Falcon

Trained, ready, cohesive, well-led 

Sustainment units for world-wide deployment 

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

The

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

4th ESC Deployment Close-Out Report

“They made a difference and made everything count.”

Command Executive Officer

Ms. Andrea M. Breyton

Commanding General

Maj. Gen. William D. Frink, Jr.

Command Sergeant Major

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

Contents

Two Star Notes 4

Soldiers Inducted Into the NCO Corps 6

79th SSC Command Team

A Timed Honored Tradition

364th ESC Deployment Close-Out Report 18

IG: Stewards of the Army Profession 14

Training and the Army Profession

Properly Planned and executed training is Key 8

Planned and executed largest logistical operation since WWII

Transporters Pit for Bragging Rights

Truck Rodeo competition between Army Transporters 10

20

Medical Accountability

Command Medical Advisory Office 16

Culinary Combat

79th SSC cooks collaborate on Connelly Cuisine

Soldier’s Medal awarded (Cover Page)

Soldier saves two children from Burning vehicle 22

24

The Army Profession: by Maj. Gen. William D. Frink, Jr.

2 The FALCON

Standard Bearers since 1777
EO and the Army Profession

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

Quartermaster Liquid Logistics Exercise

The Super Bowl of Petroleum and water operations 26

Volume II, Issue II - 2012

News & Tools You Can Use

Links and Info to What’s Relevant to You 34

79th SSC Public Affairs Office

Mutual dignity and Respect is a must 32

Public Affairs Chief

Sgt. 1st Class Corey L. Beal

Safety Sustainment Board

Know what’s right 40

Laying it on the Line

79th SSC Best Warriors give their all 30

Shoulder to Shoulder

I will never quit on Life 41

The Army ‘Family’ Profession

Families in the Fight 28

The GSA SmartPay Travel Charge Card

Do’s and Don’ts to keep you in the Green 42

Free Legal Services

What you and your Family members are entitled to 43

The Call to Serve

Chaplain, “The heart of any true profession.” 33

Public Affairs NCO

Sgt. Scott Akanewich

Volume II, Issue II - 2012 3
By Maj. Gen. William D. Frink, Jr.

When we think of professions we 

often think of teachers, lawyers, 

doctors, engineers, firefighters 

and police officers. But ask yourself, what makes these jobs a profession? What do all of these jobs 

have in common? 

The list can become long, but 

key similarities are: an entry process where common standards 

must be met, training and continuing education, organization 

and membership, certifications 

and credentials, codes and ethics, 

expectations of excellence, and 

accountability to established standards.

Given these criteria, do you believe the military is a profession as 

well? Can you simply decide one 

day that you want to be a Soldier 

and then become one? 

No, there are standards and criteria which must be met before entry. Once those are met you must 

still complete Initial Entry Training 

and Advanced Individual Training. 

Only then can you be called a Soldier, but it does not stop at that 

point. You must continue your military education, acquire and maintain credentials, abide by codes 

and ethics, live up to expectations 

of excellence, and you are held accountable if you fail to meet the 

established standards.

By all measures the Profession 

of Arms lives up to its name. Furthermore, we as Soldiers in the 

U.S. Army Reserve are honored 

members of the Army Profession 

and are thus held accountable as 

Professional Soldiers. 

As defined by the Center for the 

Army Profession and Ethic, “an 

American Professional Soldier is 

an expert, a volunteer certified in 

the Profession of Arms, bonded 

with comrades in a shared identity 

and culture of sacrifice and service 

to the Nation and the Constitution, who adheres to the highest 

ethical standards and is a steward 

of the future of the Profession.”

The Army Profession Model outlines the key traits which distinguish us as a Profession and serve 

as our institutional and individual 

guideposts. The five pillars highlight our essential characteristics: 

trustworthiness, military expertise, esprit de corps, honorable 

service, and stewardship of the 

Profession. These pillars are based 

upon on a moral and legal foundation and bridged by the trust of 

the American people.

Trust of the American People: 

Mutual trust and respect between 

Soldiers and the American people 

is the life-blood of the Army Profession. We build and sustain this 

trust through living up to our 

shared American values and remaining true to our guiding principles and legal statutes. From our 

inception in 1775, the American 

people have trusted, and must 

continue to trust us to support 

and defend the Constitution, their 

rights, and our Nation’s interests.

Trustworthiness: Trust between 

Soldiers and Leaders at every level 

permeates everything we do and 

achieve as an Army. It is hard to 

appreciate how important trust is 

in our Army and how much trust 

is given until confronted with an 

Army lacking the same fidelity. 

Our unquestionable loyalty and 

integrity to our Nation, our Army, 

and fellow Soldiers is essential. It 

stupefies our enemies and is the 

envy of all other foreign Armies. 

The importance of internal trust 

cannot be overemphasized. 

Military Expertise: Every Soldier has a military occupational 

specialty; some have two or three. 

Earning these specialties was preceded by entry training which 

first taught what it means to be 

a Soldier. Over time this training 

continues to be expanded and improved through additional education, coaching, mentoring, execution and accumulated experience. 

Our expertise as Soldiers and masters of our fields make us the most 

proficient Army in history. 

The Army Profession

Two Star Notes:

“Defining ourselves as a profession and discussing what 

it means to be 

a professional is 

essential to our 

development as 

an institution.”

79th Sustainment Support Command, Commanding General

4 The FALCON
Esprit de Corps: This can be 

summed up as the spirited cohesion and teamwork within a 

unit – with that unit supporting 

the overall mission. Our ability 

to prevail in the most trying of 

circumstances is dependent on 

our ability to be unified, proud 

and unrelenting in our objectives. 

From purifying water to transporting supplies, each of us knows 

and appreciates our individual 

dependence and responsibility. 

This self awareness, more 

than all else, 

drives us to succeed so as not to 

fail those who count on us most – 

our fellow Soldiers.

Honorable Service: Do what 

you say you’re going to do and 

do it the right way. As Army Professionals we voluntarily carry out 

our duties based upon moral and 

legal obligations. We understand 

that our word is our bond, and we 

must perform our duties virtuously within shared American values. 

No less can be expected from one 

another and no less is expected by 

the American people. 

Stewardship of the Profession: 

Stewardship of our Profession 

means holding it and each other 

accountable. When someone or 

something within our Profession 

veers too far off azimuth, we correct it and self-regulate. We continually examine ourselves and 

adapt to changing conditions 

while remaining grounded in our 

time honored traditions so as to 

ensure the Profession’s virtuous 

success. From day one we are told 

to ‘leave it better than you found 

it.’ This mantra not only shapes today’s Army, but secures the future 

of the Army Profession. 

Moral and Legal Foundation: 

John Adams is credited with saying “we are a Nation of Laws – not 

men.” The same can be said for the 

U.S. Army. Our first act initiating us 

as Soldiers is solemnly swearing to 

support and defend the Constitution of the United States against 

all enemies, and bearing true faith 

and allegiance to the same. Few 

other professions take such an 

oath. Our duty and characteristics 

as professionals are based on a 

moral and legal foundation composed of American Values, the 

U.S. Constitution and statutes. We 

as American Professional Soldiers 

must always remain loyal to this 

founding and sacred obligation. 

This framework will help guide us 

into the future. Defining ourselves 

as a profession and discussing 

what it means to be a professional 

is essential to our development 

as an institution. Who we are, what 

we do, and why it matters are all 

productive and necessary conversations. These can only strengthen 

the Army as a whole and ensure 

our continued evolution and improvement.

As Professional Soldiers, I ask you 

to take the time to explore The 

Army Profession Campaign. Read 

the articles, watch the videos and 

discuss it with your fellow Soldiers. 

Make our Army stronger than you 

found it and help ensure its status 

for future generations. 

The Army Profession Model outlines the key traits which distinguish us as a Profession and serve as our institutional and individual guideposts. 

The five pillars highlight our essential characteristics: internal trustworthiness, military expertise, esprit de corps, honorable service and stewardship of the Profession. These pillars are based upon on a moral and legal foundation and bridged by the trust of the American people.

Volume II, Issue II - 2012 5
Seventeen soldiers raised their right hands, thus 

joining a fraternity that dates back to the Continental Army during a Noncommissioned Officer Induction Ceremony held by the 79th Sustainment Support Command in the Liberty Theater at Joint Forces 

Training Base Los Alamitos, Calif., Dec. 1 

The NCO Induction Ceremony is designed to enhance the prestige and esprit de corps of all NCOs. It 

is a special ceremony formally marking the passage 

of a soldier into the Noncommissioned Officer Corps, 

an integral part of the Army’s Profession of Arms.

The 17 NCOs were welcomed 

into the NCO Corps with the respect befitting a group of soldiers 

taking the ceremonial step into 

the breach of Army leadership. 

This ceremony not only represents a promotion in rank, but a 

critical step as they take up the 

mantle of those who came before them in what’s known as “The 

Backbone of the Army.”

Following a video tribute to fallen warriors, the ceremony began 

with a recital of “Boots of the NCO,” 

a poetic look back over the storied history of the NCO 

Corps, symbolized by the different kinds of footwear 

they have worn and where they have tread over the 

decades.

After this, began the ceremonial candle-lighting, 

which symbolizes an important part of military history and the NCO Corps. Three candles were lit, one 

each in red, white and blue. The flames flickered as 

the narration described the significance of each: the 

red candle represents valor, blood, sweat and tears of 

the Army, from the Revolutionary War to the present, 

the white candle represents purity and innocence 

as well as peer spirit and camaraderie and the blue 

candle represents justice. Additionally, the blue represents the strength and mettle of the NCO Corps 

and a refusal to compromise on standards.

Following a reading of the “Origin of the NCO Creed,” 

the event’s guest speaker, Sgt. Maj. Jesse Acosta, retired, stepped to the podium. Acosta served with 

honor for nearly three decades before a mortar attack took his eyesight while on a deployment to Iraq 

in 2006. He has been recognized for having a bill 

passed in Congress and has been requested to appear at the White House by the commander in chief 

to witness it being signed. Several Congress members and city officials have also recognized him for 

his military service and his efforts in seeking just care, 

treatment and benefits for all military service members, veterans and wounded warriors.

“It’s an absolute honor to be here 

with you all, I’m deeply humbled,” 

said Acosta.

Following a brief anecdote from 

when he was promoted to corporal and first became an NCO 

himself, he left the inductees with 

words of wisdom and inspiration 

before he stepped away from the 

podium.

“Always remember we’re here to 

defend our country,” said Acosta. 

“We need the backbone – we 

need you.”

After Acosta was done speaking, 

it was now time for the moment 

of truth. However, first, there was a much-overdue 

honor to bestow.

“Will PV2 Morris J. Page, 314th Infantry Regiment, 

304th Combat Engineer, 79th Infantry Division Regiment, please approach the stage,” bellowed the narrator. Morris, a World War II veteran and Bronze Star 

recipient approached the stage with his wife, Kay. 

Morris, now 88, was drafted and entered the Army 

March 6, 1943.

The narrator continued.

“To all soldiers who wear the 79th Sustainment 

Support Command shoulder sleeve insignia, let it be 

known, that standing before you is a soldier, a World 

War II combat veteran of the European theater that 

served under the 79th Infantry Division. Pvt. Page, in 

keeping with our theme ‘The Army Profession’ and 

on behalf of the Noncommissioned Officer Corps, 

we ask that you accept our humble offer as Honorary 

Sergeant, inducted this day, Dec. 1, 2012.”

A time-honored traditionSoldiers Inducted Into the NCO Corps

“The induction 

ceremony is 

something we 

need to pass on to 

new NCOs. It’s a 

tradition to keep it 

moving forward...” 

1st Sgt. Jose Sandoval,

163rd Ordnance Company

6 The FALCON

By Sgt. Scott Akanewich, 201st Public Affairs Operations Center 
With that, Page was presented with a plaque and a 

79th SSC command coin by Command Sgt. Maj. Robert Roberson, 79th SSC, command sergeant major.

The ceremony continued as sponsors stood oneby-one calling out the names of their respective inductees.

The inductees included Sgt 1st Class Deborah 

Carter, Staff Sgt. Steve Garza, Staff Sgt. Jordan Lamoreaux, Staff Sgt. Rebecca Moorebrooks, Staff Sgt. 

Dustin Wagner, Staff Sgt. Ralph Williams, Sgt. Marie 

Adams, Sgt. Ronald Andries, Sgt. Dane Aragon, Sgt. 

Ernest Azuela, Sgt. Tiffany Bobo, Sgt. Bernice Carcano, Sgt. Krystine Curtis, Sgt. Anthony Gomez, Sgt. 

Benjamin Navarrette III and Sgt. Leon Thomas and 

Sgt. Kyle Mathews.

Each inductee approached the stage, where they 

were presented by a signed copy of the “NCO Creed”, 

a copy of the “Charge of the NCO” and a copy of Field 

Manual 7-22.7, the NCO Guide.

Illuminated by theatrical lighting were larger-thanlife representations of all the NCO ranks, which the 

inductees passed through as they worked their way 

across the stage, as if symbolizing the journey they 

were embarking on as enlisted Army leaders.

Once the NCOs returned to their seats, four enlisted soldiers in the audience stood one-by-one and 

delivered what is known as the “Soldiers’ Request,” 

during which the NCOs are reminded of the duties 

and responsibilities that accompany their ranks. The 

“Charge of the NCO” was then recited by Sgt. Maj. Sophia Petersen.

The inductees then rose from their seats in unison 

and were led in a recital of the “NCO Creed” by Staff 

Sgt. Karen Ardon and Staff Sgt. Sergio Hernandez.

Aragon, an ammunitions specialist with the 163rd 

Ordnance Compan. Aragon, who was promoted approximately three months ago, said he is confident in 

his new role as a leader.

“I’m definitely ready,” said Aragon, who, right after 

he had been promoted to specialist, deployed to Iraq 

in 2009. “I’ve been an assistant team leader for some 

time now and have already been training soldiers.”

The extra experience and knowledge he has already gained from being in a leadership role as a junior-enlisted soldier sets him up for success now that 

he’s wearing stripes, he said.

“I just feel I have a distinct advantage because I already have leadership experience behind my rank,” 

said Aragon.

However, this wasn’t always the case, he said.

According to Aragon, loyalty to his unit, as well as 

respect for others precluded earlier promotion, by 

his own choice.

“I could have ranked up sooner, but I felt there were 

others more deserving at the time,” he said. “Also, I 

didn’t want to be promoted out of my unit.”

After marching across the stage and receiving a 

plaque commemorating his induction and a few 

moments to reflect on the gravity of his accomplishment, Aragon was filled with gratitude, he said.

“I’ve always had nothing but excellent leadership 

who has always shown the way,” he said. “I’m just 

proud to be an NCO, especially for my unit.”

Aragon’s sponsor was 1st Sgt. Jose Sandoval of the 

163rd Ordnance Company, who backed up his newly-promoted soldier. 

“Sgt. Aragon brings a lot of combat experience to 

the table,” said Sandoval. “Now, he’s truly in a position 

to make things happen.”

Sandoval cited the significance of the event overall.

“The induction ceremony is something we need to 

pass on to new NCOs,” he said. “It’s a tradition to keep 

it moving forward and it’s an honor to be here.”

Carter was among the inductees despite the fact 

she joined the NCO ranks nearly two decades ago. 

Despite the vast gap in experience separating her 

from her fellow inductees, a wave of emotion swept 

over her nevertheless.

“It made me proud to be part of the NCO Corps all 

over again,” said Carter. “After all, at the end of the 

day, we’re like one big family.”

Carter claimed she enjoyed taking part in a ceremony such as this more now than she would have all 

those years ago.

“I might not have appreciated it as much back then 

because I didn’t know yet what it really meant to be 

an NCO,” she said. “When you first get promoted, you 

don’t really know what you’re getting into.”

Carter offered one piece of advice she 

would pass along to the young NCOs to 

her left and right during the proceedings.

“Never bow down and always 

stand up for what you believe in,” she said. 

Perhaps Roberson put it 

best by succinctly summing 

up the true essence of 

the NCO and all he or she 

stands for.

“I hope the message today is clear,” he said. “The 

NCO is here to stay, the 

NCO is here to execute 

and the NCO is here on 

your behalf.”

Volume II, Issue II - 2012 7
By Col. Clifford A. Brown, Assistant Chief of Staff - G7

Training, properly planned and executed, is central to sustaining the Army Profession. Keeping the cultural identity of the Army centered in professionalism, rather than bureaucratization, requires our active cultivation of six essential characteristics. This article aims to provide you a starting point for thinking about 

the ways training supports professionalism, briefly addressing four of the essential 

characteristics: internal trustworthiness, expertise, esprit de corps, and stewardship.

Commanders exercise mission command to give subordinates latitude in determining how to 

train their units to achieve the desired end state, building trust and initiative in subordinates. 

However, the commander must be involved in unit training and leader development. The commander’s guidance, presence, and feedback are critical to building trust in the unit and demonstrating the importance of unit training and leader development.

ADP 7-0, 19: Training Units and Developing Leaders

Trust between Soldiers binds individuals 

into resilient units, but it cannot accomplish 

missions nor generate high levels of unit effectiveness. That comes from the trust that 

Soldiers have with their leaders. Trust between a superior and a subordinate is the 

second critical aspect of trust; without it, 

Soldiers will not follow orders except from 

fear of consequences.

ADP 1: The Army, 2-4. 

*Internal trustworthiness*

To earn and retain the trust of the American people, we must sustain the internal trustworthiness 

that is earned daily among all Army professionals 

(uniformed and civilian) both vertically and laterally across the force. Reflecting on several exercises 

shows how this works.

The Army Reserve Finance community created Diamond Saber and made it such a valuable exercise 

that Active Component Finance units use it as their 

culminating training event before deploying. Active, 

National Guard and Reserve Finance Soldiers train 

side-by-side, creating vertical and lateral trust. 

For decades, the Army Reserve and Active Component Petroleum Groups traded executive agent duties over Petroleum Oil and Lubricant Exercise, now 

Quartermaster Liquid Logistics Exercise, in which 

Army Reserve liquid logisticians provided live fuel 

storage, transportation and quality assurance/quality control. The customers have been Navy, Army and 

Air Force; again building trust across the force. 

More recently, the Warrior Exercise and Command 

Suport Training Exercise exercise series have attracted the attention of Active Component logisticians, 

seeking quality training that is unavailable in AC 

maneuver brigade-centric exercises. 79th SSC units 

routinely are called upon to provide logistical support to National Training Center and Joint Readiness 

Training Center rotations. 

The key take-away here is that trust is continuously 

earned. As the 79th SSC Command Training Guidance states, “commanders’ active participation in 

planning and execution of collective training is essential to unit success.” Proper planning and good 

pre-execution checks set units up for success, proving themselves trustworthy as they train alongside 

units from all components.

8 The FALCON
*Military Expertise*

The Army Profession has unique expertise in the effective and ethical generation of land combat power. 

Because we are a profession uniquely focused on the 

disciplined application of lethal force, self regulation 

in each member of the force is necessary. 

While logisticians bring technical skills and standards that cross military and civilian boundaries, 

we separate from civilian logisticians as we must be 

prepared to deal with lethal threats to our mission. 

This is why Army logistical Soldiers are disciplined, 

physically and mentally tough, trained and proficient 

in their warrior tasks and drills. Leaders aggressively 

pursue completion of PME so they are best prepared 

to train their units and to anticipate the logistical requirements of supported commands.

*Esprit de Corps*

Realistic, tough, relevant training informed by the 

After Action Review process gives Soldiers a qualitative and quantitative basis for confidence in themselves and their unit. Think about the times you and 

other Soldiers left Battle Assembly or Annual Training 

feeling like a winning team. That is a genuine basis 

for esprit de corps.

*Stewardship*

 Leaders practice stewardship of our most valuable 

resource, Soldiers, by ensuring they have the right 

expertise for future deployments, have the best prepared leaders both today and a decade from now, 

and have an Army Reserve every Soldier, Civilian and 

Family can be proud to be part of. 

Training does more than develop technical 

expertise. It encourages Army leaders to exercise discretionary judgments without close 

supervision. Given the nature of modern land 

operations, this ability is critically important 

because of the lethality of what we do. The 

failure of individual Army professionals to 

make the right decision can be devastating, 

particularly in an omnipresent information 

environment. The Army Values shape and 

bind Soldiers’ and Army Civilians’ discretionary judgments. We strive to ingrain a strong 

professional ethos, one of trust, honorable 

service, and high esprit de corps, in parallel 

with our technical expertise.

ADP 1: The Army, 2-12

Leader development will be the focus of another 

Falcon edition in a few months. In the context of the 

Army Profession, it is easy to see that professionals 

seek and promote among themselves continuing 

improvement in the skills and knowledge expected 

of anyone called a “professional.”

We impart our professional knowledge 

through training and education at both individual and unit levels. Doctrine expresses 

a common body of knowledge that Soldiers 

and Army Civilians use to educate and train. 

Individual education maintains professional 

knowledge across generations. Individual 

and unit training transform knowledge into 

expertise—a high level of skill in applying 

knowledge in actual situations. 

ADP 1: The Army, 2-11

Effective leaders conduct operations while 

exercising mission command (addressed in 

ADP 3-0 and ADP 6-0). Employing mission 

command in training encourages risk-taking, initiative, and creativity in subordinates, 

while staying within the commander’s intent. 

ADP 7-0, 38: Training Units and Developing Leaders

Soldiers learn stewardship of Army resources during training. Leaders and subordinates 

are responsible for protecting resources, 

including people, time, individual and organizational equipment, installation property, 

training areas, ranges, facilities, and funds. 

Good stewardship avoids costly and unnecessary expenditures for replacements and 

helps ensure that people and equipment are 

available and ready to deploy.

ADRP 7-0, 2-15: Training Units and Developing Leaders

References: 

Army Doctrine Publication 1: http://armypubs.army.mil/doctrine/DR_pubs/DR_a/pdf/adp1.pdf

Army Doctrine Publication 7-0: http://armypubs.army.mil/doctrine/DR_pubs/DR_a/pdf/adp7_0.pdf

Army Doctrine Reference Publication 7-0: http://armypubs.army.mil/doctrine/DR_pubs/DR_a/pdf/adrp7_0.pdf

Volume II, Issue II - 2012 9
Transporters Pit for Bragging 

Rights at Truck Rodeo

Thirty-two Soldiers from six companies competed in 11 events 

over the course of two days with 39 trophies at stake. But in 

the end, the only number that mattered was 211. 

The 211th Transportation Company, a subordinate 

unit of the 304th Sustainment Brigade, brought 

home the first place trophy in a Truck Rodeo, a 

skills competition between Army transportation units, held at Fort Hunter Liggett, Calif., in 

May. 

“This is the first time our unit has ever participated in anything like this,” said Spc. Jeff 

Goforth, a member of the winning team. 

“We’ve all been truck drivers for years and 

enjoyed the friendly competition.”

The rodeo pitted driver versus driver, 

company versus company, and brigade 

versus brigade as the 304th tried to 

earn trophies and bragging rights over 

their sister brigade, the 650th Regional 

Support Group. 

10 The FALCON

By Sgt. Tracy Ellingsen, 304th Sustainment Brigade Public Affairs

“They couldn’t beat us with one tire, what makes 

them think they can beat us with four?” 

Sgt. John Daniel, 711th Transportation Company
The competition began on the evening of May 4 

with a written exam focused on operations and maintenance of the Army’s workhorse, the High Mobility 

Multi-Wheeled Vehicle, commonly referred to as the 

Humvee. At the conclusion of the written exam, each 

four-man team was asked to chose a team name. 

Some of the favorite names chosen included the 

Misfits, who came in eighth place; Team Hot Sauce, 

who finished fourth; and Team Edward, who sparkled 

their way to a third-place finish.

On May 5, the day of the driving events, the Soldiers made their way to the competition field by 7 

a.m. with gloves, reflective belts, helmets and all of 

the other tools of their trade. Like athletes preparing for a championship, the teams walked around 

the field, studying the different events, and deciding 

which competitor was most apt for each challenge. 

In addition to a written test and one maintenance 

event, the Soldiers competed in a decathlon of transportation events including loading and unloading 

of an Army Wrecker, backing a Humvee and trailer 

in a straight line, speeding through a “serpentine” 

of plastic barriers while driving a flat-bed truck, and 

accelerating the Army’s version of a semi-truck to 30 

miles per-hour before quickly coming to a stop in the 

shortest distance possible while driving. 

Thirty second penalties were added to team’s 

scores for safety violations including hitting barriers, 

driving with arms or elbows out the window, or failing to turn the headlights on before driving. 

The competition was held round-robin style with 

the teams rotating amongst the different events. 

However, the first event, the Humvee tire roll, was 

done head-to-head in order to set a competitive vibe. 

Rodeo Continued on Page 12

Volume II, Issue II - 2012 11
All Soldiers rolled a Humvee tire through a slalom of 

orange cones before handing it off to the next member of their team. The goal was to get all four members of the team through the course in the shortest 

amount of time. Team Edward, from the 711th Transportation Company, came in first in the tire roll, and 

the trash talking quickly followed. 

“They couldn’t beat us with one tire, what makes 

them think they can beat us with four,” said Sgt. John 

Daniel from the 711th as the teams prepared for the 

rest of the competition. 

At the end of the competition, the participants, 

scorekeepers and commanders gathered for a barbecue and awards ceremony. After dining on hamburgers and hot dogs, the teams prepared to hear 

the day’s results. 

First, second and third place individual trophies 

were given out in each category. Then came the moment the competitors had been waiting for since 

the beginning of the competition. The overall team 

trophies had been taunting the competitors from a 

table in the middle of the rodeo field since the first 

round. Teams had talked about how they would 

make room in their Humvees for the large trophy 

when their team was announced as the first-place 

winners. But of course, there could be only one team 

that took home first. 

Team “Cutter” of the 211th Transportation Company, earned the first place title with a total combination of their individual scores, team events, physical 

training scores and weapons qualification results. 

Rodeo Continued from Page 11

12 The FALCON

“We stayed motivated. We were tired and a little 

dehydrated, but we stayed positive.” 

 Sgt. Jose Salazar, 730th Transportation Company
The other seven teams left with their heads 

held high, knowing they had done their best. 

“I’m very proud of the Soldiers I took,” 

said Sgt. Jose Salazar, a team leader in 

the 730th. “We stayed motivated. We 

were tired and a little dehydrated, but 

we stayed positive.” 

Salazar was so impressed by the event 

that he plans to hold a mini Truck Rodeo 

at his unit to increase morale and sharpen 

skills. Now that the teams have all participated 

in their first rodeo, they know what skills to train 

on in preparation for next year.

“Of course everybody says it, but we mean it,” said 

Salazar. “Next year, we’re going to take home the first 

place trophy.”

Volume II, Issue II - 2012 13
Stewards of the 

Army Profession since 1777

 Since the early years after the 

birth of the American “Army Profession,” the Inspector General has 

served alongside commanders in 

the field ensuring Trust, Trustworthiness, Honorable Service, Espirit 

de Corps, Military Expertise and 

Stewardship. 

Before there was a formalized 

branch structure as we know it 

today, there was an IG present on 

the General Staff. He was charged 

with the development and maintenance of combat formations 

capable of defeating numerically 

and technologically superior foes 

like the British Army in the Revolutionary War. 

From Lt. Gen. Friedrich von Steuben to today’s sitting Army Inspector General, Lt. Gen. Peter M. Vangjel, IGs have made their mark on 

the Army Profession through the 

four core functions of inspection: 

assistance, investigation, teaching 

and training.

The French Army provides us 

with the first examples of IGs in 

Western culture. In 1668, IGs of 

infantry and of cavalry were appointed, with the principal duties of reviewing the troops and 

reporting to the king. Louis XIV 

expanded the system to include 

geographical inspectors. They examined everything within their 

sphere of influence. Soon, military 

inspection became an essential 

aspect of all modern armies.

The U.S. Army IG System was 

born during the Revolutionary 

War. The Continental Army, when 

formed in 1775, was a disorganized array of militia from different 

states. They possessed no uniformity in organizations, procedures, 

drills, appearance, or equipment. 

The Continental Army’s leadership was also not comparable 

to the good, solid officer leadership of the British Army, and Gen. 

Washington was not satisfied with 

the training and readiness of his 

diversified forces.

By the time of the American 

Revolution, the appointment of 

inspectors, at least in functional 

areas, was an established routine 

in European armies. The tactics 

of the day, volley fire and massed 

bayonet charges, required stern 

discipline and extensive drill and 

training. It followed that commanders needed a close look at 

the units and their readiness.

On Oct. 29, 1777, Washington 

met with 14 general officers and 

decided among other things that 

an IG for the Army was desirable. 

The IG would superintend the 

training of the entire Army in order to ensure troop proficiency 

and common tactics. He would be 

the commander’s agent to ensure 

tactical efficiency of the troops, 

that of tactical competence. The 

duties envisioned were those of a 

“drill master general” or a “mustermaster general.”

At the same time, the Continental Congress recognized the need 

for an IG to provide it with information concerning a significant 

public investment. Therefore, the 

Congress understandably wanted 

an agent in the Army to help in accountability for the military investments. It also wanted assurances 

the military would remain subordinate to its authority.

This parallel IG requirement created tension between the military 

and the civilian authorities. Washington’s preference for an IG answerable only to the Army chain 

of command prevailed, and subsequently inspectors general were 

ordered to report to the Commander in Chief. 

On Dec. 13, 1777, Congress created the Inspector General of the 

Army. The Congressional resolution directed that the Inspector 

General would: review the troops; 

see that officers and Soldiers are 

instructed in exercise maneuvers 

established by the Board of War; 

ensure that discipline be strictly 

observed; and ensure that officers 

command properly and treat Soldiers with justice 

The first effective U.S. Army IG 

was Von Steuben. Von Steuben, 

a former captain in the Prussian 

Army, was recruited for the American Army in Paris by Benjamin 

Franklin in 1777. Franklin recognized the quality of von Steuben, 

but was concerned that Congress 

wouldn’t accept a captain for such 

a position of responsibility. 

Lt. Gen. Friedrich von Steuben, recognized as the 

“Father of the Inspector General System,.”

14 The FALCON

By Lt. Col. Matthew France, 79th SSC Inspector General 
So Franklin “doctored” von Steuben’s resume in order to present 

him as a former lieutenant general, a grade he knew would be acceptable to Congress.

Von Steuben was accepted as 

the IG of the Army on a trial basis 

by Washington. He reported to 

duty at Valley Forge in February 

1778. He spoke no English, but 

learned quickly and impressed 

everyone with his hard work to 

improve the training, drills, discipline, and organization of the 

Continental Army.

In May 1778, he was officially appointed IG of the Army with the 

rank of major general. Congress 

also appointed two ranks of inspectors general under him, providing us the first IG organization.

Many of the Continental Army’s 

regimental colonels resented bitterly the efforts of the IG, whose 

duties as outlined by Congress 

included “to report all abuses, neglect and deficiencies to the Commander-in-Chief.” 

It was von Steuben’s character, 

tact and genius that overcame a 

great deal of this resistance and 

as such, set the precedent for the 

manner and behavior for future 

IGs. He is recognized as the “Father 

of the Inspector General System,” 

and significantly influenced our 

Army’s ability to fight and win. 

This influence is still present today and is embedded in the six 

principles of the Army Profession: 

Trust, Trustworthiness, Honorable 

Service, Esprit de Corps, Military 

Expertise and Stewardship.

Today’s IG is a critical part of the 

Army Profession. From its inception in the Revolutionary War, to 

today’s global conflict in the war 

on terror, the IG continues to be 

a part of ensuring the U.S. Army’s 

current and future dominance in 

the art of land warfare.

Trust: Today’s IG assists supported command teams by serving as their “eyes, ears and conscience.” Maintaining the trust and 

support of the American people requires disciplined formations, 

acting in accordance with established rules and regulations, upholding the high ethical and moral standards expected by the 

American Citizen of its armed forces. 

Trustworthiness: The IG works with commanders to solve 

problems at the lowest level possible, empowering the chain-ofcommand and ensuring trust up and down the chain. The IG also 

serves to notify commanders of issues requiring special investigation in order that the integrity of the chain of command and 

of those serving it is irreproachable. The IG is in impartial fact 

finder; when questions arise on policy, procedure or regulation 

the commander must rely on his or her IG for assistance. The IG 

specifically serves to build trust in the chain of command at all 

levels. 

Honorable Service: The IG is a selfless servant who takes an 

oath to uphold the standards of the Army and serve the Army 

Inspector General and his Commander. His or her four functions 

(Assistance, Inspections, Investigations and Teach and Train) are 

focused primarily on ensuring the high readiness of their supported command for combat and that those assigned therein 

adhere to the Army Values and Soldier’s Creed.

Esprit de Corps: The IG advises their Commanders on unit morale and works to inspire excellence within supported formations 

through research coupled with open and honest feedback. 

Military Expertise: The IG is the commander’s gauge to monitor and improve military expertise. Through the IG Inspection 

Function, the commander selects a topic of interest or concern 

and charges the IG to inspect. Upon conclusion the IG provides 

a report with uncensored findings and recommendations to the 

commander. It’s through these findings the IG makes a positive 

impact on supported formations by providing commanders a 

“window” into problem areas or processes and a “way ahead” to 

improve them; directly impacting command wide expertise.

Stewardship: The corps function of the Revolutionary War IG 

was to police the profession every day in order to maintain military proficiency and moral and ethical standards. It is through 

the IG Assistance and Investigatory functions that today’s IG accomplishes the same and ensures Stewardship. Representing the 

Command but advocating for its Soldiers allows the IG and their 

supported commander access to issues at unit level that can be 

resolved before they become mission inhibitors or cause failure. 

If a command’s actions are above board it should never fear the 

IG; if a command strays from Army policy, standard or regulation 

the IG serves to show the organization the proper way forward. 

Volume II, Issue II - 2012 15

*Portions of this article were extracted from “The Inspectors General of the United States Army 1777-1903” (US Government Printing Office, Washington, DC.
Command Medical Advisory Office

Medical Accountability on

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

In most jobs today, employers require pre-employment physicals and the Army Reserve is no different. 

Employers also require employees to perform annual 

occupational health physicals. Again, the Army Reserve does this as well by ensuring all Soldiers receive 

an annual Periodic Health Assessment. Additionally, 

the Army Reserve requires an annual dental examination and routine immunizations. The Army Reserve 

performs these services to ensure Soldiers are fit and 

ready for duty. 

To assure occupational safety and health, the Army 

Reserve utilizes a pre-deployment 

health assessment, a post-deployment health assessment, and 

post- deployment health reassessment. All of these assessments are 

intended to make sure you the 

Soldier is medically ready to deploy and redeploy in good health. 

It is the responsibility of the Army 

Reserve Soldier to maintain his or 

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

controlling weight. AR Soldiers are responsible for 

seeking medical advice and treatment quickly when 

they believe their physical well-being is in question. 

Soldiers must report to their unit commander any 

change in their health status that impacts on their 

readiness status. 

All Soldiers are responsible for providing the unit 

commander all medical documentation, including 

civilian health records and completing the annual 

Physical Health Assessment. Civilian health records 

documenting a change which may impact their 

readiness status will be placed in the Soldier’s military health record. Soldiers are encouraged to monitor their own medical readiness through the Army 

Knowledge web site, which provides customized details and easy-to-use links. 

Maintenance of physical fitness and medical health 

is an individual responsibility in the military, particularly with reference to preventable conditions and 

remediable defects. Soldiers have an obligation to 

maintain themselves in a state of good physical condition so they may perform their duties efficiently. 

Soldiers must seek timely medical advice whenever they have reason to believe a medical condition 

or physical defect affects, or is likely to affect, their 

physical or mental well-being, or readiness status. 

Soldiers should not wait until the time of their annual PHA to make such a condition or defect known. 

Soldiers are responsible to seeking medical care and 

report such medical care to their unit commanders. 

This reporting includes civilian health care received 

off-duty. Civilian health records 

documenting a change which may 

impact their readiness status will 

be placed in the Soldier’s military 

health record.

The command to which a Soldier is assigned to is responsible 

for ensuring Soldiers complete all 

medical readiness requirements. 

(i.e. annual PHA, dental exam, dental treatment, immunizations and Post-Deployment 

Health Reassessment). Commanders are responsible 

for ensuring each Soldier’s medical readiness status 

is properly-coded in personnel systems and the appropriate follow-up action occurs. 

In order to determine medical standards for different positions of responsibility and to ensure Soldiers 

are medically-qualified to perform the duties of that 

job, the Army has developed a medical profile indicator, known as the physical profile serial system. 

The physical profile serial system is based primarily 

upon the function of body systems and their relation 

to military duties. The profile is a designator that a 

qualified medical representative gives a Soldier because of a medical condition. The profile restricts or 

limits a Soldier’s activities (temporarily or permanently) and serves as guidance to the Unit Commander 

of that Soldier’s physical capabilities. Commanders 

must view electronic profiles every 30 days to determine the medical readiness of unit personnel.

The standard for determining fitness is whether 

the medical impairment precludes the Soldier from 

It is the responsibility 

of the Army Reserve 

Soldier to maintain 

his or her medical 

and dental fitness.

16 The FALCON
reasonably performing the duties of his or her office, 

grade, rank, or rating. Worldwide deployability is 

considered in determining fitness, but the inability to 

perform the duties of office, grade, rank or rating in 

every geographic location and under every conceivable circumstance is not the sole basis for a finding 

of unfitness. Deployability may however be used as 

a consideration.

Commanders may refer Soldiers to a Medical Treatment Facility when they believe they have a medical impairment which impacts duty performance. If 

this examination indicates the Soldier falls below the 

medical retention standards, the Soldier will generally be referred for a duty related Medical Evaluation Board or a non-duty related Physical Evaluation 

Board.

The Integrated Disability Evaluation System relies 

heavily on the performance data provided by the 

Soldier’s immediate commander. The provision of 

complete and accurate data regarding Soldier performance enables the Physical Evaluation Board to 

make better fitness determinations.

Soldiers are disciplined, physically and mentally 

tough, trained and proficient in warrior tasks and 

drills. Soldiers always maintain their arms, equipment, and themselves.

As a society of Warrior-Citizens who have accepted 

the call to defend the Nation, we owe it to the people 

of the United States, your fellow Soldiers, and most 

importantly, yourselves to be physically fit and medically healthy. Take medical readiness seriously and 

get your annual medical and dental exams. Your 

good physical health will someday help you and your 

battle buddy when you need it the most – in theater. 

You can easily access My MEDPROS at http://mymedpros.army.mil or from the readiness stoplights displayed on your AKO homepage. From there you can view and print copies of your Individual Medical Readiness, completed profiles, as well as any health assessments. 

At a glance:

 USAR Medical Readiness 

Medically Ready (MR 1 and 2)

70% -125,172 Soldiers

Temp profile/dental 3 (MR 3A)

10% -18,075 Soldiers

No PHA or Dental (MR4) 

16% 30,997 Soldiers 

Pregnant (MR 3B)

3% 5,603 Soldiers

P3/P4 MND (MR 3B)

9% - 17,216 Soldiers

As of 23 JULY 2012 

Source: MEDPROS

Volume II, Issue II - 2012 17
Capt. Christopher Larsen, 364th ESC

 During the closing months of Operation New Dawn, the 364th ESC 

planned and executed the largest logistical operation since World 

War II. By land, sea, and air, Soldiers of the 364th ESC helped set the 

stage for the future of sustainment operations in the Middle East.

test, brilliantly performed the job they deployed 

for, and most importantly, gotten American Soldiers 

back home.”

The 364th wasn’t scheduled to deploy for some 

time when it received its mobilization orders in 

March 2011. However, with the looming drawdown 

of forces from Iraq, the Army saw the need to get an 

expeditionary sustainment command on the ground 

in Kuwait to oversee the operation.

The 364th ESC's mobilization date was set for July 

28, just four months after its alert. At that time, the 

History was made when the 364th Expeditionary 

Sustainment Command cased its colors on Camp Arifjan, Kuwait, July 16.

The 364th ESC, a U.S. Army Reserve unit headquartered in Marysville, Wash., returned from its overseas 

deployment in late July, ending a yearlong mobilization that saw the unit grow in size from less than 70 

to more than 275 Soldiers.

“This is truly a historic day for the 364th ESC’s Soldiers,” said Brig. Gen. Jonathan Ives, the unit’s commanding general at the time. “They have met the 

18 The FALCON

364th ESC 

Deployment Close-Out Report
unit was at about half the authorized strength it 

would need for deployment. Human resources managers at the 364th went into action, searching personnel rosters from units across the country to find 

Soldiers with specialties the unit would need to fulfill 

its historic mission.

"The biggest challenge was in finding personnel 

not only qualified for the duty position, but also had 

recent or actual hands-on experience," said Col. John 

Sweeney of Seattle, the 364th's personnel officer.

After mobilizing, the 364th spent six weeks training 

at Fort Bliss, Texas, before arriving in Kuwait on Sept. 

16, 2011. Once on the ground, the unit fell under the 

1st Theater Sustainment Command, an Active Army 

headquarters overseeing sustainment operations in 

the Middle East.

Maj. Gen. Kenneth S. Dowd, commanding general of the 1st TSC at 

the time, said the 364th ESC was 

specifically deployed to Kuwait to 

assist in the sustainment mission 

and drawdown from Iraq.

In an October 2011 interview 

with Military Logistics Forum, 

Dowd said, “We now have the right 

amount of manpower at the right 

place to support the upcoming 

historic drawdown of Soldiers and 

equipment from Iraq.”

Once established in Kuwait, the 

364th took charge of the responsible drawdown of 

forces from Iraq. A second command post was established at Camp Virginia to handle the thousands of 

convoys bringing troops and equipment through on 

their way home.

On Oct. 21, 2011, President Barack Obama announced that all U.S. troops would be out of Iraq by 

year’s end, and 364th operations shifted into high 

gear. Working around the clock, the unit’s Soldiers 

tracked every piece of equipment that came over the 

border at Khabari Crossing.

Dozens of convoys, going north and south, in and 

out of Iraq came through the crossing almost daily. 

The 265th Movement Control Team from Joint Base 

Lewis-McChord, Wash., had the job of verifying that 

everything was correct for all cargo, trucks and drivers going between Iraq and Kuwait.

“We track the convoys as they come north and 

south,” said Sgt. Daniel Long, of Nashville, Tenn., a 

movement non-commissioned officer with the 265th 

MCT, “and we help facilitate the paperwork up to our 

higher so that they are aware of what convoys are 

coming through.”

As October rolled into November and December, 

the 364th’s Soldiers quickened their pace. With the 

deadline approaching, there were still thousands of 

troops and pieces of equipment left in Iraq. Although 

the President had set a Dec. 31 deadline, the 364th 

wanted to finish quicker, and Ives issued a simple directive.

“Get ‘em home for the holidays,” he said.

A big part of getting Soldiers home was the theater 

gateway personnel assistance team at Camp Virginia, 

which was led by 1st Lt. Jill O’Dell.

"We have the best mission in theater," O’Dell said 

last fall. "We get to send Soldiers home to their families every day. We are reuniting 

families. I honestly do not know of 

a better job in theater. My Soldiers 

work with pride, because they 

know that we are making history 

and they are a part of it."

As a subordinate element of the 

364th, the gateway helped move 

more than 68,000 troops and other personnel home from October 

to December.

In the early hours of Dec. 18, 2011, 

the last military convoy from Iraq 

rolled through Khabari Crossing, 

closing an almost nine-year-long 

chapter of American military history. The Soldiers 

of the 364th Expeditionary Sustainment Command 

helped make it happen – two weeks ahead of schedule.

During the closing months of Operation New Dawn, 

the 364th ESC planned and executed the largest logistical operation since World War II. By land, sea, and 

air, the unit’s Soldiers helped set the stage for the future of sustainment operations in the Middle East.

The 364th’s efforts helped save the American taxpayer millions of dollars, Ives said.

“Just by curtailing units, we saved more than $22 

million in payroll alone from January to March of this 

year,” he said.

When the 364th got back to the states on July 16, 

Ives said his Soldiers had validated the Army Reserve’s goal to be an operational force.

“I’m incredibly proud of them,” said Ives. “Now, we’re 

all looking forward to getting home to our families. 

We couldn’t have done this without their love and 

support.”

" I honestly do not 

know of a better job 

in theater.My Soldiers 

work with pride, 

because they know 

that we are making 

history and they are a 

part of it."

1st Lt. Jill O’Dell 

Theater Gateway Personnel 

Volume II, Issue II - 2012 19
During the course of their deployment, the 4th ESC was responsible 

for moving and distributing more than 421.7 million gallons of JP8 

jet and diesel fuel, delivering more than 45.3 million lbs. of mail, recovering $16.8 million dollars worth of property, and maintained 

control of a $983.5 million dollar Afghan Truck 

Contract which traveled 115.6 million total miles.

20 The FALCON

When the 4th Sustainment Command (Expeditionary) headquartered in San Antonio, Texas, stepped 

off the aircraft May 13, it ended their year-long deployment as the Joint Sustainment Command-Afghanistan, a logistical super power that supported 

all coalition forces in the area.

As the JSC-A, the 4th ESC was responsible for all the 

logistic operations within the Afghanistan theater of 

operations. 

Then commanded by Brig. Gen Les J. Carroll, the 

4th ESC overcame numerous obstacles and achieved 

their mission without fail. Carroll said this was a great 

source of pride for him and is reason for every one of 

these Army Reserve Soldiers to hold their heads high.

“It’s a wonderful sense of pride I have for these Soldiers behind me” said Carroll as he walked toward 

the terminal leading the way. “They are true warriors 

and the heros of this command for what they have 

accomplished.”

The more than 250 Army Reserve Soldiers composing the 4th ESC earned the gratitude of more than 

130,000 coalition forces due to their hard work and 

creativity in accomplishing a complex and vital mission. 

4th ESC 

Deployment Close-Out Report

Staff Sgt. Gary Hawkins, 4th ESC Public Affairs
Volume II, Issue II - 2012 21

The difficulty of the mission increased tenfold when 

one of the main ground supply routes through the 

Pakistani mountains suddenly closed producing a 

logistical nightmare four months into their tour. The 

4th ESC logistical steam engine had to kick into high 

gear to not only keep all coalition forces supplied by 

rolling through other avenues, but they had to maintain that tempo in one of the most logistically-challenged countries in the world. 

In spite of challenges and setbacks, no combat operations were delayed or compromised at anytime 

due to lack of logistical support. 

“It’s not an easy job being responsible for all logistical operations in Afghanistan, but they did it 

with precision and professionalism,” said Maj. Gen. 

William D. Frink, Jr., Commander, 79th Sustainment 

Support Command. “They 

did this on both operational and strategic levels 

with amazing results and 

staggering numbers.”

“The unit's accomplishments are mind boggling,” 

said Maj. Clint Barnes, 4th 

ESC Supply and Services 

Deputy Chief in Afghanistan. 

“We managed billions of 

dollars worth of supplies 

and increased the logistical footprint in one of the 

most severe combat environments on the planet 

after a huge setback early in the deployment,” said 

Barnes. 

According to the JSC-A supply volume, the 4th 

ESC spent 298 days in theater and was responsible 

for moving and distributing more than 421.7 million 

gallons of JP8 jet and diesel fuel, more than 45.3 million lbs. of mail and recovering $16.8 million dollars 

worth of property. They also maintained control of a 

$983.5 million dollar Afghan Truck Contract that traveled 115.6 million total miles and most of that over 

unpaved mountainous roads despite truck and driver shortages.

Barnes continued to explain how fuel supplies 

reached an all-time high with food and water supplies remaining more than plentiful for all coalition 

forces which created a surplus by their tour’s end. 

“The 4th ESC faced nearly every ‘worse case’ scenario, including the closure of a main Pakistani access route,” said Barnes. “The weight restrictions on 

convoy loads and the reduced availability of Afghan 

drivers on some very dangerous routes made it even 

more difficult. But our Soldiers deserve all the accolades they have received for a job well-done and to a 

very successful mission accomplishment.”

“You truly are the best in the Army Reserve and deserve all the recognition possible for the sacrifices 

you have made,” said Frink, during their Welcome 

Home Warrior Citizen Ceremony. “You can hold your 

heads high with pride knowing that you not only 

made a difference, but 

you did it second-to-none 

and I thank you for the significant contributions you 

all have made in the War 

on Terrorism.”

The 4th ESC accomplished a very complicated and difficult mission 

made worse by circumstances beyond their control but they found a way 

to keep the supplies rolling throughout Afghanistan explained Barnes. 

“We spent a little over 

10 months as the Joint 

Sustainment CommandAfghanistan, managing 

the sustainment operations in one of the most 

logistically-challenged countries in the world. We 

were not only able to keep up with the supply and 

demand but created new avenues to achieve those 

goals,” said Barnes. ”Simultaneously, a herculean effort was put forth throughout the tour by the 4th ESC 

and some of the Nation's most tenacious Army Reserve logisticians.”

During their Transfer of Authority ceremony at 

Kandahar Air Field, Afghanistan, Maj. Gen. William E. 

Rapp, then deputy commander-support for United 

States Forces -- Afghanistan, thanked the 4th ESC for 

their hard work and diligence during their tour.

“As the 4th ESC reflects over their past 12 months 

they can take great pride in their numerous accomplishments and find solace in the fact that as simple 

as it may sound, they made a difference and they 

made everything count,” said Rapp. 

“We spent a little over 10 

months as the Joint Sustainment Command-Afghanistan, managing the 

sustainment operations in 

one of the most logisticallychallenged countries in the 

world. We were not only able 

to keep up with the supply 

and demand but created new 

avenues to achieve those 

goals.”

Maj. Clint Barnes, 

4th ESC Supply and Services Deputy Chief in Afghanistan. 
22 The FALCON

Sgt. James B. Bennett was presented the Soldier’s 

Medal for exceptional heroism during an Awards 

Ceremony at the El Monte, Calif., U.S. Army Reserve 

Center, Saturday, Sept 8.

The Soldier’s Medal was awarded to Bennett for his 

actions in Fresno on Jan. 28, when he and his father, 

James D. Bennett, saved the lives of two children by 

pulling them from a burning car.

Narration of the event read in part, “Sgt. Bennett 

and his father stopped to render aid when the vehicle containing the family burst into flames. Sgt. Bennett and his father without regard to their own safety, began to struggle to release the two children from 

their car seats. Sgt. Bennett was able to unwrap the 

young girl from her seat belt and free her. He took 

the girl to safety and turned to the car so he could 

help his father try to free the boy. They were unable 

to release the seatbelt holding the boy. After desperately trying, they were able to use a pocket knife to 

cut the belt and free the boy. They then tried to free 

the mother and father as the flames grew, but were 

unable to get them out....”

Unfortunately, the parents were already killed on 

impact, but the two children, one-year-old Saleena 

Lopez and two-year-old Paul Lopez, were saved with 

no permanent injuries.

The Bennett family has remained an important part 

of the children’s lives since the accident as made apparent during the ceremony by a crowd of the attending Lopez family and the two saved children 

who were never seen more than a few steps away.

"They asked us to be the Godparents like within 

days of the incident," said Bennett.

He and his wife baptized and became Godparents 

to Saleena. Bennett's father became the Godfather of 

Paul Lopez.

Maria Lopez, the children's aunt, said Bennett and 

his family visit often, traveling five hours from Southern California to Central California where the children 

now live with their grandparents who are currently 

going through the process of adopting the toddlers.

Bennett shrugs off most of the attention insisting 

his reaction was the same anyone would have had.

"I think any Soldier would react the same way," said 

Sgt. Bennett. “You never forget what you learn.”

"I was just on vacation wearing shorts and a basketball t-shirt," he said. "When we first stopped, I didn't 

know what to expect."

Still, he knows that his actions and that of his father, 

saved two lives that night.

"If we hadn't stopped, by the time the next car 

drove by, it would have been too late, he said."

During the ceremony, Bennett was overwhelmed 

by the attention given him by the community, dignitaries and his new unit, the 250th Transportation 

Company. This was Bennett's first day in the 250th 

and back in the Army Reserve after leaving active 

duty two months ago.

"All these people were here to see me? I did not 

expect that," said Bennett, highlighting his humble 

demeanor.

Bennett’s former commander, Col. Carolyn Birchfield, commander of the 402nd Field Artillery Brigade, headquartered at Fort Bliss, Texas, flew to California to present the award.

"I think it was incredibly important to be here in 

person,” said Birchfield. "The Soldier's Medal is a very 

rare thing."

The Soldier's Medal is only presented to individuals 

who distinguish themselves by heroism, not involving conflict or the enemy, but involving a personal 

hazard or danger and voluntarily putting their life at 

risk. It is given precedence above the Bronze Star and 

just below the Distinguished Flying Cross.

With tears in many of their eyes, the Lopez family 

stood side-by-side with Bennett and his family as the 

award was pinned on.

Maria Lopez, who was attending her first military 

ceremony, said she was thinking about her sister, the 

children’s mother, the entire time.

"Thanks to him, we still have the kids," she said.

Story and photos by Sgt. Tracy Ellingsen, 304th Sustainment Brigade

Soldier’s Medal Awarded to Savior 

 of Two Children from Burning Vehicle 

(Front Cover, Background) Sgt. James B. Bennett stands at attention after being presented the Soldier’s Medal during an Awards Ceremony at the 

El Monte, Calif., U.S. Army Reserve Center, Sept 8. The medal was awarded for exceptional heroism when he and his father, James D. Bennett, saved 

the lives of two children by pulling them from a burning car. See all the photos at www.flickr.com/photos/79thssc/sets/72157631491112752/
Volume II, Issue II - 2012 23

“Sgt. Bennett and his father 

stopped to render aid when 

the vehicle containing the 

family burst into flames. Sgt. 

Bennett and his father without regard to their own safety 

began to struggle to release 

the two children from their car 

seats. Sgt. Bennett was able 

to unwrap the young girl from 

her seat belt and free her. 

He took the girl to safety and 

turned to the car so he could 

help his father try to free the 

boy. They were unable to release the seatbelt holding the 

boy. After desperately trying, 

they were able to use a pocket knife to cut the belt and 

free the boy. They then tried 

to free the mother and father 

as the flames grew, but were 

unable to get them out....”

Excerpt from official narration of event.
The Connelly Awards are held annually to recognize 

excellence in the preparation and serving of food in 

both garrison and field environments. The objective 

is to improve professionalism of food service personnel, thus providing the best quality dining experience for Soldiers.

 The center of this environment is the 

Mobile Kitchen Trailer, a 6,000-lb. portable unit capable of feeding 250-300 

Soldiers per meal.

As the savory smells of cooking 

began to mix with the fragrant 

scent of the surrounding greenery, 

Staff Sgt. Greg Sovick, 137th QM 

Co., 311th ESC, food operations sergeant and noncommissioned officerin-charge of the proceedings, moved 

around the site, making last-minute 

combat checks to ensure everything 

was good-to-go for his Soldiers to commence with the competition.

According to Sovick, choosing the right 

site is absolutely critical in determining 

the ultimate outcome regarding not 

only the food service quality, 

but also proper positioning for the equipment 

from both tactical 

and technical 

standpoints.

Camouflage netting augmented the trees of Whittier Narrows Park accompanied 

by the sights and sounds of Soldiers busily moving about in anticipation of the 

day’s oncoming battle. Yet, this was to be a conflict fought not with machine guns 

and grenades, but spatulas and serving spoons as the 137th Quartermaster Company, 311th Expeditionary Sustainment Command, participated in the 2012 Philip A. 

Connelly Awards Competition in El Monte, Calif. May 6.

Culinary Combat 

79th SSC cooks collaborate on Connelly cuisine

“The critical part is choosing a site,” said Sovick. “We 

look at factors such as level ground for cooking and 

drainage for the MKT, as well.”

The MKT requires an area of approximately 30 ft. by 

30 ft. to operate safely and correctly, but that’s not all, 

said Sovick.

“In a tactical environment, we would get the MKT 

up-and-running in order to begin serving meals as 

soon as possible,” he said. “But, then we would continue setting up everything else required, such as the 

sanitation tent, for example.”

Sovick knows from experience the challenges as 

well as the importance of running a tight program 

from when he was deployed in 2003, when his unit 

was attached to the 101st Airborne Division during 

the initial stages of the Iraq invasion.

“We moved forward with the initial elements and 

eventually ended up at Logistics Support Area Diamondback in Mosul,” said Sovick. “We were serving 

800 Soldiers per meal.”

The lunch menu of the day consisted of Sweet-andSour Chicken, Chicken Egg Drop Soup, Lyonnaise 

Rice, Vegetable Stir-Fry, Spring Salad and Yellow Cake 

with Lemon Butter Cream Frosting.

Before the cooks began frantically cooking up the 

food to meet their serving time deadline of noon, an 

in-ranks inspection was conducted for the five Soldiers about to ascend into the MKT to begin their 

quest for culinary perfection. 

Spc. Brian Serrano, Spc. Carlos Mojica, Spc. Noah 

Burke, Pfc. Stan Grinewski and Pfc. Luis Canizal formed 

a rank before Sovick as he meticulously moved from 

one Soldier to the next, checking the cleanliness of 

their hands, the length of their fingernails and to ensure the only jewelry worn was the authorized wedding band, if applicable. Not even dog tags are permitted to be worn while cooking. Once the troopers 

Spc. Vanessa Herrera, 137th QM Co., moves a container of vegetables 

during the 2012 Philip A. Connelly Awards Competition in El Monte, Calif. 

May 6.

24 The FALCON

By Sgt. Scott Akanewich, 201st Public Affairs Operations Center 
were given the all-clear from Sovick, they moved out 

and began what they had come for.

 Watching every bit of the proceedings like a 

hawk was Chief Warrant Officer 4 Danny Tindle, U.S. 

Army Reserve Command, food service technician 

and evaluator.

 “We’re looking to ensure everything is set up 

properly according to the field manual,” said Tindle, 

who has been judging Connelly events since 2008. 

“But, they also have a schedule they have to adhere 

to.”

Although he admitted the final product on the 

plate is important, Tindle acknowledged the taste of 

the day’s fare is only half the battle – literally. There 

are 1000 total points available to be awarded, but 

only 500 of them relate to the actual food itself.

“Of course, the food is very important,” he said. “But, 

we’re also looking at overall Soldier acceptability.”

What this means, said Tindle, is how the food is 

presented on the plate, all the way to checking the 

garbage cans to see how much food is being thrown 

away – a certain measuring stick of the appeal of the 

meal.

Mistakes will be made along the way, but it’s how 

the Soldiers rebound and drive on with the mission 

that counts, he said.

“It’s not what happens, it’s how you recover from 

it,” said Tindle. “If you burn a cake, bake another one.”

Another important ingredient for success is the 

option the cooks have of adding to the recipe they 

are preparing to give the dish that extra, little kick 

in the form of a dash of spices here or a sprinkle of 

garnishments there.

“The cooks work off specific recipe cards and must 

prepare the meal to standard,” said Tindle. “They can 

certainly enhance the recipe, but can’t subtract from 

it.”

Despite the fact the emphasis for the event was on 

the cooking contest, this was also an opportunity for 

the entire unit to come together and train in a field 

environment, said 1st Lt. Trevor Snyder, 137th QM 

Co., 311th ESC, commander.

“This is a scenario-driven exercise,” 

said Snyder. “We’re a completely 

self-sustaining unit, so we 

brought everything we need in a field environment according to 

our Mission-Essential Task List. We also have a brandnew MKT and field sanitation unit. What we have organically was crucial.”

According to Snyder, there was also a community 

dynamic that had to take effect for the event to come 

off correctly.

“We went out and got all the proper permits, including those for weapons,” he said.

Sgt. 1st Class Christopher Marmolejo, 137th QM 

Co., 311th ESC, first sergeant lauded the efforts of his 

troops in making the event happen.

“Our outstanding Soldiers and NCOs hit the ground 

running and have been at it non-stop,” said Marmolejo. “Everybody out here are battle-brothersand-sisters. They know the cooks are the knights-inshining-armor, but they’re doing everything they can 

to support them.”

One of the rock stars on the day was Spc. Brian Serrano, a cook with the 137th, who recognized and appreciated the support he and his fellow warriors of 

the wok had from all the other Soldiers in the unit.

“If we didn’t have the support of the entire company, we would have failed,” said Serrano, an 11-year 

veteran who has deployed twice to Iraq in his career.

The most nerve-wracking time is the final few moments before their customers begin to file up the 

steps to the serving line, he said.

“It’s definitely the most nervous time,” said Serrano. 

“When Soldiers want to eat, they want to eat.”

Get more information on the Phillip A. Connelly Competition as well as Army Food Service 

Programs worldwide by visiting the Joint Culinary Center of Excellence at 

www.quartermaster.army.mil/jccoe/jccoe_main.html

 A 137th QM Co. Soldier pulls security during the 2012 Philip 

A. Connelly Awards Competition in El Monte, Calif. May 6.

Volume II, Issue II - 2012 25
Elements of the 79th Sustainment Support Command participated in the U.S. Army Reserve’s 2012 

Quartermaster Liquid Logistics Exercise in San Pedro, Calif. and Fort Huachuca, Ariz. June 4-29.

QLLEX serves as the Army Reserve’s premier liquid logistics exercise and replicates theater-level 

petroleum and water operations to include storage, 

production and distribution. Simultaneously, participating quartermaster petroleum and water units 

provide real-world petroleum and water support to 

real-world customers.

“The purpose of QLLEX is to ensure we can establish strategic-level operations to maintain a logistical support system in theater,” said Command Sgt. 

Maj. Danny Whittemore, 372nd Quartermaster Battalion, 4th Expeditionary Sustainment Command, 

who had 90 Soldiers participating under his watch 

in San Pedro. “We need the capability to conduct 

multi-echelon and joint operations.”

According to Whittemore, QLLEX also allows Soldiers to work side-by-side with their civilian counterparts, which is critical to success in theater.

“An exercise like this allows Soldiers to work and 

interact with Department of Defense personnel, 

which is very essential to the task at hand,” he said. 

“As a result, we can establish a proper foundation 

for command-and-control to dispatch fuel from 

points-of-entry to customer units. Basically, we act 

as wholesale distributors.”

One advantage of holding QLLEX in a highly-populated area such as Southern California is the crews 

get real-world training as they navigate their fuel 

convoys from their base in greater Los Angeles to farflung locations across the region such as Joint Forces 

Training Base Los Alamitos, Camp Pendleton, Marine 

Corps Air Station Miramar and El Centro Naval Air 

Station, which encompass Orange, San Diego and 

Imperial Counties.

For the convoy crews, the training is invaluable, said 

Sgt. Jonathan Bates, 348th Transportation Company, 

311th Expeditionary Sustainment Command.

“Delivering fuel to all the different locations allows 

us drivers to become better familiarized with our 

trucks and tankers,” said Bates. “It’s definitely good 

training because it’s a challenge that provides good 

experience. It’s not every day we get to do this.”

In other words, it lets truckers do what they do best.

“It’s great just to be behind the wheel,” said Bates.

Integral to QLLEX is the fact these petroleum Soldiers are working with and handling the real stuff, 

said Lt. Col. Lawrence Leon, 418th Quartermaster 

Battalion and QLLEX commander at Fort Huachuca.

“This is exactly how they would perform deployed 

to a theater of operation,” said Leon. “This is the only 

time these Soldiers actually touch, test and work with 

real petroleum products while training.”

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 goes anywhere, it must 

be tested by a petroleum quality assurance team to 

ensure there are no contaminants. 

“You’re touching aviation-quality fuel. If an incident 

occurs, the first thing they look at is the fuel. It is very 

critical,” said Leon. “Those guys really have to be on 

top of their game, and they have been.”

According to Leon, the Fort Huachuca QLLEX site 

was the first to be operational and the first lab to be 

certified and operational, having already completed 

more tests than any QLLEX location in the country.

“The way I referred to this with all of the Soldiers, 

I said, ‘Your AT is your Super Bowl,’ Leon said. “Plan 

Quartermaster Liquid Logistics Exercise:

The Super Bowl of petroleum and water Operations

By Sgt. Scott Akanewich, 201st Public Operations Center and Staff Sgt. Todd Pruden, 301st Public Affairs Detachment

Pvt. Jimmy Smith, 316th Quartermaster Battalion, 4th ESC, tests the purity level of a fuel sample at the 2012 Quartermaster Liquid Logistics 

Exercise in San Padro, Calif. June 26. QLLEX serves as the Army Reserve’s 

premier liquid logistics exercise and replicates theater-level petroleum 

and water operations to include storage, production and distribution.

26 The FALCON
your Super Bowl and then backward plan everything 

based on that because this is where you make your 

mark. This is your Super Bowl.” 

Additionally, getting everyone on the same sheet 

of music in preparing for and carrying out the various 

missions is another obstacle, said Whittemore. 

“One of the biggest challenges is to integrate a task 

force of this size when we have units from Washington to Missouri and everyplace in-between participating,” he said. “Although Army doctrine for running 

fuel ops is the same across the board, each unit has 

their own version they’ve adjusted to meet their respective operational and tactical needs.”

While the truckers may be the stars of this travelling road show, there are Soldiers behind-the-scenes 

who toil away in anonymity, but are just as crucial to 

mission success.

Tucked away in a tiny corner of the compound was a 

small tent covered with camouflage netting attached 

to a large vehicle. A small group of Soldiers quietly 

went about their business while the seemingly endless line of convoys rolled in and out of the base carrying their precious, highly-flammable cargos amidst 

a mixture of dust clouds and diesel fumes. However, 

despite the furious operations tempo surrounding 

them, the entire exercise could come to a screeching 

halt at any given time if these Soldiers found discrepancies in their work.

For they are the fuel testers, without which no vehicle rolls and no haul is delivered. In order for fuel to 

be distributed and used, it must be of pure content 

and that is what these Soldiers do as they mix various 

liquids and solutions to determine just that.

“Our job is to ensure the quality of all the fuel that 

comes and goes from here can be used for its intended purpose,” said Staff Sgt. Gerril Billy, 316th Quartermaster Battalion, 4th Expeditionary Sustainment 

Command, petroleum lab technician. “Bad fuel will 

deadline a vehicle immediately.”

The benefits of QLLEX for Billy and his fellow lab 

techs are they get the opportunity to practice and 

hone their skills in a field environment, he said.

“In between deployments, this gives us more of an 

understanding of what our mission downrange is 

and what the results are if we’re not successful,” said 

Billy.

Fuel must be at a minimum 98 percent level-of-purity for it to be usable. However, all is not lost if fuel 

becomes contaminated, which can occur whenever 

it is transferred between containers if accidentally 

mixed with other grades.

“Any time it changes hands from where it’s being 

stored is the biggest risk of contamination,” said Billy, 

who added the general rule is if fuel is transparent, 

it’s usually good, while an opaque appearance raises a red flag. “But fuel can always be re-claimed and 

brought back to standard with additives.”

As far as the overall aspect of QLLEX 2012, it was a 

smashing success, said Whittemore.

“We’ve been highly-successful coming together as 

one functional command,” he said. “We’ve been very 

vigilant and maintained acute situational awareness.”

During the course of the entire exercise, approximately 800,000 gallons of fuel was transported across 

the region, with the convoys logging approximately 

30,000 miles through the badlands of Southern California.

Whittemore once again stressed the cohesion created during the exercise as being one of the biggest 

benefits.

“One of the most realistic aspects was all the units 

from different battalions were able to come together 

and accurately replicate an overseas scenario,” he 

said. “It provides our Soldiers with a sense of familiarity even when unknown expectations are placed 

upon them. They know what to expect and what is 

expected of them.” 

Soldiers with the 877th Quartermaster Company out of Albuquerque, 

N.M., attach a fuel hose to a fuel tanker during the U.S. Army Reserve 

2012 Quartermaster Liquid Logistics Exercise at Fort Huachuca, Ariz.

Volume II, Issue II - 2012 27
Families in the Fight

The Army Profession

Either through necessity or perseverance, Army Reserve Family Members receive a transference of the 

five Essential Characteristics of the Army Profession . 

Through daily personal experiences, challenges 

and lifestyles, as well as multiple Army Family Programs, Family Members of all ages and demographics build up their own “inner-pillars” of what it means 

to be part of a profession. 

Trustworthiness, Military (or Military-Family) Expertise, Esprit de Corps, Honorable Service, and Stewardship of the Profession are all essential characteristics of each Family Member and Family Program Staff. 

Strong pillars take time to plan, develop and are built 

on a solid foundation. In this case, it is the foundation 

of Moral, Legal, American and Family Values, the U.S. 

Constitution and Values.

One such program which builds these characteristics into some of our youngest Army Reserve Family Members is the Youth, Leadership, Education and 

Development (YLEAD) Summit. Yes, even our kids 

have these and many more programs to build pillars 

into their lives upon the foundations that Army Families build.

The purpose of Y-LEAD is, “to support the readiness and well-being of geographicallydispersed Families by reducing the conflict between 

parental responsibilities and mission requirements,” 

for teenagers 14-17, including tenets like skill development for quality-of-life, platforms for relevant 

issue discussion and introducing community-based 

civic involvement and service, networking 

with peers and adult advisors, adaptation to 

change, knowledge development and completion of a Youth Learning Project. 

Leadership is just one class and in this 

particular session, they learn about the five 

competencies that make a leader: communication, teamwork, personal identity, professionalism and project management. The other classes offered expand 

on these competencies through communication, decision-making, working with 

others and accepting differences.

In May, a Y-LEAD Summit was held in 

San Diego, Calif. and hosted 45 Army Reserve teens - many of whom were Family Members of the 79th SSC. 

Story by Sherry Rallis, 79th SSC Community Outreach Assistant - Contractor

Courtesy photos: West Coast Youth Leadership, Education and Development summit May 10-13, San Diego, Calif.

Family

28 The FALCON
Event Coordinator and CYSS staff - contractor, Ann 

Nacino said events like these are incredibly important in helping military teens avoid feeling isolated. 

“What we hear the most is that youth are grateful 

to have had the opportunity to connect with teens 

who are like themselves - military children who are 

geographically-dispersed, living in a community that 

doesn’t necessarily understand military culture and 

lifestyle,” said Nacino. “They meet lifelong friends and 

are able to sustain these relationships thanks to technology or follow-on events.” 

The classes taught valuable skills and created highly motivated participants, she continued.

“We’ve also heard from parents who say their teen 

is motivated to get more involved,” said Nacino. 

“Whether that’s in the Army Reserve through the 

Teen Panel or in the community by volunteering.” 

Watch for 2013 YLEAD summits for the Army Reserve Teen in your area. 

It’s important to remember that along with Soldiers, Army Families have also experienced a decade 

of growth and trials. Spouses, parents, loved ones, 

siblings and community members have all adapted, 

assessed and adjusted to become stronger. 

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

For information on these and other CYSS events visit www.cyssevents.com 

Just as for Soldiers, multiple programs have grown 

to build “inner-pillars” of support for Army Families. 

Family Members and dependents can build resiliency, collaboration, synergy and contact hundreds 

of partners through primary RESOURCES such as: 

Fort Family Outreach & Support Center: 

Help@ArmyFamily.org or 866-345-8248. 

Army OneSource: 

www.Armyonesource.com or 877-811-2769

Military OneSource: 

www.militaryonsource.gov or 800-324-9647 

 Through these resources you can find assistance 

and join a multitude of ongoing programs such as 

Army Family Team Building Classes and Master Resiliency Training. Army Families are also encouraged 

to take advantage of local unit Family Readiness 

Groups, Unit Family Days, as well as locally-offered 

training and morale-building activities.

Whether national resources, local unit support 

channels or Army Reserve Family Programs Staff, assistance is always available to provide you additional 

ways to grow, get more information, or get you the 

support needed.

Volume II, Issue II - 2012 29
Spc. Jonathan Chacon traversed the terrain of 

the land navigation course, climbing hills, crossing 

rivers, negotiating spurs and draws with skill and 

athleticism. His path was winding once he had 

plotted his points. However, he found all of them in 

the time allotted. Tired, but undeterred, he returned 

to the start point psyched for the next event.

It was this kind of mental and physical strength that 

carried Chacon through the trials and tribulations 

he would face over four grueling days to take 

home the trophy for top honors amongst juniorenlisted Soldiers at the 2012 79th Sustainment 

Support Command Best Warrior 

Competition at Fort Hunter Liggett, 

Calif. April 23-26.

The Best Warrior Competition is 

a test of Soldiers’ mental, physical 

and emotional toughness and 

endurance. It includes a vast 

array of events designed to test 

tactical and technical ability 

and knowledge, ranging from 

an Army Physical Fitness Test to 

weapons qualification, to a board 

appearance. The competition 

is divided into junior-enlisted 

and noncommissioned officer 

categories, with the winner of each 

moving on to the next level. In this 

case, the seven Soldiers assembled were vying for 

a spot in the U.S. Army Reserve BWC Finals at Fort 

McCoy, Wisc. in July. 

Chacon, of the 163rd Ordnance Company, 311th 

Expeditionary Sustainment Command, will now 

move on to represent the 79th SSC at this event.

According to Chacon, he knew he needed work 

on his land navigation skills, based on his results at 

the 311th BWC, in which he didn’t fare as well as he 

would have liked in that specific event.

 “I just wanted improvement from last time,” said 

Chacon, a La Puente, Calif. native. “I just tried to 

remember something my sponsor told me – ‘Slow is 

smooth, smooth is fast,’ and to really think it through 

this time.”

Not only did Chacon discover all four points during 

the day land nav, but also unearthed two-of-three on 

the night course.

On his heels the entire competition was Spc. 

Carlton Joyner, 191st Combat Sustainment Support 

Battalion, 96th Support Brigade, who was neckand-neck with Chacon from the first event of the 

competition, the Army Physical Fitness Test, all the 

way up to the finish line.

 Sgt. Donovan Brunkalla, 163rd Ordnance Company, 

311th Expeditionary Sustainment Command, who 

was Chacon’s sponsor, was aware of the Soldier who 

was stalking his Warrior, he said.

“We knew Joyner was right there with us,” said 

Brunkalla. “We even thought we were behind 

because he kept out-pointing us 

by a few on each event.”

 Joyner scored the maximum 50 

points on the APFT, while Chacon 

put 47 on the board.

Excellent by most standards, 

but not by his, at least for this 

competition, said Brunkalla.

“He finished the run third at 

12:10, but was disappointed 

because he knew he could do 

better,” he said.

At the same time the juniorenlisted Soldiers were chasing 

glory, noncommissioned officers 

were engaged in a battle of their 

own for a trip to the finals.

Sgt. 1st Class Daniel Alexander, 96th Sustainment 

Brigade, 79th Sustainment Support Command, 

proved to be king of the asphalt, winning both the 

APFT run and the six-mile road march, with his lanky 

frame and long strides leading him to victory in both 

events.

“I knew my road march and APFT would be strong,” 

said Alexander. “But, I also knew with the caliber of 

Soldiers out here, there would be some who would 

be stronger than me at certain events, so I wasn’t 

overconfident.”

It would be a mental approach that would serve 

Alexander well over the course of the competition, 

for there were the inevitable barriers and obstacles 

to overcome on the road to victory.

 “I need to improve on my weapons qualification 

and combatives,” he said.

Alexander also pointed out a factor that made the 

Laying it on the Line

79th SSC Best Warriors Give Their All

 “I just wanted 

improvement from 

last time. I just tried to 

remember something 

my sponsor told me 

– ‘Slow is smooth, 

smooth is fast,’ and to 

really think it through 

this time.”

Spc. Jonathan Chacon

163rd Ordnance Co., 311th ESC

30 The FALCON

By Sgt. Scott Akanewich, 201st Public Affairs Operations Center 
competition tougher for all the Warriors compared to 

the previous, lower-level competitions they had won 

to get to this point.

“It was very challenging,” said Alexander. “I got a lot 

less sleep and not much time to rest between events.”

Alexander also praised his sponsor, without whose 

help, he couldn’t have done it, he said.

One of the marquee events of the entire 

competition was Modern Army Combatives. Bodies 

twisted and tangled on the mat as the Warriors 

grappled frantically to gain an advantage over their 

opponents. 

 Once all the blood and sweat had been shed, 

Sgt. Gustavo Negrete, Headquarters, Headquarters 

Company, 79th Sustainment Command, was the last 

man standing with his arm raised in triumph after 

vanquishing one tough opponent after another.

Negrete, who won the MAC event at the 

USARC Finals last year, showed he hadn’t 

lost the fire by fighting his way through four 

grueling matches including defeating Spc. 

Ethan Riley of Joint Special Troops Support 

Command in the overall showdown after 

finishing off Cpl. Michael May of the 11th 

Military Police Brigade in the NCO final.

Negrete said he was brimming with 

belief in himself after beating May, who 

he gave up approximately five inches 

and 30 pounds to. 

“I figured if I could beat him, 

there was no doubt I could beat 

my next opponent,” he said. “It 

established a solid foundation 

of confidence.”

Following the physical 

beating the Warriors 

endured during the first 

three-plus days of the 

competition, it was now 

time to shine in military 

dress uniforms and put 

their best foot forward 

for a written exam, essay 

and finally the board 

appearance.

After this, it was all over 

but the shouting.

The Warriors returned 

to their barracks, 

knowing finally they 

had run the gauntlet – 

mentally, physically and 

emotionally- drained 

after four straight days of tactical and technical 

testing.

Once the winners were announced at the awards 

luncheon, the spoils belonged to the victors, while 

the vanquished were left to think about what might 

have been and where they need improvement.

However, the main theme behind the competition 

is not necessarily to win a trophy, but to gain valuable 

knowledge and experience Soldiers can build on 

and pass along to their peers upon returning to their 

respective units.

For Chacon, the entire competitive journey is to 

ultimately prove something, he said.

“Reserve Soldiers are just as good,” he said, “and this 

is a point that needs to be proven.” 

Spc. Jonathan Chacon, 163rd Ordnance 

Co., 311th ESC, toughs out the terrain 

during the Road March event of 

the 2012 79th SSC Best Warrior 

Competition at Fort Hunter 

Liggett, Calif. April 23-26.

Volume II, Issue II - 2012 31
By Ms. Rita Cossio, 79th SSC Command Equal Opportunity Advisor

Soldiers and civilians are an integral part of the Army 

Profession campaign. These entities work together to 

achieve mission success and support leaders across 

the nation. To achieve this success, there needs to be 

mutual respect for one another. 

A respectable workplace is a productive workplace. 

Building a team that works together and in synchronization towards the same goal will strengthen our 

forces, make Soldiers and Civilians feel enriched and 

at the same time understand the importance of taking care of themselves and each other thus strengthening the Army’s posture and our American Values.

Equal Opportunity is a program that encourages 

dignity and respect. Respect means recognizing and 

appreciating the innate dignity and value of those 

we work side-by-side with everyday. People are our 

greatest resource and it is inherent to the success of 

what we do every day to honor everyone’s individual 

worth by treating all people with dignity and respect.

The Army profession Campaign and the Equal Opportunity Program work succinctly together to encourage effective and ethical leaders to steward the 

Army profession to ensure an effective and trusted 

environment in which to train, fight and serve our 

nation.

Being an Army Professional and a Soldier means being combat-ready, an expert in our profession and 

having a commitment to uphold the Army Values and 

Warrior Ethos. Having Competence, Character and 

Commitment means we will be able to constructively 

engage with other people and the world around us 

in a manner that results in relationships that foster 

trust, confidence and respect of each other. 

Each of us have a direct impact on bringing about 

positive and successful outcomes in many different 

areas of our lives; developing leaders that look at relationships with regard to the dimensions of competence, character and commitment; building esprit de 

corps and camaraderie amongst each other and educating the force on the need to develop and inspire 

Army Professionals every day.

Treat People as 

They Should Be Treated:

“The discipline which makes the 

soldiers of a free country reliable in 

battle is not to be gained by harsh or 

tyrannical treatment. On the contrary, 

such treatment is far more likely to 

destroy than to make an army. 

It is possible to impart instruction and 

to give commands in such manner 

and such a tone of voice to inspire in 

the Soldier no feeling but an intense 

desire to obey, while the opposite 

manner and tone of voice cannot fail 

to excite strong resentment and a 

desire to disobey. 

The one mode or the other of dealing 

with subordinates springs from a 

corresponding spirit in the breast 

of the commander. He who feels 

the respect which is due to others 

cannot fail to inspire in them regard 

for himself, while he who feels, and 

hence manifests, disrespect toward 

others, especially his inferiors, cannot 

fail to inspire hatred against himself.”

~Major General John M. Schofield 

Address to the U.S. Corps of Cadets, 11 August 1879

32 The FALCON
The Call to Serve

At the heart of any true profession is a calling to 

serve. This point was best explained by Don Snider, 

Emeritus Professor of Political Science at West Point, 

when he wrote:

 “Other types of organizations motivate their workers through extrinsic factors such as salary, benefits, 

and promotions. In contrast, professions focus more 

on inspirational, intrinsic factors like the lifelong pursuit of expert knowledge, the privilege and honor of 

service, camaraderie and the status of membership 

in an ancient, honorable, and revered occupation. 

This is what motivates true professionals; it is why 

the work of a professional is considered a personal 

calling to vocation – something far more meaningful 

and fulfilling than merely a job.”

I first learned the meaning of vocation as a young graduate theological 

student, when someone happened 

to give me a copy of the book ‘All 

Creatures Great and Small.’ It is an 

account of James Herriot’s life as a 

country veterinarian in the Yorkshire 

Dales of England. It recalls captivating and humorous stories of all of the 

hardships and indignities he endured day 

in and day out of caring for the animals of rural 

working-class farmers. 

It was not uncommon for him to be called out, 

in the middle of the night, in the middle of winter, 

to a freezing barn, where stripped to his waist and 

would assist in a difficult calving; often for little pay, 

and sometimes with little gratitude. And yet, his accounts overflow with an enormous sense of wonder, 

joy and privilege. 

Hardship and satisfaction went hand-in-hand. 

Years of training combined with long hours and low 

pay never diminished the meaning and fulfillment of 

what he did. Even years later, when in his mid-fifties 

he had gained world-wide literary fame and considerable wealth, he continued his veterinary practice in 

the small town of Thirsk. Being a country veterinarian wasn’t just a job, it was a calling.

The Army Profession, like every other profession, is 

a calling to serve. Inherent to the very idea of a calling is that we are giving up the pursuit of self-interests. Our ambition is not to serve ourselves but to 

serve others. The meaning and fulfillment of what 

we do comes not in what we get, but in what we give. 

That is why we describe the Army Profession as 

“selfless service”, or in the words of the 38th Chief of 

Staff, “a noble and selfless calling.” The training that 

we undertake, the skills that we develop and hone, 

the burdens that we gladly bear, are not for the sake 

of ourselves, but for the sake of others. 

All of our education, experience and expertise exist 

not primarily for our own benefit, but for the benefit 

of others. Reward and recognition are secondary, 

very secondary; the real satisfaction comes in our 

service itself.

This is why toxic leadership is so contrary to the 

true nature of the Army Profession. In the analysis 

of what constitutes toxic leadership, one of the common denominators according to Col. George 

Reed, is “a conviction by subordinates that 

the leader is motivated primarily by selfinterest.” That is anathema to everything 

we know, believe and hold dear about 

the true nature of military service and 

the reason it is so destructive to unit 

moral and cohesion. It is a fundamental 

denial of our calling. 

When Chaplain (Maj. Gen.) Doug Carver 

was unexpectedly chosen to be the Deputy 

Chief of Chaplains and therefore placed in line 

to succeed the Chief of Chaplains, a friend reminded him, “You’ve only been given a larger towel.” 

That was in reference to the account of when Jesus 

washed the feet of his disciples in a demonstration of 

the true nature of servant leadership. Carver’s friend 

poignantly reminded him increased leadership only 

means increased service. True leadership is simply 

selfless service multiplied.

As the Commanding General of Multinational Security Transition Command - Iraq, and later the 18th 

Airborne Corps, Lt. Gen. Frank Helmick often quoted 

the words of Winston Churchill, “You make a living by 

what you get, but you make a life by what you give.” 

Like every other true profession, being a Soldier is 

more than just a job – it is a calling. It is a calling to 

serve, to put the needs and interests of others before 

our own and to give our lives in sacrificial service to 

our nation, as well as one another. 

This calling cannot be afforded or fulfilled by most. 

But for those for whom the Army Profession is a vocation, the hardships and sacrifices cannot possibly be 

compared to the blessings and rewards.

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

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

The Army Profession Campaign is an Army initiative to inspire and engage our 

Soldiers and Civilians in an introspective analysis and professional dialog to make 

our Profession stronger. The Campaign renews our collective commitment to the 

Army, its ideals, traditions, and ethos, as well as to the Nation and the American 

people. As directed by the Secretary of the Army and Chief of Staff of the Army, the 

Army is taking a holistic and critical review of the Profession.

The Army Profession

After More than a Decade of Conflict

The Army Profession is a vocation comprised of experts certified in the ethical design, generation, support, and application of land combat power, serving under Civilian authority, 

entrusted to defend the Constitution and the rights and interests of the American people.

The Army Profession has two complementary and mutually supporting components—the Army Profession of Arms 

and the Army Civilian Corps. 

The Army Profession of Arms is composed of uniformed members of the Profession, those skilled in the art of warfare 

and under unlimited liability in its “killing and dying” aspects. The Army Civilian 

Corps is composed of all non-uniformed 

members of the Profession working for 

the Department of the Army. Membership 

in the Army Profession for both components is conferred upon taking the oath of 

service. 

The Army as a professional institution 

then certifies it members as Professionals—leaders and stewards of the Army 

Profession. The Army must create and 

maintain its own expert knowledge, its 

ethic, its culture and its identity. The Army 

provides the developmental tracks and 

certifications necessary for the aspiring individual to advance in professional knowledge and practice thereby achieving the 

status of an institutionally certified Army 

Professional.

Army Professionals are responsible for 

developing and maintaining the highest 

standards of moral character and competence, while pursuing a personal calling to 

serve the Nation. They are duty bound to 

support and defend the Constitution and 

to do so in a way that upholds American 

values and our way of life. This is the core 

moral principle at the heart of our ethos 

that defines what it means for Army Professionals to serve honorably. 

You can find a wealth of information regarding The Army 

Profession Campaign by visiting the Center for Army Profession and Ethic at http://cape.army.mil/armyprofession.html.

There you will find Army Profession videos, downloadable 

booklets, lectures and multiple developmental tools.

34 The FALCON
 Get Connected 

www.usar.army.mil/ourstory/commands/79SSC

 www.flickr/photos/79thSSC

Volume II, Issue II - 2012 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
Have you heard of the Defense Centers 

of Excellence for Psychological Health and 

Traumatic Brain Injury? They serve Warriors 

and their Families who need help with those 

issues and promote resilience, recovery and 

reintegration. 

The Defense Centers for Excellence for 

Psychological Health and Traumatic Brain 

Injury, or DCoE, can also help link you to 

valuable information and resources when 

you need them most. That way you don’t 

have to dig through all the data out there! 

Finding good help is hard to do, especially when it comes to medical help, and the 

DCoE is here to help you find what you’re 

looking for.

DCoE was created in November 2007 

to be the open door for Warriors and their 

Families needing help with psychological 

health and traumatic brain injury issues. 

DCoE accomplishes this goal by promoting 

the resilience, recovery and reintegration 

of Warriors and their Families. For more 

information on the Defense Centers of Excellence for Psychological Health and Traumatic Brain Injury, please click here.

The DCoE partners with the Department 

of Defense, the Department of Veterans AfPsychological Health and 

Traumatic Brain Injury Assistance 

fairs and a national network of military and 

civilian agencies, community leaders, advocacy groups, clinical experts, and academic 

institutions to establish best practices and 

quality standards for the treatment of PH 

and TBI. 

Their work is carried out across these major areas: clinical care; education and training; prevention; research and patient, family 

and community outreach.

In addition, DCoE is working to tear down 

the stigma that still inhibits some from seeking treatment for problems such as PTSD 

and TBI with their Real Warriors Campaign: 

www.realWarriors.net/

The joint goal of the DCoE is to maximize 

opportunities for Warriors and Families to 

thrive through a collaborative global network to promote resilience, recovery and 

reintegration for PH and TBI.

If you, or someone you know, has a traumatic brain injury and needs help, don’t hesitate to contact the DCoE. They’re here to 

help, and they have the cutting edge technology, the experienced and compassionate 

staff and the dedication necessary to really 

understand, recover and revive the lives of 

those affected by TBI.

For more information, please visit: www.dcoe.health.mil/ForWarriors/GuardReserve.aspx

Volume II, Issue II - 2012 37
News and Tools You Can Use

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

Over the coming year both the Chief of the 

Army Reserve and I will continue to pursue 

a model that will provide predictability and 

stability for our Soldiers and families while 

maintaining our operational focus. This will not 

happen overnight and 

that's why it is vitally 

important that we 'take 

charge' of knowing and 

understanding who our 

Soldiers are and what 

they are facing. 

Continue to look to this page as a resource 

for you and your troops, work with your chain 

of command to gain access to the resources 

you need, and do not hesitate to connect with 

me and my team as I travel to visit all of you or 

through this site.

Taking Charge is not a slogan. It's a way of 

life, and now, more than ever, it's a must as an 

Army Reserve Soldier.

-Command Sgt. Maj. Michael D. Schultz 

Over the last year we've focused on getting 

Back to the Basics, focusing on the most important aspects of being a Soldier and leader: 

Knowing, adhering to, and enforcing standards. Now, with the 

right tools, programs and 

resources all of us must 

focus on Taking Charge.

Taking Charge is insisting that you and your 

Soldiers understand the 

most up to date professional development policies and programs to support you as warriors, 

while also ensuring you have access to vital 

resources needed to support you as citizens. 

Taking Charge means reaching out to families 

above and beyond Battle Assemblies, Annual 

Training and Deployment windows.

Knowing, going and showing the way is not 

easy. It never has been. Leaders, no matter the 

organization, must know the programs, policies and resources out there, and if they are 

not sure, they need not be afraid to ask. 

“Take Charge!”

Command Sgt. Maj. Michael D. Schultz

U.S. Army Reserve Command Sergeant Major

Structured Self Development

Structured Self-Development (SSD) - 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. In 2013, SSD will be a prerequisite for promotion 

and admittance to NCOES courses. Find out more at:

"A Leader is one who 

knows the way, goes 

the way and shows 

the way." 

John C. Maxwell

38 The FALCON
The Army Reserve is constantly looking 

for outstanding Soldiers to feature in new 

print and video recruiting ads, media tours, 

and press releases for internal and external 

projects. These products bring to life the 

successful and diverse careers of Army 

Reserve Soldiers and highlight their stories 

for prospects and influencers. The intent is 

to increase awareness of the many options 

available to Soldiers and the benefits of 

serving.

The advertisements may include video and 

print versions of face-to-face interviews and 

will cover aspects of your civilian, military, 

and personal life. If you think you have what 

it takes, we want to hear from you.

For more information, send an email to

ARcastingcall@usar.army.mil 

Include the words “Casting Call” in the subject line.

USAR CASTING CALL

Volume II, Issue II - 2012 39
FETY SAFETY SAFETAFETY SAFETY SAFETY 

TY SAFEY SAFETY 

SAFETY 

ETY SAFETY 

 SAFETY SA

Do You 

know the Signs????

U.S. Army Combat Readiness/Safety Center

In many instances, it doesn’t come as a surprise 

when a Soldier is seriously injured or dies in a 

preventable accident. Indiscipline isn’t invisible, and someone always senses when their 

subordinate or buddy or is behaving recklessly, whether on or off the job.

But some signs are more subtle than 

others. No one can miss the Soldier 

who engages in horseplay with his 

service weapon or speeds out of control in an Army vehicle. Off duty, the 

signs may be harder to spot, yet buddies 

know when something isn’t right. The Soldier who drives after drinking all night, the 

one who thinks the road belongs to him or 

her alone, or the one who believes personal 

protective equipment is optional when riding 

off post. We’ve seen it all, but have we done the right 

thing and spoken up every time?

Training, discipline and standards are the bedrock 

of our Army, and as a Soldier, you’ve been taught 

what right looks like. As a leader, you have a duty 

and a responsibility to maintain standards in your 

formation. You also have an obligation to your Soldiers and their Families to manage risk and take action to correct the problem. In our fight against accidental fatalities, knowledge is the weapon of choice.

The Know the Signs campaign is designed to 

heighten awareness of risk factors and provide 

leaders and Soldiers the tools they need to address 

safety issues in their unit or peer group. The signs 

are all around — it’s up to you to recognize and act 

on them.

Know the signs. Know what’s right. Do what’s right.

Got Safety 

 Questions?

Visit the US Army Combat 

Readiness Safety Center 

for everything safety. At 

this site you can get current news, training, tools, 

statistics and more. 

http://Safety.army.mil

40 The FALCON
 

 

Volume II, Issue II - 2012 41
The GSA SmartPay

Travel Charge Card

By Col. Arthur F. Turnier, 79th SSC Assistant Chief of Staff - G8

The Travel and Transportation Reform Act of 1998 (Public Law 105-264) mandates federal 

government cardholders to use the contractor-issued travel charge card for official government 

travel expenses and to receive cash advances. Having this card provides you with numerous 

benefits. With these benefits also come certain responsibilities for you. 

CARDHOLDER DOs

Use your government travel charge card to 

pay for official travel expenses.

Obtain travel advances for official travel 

through an ATM if authorized. 

Track your expenses and keep receipts 

while on travel so you have accurate 

information for filing your travel claim.

File your travel claim within five days after 

you complete your trip.

Submit payment in full and on time for 

each monthly bill.

Contact your bank's customer service if you 

have questions about your monthly bill. 

Immediately report your lost or stolen card 

to your A/OPC and the card-issuing bank. 

CARDHOLDER DON’Ts

DON'T use your travel charge card for 

personal use.

DON'T obtain advances through the ATM 

which exceed your expected expenditures.

DON’T allow your monthly bill to become 

overdue - it could result in cancellation of 

your card. 

DON'T obtain advances through the ATM 

unless you are on travel or will be shortly.

DON'T wait for receipt of your monthly 

billing statement to file your travel claim.

DON'T forget the card is issued in your 

name and payment is your responsibility.

DON'T write your personal identification 

number on your card or carry it on you.

For more information and GSA SmartPay®2 travel cardholder training, visit www.gsa.gov/gsasmartpay.

Always remember, misuse of the travel charge card could result in suspension or cancelation 

of the card, as well as disciplinary actions. Failure to pay your monthly bill in a timely manner 

will result in the loss of your charging privileges. If your card is suspended, you will be unable 

to use it until your bank receives payment. If your card is cancelled due to non-payment, your 

delinquency may be reported to credit bureaus, be referred to collection agencies, or lead to 

other collection actions and you may not be eligible to receive a new card account.

42 The FALCON
Provided by By Lt. Col. Samuel W. Bettwy, Acting Deputy SJA the 79th SSC

Contested Matters

Although Army lawyers cannot represent you in litigation, the vast majority of legal problems are solved 

without going to court. Army lawyers can advise, make phone calls or write letters on your behalf. This can 

help if you are experiencing problems with a landlord who is trying to evict you or refuses to refund a deposit, a bank that is overcharging interest, a merchant who is charging for services or products that you did 

not receive, or a creditor who is harassing you for payment. If you do need to sue, Army lawyers can assist 

you in the preparation of a complaint in small claims court and advise you before and after the hearing. 

Army lawyers can also advise you on how to deal with family law issues such as paternity, divorce, separation, custody, visitation and adoption. If you and your spouse are able to agree, you can avoid thousands of 

dollars in legal expenses by filing an uncontested divorce with the guidance of an Army lawyer. If you need 

representation in court, an Army lawyer will assist you on how to find a capable civilian attorney. 

Estate Planning

Army lawyers provide estate planning services for simple estates, which include the drafting of personalized wills, health care directives, and powers-of-attorney. An Army lawyer will also help you find a capable 

estate and tax planning expert if you need special advise about a large or complex estate.

Income Tax

Most Army legal assistance offices will provide you tax advice on real and personal property and assist you 

with the preparation and electronic filing of state and federal income tax returns. Through the Volunteer 

Income Tax Assistance, you will receive tax services from a volunteer who has been trained by IRS representatives. Incidentally, Military One Source gives service members free access to H&R Block’s Block at Home 

tax preparation software. You can access H&R Block’s free tax preparation software as well as find additional 

legal information at the Military One Source website: www.militaryonesource.mil. 

Naturalization Applications

Most legal assistance offices will assist you or your eligible family member with the preparation and filing 

of a naturalization application. A currently serving Soldier is probably eligible for immediate naturalization. By going through an Army lawyer, you will ensure your application is properly completed and filed for 

expedited handling, your military service is properly certified, and you are not charged fees for filing or biometrics. If you need more complex advice , an Army lawyer will help you find a capable immigration lawyer. 

Preventative Law

Always have an Army lawyer review agreements before you sign, especially ones that involve large 

amounts of money or long-term commitments. Consult an Army lawyer before signing an apartment 

lease, a refinance or other loan agreement on a house or car, an installment contract on a large appliance, a 

construction contract for home improvement, or an employment contract. Always be wary of anyone who 

pressures you to sign or pay a deposit before allowing you to review a contract with an attorney. 

How to Request Assistance

To request legal assistance or educate yourself on legal topics, visit: https://www.jagcnet.army.mil. 

To find an active-duty legal assistance office, visit: http://legalassistance.law.af.mil/content/locator.php. 

Most Soldiers only see and utilize Army lawyers during mobilization and yearly processing events, but you and your eligible family members may also take advantage of a broad 

range of personal legal services under the Army Legal Assistance Program (AR 27-3). In 

general, Army Reserve Soldiers and their dependents have a multitude of resources and 

are eligible for extended services if serving on active duty or preparing to mobilize. 

Volume II, Issue II - 2012 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 William D. Frink, Jr. 

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

Program Unit Soldiers, the 79th SSC executes command and 

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

(Expeditionary). As Operational Command Posts of a Theater 

Sustainment Command – the ESCs plan, coordinate synchronize, 

monitor, and control operational- level sustainment operations for 

Army Service Component Commands, Joint Task Forces and 

Joint Forces Commands throughout the world.

The 79th SSC

4th ESC

 San Antonio, Texas

311th ESC

 Los Angeles, Calif.

364th ESC

Seattle, Wash.

451st ESC

 Wichita, Kansas