1775, The Journal of the Adjutant General’s Corps Spring Regimental Association, (ISSN 1775 1551-8205) is published by the Adjutant General’s Corps 2013 Regimental Association, a

non-profit organization, The Journal of the Adjutant General’s Corps Regimental Association headquartered at Fort CONTENTS Jackson, South Carolina, and The Adjutant General’s Corps Regimental Association Officers 2 is devoted to the advancement SECTION I: REGIMENTAL LEADERSHIP and professionalism of the Notes from the Chief of the Corps 3 Adjutant General’s Corps Notes from the Chief Warrant Officer of the Corps 5 Regiment members. Articles Notes from the Regimental CSM 6 appearing in the journal do SECTION II: ARMY HR PROFESSIONAL READING, DEDICATED not necessarily reflect the TO “AG NCOs” opinion of the officers and AG Officer Branch Update 7 members of the Regimental AG Warrant Officer Branch Update 9 Association, nor the Army’s HR leadership. Articles AG Enlisted Branch Update 10 submitted by members or AG NCO Challenges 11 civilian employees of the US USAREUR G1 / TAG NCOs 13 military services are AG NCOs – The HR Center of Gravity 15 expressions of personal AG NCO Education & Training – Keeping it Real 16 opinion, unless otherwise Impressions from Senior NCO CTSSB Board Members 20 stated, and should not be The Role of the AG NCO 21 interpreted as reflecting the SECTION III: ARMY BANDS official opinion of the Funeral Preparation – A Taps’ Perspective 24 Department of Defense. US Army Bands Picture-Grams 26 1775 is scheduled to be SECTION IV: AROUND THE CORPS published three times a year. S1Net Membership Milestone Hits 100,000 27 Articles for submission are Re-invigorating the Role of the OER Rater 28 welcomed and should be sent Commanding a Brigade Special Troops Battalion as an AG Officer 30 to the address below. The USAFOR-A HR Theater Wide Conference 32 editor and publisher of 1775 1st Cavalry Division G1 HR Best Practices 34 also invite the submission of HR Operations in a Combined Joint Interagency Environment 37 photographs and illustrations AG Leadership Rules to Live By 39 to accompany articles. Marching Towards Graduation – AG BOLC Paves the Way 41 The editor reserves the Training the Afghan National Army 5th Kandak’s Personnel Shop 42 right to reject any articles Army Learning Model 2015 44 and/or to modify articles for The AG Corps and Carlisle Barracks 45 clarity or space limitations. USAREUR’s 2012 Vollrath Awards 47 Requests for authorization to SECTION V: AGCRA reprint 1775 articles should be AGCRA Award Presentations 48 sent to the address below. Why Become an AGCRA Member 49 Contact Information: Activation of the AGCRA Old Dominion Chapter 50 VP, Publications, AGCRA Activation of the AGCRA Masters’ Chapter 51 PO Box 10026 100% AGCRA Membership 52 Fort Jackson, SC 29207 AGCRA Award Winners 53 Email: Not Getting Your Mailed Copy of 1775? 56 [email protected] Sutler Store Items 56 Visit us on the web at: www.agcra.com Look for the AG Corps 2013 Hall of Fame Inductees and 2013 AGCRA Scholarship Winners in our 1775 Summer 2013 Edition. 1775 Spring 2013 1 The Adjutant General’s Corps Regimental Association Officers www.AGCRA.com

Officers President: COL Todd Garlick Senior VP: COL (Ret) Michael R. Molosso Regimental Warrant Officer: CW5 Coral J. Jones Regimental CSM: CSM Christopher D. Culbertson VP, Awards: CW5 (Ret) David A. Ratliff VP, Membership: SFC (Ret) Kenneth M. Fidler, Jr. VP, Publications: COL (Ret) Robert Ortiz-Abreu, Jr. VP, Sales and Sutler Store: CSM (Ret) Teresa Meagher VP, Plans and Programs: COL (Ret) William (Al) Whatley VP, Community and Corporate Affairs: LTC (Ret) Ward D. Ward VP, IT and Strategic Communications: LTC Troy W. Worch Adjutant: COL (Ret) Robert Ortiz-Abreu, Jr. Secretary: MAJ (Ret) William Villnow Treasurer: LTC (Ret) David Smoot AGCRA Webmasters: CPT Michael Skiff & SFC (Ret) Paul C. Hessert

Honorary Officers Honorary Colonel: MG (Ret) Patricia P. Hickerson Honorary Warrant Officer: CW5 (Ret) Daniel J. Logan Honorary Sergeant Major: CSM (Ret) Michael L. Armstead

1775 Staff and Support: Editor, Layout and Graphics Design: COL (Ret) Robert Ortiz-Abreu, Jr. Assistant Editor: LTC (Ret) Ward D. Ward Printing Services provided by Colonial Printing, Columbia, SC

From the Editorial Staff:

This edition of 1775 is dedicated to the “AG NCO”. The US Army’s NCO Corps distinguished itself as the worlds most accomplished group of military professionals. Historical and daily accounts of life as an NCO are exemplified by acts of courage, and a dedication and willingness to do whatever it takes to complete the mission. HR NCOs have also been celebrated for decorated service throughout the Army’s long and distinguished history, to current conflicts in Iraq and Afghanistan. In recognition of their commitment to service and willingness to make great sacrifices on behalf of our Nation, our Army, Commanders, Soldiers and their Families, we dedicate this edition of 1775 to the “AG NCO”. We hope you enjoy this edition of 1775 and solicit your comments and feedback at [email protected].

Bob Ortiz, VP Pubs & Editor, 1775 Colonel (Retired), US Army, [email protected] 2 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com SECTION I: Regimental Leadership Notes from the Chief of the Corps By COL Todd Garlick, Commander, Soldier Support Institute, Chief of the AG Corps, and Chief, Army Bands schools, and all he wanted in return was the opportunity to reenlist and continue to serve his Country. It is this type of selfless service that epitomizes our AG NCO Corps today. Here at Fort Jackson, we have placed increased emphasis on the program of instruction at the NCO Academy. BG MacEwen, the previous Commander of the Soldier Support Institute, has commented more than once on the importance of the NCO. To paraphrase his words, if we don’t get our instruction right with our AIT Soldiers and young Privates, an NCO will have to fix it. If Fellow AGs, this edition of 1775 is we fail to educate a Lieutenant, Captain or dedicated to our Noncommissioned Officer Warrant Officer, an NCO will fix it. But if we Corps, the strength and “the backbone of our fail to instruct our NCOs, we will never get it Army” and our Corps. We have articles from right. For that reason, today’s program of across the width and breadth of our Adjutant instruction at the NCO Academy more closely General’s Corps that attest to our NCOs and resembles battle staff training, with a focus on the important role they play in taking care of the Military Decision Making Process our Soldiers. (MDMP). One of the honors that I have as the Chief AG NCO professional development courses of the Corps is being asked to preside over are doctrinally based and modularized around promotion, reenlistment and award the four HR Core Competencies of; Man the ceremonies. I was recently asked by an NCO, Force, Provide HR Services, Coordinate who I met at our Enlisted Critical Task Site Personnel Support and Conduct HR Planning Selection Board (CTSSB), to conduct his and Operations. The redesigned 42A reenlistment ceremony. As I prepared for this Advanced Leaders Course (ALC) and Senior event, I read through his ERB and biography, Leaders Course (SLC) are designed to produce and I began to appreciate what our young NCO HR leaders who are doctrinally sound, NCOs are being asked to do in caring for our technically capable, and execute HR missions Soldiers and their Families. This particular as critical and creative thinkers. Our NCOs NCO had recently redeployed from are receiving more hands on instruction on Afghanistan while serving with the 2d Brigade Army HR systems, and intense training on the (Strike), 101st Airborne (Air Assault). MDMP than ever before. Previously, he had served as a Senior One of our senior instructors at the Soldier Human Resources Sergeant in Iraq with the Support Institute’s Warrior Training Area, 101st Sustainment Brigade. Mix in multiple where we replicate a Forward Operating Base assignments in DC, and this particular NCO operating in an austere environment, and his young family had PCS’ed three times remarked on the products that a recent NCOA in nine short years, deployed twice, been on class had produced. In short, he stated that if extended TDYs to his NCOES, Instructor he hadn’t known better, he would have sworn Certification, and numerous other military that the products this NCO Academy class 1775 Fall 2013 3 produced came from a Captain’s Career Course – they were that professional and in-depth. This validates what I have seen as I travel around our Army and visit with HR professionals. Our NCOs are being asked to do more than ever before in terms of tactical and operational planning. Personnel Services Delivery Redesign, which placed personnel support at the tip of the spear in our deployable combat formations, has highlighted the importance of having AG NCOs who are masters of our profession. One trained and ready senior NCO in a battalion or a brigade can make a difference in HR support, and our NCOs are stepping up to that challenge. The state of our Corps is such that I am confident we are right in focusing development on our NCOs, who in turn are ensuring our junior enlisted, officers and warrant officers get the mentorship and leadership that they need and deserve. Gone are the days where we ask our NCOs to attend a school, learn through rote memorization, and where our instructors teach to a test. Our Army and our Soldiers deserve better, and our training developers and NCO instructors / facilitators have delivered. I use the term facilitator to highlight the fact that our cadre are learning how to leverage the experiences of our students in order to achieve the desired learning objectives. While this method of instruction isn’t new to academia, it may seem different to those who have attended prior to this change and are familiar with an instructor talking from prepared, scripted notes. Every class after action reviews that I receive notes class and peer interaction as a strength and highpoint of the instruction. Classes now utilize blended learning opportunities, combining technology and student experiences to produce graduates who can effectively plan and execute HR support at the battalion and brigade level, using concrete, real world experiences. In this edition of 1775, you will hear more about our outstanding AG NCOs, both in the field, forward deployed, and here at the AG School. We have several articles from our most senior NCOs throughout the Corps, from HRC to ASA M&RA to USAREUR. There also is an insightful article written by one of our young NCOs entitled “AG NCOs – The HR Center of Gravity,” and a poignant article written by one of our talented bandsmen that captures the essence of performing taps at a funeral service. Other notable pieces range from the challenges of commanding a BSTB to information on the new OER. Lastly, there is a great summary of the benefits of belonging to our Adjutant General’s Corps Regimental Association – and I didn’t even have to pay off the author to write it (smile). I hope you enjoy this edition, and reading about our NCOs, as much as I did. Defend and Serve!

4 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Notes from the Chief Warrant Officer of the Corps By CW5 Coral J. Jones, Chief Warrant Officer of the Adjutant General’s Corps

awards and strength reporting. NCOs are both technically and tactically proficient. AG NCOs have been at the forefront in getting our Soldiers trained and prepared for combat to execute the numerous changes that have taken place in HR policies and procedures. For example, AG NCOs have led the way in training Soldiers in Silver Scimitar to ensure that our Soldiers and unit S-1s, postal and HR platoons are prepared for deployment to Iraq and Afghanistan. Our AG corps continuously provides quality HR support and services as a result of this training. NCO leadership is vital to the success of the AG Corps. AG NCOs must continue to lead by Greetings Army HR Professionals. This edition example. Field Manual 7-22.7, The Army of 1775 is dedicated to a special group of Army Noncommissioned Officer Guide, states five professionals – the AG NCO Corps. I am proud of principals of the NCO vision: 1) lead by example, the AG NCO Corps because they are truly the 2) training by experience, 3) maintain and enforce backbone of our Corps. I would like to focus on two standards, 4) take care of Soldiers, and 5) adapt to things that AG NCOs do best, which is training a changing world. AG NCOs have consistently and providing outstanding leadership. The NCO demonstrated these five principals both in Corps is responsible for training our junior peacetime and wartime. The Army has been at Soldiers in the HR core competencies: 1) Man the war for over 10 years; however, the Army is Force, 2) Provide HR Services, 3) Coordinate currently in the midst of the one of the largest Personnel Support, and 4) Conduct HR Planning drawdowns in its history. With this drawdown and and Operations. budgetary constraints, there will be numerous AG NCOs must understand the significance of changes in HR and force management. The Army training our junior Soldiers. It is because of will have to do more with less resources. What this training that our great AG Corps is relevant in the means is that NCOs will still have to make things fight and able to execute essential personnel happen to ensure mission accomplishment, but services, postal, casualty and HR planning & with fewer personnel and less money. operations on the battlefield. Commanders and In addition, AG NCOs must enforce the basic leaders understand the importance of what HR fundamentals of Soldiering, which is what makes brings to the fight because our AG NCOs are the NCO Corps a timed honored Corps. The AG properly training our AG Soldiers. Personnel NCOs Corps is stronger than ever and Services Delivery Redesign was successful because continuously demonstrates the Army’s leadership our AG NCOs led the way side by side with our AG model of Be-Know-Do. We have AG NCOs that are Warrant Officers. serving in numerous leadership positions in AG NCOs are training Soldiers in EDAS, combat arms, special operations and joint units. TOPMIS, eMILPO, DTAS and numerous other HR Our AG NCOs are competitive with their peers in systems. Additionally, AG NCOs have been key Maneuver, Fires and Effects MOSs. AG NCOs players and are united with AG Warrant Officers have been a solid foundation within the AG Corps in the development and training of the Integrated and I have no doubt the AG NCO Corps will Personnel and Pay System-Army (IPPS-A). Over continue to be our Regiment’s bedrock, the past several years, the Army has transformed contributing outstanding leadership to current and and there have been numerous changes in HR future Army HR missions. policies and procedures. For example, there have Defend and Serve! been changes in enlisted promotions in regards to the DA Form 3355 and changes in evaluations, 1775 Spring 2013 5 Notes from the Regimental CSM By CSM Christopher D. Culbertson, AG School & Regimental CSM

multi-talented HR professional that is no longer seen as just technically proficient. The HR professional NCO is now pictured as a versatile and experienced leader who demonstrates resilience, adaptability and sound judgment. A Commander’s trusted advisor who is effective, efficient and doctrinally sound. AG NCOs are the caring and committed men and women that recruit America’s sons and daughters to join our Army and way of life. AG NCOs are the Drill Sergeants and Platoon Sergeants that teach our newest Soldiers how to Be, Know And Do. AG NCOs are the Instructors, Special Operators, First Sergeants and Hello AG family and friends. It has been Sergeants Major who are responsible for training, almost a year since I assumed duties as the Corps maintaining, leading and caring for the Army. AG Regimental CSM and I can honestly tell you that I NCOs are CMF 42 Soldiers that show and tell the am truly enjoying this once in a lifetime AG story in every formation in which they serve. opportunity. In my travels to respective posts, That said, as the Corps continues to transform camps and stations, I have met some of the finest and the roles and responsibilities of the HR NCO Officers, NCOs, Soldiers and Civilian HR continue to be redefined, we must always professionals that proudly call the AG Corps home. remember to lead by example first and foremost, While all of our AG professionals deserve continue to train from past experiences and lessons honorable mention in this edition of our learned, maintain and enforce the highest professional magazine, I want to highlight and standards possible, take care of our Soldiers, devote my comments to the AG Noncommissioned Families and Civilian personnel and adapt to and Officer, the backbone of the Army and center of embrace change. This is how the AG NCO will gravity for the Adjutant General’s Corps. continue to be measured amongst peers from other Over the past 27 years, I have served the Army branches and specialties. Note - when a leader or and Adjutant General’s Corps as an NCO. I have Soldier outside the career management field witnessed the ongoing transformation of the Corps approaches an AG NCO after having observed and the evolution of the AG NCO. During the pre- their successful performance of duty and states, “I Personnel Services Delivery Redesign (PSDR) era, didn’t know you were an AG NCO.” Then will you AG NCOs were primarily viewed as principal staff know you have a seat at the table and truly NCOs capable of providing technical expertise and accepted as a valuable member of the Army team. superior customer service support to Commanders I close my comments by simply stating that I and Soldiers at all levels. AG NCOs performed am the proudest enlisted Soldier in the Corps and myriad duties as primary trainers and subject that I am truly grateful of the many achievements matter experts within the Personnel Services and contributions of AG NCOs past and present. Detachments, Companies and Battalions. NCOs As a Corps, we will always be prepared to fight as during this time frame planned and executed infantry first and provide human resources Sergeants Time Training (STT), Situational support afterwards. Training Exercises (STX) and Field Training AG Corps, thanks for all you do to build upon Exercises (FTX) to ensure individual Soldier our great legacy, proud heritage, fine traditions training proficiency and wartime readiness. AG and for caring for our Soldiers and their Families. NCOs aligned and enabled subordinate Soldiers May God bless you and our many Soldiers with the necessary skills to perform the core deployed in harm’s way and a speedy and safe competencies of a true personnelist. return to their love ones. God bless our Corps and Today, the role of AG NCO has evolved into a our Army. Defend and Serve!

6 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com SECTION II: AG and HR Professional Reading, Dedicated to “AG NCOs” AG Officer Branch Update By LTC(P) Michael McTigue, AG Officer Branch Chief I take this opportunity to provide the field answers to will need to complete the ILE - Common Core Distance some of the most frequently asked questions (FAQs) Learning course to be ILE complete, but have been across each AG officer assignment desk. I have gained a given credit for the Advanced Operations Course. greater appreciation for the sheer volume of e-mails and Q: Will not going to the resident ILE course be a telephonic queries that the assignment officers answer as discriminator for YGs 94-03? a result of my assumption of AC AG LTCs assignment A: The manner in which you complete your ILE will officer duties and wanted to use this forum to provide not be a discriminator for these year groups. What will some information to help answer some of the most asked matter in the future is whether an officer has questions from the field: completed ILE. Regardless of the method of AC AG LTCs FAQs: completion, these officers will remain competitive for Q: How do I become KD complete as a LTC? centralized selection processes. ORB entries for these A: IAW the current version of DA PAM 600-3, the only year groups will not discriminate between resident or key developmental assignments for AG LTCs are CSL distributed learning attendance. A standard entry of designated Assistant Chief of Staff, G-1 positions or CSL “ILE Qualification” will be used on ORBs. designated Battalion Commander positions. Q: When am I considered KD complete? Q: How are WIAS taskers distributed? A: IAW DA Pam 600-3, AG Majors must complete a 24 A: We receive WIAS taskers with varying lead times up month KD assignment required for their rank to be to 10 months in advance of LAD, but we also receive considered KD complete. It is important to note that taskers with only 90 days to LAD. After a tasker is this is a requirement for experience and development, assigned, we assess our total months deployed tracker not just so you have KD credit. (operational and combat deployment time added Q: What is the most important factor in together), the criteria for the position, and availability of remaining competitive in the future? the officer to deploy. Officers in some positions (e.g., CSL A: Your sustained superior manner of performance is billets, JDAL billets) are not considered for this type of the most important factor for promotion and selection requirement. It is important to note that backfills to boards and assignments. There is no correlation units are not provided for officers assigned to WIAS between the amount of KD / broadening assignments requirements. an AG officer serves in and propensity for promotion Q: If I am a two-time non-select for promotion to and selection. Consistent superior manner of COL, how long can I continue to serve? performance is the key to a successful Army career. A: IAW AR 600-8-24, Officer Separations, unless earlier AC AG Senior Captain FAQs: retired, an RA LTC not recommended for promotion will Q: I am KD complete but I am still showing as a retire the first day of the month after the month which J5 in TOPMIS. How do I get this updated? the officer completes 28 years Active Commissioned A: The Army's AG Captain structure has 654 J5 Service. requirements and 213 J2 requirements for our 750 AC AG Major FAQs: officers. When assigning officers we use the J2 and J5 Q: What was the criteria for ILE constructive control grade interchangeably. If you have served a credit released in MILPER Message 12-361? minimum of 18 months as a Battalion or Brigade S1 A: The Army approved a large number of YG 94 - 00 while a 1LT(P) or CPT and were evaluated, you are KD officers to receive constructive credit to fulfill the complete. KD completion does not guarantee requirement for the ILE - Advanced Operations Course utilization in a branch qualified billet because of our (AOC). This constructive credit was granted to officers structure, so officers should fully expect to serve who completed 18 months of KD time at the brigade level numerous assignments as Battalion S1 in different as a Major or who deployed for 12 months as a Major units. either in a brigade level or in a Major’s KD position at the Q: I want to know what my follow-on assignment division / corps level as of 1 Feb 2013. Based on MILPER will be prior to attending the CCC? #12-361 there will be another AOC constructive credit A: All post CCC assignments are distributed while you request in September 2013 for any officers that were attend the course. We do coordinate MACP missed or have met the criteria since 1 Feb 2013. assignments for those officers who have spouses that Q: What does ILE constructive credit mean? will move during attendance provided the Army’s A: ILE constructive credit does not mean you are ILE Manning Conference has already taken place. complete. If you received ILE constructive credit you Q: Some positions on the req report are not on 1775 Spring 2013 7 the slate I received. How do I get one of them? Q: What would cause my application for RC CCC A: Two different slates are distributed to Captains. to be disapproved? One to the Career Course classes and the other to A: The most common reasons for disapproval follow: officers moving in the population. When building the a) No quotas for the course the officer is requesting. slates we divide requirements to provide sufficient KD b) Class cancellation. opportunities to the Career Course Classes and more c) Did not meet the prerequisites (must complete broadening opportunities to the rest of the population Phase 1 and 2 prior to attending Phase 3). provided they are KD complete. Many of you will serve d) Currently serving on active duty orders. in multiple S1 positions and we want to ensure e) Expired PHA, Security Clearance or APFT. everyone has an opportunity to serve as an S1 prior to f) Priority for an officer in promotion peril broadening. Q: What is the approval timeframe for RC CCC? Q: I signed up for GRADSO when I commissioned A: Applications are now approved by course start date, and wanted to know when can I attend? not the date when the application was submitted (it can A: The Department of the Army's agreement is to send be submitted in the prior FY). Expect an answer from you to Graduate School between your 6th and 10th year branch 120 days prior to course start date. of active federal commissioned service. This will Q: As a Reserve Component Soldier assigned to provide you the opportunity to get KD complete prior to an Active Component unit, my unit says they can’t going to school so that you are competitive for Major. update my iPERMS. How do I update my record? We slate and notify officers of their pending attendance A: Any unit that has the ability to upload files to based off of quotas received by the branch for the school iPERMS can upload for AC and RC. iPERMS is a year well in advance so the officer can begin the universal system and uploading is the same for Active application process. On average we receive about two and Reserve Components. Active records and Reserve quotas per school term. records can even be loaded in the same batch. AC AG Lieutenant / Pre-CCC Captain FAQs: Q: I plan to retire in the next three years. Aren’t Q: Why doesn't my BN S1 time as a Lieutenant you supposed to give me the assignment of my count for KD time? choice for a “Terminal Assignment”? A: All assignments as a Lieutenant are purely A: HRC assignment officers fill valid requirements developmental, preparing you for future success in the with the most qualified officers available in congruence AG Corps. Lieutenants must gain experience and with the officers’ career progression. Assignment acquire, reinforce, and hone leadership, technical, officers cannot consider an officer’s retirement unless tactical, and sustainment skills. You may start to the officer has an approved retirement packet, a receive KD credit once you are a 1LT(P) assigned as the pending MRD, or requests to Retire in Lieu of PCS. BN S1. Assignment officers always consider the needs of the Q: How can I get scheduled to go to the Brigade Army, the officer’s career progression, and the officer’s S1 Course or postal courses before CCC? preferences - in that order. Plans for voluntary A: Funding prevents HRC from being able to send AG retirement are susceptible to change but changes to officers TDY enroute to these courses before AG CCC. MRDs and approved retirements are much less likely. However, since AG CCC is a PCS move, you may have Q: Can you explain the apparent disparity in ILE the opportunity to attend other AG schools prior to the between the AC and RC? start date of CCC as a “walk-on” on a case by case basis, A: There is no disparity. The Army has structured the if approved by the AG School. ILE program so all branch and functional area officers AGR / TPU AG LT - MAJ FAQs: have ample opportunity to complete ILE requirements Q: As an AG TPU Officer, how do I get enrolled prior to the 15th year of commissioned service, into Reserve Component CCC? regardless of component. TPU officers, AGR officers, A: TPU officers must go through their unit’s Army and AC officers must appear before a resident ILE board Training Requirements and Resource System (ATRRS) in order to be selected for attendance. AC officers are operator for enrollment into RC CCC. Upon automatically boarded one time according to their year enrollment, the system generates a reservation in the group. TPU and AGR officers must apply to be boarded. form of an electronic application. The officer will Both AC and RC boards consider officers for 10 month receive an email notification via AKO. A reservation resident and 14 week satellite ILE (common core only). does not mean attendance is approved to the course, it AC officers not selected must complete ILE through the solely means a reservation has been made. The HRC DEP. TPU and AGR officers not selected can complete approval authority will approve or disapprove the ILE non-resident via the DEP or through the pseudo- application. If approved, the officer will be contacted resident RC TASS-ILE program. via AKO with confirmation of course enrollment. Or, if the application is disapproved, the officer will be Defend and Serve! contacted via AKO with justification of disapproval.

8 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com AG Warrant Officer Branch Update By CW4 Yinusa A. Adeoti, AG Warrant Officer Branch Manager

Greetings AG Warrant Officers to this first 1775 WO Branch update for 2013. It is that time of the year again. MILPER Message 13-014 for Zones of Consideration for the FY 13 CW3/4/5 Promotion Selection Boards was released on 18 Jan 2013. The goal of the board is to consider eligible active duty Chief Warrant Officers for promotion to CW3, CW4 and CW5. In addition, a Selective Continuation (SELCON) Board, based on the needs of the Army will convene at the conclusion of the FY 13 CW3, CW4 and CW5 promotion board to consider CW2s, CW3s and CW4s having twice failed selection for promotion to the next higher grade. Those found fully qualified may be offered continuation in their current grade for a period of three years. Please refer to the MILPER message for more details. Below are important dates to remember:  My Board Files Opens: 22 February 2013  Mandatory/Optional Evaluation Report: 12 April 2013  My Board Files Closes: 18 April 2013  Official Photographs: 18 April 2013  Boards Convene: 23 April 2013  Board Recess On / Or About: 8 May 2013 Manning Cycle Information. Warrant Officers just like the officer company and field grades are now utilizing the manning cycle to process assignments. Your PCS is still flexible, but it is driven by your YMAV, and is restricted to a four month cycle (Note – this will eventually become a six month cycle). You will not get your RFO until the manning conference for your cycle meets and requisitions are built. Also your assignment choices may be limited based on what assignments are available during the cycle you are available to move. Finally, you will not be able to “wait out” the Assignment Officer. The process for the manning cycle is as follows:  Identify requirement in the units (Spaces and Places)  Identify Officers available to move  Develop Plan (PMAD, AFORGEN, PATCH Chart)  Decide who moves where (Consider the following: EFMP, MACP, Needs of the Army etc)  Attend Manning conference (Place officer available to move in available positions)  HRC Ops will build requisitions for all requested moves at the Manning Conference  Cut RFO = PCS Congratulatory Message for New Selectees. Please join me and congratulate the following WO selectees. They were selected by the January WO Selection Board to attend WO Candidate School. SFC Virshelle Dugger, 420A SFC Michael Todd, 420A SSG Jessica Greathouse, 420A SSG Robert Bruns, 420C SFC Vanessa Lopez, 420A 1LT Richard Chapman, 420C SSG Christabelle Mitchell, 420A SSG Charles Doswell,420C SSG Nicole Patterson, 420A SFC Thomas Jackson, 420C SSG Lashonda Pringle, 420A SSG Michael Krzmarzick, 420C SFC Sonia Reyes, 420A SSG Daniel Parker, 420C High School Stabilizations (HS Stabs). This is a reminder that the goal is to support your HS stabilization request. However, this request does not preclude you from a short assignment. Some of you have been at the same location for 3-5 years depending on the number of children eligible for this program. High School stabilization may require an assignment to an unaccompanied tour in order to support HS Stab requests. I thank you for what you do in supporting the AG Corps and our Army. Defend and Serve! 1775 Spring 2013 9 AG Enlisted Branch Update By SGM Luis Colon, Soldier Support Branch SGM

This issue of 1775 is dedicated to the AG NCO acknowledgement of positive contributions to our Corps. During my Army tenure, and the last 20 months institution. We reaffirmed our place within the as the AG Branch SGM, I encountered a diverse group formation and proudly celebrated our Corps’ history. of professional NCOs that lived by The NCO Creed and In the last 12 months, senior enlisted leaders strived for perfection. However, I also witnessed the commented and addressed the concerns within our contrary for a small group of NCOs I came across. NCO Corps. Our Creed has been quoted and emphasis Today, I share my opinion about our AG NCO Corps on living by it highlighted to the fullest. One may and perhaps, alert you to the times and challenges we asked why so much emphasis? How did we arrive at face and changes to come. the position we are in today? Why have some NCOs First and foremost, I am very proud and profoundly lowered standards and became apathetic? Some may humble to have had the opportunity to serve in this credit the long ongoing war while others question the institution I love, The US Army. More importantly, faster promotions into our ranks. No matter what the serving my entire career as an AG Soldier is one I will reasons are, it is our duty to police up ourselves and cherish. I am not here by accident. I must credit the make sure we are planting the seeds in our junior influential leaders that molded me into what I am Soldiers; thus that is what NCOs do. today. Because of great NCOs, I learned the difference Trust the system. Credibility in our system is one I between a so-so Sergeant (one that collects a paycheck) advocate the most when I talk to Soldiers. Early on I and a NCO (one that leads by example). Today, I stated “I am not here by accident.” Perhaps, I need to challenge you to be a NCO. I challenge you to not just explain. I am a Sergeant Major today because other read our Creed, but to live by it. I challenge you to seek NCOs took their time to tell me what I needed to be positions of greater responsibility and step outside your told, not what I wanted to hear. I am a Sergeant Major comfort zone; thus you will become a better leader. I today because of the Professional Development NCOs challenge you to make informed decisions based on that managed my career. I am not saying I agreed policies and procedures in the best interest of the with the locations I was PCS’d to or the duties I was Soldiers we serve. I challenge you to take every tasked to perform. I, like some of you, questioned the opportunity to attend institutional training and ensure assignment process and voiced my opinion. However, your Soldiers are given the opportunity to do the same. when told to do so, I did move out smartly. I performed Our Corps, like the rest of the Army, will undergo a every job like it was the best job in the world and did major manpower transformation. NCOs, this is the my very best to be more proficient at it than any other time for you to take action. This is the time for you to AG Soldier. I challenged my Soldiers daily and further your military and civilian education. This is the challenged myself even higher. That is what you, AG time for you to push your subordinates. NCOs may find NCOs, are charged to do. That is what our Officers themselves under consideration for separation if they entrust us to do. As stated in our Creed, no one is do not remain competitive. I had the opportunity to more professional than I, live by it and your career will brief and dialog with many AG NCOs and Soldiers. be a rewarding and memorable one. Many of you are hungry for knowledge and welcome a AG pride. I believe we, the AG Corps, have within challenge. I applaud you and ask that you instill the our ranks some of the most talented Soldiers and same fire in your brothers and sisters in arms. Others NCOs in the Army. We must acknowledge and are self bound to what I call “the comfort of a foxhole” welcome the necessary change. NCOs, take pride in and possess the notion that the Army owes them writing AG history. Take ownership of your Soldiers something. To the contrary, we owe our way of life to and make sure you equip them with the necessary tools the Army. to become the next AG NCOs able to take our Corps Being an AG NCO is not an easy task. One must deeper into the future. Like me, some NCOs took the work hard at our craft to be well rounded and must time to develop you into what you are today. The cycle work even harder to become well diversified in our does not end with you. We need NCOs like you more Profession of Arms. Our AG Creed states, “I will be than ever to teach, coach and mentor those who will prepared to fight as infantry when my commander step into our boots. We need you to pass your calls.” Being an AG NCO takes more than processing a institutional knowledge on to your Soldiers. We need pay inquiry, more than arriving or departing a Soldier, you to remain competitive and hungry for AG more than processing a Soldier’s action request. You challenges. Step up and be proud of who you are, an must challenge yourself and more importantly, take on Adjutant General NCO. Tighten up your shot group; any task given by your superiors. In 2009 we NCOs lead the way! Total Army, Total Victory. celebrated The Year of the NCO through the Defend and Serve!

10 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com AG NCO Challenges By SGM Michael Byrd As we begin the New Year, our Adjutant tactical functions. General’s Corps Noncommissioned Officers PSDR forced us in the HR community to will face several challenges in 2013 and take a hard look at our weaknesses during beyond. I think it is appropriate to note how this transformation and develop designs to we have transformed from a somewhat static provide modular HR support and operate garrison focused element to the effective, across the full spectrum of Army operations. relevant and engaged AG Corps we are today. I was deployed to Iraq during PSDR The AG Corps has come a long way from implementation and give much credit to the manual Standard Installation Division numerous HR NCOs who shouldered Personnel System (SIDPERS) entries to each the responsibility to train our Soldiers on this Soldier’s Personal Data Card. A few of us who transformation and make it work. As our have been around for a while remember the Army simultaneously engaged in two major routine garrison functions of personnel conflicts, the AG NCO and Soldier provided support. Although important, this doctrine expert HR support during postal and casualty did little to challenge our young AG Soldiers in operations, personnel accountability and terms of exploring new and efficient ways of miraculously manned an entire Army integrating personnel services that best through force generation. This was support local commanders. The garrison accomplished without any degradation to the environment, however, did provide the (then) institutional or operational Army. Whether Personnel Sergeant, the opportunity to during mission readiness exercises or a unit’s conduct appropriate training in order to reset, the AG NCO and HR professional establish a sound foundation for what I refer remain a vital asset to assist commanders in to as “junior leadership developmental skills.” implementing policy and providing HR These fundamental tasks such as professional support to Soldiers and their Families. and personal development, counseling, With the conclusion of Operations Iraqi personnel and equipment inspections, drill Freedom, New Dawn and a withdrawal and ceremonies and physical fitness are some timeline for Operation Enduring Freedom in of the key ingredients to that foundation. Afghanistan, our AG NCOs and HR With the advancement of technology, and professionals will be instrumental in the the vision and commitment of great AG transition from combat and sustainment leaders who have preceded us, we have operations back to the garrison environment. evolved into our present day AG Corps. As our Some would argue that we have allowed our global commitments have increased over the leadership skills in garrison to atrophy due to years and our Army became a smaller but extended combat operations. I would more agile and lethal force under Personnel disagree. It boils-down to good leadership Services Delivery Redesign (PSDR), our and I am confident our AG NCOs will provide Human Resources (HR) NCOs and Soldiers that leadership. Solid leaders have always have done a magnificent job of transforming to and will continue to prevail in any situation meet the needs of the multitude of units and and environment. organizations we support. The old perception As our nation transitions, it requires the of the AG Soldier has died and may it forever Army to reshape to meet emerging rest in peace. I now see the mutual respect requirements. Several major initiatives and from NCOs in other career fields as the policies such as the Integrated Personnel and transformed AG Soldier stands shoulder to Pay System - Army (IPPS-A), military end shoulder to perform tasks such as airborne strength, transition / veteran employment, operations, personal security detail and other civilian workforce transformation and the 1775 Spring 2013 11 Army Total Force policy will impact the AG Corps and how we do business. This could be challenging in our current fiscal environment. Programs such as the Qualitative Separation Program, officer draw-down and the Ready and Resilient Campaign will require the AG NCO and professional to become experts in interpreting strategic policy and advising local commanders on implementation. Additionally training events such as Silver Scimitar will be eliminated and HR training must then be tailored to continue quality execution within constrained resources due to a possible year long government budget continuing resolution and sequestration. Our great nation will always address trends that influence global security and our Army will always support our current and future defense strategies. At the end of every military policy or initiative is our most valuable resource, the American Soldier and their Families. The AG NCO and HR professional are at the tip of the spear in this regard. At reception and integration into an organization, we are there. During peacetime, stability, humanitarian or combat operations, we are there. During transition and retirement services, we are there. Even at the end, during casualty operations and internment, we are there. Our NCOs, Soldiers and Civilians have performed superbly in Iraq, Afghanistan, the Horn of Africa and several other overseas contingency operations. I am proud to tell anyone that the backbone of the Army is the Noncommissioned Officer and the backbone of any organization, whether at the unit or strategic level is the AG NCO and HR professional. This generation of AG NCOs and Soldiers has been tested like no other and are more relevant and engaged than ever before. There is one thing that I am sure of in an uncertain future. Tough times don’t last, strong leaders do! Our Human Resources NCOs will face any future challenge and continue to teach, coach, mentor and lead from the front. I am proud to be a member of a Corps of dedicated professionals who are value added to any organization and during difficult times, continue to “Defend and Serve!” SGM Michael L. Byrd, Sr., is the Senior Enlisted Advisor to the Assistant Secretary of the Army (Manpower & Reserve Affairs), Headquarters, Department of the Army, which is one of the highest enlisted positions in the Army in which a CMF 42 Soldier has the potential and or possibility to compete and serve.

12 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com USAREUR Deputy Chief of Staff, G1 and USAREUR The Adjutant General Noncommissioned Officers By MSG Prescotte L. Hawkins

The United States Army Europe include: 1) Casualty reporting, notification, and (USAREUR) G1 and USAREUR The Adjutant assistance with IMCOM - Europe Garrison General (TAG) NCOs are foremost the most casualty managers; 2) Operate patient tracking professional, dedicated and articulate NCOs operations at Landstuhl Regional Medical around. The USAREUR G1 / TAG plans, Center; 3) Conduct patient liaison duty for coordinates and campaigns theater level USAREUR’s Wounded Warriors and Family personnel service and support within the members at Walter Reed Army Medical Center; USAREUR footprint in a manner that ensures and finally, 4) Provide Africa support deployment the timely and successful accomplishment of all and contingency operations within the Casualty ASCC & Title 10 HR responsibilities. We Assistance Center’s area of responsibility. execute theater HR and payroll responsibilities Regarding USAREUR officer personnel in a manner that supports improved readiness readiness management, AG NCOs provide for DoD, DA, EUCOM and USAREUR. We proactive and responsive Army Competitive embrace and integrate sound HR and payroll Category officer strength management support to principles and initiatives into the life cycle USAREUR Commanders and officers within management of USAREUR’s military and selective board zones. AG NCOs support civilian workforce. USAREUR units through precise execution of USAREUR’s AG NCOs empower the theater manning guidance. This year AG NCOs European theater’s HR policies processes and led the way and took charge of the Ramstein initiatives to win on the battlefield, which also Gateway Reception Center (RGRC) operations, serves to simultaneously support achieving which takes pride in providing “world class” USAREUR´s rebasing and transformation end service for all Soldiers and Family members state. AG NCOs set the conditions that arriving into the European theater of operations. contribute to the well-being, retention, The RGRC is responsible for ensuring the safe development and successful transition of and smooth transition of all Soldiers and Family Soldiers and their Families. They provide members arriving at the Ramstein Air Base proactive and responsive enlisted strength terminal and providing transportation to their management support and readiness analysis to gaining community’s central processing facility. USAREUR Commanders and Soldiers. Junior enlisted AG Soldiers and NCOs in Additionally, AG NCOs fill USAREUR units USAREUR are afforded the opportunity to serve IAW DA and theater manning guidance and in an environment which fully supports the priorities to execute assigned missions, and in opportunity to gain HR knowledge and turn take care of enlisted Soldiers and Families. experience needed to excel or perform at higher Starting with the USAREUR G1 / TAG levels in our Army. The HR tasks executed in a Automation Team, they provide proactive and Brigade or Battalion S1 shop supports this effort. responsive human resources automation support Our Noncommissioned Officer Education System to USAREUR and ensures HR systems accuracy (NCOES) provides a baseline of HR technical and functionality so USAREUR, IMCOM, and expertise. This expertise is fine tuned through DA Commanders and HR professionals can AG assignments and technical training while provide full spectrum HR support and make serving in a Brigade or Battalion S1 shop. timely manning decisions. However, there are some Noncommissioned The G1 / TAG Casualty Assistance Cell Officers who earn the rank of Master Sergeant operates the theater’s 24/7 casualty and Sergeant First Class without stepping foot management program. Casualty missions into an S1 section, and therefore the knowledge 1775 Spring 2013 13 base to train their subordinate personnel in S1 operations is limited. Capturing valuable lesson learned and identifying HR training gaps throughout our AG community, the USAREUR G1 made a conscious effort to narrow this gap in 2007 by investing in education and technical training. The G1 created a three person team consisting of a Department of the Army civilian (DAC) in the grade of GS-11; a Master Sergeant as the NCOIC, and a Staff Sergeant as a primary trainer. This team was known as the PRIDE (Personnel Readiness Improvement and Development) Team. The concept and overarching mission statement of this mobile training team was to provide S1s and HR professionals with a consolidated, theater-focused HR training course that was constructed in October 2010 and executed by the USAREUR G1 in order to push the required additional and sustainment training to theater HR providers. The PRIDE team developed a training program targeting Brigade and Battalion S1s and Military Personnel Divisions in order to enhance the efficiency and effectiveness of HR services and support across USAREUR for Soldiers, Family members, and Civilian personnel. This training has been conducted through FY 13 and is open to all levels of command down to Battalion S1 operations. Additionally, the USAREUR G1 developed and currently maintains its Regional Human Resources Management Sustainment Training (HRMST) to support all levels of S1 / HR operations. Since its inception in FY 11, the G1 PRIDE Team has logistically supported 10 HRMSTs. More importantly, the PRIDE team has trained over 236 Soldiers, which consisted of commissioned officers, warrant officers, noncommissioned officers, enlisted Soldiers, DAC personnel and local nationals. Recently, the USAREUR G1 team has initiated a new concept to promote the HRMST structure in order to maintain focus on Brigade-centric operations. Brigade-centric operations are now a regional based training program where every tenant unit can send personnel to HR training. The new concept focuses on training our PSDR Brigade S1s assigned to USAREUR, where the PRIDE team conducts training with individual USAREUR battalions, with brigade oversight. This training effort creates a more economy of force impact effect where every person within a Brigade or Battalion S1 shop is trained. Moreover, instead of 15 Soldiers receiving the training, there are now 70-80 personnel within each respective USAREUR brigade receiving HR training. The PRIDE team and the HRMST within USAREUR ensures every AG NCO is trained to Army HR proficiency and beyond on every HR related function within a Battalion or Brigade S1 shop. We have seen significant improvement in the proficiency of USAREUR S1s. This is evident through the recent staff assistant visits and organizational inspections that have taken place and improved HR metrics across USAREUR. USAREUR CG, LTG Don Campbell, his wife Ann, and USAREUR Command Sergeant Major, CSM David Davenport, greet the incoming Soldiers, Family members, and civilian personnel arriving on the Patriot Express flights. The Ramstein Gateway Reception Center, operated by the USAREUR G1, is operational and fully capable of supporting the travel requirements of arriving Soldiers and Family members. Personnel PCSing into the USAREUR theater are required to use the Patriot Express flights to arrive at the Ramstein Gateway. LTG Campbell was impressed with the operations there and enjoyed the opportunity to welcome folks to USAREUR. 14 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com AG NCOs – The HR Center of Gravity By SGT Andira McKinney “Administrative discipline is the index of combat discipline. Any commander who is unwilling or unable to enforce administrative discipline will be incapable of enforcing combat discipline. An experienced officer can tell, by a very cursory administrative inspection of any unit, the caliber of its commanding officer.” - General George S. Patton Leadership is a combat multiplier … Human Resources Noncommissioned Officers are at the center of gravity for our Army’s combat power. BG MacEwen, former CG, Soldier Support Institute (SSI) and now the Army’s The Adjutant General (TAG), had a saying that echoed throughout SSI, to include its NCO Academy and Advanced Individual Training, “We can afford to fail at any level except at the NCO level; they are the trainers, coaches and mentors to our junior AG officers and Soldiers.” SSI and its NCO Academy have made a commitment to ensure AG NCOs receive the most no nonsense (or real) training available. Real is an acronym used by the Training Development Directorate to describe the training available – relevant and realistic. The SSI NCO Academy has pod style classrooms, one of the two different types of classroom designs at the Academy. It was designed to facilitate a more adult learning experience and environment. The NCO Academy has received positive feedback from the NCOs currently experiencing the updated HR training environment. In today’s modern Army it is essential for Soldiers information to be readily available and the AG Soldier and HR professional is the conduit through which this information moves. As our nation winds down the war in Afghanistan, deals with budget constraints, and the transition in forces, it is extremely vital that leaders at all levels know the status and capabilities from all Army human resources systems for current and future operations. AG Soldiers and HR professionals are a key asset as they provide a variety of skills and resources that is unlike any other MOS in today’s modern Army. The AG NCO may serve in a variety of positions from Executive Administrative Assistant, Postal NCO, to Senior HR Sergeant at levels from tactical to strategic. AG NCOs must be technically savvy, resourceful, adaptive, and have the ability to multi-task, as well as be a HR trainer. This not only pertains to the Active Army, but also the Army Reserve and National Guard. It is the responsibility of the AG NCO to ensure their Soldiers are provided with the most up to date HR information available regarding personnel actions, promotions, reclassifications, personnel records updates and corrections, awards, in-processing, out-processing, transfer actions, and personnel evaluations in the most seamless manner possible. With more than 200 years of service, the US Army’s Noncommissioned Officer Corps has distinguished itself as the world’s most accomplished group of military professionals. Specifically, the Army Adjutant General’s Corps was established June 16, 1775 and has been in continuous operation since that time. The Adjutant General’s Corps dates back to the formation of the American Army. Horatio Gates, a former British Army officer, is honored as the father of the Adjutant General’s Corps as the Continental Congress appointed him the first Adjutant General to George Washington with the commission of brigadier general. Historically, he was the second officer to receive a commission in the Continental Army, preceded only by George Washington. With that appointment, the second oldest existing branch of the Army was born. Simultaneously, AG NCOs have played a critical role throughout our Corps’ history, starting with the American Revolutionary War. They have been tactically and technically proficient as HR professionals throughout all our nation’s wars; from the American Civil War, World Wars I and II, the Korean War, Desert Shield and Storm, and Iraq and Afghanistan. It boggles the mind to think how many times throughout our Army’s history how AG NCOs never failed to train, coach and mentor our Corps’ officers and Soldiers. Although NCOs are always considered the backbone of any unit, AG NCOs as the center of gravity is also apropos. 1775 Spring 2013 15 NCO Education and Training – Keeping it REAL… By Mr. L.Z. Harrison, Jr., Training Development Division, Soldier Support Institute

According to TRADOC Pamphlet 525-8-2, The US and higher level organizations, including Standard Army Learning Concept for 2015, the US Army’s Requirements Code (SRC) 12 HR organizations at the competitive advantage directly relates to its capacity to theater level. The expected outcomes of both courses learn faster and adapt more quickly than its are to have HR leaders who are doctrinally sound and adversaries. The current pace of technological change technically capable, while also being critical and increases the Army’s challenge to maintain its edge creative thinkers. The level of expectations varies over potential adversaries. The Soldier Support from ALC to SLC due to the increased experience and Institute (SSI) has several key initiatives underway responsibility level of AG senior NCOs. regarding the education and training of NCOs at the Training development personnel and subject matter SSI NCO Academy and these initiatives will help experts conducted a review and updated both courses ensure that we are keeping NCOES training REAL. for currency and relevancy utilizing technology and the

R elevant, through a continuous adaptive learning latest in adult learning methods, techniques, and model, procedures. Blended learning opportunities between the classroom and technology based instruction are E ngaging adult-learning, experiential learning implemented into the courses. This blended learning opportunities, that creates considers the digital age through the use of digital

A daptive Leaders who possess 21st Century Soldier media that employs videos, scenarios, and interactive competencies, in a multimedia. Once the pilots are validated, future students will prepare for attendance by using mobile L earner-centric context-based, facilitated problem technology. Applications (Apps) can be downloaded to solving environment. a smart device or home computer to give Soldiers Redesigned 42A HR NCOES Courses for 2013. immediate access to the course material, including SSI’s Adjutant General School and NCO Academy are advance sheets, learning material, references, pre- pleased to announce the launching of the redesigned assessments, and course attendance requirements. 42A Human Resources (HR) NCOES courses: The new courses are doctrinally based and are Advanced Leaders Course (ALC) and Senior Leaders modularized around the four HR Core Competencies Course (SLC). The new courses began with pilot and 13 Key Functions of HR Support found in FM 1-0. programs for both ALC and SLC in January 2013, with Each module has pre- and post-assessments, along full implementation planned for all classes after with integration of hands-on HR enabling systems successful completion of the pilots. using HR training simulators. The modules are made The new courses follow the guidelines in TRADOC up of critical task instruction using experiential Pamphlet 525-8-2. They employ outcomes-based, learning and include both pre-class assignments experiential learning that applies the characteristics of (reading, researching, studying), in-class assignments a learner-centric learning environment. The small (small group, individual, and peer based learning), and group experiential learning format capitalizes on the homework requirements. Assignments reinforce the student’s experiences and reinforces professional lesson material and are critical to discussion and development through context-based, facilitated problem-solving within the classroom. In both courses problem-solving exercises. These exercises are designed training leads up to an authentic live and virtual HR to be rigorous, relevant, and authentic assessments to Staff Exercise (STAFFEX) where students apply and ensure learning is job related. demonstrate what they have learned. In ALC, the Based on the maturation of the Personnel Services STAFFEX will focus on the HR Considerations in the Delivery Redesign (PSDR) throughout the Army, the seven phases of the Deployment Cycle Support educational outcomes of the NCOES courses needed Program. The STAFFEX in SLC will focus on refocusing to ensure alignment with the 21st Century utilizing the military decision making process to Soldier competencies. A consideration of the redesign conduct HR planning and operations. effort was to ensure the courses were progressive and Throughout the courses students will need to use sequential and no longer repetitive in nature. ALC is reflective, critical, and creative thinking skills while focused on producing graduates that effectively deliver demonstrating the 21st Century Soldier competencies HR support at the Battalion and / or Brigade S-1, while to complete course requirements; including written SLC is now focused on producing graduates that and oral communication assignments, practical effectively plan for and execute HR support at brigade exercises, small group work, facilitated discussions, 16 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com and homework. No longer will a student be able to just are identified are trained within the institution in show up and pass. The courses will require the full order to ensure accomplishment of the mission. This engagement of the student from start to finish. ensures individual training supports the The course changes don’t only affect the students, accomplishment of unit wartime missions. but instructors as well. They will change from being an The job analysis process (Figure 1) began 90-days instructor on the platform delivering information, to a before the CTSSB board convened with the facilitator who guides the small groups through the preparation of a Total Task Inventory (TTI) of possible experiential learning process. Instructors will critical tasks for MOS 42A. This TTI was developed challenge the students to share their experiences and based upon current critical individual tasks, along focus on the context of learning while covering the with a review of doctrine, regulatory policies and objectives of the course, to include applying those procedures, and interviews with SMEs. The TTI was objectives during the STAFFEX. used as the basis for the Army-wide field survey The classroom configuration is redesigned as well. during the period of 10-23 September 2012. The Instead of the traditional lecture hall or old horseshoe purpose of the survey was to gain valuable field format, the classrooms are configured into several four feedback on potential tasks that board members should person pods. This format will require facilitation from consider. The survey asked individuals to rate the the instructor and encourage the student-sharing level of difficulty, importance, and frequency of each concept or learner-centric environment. proposed task. Based upon these responses, a Gone are the days of using rote memorization skills determination was made as to if a particular task is and research ability to learn the material, test on the probably a critical task, maybe a critical task, or material, and then dump the material. The main focus probably not a critical task. The survey did not is no longer on the grade point average in order to definitively determine if a task is critical or not, that simply graduate. Students must embrace the new determination was left up to the members of the learning model and instructors must encourage CTSSB, who are SMEs in the MOS. The survey simply students to think and understand the relevance and helps guide the CTSSB deliberations by providing a context of the material being taught and discussed. common framework from which to begin. After the This approach will help ensure that real and active survey was closed, an analysis of the results indicated learning is occurring which can then be taken back to Figure 1 – Job Analysis Process home stations to improve HR support within our operational units. Full implementation is on track for the end of the 3rd Quarter, FY 13 in the SSI NCO Academy and during Needs Analysis Identify Jobs Identified Training FY 14 in the Reserve Component 42A ALC and SLC to be analyzed courses. More information will be disseminated as it Requirement becomes available for future classes. 42A – Critical Task Site Selection Board (CTSSB). How does the Adjutant General School (AGS), as the MOS 42A proponent, determine what Compile Total Task Inventory critical tasks should be trained within the resident courses? Through the CTSSB, which is a dynamic process that takes place every 2-3 years and ensures those who are performing HR jobs throughout the Army are able to share their knowledge and experience. Survey the Field Leaders, who are also subject matter experts in the MOS, then review the information and provide recommendations to the AGS Commandant for the tasks that are critical and where they should be Identify trained. Supported Conduct The AGS, in conjunction with SSI’s Training Collective CTSSB Tasks Development Directorate and Quality Assurance Office conducted a CTSSB for MOS 42A during the week of 3 – 7 December 2012. The CTSSB is part of the job analysis process described in TRADOC Regulation 350- 70, Army Learning Policy and Systems. The job Conduct Approved analysis identifies the individual critical tasks required Individual Task Individual Task to successfully accomplish a mission or perform in an Analysis List AOC / MOS. These individual tasks support the completion of a collective task. The critical tasks that 1775 Spring 2013 17 that the survey was valid and reliable and the results and then reinforced at levels of increasing depth and could be used to conduct the CTSSB. complexity across the AG / HR career span. The AGS selected qualified board members from the field, educational outcomes identified by the CTSSB and including AC, USAR, and NG, to participate in the subsequently approved by the AGS Commandant are CTSSB. These members were selected based upon the in Table 1. depth of their HR knowledge and experience through After deciding the educational outcomes, the board Army assignments and positions held. Prior to the members spent the next day voting each proposed CTSSB convening, the board members reviewed a task. Through consensus they determined which tasks listing of proposed tasks for all skill levels based on the were critical by skill level. They also made an initial results of the survey. The board members carefully recommendation on where these tasks should be reviewed each task and voted on whether they believed taught (resident, unit, or self development). The board the task was critical and where the task should be held spirited discussions about each of the tasks and trained (resident, unit, or self development). The pre- everyone’s voices were heard in the determination of vote was used as a starting point for board deliberations the criticality of each task. The board also had the and assisted in the smooth transition into group work opportunity to nominate additional tasks for by identifying those HR tasks that the board members consideration and inclusion on the critical task list. firmly agreed were either critical or not. The board Once the board members identified the critical deliberations would then confirm that consensus and tasks they set about conducting an individual task discussion would be held on those tasks that were in analysis for each task. They developed the condition question. statements in which the task is performed in the field, The board members then traveled to Fort Jackson as well as the standard for successful completion and for the board deliberations. Board member orientation the performance steps needed to conduct the task. To was held the first morning of the CTSSB, through key conduct task analysis the board members formed into leader briefings and training on the CTSSB process to panels and began to review each proposed critical task ensure that board members understood the process and and, using their experience and knowledge, developed procedures that were used throughout the week. the data that supported each critical task. This step of Upon completion of orientation and training, the the process is perhaps the most important to ensure board members conducted an educational outcomes AIT, ALC, and SLC course material is current and analysis to determine the desired outcomes expected of relevant in the classroom. The writer / developers for graduates from the Army’s HR enlisted courses (AIT, the courses use this data to identify necessary changes ALC, and SLC) for 42A. Educational outcomes analysis to lesson plans and revise the lessons based upon the identifies the behavior and / or abilities that a HR board member’s input. The board members worked graduate of a course should possess. These results then diligently to ensure they conducted a quality analysis directly drive the selection of critical tasks to support of the tasks to ensure the task data was current and those preferred outcomes and help in linking each relevant. Throughout the week the panels had the selected HR critical task to the 21st Century Soldier opportunity to recommend changes to the board competencies. These competencies (Figure 2) identify regarding any previous decisions made. The board critical competencies that are essential to ensure members conducted regular in progress and after Soldiers and leaders are prepared to prevail in complex, action reviews each day to help improve the process uncertain environments. These outcomes should begin and ensure that all board members were up to date. to be instilled during Initial Military Training (IMT) At the end of the week, the board members Figure 2 – TP 525-8-2 prepared a summary of their recommendations, 21st Century Soldier Competencies including proposed educational outcomes, critical tasks st Character and Accountability (with linkages to 21 Century Soldier competencies), and recommended training locations of the tasks. Comprehensive fitness These recommendations were then briefed to the AGS Adaptability and initiative Commandant and CSM. Lifelong learner (includes digital literacy) After the board adjourned, the board proceedings were prepared and staffed for AGS Commandant Teamwork and collaboration approval. Once the Commandant approved the critical Communication and engagement (oral, written, task lists, the course training developers began moving negotiation) ahead with adding new tasks, revising existing tasks, Critical thinking and problem solving and removing deleted tasks from the programs of instruction for all applicable HR courses. The writer / Cultural and joint, interagency, intergovernmental, developers take the task analysis reports reviewed and and multinational competence updated by the board members and update tasks Tactical and technical competence (full spectrum) within the Training Development Capability system. Once approved, these critical tasks form the basis to 18 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com publish a new Soldier’s Training Publication (STP) for MOS 42A. Approved STPs for various AOCs / MOSs can be found at http://armypubs.army.mil/doctrine/STP_1.html. The new STP is expected to be published within 90- days from the adjournment of the board. It is always a challenge to maintain the currency and relevancy within AG professional development courses due to the frequency of regulatory policies and procedures changes. However, in between CTSSBs, writer / developers can update courseware based on regulatory policies and procedures changes and with the AGS Commandant’s approval. One of the objectives is to ensure that the HR classroom stays up to date with the operational environment. The CTSSB process provides the developers a systematic way to periodically have all the tasks for a particular MOS completely reviewed by the Soldiers in the field to help ensure training stays relevant. The next time you get an e-mail asking you to complete a survey for the CTSSB, please take the time from your busy schedule to complete the survey. Your input has a direct bearing on what is trained within YOUR AG school house. Planning is already underway to conduct CTSSBs during the 3rd Quarter, FY 13 for the Adjutant General Officer and Warrant Officer career fields. As a result of the Department of the Army Memorandum, dated 16 January 2013, Subject: Risk Mitigation in the Face of Fiscal Uncertainty, the Officer and Warrant Officer FY 13 CTSSB may be conducted virtually in lieu of face to face.

Table 1 – Recommended Educational Outcomes for 42A Enlisted Courses Advanced Individual Training (SL10) Advanced Leaders Course (SL30) 42A AIT produces an HR Specialist that is ALC produces NCOs who are mid-grade HR disciplined, competent and confident in their ability Leaders, doctrinally sound and technically to provide timely, accurate, and relevant manpower Purpose/ capable of delivering HR support as the Human Purpose/ and personnel support for commanders at all Scope Resources Sergeant within a Battalion/Brigade Scope echelons with a specific emphasis on two of the four S-1 or SRC 12 organization who is an effective HR core competencies; Man the Force and Provide communicator and critical and creative thinker. HR Services. Mid-grade Leaders who exhibit character, Valued member of the team who exhibits character, accountability, resilience, adaptability, initiative, Leaders accountability, resilience, adaptability, initiative, and and sound judgment while capably serving in a Soldiers sound judgment while honorably serving in a Battalion/Brigade S-1 or SRC 12 organization. Battalion/Brigade S-1 delivering HR support. Competently delivers timely and accurate HR Doctrinally Competently delivers timely, accurate, and relevant Doctrinally support. Able to coach, counsel, and advise Sound HR support. Sound other HR personnel. Advisor to unit leadership, Demonstrates the capabilities and performs basic supported Soldiers and their Families. functions of HR enabling systems and common Technically computer applications. Understands the S-1’s role Proficient in the employment and operation of HR Capable in accomplishing the Battalion/Brigade mission in Technically enabling systems and common computer support of Unified Land Operations. Capable applications. Understands the Battalion/Brigade Critical & Able to solve sometimes ambiguous problems using HR role in support of Unified Land Operations. Creative logical thinking and sound reasoning to develop Critical & Able to solve sometimes ambiguous problems Thinkers viable recommendations or solutions. Creative using logical thinking and sound reasoning to Thinkers develop viable recommendations or solutions. Senior Leaders Course (SL40) SLC produces senior HR Leaders, doctrinally sound and technically proficient in planning and executing Purpose/Scope HR support as the Senior HR NCO within a Brigade S-1, Division G-1, or SRC 12 organization who are also effective communicators and critical and creative thinking HR planners. Senior HR Leaders who demonstrate character, accountability, resilience, adaptability, initiative, and Leaders sound judgment while expertly serving in a Brigade S-1, Division G-1, or SRC 12 organization planning and executing HR support. Effectively and efficiently plans, executes, and manages HR support to doctrinal standard in the Doctrinally Sound Operational Environment. Capable coach, counselor, mentor, and advisor for junior HR personnel. Trusted advisor to senior Army leaders, supported Soldiers and their Families in the craft of HR. Proficient in the capabilities and functionality of HR systems and their interface with other Sustainment Technically Capable Tactical and Deployable systems (e.g. BCS2, CPOF). Understands the role of HR organizations and programs in support of Unified Land Operations. Familiar with operational and strategic sustainment. Critical and Creative Skilled in analysis of HR planning considerations and the execution of HR support in a theater and/or Joint Thinkers environment. Able to solve ambiguous problems using logical thinking and sound reasoning.

1775 Spring 2013 19 Impressions from Senior NCO CTSSB Board Members

MSG Yvette Bell, Brigade Senior HR Manager, 82nd Combat Aviation Brigade, Fort Bragg. It was an honor to serve as a panel member for the FY 13 Critical Task Site Selection Board (CTSSB). Several times throughout my career as an HR professional I’ve said, “I hope one day to get a chance to provide input as to what skills a 42A needs to be proficient in once they leave the school.” Although I served as an instructor in the 42A advanced individual training division, my focus then was on what was required to be taught versus what I thought they needed to know going into a field environment. Serving as a board member for the CTSSB gave me the opportunity to do just that. My 26 plus years of experience serving at battalion and brigade levels was critical in helping me provide input as to what a 42A actually does on a day to day basis and what they should be competent at coming out of schoolhouse. Hopefully, my knowledge and input, coupled with the other panel members, contributed to the schoolhouse developing competent HR material that will ensure proficiency once an AG Soldier graduates. The CTSSB opened my eyes as to what goes into the development of 42A AIT, ALC, and SLC courses. The continued use of CTSSB boards is not only beneficial to the AG community but a necessary process that will ensure our 42A courses are appropriately based on what is happening in the field. SGM Andre R. Richardson, G-1 SGM, 2nd Infantry Division, Camp Red Cloud, Korea. Along with 11 other NCOs, I was recently afforded the opportunity to serve as a panel member on the 2013 Adjutant General’s Corps CTSSB at Fort Jackson, SC for MOS 42A. The time we spent together as Human Resources professionals in this endeavor was truly an eye opening experience; one that brought me in contact with the team of AG professionals who are responsible for producing the training that educates and prepares our HR professionals to perform their duties. The panel’s mission was to conduct a holistic review of the current training received by HR professionals and identify the SLC students participate in a group discussion on Casualty Operations critical tasks performed on the job. The central objective of the board was to ensure that the final critical task list addressed all relevant HR tasks, conditions, performance steps, and standards that AG Soldiers must complete to facilitate mission success in the field. We reviewed all HR critical tasks currently trained and recommended additions or deletions as necessary. We also examined the steps trained in all HR tasks to ensure that they were properly aligned with the most current policies and procedures. In addition to the current study, we also took into consideration new HR initiatives that are on the horizon. For example, under the new training concept, Soldiers will examine real life scenarios and issues related to HR management, and then learn how to apply critical thinking in order to solve problems and develop solutions that may be applicable to their unit. Soldiers will no longer achieve course standards by simply memorizing information and finding the response to questions in the regulation. After four days of deliberations, an in-depth product was compiled and proposed to the AG School Commandant and AG Regimental Command Sergeant Major for consideration. Accordingly, I can report with confidence that the proposed initiatives will ensure that AG Soldiers and HR professionals receive relevant training that will provide them with the pertinent knowledge, skills, and abilities that is required in our profession. At the conclusion of our panel, my appreciation for the AG School and their mission was renewed and strengthened. I was fascinated by the dedication and the passion that Mr. L.Z. Harrison and his team have for shaping our flourishing AG Soldiers. I challenge anyone offered the opportunity to serve as a CTSSB member to accept this opportunity. I recommend that all HR professionals take some time to visit the AG Proponent Soldier website at http://www.ags.army.mil and check out the various HR tasks and other information that you can use to assist you with your HR mission. The AG School also has pertinent HR information on the Soldier Support Institute blackboard system. 20 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com The Role of the AG NCO By CW3 Kymila K. Cheese This issue of the 1775 is dedicated to the initial appointment; however, Title 10 USC Noncommissioned Officer (NCO) Corps, which is authorizes the commissioning of Warrant known as the backbone of the Army. The NCO Officers (WO1) upon promotion to Chief Corps traces its origins to the beginning of Warrant Officer (CW2).” Brigadier General American military history in 1775 with the birth (Ret) Mark Bellini gave a good analogy in of the US Army. Webster’s dictionary defines regards to the relationship of officers and the word backbone as: (1) the foundation or warrant officers. Officers are like doctors who most substantial or sturdiest part of something are general practitioners and warrant officers and (2) firm and resolute character. The NCO are like specialists that receive referrals from Corps has been an essential and focal element of general practitioners. the Army for numerous years. For example, it is In turn, NCOs must understand their role is an NCO that a new recruit sees when entering to supervise the daily activities that encompass the Army and a Drill Sergeant that trains a new the overall HR mission. For example, HR NCOs recruit in Basic and Advanced Individual are the backbone of the S-1 and they must Training. ensure that junior Soldiers are well trained in The Adjutant General’s Corps also traces its HR doctrine, core competencies and HR origin back to the beginning of American systems. Successful NCOs know their roles and military history in 1775. With the how to operate in their inherent responsibilities. transformation from legacy force structure to A key position for the HR NCO Corps is the Personnel Services Delivery Redesign (PSDR), Battalion and Brigade S-1 senior NCO. Senior the AG Corps has become more relevant than HR NCOs must understand there are ever. The AG Corps and HR leaders are similarities between officer, warrant officers and definitely closer to the tip of the spear. The HR NCOs respective duties and responsibilities in NCO Corps is doing a great job in the success of the S-1 section. For example, in accordance keeping the AG Corps strong and relevant. The with the Army Tactics Techniques and HR NCOs are truly the backbone of the AG Procedures (ATTP) 1-0.1, S1 Operations, Corps. In order to sustain the success of the AG paragraphs 2-3, 2-4 and 2-5, several of the Corps, the HR NCOs must maintain the senior HR NCO duties are similar to the officer following: train, lead and take care of enlisted and warrant officer duties such as: ensuring Soldiers. This article focuses on the inherent that HR core competencies are executed and role of an HR NCO as a trainer and leader. completed and provide training to subordinate To be a successful HR NCO within your unit, S-1 personnel. you must know your role as an NCO and how to Although there are similarities in the duties, relate to commissioned and warrant officers. In senior HR NCOs must understand their accordance with FM 7-22.7, paragraph 2-41, “an inherent role as a trainer and are expected to important part of your role as an NCO is how train and develop their junior enlisted Soldiers. you relate to commissioned officers.” Officers focus on collective training, but NCOs Commissioned officers receive their commission are responsible for individual training; from the President of the United States; especially the hands on training conducted therefore, they can act as the representative of during Sergeant’s time training. The senior HR the President in certain military matters. In NCO is the master trainer in the Battalion and addition, commissioned officers manage the Brigade S-1. They must understand the concept Army’s resources and establish policies. of knowledge management. Knowledge Additionally, paragraph 2-43 states “Warrant management is very important. According to officers are highly specialized, single-tracked Gao, Li, and Clark (2008) there are two types of specialty officers who receive their authority knowledge: (1) explicit and (2) tacit. Explicit from the Secretary of the Army upon their knowledge is formal knowledge such as data, 1775 Spring 2013 21 textbooks, and scientific formulas. Tacit knowledge is informal, personal and difficult to transfer (Gao et al. 2008). Knowledge management affects organizational sustainability and employee performance. NCOs are supposed to be technically and tactically proficient; therefore, HR NCOs must know the difference. HR NCOs that know their job, HR systems and their equipment are technically proficient. HR NCOs that know how to strategically and purposefully employ the HR systems and their equipment are tactically proficient. In order to become technically and tactically proficient, HR NCOs should become very familiar with their unit METL, Combined Arms Training Strategies (CATS) and Unit Task Listings (UTLs), Collective Common Tasks (CCTs) and HR systems. In addition, to transfer knowledge, whether explicit or tacit, the senior HR NCO must develop strategic training plans that are aligned with the unit’s Mission Essential Tasks Listing (METL) and Army HR core competencies. NCOs should also conduct periodic assessments of their soldiers’ proficiency in the METL. The senior HR NCO in the S-1 should ensure that the S-1 training priorities are embedded in the overall short range planning and training requirements. This is based on the unit long range assessment and the unit’s objectives and training goals. Remember, a well trained Soldier is a well prepared Soldier in combat; therefore, train to standard and not to time. Another inherent role of a HR NCO is a leader. HR NCOs should epitomize the Army’s leadership model of Be-Know-Do and the Army’s core competencies of leadership: leads, develops and achieve. Most importantly, NCOs must understand that they are the first line of Army leadership (FM 7-22.7, paragraph 3-2). NCOs have the greatest influence on junior Soldiers because NCOs outnumber the officers and they spend more time with junior Soldiers. For example, the combined authorizations for HR NCOs at the SSG and SGT rank are over 3,000 authorizations. It is imperative that NCOs lead from the front because they are the foundation of instilling discipline. Also, the Army is looking for flexible and agile leaders that are able to adapt to a constantly changing Army. HR NCOs have demonstrated this on the battlefield. For example, HR NCOs are leading HR Soldiers in postal mobile missions to outlying forward operating bases (FOBs), providing casualty operations support to affected commanders on the battlefield and providing quality essential personnel services. HR NCOs that are aware of their inherent role as trainer and leader are the HR NCOs that lead from the front. These HR NCOs earn the respect and confidence of their soldiers, peers and officers. Being tactically and technically proficient and taking care of soldiers is how NCOs earn respect. HR NCOs that are tactically and technically proficient are confident and make things happen. They know their roles and are truly the backbone of the AG Corps. HR NCOs are the backbone of any Brigade or Battalion S-1 Shop and execute myriad HR actions for Commanders, Soldiers and their Families.

22 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com AG NCOs Support the Army Chief of Staff

GEN Ray Odierno, Chief of Staff of the Army, stands with his front office Executive Administrative NCOs at the Pentagon. Pictured left to right are SGT Ryanangelo Poblete, GEN Odierno, SSG Thomas Potts, SSG Francisco Marquezpalmas, and SGT Iris Marin. The photo was taken on 6 February 2013 after General Odierno hosted a promotion ceremony in honor of SSG Potts. Photo courtesy of the CSA's photographer, SSG Teddy Wade.

AG NCO in the Spotlight

SGT Gabriel G. Ximenez is a Human Resources Sergeant serving in HHC, 1st Battalion, 3rd US Infantry Regiment, The Old Guard. He joined the Army in March 2010. SGT Ximenez graduated Basic Training in the top 10% of his cycle, and graduated as the Honor Graduate in AIT. He graduated the Warrior Leader Course on the Commandant’s list. SGT Ximenez is the Regimental Master Combative Instructor (level 4), and his Company’s Retention NCO. He has trained and certified over 475 Soldiers in Level 1 and 2 combatives. SGT Ximenez is a key reason his Company has achieved and exceeded their monthly retentions quotas. SGT Ximenez has been recognized for his hard work during the Battalion inspections, receiving commendable ratings along the way. He won both the Regimental Soldier of the Quarter Board and Battalion Soldier of the Month Board and intends to join the Sergeant Audie Murphy Club.

1775 Spring 2013 23 SECTION III: Army Bands Funeral Preparation: A Taps' Perspective By SFC Bryan Uhl SFC Bryan Uhl, is a Musician with the United States Military Academy Band, who performed taps for General Schwarzkopf at his funeral on 28 February 2013. He does a fantastic job of capturing the essence of a performance of taps for a funeral, which follows. I don’t think any aspiring musician carries an ultimate goal of performing at funerals and ceremonies when he or she is in music school, practicing orchestral excerpts, rehearsing with ensembles, and learning music theory. Yet, in my career as a military trumpet player, it is these funerals and ceremonies that require more of my musical training than I would ever have imagined, and they comprise the most honorable work I believe I’ve done for the Army. When I’m preparing for any funeral, whether it’s for the young PFC who was tragically killed in training or one of the most famous commanding generals of our time, I try to find out something about him. Sometimes, all I’m told is his name and where he’s from, or where he died. Of course, for General Norman Schwarzkopf, the details of his service are not difficult to find. I was in college when the first Gulf War began and “Stormin’ Norman” was a household name. Here at West Point, even though he retired years before I arrived to the band, there has been obvious pride in this general and the contributions he made as a member of our Army. With the “who was this Soldier” question answered, my mind wanders to the family I’ll be playing taps for. I have played taps at enough funerals to know that hearing the bugle call is what reminds the family of the service of their lost loved one, and stirs emotions for them like pride, sadness, and loss. Those simple notes have to be executed precisely, so as not to disturb the listeners – the family of the lost loved one – from their meditative moment of emotion. I’d be lying if I said it was easy, any time I have to do it. I’d also be lying if I said it isn’t harder when the funeral is as public and high-profile as General Schwarzkopf’s was. For this particular funeral, I have to play on my cold-weather equipment, which is less than ideal – my mouthpiece is made out of acrylic, making it less painful to put against my lips when it’s time to play (usually after standing for a long time out in the cold); but it’s also a little bit less responsive, and because it’s not the mouthpiece I play on regularly as a trumpet player, it’s not the one I feel most comfortable with. My trumpet is my marching band trumpet, which I enjoy playing on because it’s a really nice instrument, and I’m comfortable with it. I will go through all of the uniform preparations my colleagues also do – choosing appropriate layers for the weather, making sure my medals and shoes are polished and my coat and pants are pressed, and having a fresh haircut. My musical preparation is separate from the band, however. A snare drummer and I will go up to the cemetery separately from the rest of the funeral band, waiting until all of the other components SFC Trevor Sanders, 78th Army Reserve Band, Fort Dix, NJ, performs taps as Army SSG Zoltan Dobovich (the band, the Honor Guard, etc.) have taken is finally laid to rest 66 years after his plane crashed in their places before we position ourselves in Europe during WWII. 24 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com West Point Cemetery at the United States Military Academy. Photo by SFC Willie Calohan consideration of the wind and other factors – so that taps sounds distant, yet present. If the wind is really strong, we’ll stand closer to where the funeral party will congregate. On a still day, we’ll stand further away. There is often a lot of waiting involved for funerals, and it can be unpredictable exactly how long we’ll have to stand in the elements. Even as the ceremony unfolds, the taps bugler is still waiting from a distance. I don’t get any cues from our drum major, I have to watch the funeral director and the Honor Guard firing party. When the Honor Guard is preparing for their rifle volleys, I know I’m up next. I come to the position of attention, lick my lips and make sure my embouchure is ready to play, and wait to hear the three volleys from the firing party. On the command “Present Arms,” they put their rifles to that position and I bring my trumpet into playing position. The snare drummer beside me begins his drum roll, and I start playing Taps. Taps probably doesn’t seem like a difficult or technical piece of music to perform, but it requires a great deal of focus. I can’t allow myself to think now of the Family and their emotions, because that could stir emotions in me that can upset my focus. For this particular funeral, I need to consider the feelings of an entire proud nation before I begin Taps. Thankfully, I’ve practiced and performed taps enough times in my 15+ years here at West Point that it is, for the most part, second nature. I know when and how deeply to breathe, I know what I need to do to phrase the melody appropriately, and I know how to keep the tempo steady, even if I’m feeling nervous. Again, the cold weather is my biggest obstacle. It can be difficult to “feel” where to place my mouthpiece on my face when I’m too cold to really “feel” anything at all, but this will not be the first time I’ve had to overcome low temperatures. When the moment comes, just like for a big solo in the concert hall, I know my training has prepared me and I’m ready to do the job I’m there to do. When Taps is over, I lower my trumpet and render the hand salute. We remain at the position of attention while the flag is folded and presented to the next of kin. When the Honor Guard departs, we follow them. 1775 Spring 2013 25

US Army Bands Picture-Grams

The 3rd Infantry Division Band - 28 Campaigns, performs during Rockin’ the Division HQs Concert, at Kandahar Air Field, Afghanistan, 14 March 2013. The 39th Army Band, New Hampshire Army National Guard, rehearses with high school band students.

< The Maneuver Center of Excellence Band stationed at Fort Benning, Georgia, performs at the Webster County Fair, Preston, Georgia in October 2012.

The 28th Division Band, Pennsylvania Army National Guard, performs during a Pittsburgh Steelers game in December 2012

26 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com SECTION IV: Around the Corps

S1NET Membership Milestone Hits 100,000 S1NET is the Center for Army Lessons Learned (CALL) professional forum supporting the Army Human Resources (HR) community of practice. CALL hosts and resources S1NET with the primary purpose of advancing the practice of HR Management by providing an informal, collaborative environment conducive to the promotion and sharing of HR knowledge and best practices. Started in 2003 by a former Brigade S1, S1NET began as a list server that provided HR information via e-mail to 345 S1s deployed to Iraq and Afghanistan who could not obtain this information via the web due to limited bandwidth. Word of this service spread quickly. Demand from the field to be included in this list server and the desire to promote collaboration between members necessitated finding a better IT solution for dissemination of the information. In 2004 the problem was solved through partnering the S1NET Team with the Fort Leavenworth Battle Command Knowledge System (BCKS). Since that time the Army Professional Forums have transitioned to CALL and S1NET has grown into an on-line professional forum of 100,000 plus members as of February 2013. The demographics of the membership span the entire Army; from Privates in training to General Officers, covering all branches and components, and include Army civilian employees up to the senior executive service level. Why has S1NET been so successful? First, because of the dedication of a team of professional volunteers who believe in the concept of collaboration and knowledge sharing. S1NET has only one full-time facilitator; but averages over 75 volunteer topic leaders (military and civilian) spread all over the globe. These volunteers use their own time to provide information and answer questions to help other members. HR subject matter experts and proponents in the Army G1, Human Resources Command, US Army Reserve Command G1, and National Guard Bureau, as well as trainers in the Soldier Support Institute at Fort Jackson, come together to support S1NET. They provide updated Army HR information, answer questions, and use the forum to solicit feedback on the effectiveness and clarify of policies and procedures. Second, S1NET is successful because of a philosophy of “pushing” HR information to the field. Everyone is busy and cannot take the time daily to research the many web sites or contact the right people to get the latest information. S1NET pushes the latest HR information to the field via e-mail “S1NET Message Summary’s” to all members, which are sent approximately every other duty day. These messages provide a brief summation of the latest HR policies, procedures, and useful information, with a link to where further information is posted. When members go to these links, they have the opportunity to ask questions / make comments through threaded discussions. Since S1NET does not advertise, these messages are a major draw for new members as many new followers learn about the forum from dissemination of these messages from members to non-members. Third, S1NET is successful because everyone (not just HR professionals) practices HR management at some level. All Soldiers and their leaders are interested in promotions, evaluations, and awards for themselves or their subordinates. The availability of timely information, and the ability to receive answers from the HR experts in the field, draws members from all Army branches and components. The functional proponents for many HR areas in HRC and the Army G1 have recognized the ability of this forum to reach out and touch the field, and now regularly come to S1NET with requests to get the latest information disseminated, and agree to answer questions in return for this service. This is all completed with a purposeful lack of formality. CALL’s vision for S1NET is to expand HR knowledge management to such an extent that knowledge sharing positively affects the Army’s HR processes, policies, and programs. CALL’s intent is to connect the field in such a way that any “1” can access the site and, despite the level of training to be a “1”, find the tools and support to take care of their Soldiers, units, and commanders. In keeping with this vision and intent, CALL is moving the Army Professional Forums, including S1NET, to a new software platform. In March 2013 all of the Army Professional Forums moved to milSuite, a collection of online applications focused on improving secure collaboration for the Department of Defense. A major change for members is that, after this move to milSuite, access to S1NET will require CAC logon. In order to make the transition go smoothly for S1NET’s 100,000 members, CALL is asking all members to establish their own milSuite account. This will make it easier to rejoin the forum after the move and allow current discussions / documents to be attributed to the original contributor when the content is transferred. Memberships will not automatically be transfer. All members who wish to continue following S1NET and the other forums will have to rejoin after the move. The new S1NET milSuites registration site is: https://www.milsuite.mil. The new S1Net can be found at Army Professional Forums: https://forums.army.mil/CommunityBrowser.aspx?id=1. 1775 Spring 2013 27 Re-invigorating the Role of the OER Rater: Implement a Managed Rater Profile By MAJ Anthony Pete and MAJ Stephen Christian, Evaluation Systems Branch, ESPD, HRC December 1, 2013, is the effective date for the latest officer did, and how well that officer performed their revisions of the Officer Evaluation Report (OER). One duties. Ensure that you quantify and qualify the of the major changes implements a managed Rater performance without using a “laundry list” of profile technique where the Rater evaluates superlatives that would not be helpful to members of a performance of the rated officer and must manage a top selection board. More is not always better when block, or “Excels”, at below 50 percent. This article writing your assessment. Selection board members use explains to all Raters in the field how to manage a the Rater’s assessment in their file deliberations when Rater profile. they are looking for in-depth information about a rated Those of us who have managed a Senior Rater officer’s performance. When there is no Senior Rater profile as Brigade level S1s understand the rules. (normally due to lack of rating official qualifications), However, Majors and Captains currently serving as the Rater’s narrative is the one that provides the input rating officials most likely have seen few OERs with a on both performance and potential, and the Rater’s block check on them and do not understand how to narrative may be the difference in an officer being manage a profile. What follows is a list of tips, rules, selected for promotion or schooling. and suggestions for the Rater who finds himself in a Rater Profile Management. Use the following position of not only mentoring subordinates, but also rules and Figure 1 on the next page as a guideline for managing a Rater profile on the revised OER, the DA avoiding a “misfire” situation. 67-10. Maintain less than 50 percent (49.9) of reports The following information is currently briefed to written by a grade in the “Excels” box for Raters of members of DA selection boards at HRC, future LTCs and below. commanders at the Army’s Pre-Command Course at Flexibility - Raters have a “credit” of 3 in the Fort Leavenworth, commands that the HRC Road Show “Proficient” box to start a profile. visits, and senior leaders and branch managers who OER profiles are calculated based on the date of request officer professional development sessions. signature. Having all the information in one article is intended to OERs are due at HRC within 90 days after the provide one stop shopping to ease the transition from through date of the evaluation. the DA 67-9 to the DA 67-10. Maintain a working copy of your Rater profile and Role of the Rater. Arguably, one of the first steps monitor it for accuracy. would be to develop a “rating philosophy” and Profile calculators will be provided for Raters to use, communicate it to your rated officers. Currently, there which will assist with profile management are many schools of thought involving the Senior Rater Rater Managed Profile Management Labeling philosophy, which may be applied to a Rater philosophy. Rules: Each of these philosophies has its own set of challenges. Rule #1: If the Rater checks the “Proficient” box, It is up to the individual Rater to think through his / then the report is always labeled “Proficient.” her philosophy and provide it to the population he / she Rule #2: If the Rater checks the “Capable” or rates. It is important that Raters are fair and “Unsatisfactory” box, then the report is always consistent, regardless of the philosophy the Rater respectively labeled “Capable” or “Unsatisfactory” - adopts. Additionally, you can create some type of the sum of “Proficient,” “Capable,” and organizational paradigm to keep track of the other “Unsatisfactory” box checks should always be greater responsibilities listed below: than 50 percent of total ratings. Anticipate and project future evaluations (current Rule #3: If the Rater checks the “Excels” box and the thru date on file / IWRS plus 12 months (annual) or Rater’s profile is less than 50 percent, then the report known changes of rater). is labeled “Excels.” - an entry of “Excels” will only be Notify senior rating officials of upcoming evaluations. accepted if the mathematical result of the entry is Follow up on OER receipt at HRC through less than 50 percent of the total number of reports completion. rendered in that grade. Evaluate the rated officer’s performance. Rule #4: MISFIRE – if the Rater checks the “Excels” Ensure rating schemes are published and understood. box and Rater’s profile is equal to or greater than 50 Consistently counsel those you rate. percent, then the report is labeled “Proficient," and Rater Assessment. The Rater is the first rating the Rater is notified of a MISFIRE. official to make an evaluation on the OER. The Rater Rater Tips. Below you will find a list of should focus on performance and discuss what the rated definitions and tips to assist you when making your 28 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Figure 1 Rater assessment. Follow these guidelines to Know your profile at all times. provide selection board members and branch The information above is not all-inclusive. The managers the information they need to make a Rater must communicate with both the rated determination on promotion and future officer and the Senior Rater when evaluating the assignments. performance of his / her subordinates. The Rater Excels = Absolute top performers. must make the hard calls and must look Proficient = Good performers, but less than the subordinates in the eye when you are assessing best. their performance. DA 67-10 information, training Capable = Meets the expectations of grade (not videos, training slides, and profile management referred). tools will be posted to the HRC website Unsatisfactory = Failed one or more standards (www.hrc.army.mil/evaluations). AR 623-3 and DA (Referred). PAM 623-3 will also be available on the Army Focus on performance and narrative comments. Publishing Directorate. Take some time now to Be honest and forthright in your assessments. develop your Rater philosophy. The first report the LT / WO1 reports are masked after promotion to Rater writes using the DA 67-10 will be less CPT or selection to CW3 difficult if the Rater has provided his / her Don’t be afraid of Referred Reports. philosophy to their subordinates prior to sitting Clearly articulate and explain failures. with them for an OER counseling session. Know your population, e.g., how they perform, This is the first article in a series of information when they are eligible for boards, when reports we will provide on the DA 67-10. will be due. 1775 Spring 2013 29 Commanding a Brigade Special Troops Battalion (BSTB) in a Heavy Brigade Combat Team (HBCT) as an AG Officer By LTC Hope Rampy, Commander, 4th BSTB “How many Bradley crews are you trying to kindergarten?” I have used this logic over the qualify during gunnery, what level of engineer past year with my Lieutenants, “everything I qualification tables is the company going to need to know I learned in ROTC or a military complete, who is A+ certified in your battalion, academy.” This emphasized to them that who is RL1 qualified for UAS, how many training leadership is not about the frills or showboating, classes are we conducting with Foundry funds?” it is all about troop leading procedures, PCCs and Amazingly after 14 months in command, these are PCIs – training and caring for that precious perfectly normal questions and I actually resource. It is our ultimate responsibility as a understand them. Serving in any command select leader to train and resource our units in order to position is an honor, but serving as a battalion succeed at whatever mission we are given. This commander in a heavy BCT is a once in a lifetime became extremely important as I developed a opportunity. For some AG officers you may training strategy across five companies with contemplate competing for tactical command. I different METLs in order to build proficiency, will share with you the process I went through, prepare for JRTC and ultimately deploy to what I have learned as a commander and what I Afghanistan. will take forward as a leader and as a Human The cool things I have had the opportunity to Resources (HR) professional. learn and appreciate about a Special Troops The Process. While future year groups will Battalion are Sappers are phenomenal and will compete for all command categories during the complete any task given to them from clearing a command selection board process, at the time of route, blowing a tower, or running a range. They my board, I could choose the command categories I want to be out front. The Military Intelligence wanted to compete in. I love our business and and Signal Soldiers are incredibly bright and they knew that the Division G1 was the pinnacle job. want to be challenged. They stand behind With that being said, I competed for Division G1 battalions and brigades as the back bone of our and tactical command, knowing I would be networks and analysis. Their support and ISR honored to be selected for either. No matter what assets help feed the beast of the brigade staff and you are selected for, be ready to give 100%. That ultimately inform the commander’s decisions. future unit is depending on you. With the release The Headquarters Company is a mosaic of silent of the list, I remember feeling incredibly honored heroes that keep the battalion afloat from the to be selected, but also apprehensive thinking battalion staff, to the MPs, to the maintenance what have I gotten myself into, would I be able to section; these Soldiers can accomplish simple live up to my Soldiers’ needs and expectations? administrative tasks to unstabilized gunneries Learning and Growing. What I have and not think anything of it because that is what learned over and over again as a commander is they were asked to do. that Soldiers truly are our most precious resource. Remain selfless as a leader and HR You have to fight to provide them the best training professional. No matter what your position is, and be introspective enough to know when you be yourself and remain humble. It sounds simple, have missed the mark and to challenge your unit but I think it is an honest revelation. Do I need to to learn and grow from each opportunity. As a act different now that I am in command and is commander, especially in a Special Troops there something that I need to change about Battalion, it takes subject matter experts in a myself? While we all have room for self number of fields and no one Soldier, commander or development, whatever you have done up until unit can succeed on their own. command, that is why you were selected. Have Have faith in your training; command is about faith in your abilities and find your niche. I love the basics in order to effectively and efficiently seeing the best in folks and have had to learn to employ your resources. Remember the saying, be more of a realist than an optimist, but I still “everything I need to know I learned in continue to focus on recognizing excellence and 30 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com A Combat Patch Ceremony is conducted for Soldiers of the 4th Brigade Special Troops Battalion, 4th Brigade Combat Team, 1st Cavalry Division in Afghanistan. Executing the ceremony are LTC Hope Rampy (front right) and CSM Maurice Greening.

spending 90% of my time on the 98% that are doing the right thing. Highlight the positive, the statistics will show you there are more people doing what is right than what is wrong, so balance your efforts accordingly. Be physically and mentally ready to give 100% for the mission at hand, whether it is in TRADOC or in a deployed unit. The Soldiers you serve deserve the same amount of energy every single day. I strive to find ways to challenge our HR professionals just as I have been challenged, whether it is unit runs, commander competitions or spur rides, we are Soldiers first and should push ourselves to test those limits. When it comes down to it, what I learned in OBC stands – do the best job at every job you are given and take care of Soldiers. As I stand on the command side of the fence, these are the things I know I will leave command with and continue to do as an HR Professional. Stand up for our Soldiers, do not become part of the bureaucracy. I try and instill in our AG Soldiers and officers to not learn bad habits at the battalion level such as: the addition of letters of lateness, kicking back items for small corrections or requiring a mountain of paperwork in order to get an administrative action completed; this only hurts the Soldiers you serve. Be an agent of change – our processes and procedures are clear, do not add to them. Be on the Soldier’s side. Timeliness matters, so treat each action as if it were your own when deciding to kick something back or waiting days to do eMILPO entries; do the right thing because it makes a difference. The thing I love most about our business is helping Soldiers and that requires a constant effort. As HR professionals, we have to talk to the commander in terms of what I can do for you and not what we cannot do – find ways to say yes. This is what makes commanders appreciate what AG Soldiers bring to the fight. As the Adjutant General’s Corps Creed says, “I will be innovative and resourceful. I will improvise new systems of support when standard systems fail.” Defend and Serve!

An Army and Air Force

Exchange air drop is executed for the 4th Brigade Special Troops Battalion at their combat outpost in Afghanistan.

1775 Spring 2013 31 U.S. Forces Afghanistan (USFOR-A) HR Theater Wide Conference By MAJ Danielle E. Hoyle, USFOR-A J1 Strength Management Branch OIC U.S. Forces Afghanistan J1 hosted its second Commander’s intent. It is not just about getting theater wide conference toward the latter part of to 68,000 Soldiers; HR professionals must peel 2012 at Bagram Airfield. The intent of the the onion back to ensure the right skills sets and conference was to bring all Human Resources people are in place to support ongoing operations practitioners and stakeholders together to present in Afghanistan and provide thoughtful and relevant issues, best practices, and solutions in accurate analysis to focus personnel order to improve the efficiency and effectiveness of accountability in theater. In other words, the HR support in the Combined Joint Operations DSR / JPERSTAT, Deployed Theater Area – Afghanistan (CJOA-A). Over 100 HR Accountability System (DTAS), FML, and professionals, representing 31 commands / units authorizations must match. What follows is a attended the conference. Major commands brief summary of the HR presentations covered attending the conference included: CENTCOM, during the conference. USFOR-A Force Management, USFOR-A J1, Surge Recovery. FML, Boots on the Ground Army National Guard / Reserve Affairs, US Army (BOG), Force Tracking Numbers (FTNs), Joint Human Resources Command, ARCENT G1, 8TH Management Documents (JMDs), authorizations, Human Resources Sustainment Center and Navy Joint Staff business rule deductions, and the Central Command (NAVCENT). impact on the 68,000 Soldier force, were certainly The Conference included presentations on US major topics of concern, frustration, and personnel surge recovery / retrograde operations, education for major commands. Arguably, at the civilian expeditionary workforce manning, end of a lengthy discussion, all senior HR leaders CENTCOM CC-J1 personnel update, force developed a deeper appreciation for the management and strength management complexities and evolution of the BOG accounting accounting, theater awards processing, theater and reporting system. Moreover, the USFOR-A rest and recuperation and special liberty pass J1, J3, and J4 must maintain constant programs, quality of life / MWR procedures, Army coordination with each other in order to achieve National Guard / Reserve Affairs, an HRC success. An acknowledgement that another briefing, ARCENT G1 update, 8th HRSC Support round of reductions in the near future is highly to the CJOA, a NAVCENT review, theater likely, created a sense of urgency and a need to substance abuse program overview, and the codify processes and procedures to ensure that Federal Voting Assistance and Combined Federal stakeholders in the CJOA-A get it right. This Campaign – Overseas Programs. The Conference point of urgency is very important in order for HR culminated with an awards presentation and professionals to maintain credibility with the recognition of HR Soldiers for their outstanding theater’s senior leadership, our elected officials, accomplishments and support to the troops in and civilian / political leaders. Afghanistan. Strength Accounting. Accurate The conference opened with relevant HR accountability of personnel on a daily basis is theater remarks by COL Tracy Winborne, USFOR- paramount and crucial to what commanders on A, J1 Director and introduction of MG Kenneth R. the ground must do and each HR professional Dahl, the Deputy Commanding General-Support, must assure that systems checks and balances USFOR-A. MG Dahl emphasized the importance are in place to provide 100% accountability of of getting to the mandated 68,000 Soldier Force personnel in the CJOA-A. Even though units in Management Level (FML) in a credible and the CJOA-A have sustained a .04% variance rate relevant manner to support the warfighter in the between DTAS and DSR, which is far less than field. He also emphasized the point that all HR the DOD standard of 2%, challenges still exist. professionals must understand that FML equals Therefore, constant vigilance is required and HR authorizations and the criticality of enforcing professionals must be keenly aware of who is in accurate personnel accountability relative to their battle space by developing and maintaining 32 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com close relationships with S/G/CJ 3s and theater operations staffs. The takeaway – when in doubt, count. The USFOR-A Combined Manpower Coordination Cell, responsible for theater military, civilian, and contractor accountability, works very closely with units to determine who should account for individuals and in what category of accountability they belong. The DSR, DTAS, and JPERSTAT reports are systems of record that form the foundation of accounting for all personnel in the CJOA. Moreover, the USFOR-A J1 will validate force tracking numbers and JMD numbers during the quarterly CJOA-wide personnel asset inventory. Given the established processes, concerns were raised about accounting for civilians and especially contractors in the CJOA-A as well. CENTCOM acknowledged that accountability of civilians and contractors in the CJOA-A is an on-going concern and collectively we will continue to work the issue at all levels in conjunction with various civilian companies. Joint Awards. Needless to say, joint awards are an emotionally charged issue for commands. CENTCOM Policy #2 and DoDM.33-V1, November 23, 2010, directs that service members must serve in a billet assigned to a JMD in order for them to be eligible for a joint service award. The unintended consequence of deploying to theater on a unit deployment, is that service members are not considered for joint awards, but in reality, are serving admirably and equally with service members in valid JMDs, who are eligible for joint awards because they are in valid JMD billets. The CENTCOM representative reiterated the policy and provided historical perspectives of failed attempts to reverse the policy, but left the door open for a request reflecting consensus from the leadership in the CJOA-A. Force Tracking Numbers (FTNs) / JMD numbers on TCS Orders. TCS orders without FTNs / JMD numbers continue to present a challenge at transient and gateway locations, thereby reducing the accuracy of accountability once the deployed Soldier arrives in Afghanistan. USFOR-A J3 continues to work with ARCENT, CENTCOM, and FORSCOM to ensure FTNs / JMD numbers are documented on TCS orders to facilitate onward movement, improve overall theater personnel accountability, and stop “self” deployers into the CJOA-A. The culminating point for the conference was the recognition of HR Soldiers for their outstanding accomplishments and support to the troops in Afghanistan. CJTF1 Soldiers were recognized for their work and perfection of Casualty Operations; where failure is not an option. SPC Donte McClease, SPC Marcos E. Guevara, SPC Evan Deleon Tolentino, and PFC Branden Harris from CJTF-1 were recognized for their outstanding support as well. PRT Farah, 11th TTSB, and CJTF-1 were recognized as top performers in the PAI area for small, medium, and large units respectively. And finally, SFC Nekishia Cole, 10th SBDE was recognized for being inducted into the coveted Audie Murphy Club.

COL Tracey L. Winborne (third from left), discusses relevant issues and solutions in an open forum at the US Forces – Afghanistan HR Theater Wide Conference to improve the efficiency and effectiveness of HR support in the combined joint operations area. This enabled the HR leadership to get in a lot of good crosstalk between subordinate units about their HR processes and procedures. 1775 Spring 2013 33 HR Best Practices – a 1st Cavalry Division (1CD) G1 Case Study By MAJ Greg S. Johnson As Human Resources (HR) professionals, we are direct BLM does not negate the role Division G1s have truly in dynamic times that require constant self- in ensuring subordinate units meet strength and education, learning, and development. Over 10 years of deployment goals. The 1CD G1 Strength Manager combat operations coinciding with an aggressive (SM) actively advocated for our unit manning fills for modular organizational transformation have ushered in MOS and grade shortages with AHRC. This role is significant changes to Army structure and operational contentious, but it is necessary to ensure the correct doctrine. The HR community responded to these manning of deploying units. The G1 SM also served as demands by transforming itself through Personnel the honest broker between units, redistributing gains Service Delivery Redesign (PSDR), reworking personnel as needed and verifying shortages during unit status processes, and instituting new business practices such report cycles while also managing the division field as direct brigade level manning (BLM). New support grade slate.3 The continued rise of non-deployable organizations were created, doctrine and concepts populations also requires G1s to ensure subordinate rewritten, while HR legacy structures were either units are focused on HR systems data accuracy and eliminated or revamped.1 Changes have been so rapid proper reporting of Soldiers. These essential tasks are and significant that expertise at all HR echelons has vital as they provide AHRC a reliable and accurate suffered. One solution is to (re)learn our doctrinal deployable strength picture of the unit. Aggressive concepts illustrated in FM 1-0. Another complementary strength management, reporting and advocacy by the solution is to study and implement best practice G1 resulted in all 1CD brigades meeting mandated solutions and lessons learned that HR professionals deployed strength thresholds. have tested and proven in an operating environment.2 2. Non-Deployable Soldier Management. As Combining such solutions, HR professionals can regain with all of the Army, 1CD experienced a rise in non- the expertise and efficiency that is necessary to fully deployables during its preparation for deployment. support our Commanders and our field organizations. One initiative by the 1CD CG was a weekly non- The listed best practices is my attempt to add to the deployable scrub held with Brigade Commanders and current literature concerning Division G1 operations. Command Sergeants Major. Each meeting began with Outlined are those efficiencies that the 1st Cavalry a brief class designed for leaders on topics ranging Division (1CD) G1 section implemented in preparation from managing medical profiles, Medical Evaluation and deployment to Operation Iraqi Freedom 09-10. I Board (MEB) / Physical Evaluation Board (PEB) / recognize that not all of these highlighted best practices MOS Medical Retention Board (MMRB) procedures, are aligned with our current HR doctrine; however, AWOL / deserter management, and chapter they worked for our organization during this particular processing. Meetings allowed time for the CG to deployment cycle. Other localized solutions abound, discuss specific non-deployable Soldiers with each which underlines the necessity for HR professionals to Commander and CSM. constantly share experiences and remain vigilant in The 1CD G1 published guidance pertaining to self-education and development. deployability criteria as well as managing non- Part I. Pre-Deployment Preparation: deployable Soldiers. Brigades were encouraged to Multitudes of variables affect the preparation of units execute a repetitive Soldier Readiness Program (SRP) prior to their deployments and G1s must assist throughout their pre-deployment preparation, utilizing subordinate units and their S1s in navigating these their organic medical, legal, and personnel assets. trouble areas. Conducting division wide HR training Units were required to execute, at a minimum, an SRP and providing technical assistance to S1 shops are prior to their movement to their respective mission responsibilities G1s should embrace and employ. readiness exercise and prior to actual deployment. Equally important is educating Commanders, at Early and frequent SRPs often uncovered non- applicable division forums, on solutions to HR issues in deployable issues not otherwise known; ultimately order to improve HR operations. Six additional 1CD G1 allowing units, with G1 assistance, time to work best practices are noted below. manning solutions prior to deployment. 1. Division Strength Management. Army To aid units during their final SRP processing, the Human Resources Command’s (AHRC) adoption of 1CD G1 placed an officer at the Fort Hood Central SRP 1 Division G1 sections, once staffed at 50+ personnel, were cut in half while Brigade S1 shops nearly doubled and Personnel Services Battalions and Brigade level Theater Personnel Commands were eliminated. 2 Many HR Best Practices and Lessons Learned are posted on the S1NET. 3 Regardless of pinpoint designations by AHRC for inbound officers, the Field Grade Slate process determines the positions and units Field Grades fill in Divisions. 34 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com facility to assist S1s in by-name tracking of Soldiers Real-Time Automated Personnel Identification System being cleared for deployment. This data, in turn, was (DEERS / RAPIDS) machines, the Defense Casualty analyzed and reported daily to brigade leadership as Information Processing System (DCIPS) and the well as to the 1CD Chief of Staff. This level of detail Deployed Theater Accountability System (DTAS) are all enabled SRP clearance issues to rise to unit leadership essential to deployed HR operations. Division G1 teams almost in real time while allowing division leadership to must be competent and near experts on each prior to make redistribution decisions based on analytical data. deployment and will be counted on to provide guidance This practice was vital in ensuring all 1CD brigades and troubleshooting suggestions to subordinate S1s deployed at mandated thresholds. while deployed. 3. Publish HR Related Policies and Part II, Deployment Operations: G1 Requirements. The 1CD G1 spent significant time deployment operations are also challenging. HR leaders preparing, outlining, and codifying HR policies and should expect their unit, section, or team to be tested requirements through the division’s formal orders early. Complicating deployed HR operations is that process. Vetted by division leaders, this formal tasks such as MWR and contracting are not garrison dissemination increased the likelihood that operators at missions. In the deployed arena however, MWR is a the brigade and battalion level would read and time consuming and essential task. Other G1 HR recognize HR policy and requirements. To augment the responsibilities also change when deployed, including formal orders process, the 1CD G1 also sent HR related the use of DTAS for accountability, rest and orders via email to unit S1 teams while also posting recuperation management, and the monitoring of postal orders onto the 1CD G1 internal web page. The G1 also operations. Five best practices are noted below. burned CDs and provided to S1s during monthly 1CD 1. Develop a G1 Concept of Support. The G1 G1 / S1 conferences, ensuring each had copies of HR HR concept of support established levels of support by orders. This process provided the basis for a common population and areas throughout the Multi-National operating picture for HR policies. Division-Baghdad (MND-B) operating environment. 4. DD93 Verification/Validation. The physical The concept of support was vetted with MND-B review, updating, and uploading of Soldiers’ DD93s is a leadership, subordinate MND-B S1s, the Support difficult yet essential task prior to deployment. The Brigade (SBDE) servicing Baghdad, the Expeditionary 1CD G1 set mandatory reporting requirements for Support Command (ESC) and the Multi-National Corps- tracking this process prior to each 1CD Brigade Iraq (MNC-I) G1. It included levels of support and deployment. In turn, these stats were briefed weekly to actual locations for Army post offices, finance offices, division leadership. This process was most successful MWR gyms and facilities, AAFES facilities, vendors and when updates and verification were made in Eagle Cash Card kiosks, DEERS / RAPIDS area conjunction with a formal SRP event. The G1 coverage, Casualty Liaison Team coverage areas and additionally analyzed iPERMS upload completion rates mobile mission requirements. The concept of support to ensure that scanned and forwarded documents were was essential in setting baseline HR expectations and processed in a timely and accurate manner. requirements. 5. Set G1 Teams Early & Utilize Realistic As the deployment progressed it became necessary Scenarios during Training Exercises. Setting G1 to actively engage all HR elements, sometimes on a teams early will assist in developing competencies and daily basis, to ensure that HR support levels were technical expertise prior to deployment. The 1CD G1 maintained within MND-B. The G1 would also use the tested its teams during the 1CD mission rehearsal HR concept of support to solicit additional support such exercise (MRX) by creating realistic HR scenarios that as DEERS / RAPIDS machine maintenance, and postal they might face in a deployed environment. Scenarios and finance mobile mission expansion. The G1 also ranged from how the casualty section should report consistently provided feedback on draft MNC-1 G1, Iraqi or contractor casualties to defining the criteria for SBDE and ESC HR fragmentary orders while also awarding the Purple Heart. The Division G1 leadership participating in reoccurring support operations then stepped aside and allowed teams of CPTs, NCOs, meetings. This review and feedback process was and Soldiers to work solutions to the scenarios. The tedious and time consuming but it ensured that MND-B environment was sometimes tense; but these G1 teams command priorities were recognized by the servicing researched and came up with viable and correct SBDE, ESC and by the MNC-I G1. The MND-B G1, in solutions. The capstone for each day was at shift turn, became the synchronizer for HR operations change, where the junior member of the G1 team on between all HR elements within the MND-B operating duty briefed the incoming shift. Phenomenal learning environment, a roll that is not articulated in our current and growth took place during the span of the MRX and doctrine. G1 teams were better prepared to accomplish their 2. Utilize Liaison Officers (LNOs) at critical deployed HR missions. transit nodes. Prior to deployment, 1CD leadership 6. HR Systems Competency. HR systems approved placement of 1CD LNOs at critical transit and training on Defense Enrollment Eligibility System / medical nodes to ensure division accountability. The 1775 Spring 2013 35 1CD G1 worked with the Division Surgeon Section however, enabled Soldiers to be serviced at other unit (DSS) to staff LNO positions at the Ali Al Salem, DEERS / RAPIDS terminals when their own unit’s Kuwait transit hub, and at medical facilities in system was down. Overall, G6 involvement Landsthul, Germany, Walter Reed, and Brooke Army significantly improved DEERS / RAPIDS serviceability Medical Center in San Antonio. 1CD units were tasked throughout our deployment. to provide these LNOs who operationally fell under the 5. HR Training. Continual HR training and control of the G1 and DSS respectfully. The G1 also development did not stop once the 1CD G1 section had oversight over subordinate MND-B Brigade LNOs arrived in Baghdad. It became evident early on that at Ali Al Salem, Kuwait, and at Baghdad International the MND-B G1 section should augment Brigade S1 Airport. LNOs at these locations enabled the G1 to training as new units deployed into the theater. A have fidelity and accountability of late deployers into three to five person team consisting of personnel from theater, individual redeployers, R&R leave participants, the Casualty Section, Strength Section, Awards and Qatar R&R pass program participants. LNOs also Section, and POB traveled to new Brigade S1 sections assisted higher ranking 1CD leadership as they to conduct HR training. This training was usually transited into and out of Iraq and MND-B personnel on held within the units’ first several weeks in country; emergency leave. LNOs at medical facilities provided but normally after the official transfer of authority increased accountability, but they also served as a 1CD ceremony. The key focus of the training was on unit presence for 1CD wounded warriors and their casualty reporting procedures, timelines of reporting Families. While the current G1 MTOE does not provide initial casualties, black-out procedures and DTAS LNO positions for this role, 1CD leadership believed procedures. The G1 training team also covered other that this mission and capability was a critical task for MND-B HR policies such as the HR concept of support, the G1 and DSS. awards processing, and R&R leave and pass 3. Link in with G5 for task organization procedures. The training also walked new S1s through development. The task organization (TO) of units the internal G1 portal, showing them formats and within MND-B was constantly shifting. The G5 section products that they could use. The training was in MND-B was responsible for updates to the TO and instrumental in setting standards and expectations they published FRAGOs almost on a weekly basis. The from the start of a unit’s deployment and showed frequency of such changes required vigilance from the subordinate S1s that the G1 would help and support G1 Strength Management section who, in turn, them--a win / win for all. developed a close working relationship with the G5. Division G1 HR operations have changed in the This relationship enabled the Strength Section to past ten years and the 1CD G1 operations reflect such update DTAS in near real time, resulting in continued changes. While not an exhaustive list of best practices, personnel accountability. The relationship was also the above composite is indicative of how the 1CD G1 beneficial to the G5, and on more than one occasion the operated in preparation for and during deployment Strength Management section was able to assist the G5 operations in support of OIF 09-10. Many other in producing orders and in answering command group processes and procedures could be noted and questions concerning TO. presented. Other units have just as many best 4. Ensure G6 involvement with DEERS / practices that are worthy of discussion. These RAPIDS serviceability. MND-B was consistently discussions however, can and should take place in challenged to maintain DEERS / RAPIDS serviceability forums such as S1NET or in this publication. I solicit in the deployed environment. The combination of all HR professionals to share their best practices and weather and poor infrastructure led to the frequent lessons learned in such forums. The sharing of such failure of components. Connectivity problems also information is vital for self-education, learning, and plagued operations, regardless if DEERS / RAPIDS development, which are practices that every HR machines were linked directly to a local area network professional should be following in today’s dynamic HR (LAN) or using a Very Small Aperture Terminal environment. (VSAT). One solution the G1 employed was to create a Tiger Team in conjunction with the Division G6 section. MAJ Gregory S. Johnson served as the Deputy G1, 1st The Tiger Team included a G6 technical expert as well Cavalry Division for 22 months and during its as personnel from the G1 Plans and Operations Branch deployment rotation in support of OIF 09-10. He is (POB) who tracked DEERS / RAPIDS serviceability. currently an Interagency Fellow at the Department of When S1 sections had problems, the team was Agriculture. physically sent to their location to trouble-shoot the DEERS / RAPIDS system. In most cases, the team was successful in returning the system to an operational status. In many situations, parts had to be sent from CONUS to replace failed components, increasing downtime. The MND-B policy of area coverage 36 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com HR Operations in a Combined Joint Interagency Environment By MAJ Jason M. Cavness When the Headquarters of the 42nd Military training included updating the ANA daily Police Brigade was notified of our deployment PERSTAT, and providing a historical analysis orders to be the Brigade Headquarters element of their previous PERSTATS to include AWOL for Task Force (TF) Protector in Afghanistan, we rates. WO1 Williams also took an active role in knew it would be an interesting and difficult making required changes to their Tashkil or mission. The Brigade would ultimately be MTOE. WO1 Williams was also responsible for responsible for detainee operations at the providing weekly briefings to the ANA general Detainee Facility at Parwan (DFIP), officer leadership on myriad topics, to include Afghanistan operating in a combined joint the commander’s unit assessment tool and interagency environment. personnel manning requirements. Because of As the TF Protector S1, we were responsible these duties, WO1 Williams had a limited part for the HR support of two subordinate Reserve in the actual day to day operations of the TF Battalions, one subordinate Navy Trident, one S1. separate active duty HHC and one separate SPC Irizarry was tasked to perform duties ARNG Company comprised of over 1500 in the Theater Detainee Reporting Center Soldiers, Sailors, Airmen and Civilians in (TDRC). The TDRC fell under the purview of support of the DFIP. We were also responsible the TF S3. SPC Irizarry was responsible for for timely and accurate HR support to an updating detainee records that were sent to the additional population of over 3,000 personnel Pentagon. She was also responsible for operating in a combined joint interagency task processing, researching and archiving detainee force environment partnered with their Afghan records in support of overseas contingency coalition partners. The TF S1 was also given operations and the National Detainee the mission of peer level mentorship to the Reporting Center (NDRC), Washington, DC. Afghan National Army (ANA) MP Brigade G1, Additionally, she executed the weekly Juvenile who was executing full spectrum HR operations and Third Country National reports that were with a focus on transitioning control of the DFIP needed by Combined Joint Interagency Task from coalition to Afghan control. Force 435 and the NDRC. Upon our arrival, the TF S1 had several PFC Stredick was tasked as the TF personnel tasked out for various missions. Our Protector Mail Clerk. PFC Stredick was HR Technician, WO1 Williams was tasked to responsible for managing the daily operations perform S1 related duties for the Brigade of the TF consolidated mailroom that consisted Assessment Team (BAT). The BAT was the TF of 10 separate companies and averaged over Commander’s embedded team with the ANA MP 200 packages a day for pick-up and Brigade. The BAT provided daily peer level distribution. SPC Stredick simultaneously mentorship to the ANA MP BDE staff and ANA served as the HHC, 42nd MP Brigade Primary Brigade Command Group. Mail Clerk. He ensured that every Soldier who Missions performed by WO1 Williams had mail received a notification e-mail and included the following: served as International posted a by name roster outside of the Red Cross (ICRC) liaison between the ICRC, mailroom daily. Mid way through the rotation, ANA MP Brigade and TF Protector; executed SPC Stredick was replaced by PV2 Schroeder Face to Face (F2F) duties, which was the as the TF Protector Mail Clerk. Both Soldiers conduit between detainee Family members, built a great relationship with the Bagram detainees, ICRC and TF protector ensuring Army Post Office and provided first class postal detainees were able to see their Family support to the residents of Camp Sabalu- members; and conducting strength management Harrison. training for the ANA G1. Strength management One challenge of this mission was the 1775 Spring 2013 37 almost monthly rotation of units in and out of the TF Protector area of responsibility. We had to track all outbound and inbound personnel to ensure we made accurate projections for all awards and evaluations. By having a monthly rotation of units in and out of TF Protector, this allowed us to maintain a solid battle rhythm for awards and evals. Because of the task organization of Camp Sabalu-Harrison, this provided a challenge in the delivery of HR support to the residents of the camp. Various units received differing levels of HR support from the TF Protector S1. At first, it was a challenge to figure out which units received which type of HR support from us. At the beginning of our deployment we conducted S1 Staff Assistance Visits (SAVs) to ascertain the level of HR support required to all subordinate S1s on Camp Sabalu-Harrison. This allowed us to provide focused HR support and assistance across the camp footprint. Along with the S1 SAVs, we also implemented the TF Protector S1 of the month. Based upon a established set of HR Metrics for each subordinate S1, we awarded a Brigade certificate of appreciation to the TF Protector S1 of the month. This helped to raise awareness of the vital mission each S1 has for their respective unit and to bring a sense of competition and esprit de corps to our subordinate S1s. We also conducted weekly S1 sync meetings with all of the subordinate S1s. This gave all S1s an opportunity to ensure that HR support was synced across the command. This allowed for any questions to be asked and answered of all S1 personnel in a non threatening environment. During these S1 sync meetings a class was given each week on a variety of S1 topics. These classes included eMILPO, RLAS, awards processing, Navy evaluations, IPPS-A and National Guard retirements. The objective of the weekly classes was to provide everyone an overview of how the different services and branches conducted HR support for their units. We also established monthly postal and finance rodeos for the camp residents. Since the camp executed operations in split or swing shifts, it was difficult for all personnel to make it to the main APO and Finance Company on Bagram. It was a significant help to have these services available for all camp personnel. We also developed a monthly customer service HR statistics lay down for the Task Force Command Group. These statistics showed how we were able to focus HR support throughout our theater tensure for the most customers based upon the HR support requested. As the TF S1, I was required to provide weekly input to the TF Protector Transition Working Group, along with weekly assessments of the ANA G1. This input enabled the TF Commander to make timely and accurate decisions on the level of the ANA G1s capability as it related to the transition of the DFIP. As part of this partnership with the ANA G1, we hosted an AG volleyball tournament. All TF S1s participated along with two teams from the ANA G1. This was a fun filled tournament that allowed all teams to compete with their peers. It also enabled us to learn about each other in a non work environment. Both ANA G1 teams dominated the competition and the two ANA G1 teams played each other for the championship. This was a very challenging and rewarding mission for the TF Protector S1 and one that we all took pride in for successfully meeting the challenges. Because of their out-standing Service during the deployment the following personnel were awarded the AGCRA Achievement Medal: 2LT Ann Bradley, WO1 Marcus Williams, SSG San’tora Mathis, SSG Michelle Myhand, SSG Daniel Hernandez, SGT Danny Kang, SGT Aisha Shakir-Wright, SPC Leticia Irizarry and PV2 Christian Schoeder. Photo of the 42nd MP Brigade S-1 Section serving as the TF Protector S-1 at Camp Sabalu-Harrison in Afghanistan. 38 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com AG Leadership Rules to Live By By MAJ Seana M. Jardin

This article is about the leadership complete. Follow up and follow through. philosophy I have learned over my last 14 years Track, track, track; we live and die by our in the Army. First, you are Soldier and a leader tracking mechanisms. AG officers should of our great Army and a member of the AG always be able to answer the question, “Where Corps second. You must always be mindful that is this action?” Know that trackers are only as you represent your country, the Army, the AG good as the people entering the data. If Corps, your unit and your family in your words something was initiated at your level, follow it and deeds. Others are always watching and to the end and provide timely results. listening to you, in and out of uniform. Be We don’t do more with less, we do less attentive to what you say, to whom you say it with less. This is reality. This is about and the manner in which you say it. You can’t understanding, balancing risk and setting control the actions and decisions of others, but priorities. Know which of the balls you juggle you can control your reactions to them. are glass and which are rubber. Drop the You are held to a higher standard by virtue rubber balls as many times as you want and let of the oath you swore to defend the constitution them bounce, but do not drop the glass ones. of the United States and the uniform you wear. Remember that even the rubber balls won’t Sometimes you will be asked to perform tasks bounce forever. outside your branch specific expertise; this will There is always someone who can say test you, but true leaders find success “yes.” Be tenacious and politically astute. regardless of the circumstances in which they Rarely accept the first “no” as the final answer find themselves. to something that is important, that you believe Maintain proficiency in the basic Soldier in and is the right thing to do. Stay within skills (Warrior Tasks, APFT, weapons regulation and policy; understand how your HR qualification, first aid, etc.). Your skills are systems work and how to maneuver within incomplete if you are technically proficient and them. Find the right person to ask in the right tactically ignorant. Commanders and other place, at the right time. Pick your battles Soldiers will always expect more of you so wisely and understand that sometimes you constantly strive to live up to the Army values must live with the answer of “no.” of Loyalty, Duty, Respect, Selfless Service, Guard and manage your time. No one Honor, Integrity, and Personal Courage. As else will. There are many demands for your leaders and Soldiers in the AG Corps, these are time at work and at home. For the time you can some rules to live by… control, be regimented about it. Carve out your Care. This is rule one because all others sacred time; time for physical fitness, time to will fall into place if you only do this. Care for eat properly, time for family, time to read, and the people behind the paper. In large time for self. Notice time for work is not on organizations it’s easy for the human element to here; it will naturally try to consume all of your get lost in the shuffle. Treat each personnel time. Remember one day the Army will break action with the same level of importance you your heart, it will tell you it’s time for you to go, would like yours to have. Say “good morning” thank you for your service and send you on your and “how can I help you?” Caring for the people way. Ask yourself what will you have waiting behind the paperwork will guarantee your for you when this day comes? If you expect to success more than raw talent or intellect. The remain effective at work and at home you must moment you find yourself not caring, stand up, balance your time. take a break, go talk to someone, do PT, or Be honest counselors and reliable whatever you need to do to get your mind right mentors. This applies to not only your and begin again. relationships with your subordinates but with Actions passed does not equal actions your peers and senior leaders as well. You want 1775 Spring 2013 39 your commander to seek your expertise and counsel. Be a mentor through words and deeds to younger Soldiers and officers. Don’t put off someone who is asking for help or guidance, make the time to assist and support. Prove your worth. You are your commander’s subject matter experts on all things HR, whether you like it or not. There is only one Battalion S1, only one Brigade S1, only one G1 on any staff. You have a duty to know your craft in order to provide sound counsel. Commanders will base their decisions on the knowledge you provide, so do your homework. Never report false information. If you don’t know, say so, then, return with the right information promptly. Learn where to find the answers and be able to chase information down. Your word is your bond. Your credibility depends on completion of your tasks as accurately and as timely as possible. If you consistently show bad stats, don’t know statuses to personnel actions, can’t answer HR questions, and can’t meet suspenses, you not only discredit yourself but also your “1” shop and the AG Corps. Don’t put your name on something you know is substandard. Your career is affected by more than your rating chain. Although as an AG Soldier you will typically work for a commander, you must also be responsive to your senior AG officer at the next higher headquarters, your AG peers, and subordinates. These other individuals can have real impact on your performance, performance ratings, and job placements to name a few. Remember those who allow you to climb on their shoulders and call yourself tall. Success in the Army HR business is a team sport. Thank those who work for and with you regularly. Look for and reward excellence. Publicly recognize those who do well and give credit where it is due. You are responsible for your fitness. This goes beyond simply physical fitness. You must maintain your mental, social, Family and spiritual fitness as well. Part of mental fitness is educating yourself, read all the time, be a lifelong learner so you can make wise decisions. Better comprehensive fitness will make you more resilient when tough times come. It gives you the stamina to push through difficult times and bounce back when failure happens. HR support is part of an organization’s plumbing. When it’s working no one has anything to say, but when it’s broke you will hear about it every day until it gets fixed. The AG shop should be where members of your unit go to get answers and assistance, not a place they avoid or try to go around because they have no faith in the system. Provide excellent personnel support. Make human contact. In this increasingly digital age, actual human contact is critical. Meet people face to face and shake their hands whenever possible. Don’t send an email when you can call, don’t call when you can get up and walk across the hall. Talk to your Soldiers every day. Know your peers. Go visit units within your command and those linked to your structure when possible. It’s easier to get things done when you know who you are talking to and they know you. And finally, have fun. Do not let the intensity of the work damage your sense of humor. There is a time to be serious and there is a time to laugh; understand the difference and be humble enough to laugh at yourself.

MAJ Seana M. Jardin is an AG Major currently serving in a Training With Industry (TWI) position with SCANA Corporation in Cayce, South Carolina.

40 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Marching Towards Graduation – Adjutant General Basic Officer Leader Course Paves the Way By the Adjutant General School Basic Officer Training Division FORT JACKSON, SC – Thirty-six Soldiers from the Adjutant General Basic Officer Leader Course embarked on a 12 mile road march on 14 March 2013. The event was one of the final milestones the students had to complete before graduation on 2 April 2013. The Adjutant General School and the Infantry School at Fort Benning, GA, are the only two of the Army’s 16 basic branch schools that conducts a 12 mile road march as part of their training. At 4 AM on a brisk morning, the students stepped off into the darkness and began the march. The march was not only challenging because of the distance, but because the students performed it with rifles in hand. “It was hard because that’s the furthest I’ve ever had to ruck, but it was exciting,” said 2LT Veronica Chelsey. “Carrying a rifle, along with other gear, really makes you feel more in the moment and more like a Soldier – it’s not like you’re just going on a long walk,” 2LT Chelsey added. In preparation for 12 miles, the AG student officers performed three, five and eight mile road marches, none of which required additional gear. “The intent of doing the 12 mile road march is to help our young AG officers set goals… it builds character and confidence,” said MAJ Randy Lefebvre, Chief of the Basic Officer Training Division at the Adjutant General School. “Seventy-five to eighty percent of the students have never done a 12 mile road march. Today’s Army is evolving and it’s imperative that we get back to basics,” said MAJ Lefebvre. The 12 mile road march was incorporated into the AG BOLC curriculum to emphasize the changing dynamic of the Army as it restructures and reduces in size following more than a decade of persistent conflict in Iraq and Afghanistan. Two hours after beginning the march, the students reached the halfway mark. At that time, they were able to rest and change socks, though only few seized the opportunity to do so. “I’d rather just keep going,” said 2LT Laura Colledge. “We have made it so far at this point, it feels better to keep moving. The more we stop, the more time there is for the soreness and pain to set in,” added 2LT Colledge. All 36 Soldiers completed the road march in less than four hours. Afterwards, they continued their training with the Combined Arms Division, completing both weapons qualification and a land navigation test. As the students returned to their original starting point at Hilton Head Parade Field on Fort Jackson, they caught a glimpse of the parking lot filled with the proud families of Basic Combat Training Soldiers preparing to march onto the field for their basic training graduation ceremony. The symbolism of the moment was not lost on the AG officer students’ primary instructor, CPT Jacqueline Murray-Bonno. “Today is about shared sacrifice and sharing some of the same experiences that those young Soldiers on that field are experiencing, some of whom might end up being a Soldier in your S-1 section,” said CPT Murray-Bonno. AG Basic Officer Leadership Course Instructors and student squad leaders inspect AG officer students feet at the half way point of their 12 mile march conducted on 14 March 2013 at the AG School on Fort Jackson, SC.

1775 Spring 2013 41 Training the Afghan National Army 5th Kandak’s Personnel Shop By 1LT Ferguson G. Price, 49th Quartermaster Group Our mission in Afghanistan transformed from comprehension of the ANA’s processes for performing as hands-on trainers to observing conducting PA-SR, which required our team to human resources (HR) mentors. The essentially learn a second personnel reporting transformation demonstrated that the Afghan system. For the ANA, personnel accountability at National Army’s (ANA) company grade skills were the squad level is almost identical to ours. It maturing. A need for higher HR staff level requires visual confirmation by the squad leader training at the Kandak1 level was now apparent. followed with verbal reporting to the platoon The initial meeting with the Kandak commander sergeant. In the 5th Kandak, the platoon sergeant took more than five months to come to fruition. rotates on a weekly basis. The frequent rotations The lengthy time between conception, and actual were a double edged sword. On one side, it execution of the HR training required, was due to supports a significant number of senior NCOs marketing the necessity of the Kandak’s S-1 shop gaining exposure to platoon accountability and becoming proficient in all of its tasks. The allows them to get to know and mentor the squad Kandak’s HR training request required leaders. On the other side, rotating the reporting coordination of training plans between three major NCO on a weekly basis precludes them from elements. Eventually we obtained approval from recognizing and acting on trends in tardiness or our battalion, the Kandak’s chain of command, and failures to report. the Operational Mentor Liaison Team2. The NCOs designated by the Kandak to attend First, we established a rudimentary testing HR training were very knowledgeable about how to and grading system to determine the proficiency of obtain and maintain accountability. However, an the Kandak’s S-1 shop. We utilized the simple issue we recognized immediately was the T/P/U3 system that the US Army uses. The timeliness of their reporting. As with our HR evaluation showed that the S-1 shop was partially reporting system, they run across the same late trained, but required additional assistance in HR reports that sometimes plague us. The Kandak subtask proficiency and familiarization. Once the personnel accountability reports were verbally HR proficiency evaluation was completed, we laid generated at the squad level, then turned into out the crawl, walk, run training plan. handwritten reports sent from the platoon sergeant Our initial training consisted of teaching the to the Koy6. The reports were due to the Kandak at proper ANA personnel accountability and strength 0800 and 1500. With these mandatory reporting reporting (PA-SR)4 procedures. We created the times, the accountability process actually started training material incorporating the Afghan about two hours prior to the report time. Ministry of Defense (MoD) forms and regulations. Following the initial HR training, we conducted Immediately we noticed many of the regulations our after actions review (AAR). Explaining the and forms resembled ours. Their PA-SR forms rationale behind AARs to an Army that is reactive were very similar to our JPERSTAT5, which made versus proactive is difficult. During the AAR, it rather easy to understand the ANA’s process of many of the Kandak NCOs discussed intricacies in personnel accountability at the battalion staff the way each platoon reported, creating a healthy level. debate about the differences between regulation Our immediate task required translating the and actual reporting procedures. These differences forms and MoD regulations used by the Kandak’s were invisible above the Koy level. When the S-1 shop into English and then gaining a NCOs offered suggestions and we explained a

1. Kandak: Equivalent to the Army’s Battalion level element. 2. Operational Mentor Liaison Team (OMLT): A team, in this instance the Bundeswehr (German) Army, which is directed to train leadership elements in the Kandak. 3. T/P/U: Trained, Partially Trained, and Untrained. 4. PA-SR: Personnel Accountability and Strength Reporting. 5. JPERSTAT: Joint Personnel Status Report. 6. Koy: Equivalent to our company sized element. 42 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com technique they could use to improve the process; they then caught on to the significance of the AAR. We moved on to the next step in HR training, building morale, and included leave & pass policies and regulations. Again, the Kandak’s procedures were very similar to ours. A couple of significant differences were the lack of a formal leave form (one has been developed since) and a manual (not automated) leave sign in / out log book. The log book compensated for the lack of a dedicated leave form. The ANA is slowly implementing an automated system, similar to our eMILPO, which will greatly benefit their processes. A significant hindrance to automating the ANA is the lack of an IT infrastructure. The only computer in the Kandak’s S-1 shop is a shared computer without internet access. This lone computer did have all the up to date regulations and forms, but relied on an ANA Soldier traveling to the higher headquarters to retrieve a CD with any updated material. A true, long term plan for personnel accountability, would include automating the forms, regulations, and tracking systems. The ANA’s leave and pass program provides each ANA Soldier with 30 days of annual leave and an emergency leave policy, again mirroring ours, with 10 days as the standard. One notable difference between their program and ours, is the multitude of religious leaves and sabbaticals. A quick tabulation of the total allowed leave time, combining annual and religious leaves, is well over 60 days. For example, Soldiers enjoyed the benefit of religious leave during Ramadan, evidenced by an absence of Soldiers similar to our Christmas exodus. Afghan Soldiers in an AWOL status remains a significant issue within the Kandak. Prior to the Afghan MoD publishing a new regulation in 2011, whether the Soldier was reported AWOL was often dependent on their rank and whether or not the leader actually reported the Soldier as AWOL to begin with. First line leaders would cover up for subordinates and report that they had talked to them, when in reality they had no clue where they were. The reporting platoon sergeants were extremely hesitant to report officers or seniors as AWOL, fearing reprisals and retribution. Additionally, Soldiers were often not reported properly due to many of the NCOs misunderstanding the actual definition of AWOL. The importance of reducing AWOLs was difficult to express to the ANA NCOs. They openly accepted AWOLs and took no real measures to decrease the number of Soldiers missing from their ranks. We conducted this portion of the HR training in a round table discussion forum, allowing each of the NCOs to discuss why a reduction in ranks is detrimental to readiness. We offered a few AWOL reduction techniques for them to try. The ANA’s approximate 80% illiteracy rate is also a serious problem. A recent directive from the MoD to increase the education level within its ranks will have a twofold effect. It will initially decrease the end strength of the ANA, followed by an increase in the overall proficiency of the force. The ANA has taken the initiative and chosen a program offered by ISAF, the ANSF Literacy Program. The program starts with an eight-week curriculum that develops basic reading and writing up to their 5th grade level. A second eight week program brings them up to an 8th grade Reading and writing level (significantly above the average for the nation). A third program can develop leaders so they can earn a high school education. If the programs works as intended, the ANA will keep get their literacy numbers up and gain an educated Soldier. The HR training mission executed by the 49th Quartermaster Group S-1 in support of the Afghan Army’s 5th Kandak has been challenging and rewarding. In light of ten years of persistent conflict in support of Operation Enduring Freedom, Afghanistan and its Army are making A member of the 49th Quartermaster Group S-1 Section strides towards stability and a better life. It’s provides HR instruction through an interpreter to Afghan been inspiring as this transformation takes place. Soldiers. 1775 Spring 2013 43 Army Learning Model 2015 By CW5 Pam Johnson, Soldier Support Institute, Chief Learning Innovation Officer

“Above all else, future Army forces will require organizations, Soldiers, and leaders who can understand and adapt to the complexity and uncertainty of future armed conflict.” - The Army Capstone Concept

In 2010, the Army introduced the concept for its new Army Learning Model (ALM) 2015. Improve the quality, relevance, and effectiveness of learning through outcome oriented instructional strategies that foster thinking, initiative, and collaboration and extend learning beyond the classroom. TRADOC Pamphlet 525-8-2, US Army Learning Concept for 2015, provides the guiding principles and the Army’s visualization of how we will train and educate Soldiers and leaders in individual knowledge, skills, attributes, and abilities to execute full spectrum operations in an era of persistent conflict. To meet the challenge of operational adaptability the Army is transforming its current, decade old peacetime learning model bound by outdated ways of doing business and technology, and limited innovations, to a model capable of meeting the challenge of an ever changing operational environment. ALM 2015 shifts classroom instruction from slide based, restrictive, predetermined timed lectures to context based, collaborative, problem-solving learning events led by facilitators who engage learners to think and understand the relevance and context of what they learn. Our Soldiers and leaders must be able to learn faster and adapt quicker than their adversaries to maintain a competitive edge. ALM 2015 provides a learning environment that fosters nine 21st Century Soldier competencies: character and accountability, comprehensive fitness, adaptability and initiative, lifelong learner (includes digital technology), teamwork and collaboration, communication and engagement (oral, written, negotiations), critical and problem solving, cultural and JIIM competence, and tactical and technical competence (full spectrum capable) ALM 2015 requires organizational leadership and a management commitment to achieve the revolutionary transformation necessary to be competitive in current and future operations. For this reason, SSI established the Chief Learning Innovation Officer (CLIO) position in response to TRADOC Pam 525-8-2. The CLIO coordinates with the SSI staff, instructors, training and education developers, and quality assurance evaluators to implement the broad goals and guiding principles inherent of ALM 2015. The SSI Commander gave the CLIO authority and responsibility to direct, track, and manage actions in support of the broad goals and implementation of ALM 2015. Hence, the CLIO looks for existing bright spots and encourages bottom up ideas by facilitating the initiation of working groups across the SSI. Working groups evaluate newly implemented and well established programs and processes for their learning effectiveness, application, return on investment, and future utilization. As a result of collaboration across SSI, AG and HR students are experiencing myriad ALM 2015 initiatives which include a total revision of the NCO 42A Advanced Leaders Course (ALC) and the Senior Leaders Course (SLC); virtual simulations; employment of the Experiential Learning Model in PME courses to capitalize on students’ experiences; consolidated testing by course modules in lieu of a day-to-day test format; technology integration; blended learning (combining technology, classroom instructions, and face to face facilitation); enhanced distributed learning resources; digital resources; creation of mobile applications for smart devices; professional development through context based, facilitated, problem solving exercises; and the use of social media for additional learning opportunities. And those are just the tip of the iceberg. The learning experience does not end on graduation day. It is a life long learning continuum and extends beyond the classroom walls. Students have access to facilitators, coaches, technologies, collaboration sites, social media work groups, and myriad other support tools that meet the needs of adaptive, thinking Soldiers and leaders capable of meeting the challenges they will face in the future operational environment.

44 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com The AG Corps and Carlisle Barracks By COL (Ret) Ruth B. Collins and COL (Ret) Julie T. Manta There is a long history between the Adjutant General’s Corps and Carlisle Barracks. How many of you know that the AG School used to be at Carlisle Barracks? We thought it would be fun to share some of the AG history here, as well as bring you up-to-date on some AG news from grads of the US Army War College (USAWC). The AG School was one of six U.S. Army schools located at Carlisle Barracks from 1946-1951 before the Army War College moved here in 1951. The Army Information School came first, followed by the School for Government of Occupied Areas, and then the Adjutant General School. In the next year, the Army located the Chaplain School and the Military Police School to Carlisle Barracks. In 1949, the Army Security Agency School conducted its classified operations here for two years before the War College’s arrival from Washington DC. In addition to studying national security policy and strategy, strategic leadership, and defense management systems, USAWC students conduct research and write about topics of strategic importance. These strategic research projects (SRPs) potentially impact the thinking and understanding of other strategic leaders, not only in the Department of Defense, but in other governmental and non-governmental organiza- tions. As a result, AG officers have written about significant HR issues and challenges. Such topics have included the management of non- deployable Soldiers, the “Don’t Ask Don’t Tell” Policy, diversity management, the Army’s wartime replacement system, the All Volunteer Force, stop loss policy, the officer and the enlisted assignment systems, retirement reform, Shown above are the plaques at Carlisle Barracks which personnel services delivery redesign, women in show the various Army Schools stationed there and when. combat, and many others covering all aspects of our Human Resources profession. You can access the research papers through the AWC library or the Defense Technical Information Center (DTIC) on line at www.dtic.mil. Just type in an AG officer graduate’s name and see his or her research paper or search by topic to learn more about what fellow AG officers have discovered. Now, for some very recent history! The Class President of the Resident Class of 2012 was an AG officer, COL Bob Bennett. We think Bob may have been the first AG Class President, but do any of you know of any others? The AG officers in Bob’s class are shown here when MG (then BG) Rick Mustion visited that year. MG Mustion is a graduate of the Army War College Class of 2001.

AG officers students from the 2012 US Army War College Class stand with MG (then BG) Rick Mustion. In the front from left to right are: COL Rich Rivera, COL Doug Stitt, MG Mustion, COL Mel Romero, COL Matt Rasmussen; in the

back from left to right are: COL T.J. Edwards,

COL Bob Bennett (Class President 2012), COL Dave Wood, COL (Ret) Julie Manta.

1775 Spring 2013 45 Our most recent picture was taken when MG Mustion visited the USAWC to address the revision of the Officer Evaluation Reporting System. AG officers students from the 2013 US

Army War College Class stand with MG

Rick Mustion. From left to right are: LTC Angie Andrew, COL Rob Humphrey, MG Mustion, COL Angie Odom, COL Rob White.

We want to acknowledge that there are many other AG officers from all components in the USAWC distance education classes and in the Army War College Fellows Program. There are far too many prominent AG officers who are USAWC grads to name them all, but we thought you’d enjoy knowing about a few. Twelve of the first 18 officers inducted into the AG Hall of Fame were USAWC graduates, in order below by their USAWC graduation years: LTG Allen K. Ono, Class of 1975 MG William H. Gourley, Class of 1975 MG Jack C. Wheeler, Class of 1979 LTG Frederick E. Vollrath, Class of 1981 MG Ronald E. Brooks, Class of 1982 COL Frank C. Foster, Jr., Class of 1985 COL Gary L. Gresh, Class of 1989 LTG Timothy J. Maude, Class of 1990 BG Earl M. Simms, Class of 1991 MG Kathryn G. Frost, Distance Class of 1994 COL (Ret) Michael R. Molosso, Class of 1995 COL (Ret) Robert (Bob) Ortiz-Abreu, Jr., Class of 2001 Other AG general officers who are USAWC grads, by USAWC graduation year, include: BG Neil N. Snyder, III, and MG Arthur T. Dean, both of the Class of 1986, MG Mary E. Morgan, Class of 1991, LTG Michael D. Rochelle, Class of 1994, MG Sean J. Byrne, Class of 1997, MG Reuben D. Jones, Class of 2000, and MG Thomas C. Seamands, 2003 USAWC Fellow. We will conclude this article with a greeting from a few more of AGs who are proudly supporting the educational mission of the Army War College: COL Patricia L. O’keefe, Faculty, Director, Personnel Systems Management LTC Scott Rainey, Military Personnel Division CW2 Marion R. Mellette, Military Personnel Division COL (Ret) Elton Manske, Director of Human Resources, US Army Garrison LTC (Ret) Karl Thoma, Department of Academic Affairs, Institutional Assessment LTC (Ret) Daniel L. Monken, Director for Development, Army War College Foundation CSM (Ret) Wm E. “Bill” Hoffer, Military Personnel Division SFC (Ret) Randy L. Carpenter Please do not hesitate to send us any questions, corrections, or additional USAWC connections!

COL (Ret) Ruth B. Collins COL (Ret) Julie T. Manta CEO, Army War College Foundation Associate Provost [email protected] [email protected] USAWC Class of 1998 USAWC Class of 2001

46 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com US Army Europe Human Resources Personnel Earn 2012 Vollrath Awards By SPC Joshua Leonard, USAREUR Public Affairs Office

Winners of U.S. Army Europe’s 2012 LTG (Ret) Frederick E. Vollrath Human Resources Award for Excellence pose for a photo at the awards presentation in Heidelberg, Germany, 23 January 2013. Photo by SPC Joshua Leonard, USAREUR Public Affairs Office. Heidelberg, Germany – U.S. Army Europe recognized four Soldiers and one civilian employee at its 2012 LTG (Ret) Frederick E. Vollrath Human Resources Award for Excellence Ceremony here on 23 January 2013. The winners are: CPT Vedner Bellot who serves as the Squadron S-1, 1st Squadron (Airborne), 91st Cavalry Regiment, 173rd Airborne Brigade Combat Team, Schweinfurt, Germany; CW2 Camilla Henry who serves as a HR Technician for the 172nd Separate Infantry Brigade, Grafenwoehr, Germany; SFC Danny Padro who serves as a Platoon Sergeant in the 1st Human Resources Sustainment Center, 21st Theater Sustainment Command, Kaiserslautern, Germany; SPC Denicio Diaz who serves as a HR Technician for the 421st Multifunctional Medical Battalion, Wiesbaden, Germany; and Mr. James K. Miller who serves as the Deputy Chief of the Awards and Actions Branch of the USAREUR Headquarters Personnel Directorate (G-1), Heidelberg, Germany. The award program was named for retired LTG Frederick E. Vollrath and developed to recognize human resources personnel in USAREUR for their quality service and leadership. LTG (Ret) Vollrath is a 45-year professional in the Army human resources field and only the second Adjutant General officer to be promoted to lieutenant general. Guest speaker for the event was BG Michael Bills, USAREUR’s Deputy Chief of Staff for Operations (G-3), who cited the hard work and dedication of this year’s winners. “I believe what we have here is the best,” he said, and added that no matter where the Army is, a human resources Soldier is always there. CW2 Henry said she was excited and grateful for receiving this year’s award. “It’s a great feeling knowing that hard work and dedication pays off in the end,” she said. “Keep working hard and taking care of Soldiers and your hard work will show.” SPC Diaz recalled what helped him to be his best. “Separate yourself from your peers, and treat others as you would like to be treated,” he said. He also gave his advice to other junior Soldiers who aspire to earn this award. “Remember to teach and not always do.” 1775 Spring 2013 47 SECTION V: AGCRA AGCRA Award Presentations

On 1 February 2013, LTG Michael J. Bednarek (Right), Commanding General, First US Army presented the Horatio Gates Bronze Medal to COL Gary H. Davis, Deputy Chief of Staff, G-1, First Army. Accompanying LTG Bednarek is the First Army CSM, CSM Jesse L. Andrews, Jr. (Left).

AG leaders gather during last year’s Annual AUSA Conference. Several former senior AG leaders gathered for dinner during the 2012 AUSA Conference in Washington, DC to celebrate MG Tom Seamands promotion to Major General the day before. MG Seamands, at left in the photo, assumed duties as the Director of Military Personnel Management within the Army G1. Others in the photo include from left to right: MG (Ret) Sean Byrne, former HRC CG; COL (Ret) John McNally, former 18th Personnel Group Commander; COL (Ret) JP Mikula, former HRC Chief of Staff; COL (Ret) Tim Robertson, former 18th Personnel Group Commander; COL (Ret) Don Woolverton, former Army NATO Brigade Commander; and COL (Ret) Joe Pedone, former I Corps G1 / Personnel Group Commander. 48 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Why Become a Member of AGRCA? By John G. Spillman In 2009, I was a newly hired government civilian employee. I sought out professional affiliations associated with my new career field, which led me to AGCRA. I first joined the Association and later updated my membership affiliation to the European Chapter when informed a local chapter existed locally. It was then that I posed this question, “Why did no one from my organization know of the local chapter?” As I began to answer this question, I soon learned there were several individuals who knew of the newly formed chapter and I began to form new questions. One, “Why are these individuals keeping this information to themselves?” Two, “Why are most of the individuals who knew of the chapter not members?” As I delved into answering these questions more, more questions came to the surface. I finally went around speaking with various individuals in my organization to gather their thoughts of the AGCRA. The most frequent comment by these individuals was, “What does AGCRA have to offer me besides the 1775 three times a year for my dues?” I would like to attempt to answer and persuade members of the AG / HR community to join their local chapter. The heart of any affiliation and its chapters is the knowledgeable professionals in which it targets. YOU are the reason AGCRA exists. AGCRA’s purpose is to provide an avenue for its AG / HR community to strengthen itself through the sharing of professional knowledge. Every AG / HR professional has valuable professional skills, knowledge, and experience that will benefit the Army’s HR community as a whole. Why keep that knowledge isolated? If there is a time in which the AG / HR community would benefit from its members, it is now. After the transformation from PERSCOMs to PSDR, the AG Corps has faced several obstacles to meet its mission requirements. Not only are AG / HR personnel doing more with less, but they are expected to have the knowledge and skills to perform at the highest levels. You may be thinking, “Why do I need to join the AGCRA to share my professional knowledge with the AG / HR community; I can do the aforementioned through Net.” True, S1 Net is valuable tool in which AG Soldiers and HR professionals can seek information and receive daily HR updates. However, S1 Net is only a media platform. Your local AGCRA chapter can bring its members together to engage in professional thought. Have you ever heard the phrase, “Two heads are better than one?” Recently, I was reading an insightful study entitled, “When are two heads better than one and why.” In this study, the author found that when members in a group communicate freely, better decisions were made and better information is ascertained. After reading this study it reminded me of the importance of group engagement in the development of better ideas, better resolutions, and to the continuity of any professional field. In other words, it takes members of a professional community to raise its professional field. As corny as this statement sounds, it is true. Ask yourself, “What does an AGCRA membership mean to you?” To me, my membership means opportunities to expand my network, to increase my exposure to many other people, and to increase my skills and qualifications in my field and as a leader. AGCRA is not just about awards and recognition, it’s about people, too, which is why it is important to get involved with your local chapter. Join your local chapter or volunteer your time at a local chapter event and increase your opportunities for leadership, collaboration, and networking. Engage face to face with members for Army HR educational and networking events. Seek leadership positions within your chapter and reap the personal and professional rewards that come when you get involved. In closing, the AGCRA is a benefit enhanced by its AG / HR community through membership. You reap what you sow; so get involved, stay involved, and make the most of your membership.

1775 Spring 2013 49 The AGCRA Old Dominion Chapter Officially Activates By MAJ Jennifer R. Martin On 17 October 2012, over 50 Soldiers, civilians and retirees gathered in Blackstone, Virginia to celebrate the official activation of the Old Dominion Chapter of the Adjutant General’s Corps Regimental Association. The Fort Pickett G1 (Virginia ARNG) and three former G1’s were present along with the Chapter Executive Council, chapter members and AG / HR professionals. The group enjoyed a unique perspective of the history of the Adjutant General’s Corps given by SGM (Ret) Jim Wilkerson, the guest speaker at the event. SGM Wilkerson described his many years in the AG Corps and gave this advice to all HR professionals, “the mission of the Adjutant General’s Corps has not changed… to serve people in the military. See that their records are maintained, and ensure that they get the quality HR support they deserve.” He told many fascinating stories about the Army during the 1950s and 1960s and how much things have changed since he enlisted in 1949. The President of the Old Dominion Chapter, MAJ Jennifer R. Martin, motivated the AG / HR professionals gathered when she said, “every time you touch a document, remember that there’s a face and a family behind it.” During the chapter activation ceremony, an AGCRA Achievement Medal was presented to COL Jeff Hice, former Fort Pickett G1 and current Deputy Commander of the 116th IBCT, for his work in implementing PSDR within Virginia. The purpose of the AGCRA Old Dominion Chapter is to build esprit de corps, expand knowledge of AG techniques and procedures, and provide community service projects to the Fort Pickett and Blackstone, VA area. The AGCRA Old Dominion Chapter executive council members are: President - MAJ Jennifer R. Martin, Vice President - CPT Denn Alaric, Adjutant - CW3 D’juana L. Goodwin, Secretary - WO1 Sandra Williams, Treasurer - CW2 Joshua G. Martin, PAO - MAJ Michael B. Booker, Awards & Recognition - SFC Shani K. Taylor, Membership - Joseph J. Cerak, Education - SGT Tiffany M. Blanchett, Community Events - SGT Tawanna M. Hicks, and Civilian Affiliation - Mr. Ed Hevener. AGCRA Old Dominion Chapter President, MAJ Jennifer R. Martin (left) stands with SGM (Ret) Jim Wilkerson (center), who served as the guest speaker during the Old Dominion Chapter Activation Ceremony in Blackstone, Virginia on 17 October 2012. Also pictured is SGT Tawanna Hicks, the Chapter’s VP, Community Events.

50 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Activation of the AGCRA Masters’ City Chapter at Fort Gordon, GA By CPT Grekii Y. Fielder A new chapter has joined the Adjutant General’s Corps Regimental Association. Taking on the nickname of the great city of Augusta, the Masters’ City Chapter was officially activated at Fort Gordon, Georgia on 2 November 2013 and became the 34th chapter of the AG Regimental Association. The Masters’ City Chapter covers the entire Central Savannah River Area and extends west to the Atlanta Area to include our brothers and sisters at Fort Gillem. Many of Fort Gordon’s military, civilian, retired and active duty Human Resources professionals gathered for this momentous occasion. Fellow AGCRA members and officers from Fort Jackson, Fort Bragg, and Fort Gillem also showed support and were in attendance. CSM Christopher D. Culbertson, the Adjutant General School and AG Corps Regimental Command Sergeant Major, graciously served as the Guest Speaker. Following the reading of the activation orders, the Chapter President, MAJ Marie F. Slack, gave the audience a little history about the Adjutant General’s Corps. She introduced CSM Culbertson and prior to his remarks, he presented the Masters’ City Chapter with an AG Coin. “It’s a great day to be a Soldier in the US Army,” he began. CSM Culbertson took a moment to recognize the civilian personnel, who took time out of their busy schedules to recognize something “bigger than us.” As CSM Culbertson continued his remarks, he used the acronym P.I.E. to explain how HR professionals must conduct themselves. “The “P” is for Performance, as an AG Soldier and HR professional. Your performance must be above good, it must be stellar. Your presence and performance cannot be substituted… This is the only metric that has the ability to touch everyone. The “I” is for Image. The image of a 42 AG / HR professional cannot be one dimensional. It has to be beyond reproach. It is the individual’s responsibility. Last, the “E” is for Exposure. You have to be the HR subject matter expert; know your craft.” He ended his remarks with, “We [the Army] are continuing to transform and you have to be adaptive and resilient.” The ceremony concluded with SGT Callen, the Chapter VP of Programs and Activities, wheeling out the cake for the cake cutting ceremony. CSM Culbertson and the Chapter President cut the cake, symbolizing the start of a new AGCRA chapter. Over the next year, MAJ Slack plans to grow the organization by bridging the gap between the military and civilian HR professionals as well as the retiree population in this area. The services our civilian and retiree populations provide are endless but we currently have more military chapter members than we do civilian members and that cannot be the case as we push forward with this chapter. MAJ Slack emphasizes, “we need the hard work and dedication of all HR professionals to create what CSM Culbertson calls “P.I.E.,” however, the cornerstone has to be our civilian population… we need them to be the crust.” The AGCRA Masters’ City Chapter executive council members are: President - MAJ Marie Slack, Vice President - CW2 Henry Dabney, Secretary - 1LT Delores Cantrell, Treasurer - 1LT Hannah Youngblut, Chairman of the Publications Committee - CW2 Juan Jusino, VP Membership - MSG Vienary Tanksley, VP Programs and Activities - SGT Amber Callen, VP Awards - MSG Alvin Banks, VP Sales & Marketing - Ms. Marilyn Norris, and VP Publicity & Fundraising - CPT Grekii Fielder.

Pictured are the AGCRA Masters’ City Chapter Officers. From L-R seated: CW2 Juan Jusino, CW2 Henry Dabney, MAJ Marie F. Slack, and CPT Grekii Fielder. From L-R standing: SGT Amber Callen, Ms. Marilyn Norris, MSG Vienary Tanksley, 1LT Delores Cantrell, and MSG Alvin Banks.

1775 Spring 2013 51 100% AGCRA Membership at the Fort Jackson NCO Academy

Advanced Leaders Course (ALC) 011-13 at the Fort Jackson NCO Academy has achieved 100% AGCRA membership. SSG Thomas Alberico (outside left), is the 42A ALC Small Group Leader for this Course. Another 100% AGCRA Membership at the NCO Academy

Advanced Leaders Course (ALC) 012-13 at the Fort Jackson NCO Academy has achieved 100% AGCRA membership. SFC La’Quinta Wimbley (bottom center), is the 42A ALC Small Group Leader for this Course. 52 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com AGCRA AWARD Winners 1 September 2012 – 31 January 2013

GATES GOLD ACHIEVEMENT MEDAL ACHIEVEMENT MEDAL CW4 (Ret) Richard L. Beard III (2nd) (Continued) (Continued) CPT Allison N. Morse SFC Felicia Howard CW2 Tavarus M. Brown SFC Suelyn R. Thomas CPT Gregg R. Ver Hoef SGT Jene A. Carter SFC Shannon N. Huntsman SGT Novie A. Brown COL (Ret) Henry M. Martin SSG Tommy L. Brandenberg SFC Elite Pierre SFC Mashanko R. Lowe CW4 Sandra S. Lashley SSG Kelina D. Johnson SGM (Ret) Kerry E. Jackson SPC Cara L. Studer GATES BRONZE MSG Larry E. Henry SGT Antione G. Council CW2 Haywood J. Harmon SFC Ralph A. Coy CW2 Violet A. Putnam CPT Migdalia Summerville MSG Phoebe A. Larned CPT Jennifer Vanzego COL Gary H. Davis SGT Delilah Quinones-Polancio 1SG (Ret) Paul A. Smith CW4 Sung K. Lee SGT Crystal Lewis Mrs. Collette Triplett COL William J. Coffin SFC Shalena L. Shakir MAJ Edgardo Sostre SGM William G. Schindler 1SG Viva M. Jester CPT Jodi Krippel CW4 Billy L. Frittz SPC Esiquia Luna CPT James Holman CPT Scott L. Stephens CPT James A. Lax MSG Richard E. Ware SGM Denean R. Ambersley SPC Andrea Curtis CPT Chad D. Gardiner SFC Keneidra L. Hargrove MSG Eloise R. Walbridge SGM Rayon Hughes 1LT Matthew J. King SPC Cheryl L. Harper MSG Reginald Creech SGM Tony A.G. Romero SSG Danhay K. Bailey CPT Timmyray Fanugao SSG Sheneida C. Harvey SFC Deonne Jackson LTC Rajesh Lobrecht Mrs. Sharline Brown SFC April Murray SFC Shawn Rohan CW3(P) Ronnie Haynes SPC Christina M. Kubiac CPT Hung J. Ta 1SG Diedre K. Nevels SSG Paul James SGT Michael L. Toney CPT Lina Vanessa Perez 1SG Lorenzo L. Moore SGM Nadia B. Kirschman 1SG Marlena J. Neal CPL Gisela R. Thirakul SFC Jarrod L. Taylor CPT Kendra Williams MSG Jason A. Cyr SFC Vincent L. Brown CPL Gabriel Shippy MSG Alecia M. Young 2LT Sarah Davidson ACHIEVEMENT MEDAL MSG Anthony K. Lockett SGM (Ret) Edward A. Cox SGT Jaron E. Green CPT Jermaine A. Athill CW3 Wandy Tumlin SFC Willie Gordon III CW3 Roddrick Tumlin SSG Benson O. Uche CPT Jack Lingle, Jr. SGT Miguel A. Luna Ortiz SPC Sylus Modlin HARRISON MEDAL Mr. Axel Gonzalez CPT Dennis Richter SSG Christina N. Galeano CPT Dae Y. Kim SFC Latoya Y. Magee SFC Michael K. Simon CW3 Maria D. Martinez SPC Jasmyn L. Jackson SFC Adam C. Bartlett CW3 Gustavo A. Varonreyes SFC Haydee Brown 2LT Letha Johnston MAJ Tynisa L. Jones SSG Markeeta Tamera Crutchfield 2LT Elizabeth Schmitt 1775 Spring 2013 53 AGCRA AWARD Winners (Continued)

HARRISON MEDAL ROOSEVELT MEDAL ROOSEVELT MEDAL (Continued) CPT Scott L. Stephens (Continued) WO1 Jacqueline A. Cornwell 1SG Diedre K. Nevels 2LT Coda D. Henricks SSG Brittany R. Pechie 2LT Moveta Lord 2LT Dallas M. Sewell SFC Pablo D. Colondelmoral 2LT Luis Mejias 2LT Tameka N. Thomas SSG Brian M. Yee 2LT Michelle Verwiel SFC Jose L. Garcia CPT Megan C. Cain 2LT Lisa Miller CPT Scott L. Stephens MAJ Jose R. Emperador 1LT Terry McDonald MAJ Shawne P. SSG Jason K. Prosser WO1 Williams Anaab Armstrong SGT Michaela S. Gaston WO1 Philip M. Cancienne SSG Neary O. Ung 2LT Darlene E. Sanders CW2 Violet Ann Marie Putnam 1LT Monica Baker 1LT Kathryn J. Murphy LTC Addalyrica Q. George CPT Jerry Lindsey 2LT Shannon Suwinski CPT Scott L. Stephens CPT Joseph SFC James P. Yco 1SG Diedre K. Nevels Macchiarella CPT Kerry Osburn 1SG James W. White CPT Gamaliel SSG Brandem Wickliff SSG Nickgene RiosRodriguez Rodriguez-Montanez SSG Tyler A. Myers CPT Megan C. Cain 1LT Jennifer A. Schaffer SSG Jennifer A. Duncan CPT Silvia A. McKeller SFC Shane E. Nunes SSG Ashley B. Crust CPT Edla V. Nieto 2LT Lydia A. Austin SSG Samantha A. Glosh CW2 Walner Nelson 2LT Aric R. Gerke SFC Stephan R. Friel WO1 Dearonne Bethea 2LT Mary F. Kauffman SSG Timothy Gilbert SGT Ronald De La Cruz 2LT Rebecca C. Linder SSG Gary A. Corbitt 2LT Chastity L. Tyler 2LT Rachel Mercier SGT Dustin Whitcomb 2LT Hannah R. Chatelain MAJ Luis Martinez SFC Donald T. Anderson, Jr. 2LT Sidney H. Jaques SSG Patricia J. Gwyn 2LT Rebecca Linder 2LT Kimberly R. Frazier CW2 Robert A. Barea SFC Jeffrey M. Hite 2LT Jasmine N. Kiehlmier CW2 Robert A. Barea 2LT Gene A. Goins SFC William L. Kelly 2LT Emily A. Nolz 2LT Darlene E. Sanders 2LT Charlene K. Avila 2LT Cody E. Fennern 2LT Rebecca A. Green 2LT Allison Q. Balmores 2LT Shannon M. Fong 2LT Jaclyn Gormley 2LT Kimberly J Utecht

54 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com AGCRA AWARD Winners (Continued)

AIT MEDAL OF MG WILLIAM H. GOURLEY EXCELLENCE LEADERSHIP AWARD PFC Jasmine Holcey CPT Megan C. Cain SPC Savannah Banks 1LT Brandon Frazier PFC Stefanie Puro SPC Alex Anderson PFC Roger Guerra PFC Johnothan Stepleton PVT Ryan Kauffman PFC Matthew Carey SPC Trenton C. Austin SPC Cabot W. Cobb COL FRANK C. FOSTER, SPC Juan J. Quinones- JR. AWARD FOR WRITING Pagan EXCELLENCE SPC Robert W. Wolfe CPT Matthew Schleupner PFC Kylianne Lowe PV2 Jacob Gregory

HONORARY HORATIO GATES CSM Thomas L. Brown MAJ(Ret) Michael E. Evans

1775 Spring 2013 55 Not Getting Your Mailed Copy of 1775? First, if you are reading this article in your personal copy of 1775, then you’re probably OK. But if you are getting ready to PCS or move, read on. And if you have a battle buddy who’s gripping they haven’t received their copy of 1775 lately, have them read this. So, you’ve PCS’d from Fort Richardson, Alaska to Fort Stewart, Georgia and it suddenly dawns on you that you’re not hearing much from AGCRA, and you definitely haven’t received any issues of 1775 lately. Your Association membership is good for another year (or is it?), and fellow AGCRA members at Fort Stewart are receiving their Wonder why I copies of 1775. So what gives? haven’t At AGCRA headquarters at Fort Jackson, SC, the Association’s received any Executive Council receives this question a lot. The answer to what copies of 1775? gives usually lies with the individual member who hasn’t done one of the following: The member doesn’t realize their AGCRA membership expired, yet still believes they are a member in good standing. The member moved or PCS’d, but did not update their membership and mailing data in their personal account at AGCRA.com. The member lost his or her AGCRA.com user name and password and can no longer access the Association’s website. What to do? Believe our battle buddy 2LT McGillicuddy has figured it out below!

Better contact the AGCRA Vice President for Membership at [email protected].

Also check out AGCRA on Facebook at: http://www.facebook.com/home.php#!/agcra Items for Sale in the Sutler Store For more information or to purchase items, go to http://agcra.com/store/ Check out the AG Corps logo apparel available in the Sutler Store. 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 and sweatpants w/AG Corps Logo are also available in Navy. For Golfers who want to show their AG Corps pride on the course, click on “The Golf Store” tab on the homepage. AG Corps Golf items include: Golf Towels w/Grommet and Logo available in Red or Navy; a light weight Golf Wind Shirt w/Logo and zippered sleeves in two locations available in Navy; and AGCRA Golf Tees (3 ¼”) available in Natural or White. All prices include shipping and handling. AG Corps Golf Windshirt (Navy) – $50.00 Stainless Steel Travel Mug (Red) – $11.00 AG Corps Stainless Rollerball Pen – $10.00 AG Corps Ball Cap available in Navy or Red – $15.00 Executive Zippered Padfolio (Blue/Black) – $25.00 AG Corps Men’s Polo - Cool Dry Polyester (Navy, White, or Red) – $25.00 AG Corps Women’s Polo - Cool Dry Polyester (Navy or Red) – $25.00 AG Corps Laser engraved Wooden Humidor, Solid or Glass Lid – $45.00 AG Corps Golf Tees, 3 ¼”, 25 count (Natural or White) – $7.00

56 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com