1775, The Journal of the Fall Adjutant General‟s Corps Regimental Association, (ISSN 1775 1551-8205) is published by the 2011 Adjutant General‟s Corps Regimental Association, a The Journal of the Adjutant General’s Corps Regimental Association non-profit organization, CONTENTS headquartered at Fort The Adjutant General‟s Corps Regimental Association Officers 2 Jackson, South Carolina, and SECTION I: REGIMENTAL LEADERSHIP is devoted to the advancement and professionalism of the Notes from the Chief of the Corps 3 Adjutant General‟s Corps Notes from the Chief Warrant Officer of the Corps 4 Regiment members. Articles Notes from the Regimental CSM 5 appearing in the journal do SECTION II-A: AG AND HR PROFESSIONAL READING, DEDICATED not necessarily reflect the TO “ADJUTANT GENERAL’S CORPS WARRANT OFFICERS” opinion of the officers and AG Officer Branch Update 6 members of the Regimental AG Warrant Officer Branch Update 7 Association, nor the Army‟s AG Enlisted Branch Update 8 HR leadership. Articles Senior AG Warrant Officers Working at the Army‟s Strategic-Level 9 submitted by members or Versatility and Flexibility of the 420A WO During OIF 11 civilian employees of the U.S. WOs Continue to Make Significant Contributions in HR Training 12 military services are The 1st Warrant Officer Company – WO Candidate School 14 expressions of personal WO Candidate School – National Guard Regional Training Institutes 16 opinion, unless otherwise WOs in Iraq Commemorate 93 Years of Excellence, Expertise 18 stated, and should not be SECTION II-B: PROFESSIONAL READING ARTICLES WRITTEN BY interpreted as reflecting the ADJUTANT GENERAL’S CORPS WARRANT OFFICERS official opinion of the Capitalizing on our Joint Experience 19 Department of Defense. The Emerging Integrated Personnel and Pay System-Army (IPPS-A) 22 1775 is scheduled to be Soldier Support Institute‟s Lessons Learned Program 23 published three times a year. The National Guard 420A WO: One Soldier - Many Hats 25 Articles for submission are Grabbing Joint Human Resources Operations by the Horns 28 welcomed and should be sent Professionalism, Discipline, and Common Courtesy - The Leadership to the address below. The Keys to Success 30 editor and publisher of 1775 SECTION III: JOINT / COALITION OPERATIONS also invite the submission of The Afghanistan MoDA Program 32 photographs and illustrations Afghan Human Resources Information Management System (AHRIMS) 33 to accompany articles. SECTION IV: ARMY BANDS The editor reserves the Top Ten Reasons to Become a Warrant Officer Bandmaster 34 right to reject any articles US Army Bands Picture-Grams 35 and/or to modify articles for SECTION V: AROUND THE CORPS clarity or space limitations. 95th CA Brigade AG Personnel Focus on HR during Civil Affairs Week 36 Requests for authorization to How to Prepare Your National Guard S-1 Section for Deployment 37 reprint 1775 articles should be Leadership and the Fitness Training Company (FTC) 39 sent to the address below. The National AG Ball – AG Corps Regimental of the Year Winners 41-43 9/11 Remembered 44 Contact Information: They Are Why We Are Free 47 VP, Publications, AGCRA The Adjutant General Visits Iraq 48 PO Box 10026 Tips for a New Adjutant 49 Fort Jackson, SC 29207 USAREUR G1 Frederick E. Vollrath HR Award for Excellence 51 4th Sustainment Brigade AG Soldiers Receive Special Recognition 53 Email: 2011 AGCRA First Annual Scholarship Winners 55 [email protected] SECTION VI: AGCRA - Sutler Store, AGCRA Award Winners 56-60 Visit us on the web Also check out AGCRA on Facebook at: at: www.agcra.com http://www.facebook.com/home.php#!/agcra 1775 Fall 2011 1 The Adjutant General’s Corps Regimental Association Officers www.AGCRA.com

Officers President: COL Robert L. Manning Senior VP: COL (Ret) Michael R. Molosso Senior VP: CW5 Coral J. Jones Senior VP: CSM Darlene C. Hagood VP, Awards: CW5 (Ret) David A. Ratliff VP, Membership: SFC (Ret) Kenneth M. Fidler, Jr. VP, Publications: COL (Ret) Robert Ortiz-Abreu, Jr. VP, Sales and Sutler Store: CSM (Ret) Teresa Meagher VP, Plans and Programs: MAJ Troy W. Worch VP, Community and Corporate Affairs: COL (Ret) William (Al) Whatley Adjutant: COL (Ret) Robert Ortiz-Abreu, Jr. Secretary: MAJ (Ret) William Villnow Treasurer: CW4 (Ret) Richard L. Beard III AGCRA Webmasters: SFC (Ret) Paul C. Hessert & CPT Michael Skiff

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

1775 Staff and Support: Editor, Layout and Graphics Design: COL (Ret) Robert Ortiz-Abreu, Jr. Printing Services provided by Colonial Printing, Columbia, SC 1775 is prepared with PowerPoint and Adobe Acrobat 9 Professional Software

From the Editorial Staff:

This edition of 1775 is dedicated to the “AG Corps Warrant Officer.” Warrant Officers are highly specialized experts and trainers in their respective career fields. By gaining progressive levels of expertise and leadership throughout their careers, Warrant Officers provide valuable technical guidance to commanders and organizations. The AG Warrant Officer, whether serving at the Battalion S1 level or the Pentagon, provides the human resources (HR) and administrative technical expertise to ensure a multitude of Army HR systems operate at their highest efficiency through professional management and technical training of their teams. Additionally, many of the Army‟s band units are commanded by an AG Corps Warrant Officer. We hope you enjoy this edition of 1775 dedicated the AG Corps‟ HR technicians and Bandmasters.

Bob Ortiz, VP Pubs & Editor, 1775 Colonel (Retired), US Army [email protected] 2 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com SECTION I: Regimental Leadership

Notes from the Chief of the Corps By COL Robert L. Manning, Commandant, AG School, Chief of the AG Corps, and Chief, Army Bands coach, train, and counsel subordinates. They should be an integral part of any unit‟s HR functional training plan. Warrant Officers have a well deserved reputation across the AG Corps for being expert professionals who also happen to subscribe to the highest standards of selfless service. This means that we, as a community, should actively seek out these professionals to gain as much as we possibly can from their depth of expertise and their wide breadth of experience. On a personal note, as a 2LT in the 82d Airborne Division, I sought the assistance early on from Warrant Officers and was never disappointed. The names of Taylor, Broadway, Campbell, North and Binkley represented some of the Warrant Officers that not only assisted me with meeting AG technical mission requirements in an operational environment, but also helped me to become a better paratrooper and Jumpmaster. I learned to build professional relationships with them and other Warrant The Adjutant General’s Corps Warrant Officers like them, which have endured throughout my Officer! Soldiers and Civilians of the Corps, we are career. Later, as an action officer in the Pentagon, it was excited to publish this edition of 1775 because it comforting to have a senior AG Warrant Officer assist me highlights the contributions of our AG Warrant Officers. with staffing actions through the offices of senior leaders. This is a long overdue edition because Warrant Officers This is still true today as the three Chief Warrant Officers have a long and distinguished presence and role within of the Corps that I have served beside have been the the AG Corps. It is the intent of this 1775 edition to embodiment of strong, active, intelligent and skilled bring to light some background on Warrant Officers in advisors. general and AG Warrant Officers in particular. Warrant Officers are trained to fix and solve problems Warrant Officers are an ubiquitous presence and they usually do so with little or no fanfare which is throughout the Department of Defense and in other why they are commonly referred to as “Quiet countries around the world. More specifically in the Professionals.” This does not mean that they are not U.S. Army, Warrant Officers are viewed as highly accessible though. Every Warrant Officer I have worked skilled, single-track specialty officers. This is generally with in my career made themselves available to me once I how they are viewed within the AG Corps as well. asked them and many times they were available long Warrant Officers‟ principal functions as leaders are to before the asking. Our AG Warrant Officers are valuable serve as technical experts, providing valuable skills, resources that have only made our Corps stronger today guidance, and expertise to commanders and than it has ever been before. organizations in their field. I ask our commissioned officers and civilians for your Congress first established Warrant Officers in 1918 continued support of our Warrant Officers. I would ask as part of the Coast Artillery, and then expanded their our NCOs to continue sending us your top candidates who presence in 1920. This is when Warrant Officers first would like to one day become Warrant Officers. Finally, I appeared in the AG Corps in clerical, administrative ask our Warrant Officers to continue to advance the and band leading activities. Warrant Officers gain most wonderful reputation that you enjoy throughout our of their skills and experience from their previous service Corps. as enlisted Soldiers which only strengthens their Enjoy this edition of 1775 dedicated to the Adjutant credibility with all whom they serve. Warrant Officers General‟s Corps Warrant Officers. Thanks go out to all of are appointed to Warrant Officer One (WO1) and our HR Professionals who make this the most significant approved by the Secretary of the Army. At the rank of and worthwhile Corps to serve within. CW2 and above to include CW5 they are commissioned Defend and Serve! by the President of the United States and take the same P.S. The Warrant Officer classes at the AG School oath as commissioned officers. Warrant officers can be have consistently achieved 100% membership in AGCRA. commanders and this is especially true with Warrant They lead the way in promoting our Association and we Officers in our Army Bands. Warrant Officers lead, are very grateful to them for their strong support. 1775 Fall 2011 3 Notes from the Chief Warrant Officer of the Corps By CW5 Coral J. Jones, Chief Warrant Officer of the Adjutant General’s Corps challenging. AG Warrant Officers must resist the urge to become complacent, or homestead. We must embrace and seek out broadening opportunities to enhance our skill sets and deploy our vast HR knowledge across the entire Department of Defense. In other words don‟t become stagnate or rest on you laurels. Within the pages of this issue are articles, stories and concerns from across the globe provided by our Corps AG WOs, but first allow me to hit you with a few important updates: Changes to the Army Evaluations Reporting System. By now Army senior leaders should be aware of Army Directive 2011-16, that announced several changes to the Army Evaluations Reporting System. This directive provides guidance on the implementation of changes that will be effective for OERs with a Greetings Adjutant General‟s Corps! I‟m honored to through date of 1 November 2011. These changes better dedicate this edition of 1775 to our “Quiet Professionals” align the OER with current Army leadership doctrine the Warrant Officer (WO). This is the first time in the (FM 6-22, Army leadership) and allow us to more history of 1775 that our journal has been dedicated to accurately evaluate performance and potential. Some of the AG WO. I am especially thankful to all those who these changes include: selflessly contributed articles to bring this publication to Senior raters will now provide a block check for WO1s fruition. The last eight months have been amazing and and 2LT through CPT (previously senior raters did as I journey around our great Army visiting, coaching, not block check nor maintain a profile on these mentoring our Warrant Officers, I am genuinely proud officers). of the men and women representing our Corps. Before Army 360 Multi-Source Assessment and Feedback going further please join me in Congratulating all the (MSAF) is a self-assessment tool that provides WOs selected for promotion by the FY11 CW5/4/3 individual feedback to leaders related to the Army‟s promotion board. eight leadership competencies. The results of the One might ask, why dedicate an issue to the AG MSFA will not be used as part of the officer's WO? My answer is first to acknowledge an evaluation report. instrumental group of professionals in our great Army; Senior raters indicating three successive assignments secondly to highlight their many contributions; finally for the rated officer vice the previous three future to stimulate, sustain and encourage our AG Corps. assignments. The AG WO is a subject matter expert within their A change to the rules for a "Change of rater" report career field. AG WOs are assigned at all levels of our (Code 03). This will reduce short term reports where Army: tactical, institutional, operational and strategic. the rated officer changes raters but still performs the Their contributions effect the entire force from same duties under the same senior rater. accessions to retirement; impacting PVTs to General Although the current DA Form 67-9, 67-9-1 and 67- Officers; and spaning Active, Reserve and National 9-1a will continue to be used we can expect the Army to Guard Soldiers. develop a successor to these forms to better capture the Do you desire to challenge yourself in the most above changes and AR 623-3 and DA Pamphlet 623-3 competitive WO branch in the Army? Do you possess will be revised in the near future. the courage, knowledge and intestinal fortitude to WO Accession Board. The Sept 2011 WO pursue a career with the Army‟s best HR professionals? accessions board selected another nine outstanding If so I encourage you to apply to become an AG WO. candidates to become 420As as announced in MILPER Application requirements can be found in the summer Message 11-290. The Army continues to select only the edition of the “1775” or on line at: very best NCOs and AG Corps WO continues to be the http://www.usarec.army.mil/hq/warrant/index.shtml. most competitive of all WO branches. Throughout my travels as the Chief WO of the In closing, AGCRA is our professional forum and Corps, I have been privileged to serve in, work with and provides opportunities for recognition and professional observe many of you in a variety of positions. As connection. Please continue to renew or sign up for changing global affairs continue to affect our nation, the membership and most importantly, encourage other Army too has kept pace. The roles and responsibilities members of the AG Corps to join. of the AG WO is increasingly becoming more Defend and Serve! 4 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Notes from the Regimental CSM By CSM Darlene C. Hagood, AG School & Regimental CSM

excuses and then I pose this thought: If you say that Soldiers today are not like the Soldiers of yesterday, then what did our leaders do for us that we are not doing for our Soldiers today? Are leaders of today‟s Army failing our Soldiers? As an Army leader I think these are questions we have to address on a personal level. We have to look in the mirror and see ourself for the type of leader we are and ask the hard question, “what am I, as a leader today, doing to grow the Army‟s future leaders?” When I hear leaders talk about the “lost art of garrison leadership,” I don‟t buy into it. Leadership is leadership is leadership and not based on your geographic location. Good leaders may change the areas of focus or their leadership style based on location or Hello AG family and friends. It is with great honor mission ,but they do not stop leading, caring, coaching, that I salute our AG Corps Warrant Officers (WOs). teaching and mentoring Soldiers. Our WOs are expected to be our Army‟s HR technical One of the fundamental (greatly under used) tools experts. As a young Soldier, I recall the WO being quite leaders can use to develop Soldiers into leaders is the bookworm sitting behind a partition in the back of counseling. When was the last time you were the office. When someone had a challenging question counseled? When was the last time you counseled your they would call for Chief. Chief would appear, respond Soldiers or checked your Soldiers counseling packets? to the question and return to the spot behind the We need to get back to doing leader checks on partition. I always wondered what was going on behind counseling. This is an issue across the Army and that partition. Maybe that is where all the deep everyone has an excuse why it is not happening. The reading, research, and studying was going on that made most often stated excuse is “we don‟t have time with the them the subject matter experts that allowed leaders to op tempo.” If we don‟t have time to do growth and trust their sage advice when asked. development counseling how is that we can make time Today we continue to select our very best and to do the negative or corrective counseling? brightest AG NCOs to serve as AG WOs. They no A counseling session is the best time for a leader to longer sit behind the partition; they are out front and get to know their Soldier beyond what we see in the visible. They continue to be a viable member of the workplace. Counseling becomes the signed verbal or team and when they speak leaders listen. I have had written contract between the leader and the Soldier that the honor to serve with some of the best WOs in our they are going to work together to help the Soldier business. I can say with confidence that our AG WOs become the best Soldier and future leader that he or she will continue to be groomed for perfection under the can be. Consider counseling Soldiers is like planting leadership of our current and first female Chief seeds. When we plant a seed we ensure it gets the right Warrant Officer of the Corps, CW5 Coral Jones. She amount of water and sunlight to grow and produce. Do truly represents what all WOs should strive to be. She we not expect the same for our Soldiers when we spend is not sitting in her office waiting on someone to seek time nurturing them through counseling? When her out but she is out and about within our Corps Soldiers make comments like “my NCO doesn‟t care talking with Soldiers and coaching, teaching and about me, they are only concerned about themselves mentoring our AG WOs. It is with great honor that I getting promoted,” or “you only get counseling when you salute our outstanding AG WO Corps. Thank you for do something wrong,” I think what a poor what you do for our Army and the AG Corps. representation of our NCO Corps. Now I would like to speak with you about something Think about who helped make you the great NCO that we are not doing, COUNSELING. I speak with you are. What did they do for you that you are not leaders attending OES and NCOES at Fort Jackson and doing for the Soldiers you have been entrusted to lead I often ask this question, “how many of you say, they and develop? I am sure you can recall the NCOs that don‟t make Soldier‟s like they use to!” I get the hands in invested their time in you to coach, teach, develop, and the air and then the sidebar comments about what mentor you. What will your leadership seeds produce? today‟s Soldiers don‟t do or know. I hear: they are not AG Corps thank you for all that you do every day to committed, they are not disciplined, not fit, and many care for our Soldiers and their families. God bless you other shortcomings. I then ask, “why do you think they and my God continue to bless our Soldiers in harm‟s are that way?” I patiently listen to the reasons and way, God bless our Corps, our Army, and the USA. 1775 Fall 2011 5 SECTION II-A: AG and HR Professional Reading, Dedicated to “Adjutant General’s Corps Warrant Officers” AG Officer Branch Update By COL Angela Odom, AG Officer Branch Chief AG professionals! After serving as the AG Branch command, especially at the rank of LTC. AG Branch Chief for over a year, I have made a few observations. I intends to aggressively manage each of our 42 coded am convinced that the AG Corps is awesome! We are positions in an effort to ensure commanders have the combat multipliers and commanders fight to keep us on most qualified officer serving. their team. Please indulge me as I share a few of my 5. PME matters. Officers should strive to get to both observations. CCC and ILE as early as possible in their careers – you 1. The truth changes. We serve a dynamic, need to be aggressive with your assignment officer. requirements based, operationally engaged Army where Getting school trained not only provides the officer the top priority is ever-changing. What we assess as the with new skills, it provides additional opportunities for Army top priority directly impacts your next assignment, assignments and increases the likelihood of a stronger or could impact a change in assignment. We try to keep manner of performance. Additionally beginning in FY you abreast of current changes to manning priorities. 13, Senior Service College will be a requirement before There have only been a few occurrences where we have an officer can assume COL level command. ILE will be had to divert officers from an assignment to an emerging a requirement before promotion to LTC or higher priority requirement. consideration for LTC level command. When 2. AG officers are in high demand. Every combatant developing your professional timeline and goals for the commander understands that human resources officers Army, plan for your military education. are combat multipliers. Most Division CGs trust their 6. Manner of performance is the most important CSL G-1s and their school trained Equal Opportunity criteria for promotion and selection boards and Program Managers and most BCT Commanders trust assignments. There is not a correlation between the their S-1s. We can reasonably expect AG deployment amount of broadening assignments an AG officer opportunities to continue due to the ongoing mission in serves in and the officer‟s propensity for promotions or Afghanistan and the recurring individual requirements. selections for CSL or SSC. The promotion and Some examples are: the Afghanistan-Pakistan (AFPAK) selection metric seems to be sustained superior Hands Program which is designed to develop cadres of manner of performance. AG Branch is consistently officers (and civilians) from each of the military‟s services asked to assign officers who have a depth of knowledge to serve 1-2 tours in the Afghanistan-Pakistan region; as opposed to a breadth of knowledge in both the Key Joint Management Documented (JMD) Worldwide Developmental (KD) and broadening labeled positions. Individual Augmentee System (WIAS) requirements; and Whether the requirement is for a Battalion or Brigade Modular Brigade Security Force-Afghanistan (MBSF-A). S-1, an EO, non-CSL G-1, Postal Officer, USMEPCOM, Our officers are expected to possess a great deal of depth Army Staff, HRC, or Joint position, our senior leaders and knowledge of human resources systems and and commanders expect AG officers to have gained the procedures. An officer with a great manner of requisite skills and experience for the specific position performance does not necessarily equate to an officer who in which they are assigned. In essence, commanders has the best skill and experience match for a certain expect functional experts. Our AG General Officers position. Each individual defines what a successful have varied career progression paths. The consistent career means to them. Each person matters and manner of performance is the key to their successful contributes to the mission. careers. I can only assume that they had a detail 3. Brigade S-1s are the center of gravity for our oriented assignment officer or mentor who coached Corps and for Army manning. These officers are them to ensure their file was updated when the officer shaping personnel strength and they simply must master was being considered for a board and assignment. the dialogue and coordination with Human Resources 7. Officers are seeking relevant, concise Command. The impact is long lasting. Brigade-level information on current HR trends and upcoming coordination is essential between HRC‟s Enlisted Army initiatives. S1Net, the Human Resources Personnel Management Directorate and Officer Command website, and Human Resources Command‟s Personnel Management Directorate. Facebook page are a few good information sources on 4. The AGR assignment culture is much different current HR trends and upcoming Army initiatives. from the Active Duty assignment culture. Our overall strength for AG AGR officers is 99%, with only Defend and Serve! 65% of the positions filled by AG officers. A professional career development plan seems secondary to location or 6 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com AG Warrant Officer Branch Update By CW4 Kevin W. Smock , AG Warrant Officer Branch Manager

The Warrant Officer Creed / Definition I have selected this topic as throughout our careers there are times we need to conduct an azimuth check on why we are doing what we do and remind others how WOs contribute to the Army. I have witnessed officers, WOs, and NCOs not only in the AG Corps, but other Corps as well, that have a misunderstanding of WOs and their roles within the Army. What is a creed? The Free Merriam-Webster Dictionary defines a creed as a brief authoritative formula of religious belief or a set of fundamental beliefs. A creed is also a guiding principle. A simple man‟s definition of a creed is an oath or saying that provides a value structure by which to live or work by. The Army, Air Force, Coast Guard, Marine Corps, Navy, National Guard and Reserve all have creeds that provide guidance and set the tone of life in each service. All Soldiers should know the Soldier‟s Creed, but the focus of this article is on the Warrant Officer‟s Creed. I also ask everyone to become familiar with the Commissioned Officer‟s Creed, the NCO Creed, and the Army Civilian Corps Creed to better understand their inherent responsibilities since we are charged with providing the best Human Resources support to Commanders, Soldiers, and their Families. Warrant Officer Definition, DA PAM 600-3, paragraph 3-9. The Army WO is a self aware and adaptive technical expert, combat leader, trainer, and advisor. Through progressive levels of expertise in assignments, training, and education, the WO administers, manages, maintains, operates, and integrates Army systems and equipment across the full spectrum of Army operations. Warrant Officers are innovative integrators of emerging technologies, dynamic trainers, confident warfighters, and developers of specialized teams of Soldiers. They support a wide range of Army missions throughout their career. Warrant Officers in the Army are accessed with specific levels of technical ability. They refine their technical expertise and develop their leadership and management skills through tiered progressive assignments and education. The Warrant Officer Creed and the Warrant Officer definition are valuable tools which WOs should understand and senior leaders should utilize. Understanding these tools allows WOs to know what is expected and provides senior leaders a better base of what skills WOs bring to the team. Both are tools that senior leaders can add to their tool kits when counseling and providing mentorship; which are extremely important to the development of junior WOs as they venture into their new officer career and seek guidance and direction. The Warrant Officer Creed

Willingly renders loyal service to superiors, subordinates and peers in every organization of which they are members. Always sets the example in conduct, appearance and performance that will make others proud to know and work with them. Reliably discharge all duties with which they are confronted whether such duties are expressed or implied. Readily subordinate their personal interests and welfare to those of the organization and their subordinates. Accepts responsibility at every opportunity and acknowledges full accountability for their actions. Never knowingly tolerates wrong-doing by themselves or others, whether by commission or omission, design or neglect. Teaches other people in a way the effectively expands and perpetuates the scope of their technical competence.

Obtains the breadth of perspective and depth of understanding beyond the limits of their specific responsibility. Faithfully adhere to their oath of office in all respects, upholding and defending the nation's constitution by both word and deed. Forcefully takes the initiative to stimulate constructive action in all areas requiring or inviting their attention. Improves themselves both physically and mentally, professionally and personally, to increase their own abilities and the value of their services. Contributes their past experiences, service and knowledge to a dedicated effort for a betterment of the future. Earns an ironclad reputation for the absolute integrity of their word. Reflects credit and inspires confidence in themselves, the Warrant Officer Corps, the military service of the nation and the United States of America.

1775 Fall 2011 7 AG Enlisted Branch Update By LTC Angie Holbrook, AG Enlisted Branch Chief Building Technicians one Soldier at a Time This issue of 1775 is dedicated to our Adjutant TOPMIS, DTAS, DCIPS, etc.) are critical in any General Warrant Officer Corps. The Warrant NCO‟s repertoire and even more so when that Officer Corps, especially HR warrants, are a highly NCO, if selected to be a Warrant, will be expected specialized breed that are, and continue to be, to have a full command of these systems in their “innovative integrators of emerging technologies” initial Warrant Officer assignment. as well as the subject matter experts on HR policy, Another element of a successful Warrant procedures, and application of all that Army Officer selection packet is high marks on all human resources encompass. Unlike their NCOERs. While it is not imperative that all rater comrades in, say the Aviation field who have never box checks be marked “Excellent,” just like taken off until they graduate flight school as centralized selection boards checks need to be Warrant Officer Ones, our AG Warrants need to supported by truly quantifiable excellent remarks. come to the Warrant Officer Corps as already Senior rater comments also need to be in concert established, skilled HR practitioners. with the rater portion and support the “1” blocks But how would we ever grow the highly that are marked. talented, multi-faceted HR Technician if not from Future Warrants must look the part as well the ranks of our hard charging AG since maintaining fitness is not optional. Just like Noncommissioned Officer Corps? The seed corn our NCO Corps, Warrants are expected to lead for today‟s AG Warrant Officer Corps is cultivated from the front in military bearing and physical in the fields of our G1/S1 sections, SRC 12 units, fitness. Meeting height/weight standards and and a myriad of other assignments where our HR taking a full three event Army physical fitness test NCOs are hard at work doing the heavy lifting for are mandates. Soldiers will not follow those who commanders, Soldiers, Families, and Veterans. aren‟t willing to submit the same rigors they are Gone are the days when we divest the HR Warrant placed under. from just the responsibility to only be subject Hitting the books is also another key factor for matter experts. Today‟s Army Warrant Officer, in would-be Warrants both in terms of military and addition to being a technical expert/advisor, must civilian education. Warrant Officer candidates also possess the strong attributes of leader, need to communicate to the selection board that trainer, and loyal team member in the profession they have a thirst to continually learn and grow of arms. HR Warrants can be found in every both personally and professionally. This formation in our Army as the “go-to” authority on demonstrates a high regard for knowledge and it every facet of human resources management. will be out thinking our enemy, or innovation, that That is why it is paramount for our AG NCOs, is required in the next fight. those with aspirations of joining the ranks of the For those who would answer the call to be a HR Warrant Officer Corps and those who desire to Warrant Officer beware. Our Army expects much scale the NCO ranks, to stretch themselves to of you. You must be the self confident, dependable, become the most knowledgeable and resourceful ethical, decisive, mature professional that is able to players on the Army field. The same skills that grasp complex, asymmetric challenges and wrestle make stellar G1 Sergeant Majors also need to be them to the ground with all the veracity and fervor imbued in our budding Warrant Officers. you applied as Noncommissioned Officers. Share So what does it really take to be the next the goodness of your hard, earned chevrons with 420A? Besides all the administrative our Army and consider if you have the mettle to be requirements which can be found at the United a Human Resources Warrant Officer. States Army Recruiting Command‟s Warrant Officer recruiting page, a prospective Warrant candidate needs to have a strong Army basis in the “meat and potatoes” HR work. A knowledge and ability to apply all the HR systems in the HR arsenal (eMILPO, EDAS, COPS, COGNOS, 8 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Senior AG Warrant Officers Working at the Army’s Strategic-Level By CW5 Ron Galloway Who are the Human Resources senior warrant recommend changes to actions prepared by other officers (SWOs) working at the strategic-level of senior leaders (e.g., the action might not be our Army and what do they do? I‟ve been asked written in an appropriate style for the Principal). this question several times and thought it might be Writing correspondence, particularly the ability helpful to respond through this article. to write notes and letters from scratch in the SWOs work for the Secretary of the Army, the style of the Principal. Chief of Staff, Army, Vice Chief of Staff, Army, for Managing evaluations, to include preparing some of our 4-star general officers in the field, and and/or reviewing proposed comments and for several of our senior leaders on the Army Staff. managing the senior rater‟s profile for Army They have become invaluable to their principals OERs. and they are involved in almost every aspect of Using DTS to prepare TDY orders and file travel running their respective offices, from supervising vouchers for the Principal and key staff some of the support staff and refining office personnel. management processes and procedures, to Solving basic office automation problems and processing correspondence and staff actions and working with the IT support team to quickly advising their principals on Army HR matters. resolve the more complicated automation Through their help in taking care of these areas, problems. senior leaders are afforded more time to Setting up systems and developing the processes concentrate on their important duties and and procedures needed to accomplish work, responsibilities of making the policies and particularly the tracking of incoming and decisions that shape current operations, as well as outgoing actions. determine the structure of our future force. Performing “other duties as assigned,” which HR work at the strategic-level is demanding seem to occur on a daily basis. and must be done error-free; we don‟t want “redos” I want to talk a little more about a couple of at this level, particularly because of the these important areas where the SWO must have consequences the error could have. The primary the needed expertise to do the work reliably and focus of the work here is to ensure that our senior accurately. One of them is senior rater profile military leaders can focus on their duties and management. To effectively manage a Principal‟s responsibilities without having to worry about how senior rater profile, one must first develop an the work gets accomplished. Consequently, the accurate rating scheme that lists every individual SWO is expected to be an expert in many areas the Principal is to rate or senior rate. For those and he or she becomes the “go to” person for officers the Principal will senior rate, he should be getting answers to questions or for resolving presented with a list of all upcoming evaluations problems that detract from effective office for the next year so he can see how his ratings operations. the following is a short list of the areas could be rendered in a way such that less than 50% where the SWO should have great expertise in of the ratings of a grade are placed in the top box. order to do the job well: If this is done improperly, or if one overlooks an Supervising and mentoring a staff of three to five officer until a rating becomes due, it could put the Human Resources NCOs who run the senior leader in the awkward position of “not receptionist desk, order supplies, log having room” in his profile when a “top block” is correspondence, and process mail, among other needed or warranted. duties. Another area of required expertise is reviewing Serving as backup to the Executive Assistant of correspondence. This might not sound like an who maintains the Principal‟s schedule important aspect of the work, but it is. By virtue of Preparing correspondence, including using a top leader signing a piece of correspondence, it proper formats, fonts, and letterheads. can become a “de facto” template or format for Editing correspondence, along with having the future such actions, even if it is incorrect or poorly knowledge and confidence to be able to written. How often has one heard: “That‟s what 1775 Fall 2011 9 was done before and it got signed.” To preclude being placed in a position of appearing inconsistent with enforcing standards, it is helpful to know Army Regulation 25-50, Preparing and Managing Correspondence inside and out. And because some of the correspondence at this level will be routed “outside of the Army,” it also is important to know Joint and OSD formats, as well. The Principal‟s correspondence should stand as an outstanding example to others who prepare memoranda and letters. One of the key players within the SWO‟s work environment is the supervisor, who plays a key role in determining the SWO‟s expected tour-length. As one might imagine, many key leaders do not like changes in their immediate staffs once they have gotten use to them. The SWO usually works directly for the Principal‟s XO. The XO is a high-performing Colonel who is hand-selected by the principal to lead the immediate staff. XOs are normally in the job anywhere from 12-18 months, after which they depart, usually because of selection for promotion or because the principal departs. In contrast, SWOs working at this level are expected to stay much longer, normally for four years, or until the principal departs the billet. In some cases, the SWO could be expected to stay beyond the tour of the principal to provide continuity for the next team. An imperative quality for one to have working at this level is an attitude that each and every action coming into the office is important because it affects someone‟s career or supports an important policy or program. Considering this, job one is to help move actions along quickly after ensuring they are correct. To do this effectively, you must have a good understanding of how the Army runs and to know which offices are the proponents for the various actions and issues that come to our most senior leaders. Experience helps, but so can training. One school, in particular, that helps provide context on the “big” Army is the Force Management School at Fort Belvoir, which offers the “How the Army Runs” course. Beyond having a good understanding of how the Army runs, there are other qualifications one needs to be prepared to work at the strategic-level. One has to first be an experienced leader, one capable of making good decisions based on sound logic. By its nature, experience means having had many assignments working at the various organizational levels. This takes time, of course. And if one does well, he or she will get promoted to the top grades and be well positioned to work at the strategic-level. It‟s also tremendously helpful to have the ability to build cohesive teams for accomplishing work and to build effective working relationships with people in other offices who can help accomplish the mission. Another valuable quality is the ability to remain calm under pressure. I know this has become a trite expression, but it does apply in this setting because there are many opportunities to become “frazzled” while working the many high-visibility Army actions, many with short deadlines. And the ability to give good advice and wise counsel to others, including the XO, military assistants, and aides comes with the territory for SWOs. This takes wisdom and courage to do, but frank, yet tactful, advice is expected from “seasoned” WOs. A final thought. SWOs working at the strategic-level are aware of how their performances can impact senior leaders‟ views of warrant officers. If the SWO does not bring significant value to the team and enhance its ability to accomplish the mission, then the principal (who may have had little or no interactions with warrant officers in the past) might view him or her as just another member of the staff and as someone who can be easily replaced or let go. However, if the SWO is an integral part of the staff, bringing value to the team through strong leadership, good work ethic, and wise counsel on HR matters, then the principal‟s view of the SWO, and through association, the entire Warrant Officer Corps and Adjutant General‟s Corps, is very favorable, indeed.

CW5 Ron Galloway has served as an Adjutant General Soldier in the active Army for over 33 years and has worked at every level of our Army. His first assignment at the strategic-level began in 1999, when he served as the Administrative Assistant to the Supreme Allied Commander Europe. Since that time, CW5 Galloway has worked for the Commander, United Nations Command / Combined Forces Command / United States Forces Korea; Commander, Multi-National Corp-Iraq; Chief Warrant Officer of the AG Corps; and as a Military Assistant to the Secretary of the Army. In April 2011, Ron was assigned as the Assistant Executive Officer / Warrant Officer Advisor to the Chief of Staff, Army.

10 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Versatility and Flexibility of the 420A Warrant Officer During Operation Iraqi Freedom By CW3 Andrea L. Wingo On 25 November 2009, the Commanding General green statuses on each CLT. of United States Forces – Iraq (USF-I) directed HR Automation Systems – The 420A Warrant Officer revisions to Phase IV of the theater operational plan in troubleshoots HR automation systems, such as order to better shape the Expeditionary Sustainment Deployed Theater Accountability Software (DTAS), Command (ESC) structure and operations prior to Tactical Personnel System (TPS), Defense Casualty executing the “waterfall” rapid redeployment of USF-I Information Processing (DCIPS), Automated Military forces from May – August 2010. The revisions included Postal System (AMPS), Single Mobility System (SMS), the accelerated reduction of Sustainment Brigade (SB) and TRANSCOM Regulating and Command and headquarters from four to two, the realignment of Control Evacuation System (TRA2CES). support boundaries between the two remaining SBs So even though the 420 Warrant Officer was moved comprised of the 15th SB and the 36th SB, which in to the LOGCAP section, she was still able to link the turned caused the redistribution of battalion and below HROB and LOGCAP missions through synchronization sustainment units. and planning. One example of this included the 15th The 15th SB found itself with new significant tasks SB‟s postal mission. The HROB Postal OIC provided related to both the Logistics Civil Augmentation real time situational awareness of postal operations in Program (LOGCAP) and various theater support theater by reporting where the mail was and the contracts. The additional LOGCAP mission focused on handling of it. The Postal Contracts Manager in contracting, planning, and management activities LOGCAP on the other hand provided knowledge of within the brigade‟s area of responsibility. Once postal contracting, which included reviewing postal confronted with this situation, the Brigade Support contract performance work statements and letters of Operations Officer (SPO) decided upon a bridging justification while working closely with the Defense strategy and moved the HR technician (420A Warrant Contracting Management Agency, Regional Contracting Officer) from the Human Resources Operations Branch Command and various contractors in theater. Together (HROB) to assist LOGCAP with contract management the HROB Postal OIC and LOGCAP Postal Contracts and mission shaping. This included providing oversight Manager researched, properly evaluated and of the LOGCAP direct contracts mission to support the determined the right skill level and manpower required brigade‟s postal operations. to ensure little to no disruption of theater postal There was an immediate concern that moving the operations. The 420A Warrant Officer serving in the 420A Warrant Officer would disrupt HROB operations LOGCAP had to quickly gain contracting knowledge and adversely impact the 15th SB‟s HR planning through on the job training in order to support the capabilities. The 420A Warrant Officer is considered a collective effort between the HROB and LOGCAP subject matter expert technician and her removal would In closing, the 15th SB SPO called an audible when require the other HROB members to fill the manning the brigade inherited the LOGCAP mission and the gap when executing plans and operations for the HROB 420A Warrant Officer had to take on a new branch‟s four HR missions of postal, casualty, personnel assignment in the middle of combat operations that was accountability (formerly referred to as R5), and HR contract-centric. Having no formal contract resident plans and ops. training, the 420A demonstrated versatility and The 420A Warrant Officer within the HROB focused flexibility in quickly learning new skills and then on the following during the 15th SB‟s deployment: leveraging the HROB to ensure the 15th SB‟s postal Postal Operations - Reporting the number of days mission was succesful. Although there is normally little mail is static or undeliverable, the number and type of utility of having a 420A serve in the LOGCAP section, postal offenses, and coordination with the other SPO the value of having an HR technician who knows Army sections to develop courses of action to get mail HR doctrine and thinking through tough challenges moving again. proved significant for 15th SB SPO operations during Personnel Accountability - Reporting the number of Operation Iraqi Freedom. days Soldiers transiting the theater remain at the aerial port of debarkation and intra-theater airfields and determining solutions to ensure combat power was not compromised because Soldiers were stuck at one location too long. Casualty Operations - Assisting the Casualty Liaison Teams (CLTs) with the number of casualties reported in the last 24 hours and reporting the red, amber, and 1775 Fall 2011 11 Warrant Officers Continue to Make Significant Contributions in HR Training By CW4 Yinusa Adeoti The Silver Scimitar Lite training exercise was associated Army Tactics, Techniques and Procedures recently held at Fort Devens, MA from 5-17 August (ATTP) manuals to ensure all students understood 2011. This training is a semi-annual multi-compo their core competencies and enduring principles. training exercise which was sponsored by the CW4 Yinusa Adeoti was responsible for training FORSCOM and USARC G1s. The purpose of this the ESC/SB HROBs and the Plans and Ops (PLOPS) exercise is to ensure that all deploying HR units in Team. He has been involved in the Silver Scimitar the next six months are trained to conduct their Exercises since 2008. CW4 Adeoti was also theater missions. The training methodology used responsible for designing the HROB, provided was classroom training during week one that additional theater related training and made consisted of doctrine, agency overviews, HR systems recommendations to the FORSCOM / USARC training, theater overviews, and practical exercises planning team on Subject Matter Experts to be leading Soldiers through the “crawl” stage of training. invited for both core competencies and culminating The second week provided realistic training training event support. In addition, he provided exercises based on the Southwest Asia scenario. Soldiers with an overview in the following enabling There were four exercise levels: the sustainment systems: Forces Requirement Enhanced Database commands‟ Human Resources Operations Branch (FRED), Mobilization Deployment Information (HROB), postal operations, personnel accounting, System (MDIS), Joint Operations Planning and Casualty Liaison Teams, and G1/S1 training which Execution System (JOPES), Global Forces lead Soldiers through the “walk” stage of training. Management Allocation Plan (GFMAP), and Single Subject Matter Experts (SMEs) from CONUS and Mobility System (SMS). theater were invited to participate in this training. CW4 Adeoti also participated in all of the Some of the CONUS SMEs were from the AG School, planning conferences leading up to the exercise. His HRC (CMAOC and SRDC), ARCENT G1, NGB, team was responsible for training all HROB and TRANSCOM, and Lockheed Martin. The theater PLOPS Team during the exercise. He coordinated for SMEs were from Afghanistan, Kuwait and Iraq. additional theater SMEs to attend the exercise and These SMEs brought a wealth of knowledge and provide the theater lessons learned to the training experience from their respective fields. CW5 (Ret) audiences. The HROB units represented in the Gerald Sims (FORSCOM PERSATT), CW4 Yinusa training were 3rd ESC, 10th SB, 15th SB, 45th SB, 82d Adeoti (Plans and Operations Division, 14th HRSC, SB and the 482nd Replacement Detachment. Many of Camp Arifjan, Kuwait), CW4 Stacy Malloy, (Kuwait these units are likely to deploy within the next 6-12 Casualty Assistance Center, 14th HRSC, Camp months. All deploying Soldiers left the training with Arifjan, Kuwait), CW4 Paul E. Young, (3rd HRSC, a clear understanding of the HROB‟s theater roles Jackson, MS), and CW3 Rod Tumlin, (HQs, US Army, and responsibilities as part of their respective Alaska) were the Warrant Officers trainers for Silver sustainment commands. The PLOPS Teams also Scimitar Lite 2011. The training audiences were gained a clear understanding of their mission to Soldiers from deploying Standard Requirements Code support the HR Company Commander in the AOR. 12 (SRC 12) HR units and included HR Companies CW4 Malloy contributed his expertise to train 112 and below. Non-SRC 12 units included S1s, G1s, and Casualty Liaison Team (CLT) members. He Expeditionary Sustainment Command (ESC) and explained and demonstrated how the CLT‟s mission Sustainment Brigade (SB) HROBs. impacts the Kuwait CAC mission. In addition to core Warrant Officers have played important roles in competencies training, he populated the database HR training since the beginning of the Silver used for the casualty training portion of Silver Scimitar exercises. This year is no exception: CW5 Scimitar Lite. CW4 Malloy coordinated with CMAOC (Ret) Sims and his FORSCOM PERSATT Team was and the AG School to ensure the casualty core responsible for many of the Essential Personnel competencies training plan was properly designed for Services training. His team of three personnel the CLTs attending the exercise. During casualty provided Promotions, Awards, Evaluations, S1 training CW4 Malloy ensured that the CLTs clearly Management, and enabling systems training such as understood the process involved in theater casualty e-MILPO, TOPMIS, EDAS, and iPERMS. His team operations; from the battlefield report to the Next of reinforced HR doctrine found in FM 1-0 and the Kin notification. The CLTs were trained to perform 12 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com any mission they may encounter in theater at every level. Some CLTs may work at the Hospital or Combat Support Hospital level; some may work at the major command level for a G1 or J1 and others may work at the theater level in the Kuwait CAC. Soldiers received casualty training on DCIPS-CF, DCIPS-CR, and DCIPS-CM along with training on many other enabling systems that will help them to successfully complete their mission in theater. CW3 Tumlin is the newest member of the Silver Scimitar SME Team and was responsible for designing and coordinating the G1/S1 training. He trained Soldiers from all components representing ten different G1/S1 units. One of the challenges faced was to ensure that the training was designed to benefit all components involved. SME invitations were worked which resulted in HRC, AG School, NGB, and the 99th Regional Support Command (USAR) providing representatives to conduct training. In addition, the following HR systems training was executed at Silver Scimitar Lite: EDAS, TOPMIS, RLAS, eMILPO, IPERMS and DAMPS. Silver Scimitar participating Soldiers departed the exercise better prepared to perform their wartime HR mission. CW4 Young has been involved in the Silver Scimitar exercises since 2007. He served in various capacities to support the successful execution of every exercise. He consistently served as the primary webmaster, network advisor, information assurance awareness officer and the information management officer for Silver Scimitar exercises and continues to raise the bar with each event. During this exercise, CW4 Young was responsible for coordinating automation support and the network design to accommodate every core competency, enabling system, and culminating training event. CW4 Young‟s mission was to provide automation support and connectivity over the internet for a training audience of approximately 475 personnel as part of Silver Scimitar Lite. His section was further tasked to provide services that included providing and maintaining 600 laptops on a NIPR network, providing both landline and cellular telephones, conducting a COMMEX, establishing generic e-mail accounts, securing a SIPRNET facility and establishing security entrance procedures. He ensured all users completed computer acceptable use policy statements, established and maintained a help desk, established and maintained an exercise phone and e-mail roster and provided all other communication equipment requirements and support for the exercise. Under his direction, his team of seven Soldiers provided outstanding support and received many accolades for minimum to no interruptions or hindrances to training caused by network outages. Silver Scimitar Lite concluded on 17 August 2011. This was another successful exercise for deploying HR Soldiers supported by great training from dedicated and technically savvy AG Warrant Officers.

AG Warrant Officers supporting Silver Scimitar Lite 2011 at Fort Devens, MA from 5-17 August were (Left to Right): CW4 Paul E. Young, 3rd HRSC, Jackson, MS; CW3 Rod Tumlin, HQs, US Army, Alaska; CW5 (Ret) Gerald Sims, FORSCOM PERSATT; CW4 Yinusa Adeoti, Plans and Operations Division, 14th HRSC, Camp Arifjan, Kuwait; and CW4 Stacy Malloy, Kuwait Casualty Assistance Center, 14th HRSC, Camp Arifjan, Kuwait.

1775 Fall 2011 13 The 1st Warrant Officer Company (WOC) – The Warrant Officer Candidate School Experience By WO1 Lorna Mansfield Months of preparation, still doubting yourself and successfully in order to pass the leadership evaluation. pondering if you are physically and mentally ready for In order to complete the Snowbird Phase, you must have the challenge. Read and re-read the Warrant Officer a passing APFT. For a few candidates, this is their last Candidate School (WOCS) standing operating day at WOCS. Physical fitness is a priority. You need to procedures (SOP), guidance that will keep you afloat be able to endure the remaining weeks ahead, not only during your time in school. Departure date, families physically but mentally as well. Once the APFT has are wishing you the best of luck and you asked for them been passed, you are qualified to move to the 1st to keep you in their prayers. Warrant Officer Company (WOC). Snowbird Phase. These words are music to your The move to 1st WOC is an experience in itself. No ears, the first words that confirm that you made it; you matter what you have heard from others, there was have arrived at WOCS. After that realization, the nothing to prepare you for this day. Instead of just process that serves as a foundation for every Warrant packing your bags and taking them to your room in the Officer begins. At first, time spent on making sure that 1st WOC area, this is a team effort. Bags and linen line all your personal belongings have your name on it. the hallways, and the assembly line begins. Every six Spelled correctly, centered perfectly, and completed in feet or so, candidates line the hallway, the outside either black or white depending on what you are stairway, all the way to the grassy area where labeling. You cannot make the mistake of using a candidate‟s bags are placed. Once all of the bags and marker instead of a black ink pen to stencil your name bed linen are in place, the moving experience begins. on masking tape. Otherwise, you have to start over Oh, and to make the experience more interesting, Senior again. You have to pay attention-to-detail. In the Warrant Officers have come to participate as the WOCS beginning, you wonder what difference it makes audience to watch the “moving show”. whether you are using marker or pen, then, your vision The moving process can take up to several hours to clears, and you begin to understand why attention to accomplish. While you are concentrating on carrying detail is so important. items into the new building, you also have to remember You also realize very quickly that your response to render the greeting of the day, “Strength and time is important. It is a déjà vu moment from Basic Knowledge” to each passing officer. If you fail to render Training at a WOCS accelerated pace. Every morning the proper greeting, the officer reminds you that you you have a time limit of seven minutes. In seven have made an error. You drop your items and drop to minutes, you dress, conduct personal hygiene, make the push-up position. Upon completion of push-ups, you your bunk, and arrive in formation. Be sure that the recover, gather up your baggage, and continue to move. bed corners are at a 90-degree angle and that the The WOCS SOP really becomes your daily guide for blanket is tight. Otherwise, you might “earn” a writing success. The TAC Officers constantly remind you that assignment (essay). To avoid writing assignments, you should have had the SOP memorized prior to arrival attention-to-detail plays a major role throughout the at WOCS. The SOP gives exact guidance and course. abbreviations on everything that you will need to know The intensity at WOCS can consume you and at during your stay at 1st WOC. The leadership positions times become overwhelming. You go there with are unique at 1st WOC. Besides the known positions assumptions and impressions that you have from like, Platoon Sergeant, S-1 Officer, Platoon Leader, S-4 listening to the stories from previous candidates. Then Officer and Squad Leader. You also learn about other you begin to have your own experiences. In the midst of leadership positions that exist such as, Standards the process, everyone has questions that cross their Officer, Morale Officer, Car Wash Officer, Sign Officer, minds, “What did I get myself into?,” “What was I Safety Officer, Song Officer, Physical Readiness thinking?,” “I can‟t be a Warrant Officer,” “Did I make Training Officer, and Projects Officer. the right decision?” When you finally decide that it will The Standards Officer sets the precedence and be worth it in the end, you pull together your makes the initial decision of how the items will be determination and dive in with the rest of your class. displayed in every room. The key leaders received the The Training Advising Counseling (TAC) Officers display guidelines to disseminate to all candidates. try to make every WOCS day a positive experience. The Within a time limit, every room will look the same, beds, TACs begin by insisting that without teamwork you will uniforms, shoes, and equipment. Inspections are not make it through to becoming a Warrant Officer. conducted on a daily basis along with discrepancy cards They inform your class that everyone will hold at least that are placed on each room door. These cards have to one leadership position and some will have two. You be specifically hand written and measured according to must prove yourself in a leadership position the SOP. The TAC Officers consistently watch 14 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com everything that the candidates do looking for every fault and uniform infractions. This reinforces the importance of checking everything that we do as Warrant Officers. Overall, the classes were tough and were a good learning experience. The mentorship, lessons learned and advice that the instructors provided were invaluable. The individual counseling with our TAC Officers and small group discussions also gave candidates clear ideas of what is expected from new Warrant Officers. The class car wash was the first opportunity to “let off some steam.” The car wash is a learning experience as well providing another opportunity to work together as a team. Without teamwork this event can be a disaster. With cars driving through 1st WOC students quickly started rinsing, washing and drying all autos as a team in order to push as many cars through as possible, with emphasis of efficiency and effectiveness. How freely the Senior Warrant Officers give their donated car wash dollars depends on how well the candidates execute. All have previously gone through the same rigors of WOCS as you and now it‟s their turn to give back. This simple event is the beginning of candidates understanding how Warrant Officers bond, and come together, never forgetting where we came from and always helping one another. The Staff Ride to Andersonville, Georgia, site of a Confederate prison during the Civil War, was an incredible experience. It was not just a staff ride, but it was a challenge to our belief system. In order to receive the full benefit of this, you must look, listen and feel the place. It is hallowed ground, as thousands of US Soldiers died on the very soil where you stand. The Leadership Reaction Course was a prime example of how leaders should interact and guide their subordinate Soldiers through tough obstacle courses. Our Senior Status phase was the time we all had been waiting for, finally one step closer to graduation day, with the respect from the other junior class candidates and a little taste of what being a full fledged Warrant would be once graduation day arrived. Additionally, getting to “ring the bell” upon completion of the Victory Run was a WOCS culminating event. Everything became surreal on graduation day. We were now Warrant Officers in the United States Army. It was especially enlightening to see the spouses, children, parents, loved ones, pin on our WO1 rank, what an accomplishment! For those selected Reserve and National Guard candidates that have time and employer constraints, they can attend a three phase Warrant Officer training course. Beginning with Distance Learning for Phase I, five months of IDT weekends for Phase II, and a two-week resident course at a designated training site for Phase III. It is challenging to do the weekends for Phase II. Every month, the candidates have to set up and then tear down room displays. They also need to set their minds to return to training mode. It is probably not as easy as just going through the resident course all at once. Although every Candidate counted every one of the 37 days of WOCS until the last hour, these days were full of experiences and knowledge that we would not receive at any other place. At times, it was hard to work as a team while very tired and wore down. Knowing that the TAC officers dedicated their time selflessly and gave 150 percent in order to train us to become the best of the best was very inspiring. Their capability and professionalism are impeccable.

Quotes from recent graduates of Warrant Officer Candidate School:  “We also realized motivation and teamwork made the training less stressful.”  “The strenuous hump that I crossed in switching from Enlisted to Officer is definitely worth it.”  “The key to WOCS is attention to detail, team work and time management!”  “I realized that WOCS isn’t always about surviving a stressful environment. Some of the program is really designed to help brand new Warrant Officers to become a confident leader and Army officer.”  “WOCS was a great experience for me. The training is good in teaching time management, for the whole course from start to finish. There was always something to do.”  “Every part of Army life was touched: being in charge, being a subordinate, having extra duty, having to adapt to constant changes, being a leader, and the need to change with what your boss wants. It makes you think about the whole picture when you are task with an mission.”  “I embraced all the stuff that was taking place, watching and listening to everything going on around me. You come together and rise above it, then on graduation day, you look around and know that you did it.”  “Besides being the best decision of my military career, it was culminated by my sons promoting me as a WO1 at the graduation ceremony.”  “Not one of us has ever regretted the decision of becoming a Warrant Officer!”

1775 Fall 2011 15 Warrant Officer Candidate School – National Guard Regional Training Institutes By CW3 Timothy C. Gorden, AG, WA ARNG

The Army National Guard conducts the Warrant Officer candidates is an essential Warrant Officer Candidate School (WOCS) course ingredient in developing and teaching leadership in approximately 24 states at its Regional skills. Most Soldiers can lead others and can Training Institutes. The WOCS course is accomplish tasks with little effort when unfettered accredited by the Warrant Officer Career College with time constraints and stress. However, when (WOCC) as its proponent and TRADOC, and uses stress, time constraints and multiple tasks are the same program of instruction and course added, candidates must rely on teamwork, management plan in execution at the traditional prioritization, delegation and leadership skills to WOCS at Fort Rucker, Alabama. The evolution of execute their squad or platoon toward mission this course to state level National Guard units was accomplishment. The Soldiers who succeed in this spirited by the need to offer an avenue to a environment are the ones who become Warrant Warrant Officer career for Reserve Soldiers that Officers in the United States Army. could not afford the time away from their civilian Unlike OCS, Warrant Officer candidates must occupations to attend the course. Additionally, be approved at their federal recognition board Reserve Soldiers have individual requirements for prior to starting the course. WOCS phases their annual training period as well as other include: military education or training. Phase I (Distance Learning). Is the first The WOCS develops and evaluates Warrant step toward becoming a Warrant Officer. It is Officer leadership in Soldiers striving for an conducted over the internet either from home or at appointment in the United States Army, the Army the Soldier‟s duty station. Phase I is conducted by Reserve and the Army National Guard. The distance learning and is approximately 48 hours WOCS also teaches and tests selective academic of instruction and testing in duration. subjects. WOCS candidates must demonstrate Phase II. Makes up the longest duration of a task mastery through skill application throughout candidates training. This phase in conducted over the course. In addition, the course is available to a five month period. During this phase, Active Component Soldiers as a means to stay candidates will begin academic instruction in “local” to their units of assignment and location. Heritage of the Warrant Officer, Army History, The WOCS environment demands physical and Operations, Briefings, Contemporary Operating mental stamina of both Warrant Officer Environment (COE) and other subjects. They candidates and cadre. WOCS cadre must possess conduct physical readiness training and road leadership skills enabling them to train, advise, marches (2 and 4 miles), and serve in leadership and counsel Warrant Officer candidates in the art positions, receive officer mentoring and complete a and science of leadership and pre-appointment community service project. Phase II of the course common core task proficiencies. is conducted at the Regional Training Institutes Both WOCS cadre and candidates train in a sites or armory. Phase II is a 5 month course that demanding, high stress, twenty-four hour is usually run from February/March through environment. This environment is a critical factor June/July on drill weekends. in developing leadership skills among the Warrant Phase III. Is the last step in becoming a Officer candidates. WOCS cadre receive Warrant Officer. It will include many Phase II specialized training and orientation to the WOCS tasks and also include a week long field leadership environment during a Training, Advising, and exercise consisting of orienteering, forward Counseling Officer (TAC) Orientation Course at operating base operations, situation training the Warrant Officer Career College. The TAC exercise, leadership reaction course and urban Officer Orientation Course provides detailed operations training. Phase III is conducted over a instruction on the establishment and maintenance 2 week period at Camp Atterbury, Indiana, of the WOCS environment. Maintaining a usually in July, or Fort McClellan, Alabama, demanding and stressful environment for the usually in September.

16 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Warrant Officer Candidate School (WOCS) continues to evolve to better align its philosophy and activities to meet the needs of an Army at war. The driving force is the desire to produce Warrant Officers better qualified to operate effectively in the demanding contemporary operating environment. The current focus emphasizes officer roles and responsibilities more, and individual activities less. Candidates are required to meet high standards for maintaining their personal living areas, however, the standards are based on the need to maintain a clean and orderly living environment rather than what many in the past perceived as arbitrary specifications designed to heighten stress levels. There are experiential learning events throughout the program, particularly warrior tasks and battle drill related activities that provide leadership opportunities while emphasizing lessons relevant to the contemporary operating environment. These activities culminate in a field leadership exercise that draws heavily on recent theater lessons learned. This capstone event provides candidates expanded opportunities to apply flexible, adaptive leadership principles in stressful, sometimes ambiguous situations to reinforce and build upon previous classroom leadership theory studies and discussion. TACs and academic instructors concentrate primarily on training and secondly on assessing candidates‟ performance. This becomes apparent in the time and effort TACs and instructors devote to serving as role models, mentors, and coaches. Throughout all the changes, rigor is maintained, even increased, and the goal continues to be to provide candidates the foundation they need to succeed as Warrant Officers in a continually changing Army, and to be adaptable to the ever increasing challenges of the contemporary operating environment.

< Army National Guard Warrant Officer Candidate School students execute casualty operations training.

Army National Guard Warrant > Officer Candidate School students execute forward operating base security operations during a field leadership training exercise.

1775 Fall 2011 17 Warrant Officers in Iraq Commemorate 93 Years of Excellence, Expertise By SPC Charlene Mendiola, USF-I Public Affairs

BAGHDAD, IRAQ - More than 100 Warrant Officers as the Warrants interacted with former and new from around the Iraq Joint operating area gathered to colleagues. Periods of laughter, group photos, and commemorate 93 years of the Warrant Officer Corps at conversations against a musical backdrop provided by the Al Faw Palace, Victory Base, on May 27, 2011. the 25th Infantry Division Band contributed to the On July 9, 1918, Warrant Officers were inducted into celebration‟s success. The symbolic cake-cutting the Army to serve as experts in various fields. They ceremony, conducted by the oldest and the youngest became a corps of specialized individuals. “Today is Warrant in the room, was a highpoint of the event. significant because it represents the history of the “This is the most important part of this celebration,” Warrant Officer Corps,” said CW5 Anor Burnside, senior said CW5 Joseph Correa, military intelligence systems signal network advisor with the Directorate of technician with the Military Intelligence Directorate, Communications, United States Forces – Iraq (USF-I). USF-I. “It symbolizes the passing of knowledge and “While you may have a relatively short lineage in our wisdom of the most senior Warrant Officer to the most military history, you are all members of a highly junior Warrant Officer.” respected corps.” said GEN Lloyd J. Austin III, “I am glad I was invited to this event tonight,” said Commanding General for USF-I. CWO3 (USMC) Darryl Sullivan, personnel officer with The traditional role of the Warrant Officer as a the Manpower Section, Human Resources Directorate, technical expert and trainer within multiple complex USF-I. “It is a lot different than I expected considering professions fills a vital position in today‟s Army. “Each I am the only Marine Warrant Officer in Iraq.” “These and every one of our Warrant Officers plays a critical Warrant Officers have a bond and I don‟t feel alone. As role in what we have to do,” GEN Austin said during the a matter of fact, I feel like I am one with them,” Sullivan celebration. “You can see that you are indeed a greater said. “As part of the Corps, it is easy to bond with each and important asset within the Army‟s formations.” other. As masters of respected professions, Warrant CW4 Cox, an Operation Desert Storm veteran, said Officers are indeed the experts commanders turn to for it was significant to be a part of this birthday answers to extremely hard questions, GEN Austin said. celebration as deployed warrant officers come together “I am grateful for what you have done and I am proud to to build their strength and unity. “This was an serve alongside you.” opportunity to meet and reunite with members of the “It is great to have our commanding general come out corps,” CW5 Correa said. “The bond we have in this and speak to us during this celebration,” said CW4 corps and the years of experience shared in one room is Timothy Cox, maintenance officer, 4th Infantry Division, extremely priceless.” United States Division – North. “I was proud that he As a conclusion to the event, Warrants of all ranks mentioned that we have been the true continuity in the recited the warrant officers‟ creed loudly and proudly as unit throughout this conflict.” Camaraderie within the their final birthday celebration in Iraq was dedicated to Warrant Officer Corps was displayed during the event, their fallen brothers and sisters within the corps.

Warrant Officers from around the Iraq Joint operating area gathered to commemorate the 93rd birthday celebration of the Warrant Officer Corps with keynote speaker, GEN Lloyd J. Austin III, Commanding General for United States Forces - Iraq at the Al Faw Palace, Victory Base, Baghdad, May 27, 2011 (U.S. Army photo by SPC Charlene Apatang Mendiola).

18 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com SECTION II-B: Professional Reading Articles Written by Adjutant General’s Corps Warrant Officers Capitalizing on our Joint Experience By CW4 Roger Wheatley It may be hard to believe, but during World experience. Human resources management War II, the President exercised his role as processes could become more interoperable and Commander in Chief with two separate military efficient if each Service learned from each other chains of command. He directed the Secretary and shared best practices. of War and the Secretary of Navy. The National The inter-service rivalries still linger in Security Act of 1947 established a Secretary of areas that we should and likely must consider Defense, Chairman Joint Chiefs of Staff, and in the future. For example, both the Air Force what would become the Department of Defense. and Army procure Unmanned Aerial Vehicle The purpose was to unify the Army, Navy, and technology. Services tend to prefer their own what would soon become the Air Force into a capabilities for indirect fire, transportation, federated structure. This law became the and logistics over Sister Services. Despite framework for the future, the Goldwater-Nichols grooming Joint qualified officers that lead the Act of 1986. AG Corps and a new generation of Soldiers Before the Goldwater-Nichols Act each with operational Joint experience, barriers still Service developed doctrine and procured exist in adapting best practices and equipment with little concern for Joint warfare streamlining processes. or interoperability. Today Joint doctrine and Through the lens of experience in five Joint acquisition processes are more rapid than ever or multi-service organizations, I have observed before, capitalizing on a force with more Joint some common themes in every assignment. I operational experience than any other time in hope to generate dialogue leading to action so our history. For those who have participated in that we take advantage of the wealth of Joint Staff exercises, it is difficult to imagine experience our Soldiers have gained with that they did not exist before Goldwater-Nichols. exposure to Sister Service human resource The Goldwater-Nichols Department of management processes. Defense Reorganization Act of 1986 made From my first Joint experience I observed significant improvements to the way the that all Services struggled with many of the Department of Defense operates. The law facilitated making weapons systems, communications, vehicles, fuel, and ammunition interoperable among the Services. It focused professional development models on providing officers with education and experience in Joint organizations. There is no doubt the law had an impact. Contrast the successful Joint special operation that killed Osama Bin Laden from the Joint operation failure that became the catalyst for Goldwater-Nichols, the Iranian hostage rescue attempt. All Army branches, including Human Resource professionals as part of the AG Corps, benefited from increased experience through The National Security Act of 1947 established a operational opportunities in Joint Task Forces Secretary of Defense, Chairman Joint Chiefs of Staff, and expanding Joint Headquarters. However, and what would become the Department of Defense. we could go much farther to capitalize on this The purpose was to unify the Army, Navy, and Air Force into a federated structure. 1775 Fall 2011 19 same challenges. Among them are different leave programs, evaluation systems, personnel accountability and strength reporting processes, a Joint database to support Commanders and Directors personnel information requirements, and frustration at managing redundant processes. Other Services have processes we can learn from if we drop the inter-service rivalries and become willing to change so that the Soldiers we support may benefit. One of the most discussed redundancies in the Joint personnel community is processing leave and passes. DoD Directive 1327.5 Leave and Liberty establishes Department of Defense policy and procedures for leave, liberty (pass), and administrative absences. Within this directive, the Principal Deputy, Under Secretary of Defense for Personnel and Readiness (PDUSD (P&R)) has the responsibility to, “Ensure that the implementing policies and procedures of the Military Departments are uniform, to the extent feasible.” Regardless of Service, policy is consistent. All Service Members earn leave at the same rate, are charged leave under the same conditions, and are granted non-chargeable absences for the same reasons. Programs such as Special Leave Accrual, Environmental Morale Leave, and R&R Leave apply to all, yet there remains a different leave and pass process for all Services. Policy allows the Services to develop or adopt best practices into one efficient process. Multiple systems require J1‟s to task organize so there is one expert from each Service to administer the separate leave programs. Establishing a single process for leave that would enable one best practice seems possible and more efficient. The Air Force system, Leave Web, is arguably the best practice across all Services. It works much like the Defense Travel System (DTS) in that anyone, regardless of Service may be established as a supervisor or approval authority. The System Administrator has visibility of the action from request, through approval, to processing to the appropriate DFAS activity – all electronically and on a web based easy to use system. The Air Force has used this system for over a decade. During this time, Joint organizations worked together across the globe learning multiple systems, or in most cases employing someone from every Service to manage separate leave programs. Our operational brothers integrated weapons and logistics systems. We could likewise establish a working system that complies with DOD policy and law. In a time of impending budget constraints and continued persistent conflict, we cannot afford to miss these opportunities. DIMHRS promised, among other things, a Joint database that supported and integrated personnel information from all the Services into one useable resource for commanders and leaders of Joint organizations. The task proved too much. Current development of IPPS by each Service

Today Joint doctrine and acquisition processes are more rapid than ever before, capitalizing on a force with more Joint operational experience than any other time in our history.

20 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com separately may someday provide military pay all Evaluation Systems. efficiencies across components of the same While all Services have their own need to Services, but will leave the requirement of a measure and evaluate performance in relation to Joint personnel database to the distinctively their own career professional development plans, separate local solutions used since Joint forces there are several commonalities. It seems have been assigned together. Every COCOM possible to collaborate on developing the developed its own solution that meets the local framework of a system to measure performance commander‟s requirements. We should find the and potential based on our shared Profession of will to re-engage and lower expectations to a Arms, Leadership and Ethics. Such a system system that meets Joint commander‟s basic HR could be administratively aligned for efficiency support needs. and HR professionals from any Service that Every Joint command I am aware of has could be the subject matter expert. requirements for HR information in one location The Navy processes all evaluation reports for for all services. For J1‟s to serve the entire force the same grade at the same time. For example, and provide commanders timely and accurate all Navy E-6 “Fitness Reports” end 30 November information, such a system is required. Usually each year. There are some advantages to this it requires additional workload to develop process which Services might learn from or locally. The J1 updates Service databases such consider. Spreading evaluations of different as eMILPO in addition to data management grades across the calendar avoids summer surge. systems designed locally to provide the Aligning dates to selection board dates could commander consolidated reports to support make “Complete The Record” reports obsolete. evaluations, manning decisions, and a myriad of While the Navy does have provisions for other tasks. Commanders and Directors do not reassignment reports or letters of input, the want multiple reports to answer a single equivalent of a “Change Of Rater” report is rare. information request. Other opportunities in the HR lifecycle There are plenty of challenges to a Joint probably exist. There exists today a force with database as we learned with DIMHRS. more Joint and multi-service experience than Interfaces between data present numerous ever before. The point is that we have not challenges. Current local database solutions, cashed in on our Joint experience as well as we especially in commands that develop their should for the future. We have probably missed corporate database on SIPRNET often require some opportunities to gain efficiencies by input by hand, which is always subject to human learning from each other in Joint assignments error. around the world while we locally try to resolve Some familiar with eJMAPS may suggest these issues. Perhaps sharing HR lessons that system as a starting point. If the Army can learned through Joint collaboration could migrate all HR service systems to the SIPRNET, capitalize more on this experience. or The Joint Staff can migrate eJMAPS to I had the opportunity to attend HR Leader SIPRNET this may be a possibility. However, Conferences and visit Marine, Air Force, and until this cross domain issue is addressed Navy Personnel Commands. My observation is completely, this is not a practical solution. they experience the same HR lifecycle challenges Another area that requires expertise across as the Army. Interestingly, most of the solutions all Services is managing multiple evaluation they independently arrived at are very similar to systems. Having multiple evaluation systems Army solutions. There seems a need for a Joint requires even the smallest Joint element to have Personnel Leader Summit to dialogue about experts from all Services. An Army HR these issues and, one challenge at a time, specialist can and does often learn sister service perhaps develop our own interoperable solution. evaluation processes, but they must always rely My challenge to the Adjutant General‟s Corps on those in the Navy or Air Force for assistance community is to lead the charge for a Joint with processes, policy interpretation and interoperable HR delivery system rather than re- cultural differences. Our customers expect the solve a problem independently in our next Joint J1 to advise both customers and commanders on assignment. 1775 Fall 2011 21 The Emerging Integrated Personnel and Pay System-Army (IPPS-A) By CW4 Tyrone Simon With the Human Resources (HR) Transformation to the often complex personnel and pay laws, policies and MILPAY transition around the corner, the Army is and procedures. developing the Integrated Personnel and Pay System- When fully implemented IPPS-A will: 1. Provide a Army (IPPS-A). As a web-based system that is Army fully integrated, web-based, military personnel and pay built, owned and operated, IPPS-A is designed to system that supports Soldiers by providing one provide integrated capabilities for the ARNG, USAR personnel and pay record in one system for their entire and Active Army. The system will create a career across all Army Components - Active Army, Army comprehensive personnel and pay record for each National Guard, and Army Reserve; 2. Allow Soldiers Soldier for use throughout their entire career. and HR Professionals 24-hour access to personnel and Personnel actions will automatically trigger associated pay information from anywhere in the world, with pay events which will reduce inefficiencies, standardize increased self-service capabilities through secure log-in; data, and streamline personnel and pay processes. As a 3. Allow commanders and other managers, as well as all web-based system IPPS-A will allow Soldiers to have echelons of HR providers, access to Soldiers‟ personnel 24-hour access to their personal information, personnel and pay information, as required to support Army HR record, and pay information from anywhere in the operations; 4. Provide equal HR capability for all world. components, allowing for a continuous record of military In 1992 the Army began to address personnel and service for seamless mobilization / demobilization pay problems including the accounting of personnel, transition between components and a RC capability management of personnel records, and the timely and increase for data and reports (e.g., ERB / ORB); accurate payment of Soldiers. Efforts included 5. Reduce manual work-around solutions to current extensive Business Process Reengineering (BPR) and systems and reduce paper processing; 6. Replace system design and development. Additionally, in 1996 numerous antiquated, stove-piped and redundant the Defense Science Review Board (DSRB) first personnel and pay systems; 7. Allow Soldiers to be paid discussed the need for an integrated HR system after and access their pay records through IPPS-A (no longer numerous pay and personnel problems were reported through DJMS/MyPay); 8. Improve the timeliness and by the Army Reserve and National Guard Soldiers accuracy of processing personnel and pay information following deployment to Operations Desert Shield and for Soldiers, as directed by Congress; 9. Be part of the Desert Storm. The DSRB concluded that the key to Army G6 Common Operating Environment and one of success in correcting the Army‟s personnel and pay four Army Enterprise Resource Planning systems; and deficiencies is a combination of the BPR efforts and an 10. Be part of the overall HR IT strategy that allows for open system information technology approach based on rapid fielding of new services and applications required an enterprise view. by the increasing pace of change in our Army. The Program Executive Office for Enterprise In order for the Army to meet appropriate legislative Information Systems (PEO EIS) and the Army G1 mandates, CW3 Staton, CW2 Hawkins, and CW2 Diwa Technology and Business Architecture Integration lead teams of HR and Finance NCOs through a rigorous (TBAI) Directorate are partnered to develop IPPS-A. It validation process of requirements and business rules. is planned to be fielded over a number of incremental Their efforts will define requirements that will provide releases. The first release will not include pay. improved functionality in the following areas of As a result, a small group of highly experienced personnel and pay: Soldier pay, personnel and pay Adjutant General HR Warrant Officers are playing a reporting, pay events triggered by personnel pivotal role in the development of the IPPS-A program. transactions, separations and retirements, strength Using their vast technical knowledge and field accounting, assignments, in and out processing, experience, these Warrant Officers (TBAI: CW4 Tyrone evaluations, promotions, awards, and benefits. Simon, CW3 Sean Staton, CW2 Reginald Hawkins, IPPS-A will provide a one-stop resource with a CW2 Diwa; and at PEO EIS: CW3 Penny Streeter and uniform record across components that will allow CW2 Luis Pazmino) are actively engaged in commanders, HR specialists and managers to track requirements development, business process status changes, benefits, assignments, mobilizations and identification, functional oversight, interfacing with the strength accounting. Beyond those on the IPPS-A system developers, interfacing and integrating the program, HR Warrants are expected to play a critical input of subject matter experts, testing, training, and role in the implementation of the new IPPS-A system. fielding the system. They work shoulder-to-shoulder For more information on the IPPS-A program, visit within the program team to ensure that IPPS-A meets www.ipps-a.army.mil. the needs of Soldiers and Commanders while adhering Defend and Serve!

22 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Soldier Support Institute’s Lessons Learned Program By CW3 Lawrence Parada, Jr. Today‟s technology has taken the Army and a responsibility to submit both types of information Adjutant General‟s (AG) Corps to new found heights, through their chain of command. However, HR establishing faster and adaptive ways to receive lessons professionals must keep in mind that observations and learned from units in a garrison, training, and insights do not constitute lessons learned without operational environment. The Soldier Support changing individual, unit, or Army behavior. Institute‟s (SSI) Lessons Learned Branch (L2B) See the chart below. SSI L2B‟s purpose is to provide program located at Fort Jackson, South Carolina an underlying capability to the Generating Force to continues to improve the way we collect observation, capture emerging, relevant observations, insights, insights, and lessons learned (OILs) from recent lessons, TTPs and “best practices” from our forward redeployed Army human resources organizations. deployed forces and major Army / Joint training events; In an effort to maximize efficiencies, SSI adopted the then convert these into knowledge that can be rapidly Combined Arms Support Command‟s (CASCOM), L2B integrated throughout the institutional and operational Reverse Collection and Analysis Team (R-CAAT) event Army. process. The R-CAAT event enables SSI to bring in the As the current Chief of SSI L2B, I had the leadership of Army HR organizations to assist in the opportunity to improve upon the SSI lessons learned extraction of first-hand knowledge and experience from program in order to sustain and provide an expedient recent deployments. The information gathered provides way of gathering, receiving, and providing the human SSI directorates and field adaptive measures to sustain, resources and sustainment communities with the most improve, or change information that could potentially up-to-date information on collected OILs. bridge gaps and/or mitigate solutions. Currently, the L2B program specifically targeted SSI L2B‟s objective is to create an information Army SRC-12 structured organizations, such as Human sharing culture within the Army in which every Soldier, Resource Sustainment Centers and Human Resources regardless of rank, is a collector of positive (sustain) and companies to provide their OILs from recent negative (improve or change) information. Soldiers have deployments. The OILs collected potentially may

1775 Fall 2011 23

THE FIVE W’s ON ARMY HR LESSONS LEARNED OILs

 Who we collect from: The HR Professional in the field (combat and garrison)  What we collect: Best Practices, TTPs, AARs, SOPs, etc.  Where we collect: SSI hosted R-CAATs, S1Net, AKO Forums, CASCOM One Stop, direct contact via VTC / telephone interviews  When do we collect: Predeployment, Deployment & Post Deployment  Why we collect: To provide timely feedback to the field Army, SSI Proponents, HR Doctrine, HR Force Design, and HR Training and Development Directorates / Organizations update and / or change doctrine, organization, training, material, leadership & education, personnel and facilities (DOTMLPF) within our Corps. However, it is important to remember that not all collected OILs require Army wide changes to DOTMLPF. Local commanders have the flexibility to a limited degree adjust their unit standard operating procedures to adapt unique aspects of an operating environment utilizing collected OILs. These minor changes offer valuable insight to commanders and units who will deploy forces under similar conditions in the future in order to be documented, disseminated, and archived (reference AR 11-33, Army Lessons Learned Program). Your OILs do matter! The OILs collected are vetted through a detailed process and posted as an after action review transcript to the following human resources / sustainment lessons learned web links: SSI Lessons Learned; S1 Network (S1Net); Army Knowledge On-line (AKO); Battle Command Knowledge Systems (BCKS); and CASCOM One Stop. In addition, R-CAAT articles are completed and submitted within the sustainment lessons learned quarterly newsletter. The L2B program continues to seek innovative ways to improve our processes collecting invaluable information for the benefit of our future operations. If you have further questions or suggestions relating to SSI‟s Lessons Learned Program please contact CW3 Lawrence Parada, Jr., at (803) 751- 8360 (DSN 734) or [email protected].

24 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com The National Guard 420A Warrant Officer: One Soldier - Many Hats By CW3 Troy Skaggs The unique and evolving nature of the Army trains to adapt and evolve as a fighting force. A fast National Guard (ARNG) mission creates significant pace training approach is necessary if the ARNG is to challenges for any Human Resources (HR) professional, sustain combat relevance and lethality; remember the but for the Army‟s largest population of HR Warrant ARNG generally trains under severe time constraints. Officers, the ARNG 420A, it‟s business as usual. The bulk of individual and collective training occurs The topic of this article uses the term, “One Soldier - during traditional monthly Unit Training Assemblies many hats” in the context of many hats relating to the (UTA) otherwise known as “drill weekend”, and a yearly many roles that an ARNG 420A assumes in the normal two-week Annual Training (AT) period. After each course of their duties. Having multiple roles may sound training event, ARNG Soldiers go back to their full-time contrary to the traditional image of the Warrant officer jobs, colleges, friends, and families in anticipation of the as the subject matter expert in a single career field but next training opportunity or the next deployment cycle. in the unique nature of ARNG service, it is generally Additionally, while preparing for war, the ARNG keeps accepted that, by sheer necessity, you will operate and a vigilant eye on the state mission. Whether it is excel in multiple disciplines. The ARNG 420A must natural disasters, hazardous material responses, or maintain full competence in Active Component HR supporting various K-12 school programs, the support of systems, HR support procedures, and regulations as the people from the local communities within our well as the similar yet distinct HR systems, HR support respective states and territories is our calling card. procedures and regulations of the ARNG. Without a doubt, the dual mission of defending and Occasionally, the ARNG 420A is tasked outside the serving both state and federal interests requires each scope of HR operations (Logistics, Communications, ARNG Soldier, not just the 420A, to operate in multiple Operations, etc.) because there are times when there disciplines. The federal / state dual mission requires the are simply not enough hands to get all the work done. flexibility that is woven into the fabric of ARNG culture. In the ARNG, this is fairly common, you just do what It may seem that a dual mission culture may create a must be done and you Soldier on. Add in the aspects of dichotomy that is impossible to train for, but our culture civilian employment, college education, family, as well of state and national service is actually what helps us as family related activities, and you can see several hats wear many hats and still maintain direction, purpose that the average ARNG 420A wears while serving as an and motivation in our operations. The ARNG is a very Army HR professional. This is not to say that the demanding and rewarding way to serve, but we‟re up to ARNG 420A does any more or any less than our Active the challenge. Component (AC) or Army Reserve (AR) brothers and The basis of the Army‟s capabilities as a fighting sisters. The intent here is to embrace the differences force is Soldiers. General Creighton Abrams said it best between us and provide a little insight into the various when he stated, “Soldiers are not in the Army. Soldiers facets of ARNG life, which influences the similar yet are the Army”. This idea is no different in the ARNG, distinct manner in which we execute Army HR Support. which comprises roughly 34% of the Army‟s total At the start of America‟s contingency operations in fighting force per the latest HRC strength report. Iraq and Afghanistan, the ARNG realized a new era in ARNG Warrant Officer (WO) authorizations make up national defense had dawned as we once again 37% of the Army‟s 26,946 WO billets (see Figure 1 on the answered the nation‟s call to war. When the ARNG next page). With such a high emphasis within the Army mobilized this time, it stepped out of the old precepts on Soldiers and Soldier care, there is one type of Soldier, and existential paradigms as a strategic reserve and in particular, that is the proverbial “tip of the spear” in charged into the conflict as a truly operational force. providing HR support – the 420A. In short, if an HR Ten years later, the ARNG remains operationally process or system impacts a Soldier, somewhere a 420A relevant, standing with AC and AR partners in our has eyes on it and is deeply involved. shared Profession of Arms. As an operational force If the ARNG trains at a fast pace, then the pace of tasked with both federal and state missions, the ARNG necessary HR support is even faster. Over the past ten saw its share of change. The current era of operations years, the HR world of the ARNG endured a whirlwind ushered in new equipment, uniforms, weapon systems, of change with rapid deployment cycles, PSDR tactics, techniques, and procedures, as well as a implementation, Post Deployment / Mobilization Respite sweeping HR transformation under Personnel Services Absence, Deployment Extension Stabilization Pay, Line Delivery Redesign (PSDR). of Duty Investigation, Warrior Transition Unit, and One of the many challenges that the ARNG faces is updates of personnel policies and regulatory guidance, keeping combat ready forces available at all times. In all efforts to keep Soldiers available for combat. order to maintain readiness, the ARNG continually The tempo of HR support is hectic for any 1775 Fall 2011 25 Figure 1 component but in the ARNG it is often amplified by the fact that we are not staffed with full time manning as you may find in the AC. The nature of force structure within ARNG organizations does not allow for a large standing cadre of personnel to execute the day to day operations required to keep the organization viable in between the monthly UTAs. The burden of unit and Soldier support generally falls to a minimum number of Full Time Unit Support (FTUS) personnel. In the ARNG, there are two types of Soldier: the Traditional National Guardsmen and the Full Time Unit Support (FTUS) personnel. The Traditional Guardsman performs UTAs one weekend a month and a yearly AT with their assigned unit and then goes back to their civilian employer or college classroom. The FTUS Soldier serves the ARNG as full time employees, providing unit and Soldier support as either a Department of the Army civilian in the Military Technician program or as a Title 32, Active Guard / Reserve (AGR) Soldier. To further explore the theme of wearing many hats, it is helpful to review the three common ways an ARNG 420A can serve. Traditional Soldier. A Traditional Soldier is called traditional because they serve a minimum of one weekend a month during UTAs and a two-week AT. Notice the words, “they serve a minimum.” It is important to note that a traditional, one weekend a month UTA and two-week summer AT concept assumes the Soldier will not perform any additional duties or will not perform required training like Commissioned Officer, Warrant Officer and Noncommissioned Officer military education and professional development. Also, many ARNG units regularly schedule extended UTA events, where the standard Saturday and Sunday training period is extended to include a full day on Friday in order to fit in all required individual and collective training. Finally, once you factor in mandatory monthly unit training meetings, senior enlisted councils, and brigade staff calls on top of basic ARNG Soldier training requirements, you can see that this part-time profession comes close to a full time load. In addition to the requirements for ARNG service, the Traditional Soldier statistically maintains a family and a full time job outside a military commitment to the ARNG. The expectations of a Traditional Soldier who serves as a 420A are no less than the expectations of professionalism and technical competence of any Army HR Warrant Officer. The Traditional Soldier must balance civilian employment, family, and military employment effectively; 26 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com flexibility is critical. immediate response at the discretion of the governor. Military Technician. The Military Technician is This quick reaction force concept allows time for the a part of the FTUS force. Congress established the activation of Traditional Soldiers and Military Technician Program in “The Technician Act of 1968,” Technicians to State Active Duty or Active Duty for which is also known as Public Law 90-486. The Operational Support per the governor‟s orders. Technician Program is a critical component of the ARNG HR Warrant Officers serve as Traditional National Guard in all fifty-four states, territories and Soldiers, Military Technicians and AGRs, providing HR District of Columbia. The law designates, through the support in G1 Directorates of state Joint Force Secretaries of the Army and Air Force, that The Headquarters, Human Resources Offices, Recruiting Adjutant General of each state is responsible for and Retention Battalions, United States Property and employing and administering the Military Technician Fiscal Offices, Army Bands, and various MTOE / TDA Program. Military Technicians are basically, civilian brigade level activities. When ARNG units deploy, the employees in uniform. During their Monday through ARNG 420A is right there leading the way. According to Friday positions with the ARNG of the state, they are statistics from the ARNG G1‟s Director‟s Personnel federal employees with the Department of the Army Readiness Overview system, nearly half of all ARNG (DA). As a condition of employment under the law, they 420As have deployed in support of combat operations, in must maintain active ARNG membership, be in the addition to their normal duties as ARNG HR rank required for the full time position they hold as professionals. Starting with home station determined by DA, and wear their Army uniform to premobilization preparations, and culminating with work just as you would find in any Army office setting. boots on the ground in a theater of operations, the On the weekend UTA they put aside their civilian ARNG HR Warrant Officer is the trusted advisor to status and assume their military role as an ARNG ARNG commanders and key leaders in all things Soldier, just like a Traditional Soldier. For example: regarding Army HR. A CW2 420A works a weekend UTA at his/her military While deployed the ARNG 420A‟s role is focused and unit of assignment in Charleston, SC as the Brigade HR straight forward based on Army HR doctrinal guidance Technician. At the end of the UTA weekend, the Soldier and force structure design (i.e., Strength Manager, HR returns to work as a federal employee in their Military Technician, HR Enabling Systems Manager). This Personnel Technician capacity in Columbia, SC as Chief makes sense as the deployed unit generally has roles of Officer Personnel Management with the South and jobs clearly defined for each Soldier and strength at Carolina ARNG, JFHQ G1 Directorate. or near 100%. In this regard, the 420A is laser focused In the example above, the Soldier works militarily on purely HR tasks that facilitate success in combat with one unit within the South Carolina ARNG operations. By contrast, a typical state-side ARNG unit (SCARNG) and then works full time, in a non-military with a FTUS 420A assigned will not be 100% manning. status, as Military Personnel Technician (GS-9) at a Generally, if a 420A is assigned, they will most likely be completely separate location within the SCARNG the only Warrant Officer at the location and quite often employee work force. Same Soldier, two different hats one of the very few officers on the full-time staff. FTUS being worn. manning levels are not designed to provide 100% The only difference between a Military Technician percent of the strength required to accomplish all the and a Traditional ARNG Soldier, is that while both have work required in between UTAs. What that translates full time civilian jobs separate from their military into is that 420As on FTUS staffs are frequently careers, the Military Technician just so happens to work required to perform duties outside their normal scope of as a federal employee for the same organization that he employment such as Operations, Logistics, and Network or she works for militarily as an ARNG Soldier; they Management. This necessity of being multi-faceted due just switch the proverbial hat. to staffing constraints requires ARNG 420As to keep Army Guard Reserve (AGR). The AGR is an pushing the limits of our professional boundaries, ARNG Soldier in active duty status, under state control, expanding technical competence in multiple disciplines in accordance with Title 32, United States Code. In while maintaining high levels of proficiency in HR. virtually every aspect, the AGR mirrors Active Army 420As are at the core of personnel services Component Soldiers in regards to pay, allowances, within ARNG formations. ARNG Soldiers have healthcare, retirement, military education requirements additional dimensions to their lives as Citizen Soldiers, and GI Bill benefits. The AGR works alongside employ different applications in the execution of HR Military Technicians as FTUS cadre and, as a general support, and wear “many hats” in their day to day rule, is assigned to a unit performing unit and Soldier operations. The common thread running among Army support during the week. During normally scheduled 420As is that we all wear different hats as Soldiers, weekend UTAs and AT events, the AGR performs spouses, parents, and Army HR professionals. There is weekend duty along with the other Soldiers assigned to no difference between the components of our Army when the unit. The AGR program provides the governor of it comes to the passion for excellence in the execution of each state a pool of troops available around the clock for our craft – taking care of Soldiers!

1775 Fall 2011 27 Grabbing Joint Human Resources Operations by the Horns By CW3 Charles McNorton Imagine being asked to develop a human available to be successful and help the command‟s resources (HR) section that manages each service, servicemebers and their families. composition, interagency, and civilian Because of specific service related HR administrative and finance requirements for a new differences, traditional Army HR organization command without formal training. Sounds lanes of responsibility cannot be broadly applied to overwhelming, right? However, despite being a Joint commands; however, the Army‟s HR core daunting task, it is possible and can be extremely competencies apply to all services, components, and rewarding when you produce results that take care agency partners. Obviously, the Department of of Airmen, civilians, Department of State, Soldiers, Defense does not have one set standard for service Seamen, Marines, Coast Guardsmen, and other personnel to follow, so many elements of the HR Department members needs. It requires long core competencies, (e.g., manning the force, hours, dedication, patience, and dependable HR essential personnel services, coordinating support, personnel from multiple services to be successful. and HR planning and operations for every service / The newest combatant command, U.S. Africa composition / interagency / civilian), must be Command (AFRICOM), required strong HR performed by the command‟s HR professionals. professionals to propel them quickly through its Differences in lanes of responsibility are also noted infancy. Due to a solid command vision and when processing actions for external approval. For leadership, it has rapidly moved from the “walk” to example, AFRICOM does not have company, “run” phase of operations and is fully able to battalion, or brigade commanders, so delegations of leverage resources to affect a positive outcome in authority, including administrative levels of its area of responsibility. Given U.S. AFRICOM‟s approval and courts martial convening authority, mission that states, “in concert with other U.S. must be in accordance with each service regulation government agencies and international partners, and meet legal standards. Therefore, conducts sustained security engagement through communication and research are essential to military-to-military programs, military-sponsored overcoming processing challenges. activities, and other military operations as AFRICOM‟s management of HR competencies directed to promote a stable and secure African must extend to areas that are not directly environment in support of U.S. foreign policy.” supported by Joint personnel service centers, The command‟s human resources personnel must military personnel divisions, or S1 organizations continuously find ways to predict the needs of the due to geographical separation and needs based on command and support the full spectrum of HR individuals particular living locations. AFRICOM requirements of its members spread across 54 HR professionals must understand the location‟s African nations, Germany, England, and CONUS. capabilities, limitations, and multi-service Formal service specific personnel training, requirements in order to meet the member‟s needs. Joint Publication 1-0, numerous separate service Moreover, the support of the members must be instructions, the Joint travel regulation, and precise and without error; therefore, time, mirroring other successful combatant commands processes, and accuracy are critical to mission provided the frame work to build a multiservice success. In a high visibility command with HR section able to support AFRICOM‟s numerous general / flag officers, ambassadors, and requirements. However, as with all things HR, the civilian general officer equivalents failure or devil is in the details, so a keen understanding of punting the ball to other organizations is not where to look for information is critical for tolerated; therefore, normalizing processes and everyone that supports the command‟s finance and maintaining unity of operations is critical to human resources personnel requirements. In ensuring all HR goals and desires are met in addition to understanding the various service accordance with the various component services processes and personnel systems, a firm grasp of regulations, Department of Defense instructions, service specific jargon is required. Therefore, and local guidance. However, despite the rank combining the instructions, regulations, and structure of the command‟s leadership, each command guidance must be recorded and readily member deserves top notch service and the HR 28 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com professionals of AFRICOM provide nothing less. The command HR representatives learned that continuity books are essential to successful operations and meeting the command‟s overall HR goals. Continuity books provide an overview of areas of responsibility and an HR action requirement guide. Moreover, they add the details that bolster the effectiveness and efficiency of internal and external processes. Through the use of continuity books, members of different services can quickly and accurately process various services actions that meet service requirements and follow command procedures. Undoubtedly, the lesson plans developed at the Soldier Support Institute greatly contribute to HR personnel success in joint commands. Processes, rules, and guidelines may vary between services, but the basic lessons taught by SSI identify what must be managed, recorded, and tracked. U.S. Africa Command personnel touch a variation of all services/ personnel action, so remembering what you learned at Fort Jackson and during previous training usually points you in the right direction. Many of the HR professionals assigned to U.S. Africa command, military and civilian, received training from a course developed or approved by SSI and apply what they learned to command processes and support structures. The application of the lessons greatly influences the command‟s ability to process personnel actions and employ HR solutions successfully. Managing the HR process for a combatant command can be challenging at times, but achieving goals and meeting deadlines are not impossible. A single source that governs joint HR management does not exist, so the organization‟s HR operations success greatly depends on combining certifications gained from service specific training, knowledge management, communication, dedication, and various instructions recorded and placed into easy to read continuity books. Undoubtedly, U.S. AFRICOM benefited from the professionalism of their personnel and leadership. Moreover, their HR personnel smartly retain the information, process data via continuity method, and have a firm grasp of the command‟s mission and areas of operation. The assignment is challenging, but your training and dedication to take care of all personnel will ensure that you remain successful. U.S. Africa Command HR professionals truly believe that it is a joy to take care of service members, civilians, and their families and contribute the organization‟s overall measureable success.

The United States Africa Command, also known as U.S. AFRICOM, is one of nine Unified Combatant Commands of the U.S. Department of Defense (DoD). As one of six that are regionally focused, it is devoted solely to Africa. U.S. AFRICOM is responsible to the Secretary of Defense for U.S. military relations with 54 African countries. AFRICOM better enables the Department of Defense to work with other elements of the U.S. government and others to achieve a more stable environment where political and economic growth can take place. U.S. AFRICOM is committed to supporting U.S. government objectives through the delivery and sustainment of effective security cooperation programs that assist African nations build their security capacity to enable them to better provide for their own defense. The command was created by presidential order in 2007 and was officially activated October 1, 2007. It became fully operational October 1, 2008, with General William E. “Kip” Ward serving as its first commander. General Carter F. Ham became the second commander of U.S. AFRICOM on March 9, 2011.

1775 Fall 2011 29 Professionalism, Discipline, and Common Courtesy - The Leadership Keys to Success By CW2 Wesley Hall Today‟s leaders are expected to display should be able to assist the Army in this certain characteristics which allow them to assessment which is tied to professional growth stand apart from the everyday civilian. There and development. Leaders at all levels should are many approaches to success in today‟s help facilitate this change throughout all levels Army, but the individual leader is the one who therefore, ushering the betterment of leaders determines its outcome. Success is the goal of through professionalism. After all, self-image is every service member regardless of grade or something that is held in high regard by almost position achieving that success depends every service member. entirely upon how professional we are. The level of professionalism we display is Discipline in the face of adversity and respect strongly linked to leader character which is that we have for one another in common defined by always doing the right thing even courtesy are also key factors in this process. while no one is looking. The example we set, As the Army cracks down on the good or bad, can set the tone for the institutionalized ideology known as toxic organization. Remember, leaders are leadership, we must look to strengthen or consistently under the eye of subordinates, create a new or more enriched idea that begins seniors and anyone passing by. Most with the foundation of every organization. importantly, as leaders, we must understand What happens when you build a house without that professionalism is deeply rooted in the a foundation? Due to a lack of support and Army Values and the Warrior Ethos. Loyalty, stability the structure will collapse under Duty, Respect, Selfless Service, Honor, Integrity, extreme pressure. Focus should be placed on and Personal Courage are more than just words; building a stronger foundation rooted in these they are the frame work for success and words to three leadership keys to success. Let‟s look at live by. The first letter of each word creates the these basic keys in detail. acronym “LDRSHIP”, which stands for What is professionalism? What does it mean? Merriam-Webster‟s dictionary defines professionalism as “The conduct, aims, or qualities that characterize or mark a profession or a professional person.” Professionalism should be deeply engrained in a leader‟s presence. Chapter 5 of Field Manual 6-22 states that, “the impression a leader makes on others contributes to the success in leading them.” This means focus should be placed on military bearing, structure, and pride. The Army placed focus on these very important traits by instituting the Profession of Arms Campaign. This campaign is implemented to review Soldiers‟ and leaders‟ understanding of how to be an expert member of the Profession of Arms, how to be a professional and encourages a recommitment to a culture of service. It also reviews the responsibilities and CW2 Wesley A. Hall, TAC Officer, reads Senior Pinning Script for Warrant Officer Candidate Class behaviors as articulated in the Army ethic. 11-19. To the rear left is CW4 Christopher C. Hall, If the Army undertook this major campaign Commander, 1st Warrant Officer Company, Warrant for the betterment of all Soldiers, leaders Officer Career College. 30 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com leadership. The Soldier that understands this concept is the type of leader that‟s required in today‟s Army. Discipline can be defined as a behavior expected to produce a specific character or pattern, or training that produces moral or mental development. All leaders have experienced various levels of training in order to develop and enhance discipline. Often times as individuals move up in grade or position they tend to hold themselves to a different standard than their subordinates. This type of “do as I say” and “not as I do” behavior can seriously weaken or damage cohesion within an organization. Leaders need to realize that true leadership starts with self discipline. Discipline can also be viewed in terms of commitment and dedication to one‟s occupation. What do I mean by this? Have you ever seen a leader that doesn‟t put forth 100% towards a project by working to time and not to standard? This type of behavior shows that the leader lacks the discipline to properly accomplish the mission. It is important to mention that people are often motivated by their own self-interest, meaning that if one has something to gain then they will have the discipline to perform to standard. Finally, leaders must understand that not every battle needs to be fought; it is important that leaders know how to support superiors even though they don‟t necessarily agree with the decisions. This is on the basis that the decisions are not illegal, immoral, or unethical. Having self-discipline as a leader is only one piece of the puzzle to success, he or she must also display common courtesy. Every individual deserves to be treated with respect and common courtesy. Often times the pressures of daily operations can cause leaders to disregard courtesy. I have the unique privilege of working in an organization were I impact hundreds of Warrant Officers Candidates each year. Each Warrant Officer Candidate comes from various organizations throughout the Army and due to this diversity I am able to see that not all leaders have the same belief in common courtesy. As leaders, it is important to understand that the Army is made up of many different types of leaders with very different leadership styles. Due to this fact common courtesy should be in the fore front of everyone‟s mind. Treat people the way you want to be treated; treat people with respect and dignity. If every leader and Soldier followed the three leadership keys, the Army would see definitive growth in the type of leadership it requires in today‟s complex and multifunctional Army. CW5 Williams from the Army‟s G3-5-7 section stated in a recent briefing that, “…in order to be successful in our Army, professionalism, discipline, and common courtesy are instrumental.” We share the same belief that these keys should be implemented at all levels of the Army. In closing, no matter how high leaders move up, it is important to remember that the foundation of professionalism, discipline, and common courtesy are the keys to leadership success.

Warrant Officer Class 11-19 takes the Oath of Office during graduation on 7 July 2011 at Warrant Officer Career College, Fort Rucker, AL. The candidates swear or affirm their true faith and allegiance to the Constitution of the United States. This class graduated 94 Warrant Officers totaling 26 different MOSs.

1775 Fall 2011 31 SECTION III: Joint / Coalition Operations The MoDA Program – Military and Civilians work hand-in-hand to build governance in Afghanistan By Major Benjamin T. Pipes, USMC

When individuals think of the NATO Training dialogue with the advisor, allowing for continued Mission – Afghanistan (NTM-A) and Combined improvement in the establishment of a stable and Security Transition Command – Afghanistan effective Afghan government. In this vein, the (CSTC-A), they think of the many Soldiers, Sailors, advisors of the MoDA Program have a distinct Airmen, and Marines that compose the command, advantage. but in actuality, it is also home to numerous Advisors for the program bring a different skill civilians. A recent addition to the advisor cadre set as well. Not only do they provide a level of and the first cohort of a new initiative within the continuity which is difficult to achieve by military Civilian Expeditionary Workforce (CEW) is the advisors, but many have years of specialized Ministry of Defense Advisors (MoDA). Almost experience and training in their fields. To better twenty advisors are currently working within prepare the MoDA Program advisors, the NTM-A/CSTC-A Directorates and there is a plan to Department of Defense sends them to training increase the number by as many as one hundred prior to their deployment in preparation for their by the end of Summer 2011. new environment. While many of the advisors provide guidance An initial orientation class is held in the and input to officials at the Ministry of Defense Washington DC area to impart upon the advisors (MoD), several were placed within the Ministry of the administrative and medical requirements Interior (MoI). The intent of the program is to associated with their deployment. This orientation provide a partnering capacity by which Senior is followed by five weeks of general advisor trainer Department of Defense (DOD) officials are paired in which the advisor will not only be provided with officials working within similar disciplines classes on how to be an effective official, but will from the Afghanistan Ministries. receive assistance in their study through There are two aspects to the MoDA Program interaction with current MoDA advisors who that make it unique. First, there is a reach-back returned to the US to participate in the training. component of the program which allows the MoDA Lastly, the advisor will receive more hands-on advisor the opportunity to draw upon their training at Camp Atterbury near Edinburgh, knowledge and experience of their counterparts at Indiana. This training involves realistic role the Department of Defense to assist in building the playing with Afghan nationals in an environment core competencies of those officials working at the that simulates that of the current Ministries of Afghanistan Ministries. This allows them to draw Defense and Interior in Kabul, Afghanistan. on the experience of countless others with the Ultimately, the MoDA Program provides an United States government. opportunity for US civil servants to impart upon Secondly, the program offers advisors the officials of the Afghanistan Ministries of Interior opportunity to serve in their positions for a period and Defense their experience and expertise. The of one year with an option of serving for an way ahead for us in Afghanistan will be additional year. In building lasting relationships, challenging and the uniformed services cannot do the prospect of having an advisor continue with it alone. It will take a team effort between the the mission for up to two years is critical in members of our armed forces, our NATO allies, and accomplishing the command‟s mission. our civil servants if we hope to establish a solid Comparatively, many military advisors serve from foundation upon which the various Afghan six months to a year based upon their service‟s ministries can continue to build a valid, competent requirements. Developing trust with Afghan government; one which incorporates the rule of law counterparts is critical in establishing candid and provides stability and security for its citizens.

32 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Afghan Human Resources Information Management System (AHRIMS) for the Afghan National Security Forces (ANSF) By LTC Twanda Young, NTM-A / CSTC-A The 100 year-old system of manually documenting future for the ANSF. AHRIMS‟ ability to track a and updating Soldier‟s records will soon be a relic of the Soldier/Policeman/Civilian through their entire HR life past for the Afghan National Security Forces (ANSF). management cycle is monumental for the ANSF. A The NTM-A/CSTC-A CJ1 is assisting the ANSF to function that we (western HR professionals) may take “build professional and self-sustaining Afghan National for granted on a day to day basis. Security Forces that have the enduring capacity to There are a multitude of AHRIMS advantages. The protect the people and defend the country.” A system system will reduce corruption by reducing „ghost‟ that is user-friendly, sustainable, simple and provides Soldiers and Policemen in the system, thus eliminating cost savings is the ultimate goal. The system developed dual payments for members that are non-existent. In is the Army Human Resources Information addition, the system will have the ability to link to the Management System (AHRIMS) and will provide one biometrics database. A secondary effect that will track comprehensive system supporting current and emerging insurgents that attempt to infiltrate the ANSF or even Afghan personnel-life-cycle requirements. identify Soldiers or policemen that have had previous The ANSF is showing progress and improvement ties to unsavory organizations. moving from all paper reporting HR procedures to There are several challenges that have the potential finally using an automated system to track and manage of detouring the overall success of this program which the Afghan National Army (ANA) and Police (ANP). At are: corruption; lack of network connectivity; and an the start, several Afghan personnel information overall low literacy rate for the ANSF members. Even management systems were implemented throughout with the challenges in front of the ANSF and NTM- the ANA and ANP. These systems had limited success A/CSTC-A, we are extremely confident that the overall in regards to capturing the full Afghan HR spectrum. success of this initiative will be high. The processes that are routine to the US Army HR With an increased willingness to take charge of their family, are both time consuming and not standardized futures, the ANSF seeks the benefits of AHRIMS and is across the board within the ANSF. Delays that can lead working shoulder to shoulder with their coalition to promotion, retirement, awards, pay and casualty partners to implement the system sooner rather than issues exist throughout the entire ANSF. These delays later. Without any major delays, AHRIMS 1.0 will go led to increased AWOL and attrition rates. For the live the Summer of 2011. ANA, their Personnel Information Management System (PIMS) was designed over three years ago and deployed just over a year ago. PIMS was implemented in five of the seven Afghan Corps throughout the country‟s military footprint (note – an ANA Corps is equal to a US Army Division). PIMS was initially designed with just the ANA in mind, but was not expandable throughout the rest of the Afghan ministries. The Human Resources Information System (HRIS) was designed four years ago and deployed two years ago for the ANP. Like PIMS, it was only designed for the ANP, but has characteristics that can be utilized throughout the other Ministries. Unlike PIMs owned by the Afghans, this system is maintained and owned by a western contractor. HRIS although more mature than PIMS, isn‟t well known throughout the ANP HR community and thus is not used to its fullest potential. Gleaning characteristics from both systems and taking into account lessons learned throughout their implementation, the AHRIMS ANSF is swiftly moving from a paper bound personnel initiative was born. system to a more efficient electronic means of AHRIMS will replace both PIMS and HRIS and management of human resources requirements. become the information management system of the 1775 Fall 2011 33 SECTION IV: Army Bands Top Ten Reasons to Become a Warrant Officer Bandmaster CW5 Robert Nixon

With apologies to David Letterman, his Late Night 5. Abilities. You will use more of your abilities. Show and his funny “Top Ten” lists, here are my top ten By this I mean that you and your band will be asked to reasons for NCOs who might be interested in applying do more than you think is possible, and these situations to become a 420C Bandmaster Warrant Officer. allow you to use all the brain power and creativity that 10. Apply. Very bluntly, if you don‟t apply to you possess. Correction; being a leader in the Army is become the next band commander, then another NCO not about your abilities as an individual, because the will. Warrant Officers command approximately 92% of real point here is to use all the creativity and brain our bands, and we will always need highly qualified power that you and your NCOs possess. File this under NCO leaders to be the next generation of band teamwork, and being humble. commanders. 4. Opportunities. Thousands of opportunities to 9. Soldiers First. Army Bandmasters, like NCOs, hold a music baton and conduct great musicians. Some are Soldiers first and proudly wear the flag of the of this conducting will be the performances in front of United States on their ACUs. As Warrant Officers, they US and international audiences at formal concerts. can serve for 30 years of Warrant Officer time in Other times you have a baton in your hand it may be to addition to their prior enlisted service. For the Soldier provide the ceremonial music for important events like that believes serving their country is a great job, basic training graduations, or maybe music at the White becoming a Warrant Officer allows them to serve for a House. As a professional maestro and Army officer, it very long time. will be your job to treat all of these events equally and 8. Join the Army, See the World! OK, there are to ensure that your Soldiers do the same. a lot of funny observations you can say about that line, 3. Command Team. One reason you might want but just as bands recruit civilians that want to be to become a Bandmaster is to have the chance to be part musicians in the Army and wear the uniform, that of a command team. Yes, you would be the commander, doesn‟t change for Bandmasters. You continue to be but with the teamwork of a Sergeant Major or First stationed overseas, in Washington DC, and many other Sergeant, you will be much better at taking care of locations that you may not get to experience as the local Soldiers and your unit‟s mission. This might sound like high school band director in Hometown USA. Certainly an odd choice for why to become an officer, but this there is nothing wrong with being the local school band relationship between the two individuals that lead our director, but in my experience, the Army wins out in bands is critical to how bands function, and easily which band is more musical, more rewarding, and more makes this top ten list. fun. 2. The Pay Chart. Being blunt again, but there 7. Mentoring. Not only will you have a unit of you have it. A WO1 probably makes more than a young smart NCOs to conduct music, you have the important SGT, and if not, I can read the pay chart as well as duty to assist them and mentor them professionally and anyone and tell you that a CW5 makes even more. Lady personally. I can‟t sum it up in one easy paragraph, but Gaga makes more than a General Officer, and I sure if you care about other people, being a commander for wouldn‟t want to say that money is the most important about 20 years will give you the opportunity to not only thing in the world. However, if you want to spend your accomplish your unit‟s mission, but see an amazing life in service to our country as a Soldier in the US transformation of Soldiers into the next generation of Army, at least take a look at the pay chart. Army leaders. 1. Service. Think of this as the opposite of The 6. Mentoring (Again). Yes, I‟m repeating myself. Pay Chart. By service as a Warrant Officer, I mean you I learned a lot from my squad leaders, section leaders, will be able to serve more Soldiers and help them and First Sergeant, and commander when I was enlisted, their families on a daily basis. This type of selfless- but I think the most valuable lessons I have learned in service is very rewarding, in a job-satisfaction way, and my life were from the higher ranking Army personnel it doesn‟t have a price tag. If you want to make a that mentored me. As a band commander, I have been difference in our Soldier‟s lives, and continue to serve able to observe and receive some world class our Army and our nation, then I recommend you “mentoring” when I needed it. If nothing else, by consider applying to become a 420C Bandmaster. carefully observing, I now feel highly qualified on how to both motivate and praise others. 34 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com US Army Bands Picture-Grams

CW4 Doug Hammond conducts the 1st Cavalry Division Band in Afghanistan.

CW3 Sheila Klotz conducts the 257th Army Band, Washington, DC Army National Guard, in concert.

CW2 Michael Franz conducts the 77th Army Band from Fort Sill, OK at a Dallas Cowboys football game.

^ CW3(P) Scott MacDonald conducts the 282nd Army Band at Fort Jackson, SC.

< COL Rob Manning, Chief of Army Bands (Center), stands with CW2 Jeff Price (Left Center), Commander 9th Army Band, 1SG Miles Griffiths (Right Center), First Sergeant 9th Army Band, and members of the 9th Army Band, US Army Alaska.

1775 Fall 2011 35 SECTION V: Around the Corps 95th Civil Affairs Brigade AG Personnel Focus on Human Resources during Civil Affairs Week By Mr. Ozawa Leslie, 95th Civil Affairs Brigade (Airborne), Public Affairs Officer “You can‟t describe it other than a resounding success,” said MAJ Dalmyra Caesar, 95th Civil Affairs Brigade‟s S-1, about the brigade‟s first ever human resources (HR) mini-conference held March 17, 2011 at Pinehurst, NC. The HR mini-conference was organized as part of the brigade‟s annual Civil Affairs (CA) Week March 14-18, 2011. The brigade‟s 60 HR professionals were visited by the AG Corps Officer Branch Chief, COL Angela Odom and AG Enlisted Branch Chief, LTC Angelia Holbrook, who briefed them on personnel related initiatives that would better assist CA Soldiers while deployed around the world and at their home stations. The AG branch chiefs provided brigade Soldiers a thorough brief of the HRC assignment process, doctrine, 1LT(P) Ramon Gomez competes in the obstacle philosophy, and upcoming changes as the Army begins course during the 95th CA BDE’s Civil Affairs Week. to rebalance its forces. US Army Special Operations Command HR leaders, LTC(P) Douglas Stitt and MSG Brigade S1 NCOIC, MSG Jerry Elliot, chaired a panel of James White, provided additional information on judges representing the Battalion S-1 Sections, to USASOC's mission in meeting the Army's intent with evaluate finalists from their respective battalions on rebalancing the force. their physical fitness and HR task & core competencies. “As a newly promoted staff sergeant, I wish I had 96th CA BN‟s SPC Brittany Nino was selected as the the opportunity to attend a function like this when I brigade‟s AG Soldier of the Year. The brigade was still a young Soldier,” said SSG Chyanne Thomas, commander, COL Jay Wolff, congratulated her and the brigade HR Service Team NCOIC. SSG Thomas presented her with an Army Achievement Medal and added, “I got questions answered before I could ask other awards from the AGCRA Iron Mike Chapter. them.” More of the brigade‟s Soldiers were tested earlier in The conference also allowed the AG branch chiefs to the Civil Affairs Week, during the brigade‟s Best Teams interact with HR leaders at the brigade, USASOC, and Competition, modeled after the renowned Best Rangers 14th HRSC who also support the personnel needs of the Competition that annually draws world-class brigade. HR Soldiers were excited to learn about the competitors to Fort Benning, Georgia. Four AG soldiers many other AG job opportunities that exist within the were selected to compete as part of the CA Support Army. CW4 Yinusa A. Adeoti, the senior HR technician Division team that included: 1LT(P) Ramon Gomez, for the 14th HRSC, provided an insider‟s view of HHC, 95th CA BDE; 2LT Sakarrai Sanders, 92nd CA BN; operations within the HRSC and 1st TSC. SSG(P) Genesis Nero, 97th CA BN; and SSG Jorge A highlight of the HR conference was the debut of Orozco, HHC, 95th CA BN. the brigade‟s AG Soldier of the Year competition. All competed in 36 consecutive hours of strenuous military events that included a 13-mile road march, four hours of land navigation, military stakes, alternate APFT, air assault course, leader reaction course, and a culminating two-mile trail run. The 95th Civil Affairs Brigade S1 min-conference was a huge success for the AG professionals assigned to the brigade. As COL Wolff commented during the conference, “It takes all of you supporting the Civil Affairs community in order for us to be successful. As your Commander, I will provide you all of the support and assistance that you need in order to improve systems and processes within the brigade, so that we 2LT Sakarrai Sanders competes in the alternate care for all of the Soldiers, Civilians and family members APFT during the 95th CA BDE’s Civil Affairs Week. assigned or attached to the 95th Civil Affairs Brigade.”

36 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Starting at a Deficit: How to Prepare Your National Guard S-1 Section for Deployment By 1LT John A. Harder Human Resources (HR) Support is a delicate Army has in place. Utilizing iPERMS is about the only balance between Soldier care, regulatory guidelines and thing that an S1 Section can do for its National Guard capabilities. Sometimes taken for granted, it can take a Soldiers while mobilized. backseat to other mission objectives such as training The care, communication and attention to detail and logistical support; however, it is something that can required to provide a National Guard unit in theater definitely make or break a command regardless of proper and timely HR support is on-going and requires a component. With the advent of Personnel Services mastery of the HR Core Competencies. Enlisted Delivery Redesign (PSDR), a Brigade and Battalion S1 Records Briefs cannot be generated accurately by Section does significantly more and has additional eMILPO and Officer Records Briefs cannot be generated access to personnel management and support systems. at all by TOPMIS II for National Guard Soldiers. However, the fundamental flaw of the redesign was its Coincidently, RCAS generated ORBs and ERBs feed off failure to address Reserve Components in its intended of SIDPERS transactions. Often, previous assignments purposes. and duty positions are not correct due to MTOE moves What the National Guard utilizes is a PSDR hybrid and unit-reorganizations. Only two or three AGR of sorts, with state Military Personnel Offices (MILPOs) Soldiers in our home state can manually update records being the approval authority for many HR tasks that briefs, which does not provide timely personnel support. the active component HR professional would consider The ERB and ORB are only small examples of a larger routine. The delay of the Army to utilize a one stop support problem. Confusing policies and the multitude personnel management system (consider the failure of of personnel support systems do not make being a the Defense Integrated Military Human Resources National Guard S1 an easy task. System (DIMHRS)) allows for inter-component friction In theater, it has been both a challenging when a National Guard Battalion or Reserve Battalion experience, as well as a rewarding one. Training with is tasked with providing critical HR support in a the Active Component, which we arranged prior to our deployed environment. FM 1-0 mandates that all HR deployment, paid dividends. However, actual professionals must be proficient in the four core experience, by definition, was something we lacked competencies: Man the Force, Provide HR Services, when dealing with the Active Component. The Coordinate Personnel Support and Conduct HR multitude of human resource tools can sometimes be Planning and Operations. HR leaders in the National overwhelming, and confusing. Guard usually start at a deficit, and as such, can often Lacking the experience of an Active Component S-1 find themselves in a pre-mobilization quagmire. Left to Section, research becomes critical. The Human be wholly self-reliant, they are burdened with the Resources Command (HRC) website is a great resource, question: “How do I prepare my part-time section for a as well as S-1 Net, which has greatly reduced stress for mission of full-time support?” us. Our difficulties were compounded with the fact that Challenges for National Guard S1s in Theater our higher headquarters is a Navy Command with charged with Active Component Support. While absolutely no Army personnel experience. Naturally, we serving as the S1 for a modular National Guard have been up many nights calling HRC numbers and Explosive Ordnance Disposal (EOD) Battalion, the CONUS Active Component brigades to ask questions technical challenges are greater than the Active and ensure personnel actions are being processed Component. Our National Guard headquarters, in correctly. However, the desire to look up every single accordance with the Army‟s Personnel Policy Guidance question, is actually more beneficial, as companies can (PPG), still follows 90% of the same rules that we have be assured that they are getting the right answer. stateside. This means that the rear detachment has to Being the promotion authority for Sergeant and front most of the HR management required for a Staff Sergeant, we have run a total of four successful deployed unit and a state‟s MILPO is still the final promotion boards. While this is a completely determining factor on promotions, evaluations, etc. regimented task for the Active Component, for an S-1 Access to eMILPO or any other HR sustainment Section in the Army National Guard, these are a tools for a deployed MTOE National Guard unit is completely new animal. Competency in the Active virtually useless. Any transactions made on eMILPO Component Semi-Centralized promotion process is one are not be reflected and all of its usages are null. RCAS of the things that really helps your credibility, and not and the state‟s SIDPERS domain are the only tools only improves the Active Component‟s opinion of the which allow for official personnel transactions. Yet, National Guard, but showcases the skills of the Citizen- RCAS is not authorized in theater due to domain and Soldier. contracting obligations that the Department of the National Guard S-1 Top 5 Tips for a Successful Tour 1775 Fall 2011 37 include the following: National Guard Professional Education Center (PEC), at 1. Section Based Training. Training is the focal Camp Robinson, Arkansas. The Army National Guard point for all HR related tasks. It can be a challenging Brigade/Battalion S1 Course, as well as the Army task considering ARNG predeployment training time is National Guard Basic Human Resources and Admin limited. An average year for the traditional Guardsman Course are excellent and can really improve your yields approximately 680 hours of training time. This is Soldiers‟ technical and professional development. The not much, and it is mostly consumed with other Brigade/Battalion S1 Course provides excellent common Soldiering tasks on drill weekends. If you have refresher training on DTAS, DCIPS, eMILPO and Active received a Notice of Sourcing, your training time Duty personnel actions. Even if you are not mobilizing, increases, so it will give you a bit more time to train these courses are highly recommended for any serious your Soldiers on HR fundamentals. Start small, and do National Guard Human Resources Professional. refreshers from AIT. Conducting eMILPO training, 4. Integrate HR Tasks in your Command Post mock promotion boards, an FM 1-0 overview, and Exercise (CPX). It‟s a foregone conclusion (and review AR 600-8-19 (Enlisted Promotions and mandated) that you will do some kind of a CPX prior to Reductions), can help improve HR technical your activation. If your battalion hasn‟t scheduled one, competence. Try and garner one hour every drill advocate for one, or focus on deployed operations on a weekend for training and encourage junior Soldiers to block of training. Ensure you have a hand in its give presentations. This will give them confidence and planning, create products, and try to get access to Active knowledge which will help them succeed in theater. Duty systems. Focus on casualty operations and awards Reach out to Active Duty counterparts and arrange a processing. Fortunately, we were able to acquire access “shadow day”, where they provide you with hands-on to the DTAS and DCIPS training programs, which training. We had success doing this, as we arranged a meant that we actually got hands-on operational two day training session with an Active Duty Battalion training in the Armory prior to our mobilization. With a S-1 section at Fort Drum. Funding can be an issue, but bit of ingenuity, you as a junior officer or NCO can make a pending deployment increases your assets to train. your premobilization training actually better than the 2. Human Resources Advocating. Falling into the institutionalized training at Mob Stations. Competency trap of, “we‟ll handle it during the RIP / TOA” or “Mob in Strength Reporting (SR) and Personnel Station will provide it…” can lead to a pending HR Accountability (PA) are important concepts to hone in disaster. Mobilization Stations focus primarily on on. The 2% JPERSTAT and DTAS variance is Common Soldiering tasks, and not on technical combat something you really want to drill into your service support tasks. RIP / TOA handovers are not subordinates. At a minimum use the real JPERSTAT usually optimal training environments. Preparation spreadsheet, do not fall into the trap of doing what was and training can‟t be accomplished just by one person, always done. Use current tools and to set your section you need the support of your chain of command! If you up for success immediately. are National Guard, your Commander, most likely is 5. Interpersonal Skills. Building relationships and not as familiar with PSDR as his or her Active Duty interpersonal skills are critical when providing effective counterparts. PSDR was late in its implementation in HR support. The “people factor” of Human Resources is the National Guard. Do a presentation for your something that is sometimes ignored. Without a good Battalion Commander; show him or her the importance working relationship with your subordinate companies, of Human Resources Support with a focus on the your section and other HR professionals, you run the changes in FM 1-0. Explain in detail how it can make risk of becoming stagnant, and erode the support of your and break commands and training your section is the subordinates. Remember, without interpersonal skills, key to a successful mission. By giving exceptional you cannot train, advocate, or integrate. HR is not just personnel support, you can fully support your Battalion a myriad of technical processes, it is also a people Commander because his or her focus will be on the focused and customer service based trade. Establish unit‟s Soldiers. comms early and let your subordinate units know when 3. Institutionalized Human Resources Training. you first get to theater that you are there for them. About 3-6 months after initial training, Soldiers most Being an S1, in any component is a difficult task. likely will not retain some of what was taught, unless “Pushing water up a hill”, seems to be a great analogy. consistently refreshed and retrained. The instructors By following these general guidelines, you can set the at the Adjutant General School are well aware of this stage for your S-1 Section prior to a deployment. factor, as entry level training is supposed to just go over Unfortunately, experience is one of those things that can the “basics” of Active Component support. However, for only be attained while on deployment for most reserve component 42As this may be the only exposure reservists, but these tips can help prepare you for your to Active Component HR support until a deployment. unique challenge down range. Remember, do not rely on Remember, you have more options. With your chain of the pre-established training at your Mob Station, take command‟s support you should be able to acquire the the initiative, and if you fail, learn from your mistakes authorizations for some of your Soldiers to attend the and drive on. The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com 38 Leadership and the Fitness Training Company (FTC) By CPT Michael Reed FTC Mission To assist in the rehabilitation process of injured Soldiers to allow transition back to Basic Combat Training while physically, mentally, and emotionally training them for the rigors associated with Army life in support of ARFORGEN.

Introduction: There are six Fitness Training Company at Fort Jackson, its success and the Units across the United States Army. Each of these leadership attributes behind it. Of those leadership units are located at the Initial Military Training (IMT) attributes discussed in this article are systems design, installations for the Army‟s Basic Combat Training. organizational culture, and engaged leadership. The mission of the Fitness Training Unit (FTU) is to Systems Design: In order for any company, physically and psychologically prepare Soldiers to organization, or unit to work efficiently and effectively return to their initial military training. The official smart, simple systems must be in place. It requires title of the FTU at Fort Jackson, the Army‟s largest smart, observant leaders to identify and create systems IMT installation, is the Fitness Training Company that work. Much of this started for the FTC around (FTC) assigned to the 120th Adjutant General Battalion. November of 2009. At that time the size of the company The FTC has two programs. The first and oldest was about 300 Soldiers strong with the average length program is the Physical Training and Rehabilitation of stay in the company vastly longer than six months. It Program (PTRP). The goal of the PTRP is to physically was not atypical for Soldiers to have been in the PTRP rehabilitate Soldiers who were injured during basic for over a year. So, a couple of small decisions went into combat training and subsequently return them to effect to try to change this issue. The leadership training. The other program is the Army Physical classified injuries into one of two categories: severe and Fitness Test Improvement Program (APFTI). The goal traumatic. Next, those categories were given a length of of the APFTI Program is to graduate Soldiers who do time to full recovery. Severe injuries should take about not meet the 50/50/50 BCT standard or the 60/60/60 AIT 120 days of consistent rehabilitation and traumatic standard on their end of course APFT. injuries should take about 180 days of consistent Each of the two programs are different chiefly rehabilitation. Finally, the company commander because of the type of Soldier it trains. In PTRP enforces the standard. If a Soldier took too long to Soldiers typically have only been in the Army for a few rehabilitate, they would have to try again at a later date short weeks and experienced a long-term injury. The and were processed for an Army separation chapter. term long-term injury is best described as an injury These steps reduced the company size quickly. that prevents them from continuing to train and The entrance criteria for Soldiers entering PTRP requires extensive physical rehabilitation. Soldiers also changed. Soldiers would get their surgery (if admitted to the APFTI Program are knowledgeable required), take unit convalescent leave, return to their about the Army, its customs, lifestyle and procedures. BCT unit and then be placed into PTRP if the injury The APFTI Program changed forms over the past 15 required further physical rehabilitation. Also, the or so years. Most recently the program restarted in physical therapists started to screen Soldiers as March 2009 as a pilot program. As of May 2011, the “candidates” for PTRP based on their attitude and program still exists and retrained over 500 Soldiers. affect. If a Soldier no longer wanted to be in the Army, This program has seen very low rates of injury (1%) and he or she would not be a candidate for PTRP. return to duty (RTD) rates consistently hover around These changes helped to stabilize the company, but 94%. From the program‟s inception, it has saved the are not the primary reasons for the unit‟s continued Army roughly $24 Million. PTRP on the other hand, success. From the beginning of August 2010 to late has been in existence since 1998. Over its lifespan, it September 2010 the company was essentially without a has seen highs and lows in terms of RTD rates. Around commander. During that time period the number of 2004-2005 the program had a 40%-50% RTD rate. Soldiers in the company expanded, return to duty rates From FY 04 - FY 09 the program returned Soldiers to plunged, and the number of medical examination boards training at a rate of around 65%. From FY09-FY10 the and medical retirements increased. program fluctuated between 70% and a peak of 82%. In early October 2010 the Company Executive However, from the beginning of FY 11 to July 2011 the Officer officially took over as the Company Commander. program has not dipped below 80% and has a strong Remember, for all of FY 11 the RTD rate never dipped RTD rate of 87% for this time period. below 80% and the number of Soldiers given a MED This article will examine the Fitness Training Board has decreased from an average of 90 to 10. 1775 Fall 2011 39 drive the Soldiers towards the same end. It is not uncommon to see Soldiers calling cadence, leading parts of the physical training or taking charge of a group. Engaged Leadership: When the leader is disconnected the organization is disconnected. The opposite is also true. In the FTC it takes the Company Commander knowing each individual Soldier and their situation for the unit to be successful. It might seem like micromanaging, but it forces the Soldier‟s cadre to take notice and engage with their own Soldiers. The fact of the matter is people do not want the boss knowing more about their work than they do. When the cadre is engaged, the Soldiers feel as though they are being taken care of and are less apt to fall into patterns of misconduct. Also, when the cadre feel as though they are taken care of, their level of loyalty to Soldiers prepare to start physical fitness training at the the unit skyrockets. This enhances the organizational 120th AG Battalion’s Fitness Training Company (FTC), culture and then helps to develop better systems. Fort Jackson, SC The efforts from engaged leadership on all levels at the Fitness Training Company resulted in the The company had at that time a non-working training development of various new programs and initiatives. schedule, six platoons were disorganized and heading Among those are a pool physical therapy and training again for a period of disaster. However, the Company program, an agility program, sports psychology leadership team stepped up, further designed the program, running clinic, a 12 week period of instruction company systems and operations, streamlined the covering resiliency, values, warrior level 1 skills, process and have seen positive results due to their military history, and improved facilities. Once the efforts. leaders of the organization became engaged into what When leaders make smart decisions and force was actually happening within the organization, the themselves to also act as managers the organization will new programs flourished and enriched the company flourish. The leader must have the aptitude to and the Soldier‟s military education. understand what he or she is meant to accomplish. In Conclusion: The Fitness Training Company Ranger School the quote is, “before you can think implemented numerous changes. It took a revamping outside the box, you have to know the box first.” The of the entire program to bring the company to where it past two Company Commanders and First Sergeants is today. The implementation is often like pulling took the time to understand their mission and had the teeth, tough to do but you are sure glad you did it when aptitude to develop and implement systems to create it is over. We instituted new physical training, moved success. Although it may not always be thought of as much of the company to a different building, built a leadership to design the systems, it takes leadership to world-class gym, created a 12 week POI, given Soldiers implement them. outlets for their psychological frustrations and Organizational Culture: An organization‟s experienced tremendous results. culture is complex. The people who are of that Not only are the Soldiers physically ready to return organization create it. However, the leadership has the to training, they are motivated and ready to help other ability to manipulate the people within the organization Soldiers in times of difficulty. At the end of the day, it and drive the culture. The Fitness Training Company takes subtle hints and hard working folks to make it has undergone dramatic changes. Furthermore, it happen. continues to change. The company leadership has developed an organizational culture that appreciates a constantly changing environment and embraces change instead of avoiding it. The FTC‟s culture is that of excellence. Excellence FTC cadre and professionalism are constantly driven into the cadre executing an of the company. That drive is then transferred to every APFT for a Soldier. The Drill Sergeants are pushed to become rehabilitating better Soldiers. The company leadership pushes those Soldier. Drill Sergeants to grow as people and Noncommissioned Officers. They are empowered to make decisions, changes, and to articulate their ideas. The cadre then 40 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com The 2011 National AG Regimental Ball The 2011 National AG Regimental Ball was held at the Radisson Hotel and Convention Center, Columbia, South Carolina on the evening of June 10, 2011. The theme of this year’s Ball was “AG Professionals - Making A Difference.” This was the largest ever attended National AG Ball with over 675 attendees from locations as far away as Hawaii, Europe, Arizona, Texas, Wisconsin, Kentucky, Virginia, Maryland, Alabama, Missouri, Pennsylvania and Louisiana. The Ball’s honored guest and marque speaker was LTG Thomas P. Bostick, Army G1. Members of the 2011 AG Corps Hall of Fame and Distinguished Members of the Regiment were recognized at the Ball. In addition, the Adjutant General's Corps 2010 - 2011 Regimental Of the Year winners were announced and are listed below:

Officer of the Year: CPT Kristina N. Thoele, 9th Signal Command

Warrant Officer of the Year: CW3 Yolondria Dixon-Carter, Headquarters, 3rd Infantry Division

Noncommissioned Officer of the Year: SFC Jeremy P. Davis, US Army School of Music

Soldier of the Year: SPC Alysya Noakes, 260th Quartermaster Battalion, Hunter Army Airfield

Civilian of the Year Ms. Mary M. Woods, Chief, Operations Management Division, Enlisted LTG Thomas P. Bostick Personnel Management Directorate (EPMD), Human Resources Command Army G1

Entertainment for the evening was provided by the 282nd Army Band stationed at Fort Jackson, SC. COL Rob Manning, Chief of the Corps and COL (Ret) Bob Ortiz were also recognized with the award of the Horatio Gates Gold Medal for their service to the AG Corps and Adjutant General’s Corps Regimental Association.

1775 Fall 2011 41 Adjutant General’s Corps Regimental of the Year Winners

Officer of the Year: Warrant Officer of the Year: CPT Kristina N. Thoele, 9th Signal Command CW3 Yolondria Dixon-Carter, HQs, 3rd ID

Noncommissioned Officer of the Year: Civilian of the Year SFC Jeremy P. Davis, US Army School Ms. Mary M. Woods, Chief, Operations of Music Management Division, EPMD, HRC

Unable to attend the 2011 National AG Regimental Ball was the AG Corps Soldier of the Year SPC Alysya Noakes, 260th Quartermaster Battalion, Hunter Army Airfield, Georgia

42 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com The Faces of the 2011 National AG Regimental Ball

1775 Fall 2011 1 9/11 Remembered – Widow of Pentagon Officer Fulfills Mission to Help Soldiers By Allison Louie-Garcia, Yahoo! News instead of waiting to get kicked out of school and drafted into the Army, Tim decided to enlist. “You did what?” was Teri‟s response when he called that night to tell her the news. Thus began Tim‟s 35- year military career. Tim went off to Basic Training, and after proving himself to be a natural leader, he was chosen for Officer Candidate School. Before being deployed to Vietnam in the Spring of 1967, he was commissioned as 2LT in the Adjutant General's Corps. At that point, Teri says, he was the youngest officer on active duty in any branch of any service. “Tim never saw himself as being smart because, in his mind, people that were smart read books all the time and studied, and he didn‟t,” Teri says. “But he had this ability to grasp the big picture … He was unbelievably smart. Even though he never saw it in himself, everyone else Teri Maude, left, is comforted following a memorial saw it in him.” service for her husband, LTG Timothy J. Maude, Army G1, killed in action at the Pentagon on A month before Tim left for Vietnam, a year September 11, 2001. after they started dating, Tim and Teri were engaged. Their courtship continued by way of snail In many ways, Teri Maude is the same person mail (Teri says Tim wrote every day, and she every she was 10 years ago, her laugh is just as other). Both devout Catholics, they were also infectious. Her strong work ethic is something that faithful in praying together. “We had a prayer still very often tires her out. Helping Soldiers is book, and because of the time difference, he would still her life‟s passion. say certain prayers in the morning and I would say But since September, 11, 2001, when her them right before I went to bed … We grew husband, LTG Tim Maude, was killed at the spiritually. And we would write each other about Pentagon, a part of her has changed. For 33 years our thoughts of the day and that we were still she had been married to her best friend, and she praying together. I remember my mom saying, „If suddenly had to learn to live on her own. “I miss it‟ll last on paper, it‟ll last through anything.‟ the intimacy of our relationship, the hand-holding, There‟s a lot of value to that. We shared things the hugs. I miss that person I could talk to, that with each other on paper in a way that had more person whose shoulder I could cry on and tell me permanence.” it‟ll all be OK.” When Tim arrived back from Vietnam, he and Teri and Tim met in the fall of 1965 as Teri got married. Though he was a decorated war freshmen at Marian College (now called Marian veteran now (he was awarded the Bronze Star), the University) in Indianapolis. Teri was immediately fresh-faced Army officer was still only 20 years old struck by Tim‟s confidence and handsome and could not even order a drink on his appearance (“he was damn good-looking,” she honeymoon. “I used to joke that I was cradle- says). By winter, they were “going steady.” Teri robbing,” laughed Teri, who was eight months older was an aspiring school teacher, and Tim, who was than her husband. once on track to become a priest, was on the verge The next 33 years, Teri says, were full of of flunking out of school. By spring of 1966, when adventures. They raised two daughters and U.S. ground involvement in Vietnam had begun, traveled wherever Tim was stationed: Indiana, 44 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com California, Germany, Kansas, South Korea, arrangements at the house. I told my daughters: Pennsylvania, Washington D.C. Tim climbed the ranks „No, we‟re not turning this place into a funeral of the personnel department of the Army and eventually home. We‟ve got to do something in lieu of became a three-star general as well as the Deputy Chief flowers.” They knew they wanted to continue Tim‟s of Staff for Personnel. He also found his passion for work of taking care of Soldiers. They decided to set helping Soldiers. In 1995, Tim oversaw the family support for Soldiers sent to Bosnia. He was also up a scholarship fund in Tim‟s name, specifically passionate about soldiers in the Green to Gold Program for Green to Gold Soldiers. (designed to help enlisted Soldiers receive a bachelor‟s In its first year, the Maude degree), and fought to make sure they and their families Foundation contributed one $1,000 grant to a had proper medical and commissary privileges Soldier in the Green to Gold Program. Ten years throughout their enrollment. “Tim would say, 'If a later, the foundation gives away eight annual Soldier is there in a foxhole worried about his wife and scholarships, and provides a twice-yearly kids, then he's not there focused on taking care of his leadership lecture series open to students taking buddy‟… He believed that Soldiering and family issues military courses at Fort Jackson, SC. were one and the same." Tim‟s headstone at Arlington Cemetery reads: Her husband‟s love of soldiers and their families became Teri‟s passion as well. Rare for an Army wife, “He took care of Soldiers.” Teri hopes that through especially an officer‟s wife, Teri worked while also the Maude Foundation, Tim can continue to do so. taking care of her two girls. She started off teaching It wasn‟t until a couple of years after Tim‟s death elementary school, then junior high, at various Army that the Mrs. Maude persona went away and Teri bases wherever the need was greatest. She later taught was able to grieve. In 2001, Tim had been only two adult education classes for the Army, running a child- years away from retiring from the Army, and the and spouse-abuse prevention program up until 2001. couple had planned to move to Beaufort, SC. Teri On the morning of September 11, 2001, Teri was in decided she would continue with that plan, so she her hotel room in San Diego, CA, at a yearly conference bought a plot of land, built a house from the ground where she was scheduled to do a presentation on up, and moved there herself. Her new home was domestic violence prevention. She woke up early and turned on the television and saw the North Tower of the ready on September 11, 2003, a stipulation to the World Trade Center burning. A few minutes later, a builders because she did not want to spend another th second plane crashed into the South Tower. “I sank to September 11 at a hotel. In the new home she the edge of my bed, eyes glued to the TV… I saw an made for herself, Teri watched Tim‟s funeral on inset down in the lower right hand corner of the video for the first time. “I spent the next two or Pentagon burning. I thought, „Oh my God.‟ Then the three days wallowing. I let everything catch up. I phone rang.” let all of those feelings come back and I didn‟t try It was Teri‟s boss in Washington DC, calling to tell to tame them or put them away. It was my first her a plane had slammed right into the Army personnel uninterrupted long good cry.” offices where Tim worked. He also asked if she had Teri realized it was the first time she was heard from Tim. She said no. Tim would be the highest-ranking officer killed in the attack. “I knew that if Tim was able to get to a phone, he would have called.” At that point, Teri says, the “Mrs. Maude persona” took over. Mrs. Maude had no time for tears or sadness. Mrs. Maude had to contact family and friends and find a way to get back to Washington in order to take care of them. Hours later, she received a phone call from the then Vice Chief of Army Staff GEN Keane, who asked what he could do to help. “I said, „Sir, you can get me the hell out of here.‟ He said, „Teri, the only plane that‟s flying right now is the president‟s plane.‟ And I said, „Sir, I‟m not picky.‟ ” Mrs. Maude flew home the next morning on a U.S. Navy plane. Once home, she immediately began comforting grieving mourners and planning for the future not just for her herself and her family, but also for the Soldiers Tim had been helping. “When I got The above marker is found at the entrance of the back from San Diego, there were already several flower Pentagon 9/11 Memorial. 1775 Fall 2011 45 completely on her own. “The thing that frightened me the most after Tim died was that, for the first time in my life, I was totally 100% responsible for the decisions that I made. I went from living with my parents to marrying Tim. I was 53 years old, and that scared the hell out of me … But I amazed myself. And I don‟t mean that to sound egotistical, but 10 years ago, I never thought I would be as comfortable and confident as I have become.” Along with public speaking engagements and involvement in several community organizations, Teri continues to serve as secretary of the Maude Foundation. She told her daughters that by September 11, 2011, she would cut back on her work for the foundation. But her daughters called her bluff: “Mom, you‟re not going to give this up; you love Soldiers way too much.” Teri plans to spend the tenth 9/11 anniversary participating in Beaufort‟s remembrance ceremony. But she says she doesn‟t need a date or a special ceremony to remember the love she and Tim had. “He‟s around me everywhere… We grew up together, raised two beautiful daughters together, had adventures around the world together. There‟s not much in my life that I look at, touch, or reflect on that he‟s not involved in, even 10 years down the road.” While Tim was alive, they made a point to talk every single day as much as they could: She‟d call him several times on the phone at work, he‟d come home and they‟d talk over dinner, and then after dinner they‟d sit out on the porch and talk some more. Even though their conversations are much more one-sided now, Teri still has conversations with Tim. “I know he‟s proud of me; I know he‟s proud of the foundation, and the things we‟ve done for Soldiers. I know he‟s damn proud of that. I know he‟s proud of who I‟ve become. I think sometimes he‟s just as amazed as I am.”

A letter saying Osama Bin Laden is dead and that the victims are not forgotten is on the memorial bench for LTC Karen J. Wagner at the Pentagon Memorial. 46 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com They Are Why We Are Free By LTC Jack Usrey, G1, 1st Cavalry Division The Sergeant jumped off a two-story building through intense enemy fire to the wounded Soldier while under intense fire because he knew that was and rendered aid. Again under fire, he carried the the fastest way to get to the fallen Soldier lying in casualty to the extraction site. When it was the middle of the street, still being fired upon. The determined the evacuation site was taking too Sergeant shielded the wounded Soldier with his much enemy fire, he carried “his” Soldier through body while bullets flew around him, providing life more enemy fire to a second evacuation site. When saving first aid, before pulling him to safety – He the helicopter couldn‟t land due to terrain, the is why we are free. medic completely exposed himself to danger again He was in the Mobile All-Terrain Vehicle by standing up for several minutes under fire in (MATV) when it was hit by an IED. He didn‟t order to hoist the casualty into the helicopter – He wear a military uniform – he was a contractor. He is why we are free. gave his life that day with three Soldiers because She is on her second deployment; her husband his Nation needed his expertise to help our Afghan is as well… but they have never been deployed partners. He answered the call and his wife and together. In fact, they have physically been child will forever know what his sacrifice cost – He together for only one of the five years they‟ve been is why we are free. married. They intend to stay in the Army. They The medic jumped from the hovering aircraft love serving our Nation and they are selfless – and ran through a known minefield to the They are why we are free. wounded Soldier. She assessed his injuries to be He was the point man when the enemy engaged extremely urgent and went to work. She then them. He was one of the first to be hit. The medic retraced her steps through the minefield, dragging ran through intense fire to his side, and after the wounded Soldier towards the evacuation site. several minutes of full exposure to the enemy, the Once the helicopter was able to return, she medic fell mortally wounded. The wounded Soldier exposed herself to enemy fire while lifting the changed from patient to protector in a second. He casualty into the helicopter – She is why we are covered the medic with his own body and tried to free. save his life. He continued to shield the medic The wife leaves the house in the early afternoon despite rounds that were impacting all around to shuttle their three children to swimming and them. He was wounded again – They are why we gymnastics. She will spend the next 5 hours are free. making sure they are at the right place at the right It is appropriate to relay a few of the stories that time, and then she will take them home and are lived out across the battlefields of Afghanistan prepare their evening meal. Long after they are and home fronts daily. These are the few chosen asleep she will finish washing dishes, washing ones that have answered the call. They and their clothes and the rest of the things required to keep families serve our Nation – They are why we are the household running while her husband is free. deployed. She will go to bed at midnight and wake the next morning to do it all again… for a year – She is why we are free. The young Lieutenant triggered the IED while on a dismounted patrol. His wife, also a Lieutenant in the same brigade, was quickly flown to his side. Their lives were forever changed that day and she will be by his side as he learns to walk again, just as she was at his hospital bedside. Both of these young officers joined the Army well after 9/11 and knew they would be called upon to President Barack Obama presents the Medal of Honor serve their Nation on the battlefield – They are to SSG Salvatore Giunta, who charged into enemy why we are free. gunfire and challenged a pair of insurgents to save a The young medic was engaging the enemy with fellow soldier from being abducted during a 2007 his M4 when he heard the call, “Medic!” He ran firefight in Afghanistan. 1775 Fall 2011 47 The Adjutant General Visits Iraq By COL Strep “Dick” Kuehl, USF-I J1 Director USF-I Forces (USF-I), BAGHDAD, Iraq –in June 2011 USF-I HR Soldiers had the opportunity to meet the 64th Adjutant General of the United States Army, BG Richard P. Mustion. BG Mustion was invited to theater by the USF-I Commander and the USF-I J1, COL Dick Kuehl, to get a better understanding of postal operations and issues affecting Iraq. Additionally, BG Mustion met with senior leaders of the Department of State to discuss the pros and cons for either establishing an Army Post Office or a Diplomatic Post Office for future mail service in Iraq should one be needed. Lastly, BG Mustion met with in-theater Army general officers to provide them an overview on proposed changes to the Army officer evaluation system and to gain feedback for the Army Chief of Staff on these recommended changes. This wasn‟t BG Mustion‟s first trip to Iraq, as a few years ago he was the Multinational Forces – Iraq C/J1. For over eight years, US Forces have been fighting in Iraq. Over that time, thousands of tons of mail have come and gone to family and friends back in the US. While US Forces are looking to wrap up operations in Iraq there are plans are in place for an Office of Security Operations to remain. This office will provide the needed resources and training for Iraqi Security Forces to continue to strengthen and prosper. As the providers for personnel services, the USF-I J1 team not only has the mission of drawing down the 50,000 US Force, but for the planning and HR support for the Office of Security Operations. One of the biggest morale boosters for any servicemember is receiving a letter or box from home. BG Mustion, as the 15th Executive Director of the Military Postal Service Agency, oversees the management of military mail and is responsible for the postal commercial and military aircraft movement, as well as commercial sealift to nearly 2,000 post offices throughout 85 countries. To gain a better understanding of current postal operations and issues affecting Iraq, BG Mustion and COL Kuehl, met with MAJ Andrea Veil, Director HR Operations, 310th ESC, to discuss the current and upcoming postal challenges affecting the Iraq theater. At Joint Base Balad, Iraq, MAJ Viel and members of the 310th ESC provided a theater postal overview, concerns and actions taken to mitigate the recent misrouting of DoD mail into international channels, and an update on the postal transition from USF-I to the Office of Security Cooperation - Iraq. BG Mustion also received a walk through of the Joint Base Balad Joint Military Mail Terminal. The misrouting of mail from military mail into international channels is not new, but the challenge is how to gain control of that mail and get it back to Soldiers and DoD civilians. COL Kuehl stated that, “to get this mail back you need to work with the local government officials. While there was never a formal agreement between US Forces and Iraq to get back the mail, there needs to be one and we‟re going to do it.” Additionally, he stated, “in Iraq we were lucky as the government was willing to help, all it took was a drive to the Minister of Communications Office to ask for help.” He and MAJ Viel did that and within days the problem was fixed. Next on BG Mustion‟s agenda was a round table discussion with the US Division G1s on HR lessons learned. Also present were the separate Brigade and Battalion S1s, as well as sister service HR providers. The USF-J1 staff has been capturing Iraqi theater HR lessons learned and providing them the AG School for future reference. BG Mustion was also able to meet with Army general officers to include GEN Lloyd J. Austin III, Commanding General for USF-I to gain feedback on the proposal for a new Army Officer Evaluation System. It‟s almost been 15 years since the Army adopted the current OER system, and many leaders believe it‟s time for a change. Expect our senior decision makers will use the feedback BG Mustion was able to capture and develop a new and better system for evaluating our officers. BG Mustion concluded his visit saying, “I appreciate the invitation to come over here and let me assure you that everything you have shown and given me will make it back in the hands of the right people. The best and brightest ideas in our Army come from our young junior Enlisted, Sergeants, Warrants, and Captains to Colonels who are out in the field doing the job each day. By taking your ideas we can make our personnel systems better support our Soldiers and our Army.” Defend and Serve!

In June 2011, BG Richard P. Mustion, The Adjutant General (TAG) for the Army (at the head table), met with the United States Forces- Iraq J1 Team, United States Forces-Division G1s and separate Task Force S1s to discuss Iraq HR Lessons Learned. US Army photo by SPC Paul A. Holston, United States Forces-Iraq Public Affairs Office.

48 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Tips for a New Adjutant By MAJ Wayne Pickett, ILE Student 11-02 Congratulations on your selection as a Brigade or Learn the multitude of systems at your disposal to help. Battalion S1! You now have the privilege of taking care Find out what the regulation actually says – not what of the Army‟s most important and valuable resource – you “think” it says. You are the personnel expert in the its Soldiers. The days may be long and difficult, they unit. You may be surprised about what the HR may be fast paced and exciting, but no matter how the regulations really say. day goes, at the end of every day you can say that you AR 25-50, Army Correspondence – learn it, helped a Soldier. The advice below is in no particular love it. It is such a simple thing that most people mess order. This article may be common sense to some up. Hold and maintain the standard. You don‟t want people, to some it may be new. They are all tips that anything your commander signs to be formatted can easily be forgotten during our day to day business of incorrectly or worded wrong. helping Soldiers. All advice must be taken and adapted Use what is already there = S1Net, fellow S1s to your specific situation. If you are able to use just one and ideas from subordinates. In the AG world there of these tidbits to help a Soldier, your unit, your shop or is a vast amount of knowledge and expertise. The best yourself then this article will have served its purpose. part is that everyone is willing to share what they have Walk into your commander and CSM offices at or know. Before you begin banging your head on the least once a day. You may not have anything for desk, look for someone who has done it before. Taking them, but they may have something for you. You may five minutes can save you hours of work. The fact that just need to remind them of an evaluation or some other the human resource community in the Army is so open paperwork that needs to be signed, or to move an HR and sharing is a great and wonderful thing, so use and action from the bottom of his or her in box to the top. It share all the knowledge you have and document lessons may even be just to say good morning. The fact that learned. they see you every day and you‟re asking what you can Keep a dictionary / thesaurus on your desk. do for them ensures that your shop stays relevant and This is such a simple one but it helps. There will be they know you are working to take care of the Soldiers plenty of times when these references will come in in the unit. handy. Don’t be afraid to disagree but always support Be able to look six months into the future. It your commander’s decisions. If you always say “yes” doesn‟t matter if its strength projections, inspections, to your commander you are the wrong person for this deployments or standard operations, you need to be job. Never be afraid to respectfully disagree with your thinking and acting on that will / should happen in the commander and at the same time know your business HR arena. Things do not happen overnight. The earlier and be able to support your point of view. When a you plan, the better off you will be. decision is made, execute the decision effectively and efficiently as if the decision were your own. Command influence gains compliance on personnel actions. Let‟s face it; most people don‟t like to do paperwork. They will push it to the far side of their desk and save it for later. Sometimes they fail to realize that it is just one part of taking care of Soldiers. Give leaders and Soldiers the time and assistance they need to get the paperwork done. If it is important to the commander it will become important to them. When the commander stresses it during meetings it gets done. Learn to read your commander’s mind, ask the questions before he does. It doesn‟t matter if its screening paperwork or helping your commander write a speech or memo, it is your job to help take that burden off of him. Learn the writing style of your boss. Ask the questions he would ask about the action before taking the “ready for signature” version in. This not only helps the Soldier but helps the commander by allowing him to During the 4th Battalion, 2nd Stryker Brigade’s quickly take care of paperwork and Soldier actions. deployment to Iraq in 2009-2010, within the S1 Section Know your business. Learn as much as you can. SPC Speller receives training from SGT Burriss. 1775 Fall 2011 49 Know the “reality” behind the personnel is your responsibility to ensure that the paperwork is numbers. We all know that our charts and numbers correct. This allows them to focus on the true purpose of never tell the whole truth. CPT Snuffy may be in the the paperwork and not have to worry about if the format process of putting in his paperwork or SGT Highspeed is correct. Check the paperwork as it comes out – may be working on a profile. Your ability to explain the commanders are people too and sometimes miss a truth in the numbers helps the commander know the signature or mark in the wrong place. It‟s your job to reality of his unit and helps you in fighting for your catch it before it leaves. unit‟s needs and shortages. The numbers are just one Don’t hold paperwork. If paperwork is needlessly part of the equation, if you don‟t know the truth behind on your desk for more than 24 hours you are failing a them you inaccurately report your unit‟s true personnel Soldier. readiness. Keep an electronic copy of everything Pick up the phone and ask the questions that important. First it is always good to have a copy, need to be asked. You will receive paperwork that things still get lost rather easily. Secondly, you never makes you begin to ask questions. If you are asking know when you will need to use something as a base line questions, so will your command group. Take a minute or to recreate something. If you have a copy 90% of your to pick up the phone and get the answers before the work has just been taken care of. paperwork goes in. A simple note with the rest of the Be proactive. If you are not proactive you will story placed in the folder goes a long way to helping the quickly become overwhelmed. Trying to catch up in our commander understand and move the paperwork business is a constant uphill battle. If you are in front of through. most things this job becomes very fun and rewarding. Empower and support your subordinates. You Fires are constant. There is always something will not, I repeat not, be able to do it all. If you try, you important or something that needs to be addressed now. will fail or go insane trying. Empower your Understand and plan for the fires. I have had more subordinates, delegate and supervise. They will learn days that I can count where I went from fire to fire and and grow and strive to be better based on the amount of did not accomplish what I had planned for the day. trust and training you provide them. Help them learn Expect it and be prepared for it. Remember to empower and support them when they make honest mistakes. and leverage your subordinates. Accept the blame, pass the praise. Protect Take 5 minutes at the beginning of the day to your shop. The amount of actions that will go through plan it out. The chances of making it through your your office is huge. The nature of our job requires 100% daily list are slim due to the numerous fires that tend to accuracy. However, people are not perfect. No system appear from nowhere. However, it will help keep you on you put in place will catch every mistake or stop every track and headed in the right direction. error. Be prepared for it. When things go well it is Early morning / lunch / evening may be your because your shop has been doing a great job – make best times to get your work done around the fires. sure your team knows what a good and important job It may have simply been a product of the environment I they are doing. was in, however, I found the quiet times before the first Develop and cross train your shop. You need to work call, during lunch and at the end of the day to be ensure that everyone in your shop knows how to do the the most productive. You gain the ability to concentrate jobs of everyone else. They do not need to be your on your actions and get things done. subject matter experts in everything, but they need to Be flexible. The old saying of no plan ever survives be knowledgeable enough to step in when needed. The the line of departure is still true. There will always be “right person” isn‟t always around, whether its leave, things that divert you from your normal tasks. Take lunch or an appointment you need someone who can them in stride and always be prepared to adjust. help a Soldier who comes to your shop and keep their Never forget it is YOUR JOB to help take care action moving. of the Soldiers in your unit for your Commander. Make minor fixes to paperwork. If paperwork Taking care of Soldiers is one of the highest honors and requires a minor fix, something that can be fixed in responsibilities that you have. At times, it can also about 5 minutes, or with white out and a retype, then seem to be one of the most thankless jobs out there. make the adjustment at your level. Sending paperwork Soldiers are the most valuable resource that we have. back to a subordinate unit for a simple fix and adding By processing actions efficiently and accurately we several days or weeks to the processing is not only a assist the commander by limiting the amount of time he travesty to the Soldier but a failure in your job to take is mired in paperwork while ensuring that the Soldier‟s care of them. needs are taken care of. The advice presented is simply Ensure you personally review everything a view and is presented with a hope that it will assist before it goes into or leaves the command group. you in what can be one of the toughest jobs but in my You are the commander‟s eyes when it comes to opinion the most rewarding AG jobs that a Soldier can paperwork. You know and enforce the standard. Your have – working as part of a Brigade or Battalion S1 command group is extremely busy running the unit. It Team, right where the rubber meets the road.

The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com 50 USAREUR G1 Frederick E. Vollrath HR Award for Excellence By John G. Spillman, USAREUR G1 The backbone of any organization is its Human Resources (HR) operations. HR professionals are responsible for developing, implementing, and sustaining programs that improve efficiency of operations and personnel readiness to complete the organization‟s mission. This is a tall order to fulfill, especially for those HR professionals serving in the Army. They not only serve the largest organization in the world, but also do so across a full spectrum of worldwide operations. For example, United States Army Europe‟s (USAREUR) HR professionals are supporting more than 38,000 Soldiers across Europe, which includes over 25% of its forces at any given time deployed in support of wartime efforts in Afghanistan and Iraq. USAREUR HR professionals of all ranks and grades exemplify leadership coupled with occupational skill; a dichotomy paramount and a necessity required in sustaining not only USAREUR‟s mission, but also the Army‟s mission. It is imperative that commanders support and promote achievement as HR professionals continue to implement the Army‟s transformation initiatives. These initiatives include transitioning from the MMRB to MAR2 evaluation system and other more efficient systems and processes that will improve personnel readiness. Currently, the AG Corps Regimental Association has an awards program designed to recognize all members of its HR field. However, these programs are dependent on the support of the HR professional‟s command. During the 1st quarter of 2010, USAREUR G1, MG (Ret) Larry D. Gottardi, asked members of the G1 team to develop and implement a USAREUR-wide HR awards program based on two premises. His first premise was to recognize the best HR professionals within USAREUR in support of military personnel and his second was to enhance the AG Regimental Corps Awards program. MG (Ret) Gottardi‟s team responded with the USAREUR G1 Frederick E. Vollrath HR Award for Excellence program.

From left: MG (Ret) Larry D. Gottardi, USAREUR G1, presents a plaque to LTG (Ret) Fred Vollrath announcing the USAREUR G1 HR Award for Excellence Program named in honor of him during a cake-cutting ceremony. In the background (left to right), awardees Vanessa Coriglianio, SPC Timothy Meyers and SFC Willie Gordon look on during the presentation. 1775 Fall 2011 51 Left to Right: MG (Ret) Larry D. Gottardi, USAREUR G1; CPT Danielle K. Cork, 172nd Infantry Brigade Combat Team; CW2 Vincent G. Freeman, Seventh Army & Joint Multinational Training Command; SFC Willie Gordon III, 66th Military Intelligence Brigade; SPC Timothy J. Meyers, Seventh Army & Joint Multinational Training Command; Mrs. Vanessa Corigliano, Office of the Deputy Chief of Staff, Engineer, USAREUR; and LTG (Ret) Frederick E. Vollrath USAREUR G1 named its program after LTG (Ret) Frederick E. Vollrath for his achievements throughout a 35-year military career in HR. He served eight years of his career with USAREUR as the Deputy Chief of Staff for Personnel (DCSPER) in 1994. LTG (Ret) Vollrath was the second AG officer promoted to LTG and the first AG officer promoted to the rank serving his entire career in the AG Corps. As the Army DCSPER (G1), LTG (Ret) Vollrath recommended the Army adopt the term “Human Resources” as being more representative of its critical function and better suited for more efficient support of Soldiers and their families. LTG (Ret) Vollrath demonstrated this critical function when he served as the Director of EPMD at HRC in which he was instrumental in the force build up to support Operations Desert Shield / Desert Storm and the drawdown soon after of more than 400,000 Soldiers. Most importantly, LTG (Ret) Vollrath continues to devote his life to the Army HR community, Soldiers, and their families. The USAREUR G1 Frederick E. Vollrath HR Award for Excellence is the first program of its kind developed by an Army Service Component Command. In its first year, the program drew 24 nominations for Officers, Warrant Officers, NCOs, junior Enlisted, and civilians throughout the European theater. On 17 February 2011 with about 100 distinguished HR professionals throughout the European theater in attendance, USAREUR recognized CPT Danielle K. Cork, 172nd Infantry Brigade Combat Team; CW2 Vincent G. Freeman, United States Seventh Army & Joint Multinational Training Command; SFC Willie Gordon III, 66th Military Intelligence Brigade; SPC Timothy J. Meyers, United States Seventh Army & Joint Multinational Training Command; and Mrs. Vanessa Corigliano, United States Army Europe for their human resources achievements during calendar year 2010. During the 2011 USAREUR G1 Frederick E. Vollrath HR Award for Excellence ceremony, LTG (Ret) Vollrath offered some words of encouragement to the awardees. He stated, “I hope you continue to provide great service and that every one of you continues to step up to the plate to be the best leader possible, because you‟re Army needs it and your Army requires it.” After the recognition ceremony, MG (Ret) Gottardi and LTG (Ret) Vollrath participated in the cake-cutting ceremony with the USAREUR awardees honoring their human resources achievement.

52 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com 4th Sustainment Brigade AG Soldiers Receive Special Recognition Story & Photos by CPT Jacqueline Murray-Bonno Contingency Operating Base Adder, Iraq – received awards. “I‟m honored. It‟s a good experience Since the beginning of combat operations in Iraq in to have everybody out here and to get some 2003, Soldiers from the Adjutant General‟s Corps recognition from all these great people,” said SGT have made enormous contributions to contingency Randall Carter, a human resources NCO with the 2nd operations in theater, while embracing the challenges Battalion, 224th Aviation Regiment, 77th Theater of an increasingly modular Army. Aviation Brigade, from the Virginia National Guard, AG Soldiers, from as far as Kuwait and Balad, who also received the AGCRA achievement medal. Iraq joined leaders at Contingency Operating Base “We talk to the Active Duty Soldiers all the time. It‟s (COB) Adder, Iraq, to recognize some of the last AG good to share experiences and find out what works Soldiers in the theater as U.S. Forces execute rapid and what doesn‟t work. All that knowledge at COB drawdown operations. The COB Adder Adjutant Adder is a good thing.” General‟s Corps Recognition Day, organized by MAJ COL Stephen L. Shea, Director of the 14th Human Mary A. Smith, Brigade S1, 4th Sustainment Brigade, Resources Sustainment Center, currently deployed to 310th Expeditionary Sustainment Command, was Camp Arifjan, Kuwait, and the keynote speaker for focused on recognizing AG Soldiers with regimental the event, focused on the challenges and opportunities awards, while fostering team-building and for growth in the AG Corps more than five years networking among the more than 120 human following the Army‟s implementation of the Personnel resources professionals located on the base. “What Services Delivery Redesign (PSDR) initiative that started out as a small bar-b-que with all COB Adder removed command and control layers in providing AG leaders and Soldiers, turned into a full blown AG human resources support to a modular and Recognition Day ceremony,” said Smith, a Lawton, technically focused Army. “I believe that PSDR has OK native. “I wanted a platform where we could not worked well based on the current fight we are in. only recognize a few outstanding AG Soldiers, but There are some improvements to be made and those unite the AG community from across our operational improvements are in the hands of very capable, young area and share HR knowledge, experience and build officers, warrant officers, and NCOs that we have in lasting relationships. I think we exceeded our formations today,” said COL Shea when assessing expectations. I was so proud to see so many AG the effectiveness of the PSDR concept for the more leaders and Soldiers come out and support this than 2,500 AG Soldiers deployed in Afghanistan, Iraq, event.” and Kuwait. Members of Adjutant General‟s Corps Regimental COL Shea added, “Opportunities for AG Association chapters worldwide are routinely personnel have never been better. As we are now recognized for their contributions to AGCRA and the human resources profession. Among the awards presented to recipients were the Horatio Gates Bronze Medal for significant achievement and service of an extended period, the AGCRA Achievement Medal for achievement and service in promoting the objectives of the Association and human resources profession, and the Theodore Roosevelt Medal for achieving a maximum score on the Army physical fitness test. “It was a surprise,” said SPC Sharyl Moore, a Richmond, VA native, and battalion postal clerk in the 1st Battalion, 229th Aviation Regiment, 77th Theater Aviation Brigade, who received the AGCRA Achievement Medal. “I was really excited to hear I th was getting an award and to be a part of history,” COL Ronald Kirklin (second from left), Commander , 4 Sustainment Brigade (SB), congratulates the following SPC Moore stated. Horatio Gates Bronze Medal recipients (from left): MSG The event‟s emphasis on networking and Yvette Baptiste, 4th SB S1 NCOIC; SFC Tamara Shelton, camaraderie of AG professionals had a significant 4th SB Equal Opportunity Advisor; and WO1 James impact on some National Guard AG Soldiers who also Tarpley, 4th SB S1 HR Technician. 1775 Fall 2011 53 fully integrated in the Sustainment Community, not only do we have Battalion and Brigade S1 positions, but our Captains, Majors, and Lieutenant Colonels are competitive for the HHC and STB commands. This goes as well for our Master Sergeants and Sergeants Major being looked at for the First Sergeant and Command Sergeant Major positions. The limitation is the officer or NCO‟s hunger to go out and get those positions.”. COL Christine L. Vuskalns, an Indianapolis, IN, native and G1 for the 310th ESC, and achievement medal recipient, reflected on her 27 year career as a human resources officer and the promise that the future holds for her and other AG professionals. “It‟s about bringing the expertise to the commander. Doing it with a sense of mission because of the Global War on Terrorism,” said COL Vuskalns. “I am only one female O-6 in a Sustainment Brigade with eleven other O-6s and that is just a really neat environment to operate in – to know that you are just as capable and bring as much to the fight as the other branches. When we stop and realize it is for our junior Soldiers to be recognized, it is not optional,” said COL Vuskalns of publically recognizing Soldiers for their contributions. “We actually really need to do this to emphasize to them how important they are to the fight.”

Other 4th Sustainment Brigade (SB) Awardees Include:

Horatio Gates Bronze WO1 James Tarpley, 4th SB MSG Yvette Baptiste, 4th SB SFC Tamara Shelton, 4th SB

AGCRA Achievement Medal COL Christine L. Vuskalns, 310th ESC MAJ Ben H. Dennis, 310th ESC WO1 Matthew P. Collins, 3rd BCT, 1st CAV SFC(P) Rosa Villanueva, 1st BN, 229 AVN SGT Cameron Beckwith, 1st BN, 229 AVN SGT Randall Carter, 2nd BN, 224 AVN SGT Jorge Velazque, 4th SB CPL Gina Nekaifes, 22nd HR Co SPC Kristen Davis, 22nd HR Co SPC Jeremy Croom, 2nd BN, 224 AVN SPC Sharyl Moore, 1st BN, 229 AVN SPC Tonisha Penn, 22nd HR Co SPC Lizzette Reyes, 4th SB PFC Kara Gillbert, 3rd BCT, 1st CAV

Theodore Roosevelt Medal SPC Lizzette Reyes, 4th SB

^ COL Steve Shea, Director, 14th HRSC, presents the AGCRA Achievement Medal to COL Christine Vuskalns, 310th ESC G1.

< MAJ Mary Smith, 4th Sustainment Brigade S1, presents a gift to COL Steve Shea, Director, 14th HRSC. The banner inscription states, “Operation New Dawn, COB Adder Adjutant General Day, 22 July 2011, Last AG Boots on the Ground. 54 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com 2011 AGCRA First Annual Scholarship Winners This year AGCRA had eight outstanding applicants for the four $1,000 scholarships available to members or dependents of AGCRA members. The 2011 applicant field was extremely strong and it was very challenging for the scholarship selection board to make the final selections. Based on their academic performance, community service, and ability to articulate future goals the individuals shown below were voted as most qualified to receive 2011 AGCRA scholarships made possible by active AGCRA membership dues and AG Regimental Print purchases. We're off to a great start, but remember, this is only the first year of a new and continuous AGCRA scholarship program. The scholarships will be primarily supported by sales of our beautiful and historic AG Corps Print. So don't put off buying it any longer and support our scholarship program!

Ms. Ashley Thomas Ms. Lauren Rideout

Ms. Brittany Pruitt Ms. Courtney Kubanek

Postal Operations in Afghanistan… May 2011, Shindand, Western Afghanistan, has a small Forward Operating Base (FOB) about 20 miles from the Iranian border. At the FOB there is a large airfield and the Army shares it with the Italians and the Afghani National Army. This is a no- nonsense, magazine in the weapon, round in the chamber area when moving between the US and Italian camps. Pictured in uniform from left to right is LTC Ed Bayouth and SFC(P) Terry Dowdy, assigned to the 14th HRSC at the FOB to help open an APO post office because the FOB troop population reached the point where they could receive a full functioning APO. Also pictured are the Afghani work crew building overhead outdoor coverage for where the mail will be sorted for the units that are serviced out of the camp. 1775 Fall 2011 55 SECTION VI: AGCRA Not Getting Your Mailed Copy of 1775?

So, you‟ve PCS‟d from Fort Richardson, Alaska to Fort Stewart, Georgia and it suddenly dawns on you that you‟re not hearing much from the Adjutant General‟s Corps Regimental Association, and you definitely haven‟t received any issues of 1775 lately. Your Association membership is good for another year (or is it?) and fellow AGCRA members at Fort Stewart are receiving their copies of 1775. So what gives? At AGCRA headquarters at Fort Jackson, SC, the Association‟s Wonder why I Executive Council receives this question a lot. The answer to what gives usually lies with the individual member who hasn‟t done one of haven’t the following: received any The member doesn‟t realize their AGCRA membership expired, yet copies of 1775? still believes they are a member in good standing. The member moved or PCS‟d, but did not update their membership and mailing data at AGCRA.com. The member lost his or her AGCRA.com user name and password and can no longer access the Association‟s website.

What to do? Believe our battle buddy 2LT McGillicuddy has figured it out below!

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

Items for Sale in the Sutler Store For more information or to purchase items, go to http://agcra.com/store/

Check out the AG Corps logo apparel available in the Sutler Store.

Cool dry polyester Polo shirts w/AG Corps Logo are available in both women‟s and men‟s styles in an assortment of colors. Crewneck and Hooded sweatshirts w/AG Corps Logo are also available in Navy.

For Golfers who want to show their AG Corps pride on the course, click on “The Golf Store” tab on the homepage. AG Corps Golf items include: Golf Towels w/Grommet and Logo available in Red or Navy; a light weight Golf Wind Shirt w/Logo and zippered sleeves in two locations available in Navy; and AGCRA Golf Tees (3 ¼”) available in Natural or White.

All prices include shipping and handling. AG Corps Golf Windshirt (Navy) – $50.00 Stainless Steel Travel Mug (Red) – $11.00 AG Corps Stainless Rollerball Pen – $10.00 AG Corps Ball Cap available in Navy or Red – $15.00 Executive Zippered Padfolio (Blue/Black) – $25.00 AG Corps Men’s Polo - Cool Dry Polyester (Navy, White, or Red) – $25.00 AG Corps Women’s Polo - Cool Dry Polyester (Navy or Red) – $25.00 AG Corps Laser engraved Wooden Humidor, Solid or Glass Lid – $45.00 AG Corps Golf Tees, 3 ¼”, 25 count (Natural or White) – $7.00

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

AG Warrant Officer Advanced Course (WOAC) 002-11 is the fourth consecutive WOAC class in a row at the AG School that has achieved 100% AGCRA membership. Congrats! Another 100% AGCRA Membership Course at the AG School…

AG Captains Career Course 005-11 – Reserve Component, Phase II at the AG School has achieved 100% AGCRA membership. Congrats to another outstanding AG Course! 1775 Fall 2011 57 AGCRA AWARD Winners 1 January – 31 August 2011

GATES GOLD GATES BRONZE GATES BRONZE SGM Scarlett Williams (2ndAwd) (Continued) (Continued) CSM John F. Gathers Mr. Michael C. Martin CPT Walter J. Frazier (2nd Awd) SGM Evy M. Lacy Mr. Shane L. Thomas COL(Ret) Bob Ortiz COL Angela M. Odom Mr. Ivor Watson COL Robert L. Manning LTC Angelia Holbrook Ms. Marcia E. Sierra-Williams LTC(Ret) Marlean C. Druce MAJ Alexander Gallegos Mr. Venice J. Jones CW4 Aner Henriquez, Jr. SGM Verdell G. Brown SGM Aaron M. Martin COL BJ Constantine, Jr. SGM John M. Fisher COL Dane D. Rideout SGM Debra J. Sturdivant COL (Ret) Gary A. Longhany 1SG Pauletta M. Abraham 1SG James S. White III MSG Almitra Hamlin MAJ James M. Jacobson SFC Eric Chrisman

SFC Eddie N. Dube

COL (Ret) Thomas E. Bailey SFC (Ret) Makeba Dickerson COL Robert DeYoso, Jr. GATES BRONZE SFC Braulio E. Jarquin SFC Sarah J. Haas CW5 Julia L. Mosman COL Timothy M. Ryan CW4 Vikki J. Hecht ACHIEVEMENT MEDAL SGM Michael DeFreitas LTC James Hicks SSG(P) Darryl Avery SFC Randy Ray SGT Derek E. Kissos SFC Stephanie Owens LTC Bernard Taylor CW5 Robert A. Nixon 1SG Marcus L. Alford LTC Gifford C. Haddock Mr. Edwin A. Olmeda, Sr. SFC Dwayne Wood MAJ Dena DeLucia Mr. Robert Howard SSG Jovan L. Bowser MAJ Heather Lopez CW3 Sherrie M. Campbell CPT Eddie Iiams 1LT Ramon Gomez-Davila WO1 James A. Tarpley-Farmer CPT Marie Louis-Jean 1LT Jade Root MSG Yvette P. Baptiste MSG Melissa McNorton SFC Jeremy Bradford SFC Tamara D. Shelton SFC Joshua Wannemacher SFC Milissa Bradford LTC Taina V. Delaney SFC Kevin Manley LTC Carmen R. Anthony MAJ Tavares A. Tukes SFC Reginald Nottage CPT Terrence Parker LTC Blaine T. Radenz SFC Vienary Tanksley MSG Jeremy Gorelick CW4 Nicholas J. Atwood CW2 Andrea A Ebanks-Joyner SFC Rodney Philpot CW3 Tony M. Geiger SFC Marisela Banks Mr. Douglas Carr SGM Minnie L. Lacking MAJ Angela B. Hyson Mr. Jamie Sisler CPT Patricia J. Cameron MSG Tonia D. Williams Mrs. Carla Platteborze CW3 W. Scott MacDonald 1LT Katie L. Glover MSG Xavier D. Terrell, Sr. SGM Demont A. Roberson MAJ Boyce Edwards SFC Joseph H. Thomas MAJ Miguel J. Dumas-Rosa SFC Latoya Bilal MAJ Khanh Diep CW2 Vincent G. Freeman SSG Latasha V. Wade Mr. Jesse J. French SGM Dennis Thomas SFC Porscha Riley Mr. Noah E. Stevens, Jr. CW4 Marisol Rosero-Allen MAJ James Kassler 58 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com AGCRA AWARD Winners (Continued)

ACHIEVEMENT MEDAL ACHIEVEMENT MEDAL (Continued) (Continued) MAJ Brian Piekielko SGT Randall Carter CPT Kyle D. Fails, Sr. CPL Takisha S. Anderson MG WILLIAM H. GOURLEY CPT Christopher A. Brown MAJ Terry D. Brannan LEADERSHIP AWARD CW3 Troy Skaggs SFC Ruben Bagadion CPT Paul A. Noce CW3 Timothy L. Alger SGT Sean David C. McDonald Mr. Michael Henley SFC Kisha Thomas CW3 Richard Niehe SSG David Revitzer CPT(P) Carlos Oquendo SGT(P) Cassandra M. Muschamp CPT Kelsy Williams Mr. David M. Arnold MAJ Don Fagnan Mr. Richard McKeller SSG Laurinda Nabors MSG Kevin E. Henson 2LT John Quarfeld SFC Ingrid J. Henson COL FRANK C. FOSTER, JR. CPT Lillian Van Pelt Mr. Magnus Yancy AWARD FOR WRITING SSG Beatriz Gomez Mr. Alejandro Torres EXCELLENCE SGT Gregory J. Caton Mrs. Teodora Jones CPT Shannon Cummings SGT Arturo Contreras, Jr. SSG Clayton Z. Hughes

LTC Susan Bunce SPC Gracyleen Etse SSG Nathan M. Clark Sr. CPT Amy L. Elsey SGT Elizabeth Calderon MAJ Robert R. Bartran III SSG Almanita L. Smith 1LT(P) Frank Castro SGT Michael L. Toney SPC Tammy M. Aherns SGT Marilyn Simeon WO1 Matthew D. Collins PFC Kara Gilbert HARRISON MEDAL SPC Christina Naveunxay (Continued) SFC Robert Sumpter SSG Christopher N. Nguyen COL Christine L. Vuskalns SSG Matthew C. Williamson MAJ Linda A. Bass SSG Patrick Cassidy SFC Teresa Norfleet SSG Pedro J. Hernandez 1LT John Harder HARRISON MEDAL SGT Mark N. Miller MSG Priscilla Parrish WO1 Tom B. Golden 2LT Erin Sutton SPC Kristen Davis 2LT Marc Burd SGT Korey T. Simmons SGT Cameron W. Beckwith 2LT Leslie Petre SFC Franklin L. Smith SPC Sharyl Moore SSG Quincy W. Roundtree CPT Thomas O. Phillips CPL Gina Nekaifes SSG Patricia E. Iler SSG Matthew R. Crandall SPC Tonisha Penn SFC Jeremy C. Barbaresi SSG Roderick B. Gorby SPC Lizzette Reyes CW2 Brett W. Wilson WO1 Shawanda Mizner SFC(P) Rosa Villanueva SSG Joey C. Campbell SGT Candice T. Graham SFC Rhonda K. Webb SFC Marcelo A. Calderon SSG William L. Denton SGT Jorge R. Velazquezrivera CPT Melissa Comiskey SSG Luigi R. Baccala SPC Jeremy Croom SSG Shawn D. Cupp CPT Joseph D. Martinkis 1775 Fall 2011 59 AGCRA AWARD Winners (Continued)

SGM STRICKLAND MEDAL LTG MAUDE MEDAL JOHN DINNIEN MEDAL SFC Jeremy P. Davis CPT Kristina N. Thoele Ms. Mary M. Woods SPC Alysya Noakes CW3 Yolondria Dixon-Carter

ROOSEVELT MEDAL WO1 Enrius Collazo Gerena WO1 Jennifer H. Sherman 2LT Marc Burd AIT MEDAL OF 2LT Gregoire Sherri HONORARY HORATIO GATES EXCELLENCE CPT Carlos Oquendo PFC Amber Garfoot 2LT John T. Quarfeld LTG William G. Webster LTC Michael J. Cepe CPL Todd Huff SFC Yvonne Gulley SPC Kamille King SFC John M. Loomis PFC Jordan Bird CPT Jermaine A. Athill PFC Emily Leighton 1LT Mohamed Yusuf Abdull Bahzad PV2 Annmarie Laduca CPT Stephen F. Barker PFC Erica Grimm SSG Williams Anaab PVT Quinton Dorsey SFC Daphne Mack SPC Tabitha Wood SGT Nathan C. Gaspar SGT Nancy Chan SGT Jonquiel T. Johnson ROOSEVELT MEDAL PVT Andrew Spurgeon 2LT Mylene Lyons (Continued) COL Debra A. Hanneman SGT(P) Cassandra M. Muschamp SGM Garfield A. Lyons SSG Regina M. Crump-Hadden SFC Matthew A. Willison SGT Jessica L. Recinos SSG Matthew C. Williamson 1LT Erik C. Larson MAJ Wil B. Neubauer 2LT Serena D. Pickett SGT Korey T. Simmons 2LT Ericka Salazar SFC Marcos Vazquezrodriguez 2LT Jessica L. Babbes SPC Lizzette Reyes 2LT Johnathan Reilly WO1 Shawanda Mizner 2LT Ashlee Mickelson WO1 Nelson Almodovar 2LT Yadira D. Dante SFC Sarah Haas 2LT Elizabeth Perovich

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