Military Intelligence Professional Bulletin - Federation of American ...

Integrator. Integrates new technology into existing operations
at the senior level. Ensures interoperability of
systems, functions, and processes.
Advisor. Provides advice through systems planning
and coordination, analyzes current trends and predicts
future requirements for command review. Interfaces
between the proponent, the research and development
(R&D) community, and the user.
Leader. Serves in command and staff positions, develops
and implements leadership programs, and imparts
critical skills to subordinates.
Mentor. Develops and executes the counseling program
for leader development.
Chief Warrant Officer 5 (CW5). A commissioned
officer with the requisite authority pursuant to assignment
level and position as given by the President of
the United States. CW5s are master level technical
and tactical experts who perform the primary duties of
technical leader, manager, integrator, advisor, or any
other particular duty prescribed by branch. They provide
direction, guidance, resources, assistance, and
supervision necessary for subordinates to perform
their duties. CW5s have specific responsibility for accomplishing
the missions and tasks assigned to them.
CW5s primarily support brigade, division, corps, echelons
above corps, and major command operations.
They must interact with NCOs, other officers, primary
staff and special staff. They provide leader development,
mentorship, advice, and counsel to WOs and
branch officers. CW5s have special WO leadership
and representation responsibilities within their respective
commands. They provide essential advice to commanders
on WO issues.
Additional master level WO skill sets are—
Communicator. Executes and manages the components
and elements of military writing and briefing program
at all levels.
Trainer. Develops and manages training standards in
proponent and related MOSs.
Operator. Manages operational standards of the Army’s
equipment, activities, and technical systems. Develops
policy and guidance for systems operation at all
levels.
Maintainer. Integrates the Army’s equipment and maintenance
support. Identifies systemic problems and implements
solutions.
Administrator. Executes and manages in a multidimensional
environment at the Department of the
Army, Major Army Command, Joint and Multinational
levels. Reviews, validates, and writes policy recommendations
and serves as systems planner.
Manager. Serves as program or project manager, and
monitors critical readiness indicators to support overall
command readiness. Manages personnel, resource
allocation, support activities, and technical systems at
Department of the Army, Major Army Commands, and
joint/combined service levels.
Integrator. Manages and evaluates systems integration
at the highest level.
Advisor. Provides subject matter expertise for objective
force integration. Advises senior commanders on
issues relevant to the integration of Army, joint services,
and allied forces systems, equipment, personnel,
and procedures.
Leader. Provides WO representation at senior levels.
Commands unit and task forces. Provides leadership
and organizational continuity and solves problems at
all levels.
Mentor. Manages the professional development program
pertaining to assignments and utilization.
Professional Development
The Army has developed additional leadership training
for WOs over the last twenty years, but few additional
technical training or other opportunities to maintain
and expand their technical capabilities and their placement
in assignments. It is my hope that with this information
that the Army can focus the development for
both leadership and technical training, as well as assignment
placement for WOs, similarly to the career
development program established for the traditional
Branch officer.
I would further suggest that if the Army, after almost
100 years, cannot specifically define, train, develop and
task the WO by grades, that it should consider what the
U.S. Air Force (USAF) did in 1959. “WOs are not sufficiently
flexible for utilization outside of their technical
specialty . . . Furthermore, officers provide
the flexibility for use in a broad span of managerial
and career broadening assignments, which are
necessary to meet requirements . . .” As a result, the
USAF determined that structure, training, and retention
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