In response to the U.S. Department of War's directive for military services to reduce permanent change of station moves, RAND authors examined the effects of such changes on career development pathways for U.S. Air Force intelligence service members. The authors assessed career field management data and held semistructured discussions with subject-matter experts to develop several recommendations for intelligence career field managers.

Modifying Air Force Intelligence Career Development in Response to Targeted Permanent Change of Station Reductions

Tahina Montoya, Kelly Atkinson, Lisa M. Harrington

ResearchPublished Mar 31, 2026

Cover: Modifying Air Force Intelligence Career Development in Response to Targeted Permanent Change of Station Reductions
Download PDF
Additional Downloads

Includes Research Summary

In May 2025, the U.S. Department of War tasked the military services with implementing targeted reductions in permanent change of station (PCS) moves, including modifications to career development pathways. This report presents a case study of U.S. Air Force (USAF) intelligence officer and enlisted career development pathways, including considerations for adapting these pathways to accommodate longer assignment durations.

The USAF rotates service members through various assignments to maintain unit readiness and foster the development of essential knowledge, skills, and abilities. Assignments are intertwined with career development pathways; frequent moves are often associated with markers of optimum career progression — particularly for intelligence officers. Reducing the frequency of PCS moves by extending assignment durations will disrupt these established career development practices and expectations.

RAND researchers assessed existing intelligence career development pathways and identified opportunities to modify these pathways in response to longer assignment durations. The team reviewed intelligence career field development plans and practices and conducted discussions with six subject-matter experts in the USAF intelligence officer (14N) and enlisted (1NX) career fields.

Key Findings

  • The intelligence community develops officers and enlisted differently, focusing on breadth through frequent assignments for officers and depth through career specialization and longer assignments for enlisted personnel.
  • Intelligence officer career development pathways are shaped by cultural expectations that frequent PCS moves demonstrate career growth.
  • Enlisted intelligence career field development is limited by a lack of development management systems and minimal oversight for junior and midcareer enlisted career development.
  • Career field managers (CFMs) value flexibility (e.g., waivers, assignment extensions, and individual assignment consideration) when aligning career development goals with assignment actions.
  • Career development opportunities can be realized through local moves within the same assignment location if the location offers varied missions or units rather than requiring relocation to a different base.

Recommendations

  • CFMs should tailor intelligence career development pathways to reflect variance in assignment locations.
  • CFMs should identify opportunities to leverage flexible career development practices to promote intelligence skill development and career growth without a PCS move.
  • CFMs should consider creating pathways for intelligence officer specialization to develop officer depth through longer assignments in select mission areas rather than frequently moving officers to achieve breadth.
  • CFMs should reassess assignment lengths for intelligence officer milestone developmental opportunities.
  • The intelligence CFM team should work with the Air Force Personnel Center to reintroduce Talent Marketplace (or create other personalized assignment tools) to bolster enlisted intelligence personnel career development management and execution.
  • USAF CFM teams should conduct a detailed assessment of their career development policies, practices, and cultural expectations to inform modifications of career pathways.
  • Enhanced data collection, such as surveys and outcome assessments, can aid USAF CFMs in modifying career development pathways on an iterative basis.
  • USAF CFM teams can conduct road-show briefings or state-of-the-field calls to disseminate new expectations for career development pathways to the workforce.
  • USAF CFM teams can incorporate service member feedback and preferences within modification considerations to streamline the implementation of new processes and policies.

Topics

Document Details

Citation

Chicago Manual of Style

Montoya, Tahina, Kelly Atkinson, and Lisa M. Harrington, Modifying Air Force Intelligence Career Development in Response to Targeted Permanent Change of Station Reductions. Santa Monica, CA: RAND Corporation, 2026. https://www.rand.org/pubs/research_reports/RRA3735-3.html.
BibTeX RIS

Research conducted by

This research was sponsored by the Air Force Personnel Center and conducted by the Workforce, Development, and Health Program within RAND Project AIR FORCE.

This publication is part of the RAND research report series. Research reports present research findings and objective analysis that address the challenges facing the public and private sectors. All RAND research reports undergo rigorous peer review to ensure high standards for research quality and objectivity.

This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited; linking directly to this product page is encouraged. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial purposes. For information on reprint and reuse permissions, please visit www.rand.org/pubs/permissions.

RAND is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.