O F F I C I A L P U B L I C AT I O N O F T H E 7 9 T H S U S TA I N M E N T S U P P O R T CO M M A N D

Trained, ready, cohesive, well-led 

Sustainment units for world-wide deployment 

Volume 1 Issue 1 Spring, 2011

Falcon

The

“To Do For Country”
Ask The Staff Judge Advocate

The SJA answers Common Questions on USERRA

Command Executive Officer

Ms. Andrea M. Breyton

Command Chief Warrant Officer

Chief Warrant Officer 5 Scott M. Jackson

Commanding General

Maj. Gen. William D. Frink, Jr.

Command Sergeant Major

Command Sgt. Maj. Robert N. Roberson, Jr.

On Mentorship: by Maj. Gen. William D. Frink, Jr.

Departments

TheFalcon

Two Star Notes 10

Re-Shaping the Force: by Command Sgt. Maj. Robert N. Roberson 12

79th SSC Command Team

CSM On Point

Safety Sustainment Board 32

News & Tools You Can Use 24

Families In the Fight

Faces of the Army Reserve Volunteer 

+ Top Online Resources for Family Programs

18

Introducing the 79th Close Call Program 

+ Hot Safety links and Resources

Inspector General Team Message

Get Ready: Don’t Ask-Don’t Tell Revoked 22

34

Links and Info to What’s New in Your Army Reserve
Connecting with Kids

Public Affairs OIC 

Lt. Col. Wilmer Moore

The Falcon, a U.S. Department of Defense publication, is published Quarterly by the 79th Sustainment Support Command Public Affairs Office located 

at 4235 Yorktown Ave., Los Alamitos, CA 90720-5170. In accordance with DoD Instruction 5120.4, this DoD magazine is an authorized publication for 

members of the U.S. military. Contents of the The Falcon are not necessarily the official view of, or endorsed by, the U.S. government or DoD. 

Public Affairs Officer 

Capt. Kalen M. Arreola

Mission, Scope, and Footprint of the 79th SSC

14 Mobilization Predictability

G-3 Explains ARFORGEN, Trends and More

Journey to the Top

4th ESC Names Soldier, NCO of the Year;

79th Best Warrior Competition insights 

16

 Spring 2011

History of The 79th ID

Storied Past of The 79th Infantry Division

+ The story of Montfaucon on the back cover

36

Welcome Home

Giving Recognition to Warrior Citizens 23

79th SSC PAO Team

Features

79th SSC In-Brief 4

4th ESC Participates in Career Fair 30

Public Affairs NCOIC

Sgt. 1st Class Corey L. Beal

Become a Fan and Keep Current with us at: 

 www.Facebook.com/79SSC
In-Brief

79th SSC

79th Sustainment Support Command

4 The FALCON
The 79th Sustainment Support Command was activated at 

Joint Forces Training Base Los Alamitos, Calif., Dec. 1, 2009 

and assumed command and control of the 4th, 311th, and 364th 

Expeditionary Sustainment Commands on Oct. 1, 2010.

Vision

Execute Army Reserve responsibilities as a two star command 

responsible for aligned subordinate commands, to include training 

readiness oversight and mobilization support as required in the 

commander’s area of responsibility.

Establishment

Execute all command and control requirements for Army Reserve 

combat sustainment support units in up to four subordinate 

Expeditionary Sustainment Commands in the Western area of 

responsibility. The SSC will effectively support the collective training, 

mobilization, deployment and redeployment of CSS units dispersed 

over significant geographic distances. 

Mission

Re-Stated Mission

Provide trained, ready, cohesive, well-led Sustainment units for worldwide deployment to meet the U.S. Army’s rotational and contingency 

mission requirements in support of the National Military Strategy.

Spring 5
79th SSC Footprint

As of March 2011, the 79th SSC has command and control of 

three Expeditionary Sustainment Commands, consisting of more 

than 17,000 Soldiers across 15 States

90th SBDE

343rd PAD

46th HISTORY DET

112th CHAP DET

348th TC BN

453 TC CO

651st TC DET

217th TC CO

373rd CSSB 

1002nd QM CO 

215th QM DET

164th QM GP

316th QM BN

910th QM CO

418th TC DET 

481st TC DET

600th TC DET

327th TC DET

211th RSG

345th PAD

90th HISTORY DET

319th CSSB 

288th QM CO

812th QM CO

961st QM CO

370th TC CO

971st QM DET 

519th TC DET 

851st TC CO

300th SBDE

513th QM DET

328th AG CO

350th AG CO

645th QM DET 

363rd QM BN

340th QM CO

238th OD CO 

223rd OD CO

141st QM CO 

381st AG BN 

800th AG CO

647th RSG

809th QM DET

372nd QM BN

877th QM CO

985th QM DET

471st TC DET

601st TC DET

974th QM CO

383rd QM BN

263rd QM CO

900th QM CO

326th FMC

651st RSG

311 SC SPT UNIT

304th SBDE

155th QM DET

201st PA DET

606st QM DET

806th AG DET 

155th CSSB 

137th QM CO

250th TC CO

555th TC DET

693rd QM CO

926th TC DET

371st CSSB 

329th QM CO

380th TC DET

304th TC DET

376th AG CO

950th MAINT CO

419th CSSB 

163rd OD CO

478th TC CO

968th QM CO

1017th QM CO

96th SBDE

478th HR CO

395th FMC

358th PAD

50th HISTORY DET

117th CHAP DET

191st CSSB

786th TC CO

872th TC CO

419th TC CO

146th TC CO

423rd TC CO

651st QM DET 

652nd QM DET

889th TC DET 

652nd RSG

411th OD BN

592nd OD CO 

889th QM CO

1016th QM CO

651st QM CO

949th TC DET

823rd TC DET

340th TC DET

420th TC BN

469th CSSB 

729th TC CO

730th TC CO

570th TC DET

923rd TC DET

924th TC DET

975th TC DET

211th TC CO

483rd TRANS BN

481st TC CO

711th TC CO

201st TC DET

932nd TC DET

238th TC CO

653rd RSG

63rd BSB

301st PAD

452nd QM CO

655th QM DET

314th CSSB 

257th TC CO

645th TC CO

948th TC DET

957th TC DET

336th CSSB 

348th TC CO

289th TC DET

974th TC DET

418th QM BN

208th TC CO

925th TC DET

654th RSG

382nd CSSB

737th TC CO

291st TC DET

970th TC DET

971st TC DET

804th TC DET

385th TC BN

175th TC CO

467th TC CO

709th TC CO

805th TC DET

653rd TC DET

380th AG BN

909th AG CO

959th AG CO

235th AG CO

123rd CHAP DET

6 The FALCON

4th ESC

 San Antonio, Texas

311th ESC

 Los Angeles, Calif.

364th ESC

 Seattle, Wash.

*

451st ESC (Activation 16 Sep.)

 Wichita, Kan.

79th SSC

JFTB Los Alamitos, Calif.

*
Commanding General

Maj. Gen. William D. Frink, Jr.

Maj. Gen. William D. Frink, Jr. has served at every level in the Army during 

his more than thirty three years of service. He was commissioned through the 

Reserve Officers Training Corps at the Marion Military Institute. His other formal 

education includes Auburn University and the Naval Postgraduate School. His 

military education includes the Air Defense School, the Infantry School, the 

Command and General Staff College, and the Army War College. 

Prior to Assuming command of the 79th SSC, he served as the Commander 

of the 311th Expeditionary Sustainment Command, and deployed with the 

command in support of Operation Iraqi Freedom 

Frink's awards and decorations include the Legion of Merit (with oak leaf 

cluster), Meritorious Service Medal (with four oak leaf clusters), Army 

Commendation Medal (with two oak leaf clusters), Army Achievement 

Medal (with oak leaf cluster), Army Reserve Components 

Achievement Medal (with two oak leaf clusters), National 

Defense Service Medal (with bronze service star), Global War 

on Terrorism Expeditionary Medal, Global War on Terrorism 

Service Medal, Korean Defense Service Medal, Armed Forces 

Reserve Medal (with bronze hourglass and M device), Army 

Service Ribbon, Overseas Ribbon, Army Reserve Components 

Overseas Training Ribbon, and Parachutist Badge.

Command Sergeant Major

Command Sgt. Maj. Robert N. Roberson, Jr.

Command Sgt. Maj. Robert N. Roberson entered the Army on July 9, 1973 

at Fort Ord Calif., where he completed basic training, graduating as Honor 

Graduate. He completed advanced individual training at Fort Polk, La., and spent 

two years on active duty assigned to the 509th Artillery Detachment in Germany. 

He transitioned into the Army Reserve on May 9, 1976. Roberson has earned the 

military occupational specialties 11B, 42L, 62J, 63B, 91B as well as the additional 

skill identifiers H, M, and 2S. He deployed to Balad, Iraq with the 164th Combat 

Support Group, headquartered in Mesa, Ariz.

He has held every Noncommissioned Officer position with the exception of 

Battalion CSM. After two tours as a Brigade Operations Staff Sergeant Major, 

he was appointed over his peers to the position of Group CSM for the 653rd 

Area Support Group, March Air Force Base, Calif. 

Roberson’s military education includes: Basic Combat Training (Honor 

Graduate), Advanced Individual Training (Infantry), Primary Leadership 

Course, Basic Noncommissioned Officers Course, Advanced 

Noncommissioned Officers Course, First Sergeant Course (Top 10% 

Graduate), Battle Staff Operations Course, Master Fitness Trainer 

Course, Force Protection Unit Advisors Course, Senior Enlisted 

Equal Opportunity Course, U.S. Army Sergeants Major Academy, 

and the Command Sergeant Major Designee Course. 

Spring 7
After rest and training at Lunéville, the division 

returned to combat with an attack from the Mignevine Montiguy area, 13 November 1944, which 

carried it across the Vezouse and Moder Rivers, 18 

November-10 December, through Haguenau in 

spite of determined enemy resistance, and into 

the Siegfried Line, 17-20 

December. The division 

held a defensive line 

along the Lauter River, 

at Wissembourg from 

20 December 1944 until 

2 January 1945, when 

it withdrew to Maginot 

Line defenses. The German attempt to establish a bridgehead west of 

the Rhine at Gambsheim 

resulted in furious fighting. 

The 79th beat off German 

attacks at Hatten and Rittershoffen in an 11-day battle before withdrawing to new defensive positions south of Haguenau on 

the Moder River, 19 January 1945. The 

division remained on the defensive along 

the Moder until 6 February 1945. During February and March 1945, the division mopped up 

German resistance, returned to offensive combat, 

24 March 1945, crossed the Rhine, drove across 

the Rhine-Herne Canal, 7 April, secured the north 

bank of the Ruhr and took part in clearing the Ruhr 

Pocket until 13 April. The division then went on occupation duty, in the Dortmund, Sudetenland, and 

Bavarian areas successively, until its return to the 

United States and inactivation.

Continuing a distinguished history, the 79th Sustainment Support Command was activated 1 December 2009 on Joint Forces Training Base, at Los 

Alamitos, Calif. Today the 79th builds upon its historic foundations by providing trained, ready, cohesive, well-led sustainment units for world-wide 

deployment to meet the U.S Army’s rotational and 

contingency mission requirements in support of 

the National Military Strategy.

he 79th Infantry Division was first activated on 

August 1917 and after a year of training the division 

sailed overseas July 1918. The 79th Infantry Division saw extensive combat in the Meuse-Argonne 

area where it earned the name of "Cross of Lorraine" for their defense 

of France. The division 

was inactivated June 

1919 and returned to the 

United States. Throughout its entire World War 

I campaign, the division 

suffered some 6,874 casualties with 1,151 killed 

and 5,723 wounded.

During WWII the 79th 

reactivated on 15 June 

1942. After training in 

the United Kingdom, the 

79th ID landed on Utah 

Beach, Normandy, 12-14 

June and entered combat 19 

June 1944, with an attack on 

the high ground west and northwest of Valognes and high ground 

south of Cherbourg. The division took 

Fort du Roule after a heavy engagement 

and entered Cherbourg, 25 June. It held a defensive line at the Ollonde River until 2 July 1944 

and then returned to the offensive, taking La Haye 

du Puits in house-to-house fighting, 8 July. On 26 

July, the 79th attacked across the Ay River, took 

Lessay, crossed the Sarthe River and entered Le 

Mans, 8 August, meeting only light resistance. The 

advance continued across the Seine, 19 August. 

Heavy German counterattacks were repelled, 22-

27 August, and the division reached the Therain 

River, 31 August. Moving swiftly to the FrancoBelgian frontier near St. Amand, the division encountered heavy resistance in taking Charmes in 

street fighting, 12 September. The 79th cut across 

the Moselle and Meurthe Rivers, 13-23 September, 

cleared the Foret de Parroy in a severe engagement, 28 September-9 October, and attacked to 

gain high ground east of Embermenil, 14-23 October, when it was relieved 24 October.

Lineage of the 

79th SSC

T

8 The FALCON
Medal Of Honor 

Recipients

Citation: On 19 December 1944 he was ordered with his heavy machinegun squad to the support of an infantry 

company attacking the outer defense of the Siegfried Line near Berg, Germany. For 8 hours he maintained a position 

made almost untenable by the density of artillery and mortar fire concentrated upon it and the proximity of enemy 

troops who threw hand grenades into the emplacement. While all other members of his squad became casualties, 

he remained at his gun. When he ran out of ammunition, he fearlessly dashed across bullet-swept, open terrain 

to secure a new supply from a disabled friendly tank. A fierce barrage pierced the water jacket of his gun, but he 

continued to fire until the weapon overheated and jammed. Instead of withdrawing, he crawled 50 yards across 

coverless ground to another of his company's machineguns, which had been silenced when its entire crew was 

killed. He continued to man this gun, giving support vitally needed by the infantry. At one time he came under direct 

fire from a hostile tank, which shot the glove from his hand with an armor-piercing shell but could not drive him 

from his position or stop his shooting. W hen the American forces were ordered to retire to their original positions, he 

remained at his gun, giving the only covering fire. Finally withdrawing, he cradled the heavy weapon in his left arm, 

slung a belt of ammunition over his shoulder, and walked to the rear, loosing small bursts at the enemy as he went. 

One hundred yards from safety, he was struck in the leg by a mortar shell; but, with a supreme effort, he crawled 

the remaining distance, dragging along the gun which had served him and his comrades so well. By his remarkable 

perseverance, indomitable courage, and heroic devotion to his task in the face of devastating fire, T/Sgt. Gerstung 

gave his fellow soldiers powerful support in their encounter with formidable enemy forces.

He died at age 63 and was buried in Arlington National Cemetery, Virginia.

CARLOS C. OGDEN 

May 9,1917 - April 2, 2001

Rank and organization: 

1st Lt., U.S. Army, Company K, 

314th Inf., 79th Inf. Div. 

Place and date: 

Near Fort du Roule, France, 

25 June 1944. 

Entered service at: 

Fairmont, Ill. 

Born: 19 May 1917, Borton, Ill. 

G.O. No.: 49, 28 June 1945. 

JOHN D. KELLY 

July 8, 1923 - November 23, 1944

Rank and organization: 

Tech. Sgt. (then Cpl.) , U.S. Army, 

Company E, 314th Inf., 79th Inf. Div. 

Place and date: 

Fort du Roule, Cherbourg, France, 

25 June 1944. 

Entered service at: 

Cambridge Springs, Pa. 

Born: Venango Township, Pa. 

G.O. No.: 6, 24 January 1945. 

ROBERT E. GERSTUNG

 August 6, 1915 – June 17, 1979

Rank and organization: 

Tech. Sgt., U.S. Army, Co. H, 

313th Inf., 79th Inf. Div. 

Place and date: 

Siegfried Line near Berg, Germany, 

19 December 1944. 

Entered service at: Chicago, Ill. 

Born: 6 August 1915, Chicago, Ill. 

G.O. No.: 75, 5 September 1945. 

Citation: On the morning of 25 June 1944, near Fort du Roule, guarding the approaches 

to Cherbourg, France, 1st Lt. Ogden's company was pinned down by fire from a German 88-

mm. gun and 2 machineguns. Arming himself with an M-1 rifle, a grenade launcher, and 

a number of rifle and hand grenades, he left his company in position and advanced alone, 

under fire, up the slope toward the enemy emplacements. Struck on the head and knocked 

down by a glancing machinegun bullet, 1st Lt. Ogden, in spite of his painful wound and 

enemy fire from close range, continued up the hill. Reaching a vantage point, he silenced 

the 88mm. gun with a well-placed rifle grenade and then, with hand grenades, knocked 

out the 2 machineguns, again being painfully wounded. 1st Lt. Ogden's heroic leadership 

and indomitable courage in alone silencing these enemy weapons inspired his men to 

greater effort and cleared the way for the company to continue the advance and reach its 

objectives.

He died at age 83 and was buried in Arlington National Cemetery, Virginia.

Citation: For conspicuous gallantry and intrepidity at the risk of his life above and beyond the call of duty. 

On 25 June 1944, in the vicinity of Fort du Roule, Cherbourg, France, when Cpl. Kelly's unit was pinned down by 

heavy enemy machinegun fire emanating from a deeply entrenched strongpoint on the slope leading up to the 

fort, Cpl. Kelly volunteered to attempt to neutralize the strongpoint. Arming himself with a pole charge about 10 

feet long and with 15 pounds of explosive affixed, he climbed the slope under a withering blast of machinegun 

fire and placed the charge at the strongpoint's base. The subsequent blast was ineffective, and again, alone and 

unhesitatingly, he braved the slope to repeat the operation. This second blast blew off the ends of the enemy guns. 

Cpl. Kelly then climbed the slope a third time to place a pole charge at the strongpoint's rear entrance. When this 

had been blown open he hurled hand grenades inside the position, forcing survivors of the enemy gun crews to 

come out and surrender The gallantry, tenacity of purpose, and utter disregard for personal safety displayed by Cpl. 

Kelly were an incentive to his comrades and worthy of emulation by all.

Kelly was buried at the Epinal American Cemetery and Memorial in Épinal, France. His grave can be found in plot A, 

row 44, grave 7.

Spring 9
By Maj. Gen. William D. Frink, Jr.

n our profession, one of our greatest responsibilities is to develop 

and prepare those who will take 

our place. Through consistent mentorship, we can ensure the success 

of our future leaders.

Army Regulation 600-100 defines 

mentorship as “the voluntary developmental relationship that exists between a person of greater 

experience and a person of lesser 

experience that is characterized by 

mutual trust and respect.”

Mentorship is an essential tool we 

can use to develop leaders beyond 

coaching and counseling alone. 

Mentorship is not teaching someone how to complete a task or rating their performance. It is going 

above and beyond to provide a 

person with the advice and counsel they need to further advance 

in their professional and personal 

growth. 

In doing so, we are developing 

the best possible leaders of tomorrow’s Army. This is not only good for 

the individual – it is essential for the 

organization. 

Simply put – mentorship is good 

succession planning.

The Army created a mentorship 

program in 2005 to encourage Soldiers to engage in mentoring activities beyond the chain of command. 

As with the Army Mentorship 

Program, the 79th Sustainment 

Support Command Mentorship 

Program is voluntary, and serves 

to promote learning and development among the Army’s future 

leaders. 

Sharing our accumulated knowledge with those less experienced 

effectively bridges the gaps between generations, and allows 

them to achieve more through our 

personal investment. 

The strength of the mentoring relationship is based on mutual trust 

and respect – this cannot be forced 

or contrived – but must be cultivated and refined. It is not simply 

earned by rank or position.

To be most effective, mentorship 

requires a mutual passion for learning and personal development. It 

can sometimes represent a significant investment of time and energy 

– with some relationships spanning 

well past formal, professional ties. 

Mentorship must be provided 

without the expectation of feedback, reward, or ever seeing the 

fruits of your guidance for years to 

come – possibly never. Do not allow self-interest or pride to interfere. Be aware that mentorship defies quantification.

Additionally, do not put a limit 

on who can or cannot be a mentor. 

Mentor-mentee relationships can 

and do transcend backgrounds, 

technical fields, position, and rank. 

For example, a junior officer’s first 

mentor is often a senior NCO. 

While everyone can be a mentor to someone, assess where you 

will be most successful. Remember those who most influenced 

you in your progression. Critique 

their methods; what did they do 

right and what could have been 

improved? Use this perspective to 

help select your own mentorship 

tactics and potential mentees best 

suited for you.

A mentor must be able to provide 

their mentee with the best candid 

and relevant guidance possible; 

this can be achieved through counseling. 

Proper counseling is imperative 

to development, and is the bedrock 

of mentorship. Only by establishing present performance and potential, mentors can lay the best 

path for their mentees. 

Mentees also have responsibilities in the mentorship process. 

I urge every Soldier to rededicate 

themselves to their own self-development. A critical part of this is initiating the search for mentors. Do 

not wait for a mentor to choose you, 

but seek out those best equipped 

and most willing to invest themselves in you and your future.

This can be done through actively seeking council and outwardly 

showing your commitment to your 

own progression. A mentor needs 

to know his or her efforts will be 

received with the same care and attention with which they are offered.

You must honestly assess where 

you are now and where you want to 

MENTORSHIP

Two Star Notes

On

“This is not 

a block to be 

checked; it is a 

way of giving 

back... ” 

I

79th Sustainment Support Command, Commanding General

10 The FALCON
“All leaders have a responsibility to develop those 

junior to them to the fullest extent possible.”

AR 600-100 (c)

For more information, visit http://www.armyg1.army.mil/hr/mentorship/. This site provides valuable links, references and a mentorship training video. You can also sign up for the online Army Mentorship Program. 

AR 600–100 • 8 March 2007 Chapter 1-8

c. All leaders have a responsibility to develop those junior to them to the fullest extent possible. In addition to institutional training and 

education, leaders can facilitate development through the knowledge and feedback they provide through counseling, coaching, and 

mentoring.

(1) Counseling. Counseling is a standardized tool used to provide feedback to a subordinate. Counseling focuses on the subordinate 

by producing a plan outlining actions the subordinate can take to achieve individual and organizational goals. It is central to leader 

development and should be part of a comprehensive program for developing subordinates. A consistent counseling program includes 

all subordinates, regardless of the level of each ones potential.

(2) Coaching. The original meaning of coaching refers to the function of helping someone through a set of tasks. In the military, coaching occurs when a leader guides another persons development in new or existing skills during the practice of those skills. Unlike mentoring or counseling where the mentor/counselor generally has more experience than the supported person, coaching relies primarily 

on teaching and guiding to help bring out and enhance current capabilities. A coach helps those being coached to understand and appreciate their current level of performance and their potential, and instructs them on how to reach the next level of knowledge and skill.

(3) Mentorship. Mentorship is the voluntary developmental relationship that exists between a person of greater experience and a person of lesser experience that is characterized by mutual trust and respect. The focus of mentorship is voluntary mentoring that extends 

beyond the scope of chain of command relationships and occurs when a mentor provides the mentee advice and counsel over a period 

of time. Effective mentorship will positively impact personal and professional development. Assessment, feedback, and guidance are 

critical within the mentoring relationship and should be valued by the mentee in order for growth and development to occur.

be in the future. A good mentor will 

assist you in achieving those goals. 

In turn, you must be willing to accept and act on his or her guidance. 

Sometimes this may include duties, 

schools or assignments that might 

not be preferred now, but will be of 

benefit in the long-term. 

A key to success for any mentee is 

good listening skills. Some mentorship is subtle and – if you are not listening – you may miss it. The guidance they provide was not learned 

quickly or concisely, so pay attention and grasp it when it is offered.

Unlike counseling, a time and 

place for effective mentorship may 

not fit into a schedule. Too often senior leaders get tied up in accomplishing the mission and their own 

careers to actively mentor Soldiers. 

Do not fall into the trap of overscheduling your day so you don’t 

have time to talk with people. 

Remember, it is a mistake to sacrifice the development of a team for 

the accomplishment of short-term 

goals and missions. The future success of that team depends on planning for the future and investing 

in the people who make the shortterm missions possible.

In a recent survey of Soldiers, 

90 percent said they had a mentor; 58 percent said their mentor 

has helped them personally and 

professionally; and 72 percent said 

they mentored their subordinates. 

Although this is encouraging, 80 

percent of those surveyed wanted 

a stronger emphasis on mentorship 

in the Army and their unit. 

I personally challenge every 

leader to mentor one or more Soldiers on a regular basis. This is not 

simply a block to be checked or a 

counseling statement to fill out. It 

is a way of giving back to the Army 

and grooming the next generation 

of Soldiers to take over where you 

leave off.

Spring 11
HOOAH Soldiers,

It wasn’t too long ago that the 79th Sustainment Support Command was but a concept, 

brought to life by innovative, motivated and 

dedicated Soldiers, our Civilian workforce, 

and with support from our Families. Sixteen 

months later, in the midst of our Army’s transformation, we stand strong serving more than 

17, 000 Soldiers and their Families, geographically dispersed within the western half of the 

United States and growing. Be proud and thank 

you... HOOAH!!! 

As important to our 

mission is remembering 

the sacrifices of our Fallen Warriors, Wounded 

Warriors, Warriors and 

our Civilian workforce 

still in the fight, and their 

Families. So take a moment just for them, and 

remember. Thank you.

Over the course of 

these publications, and 

as I serve as your Senior 

Noncommissioned Officer of our organization, I 

intend to use this forum 

as a sounding block to 

focus on HOT topics that 

impact YOU and those 

around you. Let’s open with the CARs “Reshaping the Force” initiative. Just what is it?

In mid 2010, Lt. Gen. Jack C Stultz, Chief, 

Army Reserve and Commanding General, U.S. 

Army Reserve Command, began discussing in 

various forums and venues the Army Reserve’s 

strategy to “Reshape the Force” to meet an Operational Army Reserve. Simply put, with the 

allocated resourcing, Leadership is held accountable to reshape our future Army with the 

right Soldiers, in the right places, with the right 

training and equipment. 

The direction was clear and basic. Start with 

our senior ranks. Determine their relevance 

and if they no longer meet the requirements, 

provide one of five courses of action: (1) Reassignment to a valid vacancy which the Soldier is qualified (not double slotted), (2) MOS/

AOC reclassification (with some exceptions to 

policy), (3) reassignment to an Individual Mobilization Augmentee (IMA) vacancy, (4) transfer 

into the Individual Ready Reserve (IRR), (5) or 

discharge. Though the individual Soldier may 

elect to choose the applicable course of action, 

the actions may also be initiated involuntarily.

Commanders and Senior Noncommissioned 

Officers will have to 

understand what impact “Reshaping the 

Force” strategy will have 

on their authorized 

strength. 

This forward thinking strategy involves 

more than just “checking the box”. It involves 

a total spectrum cultural 

change to our approach 

on how we do business 

within our commands, a 

change from the legacy 

Army Reserve.

Some examples of 

these changes are the 

practice of double or 

triple slotting Soldier’s 

against a specific paragraph and line number 

on the Unit Manning Roster. With very little exception, this will not be authorized. 

Also, the placement of Soldiers above or below the authorized rank or grade on the Unit 

Manning Roster can no longer be a fanciful 

move. It will require the command team to 

consider the impact their decision will have on 

the upward mobility of Soldiers and specifically 

future promotions. Leaders will have to ensure 

scheduling and strict enforcement of Soldiers 

attending their Primary Military Education requirements. This is a must to remain competitive. 

Bottom line, command teams need to take 

complete responsibility for the balance of the 

total work force, to include our TPUs, AGRs, and 

Civilian employees.

By Command Sgt. Maj. Robert N. Roberson, Jr. 

Re-Shaping The Force

“It involves a total 

spectrum cultural 

change to our 

approach on how we 

do business within 

our commands, 

a change from 

the legacy Army 

Reserve” 

12 The FALCON COMMAND SERGEANT MAJOR ON POINT
Creed of the 

NCO

No one is more professional than I. I am a 

Noncommissioned Officer, a leader of soldiers. As a noncommissioned officer, I realize that I am a member of a time honored 

corps, which is known as “the Backbone of 

the Army.” I am proud of the Corps of Noncommissioned Officers and will at all times 

conduct myself so as to bring credit upon the 

Corps, the military service and my country regardless of the situation in which I find myself. 

I will not use my grade or position to attain 

pleasure, profit or personal safety.

Competence is my watch-word. My two basic responsibilities will always be uppermost 

in my mind – accomplishment of my mission 

and the welfare of my soldiers. I will strive to 

remain technically and tactically proficient. I 

am aware of my role as a noncommissioned 

officer. I will fulfill my responsibilities inherent in that role. All soldiers are entitled to 

outstanding leadership; I will provide that 

leadership. I know my soldiers and I will always place their needs above my own. I will 

communicate consistently with my soldiers 

and never leave them uninformed. I will be 

fair and impartial when recommending both 

rewards and punishment.

Officers of my unit will have maximum time 

to accomplish their duties; they will not have 

to accomplish mine. I will earn their respect 

and confidence as well as that of my soldiers. 

I will be loyal to those with whom I serve; seniors, peers and subordinates alike. I will exercise initiative by taking appropriate action in 

the absence of orders. I will not compromise 

my integrity, nor my moral courage. I will not 

forget, nor will I allow my comrades to forget 

that we are professionals, Noncommissioned 

Officers, leaders!

So Soldiers, where do you fit in this picture, 

and are you postured for success? Are you 

MOS/AOC qualified? Do you have your Primary Military Educational requirements? If not 

are you scheduled? Are you positioned in the 

correct grade? APFT/weapons qualified? Medically and physically prepared for future missions? Do you meet Army standards? If you answered “no” in any of the areas, you’ll have lost 

the competitive edge to be part of our future 

Army. Your goal is to ensure you meet the Army 

Standards. Our goal is to ensure you have a balanced, successful and meaningful career with 

the Army Reserve. Leaders take ownership and 

make a difference.

To understand the total spectrum of our future Army Reserve and the impact to you, your 

Family and your Employers, I encourage each 

of you to find time to read “Army Reserve 2020 

Vision and Strategy,” by Lt. Gen. Jack C Stultz, 

Chief, Army Reserve and Commanding General, U.S. Army Reserve Command. The report 

is referenced on page 27 and can be found on 

the USAR web site, www.usar.army.mil.

Soldiers, as I close out, know that our Army, 

Leaders, Families, employers and communities have invested their trust and confidence in 

your commitment to being that Citizen Soldier. 

Whether you’re in uniform or not, stand tall 

when you’re out there. Know too how proud I 

am to serve along each and every one of you. 

Stay focused and be safe...HOOAH!!!

As stated - this is a sounding board. If you 

have a topic you would like to discuss, you 

can e-mail me at: 79th_Soundingboard@usar.

army.mil. I encourage and look forward to your 

comments.

CSM

PMA!!!

“...are you postured

 for success?”

*PMA stands for Positive Mental Attitude, an 

acronym I have used to sign off for more than 25 

years. It is a personal motto “borrowed” from a 

solid mentor of yesterday. PMA is an attitude that 

paves the way forward, no matter the challenge 

and regardless of gender, religious belief, or 

ethnicity...HOOAH!!!

Spring 13
he Army is out of balance. Demand for Forces continues to exceed the sustainable supply. Consequently, Soldiers are deploying 

far more frequently and with less 

predictability than the Army can 

sustain over the long haul. To provide a sustained flow of trained 

and ready forces at a tempo that 

our All-Volunteer Force can sustain, the Army Reserve adopted 

a rotational deployment model 

called Army Force Generation in 

2005.

The 79th Sustainment Support 

Command assumed command 

and control of the 4th, 311th, and 

364th Expeditionary Sustainment 

Commands on Oct. 1, 2010, with 

a vision to provide trained, ready, 

cohesive, well-led Sustainment 

units for world-wide deployment 

to meet the U.S. Army’s rotational 

and contingency mission requirements in support of the National 

Military Strategy.

This vision provides the 79th 

an azimuth to guide its units successfully through ARFORGEN.

Maj. Aaron R. Rodgers Sr., 79th 

SSC Readiness Officer explains 

the 79th’s role, ARFORGEN, and 

deployment predictability. 

Q&A with the 79th SSC Readiness Officer

First, what is the role of the 79th SSC in terms of preparing Units for Mobilization?

The 79th SSC is the integration and coordination piece of the mobilization process for our down trace units. We essentially direct traffic, and validate mobilization requirements. Provide personnel, training, and logistics 

support to Mobilizing units within the 79th SSC. 

What is ARFORGEN?

ARFORGEN is a rotational readiness model and process that cycles units 

through three force pools: reset, train/ready and available. The force pools 

are available at varying time intervals, based on their readiness levels.

What Does ARFORGEN do?

The ARFORGEN process increases predictability for Soldiers, families, 

employers and communities. It allows the Army Reserve to remain an integral element of the operational Force, while providing the Nation with 

the strategic depth and operational flexibility to meet unexpected contingencies. That’s because every deploying Army unit can expect to cycle 

through ARFORGEN on a regularly scheduled basis with an assured time 

spent deployed followed by assured time spent not deployed.

What should Soldiers assume there time deployed 

verse time not deployed be? 

Soldiers should expect a dwell ratio of four-to-one, meaning one year 

deployed to four years not deployed - but there are anomalies to this. 

What are common “anomalies” that prevent predictability of deployments?

Most common are units in a 99 status. These units are constantly available for deployment because of critical shortages. These usually include 

smaller units with very specific capabilities.

Establishing Mobilization 

 Predictability Within the 79th

T

The below graph illustrates the ARFORGEN model. A unit begins at RESET imediatly upon return from mobilization. Each TRAIN/READY 

phase includes its own training requirements. It is important to note that a unit in TRAIN/READY 3 is available for deployment. 

Story by Sgt. 1st Class C.L. Beal, 79th SSC Public Affairs

14 The FALCON
Army Force Generation, 

better known as ARFORGEN, is a rotational readiness model and process 

that cycles units through 

three force pools: reset, 

train/ready and available. 

The force pools are available at varying time intervals based on their readiness levels and provide 

operational and strategic 

depth.

 The ARFORGEN process 

increases predictability for 

Soldiers, families, employers and communities. 

It allows the Army’s Reserve component to remain an integral element 

of the operational Force, 

while providing the Nation with the strategic 

depth and operational 

flexibility to meet unexpected contingencies. 

That’s because every 

deploying Army unit can 

expect to cycle through 

ARFORGEN on a regularly 

scheduled basis with an 

assured time spent deployed followed by assured time spent not deployed.

What improvements have you seen in the past year?

The military, as a whole, has become much better at communication 

and providing assistance to Soldiers and the families through events like 

Yellow Ribbon, and Strong Bonds. These events are insightful and they 

provide tremendous resources for both deploying and redeployed Soldiers and families.

 Are there any issues with ARFORGEN? 

 Yes, it has challenges, one to note is the “one size fits all concept.” It 

does not always provide the same amount of assured time spent not deployed. However at the time of this article, the Army Reserve has just released Army Regulation 525-29: Army Force Generation. This regulation 

will erase some previous vagueness that has been prevalent in ARFORGEN and can be viewed at http://www.apd.army.mil/pdffiles/r525_29.pdf. 

Is predictability for deployments increasing or decreasing?

We are getting better at giving predictability to units. Some prove more 

challenging than others. Larger units like Combat Support Battalions, 

Support Brigades, and Expeditionary Support Commands typically have 

more predictable deployment cycles. Small units with specific mission capabilities tend to come up on the radar with far less warning.

What trends are you seeing in deployment of Reserve 

Units?

Right now we see a decrease in the number of units deploying - but the 

types of specialty units deployed has expanded.

Are things better now than year ago in Terms of mobilization predictability?

Yes. Communication has increased significantly between the Army 

Reserve, National Guard and Army. This increased communication has 

helped tremendously in terms of mobilization planning and projection. 

Also, we now have an end date to the Iraqi campaign. This will allow for 

longer dwell times for our Army units.

How can Soldiers better understand when they may 

deploy? 

It is critical that Soldiers know what their UIC (Unit Identification Code) 

is and where their unit is in the ARFORGEN cycle. This is the best way a 

soldier can prepare family, friends, and employers.

ARFORGEN

EXPLAINED

Educate yourself more on ARFORGEN by reviewing Army Regulation 525-29: Army Force 

Generation, which can be viewed at http://www.apd.army.mil/pdffiles/r525_29.pdf. 

Spring 15
he 4th Expeditionary Sustainment 

Command named its Soldier of the 

Year and Noncommissioned Officer 

of the Year after the week-long 2011 

4th ESC Best Warrior Competition 

came to a close at Camp Bullis, Texas 

March 4.

Spc. John Diaz, from the 647th 

Regional Support Group in El Paso, 

Texas was named 2011 Soldier of 

the Year while Sgt. Ananda Trulley, from the 164th Quartermaster 

Group in Broken Arrow, Okla. was 

named 2011 NCO of the Year.

“It’s been a tremendous experience,” said Trulley. “I’ve never been a 

part of something like this.”

The competition allowed each 

competitor to showcase his basic Soldiers skills while competing 

against other top Soldiers within the 

4th ESC.

They’re all “the cream of the crop,” 

said Command Sgt. Maj. Travis Williams, 4th ESC command sergeant 

major. “They’re the leaders of tomorrow and are all winners just by being 

here.”

The competition included events 

such as a Warrior Tasks and Battle 

Drills assessment, board appearance, written essay, Army Physical Fitness Test and a 12-mile road 

march.

“It was fast and furious,” said Sgt. 

1st Class Elias Gonzalez, the 2011 

4th ESC BWC NCO in charge. “It takes 

a lot of resilience and each must be 

very well rounded.”

Story and photo by Master Sgt. Robert R. Ramon, 4th ESC Public Affairs Office

Journey 

to the Top

T

16 The FALCON
The winners will represent the 4th 

ESC as each advances to the 79th 

Sustainment Support Command 

Best Warrior Competition. The ultimate goal is to compete against the 

best of the best within the Army 

later this year.

“This is the beginning of the competition that goes all the way to the 

Department of the Army,” said Brig. 

Gen. Les Carroll, 4th ESC commander. “We haven’t got time to accept 

mediocrity.”

Mediocrity was nowhere to be 

seen throughout the competition 

according to Trulley.

“My fellow competitors are definitely fighters,” said Trulley. “They 

were picked to compete for a reason 

and I can tell that they’re definitely 

a step above your average Soldier.”

The general consensus among 

those involved in the competition, 

from the cadre to the competitors, 

is that preparation is the key to success.

“It’s not only physical but it’s very 

mentally challenging as well,” said 

Master Sgt. Jose Caraballo, a BWC 

evaluator from the 4th ESC logistics 

office. “It takes a well-prepared Soldier just to come here and compete.”

Carroll reminded the participants 

that the BWC is about more than the 

spirit of competitiveness.

“Whether you’re going to the next 

level or not, the real thing is you can 

take it back and you can teach what 

you’ve learned from your experience here,” said Carroll to the competitors. 

“This is serious; it’s not just competition,” he continued. “Go after excellence because it could someday 

save your buddy’s life.”

2011 USARC 

Best Warrior 

Competition

June 19-24, 2011

Fort McCoy, WI

Spring 17

In the early morning darkness, Soldiers prepare to make their way through 

the land navigation course during the 4th Expeditionary Sustainment Command 

2011 Best Warrior Competition at Camp Bullis, Texas Mar. 1.
Families in the Fight

Faces of the Army Reserve Volunteer

ssociation of the United States Army and Family Programs Staff in Southern California partnered to recognize 

the “Face of the Volunteer” during the 2010 Annual Volunteer Appreciation Ceremony. 

Lt. Gen. Jack Stultz and Maj. Gen. Paul Mock (RET) honored Family Programs Volunteers with words of inspiration and presented AUSA Certificates of Appreciation and 

Army Reserve Family Programs Awards at the Annual Volunteer Appreciation Ceremony. Biola University hosted 

the event in La Mirada, Calif. The University’s Rosemead 

School of Psychology also received an award of recognition for mental health research on reintegration provided 

by Soldier-Graduates who collaborated at Ft. Lewis, Wash. 

Some of the new faces became registered volunteers 

only weeks prior, and some veteran volunteers came with 

many years of service. The hours of service the volunteers 

recorded ranged from 50 hours to 3000 hours.

These volunteers hail from many different personal perspectives and relationships to Soldiers. They include Army 

parents, spouses, children, and veterans who all serve as 

volunteers to support Soldiers, as well as their units. 

These volunteers all started just like you, as someone 

who loves their Soldier and hopes to find a way to stay 

connected, while making a positive difference. They soon 

became a valued strength for the Army Reserve Family, 

while developing personally and professionally, and building friendships that will last forever. They are more eager 

than ever to embrace new volunteers who uphold the 

same esprit de corps and family-focus that has made our 

FRG so successful.

Jacque Patton is an Army mom of a deployed Reserve 

Soldier with the 63rd Regional Support Command. She is 

a certified Army Community Services instructor and master trainer. She has more than 1100 hours of serving Soldiers and families at Yellow Ribbon Reintegration Program 

Story by Sherry Rallis, 79th SSC Community Outreach Assistant 

A

Lt. Gen. Jack Stultz, gathers with Family Program Volenteers who were recognized and 

awarded durring the 2010 Annual Volunteer Appreciation Ceremony held in La Mirada, Calif. 

18 The FALCON
courses on communication, making marriage deployment-ready, and stress reduction.

Destiny Brooks is a teenage Army Reserve daughter who 

serves as an FRG Volunteer for her dad’s unit in the 311th 

Expeditionary Support Command. During her dad’s two 

deployments in the last five years, she connected with 

Army life by taking Army Family Team Building classes. In 

2010 she became our youngest Army Community Services 

Certified Instructor, inspiring many attendees who were 

surprised to learn of her young age after she led several 

out-briefs during the weekend training. 

In contrast to our teen volunteer, Linda Crisp is a Soldier’s 

mom who has volunteered in FRG meetings, unit support, 

care packages and ceremonies for more than 20 years. Her 

efforts began before formalized funding and structured 

support for many programs existed, and before Destiny 

was born. 

Generational diversity is a very strong asset to the Army 

Reserve FRG. John Blehm is a Vietnam/Korea Army Veteran 

Retiree who volunteers with his wife, Karen, as Military 

Ministry volunteers, ACS Master Trainers, and dedicated 

instructors for YRRP and mobilization/de-mobilization 

ceremonies for the 311th ESC. Together, John and Karen 

reached out to more than 4000 Soldiers and family members last year. 

Kelly Bolar is the surviving spouse of a Soldier killed in 

action with the 155th Quartermaster Detachment, 311th 

ESC in 2007. She and many other Army Reserve spouses 

represent today’s military family in bringing our priorities 

and concerns to the forefront of local and national discussion. It is not only our our Soldiers that sacrifice every day, 

but also our children and marriages, which must weather 

many storms to keep our Soldier, our Army and our Nation 

strong.

To keep up this fight, your FRG and your Soldier’s unit 

need you, to speak as the voice of the Army Reserve family and to represent the face of all whom sacrifice today. 

Many volunteers started by attending a Family Programs 

event and meeting someone who inspired them to see the 

bigger picture of the Army Reserve Family. Others took 

the initiative on their own to contact their unit Family Programs Office. 

If you would like additional information on how to become involved, visit www.arfp.org or contact one of your 

Family Programs Staff points of contact listed below to get 

connected. 

Whether you have 5 hours, 50 hours or 500 hours to 

give this year, your support will benefit your Army Reserve 

household, your Soldier’s unit, and the entire Army Reserve family. 

Commanders and Family Programs Staff can also nominate individual FRG volunteers for these and other awards 

during ARFP Volunteer Appreciation Week, scheduled for 

24-30 April 2011, and the AUSA Volunteer Appreciation 

Awards Luncheon scheduled to be held in Long Beach, 

Calif. on 3 June 2011.

For more information on Family Programs please visit www.arfp.org

Contact your local Family Programs Staff for more information and ways to become involved: 

79th SSC: 

 COA: Sherry Rallis 562.795.2721 sherry.rallis@usar.army.mil

4th ESC: 

COA: Amelia M. Harris 210.221.4014 amelia.m.harris@usar.army.mil

FRSA: Carla Anderson 972.343.4292 carla.a.anderson@usar.army.mil

 YRRP OIC: Maj. Louis Woodson 210.221.3711 louis.woodson@usar.army.mil

311th ESC:

FPC: Theresa Olson 310.235.4129 theresa.olson@usar.army.mil

COA: Lauren Duncan 310.235.4223 lauren.duncan@usar.army.mil

YRRP NCOIC: Master Sgt. Catherine Sherman 310.235.4232 catherine.dubosesher@usar.army.mil

364th ESC: 

YRRP POC: Maj. Belinda Martin 206.301.2137 belinda.martin@usar.army.mil

Bishop Johnson 206.301.2231 bishop.johnson@usar.army.mil

Family Programs Coordinator (FPC) Community Outreach Assistant (COA) Yellow Ribbon Reintegration Program (YRRP)

Spring 19
Families in the Fight

Army Reserve Family Programs, www.ARFP.org, is one 

your best information portals available for family programs and resources to include mobilization and deployment support, counseling, homecoming and reunion 

information, and financial readiness 

20 The FALCON
For more Family Program info, visit: www.myarmyonesource.com

Spring 21
The official repeal of Don’t Ask Don’t Tell will 

occur 60 Days after the President of the United 

States (POTUS), Secretary of Defense, and the 

Chief Joint Chiefs of Staff certify that the Services are prepared to implement it. In the coming 

months each of you will receive training from your 

Chain of Command on the repeal of DADT, its effect on Department of Defense policies, and how 

these changes may affect you, your organization, 

and the military community. 

When repealed, statements about sexual orientation or acts of homosexual conduct will no 

longer be a bar to military service. Gay, Lesbian 

or Bisexual orientation is no longer a disqualifying factor for entering the military or grounds for 

administrative separation. However, some things 

have not changed.

The Defense of Marriage Act still prohibits samesex partners of military members from claiming 

status as a dependent. As a result dependent 

medical coverage, dependent-rate Basic Allowance for Housing, and dependent-based travel, 

transportation and separation allowances are not 

authorized to a Soldier in a relationship with a 

same-sex partner. Nor will Survivor Benefit Plan 

annuities be paid to any non-dependent when 

death of the Soldier occurs on active duty.

Certain benefits, such as Service members’ 

Group Life Insurance, and Thrift Savings Program 

are open to any named beneficiary regardless of 

relationship. Soldiers will continue to be eligible 

for world-wide assignment without consideration 

of sexual orientation. Soldiers assigned to duty, or 

otherwise serving, in countries in which homosexual conduct is prohibited will abide by the guidance provided to them by their local commanders.

Sexual misconduct, regardless of sexual orientation, that violates a service standard, rule, regulation, policy or law, is still subject to administrative 

or legal action, to include possible discharge. The 

Army’s sexual harassment policy is found in AR 

600-20, and the repeal of Don’t Ask Don’t Tell has 

no impact on existing policy. The classes protected 

from unlawful discrimination; race, color, religion, 

gender, and national origin; remain unchanged. 

DoD and the Army will not make sexual orientation a protected class. Despite this, the Army expressly prohibits sexual orientation from being a 

factor in accession, promotion, or other personnel 

decision-making. Individual merit should be the 

only factor in those decisions.

Service in the military makes it necessary at 

times for you to accept living and working conditions characterized by little or no privacy. Examples of areas with limited privacy may include: 

showers; dressing areas; and billeting. The Army 

will not establish quarters assignment regulations 

or policies that segregate Soldiers according to 

sexual orientation. However, commanders retain 

the authority to alter billeting assignments on an 

individualized, case-by-case basis, in the interest 

of maintaining morale, good order, and discipline, 

consistent with performance of the mission. All 

applicable male/female segregation requirements 

remain in effect. 

The bottom line is that all Soldiers and Department of the Army Civilians are responsible for upholding and maintaining the high standards of the 

U.S. Army at all times and in all places. As Military 

Professionals, we must never forget that our Army 

Values guides our personal conduct, defining who 

we are, what we do, and what we stand for. Harassment, bullying or victimizing of any kind will 

not be tolerated. 

Repeal of 

Don’t Ask - Don’t Tell

Provided by the 79th SSC Inspector General

Team, 

22 The FALCON
oldiers of the 326th Financial Management Center 

were honored in front of family, friends and employers 

during a Welcome Home Warrior Citizen ceremony at 

the General George S. Patton U.S. Army Reserve Center 

in Bell, Calif., March 13. 

The Soldiers of the 326th Financial Management Center recently returned from a year-long deployment in 

support of Operations in Iraqi, Kuwait, 

and Afghanistan. During their deployment, they provided technical oversight of all theater financial management operations, established theater 

policies and enforced regulations and 

guidelines. 

The Welcome Home Warrior-Citizen 

ceremony is a Soldier-recognition program that was established in December 2004 to thank Reserve Soldiers 

and their families for their sacrifices in 

support of operations in Iraq and Afghanistan. The program was signed 

into law by President George W. Bush 

to ensure that Reserve Soldiers receive 

tangible recognition for their combat 

and non-combat service.

“The Welcome Home Warrior Citizen 

Ceremony gives us an opportunity to 

bring all the Soldiers and family members back together and thank them both for their service and sacrifices,” 

said Col. Arthur Turnier, Director of the 326th FMC during its deployment.

“It also helps soldiers know that in the Army Reserve 

they are part of a larger family than they might think. It 

lets a new soldier know that they are not just a finance 

specialist by themselves – they are part of a family that 

will take care of and appreciate them,” explained Turnier.

This recognition is invaluable said Command Sgt. Maj. 

Gerald Capps, Command Sergeant Major of the 311th 

Expeditionary Sustainment Command.

“The problem we face as Reserve Soldiers is that we 

usually don’t get recognized by the local communities 

when we come back from deployments. These events 

give our soldiers and families that recognition and show 

them thanks for their sacrifices,” said Capps. 

Maj. Gen. William D. Frink Jr., Commanding General of 

the 79th Sustainment Support Command, and guest 

speaker of the event, said it was an 

honor to welcome home the Warrior 

Citizens and recognize them for the 

successful mission they carried out in 

answer to their nation’s call.

“The 326th truly brought the brainpower and skills needed, when our 

country needed it,” said Frink. “We are 

all honored and blessed that the men 

and women standing before us today 

volunteered to serve our nation.”

During the ceremony, Frink individually thanked and presented the 

Soldiers and their families with tokens of appreciation. They included a 

U.S. Flag in a wooden case with their 

name engraved on the front, a commemorative Warrior Citizen coin, a lapel pin set for the soldier and family 

members, and a Warrior Citizen welcome home flag. 

“These are good and positive things, and I think they 

mean a lot to the Soldiers and Families who receive 

them,” said Capps. “It’s much better than in the old days 

when they would just give us a pen that didn’t work.” 

Staff Sgt. Roberto Cuellar, a financial management analyst in the 326th FMC, said he wished they would have 

had these kinds of events the first time he deployed.

“I think they are a big help in making soldiers feel appreciated for what they have done,” said Cuellar. “The 

Welcome Home Warrior Citizen Events really do make 

a difference.”

Welcome Home 

Warrior Citizens

S

Story by Sgt. 1st Class C.L. Beal, 79th SSC Public Affairs

“The Welcome Home 

Warrior Citizen 

Ceremony gives us an 

opportunity to bring 

all the Soldiers and 

family members back 

together and thank 

them both for their 

service and sacrifices.” 

Col. Arthur Turnier, 

Director of the 326th FMC 

during its deployment

For more information on the Wecome Home Warrior 

Citizen Award, as well as other available awards for 

Army Reserve Soldiers, visit: www.hrcapps.army.mil/

site/Reserve/Soldiers/soldierservices/pay/awards.htm

Spring 23
News and Tools You Can Use

Updated FM 7-0 Goes Hi-Tech 

Story by Capt. Kalen Arreola , 79th SSC Public Affairs

s we head into the eighth year since 

the start of Operation Iraqi Freedom 

I in 2003, during Army Transition, 

much of our operations have adapted 

to our ongoing mission requirements, 

so it makes sense that our policies 

and procedures are evolving as well. 

The Army’s Combined Arms Center-Training’s Collective Training 

Directorate has released the newest 

version of Field Manual 7-0: Training 

Units and Developing Leaders for 

Full Spectrum Operations (FSOs) – 

and has taken the document into the 

technological age.

The new manual is designed to 

support the recently updated FM 

3-0: Operations field manual, and is 

a shorter, 38-page document that is 

now supplemented by a new online 

portal. Not only can you read through 

the paper copy of the field manual, 

you can log into Army Knowledge 

Online and access the Army Training Network portal to access videos, 

documents, best practices, and other 

valuable resources. 

Some of the most significant changes in FM 7-0 include replacing Core 

Mission Essential Task Lists and 

Directed Mission Essential Task Lists 

with FSO METLs. The new manual 

also emphasizes the need for commanders to collaborate on overseeing unit training, as well as explaining 

the Training Management Process 

as an intellectual process that should 

focus on the mission command concept, versus a step-by-step process 

to training that exists today. 

The online portal also enhances the 

ability for Soldiers to adapt to changing training requirements and future 

field manual releases. 

To find out more about the new 

manual, visit: www.ATN.army.mil

FM 7-0

TRAINING UNITS 

AND DEVELOPING 

LEADERS FOR 

FULL SPECTRUM 

OPERATIONS

FEBRUARY 2011

DISTRIBUTION RESTRICTION: Approved for public release; 

distribution is unlimited.

HEADQUARTERS

DEPARTMENT OF THE ARMY

The Army Training Network (www.ATN.army.mil) is a new 

initiative that brings together the entire training spectrum, and highlights the newest training resources and information available.

FM 7-0 can be viewed on ATN which provides users with interactive navigation, extensive links, and direct integration with all 

available Training Management materials 

24 The FALCON 24 The FALCON

A
 Get Connected 

Get all of your 79th SSC Updates from our social networking sites:

 www.facebook.com/79SSC

 www.79ssc.blogspot.com/

 twitter.com/79SSC

Spring 25
nemployed veterans, wounded warriors, reserve-component service members and their 

spouses searching for jobs can find one-stop 

shopping at a Web portal designed just for them.

Operated by the Army Reserve, the militaryfriendly Employer Partnership of the Armed 

Forces at www.EmployerPartnership.org lends 

assistance not only to those looking for a job, 

but also to public 

and private employers who are ready 

to hire former service members and 

help to support the 

troops, said Maj. 

Gen. Keith L. Thurgood, deputy chief 

of the Army Reserve.

“It’s all about connecting supply and 

demand,” Thurgood 

said.

Employers are attracted to veterans 

because they are 

highly skilled leaders from the finely tuned military atmosphere, the general explained.

“That’s the crux of the program,” Thurgood 

said. “It’s a mutually beneficial program where 

the employer gets someone who’s drug-free, 

understands collaboration, [and] can think strategically and act at a tactical level to get the job 

done.”

Navy Adm. Mike Mullen, chairman of the Joint 

Chiefs of Staff, is a longtime advocate of hiring 

veterans.

“Veterans bring a maturity. They bring leadership. They bring a life experience,” he said last 

year. “They bring a dedication they may not 

have had when they were 17, 18 or 19 years old, 

when they were coming out of high school or in 

the first couple years of college.”

Thurgood said the portal, launched on Veterans Day, is still in its infancy, but already has 

7,500 registered users.

“We’ve got over 1,300 [employers with job 

openings], including 95 Fortune 500 companies,” he said.

While many job websites exist on the Internet, 

New Portal Links Service Members, 

Spouses with Employers

Thurgood said, veterans should know EmployerPartnership.org offers a personal touch, such 

as a resume-building feature that translates 

military language into civilian terms. Deciphering “military speak” is a common concern for human resources people in the corporate world, 

the general added.

“We take [a military specialty] and translate 

it into something 

an HR professional 

can understand,” he 

said. “That’s a very 

important piece of 

what we do.”

And it’s not just 

about the military, 

Thurgood said.

“It’s about a national program we 

need to put in place 

to share this great 

resource that we 

call people, because 

if you look at the unemployment rate, 

and the demographic of 18-to-24-year-olds, and 

then break that down into veterans, it’s higher 

than the national average.”

And sometimes, he added, the rate of unemployment among veterans is twice the rate as 

that among civilians.

“We have the ability to reach out to you personally to help you get your resume right, help 

you through the interview process, and make 

the right connections with employers,” the 

general said. “The personal touch is something 

we provide that nobody else does.”

The portal also has advice for veterans who 

want to start a business, Thurgood noted, 

offering training that explains how to become a 

smarter business person and entrepreneur.

“It’s free, it’s easy, and it’s a great way for us 

to connect the great skill sets that we bring to 

corporate America,” he said. “In my opinion, our 

great military does two things well: it delivers 

results and grows leaders. That’s exactly what 

America needs.”

Visit the Employer Partnership website at 

http://www.employerpartnership.org/.

Story by Terri Moon Cronk, American Forces Press Service

This new, state-of-the-art portal helps servicemembers and their 

families land jobs with employers who value military experience. 

The site address is: http://www.employerpartnership.org/.

News and Tools You Can Use

U

26 The FALCON 26 The FALCON
Army 

Reserve 

Vision & 

Strategy

 2020 

An operational force providing strategic 

depth in an era of persistent conflict 

LTG Jack C. Stultz 

Chief, Army Reserve, 

and Commanding 

General, US Army 

Reserve Command 

2 February 2011

Army Reserve Unveils

Vision, Strategy for the Future

“This document details my vision for the Army Reserve 

as an operational force and serves as a broad blueprint 

for achieving it. The Army Reserve must be an enduring 

operational force with refined institutional processes, 

adaptive leadership, and a commitment to meeting 

the sustained demand for deployments, contingencies, 

and steady-state security cooperation missions. We 

must be prepared organizationally, doctrinally, technically, and intellectually. We are committed to providing 

a trained, cost effective, ready, and relevant source of 

combat support and combat service support enablers 

necessary to negotiate tomorrow’s uncertain security 

challenges. Achieving these milestones will require demanding and measurable performance standards. 

Army Reserve Soldiers, with strong support from Department of Army Civilians, Families, and Employers, 

will continue to remain a vital part of the enduring operational force, provide strength to the Total Army, and 

remain a positive investment for America.”

Lt. Gen. Jack C. Stultz, 

Commanding General of the Army Reserve

Find out more at:

http://www.usar.army.mil/arweb/mission/AR_2020_Vision_and_Strategy/Pages/default.aspx

Visit the Army Publishing Directorate at www.

APD.army.mil to view and 

download up to date army 

publications directly from 

the source. This is the 

latest collection of electronic Army publications 

and forms you can get.

Need Pubs?

Spring 27
News and Tools You Can Use

or the first time since 1980, the Army’s physical fitness test is being overhauled. It will be 

replaced by both the Physical Readiness Test 

and the Army Combat Readiness Test. 

Over the next few months, the two tests will 

be conducted at eight installations as part of 

a pilot program, where standards will be also 

developed. The new tests could go Army-wide 

in October, said Lt. Gen. Mark P. Hertling, deputy 

commanding general 

of the U.S. Army Training and Doctrine Command, Initial Military 

Training, at Fort Monroe, Va.

“Today’s PT test does 

not adequately measure components of 

strength, endurance, or 

mobility,” Hertling said. 

Hertling and Frank 

Palkoska, director of the 

Army’s Physical Fitness 

School, began discussing the need for better 

physical fitness tests 

while together at West 

Point’s department of 

physical education in 

the early 1980s. But it 

was the progression 

of sports science that 

led to development of 

the new Army Physical Readiness Test and 

Army Combat Readiness Test.

“We needed to come 

up with a program for the incoming young 

Soldiers who were not as focused on health, fitness and nutrition,” Hertling said.

The two tests align with the new Army Physical Readiness Training program, outlined in 

Training Circular 3-22.20, that began Army-wide 

implementation in August.

The new training involves anaerobic exercise. 

Used by athletes to promote strength, speed 

and power and by body builders to build 

Get Prepared Now:

 New PT Test is Coming Soon

Story by Rob McIlvaine, Army News Service

muscle mass, anaerobic exercise leads to greater performance in short duration, high-intensity 

activities.

Aerobic exercise includes lower intensity 

activities performed for longer periods of time.

The Army, said Hertling, has been on an ebb 

and flow of physical fitness training for the last 

60 to 70 years.

“Every time prior to combat, our fitness regimen and fitness testing 

is very different to what 

we do after we’ve experienced combat. But right 

after Vietnam, some of 

the fitness mavens, like 

Ken Cooper, sold the military on aerobic training. 

But this isn’t necessarily 

the way we do things in 

combat,” Hertling said. 

One of the initial 

concerns on changing 

the test, Hertling said, 

anticipated comments 

such as, “Why are we 

changing? It’s been good 

enough for 30 years.”

“In fact, just the opposite is happening. Soldiers enjoy a challenge 

and many have come up 

to me and said, ‘Thank 

you for fighting for these 

changes,’” Hertling said.

The old test required 

completion of three 

events: two minutes of 

push-ups, two minutes of 

sit-ups and a two-mile run.

The new Army Physical Readiness Test has five 

events:

-60-yard shuttle run measures lower body 

muscular strength and anaerobic power, assessing speed, agility and coordination

-1-minute rower, a variation of a sit-up, 

measures total body muscular endurance and 

assesses total body coordination

-Standing long jump measures lower body 

The new tests align with the Army Physical Readiness Training program as outlined in TC 3-22.20. TC 

3-22.20 replaced FM 21-20 August 2010 and now 

serves as the Army’s guide for physical training. 

View your online copy at www.armypubs.army.mil/

doctrine/DR_pubs/dr_aa/pdf/tc3_22x20.pdf.

F

28 The FALCON 28 The FALCON
muscular strength and assesses lower body 

power

-1-minute push-up measures upper body 

muscular endurance and assesses trunk stability

-1.5-mile run measures lower body muscular 

endurance and aerobic capacity and assesses 

speed stability

The new Army Combat Readiness Test has five 

events:

-400-meter run assesses upper body muscular 

endurance and anaerobic power, coordination, 

speed, and stability

-Individual movement techniques assess upper and lower body muscular endurance, agility, 

balance, coordination, speed and stability

-Ammo can shuttle sprint assesses total body 

muscular strength and endurance, agility, coordination, speed, stability, and power

-Casualty drag assesses total body muscular 

strength and endurance, agility, coordination, 

speed, stability, and power

-Agility sprint assesses lower body anaerobic 

power, speed and power

In order to develop these tests, Hertling asked 

Palkoska to look both inside and outside the 

Army for subject-matter experts to help develop 

a test which is gender neutral and age specific. 

Experts on the advisory board include Chip 

East, professor of physical education at West 

Point; Neal Bumgartner, program director of Air 

Education and Training Command at Randolph 

Air Force Base,Texas; and Tim Bockleman, sports 

medicine coordinator at the Marine Corps’ Parris 

Island.

“Also, we couldn’t develop a test that required 

buying equipment,” Hertling said. “All you need 

is a track and some graders to administer the 

test.”

Following the Army Physical Readiness Test 

portion, participant Danica Foster, an instructor at the Army Physical Fitness School at Fort 

Jackson, S.C., had only one piece of advice, “get 

in better shape.”

After taking the Army Combat Readiness Test 

portion, Sgt. 1st Class Cornelius Trammell, also 

an instructor at the school, had one thought on 

his mind: “My quads are on fire,” he said. “I consider myself in great shape and always do well in 

distance running, but this was a challenge and 

made me breathe hard.”

“This is what anaerobic training is all about,” 

Hertling said. “It’s like a boxer in the first and second round, just like in combat with all the stress 

and before you can relax and take in oxygen.”

Are You Fit?

Introducing Comprehensive Soldier 

Fitness: A structured, long term assessment and development program 

to build the resilience and enhance 

the performance of every Soldier, 

Family member and DA civilian.

CSF is a program based on 30-plus 

years of scientific study and results, 

uses individual assessments, tailored 

virtual training, classroom training 

and embedded resilience experts to 

provide the critical skills our Soldiers, 

Family members and Army Civilians 

need.

Visit CSF.army.mil to find out more

Spring 29
The 4th ESC Participates in local career fair 

Connecting with Kids

embers of the 4th Expeditionary Sustainment Command met 

and interacted with approximately 

300 eigth-grade students at Christa 

McAuliffe Middle School on San Antonio’s south-west side Feb. 3. 

aware of the educational benefits 

and various careers in the Army. 

School social worker Barbara 

Chandler said it was great opportunity for the students to receive 

that there is an ROTC program at 

their high school campus which provides students with experience that 

they can utilize which helps them 

prepare for the future. 

The students learned 

that there are specific 

requirements that are 

needed in order to join 

the military; most students thought that they 

could join without a 

high school diploma.

“We had more girls 

with questions than 

boys,” said Soto. They 

were happy to know 

they were treated 

equally in the Army 

and that promotions 

and other opportunities are based on your 

potential and hard 

work, not gender.” 

The Soldiers shared 

stories and their experiences in the Army. 

Soto described how 

even though he grew 

up on the west side of San Antonio, 

he is one example of how the Army 

creates a variety of opportunity for 

anyone who works hard and puts 

their mind to their success in life. 

Chandler said that career day was 

a benefit to the students in that 

they begin thinking about what is 

to come in their future. To Soto, this 

career day proved that kids want to 

know what the Army does.

 He emphasized how in today’s 

society, middle school students 

need to understand that the Army is 

not for kids who get in trouble and 

then try to straighten out. 

Story by Capt. Ruth Castro, 4th ESC Public Affairs Officer

Sgt. 1st Class Raymundo Soto and Spc. Nokita Moore interact with 

students while answering their questions about the military during the 

Mcauliffe Middle School career fair. 

The 4th ESC was one of 24 organizations to participate in the career 

day, as students were able to meet 

with representatives from the Army 

and Air Force, local colleges and 

other business professionals.

Sgt. 1st Class Raymundo Soto and 

Spc. Nokita Moore from the 4th ESC 

met with students to answer any 

questions they may have about joining the military. When asked what 

kind of impact this career day had 

on the students, Soto said eighth 

grade students were mostly unsome direction while they are in 

middle school.

“Our school is focusing on College 

Readiness”, Chandler said. “Each 

classroom is responsible for adopting a college and gathering all the 

information available about the 

college. This includes everything 

from the mascot to their location 

and specialty.”

Chandler said that McAuliffe has 

a high dropout rate and hopes that 

this will motivate the students to 

think beyond middle school and 

high school. She also mentioned 

M

30 The FALCON
It’s the choices they make in high 

school can have an impact on 

whether or not they can even join 

the Army,” Soto said. “Having a 

female present and able to professionally answer any questions and 

having a Latino Soldier who was 

from the area created a window of 

opportunity for conversation.”

Targeting middle school students 

is not something that is normally 

done. Many high schools have 

career fairs to inform students of 

their options upon graduation. 

Typically, eight grade students 

get speakers in their classroom 

to get them thinking about what 

they could see in their future. 

Chandler says this is the second 

year that they hosted a career 

fair for their middle school and 

hope that as the years go by, the 

participation rate will grow. 

Sgt. 1st Class Raymundo Soto and Spc. Nokita Moore interact with students while answering 

their questions about the military during the Mcauliffe Middle School career fair. 

Sgt. 1st Class Raymundo Soto and Spc. Nokita Moore motivate 

Mcauliffe Middle School students by doing push-ups during their 

career fair. Students got to experience a slight taste of what they 

would encounter if they decided to join the military. 

Spring 31
AFETY SAFETY 

SAFETY SAFETY SAFET

AFETY SAFETY 

FETY SAFETY SAFETY SAFETY SAFETY SAFETY 

TY SAFETY SAF

Share your Experience and help Prevent a Serious Incident!

Have You Had A

n keeping with the concept of always improving 

our safety posture, the 79th SSC Safety Office is 

developing a Close Call/Near Miss Reporting Program. In preparing to establish the program, it is 

important that everyone understand what a Close 

Call/Near Miss is and what a reporting program can 

do to improve our total Safety Program.

Background: A close call is an unplanned event 

that did not result in injury, illness, or damage - but 

had the potential to do so. Only a fortunate break 

in the chain of events prevented an injury, fatality 

or damage. Although human error is commonly an 

initiating factor, a faulty process or system invariably permits or compounds the harm, and should 

be the focus of improvement. 

Promotion of Safety: Close Call programs improve Environmental, Health and Safety performance through the identification and utilization of 

accident precursors. By remedying precursors that 

signal the potential for an accident, accident rates 

may be reduced. 

Close Call?

Close Call Reporting: A Close Call event reporting system includes both mandatory (for incidents 

with high loss potential) and voluntary reporting 

by the person who experienced the incident or 

witnesses a close call event. A key to any Close Call 

report is the “lesson learned”. Close Call reporters 

are in a position to describe what they observed 

about the genesis of the event and the factors that 

prevented loss from occurring.

Mandatory reporting is for incidents that could 

have resulted in class “A” or “B” accidents (Permanent Total/Partial Disability including Death) and 

should include all requested personal information.

Voluntary reporting only needs the incident reported, no personal information is required. However, providing personal information may assist in 

resolving the incident.

Initial/Individual reports by reporters can be 

made on a locally developed Close Call (Initial/Individual) Report.

A locally developed Close Call Follow-up and Investigation Form should be used by the Safety Office to investigate all Close Call reports. 

1

Serious

Injury

10

Minor Injuries

30

Property Damage Accidents

600

Incidents with no Injury or Damage

Near Miss 

Pyramid Report your “Close Call” to your local Safety Officer or 

MR. Rickey Payne at rickey.payne@usar.army.mil . 

Send your report to The Falcon staff at 79SSCPAO@

usar.army.mil and it could be featured in the next issue.

By Mr. Rickey Payne, 79th SSC Safety Director

I

(Left) The Near Miss Pyramid illustrates statistics showing for every serious injury, there 

are 10 minor injuries, 30 property damage 

incidents, and 600 “near misses” where no 

injury or damage occurs. 

32 The FALCON
ETY SAFETY SAFETY SAFETY SAFETY SAFETY 

Y SAFETY SAFETY SAFETY SAFETY SAFETY SAF

Y SAFETY SA

AFETY SAFETY S

Motorcyclists

The Army Reserve Will Pay For Your Motor Cycle Safety Course!

 Got Safety 

 Questions?

Visit the US Army Combat Readiness Safety Center for everything safety. At this site you can get 

current news, training, tools, statistics and more. 

h t t p s : / / S a f e t y. a r m y. m i l

Each Regional Support Command Occupational 

Safety and Health Office has been directed to manage the motorcycle funding program for all military and civilian elements within their area of operations. Motorcycle training is an Army requirement 

and commanders are not authorized to waive or 

defer the training. 

Only training received by a certified Motorcycle 

Safety Foundation (MSF) vendor meets Army standards. MSF certified training is the only type of 

training that will be paid for by the 63rd RSC OSH 

office. 

Priority for training is the Basic Rider Course, but 

motorcycle riders may also attend the Basic Riders 

For more information contact your local Safety Officer or visit:

https://safety.army.mil/povmotorcyclesafety

Course-2 (formerly known as the Experienced Riders Course) to improve riding skills. 

OSH office’s cannot reimburse any vendor for 

training that was not pre-approved. Individuals 

who pay for training on their own will not be reimbursed. 

Training is to be completed “on duty.” Soldiers 

and civilians must complete this training while on 

a paid-duty status. A Soldier drilling for retirement 

points is not acceptable. Civilian supervisors have 

the authority to adjust work schedules to allow 

for this training to be conducted on duty. No 

overtime or comp time should be used 

for this training. 

Spring 33
Ask The Staff Judge Advocate

Uniformed Services Employment 

and Re-employment Rights Act

USERRA

What is the Uniformed Services Employment and Reemployment Rights Act? 

The Uniformed Services Employment and Reemployment Rights Act of 1994 was signed into law 

on October 13, 1994. USERRA clarifies and strengthens the Veterans’ Reemployment Rights (VRR) 

Statute. The Act itself can be found in the United States Code at Chapter 43, Part III, Title 38. USERRA 

is intended to minimize the disadvantages to an individual that occur when that person needs to 

be absent from his or her civilian employment to serve in this country’s uniformed services. USERRA 

makes major improvements in protecting servicemember rights and benefits by clarifying the law 

and improving enforcement mechanisms. It also provides employees with Department of Labor 

assistance in processing claims. Specifically, USERRA expands the cumulative length of time that an 

individual may be absent from work for uniformed services duty and retain reemployment rights. 

What are the basic re-employment rights when an employee returns following military service?

The employer must promptly reemploy the service member. “Promptly” means within days, not 

months. Generally the reemployment position should be the one the person would have attained 

had they remained continuously employed during the period of military service. 

Must employers grant leave to employees called up by the Army Reserve? 

Yes, an employee must be granted a leave of absence to perform military service.

What is the law that applies to the job rights for Guard and Reserve members being 

called up for the current national emergency? 

The Uniformed Services Employment and Reemployment Rights Act can be found at title 38, U.S. 

Code, sections 4301 to 4333.

Does the USERRA apply to part-time employees? 

Yes, both part-time and probationary employees are covered by USERRA. 

I believe my veterans preference rights may have been violated. Where can I file a 

complaint? 

Preference eligibles who believe their rights under any law or regulation relating to veterans preference have been violated may seek information or file a complaint with the Department of Labor’s 

Veterans’ Employment and Training Service. Complaints must be filed in writing and within 60 

days after the date of the alleged violation. A directory of VETS offices is located at www.dol.gov/

dol/vets/public/aboutvets/contacts/main.htm. 

Provided by the 79th SSC Staff Judge Advocate

34 The FALCON 34 The FALCON
Got Questions

 for the SJA?

Chances are you are not the only one with the same 

question. Speak up and get answers for everyone. 

Your question could be featured in the next issue of 

“The Falcon” magazine. Send in your questions to 

the magazine staff at 79thSSCPAO@usar.army.mil

“Yes, an employee must be granted 

a leave of absence to perform 

military service.”

Does USERRA apply to very small employers? 

Yes. USERRA applies to all public and private employers in the United States, regardless of size. It also applies in 

overseas workplaces that are owned or controlled by U.S. employers.

Where can I go for assistance concerning my employment and reemployment rights as a veteran or member of the Guard or Reserve? 

Employment and reemployment rights for veterans and reservists are provided by the USERRA. The Department 

of Labor’s Veterans’ Employment and Training Service administers and enforces USERRA. You should contact your 

local VETS office for help (www.dol.gov/vets/aboutvets/contacts/main.htm). You can receive USERRA information from VETS or file a complaint if you believe your rights have been violated. Another resource for National Guard and Reserve members is the National Committee for Employer Support of the Guard and Reserve, an 

organization within the Department of Defense that can provide information and informal mediation services. 

www.esgr.org .

Does USERRA require that an employee receive pension credit while absent to perform military service?

USERRA applies to a wide range of pension plans including defined benefit and defined contribution plans. Upon 

reemployment following qualifying military service, an employee must be treated for vesting and benefit accrual 

purposes as if he or she had been continuously employed. If benefits are tied to employee contributions, the employee must be allowed a specified period of time to make up contributions missed during the period of military 

service. 

I think I didn’t get a job because the employer didn’t want to hire veterans. Is there anything I 

can do? 

Yes. USERRA prohibits all employers from discriminating against any veteran, reservists, or National Guard members because of his or her past, present, or future military obligation. The law also requires that employers provide 

reemployment rights after a period of active duty or training. If you think your rights have been violated contact 

your state director of veterans employment or visit www.dol.gov/dol/vets/public/aboutvets.

Spring 35
n the night of Sept. 11, 2010, a 

group of folks – young and old – 

were on hand to enjoy dinner and 

dancing in the basement of a runof-the-mill hotel in Branson, Mo. 

At the surface, the 11 veterans in 

attendance were ordinary people 

enjoying some food, drink and 

music. If you didn’t dig deeper, and 

start a dialogue with them, you’d 

never know what sacrifices they’ve 

made for the United States during 

World War II. 

It was rather ironic, seeing this 

particular group of men and women together on such a historic date, 

because they themselves were 

each a chapter of history in their 

own right. 

The lineage of the 79th Infantry 

Division reaches back to World War 

I, then covers WWII, was brought 

back as an ARCOM (Army Reserve 

Command) and now the 79th 

Sustainment Support Command, 

where the unit was formed specifically to go to war, fight and come 

home. Although an Army Infantry 

Division, the 79th was a Reserve 

unit during most of its long history.

There were only a handful of veterans in attendance, as the numbers had dwindled down to 11 from 

more than 30 participants last year. 

Some vets couldn’t attend because 

they didn’t live close to the financial 

burden, the reunion’s location, and 

traveling has become difficult for 

some.

Named the world’s “Greatest 

Generation” by Tom Brokaw, these 

men and women make up the remaining Families that endured 

months and years with no communication, until they returned home, 

Storied Past 

 of the

 79th Infantry Division

Story Capt. Kalen Arreola , 79th SSC Public Affairs

O

36 The FALCON
-Storied Past Continued on Page 34-

often to children they’ve never met 

before. Wives and children did their 

part back in the states while dreaming of the day when they could see 

their spouses again. 

After interviewing each of the vets 

about their experiences, you could 

see their youthful perspective in everything they talked about. Many of 

the Soldiers in the 79th were drafted. The women talked about young 

love, staying strong and being lonely; the men talked fondly about the 

funny times, with a glimpse into 

some of the darker days. 

Pauline Briscoe, widow of Earl 

Allen Briscoe, spoke a lot about how 

her experiences as an Army wife 

can relate closely to what women 

go through today, and she offered 

some of her own advice. “I think 

about young people today,” she 

said. “They [young military couples] 

need the greatest support, but no 

one blubbering. Couples need to 

find something to laugh about.”

She said the key to her marriage 

after the war was being strong, letting her husband relieve stress in 

his own ways, and not crying about 

it. They were married for 65 years.

Robert J. Mikulec talked about his 

time in the service, where he said 

the weather was one of the biggest 

threats. “I walked the whole time we 

were over there,” he said. Mikulec recounted the time he was traversing 

a minefield with his squad and was 

nearly picked to be the one leading the march, and then they chose 

someone else. The other guy was 

killed, while he suffered minor injuries from shrapnel to the face and 

nose. He calls himself lucky and said 

Soldiers of Company K, 3rd Battalion, 314th Infantry Regiment, 79th Infantry Division pose in front of a glass factory near Cheb, Czechoslovkia 1944.

Photo courtesy of Dan Love

Spring 37
-Storied Past Continued from Page 33-

passes to get some time away. He 

joked that he ended up getting a 

few court martials – mainly for fraternizing.

Whitmeyer speaks fondly of 

Zwahlen, and when they interact, 

the brotherhood is obvious. Whitmeyer – a volunteer in the Army –

is still as strong today 

as he was back then. 

When he spoke about 

his time as a commander, he is purposeful and 

proud. He admits he 

“went by the book” and 

read up on every battle 

drill before being sent 

into combat.

During his deployment 

in WWII, he said he had 

more than 600 replacements – and he still has 

that bearing a burden on 

his conscience. 

He joked about a time 

when he was in command 

and his plan didn’t go as he 

expected, even though he 

was very proficient in military movements and tactics. “Once I ordered all my 

men to charge this area in a 

bayonet attack,” he said. “My 

men refused to do it.” After 

going into the area where he 

thought German paratroopers were located, he realized there 

was nothing there. 

“If we would have charged the 

area, we wouldn’t have attacked 

anyone,” he said with a quick 

chuckle. 

One of his scariest moments was 

when he was in a pillbox – a German defensive position on the 

beach – and he said he started 

getting attacked. At the time, he 

had no idea that it was friendly fire 

from a Naval vessel. 

Of all the interviews done during the reunion, one of the most 

explaining his experiences was difficult. 

“One day I was talking with a 

buddy during the war and he said, ‘I 

dreamt last night that I was going to 

get killed and Lieutenant Kaufman 

was going to get killed,’” 

said Zwahlen. “An 

hour later I saw him lying in a field. I 

asked him if I could help him and he 

said, ‘no I’ve been hit by a sniper and 

I am filling up with blood.’

“Anyway, later that day he died. 

I’ve never said anything – not even 

to my daughters – about the war. Of 

course there were good days that I 

speak about but the others – when 

you see your buddies and talk to 

them and the next minute they’re 

gone.”

On occasion he lit up to tell how 

he was a bit of a troublemaker and 

used to write and approve his own 

he was “just trying to get through” 

the war day by day.

During WWII, explained almost 

every single veteran in attendance, 

there were two ways to travel – by 

foot or by vehicle. Most of the guys 

who traveled by foot had 

trench foot, frostbite or hypothermia. They said there was 

no complaining, but when 

they had a chance to sleep 

in a warm house or shelter, they didn’t think twice 

about doing it.

“My first day in France 

I was asked to dig a slit 

trench for an officer. I flat 

out said ‘no’ because mine 

wasn’t dug yet,” said Joseph W. Campbell, who 

was drafted in 1943. He 

said he had to check his 

feet regularly to make 

sure they were not too 

badly injured. His main 

was job to lay telephone 

wire, which required 

him to traverse dangerous areas to get 

communications lines 

established or repair 

existing lines. 

Two of the men at 

the reunion share 

a special connection – George 

Zwahlen and J.J. Whitmeyer deployed together as part of G Company, 314th Infantry Regiment, 79th 

ID. Whitmeyer was Zwahlen’s company commander during WWII and 

they shared a lot of stories about 

their time overseas.

“I met J.J. in 1942, but then I was 

wounded,” said Zwahlen, who was 

drafted for WWII. “I’ve never told 

anyone anything about the war until now.” He said he suffered shrapnel 

wounds early on in the fighting, and 

then was sent back into the combat 

zone after he was treated. He said 

his time in WWII was rough, and 

38 The FALCON
WWII veterans (From left to right) Edward Elsea, Joseph W. Campbell, Richard C. Yates, Phillip Slack Jr., Robert J. Miculek, Ralph Gonzalez, J.J. Whitmeyer, and George Zwahlen, sit gatherd during a 79th Infantry Division reunion Branson, Mo. held Sept. 11, 2010. 

memorable was by Phillip “Philly 

Phil” Slack. He said his time overseas was pretty good compared to 

others who had to dig trenches and 

walk for miles. He said because he 

was with a mechanized unit, he was 

always moving out to the next location and trenches weren’t necessary.

His favorite tale to tell was the one 

he made up for his grandchildren, 

who ask him how “he” ended he war.” 

He said, “Well, I was drinking a beer 

and a German came up to me and 

broke a beer bottle over my head. 

When I woke up, General Patton was 

pinning on my Purple Heart and the 

war was over.”

Although Slack joked about his 

service, he was an actual Purple 

Heart recipient, along with most of 

the veterans there, and when he explains that story, he says, “We were 

getting fired at and I ducked down 

with my hands on my head and 

shrapnel skimmed over the top of 

me and one more inch I would’ve 

been gone. That’s the way it goes, 

though, my time over there was still 

pretty good.”

Over the course of the interviews 

with some of the last 314th’s veterans, it was clear that they have dealt 

with the same issues today’s vets 

deal with now, apart from communication with families. Their families 

went for months with no word, and 

when they did receive a letter back, 

so much of the information was 

blanked out, that they only got to 

read about five or six words. 

These men are a glimpse into the 

way life was back in the Army before 

female Soldiers were fully integrated, and how they functioned during 

heavy deployments. Units – as they 

are today – were pieced together 

with troops from all over the United 

States and reassembled as casualties 

were replaced with new Soldiers. 

Many were drafted to fight, and 

the folks back home worked hard to 

support the men overseas. They talk 

about how their return from war was 

bittersweet. They felt happy to see 

their families and they were well received with large celebrations for all. 

When the celebrations stopped and 

families reintegrated, there were issues with depression, post-traumatic stress, and substance abuse. 

Although they dealt with all the 

same post-war issues as we see in 

our ranks today, the “pull up your 

bootstraps” mentality is evident. 

They are strong, grateful and highly 

patriotic generation of Americans 

who still understand and appreciate 

the value of freedom – and the price 

it has for all of us. 

 “Well, I was drinking a beer and a German came 

up to me and broke a beer bottle over my head. 

When I woke up, General Patton was pinning on 

my Purple Heart and the war was over.” -Phillip “Philly Phil” Slacks tale to his grandchildren when asked how “he” ended the war -

Spring 39
...Montfaucon—the falcon’s mountain! The very name 

bespoke towering peaks and inaccessible heights. From 

its formidable summit the enemy controlled the entire 

Meuse-Argonne sector, strategically the most important 

on the Western Front. There had been no major action 

in this sector since the German assaults on Verdun in 

1916 and the French counterattacks in 1917. 

The enemy had used the year of quiet to strengthen his 

already strong defenses. Preliminary Allied moves against 

the summit were stopped in their tracks. Then, in the 

chill, grey light of dawn Sept. 26, 1918, another unit—

the untried 79th—moved into the jump-off spot.

Under the cover of thunderous artillery, men of the 

Cross of Lorraine moved from the deceptively shallow valley of the Meuse against the awesome height of 

Montfaucon. Inch by inch they slugged their way up the 

sheer face of the crest, battling with a fresh fury that 

the enemy had never known. For 30 terrible hours they 

pushed and fought and bled and died—and they captured Montfaucon.

The German tide from that hour was measured in 

defeats. Men of the 79th had turned that tide—had kept 

it turned. From Montfaucon they punched and slashed 

and hacked their way through fiercely contested German lines and strongpoints. They captured Nantillois. 

They stormed Borne du Cornouiller, the famous “Hill 

378.” On Nov. 9, they enveloped Danvillier, Crepion, 

Wavrille, Giberoy, Etraye and Moirey. On Nov. 10 they 

occupied Hills 328 and 329. 

On Nov. 11, under cover of dense fog, they were inching slowly but inexorably up the western slopes of the 

final German stronghold in the sector when the order 

came to cease firing. The armistice had been signed.

Division Commander Maj. Gen. Joseph E. Kuhn 

said simply that “they have done the impossible.” And, 

indeed, they had. Short on training, long on fighting 

spirit, they had wrested overwhelming victory from the 

cream of the Kaiser’s warriors. They had gouged a salient into the German lines deeper than at any point 

on the entire Western Front. They had broken a deadlock in the greatest human conflict the world had ever 

known.

This was the magnificent heritage of the men of the 

new 79th. This was the fighting spirit, steeped in bloody 

combat and immortal victory, inherent in the men who 

landed on Utah Beach on June 14, 1944.

The following is excerpted from “The Cross of Lorraine Division: The Story of the 79th,” a small booklet covering the history of the 79th Infantry 

Division. This booklet is one of the series of G.I. Stories published by the Stars & Stripes in Paris in 1944-1945. 

The Cross of Lorraine

at Montfaucon