s. douglas smith - united states army recruiting … fast recruiter 14 army service uniform the army...

July 2006Volume 58, Issue 7

The Recruiter Journal (ISSN 0747-573X) isauthorized by AR 360-1 for members of theU.S. Army. Contents of this publication are notnecessarily official views of, or endorsed by,the U.S. Government, Department of Defense,Department of the Army, or the U.S. ArmyRecruiting Command. It is published monthlyusing offset printing by the Public AffairsOffice, U.S. Army Recruiting Command, ATTN:RCMPO-PA, Building 1307, Third Avenue,Fort Knox, KY 40121-2726; telephone DSN536-0167, commercial 502-626-0167, fax 502-626-0924. Printed circulation: 13,600.

Deadline for submission of material is the firstof the month prior to publication.

Periodicals postage paid at Fort Knox, Ky.,and at additional mailing office.

POSTMASTER - Send address changes to:Cdr, U.S. Army Recruiting CommandATTN: RCMPO-PA (Recruiter Journal)1307 Third AvenueFort Knox, KY 40121-2725

U.S. Army Recruiting Command

Commanding GeneralMaj. Gen. Thomas P. BostickPublic Affairs Officer

S. Douglas SmithEditor

L. Pearl IngramAssociate Editor

Walt KloeppelAssociate EditorMary Kate Chambers

Cover DesignJoyce Knight

E-mail address:[email protected] address:h t t p : / / h q . u s a r e c . a r m y . m i l / a p a /rjournal.htm

Contents

First $1,000First $1,000First $1,000First $1,000First $1,000Referral CheckReferral CheckReferral CheckReferral CheckReferral Check

10Two are commissioned after finding the Individual Augmentee program inthe Army Nurse Corps.

Nurses Answer the Call to DutyNurses Answer the Call to DutyNurses Answer the Call to DutyNurses Answer the Call to DutyNurses Answer the Call to Duty

11

A Soldier at Fort Hua-chucha, Ariz., was the firstto claim her $1,000 bonusfor referring a family friendto the Army.

FeaturesFlorida students have audience with Quartermaster General and commandsergeant major at Junior ROTC event.

6 FFFFFuture Leaderuture Leaderuture Leaderuture Leaderuture Leadersssss

7Check your area sources for places to post information about Army jobs.Local Job Web sitesLocal Job Web sitesLocal Job Web sitesLocal Job Web sitesLocal Job Web sites

12 Prepare for the PaYS InterviewPrepare for the PaYS InterviewPrepare for the PaYS InterviewPrepare for the PaYS InterviewPrepare for the PaYS InterviewToo many Soldiers departing the Army are not putting 100 percent intogetting ready for their guaranteed interview with PaYS partners.

Consecutive and cumulative.Those are the key words inUSAREC’s newest effort to re-ward over-production.

16 RecruiterRecruiterRecruiterRecruiterRecruiterIncentive PayIncentive PayIncentive PayIncentive PayIncentive Pay

13 6th Brigade Soldier on CNN6th Brigade Soldier on CNN6th Brigade Soldier on CNN6th Brigade Soldier on CNN6th Brigade Soldier on CNNAs an Iraq war veteran and model for a statue, a 6th Brigade Soldier hadplenty to talk about with a CNN producer.

18Don O’Neal is learning as hegoes and finding his efforts in theracing community are reward-ing.

One FOne FOne FOne FOne Fast Rast Rast Rast Rast Recruitecruitecruitecruitecruitererererer

14 Army Service UniformArmy Service UniformArmy Service UniformArmy Service UniformArmy Service UniformThe Army is simplifying thingsand making a transition fromthree dress uniforms to one, ablue one.

Commanding General

Command Sergeant Major

Chaplain

The Way I See It

Pro-Talk

Family

Safety

Field File

News Briefs

Salutes

The Test

Departments 2 3

4

5

8

20

21

22

26

30

32

Recruiter Incentive Pay,introduced June 13, hasseven levels. Recruiterscan earn extra pay foroverproduction.

2 RECRUITER JOURNAL / JULY 2006

Commanding General

Maj. Gen. Thomas P. Bostick

Incredible performance … again! I am extremely proud ofeach and every member of our team for the outstandingcontributions you’ve made toward accomplishing the80,000 Active mission and 25,500 Reserve mission for FY06. Your efforts have been remarkable. Your professional-

ism, dedication to duty and Warrior Ethos have led to theArmy’s year-to-date success through May, and June looksextremely good.

We are now into the fourth quarter of recruiting an all-volunteer Army during a time while our nation is at war — achallenging recruiting year to say the least. The fourth-quarteraccession mission for the Active Army is 30,300. The mission forthe Army Reserve is at 8,547. I’m very confident that we can dothis. However, meeting this final quarter’s mission will requireeveryone on this team to continue living the Warrior Ethos andthe Army Values that make this such a professional organiza-tion.

We’ll maintain the momentum during this month and throughthe months of August and September by ensuring that we leaveno Soldier behind. Every member of the team counts. Just as aplatoon sergeant needs every Soldier fit to fight on the battle-field, every member of our team can make a difference inreaching our goal. Each of you can have an impact on thisnational mission. New recruiters are stepping up, and thosemore experienced Soldiers are providing the full support andtraining they need. It’s exciting to see our team performingacross the nation and making us all very proud.

The Army enjoys a competitive advantage over others withour bonuses and incentives. Additionally, new lead sourcessuch as the $1K Referral Bonus for Army retirees will expandyour market; U.S. Army-wrapped H3s at every battalion are anadded asset; and there is much more. The Army is asking us toattack a difficult mission. We can do so by telling our Armystory every day. I assure you, it will make a difference.

During June, we were pleased to announce the pilot programfor Recruiter Incentive Pay. It gives each of you the opportunityto earn cash rewards for going above and beyond.

We will need your extra push for the end of the year build.Keep up the great work with the Future Soldier TrainingProgram. By keeping our Future Soldiers motivated and en-gaged, we will end the year prepared for success in FY 07. TheWeb site, FutureSoldiers.com, improves on a regular basis withnew links and should be used to encourage Future Soldiers’continued involvement in the Future Soldier Training Programas well as prepare them for Basic Training.

Re-enlistments are making a huge difference for our Army.

The 3d Infantry Division returned from Iraq with a 130 percentre-enlistment rate. The two deployed divisions, the 101stAirborne and the 4th Infantry Division, have re-enlistment ratesof 148 percent! For every 10 Soldiers they try to re-enlist, nearly15 are raising their hands … even in the face of combat. TheseSoldiers are proud of their service, and each of you whorecruited them should be equally proud. As you talk to appre-hensive applicants and influencers concerned about Iraq, youcan let them know that despite the dangers, our Soldiers therefeel well trained, well equipped, well led and very proud of theirservice. My thanks to each of you for recruiting these greatyoung men and women into our Army.

As we celebrate the birth of our nation this month, I want tothank the many generations of Soldiers who have gone beforeus. We live in a free country because we are blessed with greatmen and women who believe in serving for a cause bigger thanthemselves, and they are willing to sacrifice everything toprotect our freedom. The nation will always need an Army, andthe Army will always need great Soldiers to recruit young menand women who will answer the call to duty. Some of our ownoutstanding Soldiers, NCOs and officers will depart USARECover the summer months. Along with those who are movingfrom the battalions and brigades, two key headquarters leaders,Deputy Commanding General (East) Brig. Gen. John Shortal, andDeputy Commander (West) Col. Jim Palermo will depart withnearly 60 years of service between the two of them. We aredeeply indebted to them for their dedicated service.

We have an important mission for the nation, and I amconfident that we will succeed. I am proud of you. Thank youfor your service. Always, recruit with integrity.

The 4th-Quarter Push

3RECRUITER JOURNAL/ JULY 2006

Command Sergeant Major

Command Sgt. Maj. Harold Blount

“The great thing in the world is not somuch where we stand as in what directionwe are going.” — Oliver Wendell Holmes.

The interminable winds of change arealways blowing season by season in ourpersonal and professional lives. In life,the only constant is change. We’re all ina perpetual state of transition andevolution — our relationships, vocations,spiritual endeavors, etc.

Despite the goodness and inevitabilityof change, most people spend inordinateamounts of energy resisting wholesomeprogress that comes with change. Mosttend to staunchly hold fast to stale andantiquated processes and methodologies(status quo) versus accepting thefullness of change. The fear of “new-ness” for some can be down-rightparalyzing.

Organizational change comes in manyforms — restructuring, expansion,business process reengineering andtechnological advances, to name a few.Though necessary for the success andsurvival of an organization, change putstremendous stress on the people uponwhose performance the organizationdepends on. Change can also conjure upnegative feelings of fear, confusion,powerlessness and mistrust — allproductivity impediments. Nonetheless,change is good for all the obviousreasons, especially, if one desires toachieve professional excellence.

Change can be an opportunity and asource of empowerment. With the righttraining, information, tools and support,change can enliven and energize theworkforce. Conditioning change causesemployees to become a part of continu-ous improvement instead of an agent ofresistance. The process of changerequires one to be mentally, emotionallyand physically prepared for the transi-tion.

Professional excellence is a journeythat requires a continuous modificationof the way we think about achieving themission, adhering to standards andimproving the organization. One shouldponder such questions as: What doesthis change mean for me as an individualand what are the implications for teamsuccess? When new doctrine, systems,and concepts are introduced, how do Itake personal ownership for applying andgetting solid results early on during thefielding process? How do I conditionmyself or my team to sustain growth inthe areas of change and resist backslid-ing into “old-school” methodologies?Poignant questions all, but the answer toeach lies inside the heart and mind of theindividual — the will.

“All glory comes from daring tobegin.” — William Shakespeare.

While there are many other criticalsteps in the change process towards thepursuit of professional excellence,investing in the cultural and valuesaspect of the organization perhaps is the“glue” that sets the conditions forsuccess and that binds and sustainschange initiatives. Culture change isdifficult and time consuming becauseculture is rooted in the collective historyof the organization, and because so muchof it is below the surface of awareness. Apurposeful culture change should startwith a hard assessment of core values,beliefs and behavior. What are thoseattitudes and trends that add value to theorganizational health and of course,those that are less than wholesome —bring shame? Everyone in the organiza-tion is responsible for a healthy commandclimate and the organization’s culture.

A tree is known by the fruit that itbears, thus is the same for professionalorganizations. A full-spectrum organiza-tion strives to do everything right, not

just one or two at the expense of itsreputation. Production is power, butmuch more powerful are counseling,coaching and training — crucial activi-ties that sustain production, as well asprofessional excellence. From anefficiency standpoint, well-oiled corpora-tions leverage technology, systems anddoctrine, as well as heed environmental/market change indicators to keep aheadof the competition. They are acutelyaware of the status of key performanceindicators and influence change andorganizational growth.

We will make the entire accessionmission this fiscal year — no doubtabout it! The conditions have been setand I truly believe that every member ofthe command wants to win and will stepup to the plate and do his or her part. Iknow that making the mission will be allconsuming; however, I am asking everyNCO (while achieving recruiting excel-lence) to maintain soldierly and leaderexcellence. Of course, this will require allto train, sustain and abstain whileviolently prosecuting the mission. Ileave you with a thought to ponder: It isjust as important to know where yougoing than to get there too quickly!

See you on “mission box” and“accessions” hill!

Passionate Pursuitof Professional Excellence

Chaplain


Greetings! I’m excited about being in this position andabout meeting and working with each of you. My priorassignment was with 1st Brigade as chaplain for two

years. I come with a knowledge and experience of the recruitingworld.

I’m often asked, “What can the chaplain do for me or for myfamily?” The short answer is a lot of things. Allow me to share afew ways. Each brigade in USAREC has a Unit Ministry Teamassigned. The UMT consists of a chaplain and chaplainassistant. They are always ready and able to assist in any waythey can.

One way they provide assistance is through marriageenrichment training events. Each brigade UMT provides amarriage enrichment-training event for Soldiers and theirspouses in each battalion. They also provide two familywellness training events for Soldiers, their spouses and theirchildren. We recognize the stresses of the recruiting world, thestresses of family life and of parenting challenges. Theseevents offer opportunities for both spouse time and family time.Topics covered include:

• Improving communication

• Enhancing relationships

• How to fight fair• Exploring expectations

• Rediscovering the fun in your relationship

• General problem solving tipsEach event is interactive, enjoyable and informative. Contact

your brigade UMT or chain of command for information aboutwhen the next event is scheduled for your battalion.

Another opportunity for service is the single Soldier trainingevent. This event covers materials from the “How Not To Marrya Jerk(ette)” program. The Soldiers discover what they arelooking for in a relationship, how family influences decisions in arelationship and other topics to help single Soldiers have morelasting and meaningful relationships.

Chaplains are also available to help when you are facingserious personal problems. Many of us are experiencing exces-sive anxiety and nervousness, frustrated feelings and eventrapped feelings. It is during these times that there is a tempta-tion to use mood-altering substances, such as alcohol anddrugs. While there is no easy way to overcome the temptation,your chaplain understands and can help you help yourself. Yourchaplain also knows the resources available to help you.

Also, if you have been recently deployed to a hostile area andyou are having reactions that you do not understand or cannotcontrol, you can call your chaplain for help. Each brigadechaplain has served on a deployment and can provide a listeningear, care, concern, assistance or resources for you.

There are many other ways that a chaplain or UMT canprovide assistance or resources for you or your family in timesof need. In future articles, we will explore some of them.

Chaplain (Lt. Col.) Terry Whiteside

Meet the NewHeadquartersChaplain

If you have been recently deployedto a hostile area and you are havingreactions that you do not understandor cannot control, you can call yourchaplain for help.

RECRUITER JOURNAL / JULY 2006 5

TWISI

Dear Chief of Staff,The way I see it, throughout USAREC, there seems to be a

gross misinterpretation of the “Rule of 50” as it applies torecruiters. The reason I say this is because I have been inUSAREC for just over five years and have made several friendswho are positioned in various battalions, companies andstations. All of them state they are in the same situation that Iam about to refer to and in which I also find myself.

USAREC Manual 3-0, Chapter 7, paragraph 7-35 discussesthe “Rule of 50” and how it is supposed to work. Nowhere inthis paragraph or anywhere else that I can gain definition orintent on the Rule of 50 does it deal with any level below thestation commander. Battalion command sergeants major usenightly conference calls to train, assist and inform stationcommanders on their stations’ short-falls, improvements andadherence to the battalion commander’s intent on missionaccomplishment. I have sat in on some of these calls and theyare educational for recruiters, as well as informative to those ofus who are intent to learn the business and become betterrecruiters. I suppose I should mention that in most instances, atleast in my battalion, most of the station commanders agree thatit is a useful tool.

However, there are first sergeants who are taking this to theextreme and who are using the Rule of 50 in the same regards asthe command sergeants major, only using their conference callsto demean and demoralize recruiters. Nowhere in USARECManual 3-0, Chapter 7, paragraph 7-35 does it mention that thecompany first sergeant will “monitor recruiters’ focus onmission accomplishment and create conditions for futuresuccess.”

The way I see it is that, by the Rule of 50, if I have to “DPR”with my first sergeant on a nightly basis via a conference call ...then why am I in need of a station commander? Why don’t Ijust report to the first sergeant every morning for work, havehim approve of my daily plan, report to him every two hours tomake sure I’m staying focused and within compliance and thenevaluate my plan at the end of the day? Isn’t this what the dutyof the station commander is? Because, if I’m going to DPR withthe first sergeant on a daily basis, then USAREC could save atremendous amount of money by doing away with the stationcommander. There are way too many chiefs and nowhere nearenough Indians in regards to the fact that there are way toomany people in the business of what recruiters are doing thatget in the way of allowing recruiters to do what it is we’resupposed to be doing. Granted, some need that particularguidance, but not everyone.

USAREC keeps using the euphemism of “Remember in themainstream Army? This is the same principle.” Well, the best Iremember from mainstream Army, I never saw my first sergeantor higher chain of command for anything other than UCMJ orfor Soldier of the month boards. Why do I have to speak withmy first sergeant on a daily basis in recruiting if I’m not astation commander?

So, the way I see it is that either we need to modify the Rule of50, get back to the proper intent of the Rule of 50 by allowingrecruiters to DPR with their station commanders and not the firstsergeants, or save the Army a tremendous amount of money andget rid of a bunch of station commander and first sergeant 79Rswho are apparently useless within the command and who keepdemoralizing the recruiting force.

That’s the way I see it. Thank you.

We do have some first sergeants who unfortunately revert tobeing station commanders because that is their comfort zone, oreven worse, because they distrust their station commanders andrather than train and develop them, they usurp their duties. Thisis wrong because it breaks down the chain of command ratherthan reinforce it. The Recruiting and Retention School willaddress these issues in the future when devising training for ourfirst sergeants at the schoolhouse.

The first sergeant in this scenario is misusing the “Rule of 50”for the AAR process. The “Rule of 50” grew out of missionassignment and mission adjudication procedures, whereUSAREC would assign the mission two levels down.

The “Rule of 50” was also intended as a check and balance ormeans for a leader two levels higher to sample, check or “dipstick” two levels below him or her. In this case, it is perfectlyacceptable for a first sergeant to occasionally check and AARwith an individual recruiter (we do not DPR in USAREC) butnormally this would not be necessary on a routine basis. The“Rule of 50” is intended, in this case, for the first sergeant toevaluate the effectiveness of the station commander, one leveldown by conducting some sampling with individual recruiters,two levels down. Has the station commander passed on guid-ance, mission strategy and other pertinent information to his orher recruiters? One way to check is AAR with some of thoserecruiters for the purpose of finding out.

In no sense was the Rule of 50 ever intended to take away theresponsibility and authority of the immediate leader, in this casethe station commander. This is much like a senior rater on anNCOER checking two levels down to see if the immediatesubordinate is doing his or her job properly.

Misinterpret ‘Rule of 50’

Chief of Staff Responds

E-mail [email protected] USAREC chief of staff will

answer all messages and selectedmessages will appear on this page.


Story and photo by Jamie L. Carson, Fort Lee, Va.

There is one thing that everyone has that’s exactly the same.Everyone has exactly 24 hours in a day. The amount of time

doesn’t change between time zones or from the NorthernHemisphere to the Southern.

What sets people apart from the crowd is how they usethose 24 hours to their advantage.

For the Miami Jackson High School Junior Reserve OfficersTraining Corps cadets and economic students, listening to thequartermaster general and quartermaster regimental commandsergeant major talk about time management and their personalexperiences was time well spent. Brig. Gen. Mark A. Bellini andCommand Sgt. Maj. José Silva took a break during theirschedules in Miami for the Philip A. Connelly Awards to visitthe high school April 6.

After asking how many students spoke Spanish and seeingthe library full of raised hands, Silva proceed to speak in hisnative tongue during his presentation.

Silva talked with students about the benefits and optionsthe Army provides its Soldiers.

While talking about opportunities in the Army, Silva showedthe students pictures of his personal experience as a Soldier.After talking with the students, Silva played a video of anAirborne jump to which the students applauded.

Then the high school’s principal introduced Bellini. Thequartermaster general talked with students about the impor-tance of obtaining an education and using that knowledge totheir advantage in life. He talked about his entrance into themilitary and how he worked his way up to become the 49thquartermaster general.

“I am so impressed that they took time out of their business

schedules to talk with us,” said 16-year-old Cadet Lt. Col.Kliber Robert Salinas. “It was great to talk with them afteryesterday’s pass and review.”

The day prior to the visit Bellini was the guest speaker at theMiami Dade County Public Schools JROTC annual pass andreview ceremony. Both Bellini and Silva stood in front of thefield as more than 1,200 high school students representing 26high schools passed for review.

Salinas, the ceremony’s commander of troops, admitted hewas nervous prior to the event because Bellini and Silva werewatching.

“This event is very important for the cadets,” Salinas said.“It’s like the big finale for the school year, and having thequartermaster general and Command Sgt. Maj. Silva here is agreat honor.”

Salinas, who is a senior at Miami Jackson High School, saidhe started JROTC in the ninth grade because of the program’sopportunities. The only child of a single working mother,Salinas said that JROTC provided him the motivation anddiscipline he needed during his adolescent years.

“I do my best every day to live the creed,” he said. “Thisceremony is an outlet for everyone to see all of us cadets whoare doing the right thing.”

“Having the general and the command sergeant major heregives everyone out of the field a living example of what we canachieve,” Salinas.

After the ceremony, Bellini gave Salinas the quartermastergeneral’s coin.

For Salinas, this was evidence of a job well done. “I can’twait to show my mom this,” he said. “This will most likely bemy last day wearing this uniform. But, I will never forget thisexperience.”

Future LeadersMore than 1,200 Florida cadets participate in the Miami Dade County Public School JROTC pass and review.

7RECRUITER JOURNAL / JULY 2006

USAREC does an incredible job of using the Internet, bothactively and passively, at the macro (national) level. The CyberRecruiting Center, for example, manages chat, job postings anddirect e-mail campaigns for the goarmy.com Web site and closeto 700 contracts were directly attributed to the CRC in FY 05.However, much more can be done to exploit the Internet at themicro (local) level, where recruiters are monitoring market shiftsin “real time.”

There are local or regionalized Web sites that recruiters inthe field can use for P-4 prospecting, and some recruiters havebeen exceptionally successful using them. In the Californiaarea, 6th Brigade recruiters have been successful using a Web-based classified advertising site called Craig’s List for monitor-ing local employment trends, posting Army job vacancies andcommunicating with prospects. The site, found atwww.craigslist.org, is compartmentalized into areas that include

resume postings, job boards and discussion forums and on theface of it, seems more like a community shopping and tourismWeb site. However, one San Francisco area recruiter claims tohave written more than 10 contracts within one six-monthperiod using Craig’s List and estimates his station had writtenclose to 30 contracts during his tenure as station commander.

Recruiters are encouraged to be as creative as possible andusing similar Web sites for P-4 prospecting is an excellent wayto recruit within your community. However, when researching apossible site for exploitation, remember to explore it thoroughlyand consult with the advertising and public affairs experts asneeded. One suggestion is always to check the “terms andconditions” for every site to be sure an Army posting isallowed.

If you look around the site, you can judge whether an Armyposting will work within the environment. Craig’s List, ascommunity-oriented as it may seem, does contain some areasthat the U.S. government would deem inappropriate. Recruitershave a responsibility to ensure that the U.S. government isrepresented positively at all times. If you are unsure as towhether or not you should use a local Web site, contact yourbattalion public affairs officer.

There are some Web sites that recruiters are prohibited fromusing at the local level, simply because Army messages areposted there already. To avoid duplication, check with the APAoffice or the list of sites where the Army advertises posted atthe SOD Resource Center. Careerbuilder.com and Monster.com,for example, are both used for national job postings, so youalready receive leads from them.

Check the local job sites. Many welcome job postingswithout charge, as they provide the job site as a communityservice. Other local sites to explore include local governmentsites, local online communities and chat rooms, local news andevents sites, school and education resource sites, and localrecreation and sports sites.

Any sites requiring payment will have to be referred to yourbattalion APA shop for consideration, but many local opportu-nities exist without charge. If you look for them and postinformation, you might find they can help you make mission.

By Jack Bailey, G3 Special Missions

Local Internet Job Postings —Working for Recruiters

Web-based classified advertising sites, such as Craig’s List,are a great way to monitor local employment trends.Photo by Walt Kloeppel


Pro-Talk

By Master Sgt. John H. Provost Jr., USAREC G3

In October 2004, the USAREC commanding generalauthorized the deployment of the Assistance, Instructionand Development, AID, team. It is a 12-Soldier teamdesigned to assist leaders at all levels in the improvementof performance of the critical tasks of recruiting. The

team collects trend data in order to improve the institutional,organizational and individual training programs throughout thecommand. Further, need-based hands-on performance-orientedtraining is conducted at the recruiter-, station commander- andfirst sergeant-level.

The results of visits are collected and brought back toUSAREC for use in the quarterly Training Assessment Board.This process provides valuable input to the commandinggeneral in developing need-based training guidance for subse-quent quarters, developing changes to Recruiting and RetentionSchool programs of instruction, or changes to recruitingdoctrine.

Identifying UnitsHeadquarters USAREC staff will identify battalions by means ofthe Recruiting Market Strategic Targeting Matrix or by requestof the brigade or battalion leadership. Using StarMat, USARECwill identify battalions from each market segment. The intent isto get good representation from across the command. Uponidentification, the AID team will negotiate dates for the visit withthe battalion. Battalion leadership will determine which compa-nies would benefit from the AID visit. Fifteen days prior to thevisit, the AID NCOIC will contact the battalion leadership tolock-in specific companies.

Pre-Deployment AssessmentUpon unit identification, the AID NCOIC will immediatelyappoint an AID NCO to each station within the company. TheAID NCO will conduct an extensive pre-deployment assessmentof the company using reports collected from the top of thesystem. The AID NCO will contact the identified stationcommander and request any additional reports necessary tocomplete his assessment. Additionally, the AID NCOIC willconduct a like assessment of the company using top of thesystem reports and will maintain contact with the companyleadership. AID team members will hand carry pre-deploymentassessments to the field and brief them upon arrival. TheNCOIC and first sergeant will work out the priority of visits priorto the deployment of the team.

Each member of the team will use a checklist produced byG7-Training to document the results of the pre-deploymentassessment. The NCOIC will review these assessments andprovide feedback to the AID NCO as to courses of action for thefield assessment.

Field AssessmentEach visit will begin with an in-brief on Tuesday and end withan out-brief to the company leadership on Friday. Upon arrival,each AID NCO will deploy to stations, observe leaders and trainas necessary to improve the overall recruiting process. Thefocus of the observation will be on leader planning and effi-ciency of the systems being used. Each member of the team willprovide on-the-spot training that satisfies an observed trainingneed. The primary method of instruction is performance-oriented training conducted by the AID NCOs. Secondary totraining, each team member will collect non-unit specific trends.These trends will be used during the quarterly USAREC leveltraining assessment board.

The NCOIC will contact the battalion master trainer upon hisarrival. The master trainer will accompany the NCOIC through-out the visit to assist with the training and assessment. Addi-tionally, the company operations/training NCO will be availableto assist whenever necessary. It is crucial to have the trainersavailable in order for them to collect tactics, techniques andprocedures which can be used to train other companies.

Results of the field assessments will be documented on achecklist produced by G7-Training. Every evening during thevisit, the NCOIC will conduct an after action review with eachAID NCO to highlight strengths and weaknesses and torecommend suitable intervention for improvement or sustain-ment.

The field assessment culminates with an informal AAR beingconducted with the company leadership. All members of thecompany are welcome, but as a minimum, the commander, firstsergeant, company operations/training officer and battalionmaster trainer will be present. A written synopsis of the visit,along with recommended training, will be provided to theleadership for use in future training events.

USAREC AID TeamWhat Can It Do for You?


Pro-Talk

RedeploymentUpon return to headquarters USAREC, the NCOIC will collect allpre-deployment and field assessments from the AID NCOs. He/she will consolidate trend data along with recommendations tothe unit for inclusion in the final AAR. The final AAR will beprovided to both the battalion and company leadership withintwo weeks of the conclusion of the field assessment.

The final AAR will be a non-unit specific document that willbe used during the training assessment board. There will be noreference to names or RSID anywhere on the document. Theintent is to conduct an unbiased evaluation that neither rewardsnor punishes any member of the unit. The purpose of the visit issimply to improve processes and sustain strengths within thecompany and stations and collect command trend data. Anelectronic copy of the AAR will be maintained on USAREC’scommon drive.

90-Day AssessmentIn order to measure the effectiveness of the program, a 90-dayassessment will be conducted. The focus of this assessment isto gauge improvement in the operational efficiencies andresults. Each AID NCO will evaluate the company and stationMAPS, LSA, MPA 005, APL and TNE to determine whereimprovements have been made. The NCOIC will review eachassessment and provide feedback as to any necessary changeswith the AID process. A copy of the 90-day assessment will beprovided to both the company and battalion leadership.

The Way AheadThe AID Team has provided support for 22 companies since itsinception. The success of the program has given birth to severalnew initiatives that are either functional or are currently beingfielded. Two of these initiatives are USAREC’s NTC-likeTraining and Assessment Event and the Mobile Training Teams.

USAREC NTCThis event is conducted under the same premise as

the Army’s National Training Center. The intent is touse Observer/Controller and Observer/Trainerpersonnel to provide recommendations and trainingacross the spectrum of the battalion. The team ismade up of recruiters and staff that represent allfunctional areas within a battalion.

These obsesrver/trainer positions may includebattalion commander, battalion command sergeantmajor, executive officer, S3 officer and NCO, APA,ESS, master trainer, company commander, firstsergeant and station commanders. Team membersaccompany the local counterpart and provide trainingand recommendations. Formal and informal AARsare conducted throughout the rotation to assist theleadership in discovering ways to improve the unit. A90-day follow-up assessment is conducted to deter-mine effectiveness of the systems that were put intoplace.

Mobile Training Teams The MTT is designed to provide training to those

units designated by the USAREC commandinggeneral or a brigade commander. This conceptfocuses on providing training at the operational level(first sergeant, station commander, S3 NCO andsenior guidance counselor). It is similar in design tothe AID team, but with less emphasis on collectingtrend data. Trainers will accompany recruiters, stationcommanders and first sergeants as they conduct theirdaily operations and provide training to addressidentified weaknesses. Formal collective training canalso be accomplished when requested.

The commanding general has invested significantresources in efforts to improve units through training.The assessment phase of the training managementcycle is critical to developing needs based training toimprove our force. The command’s initiatives arefocused on collecting trends throughout the commandso that the training and guidance is truly need-based.The training provided and recommendations given aredesigned to improve the internal operational efficien-cies within our units. The end state is that the com-mand will be better trained and positioned for missionsuccess.


Passion and compassion are two words that go a long way todescribe the Army Reserve Nurse Corps’ newest officers.

The Ohio nurses, 49-year-old medical surgical nurse JeanBurton from Conneaut and 50-year-old critical care nurseRoberta “Bobbi” Widlits from Geneva, were commissioned firstlieutenants in an April 29 ceremony at the Ashtabula CountyMedical Center, Ashtabula, Ohio.

It was an exciting — and nearly tragic — day for Widlits,who was involved in a car accident a few hours before thecommissioning ceremony. Her car was crushed when a largedump truck blew a tire and tipped over onto her vehicle,running her into a wall. Only the driver’s seat was spared fromthe effects of the accident, narrowly averting a tragedy.

Burton, whose husband James is a Vietnam veteran, hadtried to enlist in both the Navy and the Air Force when she wasyounger, but said the timing wasn’t right. When she began topursue a commission in the Army Nurse Corps she said,“Everything just fit. Everything that was supposed to be …was.”

A self-described “type A personality,” Burton is proud andexcited to finally be allowed to serve.

“Instead of just saying I support my country, I wanted tosupport my country,” she said. “It’s a wonderful opportunity.You’ve got two choices in life,” she said. “You can look for thenegative and just exist, or you can find the positive in every-thing you do. The Army is a perfect example of that.”

Even the possibility of being activated and deployeddoesn’t faze Burton.

“Sometimes you have to put things in God’s hands,” shesaid. “If it happens, it’s meant to be. It’s going to be OK.”

Widlits had also looked into joining the service on more thanone occasion at a younger age. When she finally had anopportunity to become a commissioned Army officer, she wasready.

“It was the perfect time to do this,” she said. With the kidsgrown, I could go ahead without shirking any responsibilities.”

Not even a car accident was going to keep Widlits from hercommissioning ceremony. When the paramedics arrived at thescene of the accident, they wanted to strap her into abackboard and neckbrace and send her to the hospital.

“I said, ‘No, No, No! Something really important is happen-ing today!’” she recalled.

Despite her active schedule, when Burton made it clear tocolleagues at the Ashtabula County Medical Center that shewas meeting with an Army recruiter, Widlits jumped.

“What? How old are you? Can I go?” she asked.“Jean brought her in and I conducted them together,” said

Capt. Mark Seufer, a medical recruiter with Cleveland MedicalRecruiting Company. “They were attached at the hip from dayone. They wanted to do everything together.”

“Bobbi and I just click,” Burton said. “We always have. Youhave friends that it seems like you’ve known for years — Bobbiand I are like that.”

Seufer was able to steer the two busy nurses into theIndividual Mobilized Augmentee program, which is designed toallow Army Reserve nurses to backfill for active duty nurses intheir medical specialties. He explained how the IMA programworks: “If an intensive care nurse gets deployed, Bobbi willbackfill in the ICU position,” he said. “If a medical surgicalnurse gets deployed, Jean will backfill in that area.”

Both nurses have been assigned to Madigan Army MedicalCenter at Fort Lewis, Wash.

Burton was eligible for a $30,000 signing bonus and $50,000in student loan repayments because she has a bachelor’sdegree in nursing. Widlits, who has an associate degree innursing and a bachelor’s degree in education, was eligible for a$15,000 signing bonus, in addition to the $50,000 in loanrepayments.

With Officer Basic Training on the horizon, Burton andWidlits are working together to prepare.

“We’re trying to really, really get ourselves in shape,” saidBurton. “We don’t only want to do what’s required, we want tosurpass the requirements.”

Burton’s message to medical professionals is simple:“America’s sons and daughters are in need and deserve thebest health care that only we can provide. The only way thiscan be accomplished is by our health care professionals, youand me, digging deep and giving back a little something to theSoldiers that we take for granted.”

By Chris Dunne, 3d Brigade

Nurses Answer‘Call to Duty’

Jean Burton and Roberta ‘Bobbi’ Witlits were commissionedas first lieutenants on April 29.


Story and photo by Rob Martinez,Fort Huachuca Scout

Staff Sgt. Consuelo Spearsreceived the Army’s first $1,000recruiting referral bonus June 8in a ceremony at Fort Huachuca,

Ariz.The check is the first one issued

under the Army’s referral bonus programthat began Jan. 18. Command Sgt. Maj.Frank Norris, Phoenix Battalion, pre-sented the award.

Spears referred family friendBartolomeij Rdes. As Spears received herbonus check, Rdes graduated fromAdvanced Individual Training at FortSill, Okla. His MOS is cannon crewmember.

Rdes is the first referral candidate tograduate from basic training and com-plete the formal training for his MOS.Referring Soldiers or Army retireescannot receive the bonus until thereferral candidate enlists in the Army,completes basic training and graduatesfrom AIT.

Spears has been in the Army for 13years.

“The Army’s been good to me,” shesaid. “I’ve been afforded a lot of oppor-

tunities. If I had stayed at home, Iwouldn’t be as far in my life as I amnow.”

Spears said she learned that stayingaware of what is going on in the Army iskey to her success.

“I’m always reading any type of infothe Army puts out, so I’d read about this$1,000 referral bonus,” she said.

After talking with Rdes aboutopportunities available in the Army,Spears researched the program andreferred him through the SMARTprogram Web site. Rdes then visited arecruiter and enlisted.

During basic training and advancedindividual training, Rdes kept in touchwith Spears and her husband.

“He’s been writing my husband backand forth, calling on the phone … tomake sure everything was going good,”Spears said.

Rdes met Spears’ husband in 2004 inChicago while each worked as stockersat a plumbing equipment company.

Once Rdes realized Spears’ wife wasin the Army, he started asking questions.

“I told him the truth. I said, ‘It’s whatyou make of it. What you do with it ishow it will go for you,’” she said.

Spears’ impact on Rdes, 24, wassignificant.

“He was going to college, but it wascosting him too much, and ... the wholepackage of the Army and my selling it tohim was, ‘Hey, you go in the Army, theArmy will pay for you to go to college.’”

Spears also said that her family brokeRdes’ image of the “typical militaryfamily,” based on movies and stereo-types.

“We acted like a normal family. It’s asif we were civilians, but he was reallyimpressed at how the military works onbehalf of my husband because myhusband is the one who was really morein contact with him,” she said. “Wedidn’t know we had that much of animpact. We were just being ourselves.”

Staff Sgt. Consuelo Spears receives the Army’s first $1,000 recruiting referral bonus at Fort Huachuca, Ariz.

Army Writes Soldier Checkfor Recruiting Referral

HOT!HOT!HOT!HOT!HOT!The program has been

expanded to allow Armyretirees to refer personneland be eligible for the $1,000bonus.

For more informationabout the referral bonusprogram, call (800) 223-3735,ext. 6-0473, or visitwww.usarec.army.mil/smart.


Story and photo by Maj. Jill Mackin, Phoenix Central Company

For every veteran hired through the PaYS program, thereare at least three who do not prepare for the interview.The partnership links enlisting Soldiers with their post-

Army interview company or agency. “PaYS gets the Soldier the interview, but it’s up to theSoldier to get the job,” said Cindy Misner, PaYS operationsmanager. “We see Soldiers making the same interview andresume mistakes over and over. We need to do a better job ofpreparing our Future Soldiers for their PaYS interview,” saidMisner.

What are these mistakes? According to many of the PaYSpartners contacted, it was lack of preparation that topped thelist followed closely by not showing up for scheduled meet-ings. Calling to schedule the interview without a resume is awaste of time. Employers like to review the resume prior tositting down for the formal interview process. Soldiers shouldexpect to fax or e-mail their resume to the partner point ofcontact after the initial telephone contact.

Many people find preparing a resume intimidating. Resumesprovide an opportunity for an individual to shine. Soldiers haveamazing Army experiences with above average training.Presenting the best image of these experiences and accomplish-ments is the resume’s real task. Recruiters with PaYS FutureSoldiers should spend time impressing upon them the impor-

Guaranteed InterviewDoesn’t Mean Getting the Job

tance of being prepared for their PaYS interview even though itmay be years away.

The Army Career and Alumni Program works with exitingRegular Army Soldiers to develop a resume that can bemodified and personalized. Army Reservists can use the PaYSWeb site or other Web-based resume preparation sites. Wewere surprised to hear from many of our PaYS partners ofSoldiers who schedule an interview and then fail to show.Worse yet, they did not call to cancel. When some of theseSoldiers attempted to reschedule another interview, they foundtheir PaYS partners were no longer interested in them ascandidates. A telephone conversation and especially e-mailtransactions are all considered part of the evaluation andinterview. Recruiters should plant a seed in their FutureSoldiers’ mind to prepare and take each step of the processseriously. Preparing PaYS Future Soldiers for their eventualinterview will someday provide a grateful center of influence.

The PaYS Information Exchange is a Web-based portal tofacilitate communication between the partner and Soldier. Thecornerstone module of PIX is the message center. Here thepartner and Soldier are able to send and receive messages viathe Soldier’s AKO account. PIX is accessible through the PaYSpublic site at www.armypays.com. Communication betweenpartner and Soldier is essential in a seamless transition from theArmy and throughout the entire interview process.

PaYS partners, such as the Phoenix PoliceDepartment, have reserved jobs forSoldiers, but those Soldiers have aresponsibility also.


CNN FeaturesCNN FeaturesCNN FeaturesCNN FeaturesCNN Features6th Brigade6th Brigade6th Brigade6th Brigade6th BrigadeIrIrIrIrIraq Waq Waq Waq Waq War Var Var Var Var VeeeeettttterererereranananananBy Michael Goldstein, 6th Brigade

How do you get CNN to visityour brigade headquarters todo a good news story? It’seasy if you have an Operation

Iraqi Freedom war hero working in youroperations division.

“I almost hung up on them,” MichelleVan Kirk said about the call she receivedat her home on Feb. 14. “When I realizedit was the real thing — they were callingto do a profile about my husband — myvoice reached a high pitch, and I thoughtthey could hear me without the phone.”

The call was real enough. Theproducer of “Lou Dobbs Tonight” wascalling because they wanted to profileCapt. Daniel Van Kirk. Almost everyFriday, Dobbs pays tribute to a war heroin a fast paced two-minute profile. Theyhad chosen Van Kirk for his heroicactions in Iraq at the start of the war.

Van Kirk distinguished himself atdifferent points during the invasion. Theplatoon he led was the first to enter Iraqiterritory on the night of March 19, 2003.

“This was an important honor,” VanKirk told Tim Hart, the CNN interviewersent to 6th Brigade headquarters in Las

Vegas to meet with Van Kirk and laterwith his wife at their home.

Van Kirk received the Bronze Star with‘Valor’ and Combat Action Badge for theheroism he showed in leading his troopsin significant engagements with theenemy.

“My platoon was responsible for thedestruction of 19 enemy armor tanks in asingle encounter just after we crossedthe Euphrates River on April 5th,” VanKirk recounts. “My tank crew destroyedthe first four enemy tanks within 20seconds of the engagement. This wasone of the largest — maybe the largest— armored fights of the war.”

So, how do you get CNN to call yourhome? This part of the story has aninteresting twist.

In January, Van Kirk was about toreceive the Combat Action Badge at aceremony at 6th Brigade headquarters. ALas Vegas Review-Journal military affairsreporter was also interested that Van Kirkhad recently become a sailor — at leastin a bronze statue.

Roy Butler, a sculptor living near LasVegas, was looking for models for amonument that an American Legion postin Arkansas had commissioned him to

design. There would be a Soldier on oneside of a stone pillar inscribed withnames and a sailor on the other side.Butler was determined to make thismonument as accurate as possible — hewanted the models to be in the military.

He asked a friend who worked at thebrigade headquarters for help. Butlerinterviewed Sgt. 1st Class ChristopherTovar and Capt. Daniel Van Kirk andagreed they would be perfect subjects.Tovar was smaller and would be thesailor and Van Kirk would be the Soldier.

Tovar and Van Kirk went through achallenging process of mold making — attimes having to breathe only throughsmall holes in the mold. He started to putthe statues together and realizedalthough Van Kirk was the taller of thetwo Soldiers, he had the smaller head.The monument just didn’t look right.Butler, with some reservation, asked histwo subjects if they would mind if heswitched the heads. They were bothproud to have been selected to pose forthe monument and readily agreed tochange roles.

The Review-Journal reporter wroteabout Van Kirk’s awards and the monu-ment switch for his paper. It was thisstory that led the CNN producer to thecall to the Van Kirk home.

And how has all this attentionaffected the brigade assistant operationsofficer? In sincere humility, he explains,“None of this would have happenedwithout the bravery of all the men in myplatoon. They all deserve the BronzeStar. I was lucky — and I’ve receivedrecognition for what we did — and Iwant this opportunity to make sureeveryone knows that they’re the heroesof the first days of this war.”

Tim Hart of CNN interviews Capt.Daniel Van Kirk at 6th Brigade head-quarters in Las Vegas, Nev. Photo byRoy Butler


By Army News Service

Army service uniforms will be streamlined to one blueArmy Service Uniform, the Army announced June 5.

“World-class Soldiers deserve a simplified, qualityuniform. The blue Army Service Uniform is a traditionaluniform that is consistent with the Army’s most honoredtraditions,” said Sgt. Maj. Of the Army Kenneth O.Preston.

“We have all of these variations of uniforms — green,blue and white,” said Army chief of staff Gen. Peter J.Schoomaker. “It makes sense for us to go to one tradi-tional uniform that is really sharp and high quality andwhich Soldiers will be very proud to wear. And that’swhat we’ve done by adopting this blue Army ServiceUniform that reflects simplicity, quality, utility and tradi-tion.”

Many Soldiers already own an Army blue uniform(now to be called the Army Service Uniform) and maycontinue to wear it. Improvements will be made to thefabric and fit. Reduction of the number of uniforms willreduce the burden on Soldiers for purchases and alter-ation cost.

Introduction in the Army Military Clothing Sales Storesshould begin in fourth quarter of fiscal year 2007. Intro-duction in the Clothing Bag should begin first quarter2009. The Mandatory Possession Date is expected to befourth quarter fiscal year 2011.

SoldierSoldierSoldierSoldierSoldiers Ges Ges Ges Ges Get thet thet thet thet the

BluesBluesBluesBluesBlues

The Army blue uniform, now worn by Soldiers at formalevents and ceremonies, will become the primary dresswear in an effort to simplify uniforms. Photos by U.S.Army Recruiting Command


A wear-out date for the Army Green Class A andWhite dress uniforms will be determined at a later date.

The consolidation of Army service uniforms is part of astreamlining process. In 2004, the Army reduced thenumber of battle dress uniforms from three to one when itadopted the Army Combat Uniform in place of theWoodland Green Battle Dress Uniform (winter andsummer versions) and the Desert Combat Uniform. Thatuniform consolidation has been a resounding success interms of Soldier acceptance and reducing the variety ofcombat uniforms with which they must deal.

Army Blue as a uniform color traces its origins back tothe National Blue and was first worn by Soldiers in theContinental Army of 1779.

Besides tradition, the Army Service Uniform reflectsutility, simplicity and quality:

• In utility, the blue Army Service Uniform provides abasic set of components that allow Soldiers to dress from

the lowest end to the highest end of service uniforms withlittle variation required.

• In simplicity, the blue Army Service Uniform elimi-nates the need for numerous sets of green Class Auniforms, service blue uniforms and, for some, Armywhite mess uniforms (and tunics, for women). Streamlin-ing various service uniforms into one Army ServiceUniform reduces the burden on Soldiers in the samemanner that the Army Combat Uniform (ACU) did forthe field utility uniform.

• In quality, the blue Army Service Uniform is made ofa durable material that is suitable for daily use withoutspecial care.

Information about the blue Army Service Uniform andits composition is available at www.army.mil/symbols/uniforms.


By Pearl Ingram, Recruiter Journal editorGraphic by Joyce Knight

It may have been startling news to some last month whenthe USAREC commander, Maj. Gen. Thomas Bostick,announced that Recruiter Incentive Pay would beeffective immediately. Over the years, various incentiveshave been offered to reward recruiter success. Items such

as NASCAR jackets, coffee mugs, T-shirts and other apparelhave been made available.

However, leadership has listened during events such as theCommanding General’s Advisory Board and Best of the BestConference. The field force offered up ideas such as monetaryawards, and recently passed legislation allowed the command-ing general to obtain authority from Department of the Army toprovide such a program.

“I have been in USAREC for a lot of years, and they havenever offered this type of incentive,” said Master Sgt. GregorySmith, USAREC G3. “Now, recruiters are going to be able topick up an additional $100 for writing just two contracts.”

It gives recruiters extra pay, above the monthly professionalpay of $450 per month for assignment to recruiting duty as a79R recruiter. The bonus dollars will appear on the recruiter’sLES at the end of each quarter, except for chaplain and AMEDDrecruiters who will be paid annually. All recruiters must beuniformed service members to qualify for this program. Medicalrecruiters must have a mission of at least five to qualify for theincentive.

“Recruiters can earn $100 per month and can kick thatamount up an additional $600 for consecutively writing two netcontracts each month, one being GSA,” said Erick Hoversholm,G3 Programs branch chief and former station commander. “Itwill take six net contracts, with three being GSA over a three-month period to get the additional RIP level on the thirdmonth.”

These are just the base RIP amounts. Overproduction, oncea recruiter reaches RIP Level 1, is $100 per contract. No limit isset on overproduction and the amount a recruiter can earn. If arecruiter meets RIP Level 1, writing two contracts with onebeing a GSA, and then writes two additional contracts in anycategory, they have earned an additional $200. The total for themonth would be RIP Level 1 equals $100, and then $200 foroverproduction — a total for the month of $300.

This program will certainly help out the Army, sinceUSAREC can provide a consistent number of applicants toarrive for basic training each month, but it is also somewhat ofa windfall for dedicated recruiters who put in the extra effort toachieve.

NASCAR jackets are nice,but now USAREC will pay cashfor overproduction

IncentivePayRecruiter


Level 1$100

Level 2$300

Level 3$600

Level 4$1,000

Level 5$2,000

Level 6$2,500

Level 7$5,000

Exceed component’smonthly RWR; additional$100 for each additionalcontract

Cumulatively exceedcomponent’s monthlyRWR for designatedthree-month cycle

Consecutively exceedcomponent’s monthlyRWR for each month fora designated three-monthcycle

Cumulatively doublecomponent’s monthlyRWR for designatedthree-month cycle

Cumulatively exceedcomponent’s monthlyRWR for designated 12-month cycle

Consecutively exceedcomponent’s monthlyRWR for each month fora designated 12-monthcycle

Cumulatively doublecomponent’s monthlyRWR for designated 12-month cycle

“It’s a way of encouraging increased volume and qualityproduction and will bolster sustained overproduction” saidHoversholm.

The cycle begins when a recruiter, station commander orfirst sergeant goes on production. It is based on a rolling 12-month cycle, not on the usual fiscal year cycle.

“Their 12-month cycle will start in July if the recruiter is onproduction in a role described in the guidance (first sergeant,station commander or recruiter). If they are newly assigned the12-month cycle will begin when the Soldier goes on produc-tion,” said Hoversholm.

The program is based on a required write rate according toHoversholm. The Regular Army and Army Reserve combinedRWR is 1.7. But for the monthly RIP levels the recruiter wouldhave to write two contracts with one being GSA. All three- and12-month cycles will be computed on the RWR of 1.7, andspecific requirements are detailed in UM 06-153.

“If they do that every month, they will qualify for RIP everysingle month,” said Hoversholm. There are additional incen-tives at the end of the third month, sixth month, ninth monthand 12th month for consecutive or cumulative performance. Arecruiter may exceed $5,000 in bonus money annually, if he orshe meets the requirement of consecutive or cumulativeproduction.

First sergeants and large on-production station commandershave three levels of incentives — $100 for meeting each monthof the RWR, $600 for meeting the requirement for each monthover the three-month cycle and $5,000 for meeting the RWR foreach month over a 12-month cycle.

Recruiters will have a seven-level RIP cycle. They alsoreceive $100 for meeting each month’s RWR. When theycumulatively achieve the RWR over a three-month cycle, theyreceive $300, plus an additional $600 if their success is con-secutive. If they cumulatively double the RWR over the three-month cycle, they receive $1,000.

Level 5 of the recruiter seven-level cycle allows recruiterswho cumulatively exceed the RWR for a 12-month cycle toreceive $2,000 and for exceeding each month in the 12-monthcycle $2,500. For cumulatively doubling the monthly RWR for a12-month cycle, the recruiter earns $5,000.

However, Hoversholm said, if someone is not able toconsecutively produce, there is always the bonus for cumula-tively producing.

“You figure recruiters are working some real long hours, soit’s nice for the recruiter, recruiter’s spouse and their family tosee this new incentive pay for hard work and dedication.”

Staff Sgt. Vonley Stanley, Escanaba (Mich.) station, whospent 15 months in Iraq, says he was surprised to learn of thebonus, but he and other recruiters had talked about monetaryawards for recruiters.

“I didn’t think I would see it,” said Stanley. He usuallymakes mission but added, “Let me knock on wood.” When hebroke the news to his spouse, Nicole, her response was ‘showme the money.’ He expects to do just that.


When Sgt. 1st Class Don O’Neal arrives at the racetrack, hehas many things going on. While his primary

responsibility is getting his ACCEL Quick Rod car ready forcompetition, his role as a recruiter for the Army frequentlycarries him in many different directions. He often arranges forthe color guard and national anthem singer for the pre-raceceremony. Many times he makes local appearances in thecommunity to discuss what the Army has to offer. He alsospends time walking around the stands talking to race fans,doing his job as an Army recruiter. It is a unique situation, one that came about in 2003 whenO’Neal left his aviation position in the Army and joined therecruiting ranks. He had a marketing degree and racingexperience and figured those two assets could be combined tohelp bring new recruits to the Army. “Three years ago, when I became a recruiter, one of myofficers found out I was a racer,” said O’Neal, assigned to 2dBrigade Mobile Recruiting Team. “My wife and I had beenracing quite a while and my officer and I started talking. Hesuggested I call my recruiting command to see if we could dosome branding, some marketing, through racing.” Last season was the first full year of the racing/recruitingprogram. He has seen what Tony Schumacher, Angelle Sampeyand Antron Brown have done in the NHRA spreading the

Army’s message, and O’Neal is learning more every time hetakes to the track. “It has worked out really well,” he said. “Last year was ourfirst year doing this and it took us a little while to get going, butnow we’re in our second year and everything is working outwell. We’re moving forward and learning every time we go out... being on the IHRA side of the house. On the NHRA side,Tony, Antron and Angelle do a great job over there. We have alittle different demographic group as far as income and thingsof that nature. We’re trying to figure out over here exactly whatworks in every different place we go, but it’s working and we’retrying to figure out small things to do to improve things inevery different market.” One of the things O’Neal likes most about his program is thechance to interact with racing fans, who he believes are verysupportive. “In general I believe all motor sports fans are truly patrioticand support the military regardless of their political party ...especially here in the IHRA,” said O’Neal. “I grew up in theIHRA and that has never changed; everyone has always beenvery patriotic and supportive of those who serve their country.Rockingham Dragway has had a ‘Support our Troops’ bannerup over the tower for a number of years now. Evan Knoll has a‘Support our Troops’ deal with Tommy D’Aprile and his Pro

Story and photos by Mike Perry, International Hot RodAssociation Communications

One Fast Recruiter


Mod car. There has always been that support there, and for meto be over here and able to do what I do is great. Eventually Iwill meet the right person and put together the right program toincrease the marketing and exposure for the U.S. Army.” He thinks what he does is important because there could bea misconception about the military. This is why he always triesto set something up in the community when he travels to arace. “The races we attend, 90 percent of the time I try to take careof all the military arrangements … from the national anthemsinger to the color guard. A lot of the time we also docommunity appearances in conjunction with the race, whetherwith IHRA or with the recruiting stations in the area of therace,” he said. “We’ve been to a number of high schools andcolleges to show you can be in the Army and still have somesort of normal life. Some people think once you go into themilitary there is nothing else you can do. That’s just not true. Ienjoy being able to expose this to the 16-22 year olds. I likeshowing them you can have an exciting life; you can be abodybuilder, you can be a race car driver, you can go jump off

cliffs if that’s what you want to do. You don’t have to worryabout not being able to do these things if you join the U.S.Army.” At Rockingham, one of the stops on IHRA’s eMax DragRacing Series, O’Neal took the time to visit with Vonette Smithand her family. Smith, who won tickets to the race through aradio contest, has a husband overseas in the Special Forces.She was attending her first drag race with her kids. O’Nealconcentrated on making the kids feel welcome. “Any time I can meet someone who has someone overseas,supporting our country, or someone in the military regardlessof what branch it is, that truly means a lot,” he said. “It makeswhat I do, when I get to go down the racetrack, mean so muchmore. Her husband is in his fourth tour in Afghanistan, hisfourth trip, and she has three young kids. For her to be able tocome out here and for me to be able to spend a little bit of timewith them means a lot. We gave them some T-shirts and tooksome pictures with the kids and the mom with the car, that kindof thing really means a lot. For those kids it was a big deal, butfor me it was even a bigger deal.”

Sgt. 1st Class Don O’Neal visits with Vonette Smith and her family, who were attending their first drag race.


Family

By Florine King, 2d Brigade Soldier and Family Assistance

The Army Family Action Plan is a program that directly impactsthe well-being of all Soldiers and their families. Issues thatconcern Soldiers and their families are solicited from thecommunity members, presented to their leaders and the teamworks to find a solution to the issues. AFAP is the mostpowerful tool Soldiers and families have, because it gives thema voice into the leadership chain.

2d Brigade held their Army Family Action Planning Confer-ence at Myrtle Beach, S. C., March 28-31. More than 30delegates attended and evaluated more than 20 issues. Six wereprioritized and adopted.

This conference and the process allow families and Soldiersto get their concerns on the table to the chain of command andfurther up the chain. This type of conference gives leadershipan idea of what is working and what concerns Soldiers andfamilies, and it also gives the commander the opportunity tofocus his attention on issues that concerns his Soldiers andtheir families, to include the civilians and retirees.

There were several speakers on hand to present informationthat proved to make life easier for Soldiers and families. TheAFAP conference operates at every level on an annual basisand, the Soldiers and family members who participate are thebackbone which makes this program a success.

Surveys collected after the conference indicated that thiswas a great conference and an opportunity to meet the familieswho are making a difference in their lives.

Isaiah Edward, United Concordia, spoke on the active dutymilitary dental program. Updates were given on how much canbe spent yearly under the United Concordia program. Policies

and procedures were discussed about where the dental plan foractive duty will be taken in the future. This was useful informa-tion for those families located at remote sites away from militaryinstallations.

Mandy Lockwood and Laura Walker, Family Readiness Groupleaders in Jacksonville Battalion, presented the Family ReadinessGroup briefing and its function to the military families. Discus-sions covered the functions of a Family Readiness Group andthe objectives, to include who can participate.

Erlinda Almeida, a volunteer in 2d Brigade, presented thedelegates/attendees a briefing on Financial Management and theoverall Army Family Team Building Program.

Martin Skulas, chief of Soldier and Family Programs, USAREC,spoke on the AFAP process and why this is a valuable asset tothe military members and their families.

The highlight of the Army Family Action Planning Conferencewas the appearance of the brigade commander, Col. David M.Gill. Gill spoke with delegates about the focus of the Army, thefamilies, and the Recruiting Command’s mission. At the close ofhis speech, Gill greeted each individual delegate.

The issues that were presented at the Army Family ActionPlan Conference were presented to the 2d Brigade chief of staff,Lt. Col. Jeffrey K. Young. Young accepted the issues on behalfof the brigade commander. The top six issues that were adoptedare:

• Soldier and Family Assistance program managers position inPuerto Rico

• TRICARE medical contractors need to maintain updateddatabase

• Lack of financial support to family members for Soldiers’special events

• Stabilization with Permanent Change of Station moves

• Sponsorship of Schools in the North Puerto Rico area• Geographically Separated Unit Fitness Club MembershipShannon Maxwell, of Atlanta Battalion, stated that she had

“such a great time at the AFAP conference because it was such awonderful experience for all of us.” This is the type of insight wewanted to gain from this conference. The Army Family ActionPlanning Conference contributes to the overall readiness andretention of the Soldier and also gives families the opportunityto actively participate in the planning for the well-being of theArmy. The 2d Brigade Army Family Action Plan Team made adifference.

2d Brigade AF2d Brigade AF2d Brigade AF2d Brigade AF2d Brigade AFAP DelegatAP DelegatAP DelegatAP DelegatAP DelegatesesesesesAdopt Six Issues at ConferenceAdopt Six Issues at ConferenceAdopt Six Issues at ConferenceAdopt Six Issues at ConferenceAdopt Six Issues at Conference

Col. David M. Gill, 2d Brigade commander, greeted delegates atthe AFAP conference in March. Photo by Marty Skulas


Safety

In a society where drinking and driving is socially unaccept-able, it is ironic that setting sail with a boatload of booze isstill considered appropriate by many people.According to the National Transportation Safety Board,

recreational boating is second only to highway transportation inthe number of fatalities that occur every year, and it is estimatedalcohol is involved in at least half of all boating accidents.

The 70 million plus people who enjoy recreational boatingeach year often forget alcohol has the same effect on themwhether they are operating a car or a boat. When a person isdrinking, the brain’s ability to process information slows. Reaction times are longer in situations that demand immediateresponse.

On land people often designate a driver who does not drinkfor the evening. Everyone who consumes alcohol on a boat is atrisk, because when the boat’s motion is coupled with reducedcoordination, people can fall overboard.

Three functions are impaired when a person is drinking andboating:

Judgment. The ability to make decisions quickly, particularlyin high risk situations, is one of the first things to go. Fordecisions such as avoiding swimmers or objects in the water,the wrong choice can be fatal.

Balance. An attack of dizziness or a misstep can lead todisaster. Most boating deaths occur when people fall out ofboats or land in the water when the boat capsizes.

Hypothermia. Alcohol gives a false sense of warmth. Inreality it can help the body lose heat, fatally.

The National Safety Council recommends that recreationalboaters follow these rules:

• Don’t drink and boat.• Wear a U.S. Coast Guard-approved personal flotation

device, or life jacket, as protection if you do slip overboard.• Check the weather and water forecasts before leaving

shore.• Limit the number of passengers in a small boat. There

might be seating for four, but the capacity might be two orthree. Check the capacity plate.

• Have visual distress devices approved by the Coast Guard.• Use the “one-third rule” of fuel management; one-third of

the fuel to go, one-third to get back, and one-third for reserve.• Tell someone where you are going and when you will be

back.

Summer Sun, Boating Fun— if you’re accident free

By USAREC Safety OfficePhotos by Walt Kloeppel, RJ associate editor


Field File

By Kevin Downey, Sacramento Battalion

Sgt. William Buck doesn’t really like to talk on the phone topotential Army applicants at his office at the Grass Valleystation, which is a part of Sacramento Battalion’s SacramentoValley Company.

“I just don’t like it,” he said, when asked why he has aproblem with it. “In fact, as soon as I got out of (RecruitingSchool) and to my recruiting station, I made it a point not to talkon the phone.”

Sgt. Buck is 6th Brigade’s top new recruiter for 2005, and heprefers to meet young candidates face-to-face in their environ-ment — schools, shopping malls, sporting events, etc.

“This is my hometown,” Buck, 25, said. “I know exactly howthese kids think, I was just like them not too long ago.

“It’s a close-knit, small town. I find showing up around townin my uniform and meeting with these kids gives them a morepositive and real view of the Army. I’m one of them and I wearthis uniform; I think it makes it easier for them to see themselvesin this same uniform.”

Some of the people Buck went to school with are now policeofficers and teachers. He said they play an important part in hiscontinued success.

“I rely on the community a lot, I find more success throughthat avenue than most any other,” Buck said.

This recruiting style Buck has formed just one year into hisrecruiting career is a large part of why Buck was selected as thetop new recruiter in the brigade, according to Command Sgt.Maj. Roscoe Hall of Sacramento Battalion.

“He hit the ground running in a number of ways when he gothere in September 2004,” Hall said. “Not only is he a consistenttop performer month after month for us, he is an outstandingSoldier and young leader. He sets a good day-to-day examplefor all of us.”

Buck has kept busy in his personal life as well, such as takingcollege courses online to finish his bachelor’s degree in criminaljustice.

He also speaks fluent Thai and can understand the similarlanguage of Cambodian from when he was a foreign exchangestudent at age 17. He said that experience plays a role in his lifeto this day, as it taught him to better understand anotherperspective or a difference in opinion.

“I think that’s relevant to being a recruiter because I’velearned to relate to someone who may be completely differentthan me or want completely different things out of life. I cangive them a better understanding of what the Army can offerthem if I have an understanding of them.”

6th Brigade’s top new recruiter prefers faces to phone in California hometown

The numbers don’t lie.The number of recruits he enlists in the Army lends credence

to the effectiveness of his bold hand-shake style of recruiting 19total contracts.

So what’s the next step for Buck?Despite achieving success on a grand scale early on as a

recruiter, he’s non-committal when asked if he plans to makerecruiting a career.

“Bpai medt,” Buck said, using his favorite Thai expression.It’s all good.

Sgt. William Buck poses with cheerleadersfrom the Washington Redskins in Iraq.Courtesy photo

“I rely on the community a lot,I find more success through that

avenue than most any other.”Sgt. William Buck


Field File

Story and photo by Cynthia Womack,Jacksonville Battalion

On Nov. 19, Donald E. Jones was doinghis job as a customer service representa-tive for Publix Supermarket, gatheringshopping carts and speaking to custom-ers. Waving good morning to an acquain-tance was his last thought for the nextfive days.

The 71-year-old Jones collapsed onthe sidewalk in front of the store andapparently wasn’t showing signs of life.Coincidentally, Staff Sgt. Ladell Holmeswas standing outside the Army recruitingoffice in the same shopping center whentwo women frantically drove through theparking lot looking for someone whocould help.

Holmes hustled to the site.“When I arrived he had already turned

dark, very dark,” said Holmes.Without hesitation he began adminis-

tering CPR. It was in this critical period ofthree to five minutes that paramedics saysaved Jones’ life.

“I always carry my face mask with me.I didn’t think about who it was I justresponded to the call for help,” saidHolmes.

Paramedics used a defibrillator onJones and rushed him to the hospitalwhere he underwent triple bypasssurgery. Jones is now on the road torecovery but felt compelled to visit therecruiting station and Staff Sgt. Holmes.

A letter of gratitude from the Publixcustomer service manager stated thataccording to the doctors, Jones wouldnot be alive had it not been for Holmesadministering CPR.

Holmes has a friend for life, saidJones, with unabated emotion. Althoughhe always thanked Soldiers when he sawthem at the local sandwich shop, he’sfound one Soldier particularly special tohim.

“Staff Sgt. Holmes’ commander needsto know what type of person is workingfor him,” said Jones. “He’s an exampleand inspiration for young people to dothe things they dream. More peopleshould be willing to give like him,” saidJones.

Jones is familiar with all the station’srecruiters, a friend of Army recruiting andshares the station’s hometown herostatus along with Holmes.

Holmes is a trained Army medic andCPR instructor and received his Emer-gency Technician Certificate whiletraining at Fort Sam Houston, Texas.Before recruiting, Holmes was stationedin Iraq where he helped save more than740 lives, assisting with chest tubeinsertions and other forms of resuscita-tion.

Saving Jones would only be the firstin a trio of life-saving acts in a two-monthperiod for Holmes.

On Dec. 22, Holmes was on a routinevisit to the Military Entrance ProcessingStation when he witnessed a vehicle spinout of control, slam into a palm tree andignite into flames. Again, his EmergencyMedical Technician training took over.Holmes rescued a family of four from theburning vehicle. His EMT skills came tothe forefront as he made sure one of thevictims, a boy with head wounds,according to Holmes, was kept consciousuntil Jacksonville Fire and Rescuearrived.

The following day, Jerry Bryans,customer service manager of the nearby

Publix supermarket, called him on thephone in a panic. A woman and man hadbeen discovered non-responsive in a carin the parking lot. Holmes rushed to thescene, taking Staff Sgt. Marvin D. Jonesalong.

Jones is also a medic who served inIraq and recruits at the Jacksonville Northstation. When they arrived, the womanwas coming around but was incoherent;the man was still unconscious.

“I worked on the man (giving CPR),while Staff Sgt. Jones kept the womanconscious until paramedics arrived,” saidHolmes.

Ivan Mote, fire chief of JacksonvilleFire and Rescue, is recommendingHolmes to the City of Jacksonville FireDepartment for recognition of his life-saving efforts in all of these incidents.

Holmes joined the Army in 1992. Heserved in Iraq from December 2003 toMay 2004 and says he chose to become amedic because he wanted to givesomething back to his community. Hehas been a recruiter since August 2005.

Jones came on recruiting duty in June2005. He has worked in the emergencyrooms of Eisenhower Medical Center atFort Gordon. Ga., and the hospital at FortLeonard Wood, Mo.

“I always wanted to be a Soldier andin the medical field,” said Jones. “I’m gladI had the training and was able to use myskills in this circumstance,” he said.

Recruiter’s medical training helps save lives in Jacksonville Battalion

“I didn’t think about whoit was I just responded tothe call for help,” saidStaff Sgt. Ladell Holmes.


Field File

Student nurses get tour in 5th BrigadeBy Mina Mullins, 5th Brigade

About 30 student nurses from across the country took part inthe first USAREC-sponsored student nurse tour in support ofthe Army Medical recruiting mission. The focus of the tour, inApril in San Antonio, was centered on those students interestedin joining the Army Nurse Corps.

The students were given a “windshield tour” of Fort SamHouston, Texas, and transported in and around the historic postto include the museum, AMEDD Center and School, BrookeArmy Medical Burn Center and the Rocco Dining Facility.

The tour gave the students exposure to some of the Army’sfinest medical trainers and allowed time for several nurse panelsfor the student nurses to interact with nursing professionals at

various career levels. Alicia Prosser, nursing student andprospective Army Nurse from St. Louis, indicated that she wassurprised and impressed that the Army Medical Department, farfrom being behind the times in comparison to civilian health careorganizations, is in fact at the cutting edge of medical technol-ogy and care.

On a bus trip to Camp Bullis, the students saw the CombatSupport Hospital, a deployable medical system which is a fullyoperational, temperature controlled facility housing its own lab,pharmacy, dental clinic and operating rooms. This furtherdispelled the old “MASH” concept of makeshift field opera-tions.

Nursing students visited the AMEDD Officer Basic CourseForward Operating Base to observe actual hands-on training.They were given numerous opportunities to ask questions andinteract with the OBC students.

The week’s activities culminated with a keynote address byCol. Lark Ford, deputy commander for nursing at Brooke ArmyMedical Center and chief nurse, Great Plains Regional MedicalCommand. Ford was greeted with a resounding Army “Hooah”by the participants in the student nursing tour, something thestudents had been taught earlier the previous day.

Ford stated that she was encouraged by the level of motiva-tion and enthusiasm displayed by the group of prospectiveArmy Nurses and related some significant changes that may beoccurring as a result of BRAC and Army transformation to amore deployable and responsive force, but indicated that this isa great time to become a member of the Army Nurse Corps, asthe opportunities are boundless.

AMEDD on the moveThe Morrow Health Care Recruit-

ing Station submitted threepackets to the January Board

and all three were selected. Thisboard is very competitive; 29

packets were reviewed and only10 students were selected from

the five brigades. Capt. JacquelinColeman-Adams, left, commis-

sioned three clinical psychologyhealth professional scholarship

recipients into the MedicalService Corps: 2d Lt. Kai-Wei

Hsiao, 2d Lt. Avital Herbin and 2dLt. Joshua Breitstein. Photo by

Ronald E. Witherspoon

Nursing students participate in a mock code withpatient simulators at the Brooke Army Medical Centersimulations center. Photo by Staff Sgt. David Meditz


Field File

Weight carries the dayStory and photo by Vernetta E. Garcia, Columbia Battalion

The crowd roared as the light-heavy winner bench pressed 425lbs, out-lifting the super-heavy winner by 100 lbs.

“Wow” was all most people could say. The event was theOrangeburg Festival of Roses Weight Lifting Competition heldApril 29 at the Prince of Orange Mall in Orangeburg, S.C. The 15participants included two Orangeburg Army recruiters.

“I had a great time,” said Sgt. Ryan Scott. “The communityreally came out and supported it.” Scott placed first in thelightweight category. Third place in the middleweight categorywent to Sgt. Frederick Kemfort.

Besides participating in the event, recruiters helped securethe venue at the mall, promoted the event with flyers and helpedaward the trophies.

“We really enjoyed working with the Army,” said Tia Hill,Orangeburg Athletic Club’s manager. “They helped make theevent a success.” She was especially pleased that theOrangeburg newspaper printed all the competition results.

Organizers are planning to make next year’s competition evenbetter.

“This is a great turnout; I’m so glad we were able to do this inthe mall,” said Jessica Jenkins, marketing director for the Princeof Orange Mall. “These Soldiers did an outstanding job.”

Story and photo by Vernetta E. Garcia,Columbia Battalion

Recruiting and Retention School stu-dents, along with their instructor andColumbia Battalion recruiters supportedColonial Life Supplemental Insurance’s4th Annual Army Physical FitnessChallenge on April 25.

More than 30 people made up fiveteams from local organizations: PalmettoHealth Systems, Richland CountySheriff’s Office, Providence Hospital,Blue Cross Blue Shield and Colonial Life.They challenged themselves to completethe Army’s Physical Fitness Test doingpush-ups, sit-ups and the 2-mile run.

Sgt. First Class Darren Joseph,

recruiting instructor, read instructions onproper form, and his students acted asthe timekeeper, demonstrators andgraders.

Before the event, Soldiers who hadreturned from Iraq in the past year wererecognized and received thunderousapplause from Colonial Life employees.

Participants pushed themselves, and15 passed the PT test. Two achieved aperfect score of 300.

“This is has been the best year ever;it’s the smoothest it’s ever gone,” saidJeanne Reynolds, the event coordinatorfrom Colonial. “These Soldiers did anoutstanding job; we couldn’t have doneit without them.”

Sgt. First Class Sharlene Gilmore,Dentsville station commander, agreed.

“This was a great community event,”she said. “We wouldn’t have been able topull it off without help from the Recruit-ing School.”

Sgt. Ryan Scott (standing)and Sgt. Frederick Kemfortpractice before the compe-tition.

Civilians take on Army Physical Fitness Test in Columbia Battalion

Sgt. Jafar Leacraft counts sit-upsduring the event.


News Briefs

Evaluations to beprepared onlinevia AKO formsBy Jan Swicord, HumanResources Command

The U.S. Army HumanResources Command Evalua-tion Systems Office is about toannounce an effective date fora new regulation and pamphletcovering Military EvaluationSystems: Army Regulation623-3 and Pamphlet 623-3.

These references updatepolicy, procedure and specificforms used in officer, noncom-missioned officer and aca-demic evaluation reportingsystems. MILPER message 06-119 laid out an implementationtimeline for revised forms andhighlighted specific policychanges within each system.

As a major change, therevised regulation allowsindividuals to electronicallyprepare evaluation forms usingan AKO My Forms site androute them between ratingofficials with digital signa-tures, then forward to Head-quarters, Department of Armyfor final processing.

The site and forms wereexpected to be available mid-June. Features and functionsof the site will change adminis-trative processes at the lowestunit levels.

“Soldiers love that routingindividual forms is easy anddoes not require specialpackaging or e-mail,” said Lt.Col. Joseph Byers, officerevaluation reporting systempolicy.

Users will be able to routeindividual or multiple forms ina specifically named folderwith just a few steps. TheAKO site will also offer easytracking of forms, the option toadd administrative comments

to a form or folder of forms,and the history of any formor folder of forms with dataon who has seen or acted onit.

More information andtraining slides are availableby calling (703) 325-9660,DSN 221 or [email protected].

Foreign LanguagePay increasedBy Sgt. Sara Wood,American ForcesPress Service

The Defense Departmentannounced May 10 anincrease in foreign languageproficiency pay for qualifiedmilitary personnel, effectiveJune 1.

The maximum monthly payfor active-dutyservicemembers who areproficient in another lan-guage will be increased from$300 to $1,000. For NationalGuard and reserve members,a $6,000 per-year bonus isoffered.

This increase is focusedon languages that arestrategically important toDoD, such as Middle Easternlanguages and ChineseMandarin, said Air Force Lt.Col. Ellen Krenke, a Pentagonspokeswoman.

The goal of this increase isnot necessarily to boostrecruiting and retention, butto identify already qualifiedservicemembers whose skillsare untapped, Krenke said.

“This will encourage themto self-identify so we can geta better handle on what wehave,” she said. The increaseis also meant to motivateservicemembers to studylanguages, so the military candevelop a strong corps oflanguage professionals,Krenke said.

According to Pentagonfigures, about 247,000servicemembers have somelanguage proficiency, butonly about 20,000 have hadtheir skill certified and receiveproficiency pay. About 7,249servicemembers are listed asproficient in Arabic.

Stultz confirmedas commanderof Army ReserveBy Army Public Affairs

The Senate confirmed May 19Army ReserveMaj. Gen.Jack C. Stultzfor appoint-ment to thegrade oflieutenantgeneral withassignment aschief, Army Reserve/Com-manding General, U.S. ArmyReserve Command, Washing-ton, D.C.

Stultz previously served asdeputy commanding generalof the U.S. Army ReserveCommand for operations,readiness, training andmobilization.

He is taking the reins fromLt. Gen. James R. “Ron”Helmly, who assumedcommand of the ArmyReserve in May 2002.Helmly’s next assignment willbe the chief of CentralCommand’s Office of DefenseRepresentative in Pakistan.Before being placed on activeduty and assigned to the U.S.Army Reserve CommandHeadquarters at FortMcPherson, Ga., early thisyear, Stultz served as thecommander of the 143rdTransportation Command,headquartered in Orlando, Fla.

His service in the Armydates to an initial active dutytour from 1974 to 1979. Stultzjoined the Army Reservewhen he decided to leaveactive service to pursue acivilian career. Through theyears he has served innumerous assignments andpositions in various ArmyReserve units, including the108th Division, the 32d

Remember: Donot endorsecommercialserviceBy USAREC G3

Under the Joint EthicsRegulation (DOD 5500.7-R),USAREC may not endorseany particular commercialinstitution or service. Thismeans that our commandteams and recruiters cannotencourage applicants orFuture Soldiers to select anyparticular bank, credit union,barber, fitness facility orweight-loss program.

In response to a specificrecent complaint, this meansthat recruiters may not order“recruit packages” for theirFuture Soldiers from particu-lar financial institutions andsuggest that their applicantsuse that institution.

USAREC encourages thepresentation of practicalfinancial information toFuture Soldiers before theyship to the training base sothat they are ready for directdeposit. However, recruitersmust preserve the standardthat Future Soldiers areresponsible for individuallychoosing the most appropri-ate financial institution fortheir personal situations.

Stultz


News Briefs

IntroducingSgt. STARBy Master Sgt. Raymonde’ E.Hall, USAREC G3

How would you feel abouthaving a high-speed, strong,trained and ready recruiterassist you in your recruitingefforts? With the help oftoday’s advanced technology,just such a recruiter isavailable for you.

Meet Sgt. STAR, anartificial intelligence agent,trained to provide leads to therecruiting force. This dynamicvirtual recruiter will appear ongoarmy.com. Sgt. STAR willassist goarmy.com and ArmyCareer Explorer prospects byanswering questions aboutthe Army without them havingto search the Web site or waituntil a cyber recruiter isavailable.

Sgt. STAR will help

prospects quickly navigatethe site, while simultaneouslyanswering questions basedon interaction with theprospect. Sgt. STAR is user-friendly and provides fast andaccurate text and auditoryresponses to very specificquestions about the benefitsof an Army career and service.

He recently graduated frombasic training, at Fort Knox,Ky. The training he receivedregarding his ability to answerprospects’ questions correctlywas provided by “Top NotchSoldiers” assigned toRecruiting Command.However, any question thathe feels that he cannot answerwill be forwarded to the CyberRecruiting Team for a one-on-one chat.

Using this virtual recruiterat high schools and commu-nity colleges will enhanceyour recruiting efforts.

Sgt. STAR has orders toappear on goarmy.com July12.

Transportation Group and the257th Transportation Battal-ion. He is a veteran of DesertShield/Desert Storm and wasdeployed to Kuwait with the143rd Transportation Com-mand for nearly two yearsfrom 2002 and 2004 in supportof Operation Iraqi Freedom.

www.myonegoodreason.comThe site features testimonial videos from Soldiers

candidly answering questions about why they choseto serve and continue to take pride in being Soldiers.It is intended to capitalize on word of mouth.

Recruiters can forward the link to Future Soldiers,prospects and influencers. This site is a uniqueresource for recruiters to re-energize public supportfor the American Soldier and to show prospects whatit means to be a Soldier. The individual video linkscan be e-mailed to anyone. The goal is to havepeople visit the site, view videos and e-mail thevideo links to their friends and family.Onlin

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eArmy restructurescommandsArmy News Service

The Army is reorganizing itscommands and specifiedheadquarters to acceleratetransformation efforts andincrease the Army’s respon-siveness at home and abroad.

The new structure identi-fies three types of headquar-ters: Army Commands, ArmyService Component Com-mands and Direct ReportingUnits.

“Breaking the major Armycommands out into threeentities recognizes the rolesand scopes of units’ authori-ties and responsibilities,” saidCol. John Phelan of the Officeof Institutional Army Adapta-tion. “This restructuringdefines, aligns and assigns. Italso gives functional expertsthe responsibility andauthority to provide seamlesssupport.”

The three Army Commandsare: U.S. Army ForcesCommand (designated by thesecretary of the Army as bothan Army Command under thedirection of Headquarters,Department of the Army andthe Army Service Component

Command to U.S. Joint ForcesCommand), U.S. ArmyTraining and DoctrineCommand and U.S. ArmyMateriel Command.

The nine Army ServiceComponent Commands arecomprised primarily ofoperational organizationsserving as the Army compo-nent for a combatant com-mander. They are:

• U.S. Army Europe• U.S. Army Central• U.S. Army North• U.S. Army South• U.S. Army Pacific• U.S. Army Special

Operations Command• Military Surface Deploy-

ment and DistributionCommand

• U.S. Army Space andMissile Defense Command/Army Strategic Command

• Eighth U.S. ArmyEach of the 11 Direct

Reporting Units are comprisedof one or more units withinstitutional or operatingfunctions, providing broadgeneral support to the Armyin a normally single, uniquediscipline not availableelsewhere in the Army. Theyare:

• U.S. Army NetworkEnterprise TechnologyCommand/9th Signal Com-mand (Army) (NETCOM/9thSC (A))

• U.S. Army MedicalCommand

• U.S. Army Intelligenceand Security Command

• U.S. Army CriminalInvestigation Command

• U.S. Army Corps ofEngineers

• U.S. Army Military Districtof Washington

• U.S. Army Test andEvaluation Command

• U.S. Military Academy


News Briefs

• U.S. Army ReserveCommand

• U.S. Army AcquisitionSupport Command

• U.S. Army InstallationManagement Agency

Realignment changes werenecessitated by the Army’schanging missions, said Lt.Col. Darrell Wilson, functionalteam leader for the realign-ment.

“In the global-basingstrategy that’s been put out,we’re going to become, for themost part, a CONUS-basedforce that projects capabilityout to where it needs to beprojected,” Wilson said.“We’re becoming modular sowe can quickly form up andtailor the right tools for theright job, making us a moreagile, adaptable and flexibleservice.”

The restructuring accom-plishes four objectives:

• It recognizes the globalrole and multi-disciplinedfunctions of the ArmyCommands;

• It establishes the ArmyService Component Com-mands as reporting directly tothe department while servingas the Army’s single point ofcontact for a combatantcommand;

• It acknowledges DirectReporting Units as functionalproponents at the Departmentof the Army level; and

• It enables the Army to setthe foundation for gainingbetter effectiveness andefficiencies by transformingits business processes, whileoperationally focusing thetheater Armies to combatantcommands.

Lineage and heraldichonors will be preserved inthe command names and theirinsignia.

“The chief of staff and the

secretary of the Army said,‘We want to keep alive andlink these folks to a patch thatkeeps the history of the fieldArmy moving,’” Wilson said.“So, the Third Army willbecome U.S. Army Central; itwill be the same organization;they won’t change their patchbut officially they becomeU.S. Army Central.”

DoD workingto further reducemilitary suicidesBy Donna Miles, AmericanForces Press Service

Suicide rates within themilitary are about half those inthe general military-agedpopulation, but the DefenseDepartment is reaching out toits members to help furtherreduce the incidence ofsuicide within the ranks, a topmilitary doctor said.

The suicide rate for militarymembers during 2005 was 11per 100,000, said Dr. DavidTornberg, deputy assistantsecretary of defense forclinical and program policy.That compares to about 19.5per 100,000, the nationalaverage for Americans in the20- to 44-year age group. Andexperts say this rate mayactually be 40 or 50 percenthigher than reported,Tornberg said.

“We have substantiallyfewer suicides in the ser-vices,” he said. Yet in-depthinvestigations into everymilitary death and extensivepublicity associated withmilitary suicides often givethe American public theopposite impression, heacknowledged.

In fact, the suicide ratewithin the military hasremained “remarkably steady”over the past decade, through

peacetime and war, Tornbergsaid.

And while there’s noindication that combatdeployments increase thelikelihood of suicide, Tornbergsaid it’s clear that they addyet another stressor to thetroops.

“There’s a precipitatingreason for every suicide. Andin general, it is a response tosome life event that has direconsequences to the indi-vidual at the time,” Tornbergsaid. “During high-stresssituations such as deploy-ments, relationship, financialand other problems mayworsen.”

Another contributing factormay be the ready availabilityof weapons.

DoD has long recognizedmilitary service as a high-stress occupation, and offersa full array of programs tohelp servicemembers copewith that stress.

“Ours is high-stress work,and we recognize that andhave really robust programs inplace for addressing thisissue,” Tornberg said. “Theway we see it, one single lossof life is a problem.”

The key is making mentalhealth services more available,removing the stigma oftenassociated with seeking care,and teaching troops torecognize when they or afellow servicemember mayneed help.

Servicemembers often formthe first line of defense,looking out for each other.

When they’re concerned thata buddy’s in trouble, Tornbergadvises the direct approach.

“If you see someoneundergoing difficulties in thisarea, ask them if they areconsidering taking their lifeand encourage them to seekcounseling and assistance,”he said.

If that doesn’t work,Tornberg urges people to goto their unit leaders, chaplainsor mental health professionalswith their concerns.

“If there’s a concern aboutsuicide, we encourage themnot to keep that confidentialuntil after the fact,” he said.

Much of DoD’s suicide-prevention effort is directed ateducating servicemembers torecognize when they needhelp and where to go to get it.“We strive to train ourservicemembers about riskfactors for suicide and thewarning signs and to encour-age them to seek help ifthey’re in a stressful situa-tion,” Tornberg said.

With the wide availabilityof mental health services, oneof DoD’s big challenges isgetting people to takeadvantage of them.

Although there’s lessresistance now than in thepast to seeking help, “wecan’t ignore the fact thatbroadly in society there’s stilla stigma associated withmental health concerns andseeking help,” Tornberg said.“And we are working activelythrough our leadership to tryto break those barriers down.”

MilitMilitMilitMilitMilitararararary OneSoury OneSoury OneSoury OneSoury OneSource is avce is avce is avce is avce is availableailableailableailableailable222224/74/74/74/74/7.....

Call Call Call Call Call (800) 342-9647


News Briefs

What to doWhat to doWhat to doWhat to doWhat to doBe alerBe alerBe alerBe alerBe alert ft ft ft ft for suspicious activityor suspicious activityor suspicious activityor suspicious activityor suspicious activity, including:, including:, including:, including:, including:• Inquiries from companies you haven’t contacted or

done business with• Purchases or charges on your accounts you didn’t

make• New accounts you didn’t open or changes to existing

accounts you didn’t make• Bills that don’t arrive as expected• Unexpected credit cards or account statements• Denials of credit for no apparent reason• Calls or letters about purchases you didn’t make

What should I do if I detect a problemWhat should I do if I detect a problemWhat should I do if I detect a problemWhat should I do if I detect a problemWhat should I do if I detect a problemwith any of my accounts?with any of my accounts?with any of my accounts?with any of my accounts?with any of my accounts?

The Federal Trade Commission recommends the follow-ing four steps if you detect suspicious activity:

• Step 1 – Contact the fraud department of one of thethree major credit bureaus:

Equifax: 1-800-525-6285; www.equifax.com; P.O. Box740241, Atlanta, GA 30374-0241

Experian: 1-888-EXPERIAN (397-3742);www.experian.com; P.O. Box 9532, Allen, Texas 75013

TransUnion: 1-800-680-7289; www.transunion.com;Fraud Victim Assistance Division, P.O. Box 6790, Fuller-ton, CA 92834-6790

• Step 2 – Close any accounts that have been tamperedwith or opened fraudulently.

• Step 3 – File a police report with your local police orthe police in the community where the identity theft tookplace.

• Step 4 – File a complaint with the Federal TradeCommission by using the FTC’s Identity Theft Hotline: 1-877-438-4338, online at www.consumer.gov/idtheft or bymail at Identity Theft Clearinghouse, Federal Trade Com-mission, 600 Pennsylvania Avenue NW, Washington DC20580.

Information relating to the defeat of identify theft also isavailable at militaryonesource.com

For more information:For more information:For more information:For more information:For more information:http://wwwhttp://wwwhttp://wwwhttp://wwwhttp://www.f.f.f.f.f iririririrssssstgotgotgotgotgovvvvv.go.go.go.go.govvvvv

(800) 333-4636(800) 333-4636(800) 333-4636(800) 333-4636(800) 333-4636

VA beefs updata securityproceduresBy Steven Donald Smith,American ForcesPress Service

The Department of VeteransAffairs is revamping its datasecurity procedures followingMay’s theft of a VA laptopthat contained personalinformation of veterans andservicemembers, the secretaryof the VA said June 8.

“We will stay focused onthese problems until they arefixed,” said R. JamesNicholson during hearingsbefore the House Committeeon Government Reform. “Wewill take direct and immediateaction to address and alleviateaffected people’s concerns.We are accountable to ournation’s veterans andservicemembers.”

On May 3, the Montgom-ery County, Md., home of a34-year VA employee wasburglarized and a laptop andhard drive containingpersonal data of 26.5 millionveterans and more than 2million active-duty, Guard andReserve members, was stolen.The laptop also containedsome spousal and dependentinformation. The dataincluded birth dates andSocial Security numbers, VAofficials said.

The stolen laptop did notcontain any health records,Nicholson said.

The area where the robberyoccurred has witnessed arecent spate of home burglar-ies and officials do not thinkthe data on the laptop was thetarget.

The VA employee was notauthorized to bring theinformation home.

“I am totally outraged at

the loss of this data and thefact that an employee wouldput so many people at risk bytaking it home in violation ofexisting VA policies,”Nicholson said.

Nicholson outlined variousways the VA is working toprevent such an incident fromhappening again.

“On May 24, we launchedthe data security, assessmentand strengthening program, ahigh-priority focus plan tostrengthen our data privacyand security procedures.”

Also, all VA employeesmust have completed privacyand cyber security training byJune 30. A task force of seniorVA leadership was puttogether to review all aspectsof information security andassess which employees needaccess to certain data, and theagency has suspended thepractice of allowing veteransbenefits employees fromremoving claimant files fromagency work areas.

During the week of June 26,VA facilities were to take partin security awareness training.“Every hospital, clinic,regional office, nationalcemetery, field office, and ourcentral office will stand downfor security awareness week,”Nicholson said.

The VA is also goingthrough a security review tomake sure its anti-virussoftware is updated andcurrent, and will remove allunauthorized programs andsoftware from computers.

“This has been a painfullesson for us as the VA,”Nicholson said. “Ultimatelyour success in changing thisis going to depend onchanging the culture. Andthat depends on our ability tochange the attitudes of ourpeople. It’s our duty to dothis.”


Salutes

Gold BadgesGold BadgesGold BadgesGold BadgesGold BadgesMAY 2006

ALBANYSSG Richard ClimerATLANTASSG Matthew MontoyaSGT Thomas WalkerSGT James WillsBALTIMORESFC Anita EnglishSSG Matthew JonesSSG Melroy MercerSSG Michael OrtegaBECKLEYSSG Darrack WilsonSSG Edwin TaylorDALLASSFC Kenneth DixonSFC Carlos LeeSFC Becky WeaverSSG Tomas BarriosSSG James GarrettSSG Mark HammonsSSG Marcus HollowaySSG Terry WoodSGT Bobby HeadSGT Kevin McDonaldSGT Timothy RatleyCPL Catherine McFaddenCPL Ninomelvic GironDENVERSFC Christine HowlandSFC Kevin McConologueSSG Chris HubbardSSG Michael SchmidtSSG Kristina ThomanDES MOINESSFC Rodney JonesSFC Timothy JungSFC William PaulSSG Michael CrowSSG Chad Jochum

HARRISBURGSSG William Parks Jr.SSG Michael PearsonSSG Trevor SellersSGT Amie SmithSGT Melonie CyrHOUSTONSSG Alteric BattleSSG Albert JonesSSG Daniel FortuneSSG Dean KielSSG Christopher PowellSGT Otis CobbSGT Terrance JohnsonINDIANAPOLISSFC Charles CookSFC William MooreSSG Brant ParkerSGT Andrew LangeCPL Michael MillerJACKSONVILLESSG Pierre BrudnickiSSG Ronald HicksSSG Louis PerezSSG Fredrick RichLOS ANGELESSFC Richard RosadoSSG Christopher BellSSG Rafael FelicianoSSG Armando GuevaraSSG John JenkinsSSG Rosy LopezSSG Angela MillerSSG Arnold NelsonSSG Dale SandmanSGT David BorelizSGT Ian FritzSPC Higinio NunezMIAMISFC Tito OlivenciaSSG Juan AlexanderSSG Amanda BryanSSG Pedro Garcia

MID-ATLANTICSSG John BryantSSG Vance GumSSG Justin HarperSSG Rodney LoganMINNEAPOLISSGT Shawn MoyerMONTGOMERYSSG David BooneSSG John FirthSSG Toinette HabershamSGT Jabari HardingNEW ENGLANDSFC Eric KocenSSG Christopher HolmesSSG Drew KochSSG William WalkerCPL Peter TremblayNEW ORLEANSSFC Nathanual BartonSSG Richard AllenSSG Rene BaudouinSSG Mark NowlinSSG Justin StricklandNEW YORK CITYSFC Carlos AlveloSFC Zeena SimmonsSSG Arlette BelgravePORTLANDSFC Angel LeonSSG Richard DreherSGT James WardleSALT LAKE CITYSSG John BarkerSSG John BeasleySSG Kathlene PorterSGT Carl Selby

SAN ANTONIOSFC Marcus JohnsonSSG Christopher BlakenshipSSG Brian JonesSSG Dustin MaricleSSG Jonathan MilesSGT Keith SpragginsSGT Jesus Torres-AlvarezSGT Ruben Valles Jr.SEATTLESSG Gilbert HoseSSG Gabriel MartinSSG Roderick ParedesSSG Chad SandstedeSGT Aimee HowardSGT Andrew KatzenbergerSGT Robert RymanSGT Gregory RamgeSGT Joseph WilliamsSORC1SG Matthew BoehmeMSG Ernesto VazquezSYRACUSESGT Hugo OlveraleijaSSG Neil AshleySSG Joshua AllenSSG Mark ScottSSG Mark ZajonczkoskiSGT Kevin DouglasSGT Ian JonesTAMPASSG Jaime OcasioSSG Javier PaganSGT Sean BargarSGT James GreinSGT Amayris OlivenciaSGT Dwayne SellersSGT William StrattonCPL Shawn Bender


Salutes

Morrell AMorrell AMorrell AMorrell AMorrell Awwwwwardsardsardsardsards

RRRRRecruitecruitecruitecruitecruiter Ringser Ringser Ringser Ringser Rings

MAY 2006

MAY 2006

ALBANY1SG Donald JonesSSG Warren SteeleATLANTASSG Gary WhiteBALTIMORESFC Orlando GordonSSG Cary HarveyBECKLEYSFC Jeremy AthySSG Leonard HaithCHICAGOSSG Nathan EdwardsCOLUMBUSSSG Michael KyleDALLASSFC Grant PotterSFC Eric SchmidtSSG Wayne LovellSGT Travis HinkleyDENVERSFC Jaime PerrySSG Mark Eckstrom

GREAT LAKESSSG Brock IckesSSG Gregory NobleSGT Paul DeglopperHARRISBURGSFC Eric FletcherSSG Gregory KoskeyHOUSTONSSG Steve KelleyINDIANAPOLISSFC Scott LedermannSSG Trevor ShawJACKSONVILLESSG Kelly O’ConnorLOS ANGELESSFC Fernando HernandezSSG James GuevarraSSG Pedro LoredoSSG Giovanni Miranda

MIAMISFC Sean BarkerSPC Jose Rodriguez-RiosSFC Aubrey SimonSSG Carlos BermudezSSG Dacia PeckSSG Eliud ReyesSSG Jose RodriguezMONTGOMERYSFC Patrick JamesSSG John GodbeyNEW ENGLANDSFC Ronald LizotteNEW ORLEANSSFC Lamar ChancellorPORTLANDSSG Michael BelocuraSSG Christopher Francis

ALBANYSFC Corliss StantonBALTIMORE1SG William Powell IIICHICAGOSFC Thomas EvansDALLASSFC Adam DrakeSFC Gary SmithSFC Michael VealDENVERSFC Raymond HuntGREAT LAKESSFC Andre BornerSSG Daniel SotoamayaHARRISBURGSFC Barry Wagner

HOUSTONSFC Robert BurnsSFC James RhodesLOS ANGELESSFC Richard OliverMIAMISFC Jose Rodriguez-RiosSFC Mark SchoeppnerMID-ATLANTICSFC Gerald KillingsworthNEW ENGLANDSFC Harry Buttery Jr.SSG Herbert RoblesNEW ORLEANSSFC Clay UsieSSG David Porter

PORTLANDSFC Frank StrupithSFC Voltaire VisitacionSSG Ryan LukoszykSACRAMENTOMSG Kirk SchultzSFC Leonard BruSALT LAKE CITYSFC Jeffrey MoncriefSFC Troy RodriguezSSG Matt AlexanderSSG Patrick King

SOUTHERNCALIFORNIASFC Michael BesterSORCSFC Paul DeihlSYRACUSE1SG David OwensSFC Kelvin CooperSFC Bill OrlandoSFC Scott Ruff

SACRAMENTOSFC Paul OquendoSALT LAKE CITYSFC Thomas JeffersonSSG Montie LongSAN ANTONIOSFC Francisco MirandaSGT Quinton MikellSEATTLESFC Darrel BorekSFC John RangerSSG Sean HarrisSSG Enrique Rosario-GonzalezSORCSFC Matthew SlussTillerSYRACUSESFC Christine MartinoSSG Barbara Almeida

32

The Test

RECRUITER JOURNAL / JULY 2006

Answers to The Test can be found at the bottom of the opposite page.

1. What NBC gear is worn in MOPP 2?a. Gloves, boots and maskb. Trousers, jacket and bootsc. Trousers, jacket and glovesd. Mask, boots and gloves

2. Which of the following forms is required to befilled out after capturing an Enemy Prisoner of War?

a. DA 1594b. DA 5517-Rc. DD 1074d. DD 2745

3. When preparing an operations overlay, what coloris used to depict man-made obstacles?

a. Blackb. Greenc. Redd. Yellow

4. When performing “self-extraction from a mine-field,” what is the acronym used to remember thesequence of events that should be followed?

a. SALUTEb. SPOTREPc. SANDId. PATS

5. When informing headquarters of the presence of aminefield, what report would you send?

a. Green Two Reportb. Salute Reportc. UXO Spot Reportd. None of the above

6. What USAREC regulation covers police recordchecks?

a. UR 601-59b. UR 601-94c. UR 600-22d. UR 140-3

7. What form is required for a processing a waiverwhen the applicant is detained for a period in excessof 24 hours?

a. FL-41b. DA 1058-Rc. UR 979d. UR 1253

8. Which of the following is considered a prohibitedactivity?

a. Conducting lead generation activity outside yourassigned recruiting station boundary when directed to doso by the commander

b. Prospecting on a college campus outside yourindividual area of operation that is within the recruitingstation territory

c. Prospecting and recruiting activities by recruitersoutside their assigned recruiting station boundaries

d. All of the above

9. High school seniors are protected until 90 daysafter graduation within the recruiting station bound-aries.

a. Trueb. False

10. Which of the following is unauthorized for TAIRactivities?

a. Band Clinicsb. Sports Clinicsc. Orientation tours of military installations for prospec-

tive enlisteesd. OPFOR demonstrations

11. What form is required to request a TAIR event?a. UF 979b. UF 1058-Rc. UF 1220d. UF 551

12. How often are on-site visits to non-regionallyaccredited non-public schools and public and non-public adult education schools and/or programsconducted?

a. Not requiredb. Once a yearc. Every three yearsd. Every other year

13. All on-site visits are recorded on which form?a. UF 1015b. UF 1059c. UF 713-1d. none of the above

14. According to USAREC Pam 350-13, which monthdoes the school program officially begin?

a. Augustb. Septemberc. Juned. July

15. What two amendments cover the release ofstudent recruiting information?

a. Roosevelt and Dole Amendmentsb. White and Limbaugh Amendmentsc. Hutchinson and Dempsey Amendmentsd. Hutchinson and Solomon Amendments

Mission BoxMission BoxMission BoxMission BoxMission BoxThe AcThe AcThe AcThe AcThe Achiehiehiehiehievements of One that Contributvements of One that Contributvements of One that Contributvements of One that Contributvements of One that Contribute te te te te to the Success of the To the Success of the To the Success of the To the Success of the To the Success of the Teameameameameam

Answers to the Test

Top Army Reserve Recruiter

1st Brigade 2d Brigade 3d Brigade 5th Brigade 6th Brigade

Top Regular Army Recruiter

Top Large Station Commander

Top Small Station Commander

RRRRRCM MaCM MaCM MaCM MaCM May Fiscal Yy Fiscal Yy Fiscal Yy Fiscal Yy Fiscal Year 2006ear 2006ear 2006ear 2006ear 2006

Top Battalion

Top Company

Top AMEDD

SFC Edward TuckerBaltimore

SSG David StillNashville

SSG Kevin DakinColumbus

SSG Daniel WilhiteSt. Louis

SGT Manuel IsbellSeattle

SFC Shane ZelkerAlbany

SSG Jeffrey SlaughterMontgomery

SSG Mary GoodniteGreat Lakes

SSG Jack DonaldsonDallas

SFC Michael McAllisterPortlandSGT Willie JonesPortland

SFC April HabibCheaspeakeBaltimore

SFC Michael McGeeHattiesburgJackson

SFC Jorge VillalobosClybournChicago

SFC Stephen McCourtKilleenDallas

SFC John GilfillanSpokane NorthSeattle

SFC Todd ReederWarrenPittsburgh

SFC Albert DeaugustinePascagoulaJacksonville

SGT Matthew MartieAshlandCleveland

SFC Tasha HernandezLeavenworthKansas City

SFC Robert WoodParkPhoenix

Europe Hattiesburg Marion Waco Albuquerque

Harrisburg Jackson Oklahoma City

HoustonSoutheast Georgia/Alabama Minneapolis Rocky Mountain

1. b. STP 21-1-SMTC,Task 031-503-10152. d. STP 21-1-SMTC,Task 191-377-42543. a. STP 21-1-SMTC,Task 071-329-1000

4. c. STP 21-1-SMTC,Task 052-192-10425. c. STP 21-1-SMTC,Task 093-401-50406. b. UR 601-94, p. 2,para m

7. a. UR 601-94, p. 1 para m 8. c. UR 600-22, p. 1, para d 9. a. UR 600-22, p. 1, para c10. d. UR 601-85, p. 2, para 1-711. d. UR 601-85, p. 3, para a12. c. UR 601-101, p. 2, para 1-9

13. a. UR 601-101, p. 2,para 1-914. d. UP 350-13, p. 5,para 5-115. d. UP 350-13,.p. 9ch. 11

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