The Fort Hood Sentinel (Temple, Tex.), Vol. 52, No. 35, Ed. 1 Thursday, April 29, 1993 Page: 7 of 38
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Thursday April 29 1993
Army News release
Since the World War II the
rapid growth in technology has
caused a greater need for spe-
cialization launching new ca-
reers for warrant officers in
many fields across the Army.
THE ARMY warrant offic-
role has varied over the
years but the basic require-
ments remain the same.
They’re highly skilled techni-
cal officers in positions ranging
from systems operations and
maintenance to management
and medical care. Warrant of-
ficers remain in their chosen
career fields for repetitive as-
signments improving a proven
resource..
In 1984-85 the Army con-
ducted the Total Warrant Of-
ficer Study a comprehensive
Egview of the warrant officer
program. In the process anew
definition for warrant officers
esjnerged: “An officer appointed
by warrant by the secretary of
the army based on a sound
level of technical and tactical
competence. The warrant of-
ficer is the highly specialized
expert and trainer who by
gaining progressive levels of
expertise and leadership oper-
ates maintains administers
and manages the Army’s
equipment support activities
or technical systems for an en-
tire career.”
Before 1987 Army warrant
officer requirements were de-
fined only by occupational spe
2nd Bn 58th Avn Regt
Headquarters companies
never get to go anywhere with-
out their battalion elements.
Well at least not usually. But
that is exactly what Headquar-
ters arid Headquarters Com-
pany 2nd Battalion 58th Avi-
ation Regiment 6th Cavalry
Brigade did recently. They left
their office jobs behind and
went to the field for a company
field training exercise.
HHC HAS quite a few new
soldiers since the last time
they went to the field. So it
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cialty without regard to skill
and experience levels. The
Army leadership has always
suspected that warrant officer
requirements varied by levels
of skill within their specialties.
But finding a credible analysis
process to identify these vari-
ances was a tough task.
The TWO study designed
that process. It identified three
distinct levels of skill and ex-
perience within most special-
ties it also showed that the
specialties have a hierarchy of
training and placement.
The three levels now are
coded in Army manning docu-
ments as warrant officer se-
nior warrant and master war-
rant. Warrant officers would be
assigned to positions Com-
mensurate with their rank and
military education level or
with the next lower rank
group.
Before the study warrant of-
ficer management took place
through a mix of programs and
separate “quick fix” policies
that created perceptions of ca-
reer uncertainty within the
warrant officer corps. Career
expectations for service as a
warrant officer varied consider-
ably from one soldier to an-
other. For example some sol-
diers entered the program with
as little as one year of prior
service while others entered
with as much as 15 years. Be-
cause of this some soldiers had
insufficient time remaining in
service to compete for promo-
tion to chief warrant officer 4.
was anew experience for many
of them. It started off early in
the morning with a telephonic
alert at 5 a.m. This was a
beautiful warm sunny day
they couldn’t have asked for a
better one. By 9:30 a.m. they
were out in the training area
setting up camp under the
trees.
Once the area was set up
and camouflaged the training
began in earnest.
The first classes were on es-
tablishing up a defensive pe-
rimeter. Staff Sgt. Shedrick
Lewis Sr. said the technique of
defending the unit perimeter.
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Army warrant officers highly skilled technical specialists
To dispel past management
problems and career disincen-
tives anew warrant officer
personnel life-cycle manage-
ment system was created. The
system consists of personnel
policy initiatives as well as
legislative changes needed to
align the warrant officer per-
sonnel management system to
that which governs commis-
sioned officers under the De-
fense Officer Personnel Man-
agement Act.
The new warrant officer sys-
tem a more disciplined pro-
cess offers careers that attract
and retain the proper levels of
warrant officer experience and
maturity yet remain cost-
effective. The new system fo-
cuses on moving soldiers into
warrant officer programs ear-
lier training and employing
them more efficiently and re-
taining them longer. The two
elements behind the new sys-
tem are the Warrant Officer
Management Act and the War-
rant Officer Leader Develop-
ment Action Plan.
A FEW years ago the Army
initiated the Defense Depart-
ment legislative proposal to
provide the service secretaries
with the management tools
necessary to better manage
warrant officers within their
organizations. The proposal led
to anew law the Warrant
Officer Management Act.
In June 1989 defense of-
ficials submitted the WOMA
draft to Congress. However
Field training exercise sharpens 6th Cavalry Brigade unit soldiers9 skills
After all the questions were
answered he took the soldiers
to their designated firing posi-
tions and explained what they
were looking for and how they
overlapped fields of fire with
their adjacent positions.
Sergeant Eddie Chambers
Jr. showed them how to make
range cards and further ex-
plained defensive tactics. After
a good hot dinner provided
the 6th Cav Bde dining facil-
ity they were ready for more
training. This time the train-
ing was in night driving and
convoy operations. 1st Lt. Le-
slie Grace convoy commander
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the many unresolved issues
and questions posed by the
House Armed Services Com-
mittee delayed action on the
bill. The bill was re-introduced
to the 102nd Congress in Janu-
ary 1991 and became law in
the fiscal year 1992-93 Na-
tional Defense Authorization
Act.
THIS SYSTEM had fixed
promotion intervals and man-
datory selection rates for per-
manent promotion. And there
were no provisions for below-
the-zone selections for per-
manent promotion nor were
there any provisions to selec-
tively continue officers who
were twice non-selected for
permanent promotion.
The new law established a
single promotion system. Now
when selected for promotion to
Chief Warrant Officer 3
through Chief Warrant Officer
5 soldiers will have that selec-
tion carried as permanent.
This system also allows for
below-the-zone consideration of
warrant officers for permanent
promotion to chief warrant of-
ficer 4 or chief warrant officer
5 and lets the secretary of the
army consider officers twice
non-selected for permanent
promotion for selective con-
tinuation. The act however
excludes below-the-zone promo-
tion to chief warrant officer 3.
In pre-WOMA days Regular
Army warrant officers were re-
quired to retire after 30 years’
active federal service. That
gave a thorough convoy brief.
IN THE pitch black night it
was almost impossible to tell
the difference between the trail
and surrounding terrain With
only blackout lights. Neverthe-
less all vehicles and drivers
made it through the course
with flying colors. They had
practiced driving in the dark
in blackout drive building con-
fidence in their abilities and
returned to base safely.
Overnight a cold front
moved in and the troops woke
up to a cold and windy day.
They practiced what they
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provision kept many warrants
from competing for promotion
to chief warrant officer 3 and
chief warrant officer 4 be-
cause of the years of enlisted
service they logged before
being appointed. To retain val-
ued experience the system
now provides for retirement
based on years of warrant of-
ficer service.
MANDATORY retirement
for soldiers selected for promo-
tion to chief warrant officer 4
comes at 24 years’ warrant of-
ficer service. Those selected for
promotion to chief warrant of-
ficer 5 must retire at 30 years
of warrant officer service or at
age 62 whichever comes first.
Warrant officers in selected
critical specialties had been
leaving the Army too early
causing some severe shortfalls.
The new grade of chief warrant
officer 5 offers the retention
tool that may keep the most
senior warrant officers on ac-
tive duty retaining their valu-
able experience.
Chief warrant officer 5 sta-
tus comes with some restric-
tions. Only 5 percent of the
total warrant officers on active
duty may occupy the grade
and the Secretary of the Army
may convene boards to recom-
mend warrant officers for se-
lective retirement. Also all
warrant officers with 20 years’
active federal service may be
considered by aboard of of-
ficOn Feb. 18 1992 the Army
chief of staff approved the war
learned the previous day when
they manned their defensive
positions and kept the site
from being overrun by the
enemy.
After breakfast the company
was divided into three groups
to learn about advance party
operations. Sergeants 1st Class
William Fields Jimmie Car-
micheal and Christina Elliott
took their respective group to
different field locations and
taught them how to evaluate a
field site and how to set it up.
This was a real eye opener to
the young soldiers who had no
idea of the multitude of consid
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FORT HOOD SENTINEL A7
rant officer leader development
action plan.
THE PLAN addressed 13
major issues recommending 33
actions. The plan’s many com-
ponents seek to prepare war-
rant officers for their special
leader-technician role in the
Army of the future. Some high?
lights of actions approved:
Gaining arrant officers earlier
by setting a time-in-service goal for
new accessions to eight years. This
earlier accession will enhance ar-
rant officer life-cycle management
and use of arrant officers through-
out a potential 30-year career.
Conditional appointment to war-
rant officer 1 to occur upon comple-
tion of the warrant officer candidate
course. This process mirrors the
commissioning of second lieuten-
ants upon completion of officer can-
didate school. The early appoint-
ment of arrant officers supports
notions of equity between commis-
sioned and warrant officers.
W arrant Officer Training System
revised to promote effective leader
development in support of anage-
ment goals.
Mandatory civilian education re-
quirements for arrant officers. An
associate degree is required by the
fifth year of arrant officer service
and promotion to chief arrant of-
ficer 4 takes a bachelor's degree.
Development of new life-cycle
models for each arrant officer spe-
cialty to provide a clear road map to
success for warrant officers.
Institution of pinpoint as-
signments for warrant officers in
the new grade of chief arrant of-
ficer 5.
Establishment of the W arrant
Officer Career Center under the
command and control of the U.S.
Army Training and Doctrine Com-
mand. The center located at Fort
Rucker Ala. will serve as the pro-
ponent for the WOTS.
erations and planning that go
into picking a location and de-
termining the layout of the
site.
JUST WHEN the routine
was becoming routine it was
time to redeploy. By 1:30 p.m.
on day two the convoy was on
the road back to main post
with 1st Lt. Trena Jones this
time as the convoy commander.
This company FTX was
short and yet the training ob-
jectives were completed. The
soldiers learned and will be
more prepared for the next ex-
ercise.
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Morales, Sgt. 1st Class Marco. The Fort Hood Sentinel (Temple, Tex.), Vol. 52, No. 35, Ed. 1 Thursday, April 29, 1993, newspaper, April 29, 1993; Temple, Texas. (https://texashistory.unt.edu/ark:/67531/metapth309986/m1/7/: accessed July 16, 2024), University of North Texas Libraries, The Portal to Texas History, https://texashistory.unt.edu; crediting Casey Memorial Library.