1775, The Journal of the Adjutant General‘s Corps Fall Regimental Association, (ISSN 1775 1551-8205) is published by the Adjutant General‘s Corps 2012 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 COL Garlick‘s Biography 5 Regiment members. Articles Notes from the Chief Warrant Officer of the Corps 6 appearing in the journal do Notes from the Regimental CSM 7 not necessarily reflect the CSM Culbertson‘s Biography 8 opinion of the officers and members of the Regimental SECTION II: ARMY HR PROFESSIONAL READING, DEDICATED TO “ARMY HR SYSTEMS” Association, nor the Army‘s HR leadership. Articles AG Officer Branch Update 9 submitted by members or AG Warrant Officer Branch Update 11 civilian employees of the U.S. AG Enlisted Branch Update 12 military services are The Enlisted Distribution & Assignment System (EDAS) 13 expressions of personal TOPMIS II 15 opinion, unless otherwise Managing Casualty & Mortuary Affairs Information for DoD 16 stated, and should not be Casualty System Documents: Understanding Their Importance 18 interpreted as reflecting the The Deployed Theater Accountability System (DTAS) 20 official opinion of the Interactive Personnel Electronic Records Management Department of Defense. System (iPERMS) 22 1775 is scheduled to be 369th AG Battalion Validates New eMILPO Training Database 24 published three times a year. IPPS-A, Simplifying Army HR to Better Serve Soldiers 25 Articles for submission are DIMHRS versus IPPS-A: A Closer Look 27 welcomed and should be sent SECTION III: ARMY BANDS to the address below. The Band Leader Serves 40 Years in the Army 30 editor and publisher of 1775 US Army Bands Picture-Grams 31 also invite the submission of SECTION IV: AROUND THE CORPS photographs and illustrations US Army NATO Brigade – A 42‘s Hidden Gem 32 to accompany articles. HR Company Relationships 34 The editor reserves the XVIII Airborne Corps G1 Participates in Ulchi Freedom right to reject any articles Guardian 2012 36 and/or to modify articles for The 2012 National AG Ball 38 clarity or space limitations. Requests for authorization to AG Corps Regimental of the Year Winners 39 reprint 1775 articles should be Casualty Operations 41 sent to the address below. KATUSA‘s Impact on the Brigade S-1 43 Contact Information: The HR Professional Certification Challenge 44 VP, Publications, AGCRA The Army Medical Department HR Manager 47 PO Box 10026 The LTG Timothy J. Maude Reception Complex Dedication 48 Fort Jackson, SC 29207 SECTION V: AGCRA Email: AGCRA Award Presentations 49 [email protected] Six New AGCRA Chapters 50 Activation of the AGCRA Rocket City & Iron Soldier Chapters 51-52 Visit us on the web 2012 AGCRA Scholarship Winners 54 at: www.agcra.com 100% AGCRA Membership 55 AGCRA Award Winners 56 Not Getting Your Mailed Copy of 1775? / Sutler Store 60

1775 Fall 2012 1 The Adjutant General’s Corps Regimental Association Officers www.AGCRA.com

Officers President: COL Todd Garlick Senior VP: COL (Ret) Michael R. Molosso Senior VP: CW5 Coral J. Jones Senior VP: 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: MAJ Troy W. Worch VP, Community and Corporate Affairs: COL (Ret) William (Al) Whatley Adjutant: COL (Ret) Robert Ortiz-Abreu, Jr. Secretary: MAJ (Ret) William Villnow Treasurer: CW4 (Ret) Richard L. Beard III 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 1775 is prepared with PowerPoint and Adobe Acrobat 9 Professional Software

From the Editorial Staff:

This edition of 1775 is dedicated to ―Army HR Systems.‖ eMILPO, EDAS, TOPMIS, DTAS, DCIPS and iPERMS are just some of the many Army HR systems that AG Soldiers and HR civilian employees continue to work with on a daily basis supporting commanders, Soldiers and their Families. These systems have been around for many years now; however, significant change is coming as the Army is about to embark on a five year IPPS-A incremental fielding plan that will eventually subsume many current systems that we now refer to as ―legacy.‖ The coming transition will result in a paradigm shift in how Army HR professionals conduct their business using a single personnel database of record for all three Army components (Active, ARNG and USAR), which has never occurred in the Army‘s history. We hope you enjoy this edition of 1775 where we will tell you where we are today and where we are headed with Army HR Systems.

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, Commandant, AG School, Chief of the AG Corps, and Chief, Army Bands critical information stored within. More importantly, we need to package the information and provide to our leaders, in a timely and efficient manner, so they can decide which best course of action to execute. I remember while attending the Operations Research-Systems Analyst Military Applications Course at Fort Lee and being told that, at all costs, not to get pulled into becoming a programmer after graduation. After all, the Army was sending us to school to teach us how to be analysts, not how to be programmers. Upon arrival at Fort Knox and Soldiers and Civilians of the Corps, First, the United States Army Recruiting Command let me say that I am humbled to be assigned and being assigned to their Program, Analysis as the Commandant, Adjutant General School; and Evaluation Directorate, I was assigned as Chief of the Adjutant General‘s Corps; and an analyst, but given software and told to Chief, Army Bands. In the short time that I learn programming ASAP. When I resisted, have been on board, I have an immense one of my mentors pulled me aside and appreciation for the width and breadth of explained the following – you can be the best issues that the Adjutant General School and trained analyst here, but if you don‘t know the Soldier Support Institute undertake for how to gather the information, determine our Corps. I had no idea of the span that the relevant information, and provide the Institute, our Corps, and our Bands have command with information to act on, you won‘t across our great Army. The tentacles of the be a very good analyst. Programming gets you Corps reach everywhere, and at every location that information. It is a tool to data mine our that I travel to. I continue to be amazed at the systems of record for that nugget of quality of our HR professionals and the information that gets at the solution to the respect that we have as a Corps. problem. This edition of 1775 is dedicated to Army I liken being an S1 to being an analyst. We Human Resources Systems. This nests with have numerous HR data bases of record and the emphasis we place here at the schoolhouse systems available to us as AGs. Our job is to on training our Soldiers, Noncommissioned find out which information is accurate and Officers, Warrant Officers and Officers on how which is relevant, and then put that to provide timely, relevant and accurate information into a useful format for others to information to the Commander so the use. This clearly falls inside our HR core Commander can make informed decisions in competency of Man the Force under the key all areas related to HR and personnel. That is function of Personnel Information the crux of what we do as human resources Management. In today‘s Army, an professionals. understanding of our HR systems is crucial. So how do we get that information? An accurate personnel record is the basis for Through understanding the capabilities of our so many actions today – promotions, pay and HR systems and knowing how to get the entitlements, assignment considerations and 1775 Fall 2012 3 others – that we cannot underestimate the importance of records accuracy and updating them as a Corps. During my career, I‘ve seen a multitude of programs and mediums for the display of personnel information. TACC-S, SIDPERS 2.75, SIDPERS 3.0, V Corps VIPER Program, and a multitude of stove-piped ACCESS based programs, each designed to take data from one source, confirm the accuracy, and place it into another format so that we can utilize. The most vocal complaint on all these different systems, whether it is in the institutional or operational Army, is the lack of adequate training programs. Whenever a new system or version is fielded, the associated training packages fielded often appear to be an afterthought, or they were lacking in the ―how to‖ to conduct our business. This is why the schoolhouse has invested so much time and effort into training simulators and devices for our HR systems of record. Within the last two years, program developers at the Soldier Support Institute have created detailed hands-on training packets for EDAS, DTAS, DCIPS, TOPMIS II, and eMILPO, with iPERMS currently in final development. To support these simulators, we maintain a ―live‖ 4000+ Soldier training database, with personally identifiable information deleted or scrambled, so that our Soldiers attending a professional military education or functional area course can manage personnel information inside of these HR systems, and practice our core competencies of Man the Force and Provide Essential Personnel Services under real-world simulated conditions. This blended approach to instruction, through the use of hands-on training simulators, facilitated experiential learning, and leveraging multi-media, supports TRADOCs future institutional instruction model, the Army Learning Model 2015. Additionally, from the AG School, AG Soldiers and HR professionals arrive at their new units and hit the ground running significantly reducing the learning curve when they engage Army HR systems. The additional plus of these simulated systems is their exportability. While at Silver Scimitar Lite in August 2012 at Fort Devens, MA, I saw first hand the utility of our current family of HR training simulators. Soldiers preparing for deployment were using eMILPO, EDAS and DCIPS exportable training packets to ―master‖ the key function of casualty reporting. Each level was able to use a portion of the training database to conduct hands-on training, real-time, with the ability to have someone crawl, walk, and run through the key strokes, as necessary. In some cases, this was the first time that a Soldier had access to a system, and they were able to maneuver throughout the database and enter data, check for errors, reset, and try again. Where are we headed in the future? Within the articles enclosed, you‘ll read about the Integrated Pay and Personnel System-Army (IPPS-A), which will subsume a number of our legacy HR systems of record into one database for all Army components. This is an immense undertaking, but one that is absolutely necessary if we are ever going to minimize or eliminate the need for stove-piped systems. As resources become constrained, we will not be able to maintain multiple systems of record. Additionally, this will go a long way to being able to manage the Total Force. Currently, in order to get a picture of the personnel status of a multi-compo unit, one has to have access, at a minimum, to eMILPO, EDAS, RLAS, SIDPERS and anyone of a host of other HR databases. IPPS-A will integrate the information in these databases and provide one HR platform for the majority of our personnel and pay functions. Finally, I want to thank you for the job that you do in support of our Army and our Soldiers. We have AG Soldiers embedded in nearly every type of formation in the Operating and Generating Forces, which points to the importance and necessity of what we do to sustain the human dimension of our Army. The strength of our Nation is our Army, and the strength of our Army is our Soldiers. We Man the Force. Defend and Serve!

The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com 4 COL TODD GARLICK BIOGRAPHY COL Garlick enlisted in the Regular Army in April 1982 and was assigned as an Administrative Specialist - Postal at the 7th Personnel and Administration Battalion, 7th Infantry Division, Fort Ord, CA and earned a nomination to attend the United States Military Academy, West Point through the USMA Preparatory School. He graduated West Point in May 1988 and received a Regular Army commission as a 2LT, Infantry. COL Garlick‘s previous assignments include: Mechanized Infantry Platoon Leader, HHC Executive Officer, and Battalion Liaison Officer, 1st Battalion, 8th Infantry Regiment, Fort Carson, CO; Project Officer, Soldier Enhancement Project, Combat Developments Branch, US Army Infantry School, Fort Benning, GA; Personnel Officer and later HHC/Airborne Detachment Commander, 1st Battalion, 1st Infantry Regiment, West Point, New York; Operations Research Analyst, Program Analysis and Evaluations Directorate, and Aide-de-Camp, CG, United States Army Recruiting Command, Fort Knox, KY; Executive Officer, 55th Personnel Services Battalion, Hanau, Germany and Macedonia/Kosovo; V Corps Strength Manager & Personnel Readiness Officer, Heidelberg, Germany; Executive Officer to the Director of Military Personnel Management, Deputy Chief of Staff for Personnel, the Pentagon; Commander, 502nd Personnel Services Battalion, Fort Hood, TX and later Camp Liberty, Baghdad, Iraq; Chief, Department of the Army Secretariat for Selection Boards, The Adjutant General, Alexandria, VA; and Commander, Eastern Sector, United States Military Entrance Processing Command, Naval Station Great Lakes. COL Garlick‘s military education includes the Infantry Officer Basic and Advanced Courses, Fort Benning; the Adjutant General Officer Advanced Course, Fort Benjamin Harrison; the Combined Arms Services and Staff School, and Command and General Staff College, Fort Leavenworth; the Operations Research and Systems Analysis Military Applications Course, Fort Lee; and the National War College, National Defense University, Fort McNair, Washington, DC. His civilian educational pursuits include graduate work in Industrial Engineering and Operations Research at the University of Louisville, Kentucky. His awards and decorations include the Defense Superior Service Award, Bronze Star Medal, Meritorious Service Medal, Army Commendation Medal, Army Achievement Medal, Good Conduct Medal, Iraqi Campaign Medal, Humanitarian Service Medal, Military Outstanding Volunteer Medal, and the NATO Medal (Macedonia/Kosovo). He has also earned the Expert Infantry Badge and the Parachutist Badge. COL Garlick and his wife Carrie have three children: Christopher (1LT, US Army) and his wife Courtney; Benjamin (Cadet, US Military Academy); and Margaret.

New Chief of the Corps, AG School Commandant and Chief of Army Bands. COL Todd Garlick, left, accepts the colors of the AG School from MG Gina Farrisee, former CG of Human Resources Command, during a Change of Commandant ceremony on 8 June 2012 at Fort Jackson, SC. COL Garlick previously served as the Commander, Eastern Sector of the United States Military Entrance Processing Command. He took over for COL Robert L. Manning, who retired after 34 years of service. 1775 Fall 2012 5 Notes from the Chief Warrant Officer of the Corps By CW5 Coral J. Jones, Chief Warrant Officer of the Adjutant General’s Corps briefly describes our primary HR systems. As we transition from HR legacy systems to IPPS-A many people ask the question, ―What is IPPS-A and how will it benefit the Army and HR community? There is also a lot of debate and dialogue about why we need an IPPS-A system and will it ever be implemented. According to the official IPPS-A website (https://www.ipps-a.army.mil/faq/), IPPS-A is a ―web- based HR system that will provide integrated personnel and pay capabilities and a comprehensive HR record for each Soldier, regardless of component.‖ Additionally, ―IPPS-A is designed to alleviate the Army‘s current reliance on more than 50 stove-piped HR systems that do not properly share information with one another.‖ IPPS-A will be implemented over an incremental five year span. The Army‘s HR community is scheduled to Greetings Army HR Professionals. Over the past 10 transition from HR legacy systems to IPPS-A starting in years our Army has fought two wars in Iraq and the Summer of 2013. Next year during the first phase of Afghanistan. There has been a great deal of change in IPPS-A, the Soldier Records Brief (SRB) will replace the Army and HR community. One of the major both the Enlisted Record Brief (ERB) and Officer Record changes is Army transformation and modularity. As far Brief (ORB). HR professionals will be trained on how to as human resources is concerned, Personnel Services access the SRB and the nine reporting capabilities. Delivery Redesign (PSDR) is the Army‘s current HR During phase two of the implementation, the goal is strategic vision during Army transformation and to make IPPS-A the official Army personnel database modularity. Army HR operations have transitioned and give HR professionals the capability to perform from a legacy stovepipe force structure (e.g., our old functions in personnel accounting, essential personnel PSBs and Personnel Groups) to a Standard services, and pay services. For example, HR Requirements Code (SRC) 12 force structure that has a professionals are able to perform arrivals and modular, expeditionary design to support PSDR. Just departures, duty status updates, record evaluations, like our previous legacy stovepipe force structure, the promotions, awards, base pay, leaves and allotments. Army‘s HR community currently has legacy HR The last three functions are military pay functions that systems, such as Electronic Military Personnel Office are traditionally performed by the Army‘s Finance (eMILPO), Total Officer Personnel Management Corps. Information System (TOPMIS), and Enlisted What are the benefits of implementing IPPS-A? In Distribution Assignment System (EDAS), all of which accordance with the Army Posture Statement 2011, have served the Army well. However, the HR ―IPPS-A will result in a web-based capability for all community is now embarking on transitioning from HR components of the Army (Active, Reserve and National legacy systems to the Integrated Personnel and Pay Guard). This system is designed to support peacetime System – Army (IPPS-A). My comments will focus on and wartime readiness requirements. Development and transitioning from HR legacy systems to the beginning implementation of the system is more than the of our transition to IPPS-A. deployment of an information technology solution; it is a As an Army HR professional we all should already change in how the Army will conduct personnel and pay understand how HR systems are vital to the Army‘s business. This new initiative will ensure the Army HR personnel readiness mission, supporting commanders, systems meet specific requirements while also feeding and serving Soldiers and their Families. One of our key an Enterprise Data Warehouse to satisfy a multi- functions according to HR doctrine is Personnel component information requirement.‖ Another benefit Information Management (PIM) in accordance with FM of IPPS-A is that it will provide Soldiers access to their 1-0, paragraph 1-8. Additionally, FM 1-0, paragraph 3- personnel records and initiate human resources and pay 84 defines PIM ―as a process to collect, process, store, actions 24/7. display and disseminate information about Soldiers, The Army continues to improve their HR systems DoD civilians, units, and other personnel as required. and the goal remains to provide quality HR services and PIM supports the execution of all HR core support. As the Army transitions from HR legacy competencies.‖ In other words, PIM is the glue that systems to IPPS-A, we must embrace the concept that holds our HR core competencies together. We have IPPS-A will provide one system that will serve every many HR systems. FM 1-0 paragraphs 3-97 to 3-113 Soldier regardless of component. Defend and Serve! 6 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Notes from the Regimental CSM By CSM Christopher D. Culbertson, AG School & Regimental CSM opportunity to perform personnel actions and manage strength accountability for active Soldiers to include mobilized RC personnel. The training databases also provide students with real time data that allows them to design queries, retrieve reports, and submit personnel transactions. The overarching intent of these training databases is to provide the students with reliable, timely, and efficient hands-on training that ensure that when they depart the schoolhouse they can effectively access, utilize, and manage these systems at home station when they are performing and managing strength accountability, performing personnel actions or creating queries within their assigned units. These training databases are also designed to provide students with real time visibility of the location, status, and skills Hello AG family and friends. The AG Corps and of Soldiers both from a high level and a unit level schoolhouse continues to make great strides and prospective while in a training environment. progress in educating, training, developing, and Additionally, because students now have the ability mentoring our HR professionals. to effectively engage these training databases, they have Over the past two years, the Adjutant General a better understanding on how to conduct HR planning School (AGS) has embarked upon a journey that has and operations, apply the Human Resources military changed the manner in which Human Resources decision making process and perform Joint HR professionals (Officers, Warrant Officers, operations because they have visibility into personnel Noncommissioned Officers and Soldiers) are educated data that is crucial to determining the war fighting and trained in the institutional environment. Every capability of the Army and its subordinate commands student is receiving real world, hands on training that when preparing for or returning from contingency allows them to effectively access and utilize training operations. databases that replicate our most vital HR operational Without a shadow of doubt, the AG Corps has every systems - eMILPO, DTAS, DCIPS, EDAS, TOPMIS II right to hold its head high and be proud of each and and iPERMS. These training databases employ the every HR professional within our ranks. The significant same principals and functionalities found in our impact that the implementation and utilization of these operational production systems that allow each student training systems within the schoolhouse has had far the opportunity and ability to input data and obtain the reaching affects and as a result units are now receiving same result(s) that would be obtained in the garrison or AG Soldiers at every level that are extremely proficient deployed environment. and competent in executing the HR service and support With the development of these training databases, functions when utilizing the HR operational systems new students now have the ability to perform myriad they have been trained on. personnel services and support functions on over 4,500 As we continue to strive to be the best HR Soldiers that are assigned within a notional Brigade and professionals the Army has, we must each do our part its six subordinate battalion elements. These functions by ensuring that we provide unconditional support to include but are not limited to personnel functions that AGS as its continues to seek ways and initiative to fall within - personnel services, personnel and strength better educate, train, and develop our future leaders accounting, reassignments, promotions, readiness, and Corps as a whole. Within the next several months, DTAS, casualty reporting, and records management. the schoolhouse will take on the task of developing and Additionally, students have the ability to access the implementing training associated with the AHRS enterprise datastore training database to implementation of the Integrated Personnel and Pay perform various personnel functions associated with System-Army (IPPS-A) which will standardize, strength and personnel services reports, ad hoc queries, streamline, and integrate Soldier personnel and pay and data cubes. processes and data across the Active Army, Army As previously stated, each of these HR operational National Guard, and Army Reserve. The success of systems training databases is a replica of the live IPPS-A will be contingent upon each HR professional – systems that our HR professionals are currently Soldier, NCO, Warrant Officer, Officer, government and utilizing in garrison and deployed theater to perform contract employee embracing the change, maintaining a daily HR functions. Like the live systems, these positive attitude, and providing the best HR service and training databases are used to give students the support that every Soldier deserves. 1775 Fall 2012 7 CSM CHRISTOPHER D. CULBERTSON BIOGRAPHY CSM Culbertson is a native of Statesville, NC. He enlisted in the United States Army on 6 September 1983. He attended Basic Combat Training and Advanced Individual Training at Fort Leonard Wood, MO. His previous assignments include Garrison CSM, United States Army Garrison, Fort Jackson, SC; CSM, 30th Adjutant General Battalion (Reception), Fort Benning, GA; CSM, Eighth United States Army Special Troops Command, Yongsan, Korea; CSM, 516th Personnel Services Battalion, Camp Coiner, Korea; Postal School Sergeant Major, US Army Soldier Support Institute, Fort Jackson, SC; First Sergeant, 38th Personnel Services Battalion, Wuerzburg, Germany; First Sergeant, Bravo Company, 3rd Battalion, 13th Infantry Regiment, Fort Jackson, SC; United States Army Field Recruiter and Station Commander, Columbia Recruiting Battalion, Columbia, SC; Installation Sergeant Major, Camp Long, Korea; Senior Drill Sergeant, 2nd Battalion, 39th Infantry Regiment, Fort Jackson, SC; Administrative Supervisor, U.S. Embassy Bonn, Germany; and Brigade Personnel Administrative Supervisor, Fort Bragg, NC. His military education includes Primary Leadership Development Course; Basic Noncommissioned Officer Course; Advanced Noncommissioned Officer Course; Drill Sergeant, Recruiter, and Station Commander Courses; Battle Staff Course; First Sergeant Course; Sergeants Major Course (Class 54); Command Sergeants Major Course; Garrison Command Sergeants Major Course; Brigade Command Sergeants Major Course; CSM Force Management Course; and the Defense Equal Opportunity Management Leadership Team Awareness Course. His awards and decorations include the Meritorious Service Medal (6 OLC), Army Commendation Medal (3 OLC), Army Achievement Medal (4 OLC), National Defense Service Medal, Korean Defense Service Medal, Southwest Asia Service Medal (w/3 bronze stars), Global War on Terrorism Expeditionary Medal, Global War on Terrorism Service Medal, Good Conduct Service Medal (9th Award), Noncommissioned Officer Professional Development Ribbon (w/Numeral 4), Army Service Ribbon, the Overseas Service Ribbon (w/Numeral 5), Drill Sergeant Identification Badge, Recruiter Badge, German Army Marksmanship Badge, and Drivers Badge. CSM Culbertson is also a recipient of the Adjutant General‘s Corps Order of Horatio Gates Bronze Medal, Adjutant General‘s Corps Achievement Medal, President Theodore Roosevelt Medal, and The Order of Saint Maurice Medal from the National Infantry Association. CSM Culbertson is married to the former Wanda Louise Hughley of Miami, FL and they have three daughters Alexis, LeAnne and LeAndra.

New AG Regimental Command Sergeant Major CSM Christopher D. Culbertson, center, takes CSM responsibility of the Adjutant General School and the Adjutant General Regimental Corps in a ceremony hosted by BG David K. MacEwen, Commanding General, Soldier Support Institute on 27 April 2012 at Fort Jackson, SC. CSM Culbertson, the former Fort Jackson Garrison CSM, took over for CSM Darlene Hagood, who retired after 25 years of service. 8 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com SECTION II: AG and HR Professional Reading, Dedicated to “Army HR Systems” AG Officer Branch Update By LTC Michael McTigue, AG Officer Branch Chief It is my privilege to serve as the new AG Officer have 25 LTC Equal Opportunity Advisor (EOA) Branch Chief. I look forward to the challenges ahead as I positions in the Army. All are currently coded for get established here at Fort Knox. Together we can make Adjutant General officers. The 3.5 month schooling a difference for the commanders, Soldiers and Families requirement makes filling these positions without we serve. My personal thanks to COL Angela Odom for underlap a challenge because requisitions are not the incredible support she provided to the field as AG currently validated early enough to send the Officer Branch Chief over the last two years, and I wish replacement to the EOA course prior to the desired her well at the Army War College. I take this report date. I would ask all involved in requisitioning opportunity to provide some of my initial thoughts / replacements to not forget the importance of these observations after my first 60 days on the job: positions when rank ordering your officer shortages, 1) S1 Mentoring / Officer Development and and to ensure that your unit asks for an EO Horizontal Teamwork. Due to strengths and replacement early enough to get them trained prior to professional development needs, we routinely ask our AG arrival at your command. officers to work above their pay grade or in areas where 4) Short Notice Reassignments / Diversions. their experience may not directly align with their Despite our best efforts for predictability, manning assigned billet. I am concerned about the number of priorities (including nominative assignments) are more officers who are having issues succeeding in these fluid than I expected and directly impact officer challenging roles. To improve performance, I believe it is reassignments. Thankfully, HRC directed diversions critical for the AG Corps to make a concerted effort to are rare, but regretfully, short notice reassignments share knowledge and provide support to other AG officers are not. AG Officers need to be fully prepared to move in their formations. G1s need to bring subordinate after 24 months time on station, but our goal is to leave Brigade S1s up to speed, and Brigade S1s need to ensure officers on station for 36 months if Army requirements their Battalion S1s have the tools / skills necessary for or professional development needs don‘t dictate success. Additionally, horizontal teamwork among otherwise. All must understand that nominative Battalion and Brigade S1s is critical to ensure the assignments routinely result in HRC moving officers success of our Corps as a whole. with even less time on station because of the higher Although geographically dispersed in many cases, priority of the assignment. our officers need to realize that they can, and should 5) Distribution Management Level (DML) or reach out to assist their fellow officers. I am not saying Higher Management. HRC manages officer this does not already happen; I talk to officers every day strengths down to Brigade-sized units (DMSL – who are working in formations with tremendous formal Distribution Management Sub-Level). That said, AG developmental programs that have been very frequently we have seen shortages within a DMSL that successful. However, I believe that the rapid pace of our can be met with excess from elsewhere within the internal G1 / S1 requirements can result in a loss of focus higher headquarters or a sister unit at the same on the development of those around us. No AG officer installation (same DML). I would ask that instead of should feel alone – we must constantly develop our initially looking to HRC to address all unit shortages, professional network to assist our Corps. Getting the consider all the internal / local solutions first. If the entire AG family involved in the performance of those AG shortage cannot be resolved locally, engage with your officers around them is important to ensure our account manager to get a requisition validated for the continued success. Please do your part. next manning cycle. Additionally, it is absolutely 2) Brigade S1 Course. I have heard very positive imperative that all levels of the personnel community feedback about the Brigade S1 course from recent eliminate excess officers throughout their formations graduates. If you are serving or are going to serve as a to ensure an appropriate level of manning in all our Brigade S1, I strongly encourage you to ask your unit to units, regardless of their manning priority. We as a fund the TDY to attend the course. The course provides a whole must do a better job engaging with HRC to foundation for immediate success in the role as a Brigade reassign the excess officers in our formations (outside S1. Although not currently authorized for MTSA funding of AG LTs). TDY en-route, course attendance adds to your HR 6) Intermediate Level Education (ILE) expertise, which, as we know in our business, is critical Changes. We are getting lots of calls reference ILE, to our success. but as of the writing of this article no information has 3) Equal Opportunity Advisor Assistance. We been released concerning the pending changes for ILE. 1775 Fall 2012 9 We expect a MILPER or ALARACT to be released Internship, Interagency Fellowship, Training with shortly with changes / impacts to all of our non-ILE Industry (TWI), US Military Academy Instructor, Sister graduates. Service, and Foreign ILE. Reminder these are very 7) What follows next are a few topics based on competitive programs and require an excellent manner recurring questions: of performance for selection. a) Recent Board Results. e) High School Stabilizations (HS Stabs). We

FY12 ABOVE ZONE BELOW ZONE PRIMARY ZONE want to emphasize the efforts that are taken to ACC % % accommodate HS Stabs. With current requirements it Select Total Select Total % Select Select Total LTC Select Select remains a challenge to support HS Stabs and extend AG 4 22 18.2% 6 66 9.1% 30 43 69.8% officers at current assignments beyond 24-36 months. FSD 28 139 20.1% 31 394 7.9% 264 342 77.2% Total Branch will work with you to attempt to find solutions that will keep your family in place. Reality is that it

ABOVE ZONE PRIMARY ZONE may require an unaccompanied assignment in order to FY12 ACC CPT % % support HS Stab requests and timelines for multiple Select Total Select Total Select Select children that are staggered, which will not likely be AG 0 7 0.0% 228 236 96.6% supported for tour equity reasons. f) EFMP. Please ensure that your EFMP FSD Total 7 28 25.0% 1,207 1,294 93.3% paperwork is updated. EFMP is good for 36 months; On both of these boards it appears manner of however, if it is within six months of expiration prior to performance was again the most important factor for a reassignment, it must be updated. For each officer selection. Generally, derogatory information in the file, that reflects an EFMP on their ORB, AG Branch must appearance of a down turn in performance on an submit an on-line request through the HRC EFMP evaluation, or an off box check (fully qualified vs best coordinator to approve the intended location for your qualified) resulted in non-selection this year. We did assignment. It takes 5 to 6 weeks for the EFMP have a few AG officers where none of these situations community to process your DD Form 2792 and actually applied who were still not selected based on Army update the EFMP system. Don‘t wait to update. requirements and an overall manner of performance Lastly, after I go through my first manning assessment. Continue to advise all officers that a conference I plan on highlighting what I learn about the strong manner of performance is the most important process in a future article. My initial impressions are criteria for continued promotions. that your individual account manager is your unit b) Why Do We Move Officers? The Army‘s advocate and although it is critical that you keep AG assignment priorities are directed by the Chief of Staff Branch informed of your officer needs, the Ops and of the Army (CSA), the Army G1 and the CG, HRC. AG Plans Division is the entity that validates your Officers are definitely in high demand. We continue to requirements. Without a validated requisition in serve in operational and institutional organizations. TOPMIS, a replacement from AG Branch is not a Among the many factors considered when we move an realistic expectation. officer include: As you all are aware, sometimes it is challenging to Army Requirements / Needs of the Army balance Army requirements with a Soldier's preference. Officer‘s Skills and Experience I assure you that I will strive to support your Military Education and Key Development (KD) professional development, career path, and balance your Status preference with objectives that support Army Married Army Couples Program (MACP) requirements based on current manning guidance. Exceptional Family Member (EFMP) Enrollment Please feel free to contact me if you feel I can be of any Officer‘s Preference assistance to you. c) Update your Photo and ORB. Your ORB and photo are your resume. The bottom line is we want Defend and Serve! your file to be at its best when others outside of AG Branch review your file for possible assignments, promotion boards, or some type of nominative selection. At this point in the uniform transition, if your photo is still in Class As then you are behind your peers. d) Fellowships, Internships and Other Programs. Due to the length of some programs, officers need to ensure their career plan can accommodate the requirements of completing their rank specific KD assignment and military education in addition to the program. Opportunities include Joint Chiefs of Staff Internship, Congressional Liaison The AG Officer Branch Assignment Team, HRC. 10 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

It is great to be back after a brief absence from the desk. I thank you all for your support during my absence. Since my return to the desk, I have made several general observations that I would like share with the AG Warrant Officer Corps. 1. DA Photo. Many AG Warrant Officers are without the appropriate DA photo. Please remember that the Army dress greens will become obsolete in FY 14. Some of you are still wearing your dress greens with NCO rank. It is a requirement to take a DA photo not later than 60 days after your promotion to CW2. You must also have an updated photo on file in order to be considered for any type of nominative assignment. 2. Professional Military Education. There has been an increase in the backlog of Professional Military Education over the last FY. Provided below are the latest guidelines when submitting an application to attend WOSSC, WOSC and WOAC. a. Warrant Officer Senior Staff Course (WOSSC):  CW5s  CW4s on the promotion list  CW4s with 3 years TIG  All other CW4s on the wait list 120 days before class reports b. Warrant Officer Staff Course (WOSC):  CW4s  CW3s with 3 years TIG  All other CW3s on the wait list 120 days before class reports c. Warrant Officer Advanced Course (WOAC):  CW3s  CW2s with 3 years TIG.  All other CW2s on the wait list 120 days before class reports 3. Assignment Requests. My general observation is that many of you are requesting to be assigned to the east coast. Unfortunately, there are only a few positions on the east coast. I recommend you provide three preferences / locations when requesting an assignment. This will provide me additional locations to expand my search for a suitable assignment for you. You may not be considered for assignment from TOE to TOE units or TDA to TDA units. My intent is to work with all of you to take a knee from deployment and let those who have not deployed for the last 24-36 months share the burden. Finally, the normal CONUS tour length is 36-48 months time on station; therefore, AG Warrant Officer Branch will not entertain any assignment requests prior to 28 months time on station. 4. Preparation for the upcoming Promotion Board: It is important to prepare for your promotion board early and don't wait until board month to realize that your photo is outdated or you are missing awards from your OMPF. I stand ready to assist your promotion board preparation, but engaging early in the process is the key to success. 5. Thanks. I thank you for what you do for the AG Corps and supporting commanders, their Soldiers and Families. Continue to keep up the good work.

1775 Fall 2012 11 AG Enlisted Branch Update By LTC Mel Romero, Soldier Support Branch Chief Army Human Resources Legacy Systems First and foremost, I am honored to be your which further produced efficiencies. However, I new Soldier Support Branch Chief and look noticed a trend with all the HR systems being forward to the opportunity to serve our Branch. I developed. We kept developing HR systems have been on the job now for just over 2 months as incapable of interfacing with other HR systems or of September 2012. During this short time period, supporting our core functions. Then, the ultimate I have been continuously educated on the workings web-based system to subsume or replace 90 of our Branch. As we go forward, I fully expect our legacy systems, the Defense Integrated Military Branch will continue to provide outstanding Human Resources System (DIMHRS), was support to commanders, our Soldiers and their planned. DIMHRS was supposed to revolutionize Families. I would like to thank the many former and streamline DoD–wide HR functions. Branch Chiefs who preceded me for their great Unfortunately, due to technical problems and contributions. I would especially like to thank the additional delays, the program was cancelled. most recent two, LTC Angie Holbrook and LTC The need to provide timely personnel Bill Willis. readiness management, casualty operations, and This 1775 issue is dedicated to Army HR legacy other essential personnel services is critical. systems. Over the past 25 years of my Army With today‘s technology, we are clearly capable of career, I have witnessed the evolution of multiple developing programs and processes required to HR systems. I still remember being part of the support our Soldiers‘ lifecycle throughout their initial classes that produced the R3 SIDPERS tenure in the Army. Identifying the functional (Standard Installation and Division Personnel requirement is critical to the process along with Reporting System) additional skill identifier out of integrating disparate data from multiple sources. Fort Benjamin Harrison, Indiana. I recall being This is not an easy task and has proven harder to very excited about the prospect of this Army accomplish than applying technology to produce fielded program leveraging automation to promote solutions. Although currently we do not have a efficiencies for various HR functions. However, program capable of supporting all aspects of when I arrived at Fort Hood, Texas, the military human resources management, it is just installation was not scheduled for fielding until a matter of time. At least until the Integrated the following year. In the meantime, I had to Personnel and Pay System – Army (IPPS-A) is learn the system that was currently being used fully implemented. But until then, we shall before the implementation of SIDPERS. For every continue to make do with the systems currently personnel transaction, I wrote handwritten entries utilized. From my pencil data entries many years to a form and forwarded them to my squad leader ago up to current day automation systems, I have for review and approval. I then walked across the seen tremendous change and improvements. hall and key punched the transactions into the While we are not there yet with just one HR system. When transactions bounced, or were not system, I can say with a degree of certainty that processed, I had to review the punch cards, count in the next several years, there will be significant the number of spaces where I had made mistakes, improvements in our HR automation systems and and make the corrections on the respective blocks. capabilities. When SIDPERS finally arrived, I was thrilled to think of how less tedious and cumbersome this process was going to be. Life will be awesome! When I got an error, all I had to do was execute a D73 transaction. That‘s right, D73. When was the last time you heard that term? SIDPERS eventually evolved into SIDPERS-3. My detachment at Fort Lewis, Washington, under the supervision of COL (Retired) Julie Sennewald, implemented SIDPERS-3 for the entire post 12 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com The Enlisted Distribution and Assignment System (EDAS) By Ginny Schindler, Enlisted Personnel Management Directorate (EPMD), HRC The Enlisted Distribution and Assignment EDAS allowed the Army to see how many Soldiers System (EDAS), resides at the U.S. Army Human a unit is authorized sorted by MOS / Grade / SQI / Resources Command (HRC), Fort Knox, KY. ASI / LIC, how many it has, and how many it is EDAS is a personnel system used by the Human expected to have up to 18 months in the future. Resources (HR) Community to perform HR tasks EDAS replaced the hard copy manually produced that support the Army and its Soldiers. Career Management Field (CMF) Strength The Development of EDAS. The idea of a Tracker, as summarized by an Army Times article, real-time, interactive, automated system that dated 18 November 1991 written by Jim Tice. supported the management of the enlisted force EDAS Today. EDAS and its functionality was conceived when the Army was restructuring have been continually updated to keep pace with in the late 1980s. Retired General Maxwell Army HR doctrine. ―Today, EDAS is still the Thurman, former Vice Chief of Staff, and retired workhorse that it was designed to be. Over the Major General Jack C. Wheeler, former Director last 20 years, EDAS has successfully produced well of the Enlisted Personnel Management over four million assignment instructions, Directorate (EPMD), HRC, set in motion the ensuring Army readiness requirements were met,‖ concept of a package replacement system that said Mr. Michael Twigg, Chief, Functional Support could assign a unit of Soldiers together (unit and Integration Branch, EPMD. Assignment and manning); but also could assign a single Soldier distribution managers in HRC use EDAS to thus replacing the Centralized Assignment and manage strength, create requisitions and process Processing (CAP III) system. assignments, to add or modify requisitions and to On 3 September 1991, the Army introduced process certain types of personnel actions. Units / EDAS, an online-automated system that Installations use EDAS to create enlisted transformed how the Army managed personnel requisitions, and obtain information on Soldiers readiness and distributed the force. Its principal assigned to their commands and incoming purpose was to keep a unit‘s personnel readiness personnel, semi-centralized promotion actions, and at a constant level by filling vacancies with submit certain types of personnel actions. qualified Soldiers, at the right time, and in the EDAS utilizes data from the Total Army right MOS / grade. Now, over 20 years later Personnel Database - Active Enlisted (TAPDB-AE) EDAS still performs this role for the Army. which is updated from numerous other systems; The introduction of EDAS allowed HRC, then Electronic Military Personnel Office (eMILPO), known as the Total Army Personnel Command, to Army Training Requirements and Resources prepare and post assignments in one day, a vast System (ATRRS), The Medical Protection System improvement over the cumbersome hard-copy (MEDPROS), RETAIN, REQUEST and Joint method that took several weeks to make a single Personnel Adjudication System (JPAS). assignment. Soldiers and their Families EDAS has five types of users: Assignment benefitted from EDAS because they were notified Managers, Field Users, Distribution, Special more quickly of an upcoming PCS move, giving Action Branch members, and top of the system them more time to prepare, and a Soldier‘s users. The type of user determines what preferences and professional development needs subsystems the user has access to. EDAS contains were now factored automatically into the numerous subsystems. Below is a list of the eight assignment process. subsystems primarily used by both HRC and the EDAS did more than revolutionize the field along with their key functions: assignment process. It gave the Army an Assignments Subsystem: Used by HRC to automated system to manage personnel readiness place a Soldier on assignment instructions and down to the unit level of detail, since assignments allows field users to query their command‘s gains to installation replacement companies were using Assignment Query. replaced with assignments to specific units. Exceptional Family Member Program 1775 Fall 2012 13 (EFMP) Subsystem: The Medical Regional Commands validates and inputs the Soldiers‘ EFMP information in EDAS. Special Action Branch members at HRC use the EFMP subsystem in the assignment process, ensuring that medical or education care will be available for exceptional family members at the location the Soldier is being assigned to. Field User Subsystem: Used by field users to submit and receive approval / disapproval notifications on requests for Soldier assignment deletions and deferments. Language Subsystem: Used by HRC to update and for field users to view individual Soldier language The Functional Support & Integration Branch information / qualifications. Team, EPMD, HRC. Photo by Myesha Russell. Management Information Subsystem: Used by HRC and field users to view authorizations and assigned / projected Soldier strengths by military occupational specialty, grade, skill qualification identifier, additional skill identifier, and language. Organization Subsystem: Used by HRC to modify and for field users to view unit identification code and unit designation information on all Active Army, National Guard and Reserve units. Personnel Subsystem: Used by HRC to approve / disapprove requests for compassionate actions and to view / query individual Soldier information. It‘s also used by field users to update a Soldier‘s promotion points, request compassionate attachments, view responses to compassionate actions, and view / query individual Soldier information. Requisition Subsystem: Used by both HRC and the field user to create / modify / cancel / correct errors on assignment requisitions and review, query, or modify special instructions for a requisition. Users can also check the status of and view historical data on a requisition. The impact of EDAS on today’s Army. ―If EDAS suddenly went off-line for an extended period of time, the impact to Army readiness would be challenging,‖ said Mr. Twigg. For instance making assignments would be difficult, the ability to PCS soldiers would be impacted, distribution of initial entry training Soldiers could be cumbersome, semi-centralized promotions would be impeded, and strength management would be a task worked below the division level. The HR community uses many interlinked automated systems, all of which are important. EDAS ties many of these systems together thus fully supporting the Army‘s personnel readiness mission. EDAS is managed and maintained by HRC. Responsibility is split between the Personnel Information Systems Directorate (PERSINSD) and EPMD. PERSINSD are the hardware / software engineers that design and maintain EDAS. EPMD‘s Functional Support and Integration Branch (FSIB) is the functional owner and is responsible for EDAS requirements. When creating EDAS accounts FSIB delegates permission upon the user based on the level of requestor. FSIB responds to questions and inquiries from EDAS users throughout the Army. The Future of EDAS. The Army‘s future HR system will be the Integrated Personnel and Pay System - Army (IPPS-A). Currently, the IPPS-A Program is conducting legacy system analysis (LSA) that will evaluate system functionalities of all systems proposed for subsumption (to include partials). This LSA will determine if IPPS-A has captured the necessary functional and technical requirement specifications to subsume each system‘s functionality. In addition, the Increment II IPPS-A system developer will conduct a fit gap during a preliminary design review to compare the IPPS-A (and PeopleSoft) solution to ensure the capability delivered (by IPPS-A) supports the subsumption of each legacy systems' functionalities. If IPPS-A will not perform a particular functionality in a system (e.g., EDAS), it will be up to the Army G1 (FMD & TBAI), system owner, the IPPS-A Project Manager, and the IPPS-A General Officer Steering Committee to determine the solution for those orphaned functionalities. Some of the options available to mitigate those orphaned functionalities include, but not limited to, business process reengineering, creating an application that can be bolted onto IPPS-A to perform that functionality, or customizing PeopleSoft.

14 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com TOPMIS II By Mr. Jeff Bryson and MAJ Malikah Hudson The Total Officer Personnel Management Through utilization of TOPMIS II, OPMD Information System II (TOPMIS II) is the active duty assignment officers and distribution managers create officer corps personnel system of record and has been requisitions, manage personnel records and process providing automated human resources (HR) services for assignments among a multitude of other personnel over 25 years. As technology has advanced, TOPMIS management related tasks. Additionally, Department has adapted in order to remain relevant to HR of the Army and MACOM installations use TOPMIS II managers. As development of the Integrated Personnel to manage officer‘s records, conduct strength and Pay System-Army (IPPS-A) advances, TOPMIS II management, query personnel data and provide other will be sunset with the majority of its functions being personnel services for the Army‘s officer corps. The fully subsumed by IPPS-A. IPPS-A, the Army‘s Web- HR community in the field makes up roughly three- based HR solution will create a personnel and pay quarters of the TOPMIS II global end users. These are record for all Solders, for their entire Army career. Soldiers, DA Civilians, and government contractors TOPMIS II is the Army‘s current real time, who either directly manage or support the personnel interactive, automated system in support of the management functions for over 100,000 active duty personnel management functions for the active duty officers. officer corps. It was developed to help HR professionals TOPMIS II and the associated web based manage active duty commissioned and warrant officers. applications eTOPMIS, MyRFO and MyORB are TOPMIS has been in existence since the mid-1980s and managed by the HRC Functional Support Branch has operated on two different and distinct platforms. (FSB). Mr. Jeff Bryson is the FSB Chief and is The original TOPMIS was a COBOL application with a responsible for providing support and services to both mainframe database. However, as we began to make OPMD and worldwide TOPMIS II end-users. Mr. technology advances and the Army‘s demands to Bryson recently stated, ―As we begin to transition to process more data at greater rates of speed, we adopted the Army‘s web-based HR solution, IPPS-A, it is a more robust platform. In the mid-1990s TOPMIS II essential that we get it right, ensuring all of our was fielded. TOPMIS II is a robust client/server current capabilities are captured in the new web-based application capable of handling greater volumes of data system.‖ IPPS-A plans to deliver on that promise while providing the customer an intuitive graphical providing integrated personnel and pay capabilities user interface. The application platform and Oracle across the Active Army, Army Reserve and Army database represent major base-line improvements. National Guard. It will create a comprehensive These base-line improvements allowed for the personnel and pay record for all Soldiers, throughout development of additional features not originally their entire Army career. available in TOPMIS I, including the Electronic The Army‘s vision for the development of IPPS-A is Assignment Coordination, Command Slate, and a massive undertaking of monumental proportions. Advanced Civil School modules. The plan to develop an enterprise-level system by TOPMIS II was part of the U.S. Army Human combining personnel and pay functions from over fifty Resources Command (HRC) Officer Personnel separate, distinct systems running on various Management Directorate‘s (OPMD) initiative to platforms is aggressive, yet prudent. IPPS-A promises improve access to officer records and personnel data. to deliver most of the personnel functions currently TOPMIS II provides automated tools to assist in the found in TOPMIS II, plus pay procedures that career management of Army officers by their maximize capability through one, CAC accessible, self- assignment officers, distribution managers, Battalion service system available to all Soldiers and HR and Brigade S1s, G1s, and Military Personnel Centers professionals. worldwide. TOPMIS II also provides a common operating picture between OPMD and the field, a critical linkage especially in the area of strength management. The ability to effectively manage officer data is one of the Army‘s core HR business functions. TOPMIS I and subsequently TOPMIS II have been the primary application used by HR managers and specialists to execute those tasks/functions for the Officer Corps. From its inception, TOPMIS II was only accessible by a username and password until recently when the application was Common Access Card (CAC) AG AIT students receiving TOPMIS training at enabled. the 369th AG Battalion at Fort Jackson. 1775 Fall 2012 15 Managing Casualty & Mortuary Affairs Information for the Department of Defense By Mr. Grant Dewey and Mrs. Charlotte Brough, U.S. Army Human Resources Command Scenes from recent movies such as Saving their solemn missions with little notice; and Private Ryan depict rooms full of typists Families of severely wounded are moved to preparing letters of condolences and tracking hospital bedsides world-wide to spend time casualties with manual typewriters; watching with their loved ones. the Battle of the Ia Drang Valley unfold in We So, in today‘s information age, how does all Were Soldiers with taxi drivers delivering this communication and coordination take Western Union telegrams to Families of place to ensure every service member‘s Family Soldiers of the7th Cavalry Regiment; and is notified and provided casualty support in a following a Marine Corps officer escorting the timely and zero-defect manner? The ultimate remains of LCpl Chance Phelps killed in answer, of course, are the thousands of action in Iraq in Taking Chance evoke dedicated service members, civil servants, and numerous emotions. Despite some Hollywood contractors that work in each service‘s artistic inaccuracies, these works provide the casualty and mortuary affairs organizations. public a glimpse into the efforts that our Supporting them is a world-wide information Nation makes to take care of our deceased and system called the Defense Casualty injured Soldiers, Marines, Sailors, Airmen, Information Processing System (DCIPS). The and their Families. U.S. Army Human Resources Command is the In the not too distant past, casualty Department of Defense lead component for the notifications took days or weeks and were operation and maintenance of this critical often done via telegram. During World War I information technology system supporting all and World War II, it took months for remains the Armed Services. As the DoD‘s single to be returned home, if at all. Many Families authoritative information system for casualty elected to have remains interred in overseas and mortuary affairs, DCIPS provides each cemeteries – never having been able to achieve military Service, and the DoD, with a real-time some sense of closure with a funeral in their information system to allow the many casualty home town. Unlike Mrs. Ryan, in the movie and mortuary affairs operators around the Saving Private Ryan, who appears to be globe the ability to instantly share and somewhat oblivious to the fact that all but one coordinate casualty and mortuary affairs of her son‘s have been killed, or Mrs. Moore, information to support our deceased, injured who delivers the telegrams for her husband‘s and ill service members and their Families. unit, today‘s Families have almost At the individual case level, DCIPS is a instantaneous access to detailed news and case management system that provides six information from cable network news, social primary functions: 1) Casualty reporting; 2) media, cell phones, and email. Today, Coordination of casualty support for Families; notifications for deceased are required to be 3) Ensuring all benefits and entitlements are made in person within hours of an incident; provided to Families; 4) For deceased, remains are returned from overseas within communicating the Family‘s desires for days of notification; Families are moved to preparation of remains, coordination of Dover Air Force base to witness the dignified memorials, funeral arrangements and transfer of their loved ones to the port adjudication of funeral claims for mortuary often with less than 48 hours notice; reimbursement by the Defense Finance and notification officers, casualty assistance Accounting Service (DFAS); 5) Supporting and officers, and escorts are launched on searching for Family members of the 16 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com missing from past conflicts (no matter how long ago) to provide them support and help identify (through familial DNA) remains recovered by the Joint Personnel Accounting Command (JPAC); and 6) tracking of inquiries by Congress and Freedom of Information Requests. At the organizational level, DCIPS provides information to other DoD organizations such as wounded warrior programs, suicide prevention programs, safety programs, and medical organizations to better understand circumstances leading to deaths and injuries with the goal of improving medical treatment and personal protective equipment, and myriad other programs all with the sole purpose of taking care of our Service Members. Also maintained and operated by the U.S. Army Human Resources Command are two other systems that support the mortuary affairs component of the DoD casualty program, the Mortuary Affairs Reporting and Tracking System (MARTS) and the Personal Effects Tracking System (PETS). MARTS provides real-time human remains processing and tracking for mortuary affairs specialists working at Mortuary Affairs Collection Points (MACP) and Theater Mortuary Evacuation Points (TMEP) in a theater of operations. PETS provides the Joint Personal Effects Depot (JPED) at Dover Air Force Base with accountability and processing of Service Members‘ personal effects collected and shipped from theater for return to the Family Member authorized to receive the personal effects. DCIPS, MARTS, and PETS reconcile casualty reports believed to be remains and personal effects and provide real-time visibility to each Services‘ casualty offices to provide casualty assistance officers and ultimately Families with the support they deserve. Technology has allowed the DoD to make great strides delivering accurate, timely, secure, and official casualty information to our Families 24/7/365. Technology is just an enabler; it is our people working as a team to support the overarching ethos of leaving no one behind that makes the difference to our Families and Service Members who have given everything in defense of our Nation.

7 August 2012. Soldiers from the 615th Transportation Battalion of Springer, NM, simulate the dignified transfer of a service member’s casket as part of their mortuary affairs training with the 205th Infantry Brigade, First Army Division East. The unit will deploy to the Sinai Peninsula as part of the Multi-National Forces and Observers Mission to supervise the implementation of the security provisions of the Egyptian-Israeli Treaty of Peace and ensure every effort is made to prevent a violation of its terms.

1775 Fall 2012 17 Casualty System Documents: Understanding Their Importance By Kevin Logan, Deputy Chief, Casualty and Mortuary Affairs Branch, Casualty and Mortuary Affairs Operations Center, HRC America has now been at war since October 2001, Disallowed portion distributions for DG. over 10 years of putting Soldiers in harm‘s way. Ten Electing an ineligible person for the PADD. years of ,―No kidding, you‘re going to war; you need to If the Soldier‘s father and mother are known, their ensure your casualty documents are current.‖ Ten names are to go into Blocks 6a and 7a, and their years of pushing Soldiers through personnel readiness current addresses are annotated in Blocks 6b and 7b. If checks to provide them the opportunity to update their a parent is deceased or whereabouts unknown, the emergency data and life insurance beneficiary name still goes within the appropriate block, but the information. Ten years of war with almost 4,400 deaths address should be annotated as ―deceased‖ or and 30,000 wounded Soldiers. ―unknown.‖ If the Soldier is unsure of whom the Stepping up to the plate. It is the responsibility parents are, then ―unknown‖ in either block or both of all Soldiers to update their own casualty documents blocks would be sufficient. and to ensure their intent is annotated properly. After Death Gratuity (DG). Currently, many Soldiers all, only the Soldier knows when changes need to be aren‘t designating anyone to receive their death made to either the Record of Emergency Data (DD Form gratuity. In doing this, the Soldier loses the ability to 93) or Servicemembers‘ Group Life Insurance (SGLI). specify their intent. Failure to designate a death Likewise, Army leaders and HR professionals must gratuity recipient causes the Defense Finance and understand every field on these forms as well as the Accounting Service (DFAS) to distribute it by law. ramifications of uneducated choices by Soldiers and how Which means: they affect their survivors. Only then can they educate If the Soldier is married, the spouse gets 100 Soldiers and informed decisions allows the Army to percent of the death gratuity. carry out the Soldier‘s last wishes. If the Soldier is unmarried with children, they What are the “Casualty Documents?” There are divide the DG equally among all children. two forms critical to supporting your survivors if If the Soldier is unmarried without children, they something were to happen to you: the DD Form 93, and divide the DG equally among both parents, SGLV Form 8286, SGLI Election and Certificate. whether or not they are married. Together these two documents are known in the HR professionals need to ask the Soldier whom they military as the ―casualty documents.‖ want to receive the death gratuity and be able to DD Form 93, Record of Emergency Data. explain the importance of designating recipients. When Soldiers should view the DD Form 93 as the most HR professionals don‘t ask Soldiers this question and important document they sign after their enlistment explain it, Soldiers sometimes do the following: contract or oath of office. The Casualty and Mortuary Fail to update death gratuity beneficiaries after a Affairs Operations Center (CMAOC) retrieves a copy of divorce. the DD Form 93 for every reportable casualty from the Choose an organization or another non-human Interactive Personnel Electronic Records Management entity that cannot be paid according to the law. System (iPERMS) and requests copies of the form from Leave the death gratuity to a minor child, not the unit to ensure it has the most current signed copy. knowing that DFAS cannot pay out the This form provides CMAOC with the most up to date entitlement to an underage beneficiary. The contact information for immediate Family members guardian, even the biological parent, must go to whom the Soldier wants to be notified if the Soldier court and have themselves declared guardian of becomes a casualty. It is vital that the contact the child, after which DFAS will pay the guardian information on the DD Form 93 never be out of date. on behalf of the child. Additionally, the DD Form 93 is the official document Overall, these designations, or lack of designations, that designates beneficiaries for death gratuity (DG), result in unnecessary stress for the Soldier‘s survivors unpaid pay and allowances, and appoints the Person during an already difficult time. Authorized to Direct Disposition (PADD). Additionally, although the law also states that the Over the past few years, CMAOC has detected some death gratuity will be distributed in 10 percent issues with Soldiers‘ casualty documents. Common increments, obsolete DD Forms 93 show elections of 25 errors for the DD Form 93 include: percent, 35 percent, etc. When Soldiers elect Missing information for the mother and father. increments other than 10 percent, their chosen Choosing an ineligible organization, minor child beneficiary is disallowed and that portion will be or no designation at all for the $100,000 DG and distributed "by law;" hence, those Soldiers lose their unpaid pay and allowances. ability to choose their beneficiary. 18 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Unpaid Paid and Allowances. Some Soldiers leave the ―Beneficiary (ies) for Unpaid Pay/Allowances‖ field blank. This block is used to pay the beneficiary any monies that were due to the Soldier, such as an unpaid portion of a bonus and/or final paycheck. This oversight causes those Soldier‘s unpaid pay and allowances to be distributed by law, and those Soldiers lose their say in the distribution. One of the more sensitive elections that execute the Soldier‘s intent is the selection of the Person Authorized to Direct Disposition (PADD). Soldiers need to think about who would be best person to make decisions relating to how they want to be laid to rest (buried or cremated), location of the interment or spreading of ashes, what they wear when buried, etc. By law, this person must be the spouse or a blood relative. It is in their best interest for Soldiers to select the right person to ensure compliance with their wishes. When a Soldier doesn‘t elect anyone or elects someone who isn‘t a blood relative, the Soldier‘s PADD will be determined by the order of precedence. If immediate family isn‘t available, the Army will attempt to find a relative of the Soldier. If that fails, the Secretary of the Army will make these decisions for the Soldier. SGLV Form 8286, Servicemembers’ Group Life Insurance Election and Certificate. After a reported death, CMAOC obtains the most current SGLV Form 8286 from the Soldier‘s personnel file at the unit or using eMILPO. SGLV Form 8286 is used to designate principal and contingent beneficiaries for the Soldier‘s SGLI of up to $400,000. Soldiers can elect anyone to be a beneficiary. Soldiers can even elect organizations and agencies, unlike with the death gratuity. The Department of Veterans Affairs has contracted with Prudential Insurance to provide low cost life insurance to all Soldiers who wish to have coverage. Soldiers automatically join the service with coverage of $400,000, but may choose to decrease in $50,000 increments or cancel it at any time. Updating your SGLI. Currently, the eMILPO system is the preferred method to process the SGLI coverage for all Army components. Issues do occur when Soldiers decrease their insurance coverage and then want to change their coverage back to a higher amount. Soldiers can do this but need to ensure that they complete the proper documentation. SGLV Form 8285, Request for Insurance, in conjunction with SGLV Form 8286 is needed to ensure the correct premiums are drafted from the Soldier‘s pay. The new combined SGLV Form 8286, which is available on the VA‘s website, is also sufficient to complete this action. Whenever there is a change in SGLI coverage, the new forms must be transmitted to iPERMS, which is the Soldier‘s database of record. All components have iPERMS and all casualty documents need to be stored in iPERMS to ensure the Army carries out the Soldier‘s last wishes. Lack of documentation can result in payment to other past beneficiaries. For example, an ex-spouse who was listed on an older SGLV Form 8286 may receive 100 percent of the monies if the Soldier didn‘t update beneficiaries after a divorce. When Soldiers elect a SGLI beneficiary, they may designate any person, firm, or legal entity, including charitable organizations. Soldiers cannot designate beneficiaries ―by law‖ or ―by will.‖ When Soldiers elect someone other than spouse, parents or other family members, they must be counseled for an unusual beneficiary. Soldiers may have a very good reason for their election, but it is the HR Professional‘s responsibility to counsel the Soldier to ensure they know their election may have unknown consequences that cannot be foreseen. Spousal Notification Letters. Whenever a Soldier designates a person other than the spouse or children to receive all or a portion of the death gratuity or SGLI, the Army must attempt to notify the Soldier‘s spouse in writing. Therefore, if a married Soldier designates another person in addition to or in place of the spouse or children, the Brigade S1, separate Battalion S1 or Military Personnel Directorate with the Soldier‘s records responsibility will prepare and send a letter to the current filed mailing address of the spouse within DEERS or as provided by the Soldier. This letter is generated automatically when eMILPO is used to prepare casualty documents. HRC has taken several steps to improve visibility and execution of these essential tasks:  Creating a query in iPERMS (under DD93 / SGLV tab / unit summary).  Enabling unit identification of missing casualty documents.  Forecasting required annual casualty document updates. Soldiers can now digitally sign the DD93 and SGLV forms within eMILPO, which also automatically uploads them to iPERMS. Individual Responsibility. Again, it is each Soldier‘s responsibility to keep their casualty documents up to date. If a Soldier becomes a casualty, the Army wants to be able to quickly notify the appropriate Family members, and if the Soldier pays the ultimate sacrifice, the Army wants to ensure that we execute the Soldier‘s intent as they wished. Leaders must provide every opportunity for Soldiers to update their records, and the HR professional must fully understand casualty documents and be able to articulate the problems with elections and decisions made by Soldiers. They also need to be able to provide guidance to each Soldier so that the Soldier‘s intent is captured and that the Soldier fully understands the ramifications of individual decisions.

1775 Fall 2012 19 The Deployed Theater Accountability System By LTC Sidney J. Loyd and SFC Timothy L. Coble

Personnel Accountability is the by-name management of the location and duty status of every person assigned or attached to a unit. Personnel Accountability is the key factor used for conducting Strength Reporting.

Section II, Chapter 3, Manning the Force, FM 1-0, Human Resources Support

The Deployed Theater Accountability System subsequently sub-contracted to the Electronic Data (DTAS) application, including the DTAS Secure Systems (EDS) Corporation. The software was Internet Protocol Routing Network (DTAS SIPRNet), originally named the Deployed Theater Accountability DTAS Non-secured Internet Protocol Routing Network Software, which later evolved from just ―Software‖ to (DTAS NIPRNet), and DTAS training systems, ―System.‖ System development took many man hours provides the U.S. Army with a reliable, timely, and and tremendous coordination between the forward efficient mechanism for tracking and providing deployed field units such as the 377th PERSCOM and reporting visibility into the location and duty status of HQs, 3rd Army Central Command (ARCENT), and the deployed Soldiers at both the Army enterprise level Field Services Division of The Adjutant General (top of the system), major command level (middle of Directorate, U.S. Army Human Resources Command the system), and the unit level (bottom of the system). (HRC), and the HP development team. The allocation of DTAS is a singular system that allows users to account budgetary needs and purchasing belonged to PEO-EIS, for their Soldiers by location, enabling them to track who maintained active program management on behalf their personnel through multiple theaters and record of the Army G1 and HRC. the periods of accountability. This visibility and DTAS was separated into three distinct hierarchal personnel accountability is vital in determining the levels: Mobile, Theater, and Enterprise. The DTAS war fighting capability of the Army and subordinate Mobile system allowed every command echelon tracking commands. Additionally, DTAS ensures the Army is capability for their personnel by name, unit, location, in compliance with the provisions of Department of and date. Additionally, DFAS Mobile assists unit Defense (DoD) Instruction 6490.03, Deployment commanders at all levels to account for their personnel Health, which mandates once daily location reporting whenever a status or location change occurred. The for all deployed personnel. Theater system consisted of ―Master‖ DTAS Mobile In the past, the AG community experienced short Systems, the DTAS Theater Server, and a web-based term fixes, workarounds, and software, which required application called ―Theater Manager.‖ The Theater continual updates to meet specific personnel reporting server provided day to day compilation of deployed data requirements. Most of us have had our experiences and was later changed to the DTAS Major Command with excel and access databases and ―hand jamming‖ System, facilitating a more world-wide operational personnel updates. As the wars in Iraq and scope. The last hierarchy level was the Enterprise Afghanistan progressed, personnel tracking was System, located at the Pentagon and allowed the Army accomplished in multiple formats across DoD. Then G1 and HRC to maintain situational awareness of the the Pentagon mandated standard tracking systems for data and to better facilitate an interface between DTAS each military department. and the Defense Manpower and Data Center. This Issuing preambles to the separate heads of the allowed the DTAS Enterprise system to maintain all Armed Services, DoD wanted to make sure that each historical records for deployment periods on individuals. Service began working on something more than just a Passing initial tests, DTAS was rapidly fielded in ―stop-gap‖ for patient tracking and personnel 2005 into U.S. Central Command‘s (CENTCOM) area of accountability. The office of the Assistant Secretary of responsibility (AOR) under the auspices of newly the Army for Acquisition, Logistics, and Technology created DTAS section in the ARCENT G1 office to (ASA-ALT) directed the Program Executive Office support theater personnel accounting and strength Enterprise Information Systems (PEO-EIS) to obtain a reporting. This massive undertaking included program that would account for personnel and track stationing both the live and back-up data servers and their physical location on a day to day basis. In 2003, servicing the information feeds from the many theater the contract for the U.S. Army‘s accountability system mobile systems. A training team traveled throughout was awarded to Hewlett Packard (HP) and the CENTCOM AOR to field DTAS. 20 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Since initial deployment, DTAS has continually evolved its functionality to accommodate the theater of operations and the commander‘s mission. Today, units can take full advantage to train their Soldiers on DTAS prior to deployment using multiple systems and web-based platforms. A prime example is the annual Silver Scimitar exercises at Fort Devens, Massachusetts. Students are given hands-on training on all aspects of DTAS, from the manifesting platform of the Tactical Personnel System (TPS) through the aerial port of debarkation functions and how they tie into DTAS. DTAS is mostly employed in the CENTCOM AOR though it is being fielded in the African Command AOR, and was also used for Operation Tomodachi after a tsunami caused untold devastation in Japan. DTAS was critical to accounting for all the U.S. evacuees leaving Japan. DTAS‘s potential future is rife with possibilities as more units vie for a system to account for their personnel in both garrison and in a deployed environment. The U.S. Army Adjutant General School at Fort Jackson now trains all AG Soldiers in DTAS operations, and most recently partnered with PEO-EIS to create an internal flexible web-based DTAS training platform to significantly improve hands on training and better train students. DTAS is the only Army system which allows commanders to account for their personnel by location, tracking them through multiple theaters, and also provides a record of deployed periods in an easily retrievable COGNOS enterprise database. Commands can also establish servers at their locations and provide subordinate units with the ability to quickly and accurately account for their personnel in either a classified or unclassified environment. As such, there is no platform that DTAS could not be used on to increase accountability and tracking of personnel, enabling it to play a pivotal role for HR operators. The Army continues to develop and sustain DTAS in order to support combatant commanders with timely, accurate, and reliable geographic location information for their deployed personnel. The current demand for DTAS exceeds the initial vision to support the CENTCOM AOR as it satisfies an enduring gap in personnel accountability for joint, expeditionary, and contingency forces. Ongoing and future operations will increase, vice diminish the need for DTAS‘s capabilities. It is the only Army system which complies with DODI 6490.03, a comprehensive deployment health program which effectively anticipates, recognizes, evaluates, controls, and mitigates health threats encountered during deployments. We have no other effective and efficient means to record or report the exact location of any Soldier on a daily basis. In fact, other Services either use, have adapted, or are studying DTAS in order to maintain or gain compliance with DODI 6490.03. DTAS is a persistent HR system which provides a vital resource that continues to play an essential role for the Army and serves as an integral piece of HR 2020. As operations within CENTCOM AOR continue to diminish, we foresee DTAS usage in other COCOM AORs increasing, including the Horn of Africa operations, for US Forces - Korea, and the Philippines. It is important to note that DTAS training must be sustained as proficiency is a perishable skill. DTAS will continue to cover full spectrum operations well into the future. For more information about DTAS or TPS, please contact the Personnel Accountability Branch, TAGD, HRC by e-mail at [email protected], or usarmy.knox.hrc.mbx.tagd-tps- [email protected], or by telephone (502), 613-8052/8063 (DSN 983-8052/8063).

A sample DTAS screen shot is shown here.

1775 Fall 2012 21 Interactive Personnel Electronic Records Management System (iPERMS) By Lamar Whatley and Dean Hiza In 1992, the United States Army began Human Resources Command‘s Army Soldier migrating the storage of the Official Military Records Branch (ASRB) posts an updated listing Personnel File (OMPF) records from paper / micro- quarterly to S1Net, https://s1net.army.mil, under fiche format to an electronic format. Initially, the the iPERMS (OMPF) forum along with other Personnel Electronic Records Management useful information and answers to questions System (PERMS) was established for all U.S. between ASRB and field units. Army Components (Active, Reserve, National Input of documents into iPERMS occurs by Guard), as a means for providing electronic the utilization of two methods: Web Upload and document management of the OMPF. PERMS Direct Feed (Note – Forms Generator is used by introduced an IBM client-server architecture with the National Guard). optical jukebox technology for document storage. Web Upload is the batch scanning method of The architecture was improved by inserting authorized documentation by HR professionals Redundant Array of Independent Disks (RAID) into iPERMS using the assigned role of Scan storage in front of the optic store. Operator or Field Operator. Recommended size of Beginning in 2004, storage of OMPFs was batches submitted are no more than 100 migrated to the interactive Personnel Electronic documents and may contain a variety of Records Management System (iPERMS), which documentation on various Soldiers. These utilizes a web-based application with a unified scanned batches are uploaded into centralized user interface that provides encrypted, end-to-end, processing centers, which are generally filed secure, remote access to, input to, and retrieval of, within two weeks after submission. However, documents from the OMPF and other personnel batches identified and submitted for centralized folders / subfolders via the Army Knowledge promotion board purposes are filed within three Online (AKO) portal at any time and from any business days. place in the world. Currently, iPERMS contains Direct Feed is a more automated submission records of 3.8 million Soldiers currently serving, method, which the Army continues to leverage retired, discharged, or deceased while in service. technology for increased submission. Direct fed In October 2002, iPERMS was designated as documents are injected into iPERMS from a the storage location of OMPFs for a retention database, which generates or stores the document period of 62 years after the date of retirement, and associated metadata. Examples of Direct discharge, or deceased while in service. Prior to Feed documentation are enlisted accession October 2002, OMPFs were transferred in hard packets stored in the Army Recruiting copy format or a micro-fiche copy of the iPERMS Information Support System (ARISS); orders OMPF to the National Archives Records generated in the Automated Orders Resource Administration, National Personnel Record Center System (AORS); and DD Form 214, DD Form 215, (NPRC), St. Louis, MO upon retirement, and separation orders generated in the Transition discharge, or deceased while in service. Although Point Processing System (TRANSPROC). Direct the pre-2002 electronic OMPFs were transferred fed documentation is visible in iPERMS within 48 to NPRC, copies of the records continue to reside hours of submission. in iPERMS if the record was originally scanned Access request guidance for Scan Operator, into iPERMS. Field Operator, and / or third party access to Army personnel records management quality Soldier records is contained in MILPER Message is a shared responsibility between records 11-230, Revised Procedures for Requesting Access managers, HR professionals, and Soldiers to to the Official Military Personnel File (OMPF) in ensure all authorized documents are filed into the interactive Personnel Electronic Records iPERMS. A list of authorized documents required Management System (iPERMS), dated 25 July for filing is contained in AR 600-8-104, Army 2011. Further access guidance will be published Military Human Resource Records Management, in an upcoming DA pamphlet to AR-600-8-104. dated 26 June 2012. Additionally, the Army iPERMS access renewal is annual and access is 22 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com The iPERMS log in web page is shown here.

revoked upon 90 consecutive days of inactivity. Access applications are generally processed within three to five business days. Access is restricted to a ‗need to know‘ level with respect to Soldier population and folder / documentation population within the OMPF. Records managers are in the process of developing automated access architecture within the iPERMS interface in an upcoming release. Soldiers may view their entire OMPF in iPERMS. There are three ways to view your iPERMS record: 1. Current serving Solders can view their records at https://iperms.hrc.army.mil/rms (requires CAC access). 2. Retirees can view their records at the U.S. Army Human Resources Command website at http://www.hrc.army.mil. Under Soldier Services click the My Records button (requires AKO login access). 3. Discharged Soldiers can view their records through the Veterans Administration‘s eBenefits website at https://www.ebenefits.va.gov/ebenefits-portal/ebenefits.portal. Click the Access My Documents tab. Note – you must be registered as a Premium Account holder. With the release of AR-600-8-104, dated 26 June 2012, and in accordance with Department of Defense Instruction (DoDI) 1336.08, Military Human Resources Records Life Cycle Management, the term OMPF will change to Army Military Human Resource Record (AMHRR). While the term changes, the content of the AMHRR remains as the authoritative source to document a Soldier‘s time in service. The folder structure of the AMHRR is similar to the OMPF and will continue to contain accession information, training documentation, foreign language skills, education documentation, performance, discipline related information, assignments and duties, casualty documentation, separation and retirement information, physical condition, and compensation documentation. Records management within the iPERMS application continues to change and improve. Recent enhancements included an e-mail feedback mechanism to personnel submitting batches for processing and to Soldiers when new documentation is filed in iPERMS. Additionally, duplicate documents have been significantly reduced due to intelligent logic, which identifies a duplicate document and forces resolution before the batch‘s content is successfully filed. Documenting the life-cycle of a Soldier starts with filing documentation into the AMHRR. iPERMS is the Army‘s records management tool to ensure every Soldier‘s career and service to country is permanently recorded and easily retrieved. 1775 Fall 2012 23 369th AG Battalion Validates New eMILPO Training Database By CPT Peter O. Mousseau

When asked why the Army should overhaul its Electronic Military Personnel Office (eMILPO) training database, Mr. Bennie Evans, Deputy Training Director, AG School, said, ―Over the past couple years we have gotten a lot of feedback from the field that Soldiers should have more hands on experience with the personnel tools they use on a daily basis. The new database is our response to that need.‖ The 369th Adjutant General Battalion (AG BN) has been charged with conducting the initial phase of validating a new $1.2 million eMILPO training database at the 42A Human Resources (HR) Specialist, Advanced Individual Training (AIT) School at Fort Jackson. During the course validation sixteen revitalized eMILPO classes have been tested by a team of HR professionals from SSI. These subject matter experts include Delta Company, 369th AG BN civilian and military instructors, SSI TDD, and Booz Allen Hamilton training developers. The 369th AG BN‘s mission is to provide trained and ready Soldiers for the Army that can directly contribute to an Army unit‘s mission upon arrival. ―The goal of this database update is to facilitate the AIT mission; we want them to leave here [Ft. Jackson] and make an immediate impact,‖ said Mr. Evans. ―The students enjoy the hands on aspect of working on a simulated HR system. Every step is supported by quality instructors who have recent combat experience to help make it real for the Soldiers,‖ said SSG Catlin Biles, TDD. The new eMILPO coursework is moving towards a more outcome based model. In the classroom the hands on training helps to guide Soldiers through various HR actions. Each step is captured on a computer screen as the instructors walk through the process. The students simultaneously follow the steps using a live web based program. ―The Soldiers are more attentive because they are performing the tasks in real time. This new database works like the real thing,‖ said SSG Keisha Green, Instructor, Delta Company, 369th AG BN. ―In class I walk Soldiers through making various updates, such as adding an award to a Soldier‘s ERB [Enlisted Record Brief]. Once the update is made in eMILPO, the Soldier can pull up the ERB and see the changes,‖ SSG Green added. The intent going forward is to have the instructors evaluate Soldiers based on their ability to perform the steps correctly, while conducting HR transactions. This performance based method mirrors what NCOs do in the field as they train Soldiers on their assigned job. These software improvements will help HR Soldiers develop ―technical muscle memory‖ on the key tasks they‘ll need to perform throughout their careers. As with all Army personnel systems, the main goal of software improvements is to give combatant commanders the capability they need at the right place and time. HR professionals across the force continuously suggest and implement system changes to ensure increased responsiveness and capability for commanders. One of those consummate AG professionals is CW5 Pam Johnson, Chief Learning Innovation Officer, Directorate of Training Development, Soldier Support Institute. CW5 Johnson was integral in getting this new system built up and pushed out to AIT Soldiers. According to CW5 Johnson, ―The primary purpose of the eMILPO training system is to provide the force with a reliable, timely, and life like system to train Soldiers. The training database provides visibility of the location, status, and skills of Soldiers both from a high level (top of the system) and a unit level (bottom of the system). This visibility is vital in determining the war fighting capability of the Army and subordinate commands.‖ CW5 Johnson went on to say, ―Currently, we are on ECP 4.6.8. (one iteration behind the production eMILPO database – what is being used in the field). On or about 1 July 2012, we will field ECP 4.6.9.1. This version will include digital signatures for DD Form 93 and SGLV, and changes to support the new semi-centralized promotion changes.‖ The first 42A, HR Specialist class to work with the new training database responded well to the upgrades. ―Soldiers will leave here and know what to do when they get to their units. Their NCO won‘t have to stand over them and re-teach them the steps,‖ said SSG Green. With the intelligent use of technology and further system development, there is some outstanding synergy that can be derived from this new training database. The initial eMILPO validation has proven its effectiveness. These enhancements MG Mustion (pictured as a BG when assigned will not only benefit training, but more importantly, HR as the HRC TAG), observes eMILPO hands on th professionals in the operational force. training at the 369 AG BN. 24 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com IPPS-A, Simplifying Army HR to Better Serve Soldiers By LTC Noemi Laureano, IPPS-A Deputy Chief, Functional Management Division I live in Alexandria, Virginia. Or is it, mistakes, and more importantly - a better Alexandria, VA? Or simply - Virginia? way to serve Soldiers. The Army intends to For Adjutant General (AG) Soldiers and HR incrementally introduce IPPS-A by launching civilian employees, the answer is not as it in five releases over five years. This simple as others may think: ―It depends on approach helps my team ensure each portion which database you access.‖ of IPPS-A works correctly for you as a user. Day-in and day-out Army HR IPPS-A‘s first release is scheduled for FY professionals retrieve personnel information 2013 and will acquire data from several from numerous Human Resources (HR) systems you currently use. The first release systems, working with multiple versions of will offer: the same data. Sometimes they find a A Soldier Record Brief (SRB) that will consistency issue, like my Virginia example. provide you a snapshot of a Soldier‘s military While other times, they find conflicting career and display personal information, information that often leaves them with a qualifications skills, training records, second question: ―Which one is right?‖ assignment history, etc. The SRB will also The HR data telephone problem, as I like eventually replace the Officer and Enlisted to call it, is the result of well-maintained Record Briefs and be the official brief for systems that are unable to effectively Department of the Army promotion boards. communicate with one another. It‘s an Nine reporting capabilities that will infrastructure problem the Army has faced help you report on: for many years and is one the Army plans to  Personnel Management resolve with the Integrated Personnel and  Assigned Duty Titles Pay System-Army (IPPS-A).  Demographics Information IPPS-A, pronounced ―IP-say,‖ is an Army  Certifications and Qualifications HR system currently under development and  Member Availability and Restriction one I currently support as Deputy Director of Reports the program‘s Functional Management  Overseas and Deployment History Division. IPPS-A is a system that will  Annual Records Reviews simplify Army HR in order to standardize  Service Data Soldier personnel and pay data. The system‘s  Promotion Information key attribute will be its ability to centralize Each of IPPS-A‘s five releases will provide the personnel data you currently access from you additional capabilities (see table on next multiple sources. IPPS-A will accomplish page), building a more comprehensive system this by subsuming the functionalities of more with every launch. than 50 HR systems and interface with During IPPS-A‘s fourth release, you will another 90 to eventually provide you an begin to see pay capabilities. This release will easier way to conduct Army HR operations. also mark a drastic change in how you Before any system is subsumed, the Army execute HR. For the first time, HR will also conduct analysis to ensure IPPS-A professionals will take on the military pay can accomplish the same functionality as any mission and work on a system that is on par subsumed system. As I‘ve told my folks: with both public and private sector standards. fewer systems mean increased accuracy, For those of you in the Army National Guard streamlined work, fewer opportunities for or Army Reserve, IPPS-A will be used by all 1775 Fall 2012 25 Table 1. Starting with Release Two, IPPS-A will begin to release the following additional capabilities:

HR professionals, regardless of their component. This key system attribute will enable HR professionals to more easily support Reserve and National Guard Soldiers as they mobilize and demobilize throughout their service. In addition, HR professionals who support multi- component units will have the ability to access personnel and pay information in a more centralized way. For example, when your commander requests a report for a multi-component unit, you can create a single report from a single system without spending time creating excel spreadsheets of data pulled from multiple systems. IPPS-A‘s centralization of personnel capabilities and data, triggering of pay actions, and accessibility to all Army components will greatly change Army HR for the better. For this reason, it is critical that the AG Corps stays up to date on IPPS-A. Keep an eye out for updates on the system and please visit the IPPS-A website at www.IPPS-A.army.mil for more information. Also, feel free to ask questions to ensure you and your peers understand IPPS-A by clicking the ―Contact Us‖ tab on our website. As you do your part to stay updated, know that I and the IPPS-A team are committed to bringing you a system that will work, will be useful, will help you meet your mission, and will support commanders, their Soldiers and Families.

26 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com DIMHRS Versus IPPS-A: A Closer Look By CPT Brittney N. Weber Most Army Human Resources (HR) leaders designed for the civilian sector, and it are familiar with the decade-long Defense literally required tens of thousands of Integrated Military Human Resources System customizations to fit each service‘s military (DIMHRS) development project and its design. Besides being time consuming, subsequent cancellation in the beginning of customizations run the risk of not being 2010. The intent was for the system to transferrable into future versions of software, subsume over 90 personnel and pay systems which would have made DIMHRS across all DoD services and components in complicated to maintain. order to unify military administrative actions, Thirdly, the plan for DIMHRS was but after more than 10 years of development complete development followed by full and approximately $850 million invested, the implementation at a designated time, project ended without a fully developed referred to as the ―big bang‖ approach. At the product. Former Secretary of Defense, Robert current rate of technological advancement Gates, stated that all we got for nearly a and how often policies and procedures billion dollars was ―an unpronounceable change, the big bang method of development acronym.‖ 1 dooms a program to be outdated before it is Because of the profound setback of this ever complete. For example, when the effort, there is some skepticism toward the DIMHRS program started, Soldier Record Army‘s current integrated personnel and pay Briefs did not indicate dwell time. When initiative, the Integrated Personnel and Pay dwell time was implemented in legacy System - Army (IPPS-A). However, it is systems to meet Army requirements, important to have some understanding of the DIMHRS was unable to react quickly enough. history of the endeavor, what went wrong This and other requirement changes started with DIMHRS, and what is going ―right‖ with to pile up as "gaps" or unfunded IPPS-A in order to truly develop a requirements. 2 constructive, professional perspective of this Although DIMHRS struggled with show- mission. stopping challenges, it was not a total loss. DIMRHS struggled with three major The difficulties experienced through challenges that ultimately led to the attempted program development helped the program‘s cancellation. The first challenge federal government to recognize needs in was the intent to unify a large military overall information technology (IT) community involving significant cultural management. This recognition led to policies differences among the services. With each and procedures now in place to eliminate service (Army, Air Force, Navy, and Marine wasteful spending and, most importantly, Corps) sustaining a different air, land or sea improve the structure of large scale IT mission, many policies and procedures do not programs as outlined in the Federal 25-Point apply across the spectrum. Even rank could Plan. 3 Furthermore, DIMHRS caused Army not be unified across forces, thus requiring leaders to relook our business processes, numerous software customizations, which led resulting in the omission of some procedural to the second program challenge. The redundancies. 4 Lastly, the DIMHRS DIMHRS initiative utilized a version of initiative produced the core construct upon commercial off-the-shelf (COTS) software which all military services are to base their 1. Official statement of Vivek Kundra, Federal CIO, Appropriations Hearing, 17 March 2011. 2. COL Edward Prem, Chief, Functional Management Division, personal communication, 4 April 2012. 3. ―25-Point Implementation Plan to Reform Federal Information Technology Management,‖ published by Vivek Kundra, FCIO, 9 December 2010. 4. LTC (Ret) David Smoot, personal communication, 26 March 2012.

1775 Fall 2012 27 Figure 1 – As of April 2012 (Check for Updates) own integrated personnel and pay systems. PeopleSoft and the system nearly eliminates all Overall, DIMHRS was forward thinking, customizations needed for military design. intended to resolve all of the administrative IPPS-A also has the advantage of a planned issues we have experienced in joint operations incremental functional release. Developing a with one big solution. It was not a total loss, software program as comprehensive as IPPS-A but in retrospect, there were a few intrinsic will take years. Incremental implementation characteristics that set the program up to fail. ensures the program can be updated as it is Thus, it is easy to understand why many are developed, producing the most effective product skeptical about IPPS-A; however, IPPS-A is a possible upon completion. As technology and very separate program, sharing little more missions change, it facilitates constantly than a similar mission with its predecessor. building for the future instead of merely The first and evident difference is that meeting the needs of ―right now.‖ The plan IPPS-A is only Army-focused rather than also demands earlier results, which will spanning all services. This removes improve program evaluation and allow users at procedural differences based on service all levels to progressively become familiar and culture and reduces major points of proficient with the system (see Figure 1). contention. Secondly, the software being used In addition to the direct advantages IPPS-A for IPPS-A was updated from the has over DIMHRS, it is the solution for customizations developed for DIMHRS to impending network and strategy requirements. create a DoD module. The Army is now using Leading the system development is the 28 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Army G1, Technology and Business Architecture Integration (TBAI) Directorate, Functional Management Division (FMD). FMD is able to ensure the compliance of IPPS-A with the CIO/G6 common operating environment (COE) and adherence to computing environment (CE) control points. 5 IPPS-A is also compliant with the five critical characteristics of the Global Information Grid (GIG), which is a single information environment for the DoD. 6 Compliance with the DoD Information Enterprise Architecture (IEA) and the Joint Information Environment (JIE) also decreases resistance to the program from the Joint Staff. Besides networking system requirements, IPPS-A will support the Army in achieving the 2010 National Defense Authorization Act requirement for full auditability upon full implementation, scheduled for FY 17. The Department of the Army is relying on IPPS-A to achieve this Congressional mandate, as getting legacy systems in compliance is near impossible. Furthermore, many Army strategies, such as the Business Systems Information Technology (BSIT) Strategy, rely on the successful implementation of IPPS-A to facilitate transfer of the Army pay mission the AG / HR community. Regarding functionality, IPPS-A goes through three separate reviews to ensure the system encompasses all necessary functions. First, the FMD conducts a legacy system analysis in cooperation with HRC in order to ensure IPPS-A conducts all the same functions as the systems it will replace. Then, the System Integrator conducts fit / gap analysis to identify whether the present system fits the requirements. The project team addresses any identified gaps through a specified mitigation process. And finally, the Program Management Office (PMO) conducts a preliminary review. IPPS-A has a lot going for it, but no major undertaking is without challenges. In this case, resistance to change still exists where some authorities are accustomed to procedures that delay forward movement; secondly, though cultural challenges are vastly reduced by Army- focused system development, there are still some difficulties in unifying component procedures; and lastly, funding is an on-going battle. However, the educated judgment of project authorities is that these issues are not showstoppers. The planning for IPPS-A addressed all of the major failure points of DIMHRS and the program remains under strict scrutiny as the Army moves toward a better solution. 7 DIMHRS was a deep sting to each agency in the DoD. As the Department of the Army moves forward with IPPS-A, the Army HR community needs renewed confidence in the future technology of our Corps. IPPS-A is not only needed at ground level, but the strategy for the future is dependent on it. The project team is comprised of professionals who believe in the mission and want to accomplish it. We can be certain that they have gleaned every lesson possible from DIMHRS and are working with the advanced technology to make this concept a tangible reality. As some may remain skeptical of the IPPS-A program, I quote then BG Richard Mustion, 64th The Adjutant General of the Army, regarding our responsibility to IPPS-A as leaders in our Corps: ―Remain positive and constructive, and embrace it [IPPS-A].‖ 8

5. For more information: http://ciog6.army.mil/ArmyEnterpriseNetworkVision/tabid/79/Default.aspx 6. https://www.intelink.gov/wiki/GIG_2.0 7. For more information about IPPS-A, including the plan for program deployment and training, go to the IPPS-A website https://www.ipps- a.army.mil, or read the article, “The Emerging Integrated Personnel and Pay System - Army (IPPS-A),” written by CW4 Tyrone Simon and published in the Fall 2011 version of 1775. 8. BG Richard Mustion, 64th The Adjutant General of the Army, in a discussion with subordinate leaders, 21 March 2012. 1775 Fall 2012 29 SECTION III: Army Bands Band Leader Serves 40 Years in the Army By Sarah Rafique, Killeen Daily Herald, Killeen, TX

FORT HOOD, 15 August 2012 — At 18, CW5 Jeanne Pace decided to take advantage of the GI Bill and enlist in the Women‘s Army Corps in 1972 as a clarinet player. Four decades later, the commander for the 1st Cavalry Division Band is the longest-serving female in the Army and hopes to continue serving the country through music until her mandatory retirement date of 31 August 2015. ―I was planning on a 20-year retirement, but decided if I‘m not really just marking the days, waiting for 20 years, then obviously I‘m still enjoying what I‘m doing,‖ said the Chief Warrant Officer during a rehearsal before a change of command ceremony at Fort Hood. ―I was just enjoying what I did so much,‖ the Chief said. CW5 Pace said she always hoped she would recognize if she became complacent or tired of the job, but after 40 years, she still has a lot to offer. In 1985, CW5 Pace transitioned to a Warrant Officer. She accepted her final promotion of Chief Warrant Officer-5 in 2002. ―I thought if the Army has confidence in me that I can continue to serve, then I‘m going to stick around,‖ she said. ―At that point in my career, it was kind of like the program has been so good to me and I still have something I can offer with my level of education and experience.‖ Growing up, CW5 Pace remembers thinking everyone whose names were in history books were dead. Now, as the last Active Duty Soldier who was part of the Women‘s Army Corps, which was disbanded in 1978, the Chief might one day be one of those names. As she watched the role of women change in the Army, she recognizes her accomplishments were possible with the help of the women who came before her. ―I think it‘s great how far women have come,‖ she said, adding she still keeps in touch with band members who were part of the Women‘s Army Corps. After reaching the peak of promotions, CW5 Pace continues to work for the pure passion of being a Bandmaster, aiming to help soldiers reach their full potential. ―I really see my role as being behind my Soldiers with a gentle hand, pushing them forward,‖ she said. SGT Jeremiah Phillips has played his trumpet in the band under CW5 Pace‘s command for almost two years. ―It‘s awesome,‖ he said. ―It‘s great because anything she can do to help us do our job, she always does. She really cares about all her Soldiers.‖ SGT Phillips stayed with CW5 Pace, the Rear Detachment Commander for the band, after more than half of the band deployed to Afghanistan last year. No matter how many stories the Chief tells, SGT Phillips said he always learns something new from her insight and is thankful for the opportunity to work with her. ―There‘s not a lot of people in the military that have that much experience,‖ he said. ―It‘s really great to be able to work with someone like that so that experience gets handed off.‖ CW5 Pace said the band keeps her young, and the thought of leaving after 40 years of service is even more challenging to think about than sticking around. ―I don‘t know what else to do,‖ she said, through tears. ―My emotions come through every time I talk about it because I don‘t know how I‘m going to let go."

(Left) CW5 Jeanne Pace, Commander & Bandmaster of the 1st Cavalry Division Band.

(Right) CW5 Jeanne Pace when she was with the Women’s Army Corps as a Private and 18 years old in 1972.

30 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com US Army Bands Picture-Grams

(Left) The 13th Army Band, Florida Army National Guard rehearses with the Guyana Defense Forces Band during a Subject Matter Expert Exchange, Georgetown, Guyana, 3 July 2012.

(Left & Above) SSG Phillip Clark and SGT Francisco Esquer perform as part of the 4th Infantry Division Rock Band ―High Altitude‖ at the annual Salute to Veterans Rally Ride in Cripple Creek, Colorado (August 2012).

(Right) The US Army Japan Band recently went on a five city concert tour in the Tohoku region of Japan. Along with various stage performances, they performed an outreach concert at a temporary housing community for displaced families from the tsunami and performed at the Jozenji Street Jazz Festival in Sendai, Japan.

1775 Fall 2012 31 SECTION IV: Around the Corps US Army NATO (USANATO) Brigade – A 42’s Hidden Gem By CPT Thomas Cho Commander, Company A, AFNORTH Battalion (Allied Joint Force Command – Brunssum, The Netherlands) As Human Resources Soldiers, we are well commissioned officers in Career Management aware of the assignment opportunities Field 42 across the Brigade‘s footprint. These available to us within the Army‘s conventional authorizations are divided between National, formations: Battalions, Brigade Combat Peace Establishment (PE), and Memorandum Teams, Division or Corps G1, the AG School, Of Understanding (MOU) positions. Human Resources Command, and the The National authorizations are non-joint Pentagon. But rarely do we hear about the positions, which provide the NATO support myriad great opportunities available with the structure at brigade, battalion, company US Army North Atlantic Treaty Organization headquarters, and national support elements, (USANATO) Brigade. For HR professionals, or NSEs. These National authorizations this is a hidden gem. The USANATO Brigade, provide mission command and Title X and its command team of COL Robert S. support to all US Army Soldiers assigned Larsen and CSM Joanne M. Cox, offers a anywhere in NATO. These positions include unique opportunity for HR Soldiers to broaden command at the company, battalion, and their experiences with opportunities, brigade level, positions for First Sergeants challenges and professional growth; it is an and Command Sergeants Major, Battalion assignment of choice that is personally and Executive Officers, Battalion and Brigade professionally rewarding to Soldiers and their Operations Officers and Noncommissioned Families, but yet few know of these great Officers, Battalion S1s and NCOICs, and a opportunities. multitude of unique positions within Although its mission stretches beyond battalion and brigade staff sections and traditional HR functions, the USANATO company headquarters. Brigade is one of the few remaining Adjutant The PE and MOU authorizations are joint General-centric command structures assignments that allow Soldiers to work remaining in our Army. Its personnel services directly for and with our multi-national structure is that of a non-PSDR unit. It is a partners. PE and MOU positions range from diverse, agile, and decentralized command staff positions, administrative assistants, with three subordinate battalions and ten musicians or band members, to branch heads companies, all commanded by AG officers and (refer to chart on the next page for additional led by HR NCOs. The Brigade‘s mission is to details). support the North Atlantic Treaty If the sheer number of positions available Organization (NATO) mission by ensuring is not enough to attract your attention, the individual Soldier and Family readiness, Brigade‘s geographic footprint is dispersed providing HR, logistical, and training support, across 37 locations in 14 countries, with new and coordinating enhancements to the quality NATO locations constantly on the horizon. of life of all US Army Soldiers assigned to These countries include the United Kingdom, NATO, while maintaining joint and multi- Germany, The Netherlands, Belgium, Italy, national partnerships. France, Spain, Norway, Czech Republic, There are over 270 authorizations for Portugal, Poland, Slovakia, Turkey, and, of enlisted Soldiers, warrant officers, and course, the United States. The Brigade 32 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com headquarters and its HHC is currently located in Schwetzingen, Germany, but will relocate to Sembach, Germany, in the fall of 2012. The Allied Forces North (AFNORTH) Battalion is co-located with two companies in Brunssum, The Netherlands, and with one other company in Heidelberg, Germany. The Allied Forces South (AFSOUTH) Battalion is headquartered in Naples, Italy, co-located with two companies, with another in Madrid, Spain. Lastly, the Supreme Headquarters Allied Powers Europe (SHAPE) Battalion is co-located with two companies in Mons, Belgium, with another company in Norfolk, Virginia. Most companies are responsible for two to five separate elements spread across the battalion area of operations crossing numerous national borders. Imagine the possibilities, not only for you, but for your Family, to live in Europe and experience different cultures, foods, visiting historical sites, and possibly even learning a new language. Not only will you and your Family be able to travel easily across Europe, but your children may attend a Department of Defense-accredited international private school, and your Family could make long- lasting friendships with Soldiers and Families Snap Shot of USANATO Brigade Assignments from NATO‘s 28 allied partners. Slots USANATO Soldiers deploy regularly as Rank Position Available individuals or in small teams, alongside Soldiers from other allied nations. Our Soldiers and COL Brigade Cdr (CSL) 1 Families are often located at geographically LTC Battalion Cdr (CSL) 3 separated locations, assigned to NATO posts MAJ Battalion XO 3 lacking traditional US type support facilities. CPT Company Commander 10 However, NATO, and our US National support CPT S2/S3 Officer 3 systems, ensure quality of life, medical, and CPT Deputy G1 1 educational needs are well within the band of CW4 Ch, Strength Management 1 excellence. CW4 Ch, Personnel Operations 1 If the USANATO Brigade interests you, CW4 Liaison Officer 1 please contact your HRC assignment manager CW2 Battalion S1 OIC 3 for available positions and to determine if you CSM Brigade CSM (CSL) 1 meet the requirements of the assignment. You CSM Battalion CSM (CSL) 3 may also visit the USANATO Brigade‘s website SGM G3 SGM 1 at http://www.usanato.army.mil/ for more 1SG Company 1SG 10 information. MSG Battalion NCOIC 3 MSG Sr. HR NCO 1 MSG HR NCO 1 MSG Liaison NCO 1 SFC HR NCO/SGT 14 SFC Operations NCO 6 NCOIC of Actions/Strength SFC 3 Management/Personnel Operations SFC Plans NCOIC 1 SFC Admin Supervisor 1 SFC Assistant IG 1 SFC Command EOA 1 SFC Manpower NCO 1 SSG HR NCO/SGT 30 CSM Joanne M. Cox (left) and COL Robert S. SSG Operations NCO/SGT 9 Larsen (right) case the colors of the U.S. Army SSG SGS NCOIC 1 NATO Brigade during a ceremony on the grounds SSG Security NCO 2 of the Schwetzingen Castle, Germany. The casing SGT HR NCO 58 of the colors marks the official start of the brigade’s SGT Safety NCO 3 move to Sembach. Photo by SFC John Wollaston SGT Security NCO 1 1775 Fall 2012 33 Human Resources Company Relationships By MAJ Richard M. Strong, 90th HR Company Commander

The 90th Human Resources (HR) Company but they need to know all the intricate details on how Headquarters recently redeployed back to Fort Stewart, everything works and what all is taking place. They Georgia after serving 12 months in Afghanistan, and need to be able to go to the STB Commander and ask one element plays a crucial role in being incredibly for assistance when required. successful during deployments: relationships. HR During Operation Enduring Freedom 11-12, the Companies are one of the most difficult elements to STB and SBDE Commanders provided the support command during deployments due to the wide range of essential to improve facilities on the Bagram Airfield responsibilities and the vast battle space covered by in Afghanistan to avoid mission failure. The HR their footprint. The 90th HR Company was responsible Company was given two practically unusable pieces of for postal operations, personnel accountability land on the airfield to conduct postal operations to operations, and casualty operations for over half of include sorting, processing, and mail storage for Afghanistan with personnel at 21 different forward onward movement. This also degraded the working operating bases and three regional commands. relationship with the contractors because they felt that The nature of deployed HR Companies makes those the government did not provide adequate facilities to tasks more difficult because postal platoons, Personnel be successful. Poor facilities, unhappy contractors, and Accountability Teams (PATs), and Casualty Liaison bad weather led to over 450,000 pounds of mail Teams (CLTs) consist of Active, National Guard, and backlogged on the Bagram Airfield flight line. Reserve components of the Army, Air Force, and Navy After the military stepped in and cleared the that transition into and out of theater at different times backlog, it was obvious that improvements were throughout the entire deployment. Throw contractors necessary. The Air Force owns and assigns all of the into the mix for postal operations and recently for land on the flight line, and their approval is necessary personnel accountability operations and the difficulty of to make any improvements to your assigned parcel of command and control increases with the increased land. The HR Company Commander could not acquire number of different elements that they are required to the means or manpower to improve on these facilities deal with directly. Therefore, relationships built until the STB and SBDE Commander stepped in and between the HR Company and their Special Troops fought for the necessary improvements. Because of the Battalion or Sustainment Brigade (STB / SBDE), those support and assistance from the STB / SBDE, we were multi-component elements, the customers, and the able to gravel and asphalt the flooded areas, purchase contractors becomes magnified, and proved vital for new bay doors, and acquire new postal sort belts, two mission success. pallet storage systems to allow for vertical storage, and STB / SBDE. The HR Company Commander needs two California style tents for mail security, keeping it to know every facet about their job. He or she has to be safe from the elements. These improvements basically able to explain exactly what the HR Company is doubled our effective workspace, protected the mail, responsible for in order to allow the commanders of the and kept forklifts from breaking down. Thanks to the STB / SBDE to make well-informed decisions with relationship with the HR Company, STB and SBDE regards to human resources management. The HR Commanders, the poor pieces of land turned into Company Commander does not need to micromanage, efficient and effective pieces to the overall process of

In Afghanistan, photo of the Bagram Postal Sort Yard while 90th HR Company Soldiers install tents, after several other completed improvements were done for a pallet storage system, new bay doors, and asphalt. 34 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com providing postal support to the Afghan theater of operations. Joint and Multi-Component Elements / Customers. The platoons / teams deploying to theater consist of Active and Reserve Army, Air Force, and Navy personnel with a wide variety of experiences, most of which do not include any postal or HR background. They receive a short class on postal or casualty operations prior to deploying, and then rely heavily on the transitional training from the outgoing element. The HR Company needs to build relationships with these elements and make them feel comfortable working with the Army. They also need to continually perform command visits to each location to build relationships and show support with the supported population, the servicing Brigade Support Battalions, regional commands, and the contractors at each forward operating base (FOB). Subordinate elements are a direct reflection of their higher headquarters, so if the company creates and builds positive and effective relationships, the subordinate elements will usually follow suit. Since these subordinate elements are usually stationed at FOBs in teams of two to four personnel, positive relationships with the FOB Mayor‘s Cell helped to acquire additional supplies and receive assistance that the HR Company Headquarters could not provide; such as building / fixing fences and gates, painting and improving postal facilities, providing forklifts or other vehicles and maintenance, and probably most importantly providing additional manpower to assist with the sorting of mail. As Human Resources Professionals, our primary function is customer service support. Relationships with our ―teammates‖ on the battlefield are crucial to positively impacting the morale and welfare of all Soldiers and civilians that risk their lives on a daily basis. LTG Timothy Maude believed that, ―if a Soldier is in a foxhole worried about his wife and kids, then he's not focused on taking care of his buddy." Soldiers coming to Bagram and needing an ID Card were able to get one whether it was during normal duty hours or at 0200 in the morning. Personnel that worked at post offices opened up at all hours for Soldiers to pick up their mail when they came in from missions. Letters and boxes from loved ones at home reached their destinations quicker than ever before. Relationships were built with agencies such as Air Mobility Command to request additional R&R flights when backlogs occurred with personnel waiting to go home on their much needed Rest and Recuperation Leave. These are all major combat multipliers and greatly increase morale! Contractors. With the drawdown of US forces in Afghanistan, more and more government responsibilities have been transitioned to contractors. Postal operations at over half of the HR Company‘s battle space are contracted out. Ground transportation of the mail to certain locations is contracted out. Personnel accountability operations at the passenger terminals is the most recent HR function to be contracted out. With all of these contractors, the relationship of the HR Company and these contractors is key to achieving mission success. The HR Company works with many other entities on a daily/weekly basis and positive relationships need to be fostered with each to accomplish everything that is required for a successful operation. The Human Resources Operations Branch at the SBDE level, Joint Sustainment Command – Afghanistan, the Postal Operations Directorate within the Human Resources Sustainment Center, and the Postal Branch at CENTCOM were some of the other specific groups that often worked with the HR Company. These organizations helped the HR Company with everything from improving facilities, requesting additional R&R flights, staff assistance visits prior to postal inspections, and much more. The HR Company relies on positive relationships built with everyone from those that support the HR Company, to those customers and ‖teammates‖ that they support, to the non-organic elements that fall under their task organization, starting with the Company Command Team and leadership.

(Left) At Bagram Airfield, Afghanistan, the 90th HR Company completed the mission of installing new postal sort belts and bay doors which allowed for faster processing of mail and more efficient use of the facility space at the airfield.

1775 Fall 2012 35 XVIII Airborne Corps G1 participates in Ulchi Freedom Guardian 2012 By LaCher M. Green, G1, Plans and Operations, XVIII Airborne Corps One significant change in the 2012 provided operational experience in combat National Security Strategy was the ―pivot‖ environments that in turn developed a towards the Pacific Rim. A renewed focus on proficient cohort of HR Soldiers who know and hot-spots such as China and North Korea understand the basic fundamentals of provides Army HR professionals a unique our business: Man the Force, Provide HR challenge to learn and develop. Services, Coordinate Personnel Services, and In August 2012, the XVIII Airborne Corps Conduct HR Planning and Operations. participated in exercise Ulchi Freedom Policies, procedures, and systems were in Guardian (UFG) 2012, a combined exercise place resulting in HR professionals not having involving forces from the Republic of Korea a true understanding of how to employ our (ROK) and the United States. The exercise doctrinal tenets and responsibilities in a focused on a unique scenario involving not different theater with different requirements. only units stationed on the Korean peninsula, The challenge UFG 2012 presented was a lack but CONUS based forces as well. The key of HR assets on the Korean peninsula to players were the US Army Pacific conduct required HR tasks as the theater Contingency Command Post (CCP), Third transitioned from a peace time to war time Republic of Korea Army (TROKA), US Eighth environment. Deploying into, conducting Army, and XVIII Airborne Corps. operations, and redeploying out of a mature The pivot to the Pacific Rim and refocus of theater over the past 11 years, we have efforts onto North Korea and China differ become complacent with the way we operate in from our current orientation in the the CENTCOM AOR and have not had to CENTCOM area of responsibility (AOR). The exercise our creativity to determine how to US involvement in Operations Enduring execute HR operations outside of the Freedom, Iraqi Freedom, and New Dawn for CENTCOM AOR. the past 11 years created its own set of UFG 2012 demonstrated that teamwork, friction points and mechanisms on how to relationships, a learning mindset, and a function in an evolving theater with changing positive attitude are precursors to success on conditions. UFG 2012 presented the HR any battlefield. Working with our Korean community with exciting challenges and partners was a first time experience for all of learning opportunities to develop policies and the personnel in the XVIII Airborne Corps G1. programs for future exercises. Involvement in The professionalism and HR capability of our UFG and similar PACOM exercises serves as strategic partners cannot be understated. a forcing function to establish a new frontier Human Resources professionals from the of HR training for Army HR professionals on TROKA, and two subordinate units from their how to execute our core competencies in a formation (the 26th Mechanized Infantry and complex environment. the Capital Division), coordinated with Eleven years of persistent conflict provided members of the XVIII Airborne Corps G1 team many young Soldiers, company grade and on personnel accountability, casualty and junior field grade officers the opportunity to replacement operations. Working alongside deploy and serve in a multitude of major our TROKA counterparts enabled both G1 headquarters and units from the tactical to staffs to dialogue on the employment of HR the strategic level. The constant rotation of functions to sustain combat power. A key units into and out of Iraq and Afghanistan indicator of success focused on reliable 36 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com communication between the supported and supporting units: the ROK, TROKA and Fifth Republic of Korea Army (FROKA). Our Korean partners eagerly shared this knowledge and embraced recommendations from our staff. ―TROKA‘s wargaming and battle staffing methodology, along with various HR products, were surprisingly similar to our own‖ stated CW2 Raymond Rijkse. As XVIII Airborne Corps transitioned into the role of ARFOR G1, ―I would have to say the significant challenge for UFG was trying to perform the function of an ARFOR G1 with limited capabilities and personnel. Exercises such as UFG fundamentally stress and test our connectivity and reach back capability. However, it was great to practice and put Army HR doctrine to the test in a more sustainment driven exercise as opposed to a warfighter. Rarely do we practice planning for mail, theater gateways, casualty teams and work with our sustainment counterparts outside Silver Scimitar,‖ said CW2 Jessica Cooksey. As we continue to move forward in our HR planning, time and space relationships in PACOM pose unique challenges different than those in our previous comfort zone in CENTCOM operations. Theater opening requirements for a sustained operation are different than falling in on existing policies. As we continue to participate in future PACOM exercises, we must analyze CENTCOM lessons learned in regards to initial HR planning into Afghanistan and Iraq. We must also review lessons learned for casualty operations that may require the reconsideration of replacement shelves for potential hostilities in the PACOM AOR. UFG 2012 proved a superb venue for Army HR professionals to serve, learn, and interact. The ability to learn alongside strategic partners and allies cannot be overstated. Future exercises in the Pacific Rim afford HR professionals the opportunity to learn and grow outside of our current comfort zone and prepare for new challenges.

Participants during Ulchi Freedom Guardian 2012 included from left to right, SGM Todd Shirley, XVIII Airborne Corps G1 SGM, BG Chang-Young Kim, Third Republic of Korea Army G1, and COL Doug Stitt, XVIII Airborne Corps G1. 1775 Fall 2012 37 The 2012 National AG Regimental Ball The 2012 National AG Regimental Ball was held at the Doubletree Hotel and Convention Center, Columbia, South Carolina on the evening of June 1, 2012. The theme of this year’s Ball was “AG Professionals – Solving Tomorrow’s Challenges Today.” This was the largest ever attended National AG Ball with 688 attendees, which beat the previous year’s attendance of 675. The Ball’s honored guest and marquee speaker was MG Gina Farrisee, CG, US Army Human Resources Command. Members of the 2012 AG Corps Hall of Fame and Distinguished Members of the Regiment were recognized at the Ball. 2012 Hall of Fame inductees included:

MG (Ret) Tom Sikora COL (Ret) Ward Nickisch COL (Ret) Paul Proffitt COL (Ret) Ed Strong CW5 (Ret) Dan Logan, Jr. CW5 (Ret) Dave Ratliff CSM (Ret) Michael Armstead CSM (Ret) John Gathers, who was honored posthumously

In addition, the Adjutant General's Corps 2011 - 2012 Regimental of the Year winners were announced and are listed below:

Officer of the Year: 1LT Chinyere Asoh, HQs, III Corps and Fort Hood

Warrant Officer of the Year: CW3 Ryan Martin, Sr., Joint Special Operations Command

Noncommissioned Officer of the Year: SFC Daniel A. Geisel, HQs, 1st MI Battalion (Aerial Exploration) MG Gina Farrisee Soldier of the Year: SGT Sasha D. Roberson, HHC, 172nd Infantry Brigade CG, HRC

Civilian of the Year Mr. John G. Spillman, US Army Europe

Entertainment for the evening was provided by the 282nd Army Band stationed at Fort Jackson, SC. CSM (Ret) Teresa Meagher and SFC (Ret) Ken Fidler were also recognized with the award of the Horatio Gates Gold Medal for their service to the AG Corps and Adjutant General’s Corps Regimental Association.

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

Officer of the Year: Warrant Officer of the Year: 1LT Chinyere Asoh, CW3 Ryan Martin, Sr., HQs, III Corps and Fort Hood Joint Special Operations Command

Noncommissioned Officer of the Year: Soldier of the Year: SFC Daniel A. Geisel, SGT Sasha D. Roberson, HQs, 1st MI Battalion (Aerial Exploration) HHC, 172nd Infantry Brigade

Civilian of the Year: Mr. John G. Spillman, US Army Europe 1775 Fall 2012 39 The Faces of the 2012 National AG Regimental Ball

40 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Casualty Operations By MAJ Tammy A. Fanniel & SFC Kristofer J. Britton As Human Resources Officers our line of work is they receive awards deserving of their service? extensive and varying but synonymous with ―Human National Guard Soldiers and Reservists attached to Capital.‖ Bluntly put, our business encompasses those a unit are valuable assets to theater commanders. individuals that make up the workforce of an During our tenure as the RC Casualty Section, we have organization. Ranging from postal operations, found incomplete records on our ARNG and Reserve replacement operations, to Brigade S1s, each has its Soldiers. Specifically, their DD 93s and / or SGLVs unique challenges, but none is as highly visible as that were out of date or inaccurate. Some forms were in of the Casualty Section within a deployed theater. excess of five years old and service members have Casualty is THE metaphorical glass ball that married, divorced and / or had children since then. cannot be dropped. An oversight during the casualty Furthermore, their ERB / ORB was mostly blank, process can have shattering effects on the unit involved which doesn‘t afford HR professionals the opportunity with troops in contact, to the Division Casualty Office, to properly ensure they receive the awards and medals down to the Casualty Notification Officers informing afforded them if they are involved in a hostile attack. loved ones of life-altering incidents. Even more As HR professionals, it is our responsibility to ensure deleterious are the effects faulty reporting can have on Soldiers are taken care of, and this extends to their the loved ones of deceased and wounded warriors. Families. Reviewing young Soldiers‘ files and in some The visibility of casualty reporting is comprehensive cases advising them as senior HR leaders may help the and although there are regulations that cover the Family and the Soldier in case of an emergency. procedures, there are nuances deficient or lacking Brigade Level Casualty Reporting. Brigade within AR 600-8-1 and analogous MILPER and/or casualty operations encompasses casualty reporting, ALARACT messages. The key to success, which is casualty notification, line-of-duty determinations, ensuring reporting accuracy, is the development of reporting status of remains, and casualty mail succinct, up-to-date SOPs, policies, and battle drills coordination. Depending on the level of injury (NSI, SI, that tailor regulatory requirements to common sense VSI), field grade involvement is obligatory for reporting approaches that mirror the commander‘s intent. The requirements. This means that training is needed from process involves the entire chain of command, the Casualty Clerk up to the Brigade S-1. beginning at unit level and culminating upon During predeployment training exercises, casualty notification of the next of kin (NOK). Precision and preparation was not well-integrated. Although training timeliness must be absolute. on DCIPs was established and we created our own Casualty Operations not only involves HR synopsis for reportable events, integral processes were professionals, but also includes medical personnel, missing because of the lack of communication between logistics, and operations. There are operations within the Brigade S-1 and Brigade S-3. This was brought to these cells that run parallel to those of casualty with the forefront during the difference in casualty numbers the end result ensuring the family is informed and between HR systems and operations systems when we taken care of. scrutinized the variables between the different Unit Level Casualty Reporting. One could make operating systems. For example, operations uses data the argument that casualty reporting starts at the unit manually entered into CPOF by the battle captains. level, beginning with the Casualty Feeder Card (DA The information is then manually transferred to the Form 1156). I would beg to differ stating that the Joint Operations Center battle captain, where it is then casualty reporting process begins prior to deployment transferred into the Combined Information Data with a thorough DD Form 93, SGLV, and updated ERB Network Exchange (CIDNE). The data input into the / ORB. Often times these documents are overlooked operations system is derived from categorical numbers, and their importance not taken into account. Yes, whereas DTAS is individually counted through the use during the predeployment SRP, commanders and S1s of SSNs. If battle captains do not follow up with the ensure that 100% of their Soldiers have updated DD 93s SIGACT to update casualty related material, the and SGLVs, but is that enough? I would say no. The numbers pulled from CIDNE will never match questions S1s and commanders need to ask themselves information processed from the Casualty Section. It is are: In case of a death, who are their Soldiers leaving imperative that the sections cross-communicate at the their insurance to? Do they have wills? In case of a Brigade level to ensure accuracy of casualty reporting. minor hostile injury where the Soldier will be returned In preparation for deployment, leaders need to to duty, do they want their NOK to be notified? This ensure that Soldiers have the proper training and should be annotated in the DD 93. If a unit has ARNG access to deployed databases. Some of the more or Reservists attached, are their forms up to date? Are important systems that casualty personnel require their awards reflected on their ERB / ORB to ensure access to are DCIPs, DTAS, eTOPMIS, eMILPO, 1775 Fall 2012 41 ITAPDB, iPERMS (Division Level), and All Army ―lock down‖ the surrounding area of the incident site. access. Ensuring the continuous update of the task The J/G1 assists the Personal Recovery Manager on any organization, maps of the location of COPs, FOPs, and information that can be pulled through official CAC FOBs including provinces and cities, and what unit the channels as well as getting a copy of the Soldier‘s latter applies to help streamline the process. ISOPREP through S2 channels. While this battle drill Furthermore, establishing a concise casualty database is going on, the J/G1 has to inform the higher also assists with viable information for the headquarters of the event, but no DCIPS report will be commander‘s use. submitted until 24 hours have passed and the Last but not least, knowing your liaisons positioned Commanding General has approved the release of the within the Army hospital system to keep track of your DUSTWUN information to higher. This gives the Soldiers undergoing treatment and recovery is Commanders on the ground the time to do everything imperative. It keeps the commander apprised of the in their power to get the DUSTWUN Soldiers back whereabouts of their Soldiers and their medical status. under military control. The J/G3 may direct their Division Reporting. Division casualty operations Special Operations Forces, Civil Affairs, and anyone encompasses casualty reporting, casualty notification, participating in the personnel recovery operation to reporting status of remains, the preparation and / or pass out flyers with the DUSTWUN Soldier‘s photo and presentation of hasty Purple Hearts, providing units info on it. That is an operational necessity that is with policies and procedures for reporting processes needed in order to get DUSTWUN Soldiers back. while working with the Casualty and Memorial Affairs SMEs. Critical thinking starts prior to deployment Operations Center (CMAOC), Casualty Liaison Teams and lasts throughout the tour. The personnel in the (CLTs) and HRC. Although the division receives the Casualty Section have to be your subject matter experts initial casualty report from the subordinate unit, the in the division and have to teach, mentor, and guide process is a proactive one requiring information to flow supported Brigades. Most casualty sections prior to continuously from and between the unit, medical coming into theater do not know what they do not operations, CLTs positioned at the hospital, the know. They will run into circumstances that they have Division Surgeon, and from information pulled from never heard of or thought of. One such case was the CPOF (entered by battle captains from the unit in a identification of a deceased Soldier that could not be TIC). The Division Commander receives his visually identified. information from both the Joint Operations Center and For example, a patrol conducts a mounted combat the J/G1; it is key that these sections deconflict any patrol and is engaged by an improvised explosive data from what the Brigade S3 and S1 reports. This device. All but two Soldiers make it out of the vehicle gives the Commanding General the most up to date due to the ensuing fire. How does someone positively information possible and usually the J/G1 has the most identify the Soldiers in DCIPS? Quite frankly, they accurate information being that all reports are cannot. Although members of the patrol may have seen submitted individually, by name of each Soldier the Soldiers burn within the vehicle and they are 100% wounded / injured. sure of the identity of the remains in the vehicle, the Depending on the TTPs and your commander‘s casualty report should still read ‗presumed to be.‘ If requirements, division casualty reporting works closely they cannot identify the remains by facial recognition, with the Division Surgeon Office and your hospital then the DCIPS report will state the Soldiers are liaisons. For the 1st Infantry Division, one of our TTPs ―believed to be‖ with a description of why. This is was that no wounded Soldier would leave theater essential because as the remains are transferred without their Purple Heart. Purple Hearts required through the Mortuary Affairs Remains Tracking concurrence from the Division Surgeon Office; however, System (MARTS), they will be recorded as unknown. if a Soldier was being immediately evacuated out of The DCIPS report the Casualty Section sends and the theater, the determination would be made from input MARTS report sent by the Mortuary Affairs Team all given to the Division Casualty Section by an attending coalesces at CMAOC. If these reports do not match doctor treating the wounded Soldier. If the Soldier was when it comes to identification, then the notification deserving of a Purple Heart, per regulatory guidance, process stops until it can be clarified. then the order and certificate was cut, placed in the Cool Head. A cool head can mitigate negative Soldier‘s medical file, and travelled with the Soldier mental effects in the long run. We breed the warrior until such a time as it could be properly presented to mentality, which makes it difficult for Soldiers to come him or her. forward with coping issues. As the leader you must One of the greatest learning points is the uncover the resiliency of your casualty section to declaration of a DUSTWUN. Information found in the determine when to rotate Soldiers out or send them to regulation on DUSTWUN procedures is vague and counseling. Don‘t take for granted the effect hospital unclear. This is when communication between the J/G3 visits and exposure to pain and suffering can have on and the J/G1 are paramount. The J/G3 has to execute your Soldiers. Find a way that offers them relief from their battle drill and move assets in place in order to the day to day task of dealing with the ugly side of war. 42 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com KATUSA’s Impact on the Brigade S-1 By MAJ Richard D. Frank, 2nd Combat Aviation Brigade S-1

Units assigned to the South Korean peninsula often have Korean Augmentation or ―KATUSAs‖ assigned to them. These KATUSAs are Republic of Korea (ROK) Soldiers who serve with the United States military for up to two years. The Korean Augmentation to the United States Army program was initiated in July 1950 by an informal agreement between South Korean President Rhee Syng-man and GEN Douglas MacArthur. Sixty years have passed since the agreement but the KATUSA program still continues, due to the commitment to freedom and democracy by both nations and their shared mission to protect these values. Because of the strong alliances between the US and ROK militaries and their shared mission in Korea, both militaries are strengthened by working together and learning each other‘s practices. ROK male citizens are required to serve in the military for 2 years and can then leave the military or choose to stay. ROK Soldiers are chosen to serve as KATUSAs by taking an English proficiency exam that tests both their written and speaking abilities. Once selected, each KATUSA trainee completes six weeks of ROK Army basic training at Nonsan Training Academy and three weeks of KATUSA / US training at the KATUSA Training Academy, or KTA, at Camp Jackson, Korea. From there, KATUSAs are immediately assigned to units and then specific sections. For KATUSAs assigned to an S-1, their skills in English are extremely critical and directly contribute to their success. The 2nd Combat Aviation Brigade (CAB) S-1 has had many KATUSAs assigned to it. The KATUSAs that are currently working in the S-1 were chosen by their superior officers to work in this capacity due to their high level of competence with both writing and speaking English. While assigned to the Brigade S-1, the KATUSAs are responsible for the same work that American Soldiers are and all are expected to work as a team. KATUSAs in the 2nd CAB S-1 are responsible for completing actions, processing awards, and in and out processing Soldiers, among many other tasks. The positive attitudes and professionalism they display on a daily basis have truly been an asset to their section. CPL Jung Woo Chun, who is from Seoul, has earned a Bachelor‘s degree from Korea University in international relations and is currently working on his master‘s degree. CPL Chun, who previously had no experience working in human resources, has now become proficient in many different actions to include exception to policies, foreign service tour extensions and additional incentive pay approvals. As these actions affect the lives of Soldiers and their families, it is critical that KATUSAs are highly professional and efficient in their assigned tasks. ―Working at the Brigade S-1 allowed me not only to become more familiar and closely attached to the systems of US military, but also helped me to grow into a better leader by finding what needs to be done and accomplishing those missions without failure,‖ says CPL Chun of his experiences in the 2nd CAB Brigade S-1. CW2 Keshia Frazier, the Brigade Human Resources Technician, has three KATUSAs that work directly for her. ―The KATUSAs have displayed a great willingness to learn our systems and their work ethic has been outstanding,‖ says CW2 Frazier. Not only have the KATUSAs greatly benefited the 2nd CAB and the Aviators and Soldiers assigned to it, they have also benefited from the training and knowledge they have experienced while working with the American Army in a mutually beneficial arrangement. Furthermore, the KATUSAs not only receive valuable professional training, they make friendships with the American Soldiers that will last a lifetime. ―What I've experienced from my military life is friendship with both ROK and US service members. Though I and US Soldiers contain different cultural backgrounds, we can become real friends based on time that we shared and work with,‖ says CPL Dong Hoon Park, another KATUSA native of Suwon, Korea. < KATUSA CPL Jung Woo Chun processes actions in the 2nd Combat Aviation Brigade S-1 Section. 1775 Fall 2012 43 The Human Resource Professional Certification Challenge By CPT Lina Vanessa Perez and MAJ James Pete

Unbeknownst to many, professional human engineering certifications on their ORBs.‖ resource (HR) certifications are available through a HR associations boast that a certification is a variety of sources. Their specific value is discussed and credential that displays proof of professional debated, but what is clear is that they have caught the commitment, and a mastery of HR knowledge. These attention of the senior leaders of the US Army Adjutant certifications demonstrate commitment to a higher General‘s Corps in the fact that they are a professional standard and allow for a distinction from recommended option toward development in DA PAM peers. Mr. Eric Delacrausaz, an HR professional with 600-3, Commissioned Officer Professional Development US Army Europe G1, recently prepared and completed and Career Management, Chapter 36-3.7. For his SHRM professional HR certification. He provided professional development, ―all HR officers should seek some insight: ―I researched the Human Resource membership and certification in HR associations like Certification Institute website and a number of HR the Society of Human Resource Management (SHRM) related job descriptions in vacancy announcements. I or the International Public Management Association for was surprised by many of the individual success Human Resources (IPMA-HR).‖ The Army needs stories from people across the globe.‖ He said, ―I found subject matter experts. In the HR field, an outward that this certification tends to make a person stand out sign of that competence is an HR certification. Its most from the rest of the group.‖ apparent advantage is proof of familiarity with current We suspect that with further research more best HR practices, legal developments, and general professional HR associations can be found, from local trends. municipality to international levels. In the interest of Initial research reflects that there are currently brevity and following the recommendation from AR very few US Army officers with HR professional 600-3, we‘ll focus on the similarities and subtle certifications on file. Under Section X (Remarks) of the differences of SHRM and IPMA-HR. Both Officer Record Brief (ORB), hidden within the Associations offer networking assets similar to the Regimental Affiliation is the Professional Certification Adjutant General‘s Corps Regimental Association and (PRCert) field that can be updated with supporting its use of the S1NET to broadly distribute military documentation by branch managers. Both the AG human resource related topics. SHRM and IPMA-HR Corps and Medical Service (MS) communities deal with offer internet based reference material, updated HR matters (MS personnel dealing with HR matters legislation summaries, professional member and specific to medical support). Whether it is a lack of subject matter expert contact information, discussion knowledge on how to update the professional groups, and regularly scheduled seminars and training certification field on an ORB or an overall lack of (both online and in person). For an annual fee ($170 interest in HR certification can‘t be determined, but of for SHRM and $149 for IPMA-HR) anyone interested 12 officers with HR certification in their records, seven will be granted access to these tools. The certification, are AG. however, comes with some prerequisites and The trend for professional organizations or qualifications just to apply. professional individuals to require a means to display Membership is not required to take the competence in a specific field has carried over from certification exam for either association, but there are civilian centric associations into the military world. some stringent HR experience requirements to be Seeing how the military HR realm increasingly allowed to test. SHRM offers three distinct types of incorporates DoD civilians alongside their Soldier certification (Professional in Human Resource [PHR], counterparts (including those requirements unique to Senior Professional in Human Resources [SPHR], and their GS station), it seems only natural that the Global Professional in Human Resources [GPHR]), certification process and relevant subject matter carry each requiring either graduate level education, over as well. extensive HR experience, or a combination of the two. MAJ Carl Faison, the Manpower Director with 8th IPMA offers both a general HR and specialized Army G1 and a certified HR professional, believes that certification, requiring similar graduate level ―the Army is behind in this regard, and particularly education and extensive HR experience. Upon review, AG.‖ He stated, ―The Navy requires all their HR the prerequisites are similar. Where the IPMA officers to get HR certified during their O-3 professional reviews each individual application with supporting military education. I think some of the other Army documentation, SHRM incorporates a random in-depth branches are ahead of AG with integrating professional audit that requires each applicant to have supporting certifications. I have seen engineer officers with documentation available, but each interested person

44 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com will not be required to actually provide copies of those documents. The assumption that anyone with the application fee and interest can apply is not accurate. Certification is restricted to professionals with an HR specialty. The assumption that simply paying the certification application fee ($300-$425 for SHRM and $325 for IPMA) will automatically earn an individual the certification is not accurate either. These certification exams are truly designed to weed out the non-professional and lax HR specialists. MAJ Christopher Mayhugh, a previous Director of the HR Division at Walter Reed and certified HR professional, can attest to certification challenges. ―As you may be aware, AOC 70F are the AG officers of the AMEDD,‖ he commented. ―About 10 years ago, our senior 70Fs began a push to attain the PHR / SPHR / GPHR professional certification as a way to stand out and have our professional competence recognized. The certification process was expensive and difficult. I know of many 70Fs who attempted the PHR test and failed.‖ SHRM‘s certification examination is a proctored (held in designated testing centers across the globe), computer based test with up to 225 multiple choice questions to be completed within up to four hours (recent tests have been reduced to 175 questions within three hours). IPMA has chosen to allow for slightly more freedom; choosing an internet based test (taken from a home computer) with up to 85 questions, also within a time limit (two hours). First effort pass rates are only slightly above 50 percent, a testament to the seriousness of these examinations with an implication that an individual should seriously consider preparation well in advance. MAJ Faison noted that ―most of the curriculum applies to the civilian sector, but the experience has been especially useful in my role as a supervisor of civilian employees. The personnel at the Fort Lee CPAC were especially impressed that I had earned my PHR, because many of the CPAC employees [at that time] did not have their certifications; some had taken the test but did not pass. It takes quite a bit of studying.‖ Like many other formal examinations, such as the GRE, SAT, and GMAT, there are study guides and general preparation aides available. Both SHRM and IPMA offer internet based certification preparation courses: SHRM‘s online Learning System is $860 while IPMA‘s online Developing Competencies for HR Success Training is $995. SHRM partner colleges and universities offer certification learning programs for preparation for the HR certification exam, while both SHRM and IPMA offer professional development seminars in both classroom and internet conference center settings, all with varying tuition fees. Self-study books are available through both associations and large scale book vendors like Amazon.com. The only HR certification preparation available to DoD employees with no fee that we were able to find was International Public Management Association for Human The Society for Human Resource Management (SHRM) Resources (IPMA-HR) Full Membership: $170 / Internet-Only Membership: $75 (offered Full Individual Membership: $149 / Online Individual Membership: Annual Membership Cost outside the U.S.) $105 (Agency Membership Available for Staff Sections) Website www.shrm.org/ www.ipma-hr.org/ Recommended Recertification Every 3 Years Every 3 Years Proctored Computer Based Examination / Limited to Specific Test Online Computer Based Examination, Available 24/7 with Internet Test Methods Locations (Available Worldwide) Connection Certification Registration Required Yes / Restrictive Seasonal Test Times Yes / Test Accessible Upon Registration Professional, Senior Professional, and Global Certifications Levels of Certification Certified Professional, and Certified Specialist through the Human Resource Certification Institute Certified Professional (IPMA-CP), and Certified Specialist Professional in Human Resources (PHR) (IPMA-CS) Test 225 Multiple Choice Questions / 4 Hour Limit 85 Multiple Choice Questions / 2 Hour Limit Certification Cost $300, Discounts for Members $325, Discounts for Members 2 Years Experience (1 Year in Public-Sector) with MA, or 4 Years 1 Year Experience with MA, or 2 Years Experience with BA, or 4 Experience (1 Year in Public Sector) with BA, or 6 Years Experience Prerequisites / Qualifications Years Experience with

The Army Medical Department Human Resources Manager By LTC Terry G. Owens, Chief, Enlisted Health Services Branch

What is a 70F anyway? Is it a hybridized 42B, 420A, or 42A? How come the Army Medical Department (AMEDD) has its own Human Resource Managers? Don‘t we, in the Adjutant General‘s Corps, manage ALL of the Army‘s human resources talent the same way? For those who have asked these questions, I have the answers. Yes, the AMEDD Human Resources Manager manages personnel the same way as our AG peers, but we execute some functions a little differently. First, let me tell you what the Medical Service Corps is. The Medical Service Corps has two primary functions. It provides administrative officers of exceptional character the opportunity to manage different aspects of Combat Health Support. It also supplies allied health science officers in distinct professions who care for Soldiers, their Families, and DOD civilians. Non-allied health science officers who start as Lieutenants are initially branched as a Health Services Officer to work as a Medical Platoon Leader which often leads to positions of greater responsibility such as Company Executive Officer, Battalion Staff Officer, and Company Commander. The Medical Service Corps (MSC), like that of the Adjutant General‘s Corps prepares its officers to be at the forefront of health care. There are 24 separate areas of concentration within the MSC. One of which is the Human Resources Manager or 70F. Similar to their brethren of the second oldest branch of the Army, the Adjutant General‘s Corps, 70Fs help build and sustain combat readiness through specific personnel core functions at the Battalion and separate Brigades to Division, headquarters, major commands and Department of the Army. Specifically 70Fs deploy and serve at or as Adjutants and Aide-de-Camps, Battalion / Brigade S1s, MEDCOM G1s, HRC Assignment Officers, Health Care Recruiters and Recruiting Battalion Commanders, DA Secretariat Board Recorders, IG, Troop Commanders, FORSCOM Multifunctional Medical Battalion (MMB) Commanders, personnel policy positions within the Office of The Surgeon General (OTSG), and Policy-Promotions Command at the Pentagon just to name a few. Aside from the professional diversity of 70Fs, their lineage within the Medical Service Corps is steeped in tradition and evolution just like the Adjutant General‘s Corps. The Medical Service Corps contrived its existence from the Revolutionary War pharmacists and physicians and officers of the Civil War Ambulance Corps. After World War I they became the Sanitary Corps and a temporary part of the Medical Department ordained by an Act of Congress in May 1917. The Sanitary Corps dissolved after World War I and was replaced with the Medical Administrative Corps in June 1920. The Pharmacy Corps came along in July 1943 to answer the call of service to all mankind. By August 1947 the Sanitary, Pharmacy and Administrative Corps morphed into the Medical Service Corps comprised of four specialties: Supply and Administration, Pharmacy, Allied Sciences, Optometry and Sanitary Engineering. The future of the Adjutant General‘s Corps began over 231 years ago when the Continental Congress appointing Horatio Gates, a former British Army Major, as the first Adjutant General to General George Washington and commissioned him in the grade of Brigadier General in June 1775. Gates knew future Human Resources Managers would need to be visionaries serving as principle advisors and accounting for the Army‘s most precious cargo, its people. Both the Medical Service Corps and Adjutant General‘s Corps are committed to ensuring our Soldiers and their families are combat ready. The AMEDD is considered a special Corps and conducts Human Resources Management a little differently. Customer service is the watch word for both Corps and united we serve the Army.

Medical Service Corps HR Managers or 70Fs in action in Afghanistan with the 40th Infantry Division Agribusiness Development Team based in West Los Angeles, CA.

1775 Fall 2012 47 Lieutenant General Timothy J. Maude Reception Complex Dedication By Adrienne Anderson and CPT Karen James FORT BENNING, GA — The 30th Adjutant General Battalion (Reception) conducted a dedication ceremony honoring LTG Timothy J. Maude on 4 May 2012 at Fort Benning, Georgia. LTG Maude was killed on September 11, 2001 when American Airlines flight 77, highjacked by terrorists, crashed into the Pentagon. He had been serving as the U.S. Army‘s Deputy Chief of Staff for Personnel. MG Robert B. Brown, Commanding General of the Maneuver Center of Excellence and Fort Benning, said ―LTG Maude was a great example of humble leadership and that there was nothing more important than ―remembering those who made the ultimate sacrifice.‖ ―Having commanded the 30th AG Battalion, I have seen through the same eyes of Soldiers on their way to Vietnam in 1966 and the same eyes that would go to war after 9/11,‖ said the guest speaker, COL (Ret) Debra L. Fix. ―Although five decades have passed since LTG Maude‘s arrival into basic training ... I am sure ranks are filled with the same great young Americans as those that stood with PVT Maude.‖ The highlight of the ceremony was the unveiling of the memorial plaque and ribbon cutting by MG Brown, LTC Stuart Kidder, CSM Earla Reddock and LTG Maude‘s widow, Mrs. Teri Maude. ―It‘s wonderful,‖ stated Mrs. Maude. ―Tim was all about Soldiers and in fact, if you ever met him he would walk up to you and say ‗Hi, I‘m Tim Maude and I‘m a Soldier.‘ And so to have this as the entrance for Soldiers starting their careers, he‘d be tickled at that — he really would.‖ The $116 million complex was completed in January 2012. The complex was completed in four phases — with the construction of five new buildings, a reception center and a multi-purpose exercise area. The reception center was completed 16 April 2010 and serves as the battalion headquarters and processing center for nine processing stations: medical, dental, audiology, optometry, finance, haircuts, photos, personal affairs and initial clothing issue. Phase two was completed 1 September 2011 with the completion of two barracks buildings capable of housing over 2,000 trainees. Phase three, finished 15 October 2011 with the completion of the community center, which houses the headquarters for six companies and the fitness training unit rehabilitation center. The final phase was completed 2 January 2012 with the completion of the 30th AG Battalion dining facility. The dining facility can serve 2,500 Soldiers at one time. LTG Maude's influence will continue to strengthen the Army's readiness and our Nation's defense of freedom and liberty for years to come. LTG Maude is an AG Corps Hall of Fame inductee and his love of Soldiers and his devotion to the Army was deep, genuine and enduring.

Mrs. Teri Maude, widow of LTG Timothy J. Maude, accompanied by MG Robert B. Brown, CG, Fort Benning, LTC Stuart Kidder, and CSM Earla Reddock, unveil the memorial plaque and execute the ribbon cutting for the LTG Maude Reception Complex on 4 May 2012. 48 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com SECTION V: AGCRA AGCRA Award Presentations

COL Rob Manning, former Chief of the Corps, AG School Commandant and Chief of Army Bands, receives the Adjutant General's Corps Regimental Association (AGCRA) Superior Lifetime Achievement Award from MG Farrisee at the National AG Ball on 1 June 2012. Assisting MG Farrisee is COL (Ret) Mike Molosso, AGCRA Senior VP (far left), and CW5 (Ret) Dave Ratliff, AGCRA VP Awards (far right).

COL Steve Shea (Right), Director, 14th Human Resources Sustainment Center, presents the Horatio Gates Honorary Medal to MG Kenneth S. Dowd, outgoing Commanding General,1st Theater Sustainment Command (TSC). The presentation was made during MG Dowd’s farewell dinner on 10 July 2012 at Fort Bragg, NC. Photo Credit – SFC Kimberly Cooper- Williams, 1st TSC PAO.

1775 Fall 2012 49 Six New Chapters Join AGCRA! Between 19 March and 6 September 2012, highly motivated AG Soldiers, Army HR civilian employees, and Sustainment leaders planned, organized and submitted AGCRA Chapter activation petitions for approval. As a result, six new Chapters were approved for activation within the Association by the National Executive Council. The new Chapters are listed below:

Rocket City Chapter Iron Soldier Chapter Location: Redstone Arsenal, AL Location: Fort Bliss, TX Sponsoring Unit: US Army Materiel Command Sponsoring Unit: 1st Armored Division Chapter President: COL Carlen Chestang, Chapter President: MAJ James M. Jacobson, Carlen.J.Chestang.mil @mail.mil [email protected] Activation Date: 19 March 2012 Activation Date: 30 May 2012

ARSOF Chapter Location: Fort Bragg, NC Masters City Chapter Sponsoring Unit: US Army Special Forces Location: Fort Gordon, GA Command th Sponsoring Unit: 7 Signal Command (Theater) Chapter President: MAJ Tasha Lowery, Chapter President: SGM Sheila Royal, [email protected] [email protected] Activation Date: 27 August 2012 Activation Date: 26 June 2012

Old Dominion Chapter Tri-Cities Adjutants Chapter Location: Fort Pickett, Blackstone, VA, Location: Fort Lee, VA Sponsoring Unit: Virginia ARNG Sponsoring Unit: Combined Arms Support Chapter President: MAJ Jennifer R. Martin, Command (CASCOM) [email protected] Chapter President: LTC Edward F. Windisch, Activation Date: 4 September 2012 [email protected] Activation Date: 6 September 2012 50 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Activation of the AGCRA Rocket City Chapter at Redstone Arsenal, Huntsville, AL By CW4 Sheren A. Roberts On 3 May 2012 here at Redstone Arsenal (RSA), the Rocket City Chapter of the Adjutant General‘s Corp Regimental Association (AGCRA) was activated. Although it was a rainy morning, that did not stop the sixty plus attendees who came out to the breakfast to witness history. The Rocket City Chapter became the 39th Chapter of the AGCRA and will now be part of the long outstanding history of RSA. Located in the heart of the Tennessee Valley, RSA was built in 1941 to produce conventional chemical ammunition for use in World War II. RSA has been the heart of the Army's rocket and missile programs for more than 40 years. Today, RSA is home to the U.S. Army Material Command (AMC), the first four-star command headquartered in Alabama, the U.S. Army Aviation and Missile Command (AMCOM), the Space and Missile Defense Command (SMDC), numerous Program Executive Offices (PEO), and major components of the Defense Intelligence Agency (DIA) and the Missile Defense Agency (MDA). The first President of the Rocket City Chapter is COL Carlen Chestang, Jr., the Army Material Command Deputy G-1 and Adjutant General. During his comments, he challenged the Adjutant General‘s Corp Soldiers and Department of Defense Human Resources Civilians to ensure that the Rocket City Chapter would make a difference in the Huntsville / RSA community and would continue taking care of the Army‘s most precious resource – Its People. COL Chestang also made the point that, ―with over 1,500 Soldiers and over 15,000 civilians here on RSA, our Commanders, Soldiers and Family Members here expects us, the HR professionals, to deliver the highest quality product regardless of how tough the task or whether we are serving in the operational or institutional parts of the Army. The Rocket City Chapter‘s aim is to develop new HR methods and techniques to increase efficiency; provide an opportunity for the mutual exchange and discussion of HR Professionals in the entire Tennessee Valley; promote esprit de corps among members of the Association; encourage improvements in research; and develop programs in our field. The vision and interest to start a chapter here came from Team Roberts, (CW4 Eugene and CW4 Sheren Roberts). Both senior Warrant Officers PCS‘ed from the National Capitol Region (NCR) to RSA last fall. Once they arrived, both noticed that there was not an AGCRA chapter in the area. They quickly wanted to fill that void and so they formed a small committee to see what interest they would get; to their surprise over 20 HR professionals attended that first committee meeting. This started the ball in motion, already having Executive Committee knowledge from the AGCRA Potomac Chapter, the Roberts Team came with a wealth of information and expertise to ensure that the Rocket City Chapter become a reality. The Rocket City Chapter‘s first Executive Committee is comprised of COL Carlen Chestang, Jr., President; CW4 Eugene Roberts, VP Operations; CW4 Sheren Roberts, VP Programs and Outreach; Mr. Terrell Pearson, Chaplain and VP Membership; MSG Wayne Ebenreiter, Sergeant at Arms; Mr. Cedric Thomas, VP Ceremonies / Special Events; Ms Tracie Harris, VP Marketing and PAO; Ms Chenita Henderson, Treasurer; LTC Carolyn Dukes, VP USAR / ARNG; SFC Patricia Jenkins, Executive Administrator; SFC Friendly, VP Soldiers; Ms. Pat Hill, VP Civilians; Mr. Steve Davis, VP Retirees; Mr. Wes Lowe, SFC Kenneth Griffin, Mr. Wesner Louis, Ms. Gwendolyn Lee, CPT Charlene Lockett and Ms. Karen Butler are all Members at Large.

Pictured are AGCRA Rocket City Chapter Members. From L-R Seated: Ms. Chenita Henderson and SFC Patricia Jenkins. L-R Second Row: Mr. Terrell Taylor (Pearson), CW4 Sheren Roberts, LTC Carolyn Dukes, COL Carlen Chestang Jr., Ms. Tracie Harris and SFC Chrystal Friendly L-R Third Row: CW4 Eugene Roberts, Mr. Cedric Thomas and Mr. Wesley Lowe

1775 Fall 2012 51 Activation of the AGCRA Iron Soldier Chapter at Fort Bliss, TX By CW3 Russell J. Houser

On June 8, 2012 the AGCRA ―Iron Soldier‖ present in this footprint. We have a population of 528 Chapter held its Activation Ceremony in the Fort Bliss HR Officers, Warrant Officers, NCOs and Soldiers, and and Old Ironsides Museum. The guest speaker was a countless number of civilian professionals who COL James R. Staley, G1, 32nd Army Air & Missile deserve to be recognized for what they do and what they Defense Command and SGM Kenneth Jackson, stand for. The community must be aware that we are Sergeant Major for the Adjutant General of the U.S. here and we are strong in numbers, which contributes Army, and SGM Rodney L. Allen, Directorate Sergeant to the stability of our forces here at Fort Bliss and Major for Enlisted Personnel Management, Human around the world.‖ Resources Command attended. The executive council members of the Iron Soldier The hosts for the ceremony were the Chapter Chapter are: President, MAJ James M. Jacobson, Sr., and the President: MAJ James Jacobson Regimental Sergeant Major, SGM Milton J. Roberts. Senior VP: CPT Jennifer Rowson Chapter Adjutant, SSG Stephenie Imler began the Regimental SGM: SGM Milton Roberts ceremony with the order to ―Sound Adjutant‘s Call,‖ Secretary: CW3 Shannon Nance performed by SSG Gregory Ybarra from the 1st Treasurer: CPT Mariejane Larimer Armored Division Band, and then the Chapter Adjutant: SSG Stephanie Imler Executive Council was introduced. The activation VP Awards: MSG Elena James orders were issued while MAJ Jacobson and SGM VP Corporate & Public Affairs: Ms. Karen Williams Roberts unfurled the ―Iron Soldier‖ AGCRA guidon; VP Ft. Bliss Community Affairs: MSG Kelly Dobson the orders read: VP Plans & Programs: CW3 Charmaine Hilliard The President of the Adjutant General‘s Corps VP History: Ms. Merteen Thornton Regimental Association, COL Robert L. Manning, has VP Publications: CW3 Russell Houser signed and confirmed the charter activating the VP Membership: CW3 Shannon Nance AGCRA "Iron Soldier Chapter", located at Fort Bliss, VP Sales & Marketing: Ms. Julie Deerinwater Texas. It is hereby ordered that this chapter be active Finally, the executive council extends its sincerest to conduct business within keeping of the Adjutant thanks to COL Staley, the 1st Armored Division, the General‘s Corps on this 30th day of May 2012. AGCRA National Executive Council, the 1AD Band, MAJ Jacobson introduced the guest speaker, COL and all the Human Resources Professionals on Fort Staley. COL Staley shared these thoughts about the Bliss for their contributions of support to the Iron Iron Soldier Chapter: ―I am very proud of the team Soldier Chapter and its activation ceremony. who worked so hard to re-establish a chapter of the AG Regimental Association here at Team Bliss. This presents a tremendous opportunity to share knowledge and establish valuable professional contacts across the installation - no small challenge considering the number of general officer level commands here on post. We certainly look forward to building this chapter in the months and years ahead.‖ The ceremony concluded with the playing and singing of the Adjutant General‘s Corps Song, Iron Soldiers, and the Army Song. A reception was held in the museum immediately after the ceremony. Later, SGM Roberts shared his vision for the Iron Soldier Chapter at Fort Bliss: ―To me the AGCRA stands for the long history of where the AG Corps began and where we are headed. It serves as a platform to educate our young HR Soldiers and civilians of our past to better prepare them for the future. I felt that our Corps has to be Iron Soldier Chapter Officers 52 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Photo of the NATO Training Mission-Afghanistan / Combined Security Transition Command-Afghanistan (NTM-A/CSTC-A) CJ1. The CJ1 is responsible for a 5,700 personnel security assistance joint and combined command. Responsible for all human dimensions of the command's readiness, including policy, management and actions for all branches of the US Armed Forces and NATO coalition forces to include personnel accountability, strength reporting, awards, evaluations, casualty operations, promotions, tour extensions and curtailments, postal operations, morale welfare recreation oversight, congressional inquiry responses, management of the commands Crisis Establishment (CE) and the Joint Manning Document (JMD). CJ1 personnel consist of U.S. Army, Navy, Air Force and Marines, coalition partners, and civilians.

COLUMBIA, SC – CPT Edwin Melendez, right, a native of Puerto Rico, and CPT Fassa Zoe Njinkap, left, a native of Cameroon, Africa, both students with Adjutant General Captains Career Course 03-12 at Fort Jackson, carry empty boxes to be filled with food, beverages, and other items designated for people in need to their stations as part of the course community service project on 31 March 2012 at Harvest Hope Food Bank, a non-profit, hunger relief organization. Twenty-nine students from the Adjutant General School, along with other groups of volunteers throughout the community, packed 3,515 boxes weighing a total of 105,450 pounds in less than four hours. Photo Credit – CPT Selina Tolonen.

1775 Fall 2012 53 On 29 July 2012, in Kandahar, Afghanistan, the Troopers of the 82nd Airborne Division CJ1 held an End of Tour Awards Ceremony. As a special surprise, LTC Kay Hooper and MSG Eriq Brown presented each of the Troopers with an AGCRA Achievement Medal in recognition of their outstanding contributions to the AGCRA and Adjutant General’s Corps.

2012 AGCRA Second Annual Scholarship Winners AGCRA awarded $1,000 scholarships to four outstanding applicants submitted for consideration as family members of AGCRA members. The 2012 applicant field was extremely strong again in its second year of competition and it was very challenging for the scholarship selection board to make the final selections. Based on their academic performance, community service, and ability to articulate future goals, the individuals shown below were voted as most qualified to receive 2012 AGCRA scholarships made possible by active AGCRA membership dues and AG Regimental Print purchases. The scholarships will be primarily supported by sales of our beautiful and historic AG Corps Print. So don't put off buying it any longer and support our scholarship program!

Ashley Thomas, Alexander M. Ortiz-Abreu, Sponsored by Sponsored by COL (Ret) & COL (Ret) Charles Thomas Mrs. Bob Ortiz-Abreu

Chanethia Davis, Demarcus Dajile Sponsored by Dickerson, 1SG James White Sponsored by SFC (Ret) Makeba Dickerson

54 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com 100% AGCRA Membership at the Adjutant General School…

AG Warrant Officer Basic Course 004-12 achieved 100% AGCRA membership. Congrats! Another 100% AGCRA Membership Course at the AG School…

AG Warrant Officer Basic Course 003-12 at the AG School has achieved 100% AGCRA membership. Congrats to another outstanding AG Course!

1775 Fall 2012 55 AGCRA AWARD Winners 17 March 2012 – 31 August 2012

ACHIEVEMENT MEDAL GATES GOLD GATES BRONZE (Continued) BG Barrye L. Price (Continued) SSG Paul Garrison COL Robert L. Manning (2nd) MSG Jennifer Hall CPT(P) Molly Burns-Rosado COL Neal F. McIntyre SFC Kenneth M. Griffin SFC Patrice F. Knox LTC(P) Joy L. Curriera SFC Craig Sterrette SFC Felicia M. Jenkins LTC Gregory Bauldrick CW3 Jamie R. Alonso CPT Paris Holman CSM Darlene C. Hagood SFC Rodney Jones CPT(P) Cher C. Smith CSM (Ret) Teri Meagher (2nd) SFC Tameka Roland CPT Brian L. Hollandsworth SGM Tammy D. Coon (2nd) SGM Thomas S. Gills CPT Selina A. Tolonen SFC (Ret) Ken Fidler (2nd) 1SG Jeffie M. Jones CPT Tammy Parker

SFC Craig Sterrette SFC Tiffany M. Williams

CPT Michael J. Skiff SFC Angela Hanks

1SG Richard J. Haley SPC NeQuita J. Hinds

1SG Trinette Robinson CPT Jennette D. Lucas

1LT Likeithia Williams SFC Erika H. Polite

CW2 Keisha Frazier SFC Dorothy D. Parker

MAJ Richard D. Frank MSG Brenda German

CPT Ledesma V. Terry SFC Gerald Mark GATES BRONZE CPT Chad Henderson MAJ Wanda I. Huddleston SGM Robert L. McCathern SFC Kenneth M. Griffin SSG Lesia R. Pandy MAJ Boyce L. Edwards, Jr. CW2 Daniel A. Hurth SGT Tracy Yon MAJ Chad E. Vaughn SFC Michael Robinson SFC Regina A. Dilbert SFC Marritsa J. Collins SFC Arlinda D. Figueredo SSG Elizabeth Ayala SFC Jason Kushner CSM Anthony Cordova SFC Richard M. Fulton MSG Donnie R. Blackburn LTC Paul M. Allmon SSG Kimberly Hale SFC Patti M. Melton MAJ Boyd R. Bingham SGT Richard Quintero CW5 Richard Raymond MAJ James G. Clark CW2 Hervey Allen CPT Christopher L. Flores MAJ Michael E. Horkay SFC Tarasa Wilson-Evans SGM Kent A. Traylor Ms. Nancy L. Rice 1LT Michael Schumacher Mr. Daniel Kessinger (2nd) CW4 (Ret) Sean Karamath 2LT Ronald Hanson SGM William C. Hagzan 1LT Isabel Torres Mr. Bennie Evans, Jr. SSG Jasiah H. Filip LTC Christopher R. Gosselin SGT Laura M. Vera MSG Jason D. Kirkman MAJ Xarhya Wulf CPT Nick J. Chaisson MSG Jennifer Hall LTC Vernon Williams, Jr. SFC William P. Bastian Mr. Jeffery Kent CPT(P) Angela C. Borden Mrs. Jeannette Pena COL Paula Z. Jones Mrs. Darla Bullock MAJ Brian N. Witcher SGM Roland J. Dore ACHIEVEMENT MEDAL CPT Angela L. ReedJohnson SGM William A. Hammonds SFC Maria S. Herrera LTC Sean G. Barrett LTC Laura K. Wages SPC Richard C. Smith CW4(Ret) Stanley L. Ball MAJ Xarhya Wulf CPT Sean K. Wilkins SFC Paul Garrison CW2 Michael P. Radock SFC Richard D. Vandeway LTC Sean G. Barrett SFC(P) Charles Mursch SFC Don E. Bailey, Sr. LTC William E. Haas SGM Thomas S. Gills SSG Esther Jacques MAJ Tracey J. Olson 56 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com AGCRA AWARD Winners (Continued)

ACHIEVEMENT MEDAL ACHIEVEMENT MEDAL ACHIEVEMENT MEDAL (Continued) (Continued) (Continued) SGT Nina Garza CW2 Marion R. Mellette SFC Roselynn Avegalio SSG Scott B. Spangler CPT(P) Kevin D. Caesar SFC Janette Duarte MAJ Kensandra Mack SSG Chyanne T. Turner SFC Gloria Harrell MSG Reneah Porter SGT Michael E. Pugh SSG Cynthia M. Jenkins CPT Glandis E. Williams SFC Deion Trolii SSG Kenneth A. Mylenek SFC Katrina F. Crawford Ms. Cheryl Minick SSG Stephanie Daniels SFC George A. Bradshaw CPT Kristin D. Tashma SGT Laura E. Rodgers MAJ Case McDole SFC Katrina Crawford SPC Francisco H. Manibusan SPC Leo T. Pate III MAJ Peter Q. Burke Mrs. Sheri Bingham SSG Geogiana DaCruz SFC Janelle I. Johnson CPT Chantal M. Fogarty CW3 Ronnie Haynes SSG Brittney Pechie Mr. Vance Morton SFC Jonathan K. Cunningham SGT Victor Balderas CW2 Ikechukwu F. Alumanah SSG Claudia Tapia 1LT Travis Martin MAJ Zenita Mitchell SSG Zenia Boswell CPT Kimberly Batts Mr. Derek Kissos SFC Sean Parker CW4 Billy Frittz SGT Rose Brown MSG Matthew Quick SGT Remona Y. Williams MSG Phoebe Larned 1LT Jennifer A. Schaffer Mr. Carl D. Rickards SSG Dakia E. Mclean Mr. Henry E. Redmond, Jr. SPC Timothy E. Marcum Mr. Andre L. Jackson SGT Stefan A. Neuwar Mr. Joe L. Hagans SFC Letisha L. Robinson Mr. Samuel Colter SPC Maira A. DeLeon HARRISON MEDAL 1LT Broderick Gardner PV2 Christian Schroeder SSG Michael F. Krzmarzick CW2 Rosie Gibson SPC Leticia Irizarry SSG Daniel R. Parker SFC George A. Bradshaw SPC David Stredick CW3 Chad G. Bowen SPC Joseph O. Amankwah SGT Chong Kang 2LT Bradley Haywood SPC Timothy J. Bell SSG San‘Tora Mathis SGT Thomas Walker SPC Leslie J. Berry SSG Michele Myhand SSG Rachel Quinones MSG Eriq A. Brown 2LT Brittany A. Bradley SGT Michael C. James CPT Kevin M. Cook SGT Aaisha Shakir-Wright SSG Andrew J. Brace PFC Donovan Crittendon WO1 Marcus Williams 1LT Thanh Vo PFC Aaron B. Hernandez SSG Daniel Hernandez CW2 Lorien Mickelson MAJ Michael E. Lambert MAJ Robert A. Arroyo SFC Jason A. Menocal SSG Heather M. Murray SFC Shanique Bryan 2LT Nicole L. Masey CW2 Gilberto Navarette CPT Terrence Robinson 2LT Alfred McDaniel SFC Cleveland D. Oliver CW2 Erica D. Burton SGT Adrian Doerfer SPC Joshua A. Sincoskie LTC Jason T. Hart SFC Maryorie A. Urbaez SGT Todd J. Stewart 1LT Jason N. Rivard SSG Alexandru V. Mircea MAJ Michael A. Zweifel 1SG James W. White CPT Troy A. Beane MAJ John Snyder 1LT Desiree Andrus SFC Brian L. Jeffers CPT Everett Joyner 1LT(P) Justin N. Browne SSG Andrew P. Morrison CPT Shirley Orozco CPT Brandon Koay SFC Otis I. Cobb, II SGT Sharonda Mitchell CW4 Errol Hammonds CPT Natalie L. Meng CW2 Sherwin H. Kjelshus MSG Sebastian Harris SGT Anthony Bleach 1775 Fall 2012 57 AGCRA AWARD Winners (Continued)

HARRISON MEDAL (Continued) SGT Clifford A. Hammond III HONORARY HORATIO GATES SSG Sandy Cho LTG Thomas P. Bostick CPT Katherine Melcher MG WILLIAM H. GOURLEY MG James L. Hodge SSG Robert E. Leatherbee LEADERSHIP AWARD MG Kenneth S. Dowd SFC Thomas W. Jackson, Jr. CPT Manuel Reyes CW5 Richard A. Alston 2LT August S. Dittemore CPT Sandra Y. Johnson SGM George Hampton SSG Dustin Willemsen CPT Dennis Richter SFC Byron Johnson CW2 Robert Medeiros Coach August Edmun Garrido, Jr. SFC John A. Davis, Jr. SFC Alex Howell SSG Princess L. Cross SFC Wendy Williams WO1 Roscoe L. Harris, Jr. SGT Lloyd G. Jackson CPT Stephen Westphal CW2 Patricia Haynes SSG Jaime R. Hill COL FRANK C. FOSTER, JR. ROOSEVELT MEDAL SFC Juan C. Saenz AWARD FOR WRITING (Continued) SGT Clandra Swindell EXCELLENCE CPT Andrew C. Ash SGT Mark A. Shaw CW3 Anna M. Gray CPT Shawntay S. Barnes 2LT Allison Henderson CPT Brittney N. Weber CPT Sandra Y. Johnson 2LT Justin Carroll CPT Andre K. Kaman CPT Andrea Kaman SGT Felix D. Camacho CPT Marya Leong CPT Christopher Montes SSG Latina L. Brown CPT Fassa Z. Njinkap 1LT Chinyere Asoh CPT Stefanie D. Shefcheck SSG Genevieve A. Guiao CPT Dan C. Washington, Jr. 2LT Kyle F. Garis 2LT Sarah S. Duong SSG Quincy Johnson SSG Patrick Cassidy SGT Celina N. Billingsley ROOSEVELT MEDAL SFC John Letson (Continued) MSG Vanessa Wiggins 2LT Jessika Jackson SGM Kenneth Jackson ROOSEVELT MEDAL 2LT Ellen D. Poeschel SSG Renalyn Nelson 2LT Bradley Haywood SGT Beatriz Munoz SFC Joe Medina 2LT Jane O‘Leary SFC David Kim SFC Bobbie Cox 2LT Nick Onyango CPT Gerald G. Agustin WO1 Sherwin Bendebel SSG Wendy K. Ortegon CPT Andrene A. Alexander WO1 Stacey A. Craig SFC Adriana Silvestru CPT Natalie L. Meng MSG Muriel A. Arroyo SGT Robert P. Mitchell CPT Frankie J. Jackson SSG Duane E. Higgins II SSG Alberto J. Rochezayas CPT Terrell M. McNichols SFC Sunshine Ramirez SSG Daniel A. Geisel CPT Olha Vandergriff SGT Jamie Mercill 2LT Elizabeth A. Hunter SSG Elizabeth Stuart SGT Carmen A. Robinson 2LT Duke D. Nguyen SSG Elizabeth Stuart 1LT Jason N. Rivard 58 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com AGCRA AWARD Winners (Continued)

LTG MAUDE MEDAL SGM STRICKLAND MEDAL JOHN DINNIEN MEDAL 1LT Chinyere Asoh SSG Daniel A. Geisel Mr. John G. Spillman CW3 Ryan Martin, Sr. SPC(P) Sasha Roberson

ROOSEVELT MEDAL (Continued) 1LT Elizabeth Adesida 1LT Darnell Horner AIT MEDAL OF AIT MEDAL OF 1LT Chinyere Asoh EXCELLENCE EXCELLENCE CPT Marya Leong PV2 Shey Boyd (Continued) 1LT Jessie Clark PV2 Walter Olmstead SGT Shaundreka Austin CPT Tina Pennick SPC Mollie Schmeling SPC Eli Combs 1LT Diana Duke SPC Michael Merchant SPC Lauren E. Bracamontes CPT Dennis Richter PFC Mario Valenti SPC Brian J. Lydeen 2LT Allison Henderson SPC Brandon Warner SPC Eric M. Orwoll 2LT Sherrod Snell SGT Shandell Echols SPC Bryan K. Rouse 2LT Sheneckia Phipps PV2 Linette Pattison SPC Mara E. Snowman 2LT Amy Briggs PFC Brittany Ortiz 2LT Morgan Ackley PV2 William Johnson 2LT Nadine J. Bridgeford PFC David Wylie 1LT Michael J. Warren, PFC Patrick Lemon 2LT Annavictoria O. Barker PFC Justin Olsen 2LT Brittney O. Anderson SSG Kimberly Peters 2LT Mary L. Hartline PVT Krystal Carvalho SGT Felix D. Camacho PVT Quayon Easter SSG Kiowana E. Williams PV2 Tanner Hivner SPC Briana Keeling PFC Ronald Duresky PFC Christine Dalzell PFC Cecilia Miller PV2 Christine Javier

1775 Fall 2012 59 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

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