Mapping, Charting and Geodesy (MC&G) provides global geospatial
mapping information to support policymakers, combat plans and combat operations.
Personnel in this field conduct mapping, charting and geodetic activities
to support MC&G product development and production.
AFSCs: Enlisted--1N0X1; Officer--14NXB, 14NXC; Civilian--Series 0132,
1370, 08XXX)
| AFSC |
TITLE |
DESCRIPTION |
| 1N0X1 (Enlisted) |
Intelligence Applications |
Collects, analyzes and interprets intelligence information and disseminates
products to consumers. Conducts operational activities involved in the
application of intelligence for force employment planning, execution, combat
assessments and targeting. |
| 1N1X1 (Enlisted) |
Imagery Analysis |
Interprets and analyzes multisensor imagery and collects, interprets,
analyzes and reports perishable imagery intelligence information. |
| 1N2X1 (Enlisted) |
Signals Intelligence Production |
Operates airborne, ground-based, and mobile systems and equipment designed
to collect, analyze, and report electromagnet emissions. |
1N3XXX (Enlisted)
1N3X1X - Germanic
1N3X2X - Romance
1N3X3X - Slavic
1N3X4X - Far East
1N3X5X - Mid East |
Cryptologic Linguist |
Operates voice monitoring equipment and transcribes, analyzes and interprets
voice communications. |
| 1N4X1 (Enlisted) |
Signals Intelligence Analysis |
Analyzes signals communications to recognize, extract, verify, process
and disseminate intelligence information and manages signals analysis activities. |
| 1N5X1 (Enlisted) |
Electronic Signals Intelligence Exploitation |
Operates electronic intelligence monitoring equipment and participates
in interpreting, planning and organizing electronic intelligence operations. |
| 1N6X1 (Enlisted) |
Electronic System Security Assessment |
Collects, analyzes and reports on friendly C4 information to identify
security deficiencies and weaknesses. Performs jamming and deception operations
to stress communications nodes. Conducts assessments of computer system
structures developing communications profiles and vulnerability assessments. |
| 8D000 (Enlisted Special Duty Identifier) |
Linguist Debriefer/Interrogator |
Collects intelligence information through the debriefing and interrogation
of human sources and reports collected information |
9S100 (Enlisted)
Supports Intel Community through involvement in nuclear treaty monitoring. |
Applied Geophysics Technician |
Collects, analyzes and reports information from fixed and mobile systems
designed to collect signals from geophysical phenomena including seismic,
hydroacoustic, electro-optical, radio-frequency, infra-red and other radiating
sources. |
9S200 (Enlisted)
Supports Intel Community through involvement in nuclear treaty monitoring. |
Applied Sciences Technician |
Collects, analyzes and reports information from fixed, deployable and
airborne systems which collect nuclear particulate and gaseous effluents
and chemical and biological materials. |
| 14NXA (Officer) |
Intelligence Operations |
Manages and conducts intelligence activities involving collection,
exploitation, production and dissemination of SIGINT, IMINT, and HUMINT. |
| 14NXB (Officer) |
Intelligence Applications |
Manages and conducts activities involved in the application of intelligence
for force employment planning, execution and combat assessments. |
| 14NXC (Officer) |
Mapping, Charting and Geodessy |
Manages photogrammetric, cartographic, and geodetic processes and capabilities;
imaging and remote sensing systems characteristics and capabilities; nature,
scope, and extent of DoD MC & G holdings; digital data base design
and development; digital communications and automated and computer assisted
cartography; MC & G requirements development and validation processes;
and MC & G production management. |
| 63AX (Officer) |
Acquisition |
Performs staff and management functions peculiar to the Air Force acquisition
life cycle. |
| 62EX (Officer) |
Engineer |
Encompasses the design, development, installation, modification, service
engineering, testing and analyses of materials, techniques, methods systems,
or processes. |
| 61SX (Officer) |
Scientist |
Encompasses the scientific research function associated with research
and exploratory development in support of Air Force requirements. |
| 13XX (Officer) |
Command and Control Operations |
Encompasses the major disciplines of astronauts, space and missile
operations, air weapons control, airborne warning and control, air traffic
control, combat control, command posts and airfield and operations management. |
| Series 08XXX (Civilian) |
Engineering |
Performs one or more of the functions listed under the military AFSCs |
| Series 0132 (Civilian) |
Intelligence Specialist |
Performs one or more of the functions listed under the military AFSCs |
| Series 0134 (Civilian) |
Intelligence Aid |
Performs one or more of the functions of AFSC 1NXXX |
| Series 1370 (Civilian) |
Cartography |
Peforms one or more of the functions listed above under the military
AFSCs |
| Series 13XX (Civilian) |
General Physical Science Series |
Performs one or more of the functions listed above under the military
AFSCs |
-
Further information on Air Force Specialties is contained in AFMAN 36-2105
(Officer), and AFMAN 36-2108 (Enlisted).
Figure 1. Total Intelligence Force Mix
Tracking Specialized Experience: People, Positions, Force Mix
The capability to identify officer and enlisted personnel who have special
skills like foreign language, modeling and simulation, targeting and MC&G,
is key to meeting mission requirements. One method for identifying individuals
who possess these skills is through the use of special experience identifiers
(SEI). SEIs complement other classification tools to provide the means
to record and retrieve specific experience and training to satisfy management
needs. SEIs are not generally used in the assignment system; rather, SEIs
provide a method to quickly screen the personnel data bases for specific
experience to provide timely manning support for exercises and contingencies
and assist in determining long-range training requirements. See AFMAN 36-2105
and 36-2108 for further details.
In the civilian sector, skills codes for the 132 occupational series
will be revised to correspond to the military AFSC and specialized skill
structure. AF/XOI will work with the other Air Force Career Programs to
develop skills codes for the other occupational series working in intelligence
that will identify special skills.
PERSONNEL EMPLOYMENT
Officer Assignment Process
Intelligence officers (O1-O5) are assigned under the Air Force's Officer
Assignment System (OAS). The Air Force Personnel Center (AFPC) manages
the OAS process, working closely with the MAJCOM/DP, functional manager,
commander, and individual officers to ensure responsiveness to Air Force
requirements. The OAS Guide, describing assignment procedures and processes,
is available through Military Personnel Flights (MPF), Commanders Support
Staffs, and the Electronic Bulletin Board (EBB). For current on-line information,
refer to the AFPC Worldwide Web Home Page.
Enlisted Assignment Process
Air Force Personnel Center (AFPC) distributes available personnel resources
against Major Command/manpower authorizations by AFSC, grade, and skill
on an equitable basis. While a 100% manning policy is the objective for
all units, personnel shortages and short-notice program changes sometimes
mitigate against achieving the 100% manning goal. For normal manned overseas
commands, sufficient resources are withdrawn from the CONUS to achieve
the worldwide manning level or 100%, whichever is less in each AFSC, skill
level, and grade. Ovcrseas returnees and other available resources are
distributed equitably to the CONUS commands. NOTE: Mission proioritization
is the responsibility of the Major Command. MAJCOMs assign their allocated
personnel resource to meet their established requirements
ARC Assignment Process
The ARC components, AFRES, the ANGB, and AIA/RE (for the IMA Program),
manage the assignment of reservists independently. However, reserve assignments
are primarily billet and grade driven. Additionally, unlike their active
duty counterpart, the ARC must consider many civilian factors when making
assignments. When a reservist is promoted or changes location due to civilian
influences, the individual reservist must take responsibility, with assistance
from the ARC, for finding a position that is both grade and billet appropriate.
Since the ANGB and AFRES are unit-based programs, location is a primary
factor. The IMA program is somewhat less sensitive to location. However,
the individual reservist must find a training location that is within reasonable
distance from their residence and which meets the specific training requirements
mandated by the gaining wartime command/organization.
Additional Assignment Opportunities:
Career broadening assignments can be found within and outside intelligence
organizations. Examples of these duties include: Military Training Instructor,
OTS Flight Commander, ROTC Det Commander, Recruiting Duty, AF Academy,
General Officer's Aide, enlisted astronaut program and others. (Refer to
AFI 36-2611 for more details.)
Career broadening opportunities assignment availability is largely
dependent on the health of the career field. Critical manning shortages
may limit the number of personnel allowed outside the career field at any
given time. Military members seeking opportunities outside intelligence
disciplines should discuss their desires with their commanders, MAJCOM
functional managers and the AFPC intelligence team.
Civilian Assignment Process
The civilian assignment process is decentralized. Commanders and supervisors
have a lot of flexibility in filling civilian positions. Positions can
be filled using automated referral systems, vacancy announcements, or by
management reassignments.
Air Force uses an automated referral system that allows Air Force employees
to be considered automatically for many positions. Vacant positions are
also adertised and employees apply direct to the servcing Civlian Personnel
Flight (CPF).
If the position is covered by the DoD Civilian Intelligence Personnel
Management System (CIPMS) the selecting official can usually consider and
select candidates from any source. Many intelligence positions are covered
by the DoD Intelligence Career Development Program (ICDP) which provides
a DoD-wide referral system of current employees.
If a position is covered by an Air Force Career Program the selecting
official will have to consider candidates referred by the Career Program.
..Air Force Civilian Career Programs use a centralized referral process
for covered positions, to produce referral certificates for all competitive
promotions, reassignments, and changes to lower grade. By central administration
of selected positions, Air Force Career Programs, set consistent standards
to match people to positions and offer challenging duty assignments, job
rotation, and career broadening/enhancing opportunities.
The Air Force Intelligence Career Program will establish a process to
corporately manage select positions identified by Air Force senior intelligence
officers. A centralized referral system for Air Force-wide consideration
of employees currently in intelligence or with the qualifications for intelligence
positions will be developed. Employees will be able to apply for specific
positions or geographic locations. These programs are expected to be phased
in starting in late 1997.
Many civilian intelligence positions are covered by the DoD Priority
Placement Program (PPP). The PPP is a program to place displaced DoD civilians.
If a PPP candidate is identified for a position, the selecting official
should work closely with the servicing CPF to ensure that the candidate
is qualified for the position and that all the flexibility to determine
if the candidate is qualified is utilized. The DoD ICDP offers flexibility
in qualifications determination and special codes have been added to the
PPP to help ensure that PPP candidates are qualified for the position.
Mentoring
AFPD 36-34, 1 Nov 96, Air Force Mentoring Program, formally establishes
mentoring in the Air Force and provides guidance for its implementation.
Related instructions are found in AFI 36-3401, Air Force Mentoring (currently
in draft). AFPD 36-34 applies to all Air Force officers with special emphasis
on the company grades. Air Force Intelligence personnel/organizations are
encouraged to provide mentoring to our enlisted and civilian personnel
as well.
Commanders at all levels are responsible for ensuring that mentoring
takes place in their units. As stated in AFPD 36-34, mentoring is a fundamental
responsibility of all Air Force supervisors. They must know their pople,
accept personal responsibility for them, and be accountable for their professional
development. Air Force mentoring covers a wide range of areas: career guidance,
professional development, Air Force history and heritage, knowledge of
air and space power, knowledge of the ethos of our profession, and understanding
the Air Force's core values of integrity, service, and excellence. IAW
the AFPD, mentoring will consist, at a minimum, of a discussion of performance,
potential, and professional development plans during the performance feedback
session as well as a discussion on air and space power. Mentoring of company
grade officers will be annotated by the subordinate's rater on the Company
Grade Officer Performance Feedback Worksheet (AF Form 724B). Organizations
may also develop their own mentoring feedback forms.
The Civilian Intelligence Career Program will develop a formal mentor
program for employees who are identified for rotational or career broadening
positions. The goal of this mentoring approach will be the ultimate development
of a broad based, multi-disciplined, flexible and technically proficient
civilian workforce. The Civilian Intelligence Career Program will develop
a formal mentor program for employees who are identified for rotational
or career broadening positions. The goal of this mentoring approach will
be the ultimate development of a broad based, multi-disciplined, flexible
and technically proficient civilian workforce.
Sentinel Command
A key tasking from CORONA 95 was to develop an Air Force-wide centralized
squadron commander candidate selection process. The goal is to enable everyone
(eligible) to meet a board, to have one central pool of candidates, and
to have standardized rules of engagement (ROE). AFPC is currently staffing
this initiative and expects full implementation in 1997. The rules of engagement
are still under development. However, at a minimum, AF Intelligence will
convene a central, annual board to select candidates to fill intelligence
flight/squadron command positions. The board will consist of a president
(XOI or his designee) and five panel members (senior intelligence leaders
from MAJCOMs/Unified Commands/Agencies).
Board members will be designated by the Director of Intelligence, Surveillance
and Reconnaissance. All eligible officers will meet the board, and a selection
ratio of 2:1 officer to projected vacancy ratio will probably be used.
After the board, AFPC/DPASB will compile a list of selected candidates
and will serve as a clearinghouse to facilitate the candidate selection
process with the commands following the board. The list of selected candidates
will be used by MAJCOM hiring authorities to select candidates to fill
their command vacancies.
Officer Crossflow
The sustainment of the intelligence career field is enhanced by an infusion
of officers outside of the intelligence AFSCs. These officers who wish
to cross-train into intelligence are called "Crossflows." The policy for
award of the intelligence AFSC is outlined in AFMAN 36-2105, Officer Classification.
Waiver of the mandatory, AFSC entry-level training requirements must be
accomplished IAW AFI 36-2101. Contact MAJCOM Functional Managers for further
details.
ARC Crossflow
As part of central management, intelligence reserve professionals may transfer
through career paths which include a mix of unit reserve and IMA assignments.
The central manager for Air Force Intelligence Reserves will coordinate
with the ANGB and HQ AFRES to optimize career development opportunities
for all reserve intelligence members, within the policies established by
AF/XOI and the constraints of civilian job locations. Such crossflow provides
broader career opportunities, improved intelligence support for operational
units, enhanced capabilities, and improved retention. With improved cooperation
between the HQ AFRES and ANG unit programs and IMA Program, an individual
exiting active duty will still have the same advancement potential in either
a unit reserve or IMA assignment.
In managing this ARC crossflow policy, it is necessary to recognize
the distinction between unit reserve members and IMAs, in order to properly
assign individuals with appropriate capabilities. Unit reservists train
as cohesive units and deploy as elements with stand-alone functionality.
IMAs, in contrast, deploy as individuals to augment active duty units.
Because unit reservists must be ready to function separately, they have
traditionally received augmented training (Cat A status). IMAs have normally
been only accessed from the active duty intelligence force; therefore their
training requirements have not been as large (Cat B status). Category A
training for IMAs has recently been justified by the enhanced peacetime
production requirements and operations tempo. Over the horizon of this
guide, therefore, the unit reserves differ from IMAs primarily because
reserve units provide additional capabilities as stand-alone elements,
while IMAs are those experienced veterans who provide individual augmentation,
or specialized expertise, within active duty units.
Figure 2. Intelligence Force Distribution
EMPLOYMENT OPPORTUNITIES
Air Force intelligence personnel are assigned at all organizational levels.
The following graphs show the distribution of the Air Force intelligence
force.
Below are brief descriptions of duties of personnel and functions at
these organizational levels. (Refer to AF/XOI-AIA Force Management Home
Page on the World Wide Web and INTELINK.)
HQ USAF/MAJCOM/FOA/Staff
At this level, personnel assigned support senior decision makers and subordinate
intelligence organizations. Personnel manage intelligence resources, programs
and budgets. They develop and coordinate intelligence plans, policy, force
structure, and systems architecture. They also manage intelligence personnel
and assignments to include intelligence IMA utilization. Coordination with
joint and national level agencies occurs as appropriate.
Numbered Air Forces (NAF)
Intelligence duties at the Numbered Air Forces are mission and theater
dependent. Functions vary from providing Special Security Office (SSO)
support or current intelligence, to forming the intelligence core for a
deployable Air or Space Operations Center. These functions may be performed
by small staffs and/or Air Intelligence Groups, Air Intelligence Squadrons
or Air Intelligence Flights.
Production, Logistics and Test Centers
Intelligence support to these centers ranges from traditional threat identification
and analysis to the identification of new intelligence production requirements
and long-term intelligence infrastructure support for new weapon systems.
The identification of new MC&G and Scientific and Technical intelligence
products to support future tools for the warfighter are examples of the
importance these centers have to operational units. In addition, SSO support
to and intelligence coordination with contractors makes these functions
unique to AF intelligence.
Units (Wing/Group/Squadron/Flight/Lab)
Units have different mission, function, and structures--flying, training,
or intelligence-specific are a few examples. Unit-level intelligence professionals
provide current situation and situational awareness assessments and analysis
to fighting forces. Personnel conduct crewmember and threat training for
aerospace and intelligence forces. They provide raw and finished intelligence
products to include combat target/mission folders, unit target databases
for mission planning, intelligence assessments to support Air Tasking Order
(ATO) execution, and other targeting tasks. Unit level intelligence professionals
also provide scientific and technical intelligence and data to scientists
and engineers designing weapons for the warfighter and systems for the
intelligence community. Intelligence production requirements are identified
and foreign materiel acquisition, test and evaluation is coordinated by
intelligence personnel at this level as well.
SIGINT Sites
Intelligence professionals at these organizations perform signals intercept
and preliminary and/or intermediate level cryptanalysis. Data is analyzed,
processed, sorted, and distributed to levels from the warfighter to national
decision-makers.
Regional SIGINT Operations Centers (RSOC)
RSOCs are a consolidated service and DoD civilian effort providing Signals
Intelligence support to CINCs, military operations and exercises. Intelligence
personnel at RSOCs evaluate and provide optimal security practices and
recommend solutions to information security issues.
Unified Commands and National-Level Agencies
There are many opportunities for intelligence personnel in unified commands
and at national agencies. A unified command has a broad continuing mission
under a single commander and is composed of significant assigned components
of two or more Services. The unified command structure is flexible and
changes as required to accommodate evolving U.S. national security needs.
National level agencies include Defense Intelligence Agency (DIA), National
Imagery and Mapping Agency (NIMA), National Security Agency (NSA) and Defense
Nuclear Agency (DNA). All intelligence disciplines or applications, except
1N6X1 and 1N3XX, are represented in these organizations.
Personnel working in unified commands or national-level agencies provide
intelligence to warfighting CINCs and the National Command Authority. Functions
include, but are not limited to, indications and warning, collection, production,
analysis, training and dissemination of intelligence information. In today's
expeditionary Air Force, intelligence personnel participate in the full
range of exercises and contingencies. This support is rendered with the
deployment of both units and individual augmentees and requires intelligence
personnel to deploy at high rates and for long duration.
Figure 3. DEPARTMENT of DEFENSE.
Officer Personnel Employment
Currently under development is an Intelligence Officer Career Development
Plan which is being designed to assist officers in career planning. The
primary objective of this plan is to provide intelligence officers with
a road map that will help them achieve their personal and professional
goals. It is designed like a college-level curricula where the officers
will develop a career path based on a selected major. The officer may also
elect to include a minor and possibly an elective. Officers should build
credential areas through assignments to/in: Combat Air Forces (CAF), Space/Strategic,
Special Operations Forces, Air Intelligence Agency (AIA), Modernization,
or Mobility. Ideally, officers will select one of these areas as a major
(majority of assignments) and a second one as a minor (majority of remaining
assignments). Electives are considered career broadening assignments. An
example of assignment, education, and training options for someone who
selects the CAF as a major is provided below.
Training Recommendations: Combat Targets Course; Intelligence
Weapons Instructor Course; Combat Planners Course; Combat Intelligence
Systems Course. *Asterisked items below denote extended training considerations
relative to the designated level.
| 100 Level Assignments (Lieutenant/Junior Captain) |
| Assistant Intel Ops Officer (OSS) |
| Assistant Targets Officer (OSS) |
| Chief of Intel (Flying Squadron) -- Pre-requisite for 400 Level Flt
CC |
| All-Source Analyst (AIS/AIF) |
| Target Development Officer (AIS) |
|
| 200 Level Assignments (Junior/Mid-Level Captain) |
| Plans & Readiness Officer (OSS, AIS/AIF) |
| Intel Systems Officer (OSS, AIS/AIF) |
| All-Source Intel Analyst (AIS) |
| Target Dev Officer (AIS) |
| Chief, Applications Support Element (AIS) |
| *Intelligence Weapons Instructor Course (IWIC) |
| *Master of Science of Strategic Intelligence (MSSI) |
| *SOS (Squadron Officer School) |
| *AFIT (Air Force Institute of Technology) |
|
| 300 Level Assignments (Mid/Senior Captain) |
| Chief, Intel Operations (OSS) |
| Chief, Targets Intel (AIS/OSS/MAJCOM) |
| Chief, Intelligence Plans/Policy (NAF/MAJCOM) |
| Chief, Intelligence Systems (NAF/MAJCOM) |
| Chief, Force Applications Element (AIS) |
| Chief, Intelligence Inspections (MAJCOM) |
| Chief, Combat Assessment Element (AIS) |
| Chief, Exercise & Plans Element (AIS) |
| Chief, Collection Management Element (AIS) |
| Chief, Exploitation Element (AIS) |
| Chief, All-Source Intel Element (AIS) |
| Chief, Advanced Systems Element (AIS) |
| Chief, Intel Information Operations (MAJCOM) |
|
| 400 Level Assignments (Senior Captain/Major) |
| Flight Commander (OSS) |
| Chief, Plans Policy & Readiness (NAF/MAJCOM) |
| Chief, Intel Resources (MAJCOM) |
| Chief, Force Management (MAJCOM) |
| Chief, Unit Support (MAJCOM) |
| Director of Operations (AIF) |
| Flight Commander, Targets (AIS) |
| Flight Commander Applications (AIS) |
| Flight Commander, Plans & Systems (AIS) |
| Flight Commander, Imagery (AIS) |
| Flight Commander, Readiness (AIS) |
| *Air Command & Staff College (ACSC) |
| *Mid-Career Course |
|
| 500 Level Assignments (Major/Lt Col) |
| Commander (AIS/AIF) |
| Operations Officer (AIS) |
| Branch Chief (MAJCOM/Air Staff) |
| *Air War College (O-6 Selects) |
|
| 600 Level Assignments (Lt Col/Col) |
| NAF/IN |
| Division Chief (MAJCOM/Air Staff) |
| AIG Commander |
An officer may develop a minor credential in any of the previously listed
areas (CAF, Space/Strategic, Special Operations Forces, AIA, Modernization,
or Mobility). In addition, intelligence officers may elect to pursue assignments
outside of or peripheral to the intelligence career field. These assignments
are referred to as an elective or career broadening tour. They serve to
expand an officer's view of the Air Force while serving as instructors,
attaches, exchange officers, liaisons, etc.
The following diagrams go hand-in-hand with the concept of developing
a career path based on the major, minor, elective theme explained above.
ARC Employment
In general, the employment of reserve intelligence is structured to perform
as backfill and/or support for active duty positions during periods of
crisis or national emergency (as determined by SECDEF, CSAF, etc.) There
are some military capabilities that currently reside only within the ARC
(such as Senior Scout); therefore, their employment may be required more
frequently due to the nature of their specialty. This resource should expand
in the future as the active force draws down and relies increasingly on
reserve capabilities/expertise.
The employment of Reserve intelligence professionals differs by Program.
Headquarters AFRES and ANG members are chiefly utilized at the unit level,
providing traditional operations intelligence support functions. There
are limited numbers of AFRES and ANG members who hold full and part time
positions within Headquarters, Reserve Numbered Air Forces, and State Adjutant
General staffs.
The AIA/RE Program employs reserve intelligence personnel across the
spectrum of military organizations, to include national, joint, MAJCOM
and unit levels. The employment strategy for each IMA is determined by
their tasking/gaining organization. Each IMA holds a unique wartime position
which has been validated and justified by their gaining command.
For clarification, the IMA manpower/billet validation process (covered
by DoD Directive 1235.11 and AFI 38-204) includes the following steps:
1. The customer ( MAJCOM SIO, Unit IN, etc.) defines a requirement and
submits written justification to their Manpower staff
2. Manpower (MAJCOM/XPM, CINC, JCS/J1, FOA/XPM, etc.) reviews the requirement,
and if it meets the criteria specified in the applicable directives, the
3. AF/PER reviews request for adherence to directives, then forwards
it to both AF/DPXC (compares request vs worldwide contingency requirements,
looks for alternate sourcing) and the AF functional manager (checks request
for applicability both within proposed organization and duties within the
proposed specialty). If approved, AF/XP informs the requester, who updates
its File Part C (IMA Manpower Document), resulting in an unfunded, valid
IMA requirement (funding is provided under the Individual Mobilization
Augmentee Allocation Team process, a panel of 12 general officers which
convenes annually to consider IMA funding prioritization and allocation).
UTILIZATION TOOLS
Utilization and Training Workshops
Utilization and Training Workshops (U&TW) bring together the functional
managers, training providers and career field managers to review AFSC skills
and knowledge requirements based on utilization of an AFSC. The results
of the U&TW, focuses development of AFSC-awarding training strategies,
career development courses and other intelligence training.
SIGINT Training Advisory Committee (STAC)
The SIGINT Training Advisory Committee (STAC) is the forum that determines
both SIGINT training requirements (based on field utilization) and technical
adequacy of training--across all services.
General Intelligence Training Council (GITC)
Defense Intelligence Agency (DIA) oversees training in skills unique to
or in direct support of the general intelligence mission, to include service,
theater and joint/national through the GITC. DIA, in conjunction with the
military services, NIMA and Unified Commands, provides guidance to the
general intelligence training community, reviews program submissions, conducts
curriculum reviews to determine potential for consolidation or collocation,
reviews requirements for new joint and executive agent training and establishes
standards for training evaluation systems.
Community Imagery Training Council (CITC)
CITC has established subcommittees for the training concerns of each functional
segment of the "imagery cycle", such as exploitation and processing. These
subcommittees are tasked to recommend appropriate community training standards
to the CITC. The CITC will validate and package these recommendations into
proposed imagery agency community training standards for promulgation by
director/CIO as USIS training directives. These standards will be important
in maintaining a high quality USIS work force as we transition into a digital
on-line, user-driven enterprise with significant new missions and capabilities.
