1775, The Journal of the Adjutant General’s Corps Spring Regimental Association, (ISSN 1775 1551-8205) is published by the Adjutant General’s Corps 2012 Regimental Association, a

non-profit organization, The Journal of the Adjutant General’s Corps Regimental Association headquartered at Fort CONTENTS Jackson, South Carolina, and The Adjutant General’s Corps Regimental Association Officers 2 is devoted to the advancement SECTION I: REGIMENTAL LEADERSHIP and professionalism of the Notes from the Chief of the Corps 3 Adjutant General’s Corps 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: ARMY HR PROFESSIONAL READING, DEDICATED not necessarily reflect the TO “SPECIAL OPERATIONS – THE AG CORPS’ QUIET opinion of the officers and PROFESSIONALS” members of the Regimental AG Officer Branch Update 6 Association, nor the Army’s AG Warrant Officer Branch Update 8 HR leadership. Articles submitted by members or AG Enlisted Branch Update 9 civilian employees of the U.S. A Human Resources ―Lens‖ on Army Special Operations 10 military services are USASOC Special Capabilities and Skills Management – Get expressions of personal Outside the Box 14 opinion, unless otherwise U.S. Army Special Forces Command (Airborne) 17 stated, and should not be Personnel Management at the 75th Ranger Regiment 19 interpreted as reflecting the 1st Special Forces Group (Airborne) 21 official opinion of the 3rd Special Forces Group (Airborne) 23 Department of Defense. 5th Special Forces Group (Airborne) 26 1775 is scheduled to be 7th Special Forces Group (Airborne) 27 published three times a year. 10th Special Forces Group (Airborne) 30 Articles for submission are 95th Civil Affairs Brigade (Airborne) 31 welcomed and should be sent 528th Sustainment Brigade (Special Operations) (Airborne) 33 to the address below. The Human Resources Training Team (HRT2) Concept 35 editor and publisher of 1775 USASOC Civilian Human Resources 37 also invite the submission of SECTION III: ARMY BANDS photographs and illustrations Military Bands: Relevant to the National Security Strategy 38 to accompany articles. US Army Bands Picture-Grams 40 The editor reserves the SECTION IV: AROUND THE CORPS right to reject any articles Reflections on PSDR as the Last Combat Units Exit Iraq 41 and/or to modify articles for The Medal of Honor Ceremony Process 44 clarity or space limitations. Silver Scimitar Lite 46 Requests for authorization to Equal Opportunity Advisor Duty 48 reprint 1775 articles should be Human Resources Command Holiday Ball 49 sent to the address below. SECTION V: AGCRA AGCRA Membership Update 50 Contact Information: 100% AGCRA Membership 51 VP, Publications, AGCRA AGCRA AWARD Winners 52 PO Box 10026 Not Getting Your Mailed Copy of 1775? 55 Fort Jackson, SC 29207 56 AGCRA Scholarship Program Sutler Store 56 Email: [email protected] Also check out AGCRA on Facebook at: Visit us on the web http://www.facebook.com/home.php#!/agcra at: www.agcra.com

1775 Spring 2012 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 ―Special Operations, The AG Corps’ Quiet Professionals.‖ AG Soldiers and HR civilian employees supporting Special Operations Forces (SOF) must not only bring their human resources A-game to the table, but are also required to train and fight like SOF operators. SOF HR support brings on a complex dimension of personnel readiness that requires much more detailed planning and attention to detail to stay ahead of the HR power curve in order to support an amazing and talented SOF force that is second to none in the world. From fluent language skills to a multitude of specialized SOF training, Army HR professionals must think outside, inside, under and over the box to ensure SOF Soldiers and their Families are fully supported. With the thanks and appreciation of COL Dane Rideout, USASOC G1, we hope you enjoy this edition of 1775 dedicated to the AG Corps’ Quiet Professionals.

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 Our Special Operation Forces today are making their own history in much the same quiet manner as their predecessors did in World War II and since. Not unlike LTC Wickham and the 1st Special Service Force, the AGs of today are there with their Special Ops battle buddies ensuring that Soldiers and Civilians are receiving the right HR support from trained HR professionals. There are many excellent articles in this edition of 1775 from the major commands within the US Army’s Special Operations Command and I encourage all readers to take a peek behind the curtain and see what our HR professionals are doing there. Who knows, maybe you would like to join them. Also in this edition are informative articles on exercise Silver Scimitar Lite, EO duty, PSDR, how a Medal of Honor ceremony is Soldiers and Civilians of the Corps, we are proud to executed at the highest levels of our government with publish this edition of 1775 because it covers an area of an HR professional at the helm, and how Band our Corps that so many know so little about. Our AG Operations are relevant to National Security Strategy. professionals serving in Special Operations commands I ask your continued support of our Special across our military are indeed ―Quiet Professionals.‖ It Operations Community. I would also ask that you is the intent of this edition of 1775 to allow the continue to make your best aware of the opportunities conventional side of our Corps to have a peek behind the available to them by serving in this area of our Corps. curtain to see how AG Soldiers and HR Professionals Enjoy this edition of 1775 dedicated to the Adjutant support Operators throughout the Special Operations General’s Corps Quiet Professionals supporting our Community. military’s Special Operations Forces. Thanks go out to The United States Army Special Forces were formed all of our HR Professionals who make this the most in 1952; however, special operations type missions and significant and worthwhile Corps to serve within. organizations were ubiquitous throughout World War Defend and Serve! II. We see images of Darby’s Rangers in Northwest Post Script: This is my final edition of 1775 as the Africa and moving over to Sicily and then up the boot of Chief of the Corps. COL Todd Garlick, an absolutely Italy engaging in historic battles like Gela and Salerno fantastic AG Soldier and leader takes the regimental and then the heavy casualties from the bloody fighting colors on 8 June 2012. I thank all those who continue to at Anzio. Rangers were present in the cold wintery make this the best branch in the Army in which to forests of Germany and the hot steamy jungles of the serve. I love telling people that I am an AG Soldier and Philippines. They were an invaluable fighting force as HR Professional and proud of it! part of ―Merrill’s Marauders‖ in the China – Burma – We have a rich and glorious history as AGs that is India Theater and it was the Rangers leading the way older than our country and as old as our Army. 1775 scaling unimaginable and treacherous cliffs at Pointe du has meaning; it is not just the title of a magazine or a Hoc in neutralizing enemy fortifications as part of the slogan. When our Army was formed in 1775, the AG D-Day invasion force. Corps was formed with it. The 1st Special Service Force, a combined force of This is a great time to be in the Adjutant General’s US and Canadian special operations Soldiers, was Corps! Dynamic things are occurring with doctrine, formed during the war and included one of our own, training, education, leader development, assignment then LTC, later, MG Kenneth Wickham. MG Wickham opportunities and our super hot Regimental Association. in his book, An Adjutant General Remembers, recounted Be proud to be an AG and an HR professional. I 47 years later, a statement made by a senior general encourage you to ask others to join the Association and addressing an AG School career class in the early 1950s: then recognize deserving individuals with regimental ―If you can’t administer, you can’t fight.‖ MG Wickham awards. The achievement medal is the most overlooked saw how true this statement was and how important award; I ask you to look at recognizing more of your AGs were to the fight especially during his service with folks with this award and I ask you to wear your Special Operations. regimental awards with honor. 1775 Spring 2012 3 Notes from the Chief Warrant Officer of the Corps By CW5 Coral J. Jones, Chief Warrant Officer of the Adjutant General’s Corps ARFORGEN cycle). According to USSOCOM, the SOFORGEN will enable the command to build and deploy the Special Operations Joint Task Force (SOJTF). USSOCOM will maintain Joint SOF within an available force pool to address the theater commander’s enduring steady state requirements. These forces will serve as the initial sourcing solution for establishment up to two baseline SOJTFs with a preponderance of regionally aligned forces, postured to meet emerging contingency requirements. The SOFORGEN cycle will function much like the ARFORGEN cycle, but the cycle will be condensed and more concentrated (four to six month rotations vice 9-12 months). With the increase of SOF personnel and structure in Afghanistan, HR professionals must take on a Greetings Adjutant General’s Corps! This edition of significant role in planning, advising, and executing the 1775 is dedicated to the Special Forces, the AG critical HR functions to include building a new JMD Corps’ ―Quiet Professionals.‖ The demands and with a GO level HQs structure, coordinating new requirements of a human resources (HR) professional in awards approval authorities, building relationships with Special Operations Forces (SOF) and Joint capacities HR service branches, forecasting personnel are unique and require an extremely talented requirements, and base lining the requirements for individual. In addition to knowing one’s job as an HR reporting JPERSTATs and casualty reports. officer, warrant officer, or NCO, SOF HR professionals More and more is being asked of our SOF HR must understand the skill compositions of Operational professionals and the requirements continue to grow. Detachment Alpha, aviation air frames, Mature, seasoned AG Soldiers and civilian employees communications teams, and medical teams in both with the ability to think, write and brief at the garrison and on the battle field. operational and strategic levels continue to make them The depth of knowledge one must have to work in the ―tip of the spear‖ in the military’s premier HR role. the SOF environment goes far beyond HR wartime With thorough screening processes, and stringent functions, personnel services, strength management or requirements and procedures, USSOCOM is sure to get awards. These professionals are often at the forefront of the best and brightest HR professionals within DoD and a J1 at a Joint task force, cross leveling skills and ranks will continue to lead from the front. from all branches of service, handling FITREPS, EPRs In closing, remember the Adjutant General’s Corps and OPRs, JMDs, and processing casualties from all Regimental Association is our professional HR forum branches of services. Additionally, training such as and provides opportunities for recognition and SERE, advanced marksmanship, medical training, and professional connection. Please continue to renew or computer systems based training is common for those sign up for AGCRA membership and most importantly, serving in SOF and Joint organizations. Often behind encourage other members of the AG Corps to join. the scenes, HR professionals hold key positions of Share the regiment’s rich history and stories with your responsibility within their organizations and are often subordinates and give them insight into what the called upon by their unit’s most senior leadership. It is AGCRA does for Soldiers. I am humbled and honored to not uncommon for HR professionals to remain assigned serve as your Chief Warrant Officer of the AG Corps. to a SOF or Joint organization for more than the normal Defend and Serve! three year CONUS tour because of the investment, extensive training and education process that is required to work in this demanding environment. SOF is taking on a bigger role in global events every day. The footprint of SOF is typically small, but due to the large success of SOF in the CENTCOM AOR, SOF continues to grow and will soon have a mission command headquarters in Afghanistan led by a two- star SOF general officer in charge of all theater special operations assets. In order to build this headquarters, USSOCOM will use the SOFORGEN concept (much like 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 1775. Training and counseling has been my constant soapbox, so I will close on my soapbox. The AG School is charged to produce the best professional AG Soldier possible that is capable of accomplishing the HR mission regardless of unit of assignment. As your AG School CSM, it was my intent, with the support of leaders and writers of the Soldier Support Institute Training Development Directorate, the Instructors of the 369th AG Battalion, and the Noncommissioned Officers Academy to improve the level of education and experience of our Enlisted AG Corps Soldiers when they attend enlisted professional development courses. I think as a Corps we were Hello again AG Family and friends. This is able to accomplish this by updating all HR lesson the hardest note I have ever had to write. This is plans, in both AIT and NCOES, ensuring they are my farewell note as your Regimental and AG sequential and progressive. The next Regimental School Command Sergeant Major. On April 27, and AG School Command Sergeant Major, CSM 2012, after three years and four months, I will Culbertson, and the team can continue to improve stand behind the podium for the last time, serving enlisted education and take it to the next level. in the best job in the Army and say thank you to As your Regimental CSM I wanted to put a face the Soldiers and Civilians that make up our great to the position and remind our AG Corps Soldiers AG Corps and that I have been blessed to serve why the position exists, which is to represent with. It is true what they say, ―time flies when you them. I was interviewed by the Fort Jackson are having fun.‖ This has been a fast and exciting newspaper, The Leader, my first day on the job. ride for me and my family. I have enjoyed every When I was asked what I wanted to accomplish I stop along the way, but this is my final stop. stated that I wanted to instill pride in Soldiers, First, I give special attention to our Special particularly AG Soldiers. I pray my representation Forces AG Soldiers and the missions they of you as your Regimental CSM has made you accomplish every day. Thank you Special Forces proud to say ―that’s my Regimental‖ and energized AG Soldiers for the great support you provide the you to be proud to say you are an Adjutant SOF Operators and the sacrifices you and your General’s Corps Soldier. Families make. Thank you for operating in an Father God, thank you for the awesome environment that not all can operate in. Your opportunity you blessed me with to serve my performances in and with the SOF units are not nation as your Soldier. I pray I have served you just taking care of paperwork for them, but I know and them well. AGCR 6 signing off. God bless our you are serving side by side with them. When they Corp and our Army, and God bless the USA. pick up and move on short notice, you do things Defend and Serve! you cannot talk about, you move and support them as part of the ―Quiet Professionals‖ Army community. Please know the work you do on the dark side has a great impact on the conventional side. I also want to give a special thanks to our Soldiers that take care of our President of the United States and the First Family, your work does not go unnoticed. As I depart I will not attempt to list all the changes and accomplishments we have achieved as a Corps during my tender. When I reflect back the list would be too long for my one page limit in 1775 Spring 2012 5 SECTION II: 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 The state of the AG Corps is strong. The Army Promotion. I am convinced that the Army’s continues to trust human resources (HR) professionals to promotion selection process is conducted fairly and command units and serve as the principal advisor to the equitably by boards composed of mature, experienced, commander and for all matters concerning HR functions senior officers. Each board consists of different and strength management / strength distribution actions members. Women and minority members are routinely as well as essential personnel services. Commanders appointed. Selection board members recommend those continue to demand our talented officers at every Army officers who, in the collective judgment of all of the echelon and in every type of unit. board members are best qualified for promotion and We are currently 142% overall strength of Active future service in the Army. Component 42 coded officers in the Army’s inventory. I Manner of performance seems to be the prevailing contend that our Majors are the center of gravity for the factor in regards to selection for promotions to all AG corps. More than six years after the Army’s grades. The results of the FY 10 and FY 11 Colonel, leadership decided to change the documents to assign HR Army Competitive Category promotion boards were professionals to Battalion and Brigade S1 positions vastly different from recent years. Only one AG officer through Personnel Services Delivery Redesign (PSDR), was selected below the zone and zero officers were we have an increased number of AG Captains serving as selected above the zone. Our primary zone rate was Battalion S1s than in previous years. Approximately lower than the Army at 22.5% (FY 10) and 34.2% (FY 62% of our Captain positions are Battalion level S1 11). positions. Approximately 1% of our Captain positions are The results of the FY 11 Lieutenant Colonel, Army command positions. We still have approximately twenty Competitive Category yielded a much higher selection four months before we are projected to have over 90% of rate for AG officers in both the above the zone (34.4%) our 817 authorized Captains serving in our battalion S1 and the below the zone (8.3 %) categories. Our positions. selection rate within the primary zone was below the Included in our overall 42 coded positions are the overall Army’s average. The FY 12 Majors, Army Army’s proud Band officers and the Army’s dedicated Competitive Category resulted in zero AG officers Equal Opportunity Program managers. Approximately, selected above the zone and our officers in the below 26% of our officers are not available to serve in the zone category being selected at a higher average authorized 42 positions because of retirements, (8.7%) than the overall Army’s average. The primary transitions, hospitals, schools, branch detailed, or they zone selection percentage (85%) was slightly below the may be currently serving in an 01A position. Our officers Army’s overall average. The majority of our 1LTs are deploy and otherwise move at the same rate as all basic selected for promotion to CPT. branch officers. The overall number of 42 coded officers Command Selection List (CSL), AG Battalion in the inventory is outpaced by the insatiable demand for Command / Key Billet Opportunities. We have a our HR professionals. total of twenty seven 42H coded AG Battalion Professional Military Education (PME). The command / key billets. Our AG promotable Majors and majority of our Captains and Majors who will be LTCs compete for ten Division G1 positions, three TSC considered in the primary zone and in below the zone G1 positions and the CSL US Army Special Forces category for Major and Lieutenant Colonel respectively in Command (USASOC) G1 position. There are a total of fiscal year 2012 have completed or are enrolled in the thirteen 42H coded battalion command positions; the Adjutant General Captain’s Career Course or 369th AG Battalion at Fort Jackson, SC, three in NATO Intermediate Level Education. battalions, four reception battalions and five Military The Senior Service Colleges (SSCs) provide senior Entrances Processing Stations (MEPS). Our officers level professional military education and leader compete for fourteen 01D billets with Financial development training. Sixteen AG LTCs and COLs were Management Officers only; the Training Support selected as principals on the FY 11 (Academic Year 2012 Battalion located at Fort Jackson, SC and the Special – 2013) Army Competitive Category SSC list. Each of the Troops Battalion / Brigade Troops Battalions within officers selected have a strong manner of performance in the Army’s 13 Sustainment Brigades. Additionally, their respective Command Select List Division G1 or our officers compete for the Army’s nineteen LTC Battalion Command position. We currently have 17 AG installation level commands, and the forty LTC LTCs who have the military education code SSC, which Recruiting Battalions. represents 19% of the AG LTC population. We currently have approximately 27 % of the AG 6 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com LTC population of promotable MAJs and LTCs who to throw their hats in the ring. were selected for CSL. Many officers in the RC population either did not In conclusion, the state of the AG Corps is viable, understand the assignment process or refuse to consider necessary and strong. Our field grade officers and the logic behind it. There are three very basic criteria senior leaders continue to encourage, mentor, and train that are considered (in order) with every PCS our officers. I encourage each of you to share and assignment: 1. The needs of the Army; 2. The officer's mentor your five year plan and professional timeline career path; and 3. The officer's preference(s). We work with subordinate officers. Insist that they update their very hard to ensure these three criteria line up in the DA photos, Officer Record Briefs (ORBs) and advocate best way possible. for the 42 coded Key Developmental positions IAW DA When I first got on ―the desk‖, there was no career Pamphlet 600-3. Defend and Serve! plan in the DA Pam 600-3 that was conducive to an AG Thoughts from an Assignment Officer, by MAJ AGR Officer. The Career Plan in the 600-3 is primarily Brett Robinson. Most officers who come to HRC for for Active Component officers. The positions offered to duty as an Assignment Officer do not do so by choice. I AG AGR Officers do not line up nicely with their normal was probably the exception. Though, I did not lobby for career progression. So, at the request of the HRC DCG, the job, I was a little fired up when I found out what I we drafted a new AGR-centric career plan which was going to be doing and I was eager to get here. I included positions that are specific to the AGR program. came to HRC expecting to encounter some fairly sizable This draft was only the beginning. It was helpful for us problems and I did not need to look very far. Within to create it, but since HRC is not the proponent for such, the first couple of days I noticed that I was responsible it is up to OCAR to consider our suggestions as they for managing a number of officers that were not AG, review the AG AGR career plan process. but a variety of RC officers. I asked a coworker why One job that I did not anticipate when I came to there were officers in my managed population that were HRC was managing IMA and IRR Soldiers. When I was not AG officers. There was no good answer for it. out in the operational Army Reserve, I never considered Within the next couple of months we created an AG RC who took care of IRR or IMA officers. Every once in a dashboard to identify misaligned officers, personnel while, as a Deputy G1, I would receive a phone call or an strengths and shortfalls, monitor and manage e-mail from an IRR or IMA Soldier. I always referred professional military education, and better prepared them to HRC. As it turns out IRR and IMA officers ourselves to identify the right officer for the right need a lot of help and the AG RC Assignment Officer is position at the right time. responsible for assisting them. Though we do not assign It has been ten months since I took over as the AG IRR or IMA officers in the same way that we assign RC Assignment Officer. And I have learned a lot. I AGR or Active Component officers, it is still our have worked through several of the challenges that face responsibility to assist them in the assignment process the RC AG community, especially AGR career and help them manage their careers. management. One of the biggest issues was the I have been on the desk for almost a year and one of absence of qualification / certification for some of the the things that still challenges me is the amount of AG officers serving in DMOS 42 coded positions. There are officers who wear another branch on their ASUs. Most two ways to fix the problem and both are pretty simple. of these officers are grandfathered because of the merge The first step is merely to get the word out. Every RC from 43A to 42H. They all require support to ensure officer serving in a 42 coded position must be certified they are trained and qualified and epitomize the high as an AG officer. That means attending the proper standards Commanders and Soldiers expect from AGs. school and being awarded the 42H AOC. We found that some officers actually had the training but were never awarded the 42H AOC. With a little research and some patience we slowly began to update the system to reflect the appropriate AOC. Another career management issue that seemed to be hurting the RC AG Corps was the reluctance of many officers to better themselves by seeking out and serving in challenging assignments. The positions that I had assumed would involve the most competition actually ended up being the most difficult positions for me to fill. The RC does not have CSL Selection for G1 positions. It is up to the Assignment Officer and the Senior Personnel Management Advisor to select the appropriate officers to nominate. I assumed almost everyone with a mildly competitive file would be lining up to be a G1. In truth, I almost had to beg for officers The AG Officer Branch Assignments Team, HRC. 1775 Spring 2012 7 AG Warrant Officer Branch Update By CW4 Kevin W. Smock , AG Warrant Officer Branch Manager

Assignments Officer Transition As I pondered what to write for this edition of the 1775 I really didn’t know which particular topic would be relevant. I have dwelled on this for quite some time and then a subject came to mind, transitioning of personnel between assignments. A fitting topic as I transition from my duties as the Adjutant General Warrant Officer Assignments Officer. The Army does a great job ensuring we meet our career developmental path IAW DA Pam 600-3 and a Personnel Change of Station (PCS) is always in our future every 24-48 months. Do we as Army professionals do a great job ensuring that our inbound counterpart is prepared to assume the duties of the assignment that you are about to depart? The answer everyone should state is yes: there is a great right / left seat ride transition planned, there is an in depth continuity book prepared, and an exit plan has been thought out and in place. Reality is that even with all the great preparation there are little ankle biters that emerge and the best intended plans can go awry, but do your best to stick to your transition plan. As I depart the desk for my new assignment, I want to take the time to pass on what I have observed as being important from my time as your Adjutant General Warrant Officer Assignments Officer: 1. For the Commissioned Officers – Trust in your Warrants and NCOs, they know what needs to be done to complete the mission, allow them the flexibility to complete the mission. Ensure that you are providing the coaching, teaching, and mentoring that they need, if they are not performing ensure it is documented accordingly both personally and professionally. 2. For the Warrant Officers – Never forget, you are the technical expert, stay relevant with the continuous changes in HR policies and procedures. You are the smallest population on Active Duty, which is comprised of 16,000 warrant officers, 80,000 commissioned officers, and 489,000 enlisted Soldiers, but your impact on the field is large. Continue to learn, grow, and seek advice. It is incumbent on you to coach, teach, and mentor, don’t shy from it. Know your trade and your seniors and juniors will look to you for answers. If you don’t know an answer, the support group that is available is tremendous and reaches all levels from the smallest unit to the senior levels of the Pentagon. Don’t ever say I don’t know or it cannot be done, lead from the front. 3. For the NCOs – You are the backbone of the Army. Continue to lead and train our junior Soldiers, without your knowledge they will not succeed. I encourage those who are contemplating a career change and desiring to submit a Warrant Officer packet and providing the best Human Resources services in any armed forces. My last words of encouragement are do not forget the Commanders, Soldiers, and Families we support, they deserve the best Human Resources support that we can provide, not an easy task, but that is why we are AG Soldiers. As my tenure is winding down I thank each of you, the AG senior leaders, the Commanders in the field, the NCOs, and most importantly, the AG Warrant Officers, thank you for your support, together we made it happen. I ask that you continue to provide your outstanding support to my replacement, CW4 Yinusa A. Adeoti, his contact information is [email protected], 502-613-6189, DSN 983.

8 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com AG Enlisted Branch Update By LTC Bill Willis, AG Enlisted Branch Chief Diversify Your Assignments and Stand Out During the short time I’ve had the privilege of to the rest. It also specifies that SSGs and above (that serving as the AG Enlisted Branch Chief, our highly have not executed an indefinite reenlistment) will be dedicated Professional Development NCOs and unqualified for reenlistment if their OMPF contains one Assignment Managers have reviewed thousands of of the following: a Relief-for-Cause NCOER; a ―No‖ in personnel files of our HR Soldiers in the course of Part IV of the NCOER; a senior rating of 4 or 5 in Part finding the right Soldier for the right position at the V of the NCOER; and / or a DA Form 1059 (Service right time. The files that cross my desk after this School Academic Evaluation Report) indicating a failure extensive review, and truly stand out from the rest, are in an NCOES course. those that have a combination of assignments (within It also includes the following mandatory reasons for the 42A HR core competencies) to the operational Army commanders to initiate a bar to reenlistment: loss of and generating force, along with special duty MOS qualifications due to the fault of the Soldier; assignments such as Drill Sergeant, Recruiter, denied command list integration for promotion by unit Airborne, IG or EO. commander; an incident involving the use of illegal So, why is it important to have a file that stands out drugs or alcohol within the current enlistment period among your peers? As the Army faces significant force (resulting in certain administrative or punitive action); reductions over the next several years, personnel two or more field grade article 15s during the current policies will be tailored to meet personnel end strength enlistment; and / or AWOL for more than 96 hours objectives and preserve the high quality of the All during the current enlistment. Volunteer Army while identifying those Soldiers with The Qualitative Service Program (QSP), effective 1 the greatest potential to meet future requirements. Of April 2012, is another performance based program that course a Soldier’s duty performance in any position will uses centralized board processes to identify and select continue to be the single most important factor when it NCOs for denial of continued service whose performance comes to retention and selection for promotion. This is and conduct does not meet Army standards, or their also true for DA Centralized Selection List positions as potential for advancement is less than their peers. The well as special duty and nominative assignments. QSP consists of the following three elements: the With NCOERs continuing to be inflated, sometimes Qualitative Management Program Board will consider it’s not easy distinguishing the best of the best. But, senior NCOs (E7-E9) for denial of continued service given two Soldiers with equal evaluations, the next based on performance, conduct or potential for factors that are taken into consideration are the advancement; the Over Strength Qualitative Service Soldiers’ breadth of experience, deployments, mix of Program will consider NCOs (E6-E9) for denial of TDA and MTOE positions and any other special skills continued service who possess a specific MOS and grade he or she may bring to the table. These other skills or that is projected to be over the Army’s 12 month special requirements include being airborne qualified, operating strength goals; the Promotion Stagnation completion of required NCOES courses, possessing Qualitative Service Board will consider NCOs (E6-E9) ASIs, SQIs, and even advanced security clearances. for denial of continued service who possess a specific The first of these new policies, Army Directive 2012- MOS and grade where promotion stagnation exists 03 (Army Retention Initiatives) and the Enlisted As the Army begins shaping the force to meet its Qualitative Service Program, have already been future requirements, Soldiers need to stand out from published. These policies are part of the new their peers to make sure they are not caught up in performance based process to identify the very best personnel reductions. Leaders have the obligation to junior Soldiers and NCOs that will be privileged enough help grow and mentor our Soldiers to include they to continue to serve in our great Army. Let’s take a receive performance counseling. Leaders must also quick look at the highlights of each policy and see what ensure Soldiers know to strive for other attributes and they mean to Soldiers as we move forward. experiences, such as the right mix of MTOE, TDA and Army Directive 2012-03 empowers brigade level special duty assignments, deployments, and completion commanders to reenlist the best Soldiers with the right of required NCOES courses, to ensure they remain skills to meet Army requirements. They will be given competitive. All too often I receive requests from specific reenlistment objectives and will not be allowed leaders to extend a Soldier in a position or location when to exceed those objectives. Gone are the days where any the Soldier does not have the appropriate broadening Soldier is allowed to reenlist that is eligible. experience. This limits the Soldier’s professional Commanders must now look at the eligible population development opportunities and, therefore, has the and determine the best qualified Soldiers they will give potential to make them less competitive than their the opportunity to reenlist, and deny that opportunity peers. Defend and Serve! 1775 Spring 2012 9 A Human Resources “Lens” on Army Special Operations By COL Dane D. Rideout, USASOC G1 The Adjutant General School and Support units in the Army National has graciously dedicated this issue Guard. of 1775 to our 700+ Human USASOC’s major subordinate Resources professionals serving commands include (also see Figure 1 on the inside our Army’s Special Operations. In this issue, you next page): the U.S. Army Special Forces Command will find a myriad of articles spanning the ―tribes‖ that (Airborne) and the U.S. Army John F. Kennedy Special make up our Special Operations community, intended Warfare Center and School, both located at Fort Bragg, to articulate the nuances of our mission, deflate a few NC. Its major subordinate units include: the 75th myths, and maybe plant a seed in those interested in Ranger Regiment at Fort Benning , GA; the 160th serving in a uniquely trained and highly specialized Special Operations Aviation Regiment (Airborne) at Fort side of the Army. This is a peek behind the green door. Campbell, KY; the 4th Military Information Support Now on my third Special Operations assignment, I Operations Group (the ―artist‖ formerly known as 4th like quite a few in the conventional Army outside of PSYOP) (Airborne); the 95th Civil Affairs Brigade Special Operations prior to September 11, 2001, had (Airborne); and the 528th Sustainment Brigade (Special arrived at some preconceived perception based upon Operations) (Airborne), all at Fort Bragg. On any given Hollywood pulp fiction or television drama, that day, elements of all five active duty Special Forces contributed to my ignorance and idealization of what groups, one Ranger Battalion, some 34 special Special Operations actually did on the battlefield. I operations aircraft, more than 35 Civil Affairs Teams, 35 remember vividly while attending college listening to Military Information Support Operations Teams and my very liberal history professor pontificate on how numerous supporting logistics units are deployed Field Marshall William Slim of the ―Forgotten Army‖ around the world to over 50+ countries. was quoted in his memoir 'Defeat into Victory' making a Let me take a few moments to clear up some of the very emotionally charged argument against Special mystique surrounding our very unique organization and Operations units, saying ―they take the top 10% away hopefully put to bed some of the ―urban legends or from conventional units, where they are badly needed, myths‖ surrounding Special Operations. and wind up getting expended in small actions that First and foremost, we are the ―Army’s‖ Special don't do much to help the main effort.‖ I wonder if his Operations capability, proudly wearing ―U.S. Army‖ opinion would be a bit altered as he gazes upon the above our heart, Soldiers to the core of our soul, made ―true economy of force‖ organization making up less up of the same amazing Americans who adhere to the than 5% of today’s modern Army, which has been beliefs in professional values, dedication, high standards responsible for removing over 75% of the high value and a commitment to something bigger than ourselves. targets from the modern battlefield. Our formations are not filled with reckless cowboys who Established at Fort Bragg, NC on December 1st, ignore regulations, policies and rules, have limitless 1989, the U.S. Army Special Operations Command checkbooks and silver lined pockets, are privy to shorter (USASOC) is the Army component of the Joint U.S. deployments and get all the cool toys before the rest of Special Operations Command (SOCOM) and is among the Army. the most diverse organizations in the U.S. military, I think most visitors and new members to our family bringing an amazing range of competencies and are quickly surprised the motto ―Quiet Professionals‖ is disciplines to support global combatant commanders a holistic lifestyle more than a catchy nickname. In and ambassadors worldwide. USASOC’s fundamental regards to our support Soldiers, I am humbled daily by mission is two-fold: to organize, train and equip ARSOF the level of professionalism, technical expertise and units and Soldiers, and to deploy them worldwide to vision our SOF HR Soldiers bring to this very meet the requirements of war plans, geographic unpredictable and dynamic fight. Required to achieve combatant commanders and ambassadors. and maintain in most cases a Top Secret – Sensitive It is well known that since 9/11, few elements of the Compartmented Information Security (TS-SCI) U.S. military have been more involved in the global war clearance, complete Airborne School and perform on terrorism than USASOC. Our Soldiers have been airborne operational duties in addition to their HR among the first forces to deploy in support of U.S. and proficiencies, it is not uncommon for some of our HR coalition force objectives of which, some of these Soldiers to very quickly find out that there is a bit more Soldiers are now on their 13th or 14th combat rotations. on the plate than originally advertised. It is also not An elite organization and strength of more than 28,000 unusual for our junior NCOs and company grade officers personnel, USASOC commands both active-duty and is to find themselves working in extremely austere responsible for training and equipping Special Forces environments, alongside coalition counterparts, 10 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com immersed in Joint operations without any formal HR infrastructure to tap into for support or assistance. While ARSOF HR professionals wrestle daily with the same challenges as their conventional counterparts, the difference really gets cloudy in several areas: funding, the way in which we deploy our forces, individual manning requirements and TRADOC like responsibilities.

Figure 1 – USASOC Command Structure Funding. USASOC predominantly receives funding from both the Army and USSOCOM. There are quite a few other ―colors‖ of money Army Service Component Commands work with; however, these are the two main funding streams. The regulatory and statute spending, documentation and programming requirements that follow these funding sources double the workload for all ARSOF staff directorates and subordinate commands, normally without any additional staff structure. The normal funding Program Objective Memorandum process that our staffs compile each year is duplicative in nature for Army and SOCOM, however, very much entirely different in regulation, usage and application for both funding streams. Rounding out these requirements are the additional Congressional mandates imposed by the creation of a Special Operations Command outlined by the Goldwater-Nichols Department of Defense Reorganization Act of 1986 and the Nunn-Cohen amendment to the act in 1987. How we deploy. Our focus continues to emphasize its unconventional warfare capabilities and use foreign internal defense, civil affairs, and information operations skill sets to enable willing partner nations to eliminate the conditions that provide fertile ground for terrorist causes. Defeating terrorists will require not only capturing or killing today's operatives, but also influencing the conditions that will impact the vulnerability of future generations to terrorist recruiting. In layman’s terms, the goal for Special Operations Forces is to provide nations with the tools, training, and capabilities to secure their own borders and provide their own internal stability, thus helping civilized people around the world to live free from fear of terrorist attacks. The way in which we deploy is how we get after this focus. It is very important at this point to debunk the ―short deployment‖ myth for those of us who have weathered a 12 or 15 month deployment as part of the Army’s ARFORGEN cycle. While 5-7 month tours to the CENTCOM AOR are the norm for most ARSOF operational units, all of our formations are regionally aligned to some part of the world and require a constant engagement strategy in order to maintain presence, cultural awareness, operational necessity or support other on-going operations that are not as highly publicized or known about to the general public. Tie these 3-4 month rotations to the garden spots of Mali, Mauritania, Columbia, Kosovo, Indonesia, and Yemen, coupled with 30 day predeployment mission training away from home 1775 Spring 2012 11 stations, you begin to recognize very quickly the true Military Information Support Operations dedicated to pressure on our force Special operators endure on an only SOF requirements, unless coordinated between annual basis. We are currently wrestling with how to USASOC and HRC until SOF unique requirements document or clearly define this pressure or high decrease globally. While this decision has allowed PERSTEMPO on the force using Army or Joint ARSOF officers / NCOs to remain committed to SOF systems, however, a quick addition and analysis of the only requirements, we as a command are still trying to last 11 years of persistent conflict and of the time away determine the second and third order effects on the from the pillow, has most operators at home only 60 to following: critical developmental opportunities only 100 days at most a year. available in the conventional Army, the positive long Individual Manning Requirements. As term relationships formed at Non-SOF assignments for discussed earlier, USASOC has two higher our officers and NCOs and the effects of the extreme headquarters that we must answer to: Department of friction generated between USASOC and HRC as a the Army and USSOCOM. We receive requirements result of not filling officer 01A / 02A requirements. and have responsibilities to both, however, as you can “TRADOC-like” Responsibilities and Career imagine our processes, personnel systems, and Management Fields 18, 37 & 38. USASOC is the only leveraged taskings are not always transparent and organization in the Army that has responsibilities and cause friction with both higher headquarters. In the authorities to produce three Career Management Fields ARSOF HR arena individual manning has become our that do not fall under Training and Doctrine Command. focus and encompasses a plethora of organizational This enormous task is accomplished at the U.S. Army energy to ensure we maintain personnel readiness. The John F. Kennedy Special Warfare Center and School best example is the same problem all of us face in (SWCS) located at Fort Bragg. On any given day, over conventional units prior to deployments – ARFORGEN 3,100 students are enrolled in SWCS training programs and ―just in time manning‖ coupled with WIAS that range from entry-level training to advanced requirements. ARSOF is unique in that we are warfighter skills for seasoned officers and NCOs. The required to be manned at or above 100% IAW Army 1st Special Warfare Training Group (Airborne) qualifies manning guidance. Additionally Special Forces units Soldiers to enter the Special Operations community and are fenced. teaches them advanced tactical skills as they progress The friction is in the transparency of our personnel through their careers. The Joint Special Operations systems. Because we have enjoyed a fenced Medical Training Center, operating under the auspices environment and increased manning over the years, of the Special Warfare Medical Group, is the central coupled with how we deploy and the requirements training facility for DoD Special Operations combat imposed by USSOCOM, we in ARSOF have let medics. While most courses are conducted at Fort personnel information in Army systems atrophy. This Bragg, SWCS runs courses across the country which critical data input at the battalion level is having include the Combat Diver Qualification Course in Key catastrophic impacts to our force at the strategic levels. West, FL and the Military Free Fall Course in Yuma, Additionally, since SOF units are not included in AZ. ARFORGEN cycles (we have a separate SOFORGEN Looking forward. So where do I think we are cycle), we are in constant dialog with the Army G1 and going and what are we doing on the Human Resources HRC trying to reestablish a common operating picture side besides supporting a bunch of ―Snake Eaters‖ that of manning levels, taskings and future requirements as are killing bad guys? USASOC has focused the 700+ HR global SOF requirements emerge. The best example to professionals in the following areas of priority: highlight this issue is the disconnect between WIAS #1 – Attention and upkeep to our Army HR Systems and e-JMAPS. As we all know, one system is used and getting back to the basics of our HR craft through specifically for Army requirements, the other captures education, training and a very robust performance the Joint requirements of which USASOC is required to management indicator program that is reinforced by a update both. The friction is in the analysis and COL Steve Shea idea to create a Human Resource validation of both Army imposed requirements and Training Team (HRT2). This 20 month deep dive has those leveraged by USSOCOM. If accurate and codified dramatically improved the data inside Army systems, data from both are not combined and then integrated provided a HR dashboard snapshot of critical areas to with validated Requests for Forces (RFF) during global commanders and our HRT2 has filled the critical requirement and sourcing conferences, the total picture training capability gap caused most likely by the of requirements leveraged against ARSOF formations elimination of our PERSCOMs and PSBs being are never realized, nor are DA and OSD aware of the deactivated and the gained efficiencies of future HR true commitment of ARSOF forces to the fight. systems (IPPS-A). At the time of writing this article, the Army G-3 #2 – The development and employment of an HR and senior leadership recognized the over commitment management tool that was designed on a Microsoft of ARSOF forces and has limited CMF 18 - Special system foundation and will now be universal to all of Forces, 38 - Civil Affairs and ARSOF only 37 - SOCOM. Most Army systems seem to be designed for 12 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com 5th Special Forces Soldiers executing airborne operations with the Chilean Army.

the Army G1 and HRC, the new SOCOM system is designed by and for ―the Special Operations user.‖ It is able to eliminate all those excel spreadsheets and access databases that are different at every unit and change every time you PCS. It is able to import data from Army systems and in my opinion is the be-all system that IPPS-A is promising to deliver. To reinforce my belief in this system, our classified units and the Joint Special Operations Command have been using the new SOCOM system successfully for the last two years. #3 - The concept development and manning strategy for all SOF manning requirements for Afghanistan beyond December 2012 and beyond. #4 - The concept development and implementation of a talent management process and structure that would integrate our HR management tool with both Army HR systems and eventually the Army’s Green Pages web-based system initiative that would forecast and assist in not only building a bench of SOF Operators and SOF trained HR professionals, but also, assign the most qualified officer or NCO to the right place, at the right time. As you read the proceeding articles in this 1775 issue submitted by all of our major formations making up Army Special Operations, I hope you come away with a more educated understanding of the world in which we operate and are able to frame a much more educated perception of ―your‖ Army Special Operations. We who serve and have served in Special Operations believe in five very important SOF Truths that are captured as follows: Humans are more important than hardware; Quality is better than Quantity; Special Operations Forces cannot be mass produced; Competent Special Operations Forces cannot be created after emergencies occur; and Most Special Operations require non-SOF assistance. But make no mistake, every Special Forces HR professional starts his or her day with one question: ―What have I done for the Operator today?‖

MSG Jeremy Dixon, USASOC G1, conducts a Jumpmaster inspection on CPT Melissa Hoaglin, USASOC G1 Chief Enlisted Management Branch, prior to airborne operations.

1775 Spring 2012 13 USASOC Special Capabilities and Skills Management – Get Outside the Box By COL Douglas Stitt, CPT Melissa Hoaglin and CPT Lawrence Torres The United States Army Special Operations Management Branch (EMB), USASOC G1, receives the Command (USASOC) specializes in every aspect of MAVNIs list from the Army G1 upon accession, and warfare including unconventional warfare, counter identifies those MAVNIs that meet the command's proliferation, direct action, psychological operations, current needs based on language and MOSs that are special reconnaissance, civil affairs, foreign internal required for the full spectrum of current and projected defense and information operations. These missions operations that fall within the scope of USASOC’s are accomplished by not only Special Operations Forces purview. This list is then provided to the Special (SOF) but also the best qualified non-SOF personnel Operations Recruiting Battalion (SORB) for targeted providing intelligence, signal, administrative, logistics, recruitment at the Soldier's advanced individual medical and aviation support. The ability of these non- training. Once interviewed and the MAVNI recruit SOF forces to conduct support operations through any volunteers to serve in the USASOC community, he / she and all means is what facilitates the strategic will sign a volunteer statement which the SORB will capabilities within SOF formations and enables mission forward to EMB, USASOC G1. Analysis is then completion without fail. In order to provide strategic conducted by language, MOS, additional skills and and specialized capabilities, USASOC manages not only availability data; each MAVNI will be identified for the additional skill, and special skill identifiers but also assignment to a specific unit within USASOC to unconventional skills and talent possessed by its optimize their potential. troops. As there is no current Army system to track or HR personnel within the SOF community have manage the MAVNI population, SOF S1s must track been integrally involved in the development of human 100 percent of their MAVNIs by name to ensure they capital based capabilities that provide additional meet security requirements and are utilized in enhanced alternatives and qualifications to combatant accordance with DOD policy and the USASOC manning commanders, ambassadors, and ultimately, the guidance. Commanders must also enable President of the United States. The roles USASOC HR familiarization and currency status of primary MOS in personnel play in the development of HR programs, the event the Soldier does not decide to assess into a management of personnel inventory, and tactical SOF MOS. Semiannual language analysis updates are utilization are some of the many ways they remain required in order to adjust manning priorities and relevant and are continuously involved in planning and ensure up to date and relevant utilization of personnel. execution of operational missions. A few of the All reassignments, punitive actions, and security issues programs that exemplify this process are the Military must be carefully watched by HR personnel as well Accessions Vital to the National Interest (MAVNI) and because they not only impact OPSEC of the unit but Cultural Support Teams (CST). potentially the citizenship and status of the MAVNI. Military Accessions Vital to the National Overall, there have been 791 enlisted MAVNIs who Interest (MAVNI). The MAVNI program was entered the Army, 310 or 39 percent of the MAVNIs authorized by the Secretary of Defense on 25 November have volunteered for assignment to USASOC. One of 2008 as a pilot program to recruit legally present non- the most recent initiatives for the MAVNIs within citizens to help meet critical DOD personnel needs in USASOC is to utilize them as instructors at SOF healthcare and foreign languages / cultures. MAVNI training courses. This multiplies the impact of these Soldiers volunteer to serve approximately 24 month individuals’ knowledge, language abilities, and cultural tours with SOF units for the purpose of providing expertise by targeting all of the students who cycle the language and culture specific capabilities at the Special Forces, Civil Affairs and Military Information conclusion of which they will either attend selection Support Operations training courses prior to entering courses for SOF MOSs, or be reassigned into the USASOC formations. This out of the box utilization was conventional Army. The process to obtain MAVNIs developed by SOF HR personnel in conjunction with starts at the recruiting station where the United States SOF Sergeants Majors. This exemplifies the ability of Army Recruiting Command (USAREC) is responsible SOF HR professionals to identify additional capabilities for identifying all personnel who meet the prerequisite and utilization of personnel to meet commanders' needs requirements and have the skills to be assessed onto and requirements enhancing SOF effectiveness and Active Duty under the MAVNI program. USAREC is mission success rate. also responsible for assigning an enlistment code of 42 and providing the Army G1 with a by-name roster of all MAVNIs assessed into the Army. Enlisted 14 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Cultural Support Team (CST). USASOC is an exemplary model of an agile and adaptive organization notably when it comes to utilization of personnel. One specific example of this is the CST and Female Engagement Team (FET) programs supporting USASOC operations. The creation, manning, deployment and future status of these programs demonstrate the firm linkage between the generating force and operational force within USASOC. These programs are superb examples of three of the ARSOF fundamental truths: Humans are more important than hardware, quality is better than quantity, and most special operations require non-SOF assistance. US Marine formations, in Afghanistan and Iraq, initially capitalized on the use of female searchers as part of their operational security requirements. Called the Lioness Program, female Marines Army 1LT Rebecca Wagner, from Mahomet, Illinois, received training in personal counts with the Afghan children at the Red Crescent searches, cultural awareness and small unit tactics and conducted Society orphanage in Afghanistan. 1LT Wagner's unit, searches of female personnel at the 4th Combat Aviation Brigade (CAB), delivered checkpoints. In March 2010, GEN David Petraeus, then the CG school supplies, clothing items and toys to the International Security Assistance orphanage as part of a Female Engagement Team Force, directed that all forces under outreach mission. (Photo by Army SPC Jeanita C. United States Forces – Afghanistan develop and train FETs. Pisachubbe, 4th CAB Public Affairs) US Special Operations Command, in turn tasked each of their service special operations forces components to develop and submit plans for development of Cultural Support Teams. Planning between special operations officers in the Central Command theater, USASOC, Special Warfare Center, and Army special operations liaison officers began in earnest. The concept developed for CSTs was to serve as enablers in support of Army Special Operations Forces (ARSOF) in and around secured objective areas. Their primary task is to engage female populations to build rapport, foster relationships, and gain a certain level of trust. CSTs provide direct support to a range of activities from searches and seizures, cordon-and-knock, humanitarian & medical assistance, and civil- military operations. In order to support this concept, ARSOF planners designed a four person team comprised of a team leader, CST specialist, medical provider and interpreter. The Team Leader and CST specialist are MOS immaterial billets, the medical provider a Medical Service, Army Nurse or Nurse Practitioner and the interpreter focused initially on Dari / Pashtu speakers. Upon development of this concept and team composition, planners in theater submitted a request for forces, that received Secretary of Defense approval and the first ARSOF CSTs were slated to deploy in January 2011. The CST and FET programs help ARSOF units promote the legitimacy of the Government of the Islamic Republic of Afghanistan with the relevant female civilian population. They serve as an important addition to the Army's Special Operations community as they allow specially selected and trained volunteers to serve alongside SOF in unique operating environments to accomplish a multitude of missions. USASOC G1 personnel planners participated in the concept development and operational working groups as the CST program moved into the execution stage. The G1 team focused its efforts on sourcing the manning requirements. After identifying a manning shortfall and analyzing the sustainability of current operations in the female force composition across USASOC, G1 planners coordinated for FORSCOM to provide additional support personnel for the initial program implementation. USASOC elements also contributed personnel and in early 1775 Spring 2012 15 November 2010 these personnel participated in an assessment program to determine their capabilities. This assessment and training focused on ensuring candidates met ARSOF physical, cognitive and emotional capabilities in order for CST personnel to fully support and enhance ARSOF operations. Through their training, the CSTs and FETs develop capabilities such as (1) engaging a host nation's female and adolescent population in support of ARSOF missions where their interaction with male service members may be deemed culturally inappropriate; (2) conducting key leader engagements; (3) performing Medical Civil Action Programs; (4) conducting tactical questioning as well as searches and seizures; (5) assisting with cordon-and-knock operations; and (6) conducting humanitarian assistance in support of civil military operations. Candidates successfully completed the assessment course then participated in pre-deployment training with ARSOF elements prior to deploying in early January 2011. The USASOC G1 directly provided personnel support for the candidates through assessment and deployment with TCS orders and assistance with their TDY vouchers. After the deployment of the initial CSTs, the USASOC G1 participated in several planning updates in order to open the candidate pool across the Army, and the Active, National Guard and Reserve components. Significant coordination with Army Human Resources Command in the Enlisted and Officer Personnel Management Directorates, the HRC Operations Division and the Army G1 Plans and Operations Division, resulted in an ALARACT recruiting message for Army wide distribution. There was overwhelming support for the program, demonstrated by over 5,000 hits on the CST website within one month and over 160 volunteers (across all components) for 50 training seats. The US Army John F. Kennedy Special Warfare Center and School (SWCS) continues to update the CST assessment and training courses to provide lessons learned from the first rotation, adapting the cultural and negotiating training and scenario role playing exercises with native speakers as a culminating event. The USASOC G1 team also worked with DA and SWCS to obtain a Professional Development Skill Identifier (PDSI) for personnel who completed the ARSOF CST course to enable future tracking, utilization, and recognition of newly acquired skills. Each respective PDSI is utilized to identify female officers, warrant officers and enlisted Soldiers in any area of concentration or MOS who have successfully completed the CST course or FET qualification training. Currently USASOC is on the third iteration of CST personnel that have graduated from the ARSOF CST course. TRADOC also has a course to train FETs. Though the two courses that currently exist are in fact very similar, the ARSOF course does differ from the TRADOC course. Personnel that attend the ARSOF course must attend and pass the Cultural Support Assessment & Selection (A&S) phase prior to attending the actual CST course. Upon successful completion of A&S, Soldiers are scheduled for the next available CST course. Once they are CST graduates, they will receive the PDSI of D5K. Personnel that successfully complete FET training by TRADOC will receive the PDSI of G3F. As far as the Army is concerned, the current plan is for future capabilities to be resident in CMF 37 & CMF 38, so that each respective CMF can otherwise gain the advanced skills required for cultural support operations. The additional capabilities required to conduct USASOC's strategic missions are not always within the current Army inventory. USASOC lives outside the box, thus must think outside the box to accomplish its mission in the most effective and efficient manner. This is accomplished not only by SOF forces but also with the best qualified non-SOF personnel providing unique capabilities and enabling the right leverage to accomplish specified missions. The MAVNI, CST, and FET programs are prime examples of how SOF HR personnel are deeply involved in special capabilities and skills identification and management. USASOC's focus is not limited to one aspect of warfare and its missions are not limited to just Iraq and Afghanistan. HR personnel within the SOF community must continuously stay abreast of operational requirements and have the versatility to analyze the full range of human capital available in order to support combatant commanders. Capturing and developing processes and programs that capitalize on additional qualifications then advising the tactical force on additional strategic options that increase capabilities and enable mission success are just some of the many ways SOF HR professionals continue to be trusted agents and advisors to this elite force.

16 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com U.S. Army Special Forces Command (Airborne) Enabling a Division of Green Berets By LTC Steve Turner ―You’re going to ―U – suh – fik.‖ [pause] ―U – suh –  Quality is better than Quantity. what??‖ ―U-suh-fik‖, as in U.S. Army Special Forces  Special Operations Forces cannot be mass produced. Command (Airborne) (USASFC(A)). Land of the Green  Competent Special Operations Forces cannot be Berets. created after emergencies occur. The vast majority of us live in the General Purpose  Most Special Operations require non-SOF assistance. Force (GPF). We have only heard of Special Operations USASFC(A) Mission: Headquarters, United Force (SOF) tangentially. Unless we served at Fort States Army Special Forces Command (Airborne) Bragg, NC or heard about SOF through those that are organizes, equips, trains, validates, and deploys forces or were serving there, we really don’t know they exist, to conduct special operations across the spectrum of let alone what their mission and scope of responsibility conflict, in support of USSOCOM, regional combatant entails. commanders, American ambassadors, and other A lot of times as non-SF Soldiers, we do not know governmental agencies as directed. what to expect upon arrival in the SOF world. New USASFC(A) G1 Mission: The G1 formulates, terminology, new TTPs, a different culture, it clearly implements, and monitors plans, programs, policies and illustrates the key point to this issue of 1775 and this procedures concerning personnel readiness and article in particular. What is Special Forces (SF), what strength management, civilian and military human is USASFC(A) and how does the AG Corps support resources management and the utilization of our these ―Quiet Professionals?‖ Drilling Individual Mobilization Augmentees (DIMA) To say serving on the G1 Staff has been an eye- and National Guard Special Forces. opening experience is putting it mildly. It is an USASFC(A) G1 Vision: A synchronized, efficient incredible adventure. Not only do we serve over 11,000 staff that is focused on friendly, accurate, and SF Operators, we provide HR support to over 3,500 low responsive human resources (HR) support to our most density MOSs and 150 civilians throughout the important asset: the ODA Operator. By extension, this command too. Our 14,500 customers reside in seven includes taking care of all HR requirements for the states and two countries in garrison. At the same time, Operators, our Support Soldiers, DA Civilians, and we have elements serving in over 40 countries. But if Family members of the command. Our staff is a team we had not been assigned to the USASFC(A) G1 Staff, that works seamlessly with our Group S1s and fellow we would never have known the incredible history, staff sections. ongoing story, and future employment of our SOF USASFC(A) Structure: Overall, we have two Soldiers. four-star chains of command: the Army Chief of Staff We as an AG Corps need to understand that SOF is and CG, US Special Operations Command (USSOCOM), an incredibly valuable facet of our Army and that as our Title X commander. The USSOCOM CG is a US AGs have many opportunities to learn and grow in this Navy Admiral with an Army LTG as the Deputy community. Here is an overview of SF, USASFC(A), Commander. Our immediate higher headquarters is and what it’s like to be an AG in this dynamic, cutting- USSOCOM’s Army Service Component Command: U.S. edge command. Army Special Operations Command (USASOC), Special Forces Motto: De Oppresso Liber (to commanded by an SF LTG. USSOCOM’s other Free the Oppressed). component commands include the US Navy Special SOF Doctrinal Missions: These missions make Warfare Command (NAVSPECWARCOM), US Marine Special Forces unique in the U.S. military, because they Special Operations Command (MARSOC), and US Air are employed throughout the three stages of the Force Special Operations Command (AFSOC). operational continuum: peacetime, conflict and war. Within USASFC(A), we have five active component  Unconventional Warfare and two ARNG Special Forces Groups (Airborne), or  Foreign Internal Defense SFGs. The SFGs, in essence, are BCTs. When talking  Special Reconnaissance ARFORGEN and US Army Manning Guidance, SFGs  Direct Action are BCT equivalent. Each AC SFG has four SF line  Combating Terrorism battalions and one General Support Battalion (GSB),  Counter-proliferation commanded by a Logistics LTC.  Information Operations. To become an SF Operator, the path is the longest SOF Truths: Since the inception of Special Forces and toughest in the US Army. It takes between 18 and in 1952, the Green Berets have lived by straight 24 months to complete the entire process. This makes forward TTPs, known as the following SOF Truths: strength management and accurate forecasting critical  Humans are more important than Hardware. in the assignments process. Starting with SF 1775 Spring 2012 17 Assessment and Selection (SFAS), only 30% will graduate the 3-week course. Then, it’s off to the SF Operations Qualification Course, or ―Q‖ course for over a year to 18 months. The course duration depends on the language and culture training the Soldier is assessed into and the MOS (medic is the longest). Along the way, the SF Operator also completes SERE (survive, evade, resist, escape). USASFC(A) G1 Operations: The USASFC(A) G1 actually does more with less. We are value-added. We find the ―Yes‖ answer. The key has been incessant communications with all levels within our command structures. In the spring of 2010, the G1 SGM visited each of the SFG HQs. It was a huge first for the G1 staff to go to our S1s to gain their perspective and HR issues in order to improve our HR processes. They discussed daily operations, the challenges their SFG and BN S1 staffs faced, and brought these concerns back to our HQs for the USASFC(A) G1 to make improvements. In August 2010, only three weeks after the new G1 was on board, the SGM took the G1 to all the SFGs, another first. Not only was it a great introduction to the S1 teams and the set up of the command, the visits educated the G1 on the unique challenges our SFG S1s face (e.g., geographical dispersion, perpetually supporting deployed Soldiers in 40 countries, supporting SOF Operators who are rarely at garrison due to deployment, training or leave before their next deployment). The G1 and G1 SGM brought back over 125 RFIs for the G1 staff to resolve. The biggest improvement was greatly expanding the G1 intranet portal to have near real time status reports on OERs, NCOERs, awards, personnel actions, and suspense requirements. We also expanded our SOP, policies, and procedures library and posted our TDA, civilian manning, and manning charts. Our second visit was in March 2011, resulting in another 75 RFIs and our third semi-annual visit was in August 2011. In addition to the semi-annual visits, we conduct monthly VTCs to share current information with the entire group at one time. Each September, the USASOC G1 conducts a HR Coordination Summit to synchronize all HR support to SOF. All the COL-level and higher command G1s / S1s and their NCOICs meet to discuss current and projected HR operations and policies. We finalize the annual field grade slate (MAJ, Former Battalion Commanders, and COL assignments), WO slate, and MSG / SGM / CSM slate. Also, each October, the USASFC(A) G1, G1 SGM, S1s and S1 NCOs converge at HRC for a 2-day session with OPMD and EPMD. We conduct PT together, meet with the OPMD and EPMD staffs, and have an OPD / NCOPD dinner. Our intent is to educate the new set of assignment managers annually on SOF, USASFC(A), SFGs, and ensure we fill our formations IAW the Army Manning Guidance. We perform all facets of HR support as outlined in FM 1-0. What makes HR support unique in our formations, is that we execute quasi-PSDR (Personnel Services Delivery Redesign). Similar to the operators we support, we follow their mantra ―By, With and Through.‖ Our SFG S1s operate independently. They conduct business directly with HRC. They also work actions through the USASFC(A) G1 staff and with the USASOC G1 staff. The lines, at times, are blurred, as we tend to flatten the AG structure to speed HR support back and forth with HRC. We also manage the personnel strengths of several joint manning documents for OEF, OND, and other personnel requirements outside of our command. In the end, in order to get the mission done some say think outside the box. For us, we say ―what box?‖ As you can see by the next set of articles, each of our SFGs has their own unique challenges and requirements. United by our Airborne lineage, we work together to provide real time HR support to our ODAs, support Soldiers, civilians, and our Families regardless of their location. A Green Beret Sergeant trains an Afghan Security Forces Soldier to fire a 75mm recoilless rifle a top a ridgeline 1500 feet above the Pesh Valley in Afghanistan.

18 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Manning the Army’s Premier Direct Action Raid Force - Personnel Management at the 75th Ranger Regiment By MAJ Michael Miller Much like the history of the Adjutant General’s increased responsibility (i.e., Platoon Sergeant, First Corps, the history of the Rangers is that of the United Sergeant, Company Commander) is earned, a Ranger States Army. The origin of the Rangers dates back to must go back through the program to confirm that he is the 1670s as specially equipped frontiersman fought off still suitable to lead Rangers. Members of the 75th are hostile native American tribes in King Philip’s War, and continually tested each and every day. These traits, Rangers have seen action in every major conflict since found in members of the Ranger Regiment, are then. The modern day Rangers were created by recognized by the Army and reflected in exceptional General Creighton Abrams at the conclusion of the promotion rates seen from within its ranks, 50.3% Vietnam War filling our Nation’s need for the world’s selection to SFC vs 17.5% seen throughout the Army, most elite, light and proficient Infantry unit. His 100% selection rate for Battalion Command, and 111 of charter demanded that the Rangers be able to do things those that have served within the 75th Ranger Regiment with their hands and weapons better than anyone, that making General Officer, 41 still being on active duty. the unit would be disbanded if it contained any RASP is comprised of a two distinct tracks. RASP1, hoodlums, and that wherever it went it would be for E1 through E5, is 8 weeks long and is the initial apparent that it was the best. gateway in which enlisted Soldiers must successfully Throughout the years, the Rangers have been complete to be assigned to a Ranger Battalion. Some of charged with other responsibilities, mainly being the these individuals enter the Army with a Ranger standard bearers for the Army, returning men with the contract. The majority of them however, are Soldiers Ranger mentality to the line units of the Army to coming out of Basic Combat Training or Advanced pollinate them with their philosophy, and of course to Individual Training (AIT) and are given an opportunity ―Lead the Way‖ through incorporating the best to become part of the SOF community. Yet others, practices in training, education, and cutting edge including Specialty MOS Soldiers, who attended the technology into the Infantry community. Basic Airborne Course after AIT were given an The 75th Ranger Regiment prides itself, over and opportunity to attend selection for the Regiment after above other Special Operations Forces (SOF) units, in earning their Airborne wings. that it not only requires its members to be Airborne To complete RASP1 Soldiers are tested on their qualified, an issue which the SOF community as a mental and physical capabilities, focusing on tasks such whole continually has to address, but also that it as marksmanship, breaching, mobility, and physical requires all of its members serving in leadership fitness. Upon successful completion, they are assigned positions, and officers in general, to have passed the to a Ranger Battalion where they gain experience in Army Ranger Course. That leadership is what the 75th their respective career field until they are deemed ready Ranger Regiment is built upon and is the reason for its to attend Small Unit Ranger Tactics (SURT), the 75th existence, to create leaders. So much so that you will Ranger Regiment’s pre-Ranger Course. A Ranger’s next not be able to apply for leadership duties within the step is the Army Ranger Course, a Training and Regiment until you have already performed them Doctrine Command unit also located on Fort Benning, successfully within a conventional Army unit. which the Army uses as a tool for measuring leaders, not While it may be unclear to even some in the Special just basic Soldiering skills, which are the standardized Operations community as to how the 75th Ranger metric for assessment. You can be assigned and serve at Regiment goes about manning the force, it doesn’t come the 75th without a Ranger tab, but you cannot serve in a without traditional practices and just a bit of additional leadership position without it. effort. It is typically said a Ranger is a four time The RASP2 Course, for E6 and above, including volunteer, including the Human Resources (HR) officers, assesses physical conditioning and leadership Soldiers assigned; they have volunteered for the U.S. ability. While attending the 3 week course, RASP2 Army, the Basic Airborne Course, Army Ranger Course, candidates conduct challenging physical training and and the 75th Ranger Regiment’s Ranger Assessment receive classroom instruction on Ranger history and and Selection Program (RASP). standards. There are also orientation briefings designed RASP is a program more than 25 years in the to give a better understanding of current Ranger making, which allows the 75th Ranger Regiment to equipment, operations, and capabilities. During the find, assess, select, train and educate the most course candidates conduct a field training exercise, fast physically fit and motivated professional Soldiers in the rope training, and an Airborne operation. Finally, they Army’s inventory today. Each time a position of are interviewed by both a psychologist and the 1775 Spring 2012 19 Regimental Command Board to determine their potential for service within the Regiment. Even though these programs, which will soon be utilized by other SOF units, are an ever changing pipeline that mans the Army’s premier direct action raid force, there is a significant amount of HR manpower that goes into the preparation of these courses and the actions that must occur after their completion. Recruiting for RASP2, and in turn for the Regiment, is done mainly through word of mouth by recognizing those throughout the Army that have the potential to serve within the Regiment. Every Ranger is a recruiter, not only in finding future candidates but also in being a walking advertisement for the organization. Interested individuals need to submit a packet of career related personal information to be considered for hire. That packet includes: an updated Soldier Record Brief, a current DA photo, a current Army Physical Fitness Test scorecard, a DA 4187 asking to be released on a specific date from their current assignment to go and serve within the Regiment, letters of recommendation from a rater and senior rater, copies of all AERs and evaluations, a current ―Airborne / Ranger‖ physical, and a letter of intent as to why they want to serve with the Regiment. Those packets make it into the Regimental S1 (RS1) through a number of means: by Human Resources Command identifying interested individuals, from 75th Ranger Regiment recruiters or websites, or through direct submission to the RS1. Packets are then uploaded to a web portal in which Regimental Headquarters and Battalion representatives can peruse available candidates. When an individual is selected by a particular battalion, that individual is given an invitation to an upcoming RASP2 classes, which usually occurs once a month. At the conclusion of each RASP2 class, when all hiring decisions are made, the RS1 contacts the respective HRC branches and informs them that certain individuals have been hired along with submitting the respective personnel requisitions. For officers, it is not uncommon for Infantry Lieutenants to receive a request for orders within a week with a report no later than date 60 days out. Senior leaders often get a bit more lead time in that they can proactively seek employment in their futures. Once all those hires are programmed for gain, the focus then turns to the next RASP2 class which will typically start within a week of the previous course’s conclusion. Additionally, once a year the Ranger Regiment also holds a RASP Course at the Command and General Staff College. The Regiment, in a similar event to what most Divisions partake in, assesses what personnel losses will occur in the upcoming year. Based upon that information, the Fort Leavenworth officer Intermediate Level Education (ILE) population, as well as that of the sister service ILE programs, is canvassed for possible hires. The specialty skills focus is typically for brigade level primary staff positions. For Infantry, and other Maneuver Fires and Effects Soldiers, the hiring is typically focused on personnel that will enter a Liaison Officer (LNO), S3, or Executive Officer (XO) track at the Battalions, ultimately leading to opportunities as the Regimental S3 or XO. As the ―SOF Truths‖ state, Special Operations Forces cannot be mass produced, so special care must be taken with the management of Soldiers, along with constant HRC coordination, based on continuous turnover from key developmental billets due to professional military education requirements, career progression, release from the Regiment, and even casualties. A cautious eye must be kept on assigned strength, ensuring it stays within prescribed tolerances, while tracking a timeline of future events like permanent changes of station and changes of command, that will severely reduce any excess personnel kept on the rolls. These concerns grow when dealing with the low density MOS groups due to the limited pool in which qualified candidates can be found. Are you interested in becoming part of a unit whose members are truly involved in the profession of arms? Want to be challenged with a military experience that can’t be had elsewhere? Why not see if you can become a part of the 75th Ranger Regiment.

Operators assigned to the 75th Ranger Regiment are pictured during urban training. Note the 160th Special Operations Aviation Regiment (SOAR) MH-47 Chinook helicopter flying overhead.

20 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com 1st Special Forces Group (Airborne) Being the One By MAJ John Schimming There is something unique about being ―The that view to subordinate battalions through One.‖ That title comes with a significant professional development with the Battalion S1. It responsibility to those who you serve with, the unit is a simple concept, but you must have everyone on you serve in and the Families associated with that board to make it work across the formation. The unit. There are common qualities and core tasks Kotters model, eight steps, from the book ―Leading across the entire Army when it comes to being a Change,‖ is just one of many that is very helpful in Brigade level S1. There are some uncommon becoming relevant in what we do as a HR qualities when you are the S1 for an Army Special Community. Operations Force (ARSOF). The biggest challenge As a Group S1 at 1st Special Forces Group is taking both, the common and uncommon (Airborne) (1st SFG (A)), we developed a measure of qualities, and then applying them to not only the performance and effectiveness through Personnel unit you serve, but across the Army, to other sister Management Indicators (PMI). These indicators branches. This is further complicated when illustrate our relevance to the Group and it makes conducting Foreign Internal Defense (FID) in a substantial difference in how we execute our another country. The commonalities, those common core competencies. Additionally, it uncommon qualities, and the experience gained by provides a tool by listing the priorities to the S1 being part of a Joint Special Operations Task and a measurement of how each battalion’s Force (JSOTF) are the focus of this article. performance compared in basic AG tasks. The PMI The commonalities we all share as a also allows for a learning environment in which community go back to the basics in what we ideas shared is now common amongst the S1s. The provide the Army as HR professionals, our core program helped us get back to the basics by competencies. As a Brigade S1 and the emergence bringing us all back to a common framework and of Personnel Services Delivery Redesign several reference point of understanding of what was years ago, we are the center of gravity for the AG important and a learning environment to share Corps and the Army’s HR Community. Our ideas on how to complete those tasks. commanders view us as the expert on HR matters As you may already know, the basic AG and as the Adjutant. In essence, you are the face functions do not change for the ARSOF community; of the AG Corps and can drive how our community however, how we accomplish them does. 1st SFG is measured. With the commander’s guidance, we (A) is deployed across the globe. We have teams, update our SOPs and business practices that we companies, battalions and a group headquarters then apply to the force we serve. The ability to be element in separate locations, simultaneously flexible to conduct our HR core competencies conducting various missions at any one given time. depends heavily on our own knowledge, leadership Having a strong understanding of the AG common and having a ―seat at the table.‖ That critical core tasks and the systems available allows the relationship develops as we build trust with the battalion and group level S1s to be successful. The commander, subordinate commanders and fellow implementation of automation through websites staff members. allows us to keep accountability of our operators, In addition, common amongst S1s is to share update their records, make sure evaluations are our team concept with subordinate S1s. Let us completed, keep their pay straight and properly face reality; Battalion S1s are where the rubber recognize their achievements through awards and really meets the road. At the brigade level, we decorations. stay in tune with the ever-changing environment As you can imagine, communication is critical in which we operate. We build a team that is able amongst the S1s. Building those relationships to adapt to those changes by using predictive early between the G1s, S1s, Commanders and the analysis to gauge where the HR community is as a staff is also vital to being successful. Being tied to whole, where the Army is moving in the future and fellow staff officers helps immensely when then determine how our brigade fits into that conveying the smallest change that can have an picture. The critical link is being able to take enormous impact in the service we provide to the 1775 Spring 2012 21 fighting force as an S1. Those functions become even more complex when, as the Group S1, you are deployed with the headquarters staff. Serving as the Group S1 and as the JSOTF-P (Philippines) J-1 is where the true uniqueness in what we do has had an impact on how I view, not only the AG community, but also the support we provide the ARSOF community. While forward deployed, I am responsible to 1st SFG (A) as the Group S1 as well as the JSOTF. Having the responsibility of serving all branches of service that range from Army, Navy, Marine Corps, Air Force and their Reserve components, it has provided a unique challenge to create a common goal to complete, at times, the simplest of tasks expected in our HR core competencies. Not only does your understanding of the Army regulations test your skills, but you must also have a working knowledge of all branches of service for every function the S1 and now the J-1 does. Adding to the complexity is the implied task that all staff functions perform at the JSOTF are linked to the Theater Special Operations Command (TSOC) as the higher headquarters. Key Leader Engagements (KLE) with your foreign national counterpart is SOP for everyone in the ARSOF. Conducting operations with my Philippines Armed Forces counterpart, equivalent to a Corps G1, has been one of the most rewarding experiences I have had as an AG officer. To not only understand Army HR doctrine, but also be able to share that understanding with your counterpart of another nation, view how they conduct business practices, process paperwork and assist them in ways to help is truly priceless. The ARSOF AG community conducts these various missions in every part of the globe and it is truly a unique experience. Also challenged are the AG Soldiers who serve in the ARSOF. They conduct additional operations abroad like going to orphanages, reading books to children in schools and assisting all branches of service of the host nation. To conclude, my experience as an ARSOF Battalion S1, Group S1 and as a JSOTF J-1 has provided a completely new meaning to being called ―The One.‖ The ARSOF community provides a unique challenge in the basic functions as a Group S1. There are those commonalities shared as an HR community; however, there are some uncommon qualities to being an ARSOF S1. The experiences gained in being a S1 / J-1 at multiple levels has not only developed me as an officer, but has provided challenges to become better as a leader and increase my skills as an Adjutant General Soldier.

MAJ John Schimming, 1st Special Forces Group S1, had the opportunity to work with US Ambassador Harry K. Thomas, Jr., in Zamboanga, Philippines.

22 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com 3rd Special Forces Group (Airborne) The S1 Impact By MAJ Mark D. Rea II and MSG Sean McSherry Spiderman and the famous French writer François- (VSO) in Afghanistan. CSTs are comprised of female Marie Arouet (Voltaire) most likely agree, “With great Soldiers who engage the local female population and power, comes great responsibility.” Within the United support activities like medical civic-action programs, States Army Special Forces Command (Airborne) searches and seizures, humanitarian assistance and (USASFC (A)), the five active component and two civil-military operations. Sharing the same military National Guard Special Forces Groups (Airborne), it can installation with the U.S. Army John F. Kennedy be intelligently argued that the 3rd Special Forces Group Special Warfare Center and School, where the CSTs (Airborne) (3rd SFG (A)) and Group S1 share some of the receive the bulk of their training, facilitates 3rd SFG most significant responsibilities within the Special (A)’s close involvement with providing CST RSOI and Forces (SF) community. All of the SFGs are certainly R3. Their training is focused on human behavior, busy and provide critical SF capabilities throughout the Islamic and Afghan cultures, women and their role in world; however, 3rd SFG (A) sets itself apart due to its Afghanistan, and tribalism. Each cycle consists of more physical location at Fort Bragg and its highly visible, than 30 CST members that are attached to our Group strategically and politically important mission set in Support Battalion, eventually aligning at the tactical Afghanistan. Additionally, unlike a conventional battalion level for eight month deployment rotations. Brigade Combat Team, 3rd SFG (A) projects continuous Even though 7th SFG (A) will be assisting more with combat power and conducts split based operations our responsibilities in Afghanistan, 3rd SFG (A) still between home station and our deployed areas of currently retains the corporate capital and majority of responsibility as we can have up to three battalions subject matter experts for Afghanistan operations and deployed at any one time with the Group headquarters providing interoperability for a secure environment. in garrison. With great responsibility and constant Our PMT is our ―road to war‖ mechanism and includes a forward deployed formations comes an increased planning conference (with over 200 participants to demand to provide high quality Human Resources (HR) include the incoming OEF CJSOTF-A staff, Special Support. We truly are an elite unit with unique Operations Task Forces, operational enablers, and over missions. 30 CONUS based PMT enablers), Academics Week 3rd SFG (A) has the highest assigned strength (focused on VSO concepts and methodology), Joint within USASFC (A), and for good reason. Here are just integrated Operational Detachment Alpha (ODA) level a few distinctive 3rd Group key responsibilities: training, CJSOTF-A MRX (incorporating SFG SOTF U.S. Special Operations Command (USSOCOM) units, Marine and Naval Special Operations units), and designated ―Framework SFG‖ for the Combined Joint various shoot, move, communicate, and VSO scenario Special Operations Task Force – Afghanistan driven training. (CJSOTF-A). The CJSOTF-A conducts Foreign Providing 3rd SFG (A) Human Resources support as Internal Defense (FID) throughout Afghanistan to the Group S1 is extraordinarily challenging, rewarding, build a sustainable and independently capable and a true honor. We execute all responsibilities within Government of the Islamic Republic of Afghanistan FM 1-0, however our HR capability and customer (GIRoA). service must reach over 2,300 assigned service members Executive agent for the Pre-Mission Training (PMT) and spans across several CONUS states and our for all 3rd SFG (A) units, USASFC(A) units, WARCOM regionally oriented countries in the North / Eastern units, MARSOC units, interagency elements and Portion of Central Command’s AOR, to include conventional infantry units (―thickening forces‖) Afghanistan, Pakistan, and the Central Asian States. under the CJSOTF-A and Special Operations Aside from our home station garrison based S1 Pakistan Forward Headquarters. operations and managing our personnel management As conventional forces drawdown, the SF mission indicators (PMI), we continually provide HR support for continues to expand in Afghanistan and requirements our forward headquarters elements at the CJSOTF-A, actually increase in some areas, underscored by one of forward battalions deployed as Special Operations Task the Special Operations Forces (SOF) truths: Most Forces (SOTFs), and numerous ODAs conducting Special Operations require non-SOF assistance. Theater Security Cooperation Program missions, like The 3rd Group also synchronizes and executes a six Joint Combat Exchange Training and Counter Narcotics week Reception, Staging, Onward movement, and Terrorist throughout our AOR. We always have an Integration (RSOI) and the Redeployment, Recovery, element deployed and often times have more than half and Refit (R3) for all Cultural Support Teams (CSTs) our combat power forward. The S1 impact of our deploying in support of Village Stability Operations formations constantly conducting deployment and 1775 Spring 2012 23 redeployment operations include increased and continual personnel transactions in eMILPO, perpetually updating records and conducting manifest operations, processing additional awards and evaluations, practicing personnel accountability and strength reporting, and an increased casualty potential. Achieving and maintaining high standards of HR service both forward and rear requires flexibility, creativity, and persistent work. Conducting any type of consolidated HR training or professional development is challenging and rarely occurs in person. Alternatively, we focus on streamline training, policy, SOPs, and tasking as best we can using face to face contact when possible; however we heavily supplement communication and training products via e-mail, phone, and use of our internet portal. Our Battalion S1s do an outstanding job operating independently and exploit the positive aspects of flattened communication directly with Human Resources Command and other elements outside of our immediate command, as long as we are in the loop and have knowledge of the actions. Additionally, the GSB, without fail, maintains a split based posture, providing necessary logistical support to our rear and forward elements at all times. The toughest S1 job in the Group may be in the GSB. In the end, we collectively work together, utilizing teamwork and crosstalk to meet mission success. 3rd SFG (A) Manning. The Group is currently manning over our authorized MTOE strength, however we have operational requirements above and beyond the MTOE. This requires us to consistently meet face to face with HRC to justify strength needs. HRC does not have immediate access to our playbook, similar to a conventional unit’s patch chart, which outlines our deployment projections. Additionally, the SOFORGEN model for optimal force pools to be Trained / Ready, Available, and Reset is similar, yet different than the Army’s ARFORGEN. Therefore our operational requirements are often misunderstood. Along with manning our MTOE sourced strength requirements, we are constantly balancing our deployed operational manning requirements. The CJSOTF-A Joint Manning Document (JMD) requires about 35% core strength, filled Special Forces Soldiers prepare for airborne operations. directly from 3rd SFG (A) for the past year. We are currently working with 7th SFG (A) as they take over the bulk of that requirement for the next year, but are still filling several enduring requirements throughout the remaining Operation Enduring Freedom rotations. Over the past year, either I or my strength manager have been deployed to the CJSOTF-A J1 along with the Group S1 NCOIC. We had to pull a Battalion NCOIC capability up to cover the gap at Group. On top of the CJSOTF-A JMD, we are sourcing various other operational needs throughout the central Asian states and Pakistan. We also have embedded SMEs with conventional units as they execute VSO in Afghanistan. All said, our operational requirements are outpacing our manning documents. We have Soldiers all over the battlefield and have clear and justified reasons to be over strength. An NCOIC’s View (by MSG Sean McSherry). Life as an S1 within the Special Operations Community is a constant challenge that consistently tests your skill, knowledge and patience. We continue to learn and get tested in the same manner as other S1s, but at a much faster pace and operational tempo. When Brigades deploy they generally do so as a cohesive organization with full compliments of staff. However when a SFG deploys, it sends only a part of the Group headquarters and a Battalion or two, leaving a skeleton crew of Group staff and two to three battalions behind. It can be argued that the HR challenges SFG S1s face make us more well-rounded and better prepared to execute missions while not only separated from home station, but also with generally half the staff. Only in SF can you combine Soldiers that receive Jump pay, Halo Pay, Dive Pay, Demo Pay, Special Duty Assignment Pay, Assignment Incentive Pay, Language Pay and Civilian Clothing Allowance, while also keeping up with constant Combat Deployments, Military Liaison Elements, PMT, and countless other specialized training. The management of these pays and entitlements alone would drive any S1 crazy but add all the separate temporary duty and deployments and created is a monster that never rests. Consider the make-up of our battalion formations, with nearly 70% of the unit being comprised of NCOs, while most conventional Army battalion organizations have more than 50% of the Soldiers as lower enlisted. One immediate impact of so many NCOs in SFGs is the large number of NCOERs. Not only per capita are there considerably more NCOERs, we also have the challenge of keeping up with extended annual reports. In a Special Forces Organization the youngest NCO will require an extended annual NCOER because the qualification and MOS producing schools can take up to almost two years to complete. Most units have to consider this type of evaluation for only senior NCOs who have graduated the Sergeants Major Academy. 24 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Strength Management would seem no more complicated in this type of organization than anywhere else, however when you consider the specialized training it becomes difficult to manage. We have Dive, and Halo Teams that create wrinkles when considering internal unit moves. Additionally, the following SOF specialized training opportunities further complicates our strength management efforts from what most Strength Managers are not used to having to consider : Special Forces Warrant Officer training, and the SOF Intel Course, which is where an MOS is created when a Special Forces Soldier is promoted to SFC and attends this training, then the MOS disappears when the Soldier is promoted to MSG. There is never a time when a Special Forces Group does not have a deployed element. Conversely, the Department of the Army in many cases does not consider us a deployed organization. To their credit, since we do not deploy as a Brigade, they are unable to see that half of our unit is deployed, so we have the challenge of being a priority one fill, but not being recognized as such by those who fill our billets. Keep in mind, our Special Forces Soldiers are not only airborne qualified, but so are our low- density MOS Soldiers. We have a responsibility to ensure that either the Soldiers that come here are airborne qualified, or that they are airborne volunteers. If a Soldier is assigned to this unit that is not airborne qualified they must attend Airborne School within two years of arriving or else they are released without regard to the quality of their work. This is just one more example of a unique challenge we face. Serving within the Special Forces Group as an AG Soldier has been one of the highlights of my career and has taught me to constantly be flexible and able to adapt to many environments and constant changes. I have experienced a part of the Army that I will never forget and have worked with some of the most professional Soldiers I have ever had the utmost pride in serving with. I met an AG Soldier who is now a Special Forces Sergeant Major working next to a Soldier that came in the Army as a Bandsman and is also now a Special Forces NCO. I have also sent my young AG Soldiers to work with a company of Special Forces Soldiers in an austere Forward Operating Base to support them on the ground and in the fight. These organizations create many challenges but the rewards are immeasurable and help create an AG Soldier capable and prepared for any challenge placed before them. Final Take Away. I’m proud to be part of 3rd Special Forces Group (Airborne), an elite organization that is consistently and positively lauded by our Regiment, other higher headquarters and organizations in our nation’s capital (DoD and the State Department) for setting the standard and pace for many facets of our SF requirements. It’s been said that we are a ―Super Group.‖ I’m not sure we fall into the same category as Spiderman and other super heroes. However, I do know 3rd SFG (A) is tasked with a great deal of responsibility. With that responsibility, we must remain adequately armed with the necessary tools and capabilities to succeed. Our S1 missions forward and rear continue to be a distinctive and rewarding challenge, focused on HR support to the Special Forces operators and their Families. Our success is dependent on the HR professionals within our 3rd SFG (A) formations. We are constantly changing and always improving. I am honored to serve as the 3rd SFG (A) Group S1.

The 3rd Special Forces Group has Cultural Support Teams (CSTs) deploying in support of Village Stability Operations in Afghanistan. CSTs are comprised of female Soldiers who engage the local female population and support activities like medical civic-action programs, searches and seizures, humanitarian assistance and civil-military operations.

1775 Spring 2012 25 5th Special Forces Group (Airborne) I Serve in the Legion By CW2 Benjamin Dilts and CPT Frank Castro

―I serve in the Legion.‖ This is not a statement that to a company) or Special Forces Operational many current and former members of the Army can say. Detachments - Alpha (SFOD-A; a 12- man Special The 5th Special Forces Group (Airborne), also referred to Forces "A" team). These elements predominantly as the Legion, is a unique organization. Within the U.S. conduct unconventional warfare, foreign internal Army Special Forces Command (USASFC) there are five defense, counter terrorism, psychological operations, Special Forces Groups (SFG), each unique and having civil affairs, surveillance and reconnaissance and its own geographical orientation, however, none of the direct action in the Central Command region. Groups are as decorated or as battle-tested as the Although certain aspects of operating within the Legion. Since its activation in 1961, 16 members of 5th Legion are unique, the core HR responsibilities remain SFG (A) have received the Medal of Honor; the Group the same as the conventional Army: meet the has been engaged in every major armed conflict since its Commander’s intent; provide unparalleled support to inception, and has had members of its ranks those serving in and supporting the Legion; and continuously deployed in support of overseas understand and meet all regulatory and higher HQs contingency operations since the fateful terrorist requirements. Where we differ is how we manage attacks on 9/11. those personnel within our organization, specifically Full spectrum human resources (HR) within a how personnel are assigned, due to specific ASIs & Special Forces Group are very different from what one SQIs, or through the development of Soldiers through may encounter at a division-level organization. Every PME or specialty skill training. Personnel within the Soldier, NCO, warrant officer and officer is expected to 5th SFG (A) are provided opportunities not generally operate independently, requiring each individual to found within the conventional force. This is due to the maintain a high-level proficiency in all skill sets within operational requirements of the SOF community. their career field. Specifically, AG Soldiers assigned to the 5th SFG 5th SFG (A) also supports a split-based HQs, which (A) experience the following: requires the Group S1 shop to maintain the standard Opportunity for military schools (e.g., Manpower and functions of a brigade-level organization, as well as Force Modernization, Pathfinder, Ranger, maintain a forward deployed J1 Directorate. This Jumpmaster, Air Assault, and CMF 42 training). forward deployed element is responsible for supporting Increased potential for promotion (selection rate for service members from each sister service, to include E7s from 5th SFG (A) is about 80 percent). DoD civilians and contractors. 5th SFG(A) maintains no Deployments verse time with families – Soldiers more than 60 percent strength in garrison due to this average 14 months dwell for every 8 deployed. operational requirement. Although this causes Zero discrimination between SF personnel and SF challenges, it also provides a unique learning experience support personnel. and professional development that far exceeds any Increased potential for assignment of choice Professional Military Education currently offered. following your service to the Legion (rapport built HR professionals deployed to the Combined Joint with HRC has allowed us greater ability to work Special Operations Task Force – Arabian Peninsula assignments of choice). (CJSOTF-AP) are responsible for processing a multitude Opportunities for foreign wing exchanges and range of personnel actions from each sister service. NCOs are training with SFOD-As. responsible for ensuring that their service counterparts Only quality HR Soldiers are assigned to the Group are receiving their respective service HR requirements (all CMF 42 Soldiers vetted through the Senior 42A, (i.e., schooling and professional development). Bottom 420A, and the Group S1). line, working within the CJSOTF-AP personnel section While serving in the Legion, HR personnel have as an HR professional provides individuals with a the privilege of training alongside the Green Berets. unique experience - an environment structured to The unique challenges, experiences and opportunities produce and refine full spectrum HR support to all inherent in serving in the 5th SFG (A) are invaluable. services operating in combat. Through the professional and technical knowledge of In addition to deployments in support of the the NCOs, warrant and commissioned officers in the CJSOTF-AP and Special Operations Task Force Special Forces HR community, we continue to be a elements (SOTF – equivalent in size to a battalion), the proven combat multiplier and an unparalleled asset in Group and battalions are also responsible for providing the AG Corps which supports the 1st Special Forces HR support, as required, in direct support to Special truth, ―humans are more important than hardware.‖ Forces Advanced Operational Bases (AOBs - equivalent Defend and Serve! 26 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com 7th Special Forces Group (Airborne) The "SOF" Mindset By MAJ Tony Parilli, LT Darius Holloway, CW3 Ricardo Samson and MSG Kiki Bair There are two critical aspects of Special officers, NCOs and Soldiers of the 7th SFG(A) Forces: the SOF Mindset or the, ―By, With, and adopted the SOF mindset in order to properly nest Through way of thinking.‖ The configuration of Human Resources (HR) Operations throughout the the core unit within a Special Forces Group is the tactical / operational footprint to achieve increased Operational Detachment Alpha (ODA). These 12- HR capacity and capabilities. man teams are organized, equipped and trained to This article will describe a few of our initiatives think outside of the box, or better yet, to question, that guaranteed the 7th SFG(A) standard of ―what box?‖ Special Forces warriors conduct excellence relating to HR operations and support special operations in diverse environments and for the Soldiers and Family members transitioning across the operational continuum and are unique from FBNC to EAFB, as well as routine permanent in their ability to conduct non-lethal operations changes of station. Understanding the that support the governance, development and Commander's intent to ensure a smooth and information infrastructure and / or lethal seamless transition for all Soldiers and Families operations ranging from training commandos, was paramount. The AG team began developing advising in combat, or simply put, "doing bad courses of action designed to accomplish the things to bad people". These combat proven multifaceted task of flawlessly moving the warriors must quickly analyze complex situations command, consisting of over 2,200 Soldiers, and develop, coordinate and execute plans at the Civilians, and Contractors, and over 6,500 Family tactical and operational levels that shape strategic members, over a distance of 720 miles to EAFB. level decisions and operations. The capability that We approached Operation ―Nueva Casa‖ or New SF operators bring to the battle field is quickly House in four phases: pre-deployment, summarized in the below equation: deployment, reception and sustainment. From the Training + Maturity/Experience + SOF Mindset onset, creativity and unconventional = Mission Accomplishment implementation of HR operations was vital to The 7th SFG(A) (a.k.a., Red Empire) is meeting the Commander’s intent and overall regionally aligned with the USSOUTHCOM Area mission accomplishment. of Responsibility (AOR). Our SF operators speak In contrast to general purposes forces (GPF), Spanish and / or Portuguese, understand the many 7th SFG(A) operators and Families have little regional culture and have experience living and experience with permanent change of station working throughout 18 countries in Latin moves. The language and cultural training / America. Since the beginning of the global war on experience of the operator keeps him moving terrorism, the 7th SFG(A) has also been engaged in between similar mission units and rarely across the USNORTHCOM and USCENTCOM areas. the GPF lines. As an example, a SOF SGM has Over the past two years, Red Empire Soldiers been stationed at FBNC for over 18 years, only have earned one Distinguished Service Cross, 21 conducting intra-post transfers between the 7th Silver Stars, 120 Bronze Star Medals with Valor SFG(A) and other units within the USASOC Device, 124 Army Commendation Medals with community. That being said, the pre-deployment Valor Device and 88 Purple Hearts. In addition to and deployment phases of Operation Nueva Casa executing and sustaining operational were significant and emotional for many in the requirements, the Group was also tasked to Family business. conduct a congressionally mandated Base In order to mitigate the perceived turbulence Realignment and Closure (BRAC) move from Fort and anxiety, the AG Soldiers of El Septimo Grupo Bragg, NC (FBNC) to Eglin Air Force Base, FL (the 7th Group) and the DA Civilians of the FBNC (EAFB) during fiscal year 2011 and begin Soldier Support Center developed, coordinated and preparations to stand-up a 4th Battalion, as well as executed a unit out-processing that resulted in a Regional Support Detachment in fiscal year increased efficiency and effectiveness of Out- 2012. Based on this incredible OPTEMPO, the AG processing procedures by minimizing the number 1775 Spring 2012 27 of installation ―clearing‖ agencies. At the heart of the process was the constant communication and weekly by-name verification of all moving Soldiers between both locations beginning in October 2010, which resulted in our ability to pre-clear Soldiers and significantly reduce the amount of time to depart FBNC. In addition to improving out-processing procedures, the AG Soldiers of the Red Empire also volunteered to produce over 2,500 BRAC orders, including amendments, over a course of six months. The attention to detail, dedication and work ethic of these HR professionals allowed Soldiers and Families to properly plan and execute their BRAC moves in a timely manner, thereby, reducing the apprehension and nervousness experienced early in the planning process. SFC Kaisha Thomas, S1 NCOIC for the Group Support Battalion, stated it best, ―the BRAC move allowed support Soldiers and SF operators to come together to ensure a smooth transition to Eglin Air Force Base.‖ The Reception Phase of Operation Nueva Casa focused not only on the accountability of Soldiers and Families, but also included the detailed introduction to all support services within the Fort Rucker, AL (FRAL) and EAFB communities. The Group S1 Advance Team, a five-member team comprised of HR Sergeants from all battalions and led by the Group Strength Manager, spearheaded this phase of the operation. Their mission entailed developing and implementing installation-level in- processing procedures to capture mandatory Army and Air Force requirements as directed by the 7th SFG(A) Group Commander, FRAL Installation Management Command (IMCOM) and EAFB. The ADVON coordinated directly with the Commander, 919th Special Operations Wing Logistical Readiness Squadron to secure the Logistical Readiness and Deployment Center for a period of five months to facilitate a weekly four-day in-processing schedule. The lasting relationships and partnerships fostered by the ADVON with FRAL, specifically with the Military Personnel Division, and EAFB agencies enabled the establishment of a one-stop, comprehensive, state of the art in-processing model that facilitated a seamless relocation for the 7th SFG(A) Soldiers and Families. The four-day in-processing integrated the Group Staff, FRAL and EAFB agencies, and focused the final day on Family readiness and support systems. An eight page in- processing guide was designed and created by a talented HR Specialist in the Group S1 and distributed to Soldiers and Families in January 2011, approximately six months prior to main body movement. The in-processing guide included pertinent information to assist Soldiers and Families throughout the move, including welcome letters, maps of the local area, instructions for acquiring permissive TDY, and much, much more. CPT Brad Anderson, S1 for 3rd Battalion, advocated reducing the stress of families by providing an abundance of resources and guidance. In the end, the professional execution of 7th SFG(A) in-processing model coupled with the resources outlined in the Family business in-processing guide accomplished that objective. The sustainment phase of Operation Nueva Casa focuses on the enduring HR support and services provided by both FRAL IMCOM and EAFB. Our initial assessment of HR capabilities recognized

Special Forces Soldiers executing combat helicopter operations.

28 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com various capability gaps, however, the lack of a local military pay (MILPAY) office was of greatest concern. The nearest Defense Military Pay Office (DMPO) is located at FRAL approximately 76 miles from the new 7th SFG(A) compound. The Group S1 team ruled out settling for remote MILPAY support. Our high OPTEMPO demanded ―boots on the ground‖ support and customer service for Soldiers and their spouses. The only feasible solution was to build an internal MILPAY capability under the command and control of the Group S1. Under Personnel Services Delivery Redesign (PSDR), Brigade / Group S1s inherited the responsibility for MILPAY support; however, Brigade / Group S1s were never provided an internal capability (personnel or technology) to be self-sufficient and properly execute this essential personnel service. The BRAC move provided the 7th SFG(A) S1 a target of opportunity to build this additional capability within the Red Empire. Extensive coordination with Human Resources Command and the DMPO, Fort Rucker, resulted in the resourcing of a MILPAY Forward Support Team (FST) embedded within the Group S1. The establishment of the FST has ensured first-class and timely MILPAY support to the Soldiers and Families and proved to be an invaluable asset to the command. Over the course of about six months, the hard work and effort placed into this initiative enhanced the PSDR concept and ultimately increase the capability across the organization. At end-state, the Group S1 is no longer an additional bottleneck in the unit. The Group S1 now possesses the internal assets to research and code pay and entitlements immediately. CW3 Samson, the Group HR Special Forces Soldiers executing Technician, hits the nail on the head through the team dive operations. following statement, ―in essence, the 7th SFG(A) Group S1 transformed the way the AG Corps executes the MILPAY aspect of providing HR services, by streamlining and synchronizing all essential services within the S1 section – this is PSDR on steroids.‖ As outlined above, the 7th SFG(A) HR officers, NCOs and Soldiers adopted the SOF mindset to maximize the development, coordination and implementation of a myriad of support functions and services designed to ensure a smooth and seamless transition for the Soldiers and Families of the Red Empire throughout all phases of our BRAC move. The success of HR operations throughout Operation Nueva Casa is a testament to the talent, dedication and professionalism of the HR professionals in the organization, who take pride in maintaining the readiness and preparedness of the population, as declared by CPT Krystal Merchan, S1 for the Group Support Battalion. The AG Warriors of 7th SFG(A) continue to provide first-class HR support and services to the ARSOF community by integrating the SOF mindset into the planning, coordination and execution of the HR core functions throughout the operational continuum.

“LO QUE SE, CUANDO SEA, DONDE SEA” “ANYTHING, ANYTIME, ANYWHERE”

1775 Spring 2012 29

10th Special Forces Group (Airborne) AG Trojan Warriors By MAJ Calina Synder and MAJ Mike Meumann

At 6,000 feet above sea level, the 10th Special include semi-annual visits to Germany to understand Forces Group (Airborne) (10th SFG(A)) is situated their processes and systems. Traveling abroad pays against the front range of the Rocky Mountains and huge dividends by conducting key leader engagements Pikes Peak. Colorado Springs is home to Fort Carson, with our personnel and the TSOC J1s to further ensure aptly known as the "Mountain Post" and 10th Special we are consistently conducting outcome orientated Forces Group (Airborne). Every day the HR actions to successfully meet mission priorities. This is a professionals of the Adjutant General’s Corps support great opportunity for professional development while the missions of U.S. Army Special Forces (SF) and daily assisting with customer support. The AG Corps is in the prove their dedication to Army values and mission. people business and putting a face with a name does The 10th SFG(A) has a proud history that dates back matter. Consistently, our HR professionals find to 19 June 1952, when the Group was activated at Fort solutions to challenging problems to give the best Bragg, NC with COL Aaron Bank, known as the father customer support spanning two continents and four time of U.S. Special Forces, in command. The U.S. Army zones. created the 10th SFG(A) to conduct partisan warfare Delivering the best customer service requires each behind Red Army lines in the event of a Soviet invasion AG team within the battalions to understand their roles of Europe. From the very start, the Army planned to and missions. Each line battalion consists of 9 AG employ the Group in Europe, but in 1953 the Berlin, professionals with 13 at the Group headquarters East Germany crisis prompted a rapid move of the section. While each battalion supports the Group, they entire unit to Germany. On 10 November 1953, the 10th are also driven by their own specific mission and SFG(A) was split in half. One half deployed to Bad respective tasks. 1st Battalion in Stuttgart, Germany, is Toelz, Germany as the 10th SFG(A) and the remaining under the operational control of Special Operations troops formed the new 77th SFG(A) at Fort Bragg. Command Europe, commanded by a two star general In September 1968, the 10th SFG(A), minus the 1st with missions in both Europe and Afghanistan. 2nd Battalion, was restationed to Fort Devens, MA and Battalion recently returned from an eight month ultimately settled at Fort Carson, CO. The 1st deployment in Iraq and will prepare once again to be at Battalion remained in Bad Toelz, Germany until July the ready for the next required mission. 3rd Battalion 1991, at which time the Battalion relocated to Panzer continues its training missions focusing on Africa. In Kaserne, near Stuttgart, Germany. August 2010, 4th Battalion became the newest addition 10th SFG(A) is the only Special Forces Group that to 10th SFG(A) and continues to train and prepare for maintains a continual presence in three different contingency operations. Lastly, the GSB provides world combatant commanders areas of operation: Europe, class support while contributing Support Soldiers to Africa, and the Middle East. In Afghanistan, we each of the respective headquarters and battalions. currently maintain a continual presence and are The operational tempo and expectations in each unit partnered with NATO special operations detachments within 10th SFG(A) are high. Support Soldiers must to train Afghan National Security Forces. In Africa and anticipate proactively requirements to initiate the Europe, 10th SFG(A) is focused on non-combat appropriate HR support. For AG Soldiers, these engagements, conducting numerous cooperative competing necessities pose challenges that sometimes training events to increase capacity and improve make keeping up with requirements in deployed austere interoperability with partner nations. Smaller elements environments difficult. However, regardless of the task work at US Embassies to build our network picture and at hand, the Trojan AG Warriors never fail to overcome improve unity of effort. Combined these efforts help to obstacles to take care of its most important asset – its continue the fight against terrorism in Europe and people. Africa in different ways. From deployments in Iraq, Afghanistan, Africa and 1st Battalion, 10th SFG(A) is located in Stuttgart, Europe to physical training, the 10th SFG(A) AG Soldiers Germany. This geographic separation demands our continuously show they are adept and ready to take on commitment to provide efficient and effective full each and every task assigned to them. They are spectrum human resources support. Two rules were required not only to understand their basic skill set and given to me by a former 10th SFG S1 for success and the unique command for which they serve, but also be they are, ―1. What have you done for the SOF Soldier multi-functional and competent in HR core today? and 2. What have you done for 1/10 SFG today?‖ competencies. The Trojan AG Warriors of 10th SFG(A) Each day we are engaged with 1/10 SFG are proven HR professionals that handle a diverse communicating through written and verbal means to range of administrative tasks in combat and at home. 30 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com The Next Level 95th Civil Affairs Brigade (Airborne) By MAJ Myra Caesar

The 95th Civil Affairs Brigade have improved the tracking and timeliness of all (Airborne)'s mission is to organize, train, evaluations and awards by 50% from the previous fiscal equip, and deploy forces worldwide to conduct year. Civil Affairs operations in order to reduce The 95th CAB(A)’s HR Team also established and and / or mitigate civil vulnerabilities introduced a Civil Affairs officer management system leveraged by state and non-state actors for which provides a ONE stop shop of information the legitimacy and influence over relevant regarding an Officer's career that is not currently populations in any environment, in support provided within any of the other Army HR systems. of Combatant Commanders and US The 95th CAB(A) officer management system, Ambassadors. developed by Mrs. Lauren Zimmer, has allowed for The mission of the 95th Civil Affairs critical time savings for the brigade's subordinate units. Brigade (Airborne) (CAB(A)) is challenging The system combines several different tracking and extremely difficult for Families because documents into one document, where the subordinate these Civil Affairs war-fighters are on unit can make an update at the user level which then continual deployment rotations to ensure the feeds into the master document at the brigade level. success of Civil Affairs operations in over 20 This master document collects the subordinate unit's countries around the world. information and allows the S1 to provide various products to the command as needed. In order to ensure these Soldiers and The "Mother of All Spreadsheets" or "MOASH" was their Families have the human resources developed by Mrs. Zimmer through extensive guidance support required, the 95th CAB(A) Human from the Brigade Commander, COL Wolff and the Resources (HR) Team works extremely hard Deputy Commander, LTC(P) Michelson. Over the to provide the exceptional customer service course of a few short months, she developed an officer and support that is needed to ensure management database utilizing diverse technologies and successful careers and Families at home. platforms to improve the visibility of both low density The 95th CAB(A) consists of over 1,200 assigned and attached personnel; many of whom support the Civil Affairs Teams that deploy in response to global operations around the world. There are five battalions that operate under the brigade headquarters and each battalion is regionally aligned to countries around the world. Since FY 10, the HR professionals within the brigade have reshaped and structured the command by providing systems and processes that will continue to lead the brigade for years to come. In October 2010, the Brigade S1 introduced AKO My Forms utility accounts to each Battalion S1 section. These utility accounts provide a central location where all personnel actions, specifically evaluations and awards, can be routed Elements from the 95th Civil Affairs Brigade (Airborne) between the rating chain and approval support special operations in Iraq and Afghanistan. They authority. This system serves as a have also supported conventional operations such as the continuous tracking method and provides surge in Iraq. Pictured above, Civil Affairs Soldiers survey visibility of all the units' AKO routed actions the site for an Afghan medical personnel skills improvement through completion. These utility accounts mission near Combat Outpost Garda in Jalrez, Afghanistan. 1775 Spring 2012 31 and Civil Affairs officer career management. Through the integration of these differing technologies and coordination with the computer / technology savvy members of the Brigade S6, MAJ Tippett and SSG Alvarado, the MOASH was born. This system has had a significant impact on the brigade's management of its officer population through its ability to manage officer strength, gains, losses, deployments, career progression, and serves as a quick snapshot of an officer's career, absent an ORB. The MOASH provides details regarding time in duty positions, time within the Brigade and rotation timelines for Officers. This information along with other key pieces of information is provided to the Brigade Commander and Deputy Commander monthly in order to assist them in assisting HRC with officer management. HRC's manning cycles and the brigade MTOE serve as the basis for this officer management system, which allows the 95th CAB(A) to provide manning cycle requisitions in a timely manner and often provides predictability of shortages within the brigade a year from the actual loss date. Perhaps the most important aspect of the MOASH is that it allows the command team an opportunity to provide predictability for historically turbulent PCS moves and career management of the Civil Affairs officers within the brigade. The system is now being expanded to include the brigade’s NCOs. Throughout the brigade’s young history, its HR professionals have risen to the challenge, creating enduring personnel systems as well as establishing a reputation for exceptional customer service and support. As the US withdraws from the wars in Iraq and Afghanistan, the brigade and its HR Team enter a new decade of supporting Civil Affairs Soldiers as they meet continuing and new national and global challenges. Like the Civil Affairs officer and enlisted personnel they serve, the brigade’s HR professionals are dedicated and committed to providing exceptional customer service and support to Civil Affairs Teams around the world. Because we are successful at our mission, our teams are successful at theirs, in bringing ―order out of chaos‖— mitigating civil vulnerabilities and bringing stability around the world.

Khowst Province, Afghanistan – Army MAJ Rosemary Reed of Tacoma, WA, 95th Civil Affairs Brigade (Airborne), working with Khowst Provincial Reconstruction Team, helps Army SFC Paula Reihl of Brown County, IN, 3-19th Indiana Agribusiness Development Team, with her head scarf before a women’s shura held at Jaji Maidan. The shura was the first women's shura held with coalition forces in Afghanistan. They discussed concerns and issues the women of Jaji Maidan faced in their daily lives. (Photo by Army SPC Tobey White, Task Force Duke Public Affairs) 32 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com 528th Sustainment Brigade (Special Operations) (Airborne) By MAJ Dina D. Ruck

I strongly believe that S1 challenges, regardless of support to the two NG Companies, the 528th has relied unit, are similar across the Army. We must have the on them. Some NG elements are used to augment the knowledge, skills, and abilities (KSAs), combined with brigade staff. Currently, the 195th FSC (under CJSOTF- expertise and experience, to provide reliable, A) redeployed from Afghanistan and will require a two responsive, and flexible support to our commanders, year dwell. The 197th STC is currently "re-flagging" Soldiers, and their Families. Yes, each organization is from the Utah NG to the Texas NG. The 197th will unique in its own way, but the basic KSAs will allow us activate as a new unit in Texas. It will not be fully to adapt to different organizational structures and operational capable until approximately 2013. deliver the HR services and support to our customers The 528th SB (SO)(A) is not resourced like a and commanders. I have never been in a conventional conventional SB. The BTB growth was included in the Sustainment Brigade (SB), but I am sure their FDU, but since it was denied, 18 personnel and challenges are just as unique – there is never enough associated equipment moved from the brigade structure time to accomplish all the HR tasks; we all put in the to create an enabling staff for the BTB. We are extra hours, stay late and work through lunch in order authorized nine HR personnel in the Brigade S1. to deliver the best HR services, catch up, and perform However, one 42A3, one 42A1 (and one CPT/90A) make all facets of HR support as outlined in FM 1-0. For this up the BTB S1. This leaves us with six personnel in the article I will explain my unit’s organizational structure Brigade S1.. and give you some of the challenges I face by working in We have six ARSOF Liaison Elements (ALEs). The the 528th Sustainment Brigade (Special Operations) ALEs plan ARSOF sustainment requirements and (Airborne) or 528th SB (SO)(A). coordinate Army common sustainment support in the First, our structure, since my arrival in August 2010, Geographical Combatant Command AOR to support has grown by 80 personnel authorizations, 40 in FY11 deployed SOF. The ALEs link SOF sustainment (from 131 to 171) and another 40 in FY 12 (to 211). We requirements to theater provided capabilities. They also still do not have a Human Resources Operations Branch perform regional SOF sustainment planning, develop (HROB). Our Force Design Update (FDU) 07-02 for SOF component concept of support in support of Theater FY14 reflected the HROB structure and growth, but the Special Operations Command Joint plans, maintain redesign was not accepted / approved. We are based in SOF theater logistics preparation of the theater, and Fort Bragg, NC and support over 800 personnel in 13 facilitate USASOC situational awareness of SOF different locations worldwide. We also provide limited requirements in their theater of operations. support to the 578th Signal Company (57 personnel) and Except for ALE-Korea and ALE-Pacific, all other some degree of support to HHC, USASOC / USASFC(A). ALEs have six personnel authorizations that are further Supporting HHC USASOC / USASFC(A) is more of split in two locations. For example, ALE-SOUTH is a privilege than a challenge because it keeps you in forward stationed at Fort Sam Houston, TX and touch with your higher headquarters and of the Homestead AFB, FL. ALE-CENT is at Shaw AFB, SC established working relationship with the HHC and MacDill AFB, FL with elements currently rotating personnel (mini PAC and training room). As a result, to Kuwait. The Brigade S1 provides Title X support to the HHC, USASOC Training Operations Specialist has all of the ALEs remotely located in these ten different taught me so much in Airborne Operations and on Rule locations. 3 and 4 jump waivers. They have so many personnel Providing HR service and support presents many that are individually tasked for a deployment that unique challenges. The biggest challenge is eMILPO require these waivers. transactions. We must coordinate with remote PAS The 528th SB (SO)(A)’s mission is plans, coordinates, chiefs to give us access to our UICs. Although some synchronizes, monitors, and controls sustainment arrival transactions are done at their location, support within its assigned area of operation. The 528th sometimes personnel have arrived with the wrong SB (SO)(A) also plans, integrates and assesses Army orders sending them to the wrong place. This is another common and Special Operations Forces (SOF) peculiar challenge that the FY12 MTOE fixed. In the past, the logistics to sustain SOF across the full spectrum of second location of the ALEs was not in the Army’s HR employment. systems. So, personnel were going to the wrong place. Within the 528th SB (SO)(A) we have two battalions, Slotting these personnel is difficult because if they go to six ARSOF Liaison Elements (ALEs), and there are two the wrong location, we cannot slot them where they are Army National Guard (ARNG) Companies that belong authorized. I look forward to the Army changing its to the STB. Although we do not provide any personnel systems for units to have access to their UICs by DMSL. 1775 Spring 2012 33 This will allow us to have access to all remote UICs and better support our ALEs. We track all of the ALE positions very closely to ensure each is properly manned. We have established a good working relationship with USASOC G1, the HRC Airborne Manager, and Officer Assignment Managers. The Brigade CSM is also very involved in the requisition and assignment process. We also established good working relationships with the local finance office to ensure all pay entitlements and leave transactions are processed on all of our remote ALE personnel. Personnel actions, awards and evaluations are routed through and completed here at Fort Bragg. The ability to sign digitally utilizing AKO, My Forms, has made the process somehow easier. Another difference between us and a conventional SB is our ARSOF Support Operations (ASPO) Teams. We have three ASPO Teams within the Support Operations cell. Their mission is to coordinate, monitor, and synchronize SOF sustainment requirements leveraging Army common sustainment to support deployed SOF. They currently deploy to the CENTCOM AOR (Kuwait and Afghanistan) and rotate approximately every 6 months. With MTOE growth, the ASPO teams changed. We used to have two and now we have three. Having three teams will allow for dwell time issues to be resolved. Our ASPO team will deploy at 78% fill (11 personnel) in December. The NG personnel fill our ASPOs to 100%. The medical elements in a conventional SB are very different than ours. In our SB, we have the Special Operations Medical Detachment (SOMEDD). SOMEDD is composed of its headquarters element and three Special Operations Resuscitation Teams (SORTs). No forward surgical capabilities exist at the special forces group level or level within the USASOC organizational structure. ARSOF requires a small, modular, capable and rapidly deployable medical capability that can provide forward resuscitative treatment, critical care, staging and en-route critical care to forward deployed SOF. The SORTs deploy to support SOF elements and provides this capability. Additionally, the SORT enable the rapid integration of forward surgical assets supporting SOF operations, provide patient hold and patient regulating, and critical care transport. They are on red, amber, green cycles; each cycle is six months based on the proposed SOFORGEN plan. The main challenge we have in SOMEDD is MOS 68W (Health Care Specialists) replacements. We have 16 68Ws authorized. HRC usually fills these positions with a non-SOF qualified 68W. All of our 68Ws are required to be ASI ―W1‖ – Special Operations Combat Medic. Unlike a Signal Company in a conventional SB, we have a battalion, the 112th SIG BN (SO)(A). The 112th SIG BN (SO)(A) provides simultaneous dedicated theater-level signal support to six theaters, their Joint Task Force commands and their subordinate headquarters. They also provide Network Operations (NETOPS) for USASOC and its subordinate units. Within the 112th, there are six Signal Detachments (SIGDETs), also called SOF Signal Detachments. The SIGDETs provide rapidly deployable tactical communications support to support TSOC / SOCKOR operational requirements. Just like the ALEs, the SIGDETs are worldwide providing theater-level signal support in six theaters. In conclusion, the Brigade and Battalion S1s perform all facets of HR support as outlined in FM 1-0. What makes HR support unique in our formations, is that we support personnel in 13-15 different world-wide locations to meet the mission sets of USASOC and USSOCOM. The 528th SB (SO) (A) deploys personnel in teams (ASPO and SORT), provides rapidly deployable logistics augmentation to an ARSOF led JTF, and integrates Army provided forward surgical capabilities in support of expeditionary and remote ARSOF operations. I am proud to serve this great organization, which is the only Airborne SB in the US Army. As it is right now (and near future), we do not have an HROB, but the 528th SB (SO)(A) must be responsive and be a rapidly deployable force. Until we are integrated into ―SOFORGEN,‖ the HROB capabilities in the 528th will be unknown and the need to plan, coordinate and synchronize personnel accountability, casualty, and postal operations support within an AO will be our next challenge in this great organization.

On the right is SSG Eboni Evans, Human Resources Sergeant, 528th Sustainment Brigade (Special Operations) (Airborne), in-processing SGT Joshua Russ, Information Technology Specialist at Fort Bragg, NC. SGT Russ will serve with the 112th Signal Battalion (Special Operations) (Airborne) supporting future Special Operations missions.

34 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com “Back to the Basics: Human Resources Training Team (HRT2) Concept and Employment” By COL Doug Stitt

The Human Resources professionals within the The team conducted unit level HR visits across United States Army Special Operations Command the breadth of the command and spoke with (USASOC) support some of the most diverse, battalion, group and equivalent headquarters to complex an demanding operations within our determine a cogent HR vision for command. Army. These dedicated men and women are three Significant themes that emerged were that while time volunteers, raising their hands to enlist, the unit HR teams were conducting operations, volunteer for airborne training and finally for their HR fundamentals were drifting away from service within USASOC. USASOC HR some of the enduring principles of human professionals are committed around the globe, resources operations like timeliness, accuracy, truly espousing the most fundamental SOF truths, synchronization, integration, anticipation and humans are more important than hardware. responsiveness. Second, in order to uphold these Ten years of persistent conflict, principles the HRT2 found that HR teams needed implementation of PSDR, geographic dispersion of to refocus on competency based skills and agility, units (both forward deployed and CONUS) and a and clear HR policies to support their efforts. The decline in volunteers for HR service within mutually supporting aspect of the principles and USASOC combined to atrophy the HR core focus of HR fundamentals led to the final competencies and enduring principles within the conclusion, commanders needed to be educated on command. COL Dane Rideout, the USASOC G1, the requirements and capabilities resident within understood the environment and created an their own HR formations. opportunity to resolve this challenge, the Human HRT2 reviewed these lessons learned and Resources Training Team (HRT2). COL Rideout determined a way ahead based on conducting a chartered the HRT2 to enhance and reinforce train the trainer session with the HR NCOICs Human Resources legitimacy at all levels within from across the command at Fort Bragg, NC. The USASOC through synchronized assessments, intent of this HR Senior NCO symposium was to training, and standardization. The things that provide a forum for these NCOs to exchange tied these facets together was professional tactics, techniques, and procedures, receive ―train development and information exchanges through the trainer‖ courses on HR systems and functions, and across ARSOF formations. Creating the team and provide feedback to the HRT2 for further out of hide within the USASOC G1, USASOC training and development requirements. assumed risk with some HR functions within the Participants came from across USASOC and headquarters in order to focus organizational trainers came from HRC, CENTCOM, and the Fort effort and resources across the command. Bragg installation Military Personnel Directorate The original members of the HRT2 were CW3 to provide expertise and information. The Rob Storr, Mr. James Brown, MSG Jenny Wyatt, significant lessons learned from this event were a subsequently replaced by MSG Juan Bobadilla need to conduct follow on sessions at the unit level, and CPT Troy Yard. The team possessed a wide revalidate all HR policies, and develop a quantified spectrum of HR backgrounds and experiences set of HR metrics to provide a standard across the spanning over 75 years of service. Most command to reinforce timeliness, accuracy and importantly the team members brought responsiveness. professional credibility within the command based The second iteration of training was an HR on their experience, knowledge and understanding warrant officer symposium that conducted a of the diverse nature and mission of ARSOF units. thorough review of HR policies resident within the The HRT2’s initial mission was to develop a USASOC. The warrant officers also participated in thorough understanding of the HR environment a detailed discussion on the state of the HR within USASOC and then resolve issues to community within the command. The team and increase efficiency and effectiveness when symposium participants reviewed command inspection program checklists and all HR policies, supporting the SF Operator. 1775 Spring 2012 35 Special Operations Soldiers prepare to execute Airborne operations. refocusing these documents to achieve better agility to provide better support to Soldiers and Families. Similar to the NCO symposium, the ability of the warrant officer group to share experiences and participate in peer mentorship was significant and resulted in the creation of Personnel Management Indicators (PMI) for each unit to review and utilize for their HR training and development. The next phase of the training was a series of unit level visits at the 4th Military Information Support Group (MISG) to validate the HR policy letters and inspection checklists. The team was able to sit down with unit HR teams, down to the Soldier level, review the checklists and provide on the spot training and assistance, particularly on HR systems (e.g., eMILPO, EDAS, TOPMIS and Datastore). The team conducted a similar visit to 1st SFG, 1st BN, 75th Infantry Regiment (Ranger), and 4th BN, 160th ARSOAC at Joint Base Lewis McChord, WA. Refocusing units on competency based HR skills, the team also conducted an outbrief to the 1st SFG leadership, utilizing the PMI as a start point to reinforce the necessity for command support and involvement in HR training. The creation of HRT2 within USASOC is a clear demonstration of a learning, agile and adaptive organization. The implementation of PSDR brought HR functions and outputs to their prime consumers; however, it created a significant challenge in the ability to standardize, train and develop the next generation of HR leaders. The most significant lesson learned from the HRT2 was the ability to reinforce the human aspect of HR across ARSOF formations. HRT2 was able to bridge that gap through personal interaction, leader development and training and command level support for HR processes and functions. 36 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com US Army Special Operations Command Civilian Human Resources By Bob Howells A vital part of the overall mission success of the command is our Civilian Human Resources. Within The US Army Special Operations Command (USASOC) the ASCC there are approximately 1,800 DA Civilians and contractors. These dedicated professionals serve in all areas of the command with the heaviest concentration assigned to the John F. Kennedy Special Warfare Center and School. Literally, every command within the USASOC has dedicated civilians assigned and contributing to the mission. Since the beginning of the global war on terrorism (GWOT) our civilian workforce has deployed right alongside their military counterparts as part of a unit as well as individual augmentees. USASOC has deployed several hundred civilians to every area of conflict in support of the GWOT as well as areas in support of other missions as directed by United States Special Operations Command (USSOCOM). Unlike many other commands, civilians employed by USASOC and its subordinate units reap the benefits of having a dedicated staff of human resources specialists who handle just about every aspect of their professional needs. From actually processing the ―Request for Personnel Action,‖ position classification, to professional development and everything in between, the professionals within the Civilian Human Resources Division are dedicated to the sole service of the command and its civilians. The command actively supports both telework opportunities and alternate work schedules to meet the needs of its civilian workforce and the mission of the unit. In addition, a generous leave policy is exercised in conjunction with Soldier training holidays and federal holidays. The chain of command is very interested in the overall wellness of the civilian workforce, which is demonstrated by semi-annual Civilian Advisory Council meetings, annual command climate surveys, annual employee of the year awards, as well as quarterly employee awards ceremonies. All of these events and several others receive direct command involvement and are hosted by the Commanding General or his designated representative. Employee and leader development is another area of great emphasis within the command. The Civilian Education System (CES) sponsored by the Army Management and Staff College is a prime resource. Completion of the distance learning phase and attendance at the resident phase for each level of CES is highly encouraged and supported. Each year the command sponsors numerous training events for civilians both on-site and off military installations. The command headquarters and Special Warfare Center and School conducts and sponsors training opportunities in conjunction with many military and non-military training vendors. The command is one of the few which has a budget set aside solely for civilian training. In FY10, USASOC trained 1,701 employees at 465 training events. The command funded 26 onsite training events training 897 employees at a cost of just under $95,000. In addition to onsite classroom training USASOC civilian employees are encouraged to seek training opportunities at local colleges. Many took advantage of the Army e-Learning on-line training system. Civilian employees serving the nation at USASOC are among some of the most sought after professionals for positions of increasing responsibility due to the nature of the command and its broad capabilities.

The Army Management Staff College is responsible for the Army Civilian Education System (CES) Leader Development Program. CES is a progressive and sequential leader development program that provides enhanced educational opportunities for Army Civilians throughout their careers. Army Civilians will become multi-skilled, agile leaders of the 21st Century, who personify the Warrior Ethos in all aspects, from warfighting support, to statesmanship, to enterprise management.

1775 Spring 2012 37 SECTION III: Army Bands Military Bands: Relevant to the National Security Strategy (Excerpt from term paper for National Security Policy Process, The Institute of World Politics, Washington, DC) By MAJ Derrick N. Shaw

Why is Cultural Diplomacy Important? Successful engagement will depend upon the effective use and integration of different elements of American power. Our diplomacy and development capabilities must help prevent conflict…and strengthen institutions of democratic governance. Our military will continue strengthening its capacity to partner with foreign counterparts, train and assist security forces, and pursue military-to-military ties with a broad range of governments. -National Security Strategy, May 2010

Military Bands as Cultural Diplomats. John on the packages, it will do so. A private American Lenczowski, who wrote, Full Spectrum Diplomacy and organization that sends food independently of the U.S. Grand Strategy: Reforming the Structure and Culture government may choose to either brand the packages of US Foreign Policy, writes that ―the United States with its own logo or put nothing on the item. If they and other powers have made significant use of the place no American branding on it, there is a possibility various arts to great effect in cultural diplomacy. These that the recipients of the aid may have no idea of the include the performing arts such as theater, film, ballet, identity of the benefactors. In this case, the United and music.‖ Members of military bands have had a States may get no positive recognition. significant role in diplomatic engagement for centuries. The branding element can affect cultural interaction Use of bands can also be found in the earliest days of as well. Civilian musicians funded by the Department of the country. For instance, in 1780, upon the arrival of State (DOS) may be American, but they may not be the LTG Rochambeau, ―Washington ordered the American best conveyors of an official position of the U.S. drums to beat a French march.‖ COL Thomas government. Most music programs in colleges and Palmatier, Commander of the US Army Field Band at universities do not focus on public and cultural Fort Meade, Maryland, confirms the ongoing relevancy diplomacy in their curricula. A DOS official may with his assertion that military bands provided accompany these musicians, but that person can only tremendous impact to both strategic and combatant advise the performers and not conduct the performance commanders throughout the history of the nation. The for them. The most powerful message to an audience 21st Century versions of these units, from all branches will come from the person singing the song or holding of the military, share commonalities in their mission the instrument in his or her hands. Furthermore, the statements including mandates that involve, federal government cannot force the New York ―influencing other nations at all levels.‖ Philharmonic to perform overseas or present a certain In regards to music as a tool for the employment of type of music. cultural diplomacy, a reasonable question may be: why This is in sharp contrast to military units. By use military musical units versus any of the multitude design, doctrine, and function, military bands must of civilian groups? In fact, the New York Philharmonic convey the American message. The directive is found in performed in China and North Korea in 2008 with great the mission statements of all service branches’ musical success. Another example is found in a DOS initiative corps. For example, Army bands are required to to send civilian jazz groups to locations around the ―promote our national interests at home and abroad.‖ world with a focus on nations such as Pakistan. These The bands of the Air Force must ―play a key role in groups are effective, but they may not provide the cultivating positive relations with many communities.‖ maximum impact as representatives of the nation. Navy bands must assist in ―coalition building initiatives‖ There are examples of the need for effective and ―provide services that project a positive United national branding in other areas. For instance, USAID States and Navy image both at home and abroad.‖ may send food to North Korea and, if the American Finally, the bands of the Marine Corps ―re-affirm our government feels it in our best interests to place a flag core values, customs, and traditions‖ and support 38 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com community relations programs. These regulatory statements demonstrate that the doctrinal foundation is in place for these groups to support the strategic outreach objectives of the United States. In his opening statement to the National Security Strategy, President Barack Obama makes this assertion: We must also build and integrate the capabilities that can advance our interests, and the interests we share with other countries and peoples. Our Armed Forces will always be a cornerstone of our security, but they must be complemented. Our security also depends upon diplomats who can act in every corner of the world, from grand capitals to dangerous outposts; development experts who can strengthen governance and support human dignity…and work seamlessly with other countries. Musical units of the Armed Forces are relevant to the President’s security framework because they provide him and his team with those artistic ―diplomats who can act in every corner of the world.‖ For this particular capability, the Armed Forces are capable of complementing the diplomatic corps. Comprehensive Strategic Engagement. The DOS Advisory Committee Report offers that the cultural outreach mechanism ―can reach influential members of foreign societies, who cannot be reached through traditional embassy functions.‖ The First Infantry Division (1ID) Band demonstrated this capability while deployed to Iraq in September, 2010. CW2 Jeremiah Keillor writes that ―this was one of the most rewarding events that I have done while deployed to Iraq. It was the second time I have been a part of a mission that was directly engaging Iraqis as the primary audience.‖ This effort can also be found in the work with the Peace Through Art Academy (PTAA) in Baghdad, an organization founded by the Iraqi National Symphony Orchestra. During one sponsored PTAA event, members of the 1ID Band traveled to the US Embassy to perform for, socially interact with, and teach nearly two dozen Iraqi music students. The audience included ambassadors, other diplomatic officials, and local educators. In the mission executive summary, CW2 Keillor writes that he and other leaders granted interviews to Al Sumarra TV, National Public Radio and United States Forces-Iraq (USF-I) public affairs print and broadcast media. Television networks broadcasted images of American Soldier-musicians seated next to and performing with smiling Iraqi children throughout the country. There were no weapons visible and the Soldiers engaged in face-to-face interaction in a non-threatening environment. SFC Guy Machel, an ensemble leader with the 101st Airborne Division (Air Assault) Division Band (101st AB), forwarded the following account on October 10, 2010: “A good example of the direct interaction we have had so far was when we played at Forward Operating Base (FOB) Salerno near the Pakistan border. We did not leave the FOB, but rather we played at the bazaar the FOB ran where local Afghan venders would set up their shops and sell to the Soldiers stationed there. As we were setting up at a central covered gazebo (just like home really), many of the vendors came over and helped us in any way they could, to include bringing over their only chairs from their shops. When we started playing, all business pretty much shut down, as most of the vendors came over to the gazebo, actually in the gazebo, and were literally surrounding us just inches away. They were really into our music, which at that time was mainly American jazz and some marches. One of them asked for some Afghan music which we did not have. He then asked for the Afghan National Anthem. You should have seen their eyes light up as we played it while they were all standing at attention. The response is always similar whenever there are any Afghans in the audience, be they vendors, contractors, workers, you name it.” These case-studies present Soldier-musicians who made intangible connections with Iraqis and Afghanis at all levels of society and modeled what Raymond Cohen refers to as the ―hidden dimension.‖ The effects of cultural diplomacy are not necessarily visible and are sometimes difficult to quantify in conventional ways, but they yield emotional reactions and consequential influence. Non-threatening performances such as the ones described above help to achieve the goal of creating ―relationships with peoples, which endure beyond changes in government.‖ The Department of Defense has the devices for successful cultural diplomacy in its toolbox in the form of its military bands and musical units: elements that have been executing this mission since our nation’s founding. These groups can help in the accomplishment of a number of the President’s key objectives. Military bands can be a part of well-rounded, comprehensive engagement at the strategic level with performances for people in all sectors of society. Band members can model powerful examples of our value system to the world by helping them to rebuild their institutions and demonstrating the respect that we have for them as a civilized people. The 101st Airborne Division Band Brass Quintet performs at the Kabul International School, Afghanistan. 1775 Spring 2012 39 US Army Bands Picture-Grams < SGM Kirk Kadish, US Army Field Band (USAFB) NCOIC, keyboardist and Melvindale, MI, native, performs live at Camp Arifjan, Kuwait with other USAFB Volunteers. USAFB is the Army's premier touring show band. Since its inception in 1981, this talented six- member group has performed in all 50 states, and many other countries. Performances by The Volunteers have included Mardi Gras, the Indianapolis 500, Nashville Now, the Calgary Stampede, and many state fairs and festivals across the country. Through morale boosting events like The Volunteers of the U.S. Army Field Band’s live performance, Third Army is keeping spirits high for deployed service members.

The 1st Cavalry Division Band at Bagram Air Base, Afghanistan, supported Civil Affairs operations and joined forces with the Egyptian Hospital command for the first time to play for local children during International Women's Day. The event was extremely successful in affecting the hearts and minds of the Afghan children and their parents.

< SFC(P) James Donahue from the 3rd Recruiting Brigade and 1SG Michael Plachinski are all smiles on 30 March 2012 after graduation from the Army Recruiters Course at Fort Jackson SC. SFC(P) Donahue is currently serving as the 3rd Brigade Band Recruiting Liaison at Fort Knox KY, and 1SG Plachinski is serving as the First Sergeant of the 77th Army Band at Fort Sill OK. First Sergeant Plachinski was named the Honor Graduate for his Recruiting class, and his next assignment will be as the Senior Band Recruiting Liaison at USAREC HQs at Fort Knox, KY.

40 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com SECTION IV: Around the Corps Reflections on PSDR as the Last Combat Units Exit Iraq By MAJ Khanh Diep, S1, 1st Brigade Combat Team, 1st Cavalry Division As the Army enters a new era with the end of of two promotable SSGs helped to mitigate this difficulty. recent operations in Iraq, it is necessary for the On the officer side of the equation, four out of six Adjutant General’s Corps to reflect on how Battalion S1s were newly promoted, non-career course Personnel Services Delivery Redesign (PSDR) has graduate Captains. The two remaining S1 positions, both of impacted the Army’s concept of modularity. The which were in maneuver battalions, were occupied by a 1LT intent behind PDSR was to allow Commanders and a 2LT. With the lack of experience, these Battalion S1s deployment independence and full spectrum all had very steep ―learning curves‖ they had to overcome. personnel services support capability by placing Not unexpectedly, they sometimes struggled with the high critical personnel functions within the Brigade optempo and unforgiving demands of the military decision and Battalion S1 Sections. Following a decade of making process in a deployed environment. Battalion combat operations, an after-action review of PDSR Commanders and their two Majors have a limited amount of is in order so that our Army can both benefit from time to train and mentor their staff officers, and the past experiences and prepare for future additional time spent on HR tasks means even more work for operational requirements. an already heavily taxed set of field grades. PSDR’s success After being deployed to Iraq under Operation requires HR professionals to know their craft and know where New Dawn 11-12, and now in my 21st month as to go for answers. the Brigade S1 for 1st Brigade Combat Team The difficulties in mastering staff work was increased (BCT), 1st Cavalry Division, I will attempt to add during the final months of Operation New Dawn as forward to this professional discussion by providing a operating bases drew down and personnel accountability series of brief observations gathered as our unit became more complex. As facilities prepared to transition to operated under PSDR. These observations will Iraqi control, the connectivity and communications cover six areas critical impacting Brigade and infrastructure began to degrade, making reporting and Battalion level S1s, highlighting both the tracking even more difficult. Additionally, the often ―victories‖ as well as the challenges that we unpredictable departure of US and third country national encountered. contractors added yet another variable to personnel status Manning of 42A/Bs. Prior to our mission reports. Unlike US Soldiers, these contractors sometimes had readiness exercise at the National Training no clear chain of command and felt little urgency in keeping Center at Fort Irwin, CA, in March 2011, the the responsible S1 informed of their status. An effective Brigade S1 section was already undermanned. As running estimate was essential under these conditions, and our estimated arrival date to deploy approached, Brigade and Battalion Commanders demanded it. This would the number of non-deployable Soldiers within the have been difficult for an experienced staff officer, and our BCT increased, and this exacerbated our manning junior S1’s understandably struggled with this task initially challenges significantly. Although the before meeting the challenge through hard work and a authorizations for 42As within the Brigade and disciplined attention to detail. One of our Battalion S1’s Battalion S1 sections under PSDR were increased reflected on the experience: in 2005, these new authorizations were (and “A running estimate is always evolving. For example, remain) unfulfilled. during Operation New Dawn 11-12 with the drawdown of There were, and continue to be, key personnel forces retrograding from Iraq, the military decision making shortages at both the brigade and battalion levels process and mission analysis was critical for commanders due within our S1 shops. Of particular note is the fact to limited resources available. My initial estimate included that the Senior HR NCOIC (E8) at brigade never all personnel service support that my location provided. After arrived. Since my arrival to the brigade in July a few weeks, there was very limited connectivity to serve the 2010, the unit has been without this key Squadron and most of the supporting HR and FM units were individual, and currently, no E8 is inbound reducing dramatically and rapidly. These changes forced my despite the BCT’s continued operational section to adjust the running estimate and develop innovative deployment in Kuwait following withdrawal from ways to sustain personnel support by engaging subordinate Iraq. Shortages in key HR NCOs billets were also units and adjacent units on different location through the Iraq evident within the Battalions as only two out of Joint area of operations.” six SFCs were deployable. Luckily, the presence Casualty. Under PSDR, casualty reporting at BDE level 1775 Spring 2012 41 is pushed up directly to the theater HRSC or effects would be significant.” Division Casualty Ops. This was one of the best Under PSDR, Battalion S1s gained extensive experience aspects of the system and a clear victory for PSDR in understanding the often nuanced differences between the as it facilitated timely and efficient execution of various types of command relationships such as Direct the most critical personnel function in a combat Support, Operational Control, and Tactical Control. These environment. Unfortunately, the Ironhorse Team relationships are often second nature to maneuver lost a fellow S1 while in theater due to a non- commanders who live with their implications on a daily basis, hostile battle loss. However, the unit’s but such things were often lost on young AG officers in performance in dealing with this tragedy provides previous years. With the advent of PDSR, the responsibility an illustration of the PSDR victory in this area as lies squarely on the shoulders of our Brigade and Battalion the Battalion executed the process flawlessly from S1s, and they are responding well to the demands placed upon the initial casualty report to the completion of the them by maneuver commanders. memorial service. The incoming S1, who arrived Awards. There was no way to anticipate the Ironhorse as a replacement from the Rear Detachment Brigade’s unique experience with end of tour (EOT) awards. following the loss two months later, reflected on From July to September 2011, the BCT was under the 36th the incident: Infantry Division out of Texas. By mid-September as we were “While this case was unexpected and unfolded in the initial phase of submitting our Bronze Star requests for rapidly, the medical providers and Battalion S1 Soldiers’ EOT awards, the 36th Division conducted a transfer section expeditiously ensured that communication of authority, and the 25th Infantry Division took over both US flowed continuously and accurately to the Division-Central and US Division-South. Due to perceived command [back at Fort Hood]. The Soldier was time constraints resulting from an unofficial notification that honored at memorial ceremonies both in Iraq and we were redeploying in December, the BCT pushed up an at home station. Casualty Reporting Operations LNO to 25th ID headquarters to expedite our EOT awards. is an area where the S1 section can accept no risk. SGT Jason Jones, 91F, was selected to be the G1 LNO to 25th The proper execution of all tasks associated with ID. SGT Jones recalled: the death of a fallen comrade is a no-fail mission “As a petroleum vehicle operator at COS Kalsu, Iraq, in the eyes of the Soldiers and the Families working as the training NCO for a distribution company in involved.” the BSB on my fifth deployment, I imagined that I’d seen it Strength Management. Personnel all. Two months into the deployment I was moved to work at accountability in a deployed environment added the 25th Infantry Division headquarters at Camp Liberty in several dimensions not normally encountered the G1 shop and began to help process awards for my Brigade while in garrison. This reality required more S1. As a fuel handler, my primary qualifications for the job communications between units. With the BCT were a clearance and some company-level administrative dispersed across three contingency operating skills. In just a few weeks, we received over 450 awards and stations (COS Kalsu, COS Echo, and COS Delta) packaged the majority of them to be signed by the throughout five Iraqi Provinces, 100% commanding general. Then, the call came that my brigade’s accountability 100% of the time produced restless mission would not end with our exit from Iraq. Instead, we’d nights for all of those involved. One Ironhorse have a follow-on mission, very likely in Kuwait. With this Battalion S1 stated: revelation, 25th ID would no longer process our awards, and “While deployed, the dynamics can shift ultimately the fruits of my labor went up in smoke . . . considerably. A unit can find itself task organized literally.” with other elements within the parent Currently our EOT awards are being processed under organization, with elements from other services, to ARCENT. Despite the absence of a Division HQs to be the include civilians and contractors. Personnel intermediary between us and ARCENT, the system as accountability in this environment can be tricky; envisioned by PSDR is working smoothly. there is significant risk of double-counting Rest and Recuperation (R&R). PSDR allowed personnel as two battalions, as the organic and personnel accountability (PA) (formerly R5 – Reception, attached unit. There is also a real risk of failure Redeployment, Replacement, R&R, and Return to Duty) to to account for personnel, as one unit may assume function effectively. One element of PA, R&R leave, had a another unit is counting their people. Both of tremendously positive effect on Soldiers’ morale in the these situations presented serious issues, but the Ironhorse BCT. On the orders of the brigade commander, we latter had the potential for grave consequences. immediately submitted an exception to policy to start leave Imagine a Soldier who is not accounted for by any allocations earlier than the prescribed 60 days in theater. unit, because there is a misunderstanding over When we received initial guidance for an early redeployment, who should account for him. If an accident or the Brigade halted R&R leave, but it was subsequently enemy action occurred, and 100% accountability restarted through USF-I and ARCENT when our new mission was called for, no one might realize that Soldier required that we remain for the rest of our boots on the was unaccounted for. The secondary and tertiary ground time. One Battalion S1 added: 42 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com “Theater policy requires that no more than 10% of a unit’s assigned strength be unavailable for reasons pertaining to leave to include R&R leave, any passes that may be granted, emergency leave, and TDY. With R&R only happening approximately eight months of a unit’s 12 month tour, it is imperative that a plan is emplaced early in the deployment to ensure that all eligible personnel are offered the opportunity to take leave.” Under ARCENT, the BCT requested to exceed our 10% allocation. All Ironhorse Soldiers were afforded the opportunity to take R&R leave. Furthermore, since assumption of our new mission in Kuwait, we are working on a another exception to policy to keep our R&R leave non-chargeable since over 450 of our Soldiers already took advantage of the non-chargeable leave policy while the BCT was still operating in Iraq. Postal Operations. Mail, another function under the theater HRSC and HR Company, was another category that involved Soldiers’ morale. With two battalions located at COS Echo in Iraq, one of my S1s always attended early briefings on the APO closures and provided the Brigade S1 with timely updates on the upcoming closures so that we could keep families and friends back in the US informed about the status of mail delivery. In November 2011, our APOs for COS Kalsu, Echo and Delta shut down, causing a brief ―panic‖ among loved ones back home with the upcoming Thanksgiving, Christmas and New Year’s Holidays rapidly approaching. Under PSDR, I worked directly with the theatre HRSC and activated our APO in Kuwait once we received official notification of our change of mission to Kuwait for the duration of our BOG. This ensured a continuous postal link between our deployed Soldiers and their families back home. Such an accomplishment was hardly inconsequential as it allowed many morale-boosting holiday letters and packages to arrive after only a short delay. With the departure of the last US troops out of Iraq on December 18, 2011, I am proud to be able to contribute to this ongoing professional discussion and post-Iraq assessment of PSDR. This discussion will undoubtedly enhance the Army’s future ability to perform HR operations in a deployed environment. PSDR has empowered the BCT and Battalion S1 sections to be responsible for our own actions all the time regardless of our location and environment. Our current mission in Kuwait is a ―first‖ among many other ―firsts,‖ and 1/1 CAV is proud to have been among those who helped close this important chapter in American military history. The professional way in which our Soldiers conducted themselves during those final, tense days in Iraq stands are evidence that ―Ironhorse never quits!‖ This article is written in memory of CPT Shawn Charles, 2-8 CAV Battalion S1, who passed away on October 23, 2011 due to medical reasons. He will always be remembered as the “Fighting S1.” Defend and Serve!

1st Brigade Combat Team, 1st Cavalry Division HR Team – photo taken at 1st BCT HQs, Camp Buehring, Kuwait, with all the AG Soldiers of the Ironhorse Brigade. 1775 Spring 2012 43 The Medal of Honor Ceremony Process begins with One Operations Officer By Diana Dawa, Army, G-1, Public Affairs SFC Leroy Petry stood at the front of the White Soldiers, while in the National Capitol Region. The House East room as the President of the United States logistical process of getting a nominee to the White stood behind him, prepared to fasten the Medal of House ceremony is no easy endeavor. The behind the Honor around his neck. As recalled during the reading scenes working group is an A-list of support staff, said of the award citation, while deployed as a weapons COL Adams. A Medal of Honor nominee is told of his squad leader with D Company, 2nd Battalion, 75th selection for the award when he gets a phone call from Ranger Regiment, Petry (then a SSG) and his fellow the White House. Before that call is made, the Army G1 Rangers were engaged with an armed enemy in the SIG operations section, led by Adams, has already been vicinity of Paktya Province, Afghanistan, on May 26, working the process. 2008. The Army G1 SIG receives the Medal of Honor During that encounter Petry, wounded in both legs, nomination packet from the Assistant Secretary of the unhesitatingly and with complete disregard for his Army for Manpower and Reserve Affairs, Office of safety, deliberately and selflessly picked up a live Military Personnel. Prior to that, COL Adams has grenade, and threw it away from his fellow Rangers. As already assembled what he calls his team of all-stars. he was releasing the grenade it detonated, amputating Representatives from the Office of the Administrative his right hand at the wrist and further injuring him Assistant to the Secretary of the Army, the Military with multiple shrapnel wounds. Although picking up District of Washington, Army Protocol and Public and throwing the live grenade grievously wounded Affairs, and the Pentagon Force Protection Agency meet Petry, his gallant act undeniably saved his fellow months before the White House ceremony takes place. Rangers from being severely wounded or killed. It is a huge endeavor. Despite the severity of his wounds, Petry placed a COL Adams and his working group are responsible tourniquet on his right wrist before communicating the for planning the logistical support for the nominee and situation by radio in order to coordinate support for Family members. That involves organizing the mode of himself and his fellow wounded Rangers, according to transportation, lodging, meals, security and escort duty. the citation. COL Adams said the Director of the Army Staff set the After the President fastened the medal securely conditions for success from start to finish. around Petry’s neck, the audience in the East Room of ―The weight of receiving the Medal of Honor is much the White House broke into applause. It was a rare more than the 13 ounces the medal weighs,‖ said COL moment in Washington, DC, free of political agenda and Adams, so he does his very best to ensure the nominee, debate, a moment dedicated to honoring a hero. It was or the family of the nominee in cases of posthumous a moment that had been planned for over six months, nomination, is comfortable with all the moving steps up through hundreds of phone calls, countless meetings to what he termed, Medal of Honor Week. ―Building and thousands of hours outside the typical 9 to 5 solid relationships early in the planning stage ensures a workday. successful operation,‖ said COL Adams. Along with two The White House East Room can hold up to 250 escorts from the Military District of Washington, and a guests. Those in attendance, but not on the strict invite public affairs representative, he visits the nominee’s (or list, can watch from another location near the East in the case of posthumously, the nominee’s Family) Room. COL Joe Adams is not technically a guest, but home weeks prior to the White House ceremony. COL he is instrumental in ensuring the ceremony goes Adams said it’s very important to take the time to help smoothly. He listened as the event took place from the the nominee feel comfortable with the steps leading up Red Room, adjacent to the East Room. Standing 6 feet, to the week of the ceremony. 6-inches tall, immaculate in his Army dress blues, Since the White House is adamant about not Adams is a commanding presence. He maintains a cool releasing any information about the nominee prior to an demeanor as he waits for the ceremony to finish, then official release, he said the biggest challenge for a makes his way through the crowd to Petry. The Ranger nominee is how to send out invitations to an event that is his responsibility while attending week-long Medal of people are not supposed to know about. One of the Honor events held in the Military District of biggest hurdles for a nominee is to come up with their Washington. invite list of about two hundred names between unit and More accurately, COL Adams, Chief of Operations, Family that the nominee would like to invite to the Deputy Chief of Staff / Army G1, Strategic Initiatives White House ceremony. Group (SIG), is in charge of all logistical support to One of my initial tasks is to get the nominee here, so Petry, and his group of 175 family members and fellow I can sit them down and iron out all these moving parts, 44 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com said COL Adams. The challenge is to ensure no announcement is made prior to a public release made by the White House. ―If the White House hasn’t made the announcement public, we are doing all of this (invitation) under the cover of darkness. I always tell the nominees, tell those (invited guests) what you need to tell them so they understand what this is about, but they can’t talk about it.‖ The day of the White House ceremony is a busy one. Buses meet guests at a hotel in Crystal City, VA. Before anyone can get on a bus, they are sent through a metal detector. They then line up at the bus, waiting for bus escorts to verify their information before getting on. Buses are then given police escort to the White House, where guests will again have their information verified prior to gaining entry into the White House. With so many moving parts taking place during the White House ceremony day, a few of those parts can quickly come undone. For example, prior to SFC Petry’s ceremony, for whatever reason, four family members riding the bus were not cleared to enter the White House. ―I was sitting there on 15th Street with those four family members, sweating, surrounded by tourists, waiting on the secret service to clear them,‖ COL Adams recalled. ―So, we got in there late. I think it was like 13 seconds before the President entered the room. I remember opening up the back door of the East Room, pushed them in and closed the door. Then I went and sat down in the Red Room and listened to it on the radio speakers.‖ After the ceremony, the honoree and guests return to their hotel for an evening reception. COL Adams attends all the Medal of Honor events to include the reception and the Hall of Heroes event held that week at the Pentagon. Once all events have taken place, and the honoree is on his way to participate in media interviews, Col. Adams’ mission is complete. COL Adams has been involved in five Medal of Honor presentations, three from current conflicts, one from the Vietnam War era, and one from the Korean War era. Of those, three (MAJ Bruce Crandall (Vietnam), SSG Salvatore Giunta and SFC Leroy Petry (both from Afghanistan) were living honorees. The other two were posthumous awards. The difference between the two, COL Adams said, is the non- posthumous ceremony is more like a celebration. After a short pause, he said, ―The posthumous ones are difficult.‖

President Barack Obama awards the Medal of Honor to Army SFC Leroy Arthur Petry at the White House in Washington, DC, on July 12, 2011. (Photo Credit: SPC David M. Sharp) 1775 Spring 2012 45 Silver Scimitar Lite Prepares Trained and Ready AG Soldiers for Deployment By COL Denise Gaines-Edmond For the last four years, FORSCOM has hosted (eMILPO), and Enlisted Distribution and Silver Scimitar Lite or SSL, a multi-component, Assignment System (EDAS). multi-echelon collective training exercise Each Silver Scimitar exercise provides realistic, exclusively for US Army Human Resources (HR) collective, sustainment training that is not professionals. FORSCOM modeled SSL after the generally available at home station. Some of the United States Army Reserve Command’s version highlights noted during SSL included: of Silver Scimitar (SS) or also nicknamed ―Heavy‖ opportunities for postal platoons to build post in the personnel field. Both Silver Scimitar offices in empty rooms and tents, one of which exercises are generally held approximately six processed ―live‖ mail; simulated flight manifests by months apart, and adapt to the shifting exercise Personnel Accountability Teams (PATs) deployment cycle of Army HR units. These and HR platoons that processed over 36 intra and exercises provide the premier collective HR inter-theater flights; Casualty Liaison Teams training available in the US Army targeted for (CLTs) prepared and processed over 70 simulated Standard Requirements Code (SRC) 12 or HR casualty reports up to CMAOC; and HROB units, and SRC 63 personnel planning elements or personnel conducted military decision making Human Resource Operation Branches (HROBs). process exercises for their AORs, briefing their Currently, all HR units that have scheduled concept of HR support plans and inspecting the deployment dates 60 – 180 days after Silver exercise post offices. Sustainment Command, Scimitar training are highly encouraged to attend Brigade and Battalion G1s / S1s were all engaged either exercise within their predeployment in an integrated master scenario events list window. Future plans are being determined to see barrage of casualty and personnel accountability if Silver Scimitar can certify deploying HR units operations to stimulate creative theater personnel for their contingency missions. management solutions. SSL was held 5-17 August 2011 at Fort Units in attendance were also afforded the Devens, Massachusetts and focused its training opportunity to have designated personnel certified regimen on critical wartime HR systems that as Contracting Officer Representatives (CORs) by support the combatant commander. SSL offered completing the contingency contracting unit participating HR units an opportunity to train training certification course during the exercise. with other deploying SRC 12 units that would be The designated unit CORs had to complete three in theater during the same time frame. In most cases, units were paired with units they could potentially work with in their area of operation during deployment. The exercise training utilized subject matter experts, contained HR and theater briefings, four days of core competency classes, and a 4.5 day mission readiness exercise. The HR core competency training focused on personnel accountability, casualty operations, postal operations, and HR operational planning, and also incorporated lessons learned from previous HR unit deployments. Key hands on HR systems training was provided for the following: Tactical Personnel System (TPS), Deployed Theater Accountability Software (DTAS), Single Mobility System (SMS), Joint Operations COL(P) Jason Evans, The Adjutant General, Personnel and Equipment System (JOPES), Human Resources Command, receives a postal Defense Casualty Information Processing System briefing during Silver Scimitar Lite held 5-17 (DCIPS), Electronic Military Personnel Office August 2011 at Fort Devens, MA. 46 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com on-line preliminary courses prior to their arrival to SSL before they could receive their completion certificate. The SSL desired end state for all participating units was for units to be trained and prepared to conduct their wartime or Army forces generation deployment cycle mission. Ultimately, if units receive deployment certification, the desired end state would include providing pre and post assessments to unit commanders for participating units. Several distinguished visitors, including MG William D. (Razz) Waff, CG, 99th Regional Reserve Command; BG Margarett Barnes, Deputy Commander Human Resources Command; and COL(P) Jason Evans, the Adjutant General of the Army (TAG), observed SSL training and offered laudatory comments. Another key objective obtained during SSL was to build cohesion and establish professional networking relationships among the 307 multi-component exercise participants. After training hours, these trainees, representing 18 states and territories, were given opportunities to attend ―Movie Night in the Theater‖, socialize in the MWR-sponsored Taps Tavern, or utilize the computers in the Internet Café’. A football tournament was also conducted for those interested in team athletic challenges. Silver Scimitar Lite will continue to be a collaborative effort from FORSCOM, USARC, and the National Guard Bureau (NGB). As the AG Corps continues to support the Army of the future, Silver Scimitar will continue to play an important role to maintain trained and ready forces and actively pursue the potential certification for deploying units. In the future, this exercise can serve as the pilot program to certify SRC-12 units within their 6-month deployment window and remain the Army’s best training tool for battle-focused HR collective training. Units scheduled to deploy in FY13 and FY14 are highly encouraged to attend one of the next two iterations of Silver Scimitar. The next Silver Scimitar Lite (FORSCOM) exercise is 3 – 15 August 2012.

AG Soldiers participating in the Silver Scimitar Lite exercise process mail in a simulated post office at Fort Devens. This type of postal training prepares deploying HR professionals for real world missions.

1775 Spring 2012 47 Equal Opportunity Advisor Duty By LTC Darrin Pope

As Adjutant General’s Corps officers and NCOs in today’s Army, we maintain dialogue with career managers, plan for our next assignments, while considering professional, personal desires, and the needs of the Army. There is a magnificent assignment opportunity within the Army that is rewarding, challenging, and offers the chance to make a real difference. That opportunity is an assignment as an Equal Opportunity Advisor (EOA). EOAs serve as the ―eyes and ears‖ for the commander by providing invaluable advice that helps the commander implement the Army’s EO policy to ―provide equal opportunity and fair treatment for Soldiers and Family members without regard to race, color, gender, religion, or national origin.‖ AR 600-20, Army Command Policy, Paragraph 6-3, lists the wide range of duties performed by EOAs to assist the commander in shaping the command climate within his / her organization. Duties involve processing complaints and providing assistance to both commanders and investigating officers. Additionally, EOAs plan and execute a total of eight ethnic observances / special commemorations throughout the year. The EOA serves in four prominent roles within an organization: Advisor – The EOA advises the commander on the EO program’s policies and procedures within an organization. In this role, the EOA must understand the ―big picture‖ of the organization and the regulatory requirements that pertain to the role of an EOA. Trainer and Educator – As a trainer, the EOA provides oversight for EO training within the organization to meet regulatory requirements and requirements driven by the organization, higher headquarters, and Department of the Army. In addition to training oversight, an EOA constantly educates commanders, staffs, Soldiers, and Family members, in any type of forum such as classes, seminars, and meetings regarding all facets of equal opportunity. Assessor – The EOA plays a very important role by utilizing tools such as surveys, focus groups, and observations that identify those indicators in an organization that may impact a healthy command climate. Change Agent – The EOA focuses on affecting changes within the organization that result in a positive command climate. This allows the EOA to conduct a good analysis and to provide qualitative courses of action to the commander. AR 600-20, Paragraph 6-6, defines the DA selection requirements for assignment to EO duty and the assignment tours for officers (EO Program Managers) and NCOs (EOAs). Prior to an EO assignment, selected personnel will attend the 12 week Equal Opportunity Advisors Course located at the Defense Equal Opportunity Management Institute (DEOMI) at Patrick Air Force Base, Florida. Upon graduation from DEOMI, EOAs will be assigned to authorized positions on the staff of commanders at brigade level (or equivalent) and higher. The below chart (as defined in AR 600-20, Paragraph 6-5) shows the EO manning requirements at brigade level and higher. If you are interested in becoming an EOA and meet the requirements defined in AR 600-20, please contact your assignments manager for further information.

EOA Manning Requirements Level Total Number of EOAs Rank Requirements Brigade One EOA (Minimum) SFC or Higher Division Four EOAs LTC, MSG, SFC (2) Corps Four EOAs LTC, SGM, MSG, SFC Three EOAs ACOM (Number varies among ACOMs) LTC, SGM, MSG, SFC HQDA Eight EOAs LTC, MAJ (3), SGM, SFC (3) SSI Three EOAs LTC, SGM, MSG Small Installations and BSBs (Fewer than 10,000 Soldiers) One EOA SFC Large Installations and ASGs (More than 10,000 Soldiers) Two EOAs MSG, SFC

48 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com Human Resources Command Holiday Ball, 9 December 2011

MAJ Christopher Ruga, HRC EPMD, receives an ARCOM SFC Kelly Dean, HRC Personnel Information Systems for being the 2011 HRC Officer of the Year from MG Gina Directorate's Technology Division, receives an ARCOM Farrisee, HRC CG, and CSM Bruce A. Lee, at the for being the 2011 HRC NCO of the Year from MG Gina December 2011 HRC Holiday Ball. Farrisee, HRC CG, and CSM Bruce A. Lee.

SPC Silveo Copas, HRC Contact Center under HRC's Rebecca Young, the Retirement Point Program The Adjutant General Directorate (TAGD), receives an Manager in the Soldier Program Services Division ARCOM for being the 2011 HRC Soldier of the Year from under TAGD, Army Personnel Records Division’s MG Gina Farrisee, HRC CG, and CSM Bruce A. Lee. Retired Pay, was named DA G1 FY 11 Civilian of the Year for the GS-13 and Below Category.

< Attila J. “A.J.” Bognar, the Chief of the Project Management Division under HRC’s Personnel Systems Information Directorate, or PERSINSD, was named DA G1 FY 11 Civilian of the Year for the GS-14 and Above Category.

1775 Spring 2012 49 SECTION V: AGCRA AGCRA Membership Update, by SFC (Ret) Ken members with a variety of awards to include the Horatio Fidler, VP, AGCRA Membership Gates Gold Medal, Horatio Gates Bronze Medal, and the Greetings, fellow AGCRA! 2011 was a very Honorary Horatio Gates Medal. The AGCRA successful year for our Association. We welcomed 1,860 Achievement Medal (Chapter President’s Award) new and renewal memberships, and gained 31 Lifetime recognizes outstanding AG / HR service to the Army or Members. Unfortunately, there were 882 memberships the Association. Other Association awards recognize that expired in 2011. However, membership is off to a leadership, academics, APFT, and Regimental AG / HR great start for 2012. Our current active membership is Soldiers and Civilian of the Year. Visit AGCRA.com for 3,560 members, 149 of which are Lifetime Members. more information and procedures for award AGCRA has recently welcomed two new chapters to our recommendation and submission. ranks. The ―Spartan Chapter‖ supports Fort McCoy, Sutler Store. AGCRA products include: golf WI and the surrounding area and was activated on 2 windshirts and accessories; men's and women's clothing December 2011. And the newest addition to the apparel w/AG Corps logo (dress shirts, polos, AGCRA Family is the ―Rocket City Chapter,‖ which was sweatshirts, t-shirts, ball caps, ties); laser engraved activated in March 2012 and supports Redstone Arsenal wooden humidors; executive pens and padfolios; and surrounding areas in Alabama. Congratulations to novelties and collectibles; and many other AG Corps both Chapters and welcome to the AGCRA family! items. Even though our membership continues to increase, AGCRA Chapters. AGCRA Chapters are critical we still have much work to do. There are over 56,800 to informing, promoting, and encouraging AG / HR AG / HR Soldiers and civilian employees assigned in all programs and initiatives. We solicit your support to three Army components, but only slightly more than 6% maintain or stand up an AGCRA Chapter. We need you of us are members of AGCRA. So where does the to seek out motivated junior leaders to lead and actively problem lie? Basically, many AG Soldiers and HR participate as local AGCRA Chapter Officers. The wide Professionals are lacking identity with the Adjutant spread involvement of junior AG / HR leaders within General’s Corps and the Army’s HR Community. Many local Chapters will preclude the notion that AGCRA is are not aware that the Adjutant General’s Corps an Association for senior leaders only. Regimental Association (AGCRA) even exists. There AG Corps Print. The first ever AG Corps print by are a variety of reasons for HR professionals choosing the world renowned artist Mort Kunstler is on sale at not to become members of AGCRA, probably the most AGCRA.com. All AG Corps print proceeds support the pressing being, ―what does AGCRA offer me?‖ So let’s annual AGCRA Scholarship Program. For additional take a quick look at what AGCRA has to offer. information on these initiatives, go to AGCRA.com for The Association’s website, AGCRA.com, is new details. and improved. We have 100% functionality and the The future of AGCRA and the recording, website allows you to: contact AGCRA Executive perpetuating and understanding the history of the Council members; view AGCRA account information; Adjutant General’s Corps depends on leaders like you. and view AGCRA Awards information / criteria. You If you are already a member, many thanks for your can also shop on-line at the Sutler Store, to include continuing support. If you are not a member, I ask you purchasing new Association memberships or renewing to join – we need you! At a minimum, please visit our existing memberships. We have also added a website and check the status of your membership and membership reminder to our AGCRA database prior to update your personal account information to maintain membership expiration. efficient connectivity with the Association. You may AGCRA.com allows you access to the ―Members purchase or renew your AGCRA membership at Only‖ section, allowing members to maintain account AGCRA.com by following these simple steps: information, including password and address changes, 1. At the AGCRA web site, click on ―Click Here to and looking up and communicating with other AGCRA become a member of AGCRA.‖ members. Please note that keeping up with your 2. Afterwards, do one of the following: AGCRA.com personal account data is critical for each a. Already a Member? Need to renew? Then click, member to receive timely AGCRA info. ―Click Here to Login‖. 1775, AGCRA’s official journal, has been revamped b. For new members, select a one or three year, or to focus on HR professional development. AGCRA Lifetime membership level based on your rank / status. continues to solicit 1775 articles from all AG / HR 3. Checkout using PayPal. leaders. 1775 is also being published on a more For questions or assistance with AGCRA consistent basis. In addition to publishing 1775, we membership applications, send an e-mail to also try to publish a newsletter between 1775 editions [email protected], or you can write to: AGCRA, to maintain connectively with Association members. Attn: VP-Membership (Ken Fidler), P.O. Box 10026, Awards. AGCRA recognizes outstanding Fort Jackson, SC 29207. 50 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com 100% AGCRA Membership at the Adjutant General School…

42A Advanced Leader Course 001-12 achieved 100% AGCRA membership. Congrats!

Another 100% AGCRA Membership Course at the AG School…

AG Warrant Officer Basic Course 005-11 at the AG School has achieved 100% AGCRA membership. Congrats to another outstanding AG Course!

1775 Spring 2012 51 AGCRA AWARD Winners 1 September 2011 – 16 March 2012

ACHIEVEMENT MEDAL GATES GOLD GATES BRONZE CPT Jacqueline H. Murray-Bonno COL Patrick Devine (Continued) CW2 Lee Anna D. Davis CW4 Eugene A. Roberts Ms. Elizabeth Williams SFC Luis Carrion CW4 Sherren A. Roberts LTC Stuart A. Kidder SFC Gloria Harrell CW4 (Ret) Robert W. Loftis MAJ Shawne P. Armstrong SSG Shakara N. Debose Mrs. R. Jane Loftis CSM Earla L. Reddock CPL Shetara Hailey

LTC Don Bachler SPC Loini Paaga

MAJ Yemsrach B. Holley SSG(P) Jasmine N. Young

MAJ Mary A. Smith SSG Martina Moore

CW2 Jill Dodd CPT(P) Brandy Culp

SGM Javis Griffin CPT Ticondra Swartz Mr. Jesse Glover, Jr. Ms. Nancy Rice CW3 Andrea L. Wingo MAJ (Ret) James R. Brown CW3 Frankie E. Roit CPT Matthew Gilroy GATES BRONZE SFC Michael Burich CPT Quincy Banis CSM Mark E. Phillips CPT Jay A. Williams SGT Xavier Loor CW3 Virginia M. Oscovitch CW4 Bryan G. Westfield LTC Dean M. Strobel MSG(P) Raul Torres CW3 Mark W. Hickman 2LT Monica Jimenez MSG Alice L. Harris-Scott LTC Gregory S. Smith CPT Derrick Lucarelli SFC Miranda Mc Elhiney SSG Anna Tivis SSG Albert A. Daroca, Jr. CSM Arthur L. Leak CW3 Dennis M. Stribling SGT Denise R. Robinson CPT Clayton J. Cannon CW2(P) Pamela Y. Rogers SGT Tiffany Peoples MAJ Racine W.E. Robertson CW3 James E. Fiedler SGT Crystal Gomez SGM Paulette Moore SFC Eric D. Spencer SPC Latoya Sanders CW2 Shirley A. Cole MSG John M. Keen SPC Isela Clark MSG Mary F. Wilcox CPT Jay A. Williams SSG Kelly Robinson MSG Terri Winkler LTC David N. Housh SGT Jamie A. Garcia CW5 Patricia A. Upton MAJ William S. Hollander SSG Scedric Moss CSM Nichelle Fails MSG Kelly M. Stransky LTC Ann Burdeshaw SFC Fachon Jennings MAJ Coleen Carr CW2 Ramona D. Campbell CPT Jeanette M. Molina CW3 Roberta Cortez SFC Katrina Clark SFC (Ret) Anthony D. Knox MSG Kanisha Evans Mr. Rodney Berry MSG Stacy S. Crawford MSG Aaron Coefield SFC Marticia Goodwin Ms. Alice B. Bower Mr. Dennis Fringeli SFC Angela Davis MSG Shelly R. Boyd SGM Garfield Lyons SSG Kevin Painter SFC Sue-Ellyn Baker nd COL Theresa S. Lever (2 Awd) 2LT William F. Garner SFC Kimberly Flowers WO1 Kimberly D. Wilson SSG Leoreen L. Mackey SFC Cytique Johnson LTC Jack L. Usrey SFC Roger N. Phillip SFC Stephanie R. Owens MAJ David C. Welch SGT Charles L. Manns SFC Roger N. Phillip CW3 Tabitha Y. Williams Mrs. Christine Wells LTC Shawn Lockhart SGM William E. Apodacafisk SFC Delmar Reed WO1 Porsha R. Grant CPT Dustin P. La Duke SSG Kareem Castillo SSG James Davis Mr. Michael Berry, Sr. SFC Janeth V. Serrano Mrs. Natalie Diggs CPT Anthony D. Buchanan Ms. Teresa C. Crooms CPT Theresa N. Foster 52 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com AGCRA AWARD Winners (Continued)

ACHIEVEMENT MEDAL ACHIEVEMENT MEDAL ACHIEVEMENT MEDAL (Continued) (Continued) (Continued) CPT Brandon Fridia SFC Shevonda L. Ester CPT Alisha Hammett CPT Leah M. Ganoni SPC Michael Basco CW2(P) Shannon Tyus CPT Rachel M. Hudak MAJ Richard Bryant SFC David Thompson III CPT Walter S. Michael 1LT Lakesha McCall SSG Lisa D. Waring CPT Melissa J. Wildeman SFC Carrie Stewart SGT Latoya S. Troiani MAJ Tynisa Jones SSG Frank Wilson SFC Laurisa L. Dixon CW2 Juan C. Jusino SSG Keon Norris SFC Steven Martz 1LT Toni R. James SGT Terri Morgan 1LT Patrick M. Zebrowski WO1Felicia C. Blackburn SFC Jonathan J. Blue, Sr. SFC(P) Jacqueline F. Hill SSG Jonathan K. Cunningham SPC Wayne Jones CW2 Juan C. Jusino SSG Festus Nwaosuagwu MSG Bryab J. Venezuela SPC Abby Delp MAJ Jeffrey May SSG Nekishia Cole 1SG Amador Medina III SSG Michael Savino 1SG Diedre K. Nevels SFC Remala Baijanath HARRISON MEDAL 1SG Alfredo N. Woods SPC Julio Becera SFC Deatra Wilkes SFC Martha C. Manzo SFC Scott Cunningham SFC Kenneth D. Jackson, Jr. MAJ Tynisa Jones SGT German Enamorado SGT David A. Moose 1LT Joshua A. Redmond SPC David Haley SGT Jesus I. Cruz SGT Christopher Helgens SFC Noble Henry SSG Lisa M. Swanson CW2 Kevin L. Perry CPL Trentis Johnson 2LT Shelita R. Lamar MAJ Garry Dodard SGT Jason Jones 2LT Yadira D. Dante COL Jeffrey N. Hice SFC Taotafa Kirifi SSG David F. Cyr, Jr. Mrs. Brenda Girardeau SFC Jose Rosario SFC Richard H. Reather SFC Abel S. Huerta, III CPL Bernaved Urena SSG Brent D. Vance SFC Shevonda L. Ester SFC Terry Walker SSG Emily L. Charles WO1 Felicia C. Blackburn SGT Francisco Campos SGT Melissa J. Black SPC Nathaniel A. Guenther 1LT Greg Bookston CPT Angela M. Butler SGT Lilina A. Benning MAJ Khanh Diep CPT Jeffrey W. Kocian MAJ Boyd R. Bingham 1LT Deniya Dozier 2LT William Brueske SGT Adrian J. Doerfer CW2 Delvin Evans 2LT Yvette E. Huston SFC(P) Charles Mursch 1LT Sarah Hernandez WO1 Daniel A. Cardenas CW3 Lawrence Parada, Jr. CPT Irwin Johnson CPT Emily Worthing Mr. Anthony D. Lockhart CPT Jessica Lee SFC Matthew Crowder MAJ John Dorin CPT Jack Lingle SSG Steven Adams MSG Hunter Hilten CPT Edla ―Tory‖ Nieto SSG Flynn G. Butts CPT Sara Behr 1LT Feliz Perez, Jr. SSG Andrew R. Foxworthy CW2 Lisa Fleck SPC Laura Allen 2LT Virginia M. Albany SGT Rhea Van Ness SPC Nicole Poindexter SFC Toye N. Clements 1LT Natona A. Davis SPC Vutha Eang SFC Allen N. Dieterle, Sr. SSG Paul C. Lovelace SPC Heather Norris SGT Antoine E. Flowers SGT Angela L. Webb SFC James Willis SSG Daniel A. Jones CPL Leona M. Davis SPC Romeo Frett SSG John J. Yu SPC Jessica M. Degler SPC Edgar Rivera-Cruz SSG Joshua D. Morrison 1775 Spring 2012 53 AGCRA AWARD Winners (Continued)

HARRISON MEDAL (Continued) SSG Mary K. Kirkland CPT Maria Schmitz HONORARY HORATIO GATES COL Bobby L. Lipscomb, Jr 2LT Benjamin E. Pariser MG WILLIAM H. GOURLEY CSM C.C. Jenkins, Jr. LEADERSHIP AWARD 2LT Tammy E. Muckenfuss COL Deborah Skillman CPT Timmy R. Fanugao 2LT Kevin E. Heiderman LTC Kelly Kyburz CPT Yon Chung SSG Ricardo N. Soterogoldilla COL Scott L. Efflandt SFC James F. Hough CPT Brandon Fridia CPT Jeffrey Zizz 2LT Desiree Bussiere

WO1 Heather Petry SGT Veronica Salinas SFC Jeffrey J. Dudzienski CPT Jennifer Philson SSG Brian M. Warme ROOSEVELT MEDAL CW2 Lloyd N. Vaught (Continued) 2LT Chad W. Langevin 2LT Tanisha Jenkins SFC Jessica J. Barker COL FRANK C. FOSTER, JR. 2LT Angelica Lamberti SGT Rachel L. Lyons AWARD FOR WRITING CW2 Michael J. Hill SGT Nina Garza EXCELLENCE CPT Raymond L. Nagley CPT Tahsa A. Thomas CPT Sarah C. Komm SFC Toye N. Clements CPT Bridgette Bell WO1 David Kleparek SGT Randall L. Carter CPT Michael S. Walter SGT Denise R. Robinson SSG Nathan P. Hadd CPT Jeffrey Zizz SSG Richard N. Mangulabnan SFC Olympia Rios SGT Teresa Cecere SSG Mary K. Kirkland CPT Liliane Delva CPT Giedre Gudaityte CPT Julia C. Lensing CPT Jessica F. Turner ROOSEVELT MEDAL ROOSEVELT MEDAL CPT Korneliya S. Waters SSG Angela M. King (Continued) CPT Melissa J. Wildeman SGT Rickie Johnson 2LT Carolina Sanchez 2LT Samantha F. Belmer CPT Sarah C. Komm 2LT Amie Bashant 2LT Phuong Tuyen La CPT Amy A. Rupert 2LT Charles E. Paddock 2LT Joseph Trovato CPT David B. Leverett 2LT Garrett Seddon 2LT Sara Clarke CPT Jessica R. Lee 2LT Christina Stigger 2LT Chelsea Baker CPT Susanna L. Shipmon 2LT Marianne S. Tovo 2LT Nadine A. Gamble CPT Hai M. Clay WO1 Daniel A. Cardenas 2LT Blaine H. Routt 2LT William Brueske CPT Monita Johnson CPT Calley J. Cloud 2LT Michael Stanphill CPT Elizabeth Reyes 2LT Rebecca Appel 2LT Zachery Bates CPT Martha Suarez 2LT Desiree Bussiere 2LT Chendrell Stewart SSG Adam Lasseter 2LT Brian Guisao 2LT Crystal Madden 1LT Jacob A. Black 2LT Shannon McKinney 54 The Journal of the Adjutant General’s Corps Regimental Association, www.AGCRA.com AGCRA AWARD Winners (Continued)

ROOSEVELT MEDAL ROOSEVELT MEDAL (Continued) (Continued) WO1 Alicia Britton-Vasquez CPT Julie Snyder SFC Cesar O. Santillan CPT Zackary Novitske AIT MEDAL OF 2LT Brandi Binion CPT Elizabeth Evans EXCELLENCE 2LT Danielle N. Conti CPT William Hoffer PFC Justin Olsen 2LT Eric S. Evans CPT Tasha Thomas 2LT Jean M. Kratzer 1LT April Habib 1LT Andrew Duhon WO1 Jennifer Kramer SPC Michael Basco WO1 David Kleparek SGT Kenric J. Johnson CPT Lachina Oteghile CPT Lindsay Nulph CPT Danielle Cork

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].

1775 Spring 2012 55 AGCRA Scholarship Program Attention Adjutant General's Corps Regimental Association Members, for the second year, four AGCRA members, or their dependent family members, will qualify for, and receive, $1000 each in scholarship funds to continue their higher education. Eligibility information, scholarship award criteria, and a scholarship application can be found at AGCRA.com. Don't miss this opportunity! Gather your documentation and submit your scholarship application today. All applications must be received by the AGCRA Vice President, Plans and Programs, not later than 5:00 PM, 15 May 2012. Emailed applications are accepted if complete. They should be scanned and e-mailed to [email protected]. Any questions concerning this exciting program should be directed to the AGCRA Vice President, Plans and Programs at (803) 751-5284 (DSN 734), [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 and sweatpants w/AG Corps Logo are also available in Navy.

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

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

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