Summer/Fall 2016 Quartermaster Newsletter by US Army Quartermaster School

INSIDE

1st Theater Sus CMD

CAREER NEWS

4th Sus BDE

Multiclass Support Mission

Promotion Selections

Sling Load Training

U.S. ARMY QUARTERMASTER SCHOOL SUMMER/FALL 2016 EDITION

TABLE OF CONTENTS

ON THE

COVER

QUARTERMASTER SCHOOL IN THIS ISSUE 3

CMDT

Commandant’s Welcome

QM CSM

Making Progress

DPTY

Effective Decisive Leadership & Employee Engagement

RCWO

Army Readiness

OQMG

Quartermaster Career News Section  COL Promotion List FY16  Warrant Officer Selection Results  QM Veterans Access to College Credit

23rd QM BDE Life Line Reconditioning Program (LLRP)

DPTS

   

FORT CARSON, CO. – Soldiers enrolled in the Sling-Load Inspector Certification Course prepare to attach a Humvee to the underside of a CH-47 Chinook helicopter.

JMAC, 16 LTD, 17 PWD, 19 JCCOE, 20

QM Historian History of U.S. Army Petroleum

Operations

4th IN DIV Sustainment BDE—Sling Load Training, 27 Fort Carson Water Expo, 29 1st Theater Sustainment CMD, 30

NTC

Class 1 Distribution & Rations Break Point

USAWM

Soldier History & Heritage Education

Phone: (804) 734-3532/3174 (DSN 687-3532) Email: Thomas.g.strickland2.ctr@mail.mil Website: http://www.quartermaster.army.mil

Managing Editor Ms. Dedra Carter

Editor Mr. Thomas G. Strickland

Editorial Assistant 1LT Christin McDowell

The U.S. Army Quartermaster Newsletter is a quarterly professional newsletter published by the U.S. Army Quartermaster School, 2221 Adams Avenue, Fort Lee, VA 23801-2102. Disclaimer: Articles express opinions of authors, not the Department of Defense or any of its agencies, and do not change or supersede official Army publications. The masculine pronoun may refer to either gender. Reprints: Articles and photos may be reprinted with credit to the U.S. Army and the author(s), except when copyright is indicated. Dissemination: This medium is approved for the official dissemination of material designed to keep individuals within the U.S. Army knowledgeable of current and emerging developments within their areas of expertise for the purpose of enhancing their professional development. Submit your articles to the Quartermaster School Strategic Initiatives Group (with photos) to Thomas.g.strickland2.ctr@mail.mil for publication in the Winter 2016 Edition. Scheduled publication date is 16 December 2016. Submission date for articles is 4 November 2016.

The newsletter is posted at the following location and may be viewed on all electronic devices: http://issuu.com/usarmyquartermasterschool/docs/qm_newsletter_summer_2016 2

Summer/Fall 2016 I Quartermaster Newsletter

COMMANDANT

COMMANDANT’S WELCOME “Supporting Victory ” Quartermaster Corps! Ladies and Gentlemen,

Brig. Gen. Rodney D. Fogg, 54th Quartermaster General

”As Quartermaster Leaders, we strive to produce Warrior Logisticians ready to deploy and win in combat. “

Greetings to all of our Service Members, Civilians and Families throughout the entire force. Thank you for your warm welcome to me and my Family as I proudly assume the duties as the 54th Quartermaster General and Commandant of the U.S. Army Quartermaster School. I want to thank BG Ron Kirklin and his wife, Phyllis, for an outstanding transition and battle hand off. Congratulations on a job very well done as the 53rd Quartermaster General! In this issue we will look at several important topics that focus on the U.S. Army Chief of Staff’s #1 priority: Readiness. We will discuss numerous initiatives and programs developed from the Quartermaster Corps dispersed throughout the Army that will reinforce readiness. During this quarter we will prepare for the November Army Airborne Board (AAB) which helps influence and guide the entire Airborne community. This effort is in line to make the Army’s critical Airborne capability as safe and effective as possible. Prior to the AAB we will host our Quarterly Airborne Connect with members throughout the field from every MACOM and service to discuss Aerial Delivery issues. The Quartermaster School is also looking forward to our Enlisted Aide program’s End of Course Luncheon, scheduled for 16 November. The Joint Culinary Center of Excellence manages a very elite program for some the

DoD’s most talented culinary artists as they prepare to become Enlisted Aides for our most Senior level leaders. The End of Course Luncheon is the culminating event for the program that receives tremendous support from senior leadership from all MACOMs and Joint partners.

I look forward to observing and discussing many of the major items affecting the Quartermaster Corps throughout the operational Army in both home station training as well as war time environment. My attention will be directed towards the key components of Readiness and Leader Development. I am both amazed and humbled at the extraordinary efforts and accomplishments of our Soldiers in the Corps. As Quartermaster Leaders, we strive to produce Warrior Logisticians ready to deploy and win in combat. Once again, I am so proud of the Quartermaster Corps and incredibly honored to serve as your 54th Quartermaster General and Commandant. Thank you to every Soldier, Civilian and Family member that make everything we do possible.

Supporting Victory!!! BG Rodney Fogg

Support Starts Here! Army Strong!

Summer’/Fall 2016 I Quartermaster Newsletter

QM CSM

COMMAND SERGEANT MAJOR Making Progress Greetings from Fort Lee! As always, it’s really good to be able to provide you an update on the QM Corps from my perspective. During this edition of the newsletter, I’ll highlight a few areas we could use your help with getting across the finish line.

CSM Jimmy Sellers 12th Quartermaster Command Sergeant Major

“It’s important that we are sending Professional, Physically Fit, Disciplined and Well-Trained Quartermaster Soldiers to their first unit of assignment”

First, let me express my excitement and pleasure in having a front row seat, which allows me to humbly witness one of the Army’s largest and best Corps--get better every single day. I feel a surge of enthusiasm and pride, each and every time I get the opportunity to visit our great Quartermaster Soldiers assigned to various units throughout the Army. In my humble opinion, I think we've made a tremendous amount of progress in all things Leader Development, Talent Management, Credentialing, NCO Education and Total Force Sustainment throughout the QM Corps. In order to maintain and moreover, improve upon the progress we’ve work so hard to obtain. We must advance our messaging and communication efforts to the next level. When talking to Leaders, AIT Platoon Sergeants and Instructors here on Fort Lee, one of the things I try to leave them with is this: from a training institution perspective, it’s important that we are sending Professional, Physically Fit, Disciplined and Well-Trained Quartermaster Soldiers to their first unit of assignment. It’s paramount that these Soldiers are armed with the knowledge and attitude of being value added, day one upon arrival. In my mind, accomplishing this feat, is well worth every ounce of energy we exert into this endeavor. Whether a new Soldier who recently graduated from AIT, or a NCO graduating from our Logistical NCO Academy (LNCOA). It’s vitally im-

Summer/Fall 2016 I Quartermaster Newsletter

portant that we are all equally prepared to meet the challenges of operating in an Expeditionary environment on today’s modern Army battlefield.

Digital Enablers It’s no secret that Readiness is priority number 1. The Readiness Tenets of Manning, Training, Leading, Equipping, Leading and Sustainment cannot be overstated. Attention to detail should be paid to NCOs and Soldiers alike, being able to take and pass all 3 events on the APFT. Likewise, we need QM Soldiers to be trained and proficient in their WTBDs and able to understand how to effectively operate supply programs logistical systems in an arduous environment. Being a wellinformed Soldier, who is capable of installing, operating and maintaining their assigned equipment is what we are trying to accomplish. In order to assist in this effort, the QM School has developed a number of digital enablers which are designed to help leaders enhance homestation and SGTs Time Training programs. These digital enables or "reach back capabilities" can all be located at the following link: https://cac.cascom.army.mil/TD/ Multifunctional/website/sitesustainment/pages/qm.htm

Army Career Tracker A great way to take charge and manage your own career, is by having access to the most relevant information which is being disseminated throughout the Army. To quote the Logistical Training Department Sergeant Major (SGM Kevin L. Williams); ”the Army Career Tracker (ACT) is like Facebook on steroids”. Meaning, ACT

is quickly becoming the Load Handling System (LHS) in which mass and critical information is being delivered to the Force. As CASCOM and the Quartermaster School ramps up efforts to disseminate information on ACT. I ask that all QMs please join me in understanding how to access the site and become members of their respective MOS as well as the Quartermaster Communities Pages. Presently, we have over 36K QM AC Soldiers assigned to our Corps, and at this time the QM Communities (main) page recognizes 871 Total Force Members, only. Anyone can become a member, first by logging on to ACT then, by accessing the site located at the link provided below. Once on the site, follow the steps to become a member of the 92 CMF communities page then, take it one step further by becoming a member of the respective MOS (92Z, 92A, 92G, 92L, 02M, 92R, 92S, 92W, or 92Y); sub Communities page(s). Looking forward to seeing you on the page and addressing any questions or concerns you may leave in the chat rooms.

https://actnow.army.mil/ communities/community/enlistedcmf92

Select-Train-EducatePromote (STEP) In January of 2016 the FRAGO to initiate STEP was introduced. Since the implementation of STEP, our professionals who work in the QM Proponentâ&#x20AC;&#x2122;s Office have been closely monitoring our progress through the different levels of NCOPDS. As you all know, completion of Structured Self

Leaders, I need your help in ensuring those who are fully eligible to attend PME do so at the earliest opportunity. In the QM School we are working hard to develop ways for Soldiers attending AIT to complete SSD prior to reporting to units. However, I think that is going to take a unified effort in order to reduce the number of Soldiers who require SSD level I. Finally, as always thanks for all you do and the manner in which you do it. My challenge to all is--let's be the first Corps to obtain mission success, by completing the requirements outlined in each one of the areas discussed above. Take care and rest assured, the QM Corps stands proud and ready to accomplish any mission at any time. Supporting Victory!

Above CSM Sellers and CSM Garza of 4th ID Sustainment Brigade, conduct a PRT run with the NCOs assigned to the unit. Summer/Fall 2016 I Quartermaster Newsletter

QM CSM

Development (SSD) and required Professional Military Education (PME); are also at the forefront of things we should pay close attention to. Last month's report showing the backlog numbers associated with NCOPDS revealed the following: 10,994 QM Soldiers require SSD 1 2,444 QM Soldiers require SSD 2 898 QM Soldiers require SSD 3 547 Senior NCOs require SSD 4

DPTY CMDT

DEPUTY TO THE COMMANDANT Effective Decisive Leadership & Employee Engagement in a Composite Workforce Paramount to Army/Total Force Readiness! In General Mark A. Milley’s, 39th Chief of the Staff of the Army, Initial Message to the Army, General Milley’s specifically states: “We have the most skilled, ethical, and combat hardened Army in our Nation’s history. No matter where we are around the world, America’s Soldiers are displaying courage, commitment and character. We are demonstrating unparalleled competence and agility. And no matter the challenge, no matter how complex the environment, or how dangerous and the situation, our Soldiers fight and win.” Mr. Marshall Jones

Three key attributes associated with effective Leaders and members of a productive composite workforce performing in a wide array of workplace environments – Competence, Commitment, and Character

In General Milley’s message, he also revealed his three (3) priorities for our Army – (1) Readiness; (2) Future Army (Future Fight), and (3) Take Care of the Troops (Always). General Milley’s message further surmises – “Every day we must keep foremost in our minds our Soldiers, Civilians, and their Families. Our Collective strength depends on our people – their mental and physical resilience is at our core. We must always treat each other with respect and lead with integrity. Our Soldiers are the crown jewels of the Nation; we must love them, protect them, and always keep faith with them.” With the aforementioned as a key guiding principle, this message highlights three key attributes associated with effective Leaders and members of a productive composite workforce performing in a wide array of workplace environments – (1) Competence, Commitment, and (3) Character. It is a vital underlying principle of the US Army Quartermaster School (USAQMS) to ensure that each member of its Team has an understanding and affinity of these attributes as they perform their respective duties and responsibilities in service to our Nation and its Soldiers in answering Freedom’s Call! Competence (Competency).

Summer/Fall 2016 I Quartermaster Newsletter

When

assessing the criticality of this attribute for both leaders and employees, it must be viewed from three different aspects – first, there is the Technical Aspect, which is an acquired and/or acceptable level of proficiency in one’s designated functional area or specialty; simply put, proficiency in one’s craft or job! Secondly, for military leaders and uniformed personnel at all levels, there is the Tactical Aspect which entails being proficient in your troop leading and survival skills at the tactical levels (squad, platoon, company/ battalion, etc.) Lastly, and of equal or greater importance is the Administrative Aspect – which either is an acquired or developed level proficiency in Communication (consistently demonstrated through effective writing and verbal/oral skills; effective counseling, time management, crisis management and/or conflict resolution, etc.) Commitment. This attribute is vital to the “human dimension” aspect for both leaders and employees, particularly in a high up-tempo, fluid operating environment. First, and at the forefront for most, is the aspect of Faith (Higher Calling/ Supreme Being or Deity) which is an essential component of “spiritual resiliency.” The aspect of Self, Family, and Friends – for both the leader and the employee, it is extremely important to remember not to neglect Self; this may not necessarily sit well with some as a leader (or provider); however, one won’t be of the desired or required value to your family or organization (Soldiers/employees) if one is not up to par to do so! An there’s the aspect of the United States Constitution (Country) – as a Soldier or Department of the Army Civilian employee, each individual has taken a solemn oath to support and defend the US Constitution against all enemies, Foreign and Domestic; and to pledge (Continued on page 28)

RCWO

REGIMENTAL CHIEF WARRANT OFFICER Quartermaster Warrant Officer Update

Greetings from the Quartermaster School.

Chief Warrant Officer Five Roberto Figueroa

“The Army must define the steps necessary to ensure warrant officers are technologically agile, adaptive, and innovative leaders, trusted professionals, who will maintain capability overmatch and effectively manage logistical demands to “win in a Complex World.”

I hope this note finds you and your families in good spirit. As part of my duties as the Quartermaster Regimental Warrant Officer, I have had an opportunity to travel in TDY status quite regularly. The feedback I am getting from the senior leadership at each location I have visited has been nothing but extraordinary. I am extremely proud of all you are currently doing not only in support of the Chief of Staff of the Army’s #1 priority, “Readiness” but also what you are currently doing in support of the warrant officer cohort. The Army’s leadership understands the value of warrant officers and what each of you as well as your families bring to the fight each and every day. I had an opportunity to travel to the Capital Region from 11-13 July 2016 in support of the most recent Army Senior Warrant Officer Council (ASWOC) forum. The ASWOC Chairman and Command Chief Warrant Officer (CCWO) of the Combined Arms Center (CAC), CW5 Bob Lamphear, hosted the semi-annual council meeting from 11-13 July 2016 at the Pentagon Conference Center (11-12 July) and the Taylor Building (13 July). The meeting included representatives from 30 organizations, including TRADOC, CAC, Army University, FORSCOM, AMC, USASOC, USAR, ARNG, USAREC, CAPE, and HQDA. LTG Michael Lundy, Commanding General CAC, addressed the council and provided an overview of the Combined Arms Center mission and his expectations of both the council and the warrant officer cohort. The focus of the meeting was the Warrant Officer 2025 (WO2025) Strategy and EXORD review/ implementation with an emphasis on the

cohort's contributions to sustaining and improving Army Readiness. The meeting included robust updates and discussions on the following: USAREC Accessions Initiatives, HQDA G-3/5/7 WO2025 Strategy EXORD Update, Warrant Officer Career College Warrant Officer Intermediate Level Education Pilot Update, Talent Management Task Force Warrant Officer Initiatives Update, ASWOC Charter Update, and a Center for Army Profession and Ethic Character Development Discussion. As you might already know, the WO2025 was just recently signed by the Secretary of the Army as well as the Chief of Staff of the Army. The Army WO2025 Strategy outlines how future warrant officers in the Total Force are accessed, developed, and utilized as they support the force in their highly specialized roles as the Army’s systems operators, managers, integrators, and leaders. The strategy provides focused strategic thought toward meeting future force objectives, identifies lines of effort to achieve those

CW5 Figueroa (QM RCWO), CW5 Betancourt (AG CWOB), and CW5 Myers (OD RCWO) presented CW5 Dave Williams (ARSTAF SWO) with a token of appreciation on behalf of all the Sustainment Warrant Officers during the ARSTAF SWO’s farewell ceremony. (12 July 2016, The Pentagon) Summer/Fall 2016 I Quartermaster Newsletter

RCWO

ends, and identifies additional cohort efforts for supporting Army priority investments in education, training, and leader development. I thought it was necessary for me to include the WO2025 Strategy concept as part of this article to ensure you understand the relevance of this documents in support of the future warrant officer cohort. The significance of our Army warrant officer cohort has never been greater. The Army must define the steps necessary to ensure warrant officers are technologically agile, adaptive, and innovative leaders, trusted professionals, who will maintain capability overmatch and effectively manage logistical demands to “win in a Complex World.” These are very exciting times for our cohort but we must work together to get there. What is the Army Senior Warrant Officer Council? Even though I have mentioned the ASWOC in one of my previous notes, I felt it was necessary to describe the ASWOC’s purpose so you have a

better understanding of its responsibilities. The ASWOC serves as a senior leadership body to introduce, review and address relevant issues concerning Army systems, policies and programs that are designed to produce ready and relevant warrant officers; competent in executing the Army mission within their roles as systems operators, managers, integrators, and leaders. The ASWOC frames and shapes initiatives, issues, requirements, and reviews and resolves issues based upon sound military judgement and experience to achieve department of the Army level integration and synchronization. The council is critical in the balancing of Army requirements versus branch requirements by providing focused leadership that considers and develops actions to enhance warrant officer leader development initiatives, while addressing enduring first -order problems which improve the combat effectiveness of the current and future force. The ASWOC is an advisory body and is not intended to replace any activity within the Army.

The ASWOC reports and receive direction from the Vice Chief of Staff, Army (VCSA). The council is comprehensive in nature and have representation from the Total Army (Active Army, Army National Guard, and Army Reserve), operating force, and generating force. In closing, I would like to provide you with a quick update on the selection of the 14th Quartermaster Regimental Chief Warrant Officer. As you might already know, I will be retiring in November 2016 after 28 plus years of service to this great Nation. The 54th Quartermaster General, BG Rodney Fogg will begin the selection process of my replacement in the middle of August 2016 upon his return from Capstone. The intent is to have the Change of Responsibility ceremony as well as my Retirement Ceremony on 18 November 2016. Thank you for everything you do on a daily basis in support of our Soldiers, Civilians, their families, and our Nation!

Army Senior Warrant Officer Council Members during this quarter’s forum (12 July 2016, The Pentagon) 8

Summer/Fall 2016 I Quartermaster Newsletter

CAREER NEWS

Career News Colonel Promotion List Fiscal Year 2016

Captain Promotions Fiscal Year 2016

Warrant Officer Selection Board Fiscal Year 2016

Quartermaster Veterans Access to College Credit

Summer/Fall 2016 I Quartermaster Newsletter

Co lo n e l P r o m ot i o n L i s t F i s c a l Ye a r 2 0 1 6

Congratulations to the following Basic Branch Quartermaster Lieutenant Colonels selected for promotion to Colonel: LTC ANTHONY L. HAYCOCK

LTC JAMES M. CALLIS

LTC LANNY A. HOGABOOM

LTC MARSHANNA M. GIPSON

LTC ROGER L. KEEN JR.

LTC COURTNEY L. GLASS

LTC JEFFREY C. KNIGHT

LTC MATTHEW T. HAMILTON

LTC MICHAEL T. MOORE

LTC JASON J. NOWAK

LTC ROBERT S. PATTON

LTC MARK E. PARSONS

LTC BRYCE D. PRINGLE

CAREER NEWS

LTC KENNETH C. BRADFORD

C a p ta i n P r o m ot i o n s F i s c a l Ye a r 2 0 1 6 Congratulations to those Basic Branch Quartermaster Lieutenants selected for promotion to Captain.

Branch

Considered

Selected

282

250

384

353

245

227

Summer/Fall 2016 I Quartermaster Newsletter

Wa r r a n t O f f i c e r S e l e c t i o n B o a r d R e s u lt s F i s c a l Ye a r 2 0 1 6 Congratulations to the following Non-Commissioned Officers selected by the United States Army Recruiting Command Warrant Officer Selection Board (July 2016) to attend the Warrant Officer Candidate School: Property Accounting Technician (MOS 920A) SGT BRIGHT BOTCHWAY SSG CODY EDGERTON SSG FELISHA GOMEZ

SFC LAMAAR PERNELL SFC JAROD REED SSG ALEX SCOTT

SFC ERICQUANDA JOHNSON SFC LAWRENCE MARTINEZ

SSG ERICA SHEPPARD SFC EDWARD THORNTON

SSG TERRY MITCHELL SSG JORGE ORTEGANIEVES SFC MARIA ORTIZ

SGT TYRESA TOUSSAINT SFC RAFAEL VILLALOBOS

SSG MEGAN BRAILEY SGT SHMEIR FOUNTAIN

CAREER NEWS

Supply Systems Technician (MOS 920B) SSG JAMES SCHOMER SSG ANDRIA WARREN

SSG FRANK HERNANDEZ Airdrop Systems Technician (MOS 921A) SSG WILLIAM COOK SFC AARON ENGELMAN Food Service Technician (MOS 922A) SFC CHARLES BAKER SSG CARLOS BAUTISTA

SSG JOSE PACHECORIVERA SSG LANCE THOMAS

Petroleum Systems Technician (MOS 923A) SSG LAWRENCE EDMOND SFC JONATHAN MOCK SSG JORGE RAMIREZ

SSG ALBERT SANDS TSGT SHAUN WHEELER

Summer/Fall 2016 I Quartermaster Newsletter

Quartermaster Veterans Access to College Credits By Mrs. Michelle Poole, Operations Specialist, Training Management & Facilities Support Since 1945, the American Council on Education (ACE) has provided a critical link between the U. S. Department of Defense and higher education in their review of military training (courses) and experiences (occupations) with the goal of awarding equivalent college credits for those experiences. The Quartermaster School (QMS) has been teaming with the ACE to ensure our Quartermaster Soldiers receive college credit for their military training. Over the

CAREER NEWS

COURSE

past couple of years 98% of eligible QMS courses have received recommended college credit from the ACE. The Military Evaluations Program provides higher education institutions with a basis for recognizing military educational experience in terms of civilian academic credit. The objective of the program is to help service members and veterans gain credit for their training. Soldiers can use the credits to propel them into their civilian education which will enable them

PHASES

to be more marketable in the civilian sector. To read more about the program visit http://www.acenet.edu. The ACE Military Guide (http:// www.acenet.edu/news-room/Pages/ Military-Guide-Online.aspx) contains all evaluated course since 1954. The Credit recommendations also filters on the service members Joint Service Transcript. The current ACE credit recommendations for Quartermaster Courses are list in the table below:

COURSE TITLE

Vocational Credit

Lower Division Credit

491-92L30-C45

PETROLEUM LABORATORY SPECIALIST ALC

492-92M30-C45

MORTUARY AFFAIRS SPECIALIST ALC

492-92M40-C46

MORTUARY AFFAIRS SPECIALIST SLC

551-92A30-C45

AUTOMATED LOGISTICAL SPECIALIST ALC

551-92A40-C46

AUTOMATED LOGISTICAL SPECIALIST SLC

551-92Y30-C45

UNIT SUPPLY SPECIALIST ALC

551-92Y40-C46

UNIT SUPPLY SPECIALIST SLC

720-92W30-C45

WATER TREATMENT SPECIALIST ALC

800-92G30-C45

FOOD SERVICE SPECIALIST ALC

800-92G40-C46

FOOD SERVICE SPECIALIST SLC

821-92F/L/W40-C46

PETROLEUM AND WATER SPECIALIST SLC

821-92F30-C45

PETROLEUM SUPPLY SPECIALIST ALC

840-92S30-C45

SHOWER/LAUNDRY AND CLOTHING RPR SPEC ALC

840-92S40-C46

SHOWER/LAUNDRY AND CLOTHING RPR SPEC SLC

PARACHUTE RIGGER ALC

860-92R40-C46

PARACHUTE RIGGER SLC

4N-921A

AIRDROP SYSTEMS TECHNICIAN WO BASIC

860-92R30-C45

1/2

Upper Division Credit

8-10-C32-920A

1/2

PROPERTY ACCOUNTING TECHNICIAN WOAC

8-10-C32-920B

1/2

SUPPLY SYSTEMS TECHNICIAN WOAC

AIRDROP SYSTEMS TECHNICIAN WO ADVANCED

FOOD SERVICE TECHNICIAN WOAC

PETROLEUM SYSTEMS TECHNICIAN WO ADVANCED

PROPERTY ACCOUNTING TECHNICIAN WOBC

8-10-C32-921A 8-10-C32-922A

1/2

8-10-C32-923A 8B-920A

1/2

Summer/Fall 2016 I Quartermaster Newsletter

Quartermaster Veterans Access to College Credits: (cont.) 8B-920B

1/2

SUPPLY SYSTEMS TECHNICIAN WOBC

Lower Division Credit 8

8E-922A

1/2

FOOD SERVICE TECHNICIAN WOBC

PETROLEUM TECHNICIAN WARRANT OFFICER BASIC

COURSE

PHASES

8G-923A

Vocational Credit

COURSE TITLE

491-92L10

1/2/3

PETROLEUM LABORATORY SPECIALIST

492-92M10

1/2

MORTUARY AFFAIRS SPECIALIST

551-92A10

AUTOMATED LOGISTICAL SPECIALIST

551-92Y10

UNIT SUPPLY SPECIALIST

720-92W10

WATER TREATMENT SPECIALIST

800-92G10

1/2/3

FOOD SERVICE SPECIALIST

821-92F10

1/2

PETROLEUM SUPPLY SPECIALIST

840-92S10 860-92R10

SHOWER/LAUNDRY & CLOTHING REPAIR SPECIALIST

PARACHUTE RIGGER

8E-F5/800-F17

ADVANCED CULINARY SKILLS

551-F29 (MTT)

UNIT ARMORER CERTIFICATION

551-ASIC7

ULLS-AVN ENH (ULLS-AE) TECH SUPPLY USER PETROLEUM AND WATER OFFICER

8A-SIR9

AERIAL DELIVERY AND MATERIEL OFFICER

8B-SI4V

MORTUARY AFFAIRS OFFICER

8E-F6/800-F8

FOOD SERVICE MANAGEMENT

800-ASIZ5

ENLISTED AIDE TRAINING

101-92M10 (R)

1/2

101-92M30-C45

MORTUARY AFFAIRS SPECIALIST

MORTUARY AFFAIRS SPECIALIST ALC

101-92M40-C46

MORTUARY AFFAIRS SPECIALIST SLC

101-8-92-C46

QUARTERMASTER COMMON LOGISTICS SLC

101-92A10 (R)

1/2

AUTOMATED LOGISTICAL SPECIALIST

101-92A30-C45

1/2

AUTOMATED LOGISTICAL SPECIALIST ALC

101-92A40-C46 101-92F/L/W40C46 101-92F10(R)

AUTOMATED LOGISTICAL SPECIALIST SLC

PETROLEUM & WATER SPECIALIST SLC

1/2

PETROLEUM SUPPLY SPECIALIST

PETROELUM SUPPLY SPECIALIST ALC

FOOD SERVICE SPECIALIST

101-92F30-C45 101-92G10 (R)

1/2

101-92G30-C45

FOOD SERVICE SPECIALIST ALC

101-92G40-C46

FOOD SERVICE SPECIALIST SLC

101-92L10 (R)

1/2

PETROLEUM LABORATORY SPECIALIST

PETROLEUM LABORATORY SPEC ALC

101-92L30-C45 101-92S10 (R)

1/2

101-92S30-C45

SHOWER/LAUNDRY & CLOTHING REPAIR SPEC

SHOWER/LAUNDRY AND CLOTHING REPAIR (ALC)

101-92S40-C46

SHOWER/LAUNDRY & CLOTHING REPAIR SPEC SLC

101-92W10 (R)

1/2

WATER TREATMENT SPECIALIST

101-92W30-C45

1/2

WATER TREATMENT SPECIALIST ALC

101-92Y10 (R)

1/2

UNIT SUPPLY SPECIALIST

101-92Y30-C45 101-92Y40-C46

UNIT SUPPLY SPECIALIST ALC 2

UNIT SUPPLY SPECIALIST SLC

CAREER NEWS

8A-SIR8

1/2/3

Upper Division Credit

5 3 Summer/Fall 2016 I Quartermaster Newsletter

23RD QM BDE

23rd Quartermaster Brigade Life line reconditioning program (llrp) An Adaptive Approach to Army Training Methodology and Leader Development By CPT David Murray, CDR J Co, 262nd Quartermaster Battalion The 262d Quartermaster Battalion consists of five Advanced Individual Training (AIT) Companies which train and provide support to Soldiers in four different Military Occupational Specialties (MOS): Petroleum and Water Department, Aerial Delivery and Field Services Department, the Mortuary Affairs Center, and the Paralegal Specialist Training Center. Consistently throughout the year the battalion is a temporary home to approximately 1200 AIT Soldiers. No different than any other unit in the Army, the 262d Quartermaster Battalion requires Physical Readiness Training (PRT) as a part of each Soldier’s daily routine. In August 2015, GEN Milley, Chief of Staff of the Army, announced his top priorities and focus for the Army. His number one priority, supreme to all other priorities and sharing the number one position with none other, is the Army’s readiness and ability to remain the world’s premier combat force. Soon thereafter the 262d Quartermaster Battalion planned and hosted a Readiness Forum, inviting numerous service providers across Fort Lee

to discuss their expertise, services and their connection to assist in Soldier Readiness. From this forum, sprung the Life Line Reconditioning Program (LLRP). Following the Readiness Forum it was quickly identified that many AIT soldiers, up to 20% in some companies, were injured and on a physical profile. Medically this was limiting their ability to participate in PRT while identifying them as deficient in their readiness. Traditionally, each Company ran their own independent reconditioning program which varied in structure, leadership, resources, and intensity. Most Soldiers were either receiving an ineffective workout while on profile (i.e. walking for 45 minutes, daily) or increasing their injury severity by performing too much exercise too soon without proper medical supervision. The Army Physical Readiness Training (PRT) manual (FM 7-22) outlines a two-level reconditioning system that is to be implemented along with Army PRT. The objective of reconditioning is to restore physical fitness levels to enable Soldiers to

GROUP

reenter the toughening or sustaining phase safely, and then progress to their previous levels of conditioning. Clearly stated in FM 7-22 para.6-8 “Injuries, illness, and other medical conditions impact readiness. Commanders are faced with the daily challenge of controlling injuries while conducting rigorous military training. Leaders must be familiar with the risk factors that influence injury. Adherence to the fundamental principles of PRT allows the commander to manage this risk of injury effectively. When injuries, illness, or other medical conditions limit the Soldier’s ability to participate in PRT, units should offer organized and effective reconditioning programs that expedite his return to unit PRT. The reconditioning program described in this field manual responded to the DoD Injury Working Group’s recommendation to “… implement programs designed to enhance fitness and reduce training injury rates.” The Army Physical Readiness Training System, was developed with Soldier performance and injury control as its two primary

GROUP DESCRIPTION Most restrictive profile for severe injuries (fractures, sprains, tears, strains, herniations, etc.)

RED

No high impact allowed (no running, jumping, rucking)

Less restrictive profiles including low back, upper back, neck, shoulders, elbows, wrists, and hands, hips, knees, ankles, and feet

AMBER

GREEN 14

Some impact allowed if well tolerated by Soldier (brisk walk, light run/jump) Upper and lower body profiles Impact allowed at Soldier's own pace/distance/tolerance Recovery phase after profile (2x length of profile, up to 90 days) Self-paced activities with return to unit PT

Summer/Fall 2016 I Quartermaster Newsletter

23RD QM BDE

23rd Quartermaster Brigade Life line reconditioning program (llrp) An Adaptive Approach to Army Training Methodology and Leader Development (CONT:) By CPT David Murray, CDR J Co, 262nd Quartermaster Battalion and injury control as its two primary objectives. Level 1, is a gym-based program designed to maximize the potential of a physically profiled Soldier. Level 2, Soldiers will begin to perform the PRT program. In level 1, the Soldier is on profile, just off of profile, or cleared to begin level 2 reconditioning. Building off of the Army Physical Readiness Training System’s objective, the Office of the Surgeon General and the US Army Medical Specialist Corp released a reconditioning supplement with a proposed plan for organizing Profile PRT. The system has been adopted by several units across the Army with varying levels of success. The program as published recommends frequent use of gym facilities for endurance training machines and access to the pool; however, the proposal also modified the initial program to create a fieldbased reconditioning program that is also safe and effective. The modified program not only reduced the need for specialized gym equipment, facilities, and increased movement of Soldiers, but it also incorporated many of the Army PRT exercises, which allowed for easy transition from Profile PRT to regular unit PRT. Furthermore, basic functional training (i.e. “CrossFit”) is included to help teach and insure proper lifting techniques. The LLRP was designed as a battalion level directed program wherein all Soldiers on a physically limiting profile obstructing their ability to participate in unit PRT would report to the LLRP designated training area for accountability and training. Battalion level reconditioning physical readiness training is ideal because it consolidates resources, increases

group sizes, and allows for equal distribution of responsibilities across each of the companies. Program specific design and implementation was the responsibility of CPT Murray, Juliet Company Commander. In order to ensure that the program would benefit and not work counter to the Soldiers’ limitations, CPT Murray worked closely with CPT Johnson, Chief of Physical Therapy at Kenner Army Health Center, to review the program plan. Prior to program implementation, CPT Johnson also conducted numerous trainings on how to interpret a profile as well as the proper exercise techniques. The daily program supervision and execution is performed by a NCOIC qualified Master Fitness Trainer (MFT). CPT Johnson also conducts spot-checks to ensure program credibility and proper implementation. The LLRP has a stoplight design (red, amber, green), with each color indicating different levels of recovery. Each exercise group is led by a trained NCO and assisted by a second trained NCO. The LLRP has already shown several benefits to the Soldiers, since its implementation. The program’s battalion uniformity has ensured that each injured Soldier has received the same support to safely recover and return to duty. Using highly trained MFT NCOs has generated a quality, credible, and sustainable program. The implementation of the program with oversight of the Chief of Physical Therapy ensures quality care for profiled Soldiers even if they have not been seen by a physical therapist. The program’s specific design creates a manageable higher intensity workout based on the Soldiers’ injury in order to improve and main-

tain fitness level while recovering from their injury. Additionally the program’s progression design will decrease risk of re-injury. Finally, a plan is currently in place to begin a permanent party LLRP in late August. Overall, the LLRP has already started to show a decreased time on profile, decrease re-injury rates, and the added benefit of enabling the Soldier to maintain and often improve their overall fitness levels all while the Soldiers work toward safely returning to full duty.

"Injuries are not random events; they are the predictable result of a complex set of risk factors, many of which can and should be controlled." - MG Patrick Scully, Deputy Surgeon General, U.S. Army (1998-2002)

Summer/Fall 2016 I Quartermaster Newsletter

JMAC

Joint Mortuary Affairs Center Solving the contaminated human remains conundrum By Mr. James Hammond, Joint Mortuary Affairs Center From the days of Operations Desert Shield and Desert Storm over 25 years ago, the Department of Defense has struggled with the subject of how to safely and effectively process, transport, and repatriate the remains of fallen service members following a chemical, biological, radiological, or nuclear (CBRN) incident. Thankfully, the US has not yet faced such a scenario during overseas contingency operations. Unfortunately, there currently is not an adequate scientific or technological solution to allow for the safe return of contaminated remains. However, numerous federal and state agencies are mak-

QRT participants receiving training from ATEC personnel prior to a QRT field exercise.

ing considerable strides in this area working together to aggressively pursue a solution to this critical challenge. Adequately solving this problem requires addressing the contaminated remains conundrum from three perspectives -- science, equipment, and procedures. From 2014 - 2016, the Army Test and Evaluation Command (ATEC) at Aberdeen, MD in conjunction with the Joint Mortuary Affairs Center (JMAC) at Ft Lee, VA have been conducting a series of Quick Reaction Tests (QRTs) examining proposed procedures for the handling and processing of contaminat16

(DTRA), and the Joint Program Manager for Protection (JPM-P).

AFMES personnel processing simulated contaminated remains.

ed human remains at a Mortuary Affairs Contaminated Remains Mitigation Site (MACRMS). The JMAC developed these proposed procedures based on extensive reviews of available scientific literature, past CBRN testing, and best practices from throughout the scientific, medical, and CBRN communities. The first QRT (executed from August 2014July 2015) looked at procedures related to chemically contaminated human remains while the second QRT (September 2015 - September 2016) looked at procedures for processing biologically and radiologically contaminated remains. From 7-16 June 2016, ATEC completed the final round of field tests at Ft Lee associated with the second QRT. Participants in the field test included Mortuary Affairs personnel from the 54th Quartermaster Company, representatives from the office of the Armed Forces Medical Examiner System (AFMES), CBRN personnel, Medical personnel, and Safety personnel. Participants demonstrated proposed MACRMS procedures while processing simulated biologically and radiologically contaminated remains under the watchful eyes of personnel from ATEC, JMAC, the Defense Threat Reduction Agency

Summer/Fall 2016 I Quartermaster Newsletter

ATEC published the results of the first contaminated remains QRT in 2015 and will publish the results of the second QRT later this year. The JMAC with assistance from DTRA, JPM-P, and others will incorporate these results into a final set of procedures for the handling and processing of CBRN contaminated remains, which the Army will ultimately publish as Army Techniques Publication (ATP) 4-46.2, Mortuary Affairs Contaminated Remains Mitigation Site (MACRMS) Procedures, which will outline recommended procedures for executing a MACRMS mission. Similarly, technical experts within the scientific and materiel de-

Soldiers entering case data in the Mortuary Affairs Reporting and Tracking System.

velopment communities are actively pursuing solutions to the other facets of the contaminated remains conundrum. At some point in the hopefully not too distant future, these efforts will merge into a formally tested and approved contaminated remains processing capability.

LTD

Logistics Training Department Improving Supply Readiness Across the Total Force CW4 Tracy Taylor, SEA evaluator The Chief of Staff, Army, Supply Excellence Award (SEA) Program evaluation cycle for CY 2015/16 is complete. The SEA Team received 97 Nomination Packets for the evaluation cycle; Active Army - 50, Army National Guard (ARNG) - 21, and the United States Army Reserves (USAR) 26. Phase I evaluations resulted in 27 Semi-finalists (Active Army - 13, ARNG - 6 and the USAR – 8). Phase II evaluations led to 15 SEA Winner’s and 6 Runner-up’s; Active Army - 12, ARNG - 5, and USAR - 4. Visit the SEA Website for a list of Winner’s and Runner-up’s. The “Best of the Best” Supply Award is given by the Quartermaster General to the highest scoring unit in the SEA Competition. This phenomenal achievement was earned by the 5th Battalion, 7th Air Defense Artillery Regiment Supply Support Activity in Baumholder, Germany. The SSA demonstrated extraordinary supply and support operations, property accountability and resource management, while enhancing awareness of the Army Command Supply Discipline Program and contributing greatly to Army logistics readiness. The SEA Team improved awareness of the program within the field through various types of communication mediums. To reach out to the field, a Facebook page was created allowing the SEA Team to share information throughout the evaluation

process and inform units on current SEA events and activities. The SEA milSuite site was reinvigorated which now provides useful documents and a wealth of information for units that desire to participate in the SEA Competition. The SEA Team hosts a quarterly DCS forum to help motivate and provide SEA Program guidance to Soldiers, civilians and contractors throughout all components of the Army. The fourth quarter forum was held 12 July 2016. Phase I SEA Nomination Packets changed for 2016/2017 evaluation cycle. Units are now required to submit additional information in the Nomination Packet to help the evaluation panel better understand the unit mission and requirements. The packets are submitted via AKO utilizing Tabs A through I: These tabs include topics such as unit mission statement, training guidance, achievements, logistical posture, innovations, as well as a tab for exception to policy documents. Major Commands (MACOMs) SEA POCs will post evaluation documents to the AKO Portal utilizing the TAB index. Visit the SEA Website to view the document titled “Guidance for Implementation of the Chief of Staff, Army (CSA) Supply Excellence Award (SEA) 2016/2017 Evaluation Cycle” for submission guidance.

to attend the Combined Logistics Excellence Award (CLEA) Ceremony in Washington, D.C. In an effort to foster esprit de corps, Commands are now responsible for hosting Logistics Excellence Award (LEA) Ceremonies at their installations. This change will allow for more Soldiers, contractors and civilians to attend the LEA ceremony receiving the recognition they deserve at their installation, therefore, a new logo for the LEA plaque was created using part of the Quartermaster regimental insignia and part of the CSA SEA seal. Documents referenced in this article can be found at the SEA Program website (http:// www.quartermaster.army.mil/ltd/ sea_messages.html) or the SEA Program milSuite (https:// www.milsuite.mil/book/community/ spaces/sustainnet/ quartermaster_community/ SEA_Group_Overview)

In previous years, HQDA G4 funded one Soldier (from the winning unit) Summer/Fall 2016 I Quartermaster Newsletter

Operation GCSS-A Wave 2: The Action Officers Perspective CW3 Thomas Mann The Global Combat Support System Army (GCSS-A) is a 365 day operation that changes the way that we manage logistics from the Company to the Division level. It is imperative that leaders at all echelons understand the importance of viewing it as an operation and not simply thinking of it as a conversion. Conversion by its very definition connotes a simple process or switch to something new, however the GCSS-A Wave 2 switch is anything but simple. This complicated series of training and transactions needs to be treated like a deliberate operation within any organization. The appointed action officer should have at least 15 months remaining on station to see the operation through from beginning to end. As the action officer for this operation he or she must know the process and be able to communicate the process to both leadership and down to the lowest level. The operation for the action officer begins by coordinating with the G3/S3 to ensure that the operation is on the Division and Brigade long range training calendars. The 30 days leading up to a unit’s “go live” date must be protected in order to have a successful operation. After it is locked in on the long range training calendar, the action officer must publish an operations order (OPORD). This will provide all affected subordinate units with a clear understanding 18

of the operation, key tasks, and relevant information, to include milestones and key events. It is also an opportunity for units to appoint action officers at each echelon above the Company. The majority of actions for this operation occur at the company level, so action officers at Division, Brigade and Battalion are critical to ensure shared understanding, tracking of critical information and continuity. Finally it is important to note that monthly working groups are critical to communicate information at each echelon. One year prior to the conversion, Enterprise Data Management Office (EDMO) training needs to be scheduled and conducted. A training team will be sent to a unit’s location to train Property Book Officers (PBO), unit supply, and maintenance personnel on uploading dump files from Standard Army Maintenance SystemEnhanced (SAMS-E) and how to read the system generated scorecards that derive from the dump files. It is important to note that unit supply and PBO data is pulled directly from Property Book Unit Supply Enhanced (PBUSE). From the day of the training, until the unit goes live the action officer must make sure that the dump files are submitted on time and in the correct format for each Unit Identification Code (UIC) in the organization. Between D-360 and D-120 the ac-

Summer/Fall 2016 I Quartermaster Newsletter

tion officer will continue to monitor the units’ dump file submissions and scorecard errors. Also during this time frame many of the required templates are due to the Project Manager (PM). These are the responsibility of the unit to complete, but the action officers must act as the liaison between the unit and the PM. The most critical template is the Force Element (FE) template. This template will build support relationships in GCSS-A and is the foundation for all other templates that will have to be completed. The position template is another template that will be key to a successful operation. This template will build the structure and positions in GCSS-A to allow personnel access to property and to perform required work functions. All of the required templates can be confusing and the units will require support in filling them out. Each template has a data specialist that is assigned from the PM shop that can assist. There are also workshops that are given by the PM to assist. When action officers take advantage of these workshops they are able to ensure their units are on the right track. Action officers that reach out to other organizations that have gone through the process and glean their lessons learned, certainly have proven beneficial. By the D-120 mark all templates should be (Continued on page 25)

Petroleum & Water Department

PWD

Petroleum and Water Department Knowledge Portal Mr. Curtis L. Johnson, Training Specialist, Petroleum and Water Department

How does the Quartermaster School help sustain technical competencies in the field? The QMS and Petroleum and Water Department may have a solution…3D digital training enablers! The Army's ability to shoot, move and communicate is linked to its ability to refuel vehicles, aircraft, tanks, and other equipment. The HEMTT Tanker Aviation Refueling System (HTARS) is a rapid deployable system that contains enough hose, fittings, and nozzles to expand the HEMTT tanker's capability to hot/cold refuel four helicopters simultaneously. A 3D digital training enabler is now available to plan, setup, and execute aircraft refueling in a virtual environment. In concert with CASCOM, the Quartermaster School has developed virtual training capabilities that support both the Institutional and the Operational Army. We are changing the way we train to reach today’s computer savvy learners. The products we develop are also available

online for sustainment training; all are housed in the Petroleum and Water Knowledge Center (PWKC) and will soon be available on the Army’s Training Network (ATN). The Petroleum & Water Department seeks to improve our learning model by leveraging technology without sacrificing standards so we can provide credible, rigorous, and relevant training and education to sustain Soldier readiness. The focus is to establish a learning continuum from the time Soldiers are accessed until the time they depart the military. It amplifies the shared responsibility for Soldier development encompasses the Institutional, Operational and Self Development training domains. This reach-back capability is available online and can be accessed through the Petroleum & Water Knowledge Center: (https:// www.us.army.mil/suite/ page/69724).

In the not too distant future, 92Fs will be able to plan and execute Forward Arming Refueling Point (FARP) operations utilizing the HTARS in addition to the Advanced Aviation Forward Refueling System (AAFARS) in a virtual environment. Other digital training enablers under consideration are the Forward Aerial Refueling Equipment (FARE), and the Forward Aerial Refueling Point (FARP). The development of the FARP will rely on a collective training effort with the Quartermaster School, Ordnance School, and the Aviation School. The focal point will be on training the warfighters to collectively work together in preparation for austere environments refueling and arming aircraft for continuous operation on and off the battlefield. These systems are not employed daily, QMS-PWD’s goal is to develop digital enablers to help sustain a trained and ready liquid logistics pool. 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.

Summer/Fall 2016 I Quartermaster Newsletter

JCCOE

Joint Culinary Center of Excellence Operational Rations Update By Beverly Hamlette, Quality Assurance Specialist

Within the Family of Operational Rations, there are specific rations to accommodate every feeding mission, scenario and purpose. Through collective collaboration between Natick, DLA Troop Support, Sister Services and Joint Culinary Center of Excellence (JCCoE) US Army Quartermaster School, our goal is to provide Soldiers good quality meals needed to sustain them nutritionally, optimize intake, enhance performance and increase morale through continuous improvements of our rations, feeding plan and supply management system. Army Field Feeding and Class I Operations dated Dec 2015 provides field food service doctrine through methods, techniques, and procedures for providing subsistence to Soldiers using the full complement of military rations. This update serves as our continued effort to keep Commanders, Food Advisors, Culinary and Subsistence personnel informed of the implementation of new policies, new rations, or changes to rations and affect what we eat, how we eat and the way we eat in any environment. The Modular Operational Ration Enhancement (MORE) has been added to the Family of Operational Rations as an authorized enhancement. The MORE is lightweight and compact, all components can be eaten on 20

the move without preparation and are easy to consume and digest. Food components of the MORE are specifically formulated to improve the mental and physical abilities of Soldiers in demanding and extreme conditions. The MORE is intended for use by Soldiers in extreme environments such as cold weather, hot weather or elevated altitudes that require extra calories beyond the standard operational ration in order to combat weight loss and decreased physical and cognitive abilities. The MORE is limited to one per day and utilized when the daily feeding mix involves Meals-Ready-to-Eat (MRE) or Unitized Group Rations (UGR) or in combination with use of First Strike Ration or Meal, Cold Weather. Other uses are during school training, contingency operations or when units are in a high operational tempo mission, participating in extreme training scenarios where there is a need to increase caloric intake. There are two types: MORE-High Altitude/Cold Weather which comes in 3 different type packets with a total of 24 packets per box/case (NSN 8970-01-581-2505); and MORE-Hot Weather which also comes in 3 different type packets for a total of 24 packets per box/case (NSN 897001-599-4327). The MORE has a shelf-

Summer/Fall 2016 I Quartermaster Newsletter

life of 3 years at 80⁰ F (27⁰ C) and is available for ordering through your Subsistence Supply Management Office (SSMO). As part of the continuous product improvement program, the First Strike Ration (FSR) has expanded from 3 to 9 different menu choices. This ration is a lightweight, restricted ration designed to be eaten on the move during initial periods of highly mobile or intense operations (no more than 10 consecutive days). The FSR is compact with components that provides approximately 2900 calories and should be consumed as one per day. When additional calories are needed for specific environments the MORE, Hot Weather or MORE, High Altitude, Cold Weather can be used to enhance nutritional intake and performance. The FSR has 9 meals per box/case (NSN 8970-01-5433458) with a shelf-life of 3 years at 80⁰ F (27⁰ C) and is available for ordering through your SSMO.

The Meal, Cold Weather and Long Range Patrol (MCW & LRP) ration provides an operational ration for separate scenarios during cold weather missions. The MCW is intended for extreme cold environmental feeding and the LRP as a restricted calorie ration that can be used during long-range reconnaissance or similar missions. Each ra-

JCCOE

Joint Culinary Center of Excellence Operational Rations Update (Cont.) By Beverly Hamlette, Quality Assurance Specialist

ration provides an average of 1540 calories with the MCW consumed as 3 bags/meals per day and the LRP one bag/meal per day. The LRP is a restricted calorie ration for use up to 10 days when issued as one ration per day. Both rations have 12 meals to a box/case (MCW- NSN 8970-01467-1753 & LRP – NSN 8970-01-4671749) with a shelf-life of 3 years at

80⁰ F (27⁰ C) and is available for ordering through your SSMO. There are limited quantity of LRPs available and due to operational mission demands this ration will be discontinued once inventory is complete. The FSR will be an appropriate substitute for this ration. When utilizing MCW in your feeding plan and additional calories are needed due to heavy exertion

the MORE, High Altitude, Cold Weather can be used to enhance nutritional intake. If you have suggestions or recommendation regarding field ration, please visit the JCCoE website at http://www.quartermaster.army.mil/ jccoe/Operations_Directorate/ QUAD/QUAD_main.html

Operation GCSS-A: Wave 2: The Action Officers Perspective (Cont.) comfortable with how the units are managing the errors they need to correct. Four months from conversion, a site visit from the Chief of Installation (COI) must be conducted. The COI will facilitate separate town hall style sessions with the leadership, typically the Brigade Commander and below, down to the user level. This is a great opportunity for leaders to get the full scope of the operation and to have their questions answered. From the D-120 until the unit’s “go live” date the action officer will be in constant communication with the COI to resolve any issues that may arise. From the D-120 onward the coordination for the action officer intensifies. The action officer will be responsible for collecting the names by functional area of the personnel to be trained. When collecting names it is important not to overlook any ena-

blers that may not be organic to an organization but will still require access to GCSS-A. Once the names are collected the action officer will need to coordinate for classroom space to conduct the training. Some of these classrooms will require unclassified internet access, for up to 25 people, so they can validate the data in GCSS-A once they go live. Providing a detail to move training sets and assist the trainers with classroom set up is also the responsibility of the action officer. Once training begins, tracking and reporting the number of personnel that are being trained is an important task for the action officer. Being assigned as the action officer for this operation is both challenging and time consuming but it is also rewarding to be part of a major change in the Army. As the Army moves

away from the “stovepipe” systems of the past and moves toward an Enterprise system it is important to understand that there must be leadership involvement throughout the process in order for the transition to be successful. Treating the Wave 2 process as a deliberate operation and

not viewing it as a simple switch or conversion will pay dividends for the organization. The Brigade PBO and senior maintenance personnel are critical to this operation, however the key leaders in the organization must be involved in order to facilitate shared understanding and successful execution.

Summer/Fall 2016 I Quartermaster Newsletter

HISTORIAN

Petroleum History of U.S. Army Petroleum By Dr. Leo Hirrel, Quartermaster Historian

Petroleum became a commercially viable product in 1857 when a Scottish chemist discovered how to separate the crude product into various grades by heating to a gaseous form and then re-cooling the now distinct products. At first petroleum was used primarily to produce kerosene for heating and lighting; yet after the development of an internal combustion engine several engineers working independently found ways to mount the engine on a carriage. By the beginning of the 20th century the automobile showed promise of being a practical form of transportation. With the automobile came the need for gasoline. The Army experimented with automobiles and trucks starting in 1903 and 1907, but without much interest. Then in 1916 the Army launched an expedition into Mexico and the motor truck extend the operational reach beyond anything previously imaginable. From that point forward vehicles would become essential to US Army operations, with the resulting demand for petroleum products.

truck did the hard work of moving supplies and men when railroads were not available. Aircraft required gasoline, as did the tanks and experimental forms of artillery tractors. In response to the demand the Corps of Engineers constructed tanks to hold the fuel, but often the Army substituted rail cars for temporary storage. Initially the US followed the French practice of using 50 liter cans (about 13 gallons) that were filled at the base and shipped forward by rail or truck. The method was awkward and frequently plagued by a shortage of cans. The change in policy came during the counter offensive at Chateau Thierry in July 1918, when the Quartermaster Corps simply did not have sufficient cans. Thereafter, petroleum distribution came through a combination of bulk delivery and cans. During 1918 the Quartermaster Corps delivered over forty-eight million gallons of motor gasoline, five million gallons of aviation fuel, and four million gallons of lubricating oil.

Gasoline Drums in the South Pacific

Pipeline Construction in World War II

World War I Fuel Truck

With the American entry into World War I supplying gasoline suddenly became an essential part of the Quartermaster work. The motor 22

deserts of North Africa, or Northern Europe. Where possible they Quartermaster Corps used bulk delivery trucks or rail cars, but frequently these were not available. In the Pacific the 55 gallon drum became the standard means of moving and storing gasoline. In Europe they relied heavily upon the 5 gallon can, despite the tendency for cans to disappear. Between July 1944 and February 1945 the Army lost 23 million out of 32 million cans sent to northern Europe (about 70%). Laboratory specialists were introduced at this time primarily to monitor fuel conditions in the tropics, but they were also used to check captured supplies.

World War II brought a return of maneuver warfare, and a corresponding increase in the demands for petroleum. Now the Army needed to find ways to move gasoline through many different situations ranging from jungle islands in the Pacific, the

Summer/Fall 2016 I Quartermaster Newsletter

Before World War II pipelines were only used for short distances, such as within a refinery. The necessity of the war caused the Corps of Engineers to develop ways of constructing and operating pipelines over long distances. Pipelines proved their value as an efficient way to deliver petroleum in France and Italy. A British underwater pipeline system moved petroleum from England to France. In the United States the technology pioneered by the Army enable the construction of the first long distance pipeline from Texas to New Jersey in order to avoid German submarines. Until 1954 the Corps of Engineers

HISTORIAN

Petroleum History of U.S. Army Petroleum (Cont.) By Dr. Leo Hirrel, Quartermaster Historian

both constructed and operated pipelines. War in Korea came unexpectedly in 1950, with the resulting lack of preparation for petroleum. In fact the United States and its allies depended upon the civilian sector in Pusan during the desperate defense of that perimeter. As the war developed the 55 gallon drum became the principal means for distribution; and once again return of empty containers became a problem. The helicopter first appeared in combat in Korea, and in later conflicts it would become an enormous consumer of fuel. Use of the 55 gallon drum gradually diminished during the 1950s as the Army increased the numbers bulk fuel trucks and introduced smaller designs. Collapsible fabric containers developed into the Fuel System Supply Point. In 1962 a major reorganization lead to the termination of the Quartermaster Corps as wholesale logistics operator. Army Materiel Command and Defense Supply Agency were created to perform these functions. Wholesale management and purchase of petroleum transferred to the Defense Supply Agency, which became Defense Logistics Agency in 1977. During the opening phases of the Vietnam conflict the United States again faced a lack of military petroleum infrastructure, and consequently relied upon a partnership with the petroleum industry already incountry. With the other physical improvements the United States did develop the structure to handle the fuel. Pipelines were of limited use

miles from Kuwait into Iraq in 2003. Operated by the 49th Quartermaster Group, the line could pump up to 600 gallons per minute. It minimized costly and dangerous truck deliveries.

Petroleum pilferage in Vietnam

because of the ever present threat of enemy sabotage. Most delivery moved through tanker trucks, supplemented by bladders or barges. The extensive reliance upon helicopters again raised the extent of fuel consumption. Until the 1960s Army vehicles overwhelmingly used gasoline, with a few tanks that used diesel fuel, or kerosene might be used for lighting and heating. Even so, different vehicles used different grades of gasoline until the Army standardized use at 80 octane, which was high for the time. Then the diesel engine became practical for trucks and track vehicles during the 1960s and the result was a triad of fuels: gasoline for small vehicles, diesel for larger vehicles and JP4 for aviation. By the 1980s the Army introduced vehicles and aircraft that could use a single fuel, known as JP8. Of course nothing is perfect and the Army still needs smaller quantities of other fuels. The tactical pipeline again proved its value during Operation Iraqi Freedom, when the Corps of Engineers constructed a pipeline running 220

As noted in the chart above, petroleum consumption as measured by soldiers per day continues to increase dramatically. Up to this time the planning assumption has been that the sustainment community can deliver whatever quantities of fuel required. As we painfully realize, excessive fuel consumption not only strains the logistical system, but it endangers the lives of soldiers tasked to deliver vehicles. It remains to be seen whether the Army will succeed in finding ways to reduce consumption. It has been about one century since the motor truck established its value during the Mexican expedition. Since that time petroleum has moved to

Pipeline maintenance in OIF

the forefront of logistical planning. For the foreseeable future, it will remain critical to all military endeavors.

Summer/Fall 2016 I Quartermaster Newsletter

Petroleum and Water Officers (SI R8) The Services Expert on all Fuel Related Matters By Mr. Robert A. Lias, Business Process Analyst, Defense Logistics Agency—Energy, Fort Belvoir, Virginia Fuel on the battlefield. Since the late 1930s, fossil fuels have been a critical commodity to the warfighters. Indeed, as our force structure migrated away for the horse and wagons to the modern mechanized forces, this dependency on petroleum products has increased in importance. As our dependence on fuel increased, our need for well-trained petroleum leaders and warriors also increased. The Petroleum and Water Officers Course is a testament to this need and continues to fill the Army’s ranks with high quality, technically skilled, officers who insure that our forces are supplied with the right fuel at the right time in the quantity and quality needed. As the Army’s model migrated away from functional towards MultiFunctional Logistics Officers, retaining expertise within the petroleum functional arena has become an even more crucial and challenging mission. Retaining this expertise is a primary mission of the Petroleum and Water Department, a department within the Quartermaster School. To promote and enhance the requisite skills needed to successfully manage the Petroleum storage and distribution missions within any theater, the warfighter needs dedicated leaders and managers who have had multiple tours working within the petroleum operational arena. The Petroleum and Water Officers Course is just the first step in a long maturation process towards the creation of quality mid to senior level petroleum officer. To develop the level of petroleum expertise required to fill the senior 24

level command and joint staff billets, officers must be provided multiple opportunities to enhance their petroleum expertise. To assist with the growth and development of these officers, commissioned R8 petroleum Student Officers work with the Salt Water Intake at Fort Story, Virginia. and water officers compete for selection for training plan must be analyzed and the stuwith industry or attendance to ad- dents develop the petroleum and vance civil schooling. Upon success- water annex to support the OPLAN. ful completion of these assignments, Just prior to graduation, students officers are required to complete a conduct a briefing to “senior” leaders utilization tour within the Army oper- on their individual annexes. ational or institutional petroleum As the Army evolves and continlogistic affiliated organizations. These ues to develop, maintaining quality assignments are often followed by petroleum leaders and organizations selection to Joint billets within the will remain a primary area of emphaCombatant Commands or within the sis for the Army’s Petroleum and WaDefense Logistics Agency - Energy ter Department. Developing the right (DLA-E). leaders with the right skill set to inStudents attending this eight week program of instruction range from First Lieutenant (Promotable) through the rank of Colonel. Additionally, this course satisfies the US Marine Corps for training of the 1390 Bulk Fuel Officers and is one of the required courses for the US Navy’s Petroleum Intern Program. With the introduction of more senior level officers, the course curriculum was modified to bring added emphasis to requirements forecasting and theater level planning functions. The course conducts a culminating exercise where a notional operational

Summer/Fall 2016 I Quartermaster Newsletter

sure our joint warfighters have the best opportunity to succeed on the battlefield will remain at the forefront. Fueling and Sustaining the Force! ______________________________ During the spring 2016, Mr. Robert A. Lias became the Business Process Analyst, Defense Logistics Agency— Energy, Fort Belvoir, Virginia. Prior to transferring to DLA, Mr. Lias had been a member of the Petroleum and Water Department, US. Army Quartermaster School, Fort Lee, serving in multiple positions.

Aviation Fueling: A Different Skill Set By 1st Lt. Amy Klivans, Battalion S4, 1-227 ARB, 1ACB The role of a petroleum specialist (92F) in an aviation unit requires a significantly different skill set than that for a ground unit. Ensuring consistency and correct execution on every fuel mission becomes even more significant, as any accident or incident in a helicopter can have much broader ramifications than those in a vehicle. A Soldier coming from a ground unit to an aviation one must understand, absorb, and comprehend ATP 4-43: Petroleum Supply Operations before ever touching an aircraft. Working in an aviation unit requires a basic knowledge of every airframe in that aviation brigade. Since most brigades execute a brigade-wide gunnery and task force configuration for deployments, field exercises and NTC rotations, Soldiers should expect to fuel any of its brigades’ airframes. Part of the basic information a Soldier needs to know is what side of the helicopter has the fuel port, maximum fuel capacity, and the procedure for fueling that airframe. Depending on the aircraft, there are buttons to push or Robbie Tanks (auxiliary tanks to increase the fuel supply of the helicopter) to fill. Correct petroleum operations are such a vital part of aviation operations that their section on the Aviation Resource Management Surveys (ARMS) consists of over seventy questions involving a hands-on portion, a thorough audit of the unit’s fuel accountability paperwork, and an inspection of the unit’s fuel trucks and equipment including nozzles and hoses. The ARMS program is a mandatory and critical program focusing on aviation safety and accident prevention, mandated by FORSCOM every two years or upon the unit commander’s request. One of the key differences between aviation and ground fuel operations is the standard required for fuel quality. Any fuel used by an aircraft must be tested for its water

Soldiers from 1-227 ARB simultaneously refuel multiple AH-64 Apaches on a three point FARP during a Battalion gunnery at Ft Hood, Texas

content using an Aqua Glo Water Detector Kit before being issued to a helicopter. The Army Standard IAW ATP 4-43 is “water is generally limited to 10 parts per million (PPM), maximum”. Most aviation brigades and subordinate units have even stricter standards, 1ACB’s standard is 5 PPM; and 1-227 Air Reconnaissance Battalion’s (ARB) standard is 2 PPM. A visual fuel sample and the pad used in the Aqua Glo test must be present during any fuel operations and is an inspectable item. The Aqua Glo test must be redone every 24 hours and is handled at the operator level. Every 30 days the unit submits a fuel sample to a laboratory on post, typically run by the Aviation Support Battalion, to test for the effectiveness of the fuel truck’s filters and the particle contamination of the fuel. This Millipore test must be completed on any fuel removed from (or ‘defueled’) from an aircraft, typically for maintenance reasons, before it’s issued to another aircraft. The SOP for most aviation Forward Support Companies is to have one fuel truck designated as the defuel truck. This vehicle is used for retail fuel, pumping fuel to the Battalion’s ground vehicles. Since defuel operations are a common occurrence, this prevents the constant need for laboratory tests, as fuel for ground vehicles require less stringent testing concerning the Millipore sample.

In cold fuel operations, when the aircraft is shut down for fueling, proper fuel quality tests and accountability of fuel are the primary focuses of the fuelers. However, during Forward Arming and Refueling Points (FARPs) or Hot Point Operations, the safety of the fuelers becomes a very serious issue. At a FARP, the helicopter lands and the fuelers immediately rush over to fuel the aircraft. Like a pit crew at NASCAR, the fuelers refuel the helicopter while the armament specialists simultaneously arm the aircraft. All this happens while the blades are still spinning. As a result, such things as hand-and-arm signals and proper grounding/bonding of hoses takes on extreme significance. By nature of the event, all FARPs are at a minimum a medium risk environment, meaning the Battalion or Squadron commander must acknowledge the risk of the training event and ensure all proper safety measures are met to reduce risk while accomplishing the mission. Though the same MOS provides fuel support to both ground vehicles and aircraft, each requires a unique skill set. Due to the higher risk involved in any helicopter flight, there are more regulations and stipulations attached to aviation fuel operations. This includes both aviation fuel testing and specific inspections mandated by FORSCOM.

Summer/Fall 2016 I Quartermaster Newsletter

Sling Load Training FORT CARSON, CO. â&#x20AC;&#x201C; Soldiers await the liftoff of a CH-47 Chinook helicopter after attaching a Humvee to its underside as part of the Sling-Load Inspector Certification Course. Pictured below: Soldiers enrolled in the Sling-Load Inspector Certification Course prepare to attach a Humvee to the underside of a CH-47 Chinook helicopter . (U.S. Army photo by Sgt. Benjamin Kullman)

Summer/Fall 2016 I Quartermaster Newsletter

By SGT Benjamin Kullman, PAO, 4th Sustainment BDE Delivery of essential goods, equipment, and vehicles to forces in need on the front line is mission essential doctrine for sustainment brigades and those units tasked to transporting materials. The ability to get those items, whether it be a crate of ammunition or a tactical wheeled vehicle, may be compounded and difficult if they need to be delivered to an otherwise inaccessible area through traditional means such as convoy operations. The capability to meet these requests demands the need for alternate means to transport resources necessitating the need for logistics and transportation Sling-Load Inspector Certification Courses (SLICC). Forty-eight Soldiers from units across Fort Carson and the 4th Infantry Division experienced SLICC training the week of June 13-17. This training provided Soldiers that substitute means of completing their mission for their respective units by the use of attaching equipment loads and vehicles to rotary aircraft for transport to which ever austere environments or remote locations required. The SLICC training event was hosted and coordinated by the 4th Sustainment Brigade, 4th Infantry Division and conducted by a team of instructors from the U.S. Army Quartermaster Corps and Quartermaster School at Fort Lee, Va. According to Lloyd Franklin, SLICC Instructor the course is a five-day training opportunity for E-4 Soldiers and above to teach and certify in basic sling load operations, and sling load inspections. Students are trained in the following areas: types of helicopters and their limitations,

cargo hook reach pendants, 10,000 load operations as well as low cost and 25,000 pounds sling sets, cargo low altitude operations. What it boils carrying devices, preparation and set down to is building bundles and then up of landing zones, safety equip- kicking them out the back of a flying ment, hook-up team and signalman aircraft, either a rotary wing or some duties & responsibilities, and the kind of small take-off landing type proper rigging and inspection of aircraft.” loads. With the training complete, the Sol“[This type of training] is very im- diers who finished the course will be portant due to when we go to envi- able successfully apply what they ronments such as the Middle East or have learned should the need arise an area with a lot of mountain ter- and paves the way for continued rain, with sling load you can actually drop supplies closer to the unit and the unit will not have to sacrifice their concealment to get to it,” said Franklin. Following the classroom instruction phase of the FORT CARSON, CO. – Lloyd Franklin, SLICC Instructor from Fort Lee, Va. training the Sol- instructs Soldiers during the final phases of the Sling-Load Inspector Certidiers were re- fication Course June 16. quired to pass several written and hands on exams sling load training. testing their knowledge on what they “It’s definitely beneficial for all the had learned. Following the final units to have their Soldiers trained testing phase an actual sling load ex- [in SLICC operations] as another tool ercise utilizing a CH-47 Chinook heli- for material delivery,” Haiduk added. copter and two HMMWV (Humvee) Haiduk says that another SLICC vehicles was conducted in the Fort course is scheduled for early next Carson training area allowing the stu- year. dents to put into practice what they had learned in the classroom. “This allows Soldiers another avenue to do aerial delivery, as far as means of resupply operations,” said CW4 Anthony Haiduk, 4SB Senior Warrant Advisor, who organized the training. “They are trained in sling Summer/Fall 2016 I Quartermaster Newsletter

4th Infantry DIV Sustainment BDE

4th Infantry Division Sustainment BDE Sling load training delivers

(Continued from page 6) and to pledge allegiance to the same (so help me God)! This is the STANDARD that we as Military Professionals (uniformed and civilian) have voluntarily elected to live/serve by and uphold! Character. This attribute constitutes the very essence of an individual! It simply entails consistently “Doing the Right Thing(s) – 24/7”. From an Individual perspective, promoting and maintaining the proper attitude is essential. Our Quartermaster School leaders and employees are always encouraged to strive to maintain a Positive Mindset; (“the Glass being half full versus the Glass being half empty”); also to be of the “Servant-Leader Mindset – Humility

(an attitude of gratitude). Relationships are equally as important; both at the personal and professional level (know and appreciate the difference between “Friends” and “Acquaintances”; “Coaching”, “Teaching” and “Mentoring”). For the Army Professional, whether military or civilian, always strive to maintain relationships of mutual respect and Trust; both of these lead to your CREDITABILITY as a Leader or employee. Always remember to value the importance of the “Team” concept above individualism; Remember, WE are “Army Strong!” An Old African Proverb reminds us – “If you want to go fast, go alone; if you want to go far, go together!” Our Profession, the Profession of Arms, one of

our Nation’s oldest and most noble Professions, is a “TEAM SPORT”! Members of the USAQMS Team understand the importance of this Proverb and are committed to promoting and sustaining a training and work environment of decisive leaders and engaged employees dedicated to enhancing Warfighter Readiness!

FORT CARSON, CO. –Spc. Shredia Tucker-Johnson, 247th CSC, 68th Combat Sustainment Support Battalion, 4th Sustainment Brigade, 4th Infantry Division (center) demonstrates the proper procedures for running a Water Quality Analysis Set- Purification (WQAS-P) during the 4th Infantry Division Water Expo July 7 at Haymes Reservoir. (U.S. Army photo by Sgt. Benjamin Kullman) Full story on next page. 28

Summer/Fall 2016 I Quartermaster Newsletter

By SGT Benjamin Kullman, PAO, 4th Sustainment BDE Water dawgs from the 4th Infantry Division and Fort Carson and from as far away as Florida collaborated to execute the Inaugural 4th Infantry Division Water Expo hosted by the 4th Sustainment Brigade from July 58 at Haymes Reservoir on Fort Carson. Mountain Post units with water purification and distribution capabilities demonstrated their different types of liquid logistics abilities while using the opportunity to train Soldiers. U.S. Army water specialists usually host an event on an annual basis called a Reverse Osmosis Water Purification Unit (ROWPU) Rodeo in which they invite all the 92W MOSs and the units across the Army to train and compete in water treatment skills, explained Sgt. 1st Class Ronald Byrd, noncommissioned officer in charge of the expo. “They didn’t have that this year and it hasn’t been consistent in recent years so what I wanted to do with the water purification specialists within the 4th Infantry Division was hold the expo locally so we can train and still have somewhat of a competition/training event. So we brought our equipment out to exercise our MOS tasks and skills, improve our proficiency in our jobs and provide some MOS crosstraining.” Made up primarily of 92W Soldiers, which are responsible for supervising or performing water purification, the event also invited petroleum supply specialists and shower/laundry specialists in order to cross train them in the use of water purification equipment. Joining water specialists from the 247th Composite Supply Company,

68th Combat Sustainment Support Battalion, 4th Sustainment Brigade, 4th Infantry Division were Soldiers

FORT CARSON, CO. –Spc. Angel Fani, 247th CSC 68th Combat Sustainment Support Battalion, 4th Sustainment Brigade, 4th Infantry Division, (left) demonstrates a Lightweight Water Purifier (LWP) during the 4th Infantry Division Water Expo July 7 at Haymes Reservoir. (U.S. Army photo by Sgt. Benjamin Kullman)

from the 7th Special Forces Group (Airborne) out of Eglin Air Force Base, Florida, 10th Special Forces Group (Airborne), 1st Brigade, 4th Inf. Div., 4th Combat Aviation Brigade, 4th Inf. Div. and the 4th Engineer Battalion from Fort Carson. The expo relied heavily on junior NCOs and lower enlisted Soldiers as the primary instructors and demonstrators during the event allowing for additional mentorship, leadership and professional growth. As members of the local media and senior officials toured around the expo it was the junior Soldiers that took that lead demonstrating each piece of equipment and explaining how they were able to turn either dirty or contaminated reservoir or lake water into fresh drinkable life sustaining water. “We’re sharing our knowledge and expertise [with the other units] and hopefully everybody will learn a little

bit more then they knew previously,” said Spc. Shredia Tucker-Johnson, water treatment specialist, 247th CSC, and one of the demonstrators during the event. “It’s important because you want to stay sharp with your occupational skills because you’ll never know when you’ll have to deploy and you want to be ready because in a real life situation you won’t have time to wait to try and figure out your job, they’re depending on you to have water ready.” Amongst the equipment on display for instructional purposes were a water tank rack (HIPPO), a lightweight water purifier (LWP), a tactical water purification system (TWPS), water quality analysis sets and a forward area water point supply system (FAWPSS). “I believe that if the younger Soldiers are trained and proficient in their job then they are the ones that will be hands on with the equipment,” said Byrd. “Leaders have a lot of focus and emphasis that they need to put on other areas, not to say that it’s not important but if the junior Soldier can operate the day to day tasks that allows the NCO to focus on other tangible things that need to be accomplished and the Soldier learns how to do the job that they need to know in order to effectively accomplish the mission. We believe our sergeants make strong Soldiers so if our Soldiers can operate and function on their own without the sergeants then we’ve become an effective team and multiplied our force and our fight.”

Summer/Fall 2016 I Quartermaster Newsletter

4th Infantry DIV Sustainment BDE

4th Infantry Division Sustainment BDE Fort Carson Water Expo

1st Theater Sustainment CMD

Multiclass Support Mission By Sgt. 1st Class Diana Anzaldua

For many Soldiers, the hassle of juggling a wide array of supply and sustainment support can become quickly overwhelming. However, Chief Warrant Officer 4 Aura Sweeney, Senior Supply Systems Technician, 1st Sustainment Command (Theater), and her multiclass team remain undaunted when dealing with this immense mission. Countless Soldiers in theater do not realize what supply systems are currently in place or how critical the logistics and supply mission is in support of ongoing contingency operations. "Multiclass deals with different classes of supplies," said Sweeney. "We deal with Class II - office supplies; Class III - package; Class IV force protection materials; and Class IX - ground and aviation parts. In addition to supplies, we also oversee the Central Issue Facilities located in theater." The 1st TSCs multiclass mission is comprised of several ongoing operations. The section executes operational sustainment support, manages the Army Direct Order Program (ADO) in theater, provides logistical support to customers with issues at the wholesale level, monitors services throughout the U.S. Central Command Area of Responsibility, provide effective oversight to the Supply Support Activities and provides logistical assistance to Task Force Sinai. "I represent the 1st TSC," said Sweeney. "I'm there to provide guidance and logistical assistance throughout the CENTCOM AOR." The ADO program is one of the many missions that the 1st TSC multiclass section manages. Due to the nature of Soldier's missions and 30

physical environment, uniforms can become unserviceable. "I oversee the ADO Program in the CENTCOM AOR except for Afghanistan," said Sgt. 1st Class Keivin S. Clayton, multiclass noncommissioned officer in charge, 1st TSC. "ADO is extremely important in theater because you receive clothing such as uniforms and Organizational Clothing and Individual Equipment such as boots, goggles and supplies that go through wear and tear during a deployment. You can't go through a Central Issue Facility to direct exchange the items, you have to go BAGRAM AIR FIELD, Afghanistan - Chief Warrant Officer 4 Aura I. Sweeney, Senior Supply Systems Technician, 1st Susthrough ADO." tainment Command (Theater), conducted a site visit at the In order for a Soldier to Central Issue Facility, here on Mar. 11. Sweeney provided sustain his or herself, it is guidance to Sgt. 1st Class Michelle Dillard, 373rd Combat crucial that a program is in Sustainment Support Battalion, regarding the processes of place to receive needed right sizing the CIF to better support the Soldiers in theater. supplies and managed effi- (Photo Credit: Courtesy 1st TSC Public Affairs Office) ciently in order to prevent frivolous 1st TSCs multiclass CIF and SSA misand fraudulent spending of funds. sion. "Units have an account for a cerThe CIF in theater is a crucial mistain amount every month per individ- sion and the 1st TSC multiclass secual Soldier that is on rotation," Clay- tion was recently tasked by U.S. Army ton said. "That is how they replace Central Command to begin the prowhatever they use." cess of assessing the CIFs in theater The 1st TSC multiclass section in order to better support deployed works diligently together and con- Soldiers. ducts crucial site visits to effectively "Once a Soldier arrives in theater, develop seamless operations. CIF is extremely important because it "The 1st TSCs multiclass mission in is a direct exchange operation, not an the AOR is to oversee and provide initial issue facility," said Sweeney. technical guidance to the 11 SSAs in "We [1st TSC multiclass] manage the the CENTCOM AOR," Sweeney said. CIF at Camp Buehring. I ensure my Sweeney and her team traveled to team gets out there to inspect operaCamp Buehring, Kuwait and Bagram tions and provide any assistance that Airfield, Afghanistan in support of the the facility might need."

Summer/Fall 2016 I Quartermaster Newsletter

1st Theater Sustainment CMD

Multiclass Support Mission (cont.) As the retrograde mission across the CENTCOM AOR progresses, the need for multiclass logistical operations to facilitate the operations also increases. "My recent visit in Afghanistan was to provide guidance to the SSA accountable officer and look at any Global Combat Support System-Army issues that they may have," said Sweeney. Bagram Air Field, Afghanistan is the largest SSA in theater which supports over 10,000 line items for aviation and ground, over 1,200 Department of Defense Activity Address Codes and different classes of supplies. The majority of retrograde items are sent to the BAF and Kandahar Air Field Forward Retrograde Element yards. Additionally, the SSA supports three forward issue and turn-in points located at KAF, Forward Operating Base Fenty and Kabul. "The visit was great and informative to our mission going forward," said Chief Warrant Officer 2 Mario L. Pope, general supply officer in charge, 518th Resolute Support Sustainment Brigade. "Chief Sweeney addressed multiple issues that we were having with DODAACs, BAF SSA, BAF CIF and FREs operations. This visit was also helpful with informing the Combat Sustainment Support Battalion and contractors about ongoing future operations." In addition to the recent CIF and SSA missions, Sweeney has conducted site visits to Camp Taji, Iraq and Saudi Arabi in support of the 1st TSCs multiclass mission. "The previous site visits were crucial in order to identify issues and concerns with aviation parts for the Task Force Heavy Combat Aviation Battalion unit," said Sweeney. On top of identifying issues,

CAMP BUEHRING, Kuwait - Chief Warrant Officer 4 Aura I. Sweeney, Senior Supply Systems Technician, 1st Sustainment Command (Theater) and Sgt. 1st Class Keivin S. Clayton, multi-class noncommissioned officer in charge, 1st TSC conducted a site visit, here on March 23, 2016. Sweeney and Clayton provided guidance regarding the processes of right sizing the CIF to better support the Soldiers in theater. (Photo Credit: Courtesy 1st TSC Public Affairs Office)

Sweeney provided guidance to the SSA accountable officer on ground and her supply expertise to the ongoing Iraq Train and Equip Fund mission supported the 77th Sustainment Brigade. "I have also been tasked with assessing and providing my logistical knowledge and expertise to United States Military Training Mission Combined Joint 4," Sweeney said. "I provided recommendations in the area of contracts, finance and a majority of ongoing supply issues." The multiclass mission requires long hours by everyone in the multiclass section. Moreover, the extensive travel, ability to multi-task, constant and consistent communication and teamwork plays a major part in their success.

"It has been an overwhelming mission, but because of the team that I have in place, it has allowed me to do additional tasks, such as traveling," Sweeney said. "I'm very thankful to be able to do what I do, but I'm also thankful for my team. Because of their knowledge and my trust in them, I am able to pick up and go “Logistics controls all campaigns and limits many.” General of the Army Dwight D. Eisenhower (1890—1969)

Summer/Fall 2016 I Quartermaster Newsletter

National Training Center

Class I Distribution and Rations Break Point: Lessons Learned from the National Training Center CPT Jade Jon Wilson, National Training Center, Distribution Company Primary OC/T

A point of contention at the National Training Center (NTC) is the Class I ration break point and preparation of rations for distribution to supported units. By doctrine, Class I rations are delivered to the combat support sustainment battalion (CSSB) where they are configured in a rations break point by the composite supply company (CSC) based on requirements. From the CSC, rations ship to the Brigade Support Battalion and then on to supported task force or battalions using Multi-Temperature Refrigerated Container System (MTRCS) and flatracks. Ration break point operations (RBP) at NTC seldom reflect doctrine. Most units deploy to NTC without a supporting CSC. At NTC, it is normal for ration cycles to change during a unit’s time in the box – units should plan on it. Most units execute an M-M-A feeding cycle. By utilizing this ration cycle, commanders believe they are taking care of their Soldiers, but in reality, what we observe in the box is that this only sets units up for failure, as well as overworking assigned cooks. As the mission changes, adherence to an MM-A cycle is impossible due to the operational tempo (OPTEMPO); and it normally leads to excessive residuals. Utilizing a proper mix of operational rations (MRE, UGR-H&S and UGR-A) reduces the residual items due to mission change. The preference is not to go M-M-M, but during most rotations at NTC, it occurs. Units should maintain the authorized three days of MREs on hand in the unit’s basic load. This enables Brigade Food Advisors to have flexibility in changing future orders based on commanders OPTEMPO. Units turn in unopened cases of MREs and UGRs upon completion of the rotation. 32

296th BSB receiving bulk Class I Supplies (16 July 2015)

The ration cycle has a great impact on the magnitude of work involved in the RBP operations. The A-M-A ration cycle is difficult to maintain during the decisive action fight at NTC. This cycle will quickly stress the forward support companies (FSCs) that typically prepare meals at the combat trains command post (CTCP) and distribute them forward using insulated food containers in logistics packages (LOGPACs). In accordance with Army Techniques Publication (ATP) 4-41 (currently under revision at the U.S. Army Quartermaster School), Army field feeding units have four hours from the time they package meals into insulated food containers to consume these rations; after four hours any rations that are not consumed are to be discarded. The training environment at the NTC forces supported units to disperse over large distances. Meeting the four-hour time constraint for consumption becomes a daunting task for an FSC to accomplish from a single point of operations. The Army issued the assault kitchen to BCT field feeding sections so they would not have to rely solely on the use of insulated food containers to move hot meals from the containerized kitchen

Summer/Fall 2016 I Quartermaster Newsletter

forward to dispersed units. The ability of the assault kitchen to rethermalize (heat) the UGR-H&S while on the move, or prepare a limited quantity of UGR-As at a forward site, is a significant enabler and morale booster. Many units decide not to employ their assault kitchen during NTC rotations. The pace of the fight at NTC forces most units to change their ration cycle to M-M-M on the fly when they realize they cannot maintain an A-M-A ration cycle. When executed within a 24 hour planning cycle, this decision creates problems with rations already programed in the distribution pipeline. The change to M-M-M results in a BCT level ration break point with a shortage of MREs and an abundance of UGR-A. It is not practical for units to overstock MREs at the Brigade Support Area (BSA), nor is it doctrinally sound. The BSB must be able to relocate using internal assets and any extra Class I will quickly exceed BSB lift capabilities. Maintaining a proper unit basic load of MREs becomes critical during this part of the fight. The most common method for operating an ad hoc RBP at NTC is a modified unit pile method as seen in ATP 4-41 (para. 7-41). The preferable

National Training Center

Class I Distribution and Rations Break Point (Cont:) method of transport is through flat rack or container roll-in/out platform (CROP) for dry goods/ MREs and multi-temperature refrigerated container system (MTRCS) for cold food storage. Units can conduct CROP or MTRCS exchange, which will greatly increase efficiency. In the modified unit pile method each unit has a CROP and MTRCS, which is loaded, based on the unit’s Class I requirements. The RBP layout must allow for enough space for forklifts to maneuver and load both the CROPs and MTRCS in the Class I area. It is most efficient to configure CROPs in a line as opposed to side-by-side as it will make loading with a forklift easier. Careful planning is required as the MTRCS can accommodate both refrigerated as well as frozen. If only one temperature is required, the MTRCS can be set up without dividers to allow more space. When a BCT deploys with a supporting CSC, the CSCs Class I section would build three days of configured loads for the BCT using MTRCS and flatracks at the CSSB level. These Class I rations are then delivered to the distribution company in the CSSB for movement to the field feeding sections supporting the BSB and the FSCs. The ATP 4-41 provides guidance on operation of ration break points. Deploying to the NTC without a CSC saddles the BCTs brigade support battalion (BSB) with the mission to perform Class I RBP operations at the BSB. Although running the RBP is a 92A supply operation, the BSBs were not designed or manned to execute this mission with internal assets; nor do they train on this mission at home station. Not deploying to NTC with their CSC forces units to take 92As out of hide, normally from the supply

296th BSB Point Loading Class I to FSC (17 July 2015)

support activity (SSA). This methodology inevitably delays processing Class IX repair parts for immediate distribution to supported units during decisive action fights at NTC. Units should train as they expect to fight. All BCTs should deploy to NTC with a supporting CSC. However, for various reasons, not all BCTs bring their CSC to NTC. In lieu of the CSC, we have seen units utilize their 92G30/40 located within the Support Operations Section (SPO) within the BSB (or a Warrant Officer) to oversee rations break point operations along with the SSA representative who is accountable for the rations. For additional support, units task FSCs or maneuver unit S4 sections to provide a representative (normally a 92G) to oversee their units’ ration break and shipment build. The remainder of the break point labor comes from a tasking to the tenants of the BSA, similar to kitchen patrol (KP) duty. The RBP detail is only required when there are rations to separate, which is typically two to three hours every other or every third day (depending on the rations cycle). A good planning number for the break point is two to three personnel for each supported unit preparing their battalion’s load, and an additional three to four personnel to assist with breaking and forklift operations. Employing per-

sonnel other than SSA 92As allow the SSA 92As to remain focused on their Class II and Class IX missions, which become very critical during the fight. Class I rations and Class II/IX often arrive simultaneously at the Brigade Support Area; it is preferable that they are processed and distributed as soon as possible. Failure to deploy to NTC without a well thought out and rehearsed plan brings units to grinding halt. Units arriving at NTC should expect to receive three days of bulk rations at a time in MTRCS, and/or on flat racks, dependent of the type of ration. Without their CSC, rotational units are often unprepared for the scope of work involved with receiving and processing such a large quantity of rations. Operating a RBP without a CSC is a daunting task at the National Training Center. The Army staffs and equips units to accomplish the MTOE missions they are required to perform. Leadership must ensure the right organizations are there to provide the support needed. Each NTC rotation requires a CSC or at least the CSCs Class I section to support Class I load building for distribution to the BSB. The BSB commander needs ensure his BCT commander demands their CSC during their NTC rotation.

Summer/Fall 2016 I Quartermaster Newsletter

USAWM

Soldier History & Heritage Education at the Army Women’s Museum By Dr. Francoise Bonnell, Museum Director

The education team at the United States Army Women’s Museum (USAWM) has built a military history and leadership education program that exemplifies educational philosophy, best teaching practices, and Army learning initiatives. The USAWM team has learned to capitalize their formal education and museum training while broadening their understanding of adult learning principles and experiential learning environments. Directing a program that serves over 15,000 military and civilian students a year, the education team is responsible for program development, curriculum design, teaching methodology, and management. Each of these programs is devised to incorporate museum archives and artifacts, maximize the benefits of informal learning, and redefine how military history instruction should be delivered. By implementing new practices and principles, and by adopting a collaborative approach that incorporates all staff members in museum, the educational programs at the U.S. Army Women’s Museum have become the best in TRADOC and the Military History and Heritage Program. The vision of the USAWM education team is to incorporate an interdisciplinary approach to maximize the benefits of the informal learning environment of the museum. In addition, all programs are derived directly from the Museum's archives and collections with the goal of creating unique, relevant, and engaging programming for all visitors. One of the most robust and successful aspects of the education program is

Soldier History and Heritage Training, which is delivered to over 10,000 Soldiers annually. While rooted in the USAWM educational philosophy, Soldier training also incorporates the Army Learning Model principles of challenging and inspiring Soldiers with a blended learning approach, utilizing expert teachers who build lessons based on Soldiers’ prior knowledge and experience, and using experiential methodology to design practical and relevant lessons. These programs are tailored to meet the specific needs of each level of professional military education, and thus the content and delivery span an array of best practices. Specific programs have been developed for new Enlisted Soldiers, NonCommissioned Officers, Warrant Officers, and Officers of all ranks in accordance with the Training and Doctrine Command (TRADOC) Military History and Heritage Program (MHHP) guidance. Also, the diversity of the storyline at the USAWM allows for a wide spectrum of educational programming; it can be branch/military, occupational specialty specific; hands-on; or more philosophical in nature. A perfect illustration of targeted Soldier education is a program called An Island of Integration. This class, delivered to senior NonCommissioned Officers, unveils the story of the racial desegregation of the U.S. Army—and more specifically the experience within the ranks of the Women’s Army Corps (WAC)—a historic transformation that took place in the decade following WWII. By selecting unique and specific objects from the museum’s collection,

Summer/Fall 2016 I Quartermaster Newsletter

and collaborating with the entire staff, the education team is able to bring together many voices, from the past and present, to create inclusive and relevant programming. This inquiry-based lesson begins with a puzzling yet inspirational photograph from 1951 of an integrated unit of WACs marching down a well-known route named Sycamore Street in the fiercely segregated city of Petersburg, Virginia. The program then goes back in time to allow participants to examine a small but impactful group of original primary sources that highlight the inclusion and experiences of African American Army women during World War II and the ensuing years. The staff has found that while this history is seemingly focused on African American women in the Army, it is in fact a national narrative that weaves together gender, race, equality, and service—one that Soldiers, male and female, not only identify with but are also fascinated by. Explored in a larger historical context, the experience of WACs embracing desegregation easily translates to a shared history with which participants can identify at many levels. By providing access to this little-known history and basing the instruction in the Army Learning Model, the museum is able to create relevance and allow Soldiers to make connections between Army history and their service.

USAWM

Soldier History & Heritage Education at the Army Womenâ&#x20AC;&#x2122;s Museum (Cont.) By Dr. Francoise Bonnell, Museum Director

A Quartermaster ALC class participates in one of the many hands on educational programs provided at the museum

A history module presented for students in the ALU Theater Logistics Planners Course Summer/Fall 2016 I Quartermaster Newsletter

U.S. ARMY QUARTERMASTER SCHOOL SUMMER/FALL 2016 EDITION