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Proponent notes.

Transformation and Modularity provide the Military Intelligence (MI) Corps with opportunities to continue evolving as a ready and relevant Corps. This change provides us a chance to solve some of our issues with Enlisted Standards of Grade and to fine tune our MI Military Occupational Skills (MOS); to refine our practices on how we access our Warrant Officers, and to improve our Officer Professional Development Systems. The three major changes that are coming in Fiscal Year (FY) 06 are:

* Mergers, transfers, and deletions in several enlisted MOSs.

* Prerequisite changes in Warrant Officer Accessions.

* The functional realignment of our Officer branches along with a change from Branch Qualification to Key Developmental Assignments.

The Office of the Chief of Military Intelligence (OCMI) is dedicated to building a better Corps for you and will continue to give our best efforts to that end. OCMI offers the following information to help keep you current with any new actions that affect your career progression as well as to let you know what is going on in the Corps.

Enlisted Professional Development Opportunities

Enlisted Promotions: Congratulations to our senior noncommissioned officers (NCOs) selected for appointment to Command Sergeant Major (CSM), selected for Sergeant Major (SGM), and selected for attendance at the U.S. Army's Sergeants MajorAcademy. The board selected one MI professional for appointment to CSM and ten for promotion to the rank of SGM out of 109 Soldiers considered. The overall Army selection rate was 12.7 percent. An updated list of promotion topics and results for the Enlisted promotion board can be found online at the HRC website located at https://www.hrc.army.mil/site/active/select/enlisted.htm#cpi.

Looking down the road, the Army's transformation to a Modular Force is expected to change the number of CSM and SGM positions. In comparing current Regular Army force to the approved six MI Battalion Modular Force of the future, our CSM positions go from 37 to 28 positions. However, when comparing the SGM positions, they go from 80 positions to 86 positions. Compared together there is only a net loss of three E9 positions.

Standards of Grade: Standards of Grade (SG) is a term frequently used in the Personnel Proponent business that is often misunderstood in its importance to the health of our Enlisted Corps. All enlisted MOSs are structured against a standard Army pyramid that provides sufficient Soldiers at each grade to feed promotions while accounting for normal attrition. Maintaining a healthy SG greatly assists or debilitates a healthy MOS. This is particularly true if the required MOS pyramid is significantly under strength at Skill Level (SL) 10--the base of the pyramid. The MOS will then likely experience long term fill challenges at the higher grade positions. The over-structure of grade requirements at SLs 20/30/40/or 50 may contribute to rapid promotion rates, but not necessarily with NCOs who have the depth of experienced expected. When a conflict of over-structured (Example: 40% over-structured at skill level 30) versus understructured (Example: 10% under-structured at skill level 40) grade requirements occurs, then promotions to Sergeant First Class (SFC) will slow and could become stagnant.

SG guidance is found in DA Pare 611-21, Military Occupational Classification and Structure, 31 May 1999, and provides the rules that drive the composition of a section. DA Pam 611-21 also provides valuable information specific to each MOS, including duty description by skill level, physical demands, MOS qualifications, and additional skill identifiers. As leaders, it is important that you understand both the enlisted pyramid and how SG drive the composition of a section and influence the health of your MOS. Ultimately, everyone wants a knowledgeable and proficient leader within their section. We must remember that part of leadership is teaching and mentoring Soldiers in an effort to create that Soldier--starting at SL 10.

Upcoming Board Schedule: The FY06 Enlisted Army Promotion Board schedule is as follows:

* SFC, 31 January to 24 February 2006

* CSM/SGM, 6 to 27 June 2006

* MSG, 3 to 26 October 2006

Warrant Officer Professional Development Opportunities

Many changes continue to occur within the Warrant Officer (WO) Corps. The increased demand for our technical skills and the chronic shortages affecting a number of MI WO MOSs has Chief of Staff of the Army visibility. Because of the senior leadership focus, a number of initiatives and solutions are being staffed to slow the negative impact shortages are having on the conduct of the war, on our officers, and on the Army's transformation efforts. In the following paragraphs I will explain the status of some of these actions.

Critical Skills Retention Bonus (CSRB) and Accessions Bonus: The Commanding General, U.S. Army Intelligence Center and Fort Huachuca, asked that both CSRB and Accessions bonuses be established to help mitigate the shortages in MI WO numbers. These two bonus programs are intended to slow the exodus of senior WOs while, at the same time, encouraging technically proficient NCOs to apply for the program. Although it is a bit early to judge the effectiveness of these two programs, potentially they will have a significant impact on the Army's effort to fix our persistent shortage problems. MOSs under consideration for the Accessions bonus are:

* 350F, All Source Analysis Technician

* 351L, Counterintelligence Technician

* 351M, Human Intelligence Technician

* 351Y, Area Intelligence Technician

* 352N, Traffic Analysis Technician

* 353T, IEW Systems Maintenance Technician

Shortage of CW4s: It is a well known fact that the majority of Soldiers (NCO, WO, Officer) retire between 20 and 23 years active federal service (AFS). There are many reasons for this trend but it is mostly to start a second career. Because MI NCOs are accessed into the WO program so late in their careers (between 11 and 12 years AFS), they are CW3s by the time they reach the 20 year retirement point. It is impossible to "grow" senior WOs by continuing to access so late. To remedy that trend we will be focusing the accession process on the younger NCOs with between 5 and 8 years AFS. I know that this has been a lofty goal in the past. However, it is becoming clear that, as a Corps, we must start implementing the Army Training and Leader Development Program (ATLDP). I understand that there are many concerns with accessing younger NCOs. The Vice Chief of Staff Army recognized this as well but went on to state during a meeting with CW5s, "A year of combat experience is worth three years of garrison experience." You can expect to start seeing the results of this move starting with this year's Accessions Boards.

P-2 Profile: Technically proficient MI NCOs with P-2 physical profiles may now submit a waiver request to attend Warrant Officer Candidate School (WOCS). Approval of this waiver is not automatic. The decision will continue to be heavily dependent on the nature to the P-2 profile and the NCOs ability to complete the physical requirements of schooling and the MOS. But, the door has been opened to allow otherwise fully qualified Soldiers to not let this stand in their way should they be interested in a WO career.

Upcoming Warrant Officer Boards: The opportunity to become a WO in MI has never been better. Those NCOs interested in becoming WOs should contact the WO Recruiting Team at http://www.usarec.army.mil/hq/warrant/ for information. The FY06 WO Accessions Boards will be held during:

* January 2006

* March 2006

* July 2006

* September 2006

The next WO Promotion Board will be:

* CWO 3/4/5, 31 January to 24 February 2006

Officer Professional Development

Officer Promotions: MI Officer promotion rates for captains, majors, and lieutenant colonels are expected to remain high for the next couple of years. Nevertheless, understanding how the Army functions at the company and battalion levels is critical to an officer's growth as a commissioned officer. And while much has been published recently about the changes that are being made to the officer career program under the Officer Professional Management System III, much still remains the same.

Lieutenants: Lieutenants must still demonstrate their leadership skills through troop leading and technical proficiency. However, it is not enough to be able to lead as an MI officer without also becoming fully knowledgeable of MI Systems.

Captains: Successful completion of the MI Officer Transition Course (MIOTC) for the branch detailed officer and the MI Captains Career Course (MICCC) for both detail and MI single-tracked officers is necessary. There is no longer a requirement for captains to complete 24 months in an MI coded position in addition to company/detachment command. However, captains must continue to aggressively seek the key developmental MI assignments and experience that will qualify them for promotion. Promotion boards will be placing greater emphasis on technical competence as demonstrated by successful completion of "core" MI assignments. The following positions are considered key developmental assignments for all MI captains: company/detachment command, Battalion S2, S2X, Collection Manager, Brigade Combat Team A/S2, and an assignment as a Combat Training Center observer/controller. The most crucial attribute of any officer selected for promotion remains performance but seeking the hard and challenging Intelligence jobs seems to be carrying more weight.

Majors: Majors will attend the resident Intermediate Level Education (ILE) Course. Upon completion of ILE, majors are still expected to aggressively prepare for and seek the skills and experience that will prepare them for duties as a lieutenant colonel. Majors, more than any other rank today, must experience continuous self-development in order to fully master all aspects of operations, including Joint and multinational operations. As stated earlier, skills and experience will drive an officer's career path and future The following are considered key developmental assignments for MI majors: ACE Chief, S2 of a Brigade Combat Team/Regiment/Group, Executive Officer or $3 of any Battalion/Brigade/ Group, G2 Planner, Deputy G2, Joint Staff (35 coded position), and Army Staff (35 coded position).

Functional Area (FA) 34 (Strategic Intelligence Officer): FA 34 officers must complete or receive constructive credit for the Strategic Intelligence Officers Course (non-MI Officers), the Postgraduate Intelligence Program (PGIP), and become Military Education Level (MEL) 4 and Joint Professional Military Education (JPME) 1 qualified. They are expected to be regional experts and must demonstrate an ability to perform analysis at the joint task force (JTF) to National level. They need to be able to build and shape intelligence networks from JTF to National level as well as to support counterterrorism and force protection operations.

2nd and 3rd Quarter 2006 Officer Selection Boards:

* Colonel Command, 10 to 20 January 2006

* Senior Service College (SSC), 4 to 28 April 2006

* Career Field Designation (CFD) (Year Group (YG) 1997 and 1998 (T)), 23 May to 16 June 2006

* CFD (YG 1999 and 2004 (T)), 12 to 29 September 06

OCMI Points of Contact

The point of contact (POC) for enlisted actions is SGM John Corley, readers may contact him via email at john.corley@us.army.mil. The POC for Warrant Officer actions is CW5 Prewitt-Diaz, readers may contact him via email at james.prewitt@us.army.mil. The POC for officer actions is Ms. Borghardt, readers may contact her via email at charlotte.borghardt@us.army.mil. Interested readers can reach the OCMI website at https://cms.portal.hua.army. mil/channels/OCMI/Webpage/index.htm. You will be able to find information on issues ranging from enlisted career field overviews to officer, WO, and civilian updates.

Lieutenant Colonel Earnest Bazem. Readers may contact him via email at earnest.bazemore@us.army.mil.
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Title Annotation:military intelligence
Author:Bazemore, Earnest
Publication:Military Intelligence Professional Bulletin
Geographic Code:1USA
Date:Jan 1, 2006
Words:1915
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