Current Chief Warrant Officer ( Cwo ) Eligibility Requirements

We all have many expectations and fixed ideas of what the Warrant Officer Advance Course will or will not be. My expectations for this course are to learn as much as I can as it relates to being a Senior Food Advisor. Providing the knowledge and skills

The Navy is uniquely different from the other armed forces when promoting E-6 to E-7. In the Army, Air Force and the Marines Corps, an E-6 is advance to E-7. In the. Eligibility does not guarantee advancement. Every First Class Petty Officer, E-6, eligible for advance to Chief, E-7, undergoes a massive selection and ranking board. Board members consist of Master Chiefs, E-9, the highest enlisted rank, who hand select which of the eligible First Class Petty Officers will be advance to Chief. According to the Navy Times each year 3,811 to 4,352 Sailors are eligibly for advancement to Chief. However only 15% of those eligible Sailors, roughly 1 in 7, make Chief each year (Faram 2015). Once

After 18-24 months as an Observer-Coach-Trainers (OC/Ts), PW officers compete for a follow-on assignment to their respective TRADOC Center of Excellence (CoE) to work as a Small Group Leader (SGL). The overall objective of the PW program is to identify the best company-grade officers in the field, surround them with best practices from dozens of units, and then instill these observations and experiences back into the classroom for the next generation of

Non-Commissioned Officers (NCO) are considered to be “the backbone of the Army”. These Soldiers take the officers

Recent changes to the High Year Tenure (HYT) waiver process timeline at the E6-E8 level for fiscal year 2016 are too short. This change has caused extremely compressed timelines for members to make the necessary preparations after they have been identified for mandatory retirement. It has also led to uncertainty months into the assignment year for units with HYT candidates. The Coast Guard needs to expand the E6-E8 HYT waiver timeline to align with the E3-E5 HYT waiver timeline.

CW2 Pollock split 19 primary hand receipts in GCSS-Army during the first 60 day into the systems conversion, while managing 54 UIC's and DODAAC's from home station and forward deployed elements allowing proper accountability of equipment and requisitions to be processed in three separate geographical locations in support of Brigade operations. Erikka completed her Warrant Officer Advance Course with a 95.5%, and graduated with the distinct honor of making the DEAN's list.

She assisted with reimaging 81 PCs to resolve security client applications issues, and another 30 PCs to complete clean up actions due to an electronic spillage occurrence. Her attention to detail conducting several walkthroughs of 8 LNSC spaces and organizing 13 DIVO records lead to a well-earned passing grade for the N8’s Department In The Spotlight (DITS) inspection. As N8 department Career Counselor, she was directly responsible for 6 career development boards resulting in 2 Sailors advancing in rank to Petty Officer Third Class.

1. The ramifications of the Coast Guards' High Year Tenure (HYT) program have caused essential enlisted members to seek new employment, not by choice of their own. Bench marks set by the program has shortened the careers of both junior and senior enlisted members. Because of this Aviation rates are top and bottom heavy with a lack of middle management, over 300 short at the E4/E5 level to be specific. High Year Tenure benchmarks known as Professional Growth Points (PGP) need to be updated.

The department’s leadership is responsible for providing appropriate manpower and resources to each mission using an increasingly tight budget, while also following strict laws for high priority missions, such as nuclear defense, which mandate both high levels of training and manpower (Air Education Training Command, 2015). Additionally, warfare technology has become incredibly advanced. Due to this complication, the educational and technical requirements for military service members and employees are steadily increasing.

First, the DCO should remain an Army Colonel billet (O6), but also should be open

A more approachable Senior Enlisted Leader is needed in the Coast Guard. The following is a common story for junior enlisted 15+ years ago when the title of Command Chief was Command Enlisted Advisor. An FS3 was serving on CGC Munro when his father fell off a water tank and was placed in intensive care. The Munro went underway to Japan. The FS3 was sent temporally to TRACEN Petaluma to take care of his father. While at Petaluma the FS3 found out he was not eligible to advance due an administrative over sight.

I recognize that consistency in your WOAC disussion boards, and remeber how you followed the same modis operandi in the basic course. In your most recent discussoin you identified WOSSE as the mandatory development course for CW4s and CW5s en route to the CCWO gig, and completion of said course would produce a CW4/CW5 who is prepared...."On Paper" to fulfill the DA PAM 600-3 duty of advising the Commander in the formal role as a part of a Command Team. This brings to mind the long standing truth: Make sure your paperwork is squared away. I feel strongly that the warrant officer, above senior enlisted and commanders, is the carrier track that is most influence by personality. I think warrants do a better job of identifying the right person for elevated positions of responsibility, and then molding and/or shaping their records accordingly; almost retroactively. What do you

CW3 Smith keen operational knowledge, as a critical thinker were continually sought by USARCENT, 1TSC, CJTF in support of tenant organizations to effectively define logistical requirements and efficiently match capability. CW3 Smith went above and beyond the scope of her duties and responsibilities by influencing lines of efforts, yielding 65% of cost savings to the government. She was selected to brief the ARCENT Commanding General CENTCOM initiative of a logistical Common Operating Picture objective for the Army 2020

In a Special Forces Group, an Assistant Detachment Commander (ADC) and the Command Chief Warrant Officer (CCWO) possess the ability to actually command (within their perspective responsibilities) as a formal member of the command team. However, the intermediary positions of Company Operations Warrant Officer (COW) and the Battalion Operations Warrant Officer (BOW) do not possess this capability. This is by design due to two primary considerations, the operations need at the Company and Battalion levels and more importantly the lack of a needed dependence on a dedicated Warrant Officer manager. Thusly, a Command Warrant Officer is not necessary at the Company or Battalion levels.

From the start of my career with WWL, hired into the Management Leadership Intern program, I’ve been taught about WoW principles and had the experience of putting the lesions learned into action in a number of Continuous Improvement project at a number of VSA facilities, even participating in cross-WWL service WoW project including Ocean, Terminal, and EPC operations. I feel this is the role is was trained to take on. Being exposed to WoW, leading WoW workshops, and implementing Safety, Quality and ISO programs. With a great understanding in WoW/2WMS knowledge, in addition to strong leadership skills and relationship management abilities,