V/r, COL Bircher

Q1: I have heard from a contact who is currently enrolled in the Public Affairs Qual Course that the new FM 3-13 is going to be rescinded.  I am skeptical about this claim, and presume that is probably more wishful thinking in the PA community among those who don’t like being labeled an “Information-Related Capability.”  I understand that work has already begun on the next installment of the FM 3-13, but is there any credibility to the claim that the recently JAN 13 version might be rescinded?

A1:  If I were a cynic, I might suspect that someone is practicing the art of military deception on you.  There is absolutely zero truth that FM 3-13 will be rescinded.  Work has begun on the next iteration of FM 3-13 because it’s required under new Doctrine 2015 guidance!  Specifically, every Army Doctrinal Publication (ADP), Doctrinal Reference Publication (ADRP), Field Manual (FM), and Tactics, Techniques and Procedures (ATTP) manual MUST be updated every two years or it’s pulled from the shelf.  Unlike many of our doctrinal compatriots, we have actually put into place a plan to ensure we don’t fall into the position we faced with the old FM 3-13 ever again.  In fact, the Director of the Combined Arms Doctrine Directorate is a big supporter of FM 3-13 and where we’re headed.  Feel free to pass this link to LTG Perkins, CG CAC, talking about importance of FM 3-13 and IIA to anyone and everyone:  http://usacac.army.mil/cac2/IPO/repository/Web%20version-CG%20on%20FM%203-13%20(CAC%20crest)_xvid_002.avi

Q2: What’s the status of funding for ACS and NPS? Do we expect to have the same amount of slots in the future?  If selected but unable to attend due to funding constraints, will an officer remain on the OML?

A2:  I wish I had a solid answer.  It’s no secret that the budget constraints have hurt the Army, especially in training and education realms.  FA 30 ACS positions are funded out of the proponent’s budget,  through the CAC G-8.  Current guidance from the CAC G-8 is that the cupboard is bare – no ACS funding for FY13, and it’s unknown if there will be funding for FY14.  TRADOC is still working through budget numbers, but we have been told to expect, at a minimum, a 40% reduction in our budget.  Once you take out Civilian personnel pay, that does not leave enough to conduct operations let alone pay for future ACS slots.  More to follow as I get it.

NPS allocations and funding come from HQDA via HRC.  The problem is no different. We previously had five NPS allocations; after the initial budget decrement scramble we have one.  I truthfully don’t expect that number to increase this FY… FY14 remains to be seen.  If selected to attend this year, but unable to do so as a result of funding constraints, my intention is to keep you on the OML for one more fiscal year subject to further guidance from HQDA and HRC.  Beyond a two year window we need to look hard at your career timeline to see if NPS or ACS remain viable opportunities for you.

Q3:  Has there been any more serious discussion about a potential merger between FA30 and PSYOP?  I was recently at 1st IO Command for a class in OCT 12, and there was a great deal of speculation about it, and I know the idea has been circulating for quite some time.  However, I haven’t seen anything in recent months in updates from the IO Proponent.

A3:  I was wondering how long before someone asked about this.  The proponent successfully argued to HQDA that the proposal to merge FA30 and MISO is actually invalid at this time: it is a PROPOSED solution to a perceived capability gap or redundancy that has been neither identified nor approved!  Furthermore, it’s a proposed solution that is only Powerpoint deep, without the necessary JCIDS analysis to support it.  Some of you may have even seen the powerpoint chart being promulgated by the MISO community as a “way ahead”; that’s as much analysis that exists, and it most definitely IS NOT an approved solution.

The Inform and Influence DOTmLPF Assessment 2013 (IIDA 13) is the vehicle the Army will use to 1) determine the required capabilities the Army needs to inform specific audiences, influence specific audiences, and affect adversary decision making; 2) Identify the capability gaps and potential overlaps in these areas; and 3) Recommend solutions to develop necessary capabilities or achieve efficiencies to best meet the needs of the Army.  The IO proponent office is leading the study team that is doing the analysis behind this effort, and the PA and MISO proponents are critical members of the team, along with many others.  However, like I said in my update, we need your input for this effort to be truly comprehensive.  Do I think FA 30 and MISO will combine?  I don’t know; what about including PA in the discussion? Bottomline is wait for the analysis.  Do I think the Army needs to define required capabilities, identify gaps and redundancies and make solution recommendations based on analytics? Absolutely.  We owe it to Army senior leaders so they can make the best possible decisions on the future of THE ARMY, not just the FA 30 career field. 

This publication is for the operational force, and we need the operational force to provide comments and feedback. 

Our doctrine team is already collecting comments and constructive criticism to make this document better. 

I encourage everyone to read FM 3-13 and provide constructive feedback to the proponent. 

This blog is one way we will capture comments.  Our goal is to make FM 3-13 a valuable and useful tool for the commander and his staff to enable commanders to more effectively inform and influence select audiences and affect adversary decisionmaking.

The principle of mentorship can be traced back as far as the writings of Homer: Odysseus left the care and upbringing of his son to Mentor, his close friend and confidant. Schools and organizations around the country have recognized the importance that mentorship can play in the development of young boys and girls. Businesses and corporations have identified mentorship as the way to ensure the need for competent corporate leadership is continually met. A cottage industry has emerged full of mentorship coaches and experts, leadership manuals with chapters dedicated to mentorship, and mentorship websites and conferences. But what is mentorship, and how should the Army approach it?

Across the literature, the definition of mentorship varies depending on the audience. Army Regulation 600-100, “Army Leadership,” defines mentorship as “the voluntary developmental relationship that exists between a person of greater experience and a person of lesser experience that is characterized by mutual trust and respect.” What are common throughout the literature are the two concepts of “development” and “voluntary.” A successful mentorship relationship requires both the mentor and the “mentee,” sometimes referred to as the “protégé,” to voluntarily agree to an informational exchange relationship designed to increase the knowledge, capability, capacity and potential of the mentee while contributing to the leadership capabilities and health of the organization.

Mentors come in all shapes and sizes; however, mentors normally take one of three primary forms: peer mentors, subordinate mentors, and superior mentors. When I think of a mentor in a traditional sense, an image of an older, wise, sage counselor – much like Odysseus’ friend Mentor – comes to mind. This is the traditional role of superior mentor. In order for any organization to sustain its long-term health, it must have qualified, proficient leaders capable of steering the organization in the future. The best way to ensure this leadership need is to grow and nurture future leaders for this role, and the best way to grow them is for senior leaders to accept the responsibility of being active, participatory mentors. Senior leaders must seek out, identify and nurture future leaders; they must instill in these future leaders a love for the organization, a desire to lead, and a sense of responsibility so that the future leaders are capable of adopting the mantle of leadership. If, as a former Chief of Staff has said, soldiers are our credentials, then through this aspect of stewardship senior leaders will ensure the health of the organization is sustained.

Mentorship is not always about answering questions. A mentorship relationship often results in more questions or conditions being posed: rather than getting an answer to “what job should I take?”, a mentee might get in return a question such as “what are your long-term goals and how can you best align yourself to achieve these?” Both parties have to master the ability to listen, the ability to be a sounding board, and the ability to give advice that is taken to heart and not ignored. Anyone who has had the pleasure of giving advice and guidance to a teenage child can appreciate the complexities involved with not just giving that advice, but, more importantly, giving the advice in a manner in which it will be taken to heart. The mentor cannot adopt a pedantic, over-bearing approach to dispensing guidance. The communication must take the form of a conversation, one in which listening is just as important as talking.

If a mentor brings wisdom, advice, guidance, and counsel to a mentorship relationship, what does a mentee bring, and what are the responsibilities of the mentee? First, a mentee provides the senior leader a different perspective with which to inform his or her frame of reference. Too often senior leaders become myopic based on their individual experiences, beliefs, and perceptions. A mentee can provide a fresh set of eyes, a different perspective and frame of reference to a problem steeped in complexity and ambiguity, enabling the mentor to better appreciate the operational environment and expand his or her personal frame of reference. Mentorship is not a one-way street: the mentee must take an active role in identifying leaders who they wish to emulate, and – equally important – those who they wish to avoid. Mentees have the responsibility to seek knowledge, to pursue their profession, and to expand their intellectual horizons – responsibilities they share with their mentors. Finally, mentees have the responsibility to be proactive: they cannot wait for a mentor to approach them, just as they cannot accomplish their career goals on their own. Once they have identified a potential mentor, they have the responsibility to approach the senior leader and ask for advice, assistance, or perhaps even to serve as a mentor. The senior leader has the responsibility to respond, and to follow through on the commitment.

Mentees must understand and accept that mentorship is not a form of patronage: the purpose of the mentor relationship is to gain a trusted advisor, not to tie a career to someone’s coat-tails. Mentorship is based first and foremost on mutual trust: it is not solely career counseling, even though that is how the mentorship relationship may begin. It is a give-and-take relationship in which advice, guidance and even camaraderie are shared in a confidential manner, based on trust. An institution cannot emulate this relationship through a web application nor through a Headquarters-managed program. Leaders owe their mentees the time necessary to listen, to understand, and to offer advice – but it always remains a voluntary, informal two-way street.

I’ve been in my position for about 60 days now, and I want to provide you what I intend to be an habitual update on actions and initiatives that affect our entire community.

First, I want to thank COL Mike Dominique for his amazing efforts to ensure our community – more importantly, what we provide commanders – is better positioned to continue meeting the needs of the Army and Joint Force Commanders.

The following is a brief synopsis of the critical actions we are currently working.  Please understand that we are your Proponent; we cannot accomplish our responsibilities without your input, and we exist to help you do your job better.  I ask that you continue to help us ensure your, and your commander’s, needs are met to the best of our abilities within the constraints we face.

1.  Doctrine.  If you have not read Army Doctrinal Publication (ADP) 3-0, “Unified Land Operations,” October 2011; ADP 5-0, “The Operations Process,” May 2012; and ADP 6-0, “Mission Command,” May 2012, you really need to in order to understand the changes to how the Army is approaching Information Operations in the Mission Command construct.  Each of these capstone documents has an associated Army Doctrinal Reference Publication (ADRP) that provides increased fidelity.  All can be found online at the Army Publishing Directorate website, http://armypubs.army.mil/doctrine/index.html.  We will also post these documents on our SharePoint site under “Doctrine.”

FM 3-13, Inform and Influence Activities, is in the final stages of being published.  CG CAC approved the doctrine on 23 July 2012, and the Combined Arms Doctrine Division is editing the Final Electronic File for publication by the Army Publishing Directorate (APD).  Based on the backlog at APD, we anticipate electronic publishing sometime around the end of September/beginning of October.  Once FM 3-13 is on the street, please submit your DA 2028s, recommended changes, to LTC Reichart.  This is your manual and we need to know how to make it even better.

2.  Grade Plate Reduction.  It is no secret that the Army is getting smaller – latest figures in Army Times indicate a force reduction of 80,000, and I’ve heard rumblings from some senior leaders that this number may increase.  We have been working with HQDA, TRADOC, and ARCIC to identify 41 Major (O-4) positions (36 in the operational force and 5 in the generating force) that must be reduced in grade to Captain.  MAJ Ratasha Jackson, Personnel Proponency Chief, has been providing information to and working closely with Division, Corps, and ASCC G-7s to ensure these reductions are made as a result of an analytical process.  My only hard-line is that BCT S-7 positions will not be reduced.  I understand that no one will be happy about force cuts or reductions; the CSA recently directed “Stewardship of the Profession” to be a theme for AUSA this year. We are doing everything possible to shape the reduction efforts instead of allowing them to be shaped for us.  Please continue working with MAJ Jackson to ensure your concerns are properly captured.  However, ultimately I am responsible for making recommendations that are for the benefit of the entire Army, not just one organization.

3.  Mission Command (MC) Capabilities Based Assessment (CBA).  The MC CBA is a priority task for our office.  As the Army continues to define the capabilities necessary to ensure commanders are able to execute Mission Command, it is essential that we properly document the capabilities and capacity necessary to conduct Inform and Influence Activities, Cyber-Electro Magnetic Activities and to integrate the other Information Related Capabilities so that the Army continues to provide Joint Force Commanders the Information Operations capabilities and functions required to conduct Unified Action.  Your input and expertise is absolutely critical to this effort – please continue to provide your help and input to LTC Chris Reichart and Mr. Bob Meier as we work through this process.

4.  Changes to the FA30 Community.  Our force is getting younger – Officers are now allowed to transfer into the FA30 Functional Area through the Voluntary Transfer Incentive Program (VTIP) as early as the four (4) year mark.  This comes with a lot of implications, but the one I am most concerned about is the level of experience and professional knowledge these young officers will have, or not have, as they are deployed to the operational force.  We, as a community, must find ways internally to offset this new paradigm.  We are reviewing developmental and key developmental positions identified in AR 600-3, as well as the entire lifecycle management process, to make sure we as a career field are able to execute talent management.

5.  Mentorship, Promotions and Career Planning.  With a smaller force come reduced promotion rates.  You hopefully saw my note earlier about the Army Lieutenant Colonel selection rates this year, and we expect the overall Colonel selection rates to be similarly affected.  I expect our career field to remain at or above the Army average, but this means you need to personally do everything you can to remain competitive.  I encourage you to participate in the Mentorship Blog we have begun on the IPO CAC Blog Site (http://usacac.army.mil/cac2/blogwarningIPO.asp).  I will use this forum to provide advice, general counseling, and trend analysis to help you make career decisions.  I will always make time, and I will do everything I can to ensure other FA30 senior officers do the same, to help you with personal mentorship.  I encourage everyone to use the Army Career Tracker portal (https://actnow.army.mil); in particular, the Individual Development Plan module is a great tool to assist you and mentors as you work toward achieving professional goals.

6.  Information Sharing.  You will soon see notes announcing changes to how we at the Proponent share information both internally and with you, the force.  We will be moving to a more active SharePoint presence where you will have access to all of our DOTMLPF files.  I know SharePoint can be cumbersome, but it really provides the best knowledge management platform for information sharing.  These changes include a stronger emphasis on our Blog Site to facilitate idea sharing.

7.  Professional Responsibilities.  To paraphrase ADM James Stavridis, you are a professional, and as such you have a responsibility to write and to publish.  I encourage you to share your best practices, thoughts, ideas, mentorship, and even your gripes with our community.  Our Blog Site is a great starting point.  Ms. Melanie Marcec is available to help you navigate the blogosphere or assist with publishing ideas.

8.  FA30 Qualification Course.  The next iteration of the FA 30 Qualification Course began on 27 August 2012 and runs through 16 November 2012.  I feel the course does an excellent job of preparing our newly designated FA 30s for their next assignments, but John Warner and his seminar leaders are always looking at ways to improve the course.  If you have suggestions, please let us know.  Also, if you would like to come and talk with the students when the course is in session please contact John and discuss the topic and possible date.

9.  Training with Industry (TWI), Naval Postgraduate School (NPS) and Advanced Civil Schooling (ACS).  The application suspense for FY 2013 ACS, NPS and TWI programs is 30 September 2012.  Although the IPO has direct partnerships with Harvard, Johns Hopkins, and Princeton Universities for ACS, officers may apply for other universities that have partnerships with the Army if the university specializes in an Information Operations career field area of interest. This means if you are selected for ACS, you may attend one of the over 100 universities.  Review DA PAM 600-3 for FA 30 career field’s areas of interest.  More information can be found at the FA30 Career Manager’s website, https://www.hrc.army.mil/officer/FA%2030%20-%20Information%20Operations%20Officer%20Home%20Page. 

The Proponent is broadening our TWI partnership: we are developing a new partnership program with the Kansas City Chiefs’ Media and Marketing Division.  This TWI partnership will allow highly qualified FA 30 officers the opportunity to learn marketing initiatives and targeting methodology from a recognized leader in the NFL for media and marketing with a 7-time Emmy award-winning television program. 

ACS, NPS and TWI are opportunities to learn, develop and expand in diverse environments which will in turn support future endeavors for the FA 30 initiatives. The FA 30, Information Operations selection panel for ACS and TWI will convene shortly after the application deadline and will announce results in December 2012.  If have any questions, please contact LTC Motley vincent.a.motley.mil@mail.mil, (503) 613-6130 or MAJ Jackson ratasha.l.jackson.mil@mail.mil (913) 684-9432.

10.  Needs Analysis.  The Proponent is partnering with the Army Research Institute (ARI) to conduct a full DOTMLPF Needs Analysis for the FA30 career field.  This project will provide us the analytical rigor necessary to support changes across all DOTMLPF domains and to better support your needs and those of your commanders.  ARI will be developing a series of surveys to identify gaps in our current capabilities that will directly feed into the Mission Command Capabilities Based Assessment.  Mr. Bob Meier is the proponent lead for this initiative.

11.  Critical Task and Site Selection Board (CTSSB).  Thank you very much to those who made the time and effort to support the recent FA30 Job Task Survey: over 40% of those surveyed took the time to help make our career field better.  The results of this survey will be combined with the results of the ARI-led Needs Analysis to support a Critical Task Site Selection Board where we will be able to document, for the Combined Arms Training Strategy, the IO/IIA training needs of the Total Army.  LTC Karen Himmelheber will continue to provide updates to the force as this essential task continues to develop.

 12.  Points of Contact.  We have a significant personnel turnover this summer, and I want to make sure you have an updated POC list.  Below is a roster of key personnel in the Proponent; a detailed roster, along with focus areas, is available on our website – http://usacac.army.mil/cac2/IPO/. 

COL Chip Bircher                               Director                                john.e.bircher3.mil@mail.mil

Mr. Cam Wesson                             Deputy Director                                cameron.m.wesson.civ@mail.mil

LTC Chris Reichart                            Concepts, Doctrine & Integration        christopher.n.reichart.mil@mail.mil

LTC Karen Himmelheber               Leader Development, Education & Training     karen.d.himmelheber.mil@mail.mil

MAJ Ratasha Jackson                     Personnel Proponent    ratasha.l.jackson.mil@mail.mil

Mr. John Warner                              FA30 Qualification Course          john.r.warner10.civ@mail.mil

Ms. Melanie Marcec                       Strategic  Communication         melanie.l.marcec.civ@mail.mil  

Mr. Shawn Stilley                             Operations                         shawn.a.stilley.civ@mail.mil

Thank you again for all that you do for our force.  As I said earlier, we are your Proponent, and we cannot succeed without your help.  Please let me know how we can meet your needs, and your Commander’s, better.

V/R,

COL Bircher

Brooks Prepared Statement

A while back, MAJ Brian Adamson–an FA 30 officer and the Ft. Leavenworth ROCKS chapter president–sent me this article–http://www.army.mil/article/77083/.  In the article, the Army Chief of Staff asks for mentorship help from ROCKS members.   

 So, we want to ask FA 30s–what are you looking for in a mentor?  What type of mentorship would you find most valuable?  Formal or informal?  Position specific?  

Let us know!

http://www.theatlantic.com/technology/archive/2012/03/cyber-and-drone-attacks-may-change-warfare-more-than-the-machine-gun/254540/

“Develop and conduct education, training, and exercise programs to provide for the successful planning, integration, and execution of IO, to include the provision of intelligence oversight training for IO staffs”

Contact your G/S-2 for more information on meeting this requirement.

Capt. David Phillips from the Australian Army and Capt. Eric Racine from the Canadian Army have the distinction of being the first international officers selected to attend the FA 30 Qualification Course. �
Information Proponent Office Director Col. Mike Dominique explained the purpose of opening the course to international officers.
“We have to be prepared to operate in a coalition environment — we’ve seen this in Afghanistan and Iraq — and part of operating as a coalition involves building partnerships with our allies and learning how they operate in the information realm,” Dominique said. �
Brig. Gen. Wayne W. Grigsby Jr., director of the Mission Command Center of Excellence, said, “This class reflects a level of collaboration between American and international officers that is vital in building cohesive teams with our coalition partners. Sharing knowledge — at all levels — will only serve to make us stronger.”
When asked about the challenges involved in opening the course to foreign officers, FA 30 Qualification Course Director John Warner said he doesn’t expect anything but positive results. �
“The international officers are very engaged and completely accepted in their seminars.  And this education will allow these officers to help educate other soldiers in their armies how to conduct inform and influence activities, information operations and joint information operations,” Warner said.
Being the “first” in anything provokes the question of how the first ones were chosen. �
“We initially opened the class to ABCA (the American, British, Canadian, Australian and New Zealand armies’ program ) because we have an established working relationship and ABCA has similar information operations doctrine to ours,” Dominique said.     �
Racine said he was selected to attend the FA 30 Qualification Course because he was recently put in charge of an information operations cell in the Canadian Army. �
On the other hand, Phillips was surprised to have been chosen.
“I’m an engineer but just became a staff officer. Before, I had never really heard of IO in the Australian Army,” Phillips said. �
Both Phillips and Racine said they are excited but understandably anxious about the next few weeks. �
For Phillips, this is his first time in the United States. Racine, whose first language is French, said he’s just a bit concerned about the language barrier.