Volume 1 Issue 2 Summer, 2011

The

Falcon

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

Trained, ready, cohesive, well-led 

Sustainment units for world-wide deployment 

“To Do For Country”
79th SSC Staff Judge Advocate

Beware of Simple Credit Repair Solutions

Command Executive Officer

Ms. Andrea M. Breyton

Command Chief Warrant Officer

Chief Warrant Officer 5 Scott M. Jackson

Commanding General

Maj. Gen. William D. Frink, Jr.

Command Sergeant Major

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

On Doing Less With Less: by Maj. Gen. William D. Frink, Jr.

Departments

TheFalcon

Two Star Notes 4

Taking Care of Soldiers: by Command Sgt. Maj. Robert N. Roberson 6

79th SSC Command Team

CSM On Point

Safety Sustainment Board 38

News & Tools You Can Use 26

Families In the Fight

Volunteer Family of the Year 16

POV and POM Safety

Inspector General 

Do You Have Something to Report? 20

40

Become a Fan and Keep Current with us at:

www.Facebook.com/79SSC

Command Medical Advisory Board

On Medical Readiness 36

Links and Info to What’s Relevant to You
I.A.M.Strong - Are You?

Public Affairs OIC 

Lt. Col. Wilmer Moore

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

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

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

451st ESC Activates in Wichita 

10 Arrows Forward Takes Point

4th ESC Becomes Core of JSC - Afghanistan 

Sustaining the Fight in Korea

311th ESC Participates in Ulchi Freedom Guardian 12

 Summer/Fall 2011

Inside the 79th’s 2011 BWC (Cover Page)

Do You Have What it Takes? 22

79th SSC Public Affairs Office

Features

A New ESC is Born 8

Sexual Assault and Harassment Prevention 21

Public Affairs NCOIC

Sgt. 1st Class Corey L. Beal

Preparing for Deployment

Yellow Ribbon Program: Phase 1 32

Jr. Soldiers Step Up to the Challenge

Battle Captain Knows no Rank 18

Never to Late to Recognize Heroism

WWII Veteran Receives Awards After Nearly 70 Years 42

Facilitating the Iraq Drawdown

364th ESC Takes Helm of Drawdown Operations 16
By Maj. Gen. William D. Frink, Jr.

We are all familiar with the cliché 

“do more with less.” To our credit 

and condemnation we have managed to do it for years, but as our 

resources dwindle we have passed 

the point where that cliché no longer resonates. 

Before taking his current assignment as the Army Chief of Staff, 

Gen. Raymond T. Odierno said at 

the annual Joint Warfighting Conference in Virginia Beach that “we 

must avoid the trap of doing more 

with less, which is a recipe for creating a hollow force,” and that “we’re 

now forced to make decisions that 

previously we could avoid.”

The reality which Odierno alluded 

to, and what each of us must accept, is that the Army has reached a 

new era of resource constraint forcing paradigms to shift and difficult 

choices to be made. All this said, 

the sky has not fallen, because we 

are going to continue moving forward by doing less with less.

When I say do less with less, it is 

with the realization and recognition 

by all senior leadership in the Army 

that hard decisions are going to 

have to be made, that leaders at all 

levels are going to have to communicate what they can and can’t do. It 

is candidly asserting that the rhetoric has become a platitude and we 

have gone down that road as far as 

we can go. 

This era will be particularly new 

for anyone that has joined our ranks 

since 9/11, but will be somewhat 

reminiscent to those of us who have 

been serving for 15 or 20 years. We 

are going back to the days when resources were not plentiful and we 

were not always able to accomplish 

the tasks we wanted to. 

It also means that we will not be 

capable of achieving everything 

we were previously expected to 

accomplish. Leaders at every level 

must have the wisdom to decide 

what is important, the ingenuity to 

make it happen, and the fortitude 

to stand up and say what cannot be 

accomplished. Time, money, equipment, and personnel must all be 

carefully considered and leveraged 

against each other. 

How we have measured readiness 

and success cannot remain as is. If 

there is a golden formula on how to 

achieve this – I have not seen it, so 

we must analytically reassess as we 

move forward. My guidance to you 

is instead of going an inch deep 

and a mile wide – go deep on what 

matters. If you’re trained on your 

core competencies, then I believe 

you’re doing well.

Returning to the fundamentals of 

training as established in FM 7-0, 

we must train to standard. The measure of success is not the number of 

tasks you complete, but which tasks 

you do complete and the proficiency that was achieved. Conducting 

annual training with the intention 

of raising the T-level on all of your 

tasks is a perfect example of creating Odierno’s foreboded “hollow 

force.” 

As Stephen Covey aptly put it, 

“the key is not to prioritize what’s 

on your schedule, but to schedule 

your priorities.” You must assess 

what the most critical tasks are to 

your organization and preserve 

them. As painful as it may sound, 

less critical tasks may have to come 

off the board.

Each organization has its own 

unique mission, vision and goals. 

The priorities of a transportation 

company are never going to be the 

same as a finance center’s. This being the case, a one size fits all approach will not work. I am not going to say what is most important 

to you - each unit has to discern 

their own priorities for themselves. 

You must pick what your primary and key competencies are. 

Some things that are not in your 

core competency will simply have 

to be put to the side. Once this is 

done you need to document where 

you are on what was sidelined and 

bring them to par when you can. 

The Army Force Generation model 

has given us aim points and it does 

not say units must always be at a 

high state of readiness – it depends 

on where you are in the cycle. It is 

perfectly acceptable if a unit is at 

a low state of readiness at the early part of the cycle. Being at a low 

Doing Less With Less

Two Star Notes:

“My guidance to 

you is instead 

of going an inch 

deep and a mile 

wide – go deep on 

what matters.” 

79th Sustainment Support Command, Commanding General

4 The FALCON
2-28. Leaders develop a sense of stewardship in subordinates. Good stewardship is 

learned during tough training in which individuals learn to respect and trust themselves and their leaders. Effective training also develops appreciation for the importance of well-maintained equipment and other resources. Individuals must preserve 

resources and make wise decisions regarding their use and upkeep. Resources 

include people, individual and organizational equipment, installation property, training 

areas, ranges, facilities, time, the environment, and funds. Leaders and subordinates 

are responsible for protecting these assets. Subordinates tend to follow the example 

leaders set. Preserving readiness requires enforcing accountability for resources.

3-31. Time and resources are limited, so not all tasks can be trained to proficiency. 

Commanders focus training on the collective tasks most essential to mission accomplishment and that facilitate operational adaptability.

2-10. A task is a measurable action performed by individuals or organizations. A 

standard is the accepted proficiency level required to accomplish a task. The standard 

for training is mastery, not just minimum proficiency. Mastery of a task is being able to 

perform the task intuitively, regardless of the conditions. Units master tasks by limiting the number of tasks to train to a few essential tasks that support accomplishing 

the mission. Leaders train their organizations until they achieve the standard, which 

may mean training longer than planned. Training schedules include time for retraining. If units achieve the standard earlier than planned, leaders challenge the unit by 

changing the conditions, move on to other tasks, or finish training early. Individuals 

and units demonstrate their proficiency at the start of training to identify shortcomings 

needing attention. This helps units avoid wasting time training on a task in which they 

are already proficient.

“You must assess what the most critical tasks are to your 

organization and preserve them. As painful as it may 

sound, less critical tasks may have to come off the board.”

FM 7-0 • February 2011 

state of readiness, but making your 

aim points, is all that is required. 

Reinforcing this is how we must resource our units dictated by where 

they are at in the ARFORGEN cycle. 

Units that are in reset may have a 

lofty training plan and want to do 

overseas training, but will likely be 

told no because they are in reset. 

The Chief of the Army Reserve and 

Chief of Staff of the Army realize 

that this is a resource constrained 

environment. You may not be able 

to train on all your METL tasks and 

bring them to an acceptable level 

– and that’s okay. This is really an 

acceptance by the leadership that 

resources are not going to be sufficient, nor are all units required to 

be at the highest state of readiness 

at all times.

Unlike 15 or 20 years ago, we are 

much better poised to realistically 

do less with less while preserving 

our operational reserve at acceptable levels through the use of our 

technology. Our use of email, teleconferencing, distance learning and 

simulations must all be further embraced to replace their costly counterparts wherever feasible. 

Things that were once unheard of 

may become common place. For instance, we could very well be qualifying with live ammunition one year 

and using a weapons simulator the 

next. This has not been approved, 

but I am willing to put it on the 

table. There are no creative solutions we receive from the field that 

we are not willing to consider and 

propose to higher. Everyone needs 

to search for innovative solutions to 

compensate for our constrained resources, whether it is replacing traditional training with virtual, or consolidating programs which overlap 

in function. 

In the midst of this new era we 

must take care of the Army’s most 

precious resource – our Soldiers. 

Doing less with less includes learning to live within our means without 

over-tasking ourselves or our teammates. Even the best of us can only 

push forward full throttle for so long 

before we run out of gas, burn out 

or give up. Remember that there is 

no short term objective worth sacrificing the future of the force for. 

As we navigate through these 

times, I urge you to keep faith with 

your Soldiers and their Families, 

communicate openly and honestly, 

share your ideas and successes, and 

continue to do the best you can 

with what you have. I thank each of 

you for your service, your sacrifice 

and your commitment to our great 

Nation.

Summer/Fall 2011 5
HOOAH Soldiers,

As this edition of our Falcon magazine hits 

the book stands, we’ll have celebrated Holidays dear to ALL. Some of us had the privilege of spending time, in our homes, with 

those close to us. Others, because of deployment or mission requirements celebrated via 

e-mail, face book, postcards, and or even old 

fashioned letters. To ALL, know that the commitment and sacrifices you and your Families 

have endured this past year are not forgotten. 

THANK YOU.

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. So take a moment, just for them, and remember.

I’m privileged to serve as your Command 

Sergeant Major. In doing so I’ve had the opportunity in my travels across our footprint 

and to observe firsthand the dynamics of our 

organization. Leadership Teams at every level, 

though challenged by increased demanding 

requirements, restricted resources, manpower shortages and that other little factor...TIME 

MANAGEMENT, still find the means to get the 

mission accomplished. 

The BLUF is the brunt of the “means” are our 

Soldiers, whether AGR or TPU, and our Civilian 

workforce who have taken on the challenges. 

So - though we are making mission, a simple 

question we need to ask ourselves is: are we 

taking care of our Soldiers and our Civilian 

workforce?

Field Manual 6-22, writes of balancing mission and welfare as well as what it means to 

take care of our Force. This is a difficult, but essential task which every leader manage.

Taking care of Soldiers has always been, and 

will always be a part of our Army culture. No 

matter the era or circumstances you joined 

the Army, you were surrounded by Leaders 

postured to take care of your transition and 

growth in the Army. The only difference today 

is we’ve become those Leaders charged with 

those responsibilities. We’ve also recognized 

our responsibility to our Civilian workforce.

As we commit our Soldiers and Civilian 

workforce to the multiple tasks ahead, we also 

commit their Families and civilian employers. 

So it matters that we do all we can to provide 

meaningful mentorship, prepare them for 

promotion opportunities, growth in their areas of responsibility and balance in their personnel lives. It’s imperative that we remain 

transparent in affording these opportunities 

in a fair and equitable manner. 

Commanders, Senior Noncommissioned Officers and Civilian leaders, I challenge each to 

revisit your ranks. Take the time to walk your 

Areas of Responsibility and talk to our Soldiers 

and Civilian workforce. Just as important is to 

listen and hear what is being said. Most often 

we learn from these visits and improve our 

foxholes. 

Improving our foxhole ultimately equates to 

taking care of Soldiers and our Civilian workforce. When we take care of our Soldiers and 

our Civilian workforce, we gain the trust and 

support of their Families and civilian employers. Stay engaged and make a difference! 

As always, I encourage and look forward to 

your comments. If you have a topic you would 

like to discuss, you can e-mail me at: 79th_

Soundingboard@usar.army.mil.

My enduring message to ALL, know that our 

Army, Leaders, Families, employers and communities have invested their trust and confidence in your commitment to being that Citizen Soldier. Whether you’re in uniform or not, 

stand tall when you’re out there. 

Know too how proud I am to serve along 

each and every one of you. Stay focused and 

be safe...HOOAH!!!

CSM

PMA!!!

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

Taking Care of Soldiers

*PMA stands for Positive Mental Attitude, an acronym I 

have used to sign off for more than 25 years. It is a personal 

motto “borrowed” from a solid mentor of yesterday. PMA 

is an attitude that paves the way forward, no matter the 

challenge and regardless of gender, religious belief, or 

ethnicity...HOOAH!!!

6 The FALCON COMMAND SERGEANT MAJOR ON POINT
The Balance Between 

Mission and Welfare

FM 6-22 • October 2006

7-56. Consideration of the needs of Soldiers and civilians is a basic function of all 

Army leaders. Having genuine concern for the well-being of followers goes handin-hand with motivation, inspiration, and influence. Soldiers and civilians will be 

more willing to go the extra mile for leaders who they know look out for them. 

Sending Soldiers or civilians in harm’s way to accomplish the mission seems to 

contradict all the emphasis on taking care of people. How can a leader truly care 

for comrades and send them on missions that might get them killed? Similarly, 

when asking junior officers and NCOs to define what leaders do, the most common 

response is, “Take care of Soldiers.”

7-57. Taking care of Soldiers entails creating a disciplined environment where 

they can learn and grow. It means holding them to high standards when training 

and preparing them to do their jobs so they can succeed in peace and win in war. 

Taking care of Soldiers, treating them fairly, refusing to cut corners, sharing hardships, and setting a personal example are crucial.

7-58. Taking care of Soldiers also means demanding that Soldiers do their duty—

even at risk to their lives. Preparing Soldiers for the brutal realities of actual combat is a direct leader’s most important duty. It does not mean coddling or making 

training easy or comfortable. Training neglect of that kind can get Soldiers killed. 

Training must be rigorous and simulate combat as much as possible, while keeping safety in mind. Leaders use risk management to ensure safety standards are 

appropriate. During wartime operations, unit leaders must also recognize the need 

to provide Soldiers with reasonable comforts to bolster morale and maintain longterm combat effectiveness. Comfort always takes second seat to the mission.

7-59. Taking care of others means finding out a Soldier’s personal state on a particular day or their attitude about a particular task. The three attributes of a leader—

character, presence, and intellectual capacity—can be applied as a leader’s mental 

checklist to check on the welfare and readiness of Soldiers and civilians alike. It 

is up to the leader to provide the encouragement to push through to task completion or, when relief is required, to prevent unacceptable risk or harm and find other 

means to accomplish the task.

7-60. Many leaders connect at a personal level with their followers so they will 

be able to anticipate and understand the individual’s circumstances and needs. 

As discussed previously in the chapter, building relationships is one way to gain 

influence and commitment from followers. Knowing others is the basis that many 

successful leaders use to treat personnel well. It includes everything from making 

sure a Soldier has time for an annual dental exam, to finding out about a person’s 

preferred hobbies and pastimes. Leaders should provide an adequate family support and readiness network that assures Soldiers’ families will be taken care of, 

whether the Soldier is working at home station or deployed.

Summer/Fall 2011 7
The 451st Expeditionary Sustainment Command was activated September 16 

in Wichita, Kan., becoming the newest ESC in the Army Reserve and member of 

the 79th Sustainment Support Command family. 

For the next year, the 451st will recruit, train and establish its headquarters 

in order to become fully mission capable. In September of 2012, the 451st 

is scheduled to take command and control of multiple Army Reserve units 

throughout the Midwest. 

A New ESC is Born

451st Expeditionary Sustainment Command 

8 The FALCON
Vision

The 451st ESC embodies the future of the 

Army Reserve’s command and control of 

sustainment operations. As an operational 

command post of a Theater Sustainment 

Command, the 451st will plan, coordinate 

synchronize, monitor and control operationallevel sustainment operations for Army Service 

Component Commands, Joint Task Forces and 

Joint Forces Commands.

As a one star command in sustainment 

operations, the 451st will plan, coordinate, 

and provide sustainment to forces; plan, 

prepare and execute theater opening and 

reception, staging, onward movement 

and enable integration of forces; provide 

movement control; and establish and operate 

sustainment facilities and bases. 

History Mission

The 451st ESC will lead the Army Reserve as a 

relevant and ready operational command which 

is prepared to support and execute operations 

throughout the world. 

The 451st ESC will sustain our forces with 

excellence through teamwork and dedication. 

Every member of the 451st is an indispensable 

full-scale shareholder in the success of the 

command and fulfillment of its duties. The 451st 

will operate in an atmosphere of discipline, 

creativity, humor, and pride; where individual 

thinking and decision making are not only 

encouraged, but essential.

The 451st ESC and its members are the 

Ambassadors of the Army Reserve. As an 

organization of Citizen-Soldiers, the 451st will 

be the model of leadership and partnership in 

the Central Mid-west Region and integrate fully 

within the communities where we work and live. 

Shoulder 

Sleeve 

Insignia

Follow the 451st ESC on Facebook at

 Constituted 3 January 1944 in the Army of the 

United States as Headquarters and Headquarters 

Company, 52d Quartermaster Base Depot

 Activated 10 January 1944 at Camp Lee, 

Virginia

 Inactivated 25 June 1946 in Belgium

 Redesignated 14 April 1947 as Headquarters 

and Headquarters Company, 451st 

Quartermaster Base Depot, and allotted to the 

Organized Reserves

 Activated 24 April 1947 in Indianapolis, Indiana

 Reorganized and re-designated 10 April 1953 

as Headquarters and Headquarters Company, 

451st Quartermaster Depot

 Reorganized and re-designated 31 January 

1968 as Headquarters and Headquarters 

Company, 451st Field Depot

 Inactivated 10 August 1984 in Indianapolis, 

Indiana

Converted and redesignated 10 February 2009 

as Headquarters and Headquarters Company, 

451st Sustainment Command (Expeditionary)

 Activated 16 September 2011 in Wichita, 

Kansas

The chevron denotes the unit’s support role in 

warfare. The colors emphasize the attributes 

of the Command - red conveys courage, blue 

signifies loyalty, and white represents devotion 

- also indicating the national colors. The stylized 

arrow symbolizes the “Transportation Cycle of 

Logistics,” alluding to the Command’s movement 

around the world and back to complete 

the mission. The sword, point up, illustrates 

readiness to engage in the fight. 

www.facebook.com/451stESC

Summer/Fall 2011 9
The 4th Expeditionary Sustainment Command is the core 

of Joint Sustainment Command – Afghanistan. JSC-A has a 

growing mission of overseeing sustainment operations and 

other functions in Afghanistan. 

Arrows Forward

Takes Point 

Story and photo by Spc. Andrew Valles

10 The FALCON 4th Expeditionary Sustainment Command 
Brig. Gen. Les J. Carroll, 

commanding general for the 

4th Expeditionary Sustainment Command and Joint 

Sustainment Command - 

Afghanistan, and Command 

Sgt. Maj. Travis Williams, 

command sergeant major 

for the 4th ESC and JSC-A, 

uncase the unit's colors 

during the JSC-A transfer 

of authority ceremony, July 

25, at Kandahar Airfield, 

Afghanistan. The 4th ESC, 

headquartered in San Antonio, is currently in charge 

of sustainment operations 

for U.S. and coalition forces 

throughout Afghanistan.

KANDAHAR AIRFIELD, Afghanistan – The U.S. 

Army Reserve’s 4th Expeditionary Sustainment 

Command arrived at Kandahar Airfield July 7, 2011. 

The 4th Expeditionary Sustainment Command and 

its subordinate units are currently providing logistical 

support for the entire Afghanistan theater of operations. 

The unit conducted pre-mobilization training at 

Fort Hood, Texas, where they took part in culminating 

training events which prepared them for service in 

support of Operation Enduring Freedom.

“Our soldiers are well-trained and ready to provide 

logistical support to coalition and Afghan forces in 

counter-insurgency efforts so that the Afghan people 

can live in a safe and secure environment. We look 

forward to building relationships with our Afghan and 

coalition partners to accomplish this mission,” said Brig. 

Gen. Les J. Carroll, 4th ESC commander.

“I’m looking forward to the 4th ESC’s 

important mission here,” said 

Maj. Gavin Reid, command 

inspector general for the 4th 

Expeditionary Sustainment 

Command. “It will be an honor 

to help enhance the discipline, 

efficiency, and operational 

warfighting capability of all 

units within the command.” 

The 4th conducted transition operations with 

personnel from the Mississippi Army National Guard’s 

184th Expeditionary Sustainment Command and 

assumed responsibility for Joint Sustainment CommandAfghanistan after the Mississippi unit returned home in 

late July.

The 4th Expeditionary Sustainment Command will 

manage theater sustainment operations, both at the 

strategic and operational levels, so that the tactical 

sustainers can do their jobs effectively and supply troops 

in the Combined/Joint Operations Area, according 

to Col. Terri Duenas, the support operations officer in 

charge.

“We have a great group of Soldiers - a great highly 

motivated group of soldiers and I couldn’t feel more 

confident,” said Duenas. “Each one of them brings a 

great wealth of experience and knowledge to the fight 

and they are highly committed to serving this unit and 

nation. I am honored to be a part of this great team.”

Follow JSC-A on Facebook at www.facebook.com/pages/Joint-Sustainment-Command-Afghanistan/149351053655

Summer/Fall 2011 11
311th Expeditionary Sustainment Command 

Story by Seokwon Han, 19th ESC Public Affairs

Log Warriors 

Sustain the Fight 

in Korea

For the first time, Soldiers of the 311th Expeditionary 

Sustainment Command participated in Ulchi Freedom 

Guardian - a two week exercise designed to improve the 

alliance’s ability to defend the Republic of Korea by exercising 

senior leaders’ decision-making capabilities and by training 

commanders and staffs from both nations in planning, 

command and control operations, intelligence, logistics and 

personnel procedures. 

12 The FALCON
CAMP HENRY, South Korea - Soldiers from the 311th 

Expeditionary Sustainment Command, based in 

Los Angeles, augmented Soldiers from the 19th 

Expeditionary Sustainment Command during the 

Ulchi Freedom Guardian exercise held throughout 

the Korean peninsula Aug. 16-26.

The 311th ESC commands and controls multiple 

subordinate units and provides operational and 

tactical level combat service support 

to forces across the spectrum of 

operations. Col. Robert White, 

311th ESC chief of staff aid, “It 

also provides distribution 

management to forces in 

coordination with theater 

sustainment commands.”

Reserve Soldiers from 

the 311th ESC were 

activated and deployed 

to Korea to participate in 

the UFG exercise as part 

of their two-week annual 

training.

“Before we deployed, 

we had to make all the 

right adjustments to our 

network system so that we 

could transition smoothly into 

the exercise with the 19th ESC,” said 

Sgt. Sae A. Hong, 311th ESC G-6 noncommissioned officer in charge. “Participants went 

through the operations security and network training 

for several weeks leading up to the exercise.”

This exercise was the first time the 311th ESC 

worked in conjunction with the 19th ESC, an active 

duty counterpart stationed in Korea.

“When I first saw Reserve Soldiers from the U.S. 

coming into the bunker to participate in the exercise 

I was very surprised,” said Pvt. Lee Byung-hyun, 19th 

ESC G-6. “They are as professional and as passionate 

as we [active duty soldiers] are.”

The 311th ESC oversaw and supervised the 

noncombatant evacuation operation that the 19th 

ESC carried out. The 311th ESC provided reception, 

staging, onward movement and integration support, 

and supervised the logistical portion of the exercise.

“The 311th ESC has carried out the roles that 

the 19th ESC would normally carry out when a 

nationwide crisis occurs,” said Ltc. Roy Banzon, 19th 

ESC G-3 deputy. “After the exercise we have 

identified several things we could do 

better in future exercises for better 

integration with other units.”

Sustainment commands 

typically provide combat 

service support in terms 

of supply, maintenance, 

transportation and 

field services. These 

commands generally are 

designed to deploy into 

a theater of operations 

and assume control of the 

logistics while providing 

oversight and materiel 

management.

“Because we are an 

expeditionary sustainment 

command, the primary support 

we provide is sustainment,” White said. 

“We share common objectives with the 

19th ESC, and this has made the transition smoother.”

Over the weekend when the exercise was paused, 

the deployed Soldiers enjoyed their free time touring 

the city of Daegu and experiencing the Korean culture 

in traditional marketplaces like the Seomoon market.

“I love going to different countries to experience the 

cultures and the different ways of life,” said Master Sgt. 

Mark Thompson, 311th ESC Distribution Integration 

Branch non-commissioned officer in charge. “I loved 

the Daegu cityscape, the nature that Korea offers, and 

the spicy food that we ate at the market.”

Follow the 311th on Facebook at www.facebook.com/pages/311th-Sustainment-Command-Expeditionary

 Ulchi Freedom Guardian is an annual Republic of Korea-United States Combined Forces 

Command exercise. It is designed to improve the alliance’s ability to defend the Republic of 

Korea by exercising senior leaders’ decision-making capabilities and by training commanders 

and staffs from both nations in planning, command and control operations, intelligence, 

logistics, and personnel procedures. More than 530,000 troops from the Republic of Korea, the 

United States and the United Nations Command took part both on the peninsula and at U.S. 

military headquarters in the Pacific and United States.

The exercise is named after Ulchi Mundeok, an early Korean military leader who repelled an 

invasion by China’s Sui Dynasty in the 7th century.

Summer/Fall 2011 13
Story and photos by Army Cpl. Christopher Bigelow

364th ESC Takes Helm 

of Iraq Drawdown Operations

Brig Gen. Jonathan Ives and Command Sgt. Maj. Thomas Jennings, the 364th Expeditionary Sustainment Command’s 

commanding general and command sergeant major, uncase the 364th ESC colors symbolizing their command is operational in 

Camp Arifjan, Kuwait during a flag unfurling ceremony, Oct. 6, 2011

14 The FALCON 364th Expeditionary Sustainment Command 
CAMP ARIFJAN, Kuwait – The 364th Expeditionary 

Sustainment Command, from Marysville, Wash., 

officially began operations in Camp Arifjan, Kuwait, 

with a flag unfurling ceremony Oct. 6. 

The 364th ESC colors were unfurled by its commanding 

general, Brig. Gen. Jonathan G. Ives, of Seattle, and the 

unit’s top enlisted soldier, Command Sgt. Maj. Thomas 

Jennings, of Las Vegas.

“These soldiers will create the reputation and history 

of the 364th and I am confident that they have the skills, 

desire, and the hearts of champions,” said Ives. “Nothing 

will stop them and nothing will prevent them from the 

accolades which lie ahead both individually and as a 

command,” he added. 

The occasion marked a significant moment for the 

Army Reserve and the 364th ESC. This is the first time 

that an expeditionary sustainment command will be 

used for its intended doctrinal purpose, and the unit’s 

first deployment since it was formed in 2009.

“The expectation is for the 364th Soldiers to be 

successful,” Jennings said. “To be successful not only 

in our mission and how we go about doing our daily 

business in the Army, but to be successful in life and in 

everything that they do.”

The 364th ESC’s mission in Kuwait is to facilitate the 

responsible drawdown of forces from Iraq, supporting 

the President’s policy to have all soldiers and materiel 

out of Iraq by the end of this year.

“The unit will be making sure that they are helping to 

sustain the sustainment in Afghanistan, the withdrawal 

in Iraq, and also all the reset of the sustainment footprint 

here in Kuwait,” Ives said.

“This is a very significant and also a historic time for 

our nation as we close out our battle and development 

side, and start to move towards governance and 

opportunities for Iraq,” Ives added.

Jennings said the 364th soldiers are operating in a 

high-stress environment every day.

“They have a lot of things going on,” he said. “They’re 

very good at multitasking. I believe they bring that here 

to the table for the Army.”

“Their ability to accomplish a mission in any setting 

is spectacular,” Jennings added. “It’s impressive, and I 

think that our soldiers are going to do a great job as we 

push forward in this mission.”

Follow the 364th ESC on Facebook at 

www.facebook.com/364thESC

Staff Sgt. Thurman Thigpen, a support operations integration ammunition sergeant, with the 364th Expeditionary Sustainment Command from 

Marysville, Wash., dons the unit’s combat patch with the rest of the unit on Camp Arifjan, Kuwait, Oct. 6, 2011. The combat patch is a badge of honor worn 

to symbolize a soldier’s time spent in a combat zone and the unit they were serving with.

Summer/Fall 2011 15
Families in the Fight

The AUSA Volunteer Family of the Year Award

Volunteer Family of the Year

Every year the AUSA recognizes an exceptional Army 

family whose dedicated volunteer service significantly 

contributes to improving Soldier well-being and that 

of the local community. This award was established in 

2002 as a joint venture of Rubbermaid Group and the 

Association of the United States Army.

This year’s “Volunteer Family of the Year” is the Mobley 

Family.

Lt. Col. Byron Mobley leads his family as well as his military and civilian communities with a volunteer mentorstyle model of service. His volunteer work is centered 

around two outstanding, faithful, lifelong relationships. 

First is his 25-year connection to Alpha Phi Alpha fraternity, where he leads as a volunteer mentor programs 

for youth. He also has several years of experience organizing and planning annual community projects, golf 

tournament fund raisers, and community awareness 

ceremonies. Second is Mobley’s continued service as a 

mentor in Big Brothers/Big Sisters of America for more 

than 20 years, where he personally mentors and trains 

young people on life skills, planning for college, and 

goal-setting. 

His military volunteer service focuses on Family Readiness Groups. As an individual Soldier, he makes certain 

his own Family is engaged in FRG efforts. As a commander, he demonstrates outstanding leadership and 

takes seriously his responsibility to create connections 

and strong relationships within his FRG and its function 

at the unit level, as well as levels up and down the Chain 

of Command. 

This quarter he will complete a 2010-2011 deployment 

with the 336th Combat Sustainment Support Battalion 

of the 311th Expeditionary Sustainment Command. 

Through Byron and wife Lavette’s outstanding leadership, by their 2010 deployment ceremony the unit 

boasted 9 FRG key volunteers who stood trained and 

ready to support the 73 Soldiers’ families during deployment, which is 3 times the commander’s requirement.

When asked to comment on his personal military perspective, Byron says, “The military centers around the 

work ethic of our volunteer service members. The jobs 

in the military may be dangerous and potentially life 

threatening. So much can be said for the many sacrifices 

experienced by our dynamic force.”

Lavette, is a two-time awardee of the AUSA/Greater 

Los Angeles Chapter Volunteer of the Year appreciation 

and recognition for 2010 and 2011. GLAC honored her 

service as an FRG Leader and Key Volunteer with over 

900 hours of service. She is an Army Community Service 

Certified Instructor and a volunteer teacher of Army 

Family Team Building classes on personal and professional development to Families and Soldiers. Additionally, Lavette was a 2009 and 2011 delegate to process 

potential legislative issues for the local and regional 

Provided by Sherry Rallis, 79th SSC Community Outreach Assistant 

The Award: The AUSA Volunteer Family of the Year Award recognizes an exceptional Army family whose dedicated 

volunteer service significantly contributes to improving Army well-being and the well-being of the local community.

Eligibility: Active Duty, Reserve Component, National Guard, Retiree and Army civilian families are eligible for the 

award. Previous recipients or runner-up families, current AUSA chapter officers and their families are not eligible.

Judging: Nominations are reviewed by a panel comprised of representatives from all components of the Army. 

The panel selects the three outstanding finalists who best represent the selection standards. The AUSA National 

Awards Committee will make the final selection. The recipients are then notified by the Director of Family Programs. 

The narrative is the only document seen by the judges and is in “blind” format with all names and identifying 

information removed. 

16 The FALCON
Army Family Action Plan grass-roots legislative process. 

Lavette serves as a mentor and reaches out to facilitate the start-up of FRGs for new units in her area, currently volunteering with three different unit FRGs while they build 

their programs. 

Lavette’s prior civilian community 

volunteer service includes years 

developing the YMCA membership 

drive, girls’ basketball support, and 

Veterans Administration Hospital 

Long Beach lead planner of employee recognition projects and organization leader for annual fund raiser. 

For several years she has served on 

the new member welcome committee for Zoe Christian Fellowship. 

When asked about her spouse 

perspective on military life, Lavette 

answered, “The military lifestyle is 

difficult yet rewarding, stressful, and 

amazing all at the same time. Being 

married to a service person forces 

me to be strong and independent, 

and at times lonely; one who can 

keep a relationship strong and 

healthy across thousands of miles 

on trust and love alone.”

Nia, their sixteen-year-old daughter, serves alongside 

her Mom as a registered volunteer for her Dad’s deployed unit’s FRG. She is an honor student at Los Alamitos High, and after school hours travels to Lee Elementary School where she volunteers as a teacher assistant 

for classroom projects, grading papers, and tutoring 

younger students in Algebra. Nia says, “The military life 

has taught me how much I really 

need my parents and their strength 

and patience and I am proud that 

my dad protects our Country. We 

all sacrifice so much and I would do 

it again!”

Byron Jr., their fifteen-year-old 

son, has served several years in Boy 

Scouts and he reflects, “I am honored and proud that my father can 

serve our Country and protect its 

many people. I have learned to be 

strong and independent and how 

important family is and the important role my father plays in my life.”

Nadia, their fourteen-year-old 

daughter, also volunteers with her 

Dad’s unit FRG, as well as serves 

as a peer coach in volleyball at the 

Los Alamitos Youth Center. Nadia 

proudly explains, “I love all the traveling and adventures we can have 

because my dad is a soldier. I am 

honored that our family helps out 

with so many other families; we all support each other 

and have good times. When dad comes home from 

working and sacrificing for all of us we have an even 

better time. I am proud that my dad serves in the United States Army!”

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

Selection Standards: The selection of the award recipient are based upon the following selection standards:

*Family must be active volunteers and (one or more member) must have volunteered for a minimum of two 

years for community, installation or unit programs (not necessarily at the same location) beyond what would be 

expected due to one’s position in a unit or place of employment. 

*Family must have demonstrated outstanding leadership in planning, organizing or directing a major event or 

program that has resulted in a tangible or intangible benefit to the community or Army families.

*Family must have a demonstrable pattern of volunteering and achievement which has been recognized by 

other awards.

*Family must have exhibited leadership in performing assigned duties that resulted in improved services and/or 

programs for service members and families or community.

*Involvement in a variety of volunteer programs is desirable.

*AUSA Family Programs believes that the entire family supports the efforts of dedicated volunteers, it is not 

necessary for each family member to provide specific volunteer service for the family to be nominated. 

“The military lifestyle is 

difficult yet rewarding, 

stressful, and amazing all 

at the same time. Being 

married to a service person forces me to be strong 

and independent, and at 

times lonely; one who can 

keep a relationship strong 

and healthy across thousands of miles on trust 

and love alone.”

Lavette Mobley

Summer/Fall 2011 17
Story by Sgt. 1st Class C.L. Beal, 79th SSC Public Affairs

During a Town Hall meeting, Lt. Gen. Jack Stultz, the 

Chief of the Army Reserve stated that although the 

Army Reserve achieved the congressionally mandated 

end-strength of 205,000 Soldiers last year, there is a 

significant gap in capability. Overall, the Army Reserve 

is short on the order of 10,000 officers in the grades of 

captain and major, and is challenged to develop and 

retain senior mid-grade non-commissioned officers. 

This “gap” creates many obstacles for units to overcome 

and creates unique situations 

for commanders to deal with.

For the 382nd Combat 

Sustainment Support Battalion 

Commander, Lt. Col. Kevin D. 

Banta, this meant not having 

enough officers to fill the 

position of Battle Captain 

during a Combat Support 

Training Exercise conducted at 

Fort Hunter-Liggett, Calif., June 

6 to 30.

A CSTX is an exercise where 

various support units conduct 

collective training designed to 

assist in the planning, preparing, 

supervising and executing operations as they would 

normally be performed while deployed. Each unit 

participating fulfills a critical function in sustaining the 

Force such as providing gas, food, water, supplies and 

various infrastructure needs.

The overall coordination, management and 

synchronization of these operations are performed in 

a Tactical Operations Center by a Brigade or Battalion 

Headquarters - in this case the 382nd CSSB. The overall 

coordination, management and synchronization inside 

of a TOC is performed by a Battle Captain. 

Given limited options, Banta selected two Specialists, 

Kevin C. Buretta and Nicholas J. Almelia, to fill the duties 

and responsibilities normally held by a junior or field 

grade officer.

Banta couldn’t be more gratified by the decision.

“During the course of this exercise these Soldiers have 

performed outstandingly,” said Banta. “It became easy to 

see exactly what they were capable of by accomplishing 

so much with minimal direction and we couldn’t be 

more proud.”

Banta’s observations were shared by the stream of 

visiting VIPs to include the 79th Sustainment Support 

Commander, Maj. Gen. William D. Frink Jr.

During Frink’s visit to the 

382nd CSSB TOC he was briefed 

by the two specialists on the 

array of support operations 

being conducted by the more 

than 10 units participating in 

the exercise. 

"I am constantly amazed at 

how rapidly our Soldiers adapt 

to changing situations and are 

willing to step into leadership 

positions well beyond the rank 

they are wearing,” said Frink. 

“They are highly intelligent, 

confident and eager to take 

charge. All they ask for is an 

opportunity to learn and be involved.” 

The two Battle Captains approached their duties as 

anyone would hope – with determined effort.

“I’m just expected to do the best I can – and that’s what 

I do,” said Burretta. “I’ll do the best I can no matter what 

I’m asked to do - whether it is KP duty or Battle Captain - 

I will give my best. Otherwise, what’s the point?”

Almelia, independently echoed his counterpart’s 

mentality. 

“I don’t like to fail at anything,” said Almelia, “so I’ll do 

my best until it’s right.” 

Buretta and Almelia are both Information Support 

Specialists and have a combined total of only 5 years in 

service. Given their rank and experience they decided 

on day one to be a team.

“They are highly 

intelligent, confident 

and eager to take 

charge. All they ask 

for is an opportunity to 

learn and be involved.” 

Maj. Gen. William D. Frink Jr., 

79th SSC Commander 

Jr. Soldiers Step Up

Give Confidence in the Future of the Army Reserve 

18 The FALCON
“Originally we were assigned as day and night battle 

captains, but we recognized it didn’t really make sense 

– so we decided to work together as a Battle Captain 

team,” said Almelia. 

Buretta said the system has paid off. 

“The thing that really helps me is my battle-buddy,” 

said Buretta. “We cover each others’ back as a team 

instead of making individual decisions.”

This tactic allowed them to tag-team issues and work 

out solutions together before taking them to the floor. 

They were confident this approach would also help 

them deal with their biggest hurdle in the TOC – their 

rank.

“Being a Battle Captain is hard, being a Battle Captain 

as a specialist is really hard,” said Buretta.

“I sometimes bump heads with section heads – 

the hardest part is operating on their level without 

someone thinking I’m being disrespectful to their rank, 

but I’m just trying to do my job,” continued Buretta.

Almelia said, “Rank is always an issue, but some people 

really get it. Lt. Col. Banta explained to everyone on our 

first day that regardless of the rank we carry we had a 

job to do – and we were all to work together to get the 

job done.”

Some might view having specialists as Battle Captains 

as a negative, but Banta adamantly disagrees.

“I see it as a positive,” said Banta. “The gaps would 

be filled prior to a deployment no matter what. This 

situation allows us to build a system and give junior 

Soldiers a chance to learn and grow in a way that 

would be otherwise impossible.”

“The gap that exists makes it all the more important to 

make our junior Soldiers the Leaders we need them to 

be. It’s supremely important to allow these Soldiers the 

opportunity to test and experiment in order to improve 

themselves,” Banta continued.

Exercises like these are the perfect place to allow that 

kind of development said Frink.

“The CSTX provides an outstanding training 

environment for our Soldiers to gain these experiences 

and growth opportunities."

The opportunity given to the two specialists was not 

lost on them.

“The commander has enabled me by putting me in 

the box and setting the stage,” said Buretta. “I see it as a 

great opportunity and truly appreciate it.”

Almelia said, “The knowledge you gain is something 

you can’t learn in school. Plus, it’s fun – I like having 

the challenge and it definitely keeps me from getting 

bored.”

Banta said although Buretta and Almelia personify 

what can be accomplished by junior Soldiers given the 

encouragement and opportunity, they are not alone.

“These two specialists aren’t the only ones filling roles 

beyond their typical scope,” said Banta. “I can easily 

show you other examples.” 

 “We are all proud and amazed by the professionalism 

and adaptability in the management of this operation 

by our junior Soldiers,” said Banta. “These future Leaders 

give me confidence in the Army Reserve of tomorrow.” 

Everyone has examples of Soldiers 

stepping up - share yours on Facebook: 

 

 www.facebook.com/79SSC 

“I don’t like to fail at anything,so I’ll do my 

best until it’s right.” 

 Spc. Kevin C. Buretta, 382nd CSSB.

 

Summer/Fall 2011 19
 Be sure you have a problem, not just a peeve.

Are the cooks turning out lousy chow or was it just one bad meal.

Give your chain of command a chance to solve the problem.

Many problems must be addressed to the chain of command for resolution anyway.

 If IG assistance is needed, contact your local IG first. 

IG’s at higher commands will normally refer the case to the local IG for action.

Be honest and don’t provide misleading information.

IG’s will discover the truth quickly in most cases and there are penalties for knowingly 

providing false information.

Keep in mind that IG’s are not policy makers.

If a policy is flawed, you can submit proposed change on a DA form 2028.

Keep in mind that IG’s can only recommend, not order, a resolution.

Only Commanders can order; the role of the IG is to advise the Commander.

Remember, IG’s can only resolve a case on the basis of fact.

Your claim that a supervisor has violated the rules doesn’t make it fact. A claim must 

be supported with evidence.

Don’t expect instant action on your request... Be patient.

Investigations take time, and IG’s tend to have heavy workloads.

Be prepared to take “No” for an answer.

In any case, “Yes” or “No,” the IG will explain why.

Do You Have 

 Something to Report?

Team, 

Solving problems is one of the IG’s primary missions. Every Soldier, Civilian and Family Member has the 

right to report without fear of reprisal when seeking the IG’s help. Follow the below advice before reporting 

something to make effectual change and avoid false presumptions.

20 The FALCON

Provided by the 79th SSC Inspector General
I. A.M. STRONG is the Army’s campaign to combat 

sexual assaults by engaging all Soldiers in preventing 

sexual assaults before they occur. 

Grounded by our shared belief in the Army Values, 

we are a band of brothers and sisters, placing mission 

first, never accepting defeat, never quitting and never 

leaving a fallen comrade. Our interdependence and 

shared respect among comrades frames who we are as 

a Team and an Army - a Team that finds sexual assault 

reprehensible and beyond toleration. Those who 

commit assaults hurt a member of our Team and wound 

our Army. This criminal act is cowardly and damaging to 

the very moral fiber that gives our Army its innermost 

strength. 

As Soldiers and proud members of our Team, we are 

duty-bound to Intervene, Act, and Motivate others to 

stop sexual assaults and the sexually offensive language 

and gestures that create an environment friendly to this 

abuse.

Soldiers in the United States Army stand, bound 

together by timeless values and sharing a sense of duty 

and loyalty to their fellow Soldiers that is unlike any 

other in the world.

When a sexual assault occurs, it is a direct violation of 

not just our Army core values and Warrior Ethos, it is an 

assault on the Army way of life - a life in which it is our 

duty to protect and take care of each other no matter 

the time, place, or circumstance. As a band of brothers 

and sisters, it is our personal duty to intervene and 

prevent sexual assault and harassment.

Sexual assault is a crime. It is blue-on-blue. It betrays 

the victims, it betrays the team, and it breaks the bond 

of trust essential to our mission. 

The damage resulting from a sexual assault extends 

far beyond the victim, weakening the very health and 

morale of our Soldiers, breaking the bond of trust, 

shattering the confidence Soldiers have in one another, 

and undermining unit readiness.

Sexual assault can be prevented. As Soldiers, our 

core values demand that we act. There are no passive 

bystanders. We must protect our Team Members. When 

you see or sense the risk of sexual harassment or sexual 

assault, it is your duty to intervene and protect your 

fellow Soldier. 

Army Leadership is pointing the way and joining with 

Soldiers across the Army in renewed commitment to 

freeing our Army of sexual assault and harassment.

We are creating a climate of strong bonds of trust. We 

are creating a climate of confidence within our team. 

Cultural change is successful when Soldiers reject the 

precursors of sexual assault. Precursors to sexual assault 

are sexual innuendos, sexual harassment and egregious 

indecent assaults. Proof of cultural change would be 

when sexual assault is eliminated in the Army.

We are creating a culture where Soldiers live the 

Warrior Ethos, where Soldiers never leave a fallen 

comrade, where Soldiers understand a climate where 

every act, word, and deed tells another Soldier “I’ve got 

your back.” I AM Strong. I AM Army Strong, and so are 

you. Intervene, Act, and Motivate.

 Summer/Fall 2011 21

www.PreventSexualAssault.army.mil
Six Army Reserve Soldiers competed for 

the title 79th SSC 2011“Best Warrior” at Joint 

Forces Training Base Los Alamitos, Calif., 

earlier this summer. They were selected 

from more than 15,000 Warrior-Citizens 

and represented the 4th, 364th and 311th 

Expeditionary Sustainment Commands, as well 

as the 79th SSC Headquarters, Headquarters 

Detachment. 

The competition had been scheduled to take 

place in April at Fort Hunter-Ligget, Calif., but 

was cancelled due to a possible government 

shutdown. 

Training events in the Army Reserve are 

planned months to years in advance to account 

and coordinate for family care, absence from 

civilian workplaces, training support, funds, 

equipment, facilities, travel, and Soldier 

availability. Therefore, rescheduling of the 

competition was nearly impossible and was 

impeded by numerous obstacles.

In the end, this year’s 79th SSC Best Warrior 

Competition could only happen if it was 

conducted at JFTB Los Alamitos and completed 

within two days instead of the original six. Not 

willing to sacrifice standard for time - this time 

constraint turned the competition into a nonstop 

Pvt. 1st Class Mark A. Hansen, 

889th Transportation Company headquartered in Salt Lake City. 

Spc. Casey T. Quinn, 

257th Transportation Company headquartered in Las Vegas, Nev. 

Staff Sgt. Genaro Medina, 

376th Human Resources Company headquartered in Bell, Calif.

Staff Sgt. Leith W. Strachan, 

419th Transportation Company headquartered in Salt Lake City 

Sgt. Ananda F. Trulley,

164th Quarter Master Group, headquartered in Broken Arrow, Okla.

Sgt. Gustavo Negrete, 

79th SSC Headquarters, headquartered in Los Alamitos Calif. 

Inside the 79th SSC’s 2011

Best Warrior Competition

All competitors were brought together at an orientation brief where they were given expectations, guidance, and motivation. 

Among those competing, only two winners could be selected to represent the 79th SSC at the US Army Reserve Best 

Warrior Competition: one non-commissioned officer and one junior enlisted Soldier. “Make it a fierce competition and hard 

for us to select the winners,” said Col. Norman B. Green, 79th SSC Chief of Staff, to the competitors. “Give it all you got, 

and go until you drop.” 

79th SSC Best Warrior Competitors

As seen from left to right:

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

22 The FALCON
There was, however, no deviation in conduction of the board. The five sergeants major composing the board, presided 

by Roberson, uniformly tested each competitor’s knowledge and bearing. The pressure of such scrutiny has crippled the 

tongue of innumerable enlisted soldiers. The 79th SSC Best Warrior board was no exception. “It’s not easy keeping your 

bearing when five sergeants major are staring you down,” said Quinn. “There were things that I knew, but I just couldn’t 

get out like I would have liked.” 

In order to overcome scheduling limitations, some non-traditional alternatives were employed. Without the option of a 

live firing range, a simulated zero and qualification range was used in its place via the Engagement Skills Trainer 2000. 

The EST 2000 resembles a giant video game, simulating real ranges and using real weapons, but includes a state-of-theart computer system that precisely tracks the aiming and firing of weapons by the users.

Each Soldier had won similar events held by their commands, earning the right to compete at the 79th SSC competition 

level. Command Sgt. Maj. Robert N. Roberson, Jr., the Command Sergeant Major of the 79th SSC gave tribute to their 

achievement during the orientation brief. “You are the best of the best,” said Roberson. “You have outshown and outlasted 

everyone else to get here – no matter what happens, you are already winners.”

Summer/Fall 2011 23
On day two at 4:30 a.m., competitors began the Army Physical Fitness Test, consisting of sit-ups, push-ups, and a twomile run. Four of the six competitors achieved a score of more than 300. 

After completing the APFT, competitors had 45 minutes to change, gear-up and begin a 10-kilometer road march in 

full “battle rattle” to include helmet, weapon, and ruck weighing a minimum of 35 pounds. Negrete was the first to finish, 

completing in one hour and 15 minutes. Virtually running the entire distance, Negrete exceeded the Air Assault standard of 

15 minutes per mile by maintaining a 12-minute mile pace. 

Upon completion, competitors went immediately to the base gym to begin the Army combatives event, which pitted 

each member against each other in a double elimination bracket. Winners were decided by submission or points earned 

during the six-minute matches. The matches were fought with every competitor’s all, but ultimately training overcame when 

strength and stamina were exhausted. Negrete, with five years of Brazilian Ju Jitsu training, dominated Strachan in the final 

match, leaving him undefeated.

After the combatives portion, competitors were driven to Camp Pendleton, Calif., a 75-mile drive, in order to conduct the 

final event – land navigation. Competitors were given two hours to find up to five points, the closest of which was more than 

2,000 meters from the starting point line. Exhausted, sore and blistered, every Soldier began the event by running in the 

direction of their first point. Determined to meet the challenge, each of the Reserve Soldiers kept the pace until the end. 

Hansen Quinn Medina Strachan Negrete Trulley

24 The FALCON
Do you Have What it Takes? 

Take the advice of past competitors and 

start preparing on the competition 

bedrocks now:

Combatives, Road March, Board 

Appearance, Army Physical Fitness 

Test, Written Essay, Weapons 

Qualification, Land Navigation, 

Warrior Tasks and Battle Drills 

The 2012 Best Warrior Competition 

is right around the corner. 

Ultimately, Negrete and Quinn were named the 

79th SSC Best Warriors and went on to compete in 

the USAR Best Warrior Competition at Fort McCoy, 

Wis., in June.

Quinn, the junior enlisted competition winner later 

recalled, “I can’t really pick out one event from today 

- today was like one big event. This was one of my 

hardest days in the Army.”

Negrete, the competition’s non-commissioned 

officer winner, said the event proved that “like any 

Reserve Soldier, I learned that I can do pretty much 

anything I set out to do.” 

As Troop Program Unit Soldiers, the 2011 

competitors prepared themselves on their own time 

through their own determination and willingness to 

succeed. This makes their accomplishments all the 

more note worthy. 

Maj. Gen. William D. Frink, Jr., Commander of 

the 79th SSC, said, “Their accomplishments are a 

testimony to the drive, ability and dedication of the 

Army Reserve Soldier. They embody the best of 

what we have to offer and explain how we are able 

to be the operational force we are today.” 

Summer/Fall 2011 25
News and Tools You Can Use

The Army accomplishes a wide array of missions in diverse and unusual circumstances 

around the world. At the same time, the Army is 

engaged in a massive and accelerated transformation that will infuse new organizations, technologies, and capabilities throughout the Army. 

To meet the recurring challenges, Army personnel must supplement institutional and 

organizational training 

and education with 

continuous, planned 

self-development. Selfdevelopment is also 

important to achieving 

your personal and professional goals.

Maybe you want to 

qualify for an advanced 

level in your career or 

for a different career 

track altogether. Maybe you lack skills or 

knowledge. Or, maybe 

there is something you 

have just always wanted to learn or become 

more knowledgeable 

about. Whatever the 

case, you can use the 

information and exercises in this Self-Development Handbook to 

set your direction for 

self-development and 

help you take action.

Your personal growth benefits both you and 

the Army. Due to the diversity of the Army’s 

missions and needs, there are many self-development topics to study—from gaining leadership skills to learning a new language. No matter what you choose to focus on, you will make 

yourself and your current or future organization 

more adaptable, agile, and resilient by adding 

depth and variety of expertise.

This handbook draws on lessons from the 

field, educational and leadership research, and 

Army Handbook for 

Self-Development

applicable Army regulations and doctrine to 

provide you with state-of-the-art guidance on 

designing and implementing your own program of self-development.

If you are pursuing personal self-development, 

this handbook offers exercises and information 

you can use to determine your self-development direction and start 

immediately working 

toward it. If you already 

have a direction for your 

self-development, the 

handbook will help you 

achieve progress in that 

direction.

Wherever you find 

yourself in the journey 

for professional growth, 

this handbook is organized to assist with: 

recognizing strengths 

and weaknesses; setting or confirming selfdevelopment direction; 

making the most out of 

learning opportunities; 

and measuring progress 

and continuing to move 

forward.

You are in charge of 

your own development, 

and you can use this 

handbook in whatever 

way fits your situation. 

You can read through it 

in order and complete all of the exercises along 

the way, or go directly to chapters and exercises 

that interest you most.

Either way, this handbook will help you take 

action to set and achieve your self-development 

objectives. Self-development is intrinsically 

linked to self-awareness; each supporting the 

other and raising the capabilities of the individual. By being aware of yourself including your 

traits, feelings, and behaviors, you will become 

the agile and adaptive individual that the Army 

values in its leaders.

The Army Handbook for Self-Development offers exercises 

and information to determine self-development direction 

and start your own program of self-development. If you 

already have a direction for your self-development, the 

handbook will help you achieve progress in that direction.

26 The FALCON

Download your copy at: usacac.army.mil/CAC2/CAL/repository/SDev_Handbook20.pdf
 Get Connected 

Get all of your 79th SSC Updates:

 www.facebook.com/79SSC

Become a fan at:

Summer/Fall 2011 27
News and Tools You Can Use

Are You Ready for an Emergency?

Get a Kit - Make a Plan - Be Informed

Get Prepared at 

www.ready.army.mil

Ready Army is the Army’s proactive campaign to empower Soldiers, their Families, 

Army civilians and contractors to prepare for 

all hazards. Through outreach and education, Ready Army calls our Army community 

to action and aims to create a culture of preparedness that will save lives and strengthen the nation.

There are a range of natural and manmade 

hazards that could affect you, and emergencies often leave little or no time to react. 

When emergencies occur, military and civilian organizations respond, but it takes time 

to mobilize, and they focus on the most critical needs first.

Remember, emergency preparedness is 

everyone’s responsibility. You should get 

ready to take appropriate action during an 

emergency and manage on your own for at 

least three days afterwards. Ready Army provides the tools and standardized checklists 

to support you as you prepare.

Preparing for emergencies brings peace 

of mind and could keep an emergency from 

becoming a disaster for you and your Family.

Handbook: The Emergency Preparedness for the Army 

Community handbook provides guidance on planning, 

emergency actions, mass warning notification, reporting and accountability. You’ll find targeted information for Army communities both at home and abroad 

in checklists, resources, and a detachable Family emergency plan template.

Prepared Kids: The Ready Army Kid’s Campaign provides preparedness activities designed specifically for 

children. The Kid’s Campaign products are provided in 

Adobe PDF format and are printer friendly. 

Courtesy of ReadyArmy

28 The FALCON
The Department of the Army’s Office 

of the Provost Marshal General, in conjunction with the Deputy Chief of Staff 

G-3/5/7, approved a new Army antiterrorism awareness program. The purpose of the program is 

to focus and encourage Army-wide community awareness 

and out-reach efforts 

to address important 

topics related to protecting our communities from terrorist acts.

The program includes materials 

and resources focused specifically on 

“Family Awareness.” Products to support family awareness include posters 

www.us.army.mil/suite/page/605757

See Something, Say Something!

www.myarmyonesource.com/familyprogramsandservices/iwatchprogram

or

and pocket cards depicting indicators 

of potential terrorist activity as well as 

information on how to report suspicious 

activity.

Program materials available include 

informational papers for use by Family Readiness Groups 

and military family 

members to reinforce 

personal safety, security, and prevention of 

terrorist acts.

Training and education resources include 

briefings on individual 

awareness, as well as videos and public service announcements highlighting 

antiterrorism awareness and security.

If you see an emergency or you 

feel there is need for an immediate 

response to prevent an incident, 

then contact the nearest Law 

enforcement Agency or dial 911. 

If you wish to remain anonymous, 

you can also report information 

by calling the Counterintelligence 

Hotline at: 1-800-CALL SPY 

or 1-800-225-5779.

For more information or to download iWATCH products visit:

Summer/Fall 2011 29
News and Tools You Can Use

Recognize your Employer for 

their Outstanding Support

Patriot Award Certificate of Appreciation. ESGR 

awards this certificate and a Patriot lapel pin on 

behalf of the Department of Defense. All members 

of the National Guard and Reserve forces are eligible 

to nominate their employers for the Patriot Award 

certificate. A certificate will be given to all employers 

that are nominated. This nomination is subsequently 

used by the local ESGR Committee as the basis for 

consideration to receive higher level awards.

Above and Beyond Award. is given in limited numbers 

by state and territory ESGR Committees. It recognizes 

employers at the state and local level who have gone 

above the legal requirements for granting leave and 

providing support to their military employees.

 

Pro Patria Award. It is presented to those employers 

who demonstrate exceptional support for our national 

defense by adopting personnel policies that make 

it easier for employees to participate in the National 

Guard and Reserve. Each Committee may give only one 

annually.

 

Employer Support Freedom Awards. The Freedom 

Award is the U.S. Government's highest recognition 

given to employers for their support of Guard and 

Reserve service. The Freedom Award was instituted 

in 1996 under the auspices of ESGR to recognize 

exceptional support from the employer community. 

In the years since, 160 employers have been honored 

with the award. For questions regarding the Freedom 

Award, please visit www.FreedomAward.mil.

Eligibility: Employers qualify for 

recognition when they practice 

personnel policies that support 

employee participation in the National 

Guard and Reserve.

Submitting Nominations: The easiest 

way to nominate your employer is to 

use the Patriot Award Form at www.

esgr.org/site/Programs.aspx. Once 

submitted, your nomination will arrive 

at the National ESGR Headquarters 

within moments. 

Every employer nominated will 

receive a Patriot Award certificate and 

accompanying lapel pin. Your state or 

local ESGR Committee can help you 

arrange the presentation of the award 

to your employer.

ESGR reviews all award nominations 

for consideration for higher levels of 

recognition at the local and national 

levels. When completing the employer 

recognition form, take a few moments 

to explain why your employer 

deserves to be recognized. Your local 

ESGR committee will review your 

explanation when selecting nominees 

for higher-level employer support 

awards.

The National Committee of Employer 

Support of the Guard and Reserve sponsors 

an awards program designed to recognize 

employers for employment policies and 

practices that are supportive of their 

employees' participation in the National 

Guard and Reserve. All employer recognition 

and awards originate from nominations by 

individual Reserve component members. 

Depending on the degree of support, the 

level of recognition may rise to the Secretary 

of Defense Employer Support Freedom 

Award.

ESGR was established in 1972 to promote cooperation and 

understanding between Reserve component members and their 

civilian employers and to assist in the resolution of conflicts arising 

from an employee's military commitment. It is the lead DoD 

organization for this mission under DoD Directive 1250.1.

Learn more at www.ESGR.org

Courtesy of ESGR

30 The FALCON
MyArmyBenefits is the official 

website provided by the Army 

G1 as a comprehensive resource for Soldiers and Family Members to find information 

about their military benefits. The 

site includes regularly updated 

sections that call out new benefit news or highlight top issues. 

Specific Reserve content and 

links include: Comprehensive 

benefit facts; planning Toolkits; 

Wounded Warrior benefits and programs; Survivor benefits and resources; deployment calculator; and much more. 

Plan for retirement by using the MyArmyBenefits Retirement Projection Calculator, reviewing related fact sheets, viewing personalized 

retirement reports, and performing “what-if” exercises to see how 

your benefits might change or be influenced.

Do You Know Your Benefits?

www.us.army.mil/suite/page/55

Army Training Network is a one-stop-shop for all your 

training management needs: 

-Access FM 7-0, implementation guidance, training solutions and a host of training management help items.

-Find training solutions through a database of unit-submitted training solutions.

-Find training products, such as planning calendars and 

products submitted by other Soldiers, learn about Outcomes-Based Training or learn how others define good 

training/trainers.

-Get the latest in training news and articles from recently 

deployed leaders and their training experiences. 

-Access the ATN Blog, the ATN Forum, or Ask-a-Trainer.

-Find DTMS tutorials to help in METL development.

 Online Training Solutions

ATN will only be as good as our Army 

helps it become and needs YOUR 

help in offering products, ideas, articles and feedback to make this the 

site Soldiers need. Send your ideas 

through one of the many options 

available on ATN.

htpps://atn.army.mil

Summer/Fall 2011 31
Story and photos by Sgt. 1st Class C.L. Beal, 79th SSC Public Affairs

 Preparing 

 For Deployment

Yellow Ribbon: 

 Phase 1

The Yellow Ribbon Program, established in 2008, is a Department of 

Defense-wide effort to support National Guard and Reserve Service 

Members and Families with tailored information on benefits and services throughout the entire deployment cycle.

In doing so, the Yellow Ribbon program aims to create self-sufficient 

and resilient Families and Soldiers, supported by caring staff, community agencies, and volunteers who have access to and employ the latest technology and customer service practices.

Many resource representatives will be in attendance during each 

phase. They cover the broad topics of Child and Youth, Community 

Services, Military Resources, Counseling, Health Care and Finance. Yellow Ribbon events are commonly broken down into three phases and 

consist of six progressive, blocks containing both required and suggested topics for each unique set of classes. 

32 The FALCON
Prior to their deployment, the 364th Expeditionary Sustainment 

Command planned and conducted a Yellow Ribbon Event 1 in Las Vegas, July 9. A typical event hosts approximately 150 people. This event 

hosted multiple units including their own bringing the number of participants to more than 800. 

Master Sgt. Rebecca L. Lantz, the non-commissioned officer in charge 

of the 364th ESC Yellow Ribbon Program, and her team of four soldiers 

had planned, coordinated and executed three events prior to this one. 

Events of this size were very uncommon, but may be seen more frequently due to resource constraint. 

Even small Yellow Ribbon events require detailed planning and coordination which must often be learned from experience. “There are no 

schools to teach you how to do this and we were not event coordinators when we started – but we have learned to become event coordinators,” said Lantz.

Lantz is a staunch supporter of Yellow Ribbon Events which she feels 

have been hugely beneficial. “I think Soldiers get a lot of good information - I’ve learned a lot just from putting them together,” said Lantz. 

Regardless of the number of deployments you may have experienced 

or the information you’ve already received, the Yellow Ribbon Program 

offers the newest and most current information to participants, such 

as current eligibility for certain benefits or available resources. Yellow 

Ribbon Event 1 also gives many Soldiers and Families the opportunity 

to see fellow unit members, in some instances for the first time. This 

allows all to speak with each other and resource representatives about 

deployment-related topics such as employment, finances, health care, 

and simply coping with the stressors of deployment. 

Master Sgt. Michael T. Ta, the Human Resources Sergeant Major for 

the 364th, attended the event with his wife Jacqueline and daughter 

Jessica. Even after two deployments and 23 years of service, Ta emphatically supported the Yellow Ribbon Event. 

PHASE 1: Phase 1 consists of event 

one, which takes place prior to 

deployment and concentrates 

on coping with the difficulties of 

extended separation and deployment. Pre-deployment is defined 

as the time from first notification 

of mobilization until actual deployment of the Soldier or unit. 

This event is attended by the Soldier and their Family together.

PHASE 2: Phase 2 consists of events 

two and three, which take place 

during deployment and concentrate on connections and keeping 

the Families in contact with their 

unit and Family Programs’ Office 

staff. Families will attend these 

events without their Soldier.

PHASE 3: Phase 3 consists of 

events four, five and six which take 

place post-deployment and concentrate on assisting Families and 

Soldiers in their efforts to reunite, 

reconnect and reintegrate, as well 

as attending to the Soldiers’ physical, behavioral and mental health. 

Soldiers will bring their Families 

to events four and five, but attend 

Cont. on page 24- event six alone.

Summer/Fall 2011 33
“This is my first Yellow Ribbon Event and I think this is 

really good for Soldiers and Families because they get a 

lot of information that will help them before they deploy,” 

said Ta. I thought I knew everything in the military, but everybody learns something new at these.” 

In addition to what they learned, Jacqueline and Jessica 

said they were able to form bonds with other families 

going through the same things and benefited from 

those shared experiences. “I got to hang out with the 

other military kids,” said Jessica, “and now I don’t feel 

quite as alone as I did before.”

Events and activities focus on providing education and ensuring the 

readiness of members of the unit, their families, employers, and affected 

communities for the rigors of a combat deployment and family separation. 

Lori Hightower, whose husband was also deploying with the 364th 

said, “There were quite a few things I learned that I didn’t know – it was 

defiantly worth it – and I definitely plan on going to the other events.”

A vital part of Event 1 is coming prepared. Participants must plan ahead 

before attending and collect all the relevant documentation they can. 

Bringing along documents on your insurance, mortgage or rent, healthcare, and other financial policies will be beneficial in case you decide to 

speak with advisors. Having documents on hand can eliminate the need 

for follow up appointments and will give experts the information they 

need to provide the most accurate recommendations.

Lisa Bogdanski, a military spouse attending the event said, “It’s great 

for Family Members to hear about a lot of things they might otherwise 

not know. Even if you think you know it, it’s good just to hear it again and 

be able to spend some extra time with your husband.”

1st Lt. Nebra O. Singleton, a finance office management analyst who 

was cross cross-leveled to the 364th, attended the event with her 

16-year-old daughter. This will be Singleton’s fifth deployment, but first 

Yellow Ribbon Event.

“This is my first 

Yellow Ribbon 

Event and I think 

this is really good 

for Soldiers and 

Families because 

they get a lot 

of information 

that will help 

them before they 

deploy.”

Master Sgt. Michael T. Ta, 

364th ESC Human Resources 

Sergeant Major 

34 The FALCON

-Yellow Ribbon Cont. from page 23
 “I think the Army is doing more to reach out to Soldiers and Families 

and I felt like they rolled out the red carpet for us,” said Singleton.” “The 

briefers were very knowledgeable and a lot of them were previously in 

the military or had family members in the military – so it really let us connect with them.”

Singleton, a single mother, said she learned an array of programs available. “One of the things I really wanted to do was get a tutor to help my 

daughter in Louisiana while I’m deployed. So I spoke to the counselor 

and she gave me everything I needed to bring it to fruition.”

An array of counseling is immediately available at all events. Military 

Life Consultants, Chaplains, Vet Center, Drug and Substance Abuse, Education, Finance and Legal counselors are all available for individual counseling. Everyone is afforded an opportunity to meet them and schedule 

time for independent meetings.

Lt. Col. Brian L. Pruitt, Commander of 380th AG Battalion and an event 

briefer said these events with personalized counseling are one of a kind 

and vital for those dealing with deployment. 

“This is the only venue the Army Reserve has to provide all of this information to Service Members and their Families,” said Pruitt. “It’s the 

only time they can have open and immediate access to these kinds of 

specialists and counselors to explain things like the emotional cycle of 

deployment, traumatic brain injury, what happens if a Soldier dies or if 

they don’t complete a tour because they get sick or hurt – these are important and tough questions that get addressed here.”

The DoD mandates much of the training, but units can also incorporate additional training as would be most beneficial for their particular 

situation. Units may not always be able to conduct all of the training 

they would like to said Pruitt. “There are a lot of constraints like time, 

money and availability of specialists.”

Therefore it is important for Soldiers and their families to research and 

expand on the resources they are provided at Yellow Ribbon Events. 

Seeking information and support must continue on an individual level 

throughout the deployment cycle, as well as throughout your military 

career. 

Yellow Ribbon Topics:

Family Care Plans

Family Counseling

Single Service Member Concerns

Department of Veterans Affairs 

Benefits and Support 

Military OneSource 

TRICARE 

Veterans Counseling Centers 

Personal Financial Management 

Child Custody Arrangements 

Legal readiness 

Defense Enrollment Eligibility 

Reporting System

Civilian Employer Information 

Child School Services

AR Family Assistance Centers 

Army Family Action Plan 

American Red Cross

Army Community Services 

Army Family Team Building

Dept of V.A 

Military Family Network

Employer Support of the Guard 

and Reserve 

Tricare Dental

Family Readiness Group 

Army OneSource

Education Counseling

 Military Family Life Consultants 

Family Communication Tools 

Sensitivity Training 

Preparatory Activities

Sexual Assault Awareness and 

Prevention 

Marriage Enrichment

Youth Programs and Counseling 

Operation Military Kids

..and many more

 Summer/Fall 2011 35
Medical readiness is an important issue not only to 

Commanders and First Sergeants, but also to individual 

Soldiers in preparation for deployment and for 

maintenance of health. 

Your body is an amazing construction of cells, and 

those cells make up organs. Your organs are very 

important to sustain life functions 

or homeostasis. Just 

like a car must receive 

preventive maintenance, so 

must your body. I subscribe 

to an old expression, “an ounce 

of prevention is worth a pound of 

cure”. A long life with good health is 

what everyone wants, so why don’t we 

attend regular doctor check-ups? There are a 

million reasons why we don’t; I don’t have the 

time, I don’t have the money, I am afraid to go 

to the physician or dentist, and he or she will 

hurt me. I could go on and on, but there are two 

very important reasons to have regular check-ups. 

These are early detection and treatment, in order to 

prevent or stop disease or medical conditions that 

would otherwise limit your ability to function and 

live a long healthy life. 

So okay then, what is stopping you from climbing 

on board and getting your Annual Periodic Health 

Assessment and dental examination? These are two 

very important steps you can take to win ownership 

of your health and provide for the maintenance of 

your body. Remember, early diagnosis, evaluation and 

treatment will promote your good health.

Generally, the Army Reserve conducts at least two 

big activities each year and they are hosted by your 

unit. We often refer to them as mass events or medical 

Soldier Readiness Program I (SRP I). During these events, 

contract medical providers from the Reserve Health 

Readiness Program (RHRP), presented by Logistics 

Health Incorporated (LHI), will perform a free PHA and 

dental exam. These examinations generally require a 

review of your health history, a physical assessment, 

oral exam, x-rays, EKG, blood tests, audiogram, vision 

screening, and immunizations. 

All of these procedures are performed by health 

professionals from hospitals or clinics. They are designed 

to aid in early detection of medical conditions. So they 

help you, your Commander, and the Army Reserve 

your overall health before deployment. This is a good 

thing, because the last thing you want is to start your 

deployment with an illness or injury that could make 

you too sick to complete the mission, or prevent you 

from helping yourself or your battle buddy from getting 

out of harm’s way, should that occur. 

Annually, the individual Soldier 

is given a health rating, 

or Medical Readiness 

Classification (MRC), based 

on the completion of health 

services. There are five MRC 

categories. If the Soldier has no 

current PHA or dental examination, 

he or she is classified as medical ready 4 

(MR4), or Indeterminate, but remains in an 

available status for deployment. 

The Soldier who receives the annual PHA and 

dental exam, and requires extensive medical or 

dental care to regain health, may be classified as 

MR3B. Extensive medical or dental treatment can 

take greater than 30 days to fix. The Soldier is nondeployable.

A Soldier who receives the annual PHA and dental 

exam, and requires little to moderate medical or 

dental care to regain health, may be classified as 

MR3A, and is deployable within 30 days. This Soldier is 

considered available, and can meet a 30-day window 

for deployment. 

A Soldier with a MR2 following a PHA and dental exam 

is recognized as Deployable within 72 hours, and may 

only need immunizations or lab work. 

Finally, a Soldier who following a PHA and dental 

exam receives a MR1 is determined to be ready now for 

deployment.

The unit and or command may receive an overall MRC 

percentage based on the sum total of each individual’s 

medical readiness: GREEN for > 80%; AMBER for 76% - 

79%; RED for <75%.

Medical Readiness Classification measures deficiencies 

in an individual Soldier’s medical readiness, which, 

in turn, affects the medical readiness of the unit and 

command.

Take the important steps to be the victor in your good 

health and provide the maintenance your body calls 

for; get your Periodic Health Assessment and dental 

examination today. Hoooah! 

Command Medical Advisory Office

Medical readiness on

By Lt. Col. Gerald Holleger, 79th SSC Nurse Staff Officer

36 The FALCON
Find out more at

www.usarec.army.mil/hq/warrant/ 

or e-mail the Warrant Officer Recruiting Team at 

wo-team@usarec.army.mil

40 Military Occupational Specialties

Challenging Assignments

Technical Training and Education

Faster Promotion Potential

Extended Career Path

Perform Core Duties Longer

Better Pay and Retirement

Warrant Officers are highly specialized experts and trainers in their 

career fields. By gaining progressive levels of expertise and leadership, these leaders provide valuable guidance to commanders 

and organizations in their specialty. Warrant Officers remain single-specialty Officers with career tracks that progress within their 

field, unlike their Commissioned Officer counterparts who focus on 

increased levels of command and staff duty positions.

Summer/Fall 2011 37
AFETY SAFETY SAFETY SAFETY 

SAFE

FETY SAFETY SAFETY SAFETY SAFETY SAFETY 

AFETY SAFETY 

TY SAFETY SAF

Almost every day we get in our vehicle or on our motorcycle and 

drive off with little more thought to it than getting to where you 

want to go. Driving or riding really has more responsibility to it than 

that. Read on to get a better handle on what you’re doing!

POV/POM SAFETY

DON’T DRIVE DISTRACTED - At the U.S. Department 

of Transportation, we heard America’s call to end the 

dangerous practice of distracted driving on our nation’s 

roadways. Distracted driving is a serious, life-threatening practice and we will not rest until we stop it. Visit

www.distraction.gov/ for more info.

By Mr. Rickey Payne, 79th SSC Safety Director

VIDEO TESTIMONY - To raise awareness of the dangers 

of distracted driving and serve as a resource for those 

who have lost loved ones in accidents resulting from 

what is all-too-common behavior; this video shows people who have lost a relative and friend because she was 

texting while driving. Enough is enough. People need 

to put down their phones and concentrate on driving. 

https://safety.army.mil/multimedia/VIDEOLIBRARY/

DID YOU KNOW? 

Now there’s a free 

mobile app that 

can put an end 

to texting while 

driving. Listen to 

text messages 

and emails in 

real-time completely hands-free. Find 

it on the internet, download and Stop 

distracted driving. If you don’t have 

this capability, DO NOT TEXT while 

driving!!!

BUCKLE UP!

Wearing a seat belt costs you nothing, but not wearing it could cost you a ticket or worse...your 

life. The U.S. Army Combat Readiness/Safety Center wants all drivers and passengers to buckle 

up. Regular seat belt use is the single most effective way to protect people and reduce fatalities 

in motor vehicle crashes. Research has shown that when lap and shoulder belts are used 

properly, the risk of fatal injury to front-seat passenger car occupants is reduced by 45 

percent, and the risk of moderate to serious injury is reduced by 50 percent.

POV/POM SAFETY TOOLBOX - Chapter 11 of Army Regulation 385-10 establishes requirements for traffic 

safety and loss prevention to reduce the risk of death or injury to Army personnel. 

The Privately Owned Vehicle and Privately Owned Motorcycle Risk Management Toolbox located at: 

https://safety.army.mil/povtoolbox/Home/tabid/1623/Default.aspx was developed to assist Leaders, 

Soldiers and Civilians in the development of driving safety programs and the safe operation of their vehicles. The site features best practice examples, mandatory requirements, and lessons learned from throughout the Army and Department of Defense. Safe driving is far more than taking a course in driver education; 

it’s also a matter of using your head and common sense. Drive Safe, Arrive Safe!

38 The FALCON
FETY SAFETY SAFETY SAFETY 

SAFE

Y SAFETY SA

Y SAFETY SAFETY SAFETY SAFETY SAFETY SAF

AFETY SAFETY S

Got Safety 

 Questions?

Visit the US Army Combat Readiness Safety Center 

for everything safety. At this site you can get current 

news, training, tools, statistics and more. 

https://Safety.army.mil

MOTORCYCLE SAFETY NATIONAL STATISTICS

 Today, more people are riding motorcycles than ever before. Motorcycle 

riders represent almost every demographic group in the country. Riders 

now tend to be more affluent than 30 years ago. The average age of 

riders has increased, and more women are riding than ever before. The 

profile of who crashes and who dies has changed too:

•Age: Young people are not the only ones dying in motorcycle crashes. 

In 2008, more than half the people killed in motorcycle crashes were 

40 or older, up from 33% in 1998. 

•Sex: While only 9% of riders killed in motorcycle crashes in 2008 were women, almost all passengers 

(89%) killed in motorcycle crashes were women.

•Helmets: People who do not wear helmets are more likely to be killed in a crash. Forty-one percent of 

motorcycle operators and 51% of motorcycle passengers who died in 2008 were not wearing a helmet.

•Location: More people are killed in motorcycle crashes on rural roads now than 20 years ago. Roughly 

half of all crashes take place on rural roads.

•Alcohol: When people drink and ride, they are at much greater risk of crashing and dying. Alcohol was 

involved in 37% of motorcycle crashes in 2008.

•Motorcycle Type: The majority of people who die in crashes are riding sport motorcycles with mid-size 

engines designed to maximize speed and agility. 

DEATHS INCREASE FOR RIDERS COVERED BY PARTIAL HELMET LAW

Comparing the 30 months after the Florida state legislature repealed its universal helmet law with the 30 months before repeal: 

•Deaths of all riders increased by 55%, substantially higher than what was 

expected from the increased registrations after repeal.

•Among riders under the age of 21, deaths of unhelmeted riders increased 

by 188%, even though the helmet law still applied to them.

•Motorcycle crash-related hospitalizations rose more than 40%. 

Summer/Fall 2011 39
79th SSC Staff Judge Advocate

Beware of Simple Solutions

Credit Problems?

The Truth

No one can legally remove accurate and timely 

negative information from a credit report. But the 

law does allow you to request a reinvestigation 

of information in your file that you dispute as 

inaccurate or incomplete. There is no charge 

for this. Everything a credit repair clinic can do 

for you legally for a fee, you can do for yourself 

at little or no cost. According to the Fair Credit 

Reporting Act of 1970: 

•You are entitled to a free copy of your credit 

report every year, and if you’ve been denied 

credit, insurance or employment within the 

last 60 days. If your application for credit, 

insurance, or employment is denied because 

of information supplied by a credit bureau, 

the company you applied to must provide 

you with that credit bureau’s name, address, 

and telephone number. 

•You can dispute mistakes or outdated items 

for free. Ask the credit reporting agency for a 

dispute form or submit your dispute in writing, 

along with any supporting documentation. 

Do not send them original documents. 

Clearly identify each item in your report that you 

dispute, explain why you dispute it, and request 

a reinvestigation. If the new investigation reveals 

an error, you may ask that a corrected version of 

the report be sent to anyone who received your 

report within the past six months. 

The Warning Signs

If you decide to respond to a credit repair offer, 

beware of companies that: 

-want you to pay for credit repair services 

before any services are provided; 

-do not tell you your legal rights and what you 

can do—yourself—for free; 

-recommend that you not contact a credit 

bureau directly; 

-suggest that you try to invent a “new” 

credit report by applying for an Employer 

Identification Number to use instead of your 

Social Security Number; or advise you to 

dispute all information in your credit report 

or take any action that seems illegal, such as 

creating a new credit identity. 

If you follow illegal advice and commit fraud, 

you may be subject to prosecution. You could 

be charged and prosecuted for mail or wire 

fraud if you use the mail or telephone to apply 

for credit and provide false information. It’s a 

federal crime to make false statements on a loan 

or credit application, to misrepresent your Social 

Security Number, and to obtain an Employer 

Identification Number from the Internal Revenue 

Service under false pretenses.

Under the Credit Repair Organizations Act, 

credit repair companies cannot require you 

to pay until they have completed all of their 

promised services.

Provided by the 79th SSC Staff Judge Advocate

You see the advertisements in newspapers, on TV, and on the Internet. You hear them on the 

radio. You get fliers in the mail. You may even get calls from telemarketers offering credit repair 

services. They all make the same claims: “Credit problems? No problem!,” “We can erase your bad 

credit—100% guaranteed,” “Create a new credit identity—legally,” “We can remove bankruptcies, 

judgments, liens, and bad loans from your credit file forever!” 

Everyday, companies nationwide appeal to consumers with poor credit histories. They promise, for 

a fee, to clean up your credit report so you can get a car loan, a home mortgage, insurance, or even 

a job. The truth is, they can’t deliver. After you pay them hundreds or thousands of dollars in upfront fees, these companies do nothing to improve your credit report; many simply vanish with your 

money. Do yourself a favor and save some money, too. Don’t believe these statements. Only time, a 

conscious effort, and a personal debt repayment plan will improve your credit report.

40 The FALCON
Many states have laws strictly 

regulating credit repair companies. 

States may be helpful if you’ve lost 

money to credit repair scams.

If you’ve had a problem with a 

credit repair company, don’t be 

embarrassed to report them. While 

you may fear that contacting the 

government will only make your 

problems worse, that’s not true. Laws 

are in place to protect you. Contact 

your local consumer affairs office or 

your state attorney general. Many 

AGs have toll-free consumer hotlines. 

Check with your local directory 

assistance.

“We can erase your bad credit

 —100% guaranteed.” 

Have You Been Victimized?

Job applicants can have corrected reports sent to 

anyone who received a report for employment purposes 

during the past two years.

When the reinvestigation is complete, the credit 

bureau must give you the written results and a free 

copy of your corrected report if the dispute results in 

a change. If an item is changed or removed, the credit 

bureau cannot put the disputed information back in 

your file unless the information provider verifies its 

accuracy and completeness, and the credit bureau gives 

you a written notice that includes the name, address, 

and phone number of the provider.

You also should tell the creditor or other information 

provider in writing that you dispute an item. Many 

providers specify an address for disputes. If the provider 

then reports the item to any credit bureau, it must 

include a notice of your dispute. In addition, if you are 

correct—that is, if the information is inaccurate—the 

information provider may not use it again.

If the reinvestigation does not resolve your dispute, 

have the credit bureau include your version of the 

dispute in your file and in future reports. Remember, 

there is no charge for a reinvestigation.

The Credit Repair Organizations Act

By law, credit repair organizations must give you a 

copy of the “Consumer Credit File Rights Under State and 

Federal Law” before you sign a contract. They also must 

give you a written contract that spells out your rights 

and obligations. Read these documents before signing 

the contract. The law contains specific protections for 

you. For example, a credit repair company cannot: 

•Make false claims about their services; 

•Charge you until they have completed the promised 

services; performed any services until they have your 

signature on a written contract and have completed 

a three-day waiting period. During this time, you can 

cancel the contract without paying any fees. 

•Your contract must specify the payment terms for 

services, including total cost; a detailed description 

of services to be performed; how long it will take to 

achieve the results; any guarantees they offer; and 

the company’s name and business address. 

Reporting Negative Information 

Accurate negative information generally can be 

reported for seven years, but there are exceptions: 

-Bankruptcy information can be reported for 10 years; 

-Information reported because of an application for 

a job with a salary of more than $75,000 has no time 

limitation; 

-Information reported because of an application for 

more than $150,000 worth of credit or life insurance 

has no time limitation; 

-Information concerning a lawsuit or a judgment 

against you can be reported for seven years or until 

the statute of limitations runs out, whichever is 

longer.

-Default information concerning U.S. Government 

insured or guaranteed student loans can be reported 

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Summer/Fall 2011 41
The Army proved that it is never too late to reward a 

Soldier’s heroism July 23, 2011 in Tyler, Texas.

Pfc. Leslie B. Pruitt, now age 90, served during World 

War II in the 90th Infantry Division, but received no 

awards at the time of his discharge. Saturday, after 

nearly 70 years, he received the Combat Infantryman's 

Badge, Bronze Star and Prisoner of War Medal at the 

Cornerstone Assembly of God Church, Tyler, Texas, in 

appreciation of his World War II service. 

Maj. Gen. (Ret.) John T. Furlow, a fellow church member, 

coordinated the efforts to ensure Pruitt was recognized 

for his service. In his role as master of ceremony, Furlow 

took a moment to recognize the veterans present for 

the event. 

“I like to recognize World War II veterans because at 

the height of the war, there were 16 and a half million 

veterans, today we have right at 2 million,” said Furlow. 

“We are losing about 735 of them a day. These are our 

national treasures.”

Pruitt was inducted into the U.S. Army on Dec. 28, 

1942 at Tyler, Texas and was soon after sent to Camp 

Perry, Ohio for basic training and assigned to the 20th 

Armor Division at Camp Campbell, Ky., as a truck driver 

instructor. 

Pruitt received notice he had been diverted to the 

infantry in 1944 and received advanced infantry training 

before being shipped overseas to England. Shortly after 

his arrival in England in June 1944, he was transported 

across the English Channel to Normandy and was 

assigned to Company K, 358th Infantry Regiment, 90th 

Infantry Division. 

During the Battle for Hill 122 on July 8, 1944, Pruitt was 

severely wounded in his left jaw and forearm and was 

subsequently captured by the enemy. He was initially 

taken to Mortan, France for first aid and later transported 

to Rennes, France where he was confined to a prisoner 

of war hospital until being liberated on Aug. 5, 1944 by 

American Forces. 

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

WWII Veteran Awarded 

After Nearly 70 Years

Recognition of Heroism

 has no Expiration

A portrait of Leslie Pruitt from 1942 when he first joined the Army was 

displayed during his award ceremony on July 23, 2011. Pruitt received 

his long overdue Combat Infantryman’s Badge, Bronze Star and Prisoner 

of War Medal in recognition for his service in World War II.

42 The FALCON
After his liberation, Pruitt was immediately transported 

to England for extensive medical care. He was 

redeployed to the United States and never reconnected 

with the 358th Infantry Regiment or the 90th Infantry 

Division. On Nov. 4, 1944 it was determined that Pruitt 

was no longer physically qualified for military service 

and he was ultimately discharged on Aug. 4, 1945. 

The 90th Sustainment Brigade, an Army Reserve 

unit in North Little Rock, Ark., carries on the lineage 

and honors for the 90th Infantry Division. Col. Peter 

Malik, commander of the 90th Sustainment Brigade, 

presented Pruitt an honorary membership to the 90th 

Infantry Division Association, a Tough ‘Ombre patch and 

the 90th Sustainment Brigade Coin of Excellence. Pruitt 

is also authorized to wear the Presidential Unit Citation, 

which was awarded to the 90th Infantry Division for 

its success in the reduction of the Metz Fortress and 

Moselle River Crossing in November 1944.

During his presentation Malik read a passage from Gen. 

MacArthur’s final speech at the U.S. Military Academy on 

his acceptance of the Sylvanus Thayer Awarded in 1962. 

“I wanted to read this excerpt because it describes 

the heroic actions of Mr. Pruitt and his selfless service,” 

said Malik. “He answered his call to duty and did not 

question when he was assigned from an instructor to 

an infantryman with Company K in 1944 at the Battle 

of 122.”

“He had the courage to push through the 

enemy lines, knowing that the fighting was 

intense,” Malik continued. “He had his faith, 

faith in God, his Soldiers and the leadership 

of his Battalion. He had hope, as a 

captured American GI. He had hope, 

praying his men would soon free 

him and he would return home to 

his loving and supportive family. 

Never once did he give up.”

Malik emphasized how 

imperative it is to honor and pay 

tribute to each and every veteran 

that crosses our path, from World 

Former Pfc. Leslie Pruitt, 90 years old, 

addresses friends, family and dignitaries 

during an awards ceremony in his honor on 

July 23, 2011. Pruitt received his long overdue 

Combat Infantryman’s Badge, Bronze Star 

and Prisoner of War Medal in recognition for 

his service in World War II.

War II through the War on Terrorism. 

“Selfless Americans like Mr. Pruitt deserve this tribute,” 

said Malik. “Thank you Pfc. Pruitt for your honorable 

service and sacrifice to this great nation.”

Pruitt spoke of his appreciation for the officers, family 

and friends that made the award presentation a reality 

and traveled great distances to attend the ceremony.

 “That’s when you realize your friendships count,” said 

Pruitt. “I’d like to say it’s a mighty good thing to see 

everybody here.”

It took a bit of research and legwork to get approval 

for Pruitt to receive his long overdue awards but the 

end goal was accomplished: heroic service recognized 

despite the transition of time.

“It’s something I won’t forget for a long time,” says 

Pruitt. “They said yeah, you deserve it, and I got them!”

During the Battle for Hill 122 on July 8, 1944, 

Pruitt was severely wounded in his left jaw and 

forearm and was subsequently captured by the enemy.