Winter 2016 1

OFFICIAL PUBLICATION OF THE 79TH SUSTAINMENT SUPPORT COMMAND

Winter 2016

TRAINED, READY, COHESIVE, WELL-LED

SUSTAINMENT UNITS FOR WORLD-WIDE DEPLOYMENT

FalcoN

The
2 The Falcon Winter 2016 3

79TH SSC Command Team

Commanding General

Maj. Gen. Mark W. Palzer

Command Chief Warrant Officer

Chief Warrant Officer 5 Michael A. Hanten

TheFalcon highlights

Two Star Notes

a transforming force 

By Maj. Gen. Mark W. Palzer

4

CSM On Point

Staying Ready

By Command Sgt. Maj. Ted L. Copeland

6

Command Executive Officer Report

Being expeditionary is a mindset 

By Mr. Gregory Hinton 

8

Equal Opportunity

Equal Opportunity History

13

The Inspector General

The FY16 Special Assessment: What can we do better?

By Col. John Sullivan

14

SHARP PROGRAM

Resolutions

By Ms. Maurnike Stevenson

Deputy Commanding General

Brig. Gen. Susan E. Henderson

79TH SSC Public Affairs Office - 562-936-7660 - www.facebook.com/79ssc

Public Affairs Officer

Lt. Col. Bettina K. Avent

Public Affairs Chief

Sgt. 1st Class Alexandra Hays

The Falcon, a U.S. Department of Defense publication, is published biannually by the 79th Sustainment Command (Support) Public Affairs Office located at 4201 Saratoga Ave., Los Alamitos, CA 90720-5170. In accordance with DoD Instruction 5120.4, this DoD magazine is an authorized publication for the members of the U.S. military. Contents of The Falcon are not necessarily the official view of, or endorsed by, the U.S. government or DoD.

4th ESC Highlights 27

Cover photo by: Master Sgt. Dave S. Thompson, 

4th Sustainment Command (Expeditionary) Public Affairs Chief 

311th ESC Highlights 28-33

364th ESC Highlights 34-35

451st ESC Highlights 36-40

Command Executive Officer 

Mr. Gregory T. Hinton

79th SSC Participates in exercise lion focus 

By Sgt. 1st Class Alexandra Hays 

18-20

BY MS. VERONICA MARTINEZ

Spiritual Fitness

Prepared for life’s challenges 

12

BY Chaplain (Maj.)Raymond Ayers

79th SSC takes part in judicious response’17 21-23

By Sgt. 1st Class Alexandra Hays 

15

Command Sergeant Major

Command Sgt. Maj. Ted L. Copeland

Medical Matters 

Post Deployment Health Reassessment

79th SSC Medical Advisory Office

9 79th SSC MAJ saves lives in Uganda 24-26

By Sgt. 1st Class Alexandra Hays 
4 The Falcon Winter 2016 5

Two Star Notes:

79th in transition:

The Army Reserve is capable, lethal, combat ready and remains a critical component of the Total Force. The units within 

the 79th Sustainment Support Command 

provide indispensable sustainment to enable the Warfighter to accomplish the mission. As the many threats across the globe 

continue to evolve, we must remain trained 

and ready. This becomes more significant 

as the headquarters transitions to become 

a Theater Sustainment Command. Readiness, as always, is fundamental and essential. We must not settle on past successes, 

but work to continually improve. In the coming year, our command will focus on three 

primary areas. 

 

 Transformation to a TSC is well underway at the headquarters. The change to a 

TSC is not simply a name change or adjusting the letterhead. This new mission embodies many other training, manning, and 

equipping requirements and challenges, 

including transition to a deployable headquarters and providing support to Africa 

Command. Fortunately, the right people are 

confronting these challenges and building 

the foundation for a successful activation.

As the transformation continues, there 

By Maj. Gen. Mark W. Palzer

79th Sustainment Command (Support)

Commanding General

“As the many threats across the globe continue to evolve, we 

must remain trained and ready.”

“To Do For Country,

 Falcon Strong!”

A transforming force 

should be minimal impact on the 79th‘s subordinate units’ day to day operations. There 

will, however, be many more training opportunities, especially overseas training opportunities, for all units within the 79th TSC. 

Additionally, the TSC will provide greater 

prospects for career progression within not 

only the logistics fields, but for the other 

branches and Military Occupational Specialties as well. These unique training and 

professional opportunities will be afforded to 

Soldiers at all levels. I need you to be ready 

to embrace these challenges and opportunities when they present themselves. 

 The 79th SSC Headquarters and Headquarters Detachment has nearly doubled 

in size in the past year. It is exciting to see 

these new Officers, Non-Commissioned 

Officers and Soldiers eager to be a part of 

a deployable unit. With the activation of the 

TSC scheduled for September 2017, it is 

certainly an exciting year ahead. 

Readiness 

 I can’t stress the importance of readiness enough. Individuals and units must 

work hard and push themselves to remain 

ready. There is no denying that this is a 

constant challenge. Leaders need to attack 

readiness with a prioritized, systematic, and 

relentless fervor. As the Chief of Staff of the 

Army says, we all need to “be in the game.” 

To “be in the game” means being able to 

play both home and away games – being able to participate in exercises such as 

Warrior Exercises, Combat Support Training Exercises, and home station training, as 

well as deployments overseas. 

 As an individual, being “in the game” 

means ensuring you are medically ready, 

mentally and physically fit, (able to pass the 

Army Physical Fitness Test), completing 

your Professional Military Education, and 

KNOWING YOUR JOB! As a unit, being “in 

the game” means maintaining equipment, 

completing collective training requirements, 

and developing accountability and teamwork. Managing programs, such as the 

General Fund Enterprise System, the Global 

Combat Support System – Army, the Command Supply Discipline Program, and Commander’s Strength Management Module, 

set the foundation for success. We should 

all endeavor to be on the varsity team, not 

sitting on the bench. 

 Finally, I challenge each leader to foster 

an environment of mutual trust and a heightened level of energy and authenticity. Strive 

Conclusion 

Transformation

to be the best! Leaders set high standards, 

set the example, and hold their subordinates responsible. While gains should be 

celebrated, we ought to always be working to improve. This applies to both individuals and units. Don’t settle for “good 

enough” - we can do better. I understand 

the sacrifices leaders make to ensure success. Know that these sacrifices do not go 

unrecognized by leaders or subordinates. 

Take care of yourselves and hold your 

subordinates responsible to take care of 

each other - then be ready. I ask that you 

understand and support the operational 

requirements of the Army Reserve; we are 

no longer the strategic reserve of years 

past. 

 

 

 As we continue to transform, we must 

all remain ready in order to take advantage of available opportunities. This is a 

great time to be in the Army Reserve - the 

most capable, combat-ready, and lethal 

reserve force in the history of the Nation. I 

continue to take pride in your sacrifices, I 

am and always will be proud to serve with 

you. 

Leadership
6 The Falcon Winter 2016 7

For the Soldiers of the 79th 

Sustainment Support Command 2017 means it’s the start 

of preparing for new exercises, 

and unit and individual training requirements. As I have 

mentioned in previous articles, 

individual readiness is the first 

priority for every Soldier. 

 With the assistance of senior 

non-commissioned officers, 

we strive to identify shortfalls 

in our NCO’s knowledge and 

experiences and then produce 

training agendas to teach and 

improve those gaps. In 2017, 

the focus for me as your Command Sergeant Major and the 

NCO Corps is getting back to 

the basics of NCO leadership 

— to train, mentor and care for 

our Soldiers. What does that 

really mean? To me, it’s very 

simple; our noncommissioned 

officers must know their duties, then aggressively pursue 

those duties by training and 

mentoring Soldiers and holding them accountable for meeting Army requirements. As 

we make progress, one of the 

by-products will be improved 

Soldier readiness in all of the 

measured areas. I expect all the 

command’s NCOs to seek out 

what is expected of them and 

then to apply that newly found 

information towards improving 

COMMAND SERGEANT MAJOR ON POINT

Soldier readiness.

 

 “Army Strong” means to the individual Soldier that we need to be 

strong in doing what is required of us, 

even when this sometimes results in 

sacrificing family or civilian employment time. I know this sacrifice can 

be hard, but when there is a requirement that you need to meet, it is vital 

to accomplish it as soon as possible. 

Our nation relies on us to accomplish 

the tough tasks. We have committed 

not to let them down.

 In closing, think about all the safety 

precautions that apply to each of the 

situations you face. Safety should be a 

priority for each and every one of you. 

You are a valued and important member of the 79th team and the United 

States Army Reserve. I look forward 

to seeing all of you this year.

Staying Ready

By Command Sgt. Maj. Ted L. Copeland

“Falcon Strong!” Falcon 7

Hail and Welcome!

Deputy Commanding General, Brig. Gen. 

Susan E. Henderson comes to the 79th from the 451st 

Sustainment Command (Expeditionary) where she 

served as the Deputy Commanding Officer. Henderson 

entered the Army in 1989 after earning her undergraduate degree and commission as a Transportation Officer 

through the Reserve Officers Training Corps program 

at the University of Tampa, Florida. Subsequently, she 

attended the University of Massachusetts, receiving a 

Masters of Education and the U.S. Army War College, 

receiving a Masters of Strategic Studies. Henderson has 

served 11 years in the National Guard, 2.5 years as an 

Individual Mobilization Augmentee, and 14 years in the 

Army Reserve. 

 Some of Henderson’s previous assignments include 

Brigade Commander, Army Sustainment Command 

Army Reserve Element in Rock Island, Illinois; Director of Surface and Sustainment for the Central Command Deployment and Distribution Operations Center 

at Camp Arifjan, Kuwait; and Joint Mobility Officer 

and Joint Operations Functional Training Officer for 

U.S. Transportation Command at Scott Air Force Base, 

Illinois. Henderson’s mobilizations and deployments 

include Operation Noble Eagle from August 2002 to August 2004, Operation Enduring Freedom from October 

2008 to July 2011, and Operation Enduring Freedom 

from February 2016 to August, 2016. Originally from 

Roy, Utah, Henderson is a Systems Engineer working 

for the MITRE Corporation. She and her husband Bill 

reside in Illinois with their two daughters. 

Soldier and Family Programs 

Director, Kimberly Hagner

Greetings family and friends of 79th SSC, it is a pleasure 

to represent the command as the new Soldier and Family

Programs Director. I am extremely encouraged by the 

partnerships that exist within the local community to 

support our Active Duty and Reserve servicemembers, 

Veterans and military families. My 17 years of experience in Family Programs with the Active Duty component has prepared me for the unique challenges of the 

Reserve lifestyle.

 As you are already aware, this year the 79th will 

undergo a transformation that will morph us from a 

Sustainment Support Command to a Theater Sustainment Command, a change that will further diversify the 

type of staff we are responsible for supporting. In an 

effort to ensure our Soldiers and families maintain the 

highest state of readiness, the 79th is making a concerted 

effort to realign human service related programs to 

increase collaboration and best meet our community’s 

needs. These lines of effort include but are not limited to 

family readiness, child youth services, lifeskills training, 

suicide prevention, sexual assault, and substance abuse. 

We’ll ensure that knowledge of programs and services 

intended to provide support makes it into the hands of 

every Soldier and his/her family.

 In developing this holistic model of care, we want to 

further encourage Soldiers and families to keep reaching 

out to their family readiness representatives, chaplain, 

and leadership to provide feedback on how we are doing 

and more importantly, for assistance without hesitation.

New additions to the 79th SSC family 
8 The Falcon Winter 2016 9

It’s more than a year into this journey and transition of the 79th Sustainment Support Command 

Headquarters as we prepare for official activation 

as the Theater Sustainment Command aligned with 

U.S. Army Africa. Everything we have accomplished 

moves us closer to full operational capability. 

 We are fortunate as we move to become a mobile 

sustainment force that we have four outstanding 

expeditionary sustainment commands as our subordinate units. While we have supported them from 

the top over the years, we have also learned how to 

adapt their tactics and strategies in the form of lessons learned and best practices. We have provided 

command and control to the best and now we are 

prepared to set the example as we operate in this 

new “expeditionary” environment.

 This is much more than the dictionary definition 

of “sent on military service abroad,” for the 79th 

SSC, it means providing support to AFRICOM’s 

projection of decisive power across the globe, while 

sustaining the critical programs that underpin all 

of our capabilities. For us, being expeditionary is a 

mindset—thinking beyond the basics. We must be 

visionary and innovative in the ways we package 

and deliver support, recognize and close gaps and 

partner to achieve the greatest efficiency in these 

activities. As sustainers, we need to think 5 steps 

ahead of our customers, solving any issues before 

they develop. 

 Our success depends on our ability to adapt and 

remain relevant in the contemporary operating 

environment. We are faced with changing threats 

and a greater need to support Families and Soldiers 

in a dynamic world. We need to cultivate and hone 

multiple skill sets that allow us to quickly pivot from 

one role to another and create solutions on the fly. 

 Through top-notch military and civilian recruiting and accessions, we are creating a more agile 

and adaptive team. We continue to collaborate and 

build strong ties with local chapters of 

Veterans service organizations. We are establishing new partnerships and maintaining existing 

ones within the local communities, professionally, 

and with other federal agencies that will allow our 

people to refresh their skills and maintain a growth 

trajectory as well build strong networks to better facilitate the taking care of Families. We will continue 

to seek out the best and brightest to join our efforts 

here at the 79th. I will continue to seek out and 

strengthen our ties with other commands and organizations to provide a network of “expeditionary 

thinkers”. As we move forward, we must be proactive and preemptive in our approach to developing 

our organization. We should lead the Army Reserve 

in meeting these needs in a rapidly changing world.

 I see great things ahead for us. It is up to each 

of us to find the ways we can advance the mission 

in our own space. As 2017 begins, I hope you are 

refreshed and rejuvenated to develop the new strategies and partnerships we all need moving forward. 

Mr. Gregory Hinton

79th SSC Command Executive Officer

Command Executive Officer Report

Being “Expeditionary” is a Mindset

79th SSC Medical Advisory Office

79th SSC Medical Matters

Post Deployment Health Reassessment

The Post Deployment Health Reassessment 

(PDHRA) Program is part of the Department 

of Defense’s overall Force Health Protection 

Program. Screening is designed to address 

deployment-related health conditions and readjustment concerns 90-180 days following redeployment from theater. The Army Reserve and 

the 79th SSC is committed to the health and 

well-being of Soldiers.

 Commanders are responsible for ensuring 

100% of their redeployed personnel are PDHRA 

compliant. PDHRA provides leadership with an 

important tool to identify physical and behavioral issues that occur following the initial Post 

Deployment Health Assessment. The Commander’s involvement demonstrates a commitment to the well-being of personnel. The 

Commander’s support of the PDHRA encourages personnel participation and willingness to 

provide candid responses. PDHRA supports 

unit readiness by providing early treatment for 

health concerns and enables fast manning decisions that enhances deployability.

 The PDHRA is a Commander’s metric and is 

evaluated during the Organization Inspection 

Program and is reported in the Annual Statement of Assurance. The PDHRA completion 

rate for the United States Army Reserve Command and its Direct Reporting Units are briefed 

at the monthly Strategic Readiness Update to 

the Vice Chief of Staff of the Army.

 Commanders coordinate the PDHRA process with appropriate G-1/S-1 or medical staff 

who then coordinate with the PDHRA Coordinator to determine the best PDHRA administration option. The PDHRA is administered 90 

to 180 days post deployment in accordance with 

DODI 6490.03. Compliance is important because deployment-related health concerns often 

develop during this period.

 A PDHRA appointment is conducted in one 

of three ways: A one-on-one health care provider discussion usually takes place either inperson during a Yellow Ribbon Event 7, a Unit 

On-site Event, or Call Center Event by phone, 

depending on the Soldier availability. Yellow 

Ribbon and Unit On-site Events are preferred 

over Call Center phone calls. It is important 

that leaders communicate to their personnel 

how to proceed with PDHRA administration. 

On-site events are based on the number of participants and attendance is important to avoid 

underutilization of services.

 The Army G1 highly recommends that Commanders conduct the mandatory 90 to 180 day 

Post-Deployment Resilience Training prior 

to the PDHRA. Research studies indicate that 

personnel who participate in Resilience Training prior to the PDHRA tend to be more honest 

and open in their PDHRA participation and are 

more willing to seek help for post-deployment 

concerns. 

 For more information or answers to questions contact: PDHRA_AR@ocar.army.pentagon.mil. To learn more about the PDHRA, 

please visit the Army G-1 PDHRA Homepage at 

http://www.armyg1.army.mil/hr/pdhra/
10 The Falcon Winter 2016 11

Safety: Don’t be Distracted, 

Take a Stand

Your mind is indeed your most important safety 

“device.” Distractions on your attention can 

lead to missing important cues. Performing an 

important task like driving can become routine. On your daily trek from work to home and 

back, it can become easy to allow your mind 

to wander, take your eyes off the road to fiddle 

with the radio, or even pick up your cell phone 

to answer a text. It’s our reliance on our routine 

which makes us feel secure on the road, but it 

also allows the possibility of complacency and 

an end result of unimaginable harm.

 We don’t always need to be completely focused on a task in order to accomplish it without getting hurt. In fact, most people can shoot 

off a text here or there while driving and feel 

like no harm has been done but it is these small 

distractions while driving which allow our attention to detail to fade. We can be distracted 

from that safe cushion distance to another car 

by our attention to a cellphone buzzing with the 

notification of an incoming text or conversation. 

 According to the National Highway Transportation Safety Administration website, distracted driving is a dangerous epidemic. In 

2014, 3,179 people died in distracted driving 

crashes. 

 The first thing people need to do is recognize the three types of distractions. There is the 

cognitive distraction, when you take your mind 

off of the road, like focusing on a cellphone conversation. There are manual distractions, where 

you take your hand off of the steering wheel 

reaching for an object. Finally, there are visual 

distractions, where you take your eyes off of the 

road to look at something interesting on the 

side of the road. It’s ironic but not very funny 

when you have an accident because you were 

rubbernecking at one on the side of the road!

There is one behavior which combines all three 

of these distractions. People who text and drive 

are four times more likely to involved in an accident than those who are not. Texting and driving is becoming recognized as a public health 

crisis, not dissimilar from the push against 

drunk driving in the 1980s.

 We must motivate ourselves to work on our 

safety-related driving habits. Try moving your 

eyes before you move your hands, feet, body, or 

car. If you just have to answer that text or phone 

call, pull the car over or use a hands-free device. 

Our cars are an integral part of our routines, so 

everything that someone does in their life you 

can expect them to do in an automobile. How 

important then that we seek to use them safely.

Distracted driving is typically synonymous with 

texting. That’s one reason drivers are prohibited from texting and driving on all U.S. Army 

installations. However, according to U.S. Army 

Combat Readiness Center officials, any time a 

driver takes their eyes off the road or hands off 

the wheel there’s an increased opportunity for a 

crash.

 We must do our part as leaders to be engaged 

and involved in building a culture of safety. Take 

a stand. Send a clear message that you do not 

condone texting or talking without a hands free 

device while driving.

Mr. Jeffrey Harris

79th SSC Command Executive Officer

Col. Phillip N. Foster

79th SSC Staff Judge Advocate (SJA)

As the 79th Sustainment Support Command continues its transition to a Theater Support Command, 

more of our Soldiers will likely to have the opportunity to deploy in support of our new missions. 

Understanding the major provisions of the Service 

Member’s Civil Relief Act will help Soldiers plan for 

deployment and take advantage of the many protections the SCRA provides. 

 The SCRA provides a wide range of protections 

for individuals entering the military, called to active 

duty in the military, or deployed Service Members. 

It is intended to postpone or suspend certain civil 

obligations (not criminal cases) to enable Service 

Members to devote full attention to duty and relieve 

stress on the family members of those Service Members. A few examples of such obligations you may 

be protected against are:

• Outstanding credit card debt

• Mortgage payments

• Pending trials

• Taxes

• Terminations of leases.

In addition, the SCRA: 

• Expands current law that protects Service Members and their families from eviction from housing 

while on active duty due to nonpayment of rents 

that are $3,451.20 per month or less (for 2016). This 

amount changes every year. 

• Provides a Service Member who receives permanent change of station orders or who is deployed 

to a new location for 90 days or more the right to 

terminate a housing lease.

• Clarifies and restates existing law that limits to 6 

percent interest on credit obligations incurred prior 

to military service or activation, including credit 

card debt, for active duty Service Members. 

Ask Judge Advocate General: 

Servicemembers civil relief act

 The SCRA unambiguously states that no interest above 6 percent can accrue for credit obligations 

(that were established prior to active duty or activation) while on active duty, nor can that excess interest become due once the Service Member leaves 

active duty. Instead, that portion above 6 percent is 

permanently forgiven. Furthermore, the monthly 

payment must be reduced by the amount of interest 

saved during the covered period. 

Note: This law only covers debt incurred prior to 

military service.

• Allows you to terminate a cell phone contract 

if you relocate for at least 90 days to a location that 

does not support your cell phone service.

• Allows you to terminate a vehicle lease you 

signed prior to joining the armed forces if you enter 

military service under a call to duty on orders of 

180 days or more. You may also terminate a vehicle 

lease if you receive PCS orders to a location outside 

the continental United States or deploy OCONUS 

for at least 180 days.

SCRA ELIGIBILITY

 The SCRA covers all Active Duty Service Members, Reserve Soldiers, and members of the National 

Guard while on active duty. The protection begins 

on the date of entering active duty and generally 

terminates within 30 to 90 days after the date of 

discharge from active duty.

For more assistance on the details of the SCRA, 

and/or to discuss the specifics of your particular legal matter, contact your local legal assistance office. 

To locate the closest legal assistance at a military 

installation, use the Armed Forces Legal Assistance 

Legal Services Locator available at the following 

link: http://legalassistance.law.af.mil. And/or visit 

http://www.jagcnet.army.mil.
12 The Falcon Winter 2016 13

Spiritual Fitness

Chaplain (Maj.)Raymond Ayers

79th Sustainment Support Command Chaplain

Prepared For Life’s Challenges 

Greetings from the 79th Sustainment Support Command Unit Ministry Team.

 As Soldiers, in order to be ready, we have to 

prepare. Unexpected events will always occur. 

However, our response to them demonstrates how 

we have prepared. The unexpected briefing, the car 

collision on the way to work, the medical diagnosis 

that shakes you to the core, the natural disaster, the 

list is long. We are able to carry on because of our 

preparation which defines our readiness; personally, 

relationally, vocationally, and spiritually, as Citizen 

Soldiers. 

 As the Army Reserve begins the “Ready Force” 

concept, our office is preparing for the Army Reserve Command re-stationing/training plan for the 

chaplain detachments throughout the command. 

Your expeditionary sustainment command may 

receive a new Chaplain Detachment between now 

and Fiscal Year 2019. Your expeditionary 

sustainment command may have one, two or three 

detachments already. All of these detachments must 

be ready to deploy. Our chaplains and chaplain 

assistants are encouraged that religious support is a 

priority for the success of the global response force.

Your religious support is not only your 

constitutional right, it is why the UMT exists. 

 If you don’t know who your chaplain or chaplain 

assistant is, contact your leadership or a 79th UMT 

member below. Preparation is not only physical, 

mental, and relational; it is also spiritual. If you 

have not done so, schedule to attend a strong bonds 

event. Consider a chapel service offered during 

battle assembly. There are people and resources 

available to you—just ask! 

 New to our team is Chaplain (Maj.) Raymond L. 

Ayers, who arrived in December to begin his first 

position in the AGR program. He and his family 

moved from Chicago where he served as the Troop 

Program Unit Deputy Command Chaplain for the 

85th Support Command in Arlington Heights, Illinois, and Associate Pastor of Zion Lutheran Church 

& School.

 “I look forward to serving as your Chaplain and 

pray for the day I can shake your hand and introduce myself personally,” said Ayers. “My personal 

model for preparation is John the Baptist. As John 

performed and provided religious support, his 

objective upon seeing Jesus (according to John 3:30) 

was that he would decrease and Christ would increase. I pray that you see Jesus in and through me. 

Have a Blessed 2017 as we prepare...together!”

79th Command Unit Ministry Team 

CH (MAJ) Raymond Ayers 

 Acting Command Chaplain 

562.936.7622

 raymond.l.ayers2.mil@mail.mil

MSG Antonio Diaz

NCOIC Chaplain Assistant 

512.705.9620

 antonio.diaz1.mil@mail.mil

SFC Joseph Gose

AGR Chaplain Assistant 

562.936.7625

joseph.c.gose.mil@mail.mil

The Army’s EO Program was born in 1969 due 

to the violent confrontations between racial and 

ethnic groups. The Army realized that discrimination was one of the main reasons Soldiers’ morale was low and the significant communication 

barrios between racial and ethnic groups.

 Throughout the years the Army has been 

evolving to create a much different environment 

than those who served before us. Many changes 

have occurred and will continue to occur in 

order for Soldiers’ to serve with Dignity and 

Respect. The Army’s EO program has many great 

successes over the past 47 years. Looking back in 

history we can see how the role of women in the 

Army has drastically changed from the Revolutionary War to Present.

 During the Revolutionary War women were 

only allowed to serve in the Army in traditional 

roles such as nurses, seamstresses, and cooks. In 

the Civil War, women were allowed to step into 

more nontraditional roles as spies and smugglers. 

In World War I, women’s role in the Army expanded in other capacities from administrators, 

secretaries, telephone operators, and architects. 

The most dramatic gender-change in the Army’s 

history’s was World War II. The Women’s Army 

Corps was created, allowing women to perform 

an array of critical Army jobs, from military intelligence, cryptography, parachute rigging, and 

maintenance and supply jobs. World War II was 

a time of change for women in the Army. From 

1980s-1990s is was consider the New Era for 

women breaking down gender barriers. Today 

women have the equal rights to choose any military occupation including ground combat arms.

 That is just one example of barriers women 

had to break down to be able to serve in the 

Army in an equal opportunity atmosphere. The 

Army continually strive to treat all Soldiers’ with 

dignity and respect and protect them from discrimination.

 Today the Army has five protected categories 

of discrimination; race, gender, national origin, 

religion, and sexual orientation.

 In June 2015 Defense Secretary Ash Carter 

added sexual orientation to the list of categories 

of discrimination, just four years after the repeal of “don’t ask, don’t tell” that allows gays and 

lesbians to serve openly without discrimination. 

As the Army continues to change we as leaders 

have to be ready for the changes that lie ahead 

of us and the challenges they can bring. The 

Army has one mission as Secretary of Defense 

Ash Carter stated “Our mission is to defend this 

country, and we don’t want barriers unrelated 

to a person’s qualification to serve preventing us 

from recruiting or retaining the Soldier, Sailor, 

Airman, or Marine who can best accomplish the 

mission. We have to have access to 100 percent of 

America’s population for our all-volunteer force 

to be able to recruit from among them the most 

highly qualified –and to retain them... and that 

is for all who wishes to serve this great nation has 

the ability to serve with honor without discrimination”.

Ms. Veronica Martinez

79th SSC EO Program Manager

Equal opportunity

Equal Opportunity History
14 The Falcon Winter 2016 15

The FY16 Special Assessment: What can we do better?

The 79th Sustainment Support Command Inspector 

General team recently closed out the Fiscal Year 2016 

Special Assessment. The assessment focused on three 

areas: Leadership Development, Training, and Soldier 

Readiness. Not surprisingly, the results were mixed. 

Although there are some unchangeable constraints, like 

limited hours during Battle Assembly weekends and Annual Training, there are other areas this special assessment has determined that we can improve on. 

 

 Leadership Development. We asked 1,064 Soldiers 

to assess leadership development in their units. Different 

questions were posed for junior enlisted, non-commissioned officers and officers. Among officers and senior 

NCOs, 82 percent were familiar with the U.S. Army 

Leadership Development Program. According to junior 

enlisted Soldiers however, knowledge of the Leadership 

Development Program hasn’t translated into the required 

initial and developmental counseling. 46 percent said 

that they did not receive initial counseling within 30 days 

and 51 percent reported that they received no developmental counseling throughout their rating period. 

 Failure to perform timely counseling is not only a 

violation of the Evaluation Reporting System Army 

Regulation 623-3, but it also leaves both the Soldier and 

the unit without proper direction. Failure to provide 

timely counseling directly impacts readiness. We can see 

this through our metrics, specifically in the submission 

and quality of our evaluations and in our non-participation rates. 

 In our report, we recommended commanders ensure 

developmental counseling is conducted, direction is included in the command training guidance and that units 

use tracking methodology to measure developmental 

counseling compliance. 

 Training. Green time training is typically multiechelon, collective training designed to bring Soldiers up 

to speed on mission essential tasks. Of responses from 

1,064 surveys, only 40 percent of Soldiers indicated that 

enough green time was conducted to sustain their Military Occupational Specialty. Only 37 percent of Soldiers 

in the ranks of private through staff sergeant reported 

receiving sufficient green time. This is in contrast to 45 

percent of more senior Soldiers in the ranks of sergeant 

Col. John Sullivan 

79th SSC Inspector General

InspectorGeneral

Many of us are proactive and prepare for conditions 

that can impact ourselves and our families. We take 

appropriate steps to schedule proper maintenance 

of our vehicles, have available food supplies, batteries 

and candles along with an 

emergency evacuation plan 

and destination in case of 

an unforeseen emergency. 

 As Soldiers and Army 

Civilians we should take 

that same approach when 

dealing with prevention of 

sexual harassment and sexual assault. Taking the time 

to become familiar with the 

Command Sexual Assault 

and Response Coordinator 

and Victim Advocate is an 

important step with regard 

to intervention. Knowing 

the correct credentialed 

individual that can provide 

an intake report allows 

the victim the ability to 

file a restricted or unrestricted report. Together 

we must maintain proper 

maintenance of the Sexual 

Harrassment/Assault Response and Prevention Program. 

 On Tuesday, Dec. 6 the House of Representatives 

passed the Veterans Health Care and Benefits Improvement Act of 2016. The act includes language 

that would increase the Department of Veterans Affair’s reporting requirements pertaining to disability 

claims submitted by sexual assault victims. Specifically, the bill would require the VA to report to 

Congress annually on the number of sexual assaultrelated claims that have 

been denied and approved, 

the number of pending and 

appealed claims, and the 

most common reasons the 

VA denied those claims. 

The bill is expected to be 

taken up by the Senate. 

 The Army Profession 

Forum 2017 is a strategic 

leader forum that explores 

ethical challenges to the 

Army Profession and ways 

to maintain trust within 

the Army and strengthen 

its essential characteristics. This year the Army 

held the Army Profession 

Forum and the SHARP Forum back-to-back on Dec. 

7 and Dec. 8, respectively. 

Perspectives gained from 

discussions held during the 

forums will inform senior 

Army leader guidance and 

messaging to successfully 

accomplish the Character 

Development study for all members of the Army 

Team through ongoing training and education 

initiatives. They will also provide senior leaders with 

insight into the Army’s new prevention strategies 

and initiatives. 

Ms. Maurnike Stevenson 

79th SSC SHARP Program Manager first class through colonel who indicated opinions that 

they were receiving adequate training time. 

 As previously mentioned, there is limited time 

available on BA weekends. There is also an increasing 

mandatory training requirement with limited resources, 

whether it’s equipment or trainers. We must ensure that 

our junior Soldiers are consistently engaged in training 

during BA weekends. 

 Per the Commanding General of the Army Reserve 

in the FY17 Command Training Guidance, mandatory 

training requirements must be analyzed, prioritized, and 

streamlined as necessary to maximize go-to-war readiness training. The guidance also includes allowances for 

subordinate commanders to have greater flexibility to 

expand the training day to balance training activities in 

favor of expanded mission essential task list readiness 

events. 

 Soldier Readiness. One aspect of Soldier readiness 

we sought to determine was the percentage of Soldiers 

with completed Family Care Plans. As a whole, command teams have not been fully aware of Family Care 

Plan requirements. The root cause of this issue appears 

to be that leaders have not been aware of the Commander’s Strength Management Module. As we move forward 

with our transition to a Theater Sustainment Command, 

it remains critical that our Soldiers are ready for 

mobilization. Every unit must identify and track Soldiers who require a Family Care Plan. Our recommendations included development of a Family Care Plan 

Policy and the development of a tracking tool at the 

Expeditionary Sustainment Command level. Although 

the ultimate responsibility is with the Soldier, we as 

leaders can do a better job at preparing our Soldiers for 

mobilization.

Thanks for all you do! Falcon Strong!

79th SSC Inspector General POCs

79th SSC IG (562) 936-7703

311th ESC (310) 235-4224 4th ESC (210) 466-2794

451st ESC (316) 681-1759 x 1260 364th ESC (360)403-2396
16 The Falcon Winter 2016 17

The stresses of military life are not confined to 

just the Soldiers who have made the choice to 

serve their country. Army Families also share 

the responsibilities of military service. They are 

the ones who manage daily life while a Soldier is 

away. Both Servicemembers and their Families 

deserve our utmost effort to provide them with 

the resources they need to navigate this lifestyle. 

 The United States Army Reserve Yellow Ribbon Program seeks to prevent these kinds of 

circumstances by placing as much emphasis on 

supporting our military Families as we do in support of our Soldiers. Since 2008, the program has 

changed and adjusted to the needs related to our 

servicemembers as well as budget. We began in 

infancy with a ready roster of volunteers, trained 

military instructors and eager individuals looking 

to make a difference in someone’s life. We would 

congregate wherever we were able, holding assemblies over a drill weekend for anyone desiring 

to know more about what they were eligible for 

and what was now accessible to them and their 

Family as the Soldier prepared for their road to 

war.

 The gap between the mission and what was 

sustainable was greater than anyone anticipated. 

More and more ready Reserve Soldiers were mobilized. The demand for knowledge grew and the 

sites in which we held these educational forums 

ballooned in number. Today as well as tomorrow, the United States Army Reserve continues 

supporting our Soldiers and Families through 

its Yellow Ribbon Program. Whether it’s gaining 

Mr. Eugene Haynes IV

79th SSC Yellow Ribbon Coordinator

an understanding related to how to enroll your 

newborn infant into the Defense Enrollment 

Eligibility Reporting System, finding a school or 

civilian employer to better support your career, or 

resources and support related to the knowledge 

associated with the ability to cope with an extended separation or deployment, your United States 

Army Reserve Yellow Ribbon Program is here.

 In addition to these services, the Yellow Ribbon 

Program provides services and answers related 

to a variety of questions and issues organic to the 

United States Army Reserve. Today, the Yellow 

Ribbon Program relies on the Regional Support 

Commands to contract hotels and work with various other Army Reserve Commands to support 

Soldiers and their Families. Through these working relationships we’ve managed to collect the 

best Department of Defense certified instructors, 

employment and educational opportunities, local 

resources, and continue to support each other, 

our Soldiers, and our military Families. Every so 

often, I’m asked how the Yellow Ribbon Program 

helps. In my opinion, interacting with Soldiers 

and Families and acknowledging their confidence 

in gaining the resources and support is something 

that can’t really be put into words. 

To register for an event, please visit: 

www.yellowribbbonevents.org.

Yellow Ribbon Program 

The U.S. Army Reserve Command assigned a 

highly skilled group of Active Guard and Reserve 

Military Police Officers at general officer 

command levels within the 79th SSC. These 

select MP Officers come with many years of experience, along with specialized training in the area 

of antiterrorism and force protection. On August 

24-25, these antiterrorism officers from all five 

general officer commands within the 79th SSC, 

along with members of the USARC Antiterrorism 

Branch, convened in Los Alamitos, California, for 

two days of discussions and planning. The goal 

was simple: do our very best to protect the force.

What you can expect to see from your 

Force Protection Teams?

 Working closely with the USARC Antiterrorism Branch, all our ESC Antiterrorism Officers 

received an easy to follow road map for a fiscal 

year’s worth of training priorities. As this 

training tool works its way down to the 

antiterrorism officers at all levels throughout the 

79th SSC, Soldiers will receive robust classroom 

and situational training exercises on the most current threats. Most importantly, by following this 

road map of training priorities, the ESCs can 

expect to be financially funded to execute cuttingedge training that hits home ... keeping our Soldiers and their Families protected. 

What policies and procedures are in place?

 Antiterrorism is both an art and a science and 

should be treated as such. Your antiterrorism 

officers fully understand the guidelines for force 

protection and the requirements of Army Regulation 525-13, Military Operations Antiterrorism. 

 

 However, beyond the eight tasks and 35 specified standards, and the employment of various 

Threat Condition Measures daily at each of your 

facilities, comes the artistic side of Antiterrorism. 

Each of your Antiterrorism Officers, at all levels 

throughout the 79th SSC, are tasked to establish 

a close knit relationship with their local, county, 

and state law enforcement counterparts by sharing information, through local and regional fusion cells, it allows our subject matter experts to 

understand local threats and challenges down to 

the zip code level. Your unit Antiterrorism Officers have been equipped with the most current 

Army Regulations, cutting edge blocks of training 

and procedures, and personal knowledge of law 

enforcement information at their Reserve Center 

location. Armed with these resources, unit Antiterrorism Officers are tremendous assets to their 

Commanders ... and together, will strive to keep 

our Soldiers and their families well protected. 

 As the Antiterrorism Officer for the 79th SSC, 

it is my duty to ensure that those who would do 

harm never get that opportunity. This is a responsibility that I do not take lightly. Each and every 

time a member of the 79th SSC family arrives at 

one of our facilities to work and train, it is important that they feel safe knowing that our team has 

their back. 

 

Lt. Col. Gary S. Ross

79th SSC Force Protection Officer 

“ASSIST, PROTECT, DEFEND”

PROTECTING THE FORCE 

What is the 79th SSC doing to protect its troops and their families ? “One Class at a Time” 
18 The Falcon Winter 2016 19

VICENZA, Italy—In August 2014 senior planners 

in the Department of Defense met in Washington 

D.C., for Intergovernmental Tabletop Exercise ’14—

an exercise aimed at preventing mass atrocities—

when the Ebola crisis broke out. 

 In the midst of that exercise and just before Lion 

Focus ’14, rehearsal became reality: U.S. Army 

Africa was put on alert to assist in Operation United 

Assistance in Liberia. 

 The real-world implications of conducting multicomponent, Joint, multinational and inter-agency 

rehearsals for crises are evident; the time to start 

learning about other agencies’ capabilities is not 

when a crisis is already underway. Exercise Lion 

Focus, a multicomponent, Joint exercise run by U.S. 

Army Africa, does just that—it provides a chance 

for organizations to come together and plan responses to plausible crises’ on the African continent. 

 “The goal of this exercise is to create an environment based on real-world operations on the 

African continent that U.S. Army Africa will likely 

encounter in the future,” said Navy Capt. Gregory 

L. Anderson, a Joint Staff training officer, based in 

Suffolk, Virginia. 

 This year’s Lion Focus scenario—which was only 

the second iteration of the exercise in its current 

state—was based on crisis response to an African 

nation, and eventual turnover to another Department of Defense agency. 

 Military and inter-agency partners attended 

about a week of academic instruction on the problem set and capabilities available, then analyzed, 

planned, and responded to the scenario, all in a realistic way. Lion Focus ’16 involved participants from 

all components—Active duty, Reserve, and National 

Guard—and all services, as well as international 

partners from Italy and British soldiers from the 102 

Logistic Brigade out of Grantham, England. 

 “We try to keep the exercise as realistic as possible,” said Dave Crotchett, lead exercise planner for 

U.S. Army Africa, based in Vicenza, Italy. 

 Crotchett explained that Lion Focus prepares 

U.S. Army Africa for the follow-on exercise, Judicious Response, which is United States Africa Command’s (U.S. Army Africa’s higher headquarters) 

validating exercise. “What we learned in Lion Focus 

[this year] was invaluable,” 

Crotchett continued. 

 He explained that this year 

there were about 175 participants augmenting 

U.S. Army Africa, 

including about 30 

members from the 

79th Sustainment 

Command (Support). 

 The 79th SSC, 

the secondlargest command in the 

Army Reserve 

headquartered 

in Los Alamitos, California, took 

part in the exercise because it is being regionally 

aligned as a sustainment command with U.S. Army 

Africa. Soldiers from the 79th SSC who participated 

in the exercise performed duties just as they would 

in a deployed or crisis situation. 

“We’re enhancing the readiness of our units through 

these exercises,” said Maj. Gen. Mark W. Palzer, 

commanding general of the 79th SSC, who visited 

his troops in Vicenza Sept. 16-19. 

 Palzer said this exercise is the first of many endeavors for the 79th SSC working with U.S. Army 

Africa and coalition partners. “The aim of these exercises is to get us to work together so that we each 

understand our role in the mission of supporting 

USARAF,” he said. “Exercises like these demonstrate 

our competencies to the Active Component, including asking what capability is needed and providing 

access to the human and logistical resources within 

our ranks.” 

 Key to the 79th SSC’s involvement in the exercise 

was its partnership with the 102d Logistic Brigade. 

The British army unit, which is a blend of active 

duty and reserve troops, provided six soldiers to 

augment the 79th SSC. 

 British army Brig. Gen. David Eastman, 

commanding general of the 102 Logistic Brigade, 

Exercise Lion Focus Prepares U.S. Army 

Africa, Reserve Partners for Crisis Intervention 

also visited his soldiers participating in the exercise 

Sept. 20. 

 “We are really pleased that we’ve got this partnership with the 79th [SSC],” said Eastman during 

his visit. “We would like to take advantage of every 

opportunity to work together. We’re responsible 

for supporting the United Kingdom’s operations in 

Africa in the same way the 79th is, so it makes sense 

for us to work together ... to eventually, potentially 

carry out combined operations together.”

 During his visit, Eastman received a shift-change 

briefing and addressed both the 79th and his British 

soldiers. He explained that the British army’s reserve 

is currently undergoing a transition to becoming 

more operational just like the U.S. Army Reserve is. 

 “I think we can learn an awful lot of lessons from 

Story and photos by Sgt. 1st Class Alexandra Hays

79th SSC Public Affairs Chief

British troops from 102 Logistic 

Brigade brief their counterparts 

in the 79th Sustainment Command (Support), 143rd 

Sustainment Command (Expeditionary), along with members 

of the Italian army, the U.S. Air 

Force, and the U.S. Navy during 

Exercise Lion Focus ‘16 Sept. 

19, 2016, in Vicenza, Italy.

British army Brig. Gen. David Eastman, commanding general of the 102 Logistic Brigade, right, and Col. 

Vincent Buggs, 79th Sustainment Command (Support) 

Supports Operation Officer, left, attend a shift change 

briefing during Exercise Lion Focus ‘16 Sept. 20, 2016, 

in Vicenza, Italy.

18 The Falcon Winter 2016 19

Continued on page 20
20 The Falcon Winter 2016 21

you on how to get more out of our reserve capability,” Eastman said. “In big picture terms, this is about 

us learning from you, us working together with the 

79th [SSC] to develop that relationship and for the 

people themselves to develop their staff capability. 

Any partnership is based on relationships—so for 

me, this is a win-win.”

 The 102 Logistic Brigade is Eastman’s first time 

in command of reserve soldiers, and he said he is 

pleased with their performance. 

 “I’m hugely impressed with reserve soldiers. They 

deliver significant 

effects and you 

can almost never 

tell them apart 

from their regular 

counterparts when 

they’re deployed. I 

have a huge respect 

for the commitment necessary to 

balance that trinity 

of family, civilian 

life, and work, and 

the military life—

we just don’t have 

that problem in the 

regular force. They 

seem to balance 

it and deliver with 

a huge amount of 

effect, and I just find 

that deeply impressive.”

 Eastman said that just about every operation 

the British army now conducts is in a multinational 

environment. Exercising for real-life missions in 

a multinational environment makes logical sense, 

he explained. “As we develop our relationship with 

the 79th and as we start working more to develop 

what we are doing in Africa, it makes sense that 

we should get involved in this exercise as much as 

possible,” Eastman said. “Just anything that takes 

that relationship forward and allows us to operate 

together has got to be good, from my perspective. 

I think we can learn from you, and hopefully there 

are some things you can learn from us, equally.” 

 Palzer echoed Eastman’s sentiments on the multinational partnership. 

 “The 102 Logistic Brigade brings a lot of connections that we didn’t previously have,” Palzer 

explained. 

 Maj. Rayn W. Kort, a plans officer with U.S. Army 

Africa and lead maneuver planner for the exercise, 

said that exercises like Lion Focus generate key 

leader development opportunities.

 “These exercises are important in order for us as 

a staff to evaluate processes and integrate Reserve 

and Joint 

interagency 

partners, and 

to test our 

ability to create plans in a 

crisis action 

situation,” he 

said. Kort said 

he was pleased 

with the level 

of participation 

from outside 

organizations 

in the exercise—especially from the 

Reserve component. 

 “Integrating 

the Reserve is 

critical from 

the sustainment perspective,” Kort explained. “We could end 

up responding to a real-world crisis with the same 

players [organizations] you see here now.”

 Palzer agreed while taking time to eat with his 

troops at a dining facility in Vicenza. 

 “This is an excellent opportunity to get our 

people to work with other organizations,” Palzer 

said. “When we demonstrate our expertise as the 

sustainment command for USARAF in managing the sustainment requirements for large-scale, 

multinational, Joint forces in as complex a theater as 

Africa, we will ease decision making for combatant 

commanders and prove the invaluable nature of a 

multi-component Army,” Palzer concluded. 

Maj. Gen. Mark W. Palzer, commanding general of the 79th Sustainment 

Command (Support), speaks to his troops while a British soldier from the 

102 Logistic Brigade looks on Sept. 17 during Exercise Lion Focus ‘16 in 

Vicenza, Italy. Members of the 102 Logistic Brigade augmented the 79th 

SSC during the Joint, multinational exercise.

Continued from page 19

20 The Falcon

Planning for Contingencies Key for U.S. Africa Command, 

Joint, Multinational Partners at Judicious Response ‘17

Story and photos by Sgt. 1st Class Alexandra Hays

79th SSC Public Affairs Chief

Kaiserslautern, Germany—About 2,000 U.S. 

military, international troops and intergovernmental personnel participated in Exercise Judicious Response—U.S. Africa Command’s largest exercise—Dec. 5-11 in locations including 

Germany, Italy, California, and North Carolina 

with an aim at crisis response. 

 In the two-phase exercise which takes place 

every other year, servicemembers from all U.S. 

military branches and components took part as 

well as intergovernmental agencies including 

the State Department and United States Agency 

for International Development. Participants, 

who worked together under the umbrella of U.S. 

Africa Command (or AFRICOM), flexed their 

competency in response to a plausible crisis on 

the African continent. 

 U.S. AFRICOM is responsible to the Secretary of Defense for military relations with African nations and exercises like this fall directly in 

line with AFRICOM’s mission which includes 

disrupting and neutralizing transnational 

threats and building African partner defense 

capability to promote regional security, stability 

and prosperity. 

 James G. Derdall, lead AFRICOM exercise 

planner at the Joint Chiefs of Staff, said Joint 

crisis response exercises provide the opportunity to bring commands and organizations 

together with AFRICOM that don’t have a habitual working relationship. 

 “There’s nothing like the value of current 

and future mission partners working together 

in an exercise environment like this,” Derdall 

explained. 

 Derdall stressed the payoff of bringing together components in a Joint, multinational 

environment to respond to a hypothetical crisis 

that is not far from what could be faced in the 

near future. 

 “In doing that, each of the participating 

organizations are able to take existing plans and 

standard operating procedures, bounce them 

against the scenario, and make appropriate adjustments based off of lessons learned,” Derdall 

said.

 Dredall also explained that Judicious Response provides an opportunity to evaluate the 

way decisions are made all the way down to the 

individual Soldier/Sailor in making sure they 

have what is needed to do what the country has 

asked of them. 

 “People at each step and each tier are thinking through what they are responsible for,” 

Derdall explained. 

 Navy Capt. Scott Y. Yamamoto, sustainment 

branch chief at the Joint Chiefs of Staff, who 

helps design the sustainment portion of exercises for combatant commands, said that Joint, 

international exercises allow units the space to 

examine their processes. 

 Yamamoto explained that commands traditionally have Operational Plans, (or OPLANS), 

in place and exercises give commands the opportunity to rehearse putting those plans into 

action. 

 “It gives us a chance to practice Operational 

Plans—we interact with coalition partners and 

other services to understand how they do business,” Yamamoto said. 

 Central to exercises like this, Yamamoto 

explained, is they help units think through challenges before they happen. 

 Yamamoto also stressed the importance of 

integrating the Reserve component in exercises 

like Judicious Response. 
22 The Falcon Winter 2016 23

 “I think it is very important,” Yamamoto said 

of integrating the Reserve in Joint, multicomponent exercises. “The Reserve really helps out, 

especially with contingency operations.”

 The 79th Sustainment Support Command, 

the second-largest command in the Army 

Reserve headquartered in Los Alamitos, California, took part in the exercise as part of training and preparation for scheduled alignment in 

2017 as a Theater Sustainment Command with 

U.S. Army Africa, AFRICOM’s Army element. 

 During the exercise, the 79th SSC assumed 

the role of Theater Sustainment Command 

(TSC) supporting two Joint Task Force Headquarters and one Expeditionary Sustainment 

Command.

 “Training in prime conditions [like those 

simulated in Judicious Response] allows units 

the ability to attain their objectives and evaluate their shortfalls,” said Col. Vincent E. Buggs, 

79th SSC Supports Operations Officer, who led 

the 79th’s participation in the exercise.

 Buggs explained that Judicious Response 

imposed extreme challenges for the 79th, as unit 

members operated out of five different international locations. 

 “This configuration simulated the real-world 

stressors that a Theater Sustainment Command 

faces, but it also shaped numerous courses of 

action that allowed the TSC Support Operations 

Section to develop real-world plans of action,” 

Buggs said.

 He explained that the African continent 

presents a robust logistical challenge, but that 

his troops were up to the task. 

 “The 79th SSC’s participation in Judicious 

Response 17.1-2 was critical to the unit building 

readiness and gaining knowledge about the U.S. 

AFRICOM area of responsibility,” Buggs said. 

 Challenging 79th SSC troops to do their 

very best work, Commanding General Maj. 

Gen. Mark W. Palzer visited his Soldiers in 

Kaiserslautern Dec. 2, and encouraged them to 

provide well thought-out and realistic logistics 

estimates to U.S. Africa Command during the 

exercise.

 “The only thing worse than no support is bad 

support,” said Palzer during his visit. “The only 

thing worse than no solution is a bad solution.” 

 Providing good support in a crisis response 

operation requires State Department collaboration, explained retired U.S. Ambassador Alphonse La Porta, a consultant for the exercise. 

 La Porta, a former U.S. Ambassador to Mongolia who also worked for the State Department 

in Indonesia, Malaysia, New Zealand, Turkey, 

and the Philippines, explained that rapport 

building during exercises extends to organizations that military commands don’t usually 

interact with while conducting their stateside 

missions. 

 “I don’t think there’s anywhere in the world 

that the U.S. military could deploy to that it 

wouldn’t be working right alongside the embassies,” La Porta said. “This exercise brings the real 

and exercise worlds closer together.” 

 La Porta, who spent 38 years working for the 

Department of State, said international, multicomponent exercises insert real-world complexity into training. 

 “One thing that I’ve learned from working 

closely with the military throughout my career is that training is a constant need,” said La 

Porta, adding that exercises like this are equally 

valuable for State Department employees too. 

 Derdall echoed La Porta’s sentiment of the 

value of the exercise. 

 “Exercises like this are an opportunity to go 

more than paper-deep ... it’s a chance to roll up 

sleeves on an operation together,” Derdall said.

Maj. Gen. Mark Palzer, right, Commanding General of the 79th Sustainment Command (Support), 

advises Col. Vincent Buggs, left, 79th SSC Supports Operations Officer, and other 79th troops as they 

participate in Exercise Judicious Response ‘17 in Kaiserslautern, Germany, Dec. 2, 2016.

Top: Soldiers from both the 79th Sustainment Command 

(Support), and the 13th Sustainment Command (Expeditionary) collaborate during Exercise Judicious Response 

‘17 in Kaiserslautern, Germany Dec. 4, 2016. 

Right: Staff Sgt. Kevin Miller of the 4th Sustainment 

Command (Expeditionary), foreground, and a 13th Sustainment Command (Expeditionary) Soldier collaborate 

during Exercise Judicious Response.
24 The Falcon Winter 2016 25

Ugandan-Born Reserve Soldier Impacts Army, Saves Lives in Uganda 

“The majority of my childhood friends were dead,” he said solemnly. 

“When the list came up ... almost everyone I knew as a child was 

gone.” 

 “People didn’t have TV, and didn’t have time to listen 

to the radio,” Musisi explained, so Ugandan efforts to 

educate people about the dangers of AIDS through 

media weren’t reaching the islands either. 

 But with his experience at an Army Combat Support 

Hospital, Musisi with some ideas on where to start. 

 Musisi first went to Uganda’s Ministry of Health and 

asked to borrow mobile HIV/AIDS testing vans and 

to his surprise, they agreed. He then commissioned a 

feasibility study using local medical students to find out 

the magnitude of the problem. 

 “There was no scientific data that you could rely on,” 

he explained. 

 Musisi and his team of medical students went out 

for two weeks, testing as many people as they could, 

and were able to come up with a baseline of how prevalent HIV/AIDS per hundred people was in the Ssese 

Islands.

 “When we started, the population was about 30 percent positive for HIV/AIDS,” Musisi said. “The government officials were not happy with my numbers—they 

disputed them.” 

 Musisi agreed that this rate was alarming, and he 

invited the government to send its own teams to verify. 

It did, and Musisi reports that the government came up 

with an even higher rate—34 percent. 

 Musisi said there were several possible reasons the 

rate was so high in the Ssese Islands compared to the 

rest of the country: the isolation of the area; a higher 

ratio of men to women in the region; with fishing being the primary mode of income, the roving lifestyle 

promoted promiscuity; and an overall lack of education 

on how AIDS is contracted. 

 “People didn’t realize that if you used a condom it 

could protect you from AIDS,” Musisi explained. “Most 

people thought they got AIDS because God was punishing them.” 

The Clinic 

 With help from his mother and a few close colleagues, in 2005 Musisi established a nonprofit organization, the Ssese Islands African Aids Project, with a 

focus on education and testing. 

 In the beginning, they ran the organization out of 

rooms in his mother’s house, then later moved into a 

full-fledged clinic using land that Musisi had set aside 

to build a country home on. 

 The clinic has grown from treating 700 patients per 

year to now treating 20,000 patients per year. It started 

out conducting AIDS testing and education only for 

the first several years, and now is a general medical 

clinic providing a full range of HIV/AIDS treatment 

following the World Health Organization’s recommended “test and treat” regimen.

 The Ugandan Parliament recognized the clinic’s accomplishments in 2014. 

 When asked why SIAAP is succeeding when so 

many other businesses and non-profit ventures fail, 

Musisi answered that the non-profit’s success has a lot 

to do with the level of personal and emotional investment of the founders. 

 “It’s commitment,” he said. “Commitment from 

the people who we started it with—myself and the 

core team of founding members. We were willing to 

sacrifice our own personal resources. Looking back in 

hindsight, I never thought we would come this far.” 

 In fact, Musisi faced cynics when starting up SIAAP. 

 “When I started, 90 percent of my friends were telling me it couldn’t be done,” he explained. “I had friends 

who told me I was wasting this money—I could put 

this money towards Wall Street.” 

 But Musisi wasn’t deterred. Musisi promised his 

mother before she passed away that he would devote 25 

percent of his personal income to serve the people of 

the Ssese Islands, as long as he was able. 

 “I said to myself, ‘I’ll do this as long as God allows 

me,’” Musisi explained. “I’d rather have the legacy that 

we did something to help humanity while here on this 

planet. It’s an African tradition—if you receive help, 

you have to give back.” 

 Musisi also explained that he believes part of the 

 But Musisi was torn. Inspired by a visit to his college 

from former U.S. Secretary of State Gen. Colin Powell

(retired), he also felt the pull to join the U.S. Army.

 After attending Powell’s speech, he had contacted 

Army recruiters right away. 

 Musisi sought council from professors and family 

members who advised he join the Army first—a career 

in information technology or politics could wait. 

 Musisi made the decision. He joined the Army in 

2000, and because he wasn’t a U.S. citizen at the time, 

he first joined as an enlisted Soldier. 

 He received his first duty assignment as an Automated Logistical Specialist with the 31st Combat Support 

Hospital, 31st Air Defense Artillery Brigade at Fort 

Bliss, Texas. Shortly into his first active duty tour, he 

deployed to Iraq in 2003. 

Homecoming 

 While deployed, Musisi received a devastating call—

his mother had fallen ill in Uganda. 

 Granted emergency leave, when Musisi arrived 

in Uganda in 2004 to visit his ailing mother he was 

shocked at what he found—many of his childhood 

friends were gone. 

 “The majority of my childhood friends were dead,” 

he said solemnly. “When the list came up ... almost 

everyone I knew as a child was gone.” 

 When he asked why, his mother told him it was 

due to HIV/AIDS, and implored him to do something 

about the problem. 

 It wouldn’t be verified by the Ugandan government 

until later on, but at the time that Musisi visited his 

mother, almost one-third of the population of the Ssese 

Islands, Musisi’s home region, was infected with HIV 

or AIDS. This is in stark contrast to the HIV/AIDS rate 

in the rest of Uganda, which sits at about seven percent 

(according to the Uganda AIDS Commission). 

 Musisi decided that he was willing to do whatever 

was necessary to help the people of the Ssese Islands, 

even if it meant committing his own time and resources. 

 “The clinic was mainly inspired out of the need—

people were dying,” Musisi explained. 

 The infrastructure of the Ssese Islands kept it somewhat isolated from outside government support. Musisi 

explained that the roads were rough, there wasn’t access 

to electricity or running water, and the only real way to 

access the islands was by boat. 

Story by Sgt. 1st Class Alexandra Hays

79th SSC Public Affairs Chief

JOINT FORCES TRAINING BASE LOS ALAMITOS, 

Calif. — In 1990, 22-year-old Frank Musisi arrived in 

Los Angeles from Uganda with $25 in his pocket. 

 With dreams of studying computer science in 

college, Musisi, currently the officer in charge of supply 

services for the 79th Sustainment Support Command, 

had a lot of people in Uganda counting on his success. 

One of Musisi’s cousins, a lieutenant colonel in the 

Ugandan military, had funded Musisi’s move to the U.S. 

by using money he had earmarked to build a house. 

 “Based on your determination and drive, I believe 

you will be a very good investment,” Musisi’s cousin 

told him at the time, adding that he thought Musisi 

would be a positive force for Uganda. 

 That cousin’s prediction rang true. 

 Musisi first attended Los Angeles Valley College 

earning an associate degree, later earning a bachelor’s 

degree in Information and Computer Science from 

University of California Irvine, then finally a Masters 

degree—doing “every kind of job you can imagine” 

along the way to fund his education, he said. While in 

college, he was widely involved with Ugandan organizations in the Los Angeles area including the Ugandan 

Community Organization in California and the Ugandan North American Association. This networking 

and advocating on the behalf of Ugandan and African 

immigrants brought him into contact with government 

officials here in the U.S., and he was eventually offered 

a job, upon his pending graduation, with then-mayor of 

San Francisco, Willie Brown. 

Maj. Frank Musisi, center, visits the medical clinic in 2015 he 

founded in Uganda to help decrease the high rate of HIV/AIDS 

infection in his home region. (Photo courtesy of Frank Musisi).
26 The Falcon Winter 2016 27

clinic’s success is that he started slow. He didn’t start 

out with a large clinic—it took years to grow the clinic 

to what it is today. 

 “Baby steps,” he said. “The problem is huge, but only 

bite off what you can chew.”

 He said if others are inspired to take on an issue they 

see in the world or in their communities, a big misstep 

is trying to tackle the whole problem head-on, when in 

fact issues such AIDS rates are multi-faceted. 

 “When you see a problem that inspires you, you 

have to define that problem,” Musisi said of gathering 

statistics and identifying where the needs truly lie. “If 

you don’t define the problem, you will fail.”

 He also explained that rallying others to the cause is 

paramount. 

 “If you’re genuine, honest, and committed, others 

will follow. You have to be willing to sacrifice,” Musisi 

said. “You can’t do it alone, you must mobilize others.” 

Soldier and Citizen

 Musisi also credits the Army for his ability to see 

solutions where others saw a myriad of roadblocks. 

He recalled that during his deployment to Iraq he 

witnessed a 360-bed hospital built in 24 hours, “out of 

nowhere,” he said. 

 “In the Army we’re trained to accomplish missions 

regardless of obstacles,” Musisi said. 

 That attitude has contributed to Musisi’s successful 

Army career. Upon his return from Iraq he became an 

officer in the Army Reserve, went on to be selected for 

the Active Guard Reserve program, and was promoted 

to major in October 2016. Some of his previous assignments include the 311th Expeditionary Sustainment 

Command’s bulk petroleum distribution manager for 

Kuwait and Southern Iraq, and the headquarters & 

headquarters company commander for the 377th Theater Sustainment Command. 

 Others have watched his success in the Army, and as 

a result, he has become a de facto recruiter of sorts—

for several African immigrants in the Los Angeles area, 

Musisi is the first U.S. military member they have met. 

And they are intrigued. 

 “Most Africans will not go into a recruiting office,” Musisi offered. “This is because of the historical 

background with the militaries of their countries ... 

they have this perception that the military is not good, 

but when they see me wearing the uniform of the U.S. 

Army, people are curious.”

 Musisi said that through his advocacy work over the 

years, he has come into contact with many African immigrants who never considered joining the U.S. military until they met him. 

 “I must say I’m proud that if I travel today to any 

active duty base in the U.S., there’s nowhere I can go 

without finding a Soldier that came through my hands,” 

Musisi said. 

 And that tie-in with an extended community helps 

Musisi when he is away from home on military duty. 

 “I can rely on my community to take care of my 

family when I have to be away,” he said. “The Army 

complements my work in the community. The skills are 

very applicable.” 

Impact

 Through the work initiated by Musisi and SIAAP, 

the HIV/AIDS infection rate in the Ssese Islands is now 

at about 19 percent, he reports. 

 But as the clinic also now treats all kinds of illnesses 

and injuries, Musisi often receives stories of thanks and 

lives changed due to the general medical care available. 

 “My son was born at your facility, or, my sister was 

saved at your facility,” Musisi said. “These are the stories I hear.”

 Musisi reports that his clinic’s success has inspired 

other medical and non-profit organizations to come 

to the region. He also said that infrastructure development has come a long way in the last 10 years including 

the addition of solar power, electricity, running water, 

better roads, and two new ferries. 

 Musisi hopes to keep educating and informing the 

population of the Ssese Islands on HIV/AIDS prevention and treatment, work toward a future where there 

is zero new infections, and continue lifesaving work in 

Uganda while serving in the U.S. Army. 

 For Musisi, the opportunity to save lives is all the 

motivation he needs. 

 “Saving lives ... I’m telling you, that gives me so 

much satisfaction.” 

Maj. Frank Musisi, center, poses for a photo with family and 

friends at his promotion ceremony from captain to major Oct. 

14, 2016. (U.S. Army photo by Sgt. 1st Class Alexandra Hays). 

 4th ESC

JOINT BASE SAN ANTONIO, FORT SAM HOUSTON – As the sun rises on a hot summer day in 

Central Texas, a formation of Soldiers stand tall on 

historic MacArthur Parade Field located in the center 

of the military base.

 Each year the parade field - named after Lt. Gen. 

Arthur MacArthur, father of the legendary World War 

II veteran General Douglas MacArthur – hosts a slew 

of events from base-wide flea market and yard sales, 

Easter egg hunts and holiday tree lightings, to numerous time-honored military events. 

 This summer, the parade field is the location where 

Brig. Gen. Kenneth D. Jones said farewell as he relinquishes command of the 4th Sustainment Command 

(Expeditionary). The ceremony took place hot on the 

heels of the command’s return from a year-long deployment in support of Operation Enduring Freedom. 

 Brig. Gen. Jones, a Texas native from Bryan, took 

command of the 4th ESC May 2015, just a month 

before the command deployed. 

“Just over 14 months ago,” said Jones. “I was given the 

honor and privilege to command this organization, 

deploy overseas and lead these great American Soldiers on one of the most intellectually challenging and 

wickedly difficult missions that I have ever witnessed 

or been associated with in my military career.” The 

command’s recent deployment spread their Soldiers 

throughout operations in Qatar, Jordan, UAE, Afghanistan, Iraq, Egypt and Kuwait. The logistical command 

fell under the 1st Theatre Support Command providing services such as supplies and equipment to over 

20,000 United States and 60,000 coalition forces. 

 Honored guests at the ceremony included, Maj. 

Gen. Mark W. Palzer, Commanding General, 79th 

Sustainment Support Command, Maj. Gen. (retired) 

Luis Visot, Former Chief of Staff, U.S. Army 

 Reserve Command and Brig. Gen. Richard J. Torres, Deputy Commanding General Director, U.S. 

Army South.

 During his emotional speech, Jones continually 

Largest Army Reserve Command in Texas Says 

Farewell to Commanding General

Story by Staff Sgt. Nina Ramon

205th Press Camp Headquarters

praised his Soldiers for their valiancy and unwavering 

dedication during their deployment and assured them 

the command was in good hands under the leadership 

of Col. Herman Ter Meer who was chosen to be the 

4th ESC’s interim commander. 

 He said with a tone of reassurance, “Col. Ter Meer 

will lead this great organization forward till the new 

commander arrives.” 

 “Soldiers I assure you he will not let you down,” 

Jones added. 

As Jones concluded his remarks, he reminded the Soldiers to take their jobs and responsibilities seriously 

but not to take themselves too seriously. 

 “Never settle for anything less than your best effort,” said Jones. “Our nation will always need Soldiers 

like you! Soldiers who care! Soldiers who are willing to 

put their beliefs into action!” 

 The 4th ESC, a subordinate command of the 79th 

SSC, is comprised of 54 subordinate units, commanding more than 5,500 Soldiers throughout Texas, 

Arkansas, Oklahoma and New Mexico. The command, 

deemed the Army Reserve’s premier logistic sustainment command, provides trained and ready forces in 

support of global contingency operations.

Brig. Gen. Kenneth D. Jones passes the colors to Command Sgt. Major Paul Swanson during the Relinquishment of Command Ceremony at the MacArthur Parade 

Field July 9. (U.S. Army photo by Spc. Eddie Serra, 

205th Press Camp Headquarters).
28 The Falcon Winter 2016 29

Story and photos by Staff Sgt. Michael Behlin 

8th Theater Sustainment Command

 311th ESC

U.S., China participate in Disaster Management Exchange

KUNMING, 

People’s Republic 

of China — 

Memebers of the 

311th Sustainment Command 

(Expeditionary) and Service 

members and 

civilians from 

across U.S. Army 

Pacific participated alongside 

members of the 

Peoples Liberation 

Army for the 12th 

annual U.S.-China 

Disaster Management Exchange 

November 13-

19 at Kunming, 

Yunnan Province, 

People’s Republic 

of China.

 The DME allowed the participants the opportunity to share humanitarian aid/disaster response 

lessons learned from real world events to further 

develop the capacity to cooperate in the Pacific 

region. With both countries susceptible to major 

natural disasters, the event was a great opportunity 

to improve the abilities of both militaries to respond 

cooperatively.

 Gen. Robert B. Brown, Commanding General 

of U.S. Army Pacific, said that he was confident 

the participants would benefit from the exchange, 

giving their individual skills and building collective 

capability.

 “This event has evolved through the years to the 

point where it serves as an inspiration for what we 

can accomplish if we work together,” said Brown. 

“Since its inception 19 years ago, this disaster 

management exchange has made gradual gains that 

have ultimately 

helped us get 

to this point. It 

remains undeniably clear that 

when we work 

side-by-side to 

solve problems, 

and strengthen 

our partnership with one 

another we 

assure peace, 

prosperity and 

security.”

 Throughout 

the exchange, 

leaders and 

experts from 

the PLA, 

USARPAC, 

8th Theater 

Sustainment 

Command and 

130th Engineer Brigade visited various agencies 

involved with disaster management to include the 

Experimental Base of Seismological Bureau of the 

Yunnan Province, the Command Center of Civil Affairs Disaster Relief of Yunnan Province, emergency 

shelters in Baohai Park and the Kunming Reserve 

Base of Civil Affairs.

 During the visits, the personnel held dialogue and 

exchanged information regarding civil affairs, disaster relief and how they will work together to improve 

their ability to save lives, protect property and collectively better prepare for the next major disaster in 

the Asia-Pacific.

 “This kind of exchange acts as a bridge to promote relations between the two militaries and I am 

sure it will conducted at an even higher level in the 

future,” said Lt. Gen. Liu Xaiowu, commander of 

PLA’s Southern Theater Command.

As part of the U.S.-China Disaster Management Exchange, Maj. Gen. 

Gregory Bilton, the deputy commanding general for the U.S. Army Pacific, 

visited the Dianchi Lake November 14 in Kunming, China. The annual 

United States Army Pacific (USARPAC) Security Cooperation event with 

the People’s Liberation Army (PLA) is an opportunity to share Humanitarian Assistance/Disaster Relief lessons learned from real world events and 

enhance U.S. and Chinese disaster management capabilities. 

Maj. Gen. Gregory Bilton (right), the deputy commanding general of the U.S. Army Pacific, receives a briefing from soldiers of the People’s Liberation Army of the 

People’s Republic of China during his visit to the Kunming Reserve Base of Civil Affairs November 14. 

Soldiers from the People’s Liberation Army of the People’s Republic of China demonstrated water rescue skills 

to members of the U.S. Army Pacific during the practical 

field exchange portion of the China Disaster Management Exchange November 16 in Kunming, China. 

 The DME consisted of several stages that included 

an expert academic exchange, a command post 

exchange and practical field training exchange, all 

responding to the impacts of a devastating earthquake in a fictitious country.

 “Being able to share ideas during the command 

post exchange and see my Soldiers demonstrate 

some of their skills and equipment capabilities 

during the practical field exchange were invaluable 

experiences,” said Col. Danielle Ngo, Commander of 

the 130th Engineer Brigade, 8th Theater Sustainment 

Command.

 Each stage was strategically designed to foster 

communications and the sharing of knowledge and 

skills between Soldiers of the PLA and USARPAC.

Representatives from USARPAC, 8th TSC, 130th 

Eng. Bde., the Northern Warfare Training Center, 

18th Medical Command, and Pacific Ocean Division, U.S. Army Corps of Engineers, worked daily 

throughout the DME to develop relationships with 

their Chinese counterparts. Also attending the DME 

were Soldiers and representatives from the 19th 

Sustainment Command (Expeditionary), 141st Civil 

Engineer Squadron of the Washington Air National 

Guard, Center for Excellence in Disaster Management and Humanitarian Assistance, Seattle District, 

U.S. Army Corps of Engineers, U.S. Aid and 311th 

Sustainment Command (Expeditionary).

 “If a disaster is large in scope and scale, there 

is a higher probability that more than one nation’s 

military will be involved,” said Ngo. “That is why it 

is so important to have activities like the DME to 

strengthen our relationships, improve our ability to 

save lives and collectively better prepare for the next 

major disaster in the Asia-Pacific.” Upon completion, 

the Soldiers of both the PLA and USARPAC considered the exchange of skills and information to be a 

valuable experience in preparation for future natural 

disasters.

 “It has been a very successful exchange of ideas 

between our two militaries and it will definitely 

benefit us in the future,” said Cpt. Jeremy Reynolds, 

supply officer in charge for the 84th Engineer Battalion, 130th Engineer Brigade.
30 The Falcon Winter 2016 31

 311th ESC

A participant of the 2016 Southern California Tough Mudder ploughs through a 

muddy obstacle in Lake Elsinore, Calif., Oct. 8, 2016. 

ing Soldiers who would never give up physically 

or mentally,” said Rob O’Malley, host for the SoCal 

Tough Mudder. 

 Seeing Soldiers cheering at the starting point 

visually help many draw a connection between civil-

ians and military. “Tough Mudder gives civilians a 

taste of what we do in the Army, like in basic train-

ing again,” said Fraipont. 

 “We all have challenges and fears in our lives, but 

doing this helps train you to mentally take on life’s 

obstacles and develop mental grit.” 

 Some of his friends call him crazy for do-

ing Tough Mudder, but he takes that and turns it 

around into motivation to push even harder. “You 

never know how far you can go until you push 

yourself.”

Tough Mudder Develops 

Mental Grit

LAKE ELSINORE, Calif. 

(October 8, 2016) – Soldiers 

have a reputation for being 

physically fit and pushing past 

the limits when the call of duty 

arises. It even states, “I am dis-

ciplined, physically and men-

tally tough,” in the Soldier’s 

Creed. Whether on or off duty, 

these attributes stay true to the 

service member.

 The Army Reserve is a 

sponsor for the Southern Cali-

fornia Tough Mudder, which 

is a challenging course over 

ten miles with 22 different 

obstacles. This event attracts 

a wide range of participants, 

especially to veterans. 

 Staff Sgt. Clifford Fraipont, a heavy equipment 

operator from the 947th Engineer Company, con-

tinues to live the phrase, “physically and mentally 

tough” even when not wearing the uniform. 

 Fraipont, a Colorado National Guard Soldier, 

traveled to Southern California to participate in his 

26th Tough Mudder. He is training for the World’s 

Toughest Mudder by participating in regional 

Tough Mudder events such as this one. 

 Tough Mudder is not a timed event, and focuses 

on teamwork.

 “Many obstacles cannot be completed by a single 

person, and you have to rely on your team to ac-

complish the goal,” said Master Sgt. Shadonika 

Crawford, the non-commissioned officer in charge 

from the 650th Regional Support Group. 

 “I see the Army Reserve at Tough Mudders and 

all they do to support this event,” said Fraipont.

 The Army Reserve’s presence at the starting point 

sets the right mindset for participants by show-

Story and photos by Cpl. Timothy Yao 

311th Sustainment Command (Expeditionary)

Above: Staff Sgt. Clifford Fraipont, a heavy equipment 

operator from the 947th Engineer Company, Colorado 

National Guard, runs his 26th Tough Mudder to train for 

the World’s Toughest Mudder. The Army Reserve is a 

sponsor for the 2016 Southern California Tough Mudder, 

which is an event that has 22 basic training-like obstacle 

courses stretching over ten miles.

Left: The Army Reserve is a sponsor for the Southern 

California Tough Mudder, where participants run a 

basic-training like course over ten miles long with 22 

different team obstacles. “Tough Mudder is a great 

recruiting and retention event because it is an 

opportunity for civilians to interact with Soldiers and see 

that the Army is here to support local communities in 

both good times and bad,” said Master Sgt. Shadonika 

Crawford, 650th Regional Support Group.
32 The Falcon Winter 2016 33

 311th ESC

Private Frances Culpepper in a foxhole during basic training in 1975, Fort McCullough, Ala. Culpepper worked through the ranks to retire as a Sgt. Major 

more than 40-years later. (Photographer unknown)

“Never let anyone stop you from 

doing what you want to do. 

Never.”

 Sgt. Maj. Frances Culpepper grew up on the south side of 

Chicago during the Civil Rights 

Movement in the 1960s. Amidst 

negative activity and riots, Culpepper attributes the discipline 

that led her to a successful military career to the early lessons she 

learned while taking care of five 

sisters. 

 “I grew up in an environment 

where you saw drugs [and you 

saw] teenagers having babies,” 

said Culpepper. “That’s not what 

I wanted.” 

 She recalls her mother’s motivating words when she began a 

40-year military career, “You have a choice. You can 

be anything that you want to be.” 

 Culpepper joined the Army Reserve in September, 1975 as a member of the Women’s Army Corps 

under the civilian acquired skills program following 

graduation from Jones Commercial High School. 

Once she completed basic and advanced individual 

training at Fort McClellan, Alabama, Culpepper 

earned the rank of specialist and was assigned duties as a secretary stenographer.

 Basic trainees were still segregated by gender. 

“During a night fire exercise, a male Drill Sergeant 

would walk past the foxholes and toss something 

in,” she described. She heard the other girls yelling and screaming. When the Drill Sergeant tossed 

something into her foxhole, she picked it up and 

threw it back at him. 

 “It was a rubber snake,” she chuckled. 

 The opportunities for female Soldiers today only 

exist because of women like Culpepper, who worked 

and proved themselves constantly to break through 

glass ceilings. “Being a female, African American, 

and growing up in the Army?” Culpepper echoed. “I 

had to be the best.” She continued, “[I had to] shoot 

my butt off [and] I out ran my Sergeant Major.” She 

said she could not let herself be average. She had to 

work harder than the men to stand out, so she was 

not looked over. Culpepper said, “In the Bible it says 

that if you take one step, God would take two.”

 Policies and procedures fascinated Culpepper 

from the very beginning so she chose the secretarial 

and administrative arena. She has a gift for remembering and quoting military regulations, policies, 

and procedures, which proved to be invaluable for 

both her military and civilian careers. As Culpepper 

progressed through the ranks, she was assigned as 

instructor for the Administrative Specialist Military 

Occupation Specialty course and mail functions. 

She took the Chief Writer Instructor position upon 

earning the rank of Master Sergeant.

 Culpepper’s commander made the promotion 

Story by 1st Lt. Joselyn Sydnor

311th Sustainment Command (Expeditionary)

Reserve Soldier perseveres through 40-year career

to sergeant major memorable in 1998 by conducting the ceremony in front of her students. She then 

transferred to the 85th Training Division. 

 In 2004, Culpepper took a Military Technician 

position at a Drill Sergeant unit in Illinois. She 

earned the respect of her new Soldiers by exceeding their expectations as she completed a long road 

march that they did not think should would finish.

 She loves to talk about and take care of all of the 

heroes and the “Sheroes” she has known through 

the decades. Culpepper empowers women. She is 

passionate for the Army’s Sexual Harassment/Assault and Prevention (SHARP) and Suicide Prevention programs. She readily embraces and values the 

good and bad experiences with leadership. Culpepper said it is a good habit to recognize when people 

exhibit poor leadership as an example of what not 

to do. Good leadership, she remarked, is easy to 

pick up.

 “I can just look at her and use her as an example 

because she’s been through a lot of stuff. She knows 

what she’s talking about.” said Spc. Kayla Jackson, 

653rd Regional Support Group. Jackson is just one 

of the many Soldiers Culpepper mentored through 

her long career. Culpepper has long been viewed as a 

mother figure in many of the units she served.

 She is completing her doctorate about the Military Technician Program in Organizational Management and Leadership at the University of Phoenix. 

As Culpepper retires from her military career, she 

plans to continue helping Soldiers and hopes to 

eventually work for the Veterans Affairs office. She 

wants to use her background in policies and procedures, training, leadership, and administration to 

help better the current system and make a difference 

in someone’s life.

Below: Seven year-old Frances Culpepper on the couch 

when her family first moved to Chicago from Mississippi. 

Culpepper worked through the ranks to retire as a Sgt. 

Major in 2016. (Photo courtesy of her mother).
34 The Falcon Winter 2016 35

Story by Spc. Aaron Piega 

477th Transportation Company 364th ESC

FORT MCCOY, Wash. — Memebers of the 477th 

Transportation Company participated in Combat Support Training Exercise, or CSTX, Aug. 6-26, a joint and 

multinational exercise designed to assist military units 

with planning, preparing, supervising, and executing 

pre-mobilization collective training. The 477th, a U.S. 

Army Reserve unit based out of Marysville, Washington, is supported nearly 7,000 service members of various occupational specialties who participatied in the 

21-day training event this year. 

 Army, Navy, Air Force, and Marine Corps service 

members hailed from points across the country to put 

their war-fighting skills to the test in field conditions 

that closely replicated a real combat environment. As a 

cargo operations and land transportation unit, Soldiers 

in the 477th Trans. Co. were some of the first to arrive 

at Ft. McCoy to begin their training before the start of 

the exercise. 

 “For our mission, our unit is conducting and operating a central receiving and shipping point – also known 

as a CRSP yard,” said Cpl. Chris Ottoman, a transportation management coordinator for the unit. “All equipment and vehicles shipped out for the exercise come 

through us.” 

 CRSP yard operations consist of material and cargo 

handling, tactical vehicle and rolling stock mechanical 

repair operations, as well as the management and tracking of all movement from both inbound and outbound 

equipment at the training location. 

 Soldiers from Soldiers in the 477th Trans. Co. also 

use cranes, forklifts and other heavy duty vehicles to 

relocate containers already placed at Forward Operating Bases and Tactical Training Bases. 

 In addition to field training, Ottoman and his fellow 

Soldiers worked on classroom training throughout the 

exercise two hone their Soldier and leadership skills. 

The more experienced Soldiers gathered up and taught 

the less experienced Soldiers things such as troop leadership procedures, combat lifesaver skills, field radio 

operations, counter intelligence, virtual convoy training 

and improvised explosive device awareness training. 

 “It’s been an awesome experience,” said Spc. Brandon 

Moser, a cargo specialist and 2012 Marysville-Pilchuck 

High School graduate. 

 “We’ve been able to go out on missions and conduct 

combat and unit training throughout the exercise – giving us a sense of what we could expect during deployment or while in a combat zone.” 

 When Moser and his unit are not deployed or conducting annual training, each Soldier reports for battle 

assembly one weekend a month at the Armed Forces 

Reserve Center in Marysville, Washington, where everyone does movement and convoy operations or travels to training sites such as Joint Base Lewis-McChord 

or the Yakima Training Center for drivers training and 

weapons qualification.

 The 477th Trans. Co. along with the 364th Sustainment Command (Expeditionary) and the 483rd Quartermaster Company often work together during battle 

training assemblies and even more so during local 

community events. Since the unit’s relocation to the 

Marysville headquarters in 2012, Soldiers from these 

units have participated in or hosted events such as 

Easter egg hunts, the annual Arlington Fly-in Air Show, 

Marysville Touch-A-Truck event and Seattle’s Tough 

Mudder – a military style endurance obstacle course 

that has become nationally popular with civilians and 

warriors alike. 

 The 477th will be complete their annual training 

later this month. In the end, Army Reserve Soldiers 

shall be equipped with a vast amount of knowledge and 

experience in their war-fighting skills.

Army Reserve Unit Plays Active Role 

in Annual Training Exercise

652nd RSG Improves Overall Readiness 

With Mass Battle Assembly

 364th ESC

Story and photos by Maj. Marvin Baker 

364th Sustainment Command (Expeditionary)

HELENA, Mont.—More than 600 Army Reserve 

Soldiers from the 652nd Regional Support Group 

and their subordinate units improved their individual readiness during four days of training at the 

unit’s headquarters in Helena, Montana, Nov. 17-20, 

2016. 

 Each Fall, leaders in the 652nd RSG plan and 

execute several critical training events that increase 

the unit’s overall readiness. This year’s activities included mass medical and dental exams that ensured 

each Soldiers was physically and mentally prepared 

for any mission. All Soldiers are responsible for 

maintaining their own individual readiness and are 

given the resources to stay physically fit throughout 

the year. However, the mass medical event offers 

those that missed that opportunity another way to 

complete initial or follow up medical procedures. 

 Soldiers in the 652nd RSG also completed annual physical fitness tests and practiced rifle and 

grenade operation skills. After this month’s battle 

training assembly, the 652nd will increase its dental 

and medical readiness dramatically.
36 The Falcon Winter 2016 37

Photos by Sgt. 1st Class Naurys Marte

451st Sustainment Command (Expeditionary)

 451st ESC

KUWAIT— Even during deployment, Soldiers 

train to maintain basic skills. Members of the 

451st Expeditionary Sustainment Command 

conducted a weapons qualification Nov. 8, 2016, 

at a range in Kuwait. The 451st ESC completed a 

nine-month deployment to Kuwait in 2016.

Army Reserve Sgt. 1st Class Bradley C. Couch, maintenance 

management noncommissioned officer with the 451st Expeditionary 

Sustainment Command, instructs the Soldiers on the firing line during 

weapons qualification.

Staff Sgt. Anthony Lopreste, supply sergeant from the 

451st Expeditionary Sustainment Command, loads 

magazines with ammunition for Soldiers at a weapons 

qualification range in Kuwait, Nov. 8, 2016.

“The collective effort from 

everyone on the staff, and the 

Soldiers cooperating and letting us do the job to run the 

range, made this training safe 

and successful.” 

-Sgt. 1st Class Terrence Reeves, 451st ESC training 

noncomissioned officer

1st Lt. Alexandria F. Olsen, secretary to general staff 

from the 451st Expeditionary Sustainment Command 

smiles during a weapons qualification break.

Sgt. Marcus A. Brown, culinary noncommissioned officer from the 

451st Expeditionary Sustainment Command returns to the firing position after reviewing his zero target.

451st ESC Soldiers stay sharp downrange 
38 The Falcon Winter 2016 39

Story and photos by 1st Lt. Valencia Scott

451st Sustainment Command (Expeditionary)

 451st ESC

CRANE, Indiana -- More than 80 Soldiers from 

the 452nd Ordnance Company received important training at Crane Army Ammunition Activity 

Nov. 5-19, 2016, which directly related to the missions specific skills needed for when they deploy. 

Working with CAAA was ideal for the ordnance 

company to conduct training considering Crane it 

is the third largest naval installation in the world 

with 650, 000 Tons of Ordnance Storage Capacity. 

Prior to this annual training, the company typically 

conducted their annual training in Fort McCoy, 

Wisconsin for either a warrior exercise (WAREX), 

or combat support training exercise (CSTX).

 Unlike previous annual trainings, this one provided hands on training for everyone included in 

the company, which primarily consists of ammunition specialists. NSA Crane 

primarily consists of civilians 

that perform these duties 

(and others) regularly, however, they were glad to work 

with Soldiers. “Hands-on 

training at Crane Army Ammunition Activity is a great 

opportunity for our workforce to interact with the 

Warfighter they serve every 

day. CAAA employees are 

able to share their expertise 

with Soldiers and in return 

Soldiers are able to experience effective ammunition 

logistics that support them 

when deployed around the 

world,” said Matt McGowen, 

Crane Army’s Director of 

Depot Operations.

 Training at Crane covered 

the full spectrum of ammunition duties to include 

inventory, surveillance, and blocking and bracing. 

Soldiers in the unit were assigned to small teams 

that rotated between the three ammunition duties, 

thus providing effective cross training on the broad 

spectrum of different jobs, especially for those in 

the unit who are not ammunition specialist. Pfc. 

Marissa Hix of Rapid City, North Dakota is a transportation coordinator, however she worked in the 

rotating ammunition teams. “This has been a really 

good experience, especially not being an ammunition specialist. I get to see what they do in case I do 

want to change my military occupation specialty,” 

said Hix. Hix was able to explain the purpose of 

surveillance in which she assisted civilians inspect 

small arms ammunition, which is to look for defiMore than 80 Soldiers from the 452nd Ordnance Company received important 

training at Crane Army Ammunition Activity Nov. 5-19, 2016, which directly related 

to the missions specific skills needed for when they deploy. Training at Crane covered the full spectrum of ammunition duties to include inventory, surveillance, and 

blocking and bracing. Soldiers practice using a palletized loading system (PLS) to 

load CONNEXs on military vehicles.

Hands On Ordnance Training at Crane Army Ammunition Activity

ciencies such as cracks and scratches.

 Each annual training task tied into each other 

and formed the different roles each team had. Sgt. 

Zachary Gruba explained the blocking and bracing 

process, which essentially creates braces to protect 

the ammunition by preventing it from shifting and 

sliding in the trailer when ammunition is shipped. 

The importance of blocking and bracing is justified considering the next stop for the ammunition 

involved Soldiers loading it on either the palletized 

loading system (PLS) team or using heavy lifting 

equipment such as a Kalmar that loads the large 

CONNEXs onto military vehicles. The PLS and 

heavy lifting team had plenty of room and equipment to practice on Crane. Spc. Brenden Kaffar 

attested to this who operated a Kalmar machine on 

the heavy lifting team, which 

was also his favorite part of 

annual training. “This is the 

biggest machine I have ever 

operated. We have one at the 

unit but we can’t actually operate it moving conexs,” said 

Kaffar. 

 While the unit provided 

great hands on training for 

the ammunition specialists 

and cross training for others, 

the company’s culinary specialists and mechanics also attributed to a successful annual 

training. Spc. Matthew Szymonki of Watertown, South 

Dakota, and other culinary 

specialists were busy from 

four o’clock in the morning 

until the six o’clock in the 

evening preparing hot breakfast and dinner for the entire 

company in the mobile kitchen trailer (MKT). “I 

think the Soldiers look forward to the hot meal to 

get them started and at the end of a long day,” said 

Syzmonki. Staff Sgt. Kelly Ford, the non-commissioned officer in charge allowed the Soldiers to cook 

without his interference, which he believes allows 

the Soldiers to trust each other and build cohesion. 

Similarly, the mechanics worked in the maintenance 

shop and learned new skills for the civilians. Capt. 

Kristen Outtrim, the 452nd Ordnance Company 

Commander, was proud of her Soldiers and overall 

felt the training was successful. “Hands on training 

is always good, you can never get enough training 

about your job.”

More than 80 Soldiers from the 452nd Ordnance Company received important 

training at Crane Army Ammunition Activity Nov. 5-19, 2016, which directly related 

to the missions specific skills needed for when they deploy. Pfc. Allison Kipp of 

Wahpeton, North Dakota, participated in the surveillance team, which inspects ammunition for deficiencies such as crack and scratches.
40 The Falcon Winter 2016 41

SOUTHWEST ASIA — At the 

tactical level of operations, the 

ability to identify friendly and 

hostile forces with Blue Force 

Tracking in the battlefield 

becomes critical to track, communicate, strike and defeat the 

enemy, and carry on the mission. 

 BFT is a type of global positioning system that provides 

information about friendly and 

hostile military forces’ locations 

and route planning. The BFT is 

not just a GPS. It’s also a computer with a satellite antenna, 

text and imagery capabilities, 

and mapping software that 

highlights the friendly forces 

in blue and hostile forces in 

red. 

 When the 300th Sustainment Brigade Detachment 2 requested support from the 1st Theater 

Sustainment Command-Operational Command 

Post’s information technology section, “the Soldiers 

from the 451st Expeditionary Sustainment Command went above and beyond their duties and 

volunteered to install the BFTs on the vehicles,” said 

Army Reserve Maj. Parinya Sukaromya, information technology officer in charge with the 300th SB, 

1st TSC-OCP. 

 “They [300th SB] told us they had the BFTs, but 

not installed on the vehicles. So, I said, ‘we can install those for you’,” said Army Reserve Sgt. Charles 

Smalley, signal support systems noncommissioned 

officer with the 451st ESC, 1st TSC-OCP.

 Smalley, who has been in the Army Reserve for 

more than six years, took the installation of the 

BFT’s as an opportunity to work with and provide 

refresher training to Army Reserve Sgt. Alex Katz, 

signal support systems NCO with the 451st ESC, 1st 

TSC-OCP.

 “The Blue Force Trackers are the eyes and ears 

in the battlefield and are capable of being used in 

aviation assets as well,” said Katz. He expressed the 

training was a refresher.

 Yet, at the 300th SB, BFTs are not the main technology used by Soldiers to communicate during 

missions. “Harris(r) radios are used as the primary 

means of communications,” said Smalley.

 Harris(r) is a military radio manufacturer which 

Soldiers of the 300th SB use to ensure clear voice 

communication during convoy operations. Since 

the radios are used for voice transmission, the BFTs 

play a critical role in providing a visual on the route 

required and identifying possible threats during 

convoy operations.

 The combination of both audio and visual technologies aids the 300th SB and the 1st TSC-OCP to 

safely accomplish sustainment operation missions.

Story by Sgt. 1st Class Naurys Marte

451st Sustainment Command (Expeditionary) 451st ESC

1st TSC Enables Units to Track 

Forces with Technology 

Sgt. Charles Smalley and Sgt. Alex Katz, both signal support systems noncommissioned officers with the 451st Expeditionary Sustainment Command, install 

a Blue Force Tracker system on a tactical vehicle for the 300th Sustainment 

Brigade Det. 2, Sept. 20, 2016 at an undisclosed location in Iraq. (Photo by Spc. 

Milagro Perez)

https://safety.army.mil

HEREIT
42 The Falcon Winter 2016 43

88th Regional Support Command

Retirement Services Office 

Pre-Retirement Training Briefs 

Sign up for pre-retirement training in the 88th RSC 

Region 

RI	

*Dates and locations subject to change. Please verify with the RSO’s list

*Dates and locations subject to change. Please verify with the RSOs listed above prior to making travel arraignments 

63rd Regional Support Command

Retirement Services Office 

sign up for pre-retirement 

training in a city near you! 

Topics covered include:

Survivor Benefit Plan (SBP)

Gray Area Benefits 

My Army Benefits 

TRICARE Medical/Dental 

Retirement Points Management 

Retired Pay Application Process

and much more! 

88th Reigional Support Command 

Retirement Services Office 

Building 35, South 8th Ave., Fort McCoy, Wisconsin 54656

Office: (608) 388-7448/9321 Fax: (608) 388-0605

Email: Christopher.a.spencer16.mil@mail.mil

Chad.h.kleifgen.mil@mail.mil 

States Covered: CO, IA, ID, IL, IN, KS, MI, MN, MO, MT, ND, NE, OH, OR, SD, UT, WA, WI

Date: City/State:

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Date: City/State: 

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Saturday, 3 June 2017 Harlingen, TX

Saturday, 19 August 2017 Phoenix, AZ

Saturday, 23 September 2017 Hot Springs, AR

63rd RSC Regional Support Command 

Retirement Services Office 

230 RT Jones Rd

Mountian View, CA. 34043

States covered: 

AK, AR, AZ, CA, Guam, HI, NM, NV, OK

For More Information Email 63RD RSO Team: usarmy.usarc.63-rsc.list.retire@mail.mil

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about retirement? 

Ready to retire? 

Not sure what it 

takes to retire? 
44 The Falcon

Editor

The Falcon

79th Sustainment Command (Support) 

Public Affairs Office

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Los Alamitos, CA. 90720