Falcon

Trained, ready, cohesive, well-led 

Sustainment units for world-wide deployment 

OFFICIAL PUBLICATION OF THE 79TH SUSTAINMENT SUPPORT COMMAND

The

V O LU M E I I I , I S S U E I 2013
TheFalconContents

DHS Special Agent Receives Star

Promotion to Brigadier General for ESC Commander

Command Executive Officer

Ms. Andrea M. Breyton

Commanding General

Maj. Gen. Megan P. Tatu

Command Sergeant Major

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

Two Star Notes 4

Demonstrating Commitment to the Enviroment 6

79th SSC Command Team

Earth Day

Quartermaster Liquid Logistics Exercise 12

Three Times the Survivor 10

Distracted Driving is Deadly

Know What’s Right, Do What’s Right 20

Succeed by Failing

IR lessons learned 7

Real-Life Training, Real-Life Mission

Out of the Darkness, into the Light

The Story of a Career NCO 8

14

One Tough ’Ombre

Soldiers of the 90th meet their Past 11

79th SSC Gains New Leadership (Cover)

Maj. Gen. Megan Tatu Takes the Colors 

79th SSC Best Warrior

Best of the Best Compete for Honors (are you ready for the challenge?) 16

18

Personal Philosophy of Command: by Maj. Gen. Megan P. Tatu

“Cancer is not the end of a Career...” 
Driver’s Rodeo Tests Skills

The Falcon, a U.S. Department of Defense publication, is published biannually by the 79th Sustainment Support Command Public Affairs Office located at 4235 Yorktown Ave., Los Alamitos, CA 90720-5170. In accordance with DoD Instruction 5120.4, this DoD magazine is an authorized publication for members of the U.S. military. Contents of the The Falcon are not necessarily the official view of, or endorsed by, the U.S. government or DoD. 

Volume III, Issue I - 2013

Deployment Excellence Award

4th ESC First to Win in its Catagory for Army Reserve 27

79th SSC Public Affairs Office

620th CSSB steps up Competition 24

Public Affairs Chief

Sgt. 1st Class James K. Lilly

364th ESC Helps Make a Wish Come True

Terminally Ill Boy gets Maritime Military Experience 28

Army Reserve Mariners to the Rescue

Patrnership works to Save Eskimo Village 22

Families in the Fight

79th SSC Named 2012 Army Reserve Family Readiness Award Winner 30

Leadership in Action

Army Reserve Soldier, Volunteer Appointed to Board of Regents 21

Army Reserve Celebrates 105 Years

Twice the Citizen - Army Strong Since 1908 32

Faith and Family

The Key to Resiliency and Readiness

33

Ulchi Freedom Guardian 2013

451st ESC Participates in World’s Largest Computer Drill 25

Public Affairs Officer

Lt. Col. Kristen E. Dixon

Ready, Resilient Reserve

79th SSC Leads the Army Reserve in CSF2 40

News & Tools You Can Use

Links and Info to What is Relevant to You 34

Getting Paid... and More

Reserve Personnel Action Center is Here to Help

42

Design, Layout, Editor-in-Chief 

Sgt. 1st Class Corey L. Beal
By Maj. Gen. Megan P. Tatu

On Philosophy of Command

Two Star Notes:

79th Sustainment Support Command, Commanding General

All Leaders develop their own 

philosophies as they progress and 

grow within the Army. 

What follows are some of my own 

core beliefs about what should be 

important to leaders and bits of 

wisdom I have adopted by those 

who have mentored me through 

the years. I encourage every Leader, 

whether Officer or NCO, to develop 

and cultivate your own philosophy. 

No personal or command philosophy can be completed in isolation 

of the world we live. Circumstances 

always dictate actions and the approaches we take must coincide 

with the realities faced. 

This being said, there are two fundamental concepts you must keep 

in mind throughout your reading 

of this article.

First, as Lt. Gen. Jeffrey Talley 

states, “always remember-we exist 

to support the Army” and leaders 

are held accountable to provide 

ready and accessible Soldiers, leaders and units to FORSCOM. This 

includes individual Soldier, Family, 

training, and equipment readiness. 

Second, the primary mission of 

the Army is to fight and win wars 

and the primary function of every 

Soldier is to be a Warrior. 

At its core, your philosophy must 

reflect your pride in Service. Share 

and display that pride in all that 

you do. With the utmost sincerity, 

I say to you I am proud of the Soldiers and Civilians of the 79th SSC 

for their sacrifices and commitment to service and feel privileged 

to wear the uniform and be a part 

of this team.

Our primary focus must always remain on people and how 

they perform in accomplishing tasks and missions. 

Officers are responsible for everything the unit does or fails to do. NCOs 

are responsible for everything a Soldier does or fails to do.

Command is not about the commander, it's about Soldiers and taking 

care of the organization.

Communication is the most basic and fundamental 

cornerstone to our success. 

Maintain a constant two-way dialogue with superiors, counterparts and 

subordinates alike.

Suspenses/taskers don’t go away-they only grow in number. If you need 

extensions, communicate the additional time needed and justification.

Don’t try to guess what is meant or needs to be done. If unclear - ask.

Don’t assume someone has all the answers. Put your education, expertise and experience to work.

Respect for each other is sacrosanct. 

Discrimination and harassment of any type is intolerable.

Two things are never accidental: disobedience and personal negligence.

Never compromise standards for discipline and respect.

Many lessons learned are to be learned and may be underwritten, 

but not the loss of life or weapons.

Bad things happen to good units. The measure of a truly good unit is 

how well it overcomes adversity. Leaders must step up and be positive.

Always give the unvarnished truth, no matter how good or bad things 

are. Bad news doesn't get better with time and no one likes surprises.

Full integration of ALL Soldiers is essential. 

TPU and AGR are not adjectives to the noun "Soldier." 

The only difference between a drilling Reserve Component Soldier and 

an AGR is career choice. 

Connect the dots. 

Know your unit and be personally accountable for its assessments and 

ability to perform mission. 

You can't be a T1 on your USR if you're missing critical equipment necessary for training or you lack sufficient senior grade personnel.

You can't be a "T" on all METL tasks if you lack sufficient numbers of assigned and trained personnel or lack critical end items required to complete a mission.

Understand the direct correlation between Battle Assembly attendance 

and Soldiers who are paid on time, given the bonuses they deserve, recognized for outstanding performance and mentored for promotions.

4 The FALCON
Leader proficiency is the bedrock of unit achievement and results in Soldier confidence. 

Leaders must know what is required for unit success.

In the final analysis, almost every problem a unit has is the result 

of a failure by its leaders.

Counselings, Recognitions, and Evaluations must be conducted and completed on time. 

Recommend Soldiers for coins and awards.

Deadwood is for fireplaces. The leader, the Soldier that is not 

living up to the Army Values must be dealt with--the session you 

dread the most is the one that must be done.

Develop leaders to take on increased responsibility.

Behind every whole number and percentage for individual Soldier metrics is a volunteer Soldier who freely obligated to maintain the Army standards to be physically fit, trained and ready to 

deploy. How we measure up against other DRCs/MSCs within the 

USARC matters. Our readiness impacts our relevance.

The chain of command is sacred. 

Build an effective, functioning chain of command with communication and respect in both directions.

Personal integrity is the bedrock of professional relationships 

at all levels. 

Absolute and unquestioned integrity is required to build the 

trust and confidence required in military units.

Lead by example/be a role model:

-Demonstrate your commitment to service.

-Your commitment to Soldier welfare.

-Your technical/tactical proficiency.

-Your individual Soldier readiness for deployment.

Train and develop every Soldier to reach their full potential so 

that they have a better future.

Training, individual and collective, is the most important thing 

we do. There is no substitute for good training management--

plan and conduct IAW ADRP 5-0, ADRP 6-0 and ADRP 7-0.

The focus of physical training is not about passing the APFT, 

but about instilling physical fitness as a healthy way of life and a 

component of resiliency. Good Soldiers are physically fit to conduct missions in tough and miserable conditions. PT is a great 

opportunity to maintain standards of discipline and train subordinate leaders.

There is never an acceptable reason or excuse for a Soldier being 

a "no-show" to a school.

Personal idiosyncrasies and maxims

Don’t be a part of the problem, be 

a part of the solution. When you 

take issue with the way things 

are being run, be sure you have a 

well-reasoned alternative course 

of action. 

Give me the bottom line up front.

Don't complain about a Soldier's 

performance without having 

conducted the proper counseling.

If you want my decision, insure 

you've done your homework and 

presented all the facts.

 Don't let what you can't do 

interfere with what you can do.

It is your attitude more than your 

aptitude that determines your 

altitude.

I detest whiners and complainers.

Believe it can be done. When you 

believe something can be done, 

really believe, your mind will 

find the ways to do it. Believing 

a solution paves the way to 

solution. 

Leaders cannot allow themselves 

to gripe, whine or be negative. 

These attitudes will soon become 

pervasive within their entire 

organization.

You get what you settle for.

Leader is an action verb.

We are an organization that is 

Standards based, Data-driven, 

Soldier focused.

Change is never easy.

Make yourself the best leader you can be and make your 

unit the best it can be. Leadership of Soldiers is the highest honor. Do it well and you will increase readiness and 

build a better Army with your efforts.

Volume III, Issue I - 2013 5
Capt. Christopher Larsen, 364th ESC PAO

Soldiers with the 364th 

ESC and mayors from eight Snohomish County, 

Wash., communities plant new trees during the unit's commemoration 

of Earth Day in Marysville, Wash., April 22, 2013. The annual event, celebrated since 1970, is held worldwide to demonstrate support for environmental protection.

Earth Day:

Soldiers and civilians of the 364th Expeditionary 

Sustainment Command recognized Earth Day with 

some help from the mayors of eight Snohomish 

County communities.

On a sunny Pacific Northwest spring afternoon, the 

group of military and civic leaders planted two trees 

at their Armed Forces Reserve Center in Marysville, 

Wash. 

The trees, a Korean heartthrob dogwood and a 

lion’s head Japanese maple, were purchased with 

donations by the unit’s Soldiers.

“It’s important for us to take care of our natural resources, for our children and our children’s children,” 

said Brig. Gen. I. Neal Black, the 364th ESC’s commanding general.

“Twenty million people took part in the first Earth 

Day in 1970,” he said. “Today, more than one billion 

take part in this important event to foster environmental awareness.”

The 364th ESC’s tree-planting tradition started in 

2012, while the unit was deployed to Camp Arifjan, 

Kuwait.

Even in the arid Kuwaiti desert, plants and trees 

will thrive if treated properly; waste water used for 

cooking and cleaning was often used to hydrate the 

plants, a form of earth-friendly recycling in an area 

not known for its moisture.

The mayors were on hand at the reserve center 

representing the North Country Mayors, a Snohomish County group made up of elected officials from 

14 communities. The group was invited to hold its 

monthly meeting at the facility.

“It’s part of our ongoing effort to build community 

partnerships,” said Kone Nisperos, the 364th ESC’s executive assistant and protocol officer. 

“We invited them [the mayors] to hold the meeting 

here to bring them together and show them we’re 

part of the community.

Plus, we have Soldiers living in their communities. 

It’s the right thing to do,” Nisperos added.

After their meeting, the mayors and Soldiers gathered in front of the reserve center and placed the 

trees into their respective holes.

Sunlight glinted off the gold spades of ceremonial 

shovels as dirt was added to the holes, making the 

trees part of the permanent landscape at the reserve 

center.

Opened in 2011, the Marysville center was constructed with an eye towards energy conservation, 

using state-of-the-art materials that promote efficiency, such as self-dimming lights and water-saving 

fixtures.

What’s more, the building is certified ‘green,’ according to Scott McKean, the 364th ESC’s command 

executive officer.

“This is a ‘LEED-silver’ facility,” he said.

McKean explained that LEED – short for Leadership 

in Energy and Environmental Design – is an internationally-recognized, environmentally-friendly building program that results in lower operating costs, 

energy and water conservation, and reduced greenhouse gas emissions.

The building’s ‘silver’ rating means it has received 

a minimum of 50 points on a 100-point efficiency 

scale.

Army officials said the tree-planting was another example of the 

Army Reserve’s continuing commitment to the environment, and to the 

towns and cities in which they serve.

Demonstrating Commitment to the Environment 

6 The FALCON
“Failure is not an option!” “Turn those reds into 

greens!” 

That’s what I heard when I first enlisted in the Army 

and it was themes like this that drove my evaluation 

as an officer deployed to Iraq. It is the right attitude 

in the middle of a fire-fight, when you are likely to be 

directly engaged by a tactical threat or in any circumstance where life or death situations are the norm. 

You have to defeat your enemy and get your Soldiers 

out alive. 

However, this mantra is not universally applicable. 

Sometimes, in order to win, you must first fail. 

But guess what? Our commanders hate to fail. But here’s the thing, 

we need to be audit ready by FY 

2014. To do that we have to fix the 

internal controls that aren’t working; 

command by command, brigade by 

brigade, battalion by battalion, company by company. In order to fix the 

controls, we must first know what 

controls are not working. That means 

we need to fail in order to succeed by 

learning what to fix.

Many of the samples we test are at 

the company level. That means my 

team and I are dealing with a unit five 

echelons down with maybe one full time Soldier, and 

I need to know they’re actually following their SOPs. 

Oh by the way, (for example) that one overworked 

Supply Sergeant is used to giving raw data that may 

be erroneous whenever some ivory tower, pie in the 

sky, echelons above staff puke (like myself) asks for 

some crazy roll up or data call. Due to an historic lack 

of follow up, usually that supply sergeant never actually checks or does anything with the data collected. 

In other words, by perpetuating a “Zero Defects” 

mindset, we set the conditions for commands to do 

minimal work to fix the problem because they refuse 

to allow themselves to learn by failing. 

 So what do you do? I can only tell you what we 

did with our command. We redefined the meaning 

of the evaluation. In other words, we changed the 

implications of the reds and greens. I proposed that 

we enable unit leaders to identify whether the documents passed or failed, further enabling the documents to indicate whether the control exists or not. 

 This led to a perception change that has improved 

our audit readiness. In our command, “Green” means 

the commands sent documents to support samples, 

informing us that they found failures. “Red” means 

the commands didn’t bother to send the required 

documents. 

We want to get them to express not only whether 

or not the document identifies an error, but what the 

error is in order to resolve the defect. In other words, 

by enabling a mindset of audit fidelity across the 

command five levels deep, we are gaining greater 

situational awareness of what needs to be fixed, enabling our command to continue to 

improve controls and improve accountability. I seek to identify what is 

failing and more importantly, ensure 

that the command knows about it, 

can tell me about it and can fix it. In 

essence, I have encouraged tactical 

level units to admit their failures in 

order to enable them to succeed. 

Does it work? - of course it does. I 

recently received an email from a 

Property Book Officer within our 

command explaining that he had 

passed the test, proudly informing 

me that he found what failed. 

After explaining that there would be no reprisal, I 

informed his boss and his boss’s boss to commend 

the effort with, “Good news, your Soldier’s doing a 

great job. He found what needs to be fixed and made 

your job a lot easier. Now you know what needs to be 

done as the Supply Officer In Charge and you no longer have to guess.” The OIC was happy because she 

doesn’t have to waste time thinking about a problem 

and the PBO was happy because his good work was 

recognized. Red became Green and the shortcoming 

identified. 

Especially in the fiscally constrained environment 

we find ourselves in these days, it is important we 

continue our legacy as good stewards of taxpayer 

dollars. By allowing Soldiers to identify shortcomings, so that they can ‘find, fix and destroy’ resource 

loss, we improve the system by enabling accountability in an atmosphere of learning from our mistakes. 

This leads to the best part of audit readiness: taking 

care of taxpayer funds by taking care of Soldiers.

Succeed by Failing

By Capt. Abraham Finberg, 79th SSC Internal Review

“Good news, your 

Soldier’s doing a 

great job. He found 

what needs to be 

fixed and made 

your job a lot easier. Now you know 

what needs to be 

done...” 

Audit Readiness

Volume III, Issue I - 2013 7
As a young girl growing up on 

the mean streets of South Central 

Los Angeles, Sgt. 1st Class Angela 

Haslip-Farris said she knew her 

destiny did not lie amongst the 

poverty-stricken, gang and druginfested environment that she 

saw as her world. She knew there 

was much more beyond the seemingly inescapable cycle of chaos 

surrounding her – one which she 

saw and lived in every day of her 

young life.

“I had seen so much of the lifestyle around me carry on from one 

generation to the next, I knew I 

had to lift myself up out of it,” said 

Haslip-Farris, who recently retired 

after 32 years of service to country. “Back in high school, I had no 

sense of direction. What I saw for 

myself was a pre-destined life of 

poverty and I vowed to myself I’d 

never live like that.”

Haslip-Farris recalls Army recruiters visiting her school.

“I never thought for a minute 

that would be me,” she said.

After graduating, she began attending Los Angeles Community 

College, but something still wasn’t 

quite right, said Haslip-Farris.

“I had always been told growing 

up I was a bastard child who would 

never succeed,” she said of her being born out of wedlock to an alcoholic mother and a father who was 

non-existent in her life. “For a long 

time, I believed I couldn’t escape 

from L.A. and the environment I 

was in. Many friends of mine were 

into drugs or getting pregnant.”

Haslip-Farris was raised by her 

grandmother from the age of 

eight months and despite the 

ever-present traps that constantly 

surrounded her, another constant 

was religion.

“As far back as I can remember, 

I’ve always been in church,” she 

said. “I was taught to always love 

myself because God loved me 

more – this gave me a sense of 

purpose and made me realize my 

destiny truly lied elsewhere.”

Armed with her faith, a newfound sense of drive and strongwilled determination, Haslip-Farris 

marched on – literally and figuratively.

During her first few semesters 

of community college, her phone 

rang one day. It was a call that 

would forever change her life and 

lead her to the destiny she had 

always knew existed for her out 

there someplace.

“One of the recruiters who had 

visited my high school called to 

check up on me and see how I was 

doing,” said Haslip-Farris. 

“I ended up going to 

the MEPS (Military 

Entrance Processing Station) and 

taking the 

pre-test for 

the ASVAB 

(Armed Services Voc a t i o n a l 

Aptitude 

Battery), 

which I 

did well 

on.

A 

c o u p l e 

w e e k s 

passed, 

and I 

w e n t 

through the thought process one 

experiences when faced with a 

life-changing decision, it became 

clear what was next,’ she said.

“I enlisted November 13, 1980,” 

said Haslip-Farris.

However, before she left for Basic Training at Fort Jackson, S.C., 

there was one last roadblock to 

overcome, she said.

Out of the darkness, into the light

The story of a career NCO:

Sgt. 1st Class (Ret) Angela Haslip-Farris By Sgt. Scott Akanewich, 201st Press Camp Headquarters

8 The FALCON
“I had an uncle we just called 

‘Lucky’ who kept telling me things 

like ‘You won’t make it through,’ 

and ‘You’ll be back home in no 

time,’” said Haslip-Farris. “I used 

this for motivation during the 

tough times because I wanted to 

prove him wrong.”

During her time in South Carolina, she endured the typical trials and tribulations a recruit faces 

while passing through the gauntlet of earning the right to be called 

a Soldier – as well as a confrontation with a particularly ornery critter, she said.

“One day during grenade training, I jumped into a foxhole and 

there was a snake waiting for me,” 

said Haslip-Farris, who has a phobia of serpents. “I pulled the pin, 

threw the grenade and got out 

as quickly as possible. After all I’d 

been through to that point, nothing was going to stop me.”

After also overcoming a bout 

with heat exhaustion from the 

sweltering southern sun, she finally graduated Basic Training 

and ironically enough learned 

Uncle Lucky’s discouraging words 

had been a psychological ploy all 

along.

“He really didn’t want me to fail,” 

said Haslip-Farris. “It sure worked. 

After that, I knew I could accomplish anything.”

From there, Haslip-Farris went on to Fort Gordon, Ga. to complete 

Advanced Individual 

Training, then moved 

on to her first duty 

station in Germany.

Upon the end 

of her enlistment 

and return to the 

States, she thirsted for the love 

she had developed 

for the Army. It was 

then she decided to 

join the Army Reserve, 

where she finished the 

rest of her 28 years of service. 

Along the way she held numerous positions such as Retention 

Noncommissioned Officer, NCO 

Education System Instructor and 

Military Occupational Specialty Instructor.

According to Haslip-Farris, training troops from the front of a 

classroom is where she found her 

true calling within the ranks.

“Just having the ability to provide information and bestow 

knowledge on Soldiers was the 

proudest accomplishment of my 

career,” she said. “I believe it was an 

innate gift from God to bless me 

with the ability to give instruction 

to others and have had many of 

them approach me after-the-fact 

and thank me.”

Command Sgt. Maj. Winsome 

Laos, 650th Regional Support 

Group, has known and worked 

with Haslip-Farris for 20 years. 

They met at Camp Parks in 1990 

when Laos replaced her as an instructor after a rotation of training 

had ended.

“What first struck me about her 

was her kind-hearted nature,” said 

Laos. “For example, she offered 

me all her notes and materials 

from the course to help me make 

a smooth transition – something a 

lot of people wouldn’t have done.”

It was not only her wealth of 

knowledge and experience that 

made her so good in front of a 

class, but her engaging and entertaining teaching methods, said 

Laos.

“She was always very creative as 

far as going beyond just doctrine 

to the point of breaking it down 

to make learning fun for her students,” she said. “Also, she didn’t 

stop at the end of the duty day. 

She would spend many late hours 

making sure Soldiers got the training they needed and had a thorough understanding.”

In her civilian career, Haslip-Farris has worked for FedEx Ground 

for 22 years and has used what 

she learned in the Army to catapult herself up the corporate ladder. She is currently a Field Human 

Resources Specialist overseeing 

two districts encompassing all of 

Southern California.

“Every skill set I’ve learned in the 

Army has transferred over to my 

job at FedEx,” she said. “My military experience has helped me 

progress and be promoted several 

times.”

Despite her civilian success, 

Haslip-Farris has remained humble and grounded through it all, 

not forgetting where she came 

from and how she has gained 

what she has today, she said.

“I owe 100% of everything I have 

to the Army,” said Haslip-Farris. 

During her retirement speech 

April 6 at a ceremony held at 79th 

Sustainment Support Command 

Headquarters at Joint Forces 

Training Base Los Alamitos, Calif., Haslip-Farris was only wistful 

about one aspect of her career – 

that it had to end.

“The military was my parent 

and grew me up from when I was 

18,” she said. “I’ve spent my entire 

adult life in the Army. I was in bit of 

a period of mourning, but I don't 

feel sad anymore. I count this journey as one of success and honor. 

It was truly an honor to have been 

known as a Soldier.”

 “I pulled the 

pin, threw the 

grenade and got 

out as quickly as 

possible. After all 

I’d been through to 

that point, nothing 

was going to 

stop me.”

Volume III, Issue I - 2013 9
3x the Survivor

KANDAHAR AIRFIELD, Afghanistan — Fighting and surviving a war on terror is no easy 

task. Neither is surviving almost three decades 

of service in the Army Reserve. Fighting and 

surviving cancer is a whole other level of difficulty. Combating all three simultaneously sets 

the bar so high, it seems insurmountable. For 

one Soldier serving in the 311th Expeditionary 

Sustainment Command, it’s entirely possible. 

Master Sgt. Larry Velasco is a cancer survivor 

assigned to the 311th’s support operations 

section and currently serving here and he 

couldn’t be happier.

“I wanted to support my unit and the troops 

in Afghanistan with my skills and training I 

have been provided with by serving over 30 

years of service,” said Velasco. “I am a Soldier. I 

want to serve my country and make my Family 

proud.”

Velasco, a Los Angeles native, had served 

more than 17 years in the Army Reserve when 

he was diagnosed with thyroid cancer and he 

believed this revelation would end his military 

career.

“In October 1993, I started getting very weak 

after returning from annual training that summer. So after several hospital trips, a doctor 

conducted a test out of the blue, and the test 

came back positive for thyroid cancer,” said 

Velasco. “In April 1994, I had the operation to 

remove my thyroid and had to undergo chemo for two years.” 

But he wouldn’t submit to the cancer, the 

treatment or the illness. He decided to fight. 

“I set forth a goal to return back to the Army 

Reserve so I can fight in Iraq and Afghanistan,” 

said Velasco. “This is not going to stop my career.” 

For obtaining a role in his current deployment, Velasco said medical testing was the 

main obstacle to overcome.

“I pushed myself and with help of my Family 

and a fellow noncommissioned officer, I was 

good to go for the deployment,” said Velasco. “I met the standards of the Army support 

structure for deploying to a battlefield.”

After his surgery and years of treatments, 

Velasco has returned to the fight and participated in multiple deployments. He has learned 

a lesson he thought other service members, 

and even civilians, might benefit from. 

“Cancer is not the end of a career, a life or the 

world,” he said. “It’s how you fight it.”

Master Sgt. Larry Velasco, a cancer survivor assigned to the 311th 

Expeditionary Sustainment Command’s support operations section, 

has served in the Army Reserve for more than a decade after his 

diagnosis. The Los Angeles native has served in the military for more 

than 30 years and hopes to continue to serve. 

10 The FALCON
Mr. Vernon Schmidt, a WWII veteran who served 

with the 90th Infantry Division - Tough ’Ombres, met 

with some current-day Tough ’Ombres from the 90th 

Sustainment Brigade during a training exercise at 

Fort Hunter Liggett, Calif., March 21.

Schmidt and his wife Dona, gladly accepted an invitation from Col. David M. Hammonds, commander of 

the 90th, North Little Rock, Ark., to observe training 

along with the opportunity to visit the newest generation of TO Soldiers. 

Schmidt was able to meet them and also got a 

chance to explain some of the special lineage that 

comes along with wearing the TO patch. 

“I was so impressed with the performance and professionalism of today’s training that it was just unbelievable,” said Schmidt. “It brought me a great deal of 

pride as I witnessed them training on the same dirt 

I trained on 69 years ago and was able to tell them 

some of my experiences.” 

 Schmidt captured the awe and imagination of 

some young 90th SB Soldiers by sharing some stories 

from his WWII European combat experiences.

One Soldier, Sgt. Tiffany Mays, a member of the 

90th SB Support Operations section, explained that 

some details were so vivid she could almost hear the 

fighting. 

“I can’t explain how he brought some of his history 

to life for me, it was so detailed and incredible,” said 

Mays. “I felt like I was there while he was telling us, 

that I just needed the sounds of battle field to complete it.”

Some 90th Soldiers were unacquainted with just 

how deep the history of the TO legacy is and just 

how far back the patch goes. After meeting with 

Schmidt, Spc. Chelsi West, 90th SB Judge Advocate 

General section team member, was able to more fully 

appreciate her newfound understanding and pride 

through a WWII veteran like Schmidt. 

“I was not aware of how much they sacrificed and 

how difficult it was for them,” said West. “It was a huge 

honor to meet and listen to the stories that helped 

create what we have today.” 

“I was so overwhelmed at first just listening that 

I really had no idea it was that special,” said Pfc. Tee 

Mackey, Support Operations section member. “I really appreciate our unit more now that I know some 

of the history behind it from a person that actually 

experienced it.”

The meeting between this generation and the previous generation of Tough ’Ombre Soldiers may have 

been brief, but it helped these Soldiers meet actual 

living history from their own past.

Some were left in awe at how much some Tough 

’Ombre veterans from WWII endured while creating 

and carrying on the legacy from the WWI veterans 

before them. 

They now have a better understanding that they 

are the newest generation that will carry the Tough 

’Ombre legacy forward and be able to help instill a 

sense of pride and professionalism to the next generation of Soldiers known as the “Tough ’Ombres.” 

Story by Staff Sgt. Gary Hawkins, 343rd Mobile Public Affairs Detachment

Photos by Sgt. First Class C.L. Beal, 79th SSC

Volume III, Issue I - 2013 11

Tough ’Ombre

Soldiers of the 90th meet an Original
During their annual Extended Combat Training, Soldiers are expected to hone their skills by conducting 

drills and running through battle-focused scenarios 

and training specific to their jobs.

When Soldiers get to put their jobs to use during a 

real-life mission, the bar is set higher, and a heightened sense of accomplishment is usually the end result.

Army Reserve Soldiers from 

various quartermaster and 

transportation units conducted their annual training June 1 

through 15 to hone their skills 

in their military occupational 

specialties by conducting 

what is called a quartermaster liquid logistics exercise, or 

QLLEX. Soldiers from these 

units performed a real-world 

mission of storing, circulating, 

testing and transporting fuel to various military installations in the area; a job usually done by Defense 

Logistics Agency contractors.

“[DLA] stepped aside and let us handle what they 

actually do on a day-to-day basis,” said 2nd Lt. Edwin 

Rodriguez, executive officer for the 1017th Quartermaster Company, based out of Camp Pendleton. 

“When they get the information from a customer 

needing this amount of fuel, they send it to us and 

we turn it into a mission. And based on that mission, 

[the Soldiers] execute it.”

The Soldiers set up a fuel system supply point, or 

bag farm, to store fuel to be distributed to various 

locations. But before the fuel went anywhere, it was 

tested by a petroleum quality assurance team to ensure there are no contaminants.

“There’s a certain standard,” said Rodriguez. “The 

military has to meet those standards every single 

time. It’s crucial that the customer is not getting contaminated fuel because that 

could affect their equipment 

or whatever they are running 

that fuel on.”

Once the testing was complete with optimal results, 

the fuel was then transported 

to local DLA customers.

This was the first time the 

1017th had ever conducted 

a QLLEX, according to Rodriguez. He said the mission was critical in order for the 

young unit to receive the training they needed.

“It helps the Soldiers to think and be able to overcome different problems that they are going to encounter with the environment,” said Rodriguez. “It’s 

still a learning process for me.”

Sgt. Roland Amigo, petroleum supply sergeant, 

1017th Quartermaster Company, agreed.

“You can teach them by the book,” said Amigo. “But 

once you go to field training like this, now you’ve got 

to adjust to the weather, the terrain, and all of the 

traffic flow. So, all of the stuff you learn by the book is 

going to change. So, now I am teaching 

my Soldiers to adjust.”

Real-Life Training, Real-Life Mission: 

 Quartermaster Liquid Logistics Exercise

Story and photo illustration by Staff Sgt. Todd Pruden, 301st Public Affairs Detachment

“You can teach them by 

the book, but once you go 

to field training like this, 

now you’ve got to adjust 

to the weather, the terrain, 

and all of the traffic flow.” 

Sgt. Roland Amigo, 

1017th Quartermaster Co.

12 The FALCON
The bag farm at the exercise consisted of three 

50,000 gallon bags. Amigo said the bags can 

accommodate approximately 130,000 gallons 

when full, a lesser amount than the maximum 

capacity to compensate for expansion. Attached 

at both ends of the farm were 350 gallon-perminute pumps; one to receive fuel, and the other 

to dispense fuel.

“You’ve got to have the schematics drawn up 

before you can do anything,” said Pfc. Villi Villamarin, petroleum supply specialist, 1017th 

Quartermaster Company. “This is a brand new 

system. It’s just like learning a new language. It’s 

going to be hard at first, but when you pick it up, 

it slowly goes into place. Once you know it, it’s 

always going to stick with you.”

All the while, though, safety was the top concern on all Soldiers’ minds.

“Safety is above any of them,” said Amigo. “It’s 

always safety first. “I keep telling my guys, with 

our trade, we are not here to rush. We are going 

to do it step-by-step, slowly, and safely as possible.”

But being safe does not mean one 

can have a good time. While the Soldiers were benefiting from the training they received, they agreed the 

hard work paid off in the end and look 

forward to doing their jobs down the 

road.

“This is the most I have done since I graduated from [initial entry training],” said Villamarin 

“It’s a great experience.”

Amigo agreed.

“It’s continuous learning, and all of the Soldiers we’ve 

got, they actually have a better idea now on how things 

work,” he said. “The more we do this type of training, we 

have to sustain the knowledge that we’ve got.”

Pfc. Jonathan Johnson, petroleum laboratory specialist with the 316th 

Quartermaster Battalion out of Okmulgee, Okla., visually inspects a fuel 

sample for contaminants during a quartermaster liquid logistics exercise at 

Camp Pendleton, Calif. 

Volume III, Issue I - 2013 13
Maj. Gen. Megan Tatu, commanding 

general of the 79th SSC, removes Brig. 

Gen. Norman B. Green’s colonel rank 

during his promotion ceremony, Sept. 

14, Fort Sam Houston, Texas. Photo by 

Staff Sgt. Diana Anzaldua, 345th PAD

Story by Cpl. Charlotte Fitzgerald, 345th Public Affairs Detachment

Brig. Gen. Norman B. Green, commander of the 

4th Expeditionary Sustainment Command was promoted from the rank of colonel to brigadier general 

during a ceremony at the historic San Antonio Quadrangle, Sept. 14.

Green has served more than 26 years in the Army 

Reserve and also serves in a civilian capacity as a 

member of the Department of Homeland Security.

During his military career, Green has served during 

multiple deployments to Iraq and Afghanistan and 

has led troops in areas throughout the world in various capacities. He said he would not be where he is 

today were it not for the support of the Department 

of Homeland Security where he has worked as a special agent since 2007.

“My supervisors have been extremely supportive 

of my military responsibilities,” said Green. “With the 

high OPTEMPO that today’s Army brings, my supervisors have numerous times been understanding and 

supportive when last minute missions call me away 

from my work.”

During the ceremony, Green presented Brian Moskowitz, Homeland Security special agent in charge 

and Cardell Morant, Homeland Security assistant 

special agent in charge, 

the Employer Support 

for the Guard and Reserve Patriot Award.

“This award recognizes supervisors and 

bosses nominated by 

a guardsman or reservist employee 

for support provided directly to 

the nominator,” 

said Green. 

“ W i t h o u t 

their support 

I would not 

have been 

able to acc o m p l i s h 

the mission 

and serve my 

country.”

Moskowitz said it would be unthinkable for Green’s 

civilian employer to give anything other than their 

full support of his Army Reserve career.

“I find it hard to fathom how we could be anything 

but 110 percent supportive of Norm or any other person who give of themselves on two fronts to support 

their country,” said Moskowitz. “I couldn’t be prouder 

to call him one of our own and I was honored to see 

him receive his star.”

The success Green has seen in his Army Reserve career translates well in meeting the challenges of his 

civilian job.

“Being a Homeland Security Investigations special 

agent exposes a person to an incredibly broad array 

of people, both good and bad, and many challenges,” 

said Moskowitz. “Green is clearly a leader among his 

peers; his personality and leadership skills benefit 

our agency as much as they do the Army.”

Green’s wife, Sandra, agreed that their Family plays 

a significant role in accomplishment of the Army Reserve mission.

“You cannot have one without the other,” said Sandra of Soldiers and their Families. “We’re pieces of the 

puzzle and we work together in unison.”

Having honorably retired from an active duty 

Army career, Sandra Green knows well 

how much Family support means to 

service members. “It takes a lot of understanding and patience, and then 

allowing them the freedom to do 

what they have to do,” she said.

Green’s promotion ceremony included an 11-gun cannon salute, 

presentation of a one-star general officer flag, and administering 

of the general’s belt. The 323rd 

U.S. Army Band performed prior to the ceremony, “General’s 

March”, “Ruffles and Flourishes”, and concluded the ceremony with “The Army Song.”

Promotion to Brigadier General 

 for 4th ESC Commander, DHS Special Agent

14 The FALCON
As a proud member 

of the United States Army,

I pledge to be a force behind the fight to 

eliminate Sexual Harassment and Sexual 

Assault from our community. 

I will have the personal courage to 

Intervene – no matter the time or place.

I will Act decisively to stand up and protect 

members of my Army Family from all forms 

of sexually offensive and abusive behavior.

I will be Motivated by my Army Values to 

remain a constant force in the fight to 

Protect My Team.

Volume III, Issue I - 2013 15
79th SSC 

Best Warrior

2013

Six Army Reserve Soldiers competed for the coveted title of 79th SSC “Best Warrior,” at Joint Forces 

Training Base Los Alamitos, Calif., April 4–6.

“The Best Warrior Competition creates an incredibly 

dynamic time for us,” said Command Sgt. Maj. Robert 

N. Roberson Jr., senior noncommissioned officer of 

the 79th Sustainment Support Command. “For us to 

bring in our enlisted – the 

best we have – and exercise our professionalism.”

That professionalism 

shone through out the 

three-day multi-event 

competition which tested 

the Soldiers both physically and mentally on various military topics and 

skills.

The competitors consisted of three junior enlisted and three NCOs 

who were selected from 

more than 20,000 warrior-citizens and collectively represented the 4th, 

311th, 364th and 451st 

Expeditionary Support 

Commands.

“You are the best of the 

best,” said Roberson. “You 

have outshone and outlasted everyone else to 

get here – no matter what 

happens – you are already 

winners.”

The first BWC was held 

in 2001 as a competition 

for the enlisted force of 

the Army to challenge them and strive for the recognition in the annual title. Now, more than a decade 

later, the competition is a culmination of a variety of 

events. It focuses on basic warrior tasks and drills, as 

well as assesses the individual’s self-development 

and leadership – encompassing an all around Soldier 

proficiently functioning in the profession of arms.

Roberson said, NCOs are those that mentor, we 

train, we look after Soldiers. We are charged with that 

responsibility. Our desire to improve our Soldiers’ 

warrior skills is a part of what we do to improve our 

status as a NCO in the Army’s Profession of Arms.

That is exactly what all the competitors, both junior enlisted and NCOs, strived for throughout the 

competition. “I want to explore my potential in the 

military, because I am very 

competitive,” said Garcia. 

“I also like to lead by example and set a good example so my Soldiers can 

follow in my steps,”

This year’s competition began with an essay, 

which tested the competitors in their knowledge of 

the Profession of Arms 

and their role in it. Following the written essay, 

they prepared their mind 

for further assessment 

on their Army knowledge during the board. 

The board appearance 

checked their Army Dress 

Uniform for proper fit 

and placement of awards, 

and then they were questioned on a wide range of 

topics by five sergeants 

major.

Day two began with an 

Army Physical Fitness Test 

that was administered 

early in the morning. 

Pushing themselves to the limit, all six contestants 

scored higher than the Army standard for all three 

events.

Following the APFT, the competitors participated 

in HMMWV Egress Assistance Trainer (HEAT), which 

simulates emergency situations like a vehicle rollover. 

79th SSC 2013 BWC Competitors:

Staff Sgt. Christopher Tubrick

of the 443rd Transportation Company, 450th 

Movement Control Battalion, 561st Regional Support 

Group, 451st ESC, headquartered in Elkhorn, Neb.; 

Sgt. Ryan Kelleher

of the 872nd Support Maintenance Company, 96th 

Sustainment Brigade, 364th ESC, headquartered in 

North Ogden, Utah; 

Sgt. Sixto Garcia

of the 961st Quartermaster Company, 319th Combat 

Sustainment Support Battalion, 211th Regional 

Support Group, 4th ESC, headquartered in Mcallen, 

Texas; 

Spc. Martin Gakuria

of the 1011th Quartermaster Company, 329th Combat 

Sustainment Support Battalion, 89th Sustainment 

Brigade, 451th Expeditionary Sustainment Company, 

headquartered in Independence, Kan.; 

Spc. Devin Singer 

of the 851th Transportation Company, 319th Combat 

Sustainment Support Battalion, 211th Regional 

Support Group, 4th ESC, headquartered in Sinton, 

Texas; 

Pfc. Daniel Dettman

of the 652nd Regional Support Group, 364th ESC, 

headquartered in Fort Harrison, Mont.

Staff Sgt. Shejal Pulivarti, 201st Press Camp Headquarters 

16 The FALCON
“This is an opportunity for growth and development at each level,” said Command Sgt. Maj. Travis 

W. Williams, senior noncommissioned officer of the 

4th ESC. “It’s not just about them, it’s about the organization and they are responsible to help grow their 

organization.”

All the activities the Soldiers maneuvered throughout the competition served as a test of their skills and 

abilities, and also served as a valuable training tool 

for all six of the Warrior-Citizens.

“It provides valuable training, training that isn’t 

available during the normal training schedule, training that Soldiers aren’t 

exposed to on a regular 

basis,” said Singer. “This 

allows me to test my 

knowledge as well as acquire new experiences so 

I could relay my skills to 

my peers.”

The Soldiers then zeroed and qualified on a 

M-16 using the Engagement Skills Trainer 2000. 

The EST 2000 is a visual 

weapons simulator computer system designed to 

enable service members 

to carry out cost-effective 

realistic marksmanship 

training as well as other 

weapon exercise scenarios.

Close quarters, unarmed combatives was 

the last event of the second day. The competitors were bracketed against 

each other in multiple matches. Each match was 

one, five minute round. After a lot of skillful successful submissions, Tubrick was named winner for the 

NCOs and Singer for the Soldiers.

“They have the team mentality but also the individual expertise, strength, espirit de corps and all the 

qualities of the Army Values,” said Williams.

Although competing against each other for the 

overall title, through the events of the competition 

the six candidates bonded over a common sense 

of respect and understanding. They assisted and 

cheered each other in good spirits.

Roberson said, “First and foremost we are taught 

teamwork when we all come in the Army. Though 

you have your team spirit in you, you still have to 

have your individual strength that you focus on. 

That’s where our competitors have to draw that line, 

where they help their fellow competitor but at the 

same time recognizing this is an individual competition that pushes them to strive forward.”

On the final day, all the competitors were transported to Camp Pendleton, Calif., for the last two events. 

The Soldiers kicked off the day with a road march. 

All six geared up with a minimum of 35 pounds in 

their rucksack, helmet and weapon to tackle a 10 km. 

road march set on a route that consisted of varying 

degrees of hills.

The six competitors used the performance of their 

opponents as motivation 

to increase their own.

“Keep watching your 

back. I’m right behind 

and I will catch up,” Singer 

said to Tubrick during the 

road march.

Tubrick was the first to 

finish with a time of one 

hour and ten minutes. He 

practically ran the entire 

route and set the bar high 

for the remaining competitors.

“I put in a lot of hours to 

come out a winner,” said 

Tubrick. “A lot of hours in 

the gym and training for 

each event.”

Following the road 

march, they prepared to 

direct the land navigation course. During this 

last event, they were given two hours to locate the prearranged four points. 

Pushing through the physical exhaustion and thick 

brush, the Reserve Soldiers plotted their differing 

points and set out on their course to find their respective points. Hoping to beat out their opponents 

by locating as many points as possible, the competitors came in just seconds before the end of the twohour countdown sprinting to the finish point.

“It’s important to realize that even though you 

don’t do this stuff every battle assembly, this is your 

basic soldiering skills and it’s stuff you should know 

and need to know,” said Tubrick.

After the challenging three days of strenuous activities, one Soldier – Singer and one NCO – Tubrick was 

awarded the title and represented the command in 

the U.S. Army Reserve Best Warrior Competition held 

at Fort McCoy, Wis., in June.

“It provides valuable 

training, training that isn’t 

available during the normal 

training schedule, training 

that Soldiers aren’t exposed 

to on a regular basis. 

This allows me to test my 

knowledge as well as 

acquire new experiences 

so I could relay my skills 

to my peers.”

Spc. Devin Singer

79th SSC BWC Competitor

Best Warrior CONT.

Volume III, Issue I - 2013 17
 79th SSC Gains New Leader

 “to take this Command to the Next Level”

The 79th Sustainment Support Command’s mantle of leadership 

changed hands during it’s change of command ceremony at 

Joint Forces Training Base Los Alamitos, Feb. 9.

Maj. Gen. Megan P. Tatu took the command’s colors from outgoing commanding general Maj. Gen. William D. Frink in front of 

the 79th SSC’s brand-new headquarters building during a ceremony filled with Army tradition. Colorful unit guidons fluttered 

in the wind and a tribute gun battery fired volleys into the air.

On hand for the event was Commanding General of the Army 

Reserve Lt. Gen. Jeffrey W. Talley, as well as general officers from 

the 79th SSC’s subordinate commands and local dignitaries.

Tatu began her remarks by recognizing her husband Mike and 

son Shane, who were in the audience, as well as everyone who 

had helped her arrive at this point in her career.

“I’m proud to have my Family here to enjoy this with me,” said 

Tatu, who previously served as the Commander, Pacific Training 

Division, 75th Training Command. “I’d also like to thank Command Sgt. Maj. Roberson and all those who have provided 

mentorship, which has been so valuable. I’ve also been 

inspired by the dedication of Soldiers over the years.”

Fittingly, it was at JFTB Los Alamitos where Tatu, a native 

of nearby Los Angeles, began her Reserve career in 1987.

Frink, the outgoing commander, was instrumental in 

building the 79th SSC from the ground up when the organization was established in 2009.

“It’s been an honor to command troops during my time 

here,” said Frink, whose Army career spans 35 years. “This 

command was formed out of dust starting with a few 

eager souls who wanted to build something. What we 

lacked in capabilities at the time, we made up for with 

determination. What you see today is the tangible result 

of their efforts.”

Talley added his comments regarding the two commanders.

“Our Army Reserve is one whose strength is not built 

on technology, but on people of character who blend civilian skills with military leadership – Maj. Gen. Frink has 

been a shining example of this,” said Talley. “As for Maj. 

Gen. Tatu, she is a great replacement and is the right 

person to take this command to the next level.”

By Sgt. Scott Akanewich, 201st Press Camp Headquarters

18 The FALCON
U.S. Army Maj. Gen. Megan P. Tatu poses with the flag of the 

Army Reserve's 79th Sustainment Support Command after 

taking charge of the unit during a ceremony at the Joint 

Forces Training Base in Los Alamitos, Calif., Feb. 9, 2013. (U.S. 

Army photo by Sgt. Scott Akanewich/Release

Volume III, Issue I - 2013 19
ETY SAFEY SAFETY SAFETY SAFETY SAFETY 

AFETY SAFETY 

SAFETY SAFEY SAFETY SAFETY SAFETY 

Y SAFETY SAFE

 Distracted 

 Driving is Deadly

Motor vehicle accidents involving a distracted driver 

kill thousands of people each year on America’s roadways. Anytime drivers text, use a cell phone or navigation system, change a radio station, eat or drink, or 

do anything that diverts their attention from the road, 

the opportunity for an accident to happen increases 

exponentially.

For some accident victims, they were merely in the 

wrong place at the wrong time and a distracted driver 

slammed into their vehicle. No matter the circumstances, organizations across the nation agree that 

distracted driving has become an epidemic on U.S. 

highways.

The National Safety Council reports that thousands 

die needlessly each year because people continue 

to use their cell phones while driving, handheld or 

hands-free.

With the number of people dying in crashes involving a distracted driver on the rise — 3,331 in 2011 

compared to 3,267 in 2010 — safety officials are determined to educate individuals on the dangers of distracted driving.

“The biggest problem is most people don’t realize 

just how dangerous it is,” said Dr. Joseph MacFadden, 

USACR/Safety Center Human Factors Directorate, research psychologist. “They don’t know the statistics. 

Most young people (who) are texting and driving 

these days are completely unaware, and of course, 

they feel also that they can defy the odds.”

Distracted driving is an emerging trend that needs 

to stop said Walt Beckman, program manager and 

deputy director, Driving Directorate, USACR/Safety 

Center.

“Many times Soldiers think they can multi-task while 

driving and that’s not the case,” said Beckman. “Drivers need to focus on driving and not worry about the 

text message or phone call that can wait. Taking your 

eyes off the road or your mind off the task of safely 

operating a motor vehicle, even for just a few seconds, 

can cause a devastating accident and a life-changing 

event. It’s just not worth it.”

Visit the US Army Combat Readiness Safety Center for more information on everything safety. 

 http://Safety.army.mil

Lori Yerdon, Directorate of Communication and Public Affairs

U.S. Army Combat Readiness/Safety Center

Here are some facts from the NSC 

and the National Highway Traffic Safety 

Administration that are indicative of 

how rampant and dangerous distracted 

driving is:

Drivers who use handheld devices are 

four times more likely to be involved in 

crashes serious enough to cause injury.

Sending or receiving a text takes a 

driver’s eyes from the road for an 

average of 4.6 seconds; the equivalent, 

at 55 mph, of driving the length of an 

entire football field, blind.

Eleven percent of all drivers under 

the age of 20 involved in fatal crashes 

were reported as distracted at the time 

of the crash. This age group has the 

largest proportion of drivers who were 

distracted.

In 2011, vehicle accidents involving a 

distracted driver accounted for 387,000 

personal injuries.

About nine percent of all drivers are 

talking on cell phones at any given 

daylight moment.

Text messaging creates a crash risk 

23 times worse than driving while not 

distracted.

20 The FALCON
Army Reserve Soldier, Volunteer appointed 

 to University of Texas System Board of Regents

Today there seems to be a constant barrage of press releases 

publicizing a downward spiral in 

American leadership. Some even 

say when it comes to leadership, 

America is at a standstill. 

Despite this, Army leaders have 

historically been among the best 

examples of courageous men and 

women willing and able to rise to 

the challenges facing our nation - 

both on and off the battlefield. 

An example of such a leader is 

Army Reserve Maj. Ernest Aliseda, 

the current Command Judge Advocate for the 211th Regional Support Group. Aliseda has made a 

career of rising to and addressing 

challenges in both the Army and 

in his community. 

In addition to his service to the 

Army Reserve, Aliseda is an assistant municipal judge in McAllen, 

Texas, managing attorney of Loya 

Insurance Group, and has served 

as a judge in the 139th and 398th 

State District Courts in Hidalgo 

County, Texas. 

Recently, Texas Governor Rick 

Perry recognized Aliseda’s leadership skills and commitment to 

selfless service by appointing him 

to serve on The University of Texas 

System Board of Regents. 

This new leadership opportunity 

is the result of sacrifice and dedication to the core values instilled 

in him at an early age, said Aliseda. 

“I have always felt a sense of obligation to pay back and thank our 

country for the opportunities and 

freedoms my Family has enjoyed,” 

said Aliseda. “This sense of obligation was instilled in me by my parents.”

Story by 1st Lt. Jeanene Holliday, 4th ESC, OSJA

Aliseda was the first member of 

his immediate Family born in the 

United States, but was not the first 

member of his Family to serve his 

country. His father served in the 

Army as a Lt. Col. during the Vietnam conflict and later in the Reserve Component. 

Displaying his commitment to 

the community, Aliseda has served 

for the past 14 years as a volunteer judge for the City of McAllen, 

Texas, Teen Court Program. 

In addition to his volunteer 

judge duties, Aliseda has served 

as a municipal judge for the past 

12 years, often volunteering to 

handle the juvenile docket. 

During his time as a judge, Aliseda said he has implemented innovative problem-solving strategies 

for teens and their Families by taking a non-traditional approach to 

solving truancy problems. 

“I often give the students tutoring hours instead of community 

service hours,” said Aliseda. “In addition, I often send the parents to 

school with their children for the 

entire day to encourage them to 

meet their teachers and to determine why their children are not 

getting to class on time.”

Additionally, Aliseda serves as a 

Board Member on the Council for 

South Texas Economic Progress 

and as a Board Member of the Hispanic Issues Section in the State 

Bar of Texas. 

From these experiences, Aliseda 

uses his firsthand knowledge of 

social, economic, and educational issues to help members of his 

community. 

As with any successful leader, the 

support of Family and friends and 

personal dedication has greatly 

contributed to his achievements, 

said Aliseda. 

“I have the support of my wife...

along with my two civilian employers: the City of McAllen and 

Loya Insurance Group,” said Aliseda. 

He has also received inspiration 

and overwhelming support during his Army service. 

“I am thankful for the friendships 

that I have made over the years in 

the military. In addition to a sense 

of gratification that I receive personally in serving my nation, there 

is also a sense of pride in serving in the greatest military in the 

world, for the greatest nation in 

the world.”

Sgt. 1st Class Ruben Ramirez, 

who worked with Aliseda in the 

1st Legal Operations Detachment, 

first heard the news of Aliseda’s 

UTSBR appointment while deployed to Afghanistan.

“I have had the honor of working 

with Maj. Aliseda in the US Army, 

and his leadership and analytical 

skills are some of the best I have 

ever seen,” said Ramirez. 

Ramirez added that Aliseda’s 

leadership and commitment to his 

community, state and country is a 

huge asset for us all. 

“He is always committed to his 

team and the mission, and performs his duties with complete 

integrity that align with the Army 

Core Values and that of Americans 

and Texans alike,” said Ramirez. 

Governor Rick Perry couldn’t have 

appointed a more deserving and 

honorable man.”

Leadership in Action

Do you know someone who should be recognized for their leadership?

Submit entries to the Falcon Staff at usarmy.usarc.79-SSC.list.79ssc-PAO@mail.mil
BOAT Story

Newtok, a Yupik Eskimo village of about 400 people on the 

Ninglick River in western Alaska, is threatened by erosion, 

and melting snow and sinking permafrost. U.S. Army Reserve 

mariners, in partnership with Marines and local Alaskan 

authorities, are supporting an inter-agency task force by 

transporting personnel, equipment and supplies between various 

locations in order to facilitate the Newtok’s relocation efforts. 

The USAV Palo Alto conducts an equipment and supply drop in support of Mertarvik Innovative Readiness Training, Kodiak, Alaska, June 12, 2013. 

Army Reserve 

 Mariners to the Rescue
U.S. Army Reserve Soldiers assigned to the 481st Transportation 

Company (Heavy Boat), based 

in Vallejo, Calif., participated in a 

three-month-long joint humanitarian mission on a small island off 

the coast of Alaska June 11, 2013.

The Army Reserve mariners partnered with U.S. Marines, and local 

Alaskan authorities in support of 

Mertarvik Innovative Readiness 

Training.

The Innovative Readiness Training Program was signed into law 

in 1993 by the U.S. government 

as a means to improve military 

capability, while simultaneously 

helping American communities in 

need. 

In this case, the inter-agency 

task force is constructing essential infrastructure to facilitate the 

relocation effort of the tiny village 

of Newtok, said Warrant Officer Jacob Grobler, of the 481st and vessel master trainee.

“The United States Army Vessels Paulus Hook and Palo Alto are 

transporting much-needed supplies to rebuild the infrastructure 

of Newtok,” he said.

According to the United Nations Environment Programme, 

the Yupik Eskimo village of about 

400 people on the Ninglick River 

in western Alaska, is threatened 

by erosion, and melting snow and 

sinking permafrost.

The “boaties” of the 481st, were 

the perfect personnel with the 

right equipment for the mission, 

said Grobler.

Not only because of their watercraft skills, but the vessels they 

operate.

“The Army Landing Craft Utility 

is a flat-bottom boat that allows 

it to run in shallow waterways, 

which makes it the ideal vessel 

for the job,” said Grobler. “Each 

boat is capable of carrying heavy 

equipment and vehicles such as 

bulldozers, dump trucks and compactors, as well as large shipping 

containers.” 

The current location of the village is precarious at best, said Sgt. 

1st Class Bruce Poucher, member 

of the 481st and first mate of the 

USAV Paulus Hook. The Hook is an 

Army Landing Craft Utility boat 

participating in the operation.

“The natives built a village right 

on the banks of the Ninglick River 

and it was simply washed away,” 

said Poucher. “The place is hipdeep in mud.”

The UNEP reported that Newtok is surrounded on three sides 

by the Ninglick, which has slowly 

been eating away at the village for 

decades.

The people who live here are 

known as “climate refugees,” because of the fact they are being 

displaced not by a single natural 

disaster, but rather the climate 

change affecting the environment.

According to the U.S. Army Corps 

of Engineers, the village could be 

entirely underwater by 2017.

Hence, the urgency of the re-location efforts.

Safety is paramount for the Soldiers as they wind their way up the 

Ninglick toward their destination, 

said Poucher. The difficult portion will be navigating the narrow, 

shallow and unpredictable Mertarvik as the boats move upriver 

toward Newtok.

“Missions like this are more challenging because of the terrain,” he 

said. “There are rocks everywhere 

and danger at every turn. It can 

get really nasty.”

An additional challenge facing 

the mariners as they maneuver 

in the frigid Alaskan waters is the 

unknown, said Chief Warrant Officer 4 Ken Lashbrook, member of 

the 481st and vessel master of the 

Paulus Hook.

“Much of the way is unmapped 

due to the ever-changing conditions,” said Lashbrook. “Not to 

mention the current changes direction every eight hours as the 

tide comes in and goes back out.”

To mitigate this risk, a work boat 

is sent about five miles ahead of 

the LCUs, equipped with depthsounding gear, and a global positioning system to plot any unmapped places on the map where 

trouble could be lurking, said 

Lashbrook.

Another critical factor in mission success is advance recon, said 

Lashbrook.

“We’re always getting reports 

from the local fisherman and sailors regarding the conditions,” he 

said.

Despite the challenges, Grobler 

was confident in the capabilities 

of the LCUs and the crew.

“Nothing is friendly and the water is frigid. We’re always working 

under adverse conditions and 

have to move fast before the conditions change,” said Gober. “It’s a 

really unique mission, but we have 

the right equipment and trained 

personnel to get the job done.”

By Sgt. Scott Akanewich, 201st Press Camp Headquarters
A convoy of Humvees rolls slowly down a gravel 

road toward an ambush point. Soldiers in their vehicles are braced for the unknown, but first, they need 

to navigate around a group of orange cones set up in 

a serpentine.

Soldiers were in Weldon Spring, Mo., Sept. 21 participating in the 3rd annual driver’s rodeo held by the 

620th Combat Sustainment Support Battalion.

“We wanted to engage the Soldiers as much as possible,” said Staff Sgt. Tor Peterson, noncommissioned 

officer in charge of opposing forces for the 620th.

The driver’s rodeo tested the skills of Army drivers in tactical vehicles. However, this year the 620th 

stepped up the competition.

“I’ve done two previous driver’s rodeos with battalions and those were just cones set up in a parking 

lot,” said Spc. Robert Hatty, petroleum supply specialist, 383rd Quartermaster Company out of Weldon 

Spring, Mo. “This had a lot of other training mixed in.”

This is the first time the 620th included Warrior 

Training Tasks peppered in with the driver’s rodeo 

events. Competing participants reacted to simulated 

roadside ambushes, radioed for medical evacuations 

and navigated roadblocks. 

“We coordinated...to get training support items to 

help make some of the warrior tasks more realistic,” 

said Sgt. 1st Class Jeffrey Turley, noncommissioned 

officer in charge of the driver's rodeo.

Simulated improvised explosive devices and M2 

.50-caliber machine guns were set up at ambush 

points to add realism.

Six units participated in the event with three Soldiers to a team. They were graded on vehicle knowledge, four driving events and two randomly chosen 

warrior tasks. By the end of the competition, two 

teams were tied for first, which resulted in a sudden 

death vehicle knowledge trivia match.

The winning Soldiers received individual medals 

and a unit trophy to display until next year’s driver’s 

rodeo. They were also awarded Army Achievement 

Medals.

Though this year was a step up from the previous 

rodeos, organizers hope to keep expanding and improving the event.

“Next year we hope to have more participants and 

more people to help run the rodeo for more lanes,” 

Turley said.

Expanding the event also means a chance to bring 

in more units to compete for the honors.

“It’s a lot better training this year,” Hatty said. “Personnel that weren’t able to participate in this, I think 

the buzz will make them want to sign up next year.”

Sgt. 1st Class Jeffrey Turley, noncommissioned officer in charge of the 3rd annual 620th Combat Sustainment Support Battalion Driver's Rodeo, 

checks a convoy of Humvees recently returned from a run through the course at the Weldon Spring Training Area in Weldon Spring, Mo., Sept. 21.

Story by Sgt. Francis Horton, 363rd Public Affairs Detachment

24 The FALCON
impressed with the way the 451st ESC staff came together to work as a team.

"I think people learned what each other are supposed to do and gained an appreciation for the 

other staff member’s role in the exercise," said Wisch. 

"It gave some of the Soldiers who hadn’t been on 

an exercise more confidence in what an ESC is supposed to do, and how they’re supposed to function. 

The Soldiers who were experienced helped to train 

and mentor those who had little or no experience at 

the ESC level."

Each day of the exercise challenged 451st Soldiers 

to find solutions to problems through effective communication both between staff elements and up and 

down the chain of command. However, cooperation 

in the exercise was not just within the Army, but also 

with other services. 

Representing this joint aspect to the training was 

Capt. Marco L. Anich, Marine Forces Korea liaison officer to the 451st ESC. He described his role as a vital 

link in maintaining awareness between Marine elements in South Korea and the 451st command staff. 

As his first joint assignment, Anich gained valuable 

insight into how Army units operate. 

“It has been an eye opening experience on lowerlevel procedures, learning how the Army trains and 

grows its personnel,” said Anich. “I’ve been impressed 

with the professional way [the 451st] handled the exercise.” Anich continued, “It has been great to build 

relationships with these Soldiers - very gratifying.” 

With the successful conclusion of another UFG, 

451st ESC Soldiers returned home and will take the 

lessons from this training and apply them to future 

training exercises. Soldiers from the 4th ESC are 

scheduled to return to South Korea next year to continue to build on the relationships formed during this 

year’s UFG training.

For the second year in a row, Army Reserve Soldiers 

of the 451st Sustainment Command (Expeditionary) 

of Wichita, Kan., had the opportunity to participate 

in the largest computer drill in the world: Ulchi Freedom Guardian 2013. 

The exercise ran from Aug. 19 through Aug. 30. According to U.S. Forces Korea, UFG is a routine joint 

training exercise carried out each year in the spirit 

of the Oct. 1, 1953 Republic of Korea – United States 

Mutual Defense Treaty and in accordance with the 

Armistice. 

The 451st’s mission in the UFG simulation was to 

provide theater logistical and operational sustainment, joint distribution, as well as reception, staging, 

onward movement, and integration. Over the span 

of two weeks, Soldiers from the 451st ESC and the 

4th Sustainment Command (Expeditionary) of San 

Antonio, Texas, joined thousands of Soldiers from the 

U.S. and the Republic of Korea working side-by-side 

across the Korean peninsula.

Lt. Col. Chris Baer, 451st ESC chief of operations 

during the exercise, stated the training provided an 

opportunity to refine staff processes and work together as a team. 

“It’s been a good opportunity to train in a quick 

paced, high OPTEMPO simulation of a wartime environment,” said Baer. 

Always seeking ways to better fulfill the command's motto of "Sustain with Excellence," 451st Soldiers paired up with their active-duty counterparts 

in the 19th Sustainment Command (Expeditionary) 

in Daegu. 

Many 451st ESC Soldiers brought valuable skill sets 

and unique experiences from last year's training that 

they shared to enhance staff operations. Col. Laura 

Wisch, 451st ESC Deputy Commanding Officer, was 

Story by Sgt. 1st Class Neil Simmons, 451st ESC Public Affairs Office

Ulchi Freedom Guardian is an annual Republic of Korea-United States Combined Forces Command exercise. It is 

designed to improve the alliance’s ability to defend the Republic of Korea by exercising senior leaders’ decisionmaking capabilities and by training commanders and staffs from both nations in planning, command and control 

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

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

headquarters in the Pacific and United States. The exercise is named after Ulchi Mundeok, an early Korean military 

leader who repelled an invasion by China’s Sui Dynasty in the 7th century.

451st ESC participates in exercise

Ulchi Freedom Guardian 2013

Volume III, Issue I - 2013 25
“We will shape Army culture 

based on values, standards, 

and discipline consistent with 

the Profession of Arms and 

ultimately win our campaign 

while holding accountable those 

who commit sexual harassment 

or sexual assaults but also, as 

important, to those who just 

allow it to occur."

– GEN Raymond T. Odierno, Chief of Staff of the Army

DoD Safe Helpline: 1-877-995-5247 

www.PreventSexualAssault.army.mil

26 The FALCON
The 4th Expeditionary Sustainment Command was 

presented the Deployment Excellence Award during 

a ceremony at the 4th ESC's headquarters in San Antonio April 7.

The award, given by Maj. Gen. Megan Tatu, 79th 

SSC Commanding General, on behalf of U.S. Army 

Reserve Command, recognized the 4th ESC for its 

outstanding performance during their deployment 

to Afghanistan in support of Operation Enduring 

Freedom.

The Deployment Excellence 

Award annually recognizes active Army, Army Reserve and 

National Guard units and installations for outstanding deployments and deployment support. 

The 4th ESC competed with 

other Army Reserve units in the 

Large Deploying Unit category 

and won. The 4th ESC will represent the Army Reserve, in the 

same category, during the Department of the Army level competition.

In a memorandum to the U.S. Army Reserve Command, Maj. Gen. William Frink Jr. states that the “4th 

ESC served as the Joint Sustainment Command-Afghanistan (JSC-A), serving as the bridging headquarters between the operational and strategic level. In 

preparation for deployment the 4th ESC met 100 percent of all pre/post deployment tasks while overcoming equipment and personnel shortfalls.”

The memorandum continues to read, “During the 

deployment the 4th ESC developed innovative initiatives to break the status quo across all disciplines 

using Champion Reliability Centered Maintenance, 

inventory, and cost-saving initiatives for container 

management; implementing Operation "Clear the 

Yards" to prevent pilferage and ensure accountability 

of equipment and fuel; facilitating Command Supply Discipline Program throughout Combined Joint 

Operational Area-Afghanistan to regain property accountability and establish effective CSDP, returning 

supplies and retrograding excess equipment valued 

in excess of $24 million.”

Col. Rufus Wood, 4th ESC Chief of Staff, received the 

award on behalf of the command. 

Standing in front of the formation, he said, “This 

award is for the Soldiers of the 4th ESC. Without you, 

your hard work, and dedication we could not have 

succeeded with our mission. This award is for you. 

Great job and congratulations.”

To be eligible for competition, Chief Warrant Officer 2 John Orozco, logistics officer for the 4th ESC, 

compiled the command’s numerous accomplishments, to include: saving millions of dollars 

in storage fees, delivering 1,356 

containers from carrier holding 

yards, providing oversight and 

management of host nation 

trucking contracts, distributed 

11 million meals per month valued at $140 million, distributed 

45 million gallons of fuel per 

month valued at $338 million, 

distributed over 320 pallets 

for ammunition per month, moving over 6,800 passengers per month, and distributing over 4 million 

pounds of mail per month.

“The Deployment Excellence process was an opportunity for the 4th ESC to be recognized for achievement in deployment, maintenance, and logistics 

capabilities. This highlights the role that a forward 

logistics element plays in supporting the warfighter,” 

Orozco said.

“The 4th ESC was the first ESC to win in its (large) 

category for the United States Army Reserve. The 

chance of winning at the Department of the Army 

level is, without question, a great possibility and understandably the first of its kind,” Orozco said confidently.

The 4th ESC’s Headquarters and Headquarters 

Company commander, Capt. Pamela Elliott, was all 

smiles after being presented the award. 

“I’m very proud of my Soldiers. They worked extremely hard during the deployment and they continue to do so,” Elliott said.

4th ESC Presented 

Deployment Excellence Award

Story by Maj. Tad Marinelli, 4th ESC PAO

“The 4th ESC was 

the first ESC to win 

in its (large) category 

for the United States 

Army Reserve. 

Chief Warrant Officer-2 John Orozco

Volume III, Issue I - 2013 27
Making a Wish 

 Come TrueStory and photo by Capt. Christopher Larsen, 364th ESC PAO

A group of Soldiers, former sailors, vehicle collectors and a pilot helped a young terminally ill boy’s 

wish come true in Seattle, Aug. 2.

Carl Sullivan, 12, of Mill Creek, Wash., has a form 

of leukemia. A lifelong history and World War II 

buff, he traveled to Pearl Harbor earlier this year to 

fulfill his wish of being a World War II fighter pilot. 

But he also wanted to experience the maritime 

end of the military.

It was during Seafair, the annual Seattle summer 

celebration that draws hundreds of thousands of 

visitors during its run. Sgt. 1st Class David George, 

a recruiter with the Seattle Recruiting Company, 

helped arrange the day. 

Carl and his Family got an early-morning start at 

Kenmore Air Harbor, an airport and floatplane base 

located at the northern tip of Lake Washington. 

Passengers piled aboard a 1950s-era de Havilland 

Beaver floatplane that was once operated by the 

Army. Still painted in Army colors, the plane took off 

Former Army Sgt. Bob Brower, left, and Carl Sullivan at the helm of the Patrol 

Boat, River. Brower was a member of an Army PBR crew in Vietnam.

28 The FALCON
to the south, heading for the Will Rogers-Wiley Post 

Memorial Seaplane Base in Renton, Wash., at the 

south end of the lake.

Waiting at the dock in Renton was another classic piece of military equipment, a Vietnam War-era 

Patrol Boat, River, or PBR. The boat was crewed by 

a group of former Navy and Army service members 

who served in the “Brown Water Navy” in Vietnam.

Led by retired Navy Capt. Stephen Morrison, the 

local chapter of the Gamewardens Association commemorates those who served in Task Force 116 in 

Vietnam. The group’s restored PBR rumbled to life, 

its twin 220-horsepower diesels moving it slowly out 

into the lake.

“This is pretty awesome,” Carl said, as he sat down 

at the boat’s replica .50-caliber machine gun after 

being presented with a Gamewardens beret, similar 

to ones worn by the crew in Vietnam.

The PBR headed towards the boat that would sail 

alongside during the voyage, the U.S. Army small 

tug Mulberry, ST-914, skippered by Sgt. 1st Class Victor Michaud, Jr., of the 709th Transportation Company, a U.S. Army Reserve unit located in Tacoma, 

Wash. 

Mulberry was on site during Seafair taking part in 

patrols with the U.S. Coast Guard, part of a joint effort to prevent accidents and promote safety.

Several people aboard the PBR transferred to Mulberry for the trip to Seattle’s Stan Sayre Park, home 

base for the powerboats that highlight Seafair.

Upon arriving at Lakewood Marina, Carl, his Family 

and others were greeted by a fantastic sight: seven 

World War II Jeeps, lined up to convoy to the park.

“This is like a dream come true,” Carl said. “There’s 

so much to learn about World War II and military 

stuff.

“It’s always been fascinating to me,” he added.

The Jeeps came from the Puget Sound chapter of 

the Military Vehicle Collector’s Club, an organization dedicated to restoring rare and vintage military 

vehicles to their original condition.

Carl would get to ride in a Jeep owned by Jay Ono, 

of Bellevue, Wash.

“My Jeep’s painted and equipped just like my 

grandpa’s was in the war,” Ono said.

Ono’s grandfather, a Hawaii native, was a member 

of the famed 442nd Regimental Combat Team, an 

infantry unit made up entirely of Japanese-American Soldiers. 

Carl climbed in the back of the Jeep, taking his 

place behind the .50.

“This makes me feel large and in charge,” he said 

to a television reporter who was covering the day’s 

events.

The Jeep convoy made its way to the park, people 

along the route waving, cars honking. Those watching weren’t exactly sure what was going on, but a 

line of 70-year-old vehicles tends to get attention.

At the park, Carl and his Family were treated to a 

tour of the powerboat pits, where boats capable of 

more than 200 miles per hour were fueled, maintained, and placed by cranes into the water for their 

races.

Carl even got to meet with some of the powerboat 

drivers, including current national champion Steve 

David.

After lunch at the pits and watching the powerboat time trials, the party made its way back to 

the waiting convoy of Jeeps for the trip back to the 

marina. Jet planes zoomed overhead as the day’s air 

show got underway and made a fitting setting for 

the group’s departure.

Carl and his Family once again climbed aboard 

the PBR. Its fiberglass hull shuddered as the crew 

steered the boat into the lake, once again linking up 

with the Army Reserve tugboat.

With the PBR tied firmly alongside, the tug’s crew 

welcomed Carl and his party aboard. Michaud’s crew 

led the group on a tour of the tug, making their way 

towards the bridge. 

Gesturing to the captain’s seat, Michaud said to 

Carl, “Climb up there.”

Once Carl was “in command” of the tug, Michaud 

gave him a rundown of the instruments, navigation 

systems, and capabilities of the tug. Carl beamed as 

Michaud told him how to steer the tug, set a course, 

and the responsibilities of watching out for other 

boats while on the lake or at sea.

As the afternoon wore on, Mulberry and its new 

“skipper” headed back towards the floatplane base. 

Due to the shallow depth near the shore, Carl and 

his Family got ready to board the PBR again, but not 

before being given a certificate by Michaud to commemorate his voyage.

“This makes it official,” Michaud said.

As the PBR tied up to the dock, the Beaver floatplane was waiting. Once again, the 60-year-old 

aircraft would take to the skies, winging Carl and his 

Family home, and ending a day filled with surprises. 

It was another example of how the Army, Army 

Reserve, and Navy give back to the community – by 

helping make a young boy’s Seafair wish come true.

Volume III, Issue I - 2013 29
Families in the Fight

79th SSC, HHD Named Winner of 2012 

Army Reserve Family Readiness Award 

Every year one Army Reserve Family Readiness 

Group is selected to receive the DoD Reserve Family Readiness Award. The winner is selected based on 

criteria which attempt to determine the unit with the 

best programs to support their military Families.

The DoD Army Reserve Family Readiness Group 

winner of 2012 is the 79th Sustainment Support 

Command, Headquarters, Headquarters Detachment, located in Los Alamitos, CA 

Maj. Anthony Blake, commander of the 79th SSC, 

HHD, said the 79th SSC FRG 

succeeded because of two 

things.

“Enthusiasm and commitment! You have to truly believe in what you are doing 

and want to get others just as 

excited in it as you are,” said 

Blake. “Enthusiasm is infectious and when people around 

you see how excited and committed you about FRG, then 

they are more ready and willing to participate.” 

That enthusiasm and commitment must start with the 

command, said 79th SSC FRG volunteer Rita Beal.

“Command support is critical in building a strong 

FRG program,” said Beal. “When Soldiers know that 

their command truly believes in the value and essential services provided by FRG, then they will be more 

willing and excited to bring their Families to be a part 

of the unit and participate in Family readiness activities.”

The 79th SSC FRG began 2012 with only three members. Through active outreach, membership grew to 

20 by the end of the year. Soldiers and Family members teamed together through the course of year to 

improve Family participation, develop a Family Readiness Plan, establish FRG guidelines, telephone trees, 

and host multiple Family days.

Family Days were one of the greatest venues to 

show Soldiers and Families our enthusiasm and commitment, said Blake.

Only being three years old, the 79th SSC held its first 

Family day event in December 2010. Only four Families attended. Two years later – participation grew to 

more than 110 Families.

“You have to make Family Days all you can,” said 

Blake. “They have to be informative, but they also 

have to be fun. You have to make Soldiers want to 

bring their Families – and have 

Families excited to come.”

Family day events included 

many meaningful, informative, fun, and networking opportunities. Classes were given 

by Employee Support of the 

Guard and Reserve, Red Cross, 

Safety, firefighters and several 

other presenters. 

The presentations were all 

conducted in a round-robin 

format which allowed Families 

and Soldiers to interact with 

each other as well as presenters. 

Beyond the briefings, the FRG sought ways of 

making the Family days entertaining while building 

comradery between the Families, said Beal. These 

included everything from face painting to team karaoke contests. One event hosted local renaissance 

re-enactors, complete with jousting and rope pulling 

contests. 

In addition, the FRG developed and used multiple 

channels to reach, inform and educate Families to 

include the use of Facebook, the Command’s official 

publication, and a comprehensive newsletter which 

was distributed monthly to all Soldiers and Family 

members within the headquarters.

All of these efforts combined resulted in the 79th 

SSC’s FRG nomination for the DoD award.

“The importance of Family 

Readiness Groups can 

never be overstated. 

Family Readiness plays a 

critical role in the health of 

the force and contributes 

immeasurably to the 

overall resiliency of our 

Citizen-Soldiers.”

Lt. Gen. Jeffrey W. Talley, 

Chief of Army Reserve

30 The FALCON
Representatives of the 79th SSC FRG accepted the 

award March 1, at the Pentagon Hall of Heroes. There 

they were presented a commemorative plaque and 

framed certificate from Acting Principal Deputy Assistant Secretary of Defense (Reserve Affairs), Mr. 

Richard O. Wightman. The FRG also received a certificate and cash award to further enhance the unit’s 

Family support programs from the Military Officers 

Association of America. 

“Receiving this award for the Army Reserve was a 

really great honor,” said Beal. “None of us see this as 

individual accolades, but recognition of the tremendous team effort and passion given by all those involved in the 79th SSC FRG program – past and present.” 

Lt. Gen. Jeffrey W. Talley, Chief of Army Reserve attended the event and spoke to the filled room on the 

importance of FRGs. 

“The importance of Family Readiness Groups can 

never be overstated,” said Talley. “Family Readiness 

plays a critical role in the health of the force and contributes immeasurably to the overall resiliency of our 

Citizen-Soldiers.”

Beal said the greatest part of the award was the 

pride in knowing how strong the commitment is to 

military Families from our most senior leaders. 

“They truly understood what immense resolve and 

fortitude has been required from military Families after countless deployments and trainings taking their 

Soldier away for months and years at a time,” said 

Beal. “...and they understood that the Soldiers, Units 

and the military as a whole could not complete their 

mission without the strength and resilience of their 

spouses and children at home.”

Like innumerable FRGs across the Army Reserve, 

the 79th SSC FRG simply does what they can to serve 

their Families, said Blake. 

“We know many other FRGs are out there doing 

just as much or much more than us,” said Blake. “We 

were just fortunate enough to be selected.” 

From left to right, Lt. Gen. Jeffery Talley, Chief of Army Reserve; Linda Talley; Sgt. 1st Class Corey Beal; Rita Beal; Maj. Anthony Blake, Headquarters, Headquarters Detachment Commandant for the 79th SSC; Sara Larson; Sgt. 1st Class Deborah Carter; Master Sgt. Sophia Mendoza; Shelly 

Knapp; and Command Sergeant Major James Lambert, pose in the Pentagon’s Hall of Heroes after members of the 79th Sustainment Support 

Command from Los Alamitos, Calif., received top honors for Reserve Family Readiness.

Volume III, Issue I - 2013 31
We celebrate the birth of the Army Reserve on 23 

April 1908. On this date President Theodore Roosevelt signed into public law Senate Bill 1424, creating 

the Medical Reserve Corps. It authorized the Army to 

acquire a reserve pool of medical officers who could 

be ordered to active duty in the event of an emergency

The Reserve concept grew over the years. First, the 

National Defense Act of 3 June 1916 established the Officers Reserve Corps. 

Then, on 4 June 1920, the National 

Defense Act Amendments established 

the Organized Reserve. 

 The first mobilization of Army Reserve Soldiers occurred in 1916 during the Mexican "Punitive" Expedition 

to capture General Francisco "Pancho" 

Villa with 3,000 Soldiers answering the 

call to duty.

 In World War I, the Army mobilized 

89,500 Army Reserve officers, onethird of which were medical doctors. 

More than 80,000 enlisted Army Reserve Soldiers served, with 15,000 assigned to medical units.

During World War II, the Army mobilized more than 

200,000 Army Reserve Soldiers. Approximately a 

quarter of all Army officers who served in World War 

II were Army Reserve Soldiers. 

The Korean War saw more than 240,000 Army Reserve Soldiers called to active duty. That large number reflected the Army’s need for organized, trained 

personnel in a short period of time. 

While the Korean War was still underway, Congress 

began making significant changes in the structure 

and role of the Army Reserve. On July 9th, 1952, 

these changes resulted in transforming the Organized Reserve into the United States Army Reserve. 

This was followed by the abolishment of the Officers' 

Reserve Corps and the Enlisted Reserve Corps.

Changes continued with standardizing the maintenance and integrity of Army Reserve units with the 

intention of deploying them fully trained and ready 

at the outbreak of the conflict instead of using them 

as a last resort. 

In 1968, the first Army Reserve units were ordered 

to active duty for the Vietnam War. Ultimately, some 

5,900 Army Reserve Soldiers comprising 42 units 

were ordered to active duty, and 3,500 Soldiers in 35 

units went overseas.

In 1973, announcement was made of the Total 

Force Policy, better known as the Abrams Doctrine, 

which placed an increased reliance on reserve component units for rapid deployment to military operations. 

It called for the U.S. to maintain an active force capable of maintaining peace and deterring aggression 

across the globe. Those forces would be 

reinforced, when necessary, by a welltrained and equipped reserve component within a month’s notice.

Although the Army Reserve has been 

involved in several operations since 

the Vietnam War, it was the invasion 

of Kuwait by Iraq in 1990 which led to 

the largest call-up of Army Reserve Soldiers for wartime since the Korean War. 

More than 84,000 Army Reserve Soldiers provided combat support and 

combat service support to the United 

Nations forces fighting Iraq in the Persian Gulf. 

Following Desert Storm and Desert 

Shield, the Army Reserve continued supporting operations around the world to include Haiti, Somalia 

and Bosnia. 

On September 11th, 2001 terrorists attacked the 

World Trade Center in New York City and the Pentagon. Since those attacks, the Army Reserve has mobilized more than 250,000 Army Reserve Soldiers in 

support of the Global War on Terrorism. 

Over the past ten years of persistent conflict, with 

the continual rotation of Army forces, the size of the 

active Army proved insufficient to the demand required. Accordingly, the United States Army Reserve 

has been routinely called upon and filled that need. 

Today’s Army Reserve consists of more than 

200,000 “Citizen-Soldiers,” based within 1,215 facilities located in 701 cities across America. Currently, 

approximately 11,900 of those Warrior Citizens are 

deployed around the world, providing life-saving 

and life-sustaining forces for Joint Force operations. 

The Army Reserve has transformed substantially 

since its humble beginnings in 1908. From a pool 

of doctors to an organization that provides trained, 

equipped, ready, resilient and accessible Soldiers, 

Leaders and Units to the Total Force for the full range 

of operations. 

The Army Reserve Celebrates 105 Years 

Twice the Citizen – Army Strong! 

32 The FALCON
Faith and Family

The Family is the building block 

of any society. Communities and 

institutions (like churches and 

schools) contribute much, but 

none can take the place of the 

Family. 

Strong Families are a 

key to individual resiliency and personal 

Soldier readiness. Positive relationships don’t 

just happen; they are 

the product of commitment, time, hard work, 

and the necessary tools 

and skills to succeed. 

Strong Bonds is the 

premiere relationship 

training program offered by the Army to 

Single Soldiers, Couples, 

and Families. 

Strong Bonds retreats 

are designed to give you 

the tools to strengthen your relationship skills and improve communication in order to develop 

stronger friendships, marriages, 

and homes. 

Soldiers may attend one Strong 

Bonds Single, Couple, or Family 

event per fiscal year, regardless of 

where you happen to be in the deployment cycle. You receive travel, lodging, per diem and TPU pay 

for this training. Spouses and or 

children attend on invitational orders and receive per diem as well. 

There is no cost to you, but the 

benefits can be priceless.

In addition to relationship training it’s important to recognize the 

spiritual component to good and 

healthy relationships. 

The Comprehensive Soldier and 

Family Fitness Program recognizes the spiritual as one of the 5 

dimensions of strength. 

“A person’s purpose, core values, 

beliefs, identity, and life vision are 

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

The strength of our 

Nation is our Army

The strength of our 

Army is our Soldiers

The strength of our 

Soldiers is our Families

the elements that enable 

us to build inner strength, behave ethically, persevere through 

challenges, and be resilient when 

faced with adversity.” 

Studies have consistently shown 

the correlation between personal faith and the health, 

quality, and satisfaction of 

our relationships. Spiritual resources can contribute significantly to the 

personal qualities that are 

needed to build successful 

and enduring friendships, 

marriages and homes. 

The writer of the Psalms 

puts it like this, “Unless 

the Lord builds the house, 

those who build it labor in 

vain”.

Our relational and spiritual well-being requires 

the same kind of time and 

commitment that we give to our 

professional, physical, and technical development. 

The many sided demands of 

military service can cause us to 

give short attention to these vital areas of our lives, but tending 

and nurturing them can produce 

a wellspring from which to draw 

strength and encouragement. 

Strong Bonds is a chaplain-led program which builds relationship resiliency. The Strong Bonds mission is to increase Soldier and Family readiness through relationship education 

and skills training. Four Strong Bond programs exist and apply to the Army 

Force Generation cycle. They are designed to help Single-Soldiers, Couples 

and Families thrive in the turbulence of the military environment. Attendees 

voluntarily participate in an offsite retreat format designed to maximize relationship training impact. The retreat or “get away” provides an emotionally safe and secure training 

environment in which to address the effect of military lifestyle stressors. Learn more and sign up for 

Strong Bonds retreats at: www.strongbonds.org

Key to Resiliency and Readiness

Volume III, Issue I - 2013 33
News and Tools You Can Use

New: Army Doctrine Reference Publication 

The Army Profession

Our nation’s founders developed a republic in which citizens of character work together to 

establish justice, ensure domestic tranquility, provide for the common defense, promote the 

general welfare, and secure liberty. As a result of the founders’ vision, this nation remains the 

boldest and most successful example of freedom and democracy in the world. 

Our freedom and democracy require constant vigilance. Each generation inherits not only the 

privileges and benefits but also the responsibility to protect the Nation from its foreign 

and domestic enemies. Since 1775 our Army 

has played a vital part in guaranteeing the 

common defense of our Nation.

The Army provides the United States with 

the landpower to prevent, shape, and win in 

the land domain. The trust of the American 

People is the bedrock of the Army’s ability to 

provide the required landpower to fight and 

win our Nation’s wars. To continue to earn this 

trust, we must serve the American people as a 

professional Army.

The doctrine contained in this publication 

answers two questions asked in 2010 by the 

Army’s senior military and civilian leaders: 

What does it mean now for the Army to be a 

military profession after more than a decade 

of war? What does it mean now for Soldiers 

and Army Civilians to be Army professionals?

The Army is an establishment of dual character. It is both a governmental institution 

and a military profession. While it is always 

governmental, the Army’s predominant character must be that of a military profession. Five essential characteristics legitimize the Army as 

a military profession: trust, military expertise, honorable service, esprit de corps, and stewardship. Our challenge as leaders of the Army Profession is to ensure that Soldiers and Army Civilians live these characteristics every day.

The Army Profession plays a vital role as a partner with the joint community and other government services that dedicate themselves to serving the Nation. We pursue a noble calling and 

render honorable service. We remain remarkably privileged to provide for the common defense 

of the American people, as we operate to prevent conflict, shape operational environments, 

and win the Nation’s wars.

As Army professionals, we also have a dual charge individually. We are servants of the Nation, 

morally committed by oath to protect America. At the same time, we are citizens whose competence, character, and commitment exemplify the ideals espoused by the Army Ethic while voluntarily serving the Nation. In living the Army Values daily, we are visible and trusted examples 

of the Army Profession for the American people.

 DAVID G. PERKINS

Lieutenant General, U.S. Army

Commanding

Download your copy at: http://armypubs.army.mil/doctrine/ADRP_1.html

34 The FALCON
 Get Connected 

 We Promise 

You’ll Like It! 

Volume III, Issue I - 2013 35

 www.facebook.com/79SSC
News and Tools You Can Use

Over the past ten years of war, the Army 

Reserve has been engaged globally in 

support of our Army and in service to the 

Nation, demonstrating we are America’s 

enduring reserve force of decisive action. 

In order to ensure we can maintain our 

unique capabilities and capacity, it is appropriate to “rally” as we move forward as 

an Operational Army Reserve to Objective 

Army 2020 and Joint Force 2020.

As the 32nd Chief of Army Reserve, I 

serve at the strategic level as the principal 

staff adviser to the Secretary of the Army 

and the Army Chief of Staff on all Army 

Reserve Affairs. Rally Point 32 provides my 

strategic guidance and direction on Army 

Reserve Affairs. As Commanding General, 

U.S. Army Reserve Command, I serve at the 

operational level, commanding all Army 

Reserve troop program units worldwide, 

with total end strength of 205,000 Soldiers 

and over 12,000 Civilians. RLY 32 also provides my operational guidance and direction to my Command Teams and staff.

 The future will require an Army Reserve 

that can enable our Army to Prevent, 

Shape, and Win across a full range of missions. Maintaining an Army Reserve with 

operational flexibility and strategic depth 

will be essential. Reduced resourcing is to 

be expected and this will require continued effectiveness with gained business efficiencies, something Warrior-Citizens are 

well-equipped to do using their civilianacquired skills and experiences. The key to 

success will be maintaining the right force 

mix in our Total Army and keeping balance 

in our personal and professional lives as we 

serve together.

 Thank you for all you do for America’s 

Army and the Nation. We have the best 

Army Reserve in history because of you. 

Twice the Citizen, Army Strong!

Lieutenant General Jeffrey W. Talley

32nd Chief of Army Reserve, U.S. Army

Commanding General, UAR Command

Download a printable legal-size (8 1/2" x 14") version of Lt. Gen. Jeffrey 

W. Talley's vision and strategy document "Rally Point 32" at 

www.usar.army.mil/resources/Media/RallyPoint32_WEB%20v.2.pdf

"The leader considers the use and location 

of rally points. A rally point is a place designated by the leader where the unit moves to 

reassemble and reorganize...Soldiers must 

know which rally point to move to at each 

phase of the mission should they become 

separated from the unit. They must also 

know what actions are required there...” 

 -- U.S. Army Ranger Handbook

Rally Point #32

Strategic Guidance and Direction

36 The FALCON
Volume III, Issue I - 2013 37
News and Tools You Can Use

To the dedicated, talented, and selfless Soldiers, civilians, and Families of the United States Army Reserve, I 

am honored and humbled to have been selected as the 

12th Army Reserve Command Sergeant Major. I am excited about the challenges and responsibilities that lay 

ahead.

As the second largest command in the Army, our mission is to provide trained, equipped, and ready leaders, 

Soldiers, and cohesive units to meet global requirements in support of Unified Land Operations.

Never in our nation’s history has our Army Reserve 

been more indispensable to America’s Army and the nation. After more than a decade of war, the Operational 

Reserve has become an essential part of the Total Force. 

The Army relies heavily on the Army Reserve for our 

technical capabilities that support and enable the Total 

Force in a combat environment.

Going forward, and for the foreseeable future, we will 

operate under fiscal constraints. While I recognize this 

as a potential challenge, I also see opportunities for us 

to effectively and efficiently use the resources we do 

have. We will now have time to slow things down and 

focus more on basic Soldier skills to include individual, Sergeant’s Time, and physical training, 

as well as focusing on leader development. Our Noncommissioned Officers must get back to 

leading Soldiers by establishing and enforcing Army standards. With that, I challenge Noncommissioned Officers to train with the extensive resources they’ve been given and use this time 

to improve themselves individually as well as developing their Soldiers and creating strong, 

cohesive units.

We are a talented, committed, experienced, well-led, and professional force that has come a 

long way in our 105 year history. We have grown from 160 doctors in 1908 to more than 200,000 

Warrior-Citizens today; more than 12,000 of those Soldiers currently support Overseas Contingency Operations. With Soldiers deployed globally, the sun never sets on the United States 

Army Reserve and we must ensure that we Plan, Prepare, and Provide trained, equipped and 

ready Soldiers in support of the Total Army.

As we transition from an Army at War to an Army standing at the ready for the nations call, 

leadership is critical and it must begin with our NCOs. We must provide direction, instill discipline, and hold ourselves and our Soldiers accountable for meeting the Army standards. I believe in each and every one of our Soldiers and their capabilities, and I know our future is bright 

as we face these goals together.

I personally thank each of you for your service to our Nation and look forward to serving with 

you as the Army Reserve Command Sergeant Major.

 “Twice the Citizen”

 LUTHER THOMAS, Jr.

Command Sergeant Major

Command Sgt. Maj. Luther Thomas Jr., 

Command Sergeant Major of the Army 

Reserve and United States Army Reserve 

Command, effective April 30, 2013.

“Letter to the Troops”

by Command Sgt. Maj. Luther Thomas, Jr.

U.S. Army Reserve Command Sergeant Major

38 The FALCON
https://usasma.bliss.army.mil/page.asp?id=9

To download an application, visit:

www.usar.army.mil/resources/ForSoldiers/Pages/Casting-Call.aspx. 

 SSD

Structured Self-Development is a 

defined set of required learning, 

which is progressively sequenced 

across a career, and is closely 

linked to and synchronized with 

operational and institutional domains. SSD is now a prerequisite 

for promotion and admittance to 

NCOES courses.

If you haven’t started your SSD, 

now is the time. Learn more at:

CASTING CALL

 We are looking for highly motivated Army Reserve 

Officers and Enlisted Soldiers to participate and share 

their story. The videos will provide an in-depth look 

into the lives of the people who make up today’s Army 

Reserve - from careers and education to training and 

activities - and to learn how real men and women are 

connecting to a future that’s bigger than their past. The 

intent is to increase awareness of the many options 

available to Soldiers and the benefits 

of serving in the Army Reserve.

Volume III, Issue I - 2013 39
Lt. Col. Arnold V. Strong, 79th Sustainment Support Command

Comprehensive Soldier and Family Fitness is a long-term, enduring initiative that broadens 

the assessment and training of every member of the army beyond the standard physical and 

technical abilities. Psychological strength, like physical strength, does not just "happen"- it 

must be trained, practiced, and refined. Just as everyone enters the army with a variable 

amount of strength in each of the dimensions of strength (physical, emotional, social, 

spiritual, and Family), both the rate of improvement and ultimate achievement will differ for 

every Soldier, army civilian and Family member. With eleven years of demanding ongoing 

deployments and a high operational tempo, coupled with the health of the force issues that 

we face today, a focus on comprehensive fitness has become a readiness mandate.

79th SSC Designated as 1st USAR 

Command to establish CSF2 Program

Ready, Resilient Reserve

commands, training trainers that 

will build a resilient culture for our 

Soldiers, Families and Army civilians.” 

The course, which began on a 

Monday morning in a plenary 

session of fifty students selected by their commanders 

and eleven instructors, commenced with an introduction 

by the Commanding General 

of the 79th SSC, Maj. Gen. Megan Tatu. 

“We, as Army Soldiers, need 

to help each other and you 

are going to be pivotal in this 

effort. What you put into it is 

what you will get out of it. It 

is really important that you 

share the trials and tribulations 

of your lives because there is 

something to be learned in 

everyone’s experience,” she explained before offering her own 

story of what resilience has meant 

to her and her Family. 

“In just a couple of weeks I will 

celebrate four years of being cancer free. I will tell you that if ever 

there was a stressor in my life and 

in my Family’s lives, it was seeing me go through an aggressive 

command of the Army Reserve to 

implement this type of training. 

“What we are attempting to do 

here is to demonstrate how to 

build a ready and resilient culture 

across our command as an example to the greater Army Reserve 

community,” explained program 

manager Master Sgt. Sophia Mendoza. 

“What we’ve done here in San 

Antonio is the first of a series of 

training sessions that we plan to 

host across each of our regional 

The 79th Sustainment Support 

Command was tasked by Lt. Gen. 

Talley, the Commanding General 

of the United States Army Reserve 

Command, to be the first major 

subordinate command to establish a CSF2 program. 

The 79th Sustainment Support Command conducted 

the first ever US Army Reserve 

Resilience Trainer Assistant 

course in San Antonio from 8 – 

11 April, 2013. 

Led by a mix of officers and 

noncommissioned officers 

from the US Army Reserve 

and Army National Guard, the 

course represented the commitment the Army Reserve is 

making to train ready and resilient warrior-citizens and military Families. 

A supplemental trainer that 

supports the Master Resilience 

Trainers (MRTs), RTAs enable their 

MRTs and Commanders to build a 

resilient culture across their units 

as the tactical front line leaders 

with their finger on the pulse of 

the Soldiers that make units thrive. 

The 79th SSC was selected last 

year as the first major subordinate 

40 The FALCON
For more information on 

CSF2, visit http://csf2.army.mil 

and follow us on facebook at 

facebook.com/resilientreserve

The 5 Dimensions of Strength

Physical

Performing and excelling in physical activities that 

require aerobic fitness, endurance, strength, healthy 

body composition and flexibility derived through exercise, 

nutrition and training. The physical dimension also 

encompasses sleep, activity, and nutrition to improve 

personal and unit performance, resilience and readiness. 

 Emotional

Approaching life's challenges in a positive, optimistic 

way by demonstrating self-control, stamina and good 

character with your choices and actions. 

 Social

Developing and maintaining trusted, valued relationships 

and friendships that are personally fulfilling and foster 

good communication including a comfortable exchange 

of ideas, views, and experiences. 

 Spiritual

One's purpose, core values, beliefs, identity, and life 

vision. These elements, which define the essence of 

a person, enable one to build inner strength, make 

meaning of experiences, behave ethically, persevere 

through challenges, and be resilient when faced with 

adversity. An individual's spirituality draws upon personal, 

philosophical, psychological, and/or religious teachings, 

and forms the basis of their character. 

 Family

Being part of a Family unit that is safe, supportive 

and loving, and provides the resources needed for all 

members to live in a healthy and secure environment. 

treatment that took a year out of 

my life,” she explained. 

“There were times when... it 

kicked me. But through that experience, I kept with me a few small 

things.” Holding up a personal 

notebook for the class to see, the 

general showed them an image 

of autumn leaves with the words 

“Give Thanks.” 

The students were then addressed by a special guest speaker, wounded warrior Sgt. 1st Class 

(Ret.) Michael Schlitz. Schlitz, who 

was the sole survivor of an IED attack that killed his entire vehicle 

crew during the Surge in Iraq in 

February, 2006, spoke about his 

experience of getting burned over 

85 % of his body, and losing his 

arms, and many facial features, 

and how he “Hunts the Good 

Stuff” on a daily basis. 

Walking the attendees through 

the incident and its consequences, Schlitz discussed moments of 

doubt and thoughts of suicide 

openly with the group. 

“But this, to me, is the definition 

of resilience: realizing that tomorrow is going to be a better day. 

You know, many people said 

that I shouldn’t go about living my 

life for my guys (referring to his vehicle crew) and I don’t think that 

I am living my life for them. But I 

sure am doing my best to live a life 

that they would be proud of.” 

The course focuses on training 

the tactical methods that build 

resilience through the course of 

instruction from the University of 

Pennsylvania and the US Army. 

The RTAs serve as partners of the 

certified Master Resilience Trainers, or MRTs, in implementing the 

resilience curriculum throughout 

their units. 

This was the first of several RTA 

training sessions hosted by the 

79th SSC, with courses conducted in regions of the four subordinate one-star headquarters of 

the 311th ESC in Los Angeles, the 

364th in the Seattle area and the 

451st in Kansas City, Missouri. To 

date, the command has trainined 

more than 120 RTAs across the 

western U.S. 

These RTAs will facilitate resilience training at the company 

and detachment level, building a 

Ready, Resilient Reserve. 

CSF2 Vision: A Total Army team of physically healthy and psychologically strong Soldiers, 

Families and Civilians whose resilience and total fitness enables them to thrive in both the 

military and civilian sector and to meet a wide range of operational demands.

Volume III, Issue I - 2013 41
Soldiers like to get paid, and they 

like to get their money on time. 

This is where the fine folks at the 

Reserve Personnel Action Center 

come into play.

"If a Soldier doesn't get paid for 

90 days, there's definitely an issue," said Maryanne Southwick, 

supervisor of military personnel 

and administrative specialist for 

the 63rd Regional Support Command and head of the RPAC at 

Patton Reserve Center in Bell, 

Calif.

One of the reasons Soldiers 

sometimes don't get paid in 

a timely manner is because 

units don't always submit the 

proper paperwork as quickly 

as they should, said Southwick.

"If I don't get it, I can't process it," she said.

Proper communication and 

flow of information up and 

down the chain of command 

and through the proper 

channels is the primary 

roadblock creating this 

problem, said Southwick.

"It's all about communication," she said.

Another service the RPAC provides for commands is the ability 

to track Soldier readiness.

"We cover down on personnel 

issues and we support unit readiness," said Southwick. "Leaders are 

looking for certain standards to 

be met and they need numbers to 

determine this. We provide these 

numbers."

One way this is accomplished is 

Story by Sgt. Scott Akanewich, 201st Press Camp Headquarters

Getting Paid... and More

through accurate and timely compilation of statistics.

"One of the biggest challenges 

the RPAC faces is non-participants," said Southwick. "Because 

when Soldiers don't show up, they 

don't get proper training."

Keeping track of this requires 

units to maintain accurate numbers of Soldiers who are not showing up to battle assembly, and 

why, she said.

"Not all units know how to handle this situation," said Southwick. 

"The easy way out is to just mark 

a Soldier down as an unsatisfactory or nonparticipant. We want to 

educate them on how to properly 

reach out to them and find out the 

reasons these Soldiers are missing 

so situational awareness for the 

unit is maintained."

Sometimes, it's just a matter 

of the right person being made 

aware, said Southwick.

"When this happens, we can 

have Soldiers just sitting out 

there as victims because of the 

system," she said. "We want 

to give units the opportunity 

to master the system rather 

than the other way around."

RPAC also tracks the complicated retirement point system, about which there are 

common misconceptions, 

said Southwick.

"For example, some people 

don't realize everyone gets 

15 automatic points per year 

and their retirement years are 

based not on the fiscal year, 

but the month each year their 

contract is set to run out," she 

said. "Sometimes, people worry 

about not getting a 'good year' 

when in fact, they're in no danger 

of doing so."

The bottom line is the RPAC is 

all about customer service, said 

Southwick.

"Definitely, we're here to support the Soldiers and commands," 

she said. "All people have to remember is there is a personnel action that can be used to clear up 

almost any problem - which is why 

we're here."

42 The FALCON
Volume III, Issue I - 2013 43
The 79th Sustainment Support Command, headquartered at Joint 

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

on December 1, 2009 with the mission of providing trained, ready, 

cohesive, well-led sustainment units for world-wide deployment to 

meet the U.S. Army’s rotational and contingency mission requirements 

in support of the National Military Strategy.

Under the command of Major General Megan P. Tatu 

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

Program Unit Soldiers, the 79th SSC executes command and 

control of the 4th, 311th, 364th, and 451st Sustainment Commands 

(Expeditionary). As Operational Command Posts of a Theater 

Sustainment Command – the ESCs plan, coordinate, synchronize, 

monitor, and control operational- level sustainment operations for 

Army Service Component Commands, Joint Task Forces and 

Joint Forces Commands throughout the world.

The 79th SSC

4th ESC

 San Antonio, Texas

311th ESC

 Los Angeles, Calif.

364th ESC

Seattle, Wash.

451st ESC

 Wichita, Kansas