Interns - static.dvidshub.net

Manpower and Force Management Career Program Bulletin 1

@ArmyCP26

1

Inside this issue:

From the CP26 Proponency Office:

Interns 1

My Experience as a Manpower and

Force management Career

Program (CP26) Intern 2

My CP26 Intern Experience 5

My “Ah-ha Moment” 6

Operations Research Systems

Analysis Familiarization Course

(ORSA-FAM) 8

Reflections of an Army Intern 9

A Trip to Fort Riley 11

My Intern Experience 12

USAFMSA Interns 13

The Rigger Study 14

The Importance of a Logical

Progression of Training 15

Intern Supervisors Learn How to

Better Manage New Army Talent 18

In the CP26 Fall Bulletin 18

From the CP26 Proponency

Office

This edition of the CP26 Bulletin is

devoted to:

Interns

The Career Program 26 (CP26) intern program is

dedicated to recruiting individuals with talent,

potential and a dedication to the Army’s

mission. There are Pathways Interns (those

working on their degree while in the program)

and Army Civilian Training, Education, and

Development System (ACTEDS) interns

currently serving in a variety of locations across

the Army as Management and Program Analysts

and Operations Research System Analysts.

Organizations such as the United States (U.S.)

Army’s Force Management Support Agency,

Headquarters, Department of the Army G-1 and

the U.S. Army’s Manpower Analysis Agency

have all hosted interns and contributed to

building the bench of the next generation of

manpower and force management

professionals.

When an intern comes on-board, a few items

must be completed so the intern and supervisor

understand their joint expectations. Building

the Individual Development Plan, learning to

VOLUME 1, ISSUE 1

Summer 2015 BULLETIN

https://www.facebook.com/ArmyCP26?fref=ts


@ArmyCP26


navigate the Resource Allocation System and

Defense Travel System and identifying

performance standards all need to be done

during the intern’s on-boarding process.

The CP26 Intern and Supervisor Orientations

and Handbooks provide guidance on these and

other matters relevant to the program.

Working off the Master Intern Training Plan,

ACTEDS interns are given the opportunity to

attend classes, participate in on-the-job training

and go on developmental rotations in order to

graduate from the program at the full

performance level. All interns participate in an

Intern Orientation held at the Pentagon by the

CP26 Proponency Office. Additional courses

include the Manpower and Force Management

Course; Civilian Education System Courses; and

the Operations Research System Analysis-

Military Applications Course. There are

additional courses listed in Appendix E (Master

Intern Training Plan) of the CP26 ACTEDS Plan.

Recently, the CP26 Proponency Office solicited

for Fiscal Year 16 allocations for the next class

of interns. We have interns ready to graduate

from the program, those completing their first

year and those that are just starting on their

journey through the program. In addition to

recruiting strong interns, the CP26 Proponency

Office also selects Supervisors with a keen

interest in nurturing this talent. If you are

interested in becoming an intern supervisor,

contact the CP26 Proponency Office for more

information.

CP26 has a strong record of achieving positive

results with the intern program.

-Interns currently on-board 26

-Interns on-board since 2005 119

-Interns still with CP26 since 2005 83

We have invited former interns, those about to

graduate and those in their first year of the

program to share some of their experiences

within the program.

My Experience as a

Manpower and Force

Management Career Program

(CP26) Intern

By Margarita Vargas

Ms. Vargas joined the U.S. Army as a Supply Specialist (92Y), deployed in support of Operation Enduring Freedom in Afghanistan 2011, and served four years. Upon her discharge, Ms. Vargas finished her MA in International Relations and Security Policy from St. Mary’s University, while working as a CAT III/Spanish Linguist contractor for the U.S. Southern Command (SOUTHCOM). She was hired as a CP26 intern in October 2013 as a member of the G-8 Manpower Management Team at the U.S. Military Academy, West Point, New York.



@ArmyCP26


I have been privileged to participate in the CP26

intern program. As a CP26 Intern, I have been

very fortunate to observe, assist and learn from

senior Manpower and Force Management

professionals and military leaders. The Army

has remained the strength of our nation and as

we approach nearly 15 years of war, it is

imperative to remain vigilant for new hybrid

threats and challenges while supporting our

Soldiers. As Civil Servants and CP26

professionals, we have the responsibility to

design the Army’s structure by determining

manpower and equipment requirements for the

total force.

My experience as an intern has been very

rewarding. As a Soldier, I questioned how

decisions were made because I had visibility of

only a small piece of the puzzle. This program

has provided me the opportunity to learn and

witness how decisions are made at the strategic

level. It is a relief to know that extensive

deliberations, discussions and considerations

are taking place; and that no decisions are

made lightly.

The program will give you unlimited

opportunities to develop your strengths and

find the functional areas in which you wish to

focus your career. As CP26 manpower and

force managers we will be managing the

manpower and equipment authorizations

within different organizations with varied

missions. It is imperative as an analyst to

understand the different processes in order to

justify and secure authorizations to satisfy the

Army’s future mission requirements.

CP26 has given me invaluable opportunities to

gain acquired skills through on-the-job training

and professional development education

courses that are constantly challenging me in a

multi-dimensional experience, which I consider

essential for my professional development.

Courses of instruction such as the Manpower &

Force Management Course and the Defense

Resource Management Course will be your

educational base. These courses will help you

to comprehend, define and evaluate strategic

factors that influence the development of the

national security strategy, security objectives

and strategy and program alternatives within

the current budgetary constraints.

On the other hand, CP26 provides the

opportunity to bring your academic knowledge

into different organizations and experiences. I

had the honor to have my first rotational

assignment in the Force Development

Directorate (FDP) of the U.S. Army Office of the

Deputy Chief of Staff, G-8; under Col. Dover

Seawright’s and Mr. Frank Carissimo’s

leadership. This was one of the best

experiences in my life; I always envisioned

myself working with leaders that each day

shape the kind of Army the nation needs for the

future, and the opportunity became real.

During my time in FDP, I was able to experience

a unique strategic view to fill capability gaps,

the active management of resources both

efficiently and economically to build the force

structure, making recommendations and

evaluating the risk. The FDP team is divided in

three branches: Organizational Documentation

Analysis, Transparency and Affordability



@ArmyCP26


Analysis. Each branch has different

responsibilities, with the mission to manage the

resource and documentation for Tables of

Equipment (TOE), Modified Tables of

Equipment (MTOE), Basis of Issue Plans (BOIP),

Force Development Updates (FDU), Equipment

Review and Validation Board (ERVB),

Transparency and so much more. The unique

environment and mission managed in FDP has

given me a great understanding of how the

Army runs in real life. The amount of

responsibility and dedication that each member

of the FDP team gives motivates me to become

a better version of myself.

I was provided the unique opportunity to

participate in the preparation and analysis

leading up to an Organizational Requirements

Document Approval Briefing Council of Colonels

(CoC) and General Officer Steering Committee.

In addition, I also was involved in two ERVB CoC

4610-R (TDA equipping process) meetings. In

FDP, I learned the assessment processes for

examining the current and future force,

determining deficiencies in present capabilities,

identifying need for corrective actions and

developing corrective actions in light of current

technological opportunities within a FDU. I also

had the opportunity to provide professional

analysis and recommendations concerning the

cost, affordability, feasibility and supportability

on seven requirements and authorizations

documents (JCID, BOIPFD, BOIP). This is a very

small assessment of all the lessons learned

within FDP.

In addition, I was afforded a second rotational

assignment at the U.S. Army Force

Management Support Agency (USAFMSA). Col.

Keith Rivers and Mr. Christopher Garito granted

me the opportunity to gain knowledge of the

unique mission that USAFMSA has to develop

and maintain Army’s organizational

requirements and authorization documents.

Within my time in USAFMSA, I learned the

importance of documentation. It is vital to

institutional and doctrinal base models, which

form the baseline for standardized modular

units, and provides minimum essential wartime

requirements to perform a full range mission.

I learned that documentation helps synchronize

resources to create a full spectrum of

capabilities from both the Operating (MTOE)

and Generating Force (TDA’s-AUGTDA).

USAFMSA builds MTOE’s applying the doctrinal

model TOE’s and other numerous model rules

and guidance, which establish the baseline

against which readiness is reported. In

addition, USAFMSA creates and documents

TDA’s, which prescribe organization personnel

and equipment for a unit/organization that

does not have a TOE.

USAFMSA turns both MTOEs (Science) and TDAs

(Art) into accurate, detailed and executable

documents. Within my time in USAFMSA, I had

several rewarding learning experiences. I would

like to highlight one of the aspects that changed

my professional and personal view in the

importance of USAFMSA mission. Mr.

Kulynnych, Chief of Sustainment Branch TDA,

gave me the opportunity to learn about

Arlington National Cemetery’s TDA that has the

primary mission “to lay to rest those who have

served our nation with dignity and honor.” I

had the opportunity to visit the cemetery and

observe three funerals (one for each service). I

observed and analyzed the manpower and

equipment requirements versus the authorized.

This experience showed me that my job as a

CP26 employee affects real organizations and

people.



@ArmyCP26


I want to express my gratitude to all the FDP G-

8 and USAFMSA Division Chiefs and team

members, especially to Mr. Kevin Kuss and Ms.

Lori Mongold. Thanks again for teaching,

guiding, mentoring and helping me to grow and

visualize the type of leader that I want to be as

a CP26 careerist. Every decision,

recommendation and analysis is tangible within

the several organizations across the Army.

To my fellow interns, I truly do not have enough

words to express my experience as a CP26

intern. This has been an incredible journey,

now we are the future leaders of the Army and I

invite you to give 100% and to learn as much as

you can. The Army needs people with vision

that act with values and convictions. As my

mother always said, the sky does not have

limits, so conquer all your dreams and

formulate a new direction, a new way of doing

things; work hard and remember your attitude

determines your altitude. Welcome to Army’s

best-kept secret, the “CP26 intern program”

and remember to always be your best and do

your best because we support the best Army on

earth.

My CP26 Intern Experience

By Travin Tran

Travin Tran started as an intern with U.S. Army

Pacific (USARPAC) in October 2010 before being

reassigned as an intern to the Mission and

Installation Contracting Command (MICC) in

March 2012. Mr. Tran graduated from the

intern program in June 2013 and is currently a

Management Analyst with U.S. Army Japan.

I started my federal career as a CP26 Manpower

and Force Management Intern back in October

2010. Nearly five years later, I have grown so

much professionally and personally and I owe

much of that to the opportunities the CP26

intern program provided for me.

From my first day as an intern, I was provided

with a mentor (Mr. Eric Crawford, who was also

a CP26 intern graduate). He guided and

provided me with valuable advice regarding the

intern program, the CP26 field and how to be a

professional. To this day, I still seek his advice,

and he has never failed to mentor. Among all

the valuable opportunities the program

provides, this mentoring and networking aspect

was most valuable for me as it stays with me

forever. I was very fortunate the program

afforded me the opportunity to develop my

skills at USARPAC, Eighth Army, U.S. Army

South, and the MICC during my internship. At

each command, I was able to learn different

competencies from various analysts as well as

gain valuable insights from the point of view of



@ArmyCP26


the various command levels. I was able to learn

from some of the most seasoned and

knowledgeable analysts who were all more than

willing to teach and school an eager-to-learn

intern. To this day, I still seek their valuable

knowledge and advice and they have always

been there to teach. I was also able to grow

along with my fellow interns as the internship

program fosters a close-knit environment for us

interns to express our ideas, suggestions,

frustrations, excitement and enjoyments on the

various events of our internship. To this day, I

still feel a sense of pride and connection with

my intern class and enjoy hearing the many

successes of their careers.

The CP26 internship program also gave me an

advantage over other careerists with the

classroom training opportunities provided for

us. The necessary classroom knowledge along

with the application, mentoring and networking

aspect gained from the various on-the-job and

rotational training assignments gave me a solid

foundation to start my career. I would not have

had the opportunity to gain all this knowledge

and build all these relationships from all parts of

the world if it was not for the CP26 intern

program.

As I continue on my CP26 career, I am confident

in the skills that I possess because of the all the

experience and lessons I received as an intern. I

am thankful to Ms. Beryl Hancock and Ms.

Michele Davis for the support and trust they

have in the program and their interns, and I am

fortunate and proud to have been a CP26

intern.

My “Ah-ha Moment”

By Frances Rivera

Ms. Frances Rivera is a Manpower Analyst

assigned to the Office of the Assistant Chief of

Staff for Installation Management (OACSIM),

Headquarters, Department of the Army. She

graduated from the Functional Area 50 (FA50)

Force Management Qualification Course,

Defense Resource Management Course and the

Department of the Army Intern Program in

2013. She earned a Master of Science Degree

from Columbia College in 2011. Currently, she is

advising OACSIM senior leaders on the most

effective ways to balance end strength within

constrained resources during this time of

significant change.



@ArmyCP26


As my CP26 journey continues, I’m discovering

that building relationships is an important

aspect of growth, both professionally and

personally. My “ah-ha” moment occurred

during my first year as an intern. A wise leader

advised me to get out of my cubicle and start

building relationships with those in my agency,

so I began to volunteer for committees and

projects. I figured this was the easiest way to

get to know my fellow co-workers and to stop

being a “cubicle junkie.” Soon after, I

developed mentoring bonds with co-workers

and leaders throughout the manpower and

force management community. That “ah-ha”

moment changed my attitude about my career.

I enjoyed coming to work each day and always

had something to smile about.

There are many resources available to assist

you on your mentor-seeking journey. One

useful tool I use to request mentors, both

military and civilian, is Army Career Tracker

(ACT) located at https://actnow.army.mil. The

process is simple and takes less than five

minutes to complete. First, you search the

mentor database within ACT to find the leader

you wish to add as your mentor. Second, ACT

will send an email to your requested mentor

asking them to accept your request. Once your

mentor accepts your request, they will have

access to your ACT information, as long as you

don’t mark it private. Third, you can track the

status of your mentor requests at your ACT

homepage. Currently, I am connected with at

least three mentors in ACT and my portfolio

continues to grow. How many are you

connected to?

Another useful tool is the DoD Civilian

Personnel Advisory Service (DCPAS) Mentoring

Toolkit located at

https://dodhrinfo.cpms.osd.mil/. This toolkit

provides information for a formal mentoring

program and ways to reinforce effective

mentoring between a mentor and mentee.

Your relationship with one mentor may differ

from the other. This is because each experience

is unique and provides a different perspective.

For me, I look for mentors who are unbiased

coaches, motivated leaders and confident

advisors. Based upon their knowledge and

professional experiences, they are able to assist

me with developing realistic career goals. They

are willing to help me expand my network

portfolio and arrange special projects for my

professional development. Furthermore, they

are just as important today as they were the

first day we met.

My passion and interest in self-development

and improvement keeps me connected to my

mentors. I continuously contact them for

advice on my future career path. They are role

models and examples for me to emulate. I am a

firm believer that habitual relationships equal

strong networks all because of that “ah-ha”

moment. So, what will your “ah-ha” moment

be?

Stay CP26!


https://actnow.army.mil/

https://dodhrinfo.cpms.osd.mil/


@ArmyCP26


Operations Research Systems

Analysis Familiarization

Course (ORSA-FAM)

By Kristy Phillips

Kristy Phillips is a CP26 Intern with United States

Force Management Agency (USAFMSA) located

in Fort Belvoir, Virginia. She grew up in Allegany

County of Western Maryland. Ms. Phillips

joined the Army right out of high school, and

served 8 years as an Automated Logistics

Specialist (92A).

Recently, I had the privilege to attend the

Operational Research Systems Analysis

Familiarization Course (ORSA-FAM) given by the

Army Logistics University. The course,

presented at the Pentagon, was a 5-day

familiarization on applying statistical analysis to

logistics, force modernization and

organizational structure and then learning how

to interpret and present the results to decision

makers. Although the pace was swift, the

content was appropriately thorough. The

concepts broached in the familiarization were

not incomprehensible, nor were the techniques

beyond the scope of a familiarization course.

The purpose of the course was to introduce

operational research techniques, which help

explain, describe, predict, compare, relate and

model behavior. The course also allowed the

student to become familiar with statistical

terminology, notation, calculations as well as

summary of results, interpretation and

explanation software manipulation of data.

Therefore, this course is an appropriate and

beneficial foundation for manpower and force

management professionals.

ORSA-FAM reviewed descriptive and inferential

statistics, model building and simulations and

decision analysis. All of which are necessary for

management analysts to be able to complete

analysis thoroughly.

For example, the USAFMSA develops,

maintains, and distributes the Army’s

organizational requirement and authorizations

documents. The skills learned in the ORSA-FAM

course will help produce and maintain accurate

requirements documents such as Tables of

Organizational Equipment and Basis of Issue

Plans (BOIP) and precise authorizations

documentation in the Modified Tables of

Organizational Equipment. Part of any analysis

is to present the findings to the decision

makers. For USAFMSA, the decision makers are

the Organizational Requirements Document

Approval Board Council of Colonels (CoC). The

CoC makes decisions concerning the approval,

disapproval of a BOIP for any given piece of

military equipment. The CoC relies on the

analysis and presentation of the BOIP from the

Document Integrators (DI) to be able to make

the most informed and appropriate decision.



@ArmyCP26


USAFMSA business rules state that the BOIP

process should take an average of 140 days. If a

BOIP has not been thoroughly researched and

documented correctly by the DI, the CoC may

not reach an approval consensus. Without a

consensus, it is further required for the BOIP to

go onto to the General Officers Steering

Committee (GOSC); which meets every three

months. Usually, a GOSC is only involved if the

BOIP requires additional personnel or the BOIP

is less than 95% funded or an unfunded

requirement exists which exceeds one million

dollars. Such a delay stalls the approval of

needed equipment in the operating force and

may prevent the combatant commander from

effectively completing their Title X mission.

Therefore, it is necessary for DIs to perform

rigorous research and analysis to ensure the

best possible product for approval.

Another example is the U.S. Army Manpower

Analysis Agency (USAMAA), which conducts

single point manpower studies and develops

manpower requirements models for

Headquarters, Department of the Army and

Generating Force Army headquarters elements.

USAMAA also validates single point manpower

studies and manpower requirements models

developed by Generating Force Army

commands. They validate the manpower

analysis portion of all Concept Plans and

provide proactive support to Generating Force

Army organizations for all manpower

requirements determination issues. The ORSA-

FAM course provided instruction on how to

develop a study plan and work through the

corresponding problem decomposition and how

to identify and analyze data for resource

relocation and force structure determination.

The ORSA-FAM is useful for force managers for

the previously mentioned reasons, but the

course also allows management analysts to

align their education with the CP26 vision,

which, in part is to continuously examine, refine

and improve our strategies, skills and

techniques to remain a diverse, adaptive and

competent team of professionals. There is

intrinsic value in ensuring that not only do

analysts get the best training in methods, but

also training in the tools needed for their

application. All of which would allow decision

makers to make the best possible choices in an

environment of overwhelming requirements in

severely constrained resources.

Reflections of an Army

Intern

By Kia Gunter

Kia Gunter is a 2013 graduate of the U.S. Army CP26 Manpower and Force Management Intern Program. Kia is a U.S. Air Force veteran and a graduate of Post University MBA Program. Kia is stationed at Headquarters Surface Deployment & Distribution Command at Scott Air Force Base Illinois as a G8 manpower analyst.



@ArmyCP26


Being an Army intern was a challenging,

rewarding, rigorous and positive experience.

The two-year program gave me a broad

perspective, allowed me the opportunity to

travel and meet diverse groups of people I

would not have met otherwise. People

generally depict interns as early 20s, running for

coffee, making copies and other mundane

tasks. I was the atypical intern. I entered the

intern program when I was aged 30, married

and mother to two bustling boys. I am a

veteran of the U.S. Air Force having earned two

undergraduate degrees, and an MBA by the age

of 28.

Upon beginning my journey with the

Headquarters (HQ) Surface Deployment &

Distribution Command (SDDC), I sought out

professional organizations and mentors to help

cultivate my new career path. I was able to

work on manpower studies, sit in on higher

level meetings, brainstorm on projects and

participate in special events. Your internship is

all about what you choose to do with the

opportunity. I chose to take classes and a

rotational assignment to HQ SDDC G3,

Command Operations Center to learn and

understand SDDC’s mission and operations

conducted around the world.

Honestly, I was not looking forward to my

rotational assignment. I believed I had

stretched myself too thin. I would have new

cube mates, a new supervisor and a different

set of duties. Upon meeting my new

supervisor, I was tasked to brief the entire

directorate G3 on the U.S. Northern Command

team operations and actions within the

respective area of responsibility (AOR). I

became a sponge. I am sure my co-workers and

new supervisor grew tired of my questions, but

were very polite and kind to me. I could tell

they were thinking, “Oh here we go…another

wet behind the ears intern that will take me

away from my work asking silly questions.”

Thankfully, with the teams’ continued support

and my consistent reading and learning, I

provided a briefing that was concise,

informational and impressed G3 leadership. I

refused to read directly from slides. I was able

to address questions posed from the audience

and deliver much needed information to the

other AORs. I wanted the entire room to know I

had prepared for the briefing. Despite my short

time there, I was ready and eager to learn and

do much more. The attendee feedback was

great and helpful. That was a pretty fantastic

day!

After I finished briefing, an Army Major reached

out to me to assist with some issues he was

having with estimating and planning an exercise

at U.S. Pacific Command. I was able to provide

my Lean Six Sigma (LSS) expertise and help him

estimate personnel and supply costs.

Eventually, he turned this into a successful LSS

project, which I participated in as the Resource

Manager.

In addition to fulfilling the requirements and

opportunities available to me through the CP26

Master Intern Training Plan, I opted to take a

number of CP11 (Comptroller) courses and

higher-level leadership development courses

available to me as well. I travelled extensively

for two years. I was given the opportunity to



@ArmyCP26


attend the Defense Resource Management

Course in Monterey, CA. This was by far the

most diverse group of students I had yet

encountered. I was able to meet other students

from many foreign militaries. It was a unique

experience, to be partnered with a newly

selected South African Army General, German

Lieutenant Colonel or a Saudi Colonel. There

were only about ten Americans in the course. It

was stimulating to learn the courtesies and

customs of foreign governments and to learn

their perspective of America.

Over the course of this journey, I wrote down

advice for interns to live by:

Believe in yourself. The Department of the

Army Intern Program is highly competitive.

Your supervisor hired you for good reason. You

were the cream of the crop and rose to the

occasion. Celebrate it and be thankful! The

time flies by.

Be available. You never know when your help

may be needed. Be available for meetings and

open to changes in your schedule. Things

happen and opportunities can present

themselves at any time.

Dress professionally. You are the controller

and owner of your image. You only get one

chance to make a first impression. Make it a

great one!

Keep your inner circle small. Be cognizant of

the company you keep and the folks you

associate with, as there’s nothing worse than

making a bad impression with leadership. It is

very difficult to change others’ perception of

you and your circle. Choose your company

wisely.

Every challenge is a learning opportunity. No

matter how difficult the situation or personality,

learn from it. These types of life lessons are

priceless. Your true character displays itself in a

tense situation. Let it be a defining, shining

moment for you. A wise woman once told me

to never allow anyone to get you out of

character. Always take the high road.

Make business cards. Make this a priority.

Anytime you travel or attend a meeting or

briefing, bring business cards with you. You

appear prepared, professional and diligent

about your profession.

Always wear a smile. The day can always be

much, much worse!

A Trip to Fort Riley

By Melissa Iman

Mrs. Iman is a 17 year Air Force veteran. In 1997, she joined the U.S. Air Force as an Intelligence Analyst. Mrs. Iman has her MA in Intelligence and Military Studies. She was hired as a CP26 intern in October 2014 and is an Air Force Reserve member.

On May 20, 2015, the U.S. Army Force

Management Support Agency (USAFMSA) team

from Fort Leavenworth, Kansas traveled to Fort

Riley, Kansas for a professional development

day. The Infantry/Armor Branch Chief, Rob

Varney, says he organized the trip for

“USAFMSA Document Integrators (DI) to gain an

appreciation for the end result of their



@ArmyCP26


documentation efforts. The plan was for DI’s to

see and handle some of the equipment they

document, observe unit-level training, and

interact with the crews and Soldiers to gain an

appreciation of what is involved with operating

and maintaining the equipment within the

confines of a one-day trip."

A trip like this benefits all the members of

USAFMSA, but especially the interns that may

not previously possess the knowledge of how

the war-fighters function with their various

systems and equipment. Many CP26 interns

come from all backgrounds. With a 17-year

history of Air Force Intelligence, I was able to

see USAFMSA’s mission in a totally new light.

The minute I climbed into the M-109A6 Paladin

howitzer my view totally changed. This learning

experience will enable me to support the

Fires/SOF branch more efficiently.

Mr. Mike Lamb, one of my key mentors

explains, "while it is vital for interns to see the

equipment hands on, the ability to see the

equipment in its environment and how it is

employed enables you to provide better

analysis and therefore, become a better

documenter.”

“It was a very delightful experience to go out

into the field to interact with Soldiers and learn

their duty functions and to have an upfront look

at the equipment that you are personally

documenting. It is a totally different

environment from previously being in their

position to now being the documenter affecting

their mission requirements,” says Ms. Cathelina

Nicholas, another CP26 intern at USAFMSA, Fort

Leavenworth, Kansas.

My Intern Experience

By Nicole Driver

Prior to accepting my current position as a CP26

Department of the Army (DA) Intern, I had been

a federal employee with the Department of

Defense (DOD) – Tank-Automotive Armaments

Fort Leavenworth USAFMSA Team



@ArmyCP26


Command (TACOM) for nearly five years.

During my time as a federal employee, I have

served as an administrative assistant as well as

the Acting Staff Action Officer for the Combat

Maneuver and Recovery Product Support

Integration Directorate, assisting more than 250

coworkers. That being said, I was unsure what

to expect with such changes, I knew there was

going to be a lot of training, travel and

unfamiliar settings. With such a background in

different aspects of the DOD, I was concerned

that some of the training may not be necessary.

However, since joining the program, I have

received essential training. The classes I found

most beneficial are the Army Working Capital

Fund (AWCF) and the Report Writing courses.

Initially I was skeptical to take the Report

Writing Course. During the course, the

instructor took the time out to ensure that each

student had the tools needed to be successful

in their future writing endeavors. The

instructor created a comradery amongst the

group, which allowed us to freely ask questions,

ultimately providing a flawless educational

experience. I highly recommend this course.

I was looking forward to the AWCF training

because I had some background knowledge of

the topic. The training was over a course of one

week and it provided a vast amount of

knowledge. The training instructors were

knowledgeable and provided us with a solid

understanding of the AWCF mechanisms.

Throughout my time as a CP26 intern, I have

had the opportunity to gain knowledge in areas

I was unaware were lacking. I would

recommend that others in the program be open

to the changes and opportunities available. So

far, my experience and the individuals I have

come across have been very pleasant. I hope

everyone has as great of an experience as I

have.

USAFMSA Interns

By Jennifer Dunn, Krysten Koski,

and William McKee

Being a CP26 Intern with the U.S. Army Force

Management Support Agency (USAFMSA),

Sustainment Division is rewarding and exciting.

From the beginning, the personnel welcomed

us and have provided outstanding support. The

staff and leadership continuously ensure that

our personal needs are met and that all our in-

processing went smoothly. Everyone is willing

to assist and share information whenever we

need it. The mentors assigned to help with our

transition provide invaluable support and

assistance anytime it is required, despite their

own heavy workloads. One of the many

opportunities available to us as interns is to

attend classes at the Graduate School USA in

Washington, D.C.



@ArmyCP26


The Graduate School USA is like an extension of

our work place, in that we learn from

professional instructors within the career field,

meaning the instructors are business

professionals first and instructors second. This

is apparent throughout the courses; they don’t

simply teach a subject, they live it. All the

instructors encourage class and individual

participation and treat us with professionalism,

which makes learning interesting and enjoyable.

We also receive valuable advice from students

from other agencies as well as other interns. At

the day’s end, education does not stop.

The internship continues to be an amazing

opportunity. We are grateful for the

opportunities to grow, the people that guide us,

and the experiences we have along the way.

The Rigger Study

By Ursula Connor

Ursula Connor, is a native of San Francisco,

California, but was raised in Oakland, California.

She has a Masters of Art in Adult Education

from Central Michigan University.

I am a CP26 2nd year intern with the Manpower

and Force Analysis Directorate at U.S. Army

Training and Doctrine Command. I was given an

opportunity to serve as a team member for the

E Company, 1-507th Parachute 92 Rigger

Manpower Study, conducted at Fort Benning,

Georgia, March 16-27, 2015. The purpose of

the study was to ensure Table of Distribution

and Allowances requirement levels were

conducive to current support requirements, and

to account for the increase in mission

requirements in the use of a new parachute, T-

11 Main and T-11 Reserve.

The T-11 Main is the Army’s newest non-

steerable troop parachute; it replaced the T-10

parachute, which has been used by the Army

for the past 50 years.

Left to Right: William McKee, Krysten Koski, and Jennifer Dunn



@ArmyCP26


The T-11 parachute can accommodate a Soldier

with the total weight of 400 pounds verses the

T-10 parachute, which can only carry a Soldier’s

total weight of 360 pounds. The T-11 Main has

a unique canopy sleeve and slider, which

permits the canopy inflation time at about six

seconds. The T-11 also provides a slower rate

of descent with a zero oscillation and it can be

adjusted to fit all body sizes. In addition, the T-

11 Reserve parachute replaced the T-10 reserve

parachute.

The Manpower Study was conducted using the

Five Phased Approach. The manpower study

team executed the Planning, Front End Analysis,

On-Site Analysis/Validation and Product

Development/Recommendation Phases.

During the Planning Phase, the team used the

Methodology Approach (methods, procedures

and techniques) which was used to collect and

analyze information.

During the Front End Analysis Phase the team

along with the E Company, 1-507th Command,

developed a blueprint to identify the functions

and needs of the organization.

The On-Site Analysis/Validation phase was

conducted by observing, collecting data and

timing the packing of the T-11 Main and T-11

reserve parachute. Additionally, individual

interviews were also conducted.

In the Product Development/Recommendations

phase of the study, the team compiled

organizational, workload and statistical data

into a report for approval and implementation.

This study gave me insight into what goes into

packing of a T-11 Main and T-11 Reserve

parachute, the safety mechanism in place for

packing of the parachutes and the important

role the Riggers play in the safety of the

parachutist.

I highly encourage all interns to serve as a team

member on special projects if given the

opportunity.

The Importance of a Logical

Progression of Training

By Brittany Armstrong

Brittany Armstrong joined the Army as a Healthcare Specialist (68W) shortly after receiving her BS in Political Science. Brittany served several years, stationed in Fort Carson, Colorado with 2BCT 4ID. Brittany was hired as a CP26 intern in September 2013 as a member of the CP26 Proponency Office staff. She also has a MS in Political Science and a Masters in Strategic Public Relations from the George Washington University School of Political Management.

As a CP26 Intern, I feel very fortunate to have

been provided a Master Intern Training Plan

(MITP) that outlines several opportunities for



@ArmyCP26


training and skill-set development via residence

and online courses, on-the-job training (OJT),

and rotations. Though the courses are rated as

Priority 1-3, the rotations are up to the intern to

make our own based on our experiences with

OJT and courses taken to date. As the start of

my second year approached, I knew that my

rotations would be my opportunity to apply

what I had learned in various courses while

capitalizing on my location in the National

Capital Region and the multitude of

organizations I had to choose from for these

rotations. I knew I had to think strategically

when searching for opportunities and to

attempt to schedule the rotations in such a way

that benefited not only my education and skill-

set development, but the organizations that

followed as hosts as well. Knowing that I was

not guaranteed a rotation with any particular

organization, I explained why I wanted to go to

certain organizations to my supervisors and

potential rotational supervisors so that they

could make their decision to approve and host

me based on joint expectations. I made sure

that each choice for a rotation was well thought

out as these would be the places that I would

apply the multitude of training I had received

thus far.

Given my position in the CP26 Proponency

Office, I realized that not working with the

various systems associated with manpower and

force management everyday was a potential

disadvantage that I had prior to going on any

rotation. Because of this, I elected to familiarize

myself with the systems utilized by the CP26

community as much as possible with a rotation

at the U.S. Army’s Force Management Support

Agency (USAFMSA). Having an understanding

of the theories and techniques used in CP26, I

was ready to learn how it was all applied.

USAFMSA applications (FMSWeb, FMSTDA) are

used across the Army so it made sense to me

that I should become familiar with these

applications prior to attempting to use them

during subsequent rotations. What better way

to learn about FMSWeb than from subject

matter experts (SME) such as Raquel Smith

(FMSWeb Help Desk), and Norbert Gardepe

(FMSTDA)? Because they helped to build the

systems, they were able to tell me why certain

functions exist and what the overall goal of the

system is in the years to come. I was also able

to meet with various programmers that showed

me how they are constantly working to better

the systems not only for employees at

USAFMSA, but for users across the Army as

well. I completed my rotation knowing that I

had learned a great deal of information about

these systems, knowing that I still have a lot to

learn, and confidence that I would be able to

apply what I had learned in my following

rotations.

My next rotation was with the U.S. Army’s

Manpower Analysis Agency (USAMAA). Prior to

scheduling this rotation, I asked my USAMAA

point of contact, Brian Fiore, for a timeline of

projects working at USAMAA that I might be

able to jump into as either an observer or by

getting my hands dirty and actually working.

Mr. Fiore mentioned an upcoming

Headquarters, Installation Management

Command (HQ IMCOM) study that would be

beneficial for me as an intern to see in its

beginning stages. During my first week at

USAMAA, I was able to jump into work as I was

given tasks that assumed I had a working

knowledge of FMSWeb and that also capitalized

on the Operations Research Systems Analysis

Familiarization Course (ORSA-FAM) I had

completed immediately prior to the start of the



@ArmyCP26


USAMAA rotation. Without my USAFMSA

rotation, I would have spent time at USAMAA

familiarizing myself with the functions of

USAFMSA. However, because I elected to

schedule the USAMAA rotation after USAFMSA,

I was able to immediately get to work pulling

data from FMSWeb and sorting through it for

my supervisors at USAMAA. I was also afforded

the opportunity to work on model verification

for the HQ IMCOM study, which was a

wonderful way to apply what I learned in not

only the ORSA-FAM course, but also the

Defense Resources Managers Course, and the

Manpower and Force Management Course.

Because USAMAA was conducting an HQ

IMCOM study, I contacted the G8, Manpower

Division at HQ IMCOM and asked about a

rotation with them to capitalize on what I

learned while at USAMAA. To my delight, I was

accepted for a rotation and went to Joint Base

San Antonio in San Antonio, Texas for what

turned out to be a fantastic experience. In

addition to watching Schedule 8 builds, working

on crosswalks, and learning about Competitive

Analysis and the CME Accountability Branch, I

was also able to sit in on meetings and review

process sheets and models being used for the

study with USAMAA. I was thrilled to sit in on

in-process reviews alongside HQ IMCOM staff

with USAMAA employees that hosted me just a

short time before. This was a unique

opportunity to see how two organizations work

on the same manpower study. I was very aware

that had I not began my rotations with

USAFMSA, that I may not have progressed to

being exposed to the HQ IMCOM study at

USAMAA, and I may not have been invited to or

even understood the depth of work being done

at HQ IMCOM.

The order of my rotations was especially

important, as I wanted one to flow into the

other as much as possible. I approached the

scheduling of my rotations as an opportunity to

take advantage of my position as a “floating

employee” for the duration of these rotations. I

found that as I made my way through each of

these organizations, I could go back to various

people I had met during my previous rotations

and ask questions and/or for clarification on my

experiences with them. It is now very apparent

that each organization depends on the next and

understanding the functions at the different

agencies and levels of the Army is important for

forward momentum, depth of understanding,

and cohesive working relationships. I doubt

that I would have had the same intensely

positive experience with each organization had I

not scheduled them with the understanding

that they most flow in a logical manner, one to

the next.

Though I attempted to schedule courses on the

MITP with the logical progression of training in

mind, it was with my rotations that I was able to

fully apply this concept. As I continue as a CP26

careerist after the completion of the intern

program in October 2015, I will keep the logical

progression of training at the forefront of my

mind as I seek further training opportunities by

way of courses and development assignments.

I have sincere appreciation to each employee I

met at USAFMSA, USAMAA, and HQ IMCOM

that enabled me to get the most out of each

experience while considering how each of their

processes fits into the world of CP26, and their

willingness and ability to play a part in shaping

my skill-sets. Asking “why” I wanted a

particular rotation was the best thing I did in

preparing to contact these organizations and

asking them to host a rotation for me because it



@ArmyCP26


forced me to fully understand what each

organization’s role is in CP26 and the Army.

Intern Supervisors Learn

How to Better Manage New

Army Talent

By The CP26 Proponency Office

Supervisors of Army manpower and force

management interns asked questions and

received tips on how to best manage their

interns, during an Intern Supervisor Orientation

hosted by the CP26 Proponency Office, at the

Pentagon, March 4, 2015.

“I felt the meeting went very well, we followed

the agenda and kept on track. Michele Davis

did an exceptional job providing information

and answering questions,” said Rhonda

Bennett-Martin, Headquarters, Army Materiel

Command, G-8 Administrative Officer and

CP11/26 Career Program Specialist based at

Redstone Arsenal, Alabama. “I learned quite a

bit of information to pass on to our AMC CP26

interns to include creating individual

development plans for them, use of

government travel cards, rotations, alternate

work schedules and the use of social media.”

The two-hour conference call brought together

more than 25 CP26 intern supervisors from

across the Army via teleconference in order to

discuss a wide range of intern issues.

During the conference, CP26 intern supervisors

learned about how to evaluate interns, the role

they play in an intern’s development, and the

purpose of the CP26 Army Civilian Training,

Education and Development System plan.

“At AMC, I handle CP11 and CP26 interns, 41

intern slots in total. I deal with a variety of

issues, both good and bad. Most interns are

terrific, eager and ready to learn and do the

best job they can so it is a very rewarding

experience,” said Bennett-Martin. “The CP26

Proponency Office makes working with the

interns much easier and interesting.”

The teleconference was part of the CP26

Proponency Office’s effort to make sure that

the future leaders of Army manpower and force

management receive the best possible start to

their careers.

In the CP26 Fall Bulletin:

The DOD Career Report:

What is it and How Will You

Use It?

The DOD Career Report has replaced

the Civilian Record Brief

Employees access their DOD Report via

MyBiz

Employees can update fields such as

appointment information, appraisals

and awards, and education and

experience history

The DOD Career Report will be required

for all applications for CP26 Competitive

Professional Development



@ArmyCP26


Bulletin Articles Careerists, supervisors and managers in the Manpower and Force Management Career Program and Career Field are invited to submit articles for publication or to suggest articles or features you would like to see in this Bulletin.

Submit articles, comments or suggestions to: CP26 Proponency Office Deputy Chief of Staff, G1 ATTN: DAPE-PRM 300 Army Pentagon Washington, DC 20310-0300 Or email to: usarmy.pentagon.hqda-dcs-g- [email protected]

Editorial Policy The Manpower and Force Management Bulletin is a publication of the Army G-1.

Information in this bulletin concerns policies, procedures and items of interest for the manpower and force management career program and career field.

Statements and opinions expressed are not necessarily those of the Department of the Army. This bulletin is published under provisions of AR 25-30 as a functional bulletin.

Bulletin Editorial Staff: Mrs. Brittany P. Armstrong Editor

CP26 Proponency Office: Mr. Roy Wallace Assistant Deputy Chief of Staff G-1 Functional Chief Functional Chief Representative

Ms. Beryl Hancock Chief, Manpower Policy, Plans and Program, Chief, CP26 Proponency Office

Ms. Michele Davis CP26 Program Manager

Mr. Shawn Dillahunt CP26 ACTEDS Intern

Mrs. Brittany P. Armstrong CP26 ACTEDS Intern


mailto:[email protected]

Interns - static.dvidshub.net

Documents

Transcript of Interns - static.dvidshub.net