advisors to the commander (CDR) at the

Company (CO) level and standard bearers for the organization serving as a role models. They are

responsible for; enforcing and maintaining standards; ensuring training objectives are met; developing

Soldiers and all administrative functions; ensuring unit health, welfare, and morale; coordinating

resources for training; and are lead integrators with outside organizations and entities. MSGs are

critical members of staff elements at BN or higher levels, and their experience provide invaluable input

on policy and training development. Their core competencies are readiness, leadership, training

management, communications, operations, and program management, which include but are not

limited to; prioritizing AR 350-1 training, supervising medical readiness; managing physical readiness;

managing the Unit CDR's Financial Report; advising on Uniform Code of Military Justice (UCMJ)

actions; fostering servant leadership, and a positive culture and climate; driving the CDR's vision and

intent; implementing and managing an NCO leader development program; identifying and

communicating resource needs; monitoring and evaluating training; leading information dissemination;

solving problems; achieving results; exercising and supporting the CDR's priorities; analyzing

operational gaps; validating unit sustainment practices; advising CDRs and staff; training subordinates

on Army and organizational programs; assisting develop and maintain training calendars; and

executing talent management. All leaders bear the professional responsibility to develop their

subordinates into leaders by preparing and challenging them with greater responsibility, authority, and

accountability.

b. Reading. In addition to (2-2e), (2-6b), (2-7b), (2-8b) and (2-9b) MSGs/1SGs’ should read and

master the following military publications accessed through the Army Publishing Directorate (APD)

Doctrine Smart Book, ADP 4-0, AJP 01, AJP 4.5(B), AR 1-1, AR 525-30, AR 570-9, AR 710-2, ATP 5-

0.1, DA PAM 525-30, DoDD 5000.01, DoDI 5000.02, DoDI 7045.14, FM 3-16, FM 3-57, FM 3-61, FM 4-

0, FM 6-27, How the Army Runs, JCIDS Manual, JP 2-01.3, JP 3-08, JP 3-13, JP 3-16, JP 3-57, JP 3-

61, JP 4-01, JP 4-08, JP 4-09, JP 4-10, TR 71-20, TP 525-3-1, TP 525-3-7. How the Army Runs

Reference Manual.

c. Civilian education. See para (2-3,d4).

d. Boards and Competitions. The EFMB, Sergeant Audie Murphy Award (SAMA), and Sergeant

Morales Club (SMC) induction should be acquired, if not yet earned. In addition, NCOs should attend

the Army Best Medic competition.

e. Training and assignments. MSGs should continue exploiting other DL programs to broaden their

focus. Sr NCOs must enhance their understanding of how the Army runs by pursuing functional

courses in order to influence and improve Army systems and contribute to their organization's success.

See table below for ASI/SQI training. Recommended courses include, How The Army Runs (Army

Force Mgmt. course), Health Svcs Plans, Oprs, Intel, Sec & Tng course, CO CDR and First Sergeant

course (CCFSC). MSG/1SGs should contact their assignment managers at HRC, HSD-EB for more

information regarding training and assignment opportunities.

ENLISTED UNIVERSAL & CMF68 MOS APPLICABLE ASIs/SQIs IAW DA PAM 611-12 Ch12 Tables 12-1,12-2

ASI

ASI TITLES

MOS

GRADE

REMARKS

SEXUAL HARASSMENT/ASSAULT RESPONSE & PREVENTION

E6 - E9

SHARP MASTER ADVOCATE

E6 - E9

AIR ASSAULT

BATTLE STAFF NCO

E6 - E8

OPERATIONAL CONTRACT SUPPORT (OCS)

68J

E6 - E9

NATIONALLY REGISTERED PARAMEDIC

68W

E3 - E8

JUMPMASTER

E6 - E9

Army Medical Department (CMF 68) Career Progression Plan

STRATEGIC STUDIES GRADUATE

E7 - E9

RED TEAM LEADER (SOCAP)

E7 - E8

RED TEAM MEMBER

E7 - E8

CAPABILITIES DEVELOPMENT

E6 - E9

MRT-FACILITATOR

E5 - E8

MRT-PRIMARY INSTRUCTOR

E5 - E8

CERTIFIED MEDICAL CODER

68G

E1 - E8

FORCE MANAGEMENT NCO

E6 - E9

PREGNANCY POSTPARTUM PHYSICAL TRAINING (P3T) LEADER

E6 - E8

ARMY COACH

CRITICAL CARE FLIGHT PARAMEDIC

68W

E4 - E8

PATHFINDER

MOS WAIVER REQUIRED

ARCTIC SOLDIER

E5 - E8

ARMY MASTER CERTIFIED COACH

MASTER FITNESS TRAINER (MFT)

E5 - E9

SPECIAL FORCES COMBAT DIVING, MEDICAL

68W

SECURITY FORCES ASSISTANCE SUPPORT PERSONNEL

68A, 68F, 68W

E5 - E8

SFAB

SQI

SQI TITLES

MOS

GRADE

REMARKS

TRAINING DEVELOPER

E7 - E9

COMBAT ADVISOR

68A, 68F, 68W

E5 - E8

SFAB

ATTACHÉ

E6 - E8

INSPECTOR GENERAL NONCOMMISSIONED OFFICER

E6/P - E8

MILITARY MOUNTAINEER

RANGER

LINGUIST

FIRST SERGEANT

JOINT PLANNER

PARACHUTIST

EQUAL OPPORTUNITY ADVISOR (EOA)

E7 - E9

SPECIAL OPERATIONS SUPPORT PERSONNEL

75TH RANGER REGIMENT LEADER

RANGER PARACHUTIST

f. NCOPDS. See (2-5f).

2–11. Sergeant Major (SGM) / Command Sergeant Major (CSM)

a. Role. The SGM/CSM is the culmination of all MOSs in CMF 68. Professional reading and

advanced college courses assist in cultivating and refining organizational leadership skills, which are

essential to coaching, teaching, and mentoring Soldiers. Given the extensive outreach of their

communications, refined communication skills are required for the span of influence this role

possesses. Additionally, the SGM/CSM often represents the command or Army in civic functions,

making public speaking skills a crucial aspect of their role. All leaders bear a professional responsibility

to develop their subordinates into leaders by preparing and challenging them with greater responsibility,

authority, and accountability.

b. Reading. It is recommended that the SGM/CSM peruse the professional reading lists of their

respective chains of command and that of the U.S. Army Chief of Staff

(CSA) Professional Reading

List, CSA Professional Reading Program, Sergeant Major of the Army (SMA) Book Club, Medical

Center of Excellence Commanding General (MEDCoE) CG Professional Reading List, Center for Army

Leadership (CAL) suggested reading, CAL reading resource library, NCO Journal, MEDCoE Medical

Journal. Further, it is advised that they read publications concerning global politics, geo-political affairs,

and field manuals on Army operations and current battle doctrine. Such endeavors augment the

leader's knowledge base, thereby contributing to their proficiency in this role.

c. Civilian education. The objective of the SGM/CSM is to possess an advanced degree and strive

towards obtaining a master's degree in their chosen discipline.

d. Additional Training and Assignments. The single most demanding assignment at this level is

serving as a CSM at the BN level or higher; However, several positions exist where the expertise and

experience of a SGM or CSM are crucial to achieving mission success. These positions include

Army Medical Department (CMF 68) Career Progression Plan

Observer Coach Trainer (OC/T), Active Component Reserve Component (AC/RC) Advisor, NCOLCoE

Instructor, IG SGM, EOA, Nominative positions (00Z only).

ENLISTED UNIVERSAL & CMF68 MOS APPLICABLE ASIs/SQIs IAW DA PAM 611-12 Ch12 Tables 12-1,12-2

ASI

ASI TITLES

MOS

GRADE

REMARKS

SEXUAL HARASSMENT/ASSAULT RESPONSE & PREVENTION

E6 - E9

SHARP MASTER ADVOCATE

E6 - E9

AIR ASSAULT

OPERATIONAL CONTRACT SUPPORT (OCS)

68J

E6 - E9

JUMPMASTER

E6 - E9

STRATEGIC STUDIES GRADUATE

E7 - E9

CAPABILITIES DEVELOPMENT

E6 - E9

FORCE MANAGEMENT NCO

E6 - E9

ARMY COACH

PATHFINDER

MOS WAIVER REQUIRED

ARMY MASTER CERTIFIED COACH

MASTER FITNESS TRAINER (MFT)

E5 - E9

BATTALION LEVEL CSM EXPERIENCE

68Z

E8/P-E9

PDPC

INITIAL LEVEL SGM KEY BILLET EXPERIENCE

68Z

E8/P-E9

PDPC

POST BATTALION LEVEL CSM EXPERIENCE

68Z

PDPC

INITIAL LEVEL SGM EXPERIENCE

68Z

E8/P-E9

PDPC

POST BATTALION LEVEL SGM BROADENING EXPERIENCE

68Z

PDPC

POST BRIGADE LEVEL SGM BROADENING EXPERIENCE

68Z

PDPC

BRIGADE LEVEL CSM EXPERIENCE

68Z

PDPC

PRIMARY LEVEL SGM KEY BILLET EXPERIENCE

68Z

PDPC

POST BRIGADE LEVEL CSM EXP

68Z

PDPC

PRIMARY LEVEL SGM EXPERIENCE

68Z

PDPC

POST PRIMARY LEVEL SGM BROADENING EXPERIENCE

68Z

PDPC

GENERAL OFFICER LEVEL-1 NOMINATIVE CSM EXPERIENCE

00Z

PDPC

GENERAL OFFICER LEVEL-2 NOMINATIVE CSM EXPERIENCE

00Z

PDPC

GENERAL OFFICER LEVEL-3 NOMINATIVE CSM EXPERIENCE

00Z

PDPC

GENERAL OFFICER LEVEL-4 NOMINATIVE CSM EXPERIENCE

00Z

PDPC

GENERAL OFFICER LEVEL-1 NOMINATIVE SGM EXPERIENCE

00Z

PDPC

GENERAL OFFICER LEVEL-2 NOMINATIVE SGM EXPERIENCE

00Z

PDPC

GENERAL OFFICER LEVEL-3 NOMINATIVE SGM EXPERIENCE

00Z

PDPC

GENERAL OFFICER LEVEL-4 NOMINATIVE SGM EXPERIENCE

00Z

PDPC

SQI

SQI TITLES

MOS

GRADE

REMARKS

TRAINING DEVELOPER

E7 - E9

MILITARY MOUNTAINEER

RANGER

JOINT PLANNER

PARACHUTIST

EQUAL OPPORTUNITY ADVISOR (EOA)

E7 - E9

SPECIAL OPERATIONS SUPPORT PERSONNEL

75TH RANGER REGIMENT LEADER

RANGER PARACHUTIST

e. NCOPDS. See (2-5g).

Chapter 3. 68A – Biomedical Equipment Specialist

The Biomedical Equipment Specialist is responsible for the sustainment, maintenance and lifecycle

management services and repairs of all medical and medically related equipment, medical and

medically related network and systems.

3–1. Position Titles with MOS, SQI and ASI Codes

68A titles include - 68A1O Biomedical Equip Spec; 68A1P Biomedical Equip Spec; 68A2O

Biomedical Equip SGT; 68A2O Med Equip Rep; 68A2O Biomedical Equip NCO; 68A2OM1 Biomedical

Equip SGT; 68A2S Biomedical Equip SGT; 68A3O Biomedical Equip SGT; 68A3O BioMed EQ Spec

ADV; 68A3O Biomedical Equip NCO; 68A3OM1 Biomedical Equip SGT; 68A33 Biomedical Maint NCO;

68A34 Recruiter; 68A34L Recruiter; 68A38 Instructor; 68A38 SGL; 68A3X Drill Sergeant; 68A4O

Biomedical Equip NCO; 68A4O Medical Maint NCO; 68A4O MTTF BioMed Equip OC/T; 68A4O

Platoon Sergeant; 68A4OM1 Biomedical Equip NCO; 68A42 SR Training Dev/Writer; 68A48 Instructor;

68A2P Biomedical Equip SGT; 68A4X Sr Drill Sergeant; 68A5O Sr Biomed Equip NCO; 68A58 Chief

Instructor; 68A5M First Sergeant.

Army Medical Department (CMF 68) Career Progression Plan

3–2. Prerequisites

See Smartbook DA Pam 611–21 (10-68A BIOMEDICAL EQUIPMENT SPECIALIST

3–3. Goals for development

A combination of assignments in both Table of Organization and Equipment (TOE) OF units and

Table of Distribution and Allowances (TDA) GF units provide the ideal promotion foundation for normal

career progression. TOE assignments provide the basis for training and competence in common tasks,

tactical expertise, essential medical support, repair tasks, and leadership. TDA assignments provide

more in-depth and specialized training. Although successive assignments and extended TOE or TDA

assignment periods are not recommended; it is important to note that limited TOE positions may result

in lengthier durations within the TDA. Soldiers should concentrate on developing their medical support

technical and leadership skills in these assignments. Advancement recommendations are determined

on mastering these skills and displaying the aptitude and attitude consistent with the "whole Soldier"

concept. ASI-(M1) Computed Axial Tomography (CAT) scanner maintainer is restricted to (SGT-SSG),

see DA Pam 611–21, table 12-2 for additional ASI information.

3–4. Private (PVT) – Specialist (SPC) / Corporal (CPL)

a. Institutional training. The 44-week MOS AIT is conducted at the JBSA-FSH, METC followed by

an assignment in the newly established specialized skill set. This program provides initial skills training

for Biomedical Equipment Technician personnel, including clinical applications, operation, inspection,

maintenance, and modification of various biomedical equipment systems used in Army, Navy, and Air

Force fixed and mobile medical and dental treatment facilities. The program combines lecture

(didactic), demonstration, interactive courseware, and performance teaching methods. Training

consists of the necessary skills and knowledge necessary to enable a unit-level maintainer to perform

medical equipment maintenance services characterized by: repair by module replacement, including

simple printed circuit board repair; the repair of general medical, dental, or optical equipment

malfunctions; the adjustment of medical, dental, or optical equipment utilizing common and special

purpose tools, and Test, Measurement, and Diagnostic Equipment (TMDE); and the performance of

scheduled preventive maintenance checks and services (PMCS), calibration, verification, certification

(CVC), and electrical safety tests. See Ch. 2 (2-5b) for PME requirements.

b. Operational assignments. 68As serve in MED COs, MED DETs, SPT SQDNs, SPT COs, BSBs,

field hospitals, and the Medical Logistics Management Center (MLMC).

c. Self-development. Soldiers should begin formulating plans with long-term objectives,

concentrating on their military skills while considering civilian education and degree-producing

programs. It is also recommended Soldiers complete a college-level English and a Computer Science

course in addition to Army COOL - 68A - Certifications/Licenses

. At a minimum the Certified Biomedical

Equipment Technician (CBET), CompTIA A+, and CompTIA Network should be completed. See Ch. 2

for detailed information on self-improvement, COOL certifications, DL, and Army e-Learning courses.

d. Additional training. See Ch 2. (2-6d) and (2-6e).

e. Special/Nominative opportunities and assignments include the Golden Knights, and World Class

Athlete Program (WCAP). Not all positions mentioned are considered all-inclusive, for information

regarding assignment opportunities Soldiers should contact the HRC, HSD-EB, Broadening/Nominative

assignments Sr Talent Management NCO.

3–5. Sergeant (SGT)

a. Institutional training. See Ch. 2 (2-5c).

Army Medical Department (CMF 68) Career Progression Plan

b. Operational assignments. 68A SGTs serve in MED DETs, MED COs, SPT COs, SPT SQDNs,

BSBs, SBDEs, field hospitals, the (MLMC), and in Special Forces Group (SFG) units.

c. Self-development. Although not mandatory SGTs should develop a plan to acquire a degree. It is

also recommended SGTs complete the Enlisted Joint Professional Military Education (EJPME) I course

in addition to Army COOL - 68A - Certifications/Licenses

and the previously listed certifications. See

Ch. 2 for detailed information on self-improvement, COOL certifications, DL, and Army e-Learning

courses.

d. Additional training. SGTs should consider attending ASI-(M1) training in addition to Ch 2. (2-7d)

and (2-7e). Consideration should also be given for advancement into the Warrant Officer Corps.

e. Broadening opportunities and assignments include Drill Sergeant (DS), Equal Opportunity Leader

(EOL), Joint positions, Operations (OPS) NCO, Master Fitness Trainer (MFT), Master Resilience

Trainer (MRT), Military Entrance Processing Command (MEPCOM) assignments, Recruiter.

f. Special/Nominative opportunities and assignments include the Golden Knights, World Class

Athlete Program (WCAP), Special Missions Unit (SMU), Uniformed Services University of the Health

Sciences (USUHS) assignment. Not all positions mentioned are considered all-inclusive, for information

regarding assignment opportunities NCOs should contact the HRC, HSD-EB, Broadening/Nominative

assignments Sr Talent Management NCO.

3–6. Staff Sergeant (SSG)

a. Institutional training. See Ch. 2 (2-5d).

b. Operational assignments. 68A SSGs serve in MED COs, MED DETs, SPT COs, SPT SQDNs,

BSBs, SBDEs, field hospitals, the MLMC, and SFG units.

c. Self-development. Although not required for promotion, NCOs should concentrate on acquiring a

degree, if not already completed. NCOs with an associate degree should consider pursuing a

bachelor's degree. It is important to note that civilian education could be used as a self-improvement

indicator for promotion consideration and selection. Education is not a substitute for challenging

assignments and by itself, does not indicate “Most Qualified” for promotion. It is also recommended

SSGs complete the EJPME I course, in addition to Army COOL - 68A - Certifications/Licenses

, and the

following certifications: Certified Biomedical Equipment Technician (CBET), CompTIA A+, CompTIA

Network+, CompTIA Security+, Certified Laboratory Equipment Specialist (CLES), Certified Radiology

Equipment Specialist (CRES), and Certified Healthcare Technology Manager (CHTM). See Ch. 2 for

detailed information on self-improvement, COOL certifications, DL, and Army e-Learning courses.

d. Additional training. SSGs should consider attending ASI-(M1) training in addition to Ch 2. (2-8d)

and (2-8e).

e. Broadening opportunities and assignments include Battle Staff NCO, DS, EOL, Instructor,

Instructor/Writer, IG NCO, Joint positions, Observer Coach/Trainer (OC/T), OPS NCO, MFT, MRT,

MEPCOM assignments, Pregnancy Postpartum Physical Training (P3T) Leader, Recruiter, Sexual

Harassment/Assault Response & Prevention Coordinator (SARC), Section/Squad Leader (SL), SHARP

Victim Advocate (VA), Small Group Leader (SGL), Soldier Recovery Unit (SRU) SL. Additionally, highly

motivated and interested NCOs can request assignments within the Security Forces Assistance

Brigade (SFAB) and Special Operations (Spec Ops) community.

f. Special/Nominative opportunities and assignments include Attaché, the Golden Knights, Special

Missions Unit (SMU) and WCAP. Not all positions mentioned are considered all-inclusive, for

information regarding assignment opportunities NCOs should contact the HRC, HSD-EB,

Broadening/Nominative assignments Sr Talent Management NCO.

Army Medical Department (CMF 68) Career Progression Plan

*Note: See CMF-68-board-brief combined with DA PAM 600-25 and PDM milestones for Sr NCO

promotion selection indicators of consideration.

3–7. Sergeant First Class (SFC)

a. Institutional training. See Ch. 2 (2-5e).

b. Operational assignments. 68A SFC’ serve in MED COs, MED BNs and the MLMC.

c. Self-development. It is recommended SFC’ complete the EJPME II course in addition to

information listed in paragraph (3-6c).

d. Additional training. SFC’ should consider attending ASI-(M1) training in addition to Ch 2. (2-9d)

and (2-9e).

e. Broadening opportunities and assignments include Battle Staff NCO, Detachment Sergeant, DS,

EO Advisor (EOA), IG NCO, Instructor, Joint positions, OC/T, NCOIC positions, OPS NCO, Plans NCO,

Platoon Sergeant (PSG), MFT, MRT, MEPCOM assignments, Senior DS, Senior DS Leader, Senior

SGL, SRU PSG, P3T Leader, SARC, SHARP Master Advocate, Training Developer.

f. Special/Nominative opportunities and assignments include Attaché, the Golden Knights, Special

Missions Unit (SMU) and WCAP. Not all positions mentioned are considered all-inclusive, for

information regarding assignment opportunities NCOs should contact the HRC, HSD-EB,

Broadening/Nominative assignments Sr Talent Management NCO.

*Note: See CMF-68-board-brief combined with DA PAM 600-25 and PDM milestones for Sr NCO

promotion selection indicators of consideration.

3–8. Master Sergeant (MSG) / First Sergeant (1SG)

a. Institutional training. See Ch. 2 (2-5f).

b. Operational assignments. 68A MSGs serve in the MLMC. It is important to note the single most

demanding assignment at this level is 1SG and all MSGs are encouraged to compete for assignment

selection.

c. Self-development. Although not required for promotion, it is strongly recommended NCOs at this

rank pursue the completion of a degree. Sr NCOs should prioritize obtaining a degree if they have not

already done so. Those with a bachelor’s degree should consider pursuing a master's degree. It is

important to note that civilian education could be used as a self-improvement indicator for promotion

consideration and selection. Education is not a substitute for challenging assignments and by itself,

does not indicate “Most Qualified" for promotion. Additionally, Sr NCOs should complete the EJPME II

course, the Army COOL - Project Management Professional (PMP) certification, and applicable

Army

COOL - Manager - Certifications/Licenses. See Ch. 2 for detailed information on self-improvement,

COOL certifications, DL, and Army e-Learning courses.

d. Additional training. Defense Acquisition University (DAU) training should be taken into

consideration in addition to Ch 2. (2-10d) and (2-10e).

e. Broadening opportunities and assignments include Battle Staff NCO, EOA, IG NCO, Chief

Instructor, 1SG, MFT, MRT, OPS NCO, Plans NCO, P3T Leader, SARC, SHARP Master Advocate, Sr

Career Management NCO, Training Developer.

f. Special/Nominative opportunities and assignments include Attaché, the Golden Knights, and

WCAP. Not all positions mentioned are considered all-inclusive, for information regarding assignment

opportunities NCOs should contact the HRC, HSD-EB, Broadening/Nominative assignments Sr Talent

Management NCO.

Army Medical Department (CMF 68) Career Progression Plan

*Note: Merit-based indicators of consideration for SGM may include; a pattern of consistent NCOERs

reflecting exceptional duty performance in challenging assignments with the potential to succeed in

higher levels of responsibility; successful service in valid MSG/1SG positions within MOS/ASI career

track; minimum requirement having met or exceeded NCOPDS course standards earning any of the

following: Distinguished Honor Graduate, Honor Graduate, Leadership Award, or Commandant's List

placement are given noteworthy consideration for the merit of their achievement, and continued

learning opportunities through military and civilian education are highly valued.

3–9. Sergeant Major (SGM) / Command Sergeant Major (CSM)

See MOS 68Z.

3–10. Professional Development Model

See (Career Map - 68A

3–11. U.S. Army Reserve (USAR)/Army National Guard (ARNG) Components

USAR Soldiers must possess the same qualifications and training as Active Army Soldiers. See

AR140-158 for USAR promotion guidance and NGR 600-200 for the ARNG.

Chapter 4. 68B – Orthopedic Specialist

The Orthopedic Specialist assists with the management of orthopedic clinics and/or provide direct

assistance in treating patients with orthopedic conditions and injuries under the supervision of an

orthopedic physician, orthopedic physician assistant, or podiatrist.

4–1. Position Titles with MOS, SQI and ASI Codes

68B titles include - 68B1O Ortho Spec; 68B1O Orthopedic Spec; 68B2O Ortho SGT; 68B28

Instructor/Writer; 68B3O Orthopedic SGT; 68B38 Instructor; 68B4O Orthopedic NCO; 68B48 Instructor;

68B48 Instructor/Writer.

4–2. Prerequisites

See Smartbook DA Pam 611–21 (10-68B ORTHOPEDIC SPECIALIST

4–3. Goals for development

A combination of assignments in both Table of Organization and Equipment (TOE) OF units and

Table of Distribution and Allowances (TDA) GF units provide the ideal promotion foundation for normal

career progression. TOE assignments provide the basis for training and competence in common tasks,

tactical expertise, essential medical support, repair tasks, and leadership. TDA assignments provide

more in-depth and specialized training. Although successive assignments and extended TOE or TDA

assignment periods are not recommended; it is important to note that limited TOE positions and the

technical nature of this MOS, may result in lengthier durations within the TDA and is not uncommon

through the rank of SFC. 68Bs convert to 68W upon promotion to MSG. Soldiers should concentrate on

developing their medical support technical and leadership skills in these assignments. Advancement

recommendations are determined on mastering these skills and displaying the aptitude and attitude

consistent with the "whole Soldier" concept.

4–4. Private (PVT) – Specialist (SPC) / Corporal (CPL)

a. Institutional training. This AIT MOS is a two-phased course; the combined course length is 14-

weeks, 2-days. Phase I training is 8-weeks, 2-days and conducted at the JBSA-FSH, METC followed

by a phase II 6-week training conducted at a designated MTF, succeeded by an assignment in the

newly established specialized skill set. The program curriculum is delivered through traditional

classroom instruction, demonstrations, and practical exercises to provide students with a general

understanding of anatomy and physiology, medical terminology, and the care and handling of

orthopedic patients. In phase II, students work directly with patients under the supervision of an

Army Medical Department (CMF 68) Career Progression Plan

Orthopedic Physician, Orthopedic Physician Assistant, or Podiatrist. During this phase, students will

assist in minor surgeries, fabricate, modify, and remove casts and splints, apply plaster and fiberglass

casts and splints, perform traction procedures, and educate patients on proper care and use of

orthopedic appliances, soft goods, equipment, and materials. See Ch. 2 (2-5b) for PME requirements.

b. Operational assignments. 68Bs serve in Operating Rooms (OR) and Centralized Material

Service (CMS) sections / Sterile Processing Department (SPD) of field hospitals.

c. Self-development. Soldiers should begin formulating plans with long-term objectives,

concentrating on their military skills while considering civilian education and degree-producing

programs. It is also recommended Soldiers complete Army COOL - 68B - Certifications/Licenses

. At a

minimum, the Orthopedic Technologist Certified (OTC). The OTC can be enhanced by adding the

Orthopedic Technologist Surgery Certified (OTSC), Certified Orthotic Fitter (COF), and Registered

Orthopedic Technologist (ROT) should be completed. Useful websites are the National Board for

Certification of Orthopaedic Technologists, (NBCOT), and the American Society of Orthopedic

Professionals (ASOP). See Ch. 2 for detailed information on self-improvement, COOL certifications,

DL, and Army e-Learning courses.

d. Additional training. See Ch 2. (2-6d) and (2-6e).

e. Special/Nominative opportunities and assignments include the Golden Knights, and World Class

Athlete Program (WCAP). Not all positions mentioned are considered all-inclusive, for information

regarding assignment opportunities Soldiers should contact the HRC, HSD-EB, Broadening/Nominative

assignments Sr Talent Management NCO.

4–5. Sergeant (SGT)

a. Institutional training. See Ch. 2 (2-5c).

b. Operational assignments. There are currently no 68B SGT TOE assignments.

c. Self-development. Although not mandatory SGTs should develop a plan to acquire a degree. It is

also recommended SGTs complete the Enlisted Joint Professional Military Education (EJPME) I course

in addition to Army COOL - 68B - Certifications/Licenses

and the previously listed certifications. Useful

websites are the National Board for Certification of Orthopaedic Technologists, (NBCOT), and the

American Society of Orthopedic Professionals (ASOP). See Ch. 2 for detailed information on self-

improvement, COOL certifications, DL, and Army e-Learning courses.

d. Additional training. See Ch 2. (2-7d) and (2-7e).

e. Broadening opportunities and assignments include Drill Sergeant (DS), Equal Opportunity Leader

(EOL), Joint positions, Operations (OPS) NCO, Master Fitness Trainer (MFT), Master Resilience

Trainer (MRT), Military Entrance Processing Command (MEPCOM) assignments, Recruiter.

f. Special/Nominative opportunities and assignments include the Golden Knights and World Class

Athlete Program (WCAP). Not all positions mentioned are considered all-inclusive, for information

regarding assignment opportunities NCOs should contact the HRC, HSD-EB, Broadening/Nominative

assignments Sr Talent Management NCO.

4–6. Staff Sergeant (SSG)

a. Institutional training. See Ch. 2 (2-5d).

b. Operational assignments. 68B SSGs serve in ORs and CMS/SPD sections of field hospitals.

Army Medical Department (CMF 68) Career Progression Plan

c. Self-development. Although not required for promotion, NCOs should concentrate on acquiring a

degree, if not already completed. NCOs with an associate degree should consider pursuing a

bachelor's degree. It is important to note that civilian education could be used as a self-improvement

indicator for promotion consideration and selection. Education is not a substitute for challenging

assignments and by itself, does not indicate "Most Qualified" for promotion. It is also recommended

SSGs complete the EJPME I course, in addition in addition to

Army COOL - 68B -

Certifications/Licenses and the following certifications: Orthopedic Technologist Certified (OTC),

Technologist Surgery Certified (OTSC), Certified Orthotic Fitter (COF), Registered Orthopedic

Technologist. Useful websites are the National Board for Certification of Orthopaedic Technologists,

(NBCOT), and the American Society of Orthopedic Professionals (ASOP). See Ch. 2 for detailed

information on self-improvement, COOL certifications, DL, and Army e-Learning courses.

d. Additional training. See Ch 2. (2-8d) and (2-8e).

e. Broadening opportunities and assignments include Battle Staff NCO, DS, EOL, Instructor,

Instructor/Writer, IG NCO, Joint positions, Observer Coach/Trainer (OC/T), OPS NCO, MFT, MRT,

MEPCOM assignments, Pregnancy Postpartum Physical Training (P3T) Leader, Recruiter, Sexual

Harassment/Assault Response & Prevention Coordinator (SARC), Section/Squad Leader (SL), SHARP

Victim Advocate (VA), Small Group Leader (SGL), Soldier Recovery Unit (SRU) SL.

f. Special/Nominative opportunities and assignments include Attaché, the Golden Knights, and

WCAP. Not all positions mentioned are considered all-inclusive, for information regarding assignment

opportunities NCOs should contact the HRC, HSD-EB, Broadening/Nominative assignments Sr Talent

Management NCO.

*Note: See CMF-68-board-brief combined with DA PAM 600-25 and PDM milestones for Sr NCO

promotion selection indicators of consideration.

4–7. Sergeant First Class (SFC)

a. Institutional training. See Ch. 2 (2-5e).

b. Operational assignments. There are currently no 68B SFC TOE assignments.

c. Self-development. It is recommended SFC’ complete the EJPME II course in addition to

information listed in paragraph (4-6c).

d. Additional training. See Ch 2. (2-9d) and (2-9e).

e. Broadening opportunities and assignments include Battle Staff NCO, Detachment Sergeant, EO

Advisor (EOA), IG NCO, Instructor, Joint positions, OC/T, NCOIC positions, OPS NCO, Plans NCO,

Platoon Sergeant (PSG), MFT, MRT, MEPCOM assignments, Senior SGL, SRU PSG, P3T Leader,

SARC, SHARP Master Advocate, Training Developer.

f. Special/Nominative opportunities and assignments include Attaché, the Golden Knights, and

WCAP. Not all positions mentioned are considered all-inclusive, for information regarding assignment

opportunities NCOs should contact the HRC, HSD-EB, Broadening/Nominative assignments Sr Talent

Management NCO.

*Note: See CMF-68-board-brief combined with DA PAM 600-25 and PDM milestones for Sr NCO

promotion selection indicators of consideration.

4–8. Master Sergeant (MSG) / First Sergeant (1SG)

See MOS 68W.

Army Medical Department (CMF 68) Career Progression Plan

4–9. Professional Development Model

See (Career Map - 68B

4–10. U.S. Army Reserve (USAR) Component

USAR Soldiers must possess the same qualifications and training as Active Army Soldiers. See

AR140-158 for USAR promotion guidance.

Chapter 5. 68C – Practical Nursing Specialist

The Practical Nursing Specialist supervises or performs preventive, therapeutic, and emergency

nursing care procedures under supervision of a physician, nurse or NCO.

5–1. Position Titles with MOS, SQI and ASI Codes

68C titles include - 68C1O Practical Nursing Spec; 68C1P Practical Nursing Spec; 68C2O Practical

Nurse; 68C2O Practical Nurse NCO; 68C2O Practical Nursing SGT; 68C28 Instructor/Writer; 68C2P

Practical Nurse; 68C3O Hospital Aug NCOIC; 68C3O Practical Nurse NCO; 68C3O Practical Nursing

NCO; 68C3O Wardmaster; 68C3O MTTF Prac Nurse OC/T; 68C34 Recruiter; 68C34L Recruiter;

68C38 Instructor; 68C38 Instructor/Writer; 68C3X Drill Sergeant; 68C4O Sr Practical Nurse NCO;

68C4O Wardmaster; 68C4O Detachment Sergeant; 68C4O MTTF Clinical OC/T; 68C42 Sr Inst Trng

Dev/Writer; 68C48 Instructor; 68C48 Instructor/Writer; 68C5O Sr Practical Nurse NCO; 68C58

Instructor; 68C58 Ch Instructor/Writer; 68C5M First Sergeant.

5–2. Prerequisites

See Smartbook DA Pam 611–21 (10-68C PRACTICAL NURSING SPECIALIST

5–3. Goals for development

A combination of assignments in both Table of Organization and Equipment (TOE) OF units and

Table of Distribution and Allowances (TDA) GF units provide the ideal promotion foundation for normal

career progression. TOE assignments provide the basis for training and competence in common tasks,

tactical expertise, essential medical support, repair tasks, and leadership. TDA assignments provide

more in-depth and specialized training. Although successive assignments and extended TOE or TDA

assignment periods are not recommended; it is important to note that limited TOE positions and the

technical nature of this MOS, may result in lengthier durations within the TDA and is not uncommon

through the rank of SFC. Soldiers should concentrate on developing their medical support technical and

leadership skills in these assignments. Advancement recommendations are determined on mastering

these skills and displaying the aptitude and attitude consistent with the "whole Soldier" concept.

5–4. Private (PVT) – Specialist (SPC) / Corporal (CPL)

a. Institutional training. This AIT MOS is a two-phased course; the combined course length is 51-

weeks, 3-days. Phase I training is 11-weeks, 3 days and conducted at the JBSA-FSH, METC followed

by a phase II 40-week training conducted at a designated MTF, succeeded by an assignment in the

newly established specialized skill set. The training program covers nursing for both inpatient and

outpatient care, emergent and minor acute treatments, and casualty care management. The program

aims to equip soldiers with skills that meet the licensing standards of the Texas Board of Vocational

Nurse Examiners. In addition to this, students receive specialized training in military hospital nursing

and critical care. Phase I of the program provides an overview of basic anatomy and physiology and

introduces students to the fundamentals of nursing, microbiology, nutrition, and pharmacological

mathematic concepts. In phase II, students acquire the necessary skills to become a Practical Nursing

Specialist in various community-based and acute care settings. This phase includes advanced anatomy

and physiology, an expanded use of principles in microbiology, integration of pharmacology and

nutrition care, and an in-depth study of the pathophysiology of the body systems and their

manifestations. Throughout the training, medication administration is an essential component, and the

Army Medical Department (CMF 68) Career Progression Plan

nursing process provides the framework for the acquisition of knowledge and the application of skills.

See Ch. 2 (2-5b) for PME requirements.

b. Operational assignments. 68Cs serve in MED DET and field hospital intensive care units (ICU),

intermediate care wards (ICW), and forward surgical sections.

c. Self-development. Soldiers should begin formulating plans with long-term objectives,

concentrating on their military skills while considering civilian education and degree-producing

programs. It is also recommended Soldiers complete Army COOL - 68C - Certifications/Licenses

. See

Ch. 2 for detailed information on self-improvement, COOL certifications, DL, and Army e-Learning

courses.

d. Additional training. See Ch 2. (2-6d) and (2-6e).

e. Special/Nominative opportunities and assignments include the Golden Knights, and World Class

Athlete Program (WCAP). Not all positions mentioned are considered all-inclusive, for information

regarding assignment opportunities Soldiers should contact the HRC, HSD-EB, Broadening/Nominative

assignments Sr Talent Management NCO.

5–5. Sergeant (SGT)

a. Institutional training. See Ch. 2 (2-5c).

b. Operational assignments. 68C SGTs serve in MED DET and field hospital ICUs, ICWs, and

forward surgical sections.

c. Self-development. Although not mandatory SGTs should develop a plan to acquire a degree. It is

also recommended SGTs complete the Enlisted Joint Professional Military Education (EJPME) I course

in addition to Army COOL - 68C - Certifications/Licenses

. See Ch. 2 for detailed information on self-

improvement, COOL certifications, DL, and Army e-Learning courses.

d. Additional training. See Ch 2. (2-7d) and (2-7e).

e. Broadening opportunities and assignments include Drill Sergeant (DS), Equal Opportunity Leader

(EOL), Joint positions, Operations (OPS) NCO, Master Fitness Trainer (MFT), Master Resilience

Trainer (MRT), Military Entrance Processing Command (MEPCOM) assignments, Recruiter.

f. Special/Nominative opportunities and assignments include the Golden Knights and World Class

Athlete Program (WCAP). Not all positions mentioned are considered all-inclusive, for information

regarding assignment opportunities NCOs should contact the HRC, HSD-EB, Broadening/Nominative

assignments Sr Talent Management NCO.

5–6. Staff Sergeant (SSG)

a. Institutional training. See Ch. 2 (2-5d).

b. Operational assignments. 68C SSGs serve in MED DET and field hospital ICUs, ICWs, and

forward surgical sections.

c. Self-development. Although not required for promotion, NCOs should concentrate on acquiring a

degree, if not already completed. NCOs with an associate degree should consider pursuing a

bachelor's degree. It is important to note that civilian education could be used as a self-improvement

indicator for promotion consideration and selection. Education is not a substitute for challenging

assignments and by itself, does not indicate “Most Qualified" for promotion. It is also recommended

Army Medical Department (CMF 68) Career Progression Plan

SSGs complete the EJPME I course, in addition to Army COOL - 68C - Certifications/Licenses

. See Ch.

2 for detailed information on self-improvement, COOL certifications, DL, and Army e-Learning courses.