Connection newsletter fall 2015 by US Army Quartermaster School

INSIDE

RCSM

CAREER NEWS

92G

Career Management

Promotion Selections

Historic Name Change

U.S. ARMY QUARTERMASTER SCHOOL

Fall 2015 Edition

TABLE OF CONTENTS

FALL 2015 INDEX

ON THE

COVER

A Water Treatment Specialist (92W) with the 101st Airborne Division (Air Assault), Fort Campbell, KY, deploys the Tactical Water Purification System's (TWPS) microfiltration system during the ROWPU RODEO Fort Lee.

“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 Henri Jomini, Precis de l'Art de la Guerre (The Art of War), 1838

CMDT

Commandant’s Welcome

RCSM

The Professional Development Model

RCWO

QM Warrant Officer Update

DPTY

QM Civilian Workforce Update

OQMG

Quartermaster Career News Section

OQMG

Selection Board Schedule (FY 16)

RCWO

Warrant Officer Retirements and News

23rd BDE

Drill and Ceremony Competition

JMAC

Force Reduction & RC MA Exercise

LTD

Audit Readiness for BDE and DIV CDRS

USAWM

USAWM AFRICOM Visit

RCAO

QM WO Accessions in the Reserves

SIG

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CASCOM

GCSS-Army Integration

ADFSD

T-11 Parachute Transformation

PWD

   

RCSM

Hazzard Conference Room Re-dedication

JCCOE

 

HISTORIAN

U.S. Army Field Services—A Brief History

USAQMM

Parade to Battle: The Evolution of Army Uniforms

Quartermaster Connect Airborne Connect

Pump Rack Module Feasibility Study Leveraging Technology Institutional Training Adaption New Water Doctrine

Army Food Program Transformation 92G Credentialing Program

ARMY CAREER NEWS SECTION THE NEXT GENERATION

10 Broadening Our Soldiers SGM Delbert Hoskins SPECIALIZED WARFARE

11 Asymmetric Warfare Group MAJ Timothy Ballas Submit your articles to the Quartermaster School Strategic Initiatives Group with photos, to gregory.p.koenig.ctr@mail.mil for publication in the Winter 2016 Edition with a scheduled publication date of 29 January 2016.

CENTER FOR STRATEGIC LEADERSHIP & DEVELOPMENT

12 Quartermaster Regimental Honors Program Mr. Jim Tolbert BROADENING OPPORTUNITIES

24 Strategic Broadening Seminar CW5 Roberto Figueroa

Quartermaster Newsletter

Fall 2015

Leveraging Technology; Institutional Training Adaptation; and Holiday Safety Teammates all around the world, greetings! It continues to be an exciting and busy time at Combined Arms Support Command (CASCOM) and the Quartermaster School at Fort Lee, VA.

By BG Ronald Kirklin, 53rd Quartermaster General

Regardless of your plans or scheduled activities, be sure to make safety your top priority

In this edition of the Quartermaster Connection, you will read about Department updates on key CASCOM and Quartermaster initiatives. We are also introducing our new Quartermaster “Army Career News Section” which contains key career information as well as promotion lists – congratulations to those who were selected! You will also read about the ongoing fielding of the Global Combat Support System-Army (GCSSArmy); Leveraging Technology to Sustain Liquid Logistics Competencies; Audit Readiness for brigade and division commanders; Institutional Training Adaptation to meet the Army’s Human Dimension Concept; Mortuary Affairs Force Structure; and a new Exhibit in the Quartermaster Museum depicting the evolution of our Army uniforms.

increase operational readiness. GCSSArmy is the single most important automated system being fielded in the Army today; truly a game changer. I also encourage you to send us photos and articles of Quartermasters and Sustainers in action, and to visit our website and Facebook page to stay abreast of the latest news and information concerning the Corps. Finally, I would to thank all the great Quartermaster Soldiers, NCOs, civilians, WOs and officers whom sustain our force across the world. Every day I am proud and humbled to serve with you. Thank you for all you do! Happy Holidays and Happy New Years!

Supporting Victory! Support Starts Here! Army Strong!

Over the last couple of months, I have had the opportunity to visit different installations to observe Quartermasters in action. Our Soldiers continue to demonstrate technical and tactical proficiency, and continue to be valuable assets to their organizations. We are starting to see the results of the GCSS-Army training that we are conducting here at Ft Lee for our Soldiers and Leaders. We are building the BG Ronald Kirklin and CSM Jimmy Sellers receiving required knowledge base within our a training update briefing from LTC Pete Gilbert, 307th BSB CDR, 82nd Airborne Division. Corps that is needed to make this program successful. GCSS-Army provides us with a centralized data base that will allow us to optimize the supply chain and

Quartermaster Newsletter

Fall 2015

COMMANDANT

COMMANDANT’S WELCOME

RCSM

REGIMENTAL CSM The Professional Development Model Quartermaster Teammates,

By CSM Jimmy Sellers

â&#x20AC;&#x153;The new career map assists leaders to effectively counsel their Soldiers as it identifies attributes and competencies the Soldier will be required to have to operate at the next level.â&#x20AC;?

be used to construct development paths based on individual career aspirations and Part of being good stewards of the needs of the Army. The Quartermasour profession is knowing which critical ter School Proponent Office, in concert courses and broadening opportunities with leaders in the field, have been instruexist within your Military Occupational mental in developing a career map that Specialty (MOS). Each of us face the same will assist our Soldiers in making informed questions during our military careers; how and educated career and life long decican I take charge of my career by increas- sions. Although in the early stages of deing my base of knowledge, and improve sign, our base Quartermaster Professional the required skill sets of my core profesDevelopment Model already contain usesion; what professions and competencies ful hyperlink features. These features enaare critical for the growth within my speble Soldiers to obtain access to websites cific MOS; and finally, which schools are and developmental reading products that mission-imperative to ensure a successful will aide their careers. career? It is our vision to ensure the caCareer maps serve as a tool to provide a standardized framework and career enhancing information for Soldiers, leaders, and personnel managers. The intent of career maps is to serve as the professional reference for a successful military career while providing information and guidance on assignments, education and training opportunities. They are vital tools to a successful military career. The newly designed CMF 92 career map provides answers to the questions above and many more. Because of the information this career map now contains, it will assist leaders in effectively counseling subordinates. In addition, it will assist in facilitating choices based on individual talents versus organizational requirements. In coordination with branch and proponent managers, it can

Quartermaster Newsletter

Fall 2015

reer map is collaborative by linking it to Army Career Tracker (ACT). This feature will provide Soldiers the ability to compare their careers to others within their MOS. Soldiers will have immediate access to the timeliest information available. For example, Soldiers will be able to obtain relevant information on duty positions such as Enlisted Aide, Training with Industry (TWI), AIT Platoon Sergeant, and Instructor positions, just by clicking on a link. Once the career map is a part of ACT, Soldiers will be able to view how many of their peers have successfully completed training required for a particular duty position or Additional Skill Identifier (ASI). In addition, the new career map will also assist leaders in identifying attributes and competencies Soldiers will be required to have in order to operate successfully at the next level. In the example

RCSM

above, the career map encompasses five important lines of effort (LOE), which are Military Life Cycle, Education, Assignment/Experience, Credentialing/ Experience, and Self Development. These LOEs are very critical in the overall process of having a well-balanced career. The importance this tool will play, in guiding Soldiers and NCOs, in charting a successful military career, canâ&#x20AC;&#x2122;t be overstated. However, let us not forget,

each one of us is personally responsibility for our own professional development. In closing, you are the best manager of your career. The recipe for success includes a good mix of institutional and functional training courses. As well as challenging operational and broadening assignments. Likewise, you must maximize every opportunity for selfdevelopment while simultaneously performing well in every assignment.

Quartermaster Professional Development Model

Figure 1: Quartermaster Professional Development Model

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 Rodriguez

Editor and Graphics Designer

Editorial Assistant

1LT Christin McDowell

Ms. Dedra Carter

The U.S. Army Quartermaster Connection 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. 5

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RCWO

REGIMENTAL CHIEF WARRANT OFFICER Quartermaster Warrant Officer Update

By CW5 Roberto Figueroa

“Recruiting must be a top priority within the Quartermaster community.”

Greetings once again from the Quartermaster School! For those of you who are new to the cohort, congratulations and welcome! The last couple of months have been full of activity and we have seen many great things happen to our Corps and to our cohort. I had the distinct honor of participating in the first ever Army Senior Warrant Officer Summit in June. This momentous event brought together over 130 senior warrant officers from across the Total Army to discuss strategic level warrant officer initiatives with Senior Army Leaders. The purpose of the summit was to support the Chief of Staff of the Army directed end state to produce a unifying Warrant Officer Cohort strategy outlining how future warrant officers are accessed, developed, and managed in support of Force 2025 and beyond. The two-day Army Senior Warrant Officer Summit served as a communications forum to enable the Army Staff Senior Warrant Officer to outline the Warrant Officer 2025 (WO2025) Strategy and facili-

tated an informative dialog between Senior Army Leaders. The forum focused on current and future strategic training and leader development issues for warrant officers. In addition to the Army Senior Warrant Officer Summit, an incredible amount of efforts have been placed by the Army Senior Warrant Council members in an attempt to release the WO2025 Strategy which will help the Army define the steps necessary to ensure warrant officers are innovative leaders, technologically agile, adaptive, and trusted professionals who will maintain capability overmatch and efficiently manage logistical demands to “Win in a Complex World.” The U.S. Army Warrant Officer cohort accounts for 2.9 percent of the personnel strength and 20.8 percent of the Officer Corps across the Total Army. There are 63 warrant officer specialties across 17 branches. Previous corrective instruments such as the Total Warrant Officer Study (TWOS) 1985, the Army Training and Leader Development Panel (ATLDP) 2002, and the Warrant Officer Study (TWOS) (Article Continues, Page 25)

U.S. Army Gen. Dennis L. Via, commanding general of the U.S. Army Materiel Command (AMC) poses for a group photo during the Army's Senior Warrant Officer Summit at the Mark Center in Alexandria, Va., June 29, 2015. (U.S. Army photo by Alfredo Barraza/Released) 6

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Fall 2015

DPTY CMDT

DEPUTY COMMANDANT Quartermaster School DA Civilian Workforce Update

By Marshall Jones

"A carefully designed position structure results in reasonable and supportable grade levels and most importantly, a conducive and productive work environment.”

Any mention of change for the Army must include Department of Army Civilians. During the past twelve months we have experienced enormous change for our civilian workforce. This article highlights a few of those changes, as well as, several ongoing initiatives. Civilian employees provide a critical capability that ensures successful mission execution and continuity. The sustained professional development of our civilian workforce is important to ensure our school remains relevant and valueadded well into the 21st century. Our leadership is committed to ensuring the requisite resources are allocated towards civilian professional development. Our Civilian Profession Development Handbook, and the CASCOM Civilian Professional Development Guide, provides the enduring framework for ensuring the continual professional growth and development of our civilians. These publications provide information on the developmental opportunities that are available and sources of funding assistance. Position management is the logical and efficient arrangement of positions or jobs to accomplish the unit’s mission. Good position management results in a carefully designed position structure which blends the skills and assignments of its employees with the goal of successfully executing an organization’s mission and action plan. The results of this process reflect a logical balance between having employees fill the positions needed to execute the major core functions of an organization, and positioning civilians for their professional development and growth. Position management requires the careful management of grade structure for the positions involved. The Quar-

termaster School recently completed a comprehensive Position Management Review (PMR) of its DA Civilian workforce. The success of this PMR was recognized as a best practice for all of CASCOM and Fort Lee. It is now being used as a model for all of CASCOM’s organizations and activities. Every member of our team, along with their families, is key to the strength of the Army. Our DA Civilian Workforce and Resiliency Program provides a framework to ensure that the overall readiness of our team is sustained as we downsize into a smaller more composite workforce capable of defending our Nation’s interests globally. Our program promotes the importance of balanced lifestyle centered upon physical, mental, and emotional/ spiritual well-being. A healthy and resilient workforce is a highly productive workforce! This initiative to further enhance and sustain the overall resiliency of our Team resonates well here at Fort Lee and throughout the Quartermaster Corps. Our Acculturation Program includes an “onboarding process” which is a more comprehensive civilian indoctrination approach that starts before orientation and extends throughout the employee’s first year of employment. Our new onboarding process is designed to integrate and acculturate newly hired employees into our organization and provide them with the tools, resources, and knowledge required to become successful and productive members of our team. The U.S. Army Quartermaster School is on a mission. We understand the importance of a ready and capable composite (military, civilians and contractors) workforce in accomplishing our mission. We have wisely chosen to invest in our civilian workforce.

Quartermaster Newsletter

Fall 2015

U.S. Army Women’s Museum (USAWM) AFRICOM Visit

Career News

Broadening Programs Broadening the Knowledge Base of Our Soldiers

PROMOTIONS FISCAL YEAR 2015

Asymmetric Warfare Group Program information and Recruiting Information

FISCAL YEAR 2016 Quartermaster Regimental Honors Distinguished Member & Unit

Selection Board Schedule

Strategic Broadening Seminar at the Center for Strategic Leadership & Development

U.S. Army Sgt. Maj. Raymond Hendrick (middle of photo), an Asymmetric Warfare Group adviser and infantryman assigned to the 1st squadron, 8th Cavalry Regiment, 2nd Brigade Combat Team, 1st Cavalry Division, takes cover during live fire operations.

CAREER NEWS

QM CAREER NEWS SECTION

Broadening the Experience and Knowledge Base of our Soldiers

CAREER NEWS

By SGM Delbert Hoskins, Office of Quartermaster General Imagine a scenario whereby you could only shop at one store, and you like everyone else, could only purchase the same item. Once purchased, you were not allowed to improve the item or change it in any way. This item would always remain the same. Throughout your life, you would only know this one item, because it’s the only item you ever knew. You are probably wondering where this article is going, and why we are addressing this topic. This article is about broadening our horizons. Over the last decade, the Army has made great strides to broaden the experience and knowledge base of our Soldiers. Programs such as Training with Industry, Internships, Fellowships, Joint Interagency Multinational Engagements and Operations, as well as more traditional opportunities such as Recruiter, Enlisted Aide, Drill Sergeant and Advanced Individual Training Platoon Sergeant have played key roles in broadening the knowledge base of our Soldiers. Amidst the Army’s efforts and information campaigns, we continue to see very few Soldiers apply for these broadening opportunities. Of the more than 1,900 92As who are eligible to apply for the Training with Industry Program, we have received less than 20 applications. Conversely, the Enlisted Aide program is open to all Military Occupational Specialties, yet less than 100 Soldiers apply annually for this program. As personnel developers, we strive to make sure others see the value of having something different. And when they are given something different, help them understand how to properly utilize and employ it. However, this article is not about a simple gadget, the next best phone, or computer. This article is about our Soldiers, and it is about our Army. The largest hurdles in the success of this broadening process is the Soldier’s knowledge of available programs, and our leader’s understanding and willingness to support their Soldiers. The Army has taken great strides to inform Soldiers about the opportunities available thru targeted messages from “Army Career Tracker” (ACT) (https://actnow.army.mil). These messages announce 10

Quartermaster Newsletter

Fall 2015

special programs and opportunities as well as instructions on where to apply. Many of these broadening opportunities can be found at our own U.S. Army Quartermaster School’s website (http://www.quartermaster.army.mil/ oqmg/enlisted_proponency/ep_main.html). The Army uses a multitude of venues to communicate broadening opportunities to our Soldiers. Unfortunately, we are not seeing a sufficient amount of applications from Soldiers to take advantage of these opportunities. This lack of Soldiers applying for these programs could be because our Soldiers are not aware of these programs, or that they don’t have their leadership’s support to pursue these opportunities. We all have an inherent responsibility to develop the future leaders of the Army. While every Soldier is important to the unit’s mission, leaders must balance their unit’s mission needs with those of their Soldiers to ensure we’re not holding our Soldiers back from pursuing these career enhancing opportunities. We must develop our Soldiers to serve in progressive assignments in the future. Ways to assist in this process include:  Counseling Soldiers and documenting reasons why they are not seeking broadening and career progressive assignments  Encourage Soldiers to access their “Career Maps” in Army Career Tracker  Engage, advise, and assist Soldiers to seek out all of the available resources to further their careers As leaders we must engage in talent management, or rather, we must manage talent. The Army needs its leaders to continually scan junior ranks to identify the talent available to fill critical positions in the future. This is how we retain our best and brightest. This is how we ensure that our future leaders have the experience and knowledge base to lead our future Army. Failing to accomplish this task now will result in our best and brightest Soldiers leaving the Army and heading off to corporate America. Help us identify and select the right individuals for these broadening opportunities to ensure that our future Army has a sufficient pool of qualified leaders to choose from.

Asymmetric Warfare Group By MAJ Timothy Ballas, Asymmetric Warfare Group S4 novative, adaptive, and motivated to meet challenges head on. The Additional Skill Identifier (ASI) U8 “AWG Operational Support” is awarded to officers and NCOs upon completing one successful year in the unit. There are opportunities for NCOs to return to the Asymmetric Warfare Group (if such actions are in support of the NCO’s career development). This is also recognized as a Key and Developmental broadening assignment for up to 24 months for officers. For more information, to include qualification requirements, please contact: MAJ Timothy Ballas; Group S4, 301-833-5345; or MSG Tory Brown, Group S4 NCOIC, tory.l.brown3.mil@mail.mil, 301 -833-5392.

Quartermaster Warrant Officer Accession Program By CW5 Janet Lewandowski

Quartermaster Warrant Officers are the Army’s logistics system experts, leaders, trainers, mentors, and advisors. They administer, manage, maintain, operate, and integrate Army logistical systems and equipment across all levels within the Army. In fiscal year (FY) 2015, there were 57 NonCommissioned Officers (NCO) selected to become a part of the Quartermaster Warrant Officer cohort. In FY16, there are three Active Component selection board opportunities for NCOs to compete for selection to become a Quartermaster warrant officer in military occupation specialties (MOS) 920A (Property Accounting Technician), 920B (Supply Systems Technician), 921A (Airdrop Systems Technician), 922A (Food Service Technician), and 923A (Petroleum Systems Technician). Selection boards will be held in November 2015, March 2016, and July 2016. Those selected to become a warrant officer will attend the Warrant Officer Candidate School

(WOCS) at Fort Rucker, Alabama. The WOCS provides the basic skills needed to become an effective Army officer who will make morally, and ethically correct decisions at all times. The school incorporates a high stress environment specifically designed to challenge the candidates from day one. Upon completion of the WOCS, candidates will be appointed as a Warrant Officer One and will proceed to their technical MOS training at the Warrant Officer Basic Course at the Army Logistics University, Ft Lee, VA. To obtain additional information on the Quartermaster prerequisites, the Army’s administrative requirements, how to submit a packet, and the timelines for submission to become a warrant officer, please visit the US Army Warrant Officer Recruiting Team website, http://www.usarec.army.mil/hq/ warrant/index.shtml; or CW5 Janet Lewandowski, WO Personnel Developer, (804) 734-3533 (DSN 687) or janeet.j.lewandowski.mil@mail.mil.

Quartermaster Newsletter

Fall 2015

CAREER NEWS

Located in Fort Meade, MD, the U.S. Army Asymmetric Warfare Group provides operational advisory support and rapid solution development to Army and Joint Force Commanders to defeat current and emerging threats, and enhance Soldier Survivability. Human Resources Command (HRC) recognizes this assignment as a nominative position with highly competitive promotion rates in comparison to the rest of the Army. Within the last three years, the promotion rate for our eligible logisticians far exceeded the Army’s with a cumulative rate of 67% (SFC: 4 of 6 / MSG: 4 of 6). The training and experience gained from this assignment will prepare you to accomplish any multi-functional sustainment mission as they regularly partner with DOD and federal agencies across the globe. We are seeking active duty: experienced Officers (CPT-MAJ, 90A); Warrant Officers (CW2-CW3, 920A; CW3 -CW4, 915E); and NCOs (SGT-SFC, 92A/92Y) who are in-

Quartermaster Regimental Honors Program By Mr. Jim Tolbert, Deputy OQMG The time is once again upon us to recognize Quartermaster individuals and units for their outstanding achievements through our Quartermaster Regimental Honors Program. The Regimental Honors Program recognizes outstanding individuals and units (both past and present) who have made significant contributions to both the United States Army and the Quartermaster Corps. The Regimental Honors Program consists of three distinct levels of recognition: Hall of Fame, Distinguished Member of the Regiment, and Distinguished Unit of the Regiment.

CAREER NEWS

Quartermaster Hall of Fame The Quartermaster Hall of Fame is the highest form of recognition the Regiment offers. The program honors those individuals who are viewed to have made the most significant contributions to the overall history and traditions of the Quartermaster Corps. The individual’s professional accomplishments must be deemed so significant that they stand above those of their peers with comparable experience. The nominee’s accomplishments must clearly demonstrate significant accomplishments in one or more of the following areas: named combat and operational deployments; changes or advancements in Army doctrine, policies, procedures, or force structure; changes or advancement in training, equipping, sustaining, research, development and acquisition; substantial savings of resources (e.g. people, equipment, or operating costs); or substantial improvements to Soldier safety, health, and welfare. To be eligible for Hall of Fame consideration, nominees must be: retired military or civilians (who have been retired, discharged, or deceased for at least 3 years) who have made significant contributions to the Quartermaster Corps. Individuals who have distinguished themselves through gallantry (Congressional Medal of Honor and Distinguished Service Cross awardees). Individuals whose primary military career endeavors are within the Quartermaster Corps are eligible for induction into the Hall of Fame.

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Fall 2015

Anyone can submit a nomination for the Quartermaster Hall of Fame. The nomination packet must include: formal Letter of Nomination; narrative description of the candidate’s significant contributions; biographical data or career resume; official photograph of the nominee; and both nominator and nominee address, phone number, and e-mail address.

Distinguished Member of the Regiment The Distinguished Member of the Regiment (DMOR) honors individuals who have contributed significantly to the promotion of the US Army Quartermaster Corps in ways that stand out in the eyes of their seniors, subordinates, and peers. The individual must also demonstrate the highest standards of integrity, moral character, and display an outstanding degree of professional competence while serving the U.S. Army Quartermaster Corps with distinction. A DMOR must be a distinguished active or retired Officer, Warrant Officer, Enlisted Soldier, or Civilian member in the Active Army, Army National Guard, and U.S. Army Reserve. Anyone can submit nominations for the DMOR. The nomination packet must include: formal Letter of Nomination; narrative description of the candidate’s significant contributions; biographical data or career resume; official photograph of the nominee; and both the nominator and nominee address, phone number, and e-mail address.

Distinguished Unit of the Regiment The Distinguished Unit of the Regiment (DUOR) recognizes outstanding units (past and present) which have made significant contributions to the Quartermaster Corps. To be eligible for DUOR consideration, the nomi-

nee can be either: an active or a de-activated unit; active Army, Army National Guard, or US Army Reserve unit. DUOR units are normally battalion size or larger. However, exceptions may be made for units that have distinguished themselves throughout their history. Anyone can submit nominations for the DUOR. The nomination packet must include: formal Letter of Nomination; narrative account of the unit’s major contributions; official Lineage and Honors Statement (complete with list of campaign participation and any awards or decorations); and the nominator’s address, phone number, and e-mail address. The Quartermaster Regimental Honors nomination period is open from 5 January 2016 to 29 February 2016. Nominations should be submitted to the Regimental Adjutant during this time frame in order for applications to be processed and presented to the Regimental Honors Board for consideration.

Sample Regimental Honors Nomination Forms can be found on the U.S. Army Quartermaster Website: http://www.quartermaster.army.mil/oqmg/ regimental_office/ro_nomination.html. Nominations for Hall of Fame, Distinguished Members of the Regiment, and Distinguished Units of the Regiment can be submitted to the Quartermaster Regimental Adjutant. E-mail scanned documents to usarmy.lee.tradoc.list.lee-qm-regimental-adjutant@mail.mil. Mail nomination documents to: “Regimental Adjutant, US Army Quartermaster School, Office of the Quartermaster General, 2221 Adams Avenue, Ft Lee, VA 23801”. Address questions or concerns regarding the Quartermaster Regimental Honors Program to the Quartermaster Regimental Adjutant at usarmy.lee.tradoc.list.lee-qm-regimentaladjutant@mail.mil.

CAREER NEWS

TO ALL WHO SHALL SEE THESE PRESENTS, GREETINGS: KNOW YE, THAT BY VIRTUE OF EXCEPTIONAL SERVICE AND THE CONFIRMED CONTRIBUTIONS TO THE TRADITIONS OF

EXCELLENCE AND ESPRIT DE CORPS OF

TO ALL WHO SHALL SEE THESE PRESENTS, GREETINGS: KNOW YE, THAT BY VIRTUE OF EXCEPTIONAL SERVICE AND THE CONFIRMED CONTRIBUTIONS TO THE TRADITIONS OF

EXCELLENCE AND ESPRIT DE CORPS OF

THE QUARTERMASTER CORPS

999TH Sustainment Brigade IS INDUCTED AS A

THE QUARTERMASTER CORPS

Colonel Sean Paul Davis IS INDUCTED AS A

DISTINGUISHED UNIT OF

DISTINGUISHED MEMBER OF

THE QUARTERMASTER REGIMENT IN TESTIMONY THEREOF THIS 5th DAY OF JUNE 2015

THE QUARTERMASTER REGIMENT IN TESTIMONY THEREOF THIS 20TH DAY OF FEBRUARY 2015

Ronald Kirklin Brigadier General, US Army 53rd Quartermaster General

Quartermaster Newsletter

Fall 2015

P R O M OT I O N S F i s c a l Ye a r 1 5

CAREER NEWS

Congratulations to the Basic Branch Quartermaster Lieutenant Colonels selected for promotion to Colonel: TACILDAYUS ANDREWS

ROBERT MANN

JON BEALE

JEFFREY NIEMI

JEFFREY BRITTON

JOSEPH RITTER

JUANITA CLARKE

CHRISTOPHER ROBERTSON

KEVIN COTMAN

PAUL ROYLE

PETER CRANDALL

SHAWN SCHULDT

FRED DELACRUZ

ERIC SCHWARTZ

SCOT DOBOSZENSKI

CARMELIA SCOTTSKILLERN

MICHAEL EGAN

NATHAN SWARTZ

BRYAN FOWLER

JAMES SWIFT

ARCHIE HERNDON

GREGORY TOWNSEND

JOSEPH KURZ

HERBERT WILLINGHAM

LIEUTENANT COLONEL SELECTION SUMMARY

Branch

Considered

Selected

Percentages

118

20.3%

20.9%

23.1%

Quartermaster Newsletter

Fall 2015

P R O M OT I O N S F i s c a l Ye a r 1 5

Congratulations to the Basic Branch Quartermaster Majors selected for promotion to Lieutenant Colonel: AMY DOWNING

HEATHER LABRECQUE

SHANNON STAMBERSKY

THOMAS BOLAND

ALAIN FISHER

CARMELO MADERA

JOHN STRINGER

PETER CAGGIANO

MARC FLEURANT

STEPHEN MAGNER

THOMAS TROYN

JOSIEL CARRASQUILLO

ALEXANDER GARCIA

ANTHONY MARANTE

DENNIS UTT

JEFFREY CHAMBERLAIN

MATTHEW GOMEZ

CHRISTOPHER MCLEAN

BERNAR VANBROCKLIN

JASON CHRISTENSON

TODD HANKS

JONATHAN MEISEL

CHRISTOPHER VENTERS

ANDY CLINKSCALES

ROBERT HOFFMAN

SAMUEL MILLER

CLAUDE WALKER

KIM COHEN

FENICIA JACKSON

ZACHARY MILLER

BARRY WALSH

ADAM COLLINS

CHARLES JAQUILLARD

PHILBERT PALMORE

JEREMY WEESTRAND

JAMES COOK

VERNON JONES

JAMES RITCH

DONNA WELCH

BRIAN COZINE

MICHAEL JORDAN

GEORGE ROLLINSON

DENNIS WILLIAMS

DANA CROW

JENNIFER KARIM

GILBERTO ROLON

TERRENCE WILLIAMS

LARRY DEAN

BRIAN KNIERIEM

JESSICA SALGADO

MELVIN WRIGHTSIL

VICTOR DIAZ

STEPHEN KOEHLER

NATHAN SAWYER

BRIAN DONAHUE

WILLIAM KOST

STEPHANIE SIMMONS

CAREER NEWS

JONATHAN ACKISS

MAJOR SELECTION SUMMARY Branch

Considered

Selected

Percentages

122

47.5%

38.2%

51.4%

Quartermaster Newsletter

Fall 2015

FY15 LG Colonel Promotion Board Analysis Select Analysis BZ Select

PZ Select

AZ Select

CAREER NEWS

Non-Select Analysis

Primary Zone



A total of 68 selected for Colonel



Two Officers selected with commands that were not CSL



Well enumerated ACOM/Most Qualified evaluations

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98.3% commanded CSL unit (1 non-CSL Officer selected)

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75.3% select rate for CSL selects

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44.7% overall select rate for LG Officers



86.4% had all ACOM/Most Qualified evaluations in command



13.6% had an upward trend with quantitative write ups



87.5% commanded CSL unit (1 non-CSL Officer selected)



37.5% had only one or no command OERs for the previous COL board



ACOM/Most Qualified performance in FBC positions



A total of 232 (73 PZ & 159 AZ) non-selects

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19 former or current CSL Battalion Commanders not selected



Ten former BN CDRs with mediocre or downward trend command evaluations



Three former BN CDRs with strong CMD OERS, but COMs in previous positions



Four current CDRs with on or less command evaluations



Two current CDRs with upward trend and quantitative write up



54 Officers that were not CSL selects

FY15 LG Lieutenant Colonel Promotion Board Analysis 

A total of 137 selected for LTC



No Officers selected without KD time



ACOM files with well enumerated SR comments



LG selection rates slightly highter that Army



100% of selectees had at least one strong ACOM in a KD job



98% of selectees were ILE complete

AZ Select



ACOM performance in last two evaluations with strong Senior Rater comments

Non-Select Analysis



A total of 172 (72 PZ &100 AZ) Non-Selects



10x w/3 ACOMs with either a downward trend in performance, Non-Traditional KD, 12-month or less KD or at least 2 COM KD report



40x with 2 or fewer ACOMs greater than 12-month KD



13x w/1 or fewer ACOM less than 12-month KD



9x w/DEROG or Non-Left Justified OERs

Select Analysis BZ Select

PZ Select

Primary Zone

Quartermaster Newsletter

Fall 2015

P R O M OT I O N S F i s c a l Ye a r 1 5

Congratulations to the Basic Branch Quartermaster Lieutenants selected for promotion to Captain. GATES SEAN GEIER SHAUNA GONZALEZ ANTHONY GOODRUM NURU GORDON WESLEY GRANT JEREMY GREEN TERRANCE GUAY AARON HARRANT TRAVIS HARRIS DEXTER HELMLY NICHOLAS HESTER STACY HIGGS STEVEN HILL WILLIAM HINES HALEY HOFFMANN DAVID HOGG LAUREN HOLDEN TRAHERN HOSKINS CHARLES HUGGINS BONITA HUGHES MICHAEL HULL MICHAEL IRBY RICHARD JACKSON ADRIAN JENSEN DANIEL JOHNSON AARON JOHNSON JAMES JOHNSON LEILAH JORDAN ANTOINETTE KAY ANDREW KEY JEFFREY KIM GIBSON KIM SAM KIMES PERLA KNUDSON KELSIE KRAAK DANIEL KRUS DANIEL KRUS HONGPHUONG

MEINDL CHRISTOPHER MONTGOMERY JOSEPH MOORE HEATHER MORRIS JAMES MOUTON BRIAN MULL JESSE MYERS MARK NEMECHEK NICOLE NORDIN BEVERLY ORLANDO PETER OUELLETTE CHRISTOP OUM HANNAH PARK CHRISTOPHER PARSONS CASEY PEARSON CODY PEPLINSKI DAVID POLK RODRICK POLLARD ANDREA PRAHL CHELSEA PRICE JULIUS PRICE ROSE PUCCIO JOSEPH PURNELL GERNIE RADFORD JONATHAN RAINEY TIARA RANKIN SCOTT RAXTER SARA RICHARD CHARLES ROBERSON CLAIRE ROBERTS JONATHAN ROBINSON TRISTAN RODELL ROBERT ROGERS JEFFREY ROLSHOUSE JESSICA ROSS JACOB CHRISTO ROTHBLATT ELI RUSSELL PATRICK RYAN JAMES 17

TALBOT ZACHARY TALKINGTON ASHLEY TANUI SILAS TAYLOR JULIA TAYLOR LARRY TEW COLLIN THOMAS JUSTIN THOMPSON KELLIMA THOMPSON MATTHEW TILTON COLIN TOOMEY NICHOLAS TU TINA TURNER GREGORY ULLRICH AARON VASQUEZ JOSE VELEZ ISMAEL VELEZRIVAS KATTY VEREEN TERRELL VIERRA THOMAS VITUG JUSTINE VIVESVEGA JESMARIE VU THIEN WALKER JANE WATERS JOSHUA WEIGEL DAVID WHEELESS BRANDON WHITE ALYSSA WHITE RONALD WHITLEY CARL WILCOX JUSTIN WILKERSON KENISHA WILLIS LOVELL WILLMETH JUSTIN WILSON MARK WISE TIFFANY WOLF ERIC YANCEY REUBEN YOUNGER MALARIE Quartermaster Newsletter

CAREER NEWS

AHLGREN DANIEL ALCALA JOCELYN ALVARADOSIERRA ANCHETA JENNIFER ARIAS AMAR AUGUSTIN JOSHUA BALENA PASQUALE BARKER JAMES BARNETT JOSHUA BENZ STEPHEN BERG ALEC BERGFELD BRADLEY BISHOP WILLIAM BLOOM DAVID BONNET JUAN BRANCH HYEDI BRUBAKER PORTIA BRUNNER CHRISTIANA BURKHOLDER DANIEL CARNEY ALISON CARPENTER VICTORIA CLEGG JOHN CLIFFORD CHRISTOPH CLOUD RYAN COLLETTI DANIEL COLVIN DANIEL COOPER CHRISTOPHER CORREA VERONICA COSLETT BROOKE COVAN JESSE CRAWFORD ADAM CRAWFORD SERENNA CROMWELL JOSEPH CURTIS JOSHUA DAMATO NICO DEANGELIS JOSEPH DEETER CATHERINE DEETS ALEXANDER

Fall 2015

P R O M OT I O N S (Captains Continued)

CAREER NEWS

DESPARD BRENDAN DIRLAM JACOB DIXON DERRICK DONOHUE KRISTINANO DORNER MIKAELA DOUGLAS TERRANCE DURAND CHRISTOPHER DYKE COREY EDWARDS NATALIE ELIASVIDAL RIZZOLI ESPAILLAT RICHARD FALK NICHOLAS FARRAN CHRISTOPHER FLORESFLORES FORSTNER MICHAEL FOWLER JUSTIN FRANCIS DOMINIC FRANKLIN TIFFANY FRAWLEY KEVIN GADDY WILLIAM GAGNON ADAM

KUHNS LAUREN LAGARESMEJIAS LAMBERT LIONEL LEE ALEXANDER LEE MONICA LEE VICTORIA LENNON JENNIFER LEYDEN JOHN LOR YANG MAGGARD STEPHEN MAGUIRE ALEXANDER MARTIN CHRISTOPHER MATTHEWS JUNIOR MATTOON GEOFFREY MCCANN JACOB MCCARTHY WILLIAM MCDONALD TIMOTHY MCGEE JOSEPH MCMAHON MEGAN MEADOWS TYLER MEDINA RONNIE

SANDERS CASSIE SANTOSMITCHELL SAPP TYLER SAUNDERS MARK SCHULTEN ANDREW SCHUMER LAURA SEABORN SHELTON SHEA PATRICK SHEPPARD AUSTIN SIMMONS JULIAN SIMPSON RICHARD SIMS DAVID SMITH DEBBIE ANN SMITH MELANIE MEINDL CHRISTOPHER SMITH TAYLOR SNYDER WILLIAM SPARACINO MAMIE SPENCER CAMERON STEPHENS PHILIP STICKEL AUGUST

CAPTAIN SELECTION SUMMARY Branch

Considered

Selected

Percentages

254

215

84.6%

345

287

83.2%

221

187

84.6%

For additional information, please contact your appropriate Human Resource Command Career Manager. POC is LTC(P) Eric Schwartz, Chief, Office of the Quartermaster General, (804) 7344143 (DSN 687) or eric.m.schwartz2.mil@mail.mil.

Quartermaster Newsletter

Fall 2015

P R O M OT I O N S F i s c a l Ye a r 1 5

Congratulations to the Quartermaster Warrant Officers selected for Chief Warrant Officer Five: CHRISTOPHER CARLSON

MARK A. FED

ROY E. MELEBECK

CW5 SELECTION SUMMARY Selected

Percentage

920A

920B

921A

14%

922A

10%

CAREER NEWS

Considered

Congratulations to the Quartermaster Warrant Officers selected for Chief Warrant Officer Four: RACHEL COLLEY

MARISA JOHNSON

CAREN NAVAS

TONEY SIMPSON

ADAM COLTES

HYUNG KIM

REYNALDO NUNEZ

CHARLES TALLEY

JUAN DELDUARTE

MONIQUE LAYNE

ERNEST OLIDAN

BONSU TUTU

JUSTIN EVANS

CECILIA MCCANN

FRANCIS PATTIN

CLEONORA WALKER

PAUL GATLIN

DAVID MCDERMAID

ROBERT ROA

MICHAEL WHITE

SCOTT HARNED

JASON MITCHELL

ROBERT ROWLAND

MARIAM JAMES

MUHAMMAD KHALILIAH

CARLOS SANTIAGOLEON

CW4 SELECTION SUMMARY Considered

Selected

Percentage

920A

52%

920B

37%

921A

33%

922A

20%

923A

100%

42%

Quartermaster Newsletter

Fall 2015

P R O M OT I O N S F i s c a l Ye a r 1 5

CAREER NEWS

Congratulations to the Quartermaster Warrant Officers selected for Chief Warrant Officer Three: KAREN ALGERNONWALLACE

TREVOR FARROW

MOLLY KUPSOV

CHRISTOPHER SANDERS

ROSHAUN ANDERSON

DWIGHT FLEARY

EVAN LEACH

ESSENCE SANDERS

GREGORY BENSON

SELINA GILLIAM

QUINCE LEWIS

JOSE SANDOVALPEREZ

BARRINGTON BERNARD

RICARDO HILL

BRIANNE LOVE

BETHANY SARGENT

JAMIE BROOKS

BRYAN HORNBAKER

OSVALDO MARTE

AMY SCOTT

AARON BRYANT

ERIC HOUCHENS

BRIAN MARTIN

IMELDA STEPHENS

DANIEL CADENA

LAMONT HUDSON

FOU MOAGA JR

JUDDY STREAT

CEDRIC CALLOWAY

ANUSHA HUTCHINSON

SADATREYA MOULTRIE

KADYNE THIBODEAUX

JOANIE CASSIDY

JAMES IVEY

RITHNER NAKASONE

TRAVIS THIBODEAUX

ROY DABREO

COREY JOHNSON

RIGOBERTO NAVARROMORALES

SOREPA THOMAS

JESSICA DIAZ

DAVID JONES

KARYN OBEY

SIMONIA THOMPSON

JIN DOOLEY

JEREMIAH JONES

KELLY ORTH

AMANDA WEIDLER

NUSEN DORLOUIS

AERONICA JOSHUA

KAREN PARSONS

JAMES WHITE

CADENE DOUGLAS

SANTIGI KARGBO

KARMAINE REID

ADAM WILSON

KIM DUDLEY

TERI KENSON

JESUS RODRIGUEZ JR

ADAM WRIGHT

ANTHONY EDGETT

MARTHA KEY

RODNEY ROGERS

TERRY WRIGHT

CW3 SELECTION SUMMARY

Considered

Selected

920A

29%

920B

36%

921A

89%

922A

30%

923A

67%

172

37%

Quartermaster Newsletter

Fall 2015

P R O M OT I O N S F i s c a l Ye a r 1 5

Congratulations to the Quartermaster Staff Sergeants selected for Sergeant First Class: SERGEANT FIRST CLASS SELECTION SUMMARY Total Considered

Total Selected

Percentage

ARMY

23,965

6,007

25.1%

CMF 92

2,201

339

15.4%

92A

341

136

39.8%

92F

379

25%

92G

282

14.8%

92L

100%

92M

92R

18.8%

92S

80.7%

92W

8.3%

92Y

974

2.2%

CAREER NEWS

Army/CMF/MOS

The SFC Board results were released in September and one MOS saw a significantly low number in selections this Fiscal year. The 92Y MOS received 22 SFC selections out of 974 eligible SSGs, which is 2.2% selection rate. This is one of the lowest numbers we have saw in recent years. The Quartermaster Corps had 2,201 eligible SSGs; with a total selected of 339, which is 15.4%. As the Army continues to downsize the force, promotions will continue to be competitive. We must continue to strive for excellence and tackle the hard jobs that will set us apart from our peers. Contact your Personnel Developer for career guidance. POC for the Enlisted Personnel Development Office is MSG Gwendolyn Beauford, (804) 765-7553 (DSN 687) or email gwendolyn.e.beauford.mil.

Quartermaster Newsletter

Fall 2015

SELECTION BOARD SCHEDULE F i s c a l Ye a r 2 0 1 6

CAREER NEWS

BOARD

CONVENE

RESERVE COMPONENTS LTC APL PSB and MAJ APL SELCON

26-Jan-16

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

Fall 2015

CW5(R) Rufus N. Montgomery, Sr. Hallway Display Presentation By CW5 Roberto Figueroa Congratulations to Chief Warrant Officer (Retired) Rufus N. Montgomery, Sr. and his family. Chief Warrant Officer 5 Rufus Montgomery Sr., center, his wife Patricia and son Rufus Jr., are joined by CW5 Roberto Figueroa, Regimental CWO for the Quartermaster Corps, and CW5(R) Jim Tolbert, a former QM Regimental CWO, at a 9 July 2015 ribbon-cutting ceremony in the C Wing of Bunker Hall on Army Logistics University campus. The event marked the official unveiling of a historical display that pays tribute to Montgomeryâ&#x20AC;&#x2122;s many contributions to the Army while serving as a QM warrant officer. Foremost among those achievements is his work to revitalize

the warrant officer training with industry program. Mr. Montgomery played a key role in the development and testing of the Mobile Kitchen Trailer and Supplemental Field Kitchen Kit, both part of the Combat Field Fielding System. When he ended his nearly 38-year Army career in 2003, he was recognized as one of the foremost food service advisors in the military. CW5(R) Montgomery is a Distinguished Member of the Regiment and a QM Hall of Fame inductee. He continues to serve the Army as one of the board of directors for the Army Quartermaster Foundation, among other volunteer positions.

CAREER NEWS

Retirements (June-December 2015) Congratulations to the following warrant officers and their families on their retirement from active military service: July 2015 CW4 Anthoney D. Gibson (920B) CW4 Laurie A. Moore (920B) CW3 Michael West (923A) CW3 Matthew Stevens (920A) CW3 Simone B. Clarke (920B) CW3 Radiah Mallard (920B) August 2015 CW5 Tracy D. Eby (920B) CW4 Tracy Flewellen (920B) CW4 Edward S. Massaquoi (920B) CW3 Cenise Ellison (920A) CW3 Sharon M. Jones (922A) CW3 Norberto Rodriguez (920B)

CW2 Kenisha S. Smith (920A) CW2 Tony J. Dines (922A)

CW2 Efren R. Bugay (920A) CW2 John F. Dabbs (920A)

September 2015 CW4 Teresa T. Burke (920A) CW4 Ousseynou Kamara (920A) CW4 Shannon R. Barnett (920A) CW3 Barry A. Coppin (920B) CW2 Kelly M. Rawls (920A) CW2 Kimberly R. Johnson (920B)

November 2015 CW5 Peter J. Blake (920B) CW4 Troy D. Stuckman (920A) CW4 Jose H. Ramirez (920A) CW3 Elizabeth F. Kennedy (920A) CW2 Keita O. Yates (920A)

October 2015 CW5 Reginald Noel (920A) CW5 Christopher Ferguson (920B) CW3 Marsha R. Johnson (920B)

December 2015 CW4 Orlando Villegas (921A) CW4 Vickie F. Rush (920A) CW3 Alfonso L. Drayton (920A)

Quartermaster Newsletter

Fall 2015

Strategic Broadening Seminar at the Center for Strategic Leadership & Development By CW5 Roberto Figueroa seeks to expand current understanding of the military's role in national security and the application of all elements of national power in securing national interests. Topics include policy, grand strategy, military strategy, theater and institutional strategy. This four week program consists of core instruction by USAWC faculty, expert guest speakers, strategic staff rides and a capstone strategic issue project, for more information please see http:// www.csl.army.mil/.

CAREER NEWS

Congratulations to CW3 Cecilia McCann (920A), who attended the FY15 Strategic Broadening Seminar in August 2015 at the United States Army War College (USAWC). The strategic broadening program supports the Army Leader Development Strategy and CSA strategic priorities waypoint two, by providing mid-career officers, senior warrant officers and sergeants major the opportunity to examine strategic issues and apply that understanding to current and future missions. The program

Students attending the Strategic Broadening Program, US Army War College. Pictured from left to right are CW3 Cecilia McCann (920A), CW5 David Williams (ARSTAF SWO), CW3 Charles Davis (MI), CW3 Ikechukwu Alumanah (AG), and CW3 Shawn Fogarty (AV).

Congratulations to CW4 Patrick Offor (2nd from right). CW4 Offor participated in the most recent Strategic Broadening Seminar at the University of Louisville. The seminar consisted of world class lectures and structured readings that stimulated discussions during the sessions.

Quartermaster Newsletter

Fall 2015

Quartermaster Warrant Officer Update

logistical demands for Force 2025 and beyond. In addition to the Army Senior Warrant Officer Summit, I had the distinct honor of participating in the first sponsored Association of the United States Army warrant officer breakfast in October. General Vincent Brooks (CG USARPAC) served as the guest speaker for this great event. In addition to warrant officer cohesiveness, the main focus of the professional developments session was to discuss the Army’s Chief of Staff’s focus on Mission Readiness and to create attention to how we will fight and “Win in a Complex World.” General Brooks stressed the importance of the warrant officer cohort and how it has evolved throughout its 97-year history. He offered the following challenges to the warrant officers in attendance: never lose sight of the role we play; continue to be the “silent professional” that delivers results and provide solutions by leading, coaching and mentoring; and finally, find the very best Soldiers we have, select them, and develop them. Find your replacement. Ladies and gentlemen, what a great time to be a warrant officer! I continue to receive candid and insightful feedback from the field that I share with the Quartermaster General. Please continue to send us feedback. I consider it an honor and a privilege to serve all of you in this capacity. Lastly, I would like to wish you and your Families a Happy and Safe Holiday Season. Thank you for all you do for our Soldiers, their Families, for our Army, and for our Nation—Supporting Victory!

Great turnout for the AUSA Warrant Officer Breakfast! We are moving in the right direction. By CW5 Roberto Figueroa 25

Quartermaster Newsletter

Fall 2015

RCWO

1985, the Army Training and Leader Development Panel (ATLDP) 2002, and the Warrant Officer Continuum of Learning Study (WOCLS) 2013 clearly indicated that Army warrant officers were left behind in the areas of training and education, professional development, utilization, management and culture. Essentially, the cohort has been managed by study for the last 30 years and in some cases major advances were separated by decades. Increased reliance on warrant officers to meet current and future Army requirements necessitates the delivery of warrant officer training and education and a strategy that keeps pace with rapidly changing technological advancements and dynamic operational environments. The WO2025 Strategy is synchronized and aligned with the Army Operating Concept and Human Dimension Strategy and organized into four broad Lines of Effort; Accessions, Development, Talent Management/Utilization, and Army Profession integration. The strategy provides focused strategic thought that will ensure Army warrant officers build readiness and operate as professional officers of character, competence, and commitment, who succeed in complex and uncertain environments. The end state for the WO2025 Strategy is to seek and produce a Joint and Combined Arms capable warrant officer cohort of Trusted Professionals with technologically agile, adaptive, and innovative leaders who maintain Army capability overmatch and reduce

(Continued from page 6)

23RD QM BDE Integrating GCSS-Army is forcing the Army to relook every aspect of its organization from equipment readiness and auditability, to authorized stocks at the unit level.

1st LT Monica Glover, and the Soldiers from the 3rd Infantry Division Old Guard Drill Team pose for photos with COL Tamatha Patterson, Commander, 23rd Quartermaster Brigade, and CSM Thomas Kelly, Command Sergeant Major, 23rd Quartermaster Brigade.

23rd Quartermaster Brigade 3rd Annual Drill & Ceremony Competition By CW5 Maria Sanchez

Itâ&#x20AC;&#x2122;s Showtime! On 29 August 2015, the 23rd Quartermaster Brigade hosted its Third Annual Drill and Ceremony Competition at Fort Leeâ&#x20AC;&#x2122;s Williams Stadium. The event was held to showcase the spirit of competition, unit esprit de corps, and pride that embodies all units and Soldiers within the 23rd Quartermaster Brigade. Participating in the Drill and Ceremony Competition were: Bravo and Mike Companies, 244th Quartermaster Battalion, Romeo and Uniform Companies, 262nd Quartermaster Battalion, and Tango and Whiskey Companies, 266th Quartermaster Battalion. Each company provided one team comprised of one Noncommissioned

Quartermaster Newsletter

Fall 2015

Officer and 21 Advanced Individual Training (AIT) Soldiers. Each battalion conducted battalion level competitions to choose the best competitors for the Brigade Drill and Ceremony Competition. After the battalions selected who would compete on their behalf, all six teams rigorously trained for the competition for over a month. The Drill and Ceremony Competition was judged by the Garrison Command Sergeant Major, Command Sergeant Major Clarence Richardson, and the 832nd Ordnance Battalion Command Sergeant Major, Command Sergeant Major Garrick Griffin. The competition was graded on two separate events, Regulatory Drill and Freestyle Drill. The scoring of the Drill and Ceremony Competition

23RD QM BDE

Soldiers from the 23rd Quartermaster Brigade compete in the Brigade’s Third Annual Drill and Ceremony Competition.

was heavily based on the regulation drill portion to ensure the principles of Drill and Ceremony were held to the highest standard. In the freestyle category, teams were not led by platoon sergeants and were not required to execute basic drill and ceremony movements. Instead, the emphasis was on creativity; the Soldiers themselves were responsible for their own routines. Each team offered a wide range of gimmicks, movements and vocalizations to impress the judges. Included among the freestyle performers were a ukulele player and a Soldier who was hoisted atop rifles positioned at shoulder length, creating a human pyramid.

The future of our Army in Motion “It was something to behold”, said COL Tamatha Patterson, Commander, 23rd Quartermaster Brigade. She marveled at the creativity and innovation shown throughout the competition, but especially during the freestyle event. “It was quite a thrill,” she said after the event. “I saw leadership, teamwork, discipline and strong

displays of our Army Values. I saw the future of our Army today, and I’m proud we’re making a contribution.” The 3rd Infantry Division Old Guard Drill Team performed during the half time intermission of the competition. The half time performance consisted of a twelve minute performance led by 1LT Monica Glover, the first female Drill Team Commander in the history of the Old Guard Drill Team. After the performance of the Drill Team, enlisted Soldiers from the Old Guard demonstrated their individual talents executing flawless solo drill routines. The 266th Quartermaster Battalion won the illustrious “Golden Boot” award for having the most spirit during the competition. Whiskey Company, 266th Quartermaster Battalion won the overall Drill and Ceremony Competition led by SSG Jamie Spain, who was awarded an Army Commendation Medal for her efforts on the field. The Drill and Ceremony Competition was supported by the Fort Lee Morale Welfare and Recreation (MWR) Office.

Quartermaster Newsletter

Fall 2015

JMAC

Joint Mortuary Affairs Center Mortuary Affairs Force Reduction & Army Reserve Command Mortuary Affairs Exercise 2015 (MAX-15) By Mr. Bill Ellerman, JMAC Director Currently, the Army Mortuary Affairs force structure includes a total of 1,502 authorizations distributed among two active duty Mortuary Affairs units, six reserve Mortuary Affairs units, and multiple Mortuary Affairs staff positions spread across Active, Reserve, and National Guard units.

A Reduction in RA Units Effective 15 October 2016, the Armyâ&#x20AC;&#x2122;s Mortuary Affairs force structure will reduce in size by approximately 18 percent. The two active duty Mortuary Affairs units, 111th and 54th (both stationed at Fort Lee, VA) will each lose a platoon, leaving each company with two platoons each. This reduces each company from 173 to 142 Soldiers. This reduction in Mortuary Affairs end strength only affects active component units; it did not affect Reserve or National Guard units which make up 80% of our Armyâ&#x20AC;&#x2122;s overall Mortuary Affairs capability. All Mortuary

Quartermaster Newsletter

Affairs platoons can still independently perform all Mortuary Affairs tasks in support of worldwide missions. This reduction is a result of the Congressionally mandated Force Structure reduction outlined in Total Army Analysis (TAA) 17-21.

Army Reserve Command Mortuary Affairs Exercise 2015 (MAX-15) From 24 May through 6 June 2015 representatives from the Joint Mortuary Affairs Center (JMAC) Operations Division at Fort Lee, Virginia, provided subject matter expertise support to the United States Army Reserve Command (USARC) Mortuary Affairs Exercise 2015 (MAX-15) conducted at Fort Pickett, VA. JMAC Mortuary Affairs Subject Matter Expert, Mr. Frank Rivero, functioned as both an observer and a controller for the exercise. Additionally, he provided liaison support to the Tactical Operations Center during the exercise. Over three hundred Soldiers

Fall 2015

participated in MAX-15 from multiple Mortuary Affairs units. Participants included: active duty units from Fort Lee, VA; as well as reserve units from Puerto Rico, Los Angeles, CA, Dover, DE, and Staten Island, NY. The focus of MAX-15 was on having the units perform mortuary affairs collective tasks under real world scenarios. Tasks included search and recovery, operating a Mortuary Affairs Collection Point, and operating a Theater Mortuary Evacuation Point. The exercise emphasized ensuring the highest level of dignity, reverence, and respect for the Fallen while performing this difficult and high-visibility mission. MAX-15 organizers anticipate conducting similar exercises in the future on a recurring basis. (Photos Below) Receiving and processing of simulated remains at the Mobile Integrated Remains Containerized System (MIRCS) during MAX-15 training operations.

Logistics Training Department LTD

Audit Readiness Questions for Division and Brigade Commanders Article compiled from multiple sources Accountability and oversight of the Audit Readiness Program are critical to the Army’s mission accomplishment and to the Army’s ability to meet the Congressional mandate to be audit ready by FY 2017. As this date nears, many leaders are beginning to wonder about what exactly audit readiness is; and then how they can accomplish it within their units. Commanders want to know what resources are available to them to complete this task. What follows are answers to some of the most common questions and concerns that have been received from leaders in the field. What is Audit Readiness? Congress mandated that the Department of Defense (DoD) must achieve auditable financial statements by 30 September 2017. This means the Army must ensure that all financial transactions and business processes, such as procurement and asset management, are supported by a portfolio system of records. These records must be properly aligned with, and be controlled by, certain standard financial controls which provide transparent traceability of expended funds. Does the Audit Readiness requirement go away after 2017? Achieving and sustaining audit readiness is an enduring requirement beyond 2017. The Army’s end state goal is to institutionalize a culture of auditability. To establish a program that results in meeting Audit Readiness requirements as a result of normal business practice. The goal is for Audit Readiness to occur through the proper training and execution of command review pro-

grams, such as the Command Supply Discipline Program (CSDP) and the built in Logistics Information Systems (LIS) controls. Who is the Brigade Audit Readiness Subject Matter Expert? The Brigade Property Book Officer and Supply Support Activity (SSA) Accountable Officers are the experts within brigades. These individuals are normally Quartermaster Warrant Officers. Brigade commanders must leverage their expertise to effectively implement and adhere to the CSDP. This will ensure the brigade’s Audit Readiness compliance. How does Audit Readiness impact Brigades ability to train? Audit Readiness will enhance unit readiness. This mission demonstrates good stewardship of the resources entrusted to us. Units are subject to random audit inspections by higher headquarters. Key personnel within brigades who will be involved in these inspections will normally be the Brigade Property Book Officer and the SSA Accountable Officer. How can Brigade Commanders gauge their Audit Readiness? There are several tools available to brigade commanders to measure the results of their programs. These include: the results from their Command Supply Discipline Program (CSDP); the Office of the Assistant Secretary of the Army (Financial Management & Comptroller) OASA(FM&C) Army Commanders’ Audit Readiness Checklist; the OASA(FM&C)'s Audit Readiness Command and Installation Guide; and the U.S. Army Logistics Innovation Agency (USALIA) Army Audit

Readiness General Equipment Interactive Guide for Property Book Unit Supply – Enhanced (PBUSE) and GCSS–Army Users. All of these assets are conveniently available online at the “US Army Quartermaster School’s “CSDP & Property Accountability Knowledge Center” under the “Audit Readiness” section. How can the Brigade Commander impact their Audit Readiness? Commanders should direct their staffs and subordinate commanders to place special emphasis on the following: ensuring personnel signing for items are properly documented and have the authority to do so at the time of the transaction; ensuring transactions are properly posted in accordance with the current regulations to the “Property Book”, whether in the Property Book Unit Supply – Enhanced (PBUSE), or in the GCSSArmy) and finally, effectively implementation and adherence to the CSDP. Commanders are accountable for processes, internal controls and overall audit readiness in their organizations. The U.S. Army Quartermaster School Logistics Training Department, in collaboration with the Logistics Innovation Agency, G44S and OASA (FM&C) is committed to educate, promote and ensure that Audit Readiness is hand-inhand with CSDP operations within our force structure. For more information and resources regarding Audit Readiness please visit the Property Accountability and Command Supply Discipline Knowledge Center at https://ako.us.army.mil/ suite/page/670916. 29

Quartermaster Newsletter

Fall 2015

U.S. Army Womenâ&#x20AC;&#x2122;s Museum (USAWM) AFRICOM Visit

The USAWM Director shares archival photos and documents with Soldiers from AFRICOM

USAWM

Round-table discussions allowed for the exchange of experiences and information between everyone

USAWM AFRICOM Visit By Dr. Francois Bonnell, Museum Director Ten female Soldiers representing nine different African nations visited the U.S. Army Women’s Museum (USAWM) on 21 September 2015 as part of the Africa Command (AFRICOM) Female Communicators Familiarization Event. The visit provided a venue to exchange information about the experiences of women in both the United States and African militaries. BG Ronald Kirkland welcomed the delegation upon arrival at the museum. COL Tamatha Patterson, 23rd Quartermaster Brigade Commander, addressed the group providing insight into her leadership philosophy. The visiting delegation was joined by female commissioned, warrant, and non-commissioned officers from various Army branches and components. During the day’s activities, the participants were given a tour of the U.S. Army Women’s Museum (USAWM). They received a behind the scenes look at archives and artifacts that capture the history of women’s contributions to the U.S. Army. Dr. Françoise Bonnell, Director USAWM, facilitated a round-table discussion between the women from the two continents. Dis-

cussions touched on how training, education, and operations have evolved in the past few decades; participants openly shared their professional and personal experiences. The visiting Soldiers from the African nations shared stories, many of them describing how they are the first females to serve in their country’s Army, or how they were the first females in their armies to command at the company grade level. Ms. Elizabeth Jordan, AFRICOM J6 Coalitions Systems and Interoperability Branch, summarized the day’s activities by observing that not only does “the USAWM display how far women in the U.S. Army have come in a relatively short time, but it also allows our African partners the chance to relate to similar struggles.” Anyone interested in learning more about this program please email the Director, USAWM, at francoise.b.bonnell.civ@mail.mil; or visit our website at www.awm.lee.army.mil; or join us on Facebook at "US Army Women's Museum".

Quartermaster Newsletter

Fall 2015

RCAO

Reserves Component Affairs Office Quartermaster Warrant Officer Accessions in the Reserves Written by: CW5(R) Paul M. Thurston An issue that has been plaguing the Quartermaster Warrant Officer Accession program within the Reserves is the enlisted fill rates of our five military occupational specialties’ (MOS’s). This article discusses several methodologies designed to improve this process within both the Reserves and the National Guard. The definition of recruiting is to find suitable people and get them to join your team. Recruiting must be a top priority within the Quartermaster community. We are all obligated to market and positively persuade candidates from all nine of the eligible Quartermaster enlisted MOS’s listed on the U.S. Army Recruiting Commands Component Conversion List to become warrant officers. This list can be found at http://www.usarec.army.mil/hq/ warrant/. Start by identifying your Warrant Officer shortages within your command. Establish recruiting goals within your command by tracking and screening all possible candidates within the E7 and below pool. Develop a tracking matrix to monitor progress. Solicit your Commander’s support of your recruiting strategy and goals. Then keep him/her informed and involved. Use our standardized warrant officer recruiting slides as a tool to market incentives that depict the advantage of becoming a warrant officer. Be creative and develop your own version of this briefing to target the Soldiers within your command. Utilize the following social

Quartermaster Newsletter

media tools as means to aid in your recruiting efforts: This app can be downloaded on any iPhone® or Android® phone by typing in the words “Warrant Officer Recruiting” in the search menu of Google Play Store®. You can also download this app from the Quartermaster School www.quartermaster.army.mil/. This checklist is an aid to recruit Active Component Quartermaster enlisted Soldiers who are interested in transitioning to the Reserve Component to become warrant officers. The checklist can be downloaded at  www.quartermaster.army.mil/ oqmg/warrant_officer_proponency/wo_initiatives.html.  The Facebook page can be found at this location: http:// www.facebook.com/pages/ Office-of-the-QuartermasterGeneral-Warrant-OfficerRecruiting/224274724377653. Mentoring is a personal development relationship in which a more experienced or knowledgeable person helps to guide a less experienced or knowledgeable person. The strength of an effective mentorship relationship is based on mutual trust and respect, realistic assessments, honest feedback, and succinct guidance. Encourage potential enlisted candidates in your command to designate a warrant officer as their mentor. This is a valuable line of communication that establishes mutual trust and respect between potential candidates and the Warrant Officer Corps.

Fall 2015

Use the Army Career Tracker (ACT) as a mentorship assessment and feedback tool. Access to ACT is granted to Quartermaster enlisted Soldiers once they complete their Advanced Individual Training. This allows the opportunity to start the mentoring process at an early stage in the potential candidate’s career. ACT can be accessed at: http://actnow.army.mil. Provide professional guidance to potential candidates on military and civilian education and training opportunities that will enhance their chances of assessment into the Warrant Officer Corps. The Army Mentorship Handbook is at: www.armycounselingonline.com. Another Warrant Officer recruiting opportunity is to transition NCOs departing from the active component. This program is referred to as the Active Component to Reserve Component (AC2RC). It has gained momentum within the last couple of years. The AC2RC process begins with the Reserve Component Career Counselors (RCCC) located at most active duty installations. This transition program allows active duty Soldiers, who meet Army requirements and Proponent prerequisites, to contract into the Reserve Component as a warrant officer candidate. Both ARNG and USAR are currently offering bonuses for critical WO MOSs. Hopefully these tips will help you improve the Warrant Officer Accession within your Command.

CONNECT

Quartermaster Connect By LTC Luis A. Rodriguez, Chief, Strategic Initiatives Group On 5 November 2015, the 53rd Quartermaster General hosted the quarterly Quartermaster Connect SKN VTC with the Sustainment Community. Topics of discussion for this forum included: GCSS-Army Fielding Update, National Training Center Lessons Learned, Sustainment Virtual Playbook, Lieutenant Colonel Promotion Analysis and ASI Management within the Quartermaster Corps, Material Handling Equipment, Supply Excellence Award Update, Sustainment Warfighter 2016, and Army Petroleum Center initiatives.

This was another very successful forum that allowed the Quartermaster School to connect and share knowledge with the Sustainment Community. The information from these sessions better educates leaders and sustainers while providing insight and updates on current and future issues for the Army. It is the intent of the 53rd Quartermaster General to provide relevant and current information to the Sustainment Community. We ask that if you have a topic that provides insight or les-

sons learned by the Sustainment Community and you would like to potentially brief your insights that you please contact us. The Quartermaster Connect and the Quartermaster Connection Newsletter are the best means to get your message out to the Quartermaster and Sustainment Community. POC is LTC Luis A. Rodriguez, Chief, Strategic Initiatives Group, at (804) 734 4178, or email him at luis.a.rodriguez183.mil@mail.mil.

Airborne Connect By Richard Santiago, ADFSD Director On 19 November 2015 the Quartermaster School hosted the second T-11 Parachute Rigger Airborne Connect, SKN Live VTC. The Airborne Connect forum establishes a communication bridge among key players such as: PEO Soldier, Human Resources Command, Quartermaster School, FORSCOM (18th Airborne Corps, Fort Benning, and 82nd Airborne Division) and TRADOC. The agenda topics for the T11 / 92R conference include: DOTMLPF Update; PEO Soldier Updates on T-11 Main and T-11R Reserve System; MARC+ Study; Malfunction Review Board (MRB Trend Analysis); and XVIII Airborne Corps Airborne Lead Update. The briefing

topics were followed by an open discussion session where participants were able to voice comments and concerns. It is our intent to conduct the T-11 Parachute Rigger Airborne Connect quarterly. The next Airborne Connect will occur in 2nd QTR 16. Anyone who wants a complete copy of the notes from the 19 November 2015 meeting, or anyone who wants to be included in all future notification and distributions lists please contact Mr. Richard Santiago at (804) 734-3176, (DSN) 6873176, or email him at: richard.santiago3.civ@mail.mil.

Quartermaster Newsletter

Fall 2015

GCSS-ARMY

Global Combat Support System — Army By CW2 Lamar Hizer, GCSS-Army Systems Integrator

The Global Combat Support System Army (GCSS-Army) is a commercial-off-the-shelf Enterprise Resource Planning (ERP) solution from Systems Applications and Products that is slated to replace the Standard Army Retail Supply System (SARSS), Property Book Unit Supply Enhanced (PBUSE), and Standard Army Maintenance System (SAMS) across the entire Army. All units that are authorized any of these systems with a Department of Defense Activity Address Code (DODAAC) in General Fund Enterprise Business Systems (GFEBS) will undergo fielding of GCSS-Army to replace these systems. This is the very basis of what is to come. GCSSArmy will have far reaching effects on global integrated logistics for the Enterprise as a whole. ERP solutions revolutionize logistics by integrating processes across business areas connecting previously disconnected business segments. Integrating GCSS-Army is forcing the Army to relook every aspect of its organization from equipment readiness and auditability, to authorized stocks at the unit level. Readiness philosophies of just -in-case logistics that allowed for units to stock hundreds of thousands dollars in material stocks could come under increased scrutiny from Army strategic planners. The introduction of advanced analytics allows leaders to view material usages and stock movements to

Quartermaster Newsletter

determine material necessity. Doctrinal requirements to keep hard copies could become a thing of the past with the utilization of a system that archives and updates data in equipment and material records. GCSS-Army allows for increased transparency for commanders, auditors, and Army logistics excellence inspection teams. It provides the capability for readiness reviews and inspections to be conducted prior to traveling to the unit’s area of operation. Utilizing ERP systems provides the ability to leverage interoperability with other ERP’s such as Logistics Modernization Program (LMP), and GFEBS providing reports that gives logisticians the ability to track material request throughout the entire supply chain. The GCSSArmy Product Manager anticipates complete Army wide fielding of both Wave 1 and Wave 2 functionality by Fourth Quarter FY17. Incorporating an ERP into the Army at the tactical level provides many challenges for units in the first couple of years after fielding. Brigade staff and logisticians must learn the new logistics system while continuing to execute all tasks required throughout the ARFOGEN cycle to bring their units to a ready status. This will require units to develop internal refresher training leveraging training products from the institution and the Product Manager GCSS-Army End User Manual. Units have utilized various

Fall 2015

methods to train their new personnel while qualifying their current personnel. As an example, the 11th Armored Cavalry Regiment, at the National Training Center, utilized logistics personnel in the Sustainment Automation Support Management Office (SASMO) to work as a localized help desk and a training cell for their GCSS-Army users. Fort Hood, on the other hand, incorporated GCSS-Army into its troop schools to conduct the personnel qualifications. Regardless of the method, these units enjoy continued success with these programs and could be used as a model for incorporating training and personnel qualifications. GCSS-Army is the future and commanders at all levels must become actively involved in the fielding process. A successful fielding is dependent upon commanders making this event a priority, allowing all unit stakeholders access to all the fielding events. Continued success of GCSSArmy will be placed on the backs of the Army’s Warrant Officer and NCO Corps, as they are the primary users and managers of the Army’s Logistics Information Systems (LIS). The Army will lean heavily on their expertise in this time of transitions from legacy LIS to Enterprise Resource Planning and GCSS-Army.

T-11 Parachute Transformation By Mr. Richard Santiago, ADFSD Director The United States Army has been performing parachutist techniques using the T-10 parachute for over 64 years. During this time, the T-10 parachute has transformed four major times throughout its service life. In 2009, the U.S. Army began fielding a new parachute system, known as the T-11. In 2015, the U.S. Army completely transitioned from the T-10 to the T-11 parachute system. The T-11 parachute system provides enhanced

new T-11 parachute system has placed a strain on the experience levels within management practices and facility functions. The 64 years of experience gained from the use of the T-10 have diminished to six years of experience spread across a spectrum of units. Each separate unit maintaining experience levels from approximately 12 to 24 months within the parachute rigger ranks. U.S. Army T-10 Parachute

The 64 years of experience gained from the use of the T-10 have diminished to six years of experience spread across a spectrum of units. capabilities to tactical insertion by enabling increased weight, reduced opening shock, and a slower rate of descent. However, the transformation from the T-10 to the T-11 has required adjustment within the development and production mechanism used by parachute riggers. During the fielding of the T11 parachute system, parachute riggers were packing two separate tactical static-line parachutes systems simultaneously. The fielding of the T-11 parachute took the Army approximately six years to complete. Today, there are 340 units who execute tactical parachute capabilities using the T-11 parachute system. The transformation from the legacy T-10 parachute to the

DOTMLPF Research The T-11 vs. Parachute Rigger, a study of Doctrine, Organization, Training, Materiel, Leadership, Personnel, and Facility (DOTMLPF) was finished in March 2015. The objective of the study was to better understand the transformation complexity within the parachute rigger community and the T-11 parachute system. The analysis transcended practices on management of equipment and personnel. Furthermore, the study addressed the complexity of management within production rates of packing, maintaining, and servicing the T-11 parachute system. One of the key points, with-

in the area of complexity, is the management of production rates of packing the T-11 parachute system. When packing the legacy T-10 parachute, parachute riggers were able to pack up to 25 parachutes a day. Today, with the T-11 parachute system, parachute riggers are only able to pack 15 parachutes a day. The effect of the reduction of 10 parachutes a day per person requires the â&#x20AC;&#x153;availability of personnelâ&#x20AC;? be more effectively controlled. Manning parachute rigger facilities at 70 percent, as we did in the past, to meet production rates is not sufficient when packing the T-11 parachute system today. Packing the T11 parachute system is more complex, weighs more, has more inspection checkpoints, and requires the packer to move more deliberately than the T-10 legacy parachute.

Quartermaster Newsletter

Fall 2015

ADFSD

Aerial Delivery & Field Services Department

ADFSD

T-11 Parachute Design The T-11 parachute system is a new system and requires knowledge building to understand production rates, functionality, and capabilities. The T-11 parachute system functions with a slider, deployment sleeve, and drogue parachute. These three key components are some of the factors that enable the system to deploy slower reducing the opening shock and the rate of descent. The T-11 parachute system is block construction and mirrors a square canopy design. The square design facilitates the use of four corner vents that enable the system to be more stable during descent. The uniqueness of the parachute design requires a Manpower Requirements Criteria (MARC) study to document changes within management and operations. The DOTMLPF analysis highlighted the need for the T-11 MARC Study to address additional factors. A normal MARC study is used to measure manpower requirements

in a combat environment. The T-11 MARC “plus” Study will incorporate not just combat environment requirements, but will also capture the training readiness portion required for units to be mission capable at a moment notice. The measurement of methods and actions required for packing, maintaining, and U.S. Army T-11 Parachute servicing of the Ta smooth opening, reduce opening 11 parachute system is a critical shock during deployment phase, part within understanding and dethe slider that takes out extension veloping strategies in building a twists as the jumper goes from a baseline to support adequate perhorizontal to a vertical plane, and sonnel, structures, and facility manthe new harness enables Soldiers to agement of the parachute system jump wearing body armor. Howevand unit requirements. er, with every new system underThe T-11 parachute system standing of management and use is a parachute design that provides require detail analysis to ensure adequate structure is in place to ensure viability of the system, facility, personnel, and knowledge. In conclusion, the T-11 MARC “plus” Study will establish a base line and the building of adequate structures to ensure personnel and production rates of the T-11 parachute system help sustain parachutist mission readiness demands.

SSG David Buck supervising PV2 Ryan Buck packing a T-11 Parachute at the ADFSD Rigging Facility

Quartermaster Newsletter

Fall 2015

PWD

Petroleum & Water Department Pump Rack Module Feasibility Study

Article Written By: CPT Jean’Shay Wright, Chief, Basic Petroleum Logistics Division SSG Korento Leverette, 92F Instructor Writer

In today’s Army, emerging strategic environments and operational challenges demand the establishment of a more responsive and mobile force. Technological innovation is continuing to evolve with the development of the Modular Fuel System (MFS). The MFS was formerly known as the Load Handling System Modular Fuel Farm (LMFF). The LMFF was designed to be a rapidly deployable, highly mobile, modular fuel storage and distribution system. It is composed of two modules, International Organization for Standardization (ISO) Tank Rack Module (TRM) and the Pump Rack Module (PRM).

Rapid Fuel Distribution After years of testing and reconfiguration in order to meet the Army’s operational concept and contribution to unified actions, the MFS was dramatically modified to become the game changer for bulk class III support for the Army’s future Warfighters. The MFS is a key enabler for petroleum distribution within the Brigade Combat Teams (BCT) and Sustainment Brigades (SB). It empowers organizations to rapidly establish fuel distribution and storage capabilities at any location regardless of the availability of

construction equipment or material handling equipment. The MFS versatility allows for interchangeable assets between the Heavy Expanded Mobility Tactical Truck- Load Handling System (HEMTT-LHS), Palletized Load System (PLS) and airlift capabilities which increases mission efficiency while decreasing personnel during operations. Additionally, the MFS provides a bulk storage and issue capability of 17,500 gallons of fuel when the PRM is coupled with seven TRMs. The TRM and PRM can be attached with a HEMTT Tanker to create a 5,000 gallon distribution platform or a Refuel on the Move (ROM) operations within BCTs.

Anticipate and Foresee Operational Requirements On 15 September 2015, the Petroleum and Water Department (PWD) partnered with the Product

Manager, Petroleum and Water Systems (PM PAWS) to conduct a three-day feasibility study on the Modular Fuel System’s PRM. The study was executed in PWD’s tactical field training site. The purpose of the feasibility study was to conduct an assessment of the PRM to confirm the functionality of employing it with the Fuel System Supply Point (FSSP) or collapsible fabric tanks as the primary fuel source to establish a bulk site forward. This analysis allowed PM PAWS and the Petroleum Supply Specialist experts the ability to anticipate and foresee operational requirements for petroleum distribution. The study documented and certified the flow rates of the simultaneous execution of both an eight-point Refuel on the Move (ROM) site and a four-point bulk delivery operation. The results of the feasibility study will be published late in 1st Quarter FY16; preliminary outcomes were promising.

Quartermaster Newsletter

Fall 2015

PWD

The Modular Fuel System The Modular Fuel System concept provides the Quartermaster Composite Supply Company (CSC) the capacity to rapidly emplace fuel distribution and storage capability as an additional combat

multiplier. Contradictory to legacy systems, the Modular Fuel System is highly mobile and provides flexibility of bulk and retail distribution systems. This minimizes personnel and prime movers in the operational environment. Each Composite

Supply Company will be fielded a Pump Rack Module starting in late FY17 and finishing in early FY18.

Leveraging Technology to Sustain Liquid Logistician’s Competencies By Mr. Eric Hughes, Course Manager, Petroleum Supply Specialist Course The Quartermaster School Petroleum and Water Department (PWD) trains over 3,000 Soldiers and Marines annually in the fundamentals of petroleum operations. As the military continues to downsize, our reliance on the outsourcing of key sustainment functions continues to grow. As a result, the potential for a technical knowledge

Quartermaster Newsletter

gap within our military is developing. An important question is, “once Soldiers are finished with resident training, how does the Army sustain their level of competency in the field?” The Petroleum and Water Department has a solution to that problem – 3D digital training enablers! PWD’s goal is to develop digital enablers to help sustain a

Fall 2015

trained and ready liquid logistics pool of Quartermaster Soldiers. The Army’s methodology of teaching Soldiers has changed over the past couple of years. The new Army Learning Model describes a learning continuum that meets the needs of the All-Volunteer Army to develop adaptive, thinking Soldiers and leaders capable of meeting

Refuel on the Move (ROM)

Additional Digital Training Enablers Additional digital training enablers under consideration are the Advanced Aviation Forward Refueling System (AAFARS), the Forward Aerial Refueling System (FARE), and the Heavy Expanded Mobility Tactical Truck Aviation Refueling System (HTARS).

PWD

The ROM 3D digital training enabler is expected to be available for use during 1st Quarter 2016. Once complete, it will serve as a planning and execution tool for Soldiers and leaders. It will also provide reach back capability for the Operational Army. In order for Soldiers to develop and sustain 21st Century common core competencies, the Quartermaster School is designing and developing training products consistent with developing those competencies by infusing blended learning opportunities in the classroom and the operating force. PWD is committed to lifelong learning that reaches far beyond the brick and mortar schoolhouse, by providing the right training at the point of need by accessing PWD Knowledge Management Center (www.us.army.mil/suite/page/69724). ROM operations serve two primary purposes. The first is to provide a "fuel splash" for

and remediation. Level 4 interactivity incorporates real-time participation gaming, high-level decisionmaking, and diagnosis of problems with resulting real-life consequences allowing Soldiers the opportunity to learn from their mistakes. The result is the continued development of competent liquid logisticians.

PWD

future challenges in an era of persistent conflict. To that end, PWD is spearheading several initiatives such as the Refuel on the Move (ROM) and Tactical Water Purification Systems (TWPS) 3D digital enablers.

convoy movements; and the second is to extend the time that U.S. forces can spend on the objective. ROM operations are equipment independent and are concept driven. For years, ROM operations were conducted utilizing M969 5K Tankers, with assorted hoses and valves; that will change during the 1st Quarter 2016. Soon 92Fs will be able to plan and execute ROM operations in a virtual environment. The use of digital training enablers provide low cost but effective training options that resides in a virtual environment; an ideal solution for home station training.

Real-time Participation Gaming So how does the ROM 3D digital trainer enabler benefit the Warfighter? The answer is simple. It develops critical thinking within the Armyâ&#x20AC;&#x2122;s junior ranks by incorporating both Level 3 and Level 4 interactivity simulation and gaming. Level 3 interactivity subjects the Soldier to complex participation simulations involving decisionmaking that allows Soldiers to make judgment calls and then follow appropriate branches for feedback

A petroleum supply specialist rolls up a fuel hose at the conclusion of a refuel-onthe-move training mission

Quartermaster Newsletter

Fall 2015

PWD

Petroleum & Water Department Institutional Training Adaptation to Meet the Army’s Human Dimension Concept

PWD

By Mr. Rodney Smith, 92F/92L/92W Chief Training Specialist & Mr. William Quimbayoblen, Chief Water Training Department One of the Army’s three human dimension outcomes is optimized job performance. The Quartermaster School’s Petroleum and Water Department (PWD) is harnessing digital training enablers in order to support the Army’s plan to optimize Soldier performance by employment of first person and isometric 3D digital enablers. PWD’s plan is to integrate and synchronize institutional training with home station training through the use of performance support applications that provide continuous sustainment training, accelerate development, and maximize Soldier job perfor“Quote by the mance.

commandant

Maximizing Human Perforgoes here or for mance

whomever article The Army defines human dimension as the cognitive, physiis written by” cal, and social components of Soldiers, Army Civilians, leader and organizational development, and performance essential to raise, prepare, and employ the Army in Unified Land Operations. The three Human Dimension outcomes that will help accomplish the Army’s vision to “maximized individual and team performance through identification, development, and optimal integration” are: Optimized Job Performance; Optimized Holistic Health and fitness; and Maximized Army 40

Quartermaster Newsletter

Professionals. We must employ innovative techniques that enable Soldiers to learn faster, retain information better, sustain technical proficiency, and perform at higher levels. PWD is transforming its existing training platform to support lifelong learning objectives. This change requires the department to leverage technology by creating performance support applications that accelerate institutional training and provide continuous home station sustainment training. Currently, PWD is exploring several initiatives that promote a mixture of instructions and facilitated training focused on helping the students understand the relevance and context of what they are learning; not just the “how to operate a

Tactical Water Purification System (TWPS) The TWPS training simulator provides an interactive simulation of an actual TWPS allowing both instructors and students the opportunity to: setup and operate a TWPS; learn the purpose and location of key components; understand the theory of operations of the various TWPS subsystems and finally, learn how to troubleshoot TWPS malfunctions. The TWPS training simulator automatically runs through normal system operation based on inputs. These inputs are inserted from a virtual control panel display and include operation scenarios, water source, water type, distance; just to mention a few. The operating sequence is

“PWD is shifting the paradigm of memory based learning (what to think) to the student’s ability to process information to reach solutions (how to think).“ tactical system.” PWD is shifting the paradigm of memory based learning (what to think) to the student’s ability to process information to reach solutions (how to think). One of PWD’s digital training enablers is the Tactical Water Purification System (TWPS) Training Simulator that supports the 92W, Water Treatment Specialist Course.

Fall 2015

timed to match the student’s ability to follow the operation of individual components and the flow of water through the system. In addition, the TWPS simulator replicates virtually every fault condition that can occur on the TWPS thus providing the ability of cadre injected problem solving scenarios and infused

Home Station Training Interactive Computer Based Training PWD is in the process of developing Home Station Training Interactive Computer Based Training and training videos that replicate tactical systems operation. The goal is to challenge the Soldier to respond to rapid situations in ambiguous circumstances, maximizing virtual tools to sustain technical proficiencies in support of Home Station Training. The Department’s

goal is to sustain a trained and ready pool of proficient 92W Soldiers. PWD’s end state is to provide sustainment training packages, through the PWD Knowledge Portal (https;//www.us.army.mil/suite/ page/69724) and mobile internet devices that can be used by the Soldier at the point of need to develop problem solving skills and foster critical thinking. This will enhance our Soldier’s ability to adjust rapidly to the current Operational Environment on the next battlefield.

PWD

artificial tactical system faults. This capability aids instructors in demonstrating system anomalies or to create fault scenarios to show students the consequences of improper operation and component malfunctions. Students are then required to find the correct remedial action by the use of the troubleshooting procedures in accordance with the technical manual, driving the student to critically think, a capability not easily replicated in today’s training environment.

PWD A Soldier from 262nd QM BN adds sodium bisulfate to a water tank during operations procedure training at Tactical Water Purification System Training Site.

Quartermaster Newsletter

Fall 2015

PWD

New Water Doctrine

PWD

Army Training Publication (ATP) 4-44 Army Training Publication (ATP) 4-44 (Marine Corps Reference Publication (MCRP) 3-17.7Q), Water Support Operations, has been published to Army electronic libraries by the Army Publishing Directorate (APD) as of 2 October 2015. This publication provides doctrinal guidance and direction for United States Army and United States Marine Corps units conducting water support operations. ATP 4-44 replaces Field Manuel (FM) 10-52, FM 10-521, and FM 10-115, providing a single source for Water Support Operations. The revised manual provides an overview of water support operations and includes added information on the roles and missions of Army and Marine water organizations and staff, water consumption requirements, current webbased planning tools, environmental concerns, and multi-service water support equipment. Installation techniques for the Ocean Intake Structure System and well-digging

resources have also been added to the manual. Planners and operators will benefit from the revision of topics from previous publications, which include considerations for developing a water site to improve efficiency, techniques for improving a water source, water treatment operations, and water storage, distribution, and issue operations. The publication provides specific information on water quality, the water treatment process, hypochlorination standards, operator level planning, reports, and safety considerations.

Consolidation/Revision of Previous Doctrinal Publications This publication is the result of an extensive consolidation/ revision of previous doctrinal publications by the Petroleum and Water Department and Quartermaster Training Development, under the direction of the Doctrine Division at CASCOM. ATP 4-44 (MCRP 3-17.7Q) supersedes FM 10-52 Water Supply

in Theaters of Operations, FM 10-52 -1, Water Supply Point Equipment and Operations, and FM 10-115, Quartermaster Water Units. It is the prescribing publication for seven water related DA forms (five revised and two new) that have also been published by APD. The consolidation revision included the agreement with the Marine Corps Combat Developments Command to make it a shared publication between the two services.

ATP Access ATP 4-44/MCRP 3-17.7Q can be accessed at the following: http://www.apd.army.mil/. This and other sustainment doctrine, both published and draft, can be accessed through CASCOMâ&#x20AC;&#x2122;s Sustainment Unit One Stop portal at: http://www.cascom.army.mil/ g_staff/g3/SUOS/index.htm. Should you wish to submit changes to this or other manuals, you may submit comments to the proponent on a DA 2028, or by entering changes on the MilWiki draft at: https:// www.milsuite.mil/wiki/ Portal:Army_Doctrine.

For additional information or questions regarding ATP 4-44 (MCRP 3-17.7Q) please contact one of the three CASCOM POCs: MAJ Timothy Gibbons, Doctrine Developer, 804-734-0493 SFC Jason Kelly, 92W Training Developer, 804-765-1897 SFC Paul Naccarato, 92W Training Developer, 804-765-1079

Quartermaster Newsletter

Fall 2015

OPERATIONS

Hazzard Conference Room Re-dedication By Mr. Kerwin Martin, QM Strategic Initiatives Group

Pictured from L to R: Mrs. Carrie Hazzard, CSM(R) Milton Hazzard, Navy Lieutenant (R) Brandon Bentley, Mrs. Sylvia Bentley, and LTC(R) Alvin Lambert. The Quartermaster School’s Hazzard Conference Room received a fresh paint job, new adornments, and additional memorabilia from its namesake CSM (R) Milton B. Hazzard. Upon completion of the renovation, the Hazzard Conference Room was rededicated on 11 September 2015. CSM (R) Hazzard was in attendance, along with Mrs. Carrie Hazzard, his “bride” of 30 years. Also in attendance, were two of his closest friends, LTC (R) Alvin Lambert and Navy Lieutenant (R) Brandon Bentley. CSM (R) Hazzard served as the 3rd Quartermaster School Regimental Command Sergeant Major from 1989 until his retirement in 1994. In June 2000, he served as the Honorary Sergeant Major of the Quartermaster Regiment. CSM (R) Hazzard was honored with the Ancient Order of Saint Martin on 6 June 2014. At the conclusion of the rededication ceremony,

CSM Jimmy Sellers, the 9th Quartermaster School Regimental Command Sergeant Major, highlighted the importance of the rededication of the Hazzard Conference Room. CSM Sellers stated “As our Army continues to transition from an Army at war to an Army preparing for war in a complex world, revitalizing the Hazzard Conference Room is a very important way to recognize the accomplishments of those who served before us. As long as the Quartermaster School is here, so will the Hazzard Conference Room be here. Today’s ceremony ensures that our future Quartermaster leaders will have the opportunity to understand his contributions, not only to the Quartermaster and NCO Corps, but to the Army at large. Today’s activities are critical to maintaining the legacy of the most beloved Noncommissioned Officers of the Quartermaster Corps.” 43

Quartermaster Newsletter

Fall 2015

Historic Name Change Ceremony

JCCOE

Joint Culinary Center of Excellence Army Food Program Transformation By Mr. Fred Jackson, XO/Special Operations Programs Director Effective 01 October 2015, the 92G Military Occupational Specialty (MOS) title, has changed from Food Service Specialist to Culinary Specialist. The Quartermaster Corps is extremely proud of this distinction and recognition which identifies Culinary Specialists as professionals. The term “culinarian” personifies excellence in food service delivery. The term invokes theoretic notions to improve existing paradigms, thus challenging the Soldier to always think creatively to affect positive solutions to support the force. It also dispels the myth that “cooks” are minimally trained to heat and serve a conglomerate of ingredients assembled based on stringent guidelines.

In Line with Certification Standards The American Culinary Federation, a leading culinary institution in the U.S., has assessed the Army’s culinary training curriculum and has certified that it is in line with civilian industry standards. The American Culinary Federation proudly provides culinary certification to our Soldiers upon the completion of documented on-the-job performance and completion of physical assessments. This recognition solidifies the magnitude of effort expended to provide innovative performance oriented training that challenges Soldiers to increase

their knowledge and remain relevant amid their civilian counterparts in this profession.

Adapting with Changes in Battlefield Dating all the way back to 1775, the Army Food Program has routinely undergone periodic modifications to adapt to our Soldier's needs on ever-changing battlefields. The Army Food Program’s charter is to “ensure Soldiers are provided safe, nutritionally balanced, and sufficiently varied appealing meals” that lends to sustainment of wellbeing for Soldier athletes. Recent studies conclude that the performance Triad (diet, exercise, and sleep) aides tremendously in performance, and recovery of Soldiers. Our challenge is to be cognizant of Soldier demographics and provide a variety of quality meals that range from traditional garrison operations to contingency operations around the globe. Our current Army Food Program has evolved with game changing solutions to meet the demands of the operating environment. From the 1948 Kitchen Tent, the cooking platform used during the Vietnam era, through a myriad of equipment upgrades, we applaud today’s “work horses,” the Mobile Kitchen Trailer and the Containerized Kitchen, which enable us to provide healthy, nutritious, and appealing

meals in any environment. On the drawing boards for our future force is the “Battlefield Kitchen” which will provide enhanced cooking and maneuvering capabilities on tomorrow’s battlefields.

Maximizing Potential as a Soldier-Culinarian Today, various programs and enhancements have transformed the Army Food Program. These include 92G Credentialing, Training with Industry, and a variety of field feeding equipment upgrades. All of these have had a positive impact to mission accomplishment and Soldier morale. The 92G Credentialing Program supports culinary specialists to reach maximum potentials as a SoldierCulinarian. Training with Industry directly impacts professional development and awareness of the latest trends in food service administration, safety, and science. Garrison and field feeding methods have adapted to the needs of our Soldiers. Establishment of subsistence prime vendor changed the quality and variety of subsistence available to our garrisons and field operations. The Unitized Group Ration-A has streamlined the arduous process of preparing and serving quality hot meals in field training and contingency operations environments.

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Fall 2015

JCCOE

92G Credentialing Program By Mr. Fred Jackson, XO/Special Operations Programs Director The Army “Soldier for Life Initiative” is a holistic approach to the military life cycle. The U.S. Army takes care of teammates by ensuring Soldiers start strong, serve strong, and reintegrate strong so they remain Army Strong serving their communities after they leave the Army. The 92G Credentialing Program, part of the “Soldier for Life Initiative,” is an on-the-job training program that will enhance military career by developing our Soldier’s culinary skills. Under this program, Soldiers have opportunities to earn certifications through the American Culinary Federation and the National Restaurant Association in the Military Occupational Specialty (MOS) 92G/922A. These certifications can lead to faster promotion and better career opportunities after military life. The FY16 92G Credentialing Program offers the following certifications from the American Culinary Federation: Certified Culinarian®, Certified Sous Chef®, Certified Chef de Cuisine®, Certified Executive Chef®, and Certified Culinary Administrator®. Additionally, the FY16 92G Credentialing Program offers certification in Manage First (Managerial Correspondence Course) from the National Restaurant Association. 46

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Opportunities and career incentives are increasing for the 92G MOS to earn civilian certifications and credentials that relate to their job. Certifications are reflected on Soldier Enlisted Record Brief (ERB). The ERB is the primary source promotion boards use to select Soldiers for promotion to Sergeant First Class, Master Sergeant, and Sergeant Major. Soldiers in the rank of Specialist through Staff Sergeant are awarded 10 points for each earned civilian certification (up to a maximum of 50 points for promotion). If you are not currently stationed at one of the pilot installations: FT Hood, FT Reilly, FT Campbell, FT Stewart, FT Bragg, FT Drum, Hawaii, Joint Base Lewis and McCord, Baumholder, and Pentagon; and are interested in getting information on this program, please visit our Joint Culinary Center of Excellence webpage and click on the link for the 92G Credentialing Program. The Army “Soldier for Life Initiative” expects Soldiers to demonstrate a vow to lifelong self-development and individual study. For more information on this program please visit http://Soldierforlife.army.mil/.

HISTORIAN

Quartermaster Historian U.S. Army Field Servicesâ&#x20AC;&#x201D;A Brief History By Dr. Leo Hirrel, QM School Command Historian

Historically the development of Army field services has coincided with the realization that cleanliness is a medical necessity. Of course clean clothing and access to showers is an important morale consideration; but the principal purpose of field services was to reduce the transmission of disease, especially those carried by lice. Morale was a secondary consideration. Throughout most of the nineteenth century the Army authorized laundresses to do the basic laundry and mending. Typically these were wives of Soldiers who performed a useful service, but could not keep clothing completely clean. When laundress were unavailable, soldiers did the best they could. By the beginning of the twentieth century doctors began to understand how insects could transmit deadly diseases. For our purposes the link between lice and typhus was most important. Lice hid in dirty clothing and spread easily in crowded conditions. While normally a nuisance, lice could carry the deadly disease typhus. Clean clothing became an important consideration for military operations. Dirty clothing can also cause skin infections and minor medical problems; but typhus was the killer. Congress first authorized Quartermaster Department laundry services in 1909 when it approved the creation of government laundries at isolated posts. Eight years later, as the United States entered World War I, the Army provided laundry services to the new training installations that would have overwhelmed the local cleaning facilities. World War I provided a tepid beginning for laundry services. Soldiers living close to each other in trenches for a prolonged time easily developed lice infestation, with the consequent potential for disease. Even before the United States entered the war Britain and France had developed their own laundry systems. Unfortunately the United States had not learned from their examples. In France, the Quartermaster Corps made adequate progress using fixed facilities. These operations serviced units in the vicinity or salvage operations (discussed later). The Soldiers at the front line were left to manage their cleaning as best they could. Later the United States did develop its first mobile laundry platforms, which consisted of four large trailers, pulled by a steam tractor. These lumbering machines could not get close enough to

Laundresses during Civil War the front for real support. More importantly they were just beginning to come into operation when the war ended. Not surprisingly over 90% of the front line Soldiers were infected from lice when the war ended. The significance of World War I lay in the precedent for field laundry services, not the service to the Soldier. Clothing repair began as salvage operations in France. Replacement of battle damaged uniforms was just not feasible due to wool and shipping shortages. The solution was to reach among the many unemployed French women and put them to work at salvage depots mending the uniforms and other items of equipment. During redeployment the Quartermaster Corps put Soldiers through a de-lousing process known as â&#x20AC;&#x153;the mill.â&#x20AC;? As Soldiers entered all the assembly line they removed all their clothing, showered, and then had all their hair shaved off. They received an exchange of undergarments while their outer uniforms were cleaned. Soldiers returned home free from lice. After the war the mobile laundry wagons returned to the United States to become installation laundry operations and, in general, the Quartermaster Corps improved its ability to work from fixed facilities. Nevertheless, going into World War II the capability for combat 47

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HISTORIAN

support remained marginal at best. Units in World War II had two means of receiving laundry support: bundle and clothing exchange. The bundle system relied upon numbered safety pins to ensure that each Soldier received his own clothing back from the laundry. Despite occasional mishaps this system was feasible when the supported and supporting units remained in the same vicinity over a period of time. It did not work for the rapidly moving combat units. Combat units relied upon clothing exchange. Every now and then a Soldier returned to the rear for a shower. At that time he turned in all of his clothing, including underclothing. Upon finishing his shower he received a different set of clothing (sizes of small, medium, and large). His previous clothing was then cleaned, repaired, and sterilized for reissue to some Soldier in the next few days. The system might sound unacceptable by todayâ&#x20AC;&#x2122;s standards but to the infantryman it offered several advantages. He only needed to worry about the clothing he was wearing; and he did not worry about getting his bundle back. In any case it was clean clothing. The system continued for combat units through the Korean Conflict and in some cases into the Vietnam Conflict. The Army began providing showers to combat Soldiers during World War II, often with using improvised facilities. During World War II the salvage work became a military function, rather than being contracted to local nationals. The Pacific campaigns were especially tough on clothing and footwear, and the long distances made resupply difficult. Therefore the work of Quartermaster salvage units became in important means of keeping the units operational. Despite all of the successes for the Quartermaster field services functions, their work will often be remembered for one catastrophic failure. During the late autumn and early winter of 1944 a trench foot epidemic resulted from the failure to provide dry socks to the Soldiers. Before the development of a daily sock exchange about 46,000 Soldiers were hospitalized; many lost their toes. Patterns established during World War II contin48

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ued throughout the beginning years of the Cold War, with some improvements in equipment. The possibility of a chemically, biologically, or radiologically contaminated environment provided another reason for good field sanitation programs. Since the end of the Vietnam Conflict, Quartermaster field service units have gradually decreased, especially in the active component, with contractors assuming much of the workload. The vast majority of the remaining

Laundry in WW1 military capability resides in the Army Reserve and National Guard. Yet the military units have proven to be an invaluable asset because they can move quickly into a theater. Laundry units have deployed in Somalia, Haiti, and other contingency operations. Technology has improved considerably with the introduction of the Laundry Advanced System (LADS). The automated controls have allowed for better monitoring of the process. The system can recycle the water by filtering and then distilling the used wash water, reducing both the environmental impact and the reliance on a water source. The old method of tagging laundry with pins has been replaced by using meshed bags. Diesel fumes no longer permeate the clothing after drying. For the Army of the future we can assume that cleanliness will be considered a necessity not a luxury. Of course it is important for the morale of the Soldiers; but it is also a matter of protecting the fighting strength by avoiding an unnecessary spread of disease. Regardless of how field service functions are performed, that fact will not change.

MUSEUM

Quartermaster Museum Parade to Battle: The Evolution of Army Uniforms By Mr. Paul Morando, QM Museum Director

On 8 July 2015 the U.S. Army Quartermaster Museum opened a new exhibit, “Parade to Battle: The Evolution of Army Uniforms.” The permanent exhibit highlights the Quartermaster Corps role in designing, producing, and supplying uniforms from 1842-1963. Key pieces include rare sample items like a M1899 Drum Major’s Coat, General Eisenhower’s Service Coat, and a pristine M1832 General Officer’s Coat. In addition, this exhibit features the history of camouflage uniforms from WWII to the present. Over 40 artifacts were chosen from the museum’s rich clothing collection, and along with text panels and images, the exhibit uncovers the changing Army uniform. Many items have never been put on display before. For over a year the museum staff worked diligently on researching, writing, and constructing the exhibit. The exhibit was designed to rotate other uniforms from the museum’s collection to ensure that visitors get a chance to see different types of Army uniforms.

“Quote by the

Pictured Left, Dr. Charles Cureton, Director of Army Museums, BG Ronald Kirklin, Quartermaster General and Commandant, Mr. Paul Morando, Director of the Quartermaster Museum, and CSM Jimmie L. Sellers, Regimental Command Sergeant Major cut the ribbon to unveil the new exhibit.

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MUSEUM Custom made cases were used to properly display and protect the artifacts in the exhibit.

The new exhibit features rare uniforms to include a sample M1899 Drum Majorâ&#x20AC;&#x2122;s Coat (left).

Quartermaster Newsletter

Fall 2015