1775 summer 1775, the journal of the

CONTENTSThe Adjutant General‟s Corps Regimental Association OfficersSECTION I: REGIMENTAL LEADERSHIPNotes from the Chief of the CorpsNotes from the Chief Warrant Officer of the CorpsNotes from the Regimental CSMSECTION II: AG AND HR PROFESSIONAL READINGAG Officer Branch UpdateAG Corps Warrant Officer Branch Update Soldier Support Enlisted Branch UpdateChallenges to Maintaining Readiness in a Deployed EnvironmentIt is my LaneUS Army Japan (USARJ) and I Corps ForwardJoint Human Resources Operations3rd HRSC (USAR) Prepares for DeploymentDeployment of the 444th Human Resources CompanyMail Call!Warfighter Training Support Package–Plan Theater Postal SupportLessons Learned from the 310th HRSCGraduation in IraqThe Multi-Generational Army WorkplaceIntroducing the CJ1, NATO Training Mission – AfghanistanThe AG School‟s Two New HR CoursesSECTION III: ARMY BANDSDeployed Bands Update 2010Making Music – Army Bandsman in the SpotlightSECTION IV: AROUND THE CORPSThe AG Corps Hall of Fame Inducts its 2010 Inaugural ClassNominations for the 2011 AG Corps Hall of Fame & Distinguished Member

of the RegimentThe 2010 National AG Corps Regimental Ball2010 AG Corps Regimental Officer, Warrant Officer, NCO, Soldier &

Civilian of the Year AwardsFort Hood AGCRA Lone Star Chapter AG Regimental BallThe Alamo Chapter Joins the Association‟s RanksAGCRA Website Redesign to Implement a HR Community Social Media

FrameworkSECTION V: AG CORPS HISTORYWilliam Wallace Smith Bliss in the Adjutant General‟s CorpsSECTION VI: LETTERS TO THE EDITORCommand & General Staff College Distance EducationSECTION VII: AGCRAAGCRA Membership UpdateAGCRA Awards ProgramSutler Store

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1775 Summer2010

The Journal of the Adjutant General’s Corps Regimental Association

1775, The Journal of the Adjutant General‟s Corps Regimental Association, (ISSN 1551-8205) is published by the Adjutant General‟s Corps Regimental Association, a non-profit organization, headquartered at Fort Jackson, South Carolina, and is devoted to the advancement and professionalism of the Adjutant General‟s Corps Regiment members. Articles appearing in the journal do not necessarily reflect the opinion of the officers and members of the Regimental Association, nor the Army‟s HR leadership. Articles submitted by members or civilian employees of the U.S. military services are expressions of personal opinion, unless otherwise stated, and should not be interpreted as reflecting the official opinion of the Department of Defense.

1775 is scheduled to be published three times a year. Articles for submission are welcomed and should be sent to the address below. The editor and publisher of 1775 also invites the submission of photographs and illustrations to accompany articles.

The editor reserves the right to reject any articles and/or to modify articles for clarity or space limitations. Requests for authorization to reprint 1775 articles should be sent to the address below.

Contact Information:VP, Publications, AGCRAPO Box 10026Fort Jackson, SC 29207

Email:[email protected]

Visit us on the web at: www.agcra.com

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Check out our new Facebook Page at: http://www.facebook.com/agcra

The Adjutant General’s Corps Regimental Association Officerswww.agcra.com

OfficersPresident: COL Robert L. ManningSenior VP: COL (Ret) Michael R. MolossoSenior VP: CW5 Scott B. HagarSenior VP: CSM Darlene C. HagoodVP, Awards: CW5 (Ret) David A. RatliffVP, Membership: SFC (Ret) Kenneth M. Fidler, Jr.VP, Publications: COL (Ret) Robert Ortiz-Abreu, Jr.VP, Sales and Sutler Store: CSM (Ret) Teresa MeagherVP, Plans and Programs: MAJ Troy W. WorchVP, Community and Corporate Affairs: COL (Ret) William (Al) WhatleyAdjutant: COL (Ret) Robert Ortiz-Abreu, Jr.Secretary: CSM (Ret) William W. AustinTreasurer: CW4 (Ret) Richard L. Beard IIIAGCRA Webmaster: SFC (Ret) Paul C. Hessert

Honorary OfficersHonorary Colonel: MG (Ret) Patricia P. HickersonHonorary Warrant Officer: CW5 (Ret) Daniel J. LoganHonorary Sergeant Major: CSM (Ret) Michael L. Armstead

1775 Staff and Support:Editor, Layout and Graphics Design: COL (Ret) Robert Ortiz-Abreu, Jr.Printing Services provided by Colonial Printing, Columbia, SC1775 is prepared with PowerPoint and Adobe Acrobat 9 Professional Software

From the Editorial Staff:This edition of 1775 is dedicated to “Deployed Human Resources Operations”. For almost ten years now, our Army has experienced continuous deployments in support of Operations Iraqi Freedom and Enduring Freedom, and now Operation New Dawn. Army Human Resources (HR) professionals in the Active Component, US Army Reserve and Army Nation Guard have been there from the beginning supporting commanders, Soldiers and their families in a myriad of HR operations, from Rear Detachment to front line combat operations, and everything in-between. Army HR professionals have provided a multitude of support covering all facets of our HR core competencies, and have done so in extreme and complex conditions throughout Iraq, Afghanistan, Kuwait and other parts of the CENTCOM AOR. In recognition of the AG Corps‟ continuing commitment to selfless service and great sacrifice, we dedicate this edition of 1775 to “Deployed Human Resources Operations”. We hope you enjoy this edition of 1775 and solicit your comments and feedback at [email protected] Ortiz, VP Pubs & Editor, 1775Colonel (Ret), US [email protected]

The Journal of the Adjutant General’s Corps Regimental Association, www.agcra.com2

SECTION I: REGIMENTAL LEADERSHIPNotes from the Chief of the CorpsBy COL Robert L. Manning, Commandant, AG School, Chief of the AG Corps, and Chief, Army Bands

A Salute to our Deployed AG Force! Soldiers and Civilians of the Corps, we are living in historic times. This is the first time in our Nation‟s history that we are engaged in a period of persistent conflict with an all volunteer force. I would like to thank all of our wonderful AG Soldiers, HR Civilian professionals, contractors, retirees and Family members for their outstanding and selfless service to our country during these challenging times. It for this reason, that we dedicate this edition of 1775 to Deployed HR Operations.

We have been at war for almost a decade now and during this period, we saw our Army transform from a divisional based force to a modular brigade centric force. The AG Corps also experienced major changes through Personnel Services Delivery Redesign (PSDR). PSDR allowed us to build professional HR capabilities in formations across the Army. However, with PSDR, we now find ourselves everywhere and nowhere at the same time. Gone are the larger SRC 12 (AG) formations such as Theater level PERSCOMs, Personnel Groups and PSBs replaced by Human Resource Sustainment Centers (HRSCs), HR Companies and Personnel Accountability Teams (PATs) formerly known as R5 Teams. We have also added Human Resource Operations Branches (HROBs) to our Sustainment Brigades and ESCs. We continue to review our force structure to ensure we have the right formations for AG Soldiers and HR professionals to deliver timely, accurate and relevant information to decision makers so that they can make informed decisions at the decisive moment in time with respect to the human dimension of Army readiness.

We have new and exciting doctrinal publications

which complement our wartime capabilities. Already available is FM 1-0 which came off the presses in April of this year and soon to be released will be ATTP 1-0.1 and ATTP 1-0.2, S-1 Operations and Theater HR Operations respectively. FM 1-0 serves as the Army‟s single source doctrine for HR support. It dramatically changes our doctrinal landscape by reducing the number of core competencies from ten to four and addresses six enduring HR principles.

The AG Corps and HR Community continue to provide excellent predeployment training opportunities through exercise Silver Scimitar offered each year in the spring and Silver Scimitar Lite in the autumn. Both exercises seem to have found a home at Fort Devens, MA and we hope this is the case since the leadership of this installation is very supportive and wants us in support.

MEMBERSHIP. We need your help! Our Association‟s membership is growing, but could grow faster with your assistance. I ask each member of our association to bring in a new member over the course of the next quarter. Because I believe that PSDR places us everywhere and nowhere at the same time, many of our young leaders may be losing the AG connection that many of us were the beneficiaries of during our careers. The AG Corps is now imbedded in Infantry Battalions, Fires Brigades and Sustainment organizations to name just a few. While AG Warriors are receiving coaching, teaching and mentoring on an Army level, I firmly believe they are missing some of the same on a functional AG / HR level. The Association is the golden thread that runs consistently throughout our community. It allows our dynamite professionals the opportunity to check in with the Corps on a regular basis and affords them the opportunity to submit great Soldiers and Civilians for well deserved Association awards. I feel, if given the opportunity to see what their association is doing for them, it will be worth the cost of a 20 or 25 dollar annual membership fee.

I want to thank all of you for your day to day selfless service to our country. The AG Corps, HR community, the Army and the Nation are able to meet worldwide mission requirements because of dedicated professionals like you. As we continue to serve in this period marked by persistent conflict, we will need you in the fight whether it‟s at a recruiting station, a MEPS, an MPD, an S1 or at an HR Company. Thank You!

Enjoy this edition of 1775 dedicated to Deployed HR Operations. Next time you see another AG Soldier or HR Professional please thank them for their service.

Defend and Serve!1775 Summer 2010 3

Notes from the Chief Warrant Officer of the CorpsBy CW5 Scott B. Hagar, Chief Warrant Officer of the Adjutant General’s Corps

Greetings AG Corps Warrant Officers and the AG Corps Family! This edition of 1775 is dedicated to all AG professionals and warriors deployed throughout the world. During the past few years of persistent conflict our Nation has called on the total force time and time again. Many in the Corps have deployed multiple times and have the experience and knowledge gained from these deployments. The Soldier Support Institute‟s Capabilities Development and Integration Directorate (CDID) can document and archive your experiences and lessons learned. CW2(P) Paul Calderon, can assist in this effort ([email protected]). The deployment knowledge your team has gained can benefit the entire Army by ensuring our HR training, doctrine and TTPs continue to improve based upon experience gained in the fight.

The Senior Warrant Officer Advisory Council met 2-6 August 2010 at the Pentagon. There is a continuing concern regarding PME attendance. AG warrants must carve out time to attend WOAC, WOSC or WOSSC at the earliest opportunity and not wait until pin on to the next higher grade. I encourage all warrant officers to coordinate with your leaders and attend your next PME course. Even though PME is not linked to promotion for active duty warrant officers it is imperative that you attend in order to develop into the leader and technician the Army needs in the future.

Accession Board: The September 2010 accessions board will select another 10 outstanding candidates to become 420As. I applaud your efforts and support in recommending only the best qualified non-commissioned officers to become warrant officers. I want to continue to encourage you to “call the shot” and guide our noncommissioned officers down the right path if they lack the required HR operational background and leadership time in order to ensure that they will be able to pursue their goal of becoming a warrant officer. The Army continues to select only the very best noncommissioned officers and AG Corps warrant officer continues to be the most competitive of all warrant

officer branches. There will be 30 applicants selected by three boards during FY 11. Boards will convene to select 420As during the months of January, May, and September 2011 at USAREC, Fort Knox.

Did you know that the new FM 1-0, Human Resources Support, was published and released world-wide in April 2010? This is not just a revision but a complete OVERHAUL of our doctrine. I expect every AG warrant officer to have a thorough understanding of our doctrine, how to apply current doctrine to situations on the ground, and fully comprehend the impact on HR operations if you deviate from doctrine. You must know the HR core competencies and enduring principles in order to train today‟s HR professional. FM 1-0 is an essential resource for every AG professional, is an easy read, and provides latitude and flexibility for AG Soldiers to adapt and integrate HR solutions based on conditions on the ground or emerging conditions.

The Adjutant General‟s Corps Regimental Association (AGCRA) membership is increasing for our warrant officer population. AGCRA is our professional forum and provides opportunities for recognition and professional connection than most other regimental associations. Please continue to renew or sign up for membership and most importantly, encourage other members of the AG Corps to join. Share the regiment‟s rich history and stories with your subordinates and give them insight into what the AGCRA does for Soldiers. During many AGCRA balls, breakfasts and lunches, our chapters are recognizing those in our Corps who excel through our Regimental awards program. If you, as an AG leader know of a deserving AG professional who is in good standing in the Regiment, take time out to recognize them with an AGCRA award.

I encourage each of you to share your Army HR experiences and submit articles for publication to 1775,Journal of the Adjutant General‟s Corps Regimental Association. AG professionals throughout the Army are doing tremendous things and sharing these stories benefits the entire AG Corps.

In closing, I express my gratitude for what you are doing for the AG Corps and the Army. The dedication, enthusiasm, professionalism, and sacrifice you exhibit daily is inspiring. Leaders at every level realize what an integral part of the team warrant officers are to the Army‟s formations. As our structure continues to transform, the warrant officer presence will continue to be critical to mission success. Always bear in mind that AG Corps Soldiers take care of Soldiers and Families. To our deploy AG warrant officers; stay low, press the fight, keep your Soldiers safe and we look forward to seeing you safely back at home station.

Defend and Serve!The Journal of the Adjutant General’s Corps Regimental Association, www.agcra.com4

Notes from the Regimental CSMBy CSM Darlene C. Hagood, AG School & Regimental CSM

Greetings AG Corps family and friends. We pay tribute to our deployed Soldiers and the sacrifices, they and their families are making to defend the freedoms of others. Soldiers understand that our deployments affect the entire family. I send a special thank you to our family and friends that continue to support our deployed Soldiers and civilians. Without your support, Army deployments would be much harder to get through.

For our deployed Soldiers I encourage you to share your deployed story. Deployments are hard for all involved, sharing your story will continue to help our HR community understand what you went through and improve training and support for future deployments. Sharing your story will also help you and your families reconnect.

During my second deployment, and a critical time in both my girls‟ life, my youngest had a school writing assignment and she wrote this:

“Why Is My Mommy Away”by Renae' Hagood

My mom is away only in the flesh, and not to stay, to pay a price so that Americans may be protected day by day. Whether happy or sad, glad or mad, she fights so we do not have to live that bad. Her life she puts on the line, not for the dime, but to give her tribute to the U.S. as our ancestors did during their time.

She does this not for the glory, but for reasons that cannot be taught. Her pride for this sacred country cannot be bought, and this is the reason she sole-heartedly fought.

So I ask again, why is my mommy away? I found out today. She is courageous and brave. She does what she can in the military to protect

many Americans from their grave. So when you go to pray, remember to pray a special blessing on those Soldiers everyday. That may be away so we Americans may live another day. (Copyrights reserved).

Needless to say, I was a crying mom. Her poem made me proud and let me know that she understood why I continue to serve our Nation. She understood why sometimes I had to spend more time with my Soldiers than with my family. She understood we needed to be trained and ready to defend and serve. It is because of our families‟ support that we are able to continue to serve. I salute our families for their support.

As noncommissioned officers, our Soldiers depend on us to ensure they are prepared physically and mentally, tactically and technically for the demands of deployments. We owe it to our Soldiers and the customers they support, to ensure they are trained and ready for the mission. A great deal of this can be accomplished through counseling. Across our Corps, counseling is not happening. Why not? We know the standards, but choose not to enforce them, why? I need your help. Our Soldiers, all ranks, deserve to know how they are doing. Counseling helps leaders to know their Soldiers personally and professionally, to be aware of their issues, concerns, and fears of deployments before the stresses of deployment arrive. It can also be used as a tool to establish effective training plans. It also allows us to comprehend the accomplishments of our Solders and reward them.

Our NCO Creed says, “All Soldiers are entitled to outstanding leadership; I will provide that leadership.” Are you providing that leadership? I need your help.

I ask you to continue to keep our deployed Soldiers, civilians, and their families in your prayers. The sacrifices they continue to make, that allow us all to live in the freedoms and liberties we enjoy. God give our leaders the wisdom and courage to make the hard right decision that affect Soldiers and their families, with confidence in you. God bless our Corps, our Army, our Soldiers in harm‟s way, God bless the USA.

Defend and Serve!

1775 Summer 2010 5

SECTION II: AG and HR Professional ReadingDedicated to “Reserve Components Human Resources”

AG Officer Branch UpdateBy LTC Angela M.Odom, AG Officer Branch Chief

I am humbled, grateful and pleased to serve as the AG Officer Branch Chief. I was born to do this job. Now, this is not arrogance, it is the simple truth. I am reminded of a conversation I had with my PMS at the University of Southern Mississippi in 1988. It was time for us to list our branches on our “dream sheet”. I told him I wanted to be AG Sir; if not then I do not want to be in the Army. The really good news is that the newly melded AG Branch team seems to feel that exact same way. We love taking care of Soldiers, especially in this volatile, ever-changing environment.

The Adjutant General‟s Corps‟ Branch has officially moved from Alexandria VA and is currently operating in the LTG Timothy J. Maude Complex a part of the Human Resource Center of Excellence (HRCoE), Fort Knox, KY. We are on a cubicle farm, so to speak. Our team has merged the Active Component HRC and Reserve Component HRC – St Louis (which services the Army Reserve – AGR, IMA, and IRR, does not include TPU).

The fact that we are a newly melded team is motivating us to validate each action with the regulatory or command guidance we operate under. We tip our hat to our predecessors, who provided an awesome transition for each of us. We each possess a background of broadening experiences, but we are definitely establishing our business rules on the fly. No

excuses, just the facts. I am authorized to wear four different combat patches, personally understand what it means to PCS and deploy on short notice, can identify with being homesick after leaving my five year old son, when he was 14 months old for what I thought was a 12 month turned into a 14 month deployment to Iraq to command the last active component Personnel Services Battalion in the US Army. For me, I consistently focus on the positive and attempt to understand the next emerging paradigm shift. The bottom line is we are committed to do what is right for our Army and for each AG officer.

We bid a heartfelt good bye to Mrs Gloria Dogans who served as the AG Branch Human Resources Specialist for close to 20 years as she prepares to enjoy her retirement in the MDW area, we lose a wealth of experience and continuity. We have hired Mrs Alice Jones to serve as the AG Branch‟s Human Resources Specialist, she is excited to be on the AG team and looks forward to working with the field.

Location. We are a small part of the huge HRC team of teams. MG Bryne, CG, Human Resources Command and CSM Gathers, CSM, Human Resources Command hosted an uncasing ceremony on 25 June 2010 which signified the transfer of the HRC service provided in Alexandria, St. Louis, and Indianapolis. The uncasing signified the unification of the three


AG Branch POCs:Adjutant General Branch Chief / AC LTC

Assignments, LTC Angela M. Odom, [email protected], 502-613-6187

RC Lieutenant Colonel Assignments Officer, MAJ Thomas Waddle, [email protected]

AC Major Assignments Officer, MAJ Don Fagnan [email protected], 502-613-6188

Major and below AGR and Major only IRR/IMA Assignments Officer, Ms. Michelle Houston, [email protected], 502-613-6183

Senior AC Captain Assignments Officer, CPT Jennifer Carr, [email protected], 502-613-6185

AC Lieutenant and Junior AC Captain Assignments Officer, CPT Carlos Oquendo, [email protected], 502-613-6134

RC Captain and below IRR/IMA Assignments Officer, CPT Joel Butler, [email protected], 502-613-6190

AG Branch Future Readiness Officer, CPT Naomi Johnson, [email protected], 502-613-6222

Human Resources Specialist, Mrs Alice Jones, [email protected], 502-613-6156

AC AG Warrant Officers Assignment Officer, CW4 Kevin Smock, [email protected], 502-613-6189

RC AG Warrant Officer Assignments Officer, CW3 Jane Sammon, [email protected], 502-613-6231

Visit our website at: https://www.hrc.army.mil/site/protect/branches/officer/FS/AG/index.htmContact Information:U S. Army Human Resources CommandAttn: AHRC-OPC-A (AG Branch)1600 Spearhead Division AvenueFort Knox, KY 40121

entities of HRC into one centralized command organization designated in 2005 under the Base Realignment and Closure Commission as part of the Human Resources Center of Excellence (HRCoE). The HRCoE was officially dedicated as the LTG Timothy J. Maude Complex. The HRCoE consists of administrative facilities to house directorates of HRC, US Army Accessions Command, US Army Recruiting Command and US Army Cadet Command.

The campus is organized into two, V-shaped structures called “chevrons”, each containing one of the two commands. The campus is broken into six different buildings, each containing directorates. The US Army Recruiting Command is also located on Fort Knox, however it is not physically located in the HRCoE complex. The Adjutant General‟s Branch, one of 35 branches within the Officer Personnel Management Directorate (OPMD), is located in building 2 on the second floor, Room 2-2-015. The HRCoE complex is as secure as the United States Bullion Depository located here at Fort Knox with all the complex‟ entrances and exits being secure. We encourage visitors to schedule a time for a meeting in order for us to focus on your needs properly. Please park in the more than adequate visitor‟s parking lot and enter the visitor‟s entrance located in building 3, once in the building, phone your assignments officer and you will be escorted to your designation.

Branch Announcements:Major General Gina S. Farrisee, Director, Military

Personnel Management, Office of the Deputy Chief of Staff, Army G-1, has been selected as the new HRC Commanding General, succeeding Major General Sean J. Byrne; a Change of Command is tentatively scheduled for 14 October 2010.

Congratulations to COL(P) Barrye Price on his selection to Brigadier General.

Congratulations to our FY10 Senior Service College Selects! LTC Stephen Aiton LTC (P) Lorri GolyaLTC Richard Rivera COL Robert BennettLTC Elizabeth Griffin LTC Melinda Romero LTC Michael Bineham LTC Janet HollidayLTC Douglas Stitt COL Kerk BrownLTC Michelle Mitchell LTC Marvin VannatterLTC (P) Teresa Campbell COL Lester MooreLTC David Wood COL B. ConstantineLTC Angela Odom COL Robert Yost LTC Thomas Edwards Jr LTC Michelle PrihodaLTC Holly Gay LTC M. Rasmussen

Defend and Serve!

AG Officer Branch. From left to right: CPT Oquendo, LTC Odom, CPT Johnson, CPT Carr, CW4 Smock and MAJ Fagnan

1775 Summer 2010 7

AG Warrant Officer Branch UpdateBy CW4 Kevin W. Smock , AG Warrant Officer Branch Manager

Greetings. This is my first article for 1775 as the Adjutant General Warrant Officer Assignments Officer and I am very excited and honored to be given this opportunity. I look forward to serving our AG Warrant Officer community, the AG Corps, and the Army. Together we can make a difference for commanders, Soldiers and their Families.

The outgoing Assignments Manager, CW4 George Toves, has done yeoman's work and served the Army and the AG Corps in an outstanding manner. Thank you George for a job well done!

Congratulations to our May 2010 Adjutant General Warrant Officer selectees. Welcome to the Adjutant General‟s Corps. As a Warrant Officer, you are now a member of Army HR Technicians.

SSG Dearonne BetheaSFC Aldo Castro-SantosSFC Suzanne HamptonSFC Joshua HarveySFC Charles RodriguezSFC Jennifer ShermanSSG Marcus WilliamsSSG Daniel Cardenas SSG Robert Fisher

Keeping with the theme of this 1775 edition, the Adjutant General Warrant Officer continues to lead from the front with an 87% deployment rate throughout our ranks. As the tip of the spear for our commanders, I applaud all of you for ensuring that not only the leadership in your unit, but all Soldiers and their Families have received the very best AG support that is available. Those that have not yet had the opportunity to serve in a deployed environment are stepping up to the challenge and

volunteering for those deployable assignments, giving our multiple deployment brothers and sisters a chance to attend their Professional Military Education (PME) course, which they may have missed, or to serve in critical assignments providing relevant information to mentor and guide our junior leaders, setting them up for future success.

I have heard great things from the field on how are we are embracing the new FM 1-0 and educating leaders in the field on the HR functions of the AG Corps in a deployed environment. Continue to embrace and educate, as our deployment challenges as an AG Corps will not go away in the near future.

As I close, I hope that you all understand sometimes it is difficult and challenging to balance Army requirements with a Soldier‟s preference. I will continue to work Army requirements and your preferences for the good of the Army, AG Corps, and individual Warrant Officer. I intend to support warrants and their Families as best as I can. I assure you that I will strive to support your professional development, career path, and balance your preference with objectives that support Army requirements based on current manning guidance and commander‟s desires.

Defend and Serve!

Kevin W. SmockCW4, AGAdjutant General Branch Warrant Officer

Assignments Officer

Contact Information:

CommanderArmy Human Resources Command (AHRC)ATTN: OPC-A (CW4 Smock1600 Spearhead Division Ave, Dept 215Fort Knox, Kentucky 40122(502) 613-6189, DSN 983


AG Enlisted Branch UpdateBy SGM Leslie R. Peterson, Soldier Support Enlisted Branch SGM

Aloha! Guten-Tag! Hola! Bonjour! Al Salaam a' alaykum! Hello, I am SGM Leslie R. Peterson, the Human Resources Command Soldier Support Enlisted Branch Sergeant Major. It is with great pride and honor to greet you and bring you up to speed on some of the latest updates within the Branch. Our team of professional NCOs and civilians stand ready to provide you, who are our greatest assets, with nothing less than the best customer service possible. No matter where you are currently serving or what new assignment you‟ve been given, we trust that you are exemplifying the “Can-Do” attitude of a motivated HR Professional. We extend a warm greeting to all of our enlisted AG, JAG, Chaplain, Finance, Army Bandsperson, and Retention Soldiers within the Army‟s Soldier Support Branch family. For those of you currently deployed or preparing for deployment, it is our prayer that you stay safe.

I would like to bring you up-to-date on some of our most recent changes within the Branch. First, I am happy to say that HRC‟s BRAC move and transition to Fort Knox has been a success. We are now located in the LTG Timothy J. Maude HRCoE Complex. Second, with this transition, we now function as one team providing the same career management and support to our AG Army Reserve, Active Guard Reserve (AGR), Individual Ready Reserve (IRR), and Individual Mobilization Augmentees (IMA) Soldiers. Our AG Reserve Soldiers provides some of the best HR services to various commands and units throughout CONUS and OCONUS locations. We are happy to have all of you on board.

We are always striving to ensure Soldier assignments and careers are managed efficiently and effectively. As HR Soldiers, we must remain trained, stay focused and be readily available to meet any and all potential challenges that may directly impact our current and future force structure. One of the biggest challenges we are currently facing is the mandatory requirement for every HR Soldier to possess a minimum Secret security clearance NLT 1 October 2010. As this date is rapidly approaching, Soldier Support Branch is currently tracking approximately 1500 Soldiers who have not met this requirement (see Figure 1).

The overall numbers for the Reserve Component reflects 118 AGR Soldiers and 795

DATA DEFINITION CODE SOLDIERS

No Clearance Issued Y 374

Suspended M 207

Denied N 251

Ineligible P 2

No Data in TAPDB 671

Total 1505

Figure 1. CMF 42 Security Clearance Issues

IRR / IMA Soldiers who currently do not have the minimum SECRET security clearance needed by 1 October 2010.

Although this is a great improvement, from the Branch‟s previous statistics, we still have some more work to do. I ask each leader at all levels to do a quality check on the HR Soldiers assigned to your command and ensure they are provided the necessary assistance in being able to meet this deadline. We need every leader to be involved as the loss of these HR Soldiers will have a direct impact on our manning requirements as well as our capabilities to assign Soldiers with the necessary skill-set and experience to the right place at the right time.

Lastly, the Soldier Support Enlisted Branch Team extends a warm welcome to the incoming Branch Chief, LTC Angelia Holbrook and her family. We strongly encourage you to keep an open line of communication with your career advisors and assignment managers. We would like to thank each HR Professional and their family members for their daily sacrifice and great service to our nation. It is truly an honor to serve you.

Defend and Serve!

1775 Summer 2010 9

Challenges to Maintaining Readiness in a Deployed Environment – “Man the Force and Personnel Readiness Management”By MAJ Terry D. Brannan, Director, Human Resources Management Qualification Course (HRMQC), Adjutant General School

"Recently, there have been several public statements about the readiness of the U.S. Army. The Army has been at war for close to five years now and I am extremely proud of all of our Soldiers, civilians, and families. We have asked a lot of them, from repetitive combat tours, to transforming the Army, to expanding our training base, to resetting our combat equipment. Simply put, this is the finest Army this nation has ever put into combat. Our Soldiers' collective efforts have been magnificent. I have testified to the facts about our readiness and I remain concerned about the serious demands we face.“ 1

-- General Peter J. Schoomaker, Chief of Staff, U.S. Army, July 26, 2006

1. U.S. Army News Release, Army Public Affairs, "Army Statement on Readiness and the Costs of War," July 26, 2006: http://www.globalsecurity.org/military/library/news/2006/07/mil-060726-army01.htm.2. Reps. Murtha and Obey, "United States Army Military Readiness," September 13, 2006: http://www.globalsecurity.org/military/library/congress/2006_rpt/060913-murtha-obey_army-readiness.htm.3. U.S. Army News Release, Army Public Affairs, "Army Readiness Detailed," September 13, 2006: http://www.globalsecurity.org/military/library/news/2006/09/mil-060913-army01.htm.

Without a doubt, the strains and stresses placed on the Soldiers and Families of today's Army are at a very high level following almost seven years of continuous combat in Iraq and Afghanistan. Today's challenges do not find easy comparison in any previous conflicts, whether in American history or elsewhere. The drafted Soldiers of the Great War, World War II, Korea and Vietnam knew that their obligations were complete once the war or their combat tour was over, never intending to serve a career with the Army. Today's all volunteer force faces the difficult choice of 1) staying in the Army and continuing our relentless cycle of deployments, or 2) choosing to leave the Army in order to pursue other career goals, and get some much needed rest and time with Family.

An Army Public Affairs Release on September 13, 2006 reiterated the above quote by GEN Schoomaker from July 26, 2006, in direct reply to a September 13, 2006 report by US Representatives Murtha and Obey. The two Congressmen discussed the Army's need to, “increase the number of Category IV recruits from 2 percent to 4 percent of the annual goal, and increase the percent of recruits who receive medical, moral, or criminal record waivers from 10 percent of the 2001 recruiting class, to 15 percent in 2005, and possibly as much as 18 percent in 2006.” 2 The Army PAO release containing the quote also countered that, “these specific recruits, qualified in every way except they score in the 15 to 30th percentile on our aptitude batteries, have and continue to make excellent Soldiers. Currently, less than 4% of our recruits are in this category, while in the 1980s approximately 10% of recruits were in category IV – and that is the Army that triumphed in Desert Storm. Furthermore, only about 25% of today‟s American males are fully qualified to serve in their Army, yet more than 60% of our recruits score in the top

50th percentile.” 3 It is tempting to blame many of our readiness issues on these less-qualified recruits, however, S-1s still bear the responsibility to effectively manage unit personnel readiness.

My two previous assignments in the Army provided me the unique opportunity to observe unit personnel readiness from two ends of the Soldier pipeline. From July 2005 to August 2007, I served as the Operations Officer of the San Antonio Military Entrance Processing Station (MEPS). From that MEPS, we shipped over 4,600 Army recruits to basic training each year. From September 2007 to Dec 2009, I served as the Brigade Adjutant/S-1 of the 10th Sustainment Brigade (SB) (with an assigned strength of over 2,500 Soldiers at Fort Drum, NY and over 4,400 Soldiers deployed in Iraq for Operation Iraqi Freedom 09-11.)

In the MEPS, we had the mission to ship qualified applicants off to basic training. As the Brigade S-1, I had the responsibility to get qualified Soldiers assigned to the brigade and maintain their readiness and availability for the brigade commander. The Soldiers assigned to the 10th SB during my S-1 time are the recruits discussed by Representatives Murtha and Obey and General Schoomaker. I will focus my observations, thoughts and opinions on the responsibilities of the unit S-1 and company commander to get a unit ready for deployment and the challenges of maintaining that readiness in today‟s deployed environment.

A competent and diligent S-1 at the brigade and battalion level working to support dedicated and caring NCOs and officers at the company level, can take most assigned Soldiers and mold them into dedicated and ready Soldiers who live by the Army values. As defined by FM 1-0, Human Resources Support, the management of personnel readiness “involves analyzing personnel strength data to determine current combat capabilities,


projecting future requirements, and assessing conditions of individual readiness.” 4 As paragraph 3-9 points out, units must perform Personnel Readiness Management (PRM) on a constant basis. A unit cannot quickly overcome a large number of non-deployable Soldiers as “unforecasted losses such as those that result from administrative or legal actions or which result from medical issues can have a significant impact on unit readiness.” 5 As listed in paragraphs 3-17 and 3-18, brigade and battalion S-1s share these most important PRM responsibilities:Develop unit-level PRM policies and SOPs.Input timely and accurate Soldier personnel data,

strength, and duty status transactions in eMILPO / RLAS / SIDPERS.

Monitor and advise the commander on the personnel readiness status (current and projected) of subordinate units to include: key leaders, critical combat squads, crews and teams.

Predict personnel requirements, based on current strength levels, projected gains, estimated losses, and the projected number of Soldiers and Army civilians returning to duty from Medical Treatment Facilities.

Monitor losses (e.g., combat, non-combat, legal actions, medical, MOS Medical Retention Boards (MMRBs), Medical Evaluation Boards (MEBs), etc).

Monitor and maintain visibility of non-available or non-deployable Soldiers, to include Rear Detachments.

Manage Soldier Readiness Processing (SRP) to validate individual readiness and ensure visibility through updates to appropriate systems and databases.

Prepare the personnel portion of the USR to ensure unit personnel readiness is accurately reflected, identifies critical shortages, and establishes manning expectations.

Ensure PRM is included in all OPORDs and OPLANs.The best way to maintain readiness while deployed

is to have a successful pre-deployment readiness system. This begins with an SOP detailing what steps the S-1 must complete prior to deployment. Paragraphs 3-33 to 3-43 of FM 1-0 detail the many pre-deployment readiness responsibilities of the S-1. Working with the Company Commander and First Sergeant, the S-1 will have a successful pre-deployment by focusing on the Soldier Readiness Program (SRP), individual Soldier readiness, legal preparedness, medical readiness and the Unit Status Report (USR). The key pre-deployment readiness steps are:Verify the non-available status of all Soldiers and

update required databases as required. Initiate reassignment actions for Soldiers who will

remain non-available for the duration of the

4. U.S. Army Field Manual (FM) 1-0, Human Resources Support (Washington DC: GPO, 6 April 2010), para. 1-11.5. Ibid., para. 3-9.

1st Maintenance Company Soldiers from the 10th Sustainment Brigade, Ft Riley, arrive in Iraq

Deployment.Publish a unit SRP schedule; conduct SRPs.Coordinate with supporting medical and dental

activities.Verify Soldier financial readiness.Coordinate for legal services, wills, and powers of

attorney.Coordinate with the unit CSM and First Sergeants to

ensure they are involved and monitor medical readiness programs closely.

Intensively manage physical profiles and MMRB/MEB/Physical Evaluation Board (PEB), Warrior Transition Unit (WTU) processes.

Encourage commanders to make decisions on Soldiers who are “borderline” for deployment as early as possible.

Identify non-deployable Soldiers as early as possible in the deployment cycle.

Aggressively execute SRP requirements and allocate time to conduct regular reoccurring Soldier personnel readiness maintenance events.

Input status changes to DTAS and eMILPO / RLAS / SIDPERS of individuals as it becomes known.

Prepare an accurate personnel data portion of the monthly USR.

Once the S-1 has developed the PRM execution plan and SOP and coordinated with the company leadership, it is the duty and obligation of a Soldier's company-level leadership to get their Soldiers ready. If all readiness efforts fail, the company leadership needs to inform the Army and the Soldier that the Army does not need them and they are not able to serve their country. The most common and useful tools available for this are: the bar to reenlistment, a flag, a chapter from the Army, the Evaluation Reporting System and counseling form.

There is a reason the Army focuses on the Unit Status Report (USR) at the company level. This is the level of leadership and organization with the most

1775 Summer 2010 11

impact on an individual Soldier's readiness and willingness to deploy from their comforts of home and fulfill the daily mission of combat. It is at this level of applied leadership and discipline, with its team leader, squad leader, platoon leader and company commander, that the Soldier is trained, provided for, and made ready for combat. If genuine, hands-on, involved leadership and discipline are lacking at the company and Soldier level, you will not find unit or individual readiness. In that organization, you will find many problems and a unit that is just limping along, trying to make it.

Serving as a brigade S-1 is a challenging and rewarding experience for any type of brigade, but is most challenging in a Sustainment Brigade. A Sustainment Brigade is the most modular of all the brigades in today's Army, as the task organization of the brigade constantly comes and goes at company-level and below, even while deployed. Because of this reason, creating and maintaining readiness in Sustainment units is even more crucial at the company level. The Sustainment Brigade S-1 has no direct impact or oversight on the personnel readiness of most assigned units during a deployment, once the unit arrives in theater. Regardless of the type of brigade, the S-1 will best maintain combat readiness by focusing on the pre-deployment phase.

The chart below shows the reasons (by category, as a percentage of the whole) for permanent loss of a Soldier from the 10th SB, during a nine-month period of our deployment. Note that battle losses make up only 1% of the total causes, although our brigade spent the entire twelve-month tour providing support to the MND-Baghdad area of operations.

24%22%

16%14%

12%

7%

3%1% 1%

0%

5%

10%

15%

20%

25%

30%

10th Sustainment Brigade's Permanent Losses from Deployed Theater (OIF 09-11), by category and as a percentage of total losses. 6 December 2008 – 31 August 2009

Three of the top four reasons (Pregnancy, Family Issues, Misconduct / Legal), for a total of 60% of the brigade's losses from the battlefield, can be directly avoided through leadership and discipline at the Soldier and company level. 87% of these permanent losses were in the rank of Staff Sergeant or below.

The Army is not a social welfare system or a government jobs program. Only those who meet the eligibility requirements of Army Regulation 601-210 are qualified to enlist. 6 Additionally, it is the Department of the Army's policy “that only those Soldiers who have maintained a record of acceptable performance will be offered the privilege of reenlisting within the Active Army or transferring or enlisting into the RC. Other Soldiers will be separated under appropriate administrative procedures or barred from reenlistment.” 7 Army leaders at all levels bear the responsibility “to provide purpose, direction, and motivation to Soldiers.” 8 While recognizing that people6. U.S. Army Regulation (AR) 601-210, Active and Reserve Components Enlistment Program (Washington DC: GPO, 7 June 2007), para. 2-1.7. U.S. Army Regulation 601-280, Army Retention Program (Washington DC: GPO, 31 January 2006), para. 1-7.8. U.S. Army Regulation 635-200, Active Duty Enlisted Administrative Separations (Washington DC: GPO, 6 June 2005, Rapid Action Revision: 27 April 2010), para. 1-16.


come to the Army with their values and character already formed, the Army charges leaders with the responsibility of holding their subordinates to the highest standards and thereby spreading the standards and Army values “throughout the team, unit, or organization and ultimately throughout the Army.” 9

One of those standards relates to individual readiness as stated in the Soldier's Creed, “I will maintain my arms, my equipment, and myself.”

When a Soldier does not meet the Army standards, “commanders must make maximum use of counseling and rehabilitation before determining that a Soldier has no potential for further useful service and, therefore, should be separated.” 10 In regards to maintaining individual readiness, the Army allocates a great deal of resources to assist each Soldier on this aspect of PRM. When the Soldier's conduct, performance and lack of readiness do not meet the standard, the leader needs to notify the Soldier of their deficiencies. After all of these efforts have failed, counseling in preparation for an administrative discharge is required and sends a final warning to the Soldier: improve your performance and readiness or face discharge. 11 Sometimes leadership is not fixing the troubles of a problem Soldier, but telling them their time with the Army is done. A leader knows their Soldiers and mentors them to avoid unplanned pregnancies, misconduct and bad situations at home. It is imperative and crucial that NCOs lead, manage, and track the daily lives of their Soldiers.

The FY 2008-2010 Active Component Manning Guidance has a minimum assigned percentage of 95% at Latest Arrival Date (LAD) and 85% deployed strength for sustainment units and other deployed battalions, companies or detachments. This does not leave room for losing Soldiers while deployed to avoidable reasons. Through caring leadership and discipline, a leader can grow each Soldier in to someone the Army can proudly call its own. “Leaders who consistently enforce standards are simultaneously instilling discipline that will pay-off in critical situations. Disciplined people take the right action, even if they do not feel like it.” 12 The discipline we need to enforce in our Army is the discipline that knows, understands and embraces Army standards. It does not allow others to bring in a lower standard inconsistent with these values and morals. PRM exist to create and maintain individual and unit readiness, but PRM requires discipline from leaders and Soldiers for effective execution.

Beginning with enforcing all of the standards, all of the time, goes a long way in creating and maintaining readiness. The Soldier who greets NCOs and salutes all9. FM 6-22, Army Leadership (Washington DC: GPO, October 2006), para. 4-55.10. AR 635-200, para. 1-16.11. FM 6-22, para. B-14.12. Ibid., para. 7-52.13. 13th Sustainment Command (Expeditionary) Courtesy Story, "Task Force Muleskinners Depart," 15 October 2009: http://www.dvidshub.net/?script=news/news_show.php&id=40153.

officers is the Soldier who will keep their affairs in order. This Soldier will have the discipline to avoid getting pregnant or contributing to a pregnancy during a deployment. They will have the discipline to keep their home and Family affairs in order, live up to the Army Values and stay out of trouble. Discipline is the moral courage of the leader to enforce these standards at all times. The Army does not have extra Soldiers in a company to afford the luxury that 60% of losses from a deployed unit will come from pregnancies, Family issues, misconduct or legal issues. It is challenging enough to recruit, train and maintain quality Soldiers to fight our wars without constantly having to replace those who could not stay ready due to poor leadership and lack of discipline. The effort a leader gives to a young, motivated Soldier will be significantly less than the effort required to deal with a Soldier who has not maintained the Army standards and its values.

So how did these recruits do during our deployment? In agreement with GEN Schoomaker's comments, the collective efforts of the more than 8,600 Soldiers assigned to the 10th SB over the 12-month deployment were magnificent. As the Brigade Commander remarked at the transfer of authority ceremony, “the Muleskinner Soldiers have issued tons of food; supplied hundreds of thousands of cases of bottled water; pumped millions of gallons of fuel; managed and issued tons of ammunition; fixed a lot of equipment; moved a lot of stuff and drove over 3.5 million miles.” 13 The vast majority of our Soldiers and leaders are doing the right thing, each and every day. Every Soldier is important and must realize they have responsibilities to get ready and stay ready for combat. Our proud Army deserves this effort.

10th Sustainment Brigade S1 Section deployed to Iraq, December 2008

1775 Summer 2010 13

It is my Lane…By LTC Angie Holbrook, G1, 13th Expeditionary Sustainment Command,

Joint Base Balad, Iraq

“You don’t understand CHOPS, I have to be Cc:’d on the SIRs. How else am I going to know to start chasing casualty reports from the brigade?”“Yes, I need to know about the task org changes before they happen otherwise DTAS will not have the hierarchy built right and JPERSTAT reporting will be messed up.”“Excess personnel capacity in X Brigade? SPO, I need to reallocate those personnel to another brigade.”“When the battlespace boundaries change we need to make sure we coordinate it with the HR Company so the mail can get re-directed.”“Surgeon, when the Combat Stress Center decides to MEDEVAC a Soldier for behavioral health we’ve got to have visibility when they are flying.”“IG, I am seeing a lot of REFRAD packets from this one brigade. It looks like we could have a command climate issue.” “LNOs, I need you to contact your brigade commander and find out when those AR 15-6s on those accidents are going to be complete.”

Sound familiar? Are these conversations you find yourself in? If not, and you are an HR professional at the tactical or operational level, maybe you feel that you‟re on the outside looking in.

Some years ago when I was a new “Iron Major” at a division headquarters, I showed up for an Operational Planning Team session where of all things we were laying the groundwork for the first deployment of forces for Operation Enduring Freedom (OEF). I was the Division G1 Planner. The lead planner was conducting roll call and never called for the “G1.” Afterwards I said, “The G1 is here.” He responded with, “Hmm, they never came before. Why would we need a G1 rep?” I said in my best dead pan reply, “Well you are going to need people for this operation to succeed right? Well, then you will need the G1.”

All too often on some battle staffs, especially the higher up in the organization you go, many people want to hunker down and only focus on only their “lane.” But to be an effective battle staff it‟s imperative that there is cross-talk among all members of the team in order to facilitate giving the commander the most accurate picture of the current operational environment. Well thought out, timely analysis does not just happen. It requires engaged leaders intent on ensuring all the “who‟s” are in and “who else needs to know” are a part of building the plan.

As the HR professionals in a battalion, brigade, division or Corps level staff your “lane” is all over the interstate, coming and going. Everything we do as HR leaders deals in human currency and nothing is unaffected by the work we are called to perform. That is why it is critical that we are active stakeholders in

the organizations we are apart. From the Boards, Bureaus, Centers, Cells and Working Groups (B2C2WG) to the Operational Planning Teams (OPT), to the actual writing of operations orders our units issue; each must have HR fingerprints on them to be successful. Army HR specialists bring a unique set of credentials to the table for the commander that can be a combat multiplier in the persistent conflict we now find ourselves in. In order to remain relevant and effective, members of any battle staff HR team must have a full command of the HR systems and doctrine and know how best to employ them against the backdrop of everyday tactical and operational requirements. The better we do this the more useful we are to the commander, the team, and the Soldiers and families we support.

Maybe you find yourself as part of an infantry brigade combat team. It can be a little intimidating in the “operator‟s world” as a sustainment leader, but when you bring to bear our full arsenal of HR capabilities it is amazing the respect you can garner. Technology is great but people, the human resource, are what fight and win the nation‟s wars. The management of personnel readiness falls squarely on the HR leader to direct in their given organization.

So how do you become an invaluable asset to your unit? You have to “be” ready, responsible, and resilient for the myriad of challenges that will come your way. Here are just a few tips I have found helpful.

1. Be HR “Table Twelve” certified. Know your HR systems as both a leader and worker. As the HR leader you may not be as savvy or fluid on EDAS, eMILPO or TOPMIS as some of your Soldiers who do the heavy


lifting day in and day out but you must understand what information is available in those systems and how to leverage them in managing the force.2. Be aware. Understand how the organization you manage fits into the Army manning‟s priorities as well as the ARFORGEN cycle. Recommend operational patience to your commander and try to present them the bigger picture beyond your unit‟s sector sketch. A unit that redeploys will see a dip as they enter reset, but as the force becomes available and rotates through the spectrum manpower will become available in time to meet the next “ready force” cycle if you forecast well.3. Be sensitive. When dealing with individual personnel actions weigh how an action helps/hurts your specific organization‟s needs against the Big Army‟s long-term goals and when possible also consider the individual‟s desires. Sometimes a win for battalion X is a loss for the bigger Army or the Soldier. 4. Be the “Red Teamer”. Advise your commander on all options relating to personnel readiness not just the one that immediately fixes the problem at hand.5. Be a student. Learn the capabilities your unit brings to bear on the Army‟s fight. If you find yourself as the HR leader in a Signal unit, learn the terminology and doctrine behind Signal operations. When you understand how a force is employed this will aid you in managing strength issues inside that force. A tank crew consists of four personnel but can get by with three. Only someone who understand how the force they manages fights will know how best to forecast human resources.6. Be resourceful. Gain credibility by anticipating things commanders are often too busy to think of but can have direct impact on unit morale. Maybe it‟s ensuring all Soldiers in your unit plan for upcoming promotion boards before your unit deploys by updating records for any boards that might take place during the deployment. Or perhaps, it‟s coordinating MWR resources for the unit during a deployment. Be forwarding thinking on issues like ensuring all Soldiers establish their local parentis in writing before emergency leave issues arise and the Soldier is trying to prove emergency leave is justified.7. Be user friendly. Find a legal way to say “yes.” HR professionals are always in the customer service business with a heavy emphasis on “service.” We make money when we can cut through bureaucracy and get a problem fixed that others find too hard to tackle. It will often require a little ingenuity and perhaps more time, but the payback in terms of customer satisfaction is untold. A Soldier that is not worried about some administrative setback can be more focused on the mission.8. Be vocal. But make sure what you have to say is productive in the battle staff process not just a soliloquy waxing philosophically on. Good battle staff communication is a harmony of chords not just a singleinstrument. Play your piece in the orchestra to the

best of your ability and always practice to improve. 9. Be a networker. Your reach as an HR professional does not stop within the confines of the brigade or battalion area you are assigned. Use the many resources out there to make your operation better. Between forums like S1 Net and other Battle Command Knowledge Centers, as well as the Soldier Support Institute and AG School websites, there is no shortage to resources. Get involved with other local HR leaders on your post or FOB. Share problem sets to develop a community solution. There is always more synergy found in a group. Don‟t forget that there are also mentors out there who have walked the ground your boots are currently trudging. Pick their brains on ways they attacked issues and you may find a refreshing approach.10. Be willing. There are no small jobs in the HR community and when it comes to caring for Soldiers you will never be too important or professionally developed that you can‟t continue to grow and learn. Stay sharp in your skills by being willing to listen to your subordinates, especially your NCOs. They often have the best ideas because they are the ones who work in the details each day. View criticism with a healthy dose of both humility and skepticism. If it makes you and your team stronger then internalize it; if not, let it roll off.

So take control of your sphere of influence. Know that you hold great sway and input into the success of your organization and do not abdicate the responsibility by failing to speak up, step up, and stand up. We are value added to the Big Army team because each day we don the uniform we contribute to the care of the force and the mission it‟s called to do. “Lock and load” your magazine full of initiative, energy, and commitment and “watch your lane.”

LTC Angie Holbrook in the ESC Joint Operations Center (JOC), Balad, Iraq, with ESC Battle Captain, CPT Tia Terry, following the flight path of an inbound indirect fire attack on a Command Post location to determine grid impact and determine personnel that might have been casualties in the burst radius.

1775 Summer 2010 15

The canonical narrative of the U.S. Army in the Far East describes participation in World War II's Pacific Campaign, establishment of an armistice in Korea and eventual evacuation from Vietnam. Recent historical dramas in film brought us back to battles emblazoned in the memory of our Nation – Pearl Harbor, Iwo Jima and others. So much is embellished, and forgotten, over time. Present conditions in Japan are both dynamic and essential to peace in the Asia –Pacific region. In this article we will examine current Human Resources (HR) conditions through the lens of US Army Japan (USARJ) and I Corps Forward (FWD) G1‟s conduct of bilateral engagements in the Far East.

Japan today. The archipelago of Japan is immense, reaching geographically and comparatively from Maine to the western Baha peninsula of Mexico. Japan‟s gross domestic product is the world‟s 2nd largest and together the US and Japan provide almost 40% of the world‟s economy. There are many local and regional instabilities and much potential for conflict in the region – six of the world‟s ten largest armies and 60% of the world‟s population are here.

The U.S. recognizes this key strategic location and that Japan significantly influences the entire region, both in terms of geo-political power and proximity to several countries. Like many nations in the Asia -Pacific, modern Japan reflects the measured juxtaposition of old and new, ancient and dynamic. A land of wonder and great expectation, Japan delivers style, tradition, modernity and uber-culture in one fell swoop of fusion. Through the beautifully manicured gardens to long, stone corridors walked since the Edo Period and earlier, one travels back in time to ancient Japan in many of the stores, eateries and venues. One cannot help but sense the presence of Samurai warriors while surrounded by their fully preserved battle armor.

Characterized as one of, if not the, most important bilateral relationships in the world, the US and Japan are in the 50th year of a security alliance. The Alliance ensures the defense of Japan and ensures peace and prosperity in the Asia - Pacific region. With only 2,700 Soldiers, 1,100 Civilian, 3,700 Local National employees and 3,800 dependents (from 33 separate activities) in the archipelago, it's easy to forget that there are actually more US service members (Navy, Marine, Air Force and Coast Guard) forward stationed in Japan than Korea. The two to three year tour lengths engender less turnover and therefore more solidarity among Soldiers and Families. From Tokyo to Okinawa, the Army is alive and well in Japan.

USARJ and I Corps FWD. An economy of force effort, the headquarters consists of a small, integrated structure – USARJ, and the deployable corps tactical command post, I Corps FWD. The Army has the smallest presence among the US Forces in Japan. By

US Army Japan (USARJ) and I Corps ForwardBy LTC Gifford C. Haddock, G1, United States Army Japan & I Corps (FWD)

MG Frank Wiercinski, Commanding General, USARJ and I Corps (Forward) and MG Kiyofumi Iwata, Director, Personnel Department, Ground Staff Office (GSO), Japan Ministry of Defense conduct an office call in preparation for the 2010 annual Bilateral Personnel Conferences (BPC).

leveraging Battle Command Systems and technologies, the Army maximizes capabilities and works closely with the Japanese Ground Self Defense Force (JGSDF), the largest element of the host nation‟s military. With a 52:1 JGSDF to US Army ratio, USARJ and I Corps FWD conducts hundreds of bilateral operations (including some combined missions) and engagements a year, from strategic and political to "below the platoon" level. The focus on bilateral relationships and strong bonds (kizuna) leads to both numerous and meaningful engagements at all levels.

USARJ‟s exercise program includes six major exercises. The three bilateral (and three joint) exercises a year ensure a deep appreciation of our ally and bilateral partner‟s military, its capabilities and how they collectively train. The Command works with the JGSDF in planning and executing the three major bilateral exercises which rotate between the five JGSDF armies. These are the Command Post Exercise (CPX) Yama Sakura, and the Field Training Exercises (FTXs) Orient Shield, and Rising Thunder. USARJ also trains as a full staff augmented by Army Reserve elements as the Army service component to USFJ in the joint exercises Keen Sword, Terminal Fury and Keen Edge.

US units that conduct bilateral combat operations with the JGSDF increase staff interoperability, capture mutual and bilateral SOPs, and develop agree-to standards. Units from the platoon to company and above level also are provided opportunities to integrate and execute combined arms operations and maneuver while functioning within bilateral training framework. In 2011, I Corps returns to Japan for one of the largest Army exercises in the world, Yama Sakura (YS –Mountain Cherry Blossom). YS is an annual bilateral


CPX that focuses on Corps / Regional Army level bilateral command and staff activities in Major Combat Operations.

There are opportunities for combined operations as well. Earlier in 2010, I Corps FWD conducted combined operations with USARPAC's contingency command post (CCP) in Thailand in support of Cobra Gold 10. There, a small combined HR team built lasting understanding with Thai and Singapore leaders from both Joint and Army HQs. Japan also participated in Cobra Gold. In 2011, I Corps FWD in Japan participates in exercise Balikatan in the Philippines.

USARJ and I Corps FWD G1's role. The G1 oversees military, DA Civilian and local national employee human resource policies and programs, and participates in the defense of Japan exercises and OPLAN development. With the Ground Staff Office Personnel Department of the JGSDF (a HQDA G1 equivalent), the G1 also conducts annual Bilateral Personnel Conferences (BPC). The BPC serves to strengthen the relationship and cooperation between the JGSDF and USARJ.

In March 2010 and under the direction of MG Kiyofume Iwata, the GSO Personnel Director (G1), the Japanese dispatched a three person delegation to the Pentagon, Human Resources Command (HRC), and Walter Reed Army Medical Center (WRAMC) to study and receive Army HR strategic and operational briefings. The group, escorted by USARJ G1, participated in 12 briefings that raised the bar in terms of information available to the GSO and the USARJ G1 itself. Each topic described in detail how the U.S. Army protects the volunteer force and maintains our contract with America. The following topics were covered: Suicide Prevention, Recruiting, Warrior Treatment Command overview, CSM and SGM Systems, ACAP, Comprehensive Soldier Fitness (CSF), WARMC tour, Warrior Training Brigade overview, Retirement Services, Women in the Army, Army Family Covenant, and Qualitative Management Program.

Behavioral Health, Suicide Prevention. The JGSDF and US Army share many of the same strengths; and some of the same issues, such as combating stigma and prevention of suicide. Suicide prevention was a BPC topic as early as 2000. More recently, at least five symposiums and conferences have been jointly held between the GSO, its subordinate Armies and USARJ since 2006, earning notice as a Pacific theater "best practice" from USARPAC in 2009. That Japanese military officials would contact USARJ in an effort to develop strategies for suicide prevention demonstrates the closeness of the Alliance.

This year the 16 person US contingent learned that the GSO G1 undertook a drastic change in personnel systems, for the first time in at least two generations. Reform is underway in terms of suicide in the force, CSM position establishment, pay system overhaul, retirement support and early retirement programs to

US and Japanese officers meet during the annual Bilateral Personnel Conferences. Pictured left to right are COL Mike Davino, PACOM J1; Mr. Fred DeLisle, USARJ Deputy G1; COL Barry Swain, former USARPAC G1; and COL Takashi Motomatsu, Chief, Personnel Planning Division, Personnel Department, Ground Staff Office (GSO), Japan Ministry of Defense.

name a few. The Japanese presented a landmark mental health

briefing on current and future approaches to detect, prevent and react to depression, mental health issues, and suicide. Since 2008, they have used self assessments and "mental health checks" to better gauge the status of unit and individual well-being. The JGSDF has also undergone roles and missions expansion, based on popular support and the worldwide situation. A self-described "disaster-prone country," Japan (and in turn, local governments and the Self Defense Forces) are world authorities on response to natural emergencies; it is a strength of the JGSDF.

There had always been an understanding of stress disorder existent from disaster relief operations and earthquake cleanup (remains disposition, the urgency of massive lifesaving ops, sorting through rubble, loss of sleep). And, traditionally, the JGSDF already trains to defend Japan and maintain public order. But newer, expeditionary skill sets are now being trained and conducted as Japan's Ground Force has participated in OIF, anti-piracy security operations and disaster relief missions worldwide.

Conclusion. USARJ and I Corps FWD‟s bilateral engagement in support of theater security cooperation programs is an investment in both near- and long-term dividends for the US Army in the Far East. With the world‟s second-largest gross domestic product, and a modern, competent military, Japan remains a key and essential strategic partner in defining the security and stability of the Asia - Pacific region. USARJ‟s presence and robust bilateral engagement is proof positive to the people of Japan of our Nation‟s commitment to the US - Japan Alliance. Ichi Dan (One Team)!

1775 Summer 2010 17

Joint Human Resources OperationsBy COL Mike Copenhaver, J1, Special Operations Command (SOCOM)

Today‟s Human Resources Soldier has to perform at levels that are unmatched in our Army‟s history. Clearly, the responsibilities of our junior officers and NCOs has increased exponentially over the last several years. Much of this can be attributed to the nation‟s commitment to the War on Terror along with other changes that have occurred, such as Personnel Services Delivery Redesign. None-the-less, the Human Resources Soldier has met the challenge and continues to provide outstanding personnel support in garrison and on today‟s battlefield.

Adding to the load that our HR professionals have to bear is providing human resources support to our Joint Warfighters. Think about what we‟ve asked our HR professionals to do today – then quadruple that. Soldiers performing human resources support in the Joint environment have to be “on their game.” Expanding their knowledge base four-fold is what it takes to succeed on the Joint battlefield. Fortunately, our Human Resources Soldiers are up for the task and have been supporting the Joint warfighter across the globe in places like Afghanistan, Iraq, Horn of Africa and the Philippines to name a few locations. The Joint operating environment has become the norm; therefore, performing those critical HR tasks to support the Joint fight become essential. Because of resource constraints, Joint training opportunities are not readily available at the level required to support our Armed Forces. However, because of the quality Soldier in our ranks, our Army has been able to put highly skilled and adaptive personnel against these joint requirements.

Joint HR is more complex than just understanding multi-service doctrine and regulatory guidance. The ability to understand and operate within the multi-service culture can sometimes be the most daunting task for our Soldiers. Simple tasks such as advising leaders not to leave white space on an Air Force OPR (Officer Performance Report) is not something you can find in the manual – a service shift from the Army which focuses on “less is more” or keep it short and concise. Does the Navy have Evaluation Reports or Fitness Reports? Is the preferred writing style bullet or narrative format? An officer or NCO requires a minimum of 90 days to perform duties as the reviewer on an Army NCOER – different from the Marines that require a minimum of 120 for the Rating Official – I think?

These are merely a few of the challenges our Soldiers face when called upon to perform a single task in the Joint HR world. What about awards? Easy right, Joint Service Awards are a mirror image of the Army‟s AAM, ARCOM, and MSM which can be awarded if someone is serving in a Joint billet. What about the awarding of specific Service Awards in a Joint environment – not so easy! The award of the Army

Bronze Star and Air Medal in a combat environment cannot be approved by a Navy Admiral, Marine or Air Force flag officer. Let‟s not forget that service criteria for the Bronze Star are clearly different – the Navy rarely approves the Bronze Star for service which is unlike the Army. The services can also recommend and award their respective awards/medals to members of other Services (i.e. A Navy Sailor or Air Force Airmen can be recommended and awarded an Army Commendation Medal); however, you must receive service concurrence prior to awarding – and did I mention each service also conducts their own review board for the submission and applies different criteria!

These are just a few of the unique challenges our HR Soldiers face when operating in the Joint environment. Of course, all this has to be managed and synchronized. Organizing a Joint staff to execute the plans developed is another critical component to any successful Joint organization, specifically within the HR realm. It is imperative that the right person is placed in the right job, at the right time to synchronize these functions in order to provide the best HR support possible for the organization. Building a cohesive team of multi-service professionals will enable achievement of the organization‟s goals. Developing professional knowledge and abilities is the cornerstone of Joint career success. The most important element to any organization‟s success is the people and the character traits they possess. The Joint organizations across the Department of Defense carefully select their personnel to ensure only the best are hired to represent their interests. The Army is looking for their best and brightest for these positions.

All organizations are faced with challenges and are tackling problems with limited time and resources –creative solutions are what set them apart. Additionally, integrating dynamic leaders within the hierarchy of the organization will facilitate overcoming these challenges. The ability to collaborate among other HR professionals throughout an undertaking is also valuable.

Joint opportunities are just another way for Soldiers to broaden their experience. Almost every joint organization will have a need for Joint HR support. A Joint assignment also opens more opportunities and the assignments can also take you to locations where a normal Army assignment wouldn‟t. Some of those Joint opportunities are with Theater Special Operations Commands, NATO, Joint Special Operations Command, multiple Joint assignments in Europe and the Joint Staff to name a few. The HR Soldier has been providing superior support to the Joint Warfighter over the past decade and our Soldiers will continue this support well into the future. Joint is our future – opportunities are out there – go for it!


Army HR training shortfalls, particularly with Reserve Component units, required the need to conduct a sustainable training event by the US Army Reserve Command (USARC). USARC‟s premiere training venue for deploying theater-level HR units is Silver Scimitar, which aids HR professionals in successfully conducting contingency HR core competency operations for the CENTCOM AOR.

Silver Scimitar is a multi-component training exercise offering extensive training that prepares HR units to conduct a myriad of HR missions within any theater of operations. This exercise is the largest and only HR joint effort of consolidated training for deploying units.

This year, the 3rd Human Resources Sustainment Center (HRSC) from Jackson, MS was one of many organizations participating in Silver Scimitar 2010 (SS10). The annual event was conducted 20 March through 2 April 2010 at Fort Devens, MA. “Silver Scimitar is the only exercise that replicates what we do in theater,” said COL Robert A. Kay, Director of the 3rd HRSC.

Historically, the 3rd HRSC has traditionally led the planning and execution for Silver Scimitar. The intent of Silver Scimitar is to train the Army‟s HRSCs, as well as growing and developing technically proficient HR professionals on the challenges of a wartime environment within our smaller theater-level HR units. SS10 welcomed the addition of Soldiers from the Sustainment Brigade‟s Human Resources Operations Branch (HROB) and Human Resources Company. There were approximately 600 Soldiers, trainers and support staff in attendance for SS10.

The objective during week one of the exercise focused on specific classroom training that emphasized key HR tasks, procedures, resources and policies that are relevant to a theater of operations. There were 84 subject matter experts and trainers, from various agencies, current and past deployments, who provided first-hand knowledge on HR tasks and expectations for deployment. The contributing experts and trainers were from: Military Postal Service Agency (MPSA), Defense Manpower Data Center (DMDC), 14th HRSC, 310th HRSC, 864th Theater Gateway, 375th CSSB, the Army‟s Casualty and Mortuary Affairs Operations Center (CMAOC), and the AG School.

The learning environment helped to enhance and reinforce HR doctrine with realistic training. The training scheduled covered topics on current HR doctrinal overview, classified theater update brief, CMAOC operations, Theater Gateway overview, and the Military Decision Making Process (MDMP). The HR personnel enabling systems training allowed 3rd

3rd HRSC (USAR) Prepares for Deploymentthrough the Silver Scimitar 2010 ExerciseBy MAJ Tammy E. Carethers, Deputy, RSO Division, 3rd HRSC

HRSC Soldiers to gain useful hands-on experience with the current theater specific systems in use today. The SS10 classroom training also afforded the 3rd HRSC the opportunity to meet one on one with personnel that the Center would be working and coordinating with in theater.

Week two focused on a theater-level exercise that evaluated situational based scenarios that were comparative to the current theater of operations. This culminating training event (CTE) used the Southwest Asia model as the scenario. During the CTE, Mission Event Synchronization List (MESL) messages distributed via email were used to disseminate exercise taskings and achieve training objectives. This was an effective tool in delivering theater HR issues and caused the 3rd HRSC to use critical thinking and analysis skills to determine solutions. The theater HR scenarios stressed the individual Soldier‟s capabilities and provided realistic training. The exercise layout was designed to emulate the current HR theater lay down. SS10 exercise units were situated in various locations throughout Fort Devens.

A central and key piece of the CTE was in understanding the Theater Gateway (TG) Operation. The 52nd TG PAT from Fort Eustis, VA, set up its operation to mirror the current operation at Ali Al Salem in Kuwait. During the exercise the 52nd TG PAT conducted briefings, inbound/outbound processing and generated simulated R&R data. This required the 3rd HRSC to conduct coordination and visits that mirror our Mission Essential Task List (METL).

Silver Scimitar 2010 challenged leaders and Soldiers alike in areas such as Plans and Operations, Casualty, PASR/PRM/PIM/, Reception, Staging and Onward Movement (RSO) and Postal Operations while continuing to perform essential tasks needed to sustain in a combat environment. The training received during exercise was essential to the current success of the 3rd HRSC. The 3rd HRSC deployed to Kuwait in 2010 in support of the 1st Sustainment Command (Theater).

At Silver Scimitar 2010, the 52nd Theater Gateway (TG) Personnel Accountability Team (PAT) conducts a simulated theater inbrief.

1775 Summer 2010 19

Deployment of the 444th Human Resources CompanyThe Work of an Awesome Company

By MAJ Antionette Rainey, 444th HR CompanyThe story of the 444th HR Company (USAR) and the

awesome work it performed by its Soldiers contributing to the Global War on Terrorism began late 2007. It was during this time that the company received the information that it would not only be required to change from a battalion size element to a company within a year, but it would also be required to begin mobilizing several of its platoon‟s to include its Headquarters, within that time. Soon after, a new executive officer on permanent change of station to the Pittsburgh area would be re-designated as the company commander of this new organization.

To put this in perspective, think of a new manager to an ever-evolving organization being pulled together to form a unit ready to deploy and provide human resources and postal support to the Iraq and Kuwait areas of responsibility. In early January 2008, the first element (3rd Platoon) deployed to Iraq in support of postal operations. There was no time for this platoon to be incorporated into the new reserve system of pre-training prior to its mobilization platform training. However, the Platoon performed their mission in outstanding fashion.

Shortly thereafter, the next postal platoon, 1st

Platoon, completed its postal education requirements and began their regional training, as well as their mobilization training, for onward integration into Iraq. And right on the heels of this postal platoon was the Headquarters Platoon, deploying to Kuwait to provide command and control of three human resources and two postal platoons (all active duty). To put this in perspective, a total of over 70 Soldiers from the 444th

HR Company deployed within a six month timeframe.But the deployments didn‟t stop there. On the heels

of the platoon deployments was the deployment of an eight-man team of Soldiers deploying to the theater Human Resource Sustainment Center in Kuwait to provide theater level postal and human resources support for OIF and OEF. Afterwards, two more postal platoons, from the Richmond, Virginia area (also assigned to the 444th) deployed within 3 months of each other. To date, all Soldiers have returned home; each completing their missions in an exemplary fashion, without any casualties.

Some of the accomplishments of the 444th Platoons are listed below:Headquarters Platoon:Deployed 27 Soldiers to Kuwait (Jun-Apr 09) in order

to provide C2 and administrative support to three R5 and two postal platoons

Postal platoons, under HQs C2, processed voting ballots during a highly publicized election year

R5 platoons processed thousands of Soldiers into and

out of Iraq and AfghanistanNumerous Soldiers were promoted to NCO while

deployedDFAC Soldiers recognized for best DFAC in KuwaitSupply and maintenance removed over $750K worth

of excess equipment from the property books (left by past unit rotations)

Admin supported over 200 Soldiers DD93s, SGLVs, leave and pass requests

Operations conducted three 100% weapons qualification ranges

Information management managed the accounts of over 70 users ensuring continuous access to computer systems

1st Platoon:Deployed 20 Soldiers to Iraq in order to provide postal

support to COB Speicher, FOB Summerall and FOB Brassfield-Mora in the Tikrit area

Managed operations that processed over 5.5 million pounds of pro-grade mail, over 2.5 million pounds of retro-grade mail and a total of over $2.1 million in postal sales

Managed the processing of over 15,000 absentee ballots during the election cycle

3rd Platoon:Deployed 21 Soldiers responsible for providing R5,

Postal, CLT and HR Company operational support to Joint Base Balad

Two Soldiers received Combat Action Badges for Indirect Fire (SSG Snow & SGT Fowler)

Three Soldiers were detailed to Joint Base Balad (JBB) Hospital to conduct CLT missions; the JBB CSH was the largest in Iraq and SGT Knopsnyder, SGT Binns & SPC Roy were responsible for meeting each aircraft as they landed and collect casualty information for thousands of Soldiers and Civilians

SSG Zolnak & SSG Snow were picked to brief State Dignitaries on the Absentee Balloting process to include Pennsylvania Secretary of State, Pedro A. Cortes, during VIP visits to Iraq

444th HR Company Soldiers execute a training casualty litter run while deployed in theater.


Mail Call!By CWO3 David J. Smart, USMC, Director,

Inter-service Postal Training Activity,Fort Jackson

Ever wonder how that letter or package from home finds you in the middle of the desert or the mountains of another country? Want to know how your personal correspondence makes it back to the your loved ones from your APO mail box? For the DoD, it is done by service members trained to perform theses duties where the United States Postal Service can‟t. This training is done at the Inter-service Postal Training Activity (IPTA) at Fort Jackson, SC. This joint service school trains young men and women from the Army, Navy, Air Force, and Marine Corps to perform these duties for the military to ensure our service members can stay connected to family and friends.

History. On 5 May 1980 the Department of Defense designated the Army as the single manager for the Military Postal Service (MPS). Department of the Army established the Military Postal Service Agency (MPSA) as a field operating agency with a Brigadier General as Executive Director (The Army Adjutant General located at Human Resources Command) with a joint service staff. The MPS is an extension of the United States Postal Service, and generally operates where the USPS does not. The MPSA acts as the DoD-wide functional director for the Military Postal System (MPS) which includes implementing uniform world-wide postal practices and procedures, when possible.

The Inter-service Postal School was established in the summer of 1982 at Fort Benjamin Harrison, Indiana under the Soldiers Support Center (SSC) and moved to Fort Jackson in 1995 under the Soldier Support Institute. The school is an Inter-service Training Review Organization (ITRO) course hosted by the Army. The Postal School is staffed by instructors from three services.

What the IPTA does. The mission of the Inter-service Postal Training Activity (IPTA) is to train personnel from all branches of service on the basic and supervisory postal skills involved in the operation of a Military Postal Facility. This is done by a staff comprised of subject matter experts from all branches of service as well as Army civilian employees. Our Postal School training is derived from the DoD Postal Manual. This manual is published by MPSA to develop other technical directives and regulatory documents, as necessary,

to be used by all DoD Components in support of the MPS mission and consistency for all services. We also use various United States Postal Service manuals in the development of the schools curriculum.

We conduct two distinct courses at the IPTA. The first is the Basic Operations Course which provides entry level, basic postal skills training. This is a five week course that covers all areas of postal operations. During this course, future postal warriors learn how to issue and maintain a stamp stock, domestic and international mail procedures, money order processing and sales, postal supply, claims and inquiries, Postal Service Center (PSC) operations, directory services, mail processing, mail transportation, and registered mail procedures. Once students have successfully completed all these lessons they will possess the skills needed to perform basic postal duties.

The second course we conduct is the Postal Supervisors Course. This course is designed for the senior level postal personnel. This is a two week and four day course that trains students in the management and supervisory skills required to perform duties as a postal supervisor. Students are trained in the following:Identification of Military Postal Service

Responsibilities Assume Custodian of Postal Effects

Responsibilities Program an Integrated Retail Terminal Contingency Postal Operations Postal Incidents Inspect a Military Post Office Automated Military Postal System (AMPS)

While attending the Supervisors Course, the students are required to perform an inspection of a mock Military Post Office (MPO) as well as provide a briefing on the outcome of that inspection to the Director of the Postal School. The purpose of this is to introduce the students to the various scenarios they can face when inspecting an MPO. The Supervisors Course is also provided a tour of the local USPS mail processing facility to see just how the whole system works and how the military mail ties into the USPS network.

The IPTA also conducts Mobile Training Team1775 Summer 2010 21

(MTT) training upon request for active and mobilized Army reserve and active units preparing for deployment. Once a request is submitted through proper channels, the IPTA will send instructors to the unit‟s home station to provide the requested training. This training is funded by the requesting unit and allows that requesting command the ability to train all their deploying postal personnel at one time, in one location to help enhance unit readiness.

Under the supervision of the Adjutant General School and as one part of the Army‟s HR core competencies, our goal here at the IPTA is to provide all service member students with the tools they need to perform postal operations in a world-wide environment. We want them to leave here able to handle any postal operations scenario that may come their way. Mail is vital to a unit‟s morale and overall performance. We want to ensure that we are teaching our future postal service members the necessary skills to ensure that they are maintained at the highest level.

Mail Flow for DoDService Members

Provided above is a DoD mail flow schematic.


Warfighter Training Support Package –Plan Theater Postal Support

By Ms. Polly Jones, Training Specialist, Collective Training, Training Development Directorate, Soldier Support Institute (SSI)

The Soldier Support Institute is pleased to announce that the first Warfighter (WF) Training Support Package (TSP) on the collective task of “Plan Theater Postal Support” has been finalized and is now available on the S1Net at https://forums.bcks.army.mil/CommunityBrowser.aspx?id=1128699, and in the Army Training Network (ATN) at https://atn.army.mil (under: Product > Go to Product > Collective Training > Warfighter Training Support Package (WF TSP)). This particular WF TSP contains a total of five training packages which provide basic understanding of delivering mail to customers through mail receptacles; the responsibilities of the Custodian of Postal Effects; information pertaining to the Military Postal Service components and their responsibilities; proper designation and termination procedures; procedures for handling and reporting postal offenses and losses at Military Post Offices; and contingency procedures upon notification of deployment to the completion of the operation. They also describe how to inspect an MPO; and finally define the postal operations mission, responsibilities; and organizations at the Theater lever, describing the correct mail flow from CONUS to deployed locations, defining special handling mail categories, and identifying postal responsibilities of the Battalion and Brigade S-1s. The training material within each packet includes a lesson plan, powerpoint slides, practical exercises and solutions, handouts, and reference materials. Individuals must be AKO account holders in order to access this training material.

About the WF TSPs. In January 2010, the SSI Training Development Directorate embarked on a mission of developing WF TSPs for all (currently 66) Adjutant General (AG) collective tasks with the objective to provide standardized training products that can be utilized by all AG units to conduct section and team training. These WF TSPs can also be utilized individually to assist AG Soldiers in gaining, maintaining, and/or improving their technical proficiency to perform the individual and collective tasks required to accomplish their wartime mission. The collective task of “Plan Theater Postal Support” was selected as the first WF TSP to be developed, based on feedback obtained from field units during the Silver Scimitar predeployment training exercise conducted in December 2009.

WF TSPs are intended to supplement the unit approved Combined Arms Training Strategy (CATS). These WF TSPs do not establish a designated sequence or mandated requirements. This allows unit trainers/leaders to assess their unit‟s/Soldiers‟ training status to select the appropriate entry point and topics for training when utilizing WF TSPs. A helpful attribute of these WF TSPs for Reserve Component (RC) units is that the lessons plans provided within the WF TSP contain estimated “academic hours.” While RC units use the same CATS as Active Component (AC) units, these allocated academic hours serve as a guideline for scheduling RC units‟ technical training.

The SSI Training Development Directorate is currently working on the following WF TSPs: “Conduct Casualty Operations”, “Casualty Liaison Team Activities”, “Provide Postal Services”, and “Perform Transient Personnel Accountability”. As WF TSPs become available, they will be posted in both S1 Net and ATN networks. Additionally, WF TSP updates will be published on the Adjutant General School‟s website and in future editions of the 1775.

1775 Summer 2010 23

Lessons Learned from the 310th Human Resources Sustainment Center (HRSC) Deployment

By CW5 Raymond M. Lutz, 310th HRSC

The 310th HRSC was the first Army Reserve HRSC to deploy. Arriving at Fort Sill, Oklahoma for mobilization station training and validation on 18 July 2009, the 310th HRSC departed Fort Sill for Kuwait on 18 August. The 310th HRSC remained in theater until 8 July 2010 when it redeployed to Fort Dix, NJ for demobilization. The mission ended with arrival at home station at Fort Jackson, SC on 14 July 2010.

As one of only five HRSC organizations in the Army inventory and one of only two in the Army Reserve (none are in the National Guard), an in-depth look at their ability to perform their CMETL and DMETL tasks is appropriate. As the Army continues to grow and learn, it is necessary to maintain doctrinal currency and relevancy, and it is critical that an effective, mission-focused, standards-based assessment of the HRSC to perform its wartime mission be presented.

Background. A key component of Army HR Transformation included Personnel Services Delivery Redesign (PSDR). PSDR migrated the core of HR support for essential personnel services to professionalized Brigade and Battalion S1 Sections (e.g. Bde S1 will be an AG officer vice an Infantry officer in an infantry BCT). Command and control of all HR organizations (referred to as Standard Requirements Code (SRC) 12) is METT-TC driven and now resides primarily within theater-level sustainment organizations (SRC 63 series organizations). HR leaders provide C2 of SRC 12 organizations at Company level and below. At higher levels, HR organizations are aligned under sustainment units with a HRSC being allocated to a Theater Sustainment Command (TSC) as a special staff element.

While the 8th and 14th HRSCs (Active Component (AC)) were the first two HRSCs to deploy under the ongoing implementation of PSDR between 2007-2009, the 310th HRSC was the first USAR HRSC to deploy under post-PSDR completion. While PSDR is proving to be a sound concept, some HR practitioners believe that the PSDR initiative combined with the Army‟s modular redesign, selective rebalancing, stabilizing, and cyclical readiness initiatives are all prudent actions that combined should provide the Army with additional deployable units and also eventually bring increased stability to Soldiers and their families. Most of the ideas that underpinned the creation of an HRSC as a TSC staff element were once new and untested concepts, but in this third HRSC deployment, the 310th

HRSC continued to validate the organizational design.This included validating key functional areas where

operational constraints needed to be applied in order for the HRSC to stay within original design parameters as well as provide the HRSC the capability to provide

310th HRSC Human Resources Assistance Team (HRAT) staff assistance visit with the 90th Sustainment Brigade (SB) in Iraq 2009. Far left – MAJ Don Elliott, HRAT OIC and CW5 Ray Lutz, HR Technical Advisor, along with members of the 90th SB S-1 Section.

theater-wide technical guidance and training assistance for personnel accountability (PA), casualty and postal functions performed by Theater Gateway Personnel Accountability Teams, Military Mail Terminal Teams, HR companies / platoons, and the Human Resources Operations Branch organizations within the Expeditionary Sustainment Command and Sustainment Brigade structures.

In its simplest terms, the HRSC structure, manning and equipping was developed to provide an HRSC the minimum mission essential capabilities necessary to operate across a broad spectrum of conflict in peacetime, crisis and war; to perform effectively throughout the full range of military operations; and perform successfully at the tactical, operational, and strategic levels of war. How well the 310th HRSC fit those parameters follows.

Some challenges exist between AC and USAR HRSC deployments that directly impacted the 310th HRSC‟s capability to readily and, when necessary, rapidly deploy as an expeditionary capable force in direct support of operating forces in a theater of operations. In addition to the differences between AC and USAR capabilities based on that status alone, the mission, location, dependencies, and authorities of a USAR HRSC also highlight some noteworthy execution-critical limitations.

Based on pre-mobilization and post-mobilization employment experience, although some challenges limited the capability of the 310th HRSC to meet their intended objectives immediately, none were execution critical and did not prevent the HRSC from rapidly achieving a high state of operational readiness. Some of the more challenging lessons learned on these execution critical limitations follow:


Integration. The HRSC was never fully integrated within the 1st TSC. Trying to accomplish the USAR HRSC mission as OPCON to the 1st TSC while sharing the same mission with an assigned AC HRSC with an enduring theater mission was initially challenging. Eventually, roles were determined and an effective HRSC and 1st TSC battle-rhythm was developed, which highlights the fact that in today‟s force projection Army, planning and executing major operations to support a theater campaign remain formidable tasks and HRSC leaders must develop an on-going deployment "expeditionary mindset" with emphasis on flexibility to be successful.

Manning. Congress passed the Goldwater-Nichols Department of Defense (DoD) Reorganization Act of 1986 (GNA) which directed development of joint doctrine for the integration of air, land and sea forces under a Joint Forces Commander. The strategic and operational focus of GNA also placed heavy emphasis on joint officer training, education and service. To that extent, DoD has utilized a robust system of schools, joint headquarters billets and assignment to combatant command staffs in an effort to better integrate the services. However, GNA does not address a core issue of joint integration, which is manning. To maximize the full benefits of joint synergy, joint integration must start before joint employment in the battle space; it must start at the tactical level with joint manning. The same emphasis on training, education and manning should be applied to the HRSC, particularly since it is a theater-level asset. There is precious little time for HRSC professionals to “learn the integration ropes” in theater; thus placing the right Soldier in the right slot with the right skill set is an execution critical task.

OPCON and TACON. At the Army level and, more specifically, at the TSC level, integration of the myriad OPCON and TACON units and elements is exacerbated by the vast array of multi-compo unit assignments, individual augmentee assignments, and the challenge of synchronizing force flow latest arrival dates (LAD) with boots on ground (BOG) dates among the services. While dictating rigid line and staff task organizations would be as detrimental as allowing task organizations without boundaries, it is here that a clear “ordered arrangement of forces in relation to each other” is called for; particularly if the mission of any HR element is to “maximize operational effectiveness of the total force by anticipating, manning, and sustaining military operations across the full spectrum of conflict. HR support operations accomplishes this by building, generating, and sustaining the force providing combatant commanders the required forces for missions and supporting leaders and Soldiers at all levels.” (FM 1-0, paragraph 1-1).

While the above summarizes the answer to “how well did the HRSC concept work,” the following are specific recommendations for improving the use of an HRSC.

Recommend positioning the HRSC Plans and Operations Division staff (13 personnel) with the Distribution Management Center (DMC) to enhance the management of current HR operational requirements and planning for both long and short range HR and related sustainment operations. As noted in FM 3-0, paragraph F-2, “Establishing clear command and support relationships is fundamental to organizing for any operation. These relationships establish clear responsibilities and authorities between subordinate and supporting units.”

This close working relationship would not only enhance the operational adaptability of the TSC, but would also set the conditions to integrate assets, develop the situation through combined and synchronized action, and facilitate applying the rapid decision making and synchronization process required when operating under conditions of uncertainty and complexity. This would also provide a level of stability, flexibility, control, and discipline to the HRSC as well as a measured degree of freedom and autonomy during periods of hasty as well as deliberate operations conducted by theater forces. The supporting doctrinal reference for this recommendation follows.

FM 1-0, paragraph 2-56 states: “The HRSC is a multifunctional, modular organization (staff element) assigned to a TSC that integrates and executes PA, casualty, and postal functions throughout the theater and as defined by the policies and priorities established by the ASCC G-1/AG. The HRSC provides planning and operations technical support to the TSC DMC. The HRSC‟s flexible, modular, and scalable design increases the director‟s ability to recommend HR support requirements based upon the number of units and Soldiers supported and METT-TC.”

Recommend an employment FRAGO be issued to clearly define how the HRSC will be utilized, where it will operate, its relationship to higher, subordinate, internal, and external organizations and the type of support the HRSC will receive. The effective use of a staff element in any environment, but particularly at the theater staff level, requires an unprecedented unity of effort in the direction and operation of the complex, interconnected, and increasingly global operational environment a TSC operates within. It also requires close coordination among the myriad collection of 175+ OPCON and TACON units and the departments, agencies, non-governmental organizations and nations in the operational battlespace. In addition to the clear OPCON relationship with the TSC, a clear employment FRAGO (if issued) would eliminate vague or ambiguous roles, responsibilities, or capability expectations.

This article is intended to spur thought for the holistic improvement of HRSC employment. The HRSC practitioner must be capable of executing the human dimension from humanitarian assistance to major combat. The HRSC should be refined and updated as HRSC lessons learned are continuously studied.

1775 Summer 2010 25

Graduation in IraqBy Robena Tomlinson, Camp Victory Education Center, Iraq

Graduation in Iraq. Service members in cap and gown filled the rotunda in the Al Faw Palace, Camp Victory, Iraq on May 17, 2010 waiting to make their journey across the graduation stage. As their names were called, 70 graduates proudly received a certificate, honoring them for earning their college degree. The graduates came from across Iraq to participate in the Camp Victory Education Center 2010 Graduation ceremony, the second ever in Iraq.

While the service members will receive their diplomas in the mail from their respective colleges, Patricia Davis-Mullins, Education Services Officer (Fort Bragg, NC ) and Robena Tomlinson, Education Services Specialist ( Fort Hood, TX), both said it was the military‟s way to honor their achievement and give them a chance to perform the ceremonial graduate‟s walk across the stage. “Providing service members a ceremony like they would have at home shows them the military recognizes their accomplishments and supports their efforts to complete their education”, said Davis-Mullins. Robena Tomlinson indicated that it is an honor to serve such wonderful men and women of the Armed Forces in helping them to reach their educational goals while deployed.

For the students, this ceremony was a meaningful celebration of their educational achievements, which ranged from associate degrees to a doctorate. “We missed our commencement ceremony back in the states so this means a lot”, said Staff Sergeant Renee Villegas, an operating room technician from Silver City, NM assigned to the 28th Combat Support Hospital out of Fort Bragg. “I had to accomplish a lot of online distance learning because of my previous deployment of 15 months”, Villegas said after receiving her bachelor‟s degree in applied science.

The graduates received their certificates from BG Donald Currier, the 49th Military Police Brigade Commander, who along with Carolyn Baker, Chief, Continuing Education Programs, Office of the Under Secretary of Defense, congratulated the service members for continuing their education and earning their degrees while serving in the military. “Your degree is a wonderful testament to what you have been through, to what you„ve accomplished, and what you‟ve learned”, Currier said during his address at the ceremony. He also quoted author Christian Larson by saying, “take pride in how far you have come and have faith in how far you will go”.

1LT John Saindon Jr. from San Antonio, a Texas Army Reservist assigned as an environmental officer with the 13th Expeditionary Sustainment Command based out of Fort Hood, called the event historic. “There are Soldiers, Airmen, and Sailors in the middle of Iraq, in Al Faw Palace no less, getting the opportunity to be recognized for their accomplishments”, said Saindon, who recently earned his Doctor of Health Science.

This is the second graduation for service members who have completed their degrees through the Victory Base Complex education centers, online distance-learning programs or through the GoArmyEd website. The first was held last year on the same day, May 17, 2009.

LTG Robert W. Cone, CG, III Corps and CSM Arthur L. Coleman Jr., III Corps CSM, congratulate graduating service members at Camp Victory Iraq.


The Multi-Generational Army Workplace: Tips for the Successful Adjutant General’s Corps Leader

By LTC (Ret) Karl Wiedemann and LTC (Ret) Barry LeslieSince the mid 1990s researchers, employers, and

human resources (HR) professionals have recognized that the aging US workforce will reduce the pool of available employees. During the past 15 years, the Army attempted to minimize the impact of a shrinking number of available enlistment aged men and women by adjusting its recruiting numbers and re-enlistment goals. Additionally, the Army increased its reliance on contractor and civilian support. So, given the decreasing number of individuals available for employment, what is the impact on the Army? One of the impacts is the leadership challenge that emerges for the Army and the Adjutant General‟s Corps, in the multigenerational workplace.

For the first time in our history we have a workforce that is comprised of four generations. Evidence of the widening range of worker ages is in Army Basic Training where the age span of first time recruits is a 24 year gap from ages 17 to 41. In many Army offices, the difference in ages is even more noticeable. This means individuals are living, training, and working with men and women from totally different generations with each generation possessing unique values, perceptions, and work ethics. Have you ever considered working side-by-side with your mom and dad? How about your grandparents? Or, what about working with your son or daughter? What if one of them was your direct supervisor? As you might imagine, this can make for a difficult working environment.

The intent of this article is to give insight into the challenges facing Adjutant General‟s Corps Soldiers and Civilians as they lead the multigenerational workforce. This article provides a short history about the multiple generational work place, characteristics associated with each generation, leadership challenges, and some tips that can help Army Human Resources professionals create motivating work environments.

History in the Making: The current workforce is comprised of four generations categorized as shown below. Multigenerational research generally agrees about the dates of birth for each category. However, while the experiences, traits, and values associated with a generation or particular era are often shared, like trying to predict someone‟s personality using their zodiac sign – it‟s not a perfect system. The generations are:Traditionalists - 1926 to 1945,Baby Boomers - 1946 to 1964,Generation X – 1965 to 1981, Generation Y – 1982 to 2000

In 2006, the median age of the US worker was 40 years, which is the highest in our history. Even though the average worker‟s age is at an all time high, it will go

even higher. By 2014 nearly one third of the US workforce will be 50 years old or older (Bureau of Labor and Statistics (BLS), 2009). Currently, forty-five percent of the Federal white collar workforce is between 50 and 59 years of age (US Office of Personnel Management (OPM), 2006). And while the older half of the Baby Boomer generation is poised to reach the traditional retirement age of 65, eighty percent state that they plan to continue working, at least part-time, during their “retirement years”. Soon, the Traditionalists, Baby Boomers, and Generation X will see a slight reduction in numbers while Generation Y will see its ranks swell to twenty-five percent of the total workforce by 2011. As this trend continues over the next two decades, with the older three generations losing 75 million employees, replaced by Generation Y with 46 million, there will be a shortage of 29 million workers (BLS, 2009).

The Generational Divide: Although there is a large age difference between the youngest to oldest generations, the events that influenced each generation has even more significance. Dominant influencers for each generation are:Traditionalist – grew up during the great depression

and World War II. This generation rebuilt world industrial capability. They value loyalty to the organization.

Baby Boomers – the first generation to grow up during a period of prosperity. They experienced the Korean War and the beginning of the Vietnam conflict. Civil rights legislation provided for victories at work and in the communities in which they lived.

Generation X – faced the economic downturn of the late 1980s and early 1990s. Due to high jobless rates, they entered the world of work having to take jobs unrelated to their college degrees – often just to make ends meet. They shared the knowledge that there were no guarantees in one‟s career.

Generation Y – the „Nintendo‟ generation is technology savvy. They saw unprecedented prosperity growing up but also violent events like Columbine, the Oklahoma City bombing, and the 9-11 terrorist attacks through the eyes of 24-hour news. With computers as part of their everyday lives they see the world outside their door as their neighborhood.

Along with this diverse workforce come generational issues. How each generation views different aspects of working life directly affects their opinion of those with whom they work. Older generations may see the younger workers as having little or no work ethic, lower standards of behavior, lack of respect, and no loyalty to the organization. Conversely, the younger generation may see older workers as slow, reluctant to use

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technology, and inflexible. While research shows these perceptions are not necessarily true, each generation does have its idiosyncrasies and each has its own way of dealing with work related issues. For example, each generation has differing views about authority, communication, recognition and reward systems, or even the concept of work itself. Figure one provides examples of these differences.

Traditionalist Baby Boomers Generation X Generation Y

Birth Years Pre-1946 1946 - 1964 1965 - 1980 1981- 2000

Population Size 75 M 80 M 46 M 76 M

Traits Duty first, loyalty.

Me first. Can be a workaholic. Defined by career status.

Who cares. Self-reliant and pragmatic.

Confident, assertive, achievement oriented and tech savvy.

ValuesValues hard work and self-sacrifice.

Team oriented; values personal growth and social involvement.

Values fun and time away from work. Places high value on family time and friendships.

Highly ethical and moral, respects authority, passionate about championing the right causes.

Communication Style

While somewhat wary of technology, they prefer a more formal style of communication such as memos or phone calls.

Accustomed to technology, but stil l prefers a more formal means of communication. Prefers in-person meetings.

Prefers a more informal and rapid style of communication.

Technology is a natural part of everyday life. Likes communication to be in "real time" via Instant Messaging (IM), texting, and cell phone.

Rewards Style

Likes to be acknowledged for depth of knowledge in an area, and for a job well done.

Likes to be acknowledged by way of pay raises and promotions.

Likes to be openly recognized and given rewards that can be used in their "off" time.

Likes to be recognized for being able to "get the job done." Prefers to be rewarded with more autonomy, opportunity and flexibil ity.

Leadership Style

More accustomed to a hierarchial system of leadership. Prefers a more strict command and control style.

Prefers a more "consentual" style of leadership. Responds well to coaching.

Doesn't really trust authority. Prefers a leadership style that is more collaborative in nature.

The younger generation tends to question authority. They prefer to be more self led and believe that learning is a two-way conversation.

Figure 1 - Generational Characteristics Matrix

Commonalities among the differences: Just as there are differences among the generations, there are also some commonalities. While they may not all approach work the same way (Baby Boomers are sometimes viewed as the characters in the movie Greed, while Generation X are „Working for the Weekend‟), all generations like to have a meaningful job. Most individuals in each generation like to be recognized for their contributions, although they tend to have differing award preferences (Traditionalists like plaques while Generation Y prefers more autonomy). All generations like to be listened to at work and feel as though their opinion matters. And while the style of communication may differ (Traditionalist like written memos while Generation Y use text messages, instant messages (IMs), e-mail, or podcasts), almost everyone, regardless of their generational affiliation, wants to be kept informed about what is going on in their office and the decisions that will affect them.

Characteristics and values of each generation create challenges for Adjutant General‟s Corps leaders. The next section discusses some of the leadership implications in multigenerational workplace.

How to lead a multigenerational workforce: So, does this sound like your place of work? Do you know anyone that falls into any of these generational categories? Have you thought about how you should lead such a diverse group of people? How do you resolve conflicts between people who see the world of work differently because of their personal experiences? Researchers have identified some key areas that they believe will make leading the multi-generational workforce more effective and the team more productive. Here are four of those areas:


Educate employees on generational issues. Ensure open communication.Encourage or establish a mentorship/partnership program. Get to know your workforce.

Tips for the leader in all of us: Does any of this sound familiar? It should. The Army has been developing leaders and helping them understand diversity in the workplace since its foundation. Human Resources officers and non-commissioned officers can find the tools they need for leading the multigenerational workforce in field manuals such as FM 6-22, Army Leadership, and FM 650-1, Developing Army Leaders. These publications cover a range of important leadership topics such as leadership roles, character, developing subordinates, influencing others and the organization, and achieving results. Consider the following tips:Educate employees on generational issues. This alone can resolve some conflicts while boosting understanding

and respect for each generation. Remember that individual‟s and each generation have different learning styles.Ensure open communication. Remember to consider each generation‟s preferred method of receiving and

processing information – use multiple media to get the word out. Give older generations time to process information.

Encourage or establish a mentorship/partnership program. Match up younger employees with Traditionalist to transfer experiences, technical skills, and develop values such as loyalty and duty. Set up reverse mentorship programs in which the younger generations teach the latest software updates to the more senior generations.

Most importantly, get to know the workforce composition and demographics. Ensure that subordinate leaders have an understanding about the complexity of the multigenerational workplace and the importance of knowing their people.

Another consideration for AG Corps leaders is to refresh their understanding of FM 6-22, Army Leadership, which provides eight core leader competencies and associated behaviors that instill confidence and cohesion in the workplace and among the generations of workers. Successful Army Human Resources Leaders can help subordinates to influence one another in positive ways to achieve goals and improve the organization. These competencies are shown in Figure 2.

In conclusion, Adjutant General‟s Corps leaders face many challenges leading a multigenerational workforce. Understanding the differences and commonalities among the generations can help promote trust and respect in the workplace regardless of the differences in values and experiences. Army leader development programs and leadership manuals provide good sources of information about how to instill cohesion in the workplace and overcome potential problems resulting from the generational age differences among employees.

Figure 2 – Eight Core Leader Competencies and Supporting Behaviors (FM 6-22, page 2-7)

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Introducing the CJ1, NATO Training Mission – Afghanistan / Combined Security Transition Command – Afghanistan

(NTM-A/CSTC-A)By LTC Twanda E. Young, CJ1, Chief, Strategic Initiatives, Camp Eggers-Kabul, Afghanistan

انه با شانه اوږه په اوږه "Shohna ba Shohna" (Dari); "Ooga-pa-Ooga" (Pashtu)“Shoulder to Shoulder”: NATO, Joint, and Afghan – Building, Advising, and Transitioning Human Resources Professionalsin the Afghan National Security Forces (ANSF).

The CJ1, NATO Training Mission– Afghanistan/Combined Security Transition Command –Afghanistan (NTM-A/CSTC-A) has the mission to organize, train, equip, and develop the personnel systems of the Afghan National Security Forces (ANSF) to meet current and future Islamic Republic of Afghanistan‟s strategic, operational, and tactical requirements. The CJ1 also provides timely and essential personnel service support to NTM-A/CSTC-A forces and its subordinate commands. The CJ1 is engaging in cutting edge human resources initiatives that will aid Afghanistan to build a comprehensive personnel management system that supports a professional and self-sustaining ANSF that has the enduring capacity to protect the people and defend the country. Critical Tasks of the CJ1 are:Mentor the development, implementation and sustainment of recruiting operations and plans of the

Ministry of Defense (MoD) / Afghan National Army (ANA) and Ministry of Interior (MoI) / Afghan National Police (ANP)

Mentor the development, implementation and sustainment of the MoD / ANA and MoI / ANP personnel plans, policies, systems and institutions

Mentor/advise ANSF (ANA and ANP) partnersOversee personnel service support and policies for the NTM-A/CSTC-A Lead initiative on ANSF integration and human rights efforts Responsible for all aspects of Crisis Establishment development and management for NTM-A and

actions related to NTM-A personnel to include strength and directive management, personnel database and reassignment in order to support NTM-A

The synergy of a joint, combined human resources community has unlimited capabilities – making a difference in developing essential Human Resource systems, building enduring institutions, and impacting the community. Find out more about Afghan ‟s ground breaking Human Resource initiatives in the upcoming editions of 1775.

Gender integration and human rights is at the forefront of a new CJ1 initiative. Afghan Border Police gets an Advisor for female police, Canadian 1LT Jenna Martin. Progress is being made and much more is needed.


The Adjutant General School AnnouncesTwo New HR Courses

By MAJ Terry D. Brannan, Director, Human Resources ManagementQualification Course (HRMQC), Adjutant General School

The Commandant of the Adjutant General School is pleased to announce two new functional, all-component courses, designed to meet specific COE training needs of our AG Soldiers serving in Brigade S1 Sections and HR organizations executing Theater Sustainment Operations. Effective 1 October 2010, the four-week Human Resource Management Qualification Course (HRMQC) will be replaced by two separate, two-week courses: The Brigade S1 Operations Course (7C-F47/500-F34) and The Human Resources Plans and Operations Course (7C-F48/500-F35). Intent is two-fold. First, it is to provide “just in time” focused training for HR leaders about to step into key HR positions at Brigade or theater level. Secondly, it is designed to help bridge the training gap for S1s and theater sustainment operators.

These courses are intended for all components and provide an excellent opportunity to receive relevant training focused specifically on current or future HR responsibilities. Both courses provide in-depth, multi-component, HR technical education necessary to support warfighting commanders and the Army Force Generation (ARFORGEN) process. Each course is individually designed to help prepare Adjutant General's Corps officers, warrant officers and noncommissioned officers to interpret, integrate, coordinate, and implement Army HR programs and policies at the brigade or theater level. HR leaders who are serving in or expect to serve in Brigade S1 positions or in the TSC HRSC, ESC / SB HROBs, HR Company, MMT, TG or other PA Team (PAT) should consider taking one or both of these courses.

The Brigade S1 course is open to: 1) All Branch / AOC 42 Officers in the grade of CPT and MAJ who have successfully completed a Captain's Career Course (CCC); 2) All 420A Warrant Officers who have

successfully completed the AG Warrant Officer Basic Course (WOBC); 3) All 42A NCOs in the grade of SSG(P), SFC, and MSG who have successfully completed the AG Senior Leader Course (SLC), serving in, or projected to serve in Brigade S1 positions at the OIC, NCOIC, and Technician level. This course is open to DA Civilians GS 11-13 on a space-available basis serving in, or projected to serve in, a valid human resources management position.

The HR Plans and Operations course is open to: 1) All Branch / AOC 42 Officers in the grade of CPT, MAJ, and LTC who have successfully completed a Captain's Career Course (CCC); 2) All 420A Warrant Officers who have successfully completed the AG Warrant Officer Basic Course (WOBC); 3) All 42A NCOs in the grade of SSG(P), SFC, MSG, and SGM who have successfully completed the AG Senior Leader Course (SLC), serving in, or projected to serve in the OIC, NCOIC, and Technician positions in the ESC / SB HROB, HRSC, TG PAT, MMT or HR Company. This course is open to DA Civilians GS 11-13 on a space-available basis serving in, or projected to serve in, a valid Human Resources Management position.

For FY 11, we have scheduled ten iterations of the Brigade S1 Course and seven iterations of the HR Plans and Operations Course. Each course has a maximum capacity of 30 students. The AG School is currently working with TRADOC to load the ATTRS schedule for these new courses. If you would like to attend the the Brigade S1 Operations Course or the Human Resources Plans and Operations Course contact the Deputy Course Director listed below for information on enrollment.

Mr. Mike HenleyDeputy Course Director(803) 751-8353, (DSN 734)e-mail: [email protected]

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SECTION III: Army BandsDeployed Bands Update 2010

The 1st Armored Division (1AD) Band, commanded by CW2 Jim Bettencourt is stationed at Camp Liberty as part of US Division-Center .

The 1AD Band arrived on January first and have been pretty busy from the outset. To date we have done close to 200 band missions, to include joint service support with 70 Soldiers to the US and British Embassies. We also in the past month have we done a once a week DFAC performance because the DFAC manager requested music for Sunday brunch.

For us, rock band performances are the most requested, followed by combos, acoustic rock, then brass and woodwind quintets/quartets, with full ceremonial band missions bringing up the rear. With the recent Iraq drawdown of US forces, the 1AD Band has had some additional ceremonial taskings, but nothing unmanageable.

1AD has been growing a partnership with the Ministry of Defense Iraqi Band. We have had about 10 meetings of various sizes, with up to 10 Soldiers at least twice a month to train with the Iraq Band. The Iraqi Band performance level is not so high, but they have a lot of enthusiasm.

Flight support priority for band missions is high, so we have good support there. Most of our Music Performance Teams (MPTs) are pretty much locked in personnel wise, other groups flex as needed. Usually we can send out four groups concurrently.

The 1st Infantry Division (1ID) Band of US Division-South (USD-S) is stationed at COB Basrah, and commanded by CW2 Jeremiah Keillor.

As stated by the other band commanders, we have made an effort not to have gigs that are “music to be ignored by”, or just for stats. I am very proud of the accomplishments of the 1ID Band. Our large number of gigs is simply because so many Soldiers are playing outside of their comfort zones and just getting the job done. So far we have completed 290 missions with another 60 or so that have been cancelled for one reason or another, usually weather related.

The 1ID Band is broken down into quite a few ensembles, including the Division Chorus deployed as part of the band. We have been able to

SGT Emily Burgess of the 1st ID Band at an Iraqi Voter Assistance Drive in downtown Al Kut, Wasit Province, Iraq.

audition, equip, and manage the chorus, with theadded bonus that they give the band vocalists for deployment. At our peak we were running two rock bands, a funk band, a country band, two quintets and the chorus, and have the personnel that allows for concurrent use of all three pop –rock ensembles.

Every small group can fit all their gear and personnel in one Blackhawk. Flights are at a premium, and we are not very high on the totem pole unless we are flying with the Division CSM (DCSM) or under his directive. Our modern rock ensemble, “Controlled Detonation”, flies everywhere with the DCSM. While they can't knock any doors down with the amount of sound they carry, it is more than enough gear for most of the venues they perform in. We have been able to move very efficiently all across USD-S by keeping our groups small and our gear light. We do occasionally palletize gear if a group is going on an extended tour, but this is the exception and not the norm.

The 101st Air Assault Division (101AAD) Band is in Afghanistan, commanded by CW3 Thomas Hager.

The 101AAD Band has been in theater for a short time. Our mission on this deployment is simple: Play Music! So far, we have not been tasked with any other missions, and our battalion is committed to keeping it that way. Our task organization this time out has us with five MPTs.


We have two pop music ensembles, a brass quintet, a dixie band, and a HQs MPT. Each group travels extremely light, especially the pop MPTs. We learned last deployment that equipment weight and number of passengers matters when you are trying to get on an aircraft.

The HQs MPT is capable of performing ceremonies at Bagram Air Field (BAF), particularly for Fallen Comrade ceremonies. We also use them as the staff in the Band HQs for continuity. That MPT will also travel off BAF occasionally to play elsewhere, but only when we can ensure another MPT is here to cover Fallen Comrade ceremonies.

We also left a rear detachment at Fort Campbell. Home station support has become very important to the our families and the surrounding home station community during our deployments.

Upon arrival in theater we executed a 15 day train up period. MPT training was a large part of the two week train up. Our containers with instruments were shipped in early May, so most of the Soldiers had not played since then.

After working back into playing, each of the MPTs has performed several times on BAF just to get their feet wet. The air movement seems to beworking rather well this time. The civilian air fleet has expanded somewhat over the past year, and we are hoping that this will allow us a little more freedom of movement throughout the theater.

Just before our departure from theater in 2009, we lost all contact with the Afghanistan National Army (ANA) Band. The mighty 82nd Airborne Division Band was able to reconnect with a small elements of the ANA Band at the National Military of Academy of Afghanistan (NMAA), their equivalent of West Point. We have made two visits to Kabul to meet with and begin ourmentoring/training relationship with them again. The Afghans are all very motivated, but they have a long way to go. They have no supply system to speak of, their instruments are in appalling condition, and their facilities leave much to be desired. But, with some hard work, I know we can make some significant progress to improve their standing.

The 82nd/101st Div transfer of authority (TOA) took place on the Army Birthday in June. It was a grand event for all in attendance. I wish the Guinness Book of Records people were there as we played the longest end sequence on record. Theday before the ceremony, we were asked if we

could play the French and Polish equivalent of our Army Song. The only reference we had were some recordings of the music. Through some diligent overnight work, we cranked out the sheet music, ran a rehearsal, and added them to the sequence. So, all together the end of the ceremony went like this: 82nd Division song, 101st Division song, Armed Forces Medley, French Army song, and the Polish Army song.

The 3rd Infantry Division Band (3ID), under the command of CW2 Jonathan Ward, is also in Iraq as part of US Division-Center (USD-C).

The 3ID Band has surpassed ten months for our main body in support of Operation Iraqi Freedom. The band is dedicated to it‟s USD-C mission with a brass quintet, a brass band (dixieland), a country/rock band, and a jazz combo.

We project that we will have performed 152 missions by our TOA, which seems low but we‟re rather proud of this. As commander, I insist that we only do quality gigs and don't pad our numbers by playing at the DFAC every other day. We shoot for events that are on par with, or surpass (in many cases), the acts that come through on MWR tours.

Members of the 3rd ID Band play for Soldiers at FOB Hammer in Iraq. Left to right: SPC Bradley vocals, SPC Cody on bass and SPC Munoz on guitar.

1775 Summer 2010 33

Making Music – Army Bandsman in the SpotlightBy Jacqueline M. Hames

The United States Army Band "Pershing's Own" is the Army's foremost musical organization. Army Chief of Staff GEN John J. "Black Jack" Pershing established the band in 1922, emulating European military bands he had heard during World War I. Today, "Pershing's Own" continues to play an important role in national and international events, and leads every inaugural parade.

The first female enlisted leader in the history of the band's existence, CSM Debra McGarity, became the Command Sergeant Major on October 2, 2009. She began her Army career in 1977 as a member of the US Army Ceremonial Band. She has held numerous leadership positions, including noncommissioned officer-in-charge and clarinetist with the U.S. Army Band Woodwind Quintet. McGarity continues to perform as a clarinetist, while juggling her duties as the senior enlisted leader of "Pershing's Own".

"Its obviously a balancing act," McGarity said, "because I do need to practice to stay up on my skills as a clarinetist, as well as devote the time and dedication to this job. But you know, I feel like I can do it.“

Before, McGarity's focus was performing in the concert band, she explained, but taking a leadership position has opened up more career opportunities. "I went from being concert band group leader to having oversight of everyone. I'm still learning, obviously," she said, but added that she is looking forward to being able to interact with all the different groups in the band.

McGarity began her musical career early in life, first joining a church choir at the age of five. Once she started school, she joined the band. In high school, McGarity took up the clarinet. "I had a couple of really excellent band directors along the way and my high school band director inspired me to want to be a band director," she said. "But while I was at school I decided to also pursue clarinet performance because I really enjoyed playing my clarinet.“

McGarity played the saxophone a little during high school and college, but decided to stick with the clarinet. She earned a Bachelor of Arts in Music Education from Shenandoah Conservatory of Music, and a Master of Music in Clarinet Performance from the University of Maryland. During her college career, she heard about the service bands in Washington, DC, and decided to audition for one.

Now, as the Command Sergeant Major for "Pershing's Own," McGarity feels she has achieved the best of both the leadership world and the performance world. One of the best things about continuing to perform as clarinetist during her tenure, is being able to get out of the office and interact with Soldiers, she said. "I think that's important for me as the CSM," she added. "I can get the best of both worlds because I am still making music, which I love to do, but I'm also able

The first female enlisted leader in the history of The United States Army Band "Pershing's Own", CSM Debra McGarity.

to try and contribute to the band from this position.“Rehearsal is an excellent break from sitting behind

her desk, McGarity said, and she looks forward to it. McGarity arrives at the office early to take care of administrative tasks before beginning rehearsal, which is normally in the morning. After, she returns to her desk and devotes the afternoon to her duties as the organization's enlisted leader, she said.

Watching "Pershing's Own" rehearse is a rare treat. As different sections of the band filed in and began tuning up, McGarity assembled her clarinet and went over the rehearsal pieces with her stand-partner. Fellow clarinetists deferred to McGarity because of her experience and rank. Once the rehearsal began everyone was equal-everyone was a musician.

Though her first concern is taking care of the band‟s Soldiers and their families, McGarity hopes to be able to maintain and further the standards and traditions surrounding "Pershing's Own.“ As the first female enlisted leader for "Pershing's Own," McGarity hopes women in the band, and all across the Army, consider her a role model. McGarity hopes women in the Army won't hesitate to follow their hearts. "You need to know that all the doors are open to you if you want to pursue them," she said.


SECTION IV: Around the Corps

The Adjutant General‟s Corps Hall of Fame (HOF) officially opened on June 11, 2010 at the Soldier Support Institute‟s (SSI‟s) Adjutant General (AG) School. COL Robert L. Manning, Chief of the AG Corps, officiated the induction ceremony for the 2010 Inaugural Class of 11 AG Corps Hall of Famers.

The AG Corps HOF honors persons based on the criteria of accomplishing positive, lasting and significant contributions that perpetuate the history and traditions of the Corps under the Army Regimental System since June 17, 1987. Its members are honored with a permanent display in the AG Corps Hall of Honor within the AG School. Selection as an AG Corps HOF inductee is made by a board comprised of senior Regimental leaders. Induction into the HOF requires approval by 75 percent of voting HOF board members.

The opening of the AG Corps HOF was an important part of AG Corps Regimental Days held June 10-11, 2010, at Fort Jackson, SC. In addition to the HOF opening, other activities conducted during AG Corps Regimental Days included a HOF Inductee, Family and Friends Tour of AG organizations on Fort Jackson. HOF inductees visited the SSI Warrior Training Area, 369th AG Battalion, 120th AG Battalion, SSI NCO Academy, and the AG Museum.

During the HOF induction and AG Corps Hall of Honor opening ceremony held at the SSI auditorium, Mrs. Teri Maude, widow of LTG Timothy J. Maude, presented to the AG School on behalf of the Maude Foundation a framed print entitled “New Dawn”, depicting the Pentagon the day after the 9/11 terrorist attacks.

The formal portion of AG Corps Regimental Days concluded with the National AG Ball held at the Ft Jackson NCO Club. The AG Corps celebrated its 235th birthday with BG Eric Porter, FORSCOM G-1, providing the keynote speech. Ball attendees were also entertained by the Airborne A Capella based out of Fayetteville, NC.

The following AG Corps Soldiers and civilian (in rank order) were inducted into the HOF as members of the Inaugural Class of 2010:

The AG Corps Hall of Fame Inducts its 2010 Inaugural ClassBy COL (Ret) Bob Ortiz, AG School

LTG Timothy J. Maude - killed in action on September 11th, 2001 during the terrorist attack on the Pentagon while serving as the Army DCSPER. LTG Maude created a visionary concept of an electronic „paperless‟ Army, and executed the “Army of One” recruiting campaign.

LTG (R) Frederick E. Vollrath - provided the leadership and management for the Army‟s enlisted force build up to support Desert Shield and Desert Storm.

LTG (R) Allen K. Ono - reworked the marketability of the Army to the country‟s civilian population in order to attract quality recruits, and led the effort to develop stringent recruiting eligibility criteria.

MG (R) Ronald E. Brooks - relocated the Soldier Support Center, Fort Benjamin Harrison, to the Soldier Support Institute at Fort Jackson, and served as Honorary COL of the Regiment from 1999 to 2008.

1775 Summer 2010 35

MG (R) William H. Gourley - in 1983 established personnel policies for physical profile management and enlisted reclassification, served as Honorary Colonel of the Regiment and Regimental Colonel Emeritus from 1990 until his death in 2008.

MG (R) Jack C. Wheeler - developed and initiated the Enlisted Distribution Assignment System (EDAS), a real time automated system that supports the management of the Active component enlisted force still used today.

CW5 (R) Antonio B. Eclavea - maintains the distinction of being the first to be promoted to CW5 in the AG Corps.

AG Corps Hall of Fame Inductees (Continued)

MG (R) Robert M. Joyce - created and was the first to command both 1st PERSCOM, USAREUR and the US Army Community and Family Support Center.

COL (R) Frank C. Foster Jr. - is considered the founding father of the AG Corps “Regiment” in 1987 and activated the AG Corps Regimental Association (AGCRA).

SGM Larry Strickland - killed in action on September 11th, 2001 during the terrorist attack on the Pentagon while serving as the Army DCSPER SGM.

Mr. John J. Dinnien - served as an Army civilian employee for 50 years and established the USAREUR AG Liaison Office in Heidelberg, Germany and its counterpart in Alexandria, VA.


Nominations for the 2011 AG CorpsHall of Fame & Distinguished Member of the Regiment

By COL (Ret) Bob Ortiz, AG SchoolCOL Rob Manning, Chief of the AG Corps (AGC),

has announced the nomination process for the 2011 AGC Hall of Fame (HOF) and Distinguished Member of the Regiment (DMOR). The Regimental Hall of Honor opened in June 2010. The Hall of Honor was established to recognize and honor persons who made positive, lasting and significant contributions to the AG Corps. Within the Hall of Honor its members are honored with a permanent display in the AGC HOF and DMOR sections at the Adjutant General School, Fort Jackson, SC.

Provided below are highlights of the HOF and DMOR memorandum of instruction (MOI), which contains eligibility requirements and nomination procedures for inductees. The HOF and DMOR MOI can be found on the AG School‟s website, S1Net and AGCRA.com. It was also mailed to major commands Army-wide and to selective senior AG retirees.

The following Adjutant General‟s Corps personnel are eligible for consideration into the AGC Regimental HOF, or as a DMOR, and must meet the additional criteria provided within the HOF and DMOR MOI:Officers (42A, 42B, 42C, 42H)Warrant Officers (420A, 420C)Noncommissioned Officers (Career Management Field

(CMF) 42 (previously CMF 71 and 97) (Bandsmen included) and MOSs 79R, 79S NCOs

Soldiers CMF 42 (previously CMF 71/97) (Bandsmen included)

Civilian employees (GS, NSPS or NF, primarily in career field CP50, and those in CP32 who directly work developing or delivering HR institutional training), working for the Department of Defense (e.g., MEPCOM), or the Department of the Army, in, or in support of, the field of Human Resources Management

HOF Nominees. All HOF nominees must have served in the AG Corps, and be retired from the Army or DOD (e.g., MEPCOM) as a Soldier or Civilian employee (using the nominee's official retirement date) for at least three years from 20 or more years of honorable service, or as an approved Army medical retiree. Example – If the nominee’s official retirement date is 1 June 2007, then the nominee is eligible for AGC HOF consideration on 1 June 2010. If Killed in Action or Deceased, the nominee is immediately eligible for AGC HOF consideration without regard to years of service or retirement status. All HOF nominees must retain honorable service, even during retirement.

HOF Inductee Standards. 1) Individuals eligible for HOF induction must have made positive, lasting and significant contributions to the AG Corps which truly perpetuate the history and traditions of the Corps. 2) Successful military or government civilian careers, or attainment of a senior position alone will not guarantee

induction into the AG Corps HOF. 3) Individuals may not submit their own nomination packet for HOF consideration and selection.

DMOR Nominees. DMOR nominees can be active, retired, or separated AGC Soldiers or Civilian employees who fall under the following categories:AGC Officers who attain the rank of Brigadier General

or higher, upon promotion or frocking.AGC Warrant Officers who attain the rank of Chief

Warrant Officer Five.AGC Command Sergeants Major or Sergeants Major

serving at the general officer nominative level. AGC Soldiers who have served as Chief of the Corps,

Regimental Warrant Officer, Regimental Command Sergeant Major, or in a Regimental Honorary billet.

AGC Civilian employees who are appointed as Senior Executive Service civilians.

Any AGC Soldier or Civilian employee who has provided a singularly stellar contribution(s) that has had, or will have, a long lasting positive impact on the Corps or the Army.

DMOR Selection Standard. DMORs must have distinguished themselves by outstanding dedicated service or significant contribution(s) that has had, or will have, a long lasting positive impact on the Corps or the Army. This standard applies to all DMOR categories listed above. AGC Soldiers or Civilians may not submit their own nomination packet. Individuals submitting DMOR nomination packets may not nominate more than two individuals during a given year.

Respectfully request you consider and submit a qualified AGC HOF or DMOR nomination packet to the Chief of Staff, US Army Adjutant General School, ATTN: ATSG-AG, US Army Soldier Support Institute, 10000 Hampton Parkway, Fort Jackson, SC 29207, NLT 1 March 2011. To expedite receipt of HOF nomination packets, request packets be scanned and e-mailed to Mr. Dave Ratliff at [email protected].

Your support of our AGC Regimental HOF and DMOR Programs is greatly appreciated.

Mrs. Teri Maude presents a 2010 Hall of Fame print en-titled “New Dawn” depicting the Pentagon after 9/11.

1775 Summer 2010 37

The 2010 National AG Corps Regimental BallBy LTC Mike Nicholas, AG School

The 235th birthday of the Adjutant General‟s Corps was celebrated during the National AG Ball held at the NCO Club at Fort Jackson, SC on June 11, 2010. The marquee guest speaker for the Ball was BG Eric Porter, FORSCOM G1, who addressed over 600 guests from all corners of the Army‟s HR Community. Entertainment was provided by the highly acclaimed "Airborne A Cappella" group, with ceremonial and dinner music provided by the 282nd Army Band. Following BG Porter‟s remarks, all guests participated in dancing and formal photographs.

Preceding the ball on the morning of June 11th, the Inaugural 2010 Adjutant General‟s Corps Regimental Hall of Fame Induction Ceremony was held followed by the AG Corps Hall of Honor ribbon cutting ceremony. Both functions took place at the Soldier Support Institute within the AG School as part of AG Corps Regimental Days, where active duty and reserve component Soldiers, civilians, retirees and family members come together to celebrate the history and achievements of the AG Corps.

The planning for the 2010 National AG Corps Regimental Ball began in January with guidance that this would be the largest National AG Ball to date. This task proved challenging but the 604 guests in attendance broke the previous year's attendance number. Due to the fact that Ball tickets sold out quickly, many individuals were unable to acquire tickets for the event. The AG Corps Regimental leadership anticipates a 2011 goal of 800 attendees for the next National AG Corps Ball!

Except for a barrage of champagne bottles being opened a little ahead of schedule, the night went off without a hitch and the official part of the program stayed on schedule down to the minute. The Regimental Officer, WO, NCO, Soldier and Civilian "of-the-year" were honored (see Page 40) as were the inaugural AG Corps Hall of Fame inductees. A very emotional part of the evening was the reading of the names of all the AG Warriors that have fallen in battle and a moment of silence to honor them. The 282nd Army Band provided music throughout the night and "Airborne A Cappella" entertained Ball guests during dinner. We were honored to have BG Eric Porter as our keynote speaker and all enjoyed his insight on what it takes to be an AG Soldier in today‟s Army.


The Faces of the 2010 NationalAG Corps Regimental Ball

1775 Summer 2010 39

The 2010 AG Corps RegimentalOfficer, Warrant Officer, NCO, Soldier & Civilian

of the Year AwardsThe Chief of the Adjutant General's Corps, COL Robert L. Manning, is pleased to announce the winners of this

year's Regimental Officer, Warrant Officer, NCO, Soldier, and Civilian of the Year. Nominations were received this year from across our Army. The voting was again close and some of the finest in our Corps were chosen.

The Officer and Warrant Officer of the Year received the LTG Timothy Maude Medal for Distinguished Achievement and a one year membership to the Adjutant General's Corps Regimental Association (AGCRA). The NCO and Soldier of the Year received the SGM Larry Strickland Medal for Distinguished Achievement and a one year membership to AGCRA. The Civilian of the Year received the John J. Dinnien Civilian Award for Excellence in Military Personnel Management and a one year membership to AGCRA.

Mrs. Teri Maude, wife of LTG Timothy Maude, Army G1 killed in action on September 11, 2001, and COL Manning presented AG Regimental Awards to the Officer and Warrant Officer of the Year recipients. CSM (Ret) Debra Strickland, wife of SGM Larry Strickland, Army G1 SGM killed in action on September 11, 2001, and COL Manning presented AG Regimental Awards to the NCO and Soldier of the Year recipients. LTC (Ret) Toby and Jan Runyon, and COL Manning presented the AG Regimental Award to the Civilian of the Year recipient.

The winners are:

Officer of the Year. 1LT Meghan Venable-Thomas, HHC, 163d MI Battalion, Fort Hood. As BN S1 while deployed to Iraq, she maintained accountability of 400 Soldiers and processed more than 700 evaluations, awards and personnel actions for 30 different locations.

Warrant Officer of the Year. CW2 Pamela Y. Rogers, S1 Section, Special Troops Battalion, 3ID, US Division – North, Iraq. CW2 Rogers is highly touted by her junior soldiers, peers, and superiors as a bastion of tactical and technical knowledge during deployment.

< NCO of the Year. SSG Jason Timothy, 160th SOAR, Fort Campbell. SSG Timothy has had a great impact on the 3d BN, 160th

SOAR‟s success in combat for 12 months. The S1 Section received eight commendable ratings during Regimental command inspections because of his dedication to duty.

< Civilian of the Year. Mrs. Linda Christ, IMCOM, Fort Hood, has 31 years federal service, retiring as an AG Colonel in 2003 and assuming the role of Transition Services Manager for Fort Hood. Mrs. Christ champions the Army Career and Alumni Program and works in conjunction with the VA and the Texas Veterans Commission.

^ Soldier of the Year. SPC Aaron D. Twyman, HQs, 2d BN, 5th Field Artillery, Fort Sill. SPC Twyman is a 369th AIT BN graduate and earned Soldier of the Year recognition by setting high standards in his day to day duties and receiving exemplary scores on the Army Physical Fitness Test. He also provided community service hours in 2009.


AGCRA Lone Star Chapter Board of Directors with the The Adjutant General of the Army (TAG). From left to right: Jeffrey Kent, Divina Bobb, LTC Jim Speegle, Marlean Druce, BG Rick Mustion (TAG), Charlie Green, CW4 Jonathan Gay, Dianne Hadley, Beth Waller.

Fort Hood AGCRA Lone Star Chapter 2010 Annual AG Regimental Ball

By LTC (Ret) Marlean DruceThe Fort Hood AGCRA Lone Star Chapter hosted their annual AG Regimental Ball on July

16, 2010 at Club Hood on Fort Hood, Texas. BG Rick Mustion, The Adjutant General of the Army was a very entertaining guest speaker for the group of 200 attendees.

The 1st Cavalry Division Color Guard conducted a classic posting of the colors with a beautiful high-step march, and the 395th Army Band from the Oklahoma National Guard supported with dinner music. Mr. Charlie Green, Chapter President, presented BG Mustion with the Honorary Texan award thanking him for his support. BG Mustion presented the following six regimental awards: Horatio Gates Bronze Gold for Mrs. Dianne Hadley, Installation AG, Transition Center; Horatio Gates Bronze for CW4 Jonathan Gay, III Corps HQs; Horatio Gates Bronze for CW3 David Garcia, Warrior Transition Brigade; Horatio Gates Bronze for CPT Brian Travis, 1st Cavalry Division G1; and Horatio Gates Bronze for SGM Brian Hernandez, 81st Military Mail Team.

Dinner and dancing rounded out the event for a most enjoyable evening.

1775 Summer 2010 41

The Fort Sam Houston Alamo Chapter of the Adjutant General's Corps Regimental Association (AGCRA) activated on June 7, 2010. The Chapter is a subordinate entity of AGCRA and non-profit, professional HR organization approved for operating on Fort Sam Houston to provide a forum for the mutual exchange and discussion of ideas and information of interest to members of the Association, promoting esprit de corps, and professional development opportunities for human resources Soldiers, Department of the Army civilians, contractors and retirees in the Fort Sam Houston and South Texas area.

The Chapter President, LTC Louann Tucker, along with the members of the Chapter‟s Board of Directors are committed to working together to build a cohesive team that provides opportunities for widespread team-building events and professional development for all human resources professionals in the San Antonio area. The goals and aspirations of the Chapter are to build a network of talented, self motivating, human resources professionals that share a common bond formed by shared Army human resource experiences, where the commonalities of environment, mission, locality and structure create a positive professional atmosphere of mutual support, understanding and respect. Ultimately, the true strength of the new Alamo Chapter will be determined by its members. We are committed to supporting the development and networking opportunities of AG Soldiers and DA Civilians through various developmental activities, programs and initiatives designed to meet the needs and desires of all members.

In honoring this commitment, the Alamo Chapter hosted a luncheon on 30 June 2010. Attendees had the opportunity to network and gain inspiration from the Chapter Senior Mentor, Colonel David Lambert, G1, United States Army South, who addressed the luncheon audience. The theme of his address was on the history of the AG Corps and the benefits of becoming a member of the Alamo Chapter. COL Lambert also covered the importance of camaraderie among all Human Resources professionals. Future Chapter activities include volunteer opportunities at Fort Sam Houston Garrison functions, the Warrior Transition Unit, Chapter membership drives and fundraisers, and within the local community.

Information on the AGCRA Alamo Chapter constitution and bylaws, board members, membership application, and much more can be found at www.AGALAMO.com, or by contacting the following: CW3 Qasim Sattar, (210) 295-5828, [email protected]; Mr. Ricardo Barnett, (210) 221-1143, [email protected]; or SFC Alma Vargas, (210) 295-6874, [email protected].

The Alamo Chapter Joins the Association’s RanksBy LTC Louann Tucker, Deputy G1, Army South, Fort Sam Houston

Alamo Chapter members meet at the Texas Alamo landmark for a photo opportunity.

SFC Alma Vargas, Chapter Secretary and Chapter mentor COL Dave Lambert call out winning numbers at a Chapter fund raiser.


AGCRA Website Redesign to Implement a HRCommunity Social Media Framework

By CPT Michael J. Skiff, Instructor, Adjutant General SchoolThere are some exciting changes

coming to the Association‟s websiteat www.agcra.com. Current featuresof our website will remain in tact, including access to current and archived editions of 1775, newsletters, and the members only section.

New features include a completely redesigned interface which is much more user-friendly, and includes dynamic content, deep social integration with the ability to share content across the web, and most importantly - a renewed focus on our shared experiences as Adjutant General‟s Corps professionals. These are exciting leaps forward for our association and support the executive council‟s stated intent to, “provide a forum for the mutual exchange and discussion of ideas and information of interest to members of the Association.”

We need your help and look forward to hearing and reading about your shared experiences! Here is how you can help as we prepare to launch the new site in the next few months:

Send us your local chapter news and events, to include recent recipients of association awards.

Send us profile articles of your AG Soldiers and Civilians making an impact across our Corps and Army.

Share your experiences with us - we want to hear about your successes, challenges and ways you have made a difference in our Corps and Army.

Send us pictures of AG Soldiers in action and photos of local chapter events.

We look forward to these exciting changes to come - stay tuned over the next few months as we implement these changes. Defend and Serve!

Send all contributions / articles / photos to: [email protected]

1775 Summer 2010 43

SECTION V: AG CORPS HISTORYThe Involvement of William Wallace Smith Bliss in the

Adjutant General’s CorpsBy Monica Henain, Intern at the AG School

People might not be aware that William Wallace Smith Bliss was an Assistant Adjutant General during the Mexican War. William W. S. Bliss was born on August 17, 1815, in Whitehall, New York. He was the son of Captain John Bliss, who graduated from West Point in 1811, and Olive Hall Simonds. Bliss decided to follow his father‟s footsteps by having a career in the military. Bliss attended the United States Military Academy on September 1, 1829. While at the Academy, Bliss showed his mathematical ability that led him to become an Assistant Professor of Mathematics at West Point from October 2, 1834 until January 4, 1840. Bliss graduated from the United States Military Academy on July 1, 1833 as a Second Lieutenant in the 4th Infantry Regiment. He was promoted to the Infantry by his own will.

Bliss‟ military career is well-known for the Mexican War, but what people don‟t know is that he was also involved in the Florida War and operations against the Cherokee. During the Florida War, Bliss served as Chief of Staff to the Commanding General from 1840 until 1841. From 1841 Bliss also served in the Florida War at various stations until August 6, 1845 when he became the Chief of Staff to General Zachary Taylor. Bliss was aiding General Taylor with the Military Occupation of Texas, the Mexican War, and commanding the Western Department. When Bliss accepted the position of Chief of Staff to General Taylor, he was also involved in operations against the Cherokee tribe. He was one of the Army officers that participated in the moving of Indian tribes from their land because settlers wanted Indian lands or because it was rich in minerals, furs, or useful timber and naval stores.

The Mexican War began in 1846 and ended in 1848. There were two causes for the Mexican war: 1) the American annexation of Texas was regarded as an act of declaring war by the Mexican government, and 2) American claims against Mexico arising from the Mexican revolutions. The actions of the United States caused Mexico to remove their minister from Washington, DC. Previously on April 21, 1836, General Sam Houston with some 1,000 Texans under his

command annihilated the 1,400 man army of Santa Anna, the Mexican dictator, in the battle of San Jacinto, which lasted eighteen minutes. General Houston‟s army won the battle and helped Texas gain its independence from Mexico. After declaring its independence, Texas had to deal with the issue of creating its border line: whether it‟s going to be the Nueces River or Rio Grande River. Even though Mexico broke relations with the U.S. over the issue of Texas statehood, the most reccurring issue was about the new state‟s border. Texas claimed the Rio Grande River as its border line, but Mexico argued that the border stood far to the north along Nueces River, the original border: 150 miles difference between the two rivers. The United States agreed with Texas‟ decision on making the Rio Grande River the new border, and decided to expand the border of the US by taking more Mexican territories, thereby, provoking Mexico into going into war with the US. The United States‟ aim in acquiring Mexican territories was to achieve “manifest destiny.” On March 1, 1845, Congress employed its power to admit new states such as Colorado, Kansas, New Mexico, Oklahoma, Wyoming, and California. In order to protect the newly independent Texas from any threats that could come from Mexico, the U.S. sent the “Army of Observation”, commanded by General Taylor, to Corpus Christi at the mouth of the Nueces River. The “Army of Observation” consisted of five regiments of infantry, one regiment of dragoons, and sixteen companies of artillery. During the Mexican War, Bliss took an


active part in the battles of Palo Alto, Resaca de la Palma, and Buena Vista.

The definition of Adjutant is “military officer who assists a superior officer.” In general, the Adjutant is seen as the principal staff officer of a higher commander in the field. The Act of Congress established the Adjutant General‟s Department in 1813. The Act assigned an Adjutant General to the Army as Adjutant, Inspector, and Chief of Staff. In the 19th century, Army regulations defined the duties of Adjutant Generals: to distribute orders; details of service; instruct troops in the manual exercise, and the evolutions and arrangement of them when brought into action; and, directions of the military correspondence. The Adjutant General‟s Office grew in importance in 1825 during the appointment of Brevet Brigadier General Roger Jones. His promotion elevated the duties of Adjutants General to being the only officers with the authority to speak and sign official correspondence “for the commander.”

Bliss was a unique Assistant Adjutant General in the sense that he performed the duties of an Adjutant General and beyond the expectations expected of an officer in his position. An example of one of the duties that Bliss performed during the Mexican War was issuing a general order to the Army of Observation on behalf of General Taylor: instructions for the Battle of Palo Alto. Besides the duties that were required from Bliss as an Assistant Adjutant General, he also took it upon himself to act as the Campaign Manager for General Taylor during his run for presidency. Bliss also functioned as a wordsmith for Taylor because Taylor‟s strength was “battlefield imperturbability” and nothing else; therefore, Bliss took it upon himself to rewrite Taylor‟s speeches and letters to make them appropriate and straightforward, but at the same time send the reader the same message that Taylor wanted to get across to the individual. Over time, Taylor became aware of Bliss „efforts and made him his personal secretary when he became President.

Bliss has been awarded several honors for his military service, but the greatest honor is naming a military base after him. In El Paso, Texas, Fort El Paso was named Fort Bliss in 1854 in honor of William W. S. Bliss. The military base was chosen to be named after Bliss because of his service in the Mexican War as General Taylor‟s Adjutant General. When Bliss died on August 5, 1853 of yellow fever, he was buried in the Girod Street William Bliss & Zachary Taylor

Cemetery in New Orleans, Louisiana. His remains were moved to the Fort Bliss Cemetery in 1955 because Girod Street Cemetery was condemned. Fort Bliss has a twenty-foot memorial of Italian marble that is raised in the memory of Colonel William Wallace Smith Bliss. An interesting fact about the burial of Bliss in El Paso is that he never visited that part of Texas. People might have not ever heard of Assistant Adjutant General Bliss, but that doesn‟t mean that his achievements won‟t live on in American military history. It was once said, “During the conflict [Mexican War], the US Army won a series of battles all of which highlighted the value of US Military Academy graduates who paved the way for American victories.” Bliss was one of the Military Academy graduates that truly did pave the way for American victories, and left his imprint on history. He proved that even Assistant Adjutant Generals can be successful and fulfill the duties that are expected of them and more. This article is intended to make people become aware of who William W. S. Bliss was and help people realize that greatness is determined by accomplishments and not ranking.

1775 Summer 2010 45

SECTION VI: LETTERS TO THE EDITORCommand & General Staff College Distance EducationBy MAJ Peter Hu

The United Stated Army‟s Command & General Staff College (CGSC) is an excellent stepping stone for many mid-career officers to take the next leap. In my eight months ofCGSC I have had some discussion with numerous peers that only particular branch officers need attendance, and some do not need it at all. First, I disagree with the notion that CGSC is just another thing to get your ticket punched for the next promotion. Secondly, while there are arguments for and against particular branches needing the course, through any of the ten month physical attendance or a hybrid of distance education mixed with physical attendance, the real answer lies within the purpose and objective of what the entire ten month course offers a typical officer. A ten month distance education course does nothing to stimulate thought and my number one reason, lacks the perspectives from others‟ views.

During CGSC I have experienced a myriad of adult learning environments that provoked much thought and caused me to rethink many of my skills. The initial courses offer many insights that I had already knew, but jarred a few brain cells loose to remind me. While the other portions of the course has stimulated my thoughts to adjust how I think my skills and abilities are best used to solve complex issues. I argue that every officer must attend the full ten month course in some sort of way as mentioned above, but definitely not distance courses in its entirety. The course offers every officer a commonality that can be drawn from, while as Adjutant General‟s Corps Officers, we are the subject matter experts in our field of personnel support and sustainment, we are given the same aspect to become more agile and innovative in our conduct of HR business. As leaders in our business of supporting commanders and taking care of Soldiers and their families, we must be able to solve complex problems and be leaders capable of conducting full spectrum operations. Ten months of CGSC prepares us to plan and train for what we know and conduct critical thinking and analysis to deal with the future unknowns.

Every group during the course is different and offers a variety of insight from those in the fight to those supporting the fight, even those that have never been in or near the fight. The absolute best experiences and insights are the interactions with sister services, international students, and American interagency organizations. They bring a whole new perspective and idea of how complex problems are attacked and offers a clearer understanding of “how are the other guys going about this” question. You are not going to get this type of exposure through a computer or reading thousands of blogs through distance education. As professionals we are well compensated, monetarily or by other means. It‟s our duty to ensure every Soldier is taken care of and commands have their needs met. With the experience and views from other perspectives the average Adjutant General‟s Corps officer can offer more than just casualty estimates, postal and personnel readiness assessments. He or she can offer a multitude of perspectives and gain a new appreciation for the military decision making process and offer better insight on complex problem solving.

I clearly understand things constantly change for the better, but it would be a great travesty to have an Adjutant General‟s Corps officer that has not had the experience of dealing with other branches, services or agencies in a school type environment, if not for ten months, but for even a few months. The education never ends and the ways and means to get there always improves. However, without ideas and experiences from the whole, the whole intermediate level education would fail to produce adaptive leaders that possess the capability to solve complex issues at all levels.

MAJ Yu Kun “Peter” HuCGSC Class 10-01Adjutant General‟s Corps

Letters to the Editor of 1775 solely express the opinions of the writer, and do not necessarily reflect the opinions of the officers of the Adjutant General’s Corps Regimental Association, nor policy or guidance of the Army’s HR leadership. Letters to the Editor of 1775 can be e-mailed to: [email protected].


SECTION VII: AGCRAAGCRA Membership Update

By SFC (Ret) Kenneth M. Fidler, Jr., AGCRA VP Membership

Greetings, fellow AG and HR professionals! Thanks to the efforts of the Executive Council, Chapter Officers and you, the general membership population, our Campaign Plan and Membership Drive are showing the fruits of our labor. To date in 2010, we have welcomed over 1,270 new and renewed members to AGCRA, which brings our current active membership total to 2,290 members. There is still more work to be done as only 4.5% of all AG/HR Soldiers and civilians assigned in all three components are members of AGCRA. Through the use of S1Net, FaceBook, 1775, and senior leader involvement, we will continue to grow and expand our membership. But in order to grow and expand, we need AG/HR professionals who are not currently members to consider joining the Army‟s professional HR Association, as well as to get the current members to update their address and stay active within the Association. Keep up the good work and spread the word about AGCRA to your fellow AG/HR professionals.

There are several ways that you can join AGCRA or renew your current membership. You may download the .pdf version of the Membership Application from the home page of the website and either mail it to us or send it via e-mail to the address listed below. You may also join or renew your membership over the phone, by contacting me at (803) 751-6714. And finally, you may purchase and/or renew your AGCRA membership through the Sutler Store link on the website, by following these simple steps:

a. Go to www.agcra.com.b. Click on "Get/Renew Your AGCRA

Membership".c. Select membership level (based on

rank/status).d. Click "add to basket". Then click on "view

basket" and the "continue".e. Select "register and continue". You MUST

register if you are applying for a NEW AGCRA membership. Additionally, AKO credentials are NOT related to AGCRA membership.

f. Click on "submit and continue".g. Click on "continue" to review order.h. Click on "continue" to verify address and

click "continue" again.

i. Select Payment Method, choices follow:(1) Print Form and mail in payment.(2) Direct Payment – secure credit card

transaction with PayPal (Preferred).(3) PayPal Express (pre-existing PayPal

customers only).j. Complete payment information.k. Select "Go Now". You will receive a

message that your order has been approved.AGCRA now has membership email reminders

that notifies those members whose memberships will expire within 90 days, as well as for members whose membership has been expired for up to 90 days. Unfortunately, there are many AGCRA members who have become inactive because they have let their membership expire. If you know anyone in this situation, please urge them to renew their membership. We rely on both the Association‟s Chapters and our individual members to keep their information updated and their memberships current. It is extremelyimportant that AGCRA members keep their information updated, because the addresses listed in the AGCRA database are where each member‟s copy of 1775 is mailed to. Please help us serve you better by making sure you verify and update your personal information with AGCRA.

Please keep in mind that the e-mail address and password you select during the membership registration process is for Sutler Store use only and is not maintained by AGCRA. Once your membership order is successfully processed from the Sutler Store, you will receive a separate automated notification that provides your AGCRA member number & user ID, and temporary password for access to the “Members Only” section of the AGCRA website. We do apologize for the inconvenience of two separate passwords. Modifications to this process are being developed at this time.

For further assistance or information on membership, please contact your Chapter representative or email me directly at [email protected].

Defend and Serve!

1775 Summer 2010 47

Showcasing Selective AGCRA Awards

HORATIO GATES GOLD or BRONZEHistory: MG Horatio Gates was the first Adjutant General of the Army. During the Revolutionary War a gold medal was presented to MG Gates by Congress to commemorate his victories over the British in the Battles of Bennington, Fort Stanwix and Saratoga. These three key battles prevented the British from occupying the strategic Hudson Valley and isolating New England from the other colonies. A replica of the original Gold Medal honors Gates' service and leadership.Purpose: To recognize the achievements “and” (for Gold) “or” (for Bronze) service of individuals who promote the objectives of the AGCRA and/or the AG Corps, as set forth in the Constitution and Bylaws of the Association.Persons Eligible: Any person who is a member in good standing of AGCRA and who is a member of the AG Corps, or other HR professional, or affiliated with the AG Corps, when the award recommendation is submitted. Personnel may not receive this award more than twice.Cost: $30.00 / $25.00, borne by the recommending authority.

AGCRA ACHIEVEMENT MEDALHistory: At the request of many Chapter Presidents, the AGCRA created an award to recognize contributions to the Association and the AG Corps.Purpose: To recognize the achievements of individuals who promote the objectives and purposes of the AGCRA and the AG Corps, or Human Resources professional, as set forth in the Constitution and Bylaws of the Association. The AGCRA Achievement Medal is awarded for achievement of a lesser degree than required for award of the Horatio Gates Medal.Persons Eligible: Any person who is a member in good standing of the Association, and who is a member of the AG Corps, or affiliated with the AG Corps, or other Human Resources professional, when the recommendation is submitted. Personnel may not receive this award more than twice.Cost: $20.00, borne by the recommending authority.

HORATIO GATES HONORARY MEDALHistory: Same as the Gates Gold and Bronze. Purpose: To recognize the achievements and distinguished service of individuals who promote the objectives of the AG Corps as set forth in the Constitution and Bylaws of the Association.Persons Eligible: Sr Officers, Sr NCOs, and Sr Civilians who normally would not be members of the AG Corps, or affiliated with the AG Corps, when the recommendation is submitted. Also, eligible are persons in Human Resources positions who have provided significant support to the AG Corps. Individuals may only receive this award one time.Cost: $40.00, borne by the recommending authority.


GATES GOLDCOL Denise H. CorleyLTC Ivery J. TaylorCOL Donald E. HowellMr. John J. Yesis (2nd Award)LTC Cynthia A. DillardLTC Paul R. BartzCOL Armon A. CioppaMr. James E. TowleSGM Charles L. KerseyMrs. Diane HadleyMAJ(P) Makalena ShibataSGM Jerome S. RiceSGM Mildred Ruiz-RodriguezCSM(Ret) Gilberto A. Torres-

AponteCW5 Charles T. Wigglesworth

GATES BRONZESFC DeShawn L. DurrCPT Carlos C. OquendoSGM Shawanda L. MartinLTC Joy L. CurrieraCSM Willie C. Washington, IIMr. Robert W. DeckardMr. Kent Shaw (2nd Award)MAJ Martin L. Stufflebeam (2nd Award)CPT Eddie IamsCPT Anthony Wilson1SG Shawn D. SessionsCPT Joaquin M. MenoCPT Flor LopezCW3 Richard E. NieheMAJ Jennifer R. MartinCW3 Alex Turkatte

ACHIEVEMENT MEDALCadet Lauren BecklerSSG Juan D. RobersonSFC Karen A. VinsonSFC Rodney K. PhilpotMSG Matthew J. QuickSFC James E. StrozierSSG Omaine DennisSSG Jennifer A. MartelMr. Venice J. JonesWO1 Shawn P. WhittakerLTC Aaron B. SanderSGM Linda FrenoCPT Ramon TorresSSG Juan D. RobersonLTC Robert L. WhiteCPT Justin A. Pavlica

AGCRA AWARD Winners1 May – 1 August 2010

GATES BRONZE (Cont)COL Patrick M. RiceCW3 David GarciaLTC Thomas L. GibbingsSGM Marlon D. RichardsonMAJ Troy W. WorchLTC Kim ChaneyMSG Jeffrey S. StephensonMAJ Jennifer L. PaulikSGM David M. DoyonMs. Gloria J. DogansLTC (Ret) Wayne J. PotuznikCOL Conrad H. Munster, Jr.CW3(P) Elisa RobinsonLTC(P) Liana L. BratlandLTC Dennis M. Wince

ACHIEVEMENT MEDAL(Cont)

CPT Lance B. BrenderLTC Julian R. BakerSFC Carlos S. ArmstrongMrs. Aretta K. GreerSSG(P) Eric R. ChrismanSGT Tiffany L. Woods2LT Karla M. Madariaga-Crayne2LT Eric J. Karwel2LT Geoffrey K. RozinakMr. Theodore SpellacyLTC Cynthia ColemanMAJ Rita SpenceCPT Michael SkiffOfficer Candidate Regina FerraraSFC James M. LightbourneSFC Braulio JarquinSFC Fabian MurilloLTC James McMurphyMAJ Andre Jackson1SG Mark A. Clark, Jr.MAJ Dominic AmantiadCW4 Aner HenriquezCW2(P) Mark HickmanCW5 (Ret) David A. RatliffCW3 Charles R. McNorton, Jr.LTC Michael J. NicholasCPT Chad M. HendersonCPT Bernard T. HellrungSGM Michael D. FullerCW3 James ArnoldWO1 Taryn DinsmoreSSG Larin S. HarrisSGT Xavier MedinaSSG Lisseyda RosarioSPC Everett BostonSGT(P) Alvin N. McWilliams

1775 Summer 2010 49

AIT MEDAL OFEXCELLENCE

PFC Nicholas RosemanPFC Brent SchwartznauPFC Kate HendricksonSGT Cameron BeckwithSPC Zachary MillerSGT Michael GummelSPC Jolene StoufferSSG Katrina JohnsonSPC Jessie Lasly PV2 Annedrea ColemanSPC Cameron Kempher

ROOSEVELT MEDAL2LT Elizabeth K. Adesida2LT Margaret P. Clayton2LT Jennyfer Y. King2LT Alexandra C. McGuire2LT Tiffany R. PierceWO1 Kyle J. BreedenWO1 Russell C. PecenakWO1 Donald J. StatesWO1 Kizzy N. TaylorWO1 Brandon L. MillerSFC Arthur M. ReynosoSSG Letia DelaneyMSG Curtis HarrisLTC Paul R. BartzCPT Stephanie CrawfordCPT Katherine MaierCPT Stephen MalloryCPT Ivan PaduaayalaCPT Micah RueCPT Kimberly WhiteCPT Jason WhitusSFC Michael J. SilvaSSG Danielle R. Green2LT Bethany Dumas2LT Kristen Wright2LT James Fiala2LT Maira Patino2LT Mary Wilcox2LT Nina Washington2LT Ronald Keplinger2LT Sarah Rainville2LT Shawntae WoodhouseSGM Kevin K. HerzingerSPC Johanna D. Zamora2LT Matthew J. Alken2LT Allison T. Chan2LT Daniel Evanoff2LT Robin Mae James2LT Elizabeth A. PattersonSPC Everett BostonWO1 Denise CampbellSSG Sharonda S. MitchellSFC Danny Padro

AGCRA AWARD Winners(Continued)

HORATIO GATES HONORARYMG James E. RogersMr. Fred DeLisleCOL Karl D. ReedLTC Lawrence A. Anyanwu

MG WILLIAM H. GOURLEYLEADERSHIP AWARDCPT Stephanie Crawford

COL FRANK C. FOSTER, JR. AWARD FOR WRITING

EXCELLENCECPT Christopher Flores

HARRISON MEDAL2LT Toni R. JamesWO1 Glen A. MudgeSFC Andrew L. Grice, Jr.SFC Raymond HowardCPT Jessica Kovach2LT Jason CoxSFC Tykeivius O. CurrySGT Peggy M. HendersonSSG Patrick J. SullivanSSG Jeffrey T. Hill2LT James FialaSSG Kristoffer S. RosalesSFC John EllisonCPT Ronda Karluk2LT Allison T. ChanCW3 Robert E. Brabo IIWO1 Krista K. FawleySSG Curtis Taylor


1775 Summer 2010 51

Items for Sale in the Sutler StoreFor more information or to purchase items, go to http://agcra.com/store/Check out the AG Corps logo apparel available in the Sutler Store. New products include AG Corps cuff links and a men‟s necktie combo set.Additionally, cool dry polyester Polo shirts w/AG Corps Logo are available in both women‟s and men‟s styles in an assortment of colors. Crewneck and Hooded sweatshirts w/AG Corps Logo are also available in Navy. FOR NEW MEMBERS ONLY! Purchase a new AGCRA membership and receive a 30% discount on one item purchased from the Sutler Store. Discount is not available on-line and must be validated by contacting [email protected]. Discount expires within 90 days of new membership purchase.

All prices include shipping and handling. AG Corps Golf Windshirt (Navy) – $52.00AG Corps Ceramic Mug (Cobalt) – $8.00AG Corps Cuff Links – $13.00Men’s Necktie Combo Set – $34.00AG Corps Ball Cap available in Navy or Red – $15.00Executive Zippered Padfolio (Blue/Black) – $27.00AG Corps Men’s Polo - Cool Dry Polyester (Navy, White, or Red) – $25.00AG Corps Women’s Polo - Cool Dry Polyester (Navy or Red) – $25.00AG Corps Laser engraved Wooden Humidor, Solid or Glass Lid – $47.00AG Corps Golf Tees, 3 ¼”, 25 count (Natural or White) – $7.00


1775 summer 1775, the journal of the

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