a. The individual. Officers, in many respects, are ultimately their own career managers. While Army requirements dictate the final outcome of all career development actions, in every case the officer can participate in such decisions. Participation in the career develop­ment process is possible at the basic branching point, volunteering for training and education programs, selection of functional area, preferences for Career Field, application for entry into special pro-grams like the Army Acquisition Corps, and long-range planning of career goals. The key is to be involved in career development by making informed and logical decisions and acting on them. One important element of an officer’s involvement is the accurate reflec­tion of capabilities in the official personnel management files main­tained by HQDA. The official military personnel file (OMPF), the DA Form 4037 (Officer Record Brief) (ORB), and the career man­agement individual file (CMIF) contain the data from which important career development decisions are made for selection, advancement, assignments and retention. Officers should review, update and maintain these records throughout their careers. Officers should also request periodic advice and counseling to remain in-formed of career opportunities and to assess progress achieving career goals.

b. The commander. All officers look to their rater, senior rater, and mentors for advice and career counseling. Some counseling is official, such as the preparation and submission of DA Form 67-9 (Officer Evaluation Report) and DA Form 67-9-1 (Officer Evalua­tion Report Support Form). Other forms of counseling are often unofficial and relate to career patterns, advice about assignments and duty positions. Regardless of the type of counseling, command­ers should be factually informed before rendering advice.

c. The proponents. Proponents design life cycle development for their branches and functional areas and monitor the overall career development of officers in their inventories. Logical and realistic career patterns, qualifying objectives and an accurate understanding of attrition and promotion flows are vital ingredients in each branch or functional area. Leader development action plans and life cycle development models should be constructed to meet overall Army requirements as well as branch and functional area objectives. Con­stant communication with the officer population and the OPMD assignment branches should be sustained to communicate goals and objectives of the branch or functional area.

d. OPMD assignment managers. Assignment and career manag­ers at PERSCOM OPMD are responsible for fulfilling current and future Army requirements while meeting the career development needs of the various branches and functional areas. Additionally, they balance the best interests of the individual officers against the Army requirements. Career managers can provide candid, realistic advice to officers about their developmental needs. As the executors of Army and proponent programs, they operate within the current policy, budget and legal factors to make decisions concerning as­signments, schooling, manner of performance and subjective evalua­tions of competitiveness for selection and retention. All officers should stay in touch with their assignment managers to receive guidance and advice on career development.