Summer 2014 1

OFFICIAL PUBLICATION OF THE 79TH SUSTAINMENT SUPPORT COMMAND

SUMMER 2014

FalcoN

The

TRAINED, READY, COHESIVE, WELL-LED

SUSTAINMENT UNITS FOR WORLD-WIDE DEPLOYMENT

79th SSC 

Best Warriors Chosen!

Page 16

Summer 2014
2 The Falcon

79TH SSC Command Team

Commanding General

Maj. Gen. Megan P. Tatu

Command Sergeant Major

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

Command Executive Officer

Ms. Andrea M. Breyton

TheFalcon Contents

Two Star Notes

Our Role In The Total Force: By Maj. Gen. Megan Tatu

4

CSM On Point

Can’t Accomplish Our Mission Without Trust 

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

6

Spiritual Fitness

Serving something greater than ourselves: By Chaplain (Col.) Robert Ewing

7

Ask Jag

Early Lease Termination: By Col. Jere Diersing

9

Safety

Bring It Home: By Mr. Rickey Payne

10

79th SSC Medical Matters

Dental Readiness: By Col. Sridhar Natarajan

11

IDT Travel Benefit

By Col. Arthur Turnier

11

Suicide Prevention

Have The Courage To Help a Buddy: By Mr. John Orendorff

12

Families In The Fight

Army Family Team Building By Ms. Maritza Ramirez

14
Summer 2014 3

79TH SSC Public Affairs Office

Public Affairs Officer

Lt. Col. Bettina K. Avent

Public Affairs Chief

Sgt. 1st Class James K. Lilly

Public Affairs Specialist

Spc. Heather S. Doppke

The Falcon, a U.S. Department of Defense publication, is published biannually by the 79th Sustainment Support Command 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 endorsedby, the U.S. government or DoD.

SHARP

Safe Helpline: By Master Sgt. Sophia Mendoza

16

90th SB Trains at Warfighter

By Sgt. 1st Class Scott Turner, 343rd MPAD

20

481st TC Leaves Port for JLOTS

By Capt. Fernando Ochoa, 311th ESC PAO

22

364th ESC Holds NCO Induction Ceremony 

By Capt. Christopher Larsen, 364th ESC PAO

24

Operation Freedom Memorial Dedication

By Sgt. Debrah Sanders, 366th MPAD

26

Training The Force

The Combat Support Training Program: By Col. Gregory Mosser

28

Manning The Force

ARCD - Shaping our Future Force: By Lt. Col Paige Malin

29

79th SSC Best Warrior Competition

By Spc. Heather Doppke, 79th SSC PA Specialist

18
4 The Falcon

Two Star Notes:

Our Role In The Total Force

Over the past few months, the leadership 

of the 79th Sustainment Support Command has been engaged in several activities requiring a “deep dive” into many of 

our Individual Soldier Readiness reporting 

metrics. As we continue to analyze these 

measurements, it is essential that leaders 

understand and convey that whole numbers and percentages are NOT our focus. 

What these data points represent IS. Behind every whole number is a Soldier who 

freely obligated himself/herself to support 

and defend the Constitution of the United 

States. In order to fulfill this most solemn 

duty, we are asked to maintain conditions 

of employment that include being physically 

fit, trained in our duties and responsibilities, and current in our professional military 

education, among other requirements. As I 

listened to Command Teams brief their unit 

readiness, it was evident they were actively 

engaged in managing their Soldier issues. 

Engaged leadership, right down to the 

squad level, is key to retaining our finest 

Soldiers, but what other factors, that affect 

retention, should we as leaders be looking 

for? I would offer the following as a guide:

 a. Command climate is crucial in retaining quality Soldiers. No one wants to 

stay in a unit where he or she does not feel 

respected and valued. The following contribute to that climate: esprit de corps, treating everyone with dignity and respect, pride 

in the unit, active Equal Opportunity and 

SHARP programs, and the regular conduct 

of Command Climate Surveys – to include 

the follow-on discussion with Soldiers 

regarding the results. Another great tool to 

help understand and improve unit climate 

is the effective use of the Master Resilience 

Trainers and an active Ready and Resilient Program – a program that teaches our 

Soldiers valuable skills that they can use in 

every aspect of their life to achieve balance 

and “hunt the good stuff” in their lives.

 b. As important as command climate 

is the quality of training that we offer 

our Soldiers. We must continue to be innovative in developing training programs 

that balance mandatory training requirements with our METL training, so that our 

Behind every whole number is a Soldier who freely 

obligated himself/herself 

to support and defend the 

Constitution of the United 

States.

By Maj. Gen. Megan Tatu

79th Sustainment Support Commanding General
Summer 2014 5

Soldiers feel their time is being used effectively and we are able to maintain the high 

quality of the Reserve force. This includes 

adhering to the highest standards in everything that we do – whether it is manning 

a truck for an exercise, submitting Soldier 

pay on time, or conducting an Army Physical Fitness Test – and we must ensure that 

we have solid systems in place to recognize those who exceed the standards in 

their work and their dedication.

 

 c. We must continue to work on programs that integrate our Families and 

employers, so that our Soldiers have the 

support they need to focus on their missions. We must ensure that we are planning and executing high-quality Family Day 

events, and strive to recognize employers 

who actively support our Soldiers, sometimes at great cost. Recognition of our 

volunteers helps to ensure that they know 

how much we value their time and efforts.

 d. We are able to offer some financial incentives to our Soldiers right now 

that may encourage them to stay in 

and serve. While we have been offering 

Lodging in Kind for several years, we must 

make sure that everyone is aware of the 

new IDT Travel Policy, which reimburses 

Soldiers on Battle Assembly who travel 

over 150 miles – does everyone in your 

formation know if they are eligible and how 

to receive that benefit? 

As the Chief of the Army Reserve, Lt. Gen. Talley has stated, “never before has the role of the Citizen Soldier been 

more essential to the success of the Total Force and the 

nation than in today’s resource-constrained environment.”

 e. Finally, but in no way any less important, we must make sure that we are 

able to effectively communicate all of 

this to our Soldiers – and there are many 

ways that leaders can do just that – unit 

newsletters, social media, media coverage 

of unit events – all serve to get the word 

out about what we do and why we do it. 

We can recognize those who are doing a 

great job and make sure that others are 

aware of their contributions. 

As the Chief of the Army Reserve, Lt. 

Gen. Talley has stated, “never before has 

the role of the Citizen Soldier been more 

essential to the success of the Total Force 

and the nation than in today’s resourceconstrained environment.” Our Soldiers 

are men and women who have been carefully trained and represent a huge investment on the part of the United States Army 

Reserve. For our effectiveness and relevancy as a component of the Total Force, 

for our future, we must do all that we can to 

retain our committed, professional Soldiers. 

To Do For Country!
6 The Falcon

Can’t Accomplish Our Mission without Trust

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

Trust that you and your Families 

are in the best of health and spirits. 

And as always, I ask that we not 

forget the sacrifices of our Fallen 

Warriors, Wounded Warriors, Warriors and our Civilian workforce 

still in the fight, and their Families. 

Know that ALL are in our daily 

thoughts and prayers...never to be 

forgotten.

There is no way to minimize the 

workload and responsibility each 

command contributes on a daily 

basis...we are BUSY!!! Understanding our roles and responsibilities at each echelon of command 

allows for better communications, 

improved working relationships, 

and a solid command climate. 

Busy times require us to be that 

much more diligent ensuring we 

establish a culture of dignity and 

respect in our work places. We’ve 

found the need to be reliant on 

each other, basing our professional 

relationship on trust. Trust- assured reliance on the character, 

ability, strength, or truth of someone or something - we can’t accomplish our mission without trust.

Transformation, restructuring, reorganizing, training requirements and 

accountability are just a couple of topics 

of revisited discussions in our everyday 

lives. As part of the Army, and specifically the Civilian workforce and the 

Army Reserve Soldier, we find ourselves 

gearing up for changes that undoubtedly 

will have second and third order effects 

in our civilian capacity. Keep tabs on 

your Battle Buddy, stay informed and 

as much as possible, be cognizant of the 

impact those around you may be enduring.

As we transition into the hot summer 

months remember our Army Reserve 

Safety “Bring it Home” campaign. I 

challenge each of you to ensure the utmost diligence when engaging in activity where safety sometimes becomes an 

afterthought. Don’t let it happen to you, 

your Family member, or Battle Buddy.

Finally, I welcome our new Soldiers 

to our ranks and salute those who’ve 

left. To ALL, it’s an honor and privilege 

to serve alongside each and every one 

of you. Stay focused and stay SAFE...

HOOAH!!!

CSM

PMA!!!

COMMAND SERGEANT MAJOR ON POINTHOOAH Soldiers!!!
Summer 2014 7

Spiritual Fitness

Chaplain (COL.)Robert Ewing

79th SSC Chaplain

we have all heard that or maybe even said it. It is a 

way to express that which we cannot always describe 

but we know we have experienced. Something that 

we know is real, yet in many ways difficult to put into 

words. It happened for a group of us when we took 

the time to visit the WWI Memorial in Kansas City. 

 For many of us it was truly a time and place in 

which we connected with our faith and honored the 

sacrifice of those who have walked the Soldier path 

before us. There in the presence of the towering memorial we shared something greater than ourselves, an 

experience simply beyond words, yet felt in our soul.

 We approached from below the hill, climbing step 

after step. Our legs were telling us there had to be an 

easier way to reach the memorial. Yet with each step 

we were drawn in by the grandeur, and no one was 

going to turn around. 

 The size alone is overwhelming, measuring 488 feet 

by 48 feet. It tells the story of WWI from the beginning, to end in an era of great peace. Atop the wall is 

this inscription:

 “These have dared bear torches of sacrifice and service: Their bodies return to dust, but their work liveth 

forevermore. Let us strive on to do all which may 

achieve and cherish a just and lasting peace among 

ourselves and with all nations.”

 For a time we were silent, each to their own 

thoughts and faith, yet we had to push on to meet the 

rest of the group. We were headed to the glass bridge, 

but we did not have a map and we were just hoping 

to find someone to direct us. It was not until we were 

standing atop the bridge, looking at the poppies, that 

we realized we were already where we needed to be. 

Again we were quiet, each to our own thoughts, yet 

each connected through our shared journey as a Soldier and people of faith.

 The bridge and poppy field at the memorial were 

inspired by the poem “In Flanders Fields.”

 And there we were, standing atop the glass 

bridge, looking down on the field of poppies, each of 

us remembering in our own way those who have led 

the way. I was first reminded of my grandfather who 

served in WWI; he passed away many years ago. I was 

reminded of the 36 candles we lit while in Afghanistan 

to remember the fallen in our unit. It was a reminder 

of all who have gone before us, and in remembering, 

in sharing the experience with others, I am a different person. My faith is a little deeper, my spirit a little 

stronger for having spent time honoring those who 

served. It was a good reminder that in serving something greater than ourselves we get back much more 

than we would otherwise get from just ourselves.

“Serving something greater than ourselves”-

Unit Ministry Teams from the 4th and 451st Expeditionary Sustainment Commands pause for a group photo 

before touring the National WWI Museum in Kansas City.

In Flanders fields the poppies blow, 

Between the crosses, row on row, 

That mark our place; and in the sky 

The larks, still bravely singing, fly 

Scarce heard amid the guns below.

We are the Dead. Short days ago 

We lived, felt dawn, saw sunset glow, 

Loved and were loved, and now we lie 

In Flanders fields. 

Take up our quarrel with the foe: 

To you from failing hands we throw 

The torch; be yours to hold it high. 

If ye break faith with us who die 

We shall not sleep, though poppies grow 

In Flanders fields.

In Flanders Fields 
8 The Falcon 

2014 Paid for by the United States Army. All rights reserved.

ARMY RESERVE

SGT Antwan Smalls

25U Signal Support Systems Specialist Instructor

CIVILIAN

Regional Prophet Field Software Engineer

Engility Corporation

THE ARMY RESERVE

WHERE ARMY AND

CIVILIAN LIFE CONNECT.

In the Army Reserve you can build your civilian 

life while keeping all the benefits you’ve 

earned. If you transition to the Army Reserve, 

you’re guaranteed deployment deferral for two 

years, giving you more time with family and 

friends. You may also qualify for a $20,000 

bonus. And since your skills are valued by 

civilian employers, you’ll gain an edge in the 

workplace, too.

To learn more, speak to a Reserve 

Component Career Counselor or visit 

goarmyreserve.com/hood

As Army Reserve Soldiers, 

members of the 79th Sus-

tainment Support Command 

proudly bridge the gap between 

Military and Civilian communi-

ties. Living and working as both 

Citizens and Soldiers not only 

fundamentally binds our forces 

to the Nation they serve, but 

also enhances unit capabilities 

by applying civilian experience 

to military specialties.

Additionally, Army Reserve 

Soldiers bring their military 

skills and training to the civilian 

workforce, as well as their in-

grained Army Values of Loyalty, 

Duty, Respect, Selfless Service, 

Integrity and Personal Courage.

The 79th Sustainment 

Support Command’s

Sphere of Influence

232 Units in 19 States
Summer 2014 9

Col. Jere Diersing

79th SSC Staff Judge Advocate (SJA)

Q. I heard I can terminate my lease if I’m in the military. Is this true?

A. Maybe. Your main reference is the Servicemembers Civil Relief Act (SCRA), 50 U.S. C. App. Section 

535, which says you may terminate a residential lease if: you are entering active duty service for the first time; 

you have received deployment orders for more than 89 days or permanent change of station orders; you are an 

activated Reservist or National Guardsman and you signed the lease prior to your active duty.

Q. Are there requirements for how to terminate the lease?

A. Yes. To terminate the lease you must deliver a written notice of termination to your landlord, along 

with a copy of military orders. You may deliver the notice by hand, private business carrier, or mail to the designated address of the landlord. If you mail it, you should send it “return receipt requested.” If you hand deliver, 

make a copy for your records and ask the landlord to sign and date the copy.

 

Q. When do I stop paying rent to the landlord?

A. Once you have properly terminated the lease by notification to the landlord, the effective date of a 

lease that requires monthly payments is 30 days after the next scheduled rental payment. EXAMPLE: Servicemember Sam pays rent on the first of each month. Servicemember Sam hand delivers his termination notice and 

a copy of his orders to the landlord on 5 January. The next payment of rent is 1 February. The effective day of 

the termination is 1 March.

 

Q. My lease doesn’t require monthly payments. When do I stop paying rent?

A. Once you have properly terminated the lease by notification to the landlord, the effective date of a 

lease that does not require monthly payments is the last day of the month following the month you gave the 

landlord your termination notice and orders. EXAMPLE: Servicemember Samantha mails her termination 

letter and military orders, return receipt requested, to her landlord. The landlord receives and signs for it on 5 

January. Servicemember Samantha’s effective date of termination is 28 February.

Q. My landlord wants more money. Can he do that?

A. It depends. He can’t charge you a termination fee BUT he can demand payment for any taxes, summonses, or other obligations and liabilities of the lessee (you) in accordance with the terms of the lease, including reasonable charges for excess wear, that are due and unpaid at the time of termination of the lease. 

Q. What about business leases? Does the SCRA help me there, too?

A. Yes. The SCRA applies to a residential, professional, business, agricultural or similar purpose occupied, or intended to be occupied, by a Servicemember or a Servicemember’s dependents.

Q. What if I have more questions?

A. Schedule an appointment with a legal assistance attorney. 

Ask Jag:

Early Lease Termination
10 The Falcon

Mr. Ricky Payne

79th SSC Command Safety Office

Safety: “Bring It Home”

The 79th SSC and subordinate commands have 

implemented the “Bring It Home” Campaign. Posters, memorandums, pictures and other documents 

are being placed on bulletin boards in support of 

this campaign. Videos and other campaign training 

will soon be presented to our Soldiers to encourage each Soldier to “Not Leave Their Professional 

Discipline Behind” when returning to their civilian 

status. Statistics indicate Soldiers in a duty status are 

less likely to be involved in an accident. In a duty 

status you must have professional discipline. Though 

similar hazards are encountered in military and 

civilian life, Army Reserve Soldiers typically do not 

die while conducting hazardous operations on duty. 

Professionalism is the difference. 

 “BRING IT HOME” (Don’t Leave Your PROFESSIONAL DISCIPLINE Behind) is a safety campaign 

initiated by Lt. Gen Jeffery Talley, Commander, 

Army Reserve. The campaign was initiated because 

in FY13 over 93% of USARC fatalities occurred 

in a non-duty status. This statistic makes it clear 

that you, as a professional, while in a duty status 

are more safety conscious than when not in a duty 

status, e.g. “Life as a Citizen”. The campaign goal is 

to have a minimum of 10% reduction of fatalities 

while not in a duty status. The campaign’s intent is 

to have you bring home your professional discipline 

to your “life as a citizen,” to your family and to your 

job. The campaign is directed towards increasing 

your awareness that military skills and professional 

discipline are effective counter measures for hazards 

encountered in “life as a citizen”. Soldiers are expected to wear the “professional discipline” portion 

of the uniform, 24 hours a day, 7 days a week. 

 The following general list of military to civilian 

safety issues will give you a start for making comparisons you can use: military weapons to civilian 

weapons, military convoy to family travel, military 

HAZCOM to home poison control, military risk 

management to home/hasty risk management, 

PMCS/motor pool operations to POV/POM services, military hearing conservation to home hearing conservation, FTX/bivouac to camping/outdoor 

recreation and the list can be expanded on as you 

consider your non duty activities.

 As always, the 79th SSC Safety Offices are here 

to help you understand and make spot risk assessments on your way to implementing the “Bring It 

Home” campaign as a part of your civilian Life.
Summer 2014 11

Col. Sridhar Natarajan

79th SSC Medical Advisory Office

79th SSC Medical Matters

How is dental readiness determined and why is it important?

The dental fitness classification is the primary measure of a Soldier’s dental readiness. The commander can use the dental fitness classification

of unit personnel as an index of dental preparedness and to identify individuals who will require treatment during mobilization. The Army

Selected Reserve Dental Readiness System (ASDRS) provides dental treatment for Class 3 AR Soldiers, and annual exams for ALL AR

Soldiers outside of mobilization. The DOD Dental Classification Guideline and AR 40-35 outline the following dental fitness classifications:

Standardized Dental Fitness Classifications*

Class 1: Worldwide Deployment with no further treatment required.

Class 2: Worldwide Deployment with need for non-urgent routine treatment.

Class 3: Nondeployable without treatment for urgent conditions that likely will cause a dental emergency within 12 months.

Class 4: Nondeployable with no examination documented within the past 12 months. 

*A Synopsis of Reference: DoD Health Affairs: Policy 02-011 on the Standardization of Oral Health and Readiness Classifications, 4 June 2004

HOW DO I GET MY FREE DENTAL CARE?

Pick up your phone and call your Unit

Administrator (UA), or call 1-800-666-2833

to get the ball rolling. Go to the U.S. Army

Reserve Command Surgeon web page at

www.us.army.mil/ suite/page/51950, 

for more information.

DENTAL READY = MISSION READY

Class 1 or 2 AR Soldiers, don’t become a

Class 4. Maintain your readiness by

getting a FREE annual exam. See your

Unit Administrator today, or call 

1-800-666-2833 for an appointment.

ATTENTION 

AR SOLDIERS!

Army Reserve FREE DENTAL CARE is now available for Class 3 and 4 Conditions!

How is dental readiness determined and 

why is it important? The dental fitness classification is the primary measure of a Soldier’s dental readiness. The commander can 

use the dental fitness classification of unit 

personnel as an index of dental preparedness and to identify individuals who will 

require treatment during mobilization. The 

Army Selected Reserve Dental Readiness 

System (ASDRS) provides dental treatment 

for Class 3 AR Soldiers, and annual exams 

for ALL AR Soldiers outside of mobilization. The DOD Dental Classification Guideline and AR 40-35 outline the following 

dental fitness classifications.

Standard Dental Fitness Classifications*

Class 1: Worldwide Deployment with no further treatment required.

Class 2: Worldwide Deployment with need for non-urgent routine treatment.

Class 3: Nondeployable without treatment for urgent conditions that likely will cause a dental emergency.

Class 4: Nondeployable with no examination documented within the past 12 months.

*A Synopsis of Reference: DoD Health Affairs: Policy 02-011 on the Standard of Oral Health and Readiness Classifications, 4 June 2004

Dental Readiness

Col. Arthur Turnier

79th SSC Comptroller

IDT Travel Benefit

The Army Reserve (AR) has established a new 

program for select Troop Program Unit (TPU) 

Soldiers. Soldiers assigned to a critical UIC/MOS/

position/rank and who live over 150 miles one 

way may be eligible. The official distance Soldiers travel to their IDT location is determined 

using the Defense Table of Official Distances 

(DTOD), located in Defense Travel System (DTS) 

web application under “Administrative > Calculate Distance.” The Inactive Duty for Training 

Travel Reimbursement Program (IDT-TRP) allows selected Soldiers to be reimbursed $300 for 

travel and travel related expenses. Only twelve 

(12) reimbursements are authorized per calendar 

year or fiscal year per Soldier. Soldiers eligible for 

the IDT Program are automatically eligible for the 

79th SSC Lodging-In-Kind (LIK) program. Soldiers authorized for the IDT travel program are 

paid by a local voucher submitted through DTS.
12 The Falcon

Mr. John Orendorff

79th SSC Suicide Prevention Program Manager

Suicide Prevention

The Army Reserve is committed to reducing the 

number of suicides in the ranks and among the 

entire US Army Reserve Family. This includes Soldiers, DA Civilians, and Family Members. Leaders 

at all levels are engaged in this effort. To carry out 

this effort, Commanders are responsible to implement and maintain a proactive Suicide Prevention 

Program as required by the Department of the 

Army DCS G-1 Army Suicide Prevention Program. 

 Under United States Army Reserve Command 

(USARC) direction, the 79th SSC Commanding Officer will establish and maintain a Suicide Prevention Program (SPP) for the 79th SSC. The Suicide 

Prevention Program Manager (SPPM) serves under 

the G-1 to develop and implement the SPP, providing professional counsel and advice on this program. 

 The mission for 

the 79th SSC Suicide Prevention 

Program is to reduce or eliminate 

suicidal behaviors 

and help promote 

healthy lifestyles. To accomplish this mission all 

units within the 79th SSC will actively participate 

in training activities that increase suicide prevention awareness and remain vigilant for signs and 

symptoms of distress in the Force. Our goal is to 

train four Soldiers per unit to be certified in Applied Suicide Intervention Skills Training (ASIST) 

and two per squad in Ask, Care, Escort, Suicide 

Intervention (ACE-SI), to include leadership, over 

the next two years. We will develop unit level initiatives that promote anti-stigma and Soldier wellbeing by leadership actively engaging in promoting 

life. Appointed SPP unit representatives, Company, 

Battalion and Brigade level will provide supervision 

and support of this program. ESC level SPPMs will 

report directly to the SPPM of the 79th SSC. The 

SPPM will advise the 79th SSC Commander, staff 

and subordinate commands on suicide prevention, 

intervention and after care action impacting on the 

unit and its operations. 

 Proactive and Concerned Leadership are the 

foundations of a successful Suicide Prevention Program. Officers, NCO’s and Civilian staff must work 

diligently to build supportive environments free of 

stigma that encourage distressed individuals to seek 

the help they need without negative repercussions. 

Leaders and subordinates at all levels must take the 

opportunity to make an effort to understand the 

people they work with and attempt to get to know 

them on a personal level. We all need to recognize 

the potential signs and respectfully ask the tough 

questions about life’s problems, potential suicidal 

thoughts, excessive alcohol and drug use and any 

other signs of instability or self-destructive behavior. Leaders should publicly encourage their subordinates to seek professional help, then stay actively 

involved with them until the problem is resolved. 

Every Soldier and Civilian should know the warning signs, their responsibility to intervene and how 

to access resources. Leaders should also recognize 

when they themselves need to get help. 

 It is important to remember to SPEAK UP if 

you’re worried. If you spot the warning signs of suicide you may wonder if it’s a good idea to say anything. What if you are wrong? What if the person 

gets angry? In such situations, it is natural to hesitate but anyone who talks about suicide or shows 

other warning signs needs immediate help. Talking 

The four pillars of the Army Reserve Suicide Prevention Program are:

1. Providing resources to geographically dispersed personnel

2. Educating the entire force

3. Reducing stigma associated with asking for help with mental health issues

4. Involving Families in suicide prevention training
Summer 2014 13

to a friend, colleague, or Family member can be 

difficult, but if you are unsure whether someone is 

suicidal, the best way to find out is to ask. You can’t 

make a person suicidal by showing that you care. 

In fact, giving a suicidal person the opportunity to 

express his or her feelings can provide relief from 

loneliness and pent-up negative feelings, and may 

prevent a suicide attempt.

 ACE is the Army-approved suicide prevention 

and awareness training model. ACE is approximately one and one half hours long. The key training objective is awareness training (risk factors and 

warning signs). IAW AR 600-63 ACE training is 

conducted annually. US Army Public Health Command (PHC) Provisional has developed training focused at: Soldiers, Leaders, DA Civilians and 

Families. Completion of 

training for Soldiers and 

Leaders will be documented in the Digital 

Training Management 

System (DTMS) and 

the Individual Training 

record. It is expected 

that 100% of available 

Soldiers and DA Civilians will complete this 

annual training requirement. 

 ACE-SI is a four hour 

training designed for 

junior leaders and first 

line supervisors. Upon completion a certificate 

will be issued and recorded in DTMS. This training 

allows those working closely with Soldiers and DA 

Civilians to intervene and get an at-risk person the 

help they need.

 The ASIST training is a two-day intensive, interactive course designed to recognize and review 

risk, and intervene to prevent the immediate risk of 

suicide.

 The single most important thing to remember 

about Suicide Prevention is that Leadership starts at 

the team level. Communicating with Soldiers, Civilians, and Family Members is the key to reducing 

Suicide Behaviors and promoting healthy lifestyles. 

Remember to talk to Soldiers and Civilians; listen to 

what they have to say. Send the message that you are 

interested in hearing about the Soldiers’ and Civilians’ problems (create a trusting environment). Encourage healthy lifestyles (i.e. fitness, adequate rest, 

good nutrition, and stress management). Emphasize 

that seeking help in times of distress displays courage, strength, responsibility, and good judgment. 

Foster an environment of self-care and peer support 

(a Battle Buddy System), and finally, early intervention and treatment leads to faster recovery.

Some Warning Signs are:

1. Threatening to hurt or kill self

2. Looking for ways to kill self

3. Seeking access to pills, weapons, or other means

4. Talking or writing about death, dying or suicide

5. Hopelessness

6. Rage, anger, seeking revenge

7. Acting reckless or engaging in risky activities, seemingly without thinking

8. Feeling trapped-like there’s no way out

9. Increasing alcohol or drug use

10. Withdrawing from friends, family and society

11. Increased anxiety, agitation, unable to sleep, marked sleep disturbance

12. Dramatic changes in mood

13. No reason for living, no sense of purpose in life

14. Giving away of personal possessions

Military Crisis Line (24/7) 

1-800-273-8255

Fort Family (24/7)

1-866-345-8248

Providing Resources and Referrals for USAR Soldiers and Family 

members 
14 The Falcon

Ms. Maritza Ramirez

79th SSC Family Programs Director

Army FAmily Team Building

FAmilies in the Fight

LOS ALAMITOS, Calif. - The 79th Sustainment 

Support Command Family Programs held their first 

Army Family Team Building (AFTB) seminar at 

their headquarters here, on May 17, 2014. 

 The AFTB program is an Army Community Service Program that is designed to answer questions 

about the Army and its benefits. 

 The three-part AFTB program 

is a progressive program offered to 

Army Family members. The program 

begins with Military Knowledge, then 

Personnel Growth and Resiliency, and 

ends with Leadership Development. 

AFTB promotes self-reliant military 

Families which reduces Soldier stress 

and increases mission readiness. 

 “I highly recommend taking AFTB 

Level-1 no matter how many years as 

a military spouse you have. You will 

learn basic military knowledge like 

chain of command, courtesies, military benefits and entitlements,” said 

Maritza Ramirez, 79th SSC Family 

Programs Director and AFTB program coordinator. 

 “The spouses will also learn military acronyms 

and terms. It’s hard for some spouses to understand 

a conversation when the Soldier is using words like 

rally point, XO or CG. We’ll explain a lot of them so 

the spouses and Soldiers can start speaking the same 

language.” 

 Once the family member has a basic understanding of military life, the Level II class focuses on 

leadership training. “These classes build on your 

experience and equip you to lead family members 

and volunteers within your unit and other organizations. Level III assists your transition from leader to 

mentor/advisor,” said Ramirez. 

 

AFTB’s goal is to teach family members to calmly 

and confidently deal with stressful situations, 

inform them about what the military has to offer, 

teach them leadership and management skills, learn 

problem solving strategies and help them work 

through issues that may arise at home due to a deployment or dealing with everyday military life.

Military OneSource is a free service provided by the Department of Defense

to service members and their families to help with a broad range of concerns

including money management, spouse employment and education, parenting 

and child care, relocation, deployment, reunion, and the particular concerns of

families with special-needs members.

www.militaryonesource.mil

1-800-342-9647
Summer 2014 15
1616 The Falcon

Best Warrior 2014

The 79th SSC sends it’s Best Soldiers Forward

Story and photos by Spc. Heather Doppke

79th SSC Public Affairs Specialist

LOS ALAMITOS, Calif. – The U.S. Army Reserve’s 

79th Sustainment Support Command hosted their 

2014 Best Warrior Competition at Joint Forces 

Training Base, Los Alamitos and Camp Pendleton, 

Calif. 2-4 May.

 A total of seven Army Reserve Soldiers competed 

for the title of 79th SSC “Best Warrior.” The Best 

Warrior Competition seeks out the best candidate 

that defines a U.S. Army Soldier by testing Soldiers 

physically and mentally. The competition consisted 

of one enlisted Soldier and one Non-commissioned 

Officer from four separate one-star commands, 

which fall underneath the command and control 

of 79th SSC. At the conclusion, one Soldier and 

one NCO were named the 79th SSC Best Warriors 

and will represent the command in the U.S. Army 

Reserve Best Warrior Competition held at Fort Dix, 

N.J.

 This year’s competitors included: Staff Sgt. David 

Gonzalez, a wheeled vehicle mechanic of the 137th 

Quartermaster Company, 155th Combat Service 

Support Battalion, 304th Sustainment Brigade, 

311th ESC. Gonzalez has been in the military for 

nine years and is a native of Tujunga, Calif.

 Sgt. Lance Clifford, an intelligence analyst of the 

364th ESC, has been in the military for almost four 

years and is a native of Helena, Mont. 

 Sgt. Hector Corea, a public affairs specialist of 

the 366th Mobile Public Affairs Detachment, 451st 

ESC, has been in the military for five years and currently resides in Wichita, Kan. 

 Sgt. Damian Robinson, a motor transport operator of the 356th Transportation Company, 383rd 

Quartermaster Battalion, 647th Regional Support 

Group, 4th ESC. Robinson has been in the Army for 

six years and currently resides in Dodge City, Kan. 

 Cpl. Elizabeth Bridges, a transport management 

coordinator of the 711th Transportation Company, 

483rd Transportation Battalion, 650th Regional 

Support Group, 311th ESC. Bridges has been in the 

Army Reserve for one year and currently resides in 

Santa Maria, Calif.

Staff Sgt. David Gonzalez, 311th ESC Best Warrior Competitor, 

answered questions during the essay portion of the Best Warrior Competition at Joint Forces Training Base, Los Alamitos, Calif., 2 May.

Spc. David Bass, 364th ESC Best Warrior Competitor, performed push 

ups during the Army Physical Fitness Test portion of the Best Warrior 

Competition at Joint Forces Training Base, Los Alamitos, Calif., 3 May.
Summer 2014 Summer 2014 1717

 Spc. David Bass, a motor transport operator of the 

419th Transportation Company, 191st Combat Service 

Support Battalion, 96th Sustainment Brigade, 364th 

ESC. Bass has been in the Army Reserve two years and 

resides in Salt Lake City, Utah 

 Spc. Benjamin Wentz, a shower/laundry and clothing repair specialist of the 974th Quartermaster Company, 372nd Quartermaster Battalion, 647th Regional 

Support Group, 4th ESC. Wentz has been in the Army 

Reserve two and one-half years and resides in Canyon, 

Texas.

 This competition and what it entails isn’t anything 

new to these Soldiers. Each of these Soldiers had to 

earn the right to compete at the 79th SSC’s BWC. They 

first had to compete and win at similar events held by 

subordinate commands, and although many of the 

events are reoccurring, the Soldiers have a lot to take 

from these competitions, “...as we continue to train my 

knowledge expands and it not only benefits myself, but 

it benefits my soldiers and any other soldiers that I’ll be 

over one day,” said Bass.

 Upon arrival the Soldiers inprocessed and then attended the opening ceremony. Immediately after, the 

competition began with a written essay, which tested 

not only their Army knowledge but also tested them 

on their writing skills and how well they were able to 

convey their thoughts. Following the essay was their 

board appearance, which is an intense event, judged by 

Sgt. Lance Clifford, 364th Best Warrior Competitor, being inspected by 

the command sergeants major during the board appearance for the 

Best Warrior Competition at Joint Forces Training Base, Los Alamitos, 

Calif., 2 May.

Sgt. Lance Clifford, 364th Best Warrior Competitor, assembled weapons during Mystery Event one of the Best Warrior Competition at Joint 

Forces Training Base, Los Alamitos, Calif., 3 May.

Sgt. Hector Corea, 451st Best Warrior Competitor, plotted points for the 

Land Navigation course during the Best Warrior Competition at Camp 

Pendelton, Calif., 4 May.

Continued on page 30
18 The Falcon

Master Sgt. Sophia Mendoza

79th SSC SHARP Representative 

SHARP Sexual Assault Prevention and Response

The Department of Defense (DoD) Safe 

Helpline is a groundbreaking crisis support 

service for members of the DoD community affected by sexual assault. Safe Helpline provides 

live, one-on-one support and information to 

the worldwide DoD community. The service is 

confidential, anonymous, secure, and available 

worldwide, 24/7 by click, call or text — providing victims with the help they need anytime, 

anywhere.

Safe Helpline provides help in 5 

ways:

Online Helpline

Safe Helpline provides live, confidential help 

through a secure instant-messaging format at 

SafeHelpline.org. The website also contains vital 

information about recovering from and reporting a sexual assault.

Telephone Helpline

Safe Helpline also provides live, confidential 

help over the phone — just call 877-995-5247. 

The Telephone Helpline staff can even transfer callers to installation/base Sexual Assault 

Response Coordinators (SARCs), Veterans Benefits Administration (VBA) Coordinators, Military OneSource, the National Suicide Prevention Lifeline, and civilian sexual assault service 

providers. The phone number is the same in the 

U.S. and worldwide via the Defense Switched 

Network (DSN).

Text for Info

Safe Helpline can provide you with referrals by 

text to your mobile phone. You can text your 

zip code or installation/base name to 55-247 

(inside the U.S.) or 202-470-5546 (outside the 

U.S.), and Safe Helpline will text back contact 

Safe Helpline - DoD

https://www.sa
Summer 2014 19

D’s Crisis Support Service

afehelpline.org/

information for the SARC on your installation/

base and other resources available on and off base. 

*Message and data rates may apply.

Safe HelpRoom

Safe HelpRoom is a group chat service that allows 

sexual assault survivors in the military to connect 

with one another in a moderated and secure online 

environment at SafeHelpline.org.

Safe Helpline App

The Safe Helpline Mobile App (for iOS or Android) 

allows sexual assault survivors in the military to 

create a customized self-care plan and connect to 

resources from anywhere in the world.

You can use the self-care exercises and information 

in the app whenever you’d like. Your personalized 

plan will be stored only on your mobile device so 

it will remain completely confidential. Once you 

download the app, you don’t need an internet connection to use it.

 Safe Helpline services (click, call, text) are owned 

by the DoD Sexual Assault Prevention and Response 

Office (SAPRO) and are operated through a contract by the Rape, Abuse & Incest National Network 

(RAINN), the nation’s largest anti-sexual violence 

organization. However, your information will remain confidential. RAINN will not share your name 

or any other personally identifying information with 

SAPRO or your chain of command, unless required 

by law.

RAINN created and operates the National Sexual 

Assault Hotline (800.656.HOPE) in partnership 

with over 1,100 local rape crisis centers nationwide. 

RAINN also runs the National Sexual Assault Online Hotline (online.rainn.org). Together, the hotlines have helped more than 1.9 million people since 

1994.
20 The Falcon

LITTLE ROCK, Ark. - It’s 3 a.m. on April 2nd and 

Camp Pike, a U.S. Army Reserve center, is bustling 

with over 150 90th Sustainment Brigade (SB) Soldiers from Little Rock, Ark., and from all over the 

country. Their mission - to support combat sustainment operations at Exercise Warfighter 14-04 at Fort 

Bragg, N.C.

 Hundreds of olive green duffle bags are weighed 

and loaded for transportation; personnel need to be 

accounted for and last minute details attended to and 

everything made ready for a 

5:30 a.m. flight to Bragg.

 As this is their yearly Annual Training, this is the big 

exercise and training event 

for these Soldiers to sustain 

the warfighter in theater 

and to make sure everything 

their customers need, they 

have.

 To put this exercise into 

perspective, a sustainment 

brigade is the heartbeat and 

the driving force behind the 

battle. The 90th SB orders 

and tracks all types of supplies to ensure everything 

that gets ordered is actually 

received by their customer, the Soldiers fighting the 

battle. They ensure all units have what they need 

when they need it. 

 “Warfighter” is the culmination of the Army Force 

Generation (ARFORGEN) cycle. The 90th SB is 

entering their available year and is now available for 

deployment. They need to be trained as well as they 

can be to be available for any upcoming deployment, 

said Col. David Hammons, 90th Sustainment Brigade 

commander. The Warfighter exercise offers the best 

opportunity to train as a brigade staff to be ready for 

our available year, he said.

 In addition to training together, Hammons expressed the interest in bringing back a trained and 

ready staff that can work together with updated Battle 

Drills ‚ preprogrammed responses and actions to 

specific events. Through these drills, the 90th will be 

able to update their Standing Operating Procedures 

(SOPs) and to hone their individual Soldier skills, 

ready to perform any mission they’re called to do, 

mentioned Hammons.

 Getting Soldiers trained and confident in their 

ability to actually perform their job can be somewhat difficult, but it’s not an insurmountable task 

and Warfighter is doing an excellent job at this.

 Lt. Col. Robert J. Markiewicz, Deputy Command90th SB Trains at Fort Br

343rd Mobile Public Affairs Detachment

Story and photos by Sgt. 1st Class Scott Turner

Col. David Hammons coachs the 90th Sustainment Brigade members on the finer 

points of supply tracking and briefing techniques while at Fort Bragg, N.C. Annual 

Training, April 7, 2014.

er for 90th Sustainment Brigade, expressed that the 

Warfighter exercise should be viewed as an excellent opportunity to gain the knowledge of how our 

systems, operations and warfighter functions work.

 In addition to using the exercise as an opportunity, Markiewicz mentioned they’ll be bringing back 

to Camp Robinson lessons learned and using the 

experiences gained at Annual Training to develop 

a training plan to increase each Soldier’s individual 

knowledge.

 This exercise is a learning experience for the 90th, 

as most exercises are for many units. They’ll be 

incorporating some of the functions at Warfighter 

14-04 that will restructure how they conduct their 

monthly battle assemblies. 

 “I’ve seen a lot of progress in the past few days 
Summer 2014 21

from these Soldiers,” said Markiewicz. “I know where 

they were starting and they’re slowly making the 

climb and we’re heading in the right direction. If they 

continue with their efforts they’ll be a lot better off at 

the end of the exercise and as we continue to train, 

we’ll be better prepared for the next training opportunity.”

 “The heartbeat of any sustainment brigade is with 

support operations, which is the primary role of 

the Special Operations (SPO) section,” said Lt. Col. 

Donna Worthy, Assistant SPO and Chief of Distribution and Integration of the SPO Section.

 “I feel confident that all our Soldiers are ready to 

perform,” said Worthy. “In addition to their operation’s challenges, the 90th 

are also short several officer 

positions and many of their 

NCOs are serving in two 

or three positions, so we’re 

stretched thin,” she said, 

and this could delay getting 

a commodity to the customer.

 Worthy also wants to give 

all their Soldiers a handson experience, not just the 

school house experience, 

but have them actually engage with the higher headquarters and companies.

 “Our Soldiers are highly 

trained and they know what 

they’re doing, and this is 

going to be a great exercise 

and a great opportunity for 

our Soldiers,” said Worthy.

 Command Sgt. Maj. 

Lorne Quebodeaux, 90th 

Sustainment Brigade Command Sergeant Major, put 

it this way, “The biggest 

Hundreds of bags are waiting for loading at the 

Little Rock National Airport prior for leaving for Annual Training to Fort Bragg, N.C. 

thing for Soldiers to realize is that they did receive 

the training to do this. Some of the Soldiers have not 

done this as part of their job and our younger Soldiers lack confidence to go out and do it, but I really 

expect them to excel in handling their job here,” said 

Quebodeaux.

 Sgt. Maj. Bobby Hall, Senior Logistician noncommissioned officer, feels this will be an excellent 

training opportunity for all his Soldiers. “This exercise will help us come together as a team, and be able 

to understand what a sustainment brigade actually 

does,” said Hall. 'If they will take this as a mission 

rehearsal in our ready year, when they come out of 

this, they’ll be ready.”

 What many Soldiers actually don’t realize, mentioned Hall, is the 90th is now operating under new 

doctrine; the mission command concept. They’re 

taking this new concept and proving it will actually 

work for a sustainment command, he said.

 Since Warfighter 14-04 is a computer exercise, they 

need to be trained on the way 

the Army and Army Reserve 

orders and tracks supplies going in and out of theater.

 One way is by using specialized logistical tracking databases known as Command Post of 

the Future (CPOF) and Battle 

Command Sustainment Support System (BCS3). 

 CPOF, by definition, is an effective way to share live information between units that are 

not co-located that does not 

involve sending hundreds of 

emails between the operators. 

BCS3 is the primary system for 

tracking commodities between 

all US military services and is 

primarily used by the Marines 

and Army.

 For senior Army Reserve 

leaders, training could be challenging, but the 90th Sustainment Brigade is getting it done 

and done right. Warfighter 

14-04 has been a challenge - 

just like any exercise should be - but the 90th SB has 

successfully stepped up and met this difficult challenge 

head on.

ragg Warfighter
22 The Falcon

The 481st TC Leaves Por

Story by 1st Lt. Fernando Ochoa 

311th Sustainment Command (Expeditionary)

OXNARD, Calif. - Members of the 481st Transportation Company (Heavy Boat) left Naval Base Ventura County, Port Hueneme, March 10th aboard two 

Landing Craft Utility 2000 vessels en route to the 

Port of Anchorage to participate in the Joint Logistics Over The Shore (JLOTS) exercise April 2-5.

 JLOTS is the process by which rolling stock and 

containers of military cargo are moved from ship to 

shore utilizing an unimproved port.

 The 481st TC is one of two Army Reserve heavy 

boat companies operating the LCU 2000 vessel. Each 

vessel, the U.S. Army Vessel Monterrey LCU 2030, 

piloted by Warrant Officer 2 Douglas Fuchs, and the 

USAV Malvern Hill LCU 2025, piloted by Warrant 

Officer 2 Kyle Oga, is manned with 16 personnel.

 “This will be good training to show that U.S. Army 

Reserve personnel can jointly work with the Army 

active component,” said Fuchs. “I also look forward 

to working with members of the other services with 

an Army watercraft vessel.”

 This joint military exercise provided a demonstration of how U.S. military equipment and supplies 

can be quickly moved ashore when port facilities are 

nonexistent, damaged or too primitive for ships to 

off-load their cargo at a pier.

 The exercise scenario simulated a 9.2 magnitude 

earthquake, causing major damage to the Port of 

Anchorage infrastructure. Since 90 percent of the 

commodities entering Alaska process through this 

port the need for JLOTS is established.

 “JLOTS is a unique mission, which is critical to 

successful operations ashore,” said Oga. “Not a lot 

of Soldiers get a chance to experience a long voyage 

and to work a ship to shore mission, so the training 

that will happen will be very valuable.”

 This exercise brought together multi-agency 

partners who pooled their expertise and trained 

jointly to improve the nation’s combat readiness and 

the military’s force projection and disaster response 

capability.

 The 481st TC mobilized and deployed three heavy 

boat detachments from 2003 to 2006. They also 

deployed in 2011, 2012, 2013 and are currently deploying a detachment to Kuwait in support Operation 

Enduring Freedom. This unit has been awarded a 

meritorious unit citation.

22 The Falcon
Summer 2014 23

Warrant Officer 2 Douglas Fuchs, pilot of the U.S. Army 

Vessel Monterrey LCU 2030, and Warrant Officer 2 Kyle 

Oga, pilot of the USAV Malvern Hill, LCU 2025, left Naval 

Base Ventura County, Port Hueneme March 10th to 

participate in the Joint Logistics Over The Shore exercise. 

(U.S. Army photo by Lt. Col. Steven McLaughlin)

rt for JLOTS Exercise 

Summer 2014 23
24 The Falcon

364th ESC Holds NCO Ind

Story by Capt. Christopher Larsen 

364th ESC PAO

 “In the end, it comes down to: ‘I’ve got to rely on 

the Soldier next to me, and he has to rely on me,’” 

Brashears said. “You have to work together as a 

team.”

 Col. Dwight Ortiz, the 364th ESC’s deputy commanding officer, told the noncommissioned officers 

- all sergeants and staff sergeants - to rededicate 

themselves.

 “Rededicate yourselves today to leading Soldiers,” 

Ortiz said, “leading the mission and to showing others how it’s done.

MARYSVILLE, Wash. - The 364th Expeditionary 

Sustainment Command, a U.S. Army Reserve unit 

headquartered here, held a Non-Commissioned Officer 

Induction Ceremony Feb. 23.

 Fourteen new and current noncommissioned officers 

were inducted into the corps at the event, which was 

attended by more than 100 Soldiers and Family members.

 Command Sgt. Maj. Thomas Brashears, the 364th 

ESC’s senior enlisted adviser, served as host of the ceremony.

24 The Falcon
Summer 2014 25

duction Ceremony

 A true leader is, in fact, a formidable follower,” 

Ortiz added.

 This was the first Non-Commissioned Officer Induction Ceremony the 364th ESC has had in several 

years. Organizers said they plan to make them a 

regular occurrence.

 According to the U.S. Army Center of Military 

History, noncommissioned officers in the ranks 

predate the formal organization of the Continental 

Army in 1775; colonial militias featured noncommissioned officers as early as the 1600s.

 Ortiz gave the new inductees some final 

words of instruction.“Lead others,” he 

said, “and move forward in a dynamic 

way.”

Fourteen sergeants and staff sergeants were inducted into the Noncommissioned Officer Corps at a 364th 

Expeditionary Sustainment Command ceremony on Feb. 23, 2014.

Summer 2014 25
26 The Falcon

A bronzed Soldier looks on at a “battlefield cross.” A dedication cerem

public and family members of deceased service members.

Operation Freedom Memo

Story and photos by Sgt. Debrah Sanders

366th Mobile Public Affairs Detachment

WICHITA, Kan. - It’s a pleasant summer day. The grass 

is green, the sky is blue, the wind is minimal. Runners 

enjoy this sort of weather. Some chose to run the river 

walk that runs along the Arkansas River today. In the 

midst of their route, they might be taken off guard by a 

gathering in the Veterans Memorial Park that lines the 

river walk area.

 For today, for many families, is a day to immortalize the memory of the service members that gave the 

ultimate sacrifice from Operation Desert Storm, up 

through the current ongoing conflicts. 

 Operation Freedom Memorial is the brainchild 

of Gold Star Mother Anita Dixon. Dixon lost her 

son, Army Sgt. Evan Parker, during Operation Iraqi 

Freedom in October 2005. Sometime after his death, 

she took a walk through Veterans Memorial Park. “I 

thought, its much too quiet here,” said Dixon. 

 It was then she got the idea to create a memorial to 

honor those Kansas service members that had passed 

away. She said she wanted their names to echo through 

the park, and to be remembered. 

 The project began in 2008, said Dixon. She recruited 

several local business owners to help her, including a 

local construction contractor, John Wilson. “I had no 

idea what I was getting into,” said Wilson. 

 “The initial cost was going to be $300,000,” Wilson said. Wilson and Dixon, with the help of several 

local businesses and volunteers, got the cost down to 

$133,000. 

 “We held every type of fundraiser you can imagine,” 

said Wilson. After almost six years, their project is 

finally complete.

 The memorial consists of a black granite wall with 

the names of over 90 service members that have passed 

during the included conflicts. In addition, there is a 

bronze statue of a Soldier looking at a battlefield cross. 

A battlefield cross consists of boots, a vertical rifle, and 

a helmet. 

 “It was a very rewarding journey, and I have grown 

stronger everyday,” said Dixon. Dixon said she felt she 

need to do this to honor all the fallen, including her 

son. 

 When asked what her son would say about this project, Dixon said, “He would say Mom never quits. If you 

have a job that needs to be done, she will complete it.”
Summer 2014 27

mony, which took place May 17, in Wichita, Kan., was open to the 

American Legion and VFW riders stand watch during a dedication 

ceremony of the Operation Freedom Memorial, May 17, in Wichita, 

Kan. The memorial bears the names of deceased service members 

that have died during the recent war on terror.

Members of the Wichita Junior Reserve Officer Training Corps present the colors, May 17, 2014. The Kansas 

Young Marines were also present to help with the setup of 

the event in Wichita, Kan.

orial Dedication Ceremony

 Dixon was not alone in reflecting, and remembering those lost. The ceremony was open to the public, 

and many families attended to view the memorial and 

see their service members names‚ engraved into the 

memorial. Never forgotten.
28 The Falcon

Col. Gregory Mosser

79th SSC Operations

Training The Force

 The Combat Support Training 

Program (CSTP), which encompasses 

both Warrior Exercises (WAREX) 

and Combat Support Training Exercises (CSTX), is the Army Reserve’s 

most complex training program for 

sustainment units. With the USAR 

deployment pace slowing considerably, units must maintain their 

performance edge, and exceptional 

training is the key.

 The intent is for the CSTP to meet 

that training need; however, current CSTP exercise operations leave 

significant areas for improvement. 

Addressing these areas is the objective of an ongoing effort to redesign 

the exercises. The thrust of the effort, 

which Soldiers will see phased in over 

FY15 and FY16 exercises, includes 

the following:

- More realistic training. Sustainment units attending a WAREX or CSTX in the past have frequently found their mission 

at the exercise was something radically different than their doctrinal mission. In other cases, a unit may be performing its 

wartime task, but have an entire company on the ground when a single platoon is the right size element for the scope of the 

mission. Both of these situations can be addressed by involving the entire mission command chain earlier in the exercise 

planning process and by enforcing greater stability in the exercise task organization up to a year in advance.

- Better integration of automated systems. When deployed, sustainment units regularly use systems such as BCS3, CPOF, 

TC-AIMS, SAMS-E, and soon GCSS-Army—in addition to communications tools like e-mail and SharePoint. At a WAREX or CSTX, the usage and support of these systems varies, and units can spend substantial time simply attempting to 

establish basic functionality, let alone full capability. While some of this setup time mimics entry into an austere environment, the goal is to make the exercise architecture more consistent from exercise to exercise in order to reduce or eliminate 

exercise-induced confusion.

- Exercise sustainment planning by sustainment experts. In theater, sustainment brigades, ESCs, and TSCs plan and execute 

high-level support operations. Why not use their planning expertise to structure and direct the appropriate sustainment 

task organization for WAREX and CSTX? Not only will this engage brigade and above level Support Operations sections in 

large scale planning efforts, but it will also allow the Training Commands to focus on their role as the supported maneuver 

commander. Beginning in FY15 and even more so in FY16, brigades and ESCs will take on the responsibility for exercise 

sustainment planning.

These are but a few of the types of changes that will be instituted over the next several years, along with many other enhancements. When these elements are fully in place, sustainment units will experience a more realistic, more challenging 

exercise that will sharpen the training edge they need to maintain.

The Combat Support Training Program

U.S. Army Spc. Rheana Martinez, a transportation management coordinator with the 957th Movement Control Team, shows Cpl. Cristina Vides, a transportation management coordinator, how 

to properly input Travel Risk Planning System tickets into their tracking system, which tracks unit 

movement in and out of the base, during the Combat Training Exercise at Joint Base McGuire-DixLakehurst, N.J., Feb. 22, 2014. U.S. Army photo by Spc. Heather Doppke/released)
Summer 2014 29

Lt. Col. Paige Malin

Army Reserve Careers Division, 11th BN CDR

Manning The Force

 The Army Reserve Careers Division (ARCD) and its 13 

Battalions have an important strategic mission in growing, 

shaping and sustaining the overall end strength objective 

(ESO) of the Army Reserve. The ESO is needed in order to 

maintain the enduring operational force the Army Reserve 

has become over the last 13 plus years of consistent conflict.

 There are over 1,400 motivated and professional Army 

Reserve Career Counselors (ARCC) – commonly known 

as ‘retention NCOs’- located throughout the United States, 

its territories, Europe, and in the current Southwest Asian 

Theater of Operations with Army Central Command. In 

general ARCCs have two missions. First, they need to fill 

vacancies in the ranks of Army Reserve units. This is done 

by prospecting for and contacting officers as well as enlisted 

Soldiers that have transitioned into the Inactive Ready 

Reserve (IRR). Once contacted, the ARCCs are experts at 

informing them on the incentives and benefits that come 

with re-affiliating with the Army Reserve. 

 It’s difficult to convince IRR Soldiers that the education 

and training they gained from their Active Duty experience, along with their knowledge, skills and abilities they 

bring from their civilian careers, are sought after and highly 

valued in the Army Reserve. It’s also difficult to fill unit 

vacancies, if unit Command Teams fail to advertise vacant 

positions and they don’t have or refuse to have a professional working relationship with their local ARCC.

 The ARCC’s second mission is to keep Warrior Citizens 

in the ranks of Army Reserve units by conducting reenlistments. They are also charged with being able to understand 

and explain all the career progression opportunities the 

Army Reserve has to offer, conduct reception, retention and 

exit interviews and assist Command Teams in recovering 

unsatisfactory participants.

 These are important missions and they can’t be done by 

the ARCC alone. It requires a team effort that includes the 

entire chain of command. It has to start with the First Line 

Leader, include the Unit Administrator (UA) or Senior Staff 

Advisor (SSA), be overseen by the local supporting ARCC 

and must have Command Team emphasis. 

 In order to be successful, Command Teams need to 

understand that retaining Soldiers in the Army Reserve 

begins with new Soldier sponsorship. Sponsorship is a commander’s program. The requirements and responsibilities 

for a quality sponsorship program are outlined in AR 140-

7. ARCD can assist Commanders by sending members of 

our Quality Assurance Teams to conduct sponsorship training for you. Contact your local ARCC for details on how to 

schedule QAT training for your unit. 

 Maintaining a positive command climate and purpose 

through meaningful training and sound leadership will also 

help retain your Soldiers. Leaders set the climate. A positive 

command climate is rooted in trust, creates commitment 

and teamwork, is sustained only through routine affirmation and reinforcement by the entire chain of command 

and leads to mission and Soldier success. Indicators of a 

positive climate are increased retention and reenlistment 

rates. 

 Though reenlistment is primarily a Command Team 

activity, continued emphasis by Battalion, Brigade, and 

General Officer level commanders on the importance of 

good communication between company Command Teams 

and the local ARCC with regard to having visibility on their 

reenlistment eligible population will produce measurable 

results. Good communication however, needs to be reinforced with Command Team involvement and presence at 

reenlistment ceremonies.

 Another way to increase reenlistment and retention rates 

is to select and train a Duty Appointed Reenlistment NCO 

(DARN). Although the local servicing ARCC is the subject matter expert on all career related issues Soldiers face, 

DARNs can be a vital link in your retention and reenlistment programs. Commanders need to appoint, in writing, 

a part-time additional duty Retention NCO. The selected 

NCOs should have at least 12 months retainability in the 

unit and not possess a primary MOS within the 79 career 

management field (CMF). 

 In addition to the recruiting and retention mission, 

ARCD has other responsibilities, such as our Career 

Management and Officer Production teams. The Career 

Management Office (CMO) provides comprehensive 

career management to Troop Program Unit (TPU) officers 

and warrant officers in order to maximize the number of 

educationally qualified and professionally developed Army 

Reserve officers prepared for successful career progression. 

 The ARCD officer production element, known as the 

Special Missions team, is tasked with prospecting and 

packeting Soldiers for Army Reserve officer producing 

programs. For instance, ARCD Special Missions NCOs 

assist Army Reserve Soldiers to become Warrant Officers, 

get a direct commission or earn a commission by attending 

Officer Candidate School. 

 It’s imperative Command Teams seek out, get to know 

and employ their local supporting Army Reserve Career 

Counselor. Make them part of your special staff. Get to 

know their roles and responsibilities and understand how 

they can assist you with your personal readiness goals. If 

Army Reserve units are not ready, they won’t remain relevant and they won’t be deployable when called to assist in 

fighting and winning our Nation’s wars.

Army Reserve Careers Division Shaping Our Future Force
3030 The Falcon The Falcon

five command sergeants major. From the minute they enter the 

room these Soldiers are being judged on their appearance, overall 

posture, how they walk to their seats, their execution of facing 

movements, and on their confidence in answering questions. 

They’re expected not only to be knowledgeable on the overall 

facts and history about the Army and being a Soldier, but also on 

what’s going on in the world today. 

 Day Two began bright and early with the administration of the 

Army Physical Fitness Test. The APFT is designed to test the Soldiers on their strength and endurance. Surpassing the maximum 

points in every category and making the APFT extended scale, 

Corea and Bass took first place for each rank.

 Next the Soldiers moved onto the Engagement Skills Trainer 

2000, where they zeroed and qualified for both day and night fire 

with the M-4. The EST 2000 provides realistic marksmanship and 

combat scenario training for the 12 most common small arms 

and crew-served and individual anti-tank weapons in the Army 

inventory.

 Following the EST 2000, the Soldiers then moved onto their 

Mystery Events, and without knowing what’s next to come, they 

definitely needed to keep their motivation and energy high. For 

Clifford his motivation is, “not wanting to lose, you don’t show 

up for these things wanting to lose, if you come with that kind of 

mentality you shouldn’t be there, and so whenever I was getting 

really tired or really wanting to kind of just slow down or take it 

easy I just had to keep reminding myself why am I here? Why am 

I here? And just drive on.”

 The first event was an approximate one mile run to the mystery 

event location. Once there the Soldiers were to assemble, clear, 

functions check and reassemble a M-9, M-4, 249, 240B and then 

answer five questions on weapons. The Soldiers were timed from 

the start of their run to answering their final question.

 For Mystery Event Two, the Soldiers were tested on their skills 

and knowledge in Combat Life Saving by demonstrating how to 

prevent and control shock on a casualty. 

 Then onto their final Day Two Event, Combatives, which was 

NCOs versus NCOs and Soldiers versus Soldiers. Even though 

every Soldier gave it all they had, Clifford and Wentz were the 

overall victors.

 Upon the final day of the competition the Soldiers were driven 

75 miles to Camp Pendleton, Calif., to compete in the last two 

events. The first was the 10 kilometer road march, which was 

conducted in full “battle rattle” to include helmet, weapon, and a 

rucksack weighing a minimum of 35 pounds. The final event was 

the Land Navigation Course, in which the Soldiers were to plot 

and find five points that were spread over a seven mile radius. 

Bass came in first at two hours and 15 minutes and second was 

Clifford at three hours and eight minutes.

 Although these Soldiers spent three days giving all they had 

Staff Sgt. David Gonzalez, 311th ESC Best Warrior Competitor, and 

tor, grappled during combatives for the Best Warrior Competition at 

Sgt. Hector Corea, 451st Best Warrior Competitor, ran downhill dur

Camp Pendelton, Calif., 4 May.

Continued from page 19
Summer 2014 31

d Sgt. Damian Robinson, 4th ESC Best Warrior Competi

t Joint Forces Training Base, Los Alamitos, Calif., 3 May

ring the Ruck March for 0the Best Warrior Competition at 

Summer 2014 31

competing against each other, in the end they still see each other as 

teammates. Clifford said, “the comradery among the competitors, even 

though you’re there competing against each other, you’re also at the end 

of the day...help each other out and that’s really more like a...I think a 

testament to the comradery of the people in U.S. Military and the U.S. 

Army, that you can be competing against each other but still help each 

other out, I think that’s my favorite aspect of it.” 

 The three day competition, both physically and mentally demanding, was finally over and the Soldiers were brought back to the 79th SSC 

to await the final announcement of the winners. Maj. Gen. Megan P. 

Tatu, Commanding General of the 79th SSC, held an award ceremony 

to thank all the competitors and announce one Soldier, Bass, and one 

NCO, Clifford, as the 79th’s Best Warrior’s. Bass and Clifford will now 

represent the command in the U.S. Army Reserve Best Warrior Competition held at Fort Dix, NJ. 

Spc. David Bass, 364th ESC Best Warrior Competitor, performed first aid on 

a casualty during Mystery Event two of the Best Warrior Competition at Joint 

Forces Training Base, Los Alamitos, Calif., 3 May.
32 The Falcon

Editor

The Falcon

79th SSC Public Affairs Office

4201 Saratoga Avenue

Los Alamitos, CA 90720-5170

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