Falcon

Trained, ready, cohesive, well-led 

Sustainment units for world-wide deployment The ‘Readiness’ Edition : Follow the 79th SSC staff as we discuss everything from 

ARFORGEN to the Yellow Ribbon Program. Begin with the 

Foundations of Readiness - Page 8 

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

Cover Story:

Mariners of the 

Army Reserve 

Page 22 

The

V O LU M E I I , I S S U E I 2 0 1 2
TheFalcon

Manning the Force

Placing the Right Soldiers in the Right Unit

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.

Contents

Two Star Notes 4

Readiness & Leadership 6

79th SSC Command Team

CSM On Point

Readiness Realignment Program 14

Supply Discipline 12

Army Force Generation

The Foundation of Army Reserve Readiness 8

Information Assurance 18

New Program Works to Re-Balance the Army Reserve

The USAR Training Strategy

The Right Training at the Right Time 10

15

Force Validation

Building a Trained, Ready Force 13

Medical Readiness Categories Explained

Command Medical Advisory Office

ig: Are You Ready for Retirement

Both Soldiers, Units need to prepare 16

17

Your Key to Staying Connected

On Soldier Readiness: by Maj. Gen. William D. Frink, Jr.

Essential Element of Unit Readiness
Sergeant Audie Murphy Club

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. 

19 Security Clearances

Compliance is Non-Negotiable

Financial Readiness Basics

Know what your getting paid, how to read an LES 20

Volume II, Issue I - 2012

Yellow Ribbon

The Ultimate in Readiness Programs 30

79th SSC Public Affairs Office

Membership is more than an Honor 28

Public Affairs NCOIC

Sgt. 1st Class Corey L. Beal

News & Tools You Can Use

Links and Info to What’s Relevant to You 32

Families In the Fight

Readiness is our Middle Name 26

Safety Sustainment Board

POV and POM Safety 38

Mariners of the Army Reserve (Cover Page)

Operation Pacific Response 22

Public Affairs Journalist 

Sgt. Scott Akanewich

79th SSC Staff Judge Advocate

Links and info for when You Need It 40

Dignity, Respect Essential to Readiness

Equal Opportunity 41

Ft. Lawton

Army Colors Cased in Historic Closing 42

Personal Readiness Starts Now

Chaplain, “Don’t Wait, Address Issues Now” 28
4 The FALCON

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

The United States as it stands 

today was fought and won by Citizen-Soldiers who stood ready to 

do whatever necessary for their 

country. The role of today’s CitizenSoldiers is just as crucial and their 

constant state of readiness remains 

just as vital.

Whereas wars are won and lost 

by armies, armies are won and lost 

by the readiness of their Soldiers, 

Families and supporting force. As 

we move forward into a new era of 

fiscal constraints and declining resources, it becomes all the more important we preserve our individual 

Soldier readiness. 

There are multiple building blocks 

in the readiness of our force and 

they begin with Soldier and Family Readiness. Only when you have 

a unit with a sound rate of Soldier 

readiness, can you then move on 

to squad, platoon and company 

readiness. Just as outlined in the 

Army Force Generation, we cannot 

competently achieve company-level training until we have first mastered individual training tasks. 

I have stated before my expectation is not for units to be at a continuous state of readiness to the 

highest level at all times. Due to 

competition for limited resources, 

this is unrealistic and creates a hollow force. However, the expectation 

remains for basic Soldier and Family readiness to remain a constant 

throughout ARFORGEN. This is 

where we must maintain our focus 

and must, as individuals, achieve 

our legal and moral obligation. 

Each Soldier has an individual 

responsibility in maintaining their 

own readiness. This is not only 

my policy, but is quantified in law, 

our Army Values and the Soldier’s 

Creed. Failing to do so is a betrayal 

of those who count on you to be 

ready when called upon. 

Soldier Readiness is the immediate ability to effectively meet 

the demands of military service. 

It means addressing and mitigating everything that can prevent 

you from performing your duties, 

whether physical, mental, or administrative. 

Medical and dental readiness is 

continuously compromised by simply not completing yearly examination requirements. Currently this 

includes 36% of the Soldiers within the 79th Sustainment Support 

Command. This means, just within 

this command, more than 6,000 

Soldiers are considered in a red status and therefore not achieving individual readiness. We must collectively combat this trend by utilizing 

all resources provided by the Army 

Reserve, including vouchers for 

medical appointments and Readiness Management funds which pay 

Soldiers attending. 

Soldier fitness is another key aspect to readiness. Passing an Army 

Physical Fitness Test as well as meeting height and weight standards 

are two of the most basic of Soldier 

responsibilities. As Citizen-Soldiers, 

we must take extra effort and incorporate a healthy lifestyle in our daily 

lives regardless of our duty status. 

Annual Training and deployments 

are not the times to get in shape, 

they are the times to build upon the 

standard you have been working to 

maintain during off-duty hours. 

Individual Training is an essential 

cornerstone in Soldier Readiness. 

First and foremost, are you duty Military Occupational Specialty-qualified? Second, have you attended 

the professional military education 

courses identified for your grade? 

If not, you must immediately initiate corrective actions. Additionally, 

we must ensure we meet our yearly 

training requirements, including 

weapons qualification, quality assurance and anti-terrorism training. 

Annual updates and refreshers ensure we have the most current tools 

to maintain a high level of individual readiness.

Readiness also includes making 

current all necessary administrative 

actions, such as wills, Servicemembers Group Life Insurance, powers 

of attorney and security clearance 

renewal. In addition to assistance 

provided by your unit, multiple resources are available online with 

additional information and tools to 

assist you in accomplishing each of 

Soldier Readiness

Two Star Notes:

“...the expectation remains for 

basic Soldier and 

Family readiness to remain a 

constant...” 

79th Sustainment Support Command, Commanding General
Volume II, Issue I - 2012 5

AR 40–501 • Standards of Medical Fitness • 14 December 2007 

8–3. Physical fitness: a. Maintenance of physical and medical fitness is an individual military responsibility, particularly with reference to preventable conditions and remediable defects. Soldiers 

have an obligation to maintain themselves in a state of good physical condition so that they may 

perform their duties efficiently. 

9–3. Responsibility for medical fitness: a. It is the responsibility of RC Soldiers to maintain their 

medical and dental fitness. This includes correcting remedial defects, avoiding harmful habits, and 

controlling weight. RC Soldiers are responsible for seeking medical advice and treatment quickly 

when they believe their physical wellbeing is in question.

“...we must sustain our Families with the same level 

of organized and deliberate action as we sustain our 

Force. They depend upon us as we depend on them.”

these tasks. On AKO alone, you can 

instantly view details of your medical and dental categories, when 

your next Periodic Assessment is 

due, your last APFT results or even 

track your Family Members status 

in the Defense Enrollment Eligibility Reporting System. You can 

also view and update your records 

through iPerms or check everything 

from your retirement points to your 

security clearance at www.hrcapps.

army.mil/portal.

With one exception, all these segments of readiness are checked, 

tracked and monitored by various 

offices through every phase of the 

ARFORGEN cycle in order to provide 

leaders the metrics needed to determine a Unit’s readiness. The one 

aspect which cannot be adequately 

measured is Family Readiness.

Undoubtedly, the single most 

critical aspect of Soldier readiness is 

their Family readiness. The physical, 

emotional and administrative preparedness of Family Members is just 

as morally obligated and essential 

to our mission success. A Soldier 

simply cannot maintain mission focus when their Family readiness is 

incomplete.

During an address last year, 

President Barack Obama stated, 

“The strength and the readiness of 

America’s military depend on the 

strength and readiness of our Military Families.” 

This was true in the earliest days 

of our Nation’s militias in 1763 as is 

today. The preparation and stability 

of our Families is inseparable from 

our readiness as Soldiers. As such, 

we must sustain our Families with 

the same level of organized and 

deliberate action as we sustain our 

Force. They depend upon us as we 

depend on them.

 Just as Soldiers deal with emotional tolls brought on by separation – so do our Army Reserve Family Members. Fortunately, there are 

many resources for Army Reserve 

Families to utilize. Family Readiness 

Groups, Army Family Programs, 

Army One Source, Yellow Ribbon 

Events, or even family retreats 

through the Strong Bonds program. All of these tools have been 

put in place for our Families. 

Whether it is creating emotional 

bonds which can withstand yearlong mobilizations or ensuring financial responsibilities can be met 

during separation, Families must be 

best prepared as possible. This is not 

only imperative for Family Member 

well-being, but also that of the Soldier. 

I urge each one of you to take advantage of the resources afforded to 

you. They have been put forth with 

the best of intentions, but are of no 

use unless they are used. I also ask 

you to examine yourself and your 

own readiness in all required segments. If you are not where you 

need to be – recommit yourself to 

be the Citizen-Soldier who is ready 

when our Nation calls. Our vocation 

as Soldiers demands no less, our Nation expects no less, and our Families deserve no less.

I thank each of you for your continued sacrifices and hard work in 

service to our Country.
6 The FALCON

HOOAH Soldiers!!!

I trust that you and your Families are in the 

best of health and spirits. As always, I ask we 

not forget the sacrifices of our Fallen Warriors, 

Wounded Warriors, Warriors and our Civilian 

workforce still in the fight, as well as their Families. Know that ALL are in our daily thoughts 

and prayers...never to be forgotten.

In previous Falcon articles, I’ve discussed 

the Army’s strategic vision for tomorrow. We 

specifically addressed the Chief of the Army 

Reserve’s Reshaping the Force initiative, the 

Individual Ready Reserve Affiliation program and how these initiatives impact each of us and 

our Families. We discussed our 

need to take better care of our 

Soldiers, Civilian workforce and 

our Families. We talked about 

limited resources and ensuring 

the right Soldier is placed in the 

right position. We discussed the 

importance of recognizing “taking a knee” when we are no longer effective. Well Soldiers, if you 

close your eyes, even for a moment, you’d realize just how fast time has passed and those initiates have begun effecting change. It should 

not have been a surprise to any of us though, as 

we’ve all been made keenly aware of the pending change. This leads me into our topic of discussion for this article, Readiness.

Our Army has numerous doctrinal applications of Readiness. A few include Physical Security Readiness, Medical Readiness, Combat 

Readiness, Safety Readiness, Physical Conditioning Readiness and Readiness as it integrates 

to Army Force Generation. We’ve attended conferences, viewed power points and listened to 

the many Subject Matter Experts on Readiness. 

All these tie into our overall Readiness Posture, 

validating our ability to successfully conduct 

and complete our mission. 

So where does Readiness start? How does 

Readiness affect our command? How do we 

measure our success? To address these questions, I invite you to join me on a walk through 

our rank and file, visiting our organizations geographically dispersed over 15 States west of the 

Mississippi.

The first phase of our journey takes us to 

Robinson Hall at Joint Forces Training Base Los 

Alamitos, Calif. This is the home of the 79th Sustainment Support Command Headquarters and 

that of our leadership. You guessed it, Readiness 

starts with the commands’ Senior Leaders. In 

this article, when I reference leadership, I’m applying the attributes and traits expected of leaders, respective of their echelon of command.

Our commanding general, 

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

charged with providing strategic guidance in the form of the 

Command Vision and Command 

Strategy to the command. The 

Commander’s Vision and Strategic plan have a significant role in 

our follow on discussion.

Today’s leaders, forced by 

more than a decade of war, have 

evolved into Strategic Leaders. 

Gen. David Petraeus speaks about 

four tasks strategic leaders have to perform: getting the big ideas right; effectively communicating the big ideas; overseeing the implementation of the big ideas; capturing best practices 

and lessons and cycling them back through the 

system to help refine the big ideas. Sound familiar? Command Vision and Command Strategy 

are both posted on the 79th SSC homepage for 

you to review. Just as critical to reviewing the 

vision and strategy, is being able to understand 

and having the ability to interpret the intent.

Trusted Leaders are imperative to ensuring 

the moral capabilities of the command. These 

are leaders who’ve proven themselves personally, professionally and faithfully on and off the 

battlefield. Our Soldiers, Civilian workforce and 

Families must have 100% trust in their leaders. 

Failure to build, exhibit and sustain moral capabilities leads to chaos, dissension and ultimately 

the destruction of the unit, rendering the unit 

irrelevant. Good Soldiers become unfairly displaced, causing second and third-order affects 

to Family relationships. 

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

Readiness & Leadership

...Readiness 

is NOT just 

the doctrinal 

applications 

of Readiness. 

Readiness is 

Leadership.

COMMAND SERGEANT MAJOR ON POINT
Volume II, Issue I - 2012 7

Charge to the 

Noncommissioned

Officer

I will discharge carefully and 

diligently the duties of the 

grade to which I have been 

promoted and uphold the traditions and standards of the 

Army.

I understand that soldiers of 

lesser rank are required to 

obey my lawful orders. Accordingly, I accept responsibility for their actions. As a 

noncommissioned officer, I 

accept the charge to observe 

and follow the orders and directions given by supervisors 

acting according to the laws, 

articles and rules governing 

the discipline of the Army, I 

will correct conditions detrimental to the readiness 

thereof. In so doing, I will fulfill my greatest obligation as 

a leader and thereby confirm 

my status as a noncommissioned officer.

*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!!!

Leaders lead by example. Make a difference 

and ensure you do what’s right NO matter the 

consequences. An applicable quote from the 

34th Chief of Staff of the Army, Gen. (Retired) 

Eric K. Shinseki, “On the worst day, when everything fails, you are still expected to exercise your 

responsibilities.” 

The second phase of our journey takes us 

where it counts- your unit. Conducting routine 

and unscheduled battlefield circulation visits is 

critical to ensuring Leaders and Soldiers, down 

to the squad level received, understood, interpreted and executed the Senior Leaders’ Strategy and Vision. Essential to our success is communicating the Senior Leaders’ intent, ensuring 

its proper implementation and if needed- readjustment. This is also the appropriate time to 

check for balance. It’s inherent to our nature to 

get drummed up on mission accomplishment. 

We do not want to discourage that trait or attribute, but critical to our success is teaching and 

mentoring balance amongst our Soldiers. This is 

equally as important for ourselves.

The final phase of our journey circles right 

back to our headquarters. This phase requires 

a complete scrub of collected data. The data is 

dissected, evaluated, discussed and where appropriate, changes are recommended. The ultimate goal is to improve the foxhole; placing the 

right Leader, in the right position, at the right 

time. No matter your Military Occupational 

Specialty or Area of Concentration, we ALL play 

an important role in mission accomplishment. 

Make your time count. Take pride and ownership in ALL you do. Whether constructing a 

simple e-mail or a complex operation order, review your work before pushing the “send” key...

we’ve all been there.

So now you should be able to answer three basic questions: Where does Readiness start? How 

does Readiness affect our command? And how 

do we measure our success? The bottom line is 

Readiness is NOT just the doctrinal applications 

of Readiness. Readiness is Leadership.

I welcome our new Soldiers to our ranks and 

salute those who’ve left. To ALL, it’s an honor 

and privilege to serve alongside each and every one of you. Stay focused and stay SAFE...

HOOAH!!!

CSM

PMA!!! Excerpted from the Department of the 

Army Certificate of Promotion, DA Form 

4872, Jan 2000.
8 The FALCON

ARMY FORCE GENERATION: 

Foundation of Army Reserve Readiness

Lt. Col. Gregory Baker, 79th SSC Operations Officer

The American people expect, and our freedom demands, the United States Army will continue its proud 

history of winning wars and securing the peace. Each 

time we reenlist or take the oath as part of a promotion 

ceremony, we reaffirm our commitment to defend the 

United States - but our commitment is ultimately tested 

by our ability to be ready when the Nation calls. 

As the Army is reshaped to reduce costs while maintaining our decisive edge as the best land force in the 

world, U.S. Army Reserve Soldiers and units will become 

even more essential to our Nation’s security. Army Force 

Generation is the way we will provide a predictable 

number for units each year while ensuring our Soldiers, 

Families, and employers have predictability about when 

the nation might call the Soldier away. This article will 

help you understand how your unit’s readiness will be 

measured under ARFORGEN, so you will know what you 

must do to be ready to answer the nation’s call.

ARFORGEN flips the old readiness system on its side. 

Maj. Gen. Mark Graham, Army Forces Command’s deputy chief of staff, G3/5/7, illustrates how ARFORGEN relates to the old readiness system with a pencil. Hold the 

pencil with the point up. The the sharp point is a few 

units that were identified to mobilize first. These units 

got the best of everything and were expected to have 

the highest readiness all the time. At the other end of 

the pencil is the eraser. This represents the units that 

were expected to deploy long after a crisis began, if at 

all. These units had the oldest equipment and the fewest dollars for training, but we did not expect much of 

them. 

Now turn the pencil so it points sideways. Every unit 

starts at the lowest readiness level, the eraser end. Over 

a four-year period, the unit gains resources and is expected to improve readiness to be available for possible 

deployment during the following, fifth, year. The good 

news is that Soldiers in every unit get to experience the 

very best equipment and training some of the time, 

while also having time over a five-year period to focus 

on schools, family, and civilian employment. 

The challenge is you must know where you are along 

the length of the pencil so you know what is expected 

of you and your unit. 

ARFORGEN is based on pools of forces progressing 

through three stages; Reset, Train/Ready, and Available. 

Army Reserve units spend one year in Reset, followed 

by three years in Train/Ready, and are Available for one 

year. Progress each year is measured by an “aim point” 

with a readiness level for personnel (P), training (T), supply and equipment (S) and maintenance (R). Over the 

five-year period, a unit will get the right resourcing to 

improve in each category.

Because contingencies, from a war to a natural disaster, do not happen on a predictable date, pools of units 

need to be available at any point in the calendar year, 

not lumped together on one day of the year. This is why 

your unit may have an Available Force Pool Date, the 

day on which you enter the Available year, at any point 

on the calendar. 

AFPD connects with readiness aim points, setting the 

standard by which a unit is being measured. Aim points 

mark readiness requirements at the entry to each year 

of the ARFORGEN cycle. The AFPD is the date a unit enters the Available year, so you count back from the AFPD 

to see which aim point you have passed and which aim 

point you are approaching. 

To understand how your unit is doing, ask yourself two 

questions. First, “have we met the readiness standards 

of the aim point behind us?” Then ask “are we on track 

to meet the aim point in front of us?” AFPDs, combined 

with the aim points, drive everything from the kind of 

training Soldiers and units will engage in each year to 

the timing of assignments and alignment of equipment. 

The Army counts on all of us to be ready when called 

to defend the nation. Sustainable readiness must balance the needs of the Army with the needs of Army 

Reserve Soldiers in their family life and civilian employment. ARFORGEN, with its predictable five-year cycle, 

gives us that balance. Knowing where your unit is in the 

cycle will help you understand what you should be doing next and will give your family and employer predictability as you stand ready to answer our Nation’s call.

Editors Note: Inside this issue of The Falcon you will find multiple articles detailing the many facets of Readiness. The Army is counting 

on availability of Army Reserve units filled by 24,000 Army Reserve Soldiers each year, which adds up to 120,000 Soldiers in units distributed evenly across the five years of the ARFORGEN cycle. As you read on in this issue, you will learn the USAR training Strategy, important 

changes affecting how Soldiers will be assigned, changes in equipment disposition, and several other critical pieces that fit together to 

complete the personnel readiness picture. No matter what your assignment - you have a part in readiness.
Volume II, Issue I - 2012 9

ARFORGEN FORCE POOLS

ARFORGEN is based on pools of forces progressing through three stages; Reset, Train/Ready, and Available. Army 

Reserve units spend one year in Reset, followed by three years in Train/Ready, and are Available for one year.

Available (Year 5)

The Available year is the year a unit joins the “Mission Force” and is 

ready for deployment to meet the Army’s CEF or DEF requirements. If 

you have a DEF mission, you join your Family for pre-mobilization Yellow Ribbon events. With 12 months of mobilization and nine months of 

boots on ground (BOG), your unit mobilizes, trains intensively at a mobilization station and deploys. If you are part of the CEF pool, you may 

participate in a major overseas exercise or train to respond to disaster 

in the United States. 

Soldier-Family Reintegration

Reconstitute personnel and 

equipment

Individual training

Comprehensive Soldier Fitness

Progressive Readiness IAW 

ARFORGEN Aim Points and the 

collective training strategy for 

Decisive Operations

Units prepared to deploy 

or to execute Combatant 

Commander’s or other Army 

requirements

RESET

Train/Ready

T/R1 | T/R2 | T/R3

AVAILABLE

Educate yourself more on Army Force Generation by reviewing Army Regulation 525-29: Army Force Generation, which can be 

viewed at http://www.apd.army.mil/pdffiles/r525_29.pdf. 

Reset (Year One)

In the Reset year, units are reintegrating into their civilian lives. Soldiers who are new to a position focus on Duty Military Occupational 

Specialty Qualification schooling as the unit aims to have 65% of its 

Soldiers duty-qualified. NCOs and officers take professional military 

education courses. Individual and squad level training is at a “practiced” level. During Reset, much unit equipment is not needed and 

some may be scheduled for refurbishment. As you exit Reset, your 

unit’s readiness is measured against Aim Point 1. 

Train/Ready 1 (Year Two)

You and most of your fellow Soldiers are qualified in your position or 

completing your DMOSQ training. Squads are to be trained in individual and collective skills. This is your time to develop leadership skills 

and begin collective training at a functional exercise. Your unit is much 

closer to having the supply and equipment it requires. As your unit exits T/R1, your unit’s readiness is measured against Aim Point 2.

Train/Ready 2 (Year Three)

You are training as a platoon or company. Your battle staff is practicing its skills and you are participating in a collective exercise. The unit 

leadership team is set to remain constant through the Available year. 

During this year, the unit may be identified for a DEF mission. If not, 

the unit will likely be given a regional focus for training and possible 

contingencies. You conclude this year with most of the unit roster full of 

qualified personnel and you continue to gain and improve the equipment you have. Your unit progresses from Aim Point 2 to Aim Point 3.

Train/Ready 3 (Year Four)

You participate in a Warrior exercise or a combat support training exercise. Companies and staffs are trained. If your unit was given a DEF 

mission, you have a post-mobilization training plan, so you need to 

finish the year with a full battle roster but the unit does not need to 

be fully-trained before mobilization. On the other hand, if you did not 

receive a DEF mission, you are part of the Contingency Expeditionary 

Force, which means your unit must be ready to respond to an unknown 

challenge on very short notice. So, CEF units must have higher training 

readiness than DEF units as they exit T/R-3.
10 The FALCON

U S A R T R A I N I N G S T R AT E G Y :

The Right Training at the Right Time

The Army Reserve Training Strategy has been updated 

to support ARFORGEN and the operational Reserve. If 

you understand where your unit is in the ARFORGEN 

cycle, and what kind of unit you belong to, then you will 

know what kind of training you need to be doing now 

and what to plan for next year. 

Planning has been simplified for the end-user; units 

will be assigned exercises and unit commanders can focus on mission preparation rather than seeking out the 

right exercise. 

When you hear the acronyms and see a chart illustrating training under ARFORGEN, it seems complex, 

but the Army Reserve Training Strategy makes perfect 

sense when you think it through. The names given to 

each year in the ARFORGEN cycle cue you to training. 

RESET tips you that the unit is focused on something 

other than collective training. Train/Ready-1 through 

Train/Ready-3 tells you that units have three years to 

build up the level of training, culminating in an Available year, where you would expect to be at the highest 

training readiness.

Going beyond the basic ARFORGEN process, we need 

two concepts to make sense of the ARFORGEN training 

strategy. The first concept is “training level” and the second is the CEF/DEF training distinction. 

Training Levels

More than ever, in these tough economic times, we 

must be wise stewards of the taxpayers’ dollars. Some 

kinds of units are harder than others to train to the 

highest proficiency, so some kinds of units need more 

training days and some need less. All units start with 

the statutory 48 MUTAs (24 days of IDT) and 15 days of 

Annual Training, meaning that every unit starts with 39 

days of unit training per year. The Army Reserve did an 

analysis of its units and broke them down into three categories, called Training Level 1, 2 and 3.

Training Level 1 includes the toughest units to train, 

such as a Sustainment Brigade or Expeditionary Sustainment Command. These units are programmed to 

receive an extra six days of annual training (ADT) in 

both Train/Ready-2 and Train/Ready-3. In T/R-2, the extra days go into a Warrior exercise (WAREX). In T/R-3, the 

extra days go into a CSTX.

Training Level 2 units are units like many battalion 

headquarters and large companies. These units are programmed for six extra days of training (ADT) in Train/

Ready-3, when they will likely attend a WAREX, or possibly a CSTX.

Finally, there are units that should be able to train to 

proficiency over three years with the traditional oneweekend –a-month and two weeks of Annual Training. 

These are designated Training Level 3 units. The designations are not perfect, but represent a reasonable strategy to balance the risks of unprepared units on the one 

hand and unsustainable training budgets on the other.

CEF/DEF Training Distinction

If your unit is identified as a DEF unit, mobilizing in 

support of a current operation, you will enter the Available year at a lower training readiness level than if your 

unit is CEF, part of the force pool available to respond 

rapidly to contingencies. A decade of mobilization, with 

our heavy pre-deployment training schedules, makes 

this seem backwards, but think again and it makes 

sense. 

If your unit already knows where it is going and when, 

and if you know you have time after mobilization for 

some concentrated collective training, then you do not 

need to fill the year before deployment with months 

of training. You just need to have all the right people 

assigned and trained enough so the post-mobilization 

will get the unit fully trained. DEF units mobilize for 12 

months but deploy for nine months BOG. 

In contrast to DEF units, a CEF unit enters the Available 

year as our nation’s insurance against contingencies, security challenges or disasters that have not yet become 

real. So a CEF unit must be better trained, ready to respond effectively with little or no additional training.

Putting It All Together

Now that you know how your unit moves through the 

ARFORGEN cycle, and the way unit training exercises are 

set for you, you can see how you need to time military 

school attendance. Since you will either be deployed or 

on short notice for contingencies, the Available year is 

not good. Likewise, Train/Ready 3 will be critical for collective training, so you’ll want to be the best prepared 

you can be before T/R-3, which leaves three other years. 

Reset is the optimal time, from the Army’s perspective, 

for us to get our professional schooling done. However, 

if you did deploy, you may have strong competing demands on you time, between civilian employment and 

family reintegration. Army Reserve leaders recognize 

these priorities, as you will see addressed in other articles in this issue. So, if you are a leader you need to 

talk with your subordinates about when they can go to 

school for DMOSQ or professional military education. If 

you have your schooling done, and if you deployed or 

By Col. Clifford A. Brown, Assistant Chief of Staff - G7
Volume II, Issue I - 2012 11

took part in some major exercise, your fresh expertise 

could be put to use as a trainer for units in T/R-2 or T/R-3.

If a Soldier cannot complete DMOSQ or PME in Reset, 

the Soldier’s AT for T/R-1 has to be that school. No matter how important a commander thinks Sgt. Smith is to 

the company’s AT, it is in the Army’s best interest to get 

Sgt. Smith best-equipped as an NCO with the Warrior 

Leader Course. Units start building competency at the 

squad and platoon level with unit training that focuses 

on functional core competencies.

As Soldiers transfer into a unit in T/R-2, they may still 

need schooling and that will be those Soldiers’ priority 

for annual training. However, most members of the unit 

should available for unit training, building proficiency 

at the platoon level or staff section level. As a new command team comes on board, they must quickly get 

through the Commanders’ Safety Course and the Pre 

Command Course so they are best prepared to lead the 

unit in its collective training events.

In Train/Ready 3, you should no longer see Soldiers 

transferring in who are not DMOSQ, so the primary focus is unit training, either to be ready for short-notice 

contingencies or to ready to execute a post-mobilization training plan before deploying on a known mission. 

Finally, in the Available year, you either deploy or you 

get the opportunity to participate in a significant exercise. For the past decade, commanders outside of CENTCOM have been starved of assets to support their own 

mission requirements. As we complete the logistical 

draw down from Kuwait and continue the draw down 

in Afghanistan, our units will be freed up to support a 

wider variety of missions around the world, from Africa 

to Central America to the Pacific Rim. Units will get a regional focus about two years out, and will get to participate in exercises that train up towards missions in the 

assigned region.

For further information on training under ARFORGEN, and for great tools to help you manage your own or your 

unit’s training, check out the Army Training Network. You can log in from any computer on the internet, using your 

AKO username and password or using your CAC card. https://atn.army.mil

INDIVIDUAL TRAINING

LEADER AND STAFF TRAINING

COLLECTIVE TRAINING
12 The FALCON

SUPPLY DISCIPLINE

 ESSENTIAL TO UNIT READINESS

While this Country has been at war for the past decade, it is imperative we get back to the basics. For an 

Army to successfully operate on a rotational model, it is 

imperative we account for all of our property, including 

the recovery and reintergration of excess and ensure it 

is properly recorded in the supply system. 

Units are equipped based on their 

position in the ARFORGEN process 

and their mission regardless of component. A unit takes five years to complete a full ARFORGEN rotation: Reset, 

Train/Ready 1, Train/Ready 2, Train/

Ready 3, and Available. The Equipment 

Readiness levels increase as units 

move through ARFORGEN cycles. 

Those units which are within the RESET phase will have a chance to reintegrate Soldiers and Families, then organize, man, equip and train as a unit. As 

units move to the Train/Ready phase, 

they will be resourced from 80% growing to 90%; once units enter the Available Phase, they are resourced to ensure 90% plus equipment readiness.

Over the next few years, the 79th 

Sustainment Support Command will 

aggressively pursue efforts to improve 

readiness through creating a culture of 

good supply discipline. The Command 

Supply Discipline Program brings together existing regulatory requirements for visibility 

purposes and is directed at standardizing supply discipline throughout the Army. CSDP is meant to simplify 

command, supervisory and managerial responsibilities. 

Simplification is accomplished by outlining the various 

requirements for responsible personnel, streamlining 

requirements and formalizing follow-up procedures. 

Command emphasis is vital to the success of any CSDP. 

For the past 12 months, the 79th SSC has been heavily 

involved in a campaign on property accountability as 

directed by the Chief of Staff of the Army, Gen. George 

W. Casey Jr. The key tasks of this campaign are: (1) reestablish commanders’ organization inspection programs, (2) mentor leaders at every level on good supply 

discipline and property accountability, (3) redistribute 

or turn in excess materiel and (4) establish mechanisms 

By Col. Andrea M. Breyton, Assistant Chief of Staff - G4

www.quartermaster.army.mil 

The Small Unit Leader’s Guide to the 

Command Supply Discipline Program 

discusses the importance of CSDP to 

commanders and provides necessary 

tools to implement a CSDP . 

to monitor compliance with good supply procedures.

The campaign on property accountability has elevated the visibility of supply discipline to ensure it is 

getting the attention it deserves and helping us meet 

our goal of 100% accountability. Gaining visibility of all 

equipment will ensure shortages are addressed in time 

to meet ARFORGEN readiness requirements. Some shortages will be corrected through lateral transfers of excess 

inventory as identified in other units, 

saving the command the expense of 

buying new items.

Thus far, the 79th SSC has managed 

to convert $24 million to $13,000 of 

Organizational Clothing and Individual Equipment from our property books 

to the Central Issue Facility.

This means that Mission Table of Organization and Equipment units will 

no longer be responsible for issuing 

OCIE to Soldiers from a unit kept stockpile. However, commanders at the unit 

level will be responsible to maintain 

an account in the Institute for Supply 

Management for each of their Soldiers. It has been and continues to be 

the first-line leader’s responsibility to 

insure Soldiers have the required OCIE 

and it is in serviceable condition. 

Commanders at all levels must 

charge their leaders to execute this responsibility and 

schedule time for accomplishment. It is required for a 

clothing record be maintained for each assigned Soldier 

at the unit level. Commanders should ensure their leaders are conducting Pre-Combat Checks periodically and 

at a minimum before and after training exercises. These 

inspections are to determine two things: does the Soldier have his required OCIE and are they in serviceable 

condition?

The conduct of inspections to include CSDP must include validation of clothing records and accomplishment of inventories. Exercising command supply discipline in garrison is good training in itself and ensures 

the unit’s equipment and maintenance status can be 

accurately reported, posturing the unit to successfully 

progress towards success in the Available year.
Volume II, Issue I - 2012 13

The Army Reserve ensures minimal readiness standards are met for newly activated or converted unit 

force structure in support of the Army Force Generation 

model using the Force Validation process. 

Force Validation begins with the publishing of a permanent order from Headquarters, U.S. Army Reserve 

Command directing an Army Reserve unit be established (activated), changed to a different type of unit 

(converted), or disestablished (inactivated). It includes 

all the processes, tasks, information systems coordination, and 

Command and Staff integration 

required to successfully establish, 

change, or disestablish Army Reserve force structure after publication of the PO, but before the effective date of the action. 

When a new unit is established, 

that period of time leading up to 

the effective date is often referred 

to as the ‘Carrier’ period.”

Carrier Status

Activating units are in “carrier 

status” generally for one year or 

less prior to the effective date of 

the activation (the carrier period 

can be up to two years if approved 

by USARC for a large, complex 

unit). During this period, a unit 

gains personnel, new or displaced 

equipment and focuses on training and establishing processes 

and procedures. Some of the tasks 

a unit conducts during this time include recruiting key 

personnel, ensuring newly-assigned Soldiers are duty 

Military Occupational Specialty-qualified and coordinating new equipment training and facility issues. 

Force Validation in the 79th SSC

Several of the Expeditionary Sustainment Command 

HQs in the 79th Sustainment Support Command have 

established formal Force Validation processes . The recent activation of the 451st Expeditionary Sustainment 

Command, a one-star Headquarters, is a successful example of how the Force Validation process works. 

Monthly “Force Validation Updates” were led by the 

79th SSC Force Development Office and later by the 

451st ESC HQ, during the unit’s carrier year. 79th SSC 

and 451st ESC Command and Staff reviewed the myriad 

actions required to successfully activate the unit and 

validated completion of critical tasks and integration of 

critical information systems. 

The process continues to be refined and will be used 

in conjunction with the Organizational Inspection Program to validate the 451st to take mission command, 

previously known as command-and-control or “C2,” of 

over 4,000 Soldiers and 50 units Oct. 1, 2012. Similar 

processes at the brigade and battalion levels are encouraged and have proven effective with increased unit 

readiness levels, successfully preparing new units for Contingency 

Expeditionary Force or Deployment Expeditionary Force mission 

responsibilities. 

Inactivating units can also be 

reviewed during the Force Validation process. The key is to “close” 

these units methodically, ensuring Soldier retention, property 

accountability and proper facility 

turnover if applicable. Ideally, the 

inactivation of an Army Reserve 

unit should increase another local 

unit’s readiness.

USARC Force Validation

The 79th SSC and assigned ESCs 

participate in the monthly USARC 

Force Validation Committee video-teleconference where “units of 

interest” are briefed to the USARC 

G-3/5/7, a one-star general officer. A “unit of interest” is a newly 

activating or converting unit the 

USARC G-3/5/7 has deemed important enough to review monthly to ensure readiness metrics are being 

met. These units are typically low-density (a low number available in the Army Reserve inventory) or scheduled to deploy soon after activating or converting. 

End State

The historical goal for an activating unit has been 

Unit Status Reporting readiness level “C-3” by the effective date, typically Sept. 16 of a particular year. This 

goal will likely change soon to match newly established 

“Aim Point” readiness metrics which depend on a unit’s 

Available Force Pool Date and Army Force Generation 

deployment cycle. 

As with many things, the key to successful Force Validation can be summed up in up five words: “What gets 

checked gets done!”

Force Validation

“We will develop options for the best Army 

within end strength... 

I expect [Army Force 

Managers] to assess 

capabilities and develop an affordable force, 

fully capable of supporting national objectives and Combatant 

Commander’s operational Needs.”

John McHugh, 

Secretary of the Army

By Maj. Anthony Blake, 79th SSC Force Development Officer

Building a Trained, Ready Force
The Readiness 

Realignment Program

This year, the United States Army 

Reserve has significantly changed 

the way we manage assignments so 

units have the right Soldiers in the 

right positions at the right time. 

This change in practice was already 

authorized by Army regulation, but 

we had not done the hard work to 

build the web-based tools needed 

for commanders and human resource staff to properly match local 

Soldier resources with local unit requirements. Now we have the tools 

and need to move quickly to match 

Soldiers to positions for which they 

are already qualified.

Even with the projected drawdown, the Army Reserve authorized 

strength is expected to be 205,000. 

The Army is counting on 24,000 Army 

Reserve Soldiers being available for 

CEF or DEF missions in trained and 

well-led units every year. Since the 

ARFORGEN cycle has five years in it, 

that adds up to 120,000 Soldiers required in units in the ARFORGEN cycle. Yet, as we have all experienced, 

the Army Reserve has struggled to 

properly man our deployable formations. This is because of Military Occupational Specialty and grade mismatches; we have enough Soldiers, 

we just have not properly matched 

them to unit needs.

Approximately 25,000 USAR Soldiers must be “rebalanced” in order 

to attain our manning aim points. 

The USAR must reassign Soldiers 

based on the needs of the Army 

Reserve in accordance with Army 

Regulation 140-10, paragraphs 1-10 

and 2-7, which authorizes the involuntary reassignment of Soldiers 

within 50 miles of their home zip 

code. The challenge is to overcome 

the stove-pipe effect of units close 

to each other but belonging to different chains-of-command. The answer is a new web-based program 

that gives commanders visibility of 

Soldiers who could immediately fill 

a shortage, when those Soldiers are 

excess to another nearby unit.

Effective Jan. 31, 2012, the Army 

Reserve Readiness Realignment 

Program application finds excess 

Soldiers and attempts to match 

them to units within 50 miles of the 

Soldiers’ home zip codes which are 

short Soldiers who match the same 

Military Occupational Specialty, skill 

level and/or Area of Concentration. 

Soldiers meeting the criteria are 

listed for commanders of the unit 

with matching shortages. During 

the implementation of the program, commanders will be able to 

review both donor (understrength/

overstrength) lists to transfer Soldiers out of their units or they may 

review requests from neighboring 

over strength commands to transfer 

Soldiers into their units when they 

find themselves understrength in a 

particular MOS/AOC. 

The losing and gaining commanders must concur, the Soldier must be 

notified and a sponsor designated. 

After this, Regional Level Application Software will be used to publish the reassignment order and 

move the Soldier. It is important 

for leaders to get the message out 

that Soldiers realigned/reassigned 

under ARRRP will retain all Selected 

Reserve Incentive Program entitlements, per the Soldier’s contract. 

The program is being initially executed in two phases over a threemonth period. Phase I includes 

private to sergeant first class and 

warrant officer to chief warrant officer 3, by March 27, followed by 

Phase II, second lieutenant to major, 

no later than May 8, 2012. 

This essential conversion will require command emphasis at every 

echelon to achieve the desired end 

state: re-balancing the USAR to 

meet Army Force Generation readiness requirements. 

The ARRRP application and overview can be found at 

https://arg1web.usar.army.mil/Realignment/Realignment.htm. USAR 

server access is required to view the 

application and overview.

By Col. Phyllis Knox, Assistant Chief of Staff - G1

*For information on how the Army Reserve Careers Division is helping us shape the force, see the article in this issue “Manning 

the Force: Placing the Right Soldier in the Right Unit.” *As we fill our formations with qualified Soldiers we must make room for 

a core of mid-grade officers and NCOs with timely retirement actions, doing right by the Soldier and the Army. Leaders and Soldiers approaching retirement should read the IG’s article in this issue for important information about the retirement process.

14 The FALCON

Approximately 

25,000 USAR 

Soldiers must be 

“rebalanced” in 

order to attain 

our manning aim 

points. 
Volume II, Issue I - 2012 15

Re-shaping the force is one of the biggest challenges the Army Reserve currently faces as it moves into 

the future of warfighting.

One of the primary factors in the success of this undertaking is matching up the correct personnel with 

the proper slots, said Master Sgt. Artis Williams, Army 

Reserve Careers Division. Williams is tasked with this 

re-organization of forces within the 79th Sustainment 

Support Command as a liaison between the 79th SSC 

and ARCD. The entire concept of a particular command having a liaison with ARCD is a revolutionary 

new way of streamlining the process 

of re-shaping the force, said Williams.

“It’s a more efficient way to fill vacancies in a timely manner by breaking down barriers and reducing the 

amount of time it takes,” he said. “We’re 

excited about it because it’s the first 

time a command has taken initiative 

to fill vacancies, which contributes to 

readiness.” 

The objective is to fill the right number of Military Occupational Specialty 

slots with the right personnel, said 

Williams.

“Our goal is to find the right people for the right 

jobs,” said Williams. “We’re trying to find the best Soldier for the job.”

Currently, there are approximately 3,700 vacancies 

in the 79th SSC that need to be filled. As daunting a 

task as this may seem, many times the right candidate 

for a job is in-house, he said.

“Often, the right Soldier is already in our footprint, 

so it’s just a question of how we can pull them in,” said 

Williams.

However, the talent pool is growing as the Regular Army downsizes, providing already-trained and 

battle-tested Soldiers for the Reserve ranks. Despite 

the downsizing of the active component, the Reserve 

will remain at its current strength of approximately 

200,000 Soldiers. In order to make room for qualified 

Soldiers, approximately the bottom 10 percent of 

the Reserve will be removed to make room for their 

better-qualified brethren. Currently, there are a total 

of approximately 9,000 Soldiers in the entire Army Reserve classified as “unsatisfactory participants.” In the 

79th SSC, this number stands at 7.6 percent. 

“We don’t want to be over-strength,” said Williams. 

“We want to make sure units are equipped with highly-trained and experienced Soldiers.”

However, one of the obstacles to overcome to 

achieve this goal is to clear slots for more qualified 

personnel by emptying jobs currently filled by unsatisfactory participants. “Double-slotting,” or having 

more than one Soldier on the books for a particular 

slot is no longer an option. 

One way to do this is to remove Soldiers who are classified as unsatisfactory participants through a systematic 

two-phase process. The first phase is 

to identify existing unsatisfactory participants. These are Soldiers who have 

nine or more no-shows to monthly 

Battle Assembly within 12 months. 

However, the Soldier in question is not 

just shown the door immediately. The 

Reserve and its individual commands 

make every effort to provide the Soldier an opportunity to “recover.”

There are four possible outcomes for 

the Soldier under such a scenario. The Soldier can be 

restored to his or her unit, recommended for transfer 

to the Individual Ready Reserve and affiliated, recommended for transfer to another Troop Program Unit, 

or if all else fails, recommended for discharge.

Phase Two of the process involves identifying Soldiers who have accumulated four unsatisfactory participations and intervene to prevent him or her from 

reaching the point where their careers are in jeopardy 

and are subject to Phase One consequences.

“We go through an interview process with Soldiers 

during which we check evaluations, make sure they’re 

medically-ready to deploy and are able to pass a PT 

test, among other things,” said Williams. “Also, personal reasons for missing BAs is taken into consideration 

before any separation actions are taken against the 

Soldier.

Soldiers who may be concerned about their current 

status should contact their unit Army Career Counselor for more information.

Manning the Force:

 Placing the Right Soldiers

in the Right Unit

The Reserve and 

its individual 

commands make 

every effort to 

provide the Soldier 

an opportunity to 

“recover.”

Story by Sgt. Scott Akanewich, 79th SSC Public Affairs
Are you Ready 

 for Retirement?

Team, 

After all the long years of voluntary selfless 

service, personal sacrifice and dedication to our 

Nation, all Army Reserve Soldiers look forward to 

retirement. To set your expectations, retirement 

requests do take some time to process. Per the 

Army Reserve Troop Program Unit Personnel Action 

Guide, United States Army Reserve pamphlet 600-5 

12 May 2010, Table B1 T-83), Soldiers need to initiate 

their Department of the Army Form 4651 nine 

months prior to their anticipated retirement date, 

with the chain-of-command following through 

fulfilling the numerous packet requirements, to 

include command and retention counseling and 

commanders’ endorsements. Remember retirement 

awards and spousal recognition actions associated 

with the retirement packet should run parallel.

The Regional Support Command will issue 

orders 60 days prior to the effective date. Officer 

requests for retirement made less than nine months 

require approved exception to policy. The chainof-command should also recognize Soldiers 

approaching their Mandatory Retirement Date to 

initiate the retirement process accordingly. Plan 

ahead and remember to put in your request for 

retirement in nine to 12 months out from the date 

you actually expect to retire.

Retirement tracking is essential not only for the 

Soldier in question, but for the unit to which they 

belong. As a unit prepares any collective activity, 

whether it be Annual Training, a WAREX or unit 

mobilization, knowing who is truly available and 

who is not can have a large impact on the battle 

roster. Units should forecast retirements not only 

to recognize and award those Soldiers who have 

done their part, but in retaining and promoting 

or recruiting Soldiers to take their place. Every 

military career has a beginning, middle and end, 

but the unit endures. A retirement not only brings 

recognition, but the potential loss of years of 

valuable military experience. 

IGs WANTED

If you are an Officer (Senior CPT to LTC) or NCO (Senior SSG to MSG) who is 

looking for an opportunity to serve in one of the most challenging and rewarding 

career opportunities in the Army Reserve, the Inspector General Wants You! We 

are looking for Soldiers within all of the ESCs who would like the chance to serve 

in the 79th, 4th, 311th, 364th and 451st IG Offices. The qualifications are tough 

as we are looking for the best Soldiers; the process includes submission of an IG 

packet which is screened by the 79th SSC IG and Commanding General, MG Frink, 

the USARC IG, with a final review by LTG Vangjel, the Army Inspector General. 

Your packet will consist of your current APFT (DA 705), height and weight if 

applicable (DA 5500), your last 10 years of OERs or NCOERs, a current DA Photo, 

and your ORB or ERB. If interested contact LTC Matt France or SFC(P) Hector 

Ocasio at (562) 795-2797 or at matthew.france@usar.army.mil or hector.ocasio@

usar.army.mil. This is a great opportunity for those officers leaving or preparing 

for command and for those NCOs leaving or preparing for 1SG, SGM or CSM!

16 The FALCON

Provided by the 79th SSC Inspector General
Command Medical Advisory Office

Medical readiness on

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

Soldiers can easily access My MEDPROS at http://mymedpros.army.mil from the readiness stoplights displayed 

on his or her AKO homepage. Soldiers can view and print copies of their Individual Medical Readiness, completed profiles and health assessments. Links provide information to the Soldier on how to change his/her 

status indicator to GREEN.

Medical Readiness Categories: 

There are nine Individual Medical Readiness elements and they are grouped into four Medical Readiness Categories: MR 1, MR 2, MR 3, and MR 4. MR3 category has two parts, A & B. These categories are based on the length of 

time it may take for the deficient IMR requirement to be resolved and to get a Soldier medically ready. 

Available 

Meets all requirements 

IMR requirements that can be 

resolved within 72 hours 

MR 1: 

MR 2:

MR 3A: 

MR 3B: 

MR 4: 

IMR requirements that can be 

resolved within 30 days. Includes 

deficiencies that would be resourced 

for correction for alerted RC Soldiers

IMR requirements that cannot be 

resolved in 30 days 

Current status is not known 

None 

Immunizations, DNA test, HIV test

Dental Class 2, Medical warning tags 

Dental Class 3, Temporary profile less 

than 30 days 

Pregnancy, Permanent profile 

pending board action, Temporary 

profile greater than 30 days 

Missing or incomplete current PHA 

or Dental Screening

Available 

Available 

Non-Available 

Non-Available 

Medical Readiness Category and Description Deficiencies Availability 

Medical readiness is an important 

matter to commanders, first sergeants and the individual Soldier 

for health maintenance in garrison 

and in preparation for deployment.

Commanders are responsible 

for reporting medical readiness 

through the Unit Status Report. 

At the same time, Soldiers have an 

individual responsibility to check 

their AKO account for current medical readiness status. 

To be medically ready, a Soldier 

must annually receive a Periodic 

Health Assessment, vision screening, dental examination, and an influenza vaccination from Logistics 

Health Incorporated. 

Staying current on medical exams is not just a responsibility; it is 

also a great opportunity! Soldiers 

get free dental and medical diagnostic examinations and get paid 

to go.

The Army Reserve is committed 

to Soldier medical readiness and 

provides specific funding for medical and dental appointments. LHI 

contacts the Soldier and arranges 

for care near where the Soldier 

lives or works. So every Soldier can 

get paid for going and getting free 

care!

Unit administrators contact LHI, 

generating a voucher for the Soldier to take to a dentist or health 

care provider. When the voucher is 

signed by the Soldier and provider, 

the unit pays one medical RMA. 

Volume II, Issue I - 2012 17
https://smartbook.armyg1.

Information Assurance

“Your Key to Staying Connected”

What is Information Assurance?

The Army Information Assurance Program 

is a unified approach to protect unclassified, 

sensitive or classified information stored, 

processed, accessed or transmitted by information systems and is established to consolidate and focus Army efforts in securing 

that information, including its associated 

systems and resources, to increase the level 

of trust of this information and the originating source. 

The AIAP will secure information systems 

through Information Assurance requirements and does not extend access privileges to Special Access Programs, classified, 

or compartmentalized data; neither does it 

circumvent need-to-know requirements of 

the data or information transmitted. 

Why is Information Assurance important?

The AIAP applies to information systems 

including, but not limited to, computers, 

processors, devices, or environments that 

store, process, access, or transmit data, including unclassified, sensitive and classified 

data, with or without handling codes and 

caveats. 

Information systems used for teleworking, telecommuting, or similar initiatives; 

contractor-owned or operated information 

systems; ISs obtained with non-appropriated funds; automated tactical systems; 

automated weapons systems; distributed 

computing environments; and systems 

processing intelligence information are required to adhere to the provisions of this 

regulation.

DOD Information Assurance Training can be accessed by 

visiting the Information Assurance Training Center Portal 

at https://ia.signal.army.mil. 

After you log on with your Common Access Card, you can 

view your most current training information. as well as 

view addidtional news and training from the Information 

Assurance Division. 

The Army Training and Certification Tracking System will 

notify you via email when your certification is about to 

expire; 90, 60 and 30 days prior. Don’t wait to for your IA 

certificate to expire. Not completing the required training 

and examination before the expiration date will result in 

denied access for at least 72 hours after completion. 

Annual Information Assurance certification is required for everyone in the 

Army. Failure to comply with annual Information Assurance guidance and 

training requirements will prevent you from accessing all Army Reserve 

Network Information Systems. The operational impact of not being able 

to access the network is significant; especially for key leaders. 

By Lt. Col. Aretha Denard, 79th SSC - G6

18 The FALCON
As an essential part of the operational force, the Army 

Reserve is involved with information and technology 

that is critical to the national security of the United 

States. 

Unauthorized release of sensitive information can result in lost battles and wars, missions being compromised and worst case, death or injury 

to military and civilian personnel. 

Part of protecting sensitive information is restricting who has access to 

it through classification and security 

clearances. Appropriate security clearances are a major readiness issue for 

any command. As of Feb. 2012, 688 

personnel within the 79th Sustainment Support Command did not have 

the appropriate security clearance for 

their rank, grade, Military Occupation 

Specialty, position or Additional Skill 

Identifier. Lack of appropriate clearance both restricts the individual’s 

ability to be productive and hurts 

personnel readiness rates, potentially jeopardizing the unit’s progress 

through the ARFORGEN aim points.

In an effort to prevent the compromise of sensitive information and 

technology, personnel are not considered to be MOS-qualified unless they 

have obtained the appropriate security clearance for their rank, grade, MOS, 

position, or ASI. Department of the Army Pamphlet 

611-21, Military Occupational Classification and Structure, defines which MOSs and Additional Skill Identifiers require a security clearance and at what level. 

A security clearance investigation is an inquiry into an 

individual’s character, trustworthiness, loyalty and reliability to ensure the individual is eligible for access to 

sensitive national security information. The investigation focuses on a person’s character and conduct, looking particularly at such factors as financial responsibility, emotional stability and criminal activity. 

Classified information in the Army is divided into one 

Appropriate Security Clearances 

are Non-Negotiable

of three categories, confidential, secret and top secret. 

Confidential is any information or material the unauthorized disclosure of could be reasonably expected to 

cause damage to national security. 

Secret is information or material the unauthorized 

disclosure of could reasonably be expected to cause 

serious damage to national security. 

Top secret is information or material 

the unauthorized disclosure of could 

reasonably be expected to cause exceptionally grave damage to national 

security. 

Personnel with more than one MOS or 

ASI are required to maintain the highest clearance level required by any/all 

of their MOSs or ASIs. Failure to maintain the appropriate security clearance 

can result in reclassification, MOS/ASI 

removal or separation, and potential 

loss of MOS bonus incentives. 

The granting or denying of security 

clearances is established in Army Regulation 380–67. Appendix I provides 

guidelines to assist in making determinations with respect to an individual’s 

eligibility for employment or retention 

in sensitive duties or eligibility for access to classified information. Soldiers 

can familiarize themselves with the 

regulation and learn disqualifying factors which may impact them or their 

subordinates. 

Commanders at all levels need to ensure their personnel have the appropriate security clearance. It is also 

everyone’s individual responsibility to ensure they have 

the appropriate security clearance for their rank, grade, 

MOS, position or ASI. If you don’t have the appropriate 

security clearance for your job, contact your unit or battalion security manager. 

Security readiness is non-negotiable. There is nothing 

more non-negotiable than the unauthorized release of 

sensitive information compromising the safety of the 

Nation.

AR 380–67 contains the policies and procedures for access to classified information and 

assignment in a sensitive position. It also prescribes the investigative scope and adjudicative 

standards and criteria that are necessary prerequisites for such access or employment.

UNCLASSIFIED

UNCLASSIFIED

By Jimmy Crisp, 79th SSC Security Manager

 2012 19
20 The FALCON

Personal Financial 

Readiness Basics

As Soldiers, we are required to be proficient in our technical and Warrior Tasks in order to be ready to defend 

our Country when we are called. How financially prepared you and your Family are when the deployment order 

arrives depends on prior planning and preparation. 

Any planning and preparation starts with the basics. It starts with understanding your pay. You and your Family 

understanding what you will be paid for both a Battle Training Assembly and your active duty pay if mobilized will 

go a long way in preparing a family budget, reducing a common source of personal and family stress.

The 2012 pay tables for Active duty and Reserve are available at: 

http://www.dfas.mil/dms/dfas/militarymembers/pdf/MilPayTable2012.pdf. These tables tell you what your basic 

pay is for a month, for a weekend battle assembly, and for a single MUTA. But that amount is not what you see on 

your bank statement, so you need to understand your Leave and Earnings Statement to make sure your pay and 

entitlements are correct.

Access the 2012 pay tables for Active duty and Reserve effective at: 

http://www.dfas.mil/dms/dfas/militarymembers/pdf/MilPayTable2012.pdf

By Col. Arthur F. Turnier, 79th SSC Assistant Chief of Staff - G8
Volume II, Issue I - 2012 21

Leave and Earnings Statement 101

You can access your Leave and Earnings Statement at any time by logging on to mypay.dfas.mil. If you have never 

accessed myPay before, you can follow the instructions on the main page and set up an account. You are able to 

make changes to your pay account through myPay, to include where you want your pay deposited. If you need 

someone to access your account to view your pay or tax information, you can create a Limited Access Account by 

selecting the “personal settings page” option on the myPay Main Menu. The person you grant limited access rights 

will be able to view your pay and tax statements, but not have the ability to make changes to your pay account. 

ENTITLEMENTS. Displays names of 

all entitlements and allowances being paid in a columnar. Space is allocated for 15 entitlements and/or 

allowances. If more than 15 are present the overflow will be printed in 

the remarks block. Any retroactive 

entitlements and/or allowances will 

be added to like entitlements and/or 

allowances. 

DEDUCTIONS. Description of the deductions is listed in columnar style. 

This includes items such as taxes, SGLI 

and dependent dental plan. Space 

is allocated for fifteen deductions. 

If more than fifteen are present the 

overflow will be printed in the remarks block. Any retroactive deductions will be added to like deductions.

ALLOTMENTS. Reservist and National 

Guard do not have allotments. 

AMT FWD. Amount of all unpaid pay 

& allowances due from the prior LES. 

TOT ENT. The figure from Field 20 that 

is the total of all entitlements and/or 

allowances listed.

TOT DED. The figure from Field 21 that 

is the total of all deductions. 

TOT ALMT. Total in allotments. 

NET AMT. Dollar value of all unpaid 

pay and allowances, plus entitlements 

and/or allowances, minus deductions 

due on the current LES. 

CR FWD. Dollar value of all unpaid pay 

and allowances due to reflect on the 

next LES as the +AMT FWD. 

EOM PAY. Actual amount to be paid 

on that specific payday. 

TOTAL. Total amounts for the entitlements and/or allowances, and deductions respectively. 

BF BAL. The brought forward leave 

balance. Balance may be at the beginning of FY, when active duty began, or 

day after paid Lump Sum Leave.

ERND. Cumulative amount of leave 

earned in the current FY or current 

term of enlistment if the member reenlisted/extended since the beginning of the FY. Normally increases by 

2.5 days each month. 

USED. Cumulative amount of leave 

used in the current fiscal year or current term of enlistment if member 

reenlisted/extended since the beginning of the fiscal year. 

CR BAL. Current leave balance as of 

the end of period covered by the LES. 

ETS BAL. Projected leave balance to 

member’s Expiration Term of Service. 

LV LOST. Number of leave days lost. 

LV PAID. Number of leave days paid. 

USE/LOSE. Projected number of days 

of leave that will be lost if not taken in 

the current FY on a monthly basis. The 

number of days of leave in this block 

will decrease with any leave usage. 

WAGE PERIOD. Amount of money 

earned this LES period that is subject 

to Federal Income Tax Withholding.

WAGE YTD. The money earned yearto-date that is subject to FITW. 

M/S. The marital status used to compute the FITW. 

EX. The number of exemptions used 

to compute the FITW.

For more information on how to read an LES, visit: www.dfas.mil/dms/dfas/.../pdf/Army_reading_your_LES.pdf
MARINERS OF THE

 ARMY RESERVE

TOKYO – On the afternoon of March 11, 2011, at approximately 2:28 p.m. local time, a magnitude-nine 

earthquake rumbled roughly 40 miles off the Pacific 

coast of Japan, creating a tsunami with walls of water 

in excess of 130 feet striking as far as six miles 

inland. The devastation resulted in more than 

15,000 dead and caused a meltdown in three 

reactors at a nuclear plant in the city of Fukushima. Thousands of displaced residents 

were left stranded without electricity or 

basic supplies such as food and water for 

days.

Since the 2011 disaster, the Japanese 

government has shown understandable 

concern regarding contingency plans 

should another such incident take 

place.

As a result, Operation Pacific Response was held Feb. 3, which was a 

joint effort coordinated by the Tokyo 

Metropolitan Government and involved participation from the Army, 

Navy, the Japanese Maritime SelfDefense Force and the Japanese 

Coast Guard.

At the forefront of this exercise 

stood Army Reserve Soldiers of the 

481st Transportation Company 

(Heavy Boat), 311th Expeditionary Sustainment Command, based out of Vallejo, Calif. 

As part of the Army’s waterborne force, they serve as 

Soldier-Mariners aboard the United States Army Vessel 

Fort McHenry. Once they arrived in country, they immediately began preparing the watercraft for action in a 

simulated evacuation operation on Tokyo Bay. 

According to Staff Sgt. David Sublett, a boatswain in 

the 481st, most people are surprised when they see a 

ship manned with Soldiers.

“Nobody ever thinks about boats when it comes 

to the Army,” said Sublett, an 18-year veteran as an 

Army mariner. “When, in fact, Army boats have 

been here since the beginning.”

Sublett pointed out the differences between 

how the Army and Navy operate while underway.

“As an Army mariner, you do much more than 

a sailor in the Navy,” he said. “While the Navy 

has separate crews for every function on a ship 

due to the much larger crew one of their vessels has, our crews are relatively small in comparison. What this means is Soldiers on a boat, 

be they deckhands or engineers, are required 

to cross over and be more well-rounded in all 

aspects of what we do.”

Along with creating a more efficient crew, 

this also creates the kind of cohesion you 

won’t find in many other military occupational specialties, said Sublett.

For Operation Pacific Response, Soldiers of 

the McHenry sailed from U.S. Army Base Yokohama North Dock to Tokyo Bay to pick up 

“refugees” in a simulated rescue mission. The 

Story by Sgt. Scott Akanewich, 79th SSC Public Affairs

22 The FALCON
refugees in this case were diplomats and journalists 

who were able to witness the Army’s waterborne capabilities as a rapid responder. 

The McHenry, a Landing Craft Utility vessel, is especially suited for evacuation missions such as these. It is 

capable of maneuvering through 

shallow and debris-filled waters, as 

well as capable of transporting as 

many as 250 people on the deck. 

Having a fleet of vessels capable 

of carrying out missions such as 

this is critical to the Army, said Chief 

Warrant Officer 4 Tony Moschella, 

481st Trans. Co., vessel master.

 “For the Army to have organic 

water transportation capabilities 

is important because two-thirds of 

Earth’s surface is covered by water 

and when there is a critical route to 

be navigated that is too small for 

a naval vessel, we can get in there 

and re-supply troops or carry out 

any other missions such as humanitarian aid and disaster relief,” said Moschella. “It’s also a lot less expensive 

than using air assets.”

At the beginning of the operation in the early morning hours of Feb. 3, the McHenry sailed from Yokohama 

Bay on its 2 1⁄2-hour voyage to Tokyo, arriving on time 

and picking up officials from the Tokyo Metropolitan 

Government for their sealift back to Yokohama.

After arriving at the dock in downtown Tokyo, the 

gangplank was lowered and the crew met their passengers for the day. Before embarking on their journey, a 

dockside media conference took place where various 

U.S. military members were able to speak of the mission 

and their capabilities, including Moschella. 

“There is such a close tie between the U.S and Japan, 

that when many of us heard about the earthquake and 

tsunami, we all wanted to rush out and come here to 

help and provide whatever assistance we could,” said 

Moschella. “The Department of Defense wants to be 

able to demonstrate that we can use the assets located 

here to help the Japanese people.”

Moschella also explained the capabilities of his vessel. 

“We will demonstrate how many passengers the 

LCU can carry, how we can pick passengers up and 

show the craft’s unique abilities, such as going 

into shallow waters,” he said. “During a tsunami, the water level will have a lot of debris, but we can push our 

way through that debris to get to people and get them 

onboard so we can take them to safety.”

After the assembled diplomats and journalists boarded the McHenry, the crew untied 

the ropes securing the boat to the 

dock and began the return trip to 

Yokohama. It wasn’t long before 

the crew and their passengers 

began to mingle on deck during 

the smooth sail back to “safety.” 

Despite the language barrier between crew members and the Japanese contingent, there was a feeling of goodwill as the McHenry cut 

through the choppy waters.

Of course, no waterborne vessel 

can run without the troops behind 

the machines and Army boats are 

no exception. Engineers of the 

481st remain below 

deck to ensure the boat’s myriad mechanical 

components run efficiently and effectively. 

Down here, the sounds and smells of the 

sea are replaced by the deafening din 

of the engines and stench of diesel 

fumes.

Staff Sgt. Daniel Salata, the 

crew’s senior engineer, has been 

a “boatie” for 10 years and is accustomed to handling the various problems that arise.

“Not everybody 

can do this job. 

It’s very demanding, but we put our 

hearts and souls 

into it because it’s 

our lifeblood.” 

Staff Sgt. David Sublett, 

481st Transportation Co.

Continued - page 24

Volume II, Issue I - 2012 23
24 The FALCON

“Generally, electrical issues are what we deal with 

most often,” said Salata. “There are a lot of components 

involved which are pretty frail.”

This is when the the challenge begins, he said. 

“I like electricity,” said Salata. “So, when something 

goes wrong, to a degree, it can be enjoyable to figure 

out the problem and how to fix it.”

Ironically, Salata became an Army mariner after passing on joining the Navy.

 “I always knew I was going 

to be in the military,” he said. 

“But, I didn’t want to be out on the water. Yet, here I am 

now in the Army’s navy, instead.”

Sublett said he takes a great deal of gratification from 

his duty on the high seas.

 “Not everybody can do this job,” he said. “It’s very demanding, but we put our hearts and souls into it because it’s our lifeblood.” 

Once the McHenry arrived safely back in Yokohama, 

the mission a success, there was a feeling of brotherhood amongst all involved and a sense of security that 

if another disaster of such proportions 

were to occur, the involved parties 

were properly equipped to 

handle it. 

“We really appreciate the 

U.S. Army doing this disaster-relief exercise,” said 

Akinori Muramatsu, senior 

director of the Tokyo MetMariners - Continued from page 19

Photo Reel: (1) An Army Landing Craft Utility sits docked with its front loading ramp lowered. An LCU is capable of transporting as many as 

250 people or up to six M1A1 Abrams tanks on its cargo deck. (2) Sgt. Preston McCullough (left) and Staff Sgt. Jimmy Ellison, 481st Trans. 

Co., look over equipment in the engine room of the United States Army Vessel Fort McHenry, at U.S. Army Base Yokohama North Dock Feb. 

1.

1 2 3
Volume II, Issue I - 2012 25

ropolitan Government’s Disaster Prevention Bureau. 

“We think that it is essential to have measures in place 

to support stranded commuters promptly after any 

type of disaster. This is the sixth time for us to have a bilateral disaster-relief exercise that included a sealift coordinated between the Japanese government and U.S. 

military forces. We would like to make a strong effort to 

continue having training like this.”

Moschella agreed with Muramatsu’s assessment of 

the operation. 

“The feedback we got from the passengers was great,” 

he said. “They were happy with the comfort and safety 

provided by the ship. Within 16 hours of arrival, we were 

able to get the vessel out and running, so it was a good 

demonstration of the flexibility of the Army Reserve as 

an operational organization in the watercraft field.” 

 

View more photos from Operation Pacific 

Response on the 79th SSC’s Flickr Page:

www.flickr.com/79thSSC

 (3) Sgt. 1st Class Joseph Grasso throws a rope to Sgt. Ron Rumfelt, 481st Trans. Co., in order to secure the USAV Fort McHenry to the dock while in 

Tokyo Bay Feb. 3. (4) Chief Warrant Officer 4 Tony Moschella, 481st Trans. Co., addresses the press during a media conference on a dock in Tokyo 

Bay Feb. 3. (5) Staff Sgt. David Sublett, 481st Trans. Co., directs vehicles onto the cargo deck of an Army LCU Jan 26. 

4 5
Families in the Fight

FRGs: Readiness is our Middle Name

Readiness includes both Soldier and Family Readiness 

and subsequently creates a Quality of Life collaboration 

between the Soldier and the unit to sustain home front 

readiness during all phases of the deployment cycle. 

One of the most significant recent changes has been 

the change to a broader definition of “Family” which 

includes immediate Family members and relatives as well as friends, 

neighbors, etc. The most effective 

FRGs are comprised of Soldiers and 

Family members that a Soldier has 

identified as a loved one(s) who 

provide military and Family connection and readiness to the Soldier. 

An important factor in maintaining readiness is to ensure when Soldiers deploy, they do not need to 

be concerned whether or not their 

loved ones can properly sustain 

and grow during their absence.

This is where the Family Readiness 

Group comes in. The most critical 

ingredient to a successful FRG program at the unit level is to make sure everyone is communicating with one another. This is only achieved by 

assembling the right team. The 79th SSC has taken the 

lead when it comes to setting the standard Army-wide 

by establishing and maintaining successful FRGs. 

The 79th SSC has capitalized on two major readiness 

enhancers at all Army levels, by supporting volunteers 

through training and recognition and conducting quality Family day events. A critical component of a successful FRG is to have volunteers who are trained and truly 

committed to the cause. 

April 23-30 is Army Volunteer Appreciation Week.

“Presenting awards to volunteers stimulates enriched 

and re-energized service for the recipients,” said Sherry 

Rallis, 79th SSC Community Outreach Assistant - contractor. “It also builds recruitment and engagement of 

new volunteers.” 

Volunteers at all levels may receive awards and recognition from the Department of the Army, United States 

Army Reserve Command, along with those from their 

individual unit commanders that range from Certificates of Appreciation to higher levels of awards. 

The volunteer is responsible for 

keeping his or her records up to 

date and submitting the appropriate documentation to their Family 

Programs team member in timely 

manner. New volunteers must complete the Volunteer Agreement DD2793 and secure the signature of 

either the Family Readiness Liaison 

or the Commander of the unit and 

forward it to their Family Programs 

team member. Every day is a good 

day to turn in your volunteer records and it’s never too late to start. 

Contact your Family Programs Staff 

representative if you need assistance with any forms. Commanders 

and Family Readiness Liaisons are responsible for nominating volunteers who have served 50 or more hours 

by submitting the USAR 108-R, and/or DD1256 to the 

chain-of-command in a timely manner. The USAR Regulation 608-1, chapter five provides recognition guidance 

to include the forms and awards that can be submitted 

anytime throughout the year. When possible, commanders should award presentations during National 

Volunteer Week in April or during Military Family Appreciation Month in November.

Maj. Gen. William D. Frink, 79th SSC, commanding 

general, presented 24 volunteers with over 40 awards 

during a Volunteer Appreciation Ceremony and FRG 

Leadership Training in August 2011. 

“Collectively, the awardees reported over 21,300 hours 

in 2010 and 2011,” said Frink. “As far as types of programs 

An important factor in 

maintaining readiness is 

to ensure when Soldiers 

deploy, they do not need 

to be concerned whether 

or not their loved ones 

can properly sustain and 

grow during their 

absence.

Story by Terri Olson, 79th SSC Family Programs Coordinator

26 The FALCON 26 The FALCON
these volunteers represent - it runs the gambit! From, 

FRG leaders and treasurers to Army Family Team Building Instructors and Yellow Ribbon Instructors to Army 

Reserve Army Family Action Plan delegates who vote on 

potential legislative issues to be rolled forward. You all 

make change and growth a reality for the Army of One 

and the Army Reserve.”

Frink broke it down into numbers. 

“Army Community Service tracks our volunteer metrics and for the last 10 years, the average lifespan of a 

Family Programs volunteer has been 18 months,” he 

said. “Yet, these volunteers have a history of service 

marked by years, not months! We have four of you with 

10 years of documented service, half of you have more 

than three years and the remainder are approaching 

your 18-month mark. Your commitment blows the metrics away!”

Many hours were documented in this combined training with the 79th SSC and 4th ESC while taking training 

on virtual FRG, AFTB Building Cohesive Teams, Leadership Styles, legal responsibilities and funding issues, 

with FRG activities planning and resources.

“As a complement to Volunteer Appreciation, another 

way to build ongoing readiness among Soldiers and 

Families is full participation in the Family Day activities, 

said Rallis.”

“The 79th’s Family Day model consists of two Family 

Day events per year, one summer and one December 

Holiday Family Day,” she said. “Each consists of training 

with three hours of relevant briefing topics for Families 

and Soldiers followed by activities for children of all 

ages, morale building games and entertainment.”

Since the 79th SSC’s activation in Oct. 2010, 

the Headquarters, Headquarters Detachment has hosted three Family Day 

events, enjoying an unprecedented 

growth of Family Member participation for both attendance and relationship engagement. 

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

Maj. Gen. William 

D. Frink, Jr., 79th 

SSC commanding general, stands 

with Army Reserve 

Family volunteers 

during a Volunteer 

Awards Ceremony at 

Biola University, La 

Mirada, Calif., Aug. 

13, 2011. This recognition took place as 

volunteers completed AFTB training: 

Concept Block -FRG 

FUNdamentals.

Volume II, Issue I - 2012 27
Sergeant Audie Murphy Club

SAN ANTONIO, TEXAS – The first Soldiers were selected to be inducted into The Alamo City Sergeant Audie 

Murphy Club when they appeared before the selection 

board at the 4th Expeditionary Sustainment Command 

headquarters building Dec. 9. 

Honors went to: Sgt. 1st Class Julia Baumgartner, 

300th Sustainment Brigade, Grande Prairie, Texas; Sgt. 

1st Class Kenneth Dixon, 164th Quartermaster Group, 

Broken Arrow, Okla.; Sgt. 1st Class Juan Santiago, 373rd 

Combat Sustainment Support Battalion in Beaumont, 

Texas; and Staff Sgt. Matthew Lawson, 300th Sustainment Brigade.

The induction and membership into the SAMC is a 

reward for Noncommissioned Officers 

whose leadership achievements and performance merit special recognition. The 

SAMC is a means of recognizing those 

NCOs who have contributed significantly to the development of a professional 

NCO Corps and a combat ready Army. 

Members exemplify leadership characterized by personal concern for the needs, 

training, development and welfare of Soldiers and their families. 

Admittance to this exclusive group is a high honor and 

not easy to achieve, said Sgt. Maj. Victor Moreno, 319th 

Military Intelligence Battalion, command sergeant major and member of the Sergeant Audie Murphy Club.

“To be inducted as a member is an extremely high 

honor,” said Moreno. “As a leader, it's important to set 

the example for all NCOs and junior-enlisted. You do this 

by leading from the front.”

The benefits gained after achieving this honor are not 

only pride for the unit and the command they represent. It can elevate your status when promotion time 

comes around. 

“NCOs should always strive to distinguish themselves 

from their peers, said Moreno. “Becoming a member of a 

highly prestigious club, like the Sergeant Audie Murphy 

Club, will unquestionably put you above-average.” 

 This is an experience and leadership knowledge type 

evaluation. The subjects and questions can vary through 

the course of your appearance with a large volume of 

material at the panel’s fingertips. 

“The panel of sergeants major evaluates the candidates on a wide array of leadership topics,” said Moreno. 

“Those not selected are usually because the panel feels 

they need a bit more experience and/or leadership development.” 

Not all NCOs will earn the top honor and be inducted 

into the SAMC. But those who dare themselves is what 

the NCO corps is about. 

"NCOs who take the challenge and decide to participate in the SAMC selection process will undergo intense 

pressure, long study sessions, and will have to demonstrate the mental and physical resilience that only a few 

distinct NCOs have ever achieved,” said Moreno.

The induction ceremony is scheduled for the first week 

in April. The next SAMC evaluation board is scheduled 

to meet the last week of April. 

The original club started at Fort Hood, 

Texas in 1986. There were several key 

leaders there including officers, enlisted 

members, civil servants, and a Killeen, 

Texas Civilian, who were instrumental in 

its origin. 

Leading the effort was Lt. Gen. Crosbie 

Saint, the III Corps commander, Command Sgt. Maj. George L. Horvath, Jean 

Crisp, III Corps awards clerk and Don 

Moore, a Killeen, Texas artist who assisted with designing the logo and club awards. 

In 1991, Lt. Gen. Pete Taylor, III Corps commander and 

Command Sgt. Maj. Richard B. Cayton expanded the 

Fort Hood installation club to include all of III Corps. This 

expansion included Fort Riley, Kan., Fort Sill, Okla., Fort 

Bliss, Texas, Fort Polk, Louis. and Fort Carson, Col. 

In 1993, Cayton was voted into the Sergeant Audie 

Murphy Club by honorary membership and then became the Forces Command sergeant major. Shortly 

thereafter, the club became FORSCOM-wide, including 

the Reserve and National Guard. 

In 1994, at a Sergeant Major of the Army conference, 

the Sergeant Audie Murphy Club spread Army-wide, to 

all commands with installations retaining the selection 

process for their own NCOs. In 1998, it was estimated 

that the club membership ranged over 3,000 Soldiers 

and was steadily increasing. 

All active Army component, Army Reserve and National Guard NCOs in the rank of corporal through sergeant 

first class, who directly supervise at least two Soldiers 

are eligible to compete for membership in the SAMC. 

Talk to your first sergeant or command sergeant major 

for your opportunity.

Membership is more than an Honor

By Staff Sgt. Gary L. Hawkins, 4th ESC PAO

28 The FALCON
Volume II, Issue I - 2012 29

Personal Readiness 

Starts Right Now

The Army Reserve has been at war 

for a decade and is counted upon as 

an essential part of our Nation’s security. As you progress through the 

Army Force Generation cycle, you 

know you will be available for deployment one of every five years. 

Deployments are times of personal testing. We emerge from deployments for better or for worse. 

Joshua Chamberlain, the celebrated 

civil war hero of the Battle of Little 

Round Top and himself a CitizenSoldier, observed, “War is for the 

participants a test of character: it 

makes bad men worse and good 

men better.” Like fire, times of testing can refine, temper and strengthen; or times of testing can expose, 

consume and destroy. 

What determines whether we 

emerge from a deployment for better or worse? To a large extent it is 

determined by the person we are 

going into the deployment. What 

kind of person are we, and what 

kind of person are we becoming? 

There is an old adage that says, 

“A deployment will not make a bad 

marriage better.” What we take into 

a deployment has a lot to do with 

what we bring out of a deployment. 

The person that we are determines 

much about the person that we will 

be when we emerge on the other 

side of a time of personal testing. 

Given that, the time to address 

areas of need or concern in our 

personal lives is not when the deployment order goes out, or even 

less when the deployment is over. 

The time is now. Too often, deployments become convenient escapes 

from difficult situations at work or 

at home. The problem with that approach is at the end of the deployment the problem is still there; and 

problems, like bad news, don’t get 

better with time. 

Life is full of significant challenges. 

To secure and nurture a good vocation, to sustain a growing marriage, 

to faithfully manage your financial 

resources and to raise responsible 

and respectful children are all enormous tasks. 

None of these things is either easy 

or automatic. Add to that the call of 

military service and the challenges 

at times can be quite overwhelming. But the good news is never have 

there been so many excellent resources so readily available to help 

us to learn how to effectively navigate these vital areas of our lives. 

Programs like the Army Reserve 

Employer Partnership, the Strong 

Bonds relationship-enhancement 

program, marriage and family counseling and training resources and 

numerous financial planning classes 

and assistance are all available and 

can be accessed through either 

Army Family Programs or Military 

One Source. In addition, your Chaplain and/or Family Readiness Group 

can assist you with resources that 

are often available either online or 

right in your own community. 

The greatest challenge might be 

just getting started. As Gen. Norman 

Schwarzkopf put it, “The truth of the 

matter is that you always know the 

right thing to do. The hard part is 

doing it”. Anything worthwhile requires time and effort, determination and commitment. But the encouraging truth is that our lives can 

change for the better; and it’s never 

too late or too soon to get started. 

Then when times of testing come, 

as they inevitably will, the good lives 

that we’re building will only become 

that much better and stronger.

By Chaplain William E. Steen, Jr., 79th SSC Deputy Command Chaplain

Strong Bonds is a chaplain-led program which builds relationship resiliency. The Strong 

Bonds mission is to increase Soldier and Family readiness through relationship education and skills training. Four Strong Bond programs exist and apply to the Army Force 

Generation cycle. They are designed to help Single-Soldiers, Couples and Families thrive 

in the turbulence of the military environment. Attendees voluntarily participate in an 

offsite retreat format designed to maximize relationship training impact. The retreat or 

“get away” provides an emotionally safe and secure training environment in which to address the effect of military lifestyle stressors. Learn more and sign up for Strong Bonds retreats at: www.strongbonds.org

The person that we 

are determines much 

about the person that 

we will be when we 

emerge on the other 

side of a time of 

personal testing.
30 The FALCON

Story and photos by Capt. Michael N. Meyer, 364th ESC Public Affairs

 Yellow Ribbon Events:

The Ultimate in Readiness Programs

Army Reserve families met in Denver, 

Colo. to share experiences and learn 

more about the resources available to assist them when 

their loved one returns. The event that has brought 

them all together, known as a Yellow Ribbon Reintegration Program, is 

available to provide Reserve Soldiers 

and their Families with sufficient information, services, referrals, and proactive outreach opportunities throughout the entire deployment cycle. 

The goal of the program is to prepare 

Soldiers and their Families for mobilizations, sustain them during the mobilization, and assist them with reintegrating the Soldiers with their families, 

communities and employers upon redeployment.

More than 550 Families from 30 states were in attendance this past January, representing several commands, including the 79th Sustainment Support Command, the 364th Expeditionary Sustainment Command, 

and the 4th Expeditionary Sustainment Command. The 

majority of the participants currently have a deployed 

family member.

Jena Villines is currently raising her two-year old son 

and attending nursing school while her husband Sgt. 

Joe Villines is deployed to Kuwait with the 364th ESC. “I 

think my son is too young to understand why his Daddy 

isn’t here and he can’t really verbalize what he’s thinking 

yet,” Jena said. “This event has provided me some really 

useful information about how to talk to my child about 

deployments and they even provided 

some multi-media DVDs that I think put 

it in terms he will understand, if not now, 

then when he is a little older.”

Villines, like many returning Soldiers 

and Family members, is concerned 

about finding employment when she 

graduates with her nursing degree. She 

found the scholarship and career information offered at the Yellow Ribbon 

Event to be very useful.

Mark Simonson represents the Employer Partnership for the Armed Forces 

supporting Colorado, Wyoming and 

Montana. This partnership facilitates the transition that 

comes with a leave-of-absence from the civilian workplace to serve the nation.

“We help Soldiers and Family members from Vietnam 

era until now, find jobs. We have over 2,700 companies 

that have partnered with us and probably over 750,000 

jobs listed on our website,” Simonson explained. Lining 

the walls beside Simonson were booths for universities, 

trade colleges, and recruiters from various career fields 

as diverse as trucking companies, Information Technol-

(Below) Photos from The Yellow Ribbon Reintegration Event in Denver, Colo. Yellow Ribbon Events provide information and assistance to Army Reserve 

Families coping with the deployment of a loved one, including career counseling, family life consulting, and many other specialties. 

“This event has 

provided me 

some really useful 

information about 

how to talk to 

my child about 

deployments...”
Volume II, Issue I - 2012 31

“There are so many resources for military families, that I 

don't know how we would even learn about it if there wasn't 

something like this to teach us.”

ogy, project management, and human resources.

“We have everything from positions that range from 

entry-level positions in service and sales to high-level 

executives,” said Simonson. “If one of our Soldiers or 

Family members applies for one of those jobs, then I 

will contact the employer so they can find them quicker. 

There is human contact with every resume, we do everything we can to establish one-on-one communication.”

Simonson encourages Soldiers to get registered on 

the site www.employerpartnership.org and says he has 

750,000 jobs available, and 

only 30,000 Soldiers and family members registered today. 

But, he explains due to the 

volume of applications that 

his teams must sort through, 

it might take some time to 

respond to your resume. In 

addition, they post information about job fairs and events and work with Service 

members to refine their applications for employment, 

resume writing, and interviewing skills.

“There are so many resources for military Families I 

don't know how we would even learn about it if there 

wasn't something like this to teach us,” said Joey Bolton, 

a newlywed with an infant. “I just don’t know a lot of 

these acronyms, programs and benefits. I think I’ve really learned a lot this weekend. I think the Army makes 

every effort to prepare families for the emotional stages 

of deployment.”

“There is a lot of sharing going on here today,” said Joey’s mother, Sue Bolton. “There is really a lot of sharing 

going on here today. In the classrooms, many families 

are sharing information and websites and contributing 

to the presentations. It has been a very interactive experience.”

For these Families, the next 

Yellow Ribbon events they 

will attend will be after their 

loved ones have returned 

from deployment. The Army 

also offers the assistance of 

Military Family Life Consultants by telephone, email, or 

personal visits. 

Through the MFLC Program, 

licensed clinical providers assist Service Members and 

their Families with issues they 

may face through the cycle of deployment - from leaving their loved ones and possibly living and working 

in harm's way to reintegrating with their community 

and Family. The MFLC program provides support for a 

range of issues including: relationships, crisis intervention, stress management, grief, occupational and other 

individual and family issues. Visit www.mhngs.com for 

more information. 

Joey Bolton, Army Reserve Spouse

FUTURE YELLOW RIBBON EVENTS: 

20-22 April 2012 Minneapolis, MN 

04-06 May 2012 Denver, CO 

15-17 June 2012 Denver, CO 

13-15 July 2012 Schaumburg, IL 

10-12 August 2012 KC, MO 

07-09 September 2012 KC, MO
News and Tools You Can Use “Every day women make significant contributions to the missions of today’s military forces. 

Female Soldiers make up 21 percent of the Army 

Reserve supporting nearly every Area of Concentration and Military Occupational Specialty. 

Just as the Army has always championed health 

promotion and prevention efforts for its male Soldiers, so it must also champion the unique healthcare situations and considerations necessary to 

maintain the health and 

viability of its female Soldiers. When female Soldiers 

deploy to combat areas, 

they need to be prepared 

to maintain their optimal 

physical, emotional and 

spiritual health in ways that 

may differ from their male 

counterparts.

The responsibility for female readiness ultimately 

falls to the female Soldiers 

themselves. However, this 

technical guide and the resources referenced within 

provide strategies to effectively ensure female Soldier 

readiness with the least 

amount of impact on the 

day-to-day mission of the 

unit and to help female Soldiers stay healthy before, 

during and after deployment. The guide addresses 

areas such as pregnancy 

profiles, exercise during 

pregnancy, field needs of 

female Soldiers and preventive health measures for the barracks environment. The target audience includes female Soldiers, leaders of female Soldiers, and healthcare 

providers of female Soldiers.

Female Soldiers are encouraged to include the 

considerations found in the guide in their planning for field exercises and deployments. The goal 

is to have positive duty assignments, without the 

problems that frequently typify field and deployA Guide to 

Female Soldier Readiness

ment assignments and be prepared to deal with 

the unique impact of the experience when they 

return from deployment.

Every military leader is a manager of time, resources and people. Effective military leadership 

demands the maximum use of each of these elements. The goal of this technical guide is to enable 

leaders to maximize the potential of the female 

Soldier. Specific leader tips are found throughout 

the guide to give additional recommendations for 

leaders.”

This 81-page guide is broken into four chapters: Female Soldiers in the Field; 

Reproductive Hazards, 

Pregnancy and Parenting; 

Mission Impactors; and 

Tools and Strategies. The 

appendix listing also contains fact sheets, checklists, 

sample forms and extensive resources, both military and civilian.

The 2012 Women’s History Month theme “Women’s Education – Women’s 

Empowerment” is not limited to time spent in the 

classroom. It reflects the 

need for female Soldiers 

to educate themselves 

about their unique challenges while serving in 

the military. In a time of 

war, where deployment to 

conflict zones is a reoccurring part of military life, it is 

especially essential for women to have the tools 

necessary to remain safe, fit and healthy. Prolonged limited access to adequate hygiene and 

health resources can not only negatively impact 

the mission but also lead to physical injury if not 

prepared for and mitigated by further education. 

The ability to maintain health as a female Soldier 

is in itself empowering, enhancing capability to 

perform at sustained high levels of readiness.

USAPHC Technical Guide 281 – June 2010 provides strategies to effectively ensure female Soldier readiness with the least amount of impact on 

the day-to-day mission of the unit and to help female Soldiers stay healthy before, during and after deployment. The guide addresses areas such 

as pregnancy profiles, exercise during pregnancy, 

field needs and preventive health measures. 

32 The FALCON

Download your copy at: http://phc.amedd.army.mil/topics/healthyliving/rsbwh/Pages/WomensHealth
 Get Connected 

Get all of your 79th SSC Updates:

 www.facebook.com/79SSC

Become a fan at:

Volume II, Issue I - 2012 33
News and Tools You Can Use

WASHINGTON, D.C. (Jan. 19, 2012) -- The Army 

released the Army 2020 Generating Health and 

Discipline in the Force, Report 2012, referred to 

as the Army Gold Book. The report serves as an 

update to the Army Red Book published in 2010. 

It summarizes the progress made in enhancing the health, discipline 

and readiness of the 

force. It represents the 

next phase in the Army’s 

ongoing campaign to 

counter the stress associated with more than a 

decade of war. 

The Gold Book candidly addresses the 

challenges Soldiers and 

Families currently face, 

while providing leaders 

a thorough assessment 

of what the Army has 

learned with respect to 

physical and behavioral 

health conditions, disciplinary problems and 

the remaining gaps in 

Army policy. 

The report will serve as 

an invaluable resource 

for leaders, policy-makers, commanders and 

service-providers, as 

they work together to 

address the unique and 

difficult challenges that 

lie ahead.

“While we have made 

tremendous strides over the past decade, there is 

still much work to be done,” said Army Vice Chief 

of Staff Gen. Peter Chiarelli. “This war, as we often 

hear it described, is a marathon, not a sprint. And, 

as mentioned, many of our biggest challenges lie 

ahead after our Soldiers return home and begin 

the process of reintegrating back into their units, 

Families and communities.”

Recommendations implemented since the 

publication of the Red Book have already had a 

significant, measureable impact on the force. Examples include improved mild Traumatic Brain 

Injury, screening, diagnosis and treatment; increases in outpatient behavioral health access 

and delivery; decreased 

incidents of Soldier drug 

and alcohol abuse; reduced accession waivers; and expanded painmanagement care. The 

Gold Book represents 

the next phase of this 

ongoing campaign.

Secretary John M. 

McHugh has directed 

leaders at all levels become familiar with the 

report. 

Chief of Staff of the 

Army Gen. Raymond T. 

Odierno has endorsed 

The Gold Book, emphasizing leaders understanding and effectively 

addressing the challenges Soldiers and Families 

face is absolutely essential.

“Trust is the bedrock of 

our honored profession 

-- trust between each 

other, trust between Soldiers and leaders, trust 

between Soldiers and 

their Families and the 

Army and trust with the American people,” said 

Odierno. 

The lessons learned and recommendations 

provided in the Gold Book are meant to ensure 

the Army continues to best support the health, 

well-being and discipline of Soldiers and their 

Families while ensuring a fighting force able and 

ready to stand strong in defense of our Nation. 

The full report is located at http://usarmy.vo.llnwd.net/e2/c/downloads/235822.pdf

Army releases 2012 Report on:

Generating Health and 

Discipline in the Force

Known as the Army Gold book, this 210-page report summarizes the progress made in enhancing the health, discipline and readiness of the force. It represents the next 

phase in the Army’s ongoing campaign to counter issues 

associated with more than a decade of war.

34 The FALCON
Soldiers have been required to participate in the Comprehensive Soldier Fitness 

questionnaire program for several years. 

Family Members are now able to take advantage of their own version of this Army 

self-assessment tracker, as well. 

The Family Global Assessment Tool will 

walk you through several segments of 

questions to gauge your emotional, social, 

family and spiritual fitness. Answering the 

questions is simple – selecting how strongly you agree or disagree with a particular 

statement or view – and the test only takes 

about 10 minutes. 

Once you have completed the questionnaire, a diagnostic result will provide a detailed analysis of how you perceive challenges and hopefulness within your family, 

community and self. These Comprehensive Resiliency Modules offer training for 

better understanding of the assessment dimensions. To see your results in a broader 

context you may compare your percentage 

Soldier Fitness Tracker Expanded 

to include Military Families

https://www.sft.army.mil/SFTFamily/Default.aspx

in each of the four areas to those of others 

respondents of the same gender, marital 

status or age range. 

When situations in your life evolve during 

various stages of the deployment cycle 

you are encouraged to retake the assessment. Comparing new results to previous 

answers will reflect changing areas of concern you may need to address. It can also 

show improvement in areas you have been 

working on. As part of your Army Family 

toolkit, the GAT is a source of support and 

validation for your proactive efforts in working through the challenges of military life.

All Army Family Members are permitted 

to take part in the GAT Fitness Tracker, 

Troop Program Unit or Active Duty, spouse 

or older child. As long as the individual 

has been registered with Defense Enrollment Eligibility Reporting System, they will 

be able to create a unique log-in name and 

password. An AKO log-in can also be used 

if you already have one. 

To access the Global Assessment Tool visit:

Volume II, Issue I - 2012 35
News and Tools You Can Use

Take advantage of 

Supplemental Food Assistance

While serving on Troop Program Unit status, 

or during activation when Reserve Soldiers are 

not drawing a civilian paycheck, Military Families may qualify for benefits under the Special 

Supplemental Nutrition Program for Women, 

Infants and Children, commonly referred to as 

WIC. 

Through WIC, mothers and young children receive nutritional basics including baby formula, 

cereal, milk, fresh fruits and vegetables, eggs and 

much more. The program also provides healthcare referrals, nutrition education, breastfeeding support to low-income 

pregnant and postpartum 

women and to children up 

to age five. These services 

are all the more important 

when not qualifying for a 

high level of Tricare coverage.

Yet Army Reserve Soldiers 

do not commonly consider 

WIC, even if their monthly 

grocery budget is tight. 

This detrimental trend may 

be exacerbated by military 

pride and work ethic, but the 

San Diego American Red Cross confirms “many 

military families are eligible to receive WIC benefits but do not know it.” In response, the ARC 

has expanded outreach to educate troops and 

leaders on WIC resources and remove any prejudice against the program.

The number of service members currently 

qualifying for and receiving food assistance is 

staggeringly high, nonetheless. A 2004 “Military 

Families Survey” conducted by The Washington 

Post found one in five Military Families have applied for WIC. Currently, in Washington State 

alone, “more than 15,300 WIC clients are women 

in the military, or women and children in a military family,” according to the State Department 

of Health.

Approval for WIC aid is based primarily on 

household income and the number of family 

members. Military Families have the benefit of 

deducting housing allowance and select other 

pay when calculating eligibility. The Kansas Department of Health has developed an excellent 

guide for assessing their military pay. [http://

www.kansaswic.org/manual/Appendix_11_Military_Income_Guidance_for_KS.pdf] This can 

help Soldiers ask the right questions when they 

meet with a WIC counselor.

Maximum allowable income levels for WIC 

have also increased to keep pace with rising cost 

of living rates. According to Celeste Hernandez, 

manager of the Fort Hood WIC program, “recently revised income guidelines will allow a family 

of four to earn up to $3,400 a month, $131 more 

than previously allowed.” 

Therefore, even if a Soldier 

was declined for WIC during a previous pregnancy, it 

is worth another look when 

expecting again.

The need WIC addresses is 

an essential one. As prices 

for basic commodities increase, more and more typically self-sufficient families, 

including Army Reserve 

Families, are finding it difficult to consistently provide healthy meals. “Studies 

show the proper nutrition WIC children receive 

helps them enter school ready to learn,” said Colleen Pearce, North Dakota WIC director. “WIC is a 

cost-effective, sound investment that helps ensure the health of our children.”

It is incumbent upon the entire Army Reserve 

family to not allow pride to prevent Soldiers 

from taking advantage of this program. New 

mothers and young children require and deserve the best support, education and nutrition 

available to them and Soldiers have the obligation to request assistance when it is needed. 

Knowing there is enough food on the table is at 

the core of Family Readiness. This stability will 

allow each Soldier to maximize their individual 

readiness and best contribute to mission accomplishment.

Visit the WIC website for general information. 

To learn about other government benefits that 

you may be eligible for, visit Benefits.gov. For 

WIC Overseas, go to www.tricare.mil. 

The WIC Prescreening Tool 

helps perspective applicants 

gauge their qualification for 

benefits in about 15 minutes. 

This Prescreening Tool is not 

an application for WIC. 

To apply for benefits, make 

an appointment at a local WIC 

office: https://stars.fns.usda.

gov/wps/pages/category.jsf 

By Rita Beal, 79th SSC, HHD FRG Leader

36 The FALCON
Volume II, Issue I - 2012 37

GoArmyEd is your one-stop location for managing your college education and using Tuition Assistance benefits. GoArmyEd gives you access to 

many regionally accredited colleges and universities and over 1,000 available degree plans. 

GoArmyEd is used by:

•Soldiers to pursue their postsecondary educational goals 

•Army Education Counselors to 

provide educational guidance 

•Schools to deliver degree and 

course offerings and to report 

Soldier progress 

For details on the programs covered by tuition 

assistance refer to Army Regulation 621-5 Army 

Continuing Education System: www.apd.army.mil/pdffiles/r621_5.pdf 

www.GoArmyEd.com

Military Saves is a social-marketing campaign to persuade, motivate and encourage Military Families to save money every month, 

and to convince leaders and organizations to be aggressive in 

promoting automatic savings. The campaign is a growing network of organizations and individuals committed to helping 

and supporting Military Members and their loved ones build 

personal savings arsenals to provide for their immediate and 

long term financial needs.

Military Saves was developed and tested by its non-profit 

sponsor, Consumer Federation of America and the military services from 2003 to 2006 and launched throughout the Department 

of Defense Feb. 25, 2007. It is part of two larger campaigns -- the DoD 

Financial Readiness Campaign and the national America Saves campaign.

The campaign’s lifeblood is in its partners, organizations that see the value in working 

together to empower members, employees, customers and clients to become financially 

stable through saving, debt reduction, and wealth-building over time.

Build Your Personal Savings

www.militarysaves.org
AFETY SAFETY SAF

FETY SAFETY SAFETY SAFETY SAFETY SAFETY 

AFETY SAFETY 

TY SAFETY SAF

POV/POM SAFETY

By Mr. Rickey Payne, 79th SSC Safety Director

U.S. Army Combat Readiness/Safety Center 

data shows privately-owned vehicle accidents 

cause more fatalities than all other ground or 

aviation accidents across the Army. This includes not only privately-own autos, but motorcycles, as well. Safety while operating any 

kind of vehicle is paramount to overall force 

readiness. 

According to the National Highway Traffic Administration, most auto accidents are caused 

by speeding, distracted driving, aggressive 

driving, fatigue, and alcohol. 

It is easy to recognize the signs of a distracted 

driver (weaving in and out of their lane, talking on a cell phone, adjusting the radio), a tired 

driver (nodding off, speeding up, then slowing down) and especially an aggressive driver 

who zips in and out of traffic, tailgates, flashes 

lights, and does other obnoxious things that 

generally make us mad.

USACR/SC data shows excessive speed contributes significantly more to motorcycle accident fatalities than any other factor. 

Failure to wear personal 

protective equipment 

such as a helmet, eye protection, gloves, jacket, 

long pants etc., is not only 

against Army regulations, 

but could be a life-threatening choice. Head injury 

is a leading cause of death 

in motorcycle crashes.

Riding a motorcycle requires a particular set of 

skills. Make sure you have 

the proper license and 

training before taking on 

the responsibility of riding a motorcycle. Many 

believe just because you 

have a driver’s license for an automobile you 

are licensed to operate a motorcycle. This is 

simply not true. Speed is one of the biggest 

killers of our Soldiers. It reduces a driver’s ability to negotiate curves or maneuver around 

obstacles in the roadway. 

Speed also extends the distance traveled before a vehicle is able to stop. In 2009, speeding 

was a cause in 34 percent of all fatal crashes 

and more than 10,000 lives were lost in speeding-related crashes.

Another preventive step that can be taken by 

Soldiers and their Families to ensure safety is 

to always wear seat belts. 

According to the USACR/SC, 10,389 people 

were killed in alcohol-impaired-driving crashes in 2009. These accidents accounted for 34 

percent of the total motor vehicle traffic fatalities in the U.S. The 10,839 fatalities represent 

an average of one alcohol-impaired driving fatality every 48 minutes.

38 The FALCON
AFETY SAFETY SAFETY SAFETY SAFETY SAFETY 

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

Army Regulation 385-10, The Army Safety Program, 

prescribes Department of the Army policy, responsibilities and procedures to safeguard and preserve Army resources worldwide against accidental loss. It establishes 

composite risk management as the Army’s principal risk 

reduction methodology and assures regulatory and 

statutory compliance. 

Car accidents are not the only thing killing 

our Soldiers.

Believe it or not, there have been Soldiers 

killed from skateboard falls, chest-punching 

contests and trains. There have actually been 

six people hit and killed by trains within the 

past five years. Sounds impossible, but when 

you mix alcohol with some of these seemly fun 

and harmless activities, things can go really 

wrong, really fast.

Drowning claims the lives of nearly 3,000 

people every year. Convince your Soldier to always swim with a buddy.

A pedestrian is injured in a traffic crash every 

seven minutes. Though anyone can be struck 

and killed by a vehicle, often times it is the 

young Soldiers who don’t own a car or truck 

who are at most risk because they frequently 

walk from location to location.

Sports and recreation participation are also 

major causes of injuries in the Army.

Alcohol, loss of sleep, Post Traumatic Stress 

Disorder or related symptoms can cause problems for you, other Family members and your 

Soldier. Slowed reaction times, inability to concentrate, irritability and increased risk-taking 

can be related to any or all of these factors. 

Help keep your Family safe by knowing about 

these issues. To reduce the risk of your Soldier 

being involved in an accident, stay alert to his 

or her actions and reactions especially during 

redeployment periods.

 39
40 The FALCON

Assistance is 

gertips

Provided by the 79th SSC Staff Judge Advocate

TAX ASSISTANCE: Many legal assistance offices operate tax centers or provide income tax return preparation assistance during tax season. Contact your area legal assistance office for information on tax assistance.

The following tax assistance services are available to Service Members at no cost:

a) Air Force Legal Assistance offices. Service members can use the following site: 

http://legalassistance.law.af.mil/content/locator.php, to locate the nearest free 

Military Tax Assistance locations.

b) H&R Block when sourced through Military One Source: www.militaryonesource.mil

c) 311th ESC Office of the Staff Judge Advocate Tax Assistance Center, 1250 Federal 

Ave, LA, CA 90025. Appointments can be made by contacting SGT William Myers 

at 310-235-4270.

d) The IRS Volunteer Income Tax Assistance and the Tax Counseling for the Elderly 

Programs offer free tax help for taxpayers who qualify. Military service members 

do qualify and are not bound by the same income restrictions. www.irs.gov/individuals/article/0,,id=107626,00.html, can be used to locate the nearest facility and 

to obtain more information about the VITA program.

LEGAL ASSISTANCE: Staff Judge Advocate attorneys represent the command in personnel actions critical to readiness. Early consultation can speed successful completion of actions. If you 

as a Soldier, have had your rights read to you, or you have been notified that your Command will 

take some type of action against you, then contact your local United States Army Trial Defense 

Services via the 22nd Legal Support Organization/Legal Organization Detachment for Soldiers 

west of the Mississippi River at (972) 343-4263 or the 154th LSO/LOD at (703) 960-7397 ext. 

7401 for Soldiers east of the Mississippi River. 

The TDS mission is to provide a full-range of defense legal services

to Soldiers to include:

a) Representing Soldiers charged with violations of the Uniform Code of Military 

Justice at courts-martial and Article 32 pretrial investigations;

b) Representing Soldiers during criminal investigations and before elimination or 

grade-reduction boards

c) Counseling Soldiers regarding pre-trial restraint, non-judicial punishment, and 

various adverse administrative actions taken pursuant to military regulations.

ONLINE LEGAL SUPPORT: For requests for legal assistance to include Wills and Powers of Attorney go to the Legal Command’s “Request for Legal Services” page:

http://www.usar.army.mil/arweb/organization/commandstructure/USARC/OPS/USARJSTSC/

Commands/Legal/Documents/Form%20LC%201%20draft%20v14%20p1.pdf

40 The FALCON
Volume II, Issue I - 2012 41

By Ms. Rita Cossio, 79th SSC Command Equal Opportunity Advisor

When it comes to readiness, Equal 

Opportunity compliance is a combat- multiplier that is critical to 

achieve teamwork and productivity within a unit. Commanders rely 

on the readiness and well-being of 

their leaders and Soldiers to maximize the unit’s ability to achieve 

mission success. 

Commanders can increase unit cohesion by promoting a command 

climate in which Soldiers feel everyone is treated fairly. Commanders 

are wise to carefully select and empower Equal Opportunity Leaders 

to assist them in carrying out their 

EO program. Commanders’ personal 

commitment reinforced by EOL onthe-ground engagement adds up to 

enhanced unit readiness.

EO compliance enhances and sustains unit readiness:

Commanders must assess the 

command climate periodically to 

analyze the human dimension of 

combat readiness. A healthy leadership climate leads to unit cohesion 

as Soldiers and civilians serve together in an environment of mutual 

respect for each person’s contributions. 

EO compliance is more than just 

about Soldiers. Families must be 

considered in the readiness equation and must be cared for and given resources to help themselves and 

their military members without fear 

of being discriminated against or 

treated unfairly. 

Army EO is based on five protected 

categories: race, gender, color, religion and national origin. The Army 

EO’s five protected categories also 

apply to our civilian workforce. 

In accordance with Army Regulation 600-20, Army Command Policy, 

EO is a command program. It is the 

commander’s responsibility to provide a command climate that promotes human dignity and respect 

through fair, respectful and nondiscriminatory treatment to Soldiers, 

Families and Civilians. The commander is also responsible for establishing the leadership climate of 

the unit and developing disciplined 

and cohesive units and leaders. 

EO compliance is the means for us 

to achieve teamwork and productivity, which ultimately benefits the 

readiness of a unit. Leaders at all 

levels promote the individual readiness of their Soldiers by developing competence and confidence in 

their subordinates. In addition to 

being mentally, physically, tactically, 

and technically competent, Soldiers 

must have confidence in themselves, their peers and their leaders. A leadership climate in which 

all Soldiers are treated with fairness, 

justice and equality is crucial to development of this confidence within 

Soldiers.

Commanders are responsible for 

developing disciplined and cohesive units sustained at the highest 

readiness level possible. They are 

also responsible for everything their 

command does or fails to do. However, commanders have the option 

to subdivide responsibility and authority and to assign duties of both 

to various subordinate commanders 

and unit members. 

EOLs as readiness multipliers:

Assigning someone to assist in 

EO is a means for the commanders 

to have designated personnel to 

address issues and concerns at the 

lowest level. 

These Soldiers are a unit’s Equal 

Opportunity Leaders. EOLs are the 

commander’s eyes and ears on-theground. Their responsibilities include assisting commanders at the 

battalion level or equivalent and below in carrying out the EO Program 

within their units. 

Commanders must appoint EOLs 

in their units who are members of 

the chain-of-command in the rank 

of sergeant through first lieutenant. They should select Soldiers who 

have demonstrated outstanding 

personal qualities and traits -- Soldiers who uphold the Army Values 

and Warrior Ethos. 

Once selected, Soldiers undergo a 

60 hour-training course. The course 

encompasses topics that include 

values, attitudes and behaviors, effective and active listening, racism 

and sexism, conflict management, 

discrimination and power, extremism and extremist organizations and 

concepts of culture and other subjects that familiarize them with the 

diversity found in our military. 

EOL courses are held each quarter 

for Soldiers in the 79th Sustainment 

Support Command. Approach your 

commander if you believe you have 

the motivation, qualities and traits 

needed in an EOL. Serving in this 

role will not only demonstrate your 

devotion to your fellow Soldiers, but 

also allow you to be part of creating 

a cohesive and ready command climate. 

Understanding the diversity and 

challenges Soldiers, Civilians and 

Families face to improve readiness 

to achieve mission success is of the 

utmost importance. However, most 

important of all is to ensure everyone is treated with dignity and respect.
42 The FALCON

Soldiers, Veterans, and members 

of the community gathered on Fort 

Lawton, Wash. to be part of its official closure Feb. 25, 2012. 

The Army post was closed in accordance with the Defense Base 

Closure and Realignment Act and 

was hosted by Soldiers of the 364th 

Expeditionary Sustainment Command and 79th Sustainment Support Command. 

“We celebrated over 100 years of 

history,” said Maj. Gen. William D. 

Frink, Jr., commander of the 79th 

SSC. 

More than 350 Soldiers and civilians filled the post’s Daybreak Star 

Indian Cultural Center to attend 

the lowering of the flag ceremony, 

which marked 112 years of military 

activity.

Despite the chilling rain and 

gloomy weather, families and veterans traveled to the center to soak 

in years of memories and support 

the event. Rows and rows of seats 

included veterans who had a connection to the base—many sporting hats and jackets displaying their 

branch of service and rank when 

they were actively serving.

“They brought memorabilia with 

them and they brought stories 

with them,” said Frink. The veterans 

shared rich stories about their service to Fort Lawton with other veterans and Soldiers, one even telling 

a story dating back to the thirties. “It 

was like a reunion,” said Frink. 

The official party included Frink, 

Col. Phillip S. Jolly commander of the 

364th ESC, Command Sgt. Maj. Vicki 

L. Briggs of the 364 ESC, and Command Sgt. Maj. Robert N. Roberson, 

Jr. of the 79th SSC. Guest speakers 

included Congressman Jim McDermott, Washington’s 7th Congressio700 acres in Seattle’s forested 

Magnolia Bluff area donated 

to the government by the city. 

The location was selected by 

the Army for a post and began 

construction. By 1910: 18 

buildings ringed the parade 

grounds, which were planned 

to accommodate 3,000 men.

1897

1900 Fort Named after Maj. Gen. Henry Ware 

Lawton who died in the Philippines in 1899

1901 The first Army unit arrives on Fort Lawton - the First Coast 

Artillery unit, built to be the third line of defense.

1909 Buffalo Soldiers were at the fort awaiting 

transport to the Boxer Rebellion in China.

1927 The 6th ENG BN arrives and begins building 450 

structures to house up to 20 thousand men.

Cold War

1951

1944

WWII

April, 1944: Italian POW 

killed during a night of 

rioting. 43 black Soldiers 

court-martialed in what 

became the longest Army 

court-martial of WWII. 

 The Fort was the West Coast’s second largest Port of Embarkation to the Pacific. More than one million troops passed 

through. Womens Auxillary Corps served on the fort.

 Fort serves as an air defense base, Nike 

missile site, and a training center.

During the Korean War, the fort continued to 

serve as an important embarkation point.

By Sgt. Ruth Harvie

Army Reserve Officialy Closes

 Fort Lawton
Volume II, Issue I - 2012 43

nal District, Maj. Gen. (Ret.) James M. 

Collins, Jr., Civilian Aide to the Secretary of the Army, and Mayor Michael 

McGinn, city of Seattle. 

Fort Lawton’s closure began with a 

team of eight Soldiers who lowered 

the post flag at approximately 10:00 

a.m. A battery of field artillery Soldiers performed a 21-gun salute as 

they took the flag down. During the 

ceremony Frink presented McGinn 

with a commemorative flag representing the honor and closure of 

the post for the City of Seattle. 

“It’s an act of remembrance,” said 

Ryan Knicely, a second lieutenant 

with the Alpha 1/377 Field Artillery 

Regiment out of Fort Lewis. Knicely 

lead the 18 artillery Soldiers in rendering the cannon salute and said 

he was honored to take part in officially decommissioning Fort Lawton 

with his troops.

When looking at its history, Fort 

Lawton dates back to 1900, where 

it was originally used as a coastal 

defense outpost to protect Puget 

Sound. It was named in honor of 

Maj. Gen. Henry Ware Lawton, who 

died during the Spanish-American 

War in the Philippines. More than 

one million troops passed through 

Fort Lawton during World War II 

when it was an important port of 

Embarkation to the Pacific theater. 

The 364th ESC was the last unit to 

leave the installation in Sept. 2011. 

Although military activity will no 

longer be present, the Army will 

continue to retain jurisdiction of 

the cemetery. “It’s a cemetery that 

veterans can still be buried in,” said 

Collins.

Frink didn’t expect the ceremony 

to overflow with supporters - but 

every seat was filled, including the 

balconies overlooking the main 

floor. 

“I think that really speaks to the 

significance of Fort Lawton to the 

U.S. Army Soldiers, veterans, and 

families,” he said.

“It’s an important opportunity for 

us to practice the Army value of 

honor and to pay tribute today to 

good work that was done - particularly to the Army Reserve,” said Collins about the official closure. 

“The strength of our nation is our 

Army. The strength of our Army is 

our Soldiers. The strength of our 

Army is our families—we could not 

do what we do without the support 

of our community and the American people,” said Frink. 

The post flag that served as a symbol of continuity and point of inspiration was lowered and folded for a 

final time. As it was lowered, artillery 

Soldiers fired 21 rounds in rendering the highest honor to those who 

served at the fort throughout its history. The public watched the flag as 

it was neatly folded into the arms of 

a Soldier and service members held 

their salute, knowing it would never 

be raised on Fort Lawton again.

2012

Fort Lawton 

official closing 

ceremony takes 

place, hosted by 

the 79th SSC.

 364th ESC headquarters relocates to a new multi- 2011

million dollar Army Reserve Center in Marysville, 

Wash.

 2009: The 364th ESC established on Ft. Lawton 2009

Sept. 17, 2009. It was the last Army Reserve unit 

to be formed, and the last to leave historic Fort 

Lawton.

The Army holds a formal apology ceremony and presents 2008

to surviving Soldiers and their families years of back pay.

Army set aside court martial convictions from 1944, 

and restored honorable discharges to the Soldiers.

2007

Base Realignment and Closure announces 2005

future closure of the fort and the disestablishment of the 70th RRC. 

124th RSC inactivates and takes 1995

name and lineage of the 70th RSC.

1971

1968

1957 Xth Corp moved into Fort Lawton 

with regional reservists under 

their command. Xth Corp released 

command and control to the 124th 

ARCOM.

124th Army Reserve Command was established at Fort Lawton with the mission of 

preparing subordinate units to mobilize and 

perform wartime tasks.

Army surpluses 500 acres of Fort 

Lawton which becomes Discovery 

Park. Native American tribes of the 

Seattle area protest the land transfer 

alongside actress Jane Fonda and are 

granted 20 acres of the land with a 

complex today known as the Daybreak Star Indian Cultural Center.
4th ESC

 San Antonio, Texas

311th ESC

 Los Angeles, Calif.

364th ESC

 Seattle, Wash.

451st ESC

 Wichita, Kansas

The 79th Sustainment Support Command, headquartered at 

Joint Forces Training Base in Los Alamitos, Calif., was officially 

activated on December 1, 2009 with the mission of providing 

trained, ready, cohesive, well-led sustainment units for 

world-wide deployment to meet the U.S. Army’s rotational 

and contingency mission requirements in support of the 

National Military Strategy.

Under the command of Major General William D. Frink, Jr. 

with a day to day staff of 61 Soldiers and Civilians and 72 Troop 

Program Unit Soldiers, the 79th SSC executes command and control of the 4th, 311th, 364th, and 451st Sustainment Commands 

(Expeditionary). As Operational Command Posts of a Theater Sustainment Command – the ESCs plan, coordinate, synchronize, 

monitor, and control operational- level sustainment operations 

for Army Service Component Commands, Joint Task Forces and 

Joint Forces Commands throughout the world.

The 79 SSC