The Journal of the Adjutant General’s Corps Regimental Association
FALL 2016
Army G-1 Operations It’s About Serving Soldiers – the Soldier Support Institute welcomes New Chief of the AG Corps
CSM Nyeedra Edwards, Adjutant General School CSM (left), receives the colors from COL Neal McIntyre (right), during a Change of Commandant ceremony at the Soldier Support Institute, Fort Jackson, SC on 10 June 2016. COL McIntyre became the 19th Chief of the Adjutant General Corps, the 32nd Commandant of the Adjutant General School, and the 18th Chief of Army Music, taking over from COL Jack L. Usrey (center).
The Fort Jackson Community gathered at the Soldier Support Institute on 10 June 2016 to welcome COL Neal F. McIntyre, the new Chief of the Adjutant General’s Corps. COL McIntyre was most recently Chief of Staff for the Assistant Secretary of Defense for Manpower and Reserve Affairs. Not only is COL McIntyre the 19th Chief of the Adjutant General’s Corps, he’s also the 32nd Commandant of the Adjutant General School and the 18th Chief of Army Music. COL Jack L. Usrey relinquished the Commandant’s position of the School to COL McIntyre in an exchange of colors that Soldier Support Institute Commander, COL Richard Nieberding called “bittersweet.” “Unfortunately, we say farewell to one great Commandant, but look forward to a great leader stepping into the position,” COL Nieberding said. The ceremony shared a common theme, that of the responsibility of the AG Corps to serve Soldiers and their Families. It is the thread that ties together the many responsibilities of the Corps as described by leaders during the ceremony. “It’s all about serving Soldiers and their Families,” said COL McIntyre, who recently marked 26 years in uniform. “There’s nothing more important that we do than that,” he added. There was also a common thread of respect for COL Usrey, whose dedication set an important objective for future leaders to meet and, possibly exceed. “Nothing else matters, except taking care of that Soldier, and taking care of that Family,” COL Usrey said. “And that’s been my compass. I know I’ve given you a heavy rucksack, and you’ve carried it,” COL Usrey added addressing the AG School staff. COL Usrey’s follow on assignment is now at The Pentagon as the Executive Officer to the Assistant Secretary of the Army for Manpower and Reserve Affairs. 03 ANNOUNCEMENT OF NEW AGCRA NATIONAL 43 ARMY SOUTH (ARSOUTH) CONTINGENCY EXECUTIVE COUNCIL (NEC) MEMBERS APO 34044 PROVIDING MAIL SUPPORT TO 04 THE ADJUTANT GENERAL’S CORPS REGIMENTAL OPERATIONS IN OUR AOR ASSOCIATION OFFICERS 45 SOLDIER FOR LIFE - HANDLING THE TRANSITION 04 FROM THE EDITOR TO RETIREMENT 47 THE LESSONS OF INNOVATION - HUMAN SECTION I Regimental Leadership RESOURCES (HR) SUPPORT IN OPERATION 05 NOTES FROM INHERENT RESOLVE (OIR) The Chief of the Corps 49 AG CORPS REGIMENTAL OF THE YEAR 2016 07 BIOGRAPHY OF COL. NEAL F. MCINTYRE AWARD WINNERS 08 NOTES FROM 50 THE 2016 NATIONAL AG CORPS REGIMENTAL BALL The Chief Warrant Officer of the Corps 52 DEFEND AND SERVE THE AG CORPS INDUCTS SIX 09 NOTES FROM INTO ITS HALL OF FAME CLASS OF 2016 The President, AGCRA 54 THE TENNESSEE ARMY NATIONAL GUARD CONDUCTS THEATER GATEWAY PERSONNEL SECTION II Human Resources Command AG Branches ACTION TEAM (TG PAT) OPERATIONS IN SUPPORT OF OPERATION ANAKONDA 2016, POLAND 10 AG OFFICER BRANCH UPDATE 57 COLOMBIAN ARMY HUMAN RESOURCES 13 AG WARRANT OFFICER BRANCH UPDATE TRANSFORMATION - THE GOLDEN KEY TO 14 SOLDIER SUPPORT ENLISTED BRANCH UPDATE COLOMBIA’S ARMY TRANSFORMATION AND MODERNIZATION EFFORTS SECTION III Army G1 Operations 60 FIRST ARMY HOSTS ITS FIRST ANNUAL ADJUTANT 17 ACQUIRING, DEVELOPING, EMPLOYING AND GENERAL SUMMIT RETAINING A READY, HIGH-QUALITY FORCE 61 MANNING IN AN ALLIED JOINT ENVIRONMENT 19 DIRECTORATE OF MILITARY PERSONNEL 63 HUMAN RESOURCES COMMAND (HRC) LEADERS MANAGEMENT (DMPM) REFLECT ON HISTORIC BATTLE AT SHILOH STAFF RIDE 22 THE CIVILIAN HUMAN RESOURCES AGENCY 64 A THOUSAND SPLENDID ONES - THE PAST, PRESENT AND IMPENDING FUTURE OF ARMY HUMAN 25 ARMY G-1 FOR CIVILIAN PERSONNEL CONTENT RESOURCES TRAINING 26 ARMY G-1 DIRECTORATE OF PLANS AND 68 COUNSELING - “WHAT HAVE YOU DONE FOR ME RESOURCES LATELY” 28 U.S. ARMY RESEARCH INSTITUTE FOR THE BEHAVIORAL AND SOCIAL SCIENCES FIELD SECTION V Army Music OPERATING AGENCY OF THE ARMY G-1 70 399TH ARMY BAND ROUGH RIDERS ROCK THE 30 READY AND RESILIENT FOURTH OF JULY 32 THE UNITED STATES ARMY PHYSICAL DISABILITY 71 ARMY MUSIC HAWAII CELEBRATES THE US ARMY’S AGENCY: DETERMINING SOLDIER PHYSICAL PRESENCE IN THE PACIFIC WITH “LEGACY OF HONOR” FITNESS FOR CONTINUED MILITARY SERVICE 72 US ARMY MUSIC PICTURE-GRAMS 34 ARMY ENHANCES SEXUAL HARRASSMENT AND SEXUAL ASSAULT PREVENTION AND RESPONSE SECTION VI AGCRA SYSTEM 74 ADJUTANT GENERAL’S CORPS REGIMENTAL SECTION IV Around the Corps ASSOCIATION CHAPTER RECOGNITION PROGRAM ESTABLISHED 36 THE JOINT PERSONAL EFFECTS DEPOT AND 75 2016 AGCRA SCHOLARSHIP WINNERS DOVER PORT MORTUARY OPERATIONS 76 AGCRA HONORARY GATES AWARD PRESENTED TO 40 WHY DO WE NEED IPPS-A? COL MCNULTY, IPPS-A PROGRAM MANAGER 42 HRC’S HUMAN RESOURCE SERVICE CENTER 77 AGCRA AWARD WINNERS (HRSC) 79 SUTLER STORE ITEMS 80 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 Regiment members. Articles appearing in the journal do not necessarily reflect the opinion of the officers and members of the Regimental Association, nor the Army’s HR leadership. Articles submitted by 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 2016 www.AGCRA.com
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The Civilian Human Resources Agency - Army Civilians recite the Army Civilian Creed during new employee orientation
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The Joint Personal Effects Depot and Dover Port Mortuary Operations- JPED’s leadership team render honors to arriving Family members of Fallen Soldiers at the Dover Air Force Base Fisher House, where the Family will be housed and cared for during their stay at Dover. (photo by SFC Antwon Shaw, JPED). 33
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Defend and Serve The AG Corps inducts Six into its Hall of Fame Class of 2016 - Jennifer Imholt, left, and Michelle Smith, daughters of the late LTC (Ret) John Jackson, unveil their Father’s picture during the Adjutant General’s Corps Hall of Fame Induction Ceremony on 3 June 2016 at the AG School Hall of Honor, Soldier Support Institute, Fort Jackson, SC. LTC (Ret) Jackson was one of six Soldiers inducted into the AG Corps Hall of Fame this year.
58 Announcement of New AGCRA National Executive Council (NEC) Members
AG Corps Leaders, Soldiers, Civilians, them for their resolute recruiting I believe is required as President to Retirees, and Association Members, efforts. However the AG Corps, across meet the challenges mentioned above. In my short tenure as President of the all components, consists of close to With approval of the AGCRA National Adjutant General’s Corps Regimental 38,000 Soldiers and Civilians, therefore Executive Council (NEC), we have Association (AGCRA), I have had the reflecting an active connection with asked COL (Ret) Rob Manning, 16th opportunity to assess the status of the only 10% of our Corps. Additionally Chief of the AG Corps, to serve as AG Corps’ only non-profit Professional our AG Corps Retirees, who continue our new AGCRA President. Rob has HR Association and believe a change to advise and serve with great passion, accepted the challenge, with steadfast in the way we focus and conduct our aren’t always leveraged to the fullest energy and motivation, to take the operations in support of the Corps is extent of their capacity for the good of Association to greater heights. In the warranted. the AGCRA and Corps. very near future, Rob will provide his As an Association we have plateaued at Finally, in a recent review of AR 210-22, vision as AGCRA President and the about 3,800 active AGCRA members. Private Organizations on Department of way ahead for our Association. Currently, our AGCRA Chapters are the Army Installations, the regulation’s Please note – provided below is the the primary reason we’ve attained to restrictions preclude me from giving current AGCRA NEC members and this membership level and I thank the Association, as a non-profit their contact info. organization, the full time and attention
NEC Position NEC Member AGCRA E-mail President COL (Ret) Robert L. Manning [email protected] Senior VP Vacant [email protected] VP, Awards CW5 (Ret) David Ratliff [email protected] VP, History COL (Ret) Steve Shappell [email protected] VP, Publications COL (Ret) Bob Ortiz [email protected] VP, Membership SFC (Ret) Kenneth Fidler [email protected] VP, Strategic Comms LTC David C. Welch [email protected] VP, Plans & Programs COL (Ret) Al Whatley [email protected] VP, Sales & Marketing SSG (Ret) Barbara Bishop [email protected] VP, Community Affairs LTC (Ret) Ward D. Ward [email protected] Adjutant COL (Ret) Bob Ortiz [email protected] Secretary Vacant [email protected] Treasurer LTC (Ret) David Smoot [email protected] Webmaster SFC (Ret) Chris Hessert [email protected]
Defend and Serve!
VR,
COL Neal F. McIntyre Outgoing AGCRA President
1775 | Fall 2016 3 The Adjutant General’s Corps Regimental Association Officers OFFICERS PRESIDENT COL (Ret) Robert L. Manning 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 SUTLER STORE SSG (Ret) Barbara Bishop VP, PUBLICATIONS & ADJUTANT COL (Ret) Robert Ortiz-Abreu, Jr. VP, INFO TECHNOLOGY & STRATEGIC COMMUNICATIONS LTC David C. Welch VP, COMMUNITY AND CORPORATE AFFAIRS LTC (Ret) Ward D. Ward TREASURER LTC (Ret) David A. Smoot WEBMASTER SFC (Ret) Paul C. Hessert
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. DESIGN, LAYOUT & PRINTING SERVICES HONORARY SERGEANT MAJOR CSM (Ret) Freddie Lash Colonial Printing, Columbia, SC
COMMITTEE CHAIRS
AG CORPS PRINT & GICLEE SALES CSM (Ret) Teresa Meagher SUTLER STORE SALES SSG (Ret) Barbara Bishop HR CERTIFICATION LTC (Ret) James J. Galluzzo
many. The crash created a partial collapse and learn how the Army G1 supports the Army’s of The Pentagon’s western side and directly HR mission from the enterprise level and the FROMthe contributed to the many casualties within the linkages required within the rest of DA to do so. Army G1. The follow on lessons I learned were invaluable Resolute and determined, the survivors of the in later being able to balance and represent my Army G1 immediately regrouped at Human Corps Commander’s priorities with the rest of EDITOR Resources Command, at that time relocated the Army. As much as we AGs want to think This edition of 1775 is dedicated to Army G1 in the Hoffman complex located in Alexandria, our Commander’s requirements are always Operations. In June of 2001, I PCS’d from the VA. I was very proud to have been a part of an the priority, sometimes Army priorities take War College to the Department of the Army, Army G1 effort that continued HR operations in precedence until your command is once again Deputy Chief of Staff, Personnel (or Army light of the horrific events of 9-11. I was even in the que to deploy. G1) and was assigned as the Chief, Enlisted prouder to return to The Pentagon as part of We hope you enjoy this edition of 1775 and Personnel Policy Branch for the Army. LTG the team to replant the Army G1 guidon after our articles from the Army G1 Directorate Timothy J. Maude, who I had not had a previous repairs to the building were completed following explaining how they provide HR support at the opportunity to work for, was the Army G1 upon the terrorist attack. enterprise level. We welcome your feedback by my arrival at The Pentagon. Little did I realize Upon our return to The Pentagon, I can recall e-mailing comments to [email protected]. how dramatic the Army and the nation would asking the new Army G1, LTG John M. LeMoyne, change in three short months with the tragic if I could PCS to a Corps G1 billet to better events that occurred on September 11, 2001. support the new global war on terrorism. LTG We lost LTG Maude, SGM Strickland and many LeMoyne told me I still needed to learn “The Bob Ortiz other AG heroes killed in action on 9-11. I was Building” (a.k.a., The Pentagon). Being a bit of so fortunate to have moved away from the E a wise-apple, I told him I already knew where AGCRA VP Publications & Editor, 1775 Ring toward the C Ring of The Pentagon that my Pentagon cubicle was, and where the food court and latrines were. Without blinking, he [email protected] morning when American Airlines Flight 77, Colonel (Retired), US Army commandeered by al-Qaeda terrorist, crashed told me, “you know what I mean.” And he was into the west side of The Pentagon killing right. I needed more time to truly appreciate AG Corps Hall of Fame Class of 2013
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 Neal F. McIntyre, Chief of the AG Corps, AG School Commandant, and Chief Army Music
oldiers and civilian of the Corps, let • LEADERS of influence - me start by stating how humbled and who are both willing and Sproud I am to serve as your Chief, able to step forward during Adjutant General’s Corps, Chief, Army moments of uncertainty. Music, and Commandant of the Adjutant • LEADERS of strong General School. My appreciation for the character - committed to volume and depth of issues addressed by living the Army Values the Adjutant General School and Soldier while providing motivation Support Institute, as well as the impact of our and direction. Corps of Human Resources (HR) and Music professionals, has grown exponentially. • LEADERS capable of Thank you for your dedicated service to enabling commanders - Commanders, Soldiers, and Families… you within complex operational are truly making a difference. environments, while improving the conditions of In this edition of 1775 we focus our attention those they lead and support. on the extraordinary role performed by members of the Deputy Chief of Staff, Army To those senior HR leaders, G1 (DCS-G1). Responsible for management who have accepted our and execution of all manpower and personnel invitation to speak during plans, programs and policies - across all graduation ceremonies Army Components - empowering Soldiers, and conduct professional technical raw data, from our HR Civilians, Families and Veterans. Providing development sessions with attending classes, systems, into digestible information HR enterprise level perspective on the a great debt of gratitude is due for your for Commanders and Senior Enlisted roles and responsibilities of the directorates contribution in support of LoE #1. Advisors to make educated strength assigned to the DCS-G1 will hopefully management decisions. A beta version increase your appreciation for the breadth of In support of our LoE #3, “Enable the Field” of the Division Strength Management its influence. we continue to focus our efforts, based Module (DSM2) is currently being tested on executable feedback from the field, on with 4th Infantry Division in order to Here at the AG School we continue to effectively and efficiently increasing the assess its functionality prior to public prospect for innovative and impactful ways training capability and capacity of the HR release during FY 17. to provide world-class training across Operators across our Army: our Officer, Warrant Officer and Enlisted • AGTube, is into its second year of Courses, in support of our #1 Line of Effort • The Brigade Strength Management operation and continues to respond to (LoE), “Develop Game Changing Leaders.” Module (BSM2), deployed in over 100 requests from the field for “how to” Brigades across the Army, converts videos demonstrating “a way” to employ
1775 | Fall 2016 5 •
first iteration of announcement and our AG Corps HOF and an innovative new DMOR MOI on S1Net with details on how Training with to submit a HOF or DMOR nomination. Industry (TWI) HOF and DMOR nominations are due 21 program that will December 2016 and nomination templates pay tremendous are found within our MOI. dividends as Publications such as 1775 simplify the we finalize capturing and sharing experiences gained development by our HR and Music professionals while of training for providing (another) opportunity to facilitate the new 9X ASI our situational awareness of pertinent issues (Music Production impacting our profession. We encourage Technician). you to continue support of 1775 through Students at the reading as well as submission of your ideas, COL Neal McIntyre, AG School (AGS) Commandant (front School of Music experiences, or suggestions for how we can center sitting) and LTC Kevin Agen, AGS Director of Training learn techniques (to COL McIntyre’s left), receive a HR support plan brief better support you. for connecting with from AGS students. their audiences and Lastly, I’m extremely proud to announce HR information systems and other AG- telling the Army COL (Ret) Rob Manning’s selection by the related topics (Battle Drills). During its story. In this time of constrained resources, AGCRA National Executive Council to serve brief existence AGTube has facilitated Army Music remains committed to staying as the Association’s new President. One of standardization of AG operations across relevant and ready, being good stewards the immediate, and most pressing, tasks at the multitude of formations. The videos of the profession, and serving as a force hand is to make the AGCRA more relevant to include Microsoft Office applications and multiplier in support of the Army’s and the the multi-compo Soldier, Civilian, and Army offers solutions to common HR operator challenges. Besides providing “a way,” the demonstrated Tactics, Technics, and Procedures help protect one of our most critical resources – TIME! Accessible without your CAC, users can access from any device, anytime, anywhere. Over 120 AGTube videos currently exist (63 Multi-Compo), however an emphasis for FY 17 will be to identify, develop and publish more videos that address Reserve Component HR specific topics. Your input to support this effort will be greatly appreciated.
We continue to enhance the effectiveness of our Nation’s Soldier-musicians, at the School of Music, with training focused on Nation’s broader mission and strategic goals. Retired Human Resources professional. I realistic scenarios common to our Bands. personally can think of no one more capable The School of Music, which was recognized Please note that on 12 September 2016, I or committed to meeting this challenge than as an Institute of Excellence on its last announced the opening of AG Corps Hall COL (Ret) Manning. accreditation, graduated over 300 students of Fame (HOF) and Distinguished Member from AIT through CCC this year. We also of the Regiment (DMOR) nominations Defend and Serve! obtained approval for and conducted the for the Class of 2017. You can find the
6 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Biography of COL Neal F. McIntyre Chief of the AG Corps, AG School Commandant, and Chief Army Music
COL Neal McIntyre was commissioned a Field Artillery Second Lieutenant through the Reserve Officers’ Training Corps at Bowling Green State University, as a distinguished military graduate in May 1989. COL McIntyre’s first duty assignment sent him to Fort Sill, Oklahoma, where he served with Delta Battery, 3rd Battalion, 321st Field Artillery, Field Artillery Training Center as Executive Officer and later with Alpha Battery, 2nd Battalion, 18th Field Artillery, III Corps Artillery as a Fire Direction Officer and Firing Battery Platoon Leader. For his next assignment he served with the United States Army Recruiting Battalion, Kansas City, Kansas, as the Operations Officer. After leaving USAREC, COL McIntyre was assigned to Fort MSG Keith Wells, Deputy Commandant of the Soldier Support Institute (SSI) Hood, Texas, where he served with NCO Academy, chats with the new Chief of the AG Corps, COL Neal F. McIn- 1st Squadron, 10th Cavalry Regiment, tyre and his wife Catherine during a reception at the SSI Library. 4th Infantry Division as the Squadron Fire Support Officer and later with Chief and Executive Officer, Force and the Eisenhower School, National Alpha Battery, 4th Battalion, 42nd Sustainment Division in the Officer Defense University. His civilian Field Artillery, 4th Infantry Division Personnel Management Directorate. education includes a: Bachelor of Arts as Battery Commander. Fort Stewart, COL McIntyre was later assigned to degree in Business Communications; Georgia was his next destination Headquarters Department of the Army Master of Science degree in Human where he served as Group S1 for the as Executive Officer to the Director Resources Management from Central 24th Corps Support Group, 1st Corps of the Army Staff, immediately Michigan University; and Master of Support Command. After CGSC, followed by service as Commander, Science degree in National Security COL McIntyre served in Baghdad, Eastern Sector, United States Military and Resource Strategy from National Iraq, and Wiesbaden, Germany, with Entrance Processing Command. COL Defense University. 1st Armored Division as Deputy G-1 McIntyre’s most recent assignment COL McIntyre’s military awards and Secretary of the General Staff. was as Chief of Staff to the Assistant and decorations include the Defense COL McIntyre’s next assignment Secretary of Defense for Manpower Superior Service Medal, Legion of was to Alexandria, Virginia, where and Reserve Affairs, Office of the Merit, Bronze Star Medal, Army he served as Chief of Requirements Secretary of Defense. Branch, Human Resources Command Meritorious Service Medal, Army (HRC). He was next assigned to His professional military education Commendation Medal, Army Fort Benning, Georgia where he includes: Field Artillery Officer Basic Achievement Medal, and unit citations. and Advanced Courses; the Combined served as Commander, 30th Adjutant COL McIntyre and his wife Catherine Arms Services and Staff School; General Battalion (Reception), 192nd of 24 years, have a 22 year old daughter, the Human Resources Management Infantry Brigade. Upon completion Hallie who is also a recent graduate of Course; the United States Army of command, COL McIntyre returned Bowling Green State University. to HRC to serve as the AG Branch Command and General Staff College;
1775 | Fall 2016 7 NOTES FROM CHIEF WARRANT OFFICER OF THE CORPS
By CW5 David G. Betancourt, Chief Warrant Officer of the Adjutant General’s Corps
elcome to our 2016 Fall edition Personnel Management Directorate, the Division (G-1). This Personnel Division Wof our 1775 publication. It is Human Resources Policy Directorate, (G-1) was further redesignated in 1946 truly an honor to serve with each of the Plans and Resources Directorate, the as the Personnel and Administration you as we continue to push forward on Human Systems Integration Section, the Division; redesignated again in 1950 enhanced ways to deliver HR service and Army Research Institute, and Human as the Assistant Chief of Staff, G-1, support. We definitely appreciate all of Resources Command. From a citizen’s Personnel; and in 1956 Office of the your efforts, determination, and selfless first’s steps into the military to their final Deputy Chief of Staff for Personnel service! Your energy and devotion as salute to the Colors, our Army G-1 stands (http://www.archives.gov/research/ HR Professionals has set the conditions as the cornerstone of excellence as they guide-fed-records/groups/165.html). for successful customer service as well enable recruiting, training, management Our Army G-1 represents HR enterprise as perpetuating our goal of enabling and subsequently set the policies to leadership. The creation of the Personnel Commanders, and taking care of our sustain the personnel readiness of our Division (G-1) in 1921 paved to way to Soldiers, Family members and Civilians. volunteer force. the first designation of a General Officer Now to the uniqueness of this edition. Our Army G-1 represents history. Since as our G1. From MG James H. McRae In this edition we focus our attention 1903 when the War Department provided to LTG McConville, our current Army on our Army G-1. Our senior Army for a Chief of Staff and a provisional G1, the Army has entrusted the care HR staff directorate, under the Chief General Staff through its current and management of its most precious of Staff of the Army, is responsible for structure as it stands today, the Army resource, our Soldiers, to the Army G-1 the care of our Total Force’s manpower G-1 has remained faithful to supporting and in turn to HR Professionals like you. and personnel through the development the requirements and goals of our Army HR leaders who understood the needs and execution of programs and policies. leadership by pushing forward on HR of the Army and set in motion programs This Army G-1 directorate is comprised innovation and effective enterprise to support and sustain our all-volunteer of ten divisions whose combined solutions. So how did our Army G-1 force. HR leaders who have taken our effort support the Army’s HR vision get to how we know it today? Well, if Army through growth, transformation, and support under the leadership of we take a look through the National modernization, the Great Depression, the Deputy Chief of Staff, G-1, LTG Archives under the Records of the War two World Wars, the global war on James C. McConville. These divisions Department General and Special Staffs terrorism, and recently full integration include: the Strategic Initiatives Group, we will find some interesting facts on the into combat MOSs regardless of gender the Management Support Office, the evolution of this staff directorate. We find or sex. Among these leaders our AG Chief Information Office, the Assistant that the Army G-1 began as the First and Corps was blessed to have four as Army G-1 for Civilian Personnel, the Military Third Divisions, Provisional and General G1: LTG Allen K. Ono (1987-1990), Staff, where the First Division LTG Frederick E. Vollrath (1996-1998), had overall responsibility over LTG Timothy J. Maude (2000-2001), and the “appointment, assignment, LTG Michael D. Rochelle (2006-2009). promotion, decoration, and Our Army G-1 represents HR training of officers of all arms,” Professionals, both Soldiers and while the Third Division was Civilians, across the force. Our Army responsible for the “technical G-1 represents the hopes of young and special arms.” These two Soldiers yearning for the opportunity to Divisions were abolished in serve, to be accepted as an individual, 1908 and its functions moved but trained as part of a greater team, to under the “First Section.” This have that opportunity to wear a uniform First Section was abolished and that strikes fear in Armies around the in 1910 the training portion was world. Our Army G-1 represents the realigned under the War College Families who support their Soldier, Division. Promotions and waving a small American flag because of assignment functions became the immense pride and honor they feel part of the Executive Division to be called an Army Family. And our under the Office of the Army Army G-1 represents us, the AG Corps! Chief of Staff, and all other The citizens, volunteers, and now AG functions transferred to the Army Soldiers who continue to represent the Staff Operations Division. In values, patriotism and pride of a Nation. 1921 these personnel functions Serving selflessly and always ready! from the Operations Division were transferred under a new Defend and Serve! section designated the Personnel
8 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com NOTES FROM THE PRESIDENT, AGCRA
embers of the AG Corps believe we can get to new heights. promoted to Sergeant. A mix up in my Regimental Association (AGCRA), promotion packet with another Soldier M Vision. We must ensure the AGCRA The Commandant, Chief of the AG in my unit named Thomas Manning stays relevant. To do this, we will solicit Corps and Chief, Army Music, COL resulted in my promotion taking place input from AG Soldiers, Civilians and McIntyre on behalf of the AGCRA a couple of months late. To a young Retirees from across the globe – we National Executive Council, asked me Soldier with a Family, two months might want to hear from you! We will improve if I was willing to serve the AG Corps as well be an eternity. Fast forward to our website that will make it more again as the next AGCRA President. 1980 and I am now transitioning from inviting to all who visit it. We will make I accepted this invitation with great the Army in order to attend ROTC. I was improvements to our awards programs excitement and profound humility. submitted for an ARCOM as my end of so that it will be more representative of service award. I am still waiting on that Believe. This is new ground for the today’s AG Corps. To follow the lead of ARCOM. I was also supposed to receive AGCRA, but I am “all in” to serve the Mrs. Teri Maude, we will make special a Good Conduct Medal at that time, but Regimental Association once again. I efforts to reach out to our most junior received it four years later. Medals mean believe in the AG Corps. I believe in the members; I’m speaking of our young a lot to young Soldiers and I never forgot AGCRA. I believe in you the members Sergeants, Lieutenants, Warrant Officers that experience and that is why I chose of the AGCRA and all members of the and Civilians. You are our future and to leave the Infantry and become an AG Corps. I believe that together we can the AGCRA is as much your Corps as AG. I wanted to take care of Soldiers make a difference. I ask that you place anyone’s – we want and need you to and hope they never felt the stinging pain your trust in me so that we can take the be active participants. We will make I felt in not being promoted on time or AGCRA to greater heights. Theodore improvements to how we support our not receiving timely recognition. Do Roosevelt once said, ““Believe you can respective Chapters. You are the vital I believe in the AG Corps? You better and you’re halfway there.” I absolutely link to our members. We will reach believe it! AGs at all levels are taking out to our most senior leaders. care of Soldiers and Civilians across our We know you are busy, but we Army every day. My question to you is need you too! To our Retirees, what is your AG story? We want to hear we will make special efforts to it and share it with others. Together, we reach out to you as well. We can do great things for the AGCRA. I need your experience, your am asking for your help and support! wisdom and your counsel. You are the link to our past and our Thanks again to COL McIntyre and the history. We need all AGs to feel National Executive Council for reaching at home with the AGCRA and out to me to serve. I look forward to we will work tirelessly to make hearing your AG stories and receiving this happen. your ideas on how we can make our AGCRA better than ever! AG Stories. I believe what makes the AG Corps so great Defend and Serve! are the stories that each of us have to tell. This is mine. I Rob Manning was an Enlisted Infantryman in Colonel (Retired), US Army 1978 and was scheduled to be AGCRA Lifetime Member
1775 | Fall 2016 9 SECTION II Human Resources Command AG Branches AG OFFICER BRANCH UPDATE
The AG Officer Branch Team: (from left to right): CPT Brown- Cormier, MAJ Campbell, Ms. Jones, MAJ Dickens, CPT Clark and LTC Welch.
HR Professional User Guide to the Officer Record Brief By CPT Vivia Brown-Cormier
DA Pamphlet 640-1, Officers’ Guide resources professionals, understanding Records Management, dated 7 April to the Officer Record Brief, dated the various sections of the ORB and 2014, provides additional information 1 April 1987, describes the Officer who is responsible for updating them is about “the documents required and the Record Brief (ORB) as “a one page of great importance in ensuring records processes for updating specific data on Army form designed to provide a accuracy and providing optimal support the appropriate record brief.” But this summary of [an officer’s] qualifications to officers and warrant officers. regulation’s function is not to provide a and career history.” Given the great Although DA Pamphlet 640-1 provides a comprehensive overview of the ORB, frequency that Commanders, G1s, S1s, good starting point for understanding the so there are limitations with it too. strength managers, board members, ORB, it is in parts, short on detail. And It is our hope that the following assignment officers, and others refer because the Army has not revised this information will augment the material to the ORB and its importance in pamphlet in nearly 30 years, some of the listed above by clarifying the offices condensing information and influencing terminology and guidance is outdated. responsible for and capable of providing assignments and board selections, the Chapter 5 of Army Regulation 600-8- updates to each section of the ORB. pamphlet’s description may belie the 104, Army Military Human Resource ORB’s significance. But as Army human
10 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Administrative Header Section II - Security Data
Section III - Service Data
Section I - Assignment Information
Section IV – Personal / Family Data
1775 | Fall 2016 11 Section V - Foreign Language. placed on assignment instructions. DA 1506 and DA 7301-R is complete, With supporting documentation, either The current assignment information the transition office should e-mail it to the BDE S1 or servicing Installation reflects the position in which the officer the HRC Retirements and Separations Personnel Services Center updates the is currently slotted. BN / BDE S1 or Branch email account: usarmy.knox.hrc. foreign language section. Language servicing Military Personnel Services [email protected] identity may include listening, speaking, Center update current and all previous BN / BDE S1 process MACP and reading proficiency levels. The assignment information using Electronic enrollments. Installation EFMP offices Defense Language Aptitude Battery Military Personnel Office (eMILPO). update information regarding enrollment Score (‘DLAT’ on the ORB) is the score Section X – Remarks. The remarks in the program. Department of the Army attained by an examinee on the test. section is used to reflect additional Photograph Management Information Section VI - Military Education. information; including, months of prior System (DAPMIS) updates the date BN / BDE S1 or servicing Installation service; assignment considerations such of the last DA photo. Assignment Personnel Services Center update the as enrollment in Married Army Couples officers update regimental affiliation and Military Education section. Program (MACP) and Exceptional professional certifications. Family Member Program (EFMP); date Section VII - Civilian Education. AG Branch Transitions. In August of last DA photo; regimental affiliation; HRC assignment officers update 2016, AG Branch welcomed MAJ John and professional certifications (e.g., graduate degrees and higher. BN / BDE Dickens to its team. MAJ Dickens PHR, PME, and American Board S1 or servicing Installation Personnel recently served as the Deputy G1 for 10th Certification). Services Center update the Associate Mountain Division, and he will replace and Bachelor degrees. Officers who need to update their MAJ Mark Campbell as the MAJs prior service information should make Assignment Officer. MAJ Campbell Section VIII – Awards and an appointment with their transition will serve as the LTC Assignment Decorations. BN / BDE S1 or office. They will need to explain to the Officer (non-CSL/FBC). servicing Installation Personnel Services transition office why they are making Center update awards and decorations. Defend and Serve! the appointment and ensure they bring Section IX – Assignment Information. all relevant documents. The transition The projected assignment information office must construct a DA 1506 and DA is auto-populated once the officer is 7301-R IAW AR 600-8-24. Once the
12 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
reetings requirements, especially at the BCT • Chief of Staff, Army Strategic Studies Gto my and G1 level, which in turn affects Group (SSG) (CW3-CW5) fellow HR overall readiness. • White House Fellowship (CW2-CW4) Professionals. The current operating strength for 420C is • School of Advanced Military Studies This has been 97%. (SAMS) Advanced Military Studies a great and Program (AMSP) (CW3-CW4) action-packed • Cause: High fill mainly due to six months inactivation of 7 Army Bands. Please refer to the appropriate MILPER as the AG • Effect: There is no immediate negative Messages or HRC Broadening Warrant Officer effect of the 420C overage but may Opportunities Catalog for specific Assignment Manager. I’ve spent this require individuals to work as excess information and prerequisite. while natural attrition occurs. time getting to know my population of Training with Industry (TWI). We are Warrant Officers and gaining a better The outlook for our 420A population excited to announce that CW3 Leo Scott understanding of the unique organizations is projected to remain the same for the was selected to attend the 2016 TWI at the that we serve. I’ve engaged several S1s, next 12 months. Until we have a fix, it’s University of Louisville with utilization at G1s and senior leaders and received an imperative that strength managers at all HRC in the office of TAG, Field Systems incredible amount of positive feedback, levels communicate their mission essential Division. which further validates that we have a requirements to their HRC account great cohort of Warrant Officers serving Professional Military Education. AG managers, cross-level on installations at all echelons of our Army. This applies Warrant Officer PME attendance continues to ensure equal distribution based on to both the 420A and the 420C population. to be an issue. Below is statistical data for mission requirements and mainly inform your consideration. These figures do not your Commanders on the current strength In July, I had the distinct privilege of being represent a backlog or individuals who are of the AG Warrant Officer force. a part of the Integrated Personnel and currently enrolled but more so represents Pay System-Army (IPPS-A) Conference Assignments. HRC is preparing for a lack of individuals requesting and Room Pilot (CRP) that focused on the 17-02 Manning Cycle. Those in the attending PME. automating and improving the assignment movement window have already received process as IPPS-A will subsume EDAS • Warrant Officer Senior Service a list of potential vacancies. Please be and TOPMIS respectively. Being a part of Education (WOSSE) - less than 30% flexible as we match up unit requirements that CRP further strengthened my belief eligible are PME complete and personal preferences. BCTs and that IPPS-A is the right solution to improve • Warrant Officer Intermediate Level Division Headquarters continue to be upon how we manage and deliver HR and Education (WOILE) - less than 40% our main focus as well as deploying also provided me tremendous insight into eligible are PME complete and rotational forces. We are constantly the role our 420A Warrant Officers are looking for airborne personnel to fill • Warrant Officer Advance Course performing as members of the IPPS-A airborne billets and also looking to (WOAC) - less than 45% eligible are Functional Management Division (FSD). increase our airborne population to ensure PME complete Furthermore, this opportunity helped me we have the right amount of WOs to fill the by providing context and perspective as For more information on requesting PME, airborne requirements. We are looking to we look for our very best talent to assume please contact Mrs. Grace Kyser at (502) fill three IPPS-A Functional Management IPPS-A FSD Team Member duties in the 613-6230 or email: grace.b.kyser.civ@ Division positions in the 17-02 manning next manning cycle. mail.mil cycle with highly skilled and motivated Strength of the Force. The current WOs who are looking for an opportunity to Again, thanks for all that you do. Toe operating strength for 420A is 79%. affect change as we transition to IPPS-A. the line! Pay it forward! Please contact me by phone at Commercial (502) 613- • Cause: Shortage mainly due to Broadening Opportunities. There are 6189 or DSN (312) 913-6189, or e-mail number of new accessions or new several broadening opportunities available [email protected] if I can be accession failures, non-selections for to Warrant Officers for 2017/2018. Of of assistance. promotion, retirements, and other note: Army requirements. Defend and Serve! • Army Cyber Command Scholarship • Effect: The main effect of the shortage (CW2-CW3) is the lack of 420As available to fill all
1775 | Fall 2016 13 SOLDIER SUPPORT ENLISTED BRANCH UPDATE By LTC Stewart J. Van Buren and SGM Marlena Goode Remaining Competitive in a Dynamic and Changing Environment
FROM THE SOLDIER SUPPORT BRANCH - 42A10 DESK: Mr. Ronald Kimball
n this 1775 issue, I would like to Ihighlight the Married Army Couples Program (MACP), its regulatory guidance and clarify a common misconception. Army Regulation 614-200, Enlisted Assignments and Utilization Management, provides guidance for the selection of Enlisted Soldiers for assignment, utilization, reclassification, detail, transfer and training as implemented by DODO 1315.18. Section IV, MACP, provides the provisions that apply to Regular Army (RA) married members of the RA, other Career managers assigned to the Enlisted Soldier Support Branch at Human military Services or RCs. One of the Resources Command led by LTC Stewart J. Van Buren and SGM Marlena Goode. most common misconceptions regarding MACP is that once a Soldier is married contact your branch today. For additional and enrolled in the program, they are FROM THE SOLDIER information on recruiting please refer to automatically placed on assignment SUPPORT BRANCH - AR 601-1. instruction to their military Spouse’s 42A20 Desk: location. Although we do our very best to Ms. Stephanie Taylor FROM THE SOLDIER unite, reunite, and keep Families together SUPPORT BRANCH - to support MACP, a requirement (based Assignments are based on the needs of the 42A30 Desk: on Army Readiness) must exist to the Army, Soldier’s professional development Spouse’s location and Soldiers must meet needs, and Soldier’s desires. Currently, the SFC Roselyn Avegalio all assignment eligibility. Assignment Priorities for 42A20’s are Fort & Ms. Sonya Findley Leonard Wood, Korea, and Recruiting AR 614-200, para 5-22 MACP Criteria: Duty. In order to meet selection criteria On any given day, based on valid The needs of the Army will be the for Recruiting Duty as outlined in AR requirements, the branch is tasked determining factor in assigning all 601-1, Assignment of Enlisted Personnel to provide nominees for multiple Soldiers enrolled in the MACP; however, to the U.S. Army Recruiting Command, nominative agencies. Along with to the maximum extent possible, and Section II, Recruiter Selections nominative agencies, the Assignment consistent with valid Army vacancies, Procedure and Criteria, Soldiers must Priorities for 42A30s are Drill Sergeants married Army couples will be assigned have a minimum general technical (GT) and Recruiters. The branch challenge is to a location where they can establish a score of 110 (waivable to 95). If your GT nominating eligible Soldiers that meet Joint Domicile (JD), within a 50-mile Score is less than 100, please register for the nominative assignment criteria and radius or 1-hour driving time of spouse, the Functional Academic Skills Training have a recent security clearance Periodic with exceptions of MACP Soldiers (FAST) program. If you have completed Reinvestigation (PR). Depending upon placed on assignment instructions (AI) the program and scheduled the Armed the level of access required, individuals to dependent restricted tour or on AI to a Forces Classification Test (AFCT), ensure holding security clearances are subject PCS school. Careful consideration should you update your records with the test to a PR at a minimum of every five years be made when placing MACP Soldiers on results. Improving your GT score will not for Top Secret and 10 years for Secret. a dependent restricted tour, to include only qualify you for recruiting duty, it will To remain eligible and competitive for consideration of a follow-on assignment also make you more competitive for other these types of positions, please ensure and restrictions against placing the special and nominative assignments. you keep your security clearances up to Soldier or spouse on AI for 12 months If interested in recruiting duty, please date. Soldiers with a desire to work at after the establishment of JD. the most strategic levels should apply
14 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com for nominative assignments. Stringent g. Have no personal habits or character within 60 days of obtaining the rank of screening processes exist to ensure that traits that are questionable from SSG or higher. only the most highly qualified Soldiers are a security standpoint, including • NCOERs: Ensure your NCOERs selected for nominative positions. Please financial irresponsibility, foreign administrative data is accurate and view the nominating agencies, overview, holdings or interest, heavy drinking, the NCOERs are submitted in a and selection criteria as outlined below drug abuse, gambling, emotional timely manner. We have noticed and in AR 614-200: or mental instability, and so administrative errors such as 13 rated forth. Soldiers who are declared Normative Agencies: months or a 4 character MOS. rehabilitation successes under the • Office, Secretary of Defense. ASAP are not included. • EFMP: EFMP is valid for three years and the expiration date is located on • Joint Staff. h. Must have a minimum GT score of 100. • Defense Commissary Agency. your ERB. Ensure that it is updated; i. Must meet body composition an expired EFMP could limit your • Defense Finance and Accounting requirements in AR 600–9. consideration or slow down the Service. process. • Defense Information Systems Agency. j. Have 36 months’ time remaining in- • Defense Nuclear Agency. service upon arrival at assignment. • DWELL: If your dwell is not accurate, it could result in you being reassigned • Defense Logistics Agency. FROM THE SOLDIER to a deploying unit or dependent- • Defense Intelligence Agency. SUPPORT BRANCH - restricted location. • Defense Mapping Agency. 42A4O DESK: • ERB: Accuracy is important! Key • On-Site Inspection Agency. SFC Travis McAlister areas to focus on are: Assignment • Uniformed Services University of History, Military and Civilian Health Sciences. & Mr. Ryan Weeks Education, Security Clearance, and • U.S. Delegation NATO Military Assignment Opportunities. There Oversees data. Committee. is a wide-variety of 42A4O operational, Key Factors in the Assignment generating, nominative and broadening • Immediate Offices–Office, Secretary Process. To support assignment equality assignments dispersed through-out the of the Army. we will ensure that we are maintaining world. A few examples: NATO unit • Office, Army Chief of Staff. a good balance between MTO&E and in Poland; COCOM at Peterson AFB, TDA assignments. Normally, we want 9–17. Overview: CO; Embassy in South Africa; Joint a minimum of 36 months between assignment at the Pentagon; BCT at Fort a. All personnel actions pertaining to broadening / nominative assignments. Drum, NY; USARPAC G-1 in Hawaii; nominative assignments are processed After each broadening / nominative and EOA at JBLM, WA. The key is to by HRC (AHRC–EPD). assignment it is pivotal that you return ensure that there is a balance of core b. The normal tour of duty for these to a J1 / G1 / BDE / BN SR HR core competency for Soldier assignments – assignments is 3 to 4 years. competency positon, which will allow MTO&E, TDA, special, and broadening 9–18. Selection Criteria: assignments to enhance a Soldier’s you to remain technical proficient. experience, knowledge, and skills. A Soldiers may volunteer or be nominated • BDE / BN SR HR SGT: Are key varied assignment history will improve provided the following requirements are developmental positions that are leader development both at the operational met: looked favorable by promotion and strategic level. Having multiple a. Be high school graduates or have a diverse assignment types will ensure the boards. As most of you are aware, a GED equivalent. AG Corp has efficient and effective senior lot of our BDE SR HR SGT positions NCOs that are highly competitive for grade-plated to SFC, so we strongly b. Have physical profile serial code “A,” promotion. recommend you seek these career with allowance of “2” for eyes. enhancing opportunities. Records Accuracy is Important. c. Be U.S. citizens (by birth or The Branch is continuously screening naturalization). • Assignment Satisfaction Key (ASK): personnel for nominative and special A misconception is that ASK is not d. Have or be able to obtain applicable assignments. Always keep your records used in the assignment process, but updated, don’t wait until the MSG security clearances that are required I will tell you it is! We try to match for the position. promotion board to update your records as it could result in you not being considered Soldier’s preferences and volunteer e. Have no record of conviction by court- for an assignment that would benefit your selections against Army readiness martial or time lost to be made good career. Below are the most common requirements, and this is one tool we under 10 USC 972 during current reasons many qualified SFCs have been use. Ensure you update assignment enlistment or last 3 years, whichever overlooked for a nominative / special preferences, volunteer information, is longer. assignment: and other personal information f. Have no record of civil conviction, • DA Photo: An outdated photo is the frequently. We use the special duty except for minor offenses that do not primary reason for a file not to be interests as well, so if you want to be a disqualify for TS security clearance considered. A DA photo is valid for 5 Drill SGT or EOA, annotate to reflect under AR 380–67. years but it is required to be updated such.
1775 | Fall 2016 15 and career critical positions. This does not mean you always get to FROM THE SOLDIER pick your assignment, or that you will be SUPPORT BRANCH - • Currently there are 40 USMEPCOM given your first choice of duty location; 42A First Sergeant positions available but what it does mean is you are your best 42A50 Desk: across the continental United States; MSG Lasvontay Brown advocate and we will work with you to get Anchorage, Alaska; and San Juan, you the type of position you desire, while The First Sergeant is the essence of NCO Puerto Rico. NATO Brigade has First maintaining Army Readiness. Our best Army leadership and its importance Sergeant positions in locations across advice is that when you are contacted by cannot be defined in simple terms. The Europe such as Italy, Turkey, Belgium, your Assignment Manger or Professional First Sergeant is the cornerstone of a unit’s Germany and the Netherlands. Other Development NCO (IAW the Senior NCO success. They lead the unit proudly by authorizations include HR Companies, Contact Program), that you don’t solely instilling pride, motivation, and purpose. garrison, and select IET positions. focus on personal concerns (e.g., “recently A First Sergeant’s influence drives an Broadening Assignments. purchased a house”, “spouse is now organization to success. AG Soldiers Broadening positions are developmental employed”), but explain professionally who successfully serve as First Sergeants assignments that strongly contribute what you think is the right assignment for bring outstanding credit and honor to the to growing a Soldier’s operational you and why. You can relay the personal AG Corp. and strategic experience and skills impact, but your professional reasoning will have more leverage. Too often First Sergeant Positions are both (Broadening assignments: SHARP NCO, we see Soldiers focusing on a specific prestigious and career enhancing (68% EOA, Inspector General). Broadening geographical location, verses taking a of those selected to SGM had 1SG assignments will allow you to serve challenging career enhancing position experience), providing an outstanding outside your MOS to develop a wider that will strategically develop them for opportunity for Soldiers chosen to serve range of knowledge and skills that will future assignments and promotions. in these positions. Only the most qualified ensure you are a well-rounded Leader. A and motivated senior leaders are selected Broadening assignment will allow you to Our number one priority is to ensure and assigned as First Sergeants. be part of a strategic organization. Based that Army requirements are being filled on the current demand to fill Broadening IAW the Active Component Manning Leaders in the rank of Sergeant First assignments, the prerequisites, and limited Guidance. Our objective is to ensure Class (P) through Master Sergeant, can available population that demonstrated the your assignment supports professional be assigned as a First Sergeant based on ability to successfully fill these positions, development. Our goal is to support the following: outstanding qualities of if you are interested and qualify, we Soldiers’ personal desires. Our daily leadership, dedication to duty, integrity will consider moving you with only 24 charge is to place the right Soldier, at and moral character, professionalism, months time on station. If interested in a the right place, at the right time (for the MOS proficiency, appearance and 1SG position or Broadening opportunity Soldier, for the Army, and the Gaining military bearing, and physical fitness. please contact branch immediately. Command). We continue to have challenges filling our required 1SG positions. Interested leaders In Summary. We are here to service you Thank you for what you do each and should step forward and volunteer for an and your Family, and to collaboratively every day !! Defend and Serve! opportunity to serve in these rewarding identify the right assignment for you.
16 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com SECTIONArmy G1 Operations III
Acquiring, Developing, Employing and Retaining a Ready, High-Quality Force
By LTG James C. McConville Deputy Chief of Staff, G-1
he United States Army is the most potential adversaries. To this end, the Tformidable ground combat force on Army is shifting from simply distributing earth, and regardless of the challenges personnel to more deliberately managing we face, we must ensure the Army the talents that our Soldiers and Civilians remains ready to fight and win. Soldiers, possess to ensure that the Army has Civilians, Families, Retirees, and the necessary skills, knowledge, and Veterans are our greatest asset and they behaviors to win in a complex world. exemplify the Soldier for Life mindset in Talent management enhances Army their everyday commitment to the Army readiness by aligning individual and our Nation. As the Army continues capability with the Army’s needs while to compassionately and carefully draw optimizing human performance and down the force with a performance-based engagement. The true evolution in U.S. approach while remaining committed to military affairs requires a culture of LTG James C. McConville is the Army’s Deputy giving our Soldiers the benefits they’ve continuous learning and a transformation Chief of Staff, G-1. He previously served as the earned and the dignity and respect they on how we identify and cultivate the full Commanding General of the 101st Airborne Division (Air Assault) at Fort Campbell, KY, deserve, we must simultaneously recruit potential of our people. with service in Operation Enduring Freedom. resilient and fit Soldiers of character and Each policy directorate, which talents possessed by every member of the retain the most talented Soldiers with the comprise the Army G-1 team supports Army team and employing each member experience and skills necessary to meet the department’s pivot to deliberately to maximum effect. Going forward, Army our current and future needs. manage the talents of our Soldiers leaders at all levels are responsible for The Army Profession is a team of uniquely and Civilians by revising and creating ensuring all Soldiers have the opportunity talented people who collectively embody policies, programs, and processes that to reach their full potential by assigning America’s greatest advantage over our recognize and capitalize on the unique tasks, jobs, training, and development
1775 | Fall 2016 17 opportunities commensurate with a requirements needed to do well in a Resources System while simultaneously Soldier’s ability. particular military occupational specialty enabling us to manage the talents of the
To sustain a high quality Army that is (MOS). Additionally, Soldiers will take total force based on their knowledge, trained and ready, we must leverage all a new Occupational Physical Assessment skills, and behaviors. Additionally, available talent and ensure that every Test (OPAT) to predict a recruit’s ability IPPS-A provides an audit capability for Soldier is deployable and can get on the to perform physically demanding tasks pay and benefits to ensure the best use field and play his or her position both at required for his or her MOS. The of Army dollars for its human capital. home and away. We are committed to ASVAB coupled with the OPAT, will IPPS-A will provide greater permeability optimizing the human performance of better match Soldiers to those jobs where and transparency between all components every Soldier and Civilian in the Army they are most likely to be successful and of the Army will allow us to employ and Total Force and we seek to build cohesive maximize their talents. retain our very best. teams of trusted professionals who thrive Developing Talent. The Army has always Retaining Talent. The Secretary of in ambiguity and chaos. To that end, we been known for developing world-class Defense recently announced his intent to have established a Talent Management leaders. In order to ensure we are ready seek additional authorities from Congress Task Force to integrate and synchronize of the future fight, we’ve instituted two to allow greater flexibility in the military’s Army efforts to acquire, develop, employ, key initiatives for the non-commissioned “up or out” system. While this system and retain a high quality force that can officer corps. First, the Select, Train, continues to serve its purpose today it fight and win against any foe in the world Educate, Promote (STEP) model was does not unequivocally ensure the best on the battlefield. implemented to ensure the appropriate utilization of talent and potential. A shift
Acquiring Talent. This year the Army training, education, and experience is to a more deliberate and individualized expanded its talent-based branching completed before promotion to prepare career management talent system will model for newly commissioned Army NCOs to lead and win in a complex provide the Army greater flexibility to officers to the Reserve Officers’ Training world. Second, we fielded a new Non- use a Soldier’s skills and expertise where Corps (ROTC). This new approach, Commissioned Officer Evaluation Report they are most needed and best retained. inaugurated at West Point is now used (NCOER). This report allows the Army At the end of the day, the Army is people. in ROTC to gather detailed information to differentiate talent and better determine The men and women who serve our on the unique talents possessed by each those non-commissioned officers with Nation, along with their families, are our cadet, as well as on the unique talent the very best performance and potential. most important asset. We must ensure demands of each Army basic branch. For our officer corps, we are the midst of we provide them the required resources, This allows for the creation of a “talent conducting a review that will ensure all have the right person with the right skills market” that identifies the strengths developmental opportunities are based in the right place, and that our Army is of every officer and places them into a on performance and future potential. ready when called upon to fight and win career field where they are most likely to Employing Talent. We are in the our Nation’s wars. Winning Matters! thrive and be engaged, productive, and process of developing and implementing satisfied leaders. the Integrated Personnel and Pay System
Future Soldiers will continue to take – Army (IPPS-A). This is critically the Armed Services Vocational Aptitude important for our Army because for the Battery (ASVAB) as a predictor of first time ever, it will provide us complete their ability to meet the academic visibility of the total force in one Human
18 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Directorate of Military Personnel Management (DMPM)
By MG Jason T. Evans Director, Military Personnel Management Today’s operational environment requires officer and enlisted accessions (including the Army to acquire, develop, employ and accession medical standards, personnel retain people whose collective capabilities and language testing policy, accession move the Army beyond “competent” research and specialty classification) and firmly into the realm of “talented.” and manages enlistment incentives The Directorate of Military Personnel to guarantee the Army a continuous Management (DMPM) directly supports flow of the highest quality Soldiers the Office of the Deputy Chief of Staff, to meet specialty/branch and strength G-1, serving as the principal agent requirements. The division chief serves for integrating manpower, personnel, as the Army accessions lead to Congress, institutional training and resourcing plans Department of Defense, Veterans Affairs, and policies. the Office of Personnel Management, the Pictured is the Directorate of Military Personnel The DMPM is the Army staff lead Joint Chiefs of Staff and various other Federal agencies. Major accessions Management leadership team. From left to right: for personnel readiness (i.e., Enlisted, Mr. Paul Aswell (Accessions); COL Greg Ash initiatives over the past year include the Warrant, and Commissioned) and acts as (Suitability); LTC(P) Char Stallworth (Enlisted a conduit between the Assistant Secretary implementation of the Occupational Career Systems); MG Jason T. Evans (DMPM); of the Army (Manpower and Reserve Physical Assessment Test, a screening Mr. Phil Smith (Institutional Training); COL Affairs), Deputy Chief of Staff G1, the tool that better matches individual Steve Turner (Officer); LTC David Deppmeier Joint Staff, the Office of the Secretary competencies with the branches and (Command Policy). Front: COL Lorri Golya of Defense and Congress for personnel functions of the Army; implementation (Deputy DMPM) and COL Susie Granger policies that impact the Total Army. Some of S2020 that outlines the way ahead for (Deputy DMPM RC). Not pictured: COL Adam integration of women into the full range Rocke (Soldier For Life) and SGM Frankie Leyro of the current major focus areas include (DMPM SGM). readiness • transgender service • religious of Army competencies and accession division also oversees the Army G1’s accommodation • the integration of women of over 150,000 officers and enlisted Personnel Contingency Cell in the into combat units • Army drawdown Soldiers. Army Operations Center. Significant • overseas contingency operations • Enlisted Career Systems Division. accomplishments over the past year include recruiting / retention / promotions • The Enlisted Career Systems Division publication of the Active Component Active component/Reserve Component develops, integrates, publishes, and Manning Guidance, Personnel Readiness accessions and integration •Total Army manages policies and programs to include and Medical Deployability Redesign, Institutional Training Program • and professional development, retention, implementation of Select, Train, Educate policy and army regulation updates. and Promote (STEP) for enlisted The directorate executes its duties career development, development and responsibilities through the of the Command Sergeant Major, following seven separate but Central Selection List All-In policy interrelated divisions with broad and Army Directives for policy on portfolios of work – Accessions • Retaining a Quality NCO Corps (RCP Enlisted Career Systems • Officer Change), as well as Temporary Early Division • Command Policy and Retirement Authority enhancements Programs • Suitability • Institutional for all components and the Enlisted Training • and Soldier For Life. Drawdown Plan. Additionally, the DMPM provides Officer Division. The Officer primary policy oversight of Human Division develops legislation, policy, Resources Command, United States directives, and strategies for the Army Recruiting Command, United life-cycle management of officer States Army Cadet Command and the promotions, centralized selection boards, personnel, to include manning, joint United States Military Academy. separations, first-term attrition, readiness reporting, assignments and utilization, management, separations, continuations, Accessions Division. The Accessions tour lengths, individual Soldier dwell and recall programs. The division develops Division oversees policies and procedures management, and medical policies for requirements and board instructions on for Active Army and Reserve Component wounded, ill and injured Soldiers. The behalf of the Secretary of the Army and
1775 | Fall 2016 19 Chief of Staff, Army for the conduct of over improving Talent Management (Diversity, and aligns requirements - manpower, 250 Department of the Army Centralized Skill, Experience) at the point of officer equipment, facilities and training base selection boards for Active Army and commissioning and branching; retaining capacity with available resources; Reserve Component officer promotions Soldiers with the greatest potential; adjusting programmed resources to (CW2-CW5 and CPT-COL), and active shaping, balancing and sustaining the fiscal constraints through the Analysis of Army COL/LTC level command and officer and enlisted forces to meet End Change Cell and Training Requirements Senior Service College selection boards. Strength and Force Structure Allowance Arbitration Panel processes. In addition to these boards, the division requirements. also processes approximately 1,000 To ensure the effective execution individual promotion review and special of suitability and fitness programs, selection boards. Major accomplishments the Suitability Division is working over the past year include Retroactive to implement an updated Personnel Soldier for Life Division. A “Soldier Joint Qualified Service Credit, Goldwater- Suitability Screening Policy (PSSP) to for Life” is a resilient and fit leader of Nichols reform Initiatives, the Army ensure the Army selects and assigns the character, committed to a lifetime of Directive establishing Screening best-suited personnel to occupy positions service to the Army and our nation; a Requirements for Adverse and Reportable of trust and authority by employing a trusted professional who serves honorably information, Career Intermission Pilot standard screening procedural process. and remains connected with the Army team Program, Performance Based Graduate The Army G-1, in conjunction with long after hanging up his or her uniform. School Incentive Program, and Officer Commanders, Human Resources The Soldier for Life division addresses how Drawdown planning and execution. Command, Army Criminal Investigation to inspire this ethos in our transitioning Command Policy and Programs. Command, Department of the Army Soldiers through a myriad of ways and The Command Policy Division develops, Inspector General Office, Department of means - employment, education, strategic plans, coordinates and executes policies Defense Central Adjudication Facility, and initiatives and outreach, retirement services, as they pertain to command authority, Family Advocacy (Army Central Registry) health, national programs, and social media S2020 (Women in the Army), Transgender screens personnel records for positions presence. From the moment someone Service, Religious Accommodation, that fall under this PSSP. In addition, the earns the title of Soldier, throughout their and Religious Freedom and Restoration Suitability Division will implement a new military career, through transition and Act. These initiatives require extensive Army Directive which assigns roles and beyond, these individuals carry with them coordination across the Army Staff, the responsibilities for the establishment of the intangible, invaluable skills the Army Reserve Components, the services, and the Army staff proponent for suitability, teaches – leadership, commitment, and the Office of the Secretary of Defense. fitness and credentialing of all personnel. resiliency and have a unique opportunity The division is also responsible for the These efforts are critical to the Army’s to serve as Army ambassadors within their synchronization and advancement of ability to select only the best personnel to communities. “Army Profession” initiatives and ethics serve in these important positions. The DMPM team members are seasoned integration as promulgated by the Army Institutional Training Division. As professionals representing decades of Chief of Staff, the Secretary of the Army, the proponent for individual institutional field experience as Adjutant General and the Center for the Army Profession training requirements and resources, the Corps officers and civilians, augmented and Ethics. Major accomplishments training requirements division identifies, by officer and civilian experts from most over the past year include successful validates and programs Total Army training branches of the Army. This highly effective integration of women into previously requirements and resources needed to team is committed to developing and closed occupational specialties, religious man the Army (accessions), grow Army implementing timely and feasible policies accommodations, and the Commander leaders (leader development), and build that support and improve the readiness 360 Program. and sustain personnel and operational of the force, develop and advance the Suitability Division. The newest unit readiness. Individual institutional exceptional talent resident in our ranks, division in the DMPM, the Suitability training includes Initial Military Training, and enable the Army to continue to recruit Division has the over-arching mission Professional Military/Civilian Education and retain the Nation’s very best young to implement national and agency (PME), and Functional/special skills men and women. guidance relative to suitability, fitness and training (Skill Qualification Identifiers, DMPM Highlights. Select, Train, credentialing of all personnel to sustain Additional Skill Identifiers, and Skill Educate, Promote (STEP) (Enlisted Career Army readiness through a thorough and Identifiers), whether taught in residence Systems Division). A major area of focus appropriate screening and vetting process. at a training institution or via the Army’s in the DMPM has been the development Within the DMPM’s framework, the Distributed Learning program. and implementation of Select, Train, Suitability Division impacts five of the The division serves as the project manager Educate, Promote (STEP) policy. This DMPM’s priorities: updating the Army’s for the Army Training Requirements and policy requires completion of a professional policy and process to screen Soldiers for Resources System (ATRRS), the Army’s military education (PME) courses to fully suitability; planning, coordinating and Enterprise-level authoritative data source qualify Soldiers for promotion to the implementing a comprehensive policy for institutional training data. The division rank of sergeant (SGT) and above which for the management and reporting of manages change at the Department necessitated the development of an agile and adverse and reportable information; level in coordination with Army G-3/5/7 adaptive non-commissioned officer (NCO)
20 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com and an investment in PME. The continuum to have concern for our ethics and our represent developmental experiences of PME includes institutional, operational, commitment to our stated Army values. In along a path of leadership growth. The and self-development learning experiences response to these concerns and to revised Army is not a zero defects institution. The that are academically, intellectually, guidance from the Department of Defense revised Department of Defense Instruction and personally challenging. By linking (DoD), the Army has taken steps to evaluate (DoDI) refines the definition of adverse structured self-development and the NCO and enhance the processes through which information (AI) that the Army must Education System (NCOES) to subsequent we ensure that the best, brightest, and most consider to justify exemplary conduct. promotion, the Army better prepares NCOs capable officers are nominated to advance While the promotions process has become for the complexities of today’s operational in our ranks and shoulder the heavy more complex and time-consuming, after environment while reinforcing the benefits responsibility of leading and safeguarding almost a year of applying this guidance, of a deliberate and progressive professional our most precious resource - our Soldiers. we have been able to bring our timing development strategy. On July 18, 2016, the Secretary of the Army very close to the original 90-day span Beginning with the January 2016 (SecArmy) approved new policy guidance from selection for promotion to the promotion month, promotion pin-on to for Active and Reserve Component officer announcement of those promotable. Our SGT requires graduation of the Warrior and warrant officer post board screening current interval is close to 115 days and Leader Course (WLC), and promotion (PBS) process that will help us ensure we project a return to the original 90- pin-on to staff sergeant (SSG) requires the quality of those we promote to higher day interval by the end of this year. The graduation of the Advanced Leader Course ranks. diagram below shows the steps and the (ALC). Regular Army or Army Reserve For years, the promotion process has been agencies now involved in the process for selection board promotion to sergeant in place for appointment nominations to screening officers and warrant officers first class (SFC) requires completion of General Officer grades. Revisions to DoD nominated for appointment to higher the Senior Leader Course (SLC). Soldiers guidance now require the Army to apply grade, and the timing as it stands today. on the recommended list who are not the same level of rigor to all appointment The Army’s commitment to provide graduates of the respective course are not nominations to the grades of colonel and the very best leadership for sustaining considered fully qualified for promotion below. The scrutiny must occur prior readiness and treating their teams with pin-on regardless of their accumulated to the SecArmy certifying exemplary dignity and respect is absolute. The Army promotion points. These Soldiers remain conduct and forwarding a nomination must select leaders who are physically, on the recommended list in a promotable to the Secretary of Defense. This morally, and professionally qualified to status, but they are not eligible for change involves a significant additional perform the duties and responsibilities we promotion pin on until they become fully investment in labor and time, but the entrust to higher leadership positions. The qualified (by completing the required results are worth the effort. The revised new screening policy ensures the Army course) and a promotion requirement process gives the Army an objective view recommends officers for promotion who exists. Soldiers will otherwise remain of the character and values of aspiring meet the required standard of exemplary promotable until they are either promoted leaders and allows the institution to vet conduct, and reinforces the Army’s or separate from the Army. SFCs will and appropriately discount incidents that leadership as a values-based institution. have 18 months (24-36 months for Reserve Component) to qualify for promotion or are subject to removal from the promotion list. This change in policy shows the Army’s commitment to leader development and supports the Army’s goal of shaping and developing an agile and adaptive force that is ready to win in a complex world. Officer Promotions (Officer Division). The Army has long been a repository for the country’s best and most energetic leaders. Our ranks are replete with men and women of remarkable character from across the spectrum of American society with the intellectual agility and physical determination to achieve our Nation’s Defense missions in a complex and evolving world. Isolated incidents in the last several years have encouraged our civilian leaders and some in the public sector
1775 | Fall 2016 21 The Civilian Human Resources Agency
By Pamela Lucchese Special Assistant to the Director
he Army’s workforce has discrete • Actions Processing and resolve problems and conflicts. The Tand specialized segments that, by • Records Maintenance CHRA NAF Division designs, develops, necessity and law, are managed differently. • USA Staffing Assistance and delivers NAF HR training, job One of these specialized segments is our • Training for HR Career Field aids, and reference tools in addition to Civilian workforce. The Civilian Human • Succession Planning managing the budget for CHRA NAF Resources Agency (CHRA) supports CHRA Divisions. The Civilian HR Community and Army NAF HR Army Human Resources System by Information Services Division (CISD) Training program. CHRA NAF Division providing comprehensive human provides operational support to a variety prepares, analyses and publishes the bi- resources (HR) services across the entire of civilian personnel management annual Army NAF Turnover reports and lifecycle of civilian employment, from systems and programs. This support associated costs. recruitment to separation, for all civilian includes investment certification,Team Training and Development. personnel within the Department of the enterprise architecture documentation, CHRA is the exclusive agent responsible Army for multiple personnel systems. programming and executing budgets for the training and development of CHRA provides worldwide HR services, for automation, and centralized 24x7 the Army’s Civilian Human Resources advice, and support for all HR functional worldwide civilian personnel systems (CHR) practitioners. The training is areas to include: operations. CISD, utilizing a mix of targeted to the enhancement of technical • Human Capital Workforce – Advice & government and contractor personnel, competencies as well as the development Assistance is responsible for development and of leadership and personal competencies • Classification sustainment of all Army Civilian Human for the CHR community. A team of • Recruitment & Staffing Resource (HR) Information Systems and CHR professionals serve as functional • Compensation & Pay efficient procurement, accountability and managers for all of the CHR program ➢ Management & Employee Relations operation of IT infrastructure. areas, i.e. Staffing, Classification, MER • Performance Management The Non-appropriated Fund (NAF) / Labor, etc. They analyze, design, • Labor Relations Division oversees Army-wide NAF HR develop, implement, and evaluate • Benefits –Advice & Processing Operations. They provide operational (ADDIE) a program of instruction that • Retirements guidance and assistance to both NAF includes classroom, on-line and distance • Workers Compensation and APF HR communities in all NAF learning. A well-managed adjunct faculty • Administering Unemployment HR functional areas. They also reply program enhances the delivery of training Compensation Claims/Inquiries to daily inquiries, interpret NAF policy courses and development of materials. In addition to CHR expertise, skilled curriculum development specialists and experienced technicians guarantee that the training and development of the CHR Professional continues to be ready, reliable, and relevant. Our Achievements. One of CHRA’s premier achievements was the establishment of the Automation Innovation Center (AIC). The AIC works to create web applications to capture Civilian Human Resources (CHR) data for use in reporting or updating CHR applications such as Defense Civilian Personnel Data System (DCPDS) or electronic Official Personnel File (eOPF). Army Civilians recite the Army Civilian Creed during new employee orientation Previously, actions such as appraisal
22 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com ratings and awards required a human to benefits related services to approximately EBIS has many valuable tools employees process them into DCPDS and eOPF. 303,000 Army employees world-wide. can use to learn about their benefits. AIC uses web pages to gather all the The History of ABC-C. The ABC-C There are calculators that allow information through web applications, changed the way Army-serviced civilian employees to run retirement and TSP puts this information into a database, employees elect and maintain their projections. Employees can adjust their updates DCPDS, and uploads the high-three salary amount or use different documents to eOPF. This is done retirement dates to see how it affects by replicating the decision logic of their retirement annuity. EBIS also has 8 activities and using the results to drive eSeminar modules where employees can computer-generated key strokes or learn about different benefit topics from mouse movements to process personnel new employee orientation to financial actions. While the automated processes planning. Also, employees within five are running, quality control checks years of retirement eligibility may are performed, resulting in the rapid request a personal retirement estimate processing of large numbers of personnel via HR Link to be computed by an actions, with 100% accuracy. AIC also ABC-C specialist, and even fill out their creates just-in-time web applications to retirement application. help gather information or documents, Employees may also call the ABC-C toll- and maintains a repository for reporting. free at 1-877-276-9287 and speak with Some examples of web applications benefits. Traditionally, personnel experts one of their trained benefit specialists. created by AIC are the Furlough Tracker located at Army installations advised Specialists are available Monday through used during the 2013 Army furlough civilian employees on benefit issues. Friday from 6:00 am to 6:00 pm Central and the Background Check Verification Downsizing and consolidation resulted Time. The specialists answering the Tracker (BCVT) used by Child, Youth in a loss of highly specialized benefits phone are the same specialists who and School Services (CYSS). Both expertise. However, the consolidation process retirement and disability actions web applications have helped reduce challenged the Army to deliver a as well as death applications. In 2015, manual workloads. In 2015, the AIC system that provided more current, ABC-C benefit specialists handled processed more than 2.7 million actions accurate, consistent, and timely benefit well over 170,000 incoming calls from with an estimated cost avoidance of information and services to customers. customers, processed 11,440 retirements, approximately $4.87M. The cost savings Now, employees simply log into the 13,813 retirement estimates and 475 was significant and enabled human Employee Benefits Information System death claim actions as well as a multitude resources staff to dedicate their time to (EBIS) through the ABC-C Website of other related benefit actions. the more analytical processes. This was at https://www.abc.army.mil to make In 2004, the ABC-C offered their services an increase in cost avoidance of almost their election. Employees can view to the Defense Contract Management $1.5M from the prior year. their current and projected elections. Agency (DCMA). In 2010, they also CHRA is also the home of the Army Elections can be made at the employees’ began servicing benefits to both the Benefits Center-Civilian. Located at convenience at work. Air and Army National Guard Bureau. Fort Riley, Kansas, the consolidated EBIS also allows employees to view Additionally, they service the Defense benefits center was established in 1999 personal benefit information such as Commissary Agency (DECA) employees with a staff of over 100 Army civilian retirement and death survivorship. located overseas. employees. Today, the ABC-C provides Through EBIS, employees can access and State-of-the-Art Technology. The ABC-C print My Personal Statement of Benefits, uses secure technology and automation a comprehensive statement that shows in everything they do. Besides the employees their current and projected ABC-C and EBIS websites, an FEHB, FEGLI, and TSP elections. It interactive database is used that updates also shows various projected retirement other personnel and payroll systems and disability retirement estimates and seamlessly. Through this system, FEHB Social Security and TSP projections. In elections are transferred electronically addition, the statement shows death-in- to health insurance carriers to process service benefits such as monthly survivor changes and/or send out insurance cards. annuities or lump-sum death benefits. The statement shows employees their The Benefits Automated Tracking System AutoNOA is one of two branches of the AIC. annual leave balance and its value. (BATS) is an excellent case management
1775 | Fall 2016 23 system the ABC-C uses to not only Specialists are also responsible for the such as ability to retire early with an manage but anticipate workload. Every review and submission of evidence to enhanced annuity, and eligibility for benefit action received from retirement support the Agency’s position as the special pay (special salary rate and/ applications to Post-56 military deposits agency representative in Administrative or Law Enforcement Availability Pay). are logged in and monitored for timely Hearings for both unemployment and They are also subject to Maximum Entry completion. Every customer call is workers’ compensation claims. This also Age (MEA) restrictions, Mandatory also captured in BATS. The CPACs and contributes to minimizing the overall Retirement and pay a higher retirement HROs can also view actions in BATS for costs to the Army. contribution. The audit showed several their serviced population. Unemployment and Workers’ deficiencies with oversight of SRC New Missions in ABC-C. Because of Compensation Specialists are available positions such as missing position the success of consolidating benefit Monday through Friday from 7:00 am to approvals and employees hired over the processing Army-wide, the joint benefit 5:00 pm Central Time and can be reached MEA. CHRA worked with programmers center was ready and eager to take on toll-free at 1-866-792-7620. Information to develop several tools to resolve the new missions. In 2013, the ABC-C began concerning these new missions can be deficiencies. Those tools included a QC processing unemployment compensation found on the ABC-C website. Monitor to implement quality control claims for all Department of the touch points at specific steps in the HR The ABC-C was the Department of the processing, an Audit Tool for importing Army civilian employees. Previously, Army’s first consolidated benefits center unemployment claims were handled at employee records and recording audit and has proven to be very successful. By findings and an SRC search tool for the local installations, but due to the strict consolidating actions in one location, the timeliness and submission of forms the quick identification of formally approved ABC-C can remain current and provide position descriptions (PD). CHRA then cases had to be handled swiftly. If forms consistent, top-notch training to their were not submitted by the agency within began a 100% audit of SRC employee employees. They have anticipated and records to identify all current and a certain timeframe, unemployment therefore, exceeded their customers’ compensation was automatically awarded historical PDs which required submission needs in every aspect. Because of their for approval. to the claimant whether it was warranted consolidation, state-of-the-art technology, or not. and proven successful expansion in new The audit involved a review of The ABC-C quickly jumped into missions, the joint benefits center will be approximately 3,000 PDs, which was a action, created a process, and exceeded able to support any centralized functions significant workload. CPAC involvement expectations in the unemployment arena. if any future need arises. in the process was crucial so that the full impact to each employee and especially To date, the ABC-C has processed 29,881 CHRA regularly works issues and unemployment claims and challenged negative impact to employees was projects in support of Department of the minimized. 9,710 invalidated cases saving the Army Army. An example of one such project thousands of dollars. is Special Retirement Coverage (SRC) Finally, the CHRA Regions and/or In addition to unemployment compensation, for Firefighters, Law EnforcementCPACs now continually provide ongoing the ABC-C initiated a centralized workers’ Officers, and Air Traffic Controllers. In QC reviews to ensure that the personnel compensation pilot in 2013. The ABC-C coordination with AG-1(CP), actions for SRC positions are processed according to statutory, regulatory, and began servicing 5 Army sites and has grown CHRA was responsible for ensuring to 27 current locations. They process on policy provisions. The ABC-C is even that Army had received an official SRC a part of the QC process. They closely average 450 new injury compensation determination for all current and past claims per year while maintaining a balance monitor all estimates and retirement impacted positions. It required a review requests to identify any historical PDs of approximately 1,800 open claims which of duties performed and the preparation are managed by a staff of trained specialists. that may have been overlooked during the of requests for certification of eligibility review of employee records in an effort The success of meeting the Army’s from higher level offices (OSD for most, to ensure no employee’s retirement is timeliness requirements for these new M&RA for a small portion). negatively impacted. missions can be attributed to BATS that This project began when the Civilian allows specialists to manage claims and Personnel Evaluation Agency (CPEA) track former employees. This technology conducted a sample audit of Army has allowed the specialists to quickly employees occupying positions identified challenge fraudulent claims which has as falling under provisions for SRC resulted in a cost avoidance of over 26 impacted positions. Employees falling million dollars. under SRC receive certain entitlements
24 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Army G-1 for Civilian Personnel
By Bonnie W. Roberts and Teresa R. Briley
he Army Civilian Corps plays an of Defense Tintegral role in accomplishing the authority to Army’s statutory missions, which makes promulgate sustaining appropriate readiness levels agency within the Army Civilian Corps key to rules and mission success. The Department of the regulations Army’s Office of the Assistant G-1 for for a fair, Civilian Personnel (AG-1 CP) supports credible, and the Army civilian readiness mission transparent by managing the Civilian personnel performance programs and implementing policies. management The AG-1 CP mission is to shape the program. strategic direction of Civilian Human Based on this Resources and ensure the success of authority, the the Army with an effective and efficient Department, appraisal cycle (1 April - 31 March); a Civilian workforce through five lines of through a collaborative labor- 90-day minimum performance period; effort: management engagement process a three level rating pattern where 1. Develop and implement policy known as New Beginnings, developed employees are rated Outstanding, Fully governing the management and an enterprise-wide performance Successful or Unacceptable at the end utilization of Department of the Army management and appraisal program of the performance period; and the use Civilians. for the majority of Defense civilian of an automated tool (MyPerformance 2. Develop and manage the operation of employees. tool) for documenting performance Human Resource information systems This new performance management plans, performance discussions, and supporting Army Civilians. program – more formally known as the annual ratings (i.e., appraisals). Another 3. Oversee program, policy and enablers Defense Performance Management key feature of DPMAP is supervisory for Human Resource specialists and Appraisal Program or “DPMAP” accountability, as supervisors are key ensuring effective delivery of CHR – is intended to cultivate a culture players in the success of this enterprise services across the Army. of supervisor-employee engagement program. As such, performance plans for 4. Evaluate the management of and accountability in support of high supervisors must contain 50% or more employees and the administration of performing organizations across the supervisory elements versus technical the Army Civilian personnel program. Department. Under DPMAP, supervisors elements. 5. Communicate the value of Army are expected to engage employees through DPMAP is one of the primary New Civilians to stakeholders. on-going performance discussions, with Beginnings initiatives that support a Cultivating a Culture of High a minimum of three feedback sessions culture change in the Department. The Performance. In the wake of the during the rating cycle; and look for hope is that the collective group of 2010 demise of the National Security opportunities to recognize employees New Beginnings initiatives will help Personnel System, the U.S. Congress throughout the performance cycle for the Department to develop and sustain challenged the Department of Defense doing their job well rather than waiting high performing organizations where (the Department) to develop a to be recognized at the end of the Civilian employees are able to clearly replacement performance management performance cycle. Over 200,000 Army see how “they” contribute to the success system that would continue to promote a Civilian employees will transition into of the mission of the Department and culture of high performance. Specifically, DPMAP through a phased approach over their organization. For more information Congress enacted the National Defense the course of 21 months from April 2016 regarding New Beginnings DPMAP, go to Authorization Act (NDAA) for Fiscal through October 2018. Department of Army Civilian Personnel Year 2010, which provided the Secretary DPMAP key features include: one On-line at http://cpol.army.mil/#.
1775 | Fall 2016 25 Army G-1 Directorate of Plans and Resources
By CPT Ivan Fuentes
he Directorate of The Military Strength TPlans and Resources is Analysis & Forecasting responsible for programming Division (DAPE-PRS) (i.e. budgeting, justifying performs model simulations and executing) the required of the major decisions related resources for the Army to the size and quantitative Military Personnel Manpower analyses of the G-1’s Strength Programs, including the Army Analysis & Forecasting National Guard and the United Division. Whether increasing States Army Reserve, for the the size of the Active Future Years Defense Program. Component (e.g. “Grow The We are a team of teams Army” in the late 2000’s), comprised of HR professionals decreasing the size of the dedicated to supporting these requirements to Army Budget AC (e.g., current drawdown and empowering Soldiers, Civilians, Office, Program Analysis and Evaluation efforts), or holding steady (TBD), the Families and Veterans worldwide in an Directorate, and OSD. We also monitor G-1’s division of operations research era of persistent conflict. the execution of Military Personnel analysts uses techniques ranging from The Military Personnel Structure & Appropriations by synchronizing spreadsheet analysis to advanced Plans (DAPE-PRR) is the principal multi-compo programs and budget optimization and simulation software advisor to the Director, Plans and execution through the Monthly Military to identify or evaluate personnel-based Resources and Army G-1 for DoD’s Program Review; validate costing for courses of action. These analyses have Planning, Programming, Budget and emerging requirements; coordinate direct impacts on accession missions, Execution (PPBE) process related to current year budget strategy with Army retention missions, and promotion Army military manpower and supporting Budget Office; prepare leadership for requirements for the current and next personnel programs in order to provide Congressional hearings and prepare seven fiscal years. Analyses from this leadership with the capability to make responses to Congressional inquiries division are also the beginnings of force resource informed decisions. The PPBE related to funding; work with Army shaping and distribution analyses and process is the DoD process for garnering Budget Office to develop the Army’s decisions made at Human Resources resources (people, equipment, facilities, President’s Budget justification books Command. The Strength Analysis and funding) to perform the Army and as necessary, brief OSD, OMB, & Forecasting Division provides the mission. For the G-1, Resources Division and Congressional staff members on quantitative support senior leaders provides management, oversight, and Military Personnel funding. need to make decisions that will ensure administration throughout all phases the Army complies with legislative The following are examples of what we requirements and budgetary constraints of PPBE with special emphasis on have done: building and defending the Program while retaining viable career paths for Objective Memorandum (POM) for Main effort in the most recent months Soldiers now and in the future. the 53 Manning Program Evaluation for Resources Division has been to build The Military Personnel Structure Group (MM PEG) programs--simply the POM for FY18-22. As the largest and Plans Division (DAPE-PRP) put, the POM is how we document by PEG of six in the Army with nearly performs several key functions in support quantifying and articulating all of the 50% of the total Army budget, this was of Army manning. Our primary function resourcing needs for the 53 separate G-1 a monumental endeavor, especially is the compilation and production of the programs for future years. We program in a period of declining DoD funding. Personnel Management Authorization for MM PEG requirements and manage The MM PEG analysts worked closely Document (PMAD). The PMAD’s funding totaling $62B annually across 53 with PA&E to defend our requirements primary purpose is to provide Army programs called Management decision in order to obtain sufficient resources Human Resources Command with the Packages (MDEPs), 8 appropriations and required to support the ongoing Army unit level manning requirements for all multiple Army Components. As part of effort to recruit, retain and sustain a high active component Army organizations. the POM build, we review and validate quality volunteer force. Additionally, the PMAD provides the requirement submissions for all military A significant supporting effort is the aggregate grade detail required to inform manpower and supporting personnel work of one of our Program Analyst both the POM and budget development programs. We ensure each validated who’s analysis of the Enlisted Incentives actions of the Manning PEG. Through requirement and funding decision meets program shed light on multi-year bonus our management of the Army’s grade the intent of senior Army leadership obligations and attrition rates which plate we help ensure both a viable and guidance and overall M&RA/G-1 have served to significantly improve the affordable force structure; ensuring policies and priorities and help defend oversight and execution of this program. that organizations can be adequately
26 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com manned without placing an adverse and military manpower analysts at all to achieve Army mandates of recruiting burden on the Army’s Total Obligation levels are integral to the resourcing and retaining high-quality military Authority. The grade and skill detail process. personnel to satisfy the National articulated in the PMAD is used to To maintain the strength and capabilities Military Strategy objectives. Ensures inform both accession and promotion/ of the MFM community, the Army offers compliance with policies, internal retention modeling; ensuring that the extensive training to its civilian and control standards, and audits. Coordinate Army recruits, promotes and retains the and implement programs, congressional soldiers necessary to man active mandates, special projects, and component organizations. In other Army directed military short, the PMAD is the source compensation initiatives. document that provides the Analyze the utilization of detail necessary to inform existing entitlements programs, all facets of the Manning research trends, and identify enterprise. best practices in order to Additional support to the promote functional efficiency manning enterprise comes and productivity. Propose through our administration legislation and policy directives of the Military Occupational for all forms of military pay and Classification and Structure allowances. (MOCS) process. This process The Manpower Allocation covers a broad range of areas which military workforce. Through Civilian Division (DAPE-PRA) is the influence the structure and composition Career Program 26, civilians are principal advisor to the Director, Plans of the Army. Key functions include provided training, development and a and Resources, and the Army G-1 for additions, revisions and deletions of: path to building the requisite skills in its DoD’s Planning, Programming, Budget MOS/AOC, skill identifiers, required 3,200 strong workforce. Civilians learn and Execution (PPBE) process related physical and mental standards and through foundational courses offered to Army civilian manpower, military modification and maintenance of skill by the Army Logistic University and manpower contributions to Joint and level grade classification tables for return to their organizations ready for Defense activities, and programs all commissioned officer, warrantthat all important on-the-job training; within the Army’s Executive Agent officer and enlisted AOC/MOS. The this element is a major component in Responsibilities. PRA represents these MOCS process provides the field with building the depth of our community equities in the PPBC forums, co-chairing a comprehensive and responsive forum bench. Leaders acknowledge the need the Program Budget Assessment Team for implementing changes to personnel for analysts to develop a resource with PAE, ABO and G-3. The scope requirements while ensuring adherence management perspective, consequently of responsibilities covers all Army to a fiscally sound and viable total Army our training plans leverage cross Commands, all Combatant Commands, personnel structure. functional training in the comptroller Joint Activities, and Defense Agencies, The Department of Army lane. Leaders see great benefits in and programmatically all Army MDEPs Manpower and Force Management reaching across functional lines, all with civilian or military manpower, Community (DAPE-PRM) supports with the goal of better serving decisions all accounts which fund civilian Civilian employees designated as makers. Military service members in payroll (11 Army accounts, 5 Defense- Career Program 26 (Manpower and Functional Area 50 learn their craft wide accounts). PRA is co-chair Force Management) careerists and through an extensive 14- week training of the Civilian Pay Working Group Soldiers trained as Functional Area 50 program. After this course, these which annually provides the key cost Force Managers. In exercising these soldiers hone their skills in their next factors for civilian payroll to Army responsibilities, leaders within Army’s assignment, be it with a Combatant programmers to direct and inform their Manpower and Force Management Commander, Joint Staff or Army staff decision processes regarding over $25B (MFM) community serve active roles organization. From entry level positions per year of costs. Furthermore, PRA in all resource management decisions. to senior managers, manpower and force is a key contributor to the work of the These roles cannot be stressed enough management professional development Civilian Pay Working Group providing given the tremendous external and is promoted through an active strategic transformational direction and analysis internal budget pressures. Manpower communications portfolio. to improve the accuracy and reliability analysts across the Army, with primary The Army Compensation & of its products. PRA is a key technical focus on the quantity and quality of its Entitlements Division (DAPE- advisor to the Civilian Workforce personnel requirements, are continually PRC). The mission of the division are Shaping Forum, providing decision engaged in planning, programming to develops and oversees Army policies support products such as current-year and budgeting phases resulting in relative to military pay and allowances, strength and expense data, as well as mission support. Regardless of the compensation legislation, travel, providing recurring updates on efforts issue, funding cuts, base closures, transportation, special pays, health by Congress, OMB, and OSD to guide, transitioning the operating force or benefit options, and beneficiary benefits. direct and understand the Army’s expanding special programs, civilian Synchronizes all compensation efforts workforce requirement and Total Force Management policies and practices.
1775 | Fall 2016 27 U.S. Army Research Institute for the Behavioral and Social Sciences Field Operating Agency of the Army G-1
he U.S. Army Research Institute for by the Army since World War I and some grounded in sound personality theory Tthe Behavioral and Social Sciences are still in use today. These included the and sophisticated psychometrics. TAPAS (ARI) operates as a Field Operating Army Alpha/Beta Tests, Army General mitigates faking by computer-generating Agency of the Army G-1. As a Science Classification Test, Army Classification a test that draws from a large pool of and Technology (S&T) lab, ARI’s core Battery, and Armed Forces Vocational statements and “on the fly” combines mission is inventing for the future while Aptitude Battery (ASVAB). ARI continues two statements for each applicant based maintaining an organizational culture of to conduct research and participate in on his or her previous responses. Each action in support of emerging Army needs. Joint Service reviews/modifications of test is essentially unique. The test taker ARI’s S&T program is focused on the ASVAB (e.g., potential new tests of sees two statements and selects the one developing innovative measures and cognitive/spatial ability). that is “most like me.” TAPAS assesses methods to optimize the Soldier lifecycle Non-Cognitive Assessment. Since the 26 personality constructs such as and talent management, developing 1980s, ARI has conducted research achievement, leadership, selflessness, theories and investigating new domains and development in non-cognitive tests adjustment, tolerance, team orientation in the behavioral and social sciences, (temperament and personality, life and interest in physical conditioning. conducting scientific assessments,experiences, vocational interest). ARI’s Extensive ARI longitudinal research providing behavioral and social science research is widely recognized as ground- and operational validation demonstrates advice to human resource authorities and breaking in the world of science and has the predictive validity of TAPAS for a informing human resource policies. been operationalized to great benefit for range of outcomes in Army training and ARI’s scientific research lineage began the Army. For example, non-cognitive in units. TAPAS adds to the prediction in The Adjutant General’s Office, first assessments have been incorporated in of technical performance (e.g., training in 1917 with the establishment of the Special Forces selection, in the decision grades, graduation rates) and is a strong Committee on Classification of Personnel for 4-year Reserve Officer Training Corps predictor of motivational outcomes and then organizationally as the Personnel scholarship awards, and for informing (e.g., job effort, disciplinary incidents) Research Section in 1940. In the following officer branch choice by United States and attrition. Preliminary ARI research years, there were changes in organization Military Academy cadets. demonstrates the utility of TAPAS as a and expansion of the mission focus. Of particular significance is ARI’s tool to improve MOS assignment and in- research to enhance the assessment service assignment selection. Walter Reed In 2015, ARI celebrated its 75th Army Institute of Research (WRAIR) Anniversary with a reflection on its many of potential for enlisted selection and Military Occupational Specialty (MOS) research studies found strong relationships contributions to the Army. Over the between those who score lower on TAPAS decades, ARI research has significantly assignment. Assessment of cognitive skills (e.g., ASVAB) is a valid predictor and mental health diagnosis and medical influenced policy and doctrine, and attrition. transitioned into operational use new of trainability, but is less predictive measures and methods throughout a wide of attrition, motivation, attitudes, and Since 2009, the Army has been using range of domains such as personnel, leader behaviors. Therefore, ARI developed the TAPAS operationally in Military development, individual and collective Tailored Adaptive training, human factors, and unit and Personality organizational climate and culture. Some Assessment System highlights of ARI S&T programs of (TAPAS). particular interest to the Human Resource TAPAS is a community follows. computer-adaptive Assessment of Potential. Cognitive personality Assessment. ARI and its predecessors assessment tool developed or co-developed the principal that capitalizes on enlisted cognitive entrance exams used advanced testing technology and is
28 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Entrancing Processing Stations (MEPS). Vision for the Future. The Army’s In support of this effort, ARI is Army applicants in Educational Tier 1 current approach to assessment is focused contributing scientific expertise in a (mostly High School Diploma Graduates) on discrete functions in the Soldier number of ways: a) to help shape the who score low on cognitive tests (AFQT lifecycle (e.g., accessions screening, job new concept based on a human science Test Category IV) and low on non-cognitive assignment, training, leader development, systems approach, b) to provide scientific assessments (TAPAS) are not eligible to performance evaluation) and in separate advice on measurement/assessments and enlist. As of March 2014, Educational Tier initiatives, programs, and policies (e.g., predictive analytics, c) to identify gaps 2 applicants (mostly GEDs) whose AFQT accessions reform, talent management, and develop innovative, scientifically scores meet the standard for enlistment gender integration, sexual harassment/ sound measures, methods, and predictive but score low on TAPAS are not eligible to assault, suicide, diversity). These stove- models, including investigation of big enlist. The Office of the Under Secretary piped approaches do not take into account data approaches, and d) to help build of Defense, Personnel & Readiness is the interdependent relationships of data the initial foundation by leveraging our currently conducting an independent and lifecycle functions, and thus cannot current longitudinal research efforts in evaluation of TAPAS in consideration for adequately support predictive models non-cognitive assessments for enlisted Defense-wide policy. to maximize an individual’s potential Soldiers and officers, and for gender Informing Personnel Policy. From the over a career nor optimize overall Force integration. 1970s through today, ARI has provided talent management, development, and The expected benefits of this revolutionary science-based findings and advice to utilization. new paradigm for holistic, longitudinal inform Army and DOD senior leaders on The Army is currently developing a assessments and advanced predictive a range of personnel policy and program new initiative focused on an integrated, models will support an integrated areas with historic impact. In the 1970s longitudinal assessment system and approach for: and 1980s, these topics included racial predictive models to support enterprise- • Strategic, enterprise-wide decisions on integration and discrimination, and the wide personnel decisions and solutions. policy, programs, and resources. initial integration of females into basic This effort will leverage a wide range of • Force-wide talent management, training and non-combat units. In more existing data as well as new measures as development, and utilization. recent years, ARI’s research and science- needed, to form a comprehensive suite • More efficient identification of based assessments have informed the of holistic assessments systematically emerging Army trends in organizational, phased integration of female Soldiers into collected across the Soldier lifecycle. It unit, and Soldier outcomes. combat assignments and units, as well as will include integrated, analytical models • Comprehensive assessment of other personnel policies, such as “Don’t that are empirically validated to predict a both individual and unit readiness. Ask, Don’t Tell” and sexual harassment/ wide range of outcomes. The effort will Reducing unnecessary redundancy of assault. ARI research and science-based build on the HQDA Executive Order 097- data collection and efforts across the assessments provide critical information 16 which calls for integrated assessments Enterprise. for senior leaders and for reports to in support of accessions reform, talent Congress and the President. management, and gender integration.
1775 | Fall 2016 29 “Ready and Resilient”
By the Army Resiliency Directorate
“Readiness is #1… and there is no other #1.” – Chief of Staff of the Army, GEN Mark A. Milley in his initial message to the Army, August 26, 2015.
eadiness is what allows the Army to deployable. Recent Army non-deployability their self-awareness of their overall level Rbe able to meet its mission to fight rates have been over 10 percent for the of personal readiness and resilience tied and win the Nation’s wars. Having the active component, and rates for Soldiers to Army-specific tutorials and resources necessary number of working pieces of leaving the Army at the end of or during for personalized self-development. These equipment and ensuring Soldiers have their first term of enlistment has been as efforts were designed as a preventive completed required training is what ensures high as 18 percent have been assumed as measure for members of the Army team the Army is postured to respond and a known loss for the Army. These rates are to be able to not only manage the stressors engage when necessary. But it is personnel largely due to Personal Readiness issues, they were facing but to also thrive in both readiness –individuals and units – that is such as drug or alcohol abuse, misconduct, their professional and personal lives. at the foundation of Army readiness. The injury and APFT failure. With the reduction Army is people, and it is those people who of the force, tight fiscal constraints and volunteer to serve who make the Army the demanding operational requirements, strength of the Nation. every Soldier needs to be able to get on the READINESS. “Readiness begins with field and play their position both at home our Soldiers. We must assess our nation’s and away. very best, train them, manage their talent BACKGROUND. “The reality is that and instill in them the warrior ethos. In we do a tough business for a living. It’s a doing so, we build a cohesive team of business that requires continuous stressors trusted professionals, resilient, fit, and to expose you to so that you do not falter in ready to fight and win our nation’s wars.” – combat situations. We need very tough and Army Readiness Guidance, Calendar Year resilient individuals to be able to do this 2016-2017. job.” – Sergeant Major of the Army Daniel READY AND RESILIENT. “Develop At the core of personnel readiness is A. Daily, Jan. 20, 2016 resilient Soldiers, adaptive leaders and Personal Readiness, or an individual’s In the early 2000s, the Army was facing cohesive teams committed to the Army physical, psychological, social, spiritual protracted conflict, which resulted in a high professional ethic that are capable of and Family preparedness to achieve and operating tempo and multiple deployments accomplishing the mission in environments sustain optimal performance in supporting for Soldiers and their Families. With this of uncertainty and persistent danger.” – the Army mission in environments of came increased stress, which became TRADOC Pamphlet 525-3-1, The Army uncertainty and persistent danger. Sustained visible in a number of ways, from Operating Concept, Oct. 31, 2014 Personal Readiness is achieved when substance and alcohol abuse, to violent The Army’s efforts to increase resilience individuals have increased self-awareness misconduct, increased divorce rates and and enhance performance have evolved and are equipped with the knowledge suicide, all of which have a direct effect into the current Ready and Resilient and resources to be able to take action to on personnel readiness. As the Army saw Campaign, which holistically enhances strengthen their Personal Readiness over these effects becoming more prominent, visibility, assesses personal attributes and time. Personal Readiness affects unit Army leadership took proactive, deliberate fosters personal readiness and resilience. readiness, which affects Army readiness. efforts to shift from intervening to reduce The campaign works to simplify the negative behavior to increasing connection environment of infrastructure, training, and positive behavior. resources and tools in order to strengthen In 2008, then-Chief of Staff of the Army Soldiers, Army Civilians and Family Gen. George W. Casey prioritized the members by building protective factors to need to build resilience across the Force. mitigate high-risk behavior. As a result, The Army focused on a more proactive, R2 will enable and empower leaders at comprehensive and holistic approach all levels to develop resilient Soldiers to strengthening Soldiers and their and cohesive teams that will demonstrate relationships, building protective factors and promote adherence to the Army and providing resilience skills training standards and values, foster a Culture of while continuing to reduce negative Trust throughout formations and the Army behaviors. Resilience, which the Army institution, and strengthen a community of defines as the ability to face and cope engagement where Soldiers are involved in SITUATION. “I want every Soldier with adversity, adapt to change, recover, their buddy’s lives and leaders know and deployable in the Army. It’s about building and learn and grow from setbacks, has care for those they lead. readiness in the United States Army, doing been shown to have a positive effect on The Ready and Resilient mission is to what’s right, taking care of Soldiers and psychological and behavioral health. provide Ready and Resilient capabilities to getting them healthy.” – Sergeant Major of Resilience as a prevention mechanism Commanders and Leaders to enable them the Army Daniel A. Dailey, Feb. 17, 2016 is most effective if implemented early to achieve and sustain Personal Readiness While the complexity of global security and continuously. Army-wide resilience and optimize human performance in challenges increases, Army end strength training was established and mandated environments of uncertainty and persistent continues to decrease. Every Soldier counts as well a confidential, online survey danger. The Ready and Resilient vision and must be fit, ready, and ultimately designed to help individuals increase is that the Army in 2020 is comprised of
30 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com adaptive leaders of character who develop experience and a new training module called “Engage”, cohesive teams of resilient individuals the operational which empowers individuals to change committed to the Army profession and environment. the trajectory of a bad, risky or escalating capable of accomplishing a range of From a strategic situation before it escalates. This integrated missions in environments of uncertainty and level, this universal preventive training module persistent danger. In order to accomplish may include redesigns the Army’s current intervention this vision, Soldiers and units must be securing training to meet suicide prevention and capable of building and sustaining their resources, substance abuse prevention training personal readiness. Personal readiness is creating requirements. It is based on Army values, the foundation of every Army professional policies, or emphasizing that all members of the Army and gives Soldiers the ability to perform at improving team have a duty and obligation to intervene their best when it matters most. The Ready infrastructure when alerted. As part of the training and Resilient Campaign has four Strategic to support the module, Soldiers practice daily on-the-spot Objectives: command’s corrections to build confidence to execute • Sustained Personal Readiness to Meet ability to meet an intervention and moves the requirement Operational Requirements mission. to intervene from the point of high risk to the first deviation from standard. • A Values-Based Organization of Trusted PROGRESS. “We want to prevent suicide, Army professionals but…we want to move the whole Force to a CONCLUSION. “We need resilient, • Enhanced Visibility of Personal resilience phase, where we build Soldiers mentally and physically fit Soldiers of Readiness Throughout a Career who can handle stress, handle adversity character who can become competent, and, if they need help, get it early on.” -- committed, agile and adaptive leaders • R2 Management Enabling Personal LTG James C. McConville, Deputy Chief who can perform for these cohesive teams Readiness of Staff G-1, Oct. 8, 2015 of trusted professionals and represent the In meeting these objectives, the Army The Army has made huge strides in diversity of America.” – LTG James C. is shifting to a holistic, comprehensive, changing the culture to one of increased McConville, Deputy Chief of Staff G-1, evidence-based prevention model. This Personal Readiness and Resilience. To date, Jan. 5, 2016. model has three components: (a) Visibility; the Army has certified more than 35,000 Sustained Personal Readiness increases (b) Routine Assessment; and (c) Targeted Master Resilience Trainers, stood-up 25 deployability. It is the responsibility of Action. resilience and performance training centers every Soldier to have visibility and take Visibility of a Soldier or formation’s Personal Readiness is the first step to gaining, strengthening and sustaining Personal Readiness. Army leaders must have the ability to detect opportunities for strengthening Soldiers and identify early indicators of future risk. As part of R2, the Army will aggregate existing data from multiple sources and provide leaders the knowledge to make decisions. This enhanced visibility coupled with professional leadership skills provides Army Leaders a holistic picture of Personal Readiness throughout the Soldier lifecycle – from entry to service through transition. As leaders have increased visibility of the Personal Readiness of those they lead, they will be able to gauge conditional change and monitor a Soldier or unit’s progress over time. Assessment will begin upon an individual’s entry to service and will provide measures to screen-in Soldiers who are likely to have successful service as a baseline from which anomalies can be detected early and preventive measures can be targeted to assist the Soldier. This routine assessment will include scientifically- based factors such as trait, state, mood, risk at Army installations, and has had millions responsibility to sustain their own Personal propensity, behavior, aptitude, behavioral of Soldiers, Army Civilians and Family Readiness and the Personal Readiness of health, adverse experiences and prior members complete the online, confidential their buddy. It is also the responsibility history. These areas will be re-evaluated Global Assessment Tool (GAT) to increase of leaders to know their Soldiers and throughout a Soldier’s career and at key life self-awareness and provide immediate to be accountable for their Personal and developmental events to track progress, feedback on one’s comprehensive fitness Readiness. Achieving and maintaining the development of protective factors and to include psychological, emotional and tactical, operational and strategic Personal the ability to mitigate risk. physical fitness. The Army is increasing the Readiness, and developing a Culture of Visibility and routine assessment will number of Embedded Behavioral Health Trust across Army formations will result empower individuals and leaders to take treatment facilities from 59 to 65 and is in a ready Army of cohesive teams and targeted action to sustain their Personal moving substance abuse treatment into resilient individuals that can perform and Readiness and the Personal Readiness of Embedded Behavioral Health to facilitate who can contribute to meet the Army their team. These actions may be based on greater access to care and reduce impatient mission. an assessment of the individual, the leader’s care. The Army also recently developed
1775 | Fall 2016 31 The United States Army Physical Disability Agency: Determining Soldier Physical Fitness for Continued Military Service
By Dr. Audrey Tomlinson and COL Jay C. Waters
epartment of Defense and Army medical care. Generally during this prevents the Soldier from performing DFitness standards assure that each process, the Soldier is also evaluated one or more “functional activities.” Soldier is physically and mentally able by the Veterans Benefits Administration These functional activities were slightly to execute their mission. The Physical (VBA) so that at the end of the process, modified in June 2016. The six required Disability Agency (PDA) is the Agency and immediately upon separation, the functional activities are as follows: through which the Army maintains and Soldier begins receiving both their 1. Physically and mentally able to operationalizes these fitness standards. military and their VA benefits. carry and fire an individual assigned The PDA is comprised of three Physical Normally, each Soldier who enters weapon. Evaluation Board (PEB) offices and a the military is medically evaluated and a 2. Ride in a military vehicle wearing Headquarters office. The three PEB qualified health care provider determines usual protective gear without a offices are located in Tacoma, Washington that the Soldier is physically and mentally worsening of the condition. (Joint Base Lewis McChord), San capable of joining the Army, participating 3. Wear a helmet, body armor, and load Antonio, Texas (Joint Base San Antonio), in rigorous basic training, learning, and bearing equipment (LBE) without and Arlington, Virginia (National Capital satisfactorily performing in a primary worsening any condition. Region). Arlington, Virginia is also home military occupation specialty (PMOS) 4. Wear a protective mask and MOPP 4 to the PDA Headquarters. The PDA’s or area of concentration. This occurs at for at least 2 continuous hours per day. professional workforce compromises the Military Entrance Processing Station. 5. Move more than 40 pounds up to 100 approximately 250 personnel and These considerations are reflected in yards while wearing usual protective includes Active Duty Army, Reserve, Chapter 2 of Army Regulation (AR) 40- gear. and Guard, and DA Civilians as well as 501, Standard of Medical Fitness. See 6. Live and function in any geographic or contractors. Amongst the civilians, each AR 40-501, Chapter 2. climatic area with no restrictions and PEB and the headquarters have several without worsening any condition. physicians and the headquarters has a Beginning in Basic Training, and A Soldier is referred into the Medical lawyer specializing in disability law. continuing throughout all phases of a Soldier’s career, medical issues may Evaluation Board (MEB) process when arise that impact the Soldier’s ability to a health care provider determines the continue in the Army. These medical Soldier’s condition is such that the Soldier issues and/or illness(es) may temporarily will be unable to return to duty within a impact a Soldier’s performance. For year or where a year has elapsed and the example, a Soldier may develop asthma Soldier still is unable to fully perform. or may fracture their ankle. In most The MEB lists all of the Soldier’s medical instances, such illness or injury will not conditions specifying which, if any, fail cut short the Soldier’s career. However, if retention standards. When the MEB the asthma is particularly severe and not determines that the Soldier fails retention properly responding to treatment, or if standards for at least one condition, the the ankle fracture does not heal properly, Soldier enters the PEB process. This either condition could permanently limit happens when the Soldier’s MEB case the Soldier’s ability to perform in their file is electronically submitted to one of The PDA separates a Soldier from the PMOS. the PDA’s three PEBs. On average, this military when it determines the Soldier process takes approximately 80 days. is no longer capable of satisfactory duty Reflecting Chapter 3 of the Army’s As with the MEB, the PEB includes two performance; that is when the PDA Standard of Medical Fitness (retention or more members. The PEB functions determines the Soldier is “unfit.” The standards), the health care provider to render several findings. The PEB process through which this is completed considers whether continuing in the determines which medical conditions are is one which affords the Soldier with military would compromise the Soldier’s unfitting. Considerations of unfitness specific rights (due process). These health or well-being, or the health or are discussed in Department of Defense rights include a right to appeal the PDA’s well-being of other Soldiers. The health Instruction (DODI) 1332.18, Disability findings; and, at times, to appeal to higher care provider also considers whether Evaluation System, Appendix 2 to Agencies or Courts. At the end of the maintaining and protecting the Soldier, Enclosure 3, para 2. The PEB considers process, the Soldier is generally awarded with this medical condition, imposes too each of the Soldier’s medical conditions a financial benefits package which may great a burden on the Army. to determine whether the Soldier is include such things as severance pay or Throughout a Soldier’s career, a profiling able to reasonably perform in their disability (life time award of monthly official (a health care provider) keeps PMOS. The PEB also considers whether payments); various tax benefits; and track of whether the Soldier’s condition continuing in the military would pose
32 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com a decided medical risk and whether the reasons for why it decided as it did. unhappy with the entire chain of events maintaining and protecting the Soldier The Soldier has the opportunity to present that has brought them to this point. imposes unreasonable requirements new information to the PEB to request a The goal of the PDA is that the Soldier on the military. These considerations Formal Board and to appeal to the PDA. experiences a process that is fair, non- of unfitness are very similar to what On average, the PEB process takes 65 days. adversarial, unbiased, and transparent. To is reflected in the Army’s retention help achieve that goal, the PDA provides standards. Special considerations factor In 2013, the number of Soldiers going an intensive training program for new into the PEB’s fitness determination through the MEB/PEB process peaked adjudicators, sustainment training for when the Soldier is pending retirement. at approximately 27,700. At this same established adjudicators, and continually time, it took approximately 400 days The PEB renders additional findings that performs quality reviews. These activities for a Soldier to complete this process. reflect and promote this goal. include determining or verifying whether Through additional hiring of MEB the Soldier’s condition is compensable. providers, Physical Evaluation Board We execute the applicable rules to assure In general, an unfitting condition is Liaison Officers (one who advises the each Soldier receives their due process. compensable when the condition began Soldier on the process and their rights), It is clear that on a macro level, by while the Soldier was on active duty. For and PEB adjudicators, the PDA and its working to separate each Soldier from a Soldier on active duty with less than 8 MEDCOM and VA partners, dramatically the Army when they are no longer able years of service, an unfitting condition reduced the number of Soldiers in the to continue to perform, we make room that existed prior to entering the military MEB/PEB process from approximately for a new “fit” Soldier. It is also clear is compensable when it was permanently 27,700 down to approximately 13,500 that through this process of separating an aggravated by the military beyond natural today. It currently takes a Soldier 220 unfit Soldier (and replacing the Soldier progression. Without regard to whether days to complete the entire process. with a fit Soldier), the Army increases or not a condition that existed prior to This reduction of both the number of its end strength to help assure the Army military service was permanently service Soldiers going through the process and is “mission ready.” However, what aggravated, such unfitting condition is vast improvement of processing time motivates PDA staff is often perhaps compensable when the Soldier is on essentially freed up operating manning an even more immediate, and weighty active duty and has had more than 8 years space of our Army of over 14,000 mission. This is: through this process of service. This is called the “8 year rule” Soldiers. A not insignificant number in we honor the Army’s commitment to (10 USC 1207a). an era where every Soldier counts and take care of the individual Soldier whose The PEB also makes administrative Army leaders come to count on every case is before us. We honor both the determinations regarding whether the Soldier. commitment the Soldier made to the Soldier’s unfitting condition was combat Army when they joined the Army and The PDA recognizes that its finding we help honor the commitment the Army related or whether it incurred in a combat that a Soldier is unfit means two things. zone. The PEB then determines whether made to this Soldier and their Family First, the Soldier sustained one or more when that Soldier took their oath to the Soldier’s conditions are sufficiently significant injuries or illnesses that have stable for a final rating or whether the serve and defend our United States of a permanent impact on the Soldier’s America. Soldier is to be only temporarily retired health and well-being. Second, the and reevaluated in six to eighteen months. Soldier’s Army career is foreshortened. In rendering its findings, the PEB explains Understandably, a Soldier may be
This represents the different phases of the integrated disability evaluation system, one phase of which includes the PEB (PDA) process. The Army has set timeliness standards for each phase of the process. In addition to timeliness standards, the Department of Defense has also implemented quality assurance measures for the different phases of this process. See DoDM 1332.18- V2 and V3.
1775 | Fall 2016 33 Army Enhances Sexual Harassment and Sexual Assault Prevention and Response System
By the Army S.H.A.R.P. Program Office
ncidents of sexual harassment and has been a continuous effort by the and Prevention (SHARP) Program Isexual assault diminish and affect the Army. In order to effectively reduce Campaign Plan to enhance its prevention Army’s ability to win our Nation’s wars. sexual assaults, the Army has focused and response system. The SHARP Their impact is both immediate and long- its attention on closing the gap between Campaign Plan provides a road map lasting for individuals in the military and reporting and actual incidents that occur. for leadership on how the Army intends for the institution as a whole. Prevention To support this overall initiative, the to improve and synchronize actions of sexual harassment and sexual assault Army has launched a proactive three- across five lines of effort: prevention, remains a top priority of the Secretary phased effort to reduce the prevalence of investigation, accountability, advocacy of the Army and the Chief of Staff who sexual assault within commands by the and assessment. The updated Campaign believe it directly influences the readiness end of fiscal year 2017. Plan will be published in the first quarter of the Force. Just as our Army depend This effort empowers leaders to build of fiscal year 2017. on equipment, personnel and training, and maintain cohesive teams of trusted Most recently, the SHARP Program equally important, it relies on three professionals by focusing on the key announced two new interactive training intangibles--good order and discipline, element of prevention and addressing modules, the ELITE Command Team cohesion and trust. areas of risk. Part of this three-phased Trainer (CTT) and the ELITE Prevention Facilitating cultural change and operation includes creating a focused and Outreach Simulation Trainer (POST). effectively reducing sexual assaults Sexual Harassment/Assault Response These modules are based on the success of an interactive counseling tool currently being used by the Army to train junior officers and noncommissioned officers on how to most effectively approach situations ranging from disagreements with superiors to sexual harassment.
The interactive platform, Emergent Leader Immersive Training Environment (ELITE), diverges from the “old paradigm” of training utilizing prepackaged slide decks, videos, and classroom discussion, and was created for the purpose of making the training
34 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com experience more hands-on for Soldiers. application and provide assessment and Survey, have prompted the Army to Similar to a video game, both the ELITE feedback in a self-directed after action increase its focus on these issues. The CTT and the ELITE POST place students review. Army has expanded their outreach in a virtual environment allowing them to Future plans for improvement and through engagements with colleges interact with avatars in a variety of sexual enhancements of the SHARP Program and universities, as well as related harassment or sexual assault scenarios. come from prevention initiatives like organizations, to better understand and The 90-minute ELITE CTT teaches the Program Improvement Forum, a address these topics. command teams the appropriate way to gathering of SHARP professionals and Currently, the Army is formalizing respond to sexual assaults and sexual leading experts to solicit innovative metrics to assess its prevention strategies harassment in the ranks based on Army ideas from the grassroots levels. The and reviewing existing processes as policies and best practices. A portion of Program Improvement Forum provides it is a crucial element in measuring each scenario also allows commanders opportunities to share best practices, to the effectiveness of the Army SHARP to interact with virtual Soldiers who explore latest research, and learn new Program. Sexual harassment and have been victims of sexual assault or tactics to mitigate sexual harassment and sexual assaults are inconsistent with sexual harassment from the survivor’s sexual assaults in the Army. Army Values and the elimination of perspective. An up-front training module Collaboration and partnership have such offenses is critical to the Army’s provides basic instruction followed by become an important part of the Army’s readiness. The Army will continue a practice environment, where students prevention and response system. The to develop initiatives until the goal to hone their skills in dealing with SHARP- rise in reports of men who are sexually eliminate sexual assaults and sexual related issues in an organization. The assaulted and the role of alcohol use in harassment is met. training concludes with an assessment sexual assault incidents, as indicated in and feedback through a self-directed after the 2014 RAND Military Workplace action review. The ELITE CTT creates an Army-wide baseline standard outlining the rules for an effective unit SHARP Program, ensuring consistency and proper application of policies throughout the force.
The ELITE POST is being developed and is expected to be completed in the first quarter of fiscal year 2017 and will assist in the training of Army Sexual Assault Response Coordinators and Victim Advocates. The ELITE POST platform will mirror the ELITE CTT
1775 | Fall 2016 35 SECTION IV Around the Corps
The Joint Personal Effects Depot and Dover Port Mortuary Operations
By LTC Kim A. Chaney, Commander, Joint Personal Effects Depot (JPED)
Recurring Theme. The van slowed present and previous conflicts among (JPED) staff. As JPED’s Chaplain and Aas it approached the Fisher House those observing the transfer steeled AFMAO Fisher House Team orient and on the Family Campus of Dover Air themselves in order to be strong for the settle the Family in for their short stay, Force Base, Delaware, and inside the Family whose cries were often audible at the Dover flight line and surrounding vehicle the loved ones of a Fallen Soldier a great distance. area prepare for the impending DT event. peered out at the line of Soldiers who Unknown to the Family were the hundreds This process has been repeated thousands were standing at attention in the midst of of hours invested by dozens of people of times since 9/11. a slow, three-second salute. The salute across the globe who knew of their loved The Reason Why. The overarching was rendered to the Family in honor of one’s sacrifice hours before they were purpose behind JPED’s creation is the sacrifice of their Soldier. The Family notified. The myriad of activities by these summarized by a quote attributed to elected to travel to Dover to witness the dedicated public servants culminated William Gladstone, Prime Minister Dignified Transfer (DT) of their Soldier’s at Dover where the Family joined the of Great Britain in the 19th Century, remains that were flown back to U.S. military community in honoring the “Show me the manner in which a Nation soil. Nothing could adequately prepare Soldier’s service and sacrifice. At or community cares for its dead. I will them for the appearance of their loved every step along the way information measure exactly the sympathies of its one’s flag-draped transfer case being flowed to, through, and from the Fallen’s people, their respect for the laws of the solemnly carried by the 3rd U.S. Infantry fellow Soldiers, unit, dust-off crew, land, and their loyalty to high ideals.” Regiment’s (The Old Guard) carry team medical staff, U.S. Air Force aircrews, Team JPED is a small yet vital component from the Boeing C-17 Globemaster Casualty Assistance Centers, Casualty of our Nation’s efforts to respectfully and military transport aircraft to a transfer and Mortuary Affairs Operations Center appropriately recognize the sacrifices vehicle. Battle-hardened veterans of (CMAOC), and finally, to the members of our Fallen and the sacrifices of their of the Armed loved ones; its top priority and focus is Forces providing exceptional care and support to Medical Families and loved ones attending the DT Examiner at Dover with dignity, honor, and respect. System Mission and Organization. In (AFMES) addition to the first component of JPED’s staff, the mission, to provide support to the loved Air Force ones of Fallen Department of the Army Mortuary Soldiers and Civilians who attend the Affairs DT, the remaining components are: to Operations ensure our Fallen’s remains are prepared (AFMAO) to standard prior to final interment; and staff, and the finally, to receive, safeguard, inventory, JPED’s leadership team render honors to arriving Family members of Fallen Joint Personal and processes the Personal Effects (PE) Soldiers at the Dover Air Force Base Fisher House, where the Family will be housed Effects Depot and cared for during their stay at Dover. (photo by SFC Antwon Shaw, JPED). of deceased DoD personnel processed
36 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com through the Dover Port Mortuary, and delivered to the PERE in a presentable transports the Fallen to the Charles C. missing DoD personnel, with dignity, and timely manner. Carson Center for Mortuary Affairs. integrity, and respect for final disposition Dignified Transfers (DT). The DT Most DTs are conducted within 48 to to the Person Eligible to Receive Effects is the process whereby, upon return from 72 hours of notification of a casualty to (PERE). The JPED Commander reports the theater of operations to the United AFMAO’s Command and Control Center. Around the Corps to the CMAOC Director, The Adjutant States, the remains of every Fallen During this period the Family members General Directorate, within U.S. Army Service Member (and DoD Civilian are retrieved at one of the local airports Human Resources Command at Fort or Contractor who dies in theater) is by the respective casualty’s branch of Knox, Kentucky. As an integral part of transferred from the delivering aircraft to service and transported to Dover for CMAOC, JPED provides mission and a waiting vehicle, and then to the AFMES lodging at the Fisher House for Families daily operational oversight of Army DTs facility. The DT is not a ceremony, but of the Fallen. via their Army Liaison Office (LNO), a solemn movement of the flag-draped Personal Effects Processing. The providing support to Families attending transfer case by a carry team of military the DTs. The Army LNO team is JPED processes the PE of all Soldiers, personnel from the Fallen member’s Marines, Sailors, Airmen, Coast Guard, embedded in AFMAO’s Command and respective service. A senior ranking Control Center adjacent to the JPED, DoD Civilians, and Contractors who die officer from the Fallen’s military branch in the theater of operations. During this at the Charles C. Carson Center for presides over each DT. The officer meets Mortuary Affairs. meticulous process, all unclassified PE is with the attending Family photographed, inventoried, and prepared members to express both for return to the PERE. PE that returns the profound appreciation to Dover with remains are received and of a grateful Nation for the catalogued by JPED / AFMES, and Service Member’s sacrifice subsequently prepared by JPED for as well as to acknowledge return to the PERE. There are three the sorrow of the Family types of PE. Sentimental PE consists of and our country in this those items that were on / with the Fallen time of loss. JPED’s Headquarters and Personal Effects Processing Facility at service member, such as a wedding ring Dover Air Force Base, Delaware, is a 58,000 square foot, $17.5 The sequence of the DT or religious pendant. These items go million state-of-the-art facility which became fully functional in May starts with the Fallen’s forward in the custody of the official 2011 (photo by SFC Antwon Shaw, JPED). return to Dover by the most military escort once the Fallen service expeditious means, which member departs Dover. Transfer PE History. JPED initially stood up in is usually a direct flight from theater or a are all other items that may have been September 2001 at Fort Myer, Virginia to flight routed through Ramstein Air Base, carried by the Fallen service member account for the PE of personnel killed and Germany and then to Dover. It is DoD’s (e.g., wallets, identification cards, credit wounded at the Pentagon, and also PE of policy, and AFMAO’s mission, to return cards) which are normally returned in an the Fallen and wounded during the early America’s Fallen to their loved ones as expedited fashion to the PERE. Theater years of Operation Enduring Freedom and quickly as possible. Once the aircraft PE is shipped from the deployed unit and Operation Iraqi Freedom. JPED moved lands at Dover, customs officials inspect includes all remaining personal items that to Aberdeen Proving Ground, Maryland and clear the aircraft, then an advance were in theater. Great care and attention in March 2003. In September 2005 the team boards the aircraft to inspect and is given to each aspect so as to return PE 35th Army Chief of Staff, GEN Peter swiftly and completely, and ultimately Schoomaker, visited JPED and, after presented to the PERE in a manner that witnessing the disjointed and inefficient honors the Fallen and reflects sensitivity PE processing due to the buildings’ age to the cherished memories represented by and dispersion, consequently directed the personal items, to which the Family the immediate planning for a state-of- may hold fast. the-art JPED facility at Dover. The new facility’s construction began in 2008, PE processing begins the moment a and $17.5M and 58,000 square feet later, theater casualty occurs, and is formalized JPED began processing PE solely at when the Fallen’s unit Commander Dover on 1 July 2011. The building was appoints a Summary Court Martial designed to facilitate a new streamlined Officer (SCMO) to retrieve the Fallen’s The Old Guard (3rd Infantry Regiment) Carry PE. PE is defined in Army Regulation process that focuses on “speed and Team performs a carry mission for a Fallen Soldier. accuracy” of processing PE, and provides 638-2 (Army Mortuary Affairs Program) as the “privately owned, moveable, and the local Summary Court Martial Officer pre-position the transfer case(s). An (SCMO) control of individual cases personal property of a Soldier.” The unit Honor Guard, composed of Service SCMO conducts an initial PE inventory from start to finish, which significantly Members of the same military service as improved overall PE accountability. within 12 hours of the incident and, once the Fallen, carries the transfer case from completed, secures the PE with a seal JPED pioneered and advanced the care the aircraft in a respectful and reverent and handling of PE to ensure they are and turns it over to the nearest Mortuary manner to a special vehicle which further Affairs Collection Point (MACP) for
1775 | Fall 2016 37 temporary safekeeping. Mortuary whether their loved one’s clothing items posthumous awards. After the Fallen’s Affairs Soldiers (Military Occupational are to be washed or not washed by the remains are placed in the casket, JPED Specialty 92M) at the MACP input the JPED prior to shipment to the PERE. personnel perform a final white-glove Fallen’s personal and PE data into the This is often a difficult decision for the inspection for the remains’ viewability, Mortuary Affairs Reporting and Tracking PERE. uniform fit and appearance, casket System and installs a Radio Frequency The Fallen’s PE are thoroughly and presentability, and also ensure the Identification Device to track the PE’s carefully unpacked, inventoried, cremation urn is accurately engraved movement to Dover. photographed, catalogued, and packed and properly placed in the casket when in footlockers for shipment to the required. service’s CAO / FAR / CACO. This process can take up to 15 days per case. JPED’s Forensic Media Section also scans any media devices in the PE (e.g., phones, CDs / DVDs, thumb drives, SIM cards, MP3 players) for classified information. JPED’s SCMO conducts the final inspection prior to final packing, and signs the shipping hand receipt Contractors in foreground process Personal validating the contents. The SCMO has Effects while JPED’s Summary Court Martial the privilege of packing Box #1, the first Officer (1LT Hull) and Operations Chief (Mr. box that the PERE will open. This box Delgado) discuss the inventory in the background. is specially packed to display uniforms JPED’s SSG Luis Diaz prepares an Army Service with name tapes, rank, and branch of Uniform for one of our Fallen at the Uniform The PE is safely and securely shipped service, utility headgear, a few special Section at the Port Mortuary (photo by SFC inside tri-wall containers for final items such as a religious text or pendant, Antwon Shaw, JPED). processing and disposition to Dover and high value and sentimental items in within a few days of the incident. Upon small service-specific velour bags. For Remains Shipment to Final arrival at the Dover aerial port terminal, the Army, these bags are black with gold- Interment. The AFMAO Departure the Air Force transports the tri-wall(s) to colored lettering “United States Army”. Section professionally presses every U.S. the JPED receiving dock for initial intake. The SCMO learns a great deal about the flag for placement on the casket prior to The JPED receiving team photographs Fallen service member as he or she must final shipment. JPED’s AFMAO Liaison the outside of the tri-wall(s) and the PE review all of their media, reviewing to Cell also coordinates final transportation contents (usually secured footlockers) preclude release of classified or another of the Fallen to the respective funeral to document the condition in which they service member’s personally identifiable home or place of interment. AFMAO were received. All PE is initially screened information, and can best select the items and the respective service conduct a via x-ray for unexploded ordnance by most sentimental for Box #1. The PE “Reverse” DT planeside, or conduct a trained technicians in a blast-proof room. is then sealed and shipped, eventually “Sendoff ” if travelling by hearse, for the Two important decisions impact the ending up in the PERE’s possession, and Fallen Service Member. The movement destination and processing of PE: PERE becomes part of the cathartic process is conducted with the same level of honor determination; and, a wash / no-wash for the Fallen’s loved ones. The PE and professionalism as the arrival DT decision. PERE determination is based process from incident date to PERE when the Family was present. on an order of precedence established by receipt usually encompasses only two Mission Partners. The multifaceted the U.S. Congress in Title 10 U.S. Code, to three weeks; however, the service’s mortuary mission at Dover is Section 4712. Neither the SCMO nor case management and survivor outreach accomplished in collaboration and close the JPED transfer legal ownership of services can last years as the entire team partnership with many team members, PE directly to a PERE; rather, the JPED participates in the support and healing among them AFMAO, AFMES, 436th prepares and ships the PE to the Casualty process of the Fallen’s Family. Airlift Wing units, 512th Airlift Wing Assistance Officer (CAO - Army), Uniform and Remains Preparation. units, 3rd U.S. Infantry Regiment (The Family Assistance Representative (FAR In addition to PE processing, JPED’s Old Guard), sister services, United - Air Force), or Casualty Assistance personnel in the AFMAO Dover Port Services Organization (USO), Fisher Calls Officer (CACO - Marines, Navy, Mortuary measure the Fallen’s remains House Foundation, and Friends of and Coast Guard) for presentation to, for fitting of the Army Service Uniform the Fallen. A number of moves and and a joint inventory with, the PERE. (ASU), and set up and attach all organizational changes since 9/11 The PERE’s custody may be challenged accoutrements. This includes verifying collocated JPED, AFMAO, and AFMES in civil court by other Family Members the correctness of the ribbon rack, awards at Dover, increasing the interoperability or relatives; however, DoD does not get and decorations, insignia, badges, and and effectiveness of all three units. The involved in legal ownership challenges tabs, with CMAOC’s case manager to collocation of these organizations at other than assisting civilian courts as ensure the uniform is set up correctly, Dover allows for enhanced coordination requested. Secondly, the PERE decides including posthumous promotion and of each organization’s efforts to serve our
38 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Nation’s Fallen service members in this The Center for The Families of the DoD’s Central Joint Mortuary Affairs sacred mission. Fallen, the third building on the Dover Board (CJMAB) is responsible for The AFMAO, responsible for Air Force Family Campus, is the place where the coordinating mortuary affairs policy, Mortuary Affairs and the Port Mortuary, Fallen’s loved ones gather for their final procedures, mobilization planning, and coordinates all Dover support for every preparation for transport to witness the issuing recommendations to the Secretary DT, leads every DT event, and prepares DT, and is used to help the Families of Defense on military mortuary services. the transfer cases for movement from the mentally prepare for what is about In April 2009, the Secretary of Defense delivering aircraft to the transfer vehicle. to occur. It is here that the service’s announced a change in policy that AFMAO sets up the DT site on the flight senior representative meets and offers allowed for Family travel to attend DTs line with great precision, and the DT OIC condolences to the Fallen Service and, upon consent of the Primary Next also briefs the respective senior service Member’s loved ones. AFMAO and of Kin (PNOK) of the deceased, allowed rep and service carry teams on the DT JPED Chaplains are present with the media access to cover DTs. The only DTs chain of events. Their mission is to Family members from time of their authorized media coverage are for those fulfill the Nation’s sacred commitment arrival at Dover and are available to them personnel who die in combat theaters of ensuring dignity, honor, and respect to until the Family members’ departure from of operation. “Full” media coverage, if the Fallen, and care, service, and support Dover. The Chaplains provide comfort, selected by the PNOK, allows for a public to their Families. ministry, and spiritual support. An all- media outlet representative (normally volunteers group known as the “Friends the Associated Press) to capture the DT The Department of Defense’s AFMES of the Fallen” provide for the hospitality while maintaining complete privacy supports DoD and other Federal and care of Family members while they of the Family, enabling local media agencies by providing comprehensive are at the Center for the Families of outlets to have access to the coverage for forensic investigative services and a full the Fallen. These carefully selected hometown release and allows AFMAO to accounting for every Service Member volunteers are also available for any off- also video-record the DT. An “Internal” who dies while in service. This helps site situations where local hotels are used Media election permits only the video- improve the survivability of current to house Family members in incidents of recording of the DT. This recording is and future Warriors by informing a mass casualty event. These volunteers committed to a CD / DVD for the Family improvements in body armor and design. are present for every Family attending a as an archival record of remembrance, AFMES also performs the autopsy on DT, at all times of the day or night, every and is delivered to the Family by the all remains, and transfers the remains to day of the week, including all holidays. military escort upon the arrival of the AFMAO’s personnel for embalming and Fallen at the final place of interment. preparation for further movement. The Delaware USO provides respite for space available travelers who travel The PNOK can always choose no media The Army, Marine Corps, and Navy through Dover AFB, and also provide coverage at all for the DT. Service liaisons work conjointly with refreshments for the services carry teams, Summary. JPED’s vision is to be a world AFMAO staff, serving as the conduit base units supporting DTs, senior service class, permanent organization operating between the Services and the Person representatives offering condolences with a “One Team, One Fight” mindset. Authorized to Direct Disposition of to Family members and honoring the Their focus is on providing exceptional Remains (PADD) through the respective Fallen at the DT, and DoD and other service and support to Families and loved Casualty Assistance Officer. dignitaries supporting and attending the ones attending the DT, while optimizing The 8,462 square foot well-appointed DT. The USO also generously stocks the balance of speed and accuracy as Fisher House on Dover is equipped the Fisher House’s kitchen with hot and they process PE with the utmost dignity, with nine suites that include private, cold beverages, frozen meals, snacks, honor, and respect. The JPED is the only handicapped-accessible common areas and treats for the Families, as well as the organization of its kind in DoD, and its and bathrooms, a multi-cooking station Friends of the Fallen facility, and also Team is fully dedicated to honoring our kitchen and large communal dining and provides any needed clothing items for Nation’s Fallen, and tenderly supporting family rooms. It is designed to provide Families who forgot to bring them, are their loved ones during a very difficult short-term, on-base lodging for Families less fortunate, or who did not anticipate time in their lives. Their motto is “Honor who travel to Dover to witness the DT the weather conditions in Delaware. USO the Fallen, and Care for their Loved of their loved one. An adjacent 1,714 volunteers across the country provide Ones.” square foot Meditation Pavilion provides support to Families of the Fallen enroute a quiet place for Families to gather, pray, to DTs as they move throughout the have private conversations, and provide world’s airports, and the Freedom USO reflection during their stay at the Fisher at Philadelphia International Airport pick House. This is a unique facility among up Families at the gates and escort them the Fisher House Foundation’s other through the airport to meet the JPED facilities currently operating worldwide. transportation team who drives them Built with private donations to the Fisher to Dover for the DT, and often provide House Foundation, both structures were a private room for Family members gifted to the Air Force and dedicated desiring to await other Family members November 10, 2010. on later flights.
1775 | Fall 2016 39 Why Do We Need IPPS-A?
By COL Gregory S. Johnson Chief, IPPS-A Functional Management Division
“To build a Total Army of Active, Reserve, and National Guard forces, as well as Civilians who are trained and ready to take on the challenges of the future, we must leverage and manage all available talent and ensure every individual is able to get on the field and play his or her position.” LTG James C. McConville, Senate Armed Services Committee (SASC) Testimony, 8 March 2016
Introduction. Over the past 15 years, inaccuracy and a non-optimized support If compared to weapon systems, our HR the Army has focused on winning environment for Commanders and, most systems are behind by at least a generation. against enemies in Iraq and Afghanistan. importantly, for our Soldiers. As the The UH1 helicopter or a M60 tank, once That laser focus on irregular combat world becomes more complex and our considered good weapon systems, are operations has limited our ability adversaries become more capable and no longer deemed fully capable. In the to modernize to face future threats. unpredictable, the demands on our Army 1980s the Army finalized modernization Meanwhile, potential adversaries have will increase. HR support and systems efforts of the “Big 5” which included a increased their capabilities and the must also modernize and change to new M1 Abrams Tank and UH-60 Black global security environment grows more provide the enhanced capability of Total Hawk Helicopter, to replace the UH1 and complex. The current Army Operating Force visibility, talent management and M60. There is no doubt our current HR Concept (AOC): Win in a Complex auditability and influence the Army’s systems also need to be upgraded. The World, describes the future operational ability to meet these new challenges. HR community needs a transformational environment as “not only unknown, but It is nearly impossible to track the skills, leap forward to take advantage of modern unknowable, and constantly changing,” knowledge and behaviors of the Total technology and reduce the reliance on and states, “the Army cannot predict who Force with our current systems. Each antiquated and stove piped systems. it will fight, where it will fight, and with component of the Army has a different We need to stop patching and tinkering what coalition it will fight.” This growing HR system and those systems are with our legacy HR systems and shift to complexity requires the entire Army to configured differently. It is comparable using a modern solution with enhanced adapt in order to ensure readiness and to the different gauges of train tracks capabilities. Businessman Warren Buffet reduce risk to our Soldiers and missions. that you find in Europe today. If you once said, “In a chronically leaking boat, The Human Resources (HR) community are traveling between certain countries energy devoted to changing vessels is must also adapt to meet these challenges. it is necessary to either change trains or more productive than energy devoted to Visibility of our available talent and completely reconfigure the train you are patching leaks. We too need to change the ability to match specific skills to on to meet the new track requirement. vessels.” emerging mission sets is vital to this This incompatibility comes with a cost of HR and pay services are also delivered effort, but to accomplish this we must time and efficiency. Similarly, outdated in a segmented way that deserves move from our traditional personnel HR systems exact a cost on the Army, rethinking. Garrison personnel sections, management system to an all component, but this cost is not just confined to lost unit S1s and G1s, Human Resources Total Force talent management system. time and efficiency. Our capability Command (HRC), Finance Detachments The Current Human Resources to fully implement Total Force talent and DFAS all have segmented roles and (HR) Environment. The most management and become auditable in responsibilities for personnel and pay pressing problem facing the HR accordance with law is also impacted, processes and services. Those processes community is that many of our HR and in turn, readiness and a Commander’s in many respects are manually driven, systems are dated, not fully integrated ability to understand their combat power paper heavy, time consuming, and not with one another and are stove piped quickly and accurately are degraded. In designed to relieve the burden from the by function and component. The major addition, Soldiers are forced to navigate Soldier. Therefore, Soldiers must go to HR systems in each component such as a complex web of processes, systems and multiple locations to update information, SIDPERS, RLAS and eMILPO are all actions to correctly be paid, promoted execute a transaction, or correct errors in examples. The result is inefficiency, data and update their own records. pay or promotion actions. Because most
40 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com personnel and pay transactions are not web-based and integrated personnel and need to dump information from multiple automated or integrated in the current pay system that will use a suite of software HR systems into Excel or PowerPoint environment, we should re-examine products to provide enhanced capabilities to display information to Commanders. this environment and determine what for the Army. Those capabilities are: IPPS-A will help display options and changes are necessary to meet the needs • Total Force Visibility – Allows for facilitate decision making leading to of our Army. transparency as we manage the increased readiness. A prime example is a basic promotion total Army, leveraging talent in all IPPS-A will better the lives of Soldiers action. For a Soldier to be promoted to components. IPPS-A will change the by fundamentally changing who uses Private First Class the action must be Army from stove-piped, component- an HR system. Currently HR and pay approved by a Commander, a transaction specific HR and pay systems and systems are the domain of HR and must be completed in an HR system, processes to an integrated, Total Force Finance specialists. IPPS-A will allow and a hard copy of that transaction taken personnel and pay capability. In doing Soldiers to access a 24/7 web-based physically to a local finance unit for so, IPPS-A will allow for greater self-service portal to view, initiate and payment processing. This process is permeability between components. track HR and pay actions. IPPS-A will time consuming, manually driven and • Talent Management – Provides a bring unprecedented transparency, and unacceptably frustrating for a Soldier. vehicle to better track and manage will automatically integrate HR and To make matters worse, the Soldier Soldiers’ skills, knowledge and pay actions, reducing errors, ensuring has no visibility of the process. Our behaviors across the lifecycle of greater accountability, and enabling current process provides no automatic accessions, development, employment, better customer service for Soldiers and transparency or automated status. and retention. It enables the Army to Families. The disjointed nature of our current HR more deliberately manage the talents The Way Ahead. The Army is about Systems and personnel and pay delivery all and skills that Soldiers possess and people, and IPPS-A, at its very core, is have an effect on readiness. The time and allows the Army to match Soldier about taking better care of the Army’s effort needed to execute basic personnel skills against valid requirements. most important resource - its people. actions and to illustrate readiness and • Auditability – Ensures the Army In the coming months, the Army will combat power for Commanders is implements a personnel and pay publish an IPPS-A Execution Order consuming and rarely is entirely accurate. system that fully supports the outlining an Operational Concept that To produce a visual representation of a Congressional demand for auditable will lay out requirements for stakeholder unit, its squad and crew manning and financial statements. participation in the further development, its deployability, unit S1s must spend building, testing and fielding of IPPS-A countless hours pulling information • Upon full deployment, IPPS-A will over the next four years. We need from multiple HR and medical systems provide a comprehensive, searchable, your overt support in bringing this and using Excel, PowerPoint and other and interactive HR system enabling transformational leap forward to fruition. software applications to display data in the talent management of Soldiers We have tremendous support from the a way their Commander can understand regardless of component, rank, or highest Army leadership, all of whom are and make decisions from. career field. IPPS-A will allow committed to fielding IPPS-A. We need Soldiers, leaders and HR professionals your support as well. This laborious effort to show readiness to to deliberately identify and assess Commanders and the inherent annoyance unique talents, skills, attributes and For more information about IPPS-A, to our Soldiers in dealing with personnel behaviors while providing a platform visit www.ipps-a.army.mil. and pay systems that lack speed, accuracy for workflow planning, career-long and transparency can be fixed. We have management and improved matching an opportunity now to address this of skills needed in particular positions. directly, and modernize and enhance our Army’s capability with the fielding of the IPPS-A will simplify strength Integrated Personnel and Pay System- management at all echelons by providing Army (IPPS-A). a dashboard capability, allowing Commanders to quickly view manning “Everyone here has the sense that right levels, readiness and combat power in now is one of those moments when we their units. This integrated dashboard are influencing the future.” Steve Jobs environment will facilitate faster decision What is the Integrated Personnel making while enabling distributed and Pay System-Army (IPPS-A) and expeditionary mission command. and What Can I Do with It? The Readiness is the Army’s #1 priority vision forward runs right through the and individual Soldier readiness is the development, building and fielding of foundation of Army Readiness. IPPS-A IPPS-A to the Total Force over the next will enable Commanders to understand four years. Designed for four releases and see their individual and unit readiness starting in 2018 with the National Guard, through a powerful analytics tool in near IPPS-A will be a modern, authoritative, real time. IPPS-A will eliminate the
1775 | Fall 2016 41 HRC’s Human Resource Service Center (HRSC)
By William J. Powell III
he Human Resource Service Center The following are T(HRSC) at the United States Army five things Soldiers, Human Resources Command (HRC), Retirees, Veterans, Fort Knox, KY, was formed from the and Family members consolidation of four different call need to know about centers and over 300 telephone numbers the HRSC: from three geographical locations: 1. The HRSC assists Alexandria, VA; Indianapolis, IN; and St. Active Duty Louis, MO. and Reserve The HRSC serves as the primary entry Component point into HRC for military-related Soldiers. The human resources (HR) inquiries HRSC staff can from Active and Reserve Soldiers, deal with a variety Retirees, Veterans, Family members, of military issues and Civilians. The HRSC utilizes a including: awards five-tier resolution process to initiate, and decorations track, and answer all HR inquiries in a inquiries, granting An agent with the Human Resource Service Center (HRSC) at the Army’s timely manner. The HRSC monitors leave extensions Human Resources Command (HRC), Fort Knox, KY, assists a caller with an the effectiveness of the command’s for Soldiers in a human resources issue. customer relation management system PCS status, Army handles a wide variety of non-HR and provides leadership with relevant Travel and Assistance Center, requests specific inquiries, from what time performance metrics. They continually for service records, Traumatic Service the PX at Fort Hood opens to more strive to improve self-service and inquiry Members’ Group Life Insurance serious threat to life calls. If you have resolution capabilities. inquiries, basic career management a question, whether it’s HR specific questions, identification and privilege The HRSC fields queries that come into or general military in nature, make card inquiries, and many other the command by telephone, traditional HRSC your first stop. questions. If the HRSC cannot answer postal mail, e-mail, facsimile, and even your question or inquiry, it will be 4. Where to write. Send e-mail inquiries by direct contact from walk-ins to HRC’s routed to the responsible office. dealing with general military or HR welcome center. The HRSC processes matters for Retiree and Veteran’s over 350,000 inquires a year and resolves 2. The HRSC functions as the S1 for issues to [email protected]. over 84% of them. The remaining 16% Veterans. The range of services Regular mail inquiries should be sent that cannot be resolve are escalated to for Retirees and Veterans includes to the United States Army Human the appropriate subject matter experts for retirement points updates, Combat Resources Command, Attn: HRSC, resolution. Related Special Compensation 1600 Spearhead Division Avenue, requests, statements of service, record The keys to the success of the HRSC are Department 490, Fort Knox, KY requests in support of homeless the employees at the agent level. The 40122-5409. Veterans, administrative support for HRSC is sourced with an Ability One Veterans Administration home loans, 5. Where to call. The HRSC’s toll-free contract comprised of 80% disabled employment verifications, DD Form number is 1-888-276-9472 and the employees and 85% of them are Veterans. 214 / DD Form 215 issuance, VA Form DSN number is 983-9500. Calls will Veterans provide enhanced support 3101 requests, SF813 requests for be answered live weekdays from 7 as most of them have experienced DoD employees, and record system AM to 7 PM, Eastern Standard Time. the same situations the customers are updates to include name changes. Calls made on weekends, holidays, or inquiring about. They are armed with after duty hours will be recorded and the knowledge and compassion to ensure 3. The HRSC provides a Wide Range answered on the next duty day. that every inquiry is properly resolved. of Services. The service center
42 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Army South (ARSOUTH) Contingency APO 34044 Providing Mail Support to Operations in our AOR
By LTC Eddie Bayouth, Chief Programs, Policy, Plans & Ops Division (PPPO), Army South, G1
In an age of instant communication via the diplomatic post offices (DPOs) in the email, chat or texting, letter mail seems US embassies in both of these countries. an anachronism, yet there is a certain Unfortunately this option proved very elegance and personal touch that a hand expensive because of the rate the State written letter conveys that these methods Department wanted to charge to use their of electronic communications cannot DPO. The second option was to mobilize provide. Whether it is a perfumed letter a postal platoon and split it between the from a loved one, a drawing from a two locations and run full fledge APOs to Mail is loaded onto a C-12 aircraft in Honduras child or a box of cookies from grandma, support the exercises. This option proved to support postal operations at disparate locations no one loves getting mail more than to be impractical because of the high cost for the Beyond the Horizon exercise in Central America. Soldiers. In order to bring this personal of logistical requirements to transport logical way to provide mail support to touch to Soldiers operating in the US mail to each country and establish the BTH 2013. Opening our contingency Army South (ARSOUTH) AOR, the facilities to store mail, stamps and APO would provide us a pure sort. We Plans and Operations section has opened money to serve about 90 personnel at assigned a unit number to each BTH a temporary APO in the AOR to provide each location for 3-4 months. The final location and we brought two F5 qualified mail support since 2013. option was to open a contingency APO, NCOs from the reserve to augment the mail address only, functioning out of In 2012 as the planning efforts for Air Force run APO in at JTF-B. Their Soto Cano Airbase and the existing Beyond the Horizon (BTH) 2013 were job was to sort the APO AA 34044 mail APO 34042 in JTF-Bravo (JTF-B) in taking place, the ARSOUTH G1 was and separate for each country. Twice a Honduras. With the help of the Military tasked to figure out a way to provide week they flew the mail out to airports Postal Service Agency (MPSA), APO postal support to duration staff members in Panama and El Salvador where they (MAO) AA 34044 became a reality. from the ARNG and USAR participating handed the mail to the certified mail in this exercise in El Salvador and Since an APO was already functioning clerks from each unit who would then Panama. ARSOUTH G1 planners in the AOR and BTH had a C-12 aircraft transport the mail back to their location considered three options to provide this at its disposal to do logistics runs to by road or helicopter. They would also service. The first option was to utilize each location, this solution seemed the
1775 | Fall 2016 43 pick up any outgoing mail. Soldiers was again opened, this time supporting pounds of prograde mail and moving could purchase stamps from the AAFES BTH projects in Guatemala and the 10,000 pounds of retrograde mail. trailers supporting the operations at each Dominican Republic. The same set up Although not as flashy or as monumental was used, with AAFES as the postal mission in the Middle East, selling stamps for letter Contingency APO AA 34044 has been class mail and flat rate able to provide postal support since boxes used for small it was first opened in 2013 and will retrograde parcels. The continue to do so in the future. Army flight to the Dominican South G1 personnel accompanies the Republic was a little mail on all mail runs every year to ensure tougher since it took the mail is being handled correctly and almost four hours. are involved in at least one delivery. In 2015 we were again While not instantaneous like electronic called to provide forms of communication, the APO has
A Puerto Rico Army National Guard helicopter is shown picking up mail postal support and successfully fulfilled its mission to in the Dominican Republic (DR) to transport to the Beyond the Horizon again opened APO AA provide the personal touch only “real” exercise DR headquarters. 34044. This time the mail carries. BTH mission was again in El Salvador. location and could send small parcels (no In 2015 we were also asked to provide outside packages) on flat rate boxes back support to an ARNG unit conducting to the states. Flat rate boxes and customs Counter Transnational Organized Crime forms were provided to the postal clerks (CTOC) operations in Honduras. The El and they ensured correct change was Salvador mail was transported by C-12 provided for each retrograde parcel. to Ilipango Air Base in San Salvador The contingency APO operated from while the Honduras mail was picked up March until the end of June of 2013 a few times a week by the TF personnel when the BTH task forces returned to in Honduras. their home station. The contingency 2016 proved to be our most successful The news no one wants to get – “No Mail Today” APO provide the postal support needed outside JTF-Bravo APO AA 34042 in Honduras. year. This year the APO was opened in for the operations. In 2014 the APO January to support the San Jose Island mission in Panama where US Army South personnel deployed to Panama to do a survey of hazardous material left over from when the US had troops in Panama. After that mission ended in march, the APO started providing support to BTH 2016 being held in Guatemala and to the CTOC mission in Honduras. The APO closed in the first week of July From left to right, Army South G1 personnel CW3 2016 after providing postal support to Patton, SSG Hernandez, SGT Lehigh and LTC Bayouth load mail on a C-12 aircraft destined for three different missions in three different El Salvador. countries and delivering over 75,000
44 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Soldier for Life – Handling the Transition to Retirement
By COL (Ret) Thomas H. Palmatier
very Soldier’s path to retirement is in during the last six months (which what I really wanted to do, the stress Edifferent. Some absolutely must is way too late). The most important level went way down. keep working and require a certain level thing this did is it got me regularly • Most of us applied our planning and of income to continue to care for their thinking about a life after the Army. organizational skills to every PCS, families. Some can “do nothing” if they Give yourself and your family lots of with binders and checklists. Even if wish. Some walk right into the perfect time to contemplate a life as a retired you’re not moving a household, the job, at times doing pretty much what Soldier. Leaving the Army is a very transition to retirement needs that they did as a Soldier, but now as a DA big emotional adjustment, so give same attention to detail and structure. Civilian or a contractor. Some struggle yourself plenty of time to mentally to find suitable employment. Add to prepare. • Start any VA disability claim work that the infinite variables of Family while you’re still on active duty. You • If nothing else, have a killer resumé size and composition, geographical can submit it prior to your retirement that you regularly update. You never location, health, and it becomes apparent and it’s a lot easier to get access to know when a short-fused opportunity that there’s no “one size fits all” in things when you still have a CAC card. will pop up. transitioning to retired status. • When you have problems dealing with • Expect this time to be very stressful! At the time of my retirement, I had the transition, get help. I had a good For nearly four decades I often didn’t 37 years, six months, and 20 days friend who was a retired Colonel who know where I was going to be living of continuous active service as an told me to expect depression to hit next but I knew someone would tell Enlisted Soldier, Warrant Officer, and about six months into retirement. He me and I knew who my employer Commissioned Officer, meaning 62% of was exactly right. For years, we’ve would be. Now you have to make my life had been in uniform and my last been telling our Soldiers to seek help those decisions and the earlier you civilian job had been in the 1970s. So, when they need it – that also applies and your family make them, the easier how was I able to handle the emotions of to you. Your health care provider has it will be to plan a smooth transition. leaving Mother Army? Following are a probably seen it before. For months, we looked at houses near few of my Lessons Learned after nearly the National Capital Region in the • You and your spouse will spend way two years on the retired rolls. expectation I would get a job there. It more time together than you may be • Start ACAP early! They will let you resulted in a circular logic: “Buy the used to. Figure out ways to ensure sign up two years in advance of your house because of the job. Get the job both of you have time and space “expected” retirement so you can put to pay for the house.” This was in fact without the other. whatever date you want. I started over the most stressful period in my entire • Stay (appropriately) involved with the two years in advance and it allowed career (and I had over 21 years of Army. Obviously, you should give me to pick and choose what I wanted command time). Once we settled on your former workplace a wide berth to attend instead of trying to cram it where we actually wanted to live and for a year or so, especially if you were
1775 | Fall 2016 45 the Commander. But by participating states have a way to set it up online say “the thing about doing nothing is it in AGCRA and other professional and it takes almost no time at all. doesn’t take long to do it.” organizations and attending things • If you start making money and want to Hopefully, your retirement will be like graduation ceremonies (I live near keep building your nest egg, you can as rewarding and enjoyable as mine the Army School of Music) you can be set up a SEP IRA that doesn’t count has been so far. There’s more time a Soldier for Life without being the against your other IRA maximums to visit grandkids, to care for aging creepy old guy who hangs around and and lets you sock away 25% of your parents, and to do things you couldn’t rants about the way it used to be. self-employed earnings tax deferred. do before because of the demands of I was lucky to have the freedom to be being a Soldier. But, it requires mental, • Keep meticulous records. You can self-employed in retirement. Here are emotional, physical adjustments that are write off a lot of things as business some of the things I’ve learned: unlike any you’ve had before. You were expenses but you’ve got to be able to a successful Soldier. Make sure you are • As a Soldier, and especially as an Army prove it. And don’t get silly, your cable a successful Soldier for Life. Musician, you marketed the Army, TV subscription is not a professional not yourself. Self-marketing takes a expense. Don’t mess with the IRS. lot of time and effort. I’ve learned to • Do volunteer work, especially if it build and maintain a website (www. relates to your business. When I have ThomasPalmatier.com) and worked slack periods I work with local school on my online presence (LinkedIn, bands. You can deduct your mileage Google, Bing, Yahoo, Facebook). I’ve (you’re building your business and also learned that you’ve got to actively improving your skills), it’s something get out and search for the employment I love to do, keeps me sharp, and opportunities; you can’t sit and wait usually results in some nice photos for for them to come to you. Most of my use on the website and social media. best engagements have come from me I’ve also taken my newly developed approaching folks and just asking. webmaster skills to design and run our • Be prepared to do some things you Community Association website don’t want to do. I don’t really enjoy • Establish and stick to a work schedule. small talk and random socializing but As Soldiers, the training schedule face-to-face networking is the best provided us with structure. I go to way to get work. the gym every morning and spend the COL Thomas Palmatier retired in 2015 after • If it’s a business, treat it like one. Set rest of the morning “on business.” I a more than 37 year career culminating as Leader and Commander of The U.S. Army Band up a Limited Liability Corporation don’t even see my wife until lunch “Pershing’s Own.” He is a Distinguished Member (LLC). It’s very easy and inexpensive, most days (which I think she likes). I of the Regiment and a recipient of the AGCRA Superior Lifetime Achievement Award. He especially if your business is just you. have not had a single day where I did currently works around the world as a conductor, Don’t pay someone to do it – most nothing. I once heard a retired athlete clinician, and consultant.
46 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com The Lessons of Innovation - Human Resources (HR) Support in Operation Inherent Resolve (OIR)
By MAJ Jon Hermesch, MAJ Ken Fanniel, and LTC Gregory S. Johnson
Introduction. During the fall of 2014, established in Iraq. Mail operations would included: 1st Infantry Division Headquarters need to be nested within the DOS mail (1ID) was tasked to replace United system. Confounding this postal situation, • COA 1: Request ARCENT for support. States Army Central’s (ARCENT) ARCENT HR Company assets in theater ARCENT provided minimal support to Contingency Command Post (CCP) in were limited to three Soldiers stationed this COA based on a directive from the Baghdad, Iraq in order to stand up the at the main entry point at the Baghdad ARCENT CG limiting the purchasing Combined Joint Forces Land Component Diplomatic Support Center (BDSC). of new gym equipment due to the Command-Iraq (CJFLCC-I). Facing “expeditionary” role CJFLCC-I and seemingly unsurmountable obstacles, the To compensate for the lack of external US forces would have in Iraq. The 1ID headquarters accomplished many HR support, the 1ID G1, prior to its G1 did initiate the purchasing of five outcomes during its theater opening 9 deployment, coordinated for a Mobile “expeditionary” functional fitness month deployment. This article will focus Postal Training Team to visit Fort Riley and kits, but the entire process took seven on operations involving the 1ID G1, train HR Company Soldiers from the 1st months for the equipment to arrive in focusing on human resources (HR) support Sustainment Brigade. The G1 then attached Kuwait. the newly trained F5 Soldiers to the G1 for and innovation in Operation Inherent • COA 2: Search for available equipment Resolve (OIR). While no training, school its deployment. Once deployed, the G1 placed the F5 Soldiers at every operating in Kuwait and cross-level that equipment house or experience can fully prepare to CJFLCC-I. The G1 conducted an you for a theater opening situation like site in Iraq. These Soldiers provided an array of services, including acting as site exhaustive search of Camp Arifjan, 1ID faced in late 2014, studying lessons examining connexes that have not seen learned and After Action Reviews (AARs) mail clerks, facilitating outbound mail, and creating DOS sponsored post offices. light since US Forces left Iraq in 2011. can assist with understanding some of the We met with limited success. The G1 obstacles that stand in the way of success. Throughout the deployment, CJFLCC-I created additional Build Partner Capacity also worked closely with the Arifjan Overcoming those obstacles, however, base operations contractor to sign over a requires individual tenacity, drive and (BPC) sites to help train the Iraqi military. Each additional site created a new strain limited amount of outdated life-cycled innovation. The scenarios explained below gym equipment. are meant to foster your own reflection and on the postal distribution system, but thoughts which are meant to spurn your facilitating the use of HR Company • COA 3: Look elsewhere. The G1 own drive and innovation. Soldiers from Fort Riley enabled us to worked closely with the 1st Theater support units and ensure execution of mail Support Command (1TSC) to identify Postal. Postal operations in OIR posed operations. By the 9th month of 1ID’s units in Afghanistan that were drawing the biggest challenge to the G1 Team deployment, an Army/DOS Joint Military down and had available gym equipment. during our deployment. Every facet of the Mail Terminal was created in Baghdad, After numerous emails and phone postal system was a challenge and solutions contracted mail ground movement to BPC calls, the G1 connected with units and to problems required consistent focus, sites initiated, and five DOS postal sites coordinate the movement of equipment planning and non-doctrinal solutions. For were in operation. from Afghanistan to Kuwait for onward context, CJFLCC-I forces were co-located MWR. One of the first directives given movement into Iraq. During the eighth with the Department of State (DOS) on month of 1ID’s deployment, the G1 DOS facilities. To make the situation to the G1 by the 1ID Command Team at the onset of the deployment was the section received 40 connexes of MWR more complicated, no Department of and gym equipment in Kuwait. Defense - Iraqi government agreement establishment of gym and recreation existed to operate within the country. All facilities at all BPC sites. The tasking After working all three COAs operations, therefore, were coordinate by, came before the Division G8 could simultaneously, the G1 then had to account with and through our DOS counterparts. establish a budgetary fund account. for and begin moving tons of equipment This resulted in broad ramifications on The G1 approached this dilemma with into Iraq, which resulted in additional the movement of people and supplies brainstorming possible solutions and by obstacles coordinating space on aircraft into and out of Iraq, to include mail. No developing multiple courses of action and ground convoy movement. The G1 governmental agreement also meant that (COAs) utilizing the Military Decision continued its collaboration with the 1TSC Army Post Offices (APOs) could not be Making Process (MDMP). The COAs to push the acquired equipment into Iraq.
1775 | Fall 2016 47 Personnel Accountability. Doctrinally, BPC site. The G1, however, continued to support troops. The complexity of our the mission of personnel accountability coordinate for and the movement of all the JIIM partners is captured below: for intra-theater movement belongs to the AAFES merchandise. theater HR Company. The ARCENT HR • Joint Partners: Army, Navy, Marine, Air Company provided the primary Personnel HR in Entry Operations and in a Joint, Force, SOF Accountability Team (PAT) in Baghdad Interagency, Intergovernmental, and • Interagency Partners: DOS & Others at the BDSC, but failed to cover the other Multinational (JIIM) Environment. unnamed BPC sites in Iraq. Several of the additional In the year preceding the 1ID deployment • Contracting Partners: Paxton, Desert BPC sites were both points of embarkation in support of OIR, the G1 conducted Roads, Taylors and debarkation (APOE/APOD). To cover several Leader Professional Development • 18 Coalition Partners this accountability gap in Iraq, the G1 (LPD) sessions on prior entry operations, discussing at length HR roles and Strategic HR Messaging. Leaders tasked their Soldiers conducting postal often hear the phrases “strategic operations at each BPC site to also execute responsibilities and lessons learned. Looking at operations in Bosnia, Kosovo, communications” and “messaging.” Many, the PAT mission. When not facilitating however, do not understand the importance mail operations for units, G1 Soldiers Operation Iraqi Freedom (OIF) and Haiti, the G1 learned valuable HR insights which of messaging or the positive implications would check flight plans and manifests and messaging can have on HR operations. hover near the flight lines to capture intra- proved beneficial for planning support for CJFLCC-I. This preparation however was During our deployment, the G1 leveraged Iraq movement. These Soldiers would aggressive and innovative messaging in then send spreadsheets to the G1 to ensure not adequate nor did it fully prepare us to execute JIIM support throughout Iraq and order to assure Commanders that all key accountability. These spreadsheets were and essential HR tasks were planned and also used to cross-check unit status reports in Kuwait. Joint Awards and establishing and managing the Joint Manning or being executed. This communication to ensure that CJFLCC-I and US forces did was key in order to build trust among their not break designated force-caps for Iraq. Document (JMD) would be some of our toughest hurdles and our preparation did personnel. Messaging HR plans, the HR Introduction of AAFES. Another not adequately focus on these key joint HR concept of support and openly discussing effort of the G1 during the early part of the tasks. The G1 Team was also initially too issues with combat entitlements, postal deployment was re-establishing AAFES internally focused and doctrinally wedded movement and joint awards was essential in Iraq. By the end of 1ID’s deployment, to supporting Army units. There is currently for our success. The G1 Team never gave the G1 had established five AAFES sites, no all-inclusive guide or AAR forum that up an opportunity to communicate what two of which were turned over to AAFES captures the key and essential tasks for was happening with HR in the CJFLCC-I contractors while the others remained initial entry operations or HR support area of operations. Successful messaging Soldier ran sites. AAFES has multiple in a JIIM environment with significant also requires targeting the proper audience “deployment packages” that the military coalition forces. Army doctrine briefly with the proper message to convey the can ask for; however, they are based on discusses these concepts, and after 15 proper situation and solutions. the numbers of service members assigned years of war, the HR community is still too Conclusion. The AG school house will to a particular location. Due to designated focused on supporting Army operations. train you on what the doctrinal “right” force-caps, none of the locations in Iraq Joint doctrine is also ambiguous in many looks like, but they cannot capture all originally supported a population for respects, which during the initial days of the intangibles that are present when an AAFES operated fixed site. The G1 of our deployment limited our ability to establishing a new theater of operations. assumed responsibility for the problem successfully advocate for broader support Honestly, few things can prepare a leader and found a solution. The G1 worked from the theater HR Company. This for the unknown and while our pre- with AAFES to create Soldier ran AAFES scenario resulted in our slow progress in deployment training was important, it was sites at each of the BPC locations in developing a JIIM HR concept of support our positive teamwork and the prevailing Iraq. The G1 was solely responsible for and strategy that would deliver an array of can-do attitude of our HR Soldiers that the coordination, movement, and sales HR services quickly and to all supported made us successful. We did not accept of all merchandise. The G1 Plans and elements of CJFLCC-I. “No” as an answer and in most scenarios Operations section would “purchase” a tri- we found a way to say Yes to supporting con worth of items from AAFES stores in To solve these problems, the G1 shifted to a broader definition of support, and in turn, Soldiers and Commanders. The G1 Kuwait. Once packed, the G1 Team would evolved into a mini-Support Operations coordinate to move the container to the assigned G1 Soldiers to accomplishing the following key tasks: reception and LNO Cell that coordinated hundreds of pallets flight staging yard for follow-on movement as well as tons of equipment for movement to Ali Al Salem Airfield. The G1 Liaison duties at all APODs, facilitating postal, finance MWR gyms and AAFES support into Iraq, performing a multitude of roles Teams (LNOs) and Sustainment Brigade’s that a G1 doctrinally is not assigned. All Movement Control Teams (MCT) at Ali Al to all BPC sites, reintroducing MWR and United Service Organization (USO) of the Soldiers in the G1 were asked to Saleem would receive the container and perform roles outside of their prescribed stage it for air movement. Simultaneously, entertainment, and executing coordination and movement of supplies and products. mission or training. Why? Because the G1 the Plans and Ops Team would create and was tasked with providing HR support to submit an Air Movement Request (AMR) This shift was necessary in order to successfully support all JIIM elements the Soldiers, to include Joint and Coalition, to ARCENT’s Movement Control Cell in the best manner possible. Doctrine is for the air movement. By the end of the within CJFLCC-I. The G1 Team then aggressively communicated and messaged the springboard. When doctrine is not deployment, the G1 Plans and Operations feasible, HR leaders must be creative with section mastered how to load, transport to all supported CFLCC-I elements the support we offered. Messaging what the COAs, innovative and tenacious in their (ground and air), and track cargo across the methods. If that does not work… throw entire area of operation. The initial AAFES G1 could provide improved trust and signaled to Commanders that HR services some outstanding F5 trained Soldiers at sites were set up and ran by G1 Soldiers the problem! but were later transferred to units at each would aggressively expand in order to
48 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com AG Corps Regimental of the Year 2016 Award Winners
The 2016 AG Corps Regimental NCO of the Year is SFC Alexis M. Sprakties (second from left) and the 2016 AG Corps Regimental Soldier of the Year is SPC Travis S. Chenette (second from right, promoted to SGT). Helping to The 2016 AG Corps Regimental Officer of the Year is CPT Jodie W. Minor, present their awards are COL Jack L. Usrey (right), former Chief of the AG Jr. (second from left) and the 2016 AG Corps Regimental Warrant Officer Corps, CSM (Ret) Debra Strickland (center), and CSM Nyeedra T.Edwards, of the Year is CW2 Enrius Collazo-Gerena (center). Helping to present Regimental Command Sergeant Major (left). their awards are COL Jack L. Usrey (right), former Chief of the AG Corps, Mrs. Teri Maude (second from right), and CW5 David G. Betancourt, Chief Warrant Officer of the Corps (left).
The 2016 AG Corps Regimental Senior Civilian of the Year is Mr. Fred A. The 2016 AG Corps Regimental Spouse of the Year is Mrs. Lashana E. Buckley (second from left) and the 2016 AG Corps Regimental Civilian of Howell (center). Helping to present the award are COL Jack L. Usrey the Year is Mr. Dustin K. Oakes (second from right). (right), former Chief of the AG Corps, and Mrs. Cindy Usrey (left).
1775 | Fall 2016 49 The 2016 National AG Corps Regimental Ball
By COL (Ret) Bob Ortiz
he 2016 National AG Corps Point Graduate, then MAJ Niekerk, 2016 Distinguished Members of the TRegimental Ball was held at the created the AG regimental awards Regiment include: Columbia Metropolitan Convention and recognition program, to include COL (Ret) Lee A. Harris Center, Columbia, South Carolina on the order of Horatio Gates. While COL Bruce D. Jenkins the evening of 3 June 2016. The theme serving as the Regimental Adjutant, COL (Ret) Arthur A. Strange III of this year’s Ball was “Honoring our Mr. Niekerk also wrote the original Legacy.” There were over 850 attendees Adjutant General’s Corps history. Mr. LTC (Ret) David A. Smoot for this year’s Ball. Niekerk served in the US Army for ten LTC (Ret) Ward D. Ward years as an Adjutant General’s Corps MAJ Richard M. Strong The Ball’s officer and attained the rank of Major. CW5 Aner Henriquez, Jr. honored CW4 (Ret) Manuel Flores guest and Members of the 2016 AG Corps Hall CW4 (Ret) Maria L. McDonald marquee of Fame and Distinguished Members CSM (Ret) Charles E. Smith speaker of the Regiment were also recognized was David at the Ball. CSM Annette R. Weber S. Niekerk. SGM (Ret) Allen D. Clifton 2016 Hall of Fame inductees include: Mr Niekerk SGM Linda M. Kessinger MG (Ret) Arthur T. Dean served as Ms. Darcie C. Fouste MG (Ret) Reuben D. Jones the first Entertainment for the evening was COL (Ret) Billy J. Orr AG Corps provided by the 282nd Army Band Regimental COL (Ret) David E. Tighe stationed at Fort Jackson, SC. The AG Adjutant after the Regiment’s LTC (Ret) John W. Jackson Corps Regimental Officer, Warrant activation at Fort Benjamin Harrison SGM (Ret) Thomas S. Gills Officer, NCO, Soldier, Senior Civilian and in 1987. An Army veteran and West Civilian of Year were also recognized.
50 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com 1775 | Fall 2016 51 Defend and Serve The AG Corps inducts Six into its Hall of Fame Class of 2016
By Demetria Mosley, Fort Jackson Leader
Fort Jackson, SC. Six new faces joined the gallery of portraits hanging in the Adjutant General’s Corps Hall of Honor. Their photos and biographies were unveiled in their permanent location 3 June 2016 during a ceremony at the Adjutant General School, an event that involved friends, Family members and colleagues of this year’s inductees. This year’s additions to the Corps’ Hall of Fame are: MG (Ret) Arthur Dean, MG (Ret) Reuben Jones, COL (Ret) Billy Orr, COL (Ret) David Tighe, LTC (Ret) John Jackson, and SGM (Ret) Thomas Gills.
“The force is with me. Without all the people who helped me, I wouldn’t be here today,” COL (Ret) Orr told the audience during the Hall of Fame Induction Ceremony. COL (Ret) Orr continued, “If I asked all of the people Jennifer Imholt, left, and Michelle Smith, daughters of the late LTC (Ret) John Jackson, unveil their who helped me to join me on the stage, Father’s picture during the Adjutant General’s Corps Hall of Fame Induction Ceremony on 3 June 2016 they all wouldn’t fit.” at the AG School Hall of Honor, Soldier Support Institute, Fort Jackson, SC. LTC (Ret) Jackson was one of six Soldiers inducted into the AG Corps Hall of Fame this year. AG Corps Hall of Fame inductees are the Soldiers, Civilians and Families selected by a board of current senior The 2016 AG Corps Hall of Fame which make up the Army. They do leaders in AG Corps and previously inductees are: this through providing HR services, selected Hall of Fame inductees, which MG (Ret) Arthur coordinating personnel support and now has 54 members. “We can’t do very T. Dean. MG (Ret) conducting HR planning and operations. well without having great people on our Dean’s leadership “The Corps is the foundation that helps team,” said MG (Ret) Reuben Jones. includes 10 years build the strength of our Soldiers,” said “The Hall of Fame is full of legends and in command while COL Jack Usrey, the 18th Chief of the I’m excited that I get to become one of serving in units Adjutant General’s Corps. “We salute them,” he said. extending from Company to Brigade level. and thank our Hall of Fame inductees He served in every AG Corps functional The mission of the AG Corps is to for the chapters they added to our Corps’ area and every level of the Army. He provide superior personnel support to legacy.” served six years with the 82nd Airborne
52 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Division and earned the distinction of Command. His culminating role was as Special Troops Battalion Commander U.S. Army and Republic of Vietnam the Chief of Staff, Total Army Personnel and G-1, 9th Infantry Division. He senior parachutist and an Army Ranger. Command from which he retired in 1999. culminated his career as the Adjutant His last senior AG positions include General and Acting Chief of Staff, I COL (Ret) David Commander, U.S. Army 1st Recruiting Corps. E . Tighe. Brigade; Director of Enlisted Personnel, COL (Ret) SGM (Ret) U.S. Army Personnel Command; Tighe’s 31-year Thomas S. Gills. Deputy Chief of Staff for Personnel and career high points SGM (Ret) Gills’ Installation Management, FORCOM; include serving as 30-year career high and culminating as the Director of Assistant Chief of Staff, 1st Infantry points include serving Military Personnel Management, Office Division; Commander, SHAPE as Drill Sergeant; of the Deputy Chief of Staff, G1, in the Battalion, NATO; and Commander, Chief, Enlisted Promotions; Senior Pentagon. 502nd Personnel Services Battalion, 4th Enlisted Advisor to the Afghan Army; MG (Ret) Reuben Infantry Division. His culminating role and culminating his career as the SGM, D. Jones. MG (Ret) was as Chief, Operational Army Branch Deputy Chief of Staff, Army G-1. SGM Jones commanded and Chief, Readiness Division, Enlisted (Ret) Gills’ contributions significantly HR organizations Personnel Directorate, Human Resources changed and improved the Afghan Army from Company to Command from which he retired in 2010. through the creation of their own NCO Natonal level during In this role, he was vital in the successful and Soldier creed, a performance record his 34 year Army career. His most implementation of force stabilization system, and increased reenlistment significant contributions included fielding initiatives that resulted in the life cycle incentives which significantly improved the Automated Selection Board System, manning and modularization of 4 Stryker operational readiness. As Army G1 SGM the one page Enlisted Records Brief, Brigades, 16 Infantry Brigade Combat and through his tenacious leadership and the modernization of the Evaluation Teams and 10 Heavy Brigade Combat and initiative, the Army developed the Report Process. His last senior AG Teams. automated promotion point worksheet, positons include Deputy Commander, which drastically eliminated thousands LTC (Ret) John 8th Personnel Services Command, Eighth of HR man-hours expended through the W. Jackson. LTC Army, Korea; Commander, Enlisted manual calculation of promotion point (Ret) Jackson battled Records and Evaluation Command; scores. for the survival of 63rd Adjutant General of the Army; and the AG Corps in an culminating in his role as Commanding era in which combat General, Family, Morale, Welfare and arms Soldiers had infiltrated Human Recreation Command. Resources billets that requires subject COL (Ret) Billy J. matter expertise and passion. Drafted in Orr. COL (Ret) Orr’s 1963 with service in Vietnam, LTC (Ret) 30-year career high Jackson was promoted “on the spot” to points include serving Specialist, and directly commissioned as the S-1, 4/21st from Sergeant to Second Lieutenant, Infantry Battalion in embracing ever opportunity to make the the Republic of Vietnam; Commander, AG Corps relevant to the war fighter and 43d AG Reception Battalion; G1 of the a prominent combat multiplier in the 1st Infantry Division; Commander, 5th Army’s arsenal. His career highpoints Personnel Group; and Chief of Enlisted include service as the 3rd Infantry Distribution, Total Army Personnel Division Postal; AG Branch Chief; and
1775 | Fall 2016 53 The Tennessee Army National Guard conducts Theater Gateway Personnel Action Team (TG PAT) Operations in support of Operation Anakonda 2016, Poland
By MAJ Paul A. Kessens, Chief, Human Resources Operations Branch (HROB), 230th Sustainment Brigade, Tennessee Army National Guard
Editor’s Note – the following article encompasses a synopsis of HR operations from MAJ Paul A. Kessens while deployed with the 230th Sustainment Brigade HROB to Poland.
heater Gateway Operations, to deploy the Deployed Theater Soldiers to their assigned Mayor Cell TPoland. The 230th Sustainment Accountability System (DTAS) in an within Poland in a timely manner. The Brigade (SB), commanded by COL immature theater and to set up a Theater TG PAT was comprised of elements Steven Barney, supported theater opening Gateway Personnel Accounting from the 364th SB HROB, 230th SB gateway operations for equipment, Team (TG PAT) as a USAREUR G1 HROB, 328th HR Company, 909th personnel, and Class III bulk stocks Personnel Accounting (PA) enabler to HR Company, 380th Transportation in order to facilitate reception, staging Theater Opening Element (TTOE), and onward movement (RSOM) to and the 39th Transportation Battalion build combat power, support freedom (Movement Control or MCB) which of movement, and synchronize theater were dispatched to support the three distribution of equipment and personnel major APODs. The key participants near Szczecin, Poland, for Operation for the APOD activities were the SPO, Anakonda 2016. The 230th SB also HROB, one platoon each from the supported the reverse RSOM of equipment 328th and 909th HR Companies, two and personnel upon redeployment. teams from the 380th TTOE, and two Operation Anakonda 2016 was a Polish- teams each from the 39th MCB and led, joint multinational exercise that took 230th Special Troops Battalion (STB). place throughout Poland from 7-17 June The 364th Expeditionary Sustainment 2016. The entire RSOM actually took Command (ESC) conducted Mission place from 6 May to 15 July 2016. The Command and operated the Mayor Cell Human Resources Operations Branch element at Life Support Area (LSA) (HROB) supported the RSOM with HR The 328th and 909th HR Companies’ Personnel Warsaw. The 230th SB conducted Professionals that included in-processing Accounting Teams (PATs) operated the APOD mission command and the 230th and out-processing of over 4,000 Soldiers Personnel Processing Centers day and night, at STB was the Mayor Cell element at Berlin-Tegel, Szczecin, Bydgoszcz and Warsaw through three established Aerial Ports of Choplin, Poland in May through July 2016. LSA Szczecin. The 230th SB HROB Debarkation / Embarkation (APOD/E) provided the HR mission guidance and three mobile sites which were physically receive Soldiers into theater, and data management requirements required during the exercise execution aggregate and prepare a personnel for the APODs. The 328th and 909th phase. manifest for In Transit Visibility (ITV) HR Companies supported the PA for transportation, and then dispatch requirements at the APODs. The 380th The exercise HR objectives were
54 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com TTOE and 39th MCB teams supported personnel transportation movement requirements from the APODs to the assigned LSA during the RSOM deployment phase. The 39th MCB also supported this activity during the reverse RSOM redeployment phase. The TG PAT used several enabling systems during the operation to include DTAS, Tactical Personnel System (TPS) and Single Mobility System (SMS). The PAT used TPS TRN files to produce manifests at the APODs, then uploaded into DTAS and re-formatted the data to create personnel reports for the LSAs for ITV and Base Access requirements. The 328th and 909th HR Companies’ Personnel Accounting Teams operated the APOD Personnel Processing Centers in or out of typical office environments. HR Planning. The HROB utilized the Military Decision Making Process were directed to attend TPS and DTAS were met by utilizing a FOUO Army (MDMP) for analysis and predicting training through the Human Resources Knowledge Online collaboration folder, Theater Gateway requirements and Command prior to STARTEX. This AKO folder concept: https://www. capabilities. Research was focused also gave them the required access us.army.mil/suite/files/46563976. This on theater opening elements, HR to the software to be used during concept was used due to theater network operations planning (RSOI) and the exercise. For this exercise, it connection capabilities from the APOD/E setup. During the planning was a great example of balancing mission command cells to the APODs. process, the HROB and the SPO requirements and capabilities. This transparency enabled anyone with coordinated with the designated Human Throughout the HR planning cycle, access to the folder to upload their Resources Company, and through each the mission requirements changed and files to DTAS. The 230th SB HROB level of command hierarchy to the the available HR assets changed. Due worked with the 364th ESC HROB USAREUR G1. Through the MDMP, to mission requirements and doctrinal on HR tasks that included obtaining the HROB determined to task-organize requirements for rules of allocation, the database information from S1s for the HROB, MCTs, and the PATs as a 328th HR Company didn’t deploy as a units that transited the PPC, updating small-scaled TG PAT for each APOD/E unit. The administrative support was the DTAS database, and coordinating in Poland and Germany. The doctrinal conducted at their home station HQs with the 1st HRSC and USAREUR G1 roles and responsibilities for the TG and operational support was received on all HR matters as appropriate. PAT were distributed throughout the from the 230th STB and HROB. 328th HR Company, 230th SB HROB, The SB SPO and 328th HR Company and the 364th ESC HROB in support The HROB conducted the data OIC coordinated site locations and of the USAREUR G1 PA initiative. A management and passenger flow drafted the APOD concept of operations troop to task outline can be found in reporting requirements and was during the site visits and at the planning ATP 1-0.2, Chapter 3 for a TG PAT cell. responsible for coordination and conferences. The HROB designed and The HROB Chief coordinated with the organization integration of PA. The prepared the Commander’s update HR Companies, evaluated experience MCT and PATs established a Personnel brief slides, providing current and level, and coordinated TPS and DTAS Processing Center (PPC) for RSOM as historical data on personnel flow rates training to meet the system training units and personnel entered, transited, through the TG PAT for the 230th SB requirements. The HR Companies or departed the theater of operations. Commander, 364th ESC HROB, 1st had a mix of experience levels and The data management requirements HRSC, and the USAREUR G1. This
1775 | Fall 2016 55 became the primary method of file- theater provided equipment phones DTAS worked well for personnel sharing after the HROB attempted to were initially set up and after the first accounting in the theater. The only and was unable to set up DTAS access minutes were used up, no top-off cards issue was the connectivity requirement at the APOD PPCs on the 230th SB were used or available. Basically, we of a military domain for security. We Main Body one and Main Body 2 did not ask for them when needed. The attempted to use VPN connections, elements. The planning cycle proved data connection in the operations center however the STAMIS computer to be effective at STARTEX. had limitations as well due to the data equipment did not have this capability. bandwidth. However, e-mail and AKO The only military domain we had Lessons Learned. As for any training access worked well for information access to was the Joint Network Node events, the HROB learned a great deal flow. (JNN) at the operations center. during all phases of the exercise. Some of the most notable lessons included One of the most useful lessons As one of the first SB HROBs to plan communications and networking with learned was very basic – knowledge and prepare for RSOM operations in an peers, knowledge management, and all management. E-mail was useful but immature theater on this scale along HR systems. could also be cumbersome. The use with an Army Reserve HR Companies of a SharePoint database or in this from multiple regions and an Active During the exercise, there were a variety exercise, using AKO collaboration Army MCT, the HROB demonstrated of limitations. Communication was the folders, proved to be an asset. The the ability to be adaptive while biggest limitation and we initially did HROB was able to collect, analyze, operating in an overall non-doctrinal not have a backup plan for connectivity. disseminate, archive, and facilitate HR structure. The exercise showed that However the team did adapt and was operations efficiently and effectively the integration of Army Reserve and able to use new technologies for voice across networked commands, units, and National Guard units into USAREUR and text communications using a organizations throughout the exercise. organic units has been and will be variety of end to end encrypted web successful in future operations. apps on smart phone wireless devices. HR systems are designed for a International calling from Germany to field environment. The TPS worked Poland was not established well. The well manifesting personnel anywhere.
The 364th Expeditionary Sustainment Command (ESC) Main Body II’s arrival at Warsaw Cholin, Poland in June 2016.
56 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Colombian Army Human Resources Transformation – The Golden Key to Colombia’s Army Transformation and Modernization Efforts
By LTC Eddie Bayouth, Chief Programs, Policy, Plans & Ops Division, Army South G1
or over 50 years the Colombian Army officers and warrant officers have had a their respective mission and how they F(COLAR) has been fighting the FARC profound impact in how HR operations operated. The group also got an in-depth (Fuerzas Armadas Revolucionarias de are going to be managed in the COLAR view of the systems used to manage HR Colombia, Revolutionary Armed Forces now and in the future. and their capabilities. This visit allowed of Colombia) terrorist movement. As BG Salguero to create a vision on where US Army South and the COLAR hold the end of the conflict draws nearer, he wanted to take his organization and bilateral staff talks every year. In 2012 the COLAR has been working on a how he wanted it to operate in the future. the COLAR identified HR operations as strategic transformation initiative that an area where they wanted to improve In order to get an idea of where the will prepare them to field units that are their processes and systems and asked US COLAR was starting from, US Army interoperable with US and NATO forces. Army South for assistance. In order to South G1 reps travelled to Colombia The Commander of the COLAR, General help the Colombian Army create a vision in September of 2013 and did an Alberto Mejia recognizes the importance of what they wanted, BG Jairo Salguero, assessment of the current processes of ensuring his HR systems and processes the COLAR Chief of the Human and systems the COLAR was using. are optimized and has called the COLAR Development Command (Jefatura de As part of the assessment, each of the HR Transformation “the golden key” to Desarrollo Humano or his overall Army transformation. JEDEH, old COLAR It is not often that US Army AG officers Structure, G1 / HRC are called to help a Partner Nation equivalent), escorted by transform their entire human resources the US Army South G1 operation from the strategic down to rep, travelled to Human the operational level. For the last four Resources Command years the US Army South G1 with the (HRC) in March 2013 assistance of the SOCSOUTH J1 and a and visited with the HRC team of dedicated AG officers, has been CG and his staff. The working with the COLAR to do just that. structure and function From developing an MOS structure, to of HRC was discussed LTC Eddie Bayouth and CW4 Luis Lozano from the US Army South implementing branch managers for their and each division within G1 (front left and center), COL Carlos Moreno (head of table), officer and NCO corps, to developing the HRC (OPMD, EPMD, Colombian Army (COLAR) Director of Personnel (now the COLAR first PERSCOM Commander), and various JEDEH Division Chiefs, HR specialty, all in Spanish, Army AG TAG) further explained meet in Colombia in September of 2013.
1775 | Fall 2016 57 divisions in the JEDEH briefed them on travelled to Fort Rucker, AL to tour the that would be useful to the COLAR were their operational processes and systems, Aviation Warrant Officer School and learn already being used. Therefore, no from giving them a firsthand look at how the about the mission of Warrant Officers. the ground up implementation of an COLAR managed their HR functions. They also travelled to Washington, DC enterprise level HR system was required. Among the key findings was the lack where they met SOUTHSOC J1 reps, Going to Colombia three or four times of an enterprise HR system to provide who would become our partners in the a year gave the US Army South and accurate information on COLAR service COLAR HR Transformation efforts. SOUTHSOC teams an opportunity to members, a lack of a defined MOS While in DC, they also visited the gauge progress in the various projects, structure for their Army, rudimentary Coast Guard Headquarters and saw the but did not really allow us to provide a MTOEs that did not identify any of the PeopleSoft application being used by the lot of assistance to the COLAR in their support specialties, and there was no USCG to manage their personnel. They efforts. That summer we implemented trained personnel dedicated to providing also met with Oracle representatives a rotation in which CW4 David Garcia, HR support. (PeopleSoft) and with Defense Ready to Senior HR Tech in the US Army South explore the possibility of acquiring one Based on these observations, the G1 and CW4 Genaro Nazario, Senior of these platforms as their enterprise assessment team recommended that the HR Tech in SOCSOUTH would stay in level HR Software platform. COLAR work on addressing these four Colombia for 4-6 weeks at a time with main issues: Unfortunately or perhaps fortunately one week overlaps to provide assistance for the project timeline, the Minister to the COLAR. This permanent presence • Implementation of an enterprise HR of Defense in Colombia decided that yielded great results and helped the system all services would utilize the existing COLAR progress in their HR projects. • Development of a MOS structure database, SIATH (Sistema Informatico By working side by side with the COLAR • Revamped MTOEs for their combat de Adminsitracion de Talento Humano, project leaders, they were able to advise units that includes a support MOS their HR Databse platform). The and assist with the COLAR projects on structure database was running on the latest Oracle a daily basis. In September the entire • Development of HR professionals in their Army The team also recommend that these efforts be done in parallel to each other with a goal to complete them before the completion of their new JEDEH building (within 2 years). It was naïve to think that changes of this magnitude could be accomplished in 2 years. That same September during a planning conference for the Bilateral Staff Talks, US Army South committed to do follow up visits to Colombia to assess and advice the COLAR on their HR Transformation efforts. This recommendation was formalized in April of 2014 during the executive meeting of Pictured are US Army South, SOUTHSOC, Colombian Army, and Coast Guard personnel during a visit to US Coast Guard headquarters in Washinton, DC. Intent of the visit was to assist the Columbia Army the staff talks. Colombia also expressed with HR transformation efforts. At far left is LTC Eddie Bayouth (US Army South), US Coast Guard interest in exploring the possibility of C1 personnel standing on either side of MG Jairo Salguero (Colombian Army), CW4 Genaro Nazario creating the Warrant Officer rank to (SOCSOUTH J1) (second from right in the back), LTC Chris Eldridge (TRADOC LNO to US Army South) retain pilots in their Army and the desire (kneeling left), and LTC Angel Feliciano (SOUTHSOC J1) (kneeling right). to explore commercial enterprise HR software suites. Based on these two software and had been utilized by the team met in Colombia and briefed the new requirements, newly promoted MG National Police and the other services in COLAR General Staff on their findings Salguero and some COLAR officers Colombia extensively, so a lot of modules and progress of the projects being
58 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com implemented. The data within SIATH the development and implementation of a compare the processes that are in place in was being validated, a model for MOS new structure for the COLAR that created Colombia with the ones he saw in HRC was developed, and a business case for the Comando de Personal (PERSCOM) almost four years ago. justifying the Warrant Officer rank had as a separate and distinct organization Every AG officer that has worked with been created. The projects were finally dedicated to managing all aspects of the COLAR in their HR Transformation moving forward. strategic level HR management and project has been impressed with saw the command move into their brand During the rest of 2014 we continued to the professionalism, work ethic and new building. They also worked on the see progress, but quickly realized that this dedication of their Army and the development of career maps for officers was not going to be a two year project. In generosity of their people. There is still and NCOs and the professionalization of order to gather more momentum and with a lot of work to be done in Colombia and the HR specialty within the COLAR. the help of the US Security Cooperation what was initially thought to only take two Office Army Section, an HR Mobile In recent months the first ever HR years will probably take another three to Training Team (MTT) was requested specialty course has been implemented four years. US Army South is committed to provide a permanent presence in and currently there are two Colombian in supporting the transformation efforts Colombia to continue to assist the officers attending AG BOLC and two of the Colombian Army now and in the COALR with HR Transformation. The NCOs attending AG AIT at Fort Jackson. future. As our most trusted partner in the proposal was presented during the April BG Moreno, the director of Personnel region, their success is also our success. 2015 Bilateral Staff Talks held in San when the project began is now serving Their Army’s goal of interoperability Antonio, TX and was approved and as the first Commander of the Comando with the US by 2030 hinges on the funded by SOUTHCOM. de Personal. At the invitation of BG success of their HR Transformation Moreno, MG Thomas Seamands, HRC and the work done by a small group of From June 2015 to February 2016 an CG, recently visited Colombia and was Spanish speaking AG professionals. It MTT worked in Colombia to assist the impressed with the progress of their has been an honor for all of them to have COLAR full time with HR. The MTT HR Transformation. In September BG contributed to the COLAR’s success to was instrumental in continuing the Moreno will visit his counterpart in date. Fe en la Causa!! work of MOS development and MTOE HRC and will have the opportunity to restructuring. They also started work in
MG Thomas Seamands, HRC CG (head of table, left) is being briefed by his counterpart, BG Carlos Moreno, COLAR Comando de Personal CG (head of table, right) and his staff regarding the Colombian Army’s HR Transformation.
1775 | Fall 2016 59 First Army Hosts its First Annual Adjutant General Summit
By William Schafer and MAJ Dedrick Marshall, First Army Human Resources Directorate
Rock Island Arsenal, IL – The First audience by articulating his philosophy that reach to First Army, Rock Island Army G1 hosted its first annual Adjutant on measuring success in First Army, Arsenal.” General (AG) Summit at Rock Island which has shifted from pre-mobilization Arsenal from April 11-14, 2016. The to post-mobilization training for Army Summit participants were also afforded summit gathered Human Resources (HR) Reserve and National Guard Soldiers. the opportunity to receive the most professionals and guest speakers from LTG Tucker emphasized how important current information on the State of United States Army Forces Command it is to have the dedicated support from the Adjutant General (AG) Corps as a (FORSCOM) Deputy G1, Army Human the HR community stating it would be team of guest speakers from the Soldier Resources Command (HRC) Officer impossible for First Army to accomplish Support Institute (SSI) presented the Personnel Management Directorate their daily mission without the HR latest trend analysis on officer and (OPMD) and Enlisted Personnel community providing manning for First Management Directorate (EPMD), and Army units. the Soldier Support Institute (SSI) Total Force Integrator. Participants included The working summit successfully laid First Army G1 staff and leadership, the ground work for current and future the 85th United States Army Reserve business practices and procedures Command (ARC) G1 and staff, and S1 between HRC, First Army, and First and S1 Noncommissioned Officers from Army Brigade S1s to focus on the all of First Army’s nine brigades. Officer Manning Cycle, as well as, the Enlisted Soldier Manning. The key behind this effort was to ensure First Army and its subordinate units receive the proper alignment of Officer Area First Army Assistant Chief of Staff, G1, William of Concentration (AOC) and Enlisted Schafer (right), speaks with Eric Porter, Forces Soldiers Military Occupational Specialty Command G1, during the First Army Adjutant (MOS) as First Army continues to man General Summit on April 12, 2016 at Rock Island against its Operation Bold Shift end-state Arsenal, IL. Tables of Distribution and Allowances (TDA). enlisted promotions and the impact the Army drawdown will have on the AG The summit participants honed in on the Corps. The audience had the opportunity impact of First Army’s Operation Bold to ask questions on how to successfully First Army Commanding General, LTG Michael Shift initiative and the effects it will manage their career paths and what their S. Tucker, addresses attendees of the First Army have on the Army’s Total Force Policy best follow-on assignment options are Adjutant General Summit on April 12, 2016 at (ATFP). Operation Bold Shift is serving after successfully completing their First Rock Island Arsenal, IL. as a catalyst for multiple HR tasks and Army assignments. requirements flowing from First Army Headquarters directly to Brigades with At the conclusion of the three-day The summit focused on three key areas: the elimination of Division Headquarters, summit, participants unanimously agreed professional development; achieving specifically Division G1s. This places a the summit should continue on an annual a Common Operating Picture (COP) heighten emphasis on the importance of basis. Participants indicated the summit of HR policies and procedures; and current HR policies and procedures in provided a balance of networking with establishing lines of communication order to effectively execute personnel their peers, establishing an open dialog vertically and horizontally throughout actions, strength reporting, and other core with First Army, and was an excellent the HR community. LTG Michael. S. HR functions. LTG Tucker challenged venue to hear firsthand from Army Tucker, Commanding General, First the Brigade S1s to “create business rules agencies, the future of the AG Corps. Army, provided opening remarks to the
60 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Manning in an Allied Joint Environment
By MAJ James Kyle
As a manpower analysis in the J1 PEs for NATO Force Integration Units climate continues to change and we Division of Allied Joint Force Command (NFIUs) in Romania and Bulgaria and continue to increase our exercises and (JFC), Naples, Italy, I have firsthand Multinational Division Southeast (MND operations with other services and experience of the intricacies of manning SE) in Romania. I also ensure that CEs Allied Partners, HR SMEs need to have in an Allied Joint environment. Working such as NATO Support to African Union an understanding of how each service, with personnel from other services and (NS2AU), Kosovo Force (KFOR), NATO command, and nation operates and nations is becoming more relevant as Headquarters Sarajevo (NHQ Sa) and a comprehension of the differences. we face fiscal and global challenges our headquarters Joint Task Force are While working with other services both as an Army and a Nation. In a structured and manned correctly. and nations, we must not forget core Wall Street article dated February 6, doctrinal principles that we have learned Just as other HR SMEs serving in 2015, LTG Frederick “Ben” Hodges as HR professionals because in many S1s / G1s / J1s, I am responsible for states, “The main lesson of the post - organizations you may find yourself providing Commanders with guidance 9/11 wars is that we are not going to do as the only national HR SME with the on how to correctly man the units they anything by ourselves.” LTG Hodges relevant HR training and background. are responsible for. In an Allied Joint currently commands U.S. Army Europe environment, manning requires an The basic understanding you need in and recently commanded NATO’s Land understanding of additional command, this environment starts with the different Component Command (LANDCOM) in Izmir, Turkey. For the Army’s Human Resources (HR) subject matter experts (SMEs) this means understanding the complexities of the different services and nations and the capabilities they bring to a global environment. My current role sees me responsible for developing and managing the Peacetime (PE) and Crisis Establishments (CE) for the Joint Force Command (JFC) in Naples. JFC Naples is in Allied Command Operations (ACO) and forms part of the North Atlantic Treaty Organization’s (NATO) structure. NATO PEs and CEs are developed from political direction and guidance. Once PEs and CEs are developed, the positions or posts Pictured are U.S. MAJ James Kyle (second from left) with Allied Joint Force Command Naples Assistant Chief Staff J1, COL Nicola Diomaiuti Nicola (Italian AF) (third from right) along with the rest of the J1 (as they are called in NATO) are filled by Manpower Branch. NATO nations. I manage the Naples PE ensuring that US personnel are aligned service, and national personnel systems rank structures within different services to the correct post. I have also developed and databases. As the international and nations. The Army and the Air
1775 | Fall 2016 61 Force ranks are for the most part the NATO’s primary “intranet” networks. determine whether O-4 through O-6 (OF3 same except for some enlisted ranks, This means that data entered on an - OF5) positions provide the incumbents but just abbreviated differently. Army organization, post or person at one HQ is significant experience in joint matters. and Marine ranks are the same for the instantly available to authorized staff at The number of JDAL validated posts in officers, but different for enlisted. The other HQs or in national capitals. It also JFC Naples increased from 9 out of 76 Army and the Navy ranks are completely means that the data held is of the same eligible posts prior to 2014 to currently different. A Navy Captain is an O-6 standard across NATO, so that APMS 50 out 76. If an 0-4 – 0-6 / OF3 - OF5 and an Army Captain is an O-3. U.S. can act as the authoritative repository is assigned to a validated JDAL position, services use an officer, warrant officer, and data source for other NATO database they get JDAL credit. If some are not and enlisted grade system, where most systems that need manpower and assigned to a JDAL post during their tour other nations use the only NATO grade personnel information. on their service system they can submit system of officers (OF) and other ranks to their service for JDAL credit after APMS information is populated (OR). For the U.S. Army, warrant their tour is completed. If an O-3 (OF2) and managed at each HQ, but is not officers are considered part of the OF is assigned to a JDAL post, which most connected to the personnel databases system in an allied environment, but for likely will be a O-4 post, they receive of each nation and service at this time. other nations, warrant officers are part joint duty credit. This creates a possibility of NATO and of the OR system with senior enlisted national information not matching as the BG Peter Conzelmann, German Army, personnel. Senior National Representatives (SNR) Assistance Chief of Staff J1 for SHAPE Understanding the linkage between the at each NATO HQ are responsible for and the senior human resources officer tactical, operational and strategic levels managing where their personnel are in NATO stated during a recent NATO and the role manning plays in each level assigned locally. The cooperation resources conference, that people are is also important in this environment; between SNRs or their national manning a nation’s most precious resource and each level requires different capabilities. delegate and a HQ official personnel nations will pick which missions and These capabilities build off each other to management channel or HR Office is positions they support. This brings into give Commanders the means to complete critical. As in other commands in the focus one of the first things they teach the mission. The capabilities are also Allied Joint environment, HR SMEs are you in the Course for Resource Managers managed and enhanced in different required to assist with the management at the NATO School Oberammergau; manning and personnel databases. Each of personnel skills and functions to everything in this environment is service has specialized capabilities, ensure maximum effectiveness of the guided by politics and the decisions of which when used together create joint resources on hand. In JFC Naples and politicians. integration and provides each service ACO recently, the importance of APMS In an Allied Joint environment, political complements the joint capabilities and manning has been pivotal to the guidance directly guides requirements required by Commanders. Different identification of the achievement of Full and missions to include manning. nations provide different expertise as Operational Capability (FOC) status The understanding of manning in well. of 90%, set by nations when the 2012 this environment could have greater PE was implemented and achieved by In NATO, the Automated Personnel importance as our role as an Army December 2015. Management System (APMS) is used. and nation changes with the changing APMS supports all aspects of human One of the areas that could assist with US global political climate. The complexity resources management and headquarters manning in the Allied Joint Environment of manning will continue as the personnel administration. APMS is is the number of validated Joint Duty environment develops but the need to the latest generation manpower and Assignment List (JDAL) positions in have a basic understanding of manning personnel database management each headquarters. Not all positions in of services and nations will remain. The system used by all NCS and operational NATO headquarters are JDAL validated basic understanding of our U.S. Army headquarters, NCIA, the International positions as joint and joint matters are HR manning begins with our “enduring Military Staff (IMS) at NATO HQ, and not always the same. Services prioritize principles and core competencies” in some NATO Force Structure (NFS) units. the filling of validated JDAL positions FM 1-0. It operates as a centralized, common over ones that are not validated. JDAL database accessible from any designated validation boards are convened routinely and authorized workstation on all of by the Directorate of the Joint Staff and
62 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Human Resources Command (HRC) Leaders Reflect on Historic Battle at Shiloh Staff Ride
By HRC PAO
Shiloh, TN – Thirty-two leaders of U.S. at the entrance. MG Army Human Resources Command Thomas C. Seamands, (HRC), based at Fort Knox, KY stepped HRC Commander, away from their daily duties to tour Shiloh shared that all National National Military Park on April 20-21, Cemeteries memorialize 2016 and examine the various planning, the sacrifices of those discipline, leadership and challenges who gave their lives to of the Union and Confederate Armies ensure the survival of during the American Civil War. America’s representative democracy. The staff ride is part of the command’s annual Leadership Professional Shiloh National Military Development Program. “Staff rides are Park guide Charles HRC Soldiers and Civilians tour the Shiloh National Military Park opportunities to convey lessons of the Spearman and HRC and examine the battle sharing detailed examples of the Union and past and consider present day application. leaders continued Confederate challenges they faced more than 150 years ago during Walking the fields of one of the bloodiest through the park in the Battle of Shiloh. Photo by LTC Janet Herrick, HRC PAO. battles of the Civil War battles on the fields the order of the battle and discussed some of the origins of of Shiloh helped HRC leaders discuss sharing detailed examples of the Union the Adjutant General from the Civil command, maneuver, sustainment, and Confederate challenges they faced War to support the warfighter. HRC intelligence and communications,” said more than 150 years ago. Extended lines leaders recalled the beginnings of postal LTC Peter Kremzar, G-3 Operations of communication, supply shortages, operations by carriers transporting paper Branch Chief, HRC. poor morale, and leadership differences and cardboard. were more relevant as HRC finished the staff ride discussing they walked through the the cost of battle and casualty operations. battle events. “I did not Unlike today, there was no notification know there was a pivotal of next of kin, no process for burying battlefield this close the dead, and no aid to Families left to Kentucky. Actually behind, said LTC Michael Stewart, visualizing the war plan Field Support Division Deputy. More and terrain allowed Americans were killed at Shiloh than me to thoroughly the total of all previous wars fought by understand more than the United States. The group of human other battlefields I have resources leaders noted that while many seen in the past,” said Shiloh National Military Park guide Charles Spearman leads a group improvements have evolved in casualty MSG Karen Renee of 32 U.S. Army Human Resources Command (HRC) leaders through operations and the number of deaths the Shiloh National Military Park on April 20-21, 2016 to examine the Henderson, Separations has decreased significantly, it is still the various planning, discipline, leadership and challenges of the Union and Policy Branch and Confederate Armies during the American Civil War. Photo by COL one of the most critical operations in the Senior Enlisted Advisor. Randall Haws, HRC G3. Army. Perhaps President Lincoln said it One of the first stops, the group entered Staff rides mostly focus on leadership best when he said, “that these dead shall was the Shiloh National Cemetery with and battlefield strategy, however HRC not have died in vain,” but that this nation the Gettysburg Address on a tablet leaders also emphasized sustainment “shall not perish from the earth.”
1775 | Spring 2016 63 A Thousand Splendid Ones – The past, present, and impending future of Army Human Resources Training
By MAJ Anita J. Barone, Chief, Senior Leader Training Division, Adjutant General School
he Celebration. On June 17th Engineer officer, the Infantry Brigade AOC-qualified, is by attending HRMQC. T2016, MAJ Brent Schultz accepted S-1 was an Infantry officer, and so on. The HRMQC gives ARNG organizations his place in history as the 1,000th Upon selection as an S-1, each officer the flexibility to select HR professionals graduate of the Human Resources would attend the legacy HRMQC. This from any career field. It also allows Management Qualification Coursecourse granted Functional Area (FA) officers like MAJ Schultz to serve as a (HRMQC), an Adjutant General (AG) 43A designation as a human resources Brigade S-1 while retaining their basic branch qualification course for Reserve management officer. branch, remaining qualified for non-AG Component (RC) officers. One of the command and key billets. The Transformation. In 2005, in course’s original developers, CW4 (Ret) support of transformation to a brigade- Essentially, HRMQC permits the ARNG Richard Niehe, was the guest speaker at centric force, the Army inactivated its to use 42H qualification similar to the celebration. Mr. Niehe’s graduation Personnel Services Battalions. The how the Army used the FA43 program. speech interlaced the history of HRMQC resulting Personnel Services Delivery This practice sidesteps the literal with that of the AG School, leaving in its Redesign (PSDR) placed demands interpretation of “professionalization” wake questions regarding the future of on S-1 shops to do more. The Army according to PSDR, but supports the HR training throughout the Army. discontinued FA 43A and coded all underlying intent. S-1 officers are hired The Brigade S-1. MAJ Schultz is S-1 billets for AOC-42 officers. The or selected from the full-time force based an Engineer officer in the West Virginia stated intent of this change was to on their demonstrated “skills, training, Army National Guard (ARNG). When “professionalize” S-1 billets, ensuring and experience,” regardless of branch. he was a CPT, he attended the Engineer they would be, “resourced with officers The HRMQC. HRMQC is the primary Captains Career Course (CCC) and who have the skills, training, and method of HR officer qualification in commanded an Engineer Company. In experience required to execute personnel the ARNG, by a ratio of 2:1 over the the future, he may command an Engineer services and strength management for AG CCC. Just this year, 26 State or Battalion. Right now, though, MAJ their units.” Deputy State MILPO officers have been Schultz is the Brigade S-1 for the 111th In the ARNG, the Brigade S-1 is a full- HRMQC graduates. The history of how Engineer Brigade. As such, he was time position for an AOC-42 MAJ. and why the current HRMQC came to required to attend HRMQC to obtain Because there are few if any full-time exist within the AG School is a study in Area of Concentration (AOC) 42 (AG positions for AOC-42 CPTs, the pool of cross-component cooperation. Corps) qualification. officers from which to select a Brigade When the Army announced AOC-42 The Brigade S-1 was not always an AG S-1 rarely includes an AOC-qualified coding of S-1 billets, neither of the officer. Prior to Army transformation, candidate. The only way for a full-time Army’s Reserve Components could the Engineer Brigade S-1 was an officer like MAJ Schultz to become
64 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com qualify enough S-1 officers by the whereas AR 600-8-29 informs an gaps regarding training HR readiness effective date of modified MTOEs. “officer promotions” class in the rest of tasks for Phase 0 operations as mentioned Legacy HRMQC did not provide RC- the AG School. The HRMQC exists as a in the above paragraph. relevant training, so the leadership of somewhat incongruent training model, a In 2014, the HRRTC conducted a needs the Army Reserve and Army National paradigm rooted in task standardization. analysis that resulted in the collapse of Guard asked the U.S. Army Training and Within AG school curriculum, just one of its courses, the ARNG Brigade / Doctrine Command (TRADOC) for help. over half of all tasks (and all wartime Battalion S-1 course. The analysis viewed In October 2007, TRADOC directed the tasks) can be standardized throughout the course as a redundant effort due to AG School to develop a relevant branch the Army. Because the AG School is the existence of HRMQC. This decision qualification course for RC officers. The an active Army school, it is manned is evidence that when a capability gap AG School drew on the expertise of with active duty personnel. Developers is closed inside of a proponent school, personnel from the ARNG and USAR pull from the active duty expertise efficiencies can be gained outside of (enter Mr. Niehe) to develop a Program available to them when creating lesson the school. This efficiency was gained of Instruction (POI) for the course, and plans. As a result, tasks that cannot be because of ARNG manning inside of the TRADOC approved it. However, since standardized (those which are performed active Army school (before Mr. Neihe the new course was “unique to the reserve differently across components) are reported to the AG School to develop components,” TRADOC would not man developed into lesson plans that teach HRMQC, he was an HRRTC asset.) the requirement. how to perform the tasks on active What if the RC lesson plans inside of Since 2008, the ARNG has been manning duty. Resulting educational outcomes HRMQC could be incorporated into instructors and developers for HRMQC. It fluctuate according to the component to the POI for all courses within the AG commits three full-time positions despite which a student belongs. RC students School? Since 60% of the student significant reductions in authorizations, cannot successfully perform tasks in their population is RC, this would improve because over 95% of HRMQC’s student projected operational environment (OE) educational outcomes. Would the population is ARNG. Its combat-heavy when written uniquely for the active duty Structure Manning Decision Review (Divisions and Brigades) force structure OE. This is particularly significant in (SMDR) process validate RC manning demands AOC-qualified, field-grade, Phase 0, when personnel readiness takes inside of an active Army school? If so, full-time S-1 officers. Contrastingly, center stage, and the OE for a RC S-1 is the AG School could someday have the PSDR allocated enough postal and HR markedly different than that of an active expertise to turn RC doctrine, policy, units to the support-heavy USAR to duty S-1. and processes into lesson plans and grow AG officers, and the USAR does Because personnel readiness is a priority exportable training products. If not, then not have a sudden influx of full-time S-1 in all components, the USAR operates the the Army’s institutional manning models requirements at the field-grade level. United States Army Reserve Readiness may not be flexible enough to support The State of HR Training. Graduates Training Center (USARRTC) at Fort future Total Force initiatives. from both HRMQC and AG CCC are Knox, Kentucky, and the ARNG operates The Potential within IPPS-A. The qualified to assume 42H positions. the Human Resource and Readiness most significant Total Force initiative However, HRMQC teaches HR tasks Training Center (HRRTC) at Camp for today’s (and tomorrow’s) Army HR and processes that are unique to the RC. Robinson, Arkansas. Both institutions operators is the Integrated Personnel For example, AR 135-155 informs an train full-time HR professionals. These and Pay System-Army (IPPS-A). Once “officer promotions” class in HRMQC, efforts mitigate AG School capability fully realized, IPPS-A will eliminate
1775 | Spring 2016 65 redundant manual inputs into multiple approach will enable HR professionals Development and Career Management, systems, reducing errors and saving time. to provide essential personnel services Department of the Army Pamphlet 600- IPPS-A will also consolidate all Soldier to any Soldier, regardless of component. 3 (Washington, DC: U.S. Department of data into one database, enabling Total Such an approach will require multi- the Army, December 3, 2014), paragraph Force talent management. However, component participation in manning 36-5c, d. Field grade officers who have in order to capitalize on this promise, an active Army school. The in-house completed CCC in a different branch HR professionals must understand expertise to develop RC tasks can only must complete HRMQC to satisfy AOC how personnel actions impact lifecycle come from RC HR professionals. The 42 requirements. management across the Total Force. benefit to the Army is that merging 3Army National Guard G-1 COL Richard the expertise inside of three separate Lifecycle management functions are, R. Guzzetta, “Personnel Services training institutions will consolidate for the ARNG, largely decentralized to Delivery Redesign (PSDR) and the Army doctrine, policy, and procedure into Total the authority of State Adjutant Generals. National Guard (ARNG),” memorandum Force training products. The cost to the DA PAM 600-3 may apply to all for The Adjutants General of all States, Army is effort, compromise, and cross- components, but an active duty division Puerto Rico, the US Virgin Islands, component cooperation. G-1 processing a personnel action for an Guam, and the Military Personnel officer ARNG officer will struggle to understand The Future. Ten years ago, HRMQC of the District of Columbia, Arlington, its impact on that officer’s lifecycle if emerged as an answer to a capability VA, October 10, 2007. armed only with the doctrine he or she gap: legacy HRMQC was not relevant 4Commandant, Adjutant General School is used to interpreting for active duty to RC operations. Ultimately, a multi- COL Richard P. Mustion, “Justification for officers. What does a key developmental component AG School would alleviate Request for Active Duty for Operational position mean to an M-Day officer if the need such a course. As IPPS-A Support – Reserve Component (ADOS- the position is coded AGR? What is drives the evolution of HR support, it RC) RE: Creation of a Human Resource technician compatibility and how might is prudent to assess how the AG School Management Qualification Course for it be affected by a promotion? What is a may be more smartly resourced to train the Reserve Component (HRMQC-RC),” Senior Full Time Officer and which skills HR professionals to operate across all Fort Jackson, SC, November 29, 2007, are required to fill such a position? In components. The AG School is a world- page 2, paragraph 4. addition to the DA PAM, the Division class training institution of excellence. 5Director, Training Operations G-1 would benefit from exposure to the Will it churn out another thousand Management Activity COL Douglas ARNG regulations and policies that HRMQC graduates? Or, will it evolve J. Miller, “Course Administrative Data inform such actions. alongside IPPS-A into a Total Force (CAD) for 7C-42H/500-F32 (dL), enabler? Perhaps it is time for the AG School to Phase 1, Human Resource Management identify and close the multi-component ______Qualification Course and 7C-42H/500-F32, training gaps within its lesson plans. 1Vice Chief of Staff GEN Richard A. Phase 2, Human Resource Management With in-house expertise, those HR Cody, “Personnel Services Delivery Qualification Course,” memorandum for tasks that cannot be standardized Redesign (PSDR),” memorandum for the Commander, U.S. Army Soldier Support across the Army can instead be sub- Army Staff, Washington, DC, October Institute Support Services, Fort Monroe, defined by component, with step-by- 24, 2005. VA, May 9, 2008. step performance measures written for 2Headquarters, Department of the Army, 6USARC Deputy Chief of Staff, G-7 each. Armed with IPPS-A, this training Commissioned Officer ProfessionalCOL Bryan W. Bequette, “Request for
66 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com a Reserve Component (42H) Human Obtain Three Officers for the Human performed in the same manner and to the Resources Manager Qualification Course Resource Management Qualification same standard throughout the Army. (HRMQC-RC),” memorandum for Course 7C-42H/500-F32,” memorandum 15Ibid., paragraph 3-9e. Performance Commanding General, US Army Soldier for Director, Army National Guard and standards will equal requirements for Support Institute, Fort McPherson, GA, Chief, Army Reserve, Fort Jackson, SC, successful performance of tasks and May 23, 2007. August 4, 2008. related missions in projected operational 7Director, Army National Guard 12For example, the AG BOLC task, environments. LTG Clyde A. Vaughn, “Request to “Administer Enlisted Promotions and 16Army National Guard G1 COL Joseph Expedite the Development of a Distance Selections,” is, by title, applicable to R. Baldwin, “Needs Analysis – Human Learning (DL) Version of the Human the total Army. However, the Terminal Resources and Readiness Training Center Resource Management (HRM) Course,” Learning Objective for the lesson adds, (HRRTC) Curriculum,” memorandum for memorandum for Commanding General, “(Active Component)” after the title, COL Timothy Keasling, Commandant, US Army Training and Doctrine Command, and the lesson plan itself only covers ARNG Professional Education Center Arlington, VA, August 21, 2007. the chapters 2-4 in AR 600-8-19 (for AC (PEC), North Little Rock, AR 72115-0797. promotions). The comparable HRMQC 8Commander, US Army Training and 17Headquarters, Department of the task title is, “Manage RC Enlisted Doctrine Command GEN William D. Army, AR 600-3, The Army Personnel Promotions,” and the lesson plan covers Wallace, “Distributed Learning Version Development System, Army Regulation chapters 5-7, for USAR and ARNG of Human Resources Management 600-3 (Washington, DC: U.S. Soldiers. Graduates of either course go on Course to Train Members of the Reserve Department of the Army, 26 February to be S-1 officers, none of them trained to Component (RC),” memorandum for 2009), paragraph 2-20. perform the task across the entire Army. Director, Army National Guard, Fort Monroe, VA, October 11, 2007. 13Out of the 52 tasks that are trained in AG Officer PME, 31 tasks are 9COL Richard P. Mustion, “Justification improperly standardized; of these 31 for Request for Active Duty for tasks, 21 cannot be standardized for Operational Support.” performance throughout the entire Army. 10Director, Training Operations Of these 21 tasks, 20 have a direct impact Management Agency COL Douglas J. on personnel readiness. Computed by Miller, “Program of Instruction (POI) for analyzing each performance step within 7C-42H/500-F32 (dL), Phase 1, Human each 2015 CTSSB-approved task against Resource Management Qualification the operational environment in reserve Course and 7C-42H/500-F32, Phase component units. 2, Human Resource Management 14Headquarters, Department of the Army, Qualification Course,” memorandum for Army Training and Leader Development, Commander, U.S. Army Soldier Support Army Regulation 350-1 (Washington, Institute Support Services, Fort Monroe, DC: U.S. Department of the Army, VA 23651, June 9, 2008. August 19, 2014), paragraph 1-18a (2). 11Commandant, Adjutant General School An objective of training standardization COL Robert L. Manning, “Request to is to identify tasks that should be
1775 | Spring 2016 67 Counseling – “What Have You Done For Me Lately”
By CPT Robert Ali, Instructor, Department of Military Instruction, United States Military Academy
The notion and purpose of performance counseling exemplify a normal part of life in nearly every type of profession and organization. Similarly, as a proponent of counseling within the US Army, I deem that the mechanism of counseling can offer many potential benefits for both supervisors and Soldiers alike. Counseling is vital as it focuses on a Soldier’s performance, which offers more objective feedback and analysis, therefore increasing the validity and decreasing the likelihood of biases as these types of counseling typically utilize specific behavioral criteria and standards, much like a rubric in teaching. Because of the concrete feedback and specific insights offered by these tools, I regard them as advantageous to organizations for slating purposes, for determining being fulfilled. There is also room Soldier’s job-related skills, knowledge, professional and / or PME opportunities to assess and offer feedback about and abilities, and critical aspects for for Soldiers, making decisions about general work characteristics concerning alignment to better meet the objectives accelerated promotions and incentives, a Soldier’s job performance, tasks / of all departments and organizations. motivational increases, workplace morale responsibilities, work standards, and Counseling provides feedback and data improvements, communicative benefits, collaborative behaviors. to make the best placement decisions to reinforcement reasons, and fostering support the unit or organization. It is also First, when trying to align the best Soldiers self-improvement and self-assessment helpful for organizational maintenance in the most fitting roles, counseling can among the team. for HR planning, training design and generally help to ensure that personnel needs, and maintaining organizational The basis of counseling helps to set and are identified for and aligned to the goals. reach individual and organizational goals most appropriate and personalized for all Soldiers, as the criteria are both career enhancing assignments, roles, Counseling can also help to determine specific and relevant to measure one’s responsibilities, and tasks for their professional and / or educational job performance. Organizations can also competence levels, personalities, and opportunities for Soldiers. If a Soldier benefit from the fact that better overall working styles. Along the same lines, is struggling with technology, then the productivity can be encouraged by data from counseling can also be used to evaluation can pinpoint some possible testing if workers are meeting objectives execute critical personnel decisions for areas in which this Soldier can receive and contributing to the department’s promotions, teaming composition, and some professional development to or workplace’s overall mission and to transfers. Evaluations can also further expand his or her technological skills and measure if workplace expectations are pinpoint where and how to expand the proficiency.
68 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Counseling can further deliver necessary the proper logistical, organizational, legal reinforcement to keep Soldiers evidence and insights into what types recordkeeping and documentation for their motivated and informed. The counseling of training are needed and the specific professional development. Leaders can communicates clearly to Soldiers when requirements or skills that Soldier’s might better use this information for pertinent they are doing something right and need to better improve, sustain, or grow workplace decisions. Counseling is also what it precisely is, not merely punitive in his or her career field. Another major a useful source of information when or when they are making errors or job advantage is that the feedback received deciding on promotions and discipline. mistakes. There is also widespread by a Soldier can also help to improve It offers the justifiable evidence that all merits of reinforcing good performance their interpersonal and professional actions were administered fairly. In the by telling Soldiers the areas in which skills. Counseling is useful in executing unfortunate event of Soldier misbehavior their performances are exemplary. In this a plan if a Soldier warrants a plan of or performance problems, a counseling manner, supervisors can provide better, improvement or in cases of correcting can succinctly document the problem individualized, corrective, and coachable deficiencies, as well as rewarding and and also deliver information required for feedback to Soldiers as a whole. reinforcing excellence. Soldiers to improve the quality of their Through counseling, both supervisor and work. When counseling is executed properly, Soldier obtain better role clarification, the entire process of goal alignment Communicative benefits are also evident. shared accountability, mutual respect, and articulation can manifest more The dialogue between supervisors and communication, and trust, as well as cohesively. For example, if the quality of Soldiers opens through counseling and better goal alignment, developmental customer service in the S-1 staff section is another pivotal step in workplace goal setting, ongoing performance is important, then it is imperative to have relationships and productivity. Better monitoring, and ongoing feedback. the XO assess this component for both mutual understanding and support can When work standards are clearly quantity and quality, as counseling should therefore be attained and maintained communicated, a Soldier knows his or focus on both performance and results in this manner. Self-improvement is her performance expectations and can accordingly. By focusing on Soldiers another area in which counseling can be take a more active role in managing behaviors, it is possible to examine helpful for Soldiers. By offering specific, daily performance, increasing worker specific actions or patterns of behaving. proactive, and individualized feedback accountability, buy-in, productivity, and When focusing on results, counseling (both positive and negative), Soldiers job satisfaction. can help to effectively describe the extent will in turn be motivated toward self- By assessing an individual’s performance to which the Soldier has satisfied or not growth and self-assessment. This form of in a systematic manner, we can ensure met the objective for which he or she is reflection is empowering and essential for that we are properly and continuously directly responsible. all Soldiers. Motivational increases are giving Soldiers a developmental tool to also likely as Soldiers want to see growth The benefits of accelerated promotions empower, correct, motivate, and grow and counseling metrics can indicate where are also possible from counseling since them and the organization as a whole when and if a Soldier clearly and consistently it can determine if a junior Soldier is we assess job knowledge, quality and surpasses the work standard for a given ready for a leadership or supervisory role quantity of output, initiative, leadership task. This can also correlate to increased as well as intrinsic and extrinsic types of abilities, supervision, dependability, intrinsic and extrinsic motivation by rewards and motivators. Counseling in cooperation, critical thinking, goal properly counseled Soldiers. Related to this manner is therefore paramount for attainment, problem solving, and motivation, all Soldiers want affirmation career planning and also can aid with innovation. We can also offer them better and feedback regarding how they are direction sharing, coaching and support. affirmations, confirmations, trainings / doing. When behaviors are evaluated Counseling helps to not only formulate developmental opportunities, confidence, or measured, they tend to yield more and align awards, and recognition, but and competency building. Overall, it is a attention from individuals; hence, it it also facilitates workflow, and process more worker-centered approach, a much encourages workplace improvements and control and returns. more humanistic, fair, and equitable way commitments to excellence. to assess. Administrative benefits can also resonate Another fundamental purpose from the use of counseling. Through of counseling is applying better counseling, Soldiers are assured to have
1775 | Spring 2016 69 SECTION V Army Music 399th Army Band Rough Riders Rock the Fourth of July
By SFC Tim Kresse, 399th Army Band
n July 4th, 2016, the “Rough directly followed by their ORiders” from the 399th Army traditional encore of “Don’t Band performed a specially designed Stop Believing” that thousands show as part of Fort Leonard Wood’s of audience members sang annual Fourth of July Celebration. The along to. From the top of Band entertained over 12,000 people for the lineup down, the show roughly 90 minutes as a warm up to the featured a little of everything headlining act “Everclear”. that connected with the diverse This is always the biggest event of the year audience demographic. As the on Fort Leonard Wood and its surrounding Band was on the backside of Photo credit: SPC Kaila Moonan. communities, as many people travel from the set list, they were thrilled feedback from such seasoned industry all over Missouri and beyond to take to turn around and see the lead singer of professionals. part in the free entertainment and largest Everclear, Art Alexikas, rocking out to Overall, the Rough Riders performance fireworks display in Central Missouri. the music at the back of the stage. made a huge impact on the IET Soldiers Besides their annual participation in Following their performance, the in attendance, the civilian audience major sporting events, the Fourth of July members of the Rough Riders got to members, local community members, is always one of the largest individual spend some time backstage with Art and leadership from within the Fort audiences that the 399th Army Band has Alexikas prior to their headlining show. Leonard Wood establishment. It was a the opportunity to perform for each year. Alongside the Commanding General great day for the 399th Army Band and The Rough Riders had previously built a of the Maneuver Support Center of another example of the impact Army reputation for their original cover versions Excellence, MG Kent D. Savre, the Music provides on a day to day basis. of songs from all genres and eras, and Band took praise from the members of The Rough Riders are made up of SFC their Fourth of July performance this Everclear. “I heard this incredible band Tim Kresse, SGT Mark McMurray, SGT year featured several new interpretations playing outside and when I went in for Jennifer Gerasch, SGT Phillip Green, of pop, rock, country, and patriotic top 40 a closer look, you guys were all wearing SPC Evan Wendholt, and SPC Gary hits that the audience absolutely loved. uniforms. I didn’t expect to see that with Singleton. The biggest hit of the night was the rocked the intensity I heard coming from the out version of 21 Pilots’ “Stressed Out”. stage,” said Alexikas during the meet The Band closed the show with their and greet. For the Rough Riders, it was rock version of Katy Perry’s “Firework” a great experience to hear such genuine
70 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Army Music Hawaii Celebrates the US Army’s Presence in the Pacific with “Legacy of Honor”
By SGT Colin McAllister, Army Music Hawaii
art of the Pacific Theatre Army A jumbotron was placed above the stage to the U.S. Army’s presence in the PWeek (June 6 - 10, 2016), Legacy which displayed video and images that Pacific Theatre since 1898 and the of Honor is a full-scale production complimented the music being played. 75th anniversary of the 25th Infantry put on annually by U.S. Army Pacific Soldiers dressed in period costumes Division. Command (USARPAC) and the 25th also appeared on screen and in-person To view a video of the performance, Infantry Division’s Army Music Hawaii. to display the many different uniforms follow this link: https://youtu.be/ The hour-long show consists of music and weapons used by the U.S. Army vEirsT3kpPA provided by Army Music Hawaii’s throughout its history. Along with the Concert Band, Big Band, and Rock celebration of the U.S. Army’s 241st Band, that takes the listener on a musical Birthday, the show was also a tribute journey through the past 241 years of U.S. Army service.
Music was not the only attraction at this year’s Legacy of Honor. There was also a Hui’ Ha’a dance performed by Active duty Soldiers currently serving in the 25th Infantry Division, which is a traditional Hawaiian warrior dance and a culturally appropriate expression of pride, courage, and resolve. Soldiers in period costumes line up with vocalist SSG Edwards as the band plays “America the Beautiful” followed by “The Army Goes Rolling Along.” Photo credit: SGT Amanda Gerlach.
1775 | Spring 2016 71 ARMY MUSIC Picture-Grams
DashTen (Army Music Outreach) performs for the 2016 Vans Warped Tour Kickoff event held at Full Sail University, Winter Park, FL, on 22 March 2016. The event was also broadcast to more than 150,000 fans.
The MI Corps Band plays to a packed house in front of the Yavapai County Courthouse in Prescott, Arizona.
72 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com ARMY MUSIC Picture-Grams
Members of U.S. Army Japan Band’s “Pacific Brass” perform in bilateral missions with Japan’s Western Army musicians to provide musical support to individuals displaced during the recent earthquakes in Kumamoto City, Japan. In order from farthest left to right, SSG Martin Tousignant (Tuba), SGT William Bone (Trumpet), SSG(P) Erik Warme (Trumpet), SSG Robert Carmical (Trombone), and SSG Andrew Dykes Jr. (Horn).
The USAREUR Band & Chorus perform for one of the receptions at the Hannover Messe 2016 in Hannover, Ger- many, on April 25, 2016. Additional performances were also given by several different groups from the USAREUR Band & Chorus as part of the U.S. support as this year’s partner country of the Hannover Messe 2016.
1775 | Spring 2016 73 Section VI AGCRA Adjutant General’s Corps Regimental Association Chapter Recognition Program Established
By COL (Ret) Steven R. Shappell, AGCRA Vice President for History
“What are you doing to build the legacy Association Chapters, as well as enhancing a large population of eligible Adjutant of the AGCRA?” This was the question the legacy of the Adjutant General’s Corps General’s Corps Soldiers and Civilians) asked by the Adjutant General’s Corps Regimental Association as a whole. will compete against each other for honors, Regimental Association President to the As long noted by the National Executive and the 20 small Chapters (those located at over 800 guests at the Adjutant General’s Council, the status of Chapters ebbs and posts without large populations of eligible Corps National Regimental Ball in flows based upon deployment schedules, Adjutant General’s Corps Soldiers and Columbia, South Carolina on 3 June 2016. and the availability and willingness of Civilians) will compete against each other. Outside of the magazine 1775, very HR Professionals to assume Chapter Chapters will receive points in recognition little has been formally published about leadership roles. Additionally, the for activities which support the AGCRA the Adjutant General’s Corps, and less National Executive Council realized that goals. These goals include the AGCRA still about the Adjutant General’s Corps there was no systematic method within being a forum for the mutual exchange Regimental Association. Perhaps the the Association to capture the great work and discussion of ideas and information; last commercially available book on the being done by many of its Chapters. promoting esprit de corps; publication Adjutant General’s Corps is MG Kenneth On 27 April 2016, COL Usrey formally of the Association’s magazine 1775; Wickham’s 1991 book, An Adjutant approved the Adjutant General’s Corps encouraging improvements in research General Remembers: MG Kenneth Regimental Association Chapter and development programs; membership Wickham: A Military Memoir. Note – Recognition Program. The program recruitment; reducing Chapter turnover MG Wickham, a former Commandant of establishes a Chapter incentive (by rewarding Chapters for continuous the Adjutant General School (1959-1961), performance reporting system that years of active status); and finally for was the 40th The Adjutant General of the encourages Chapters to remain active, researching, recording and perpetuating Army, a position he occupied from 1966 and consistently engaged in membership an understanding of the history of the until his retirement in 1971. recruitment and professional development AGCRA (by submission of a Chapter Today’s significant events, when properly efforts. historical summary). recorded, become tomorrow’s history – The program, which runs annually each Chapter leaders were first informed of and like any organization, this history is fiscal year, supports chapters by providing the approval of the Chapter Recognition what builds our legacy. In recognition of them financial incentives to participate - Program in early June 2016. Chapter this fact, one year ago COL Jack Usrey, $1,000 to the Adjutant General’s Corps historical summaries for this first year previous Commandant of the Adjutant Regimental Association Chapter of the of the program are due to the National General School and former President of Year, $750 to the runner up Chapter, $250 Executive Council Vice President for the Adjutant General’s Corps Regimental to the most improved Chapter and $500 History on 15 October 2016, and the Association, challenged the National for the most significant or notable Chapter winning Chapters are expected to be Executive Council’s Vice President for activity of the year. The 14 large Chapters announced by the AGCRA President by History to develop a program that would (those located at large troop posts or with mid-December 2016. strengthen the structure and operations of
74 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com 2016 AGCRA Scholarship Winners
AGCRA awarded $1,000 scholarships Based on their academic performance, You can own “Washington’s Watch to six outstanding applicants submitted community service, and ability to Chain” created by world renowned artist for consideration as Family members of articulate future goals, the individuals Mort Kunstler, and help support future AGCRA members. The 2016 applicant shown below were voted as most qualified scholarships for AGCRA members and field was extremely strong again and in to receive 2016 AGCRA scholarships. their Families now by going to AGCRA. our sixth year of competition it was very AGCRA scholarships are primarily com. If you haven’t already, please challenging for the scholarship selection supported by sales of our historic AG consider doing so and encourage others to board to make the final selections. Corps Print, “Washington’s Watch Chain”. do the same. 2016 AGCRA Scholarship Winners
DeAndra S. Hodge - Ryan S. Rigabar - Caitlin A. Smoot - Sponsored by DeVal & Cynthia Hodge Sponsored by Geoffrey & Barbara Rigabar Sponsored by LTC (Ret) David & Dolores Smoot
Yasmine C. Talbert - Jakob M. Tayman - Luke C. Thomas - AGCRA Member Sponsored by MAJ (Ret) William & Sponsored by CPT Michael & Kandy Tayman Yvette Talbert
1775 | Fall 2016 75 AGCRA Honorary Gates Award Presented to COL McNulty, IPPS-A Program Manager
AGCRA Honorary Gates Award Presented to COL McNulty, IPPS-A Program Manager
he AG Corps TRegimental Association added another “Honorary Colonel” to its ranks on 17 May 2016 in front of the AG School Warrant Officer Advanced Course 02-16 at Fort Jackson, SC. COL Jack L. Usrey, previous AGCRA President, bestowed upon COL James F. (Darby) McNulty the Major General Horatio Gates Honorary Medal. The award recognizes COL McNulty’s tireless efforts COL Jack L. Usrey, previous AGCRA President, presents the AGCRA Honorary Gates Award to COL Darby F. McNulty, IPPS-A Program Manager on 17 May 2016. to provide, not only the Adjutant General’s bringing all Army components under systems design will ensure that all Army Corps, but the entire Army with the new one system and several decades in HR Professionals, Soldiers and Leaders and emerging Integrated Personnel and the making. COL McNulty has been receive the most efficient and capable Pay System - Army (IPPS-A), which the driving force in building IPPS-A HR system possible. is a revolutionary human resources over the previous two years. His information management system, collaborative approach to the IPPS-A
76 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com AGCRA Award Winners 1 April 2016 – 31 July 2016
MAJ Robert Prochnow SFC Jerry L. Delancey CPT Andrew J. Higgins MAJ Shaunarey Harris SFC Juan C. Calvo CPT Calley J. Cloud MAJ Timothy R. Hickman SFC Melissa O. Parsons CPT Carrie-Ann Carrier CPT(P) Elaina Hill SFC Natisha S. Baylor CPT Juan D. Perez CPT(P) Liana M. Scharff SFC Noemi Conley CPT Karee N. Dixon- CPT Andrew J. Higgins SFC Tamara D. Berry Thompson CPT Calley J. Cloud SFC Tiffany V. Bjorklund CPT Matthew Heiss HORATIO GATES GOLD CPT Carrie-Ann Carrier SFC Tracy C. Wright CPT Michael A. Hermes MG Barrye L. Price (2nd) CPT Juan D. Perez SSG Brandon M. Deen, Sr. CPT Michael R. McGlothan, COL Jack Usrey CPT Karee N. Dixon- SSG Lyndia M. Calhoun Jr COL Karolyn I. Hooper Thompson SSG Marcus A. Moody CPT Morgan L. Gouryeb COL Stuart A. Kidder CPT Matthew Heiss SSG Maria Duena CPT Tiffany A. Carty LTC Arron Lummer CPT Michael A. Hermes SGT Joshua W. Ricker CPT Timothy S. Hughes MAJ Brian M. Travis CPT Michael R. McGlothan, Jr Mr. Jamie K. Worthy CPT Trevor P. Tetzlaff MAJ Christopher L. Flores CPT Morgan L. Gouryeb Mrs. Larraine S. Nobes 1LT(P) Richard R. Brantley MAJ Jeanette M. Molina CPT Tiffany A. Carty Ms. Debbie Johnson 1LT Gabrielle M. Tally MAJ Michael E. Horkay CPT Timothy S. Hughes Ms. Johnnie Deblois CW5 Carlos M. Jimenez SGM Dennis Thomas CPT Trevor P. Tetzlaff CW5 John Ayers SGM (Ret) John M. Fisher 1LT(P) Richard R. Brantley CW4 Troy H. Skaggs (2nd) Mr. Cedric D. Thomas 1LT Gabrielle M. Tally CW3(P) Sandra M. Albelo Mr. Charles E. Green, Sr. CW5 Carlos M. Jimenez CW3 Jorge A. Mr. Charlie Hardin, Jr. CW5 John Ayers NegronDrowne Ms. Chenita Henderson CW4 Troy H. Skaggs (2nd) CW3 Steve R. Delgado Ms. Patricia Hill CW3(P) Sandra M. Albelo CW3 Victoria C. Corrgian- CW3 Jorge A. NegronDrowne James CW3 Steve R. Delgado COL ROBERT L. MANNING CW2 Genevieve Casanova CW3 Victoria C. Corrgian- ACHIEVEMENT MEDAL CW2 Kenlyn W. Evelyn James COL Addalyrica Q. George CW2 Moises Laboy CW2 Genevieve Casanova COL Cynthia S. McCarty CW2 Sandra F. Williams CW2 Kenlyn W. Evelyn COL Kris A. Belanger WO1 Glenda A. Ellema CW2 Moises Laboy LTC Brett Medlin CSM Jorge Escobedo CW2 Sandra F. Williams LTC Christopher J. Ruga CSM Robert H. Atkinson, Jr. HORATIO GATES BRONZE WO1 Glenda A. Ellema LTC Jeffery P. Lucas SGM Alan J. Cline COL Addalyrica Q. George CSM Jorge Escobedo LTC John S. Combs SGM April S. Ivory COL Cynthia S. McCarty CSM Robert H. Atkinson, Jr. LTC Kelly French SGM Hector M. Alfonso COL Kris A. Belanger SGM Alan J. Cline LTC Megan B. Stallings SGM Jon Yi Williams LTC Brett Medlin SGM April S. Ivory LTC Sharlene M. Pigg SGM Kristi L. Mabis LTC Christopher J. Ruga SGM Hector M. Alfonso LTC Trina Rice SGM Michael J. Andrews, Jr. LTC Jeffery P. Lucas SGM Jon Yi Williams MAJ Brandon D. Boatwright SGM Peter D. Howell LTC John S. Combs SGM Kristi L. Mabis MAJ Curt Schultheis 1SG Carl E. Reynolds, Jr. LTC Kelly French SGM Michael J. Andrews, Jr. MAJ Derron M. Sommers 1SG Paul L. Ewing LTC Megan B. Stallings SGM Peter D. Howell MAJ Francisco J. Vazquez 1SG Solomon Virgil LTC Sharlene M. Pigg 1SG Carl E. Reynolds, Jr. MAJ Lawrence Torres 1SG William J. Werden LTC Trina Rice 1SG Paul L. Ewing MAJ Matthew Barwick MSG Eriq Brown MAJ Brandon D. Boatwright 1SG Solomon Virgil MAJ Michelle L. MSG Marie L. Dunson MAJ Curt Schultheis 1SG William J. Werden Schaumburg MSG William Howell MAJ Derron M. Sommers MSG Eriq Brown MAJ Robert Prochnow SFC David P. Little MAJ Francisco J. Vazquez MSG Marie L. Dunson MAJ Shaunarey Harris SFC Jamaal Black MAJ Lawrence Torres MSG William Howell MAJ Timothy R. Hickman SFC Jerry L. Delancey MAJ Matthew Barwick SFC David P. Little CPT(P) Elaina Hill SFC Juan C. Calvo MAJ Michelle L. Schaumburg SFC Jamaal Black CPT(P) Liana M. Scharff SFC Melissa O. Parsons
1775 | Fall 2016 77 SFC Natisha S. Baylor CPT Joseph Checki SFC Noemi Conley CPT Lisa Miller SFC Tamara D. Berry CPT Tayra Garcia SFC Tiffany V. Bjorklund CPT Tiffany D. Odeh SFC Tracy C. Wright CPT William A. Hollis SSG Brandon M. Deen, Sr. 1LT Nicolette B. Pizzo SSG Lyndia M. Calhoun 2LT Sandra Salinas SSG Marcus A. Moody CW2 Alice E. Britton MG WILLIAM H. GOURLEY SSG Maria Duena CW2 Daniel T. Mitchell LEADERSHIP AWARD JOHN J. DINNIEN SGT Joshua W. Ricker CW2 Pedro Ochoagonzalez CPT Alexander J. Bass CIVILIAN AWARD Mr. Jamie K. Worthy WO1 Laramie C. Proctor CPT Patrick D. Davis FOR EXCELLENCE IN Mrs. Larraine S. Nobes WO1 Matar Amit MILITARY PERSONNEL Ms. Debbie Johnson 1SG Wayne G. Austin MANAGEMENT Ms. Johnnie Deblois MSG Deanna Czarnecki Mr. Fred A. Buckley MSG Granville L. Bracy, Jr. Mr. Dustin K. Oakes MSG Tomesia R. Woodford SFC Arlondo Sutton SFC Arlondo Sutton SFC John Koss SFC Marche S. Duncan SFC Sherry Williams COL FRANK C. FOSTER, SSG Derrick D. Sullivan JR. AWARD FOR WRITING SSG Kimberly Peters CPT Alexander J. Bass HARRISON MEDAL SSG Ricardo Anthony CPT Lauren A. Ward CPT Alexander J. Bass SSG Skyler L. Craig CPT Jeremy J. Tryon SGT Abraham J. Busso CPT Katherine A. Jones SGT David J. Love 1LT Jonathon C. Schumaker SGT Jamie D. Robinson ESTHER DE BERDT CW2 Jeremy S. Myers SGT Olga Young REED MEDAL FOR CW2 Robert T. Money SPC Angelique L. Mahome DISTINGUISHED WO1 Brenda A. Parks SPC Jamie Lindmeier ACHIEVEMENT WO1 James L. Aultman SPC Jonathan Burt Mrs. Lashana E. Howell SFC Benjamin R. Crews SPC Jonathan D. Mendez SFC James W. Zumhingst SPC Justin R. Fleming LTG TIMOTHY J. SFC James W. Zumhingst PFC Marcus A. Mack, Jr. MAUDE MEDAL FOR SFC Jovaunn Rodgers DISTINGUISHED SFC Matthew Rogers ACHIEVEMENT SFC Melissa Richardson CPT Jodie W. Minor, Jr. SFC Melissa Richardson CW2 Enrius Collazo-Gerena SSG Derrick D. Sullivan SSG JohnLord Miranda AIT MEDAL OF SSG Joseph M. King EXCELLENCE SGT Dennell D. McDowell SPC Alysia Demps SPC Cody Hand HONORARY HORATIO GATES SPC Dong Zee COL Andrew M. Herbst SPC Drew Hunt COL Cedric A. Farrior SPC Ellen Scott COL James F. McNulty SPC John Murray COL Mark S. Bennett SGM LARRY L. SPC Tara Scully COL Randall I. Haws STRICKLAND MEDAL SPC William Broigoitte COL Victor M. Harmon FOR DISTINGUISHED PFC Daniel Soto LTC Reginald E. Bryant ACHIEVEMENT PFC Jason Ehmann ROOSEVELT MEDAL CW5 David Williams SFC Alexis M. Sprakties PFC Kamau Evison LTC Miles T. Gengler CW5 Randy Johnson SPC Travis S. Chenette PFC Traci Drayton LTC Trina Rice PV2 Ashley Flood CPT Annavictoria Alejo PV2 Holly Cramer CPT Emily Nolz PV2 Kierra Fountain CPT Erin Griffen PVT Jayla Gutierrez CPT George Johnson PVT Jessica Diaz CPT Jason Lee Floyd PVT Rachael Cortwright
78 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com Items for Sale in the Sutler Store Effective 15 July 2016 Adjutant General’s Corps Regimental Association (AGCRA) P. O. Box 10026 Fort Jackson, South Carolina 29207-0026 SUTLER STORE PRICE LIST Home & Office AG Corps Gift Bag w/ Tissue Paper – Navy (8” x 10” or 10” x 13”) $ 5.00 x ___ Book – “I’m Tim Maude, I’m A Soldier” - (Hardcover) $25.00 x ___ Book – “I’m Tim Maude, I’m A Soldier” - (Softcover) $15.00 x ___ Computer Mousepad w/ Logo – Round (AG Corps or Army Band) $ 6.00 x ___ Executive Padfolio, Zippered w/ Debossed Logo – (Blue / Black) $20.00 x ___ Junior Padfolio w/ Debossed Logo – (Black) $10.00 x ___ Laser Pointer w/ AG Corps Engraving – (Black w/ Green Light) $38.00 x ___ Newhall Street Pen w/ Gift Presentation Box – (Silver) $15.00 x ___ Note Card, AG Corps w/ Envelope $ 1.00 x ___ Note Card, SSI w/ Envelope $ 1.00 x ___ Pen, Ballpoint (Red) $ 8.00 x ___ Pen, Rollerball (Blue and Silver) $ 8.00 x ___ Pen Refills, Rollerball $ 1.00 x ___ Post-it Notes w/ Logo, Sky Blue – 25 Sheets (Small - 3” x 4”) $ 1.50 x ___ Post-it Notes w/ Logo, Sky Blue – 25 Sheets (Large - 4” x 6”) $ 2.00 x ___ Print, Andrew Jackson – (Black / White) $ 2.00 x ___ Stylus Pen - (Red or Blue) $ 5.00 x ___ Novelties & Collectibles AG Corps Afghan $40.00 x ___ AG Corps Car Magnet $ 5.00 x ___ AG Corps Coin $ 7.50 x ___ AG Corps Lapel Pin – 3/4” $ 2.00 x ___ AG Corps Stained Glass Shield w/ Chain, (8” x 9”) $75.00 x ___ AG Corps Stained Glass Shield w/ Chain, (4” x 4.5”) $28.00 x ___ AG Corps Stainless Water Bottle, 24 oz. (Navy or Red) $15.00 x ___ AG Corps Sticker, Regimental Crest $ 1.00 x ___ AG Corps Tapestry Wall Hanging $35.00 x ___ Backpack w/AG Regimental Crest, Drawstring w/ Zipper Pocket, Blue $ 5.00 x ___ Ceramic Mug w/ Logo – 11 oz. (Cobalt) $ 5.00 x ___ Ceramic AG Corps Ornament $ 5.00 x ___ Stainless Steel Travel Mug w/ Handle – 16 oz. (Navy) $10.00 x ___ Wooden AG Shield $75.00 x ___ Wooden Humidor w/ Laser Engraved Regimental Crest (Solid or Glass Top) $40.00 x ___ The Golf Store AGCRA Golf Tees, 3 1/4”, (Natural or White) - 25 Count $ 5.00 x ___ AG Golf Tee Set (Case w/ 8 tees and 2 Ball Markers) (Red or Blue) $ 3.00 x ___ Golf Windshirt w/ Embroidered Logo & Zippered Sleeves – (Navy) $45.00 x ___ (SM, MD, LG, XL, 2XL) Heavyweight Golf Towel w/ Grommet & Embroidered Logo – (Navy or Red) $10.00 x ___ Mens Apparel AG Corps Cuff Links $10.00 x ___ AG Corps Necktie $20.00 x ___ AG Corps Tie Tac $ 2.00 x ___ Combo Set (AG Corps Necktie, Cuff Links, Tie Tac, and Lapel Pin-3/4”) $29.00 x ___ Men’s Cool Dry Polo w/ Logo (50% Cool Dry Polyester / 50% Polyester) $20.00 x ___ (Navy, Red, or White) (MD, LG, XL, 2XL) Men’s Cotton Polo w/ Logo (Khaki) - (MD, LG, XL, 2XL) $20.00 x ___ Men’s Long Sleeve Solid Dress Shirt w/ Logo - (Lt or Dk Blue, Khaki, ) $30.00 x ___ (MD, LG, XL, 2XL) Womens Apparel AG Corps Ladies Stick Pin $ 5.00 x ___ Women’s Cool Dry Polo w/ Logo (50% Cool Dry Polyester / 50% Polyester) $20.00 x ___ (Navy, Red, or White) (SM, MD, LG, XL, 2XL) Women’s 3/4 Sleeve Length Solid Dress Shirt w/ Logo (White / Light Blue) $25.00 x ___ (SM, MD, LG, XL, 2XL) Women’s Long Sleeve Solid Dress Shirt w/ Logo (White /Med Blue) $25.00 x ___ (SM, MD, LG, XL, 2XL) Unisex Apparel AG Corps Ball Cap w/LOGO – (Navy or Red) (Structured / Unstructured) $12.00 x ___ AG Corps Sweatpants – Navy (MD, LG, XL, 2XL) $15.00 x ___ AG Corps Sweatshirt – Navy (Crew or Hooded) (MD, LG, XL, 2XL) $20.00 x ___ AG Corps T-Shirt – Navy (SM, MD, LG, XL, 2XL) $10.00 x ___ NOTE - Shipping Costs are NOT included. Shipping is through USPS.
Website: sutler-store.myshopify.com • POC: SSG (Ret) Barbara Bishop Email: [email protected] • Phone: 803-751-1095
1775 | Fall 2016 79 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
80 The Journal of the Adjutant General’s Corps Regimental Association | www.AGCRA.com HRCRoad Show visits Fort Campbell
The Commanding General of Human Resources Command met with executive leaders, human resources managers and officers toHRC discussRoad the Showlatest in force shaping and career management during a two-day HRCRoad Showvisits at Fort Campbell,Fort Campbell Kentucky, 16-17 August 2016. MG Thomas C. Seamandsreflected on past drawdowns and shared the Army’s guiding principles in transitioningThe Commanding the force: optimize General readiness, of Human retain Resources the best, Command build depth met and with invest executive in experience. leaders, human resources managers and officers to discuss the latest in force shaping and “Wecareer are managementa force of proven during professionals, a two-day HRC manyRoad that Show have at deployedFort Campbell, multiple Kentucky, times,” 16said-17 MG Seamands.August 2016. He stressed the importance of leadership, care, and commitment to Soldiers and their families MGas the Thomas Army C.transitions. Seamands reflected on past drawdowns and shared the Army's guiding principles in transitioning the force: optimize readiness, retain the best, build Hedepth noted and that invest promotion in experience. timelines are"We extending are a force and of understanding proven professionals, the process many is important. that have MG Seamandsdetaileddeployed multiple what times," the board said MG reviews Seamands and votes. He on,stressed dispelling the importancecommon myths. of leadership, He reminded thecare, field and commitmentof HRCboard to Soldiers tools andthey their can families access as at the https://www.hrc.army.mil/tagd/selection%20 Army transitions. He noted that promotion timelines are extending and understanding the process is boards#video for both officers and the recently released Non-Commissioned Officer Mock Board important. MG Seamands detailed what the board reviews and votes on, dispelling video.common myths. He reminded the field of HRC board tools they can access at HRCleadershttps://www.hrc.army.mil/tagd/selection%20boards#video also looked to gain insight on additional questions for personnel both officers managers and the have recently at their released Non-Commissioned Officer Mock Board video. respectiveHRC units.leaders This alsoexchange looked helps to gain human insight resource on additional managers questions share the personnellatest trends with their Soldiers.managers MG have Seamandsalso at their respective fielded questionsunits. This from exchange the audiences helps humanbriefed duringresource the managersFort Campbell visit.share “The the feedbacklatest trends we getwith on their the Soldiers.installation MG visits Seamands give us alsoa better fielded understanding questions fromof Soldiers’ the concerns.audiences We briefed take this during back the to Fortour Campbellcareer managers visit. "The and feedbackstaff at HRCto we get incorporate on the installation into daily visits give us a better understanding of Soldiers' concerns. We take this back to our career operations,”managers andsaid staffMG Seamands.at HRC to incorporate into daily operations," said MG Seamands. .
MGMG Thomas Thomas C. C. Seamands, Seamands, Commanding Commanding General General of of Human Human Resources Resources Command Command (HRC), (HRC), meets withmeets personnel with personnel managers managers and answers and their answers questions their questionsduring an duringHRC Road an HRC Show Road at Fort Show Camp at - Fort Campbell, KY, on 16 August 2016. MG Seamands discussed key topics including force bell,shaping, KY, on career 16 August management, 2016. MG and Seamands promotions. discussed U.S. keyArmy topics photo including by LTC Janetforce shaping, Herrick, career management,Human Resources and promotions. Command U.S. Public Army Affairs. photo by LTC Janet Herrick, Human Resources Com- mand Public Affairs. The Adjutant General’s Corps on ro t r e ental Asso at on osta e o A ort a son C Colu a C er t
The Adjutant General’s Corps Regimental Association Non Profit Org. To Current es dent 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 AGC A has co issione the irst e er AG Cor s rintby Mort y artist KunstlerMort Kunstler The rint is entitle “Washington’s Watch Chain” an inclu esThethe AGCRAAG Cor s has egi ental commissionedcrest the The first rint ever e icts AG CorpsGeneral printGeorge by artistWashington Mort Kunstler.at West ThePoint printN isin entitledthe inter o uring the e olutionary“Washington’sWar Watchretrie ing Chain”the and“Great includesChain” the ro AGthe CorpsHu son Regimental i er e ore crest.the Theri er print ree es depicts The General“Great Chain” as esigne toGeorge lock the WashingtonBritish Na y at ro West sailingPoint, u NYthe in theHu son winter i er of 1779 ro Ne during ork theCity Revolutionaryan s litting Warthe A ericanretrievingColonies the in hal Acco anying“GreatWashington Chain” uring from thethe retrie ingHudson o Riverthe “GreatbeforeChain” the riverare t ofreezes.key AGs Thein “GreatA erican Chain”history wasCO designedTi othy Pickeringto the si th AG o blockthe Ar y the Britishan Pickering’s Navy fromsuccessor sailing CO up theAle an er HudsonSca el River from the Newse enth YorkAG Cityo andthe Ar y splitting Go theto AmericanAGC A co or ore in or ation Coloniesa out rint insales half. All Accompanying rint sale rocee s Washingtonsu ort duringthe AGC A 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.