➔ THE MOBILIZATION ISSUE

Transforming While Mobilizing

Stories of Courage, Sacrifice and Patriotism

Historical Perspectives

VOLUME 49, NUMBER 1
2 ★ Army Reserve Magazine

ON THE COVER

The front cover depicts a representative

sample of mobilization activities conducted at various power projection

platforms throughout the United States.

(PHOTOS COURTESY OF FORT MCCOY PAO.)

INSIDE BACK COVER

Cpl. Dominic M. Pileri of the 310th

Psychological Operations Battalion from

Fort Gillem, Georgia, currently is

serving in a remote mountainous

section of Afghanistan, where a major

part of his job is going into the local villages to assess the needs of the people.

Shown on the back cover with an

Afghani child and interpreter, Pileri

arranges for delivery of such items as

non-perishable foods, bottled water and

medical aid to the villagers as part of a

larger humanitarian effort. 

(PHOTO COURTESY OF DOMINIC PILERI, SR.)

★

Army Reserve Magazine

is an authorized Department of

the Army publication, published

quarterly by the Chief, U.S. Army

Reserve, ATTN: DAAR-ZXP, 2400

Army Pentagon, Washington, D.C.

20310-2400 in accordance with

Section 10210, Title 10, USC. 

The Secretary of Defense has

determined that the publication

of this periodical is necessary 

in the transaction of public 

business as required by law. 

Use of funds for printing this

publication was approved 

by the Secretary of the Army 

on September 2, 1986, 

IAW provisions of AR 25–30. 

Opinions expressed herein 

do not necessarily reflect those 

of the Department of the Army 

or the Chief, Army Reserve, nor

should they be construed as official policy or directive in nature.

Local reproduction of all 

materials is approved, except for

copyrighted articles or photos.

MAGAZINE

ARMY RESERVE

Since 1954.

Lt. Gen. James R. Helmly

CHIEF, ARMY RESERVE

CSM Michele Jones

COMMAND SERGEANT MAJOR OF THE 

ARMY RESERVE

Joseph G. Hanley

DIRECTOR, U.S. ARMY RESERVE

PUBLIC AFFAIRS

Editorial Services

MANNING, SELVAGE & LEE

Design Services

THE MADISON DESIGN GROUP
3

NEWS

News Briefs . . . . . . . . . . . . . . . . . . . . . 4

Elsewhere in the News . . . . . . . . . . . . 4

NOTABLE QUOTABLES . . . . . . . . . . 6

TRANSFORMING WHILE 

MOBILIZING

Interview with 

LTG James R. Helmly, Chief, 

Army Reserve (Part I of II) . . . . . . . . . 8

MOBILIZATION: 

STORIES OF COURAGE, 

SACRIFICE AND PATRIOTISM . . 13

The Faces of Courage . . . . . . . . . . . . 14

The Units That Serve . . . . . . . . . . . . 16

AROUND THE GLOBE

Paraguay . . . . . . . . . . . . . . . . . . . . . . 21

Belize . . . . . . . . . . . . . . . . . . . . . . . . 21

PEOPLE

People Briefs . . . . . . . . . . . . . . . . . . . 22

People in Focus . . . . . . . . . . . . . . . . . 24

HISTORICAL PERSPECTIVES . . . 26

SUBMISSIONS • Army Reserve Magazine invites articles, story ideas, photographs and other material of interest to members of

the U.S. Army Reserve. Manuscripts and other correspondence for the editor should be addressed to Commander, U.S. Army

Reserve Command, Attn: Public Affairs (ARM), 1401 Deshler Street, SW, Fort McPherson, GA 30330-2000, telephone (404) 464-

8500 or dsn 362-8500. All email submissions should go to usarmag@usarc-emh2.army.mil. All articles must be submitted

electronically or on disk or CD. Unsolicited manuscripts and photographs will not be returned. Query by letter.

CHANGE OF ADDRESS • Do not write the magazine. TPU soldiers should notify their Unit Administrator or Unit Clerk. Members of

the IRR and IMA should contact their Personnel Management Team at AR-PERSCOM, 1 Reserve Way, St. Louis, MO 63132-5200.

AGRs should contact their PMO/PMNCO. Paid subscribers should forward their address change to the Superintendent of

Documents, Attn: Mail List Branch SSOM, U.S. Government Printing Office, Washington, D.C. 20402. Special military distribution

recipients may write the editor directly.

SUBSCRIPTIONS • Army Reserve Magazine is distributed free of charge to members of the United States Army Reserve. Circulation

is approximately 450,000. Paid subscriptions are available for $14.00 per year domestic, $19.60 foreign. Single copy price is

$5.50 domestic, $7.70 foreign. Mail a personal check or money order payable to the Superintendent of Documents to: New Orders,

Superintendent of Documents, P.O. Box 371954, Pittsburgh, PA 15250-7954, or fax your order to (202) 512-2233. Visa and

MasterCard are accepted.

8 16 22

Volume 49, Number 1

Army Reserve Magazine online:

www.army.mil/usar/armag/reservemag.html
FINANCIAL AND LEGAL RELIEF

A

rmy Reserve soldiers heading off to

war should not have to do battle

with financial and legal matters.

Breaks available under the Soldiers’ and

Sailors’ Civil Relief Act of 1940 include

reduced interest rates on mortgage and

credit card payments. For those who

qualify, interest rates on home payments

and other debt can fall to 6 percent.

Also, Army Reserve soldiers called to

active duty could qualify for protection

from eviction if their rent is $1,200 a

month or less. And they are eligible for 

a delay in civil court actions, such as

bankruptcy, foreclosure or divorce 

proceedings. The interest rate reductions

and other benefits don’t occur automatically, however. Service members must

make application for them.

HELP FOR SMALL BUSINESSES

With so many soldiers in the Army

Reserve being deployed, small businesses

(companies with 500 or fewer employees

and/or up to $5 million in annual sales)

can find relief through the federal Small

Business Administration’s Military

Reservist Economic Injury Disaster

Loan Program. Approved by Congress 

in 1991 in the wake of the Gulf War, the

program offers low interest loans up to

$1.5 million (although most are under

$100,000) for up to 30 years to businesses

whose key employees are called to active

duty. As of the end of February 2003, 66

loans totaling $5.5 million nationwide

had been approved for small businesses

with employees who had been mobilized.

EMPLOYMENT RIGHTS

Army Reserve soldiers will have their

jobs waiting for them when they return

from duty thanks to the Uniformed

Service Employment and Re-employment Rights Act (USERRA) passed by

Congress in 1994. Under USERRA, a

business cannot fire or demote an

employee in retaliation for his or her

military service.

USERRA covers deployed workers for

up to five years of service. After up to 

91 days’ service, employees must be

promptly returned to work as if they

never left. After more than 91 days,

employees must be given similar jobs

equal in pay, seniority and benefits. 

In addition, USERRA protects not just

soldiers in the Army Reserve, but

employees who may want to join the 

military in the future, and leaves little

room for loopholes.

Elsewhere 

in the News

ARMY RESERVE 

BREAKS GROUND ON 

NEW CENTER

T

he Army Reserve

recently broke ground

on a $14 million Reserve

Center designed to consolidate several Reserve

units on post at Fort

Knox in Kentucky. The

89,000-square foot center,

which is targeted for completion in the summer of

2004, will house the 7th

Brigade, 100th Division

(Institutional Training),

including the 1st and 2nd

Battalions of the 399th

Regiment, and the Drill

Sergeant School, 6th Brigade.

They will share the new facility with 

the 3rd Battalion, 337th Regiment, 

4th Brigade and the 1st Battalion, 

411th Regiment, 4th Brigade, 85th

Division (Training Support). The 8th

Battalion, 229th Aviation Regiment,

244th Aviation Brigade also will occupy

a part of the center.

The new two-story center will incorporate

dedicated administrative offices, training

classrooms, a pilot briefing room, a

library, an assembly hall, a kitchen, an

arms vault, and communications, storage

and related support facilities for all of the

assigned units. The structure is designed

to accommodate approximately 1,000

Army Reserve soldiers.

4 ★ Army Reserve Magazine

NEWS

News Briefs
5

NEWS

AVOIDING TRAVEL ENTITLEMENT

PROBLEMS

In order to avoid potential travel entitlement problems, Army Reserve soldiers

who are mobilized or may be mobilized

need to fully understand applicable local

commuting policies prior to being 

mobilized. Contrary to general opinion,

local commuting distances are not based

strictly on mileage. Instead, local 

installation commanders set commuting

distances for receipt of travel entitlements. And, in several areas where

installations reside in or near major 

metropolitan areas that offer mass 

transit systems, mileage is not a factor.

Therefore, prior to mobilization, all 

soldiers in the Army Reserve should ask

to see a written copy of an installation’s

local commuting distance policy to help

them determine whether they live within

established commuting distances. In addition, Army Reserve soldiers who reside

within an installation’s normal commuting distance, but are told by the Active

Component (AC) commander to stay

nearer an installation for specific reasons,

should request a written statement to that

effect from the appropriate authority

before obtaining lodging.

Soldiers in the Army Reserve also must

make every effort to ensure they receive

written authorizations from the proper

authorities for the payment of expenses,

and that such authorizations are valid

based upon established local policies.

Comptroller General rulings consistently

have held that the existence of invalid

authorization documents will not automatically protect soldiers from collection

actions even if soldiers accepted the 

documents in good faith.

Soldiers and leaders who have specific

questions or concerns related to travel

entitlement should contact their supporting personnel or finance office for

additional information. The USARC G8

POC for travel entitlement issues is 

Ms. Andree Devine, (404) 464-8273,

DevineAn@usarc-emh2.army.mil. 

The USARC G8 POC for mobilization 

issues is LTC M.A. “Mo” Ottinger, 

(404) 464-8516, Maurice.Ottinger@

usarc-emh2.army.mil. RSCs and DRCs

also can access the Mobilization

Contingency Travel Brochure on the

USARC Intranet to help brief soldiers

prior to mobilization.

CLARIFICATIONS FOR MOS 91W

Recently, there has been some confusion

regarding issues specific to

MOS 91W. The following is intended to

help clarify some

of the misinformation in the

field:

★RNs without an

LPN license are

not 91WM6.

They are strictly

91W and, as such, are

not authorized to practice

in any military treatment facility as a 91WM6.

★Soldiers who were ACASP to

91C prior to October 2001 are

91WY2M6 unless they have an RN

license. If they have an RN license,

they have no MOS. This applies to 

all ranks.

★Soldiers who do not have a previous

91B/91C MOS should not attend or

be funded for transition courses.

They must attend a reclassification

course at a TASS battalion (to be

online very shortly) or attend the 

IET course at Fort Sam Houston.

★Soldiers in the grades of SSG, SFC

and MSG must have an approved

waiver to attend the 91W course.

These waivers are approved on a 

case-by-case basis, and only if a valid

unit position exists and several other 

criteria have been met.

★Documentation for Y2 removal is

sent directly from the unit to

ARPERSCOM.

For further clarification, contact 

MSG Mary Ann Ruthrauff, 

MEDCOM Reserve Advisor DCMT, 

(210) 221-3199 dsn 471,

Mary.Ruthrauff@medd.army.mil.

SUPPORT OPERATIONS COURSE

With 45 percent of the Army’s combat

service support capabilities resident in the

Army Reserve, the Support Operations

Course is critical for officers and senior

NCOs seeking timely training in tactical,

multifunctional logistics skills. The

Support Operations Course is designed 

to give students an appreciation for CSS

functions as laid out in FM 3-0 concentrating on transportation, supply, combat

health support, maintenance, and field

services. In addition, it gives students the tools necessary to lead

and execute sustainment support in

everything from small-scale contingencies to major theaters of war.

Automated planning tools also are

reviewed, as well as SAMIS and future

enablers for the CSS community.

Training is accomplished through

a distance learning phase (Phase I)

and an instructor-led, two-week

phase (Phase II), conducted at either

Fort Lee, Virginia or on-site at the

requestor’s location. For officers who

come to Fort Lee, all lodging, meals

and local transportation are provided,

which means less expense for the

parent organization.

Because this is an advanced multifunctional logistics two-week course, there are

prerequisites. For Phase II, officers must

complete an advanced course and CAS3.

Waivers are available for 1LTs who are

currently working in a support operations shop. Senior NCOs must be an SFC

or above and an ANCOC graduate. Phase

I can be accessed through the AIPD

website. It is test LM0026. The Phase I

book can be accessed through the AIPD

and the Reimer Digital Library.

More information can be obtained

through http://www.almc.army.mil/

TLLDD/ALMC-SO/index.asp; 

by writing SOC@lee.army.mil; 

or by calling (804) 765-0248/4359 or 

dsn 539-0248/4359. The course is being

offered through the Army Logistics

Management College in Fort Lee,

Virginia, which is accredited by the

Council on Occupational Education.
6 ★ Army Reserve Magazine

“ Notable 

QUOTABLES

THE RESERVE

“Through their service, Reserve personnel play an important role in our efforts to advance

democracy, peace and freedom across our Nation and around the world. These dedicated men

and women train vigorously and work closely with our active duty forces, serving as equal

partners in our integrated Armed Forces.” PRESIDENT GEORGE W. BUSH (11/08/02)

“As we continue to press Iraq to disarm, we will need the continuing support of the men and

women of the Reserve. At this time of call-ups, alerts, mobilizations, deployments, and uncertainty, please know that the American people are counting on you, and have full confidence in

you. We can all live our lives as free people in this dangerous and still untidy world, and in 

this new century, because brave men and women like you voluntarily put your lives at risk to

defend our freedom.” SECRETARY OF DEFENSE DONALD H. RUMSFELD (01/20/03)

“America will always remember those who responded first on September 11th. In the thick of

the action from the very beginning were our nation’s Reservists. New York Reserve members

took to the streets of lower Manhattan, helping emergency units and standing guard. Reserve

members from Maryland, Virginia and D.C. went to the Pentagon immediately, before they

got the official call to duty. And they were among the first on the scene in Pennsylvania. 

They are conducting vital and dangerous civil affairs missions in Afghanistan. They’re

keeping peace in Bosnia, providing logistics support in Kosovo... In all of these operations, we

have seen truly remarkable achievements by our citizen soldiers. Men and women who willingly give up the comforts of home to answer their country’s call.” 

DEPUTY SECRETARY OF DEFENSE PAUL WOLFOWITZ (06/20/02)

“The call could send them anywhere. Reservists are shooting at — and being shot at — by the

remains of the Taliban in Afghanistan. They’re in Guantanamo Bay standing guard over those

already caught. While some are tearing down Iraqi air defenses in the No Fly Zones, others

are building schools or healing bodies in any of the 84 countries in which members of the

Reserve are deployed. Yet, the Reservists are proud to answer the call. They’re proud of their

sacrifice. They’d offer themselves again.” WASHINGTON TIMES EDITORIAL (01/18/03)

“The primary motivator of Reservists is to answer the call when the nation needs them. It’s

why they want to be in uniform in the first place, and their families support them because they

feel the same way.” MAJ. GEN. (RET) RICHARD C. ALEXANDER (03/01/03)

PHOTOS THIS SPREAD: COURTESY OF FORT MCCOY PAO
7

THE SOLDIERS

“Our wives and mothers and daughters and sons should realize their loved ones are not alone.

It’s a brotherhood. You could almost say we’re blood brothers. We love each other as brothers 

who have the same vision of serving our country.” 

1ST LT. ALVIO DOMINGUEZ, ARMY RESERVE SOLDIER/FIREFIGHTER (02/19/03)

“My niche in life is I want to serve my country. I would never want someone to go over there

and take my place serving my country.” 

SPC. JEFFREY TANNER, ARMY RESERVE SOLDIER/BARTENDER (02/19/03)

“The job means the world to me. I feel I’m not only helping my country, but myself as well. 

Doing meaningful work — not making money — is what motivates me.” 

LTC BILL CLINE, ARMY RESERVE SOLDIER, GUANTANAMO BAY, CUBA (06/04/02)

THE FAMILIES

“I also want to recognize the sacrifices of our service families. They, perhaps more than others,

know the risk, and still they stand proudly by their children — as their children, their husbands

and wives, their siblings, often their parents go into harm’s way. It takes great courage to, of

course, fight in a war. But, maybe, it takes more courage to allow a loved one to go. So, to the

families, thank you for your courage and for your patriotism.” 

GEN. RICHARD B. MEYERS, CHAIRMAN, JOINT CHIEFS OF STAFF (12/17/02)

“They too serve our country, those families, and we say to them that we’re grateful to you for

those sacrifices and we thank you as well.” 

SECRETARY OF DEFENSE DONALD H. RUMSFELD (02/07/03)
8 ★ Army Reserve Magazine

★

Part I of a Two-Part Interview

With LTG James R. Helmly, Chief, Army Reserve

T

his new mobilization — this mobilization for a potential Iraqi

operation — is larger than the Desert Shield/Desert Storm

mobilization in terms of the percentage of force. By the time we

are finished, it may grow larger in pure numbers.

Currently, 30 percent of the Army Reserve’s end strength has been mobilized and

roughly half of our units — all or some portion of our units. They have all met their

LADs (Latest Arrival Dates). And only two soldiers out of 62,000 mobilized have asked

to be released or excused from the mobilization. That is truly remarkable when you 

consider how we have been required to conduct this mobilization.

The decision was made to dispense with a TPFD (time-phased force deployment) list

and, in its place, institute a decision-making process for deployment that has never been

used before called a Request for Forces. Under this system, the combat commander uses

that Request for Forces and, once the Secretary of Defense makes a decision to deploy

those forces, the DOD (or joint staff) releases what we call a Deployment Order (a Dep

Order). Only at that time do we receive the authority necessary to mobilize units.

The result has been a lot of workarounds. On our own authority and in several cases, we

have had to put units on annual training. This has made the mobilization process very

cumbersome — especially from the top.

Now, mobilization is always very hard, and I respect that. However, it seems that we have

taken something very challenging and made it just that much harder. And the burden, as

has been the case throughout most of history, unfortunately has fallen on the backs of our

Transforming While 

MOBILIZING
9

★

soldiers. We have had soldiers who have received less than 48 hours’ notice, and that’s not

right. We need to do better. However, in every case, the soldiers have answered the call.

The rapidity of this mobilization also has proved problematic because, in some cases, we

have had to shave or reduce the amount of post-mobilization training time our units and

soldiers have received. I think that is taking too great a risk.

Army Reserve Magazine (ARM): If you had to start this mobilization over gain, what are some

of the things you would like to see done differently? You’ve already mentioned the

request system and longer notification periods for soldiers. However, are there other systemic difficulties that you believe need to be fixed?

LTG Helmly: The part that we can control within the USARC is how we command, train,

sustain and prepare our units. And that brings me to what we are going to do with regard

to Army Reserve transformation.

We are going to go through a major overhaul in the U.S. Reserve Command over the next

several years. I’ve gone to the Chief of Staff of the Army and proposed that we do away

with reduced levels of organization, so that all units are organized at a Level 1. It is our

intent over the years to reduce the number of units in the USARC — inactivate them —

and use those manpower spaces to create Individuals Accounts where we will account for

soldiers as they are in training — be it basic, AIT or not duty MOS qualified.We will then

be able to man our units at 90% or higher in duty MOS Q, P1 and leader qualification.

Secondly, we have to discipline ourselves to enforce deployment standards. We intend to

do soldier readiness processing (SRP) prior to mobilization. I can control that in the

sense of beginning to do it to Army standards.

Thirdly, we have to discipline ourselves to begin to train. Currently, our training is

spotty at best in the USARC. Largely, weekend drills have become a waste of time.

Soldiers sit around waiting for leaders to decide what they want to do. That has to cease

and it has to cease today. If soldiers are not busy doing productive training, which

includes SRP or inventorying supplies and maintaining equipment, then the leaders are

not doing their jobs.

So, we have to optimize that time prior to mobilization by manning our units at a Level

1 and by creating Individuals Accounts so that, within that level of organization, soldiers

assigned to units are not only duty MOS qualified but also medically and otherwise

deployable. Then we will be able to cease this massive cross leveling of people that we

have had to go through.

Teamwork is what keeps soldiers alive on the battlefield. And you can’t build teams

through shake and bake solutions that pull three people from here, two people from there

and another person from another place and piece them together into a 25-man unit.

We’ve got to stop that.

ARM: What do you think is the single greatest success the Army Reserve has had so far

with this mobilization? There has been a lot of criticism in the past about your perceived

inability to get people out. However, I think you should be justifiably proud that you

have been able to mobilize units in five days or less in some cases.

LTG Helmly: I am immensely proud of that, even though I know we could do better in terms

of notification. However, the greatest degree of pride I have is in the absolute, tremendous sacrifice everyone has been making.

We are going to go through 

a major overhaul in the 

U.S. Reserve Command over 

the next several years... 

It is our intent over the years 

to reduce the number of units 

in the USARC and use those 

manpower spaces to create

Individual Accounts...
10 ★ Army Reserve Magazine

★

I go out and visit a unit and everyone in that 150-person unit has had less than five days’

notice. However, they all showed up. It’s amazing. Of course, they all have complaints

and they let me know about them. That’s their right, and I respect and appreciate that.

But you just look around and go, “Wow.” None of them failed to show up.

The big issue here is predictability. With an event like September 11, everybody knows

and understands that you can’t plan for that kind of unpredictability. So, for example,

when a mortuary affairs unit like the 311th in Puerto Rico is summoned and deployed to

the Pentagon on 48 hours’ notice, that is understandable. What is not understandable are

predictable events like the Iraqi operation. We’re calling the shots here. The Iraqis

haven’t attacked yet. We’re making the decisions.

Another example. We scheduled rotations to the Balkans — Bosnia and Kosovo — a year

in advance. And still, I’ve been unable to notify our soldiers at least 30 days in advance,

and have a set of official orders in their hands so they can notify their employers in a

timely manner. So predictability is a big issue, and it’s an issue we’re fighting in the

Pentagon.

ARM: Currently, we are in the process of the biggest mobilization we’ve had in quite some

time. And still we’re transforming. What are the unique challenges that brings — the fact

that the Army Reserve is trying to do two major activities at exactly the same time?

LTG Helmly: We don’t have a choice. The fact is we have to transform. This operation we’re

currently involved in is living proof of the need to transform our Army. We must be

lighter. We must be more agile. We must be speedier to deploy. And operational construct

on the battlefield must be lighter.

What that means to the Army Reserve is that we need to fix the mobilization process.

We’ve got to organize, man, train, sustain, mobilize and deploy our units in a vastly different way. And we need to reduce our structure.

We’re going to reduce our command and control overhead and reduce the number of

regional support commands. At the same time, we will be divesting our regional

support commands of their base operations, and installation and information 

management functions — buildings, facilities, grounds, environmental, including

paying utility bills, worrying about water and telephone networks, etc. All of that will

be placed with the Army Installation Management Agency and NETCOM. And we

will be renaming our remaining commands “Regional Readiness Commands” (RRCs)

focused intently upon training, mobilizing and kicking Army Reserve units and 

soldiers out the door.

In addition, we will establish in each of the Regional Readiness Commands areas 

of responsibility, including a full-time military personnel office, which will be like a

regional version of ARPERSCOM. This office will be able to draw soldiers’ records 

electronically from ARPERSCOM and cut soldiers’ orders to move them in a more 

predictable, managed leader development process — both through schooling and 

assignments.

Our intention is to assign soldiers in a manner similar to that used by the Active component taking careful steps, however, not to move them from one state or city to another.

By managing them locally, we will be able to increase our sensitivity to those issues

unique to Reserve soldiers, such as distances.

We’re going to reduce our command

and control overheard and 

reduce the number of regional

support commands... 

And we will be renaming our

remaining commands 

Regional Readiness Commands

focused intently upon training,

mobilizing and kicking 

Army Reserve units and 

soldiers out the door.
11

★

ARM: It sounds like you’re describing a restructuring that eliminates many of the current

operations that distract you from doing your mission.

LTG Helmly: That’s correct. We will still pay for those operations shifted to NETCOM and

the Army Installation Management Agency because that is required by statute. But this

kind of reorganization will enable us to respond more effectively to the needs of our soldiers and our country.

ARM: So, basically, what you are talking about is a leaner, meaner organization concerned more with the war fight. Does this mean a smaller Army Reserve or is the end

state similar to what you now have in numbers — just completely changed in structure

and function?

LTG Helmly: Our intent is to retain our current end strength — 205,000 soldiers. Today,

within that 205,000 are included our Troop Program Unit (TPU) soldiers of all ranks up

to major general, AGRs (14,000–14,500 across the world), and IMAs.

We plan to convert the IMA program into an Individual Augmentee (IA) program, and

restructure it and grow it from its current level of between 5,500–6,000 soldiers to approximately 8,000–9,000 soldiers over the next couple of years. Most of these positions will be

drilling positions similar to TPU soldiers. This will provide us more flexibility for

soldier development and growth in the future since we will be able to move soldiers more

frequently between IA and TPU assignments. That will have particular relevance for

senior non-commissioned officers and field grade officers.

However, in achieving that growth, we do not plan to force anyone out. We will be

drawing down the number of units, but not the number of people. We want people to stay,

and we want them to stay 20 years or longer in order to receive their much-deserved

Reserve retirement entitlements at the end of 20 good years.

So, the question is, “Where are we going to find the spaces to grow the IA?” In short, that

will come through better management of our soldiers’ careers and expectations. Being

creative with regard to how we manage the force. Gradually, and not all at once.

Through the decade of the 1990s, we saw the end strength of the Army Reserve fall from

a high of 319,000 soldiers to its current level of 205,000. This caused us to force people

out. This time, as people are close to retirement, we will seek to offer them an earlier

retirement with incentives for taking that early retirement. Those will be the simple

cases. Others we intend to reassign.

I will be making a presentation to the Chief of Staff of the Army in late March. If the

Chief of Staff gives me the go-ahead, I will then begin to work the particular pieces of this

proposal within the POM Builder Program, within the Army and within the Congress

because Congress must be involved any time we plan on inactivating a unit.

The point is we have to do this. We have to do it because there is no new money coming

in from the outside, and the demand for us to be more ready is there. Further, our soldiers are asking for this. They want to be challenged. They want to have an opportunity

to grow. They want to get promoted. And, under today’s construct of how we organize

and manage our force, we can’t provide that. So, I intend to make it easier for our soldiers

to grow in rank and responsibility through the future. And for them to be more ready. 

This interview took place on March 14, 2003.

The second half of interview will be featured

in the next issue of Army Reserve Magazine.

We plan to convert the 

IMA program into an 

Individual Augmentee program,

and restructure it and grow it...

Most of these positions will 

be drilling positions similar to 

TPU soldiers.

The point is we have to do this. 

We have to do it because... 

the demand for us to be more 

ready is there. I intend to make 

it easier for our soldiers to grow 

in rank and responsibility in 

the future. And for them to 

be more ready.
12 ★ Army Reserve Magazine

➔

A

s the United States prepared for war with Iraq, the Department

of Defense had activated more than 60,000 Army Reserve

Soldiers. Many of them were filling in stateside for active duty

forces, which had been deployed to the Persian Gulf for war with Iraq.

While others, such as civil affairs specialists and mobility forces, 

were being deployed along with the Active Army to key launch areas.

Soldiers in the Army Reserve are not much different from other Americans. They

come from every possible cultural heritage and represent all religious denominations.

They are doctors, law enforcement professionals, teachers and administrators. Clerks,

technical assistants, factory workers and students. The fabric of a free society.

However, theirs is a fabric that has proven throughout history to be of a more durable

cloth. A cloth held together by the thread of something very special. The thread of an

uncommon commitment to freedom.

These are some of their stories. They are stories of courage. Stories of sacrifice. And

stories of patriotism. The United States stands in salute to all of the dedicated men and

women of the Army Reserve, who serve to protect our freedom.

➔➔➔

MOBILIZATION:

Stories of Courage, Sacrifice and Patriotism

PHOTO: COURTESY OF FORT MCCOY PAO
13
THE FACES OF COURAGE

John Black

Psychiatrist and Top Administrator

Mayo Clinic, Rochester, Minnesota

Colonel, 432nd Civil Affairs Battalion

A psychiatrist and researcher at the Mayo Clinic, Col. Black is facing his first overseas

deployment since joining the Army Reserve in 1997. Recently, he was deployed to Fort

Bragg, North Carolina, as part of a 150-member contingent that will eventually head to

the Persian Gulf with the primary mission of helping the Iraqi people cope with war and

its consequences.

“It’s about time I go on deployment,” said Black. “I’ve trained forever and I owe the

country something for all the training I’ve been given.”

Recently, Black was instrumental in overseeing two multi-million dollar additions to the

Mayo Clinic, and he will use this experience to assess the Iraqi health care system and

coordinate relief efforts to get the country’s hospitals operational. Public health exists in

Iraq, but the country’s infant mortality rate of 58 deaths per 1,000 live births is one the

highest in the world.

“The biggest need for any population is public health. We already know they are in

serious trouble in regard to health issues,” added Black. “We’ve got to go right to that

issue. It will be a tremendous opportunity to help a lot of people quickly.”

James and LeKeisha Presley

Parents

Sergeants, 803rd Quartermaster Company, Opelika, Alabama

When the 803rd Quartermaster Company from Opelika, Alabama, recently mobilized in

support of Operation Enduring Freedom, it was a particularly bittersweet moment for

Sgts. James and LeKeisha Presley. James, a heavy wheel mechanic with the 803rd, and

his wife, LeKeisha, an automated logistics specialist with the unit, were deployed on the

same day, leaving behind their 21-month old son, Jamais. This will be James’ second tour

in four years with the Army, having served previously in Bosnia during 1997. For LeKeisha, it is her

first deployment in nine years with the Army

Reserve.

Despite the difficulties that come when two parents

are deployed at the same time, both James and

LeKeisha have managed to maintain a positive

outlook. “I was nervous about leaving. But I expect to

gain more experience and get the feel of active duty

training during this deployment,” said LeKeisha.

“I believe civilian and military skills will come into

play to accomplish the mission, and I know we will

be successful,” added James. “All we have to do is

pull together as one.”

Sgt. LeKeisha D. Presley of the 803rd Quartermaster Company from Opelika,

AL, gives her son, Jamais, a farewell kiss as her husband, Sgt. James E.

Presley, and the rest of her family look on. 

Recently, Black was instrumental

in overseeing two multi-million

dollar additions to the 

Mayo Clinic, and he will 

use this experience to assess 

the Iraqi health care system and

coordinate relief efforts to get the

country’s hospitals operational.

14 ★ Army Reserve Magazine

PHOTO: SPC. LATORRY D. SIDNEY, 300TH MPAD
15

They also note, however, that the separation from their son will be particularly difficult.

“The hardest part about leaving will be that I will miss maybe a year of my son’s life. You

can’t get those years back,” said James.

While both Presleys are on tour, LeKeisha’s mother, who supports her daughter’s commitment, will be taking care of Jamais. “She doesn’t want me to go, but she understands

I have to do what I have to do, and she’s here for me,” added LeKeisha.

James A. Roberts

Father and Sergeant, Alabama Bureau of Investigation

SFC, HHC, 87th Division (Training Support)

Birmingham, Alabama

Joseph O. Roberts

Son

PVT, Company B, 1/30th, 3rd Brigade, 3rd Infantry Division, 

Fort Benning, Georgia

When Army Reserve Soldier SFC James A. Roberts received 

activation orders and learned that he would spend several days 

in-processing at Fort Benning, Georgia, one of the first things he did

was call his son.

“Whatcha’ doing son?” asked Roberts.

“Cleaning up an old barracks for some incoming Army Reserve 

soldiers,” the younger Roberts responded.

“Appreciate that son. We’ll be there in a few days,” replied the father.

The elder Roberts is a Physical Security Specialist with HHC, 87th

Division (Training Support) out of Birmingham, Alabama, which

had mobilized several dozen soldiers in the Army Reserve in late January. His son, PVT

Joseph O. Roberts, an infantryman with Company B, 1/30th, 3rd Brigade, 3rd Infantry

Division located on Kelly Hill, Fort Benning, was then in the process of deploying

to the Persian Gulf region. Joseph was attached to the trail party loading out vehicles

and cleaning up after the initial movement, and his delayed departure would allow

father and son to spend precious hours together before going their separate ways in the

service of their country.

“You can’t plan something like this,” said James. “I wouldn’t trade this time for

anything.”

James joined the Army in 1972 and served four years on active duty. Following a break

in service, he joined the Alabama National Guard in 1987 and spent nine years as a

Guardsman. For the past six years, he has been a soldier in the Army Reserve with the

87th Division (Training Support). In his civilian life, he is a Sergeant with the Alabama

Bureau of Investigation.

The younger Roberts, who would like to follow in his father’s footsteps in law enforcement, is just anxious to get on with the mission he trained for. “I’m ready to do my

job,” said Joseph. “With the good training we’ve had, I’m sure we’ll be ready to take on

whatever missions we’re called to do. I just hope this whole experience will make me a

better person.”

“It will,” affirmed his Dad.

The Roberts, Joseph and James, together at 

Fort Benning. 

PHOTO: SFC CHARLES R. EVANS, 87TH DIVISION (TRAINING SUPPORT)

“I’m ready to do my job.

With the good training 

we’ve had, I’m sure we’ll be 

ready to take on whatever 

missions we’re called to do. 

I just hope this whole experience

will make me a better person.”
THE UNITS THAT SERVE

The 114th Chaplain Detachment

They are one of only six A Teams in the U.S. military’s spiritual corps and the first unit

of their kind to be deployed in the nation’s history, called up to minister to the men and

women preparing for war with Iraq.

Based out of Parks Reserve Forces Training area in Dublin, California, the four men and

one woman of the 114th currently are at Fort Lewis in Washington state along with

dozens of other units from Western states being processed into active duty for their first

mission, which could be anywhere in the United States or overseas.

“Whether we will be close to the fighting, I don’t know. But chaplains will be forward

and expected to be with the wounded and tending to their needs, listening to their problems and holding their hands,” said Lt. Col. Richard Beach, the 114th’s commanding

officer. “Likewise, chaplains will be with the dying, as well as dealing with the families

back home.”

As a detachment, the 114th is not tied to any particular unit. They can be mobilized

along with a unit or assigned to a base until its regular clergy return. And, as an A Team,

it is staffed with high-ranking officers who can supervise other chaplains the Army might

send into their deployment area.

While at Fort Lewis, the members of the 114th have been kept busy helping soldiers

wrestle with their spiritual demons, solve personal problems and resolve conflicts with

other soldiers and commanding officers. Many are simply talking to soldiers, helping

them work out family problems or come to peace with the possibility that they might kill

another person in the normal exercise of their duty.

“It’s our responsibility to help a soldier try to have a clear conscience and understand

why they are going into battle and their relation with faith,” added Beach.

The 2125th GSU

More than 13,000 Army Reserve and National Guard soldiers have been activated

through Fort Bragg since September 11, 2001, and the 2125th Garrison Support Unit

(GSU) has been there every step of the way, providing force protection and helping

prepare soldiers for deployment. Activated to support Fort Bragg, North Carolina, home

to the 18th Airborne Corps and U.S. Army Special Operations Command, the 2125th is

making sure that the soldiers are trained, healthy, properly outfitted and equipped,

receiving appropriate pay, and have their legal affairs in order prior to going into combat.

According to Col. Tad David, Fort Bragg Garrison Commander, the 2125th has been

crucial to the mobilization effort. “The key to our success has been the 2125th GSU.

Without their presence, the mobilization of units would not have been accomplished to

standard. They have a unique capability and a wealth of experience in dealing with

Reserve components, which has enabled them to efficiently receive, validate and deploy

nearly 190 units.”

Garrison support units are the product of lessons learned during Operation Desert

Shield/Desert Storm, when deployed active component units left holes in essential personnel at home installations, including such services as military police, personnel and

administration, finance, logistics, public works, training and operations, staff judge advocate, chaplain and public affairs.

16 ★ Army Reserve Magazine

“Whether we will be close to 

the fighting, I don’t know. 

But chaplains will be forward and

expected to be with the wounded

and tending to their needs, listening

to their problems and holding their

hands. Likewise, chaplains will be

with the dying, as well as dealing

with the families back home.”
17

“The GSU is not simply an installation staff augmentation element. It’s a brigade-level

headquarters that commands and controls mobilizing and demobilizing units for the

installation,” said Col. Jeff Jacobs, 2125th GSU commander.

At Fort Bragg, the 2125th, along with installation staff agencies, is operating the

Mobilization Unit Inprocessing Center (MUIC), which helps mobilized units seamlessly

transition from Reserve status to active duty.

“Soldiers mobilizing at Fort Bragg are guaranteed to have everything they need when

they deploy,” added Jacobs. “One thing we take particular care in doing is ensuring that

every piece of equipment is fully mission capable. Every weapon, vehicle, generator, radio

or night vision device is inspected and fixed to make sure it works on the battlefield.”

The 2125th, which is the only mobilized GSU headquarters in the Army, also helps soldiers develop their skills, especially in the use of their NBC (nuclear, biological and

chemical) equipment and weapons. In addition, members of the 2125th are serving in

key staff positions with the 18th Airborne Corps, including Chief of Claims and Assistant

U.S. Attorney in the office of the Staff Judge Advocate, Chief of Public Affairs and Chief

of Personnel.

The 459th Engineer Co. (Multi-Role Bridge)

The members of the 459th Engineer Co. (Multi-Role Bridge), soldiers in the Army

Reserve from Bridgeport, West Virginia, are a long way from home — leading the march

to Baghdad to get the Army’s combat units over whatever chasm, pit or river stands

between the U.S., its allies and the terrorist regime of Saddam Hussein.

The 459th sent a forward team of a dozen officers and logistical planners to Camp Arijan

last November, while the rest of the unit was deployed to Fort Leonard Wood, Missouri,

PHOTO: MAJ. JAN NORTHSTAR, 2125TH GSU

SSG Anthony Green of the 2125th Garrison Support Unit

instructs deploying soldiers on how to detect chemical

agents in the field. 

“One thing we take particular care

in doing is ensuring that every piece

of equipment is fully mission

capable. Every weapon, vehicle,

generator, radio or night vision

device is inspected and fixed to make

sure it works on the battlefield.”
this past January for two months to hone their bridge-building skills on the Missouri

River. Husbands, wives, children and careers were placed on hold in order to perform a

mission that is not for the faint of heart.

Huge heavy equipment transporters roll up to the riverbank and drop floating pieces of

bridge the size of moving vans into the water. The men and women waiting on boats then

secure each piece and pull it into place. The pieces then have to be linked up into a bridge

as long as the river is wide. And all this has to happen at top speed.

“You have to be strong and you have to be motivated. You have to want to do it,” said Lt.

Nate Hagedorn, a pharmaceutical salesman at home who serves as the company’s 

executive officer.

“It’s just instinct... and feel,” said the company’s commander, Capt. Timothy A.

Vandeborne.

Vandeborne and the rest of the 459th’s leadership are confident that the river crossing

will not be a problem. Nor are they worried much about the fighting that may well 

surround the bridge-builders as they do their job. The warfighters who will cross their

bridges will be there to provide security along the way.

“They’re ready,” added Vandeborne. And the unit’s supervisor in the field, battalion

commander, Lt. Col. Robert Tipton, agrees.

“We get these guys to the place where they’ve got to build a bridge, and I’m 100 percent

convinced they can knock this thing out. Being an engineer unit, in particular, really

matches up well with the Reserve because it’s a specialty — a technical specialty,” he said.

“And, from what I’ve seen, these guys are extremely well versed in what they do.”

“I’ve been doing the same thing with this unit for 10 years,” said SFC Ron Costello from

Buckannon, West Virginia. “I don’t think I’ll forget now.”

The 1863rd Medical Detachment

One of the major concerns in developing countries is identifying and eradicating communicable diseases. However, in Afghanistan, a country known for having problems

controlling its terrorists, very little also has been done to get a handle on the bacterial and

airborne viruses that continue to plague that country. This was the job given to the

1863rd Medical Detachment from Columbia, Maryland, in the Fall of 2002.

18 ★ Army Reserve Magazine

Spc. Robert Hightower, a preventive medicine specialist

with the 1863rd Medical Detachment, puts out a light trap

designed to trap insects at Kandahar Air Field,

Afghanistan.

Soldiers of the 459th Engineer Co.

(Multi-Role Bridge) walk through a

berm-crossing training exercise in 

Northern Kuwait.

PHOTO: SFC JUDITH L. KENNEY, 300TH MPAD

PHOTO: SPC. FRANK PELLEGRINI, USAR PAO

“You have to be strong and you

have to be motivated. 

You have to want to do it.”
19

“Our unit is responsible for preventive medicine theater-wide,” said Capt. John

Greenplate, an entomologist in both the 1863rd Medical Detachment and his civilian

life. “We don’t know a lot about Afghanistan. Historically, this is not a place where many

studies have been done. However, we are trying to do our best through specific testing

and monitoring of food- and water-borne bacteria, as well as insects and rodents.”

The six members of the 1863rd who have been deployed to Kandahar are paired with the

82nd ABN Preventive Medical Team and a Veterinary Detachment for the duration of

their stay. They bring to their military jobs the same knowledge and dedication gained

from their civilian professions. And they are committed to ensuring soldiers’ health

while they are mobilized overseas.

“Education is a large part of our preventive medicine campaign. That means making

sure soldiers know to wash their hands before chow and after going to the latrine, and

keeping open food out of tents and off the ground,” added Greenplate. “Rodents will take

advantage of anything they find. It’s our job to keep the soldiers healthy so they can 

do their jobs.”

The 947th Forward Surgical Team

In the short time that the 94th Forward Surgical Team, an Army Reserve medical unit

from Connecticut, has been in Afghanistan, they have accomplished a lot. Not only have

they built a hospital for the Orgun Valley to provide routine care to civilians in the

region, they also have responded to emergencies and trained local care providers in

modern standards.

Most local doctors in Afghanistan received their initial training in Pakistan and many

have received no updated training since. As a matter of fact, the most common medical

treatment before the Army Reserve’s arrival was egg yolk and tobacco spit. So, it’s little

wonder that the Afghani population simply accepts the fact that, when a medical condition reaches a certain level of seriousness, the patient is expected to die.

“The value we put on human life was amazing to the Afghani people,” said SFC Victor

Andersen, a member of the 96th Civil Affairs Battalion from Fort Bragg, North Carolina,

who worked closely with the soldiers from the 947th. “They saw what the Americans

were willing to do to help — the care, the importance placed on timely treatment, and

the fact that we would send helicopters to medevac their injured and sick children and

anyone else who was sick.”

The team members also made house calls, and never refused anyone care. In addition, out

of more than 100 surgeries performed while Andersen was with the 947th, only one

patient was lost — a suicide bomber who brought a live grenade into a crowd of police

officers. All four of the police officers who were wounded, including two who required lifesaving surgery, recovered from their wounds.

The 345th Military Intelligence Detachment

The 345th Military Intelligence Battalion recently returned seven of its soldiers to their

homes in Jasper, Alabama, after a year-long deployment in support of Operation

Enduring Freedom. The seven were the first of a total 27 soldiers mobilized from the area

to return home. According to Maj. Stanley J. Koryta, commander of A Company,

Detachment 1, 345th Military Intelligence Battalion, the jobs performed by the soldiers

were vital to the war on terrorism.

“We supported the Coalition Forces Land Component Command (CFLCC) by 

assisting in intelligence operations that helped identify, locate and target Taliban and

They bring to their military jobs the

same knowledge and dedication

gained from their civilian professions.

And they are committed to ensuring

soldiers’ health while they are

mobilized overseas.

Lt. Col. Bob MacAllister of the 947th Forward Surgical

Team from Connecticut exams a sick child in an 

Afghani hospital. 

PHOTO: SFC VICTOR ANDERSON, 96TH CIVIL AFFAIRS BATTALIO

The team members also made 

house calls, and never refused

anyone care. In addition, 

out of more than 100 surgeries 

performed while Andersen was 

with the 947th, only one patient 

was lost — a suicide bomber who

brought a live grenade into a 

crowd of police officers.
20 ★ Army Reserve Magazine

Al Qaeda forces in Afghanistan,” said Koryta. “We helped out the active duty forces

that were there and needed the augmentation. We really felt like we were contributing

to the entire effort.”

Staff Sergeant Christopher Glasscock, an imagery analyst with A Company who gathered

information for various units in theater while on assignment, said they

often worked up to 14–16 hours a day, seven days a week. And, while communications could be difficult at times due to the differing time zones,

communications within the unit were excellent. That sentiment was echoed

by Spc. Robert J. Ladrillono, an intelligence analyst for A Company.

According to Lt. Gen. Paul T. Mikolashek, the commander of CFLCC,

many of the missions could not have been accomplished without the help

of A Company. “Their work product was considered among the best the

CFLCC has ever seen.”

The 800th Military Police Brigade

The 800th Military Police (MP) Brigade from Uniondale, New York, is

preparing to build internment resettlement facilities, which they will name

after the fallen heroes of 9-11, in Kuwait. The facilities, which are expected

to be modeled after soldier’s accommodations, will house 8,000 detainees.

“Our job is different from other soldiers. We’re not shooting at the enemy.

We’re trying to take care of them after the shooting is done,” said Edward

Diamantis of the 800th MP Brigade, which is part of the 77th Reserve

Support Command. “The facilities must follow the Geneva Convention

rules. And, in some cases, we even exceed the regulations.”

“The detainees will receive light medical treatment, showers, a change of

clothes, air conditioning and heat, and a hygiene kit,” said Maj. Anthony

Cavallaro, another member of the 800th. “In many cases, it will be the best

treatment they have received in some time.”

Almost half of the 800th MP Brigade are firefighters or in law enforcement

in their civilian lives, so they thought it would be fitting to name the internment facilities after people who lost their lives during 9-11. The first facility to be built will be

named after Ronald Bucca, a former Army Reserve warrant officer and fire chief, who

was killed trying to put out the fires within the twin towers of the World Trade Center.

“Bucca was one of the first people to reach the fires,” added Cavallaro. “He put the lives

of others in front of his own.”

The second facility will be named after Cpt. Mark Whitford, a firefighter and Army

Reserve Soldier with the 331st Military Intelligence Detachment, who died while

doing his duty during 9-11.

“We are very motivated because of the circumstances in America today,” said Cavallaro.

“I haven’t heard one person say that we shouldn’t be here.” 

Spc. Robert J. Ladrillono gives his wife, Lutz, a kiss after

returning home from a 360-day deployment in support of

Operation Enduring Freedom. Ladrillono is an Army Reserve

Soldier with the 345th Military Detachment Battalion from

Jasper, AL. 

PHOTO: SSG DERRICK A. WITHERSPOON, 81ST RSC

“Our job is different 

from other soldiers. 

We’re not shooting at the enemy. 

We’re trying to take care of them

after the shooting is done.

The facilities must follow the

Geneva Convention rules. 

And, in some cases, we even 

exceed the regulations.”
Fortin

Madrejon

CHACO

Asuncion

ARGENTINA

BOLIVIA BRAZIL

PARAGUAY

B

ecause of the focus these days on

the Middle East, it is easy to forget

that the Army Reserve has troops

stationed elsewhere around the globe.

This training year, almost 10,000 Army

Reserve soldiers will operate in approximately 31 countries. 

South America

In the latter half of February, 2003, 

29 members of the 324th Combat

Support Hospital of Perrine, Florida,

deployed to Paraguay to conduct a

medical readiness training exercise in

the northern Chaco region of that

country. During the time of their deployment, they provided basic medical care

for more than 11,000 of the poorest

people of this region. They were assisted

by members of the Paraguayan military’s

III Cuerpo de Ejercito, as well as volunteers from the Peace Corps.

Central America

As part of the United States’ humanitarian aid program known as New

Horizons, Army Reserve soldiers from

several different units participated in a

variety of civic action projects to enhance

their MOS specific training. Operating

out of a fully functional tent city just

outside the coastal town of Dangriga in

Belize, their mission was to construct six

concrete buildings to expand the campus

of the DeLille Academy and to conduct

six mobile medical clinics in the surrounding villages.

The members of the 483rd Transportation Battalion logged several long days

moving more than 3.1 million pounds of

materials and rolling stock, while the

“Water Rats” of the 347th Quartermaster

Detachment purified river water for the

camp. Members of the 321st Engineer

Battalion worked alongside members of

the Belize Defense Force to secure the

camp, while a maintenance crew from

the 872nd Maintenance Company performed mechanical miracles to keep

vehicles and generators running. 

21

AROUND THE GLOBE

EL SALVADOR

Dangriga

Belmopan

BELIZE

HONDURAS

NICARAGUA

MEXICO

GUATEMALA

PHOTOS: MAJ. R. KIRKPATRICK, 478TH CA CO
VALENTIN NAMED NCO 

OF YEAR BY BOTH FORSCOM 

AND FIRST ARMY

S

gt. 1st Class Antonio Valentin, a

78th Division (Training Support)

NCO stationed in New Cumberland,

Pennsylvania, has been named NCO of

the Year by both the First U.S. Army

and the U.S. Army Forces Command

(FORSCOM).

At the FORSCOM board, Valentin competed against the best non-commissioned

officers from the Fifth U.S. Army, Third

Army, I Corps, III Corps and XVII

Airborne Corps. A 14-year veteran and

field artillery soldier, Valentin provides

training support to National Guardsmen

and Army Reserve Soldier. He is

assigned to the 2nd Battalion, 315th

Regiment, 5th Brigade, 78th Division

(Training Support).

LAMONT SELECTED 

RESERVE RECRUITER 

OF THE YEAR

2002 was a great year for Staff Sgt.

Calvin N. Lamont. Not only was he

selected from more than 1,000

recruiters as Reserve Recruiter of the

Year, he also was inducted into the

Army’s prestigious Audie Murphy

Club. Lamont, who has been in the

Army more than 10 years and has

served as a recruiter since July 1999,

credits his success to strong leadership,

enjoying the challenge of making

mission, and wanting to do his best. 

A recruiter and assistant station commander for almost three years in the

Denton, Texas, recruiting station,

Lamont recently left to pursue Army

healthcare recruiting at the 5th

Recruiting Brigade Army Medical

Detachment at Del City, Oklahoma. 

NEW ARMY RESERVE CSM 

WORKING CONCERNS FOR 

MOBILIZED TROOPS

Command Sgt. Maj. Michele Jones 

has replaced retired Command Sgt. 

Maj. Alex Ray Lackey as the top sergeant major for an Army component

and the senior enlisted advisor for

Reserve soldiers. The first AfricanAmerican woman to be appointed to 

the position, she plans to focus upon 

the needs of mobilized soldiers and 

their families.

“When Army Reserve soldiers become

active-duty soldiers, most families no

longer receive medical entitlements from

their civilian employers,” said Jones. 

“To ensure families get needed medical

attention under Tricare, we are working

with a number of organizations —Tricare,

Medical Command, Army Reserve

Command and some installations — to

make proposals and work through the

issues. We also want to assist employers

by informing them about how long 

soldiers will be deployed.”

ARMY RESERVE UNIT IN

SCHWETZINGEN CHANGES LEADERS

The leadership of the 10th Logistics

Planning Augmentation Team (LPAT)

based in Germany has officially changed

hands. Maj. Melvin Jones, who had been

acting commander of the unit since

March 2002 when Col. Andrew Posey

was unexpectedly mobilized to serve 

as the Area Support Group Eagle 

commander in Bosnia, has now assumed 

full command. Previously, Jones was

assigned as Assistant Deputy Chief of

Staff for Logistics for the 7th Army

Reserve Command. 

In his civilian job, Jones works as a

senior law enforcement operations officer

and the Deputy Provost Marshall for the

26th Area Support Group in Heidelberg.

The 10th LPAT’s mission is to rapidly

mobilize and deploy to provide logistics

staff support to the Fifth Corps to help it

maintain its combat readiness across a

spectrum of operations.

PEOPLE

People Briefs

BG David T. Zabecki, Commander of the 7th Army Reserve

Command observes as Maj. Melvin Jones returns the colors

to MSG John Pruitt during Jones’ Assumption of Command

ceremony at Tompkins Barracks in Schwetzingen, Germany.

Jones assumed command of the 10th LPAT.

PHOTO: MAJ. JONATHAN A. DAHMS, 7TH ARCOM

22 ★ Army Reserve Magazine
PEOPLE

USAR UNITS RECOGNIZED 

FOR SUPPLY EXCELLENCE

Fourteen Army Reserve units were 

recognized at the 17th Annual Chief of

Staff, Army Support Excellence Award

ceremony held late last year. Gen. John

M. Keane, Vice Chief of Staff of the

Army, presented the awards to each

winning and runner-up unit in seven

Army Reserve categories.

Winning units included the 1011th

Quartermaster Company, 89th Regional

Support Command, Independence,

Kansas; the 650th Transportation

Detachment, 81st RSC, Wilmington,

North Carolina; the 396th Quartermaster

Battalion, 89th RSC, Belton, Missouri;

the Southern European Task Force

Augmentation Unit, 7th ARCOM,

Vincenza, Italy; the Supply and Service

Division, DCSLOG, 7th ARCOM,

Schwetzingen, Germany; and

Detachment 1, 1011th Quartermaster

Company, 89th RSC, Pittsburgh, Kansas.

Runners-up were the HHC, 304th

CMMC, 311th Corps Support Command,

Los Angeles, California; C Company,

411th Engineer Battalion, 9th RSC,

Guam; the 844th Combat Engineer

Battalion, 81st RSC, Knoxville,

Tennessee; the 321st Ordnance Battalion,

99th RSC, Charleston, West Virginia; 

the 4249th Port Security Detachment,

89th RSC, Pocahantas, Iowa; and HHC,

3437th Training Brigade, 7th ARCOM,

Grafenwoehr, Germany.

ARMY RESERVE TEAM 

WINS BIG AT 

ARMY TEN MILER

The 18th Annual Army Ten Miler drew

nearly 18,500 registered runners and

more than 700 teams from around the

world, making it the world’s largest 

ten-mile footrace. The route began and

ended at the Pentagon after winding its

way through Washington and Northern

Virginia.

The USARC Front Runner’s Mixed

Team placed first overall in the MilitaryReserve Mixed category, while the

USARC Front Runner’s Female Team

placed second in the Military-Reserve

Women’s Division. Other top performers

included:

★Capt. Kate Forehand, 

108th Division, 

Charlotte, North Carolina 

(First Place, Women’s Overall 

Individual Category)

★Maj. Margaret Bozgoz, 

U.S. Army Reserve Command, 

Ft. McPherson, Georgia 

(Second Place, Women’s Overall 

Individual Category)

★USARC Roadrunners

(First Place, Women’s Overall Team Category)

★88th RSC Lady Blue Devils

(Second Place, Women’s Overall Team Category)

★Spc. Sandu Rebenciuc, 

an Army Reserve soldier attached to

the world-class athlete program 

(First Place, Men’s Individual Category)

★1st Lt. Jason Small, 

88th RSC, 324th MP detachment,

Terre Haute, Indiana 

(Second Place, Men’s Individual Category)

★88th RSC Blue Devils 

(First Place, Men’s Team Category)

★USARC Front Runners 

(Second Place, Men’s Overall Team Category)

★311th COSCOM, 

Los Angeles, California 

(First Place, Command Participation)

★63rd RSC, 

Los Alamitos, California 

(Second Place, Command Participation)

Army Reserve soldiers prepare to run in the 

18th Annual Army Ten Miler.

PHOTO: MILLIE DANIELS

PHOTO: MSG MARK JORDAN, 427TH MEDICALLOGISTICS BATTALION

PHOTO: COL. RANDY PULLEN, SSI, U.S. ARMY WAR COLLEGE

LTG James R. Helmly, Chief, Army Reserve (center) poses with the representatives of the 14 Army Reserve units recognized at

the 17th Annual Chief of Staff, Army Supply Excellence Award ceremony. 

Maj. Margaret Bozgoz finishing her race at the 18th Annual

Army Ten Miler. Bozgoz finished second in the Women’s

Overall Individual Category. 

23
PEOPLE

People in Focus

ARMY RESERVE SOLDIER

RECOGNIZED FOR 9-11 HEROICS

S

gt. Maj. Michael Mabee has been

awarded a Soldier’s Medal for

heroics displayed during the terrorist attack that occurred on September 11,

2001 at the World Trade Center. Were it

not for his concern for others and selfless

acts, many more civilians might have

lost their lives amidst the horrific

destruction that saw so many innocent

people perish that day.

A civilian employee of the U.S.

Department of Labor, Mabee was at his

job on the eighth floor of the World

Trade Center Building the morning of

September 11 when the attack occurred.

After hearing what he described as a

sonic blast and seeing building structures begin to collapse, he and a

colleague grabbed a fellow worker, Frank

Ulfert, who was wheelchair-bound while

recovering from a stroke. With no time

to lose, they quickly moved Ulfert to a

downstairs garage and outside the building shortly before seeing a second plane

hit the second tower.

At the same time, and while potentially

fatal debris was falling from both towers,

Mabee provided assistance to an elderly

woman who had fainted, remaining with

both her and Ulfert until the woman

regained consciousness and was able to

move from the area. He stayed with

Ulfert until approximately 11 a.m., eventually transporting him out of harm’s

way to Greenwich Village.

According to Mabee, a former policeman

and paramedic who also served in Desert

Storm, “Ulfert would have died had he

been left in the building to fend for

himself. There was no way I could leave

him alone. Any other soldier would have

done what I did.”

Mabee also credits Ulfert with saving 

his life. “Had Ulfert not needed my

help, I probably would have remained

in the building to assist others. And I 

probably would not have gotten out

alive,” he added.

For 24 hours, Mabee remained on the

scene, helping to set up a makeshift 

hospital at nearby Stuvyesant Hospital

and as a member of a mobile medical

team treating firefighters and police 

officers. With regular phone lines down

and cell phones jammed, it wasn’t until

approximately 4:30 p.m. that Mabee’s

wife knew he was safe.

According to Brig. Gen. Bruce

Zukauskas, Deputy Commander of the

U.S. Army Reserve 94th Regional

Support Command (94th RSC), who 

presented Mabee with a Soldier’s Medal,

“Mabee embodies the Army values of

duty and personal courage. This award

recognizes not only Mabee, but also the

tens of thousands of Army Reserve 

soldiers called to duty.”

Until recently, Mabee worked more 

or less “out of a suitcase” for the

Department of Labor, which now has set

up offices in Greenwich Village. In a

strange aside, FBI agents found Mabee’s

civilian work credentials at a Staten

Island Landfill on December 4, 2001 

as part of the rubble removed in the

clean-up efforts.

ON A “WING” AND A PRAYER

For more than 10 years, Anita

Marroquin prayed for a new prosthetic

arm for herself. Marroquin, an El

Salvadoran woman living in the city of

Berlin, El Salvador, lost her right arm in

1979 when the car she was riding in

crashed as it was being fired upon by

guerilla soldiers during the El Salvador

Civil War. Her prayers were answered

when Capt. Conrad G. Hawkins, an

Army Reserve physical therapist, who

was a member of the 330th Command

Support Hospital located in Millington,

Tennessee, arrived in Berlin as part of a

Level 1 medical mission under New

Horizons 2002.

“New Horizons is a humanitarian and

civic action exercise that takes place once

a year in various countries within Central

and South America. Our job is to provide

basic healthcare, which primarily consists

of distributing medications and performing basic physicals to make the local

population aware of any potential

medical problems they may have,” said

Hawkins. “The hope is that they will

seek further attention down the road.”

The day that Hawkins arrived in Berlin,

Marroquin presented Hawkins’ unit

commander, Col. Howard Bromley, with

a letter asking for help in obtaining a

new prosthetic arm. While this was not

part of the Level 1 medical mission, it

was obvious that Marroquin needed help

since the wooden and heavy metal prosthetic arm Marroquin was given

following the accident weighed close to

80 pounds. Because Hawkins was the

only physical therapist in the unit,

Bromley immediately asked Hawkins if

he could provide assistance. The next

day, Hawkins contacted Marroquin to

take basic measurements of her arm.

When Hawkins returned to the United

States, he talked to several companies

that he thought might be able to help

him. Finally, he contacted Ted Snell,

manager of CFI, Inc., a company that

produces and manufactures prosthetics.

Initially, Snell agreed to produce the arm

free of charge. However, Hawkins would

need to get a plaster of paris casting of

Marroquin’s shoulder in order to ensure

a proper fit.

BG Bruce Zukauskas, Deputy Commander of the 94th Regional

Support Command presents CSM Michael Mabee with a 

Soldier’s Medal for his heroic actions during the 9-11 tragedy.

Looking on are Mabee’s father-in-law and his wife, Fran. 

PHOTO: ERIC HURWITZ, 94TH RSC PAO

24 ★ Army Reserve Magazine
PEOPLE

Because Hawkins was unable to make

the trip again, he enlisted the aid of Lt.

Col. Joe Hunt, who was going to provide

medical support during the last rotation

of the New Horizons 2002 exercise. After

explaining Marroquin’s situation to

Hunt, Hunt agreed to make the plaster

casting while he was in Central America.

“I picked up the casting from Hunt at

the airport when he returned and gave

it, along with the arm measurements to

CFI,” added Hawkins. “However, by

then, CFI was unable to provide the

prosthetic free of charge because of the

enormous number of humanitarian 

projects they currently had in-house.

They asked for $500 to cover the costs 

of parts and promised to do the labor

free of charge.”

Knowing he had to raise $500 to help

Marroquin, Hawkins went back to his

unit and asked if they would like to donate to the project. The unit’s response

was overwhelming. They raised almost

$600 to pay for the parts needed to build

the arm. With the arm completed in

November 2002, the Army Reserve offered to send Hawkins back to El Salvador

to fit the arm on Marroquin and help her

through any problems she might

encounter with her new prosthetic.

When Hawkins arrived back in El

Salvador to fit Marroquin with the lifelike

arm, the overjoyed El Salvadoran smiled

as tears of joy streamed down her face.

“After 10 years, God has finally answered

my prayers,” said Marroquin. “This arm

will really help me, especially with my job.

I work in a post office and have to write a

lot. So, I’ll now be able to have something

to keep the papers from moving about and

to keep me propped up. This is truly going

to make my life better.”

Colonel Carlos A. Soto, commander of

the El Salvadoran Army’s 6th Infantry

Brigade, who helped reunite Hawkins and

Marroquin, probably summed it up best.

“I’m very grateful to Capt. Hawkins, as

well as to all of the people who made this

happen. I know it wasn’t a one-person

show. It was a combined effort between

the U.S. Government and the El Salvadoran Government, the Armed Forces of

the United States and El Salvador, and

between the 6th Infantry Brigade and the

330th Combat Support Hospital,” he said.

“However, everyone is aware of the hardships and obstacles Capt. Hawkins faced

in order to get this done. And there’s no

doubt that, because of those efforts, he is

going to leave a historic print in the hearts

of the people, especially Miss Marroquin.”

ANSWERING THE CALL

It was a quiet Wednesday afternoon at the Kinston, North

Carolina Army Reserve Center

when a deadly explosion rocked

the West Pharmaceutical

Services factory located next

door. Within minutes, the plant 

was engulfed in flames, large

expanses of the building’s 

structure were collapsing, and

panicked employees were

massing at the factory’s exits to

flee the burning carnage. 

It was the type of situation the

Army Reserve soldiers of the

81st Regional Support Command had trained for, and they

were ready to answer the call.

Within minutes of the initial explosion,

BG Alan Bell, who commands Army

Reserve soldiers in seven Southeastern

states and who was working in the

Reserve Center that day, along with

several of his soldiers were the first on

the scene to respond to the crisis.

Without considering their own safety

and despite the risk of additional explosions, they ran to the building where

they had to fight their way past panicked

employees to assist the injured inside.

“We found one lady and asked her if

anyone else was in there,” said Sgt. Maj.

Rick Dodson of the 81st RSC. “She

pointed to a pile of cinder blocks where

Danny Harper lay partially buried and

apparently dazed.”

The wind was blowing just hard enough

to keep the thick black smoke at bay

while Dodson began moving the cinder

blocks aside that covered Harper. After

several frantic minutes, Dodson was able

to free Harper from the debris and

remove him to safety outside the building. Dodson also was able to help two

other workers who were trapped inside

the building by their own shock. One was

frozen in place by a wall, while the other

was squatting in a corner.

“Our concern was getting anyone out

who was alive,” added Dodson.

Other members of the 81st RSC helped

calm the survivors and tended to their

burns. Many of the victims had burns

covering up to 60 percent of their bodies,

and 10 workers eventually would be sent

to the North Carolina Jaycee Burn

Center for treatment.

It was a bittersweet victory for the 81st

RSC, who put concerns for themselves

aside in order to save others. Three days

later, they would receive their mobilization orders.

“They were very brave,” said Harper. “I

gave their names to my pastor, and they

will be in our prayer bulletin every week

when they go overseas.” 

PHOTO: SSG DERRICK A. WITHERSPOON, 81ST RSC

U.S. Army Reserve Capt. Conrad G. Hawkins shows Anita

Marroquin her new prosthetic arm. Hawkins and the Army

Reserve unit he was assigned to, the 330th Combat Support

Hospital, raised money to pay for the arm for Marroquin.

25
HISTORICAL PERSPECTIVES

ARMY RESERVE MOBILIZATION HISTORY

(1756–2003)

One of the earliest recognized groups of

American volunteers was Major Robert

Rogers’ seven-company independent battalion, known as “Roger’s Rangers,” which

served with distinction during the French

and Indian War (1756–1763) and was the

prototype for today’s Army Reserve. By the

time of the Civil War (1861–1865), these

volunteers fell into such categories as U.S.

Volunteers, U.S. Veteran Volunteers, U.S.

Veteran Reserve Corps, Corps d’Afrique

and U.S. Colored Volunteers.

Because of problems the Army faced

mobilizing soldiers for the Spanish

American War and Phillipine Insurrection

(1898–1902), national leadership began in

1908 developing a formal structure for creating a corps of national volunteers during

peacetime. This early Army reserve organization, eventually called the Organized

Reserve Corps, produced a pool of reserve

officers and enlisted men, which the Army

mobilized as replacements for units

during World War I (1917–1918), World

War II (1941–1945), and the Korean War

(1950–1953). 

Following the Korean War, the military

policy of the United States was changed to

increase the number of U.S. military

forces stationed overseas, fostering the

continued growth of a military-industrial

complex and an Army more adept at rapid

mobilization. It was this heightened focus

on military readiness that led to a mature

Army Reserve.

For mobilizations following the Korean

War, it was the Army’s intent to maintain

the integrity of mobilized Army Reserve

units. As a rule, officers and enlisted men

were not stripped out of organized units

and sent into operations as replacements.

Instead, fully trained and manned

Reserve units were mobilized intact at 

the outbreak of a conflict. It was this new

posture of mobilizing Army Reserve 

soldiers with their units that has enabled

the Army Reserve to perform so successfully in all future engagements and that

made them such an integral part of the

decisive Gulf War victory in 1991. In that

conflict, approximately 650 Army Reserve

units comprised of about 60,000 Ready

Reserve personnel were mobilized, while

approximately 20,000 Reservists served

as replacements from the Individual

Ready Reserve (IRR).

Since Operation Desert Storm, recent

mobilizations in support of peacekeeping

efforts and the Global War on Terrorism

have once again changed the way in which

Reservists are called up. Currently,

because of tight caps imposed on the

numbers of Reservists mobilized, the

Army Reserve leadership has been forced

to once again mobilize parts or “derivatives” of units to meet the requirements of

combat commanders. This method has

sacrificed unit integrity by breaking up

units, leaving little or no residual capabilities in these derivative units for unseen

circumstances. To make matters worse,

because the Army has not been given the

authority to involuntarily call up members

of the IRR, commanders sometimes are

having to cannibalize units that are unique

to the existing Army force structure.

However, despite such challenges, the

Army Reserve thus far (as of March 31,

2003) has mobilized approximately 2,100

units comprised of more than 75,000

Ready Reservists in support of the War on

Terrorism — almost 70 percent of which

are derivative units. And the Army

Reserve has accomplished all current

mission requirements, mobilizing nearly

four times as many units as were mobilized during the Gulf War, with many 

of these units being mobilized with only a

three to five days’ notice. Quite an 

accomplishment when compared to past

mobilizations. 

26 ★ Army Reserve Magazine

O

ne of the oldest American traditions is the mobilization of

citizen soldiers in support of military engagements. Citizen

soldiers were created from all sources, making them independent of any colonial or state allegiance. Called “volunteers” as

opposed to “militiamen,” they normally were mobilized for a bounty

to serve the duration of a conflict, at which point they returned to

their civilian pursuits.

▲

By Dr. Lee S. Harford, Jr.

USAR Historian
Cpl. Dominic M. Pileri of the 310th Psychological Operations Battalion from Fort

Gillem, Georgia, currently is serving in a remote mountainous section of Afghanistan,

where a major part of his job is going into the local villages to assess the needs of the

people. Shown above with an Afghani child and interpreter, Pileri arranges for delivery 

of such items as non-perishable foods, bottled water and medical aid to the villagers as

part of a larger humanitarian effort. 

PHOTO COURTESY OF DOMINIC PILERI, SR.
IN THE NEXT ISSUE

OPERATION IRAQI FREEDOM

➔