1775
The Journal of the Adjutant General’s Corps Regimental Association Spring 2009
Soldiers Around the Corps Around the Corps
Above Top, Members of the 25th ID Band performing for Soldiers. Above, CW5 Ron G. Galloway, CW5 (Ret.) Daniel Logan, and CW5 Jeanne Pace.
Back Cover, Mail arrives in Afganistan.
Above, Parade participants make their way down Pennsylvania Avenue during the 2009 inaugural parade in Washington, D.C., Jan. 20, 2009. More than 5,000 men and women in uniform are providing military ceremonial support to the presidential inauguration, a tradition dating back to George Washington’s 1789 inauguration. (DoD photo by SSG Timothy Kingston, U.S. Army/Released) 1775 The Journal of the 1775 Adjutant General’s Corps Spring 2009 Regimental Association, (ISSN 1551-8205) is published The Journal of the Adjutant General’s Corps Regimental Association by the Adjutant General’s Corps Regimental Association, a non- Contents profit organization, headquartered The Adjutant General’s Corps Regimental Association Officers ...... 2 at Fort Jackson, South SECTION I: REGIMENTAL LEADERSHIP ...... 3 Carolina, and is devoted to the Notes from the Chief of the Corps ...... 3 advancement and professionalism of the Adjutant General’s Corps Biography of COL Robert L. Manning ...... 4 Regiment members. Articles Notes from the Chief Warrant Officer of the Corps ...... 5 appearing in the journal do not Notes from the Regimental CSM ...... 7 necessarily reflect the opinion CSM Hagood’s Biography ...... 8 of the officers and members of SECTION II: AG AND HR PROFESSIONAL READING ...... 10 the Regimental Association, AG Officer Branch – Current 42H ILE Qualification Standards ...... 10 nor the Army’s HR leadership. From the Desk of the AG Corps Warrant Officer Branch Assignment Manager ... 11 Articles submitted by members Developing Stewards of the Army Human Resource Enterprise ...... 12 or civilian employees of the U.S. Today’s HR Technician (420A) Career Path ...... 14 military services are expressions HR NCO Relevant Career Choices ...... 15 of personal opinion, unless Common Access Cards in Iraq ...... 18 otherwise stated, and should not Building Modularity Forward ...... 20 be interpreted as reflecting the Training to Go ‘Postal’ ...... 23 official opinion of the Department How We Really Care for Our Fallen Comrades ...... 24 of Defense. Professional Development Funding for HR Civilians ...... 25 1775 is scheduled to be HRM Qualification Course for Reserve Component Officers ...... 26 published three times a year. Theater-Level Human Resources (HR) Operations Conference ...... 27 Articles for submission are RC NOTT Ends Mission ...... 31 welcomed and should be sent to SECTION III: AROUND THE CORPS AND HR COMMUNITY ....32 the address below. The editor and What Do You Mean “Just An Adjutant”? ...... 32 publisher of 1775 also invites the 22d Personnel Services Battalion Seals Their Legacy of Greatness in OIF ...... 36 submission of photographs and Ribbon Cutting Ceremony for APO on LSA Diamondback, Mosul, Iraq ...... 38 illustrations to accompany articles. Inactivation of 1ST PERSCOM ...... 39 The editor reserves the right Active Army’s Last Personnel Services Battalion Inactivates in Bamberg ...... 40 to reject any articles and/or to AG Soldiers stand guard at Freedom’s Front Door ...... 41 modify articles for clarity or Camp Liberty Remembers LTG Timothy J. Maude ...... 43 space limitations. Requests for The Follow Me Chapter Takes Point ...... 44 authorization to reprint 1775 Band Notes ...... 45 articles should be sent to the Army Bands in Support of the AG Corps and the Army ...... 47 address below. HR Soldier Selected as Fort Huachuca NCO of the Year ...... 48 Awards Update ...... 49 Contact information: 2008 National AG Ball ...... 50 AGCRA Membership Update ...... 51 VP, Publications, AGCRA PO Box 10026 Fort Jackson, SC 29207 Email: [email protected]
Visit us on the web at: www.agcra.com The Adjutant General’s Corps Regimental Association Officers
Officers President: Colonel Robert L. Manning Senior VP: Command Sergeant Major Darlene Hagood Senior VP: Colonel (Ret) Michael R. Molosso VP, Awards: Chief Warrant Officer 5 (Ret) David A. Ratliff VP, Community and Corporate Affairs: Chief Warrant Officer 5 Ron G. Galloway VP, Plans and Programs: Vacant VP, Publications: First Sergeant (Ret.) Philips B. Johnson VP, Membership: Sergeant First Class (Ret) Kenneth M. Fidler, Jr. VP, Sales and Marketing and Sutler Store: Command Sergeant Major (Ret) Teresa Meager Treasurer: Chief Warrant Officer 5 Jeanne Pace Adjutant: Colonel (Ret) Robert Ortiz-Abreu, Jr. Secretary: Sergeant Major (Ret) William W. Austin
Honorary Officers Honorary Colonel: Major General (Ret) Patricia P. Hickerson Honorary Warrant Officer: Chief Warrant Officer 5 (Ret) Daniel J. Logan Honorary Sergeant Major: Command Sergeant Major (Ret) Michael Armstead
1775 Staff and Support: Layout and Graphics Design: First Sergeant (Ret) Philips B. Johnson Editor: Colonel (Ret) Robert Ortiz-Abreu, Jr. Printing services provided by American Printing, Columbia, SC. Information Technology Support and photographic equipment provided by pbj1.net 1775 is prepared using Adobe® InDesign CS3 and other Adobe® CS3 Products
From the Editorial Staff:
With this edition of 1775 we are transforming to a new format with emphasis on more HR professional reading that reaches across the Army’s HR community, both Soldiers and civilians, and it’s three components (Active, USAR and ARNG). We hope you enjoy the new 1775 format and solicit your comments and feedback. Philips B. Johnson, VP Pubs & Editor, 1775 1775
2 1775 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 Robert L. Manning, Commandant, AG School, Chief of the AG Corps, and Chief, Army Bands
Council of the so many in the Corps are at Regimental one point or another in the Association. It is ARFORGEN cycle supporting a distinct honor an expeditionary Army at war. to serve and We need however, to represent you in increase membership in the each of these roles. Association if we are to remain Follow Me! We relevant and this is the all know this as essence of my message for this the motto of the issue of 1775--MEMBERSHIP. United States We want all members of the Army Infantry. I AG Corps and the Army’s recently visited the HR Community to have a long time home feeling of connectivity to our of the Infantry Association and AG Regiment. at Fort Benning, If you are already a member Georgia, and had of the Association, thank you. the great fortune If you are not yet a member to be present for and you would like to know FOLLOW ME! the activation of more before making a decision, the Follow Me Chapter of the then we can help you. It is Soldiers and Civilians AG Regimental Association. I the intent of the Regimental of the Corps, was inspired by the passion leadership to reach out to and energy exhibited by our AG and HR professionals These are exciting and Chapter members as they regardless of where you are historic times we are living achieved their goals and serving. We want you to feel in. This is the first time in activated their Chapter. I the joys of being affiliated our country’s history that am also inspired by recent with a professional club that we are engaged in a period requests from deployed units will strengthen your ties with of persistent conflict with an like the 1st Cavalry Division other AG/HR professionals all-recruited, all-volunteer and organizations like MNF-I around the Army whether you force. This is a testament wishing to establish Chapter are Reserve, Guard, Active, to each of you who selflessly memberships in deployed Civilian or Retired. I charge serve to keep our country settings. all leaders to take on a more strong and I thank each and I reviewed the Association’s active role and lead from the every one of you. This is my membership rolls since these front to educate and encourage first installment in 1775 as requests came in and noticed our AG/HR Soldiers and the Commandant of the AG that we are not as active as Civilians to become part of our School, Chief of the Corps, we once were with Regimental Association. Chief, Army Bands, and Association membership. This One of the ways we plan to President of the Executive is understandable given that reach out is by publishing a
Spring 2009 1775 3 Biography of COL Robert L. Manning periodic newsletter in-between 1775 editions Colonel Rob Manning was commissioned as an officer that will provide quick updates to the field in the Adjutant General’s Corps through the Reserve of what is happening around the Corps to Officer Training Program at the University of South include our civilian workforce and retirees. Florida in 1982 following four years of enlisted service in I will continue my quarterly updates to the Infantry with the 24th and 3d Infantry Divisions in the continental United States and Germany. the field and the Regimental Command Sergeant Major, CSM Hagood, and Chief COL Manning served in multiple positions in the 82d Airborne Division culminating as the Replacement Warrant Officer of the Regiment, CW5 Detachment Commander. He later served as a Company Galloway will do the same for the Enlisted Commander and Battalion Operations Officer, 369th force and Warrant Officers respectively. Adjutant General Battalion and Secretary of the General Staff, Fort Jackson, South Carolina. He then You can expect to see a new format for became Aide-de-Camp to the Commanding General, the 1775 Magazine. We want it to be a U.S. Army Recruiting Command. COL Manning professional magazine that focuses on our served as Chief, Strength Management Division, and core competencies regardless of where AGs Battalion Executive Officer, 556th Personnel Services Battalion, 25th Infantry Division (Light) in Hawaii and and HR professionals are serving. We later served in the Pentagon in the Office of the Chief will continue to have a section dedicated of Staff Army’s General Officer Management Office to human interest type stories and as a Training/Professional Development Officer and experiences. Every Soldier and civilian has Executive Officer as well as Military Secretary, Force Structure, Resources, and Assessments Directorate, an Army story to tell and more importantly, J-8, The Joint Staff. He served in Korea as Commander, there are others who want to hear these 516th Personnel Services Battalion and G1/AG, stories. 2d Infantry Division. COL Manning commanded 1st Brigade (Northeast US), U.S. Army Recruiting It is our intent to invite the branches back Command. and have them submit contributing articles Other key assignments include OPERATION with respect to professional development URGENT FURY, Grenada, Strength Management and career progression. You can also expect Officer, Joint Task Force Haiti, OPERATION UPHOLD to see more articles about Army bands and DEMOCRACY, Haiti and C-1, Director of Personnel, Multi National Force Iraq, OPERATION IRAQI the critical roles bands play within our FREEDOM. community and the Army at large. These COL Manning graduated from the Adjutant General are but a few of the areas you can expect Basic and Advanced Courses, Combined Arms Services to see changes with 1775. I encourage all Staff School, Command and General Staff College and AGs to submit articles for consideration for the Army War College. He has Master’s Degrees in publication. We are standing by to receive Administration from Central Michigan University, and your article for publication. Strategic Studies from the Army War College. COL Manning’s awards and decorations include In this issue, in addition to the articles the Legion of Merit (1 OLC), Bronze Star Medal, about operations in theater, I ask you to key Defense Meritorious Service Medal, Meritorious Service in on the article entitled, AG Soldiers Stand Medal (3 OLC), Joint Service Commendation Medal, Guard at Freedom’s Front Door. It was Army Commendation Medal (3 OLC), Joint Service Achievement Medal, Army Achievement Medal (1 submitted by USMEPCOM where so many OLC) Armed Forces Expeditionary Medal with star, of our AG professionals are represented. Korea Defense Service Medal, Global War on Terrorism Service Medal, Iraq Campaign Medal with star, I extend my many thanks to you for your Humanitarian Service Medal, Military Outstanding continued selfless service and sacrifice. Volunteer Medal, National Defense Service Medal with star, Army Good Conduct Medal, Expert Infantryman’s Defend and Serve! Badge, Joint Staff Identification Badge, Army Staff Identification Badge, Recruiters Badge, and the Master Parachutist Badge COL Manning and his late wife Tena have three grown children, Kimberly and er husband Michael, Alex, and Melissa.
4 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com Notes from the Chief Warrant Officer of the Corps
By CW5 Ron G. Galloway, Chief Warrant Officer of the Adjutant General’s Corps
business practices is our new branch manager. He vital information and has the experience of numerous must be shared with the deployments and a wealth of MTOE entire HR community. and TDA experiences. CW4 Andre Thanks ahead of time Davis did a superb job during his for your support. time on the desk and we wish him the very best. As the assignment Warrant Officer manager, CW4 Toves is responsible Changes: CW4 Clinton to ensure that our warrants are Fosbenner departed managed in accordance with Army as the AG School WO Chief of Staff’s manning guidance, Advanced Course your professional development Advisor/Instructor. CW3 considerations, and Army G1 Melissa Farmer has priorities. During CW4 Davis’ also departed to be a tour he was able to increase the USAREC WO Recruiter. number of 420s that have had the CW4 Constantine opportunity to deploy. CW4 Toves Green retired in will increase this percentage even December 2008. CW3 more with your support. The HR Mark Trepanier community has numerous job has arrived and is opportunities for our warrants and the Warrant Officer as you accept your promotions you Basic Course (WOBC) must understand that you will be Advisor/Instructor. reassigned to more senior positions Greetings Adjutant He has assumed and responsibilities. General’s Corps Warrant duties as the WO Advance Course Officers! I have had the Advisor. At ASOM: WO1 Jeffrey Accessions Board: The accessions opportunity to travel across our Price is departing to report as the board held in September 2008 Army, both to National Guard and Executive Officer, 323rd Army selected another 15 outstanding Active component organizations, Band. WO1 Price has been involved candidates to become active duty to visit our HR Professionals in numerous projects, most notably 420As. In 2009 we will select a total over the last six months. I report Army bands involvement in the of 40 non-commissioned officers to that our teams are doing great Warrior Transition Unit program. become warrants spread out over in our new PSDR structures and CW4 Glen Nardin has joined the Jan, May and Sep 09 boards. theater-level HR units. They are the staff at DOTD from 1st CAV The grade prerequisite for active leading from the front in all areas, and brings experience from two duty applicants has changed from implementing our new doctrine and deployments. As you can see we SGT to SSG. The 420C packets recommending changes as needed. have numerous warrant officer were boarded in January 2009. The I would encourage everyone that changes within the school houses. number of applicants has increased is serving in these HR positions to We are bringing warrants to the over the past few years – about a 4 review the doctrine and provide school house that are coming out to 1 ratio of packets vs. accessions CW2 Christal Hill, email: christal. of the fight with recent deployment goal. Most competitive applicants [email protected], with any lessons experience to make sure our have an average time in service of learned that you believe is relevant courses are instructed by the about nine years and are coming to today’s HR business practices. warrants with the most relevant out of operational assignments She works here at your school for combat experience. The goal for our with the majority of them having the Lessons Learned Branch of 420A warrant officer instructors is recently deployed. I appreciate the Capabilities Development and to leave them on the platform for your support in recommending Integration Directorate (CDID). roughly two years before replacing only the best qualified be looked at. This directorate falls under the them with warrants that have more Our future is strong because of the Soldier Support Institute. The boots recent deployment experience. quality of the non-commissioned on the ground information that you officers we are selecting and the Warrant Officer Desk: CW4 provide to ensure we continue to training they receive during their George Toves has taken over as improve our training, doctrine and warrant officer basic course. The Spring 2009 1775 5 Adjutant General’s Corps Warrant separate courses. We are on the of what they are doing for our Officer continues to be the most right glide path to continually Army. competitive of all the warrant improve warrant officer training; Future: We continue to work officer branches. we will continue to add relevant on ways to improve training. As a and realistic training. Warrant Officer Training: 420A result on an earlier initiative, we Training is changing for both DIMHRS Sustainment Training: will develop follow-on training to the Warrant Officer Basic and CW4 Pam Johnson was selected the Warrant Officer Staff Course Advanced Courses. The last class to be the Administrator Course at Ft Rucker that will be taught of the Warrant Officer Advanced Director for the DIMHRS follow at your school house. I am excited Course in conjunction with on sustainment training. This will about this opportunity for our CW3 Elisa Robinson, HR Writer be a challenging task for her but I senior warrants and will provide Developer/Compliance Warrant believe having a senior warrant as you updates as we develop this Officer, Training Development the director is very important. We course. We are also leaning forward Directorate, Soldier Support look forward to her involvement on the DIMHRS sustainment Institute, conducted a technical/ with the development of this training that will be imperative functional needs analysis of the course. The goal is to assign one to ensuring our HR professionals course. The purpose of the course more Senior Warrant in the grade are fully trained. I will continue to needs analysis was to identify of CW3 to assist her and become travel to your foxholes as money tasks and enablers needed at an instructor. AGS will continue and time permits. The visits the WOAC level, and to identify to work on the PEs to ensure that provide me a clearer picture of your shortfalls in training. No easy task DIMHRS training is incorporated challenges, training requirements, for CW3 Robinson or the class but in all its courses to provide the and working environment. they stepped up to the plate, like forces with needed sustainment In closing I would like to warrants do. As a result of these training. thank you for all you are doing changes our senior warrants will go 420A and 420C Strengths: for the Corps. Your dedication, back out to the field with the tools The active duty strengths for our professionalism and enthusiasm are required to perform at the senior warrants continue to increase. making a difference to our Army. positions of our HR structure. 420C Currently 420C is over 100 Your senior AG leaders and war saw a change in Warrant Officer percent and by the end of 2009 fighters recognize how valuable you training as well. On 22 August we will be over 100 percent of our are to the team. The professionals 2008 the Army School of Music authorizations of 420A. This is that our new structure calls for will graduated eight officers from its great news for the Corps and gives continue to be vital to the warfight. Army Band Officer Basic Course our assignment manager some We must always work as a team pilot course. The significance flexibility to ensure the right grade and strive to improve our business of this event is that it included is assigned to the right position. practices for no other reason than company grade officers as well as, This has not always been the case to support commanders, Soldiers active duty and reserve warrant in the past couple of years for 420A and family members to the best of officers. Prior to the development because of our warrant growth our abilities. I would also like to of this course, all three trained in and new structure. The ARNG thank the great warrants that will strengths are running about 83 retire this year. You have served percent. This figure represents with distinction and we all wish you all the 420A warrants but is not and your family the very best as broken out by state (420C stats you start a new adventure in your were not available at the time of life. this writing). We continue to have I am extremely humbled and shortages within some of our NG honored to be your voice and Chief units with some states. Some states Warrant Officer of the Adjutant are over 100 percent and others General Corps. are considerably less. My goal is to work with the states in 2009 and access enough warrants where Defend and Serve! no state is short. The National Guard represents over half of our total 420A population if we roll all components up. During my travels to our National Guard units, that CW4 George Toves, Branch have 420As, I am extremely proud Manager for MOS 420A 6 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com Notes from the Regimental CSM By CSM Darlene C. Hagood, AG School & Regimental CSM
ensure we are providing agile and relevant training to our noncommissioned officers for greater knowledge and development. I would like to speak with you on three points that I feel are critical for our success as Corps leaders: Leadership, Professional Growth, and Bridging Relationships. First leadership – Today leaders are not always depicted by the rank they wear in the middle of their chest. We are asking some of our young Soldiers right out of AIT to step into the role of team leader before they know what it means to be a member of a team. I pose a few questions to you. What kind of leaders are we developing, how are we coaching, teaching and mentoring them? What are our actions and decisions teaching them? Soldiers tend to do what they see leaders do, and accomplish what they know leaders will check. When we take the time to coach, teach and mentor our Soldiers we are telling them we care about them, and it helps to instill a sense of pride in being a Soldier and an HR professional. I challenge each of you to be the leader Soldiers will aspire to be and develop the kind of leader that can be your successors. Basis training and AIT provide a foundation of the basic Greetings Adjutant General Soldiers and tactical and technical skills for us as leaders to build Civilians. upon. I am truly honored and it is a privilege to have to For young Soldiers, I challenge you to find yourself opportunity to serve as your sixth Adjutant General a mentor, a person that you admire and aspire to be School and Regimental Command Sergeant Major, like one day. Seek them out and learn from their and the first as a female. I represent you, I am your experiences, wisdom and knowledge, what has taken advocate, and one of the communication links between them ten to twenty years to learn you can learn as well. the Operational and Generating organizations we serve. They have paved the path for where you are trying to get It is my intent to have open and direct communication to and they can help you get there. from the schoolhouse and our AG leaders to the field. As Next is growth and development. We should always I visit the field I want to hear your concerns, challenges, be seeking to be and do better, that can only come and successes so that I can bring them back to the through growth, be it personal, professional, military or schoolhouse and share them. When you are asked civilian. Growth comes at a sacrifice, a sacrifice of time, to provide input on issues please contribute. Your finances, or both. Yes, you will have to spend some time experience and opinion matter and will have an impact cracking open books, regulations, manuals and doing on final decisions; remember silence is consent. research, giving up time with family and friends, but I have spent the past several months being re- the return on investment to you, your family and the greened, after serving Joint, with the United States Army far outweighs the sacrifice. Career development Military Entrance Processing Command, Eastern Sector. and continued education makes you more competitive for The level of training that our AG Soldiers are receiving promotion and assignment selection, it also positions you in AIT with the 369th AG Battalion is second to none, better for life after the Army. There has to be a balance and the outstanding leaders we have teaching them are between your military and civilian education. College providing the foundation necessary to support the Army classes are being offered almost everywhere Soldiers wherever their first unit of assignment may be. The are stationed and Distance Learning has given many dedication and commitment our NCOs are receiving Soldiers the opportunity to complete their degrees even from the NCO Academy has been and continues to be while deployed. nothing but the best. Our NCOES courses are on glide Every Soldier should know their career development path for transforming to a Brigade-centric format to map. You should know your next position and school for
Spring 2009 1775 7 growth, development and balance. You should know CSM Hagood’s Biography when you are in the zone for the next promotion and doing the things to help shape the outcome. One of Command Sergeant Major Darlene C. the best ways to help shape your future is doing the Hagood enlisted in the Army under the Delayed best job possible in your current position. If we strive Entry Program in December 1986 and entered to become the best HR Soldier we can, providing active duty in February 1987 at Fort Jackson, professional, outstanding and caring service, then S.C., where she completed Basic Training your NCOER will write itself and leaders will see your and Advanced Individual Training as an performance and promotion potential. Continue to use the S1NET and the AG Forum as resources Administrative Specialist. She has served in all to network and share information. Leaders can leadership positions from Squad Leader, Platoon provide guidance and mentorship, but we have to take Sergeant and First Sergeant. She has also served individual ownership of our career and continue to in staff administration positions at the Company, seek personal and professional growth. Brigade and Installation levels. Lastly, bridging relationships with our sustainment Command Sergeant Major Hagood's previous community. Long gone are the days where we are assignments include the 181st Transportation a stand alone organization; we are now embedded Battalion, Mannheim, Germany; 143rd Ordnance with the units we support. We work, train, eat, Battalion, Edgewood, Md.; 61st Ordnance sleep and fight together as a team. We are in every Brigade, Aberdeen Proving Ground, Md.; 4th organization providing outstanding and professional HR services. There is no us and them, the language Platoon 38th Postal Company, Grafenwoehr, must be we, and team. We have to know the needs, Germany; Transition Center, Fort Jackson, S.C.; vision and goals of the leaders with whom we are Headquarters and Headquarters Detachment, 3rd serving. We must be confident in the skills we bring Personal Group, Fort Hood, Texas; 151st Postal to the fight and know we are a force multiplier vital Company, Fort Hood; 8th Medical Command to the success of every unit. When we know this, we Seoul, South Korea; United States Army are able to communicate it and help to bridge the HR Garrison, Fort Hood, Texas; and as Command information gap with the sustainment community. Sergeant Major of the 95th Adjutant General Your performance and communication will help (Reception) Battalion, Fort Sill, Okla. She served Army leaders value our skills. The Operational and two deployments in Bosnia, one during the Generating forces will not be successful without our support and we are not successful if we are not agile Implementation Force with the 90th and 38th and provide what is relevant for them. Personnel Services Battalions and one during the Stabilization Force operations with the 151st This is “The Year of the NCO”. The Army Postal Company. Command Sergeant Major Chief of Staff has dedicated this year to honor the Hagood most recently served as the Command contributions and service of the noncommissioned officers of our Army and nation. We have Sergeant Major, Eastern Sector, U.S. Military noncommissioned officers serving around the world Entrance Processing Command. doing great things, their story needs to be told. I have Her professional military education includes asked for those stories that others may be inspired by. the Primary Leadership Development Course, We, the AG Corp, touch Soldier’s lives from the time Basic and Advanced Noncommissioned Officer before they raise their right hand to swear in, to the time they separate from service or retire, to the time Courses, Sergeants Major Academy Class 54, they are laid to rest. If we don’t tell our story, who Postal Operations and Supervisor Courses, will? “The Year of the NCO” is also the theme for our Master Fitness Trainer Course, and First 2009 National Ball on 5 June 2009. Please send your Sergeant Course. stories in. Command Sergeant Major Hagood's military Again, I am honored to be serving with each of awards and decorations include Defense you and to serve as your AG School and Regimental Meritorious Service Medal, Meritorious Service CSM. I look forward to seeing you out in the field and Medals (6th OLC), Army Commendation Medals hearing from you. We are on this journey together (3d OLC), Joint Service Achievement Medal, and the next level of excellence is our destination. Army Achievement Medals (3d OLC), Military Thank-you for all you are doing around Outstanding Volunteer Service Medal, and the world. God bless you, God bless our various other service and unit awards. comrades in harms way and God bless the USA. CSM Hagood is married to Ricky Hagood and they have two daughters, Shena and Renae.
8 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com CMF 42 Lifecycle Development & Utilization Model
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25+ B A W N N F S L C C S M EDUCATION C O O C C C C Assignments PZ SFC PZ MSG PZ SGM SPC SGT SSG SFC MSG/1SG SGM/CSM STAFF STAFF STAFF STAFF STAFF STAFF HR SPC HR SGT HR SGT Bn S1 Sr HR SGT Bde S1 Sr HR SGT Nominative SGM G1/S1 Section G1/S1 Staff NCO G1/S1 Staff NCO Corps/Div G1 Staff NCO Corps/Div G1 Sec NCOIC HRSC Div SGM R5,,y Casualty & R5,,y Casualty & R5,,y Casualty & HRC Career Mgmt Advisor HRC Branch NCOIC G1SGM Postal SPC Postal NCO Postal NCO LEADERSHIP HRSC Div NCOIC AITD SGM HR Info Sys HR Info Sys Mgmt LEADERSHIP Sr Drill Sergeant Strength Mgmt NCOIC TM SGM (MMT) Mgmt SPC SGT Drill Sergeant R5, Casualty & Postal Operations NCO Proponent SGM SPECIAL LEADERSHIP Postal Supervisor Platoon SGT LEADERSHIP HRC, Branch SGM CPL Recruiter Drill Sergeant AIT Instructor AIT Platoon Sgt First Sergeant HRSC Director SGM Exec Admin Asst SQD/TM Ldr SQD/TM Leader AIT Course Directory Deputy CMDT, NCOA LEADERSHIP SiLdSection Ldr SllGLdNCOASmall Grp Ldr, NCOA Sr Small Grp Ldr, NCOA Series Tng Chief, AIT Nominative CSM SPECIAL SPECIAL SPECIAL SPECIAL NCOA Commandant Recruiter (Detailed) Recruiter (Detailed) Military Transition Team MEPCOM CSM Military Transition Team Exec Admin Asst SSI TDD Writer/Dev (MiTT) Garrison CSM (MiTT) Exec Admin Asst EO Advisor STB/BN CSM Recruiter (Detailed) IG NCO SPECIAL EO Advisor Chief Enl AC/RC Advisor EO SGM IG NCO Sr Combat Dev NCO IG SGM Senior Enl AC/RC Advisor Proponent NCO Nominative CSM/SGM Positions - HRC, Army IMCOM, SSI, AG School & Regt CSM, Army G1, FORSCOM G1, TAGD, EPMD MOS 42A/42F Unique ASI/SQI Positions: A3, E3, F4, F5, 2S, 8, B, M, P, Q, X
Enlisted Adjutant General Corps Developmental Career Time Line
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25+
HRC PDNCO HRC CSM G1/S1 G1/S1 StaffHR SGT HRC SR PDNCO KEY Bn S1 SR HR SGT CORP CSM (SSI) HR Spec HR SGT Postal Supv Bde S1 Sr HR SGT DEVELOPMENTAL Corps/G1 Staff NCO REGT CSM R5 G1/S1 Staff NCO 1SG ASSIGNMENTS MiTT/PRT/WTU Nominative CSM/SGM Postal MiTT/PRT/WTU Corps/G1 NCOIC R5 BDE/BN CSM Postal MiTT/PRT/WTU (18 24 months) (18 24 months) (18 24 months) HR Info Sys Tm Chief CAS PLT SGT Asst CMDT,NCOA HRC Branch SGM Mgmt SSI TDD Writer/ IG/EOA Str Mgt NCO HRSC Div SGM SQD/TM Developer ROTC AIT Tng Chief Proponency SGM ADDITIONAL Exec Asst Ldr Drill SGT, AIT PLT SGT, Recruiter, ROTC OPNS SGM ASSIGNMENTS AC/RC, CTC Observer/Controller, AC/RC CTC O/C EO SGM Casualty Drill SGT Instructor, Attache NCO EOA/IG IG SGM CPL Rctg Recruiter Attache NCO
B A W N N F S SCHOOLS L C C S M C O O C C C C A3, F4, F5, 2S Courses Ranger, Airborne, Air Assault
Spring 2009 1775 9 SECTION II: AG AND HR PROFESSIONAL READING
AG Officer Branch – Current 42H ILE Qualification Standards By COL Bob Bennett, AG Branch Chief
The recent 1 October 2008 as those available prior to the 14-week Satellite ILE courses merger of 42A and Functional merger, the criteria for attending at Ft Lee, VA; Ft Belvoir, VA; Area 43 officers into Area of each have changed. For the first or Ft Gordon, GA. Satellite ILE Concentration 42H resulted in option, all 42H officers may convenes at each location three both Career Field Designation attend the 10-month resident times a year for a total of nine and Intermediate Level ILE course at the Combined available courses. Officers may Education (ILE) changes that Arms Center, Fort Leavenworth, request to attend a Satellite ILE warrant clarification. These Kansas. This course either begins course only if currently assigned changes provide new professional in August with a June graduation to a location where the course is military (PME) education date or begins in February with conducted. 42H officers require opportunities for former a December graduation date. permission from their parent functional area officers while This course requires a PCS to Ft unit IOT attend a satellite ILE significantly affecting available Leavenworth and officers are ILE course. Officers must enroll in timelines for ILE attendance. AG qualified upon graduation. AOWC upon beginning BL ILE Branch will maximize the policies and complete AOWC via distance For the second option, 42H below to ensure the professional learning within 18 months of officers may attend a 14-week BL development of all 42H officers. enrollment. Officers are ILE ILE course at Ft Leavenworth, qualified upon completion of both As a result of the merger, KS while also completing the Satellite ILE and AOWC. officers will no longer Advanced Operations and functionally designate (FD) into Warfighting Course (AOWC) All HR Officers, Warrant AG branch through the FD board through Distributed Learning. Officers and Enlisted may process. AG branch will receive This course convenes three attend the HRMQC at the SSI. officers through either traditional times a year; January thru HR Soldiers may attend the commissioning programs (West April, May thru August, and HRMQC TDY in conjunction Point, ROTC, and OCS) or Sep thru December. 42H officers with (ICW) a PCS or TDY and branch transfer requests. This may attend this course TDY in return. This course is MTSA will ensure company grade AG conjunction with (ICW) a PCS funded for both TDY enroute and officers develop the foundation of or in a TDY and return status. TDY and return. The HRMQC technical competencies required This course is MTSA funded for will continue to focus on better to serve as field grade officers. both TDY enroute and TDY and preparing officers to serve in a Former FA 43 officers will have return. The officer’s unit will PSDR Brigade S1 section. a Control Group (CONGR) provide the fund site on the DA AG Branch will continue designation of AG, have a PMOS From 1610 authorizing MTSA maximizing ILE policies of 42H, and retain their basic funding. Officers must enroll in to ensure the professional branch affiliation. AOWC upon beginning BL ILE development and career and complete AOWC via distance 42H officers have three progression of all 42H officers. learning within 18 months of options for attending ILE: 1) the Please direct your questions enrollment. Officers are ILE 10-month resident course, 2) the concerning these changes to your qualified upon completion of both 14-week Blended Learning (BL) assignment officer. BL ILE and AOWC. ILE course, and 3) a 14-week Satellite ILE course. Although For the third option, 42H the options remain the same officers may attend one of three
10 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com From the Desk of the AG Corps Warrant Officer Branch Assignment Manager By George S. Toves, CW4, AG, Adjutant General Warrant Officer Branch Manager
Greetings AG Professionals, 2009. I work closely with CW5 2009. From October 2008 through it gives me great pleasure to Jeanne Pace, the Army Bands the 16th of January 2009, all WO provide input for the AG Corps’ Proponency Officer regarding Assignment Managers were busy Regimental Association magazine, assignments for the 420C Warrant conducting board scrubs with the 1775. First and foremost, I want Officers. She will be in contact with DA Secretariat, Army Selection to thank each and every one of you you. Good luck to you and I will see Board System “ASBS”. Eligible for serving in our Army and taking the 420A Warrant Officers during warrant officer files were screened care of Soldiers, Families, DOD your WOBC course. in great detail. Assignment Employees and contractors. managers try very hard to ensure There are 71 TDA positions for your files are correct and properly My charter as the AG Warrant the Human Resources Technicians reflect your career. I would Officer Branch Assignment currently on the PMAD, with the strongly suggest to all of you that Manager is to be fair and equitable majority of our positions in TOE you do not wait until the last across the board while balancing assignments. The TOE positions minute to verify your file when the CSA Manning Guidance in are mainly in Brigades, Divisions, you are eligible for a board. That conjunction with the Director of Corps and echelons above Corps does not allow flexibility of time Military Personnel Management with a few joint assignment for last minute corrections. Ensure Manning Priorities G1, HRC opportunities. Some of the your file is updated way ahead of policy/directives and Soldier’s challenges we face is that when time. Photos are good for 5 years; preference. This year my goal is one AG WO moves, that affects however, I strongly recommend to ensure the right grade is filling approximately ten others. Roughly that you have the latest updated the right positions throughout twenty-five percent of our AG WO photo posted. I have found that our Army while providing the Corps has not been deployed in OMPF/IPERMS had duplicate opportunity for our warrants to support of GWOT during OEF/OIF. documents on file such as award become more versatile in their Some of the key positions I will certificates and certificate of careers. Everyone should have the move our senior warrants to are training. Other problems included opportunity to excel and provide III Corps, Fort Hood; 1st ID, Fort missing college degree transcripts relief to our fellow comrades and Riley; 10th Mtn Div, Fort Drum; and outdated or missing photos. their Families. I will do what I 101st Abn Div, Fort Campbell; and Ensure the ribbons on your Class can to meet our warrant officers our Human Resource Sustainment A uniform are in synch with your halfway when possible. Centers. ORB and OMPF. I recommend Congratulations to our newest During the past six months, having someone else verify your 17 (15/420A and 2/420C) warrant as your Branch Manager, I have ribbon stack before you take your officer selectees from the January reached out and communicated photo. Some folks had ribbons that 2009 AG Warrant Officer Selection with each of you either by phone, were not in order of precedence. board! Your next challenge will emails or installation branch visits Early verification is critical and be to successfully complete the traveling with our Proponent and essential. You may verify your file Warrant Officer Candidate School Chief Warrant Officer of the AG even after you have accepted it and the Warrant Officer Basic Corps, CW5 Ron Galloway. We under “My Board File” online. Course. Accessions Branch will are planning on visiting more Be the best in your craft and schedule your attendance in installations both CONUS and accept each new assignment as a ATRRS and I will have your RFOs OCONUS throughout the year. As challenge and an opportunity to published NLT the end of March others return from deployment or excel. Good luck to each of you, 2009. More than likely, you will prepare to deploy we will plan to thank you for what you do every attend these courses during the visit your location as your schedule day. I look forward to month of April through September permits. serving you and our 2009. Expect to PCS, TDY enroute The CW3/4/5 2009 Promotion Army. Be safe and to your new assignment with a Selection Board met in January God’s speed! projected arrival date of 1 October
Fall 20088 1775 11 Developing Stewards of the Army Human Resource Enterprise
By LTC Richard D. Carpenter Stewardship as defined in Merriam-Webster’s to embed the majority of our HR functions within dictionary, is the careful and responsible management the brigades and battalions in the operational force. of something entrusted to one’s care. According to Personnel Services Delivery Redesign (PSDR) realigned Lieutenant General Michael D. Rochelle, the Deputy the majority of our HR functions. Personnel Services Chief of Staff G-1, United States Army, “The human and Support functions are no longer performed in legacy resource (HR) enterprise is the totality of the strategies, HR organizations or staffs above the brigade-level. This business practices, organizations, people, and technology shift is significant, as it created a demand for human that lead, direct, enable and execute the many facets resources management experts at levels the legacy of the human resource domain.” LTG Rochelle further career paths could not support. assigned the Army human resource leaders, both civilian and military, stewardship of the human resources In 2005, to support the growing demand and creation enterprise. All human resources providers, regardless of a singular human resource professional, the Army G1 of rank, have partial ownership in the enterprise. merged branch (BR) 42B and functional area (FA) 43 at Stewardship should belong to the senior human the rank of major into one area of concentration (AOC) resources leaders beyond the rank of Major. It is within BR/FA 42H with an effective implementation date of this framework that we must conduct an analysis of October 1, 2008. The new AOC would remain aligned the current and future Adjutant General’s Corps officer with the career field designation board conducted in career developmental model, discuss the development of conjunction with the selection board for promotion our mid-level HR officers, and enhance understanding to major. For the four years between the decision of our goal of developing future stewards of the HR and implementation date, officers in the BR/FA 42H enterprise. competed equally for Command and Key billet and assignment to developmental positions at brigade level My predecessor, LTC Doug Campbell wrote about organizations within the operational Army. All company transforming our career path to support the changing grade positions would remain 42B with the Adjutant operational landscape within the Army and the General’s Corps. human resources community. The driving force of the transformation was the need to support the decision Since then, the Army, under the new Officer Personnel Management System (OPMS), has
Versatile Strategic Leaders Key Assignment Development - Officers
HR Z Versatile Strategic Leaders Senior Z Progressive & Sequential Leader Development Former COL CSL AG1 XO, HRC CofS, Army G1 / HRC (DMPM, TAG) ASCC G1 (ARCENT, USARPAC), Commandant-AGS, FORSCOM AG Joint (EUCOM, JFCOM, MNFI, PACOM, SOCOM)
CSL (Garrison, Recruiting Bde, MEPCOM, NATO, Corps G1, EUSA G1, Dir-HRSC) Non-CSL [[,EO, G1 , Sr HR Officer (Army G1 , HRC , Joint)]
SSC LTC CSL [Div G1, Bn Cmd (Garrison, MEPS, NATO, Reception, Recruiting)] Non-CSL [Dep G1, EO, G1, HR Plans & Operations, Postal, Sr HR Officer (Army G1, HRC, Joint)] MAJ ILE Brigade S1, Deputy Division G1, EO, HR Company Command, HR Officer (Army G1, HRC, Joint), HR Plans & Operations, Postal, Strength Manager, Transition Teams, XO
LT & CPT S1 (Bn, Bde, STB), Command, HR Plans& Operations, Personnel Officer, CCC Platoon Leader, Postal, Strength Manager, Transition Teams, XO BOLC
12 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com discontinued Career Field Designation created under Additional opportunities exist as platoon leader positions OPMS XXI and OPMS III and transitioned to functional within the SRC12 organizations. designation (FD) for captains at the 4th and 7th year of commissioned service. Additionally, all branches As we developed the new career model for our and functional areas have been realigned under broad Captains, it became evident that the Battalion S1 categories supporting the warfighting functions. The position should be the only key developmental position. Adjutant General’s Corps branch officer and former What makes it KD is that it is the one position which functionally designated officer became aligned with the serves as the point of entry for our entire human Force Sustainment functional category. resources management population. Like company command was for previous generations, failing to The OPMS taskforce has categorized assignments serve as a Battalion S1, may be a discriminator which into three areas. The most definitive are key limits your potential for future service within the HR developmental assignments, otherwise known as “KD”. enterprise. Based on individual career goals,Captains KD assignments are fundamental to the development should seek as many additional HR developmental of our core human resources management functional positions to provide a broader perspective of the competencies. Within our branch, the remaining enterprise. developmental positions enhance our warfighting skills and increase our level of responsibility. Developmental As our company grade HR leaders transition to positions that provide exposure to experiences outside field grade positions, they will have increased key our branch competencies are considered broadening developmental opportunities. First, most Majors should assignments. Broadening assignments develop a seek operating force brigade S1 positions. However, wider range of knowledge and skills, augment our Majors may also seek HR plans and operations or HR understanding of the full spectrum of Army missions. company command positions within the sustainment Broadening assignments promote the application of organization. language training or increase cross cultural exposure, All HR leaders will begin their technical foundation and expand officers awareness of other governmental in the BOLC III or the Adjutant General Captains’ agencies, units, or environments. Career Course. As our company grade population near Regardless of the version of OPMS, officers can not promotion to Major, they will attend Intermediate be placed into more than one branch or functional area. Level Education (ILE). Officers can complete ILE A branch or functional area can not be combined as requirements in numerous ways. Most active component they would have the same technical skill requirements HR officers will attend the resident course taught at Fort and would not be distinct. Branches are comprised Leavenworth, Kansas. However, a portion of the active around an arm or Service of the Army and officers are force and majority of our USAR and NG officers will commissioned or transferred, trained and developed. complete requirements via a combination of resident and Functional areas are grouped by technical specialty distance learning. or skills other than an arm, Service, or branch that Assignments and training provide the foundation of requires unique education, training, and experience. your development, but in order to fill gaps, you must An AOC is a more specialized skill requirement which conduct considerable self-study. Much of the self- further divides branch or functional areas. study can be achieved through reading and/or sharing Since the implementation date, our HR career information in the many knowledge management forums model has further evolved to support the evolving within the Army. Additionally, HR officers can use transformation landscape and constant change within educational benefits to pursue graduate level programs OPMS. All field grade HR officers are no longer focused in human resources. Lastly, HR officers can also considered BR/FA 42H; now they are BR 42H. As a seek membership in HR associations like the Society branch, we will no longer infuse functionally designated of Human Resource Management or the International officers into the HR field at the 7 year point. We will see Public Management Association for Human Resources. significant increase in infusion by officers entering the These associations provide valuable insight into HR field from the detail program between the 3rd and corporate or public management HR practices. They 4th year of service. also offer certification programs which will enhance overall HR knowledge and provide concepts which may As an HR officer, you should develop your career goals foster stewardship at senior levels within the Army HR as early as possible, and develop an assignment path enterprise. using Department of the Army Pamphlet 600-3 model as a guide. To develop stewards, AG officers should seek As the current inventory of mid-level HR officers as many key developmental or developmental positions mature, their developmental assignments within the as time permits. The HR positions are depicted in the operational force, coupled with an improved professional pyramid in the figure. military educational system, will enhance their professional development. The career development As entry level leaders, HR Lieutenants should focus model will provide exposure to strategic HR. The on developing warrior skills and developing a broad combined effects of the development model will prepare foundation of HR technical skills upon completion of the our officers for future stewardship roles within the HR Basic Officer Leaders Course branch technical phase enterprise. (BOLC III). The majority of lieutenants will serve as strength managers within brigades. If feasible, seek LTC Richard D. Carpenter is currently the Chief of battalion level S1 time to broaden your experience. Personnel and Leader Development at the Adjutant General School.
Spring 2009 1775 13 Today’s HR Technician (420A) Career Path By CW5, Ronald E Galloway
Human Resource (HR) on the HR processes and system their ever increasing challenges as Technicians “420A” utilization training. The AG School also they are promoted up the ladder has changed from the past where incorporated critical thinking tasks to become senior warrant officers. warrants use to start their career within the HR curriculum. This is The combination of an in-depth path at the Personnel Services vital to training our HR WO corps understanding of HR doctrine and Battalion (PSB). The present WO because we no longer have the processes, and assisted support from career path starts with the basic luxury of warrants being assigned the senior warrant officers becomes foundation received at the Adjutant to our left and right flank to bounce the bedrock of our young HR General School’s Warrant Officer things off as in the previous PSB Technicians. This combination, along Basic Course (WOBC). This is where structure. The current WOBC with the fundamental understanding the young HR warrant is trained training trains warrants whose first that supporting the “warfighters”, on Brigade-centric skills. The tasks assignment will be at a brigade level, while taking care of Soldiers and performed are not new to our young with a few of them serving in postal families, becomes the number one warrants but more of a “shot in the or human resource operations billets. priority for HR warrant officers. arm” on new HR doctrine that will The professional development Chief Warrant Officers (CWO) build their professional foundation (PD) for our warrant officers must entering their new career paths from and framework in the tactics, be progressive and sequential. The NCOs to HR Technicians must gain techniques, and procedures to be a PD must be carefully developed to the appropriate experience starting successful brigade HR Technician. ensure that the needs of the Army with the WO1/CW2 career phase and The WOBC training serves as are met while the warrant officer progress through each successive a baseline with extensive training becomes well prepared to meet (Continued on page 19)
VERSATILE STRATEGIC LEADERS KEY ASSIGNMENT DEVELOPMENT - WO
HR Z Versatile Strategic Leaders Senior Z Progressive & Sequential Leader Development
CW5 Chief Warrant Officer of the AG Corps, Exec Admin Asst to Sec Army/VCSA/CofS, Corps/HRSC Plans & Operations, Strength Manager
WOSSC CW4 Instructor/Writer AG School, Exec Admin Asst to General Officer, PASR-PIM Div, R5 Ops, Casualty Ops, Strength Manager, WO Recruiting WOSC CW3 Instructor/Writer AG School, DIV/Corps Staff, R5 Ops, TAC Officer WOCC, HRC LNO SHAPE/FORSCOM/TRADOC, Exec Admin Asst to General Officer, STB S1 HR Technician, Postal Ops, Strength Manager WOAC
WO1 / CW2 Battalion & Brigade S1 HR Technicians, HR Plans & Operations, Postal Ops
WOBC Positions listed alphabetically
14 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com HR NCO Relevant Career Choices By By SGM Demetrius L. Hopkins, Proponent SGM, Adjutant General School
The Human Resources (HR) NCO Battalion S1 functions (awards, core competency assignments are Corps is challenged to meet the evaluations, finance, manifests, the most relevant choice to promote demands of the rapidly changing Deployed Theater Accounting and will translate to an advantage mission requirements initiated by System, eMILPO, personnel over their contemporaries deficient procedural and structural changes actions, etc.) and other assignments in this experience. such as Personnel Services Delivery such as G1 and HRSC functions, The Adjutant General (AG) Redesign (PSDR) and theater which directly correlate with the School Proponent Office has the Human Resources Sustainment HR core competencies of Postal responsibility of leader development Center operations. Therefore, the Operations, Casualty Operations, (Officer, Warrant officer, Enlisted) HR community must select the Personnel Accountability and and therefore publishes the brightest and most motivated Strength Reporting, Personnel Professional Development Model NCOs who are multi-functional, Readiness Management, Personnel (PDM)/career map for enlisted flexible, adaptive, and able to meet Information Management, R5 (focal point of this article) Military these demands, rewarding the operations (rest and recuperation, Occupation Specialty (MOS) 42A, organizations for which they serve reception, replacement, return to Human Resources Specialist, with stellar customer service. duty, redeployment), Essential and MOS 42F, Human Resource Personnel Services, HR Planning Core competencies are what an Information System Management and Staff Operations, and Morale organization does best (technical Specialist, to assist in improving Welfare Recreation activities. expertise, subject matter expert) the quality of HR NCOs. The career These functions are relevant in providing the most benefit to map is a highly recommended skills which all HR professionals its customers (Commanders and tool to assist leaders in managing must learn, embrace, and employ Soldiers). HR leaders must train, the careers of their Soldiers. A to successfully support the lead, and mentor Soldiers to caring leader concerned with organizational commanders in both encompass a vast depth of skills the professional growth of their garrison and a deployed theater. pertinent to performing Brigade/ subordinates will access the career Soldiers who are successful in HR
Future Soldiers Links HRC Automated Promotion Worksheet -- E6 CMF Promotion R&A’s E7 - and below E9 Operating Force SL1 - PVT, PFC, SL2 - SGT SL3 - SSG SL4 - SFC SL5 - MSG SL5 - SGM & CSM SPC & CPL
Job Description - Human Resources - Human Resources - Human Resources - Senior Human - Chief Human - Chief Human Warrior Ethos Specialist SGT Sergeant Resources Sergeant Resources Sergeant Resources Sergeant - Casualty Clerk - Personnel Readiness - R5 NCO - Platoon Sergeant - First Sergeant - HRSC SGM ASK - Postal Clerk Clerk - Casualty NCO - HRSC Section Chief - HRSC Section Chief - Awards Clerk - Strength Management - Postal Supervisor - G1 NCO - Personnel Readiness NCO Clerk - R5 NCO - Strength Manage - Casualty NCO ment Clerk - Postal Supervisor - Promotions Clerk
Professional Military Education
Common Core WLC BNCOC ANCOC SMC
MOS Specific MOS Specific BNCOC MOS Specific ANCOC Generating Force Special Assign- - Human Resources - Human Resources - Human Resources - Senior Human - Chief Human - Army G1 SGM Specialist Sergeant Sergeant Resources Sergeant Resources Sergeant - HRC CSM ments - CPL Recruiter - Drill Sergeant - Drill Sergeant - HRC Branch Manager - HRC Branch NCOIC - EPMD SGM - Executive Adminis- - Recruiter - Recruiter - Career Managemen - First Sergeant - SSI CSM trative Assistant - Executive Adminis- - AIT Squad Leader NCO - Instructor - Regimental CSM -Attache Specialist trative Assistant - Observer/Controller -Drill Sergeant - IG NCO - TAG SGM (SPC only) - Attache NCO - Executive Adminis- - Recruiter - EO Advisor - AGS Proponent SGM trative Assistant - Chief Instructor/ - Attache NCO - AG Branch SGM - Attache NCO Writer - AITD SGM - SGL NCOA - Platoon Sergeant - IG SGM - IG - Senior SGL, NCOA - EO SGM - EOA - Attache NCO
Figure 1
Spring 2009 1775 15 maps at http://www.adtdl.army. Administrative Assistant, does combat is a very strong indicator of mil and use them during regular not possess the necessary skills promotion potential when the tour counseling sessions (login and required to support the current HR of duty is performed successfully in select the PDM/Career map tab). core competencies. Therefore they an exemplary manner. Are Soldiers must first acquire and successfully who have not served in Global War The career map enlisted demonstrate these skills prior to On Terrorism (GWOT) operations skill levels provides a variety of selection to the next skill level of at a disadvantage? GWOT is assignments listed in The Army responsibility. approaching the eighth year (40% Authorization Document System of a 20 year career); therefore, and are separated between The most relevant occupational the AG Proponent centralized Operating Force (Modified Table choice for all skill levels is the promotion board packets will no of Organization and Equipment basic MOS requirements of Human longer address Soldiers who have [MTOE]) and Generating Force Resources Specialist (PVT – SGT), not participated. (Table of Distribution and Human Resources SGT (SSG), Allowances [TDA], Institution). Senior Human Resources SGT Leaders must coordinate with The objective is to list several (SFC), and Chief Human Resources the Human Resource Command pertinent job positions prioritized SGT (MSG – SGM). It is imperative (HRC) Soldier Support Branch to by relevancy, although positional for all HR enlisted members to ensure HR Soldiers are afforded the precedence is not always feasible first establish and demonstrate the proper mix of assignments, which with some positions being necessary technical skills required will better prepare the AG Corps to equivalent. A balance between to perform the aforementioned achieve mission objectives as well Operating Force (priority) and MOS duties (minimum 12 months; as prepare their Soldiers for career Generating Force assignments 24 months at present grade success. The dominate feature in throughout a Soldier’s career is the preferred) prior to performing a Soldier’s career should be stellar recommended formula for creating special assignments such as HR MOS specific service in a the multi-faceted HR NCO capable Recruiter, Inspector General, variety of assignments. Although of performing and leading the tasks Equal Opportunity, Inspector relevant and career enhancing required for present and future General or Drill Sergeant as these after establishing HR MOS transformational initiatives (Figure assignments do not correspond proficiency, serving tours in special 1). to HR core competencies. Future assignments outside the MOS (Drill initiatives to rotate CSMs back to Sergeant, Recruiter, Inspector A plethora of assignments HR MOS duties after a three year General, Equal Opportunity) for between the Operating and tour deems the thought to require period longer than three years Generating force also better initial service in a Chief Human before returning to HR MOS duty prepares leaders to perform Resources SGT position at the SGM will prove disadvantageous because strategic level assignments at level for at least 12 months prior of the potential loss of technical the Sergeant Major (SGM) and to CSM eligibility. This will ensure proficiency. However, some special Command Sergeant Major (CSM) the CSM has the requisite skills to assignments such as Special level. Possessing a vast depth perform the MOS technical tasks Mission Units (SMU), Active and variety of HR experience after their leadership tour. Component/Reserve Component affords these senior NCOs the (AC/RC), and Advanced Individual ability to make unbiased enlisted Senior NCO leaders must Training (AIT) Instructor will recommendations, including ensure all Soldiers and junior afford leaders the opportunity promotion boards, while preserving NCO leaders are properly trained to sustain technical proficiency the integrity of the Commander’s in HR MOS proficiency prior to while simultaneously performing intent. recommending the candidate for the special assignment. However, promotion. Board members of Senior NCOs must thwart be advised it is never a good DA centralized promotion boards the conceptual notion to promote career choice to have consecutive should only promote candidates only Soldiers who mirror their Generating Force assignments for who have established a strong personal careers. Other Soldiers PVT – MSG. The exceptions are foundation of HR MOS proficiency with differing backgrounds may 1SG through CSM, with all CSM and other qualifications established also be just as germane and very positions being TDA, and the skew in the promotion proponent capable of performing the skills at of predominately TDA assignments packets. Soldiers who are most the next level of responsibility. The at 1SG and SGM. competitive in the contemporary thought process must articulate the Army will have demonstrated Due to limited positions in ability to support the HR mission a vast knowledge of experience inventory, a successful 1SG tour in tomorrow’s Army (forecasting in a multitude of assignments. for MOS 42A is a minimum of 12 requirements), not today’s. For Operational experience acquired in months instead of the traditional example, a legacy MOS 42L, 16 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com Figure 2
24 months. A MSG serving a tour indicates a model which restricts to procure more MOS 42A specific as the Chief Human Resources career progression for the entire Garrison CSM and Special Troops SGT in a Brigade Combat Team inventory of Skill Level One Battalion (STB) CSM positions. (BCT) or equivalent will be Soldiers to the rank of SGM (fig. 2). If successfully acquired, the MOS equally competitive as the 1SG Therefore, preparation of the very 42A population could potentially tour. Another significant recipe best candidates must start now to gain upwards of 100 plus CSM for success, although very limited, fulfill the requirements of SGM authorizations. is to seek opportunities to serve twenty years in the future. MOS There are several recipes for successfully at the next higher rank 42A background CSM positions are success; however, some may satisfy while in present grade. restricted primarily to the battalion the palate of centralized board level (Reception Battalions) with There is an abundant supply members and the proponent more the AG School Regimental CSM of quality HR NCOs in the MOS so than others. Soldiers who follow position (COL billet) being the 42A/F inventory competing the recommendations prescribed exception. Nominative CSM for limited spaces throughout in this article, promotion board positions are MOS background the enlisted ranks. The FY proponent packets, PDM/career immaterial and are dependent 09 authorizations for the maps, centralized board review and upon the Commanding General’s Active Component delineates a analysis, and advice administered requirements. Although some are progression pyramid with 4,596 by caring supervisors will greatly serving in Garrison and other of 12,211 (37.64%) PVT - SPC at increase their changes non-traditional CSM assignments, the base and declines to 139 of to serve admirably in there is no guarantee this practice 12,211 (1.14%) SGM towards the all grades of the MOS will continue in the future. There top of the pyramid. This clearly 42A enlisted rank are currently initiatives in progress structure. Spring 2009 1775 17 Common Access Cards in Iraq By Captain Brad Anderson
ersonnel Services Delivery Redesign (PSDR) about CAC because when it comes to Area Support, is here and going to stay, so it is important that’s our biggest challenge in Iraq. CAC is the only Pthat we, as Soldiers and Leaders, adapt and essential personnel service that requires a Soldier’s embrace HR challenges associated with PSDR. physical presence; all others can be done by electronic I’ll be speaking from a Multi National Corps-Iraq means. I will not go into great detail on specific (MNC-I) perspective during the fielding of PSDR in technical, software, or hardware problems. That was a combat theater. covered in the Spring 07 issue – see “The PSDR Train Has Already Left the Station” by CPT Deakyne. “Area Support” responsibility is defined in the latest There are many catch phrases and buzz words when MNC-I Essential Personnel Services (EPS) FRAGO as talking about PSDR. Probably the one I’ve heard providing EPS to all non-PSDR units, DoD civilians most is, “PSDR is brigade-centric.” Although true, a and contractors to include, but not limited to: EPS, Brigade S1 must also understand that “Area Support” Common Access Cards (CAC) Pin Reset, DEERS comes with the brigade-centric mission set in regard to updates and Identification Tags. Units that are PSDR CAC work stations. As a part of HR transformation, transitioned, but not co-located with their Brigade S1, Personnel Commands were deactivated and Brigade can receive assistance at any PSDR BCT for CACs, and Battalion S1 Sections were provided additional CAC Pin Reset, DEERS updates and Identification resources in Soldiers and equipment to become tags only. All other EPS will be provided by their self sufficient and better able to accomplish the higher HQs. I say again, a DoD Civilian and any unit Commander’s HR mission. Hence, the Brigade S1 not co-located with their parent brigade headquarters became the 800 pound gorilla on the battlefield in can go to any CAC workstation to get an ID card, pin regard to HR support, and with that came the Area reset, and identification tags. This group can get every Support mission. It is imperative for S1s to brief their other personnel action completed digitally through Commanders that HR area support is now part of the their higher HQs whether their HQs are in a different S1 METL. For Commanders who don’t understand or Forward Operating Base (FOB), Country, or Theater. have never experienced PSDR, this new mission could When I mention Area Support or CAC, you can come as culture shock. It may be a hard pill to swallow assume I’m talking cards, reset, and identification for green tab Commanders who normally don’t think tags. If you haven’t guessed yet, I’m going to talk all about missions in terms of customers outside his or her task organization, and certainly not third country nationals contracted to work on the local FOB. If the area support mission becomes daunting, S1s should contact their supporting higher HQs G1 for help. There are three words that can make the Area Support mission successful: cross-talk, cross-talk, and cross-talk. This is easily said, but proved challenging for Brigade S1s in the Iraq theater. Since it is understood that Area Support includes supporting customers outside of the Task Organization, it only makes sense for the Brigade S1 to look to their left and right and communicate. Here’s an example: There were approximately 20 CAC workstations in Victory Base Complex. Nine of these stations were down or non-mission capable. Once a CAC workstation goes SGT Shayla E. Miller is the NCO responsible for CAC at the “down” it simply takes time to get it back up 58th BCT at Camp Victory (Baghdad), Iraq. She prepares and running. How can cross-talking help as a to issue a CAC to one of the members of TF Raven from the member of the BDE S1? Maryland National Guard based in Towson, Maryland.
18 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com S1’s can: theater. Once we realized that the communication lines were failing, I was back in the game per se. We wrote Call ahead of time to a Brigade nearby and a FRAGO for all Brigade’s to appoint a CAC OIC and coordinate them covering down on your customers. to submit a spot report if their CAC status changes This way customers are not sent on a wild goose chase from mission capable or non-mission capable to our C1 and end up completely frustrated. Battle Captain. Contact the other S1s to see if they have experienced You may be asking why Corps needs to be involved what your current issue is and if there are any lessons in this. My belief is that Area Support is bigger learned. than Brigade Combat Team and the fact that the Build a rapport with S1 counterparts in a dynamic accountable entity (DMDC) is back in the states; it and complex environment. makes sense that Corps has a liaison role between the two. However, DMDC is pushing for the allocation of a C1 has implemented some tools to help cross-talking DMDC rep in the deployed theater. This rep would be in theater. A web page was built on the NIPR intranet closer to the fight and could serve as the technical go specifically for Brigade S1s. Defense Manpower to person. If managed correctly, this rep could serve as Data Center (DMDC) is the proponent for CAC work the theater spare parts POC, therefore shortening the stations and maintains accountability of all CACs mailing time for replacement parts. I believe this rep that are Theater Provided Equipment (TPE) stateside. could ultimately take over C1’s role in Area Support DMDC is also the agency for repairing and replacing reducing C1’s presence all together. parts and answering official trouble tickets through DMDC channels. When I first arrived into Iraq (before In conclusion, there are many challenges to Area PSDR transformation), I served as DMDC’s eyes and Support as we chart the course for the PSDR’d Army. ears. I maintained the roster of all CACs in theater and It takes all participants to be patient, flexible, and ensured DMDC was aware of any changes in status. most importantly pro-active. Personally, Once we entered PSDR transformation, C1 attempted I was glad to be a part of the Area to get out of job and the theory was that DMDC could Support metamorphosis. call the BDE S1s direct. Turns out that didn’t work well at all and DMDC lost visibility of most CACs in
Today’s HR Technician (420A) Career Path (Continued from page 14) level. There is more than one route to become a Chief An example of this would be an assignment from a Warrant Officer Five (CW5), but reality is that only five traditional Army senior position to a Joint or NATO percent of all warrant officers become CW5s because of assignment. the Army’s current promotion ceiling – five percent. This Civilian education is very important to a warrant being said, our warrants who obtain the rank of Chief officer’s professional development. Emphasizing the Warrant Officer Four (CW4) are always considered to importance of continuing civilian education is as have had a very successful Army career. important as highlighting the importance of continuing The new warrants of today are expected to climb the required military education. The goal of all HR ladder to success and become more versatile strategic Technicians should be to have a baccalaureate degree by thinking warrant officers as they get promoted. When the grade of Chief Warrant Officer Three (CW3), or be promoted to senior warrants they will move into jobs in well on their way to obtaining one. Upon promotion to our Divisions, Human Resources Sustainment Centers CW3 or CW4 the senior HR warrant should be working (HRSC), and Corps to work as Strength Managers, on their graduate studies to remain competitive. Postal Operations, PASR-PIM/R5 Ops/Casualty Ops The Key Assignment Development model provided within the HRSC, and Executive Admin Assistants is not all-encompassing when listing developmental to General Officers. When a Senior Warrant Officer jobs but does provide a peak to a career path that a promotion is accepted, it will require the branch HR Technician should follow to become the HR Senior manager to decrease the amount of time the senior Leader Warrant Officer within our Adjutant General’s warrant officer will spend in any one job. This often Corps. requires the senior warrants to move every 24-36 months. The positions they are moved into will provide them the experience and development required to increase their skills which are necessary to become well-rounded strategic thinking senior HR Technicians.
Spring 2009 1775 19 Building Modularity Forward By Lieutenant Colonel Angie K. Holbrook
“Why, LT Smith, you look structures born from the Brigade- by different metrics, and gage perplexed. What’s wrong?” centric Army our pre 9/11 leaders, success in different terms, the fact is like LTG Maude, dreamed of for our end goals are the same—Support “Well, Ma’am. You know I just our Corps. The success or failure the warfighter. graduated from the Officer Basic we experience in the way we are Course where I learned all about Where this can be the most arrayed to support on the very fluid the different levels and structure frustrating is not at the top of the battlefield we now find ourselves on, in the AG Corps and how we’ve food chain but at the bottom where which at its essence must be ready transformed and modularized. I also the young postal platoon leader is for change at every turn, will define learned about how we now fit into trying to ensure the mail gets to our relevance to the warfighter in this thing called “Sustainment” with the right unit or the Sergeant at the years to come. Unfortunately, our Log brothers and sisters. But I’m the combat support hospital with there is no cookie cutter solution really confused how this works over his casualty liaison team trying to to every fight we find ourselves in. here in the Sandbox. It doesn’t seem push a DCIPS report up in a timely Iraq is different from Afghanistan to look like it did on the chalkboard manner to the next level so next of is different from a humanitarian in the classroom.” kin can be properly notified. Too mission, etc. Our challenge is to many added levels in this process LT Smith is right – it doesn’t. create a human resource system, an can actually deter not improve the “HR Enterprise” as LTG Rochelle HR Modularity conceptually process. And it seems more than likes to call it that can support all of and how we are supporting the a few chiefs want to confuse an these challenges while maintaining warfighter on the modern day already convoluted process which is the basic tenets we have always battlefield today sometimes often super-imposed over the fog of war. maintained – provide the best seem worlds apart. It should be our We find the enemy can be as much possible support to the warfighter in jobs as HR professionals to bring internal as external in the modern the HR common core competencies. those polar extremes back together operational environment (OE). so that our Soldiers, and much The greatest challenges we The key to solving these friction more importantly our customers, now face is how we currently points brought on by modularity understand and are the benefactors embed in an already established are based in developing key of our service. Sustainment system and teach relationships throughout these two our new sustainment teammates FM 1-0.2 was written to communities (HR and sustainment), how our processes plug into theirs. incorporate the new SRC 12 as well as smoothing relationship We need to integrate into existing that arise within our own HR networks already community. Core competencies established in their are not at issue. Most members community. This of the HR community know or must be a symbiotic are quickly catching onto the new relationship not a responsibilities under their purview. parasitic one. We It is the relationships that are borne must carry our from these new roles that must be weight and be able developed and nurtured in order to to show our new thrive. siblings what a weighted advantage First, senior leaders at the we bring to the top of both the logistic and HR table. While we organizations must share common “How do we get there from here?” Two members may speak different goals and not only talk about such of the HR Ops Cells from the 316th ESC, SSG dialects of the same commonalities but actually, on a Talley and 2LT Lewis, look for the answers. language, measured frequent and reoccurring basis, 20 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com revisit these common goals to ensure personnel strengths and help notify commanding and controlling all the sustainment organization is next of kin of casualties, just as echelons above brigade sustainment following Tactics, Techniques, and much as tracking the operational operations in theater which would Procedures (TTP’s) that ensure the readiness rates of M1 tanks and ensure operational flexibility and azimuth continues along this path. Bradleys. minimal materiel footprint in Metrics that support the sustainer So how do we but do nothing to measure the HR take two systems professional’s productivity in the that formerly end will not move the Sustainment ran from two community forward as a whole. separate points For better or for worse these two of origin and communities are now inextricably merge them, linked. It can be viewed as either sharing the or, but together now when any same comms, operation is planned, the support the combat operation officer must consider how sustainment to man, and to pay, as they would to routes, and arm, to fix, to transport, to fuel, or airflow they to supply. Anything less is lopsided travel along? and ill-prepares the warfighter for the fight. One common denominator The Tallil APO from sun up to sun down, there’s What does this look like in today’s always mail to move. must exist for OE? When the planners pile into the this to succeed – room to do an operational planning communication. Sustainers need to theater. The ESC would be the TSC’s group session for a offensive learn to speak HR and personnelists “arm forward” so to speak, in the operation, moving mail now is as need to learn to speak loggie. specific area of operation (AO). The much as part of the sustainment And while Sustainment Brigades ESC would further sub-divide the equation as moving fuel. Casualty (SB), Expeditionary Sustainment area into SB footprints which would estimates and the emplacement of Commands (ESC), and Theater execute the distribution plan, assist casualty liaison teams (CLT) with Sustainment Commands (TSC) are with limited materiel management adequate VSAT communications commanded by the sustainment functions for its customer base, at the Level III treatment facilities officers, it must be a constant and support BCTs in one or more are as critical to ensuring casualty dialogue that is the glue that brings divisions and theater-level non- reporting continues no matter and holds this all together if this divisional customers within its OE. what pace the operation takes. “Sustainment” initiative is to thrive. Commanders need to battle track The AG and Finance Corps moved The difficulty is forward in this effort towards SLC2 the first rotation in for the 07-09 rotation building OIF/OEF (07-09) the organizational structure to was supposed to be accomplish this mission but the where one of the first Sustainment community was components of Combat not ready to push beyond the Service Support conceptual stage. This half in, half Transformation, i.e. out approach made it difficult for the Single Log Command HR community to operate because and Control (SLC2) while the structure to operate under was to occur in the the SLC2 concept was in place for forward deployed HR, the command and control for SPC Alford from 2/461st Postal PLT at the COB theater. Under the sustainment community still Speicher APO helps a Soldier ship a trunk SLC2 the TSC would resided “above the berm” with the home. be responsible for Joint Task Force commander; for
Spring 2009 1775 21 with the TSC, was disconnected, command and control-wise (via the TSC) from the HR elements they were to overwatch. And while lip service was given to the technical role the MAJ(P) William and 1SG Tutor HRSC played in the uncase the 101st HR Company’s colors as the first HR Company in Area of Responsibility Iraq - November 30, 2007. (AOR) in the theater, “With a smile on his face,” CPL Matuatia, 15th whenever there was Iraq that was Multi-National Corps- PSB (now inactivated), works at the Liberty friction between Iraq (MNC-I) and for Afghanistan PSS Center, Baghdad, Iraq updating an ORB technical overwatch for an Officer for an upcoming board. Combined Joint Task Force 82 and command and (CJTF-82), not the TSC commander. control nodes, the Special Troops Battalion (usually This essentially meant that the ESC subordinate units were always not co-located with them); which fell and all the subordinate Sustainment directed to follow their C2 node. The under a Sustainment Brigade (also Brigade Commanders (and all HRSC could not issue operational not co-located with them); which their HR assets) still worked for or fragmentary orders across “the fell under the ESC; which then fell the Corps Commander not the berm”; they could only suggest under the Corps Headquarters. TSC Commander. And the TSC technical guidance in the areas of Each layer would require additional Commander would not be the single casualty, postal, and R5 operations. reporting, monitoring, and tracking, Army integrator for logistics with This was all because each AO had when the platoon’s real mission joint and strategic partners within their own JTF commander and SLC2 was to just provide postal support the national sustainment base for did not exist in the Sustainment to anywhere between 4-7,000 the entire theater. community. personnel with postal service and What this amounted to for the postal finance support for a specific While this was frustrating at HR community was the Human geographical area. the top of the HR food chain it was Resource Sustainment Center even more so at the bottom. The (Continued on page 26) (HRSC). This newest top of the platoon leader at an APO would get system HR synchronizer, located inspected by the Postal Operations Directorate (a division under the HRSC) for compliance yet not fall under the command and control under the TSC’s HRSC, a non-command organization. This same platoon would also be under the “It starts at the top in this outfit.” command structure Team 2/461st R5 at Qwest take a break in 1SG Tutor, 101 HR Company, of a Human between manifests for the camera. R5 teams use shows his young troopers what Resource Company; TPS and DTAS to ensure the Theater accounts for personnel in the theater database. right looks like in the APO. which fell under a
22 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com Training to Go ‘Postal’ Story and Photos by Sgt. Matthew C. Cooley, 15th Sustainment Brigade Public Affairs FORT HOOD, Texas – 81st “They’re ahead of schedule,” Adjutant General (Postal) said Temecula, Calif. native Soldiers are training to earn Staff Sgt. John Hayes, a Mobil their postal certification, aka Training Team instructor with F5 (“Fox” 5) skill identifier the Soldier Support Institute during a month long course at Fort Jackson, S.C. here. Hayes, along with other The 81st, which falls under instructors, are training the the 15th Special Troops Soldiers in 12 postal related Battalion, 15th Sustainment subjects from handling of mail Brigade, 13th Sustainment and parcels to money orders Command (Expeditionary), and claims. was technically activated Much of the training is in April 2007 but wasn’t conducted on IRTs, Integrated operational until July 2008, Retail Terminals, which is quickly preparing for an quickly calculate postage SFC Joel Hathaway (right), impending deployment. a Royce City, Texas native, and insurance rates for mail. and a Mobil Training Team Most of the IRTs used during instructor with the Soldier training are USPS “hand-me- Support Institute, aids PFC down” equipment, Hayes said, Nicole Marsh, an 81st Adjutant although the Soldiers will General (Postal) postal clerk likely use newer equipment from Winston-Salem, N.C., once deployed. with the use of a postal service Integrated Retail Terminal in “The most challenging thing a postal certification class at is all the forms we have to Fort Hood. (U.S. Army photo by keep up with,” said Spc. Peter SGT Matthew C. Cooley, 15th Alva, a postal clerk attached to Sustainment Brigade Public the 81st. Alva, a Naples, Fla. Affairs) native, is one of eight Soldiers attached to the 81st. been out kicking down doors,” Hayes explained. The 81st, a Military Mail Terminal team, is one of only As many Soldiers may attest three in the active Army and to, mail is often cited as one of is poised to support Soldiers the main morale builders in SPC Peter Alva, a postal clerk in Iraq in every way that the Iraq. attached to the 81st Adjutant civilian-ran post office can “They’ll take mail with them General (Postal) and a Naples, stateside. The 81st’s mission Fla. native, practices how to on the convoys. They’ll take is vital, and the instructors make a money order during a it with them as they’re out on postal certification class here, are making sure that their patrol,” Hayes said. “For us, July 30. This is one of the many students understand that, “No it’s a good morale booster to services provided by Military matter how tired you are, no give to the Soldiers.” Mail Terminal teams such as matter how you feel, no matter the 81st. (U.S. Army photo by how sick you are, you have to SGT Matthew C. Cooley, 15th get the mail to the Soldiers Sustainment Brigade Public because those Soldiers have Affairs) been out on convoys. They’ve
Spring 2009 1775 23 How We Really Care for Our Fallen Comrades By Captain Dennis Berry
Caring for casualties while serving is the beginning in Multi National Corps-Iraq’s (MNC-I) of pain, a sense CJ1 Casualty Operations Section of loss, and can at times be a heart wrenching a great deal and emotionally draining duty that of unfinished requires the utmost compassion. business.” Yet this duty also calls for 24-hour The death non-stop exact precision on casualty of a Soldier reporting starting from the time and casualty Team 2/510 CLT from Fort Eustis assigned to COB Speicher at the 325 CSH takes a breather for a photo. of incident regarding non-hostile processing They are assigned to 101st HR Company in Iraq. casualties, wounded in action (WIA), reports are not or even worse killed in action (KIA) just impersonal across the casualty desks become quite hostile casualty events all the way reports, they are reports about real personal and emotionally exhausting. through positive confirmation that the tragedies that have happened to One needs to be steadfast when next of kin (NOK) has been notified. America’s finest sons and daughters dealing with subordinate Divisions and No matter if the warfighter is hand that will be honored and mourned by Brigade Combat Teams (BCTs). jamming the Casualty Feeder Report others. (DA Form 1156), or the Brigade S-1 HR professionals working casualty The casualty classes and slide Casualty Ops Section and the Casualty ops must anticipate repeated requests mentioned above soon became a Liaison Team at the Corps Support for updated information on casualty real world reality. Having arrived Hospital (CSH) are submitting the cases. The Casualty and Mortuary to my first Iraq tour on 6 Jan 08 initial Defense Casualty Information Affairs Operations Center (CMAOC) at while assigned to MNC-I C1, I Processing System (DCIPS) report, HRC is under strict time constraints immediately became professionally they’re all feeling that they must to ensure next of kin are notified and personally involved in the most maintain their mental and emotional promptly and more importantly, critical AG wartime function, Casualty focus to ensure our fallen comrades are accurately, about a Soldier’s casualty. Operations, as I became the OIC for cared for to the highest standard. It is essential that HR Soldiers know MNC-I CJ1 Casualty Operations. After where they’re at within the casualty While in the Adjutant General conducting a three day battle hand off line of communication, from foxhole Captains Career Course young with the previous Casualty Operations to home station, and know how to officers are emphatically taught and OIC, I rapidly realized that while obtain timely and accurate casualty constantly reminded about the extreme the instruction learned in AGCCC information laterally and up and importance, zero-defect, and vital role was emphatically taught, it was an down the system. Clear and concise this AG wartime function serves for overview at best and it didn’t take me communication is the key to ensuring our wounded and fallen comrades, long to figure out that I better get up to we collectively care for our fallen their families, and the ground speed as there will be many challenges comrades. commanders. The first slide shown in to face in the near future. class burrows deep in one’s mind “For Right off items dealing with the deceased, death is the final act. casualty flow, brigade combat However, for family and friends, death team organizations, and Personnel Services Delivery Redesign (PSDR) changed some of the didactics learned in AGCCC under the old FM 12-6, PSB and PERSCOM format. As the MNC-I Casualty OIC I quickly realized that I was thousands of miles away in a combat zone far away from the Soldier Support Institute (SSI) and MSG Hattix-Covington teaches CPT SGT Damian Beard is the MNC-I AR 660-8-1 manual study. Berry about Casualty operations. She Day Shift NCO for the Theater Being emotionally sound was is the SME on casualty operations in the first trait that an HR Casualty Ops Center. He is a deployed theater and completed her professional must acquire verifying a DCIPS with one of the second tour as the MNC-I Casualty when executing casualty subordinate Division CLT’s in Operations Chief. Iraq. ops. The reports that come 24 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com Career Program 50 (CP50) Spotlight Professional Development Funding for HR Civilians
By Michaelle Lesher, HR Specialist, US Army Human Resources Command Civilian HR Specialists are encouraged ACTEDS Plan, which is accessible at: to take advantage of available funding for www.cpol.army.mil. career enhancing opportunities. Competitive Requests for funding for HR-related training or Professional Development (CPD) funds are development must be initiated by the individual available for GS-9 through GS-15 or NSPS employee. Prior to submission, the employee must equivalent Human Resources (HR) civilians identify the short-term training or university working in series 0201 (Military). Funding course(s) and all associated costs. Requests for is available for HR functionally related, funding of part-time college courses or short- developmental opportunities which occur in term training are accepted throughout the year. academic (part-time university) classes or short- Applicants are responsible for ensuring that all term training. To qualify for consideration for required forms, endorsements, and signatures CPD funding, the training or self-development are completed. Applications must be submitted must be documented in the CP50 ACTEDS Plan. to allow sufficient processing time prior to Career Programs have been given the authority start of training/developmental opportunity. to approve CPD funds for conferences and Employees requesting CPD funding are evaluated symposiums for FY09. competitively within CP50. Each evaluation is based on information provided by the nominee’s This is an excellent opportunity to request supervisor, nominee’s experience, education, funding for attendance at the Civilian training, and/or awards and motivation Education System (CES) Foundation, Basic, for requesting the training/developmental Intermediate, or Advanced Course, if central opportunity. Selections will be made by the CP50 funding is unavailable. CPD funds have also been FCR. approved for college courses such as Strategic Management, Human Resource Development, Individuals must initiate their CPD funding Business Computer Skills, and HR Management request through the Resource Allocation Selection for Supervisors and Managers. System (RASS). RASS is an automated system that centrally manages the ACTEDS resources Funding will be considered for the following: for the intern and CPD training programs. RASS Part-Time Academic Programs. Part-time is a real time, web-based lifecycle system that university attendance is defined as weekend or eliminates manual procedures for training and evening enrollment or less than the minimum travel documents; RASS enables the creation, number of semester hours required to be submission, and approval of training and travel considered a full-time student. Requests for documents. Applications are routed electronically course funding will be considered on a class- through RASS from the employee to their by-class basis and must be HR work/mission supervisor for recommendation, then to the related. University courses that are electives and CP50 FCR, and finally to Office of the Army G1 are required by the college/university to earn a (Civilian Personnel) Budget for final for decision. degree are not considered job/mission related. Access RASS at www.cpol.army.mil; contact the Short-Term Training. Training that is 120 CP50 Program Manager prior to initiating any days or less. Training instances may include, funding request through RASS. but are not limited to, attendance at professional For more information on applying for workshops, seminars, Senior Service Colleges, CPD funding, access the ACTEDS FY2009 Fellowship Programs and the Army Management Training Catalog and the CP50 ACTEDS Plan Staff College. Attendance must relate directly at www.cpol.army.mil or contact the CP50 to human resources and be documented as Program Manager, Ms. Michaelle Lesher, mandatory or recommended training in the CP50 [email protected], DSN 221-7905, or commercial (703) 325-7905.
Spring 2009 1775 25 HRM Qualification Course for Reserve Component Officers
By LTC Tom McCloskey, ARNG Senior Advisor to the SSI Commander
The first Human Resource Management Qualification The HRMQC-RC consists of 80 hours of distance Course (Phase II) was conducted 15 September through learning (phase I) and 77 hours of resident learning (phase 26 September 2008, at Fort Jackson’s, Soldier Support II). The classroom environment is designed to use the Institute, Adjutant General School. The first twenty critical thinking process to solve real world brigade-centric students that attended the course expressed a collective personnel issues that students will find themselves faced “Hooah” on the course. The students provided high with when deployed, or at home station. marks on the relevance of the material covered, the This course is open to the following personnel on a space professionalism of the instructors and the hands on training available basis: Warrant Officers serving in the BDE/BCT, that was given during this resident phase. Div/Corps or ASCC; senior Non-Commissioned Officers The resident training provides the student with what (SFC-MSG) serving as NCOIC of a BDE/BCT S-1 section; they need to know about the and DA Civilians (GS role of the Brigade S1, theater 11- GS 13) who support You cannot self enroll in the HRMQC – RC HR structure and operations, BCTs as a member of Deployed Theater Accountability course. To enroll, contact an ATRRS/train- a Military Personnel System (DTAS), Personnel ing manager at your unit. Request that they Division. Personnel Strength/Accounting Management enroll you in the following: must be serving in or be (PASR), DIMHRS on-Line Distance Learning (dL) Phase: projected to serve in a valid Training, MILPAY, Personnel Course: 7C-42H/500-F32 (dL), Phase: 1 Human Resources Manager Readiness Management (PRM), School Code: 805C position. Unit Status Reporting (USR) Residence Phase: There are several classes and Line of Duty Investigations Course # 7C-42H/500-F32, Phase: 2 being offered in FY09. (LODI). This is just a few of the However, we strongly many HR areas covered during School Code: 805C encourage Soldiers to instruction. Students will also The dL phase must be completed prior attending schedule an appointment be part of an in-depth discussion the two-week residence phase. with their ATRRS/training (VTC) with currently deployed manager to see what dates S1’s. Our first VTC with deployed are currently available. As HR professionals provided the RC personnel community becomes more aware of this valuable insights and lessons learned from S1’s currently course and what it has to offer, there will be an increased down range. demand in the amount of Soldiers signing up for the This course was specifically designed for the Reserve HRMQC 2 X 2. After taking this course you will be awarded Component commissioned officers (minimum rank of CPT) a certificate to be a functional 42H. who have successfully completed the Captains Career HRMQC (2X2) POC: Course Director, LTC Wayne Course (CCC) and have been selected to fill a field grade Potuznik, [email protected], (803) 751-8422. BDE/BCT S-1 position (42H or 42B). Officers must meet height and weight standards of AR 600-9. Course Administrator, CPT Samone Chapman, [email protected], (803) 751-9641.
Building Modularity Forward CASCOM is our parent, so that must be the place we take (Continued from page 22) this discussion. And while CASCOM seems to be where the It did not take long into the 07-09 rotation to see how preponderance of sustainment types hang out, we are all confusing this all could get. This is on top of shifting the SUSTAINMENT. HR is SUSTAINMENT just as much as paradigm for the customer who had to learn where his OD, QM, and TC and don’t forget our other brothers down service was now delivered from when the PSB’s were drawn the hall in SSI—Finance. We should not automatically take down and it’s replacement the HR Companies no longer did the backseat in the discussion. Our mission and purpose is essential personnel services it once did. just as critical to the warfighter and the warfight. The answer is not to wait for the SLC2 boat to dock. The LTC Angie Holbrook just recently redeployed as the Chief answer is to swim out to meet it. The are lots of smarts folks of CJ1 Operations for Multi-National Corps–Iraq as part in our two communities that should be able to troubleshoot of III Corps where she was responsible for many of the HR how best to address this interim dilemma and frustrate our Opera¬tions including casualty, postal, and the transfer of EPS young leaders who are called on to lead these new, leaner from legacy to new PSDR brigades for the Iraq Theater. She is SRC 12 structures that much of our future HR credibility now the G1 of 13th Sustainment Com¬mand (Expeditionary) at rests on. Fort Hood, TX.
26 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com Theater-Level Human Resources (HR) Operations Conference
By SFC (Ret) Kenneth M. Fidler, Jr.
The Adjutant General (AG) School hosted its fourth Theater HR Doctrine Overview and Structure, Theater Theater-Level Human Resources (HR) Operations Sustainment Command (TSC)/ESC Support Operations Conference on 3-6 Nov 08 at Fort Jackson, South (SPO), ARNG and USAR HR support considerations, Carolina. The intent of the conference was to provide HR DIMHRS update and demonstration, Postal Operations, training under the auspices of Army HR Transformation, Casualty Operations, R5 Operations, PASR/PRM/PIM Personnel Services Delivery Redesign (PSDR), and new considerations, G1 Operations, ARCENT C1/Theater HR SRC 12 unit structure for newly activated and deploying Operations, and an HRSC Theater update from the 14th theater-level HR units. The conference’s focus was on HRSC. The conference culminated with a Theater HR the doctrinal application of FM 1-0 (Human Resources Planning Rock Drill, which enabled conference attendees Support) and relevant theater HR issues. to apply critical thinking to start the mission analysis process for upcoming deployments. All four days were spent training HR leaders from all components on current HR doctrine, structure, The conference began with opening remarks from employment and HR application. Units attending COL (P) Mustion, Commander, Soldier Support Institute the conference included: the 310th Human Resources (SSI). COL (P) Mustion emphasized the requirements Sustainment Center (HRSC) from Fort Jackson, SC; of all HR professionals, particularly in activating or 143rd Expeditionary Sustainment Command (ESC), deploying units, to fully understand HR doctrine and from Orlando, FL (USAR); an HR Company and HR its intended application so as to properly advise Army Operations Cell (HROC) from the 593rd Sustainment commanders on HR operations. Understanding HR Brigade, I Corps, Fort Lewis, WA; members of the 3rd doctrine and HR relationships between the HR and HRSC from Jackson, MS; and two other HR Companies. Sustainment communities is critical, especially if HR leaders were provided the doctrinal tools needed commanders elect to deviate from current doctrine. to understand the tasks, capabilities and intended The following is a brief summary of the theater-level utilization of the new SRC 12 HR organizations. HR operations and HR corecompetency presentations Although commander’s guidance and METT-TC covered during the conference: continue to drive HR operations during deployment, HR professionals must know the doctrinal perspective for Theater HR Doctrinal Overview and Structure (LTC providing HR support to Soldiers as we continue to fully Tom Quinn, Chief, Combat Developments, CDID-SSI): transition to a brigade-centric force. LTC Quinn gave a presentation which focused on the doctrinal aspects of HR transformation. He emphasized Since PSDR expands the responsibilities of S1 that doctrine is an approved body of thought on how the Sections and creates new theater-level HR structures Army conducts operations and that doctrine contains that have not previously existed to perform specific the fundamental principles by which the Army guides functions, the AG School executed its responsibility to its actions in support of national objectives. LTC Quinn’s assist and train these organizations under new doctrine brief also focused on Theater-Level Redesign Overview and concepts. The conference included presentations on and Concept of Support, Theater-Level SRC 12 Structure Roles and Responsibilities, HR Operations Branch (Cell) Overview, and SRC 12 Rules of Allocation. TSC\ESC SPO and HR Operations Brief (Mr. Cyril Allen, Chief, Multi-Functional Division, FDD-CASCOM): Mr. Allen provided a briefing on the Modular Force and how Force Management Operations fit into that structure. He emphasized that sustainment capabilities are being redistributed in the modular force with emphasis on robust capability in the BCT/SUST BDEs. He also mentioned that Sustainment Commanders will C2 HR Units during deployment operations, but must rely on the HRSC for technical oversight. Mr. Allen also pointed out that integration of HR Ops into sustainment organizations will provide the flexibility to meet operational requirements. He also emphasized unity Members of the 310th HRSC, Fort Jackson, SC, of command to maximize the effective use of Echelons participate in a theater planning rock drill at the Above Brigade (EAB) Force Sustainment (FS), while at conclusion of the Theater Level HR Operations the same time ensuring the best quality support to the Conference 3-6 Nov 08 Maneuver Commander. Spring 2009 1775 27 USAR Theater HR Support (LTC Mark Cogburn/SGM Mail Recovery Operations, Postage Gift Card Initiative, Gary Martz, USAR G1): LTC Cogburn and SGM Martz and Proposed Legislation. provided an overview of specific HR considerations Mr. Larry Vann from DA Postal, provided an overview when providing personnel service support to deploying, of Army Postal Management, mail movement, and deployed and redeploying Army Reserve Soldiers and other Army specific postal issues to include Hybrid Mail units. They provided updated information concerning and the Portable Post Office. Mr. Vann concluded his RC Mobilization/Demobilization Policy, Stop Loss/Stop presentation by emphasizing the area of Postal Training Movement Policy, Active Duty for Operational Support, on Military Installations, which would provide postal Evaluation Reports, Officer Promotions, Enlisted training for the active and reserve forces, as well as Advancements and Promotions, Post Deployment/ validate reserve forces prior to deployment. He also Mobilization Respite Absence, Assignment Incentive stated that there are several training capabilities and Pay, Medical Retention Processing, Transfer of advantages to include ability to accept and dispatch Mobilized RC Enlisted Soldiers into the Regular Army, mail, sell money orders, perform mail directory Release from Active Duty, and Demobilization Actions. functions, and eliminate the need for personnel to deploy DIMHRS Brief and Demonstration (COL Pat Devine, OCONUS for Annual Training. Army DIMHRS): COL Devine presented an updated LTC Ed Allen, Chief, Postal Operations Division, overview of the DIMHRS program. DIMHRS is currently 14th HRSC, gave a briefing on current theater postal anticipated to reach Initial Operational Capability (IOC) operations. LTC Allen discussed the mission, METL across the Army in March 2009, and will eventually and capabilities of the 14th HRSC Postal Operations be DoD wide; the Air Force will deploy the system in Division, transportation flow, volume data and reports. 2009 following the Army. COL Devine emphasized The highlight of his briefing was a theater update that that Soldiers will be paid, promoted, transferred, etc., covered absentee ballots (i.e., ARCENT/14th HRSC through DIMHRS. COL Devine also emphasized that received 65,426 absentee ballots and distributed conference attendees make necessary preparations and 58,686, with only a 2.2% return to sender rate, which inform their commands, Soldiers and their Families, and was the lowest in DoD), open parcel inspections (APOs any other personnel that will be affected by DIMHRS. conduct 100% open parcel inspections which result in COL Devine summarized his presentation by telling the a significant reduction in non-mailable articles found attendees that DIMHRS is simply the tool to manage during retrograde x-ray), automated military postal personnel and pay; Soldiers and DA civilians working system, and the consolidated Official Mail Facility at the jobs will still be the authority to ensure DIMHRS Bahrain for OEF/OIF locations. works properly. Casualty Operations: Mr. Mike Armstead, CSM, Postal Operations: CPT(P) Allen Sliter from Retired, of the AG School, provided a briefing on the AG School provided a briefing on the doctrinal the doctrinal perspective of Casualty Operations, perspective of Postal Operations to include the Postal which included Casualty Operations Management Operations Mission, Theater Postal Operations, Responsibilities, Casualty Operations Reporting and Postal Organizations and Responsibilities, and S1/ Tracking, Casualty Reports and the Casualty Reporting G1 Postal Responsibilities. CPT(P) Sliter emphasized Flow. Mr. Armstead emphasized that accuracy several key points to include updating mail routing and timeliness are critical components of casualty schemes and successful transportation coordination management, and depend on assured communications and communication which will lead to successful mail and reliable access to personnel information. delivery for all Soldiers on the battlefield. He also stated that units must stay aware of task organization and Mr. Kevin Logan from Human Resources Command- unit location changes as well as keeping those units Casualty and Mortuary Affairs Operations Center (HRC- informed of changes to postal policies and procedures. CMAOC), provided an overview of CMAOC and theater He also emphasized communication with APO units, casualty operations. Mr. Logan reiterated that timely mayor cells and the local community regarding customer and accurate casualty reporting is key to notifying the service issues. CPT(P) Sliter concluded his presentation NOK. Theater provides CMAOC a “heads up” phone by stating that postal personnel must think outside the call as soon as possible. This allows CMAOC to inform box and logistically; understand official mail procedures; the Casualty Assistance Center (CAC), who can then ensure that inspections are being conducted; and that prepare the notification team and locate a chaplain. He mail is a serious issue and standards must be enforced. stressed the importance of making timely supplemental casualty reports, especially in case of changes in Ms. Faye Johnson from Military Postal Service casualty circumstances. Agency (MPSA) provided a briefing which covered the following subject areas: MPSA and DoD Postal Mr. Logan stated that 15-6 investigations are Structures, Standards and Measurements, Assessment required for all hostile deaths, friendly fire cases, and and Integration Teams, 2008 Postal Voting Support, when death occurred as a result of an accident. By law, Product Tracking System, Consolidated Mail Facilities, Families must be notified whenever DoD initiates an investigation. In all cases, CMAOC is provided a copy of
28 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com the investigation, but is not the release authority to the respective command’s successful and sustained HR Family. support and readiness during combat operations. Mr. Logan informed those in attendance that PIM. Upon arrival in theater, a Theater Gateway posthumous awards must always reflect accurately R5 Team captures the personnel accountability (PA) of the circumstances for which they are being presented. individual Soldiers entering, exiting or transiting the HRC Awards Branch will board posthumous award theater in DTAS (part of the PIM system). BDE/BN S1s recommendations originating from theater. The goal is execute PA maintenance tasks (i.e.,duty status change, to present the awards at the funeral. grade change, AEA codes, etc.), ensuring eMILPO keeps the PIM system up to date. Mr. Logan discussed several Casualty Assistance Program Initiatives: 1) Fielding Casualty Notification PASR. The HRSC is responsible for the theater PA Officer/Casualty Assistance Officer (CNO/CAO) training portion of PASR and executes this mission through packages; 2) Mobile Training Teams (MTTs) to visit each its R5 Teams and support to subordinate commands. CAC and CAC identified units to train trainers as well Strength Reporting (SR) is a S1/G1 responsibility and as prospective CNO/CAOs; 3) Fielding pre-deployment relies on the PIM system for SR accuracy. The lynch film on personnel readiness for Soldiers and their Family pin of SR comes through the submission of PERSTAT members; 4) Long Term Family Case Management and JPERSTAT reports generated by S1s/G1s, which available to answer Families’ questions and provide ultimately supports PRM. long-term case management (for as long as the Family PRM. Requires PASR to provide analyzed personnel wants); 5) Military or contract air to transport remains, strength data in order to further process and determine as a result of the 2007 National Defense Authorization Soldier distribution and further personnel requirements Act (NDAA); and 6) A two-person honor team now meets impacting allocation decisions and replacements all remains at airports. operations. Under HR Transformation, HRC establishes Mr. Logan concluded his presentation by discussing a direct PRM relationship with Army Brigades, which several key points: 1) Families sometimes request a streamlines the personnel readiness process with G1 “special escort”. This can be a Family member or another oversight. Soldier from the unit in theater; 2) CMAOC will seek Theater G1 Operations (LTC Lorri Golya, G1, 1st Inf information from the unit about the deceased Soldier Div): LTC Golya gave a presentation on CJ1 Operations to personalize the funeral; 3) Information provided by from Multi-National Corps - Iraq. She discussed several the unit often appears on CMAOC’s R-9 report, that key areas of the Commander’s Assessment: 1) Security is shared with the senior Army leadership; and 4) The – security has improved, but is still reversible; Al requirement for all Soldiers to update their DD Form 93 Qaida in disarray, but capable of spectacular attacks; using the Jan 08 version by 31 Jan 09. special group criminals are isolated, buy attempting R5 Operations (LTC Buck Nichols, AG School): LTC re-emergence; and foreign fighter flow and Iranian Nichols provided a doctrinal overview on R5 Operations interference is disrupted; 2) Iraqi Security Forces to include the R5 Mission, Roles and Responsibilities, (ISF) – performance andprofessionalism is improving; R5 in Kuwait, Key Considerations, and Contracting still requires enablers, advising and mentorship; in Theater. LTC Nichols focused his presentation Iraqi Army developing faster than Iraqi Police and on critical R5 tasks: 1) Accountability of transiting border forces; and 3) Civil Capacity – secure and fair Soldiers and civilians using Tactical Personnel System/ elections; budget execution; essential services to the Deployed Theater Accountability System (TPS/DTAS) Provinces; and unemployment and underemployment. and Synchronized Predeployment Operational Tracker/ LTC Golya provided several “CJ1 Keys to Success”: Joint Automated Micro-Based Medical System (SPOT/ 1) Pre-game/pre-deployment – visit key HQs/ JAMMS); 2) Planning, coordinating, and executing R5 agencies (USCENTCOM,JFCOM, HRC); High Con for Operations; 3) Maintaining personnel accountability subordinate units/Mission Readiness Exercise (MRX); 2) from designated points of origin (APOD/E) to final Pre-Deployment Site Survey (PDSS) x2; 3) Main effort/ destination; and 4) Coordinating critical life support and key events forecasting (visibility); deliberate right seat/ transportation requirements for transient personnel as left seat ride during RIP/TOA; 4) Deployment planning determined by METT-TC. horizons (CurOps, FuOps, Plans); Coordination; Battle Rhythm; Terms of Reference (who does what); and 5) PASR/PRM/PIM Considerations (LTC Dave Smoot, Redeployment – Thorough AAR with lessons learned; AG School): LTC Smoot, Director of Training, AGS, and develop training plans for future deployments. presented an overview of PASR/PRM/PIM and the interrelated and interdependent relationships they ARCENT C1/Theater HR Operations (COL Sheila possess, and how they collectively support personnel Hickman, 1st TSC): COL Hickman and key members readiness for the brigade-centric Army. The two HR of her staff provided updates on DIMHRS, Personnel communities that support Army personnel readiness Accountability, Replacement Operations, Strength are the SRC 12 (AG) units, which execute theater Reporting, and HR Information Management. In the HR operations, and the S1s/G1s responsible for their area of Personnel Accountability, they continue to
Spring 2009 1775 29 upgrade DTAS as identified through the configuration an overview of current theater operations within the control board; continue to test and implement the 14th HRSC. The 14th HRSC provides theater HR automated Joint Personnel Status (JPERSTAT); support, technical guidance, and assistance to the continued design of the Automated Personnel Status TSC, ESC/SUST BDE HR HROCs, and HR Companies (APERSTAT); and improve DTAS tie-in with unit and by conducting assessments, inspections, conferences, individual personnel force flow at the APOD/APOE. site visits and on-site training. They also provide HR expertise to ARCENT/1st TSC in support of FSO The Replacement Operations Division provides re-balance through the use of HR Planners (i.e., the following support: 1) PULL – request for RC Afghanistan). LTC Housh pointed out that the 14th replacements based on combat/non-combat losses; 2) HRSC conducts theater assessments of HR practices, PUSH – replacements deployed into theater based on processes and functions through inspections (Postal a predictive model; 3) Contingency Active Duty for Assistance and Assessment Teams (PAAT)), written Operational Support (COADOS) – RC Soldiers volunteer products and SAVs. He also mentioned that the to extend their active duty tour; 4) AIP – Voluntary and HRSC is proactive in the analysis of contracting for involuntary extension of tour of duty past 12 months SRC 12 functions. LTC Housh also mentioned several boots on the ground (BOG); and 5) Worldwide Individual other key areas and objectives: 1) Refine ESC/SUST Augmentation System (WIAS) – arrival tracking. BDE HROCs Force Management roles and functions The Strength Reporting Branch “way ahead”: 1) (exercise participation, conferences, Human Resources Automated JPERSTAT (J-SERT Server) - Implement Assessment Teams (HRATs), and on-site training); a manual JPERSTAT for all ARCENT units; the 2) Continued support of DIMHRS implementation; 3) manual report gives us better visibility of the location Remain engaged with sustainment leadership through of troops on the battlefield; 2) Army Personnel Status exercise participation for deploying elements; and 4) (APERSTAT) (Excel-based) - Ensure units use the Provide ongoing feedback to SSI/AG School on current same excel format; ensures units know how to correctly HR Doctrine. LTC Housh concluded his presentation annotate data on weekly updates; slashes APERSTAT by stating that the HRSC is relevant at the strategic, preparation time in half by only submitting relevant operational and tactical levels to commanders and data to DA; and 3) Personnel - Continue to coach/train/ the war fighter on the battlefield. He emphasized that mentor Soldiers and emphasize the importance of strong Casualty Ops is a “zero defects” area and that Postal working relationships with lower and higher levels of Operations impacts morale at all levels. Additionally, command. PASR statistics and information is imperative to commanders at all levels. The HR Information Management Branch discussed some of their challenges with the conference attendees: In conducting the conference, the AG School was 1) Accuracy reporting between the JPERSTAT and supported by US Army Human Resources Command, DTAS (reporting data +/- 2%; interaction with TPS, and other external commands/agencies executing current JAMMS, and replacement operations systems); and 2) HR operations. In addition to broad HR subject matter Anticipation of the DIMHRS system and its functionality experts, the AG School assembled participants who had on the network (allocated bandwidth issues; integration a wealth of theater experience. The training during of current legacy systems being used). the conference was not meant to serve as a deploying unit’s mission rehearsal exercise or pre-deployment site HRSC Theater Brief (LTC Dave Housh, 14th HRSC): survey. The intent was to educate and train HR leaders LTC Housh, Deputy Director,14th HRSC, provided on current HR doctrine that was fielded as a result of HR Transformation and PSDR. We culminated the conference with a Theater HR Planning and Support Rock Drill, which afforded all conference participants an excellent opportunity to apply the doctrinal training that was provided in a contemporary operational environment. All conference slide decks are posted to AKO Collaboration. Once in AKO, click on “Files” and go to: U.S. Army Organizations – TRADOC – Schools – AG School – Theater Level HR Ops Conf – Slide Decks. Please take the time to review the briefings and other conference materials and feel free to contact the AG School if you have comments or questions (POC is LTC Dave Housh (L), Deputy Director, 14th HRSC, [email protected]). shares valuable information on theater operations SFC (Ret) Kenneth M. Fidler, Jr., is a Senior with SGM Catherine Berner (C), Directorate SGM, Consultant with Booz Allen Hamilton. SFC (Ret) Fidler 310th HRSC and COL Richard Sheider (R), Director, is also the VP-Membership for the AGCRA. 310th HRSC 30 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com RC NOTT Ends Mission By LTC Robin S. Smith
In September of 2006 the Reserve Component (RC) New Organizational Training Team (NOTT) III embarked on an aggressive two-year training mission. The mission objective was to train Human Resources (HR) Soldiers assigned to units of the Army National Guard (ARNG) and the United States Army Reserve (USAR), whose units were transforming under Personnel Services Delivery Redesign (PSDR). Those RC Soldiers whose units were mobilizing under, the new PSDR concept were first to be trained.
PSDR training covered most of The US Army AG School RC NOTT Team members. the HR functions migrating from mobilization received access to the Insurance (SGLV), DD Form 93, the Personnel Services Battalions AC Systems from the training site evaluations, promotions, awards, (PSB) to the Battalions (BN) and locations and prior to returning to military pay and lines of duty Brigades/Brigade Combat Teams their duty stations or mobilization investigations (LODI). While the (BDE/BCT) under the PSDR concept. sites. In preparation for deployment, ARNG and USAR HR professionals Additionally RC Soldiers received RC Soldiers received hands-on have performed functions falling hands-on training with the Active training with Deployed Theater under EPS, within their respective Component (AC) systems. This Accountability Software (DTAS), BN and BDE/BCT for years; training was instrumental as it Tactical Personnel System (TPS), this training, in many cases was allowed the Soldiers to familiarize Common Operating Picture refresher training. The added themselves with AC personnel Synchronizer (COPS), Total Officer benefit, however, is that the RC systems that were required to Personnel Management Information Soldiers received training and perform the HR core competency System (TOPMIS), Enlisted personnel policy updates covering of Manning the Force while in Distribution Assignment System aspects of EPS across all three theater. Most noteworthy, RC (EDAS) and electronic Military components. Soldiers within ninety (90) days of Personnel Office (e-MILPO). The first RC unit trained under No HR training PSDR was the 218th RSG, of the would be complete South Carolina ARNG (SCARNG). without mention With this mission the NOTT quickly of Essential identified challenges that would Personnel Services impede training moving forward. A (EPS). PSDR challenge commanding immediate training included attention was one that prevented a wide range of access to IP addresses. These IP functions falling addresses were required under EPS such as Servicemembers’ Group Life (Continued on page 43) The RC NOTT Team members at work.
Spring 2009 1775 31 SECTION III: AROUND THE CORPS AND HR COMMUNITY
What Do You Mean “Just An Adjutant”? By CPT John E. Cooper, Adjutant, 1-14th IN “The Right of the Line” When the IED went off, the explosion viewed from my position as an air-guard in the sounded like a big cherry bomb. Given the grave back of a Stryker Infantry Vehicle, even looked loudness of other booms in our AO, we were pleasant enough… thankful it wasn’t more spectacular. But only a few hundred meters up the road Leaving Fort Campbell, KY almost four years from where I took this picture, as we were on ago after my first deployment, the last thing I our way back: Kaboom! Then there was this imagined myself doing (especially as an AG guy) really narrow but deep crater off to the side of was battlefield circulation with a backpack full the road. of enough money to retire on. Now assigned to the 2nd Stryker Brigade Combat Team, 25th Infantry Division (or 4th Infantry Division if you go by “plug and play”), week after week, I’m out of the office and having fun. I’m in a phenomenal unit, the 1-14th Infantry Battalion “Golden Dragons” and the professionalism and camaraderie are high. Now, I have to tell you that this IED was a bit of a surprise, happening only moments after we left our completed mission to pay the “Sons of Iraq” (SoI). These Iraqi men are a US- authorized local militia who provide critical infrastructure security and from whose ranks Let me humbly offer a perspective of AG life the foxholes for the expanding Iraqi Army are here in sunny Babylon. Lesson #1: It’s nothing soon to be filled. Anyway, we had just paid like the AG Captains Career Course (AGCCC). out stacks of money to the SoI, had a great Not that some good doctrine and professional time telling jokes, and enjoyed a huge feast. skills aren’t taught at AGCCC. Sure they are. Even though all the Golden Dragons in our Rather, I mean that while you can apply what convoy were alert, nobody was really expecting you’ve learned in the classroom environment, anything to happen. The road into the riverside almost every Adjutant I know has an extra duty retreat where the pay operation occurred, which takes on a life of its own and may even overshadow the primary duties. For example, here in Iraq, some Adjutants have the additional duty of Protocol Officer and follow their Battalion Commander around taking notes on meetings, writing thank-you letters, and helping the Boss remember many, many names (which all seem to sound alike). Still other Adjutants have the additional duty of Public Affairs Officer, which involves media embed coordination, picture taking, article writing, Soldier showcasing via interviews and
32 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com hometown news releases (i.e., the good stuff). not covered. However, the fear of getting a No Then again some Adjutants, like the one in my Pay Due for the next twenty years is a good Battalion, have the additional duty (well, one of teacher. It’s ‘Fear In Accounting: 101’. them anyway) of serving as the Battalion Pay You really never know what might come up Agent. “Pay Agent”. Seems simple and ordinary on or after these pay missions. Once I hopped enough, right? Right. on a Deliberate Combat Logistics Patrol (DCLP) to catch a ride back from the city of Tarmiyah. Twenty minutes into my return journey to Camp Taji, in the rearview mirror I noticed the contracted civilian sewage sucker truck (usually referred to by another name) swerving violently and trying to pass the up-armored hummer I was in. I was on a narrow Iraqi road. I thought, “What the heck, man, what’s this all about?” The truck appeared to have been engaged by small arms fire, but we had just been engaged by Iraqi kids throwing projectile rocks, so maybe they had assaulted the sewer sucker truck. It was difficult to tell from the windshield damage. Let me tell you that these kids are good at throwing rocks, they’re like William Wallace in Wrong! (but thank you for playing along). Braveheart. Now, I really have no issue with Among the requirements for serving as the the kids – they’re just letting off steam and they Battalion Pay Agent are the ability to constantly don’t hurt us. But to the insurgents I say this: coordinate travel throughout the battle-space, “Have you no shame? Leave the sewage sucker the discipline to keep tight books on millions of truck alone”. dollars, and the good fortune to have a dashing, debonair personality. Okay, maybe not the last Seems like every convoy I’m in at least gets item- but it does require living out of a rucksack ‘rocked’. Sometimes shot at, even IEDed, and two to three weeks out of every month. it’s not every JSS or FOB that receives incoming when I’m around. But sometimes it sure seems Call me crazy, but I think it’s all still fun in that way. No matter, because we have Strykers. the sun and I’m still enjoying it, (good thing Gotta admit, I like rollin’ out in Strykers. I took the Captain Incentive Bonus). As a Battalion Pay Agent, you also become a real-life So what do these SoI payouts I mentioned bookkeeper. Actually, bookkeeping is now one of actually accomplish? Three things, actually. my hobbies, in fact my only hobby, one which I frequently share with my Company Pay Agents and their untold millions of dollars. It’s quite impressive, really, this Infantry money machine, and the Army trusts us with all this money. Wow! It’s like monopoly for real: Boardwalk and Park Place and even those yellow and green properties that nobody ever remembers. Believe me, this extra job is worth the trouble. This additional duty has given me the opportunity to meet thousands upon thousands of Iraqis, and personally pay over a million dollars per month in cash-- cold, hard cash. For those of you who haven’t been to the advanced course, please take note: pecuniary liability is
Spring 2009 1775 33 First, it helps the Iraqi men get out there schedule has proven much easier than one and directly contribute to the security of their might think. After all, if subordinate units don’t country, reducing the workload of American come and get me, their SoIs don’t get paid, and Soldiers. Second, it gives Iraqi men a source of if the SOIs don’t get paid, they don’t work. If the income, which is another really big benefit for SOIs don’t work, the American Soldiers have the Soldiers out there on the road because it more work to do. So, I’ll get up early, stay up reduces the temptation for Iraqi men to emplace late, travel all over just to spend all day in a hot IEDs. The average monthly salary for one of the room drinking chai (tea) and getting to know the SoIs is about $300 per month – interestingly Sheiks and their fighters. I’ve become friends similar to the amount the insurgents offer with them over the last eight months. It’s great. for emplacing an IED. A third thing that this Allow me to switch gears on you for a payment accomplishes is that it puts money into moment. Now, from the AG perspective, I’d like the local Iraqi economies. The more jobs, the report something: Personnel Services Delivery better. Redesign (PSDR) works! Not that my opinion How do I specifically prepare for the task matters very much. But I’ll rock on, nonetheless. of Payday OPS? Aligning myself with combat I actually recall in 2004 when the big-wigs from patrols is probably the toughest part. However, HRC (the artist formerly known as PERSCOM) synchronizing myself into a company’s patrol descended upon the 101st Soldier Support Battalion (SSB), swarming upon it like starving locusts. I’d spent several years in the SSB back in the days of Deb Head, Gene King, and Ed Mason. So, back then, especially after OIF #1, I wasn’t sure how I really felt as I watched the 101st SSB get carved up. Now, that I’m a part of PSDR on the other side of the world, it’s good to see that, in retrospect, those force re- structuring people from EAR (Echelons Above Reality) knew what they were doing. So, the great PSDR experiment appears to be a success. One comment I’d like to add is that even though there is certainly some appreciable, systematic ingenuity with PSDR which streamlines admin systems, what really makes it work is our kick- butt, dedicated Soldiers – the Army’s AG troops Above, a young SoI checkpoint leader receives his just flat out make it happen day after day, after payment from his local Iraqi Sheik. Below, the SoI day, after day. taking a hard-earned break. I almost forgot about food! I did want to mention the local chow. Yes, it’s a great perk of going on missions. One of the real benefits of engaging Sheiks in these business trips is that they feed you- and they always feed you well. In fact, you cannot not get fed. So back to the IED I mentioned earlier- fortunately nobody was hurt as it detonated in between the lead vehicle and the second vehicle (the one in which I was riding). When I was done with that mission, it sure was nice to head back to the FOB. It’s not a bad place and it’s pretty safe. They even put T-Wall Barriers next to the coffee shop. Really. They do.
34 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com When I’m comfortably back at “Club Taji” I will continue to be a success. I believe that first often think, with a bit of guilt, about our SoIs downs will be gained in the COIN fight. And I out there in the middle of counterinsurgency believe that our ethos and values will drive the operations (COIN). I can’t help but think that, Soldiers here on to even greater successes and in essence, these dedicated men are doing the that those successes will eventually lead them same thing that our colonial militia did back home. in during own revolutionary times. Many of At the end of the day, I honestly feel like an us over here have developed friendships with “S-Once in a while” instead of an S-1. There’s and grown to respect the Sheiks and Iraqi so much going on inside and outside my own militiamen. sphere of influence. No matter how often you’re gone, the admin train never stops chugging- it’s always there waiting for you when you get back from your long missions. But you improvise and fight back the tide of awards, correspondence, OERs, you name it. A friend of mine once told me that “Every personnel action is a sensitive item.” When you take such a serious approach to admin, you feel not only the joy of accomplishing tasks both inside and outside the wire, you also feel the tug of responsibility to get it all done right- and that’s not always an easy thing to do. But that, in itself, can be its own reward. So, I still maintain that PSDR + Iraq + COIN = the best of both worlds, admin and combat service. I can’t help but think back to my tour at You know, as things stand with PSDR, Fort Campbell, KY. One night while pulling Adjutants are forced to work harder and harder Staff Duty, walking the quiet halls of Bastogne and learn more and more. I remember reading Brigade’s Headquarters, I remember a WWII in a very well known book which spoke of a poster which proclaimed: “No jump pay, but life based on principles. The book offered the never a dull moment”. I smiled then. very sound idea that while you can’t always see the future with certainty, you can always see No jump pay here, that’s for sure. it reliably. Evolved principles govern PSDR, COIN, the Warrior Ethos, and the Army Values. What does the future hold? I don’t know exactly what’ll happen, but I do believe that PSDR
Spring 2009 1775 35 22d Personnel Services Battalion Seals Their Legacy of Greatness in OIF By CPT Michael J. Skiff
As one of the last remaining with the 376th PSB, who was deployment TPS/accountability, Personnel Services Battalions responsible for postal and postal operations and essential (PSB) in the Army, the 22d PSB personnel support only to units in personnel service support of Fort Lewis, WA deployed to the Balad (LSA Anaconda) area. (PSS). With regard to casualty Iraq for a 15 month rotation Simultaneously, they assumed reporting, the 22d PSB submitted in support of Operation Iraqi command and control of all postal over 8,000 casualty reports (both Freedom (OIF) 06-08, and and personnel support for the initial and progress reports) performed exceptionally - remainder of MND-N, taking over on Soldiers, Marines, Sailors, providing personnel services in an enormous footprint previously Airmen and DoD civilians Multi-National Division-North controlled by two PSBs. They wounded or treated in MND-N (MND-N) Iraq. The battalion were the first PSB to have such during OIF 06-08. This included deployed 450 Soldiers and a vast area of coverage with a personnel detachment generated provided essential postal and span of control 80% larger then reports, as well as geographic personnel services in support of doctrinally directed. The 22d support reports completed by approximately 66,000 Soldiers, PSB supported both legacy and the 22d PSB’s 24-hour Casualty Airmen, Seamen, DoD civilians, Personnel Services Delivery Liaison Teams (CLT) operating and contractors throughout a Redesign (PSDR) enhanced units at the four hospitals (two geographical footprint spanning to accomplish the personnel and Combat Support and two Air over 45,000 square miles and an postal mission across MND-N. Force Theater) at FOB Marez impressive 32 Forward Operating They aggressively planned, (Mosul), FOB Warrior (Kirkuk), Bases (FOB) over all of Northern coordinated, and provided COB Speicher (Tikrit), and LSA Iraq. 22d PSB provided accurate resources necessary for non- Anaconda (Balad). The caring and timely essential personnel transformed brigades in MND-N and conscientious service of services, area personnel support, to begin PSDR transformation the Detachments and CLTs in and Reception, Replacement, and become self-sufficient in reporting and managing open Rest & Recuperation, Return- terms of essential personnel cases led to the Army and to-Duty and Redeployment (R5) support to their Soldiers. MND-N fulfilling its sacred operations including manifesting obligation of notifying families A large part of the 22d PSB’s operations at Arrival/Departure and loved ones in accordance with exceptional performance and Airfield Control Groups regulatory standards and the successes can be attributed (ADACG), and postal operations wishes of our fallen comrades in to the myriad of challenges it and finance support within the an accurate and timely manner. overcame before assuming its MND-N (Iraq) area of operations. This performance becomes more mission in Northern Iraq. The 22d PSB maintained 24/7 support remarkable when considering battalion deployed separately in the critical personnel areas the sheer volume and additional by detachment and platoon of casualty operations and R5 coordination required because into theater throughout ADACG operations, providing the battalion was responsible the deployment, with most exceptional service to the for processing all casualties subordinate units inorganic to MND-N every day and night to that were medically evacuated the battalion, but operationally ensure that casualty reporting to Landstuhl, Germany for all controlled in theater. Over and personnel accountability of Multi-National Corps – Iraq the course of the 15-month never faltered. 22d PSB always (MNC-I), not just MND-N. deployment, the 22d PSB supported combat forces, both on provided command and control Reviewing essential personnel and off the FOBs, to ensure all to over 45 subordinate units services, the 22d PSB Personnel their personnel and postal needs (companies, detachments, Detachments provided responsive were not only met, but exceeded platoons and teams) consisting support to Soldiers, Marines, their expectations. of Active, Reserve, and Air Force Airmen, Seamen, and DoD The 22d PSB arrived in theater units. civilians and contractors and executed a seamless Relief throughout MND-N. From Personnel support priorities in Place/Transfer of Authority September 2006 to December consisted of casualty reporting, 36 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com 2007, the 22d PSB provided in one year began accounting than 48 hour) interruption in unsurpassed essential personnel for transient personnel as they customer service at FOB Marez support, processing over 28,000 moved across the battle space. (Mosul) when the APO burned Common Access Cards (combined This action directly improved the down. military and civilian); over accuracy of the Deployed Theater Finally, upon completion of 1,500 sets of identification tags; Accountability System (DTAS) their mission in December 2007, over 5,500 OERs and NCOERs; and the personnel accountability the 22d PSB conducted the very over 7,500 officer and enlisted of the entire theater because first transfer of authority in records updates (including LSA Anaconda experienced the Iraq from a legacy PSB to the Reserve Component and National largest passenger volume in all modular 101st Human Resources Guard records); over 9,500 of MND-N. At FOB Warhorse Company, thereby completing personnel actions; over 5,000 they began the PSDR process for the successful transformation of promotion actions (including 3/1 CAV BCT providing the S1 the footprint to the PSDR model. initial packets, re-evaluations with the training and equipment Not only did they transfer their and promotion orders); and over necessary to become self- technical missions of postal, 3,000 Deployment Cycle Support sufficient in personnel support on R5, and casualty liaison teams validations for redeploying units an area basis. This ensured BCT to the 101st HR Company, they and Soldiers going on R&R leave support during the transitional simultaneously transferred and emergency leave. period from a legacy personnel command and control authority rotation to the implementation of The only organic unit to for battalion level C2 to the STB PSDR units within the footprint. deploy with the battalion was of the 3rd Sustainment Brigade, B Detachment, 22d PSB. They In terms of postal operations again completing the first PSDR provided unparalleled personnel the 111th Postal Company of model footprint in Iraq. Less services support to both military Bamberg, Germany was task than 90 days upon redeployment and civilian populations at LSA organized under the 22d PSB from Iraq to Fort Lewis, WA Anaconda and FOB Warhorse, and was responsible for all postal the 22d PSB inactivated its supporting a combined population support to MND-N, a mission last remaining units, the of over 34,000 personnel. Upon originally divided between two Headquarters and Headquarters their arrival, B Detachment postal companies. They operated Detachment, B Detachment, assumed the responsibilities 14 post offices and four postal and the 175th Postal Company previously held by three air-stops, providing mail support – making the final mission of personnel detachments and to 32 FOBs spread out across the 22d PSB a truly important performed remarkably. Their MND-N. They processed over 25 and remarkable way CLTs co-located at the Air million pounds of inbound mail in which to seal the Force Theater Hospital, the without backlog and over 7.5 battalion’s legacy in only hospital in Iraq to process million pounds of outbound mail history. all casualties evacuated out of – all this in spite of a short (less theater to Landstuhl Regional Medical Center, processed over 6,400 accurate and timely all- service casualty reports including critical reports associated with mass casualty incidents. The volume of these reports was staggering and was a testament to their competence and dedication to mission accomplishment. Upon arrival in theater, the 22d PSB immediately recognized the importance and need for establishment of an R5 Team at LSA Anaconda, the critical gateway in MND-N, to improve personnel accountability across their area of operations. B/22 PSB led the way in this endeavor, and for the first time The members of the 22d Personnel Services Battalion in LSA Anaconda Spring 2009 1775 37 Ribbon Cutting Ceremony for APO on LSA Diamondback, Mosul, Iraq By SPC Deidre Ables On February 4, 2008, KBR and 3/350th HRC Postal necessary for a few military personnel to stay and assist proudly opened the new Army Post Office on LSA KBR with postal operations. Diamondback, Mosul, Iraq. Several of the remission Soldiers currently have the In October, the old post office was destroyed by fire. opportunity to utilize their MOS skills. The personnel Mail operations were moved to a new location on FOB from the 350th were cross leveled from four different Diamondback. Plans were made to build a new customer states and many MOSs for the postal mission. Therefore, service area behind the existing warehouse. Through the many Soldiers were not using their primary MOSs. dedication and vision of many people a new post office SPC Buitron is originally a 25B Information was designed and built. Technology Specialist. Since arriving in Iraq he has been The new APO features among other things: a covered unable to use his communication skills. The remission porch waiting area with benches, more space, additional gave him the opportunity to use his 25B abilities. He is clerk windows, and customer friendly displays. now working as a Radio Technician Operator (RTO) for the 3SB Battle Desk. The ribbon cutting ceremony began at 1300 hrs. It began with speeches given by CPT Andrew DeJesse, SSG Santiago, SGT Bartle, SGT Bell, and SPC Platoon Leader of 3/350th Postal; Donald Gramby, KBR Kim are utilizing their MOS 42A, Human Resources Representative; and COL Saucier, Garrison Commander. Specialist skills. They are working on awards and NCOERs for the 3SB and 87th CSSB S-1 Shop. After the ceremony, LTC Jeannie Jones, FOB Marez Deputy Mayor, become the post office’s first customer. When asked about Qwest, SGT Dubois replied, “It is very quiet and safe…it is in the middle of the desert.” Customers not only enjoyed the APO’s new and FOB Diamondback is next to the city of Mosul which is improved facility, but received the added bonus of said to be one of the last strongholds of the insurgents. refreshments. They were able to have their cake and eat it too! The remissioned Soldiers are experiencing new activities at FOB Qwest. They are now able to eat at fast food chains such as Pizza Hut and Subway. FOB “Remission” Soldiers Provide Support Qwest has a larger MWR than FOB Diamondback. SPC On March 8, 2008, eight Soldiers from 3/350th HRC Buitron wrote, “They have a giant chess board at the Postal, FOB Diamondback, boarded a Blackhawk MWR- I played SGT Dubois and he beat me.” helicopter. They were departing for FOB Qwest to assist Overall, the remission Soldiers are enjoying the 3SB “Hell Raisers” in their operations. change and hoping that time goes by faster on FOB They received a new mission because KBR assumed Qwest. daily responsibility for running the post office. It was
Members of the 350th at the new APO on The first customer at the LSA Dimondback new APO on LSA Diamondback
38 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com Inactivation of 1ST PERSCOM By Spc. Joseph McAtee, U.S. Army Europe Public Affairs Office
SCHWETZINGEN, Germany -- “Today is about history and tradition, but more importantly (it’s) about the future.” With those words, U.S. Army Europe Chief of Staff BG Rusty L. Frutiger alluded to changes in personnel operations within USAREUR while honoring the legacy of 1st Personnel Command at the command’s inactivation ceremony on Kilbourne Kaserne, June 26, 2008. “It’s bittersweet, but it’s also exciting,” said Col. David T. Jones, the 1st PERSCOM Commander. “The important thing is moving on. Getting human resources professionals where they need to be is a step ahead.” CSM Annette R. Weber of U.S. Army Europe’s 1st The ceremony was a benchmark in the sweeping Personnel Command watches her Soldiers take changes of human resources operations in USAREUR, part in the unit’s last ceremony during the 1st’s as 1st PERSCOM was the last personnel command in inactivation on Kilbourne Kaserne in Schwetzingen, Germany, June 26, 2008. (Photo by Spc. Joseph McAtee) the active Army. The inactivation is “almost the final step” in a shift away from personnel units to expanded human resources capabilities within brigades and battalions and a more robust HR division within the USAREUR headquarters, Jones explained. “That translates to better service for Soldiers and Commanders,” the colonel said. Frutiger said USAREUR has moved away from dedicated personnel units to expanded S1 human resources sections that will place HR expertise where it is best able to support Commanders and Soldiers. That move was underscored by the June 11, 2008, inactivation of the Army’s last personnel services battalion -- Bamberg, Germany’s 38th PSB. During the ceremony here, CSM Annette R. Weber, who served simultaneously as the senior enlisted leader for the 38th and 1st PERSCOM, helped Jones case the PERSCOM colors. While Army human resources is changing, Jones said its focus will be the same as it has been for the 30 years 1st PERSCOM existed: serving Soldiers, civilian employees and their families. COL David T. Jones, commander of U.S. Army Europe’s 1st Personnel Command (right), and “Today the colors are gone, but the spirit and PERSCOM CSM Annette R. Weber prepare to case the legacy of 1st PERSCOM will live on in the hearts and 1st’s colors during the unit’s inactivation ceremony memories of the thousands of dedicated on Kilbourne Kaserne in Schwetzingen, Germany, professionals who were assigned here over June 26, 2008. (Photo by Spc. Joseph McAtee) the years,” he said.
Spring 2009 1775 39 Active Army’s Last Personnel Services Battalion Inactivates in Bamberg By Spc. Joseph McAtee, U.S. Army, Europe Public Affairs Office BAMBERG, Germany -- personnel field’s force Sustainment Brigade. Shepard When the commander and structure, which is the Human said this realignment falls Command Sergeant Major of Resource Company,” said directly in line with “the new the 38th Personnel Services Shepard. Army concept where human Battalion cased their unit’s The new HRC that begins resource companies will align colors on Warner Barracks its Army career as the 38th themselves underneath the here June 11, 2008 it was not PSB’s ends will draw on the command and control of a just the end of a unit. It was Soldiers of the 38th to fill its sustainment brigade.” the end of an era. ranks. Once the new company “The Human Resource The 38th was the last is formed, its mission will be Company is a modular Personnel Services Battalion to train in its primary postal company that is highly mobile, in the active component of the jobs and tasks, explained highly deployable and fits into Army, and its inactivation 38th PSB CSM Annette R. the future force structure of represents the next step in Weber. While it will initially the Army,” Shepard said. the transformation of Army be the only HRC in U.S. The 38th’s Headquarters personnel operations, said Army, Europe, eventually and Headquarters LTC Richard L. Shepard, more of the companies will be Detachment, 147th Postal Commander of the 38th PSB. formed as their benefits to the Company and 566th Postal Army’s force structure become “The inactivation of the Company, along with evident, Shepard said. 38th is significant because it the battalion’s German completed the transformation The HRC will fall under the partnership unit, the of legacy force units to the 16th Special Troops Battalion, Sommerhausen Reservierten, next phase in the Army an element of Bamberg’s 16th formed the backdrop for the ceremony on Summerall Field as Shepard and Weber cased the unit colors. “Shepard and Weber are great leaders and very hands- on,” said Staff Sgt. Yuri Armstrong of the 38th HHD, who served in the color guard for the ceremony. “It has been an honor being a part of the ceremony and of course being a part of this battalion.” “Not until yesterday did I know this was the last PSB,” Pvt. Chad Shaver of the 566th said. “It gives me pride knowing I’ve been a part of history.” LTC Shepard and CSM Weber prepare to case the colors of the 38th PSB for the final time.
40 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com AG Soldiers stand guard at Freedom’s Front Door
By Christine Parker, USMEPCOM Public Affairs
and Air Force. he United States Military The current Entrance Processing USMEPCOM Command is the vital T commander is Air link between recruiting and Force COL Mariano training today’s armed forces. C. Campos, Jr. The Approximately 400 Soldiers stand current Eastern guard at “Freedom’s Front Door,” Sector Commander part of a joint team that determines is Army COL the physical, mental and moral Barrye L. Price and qualifications of every member of the the Western Sector armed services. Commander is When offered an assignment to Marine Corps COL USMEPCOM, some may say, “What Charles S. Dunston. command is that?” If so, they soon The Eastern and learn this unique assignment is a Western Sector joint service opportunity and much commanders Military Entrance Processing Stations are more. For officers, USMEPCOM oversee the mission located in 65 cities across the nation and, command positions are designated at 34 and 31 MEPS, because of this, receive a variety of requests from joint billets on the Joint Duty respectively. their communities. Here, in response to a request Assignment List. Of the 65 MEPS, from the Make-A-Wish Foundation, the Denver USMEPCOM Headquarters and Army officers MEPS Commander, MAJ Cort Hunt and SSG two subordinate Sector Commands command 30. In Allesandri help fulfill this 9-year-old boy’s wish are located in North Chicago, Ill., most cases an O-4 to join the Army. He and his 10-year-old friend and Military Entrance Processing commands the processed through Denver MEPS one day last Stations are located in 41 states MEPS, a few O-5s spring. Photo by Skip Wiseman and Puerto Rico. The position command MEPS as of USMEPCOM commander is well. Headquarters, green walls to red carpet” is an alternately filled with an O-6 from both Sectors and all 65 MEPS have accurate description of how the the Army, Marine Corps, Navy a senior enlisted advisor (SEA) examination process has evolved position. Although this through the years. Reflecting the billet alternates between command’s “Red Carpet” treatment the services, currently, for applicants, processing at the the USMEPCOM SEA is MEPS is tailored to the needs of currently an Army CSM. today’s applicants. This is a radical As of late 2008, 42 of departure from the old practice the 65 MEPS SEAs are of herding young people through Army First Sergeants. a maze of examination stations There’s a list of MEPS, in painfully drab, musty, green- by state, that shows walled military buildings. Today’s MEPS commander and applicants are treated with dignity First Sergeant positions and receive a relaxed first military filled by Soldiers. experience thanks to a combination Although these positions of individual customer orientation are fairly stable in and modern, efficiently designed regard to service, they facilities. can alternate between The Armed Services Vocational At a Military Entrance Processing Station services on occasion. Aptitude Battery, known as the control desk, a Soldier directs a group of These 400 or so ASVAB, is an integral part of the applicants. In fiscal year 2007, more than Soldiers perform a qualification process. The command 265,000 young people met rigid standards critical mission in administered 587,000 enlistment en route to service in the armed forces. Each hometowns across ASVAB tests during fiscal year 2008 one processed through one of 65 MEPS in the the nation. “From at the 65 MEPS and more than nation. Photo by Skip Wiseman
Spring 2009 1775 41 470 Mobile Examining Team sites fingerprinting and throughout the country. The ASVAB initiating Entrance is offered as a pencil and paper test National Agency at MET sites and as a Computerized Checks. Adaptive Test (CAT-ASVAB) at By determining the MEPS. Either version of the applicants’ ASVAB provides basic qualification qualifications and assurance that enlistees have a for enlistment, strong chance of success in specific USMEPCOM technical training and occupations. provides military Additionally, 641,000 high school training centers students were tested under the with fully qualified, Department of Defense Student motivated, top-notch ASVAB Testing Program during the recruits. During fiscal 2007-08 school year. The student year 2008, 274,000 ASVAB provides a counseling young people met First Lt. Anthony Vigil, Denver MEPS training tool for guiding students in their those rigid standards officer, discusses the Career Exploration academic and vocational program en route to service Program with students at Green Mountain High while furnishing a “talent pool” of in the US Armed School in Colorado. The U.S. Military Entrance qualified potential enlistees to the Forces. Processing Command administered more than military recruiting services. In the event 510,000 enlistment Armed Services Vocational Thorough medical examinations of mobilization, Aptitude Battery tests during fiscal year 2007. are used to determine applicants’ the USMEPCOM Photo by Skip Wiseman physical qualifications for mission would enlistment. Near the end of fiscal adjust to meet team of professionals. Each MEPS year 2008, more than 450 MEPS the requirements for induction military and civilian member is a physicians administered 386,000 and deployment of forces. If our vital part of attaining the ultimate medical examinations. These national security is threatened and goal ... bringing the nation’s best examinations help ensure that mobilization is required, the number young people on to serve the applicants can meet the demanding of people processed would quadruple, country’s physical challenges of basic training with most individuals reporting defense. and military service. through the Selective Service registration system. Background screening of applicants is equally important to Processing today’s armed forces military entrance processing. It applicants requires USMEPCOM to includes pre-enlistment interviews, have a highly competent, technical and motivated
An applicant watches an Army officer sign her enlistment contract at a Military Entrance Processing Station. In fiscal year 2007, more than 265,000 young An Army officer administers the Oath of Enlistment people met rigid standards en route to service in to applicants at a Military Entrance Processing the armed forces. Each one signed an enlistment Station. Each one took the oath at one of 65 MEPS contract at one of 65 MEPS in the nation. Photo by in the nation. Photo by Art Heintz Skip Wiseman 42 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com Camp Liberty Remembers LTG Timothy J. Maude
By MAJ Mike McGregor The September 11th, 2008 General Timothy J. Maude in the Airborne Division (Air Assault), with Remembrance experience somehow terrorist attack on the Pentagon. a winning time of 20:02! seemed different this year. On the In honor of his indelible legacy, “Taking Care of Soldiers” were 7th Anniversary of that fateful the Multi-National Division- not just mere words to Lieutenant day in United States history, the Baghdad G1 hosted the Inaugural General Maude. He transformed Pentagon Memorial was finally Lieutenant General Timothy these words into an ethos that complete and ceremoniously J. Maude 5K Memorial Run on served as the foundation upon which unveiled to America. Seven years Saturday, September 20, 2008 at Lieutenant General Maude built and later, 9/11 speeches focused on the Camp Liberty in Baghdad, Iraq. sustained Army human resources successes in Iraq and unprecedented Approximately 250 Soldiers, Sailors, initiatives. The print on the back praise for General Petraeus, the Airmen, Marines, and Civilians took of the 5K t-shirt was entitled “I’ll Godfather of the “surge.” Basking part in the event to recognize one Take It From Here!” As today’s in the light of recent achievements of our Army’s “greats!” AGs from AGs continue to build upon the and realized goals in the Global War around Baghdad turned out in mass, solid foundation laid by Lieutenant on Terrorism, Camp Liberty took with top honors going to one of our General Maude, we can only hope time to remember the past as well. own, Captain Chad Henderson, that we too, will long be remembered It was seven years ago that we lost Strength Manager, 2BCT, 101st for “Taking Care of Soldiers!” our “Soldiers’ General,” Lieutenant
RC NOTT Ends Mission Around the Corps (Continued from page 31) to allow training to occur with the various AC personnel systems. Trying to achieve this from a RC training site complicated matters significantly. This training challenge resulted in a critical decision point, which change the format of PSDR training delivered by NOTT III. A decision was made to centralize training locations for RC Soldiers. Centralizing training at installations that could accommodate the training needs through technical support was key to effective hands-on training. Centralization allowed the training team to predict problems and troubleshoot relatively quickly. The most successful training locations were the Massachusetts Army National Guard, Joint Force Headquarters (MAARNG, Members of the 15th BSB , 1st Cavalry Division. JFHQ), Fort Gordon, GA, USARC, Decatur, GA, and Fort Sam Houston, TX. Over 95% of the training missions were conducted at one of these training locations. NOTT III members were LTC Robin S. Smith, Team Chief, CW3 Kimberly D. Conley, Assistant Team Chief, SFC Everett Johnson, NCOIC, SFC Deborah Woodley, Senior Human Resource NCO, SSG Julena Felix, HR Specialist and SSG Robert Chapman, HR Specialist. A special thanks to Joseph Montiverdi, MAARNG, Mr. Washington, DLS Manager, Fort Gordon, GA, Mr. Marcus Hill, DLS Manager, Decatur, GA and Mr. Gilberto Guitterez and Dale Brown, DLS Managers, Fort Sam Houston, TX. Our training mission was executed more smoothly and PFC Garcia of CJ1 CJTF-82 performs guard effectively because of their willingness and dedication. tower duty.
Fall 20088 1775 43 The Follow Me Chapter Takes Point
The Follow Me Chapter of the Adjutant General Horatio Gates Bronze Medal: Corps Regimental Association (AGCRA) conducted • LTC Neal McIntyre its activation ceremony at Fort Benning Georgia on 13 December 2008. Presiding over the ceremony was • MAJ Keisha Douglass the Commandant of the Adjutant General School and • CSM Christopher Culbertson President of the Executive Council of AGCRA, COL • 1SG Allen Johnson Robert Manning and members of the Follow Me Chapter • 1SG Tammy White-McKnight Board of Directors, LTC Neal McIntyre (President); • SGM (R) Vickie Dikes MAJ Keisha Douglass (Treasurer); and 1SG Tammy White-McKnight (Adjutant). The activation ceremony The Follow Me Chapter became officially recognized was held in conjunction with the 30th Adjutant General as a chapter, by the AGCRA Executive Council on 6 Battalion (Reception) Holiday Formal and attended June, 2008. Since by AG/HR Professionals from all of Fort Benning. The that time, its theme for the event, that drew more than 170 Soldiers, members have GS Civilians, and Retirees, was “The Adjutant General’s aggressively gone Corps, the Army’s Best First Impression.” The guest about to promote speaker for the event was SGM Gabriella Russum, Chief the tenets of the of Command Sergeants Major/Sergeants Major Branch. Regiment and the In addition to the chapter’s activation ceremony, several chapter’s mission Soldiers were recognized for their performance and statement, by contributions to the Corps: promoting the Theodore Roosevelt Award for Excellence in Physical continued Fitness: professional LTC Neal McIntyre recognizes development, COL Robert Manning, during the • 1SG Allen Johnson camaraderie, Holiday Formal • 1SG Monique Washington and esprit de • 1SG Tammy White-McKnight corps of all AG Warriors and HR Professionals assigned • SFC Tresia Huell within the Tri-City area (Fort Benning; Columbus, GA; and Phoenix City, AL). The Follow Me Chapter’s AGCRA Achievement Medal: inaugural event, “AG Career Day” drew over 120 AG/ HR Professionals to the Fort Benning Club to receive • CPT Alex Wallace briefings and participate in Q&A sessions regarding the State of the Corps, presented by the previous Regimental CSM, CSM Blackmon; DIMHRS update from MSG Burnham; as well as AG Officer and Enlisted Assignment updates from MAJ Washington and SGM Johnson of Human Resources Command. The event proved to be very informative for all in attendance and resulted in an increase of 12 members for the chapter. Since that time the chapter has hosted fundraisers as well as an AG Breakfast.
Exemplary members of the Follow Me Chapter were recognized during the Holiday Formal for their accomplishments.
44 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com Band Notes By CW5 Jeanne Y. Pace
Hail to the Chief The U.S. Army Concert Band, and On the 20th of January 2009 The U.S. Army Blues; all part of almost 300 Army Musicians The United States Army Band participated in the 56th (Pershing’s Own). Members of The Presidential Inauguration. Each U.S. Army Herald Trumpets were of the four participating bands transported to the reviewing stand provided specific and specialized and greeted the newly sworn-in support to the events of the day, President Obama with four Ruffles including rendering musical honors and Flourishes and Hail to the to the new Commander in Chief, Chief. marching in the Presidential Founded in 1922 by then Escort, leading the elements of the Army Chief of Staff, General Inaugural Parade, and performing John J. Pershing, The United at an Inaugural Ball. States Army Band (Pershing’s The U.S. Army Herald Trumpets, Own) provides world class an element of The United musical support to all branches States Army Band (Pershing’s of government, Department of Own), performed honors to the Defense, Department of the Army, Commander in Chief immediately and the U.S. Army Military District after the swearing in sequence at of Washington. It participates in The drum section of The Old the Capitol. Upon departing the a wide spectrum of national and Guard Fife and Drum Corps, an Capitol, the President was joined international events including element of the 3rd United States by his official escort to make the troop support, community and civil Infantry (The Old Guard, perform journey to the reviewing stand relations, recruiting initiatives, during Inauguration events. and outreach to music education on Pennsylvania Avenue. The The official escort to the centers of influence. They have led 99-member band that marched President is comprised of marching each Inaugural Parade as part of as the lead element in the official elements from each of the branches the escort to the President since the escort to the President was a of the United States military, inauguration of Calvin Coolidge in composite group of musicians from marching in order of precedence 1925. The U. S. Army Ceremonial Band, (Army, Marine, Navy, Air Force, Coast Guard), with one exception. Because of its uniqueness and historical significance, The Old Guard Fife and Drum Corps, an element of the 3rd United States Infantry (The Old Guard), marched at the back of the escort. The 58-members of the Fife and Drum Corps recall the days of the American Revolution as they parade in uniforms patterned after those worn by the musicians of the first Commander in Chief, General George Washington. It is the only unit of its kind in the U.S. military and represents both the Army’s and America’s heritage in parades, pageants, and major performances across the United The U.S. Army Herald Trumpets, of The United States Army States and abroad. Since the 1961 Band (Pershing’s Own), perform during Inauguration events, inauguration of John F. Kennedy, January 20, 2009. the Fife and Drum Corps has
Spring 2009 1775 45 it started at 0500. Military units faced possible inactivation. The were no exception; they had to unit leadership could not let their pass through elaborate security unit suffer those consequences. screening before reporting to They wanted to continue the holding areas. Marching units had proud lineage that traces back to be in place well in advance of to the Corcoran Cadets of 1883, the crowd of more than 2 million the DC militia who inspired John gathered to witness history in the Phillip Sousa’s march of the same making. Although tired and cold, name. Aggressive recruiting and the musicians were proud to have seven years of hard work paid been a part of such an historic day off. The members of the 257th in American history. can be justifiably proud of their achievement; another historical That evening, just a few miles event to add to their rich heritage. from the historic swearing-in of President Obama, the members Compiled from information of the 257th Army Band, officially provided by the PAO offices of The recognized as “The Band of the United States Army Band, The Nation’s Capitol”, participated in United States Army Field Band and their own history making event. 715th Public Affairs Detachment of They were to perform Ruffles and the DC Guard. Flourishes, Hail to the Chief, and he United States Army Band music for the first dance of the new (Pershing’s Own) in the President and First Lady at the From the Front: Inuguration. Southern States Inaugural Ball Army Bands continue to provide marched in this distinctive position held at the District of Columbia outstanding musical support to our in the Presidential escort. National Guard Armory. This deployed forces. Bands currently was the first time a National in Iraq include the 10th Mountain Behind the Presidential Guard Band was given this honor. Division, 25th Infantry Division motorcade, leading the elements Participation in the inaugural ball and the 1st Cavalry Division. The of the 2009 Inaugural Parade was seemed only fitting as the District 101st Airborne Division Band is The United States Army Field of Columbia (DC) National Guard currently in Afghanistan. Band. Marching in the parade is a is unique; only the President can deviation from their normal duties activate their units. What makes Watch for an article in the next as the Musical Ambassadors of this even more noteworthy is that issue about deployed bands and the Army. The band’s performing the band suffered severe personnel their mission in support of OIF/ groups, including the Concert Band, shortages just eight years ago and OEF. Soldier’s Chorus, America’s Big Band – The Jazz Ambassadors, and the Volunteers rock band tour extensively, logging more than 40,000 miles annually providing free concerts at schools and in communities. Through these concerts, the Field Band keeps the will of the American people behind the members of the armed forces and supports diplomatic efforts around the world. Their performances result in numerous recruiting leads and enlistments in America’s Army. Since its formation in March 1946, the Field Band has appeared in all fifty states and in more than thirty countries on four continents. For the marching units, the day was long and cold; for most Members of the 25th ID Band, Tikrit, Iraq
46 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com Army Bands in Support of the AG Corps and the Army
Members of the 4th Infantry Division Band prepare Playing in public in Baghdad for a highway ground to play a ceremony in Sadr City, a section of breaking ceremony, the 4ID Band performed this Baghdad Iraq. On December 1st 2008 Iraqi officials musical mission in 120 degree heat wearing helmets broke ground on a multi-million dollar canal and and protective vests with their weapons. water upgrade project.
Members of the 101st Airborne Division (AASLT) Members of the 101st Airborne Division (AASLT) Band, Bagram Airfield, Afghanistan loading Band, at the opening of a school in Afghanistan. pallets.
Playing for a unit event in Iraq, “Loud Major General Noises” rock Jeffrey Hammond, band from the commanding the 4ID Band general of the 4th cranks it up. Infantry Division and MND-B, talks to families back home at Fort Hood by video- teleconference, backed up by the 4ID Band. Fall 2009 1775 47 HR Soldier Selected as Fort Huachuca NCO of the Year
Story by Staff Sgt Paula Taylor, NETCOM/9th SC (A) Public Affairs
FORT HUACHUCA, Ariz. will always be grateful for the into leaders, and prepare them for (Feb. 3, 2009) — Walking into the mentorship and examples they set anything and everything the Army Headquarters and Headquarters for me--examples that drive me to be has to give them. Company, Network Enterprise the best leader I can be. I influence them by being an Technology Command/9th Signal “I wanted to compete in the NCO example. I want my Soldiers to see Command (Army) Orderly Room, of the Year competition to set an that it is possible to achieve high it’s not uncommon to hear the first example for my Soldiers by setting standards no matter what is going sergeant call out her name, looking myself apart from my peers. I lead on in their life, where they came for answers. Noncommissioned from the front and then I push for from, and what gender they are. officers and junior Soldiers enter them to compete and strive for the I place the Army first, take my the room and their eyes naturally best as well. My Soldiers tell me that training seriously, set the example gravitate in the direction of her I inspire them because it gives them by exceeding the standard on workspace. Rarely is there a time someone realistic to look up to and the Army Physical Fitness Test, when someone goes straight to realize that winning is attainable. I attending the boards, and by being anyone but her. She’s the first am honored that they tell me that, actively engaged in my civilian stop most people make when and the experiences and knowledge education.” they have questions about policy, they have taught me have given me their personnel paperwork, Army Yanz’s best advice for Soldiers the motivation to win.” regulations, or unit procedures. It is to remember that no matter how doesn’t take long for new Soldiers to To set the standard and lead hard their life may be, they can realize she’s the go-to person when from the front, Yanz said she uses achieve anything as long as they they need help with their personnel the NCO Creed to guide her and put their mind to it and work hard records or paperwork. believes it is more than just words for their goals. “I am a Soldier, a on paper. In addition to the Creed, single mother, a college student and Her name is SSG Joanna Yanz. Yanz believes NCOs should never now, the Fort Huachuca NCO of She’s the personnel services NCO- stop teaching their troops; it’s an on- the Year. Anything is possible with In-Charge, HHC, NETCOM/9th SC going process that never ends. determination, faith and hard work.” (A). Originally born outside the U.S., Yanz moved to this country in 1992 “I train them on and eventually settled in Louisville, a daily basis as well Ky., the place where she now calls as our mandatory home. She joined the Army at 17 and sergeant’s time has been on active duty for almost training,” she said. five years. “The best thing that we as leaders can do “I joined the Army to serve my is to conduct training country,” Yanz said. “I was born in day-to-day, ensuring Manila, Philippines, and I remember our Soldiers are the disadvantages of living there. learning something Coming to the United States has new every day. I opened my eyes, and taught me to instill in all of my be grateful for what I have, and Soldiers that we need what this country can offer to each to be committed to and every individual that takes life-long learning. advantages of those opportunities.” It is important “Prior to NETCOM, I came from to guide and lead the 2nd Infantry Division and the them to ensure 10th Mountain Division and I have that everything our taken something from every leader Army was founded I have ever had,” Yanz admitted. on remains intact. “However, the NCOs that impacted Each of them my career the most, early-on, were needs guidance two NCOs from 10th Mountain and leadership to Division: SGM Kenneth Rush and prepare them for SFC Janeen Simmons. I am and combat, develop them
48 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com Awards Update By CW5 (Ret) David A. Ratliff, VP Awards
AGCRA AWARDS LTC Theodore J. Fox 2LT Marta Hearn February-December 2008 CSM Earlene Y. Lavender CPT Tehani R. Matthews Mrs. Dianne Hadley CW2 Daniel S. McGuire GATES GOLD SFC Latisha Branch SGT Brittney O. Slaughter CW5 Jeanne Y. Pace LTC Richard A. Teolis, Jr. SFC Quentin D. Jackson CW4 Alan G. Hughes COL Michaelene Kloster 2LT Katie Glover GEN Richard A. Cody Mr. Bruce E. Gauvey 2LT Nathelyn S. Blake WO1 Benjamin J. Dilts LTC Teresa L. Campbell COL Carolyn Jones SSG Michael J. Franz LTC Steve Turner 1SG Cynthia B. Stanley SSG Terrina D. Anderson SGM Harry Chipchase (2nd) CW3 Melissa Farmer CPT Jason M. Miller COL Jon E. Finke MSG Roger Garcia 2LT Karen A. Berardi CW3 Julie Reyes CW4 Constantine Green SSG Cynthia M. Ballinger CSM Sylvester Chisolm LTC Neal McIntyre SSG Jonathan Cunningham Mr. Charles E. Green, Sr. MAJ Keisha Douglass 2LT Karim M. Figueroa COL Rose A. Walker (2nd) CSM Christopher Culbertson 1SG Allen Johnson WO1 Daniel L. Bleifield COL Richard P. Mustion (2nd) SGT Errol Cumberbatch CSM Andre Douglas 1SG Tammy White-McKnight MS. Vicki Dikes CPT Amber Zeigler BG William D.R. Waff 2LT Geralyn L. Pedicino COL Kelly R. Fraser (2nd) SFC Stephen Bagosbah ACHIEVEMENT MEDAL 2LT John W. Black GATES BRONZE SFC George A. Hoyte SFC Jude Landry CPT Martin L. Stufflebeam SFC Michael T. Wiggins CPT Heidi Anderson LTC Sonja Lucas SFC Douglas B. Flatt SSG Rochelle R. Megallon SFC Gregory A. Etris (Deceased) SFC Jude Landry 1SG Alphonso Brown 1LT Robert AuBuchon LTC Albert D. O’Rear, Jr. SFC Dietra Woods ROOSEVELT MEDAL SSG Shunda Tabor MAJ William V. Villnow WO1 Tashie Moore CPT Theresa L. Ellison SFC Kevin E. Henson CW2 Stacy Nelson-Hale SFC Yajaira Epps SFC Angela M. Segar CW2 Tina Stalboerger Ms. Marlene V. Novacheck MSG Gilbert Sutton, Jr. CW2 Richard Zent CW2 Beau D. Tidrick CPT Alex Wallace SSG Lori J. Cain SFC Marvin B. Morgan SGT Natalya Y. Myers MAJ Gretchen Manus HARRISON MEDAL 2LT Katelyn Reynolds CPT Katina S. Yarbough SFC Roland Shivler WO1 Dandrea C. Demps LTC Tracy Emond SSG Rachel Braga WO1 Stanley W. Fowler, Jr. MAJ Patricia L. George SSG David Newcomb WO1 Michael W. Long MAJ Bruce Pulver SSG Christopher Schweigert WO1 Gilberto Navarrete MAJ Jacqueline A. Smith SGT Michael Johnson WO1 Candida Santana-Hiraldo MAJ Tracy Wadle SFC Gregory Wyrobek 2LT Joanne P. Carelus COL Margaret E. Barnes SGT Daniel Galipeau 2LT Danielle K. Cork COL Robert D. Knock SSG Jeffrey Lange 2LT Sarah C. Komm MAJ Benjamin F. Harris CW2 Carl Greenwell 2LT Raymond M. St. Denis CW4 (Ret) Michael J. Myers SFC Jude J. Landry 2LT Emily R. Workman CPT Eric S. Horton SGT Natalya Y. Myers SFC Jeffrey L. Thomas LTC Robert Yost 1LT Vincent Cerchione SFC Johnny W. Lebo MAJ Michael J. McTigue WO1 Michael W. Long SFC Jennifer M. Moreno SGM Terry Coy 2LT Emily R. Workman CPT Adam W. Grein II Mr. Rory Janicke SFC Terence D. Sibley CPT Tamla Henderson 1LT Roger Dominique CPT John G. Misenheimer CPT Daren J. Oday SGT Lamika D. Fisher LTC(P) Debra A. Hanneman CPT Traci J. Yamada 2LT Donyelle Burney 1SG Will W. Troutman, Jr. CPT Jeong H. Park CW2 Tabitha Williams Mrs. Eldora Johnson CPT Jovon R. Perry SFC Eva M. Commons 1SG Shawn Tully 1LT Nkechkwuku U. Enwefa SGT Tri B. Nguyen CW4 Michael C. Fosbenner SSG Tarissa R. Batenhorst 2LT Ann Reiter SSG Lilia V. Ramos Spring 2009 1775 49 2LT Donyelle Burney SGT Jennifer L. Mingshorn OFFICER/WARRANT OFFICER 2LT Khalid Elabbassi 2LT Bethany Bryant OF THE YEAR 2LT Amy Ward 2LT Olha Vandergriff LTG Timothy J. Maude Medal CW2 Maria Martinez 2LT Derin M. Kozlowski CPT Laura L. Keenan CW3 Pennie Rascoe-Streeter 2LT Katelin R. Abraham CW2 Tabitha Williams 2LT Liliane Delva CW3 Melissa L. Farmer SFC Terri A. Land 2LT Karen D. Jenkins SSG Brenda F. Reed-Miller 2LT Jade C. Brown NCO/SOLDIER OF THE YEAR SGT William R. Gates 2LT Jessica J. Dennis SGM Larry L. Strickland Medal SSG Shamika Mosley SFC Stephen Bogosbah SFC Mark A. Clark, Jr. 2LT Keisha Dail CPT Stephen Carter SPC Genet A. Bottorf 2LT Mario Monroy CPT Emperatriz Henriquez 2LT Angela Thomas CPT Kensandra Mack CIVILIAN OF THE YEAR 2LT Cassandra M. Bailey CPT Matthew Otto John J. Dinnien Medal 2LT Paris T. Chavis CPT Alicia Widtfeldt 2LT Marta M. Hearn SGT Lorna J. Cabuay Ms. Patricia A. Upton 2LT Ruth Kelly 2LT Jessica R. Congemi SFC Charles J. Arrigo 1SG Monique Washington MEDAL OF EXCELLENCE 2LT Andrene A. Alexander 1SG Allen Johnson SPC Samuel Redig 2LT Ramon L. Gomezdavila 1SG Tammy White-McKnight SPC Nicholas Malin-Adams 2LT Hai M. Clay SFC Tresia Huell SPC Richard Stamm 2LT Frankie J. Jackson CPT Heidi Anderson PVT Jeremiah Salo 2LT Jonathan D. Jackson SPC Andre Patterson 2LT Star Stewart MG WILLIAM H. GOURLEY SPC Jimmie Billison SPC Steven Jameson 1LT Tulio D. Chirinos LEADERSHIP AWARD CPT Janel R. Jones PFC Alisha Ballantyne CPT Charmaine R. Doucette CPT Ricardo A. Ortega SGT Brandon Donoho CPT Shaun Ibe 2LT Josiah L. Fisher PFC Stephanie Hodges 2LT William J. Hoffer PV2 Jacob Swindle 2LT Frank F. Joaquin HORATIO GATES HONORARY PVT Jessica Goettl 2LT Joseph A. Macchiarella Mr. Charles W. Vines PFC Fabian Villarreal 2LT Peter M. Owen MG Mitchell H. Stevenson SGT Michelle Hartigan 2LT Susanna L. Shipmon COL Billy Smith PFC Steven Lindsey SSG Martin A. Lucero LTC Jerry K. Manley SPC Renikka Woodberry
MG Brooks, CW5 McInnis, and 2008 National AG Ball CSM Bowen received certificates naming them as Distinguished June 6, 2008, was a historic day for Colonel of the Regiment after serving Members of the Adjutant General’s the Adjutant General’s Corps as the in this capacity for the past nine Corps Regiment as well as a stained National Adjutant General’s Corps years. MG Patricia P. Hickerson, glass AG Shield to thank them for Ball was held at Fort Jackson, South USA, Retired, was chosen to replace their outstanding service to the AG Carolina. The nearly 500 Soldiers and MG Brooks. She was unable to attend Corps and our Army. civilians in attendance witnessed the the Ball and was formally recognized CW5 Logan and CSM Armstead change of responsibility ceremony on December 11, 2008. received their certificates appointing for the Honorary Colonel, Warrant CW5 Daniel J. Logan, USA, them as the Honorary Warrant Officer, and Sergeant Major of the Retired, became the fourth Honorary Officer and Sergeant Major, Regiment. Warrant Officer of the Regiment respectively and as Distinguished Per AR 600-82, the Honorary when the Regimental Color was Members of the Adjutant General’s Colonel, Warrant Officer, and passed from CW5 Arbie V. McInnis, Corps Regiment. MG Hickerson Sergeant Major of the Regiment USA, Retired. CW5 McInnis had received her certificates at the provide a link with history for today’s served as the Honorary Warrant Carolina Chapter Regimental Soldiers. The primary mission Officer since 1997. Breakfast in December. of these special appointees is to CSM Carl E. Bowen, USA, Retired, We are grateful for the leadership perpetuate the history and traditions passed the Color to CSM Michael and dedication of our outgoing of the Regiment, thereby enhancing A. Armstead, USA, Retired, after leaders and thankful for their many unit morale and esprit. serving for the past seven years as years of service and contributions MG Ronald E. Brooks, the Honorary Sergeant Major of the to our Regiment. We look forward USA, Retired, relinquished his Regiment. to fostering relationships with our responsibility as the Honorary incoming leaders. 50 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com AGCRA Membership Update By SFC(Ret.) Kenneth M. Fidler, Jr.
Greetings, fellow members of the AGCRA! Despite the As mentioned above, you may purchase and/or renew current OPTEMPO level our Army continues to face, I your AGCRA membership through the Sutler Store link, am proud to report that the Association’s membership by following these simple steps: has once again grown by over 600 new members in 1. Go to the AGCRA web site at: www.agcra.com. the last year. We have also welcomed a new chapter to our ranks. The “Follow Me” Chapter was approved 2. Click on “Join AGCRA” link. for activation at Fort Benning, Georgia, during the 3. Select membership level (based on rank/status) or summer of 2008. Under the leadership of the Chapter Sutler Store item. President, LTC Neal McIntyre, the Follow Me Chapter welcomed roughly 40 new members to the AGCRA. To 4. Click “add to basket”. Click “view basket” and LTC McIntyre and all of the members of the Follow Me “continue”. Chapter, welcome to the AGCRA. In addition to the 5. Select “register and continue”. (FOR FIRST TIME Follow Me Chapter, several other chapters significantly USERS OF THIS NEW WEBSITE. This is not for increased the overall membership of the AGCRA AKO credentials.) through hard work and pride. I would like to publicly recognize the following Chapters for their efforts and 6. Click on “submit and continue”. contributions during the last year in contributing to the 7. Click on “continue” to review order. growth of our Professional Organization: 8. Click on “continue” to verify address and click • Carolina Chapter (South Carolina) “continue” again. • Iron Mike Chapter (North Carolina) 9. Select Payment Method -Either: • Lone Star Chapter (Texas) • Print Form and mail in payment. • Potomac Chapter (Virginia) • Direct Payment (secure credit card transaction with PayPal). Unfortunately, there are several AGCRA Chapters that have been inactive for some time now and are • PayPal Express (pre-existing PayPal customers in jeopardy of being deactivated by the National only). Executive Council. Through networking and persistent 10. Complete payment information. communications between all concerned, current and new 11. Select “Go Now”. You will receive a message that Association members continue to join our ranks from your order has been approved. these inactive Chapter locations. The Executive Council has attempted to contact the senior HR leaders at these In order to avoid unnecessary stress and frustration, locations to re-energize these Chapters, with little it is critical that the information you enter during the success. If you are interested in reactivating a Chapter on-line application process not only be correct, but that is in jeopardy of inactivation, please contact the accurate as well. The slightest mistake (misspelled word AGCRA Adjutant at [email protected]. in address, incorrect number of digits in the zip code) may result in the credit card being rejected by PayPal. By now, most of you have seen or heard about the Your credit card account may be in good standing, Association’s new website – www.agcra.com. The new but the slightest administrative error may result in a and improved AGCRA website is up and running with disapproval of the transaction. Please be sure that the 100% functionality, thanks to our new Webmaster, SFC name on the application matches the name on the credit (Ret) Paul Hessert. The new website allows you to: card (if the name on the credit card is John Doe, then • Contact members of the AGCRA Executive Council the name on the application needs to be John Doe). For those who desire to join the AGCRA or renew an existing • View AGCRA Awards information and criteria membership the old-fashioned way, a membership • View general information about the AGCRA application is available. Contact me at: • Shop on-line at the Sutler Store, to include purchasing new memberships or renewing AGCRA existing memberships ATTN: VP-Membership (Ken Fidler) • Access to the Members Only section, which allows P.O. Box 10026 members to maintain their account information, Fort Jackson, SC 29207 to include password and address changes, look up and communicate with other members of the AGCRA Or email me at: [email protected]
Fall 2009 1775 51 At the present time, there are many Around the Corps members who have become inactive because they have let their membership expire. They will therefore no longer receive “1775”, the Official Journal of the AGCRA, due to the high costs of publishing and mailing the magazine. If you know anyone in this situation, please urge them to renew their membership so that they don’t miss an issue! We anticipate a new membership AGCRA web site mechanism in place to remind individual members that their membership is about to expire. Therefore, we rely on both the chapters and our individual members to keep their information updated and their memberships current. PLEASE NOTE: It is extremely important that AGCRA members keep their personal information updated, because the addresses as listed in the AGCRA database SPC Liston of the 3-747th Postal Plt transferes are where each member’s copy of “1775” will incoming mail from the pallet to the loading dock at be mailed to. We’ve had a large number of the FOB Warrior APO. problems with issues not being delivered, but in every single case, the address the member gave us at the time of complaint was NOT the address listed with the AGCRA. Please help us serve you better by making sure you verify and update your address with the AGCRA. In adition to receiving “1775”, our members can also look forward to receiving the new “AGCRA Newsletter” in an all out effort to keep the membership better connected to the Association. The AGCRA Newsletter will be mailed in-between “1775” publications and will contain information about current issues and events taking place within AGCRA. Finally, we have been receiving requests Weapons training in Yemen. from several chapter officers throughout AGCRA in reference to the old tri-fold information pamphlet on the Association. We are in the process of updating and revising the pamphlet so that chapters can use them as they recruit new members to join our Association. In order to save costs on bulk printing and mailing, we will send the pamphlet electronically to all chapters for them to reproduce locally as needed. For further assistance or information on membership, please contact your chapter representative or email me directly at [email protected]. Defend and Serve! SFC (Ret.) Kenneth M. Fidler, Jr., is a Senior Consultant with Booz Allen Hamilton. Additionally, SFC (Ret) Fidler is the VP- Members of the 101st Airborne Division (AASLT) Band, Membership, AGCRA. with members of the Afgan National Army Band. 52 1775 The Journal of the Adjutant General’s Corps Regimental Association www.agcra.com
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