The Journal of the ’s Regimental Association

SPRING 2016 Assistant Secretary of the Army for Manpower and Reserve Affairs Visits Human Resources Command

The Honorable Debra S. Wada, Assistant Secretary of the Army for Manpower and Reserve Affairs (ASA (M&RA)), chats with The Adjutant General (TAG) of the U.S. Army, BG James T. Iacocca, after an office call with MG Thomas C. Seamands, Commanding General, U.S. Army Human Resources Command, and before beginning a series of briefings and discussions with senior HRC leaders at the LTG Timothy Maude Complex at , Kentucky on 9 February 2016. Photo by David Ruderman, HRC Public Affairs Office.

The Honorable Debra S. Wada, ASA (M&RA), discusses manpower issues at Human Resources Command with BG James T. Iacocca, TAG. 03 THE ADJUTANT GENERAL’S CORPS 39 LEWIS-MCCHORD (JBLM) REGIMENTAL ASSOCIATION OFFICERS ADJUTANT GENERAL UNIVERSITY - 03 FROM THE EDITOR DEVELOPING AGILE, ADAPTIVE HR PROFESSIONALS FOR THE FUTURE SECTION I Regimental Leadership 41 THE ARMY’S FIRST MULTI-FUNCTIONAL HR 05 NOTES FROM The Chief of the Corps 44 A TEAM OF TEAMS - 1ST ID ALOC 2.0 06 NOTES FROM 46 FORSCOM G1 SUMMIT The Chief Warrant of the Corps 47 HUMAN RESOURCES SUPPORT TO THE SECTION II COMBAT TRAINING CENTER (CTC) Army & HR Professional Reading 49 THE REDESIGN OF ARMY PERSONNEL 08 AG OFFICER BRANCH UPDATE READINESS AND MEDICAL DEPLOYABILITY 11 AG WARRANT OFFICER BRANCH UPDATE 50 BROTHERS IN ARMS! 12 SOLDIER SUPPORT ENLISTED BRANCH 51 AWARD OF THE FIRST COL. J.P. MIKULA HR UPDATE OPERATOR EXCELLENCE AWARD 52 AG SOLDIER AWARDED THE TOMB OF SECTION III Around the Corps THE UNKNOWN SOLDIER IDENTIFICATION BADGE 14 ADJUTANT GENERAL NIGHT STALKERS- HUMAN RESOURCES SUPPORT IN THE 160TH 54 I CORPS G1 CONFERENCE ROOM SPECIAL OPERATIONS AVIATION (AIRBORNE) DEDICATION TO LTC PAUL R. BARTZ 17 TRUSTED AGENTS: ATTENDING TO ARMY 55 ADJUTANT GENERAL’S CORPS TO INDUCT CASUALTIES AND SURVIVORS SIX NEW MEMBERS INTO THE HALL OF FAME CLASS OF 016 20 DEVELOPING CREATIVITY & INNOVATION IN 57 HUMAN RESOURCES AND FINANCIAL OUR ARMY HR COMMUNITY MANAGEMENT WARFIGHTER TRAINING CONTENT 22 HR OPERATIONS IN AREA IV, DAEGU, SOUTH SUPPORT PACKAGES (WTSPS) KOREA HUMAN RESOURCES OPERATIONS BRANCH (HROB), 19TH EXPEDITIONARY SECTION IV Army Bands SUSTAINMENT COMMAND 58 1ST BAND VISITS THE 24 DEPLOYED HR OPERATIONS - CAMEROON KINGDOM OF SAUDI ARABIA 27 SPECIAL OPERATIONS FORCES (SOF) 60 9TH ARMY BAND IN SITKA, ALASKA - READINESS PROCESSING - MAINTAINING MAKING MUSIC AND BUILDING RELATIONS READINESS DESPITE OPTEMPO 62 US ARMY BAND PICTURE-GRAMS 29 HUMAN RESOURCES WITHIN MILITARY SECTION V AGCRA POLICE ORGANIZATIONS 31 EVOLUTION OF THE HUMAN RESOURCES 64 AGCRA VOLUNTEER CHAPTER ACTIVATES! OPERATIONS CENTER (HROC) 66 AGCRA ROCKET CITY CHAPTER UPDATE 33 THE ARMY WATERCRAFT PROBLEM 67 AGCRA 100% MEMBERSHIP 35 COMMANDO ADVISING IN SOUTHERN 68 ANNUAL CAROLINA MAUDE FOUNDATION AFGHANISTAN GOLF TOURNAMENT 37 4TH INFANTRY DIVISION PARTNERS WITH 69 AGCRA AWARD WINNERS THE AG SCHOOL TO CREATE THE 71 SUTLER STORE ITEMS STRENGTH MANAGEMENT MODULE (BSM2) 72 NOT GETTING YOUR MAILED COPY OF 1775? 1775, The Journal of the Adjutant General’s Corps Regimental Association, (ISSN 1551-8205) is published by the Adjutant General’s Corps Regimental Association, a non-profit organization, headquartered at Fort Jackson, South Carolina, and is devoted to the advancement and professionalism of the Adjutant General’s Corps members. Articles appearing in the journal do not necessarily reflect the opinion of the officers and members of the Regimental Association, nor the Army’s HR leadership. Articles submitted by AGCRA members, Soldiers, other service members or civilian employees of the US military services are expressions of personal opinion, unless otherwise stated, and should not be interpreted as reflecting the official opinion of the Department of Defense. 1775 is scheduled to be published three times a year. Articles for submission are welcomed and should be sent to the address provided below. The editor reserves the right to reject any articles and/or to modify articles for clarity or space limitations. The editor also encourages the submission of photographs and illustrations to accompany articles. By submitting your photograph or illustration, you will release publishing rights of the image to The Adjutant General’s Corps Regimental Association, heretofore known as the AGCRA. If other people appear in your photo, you must have sufficient permission of any recognizable figure, model or person or persons appearing in the photograph to be able to submit the photograph to the AGCRA and to be able to release the publishing rights of the photograph. The AGCRA claims all rights to the usage of your photograph for use within 1775 and on printed and/or digital material. Important - By submitting your photograph to the AGCRA, you agree to all of the terms written above. Requests for authorization to reprint 1775 articles should be sent to the address below.

VP, Publications, AGCRA PO Box 10026 Fort Jackson, SC 29207 EMAIL [email protected] WEBSITE www.AGCRA.com The Journal of the Adjutant General’s Corps Regimental Association | Fall I 2015 | www.AGCRA.com

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Adjutant General Night Stalkers – Human Resources Support in the 160th Special Operations Aviation (Airborne) - A training exercise is conducted with a MH-6 Little Bird, the 160th Special Operations Aviation Regiment’s (SOAR) (Airborne) most low profile airframe.

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Deployed HR Operations – Cameroon - Pictured is the main exit control point leading into Contingency Location (CL) Garoua, Camaroon. U.S. Army Africa (USARAF) operating jointly with the Marine Special Purpose Air Ground Task Force (SPMAGTF), U.S. Air Force Contingency Response Element (CRE), Navy Seabees, civilian LOGCAP personnel, and the Cameroonian Air Force (CAF) work to establish CL Garoua in preparation for the arrival of 160th Special Operations Aviation in support of airborne intelligence, surveillance, and reconnaissance (ISR) operations.

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1st Infantry Division Band visits the Kingdom of Saudi Arabia - 1st Infantry Division Band Members pose with members of the Arabian Society of Arts and Culture in Damman, Saudi Arabia. The Adjutant General’s Corps Regimental Association Officers OFFICERS PRESIDENT COL Jack L. Usrey SENIOR VP COL (Ret) Michael R. Molosso REGIMENTAL WARRANT OFFICER CW5 David G. Betancourt REGIMENTAL SERGEANT MAJOR CSM Nyeedra T. Edwards VP, HISTORY COL (Ret) Steven R. Shappell VP, AWARDS CW5 (Ret) David A. Ratliff VP, MEMBERSHIP SFC (Ret) Kenneth M. Fidler, Jr. VP, PLANS AND PROGRAMS COL (Ret) William (Al) Whatley VP, SALES AND MARKETING CPT Timothy S. Hughes VP, PUBLICATIONS & ADJUTANT COL (Ret) Robert Ortiz-Abreu, Jr. VP, COMMUNITY AND CORPORATE AFFAIRS LTC (Ret) Ward D. Ward VP, INFO TECH AND STRATEGIC COMMUNICATIONS LTC David C. Welch SECRETARY MAJ (Ret) William C. Villnow TREASURER LTC (Ret) David A. Smoot WEBMASTER SFC (Ret) Paul C. Hessert WEBMASTER MAJ Mike Skiff HONORARY OFFICERS 1775 STAFF AND SUPPORT

HONORARY COLONEL BG (Ret) Earl M. Simms EDITOR COL (Ret) Robert Ortiz-Abreu, Jr. HONORARY WARRANT OFFICER CW5 (Ret) Gerald I. Sims, Sr. ASSISTANT EDITOR LTC (Ret) Ward D. Ward HONORARY SERGEANT MAJOR CSM (Ret) Freddie Lash ASSISTANT EDITOR MAJ (Ret) William C. Villnow COMMITTEE CHAIRS DESIGN, LAYOUT & PRINTING SERVICES Colonial Printing, Columbia, SC AG CORPS PRINT & GICLEE SALES CSM (Ret) Teresa Meagher SUTLER STORE SALES SSG (Ret) Barbara Bishop HR CERTIFICATION LTC (Ret) James J. Galluzzo

AG Corp’s four core competencies of and services they provide to our most FROMthe Man the Force, Provide HR Services, valued resource, the American Soldier. Coordinate Personnel Support, and We hope you enjoy this edition of EDITOR Conduct HR Planning and Operations. 1775 and we welcome your feedback This edition of 1775 is dedicated to From Personnel Readiness by e-mailing comments to magazine@ Around the Corps. Simply stated, we Management, to Essential Personnel agcra.com. built this edition to hear from you, the Services, Casualty and Postal Soldier and Civilian HR Professional, operations, Recruiting and Accessions and what’s going on today in your support, to Band operations and much, corner of the Army HR Community. much more, our Corps covers a broad The articles within this edition describe and myriad spectrum of HR support Bob Ortiz the HR work you’re doing daily to to the force. We are proud to publish AGCRA VP Publications & Editor, 1775 enable Commanders and take care of the articles received for this edition [email protected] Soldiers and their Families. from HR Operators in the field and Colonel (Retired), US Army Articles within this edition touch on the are equally as proud of the support AG Corps Hall of Fame Class of 2013 COL JACK L. USREY Chief of the AG Corps, AG School Commandant, and Chief Army Music

4 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com SECTION I AG Corps Regimental Leadership • NOTES FROM THE CHIEF OF THE CORPS By COL Jack L. Usrey, Chief of the AG Corps, AG School Commandant, and Chief Army Music

oldiers and Civilians of the Corps, Concurrently, the AG School is participating Our latest videos include: we are very pleased to dedicate this and supporting the PMO’s efforts to develop Sedition of 1775 to Around the Corps. the overall IPPS-A Concept of Operations • DFAS - Temporary Quarters Subsistence AG Soldiers and Civilian HR Professionals (CONOPS), which will allow the Army to Expenses (TQSE) Parts One - Four continue to make a positive difference in the further develop and produce EXORDs and • Postal - AMPS Online 1412 Postal daily lives of Soldiers and their Families. associated FRAGOs that enable IPPS-A Meter Transactions In building this edition we put out a call to Releases 2-5 within Increment II. The HR Operators in the field like you to submit IPPS-A CONOPS includes detailed Annexes • Postal - 1412 Online Register articles to tell your respective story of how that support the DOTMLPF-P (Doctrine, we collectively are providing HR support Organization, Training, Materiel, Leadership • Postal - Ordering Enhanced Distribution to the force. You answered in kind and (and Education), Personnel, Facilities and Label (EDL) we hope you enjoy reading the myriad HR Policy) analysis which also supports the full missions our Corps’ Soldiers and Civilians spectrum fielding of IPPS-A. • PERNET - Store Logon Info are executing in exemplary fashion and come • Excel - COUNTIFS & SUMIFS to appreciate the broad spectrum of HR work As part of the AG School’s new HR Weapons we do every day. Qualification and Gunnery Program, I am proud • Excel - CSM List Scrub w/ VLOOKUP to announce the first winner of the COL J.P. Since my last 1775 Regimental leadership Mikula HR Operator Excellence Award. This • TOPMIS - Mass ORB via Assessment article, we have made meaningful progress award recognizes the AG School’s “Top Gun” Tool in our continuing efforts to support the for receiving the highest cumulative score on development and fielding of IPPS-A. The HR Weapons Qualification and engagement • Brigade Strength Management Module AG School, in coordination with the Soldier of HR Gunnery tables. Qualifications for (BSM2) - Full Demonstration Support Institute, CASCOM, our Army this award include demonstrated expertise • Postal - Nesting and Receptacle HR stakeholders and the IPPS-A Program in essential HR Weapons Systems, and Dispatching Manager’s Office (PMO), have successfully the ability to conceptualize, apply, analyze completed the Systems Functionally Review and evaluate HR information in order to • Access - Promotion List Stats (SFR), where we collectively reviewed present actionable recommendations to the System / Subsystem requirements to align Commander during complex S1 battle drills. In closing, I extend my many thanks to each to the IPPS-A business processes to further The first recipient of the COL J.P. Mikula of you for your continued selfless service and develop the system. We are now engage in HR Operator Excellence Award is CPT sacrifice. Your dedication, professionalism the agile development process, otherwise Simina Moldovan. CPT Moldovan scored and enthusiasm are making a difference to known as Fit-Gap where we work with the a perfect score of 40 out of 40 on each of our Army. Your senior AG leaders and our IPPS-A PMO and other HR stakeholders to the four HR Weapon Systems Qualification war fighters recognize how valuable you determine if PeopleSoft is able to meet the assessments. She also successfully completed are to the team. We must always work as a requirements specified in the SFR. The Fit- each of the HR Gunnery Tables she engaged team and strive to improve our HR business Gap process started in March, will continue demonstrating her subject matter expertise in practices for no other reason than to enable through July 2016, and will involve 54 areas Army HR systems. Commanders, and support Soldiers and of concentration involving HR and MilPay Family members to the best of our abilities. functions. At the completion of Fit-Gap, Don’t forget that we continue to publish Think Like An HR Operator - Be The the IPPS-A System Integrator will further AGTUBE “how-to” videos, designed to Difference! develop PeopleSoft into the IPPS-A that will respond to requests from the field, which be fielded. shows the viewer step-by-step instructions Defend and Serve! on how to do HR functions.

1775 | Spring 2016 5 NOTES FROM CHIEF WARRANT OFFICER OF THE CORPS

By CW5 David G. Betancourt, Chief Warrant Officer of the Adjutant General’s Corps

reetings AG Professionals from These are wonderful days where our customer-base to integrate the total Garound the world! What a members of our Corps are determined, HR force. season to serve in our Corps! What inspired and committed to step beyond Our AG Soldiers are confident and an awesome opportunity to be a the challenges we face with an Army possess a strong belief in their will to member of the machine that provides in transition. As the greatest team, our succeed. They are not afraid of initial personnel services and support, Soldiers remain decisively engaged in failure or lack of knowledge, but particularly during the Army’s days of providing the best HR service possible. understand that through a bold amount transformation. These are certainly Their passion for what they do is not of faith they can develop solutions that exciting times to showcase our only reaping good works, but allowing in time, could revolutionize the way abilities and steadfast dedication to them to collaborate with others in we do business. It’s a game-changing duty as AG Professionals. Whether creating solutions not usually found attitude that enables our ability to we enable Commanders, and support in textbooks associated with their deliver service and support, and falls Soldiers and their Families as HR military area of expertise. They are in line with transforming our Corps Operators; delight and serenade the reaching far beyond into what many into one that supports the conditions masses through Band performances; or in our field would deem “risky.” For to increase readiness while remaining support our end strength requirements example, we are moving forward with agile and adaptable. as Retention Professionals, our Corps creating standalone training packages is actively engaged in shaping the using commercial-off-the-shelf “Desire is the key to motivation, but environment today to satisfy the future software (Adobe Captivate) via Warrior its determination and commitment to force of tomorrow. Training Support Packages. We now an unrelenting pursuit of your goal have the means, through AG - a commitment to excellence - will Tube, to deliver training at the enable you to attain the success you fingertips of our Soldiers in seek,” by Mario Andretti. These words the field. This delivery method echo in unison with the direction our has gained an unprecedented Corps is headed. The energy and acceptance throughout the focused effort directed to meet the Army HR community. We Chief of the Corps’ vision to “Develop are exploring how to further adaptive HR Leaders prepared to reach with our Soldiers using meet Army readiness requirements DCS Connect. This capability, and enable mission command; design or what we call AG Tube HR solutions that support Joint Force Live, allows us to interact Commanders in the Force 2025 and on a secured connection and Beyond operating environment,” is obtain direct feedback from gaining momentum to become a reality users in the field. AG Tube in the near future. Live is currently a recurring The best example to illustrate the event and we are expanding great effort to design HR solutions

6 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com is the amazing effort we are currently Jackson. We see this unrelenting pursuit paragraphs, these are but a few of our executing as it pertains to IPPS-A. of excellence more often on the number initiatives dedicated to building a more Members from the AG Corps, HRC, of teams around the country harnessing efficient, dependable and trained team. and the IPPS-A Project Management their experience, ability and collective Around the Corps, this is who we are. A Team are decisively addressing interface efforts to develop internal training Corps that is 100% committed to enabling requirements through a process called opportunities for their Soldiers and our Commanders and supporting our Fit-GAP. This process analyzes a installation personnel. Soldiers and Families. Our AG Corps requirement and produces as output Those who look at us from a distance has a proud heritage of selfless service, a decision point: can the interface stand inspired at the simple, but compassionate care for its people, and support the data requirements? If the effective, method we are employing an innate ability to accomplish the answer is “Yes,” then we have a “Fit” to reach every enlisted, warrant and mission. Our business is to take care of and that requirement can be marked as commissioned Soldier throughout our people and we do so with great passion, completed. If the answer is “No,” then formations. The great initiatives we regardless of the circumstances or we have a “GAP” and further analysis have for the Corps are far reaching challenges any situation may present. is required to identify if there are other anything we have done in the past. We With great disposition and resolve means to successfully support the see the effective employment of AG we serve our Army as it continues to requirement. Let me illustrate a quick Universities and the positive effect shape conditions so we can remain the example: The buyer (HR Community) it is having on providing a training premier global fighting force. We strive has an idea of what they want and the experience that goes after sustaining and succeed because we believe in builder (PeopleSoft System Integrator) and improving our professionals’ skills our profession. We strive and succeed provides a set of generic blueprints that and knowledge. Because of the great because we hold ourselves to high Army serve as the starting point for the buyer. efforts of our FORSCOM G1, we now standards and discipline. We devote The buyer looks at the blueprints, and have an opportunity to reenergize live ourselves to developing and educating where his wants and the blueprints training by using elements from our our junior leaders “today” through match... there is a Fit. Where the buyer’s HR companies at the Combat Training increased rigor with the expectation wishes and the schematics don’t match... Centers in support of Army warfighters. of creating a capable generation that there is a gap. The builder will propose We have tremendous success with our is ready to win under the uncertain to either customize the home to meet mobile training team functional courses: conditions of “tomorrow.” We win as the requirements, or the homeowner Brigade S1, Plans and Operations, and AG Professionals because our will to will either drop the requirement, or Postal Courses. We are on course with prevail is strong, and we understand that compromise with the builder to find the functional development of IPPS-A the solution is nested within a talented another solution. All this is done prior as our one component system database team of professional leaders. Our team! to building the house (IPPS-A... the of record. All of our Fort Jackson The Adjutant General Corps Team! semi-customized home), where the military HR courses, whether initial builder and buyer continue to dialog “When you’re surrounded by people military training or professional military about fine tuning (type of countertops, who share a passionate commitment education are being redesigned with faucets) the final product. I can attest around a common purpose, anything is the Weapons Qualification/Gunnery that the leadership of our Corps is possible,” by Howard Schultz. concept. This drives at ensuring all engaged and committed to making sure of our HR Professionals have hands Defend and Serve! no stone is left unturned when it comes on experience with our common HR to IPPS-A. But this effort does not stop systems currently in used. In addition within the walls of the AG Corps at Fort to the examples used in previous

1775 | Spring 2016 7 SECTION II Human Resources Command AG Branches AG OFFICER BRANCH UPDATE

By LTC David C. Welch, AG Officer Branch Chief

s AG Branch finalizes assignments assignment Afor the 400 AG officers moving officer may during the 16-02 Distribution Cycle, release it. we thought it would be an appropriate • Released. time to take a behind-the-scenes look Officer has the at a process that is central to officer RFO. assignments: Request for Orders (RFO) production. Assignment Unless someone branches within the Officer Personnel has served as an Management Directorate (OPMD) assignment officer, receive a steady stream of inquiries from they may be officers about their RFOs during the late unfamiliar with the winter and early spring and then again particulars of RFO during the late summer and early fall; production. And that is, ahead of the summer and winter while generating distribution cycles, respectively. Given an RFO is not The AG Officer Branch Team, from left to right: the central role RFOs play in generating a complicated CPT Brown-Cormier, MAJ Campbell, CPT Clark, orders, granting entitlements, and process, neither LTC Welch, Ms. Jones, and Mr. Rouse. supporting officer movement, it is is it always a fast one. What follows in EFMP or the Married Army Couples understandable that officers want and Program (MACP). expect to receive their RFOs in a timely is a look at the life of an RFO that will manner. OPMD’s goal is to release an hopefully illuminate the process of RFO to an officer no later than 120 days creating and delivering an RFO to an before their report date. officer. Provided an officer is slated against an RFO Production. Once AG Branch assignment, a question about the status determines an officer’s next assignment, of their RFO should be relatively easy the next step is to process their for an assignment officer to answer, RFO. Using the ‘Assign Soldier to because, without making too many fine Requisition’ application in TOPMIS, distinctions, there are really only three assignment officers link officers to statuses an RFO can be in: specific requisitions provided by Officer Readiness Division (ORD). After • Unreleased. Officer linked linking the two, assignment officers to a requisition, but additional use the ‘Assignment Instructions’ work or coordination is required application to confirm or adjust the report concerning a nomination, report date (Date Reporting to Assignment date, Exceptional Family Member - DTRASG), confirm or adjust the Program (EFMP) clearance, special Movement Designator Travel Category instructions, or other matters. (MDTC), and add special instructions Screenshot of ‘Assign Soldier to • In Coordination. RFO requires to the RFO. This application also Requisition’ application. review and approval before the highlights whether an officer is enrolled

8 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Digression #1 (Nominations). If AG earlier date within the distribution cycle going, and when do they need to be Branch is considering an officer for a with no restrictions, but they may only there? Also, is anyone excited about selective or nominative assignment, adjust the DTRASG to a later date up one week of PCS leave? Is it really then before an assignment officer can to 14 days. Any adjustment to the right that important? Are we taking care of even start with the RFO, the gaining that is greater than 14 days requires a families? Does MAJ ‘D’ really want organization needs to accept the officer. request to the account manager with to extend for a thirteenth month? Organizations / positions in the selective justification. Provided the justification is • Possible Solution #3: Address / nominative category include: DA G1, sound, most account managers will make Officer Concerns and Ignore Unit HRC, AG School, Joint, NATO, MEPS adjustments, so the friction is not usually Concerns. This works in the short (Commander positions only), Cadet between assignment officers and ORD; term, because as an assignment Command, USAREC (Commander rather, it is between assignment officers officer, you deal with your officers positions only), IG, and other nominative and units (losing and gaining). first and the fallout from decisions positions (GO-level XO, ADC, Military Digression #2 (The Riddle of made with them later. As tempting as Assistant). If an officer is under Reporting Timeline Synchronization). it may be, this solution is not a good consideration for an assignment to one If assignment officers could prevent gaps idea. Units need to be involved, and of the above organizations or positions, in every position, there would be little assignment officers need to consider then additional time is added to the or no friction with units, but is this even their input when determining process (weeks or even months). Once possible? Sometimes, but certainly not reporting timelines. the organization accepts the officer, the always. Let us take an example: MAJ ‘A’ So we are left with planning as best we assignment officer may proceed with the graduates from CGSOC on 10 June and is RFO. can, applying bits and pieces of the above slated to replace MAJ ‘B’ in a Brigade S1 solutions when it makes sense to, and Report Dates. Synchronizing reporting position on 10 July. MAJ ‘B’ is slated to working through with the rest as best we timelines during a distribution cycle is a replace MAJ ‘C’ in a MEPS Command, can. While we certainly do not strive challenge. There are some anchor points, but MAJ ‘C’ is going to Korea to replace to create gaps, they do happen. On the including AGCCC / CGSOC graduation MAJ ‘D’, who has a DEROS of 15 June. officer and unit side of this process, it dates and Dates Eligible for Return from Every unit affected is requesting overlap. is a good idea to expect gaps and have Overseas (DEROS), but beyond those, • Possible Solution #1: Pick Different a plan to cover them (usually with junior the options for report dates are many; Officers. But are we really selecting officers). But this is not always desirable basically, any day that falls within the officers for their assignments based or possible. In the end, someone has to six-month window of a distribution solely on their availability dates? (and will) move first. cycle. Given that large window, We can assure you that AG Branch MDTC. MDTC is the baseline for assignment officers rely on officer and is not doing this, and very few of our unit requests to determine report dates, how much the PCS will cost. The most officers would want us to. While commonly used codes are: but the concerns of officer and units are availability is a consideration, it often at variance. Officers may be more is not high on the list of factors • 2A: CONUS permanent station to concerned about their losing units (e.g., determining an assignment. If we CONUS permanent station as a Battalion / Brigade S1s want to support were to prioritize availability over student (20 weeks or more). their respective Commanders through talent management, professional • 3A: CONUS permanent station to their changes of command) and their development, and unit and officer CONUS permanent station. families (e.g., school start and end dates, preference, then we would see the • 4A: CONUS permanent station to spouse’s employment) than their gaining triumph of short term thinking over OCONUS permanent station. units. Conversely, units are concerned long term thinking. about preventing gaps in their positions • 4C: OCONUS permanent station to • Possible Solution #2: Extend, and ensuring officers stay long enough or CONUS permanent station. arrive in time to support training exercises Curtail, Eliminate / Minimize and deployments. The concerns of both PCS leave. Any volunteers? In • NZ: No Cost Move. Note: There are groups are rational and understandable, the scenario above, MAJ ‘A’ could some challenges for moves within but whether AG Branch can satisfy all minimize their leave and report to the Washington Local Commuting parties and concerns remains a challenge the Brigade on 17 June; MAJ ‘B’ and where the art occurs. could minimize their leave and report to the MEPS on 30 June; MAJ If it is Officer Readiness Division’s ‘C’ could minimize their leave and (ORD) job to advocate for a unit’s desired report to Korea (after the change report date, then it is an assignment of command, of course) on 15 July. officer’s responsibility to advocate for MAJ ‘D’ could extend their tour (or an officer’s desired report date. The AG Branch could extend it) to 22 account managers in ORD set and July. But we still have problems. control the report dates associated with Where is MAJ ‘D’ going, and whom each requisition. Once set, assignment are they replacing? Where is MAJ Screenshot of ‘Assignment officers may adjust the DTRASG to an ‘E’ (whom MAJ ‘D’ is replacing) Instruction’ application.

1775 | Spring 2016 9 Area. The default MDTC for such RFO works through the various levels of moves is ‘No Cost Move’; however, coordination. Depending on the urgency depending on the distances involved, of the situation, assignment officers will DA may grant exceptions allowing a full encourage, call, e-mail, and visit the cost move within this commuting area. sections responsible for voting on the RFO, but usually this is not required, and Special Instructions. Assignment the RFO returns to the assignment officer officers input the special instructions after all coordination has been completed. found at the bottom of an RFO using At this point, the assignment officer may the ‘Special Instruction Selection’ Screenshot of RFO that requires release the RFO. application. Usually, TOPMIS coordination. automatically includes the appropriate How long does coordination take? It special instructions for a particular EAC is the means by which various depends. Most cases only require a assignment, and assignment officers sections within OPMD verify that the few days; however, there are EACs that simply add the instructions for early assignment complies with DoD, DA, involve multiple sections in OPMD and reporting and their point of contact HRC, and other policies. These sections require waivers / exceptions, time, and information. Although most special include the account managers in ORD, some pleading. How many RFOs enter instructions are readymade, assignment PCS Policy, and Joint Policy. At present, EAC? ORD estimates ~40%, but most officers do have the capability to ‘free there are approximately 70 conditions assignment officers would probably add text’ instructions or edit preexisting that will trigger an EAC. Some examples a few percentage points to that number. instructions if necessary. Note: are EFMP, MACP, stabilization break Officers coming out of CCC or ILE usually do not trigger coordination, assignment officers are not authorized (STBRK), medical readiness, and adverse because stabilization break rules do not to create or grant entitlements; therefore, action. Assignment officers are required apply when the destination or point of branch and OPMD’s PCS Policy section to address each circumstance and, in some departure is a school. Note: AG Branch will scrutinize any request to add special cases, provide supporting documentation assists with, but is not responsible for, instructions from officers in the field or (EFMP clearance, medical profiles). An processing RFOs to ILE or SSC. their MPDs. example summary that an assignment Electronic Assignment Coordination officer would include in EAC that The ideal scenario is an RFO that requires addresses the conditions outlined above no coordination. The less satisfying would look like this: scenario is when (after pushing an RFO TO: USARPAC, Hawaii through lengthy coordination) an officer in FROM: 1AD, Fort Bliss the field contacts their assignment officer and says, “I just got my RFO: thank you. WHY: Post-KD broadening assignment. But I need to adjust the report date by five EFMP: Approval attached (Note: EFMP days.” Guess what? The process starts all screening is a separate process.) over again, and if the original RFO required MACP: Officer married to LG MAJ who coordination, then the amended RFO will is also on assignment to Hawaii. require coordination. There is a means for Screenshot of ‘Special Instruction STBRK: Date of last PCS was 1 JUN assignment officers to bypass the normal Selection’ application. 14. Projected report date is 15 JUL 16. coordination process and secure faster (Note: In this case, PCS Policy would approval of a previously released RFO, but (EAC). Once the DTRASG, MDTC, recommend – and OPMD would approve assignment officers have to be judicious and special instructions are set, the – a ~10 month time on station waiver.) about its use. Ultimately, this method assignment officer checks the ‘Release MRC: Officer has a permanent profile, but is a means of reducing redundancy, not AI (assignment instructions)’ box. If is deployable – medical profile attached. circumventing regulatory guidance or the RFO requires ‘coordination’, then Adverse Action: Flag for body relieving assignment officers of the need it enters an EAC. If not, then TOPMIS composition was lifted on 27 AUG 14 – to plan ahead. releases the RFO and the recipient flag removal attached. receives an email notification about the We hope this article has expanded your release. Once the assignment officer inputs understanding of the RFO process. Thank comments, answers questions, and you for all you do for the AG Corps! attaches supporting documentation, the Defend and Serve!

Screenshot of instance when no coordination is required.

10 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com AG WARRANT OFFICER BRANCH UPDATE

By CW4 Roddrick Tumlin, Jr., AG Warrant Officer Branch Manager

consider it a managers at all levels communicate their Warrant Officers therefore, HRC can only Idistinct honor mission essential requirements to their support those applicants who are seeking and privilege HRC account managers, cross-level on a Bachelor’s Degree. Be sure to reference to serve as the installations to ensure equal distribution AR 621-1 and contact HRC for more Assignment based on mission requirements and mainly information. Officer forinform your Commanders on the current Promotion Board Preparation. It AG Warrants. strength of the AG Warrant Officer force. cannot be emphasized enough that you I’m overjoyed Assignments. Warrant Officers can expect must deliberately prepare yourself and with the vast to be available to move no earlier than the your records for the promotion board. number of 24-36 months Time On Station (TOS) for Photo – Prior to taking your DA photo, congratulatory CONUS. For OCONUS, Warrant Officers ensure you review your ORB and OMPF notes that I received from the field. can expect to remain until their respective to make certain everything matches. It’s Your vote of confidence further deepens DEROS based on location and type of a good rule to have someone accompany my commitment to managing Army tour. Please ensure you communicate you on the day of your photo to provide requirements and assisting you in your assignment considerations not later you with last minute surety. If you are reaching your personal and professional than 9-12 months in advance. Ensure deploying, make sure to take your photo goals. I would be remised if I didn’t pause you inform HRC immediately if you plan prior to your departure. ORB – Make an to publically thank CW5 Yinusa Adeoti to extend or curtail your overseas tour. appointment with your S1 early to allow for the wonderful job he has done as our All exceptions will be considered on a maximum time for both you and the S1 to Assignment Officer and Career Manager case-by-case basis. Last minute taskers, review your file. Ensure you bring with over the past few years. special and nominative assignments or you, your “I love me book” which should Over the past two months, I’ve had the missions do exist. Therefore, in order contain all of your documents from initial opportunity to be a part of the CW5 to be competitive and considered, please enlistment to present. Having this at your Selective Retirement Board board file ensure your records (i.e., DA Photo, ORB appointment will save you and your S1 review, the 16-02 manning cycle course and OMPF) are always at a “ready-state”. time and prevent a follow-on appointment correction, the 17-01 manning cycle, The requirements are very descriptive and which could be used for someone else. and the CW3, CW4, CW5 Promotion vary. OMPF – Your OMPF should support your Selection Board board review, all of which Broadening Opportunities. Everyone is ORB. As mentioned above, bring you are extremely important to our commands eligible to be considered for broadening documents to your appointment with your and individual Warrant Officers. Equally opportunities and encouraged to apply. S1 so they can upload anything that is this was an eye-opening experience that I The keys to success are timing and having missing into iPERMS. will use to better support you as we move a stellar record of performance, to include Professional Military Education forward. an updated ORB. Other factors vary (PME). Please ensure you do not wait The first topic that I would like to share is depending on the program. Be sure to until the last minute to request PME. the strength of our force. reference AR 621-7 and the MILPER Since there are no longer time in grade Strength of the Force. The current Message portal at https://www.hrc.army. restrictions, there is no need to wait. operating strength for 420A is 68%. mil/milper. Keep in mind that there are only two Cause: Our shortage is mainly due to Training with Industry (TWI). 420A Warrant Officer Advance Course the number of new accessions or new Currently there are two TWI opportunities (WOAC) classes a year in February and accession failures, non-selections for for 420A. Those two positions are for May, so plan accordingly. Warrant Officer promotion, retirements, and other Army CW2 (P) and CW3 for the University of Intermediate Level Education (WOILE) requirements. Effect: The main effect of Louisville, Louisville, KY. Post utilization has just started a 9 week pilot course the shortage is the lack of 420As available will be at the Soldier Support Institute and which may set the conditions for future to fill all requirements, especially at the HRC respectively. Eligible personnel will classes. Congratulations to CW3 Cristal BCT and G1 level, which in turn affects receive a separate e-mail for instructions. Heichelbech who was recently selected overall readiness. Packets will include: ORB, and last three to attend the Resident Intermediate Level evaluations; Bachelor’s degree preferred Education (ILE) at Fort Leavenworth, The current strength for 420C is 160%. KS. The AG Warrant Officer PME point Cause: The overage is mainly due to but not required. Currently there are no TWI opportunities for 420C. of contact is Ms. Grace Kyser at (502) inactivation of 7 Army Bands. Effect: 613-6230, DSN 983-6230 or email There is no immediate negative effect Degree Completion Program (DCP). [email protected]. of the 420C overage, but it may require DCP is open to all but will be targeted to individuals to work as excess while natural CW2s and junior CW3s who have a stellar Thanks for all you do. Please contact attrition occurs. record of performance and at least 2 years me by phone at Commercial (502) 613- 6189 or DSN (312) 913-6189, or e-mail Our current operating strengths for 420A of college. Due to the strength of the 420A population, HRC can only support [email protected] if I can be and 420C are projected to remain the of assistance. same for the next 12 months. Until we up to two DCP participants at any given have a fix, it’s imperative that strength time. There is no DCP utilization for AG Defend and Serve!

1775 | Spring 2016 11 SOLDIER SUPPORT ENLISTED BRANCH UPDATE By LTC Stewart J. Van Buren and SGM Marlena Goode Remaining Competitive in a Dynamic and Changing Environment

s the Department of Defense Acontinues to experience budget constraints and the Army continues to drawdown its force with a near term goal of an active component end strength of 475,000 and its FY17 goal of 460,000 Soldiers, staying competitive for promotion and retention will become increasingly difficult. Along with the drawdown, come possible grade plate reductions and shifting Army priorities, all of which can affect promotion opportunities. Now more than ever, it is critically important that leaders, NCOs, and mentors stay engaged ensuring we are promoting and retaining the very best. It is imperative that NCOs take a strong interest in their own careers, as well as those under their charge. To remain highly competitive for Career managers assigned to the Enlisted Soldier Support Branch at Human promotion and other key assignments, Resources Command led by LTC Stewart J. Van Buren and SGM Marlena Goode. every NCO should regularly conduct a thorough assessment of their personnel record, and not wait for an upcoming findings revealed inconstancies with • NCOES – NCOES remains a vital promotion board. HRC routinely screens what is on the ERB to what is worn pillar of leader development. STEP records for nominative and other key on the uniform. Remember, an initial (Select-Train-Educate-Promote) assignments (e.g., EO, IG, DLA, SMA photo is required within 60 days of was recently implemented as an Office, White House, Army, Joint staff obtaining the rank of SSG or higher, enhancement to the Army’s talent positions, etc.). Soldiers are not informed or a new photo is required when there management system. It links SSD and of these internal reviews since they are is an award of the ARCOM or higher. NCOES to subsequent promotions only conducted when HRC receives the A proper DA photo is necessary in order to better prepare NCOs for requirement or when a vacancy occurs. for Soldiers and NCOs that wish to the complexities of the operational Subsequently, a Soldier’s record may be remain competitive (reference AR environment, while reinforcing the passed over simple because their file is 640-30). benefits of a progressive professional not complete or up to date. If Soldiers • Enlisted Records Brief / Records development strategy. As you attend want to remain competitive, they must Update – The Enlisted Record NCOES, keep in mind that Student update their DA Photo, ERB, DLPT, and Brief need to be clear, correct, and Honors are based on the total Soldier Army Military Human Resource Record consistent. Common occurrences concept while demonstrating the (AMHRR) regularly. include, but are not limited to, Army Values. When it comes to incorrect or properly reflected duty remaining competitive, Student After a review of recent centralized titles, civilian, and military education, Honors will set you apart from your selection boards’ after action reports, and military awards (unit and peers. proponent analysis, and our own internal individual). Soldiers must ensure • Civilian Education - Civilian education review, there are common reoccurring source documentation is uploaded remains extremely important. We themes that NCOs must address in order to properly in iPERMS. Many NCOs are glad to see an increase of higher remain competitive. Remember, you are are not reviewing and / or certifying education degrees among our NCOs. your best career manager. The following their “My Board File” prior to Our professional development model steps must be taken in order to optimize promotion boards. Not certifying a highlights civilian education, which potential: board file sends a negative message includes the recommended level of • Update your DA Photo – A review to the promotion board. It is highly completion in concert with a Soldier’s of records depicted outdated photos, recommended that a comprehensive rank. It is highly encourage that all incorrect rank, uniforms not fitting ERB review be completed yearly, Soldiers take the opportunity to seek correctly, and awards and insignia after each PCS, and prior to each higher education. A civilian degree display incorrectly. In addition, the board. can set you apart from your peers,

12 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com which can lead to greater promotion • Personal preferences / Family opportunity for assignment variety while potential. Additionally, a degree concerns (MACP, EFMP, HSSS) at your installation / command. At the will be essential when looking for a • Rotating Soldiers from operational to Corp and Division level, we ask that you civilian job at retirement or transition institutional assignments continue to conduct slating boards to from the Army. ensure Senior NCOs are getting maximum • Target Soldiers with multiple • Leadership Awards – Leadership opportunities to serve at a variety of levels deployments (send experience to the (Battalion, Brigade, and G1) providing awards along with membership into institutional Army) elite organizations, such as SGT both staff and leadership opportunities. Morales and SGT Audie Murphy, • Time on Station is not the sole reason a Soldier will be placed on assignment It is an honor and privilege to serve as your recognizes those NCOs who leadership team at the Soldier Support demonstrated leadership in shaping Assignments must be varied and equitable Branch. We are not successful, unless our future leaders and / or giving (deployments / hardships, leadership, you, your command, and your Families back to their communities. Obtaining staff, special / nominative positions, are successful. We are here to ensure nomination and acceptance for an OCONUS, and broadening). Regardless Army readiness, but more importantly, award or membership into leadership of the type of assignment, a strong manner we are here to support you! We have organizations could assist in of performance is imperative to remaining had multiple unit leadership teams visit remaining competitive for promotion. competitive. It is important to demonstrate us at HRC, and have greatly enjoyed the • Bottom Line - In order to ensure strong performances over multiple dialog and feedback we have received. We accuracy and consistency, it is NCOERs with different commands and look forward to seeing more of you over imperative to conduct a thorough rating chains. Demonstrating a pattern time. We have had the opportunity to get crosswalk across your ERB, your of outstanding performance is a key out and visit with some of the units and records (AMHRR), and your uniform component in continuing to progress in an Soldiers at their installations and we are (DA Photo). ever tightening environment. always impressed with the talent, drive, and dedication displayed by the Soldiers How & Why Assignments are HRC has established a Senior NCO within the AG Corp. While we cannot Determined contact program to ensure professional dialog takes place between Soldiers give every Soldier their first assignment of As you do everything in your power and HRC managers. Prior to being choice, we will make every effort within to remain competitive, it is our job at placed on assignment, SSG(P) to MSG our power to ensure your success and that the Soldier Support Branch (SSB) to will have direct communication with you are achieving your goals. We do hope provide you the best opportunity to HRC Professional Development NCOs to visit more Soldiers and units over the remain competitive. The methods used (PDNCOs) or Assignment Managers next year. in the assignment process are intended (AMs). The PDNCOs / AMs will discuss In conclusion, for Soldiers and their to support Army readiness, provide career progression and the Professional leadership, please feel free to reach out Soldier development, and ensure care Development Model. They will discuss to SSB for a records review, or any other of Soldiers and their Families. Soldier’s where an individual Soldier stands within questions or concerns you may have. professional development requirements their career, how competitive they are, We do strive to be open and transparent. (assignment diversity), dwell time, what assignments are available, and Lastly, I would like to thank COL Karolyn broadening assignment opportunities, finally, what is the best assignment for Hooper, Commander, USANATO and military schooling are all important that Soldier in order for them to remain Brigade, LTC Chris Ruga, Division G1, considerations when reassigning Soldiers. competitive. The Soldier will be able to 25th Infantry Division, and LTC Rebecca HRC considers Soldier preferences and discuss unique situations such as changes Eggers, Division G1, 101st Airborne other Family concerns, such as: in EFMP, MACP, a desire to retire, and Division, for hosting us, and allowing us • Married Army Couples Program / or other situations that may affect the to come out to brief the HRC Enlisted (MACP) Soldier’s readiness / availability for their Management Brief, and provide one-on- next assignment. • Exceptional Family Member one professional development sessions Program (EFMP) Another great tool is the Assignment with the Soldiers in your formations. I Satisfaction Key (ASK), MILPER welcome the opportunity to come out to • High School Senior Stabilization other locations. Thank you for what you (HSSS) Message 02-005. The Assignment Satisfaction Key is accessible through do every day! • Compassionate Reassignment Request the HRC website. It allows Soldiers to Defend and Serve! SSB’s goal is to have the right Soldier, at update assignment preferences, volunteer the right assignment, at the right time. The for high-priority assignments, and view key is an assignment that will mutually assignment information. It is imperative benefit both the gaining organization and that Soldiers keep their ASK preferences the Soldier (whether it is to develop a updated as situations and desires new skill or utilize an existing skill set). constantly change. We do review ASK In order to set Soldiers up for success, preferences before making assignment and to ensure the success of the gaining decisions, but keep in mind that not all Command, the following business rules locations may be available at your time of are applied: movement. • Assignments are made based on the At the Senior Mission Command level, needs of the Army, highest priority SSB asks local leadership to assist in missions first ensuring talented NCOs are given the

1775 | Spring 2016 13 SECTIONAround the CorpsIII

Adjutant General Night Stalkers – Human Resources Support in the 160th Special Operations Aviation (Airborne)

By CPT John A. Hermida

“In the deepest darkness, at some hour Aerial Systems (UAS) that they operate, Battalion S-1 sections are responsible for between midnight and dawn, you believe in support of the nation’s most sensitive the HR services of 700 to 900 Soldiers you hear us coming.” The 160th Special missions. Although “service in the 160th each. Accordingly, personnel readiness Operations Aviation Regiment (SOAR) is a calling only a few will answer, for is a critical combat multiplier for each (Airborne) is the only special operations the mission is constantly demanding and formation. Not only do AG Night rotary wing unit in the hard,” there are Night Stalker Adjutant Stalkers serve large Aviation Department of Defense (DoD). The General (AG) Soldiers who provide of specially selected and trained Soldiers, mission of the 160th SOAR (ABN) human resources (HR) support to the best they do so while fulfilling enduring is “to provide unparalleled precision rotary wing pilots, aircrews, and support deployed missions throughout the rotary wing special operations support personnel in the world. CENTCOM and AFRICOM areas of and expertise to the Ground Force The 160th SOAR (ABN) employs responsibility, with periodic additional Commander,” and the Regiment is modified Chinook, Blackhawk, and Little commitments in the PACOM and “relentlessly focused and dedicated to Bird helicopters, and EUCOM areas. our customer.” The Soldiers of the 160th Grey Eagle UAS. The SOAR (ABN) are famously known as unique airframes are Night Stalkers, and the unit’s mottos are what typically come “Night Stalkers Don’t Quit!” and “Death to mind when thinking Waits in the Dark.” The Regiment’s of the Regiment, but nickname and mottos are reflective of its it is the people who culture of excellence and selfless service, are the heart of the and the uncommon capabilities that it unit and the reason provides to the nation. for its existence. The Night Stalkers earned their nickname The Regiment is a by pioneering rotary wing operations at large aviation unit of night with Night Vision Devices, and over 3,400 Soldiers, because they fly most missions under Department of the the cover of darkness. The Regiment’s Army Civilians, and distinctive unit insignia is the mythical Contractors. The unit centaur symbolizing the melding of man is authorized 18% and machine, of pilot and helicopter. It more Soldiers than the is emblematic of the way that the unit’s conventional Army A training exercise is conducted with a MH-6 Little Bird, the 160th pilots and aircrews blend into the highly Combat Aviation Special Operations Aviation Regiment’s (SOAR) (Airborne) most low modified helicopters and Unmanned (CAB). The profile airframe.

14 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Service in a Battalion S-1 section in the maintain the high state of personnel 160th SOAR (ABN) is challenging. The readiness that the Commanders need. operational tempo (OPTEMPO) of the Maintaining accurate and thorough Regiment exploded after the attacks of Strength Reporting is essential by the S-1 11 September 2001, and it never slowed sections, because it is their projections down. A unit with a high OPTEMPO of shortfalls in Military Occupational is common throughout the Army, but Specialties that fuel targeted recruiting there are facets of HR support in the efforts for the Regiment. 160th SOAR (ABN) that are specific to The 160th SOAR (ABN) approaches this unique unit. AG Soldiers in the unit recruiting like an angler casting a line face complex challenges in increasing – it is direct and focused. Recruiting the personnel readiness of their units. focuses on individuals who have These challenges are pronounced in the the characteristics and traits that the AG core competencies of Man the Force Regiment desires, and is nested with the and Provide HR Services, especially Special Operations Forces (SOF) Truths. Essential Personnel Services (EPS). The unit does not cast a wide net in Man the Force is a challenge in the recruiting, preferring to focus on quality 160th SOAR (ABN) because all Night instead of quantity. The Regiment knows Stalkers are three time volunteers. They that “SOF cannot be mass produced,” Night Stalkers conduct static line airborne volunteered to join the Army, volunteered operations from the ramp of a MH-47 at Fort and that “humans are more important for airborne duty, and volunteered Campbell, Kentucky. than hardware.” Observing the SOF for assignment to the Regiment. It Truths ensures the 160th SOAR (ABN) is not enough to provide Soldiers to their aircraft. The entire process from focuses on acquiring the right people, the Regiment by having a personnel application to Green graduation and fostering a professional culture that requisition validated and filled by Human typically lasts a year, and sometimes goes beyond being expert technicians. Resources Command. AG Night Stalkers longer. It takes a long time and many The Regiment scrutinizes the records must superbly manage their existing resources to turn a Soldier into a Night of Soldiers that have the potential to be human capital, because it takes a long Stalker, and presents a unique challenge Night Stalkers, and approaches them time to receive replacement Soldiers. to Man the Force. individually about assessing. The method Additionally, not everyone that is The extended time that it takes from of scouting for profiles that may fit in the accepted to join the Regiment ultimately application to the 160th SOAR (ABN), unit is paired with individuals directly becomes a Night Stalker. Some selectees to a maroon beret wearing Soldier of applying to the Regiment, and together, are disqualified during various physical the Regiment, presents a challenge in are the primary methods of Manning and psychiatric screenings, and some fail manning the force. Focused personnel the Force. While AG Night Stalkers to progress through the rigorous training utilization and talent management are vital face unique challenges in achieving an of Green Platoon. to maintaining the right numbers needed optimal level of personnel strength in the Assignment to the Regiment is a long and to provide strength to the Commanders in Regiment, they also have unique aspects arduous journey. Most Soldiers start with the Regiment. Putting a “face to a space” to how they provide EPS. an extensive application with a Special on a Unit Manning Roster is not enough. AG Night Stalkers are spearheading the Operations Recruiter. They undergo The right Soldier must be selected to assimilation of military pay by the AG a personally challenging assessment become a Night Stalker and the right Corps, and they provide the vital link course that determines if the Soldier has Night Stalker must be assigned to the between installation finance offices and the qualities to be a Night Stalker, and right position. The AG Soldiers of the individual Soldiers. Elements of the if favorably assessed, all Soldiers attend Regiment are unable to address personnel 160th SOAR (ABN) typically deploy a training course named Green Platoon. gaps through an articulation of needs on to combat zones in a Temporary Duty Officer and Enlisted Green Platoon is a a Mission Essential Requirements to Assignment (TDY) status, rather than Regiment sourced and operated Army Human Resources Command, or through on Temporary Change of Station orders. Training Requirements and Resources simple intra-post transfers between This SOF approach to deployments is System course. It is the beginning of units on the same installation. New and necessary because of the frequent, short turning Soldiers into Night Stalkers. It replacement Soldiers are a commodity deployments that Army SOF Soldiers is where everyone is inculcated into the in the Regiment. Therefore, AG Night execute. This distinct method of TDY culture of the Regiment, and ultimately Stalkers are dedicated to maintaining the deployment orders results in the S-1 produces Basic Mission Qualified pilots readiness of the Soldiers that they have. sections having to become familiar with and aircrews, and support personnel AG Night Stalkers closely monitor their the intricacies of deployed financial ready to enable their Commanders unit’s HR metrics, in order to identify and entitlements. to accomplish their missions. Green mitigate trends that degrade the personnel AG Night Stalkers are the linchpin Platoon takes one month for most support readiness of their units. Keeping current between Night Stalkers redeploying and personnel, and up to eight months Soldiers administratively available is receiving their combat zone pays and for pilots and aircrews, based upon the best way that the S-1 sections can entitlements, as filed on a travel voucher.

1775 | Spring 2016 15 This requires a close working relationship S-1 sections processing more than 40 WO cohort. between the S-1 sections and their official passports and 60 visa requests, Many attributes, personal decisions, and servicing Defense Military Pay Offices. on average, every month. Every country professional commitments make AG There are frequent finance related has different requirements to issue visas, Night Stalkers unique amongst the AG challenges, because Night Stalkers serve and it falls upon the AG Night Stalkers Corps. These specially assessed and in a variety of combat and operational to decipher the processes in order to trained HR experts live a professional OCONUS assignments every quarter. maintain readiness within their units. life of servitude like all AG Soldiers, Imagine having to ensure that a Soldier’s The S-1 Soldiers in the 160th SOAR and they serve to increase the personnel combat zone tax exclusion entitlement (ABN) must quickly learn the specifics readiness of their Battalions. Do you is “turned on” for a 30 to 60 day period, and nuances of providing EPS to the want to provide HR support to one of the then “turned off,” and then having to do Warrant Officer (WO) cohort, both most storied units in the Army? Take the it again, all within the same fiscal year. Aviation and Technical. They become first step in Night Stalking and review Additionally, they manage the Special intimately familiar with chapters six, the required list of qualifications, and Duty Assignment Pay (SDAP) that seven, and eight of Department of the Contact a Special Operations Recruiter many enlisted Night Stalkers are entitled Army Pamphlet 611-21. Warrant Officers at www.sorbrecruiting.com/160TH_ to, along with ensuring that qualified comprise 15% of the total Soldier strength Qualifications.htm to begin your Soldiers receive their monthly Jump of the Regiment, and the Regiment is application. Night Stalkers Don’t Quit! Pay. AG Night Stalkers have to closely authorized approximately 68% more The Night Stalker Creed monitor SDAP and Jump Pay slots, to WOs than the CABs throughout the ensure that their Soldiers are receiving rest of the Army. The Regiment’s WOs Service in the 160th is a calling only a few the additional pays they are entitled to, are an integral part of the unit, as they will answer for the mission is constantly and have earned. demanding and hard. And when the impossible has been accomplished the only reward is another mission that no one else will try. As a member of the Night Stalkers I am a tested volunteer seeking only to safeguard the honor and prestige of my country, by serving the elite Special Operations Soldiers of the United States. I pledge to maintain my body, mind and equipment in a constant state of readiness for I am a member of the fastest deployable Task Force in the world, ready to move at a moment’s notice anytime, anywhere, arriving time on target plus or minus 30 seconds. I guard my unit’s mission with secrecy, for my only true ally is the night and the element of surprise. My manner is that of the Special Operations Quiet Professional, secrecy is a way of life. In battle, I eagerly meet the enemy for I volunteered to be up front where the Members of the Night Stalkers Ground Force disembark from a MH-47 on the objective. Night fighting is hard. I fear no foe’s ability, Stalker pilots are experts at maneuvering their helicopters onto all terrain, including buildings. nor underestimate his will to fight. The 160th SOAR (ABN) supports typically remain in the unit longer than The mission and my precious cargo are elements of the U.S. government around enlisted Night Stalkers and other officers. my concern. I will never surrender. I the world, and that affects how the S-1 They can and do serve as front line pilots will never leave a fallen comrade to fall sections provide EPS. AG Night Stalkers their entire careers with the 160th SOAR into the hands of the enemy, and under no quickly learn how to navigate the process (ABN), unquestionably becoming the circumstances will I ever embarrass my to request official passports for their most experienced SOF rotary wing pilots country. Soldiers, and the often complex world of in the DoD. Furthermore, there are Gallantly will I show the world and the visa requests. Securing official passports bonuses and other financial incentives elite forces I support that a Night Stalker and visas is an important way that S-1 that are available only to Night Stalker is a specially selected and well trained sections increase the readiness of their WO pilots. It is common for AG Night Soldier. Commander’s formations. AG Night Stalkers to liaise between the Defense I serve with the memory and pride of Stalkers quickly become subject matter Finance and Accounting Service and those who have gone before me for they experts on the DoD’s Foreign Clearance their WO pilots, in order to track special loved to fight, fought to win and would Guide, the ever-updating manual for pays. Therefore, it is crucial that AG rather die than quit. enabling sanctioned travel to other Night Stalkers become subject matter countries. This results in the Battalion experts supporting the HR needs of the

16 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Trusted Agents: Attending to Army Casualties and Survivors

By David Ruderman, U.S. Army Human Resources Command Public Affairs

Fort Knox, Kentucky – The order of of the conflict we had up close to 43; now read it from a sheet of paper or anything service is always the same: a eulogy for we have 17 total. We operate three shifts, like that.” In each case, the initial contact the deceased, three volleys of rifle fire 24/7 operations. They work weekends and with next of kin always takes place in and the sounding of taps followed by the holidays,” he said. person. “It is all face to face,” said Dray. solemn presentation of a folded flag to a One key element of the process is locating Neither the CNO, nor the Casualty grieving widow, mother or father. These the Soldier’s designated next of kin. Assistance Officer, or CAO, who will are the full military honors at the burial Sometimes it is fairly straightforward support the Family through the interment of an American Soldier. It is a scene re- and other times it demands considerable of their Soldier and the transition to enacted almost every day somewhere in research expertise. “Each person working survivorship, are selected by CMAOC. the United States, but who organizes the in here is a trusted agent. We are authorized They are chosen and assigned by ceremony, the honors and the consolation? to get into medical records, conduct local the regional CAC in whose area of And who is there to support the widow, the searches and everything like that to be responsibility the deceased’s survivors children and the bereaved Family when able to locate the next of kin,” Dray said. reside. “Each CAC maintains a roster of the funeral is over? Simultaneously, the notification staff will everybody who is Sergeant First Class and Wherever in America a Soldier is laid to contact one of 32 Casualty Assistance above for Enlisted, or Captain and above rest, wherever a grieving Family or widow Centers, or CACs, across the country and for Officers. They will contact them and walks away from a graveside to pursue a overseas to initiate the coordination of say, we have an incident and we need a life shadowed by the loss of a loved one, support between CMAOC and the on-the- CNO,” said Dray. the Army is there. The interment of each ground Casualty Notification Officer, or Barbara Bonnell is the Chief of the Fort Soldier and Family support through the CNO, who will work in concert with the Knox CAC, whose geographic area funeral and beyond are being steered by surviving Family members, he said. encompasses northern Kentucky and all some 200 men and women at the U.S. Army The Notification Process. “We contact or most of four other states. CACs come Human Resources Command Casualty the supporting CAC and provide them with under the direction and responsibility of and Mortuary Affairs Operations Center, the information. or CMAOC, at Fort Knox. “The one They in turn constant reminder that retains precedent in initiate the process our work is, no circumstance or situation with the CNO is ever the same,” said CMAOC Director, and the Chaplain, COL John A. Cooper. “We proceed in to be able to go every case with an awareness that we are out and render supporting living, breathing human beings notification,” said whose loved one has made the ultimate Dray. One of many sacrifice in the service of our nation.” delicate tasks The first of many missions in response to undertaken is to the death of a Soldier is to identify and prepare a narrative notify his or her next of kin. It is a primary the CNO will draw task of the notification section of the on when rendering Casualty and Mortuary Affairs Branch, or the in-person, face- CMAB, within CMAOC. “We handle all to-face notification An unknown visitor left a note for one of America’s unforgotten veterans the Army personnel – Active Army, Army of death to the at the Hooray for Heroes Traveling Vietnam Wall Memorial in Radcliff, National Guard, Reserves – as long as they next of kin. “It is Kentucky. Photo by David Ruderman, U.S. Army Human Resources are on active duty,” said Roger Dray, chief basically a brief Command Public Affairs. of the casualty notifications section. “We synopsis of the circumstances. All the U.S. Army Installation and Management also handle the other cases: Reservists scripts are prepared here. I will send them Command; as such, CAC directors report who are on an active status or retirees and out to the CAC, which will give it to the to the Garrison Commander where they are even dependents.” Dray, leads a team of notification officer,” Dray said. “They will located, but coordination with CMAOC is fewer than 20, a marked reduction over memorize it or internalize it so they will ongoing and mutually supportive, Bonnell the past several years. “During the height know exactly what to say, but they will not said. “We all work together to accomplish

1775 | Spring 2016 17 the same mission,” she said. “We work said Case Manager Angela Nelson. “We survivors. Unsettled Family dynamics and directly with the CAOs, we work directly are there as a sounding board and as a the value of benefits can sometimes lead with the Families. All of us are here to resource of information, for when that to contention, he said. “Family situations help the assistance officer provide help Soldier is going to arrive at our Dover Port will drive the train,” said Logan. “There to that Family member.” “While HRC’s Mortuary. When he’s going to ship home, is a minimum of a half million dollars at CMAOC provides the technical expertise, we monitor their status. How do they stake and money changes people; that’s a it is the care and compassion displayed by look? Are they going to be viewable?” fact. Since Soldiers became entitled to the entire casualty assistance community, she said. direct to whom their money would go, which consists of special CAC personnel The condition of a Soldier’s remains is one it has created diverse challenges. We at our installations and bases across the of a host of potentially sensitive matters a abide by what the Soldier wanted. That’s globe,” said Cooper. “They don’t work for CAO must explain to the Family. “I have honoring the Soldier, to us.” us, they work with us,” said Kevin Logan, to give the remains summary to the CAO, “Our most dignified approach to honoring CMAB Deputy Director. “It’s the people who has to give it to the mom or to the our fallen and caring for the survivors that make the casualty system, because we wife. We can’t skip it. We can’t obfuscate requires a specialized approach every all work together to make it happen for the it,” said Huss. “You have to be able to take time,” said Cooper. “The challenge our Families.” medical terms and put it in layman’s terms team members face is applying that special When a notification reaches Bonnell’s and explain it in a delicate way,” said Case attention within the regulatory parameters team, they know which unit to call. Manager Roscoe Tidwell. “So they can we have been given and I believe we do Once a particular Soldier is identified be as best prepared as they can for what’s so through an extraordinary team effort, the CAC works directly with them, as do coming back,” said Nelson. “It’s a closure unbeknownst to the Family and without the CMAB staff at HRC. Knowing the issue. So they can confidently know that any degradation of service. That is what selected Soldier can help judge whether even though they can’t see their face, they makes the CMAOC team so unique,” they are right for a particular Family, know it’s their loved one. That is probably he said. “The primary thing is, you are Bonnell said. “We have to kind of gauge, the hardest part of this job.” “We will going to have dignity and respect for the what are the Family dynamics? We look never tell you that you can’t see a Soldier, Soldier and whatever the Family wants, to find someone who’s close to the Family because he or she is yours. It is going to in accordance with law and regulations,” because I don’t feel like we can properly be between you and the funeral director. If said Tidwell. take care of them if your assistance officer they refuse, we have no control over that. At the same time Shafer’s Case Managers is four hours away. We need to have that If the next of kin insists, the Army will are working with the CAO to arrange strength that’s familiar and close to them never say no,” said Huss. interment, Gerald Henson’s casualty so when they need help they reach out Honoring the Wishes of the Fallen. support section works behind the scene directly to them,” she said. Shafer said many of the actions taken in to ensure the deceased’s records are in Once notification is complete and a CAO the initial stages of support are both time order and that life insurance and all due is working with the Family, Dray’s section sensitive and potentially disturbing to the benefits are being processed for the passes responsibility to CMAB’s Case survivors, demanding compassion and survivors. “We go to the state and get Management Section, whose staff begin tact from the entire team. That includes the death certificates for the Family. We coordinating the Soldier’s burial, honors payment of a lump sum death gratuity process their survivor benefits, which is and benefits with the CAO. to the Family within 72 Bringing All Our Soldiers Home. hours and establishing who “We do the initial, up front casualty and has been designated by the mortuary mission for CMAOC,” said Tony Soldier to be their PADD, Shafer, Chief of the Case Management the Person Authorized to Section. “When we get the heads up Direct Disposition. That from notification, we will assign one of determination is critical, since my 15 Case Managers, a primary and the authorized person will an alternate, to work an active duty case make binding decisions for a to the time we inter the Soldier.” In the host of actions. “The PADD event of battlefield and overseas fatalities, is crucial to this process,” which can often be anything but simple Shafer said. “Ensuring we and straightforward, the demands and get the DA Form 7302, which challenges are sometimes unknown. “We is the disposition form, is key do whatever it takes to get our boys and to us.” Casualty Case Manager Andrea Best and Case Management girls home,” said Case Manager Brian Negotiating Family Chief Tony Shafer review weekly case flow traffic at the Huss. “Whatever it takes.” “We usually sensitivities can complicate HRC Casualty and Mortuary Affairs Operations Center on reach out to the CAO within the first 24- the burial and support Fort Knox, Kentucky. Photo by David Ruderman, U.S. Army 48 hours after the death has occurred,” process for Soldiers and their Human Resources Command Public Affairs Office.

18 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com taking them from a spouse to a survivor. management support moves through somehow disenfranchised their survivors We want that to happen within a 30-day the several CMAB sections, the staff of benefits. Not true, said Bonnell. The period,” he said. The aim is to ensure continues to provide information and survivors will receive all the support and there is no break in financial support to the support to the CAO as he or she guides the benefits to which their loved one’s service Soldier’s Family. The 22 person section Family’s transition to survivorship. “Our entitles them. “We just respect the fact certifies approximately $150 million in life job, at the end of the day, is to make their that they were Soldiers. That’s all I need insurance payments semi-annually. Three job as seamless as possible for the benefit to know. I am here to honor the Soldier by benefit coordinators work with Families of the next of kin,” said Nelson. “They taking care of his or her Family,” she said. to explain and expedite the processing of are already grieving. They are already in From the case management perspective, benefits. Seven analysts process records such an overwhelmed state of mind. You completing a case and passing the Family for life insurance, survivor benefits, want to make sure you are presenting all on to Survivor Outreach Services and military transcripts of record and other the information as best you can. There’s the Veterans Administration for delivery key documents. Three case reviewers no such thing as a normal case.” of benefits can sometimes be delayed, check post-processing records to ensure Honoring American Warriors Past and depending on the circumstances of payments are proper and complete, he Present. Bonnell said the Fort Knox CAC the death, by required investigations, said. tasks about 1,100 funeral honors missions according to Logan. “Because there is no Related, three staffers are dedicated monthly, mostly for veterans or retirees. timeline on an investigation. Some take to serving the non-active, veteran The CAC acts as the CAO, advising the a couple of weeks, others take months to community, Henson said. In 2011, Department of the Army a Soldier has complete. A Family is entitled to get a copy casualty support assisted 43,000 Families, passed on, generating benefit packets of an investigation. It will be redacted, but the majority of them the survivors of aged and linking survivors to the VA and other they’re still entitled to get a copy. So until veterans. That support can literally stretch support providers. “We just don’t have that investigation is complete, we can’t across generations; for instance, in the the manpower to give them a casualty pass that case off to SOS,” he said. case of service members who die with assistance officer for retirees, so the The line of duty and fatal incidents brief infant or young children. When those CAC serves as their assistance officer,” cells within CMAB must review the cause children grow up, 20 years later, they will said Bonnell. “CMAOC is there if we of death in cases involving operational come back to HRC for help in filing for need some help with something. The issues. Line of duty investigations Montgomery or 9/11 GI Bill benefits. sections over there are very good.” Her are undertaken by the Soldier’s unit to “So we’ll have their case forever,” he staff particularly benefits from the records determine responsibility for their death. said. Once a Soldier has been interred, review provided by CMAB’s transition That determination can affect benefit the case management section reviews section. “With the volumes that all the entitlements such as dependent indemnity all related documents for completeness, CACs have, we need that extra set of eyes. compensation, a monthly stipend to which working with a checklist of 49 tasks, said That has been invaluable for the CAC to some survivors are entitled, said Theresa Shafer. “It is not all-encompassing, but it make sure we don’t miss anything,” she Lever, Chief of CMAOC’s Policy, Plans definitely helps us focus,” he said. said. “We’re with them from Day One and Training Branch. Final determinations “Interment happens often within a week till forever,” Henson said. “We always are are actually made by the VA, but are or so,” said Tidwell. “At about the 30- dealing with Families and the fallen, but based on the line of duty cell’s findings. 45 day mark is when the case will go to it’s not necessarily because of a combat “That Family is going to be briefed by the transition. But cases don’t actually ever event. The biggest percentage right now Brigade Commander,” said Logan. “And close. The transition team will forward is stateside and it’s mostly self-inflicted,” all suicides get a 15-6 investigation and each case to Survivor Outreach Services, said Bonnell. “We see a lot of suicide they also get a Family brief.” cases, unfortunately,” said Shafer. “Across and they’ll have an SOS coordinator for as “It is great to have the line of duty section long as they want.” “Somebody from the our nation and across the Department of Defense, we are seeing it.” there so we can tell the Family. You are Army is going to be there to support you going to know exactly what happened to from Day One to however long you need,” “My position is, when you see a Soldier your son or daughter. But it’s not going to said Nelson. “No Family member is ever and he is missing a limb, he’s hurt and you happen overnight,” said Nelson. “There’s going to be left behind, just as no Soldier can see that. But Soldiers sometimes hurt the Army pace and there’s the Family is ever going to be left behind.” internally and you don’t necessarily see pace. They’re not always the same, but “They have a whole new section of case that from the outside,” Bonnell said. “I’ll that’s where communication between the managers who will work the case from never know what is in their head or in their CAC, the CAO and us with the next of interment to 8 to 12 months down the heart, I don’t know what their personal kin really comes into play. Because at the road, working with the CACs, working issues may be. I just know that at that end of the day, all the Family wants is their with the CAOs, to ensure the primary moment they hurt. I have no judgment on loved one home.” and secondary next of kin all receive whether I think it was right or wrong. I just don’t because I know it isn’t mine to For more information about U.S. Army the benefits and entitlements they so Human Resources Command, visit: www. truly deserve,” Shafer said. As the case call.” It is a common misconception that Soldiers who take their own lives have hrc.army.mil.

1775 | Spring 2016 19 Developing Creativity & Innovation in our Army HR Community

By LTC Gregory S. Johnson

The complexity and dilemmas of Even the smartest Silicon Valley stereotypes of the HR community as today’s world and missions described engineer toils for that transformational bureaucratic, stagnant, unimaginative in The Army Operating Concept: approach that solves a particular and too in the box. Find creative ways Win in a Complex World, demand problem. Second, we have to be open to to say ‘Yes,’ provide multiple courses that today’s Human Resources (HR) challenge the status quo. Just because of action (COAs) and options with community be agile, creative and we have “done it a certain way” does associate risk. Drive the discussion innovative in developing solutions to not mean we should keep doing it that in your unit for solutions to problems problems. While these demands are way, especially if we are not improving instead of being a negative inhibitor. not entirely new concepts, the current the level of support or readiness in When deployed with the 1st Infantry near-frantic operational pace coupled our units. Developing a culture in the Division G1 to Kuwait and Iraq in with constant HR policy changes, fiscal HR community that is comfortable support of Operation Inherent Resolve, and employment constraints, during a questioning the status quo and creating a Battalion Commander under our task steep personnel drawdown, sets our era multiple options with solutions for our force asked if I could assist with AAFES apart from previous ones. This difficult units and Commanders is key to being operations at the facility they were operational environment also highlights relevant and value added in the complex stationed at in Baghdad. Force caps why we should examine how to create environment we are operating in today. did not allow that unit to pull forward a culture within the HR community that Understanding that hard work is required, enough support into Iraq to fosters the attributes of creativity and and questioning the norm provides a provide services. While this mission is innovation. The ability to develop and good foundation for building creativity not doctrinal to a G1 of a Division, we find new ways to solve difficult problems and innovation in your organization. figured out how to support the request. is not only important in accomplishing Outlined below are six additional points A G1 Soldier was trained on Imprest our core tasks and responsibilities – for consideration. fund procedures, signed for AAFES ensuring personnel readiness in our Find a Way to Say Yes. Your first merchandise, then palletized and moved units, but it is also critical to staying inclination should not be the word ‘No’ the items to Baghdad. Within 30 days, relevant and maintaining the long term when faced with questions, ideas or an AAFES operation was under way efficacy of the HR community. requests for help or support. ‘No’ or ‘I supporting the Battalion Commander’s So how do we create a culture within can’t do that,’ or ‘it’s not our doctrine’ troops. In the ensuing two months, the Army HR community that fosters is the antithesis of being innovative. we opened three more AAFES Imprest creativity and innovation? I certainly Quick, negative responses stop ideas funds at different locations in Iraq with do not have all of the answers, but I do and thoughtful, creative solutions to G1 Soldiers. Support of Soldiers and have a few ideas that can help develop difficult problems. Think through these enabling our Commanders was first in a discussion within the HR community. requests and understand impacts prior to my thoughts and in turn we creatively First, we need to understand that discarding or blocking them. Working took on the challenge of supplying creativity and innovation are not easy. It toward a ‘Yes’ creates relevancy and AAFES to our troops in Iraq. takes work to develop a new approach, ensures you are a value added part of Don’t be Transactional in Outlook. process or solution to difficult problems. the team. An automatic ‘No’ fuels If you can only do rote tasks without

20 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com analyzing, providing context, risk and the ‘So What’ for your Commanders, you are not being innovative or creative. A basic example is OER management. Are you reviewing OERs for clerical errors and doing the rating scheme? Or, are you advising on techniques to write OERs and explaining the implications of decisions? One is a transactional and rote execution of a HR task while the latter incorporates the ability to advise your Commander on options and reasons and risks for those options. One path is transformational and innovative to your Commanders needs while the other is the status quo requirement. Doctrine is only a Guide. Doctrine is “Creativity and innovation are not developed in a vacuum. Take time to read journals and books and then make time to think.” not all encompassing, especially in a world that is changing constantly, full open to new ideas and ways to do HR has tremendous Soldiers, NCOs and of constraints and unknowns. Doctrine support will drive your own creativity Officers, and we need to tap into provides us a guide and reference point and innovation. these resources to better all of our to understand the HR enterprise. It is not Master our Technical HR Business. I units. Conduct leader professional meant to be a checklist for actions. Be cannot overstate the importance of being development sessions. Make the extra comfortable developing solutions that a technical expert in our HR business. effort to share and teach and to better solve problems, even if those solutions Understanding the business will allow those around you. are not doctrinally based. This outlook you to identify areas where we can We live and work in a difficult increases your value to your unit and innovate and be creative. Understanding era of non-stop deployments, fiscal Commander and builds HR relevancy. systems, policy, how to synchronize HR constraints and changes to policy. Read and Become a Life Long assets are all important to developing Innovation and creativity are attributes Learner. Creativity and innovation are creative solutions knowledge you need we must enhance and build within the not developed in a vacuum. Learn from to have. culture of the HR community to address others and build your own capability. Build Relationships. Innovation is hard these challenges. Incorporating the Take time to read journals and books work and especially so if you are trying above points into how you provide HR and then make time to think. Two great to be creative by yourself. Innovation services is a start. The discussion of this reads that cover creativity and innovation is easier if you work with groups or topic is of even more value. Retaining are Team of Teams: New Rules of teams. Reach out far to the right and our relevancy is all of our responsibility, Engagement for a Complex World by to the left, up and down the chain of and I am hopeful that this article can General Stanley McChrystal, and Work command. Share your ideas with other help push the dialogue in order to retain Rules!: Insights from Inside Google that S1s. We are not in competition with the efficacy of the HR community in our will Transform how you Live and Lead each other. We can learn a tremendous Army. by Laszlo Bock. Both lay out innovative amount from others. Network and cross techniques to address complex problems. talk, teach and share best practices There are also numerous citations on with one another. Listen to advice and different organizational and HR studies lessons learned from others. Don’t let embedded throughout each text; each your ego get in the way of incorporating could lead you to further study and an innovative solution because someone thought. Constant learning and being else thought of it. The HR community

1775 | Spring 2016 21 HR Operations in Area IV, Daegu, Human Resources Operations Branch (HROB), 19th Expeditionary Sustainment Command

By SSG Michael Armstrong; pictures taken by CPT Jennette Once the Soldiers from 1st Division at Fort Hood, Brown. Members of the 19th Expeditionary Sustainment Texas arrived in country, they were registered into the Defense Command (ESC) Human Resources Operations Branch (HROB) Biometrics Identification Detection System (DBIDS). DBIDS is Soldiers team up with the 2nd Infantry Division and 138th the Department of Defense largest physical access control system, Movement Control Team to execute rotational forces support and DBIDS uses fingerprints and, in some cases, hand geometry to perform Reception, Staging, and On-ward movement operations accurately identify personnel entering military installations. In for 1st Cavalry Division units at the start of their nine-month tour addition to validating identity credentials, DBIDS also verifies on the Korean Peninsula. Flights for the rotational forces began authorizations and assigns access privileges based on identity, arriving in January, with the last fight arriving in February. The affiliation and the current threat level. DBIDS also identifies team processed nearly 300 Soldiers per flight; with two flights individuals who are wanted, barred from the installation, or have per week and with a less than three hour processing timeline. other law enforcement alerts. In a mature theater, the Soldiers In total the members of the 19th ESC HROB processed 4,624 would have been scanned into theater using DTAS, however, this Soldiers. This mission could not have been accomplished system is not used on the Korean Peninsula. Soldiers were also without the coordination and support from the 138th Movement processed through Korean customs and immigrations. After final Control Team (MCT). The 138th MCT plans, coordinates, and clearance, the 138th MCT transported arriving Soldiers to their provides transportation support and in-transit visibility in order final destination at Camp Casey, Korea. to sustain the western portion of the Korean peninsula.

By PFC Sung Guk Byun; photo credit Mr. Trent Keffer. The 19th ESC, 19th Human Resources Company is the only HR Company on the Korean peninsula. Hence, the 19th HR Company plays a huge role for in-processing arriving Soldiers and postal operations. The 19th HR Company receives and processed every U.S. Soldier and every piece of mail that enters South Korea. The Company is located in Seoul with a total of 89 Soldiers and 11 Korean Augmentees to the U.S. Army or KATUSA for short. The 19th’s mission involves a 24 hour HR process to complete 100% processing of all U.S. Soldiers entering the Korea area of operations. The Company in-processed a total of 13,069 Soldiers in 2015, nearly 150 Soldiers are in-processed on average each week and up to nearly 300 on busy weeks. The 19th HR Company also conducts postal operations

22 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com for U.S. Forces on the Korean peninsula. The company sorts the 19th HR Company also sort, scan, and partially manage mail mail for delivery to respective unit mail clerks and the mail’s finance operations. final location within South Korea. Fifteen Korean nationals from

By CPT Jennette Brown. The 19th ESC HROB hosted the Key Resolve 2016 exercise between the United States and South Eighth Army Area IV Adjutant General University (AGU) 2015- Korea in 2nd quarter, FY 16. HR hands on training was also 2016 winter session. The AGU winter session discussed myriad conducted at the Digital Training Facility on Camp Henry and HR practices and updated / changing tactics, techniques, and 44 HR Professionals received training on strength reporting, procedures within the Army HR Community. The AGU winter WebEDAS, eMILPO, Datastore, FMSWeb, iPERMS and session also covered HR requirements and expectations for the DCIPS-CF.

By CPT Jennette Brown. The 19th ESC HROB is directly mission for contingency and exercise personnel accountability. responsible for the planning and coordinating for U.S. Army Pictured are newly arrived Augmentees in-processing for the Garrison Daegu and Yongsan Joint Personnel Reception Centers. Key Resolve Training Exercise 2016. Over 1,000 Soldiers in- The Joint Personnel Reception Centers (JPRCs) support the processed through the JPRCs in Daegu and Yongsan. personnel reception, staging, onward movement and integration

By CPT Jennette Brown. The AGCRA Morning Clam Chapter to build comradery, facilitate HR networking, execute team held an organized bowling social gathering event for Area IV building, and foster esprit de corps for AG Soldiers within South HR professionals at the Camp Walker Bowling Center in Daegu, Korea’s Area IV. South Korea. This event allowed Area IV HR professionals

1775 | Spring 2016 23 Deployed HR Operations – Cameroon

By CPT Jamie Vestal, G-1 Plans & Operations, US Army Africa (USARAF) / Southern European Task Force (SETAF)

n 14 October 2015 President OBarack Obama announced that approximately 300 military personnel would deploy to contingency location (CL) site in Garoua, Cameroon, to conduct airborne intelligence, surveillance, and reconnaissance (ISR) operations across a region including Benin, Cameroon, Chad, Niger, and Nigeria. Despite the geographic remoteness, extreme austerity, and Pictured is the main exit control point leading into Contingency Location (CL) Garoua, Camaroon. harsh environmental conditions which U.S. Army Africa (USARAF) operating jointly with the Marine Special Purpose Air Ground Task characterize CL-Garoua, an initial joint Force (SPMAGTF), U.S. Air Force Contingency Response Element (CRE), Navy Seabees, civilian force of Soldiers, Sailors, Airmen and LOGCAP personnel, and the Cameroonian Air Force (CAF) work to establish CL Garoua in preparation for the arrival of 160th Special Operations Aviation Battalion in support of airborne Marines rapidly established critical force intelligence, surveillance, and reconnaissance (ISR) operations. protection (FP) measures and developed the CL site’s operational capacity to these experiences do not serve as an were submitting daily to the Deployed conduct full ISR operations – a process accurate template when planning for and Theater Accountability System (DTAS) known as Base Operations Support- conducting HR operations on the African manager at USAFRICOM using a Joint Integration (BOS-I). In support of this continent. Our experience planning for Personnel Status Report (JPRSTAT) effort, the U.S. Army Africa (USARAF) numerous real-world operations in the format using the available, but limited, G-1 Plans and Operations team African area of operations (AO) has Secret Internet Protocol Router (SIPR) deployed two members as part of an given the USARAF G1 an appreciation network. initial forward package, while the rest of for the challenges associated with Due to the fact that a Theater Gateway the team provided rear echelon support. these types of missions, to include the does not exist for the African AO, it was Human resources support efforts were austere environment, the small scale essential for the PA team to be present primarily focused of the establishment size of these operations, and the lack of from the beginning of the force build of Personnel Accountability processes, assigned HR forces available to deliver in order to collect CAC or ID cards Postal Operations, and Morale Welfare HR services. All of these factors make whenever service members arrived into and Recreation (MWR) functionality. “outside of the box” thinking critical to country. In effect, this small team acted mission success. Establishing these HR capabilities is as an ad hoc theater gateway. Because easier said than done given the size and Personnel Accountability (PA). To internet connectivity was limited, most location of this mission. Most of the address PA, the G-1 representative on HR transactions in eMILPO were Soldiers and Civilians working on the the ground maintained a sole-source performed via reach-back operations USARAF staff have experienced life accountability tool, and established lines with the main G1 staff in Vicenza, Italy. in a deployed environment, most likely of communication to multiple cities in Through the assistance of the entire Iraq or Afghanistan. While valuable, Cameroon, including Yoaunde, Douala, G1 team, as well as our Cameroonian and Garoua. Accountability reports and joint force counterparts, the

24 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com accountability process was seamless. Establishing personnel accountability was relatively easy due in large part to the small number of deployed personnel. Other HR capabilities, however, presented considerable challenges in terms of reaching full operational capability and meeting expectations of the deployed Soldiers. Postal Operations. For those unfamiliar with postal planning, establishing a Military Post Office (MPO) in an austere environment outside of an already established deployed location can be eye opening. The length of time required to establish mail operations for stand- Communications NCO, SGT Lopez, uses a field expedient bed cot to block the sun as he establishes alone operations such as this can be hard internet connectivity at CL Garoua in 120 degrees fahrenheit weather. for deployed Soldiers and Commanders to understand or accept. Adding to the the next big obstacle in establishing with the RFF personnel, USARAF was challenge is the fact that these types of postal operations in a timely manner. determined to bridge the gap using small-scale deployments are “under the USARAF does not have organic HR available resources within the European radar” in terms of visibility from the units such as a Theater Sustainment theater. This is normally done by higher echelons of the HR universe. Command’s HR Company, Human submitting a request for support (RFS) Resources Operations Branch (HROB), to our higher headquarters, AFRICOM, The length of time to establish mail nor a Human Resources Sustainment who has the responsibility to help flow was also increased due to several Center (HRSC). The typical route identify temporary solutions. Similar unanticipated planning considerations. to obtain the necessary manpower is to the RFF process, USARAF clearly The first is the requirement for a host through a request for forces (RFF) articulated both the personnel and nation agreement to conduct postal submitted through the combatant equipment requirements by mirroring in operations in the first place. This command to the DoD Joint Staff. A the RFS what was already articulated in procedure can take several months critical aspect of the RFF process is early the RFF. and is not always cut and dry. For identification of the requirements due to instance, although there was no specific For Cameroon, AFRICOM eventually the lengthy time between submission agreement for postal with the country sent this particular RFS to U.S. European and when forces arrive on the ground. of Cameroon, we, with help from the Command (EUCOM), who in turn sent Also critical is clearly articulating Staff Judge Advocate, determined it to US Army Europe (USAREUR). the requirements, both in equipment that an older agreement established Eventually, the RFS landed in the hands and personnel terms. It’s good to in 2002 was sufficient to cover postal of the only Army unit in Europe who remember when writing an RFF that operations. However, it took numerous has organic postal resources, the 21st you are not providing a recommended meetings, e-mails and phone calls with Theater Sustainment Command. These solution, only the requirement. As numerous stakeholders (e.g., COCOM, postal resources are nested under the the RFF makes its way up the chain US Embassy staff, Cameroonian TSC’s organic sustainment Brigade of command, these requirements are customs officials) to figure this out. as well as the 1st HRSC. In this case, either validated or determined to be Although this was established, planners EUCOM had several ongoing postal necessary or unnecessary. If validated, at AFRICOM decided to pursue missions that had taken most of the a sourcing solution is eventually applied diplomatic confirmation as a back-up to postal teams out of the availability pool. to the requirement and tasked to an ensure mail was not stopped by customs Despite the high operations tempo, appropriate generating force such as personnel once it started to flow. the 21st TSC / 1st HRSC were able to Forces Command (FORSCOM). identify a viable solution to establish Finding qualified postal personnel was In order to mitigate the time lag involved initial mail operations. As of the time of

1775 | Spring 2016 25 this writing, however, USARAF has yet requirements is key to getting timely to Cameroon. With the holiday period to identify a true bridge that will allow results on the ground. coinciding with this effort, the process uninterrupted postal support until the One of the first items we looked to took over 90 days for the Soldiers on the RFF forces arrive in Summer 2016. arrange for was gym equipment. Nothing ground to receive the equipment. Once Although the 1st HRSC agreed to loan serves a deployed service member better received, however, the Soldiers were us the postal pre-package equipment than a chance to work out with viable very thankful for the new “toys”. to do this mission, we also called upon gym equipment. This process was CL Garoua provided a great learning the Military Postal Service Agency pretty straightforward. USARAF G1 opportunity to execute HR tasks in an (MPSA) as a source for other supplies Programs Branch identified a suitable austere environment and work alongside that the HRSC did not have available. vendor, identified the costs and obtained other branches of service to include The willingness of the staff at MPSA to the necessary permission to place the the Cameroonian government. This help identify these shortages will ensure “gym kit” on order. With the easy part mission not only gave two of USARAF that full postal operations are allowed to done, it was simply a matter of awaiting G1’s military personnel a greater happen despite the funding constraints for shipment details. Eventually, the appreciation for the African AO, they and other resource limitations. items were shipped via surface means, walked away with a better understanding Lastly, we cannot forget the lack of which means a couple of months in of the critical linkage between timely theater enablers and the effect it has at transit. planning and how that spells success the ASCC level. The HR Planner had a Another relatively quick win for once boots are on the ground and tremendous job and heavy workload on USARAF was the use of the United executing the mission. As a staff, we his shoulders. He had to plan for missing States Overseas (USO) MWR type also developed a better appreciation for HR elements that make HR delivery items known as “USO-To-Go”. Due the importance of an operational, on- successful in typical deployments. to logistical constraints and lack of site APO that can help get MWR related Thankfully, we had a CW4 (Retired) an operational APO, however, it was goods and materiel on the ground where in the position who was able to use his challenging to provide these materials it’s needed. This linkage must guide experience and relationships developed in a timely manner. To mitigate the future planning processes and should be throughout the years to fill in many of situation, USARAF staff coordinated leverage in obtaining required personnel the missing pieces. It seemed to be to have the equipment shipped from and equipment during mission analysis. mission impossible, but it ended up the U.S. to our home station in Vicenza, mission success. It is imperative that Italy. Once the materials arrived, the G1 the AG Corps continue to develop savvy, staff found temporary storage while they outside-the-box leaders and planners to worked to arrange air transportation address situations that don’t necessarily fit into “the way we’ve always done it.” Morale, Welfare and Recreation (MWR) Support. The last element of HR support that we’d like to highlight is the different aspects of MWR. Deployed Soldiers and Civilians appreciate some of the conveniences we take for granted while in a garrison environment. It is up to HR planners to arrange to have some of these conveniences brought to the deployed location, such as gym equipment, entertainment options, books, food, and other items that are designed to raise spirits and take one’s mind off the often-time monotonous routine of life while deployed. As Deployed personnel in Camaroon are using morale phones to stay connected to with their loved with Postal, early identification of the ones.

26 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Special Operations Forces (SOF) Readiness Processing – Maintaining Readiness despite OPTEMPO

By CW2 Joshua J. Harvey, HR Tech, 1st Special Forces Group (Airborne)

t is the opinion of many people that logistical areas. Even more, the Battalion ISpecial Operations Forces deploy more S1s allow the staff sections to use quarterly people to more places for more reasons SRPs to screen and update various other and more often than any other element in non-SRP requirements, such as jump the Department of the Army. Despite the logs and clothing records. In fact, the 1st perceived “drawdown” in deployed forces, Special Forces Group Support Battalion units and Soldiers continue to participate (GSB) used its quarterly SRP process in operations throughout the globe – but to reign in its declining financial and to the Soldiers of the 1st Special Forces personnel readiness review (FRR & PRR) Group (Airborne) and the other Groups in statistics. Following a steady downward the Regiment, it’s nothing new. trend in their completion percentage, the “As the national security strategy moves GSB conducted a massive SRP where its sight picture towards the Asia-Pacific they added FRR & PRR to their DA Form region, the OPTEMPO for members of 7425. In only one week, the unit was able the 1st Special Forces Group (Airborne) Soldiers from the 1st Special Forces Group to raise their numbers to an impressive has seen a significant increase” says a (Airborne) waiting in line to complete their 94% from an abysmal 52%. Soldier Readiness Processing or SRP. member of the 1st Special Forces Group Conducting and managing the SRP is no Operations Office. “This doesn’t preclude Level 1 for each Soldier in the Battalion piece of MRE pound cake. Units still the Group from supporting operations at least twice a year. This process has face the difficult challenge of “herding in other geographical areas which aren’t proved valuable as units prepare to deploy. cats” and getting Soldiers to complete the specific to our regionally aligned area of Soldiers are able to complete SRP Level 2 requirements of the SRP. One Battalion operations”. in as little as two hours, rather than waste completes their SRP in a central location, an entire day of waiting in line. This translates to a very busy Soldier so that each Soldier can walk around the Readiness Processing (SRP) for the HR The success of SRP may be unique to building and complete all areas of the Professionals of 1st Special Forces Group the organization because each Battalion SRP. This unit felt Soldiers would be less (Airborne) (1SFG). Units must conduct in a Special Forces Group is postured to inclined to “take-off ” if they could get it SRPs on a continual basis to make sure sustain itself. Therefore, each Battalion all done in one location. Another Battalion it has Soldiers who are ready to deploy can conduct an SRP with minimal to no provides each Soldier a checklist and a at a moment’s notice, a task that can assistance from outside resources, such as map of what they must accomplish and become overwhelming at times. To avoid those usually required from Installation then gives them the entire month to do it at last minute updates and long lines, the Management Command (IMCOM). their own pace and distance. Both methods have their benefits and issues, but each Battalion S1s in 1SFG conduct quarterly Each Battalion’s SRP has its own unit learned to set realistic expectations SRPs. Each Battalion S1 determines characteristics, but each can operate and with buy-in from their command, they which personnel will SRP differently, independently to provide support in the are able to get the overwhelming majority but the end state is to conduct an SRP HR, medical, dental, legal, financial and

1775 | Spring 2016 27 ] SGT Ledford, S1 Section, 2nd Battalion, 1st Special Forces Group (Airborne), conducts a Financial Readiness Review or FRR, while PFC Severson (background) reviews individual SRP packets. of their Soldiers through SRP twice a year. planning, specific training, and language “ditching” in the middle of SRP. There As noted, this has proven to be training. Soldiers can spend a little more are fewer Soldiers “forgetting” to finish, extremely beneficial as units received time with their families and a little less and there are more Soldiers making stops deployment notifications. With nearly time hurrying up to wait. After several at the Battalion S1 to update their records all requirements complete, or requiring difficult iterations with the process, the immediately rather than wait for an SRP only minimal changes, units can focus on Soldiers of 1SFG have begun to buy-in or a promotion board. other important details such as mission to the process. There are fewer Soldiers

28 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Human Resources within Military Police Organizations

By 1LT Richard J. Wyatt

“One of a Kind,” is the motto of the only (PAC) Clerk. Each PAC Clerk must be Battalions are geographically dispersed Brigade within the Military Police (MP) trained on eMILPO, Datastore, iPERMS, except for the Battalion that supports Corps with Airborne units. That unit is evaluations, awards, leaves & passes, and the parent installation. At the 16th Military Police Brigade and it 4187s. HR Soldiers in the MP units are for example, the 503d Military Police provides Law Enforcement support to essentially Battalion S1s at the Company Battalion (Airborne) is co-located with the XVIII Airborne Corps at Fort Polk, level. Military Police Battalion S1s the 16th Military Police Brigade. But what Fort Bragg, Fort Campbell, Fort Drum, function like BCTs and MP Brigade S1s about the other geographically dispersed and Fort Stewart. All told, the 16th function like Division G1s. A typical MP units? When asked about the relationship Military Police Brigade directly affects Battalion has 6 UICs and a Brigade has between the Brigade HR Technician and roughly 100,000 Soldiers and Families. over 30. At the Brigade-level, all of the the outlying Battalions, CW2 Eva M. The readiness of those Soldiers is greatly impacted by the Human Resources (HR) element. From sponsorship to retention, to all the Adjutant General’s Corps Soldiers within the formation, these Soldiers have adapted to the Department of Emergency Services (DES) needs and are able to provide services to an organization that doesn’t sleep.

HR Soldiers have more demand for their services than ever before in the history of the Army, and the HR Soldiers within the MP units prove that HR can be totally autonomous with just one HR Solider per Company. The following is about how HR operations were conducted with superb results within the 503rd Military Police Battalion (Airborne).

For those that don’t know, the MP Corps doesn’t deploy Battalions, rather, it deploys Companies that support Brigade Combat Teams (BCTs). Each MP Company is entirely self-sufficient, meaning they have a single 42A These AG Soldiers support HR operations throughout the 16th MP Brigade with units dispersed operating as the Personnel Action Center across the XVIII Airborne Corps footprint at Fort Polk, Fort Bragg, Fort Campbell, Fort Drum, and Fort Stewart.

1775 | Spring 2016 29 Bolton, the HR Technician for the 16th to limited personnel. The Battalion S1 an entire Company. This process takes Military Police Brigade responded in NCOIC also acts as a mentor to our AG only about two hours, drastically reduces saying, “I love all my Battalions! I’m Soldiers, ensuring that they are properly wait times, and allows for our Soldiers to one 420A who has the opportunity to utilized for their HR capability and not as process through SRC without any issues. interact with five Battalions worth of additional Soldiers to task. The MP model for HR greatly supports AG Soldiers. Recently, we invited all The Brigade HR Technician builds pre- the red / amber / green cycle training of our Battalions to go TDY with us made queries within Datastore, specific rotation. We take care of our annual to HRC as part of a leaders seminar. I to each Battalion, based on the HR DD93 / SGLV and PRR / FRR jump at every opportunity to put a face metrics that they are required to report to requirements immediately before every on my subordinate units and build a their respective G1. The HR Technician green-cycle rotation enabling Soldiers to peer-to-peer working relationship with ensures that everyone has equal access make updates to their records multiple them. Furthermore, we go TDY each to queries to ensure that information is times per year. This also allows for year to every Battalion to provide teach reported in the same format universally. MPs who work the night shift to have / trains.” This form of augmentation Mission focus for the PAC Clerk is time to make appropriate updates means that MP units can support dozens updating eMILPO in real time which versus having a 24 hour rotation to the of PTDOs simultaneously and that S1s enables more accurate reporting within Battalion S1 to support the 24 / 7 law at the Battalion-level focus mostly on Datastore. The end state is companies enforcement missions. Having AG empowering PAC Clerks to support their don’t need to submit reports in PowerPoint Soldiers at the Company-level allows units and their missions versus having and Excel to the Battalion and Brigade for AG Soldiers to assist one another in Soldiers settle their personnel actions at S1 if they are updating the eMILPO the event of a local system failure (e.g., the Battalion S1, which can often times database, as eMILPO is the primary quarantined computer). For example, if create long waits. HR reporting mechanism. Reporting one PAC Clerk loses iPERMS access, To ensure that AG Soldiers maintain accurately within eMILPO automates then another PAC Clerk will often times their HR prowess, the Battalion S1s PERSTATs, strength reporting, and HR service another Company’s Soldiers until have weekly sync meetings and low metrics reporting. This system allows that PAC Clerk regains access. If all density MOS specific training every third for HR Soldiers and leaders to focus on of the AG Soldiers are at the Battalion- Wednesday of the month, coordinated customer services and taking care of level then the Battalion headquarters by the Battalion S1 NCOIC. AG Soldiers versus making outdated slides. becomes susceptible to a single point Soldiers utilize the Battalion S1 as of failure. With the MP model the In the event of an Emergency Deployment their local resource when they have any Battalion S1 is simply an HR manager Readiness Exercise (EDRE), the HR HR related issues, but the Battalion S1 and can be manned as low as 3 people Soldiers of the Battalion consolidate at trains the localized PAC Clerk to build (OIC, NCOIC, Clerk). Each Company is the Battalion headquarters and assume the confidence to take care of their allowed to rotate training independent of pre-determined roles to facilitate Soldier Companies at the lowest level. This the Battalion and since PAC Clerks are processing prior to reporting the Soldier relationship helps to build a positive assigned at each unit, each unit dictates Readiness Center (SRC). In the event relationship with the MPs and also allows its own hours for S1 related concerns of an EDRE, regardless of where in the HR professionals a better opportunity to through their respective PAC Clerk. Battalion the HR Soldier works, their see the direct impact of their customer place of duty is at the Battalion S1. Each Every organization in the Army is services. Each AG Soldier acts as the PAC Clerk keeps their unit’s Soldier different in how it can best provide HR expert for their unit and receives their Readiness Packets (SRPs) updated with a HR support given that every unit has standard Soldier training through their DD93 / SGLV current within at least the a unique mission unto itself. The MP respective Companies. As a part of their last six months and serves as their unit method may not work for all units, but leadership professional development, unit representative throughout the entirety of in my experience it has proven to be a First Sergeants place their AG Soldiers the pre-SRC. There are multiple stations very reliable way to conduct business into Team Leader positions within the throughout the Battalion where Soldiers remotely and independent of one another. Operations Cell of the Company, an are screened prior to departure to SRC, opportunity not normally afforded to a therefore Soldiers rotate through the pre- junior Soldier in the Battalion S1 due SRC process by Platoon rather than as

30 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Evolution of the Human Resources Operations Center (HROC)

By MAJ Ken Fanniel, HROC, XVIII Airborne Corps

ue to the demanding operational Corps have leveraged this additional HR of this data as a baseline, the HROC Denvironment, in 2005 the Army and capability. The XVIII Airborne Corps was able to increase the effectiveness the HR Community implemented the (ABC) HROC’s mission is to provide of its inspections. Personnel Services Delivery Redesign XVIII ABC and Fort Bragg units with HR (PSDR) and direct Brigade-level strength technical expertise, training, inspections, • Advising: Leveraging this additional management (BLM) from Army Human and HR operational assistance. The analytical capability, the Corps G1 Resources Command (HRC). Both HROC synthesizes HR information and was able to categorically inform policy decisions placed tremendous processes to reach operational goals. the Corps leadership on how to see responsibility on greatly reduced HR The HROC also provides operational themselves and make decisions staffing levels in each unit. Subsequently, training and technical guidance to with statistical and quantifiable HR HR professionals maintained the ability S1s / G1s and leaders. Additionally, information. The HROC was also to decisively impact HR training, the HROC develops and implements used to solve tough HR problems metrics, readiness and data accuracy in processes that can be operationalized at when Brigades and Divisions lacked HR systems. The Army’s PSDR approval the lowest level, empowering S1 shops time, resources and experience. and implementation letter highlighted and unencumbering Commanders by Through the accumulation of that PSDR provided all BCT / Brigade providing summarized data and HR tools HR data and the progression of and Battalion Commanders the HR which reflect readiness and HR efficiency the HROC, leaders were able to capabilities and structure required to within their formations. create an information campaign for execute essential personnel services and sharing best HR practices within the strength management with organic assets. HROC Utilization. The XVIII ABC Corps. Furthermore, the HROC was Data accuracy and training suffered with quickly resourced its HROC making used as a conduit between higher the elimination of the Personnel Service it operational by August 2015 in headquarters and subordinate units Detachments (PSDs), role reductions preparation for FY 2016. The HROC with regards to HR issues faced by of installation Directorate of Human established its lines of HR operations the field. analyzing, assessing, advising, assisting, Resources (DHR), and reductions within • Training: The primary focus of the Division and Corps G-1 sections. With and training HR leaders and command teams. These HR efforts included: HROC was training, which was the shift to PSDR, external quality facilitated by the establishment control system checks of Brigades were • Assessing: The HROC designed of the XVIII ABC HR University. exacerbated with the elimination of the an HR metrics tool which gave HR The monthly HR University was PSDs. Brigades then had to identify, leaders at all levels of command a implemented as a tool for the train and perform HR data accuracy and common operating picture, affording Corps and Fort Bragg HR leaders data reconciliation checks internally. them the ability to assess their units to get valuable hands-on systems This formed a capability gap within the in comparison with other units training and to increase institutional HR community. in order to compare and improve knowledge and skills among all Establishment of Human Resources personnel readiness, data accuracy ranks. The HROC also executed Operations Centers (HROC). In FY and customer service. This tool the SECARMY directed training on 2016, the Army began establishing enabled the HROC to conduct trend the new NCOER, ensuring leaders HROCs at the Corps and Divisions analysis, identify opportunities and at all levels understood the new level as Standard Requirements Code shortfalls, and develop measures report and its requirements. Lastly, 12 (SRC-12) units with activation in of effectiveness and performance the HROC delivered multiple leader October 2016. Many Divisions and within the Corps. Using the analysis briefs including LPDs and the

1775 | Spring 2016 31 personnel portion of the Fort Bragg • Created the XVIII ABC weekly ’s and Commander’s HR metrics tracking tool Course. • Created HR Excellence Awards Program • Assisting: The HROC assisted • Established Fort Bragg and the Corps G1 leadership, and the XVIII ABC Monthly HR Fort Bragg AG Corps Regimental University Association in increasing AG • Executed SECARMY directed esprit de corps by promoting HR training on the new NCOER community events, executing (~2,000 trained) the AG Soldier and NCO of the • Created Command Team Quarter and Year Award Program, Exceptional Family Member and establishing the HR Excellence Program, Army Body Awards Program. These initiatives Composition Program, and enhanced the HR proficiency and APFT Program tracking tools unit readiness by recognizing 42A and information briefs Soldiers and unit S1s for excellence. • Implemented the XVIII ABC Participants of the XVIII Airborne Corps NCO of the Quarter Board include (from left to HROC Impacts. Employment of the Personnel Resource and Analysis Brief redesign right) SGT Jason Samson, 703rd Brigade XVIII ABC Corps HROC has led to the Support Battalion, 3rd Infantry Division and results below. • Created Monthly XVIII ABC SGT Britney McCloud, 2nd BCT, 82nd Airborne HR Newsletter Division. • XVIII Airborne Corps Key • Redesigned the personnel Accomplishments: portion of the First Sergeant’s and Commander’s Course

Data Accuracy Campaign Impacts:

Metric As of 22 Sep 15 As of 16 Feb 16 Difference Late Evaluations 208 71 - 137 (66%) Missing or Expired SGLV 7,924 1,938 - 5,986 (75%) Missing or Expired DD93 6,657 1,390 - 5,267 (79%) Slotting (9992 / 999x) 16,547 5,965 - 11,014 (66%) Blank or Expired GCMs 2,637 1,000 - 1,637 (62%) Flags over 6 Months 1,903 1,590 - 313 (16%) Duty Status (AWOL / CCA / HOS / CMA) 381 49 - 332 (87%) Expired EFMP 1,689 1,285 - 404 (23%) Non-Deployables 11,811 (12.7%) 9,182 (9.7%)* - 2,629 (3%) * As of 11 Dec 15, pre-eMLIPO 4.7.7.

Way Ahead. HR Universities are now established at three of four of our division locations and the fourth is scheduled to open in 3rd Quarter, FY 2016. The HROC is also working on 16 initiatives for the current FY focused on optimizing HR tasks. Key initiatives are creating a HR Handbook for command teams, operationalize Brigade and Battalion talent management, and onboarding new systems (Commanders Portal and IPPS-A).

The XVIII Airborne Corps HROC Team (from left to right): CW2 Robert Fisher, SPC Manuel Aguinaga, SPC Charlie Jaramillo, SFC Gene Orr and MAJ Ken Fanniel.

32 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com The Army Watercraft Problem

By 1LT Paige B. Sanchez, Strength Manger 7th Transportation Brigade (Expeditionary)

n May of 2015, after moving from the I3rd Sustainment Brigade out of Fort Stewart Georgia, I became the Strength Manager for the 7th Transportation Brigade (Expeditionary) or 7th TB(X) in Fort Eustis, . I knew nothing of the Expeditionary Brigade and stepped into the position believing it would operate the same as a Sustainment Brigade. After almost a year in the unit, I realized we battle the same garrison war that the Sustainment Brigade faces. Several units are currently on Prepare- To-Deploy-Orders (PTDO), for those that do deploy, they step away from the brigade’s guidon in Platoon or Company size elements to fall under another Brigade’s headquarters for the duration of their deployment. Our responsibility to maintain healthy, deployable personnel assigned to our deploying and PTDO units is met and maintained through interactive and interdependence on Company Commanders and Battalion S1s. As the Brigade Strength Manager I am able to be almost completely hands off. There is however, one exceptional circumstance that my Battalion S1, Brigade S1, nor myself can remedy, and that is the operational tempo and subsequent sustainability of the 7th Transportation Brigade (Expeditionary)’s Army Watercraft units.

The 7th TB(X) is home to the Active component’s only continental United States (CONUS) watercraft units. Army Watercraft are made up of two landing craft vessels, the Logistics

1775 | Spring 2016 33 Support Vessel (LSV) and the Landing support the PACOM, CENTCOM, in the 17-01 MER recently received from Craft Utility (LCU) vessel. The Active and SOUTHCOM missions. It is also HRC. We also found that our ability component maintains five LSV’s and important to stress again, that Fort Eustis to fulfill the assigned support mission seven LCUs. The Reserve component is the only CONUS duty station for took a critical hit when unprojected maintains three LSVs and seven LCUs. Marine Warrants. Many of the Warrants losses, such as applications to service There are 20 remaining LCUs in Army arrive from an OCOUNS assignment or schools, two time promotion board non- Preposition Stock. Of the Active vessels, a TCS deployment. If they do not have selects, retirements, and entrance into the two LSVs are in use in Kuwait and one dwell time, they are a first choice for the medical retirement board program, took is located on Fort Eustis, while the last CENTCOM TCS deployment. If they place during the manning cycle. Which two are located in Hawaii. All seven do have dwell time, they can still fulfill put ever more strain and stress on our active LCUs are located at Fort Eustis. the PACOM support mission, and the available Marine Warrants. While the majority of Army Watercraft SOUTHCOM and CETCOM PTDOs. The question out of all of this is who can is maintained at Fort Eustis, the majority The nine month PACOM temporary fix the Army Watercraft problem? HRC of LSV and LCU support missions are change of duty accrues no dwell time, has met, exceeded rather, their obligation also being maintained at Fort Eustis. meaning that a Warrant Officer returning to the 7th TB(X) for the 2016 manning Ten LCU crews are on-hand at Fort from their nine month mission in cycle by manning our 880As at 100% Eustis. Of those ten, two are assigned PACOM is immediately available for the and manning our 881As at 95%, which temporary duty for a nine month support CENTCOM TCS rotation and if they are meets rotational unit manning guidance. mission in PACOM, two are assigned not given an assignment on the Large Tug The Army’s action of downsizing has temporary change of station for a nine vessel located on Fort Eustis, they are hit some branches of the service much month mission in CENTCOM, two are again sent away from their Families. harder than others, and the Marine assigned PTDO to CENTCOM, and two Warrant Officers is clearly one of those. are assigned PTDO to SOUTHCOM. The last Brigade 16-02 Mission Essential Required support missions greatly This only leaves the LSV and two LCU Requirements (MER) I processed with reduce the Marine Warrants ability to crews back at Fort Eustis. the assistance of my HR Technician, CW2 Roscoe Harris, projected a support institution training, home-station I’ve discussed the numbers, now let’s shortage of 17 881As. We justified the equipment maintenance, collective discuss the most important element, the 17 requisitions, but were only approved training exercises, and sustainment Soldier. Specifically I will discuss the for 7. It was noted that an additional 7 training exercises. It provides little to Marine Deck Officer (880A) and the would remain at Fort Eustis for their no reset time according to the current Marine Engineering Officer (881A). A2 Certification School. However, deployment cycle model and more The 880A and 881A position on any Warrant Officers in A2 School are not importantly, it takes away critical time vessel is a critical fill. The vessel cannot available to fill the numerous support from Family and friends in the only operate without the properly licensed missions assigned to the 7th TB(X). A CONUS station available to these and certified Marine Warrant. As the conversation with both our account Warrants. I have only presented the tip Army downsizes, Marine Warrants manager and the Human Resources of the iceberg from my prospective as the are becoming critically short. There Command (HRC) Transportation Chief Brigade Strength Manager in hopes that were 87 880As and 80 881As in the revealed that we received 90% of the awareness will fuel a reevaluation of the Army’s inventory of Marine Warrants. 881As that were available to move in the current demands on our Army Watercraft Close to 50% of 880As and 881As are 16-02 manning cycle. To date the 7th Fleet and its Soldiers. currently assigned to Fort Eustis. It TB(X) has a projected shortage of seven is these Warrants that are assigned to 881As. All of which have been projected

34 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Commando Advising in Southern Afghanistan

By MAJ Pedro Rosario, BCT S1 and CPT Marc Burd, Senior HR Advisor

n the spring of 2015, the 2d Brigade serve as the senior HR advisors to both ANA and ANP manning document known ICombat Team, 10th Mountain Division the Afghanistan National Army (ANA) as the tashkil. The tashkil often did not (Light Infantry) prepared to deploy on and Afghanistan National Police (ANP) reflect or load into AHRIMS accurately its third rotation back to Afghanistan, G1s. These S1s are often detached due to unaligned software configurations. this time in support of Operation from their home station units during the This resulted in AHRIMS reflecting Freedom’s Sentinel. Entrusted by its deployment. Working EF 4 efforts over inaccurate manning for the Corps when higher headquarters on a Train, the Ministry of Defense (MoD) Advise, and Assist mission, the checked the system. Advisors 2d Brigade “Commandos” were found work-around solutions paired with the reactivated 7th by incorporating the slotting Infantry Division to comprise of individuals on spreadsheets the headquarters element of with the correct tashkil, then Train, Advise, Assist, Command passing this information to the – South (TAAC-S), Kandahar, MoD. While not ideal, this Afghanistan. Additionally, ensured personnel strength elements of 2d Brigade also requirements of subordinate deployed for a separate Theater units were tracked accurately. Reserve Force (TRF) mission As ANDSF pillars plan and security mission of Kabul. to implement the Afghan In all, 2d Brigade S1 sections Personnel and Pay System were simultaneous deployed (APPS) to replace the ill-suited to Kuwait, Kabul, Bagram Air CPT Marc Burd executes a Senior Leader Engagement with the AHRIMS, proper tracking BG Nasarullah Zariffi, the Regional Training Center - Kandahar Field (BAF), Kandahar Air Commander, to discuss orders creation and distribution of over 480 of personnel is continually Field (KAF), Shorab Annex, officer graduates. coached through EF4 advisors. and Tactical Base Dwyer. the past nine months has enlightened the The ANP is broken down into Foremost, 2d Brigade’s HR centric HR team on the personnel challenges police pillars composed of the Afghan missions was Security Force Advise and our counterparts face in supporting their Uniform Police (AUP), Afghan Border Assist Training Team (SFAAT) advising. Commander’s intent. Police (ABP), Afghan National Civil The TAAC-S specializes in training Order Police (ANCOP), and Afghan Afghan National Defense Security Afghan Security Forces continuously Local Police (ALP). Collectively Force (ANDSF) partners through cross- work to progress personnel functions over 18,000 personnel serve within pillar coordination, a series of Essential by adding and incentivizing retention Kandahar Province, and each pillar Functions (EF) numbered one to eight. initiatives, implementing leave policies, maintains independent HR procedures. Essential functions act as guidance and force distribution management, Promotions remain a contentious issue and choreograph advising efforts. utilizing the Afghan Human Resources for all pillars, as it takes six months to a Pertaining to HR functions specifically Information Management System year to process promotions. To address is EF 4, entitled Force Generation, which (AHRIMS). Commando advisors saw this and other issues, advisors within combines HR functions with training first-hand the daunting task counterparts 2d Brigade adopted a network approach operations. Commando HR professionals faced in slotting personnel against the with TAACs across the Combined

1775 | Spring 2016 35 Joint Operations Area-Afghanistan HR advisors have been paramount to the prior to our transfer of authority, an uptick (CJOA-A) in an effort to compile shared mid-level training course in Kandahar, in violence spurred a decision to deploy understanding. Proposed solutions were now in its fourth iteration of the inaugural 2d Brigade’s last remaining infantry then passed on to respective pillar G1s. course. The course holds anywhere battalion to the Helmand Province AO. For instance, one proposed outcome between 75-90 mid-level leaders from For those of us who have deployed what was incorporating decentralized NCO both the ANA / ANP, covering topics seems like endless times, it begs the promotions, as decentralized promotions such as IED defeat, medical training, question, how does it end? within ANP HR systems has not yet been and map reading. HR advisors are The synchronization of information implemented. The feedback from newly routinely tapped to conduct non-standard amongst TAACs across Afghanistan reestablished ANP zone commands MOS training such as M16A4 weapons has highlighted degrees of progression was that they were ready for increased training. Getting leaders routinely in amongst the Corps. The stronger Corps’ administrative responsibilities at their the course demonstrates aspects of what like the 203rd in Northern Afghanistan level and are up for the challenge. goes into an operational readiness cycle and Corps leadership has recently asked have begun shifting from an advising- Throughout Fighting Season 2015 and for the 10-day course to extend to 15 to based relationship with its US / Coalition through the Winter Campaign of 2015-16, address key topics ahead of the fighting counterparts to a conditions-based HR Advisors within 2d Brigade tackled season. relationship – a sign of progress that less recruitment and attrition issues within involvement is required. While no two ANA geographically aligned Corps. As the Commandos prepare to leave TAACs, nor two provinces are the same, One task was to ensure the alignment Afghanistan and return to Fort Drum, the we cannot ignore those Corps’ setting the of training courses available to new HR mission continues in the very capable benchmark. Some ANA / ANP Corps are recruits. Additionally, HR Advisors often hands of 2d Brigade Combat Team, 4th a year or less away from similar results, conducted training classes with Corps Infantry Division. No strangers to the others are two or more years from that primary staff to align personnel with mission, the unit was most recently standard. Recently, the now previous force manning requirements. Reports in TAAC-S in 2014. The men and Commander, Resolute Support, General equivalent to the Unit Status Report women that comprise the Ivy Division Campbell said, “We need to stop looking were created and utilized to coach and face an Afghan future with its own HR at Afghanistan from year to year.” When mentor counterparts for proper manning challenges. Among those challenges you think of that statement, coupled with utilizations and requisition. The systems include the Force Management Level the CSA’s guidance that readiness is the in place are not without issues, but efforts (FML) discussion of what Afghanistan #1 priority, and the relatively new Soldier continue to trend in a positive manner. 2017 looks like? HR planners at all Readiness Model, which puts units Earlier this year and toward the last month echelons continue the ardent task of like 2d Brigade back on a training and of our deployment, G1s briefed respective deciphering how the CJOA-A maintains readiness path faster than its predecessor Corps Commanders ahead of the Taliban capability while continuing to reduce ARFORGEN; preparing to return to Summer Campaign, providing thorough footprint and FML. This is compounded Afghanistan and other theaters of insight and wherewithal in regards to by an ever-changing operational responsibility sooner than later is a likely key personnel estimates, much to the environment, which includes a fractured possibility. Regardless of the situation, satisfaction of the advising team. Taliban unwilling to join peace talks due Commandos S1s stand ready to support to internal fighting and an ISIS threat and enable to the mission with Courage Operational readiness is as important to attempting to permeate presence. Just and Honor! our Afghan counterparts as it is to us.

36 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com 4th Infantry Division partners with the AG School to create the Brigade Strength Management Module (BSM2)

By CW3 Raymond Rijske, Division Strength Management, SGM Willie Yarbray, G1 SGM and CW3 Shannon Tyus, AG School

rmy HR Strength Management Distribution and Allowances (TDA) are their authorized and assigned personnel, Ais a complex process with simplified and solidified. including 30 to 180 days manning equally complex interactions. Strength projections. Moreover, by simply The AG School and Soldier Support Management benefits from the use of clicking a few buttons, leaders can export Institute (SSI) human resources systems HR projection models, which reflects and view current gains and losses. expert, CW3 Shannon Tyus, created the strength management process. This the BSM2 Microsoft database. This CW3 Ray Rijkse, working as a 4th process typically varies from the resident innovative software program enables Infantry Division G1 Strength Manager, senior Commander requirements and Brigade Strength Managers to access, embraced BSM2 and worked closely with priorities of fill. The principles of download, import and analyze current the AG School to champion the program support, as described in Army Regulation strength COP with incredible speed across the Division, starting with an 600-8-6, requires Strength Managers and accuracy. Your respective Brigade introductory briefing for each Brigade at the Brigade, Division and Corps leadership will be able to understand how Command Sergeant Major. On 19 levels to accurately analyze, reconcile Army Divisions and Human Resources October 2015, the 4th Infantry Division and input HR data in order to provide Command (HRC) man-the-force, in Command Sergeant Major, CSM Michael a Common Operating Picture (COP) accordance with Field Manual 1-0, A. Crosby, chaired the first BSM2 to Commanders. Resultantly, Strength Human Resources Support, by viewing presentation and accompanied by the 4th Managers rely on our systems of record to produce accurate personnel management products that enable leaders to man-the- force and support the Army’s Manning Guidance. The consolidation and reconciliation of these systems enable Strength Managers to adequately and efficiently forecast equitable distribution of personnel across various Distribution Management Sublevels, or Brigades. With the creation of the Brigade Strength Management Module (BSM2), the process of consolidating personnel manning projections against the current and future Modified Table of Organization The 4th Infantry Division (4ID) CSM along with the 4ID Brigade CSMs receive a class on the Brigade Strength Management Module (BSM2) by the 4ID G1. CW3 Ray Rijkse, working in the and Equipment (MTOE) and Table of G1 Strength Manager section (center front), leads the instruction.

1775 | Spring 2016 37 Infantry Division G1 Sergeant Major, is coming or exiting their organization realistic Strength Management products SGM Willie E. Yarbray, Jr. Each Brigade first hand instead of relying on their S1 or that are easily briefed to Commanders CSM had the opportunity to understand G1. It also gives the organization enough and subordinate leaders.” what BSM is, what it provides them and time to process awards for their outgoing 4ID G1 PFC Matthew Mohr is undergoing offer any recommendations thereafter. personnel because it lets them know when training within the G1 Strength everyone is scheduled to ETS, PCS, or CSM Crosby stated, “It’s a system Management Division and will inherit retire. This is something the US Army of record that provides Brigade CSMs the requirements of updating BSM2 for has been needing for a long time.” the ability to manage talent, and gains each Brigade as an internal product for and losses within their organization. It The 4ID G1 provided the Division the Division Command Team. Moreover, can also be nested with forecasting ETS, CSM with access to each Brigade the Division G1 will host several training PCS awards, NCOERs and sponsorship.” BSM2, which is updated weekly for his programs for each Brigade S1 to ensure Additionally, SGM Yarbray stated, convenience, and provides combat power each HR Operator understands the “BSM2 is a force multiplier for the G1, analysis and projections to the G1 as requirements and knows how to make Brigade and Division Command Teams! needed. CW3 Rijkse stated, “BSM2 is this tool effective within their respective Within minutes, an HR Professional can the epitome of Strength Management and Brigade. Once each Brigade has generate a detailed report to get a clear answers the ‘so what’ of manning the force their BSM2 operational, the Division snapshot of their Brigade or Battalion’s within our Division’s Brigades. When I G1 will challenge them to use this current and projected personnel strength arrived to the 4th Infantry Division, my during Unit Strength Reporting (USR) by using simple system import tools Chief of Staff made a comment to me that synchronization between HRC’s Enlisted that pull queries from our HR weapon systems. HR Professionals can easily provide leaders and staff with critical personnel strength data concerning any and all MOSs and skill levels that a unit is authorized. Additionally, BSM2 populates projected personnel gains and losses, which allow units to effectively report critical MOS / AOC shortages, conduct essential personnel services and determine combat power, which minimizes the time during USR scrubs. All 4ID CSMs will be trained on BSM2 and have it on their on their desktop.”

The 4th Infantry DIVARTY CSM Thomas Parsley stated, “I believe it will provide necessary visibility of personnel 4ID G1 Strength Manager CW3 Ray Rijkse (left) and SGM Willie E. Yarbray, 4ID G1 SGM, go that will enable me as the DIVARTY CSM through BSM2 instruction for the Division’s CSMs. to effectively map progression in order to maximize efforts in talent management the Division was never able to accurately Personnel Management Division and the and personnel strength.” The 2nd project personnel strength out to 180 days. Division G1, enhancing USR reporting Infantry BCT CSM Sammy Sparger After collaborating with CW3 Tyus and and accurately projecting personnel gains stated, “This provides easy access to real applying basic Microsoft Access skills, / losses. time personnel data.” The 3rd Armored the Chief of Staff had the 2nd Infantry BCT CSM Lawrence Jordan stated, “I BCT product on his desk that same think the BSM2 system is a great tool. evening. Updating BSM2 takes less than It allows the Brigade CSMs to be able to 5 minutes and arms our Brigades with forecast and see exactly when someone

38 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Joint Base Lewis-Mcchord (JBLM) Adjutant General University – Developing Agile, Adaptive HR Professionals for the Future

By CW3 Larry S. Delgado

he I Corps Adjutant General AGU is offered every quarter for all HR TUniversity (AGU) provides hands on Soldier inbounds, non-human resources training to Army Human Resources (HR) Soldiers that are serving in an HR Professionals, and includes NCOs coming position, and DA Civilians. The four from broadening assignments such as day curriculum begins with a welcome Drill Sergeant Duty, Equal Opportunity brief from the I Corps G1, COL Alan Advisors, and Recruiting Detail. How Kellogg, and the G1 SGM, SGM Spencer does the AGU prepare Soldiers for their Miller, followed by four days of in-depth upcoming assignment? Every AG Soldier SSG Hutchinson teaches a block of instruction hands-on systems training on eMILPO, on Army Awards. between the ranks of E1-O4 is required to Datastore, DCIPS, EDAS, WEB EDAS, attend this training to better prepare them II and many other HR systems. The TOPMIS II, iPERMs, Awards, Finance, for their upcoming assignment. The AGU course teaches the fundamentals of day- Sponsorship, and Decentralized Enlisted is made up of five days with an emphasis to-day operations and provides hands- Promotions. The course currently trains on the four HR core competencies and on training with real-world scenarios 24 students twice a year and the other hands on training with some of the critical through practical exercises that teach two quarters trains 40 students. In the HR Gunnery systems like eMILPO, students what to expect from working in majority of the classes, students receive Total Officer Personnel Management a Battalion or Brigade level S1 shop. The a practical exercise to ensure the training Information System II (TOPMIS II), G1 HROC reached out to the Adjutant they received is retained and students Defense Casualty Information Processing General School to help build the initial fully understand the material. Additional, System (DCIPS), Datastore and Enlisted training support package and currently the course utilizes attention getters by Distribution Assignment System (EDAS). utilizes the School’s training databases to showing videos that help support the The instructors for the course are made start the program. lesson that is being taught. For example, up of Soldiers and Civilians from I during the military awards class, a small Corps, 7th Infantry Divison, 9th Finance clip from the movie “Pearl Harbor” shows Detachment, and JBLM’s Director of several Soldiers receiving awards such as Human Resources / Military Personnel the , Distinguished Flying Division section. Cross, and a Bronze Star. Following the clip, Soldiers have a better understanding The AGU concept was driven by the I that the work starts at the lowest level Corps G1 after receiving multiple requests being the HR Soldier. The final exam is for training from command teams within composed of fill in the blank, essay, and JBLM in areas such as Commander application questions from eMILPO, Unit Strength Reporting procedures, TOPMIS II, and DCIPS. All Soldiers Datastore, EDAS, Web EDAS, TOPMIS that complete the course receive a

1775 | Spring 2016 39 Certificate of Achievement. In addition, the Mount Rainier AGCRA Chapter recently instituted a policy that states any Soldier that receives a 100 on the exam will receive the COL Robert L. Manning Achievement Medal based on superior performance.

The JBLM AGU has been invaluable in demonstrating the importance of timely and accurate data entry, as well as, ensuring Soldiers are aware of the roles and responsibilities associated with the overall readiness of their organizations and how it pertains to HR. The AGU was recently revamped through the leadership of MAJ Randy Lefebvre and I Corps CW3 Larry Delgado teaching Soldiers from units across JBLM on eMILPO. HROC with experience from the Adjutant General School and the knowledge Personnel System (TSP) and Deployed version of AGU. I Corps is working of CW3 Larry Delgado, SFC Tamera Theater Accountability System (DTAS). closely with all the HROCs in order to Berry, and SSG Erica Hutchison. Since The I Corps HROC has developed a discuss lessons learned, best practices the university concept implementation working relationship with the Henry and to develop new initiatives for future began the course has taught over 300 H. Lind Noncommissioned Officers courses similar in nature. Recently, it AG Soldiers, NCOs, Officers, and DA Academy to have HROC Soldiers attend has been determined that the ability to Civilians to include HR professionals the Army Basic Instructor Course. This conduct the JBLM AGU has ensured that of the Texas Army Reserve conducting additional requirement assures that the HR professionals across the installation annual training at JBLM. With the caliber of instructors teaching at JBLM are able to provide Commanders, with assistance of CW3 Shannon Tyus at the AGU have enhanced HR training skills relevant, timely, and accurate information AG School, the JBLM AGU has the that include preparing lesson plans, to leaders at all levels to better support capability to utilize training databases presenting training to small groups, and accomplishment of assigned missions and engineered to simulate current Army HR giving oral presentations in a classroom to maintain an adaptive and agile pool of Systems without compromising Soldier environment. Human Resources Professionals. data. The AGU continues to enhance their course with feedback from all the units on The JBLM AGU has been adopted in one JBLM. These training events mirror real form or another by HROCs across the world scenarios and incorporate practical Active Army to include XVIII Airborne exercises from the AG School and JBLM Corps, 82nd Airborne Division, and specific processes and procedures. the 25th Infantry Division. Additional, Soldiers attending the course are also the 1st Infantry Division HROC led exposed to future HR initiatives such as by MAJ Lawrence Torres, 3rd Infantry the new NCOER, IPPS-A, and SGLI vs Division HROC led by MAJ Rachel DFAS discrepancy reports. Joshua, 101st Assault Division HROC led by MAJ Dawn Wandembergh, 4th Future plans for the JBLM AGU Infantry Division HROC led by MAJ will extend the course out to five days Melissa Hoaglin, 10th Mountain Division and incorporate the use of tactical HR HROC led by SFC Patrick Castro and the systems utilizing the Very Small Aperture Washington are Terminal (VSAT) and CAISI. These starting to develop their own respective classes will also incorporate Tactical

40 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com The Army’s First Multi-Functional HR Company

By Captain Damian R. Tong, Commander, 259th HR Company, STB, 25th IDSB

ctivating a company is never easy; Company are identical in manning and provide enough personnel for each Ahowever activating a company that equipment and provide either Personnel Platoon to conduct the postal mission. is not found in doctrine was the real Accountability Teams (PATs) or Casualty Each Platoon would also have the same challenge. The journey started 17 months Liaison Teams (CLTs). Third platoon is equipment in order for them to accomplish ago when our senior AG leaders gave our larger and conducts the postal mission. any of the three missions. team guidance on activating the 259th In order to create a multi-functional HR Green, Amber, Red Mission Cycle. HR Company in the Pacific Theater. The Platoon the decision was made to use With each Platoon cross-trained and concept was simple, take the current the doctrinal Third Platoon as a base and certified in conducting any mission, this doctrinal Human Resources Company, cross-level personnel from the Plans and gave the Company the ability to meet the with its personnel accountability, casualty, Operations Section, within Headquarters Commander’s intent on readiness. Each and postal missions, and create multi- Platoon, to fill the personnel shortages in Platoon would rotate through a green, functional that can perform the other two Platoons. The organization amber, red mission cycle quarterly in all three missions in an expeditionary of each Platoon would also change in order order to rapidly deploy when called upon. environment. The expeditionary mindset to add an additional Team and empower The decision to rotate quarterly was based would nest well with the theater mission Sergeants to serve as Team Leaders as on current exercises that are conducted in and provide capabilities that could rapidly opposed to SSGs. The Platoons would the Pacific to include Pacific Pathways, deploy to support warfighters during still keep two SSGs to serve as squad 25th ID Contingency Response Force humanitarian assistance or contingency leaders and the third SSG would replace (CRF), and Combat Training Center operations throughout the Pacificthe personnel cross-leveled from the Plans (CTC) rotations. Green Platoon would AOR. The teams could be scalable and and Operations Section. The second and stand ready to deploy utilizing a 96 tailorable to meet the Senior Ground third order effects of making the personnel Force Commander’s needs. changes were: the addition Using doctrine as a guide. The first of a Team in step in activating the 259th HR Company each Platoon and becoming fully mission capable was increased the to understand current doctrine within number of FM 1-0 and ADRP 1-0, then identify CLTs in the the second and third order effects of Company, changing it. In no way was the intent to increased the change the mission of the Company or number of the capabilities it provides. The idea was personnel a to cross train and certify each Platoon Squad could to conduct any of the three capabilities process daily the HR Company provides. The current with regards doctrinal task organization shows that to PAT, and two of the three platoons within the HR

1775 | Spring 2016 41 and casualty to help incorporate the 259th HR training. Three Company into exercises throughout the postal mobile Pacific. The unit created a capabilities training teams brief that could help Commanders develop (two F5 and a deployable package that would meet one F4) were their intent and increase their knowledge coordinated on how the teams could support them on with the Inter- the battlefield. Service Postal The Army’s first Expeditionary Post Training Office. During the road to activation the Activity at need for postal support was identified Fort Jackson during exercises throughout the Pacific. in order to give The crosstalk began between the Company each Soldier and sister services on how they conducted and leader postal operations throughout the Pacific. hour deployment timeline, support the additional The concept that arose was to create Pacific strategic, operational, or tactical skill identifier needed to conduct postal an Expeditionary Post Office for each exercises, support 25th ID exercises, and operations. Each Platoon would activate Platoon that would utilize the Base-X tent would build a unit training plan (UTP) at separate times based on the flow of system to establish and sustain itself for to train in the Platoon collective. Amber personnel arriving to the unit. First at least thirty days. All equipment would Platoon would remain in reserve building Platoon, 259th HR Company was the first have to fit within a tri-con, which could a UTP concentrating on individual, Team, to activate after six months of training and Squad collective training, provide and was personnel for unit level taskings, rotate called upon to through opportunity leave, and stay support 3-25 abreast of essential personnel services IBCT during systems training. Red Platoon would their May 2015 rotate its four Teams through the local JRTC rotation. casualty assistance center, local ADACG, The rotation garrison post office, and support the G1 was a proof Plans and Operations Section. of concept for the Company Road to activation and relevancy. Once as the Platoon the task organization and equipment utilized their changes were approved the road to four PATs to activation began with the stand-up of each manifest and multi-functional Platoon. The Company RSOI 3-25 was given nine months of white space IBCT out of on the calendar to activate. Using ADP Hawaii and 7-0 and ADRP 7-0 the Company utilized be utilized later to secure registered mail. receive them at JRTC. Once RSOI at JRTC the unit training management concept to The tent system could deploy as secondary was complete the Platoon transitioned ensure the company METL crosswalk load on the back of a platoon vehicle and the PATs into CLTs and supported the was conducted to nest with the Battalion the tri-con would serve as secondary load brigade during their operations at JRTC. and Brigade’s METL, prior to establishing on the platoon’s LMTV. Coordination The success of First Platoon helped UTPs for activation. Outside resources for was made through The Adjutant General build relevancy for the Company and training were identified and coordination of the Army and DA Postal to first the capabilities they provided resonated was made for the 8th HRSC, 8th TSC establish a domestic ZIP code in order to throughout the Pacific. The USARPAC to conduct personnel accountability receive supplies for the post office, then G1 and 25th ID G1 utilized their planners

42 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com establish a mobile ZIP code to receive and send mail throughout the Pacific AOR. The 259th HR Company received support from JMPA-West with regards to excess postal equipment to build the concept prior to the domestic zip code being established. The Expeditionary Post Office utilizes the company VSAT in order to provide customers the USPS Click and Ship option and operate AMPS. Meters and scales are used for postage instead of a point of sale system due to the fact that postage is already pre-loaded into the meter. The tent system gives the Platoon the ability to have a finance section for customers and a sorting section. USARPAC is currently working with PACOM in order to deploy and integrate the post office by fourth quarter of 2016 in a Pacific Pathways operation.

The Soldiers, NCOs, and Officers of the 259th HR Company have begun their legacy with many firsts for the Army and the Adjutant General’s Corp in only 17 months. In that short amount of time the company has supported two Pacific Pathways exercises in three separate countries, three 25th ID Contingency Response Force exercises, a company certification exercise, and a JRTC rotation. As the unit continues to make history it stands ready to deploy when called upon and to live up to their motto of “HR Support, By Any Means.”

1775 | Spring 2016 43 A Team of Teams – 1st ID ALOC 2.0

By CPT(P) Lianna Scharff

“It is not enough for the system to be achieving a common operating picture. information to expedite breaking news or robust, it must also be resilient. A robust upcoming stories. system may be able to counter a fixed 1st Infantry Division’s ALOC began obstacle but may prove inefficient against its revival in the Division HQs main During CPX 3 and WFX 16-04, 1st a moving target. A resilient system can conference room during the firstID’s ALOC continuously synchronized adapt to an unexpected obstacle though week-long Command Post Exercise in information with subordinate units and it may mean minimizing its efficiency at November 2015. By April Fool’s Day, with the XVIII Airborne Corps, tracking doing that.” (Team of Teams, 2015, by after two more week-long CPXs, the enablers and attached units. Each GEN (Ret) Stanley McChrystal). The 1st ALOC was fully operational under a phase of the exercise proved the critical Infantry Division’s Administration and large Deployable Rapid Assembly Shelter nature of coordinating the notional Logistical Operations Center (ALOC) has (DRASH) to kick off their culminating task organization was for personnel, proven to be both resilient and adaptable event – Warfighter 16-04. The G4 is the equipment and commodity accountability while improving on efficiencies. While lead for the Sustainment Warfighting and tracking. During the course of the Army grew by 80,000 men and Function and together with the G-1, action development and analysis phase women, personnel staff sections below designed the ALOC 2.0. Determined of 1st ID’s WFX 16-04, each section the division grew while those staff to provide continuously high levels of in the sustainment cell studied the full sections at echelons above brigade personnel and sustainment support for its complete concept of sustainment. This became bill payers. During the last five Soldiers, 1st ID integrated an intelligence meant that officers and NCOs from G-1 years, the pendulum has swung back in analyst into the ALOC to analyze the to the Division Surgeon were able to favor of larger G1 staffs. With this swing, emerging and existing enemy threats brief the concept of support, leading to a sustainment operations in the ALOC are and impact on sustainment operations. deep understanding of operations across in a time of unprecedented change, and Additionally, a PAO was added to the the sustainment enterprise. This added as HR professionals we owe the Army team to exploit our access to sustainment flexibility and resiliency within the ALOC our best effort to give the emerging sustainment operations a win.

The ALOC provides and maintains effective control over sustainment operations during deployments and field training exercises. The primary role of an ALOC is to assist in planning, coordinating, monitoring, reporting and expediting sustainment operations in support of subordinate units, and secondly, to maintain an accurate status of personnel, equipment, and logistics within the command. ALOC members synchronize mission planning, preparation and execution, ensuring effective staff coordination. The goal is 1st Infantry Division G1 Soldiers hard at work establishing the Division’s Administration and accurate and timely reporting through Logistical Operations Center (ALOC) in support of field training exercises. clarity and teamwork, in other words,

44 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com and ensured the Division Commander were reported always had a well-informed sustainer immediately to the ready to discuss the concept of support. COIC. The Division LTC(P) Daniel Duncan, 1st ID G4, Commander’s commented, “It is important for members mission and intent of the ALOC to think like Sustainment drives the actions; leaders, not just logistics, HR, finance, or each section’s medical. While the G4 is dual-hatted as warfighting the Chief of Sustainment and tasked with functions exist ALOC oversight, it takes leaders from to support the all sustainment sections to effectively accomplishment operate the ALOC as a true center. For of that mission. example, the Deputy G1 serves as the day Serving within the battle Major, facilitating administration ALOC, each section 1LT Nicolette Pizzo is pictured coordinating casualty operations with a and serving as the key action officer for has to understand Brigade S1 during a 1st Infantry Division field training exercise. all ALOC functions. They must maintain the mission and situational awareness of the overall objective of the Understanding how each team works operational sustainment picture.” theater of operations. Our synchronized together under the high operational tempo sustainment effort was vital to achieving (OPTEMPO) of a decisive action fight, a The G-1 staff was responsible for its agility during full-spectrum operations. field exercise or deployed environment, traditional roles – essential personnel allows for seamless execution. Human services, general administration, and “Our goal is to be relevant and in resources professionals, as members of most importantly casualty operations. order to accomplish that, we must be the Sustainment Warfighting function Specific details were reflected in the 1st able to provide timely and accurate (SWfF), must exercise mental flexibility Infantry Division’s Tactical Standard information,” said SGM Andrews, 1st and decisive intent with confidence, Operating Procedures (TACSOP). The ID G1 SGM. “Tracking and reporting is competence, trust, and well-built G-1 team developed and maintained not the primary function of the ALOC relationships. Once this is accomplished, the personnel estimate and assisted in concept, rather, the ALOC provides a the possibilities open up in the ALOC. A the preparation of the overall casualty central location to analyze the resources Sustainment cell working effectively as a support plan, through coordination of equipment, personnel and money that team contributes to the overall success of with the Division G-4 and the Division the organization has on hand at any given the mission as the Soldiers work together Surgeon to project and track casualty time. The ALOC converts this data into to produce results, even though they have flow and return to duty personnel. The information to advise the Commander a specific warfighting function. Ensuring 1st ID G-1 training throughout the CPX during decision making for the operational a strong foundation within the ALOC is and WFX was proactive and supported decisive action,” stated LTC Sara Dudley, critical to accomplish the overall mission. the Brigades in a decisive action battle 1st ID G8. Combining all the elements “Putting successful individual teams against a formidable enemy. According of the ALOC and making it a unified together will not assure success unless to Danger 6, MG Wayne W. Grisgby Jr, sustainment operations cell, enables the the different teams trust one another. the Commanding General of 1st Infantry Division ALOC to sync and maintain Cohesiveness, trust for each team to do Division, “After being in command for sustainment for 1st Infantry Division their tasks, and sufficient communication six months, the vital warfighting function across a diverse and ever-changing are what constitute a team of teams.” to understand and master is sustainment operational environment. 1st ID’s ALOC (Team of Teams, 2015, by GEN (R) with decisive operations. It is really the is not just a refresh of the old school G1, Stanley McChrystal). There is little only way we can gain, maintain, and G4, along with the Division Surgeon doubt that 1st ID’s ALOC lives its motto: exploit the initiative; take advantage of who coordinates, monitors medical No mission too difficult, no sacrifice too opportunity. The ALOC plays a big role supplies, and combat health support; and great. Duty First! in that.” the Division Chaplain, who monitors personal demand items, coordinates Coordination between the ALOC and the memorial services for casualties, provides Combat Operations Intelligence Center morale support. It has expanded into a (COIC) was essential to establish and nerve center including the old standbys maintain full combat power at the tactical and a whole new realm of teammates from level. Any changes in the main effort were the Intel, mission command and newly synced with the ALOC from the COIC; formulated sustainment warfighting similarly, any major changes in the ability function to become the 1ID’s ALOC 2.0. of personnel to support an operation

1775 | Spring 2016 45 FORSCOM G1 Summit

Story and Photos by CW2 Erica Burton and SFC Brenda Mayfield HR-TAB, U.S. Forces Command G1

FORT BRAGG, NC – A G1 Summit • Senior Commander Manning is in the developing of relationships not was conducted last September at Forces • Personnel Readiness only laterally, but horizontally with the Command, Fort Bragg, North Carolina. HR Enterprise”, explained MG Price. It was hosted by the FORSCOM G1, • Soldier 2020 He added, “this G1 Summit brings AG MG Barrye L. Price, and attended by • Army Synchronization and Re- senior leaders together from the tactical, over one hundred participants. The sourcing Process (ASRP) operational and strategic levels to discuss Summit participants included the HRC • OPMD / EPMD Update / Discussion the most relevant issues”. There were Commander, MG Tom Seamands; the several key take a ways from the Summit • Deployment Entitlements Army G1 DMPM, MG Jason Evans; which are in slide decks via the AKO link the Army Adjutant General (TAG), The main topics on day two were: provided above. The G1 Summit will BG Jim Iacocca; Corps and Division be used as a building block for leaders • ARCENT SRC-12 Deployment G1s, their Sergeants Major and senior to look at issues within their respective Requirements & Sourcing Warrant Officer; Sustainment Brigade lanes and ascertain if there should be new Commanders and their Sergeants Majors; • HR Optimization Brief / Discussion or updated polices, regulatory procedures and representatives from HRC. • Postal Training / Operations (The adjusted or more discussion of a specific Enterprise Solution) topic. The purpose of the summit was to address functional and operational Army HR • HR Support to CTC overview issues and concerns raised by both the • HR Support to CTC (JRTC AAR) operating and generating forces; obtain feedback and facilitate discussion with “The key to resolving a lot of the current senior HR leaders; and preview initiatives human resources friction points today to determine functional capability gaps in HR doctrine, organization, training, materiel and leader development. Coordination took place among HQDA, all pertinent Army Commands, Corps / Division G1s (both at home station and deployed), DRU G1s, Reserve Command (USARC) G1, the Adjutant General School, and internal FORSCOM staff to include the G-1.

There were over twenty HR topics discussed (which can be found at https://www.us.army.mil/suite/ folder/45346518), however, the main topics on day one were: FORCOM G1 Summit attendees.

46 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Human Resource Support to the Combat Training Center (CTC)

Story and Photos by CW4 Michael Grinter, CW2 Erica Burton and SFC Brenda Mayfield, HR-TAB, G1 U.S. Forces Command

FORT BRAGG, NC – November theater casualty operations via Casualty the HR Company to certify numerous 2015 recently concluded both the “HR Liaison Teams and postal operations METL tasks in accordance with the AG Validation” and “Proof of Concept” for during the rotations force-on-force, Combined Arms Training Strategies the Human Resources (HR) Company theater database management and theater (CATS); it provides realistic and hands (-) HR support to the Combat Training casualty area command operations during on training unmatched until a unit’s actual Center (CTC) initiative. The 18th HR the rotation’s force-on-force, and Theater deployment; and the HR support to CTC Company (Fort Bragg, NC) executed the Gateway personnel accountability during initiative helps to codify FM 1-0, Human validation at the Joint Readiness Training RRSOI at each CTC rotation. Resources (HR) Support and ATTP 1-0.2, Center for rotation 15-06 in support of Theater Level HR Support. the 1/82 Brigade Combat Team and the The intent of the HR Company (-) 90th HR Company (Fort Stewart, GA) is to enhance the Brigade Combat Team The HR support to CTC will be for rotation 16-02 in support of again (BCT) S1 operations as it expands the implemented at both CTCs during the 16- the 1/82 Brigade Combat Team. The ability of the Observer Controller (OC) 06 rotation. The HR Company (-) will be 22nd HR Company (Fort Carson, CO) to provide coaching to the BCT and embedded in the BCT (for funding) as a executed both the validation and proof at provides a real time quality assessment part of its white cell functions; however the National Training Center for rotation and quality control (QA / QC) of daily the Company will actual execute its 15-10 in support of the 1/4 Stryker HR support. There are several benefits METL tasks under the CTC Sustainment Brigade Combat Team and rotation 16- from the HR support to the CTC. The Operations Branch performing EAB 02 in support of the 2/4 Stryker Brigade benefits to the CTC is the HR Company requirements. Combat Team. Leadership from each (-) enhances the training objectives by providing a real world Theater Gateway During both the validation and proof HR Company (-) conducted a Pre- of the HR support to the CTC the HR Deployment Site Survey (PDSS) at the capability to the participating BCT; it also CTC to identify challenges / issues and allows for more effective cost look at mitigation strategies in order management by maintaining HR to ensure the HR Company’s success. support for personnel at the CTC The PDSS helped review and discuss and provides a new asset to HR the procedures for HR and life support training – the enhanced ability needed for the HR Company (-). to obtain by name / number accountability via DTAS. Upon completion of the proof of the concept, Forces Command approved the There are also additional HR Support to the CTC initiative. This benefits from the HR support initiative provides a HR Company (-) to the CTC. The benefits for (15 pax) in order to execute Echelons the HR Company (-) is it has Above Brigade (EAB) requirements at resolved a training gap and helps the theater level (i.e., pre-deployment certify Sustainment Brigade The FORSCOM human resources support to the readiness), Theater Gateway personnel STB Commander’s home Combat Training Center (CTC) initiative now executes postal operations for CTC rotations. accountability during the rotation’s RSOI, station HR training; it enables

1775 | Spring 2016 47 Companies were able to process and track of the OC to provide active duty Army, Air Force and Marines coaching to the BCT and National Guard, Reserve and Civilian S1 by performing personnel through the Theater Gateway. EAB responsibilities. A post office was also established to The HR Company (-) conduct postal operations through the acting as the notional coordination of the Installation Postal G1 representatives, Admin Services Division. The post worked in the Division office was constructed in an austere Tactical Operations environment to service over 5,000 Center (DTOC) and personnel efficiently. It executed daily served as a HICON postal rodeos twice weekly during force- which allowed the on-force operations within the exercise BCT units to send in area. COL David Hodne, Commander their daily PERSTAT 1/4 Stryker Brigade Combat Team stated, and casualty The FORSCOM human resources support to the Combat Training “I have been involved in seven CTC information. Acting Center (CTC) initiative now executes postal operations for CTC rotations inclusive of both NTC and as both the theater rotations. In the future all HR Companies will be JRTC and this is the very first time that database manager and theater casualty aligned to accompany its’ respective I have received mail in the exercise area.” area command, the HR Company (-) BCT participating in a CTC rotation in provided a daily personnel and casualty accordance with the FORSCOM CTC The HR Company (-) Casualty Liaison roll up of the BCT task force and enabler calendar. Each Division G-1 Plans Team (CLT) tracked real-world and units and helped to validate the BCT’s and Operations section will have the notional casualties in the Role II (CLTs PERSTAT and casualty reports. MAJ responsibility to coordinate with the normally perform their duties at a Felipe Perez, Adjutant General OC at Division G-3 Plans and Operations CASH) and the Personnel Holding Area, NTC explained, “the HR Company (-) section to ensure that the HR Company (-) where the CLT monitored the casualty’s conducting a real time QA / QC enhances is integrated into the BCT CTC rotation. progress. The CLT was also able to train the OC’s ability to coach and mentor the BCT S1s, Battalion S1s and enabler unit BCT S1 – their review and validation of S1s on the Defense Casualty Information PERSTATs and casualty packets offers a Processing System (DCIPS). The HR realism that can only be matched when in Company (-) also help expand the ability a deployed environment”.

48 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com The Redesign of Army Personnel Readiness and Medical Deployability

By SGM Derek D. Johnson, U.S. Forces Command, Office of the Deputy Chief of Staff for Army Personnel (G-1)

ith the Army of their unit. The Army G1, LTG James mission because the Soldier does not Wpreparing McConville, has said many times that meet the baseline individual readiness to shed 59,000 for us in the personnel business, this standards for worldwide deployment Soldiers from its means every single Soldier in our ranks based on regulatory guidelines, does not Active and Reserve needs to be able to get on the field and meet a Combatant Commander’s mission components over play his or her position. So, effective this specific individual readiness standards, the next three years, July, Commanders will no longer report cannot report to duty within 72 hours or it will become Soldiers as “available,” but will rather has not graduated from a course awarding increasingly report their status as “deployable” when their area of concentration or military important for analyzing their unit readiness. Leaders occupational specialty. A Commander those Soldiers who stay in the Army will manage their troops as deployable or can also make their own call as to a to be available for deployments and nondeployable. Soldier’s deployability. other operational duties. The Acting Deployable Soldiers are those who are Both the Army G1, and the Army’s Secretary of the Army, The Honorable under the direct operational control of Surgeon General share responsibility for Patrick J. Murphy, just signed a new a unit, whether present or able to be the oversight of this redesigned readiness directive outlining the complete redesign present for duty within 72 hours. They directive, while the Army G-3/5/7 has of Personnel Readiness and Medical must be in compliance will all personnel authority to approve exceptions or waivers. Deployability. It becomes effective July readiness standards and not be restricted The goal is, by January 2017, new Army 2016. This personal readiness mandate from deploying. Soldiers must stand regulations will be published to codify the is directly linked to Army Chief of Staff ready to deploy, engage, and destroy the baseline individual readiness standards GEN Mark A. Milley’s campaign to make enemies of the United States of America that are outlined in this newly signed force readiness the service’s Number 1 in close combat, always maintaining their directive. As a result of this effort, we’ll priority. arms, their equipment and themselves. achieve a more effective understanding The sheer scope and pace of the Army’s Readiness for ground combat is - and of individual readiness deployability resizing has made readiness a critical will remain - the U.S. Army’s Number standards, increased synchronization issue as every unit must be able to 1 priority. We will always be ready to across associated policy, and greater accomplish its mission. To enable fight today, and we will always prepare harmonization amongst personnel Commanders to more efficiently manage to fight tomorrow. Bottom line, we will readiness reporting systems in order to their manpower, it was necessary for change and adapt. Our collective strength provide unit Commanders with the tools the Army to implement changes, in the depends on our people - their mental and required to more efficiently manage their form of this new directive. The new physical resilience is at our core. force. More importantly, our units will processes will allow commanders to be better equipped and manned to answer Nondeployable Soldiers are those better manage, communicate and report our nation’s call to duty. who are restricted from worldwide the readiness of their Soldiers, so in the deployment for their unit’s assigned end they can maximize the deployability

1775 | Spring 2016 49 Brothers in Arms!

By CW2 Moises Laboy, PAS Chief, 2nd BCT, 82nd Airborne Division

any of us have always wondered you ask? Well, Mwhat makes us who we are. Is it the determination the burning desire to serve our nation? Is and focus the 2nd it the opportunities we get day-to-day to BCT S1 brought meet amazing people? Or is it simply the to the mission history we write by simply showing up to set proved to be work that day? Well for the Paratroopers second to none. of the 2nd Brigade Combat Team (BCT), From planning 82nd Airborne Division out of Fort Bragg, to the execution North Carolina, these were answered in a of all HR core combination. How is that you say? Simple, competencies we took part in one of the most historical within our Corps, events in the history of our Nation, each individual Division, and Brigade. The Combined Joint member of Paratroopers of the 2nd Brigade Combat Team (BCT), 82nd Airborne Operational Access Exercise (CJOAX) 15- the S1 Team Division, to include allied Soldiers from the United Kingdom participated in 01 took place over the course of several integrated their the Combined Joint Operational Access Exercise (CJOAX) 15-01. weeks, from preparation to execution to the efforts with exemplary ending of the exercise. only one thing in mind, the excellence in Falcon, gave the Team accolades in his delivery of HR Support. disbelief that he would have accurate and The Soldiers, NCOs, and Officers of actionable personnel accountability before the 2nd BCT S1 were an essential part of In doing so, we collectively defined a even donning his parachute. Something the exercise. As if there weren’t enough new and practical process within the overall many attested to as being the first in the complexities in the accountability of over operation that set the HR framework for 82nd Airborne Division’s history. 3,000 Soldiers, we needed to include the other airborne organizations across the 82nd interoperability of accounting for our Airborne Division and XVIII Airborne How would all this possible, given Brothers in Arms, the 3rd Para Battle Corps to follow. We also welcomed our that these Soldiers were from completely Group (3PARA BG) and 16th Air Assault British partners, the 3PARA BG Soldiers, different environments? Well the answer Brigade out of the United Kingdom. This, which created bonding relationships that to me became as simple as seeing a child a historic and national recognized event, now cross borders, continents, and other play in the park. It was their desire to come was the first time since the 1950s were we more intense barriers for a lifetime. British together, to become a team, a Family that would share not only an area of operation Soldiers like Capt Richard Clare and Lance drove their success. That coupled with with an ally, but the air space itself required Corporal Benjamin Berkley, became part of the fine AG leadership displayed by the to insert two thousand paratroopers into a our HR Team, part of our AG Family. And NCOs and Officers within the Personnel joint forcible entry in order to secure a key U.S. Soldiers like 1LT Yvette Huston and Accountability Team, defined the operation air field. SGT Melissa Hupe, were able to welcome a success! It all started with the pre-execution them into our Team, becoming their conduit Today, as we reflect on the events of checklist of understanding how many for what would become a historic display of that day, I look back and wonder would personnel of each individual subordinate HR perfection. we be able to do it again. No one will ever unit would take part in this event; followed Through and through, we stood side by know. I feel it was as if in that moment by defining the task organizations that side with our brothers, assisting each other in in time, we were perfect, flawless in our would outfit the requirements each unit held the most complex Personnel Accountability conviction to excel in our task. We were in their individual and collective missions. Team mission the 2nd BCT S1 would have more than that; we became a Family, a Tasks that under normal circumstances in decades, to most, the first of its kind. brotherhood that will echo for eternity. We would create chaos had been developed into COL Joseph Ryan, the Commander of the became, in the true sense of the phrase, a complete awe-inspiring process. How so 2nd Brigade Combat Team and Task Force “Brothers in Arms!”

50 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Award of the first COL J.P. Mikula HR Operator Excellence Award

By MAJ Rick Strong, AG School, Fort Jackson, SC

he COL J.P. Mikula HR Operator sustain personnel TExcellence Award recognizes the readiness in our U.S. Army Adjutant General School’s Army. “Top Gun” for receiving the highest The first recipient cumulative score on HR Weapons of the COL Qualification and engagement of HR J.P. Mikula Gunnery Tables. Qualifications for this HR Operator award include demonstrated expertise in Excellence Award essential HR Weapons Systems, and the is CPT Simina ability to conceptualize, apply, analyze Moldovan. CPT and evaluate HR information in order Moldovan scored a to present actionable recommendations perfect score of 40 COL (Ret) J.P. Mikula presents the first AG School HR Operator to the Commander during complex S1 out of 40 on each Excellence Award named in his honor to CPT Simina Moldovan, AG battle drills. AG Top Guns are HR subject Captains Career Course 001-16 on 11 March 2016 at the Soldier of the four HR Support Institute auditorium, Fort Jackson, SC. matter experts and display the ability Weapon Systems assessments which include eMILPO, to enable Commanders to increase and Qualification Datastore, TOPMISII and EDAS. She also received successfully completed each of the HR Gunnery Tables which require her demonstrated ability to analyze HR data and think critically during complex S1 battle drills, to include HR Metrics and Non-Available Data, Casualty Operations, and Evaluations and Senior Rater Profile. CPT Moldovan is an HR systems subject matter expert who displays the innate HR abilities to enable Commanders to increase and sustain personnel readiness at the highest levels in our Army. AG School “Top Guns” who win the COL J.P. Mikula HR Operator Excellence Award will have their name enshrined in the AG School Hall of Honor. Pictured left to right are COL (Ret) J.P. Mikula, CPT Simina Moldovan (first award recipient), and COL Jack L. Usrey, Commandant, AG School, Chief of the AG Corps, and Chief, Army Music.

1775 | Spring 2016 51 AG Soldier awarded the Tomb of the Unknown Soldier Identification Badge

By MAJ Jennifer A. Burgess, Regimental S-1 / Adjutant 3rd U.S. Infantry Regiment (The Old Guard)

n 17 November 2015, SPC Dakota affairs in Arlington National Cemetery. OWilburn, MOS 42A, S1, 4th Based in Joint Base Myer Henderson Battalion, 3rd United States Infantry Hall, The Old Guard is home to the Tomb Regiment (The Old Guard) was awarded Sentinel, the United States Army Drill the Tomb of the Unknown Soldier Team, The U.S. Army Old Guard Fife (TUS) Identification Badge, #635. SPC and Drum Corps, the Presidential Salute Wilburn is one of the few AG Soldiers to Battery, and the Cassion Platoon. be awarded the TUS Badge since 1958. Tomb Sentinels follow a meticulous The Tomb of the Unknown Soldier is routine when posted as guard. They located in Arlington National Cemetery, first walk 21 steps south across a black Arlington, VA. It is a white marble mat laid across the tomb. The Sentinel monument that houses the unidentified then faces east, toward the Tomb, and remains of Soldiers from WWI, WWII, pauses for 21 seconds. The Sentinel and Korea. The Tomb was constructed in then faces north, switches their weapon 1931. Weighing approximately 77 tons, to their outside shoulder, and waits it is inscribed with the words “Here rests another 21 seconds. The sentinel then in honored glory an American Soldier marches forward 21 steps, turns east, known but to God”. The Unknowns of SPC Dakota Wilburn is one of the few AG and pauses 21 seconds. The sentinel Soldiers to be awarded the Tomb of the WWII and Korea were added in 1958. Unknown Soldier Identification Badge. then changes their weapon to the outside An Unknown from the was Pictured is SPC Wilburn serving as a Tomb shoulder and waits 21 seconds before Sentinel. internned in 1984. However, the Vietnam repeating the process. The number 21 Unknown was subsequently identified guarded the Tomb since 6 April 1948. is a tribute to the highest military honor with DNA testing and his remains were Tomb Sentinels can be from any military that can be rendered, the 21-gun salute. reloacted to St. Louis, MO. The crypt occupational specialty (MOS) but must Tomb Sentinels carry M14 rifles affixed of the Unknown from Vietnam remains be eligable to be in The Old Guard. with ceremonial stocks and sharpened vacant, with the redesignation “Honoring Requirements for the The Old Guard bayonets. The duties of Tomb Sentinel and Keeping Faith with America’s Missng include a minumum of 270 physical are not only ceremonial, Sentinels will Servicemen” replacing the original fitness test score, a height requirement of confront anyone crossing the barriers or inscription of “Vietnam” and the dates of over 5’10”, and a stellar military bearing. are overly loud and disrespectful. the conflict. Some of these requirements can be SPC Dakota Wilburn, originally from The Tomb’s Sentinels of the 3rd U.S. waived for MOS’s that are not required to La Mirada in Orange County Southern Infantry Regiment (The Old Guard) have march in ceremonies or conduct memorial California, was in the eighth grade when

52 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com he began to dream of being a Sentinel thousands of people over the course of personal courage. at the Tomb of the Unknown Soldier. their performance season and features In October 2015, after 12 months of During a high school trip to the nation’s live music and historically acturate rigorious training and testing, 320 walks capital, SPC Wilburn first witnessed the constumes. Soldiers like SPC Wilburn and guard changes, and 283 wreath laying changing of the guard. After his school sacrifice their free time to be apart of ceremonies, SPC Wilburn successfully laid a wreath at the Tomb, SPC Wilburn this community outreach program. Get passed and earned the coveted Tomb was impressed by the discipline and more information on the historic Twilight of the Unknown Soldier Identification perfection of the Tomb Sentinels. SPC Tattoo at www.twilight.mdw.army.mil. Badge #635, the second least awarded Wilburn felt that it was one of the most In October 2014, SPC Wilburn badge in the United States Army. The honorable and selfless acts any citizen volunteered and was accepted to start only more rarely earned accoutrement can render to our nation’s fallen heroes. the training to become a Sentinel. is the Astronaut Badge. SPC Wilburn After graduating from La Mirada High The training cycle at the Tomb of the is one of few Adjutant General’s Corps School in 2010, SPC Wilburn attended Unknown Soldier in Arlington National Soldiers to receive the badge and the first and worked at Fullerton College. Cemetery can range from six to twelve 42A to become a Sentinel since 2002. During college he spoke with a recruiter months. Training involves memorization SPC Wilburn’s next goal in the military and soon realized that he was a best fit of a 17 page packet on the history is to prepare and train for Ranger School. in the United States Army as a 42A - of the Unknown Soldier, knowledge The Army Rangers are an elite unit and Human Resources Specialist. A Human testing, hours of dedication and constant the single most saught after leadership Resources Specialist must have strict attention to detail on numerous uniforms program in the Army. In the next 12 attention to detail and enjoy keeping and equipment worn by the Sentinels. months, SPC Wilburn will attend the Soldier’s records organized. In October Uniforms are meticulously maintained semi-centralized promotion board and 2012, he joined the ranks to become an and every aspect must adhere to the strict become a noncommissioned officer to AG Soldier. Upon graduation from basic standards of the Tomb of the Unknown help train and mentor future Soldiers and training and advance individual training Soldier. Sentinels work in 26 hour inspire other AG professionals. at Fort Jackson, South Carolina, SPC shifts in 9 day work sets. The training SPC Wilburn is married to his hometown Wilburn was assigned to 4th Battalion, requires time management and complete sweetheart Kathleen Wilburn. 3rd United States Infantry Regiment commitment to be successful. It also (The Old Guard). The Old Guard is the requires patience, professionalism and Army’s oldest active infantry regiment and the primiere ceremonial unit of the U.S. Army. This assignment would enable him the opportunity to volunteer as a Tomb Sentinel. SPC Wilburn worked diligiently in the 4th Battalion’s S1 shop as part of the Personnel Services Section and provided human resources support to over 820 Soldiers in six unique and distinct companies. SPC Wilburn also had the opportunity to assist and be part of the historic Twilight Tattoo in the summer of 2014, a free weekly military pageant where the Soldiers of the Old Guard showcase the Army’s contributions to AG Soldiers, NCOs, and Officers of the 3rd U.S. Infantry Regiment (The Old Guard) join SPC the Nation’s history to the American Wilburn (front center) in celebrating his award of the Tomb of the Unknown Soldier Identification public. Twilight Tattoo entertains Badge at Arlington National Cemetery, Arlington, VA.

1775 | Spring 2016 53 I Corps G1 Conference Room Dedication to LTC Paul R. Bartz

By MAJ Randy P. Lefebvre

he I Corps G-1 is dedicating their Master of Science Administration degree TG-1 conference room to LTC Paul from Central Michigan University, R. Bartz on 28 April 2016 in front of Mount Pleasant, in 1998. His military the I Corps Headquarters, renaming the institutional training included the room the LTC Paul R. Bartz Conference Adjutant General Basic and Advanced Room. LTC Bartz served as the 10th Courses, Postal Supervisors Course, Mountain Division G1 from 2009-2010. Personnel Management Staff Officer During his pre-deployment site survey Course, Joint and Combined Warfighting to Afghanistan his vehicle was hit by a School, and the United States Army VBIED on 18 May 2010 and LTC Bartz Command and General Staff College. was killed in action. LTC Bartz also LTC Bartz’s awards and decorations served as the Battalion Executive Officer include the (Posthumous), for the 22nd Personnel Services Battalion (Posthumous), Purple and as the Strength Manager for the 1st Heart Medal (Posthumous), Defense Personnel Group from 2003-2007. Meritorious Service Medal (1 Oak Leaf LTC Bartz was commissioned Cluster), Meritorious Service Medal (3 into the Adjutant General’s Corps as a Oak Leaf Clusters), Army Commendation Distinguished Military Graduate from Medal, Joint Service Achievement the University of Wisconsin, Oshkosh, Medal, Army Achievement Medal, Joint Reserve Officer Training Corps (ROTC) Meritorious Unit Award, Army Superior in 1989. Among LTC Bartz’s many Unit Award, National Defense Service assignments were duties as Chief of Medal (with Bronze Star), Afghanistan Personnel Reassignments Branch and Campaign Medal (with 1 Campaign Star, Executive Officer, 5th Personnel Services The I Corps G-1 is dedicating their G-1 Posthumous), Global War on Terrorism conference room as the LTC Paul R. Bartz Company, Battalion Adjutant for Army Service Medal, Military Outstanding Conference Room. LTC Bartz (pictured) was Volunteer Service Medal, Army Service Garrison, and Detachment Commander killed in action in Afghanistan on 18 May 2010. for Team 2, Replacement Detachment Ribbon, Overseas Service Ribbon, at Fort Polk, Louisiana; Personnel Manager at Fort Lewis, Washington; NATO Medal (Posthumous), Combat Evaluator for a Combat Support Team at Chief of Military Personnel Division and Action Badge (Posthumous) and Order of Fort Meade, Maryland; Brigade Adjutant then Chief of Strength Management at Horatio Gates Gold Medal (Posthumous). for the 61st Ordnance Brigade, Aberdeen, U.S. Southern Command Headquarters, LTC Bartz is survived by his loving Maryland; Company Commander in the Miami, Florida; and Division G1, 10th wife Michelle, son Logan, and his Joint Sub-regional Command, Izmir, Mountain Division, Fort Drum, New parents, Mr. and Mrs. Robert and Darlene Turkey; Team Chief of Combat Arms, York. Bartz of Waterloo, Wisconsin. Enlisted Strength Management Division LTC Bartz earned a Bachelor of in Alexandria, Virginia; Battalion Science in History from the University Executive Officer of the 22nd Personnel of Wisconsin, Oshkosh, 1989, and a Services Battalion and I Corps Strength

54 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Adjutant General’s Corps to Induct Six New Members into the Hall of Fame Class of 2016

By COL (Ret) Bob Ortiz

he Adjutant General’s Corps will executes a selection process with support Appropriation – a $20.1 billion account. Twelcome six retired Soldiers to its from the Chief Warrant of the Corps MG (Ret) Reuben Hall of Fame in a ceremony scheduled and the Regimental Sergeant Major. D. Jones. MG at the Soldier Support Institute on 3 June Selection in either category remains (Ret) Jones’ 2016. The Hall of Fame ceremony is one extremely competitive as the AG Corps significant Army of several marquee events during AG Hall of Fame and DMOR Programs assignments include Corps Regimental Week executed by the complete their seventh year in 2016. Commander, U.S. Adjutant General School. In addition, 13 This year’s Hall of Fame inductees are: Army Enlisted current and former Soldiers and civilians MG (Ret) Arthur Records and Evaluation Center, were appointed Distinguished Members T. Dean. MG , IN; Deputy Director, of the Regiment (DMORs). These (Ret) Dean’s Military Personnel Management, individuals have made it their lives’ significant ArmyArmy G1, ; The Adjutant passion to morally, legally and ethically assignments include General of the Army, Alexandria, VA; enable Commanders with exemplary HR Commander, and Commander, Family and Morale, support and care for our Soldiers and U.S. Army Welfare, and Recreation (FMWR) their Families. The AG Corps Hall of 1st Recruiting Brigade, U.S. Army Command, San Antonio, TX. As Fame and DMOR Induction Ceremony is Recruiting Command, Fort Meade, MD; Commander, FMWR Command, a a small token of the Corps’ appreciation Director of Enlisted Personnel, U.S. subordinate command of IMCOM, he for their selfless service and commitment Army Personnel Command, Alexandria, was responsible for the daily oversight to the Army and the Army’s Soldiers. VA; Deputy Chief of Staff for Personnel of a $3.2 billion global MWR Program; The AG Corps Hall of Fame was and Installation Management, U.S. Army primarily the $1.7 billion Army Family established in 2010 to recognize Forces Command, Fort McPherson, Programs and $1.3 billion Army Banking individuals who have made positive, GA; and Director of Military Personnel Investment and Retirement Fund. He was lasting and significant contributions to Management (DMPM), Army G1, The also responsible for providing exemplary the Corps. Members are honored with a Pentagon. As the Army’s DMPM, he hospitality and recreation support to the display at the AG School’s Hall of Honor. was responsible for officer and enlisted Army’s 72 installations world-wide. Hall of Fame members are selected by personnel management for the Total COL (Ret) David a board of AG Corps senior leaders Army, recruiting for the Active and E. Tighe. COL and previously selected Hall of Fame Reserve components, and managed the (Ret) Tighe’s members. A 75 percent approval by Total Army institutional training program. career assignments Hall of Fame board members is required In addition, he was the principle agent for included G1/AG, 1st for Hall of Fame induction. COL Jack the integration of manpower, personnel, Infantry Division; L. Usrey, as the Chief of the AG Corps, training and resourcing plans and Commander, has approval authority under the Army policies as they impacted the submission SHAPE Battalion, US Army NATO; Regimental System to select DMORs and of the POM and budget for Military Pay Commander, 502nd Personnel Services

1775 | Spring 2016 55 Battalion; Chief, Operational Army future consolidation of HRC Alexandria for use across the Regular Army and Branch, Human Resources Command with HRC St. Louis. United States Army Reserve in support (HRC); and Chief, Enlisted Readiness LTC (Ret) John of determining promotion points for Division, HRC. While at HRC, his W. Jackson. In Soldiers competing for promotion leadership and HR acumen enabled the early 1980’s, to Sergeant and Staff Sergeant. This the expert management of the Army’s all Army branches revolutionary change, capitalizing on enlisted force during a significant Army came under existing personnel systems, not only transformation period while fighting increased scrutiny automatically calculated promotion point multiple overseas contingency operations. for their space and scores for tens of thousands of Soldiers With the onset of Personnel Services function requirements as a result of annually, but also automatically updated Delivery Redesign (PSDR) starting significant force modernization. At the those scores as changes to the Soldier’s in 2005, COL (Ret) Tighe executed time, the Army Deputy Chief of Staff for personnel record. detailed strategic communications to Personnel conducted in process reviews The 2016 Distinguished Members of the Commanders in the field which led to the (IPRs) on a continuing basis, down to Regiment are COL (Ret) Lee A. Harris, successful implementation of Brigade- language identification code (LIC) level COL (Ret) Arthur A. Strange III, LTC level Personnel Readiness Management of detail to ensure the spaces would be (Ret) Ward D. Ward, LTC (Ret) David A. across the entire operational Army. necessary in a ‘modernized force’, and Smoot, MAJ Richard M. Strong, CW5 COL (Ret) Billy that the spaces could be justified as cost Aner Henriquez, Jr., CW4 (Ret) Manuel J. Orr. COL beneficial in the ‘new force’. There was Flores, CW4 (Ret) Maria L. McDonald, (Ret) Orr’s career significant pressure to reduce spaces in CSM (Ret) Charles Smith, SGM Linda assignments all Combat Service Support branches M. Kessinger, SGM Annette A. Weber, included G1/AG, 1st to free up spaces for the Combat Arms. SGM (Ret) Allen Clifton, and Ms. Darcie Infantry Division; LTC (Ret) Jackson’s herculean efforts as C. Fouste. Commander, 43rd AG Branch Chief defended the Corps’ AG Reception spaces and functions for the Branch and Battalion; Commander, 5th Personnel was conveyed as one of the best managed Group; Chief, Enlisted Distribution branches in the Army – providing a Division, Total Army Personnel dynamite return on investment for the Command; Deputy Director, Enlisted future. Had it not been for the actions of Personnel Directorate, Total Army LTC (Ret) Jackson, the AG Corps could Personnel Command; and Chief of be only a shell of what it is today. Staff, Total Army Personnel Command SGM (Ret) (TAPC). As the TAPC Chief of Staff, Thomas S. Gills. COL (Ret) Orr ensured the staff and SGM (Ret) Gills directorates, including PERSINSD served as the Army of PERSCOM, prepared all of the G1 SGM before many legacy automated HR systems his retirement in for continued operations for the Y2K June 2013. While challenge. The preparations were so serving as the Chief, Enlisted Promotions, thorough and complete that no loss of he was the U.S. Army Human Resources services occurred during this change over Command’s lead agent responsible for of the many automated time-keeping the design and development of a fully systems. COL (Ret) Orr also drafted the automated promotion point worksheet charter that laid the groundwork for the

56 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Human Resources and Financial Management Warfighter Training Support Packages (WTSPs)

By Polly Jones, Training Development Directorate, Soldier Support Institute

he Soldier Support Institute (SSI), status of their unit / Soldiers to select 1775 Magazine, Warrior Citizen, and GX TTraining Development Directorate the appropriate entry point and topics for Magazine. (TDD), in collaboration with and training when utilizing the WTSPs. An Website links follow: support of the Adjutant General School attribute of these WTSPs that may be • Learning Resource Center (LRC) at (AGS) and the Financial Management helpful for units is that the lesson plan https://ako.ssi.tradoc.army.mil/TDD/ School (FMS), developed and maintains provided within the WTSPs contains SSITDD/SiteAssets/lrcPage/lrc.html Warfighter Training Support Packages estimated “academic hours” allocated by (WTSPs) to support unit training. The training sessions (addressed in the lesson • Army Training Network (ATN) at WTSPs include all associated and plan as “Learning Activity”). While https://atn.army.mil/dsp_template. available training content such as the units use their CATS, these allocated aspx?dpID=101 supporting Collective and Individual academic hours can serve as a guideline • Central Army Registry (CAR) Tasks, Lesson Plans (slides and instructor for scheduling unit’s technical training. at https://atiam.train.army.mil/ notes), Practical Exercises (PEs) and any Units must recognize that it may require catalog/#/dashboard (conduct a other training aides. The objective is to several training periods to complete a search for “WTSP”) provide standardized training products specific task when utilizing the WTSP. • Point of contact is the SSI, Collective that can be utilized by FM and HR units SSI is currently redesigning our WTSPs, Training Branch, usarmy.jackson.93- (Battalion / Brigade S1s coming soon) changing them from a function design to sig-bde.list.jackson-ssi-fm-hr- to conduct section and team training. echelon based to better align with their [email protected], (803) 751-8727. These WTSPs may also be utilized by associated CATS. Our current inventory FM and HR Soldiers to assist them in of HR & FM WTSPs may be found on our gaining, maintaining, and / or improving SSI Learning Resource Center (LRC), their technical proficiency to perform the the Army Training Network (ATN), and individual and collective tasks required the Central Army Registry (CAR) sites to accomplish their wartime mission. (links are provided below). As the newly The WTSPs are intended to supplement reformatted and updated WTSPs become the units approved Combined Arms available, they will be posted on the same Training Strategy (CATS). The WTSPs sites just mentioned. Announcements establish no set sequence or mandated will be made through multiple venues to requirements; therefore, unit trainers / include, FM / S1 Net, Army Sustainment leaders should first assess the training Magazine, Gryphon, Diamond Points,

1775 | Spring 2016 57 SECTION IV Army Bands

1st Infantry Division Band visits the Kingdom of Saudi Arabia

By CW3 Jeff Price, 1st Infantry Division Band

he 1st Infantry Division (1ID) Band Trecently completed a historic tour of the Kingdom of Saudi Arabia in support of Operation Inherent Resolve to help build and nurture relationships with key Saudi leaders during U.S. Embassy National Day Celebrations in Riyadh, Dhahran, and Jeddah. The Band was also able to perform at the Eskan Village Air Base, Saudi ARAMCO Headquarters, the American International School in Riyadh, and a special performance at the Arabian Society of Culture and Arts in Damman. The band also jointly performed the U.S. and Saudi Arabia national anthems with the choir from the American International School in 1st Infantry Division Band Members pose with members of the Arabian Society of Arts and Jeddah. Each event highlighted how the Culture in Damman, Saudi Arabia. Band can effectively tell the American A unique feature of the shows were the had studied and trained extensively in story and bridge cultural divides through amount of camera’s pointed towards the the United States and were very familiar the international language of music. Band during the event. Live music is with the areas where the 1ID members Each Embassy event also featured a “Taste rare in the Kingdom and many guests called home. They also talked about the of America” where vendors displayed came up with the Band mid-performance music the Band played and where they cuisine from around the U.S. The Band to capture a “selfie” of their time at the heard it performed first in the United featured music from our Nation’s rich event. States. It provided the Band members musical legacy. This included a program After the event, the 1ID Soldiers talked a new perspective of the United States featuring marches, movie music, Polka, with the guests. One shared value was through new eyes. An important aspect Latin, Jazz, Country, Rap, Pop, R&B. The education and time spent living around of this time was not only sharing the Band prepared choreography for each the United States. Many of the guests message of America but learning about selection and featured many vocalists.

58 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com the Kingdom of Saudi Arabia. The anthem the Band sang accapella. The joined hands and embraced in friendship. Band visited some historic Souqs and a requestor said thank-you to the Band Each group was taken with how each one Masmak fort as the centerpiece of the and mentioned that she didn’t realize could create such amazing and beautiful city of Riyadh. In Dhahran, they ate a how much she was going to cry as she songs. traditional Saudi meal and walked along heard it. While there, the Band visited One final event from the tour happened the Persian Gulf. While in Jeddah, the the art gallery and saw the work of the at the final National Day event in Jeddah Band saw the Red Sea and encountered international school students that live where the Band joined with the choir many Islamic pilgrims enroute to Mecca. there. form the American International School One of the many great events on the trip Probably the most unique experience in Jeddah to perform the American and was playing for contractors, military occurred in Damman where the Band Saudi national anthems. The music members, military Civilians and Family performed at the Arabian Society of teacher was from Minnesota and was members at Eskan Air Base. It is the Culture and Arts. The 1ID Band gave delighted that her group could perform home of the Military Training Mission a special performance and then listened with a live ensemble. One Specialist and the crowd was wildly receptive. to the Saudi Band perform. Listening to remarked on the tour, “It felt very special While in Riyadh, the Band performed Arabic music played by live musicians to see people from different nations at the American International School was unique because of the variety of new dancing, celebrating together, and in Riyadh. The Band performed three instruments and use of quarter tones. bonding. Saudi was a great way to get tailored shows for the 1,200 students During the event, 1SG Terrina Anderson immersed in the culture. Learning about ranging from Kindergarten to High and Specialist Brad Smith performed and trying to understand new cultures School. One student told their family with the group. SPC Smith received an helps us grow as people.” after the performance, “The Band was authentic Arabic tambourine from the This tour highlighted the unique EPIC!” Band and he reciprocated by giving drum partnership and friendship of two very The Band was also able to visit the sticks and small lessons on the drum set different countries. It also showed headquarters of Saudi ARAMCO, the to the percussionists. 1SG Anderson how American Soldiers can positively largest oil company in the world. The learned folk melodies with a guitarist interact, engage with foreign cultures to large international workforce has many and learned about the Arabic music tell an American story through music. Americans and when the band was scale. At the end of the event the 1ID requested to perform the U.S. national Band Director and the Saudi Director

1775 | Spring 2016 59 9th Army Band in Sitka, Alaska – Making Music and Building Relations

By SPC Charles Moncayo, 9th Army Band

The Jammin’ Salmon perform during the Alaska Day community concert. Photo credit – Mary Rall, U.S. Army Alaska Public Affairs Office.

he 9th Army Band recently traveled The Alaska Day festival annually Band were engaged in performances. It Tto Sitka, Alaska to participate in commemorates the purchase transfer of seemed as if every time that you turned the 2015 Alaska Day Festival, as well Russian controlled Alaska to the United around, any one of our many ensembles as perform a series of performances in States, which occurred on 18 October were hard at work. the surrounding community. Besides 1867. This weeklong festival celebrates The day after the unit arrived in Sitka, performing music, members of the 9th the diversity of cultures, and the history the “Groovin’ Grizzlies” hit the ground Army Band were active members in the of Sitka, from before the purchase to running and started performing in community, building relations, engaging present day. The 9th Army Band was Sitka area schools. This brass band local students, and acting as outstanding on hand to provide music for all sorts of style ensemble performs a repertoire representatives not only for United States events. Starting early in the week, and of contemporary brass music as well as Army Alaska (USARAK), but for the continuing up until the day they departed, today’s popular music. Their enthusiastic, Army as a whole. the men and women of the 9th Army

60 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com entertaining, and engaging performance Arts Center. This concert, open to Day Biathlon, members of the 9th Army energized the children to clap, dance, and everyone in Sitka, featured not only our Band attended other events throughout sing along to the music. The members various small groups, but also some of the week, visited local restaurants and of this group also took time to field our larger ensembles as well. The concert businesses, and took advantage of questions from the children regarding featured all styles of American music the beautiful hiking trails and nature the Army, being an Army Musician, and such as Jazz, Dixie, Rock n’ Roll, Brass preserves in the area. encouraged the children to explore the Band, and even the traditional military The 9th Army Band’s annual trip to different instruments that make up the march. This performance is incredibly participate in the Alaska Day Festival ensemble. popular with the people of Sitka, and it in Sitka is one that is looked forward While the “Groovin’ Grizzlies” were hard is one that they look forward to all year. to and talked about all year. The Sitka at work, visiting Sitka area elementary After the performance, members of the community is wonderfully appreciative and middle schools, the 9th Army community could not wait to meet the and receptive to the band each and every Band’s rock group “Vernal Equinox” bands’ members, express their gratitude, year. With each visit, new relationships was rocking out at Sitka and Mt. and even take some photos! Seeing how with the community are created, old Edgecumbe High Schools. This group appreciative the people of Sitka are for relationships built upon, and new is an extremely versatile group that can this performance makes this concert just memories created for the band and their split into multiple ensembles, providing as meaningful for the 9th Army Band as gracious hosts. This trip, and these music for all occasions. Whether the it is for the community. performances, would not be possible occasion calls for Country, Rock n’ Roll, When the 9th Army Band had some without the city of Sitka and the men or Jazz, “Vernal Equinox” can do it all. time off from performing, they made an and women who have put so much time During the Alaska Day Festival, “Vernal effort to participate in the festival. On and effort into organizing the Alaska Day Equinox” provided music for the Alaska Saturday morning, Family and members Festival. Day Ball, helping the party-goers dance of the 9th Army Band participated in the the night away. Alaska Day Biathlon. This rainy 5K run

One of the highlights of the trip was and shooting event was sponsored by the community concert performance on the Sitka Sportsman’s Association and is Friday evening at the Sitka Performing held annually. In addition to the Alaska

1775 | Spring 2016 61 US ARMY BANDS Picture-Grams

The 3rd Infantry Division Band’s acoustic rock group, LO! KRAWL, plays at the Labor Day Barbecue hosted by the U.S. National Support Element at Resolute Support (RS) Headquarters, Kabul, Afghanistan. The American end-of-summer tradition attracted Soldiers, Airmen, Sailors, Marines, Department of Defense Ci- vilians and Contractors, as well as some curious NATO and coalition members who live and work together at the NATO camp. The band traveled from Bagram Airfield to play for the RS crowd. In total, about 9,800 U.S. military members are stationed in Afghanistan in support of the Resolute Support mission of training, advising and assisting the Afghan military. Photo Credit – Mr. Tommy Fuller, HQ Resolute Support Public Affairs, Kabul, Afghanistan.

Army Music Outreach – Pictured is a composite image of the team from the 2015 Vans Warped Tour. The band played all 41 dates and registered over 15,500 new contacts for Army Recruiting Command. From left to Right – SSG Steve Ebert (guitar), SGT Corrin Campbell (bass & vocals), SSG Pete Greenberg (drums).

62 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com US ARMY BANDS Picture-Grams

The 13th Army Band, Florida National Guard combo supported the Military Appreciation event at the World Golf Championship on 3 March 2016 at Doral, Florida.

1775 | Spring 2016 63 Section V AGCRA

AGCRA Volunteer Chapter Activates!

By MAJ Richard A. Stackpole, Tennessee Army National Guard

On 20 November 2015, the Volunteer Chapter of the Adjutant General’s Corps Regimental Association held its activation ceremony. The large turnout included special guest speaker, BG Tommy Baker, the Tennessee Army National Guard’s Chief of Staff, LTC Eric Goslowsky, and the State’s Senior Enlisted Leader CSM Terry Scott. The ceremony signaled the activation of a Chapter that already sports a membership of nearly sixty members and is growing quickly. The Volunteer Chapter executed its next “Lunch and Learn” event on 27 January 2016 in Nashville, TN.

From left to right the Officers of the Volunteer Chapter are: MAJ Richard Stackpole, President; CW3 Kenny Reaves, Senior Vice President / President Elect; WO1 Patrick Murphy, Secretary; CW5 Sherry Holman, Adjutant; CW3 Michael Mulloy, Treasurer; CW2 Kristy Brogan, Vice President of Membership; CW2 Nathan Hayes, Vice President of Plans and Operations; and CSM Stephen Sarten, Vice President of Awards.

64 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com MAJ Richard Stackpole, President of the Volunteer Chapter lights a candle signifying the fraternal bond, transfer of traditions, and supportive mentorship efforts shared between the National Executive Council and the newly established AGCRA Volunteer Chapter.

Special Guest BG Tommy Baker speaks to the Volunteer Chapter and its guests about the proud history of the Adjutant General’s Corps and its key role in the current political and operating environment.

1775 | Spring 2016 65 AGCRA Rocket City Chapter Update

By CW4 (Ret) Sheren Roberts

On 3 May 2012, the Rocket City its 1st Annual Black Tie Charity Ball Richard Formica was presented an Chapter became the 39rd Chapter of the with the Army Space Professional Honorary Horatio Gates Award and Association. The Chapter started off with Association at the Von Braun Center in Medal for his exceptional contributions 19 members and since then it has tripled Huntsville, Alabama. LTG (Ret) Richard and support to the Army HR Community. membership. The members and their Formica, CALIBRE’s VP for Leadership The chapter is currently planning its 1st Families have volunteered over 50,000 Development, was the keynote speaker. Annual Golf Tournament which will be hours of community service at the Rose There were about 150 attendees and the held on 15 April 2016 and we are in the of Sharon Soup Kitchen, Relay for Life, event raised over $4,500 to support three initial stages of planning our 2nd Annual St. Jude Walk, Adopt a Mile, Habitat local charities, Veterans Black Tie Charity Ball on 13 August for Humanity, Liz Hurley Ribbon Run, with the Legacy 4 Korean War Veteran 2016, the guest speaker will be LTG (Ret) Toys for Tots, Heroes Week, Stomp Out Foundation, Gold Star Families with William Phillips from Boeing. In closing, Sickle Cell, Relay for Life, snack and Survivor Outreach Services, and the we are committed to our North Alabama supply drives for Morris Hill Elementary, Wounded Warriors with the Semper and Tennessee Valley Communities, the and food and clothing drives for various Fi Community Task Force. LTG (Ret) HR Community and our Veterans. organizations throughout north Alabama and the Tennessee Valley. Since its charter, several Chapter members have been recognized for their work in the Adjutant General’s Corps and for their community service: 2 members were awarded the Lifetime Achievement award, 1 member was awarded the Horatio Gates Gold medal, 9 members were awarded the Bronze, 10 members were awarded the Achievement medal, and 38 members were awarded the President’s Volunteer Medal. Two Families were awarded the Rocket City AUSA Volunteer Family of the Year. LTG (Ret) Richard Formica (center) was the keynote speaker for the Rocket City Chapter’s 1st Annual Black Tie Charity Ball with the Army Space Professional Association at the Von Braun Center in Huntsville, Alabama. Most recently, the Rocket Pictured with LTG (Ret) Formica are Chapter Officers CW4 (Ret) EuGene Roberts (left) and CW4 (Ret) Sheren City Chapter co-hosted Roberts (right).

66 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com AGCRA 100% Membership

The AG Corps Professional Military • Promotes of esprit-de-corps among • Coordinates will all agencies of Education course below achieved 100% all members of the Association. the Government in planning and Adjutant General’s Corps Regimental • Fosters a spirit of good will and furthering effective management of Association (AGCRA) membership. cooperative endeavor among the United States Army so that the Welcome to the Army’s only professional its members and perpetuating military can best perform its duties Human Resources (HR) Association. friendships and traditions growing of national defense with harmony AGCRA supports the following: out of the membership within the and continuity in peace and war. • Sponsors new HR methods, Regiment. This would also include • Encourages programs for research improved techniques, developments, the establishment of an educational and development in the fields of and other innovations designed to program to enhance knowledge personnel, administration casualty increase the efficiency of the United and understanding of the history of operations and human resources States Army while promoting high the Adjutant General’s Corps and management and readiness, as well standards of proficiency within the Regiment. as Army Music, postal operations, Adjutant General’s Corps. • Promotes mutual understanding and recruiting. • Provides a forum for the mutual and effecting cooperation with • Researches, records, and perpetuates exchange and discussion of HR enterprises in similar fields of the history of the Adjutant General’s ideas and information of interest to endeavor. Corps, Regiment and Association. members of the Association.

NCO Army Leadership Course 001-16 from the NCO Academy, Soldier Support Institute achieved 100% AGCRA membership. SSG Cameron Diggs (center) is the Course Instructor.

1775 | Spring 2016 67 68 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com AGCRA Award Winners 1 September 2015 – 31 March 2016

SFC Shonda N. Scott 1LT Morgan L. Bass SSG Joselyn Uribe-Huitron SSG Dana Anitra Jones 1LT Richard A. Hawks SSG Kadijatu Yanni SSG(P) Cameron L. Diggs 1LT Valerie Hornsby SSG Karla Barnes SSG(P) Peggy M. Henderson CW4 Tina Corliss SSG Leketra Wilson SGT Elgin L. Grove, Sr. CW3 (Ret) Ross J. England SSG Linda D. Williams Mr. Edward E. Montgomery CW3 Latondria L. Williams SSG Lorean Arispe Ms. Desiree Burgess CW3 Tabitha Y. Williams SSG Mia F. Nealy HORATIO GATES GOLD Ms. Kum C. Bertling CW3 Toloai T. Aliki SSG Misty D. Nolan COL Todd Garlick (2nd) Ms. Phillis Reid CW2(P) Erika E. Jordan SSG Preston R. Lewis LTC (Ret) John Forsyth CW2 Daniel Thomas Mitchell SSG Roger W. Morris, Jr. CW4 (Ret) Maria L. McDonald CW2 Eric Pernell Hollis SSG Sarabeth Techau SGM Diana M. Broussard CW2 Joby M. Moss SSG Sergio Nuevo SGM Linda M. Kessinger (2nd) WO1 Alexis Robertson SSG Shana Israel Mr. Daniel Kessinger WO1 Bryon K. Moss SSG Timothy A. Stanhope Mrs. Marcia Sierra-Williams CSM David R. Boone SSG Ursula Layton SGM Steven R. Laick SGT Ashley Nowell 1SG Israel Carrera SGT Ayan Mobley 1SG Jessica C. Avelar SGT Bernice Gyambrah COL ROBERT L. MANNING 1SG Justin C. Pearson SGT Carlos Smith ACHIEVEMENT MEDAL 1SG Michael R. Fraser SGT Darius D. Delafoisse LTC John B. Amadeo 1SG Solomon Virgil SGT David J. Minder LTC Benjamin B. Rex MSG Derrick S. Dixon SGT Destini Collins LTC Troy W. Worch MSG Jean Daniel Malice SGT Kyle McEntee HORATIO GATES BRONZE MAJ Abby Walker MSG Jimmie A. Wimberly SGT LaKeisha L. Haynes COL Elvia D. Gaines-Edmond MAJ Anita J. Barone MSG Kenneth A. Daniel SGT Leah D. Dauz COL J. Martin Lyles MAJ Crystal R. Jones MSG Rodlin D. Doyle SGT Marc C. Newbern COL Douglas F. Stitt MAJ Daniel Toven SFC Angelia J. Deloach SGT Mariko K. Martin LTC James J.T. Morgan MAJ Francisco J. Vazquez SFC Ashley K. Webb SGT Michelle Medrano LTC Kevin H. Kerby MAJ Ivan Zasimczuk SFC Cheryl D. Williamson SGT Mohammedhojat S. Vafai MAJ Jerry A. DeQuasie MAJ Kody W. Sessions SFC Dionne M. Covin SGT Natalie I. Speller MAJ Sharron D. Williams MAJ Manju Vig SFC Edyta A. Morey SGT Nicholas S. Shirey CPT Devon C. Diaz MAJ Roden A. Carrido SFC Francisco Blancogarcia SGT Pedro J. Martinez CPT Erik Larson MAJ Sheila Wilson SFC Guillermo Mora, Jr. SGT Rhoebbie A. Bray CPT H D. Hannon MAJ Travis E. Corey SFC John C. Addington SGT Samantha J.R. Chappell-Riehm CPT Ronald G. Casper CPT(P) Tychzette N. Fryer SFC Krystal R. Smith SGT Sarah Neubert CW4 Max Ivulich CPT Alexandra Nieves SFC Lafayette M. Williams SGT Sheila Gonzalez CW4 Roddrick Tumlin, Jr. CPT Brian S. Johnston SFC Laurence Ross SGT Sylvia Montano CW3 Angela D. Jordan CPT Chelsea Q. Linvill SFC Martin D. Mueller SGT Taylor McDonald CW3 Ciji C. Evans CPT Heidi Johnston-Kilburn SFC Michael Joe Hooks SGT TimothyJay C. De Jesus CW3 Daniel E. Williams CPT Jason W. Goodson SFC Ramon Sepulveda SGT Trustan C. Rice CW3 Eureka S. Thompson CPT Jerame Johnson SFC Raul Otero SGT Walton A. Tosie WO1 Elizabeth Stuart CPT Jesse Scrivens SFC Roberto Cisneros SPC Akeem Sellers SGM James N. Wells CPT Jose Cruz-Diaz SFC Sarrah M. Price-Love SPC Anthony R. Parker SGM Teri L. Bankhead CPT Likeithia D. Williams SFC Steven T. Martz SPC Austin Robert E. Gardner MSG Edward Gaston CPT Melissa J. Elledge SFC Temekia S. Leggett SPC Brittany A. Barrino MSG Keith A. Huffer CPT Simina Moldovan SSG(P) Andrewmane O. Bowes SPC Caitlyn Smoyer MSG Adrian B. Thompson CPT Thomas C. Beecroft SSG Geraldine Tinner SPC Corey Hendrix MSG (Ret) Michael A. Cassle 1LT Alexandra H. Modrow SSG Jackie L. Glasenapp SPC David J. Loehrs SFC Fualole Gaston 1LT Daniel W. Pauley SSG Jarid Dwayne Hilchey SPC Dracilia A. Wendorf SFC Michael J. Zaharevich 1LT Genevieve Maldonado SSG Jason D. Stevick SPC Emery Craig SFC Patricia A. Wortherly-Foye 1LT McKenzie Wright SSG Jonathan W. Willis SPC Jamilah Sumrell

1775 | Spring 2016 69 SPC Jeffery J. Monsalud WO1 Jenny L. Fuentes 2LT Keerstin N. Beitter COL James H. Fitzpatrick III SPC Jennifer Bickford WO1 Patrice M. Dorsey 2LT Kristen K. Hitt Mr. Derrick Jones SPC Jessica D. Gore-Pike SFC Amy L. Robinson 2LT Krystal C. Onyema Mr. Logan N. Bartz SPC Justin Harden SFC Brian Elrod 2LT Kye Kunz SPC Justine Saenz SFC Cheronda T. Shields 2LT Lara R. Wilson SPC Lisa L. Lee SFC Danyielle A. Cills 2LT Leonardo R. Gutierrez Mendoza SPC Marcus Brooks SFC Deangelia Daniel 2LT Maria K. Verdugo SPC Maria R. Cantu SFC Esmeralda Marte 2LT Molly A. Davis SPC Marines SFC James A. Kodes 2LT Savannah L. Stachowiak Riverasotomayor SFC James H. Davis 2LT Tiffany Tang SPC Natika Thompson SFC Justin Schmidt CW3 Charmaine Hilliard SPC Sean M. Casey SFC Michael D. Bell CW3 Latondria Williams MG WILLIAM H. GOURLEY SPC Sean Morgan SFC Rene A. Ramos CW2 Daniel A. Cardenas LEADERSHIP AWARD SPC Tiesha J. Hemphill SFC Roberto Maldonado CW2 David S. Kleparek CPT Robert L. Barnhart SPC Triciajoi P. Anderson SFC Ruben J. Garcia CW2 Jennifer Morales CPT Serena Pickett SPC Vernon C. Harris SFC Ryan P. Smith CW2 Shwanda M. Napoleon CPT Jason Odom SPC Victor De Jesus SSG Aaron Rogers CW2 Skye M. Talkington 1LT William F. Carrigg CPL Charles R. Mallorytaggart SSG Brett Parran CW2 Victoria E. Murphy CPL D’Layne Shaw SSG Jason G. Pickett WO1 Adan Para CPL Jamarlon Latham SSG Rico A. Reed WO1 Elizabeth A. Stuart CPL William Ingersoll SGT Barry L. Miller WO1 Karina E. Navarro PFC Ashley N. Tenorio SGT Kristine Johnson WO1 Patrice M. Dorsey PFC Bobby J. Warfield SGT Tishay Prescott SGM Jason J. Filmore PFC Janar S. Leveler SGT Veronica Regan SFC Christy Hubbard PFC Reontay Robinson SFC Deangelia Daniel Mr. James D. Gambill SFC Edyta Morey Mr. William Mendez SFC Kimberlee R. Hilliard COL FRANK C. FOSTER, Mrs. Angela G. Wilkerson SFC Michael D. Bell JR. AWARD FOR WRITING Mrs. Kristeen Ward SFC Sandra M. Morgan CPT Nicholas Onyango Mrs. Sherri M. Peacock SSG Adela Cardenas CPT Virginia M. Coghlan Ms. Wendy J. Bowman SSG Elizabeth Favela 1LT(P) Katharine T. Dean SSG Heather Hernandez ROOSEVELT MEDAL SSG Nelly M. LTC Patricia L. George PalagucciRubio CPT Ashlee Mickelsen SSG Virginia Frizzell CPT Crystal M. Madden SGT Amos O. Boodram CPT Elizabeth A. Hunter SGT Brandi S. Thomas CPT Eric Bernau SGT Brittany Baker CPT James R. Thompson SGT Loren Drawert HARRISON MEDAL CPT Leona Campbell SGT Veronica Regan AIT MEDAL OF CPT Anthonia Ogbechie CPT Mariel Matos SPC Angel Perez EXCELLENCE CPT Joshua W. Henderson CPT Nicholas Onyango SPC Austin Robert E. Gardner SGT Julissa Artis CPT Kathryn J. Hedgecock CPT Sara Clarke SPC Clarissa Gomez SPC Alexander Houston CPT Suzanne K. Parker CPT Soketao A. Earley SPC Michael A. Crimes SPC Ian Rictor CPT Tiffany L. Zuzeek CPT Timothy McGee CPL Charmonik S. Polk SPC Lacey Semansky 1LT Jonathan Harrington 1LT Christine C. Sloan PFC Emanuel Pitts SPC Naisha Laboy 1LT Katharine Dean 1LT Emily N. Bye PFC Michael F. DiDonato SPC Natalie Harper 2LT Elle Taylor 1LT Hyrum M. Suarez SPC Sydnie Wright 2LT Gabriel Miter 1LT Julianna C. Lynch PFC Ahtziry Vasquez 2LT Jason Flowers 2LT Alexis Liston PFC Allison Ward 2LT Meghan E. Winters 2LT Ashley Oelschlager PFC Joshua Young 2LT Nicholas R. Cale 2LT Ashley V. Michaud PFC Kayla Jardine 2LT Rebecca Gard 2LT Breona R. Moses PFC Lmaya Smith 2LT Renae Hagood 2LT Carlie D. Rider PFC Raja Mabry 2LT Sarah Messer 2LT Elle Taylor PFC Robert Malone 2LT Savannah L. Stachowiak 2LT Erin Pace PV2 Hannah Hearn 2LT Semiramies Hastain 2LT Holli Simmons HONORARY HORATIO GATES PV2 Joshua Aube CW2 Stephanie M. Weber 2LT Jamila Paul LTG (Ret) Richard P. Formica PV2 Pauline Robles CW2 Victoria E. Murphy 2LT Jennifer K. Guzowski BG Paul A. Chamberlain PVT James White WO1 Ashley A. Kenny 2LT Katlyn O’Neil COL Allen J. Darden, Sr. PVT Zachary Petticrew

70 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com heck out the AG red colors. For golfers who want to show their AG Corps CCorps logo apparel pride on the course, golf towels with AG Corps logo (navy available in the Sutler or red); golf tees (3 1/4” in natural or white), and golf Store. For the upcoming wind shirts with AG Corps logo (navy) are available for summer months, cool purchase in the Sutler Store. For more information or to dry polyester polo shirts purchase items from the Sutler Store, visit www.agcra. with AG Corps logo com, or contact CSM (Ret) Teresa Meagher, AGCRA VP, are available in both Sales and Marketing, at [email protected]. women’s and men’s Below are a few select items available for purchase in styles in white, navy, and the Sutler Store. Prices include shipping and handling: Items for Sale in the Sutler Store Home & Office AG Corps Gift Bag w/tissue paper – Navy (8” x 10” or 10” x 13”) $ 5.00 Computer Mousepad w/LOGO – Round (AG Corps or Army Band) $ 6.00 Executive Padfolio, Zippered w/Debossed LOGO – (Blue / Black) $20.00 Junior Padfolio w/LOGO – (Black) $10.00 Laser Pointer w/AG Corps engraving – (Black w/green light) $38.00 Newhall Street Pen w/Gift Presentation Box – (Satin Silver) $15.00 Note Card w/envelope (AG Corps or SSI) $ 1.00 Post-it Notes w/LOGO, Sky Blue – 25 sheets (Small - 3” x 4”) $ 1.50 Post-it Notes w/LOGO, Sky Blue - 25 sheets (Large - 4” x 6”) $ 2.00 Print, Andrew Jackson – (Black / White) $ 2.00 Rollerball Pen – (Silver or Navy) $ 8.00 Rollerball Pen Refills $ 1.00 Stylus Pen - (Red or Blue) $ 5.00 Mens Apparel AG Corps Cuff Links $10.00 AG Corps Necktie $20.00 AG Corps Tie Tac $ 2.00 Combo Set (AG Corps Necktie, Cuff Links, Tie Tac, and Lapel Pin-3/4”) $29.00 Men’s Cool Dry Polo w/LOGO (50% Cool Dry Polyester / 50% Polyester) $20.00 (Navy, Red, or White) (MD, LG, XL, 2XL) Men’s Cotton Polo w/LOGO (Khaki) - (MD, LG, XL, 2XL) $20.00 Men’s Long Sleeve Solid Dress Shirt w/LOGO - (Light Blue or Khaki) (MD, LG, XL, 2XL) $30.00 Novelties & Collectibles AG Corps Afghan $40.00 AG Corps Coin $ 7.50 AG Corps Car Magnet $ 5.00 AG Corps Lapel Pin – 3/4” $ 2.00 AG Corps Stained Glass Shield w/chain, (8” x 9”) $75.00 AG Corps Stained Glass Shield w/chain, (4” x 4.5”) $28.00 AG Corps Stainless Water Bottle, 24 oz. (Navy or Red) $15.00 AG Corps Sticker – 3” round $ 1.00 AG Corps Tapestry Wall Hanging $35.00 Ceramic Mug w/LOGO – 11 oz. (Cobalt) $ 5.00 Ceramic Ornament w/LOGO $ 5.00 Stainless Steel Travel Mug w/handle – 16 oz. (Navy) $10.00 Sports pack w/zipper pocket and LOGO (Blue) $ 5.00 Wooden Humidor w/laser engraved Regimental Crest (Solid or Glass Top) $40.00 The Golf Store AGCRA Golf Tees, 3 1/4”, (Natural or White) - 25 Count $ 5.00 AGCRA Golf Tee Set (8 tees, 2 markers and case w/clip) (blue/white or red/white) $ 3.00

Golf Windshirt w/embroidered LOGO and zippered sleeves – (Navy) (SM, MD, LG, XL, 2XL) $45.00 Heavyweight Golf Towel w/Grommet & Embroidered LOGO – (Navy or Red) $10.00 Unisex Apparel AG Corps Ball Cap w/LOGO – (Navy or Red) (Structured / Unstructured) $12.00 AG Corps Sweatpants – Navy (MD, LG, XL, 2XL) $15.00 AG Corps Sweatshirt - Navy (Crew or Hooded) (MD, LG, XL, 2XL) $20.00 AG Corps T-Shirt – Navy (SM, MD, LG, XL, 2XL) $10.00 Womens Apparel AG Corps Ladies Stick Pin $ 5.00 Women’s Cool Dry Polo w/LOGO (50% Cool Dry Polyester/50% Polyester) $20.00 (Navy, Red, or White) (SM, MD, LG, XL, 2XL) Women’s 3/4 Sleeve Length Solid Dress Shirt w/LOGO-(White / Light Blue) (SM, MD, LG, XL, 2XL) $25.00

For more information or to purchase items from the Sutler Store, visit http://sutler-store.myshopify. com (new website), www.agcra.com, or contact SSG (Ret) Barbara Bishop, Committee Chair, Sutler Store Sales, at [email protected], or at 803-751-1095.

1775 | Spring 2016 71 Not Getting Your Mailed Copy of 1775?

irst, if you are reading this dawns on you that you’re not are a member in good standing. article in your personal hearing much from AGCRA, and 99The member moved or PCS’d, F copy of 1775, then you’re you definitely haven’t received but did not update their probably OK. But if you are any issues of 1775 lately. Your membership and mailing data getting ready to PCS or move, Association membership is good in their personal account at read on. And if you have a battle for another year (or is it?), and AGCRA.com. buddy who’s gripping they haven’t fellow AGCRA members at Fort 99The member lost his or her received their copy of 1775 lately, Stewart are receiving their copies AGCRA.com user name and have them read this. of 1775. So what gives? password and can no longer access the Association’s So, you’ve PCS’d from Fort At AGCRA headquarters at Fort website. Richardson, Alaska to Fort Jackson, SC, the Association’s Stewart, Georgia and it suddenly Executive Council receives this What to do? Believe our battle question a lot. The answer to buddy 2LT McGillicuddy has what gives usually lies with the figured it out! individual member who hasn’t done one of the following:

99The member doesn’t realize their AGCRA membership expired, yet still believes they

72 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Army Vice Chief of Staff Visit Human Resources Command

Army Vice Chief of Staff GEN Daniel Allyn visited U.S. Army Human Resources Command (HRC) on Fort Knox, Kentucky, 11 February 2016. During his visit, GEN Allyn met with MG Thomas Seamands, Commanding General, HRC, and had a working lunch with BG Joseph Calloway, Director, Officer Personnel Management Directorate (OPMD) and the OPMD Branch Chiefs.

GEN Daniel Allyn, Army Vice Chief of Staff (right), greets Officer Personnel Management Directorate (OPMD) Branch Chiefs at Human Resources Command. MG Thomas Seamands, CG, HRC (center) and BG Joseph Calloway, Director, OPMD (far left) accompanied GEN Allyn.

GEN Allyn and BG Calloway conduct an OPMD working lunch at HRC on 11 February 2016 . The Adjutant General’s Corps on rot r eental Assoaton ostae o A ort ason C Colua C ert

The Adjutant General’s Corps Regimental Association Non Profit Org. To Current esdent or US Postage PO Box 10026 PAID Permit No. 00586 Fort Jackson, SC 29207 Columbia, SC

To: Current Resident, or

“WASHINGTON’S“WASHINGTON’S WATCH CHAIN”WATCH By Mort CHAIN” Kunstler The AGCA has coissione the irst eer AG Cors rintby Morty artist KunstlerMort Kunstler The rint is entitle “Washington’s Watch Chain” an incluesThethe AGCRAAG Cors hasegiental commissionedcrest the The firstrint evereicts AG CorpsGeneral printGeorge by artistWashington Mort Kunstler.at West ThePoint printN isin entitledthe inter o uring the eolutionary“Washington’sWar Watchretrieing Chain”the and“Great includesChain” thero AGthe CorpsHuson Regimentalier eore crest.the Therier printreees depicts The General“Great Chain” as esigne toGeorgelock the WashingtonBritish Nay at roWest sailingPoint, uNYthe in theHuson winterier of 1779ro Neduringork theCity Revolutionaryan slitting Warthe AericanretrievingColonies the in hal Accoanying“GreatWashington Chain”uring from thethe retrieingHudson oRiverthe “GreatbeforeChain” the riverare tofreezes.key AGs Thein “GreatAerican Chain”history wasCO designedTiothy Pickeringto the sith AG o blockthe Ary the Britishan Pickering’s Navy fromsuccessor sailing COup theAleaner HudsonScael River fromthe Newseenth YorkAG Cityo andthe Arysplitting Go theto AmericanAGCAco or ore inoration Coloniesaout rint insales half. All Accompanyingrint sale rocees Washingtonsuort duringthe AGCA the retrievingScholarshi ofProgra the “Great Chain” are two key AGs in American history: COL Timothy Pickering (the sixth AG of the Army) and Pickering’s successor, COL Alexander Scammel (the seventh AG of the Army). Go to AGCRA.com for more information about print sales. All print sale proceeds support the AGCRA Scholarship Program.