Despite being available for over a decade, the Marine Corps’ Career Intermission Program (CIP), also known as Career Program 12 internally, has seen surprisingly low participation rates. Launched in 2013, this initiative allowed Marines to temporarily step away from active duty and transition to the Individual Ready Reserve (IRR) for up to three years. This unique opportunity was designed to enable service members to pursue personal or educational goals without fully separating from the Marine Corps. However, data reveals that this program has not been as successful as initially hoped.
The premise of the CIP was straightforward: Marines could take a break for personal pursuits, such as furthering their education, starting a family, or exploring civilian career options. In return for this intermission, participants would commit to returning to active duty for twice the duration of their time away. Initially, the program offered a limited number of slots – 20 for enlisted Marines and 20 for officers annually.
However, after twelve years, the uptake of this career program 12 has been remarkably low. As of November 2023, only 16 Marines had utilized the CIP since its inception as a pilot program. This figure, shared by Lt. Col. Emma Wood from the Marine Corps’ Strategic Talent Management Group, is significantly less than the available slots, even considering just the first year of the program. Interestingly, those who did participate in the program came from diverse backgrounds and motivations, defying any specific demographic pattern.
According to Lt. Col. Wood’s briefing to the Defense Advisory Committee on Women in the Services in December, the outcomes for these 16 Marines varied. Seven successfully completed their post-intermission service and continued their active duty careers. Three Marines transitioned to other military branches to explore specializations not available within the Marine Corps, such as becoming military nurses or chaplains. Two utilized the Temporary Early Release Authority after fulfilling their CIP obligations, while three concluded their service at the end of their contracts. One Marine was still in the process of completing their required service post-intermission.
For planners who envisioned the CIP as a strategic tool for Marine retention, these figures suggest a considerable shortfall. The program, intended to retain Marines who might otherwise leave the service, seems to have missed its mark. Lt. Col. Wood highlighted a potential area for improvement when considering the three Marines who left after one post-intermission tour. She suggested that these individuals might have benefited more from an Active Duty Operational Support (ADOS) period, potentially combined with drilling during their intermission. A key limitation of the CIP, as it currently stands, is the prohibition of participants from drilling during their intermission, which can lead to a disconnect from the Marine Corps and a decline in readiness, especially during longer breaks. ADOS allows Reserve Marines to fill active duty roles for specific periods, maintaining their connection and readiness.
One of the reasons for the low participation in this career program 12 could be a lack of effective promotion and awareness among Marines, as suggested by Lt. Col. Wood. However, the program’s structure and limitations themselves might also be deterrents. The terms of the CIP, including the double-service obligation and the transition to the non-drilling IRR, might not be appealing to many Marines. Lt. Col. Wood described the CIP as an “active component-minus” model, where Marines are temporarily removed from the active component.
She proposed an alternative, a “reserve component-plus” model, which could be more attractive. In this model, Marines would transition to the Selected Reserve but engage in significant activation periods, maintaining closer ties and readiness. The Marine Corps is reportedly developing a legislative proposal to modify the CIP, shifting participants from active duty to a Reserve drilling component instead of the IRR. This proposed change aims to keep Marines more engaged and ready, potentially increasing their likelihood of returning to active duty after their intermission. While Lt. Col. Wood acknowledged the uncertainty of its near-term implementation, she confirmed it is an active area of consideration.
It’s worth noting that all branches of the U.S. military, including the Space Force, have implemented their own versions of the CIP. Although not all services have publicly released their participation data, the Marine Corps is not alone in facing challenges with program uptake. A Navy presentation to DACOWITS highlighted similar obstacles sailors face in participating in their career program 12 equivalent.
Rear Adm. Jennifer Couture, the Navy’s director for Military Personnel Plans and Policy, pointed out several lessons learned. Echoing the Marine Corps’ findings, the Navy also recognized that transitioning to the Selected Reserve would be more appealing than the IRR sabbatical. Additionally, the Navy identified a lack of clarity in the CIP transition process and the significant drawback of losing benefits, including healthcare and base access, for both service members and their families during the intermission.
Since 2009, the Navy reported that 190 women and 177 men had entered their CIP. In response to feedback, the Navy has made adjustments, such as allowing applications on a rolling basis and seeking to remove application restrictions related to projected rotation dates, aiming to reduce barriers to entry. Rear Adm. Couture emphasized the Navy’s commitment to continuous improvement based on sailor feedback to enhance the program’s relevance and attractiveness.
Katherine Kuzminski, a deputy director at the Center for a New American Security, offered further insights based on her research, including focus groups with service members. She noted that while career sabbatical programs are often promoted as a way for women to manage family responsibilities, particularly childcare, cultural factors also play a role. A lack of familiarity with the program within the military culture can negatively impact participants’ career progression.
Kuzminski highlighted the concern that a CIP intermission might make a Marine’s record appear different from their peers, potentially disadvantaging them during promotion boards. Board members, unfamiliar with the CIP, might unintentionally favor candidates with more conventional career paths. She suggested that for pursuits like education, other existing military programs might be more suitable. However, she also argued for retaining the CIP option, given its relatively low cost. The Marine Corps’ expenditure on the CIP for its initial three years was reported at $175,638, a modest sum in the context of military spending.
To improve the program’s appeal, Kuzminski suggested promoting CIP success stories, particularly highlighting leaders who have utilized the program and achieved career advancement. She argued that showcasing successful examples, especially from high-ranking officers, could significantly increase program awareness and demonstrate its viability as a career program 12 option that does not hinder career progression. She used a hypothetical example of a respected leader, like a 75th Ranger Regiment commander, sharing their positive CIP experience to encourage greater participation.
In conclusion, while the Marine Corps’ Career Intermission Program offers a valuable opportunity for Marines to pursue personal and professional development while maintaining their connection to the service, its low participation rate indicates a need for significant adjustments. Addressing issues such as program awareness, benefit continuation, and the terms of service obligation, and potentially shifting towards a Reserve-focused model, could be crucial steps in making the CIP a more effective tool for talent management and retention within the Marine Corps. Promoting success stories and clarifying the program’s benefits and career implications are also vital for increasing its appeal and ensuring that this career program 12 reaches its full potential.
