INSIDE
TRAINING WITH
CAREER NEWS
92Y AIT
Industry Program
Promotion Selections
GCSS-Army Graduation
U.S. ARMY QUART ERMASTER SCHOOL
Winter 2016 Edition
TABLE OF CONTENTS
WINTER 2016 INDEX
ON THE
COVER
“SUPPLY BY SKY” AIT students participate in rigging heavy drop platforms during training at the Aerial Delivery and Field Services Department (ADFSD)
UPCOMING EVENTS: 21-23 FEB: Malfunction Review Board, Ft Lee VA 24 FEB: Army Senior Log Summit
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CMDT
Commandant’s Welcome
4
RCSM
The Basic Army Instructor Badge
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RCWO
QM Warrant Officer Update
8
DPTY
QM Civilian Training and Leader Development
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OQMG
Quartermaster Career News Section
12
OQMG
Selection Board Schedule (FY 16)
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RCWO
CW5 Selective Retirement Board
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23rd BDE
Neighbor to Neighbor Program
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Fort Lee SJA
Avoid Paying for lost OCIE during PCS
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JMAC
Personnel Contamination Mitigation Rehearsal
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LTD
CGSS-Army 92Y AIT Pilot Course Graduation
25
RCAO
Joint Information Exchange Environment (JIEE)
26
ADFSD
32
PWD
Utilizing Technology to Train Liquid Logisticians
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JCCOE
Army Food Program Transformation Military Culinary Arts Competitive Training Event
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USAQMM
Launching New Website Design
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HISTORIAN
U.S. Army Mortuary Affairs — A Brief History
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Tactical Force 230th FMSU Tactical Certification Exercise 4ID Rough Rider 300 Challenge 307th BSB JRTC Training Rotation
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USAWM
5-11 MAR: Culinary Arts Competitive Training Event, Fort Lee, Va 29 MAR: Quartermaster Connect VTC
Integration of LADS Control System Simulator FM to TM Conversion — Doctrine 2015 A New Era in Aerial Re-Supply Foreign Military Sales: Bulgaria and Tunisia “One Stop” Aerial Delivery Training & Certification
Social Media: The Power to Connect and Collect!
7 APR: Airborne Connect VTC 6 MAY: QMS Organization Day (T)
QUA RTERMA STER CA REER NEWS SEC TION BROADENING OPPORTUNITIES
20-24 MAY: Connelly Awards Competition, Chicago
17 Training with Industry — Program Overview
27-30 MAY: Memorial Day Holiday
Capt. Jessica Davila
10 JUN: Quartermaster Regimental
BROADENING OPPORTUNITIES
Day Activities
18 Training with Industry — United Parcel Service Capt. Roshonda Gilmore Submit your articles to the Quartermaster School Strategic Initiatives Group with photos, to gregory.p.koenig.ctr@mail.mil for publication in the Spring 2016 Edition with a scheduled publication date of 1 April 2016. Submission date for articles is 1 March 2016.
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Quartermaster Newsletter
STRATEGIC LEADERSHIP & DEVELOPMENT
19 I will remain Tactically and Technically Proficient Sgt. Maj. Delbert Hoskins STRATEGIC LEADERSHIP & DEVELOPMENT
20 Human Dimension and NCO Leadership Master Sgt. Gwendolyn Beauford Winter 2016
GCSS –Army AIT Class; Culinary Specialist; and Point-of-Need Liquid Logistics Training Greetings from the Quartermaster School! I hope each of you had the opportunity to enjoy the holidays and spend time with family and friends. For those who are deployed, I hope you have a safe return and reunion with your loved ones.
Brig. Gen. Ronald Kirklin, 53rd Quartermaster General
“Visits by Foreign Dignitaries are important in building and maintaining coalition partnerships throughout the world”
As always, it is an exciting and busy time at CASCOM and the Quartermaster School. Our Quartermaster School Holiday Luncheon, at the Fort Lee Club on Dec. 11, 2015, was no exception. This well-planned and executed event brought together past and present Quartermaster leaders, Soldiers, civilians and friends from the local community. It was a great opportunity to celebrate with old friends and to be thankful for the gifts we have. Notable attendees included Maj. Gen. Darrell K. Williams, the CASCOM Commander, Greg Kochuba the mayor of Colonial Heights, Lt. Gen. (R) Arthur Gregg, Honorary Colonel of the Regiment, Maj. Gen (R) Richard Beale, Maj. Gen (R) Hawthorne Proctor and Col. (R) Porcha Taylor. Over the last couple of months, we have had some key international visitors to the Quartermaster School. These distinguished visitors included MG Jean-Luc Volpi, Director of French Joint Petroleum Service, MG Ozoglu, Turkey Land Forces G4, and BG Ron Ailoz, Chief of Logistics, Israeli Defense Force. Visits by foreign dignitaries are important in building and maintaining coalition partnerships throughout the world.
class; utilizing technology to provide Point -of-Need Training to Liquid Logisticians; and our first instructor badging ceremony. We also have two great articles from Fort Carson, Colorado. The first is on the deployment certification of the 230th Financial Management Support Unit as they prepared to deploy to Afghanistan and Kuwait, and the second is on the 4th Sustainment Brigade’s Rough Rider 300 challenge. Lastly, a special acknowledgment to the Joint Center Culinary of Excellence as they formally executed a name change for the 92G MOS from "Food Service Specialist" to "Culinary Specialist." Additionally, we re-dedicated McLaughlin Hall as the new "Joint Culinary Training Center," a name which reflects their modern joint training mission. I encourage you to send us photos and articles of Quartermasters in action and to visit our website and Facebook page to stay abreast of the latest news and information concerning the Corps. In closing, I continue to thank all the great Quartermaster Soldiers, Officers, NCOs and Civilians who sustain our force across the world. Every day I am proud and humbled to serve with you. Thank you for all you do! Supporting Victory! Support Starts Here! Army Strong!
In this edition of the Quartermaster Newsletter, you will read department updates on such topics as: Personnel Contamination Mitigation “Rehearsal of Concept” Drill; the first 92Y10 GCSS-Army AIT
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COMMANDANT
COMMANDANT’S WELCOME
QM CSM
COMMAND SERGEANT MAJOR The Basic Army Instructor Badge Quartermaster Teammates, In the Fall 2015 edition of our Quartermaster Newsletter, I wrote about the advantages and the broadening opportunities of becoming an instructor at Fort Lee. I am proud to announce that on Dec. 14, 2015, twenty-seven Quartermaster School instructors were awarded Basic Army Instructor Badges (BAIB) during a ceremony conducted here.
Recognizing Professionalism CSM Jimmy Sellers
“The Instructor’s
Badge is an acknowledgment of how critical instructor positions are in today’s Army.”
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During the ceremony, the Department Sergeants Major and I presented instructor badge certificates to the recipients to commemorate the occasion. It was the school’s first such ceremony since last year’s implementation of the Army Instructor Development and Recognition Program (IDRP). The Army IDRP seeks to promote instructor achievement through a program of personal and professional growth. The instructor’s badge is an acknowledgment of how critical instructor positions are in today’s Army. The BAIB demonstrates the important role our instructors play in the development of our Soldiers and Noncommissioned Officers. From my perspective, being selected to serve as an instructor is considered to be a career-enhancing or a broadening opportunity provided by the Army. We all know that being assigned as an instructor has not always been viewed as careerenhancing. Instructor assignments were not as highly regarded as being a Drill Sergeant or AIT Platoon Sergeant. However, with the advent of these three instructor badges, we have a paradigm shift in the
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Winter 2016
way instructor assignments are being viewed. Because of this, assignments to Fort Lee, as well as throughout Training and Doctrine Command (TRADOC), have become more appealing to our NCO Corps.
Three Levels of Certification A little more about the BAIB program. Under the IDRP, there are three instructor badges – basic, senior and master – available to Soldiers who undertake a credentialing process. In order to be awarded the BAIB, instructors undergo a rigorous certification process that includes requirements at the Army, TRADOC and local command levels. Among the requirements is the completion of at least 80 hours of platform time as a primary instructor and receiving two separate evaluations 30 days apart. The criteria are greater for earning the senior and master instructor badges. In addition, the Office of Quartermaster General (OQMG) is in the process of including instructor duty, and its importance as well as earning the BAIB, into
tional specialty. Currently, there are 323 instructorSoldiers assigned to the Quartermaster School. And as of today, we have thirty-one distinguished instructors who meet the requirements to wear the Basic Army Instructor Badge.
Command Sgt. Major Jimmy J. Sellers and Sgt. Major James Jenkins present Staff Sgt. Charles A. Casey the Basic Army Instructor Badges during a special presentation at the Logistic Training Department on Dec. 14, 2015
Phone: (804) 734-3532/3174 (DSN 687-3532) Email: gregory.p.koenig.ctr@mail.mil Website: http://www.quartermaster.army.mil
Managing Editor LTC Luis A. Rodriguez
Editor and Graphics Designer
Editorial Assistant
1LT Christin McDowell
Ms. Dedra Carter
The U.S. Army Quartermaster Newsletter is a quarterly professional newsletter published by the U.S. Army Quartermaster School, 2221 Adams Avenue, Fort Lee, VA 23801-2102. Disclaimer: Articles express opinions of authors, not the Department of Defense or any of its agencies, and do not change or supersede official Army publications. The masculine pronoun may refer to either gender. Reprints: Articles and photos may be reprinted with credit to the U.S. Army and the author(s), except when copyright is indicated. Dissemination: This medium is approved for the official dissemination of material designed to keep individuals within the U.S. Army knowledgeable of current and emerging developments within their areas of expertise for the purpose of enhancing their professional development.
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QM CSM
the DA Pamphlet 600-25 (U.S. Army Noncommissioned Officer Professional Development Guide). This document serves as the guide for proponents to inform their Soldiers and enlisted centralized selection board members about professional development guidance with their respective career management field and military occupa-
RCWO
REGIMENTAL CHIEF WARRANT OFFICER Quartermaster Warrant Officer Update Quartermaster Teammates all around the world, greetings! We hope you and your families had a happy and safe holiday season with an opportunity to relax and enjoy some much deserved time off with family and friends.
Our Future is Bright
CW5 Roberto Figueroa
“Performance as reflected on the OER is still the leading factor that determines selection for promotion.”
Our Army is transitioning at a very rapid pace. We must be ready and willing to adapt and transform in order to remain the greatest Army in the world. There has never been a better time to serve in our Army and in the Quartermaster Corps. We continue to be relevant and value-added to sustaining the warfighter. Despite budget uncertainty and the continuing specter of sequestration, our mission is to remain the greatest Army in the world. Our political leaders, along with the American public, expect us to be ready when our next challenge surfaces. We must ensure our best and brightest continue to be recognized and promoted to assume greater levels of responsibilities. Each of us must be aware and personally involved
in the upcoming promotion boards in FY16, as well as the Selective Retirement Board also scheduled in 2016. The FY16 CW3, CW4, and CW5 selection boards are just around the corner. The best advice for those of you preparing for these boards is not to “second guess” your board. Continue to perform and take care of your military personnel records, especially your Officer Record Brief (ORB) and your official photo. Focus on what you can control within your records. The best qualified officers will be selected. Performance as reflected on the Officer Evaluation Report (OER) is still the leading factor that determines selection for promotion.
Importance of the ORB An officer’s file is the primary method used to access performance and potential. We all realize the importance of preparing our file for a promotion board, but some may not realize the importance of always maintaining a board ready file. The ORB is a document that, while easy to maintain, often gets
Congratulations to Chief Warrant Officer 5 Mark A. Fed and his Family on a well-deserved promotion. Chief Fed was promoted Dec. 15, 2015 at Fort Lee, Va. by the CASCOM Commander Maj. Gen. Darrell K. Williams. (Photo by 2nd Lt. Sarah J. Lamberth) 6
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Here are some tips for making sure your ORB stays in a “Board Ready” state:
Maintain a current DA Photo. Although a DA Photo is valid for five years, unless a change occurs, you should update your DA Photo at a minimum of every 18 to 24 months. If possible, update your DA photo every year
Ensure Security Clearance investigation is within tolerance, or ensure the periodic reinvestigation has been initiated
Update Section I, “Assignment Information”
Have all your special skills and languages listed
Submit requests for resolution of duplicate, inverted, misfiled or masking documents in The Army Evaluation Reporting System (OERs/AERs) to usarmy.knox.hrc.mbx.tagd-evalappeals@mail.mil Don’t forget to review and certify your file prior to the “My Board File” closing date. Best of luck to all the officers being considered this year!
It is Your Career You are responsible for keeping your records up to date. We want all of our warrant officers to be afforded the opportunity to be considered for nominative or selective positions, but we need each officer to do their part and ensure their records do them justice.
Complete an Periodic Health Assessment, and ensure Section IV of your ORB is updated
Submit requests for resolution of duplicate, inverted, misfiled, or masking documents in Army Military Human Resource Record (AMHRR) to
Update your mailing address upon each relocation
usarmy.knox.hrc.mbx.iperms-boardsupport@mail.mil
Congratulations to Chief Warrant Officer 5 Roy Melebeck on a welldeserved promotion on Nov. 25, 2015 at Fort Bragg, N.C. (Photo by Sgt. 1st Class Teameco Broughton)
In closing, let us pause for a moment to remember our fellow service members deployed around the globe and their Families at home. A personal thanks to each of for your continued service and the sacrifices you are making. Thanks for taking care of our Soldiers, their Families and our Nation. It is an honor and a privilege to serve as your Quartermaster Regimental Chief Warrant Officer. Supporting Victory!
Congratulations to Chief Warrant Officer 4 Scott O. Harned on a welldeserved promotion on Dec. 1, 2015 at Fort Lee, Va. CW4 Harned is our first CW4 Petroleum Systems Technician (923A) (Photo by Mr. William T. Veney)
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RCWO
overlooked. This document is a snapshot of an Officer’s career. The file depicts unique skills and qualifications. It showcases achievements and provides a look at appearance and military bearing. The first impression a gaining command forms of an officer is from their ORB. Make sure it’s right.
DPTY CMDT
DEPUTY TO THE COMMANDANT Quartermaster School Civilian Training and Leader Development The U.S. Army Quartermaster School (USAQMS) is an institutional trainingbased organization comprised of a diverse composite workforce consisting of uniformed military, U.S. Army Civilians and contracted personnel. In order to maintain its commitment to professional excellence and operational relevancy, the USAQMS is committed to investing in its most precious resource – its personnel. This article depicts some of the venues available to further equip and sustain its immensely valuable workforce. Mr. Marshall Jones
“In order to maintain its commitment to professional excellence and operational relevancy, the USAQMS is committed to investing in most precious resource – its personnel .”
Civilian Leader Development Roles and responsibilities of U.S Army Civilians have changed over the years. As a result, civilian training and leader development programs have gained traction over the past several years. Striving to emulate officer and NCO education systems, the Army implemented the Civilian Education System (CES) in 2007 to serve as the cornerstone of the Army's leader development program for Civilians. Centrally-funded by the Department of the Army (DA), the CES program supports the majority of permanent DA Civilians, including, but not limited to, general schedule, non-appropriated fund, local national and wage grade employees. USAQMS DA civilians are required to annotate applicable CES courses in their respective Individual Developmental Plan (IDP) and discuss during periodic performance counseling.
Competitive Professional Develop Army Civilian Competitive Professional Development (CPD) Program is designed to provide a planned, systematic and coordinated program of professional development which supports organizational goals and missions. The CPD encompasses functionally tailored developmental opportunities which may occur in academic environments, business and industrial settings, or in other strategically planned 8
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Winter 2016
career enhancing developmental assignments. These training opportunities must be identified in an Army Civilian Training, Education, and Development System (ACTEDS) Master Training Plan (MTP) or in the IDP.
Short-Term Training Specified Training that is 120 calendar days or less in duration is considered short-term training. Training may include, but is not limited to, professional workshops, seminars, and university courses. Workshops and seminars must have a demonstrated training purpose and must be documented in each respective ACTEDS Plan or IDP. The USAQMS is committed to leveraging these opportunities to its DA civilians committed to mission enhancement and professional selfdevelopment.
Long-Term Training Long-term training is training to which a DA Civilian is assigned on a continuous, full-time basis for more than 120 calendar days. The assignment may be at either government or non-government facilities and may include both formal training programs and strategically planned career assignments. Long-term training enables employees to stay abreast of changes and innovations in their occupational fields, learn new skills or develop/improve abilities needed in current or future positions and meet emerging Army requirements.
Career Programs DA Civilian positions fall within 31 broad Career Programs that directly support the overall mission of the U.S. Army. Each Career Program has its own functional training requirements, career progression ladder, and master development plan. Each USAQMS DA Civilian is assigned to a Career Program and should have a designated Career Program Manager within
Developmental Assignments Developmental assignments provide organizations a methodology to enhance competencies by giving employees an opportunity to perform duties in other occupational, functional, or organizational elements. Developmental assignments enhance employee understanding of other operations, systems, and relationships. The length of assignments may vary, but the assignment must have a well-defined learning objective and be in accordance with applicable DA Civilian personnel regulations. In the coming months, the USAQMS will
explore potential career broadening opportunities.
tant Secretary of the Army, Manpower, and Reserve Affairs is the sole approving authority for Academic Degree Training, regardless of funding source.
Academic Degree Training The Army may pay for, or assist, DA Civilians to obtain a degree from an accredited civilian college or university. To qualify, the training must meet an identified organizational training need, resolve an identified staffing problem, or accomplish an organizational goal in the strategic plan. The proposed academic training must be related to the performance of the employee’s official duties and part of a planned, systematic, and coordinated program of professional development. The Assis-
To summarize, an educated and well-trained workforce is a productive workforce. The USAQMS is committed to supporting opportunities for professional growth and development of our Civilian workforce. For additional information pertaining to Army Civilian Training and Leader Development, please visit the following link posted under 'Army Civilian Workforce Transformation' http://www.civiliantraining.army.mil
On Dec. 3, 2015, as part of a QM School professional development session, LTC Ingrid Lim and MAJ Bethany Belanger, Office of the Surgeon General, briefed the civilian workforce on the total Army initiative to improve performance, health, and readiness through innovative investment in holistic health and total fitness. The presentation oriented on the three components of the performance TRIAD (Sleep, Activity and Nutrition) that influence the physical, cognitive and emotional dominance of Soldiers, their Families, and our Retirees. The end state is to educate our entire workforce and leverage opportunities that incorporate the tenants of the performance TRIAD into our daily activities. 9
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DPTY CMDT
their respective career field.
U.S. Army Women’s Museum (USAWM) AFRICOM Visit
Career News
Selective Retirement Board CW5 — Fiscal Year 2016
P R O M OT I O N S FISCAL YEAR 2016
Training With Industry (TWI) Program Overview Training with UPS
FISCAL YEAR 2016
I will remain Technically and Tactically Proficient
Selection Board Schedule
Human Dimension and NCO Leadership
Senior Service College Board Results
FISCAL YEAR 2015
CAREER NEWS
Q UART ERMAST ER CAREER N EWS S EC TION
SELECTION BOARD SCHEDULE F i s c a l Ye a r 2 0 1 6
CAREER NEWS
BOARD
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CONVENE
FY17 COL (FS) CMD/KEY BILLET
8-Feb-16
COL ARMY PSB
23-Feb-16
AC-USAR(AGR) MSG PROMOTIONS / SFC QSP
1-Mar-16
RESERVE COMPONENTS MAJ APL PSB and CPT APL SELCON
7-Mar-16
CPT ARMY PSB
19-Apr-16
CHIEF WARRANT OFFICER 3/4/5 PSB
10-May-16
USAR CHIEF WARRANT OFFICER 3/4/5 PSB
10-May-16
AC CSM/SGM NOMINATIVE and AC-USAR (AGR) CSM-SGM QSP
16-May-16
RESERVE COMPONENTS CPT APL PSB
17-May-16
AC-USAR(AGR) SFC PROMOTION / SSG QSP
1-Jun-16
USAR POSITION VACANCY BOARD
14-Jun-16
MAJ ARMY PSB & ACC ILE
13-Jul-16
USAR ILE/SSC
16-Aug-16
USAR AGR LTC CMD ASSIGNMENT
17-Aug-16
USAR NON AGR LTC CMD ASSIGNMENT
17-Aug-16
AC-USAR(AGR) SGM TRAINING & SELECTION / 1SG-MSG QSP /TPU DIMA CSM SELECTION
7-Sep-16
SENIOR SERVICE COLLEGE ACC
8-Sep-16
USAR AGR COL CMD ASSIGNMENT
13-Sep-16
USAR NON AGR COL CMD ASSIGNMENT
13-Sep-16
Quartermaster Newsletter
Winter 2016
S e n i o r S e r v i c e C o l l e g e B o a r d Re s u l t s F i s c a l Ye a r 2 0 1 5 A r m y C o m p e t i t i v e C a t e g o r y
Congratulations to the Basic Branch Quartermaster Officers selected to attend Senior Service College (SSC)
LTC CHRISTOPHER LIERMANN
LTC(P) TACILDAYUS ANDREWS
LTC(P) ROBERT MANN
LTC JOHN BRETTHORST
LTC(P) JEFFREY NIEMI
LTC JAMES CALLIS
LTC(P) CHRIS ROBERTSON
LTC(P) PETER CRANDALL
LTC(P) ERIC SCHWARTZ
LTC(P) FRED DELACRUZ
LTC(P) NATHAN SWARTZ
LTC(P) BRYAN FOWLER
LTC(P) JAMES SWIFT
LTC MATTHEW HAMILTON
LTC(P) HERBERT WILLINGHAM
CAREER NEWS
LTC JASON AFFOLDER
LTC(P) ARCHIE HERNDON
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Major Promotion List F i s c a l Ye a r 2 0 1 6
CAREER NEWS
Congratulations to the Basic Branch Quartermaster Captains selected for promotion to Major:
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ABBOTT, MICHAEL
HARRELL, ALPHONSO
PAVELKA, CALLEA
ALCALA, MARIA
HOPPER, SHEILA
PERDOMO, LUIS
ALEXANDER, ROBERT
HORN, ANDREW
PINYAN, REBECCA
AMSTUTZ, ERIK
HUTCHINSON, BRIAN
RITCHEY, ASHLEY
AVILA, NYRALIZ
JONES, THOMAS
ROGERS, AARON
AYERS, ANN
KALCZYNSKI, JONATHA
ROSARIO, MIGUEL
BARCUS, TIMMY
KIM, PATRICK
ROSAS, HERNANDEZ
BIDWELL, JOHN
KLINE, DAVID
SARAOS, JOYCE
BRADLEY, CATORY
KO, WON
SEALE, JAMES
CHERRY, JEFFERY
KOENIG, TIMOTHY
SIDDALL, MICHAEL
COLLARD, JAMES
LUCAS, CHRISTOPHER
SIMMONS, MICHAEL
COMASHORTA, CARLOS
LYLES, DERRICK
SMITH, KEN
DAYMON, MARSHAN
MCCARTHY, JESSICA
STEINER, JOHN
DEMICHIEI, MICHAEL
MEEKS, FREDERICK
STEUER, RYAN
DESILVA, KEITH
MEYERS, MICHAEL
STRAHL, DAVID
ELAM, BEATRICE
MILLER, LAUREL
TAPIA, IVAN
ELLISON, ADAM
MORENO, MARIO
TAYLOR, TONY
FARKAS, JEROD
MOYER, DONALD
VAN, JEREMIA
FASSETT, GREGORY
MURRAY, ELLEN
WATSON, JONATHAN
FERSTL, DAVID
NAKAMURA, BENJAMIN
WESTHOVEN, BRICE
FISHER, SCOTT
NGUYEN, HUE
WHEELER, JAMES
FORONDA, JONATHAN
NICE, SEAN
WILKINS, ALEXANDER
FULLENKAMP, MARY
OLSON, BRANDON
WILLIAMS, CECILE
GRANADOS, PHILIP
OSORIOTORRES, KIMBE
WYCHE, DAVID
HAMILTON, LAURA
PARGO, CELINA
ZDROJESKY, MICHAEL
HARMON, LARRY
PARRIS, THORIN
Quartermaster Newsletter
Winter 2016
LG M a j o r P r o m o t i o n B o a r d A n a l y s i s F i s c a l Ye a r 2 0 1 6 Select Trends:
Exceptional Performance remained key indicator for selection Command complete with strong performance in command position Officers received at least 1 or more strong ACOM/MQ QER in command Officers received COM with strong narratives were selected Type of command was irrelevant as long as the officer performed well in command and received a good narrative (including enumerations)
Officers with DEROG were not selected Average performance in KD position Officers without command were not selected Officers who had command OER which were poorly written (by rater and senior rater) No peer to peer comparison and/or enumeration Downward trend in performance Officers not updating board files (e.g. ORBs did not mirror AMHRRs)
Non-Select Trends:
CAREER NEWS
MAJOR SELECTION SUMMARY (FY 14) Branch
Primary Zone
AZ
LG
60.3%
10.0%
FSD
65.5%
3.8%
ARMY
65.4%
5.4%
MAJOR SELECTION SUMMARY (FY 15) Branch
Primary Zone
AZ
LG
69.7%
12.8%
FSD
69.6%
18.7%
ARMY
69.6%
19.9%
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Sergeant Major Promotion List F i s c a l Ye a r 2 0 1 6
CAREER NEWS
Congratulations to the Quartermaster Non Commissioned Officers selected for Sergeant Major:
BLAKELY, DON
FONTENOT, AXEL
MORTON, BEY ANGELA
BRIGHT, JENNYANNE
GARCIAAGUAYO, ANDRES
PACHECOMATOS, CARLOS
BROWN, DARRICK
GARNER, MICHELE
POMEROY, RICHARD
BURTON, ARCHIE
GREEN, DORIAN
RAINWATER, EBONY
CASON, TONYA
GROSS, JEFFEREY
REED, SHELBY
CHAMBERS, KEYSA
GULIFORD, TISHA
RIVERA, EMILIO
CLAYTON, MICHAEL
JERKINS, JOHN
ROACH, KEITH
COCKRELL, IRVING
LEE, PATRINA
ST HELEN, KENDRA
COLEMAN, ALPHANSO
MADDOX, DAVID
STEWART, LAFERRAL
COLEMAN, MICHEAL
MALAVE, DENICE
TERRELL, RACHEL
DAVIDSON, WAYNE
MCSHAN, LARRY
WARREN, MICHAEL
FAUSKA, KENNETH
MEDLEY, DAVID
WILLIAMS, TERRY
FONSECA, GUILLERMO
MORRELL, LAKETTA
SERGEANT MAJOR SELECTION SUMMARY
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Army/CMF/MOS
Total Considered
Total Selected
Percentage
ARMY
4,545
577
7.9%
CMF 92
429
38
11.2%
92A
215
15
14.3%
92F/L/W
20
3
6.7%
92G
45
8
5.6%
92M
6
1
6%
92R
13
1
13%
92S
3
1
3%
92Y
127
9
14%
Quartermaster Newsletter
Winter 2016
Training with Industry (TWI) Program By Capt. Jessica C. Davila, Office of Quartermaster General, Officer Personnel Developer
Opportunities for Officers
The Office of the Quartermaster General highly recommends motivated Captains, Warrant Officers, and NCOs participate in the Quartermaster Training with Industry (TWI) Programs.
TWI Opportunities for Officers:
Logistics Management Inst., Tyson, Va. UPS, Louisville, Ky. Robbins Gioia, Alexandria, Va. Visions Technologies, Hope Hull, Ala.
Unique Professional Experiences The Training with Industry (TWI) Program was established to provide military personnel training and/or development of skills in civilian private sector procedures and practices not available through existing military or advanced civilian schooling programs.
Logistics Management Inst., Tyson, Va. AAR Mobility Systems, Cadillac, Mich. Airborne Systems N.A., Santa Ana, Calif. Compass Group, Charlotte, N.C.
TWI Opportunities for NCOs: EnerNoc, Boston, Mass. Culinary Inst. of Amer., Hyde Park, N.Y. American Culinary Federation, St. Au-
gustine, Fla. Airborne Systems N.A., Santa Ana, Calif. Sullivan University, Louisville, Ky.
Opportunities for NCOs
Submissions Close November 2016 Annually, one candidate is selected for each TWI position. Packet submission begin in August 2016 timeframe and remains open until November 2016. Approved participants are announced in January. We are looking at officers in Year Group 2010 for this year’s applications. If you are interested in applying for the program, please access the link at http:// www.quartermaster.army.mil/.
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CAREER NEWS
Opportunities for WOs
TWI is a non-degree producing broadening opportunity that supports the Logistics Leader Development Strategy of “Shaping the Future Logistician;” which is to develop, grow, train, and educate logistics leaders. TWI identifies broadening and selfdevelopment assignments at the tactical, operational, and strategic levels throughout a logistician’s career to meet desired outcomes and required characteristics and abilities. Participants receive a two year utilization assignment after training.
TWI Opportunities for WOs:
Training with Industry – United Parcel Service (UPS) By Capt. Roshonda Gilmore, Quartermaster Training with Industry, UPS
CAREER NEWS
Being selected as the first Army Logistics Officer in the UPS Training with Industry (TWI) program to work directly with United Parcel Service was both exciting and overwhelming. Imagine having the opportunity to work with a corporation that has become the leader in the global supply chain management. The realization of spending a year in Louisville, Kentucky, working within the Aviation side of UPS was staggering. When the average American thinks about UPS, they picture the ubiquitous brown trucks in their neighborhoods and driveways. Or they think of the small UPS stores in their shopping centers. Very few will ever conjure up the vision of aviation when they think of UPS.
International Focus Upon arriving at the UPS Aircraft Material Distribution Center (AMDC) in Louisville, Kentucky, it becomes immediately clear that UPS moves products all over the world not only by ground transportation, but they also move products by air. It was reassuring to read the motto of the Aircraft Procurement Material Section, “the right product, at the right time, to the right place, for the right price.” Does that sound familiar? It should resonate with all Army Logistics officers. UPS provides services far beyond just delivering packages in your local neighborhood.
UPS Commercial Airlines In 1988, UPS received authorization from the Federal Aviation Administration (FAA) to operate its own aircraft, thereby officially becoming a commercial airline. Officially known as UPS Airlines, they 18
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own 237 aircraft. Their fleet consists of Airbus A300, McDonnell Douglas MD-11, Boeing 757, Boeing 747, and Boeing 767 aircraft. As a result of their dedication and commitment to serving their customers, UPS Airlines has become one of the ten largest airlines in the United States. Their ground, air, and international network operate from facilities all around the world. The UPS Worldport complex, located in Louisville, Kentucky, is one of their premier facilities. The Worldport is the largest fully automated package handling facility in the world. Both the facility complex and the ongoing operations are a must see for all Logistics officers.
Professional Rewarding Being a part of the Training with Industry Program, and working with an exceptional corporation like UPS, is extremely rewarding professionally. In a very short period of time, the TWI UPS selectee will not only work with incredible logistical aircraft; but will also interface daily with an outstanding air and ground supply chain management system second to none. As well as being part of an international logistical network that has made UPS a world leader in logistics distribution services.
State-of-the-Art Facilities The participant in the UPS TWI program will have the opportunity to work in state-of-the-art facilities, be a player during high-level business meetings, and view programs designed to streamline processes within UPS that relate directly to our four Army Logistics Leaders Developmental Strategies: Logistics PlanWinter 2016
ning, Distribution/Supply Chain Management, Life Cycle Systems Management, and Defense Industrial Base Management. It is a great experience to work with a highly professional team that values our Army experience and insight on logistical projects.
Civilian Appreciation This is not only a great program for the Army officer, the program benefits our civilian partner. “UPS has greatly benefited from participating in the Army Training with Industry program,” said Gregg Thompson, UPS Material Planning, Surplus Sales, and Material Standards & New Fleet Implementation Manager. For us, “it’s been a Win-Win! It has been a great honor and a privilege to be a partner with the Army in the TWI program. Having an experienced U.S. Army Officer as part of my team, allows my team to grow from the professionalism that the Officer brings to the job. My team can bounce off theories to compare best practice to enhance our processes,” said Craig Gaubert, UPS Airline Procurement Controller.
Remarkable Experience The UPS Training with Industry assignment has proven to be a remarkable experience. One that will be cherished throughout my military career. If you value exposure to innovative corporate level practices, techniques, and procedures then the UPS TWI program is a great broadening opportunity for you to consider.
I will remain Technically and Tactically Proficient By Sgt. Maj. Delbert L. Hoskins, Office of Quartermaster General The second line of the second paragraph of the Noncommissioned Officer (NCO) Creed makes it extremely clear that NCO’s should remain technically proficient. This implies that the NCO Corps is already technically proficient. How is this documented? Why is this important? The ability to be technically proficient installs confidence in your commander and yourself.
Documenting Technical Skills
The U.S. Army Quartermaster School takes great pride in creating professionals, who have documented
Civilian Partners We partnered with the Manufacturing Skills Standard Council, American Culinary Federation, Federal Aviation Administration, National Petroleum Management Agency, Arizona Department of Environmental Quality, and finally with the U.S. Department of Labor to determine the gaps that existed in the ability of our Soldiers to receive certifications and to obtain documented professional credentials under the Congressionally Mandated Credentialing Program and U.S. Army Soldier for Life mandate. What we found was that by increasing the rigor of the courses, and
by documenting the experiences and actions within our Corps, we were indeed creating a technically proficient Quartermaster profession. We aligned resources, while leveraging our training base, to enroll Soldiers in credentialing opportunities. This was accomplished at no cost to the Soldiers. While this program may require dedication and off duty course work, it provides Soldiers with the documented proof that they are professionals who are to execute their trade at or above the recognized national standards.
Additional Information If you desire to participate in this program, gain promotion points, and demonstrate you are a professional, visit our website at http:// www.quartermaster.army.mil/, click on your training department and explore your credentialing opportunity. As the Army continues to reshape itself, do your records display that you are technically and tactically proficient?
Fiscal Year 2016 CW5 Selective Retirement Board By Chief Warrant Officer 5 Janet Lewandowski, QM Warrant Officer Personnel Developer, Active Component The anticipated Selective Retirement Board (SRB) is no longer a myth. HQDA released MILPER Message Number 15-365 on 16 November 2015 announcing the upcoming CW5 Technical Services and Aviation SRB. This board will convene on Mar. 29, 2016. The Army is conducting this SRB in order to achieve drawdown objectives and to balance the force ensuring distribution of skills across the force. While this may seem to be an extreme measure, the SRB will ensure the health of our cohort by maintaining the potential for promo-
tion and advancement within the ranks.
SRB File Closes on Mar. 22, 2016 The "My Board File" will open for the SRB on Jan. 29, 2016. The file will close at 2400 hours on Mar. 22, 2016. This is your window of opportunity to ensure your files are accurate. The SRB will consider Technical Services CW5s with four or more years’ time-in-grade. The exception is those who already have an approved retirement or will be mandatorily retired in either FY16 or FY17. 19
Time for Action As previously stated, the anticipated Selective Retirement Board (SRB) is no longer a myth! If you are a Technical Services CW5s with four or more years’ time-in-grade, I would encourage you to take the time to prepare your records for this board prior to Mar. 22, 2016. As this is the first ever warrant officer SRB conducted it is best to be prepared and not leave anything to chance.
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CAREER NEWS
Documenting technical proficiency sets you apart from your peers and translates those skills to the personnel that we are most accountable to, the American public. Only when you can prove and document these skill are you a true professional. Perhaps this is why the last line of the NCO Creed states that I will not forget, nor will I allow my comrades to forget that we are professionals, Noncommissioned Officers, leaders!
technical skills. That is why we have taken the last three years and literally gone through every program of instruction from Advanced Individual Training to the Advanced Leaders Course to insure that your technical skills were documented and in line with nationally recognized credentials.
Human Dimension and NCO Leadership By Master Sgt. Gwendolyn E. Beauford, Office of the Quartermaster General The human dimension encompasses the moral, physical and cognitive components of a Soldier, a leader, and organizations essential to raise, prepare, and employ our Army in full spectrum operations for the future. It is an doctrinal concept, but what does it actually mean to the Non Commissioned Officer (NCO) on the ground?
CAREER NEWS
Complex Battlefields Human dimension is the basis of the way human beings work within a system comprised of both the internal and external environments, diverse cultures, communities, societies, and political influences. Armies have always faced problems in adapting to new environments. An army trained to be competent in linguistics and cross-cultural norms is able to work more efficiently in diverse environments. Right decisions are crucial to cope in a diverse environment. Leadership is responsible for providing the necessary insight enabling the Army to the right decision. The Army manages individual talent; leaders develop teams. Additionally, leaders are responsible for managing team talent and optimizing group performance. To be successful in diverse hostile environments, teams must share a deep trust and confidence in each other. Teamwork built around a philosophy of mission command and forged in a series of tough training.
Strong Leadership is Key How does human dimension tie into leadership? Leadership is the process of influencing an individual or a group to carry out a task or to behave in a particular manner. It is through leadership that a group performs an activity in a coordinated way to yield the
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desired results. Future warfare requires leaders who improve and thrive in complexity and uncertainty. Leaders must be able to optimize all their assets. Leaders must encourage initiative and convey clear direction and intent so their units can accomplish missions in time-constrained dynamic environments. Leadership must foster a cognitive dominance over our future adversaries creating a position of intellectual advantage that fosters proactive agility over reactive adaptation, facilitating the abil-
The “Human Dimension” ARMY CIVILIAN
SOLDIER (FM 7-21-13) Chp. 4
(AR 690-950)
NCO Corps
LEADER (FM 6-22)
ORGANIZATIONAL DEVELOPMENT & PERFORMANCE (AR 71-32)
The Key Piece to the Puzzle — The NCO
ity to anticipate change before a change occurs. It is through a strong adaptive leadership that the human dimension framework is possible. For units to operate effectively, Soldiers require a broad and complex range of competencies, skills, and abilities. How do we as NCO’s ensure we are ready for this challenge?
Leadership never Changes The answer is pretty simple. It is doing what we have always done— living the Army Values and our Soldier’s Creed. Our core mission and role has not changed. We are responsible for developing Soldiers who are
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of strong moral character with a warrior spirit. Soldiers who are physically fit, disciplined, and who live the virtue of selfless service. It is our job to ensure that our Soldiers are trained on their equipment and trained to excel in our absence. We forge the Esprit de corps that bonds our units together so that they fight as a team. By our actions and leadership, we ensure our Soldiers are culturally aware and sensitive. We are responsible for striking the right balance between training and professional education within our units. Not only for our Soldiers, but also for ourselves.
Strive for tough assignments We must continue to grow as leaders everyday. With deliberate progressive and sequential processes we must incorporate training, education, and experience across the three learning domains of our Soldier’s Military Lifecycles. To survive on the next battlefield, our Soldiers require a broad and complex range of competencies, skills, and abilities. These attributes are developed through diverse assignments that include strategic level assignments (NATO, Joint, or Training with Industry), operational level assignments (airborne, support operations, company and platoon leadership roles), and broadening assignments (Advanced Individual Training platoon sergeant, Instructor Writer/Small Group Leader). Always seek and capitalize on opportunities to develop your Soldiers and yourself. Utilize career maps as a standardized framework for counseling. Do not grow comfortable in your daily routine. Continue to develop, stay focused on lifelong learning, and live the Army Values.
23RD QM BDE Soldiers from the 23rd QM Brigade participate in community support activities as part of the Brigade’s “Neighbor to Neighbor Program.”
Neighbor to Neighbor Program By Capt. Craig A. Overholt, S3, 244th Quartermaster Battalion
Working with the Community Getting Soldiers to volunteer in their respective communities is key in the development of positive relations between local communities and the U.S. Army. Volunteering serves dual purposes. First is to establish relations with the local community, and second, it reinforces the Soldierization process through servitude to the American people. The 244th Quartermaster Battalion, in conjunction with the city of Richmond, has supported a volunteer partnership named the “Neighbor-to-Neighbor Program.” This program has forged
the foundation of future volunteerism between Fort Lee and the Richmond community.
Determining the Need During the early spring of 2015, the City of Richmond identified a requirement for the completion of special projects to help enhance the city’s appearance. Numerous projects required immediate attention, but the city’s goals surpassed its workforce and resources, thus creating a manning shortfall. Understanding this situation, Mr. Paul Manning, Chief Service Officer for Richmond’s Neighbor-To-Neighbor Program (Office on
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Volunteerism), contacted Fort Lee for assistance. The 244th Quartermaster Battalion was eager to assist and has worked closely with Richmond’s Office of Volunteerism to support this mission.
High Visibility Events Soldiers from the Guardian Battalion have participated in the Neighbor -to-Neighbor Program through area beautification projects at Byrd Park, along the James River, and at Princeton Creek. Most notably, our Soldiers supported the city’s beautification initiatives in preparation for the 2015 (article continued next page) Quartermaster Newsletter
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23RD QM BDE
Union Cycliste Internationale (UCI) World Championships (Sep. 19 thru Sep. 27, 2015). This high visibility event was covered by more than 500 media outlets and was broadcasted to a global audience of over 300 million.
Impact on the Community The Soldiers’ impact on the city has been immediate. Mr. Manning concluded that "Fort. Lee's commitment to send Soldiers to the City of Richmond for impact volunteer service is greatly appreciated by Mayor Jones and the City's Office on Volunteerism (Neighbor-To-Neighbor Program). BG Kirklin and his command staff quickly moved from approving the idea to
putting boots on the ground to serve. Thus far, 145 soldiers have volunteered for 26 hours (equals 538 volunteer hours) at 7 different project locations. The value of their volunteerism equates to approximately $12,412. They have serviced almost 61,000 square feet, moved 2,250 pounds of trash/debris, planted 12 bushes, and painted 632 square feet of various structures. The impact has been astounding!"
Esprit de Corps The 244th Quartermaster Battalion will continue to support the Neighbor-to-Neighbor Program and build upon the solid foundation of volunteerism that has been established
with the city of Richmond over the past year. Not only has Richmond benefited from the program, but our Soldiers’ commitment to serve their local community has instilled a sense of pride and professionalism that has been critical in the reinforcement of the overall Soldierization process. “Logistics is the stuff that if you don’t have enough of, the war will not be won as soon.” General Nathaniel Green (1742—1786)
How to avoid Paying for missing OCIE during PCS By Ms. Safiya Porter and Ms. Sarah Ford, Staff Judge Advocate, Fort. Lee Va.
When preparing for a permanent change of station (PCS), accounting for military property or organizational clothing and individual equipment (OCIE) is extremely important. If individuals fail to take the proper steps to protect their issued gear, the new unit can charge them for missing or stolen OCIE.
rives. This should be done prior to placing your OCIE in a duffel bag or crate. The personal inventory should include the following information:
The following steps can help protect military members from future financial liability in the event movers or transportation service providers (TSP) lose or steal their OCIE.
Create a Personal Inventory
Ensure Inventory is Validated
First, military members should create a personal inventory of all items in their possession and make copies for their records before the TSP ar-
Second, when the TSP arrives, list all of your military equipment on the high value/high-risk inventory provided by the movers. Both the military member and the TSP repre-
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Exact numbers of particular items Description of the items Correct names and terms to describe the items Any previous marks or distinguishing features Approximate value of the items Date and Your Signature Photographs of each item
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sentative should sign this inventory. Allow time to ensure that this step is done right. A well-documented and signed inventory is the military member’s best defense against loss and damage charges during a PCS move.
Update New Commander Upon arriving at the new duty station, individuals should provide a copy of their high value/high-risk inventory to their new commander during in-processing. Make sure to include the photographs taken. If you have any questions or concerns about this process, please contact the Office of the Staff Judge Advocate Client Services Division at your new duty station.
JMAC
Joint Mortuary Affairs Center Personnel Contamination Mitigation Rehearsal of Concept Drill By Mr. Bill Ellerman, Director On Dec. 8, 2015, representatives from the Joint Mortuary Affairs Center (JMAC) participated in the twoday Personnel Contamination Mitigation (PCM) Rehearsal of Concept (RoC) Drill hosted by the Defense Threat Reduction Agency (DTRA) in Lorton, Virginia. Co-hosting the event were representatives from the Office of the Assistant Secretary of the Army for Manpower and Reserve Affairs and the Joint Requirements Office for Chemical and Biological Defense. Approximately 25 government offices or agencies participated in the event, including four subject matter experts from JMAC.
lize to operate a MACRMS, should a requirement develop to execute the MACRMS mission prior to the development of a permanent system of record.
The RoC Drill
Before the RoC Drill commenced, each service provided a doctrinal overview of conventional and contamination casualty care and mortuary affairs (MA). In accordance with Department of Defense Directive (DoDD) 1300.22, Mortuary Affairs Policy, the Army has the responsibility for establishing and operating a Mortuary Affairs Contaminated Remains Mitigation Site (MACRMS) for a theater of operations. Currently, no equipment system of record exists with which to operate a MACRMS.
The PCM RoC Drill was unique in that it utilized a real world Combatant Command (COCOM) Operations Plan and associated time-phased force and deployment list for the execution of the RoC Drill. Representatives from the associated COCOM were present to give clarity to the drill. To facilitate the RoC Drill, the exercise planners narrowed the scope of the drill to a single chemical event. This allowed for all PCM JMAC staff briefing RoC drill participants using a Mortuary members to map the Affairs Contaminated Remains Mitigation Site (MACRMS) scale model developed by the JMAC Operations Division staff processes and flow of (Army Photo) both wounded and fatalities out of the contaminated area contaminated human remains misand the logistical support necessary sion. Publishing a Joint PCM concept to execute such a mission. of support will help to focus the
Determining the Scope
Developing a CBRN
efforts of future studies.
During November 2015, members of the PCM working group traveled to Fort Lee to view an Interim Remains Decontamination System (IRDS) set up by the 54th Quartermaster Company. This allowed working group members to grasp both the size and the logistics requirements potentially associated with operating a MACRMS. The IRDS is an interim system the Army can potentially uti-
The results of the RoC Drill support the development of an Integrated Chemical Biological Radiological and Nuclear (CBRN) response concept for PCM. A primary purpose of DTRA sponsoring the effort was to identify technology and operational needs to inform science and technology development. In the past, Department of Defense conducted numerous studies related to various aspects of the
JMAC is a key participant in multiple working groups related to contaminated human remains and provides MA subject matter expertise support to the ongoing PCM effort. The goal of the JMAC’s participation in the PCM effort is to ensure the safety of MA personnel tasked to execute this mission and the repatriation of our Fallen.
Doctrinal Overview
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LTD
Logistics Training Department GCSS-Army 92Y AIT Pilot Course Graduation Capt. (P) Spencer C. Beatty, Deputy Director On Nov. 22, 2015, a class of thirty new 92Y Soldiers walked across the graduation stage and prepared to depart to their first duty station. Although this is a weekly occurrence at Logistics Training Department (LTD), this time, it was different. These Soldiers were the first to leave Advanced Individual Training (AIT) with 80 hours of GCSS-Army Unit Supply and Property Book Training. For many of them when they arrive at their new duty stations, they will immediately become the unit’s subject matter expert on GCSS-Army!
PBUSE is Going Away The Army is in the midst of GCSSArmy Wave-2 fielding. Property Book Unit Supply Enhanced (PBUSE) is going away. PBUSE is being replaced by GCSS-Army Property Book Module (PBM). GCSS-Army PBM includes maintenance, property book, unit supply, and finance capabilities. Together these new systems increase the efficiency of the Army’s logistics capabilities. However, GCSS-Army PBM requires entirely new training for our operators. This training begins at LTD during AIT.
Focus on Training AIT Students The Quartermaster School at Fort Lee, Va, oversees the Program of Instruction (POI) for two Military Occupational Specialties (MOS) whose skill sets require daily interaction with GCSS-Army. These MOS’s are the 92A10 Automated Logistical Specialist and the 92Y10 Unit Supply Specialist. The LTD is responsible for these programs. The 92A program has been 100 percent GCSS-Army based for almost two years based on the Wave -1 fielding schedule. Now the 92Y program is ready to follow suit as the 24
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Wave-2 fielding is moving forward. Proper implementation of new POI Modules at the Quartermaster School presented a three-fold challenge. These challenges are instructors and instructional material; continuity of legacy system training; and facility upgrades to support new POI.
The first priority was developing the GCSS-Army skill set within the instructor ranks and synchronizing the development of GCSS-Army POI and individual lesson plans. The GCSS -Army Training Modules include a GCSS-Army overview, basic navigation, processing actions and retail supply functions. Additionally, Soldiers complete a web-based course which is tracked by the Army Learning Management System.
Multiple Systems in the Field It was recognized that for the near term, AIT graduates will be just as likely to arrive at a duty station with legacy systems in their new units. Consequently, training the fundamental aspects of legacy modules remained in the POI amidst the new GCSS-Army training modules. This was all implemented without adding additional time to the 92Y course. LTD, in coordination with CASCOM
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Training Development, was able to internally reallocate 80 hours of classroom instruction to facilitate the GCSS-Army module while maintaining legacy training. Eventually, the legacy modules will be removed.
Modernizing the School House The third aspect of program change recognized that the existing network configuration required network and system upgrades to facilitate GCSSArmy instruction. For this, LTD secured landline internet access for every student workstation. The objective is to make these connections wireless to facilitate a more dynamic learning environment in accordance with the Army Learning Model. The GCSS-Army training of operators is in full swing at the Quartermaster School. As Wave 2 fielding is completed, the percentage of NonCommissioned Officer logisticians who have GCSS-Army experience will dramatically increase throughout the force. As this new field-tested cadre of instructors takes charge within our motor pools, supply rooms, and classrooms, we will begin to see just how powerful GCCS-Army really is.
Command Sgt. Maj. Sellers with the graduates of the 92Y Class 15-120
Reserves Component Affairs Office RCAO
ARNG G4 Plans and Operations Branch Joint Information Exchange Environment (JIEE) Maj. Mark Cissell, ARNG G4 Plans and Operations Branch Recent national events have provided ample opportunities for the Army National Guard (ARNG) to perform its domestic mission of providing service to our communities. It is the privilege as well as the responsibility of the Army National Guard to support civilian leadership at the local and state governments when ordered to do so by their governors. To accomplish these missions, our units must be properly equipped to respond when they receive orders. However, being properly equipped to handle any situation at any time is not feasible.
Existing Programs To address this issue, the Army National Guard has programs and systems in place for units to obtain logistics and sustainment support that is not maintained on hand. The two most utilized methods for ARNG units to share resources during times of emergencies are by utilizing nearby states through the Emergency Management Assistance Compact (EMAC), and by requesting needed equipment through National Guard Bureau (NGB) via the Joint Information Exchange Environment (JIEE).
man, technical, medical, health, and food resources. When a disaster occurs, the governor of the affected state or territory declares a state of emergency, assesses resource needs, then identifies shortfalls for which assistance is required. Nearby states with available resources negotiate costs with the affected state then mobilize and deploy the agreed-upon resources to the affected state. Once the mission is completed, the resources are demobilized and redeployed home.
Information Collection The JIEE is the National Guard's system of record for sharing events, missions, personnel and situational reporting, information and coordi-
nating requests for assistance and requests for information. The JIEE facilitates information sharing between the NGB and the Joint Operation Centers (JOC) of states, territories and the District of Columbia, as they work to support state civilian leadership in response to natural and man-made disasters and other missions. The JIEE is not an incident management tool but instead has numerous information sharing applications for response to domestic support. The Logistics Coordination Center (LCC) in the ARNG-G4 monitors JIEE daily. Personnel and equipment requirements tied to specific incidents are used to forecast funding for future fiscal years.
Sharing Resources The EMAC is a mutual aid agreement between states and territories of the United States. It enables states to share resources during natural and man-made disasters to include terrorism. Administered by the National Emergency Management Association, EMAC brings together federal, state, county, and regional organizations, allowing for a flexible and coordinated response with a ready pool of hu-
Northwest Colorado was hit with flooding after days of heavy rains. Colorado Army National Guard units were deployed to assist local first responders in evacuations, sandbagging operations as well as search and rescue. Thousands were evacuated from their homes. (Colorado Army National Guard Photo by Sgt. Joseph K. VonNida)
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ADFSD
Aerial Delivery & Field Services Department A New Era in Aerial Re-Supply By Mr. Kevin Grobarcik, Sling Load Chief The ADFSD is the training proponent for the U.S. Army Parachute Rigger (92R) and Shower and Laundry (92S) School. They are also responsible for teaching several functional courses such as the Aerial Delivery and Material Officer Course (ADMOC), Airdrop Load Inspector Certification (ALIC) and the Sling Load Inspector Certification Course (SLIC). As of 1 Oct. 1997, a qualified sling load inspector must inspect all Army equipment rigged for sling load prior to arrival of the supporting aircraft. A qualified Army sling load inspector is an E-4 and above who is a graduate of the SLIC, Pathfinder, or Air Assault Course. The SLIC Course is a 1-week course conducted by the Sling Load Branch. It is offered as a Resident Course and is available as a mobile course to units requesting on-site training. Members of all branches of
military service, DoD Civilians, and Allied Nations may attend the 1week course.
Vehicle and Cargo Rigging During the SLIC Course, students learn how to rig and inspect the High Mobility Multi-Wheeled Vehicle (HMMWV), A-22 Cargo Bag, 500-Gallon Collapsible Fuel Blivets and the 5 and 10K Cargo Nets. Instruction is also presented on types of Helicopters and Limitations; Sling Load Inspection Record; Cargo Hook Reach Pendants; Basic Hardware and Expendables; Safety Equipment; Hookup Team Duties and Responsibilities and Signalman Duties and Responsibilities to name a few. A student-led, sling load operation will be conducted on the last day of training.
High Mobility, Multi-Wheeled Vehicle (1151) being sling Loaded by a CH-47 Chinook Helicopter
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A Typical Low Cost, Low Altitude (LCLA) Aerial Delivery Load
Economic Re-Supply Operations The Low Cost, Low Altitude (LCLA) Aerial Delivery System (ADS) was developed based on an urgent needs requirement for re-supplying small units in their area of operation. A system was required that was user friendly, economical, and primarily one that did not require deployment by personnel with special qualifications such as airborne, parachute rigger, or jumpmaster. Based on the current requirement of rapid re-supply missions, the opportunity to use LCLA ADS was present. As proponent for training, the ADFSD staff readily accepted the responsibility to train soldiers in LCLA techniques and started researching where to best place the training task within its department to meet critical mission training needs – keeping in mind the urgency of the unit requirement. The objective required the incorporation of LCLA ADS training into one of its existing functional courses.
The addition of the LCLA ADS training to the SLIC Course will require students to receive familiarization with aerial delivery terms, materials, and procedures. Students will receive presentations that cover nomenclature, descriptions, and capabilities of the LCLA ADS, to include the family of parachute systems authorized for use and description of the three configurations (ways to protect and secure contents of the load) when rigged. Students will also receive inspection requirements before airdrop; and observe videos of theater operation uses.
ous conflicts. The addition of LCLA ADS training only enhances the Sling Load Inspector Certification Course and units with ability to meet small re -supply logistical requirements; it puts the ability to conduct emergency aerial re-supply airdrop in every commander’s Mission Essential Task List (METL). The Army is the only branch of service that has approved this system; the LCLA ADS is only certified for airdrop by ramp from the C-130, U.S. Army CASA 212, C-23 Sherpa Aircraft, and CH-47 Chinook Helicopter. Future capability certification will allow the system to be delivered from the door of the UH-60 Blackhawk Helicopter.
“Logistics comprises the means and arrangements which work out the plans of strategy and tactics. Strategy decides where to act; logistics brings the troops to this point.”
General Antoine Jomini
Precis de l’Art de la Guerre (The Art of War) (1838)
Multiple Parachute Rigging After the class presentations, students also receive hands-on instruction for rigging the LCLA ADS with a Single Cross Parachute (rated for loads 80-150 pounds) followed by hands on Practical Exercise (PE) for students to rig the load. Once completed, instruction is given on how to rig the LCLA ADS using the Triple Cross parachute system (rated for loads 125-425 pounds). The Triple Cross Parachute is the clustering of three Single Cross parachutes. The final instruction covers placement of loads in the aircraft and procedures for hookup, and deployment. All aircraft actions are conducted in a UH60 and CH-47 mockup at the Sling Load Branch. Commanders can vouch for the importance of having certified sling load inspectors in their command. It is a historical capability that has proven it is worth and sustainability in numer-
C-23 Sherpa aircraft participating in an LCLA ADS re-supply airdrop training operation
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ADFSD
Given the characteristics of the current SLIC Course and the proposed amount of training time for LCLA ADS, it was immediately decided that the best and most logical place for this training was the Sling Load Inspector Certification Course, a nonspecific MOS requirement.
ADFSD
Aerial Delivery & Field Services Department Integration of LADS Control System Simulator By Master Sgt. (P) JennyAnne C. Bright, 92S Course Manager The 92S Training Division, Aerial Delivery and Field Service Department, uses the Laundry Advanced System (LADS) Control System Simulator, as an interactive tool for training Advanced Individual Training (AIT) students in order to learn the different functions and capabilities of the LADS. The LADS is operated by Soldiers with a Military Occupational Specialty of 92S, Shower and Laundry Specialist. The LADS laundry system consists of two washing and drying drums, a thermal-fluid heater, and a water recycling system. Mounted on an standard 8’ by 20’ ISO Frame (International Organization for Standardization) on top of a 40-foot flatbed trailer, the system contains a 30-kilowatt tactical quiet generator, a storage locker, and a 400 gallon tank. To minimize training costs and footprint, a simulation system was designed that reduces the LADS footprint for training to a 50 inch screen with a control panel mounted on a 10 foot cart.
schematics come alive. The LADSCSS comes alive with the sounds of the vibration of the equipment allowing the student to understand and see what happens inside the machine while it is going through a cycle. During inclement weather, instructors are able to continue training with the LADS simulator indoors, providing an uninterrupted learning environment. The interactive “game-like” feature captures the Soldier’s attention better than a PowerPoint slide instruction. Advanced Training Scenarios To increase the level of training, an instructor can input errors into the LADSCSS requiring the operator to use the technical manual to find out the type of fault and troubleshoot the LADS. As an example, during the initial start-up an “Air Tank Not Pressurizing” message will display on the touch screen located on the control panel. An audible sound will simultaneously sound alerting the operator
who must make an analysis on why this error is happening. After silencing the alarm, the operator must use the technical manual and find the Troubleshooting Work Package number corresponding to the error and then correct the problem and restart the operation.
Supports the Army Learning Model This learning strategy is in line with the Army Learning Model. Incorporating the LADSCSS into the course has been critical to the student’s problem solving skills. Additionally, their critical thinking has facilitated peer-to-peer discussion. Using this technology enhances the student’s understanding of maintenance procedures and the use of a technical manual. This collaborative effort has been successful and is key to Soldiers retaining the skills he or she has learned in order that they are ready to contribute when they arrive at their first duty station.
All Weather Capability The LADS Control System Simulator (LADSCSS) includes the same operator interface (control system) on the LADS. The simulator allows the instructor to facilitate instruction on LADS Theory of Operation, dialog box functions, troubleshooting, and display of operational matrix and graphics. Operators can power on the equipment, observe the LADSCSS power up and initialize, listen, and observe the equipment to pressurize and input air in the system. Additionally, the operator is able to observe a simulation of the water tanks being filled with water by watching the
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SSG Stanley Dockery, 92S AIT Instructor, provides instructions to a 92S AIT student on Laundry Advanced System Theory of Operations utilizing the LADS Control System Simulator
Winter 2016
“One-Stop” Aerial Delivery Training and Certification By Mr. William Marshall, Aerial Delivery Division During the last three years, the U.S. Army has coordinated with the U.S. Air Force (USAF) and U.S. Marine Corps (USMC) seeking an avenue to provide a consolidated training platform for all aerial delivery related training and certification. ADFSD personnel have been key players in these activities with our sister services. Army and USMC personnel have attended the consolidated Parachute Rigger Course (PRC) at Fort Lee, Va., since 1986. Additionally, the U.S. Army Quartermaster School (USAQMS) formerly provided parachute rigging training to the USAF personnel at Fort Lee, from February 1988 through June 2002.
Inter-service Training Agreement In 2007, a new Inter-service Training Review Organization (ITRO) agreement was signed between the Army and the USAF to re-establish training for USAF Parachute Riggers from the USAQMS beginning in 2009. In order to facilitate USAF attendance, the USAQMS Parachute Rigger Course transitioned to a Phase course approach to allow enrollment and graduation from each separate phase. Each Service concurred with the proposed Program of Instruction (POI) content for the consolidated course and provided service-unique training requirements. USAF Cargo Specialists and Load Masters are currently authorized to attend only Phase 1 training consisting of 19-days of training, which will increase to 25-days with the signing of the new ITRO agreement for a
Parachutist Oxygen Mask (POM) Training being instructed by SSG Evan Nowak
4-Phased POI. The new ITRO will also allow Phase 2 enrollment by USAF Aircrew Flight Equipment personnel. Transitioning to a 4-Phased consolidated course presented several challenges due to new Personnel Parachute Systems and Service-unique training requirements.
4-Phased Program of Instruction Under the 4-Phased POI, Army, USAF and USMC students will all attend Phase 1. The USAF students will graduate upon completion of Phase 1. USAF Aircrew Flight Equipment students will join the USMC and Army students during Phase 2 training. Successful completion of Phases 1 and 2 provides graduates with the skill sets to perform airdrop rigging, repair procedures, personnel and cargo parachute packing including the Ram-Air parachute system and parachutist oxygen maintainer training.
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This approach provides a multifunctional parachute rigger capable of supporting every aspect of the occupation in a theater of joint operations. At the end of Phase 2, Army and USAF students will continue on to a consolidated Phase 3 course while USMC personnel will enter a separate Phase 3 for service unique training. At the end of the consolidated Army and USAF Phase 3 course, the USAF student, will graduate and the Army student, will continue to Army only Phase 4 course. This new “One Stop” Aerial Delivery Training and Certification program at the ADFSD ensures a continuity of knowledge for riggers across all services.
Quartermaster Newsletter
Winter 2016
ADFSD
Aerial Delivery & Field Services Department
ADFSD
Aerial Delivery & Field Services Department Field Manual to Technical Manual Conversion—Doctrine 2015 By Mr. Quitman Jackson, Operations Division Chief A 2009 doctrine conference recognized the Army had too many field manuals and it was time to look at how to best develop and update doctrine. U.S. Army Training and Doctrine Command (TRADOC) created a task force focused on making fewer and more concise accessible doctrine publications. The result of this conference was the Army initiative “Doctrine 2015” program. This program leverages emerging technology to accelerate and modernize the entire doctrine development and delivery processes. Doctrine 2015 creates a top-tobottom hierarchy of publications, beginning with the top-level, easy-to-read doctrinal principles called Army Doctrine Publications, or ADPs. At 1015 pages in length, ADPs are easily accessible to Soldiers through technology. The lower level publications, called Army Techniques Publications, or ATPs, are of the nature that require more frequent updating and revision.
used by the Army, Marine Corps, Navy, Air Force, and Coast Guard.
Evolution of Doctrine The old aerial delivery FM numbering system used a topic–organized system. Over time, the topic– organized system progressed from Technical Manual 10-500 series manuals to Field Manual 10-500 series. The aerial delivery rigging manuals converting from FMs to TMs are different from the standard TMs that focus on maintenance, repair, and technical specifications of items. The aerial delivery rigging manuals, AKA “RIGGER” TMs, focus more on proce-
dures used for aerial delivery rather than equipment specifics. TRADOC Doctrine 2015 provides guidance within manual conversion and publication numbering. Future publication numbers are required to align with Army Joint publications.
Consolidation of Manuals At one point in time, ADFSD maintained over 100 manuals. This was reduced to 56 FMs, but is now being consolidated down to only 25 technical manuals (with the expectation of adding one new TM in the system); for an expected 26 future technical manuals.
The ADFSD is in the final stages of converting all Airdrop/Aerial Delivery Field Manuals to the new Training Manual format to comply with the “Doctrine 2015” program mandate.
Aerial Delivery Doctrine The ADFSD manages one of the Department of Defenses’ largest aerial delivery Field Manual (FM) developmental programs. The ADFSD Airdrop Manual/Malfunction Office (ADM/MO) designs, develops, and validates airdrop rigging and sling load procedural manuals. These manuals provide certified aerial delivery procedures
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Once completed, manuals are sent to the Army Training Support Center (ATSC) Fort Eustis, Va. The manuals are then reviewed to ensure compliance with the TRADOC publication specifications. Once completed, ATSC arranges for the publication and distribution of the manuals throughout the Army.
One of the 100 doctrine manuals within ADFSD realm of influence that are being consolidated down to 26 future technical manuals
Winter 2016
Foreign Military Sales: Bulgaria and Tunisia By Chief Warrant Officer 4 Tony Hall, Senior Writer and Instructor The Foreign Military Sales (FMS) program is a form of security assistance authorized by the Arms Export Control Act (AECA). The FMS is a fundamental tool of U.S. foreign policy. Under Section 3, of the AECA, the U.S. may sell defense articles and services to foreign countries and international organizations when the President of the United States formally decides that taking such action will strengthen the security of the United States and promote world peace. Under FMS, the U.S. Government and a foreign government enter into a government-to-government sales agreement. The international agreement is called a Letter of Offer and Acceptance (LOA). Through the FMS structure, the Bulgarian and Tunisian Airborne Forces procured the T-11 Advanced Tactical Personnel Parachute and MC-6 Personnel Parachute system and Training package.
Personnel Parachute and MC-6 Personnel Parachute system as well as the T-11R reserve parachute system. The training will provide the Bulgarian and Tunisian Airborne Forces with a capability for future procurement of the T-11 Advanced Tactical Personnel Parachute and MC-6 Personnel Parachute system. The Soldiers will become more proficient in these tasks as time goes on and will enhance their unit’s mission readiness. The Bulgarian and Tunisian Airborne Forces currently pack and perform parachutist jumps with the T-10/MC1-1D Static Line type parachute system; however, the MC6/T-11 Personnel Parachute Systems will provide the unit with a dual capability and allow for a strong presence with U.S. Forces during their readiness training cycles.
The FMS training was conducted over a period of 24-days, respectively in each country. A key training con-
Quartermaster Instructors
cern was the language barrier; however, through professionalism, the language barrier was not an issue and the Bulgarian and Tunisian Airborne Forces Soldiers were quickly exceeding the Program of Instruction standards.
Building Strategic Partnerships The entire training mission was a successful partnership and through that partnership an everlasting bond with an Allied partner was formed. Even though the Bulgarian and Tunisian Airborne Forces are neutral, the newfound training experience enhanced the ability and confidence that all Paratroopers formed, not only a bond of jumping, but also the strategic capability to protect their country. This newfound parachute rigger friendship with the Bulgarian and Tunisian Airborne Forces will only continue to grow into a strong bond throughout time.
A team from the U.S. Army Quartermaster School, consisting of two Aerial Delivery and Field Services 92R Parachute Rigger Instructors, were sent to Bulgaria and Tunisia to provide training on the T-11 and MC-6 parachute systems as the New Equipment Training Team (NET). The parachute rigger instructors trained both the Bulgarian and Tunisian Airborne Forces, which consist of approximately 30 members each. The Bulgarian and Tunisian Airborne Forces received training on proper parachute inservicing, parachute packing, inspector/tester duties and proper parachute storage. The training consisted of inservicing the T-11 Advanced Tactical
ADFSD Instructors provide training on the T-11 Reserve Parachute to Tunisian Airborne Soldiers
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Winter 2016
ADFSD
Aerial Delivery & Field Services Department
PWD
PWD
Petroleum & Water Department Utilizing Technology to Train Liquid Logisticians Mr. Eric Hughes, Training Specialist
As the military continues to downsize, the reliance on outsourcing key sustainment functions continues to grow. This, in turn, increases the requirement to maintain technically proficient Soldiers that can apply critical thinking skills and are able to adapt to a changing operational environment. This is key to maximizing our military's combat power. One of the Army's tenants of Human Dimension is optimizing job performance. The Petroleum and Water Department is fully committed to delivering training at the point-of-need with the employment of technology that capitalizes on optimizing job performance within the Liquid Logistics community.
Digital Training Enablers During 2015, the Petroleum and Water Department spearheaded the design and development of several innovative 3D digital training enablers (DTE). The first of the 3D DTEs, Refuel on the Move (ROM), was com-
pleted in December 2015. The ROM 3D DTE is an interactive gaming program that enables unit leaders the ability to plan and execute ROM operations in a virtual environment. Utilizing this program, Soldiers are now able to setup and operate an 8-point 3D animation of Soldiers constructing a ROM fueling point ROM site utilizing the M969 (5K) Tanker. This interactivity functionality allows Soldiers to per- within the PWD curriculum allows form the tasks that are associated Soldiers to sustain technical profiwith the setup of the ROM site. To ciency beyond the brick and mortar maximize training, the ROM 3D DTE of the institutional training base. also visualizes perimeter security, Point-of-Need Virtual Training charging of fuel lines, receiving a The Petroleum and Water Departconvoy serial, and fueling proce- ment is leading the charge within dures. The ROM 3D DTE provides Quartermaster School to infuse techcommanders with an alternate tool nology into the Program of Instructhat Soldiers can utilize as refresher tion that implements a learningtraining before execution. Infusing centric environment that capitalizes gaming and visualization products on a blended learning opportunity. Providing point-of-need training to Soldiers in a virtual environment provides a low cost but effective training option that is an ideal solution for unit sustainment training. PWD continues to develop 3D DTE with future releases of the Advanced Aviation Forward Refueling System (AAFARS), and the Fuel System Supply Point.
Digital Training Resources The ROM 3D DTE can be accessed by visiting the CASCOM Learning Beyond the Classroom YouTube Channel, or by visiting the PWD Knowledge Portal located under P&W Videos https:// 3D animation of ROM NCOIC guiding convoy serial to fueling points
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www.us.army.mil/suite/page/69724.
PWD
PWD
Petroleum & Water Department 2016 Quartermaster Liquid Logistics Exercise Mr. Jose A. Hernandez, Director
The Petroleum and Water Department hosted the Quartermaster Liquid Logistics Exercise (QLLEX) MidPlanning Workshop (MPW) on Jan. 8 – 10, 2016 at Fort Lee, Va. The Quartermaster School facilitated the exercise planning to ensure total force integration of sustainers and preparation for the future. Senior leaders from the Combined Arms Support Command, Quartermaster School, 316th Expeditionary Sustainment Command and 475th Quartermaster Group gathered at Fort Lee to plan and coordinate the 2016 QLLEX agenda. The QLLEX replicates theater petroleum and water distribution operations and exercises the Army’s inland petroleum distribution mission. Every year the U.S.
Army Reserves (USAR) partners with the Defense Logistics Agency – Energy to distribute fuel to military installations and DoD customers in the Continent of the United States. The importance of the exercise cannot be overstated, as it ensures a trained and ready liquid logistics force in direct support of Army Warfighter Function 16 (“Set the Theater”). With over 90% of Echelon Above Brigade liquid logistics capability in COMPO 2 and 3, the Army’s ability to rapidly “Set the Theater” is dependent on the total force training readiness and fluid employment and mobilization of strategic partners. QLLEX exercises liquid logistics formations, improves readiness and replicates end-to-end supply chain
petroleum distribution. This year, the 475th Quartermaster Group seeks to integrate all petroleum units across the total Army force structure, in particular the newly activated active duty petroleum force structure, and the pipeline units conducting their annual training at the FORSCOM Petroleum Training Module at Fort Pickett, Va. Eight battalions are scheduled to participate in QLLEX, scattered throughout CONUS (Joint Base Lewis-McChord, Wash.; Fort AP Hill, Va.; Fort Bragg, N.C., Fort Gordon, Ga.; Puget Sound, Wash.; Fort Hauchuca, Ariz.). For more information on the QLLEX 2016 visit the U.S. Army Quartermaster Petroleum and Water Department Website.
Military Culinary Arts Competitive Training Event is on the Horizon The Joint Culinary Center of Excellence (JCCoE) takes great pride in hosting the 41st Annual Military Culinary Arts Competitive Training Event (MCACTE). The event is scheduled at Fort Lee, Va. Mar. 4 -11, 2016. Culinary teams representing Army posts from around the world are invited to participate. Further representation from our sister services exhibits a joint flavor and demonstrates the similarity in training. We are equally proud of our international partners that desire to participate and bring credence to the Army Food Program. We are especially grateful to our comrades at the American Culinary Federation (ACF) who work tirelessly year after year to provide structure and creditability to the MCACTE. This is accomplished by offering Civilian Chefs who volunteer as certified judges in support of the MCACTE,
and assessing and adopting our guiding principles to ensure credit worthiness for every accolade presented throughout the training event. The valuable support rendered by the ACF enables us to assert Soldier for Life training venues into the judging criteria and subsequently contributes to the Soldier certification process. In many instances the question is often asked: How does participation in the MCACTE support operational dining experiences at home station dining facilities? Our response is that the processes and procedures assessed at this event are congruent with those in the Soldier for Life Certification program, which has been adopted as the Army On-the-JobTraining program. We are fully committed to a single standard of training that supports operational readiness platforms around the globe. The 33
MCACTE provides a competitive training platform for Culinary Specialists to demonstrate and hone their craft on both garrison and field feeding equipment. The assessment of the MCACTE experience serves as a training enabler to prepare Soldiers for whatever situation they face in combat or garrison environments. Creativity is encouraged and is a factor in the scoring process. Ultimately, the training experience unveiled at the MCACTE prepares Soldiers to produce high quality meals at their home station dining facilities. Commanders and senior leaders are highly encouraged to visit the MCACTE as Official Representation to gain full appreciation for the intensive training that is achieved here at the Quartermaster School during the execution of this event. Quartermaster Newsletter
Winter 2016
JCCOE
By Mr. Fredrick Jackson, Executive Officer
JCCOE
Joint Culinary Center of Excellence Army Food Program Transformation By Chief Warrant Officer 5 Princido Texidor, Army Food Advisor, JCCoE After years of hard work, the new Army Garrison Culinary Uniform (AGCU) has been approved for production and wear by our 92G Culinary professionals starting in April 2016. The new uniform replaces the current food service uniform which was adapted and worn since the early 1970s. The Quartermaster Corps is extremely proud of the new uniform and its added capabilities which perfectly coincides with the recent change of the 92G MOS title from Food Service to Culinary Specialist. Starting From Scratch Army Food Service personnel around the globe have asked for a new and updated uniform that provides Army culinarians a modern appearance with enhanced safety and capability. Working together with the Combined Arms Support Command, the Defense Logistics Agency – Troop Support, the U.S. Army Natick Soldier Research, Development & Engineering Center Program Executive Officer – Soldier (PEO-Soldier), and the Joint Culinary Center of Excellence worked diligently on a new uniform design and acquisition strategy for Army culinarians. The design of the new uniform was based on detailed civilian industry research and Soldier testing. Field Tested by Culinarians
Staff Sgt. Salas displays the new Army Garrison Culinary Uniform (left), and Sgt.
1st Class Holness displays the new dining facility manager's uniform (right) In 2015 over 200 Culinarians from Fort Stewart, (Photos provided by the Joint Culinary Center of Excellence) Georgia, had the opportunity to assess the new uniform. Following that assessment, a Limited User Evaluation with 330 Culinarians was conducted at Fort tic waistband. Wear and appearance policy is being estabBragg, North Carolina. Both these evaluations assisted lished for publication in Army Regulation and DA PAM researchers and developers to validate the design and 670-1. Interim wear instructions can be expected to be ensure user acceptance of the AGCU prototype. The re- released during March 2016. Army installations will response from culinarians was overwhelmingly positive ceive initial sets starting in April 2016 based on the apwith the vast majority noting the overall comfort, fea- proved fielding strategy. tures and professional look of the new uniform. True Professionals The AGCU would easily be at home in the finest civilian The approval of the AGCU along with the 92G MOS title restaurants. The uniform consists of a white long sleeve change and the 92G Credentialing Program reflects the double breasted smock with a mandarin collar, french pride, professionalism, and prestige of our 92G Soldiers. cuffs with chalk buttons and black pants. The fabric is a This new uniform aligns the professional culinary appearblend of 65 percent polyester and 35 percent cotton. The ance and safety features with our sister service culinarigarrison dining facility manager uniform has also im- ans in the Air Force, Navy, and Marine Corps. Our Soldiers proved and will consist of the white, short-sleeved, ser- can wear the new AGCU with pride and distinction as a vice uniform shirt and black pants with belt loop and elas- U.S. Army Quartermaster Culinary Specialist.
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Quartermaster Newsletter
Winter 2016
QM MUSEUM
U.S. Army Quartermaster Museum Launching New Website Design Mr. Paul Morando, Director On 6 Jan. 2106, the U.S. Army Quartermaster Museum launched a brand new website that features a modern design and easy to use features. The new design of the website allows users to navigate the museum’s exhibits, collections, and educational programs in a simple and effective way. The website will also provide a better platform for future interactive programs as well as provide important information to the
public. A museum’s website should be engaging, easy to use, and informative. Our objective with the new design is to get people excited about the museum so they will visit us and learn more about the rich history of the Quartermaster Corps. The museum’s website has always been a resource for the public and researchers seeking information about the history and heritage of the Quartermaster Corps. This will continue, but
users will now have a more aesthetic and friendlier experience. We felt our website needed to represent the museum and how it’s evolved over the last four years. It’s been a while since our website has been significantly changed and the new site truly captures the museum and where we are headed. Visitors can tour the museum’s new website at http:// www.qmmuseum.lee.army.mil.
Screen shot of the new Quartermaster Museum Web Site Home Page
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Quartermaster Newsletter
Winter 2016
HISTORIAN
Quartermaster Historian U.S. Army Mortuary Affairs—A Brief History By Dr. Leo Hirrel, QM School Command Historian
As the death toll from Union casualties during the Civil War continued to climb, pressure mounted for better care of the human remains of the casualties. These men had sacrificed their lives for the nation, and the public believed they deserved, at least, a decent burial. Consequently, in July 1862 Congress authorized a national cemetery system under the direction of the Quartermaster General, marking the beginning of the Quartermaster Mortuary Affairs function.
Mass Graves Even with the cemetery system, the Army and the Quartermaster Corps lacked even the most basic tactics, techniques, and procedures for identifying bodies and conducting a proper mortuary mission. Only about 60% of the Soldiers were buried in a marked grave; the rest were simply clumped into mass graves. Soldiers who died in battle had much less chance of being buried under their own name, especially if they were on the losing side. In fact, even years
Chaplain Charles C. Pierce (Passport Photo) 36
Quartermaster Newsletter
after the war ended military burial parties searched the battlefields in search of skeletons for more mass graves.
Civilian Morticians When the United States fought with Spain to liberate Cuba in 1898, the Quartermaster Department employed civilian morticians to manage the care of the dead. Here they improved the identification rate to 87% by emphasizing timely identification of the dead, including the information with a temporary burial. After the conflict, Congress authorized the exhumation and return of the casualties. Real progress came when the United States established control over the former Spanish colonies in the Philippines. The Army assigned Chaplain Charles C. Pierce to the Morgue and Identification Laboratory in Manila. He pioneered techniques for matching the physical characteristics of the bodies with information on known casualties and achieved an astonishing 100% identification rate. Pierce also ensured each Soldier was buried in a proper uniform. His recommendation for identification disks became today’s “dog tags.”
WWI Somme Cemetery, Bony France (Photo by Dr. Leo Hirrel)
Graves Registration Service
tractors, such as morticians. Yet the procedures for implementing this change had not been developed. Pierce and his colleagues resolved all details ranging from types of paperwork to land acquisition from the French, to procedures for identification. His previous work in comparing characteristics of the human remains with information on casualties again proved its worth. Dog tags became standard issue for the soldiers. The U.S. Army achieved an astonishingly high 97% identification rate.
As the United States entered World War I, the Quartermaster General arranged to have Charles Pierce recalled to active duty as an officer in the Quartermaster Corps, where he was placed in charge of the new Graves Registration Service. Recent legislation allowed the Quartermaster Corps to use military units to perform duties previously done by con-
In theory, the process was relatively simple. Immediately after the death, casualties were buried in the closest temporary cemetery and the Graves Registration Service recorded (or registered), the name and location of the burial. After the conflict, the bodies were exhumed for final disposition. In practice many things could go wrong, ranging from uni-
Winter 2016
Mortuary Affairs
In addition to ensuring proper care for the bodies of the casualties, the Quartermaster Corps created a process to preserve the possessions of the deceased termed “personal effects.” Care for the personal effects has continued as a basic part of mortuary affairs to this day.
By 1991, the policy of concurrent return was so thoroughly embedded in the Army that “Graves Registration” no longer seemed appropriate. The name changed to “Mortuary Affairs.” Over the last half century, members of the Graves Registration/ Mortuary Affairs specialists have supported military operations and civil governments in both well recognized and obscure activities. They recovered the bodies after the horribly gruesome mass suicide at Jonestown in 1978 and the loss of 256 Soldiers in a plane crash at Gander, Newfoundland in 1985. They processed
The same basic procedures continued through World War II, only on a much largIdentification of Personal Effects in WWII er scale. Once again the Ar(Army Photo) my used temporary burials, dentified remains to the disturbance with years passing between the Solof ongoing combat activities. Much diers’ death and the final burial. The of the work was performed by Afri- American Battle Monuments Comcan American Soldiers in labor de- mission opened another series of overseas cemeteries. tails.
Overseas Cemeteries After the war families were offered the choice of burial in an American overseas cemetery, burial in a government cemetery in the United States, or burial in a private cemetery. In the last case the family paid the cost of the burial plot, all other expenses came from the government. About 32,000 Soldiers were buried overseas, in cemeteries which are still immaculately maintained by the American Battle Monuments Commission. One unidentified Soldier was placed at the Tomb of the Unknown Soldier in tribute to all
During the Korean Conflict, American and communist forces refought over the same ground so often that the United States evacuated remains to Japan where they were embalmed and then transported back to the United States. Officially designated as “concurrent return” this immediate evacuation of remains was done during the Korean conflict in order to prevent enemy capture of the cemeteries. Concurrent return has been the policy ever since.
Graves Registration Pacific Theater of Operations during WWII (Army Photo)
the casualties following the terrorist plane attack into the Pentagon in 2001. During ensuing operations they have performed repeated deployments to Iraq and Afghanistan, where they established the highest standards of timely care for the human remains and personal effects of the casualties.
Concurrent Return
Following the Vietnam Conflict, the United States created the Central Identification Laboratory, which evolved into the Joint Prisoner of War/Missing in Action (POW/MIA) Accounting Command (JPAC). JPAC stood as a reminder of America’s commitment to unceasing efforts for the return of all military casualties. In 2015, JPAC was merged with other agencies to beGraves Registration after Malmadey massacre come the Defense POW/MIA in France during WWII (Army Photo) Accounting Agency.
Much has changed in mortuary affairs since the Civil War, and much will change in the future. The ethos of “Dignity, Honor, and Respect” will never change.
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Winter 2016
HISTORIAN
American war casualties.
“Braving the elements, hunger and exhaustion, 18 Soldiers from across the 4th Sustainment Brigade, 4th Infantry Division, volunteered to participate in the Rough Rider 300, Oct. 27-29, 2015 a recurring competition and training opportunity for service members and the leadership of the “Rough Rider” Brigade”
Rough Rider 300 extends challenge 4th Infantry Division Sustainment Brigade By Sgt. Benjamin Kullman, Sustainment Brigade PAO, 4th Infantry Division Braving the elements, hunger and exhaustion, 18 Soldiers from across the 4th Sustainment Brigade, 4th Infantry Division, volunteered to participate in the Rough Rider 300, Oct. 2729, 2015, a recurring competition and training opportunity for service members and the leadership of the “Rough Rider” Brigade.
ticipants were then sent through a basic Army Combatives Course conducted by instructors from the brigade’s 183rd Movement Control Team’s “Fight House.” Following the session the candidates received instructions on the tactics, weapons and equipment they would encounter during the event.
stressful environment,” said Thigpen. “The Rough Rider 300 is a step in that direction.”
The competition was open to all Soldiers regardless of rank or military specialty. The participants gathered to test their mettle against their colleagues and for the opportunity to be recognized as the most outstanding Soldier of the cycle. The winner will earn a spot on the pre-Ranger selection course.
The participants were transported to one of Fort Carson’s training sites to begin a 72-hour field training exercise where they would be allowed a limited amount of sleep. They were tested on warrior tasks and battle drills, their ability to react to simulated combat situations, radio operations, medical lane and day and night urban operations.
Winning our Nation’s Battles
Testing Combative Tasks Consisting of a series of individually scored events, the Rough Rider 300 is a combination of warrior skills competition and training exercise designed to introduce Soldiers to infantry and combat skills and tactics they may otherwise not be exposed to.
Warrior Focus “It’s critical for the mission that our Soldiers get back to individual tactics and working in small groups in a
Sgt. 1st Class Antonio Trillo, brigade master gunner, said good preparation, planning, and rigorous training carries Soldiers through the challenges of combat and operating in support under hazardous conditions. “The purpose of the Rough Rider 300 is to recognize Soldiers who have demonstrated a mastery of critical tasks that build the core foundation of individual proficiency,” said Trillo. “For this reason, we must make heavy demands from our Soldiers during peacetime and never become complacent. We must know why we exist as Soldiers, which is to deploy, fight and win our nation’s wars and return home safe.”
“(The Rough Rider 300) is the building blocks for getting back to the basics,” said Lt. Col. Chesley Thigpen, commander, 4th Special Troops Battalion, 4th SB. “It’s critical that we get back to the basics, not just for our brigade, but the Army as we come out of the limitation type mindset back into expeditionary forces and smaller teams going forward.” The competition began with an Army Physical Fitness test, a 5-mile run and a 12-mile ruck march, which had to be completed in under three hours. Following a short rest period to allow the candidates to rehydrate, eat, and tend to their sore feet, the par39
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Winter 2016
Candidates from 4th Sustainment Brigade, 4th Infantry Division, practice tactical weapon drills while participating in the Rough Rider 300 in hopes of obtaining recognition from their peers and a pre-Ranger school slot
Finance Soldiers Certify on Tactical Tasks 230th Financial Management Support Unit By 1st Lt. Mark H. Van Benschoten, Disbursing Agent, 230th FMSU, 4ID On Nov. 30, 2015, the 230th Financial Management Support Unit (FMSU), 4th Special Troops Battalion, 4th Sustainment Brigade, 4th Infantry Division conducted a certification exercise that tested Soldiers on key tactical tasks that they could encounter during a deployment to Afghanistan. The unit focused on tactical convoy operations, reacting to improvised explosive devices (IEDs) and ambushes, and conducting mobile financial management support team missions in the Fort Carson training area near Camp Red Devil.
Reacting to Small Arms and IEDs
Treating Causalities The training culminated on the third day as the separate elements the detachments trained on were brought together. Each unit received a mission to move out as a convoy and conduct a payment mission to a nearby village. While en route, the convoy had to effectively neutralize enemy fire, react to emplaced IEDs, and respond to a simulated chemical gas attack in the village to assess their ability to work and maneuver in a chemically contaminated environment. After moving out of the village, Detachment B Soldiers had to demonstrate their ability to treat casualties taken during the firefight and set up a secure landing zone in order to medevac the wounded.
the perimeter of the encampment. “A major emphasis for this training event was empowering NCOs and giving them the opportunity to lead and make decisions,” said Capt. Frank Simmons, commander, Detachment B, 230th FMSU. “Ultimately, they are going to be the leaders on the ground when we are supporting remote locations, and Soldiers are going to look to them for direction.” As the sun broke the horizon early morning Dec. 3, the Soldiers tore down the tents and returned to Fort Carson, tired and dirty having accomplished the mission. “I can’t tell you how proud I am of what our Soldiers accomplished during this training event,” said Maj. Dale E. Berry, commander, 230th FMSU. “This unit is incredibly well-trained. (The Soldiers) demonstrated that they are prepared to fight and win when called upon.”
On the first day of the exercise, Soldiers pushed through to their objectives. By nightfall, all elements were in place with communications and security established. On the following Empowering NCOs day, Detachments-A and B, 230th After returning to base, the Soldiers FMSU separated into separate con- came under a complex night attack, voys and worked through simulated having to fend off the enemy from small-arms fire and IEDs, assessing and treating casualties, as well as dismounted urban operations to test the effectiveness and decision making of junior leadership. The certification offered the detachments a chance to finalize unit operating procedures and highlight areas for improvement. “What I wanted to get across to the Soldiers is (that) they cannot just be good at their jobs in the pay office but must be tactically proficient as well because they can, and will, be put into situations where what they learned here in training could save their (life) or their buddy’s life downrange,” said 1st Lt. Ricky Leslie, Soldiers of Detachments A and B, 230th Financial Management Support Unit, move in to meet with disbursing agent officer in charge, a village elder during a field training and tactical certification exercise held Nov. 30 to Dec. 3, 2015 at Fort Carson’s Camp Red Devil training area (Photo by Maj. Dale E. Berry) Detachment A, 230th FMSU. 40
Quartermaster Newsletter
Winter 2016
307th Brigade Support Battalion Black Devil Sustainers Leading the Way By 1st Lt. Dexter Harris, U.S. Army Quartermaster School
The US Army Quartermaster School leadership, Brig. Gen. Ron Kirklin and Sgt. Maj. Jimmy Sellers, spent several days with the 307th Brigade Support Battalion (BSB) 1st Brigade Combat Team, 82nd Airborne Division during their recent Joint Readiness Training Center Rotation (JRTC) 16-02 gathering lessons learned to assist the Combined Arms Support Command (CASCOM) in the collection and distribution of best practices and doctrinal updates across the Army. The 307th BSB has a long and distinguished history that dates back to August of 1917. The Battalion has directly supported the 504th Parachute Infantry Regiment for over 50 years having taken part in every major Airborne Combat Operation from Sicily to Normandy to Ardennes in WWII to the Dominican Republic, Grenada, and the parachute assault into Panama to oust General Manual A. Noriega in OPERATION JUST CAUSE. More recently, the Black Devils have deployed six times to Iraq and Afghanistan in support of OPERATION IRAQI FREEDOM and OPERATION ENDURING FREEDOM. This past year has been no different for Black Devils packed with quite a few challenges and triumphs as they assumed our Nation’s Global Response Force in December 2015. They have executed three Combat Training Center Training (CTC) rotations - 2x JRTC Decisive Action rotations and 1x Joint Multi-National Readiness Center (JMRC) exercise “Operation Swift Response 2015”. The JMRC Rotation served as the first time the 82nd Airborne Division has
been back to Europe since the Cold War. “Our goal here is to grow an adaptive Sustainment Team comprised of skilled, disciplined, and innovative Logistics Warriors who will ensure no mission ever fails due to logistics,” said Lt. Col. Pete L. Gilbert, 307th BSB Commander. Rising to the occasion is what the Black Devils do best and has been evident in their most recent accomplishments. The Battalion’s most recent achievements include being the first Army to field and implement the Global Combat Support System, or GCSS-Army, which has brought total asset visibility to supply requisitions and real time readiness reporting. Their Culinary Specialists placed first in 2015 at the Fort Bragg Installation Dining Facility Thanksgiving Day Meal Competition and took 1st place at the XVIII Airborne Corps for the Department of the Army Phillip A. Connelly Field Kitchen Competition. Their Medical Company has been recognized by U.S. Army Medical Material
Agency (USAMMA) for creating a deployable equipment set tailored to an expeditionary environment for Ancillary Services - Physical Therapist, Social Workers, Lab / X-Ray and Dental. Finally, their discipline and adherence to Army standards led to being recognized by the Chief of U.S. Army Combat Readiness Safety Center for the best Battalion Safety Program during the 4th quarter. As the Black Devils and the 1st Brigade Combat Team, 82nd Airborne Division assume responsibility of our Nation's Global Response Force (GRF) mission LTC Gilbert reflects back on the importance of mastering the essentials of decisive action logistics. “Never assume anything as the battlefield geometry can change at a blink of an eye,” said Gilbert. “The warfighter depends on us to meet their requirements so we must continue to build trust through competency and master the fundamentals of sustainment operations while understanding the operation mission.”
307th Brigade Support Battalion, 82nd Airborne Division during their recent Joint Readiness Training Center Rotation (JRTC) 16-02 41
Quartermaster Newsletter
Winter 2016
USAWM
U.S. Army Women’s Museum Social Media: The Power to Connect and Collect! By Ms. Amanda Vtipilson, Curator of Education
They say to be careful what you post on social media – you never know who is going to see it. Sometimes though, just the right person sees what you post!
That is exactly what happened this summer when the U.S. Army Women’s Museum (USAWM) shared a few pictures of a newly displayed artifact on Facebook. The artifact was the helmet worn by Joyce Ann Kutsch in 1973 when she jumped
from a C141 Starlifter becoming one of the first two females to complete Airborne School. The post was popular, reaching over 20,000 people. One of those people happened to be the other female who graduated with Kutsch, Rita Diehl (Johnson). Both women are featured prominently in the Museum’s gallery and yet Diehl never had the chance to visit. Her first communication with the Museum was a comment left on the Facebook Rita Diehl (Johnson) with the exhibit about the history she and Joyce Kutsch made when in 1973 they post – “Fort McClellan Sep. became the first females to complete Airborne School 1973, I'm W1.” While the comment may seem a bit cryptic to and outside the physical reach of some, Museum staff knew immedi- the institution. The USAWM has emately who she was. W1 refers to the braced Facebook as a platform to label taped on her helmet when she allow audiences of all ages to interjumped alongside Kutsch in 1973. act with history and more and more This comment sparked a conversa- often, the actual history-makers tion with the Army trailblazer which themselves. ultimately led to her visit to the Museum in January and her commitment to looking for additional arti“My logisticians are a hufacts and archives to contribute to the story. Finally, she was able to morless lot…they know if connect with the Museum and see my campaign fails, they her place in Army history. Diehl are the first ones I will shared stories of her journey to beslay.” come a 43E (Rigger) in the Quartermaster Corps – a journey that was unprecedented at the time.
Newspaper photo posted on the USAWM Facebook page which prompted the connection with Rita Diehl (Johnson)
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Quartermaster Newsletter
Facebook has quickly become a powerful tool in the museum world, connecting audiences both within
Winter 2016
Alexander the Great (356—323 BC)
QM MilSuite
Sustainment Knowledge Network (SKN)
Sustainment Unit One Stop
QM Public Page
Rear Cover Photo: AIT Students setting up a Laundry Advance System (LADS) during training operations at the Aerial Delivery and Field Services Department (ADFSD)
QM Facebook
CSDP and PA Knowledge Center