WINTER 2015 1

OFFICIAL PUBLICATION OF THE 79TH SUSTAINMENT SUPPORT COMMAND

Maj. Gen. Mark Palzer

Assumes Command of the 79th SSC

page 20

Winter 2015

TRAINED, READY, COHESIVE, WELL-LED

SUSTAINMENT UNITS FOR WORLD-WIDE DEPLOYMENT

FalcoN

The
2 The Falcon

79TH SSC Command Team

Commanding General

Maj. Gen. Mark W. Palzer

Command Sergeant Major

Command Sgt. Maj. Ted L. Copeland

Command Chief Warrant Officer

Chief Warrant Officer 5 Michael A. Hanten

TheFalcon Contents

Two Star Notes

Top Priorities

By Maj. Gen. Mark W. Palzer

4

CSM On Point

Readiness in 2016

By Command Sgt. Maj. Ted L. Copeland

6

Command Executive Officer Report

Development & Readiness Go Hand In Hand

By Mr. Gregory Hinton 

8

Equal Opportunity

E.O. Enhances Unit Readiness

By Ms. Rita Cossio 

10

Safety

Promoting Safety Readiness

By Mr. Keith Humphrey

11

The Inspector General

Readiness Begins With Counseling

By Col. Juliana McCauslin

15

Medical Matters

Supporting The Mission - Medical Deployment Requirements

By Lt. Col. Mercedes Murillo

12

Deputy Commanding General

Brig. Gen. Kurt A. Hardin

Command Executive Officer 

Mr. Gregory T. Hinton

Spiritual Fitness

Ready In Mind, Body, and Spirit 

By Chaplain (Col.) Robert Ewing

9

Ask JAG

Legal Readiness

By Col. Jere Diersing

14
WINTER 2015 3

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

Public Affairs Officer

Lt. Col. Bettina K. Avent

Public Affairs Chief

Sgt. 1st Class James K. Lilly

Combat Documentation/Production Specialist

Spc. Heather S. Doppke

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

Maj. Gen. Palzer Assumes Command of The 79th SSC

By Sgt. 1st Class Alexandra Hayes

20

4th ESC Highlights 24 - 29

Cover photo by: Spc. Heather Doppke 

79th SSC Combat Documentation/Production Specialist

Hail and Welcome - Welcome Command Executive Officer 18

Falcon Awards - 2015 Winners Announced

311th ESC Highlights 30 - 37

364th ESC Highlights 38 - 43

451st ESC Highlights 44 - 47

Choose Life 

Suicide Prevention and Readiness

By Mr. Peter Dubinin 

16

Families In Support

Anytime, Anywhere 24/7

By Ms. Maritza Ramirez 

17

Warrior Fitness Course

By Staff Sgt. Ruben Silva 

22

19
4 The Falcon

Two Star Notes:

Top Priorities – 

The 79th leads more than ten percent of Army 

Reserve Soldiers. We support units throughout 

the Reserve component and the Army. The 

79th is a solid ready unit today and excels 

at its current mission. As the 79th becomes 

expeditionary, we must prepare for tomorrow 

and what lies ahead, as we sustain regionally 

aligned forces in a part of the world in turmoil 

- threatened by numerous terrorist groups and 

by inter-nation warfare and instability, as well 

as disease (Ebola). The 79th will focus on 

expertise in individual skills at the core of the 

unit’s readiness, but will look to adapt our collective training to future expeditionary support 

missions. The 79th must be the masters of deployment logistics capability and be adaptable 

to future environments in hostile and austere 

places. As Army Reserve Soldiers, leaders 

and units, we couple vital military capabilities 

with individual civilian-acquired skills to provide 

strategic depth to Army Reserve capabilities 

across the full range of military operations 

and provide ready forces to U.S. Army Forces 

Command.

By Maj. Gen. Mark W. Palzer

79th Sustainment Support Command

Commanding General

We will always be ready to fight today, and we will always prepare to 

fight tomorrow.

The 79th must constantly train and use our 

time efficiently, narrowing our focus on mission essential tasks to tailor our abilities to best 

support forward deployed forces. We will develop our leaders. We will maximize the individual readiness of our Soldiers. We will make 

the 79th a mission focused, enjoyable unit 

and integrate our families into unit activities 

to encourage our Soldiers to remain a part of 

the 79th family. We must always maintain our 

equipment, ensuring everything is ready to go 

forward and maximize our performance. We 

accomplish this through a progressive cycle 

of readiness outlined by the Chief of the Army 

Reserve in Rally Point 32.1. This guidance outlines how the strategic and operational capabilities of the Army Reserve enhance the active 

Army to meet its objectives.

Soldiers are the nation’s most vital 

asset and we must never let them go 

into combat untrained, poorly led, 

undermanned, or with less than the 

best equipment we can provide.

Align with the Army as a premier Army 

Reserve Organization
WINTER 2015 5

“Our mission is to support others, our duty is to train 

the next generation of leaders ... as Soldiers we are all 

ambassadors in everything we do.”

“To Do For Country,

 Falcon Strong!”

The 79th adapts and as we transform to become expeditionary, we will learn from our 

predecessors. The 79th will identify all units, 

agencies, and individuals that will influence our 

mission and build relationships so we are well 

integrated before we ever step off on our future 

missions.

Listen and learn from other services, 

interagency partners, from the private sector and even from critics.

As the world becomes more technical, 

the 79th must adjust to the changing complexity of systems that impact our missions. We 

must take advantage of our civilian expertise 

that resides within the unit and apply it to our 

mission readiness. We must encourage innovation, especially as we go forward to parts 

of the world where we need problem solvers at 

every position and rank within the 79th.

Openness to new ideas and new 

ways of doing things in an increasingly complex world.

Our collective strength depends on 

our people - their mental and physical readiness at the core.

With our changing mission, emphasis on 

adapting to technological change, working in 

challenging environments, we must never lose 

sight of putting our Soldiers first. Their well-being is at the core of leadership and our Soldiers 

depend on our leaders to challenge them to 

perform their best, to ensure they balance their 

civilian and military careers, and to guarantee 

the welfare of their families. We must push our 

Soldiers to perform at the peak of their abilities 

while being sensitive to their needs and those 

of their families.

The 79th is and will be a great place to serve. 

At the core of the unit’s ability to perform its 

mission well, is treating one another with 

respect. We are a family and each member 

of this family will be provided a duty environment of dignity. I want every member of this 

fine organization to be proud to wear the Cross 

of Lorraine on their shoulder and to know the 

lineage of the 79th, to appreciate the sacrifices 

of those who have served in this unit since its 

inception. We will carry that proud tradition 

forward as we become the finest expeditionary 

unit in the Army Reserve.

Treat each other with respect and 

dignity.
6 The Falcon

Readiness in 2016

 By Command Sgt. Maj. Ted L. Copeland

As we begin a new year, I want 

to wish all of the Soldiers, Civilians and family members of 

the 79th Sustainment Support 

Command (SSC) a happy and 

safe new year. I fully realize 

that every Soldier and Civilian 

of the 79th SSC is extremely 

busy with family, careers, and 

other professional endeavors, 

all of which are in addition to 

the requirements posed by the 

United States Army Reserve. 

Requirements on each one of 

us to fulfill all of our obligations can create overwhelming 

stress if we let ourselves allow 

it to do so. I want to encourage each and every one of you 

to utilize the tremendous resources that the Army Reserve 

offers to help service members 

and their families to handle 

such stresses. 

There are many programs that 

the Army offers, but there is 

one in particular that I’d like to 

highlight: Fort Family, which 

provides many options for you 

and your family to use. And 

always remember, the commander and I care about every 

one of you and appreciate all 

that you do for the 79th SSC.

Now that 2016 has arrived, 

COMMAND SERGEANT MAJOR ON POINT

Soldier readiness is still the number 

one priority for all of us. As I wrote 

in the last issue of the Falcon, my 

leadership philosophy centers on 

Soldier readiness and NCO leaders 

applying inspiring and innovative 

leadership to develop resilient, ready 

Soldiers. 

With the Senior NCO leadership’s 

assistance, I have developed the 79th 

SSC Falcon NCO/Soldier development program and the Soldier 

Professional Job Book to assist our 

young NCOs to “get after” developing themselves and their Soldiers, 

who are the future leaders of the 

Army Reserve. 
WINTER 2015 7

Also, the United States Army Reserve Command has sent out its 

Sergeant’s Time Training operations 

order as of October 2015, to assist in 

the critical interaction between our 

young leaders and their Soldiers.

I am always aware of the limited 

time each of our young leaders have 

to accomplish all the tasks required 

to be successful. Along with this 

theme, I challenge each of you to 

develop your plans of action using 

the Sergeant’s Time Training Requirements to accomplish the 79th 

SSC’s two aforementioned leadership 

development programs. In this way, 

we achieve the Soldier interaction 

and development that is critical to 

the success of our future NCO Corps 

and Army leaders. 

In addition, I cannot overstate the 

importance of our young NCOs 

seeking their professional education. 

With the decrease in end strength 

and funding, but the increase in 

requirements, it is imperative for 

our Soldiers and leaders to meet all 

readiness standards, which include 

professional military education requirements. 

Finally, I want to briefly mention 

funding for schools. There were a 

multitude of times when the 

Commander and I were speaking 

with our great Soldiers about their 

schooling during which we heard 

Soldiers comment about their school 

seats being canceled due to a lack 

of funding, or that there were no 

school seats available. Except for a 

few specific MOS’s, there were no issues with funding or available seats. 

Informing our force to better understand school funding will be one of 

my priorities for 2016. 

In 2016, we need to be frugal with 

our funding, but there should never be a time when a school seat is 

canceled due to a lack of funding. I 

ask each one of you to immediately 

speak with your leadership if you 

are told there is no funding for your 

schooling.

Lastly I want to thank each and every one of you for what you do for 

our great Nation and I hope each 

and every one of you have a great 

year.

To Do For Country! 

Falcon Strong!

CSM Ted Copeland

Falcon 7
8 The Falcon

With great anticipation and humility I welcomed the 

opportunity to be your 79th SSC CXO. It has been a 

busy 2 1⁄2 months since I arrived, and I look forward to 

meeting and getting to know all of you!

 I have done quite a bit of travel in the short time I 

have been here, learning about our units, our people, 

our strengths, and our challenges. We have diverse 

and important missions, talented and dedicated Soldiers and Civilians, as well as supportive and appreciative Families and communities. I want to capitalize on 

the synergy these positive aspects give us and raise the 

bar even higher.

 We continue working within the Army Reserve in 

sustaining and improving the climate of, and process 

for, maintaining Soldier readiness and development. 

Even as we mature and advance Soldier readiness, 

we must fully embrace and enhance professional and 

leadership development for our civilian force. 

 Initially entering the federal government as a 

military technician, as a federal civilian employee, 

AND Soldier for the past 10 years, I have experienced 

both sides of the readiness equation. I have seen the 

Soldier side from five different commands within the 

Army Reserve, and the civilian side from three military services, Department of Defense Joint level, and 

a non-DoD cabinet-level department. While some 

organizations are better than others, I feel we can do 

a better job of promoting development and readiness 

within our civilian workforce. Increasingly, we rely 

on civilians to prepare for, and assist in mobilization, 

collective and individual training, logistics, medical 

readiness, budgeting activities, and internal review 

of processes, as well as take care of important aspects 

of work and family support when the unit is out. The 

bottom line is, we are an intertwined, interdependent 

force and we are much stronger when every member 

feels they are valued, learning, and contributing to the 

mission. The most successful organizations are those 

where its members are ENGAGED in the mission, but 

also are achieving personal GROWTH goals.

 Readiness is not static. Readiness is the result of 

deliberate planning, implementing, assessing, and 

adjusting. Whether it is resiliency, GPC or DTS training, professional certifications, or other leadership or 

specialized training, it is all integral to READINESS. 

 While there are some established courses and development/leadership opportunities for Civilians, I believe more can be done to continually assess the needs, 

grow opportunities across the spectrum of grades and 

career areas, and plan for and support career development. We must ensure new skills are put to use to 

improve our units’ performance and processes. Each 

vacancy allows the organization to do one of two 

things: either increase capability and bandwidth in an 

organization, or degrade it over time with the right or 

wrong hire. In other words, if we invest in and grow 

our people, give them challenging and rewarding 

work, then they will be READY to meet the demands 

of this dynamic environment in which we operate.

 I am excited about moving forward with you. Let 

me reiterate how honored I am to be part of this leadership team and serve beside you. Wherever I go, I 

try to leave the organization better than I found it—by 

supporting, inspiring, and growing its members, both 

professionally and personally. I hope you will join 

in the conversations and activities going forward as 

we raise the bar and make the 79th SSC, and soon to 

become 79th TSC, and all its members, the best they 

can be! 

Development and Readiness Go Hand-in Hand

Mr. Gregory Hinton

79th SSC Command Executive Officer

Command Executive Officer Report
WINTER 2015 9

Spiritual Fitness

Chaplain (Col.)Robert Ewing

79th SSC Chaplain

Long ago when serving in an armored unit I was 

assigned as the commander’s driver. One day the 

commander’s most important task for him, and 

in turn for me, was to get to the start point, also 

known as the line of departure, before the “tracks” 

arrived. We never called them tanks by the way, 

always tracks. 

 It was all new and exciting out on the ranges doing actual army training, and my expectations were 

high as we plotted our course on the map in the 

waterproof case. The SP was at the top of a ridge 

and there was no real challenge in finding it, or getting there. As we approached our destination, the 

Commander pointed to an old oak tree and directed 

me to park in the shade. I really did not know what 

to expect, but was disappointed that there was not 

an actual chalk line on the ground.

 We arrived more than an hour prior to the time 

set for the unit to cross the SP. There was no one 

else around and I began to wonder what we were 

doing, and if we were in fact in the right place. 

Time passed slowly, but finally and entire platoon 

of tanks came rumbling down the trail and they 

just stopped! So we sat and waited - again. As the 

SP time approached you could tell the tankers were 

holding back and then as the clock hand hit the 

hour, the lead track flew across the SP and in less 

than a minute, the entire unit was out of sight.

 Not a bad job I thought, if you like sitting around 

under shade tree doing nothing. Being new to the 

operation, I had no idea what was really going on, 

or why the commander was willing to sit around 

and seemingly do nothing for almost 2 hours. So 

I had to ask, and the answer I received was simple. 

The commander wanted to see firsthand if the 

brigade could hit the mark at the given time and 

place. So what does that tell you I ask, and he said 

“it means that the commander and troops are ready 

to go, and will be where I need them, when I need 

them, to decisively defeat the enemy.”

 It did not mean that everything was perfect. But 

it did show that the unit was as ready as it could 

be, or needed to be, to accomplish the mission. 

And that is saying a lot. There are a great number 

of things that can and do go wrong, and will keep 

those who are not able to stay focused from reaching their goal.

 This is simply an Army principle and one of the 

first lessons on being mission ready. As a child my 

parents would share religious teachings with me 

through stories. One such story comes from ancient 

wisdom writings and is found in the New Testament 

of the Christian Bible. It is the story of a man who 

kept building bigger barns and he put off what he 

should have been doing. In the end the man dies, 

never building enough barns for all his wealth, and 

never serving his God. He fails at both.

 As we focus on readiness we should bear in mind 

that readiness is not the goal. Our goal and purpose 

is to serve. Both as Soldiers and as individuals, we 

need to be ready to go when we are called to help 

those who need it the most.

 It would be easy to get so caught up in the required training we do and forget to take a step back 

to see where we are going. We need to remember 

that all we are doing is getting ourselves ready for 

when we are called upon. The wealthy merchant 

kept getting ready and forgot that what he was truly 

called to do was to serve his fellow human beings 

here and now. 

 For commanders and leaders, we would do well 

to remember that in all we are doing, we are called 

upon to take care of the troops in our charge so they 

are ready in body, mind, and spirit where they are 

needed. 

Ready in Mind, Body, and Spirit
10 The Falcon

The United States Army is designed to be a dynamic 

military entity to fight and win our nation’s wars, or 

stabilize regions. Both in conflict and in peace time, 

our military forces are a power to be reckoned with. To 

accomplish the nation’s military objectives, our Soldiers 

and Civilians support our missions and serve our nation 

selflessly and proudly. Our Soldiers and Civilians come 

from a diverse society of many cultures and social variation that create uniqueness throughout our Army. So 

how do so many people in the Army support the nation’s 

mission and come together cohesively?

 Well for starters, the Army’s most important asset is its 

people - inclusive of Soldiers, Civilians, Families, Veterans and Retirees who come from varying social backgrounds, religions, and cultures. But what do members 

of the Army all have in common, they all have “feelings.” 

Feelings drive their reactions, which can be positive or 

negative. These reactions can affect the unit’s readiness. 

How? Positive reactions tend to create espirit de corps, 

unity, and cohesion. Negative reactions can often cause 

members of the organization to file complaints, perhaps 

miss training, sometimes disrespect one another, and 

notably, negative reactions erode the trust needed for 

Soldiers to succeed in their mission. In the end, negative 

reactions adversely impact the overall command climate 

of the unit.

 A successful unit is one that has: ready and resilient 

Soldiers and Civilians; strong and engaged leaders; 

trained and professional Soldiers; and an Equal Opportunity Program and Equal Opportunity Office that 

enhance leadership and readiness by fostering equal 

opportunity. A successful unit embodies awareness programs and positive human relations through education 

and training throughout the command.

 A unit can have the best facilities and equipment, but 

again, it’s our people that make the Army strong; people 

who are mentally, physically, and spiritually ready to 

meet the demands of military life. But the Army, like any 

large organization, struggles to maintain impartiality and 

equality throughout the force, and commanders must 

strive to promote equal opportunity so all members feel 

a sense of belonging and fairness. So how do commanders and leaders best employ the tools of the military 

equal opportunity program?

 First, command climate assessment - The Command 

Climate Survey (CCS) is a leader’s tool utilized in conjunction with focus groups, interviews, observances, reports, 

and records. The CCS gives 

commanders a “Snapshot“ of 

their unit as it is perceived by 

members of the organization 

relating to both equal opportunity and organizational 

effectiveness. It’s the Army’s 

method for gathering data which is an essential part of 

unit readiness because it gives a commander insight to 

how Soldiers think and feel. The CCS helps a leader see 

the strengths and weaknesses of the unit. It is particularly helpful to allow a leader/commander to focus on 

the issues of the unit that affect morale and the readiness 

of its Soldiers with regard to their mental and physical 

status. The CCS aids the leader/commander in addressing the needs of its members. 

 Second, EO training - This training is required twice 

a year but is recommended more frequently to better 

address issues that affect a unit. EO training focuses on 

topics such as dignity and respect, complaint processing, 

preventing hazing and bullying, and on the EO program 

in general. Integrated with other training such as Suicide 

Prevention, Resilience Training, SHARP, and Family 

Programs, EO training enhances unit readiness, cohesiveness, knowledge, and teamwork. 

 Third, assistance with informal or formal complaints 

- Equal opportunity is a command interest program as 

currently defined in FM 1-0, Human Resources (HR) 

Support. It is also outlined in AR 600-20, Army Command Policy (Chapter 6), and The Equal Opportunity 

Program in the Army. Both documents give Leaders and 

Soldiers definitions and regulatory guidance on implementing programs, policies, and personnel additional 

duties to address any and all allegations that disrupt a 

person’s life and the mission. Addressing complaints 

at the lowest level is essential but is most important to 

address the complaint within the required timelines as 

described in AR 600-20. Having the EO practitioners 

work with leaders to meet regulatory timelines and brief 

Soldiers on the complaint process will promote readiness 

to help maximize unit and mission success. 

 We all as a team can create a resilient and ready force. 

Everyone’s contributions matter. It is specifically because 

of our diversity and combined experiences that we are 

able to achieve mission success. Bring your best, expect 

the best from your leaders, try your best, and we will all 

succeed in strengthening our force and meeting our nation’s expectations. 

Ms. Rita Cossio

79th SSC EO Program Manager

E.O. Program Enhances Unit Readiness
WINTER 2015 11

79th SSC Safety Director

562-936-7664

keith.l.humphrey.civ.mail.mil

Safety management is an ongoing battle to assist 

Soldiers in personal and operational readiness. 

We should always consider our choices in our 

duty performance, and our personal life.

 In your organization’s working environment, 

some safety hazards are obvious and controllable, others are clearly a potential problem, but 

for one reason or another are not changeable, and 

still others are impossible to see until they occur. 

On average they account for just over 4% of your 

potential incidents and accidents. 

 An individual’s developed habits (unsafe behavior) can represent as much as 96% of your potential incidents and accidents. 

 In just about everything you do, there are factors you can employ, with regard to individual 

and collective safety which will significantly reduce the level of risk. So, if this is true, why don’t 

people incorporate safety procedures in all that 

they do?

 This comes from experience - what to one may 

clearly be identified as risky behavior, to the person doing it, based on their own personal experiences, may seem safe, comfortable, and convenient. Changing that perception of risky behavior 

requires training, motivation, and frequent positive reinforcement.

 For effective and safe behavior, keep in mind, 

Soldiers must remain vigilant in all aspects of 

their lives. Planning and execution is as much a 

factor in your personal life, as it is in planning for 

mission accomplishment. 

 Take all opportunities to reinforce safe behavior, tactical and technical proficiency, and 

take advantage of all the risk management tools 

available. You can complete online training and 

utilize assessment tools, all which are directed to 

improve the culture and climate of safety in your 

organization and in your personal conduct. For 

classes, tools and information visit the U.S. Army 

Safety Center at https://safety.army.mil/ 

 The 2016 Off-Duty Safety Awareness Presentation is coming soon and will cover topics like 

Home Safety, Motorcycle Safety, Private Motor 

Vehicle Safety, Pedestrian Safety, Sports Safety, 

Privately Owned Weapons Safety, Water-Related 

Activities Safety, and General Off-Duty Safety.

 We care about you, and your well-being! So, 

think twice before making a decision and weigh 

the potential consequence. Act responsibly and 

professionally at all times. Be the positive example 

that others will strive to emulate. 

Promoting Safety Readiness

Mr. Keith Humphrey

79th SSC Safety and Occupational Health Specialist

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

Here it comes, are you ready?

Safety is everyone’s responsibility. If you see an unsafe act, speak up! 
12 The Falcon

Lt. Col. Mercedes Murillo 

79th SSC Deputy Surgeon 

79th SSC Medical Matters

Supporting the Mission: 

Medical Deployment Requirements

Conditions in remote and hostile locations can place 

intense physical and emotional stress on personnel deploying to these areas. Climate extremes; long, 

intense periods of duty; limited medical resources; 

action by hostile forces; and limited transportation 

all increase risk to those who deploy. Experience has 

shown that when personnel with impaired medical 

fitness deploy to hostile locations, they are at increased 

risk for injury and illness. This increased risk of injury 

and disease can lead to a personnel crises when Soldiers and Civilians are unable to perform their duties. 

Individuals identified for deployment must meet the 

Minimum Standards of Fitness for the identified area 

of responsibility (AOR). Fitness includes, but is not 

limited to, the ability to accomplish the tasks and duties unique to a particular operation, and the ability to 

tolerate the environmental and operational conditions 

of the deployed location. 

 Commanders and Soldiers should be aware that different deployment and medical waiver requirements 

exist depending on the AOR. All Soldiers considered 

medically qualified for continued military status, and 

medically qualified to serve in all or certain areas of 

the continental United States (CONUS), are medically qualified to serve in similar or corresponding 

areas outside the continental United States (OCONUS). Because of certain medical conditions, some 

Soldiers may require administrative consideration 

when assignment to combat areas or certain geographical areas is contemplated. Such consideration 

of their medical conditions ensures these Soldiers are 

employed within their functional capabilities without 

undue hazard to their health and well-being, as well 

as safeguard against causing a hazard to the health 

or well-being of other Soldiers. A medical waiver is 

a clearance document that authorizes a Soldier to 

deploy with an identified medical condition that is 

considered limiting. Medical waiver approval authority lies at the combatant command surgeon level. If a 

commander wishes to deploy a Soldier who is determined unfit for deployment, the commander must obtain a waiver from the surgeon. The commander must 

keep in mind that they are not authorized to override 

the medical deployment determination as dictated by 

the COCOM Surgeon. 

 It is important to note that medical personnel assess 

waiver requests on a case by case basis taking into 

consideration the individual’s medical conditions, 

along with the associated limitations and requirements 

the conditions cause, the individual’s duty requirements, and the specific location in the AOR to which 

the individual will deploy. Because of case-by-case 

variability in these factors, one individual may receive 

a waiver for a specific medical condition while another 

individual, with the same or similar condition, may 

not receive a waiver.

The most current Force Health Protection, Pre-Deployment, and Medical Waiver Requirements for specific areas of operation can be viewed at the following links: 

USCENTCOM: https://www.milsuite.mil/book/docs/DOC-126661 

USSOUTHCOM: https://www.milsuite.mil/book/docs/DOC-126662 

USPACOM: https://www.milsuite.mil/book/docs/DOC-126663 

USAREUR & EUCOM: https://www.milsuite.mil/book/docs/DOC-127168 (operations in and around Kosovo)

AFRICOM: https://www.milsuite.mil/book/docs/DOC-126824 (excluding CJTF Horn of Africa (HOA))

AFRICOM and the Horn of Africa: http://www.africom.mil/staff-resources/travel-to-africa (additional information on 

pre-deployment and medical waivers)

CJTF-HOA: https://www.milsuite.mil/book/docs/DOC126824 (anthrax and smallpox exception to policy guidance)

Knowledge Station:
WINTER 2015 13

Tips for Commanders - Know the basics! 

Commanders should work with their unit Health Readiness Coordinators to:

1. Routinely monitor the Individual Medical Readiness (IMR) of their unit and ensure medical readiness standards are met by timely completion of annual PHAs and dental exams to ensure maximum unit readiness for 

deployment. 

2. Know the deployment limitations of assigned Soldiers by routinely reviewing medical profiles (DA Form 

3349) in the eProfile system and based upon knowledge of the Soldier’s profile be able to determine assignment 

limitations and duties of their grade and MOS. 

3. Have knowledge of the deployment medical requirements for the identified AOR for deployment. 

4. Monitor Soldiers to ensure completion of Pre-Deployment Health Assessment (within 30 days of deployment) and Post-Deployment Health Assessment (within 30 days of redeployment) and the Post-Deployment 

Health Reassessment (90-180 days after redeployment).

Unit commanders are responsible for monitoring their Soldiers’ individual medical readiness and ensuring 

compliance with all the combined elements of medical readiness. Data entry is an important element in the 

Unit Status Report (USR) and can give the commander either an inaccurate picture if data is not updated or an 

accurate assessment of their unit‘s readiness if done properly. The more accurately unit commanders can monitor their Soldiers in MEDPROS, the better they can resolve medical readiness issues of their units, and the less 

time they’ll spend in Soldier Readiness Processing (SRP) and mobilization processing. Commanders should 

seek guidance from medical providers with regards to physical limitations and potential situations that could 

be harmful to their Soldiers, or detrimental to the mission. It is the commander’s responsibility to review and 

counsel Soldiers with physical profiles that may affect their deployment status. The counseled Soldiers will be 

advised that they will not violate their profiles and will perform duties assigned by the commander which they 

can perform, within the limitations of their profiles, and without undue risk to health and safety. It is recommended that commanders should at a minimum have system access to the following:

1. eProfile: https://medpros.mods.army.mil/eprofile/

2. MEDPROS: https://medpros.mods.army.mil/MEDPROSNew/

3. Electronic Medical Management Processing System 

 (LOD):https://medchart.ngb.army.mil/LOD/Default.aspx

4. Command’s Strength Management Module: https://rcms.usar.army.mil/v3/Portal/Default.asp

Tips for Soldiers: 

1. Have knowledge of individual medical limitations and ensure that medical records are up to date and docu- 

 mented on a medical profile DD 3349.

2. Know how to locate deployment limitation status on AKO.

3. Know how to update or correct erroneous medical information. 

Per AR 40-501, 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. RC Soldiers must report to their unit commander, any change in their health status that impacts their readiness status. 

All RC Soldiers are responsible for providing the unit commander with all medical documentation, including 

civilian health records, and completing the annual physical health assessment. Civilian health records documenting a change which may impact their readiness status will be placed in the Soldier’s military health record. 

Soldiers should seek assistance through their unit Health Readiness Coordinators to update their medical status 

or if they have any questions regarding their deployment status. 
14 The Falcon

Col. Jere Diersing

79th SSC Staff Judge Advocate (SJA)

As the 79th Sustainment Support Command prepares for its transition to a Theater Sustainment Command, this is a good time to review your personnel security and financial readiness. And, if you’re 

required to file a financial disclosure report, this is a good time to assess and identify any potential 

conflicts between your official duties and your private financial interests and/or affiliations. 

 The 79th SSC Office of the Staff Judge Advocate provides legal advice, counsel, and services to the 

command, staff, and subordinate elements on military justice, administrative and civil law (including 

contracts and labor law), and operational law. For legal assistance services for individual Soldiers, including wills, trusts, powers of attorney, tax preparation, notarizations, and divorces, contact the 78th 

Legal Operations Detachment at 562-795-2208, here at Joint Forces Training Base. The Trial Defense 

Service, a separate legal section outside of the 79th SSC, advises Soldiers facing non-judicial punishment or pending court-martial. 

 To locate the closest legal assistance at a military installation, use the Armed Forces Legal Assistance 

Legal Services Locator available at the following link: http://legalassistance.law.af.mil. 

 For more information on any of the topics addressed in this article, contact your local Legal Assistance office and/or visit http://www.jagcnet.army.mil. 

Ask JAG:

Legal Readiness

Soldier and Civilian Financial Readiness

Soldiers should routinely evaluate their personal 

and family financial security. This may be an 

ideal time to visit a Legal Assistance attorney to 

draft and/or update wills, powers-of-attorney, and 

health care directives. An army lawyer can also 

help you find an attorney who specializes in estate 

and tax planning if you require special advice 

with a more complex estate, or if you have an 

unique estate planning situation.

Tax Preparation Readiness

If you require help filing taxes, there is a military 

based Volunteer Income Tax Assistance (VITA) 

program that provides no-cost tax assistance and 

preparation, return filing, and other tax related 

services to military service members and their 

families. VITA tax specialists are trained and 

equipped to address such military-specific tax issues such as combat-zone tax benefits, the current 

earned income tax credit guidelines, and other 

special tax situations for active and reserve members of the U. S. Armed Forces. Visit the Legal 

Assistance Office at your closest active duty military installation for more information about the 

military based Volunteer Income Tax Assistance 

program. 
WINTER 2015 15

Readiness Begins With Counseling

As an operational Army Reserve we stand ready to 

deploy and conduct our mission at a moment’s notice. 

Critical to this readiness are trained and prepared 

leaders at all levels ready to lead our Soldiers. Unfortunately, we are not conducting our leader development 

as well as we are performing other aspects of readiness. 

 The Army Inspector General recently conducted 

an inspection into how the Army is integrating leader 

development into our training plans. One of the most 

troubling aspects of the inspection results was the lack 

of counseling throughout the Army and its impacts 

on leader development. Some of the inspection results 

follow.

 Officers. Most (296 of 362) company grade officers 

did not receive performance counseling in accordance with Army standards. One extreme case was 

a 1st Lt. who was neither counseled nor evaluated 

during the first four years of his career. This example 

demonstrates the mistrust that can develop when the 

performance evaluation is the only time, or primary 

time, when documented feedback is provided. Junior 

officers learn a new standard, no counseling until 

documentation needed, that develops into a norm 

of not counseling subordinates. There is a significant 

correlation between junior officers being rarely counseled, and senior NCOs who rarely receive performance counseling from those same junior officers. 

Most (165 of 188) field grade officers stated they never 

received any type of formal counseling, however, they 

did receive informal feedback. 

 Warrant Officers. Few (54 of 233) warrant officers 

received performance-based counseling as prescribed 

in Army Regulation 623-3, Evaluation Reporting 

System. Warrant officers identified effective and timely 

feedback as a critical component of performance management. Supervisors did not initiate providing most 

of their feedback. Most warrant officers relied on peers 

to define performance goals, which created an opinion 

that, “the best and worst parts of my job are that no 

one knows what I do.” In most cases, when warrant 

officers received performance-based counseling from 

their supervisors, it was generic, non-specific, and 

omitted valuable performance goals.

 Non-Commissioned Officers. A majority (237 of 

339) of senior NCOs (Sgt. 1st Class-Command Sgt. 

Maj.) did not receive performance-based counseling. 

There was a significant correlation between senior 

NCOs not receiving performance-based counseling, 

and junior officers not receiving performance-based 

counseling. In other words, the less counseling junior 

officers received, the fewer counseling sessions their 

subordinates received. NCOs noted junior officers 

do not know how to counsel and added, “We’re not 

getting counseling because our lieutenants don’t know 

how to counsel.” A majority (328 of 631) of junior 

NCOs (Sgt.-Staff Sgt.) did not receive performancebased counseling in accordance with AR 623-3. 

 Despite the fact that nearly all senior NCOs stated 

they counseled their subordinates, a majority of subordinate NCOs stated they did not receive counseling. 

 As we begin a new year, take the time to counsel 

your subordinates and demand they do the same for 

their subordinates. Our readiness depends on it.

 The IG team is standing by and ready to assist you 

and your Soldiers with any issue; no challenge is too 

big or too tough for our team. However, we urge you 

to use your chain of command and allow them the 

opportunity to do what they do best, take care of 

Soldiers, before coming to the IG. We look forward to 

assisting you.

Col. Juliana McCauslin

79th SSC Staff Inspector General (IG)

 Droit Et Avant! 

 (Right and Forward)

InspectorGeneral
16 The Falcon

In suicide prevention much of the emphasis is on 

intervention, and rightly so. In similar fashion to 

the military encouraging all members to complete 

Combat Lifesaver courses, so all members of the 

force need suicide intervention training to help 

someone contemplating or actively pursuing suicide. The greater emphasis in suicide prevention 

however, needs to identify, address, and develop 

protective factors against suicide. Life can be messy 

at times, confusing, disappointing, lacking in joy, 

purpose, and fulfillment. Yet it is precisely in identifying those circumstances and events in life which 

bring joy, purpose, and fulfillment which comprise 

the foundation to build protective factors against 

suicide. This is a lifelong endeavor which we must 

revisit periodically to ensure those circumstances 

and events, which at one time brought joy, purpose, 

and fulfillment, continue to do so; especially in and 

through the more difficult moments of life such as a 

mobilization, deployment, or significant change in 

life, like marriage or birth of a child. 

 What a person selects to assist in building protective factors is of course unique to that person. 

Some find strength in spiritual pursuits, service to 

others less fortunate, reading and writing poetry, 

writing, academics, sports, athletic competition, 

time spent with a spouse, significant other, or family. The list is practically limitless. The key is to 

intentionally select that something, and develop it 

as a way of life. 

Suicide Prevention and Readiness

Mr. Peter Dubinin

79th SSC Suicide Prevention Program Manager

ESC Suicide Prevention Program Managers

4th ESC - Rose Bean 210-466-2797 311th ESC - Kenneth Gesch 310-235-4290

364th ESC - Byron Morgan 360-403-2314 451st ESC - Kelli Johnson 316-681-1759 ext. 1450 

Fort Family Outreach & Support Center 1-866-345-8248 or www.arfp.org

The National Suicide Prevention Lifeline 1-800-273-8255

 A very basic protective factor which often gets 

overlooked is asking for assistance when needed. 

No one realistically is able to deal with all of life 

alone. Unfortunately, within the military, and society at large for that matter, stigma persists directed 

toward those seeking help; stigma in which a person 

thinks or expresses a lack of confidence and trust in 

the person reaching out for help, when the collective 

difficulties of life overwhelm. 

 In an organization which prides itself by building 

strong and able Soldiers, it is difficult for some to 

understand help seeking behavior as a strength, and 

not a weakness. One of the factors by which maturity is measured in adults is the ability to ask for 

assistance when they need it. The less mature, often 

including children, are not inclined to ask for help 

when needed. When people fail to seek help, breakdown can occur, taking precious time and resources 

away from unit members and the unit’s mission. 

 Effort made in cultivating practices which bring 

joy, purpose and fulfillment will pay tremendous 

dividends now, and especially in those moments 

when life circumstances overwhelm. Training ourselves to seek assistance when needed will also build 

a protective layer against suicide. Giving attention 

to these matters will foster readiness in us to accomplish the mission; whatever it is and wherever it may 

take us.

Choose Life
WINTER 2015 17

Ms. Maritza Ramirez

79th SSC Family Programs Director

Anytime - Anywhere 24 x 7 

We Inspire and Empower

Family Programs (FP) Mission: We provide relevant and responsive programs and services to 

Soldiers, family members, command teams and 

civilians throughout the geographically dispersed 

Army Reserve community.

 Within the United States Army Reserve communities, a Family Readiness Group (FRG) is 

a command-sponsored organization of family 

members, volunteers, Soldiers and civilian employees associated with a particular unit. The FRG 

is normally organized at company and battalion 

levels, and falls under the responsibility of the 

unit’s commanding officer.

 FRG’s are established to provide activities and 

support, to enhance the flow of information, to 

increase the resiliency of the unit’s Soldiers and 

their Families, provide practical tools for adjusting to military deployments and separations, and 

enhance the well-being and esprit de corps of the 

unit. 

 The value of the FRG is not just realized during 

deployments. The FRG can help younger Soldiers’ families get through difficult times. It is a 

great way to make new friends and socialize with 

people who share something in common. 

 As with any military operation, coordinating 

and managing an FRG can be a challenging task. 

One of the biggest hurdles to overcome is getting 

the entire organization involved in group events. 

Getting Family members to participate when they 

live far away has been by far the biggest challenge. 

One way the FRG has overcome the problem of 

Families living across the state is with the use of 

social media. 

 The Family Programs maintains a Facebook 

page where Family members and Soldiers can 

share information and keep our Soldiers and 

Family members up to date with the latest news 

involving U. S. Army Reserve unit information, 

benefits, programs, services, and other community resources. 

 Creation of the Facebook page as a focal point 

of information and communication has been 

pivotal to the success of the FP and FRG’s. Our 

biggest events in 2015 were the Summer Family 

Picnic, Open House, and Holiday Family events. 

 Visit the Family Programs website www.arfp.

org for more information, future training, and 

volunteer opportunities.

Families In Support

Like us on Facebook at: https://www.facebook.com/79thSSCFamilyPrograms

Visit the Family Programs website www.arfp.org 

for more information, future training, and volunteer opportunities. 
18 The Falcon

Welcome 

Command Executive Officer 

New addition to the Command Team of the 79th SSC 

Command Executive Officer Mr. Gregory T. Hinton

Mr. Gregory T. Hinton was commissioned through the Officer Candidate 

School at Ft. Benning, GA. He earned 

a Bachelor of Arts degree in Business 

Economics and Public Policy from 

Brown University in Providence, RI 

and Masters of Business Administration with emphasis in Human 

Resources Development from Webster University, St. Louis, MO. His 

military education includes Primary 

Leadership Development Course, 

Airborne School, Scout Platoon Leaders Course, Inspector General Course, 

Marine Corps Green Belt (Lean Six 

Sigma), Financial Management in 

Intelligence (FMIT), Congress and 

the Intelligence Community, Military 

Intelligence Officer Basic Course, Military Intelligence Advanced Course, the 

Finance Advanced Course, Combined 

Arms and Services Staff School, and Command and General Staff Officer Course.

Prior to being the CXO of the 79th Sustainment Support 

Command in Los Alamitos, CA, he served as the Staff 

Director for Program and Resources (P&R) Headquarters Marine Corps at the Pentagon, Washington, DC with 

responsibilities for IT, HR, Force Development, Facilities, 

Contracting and Budget Operations. Prior to that he served 

as a Financial Specialist/Program Manager for the Assistant Secretary Preparedness Readiness (ASPR) Health 

and Human Services providing support for Biomedical 

Advanced Research and Development Authority (BARDA) 

in Washington, DC. 

After serving in the active Army with duty assignments 

with 3rd Brigade, 1st Cavalry Division, Ft. Hood, TX, 

Joint Analysis Center in Molesworth, England, and 1-23rd 

Mechanized Infantry in Ft. Lewis, WA, his military reserve 

career begin as a Training Officer for the 90th Regional 

Readiness Command in Little Rock, AR and he deployed 

as the S2 (Intelligence Officer) 493rd Engineer Group to 

Balad, Iraq. Upon his redeployment from Iraq, he served 

as Battle Captain with the G2 

United States European Command (EUCOM). 

 Mr. Hinton began his Military 

Technician career as a Resource 

Management Officer for the 98th 

Division Institutional Training. 

He then became part of the Air 

Force Civilian Acquisition Corps 

as a Cost Analyst for future 

weapon systems with the Office 

of Aerospace Studies at Wright 

Patterson, Air Force Base, OH.

He was then selected to serve as 

the Deputy Comptroller 316th 

Expeditionary Sustainment 

Command (ESC), the Army’s 

first ESC as he deployed to Base 

Anaconda, Iraq. Upon redeploying, being dual qualified in 

intelligence and finance, he was 

selected to a joint duty assignment with Defense Counterterrorism Center (DCTC), Defense Intelligence Agency at 

Bolling Air Force Base as a Counter Threat Finance Analyst. He was then selected to serve as the Executive Officer 

to the Director DCTC. He then joined the 94th Division as 

their Internal Review Chief at Ft. Lee, VA and then Detailed Inspector General for 3rd Medical Command (Deployment Support) in Ft. Gillem, GA He currently serves 

as Commander, 90th Sustainment Troop Battalion, 90th 

Brigade, 4th ESC in Little Rock, AR.

Mr. Hinton’s awards and decorations include the Superior 

Civilian Service Award, Defense Meritorious Service Medal 

with Two Oak Leaf Clusters, Army Commendation Medal 

with Three Oak Leaf Clusters, Army Achievement Medal 

with One Oak Leaf Cluster, Army Reserve Component 

Achievement Medal with One Silver Oak Leaf Cluster, 

National Defense Service Medal with Bronze Service Star, 

Armed Forces Reserve Medal with One Bronze Hourglass, 

Global War on Terrorism Expeditionary Medal, Army Service Ribbon, Armed Forces Reserve Medal with M-Device, 

Overseas Service Ribbon, and Certified Defense Financial 

Manager (CDFM).
WINTER 2015 19

Best Sustainment Command

653rd Regional Support Group, Mesa Ariz.

Best Battalion Best Company

FalcoN

The

Awards

FOR OUTSTANDING ACHIEVEMENT IN SOLDIER AND UNIT READINESS 

THE 2015 FALCON AWARD IS PRESENTED TO THE BEST ...

311th Sustainment Command (Expeditionary)

Los Angeles, Calif.

Best Brigade

418th Quartermaster Battalion, Marana, Ariz. 467th Transportation Company, Tacoma, Wash.

The 79th SSC Falcon Awards Program was established to recognize excellence at each level of command: Expeditionary Sustainment Command, Brigade/Regional Support Group, Battalion, Company, 

or Detachment which best demonstrates the highest standards of sustained readiness. The Falcon 

Awards Program features positive measurements of current Army and 79th SSC goals within 22 readiness metrics.
2020 The Falcon The Falcon

JOINT FORCES TRAINING BASE LOS ALAMITOS, Calif. – Against a backdrop of a massive 

American flag held in place by military tactical vehicles, Maj. Gen. Mark W. Palzer took command of 

the 79th Sustainment Support Command from Maj. 

Gen. Megan P. Tatu in a ceremony Dec. 5, 2015. 

 Lt. Gen. Jeffrey W. Talley, chief of the Army Reserve, officiated the ceremony, and thanked Tatu for 

her service. 

 “I want to thank Megan and her entire family 

for everything they’ve done to help this great command, for their exceptional service to the Army, 

and to the nation,” said Talley. “I certainly do look 

forward to getting Megan to the U.S. Army Reserve 

Headquarters at Fort Bragg, where she’ll assume her 

new duties as the chief of staff.”

 The 79th SSC, which traces its lineage back to the 

79th Infantry Division and first activated in WWI, 

is responsible for 19,000 Soldiers and civilians in 

19 states. As the second largest subordinate command in the Army Reserve, the 79th SSC’s mission 

is to provide trained, ready, cohesive, and well-led 

sustainment units for world-wide deployment. 

 Under Tatu’s tenure the 79th SSC deployed over 

2,000 Soldiers to the Middle East.

 “The message that I have really is just a simple 

thanks,” said Tatu, who has more than 30 years of 

active and reserve service. “A thanks for their sacrifice, because we all know what it takes to wear the 

uniform; the sacrifices of their families, and I really 

can’t express enough gratitude of their commitment 

to serving something greater than themselves.”

 “What a special privilege it’s been to wear the 

cross of Lorraine [the 79th’s Shoulder Insignia and 

unit patch, signifying triumph] for the last command position of my career,” said Tatu. “This iconic 

shoulder sleeve insignia represents a historic legacy 

of sacrifice by Soldiers of the 79th Infantry Division 

in the name of freedom in two world wars. While 

the missions of the 79th of old may have differed 

from that of present day’s 79th, the proud legacy 

of commitment to something greater than oneself 

exemplified in the unit’s motto ‘to do for country,’ 

remains a constant.” 

 Tatu’s next assignment will be as the Chief of Staff 

of the Army Reserve. She is the first female Soldier 

to ever hold that position. 

 “I really don’t ever approach a position in terms 

of gender,” Tatu explained of her new benchmark 

assignment. “It’s just the position at hand. I’m really 

very honored to be asked to continue to serve and 

that’s what is at the forefront for me.” 

 The 79th SSC will soon transition to a Theater 

Sustainment Command, taking on a more operational mission. 

Maj. Gen. Mark Palzer Assumes 

Story by Sgt. 1st Class Alexandra Hays

201st Press Camp Headquarters

The Commander of the Army Reserve, Lt. Gen. Jeffrey Talley (rig

the 79th Sustainment Support Command’s colors to incoming co

Gen. Mark Palzer, during a change of command ceremony Dec. 

Forces Training Base, Los Alamitos, Calif. (U.S. Army photo by S

C. Jiles/released)
SUMMER 2015 WINTER 2015 2121

s Command of the 79th SSC

ght), passes 

mmander, Maj. 

 5, 2015, at Joint 

Sgt. Stephanie 

Members of Bravo Battery, 1-143rd Field Artillery, 

conduct a 21-gun salute during a ceremony where Maj. 

Gen. Mark Palzer took command of the 79th Sustainment Support Command from Maj. Gen. Megan P. Tatu 

at Joint Forces Training Base Los Alamitos, Calif., Dec. 

5, 2015. (U.S. Army photo by Spc. Heather Doppke/

released)

The Commander of the Army Reserve, Lt. Gen. Jeffrey Talley (center), congratulates Maj. Gen. Mark Palzer (left), incoming commander of the 79th Sustainment 

Support Command, and Maj. Gen. Megan P. Tatu (right), on the future work they 

will do, and the progress already made at the 79th SSC, during a change of 

command ceremony Dec. 5, 2015, at Joint Forces Training Base, Los Alamitos, 

Calif. (U.S. Army photo by Sgt. Stephanie C. Jiles/released)

 “There clearly is no better leader to guide the 

command through this historic transition than Maj. 

Gen. Mark Palzer,” Tatu said. “In my conversations 

with him leading to this day, he brings great energy, 

enthusiasm and innovation to the Soldiers and civilians of the command.” 

 Palzer had a message for the Soldiers of the 79th 

SSC as he took command. 

 “I look forward to serving with you as we take 

the first steps in writing a new page in the storied 

79th’s history book, I will ensure well-trained, fullymanned, best-equipped and best-led units deploy 

into combat. That is my pledge to you.”
22 The Falcon

JOINT BASE SAN ANTONIO-FORT SAM HOUSTON, Texas – Fifty-seven Soldiers from throughout 

the 79th Sustainment Support Command participated in a Warrior Fitness Camp which provided 

courses of instruction on physical fitness and nutrition. 

 The two week program which ran from Sept. 

8-21, 2015, called ‘Fit for Life,’ was hosted by the 4th 

Sustainment Command (Expeditionary) and was 

the third time they have held such a course.

 79th SSC Command Sgt. Maj. Ted Copeland 

spoke to the Soldiers at the beginning and end of 

the event and stressed, “whether or not you stay 

in the Army, what I want you to get is how to be 

healthy, how to be fit for a lifestyle change.”

 The message clearly resonated with participants 

by the end of the camp. “This program is one of 

the best ways to get, initially, a jumpstart on your 

physical fitness,” said Sgt. Joseph Parsons of the 

372nd Quartermaster Battalion. “It’s about making 

a permanent change in your life. You have to adjust 

your social, personal, and work life. It has to be a 

permanent change.”

 The Soldiers, divided into three groups based on 

fitness level, started the course with a diagnostic 

fitness training test and height/weight screening. In 

addition to a variety of physical training, ranging 

from circuit training to Zumba, the camp included 

classroom training to help each Soldier evaluate 

and better understand themselves. The culminating 

event was a record fitness training test and height/

weight screening. Those who passed both events 

were afforded the opportunity to re-enlist or extend 

their re-enlistments.

 “It wasn’t just physical, it wasn’t just mental, 

it wasn’t just eating patterns, it covered all of it,” 

remarked Pfc. Justin Anderson of the 96th Sustainment Brigade. “It’s just to teach you how to be a 

better person, a healthier person, all-around.”

“Before I used to say I’m going to go to the gym 

once a day, but I didn’t have the motivation,” said 

Spc. Andres Santos of the 257th Transportation 

Company. “Now with all this training, I want to 

keep running and working out.”

 Of the 50 Soldiers that finished the training, 38 

improved their push-up score, 44 increased in situps and 48 improved their run or walk time. On 

average, each Soldier added four push-ups, nine 

4th ESC Hosts 79th SSC Warrior Fitness 

Story by Staff. Sgt. Ruben Silva

4th ESC Unit Public Affairs Representative 

Soldiers and Cadre of the 79th SSC’s Fit For Life Camp 

stand in formation at the Alamo, September 20, 2015. 

(U.S. Army photo by Sgt. Felicia I. Gutierrez/released) 

Brig. Gen. Peter Bosse, Deputy Commanding General - 

Reserve Affairs & Director, Army Reserve Engagement 

Cell, administers the oath of re-enlistment to Sgt. Magdalena Romero-Gonzalez, of the 711th Transportation

Company, at the Alamo in San Antonio, Texas, September 20, 2015. (U.S. Army photo by Sgt. Felicia I. Gutierrez/released) 
WINTER 2015 23

 Course -Fit for Lifesit-ups and shed 2:37 off of their run or walk time. 

257 total pounds were lost and the average Soldier 

improved by 3 percent body fat composition. The 

number of Soldiers 

who passed the final 

record fitness test, 

compared to the initial diagnostic test, 

more than doubled.

 Members of the 

cadre saw drastic 

change in participants by the end of 

the camp. “Just 

about everybody got 

it. They were motivated,” said ‘Blue 

Team’ leader Sgt 1st 

Class Reko Parker. 

“Sitting back and 

allowing them to 

see that with just 

a little work ethic, 

good work ethic, you can start trying to improve. 

That was the biggest benefit.”

 “I see the potential of this getting and better and 

better each time,” remarked Spc. Reginald Ray of the 

Sgt. 1st Class Jorge Pimentel grades Spc. Franz Byars’ push-ups during 

the Army Physical Fitness Test at the 79th SSC’s Fit For Life Camp, September 19, 2015. (U.S. Army photo by Sgt. Felicia I. Gutierrez/released) 

Soldiers of the 79th SSC’s Fit For Life Camp perform 

core training exercise, September 12, 2015. (U.S. Army 

photo by Sgt. Felicia I. Gutierrez/released) 

Capt. Valentin Boza leads Soldiers during the Commander’s run at the 79th SSC’s Fit For Life Camp, 

September 17, 2015. (U.S. Army photo by Sgt. Felicia I. 

Gutierrez/released) 

328th Human Resources Company. “These people 

who came here, they lost weight, they lost inches. 

The progress they made, I guarantee you they’ll see 

it when they get 

back to their 

unit.”

 On the final 

day of the program, Brig. Gen. 

Peter Bosse, 

Deputy Commanding General 

- Reserve Affairs 

& Director, 

Army Reserve 

Engagement 

Cell, administered the oath of 

re-enlistment to 

two Soldiers who 

either extended 

their contract or 

re-enlisted. Command Sgt. Maj. Copeland gave each Soldier a certificate of completion and awarded 79th SSC coins to 

those who showed the most improvement.
24 The Falcon

CAMP ARIFJAN, KuwaitThe 4th Sustainment Command (Expeditionary) commanding general, Brig. Gen. 

Kenneth Jones and Command 

Sgt. Maj. Paul Swanson, 4th 

ESC command sergeant major, uncased their unit colors 

in ceremonies at Camp Arifjan, Kuwait August 25th, signifying the official transfer of 

authority from the 13th ESC 

who completed a nine-month 

tour of duty.

 The 4th ESC, an Army Reserve Unit based at Fort Sam 

Houston, Texas, becomes the 

operational command post 

to the 1st Theater 

Sustainment Command, 

with the mission to sustain U.S. and allied forces 

throughout the entire U.S. Central Command 

region. 

 Jones praised the 13th ESC for a job well done 

and declared his Soldiers “ready and united as one 

team” to take over the vital sustainment mission. 

 “You are Soldiers of great character and determination who represent the best of our Army,” 

said Jones to his Soldiers. “And above all, you are 

professional Soldiers who I am proud to serve 

with.” 

 Jones concluded by thanking family members 

back home whose support and sacrifices, he said, 

make it possible for Soldiers to serve in the de4th ESC Assumes Vital CENTCOM 

Sustainment Mission

Story & photos by Master Sgt. Dave Thompson

1TSC-OCP Public Affairs 4th ESC

fense of the nation.

 Maj. Gen. Paul Hurley, 1TSC Commanding 

General, spoke about the difficulties inherent to 

logistics and the challenges of sustaining the force. 

“But we have the right unit, at the right place, at 

the right time heading the charge,” he said of the 

4th ESC.

 “1st TSC relies heavily on Army Reserve Sustainment units to perform its missions, and they 

are an integral part of our team,” said Hurley. “The 

skills that Reserve Soldiers have gained throughout more than a decade of war are vital to our success and they will continue to be at the forefront 

in the success of the Army as a whole.”

Brig. Gen. Kenneth Jones and Command Sgt. Maj. Paul Swanson uncase the 

4th Sustainment Command (Expeditionary) colors during a transfer of authority 

ceremony at Camp Arifjan, Kuwait, August 20, 2015.
WINTER 2015 25

BAGRAM AIR FIELD, Afghanistan – Brig. Gen. 

Kenneth D. Jones, Deputy Commanding General, 

1st Sustainment Command (Theater) and Command Sgt. Maj. Paul C. Swanson, 4th Sustainment Command (Expeditionary) traveled from 

Kuwait to Afghanistan to visit Soldiers of the 1st 

Armored Division Resolute Support Sustainment 

Brigade (1AD RSSB) here Sept. 18 -21.

 Col. James Jennings, Commander of 1AD RSSB 

gave Jones and Swanson a tour of the sprawling 

Story by Staff Sgt. Diana Anzaldua

1TSC-OCP Public Affairs

1st TSC Leaders Reinforce Sustainment 

Mission in Afghanistan

Brig. Gen. Kenneth D. Jones, Deputy Commanding General, 1st Sustainment Command 

(Theater) visited Chief Warrant Officer 3 Aaron Clark from the 1st Armored Division

Resolute Support Sustainment Brigade here Sept. 18 -21. Clark explained the priority of 

work and current retrograde mission in Afghanistan. (Photo by Sgt. Adam Hinman/released)

coalition air base and explained the priority of 

work and current retrograde operations taking 

place in Afghanistan. 

 “I was able to gain a clear vision along with the 

complexities of their mission as well as the obstacles they face, or will soon face, in completing 

their mission,” said 

Jones.

 Jones and Swanson took time to 

visit with 1AD 

RSSB Soldiers and 

thank them for 

their service and 

commitment to 

the vital logistics 

mission in Afghanistan.

 The 1st TSC 

leaders not only 

gained a better 

understanding of 

the mission here, 

but were able to 

reinforce their support and establish a 

promising working 

relationship.

 Jones added that 

the leadership has a 

very good handle on the requirements, processes, 

and standards of their mission. “They display true 

care and support of their Soldiers while maintaining a high expectation of mission,” said Jones.
26 The Falcon

CAMP AS SAYLIYAH, Qatar – As the drawdown 

and base closures in Afghanistan continue, the need 

for sustainment operations to facilitate the process 

increases.

 In response to this growing need for logistical support, the 1st Sustainment Command (Theater) dispatched a command element to Qatar.

 Consequently, the needs to effectively develop 

operations led 1st TSC Soldiers to diligently work 

together since July to design and construct a sustainment operations center (SOC). 

 “The function of a SOC can best be described as the 

“brain” of operations because information from higher 

headquarters, subordinate units, and different staff 

sections from within the command flow to the SOC,” 

said Capt. Nestor Carrasquillo, battle captain, command post Qatar, 1st TSC. “Command and control 

operations occur in the SOC. We ensure the information gets to where it needs to go and provide facilities 

for planning, monitoring and directing tactical operations,” he added. 

 Upon arriving at command post Qatar, Lt. Col. John 

A. Salo, Deputy Operations Officer 1st TSC, established the need to quickly and efficiently develop a 

plan to construct the SOC in distinct phases.

 “In order to monitor day-to-day operations to ensure that the strategic goals and the tactical needs are 

being met in Afghanistan, I ushered our operations 

team into the designated SOC area and explained my 

vision,” said Salo.

 During the walk through of the area, it became apparent to Carrasquillo and Master Sgt. Juan A. Soliz, 

command post Qatar, operations noncommissioned 

officer in charge, that a collective effort from everyone 

was needed.

 Soliz said the area was an abandoned server room 

that had been labeled “future SOC” and was cluttered 

with piles of boxes, mismatched furniture and eight 

server stacks that each reached seven feet in height.

 “We started with nothing but containers full of 

stuff,” said Salo. “We knew it was going to be a collective effort of moving things around and getting communications set up.”

 The team quickly moved from the first phase of 

planning and procuring equipment into the second 

phase, the assembly of the SOC. Soliz inventoried 

equipment and Carrasquillo created a digital room 

layout. 

 Carrasquillo realized his team needed additional 

assistance with the configuration, so he employed Sgt. 

1st Class Terri L. Birch, command post Qatar, operations battle noncommissioned officer, to pull up floor 

tiles and run communication wires within the SOC.

 “With the help of different sections, it was my 

Story & photos by Staff Sgt. Diana Anzaldua

1TSC-OCP Public Affairs

1st TSC Builds Sustainment Oper

 4th ESC

The final phase of the 1st Sustainment Command (Theater), Sust

ing a few cosmetic features to the SOC and building upon require
WINTER 2015 27

goal to recreate a fusion cell where everyone will be 

brought together in one room and information flows 

freely throughout the SOC,” said Birch.

 Birch went on to say they couldn’t have moved on 

to the third phase without the quick response of the 

Command Post-Qatar’s communications team. “They 

were there to assist in the relocation of the server 

stacks and ensure that all communication wires were 

arranged correctly.”

 The third phase consisted of moving into the SOC 

and establishing a communication system that was 

fully operational. Carrasquillo said, while there were 

some hiccups during this phase, the battle desk is currently operational and section support personnel have 

rations Center in Qatar

(From left to right) Capt. Nestor Carrasquillo, battle 

captain, command post Qatar, 1st TSC; Lt. Col. John A. 

Salo, deputy operations officer, 1st TSC and Master Sgt. 

Juan A. Soliz, command post Qatar, operations noncommissioned officer in charge, take a short break from 

battle operations to pose in the sustainment operations 

center at Camp As Sayliyah, Qatar.

tainment Operations Center is currently underway. Besides add

ed technology, the building continues to improve on a daily basis.

begun moving into the SOC.

 “The priority of work right now is base closures, resizing the theater, and meeting different phase marks,” 

Salo said. “We will be able to provide value to sustainment units in Afghanistan to enable them to do their 

mission better and easier.”

 Salo added, the final phase is currently in progress 

and hopes to have the SOC fully operational within 

the next couple of months. Besides adding a few cosmetic features to the SOC, and building upon required 

technology, the building continues to improve on a 

daily basis and the goal is attainable.

 “When we turn this over to our replacement unit, 

I would like them to be able to walk into a turnkey 

operation where everything is functional [and] communications never go down,” Salo said. ”They will be 

able to step right in, take over and build upon what we 

have built so far to better what is happening in Afghanistan.” 

 It was through vision and teamwork that the construction of the SOC has come this far. “It’s certainly 

not a one-man show; there was a lot of help from a 

lot of people,” said Salo. “The success so far is from 

suggestions, setting things up, adjusting as we go and 

remaining flexible.”
28 The Falcon

CAMP AS SAYLIYAH, Qatar – Army Soldiers continue to experience the stresses of deployment operations 

from the battlefields which often result in relational 

conflict with loved ones they have left behind.

 The 1st Sustainment Command (Theater) Family 

Life Religious Support team recognized the need to 

reinforce and enhance resiliency throughout the command and implemented the Relationship Enhancement Soldier Training program. 

 From Oct. 22 – 26, 27 Soldiers based at various 

locations throughout the 1st TSC’s area of operations 

received the opportunity to participate in the REST 

program.

 “The REST program is the best opportunity a Soldier has at this time to develop the reset and resiliency feelings and frame of mind they need prior to 

redeploying,” said 1st TSC Chaplain (Lt. Col.) Taz W. 

Randles. 

 The REST program is available for both single and 

married Soldiers. REST affords them the opportunity 

to look keenly at their relationships and determine if 

they are benefiting or adding more stress to their lives.

 The program is designed to increase morale, encourage marital and relationship integrity, while 

reducing relational conflict and divorce rates among 

1st TSC Soldiers.

 “It holds the potential to reignite the emotions that 

often become deadened by the tempo, receptiveness, 

and relational dulling that deployment brings,” said 

Randles, who oversees 13 chaplains throughout the 1st 

TSC and its subordinate units.

 The structure of the program has three phases of 

group centered classes. This method of interaction 

creates a forum for Soldiers to discuss personal challenges and struggles faced during deployment. 

 The first phase of the classes explore understanding 

emotional intelligence and reflecting on positive and 

negative emotions. 

 “The tool that I utilized during the emotional 

intelligence phase was ‘The 7 Habits of Highly Effective People’ by Stephen R. Covey,” said Capt. Sean M. 

Sullivan, battalion chaplain, 419th Movement Control 

Battalion, who led the group centered segments of the 

program. “We broke off into groups, and I had them 

discuss different destructive behaviors and how we 

can overcome those every day behaviors that we find 

ourselves trapped in, or falling into with the seven 

habits.”

 According to Sullivan, Covey’s book focuses on an 

understanding that, there is more than one way to 

think about things. This enabled participants to see 

the positive outcome of doing things in a different 

way.

 The ultimate goal of the first lesson was to help participants realize the rewards of investing in themselves 

and changing their negative thinking into positive 

thinking.

 “This phase identified some of my shortcomings 

that have hindered my growth and development, 

personally and professionally,” said Pfc. Africa P. Boyd, 

program participant and administrative clerk, 140th 

Movement Control Team. 

 “This is something that I am definitely going to take 

back with me to open better lines of communication 

not only with my family, but people that I work with 

on a daily basis,” Boyd said.

Building Relationships: 1st TSC Chaplains 

Story & photos by Staff Sgt. Diana Anzaldua

1TSC-OCP Public Affairs

 4th ESC

Capt. Sean M. Sullivan, Battalion Chaplain, 419th 

Movement Control Battalion, discusses ‘The 7 Habits of 

Highly Effective People’ by Stephen R. Covey. Twentyseven participants from across the 1st TSC and subordinate units were afforded the opportunity to participate in 

the training from Oct. 22–26. 
WINTER 2015 29

 Participants spent the next phase of the class discovering the empowerment of forgiveness. 

 They divided into groups, viewed a video about 

understanding and empathy, and discussed different 

aspects of forgiveness and the empowerment and freedom one feels once forgiveness is achieved.

 “My father died in my arms, and I had a flashback 

that led me to shed a few tears during the forgiveness 

portion,” said Spc. Stephen Roberts, program participant and supply sergeant, 119th Inland Cargo Supply 

Company. “I didn’t cry when my father passed, but 

this class touched me deeply and helped me develop 

my feelings,” Roberts added.

 “I never knew my father; he was a great man, but he 

was never there,” said Roberts. “It wasn’t until he was 

sick that I got closer to him and knew what he was going through as a man. I didn’t put myself in his shoes, 

but I now feel compassion, and I forgive him.”

 Participants spent the final phase of classes examining spiritual resiliency and the relationship between 

their spiritual faith, core beliefs, and resiliency.

 The program also promoted an understanding of 

spiritual resiliency, provided an opportunity for Soldiers to strengthen their spiritual fitness, and prioritizing their lives, holding on to the important things, and 

maintaining relationships.

 “Our core competencies are nurturing the living, 

caring for the wounded, and honoring the fallen,” said 

Capt. Lonnie Gonzales, family life chaplain, 1st TSC. 

“That’s what we value. This program is there specifically to nurture the Soldier; this is our opportunity to 

shine as a Chaplain Corp.”

 Participants were given the opportunity to attend 

a contemporary Christian service after learning that 

spiritual and religious beliefs and practices can be an 

excellent source of strength and support during times 

of adversity.

 Sullivan echoed the importance of spiritual resiliency. “The main aspect of spiritual resiliency is hope,” 

he said. “If we can find hope in our spiritual lives, 

whatever we believe in, there is still hope.”

 The program allowed participants to get some rest 

and relaxation, meet new people and enjoy a cultural 

visit to downtown Doha, Qatar.

 Participants learned that enhancing resiliency during a deployment is a challenge in itself; however, the 

1st TSC’s REST Program is quickly picking up steam 

and making an impact on Soldiers across the command. 

 According to Randles, REST demonstrates to Soldiers that their command truly cares about investing 

in their resiliency.

 “In the urgency of Army Reserve and National 

Guard members to get back to their families and 

communities, and of active duty members to begin 

post-deployment block leave, there is less intentional 

planning and preparation required for rest of emotions and the relational skills that are important for 

post-deployment success,” Randles said.

 “REST helps narrow that gap because it is offered 

while the Soldiers are still in theater and contemplating reunion,” Randles added.

 Due to continued success of the program, the 1st 

TSC FLRS team conducted another REST program 

this past December.

 “I didn’t know what to expect at the beginning 

of this program and thought this was going to be a 

normal Army class,” said Roberts. “This program is an 

experience of a lifetime; it’s life changing. All aspects 

of my life were deeply touched.”

Implement Soldier Resiliency Program

Spc. Stephen Roberts (center), program participant and 

supply sergeant, 119th Inland Cargo Supply Company, 

interacted with fellow Relationship Enhancement Soldier 

Training program participants during the introduction of 

the course. 
30 The Falcon

BLUE GRASS ARMY DEPOT, Ky. – Army Reserve 

Soldiers of the 163rd Ordnance Company from Tustin, California, practiced the “third door conversion” 

using the Jaws of Life, here June 9. 

 Firefighters use this technique to make it possible 

for paramedics to safely pull car accident victims out 

of a heavily damaged four-door car. 

 The Army firefighters learned several other techniques with the Jaws of Life during their annual training with the Blue Grass Army Depot Fire Department.

 “It depends on the 

car and the situation, 

every accident is 

different. Firefighters need to have the 

flexibility to make 

a decision on the 

scene of how they 

will open the car,” 

said Brian Snoddy, 

BGAD firefighter. 

 Snoddy introduced 163rd Ordnance Company 

firefighters to the 

third door conversion. This technique 

can be used to open 

up an entire side of 

a four-door car, making room for emergency medical 

personnel to stabilize and safely remove injured passengers. 

 The first step is to assess the situation, which includes checking for injuries to the passengers and 

damage to the vehicle. If the situation warrants the 

use of the Jaws of Life, the firefighters next stabilize 

the vehicles with blocks and let the air out of the tires 

to minimize movement. They then cover the patient 

and remove the windows and windshield. Modern 

automotive glass breaks in a way that typically does 

not result in sharp and potentially dangerous pieces of 

glass. 

Story & photos by Maj. Gregg Moore

311th Sustainment Command (Expeditionary)

 311th ESC

Army Reserve Firefighters Rip It Up 

 Once the glass is removed and any other potential 

risks are mitigated, such as side-airbags, the firefighters use a pike tool to open up a seam of the door 

jamb. They create enough space for the Jaws of Life to 

slide into. The jaws amazing strength can then spread 

or crush the metal, in order to rip apart the door’s 

hinges and joints. Automobile accidents can result in 

doors being jammed into the frame, which cannot be 

opened by human strength alone. The Jaws of Life and 

other power tools give rescuers the ability to quickly 

tear apart a car in a 

safe and controlled 

manner, saving lives. 

 The firefighters, 

using the jaws and 

other tools such as 

axes, hooks, picks 

and saws, make 

short work of the car 

doors and reinforced 

beam between the 

front and back 

doors. Ultimately, 

they fold the entire 

side of the car down, 

giving paramedics 

access to passengers 

in the front and back 

seats.

 Further action may be needed to help extricate the 

passengers, such as cutting the braces to the roof so 

it can be folded back or cutting into the reinforced 

structure behind the front wheels to roll the dashboard forward, which may be necessary if the driver’s 

feet are caught up in the pedals.

 By practicing the “third door conversion,” Army 

Reserve firefighters are more prepared to save lives at 

home and abroad. If you are interested in becoming an 

Army Reserve firefighter, contact your local recruiter 

or Army Reserve career counselor.

Spc. Mark Brooks cuts into the door jamb of a junk car with the Jaws of 

Life to practice safe and controlled techniques to rescue car accident 

victims at Blue Grass Army Depot, Ky., June 9th.
WINTER 2015 31

BLUE GRASS ARMY DEPOT, Ky. – One-hundred 

and six Army Reserve Soldiers from the 163rd Ordnance Company, Tustin, California, spent their twoweeks of annual training at one of the few munition 

depots in the United States this past June. 

 Soldiers were afforded the opportunity to work in 

several ammunition handling functions alongside 

Department of the Army civilians employed with the 

depot. 

 This was more than just practicing their specialty, 

these Soldiers were using their training to accomplish 

valuable work for the Department of Defense.

 To make the most of the experience, the Soldiers 

worked at different sites for a few days each, learning about different ammunition and some of the best 

practices in handling, managing, and transporting 

large and small types of rounds and explosives. From 

taking apart decades old 105 mm howitzer rounds for 

inspection and recycling, to building wooden storage 

boxes to assisting with burn-off of expired explosives, 

the ordnance Soldiers learned a side of their military 

few have the chance to see.

 Sgt. Heather Newman trained Soldiers to correctly 

label ammunition crates for shipment to various locations. She instructed the younger troops on the importance of double checking markings and tags on the 

boxes to prevent people from miscounting of rounds 

on the receiving end by scanning an old or incorrect 

label. She said, “The civilians use a different system to 

track ammunition than we did in theater. It’s good for 

us to learn different ways to manage shipments.”

 Other duties included inspecting, cleaning, moving, and cataloging tons of dunnage left outside in 

the elements. They separated and repackaged various 

types of ammunition for shipping. They assisted in the 

disassembly of expired ammunition for recycling or 

demilitarization. They even worked in a wood shop to 

build custom boxes for various purposes.

 The 163rd Ordnance Company firefighters trained 

with the BGAD Fire Department on working in heavy 

smoke with breathing devices, the Jaws of Life, and 

practiced confined area operations. 

 The Blue Grass Army Depot is a green and wooded 

facility not far from Lexington, Kentucky. More than 

900 fortified storage bunkers covered in grass dot the 

lush landscape, storing virtually every type of munition in the American inventory. Much of the ammunition is decades old and has surpassed its functional 

lifespan. It waits at BGAD for recycling or demilitarization. The facility employees thousands of civilians. 

However, the work is well suited for Army Reserve 

Ordnance Soldiers to practice and expand their skills 

with this opportunity to participate in this important 

part of the unspent military ammunition.

 This great training area accommodates Army Reserve, National Guard, and Active Component units, 

as well as ROTC and others at various times of the 

year.

Soldiers from the 163rd Ordnance Company out of Tustin, Calif., band ammunition crates together for shipment 

during their annual training at Blue Grass Army Depot, 

Ky.

Spc. Antoine Syverain, 163rd Ordnance Company, Tustin, Calif., helps recycle old 105 mm howitzer rounds at 

Blue Grass Army Depot, Ky., during his annual training 

in June.

Story & photos by Maj. Gregg Moore

311th Sustainment Command (Expeditionary)

Bluegrass and Bullets 
32 The Falcon

ALAMEDA, Calif. – Hawaii-based U.S. Army 

Reserve Soldiers from the 302nd Transportation 

Terminal Battalion, conducted mission command, planned port operations, and created 

training sets for subordinate units during annual 

training from July 25 to Aug. 7, 2015.

 The Big Logistics-Over-The-Shore, West exercise unites Army Reserve Soldiers from Hawaii, 

Washington, Virginia, Texas, Louisiana, Massachusetts, Minnesota, Georgia, California, and 

Puerto Rico to conduct fixed port and logisticsover the shore operations.

 At Alameda Point, more than three hundred Soldiers from various Army Reserve units 

trained with heavy equipment, prioritized and 

delivered supplies, ran-through other port operations, and responded to earthquake and fire 

drills. Soldiers honed their skills during a myriad 

of controlled scenarios as a team in situations 

similar to what they would face during a realworld mission. The 302nd TTB can distribute 

supplies to sustain forces in just about any austere 

environment.

 Maj. Sean Sherwood, 302nd TTB battalion 

commander, explained that training at Alameda 

Point gives Soldiers experience on a real port 

with large crane ships. He said sleeping on an 

auxiliary crane ship and working aboard boats 

and in tents gives Soldiers deployment-like 

mindset for a humanitarian or disaster relief assistance mission or in a combat zone.

 “Even if we have port security provided by 

the local civilians who are not military, we still 

have an inherent responsibility in protecting our 

Soldiers,” said Sherwood. “Our security staff is 

getting real world and exercise training.”

 “In the real world, you cannot show force to 

successfully integrate with a host country to be 

able to work with them and trust they will assist 

in providing security,” said Sherwood. 

 Soldiers conducted drivers training, transStory Sgt. Jennifer Osborn

311th Sustainment Command (Expeditionary)

 311th ESC

Army Reserve Soldiers Plan Port Operati

ferred shipping containers from the Army’s Landing 

Craft Utility 2000 boats across several Navy crane 

ships, and faced mock protesters. Sherwood said 

in these exercises, leaders identified setbacks and 

created solutions to avoid hiccups in real-life situations.

 “It causes the staff and the commanders to think 

about the perception that people may have of us at 

the port and how we are going to react,” said Sherwood. “What we have learned here is going to help 

us not only during wartime, but also for humanitarian assistance and disaster relief if we’re ever called 

upon.”
WINTER 2015 33

ions

Spc. Cody Anderson, cargo specialist, 743rd Transportation Company, communicates with arm and 

hand signals with the crane operator. (US Army photo 

by Spc. Heather Doppke, 79th SSC)

Spc. Arturo Flamenco (right), a heavy equipment operator with the 441st Transportation Company (Seaport Operations), signals to Staff Sgt. John Wetzel, 

a cargo specialist and squad leader with the 441st 

Trans. Co. (US Army photo by Sgt. Hector Corea, 

302nd Mobile Public Affairs Detachment)

The 743rd Transportation Company (Seaport Operations) hoists a Humvee over the deck of a U.S. 

Maritime Administration Crane Ship. (US Army photo 

by Spc. Heather Doppke, 79th SSC)
34 The Falcon

Story & photos by Sgt. Jennifer Osborn

311th Sustainment Command (Expeditionary)

 311th ESC

ALAMEDA, Calif. – The 397th Signal Company, 

Riverside, California, maintained the Joint Network 

Node and satellite transport terminal to provide 

secure voice, video, and data services to troops at 

Alameda Point, Military Ocean Terminal Concord, 

and Camp Parks, California, during the Big Logistics-Over-The-Shore, West exercise. 

 More than 750 Army Reserve Soldiers from all 

over the United States participated in this seaport 

and harbor logistics operations exercise from July 

25 to Aug. 7, 2015.

 Spc. Daniel Membreno, a satellite communication 

systems operator-maintainer with the 397th Signal 

Company, specializes in setting up and maintaining the satellite transport terminal and assists other 

units when they need signal support.

 “If any unit has an issue and they come to us, then 

we help them out,” said Membreno. “Whether their 

phones are not working or they are having network 

issues, we assist them to make sure they have communications. We make sure they can talk and send 

data, so they can accomplish their mission.”

 Membreno, previously a medic with the 304th 

Sustainment Brigade, Riverside, California, decided 

to change his Army specialty to help advance his 

civilian career as a network specialist. After completing satellite communication systems operatormaintainer training, Membreno joined the 397th 

Signal Company. He was hired into a civilian company through networking and diligence with his 

fellow Soldiers.

 “If you do enough work, eventually people are going to pay attention and you will reap the rewards,” 

Army Reserve Soldier uses Military Training 

U.S. Army Reserve Spc. Daniel Membre

(Network Support), Riverside, Calif., edu

lite transportable terminal during annual t

Shore, West at Camp Parks, Calif., Aug. 

U.S. Army Reserve Spc. Daniel Membreno from the 397th Signal Company 

(Network Support), Riverside, Calif., provides communications support 

during annual training at Big Logistics-Over-The-Shore, West at Alameda, 

Calif., Aug. 4, 2015. 
WINTER 2015 35

 to Advance Civilian Career

no from the 397th Signal Company 

cates other Soldiers on the satel

training at Big Logistics-Over-The

 4, 2015. 

said Membreno. “Now, I’m a network specialist, 

which basically means you do network anything, for 

the Marine Corps Tactics and Operations Group in 

Twenty-nine Palms.”

 Membreno said he learned a lot of values from his 

parents and many of them were reinforced in the 

military. He said people pay attention to the simple 

things. It is important to be in the right place at the 

right time in the right uniform. Soldiers move with 

a purpose and have a sense of urgency.

 “Spc. Membreno knows a lot about the technical 

aspects of the equipment, and he’s always willing 

to learn about other pieces that are not within his 

scope,” said 397th Signal Company Commander, 1st 

Lt. Justin R. Maatuban.

 Spc. Jose Chavez, a signal support systems specialist with the 397th Signal Company, is cross 

training on the joint network node and satellite 

transport terminal during the exercise. 

 “He’s a great leader,” said Chavez of Membreno. 

“If he thinks someone else needs to focus on the 

equipment, he’ll take the time to teach them. He 

wants to make sure that the next person who takes 

his job will be more than qualified to do it.”

 Membreno joined the military in 2010 and is six 

months from completion of his bachelor’s degree in 

network systems security from California Intercontinental University.
36 The Falcon

Story & photos by Maj. Gregg Moore

311th Sustainment Command (Expeditionary)

 311th ESC

CAMP PARKS, Calif. – The 

311th Sustainment Command 

(Expeditionary) is the first 

unit of its type to conduct a 

“Command Post Exercise – 

Functional” of the eight ESCs 

in the United States Army 

Reserve. 

 During this exercise, the 

311th staff and leadership 

simulated managing logistics 

and transportation units in a 

forward-deployed expeditionary environment from 16-23 

Sept.

 Maj. Gen. Megan Tatu, 

commanding general, 79th 

Sustainment Support Command, stated, “The active 

Army cannot go to war without the Army Reserve” and 

ESC’s provide the backbone for USAR expeditionary capabilities. ESCs are structured to plan and 

coordinate logistical and transportation support for 

forces in a forward deployed area of operations. It 

is vital U.S. Army Reserve sustainment units continually work to improve because 65 percent of 

the Army’s logistics support lies within the reserve 

structure. 

 With the assistance of the 75th Training Division, 

593rd ESC, 8th Theater Sustainment Command, 

155th and 371st Combat Sustainment Support Battalions, and other units, the 311th ESC was provided expert Soldiers, role-players, and observers. The 

311th ESC was able to practice processes and staff 

coordination through realistic scenarios designed 

to challenge the staff to grow as a team to the next 

level.

 Using a closed computer network, the 311th 

ESC operated a command post within a simulated 

theater of operation, complete with inputs and feedback from notional higher, lower, adjacent, and adversary units. The 75th Training Division designed 

the scenario to include hypothetical nations with 

a realistic storyline founded on geopolitical events 

which could happen in several regions around the 

globe. Within this training setting, the 311th ESC 

simulated U.S. forces transitioning from combat 

operations to stability operations. This required ESC 

planners to anticipate and often skillfully react to 

changing situations.

 The exercise is part of the 311th’s preparations for 

the uncertainty of a deployment. Brig. Gen. David 

Elwell, commanding general, 311th ESC, asked his 

Soldiers, “I can see what’s going on in the world. The 

world is a very unstable place. ESC headquarters 

have been deployed steadily ... If we have to deploy 

Brig. Gen. David Elwell, Commanding General, 311th Sustainment Command (Expeditionary), speaks to his staff during a Battle Update Brief during the Command 

Post Exercise – Functional at Camp Parks, Calif., Sept. 20. 

311th Sustainment Command (Exped
WINTER 2015 37

to any of the hotspots around the world, 

are we ready to go?”

 Since returning from their 2013 deployment, the 311th ESC has undergone 

significant personnel changes. With this 

exercise, more than 100 311th ESC staff 

members worked together, training for 

their deployment mission for the first time. 

“The number one priority for the Army is 

to be individually and collectivity ready 

to deploy and fight the nation’s wars,” said 

Elwell.

 Much of the mentorship for the exercise 

came from the active component 593rd 

ESC, out of Joint Base Lewis-McChord, 

Washington. Soldiers from the 593rd 

routinely participate in exercises with I 

Corps and Pacific Command. Their recent 

training events include Talisman Sabre and 

Pacific Pathways which roll up as many as 

Sgt. Jon Findley (right), 311th Sustainment Command (Expeditionary) 

Intelligence Noncommissioned Officer, explains how to brief the enemy 

situation using the Command Post of the Future computer system with 

Pfc. Arturo Gonzalez (left) during the 311th Sustainment Command 

(Expeditionary) Command Post Exercise – Functional at Camp Parks, 

Calif., Sept. 19. 

Spc. Triay Torres (right), works with Sgt. Neil Ferido and Staff Sgt. 

Peter Braithwaite (left) to plan a response to one of the support 

operations scenarios during the 311th Sustainment Command 

(Expeditionary) Command Post Exercise – Functional at Camp 

Parks, Calif., 19 Sept. (U.S. Army Photo by Spc. Ivanova Jimenez 

311th ESC)

ditionary) is First ESC to Conduct CPX-F

nine different exercises in multiple 

partner nations. They also join in 

subject matter expert exchanges with 

the Philippines and India.

 Elwell said, “We need the knowledge the 593rd brings to us.”

 The ESC Soldiers will continue 

to hone their collective processes 

between now and the June 2016 

Combat Support Training Exercise. 

Other ESCs are scheduled to follow 

the 311th’s lead with their own Command Post Exercises during 2016. 

 “Even if it’s difficult to do, we need 

to continue this training on our battle 

assemblies,” stated Elwell. “Let’s build 

on the progress we made here.”
38 The Falcon

FORT MCCOY, Wis. - People fill their summers 

with vacations at all-inclusive resorts, road trips, 

or afternoons at the park. That’s true for many 

Soldiers as well. However, for nearly 200 Soldiers 

in the 364th Sustainment Command (Expeditionary), they also fit in more than 14 days 

of tough and realistic annual training at 

the Combat Support Training Exercise 

86-15-03 this year here.

 The CSTX is a multi-component 21-

day training event that brings together 

more than 60 Army Reserve units that 

complete scenario-based training replicating real-world situations. 

 “For the 364th ESC, that means Soldiers get to practice their war fighting 

functions. The 364th ESC headquarters 

is responsible for coordinating logistical support in a deployed environment. 

The CSTX is the unit’s culminating 

event that gets the team one step closer 

to being ready for any upcoming deployment,” said Col. Kenneth Buck, 

the unit’s chief of operations officer. 

 Soldiers who participated in the 

CSTX worked alongside other experienced service members and observer-controller trainers 

who guided them through their war-fighting 

functions in a simulated combat situation. 

 Although the combat is simulated at CSTX, 

Soldiers must prepare. That’s why members of 

the 364th ESC spent nearly every battle training 

assembly this year practicing and setting the right 

conditions for success here. 

 “The purpose of all the practice each battle 

assembly we did - setting up the DRASH tents, 

the tactical networks, and the office space was to 

make it easier for us to hit the ground running 

Logisticians Learn to Work as a 

Story & photos by Capt. Marvin Baker

364th Sustainment Command (Expeditionary)

 364th ESC

during CSTX,” said Sgt. 1st Class Reko Parker, the 

unit’s operations center noncommissioned officer 

in charge.

 The CSTX also provides annual training for 

hundreds of other Soldiers who have a mission to 

support the training exercise. Some of those units 

specialized in equipment aerial delivery, quartermasters, military police, and water purification. 

Whether Soldiers are packing and delivering supplies from a cargo plane or participating in stabilization activities in a foreign country, they get 

realistic training that better prepares them when 

called to duty,” said Col. David Hammons, the 

unit’s chief of staff.

 “Halfway through their duty at CSTX, Soldiers 

in the 364th ESC dramatically increased their 

war-fighting functions and abilities. At about day 

five, I felt we turned the corner and things started 

The 364th Sustainment Command (Expeditionary) dramatically 

increased their war-fighting functions and abilities during the Combat 

Support Training Exercise at Fort McCoy, Wis. During the scenario 

at Fort McCoy, the 364th ESC controlled the missions for more than 

150 military units that moved supplies within an area of nearly 3,000 

square miles.
WINTER 2015 39

 Team at Training Exercise

The 364th Sustainment Command (Expeditionary) headquarters is responsible for coordinating logistical support in a deployed environment. 

The Combat Support Training Exercise is the unit’s culminating event 

that gets the team one step closer to being ready for any upcoming 

deployment.

to come together,” Hammons added. 

 The 364th ESC’s primary mission is to command sustainment brigades that provide combat 

support and combat service support in the areas of supply, maintenance, transportation, field 

services, and the functional brigades or battalions that provide medical, general engineering 

and construction, smoke generation, biological 

detection, and decontamination support. The 

command is designed to deploy into a theater of 

operations, assume command of the logistical 

units in place and provide oversight and materiel 

management. The command will report to a theater sustainment command while in theater. 

 During the scenario at Fort McCoy, the 364th 

ESC controlled the missions for more than 150 

military units that moved supplies over an area 

approximately 3,000 square miles. Some of the 

training for logistics Soldiers requires them to accurately track where troops and trucks are located 

while anticipating where combat commanders 

might need those resources in the 

future. Other training tests Soldiers’ 

ability to respond to an attack at the 

base camp or to simply growing accustomed to wearing several pounds 

of tactical protective equipment. 

 Spc. Kathryn Cheney, a wheeled 

vehicle mechanic with the 660th 

Ordnance Company based out of 

Pocatello, Idaho, said, “I am learning 

more about how logistics works at a 

much higher headquarters than I am 

used to. So many people here have 

been very helpful and have helped 

me learn a lot about this new job,” she 

added. 

 The focus of the training is to test 

and validate combat support and combat service 

support units like transportation companies, military police, and engineers. The CSTX put Soldiers 

in a stability operations environment. From the 

very beginning, Soldiers in the 364th ESC came 

to Fort McCoy and began conducting their operations as if they were deployed. First they conducted a reception and integration phase. The unit 

then set up an area of operations, established life 

support, established command and communications, and started performing operations. 

 When the exercise was complete, Soldiers 

conducted a reverse phase and redeployed back to 

their home stations. 

 For Soldiers in the 364th ESC, summer time 

isn’t just for vacations. It’s also an important time 

to learn how they fit into defending the nation. 

 “This training allows Soldiers to see how we integrate into the battlefield,” said Parker. “It shows 

us how our unit sustains the fight.”
40 The Falcon

LEAVENWORTH, Wash. - More than two dozen 

Navy and Army veterans now living in Washington 

came together for the 2015 Washington State Amphibious Forces Association Conference here, Sept. 2-3.

 During the two-day gathering, the veterans reminisced and shared stories of their lives in the military 

during past wars and conflicts going back to World 

War II. However, this year marked a new addition to 

the meeting. 

 Command Sgt. Maj. Jason Biermann, senior enlisted 

member of the Tacoma-based 654th Regional Support Group, initiated the unit’s emerging partnership 

with the Snohomish County based veterans service 

organization by accepting its invitation to be the guest 

speaker at the event. 

 The specialized veterans group has nearly 200 

members who all spent part of their military careers 

on amphibious watercraft. The 654th RSG has several 

U.S. Army watercraft units in its command, including 

the 805th Transportation Detachment, which has the 

Army Reserve Soldier Swaps Stories with 

Navy and Army Veterans

Command Sgt. Maj. Jason Biermann, senior enlisted member of the Tacoma-based 

654th Regional Support Group and Mount Vernon, Wash., native, marked the unit’s 

emerging partnership with a Snohomish County-based veterans service organization by accepting its invitation to be the guest speaker at the 2015 Washington State 

Amphibious Forces Association Conference in Leavenworth, Wash., Sept. 2-3. The 

654th RSG is an Army Reserve unit that provides logistical support under the mission 

command of the 364th Sustainment Command (Exp.) based in Marysvillle, Wash.

Logistics Support Vessel-3. 

 Earlier this year, several members of the veterans 

group toured the LSV-3, where they first learned of 

the Army Reserve’s unique watercraft capabilities. 

Tony Campbell, a long-time member of the group and 

Vietnam-era veteran who plans the group’s events, 

believed Biermann was a perfect choice for guest 

speaker. 

 “The members are still talking about how they enjoyed the tour of the LSV-3 his (Biermann’s) Soldiers 

gave them,” Campbell said. 

 The tour brought back memories of time spent on 

military landing ship, tanks during WWII and Vietnam, he said. 

 During his remarks, Biermann discussed how Army 

Reserve Soldiers in his unit 

train and prepare for their 

missions in support of the 

nation and the community. 

He also thanked the veterans for their service, which 

inspired generations of 

Soldiers to serve the nation 

as they did. 

 Army Reserve Soldiers 

and veterans lead unique 

and stressful lifestyles. Conferences like this one give 

current and former Soldiers 

an opportunity to share 

challenges, learn to overcome them, and encourage 

one another to stay strong. 

The Army urges Soldiers 

to remain connected to the Army from recruitment, 

throughout their careers, and as they transition back 

to their civilian communities. Veterans who successfully reintegrate and continue their connections to 

the Army build relationships and resilience - making 

them Soldiers for life.

Story & photos by Capt. Marvin Baker

364th Sustainment Command (Expeditionary) 364th ESC
WINTER 2015 41

Story & photos by Capt. Marvin Baker

364th Sustainment Command (Expeditionary)

JOINT BASE LEWIS-MCCHORD, Wash. - Senior 

leaders from the 364th Sustainment Command (Expeditionary) and across all Army components came 

together for the I Corps Senior Leader Development 

Training: Commander’s Readiness Conference Oct. 

22-23 here, to emphasize and achieve readiness 

across the total force while discussing the ongoing 

implementation 

and benefits of the 

Army’s Total Force 

Policy.

 The Army’s Total 

Force Policy joins 

the Army’s active 

component, National Guard and 

Army Reserve to 

create a single, integrated and operationally ready force.

 “The conference was absolutely invaluable 

in strengthening 

the partnerships 

between Army 

Reserve, National 

Guard and active 

component forces,” 

said Brig. Gen. 

Gregory Mosser, 

364th Sustainment Command (Expeditionary) 

commanding general. 

 “The time spent talking frankly about what we 

need from each other to make the Total Force Policy 

a living, active way of operating enabled us to make 

great progress in advancing the work and training 

we do together,” he added. 

 The two-day training event also communicated 

Army and I Corps priorities in setting conditions to 

dialogue while focusing on building and sustaining 

readiness with regionally aligned forces. 

 “The most striking thing I saw at this conference 

is how fervent and genuine the senior leaders in 

each component are about advancing our collective 

partnerships,” said Mosser. 

 The 364th ESC is an Army Reserve unit headquartered in Marysville, Washington, with more 

than 3,000 Soldiers in more than 30 subordinate 

units in five states. The ESC’s mission is to provide 

logistics and sustainment support to military operations during overseas deployments. Soldiers in these 

units hone their warfighting skills with two to four 

weeks of annual training, conducted often during 

large-scale multi-component exercises.

Senior leaders from the 364th Sustainment Command (Expeditionary) and all Army components came together for the I Corps Senior Leader Development Training during the Commander’s Readiness Conference, Oct. 22-23 at Joint Base Lewis-McChord, Wash.

364th ESC & I Corps Senior Leaders Discuss Readiness
42 The Falcon

The 364th ESC and 79th SSC Honor

WWI Veterans At Memorial Ceremony

Story & photos by Capt. Marvin Baker

364th Sustainment Command (Expeditionary) 364th ESC

MOUNT VERNON, Wash. - Brig. Gen. Kurt 

Hardin, deputy commanding general of the 79th 

Sustainment Support Command and Olympia, 

Washington resident, along with members in the 

Marysville based 364th Sustainment Command’s 

(Expeditionary) Survivor Outreach Services and 

community relations offices supported a memorial 

ceremony and living tribute in honor of the ultimate 

sacrifice of 50 World War I Veterans from Skagit 

County, here May 26.

 During the ceremony, 

Hardin led a roll call of 

those 50 Skagit County 

men.

 The ceremony also 

marked a renewed effort 

to encourage residents 

who live along Memorial Highway in Mount 

Vernon to plant one elm 

tree for every local service 

member who died during 

WWI.

 “What the community 

is doing to replace those 

trees is just impressive,” 

Hardin said after the ceremony. “It’s a grassroots 

effort.”

 For the past several years, 

members of the Washington State University Skagit 

County Master Gardener Foundation, and other 

community members, led the memorial restoration 

project hoping to replant nearly 50 elms that helped 

the citizens remember their community members 

who died during WWI.

 In 1931, Memorial Highway was dedicated in 

honor of the 50 who died during the war. The original dedication included the planting of 50 elm trees. 

Elms are known to live for 100 years. However, 

many of the memorial trees were removed in the 

1950s to accommodate the expansion of the roadway.

 Now, only two elms from the original dedication 

remain in Mount Vernon. Community members 

recently planted three Princeton Elms along Memorial Highway near the WSU Research Center in 

Mount Vernon.

 The ceremony concluded with a flyover by retired 

military service members in two vintage WWI biwing airplanes.

During a memorial ceremony, Brig. Gen. Kurt Hardin leads a roll call remembering 

the names of 50 Skagit County men who died in World War I.
WINTER 2015 43

MARYSVILLE, Wash. - Eighty-seven Soldiers vied 

for gold, silver or bronze medals during the firstever 364th Sustainment Command (Expeditionary) 

and 7th Army Reserve Careers 

Division-led German Armed 

Forces Proficiency Badge competition held at the unit’s headquarters here June 1-3.

 The three-day event attracted 

Soldiers from several Army 

Reserve and active component 

units in the Pacific Northwest. 

 “We wanted to allow lots of 

Soldiers in this event,” said Sgt. 

1st Class Joshua D. Schultz, 

7th ARCD assistant operations 

noncommissioned officer and 

event coordinator. “We were surprised and happy 

to see that so many were interested. Junior to senior 

ranking officers and enlisted Soldiers took the opportunity to earn the foreign 

military award. This event helps 

bond Soldiers together through 

a struggle so that they come out 

the other side stronger and more 

confident,’’ said Schultz. 

 Sixty-four of the 87 Soldiers 

earned the badge, a decoration 

of the Bundeswehr, the Armed 

Forces of the Federal Republic of Germany, which can be 

worn on U.S. Military dress 

uniforms. 

 The three-day competition 

included the German military’s 

basic fitness test, a swim test, 9 

mm pistol shooting, and a timed 12-kilometer ruck 

march. 

 “The most challenging part of the event was the 

swim test,” said Spc. Danielle Frymark of the 514th 

Ground Ambulance Medical Company at Joint 

Base Lewis-McChord, Wash. Frymark, who earned 

her gold by tallying a total of 463 points for all the 

events and also has held the highest Army Physical 

Fitness test score in her company for the past year, 

said she was terrified of the swim event. She and 

her fellow competitors had to 

complete a 100-meter swim 

in their uniform in less than 

four minutes. Nearly a quarter 

of the Soldiers failed the swim 

portion of the event. However, 

many of them continued to 

compete in subsequent events 

just for the experience, they 

said. 

 The event was also a challenge for the coordinators. 

Schultz began planning in 

October 2014, he said. Because 

the Armed Forces Reserve Center in Marysville 

does not have all the facilities to conduct every 

event, he worked to bring much of the test to places 

nearby like Naval Station Everett and the cities of Arlington 

and Marysville. Typically, the 

364th ESC looks to JBLM, a 

military facility approximately 

80 miles south of its headquarters, to conduct military 

events. “It was great to be able 

to rely on our local partnerships. The community relationships help us keep some of 

our training local and helped us 

get this event finished without 

putting extra transportation 

concerns on the Soldiers,” said 

Schultz. 

 Schultz hopes this will become a yearly event, he 

said. “A well-run and fun event like this is the kind 

of thing that brought some of these Soldiers into the 

Army and I hope it is the kind of thing that will help 

them stay,” he added.

Soldiers head for the start line for a 12-K 

ruck march during the German Armed 

Forces Proficiency Badge test June 3 in 

Arlington, Wash.

Spc. Danielle Frymark, of the 514th Ground 

Ambulance Medical Company at Joint Base 

Lewis-McChord, Wash., pops off a round 

at her target during the pistol range portion 

of the German Armed Forces Proficiency 

Badge test June 2 in Marysville, Wash.

Active and Reserve Soldiers Join for 

German Badge Competition

Story & photos by Capt. Marvin Baker

364th Sustainment Command (Expeditionary)
44 The Falcon

Story and photos by Capt. Josiah Fisher

451st Sustainment Command (Expeditionary)

FORT CARSON, Colo. – The smells coming from 

training areas typically don’t make Soldiers hungry, but that was not the case when one local Army 

Reserve unit competed here in the 2015 Philip A. 

Connelly Awards Program July 11. 

 Soldiers from the 423rd Truck Company, based 

in Colorado Springs, Colorado, competed in the 

program’s Army Reserve Field Kitchen category 

 451st ESC

423rd Truck Company Competes in 

in front of evaluators from the U.S. Army Reserve 

Command. 

 The evaluation included all aspects of field feeding operations. Areas of concentration included 

food management, storage, preparation, serving, 

dining, and sanitation. The evaluators also judged 

the unit’s perimeter security during the competition. 

 “This is our No. 1 program that acknowledges and 

recognizes food service personnel,” said Chief Warrant Officer 5 Pamela Null, USARC’s food advisor 

and lead evaluator for the competition. “We look for 

the standard being met and then achieved.”

 The 423rd is one of 10 companies competing in 

this year’s annual event that takes place at 10 separate locations and times, as each unit is evaluated 

separately. The leadership of the 451st Expeditionary Sustainment Command was also in attendance 

to acknowledge this prestige and support its Soldiers throughout the event. 

 “I am honored to be able to come out here and 

represent these fine Soldiers,” said Col. Kevin Banta, 

assistant chief of staff, operations officer for the 

451st ESC. “This award is recognized by Soldiers 

across the entire United States Army, and to have 

the opportunity to compete is an honor.”

 The competition revolved around a lunch service 

in which the company had to meet numerous deadlines and criteria. For example, if the unit wasn’t 

ready to serve lunch properly at the designated time, 

it was penalized. However, this pressure did not get 

the best of the Soldiers competing.

 “Things are going to go wrong. There’s no way 

to avoid it,” said Spc. Jacob Barr, part of the field 

sanitation team. “But, you’ve got to stay loose and 

stay motivated. And most of all, you’ve got to keep 

it fun.”

 This is the exact spirit that the team’s noncommissioned officer in charge, Sgt. Eric Antonio, tried 

to instill in his Soldiers. Antonio told them to be 

themselves and stay focused as evaluators judge 

their performance. 

 “This is a level a lot of other units have never been 

to. They know if they made it to this level they are 

one-of-a-kind, and my guys are ready for anything,” 

said Antonio. 

2015 Philip A. Conn
WINTER 2015 45

Sgt. Michael Daly, 423rd Truck Company, serves Chief 

Warrant Officer 4 Kim Shiner her meal during the 2015 

Philip A. Connelly Awards Program competition. Shiner, 

a USARC food service advisor, was one of the evaluators for the event.

 the

Sgt. Carroll Murphy, 423rd Truck Company, briefs Chief 

Warrant Officer 5 Pamela Null and Lt. Col. Peter Clinton 

on security operations during the 2015 Philip A. Connelly 

Awards Program. Null, USARC’s food advisor, was one 

of the evaluators for the event and Clinton is the commander of the 450th Movement Control Battalion – the 

423rd’s higher headquarters.

 The Philip A. Connelly Awards Program was 

established in 1968 to recognize excellence in Army 

Food Service. The program is named for the late 

Philip A. Connelly, former president of the International Food Service Executives Association, who 

was responsible for obtaining IFSEA’s sponsorship 

of the event. 

 Much of the professionalism associated with today’s Army Food Service Program is a direct result 

of the Connelly Awards Program and the invaluable 

support of the IFSEA. The program has helped to 

instill a sense of prestige and dignity in Army food 

service workers. 

 After evaluating the 423rd, the USARC evaluators have three more companies to judge before the 

competition concludes. USARC will publish the 

results and awards shortly after competition has 

ended.

nelly Awards Program
46 The Falcon

WASHINGTON - One 451st 

Expeditionary Sustainment Command Soldier displayed his culinary skills and helped the Army 

Reserve Culinary Arts Team win 

an American Culinary Federation silver medal at the Military 

Hospitality Alliance’s 2015 military culinary competition here 

Sept. 26. 

 As part of the team, Staff Sgt. 

Orkie Bradley, from the 535th 

Transportation Detachment in 

Manhattan, Kansas, ran the dessert station and couldn’t have 

been more excited after hearing 

the announcement.

 “We did amazing. I wasn’t 

expecting us to do this well. We 

worked our tails off, and it paid 

off,” said Bradley. “Hopefully we’ll 

come out next year and score 

higher.”

 As a cook in this competition, 

Bradley’s background is a little different than the rest 

of the competitors. His primary military occupation 

specialty is a transportation management coordinator. 

But for this competition, he leaned on his previous 

experience as a culinary specialist and mentorship 

from Chief Warrant Officer 4 Kim Shiner, who is now 

a food advisor for the U.S. Army Reserve Command. 

 “As a 92 Golf [culinary specialist phonetic MOS 

code], I asked to learn more about food service, and 

Chief Shiner was my food manager at the time,” said 

Bradley. 

 After expressing his interest, Shiner had him attend 

competitions and training events. 

 After these experiences, Bradley joined the fourman cooking team, and this was his second year 

competing in the MHA competition. In addition 

to Bradley’s dessert station, there were preparation, 

protein, and vegetable stations managed by the other 

team members. The team also had an advisor and a 

runner that assisted throughout the event.

 The team has changed since he joined, as it replaced 

two cooks and a runner this year. However, that didn’t 

stop this group from coming together quickly.

 “I just met half of the team four days ago. So, we 

came together pretty well,” said Bradley. “We got 

along, and everyone fit in their place. And, we got the 

job done.”

 During the competition, the team competed against 

15 other teams representing various organizations 

from each branch of service – Army, Navy, Marines, 

Story and photos by Capt. Josiah Fisher

451st Sustainment Command (Expeditionary)

 451st ESC

451st ESC Soldier Wins Culinary 

The U.S. Army Reserve Culinary Arts Team won an American Culinary Federation silver medal at the Military Hospitality Alliance’s 2015 military culinary competition in Washington Sept. 26. The team consisted of (pictured left to right): 

Sgt. Jeffrey Vaughan (310th Expeditionary Sustainment Command), Chief 

Warrant Officer 2 Colby Beard (2nd Medical Brigade, 807th Medical Command 

(Deployment Support)), Staff Sgt. Orkie Bradley (451st Expeditionary Sustainment Command), Staff Sgt. Markos Mendoza (311th Expeditionary Sustainment Command), Spc. Jason Brye (4th Expeditionary Sustainment Command), 

and Spc. Nathaniel Dewey (103rd Expeditionary Sustainment Command).
WINTER 2015 47

Air Force, and the Coast Guard. Unlike their activeduty counterparts, who have the ability to train as a 

team for months in advance, the Army Reserve team 

had a very limited time to build team cohesion.

 “We’ll get together a week in advance, five days in 

advance, and just practice over and over again with 

each other,” said Bradley. 

 MHA also added in some extra challenges to 

increase the stakes. Each team received an identical 

mystery basket filled with ingredients that they were 

unable to see until right before they began cooking. 

The teams could make whatever they chose from the 

basket, but they had to use some portion of each item 

in their menu. 

 To add more pressure to the situation, the competition was part of the Barracks Row Fall Festival on 

Capitol Hill. The cooks had to perform in front of 

thousands of spectators who passed by their cooking 

stations. 

 While this may have intimidated some, Bradley 

thrived in this situation. 

 “This is actually my favorite event, coming out here 

to the Marine Barracks. It’s a challenge. It’s a black 

box, and you don’t know what you’re getting. So, it’s 

y Medal

hard to prepare,” said Bradley. “It’s fun. 

The skill level is a lot higher than your 

basic cooking competition.”

 Chief Warrant Officer 2 Colby 

Beard, the team’s advisor, said the 

mystery box challenge is a great teaching tool for the all culinary specialists in the Army Reserve. He added 

it teaches them to improvise with the 

food they have instead of relying on 

the Army Food Management Information System to order additional 

food to create their meals. 

 “The Marine Barracks competition is the best hands-on training 

to learn how to work with what you 

have available. A lot of times at the 

Army Reserve centers, you’ll go in and 

you’ll inventory what they have, and there are three 

or four meals worth of product. But, some cooks can’t 

see that,” said Beard. “That’s one of the reasons this 

training is so valuable. They can take this hands-on 

training, go back to the Reserve center, help balance 

their accounts, and reduce food costs for the Army 

Reserve.”

 Bradley said he plans on competing with the team 

for the foreseeable future, and he welcomes his fellow reservists to join the Army Reserve Culinary Arts 

Program as well.

 “We’re always looking for people. The more the 

merrier. You get to learn things that you never 

would’ve dreamed of learning just by being a cook in 

a regular dining facility,” said Bradley. “Get out and go 

to some of this training. We always have the ability to 

put new people on the team.”

 Depending on how teams performed, MHA’s 

competition assisted culinary specialists in earning 

continuing education hours toward their annual recertification requirements with the American Culinary 

Federation, Inc. In winning the silver medal this year, 

the Army Reserve team earned 12 credits.

Staff Sgt. Orkie Bradley puts the finishing touches on one of his dessert 

items during the Military Hospitality Alliance’s 2015 military culinary competition here Sept. 26. The U.S. Army Reserve Culinary Arts Team won an 

American Culinary Federation silver medal at this year’s event.
48 The Falcon

Editor

The Falcon

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4201 Saratoga Avenue

Los Alamitos, CA 90720-5170

www.preventsexualassault.army.mil

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as the cornerstone of our unit. By living the Army Values, we are 

holding ourselves and others accountable. We are a force in the 

fight to protect our team. 

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