Banner Archive for March 2011

Still missing your thumb drive? Try new AKO feature

Thumb drives are great, but their convenience comes at the cost of security. Fortunately, every AKO/DKO account holder has access to a "virtual" thumb drive -- AKO files. A true workhorse, the files area securely houses millions of files and provides Soldiers, civilians, retirees, contractors and family members with round-the-clock access to information from any net-connected computer in the world. That's just the start: granular permissions, quick version control, and easy navigation will soon have you forgetting all about that old thumb drive.


To learn more about AKO's files, and to see the latest Back Page, check out this month's issue of The Advisor:[you need to log into AKO first].

Staff Sgt. Corey Baltos

SSI building construction soon to start,  Root Hall transformation underway

SSI is on the move. Temporarily located in offices at 632 Wright Avenue, the research and analysis staff of the Strategic Studies Institute vacated the 2ndfloor offices in Root Hall to create space for four new seminar rooms. Meanwhile, construction starts in late April for a new SSI building adjacent to the Bouquet-Gibner intersection.

“The staff at SSI is looking forward to their new quarters,” said Col. Louis Jordan, deputy director of SSI.  The building is designed to support the institute’s mission better than the limited space of the temporary offices, he noted. “The limitations the temporary facility imposes on research and analysis have been improved somewhat by an innovative command-supported telework policy.”

Nine research professors are teleworking, according to Col. Carolyn Kleiner, SSI director of Strategic Studies and Research. “These positions were identified because they require thinking, reading, writing, and computer-oriented tasks that are appropriate for the telework program.” 

The old SSI space in Root Hall is under going a transformation.

Four new seminar rooms are an investment in the physical change needed for the demographic changes to the Army War College student body. As the number of International Fellows soars from 50 this year to 70 in academic 2012, and 80 the next year, the college will reset the seminars in size, balance, and numbers.

Since a critical element of the students’ educational experience is learning from one another, it’s important to get it right in balancing US students, International Fellows, and faculty.  An overall growth in the size of the student body will be matched by more seminar rooms.

“Two years ago when Army Chief of Staff Gen. George Casey tasked the War College with doubling the number of IFs in the Resident Education Program, we realized we had to increase the number of seminars,” said Col. James Scudieri, deputy dean of the Army War College.

“This year’s class has 20 seminars with 337 total students and 50 Fellows in it. Next year we are scheduled to increase the number of seminars by three to accommodate 368 students," said Scudieri.  The Class of 2013 is expected to have 384 students in 24 seminars." 




Photos by Staff Sgt. Corey Baltos, USAWC Public Affairs

IMCOM commander visits installation


Lt. Col. Mark Viney, the commander of the Army Heritage and Education Center, shows Lt. Gen. Rick Lynch, IMCOM commander, plans for future expansion of AHEC.   AHEC’s Visitor and Education Center is scheduled to open at the end of April.  This was Lynch’s first visit to AHEC.



Bob Suskie, the director of the Carlisle Barracks Department of Emergency Services, points out a crack in the floor of the Carlisle Barracks fire station to Lt. Gen. Rick Lynch, IMCOM commander.  The crack makes the floor unstable, and therefore the Carlisle Barracks fire department is unable to park their vehicles in the station.



                                             Lt. Gen. Rick, Lynch, IMCOM commander, walks to student housing during a tour of Carlisle Barracks on March 29.  Lynch commended Carlisle Barracks for its ability to improve and grow the facilities without a large expenditure of money.  Lynch, who spoke to both the students and the garrison staff, reminded them of the importance of taking time for self and family.






Lt. Gen. Rick Lynch, IMCOM commander, congratulates George Fritz for his 40 years of service to the nation, before speaking to Carlisle Barracks garrison staff about changes coming down the pike.  Lynch told the assembled audience that even though the nation would most likely remain at war for the next ten years, the Army’s budget would get increasingly smaller.  These cuts would most likely effect the civilian work force, which is currently over strength by 10,000, and government contractors.





Carol Kerr, Army War College Public Affairs Office

ASAP program gets fresh start in one-stop location on post


A new location, new processes, and easier access for everyone will change a lot about the Army Substance Abuse Program here except the main things: why it exists and how it can help.

The ASAP mission is to strengthen the overall fitness and effectiveness of the Army’s workforce, conserve manpower and enhance combat readiness. This is part of the IMCOM mission to support Soldiers, families and employees. Equally, it meshes with the Army War College’s focus on developing senior leaders and families who are as strong and resilient as they are wise.

As of Monday, April 4, the community-wide ASAP resource center will be a one-stop center for all of ASAP services at 632 Wright Avenue, selected to provide both privacy and a quality experience for --

  • Counseling
  • prevention training and education
  • drug testing
  •  Employee Assistance Center.

“Commanders, Soldiers, Army civilians, retirees, and family members can, and will, continue to receive top-quality services – now, from one location,” said Elton Manske, who exercises ASAP oversight here.

Three counselors and one administrative assistant will join those already at work at 632 Wright Avenue to form the new ASAP.  This is the final step, locally, to bring about a consolidation, Army-wide, of a range of programs designed to prevent or confront substance abuse and related problems.

The Employee Assistance Center is an important service for government employees. EAP helps in cases of personal issues  that affect work, such as depression, anxiety, mental health issues, grief and loss, marital or relationship issues, alcohol and drug problems, explained Dan Hocker, the ASAP manager.

“I’m a certified Employee Assistance Professional,” said Dan Hocker, ASAP manager, about the lengthy certification that prepared him to be able to identify the problem with the individual, determine if the problem is affecting work, and finds suitable counseling for them.  We are essentially a referral agency. The EA program is integrated into the installation-wide wellness programs.

The three counselors moving into the ASAP offices are all certified clinicians. Clinical director Brigit Mancini is a counselor herself.

 ASAP will retain its close working relationship with the Dunham Health Clinic, explained Hocker.

“Like Dunham, we will create a confidential atmosphere,” said  We run multiple services here at ASAP, serving those who seek education, respond to ‘invitations’ for drug tests, ask questions, seek EAP services or counseling.

“Our goal is to take care of our customer,” said Hocker. “We have arranged for a seamless transition --without any interruption to patient care.”


  Learn about EMP and its risks
  Electro Magnetic Pulse (EMP)--What is it and would you be prepared--will be addressed on Thursday, March 31, 11:45 a.m., Bradley Auditorium in Upton Hall.
  Professor Cindy Ayers, NSA Visiting Professor of Information Superiority, Center for Strategic Leadership, will discuss what Electro Magnetic Pulse is and what you and your family can do to prepare for this type of event.
  This program is open to the Carlisle Barracks Community and is sponsored by Federally Employed Women (FEW), Carlisle Chapter.
  Bring your brown bag lunch.

Operation:  Military Kids  "Salute to the Military Child"

  Food, games, music and much more await Military Families and the general public at this free event, Sunday, April 3, noon-4 p.m. at the Snider Agricultural Arena, corner of E. Park Ave. and Fox Hollow Rd., Penn State Campus, State College.

  This event is being planned and implemented by Penn State Recreation, Park and Tourism Management 356 students in collaboration with Operation Military Kids.

  Also at this event, a Carlisle Barracks Family and Morale, Welfare and Recreation representative, will provide information about the Child and Youth Services, as well as what FMWR has to offer to military families.  Members of FMWR are on the PA Operation Military Kids State Team.

  For more information on Operation Military Kids, visit their website:

Suzanne Reynolds 
Army accepts new Visitor & Education Center from private-public partnership 
The new Visitor and Education Center will serve as the “front door” for the U.S. Army Heritage and Education Center campus --thanks to the formal transfer of the building to the U.S. Army from the  the Army Heritage Center Foundation.
 Presentation of key from Don Mowery of R.S. Mowery & Sons, Inc., which designed and constructed the VEC,  to retired Army Maj. Gen. Robert Diamond, president of the Army Heritage Center Foundation, Friday, March 25.
Photo by Suzanne Reynolds
Suzanne Reynolds 
Army accepts new Visitor & Education Center from private-public partnership 
The new Visitor and Education Center will serve as the “front door” for the U.S. Army Heritage and Education Center campus --thanks to the formal transfer of the building to the U.S. Army from the  the Army Heritage Center Foundation.
Maj. Gen. Gregg Martin, commandant of the U.S. Army War College, accepted the building for the Army.
“This building is a great team effort and partnership,” said Maj. Gen. Gregg Martin, USAWC commandant, who accepted the building for the army.   “This great new facility will educate the public about the contributions of our men and women in uniform and will be a key part of our Army leader development program.”
“It’s a great day for the Army and great success for the community, region, Carlisle Barracks and the Army all working together for more than a decade to create the facility, team, and the commitment to preserve and tell the story of our Soldiers,” said Army retired Maj. Gen. Robert Diamond, Army Heritage Center Foundation Board President.
The VEC will host conferences, historical programs, a museum store, and much more when it opens the end of April 2011, with full operational capability by September 2011.
The 37,000 square foot Visitor and Education Center includes two 220-seat multi-purpose rooms for conferences, lectures and workshops, offices, and a café.  Visitors will soon enjoy the 7,000 square foot Army Experience Gallery, which will open during the May 21-22 Army Heritage Days to showcase a new Civil War Exhibit. 
“What is far more important than the numbers of visitors this building will host is the appreciation that they’ll gain for what American Soldiers have done for our nation,” said Lt. Col. Mark Viney, USAHEC director.
Design and construction of the VEC was supported by private donations and grants from the Commonwealth of Pennsylvania.  The Army Heritage Center Foundation oversaw and managed the project with support from the Cumberland County hotel tax.
“It’s a very impressive, beautiful facility, said Gary Eichelberger, chairman, Cumberland County Commissioner.  “We have high hopes for its tourism potential.”
It’s a tremendous opportunity to showcase the rich Army heritage collaboration between the Army and the community,” said Barbara Cross, Cumberland County Commissioner.  “It should set an example for other states and communities to follow.” 

Ann Marie Wolf, Army Substance Abuse office
April is Alcohol Awareness Month

When many people think of alcohol abusers, they picture teenagers sneaking drinks before high school football games or at unsupervised parties. However, alcohol abuse is prevalent within many demographic groups in the United States. People who abuse alcohol can also be college studentswho binge drink at local bars, pregnant women who put their babies at risk for fetal alcohol syndrome when they drink, professionals who drink after a long day of work, or senior citizens who drink out of loneliness.


    About 15 percent of U.S. workers said they either used alcohol at work or were impaired on the job, according to research from the University of Buffalo's Research Institute on Addictions.

    Researchers interviewed 2,805 adult workers between January 2002 and June 2003, and asked them about workplace alcohol use and impairment over the previous 12 months. Questions included how often they drank within two hours of reporting to work, drank during the work day, worked under the influence of alcohol, or worked with a hangover.

    Lead author Michael R. Frone, PH.D., and colleagues found that 1.8 percent of the workforce drank alcohol at least once before coming to work, and 7.1 percent drank during the workday – often during lunch breaks but also during other breaks or while on the job. An estimated 1.7 percent of employees worked under the influence of alcohol, and approximately 9.2 percent had gone to work with a hangover, the authors said.

    "Of all psychoactive substances with the potential to impair cognitive and behavioral performance, alcohol is the mostly widely used and misused substance in the general population and in the workforce," Frone said. "The misuse of alcohol by employed adults is an important social policy issue with the potential to undermine employee productivity and safety."

    Alcohol use and impairment was more common among men than women, among younger employees, and more prevalent among evening and night shift workers.

    This study was reported in the January 2006 issue of the Journal of Studies on Alcohol.

     The above information provided by the Army Center for Substance Abuse E-prevention newsletter.

Tips for responsible drinking

     While the misuse and abuse of alcohol to dangerous and high-risk behaviors, it is possible to drink responsibly. The following are some easy tips to assist in making the responsible decision if you decide to drink:

    Eat before and during drinking – while a full stomach cannot prevent alcohol from affecting you, eating starchy and high-protein foods will slow it down.

    Don't gulp or chug your drinks; drink slowly and make the drinks last- try to drink no more than one alcoholic drink per hour.

    Alternate between alcohol and non-alcoholic drinks – this will give your body extra time to eliminate some of the alcohol.

    Rememberthe word HALT: NEVER DRINK if you are hungry, angry, lonely, or tired.

    Before you celebrate, designate – identify a responsible driver who will not drink, or plan ahead to use public transportation.

Tips to avoid drinking

    It is always OK not to drink. Whether you always abstain from drinking, you simply aren't in the mood, or because you are hungry, angry, lonely or tired, it is always your choice to make. In instances where you feel pressured to drink alcohol, there are countless ways of saying no:

    "No, thank you" – It's your choice not to drink.

    "Alcohol's not my thing".

    "I'm the designated driver".

    "No thanks, I already have a drink".

    "I'm on medication".

    Simply walk away.

    Another way to avoid drinking alcohol is to enjoy mock tails. Mock tails, contain the same ingredients as many popular alcoholic drinks with one exception, they don't contain alcohol. Refreshing and fun, they can be consumed without having to worry about any of the consequences of alcoholic drinks.

Army Substance Abuse Program continues to offer training at your location.

RESPONSIBLE DRINKING, AND ALCOHOL ABUSE – This class will challenge common beliefs and attitudes that directly contribute to high risk alcohol abuse, physical tolerance vs mental tolerance. We will discuss how our choices can protect or harm the things that we love and value.

If your organization is interested in this training contact the Prevention office at 245-4576/3790.

Governor says public water supply testing finds no risk to public from radioactivity found in rainwater


March 28, 2011 -- Governor Tom Corbett today said weekend testing of public drinking water found no elevated levels of radioactivity.


On Friday, concentrations of Iodine-131, likely originating from the events at Japan’s damaged nuclear plants, were found in rainwater samples collected from Pennsylvania’s nuclear power plant facilities.


The numbers reported in the rainwater samples in Pennsylvania range from 40-100 picocuries per liter (pCi/L). Although these are levels above the background levels historically reported in these areas, they are still about 25 times below the level that would be of concern. The federal drinking water standard for Iodine-131 is three pCi/L.


As a result of the findings, Corbett immediately ordered the Department of Environmental Protection’s Bureau of Water Quality, Radiation Protection and Laboratories to test the drinking water from six regions in the state.


Samples were taken from facilities in Norristown, East Stroudsburg, Harrisburg, Williamsport, Greenville and Pittsburgh. After repeated testing throughout the weekend, results showed normal levels of radioactivity and no Iodine-131 above the federal limit. In fact, no Iodine-131 was detected in the drinking water samples.


“We have been proactive and conducted immediate drinking water tests to provide hard facts, assuring the public that the water they drink is safe,’’ Corbett said.


On Friday, rainwater samples were taken in Harrisburg, where levels were 41 pCi/L and at nuclear power plants at TMI and Limerick, where levels were 90 to 100 pCi/L.


Corbett emphasized that the drinking water is safe and there is no cause for health concerns. State officials will continue to carefully monitor the situation, Corbett said, and will keep the public informed.


“Rainwater is not typically directly consumed,” Corbett said. “However, people might get alarmed by making what would be an inappropriate connection from rainwater to drinking water. By testing the drinking water, we can assure people that the water is safe.’’


 Rainwater is diluted by water in reservoirs and rivers or filters through the ground - and it is treated before reaching consumers as drinking water - it would not be expected to be a concern in public water systems.


While the radioactive element is believed to have originated from Japan’s damaged Fukushima Daiichi nuclear power plant, it is not considered to be a health risk in Pennsylvania or anywhere else in the country. Similar testing in other states, including California, Massachusetts and Washington, has shown comparable levels of Iodine-131 in rainwater samples.


 “We do not expect the levels to increase and, in fact, the levels we see now should go down rather quickly over the next three months,’’ Corbett said.




 “DEP has an extensive network of radiation monitoring points at the nuclear plants and elsewhere, and we will continue to monitor water supplies to ensure there is no risk of contamination to the public,’’ Corbett added.


Any Iodine-131 concentrations detected in rainwater samples are significantly higher than might be detected in a surface body of water, such as a lake or a pond.


Air quality is also being examined and test results are expected later this week. As soon as results are available, Corbett said, they will be made public.


DEP will continue to work with Pennsylvania’s public water suppliers to enhance their monitoring and treatment operations as necessary. Residents whose drinking water originates from groundwater, and obtained from wells or springs, should not be affected.



DEP’s Bureau of Radiation Protection is in regular contact with the Nuclear Regulatory Commission and Environmental Protection Agency, while the Department of Health is in contact with Centers for Disease Control and Prevention, and other states tracking Japan-related issues.


Pennsylvania residents should not take potassium iodide (KI) pills, Corbett advised. The pills are to be taken only during a specific emergency and only at the recommendation of public health officials or the governor.


“Taking KI now is unnecessary under the circumstances and could cause harmful side effects,” said Corbett. “Although usually harmless, it can present a danger to people with allergies to iodine or shellfish, or those who have thyroid problems.”


Additionally, the elevated levels of radioactivity found in the rainwater on Friday were still well below levels that could pose any harm to pets or livestock.


“Ironically, today marks the 32nd anniversary of the accident at Three Mile Island nuclear power plant,’’ Corbett said. “The lessons we learned from that incident and the safeguards that were installed, including constant monitoring, have made us better prepared for situations like this.’’

Staff Sgt. Corey Baltos, USAWC Public Affairs

AHEC Perspectives lecture shares transformation lessons from Japan's history

March 23, 2011 -- The U.S. Army is on the verge of completing its largest transformation since World War II, taking the Army from large division-based force of the Cold War to a brigade-oriented modular force.The Japanese Imperial Army went through a similar re-organization after World War I.

 Shifting political trends coupled with Japan’s weak industrial infrastructure forced a new generation of military officers to re-think how to fight and win the next war, according to the Dr. Edward Drea, historian with the Office of the Secretary of Defense. He offered his assessment of “Military Transformation: The Japanese Army during the 1920s and 1930s,” during the March lecture in the Perspectives in Military History series, sponsored by the Army Heritage & Education Center.  

The United States is advantaged in the current military transformation by the military's agreement about the direction for transformation -- especially about who, or what, represents the greatest threat to security. That wasn't the case for Japan.

After World War I ended in 1918, the Japanese military embarked on a 20-year struggle for the soul of the Army, said Drea.  “While this struggle was fought largely internally between the generals who were still entrenched in the past, and field grade officers who realized that the next war would be a complexly different animal then any war prior, the consequences of this battle would be felt throughout the entire world.

“Armies have to transform to stay modern, how strategic planners do this, not only effects the Army, but the entire nation,” said Drea. He offered five key lessons to learn from Japan’s military transformation:

  • Personnel reductions may pay for modernization but can handicap future military operations
  • Change is personality dependent – and requires a leader to champion the change to the public
  • There will be stubborn and resilient institutional resistance to change
  • Transformational efforts will have to go through wasteful ‘first starts’
  • An Army in an uncertain world must determine if it can depend on weapons that won't be available, or if it will be better off preparing for war with the the weapons of today.

“In Japan during the inter-war period, the drive for transformation came largely from mid-level officers,” said Drea.  “These officers were all combat veterans, and many of them had been attached to European Armies as observers during World War I.  They saw their superiors, the men on the Imperial General Staff as ignorant Samurai that were still trying to fight the Russo-Japanese War.

“One of the things that inhibited transformation was institutional arrogance,” said Drea.  “It was fueled by the belief that the élan or spirit of the Japanese people would overcome any shortcomings, and the belief in the stereotypical shortcomings of their enemies.”

The biggest argument between the old guard of Japanese generals and the new field officers was about the opponent and duration of the next war.  The generals argued that the next war would be a long war that would need lots of equipment, munitions and  manpower.  The General Staff believed that the next war would be fought against the United States, China and the Soviet Union.  Younger officers argued that the next war would be short and fast -- against only China and the United States. As do today’s U.S. military leaders, they argued for a faster, leaner force with better equipment and less manpower, said Drea.

Staff Sgt. Corey Baltos, USAWC Public Affairs

Amos talks about challenges ahead for Marine Corps with USAWC audience

What will the Marine Corps look like when the war in Afghanistan is over?  How will the fiscal realities of the next five years affect the Corps?  And what types of wars will they fight?  These were the topics that Gen. James Amos, the 35th Commandant of the Marine Corps, discussed with the Army War College student body in Bliss Hall on March 22.

This is Amos’ first trip to the Army War College since becoming Commandant in October.

Amos, provided an update on what kind of world the Marine Corps and the military in general will be operating in over the next 20 years, a world that would, do to financial and other matters, require the Corps to focus on what missions will need to have done, instead of what missions we would like to do,” said Amos.

Amos referred to the recently published, “Report of the 2010 Marine Corps Force Structure Review Group“ in his speech when he spoke about the increase in instability and conflict, due to poverty, competition for resources, urbanization, overpopulation and extremism,” said Amos.  He said that this type of environment would demand a flexible, adaptable, and versatile military forces that is ready and capable of being forward-deployed and forward-engaged.

He also spoke of the importance that the “middle weight” Marine Corps would play in future combat operations, a force that is light enough to get there quickly, but heavy enough to carry the day upon arrival, and cable of operating independent of local infrastructure.

Amos also spoke briefly on the current operations in Afghanistan.  He spoke of walking through the streets of Sangin, Afghanistan with Command Sgt. Maj. Carlton Kent, the Sergeant Major of the Marine Corps, and seeing not just old men welcoming them and pressing bread and other treats in their hands, but young men smiling at their arrival.

Amos also warned the audience that as the wars in Afghanistan and Iraq are winding down, the Marine Corps, like the Army, would face personnel cutbacks.

There are currently 17 Marines in the Class of 2011, most of who were in the audience.  Marine Lt. Col. Shane Conrad, said that he was impressed with Amos’ remarks. 

“In the 20 years that I have been in the Corps, I don’t think that I have met a commander who could speak as candidly about the mission as the Commandant.”

David Bennett, the department of command leadership and management events coordinator, who spent eight years in the Marine Corps, said he admired the Commandant’s ability to have a single focused message on the purpose of the Marine Corps.    “As a very small service the Marine Corps works very hard on Capitol Hill and Madison Ave. to remind the public who they are and what they do.  The Commandant’s message focus’s that very well because his message is inspirational, it reminds us of our values and our history, and more importantly it reminds senior leaders to have the same message for those around them.  His message reminds us that we are, ‘The Few, the proud, the Marines.’”

Suzanne Reynolds  

'Rockin’ Auction' rocked to benefit scholarships and community outreach

"Going once, going twice, sold," was the happy phrase repeated throughout the  12th annual benefit auction “Rockin’ Auction,” which brought in more than $14 thousand  for future club donations in support of military families and community causes throughout Carlisle Barracks and the greater Carlisle area.

More than 200 people attended the Carlisle Barracks Spouses Club’s premier fund-raising event, March 11 at the LVCC dinner event.

“The money will be used to support scholarships for military family members and provide outreach to many local and national organizations such as Project SHARE, Hope Station, the Carlisle area Family Life Center, Salvation Army, Pink Hands of Hope, Homes for our Troops, Backpacks for Warriors, and many more,” said Kim Cale.

Thank you for your generous donations to our Rockin’ Auction,” said Kim Cale, Spouses’ Club president.  “We were able to raise $14,140 from our Silent and Live Auction items,” she said, referring to items such as two nights for two at the Ritz-Carlton, Palm Beach; a Mennonite wood chest with the USAWC insignia; a Progressive Dinner Party at Quarters 1, 2 and 4; and an old time school desk and home accessories.Auctioneer and retired USAWC officer, Dan Monken has played the role since 1999, helping the Spouses Club to raise more than $200,000. USAWC student Col. Mike Cashner provided live entertainment.


USAWC YouTube page provides expertise to world-wide audience

March 23, 2011 -- Did you know that the Army War College and its associated institutes bring in speakers from all over the globe to talk about  a variety of topics during Bliss Hall academic lectures, noon-time lectures and Perspectives in Military History lectures ? That’s great if you’re stationed here right?

Well don’t worry, you can have access to many of these presentations thank to the USAWC YouTube page. Located at , this page includes the latest lectures and other events to include:

  • Remarks by Adm. Mike Mullen, Chairman of the Joint Chiefs of Staff
  • The induction ceremony of Indian General Vijay Kumar Singh into the International Fellows Hall of Fame
  • Mike Durant talks about how the events of the Battle of Mogadishu changed him personally and professionally  
  • Lectures and presentations from the recent Great Decisions lecture series feature topics like China, Africa and national security

Upcoming videos will include the USAWC Strategy Conference featuring talks by author Greg Mortensen, New York Times Reporter Michael Gordon, retired Maj. Gen. Robert Ivany and Lt. Gen. Jack Sterling, TRADOC deputy commander and more.

If you are a YouTube member, you can become a fan of the page and get email alerts whenever the page is updated. If not, don’t worry, you don’t need to be a member to watch videos. Just visit to view the videos.

Carol Kerr, USAWC Public Affairs Office

Army War College Community Banner honored in Army-wide communication competition


Thomas Zimmerman and Staff Sgt. Corey Baltos are two members of the Public Affairs team who create and manage the content for the Banner Online, which recently won first place in the  2010 MG Keith L. Ware Public Affairs Competition for the web-based publication category. Photo by Scott Finger.


The Chief of Public Affairs has announced that the Army War College Community Banner is among the  winners of the 2010 MG Keith L. Ware Public Affairs Competition.  The Office of the Chief of Public Affairs conducts the awards program annually on behalf of the Secretary of the Army to recognize, cultivate and inspire excellence within the Army PA community. Army PA practitioners of all components, grades and missions competed in 46 broadcasting, journalism, photography and community relations categories.

The online Banner earned first place honors for the web-based publication category.   In order to compete at the Army level, the online Banner had placed first among all online news publications across the worldwide garrisons of the Installation Management Command.


Ryan Kipe and Craig Sholley provide the behind-the-scenes magic that make the Banner Online run.  


Family Member honored

In an equally competitive category, Cynthia Lindenmeyer earned third-place honors for Photojournalism by a stringer.  Her article, "The Cadet who taught me," was published by the U.S. Military Academy's Pointer View.

An online salute to West Point graduates brings attention to Chaplain Cynthia Lindenmeyer, USMA class of 1990. "She had a rough start growing up in Austin, Texas in various foster homes and juvenile detention centers.  Following her arrest for shoplifting and the scolding of the arresting police officer that she would never amount to anything, Cynthia took his words as a challenge to make something of her life. Throughout her years and varied assignments as an Army signal officer, Cynthia felt a calling into ordained ministry.  After three years of ignoring the call, Cynthia resigned her active duty commission to accept one in the Army Reserves.  She became an Army Chaplain and earned a Master of Divinity from Duke University.  Returning to West Point as a chaplain, Cynthia helped cadets struggle and manage competing demands of serving both God and country, and the moral dilemma of faith and fighting."
She will soon become the Rev. Dr. Cynthia Lindenmeyer, graduating May 21 from the Princeton Theological Seminary. Her final project inspired her award-winning article.  Her ministry project focused on the spiritual life and development of lieutenants deployed to Afghanistan. The project, "Virtual Ministry: Creating a social online network faith ministry resource for deployed West Point graduates" was based on seven years experience and a facebook ministry.
As each of three lieutenants she knew were killed in action, she kept returning to the question: what could I have done.
"She learned through doing the faith ministry -- and learned that faith needs to be nurtured or it withers while downrange where there are many crises of faith," said her husband, Lt. Col. Vince Lindenmeyer.
You may already know Cynthia. Locally, she has served as a visiting preacher at Saint Matthew's United Church of Christ, in North Middleton township.  And, her hobby puts her in front of many members of the community --  teaching free Spin classes, and Zumba, at the Thorpe Gym.





Staff Sgt. Corey Baltos, USAWC Public Affairs

Five Army programs doing well, according to IMCOM survey

Last year Lt. Gen. Rick Lynch, the commanding general of the U.S.  Army Installation Management Command, focused his efforts on the future of the IMCOM community.  To do this he asked the Soldiers, families and civilians that make up the Army community three questions: “Are we doing the right things?  Are we doing things right? What are we missing?”

“The point of asking for input from so many different people is to build a shared vision of where we are going in the next year,” said Lynch.  “Once we have a shared vision of what right looks like, we can figure out how to get there from here.”

To figure out what right looks like, the 2010 Installation Management community’s Campaign Plan laid out a vision, strategy and the way ahead for providing the programs, services and facilities that support Soldiers and their families.

Feedback from IMCOM community members has shown that they are satisfied with several Army programs such as the Exceptional Family Members Program, Survivor Outreach Services, the Total Army Sponsorship Program, the Army Substance Abuse Program, and the Army Continuing Education System.

All five of the programs are available at Carlisle Barracks.

Survivor Outreach Service

“The SOS program at Carlisle Barracks provides dedicated and comprehensive support to survivors of deceased Soldiers throughout 11 counties in Central Pennsylvania,” said David Cummiskey, AFAP Program Manager.

“Two of the most important things that SOS does is to make sure that survivors are receiving all the benefits that they are entitled to and that they remain an integral part of the Army family for as long as they desire,” said Cummiskey.

However, one of the problems that many survivors face is that many of them do not have a Department of Defense decal on their car, which means if they  are not in the military or retired military, they must obtain a visitors pass to come on post.  To make it easier for these family members to access Army installations IMCOM Protection Services Division has announced that survivors will be able to apply for a Survivor Decal, which will work like the standard installation access decal, and facilitate easier access to the post. 

Current DoD Physical Access Control policy requires everyone seeking entrance to a military installation to stop at the gate and present a government-issued, photo identification.  Survivors must still follow that policy, but once they have obtained a decal, they will no longer be required to apply for a visitor’s pass each time they enter an installation.

“We have requested 150 of these decals,” said Linda Slaughter, the director of the Carlisle Barracks Army Community Services.  Once Carlisle Barracks receives these decals more information will be provide on how to obtain one.

The SOS program at Carlisle Barracks also provides free financial counseling for survivors.  “The financial planning offered is anything the survivor may need, be that planning for a child’s college, reducing debt, or investing the Soldier’s life insurance,” said Slaughter.

Exceptional Family Member Program

The EFMP program is a mandatory enrollment program that works with military and civilian agencies to provide comprehensive and coordinated community support, housing, educational, medical  and personnel services to families with special needs.  Family members must be screened for EFMP enrollment prior to accompanying a Soldier on an OCONUS assignment.

“Enrollment in EFMP is increasing due to the diagnosis of autism,” said Anne Hurst, Carlisle Barracks Family Advocacy program.

“One of the things that many people don’t realize about the EFMP program is that the Army will fund up to 40 hours a month of respite care for families,” said Hurst.  “This allows the family members to take a break from caring for their loved one so they can run errands or just get away for a few hours.  It doesn’t matter what your rank is, everyone needs a break.”

The program at Carlisle Barracks provides assistance from a wide range of areas including youth services which runs an EFMP Sports Program, the school liaison office which assists families in making sure that the child’s school has the necessary resources and facilities for the child’s needs.  The post housing office will also work with EFMP families if they have specific housing needs such as access ramps for their housing. 

Army Substance Abuse Program

“One of the biggest changes in the ASAP program is that the clinical side of drug and alcohol counseling is being transferred from MEDCOM to IMCOM,” said Dan Hocker, Carlisle Barracks ASAP Program Manager.  “What this means for us at Carlisle Barracks, is that the counselors will move from Dunham Clinic to building 632 where the ASAP offices are located.”

The move will begin March 31, and be finalized on April 4.

“There is a common misconception that all ASAP does is drug testing,” said Ann Wolf, Prevention Coordinator, ASAP.   “However we provide prevention education training for both military and civilian personnel.” 

ASAP also runs the Installation Employee Assistance Program which provides short-term counseling, education and mediation to civilian employees and military family members who may need help.

 “One of the biggest fears that Soldiers have coming to the ASAP program is that their commander will find out that they are seeking treatment,” said Mancini.  “For both self-referral and command referral the Soldiers command team is notified that they are seeking treatment.  This is so the Soldier will be given the time needed to get treated not for punitive reasons,” said Mancini.  “We do respect patient confidentiality.” 

Total Army Sponsorship Program

“We are currently reengineering the Carlisle Barracks Soldier and civilian sponsorship process, along the new Army model,” said Elton Manske, the Director of Human Resources.

According to an Army directive that is expected to be published soon, the two programs will merge into one.   “The idea is to merge the two similar programs under one system to facilitate newcomers,” said Manske.

“The reason for the reengineering of the process is so the installation will be able to gain much better visibility of incoming individuals, especially civilian personnel,” said Manske.   “Incoming permanent party military are already tracked through this system.  We are adding the civilian personnel to the existing military system.  They will be the ones who will see the most change to the system.”

“With a standard web based system Soldiers and civilians can go on-line and see who their sponsors are, have access to information about their new installation and their sponger, and then provide feedback on their experience.”

Army Continuing Education Services Center

While Carlisle Barracks has a small number of Soldiers, the Army Continuing Education Services Center helps nearly 1,200 Soldiers sign up for classes and receives tuition assistance.   “We assist Soldiers all over Pennsylvania between reservists, active duty Soldiers and recruiters,” said Susan Ziegler, Education Services Specialist.

The biggest change to the ACES program is of course the post-911 GI Bill, which allows Soldiers to transfer their benefits to their spouse or their children.  “You must be in the Army for six years to transfer GI bill benefits to your spouse and 10 years to transfer them to your children,” said Ziegler.  “While you are in the Army you can add people but once you get out you cannot add anyone else.  So be sure you have everything in place prior to leaving the Army.”

The ACESC is located at building 632.

Senate confirms Dempsey as Army chief of staff

WASHINGTON (Army News Service, March 17, 2011) -- Gen. Martin E. Dempsey was confirmed by the Senate March 16, for assignment as the next chief of staff of the Army.

He will succeed Gen. George W. Casey Jr., who plans to retire next month after serving as the Army's chief of staff since April 10, 2007.

Dempsey is scheduled to be sworn in as chief of staff on April 11, at Joint Base Myer-Henderson Hall, Va. A Change of Responsibility Ceremony is scheduled for Joint Base Myer-Henderson Hall's Summerall Field at 3 p.m. that day.

Dempsey is currently serving as commanding general of the U.S. Army Training and Doctrine Command at Fort Monroe, Va. He has headed TRADOC since December 2008. Before that he was acting commander of U.S. Central Command, and from August 2005 to the summer of 2007, he commanded the Multi-National Security Transition Command-Iraq.

Dempsey is a 1974 graduate of West Point, where he was commissioned an armor officer.

During testimony before the Senate Armed Services Committee March 3, Dempsey answered questions about how he would serve as the next chief of staff of the Army, a position he was nominated for in January by President Barack Obama.

"I sit before you today with confidence that whatever challenges confront us in the future, your Army will respond with the same courage and resolve that has characterized it for the past 235 years," Dempsey said.

He told senators that he will work hard every day as chief of staff to earn the trust of Soldiers by ensuring they have what they need.

"I will work to match their drive, their sacrifice and their resolve," Dempsey said, "and I will partner with the Congress of the United States of America and this committee in particular, to ensure we remain worthy of the title 'America's Army.'"

Lt. Gen. Robert Cone, commander of III Corps and Fort Hood, Texas, has been nominated to take over for Dempsey as commander of TRADOC.

Other confirmations by the Senate March 3 include:

- Maj. Gen. Donald M. Campbell Jr., for appointment to lieutenant general and assignment as commanding general, III Corps and Fort Hood. He most recently served as commanding general, U.S. Army Recruiting Command, Fort Knox, Ky.

- Lt. Gen. Purl K. Keen to serve as chief, Office of the Defense Representative, Pakistan. He is currently serving as deputy commander, United States Southern Command, Miami, Fla.

- Maj. Gen. Joseph L. Votel for appointment to lieutenant general and assignment as commander, Joint Special Operations Command and commander os Joint Special Operations Command Forward, Fort Bragg, N.C. He is currently serving as chief of staff, United States Special Operations Command, MacDill Air Force Base, Fla.

- Brig. Gen. Donald L. Rutherford for promotion to the rank of major general and assignment as chief of chaplains, U.S. Army, Washington, D.C. He is currently serving as deputy chief of chaplains.

(ARNEWS reporter Todd Lopez contributed to this report.)

Suzanne Reynolds, USAWC Public Affairs Office

Indian general, USAWC Class of 2001 grad, inducted into IF Hall of Fame


March 11, 2011--The Army War College honored a distinguished member of the Class of 2001 with an induction into the International Fellows Hall of Fame, March 11. 

Maj. Gen. Gregg Martin, USAWC commandant and Gen. Vijay Kumar Singh, the Chief of Staff of the Indian Army, remove the cover of the portrait of Singh that will be displayed in the Army War College International Fellows Hall of Fame.  He is the 33nd IF to be inducted.  Photo by Megan Clugh.


General Vijay Kumar Singh, the Chief of Staff of the Indian Army, the highest position in the Indian Army, became the 33rdInternational Fellow to receive the honor.

Singh was voted for induction by the fellow members of his USAWC class and the ceremony took place in front of the current USAWC class.

 “General Singh had demonstrated professional competence and courage in leading his nation’s armed forces and, in doing so, honors his alma mater, the U.S Army War College,” said Maj. Gen. Gregg Martin, the Commandant of the Army War College.  “His connection to this institution and to you, has never been more important, as our nations and partners face the dangers and new threats of the 21stCentury.”

"It is an honor for an IF to be inducted into IHOF at US Army War College, Gen. V.K. Singh is a visionary and inspirational leader," said Indian Brig. Gen. Balbir Singh, current Indian International Fellow, Class of 2011.  "I had the unique honor to work with him closely. His clarity of thought, professional acumen and humane approach always inspired me to perform better. The Indian Army will grow from strength to strength under his dynamic leadership," said Singh.

After being honored Singh discussed strategic leadership and management with the students.  He told them to always lead by example, and to avoid the status quo.  “As a strategic leader you should not lead without a strong conviction and do not be indecisive,” said Singh.   

Singh also discussed the difference between management and leadership.  “Management is about coping with complexity, while leadership is about coping with change including that brought about due to complexities.”

He also told students the importance as strategic leaders to understand how to effectively use the media and how it will assist you. 

In shaping and managing future leaders, Gen. Singh told students to, "lead by example, what you do is what others will do and emulate."

Throughout his career, Singh has been at the forefront of change and transformation.  In addition to his experience as a commander, staff officer and instructor, Singh has been deployed many times beginning with the 1971 Bangladesh War, and most recently during Operation Parakram in 2001.

He has also commanded the prestigious Strike Corps in Western Sector, before taking over the command of the Eastern Army in March 2008.

Singh became the 26thChief of the Army Staff on March 31, 2010.  He was the first commando to be appointed to that post and as a veteran of many battles, brought vast experience of counter-insurgency operations to the position.

Singh is a graduate of the Indian Defense Services Staff College, an honors graduate of the United States Army Infantry School, as well as, the U.S. Army Rangers Course.

Singh was awarded the Param Vishisht Seva Medal by the President of India in recognition of his exceptional and distinguished services on the eve of Republic Day 2009.

As the first Indian officer to be inducted into the U.S. Army War College International Fellows Hall of Fame, Singh joins a uniquely prestigious alumni group.

Great Decisions 2011 comes to an end
Suzanne Reynolds
Army retired Lt. Col Ray Millen discusses the most powerful country in Europe, Germany, which can be described as the economic engine of the continent, Friday, March 11, Carlisle Barracks Post Chapel
Photo by Staff Sgt. Corey Baltos
  March 14, 2011 – Germany’s economic and political power in Europe, the eighth and final presentation for the 2011 Great Decisions Program, was held at the Post Chapel on Friday, March 11.  The presentations for the year covered such topics as national security challenges, global governance, development efforts in Haiti, financial and debt crisis, the dangerous conditions in the Horn of Africa, controlling the proliferation of weapons of mass destruction and the countries and regions of the Caucasus.
  Each presentation this year attracted 90-100 participants from the greater Carlisle community. 
  Great Decisions at Carlisle Barracks initiates discussion with presentations from subject matter experts drawn from the Army War College and Dickinson College.
  The eight speaker events are free and open to the public, held at the Memorial Chapel on post each Friday afternoon from mid-January to mid-March.
  “The speakers add insight to the Great Decisions articles,” said retired Army Col. John Brown.  “They provide a broader understanding collectively of what is going on in the world,” he said.
  "For 57 years, Great Decisions has given an inspiring example of the role citizens can play in discovering, discussing and deciding how some of the world's greatest challenges can be met," said Charlotte Kinney, program coordinator.  "It takes citizens beyond the headlines by providing a look at eight of the most significant and far-reaching challenges facing the world,” she said.
  The local intent is nested in the Foreign Policy Association’s national program:  to promote thoughtful discourse, to bring people together to express their ideas and opinions, and to learn from others.
  “I learned an awful lot in the here and now by attending this, instead of reading newspapers,” said Anita Druschel.  “We are very fortunate in Carlisle to have this available to us,” she said, talking about the Army War College and Dickinson College faculty who offer their expertise during Great Decisions.
  "This is my first year as an attendee and participant in the Great Decisions Lecture Series,” said Dr. Stanley Tarka.   “All speakers' presentations were of exceptional quality due to their respective individual expertise and unique experiences, resulting in no shortage of further questions,” he said.
   “As a civilian, I thoroughly appreciated the opportunity to learn from their perspective and experiences and have an even greater appreciation for what the U.S. Army War College Strategic Programs provide to our future leaders in the military, as well as to the national and global challenges we face daily,” said Tarka.  “I want to express my appreciation to the U.S. Army War College and their continuing commitment to support the Great Decisions series lectures and look forward to participate in the future."
  To view the 2011 presentations online, go to:
  The program is sponsored by the Cumberland Valley Chapter of the Association of the U.S. Army and supported by the U.S. Army War College.

A Wealth of Information for Military Families
The U.S. Army War College Military Family Program offers informational programs for Military Families.  Programs for March include:
March 14 - 11:45 a.m.-1:30 p.m., Wil Washcoe Auditorium
Caring for Aging Parents II
A panel presentation and discussion on "Caring for the Aging" will be held in Wil Washcoe Auditorium on Monday, March 14 from 11:45 a.m.-1:30 p.m.. This second session will address new areas of information beyond those presented in the previous Aging Parents lecture. The panel will consist of representatives from an in-home health care company, a nursing home and a funeral home. The panel presentation will be followed by a question-and-answer period.
March 21 - 11:45 a.m.-12:45 p.m., Wil Washcoe Auditorium
Public Speaking Presentation
Army War College Public Affairs officer Carol Kerr will lead a presentation on public speaking.  She’ll offer insights about planning what to say and how to say it – and will share tips about looking polished and managing anxiety.  Your questions will be welcome in this interactive session. This presentation is open to the entire Carlisle Barracks Community.
For more information on Military Family Programs, call 717-245-4787.

Retired general to address legal and policy dilemmas of Guantanamo detention center
(Carlisle, PA) – Major General John D. Altenburg Jr., this year's Omar N. Bradley Joint Chair in Strategic Leadership, will discuss the ethical, policy, and legal dilemmas regarding detention, rendition, interrogation, and the use of military commissions in the war against al-Qaeda and other terrorists on March 30. This interdisciplinary event will be held in the Lewis Katz Hall auditorium at the Law School in Carlisle.
  Altenburg, who has criticized the Bush administration forfailing to explain to the American public its rationale regarding the legal basis for detentions and military commissions, said that Guantanamo is grossly misunderstood.  “Our country thrives on criticism. We must have critics. But the Bush administration allowed the critics to define the terms of the debate and those terms were domestic criminal law. They had the public thinking TV show Law and Order – Fourth Amendment, Fifth Amendment, right to speedy trial – that’s the wrong paradigm. The analytical structure should have included International Law, especially the Law of Armed Conflict.”
  Following opening remarks, General Altenburg will respond to questions posed by two experts, Dr. Jeffrey D. McCausland, a Senior Fellow at the Carnegie Council and retired U.S. Army Colonel, and Dr. Harold L. Pohlman, the A. Lee Fritschler Professor of Public Policy and executive director of the Clarke Forum for Contemporary Issues at Dickinson College. After fielding questions from the interviewers, General Altenburg will take questions from the audience.
  “Guantanamo inspires legal debate about the constitutionality of the U.S. government’s actions under the separation of powers and due process doctrines, and policy debate, both domestic and foreign, about counter-terrorism efforts. It is a magnet for these topics and an ideal subject to encourage civilian-military dialogue, the primary intention of the Bradley Chair,” said Amy Gaudion, assistant dean for academic affairs at the Law School.
  General Altenburg was recalled from retirement to serve as Appointing Authority for the Military Commissions responsible for full and fair trials for some of the detainees held at Guantanamo Bay.  General Altenburg’s responsibilities included resolving administrative and legal questions posed by the prosecution, defense, and Commission members.
  Co-sponsored by the Law School, the Penn State School of International Affairs, Dickinson College and the United States Army War College, the program will begin at 6:30 p.m. in the auditorium of Lewis Katz Hall in Carlisle and be simulcast to room 116 of Lewis Katz Building in University Park. The event is open to the public.
  The Omar Bradley Chair is a joint initiative of the United States Army War College, Dickinson College, and Penn State Law to advance the study of strategic leadership and enhance civilian-military dialogue by offering distinguished individuals the opportunity to contribute to the educational and research activities of the three institutions.

Staff Sgt. Corey Baltos

Army revises PT test

March 14, 2011 - For over 30 years Soldiers have been secure in the knowledge that twice a year they would be tested on their ability to do as many push-ups and sit-ups that they could do in two minutes, and how fast they could run two miles.   That security is about to go away.

The Army is finalizing a revolutionary new physical training test and adding a combat readiness test to determine a Soldier’s readiness for combat and general physical fitness.  This will be the first major over hall of the Army’s PT test since 1980, and is part of a larger revamping of the Army Physical Fitness program.

 “Today’s PT test does not adequately measure components of strength, endurance, or mobility.  The events have a low correlation to the performance of warrior tasks and battle drills and are not strong predictors of successful physical performance on the battlefield or in full spectrum operations,” said Lt. Gen. Mark P. Hertling, TRADOC’s deputy commanding general for Initial Military Training.

Carlisle Barracks Soldiers and staff speak about the new PRT

“From doing PT for over 20 years by using the old methods, it was time for a change,” said Sgt. 1stClass Curtis Lane, the operations NCO at the Center for Strategic Leadership.

“Soldiers need to be able to respond to the challenging terrain, or techniques used by enemy combatants,” said Robert Stanley, an exercise physiologist at the Army Physical Fitness Research Institute, who was one of the 16 panel members who helped develop the new test.   “These challenges rely more on power, strength, anaerobic capacity and speed, then aerobic and muscular endurance.” 

“The Army has become a younger, faster, smarter institution,” said Lane.  “This program is geared more towards our younger Soldiers who are coming into the service much physically weaker than before.  This Xbox and Play Station era Soldiers needs this program to build up more stamina, strength and muscular endurance.”

Revising the PT test is the third part of a three phase plan to correlate physical readiness training with the demands of today’s Army.   The tests are currently being fielded at eight different sites throughout the Army, where they will determine scoring standards, resource requirements, and gender and age norming requirements.   The testing will continue through the summer.  Full implementation throughout the Army is expected in the fall.

During the last 10 years of combat it was determined that Soldiers needed to be able to jump, bound, crawl, stop, start, lift and carry to be successful in a combat environment.  The new PRT, as well as the CRT, is designed to be a better assessment of a Soldier’s fitness then the old PT test because it will better assess the anaerobic capacity that drives high-intensity bursts of energy. 

The new physical readiness test will consist of five events:  

  • 1 minute rower
  • Standing long jump
  • 1 minute push-up
  • 1 ½ mile run
  • 60 yard shuttle run

Right now the new PRT test is scheduled to be taken once a year.

However, just because the events are shorter doesn’t mean it is easier. 

Unlike the push-up and sit-up event of the current PT test, which allows resting in between events, the new one-minute rower and push-up events will better asses muscular strength because the event requires non-stop muscle movement that will demonstrate immediate muscle fatigue and failure.

 “People look at events and say, ‘That’s easier!’ OK, go ahead and try it,” said Hertling. 

“You literally have to be cranking the entire one minute,” said Hertling.  "What we found through research is the second minute of the 2-minute test is just kind of struggling through, and doesn’t give a true measure of muscle failure.”

The reason for shorting the distance run from 2 miles down to 1.5, was because it is the “gold standard” that will test not just a Soldier’s endurance but also anaerobic capacity. “1.5 miles is long enough to test Soldiers aerobic fitness and endurance capability without as many injuries as the 2 mile test had,” said Stanley.

Combat Readiness Test

Along with the new PRT, the Army is adding a combat readiness test determine Soldier’s readiness for combat and general physical fitness.  Right now the CRT will be taken once a year.

 “We have found that a Soldier might be able to do 1,000 push-ups but be unable to traverse a mountain.  Another may be able to run like a gazelle but can’t carry an injured Soldier out of harm’s way,” said Hertling.  "That is why the Army is looking into requiring Soldiers to take a combat readiness test as well as the PRT.”

The combat readiness test will incorporate warrior tasks and drills, and will provide a more accurate assessment of the unit’s physical readiness training program as well as the individual Soldier’s capability.  The ACRT will be executed in the Army combat Uniform while wearing the Army Combat Helmet and carrying the Soldier’s assigned weapon.  The test will incorporate several exercises and drills from the physical readiness training circular and will provide a testing environment similar to that on the battlefield.   It will include a 400-meter run, hurdles, a high crawl, casualty drag, sprints, and other movement drills.

“This test has been conducted in many forms over the years,” said Lane.  As an infantry Soldier I have been putting together programs like this for Sergeant's Time Training for years.  I can stand by it.”

 Another change to the APFT is that new age groups have been established.   Currently the program, which is being piloted at eight different sites throughout the Army, has proposed that the new age categories align with those at the Cooper Institute and the American College of Sports Medicine which establish the age groups as: under 30, 30-39, 40 to 49, 50 to 59 and over 60.

“However, nothing is complete until the results of the pilot test are finished,” said Stanley.  “After the review of the results, the broadening of the age brackets may require adjustments.”

Thomas Zimmerman, Army War College Public Affairs Office
SDME tests students to apply lessons learned 


During the Strategic Decision Making Exercise students assume the roles of leaders at all levels and also take part in mock congressional testimony with actual U.S. Congressmen. USAWC photo lab.


March 10, 2011 – For the past seven months Army War College students have participated in seminar discussions, listened to guest speakers and done everything else the curriculum required of them.  All their hard work has culminated in the Strategic Decision Making Exercise, held March 2-9 at the Center for Strategic Leadership.

Considered the student’s capstone exercise, SDME is a six-day, interactive, strategic-level, political-military exercise based in the year 2025, which gives students the opportunity to integrate and apply the knowledge they've acquired during the academic year to a "real-life" situation.

"Learning by doing is the most effective way to learn, and the exercise allows students to apply the principles they learned in the midst of a fast-paced, complex exercise that allows them to see how frictions affect the processes," said Dr. Bill Johnsen, Dean of Academics.  "The SDME exposes students to new issues and areas that they will become involved in for the remainder of their careers."

“SDME provides the opportunity for the students to see how all of the processes and systems the students discuss in the core curriculum fit together into the US national security process,” said Prof. Doug Campbell, CSL director. “It exposes them to the pressures and the kinds of events that senior national security leaders with on a regular basis.”  

“This has been one of the best and most valuable exercises I’ve ever been involved in,” said Col. Shawn Reed, student.

“It’s amazing how in-depth and complex this exercise really is,” said Air Force Lt. Col. Chris Colbert.

During the exercise students role-play many of the duties and tasks that they will face once they graduate, including conducting video teleconferences with Combatant Command Staffs, testifying before Congress, and performing bilateral negotiations with foreign government officials.

The exercise takes only six days to complete, but takes a small army of people to plan and execute.

Distinguished visitors and mentors like Gen. Raymond Odierno, Commander, Joint Forces Command and 1995 Army War College Grdauate, add to the exercise.


“The number of people involved in SDME changes over time, starting with a small core that plans the basic structure for the next exercise eventually expanding to the entire faculty of the USAWC,” said Campbell.

The exercise brings together more than 600 personnel from the War College and subject matter experts from outside the school to serve as controllers, observer controllers, or exercise facilitators. People participating in the exercise come from numerous government organizations, including the Department of State, Joint Staff, FEMA, CENTCOM, FBI, and the CIA. Each year more than 50 distinguished visitors participate as role-players in the exercise; most as leaders from the military, diplomatic, interagency, business, and education communities.

Some of the distinguished visitors to this year’s exercise were Air Force Gen. Douglas Fraser and Gen. Raymond Odierno, commander, Joint Force Command,  Lt. Gen. John Sterling, deputy commanding general/chief of staff, TRADOC, Lt. Gen. Frank Grass, director of operations, J3, Northern Command, Lt. Gen. Keith Huber, deputy commander, Joint Force Command,  Marine Corps Lt. Gen. John Allen, deputy commander of CENTCOM, Matthew Cordova, office of the coordinator for reconstruction and stabilization, Joseph Donovan, deputy Assistant Secretary of State, Bureau of East Asian Affairs, and retired Gen. William Wallace

This team makes sure that the exercise is cutting-edge and provides realistic scenarios for the students to encounter.

Marine Corps Lt. Col. Darren Richardson takes part in a short notice interview during the exercise.  Part of the exercise involves short notice interviews and press briefings, both of which are then included in daily news broadcasts. USAWC photo lab.


“We look at what is happening in the world and based upon the exercises we conduct with senior Army and Joint commands, what issues are those leaders dealing with and think may be an issue in the future,” said Campbell. “Based upon this information we review each scenario to ensure it is plausible, reasonable and reflects fresh issues and challenges and that it achieves the educational objectives for the exercise.”

Collins Hall is a perfect place to host exercise like SDME.

“Collins Hall was designed, built and staffed by HQDA for the purpose of using information technology to support education at the strategic level,” said Campbell. “The Army's senior leadership specifically wanted to see events like these as well as things like the Army's Title 10 exercise and Joint exercises that are conducted here.”

The exercise tests not only the students, but the faculty, exercise participants, observers and others as well.

“From an exercise design perspective it is challenging to integrate all of the events are going on during the exercise and make them happen flawlessly,” said Campbell. “From an exercise development perspective it is how to write scenarios which support the educational objectives we are trying to accomplish.  From a faculty point of view it might be how to understand all that is going on and how it impacts the cell he or she is trying to "observe/control."  From a student perspective it is probably testifying before Congress, or standing up in front of the "media," whose questions can be rather demanding. 

Another important part of the exercise involves the students interacting with various national and international news media outlets.  During press conferences and interviews, controllers act as reporters from different national and international news organizations. The sound bites from these media events are then incorporated into television news broadcasts televised in Collins Hall each day.

Students take part in a meeting of the National Security Council. The more than 330-member USAWC student body is split into two worlds, which are further divided into student cells that focus on specific geographic regions. USAWC photo lab.


The filming of the interviews and the television newscasts were produced by Army Reserve Soldiers from the 222nd Broadcast Operations Detachment out of Bell, Calif., and the 356th Broadcast Operations Detachment out of Ft. George G. Meade, Md.

“From a unit training point of view it is the best training environment we have had,” said Maj. Patty Brewer, commander of the 356th. “Our mission when we deploy is to work with AFN so short of going to an AFN station, this is the closest thing there is.  This AIT is important because it gives the Soldiers a chance to use perishable skills.”

 The exercise teaches lessons that will be valuable for years, according to Johnsen.

 "The SDME requires students to continue to hone the critical thinking and creative thinking skills that they have developed during the course of this year, and upon which they will rely for the rest of their careers.

International Fellows' Sponsors Recognized for their Volunteerism
Suzanne Reynolds, USAWC Public Affairs Office
  E. J. Nichols, former U.S. Army War College Director of Security, was presented with a plaque for her service to the USAWC International Fellows Program by the Commandant, Maj. Gen. Gregg F. Martin and the Deputy Commandant for International Affairs, Ambassador Carol van Voorst at the first Sponsor Recognition and Appreciation Reception, LVCC, March 1.
 In 17 years, Nichols sponsored International Fellows from 19 countries.
  Photo by Megan Clugh 
 The U.S. Army War College thanked sponsors from throughout Cumberland County who have made the International Fellows program a success for our nation—and for 112 nations throughout the world, at the first Sponsor Recognition and Appreciation Reception hosted by the USAWC Commandant and Ambassador, Tuesday, March 1, Letort View Community Center.
  Along with recognition to Carlisle-area individual sponsors, corporate sponsors to include GIANT, Members 1st, HERCO and the William T. Morris Foundation, were also commended for their continued support to the Program.
  The class that arrives this summer will include a record number of 70 Fellows—a number that will grow to 80 in the following year because the International Fellows’ role is recognized as an important addition to the U.S. military officers’ educational experience.
Sponsors are critical to the success of the International Fellows’ Program
  Sponsors help ensure that the International Fellows and their families return to their countries after their year-long stay, with positive experiences and warm memories of the area, the people, and the United States.
  Three sponsors representing the USAWC, Carlisle Barracks, and the Carlisle community are designated for each Fellow and his family:  
  The Seminar Sponsor assists the International Fellow in adjusting to the requirements and schedules of the USAWC classroom.
  The Carlisle Barracks Sponsor assists with the logistical and administrative arrangements such as renting a house/apartment, purchasing/leasing a vehicle, insurance, school registration for children and anything else that will make the Fellow’s year in the United States professionally and personally rewarding.
  The Community Sponsor provides opportunities for the International Fellow and his family to participate in social and cultural activities, such as providing information about the area in general, shopping centers, grocery stores, banks, historical sites, recreational activities.   They may also assist with logistical and administrative arrangements.

Lt. Col. Charles Unruh, Dunham Army Health Clinic
Are you registered for TRICARE Online yet?

Are you and your family members registered for TRICARE Online (TOL) yet?  If not, visit www.Tricareonline.comto get started.  To reward those registered to Dunham by 31 March 2011, we will randomly choose 2 of our TRICARE Online registered patients (currently 4,300+) to win a $10 AAFES gift card.  Our recent winners for March were Susan and Cory, and they have collected their gift cards.  Registration is easy and only takes about 5 minutes.  If you registered at a previous duty station please log into TOL and transfer your enrollment (select My Profile and Transfer MTF) to Dunham.


In addition to a potential gift card, there are other benefits from registering.  You can make your appointment online after hours, to include weekends, rather than waiting until 0730 on duty days for the call center to open. Our TOL registered can book urgent, non-urgent, School/Sports Physicals, and Woman Wellness appointments 24/7.   Patients can request prescription refills, and even see a record of current and previous prescriptions. Future planned enhancements include an expanded Personal Health Summary with lab results and previous visit information.  If you use TOL and have feedback, call us at (717) 245-3911 or send us an email at


The program is pretty easy to navigate, but if you have trouble, get a strange message, or forgot your password the DOD offers 24/7 customer support at 1-800-600-9332.  For additional information or if you are not sure you are registered, e-mail us at call (717) 245-3933.  


ASA (ALT) Establishes Deputy Assistant Secretary of the Army for Services (DASA(S))

What is it?

The Deputy Assistant Secretary of the Army for Services (DASA(S)) is the Army's senior strategic manager responsible for developing and implementing a holistic approach for Army services. DASA(S) will assist commanders in obtaining cost-effective and efficient services to achieve their missions.

The Army spent in excess $52 billion a year on services. That's greater than half of our total procurement funding. There hasn't been an overarching lead agent or office with specific responsibility for services. This responsibility will promote a focus on activities surrounding the planning, execution and management of services across the Army.

What has the Army done?

On Nov. 1, 2010, the Assistant Secretary of the Army for Acquisition, Logistics and Technology (ASA(ALT)) established the DASA(S) in response to the September 2010 directive titled "Implementation Directive for Better Buying Power - Obtaining Greater Efficiency and Productivity in Defense Spending" from the Under Secretary of Defense for Acquisition, Technology & Logistics (USD (AT&L)). Prior to this directive, ASA (ALT) had already initiated a number of improvements to the services acquisition process.

What will the Army do?

DASA (S) will implement management and oversight of service acquisition DASA(S) will work closely with the Army Commands (ACOM) and Direct Reporting Units (DRU) across all four Army enterprises. Managing services acquisition across the Army will require both in-command and cross-command visibility of services requirements, vehicles and spending. Current concepts provide both portfolio management and command advocacy working in concert to provide the best value for resources expended in support of our Soldiers.

Why is this important to the Army?

The lack of enterprise view resulted in significant variations, limited ability to achieve synergies, apply best practices optimize results, limiting effectiveness and efficiency in execution. These efforts will support the Solider by transforming the Army's approach to acquiring services from a tactical and reactive function to a strategically driven process that engages all key stakeholders to ensure maximum value for every contract dollar.


USAWC Strategy Conference: Roles of the Military and Society: Reciprocal Expectations?
As a steward of society, what is the proper role of the U.S. military? Should it be limited to fighting wars or expanded into other areas such as border security, diplomacy, or humanitarian missions?

Panelists Lt. Gen. John Mulholland, Special Operations Command; Dr. Douglas Stuart, Dickinson College; Dr. Diana Putman, U.S. Agency for International Development; Dr. Nadia Schadlow, Smith Richardson Foundation and moderator Prof. Douglas Lovelace will discuss these questions and more during the 2011 USAWC Strategy Conference.  

Lt. Gen. John E. Sterling Jr, Deputy Commanding General/Chief of Staff, TRADOC,  will close the conference with his insights about the Army-wide initiative to refine the understanding of what it means to be in the Profession of Arms.

Key topics of the conference will be --

o  America's society and the military profession

o the media perspective on the military and society

o the role of faith in the US military and in American society

o the roles of Military families, spanning the military community and the American society

o Military leaders call for investing in America's youth

o Physical, mental, economic impacts of veterans re-integrating into our American society

o Expectations:  do Americans look to the US military for more than fighting wars ... border security, diplomacy, humanitarian mission?

Registration deadline is April 3. Visit, to register, view the full agenda, and other admin information. 

Thomas Zimmerman, Army War College Public Affairs Office
USAWC program helps educate senior reserve officers on current trends

Participants in the Senior Reserve Component Officer Course took part in a tour of the Army Heritage and Education Center during their time at the Army War College. The annual event brings nearly 40 reserve component general officers from the U.S. and Canada here to interact with War College students in their seminars, as well as attend briefings and tours of key components of the college, such as the Peacekeeping and Stability Operations Institute, the Army Physical Fitness Research Institute and AHEC. Photo by Thomas Zimmerman,

March 8, 2011 -- The Army War College educates more than just the resident and distance USAWC classes, just ask the nearly 40 general officers from the U.S. and Canada who came to the Army War College to take part in the Senior Reserve Component Officer Course.

“SRCOC serves two purposes,” said Col. Greg Martin, Army Reserve Advisor to the Commandant, and coordinator of the event. “First, it gives our resident students insights into our reserve components. Second, it gives them extensive exposure to senior officers in seminar and third it gives the attending general and flag officers a pulse on how the students see things.”

“I really think that programs like Adjutant General National Security Seminar and SRCOC help both the students and the general officers that we invite to understand the issues that each faces as well as have an open and frank discussion of the challenges they face,” said Col. Oliver Norrell, National Guard Advisor to the Commandant. “As a general officer at the state level, you may not always get these kinds of opportunities, so this is important.”

The annual event includes interacting with War College students in their seminars, as well as briefings and tours of key components of the college, such as the Peacekeeping and Stability Operations Institute, the Army Physical Fitness Research Institute and the Army Heritage and Education Center. 

“The SRCOC Senior leaders are some of the most self-sacrificing when it comes to giving their time to complete the mission,” said Dr. Tom Williams, APFRI director. “Too often that sacrifice comes at the cost of their own health and fitness. We strive to use the APFRI Assessments to help ‘reset’ and ‘sustain’ our SRCOS participants; to enhance their readiness in this era of persistent conflict.”  

The general officers also visited the BAE Systems plant in York, Pa, who develops a range of products and services for air, land and naval forces, as well as advanced electronics, security, information technology solutions and support services.

 “This is really a great opportunity to learn from both the students and other general officers in the course,” said Air Force Brig. Gen. Steve Gross, commanding officer of the Oregon Air National Guard. “I’m encouraged to see the openness of the students from the other services in new and different ways of solving problems.”

“The students here really integrate us into their seminars and provide us with some great information to take back with us about their different operating environments,” said Brig. Gen. William Beckler, the deputy commander of a reserve unit from Vicksburg, Mississippi.  “We were able to ask and answers questions from each other. It’s good to remember what the ‘thinking Army’ is doing, since we sometimes get caught up in day-to-day operational issues.”

“I’ve been so impressed with the services and information that the institutes of the War College like APFRI and PKSOI provide,” said Navy Rear Adm. Robin Braun, deputy director of operations at U.S. European Command. 

She pointed out that the efforts and assets of PKSOI were especially valuable for her in her current position.

 “When I get back, the first thing I’m going to do is see how we can engage these groups at EUCOM,” she said. “The expertise in building partnerships among others may prove very helpful for us.”

The reserve component perspective was valuable for the students as well.

“We had two flag officers in our seminar who were able to share perspectives on the military and operations from multiple levels, to include a Navy admiral who just came out of ISAF,” said Lt. Col. Doug Boltuc.  “They had great insights on force management, bringing their unique perspective working with it every day.”

“They all added some much to our discussions of force generation,” said Rich Stakelum, student.  “This has really been a unique and valuable experience for all of us.”

Suzanne Reynolds, Public Affairs Office
Great Decisions to explore Germany, its Power in Europe, and U.S. Interests - Friday
On March 4, Dr. Craig Nation discussed the countries and regions of the Caucasus and their energy resources.



 Photo by Suzanne Reynolds
  March 9, 2011 --  Great Decisions at Carlisle Barracks initiates discussion with presentations from subject matter experts drawn from the Army War College and Dickinson College.  The local intent is nested in the Foreign Policy Association’s national program:  to promote thoughtful discourse, to bring people together to express their ideas and opinions, and to learn from others.
  The eight-speaker events are free and open to the public at the Post Chapel on Friday afternoons from mid-January to mid-March.
  The Great Decisions schedule for upcoming programs is listed below.
  If you've missed the Friday event, you can view the presentation online:
  The program is sponsored by the Cumberland Valley Chapter of the Association of the U.S. Army and supported by the U.S. Army War College.
March 11 (1-3 p.m.) Lt. Col. Raymond Millen, U.S. Army retired:  Germany Ascendant
  Germany has emerged from both the financial crisis and the eurozone crisis as the dominant economic and political power in Europe, in particular setting the tone for dealings with Russia, Eastern Europe and Iran.  How important is it for U.S, interests to enhance relations with Germany, and how should the U.S. react when German and U.S. interests fail to align?

Carlisle Barracks Spouses’ Club 2011 Scholarship Application

  The CBSC Scholarship Program offers scholarships annually to deserving students who have committed to continuing their education beyond high school in a full-time undergraduate program.  CBSC Scholarships are merit-based and may be used for any college-related expenses (including tuition, room and board, books, lab fees, etc…).


1. Possess a valid US military family member identification card.
2. Be a family member of a CBSC member. Membership must be current as of 31 December 2010.
3. If not eligible for CBSC Membership, then Service Member must be assigned to Carlisle Barracks.
4. Be under the age of 23.
5. Be a high school senior, home-schooled equivalent, or currently enrolled in a college or university.
6. Applicant must agree to enroll as a full-time undergraduate student as defined by the university/college during the 2011-2012 academic year.

QUALIFICATION REQUIREMENTS: Applicants must submit the following by the postmark deadline, March 30, 2011, in order to be considered qualified for an award:

- A completed application (pages 1-6).

- Please take special notice of (*) below.

- Official transcript(s) from the Applicant’s high school(s) or state-certified grades or proof of GED, College Freshman must submit certified transcripts from Senior year of High School and certified fall semester transcripts. College Sophomores and above must submit certified transcripts of all College coursework. If college applicant has completed fewer than thirty (30) semester hours by 30 March 2011, an official high school transcript is also required.

- Copies of SAT and/or ACT results.

- A one page double spaced essay with a font size of 12 on a selected topic as indicated on the application.

- A photocopy of both sides of the applicant’s and sponsor’s military ID card.

- Proof of acceptance to a college or university. (If acceptance is not available at time of application deadline, then proof of acceptance must be received before scholarship awards presentation. Scholarship will be forfeited if proof of acceptance is not received before the time of awards presentation.****

- Additional information, as required

Celebrating International Women’s Day
  Around the world, International Women’s Day is celebrated on March 8, but also throughout March, to mark the economic, political and social achievements of women.  U.S. Army War College 2007 graduate, Norwegian Maj. Gen. Kristin Lund, is one such woman who has accomplished remarkable achievements.
  Lund not only was the first female Army General in Norwegian history, and the first USAWC female International Fellow, but is now Norway’s Chief of Staff of Home Guard, equivalent to the U.S. Chief of the Army National Guard Bureau.  Lund is responsible for 50,000 personnel and shaping, structuring and downsizing the force to prepare them for the future.
  International Women's Day has been observed since the early 1900's, a time of great expansion and turbulence in the industrialized world that saw booming population growth and the rise of radical ideologies.
  Now, International Women’s Day is an official holiday in many countries, and in fact, has the equivalent status of Mother's Day.
  The new millennium has witnessed a significant change and attitudinal shift in both women's and society's thoughts about women's equality and emancipation.  But women are still not paid equally to that of their male counterparts.  Women still are not present in equal numbers in business or politics, and globally women's education, health and the violence against them is worse than that of men.
  However, great improvements have been made. We do have female astronauts and prime ministers, women can work and have a family, and have real choices.  So for the past few years, International Women’s Day has moved from being a reminder about the negatives to a celebration of the positives.
  2011 is the global centenary year for International Women’s Day – 100 years since the first International Women's Day.
  Make a difference, think globally and act locally!!  Make every day International Women's Day.
  To learn more about International Women’s Day, visit their website:
(Source of information--International Women’s Day website.)

Sgt. Ben Hutto, 3HBCT Public Affairs

Benning female Soldiers test new Women's Army Combat Uniform

Photo credit Sgt. Ben Hutto

Linda Mullenix, a quality assurance inspector, measures Staff Sgt. Shakeisha Cheeks, Headquarters Company, Brigade Troops Battalion, 3rd Heavy Brigade Combat Team, 3rd Infantry Division, at the 203rd Brigade Support Battalion Headquarters on Kelley Hill, Feb. 22. One hundred and fifty female Soldiers at Fort Benning, Ga., were given two sets of the Women's Army Combat Uniform as part of a study on the uniform by Soldier Clothing and Individual Equipment Command in Fort Belvoir, Va. Photo by Sgt. Ben Hutto

President Signs Continuing Resolution Extension

By Jim Garamone
American Forces Press Service

WASHINGTON, March 3, 2011 – President Barack Obama signed legislation last night that will keep the government funded and running through March 18.

The new continuing resolution cuts $4 billion from the previous continuing resolution funding. None of the $4 billion is taken from Defense Department programs. Extending the continuing resolution also means that service members and veterans have until March 18 to file for 'stop-loss' funds if their service was involuntarily extended between Sept. 11, 2001 and Sept. 30, 2009.

Obama said he wants negotiations between the executive and legislative branches to continue. He called on Democratic and Republican leaders of Congress to begin meeting as soon as possible with the vice president, the White House chief of staff and the budget director.

“We believe and hope that … an initial meeting will take place very soon,” White House Press Secretary Jay Carney said yesterday, adding that there is room for compromise.

DOD officials have been warning for weeks of the effects a year-long continuing resolution would have on the department. It would mean a $23 billion shortfall in the fiscal 2011 defense budget, and will preclude many contract starts.

The president wants to avoid continuing two-week extensions, and wants a long-term deal with Congress, Carney said.

“We look forward to negotiations on a long-term deal, through the end of the fiscal year, so that we can do the country’s business efficiently and effectively; because it is no way to run a business or a government to … wonder every two weeks if we’re going to be able to keep in operation the following week,” he said. “So the president very much looks forward to these negotiations beginning to take place towards a long-term deal, and he believes that common ground can be found.”

TRADOC revises Army Physical Fitness Test

Feb 28, 2011

By Kelly Schloesser (TRADOC)


FORT MONROE, Va., Feb. 28, 2011 -- Soldiers will be better prepared if they train how they would fight. This innovative physical readiness training philosophy, implemented by the U.S. Army Training and Doctrine Command, has driven the U.S. Army Physical Fitness School to revise not only how the Army conducts physical training, but also how it will evaluate a Soldier's physical capability.


Since 1980, the U.S. Army has assessed physical aptitude through the Army Physical Fitness Test, or APFT. Commonly known as the "PT Test," Soldiers are required to complete three events: two-minutes of push-ups, two-minutes of sit-ups, and a two-mile run.

"Today's PT test does not adequately measure components of strength, endurance, or mobility. The events have a low correlation to the performance of warrior tasks and battle drills and are not strong predictors of successful physical performance on the battlefield or in full spectrum operations," said Lt. Gen. Mark P. Hertling, TRADOC's deputy commanding general for Initial Military Training, who holds a master's degree in exercise physiology.

As TRADOC's lead for the test review, Hertling collaborated with a 16-member team headed by Frank Palkoska, director of the U.S. Army Physical Fitness School, resulting in a recommendation to the Army for not just one, but two revised PT tests.

"The goal is to align the training and the tests with tasks that Soldiers have to perform on the battlefield so that the commander has a better tool to measure preparedness and can guide training for the unit," said Palkoska.


The proposed tests, the Army Physical Readiness Test, or APRT, and the Army Combat Readiness Test, known as the ACRT, align with Army Physical Readiness Training outlined in Training Circular 3-22.20, which was implemented Army-wide last August providing exercises, drills and activities appropriate for various levels of physical fitness.

The APRT, designed to replace the current APFT, expands from three to five events, eliminates sit-ups, increases the pace of push-ups, and replaces the long-distance run with shorter-faster runs. The five events include: 60-yard shuttle run, one-minute rower (exercise outlined in TC 3.22-20), standing long-jump, one-minute push-up, 1.5 mile run.

These events will more accurately test a Soldiers anaerobic and aerobic endurance while reducing the risk of injuries. The current test also only provides a "snapshot" assessment of upper and lower-body muscular endurance and fails to identify anaerobic capacity, said Hertling.

In order to better assess anaerobic capacity that drive high-intensity bursts of energy, the run will be changed to 1.5 miles.

"Soldiers will tend to run faster, testing the anaerobic energy system in their body," said Hertling of the 1.5 miles. The shorter-faster run, requiring a significant burst of energy, will better prepare Soldiers for the intensity of today's battlefield, he said.

To better assess muscular endurance, the one-minute rower and push-up events will not allow Soldiers to pause and rest. This will require non-stop muscle movement that will demonstrate immediate muscle fatigue and failure.

TRADOC is also recommending Soldiers take the ACRT, which incorporates warrior tasks and provides a more accurate assessment of the physical readiness training program and the Soldier's individual capability. The ACRT will be executed in the Army Combat Uniform, Advanced Combat Helmet, and weapon, and includes a 400-meter run, hurdles, a high crawl, casualty drag, sprints, and several other movement drills.

The ACRT is designed to not only correlate with readiness training, but also to provide a more accurate picture of a Soldier's ability to perform Warrior Tasks and Battle Drills. The test incorporates several exercises and drills from the physical readiness training circular and provides a testing environment similar to that on the battlefield.

"Previously, we primarily trained for the assessment," said Palkoska. Now our training will drive the test, not the other way around, he said.


The Army will begin pilot testing at approximately eight locations with multiple units in order to set standards. The pilot currently plans to align age categories for the test scores with the American College of Sports Medicine and Cooper Institute, broadening age categories to under 30, 30-39, 40-49, 50-59, and 60 and above, for both genders.

Following the establishment of standards and a thorough review, likely lasting through the summer, the tests can then be approved for Army-wide execution. Implementing the new tests is the final step in the Soldier Athlete initiative to better prepare Soldiers for strenuous training and the challenges of full-spectrum operations.

Dempsey: Jacks-of-all-trades aren’t leaders

By Kate Brannen - Staff writer
Posted : Monday Feb 28, 2011 5:30:54 EST

Gen. Martin Dempsey, President Obama’s pick for the next U.S. Army chief of staff, wants the service to focus on mastering a few skills in the coming postwar era.

“What do you do with this magnificent Army of ours when Iraq and Afghanistan are in the rear view?” Dempsey asked Feb. 10, the final day of a weeklong war game.

The Army needs to decide which five things — not 55 things — its soldiers are going to master, the four-star told the audience at Unified Quest, an annual Army exercise held at a Booz Allen facility in McLean, Va.

Dempsey, who commands Army Training and Doctrine Command, spoke two days after Defense Secretary Robert Gates formally announced his nomination for Army chief of staff. The Feb. 8 nomination next goes to the Senate for confirmation.

The Army will also have a new top enlisted leader soon. Command Sgt. Maj. Raymond Chandler will become the new sergeant major of the Army in a ceremony March 1, when the current top enlisted soldier, Kenneth O. Preston, retires. Chandler will be Dempsey’s enlisted adviser.

Dempsey offered glimpses of his leadership style and his priorities for the Army during the exercise in early February. He littered his talk with literary references, yet also drew hearty laughter by making fun of himself and the Army’s foibles.

He indicated that if he is confirmed as chief, he will try to focus the Army’s skills and, in doing so, hopes to prepare the service for whatever mission it is given. The Army does not want soldiers who are jacks-of-all-trades and masters of none, he said.

“If we make leaders skilled in a few areas, they’ll have the confidence to adapt when we inevitably get the future wrong,” Dempsey said. “But if you’re not a master of anything, you have no confidence in anything. I’m a passionate believer in that.”

Throughout the weeklong war game, participants tested two emerging doctrinal ideas: combined-arms maneuver and wide-area security. The Army placed the ideas at the center of its mission in its new Operating Concept, published last summer. Now the service is working to translate the concepts into official doctrine.

The words will first appear in a new revision of Field Manual 3-0, which was to be released this month at the annual winter conference of the Association of the United States Army in Fort Lauderdale, Fla.

At Dempsey’s direction, the Army plans to continue revising that document and will publish a second round of changes in October. Revisiting and updating the Army’s field manuals will help the service keep up with the rapid pace of change in the world, Dempsey has said in the past.

Getting the words right

He said he sees these new changes to the Army’s core doctrine as central to shaping the service’s role in the near future. For that reason, he is serious about getting the definitions right. Words matter.

The working definition of combined-arms maneuver is “the application of the elements of combat power in unified action to defeat enemy ground forces, seize, occupy, and defend land areas, to achieve physical, temporal, and psychological advantages over the enemy, and to preserve freedom of action.”

One TRADOC official said they had debated the word “temporal” for over an hour.

While some at the event questioned the usefulness of haggling over words, Dempsey explained why doctrinal language matters.

“I love that,” Dempsey said, citing a Mark Twain quote, “The difference between the almost-right word and the right word is really a large matter — it’s the difference between the lightning bug and the lightning.”

The full spectrum

Over the past nine years in Iraq and Afghanistan, the Army has been mostly focused on one end of the spectrum: lower-intensity, counterinsurgency-type operations. Now with more time at home between deployments, the service wants to improve its other skills.

The Army is beginning to conduct “full-spectrum” training exercises that encompass everything from humanitarian assistance to major combat operations. What’s happened, though, is some people have begun to equate this return to full-spectrum operations as a return to preparing for major combat, rather than re-integrating major combat into the Army’s set of skills.

It’s clear this frustrates Dempsey.

He said doctrine in this area will inform leader development, but it will also shape the kinds of technology and the equipment the Army decides to buy.

Soon, it appears, the Army’s supply of forces will exceed the demand, Dempsey said.

One Army official noted that the first thing they’ll ask inside the Pentagon is: Why do you need all of that force structure?

Dempsey’s response: It’s about sincerely building the force the nation needs.


Gen. Dempsey’s confirmation hearings

March 3, 2011 – This morning the United States Senate Armed Services Committee held a hearing to determine whether Gen. Martin Dempsey, the Commanding General, U.S. Army Training and Doctrine Command, should be reappointed to the grade of general and to be the next Chief of Staff of the Army. 

Dempsey was nominated for the position by President Obama in February.  If confirmed by the Senate, Dempsey will replace Gen. George Casey Jr. as the Chief of Staff of the Army.

Watch the hearings at:

Carol Kerr, U.S. Army War College Public Affairs

SSI researcher explores Middle East events as they happen

March  2 - As events have erupted in Yemen, Jordan and Egypt, a Strategic Studies Institute researcher has been a magnet for journalists seeking to understand the politics and the implications of a changing tide in the Arab world.

The Middle East is a volatile place, according to Dr. W. Andrew ‘Andy’ Terrill, whose studies on Yemen and Jordan this past year have proved to be the right information at the right time for policy makers and students of the region. SSI published in January The Conflicts in Yemen and U.S. National Security, and Praeger Publishers in 2010 produced Global Security Watch – Jordan, written while on sabbatical between SSI projects.  

“I look at what I think are strategically important issues for the United States. Sometimes they are not the issues in the news – sometimes they are dimensions of issues in the news,” he said about the process of selecting a focus for research and publication. “I talk to people at the Pentagon and CENTCOM to get a feel for concerns they have and identify topics with which I can make a difference.”

When three suspicious packages tracked from Yemen were thought to be trail runs for the smuggling of a bomb on board a cargo plane, the world’s attention fixed on Yemen – a nation in a state of tremendous unrest with a government in trouble, according to Terrill.

With a serious al Qaeda problem, massive poverty, off-and-on rebellion in the north and a secessionist movement in the south, there is much that could push the country toward instability, he said. The country is running out of oil. The capital city is running out of water with maybe five years to become the world’s first capital to run out of water.

 “Al Qaeda has a strong foothold.  If Yemen fragments into tribal entities or a failed state, al Qaeda will flourish more in that kind of chaotic environment,” said Terrill who noted Yemen’s long, porous border with Saudi Arabia. “A failed state on the border of the world’s most important oil producer is an important issue.”

 “A failed state could mean terrorist attempts every month instead of every year,” Terrill said, noting that both the would-be ‘Detroit bomber’ and the thwarted cargo package plan – were fueled from Yemen

“There’s a substantial aid program for Yemen. The problem is that the mind-bogglingly endemic corruption makes it hard for Yemenis to administer development programs,” Terrill said. “They accept outside aid and non-governmental organizations and some development aid from foreign nations but it’s not always safe for these people.”

“And Yemen is fiercely independent,” he said. “Anything that looks like attempts to control from the outside backfires.”

Working with SSI since 2002, Terrill had previously been a Middle East nonproliferation analyst for Lawrence Livermore National Lab’s International Assessments Division, and taught and published extensively. Since 1994, at the invitation of the State Department, Terrill has participated in the Middle Eastern Track 2 talks, which are part of the Middle East Peace Process. He holds a Ph.D., in International Relations from Claremont Graduate University, Ca.

Terrill has developed relationships through his travels and research in the region, and stays in touch with developments through regional media, leading journals and books in the field, and through other researchers. His interest in the Middle East dates to his doctoral dissertation on Jordan.

“Jordan was an interesting study in the contrasting issues of the Arab world – a key strategic crossroads.” Issues of importance across the Arab world, like modernization, were being addressed in Jordan, he noted about his decision to refocus his research on Jordan again last year.

 “I have tremendous respect for King Abdullah and his son. Both leaders have taken a country with few resources, no oil, no real wealth of any kind and yet, through diplomacy and wise policies, have seen to it that Jordan is a prospering society,” said Terrill.

“Our job is to do research that meets the needs of the Army and the nation,” he said about himself and his fellow SSI researchers. Every researcher asks, ‘am I connecting with my audience and adding value?’ he said. “You always need to tell what they don’t want to know – if that’s what the research suggests. The alternative is to be a cheerleader telling people what they want to know.”

Dr. Terrill’s studies for SSI are available online:

Raymond F. Chandler III

14th Sergeant Major of the Army


Sergeant Major of the Army Raymond F. Chandler III was sworn in as the 14th Sergeant Major of the Army on March 1, 2011. SMA Chandler has held a variety of leadership positions throughout his career ranging from tank crewman to command sergeant major.

As Sergeant Major of the Army, Chandler serves as the Army Chief of Staff's personal adviser on all enlisted-related matters, particularly in areas affecting Soldier training and quality of life. He devotes the majority of his time to traveling throughout the Army observing training, and talking to Soldiers and their Families.

He sits on a wide variety of councils and boards that make decisions affecting enlisted Soldiers and their Families and is routinely invited to testify before Congress.

Chandler was born in Whittier, California and entered the Army in Brockton, Massachusetts in September 1981. He attended One Station Unit Training at Fort Knox, Kentucky and graduated as a 19E Armor Crewman.

Chandler has served in all tank crewman positions and has had multiple tours as a troop, squadron and regimental master gunner. He has served in the 1st Infantry Division (FWD), 2d Infantry Division, 4th Infantry Division, 1st Cavalry Division, 3d Armor Division, 2d ACR, 3d ACR, U.S. Army Armor School, and the U.S. Army Sergeants Major Academy. He also served as a 1SG in four different detachments, troops and companies. As a Sergeant Major, he served as Operations SGM in 1/2 ACR and as CSM in 1/7 Cavalry, 1st Cavalry Division, United States Army Garrison Fort Leavenworth, KS and the United States Army Armor School CSM. Chandler was assigned as the United States Army Sergeants Major Academy CSM in December 2007. In June 2009, Chandler became the 19th Commandant of USASMA and the first enlisted commandant in USASMA history.

Chandler's military and civilian education includes all levels of the Noncommissioned Officer Education System, M60A3 and M1/M1A1 Tank Master Gunner Course, Battle Staff NCO Course, First Sergeant Course, Basic Instructor Training, Total Army Instructor Trainer Course, Small Group Instructor Trainer Course, Video Tele-Training Instructor Trainer Course, Army Management Staff Course, Garrison Command Sergeant Major Course and various other professional development courses. He has a Bachelor of Science Degree in Public Administration from Upper Iowa University.

Chandler’s awards and decorations include the Legion of Merit, Bronze Star Medal, Meritorious Service Medal (7th OLC), Army Commendation Medal (7th OLC), Army Achievement Medal (1st OLC), Army Good Conduct Medal (9th Award), National Defense Service Medal (2nd Award), Army Service Ribbon, Korean Defense Service Medal, Overseas Service Medal (Numeral 4), Noncommissioned Officer Professional Service Ribbon (Numeral 4), Iraq Campaign Medal, Global War on Terrorism Service Medal, Meritorious Unit Commendation, the Superior Unit Award and the Combat Action Badge. He is a recipient of the Order of Saint George (Bronze Medallion), the Distinguished Order of Saint Martin and the Honorable Order of Saint Barbara. SMA Chandler also serves on the Board of Directors for Army Emergency Relief.

On Feb. 25, Defense Secretary Robert Gates spoke to the Cadets at the United States Military Academy.



One of the greatest privileges of serving as Secretary of Defense over the last 4-plus years is the opportunity to visit the service academies – to speak to and hear from the future leadership of the finest military in the world.  This will be the fourth – and final – time that I address the cadets of the U.S. Military Academy as Secretary of Defense.  The last time I spoke to the entire corps of cadets in 2008, it was an evening lecture on strategy and leadership that ran to nearly 50 minutes.  Rumor has it that there were a few stalwart cadets still awake at the end.  Knowing most of you have been up since dawn, and knowing that the Firsties get to start their 100th Day weekend celebrations when I’m done here, I’ve decided to make this presentation much shorter.


Nonetheless, I did want to take this last opportunity to share some thoughts with you, and through you to the Army as a whole, about the institution you will someday lead – the United States Army – and how it can better prepare itself, and in particular its leaders, for a complex and uncertain future.  No doubt the Army’s challenges are daunting and diverse – supporting families, caring for wounded warriors, dealing with post-traumatic stress, doing right by soldiers, strengthening the NCO corps, training and equipping for the future, and finding a way to pay for it all.  Today, I’d like to focus on three interrelated issues:


*     The future of conflict, and the implications for the Army;

*     How best to institutionalize the diverse capabilities that will be required; and

*     The kinds of officers the Army will need for the 21st Century, and how the service must change to retain and empower those leaders.


When you receive your commission and walk off the parade field for the last time, you will join an Army that, more than any other part of America’s military, is an institution transformed by war.  The change has been wrenching for a service that a decade ago was essentially a garrison army, a smaller version of the Cold War force that faced down the Soviets in Europe and routed Saddam’s divisions from Kuwait – a force mainly organized, trained, and equipped to defeat another large modern army.


The Army’s ability to learn and adapt in recent years allowed us to pull Iraq back from the brink of chaos in 2007 and, over the past year, to roll back the Taliban from their strongholds in Afghanistan.  As one of your former professors from the SOSH department, now the Army’s vice chief of staff,  General Pete Chiarelli, once said it is important that the hard fought lessons of Iraq and Afghanistan are not merely “observed” but truly “learned” – incorporated into the service’s DNA and institutional memory.


Which leads to the first major challenge I see facing the Army: How will it structure itself – how will it train and equip – for the extraordinarily diverse range of missions it will face in the future?  There has been an overwhelming tendency of our defense bureaucracy to focus on preparing for future high-end conflicts – priorities often based, ironically, on what transpired in the last century – as opposed to the messy fights in Iraq and Afghanistan.  But without succumbing to what I once called “next-war-itis,” I do think it important to think about what the Army will look like and must be able to do after large US combat units are substantially drawn down in Afghanistan – and what that means for young leaders entering the force.


We can’t know with absolute certainty what the future of warfare will hold, but we do know it will be exceedingly complex, unpredictable, and – as they say in the staff colleges – “unstructured.”  Just think about the range of security challenges we face right now beyond Iraq and Afghanistan: terrorism and terrorists in search of weapons of mass destruction, Iran, North Korea, military modernization programs in Russia and China, failed and failing states, revolution in the Middle East, cyber, piracy, proliferation, natural and man-made disasters, and more.  And I must tell you, when it comes to predicting the nature and location of our next military engagements, since Vietnam, our record has been perfect.  We have never once gotten it right, from the Mayaguez to Grenada, Panama, Somalia, the Balkans, Haiti, Kuwait, Iraq, and more – we had no idea a year before any of these missions that we would be so engaged. 


The need for heavy armor and firepower to survive, close with, and destroy the enemy will always be there, as veterans of Sadr City and Fallujah can no doubt attest.  And one of the benefits of the drawdown in Iraq is the opportunity to conduct the kind of full-spectrum training – including mechanized combined arms exercises – that was neglected to meet the demands of the current wars.  Looking ahead, though, in the competition for tight defense dollars within and between the services, the Army also must confront the reality that the most plausible, high-end scenarios for the U.S. military are primarily naval and air engagements – whether in Asia, the Persian Gulf, or elsewhere.  The strategic rationale for swift-moving expeditionary forces, be they Army or Marines, airborne infantry or special operations, is self-evident given the likelihood of counterterrorism, rapid reaction, disaster response, or stability or security force assistance missions.  But in my opinion, any future defense secretary who advises the president to again send a big American land army into Asia or into the Middle East or Africa should “have his head examined,” as General MacArthur so delicately put it.


By no means am I suggesting that the U.S. Army will – or should – turn into a Victorian nation-building constabulary – designed to chase guerrillas, build schools, or sip tea.  But as the prospects for another head-on clash of large mechanized land armies seem less likely, the Army will be increasingly challenged to justify the number, size, and cost of its heavy formations to those in the leadership of the Pentagon, and on both ends of Pennsylvania Avenue, who ultimately make policy and set budgets.


What we can expect in the future is that potential adversaries – be they terrorists, insurgents, militia groups, rogue states, or emerging powers – will seek to frustrate America’s traditional advantages, in particular our ability to shoot, move and communicate with speed and precision.  From the look of things, the Army will not repeat the mistakes of the past, where irregular warfare was shunted to the side after Vietnam.  The odds of repeating another Afghanistan or Iraq – invading, pacifying, and administering a large third world country – may be low.  But in what General Casey has called “an era of persistent conflict,” those unconventional capabilities will still be needed at various levels and in various locations.  Most critically to prevent festering problems from growing into full-blown crises which require costly – and controversial – large-scale American military intervention.


A second challenge that I believe faces today’s and tomorrow’s Army – your Army – is whether and how the Army can adapt its practices and culture to these strategic realities.  From the beginning of the wars in Iraq and Afghanistan, our soldiers and junior- and mid-level leaders down range have been adjusting and improvising to the complex and evolving challenges on the ground – in many cases using the Internet, especially tools of social media, to share tactical lessons learned in real time with their colleagues at the front or preparing to deploy back here in the United States.


As one would expect, it took some time for the bureaucracies here at home – an Army and a Defense Department structured primarily to prepare for war, not to wage war – to respond with remotely similar agility.  But with inspired leadership and creative thinking the progress has been real.  For example, the doctrine for the new Advise and Assist Brigades was developed and fielded in a couple of months, and over the past two years these reconfigured units have played a key role in the successful transition to full Iraqi security responsibility.


But the important question then is:  how can the Army prepare, train, and retain officers with the necessary multifaceted experience to take on a broad range of missions and roles?  Where there is not one, but many doctrines in play, often simultaneously.  For example, given the ongoing and prospective requirements to train, equip and advise foreign armies and police, how do we institutionalize security force assistance into the Army’s regular force structure, and make the related experience and skill set a career enhancing pursuit?


I hope you take some instruction and inspiration from the career of Russell Volckmann, Class of 1934.  At the outbreak of World War II Volckmann was serving as a full-time embed in the Philippine army.  After the Japanese invasion, Volckmann fought alongside his Philippine unit, and rather than surrender, he disappeared into the jungles and raised a guerrilla army of more than 22,000 men that fought the Japanese for the next three years.  When the Japanese commander finally decided to surrender, he made the initial overtures not to General MacArthur, but to Volckmann, who went on after the war to help create the Green Berets.  My point: if you chart a different path, there’s no telling the impact you could have – on the Army, and on history.


Indeed, the Army has always needed entrepreneurial leaders with a broad perspective and a diverse range of skills.  As President Kennedy put it, speaking on these grounds half a century ago, “your military responsibilities will require a versatility and an adaptability never before required in war or in peace.”  And for an era of full spectrum conflict, when we confront security dilemmas that Kennedy called “new in intensity, ancient in origin,” America can succeed only with leaders who are themselves full-spectrum in their thinking.  The military will not be able to train or educate you to have all the right answers – as you might find in a manual – but you should look for those experiences and pursuits in your career that will help you at least ask the right questions.


Maxwell Taylor, class of ’22, was an Asia foreign area specialist in the 1930s before becoming the famed commander of the 101st airborne, superintendent of West Point, and later Army Chief of Staff and Chairman of the Joint Chiefs.  He once observed of his fellow academy grads that, “the goats of my acquaintance who have leapfrogged their classmates are men who continue their intellectual growth after graduation.”


So in addition to the essential troop command and staff assignments, you should look for opportunities that in the past were off the beaten path, if not a career dead end – and the institutional Army should not only tolerate, but encourage you in the effort.  Such opportunities might include further study at grad school, teaching at this or another-first rate university, spending time at a think tank, being a congressional fellow, working in a different government agency, or becoming a foreign area specialist.  On that last note, I would encourage you to become a master of other languages and cultures, a priority of mine since taking this post.  A pilot program begun in 2008 to incentivize ROTC cadets to learn foreign languages has grown from a couple dozen participants to some 1,800 today.


It is incumbent on the Army to promote – in every sense of the word – these choices and experiences for its next generation of leaders – the junior- and mid-grade officers in Army ranks who represent the most battle-tested group in its history.  More so, in fact, than many of the superiors they might report to.   The U.S. military has always distinguished itself from other countries by the degree of trust and responsibility placed on its small unit leaders.  But Iraq and Afghanistan – called the “captains’ wars” – have taken this trend to a new level, where officers of lower and lower rank were put in the position of making decisions of higher and higher degrees of consequence and complexity.  Officers now poised to take what they’ve learned to shape the institution to which they’ve given so much – as some are now doing as your instructors here at West Point.  The diversity of experiences and essential adaptability of this generation are crucial to dealing the complexity of conflict in this century.


Which brings me to the third and greatest challenge facing your Army, and frankly, my main worry.  How can the Army can break-up the institutional concrete, its bureaucratic rigidity in its assignments and promotion processes, in order to retain, challenge, and inspire its best, brightest, and most-battled tested young officers to lead the service in the future?  After the major Afghan troop deployments end in 2014, how do we keep you and those 5 or 10 years older than you in our Army?  This is something I’ve discussed many times with the current service leadership and with General Dempsey, the TRADOC commander, before recommending him to the President as the next Army Chief of Staff.


The context for this discussion is that the institutional Army, for the better part of the past decade has understandably, and appropriately, been consumed by “force generation” – manning units for deployment to Iraq and Afghanistan in response to the orders of America’s civilian leadership.  I will never forget one of my first decisions as Secretary of Defense in early 2007, which was to extend Army combat tours from 12 to 15 months, including for units that had spent less than a year at home.  This was perhaps my most difficult decision over the past four years because I knew the hardship this would place on those who had already borne so much for this country.  But the alternative was a disaster for our country and for Iraq.  And the Army did as ordered and much more.  One result is that you will be joining a force that has been decisively engaged for nearly a decade.  And while it is resilient, it is also stressed and tired.


The effect of the Army’s necessary focus on preparing and manning units for Iraq or Afghanistan has provided younger officers, especially those in high demand combat and support specialties, little opportunity to do more than catch their breath and then get ready for the next deployment.  And on top of the repeat deployments, there is the garrison mindset and personnel bureaucracy that awaits them back home – often cited as primary factors causing promising officers to leave the Army just as they are best positioned to have a positive impact on the institution.


Consider that, in theater, junior leaders are given extraordinary opportunities to be innovative, take risks, and be responsible and recognized for the consequences.  The opposite is too often true in the rear-echelon headquarters and stateside bureaucracies in which so many of our mid-level officers are warehoused.  Men and women in the prime of their professional lives, who may have been responsible for the lives of scores or hundreds of troops, or millions of dollars in assistance, or engaging in reconciling warring tribes, they may find themselves in a cube all day re-formatting power point slides, preparing quarterly training briefs, or assigned an ever expanding array of clerical duties.  The consequences of this terrify me.


Furthermore, the creation and increasing number of autonomous Brigade Combat Teams, the substantive growth of other agencies, headquarters and support bureaucracies, and simply meeting the needs of a bigger Army at war have created a voracious demand for mid-level staff officers.  The result of meeting these shortfalls has been essentially automatic promotion for elevation to Major and Lieutenant Colonel.


A few years ago a brigade commander in Baghdad – Colonel, now Brigadier General, J.B. Burton – wrote a memo reflecting on the feedback he was getting from some of his officers about the factors that influenced them to stay in or leave.  They talked about finding respite from the deployment treadmill, getting an opportunity to start or re-acquaint themselves with their families, to develop themselves intellectually through graduate education or other non-conventional assignments.  One of the chief complaints was that the personnel system was, “Numb to individual performance and [had] begun to see every officer as equal."


One thing I have learned from decades of leading large public organizations is that it is important to really focus on the top 20 percent of your people and, though it may be politically incorrect to say so, the bottom 20 percent as well.  The former to elevate and give more responsibility and opportunity, the latter to transition out, albeit with consideration and respect for the service they have rendered.  Failure to do this risks frustrating, demoralizing and ultimately losing the leaders we will most need for the future.


The promotion rates have started to decrease and, as a matter of course, will decrease further as overseas deployments wind down.  I’ve tried to do my small part to alleviate this situation by ordering the military to pare down the size and number of its headquarters along with reducing the number of general and admirals by nearly 100 – and twice as many civilian executives.  One hoped for effect of these reforms is to reduce the number of personal staff and support positions, and in turn alleviate somewhat the demand on the military services to produce the field grade officers to fill those billets.  This is an effort I’ve encouraged the services to continue, including the Army, in the years ahead.


A more merit-based, more individualized approach to officer evaluations could also do much to combat the risk-averse, zero-defect culture that can take over any large, hierarchical organization.  One that too often incentivizes officers to keep their head down, avoid making waves, or disagree with superiors.  The Army has been fortunate throughout its history to have officers who, at critical times, exercise respectful, principled dissent.  Men like General George Marshall, who rose to high rank and greatness even as he told blunt truths to superiors ranging from Blackjack Pershing to Franklin D. Roosevelt.  But no doubt that takes courage, and entails real risk, especially given the current system. In an article for Military Review following his tenure as a corps commander in Iraq, General Chiarelli suggested that, while the opinions of an officer’s superiors should hold the most sway, it’s time that the Army’s officer evaluations also consider input from peers and, yes, subordinates – in my view the people hardest to fool by posturing, B.S. and flattery.  And as two Iraq veterans, then-Lieutenant Colonels John Nagl and Paul Yingling, wrote in a professional journal some years ago, “the best way to change the organizational culture of the Army is to change the pathways for professional advancement within the officer corps.  The army will become more adaptive only when being adaptive offers the surest path to promotion."


Several years ago, it caused something of a stir when we brought General Petraeus back from Iraq to chair a promotion board, to make sure that those colonels who had distinguished themselves in war – including those who advised Iraqi and Afghan forces – got due consideration for elevation to brigadier general.  And since then, due to statutory changes and cultural shifts, officers who don’t have cookie-cutter backgrounds, who may not have punched all the traditional tickets, have more of an opportunity to reach higher rank.  But the tendency of any big bureaucracy is to revert to business as usual at the first opportunity – and for the military, that opportunity is, if not peacetime, then the unwinding of sustained combat.


There have been a variety of suggestions and ideas put on the table in various venues and publications to give officers – after their initial platoon, company or battalion-level tours – greater voice in their assignments and flexibility to develop themselves personally and professionally in a way that enhances their career and promotion prospects.  For example, instead of being assigned to new positions every two or three years, officers would be able to apply for job openings in a competitive system more akin to what happens in large organizations in the private sector.  The former commander of U.S. forces in Afghanistan, Lieutenant General David Barno, class of ‘76, has written that, “in a smaller professional force competing for talent with the Googles of the world,” reforming this system is a “must do” for the Army to keep its best and brightest leaders.


Having said that, when all is said and done, this is the United States Army.  It’s not Apple.  It’s not General Electric. And it’s not the Red Cross.  Taking that oath and accepting that commission means doing what you are told and going where you are needed.  And as practical matter, one cannot manage tens of thousands of officers based on “What color is your parachute?”  But just as the Army has reset and reformed itself when it comes to doctrine, equipment, and training, it must use the eventual slackening of overseas deployments as an opportunity to attack the institutional and bureaucratic constipation of Big Army, and re-think the way it deals with the outstanding young leaders in its lower- and middle-ranks.


I have spent the last few minutes addressing some of the real challenges facing the Army, and discussed some of the frustrations experienced by bright young leaders working in any large bureaucracy.  But I would like to close by telling you why I believe you made the right choice, and indeed are fortunate, to have chosen this path.  Because beyond the hardship, heartbreak, and the sacrifice – and they are very real – there is another side to military service.  You have an extraordinary opportunity – not just to protect the lives of your fellow soldiers, but for missions and decisions that may change the course of history.  You will be challenged to go outside your comfort zone and take a risk in every sense of the word.  To expand what you thought you were capable of doing when it comes to leadership, friendship, responsibility, agility, selflessness, and above all, courage.  And you will be doing all of this at an age when many of your peers are reading spreadsheets and making photocopies.


One of my favorite quotes from the Revolutionary War era is from a letter Abigail Adams wrote to her son, John Quincy Adams. She wrote him, “these are times in which a genius would wish to live.  It is not in the still calm of life or [in] the repose of a pacific station that great characters are formed. …great necessities call out great virtues.”


I typically use that quote in commencement addresses encouraging public service at civilian universities, but those words apply most of all to you, on whose brave and broad young shoulders this era’s “great necessities” will be borne.  Each of you – with your talents, your intelligence, your record of accomplishments – could have chosen something easier or safer and of course better-paid.  But you took on the mantle of duty, honor and country; you passed down the Long Gray Line of men and women who have walked these halls and strode these grounds before you – more than 80 of whom have fallen in battle since 9/11.  For that, you have the profound gratitude and eternal admiration of the American people.


As some of you have heard me say before, you need to know that I feel personally responsible for each and every one of you, as if you were my own sons and daughters, for as long as I am Secretary of Defense that will remain true.  My only prayer is that you serve with honor and return home safely.  I personally thank you for your service from the bottom of my heart, I bid you farewell and ask God to bless every one of you.

On Feb. 25 General George Casey addressed the Soldiers and contractors at the AUSA Winter Symposium at Fort Lauderdale, FL.  It will most likely be his final address as Army Chief of Staff.  Gen. Martin Dempsey has been nominated to replace Casey as chief of staff; his confirmation hearing is scheduled for March 3.  Here are Gen. Casey’s remarks.

I've been in the docket for the past three years and have never made it ... so I felt that I owed it to Sully to get down here one time. And, then I get down here and I'm kicking myself -- I come in to a beautiful, balmy 80-degree evening, as I'm walking over here there's a cruise liner lined-up with the Black-Eyed Peas blaring away -- and I'm saying to myself: "I host the conference in DC in October -- and I task Dempsey and Dunwoody to host the conference in Florida in the winter" [laughter]... and it took me three years in the job to figure that out.

But, anyway ... it's great to be down here. Thanks to AUSA, not just for this, but for what they have done not just over my tenure but over the past years for what they have done to help tell the Army's story. We don't get the support and resources we need based just on our own efforts -- and the work they do to carry the message and the Army's story to the American public and to the Congress is absolutely indispensible. And Sully -- you have been a great leader and a great spokesman in that regard. So, thank you all very much.

I was looking at the bio's coming down here and realized that Sully became the Chief in 1991 ... and in 1991, I was a LTC working for Carl Vuono in his assessments and initiatives group, and Marty Dempsey was just about a month away of taking command of 4-67 Armor. And, what I took from that is that there is some poor LTC out there [laughter] who doesn't know it but he's in line to be the Chief of Staff of the Army in about 20 years. Now, there's probably about 30-other ones who think they're going to be ... but, the guy it's really going to be has no clue [laughter].

The other thing I'd say quickly here is that I'm heading back to begin the retirement festivities for Ken Preston. Ken has been an absolutely magnificent Sergeant Major of the Army -- he's been out longest serving Sergeant Major of the Army -- 7-years plus. And, he'll retire Wednesday with a little over 36-years of service. He's made a huge impact on our NCO Corps which -- you all know --- is head and shoulders the best in the world. Maybe, our best ever. [Applause] We've got Ray Chandler coming in to replace him, and we'll swear him in that same afternoon and we'll be off and running again. But -- great noncommissioned officers.

Now, as I thought about what I'd say to you here -- knowing the only things standing between me and the door is about 5 posture hearings -- I thought I'd try to be a little reflective and to put this point in time into perspective. It strikes me that we --the Army -- is at a key transition point. Not just because we're changing Chiefs, but because of where we are. We are coming out of a decade of war where we have fundamentally transformed the Army. And, we are entering a period of continued war and, frankly, great uncertainty both at the Strategic and the Fiscal level. And, we have fought very hard to restore balance to this force over the last 5-6 years, and I think the key transition is going to be -- we're about there, but how do we sustain that balance and continue to build a balanced army in a period of constrained resources. I think that's the transition that faces us, and that's the one I'd like to talk about.

Think about it -- we're emerging from a decade of war with a well-equipped, combat seasoned Total Force. But, that force is still stretched by our significant accomplishments of the last decade. And, we're facing a continued war in an era of persistent conflict -- where the resources available to us are only going to be reduced.

Now, let me go back and talk about where've been for the last five or six years and how that sets us up to step off into the second decade of the 21st Century.

You've been hearing me rail on for the past four years that the Army was out of balance -- so weighed down by our current demands that we can't do the things we know we need to do to sustained the All-Volunteer Force and restore the Strategic Flexibility to do the things we know we need to do. And, we have been working very hard across the Army to restore balance by the end of this year. And, I can tell you we will largely meet the objectives we set out for ourselves in 2007 by the end of this year. And, we will be in a much, much better place as an Army than we were four years ago.

Let me just tick-off a couple of things:

Growth. We finished the growth that President Bush instructed us to do in 2007 in 2009. And, as I look back and ask what are some of the things I'm most thankful I did -- the first thing is getting secretary Gates to support accelerating the growth of the Army. You may recall -- originally it was supposed to be done next year. Do you think we would have finished that if we hadn't of gotten it done sooner?

And, the second piece of the growth was the Temporary End Strength Increase. That has allowed us to continue to field appropriately manned units and still deal with the large numbers of non-deployable and folks that are already deployed in other jobs. And, that 22K increase -- we actually reached that point a couple of months ago -- has enabled us to field 120K soldiers without stop loss. I looked at a chart coming down here and, as of the end of January, we have just about 500 Soldiers on stop-loss. That's down from thousands. And, all the personnel folks that are here -- and I can see Pat Hickerson down in the front row -- and she knows what a traumatic experience that was for the personnel community. But, we're there -- and we're much better postured to continue to field trained-ready forces because of that.

Dwell. Because of that growth, and because of the fact that we got it done three years ahead of time, and because of the drawdown in Iraq, we're actually -- starting the first of October of this year -- Soldiers deploying after that can expect to deploy and have two years at home after that. That is a huge step. It's someplace we had to go -- all of our studies tell us that it takes 24-36 months to recover from a one year combat deployment. It just does -- we're human. And, we had to get there. And, once we're there, we need to hold ourselves too that -- and I've already written Secretary Gates a note saying that the Global Force Management Allocation Plan for FY12 -- for this next fiscal year -- actually allows us to meet expected demand and an acceptable tempo for our Soldiers -- for the first time in over 5 years. And I asked for his support to hold us to that -- because this plan is built on known demands ... and as you know we always get the unexpected. But, we're in a much, much better place on dwell.

Organizational Change. Between the modularization of the Army and the rebalancing of skills away from Cold War skills over the last seven years, we have fielded a fundamentally different Army. It's an Army that is much more suited to the challenges of the 21st Century. I'm extremely pleased with that -- and, as you know, you never stop changing -- there's no end to good ideas -- especially when you're at war. And, the intellectual effort that we made -- that underpinned that effort -- was all good work, but it was all done in 2002 and 2003. So, for the last 6 months TRADOC has been leading us through a complete reevaluation of our Force Structure. We have the right size, the right design, the right mix of Forces. We are wrapping that up, so we will be well postured to know how we should address our Force to maintain the balance that we have built.

ARFORGEN -- Army Force Generation -- something we have been working on hard since 2005. It got a bad reputation coming out of the gates. Good concept, but when you are deploying one year out one year back, about 150,000 -- 160,000 Soldiers, there's just no way we could execute it with the size Force we had. At a 1:2 that we'll start here at the first of October, we can execute it at a sustainable pace and sustainable tempo. That's a huge step forward, because ARFORGEN is a fundamentally different way of building readiness for the Active, the Guard and the Reserve. It's a much more efficient and effective way to build readiness, and I think it's going to serve us well as we go into the future.

The other thing I would tell you that ARFORGEN does, it allows us to finally to establish a link between resources, end strength, tempo and output. For this much money and this size army, at this bog:dwell -- this is the output that you get. That's critically important to us because we cannot allow ourselves to go back and accept an Army that is not designed to yield at least one year out, two years back for the Force. We cannot allow ourselves to go back less than that. Our goal has to remain getting to one year out two years back for the Active Force.

Lastly, strategic flexibility. If you add all those things up: increasing the size of the Army, increasing the dwell, organizational change, getting us on a rotational model, it is all about restoring strategic flexibility. As we have more Soldiers home for longer periods of time, they will begin to be able to train for things other than Iraq and Afghanistan. We had our first Full Spectrum rotation against a hybrid threat down at the Joint Readiness Training Center a few months ago. We'll have our first one at the National Training Center in August, and we'll only continue to increase those numbers. So, we are about 18 months away from being able to deploy trained and ready Forces out of the next available Force Pool. That's something we haven't been able to do for the last five or six years. It's a much, much better position for the country to be in strategically.

So, we're not in a bad place to begin looking at this transition and to sustaining that balance in a period of declining resources. One of the things I am going to continue to say as I go out the door is: the war is not over. We know the budget has to come down, we know we need to be more efficient in how we execute, but we have to be very, very careful that we don't inadvertently hollow out the Force as we're trying to reduce the resources. I think that would be a huge, huge mistake for all of us.

As we look ahead now into the next decade, what are our challenges? As I have looked at this and thought about this, I believe our challenges will be:

(1) to maintain the combat edge of this force. Do not underestimate the benefits and the impact of having a combat-seasoned Force. Down at the Joint Readiness Training Center, I watched some of the operations down there. No doubt we were a little rusty on some of the Battalion and Brigade staff synchronization skills, but when those platoons and companies closed with the enemy, they were absolutely lethal. There's a lot of goodness in that. But how do we sustain that? How do we continue to challenge and make it interesting for these great young warriors? While we're doing that, we have to

(2) reconstitute the Force. So while we're fighting, we're reconstituting. And we're recovering from a decade of war and transformation. Those will sometimes be conflicting priorities.

(3) The third thing, and this may also be a conflicting priority, is that we have to deal with the impacts of the last decade of war.

So let me talk about those three things for a moment. Maintaining a combat edge: as I look forward I believe an important element we need to build into our Forces is versatility. Because the one thing we know about the future is we never get it exactly right. With modularity, we've taken a huge step toward being able to put together versatile force packages to be able to deal with different challenges. We need to carry that over into our equipment, into our training, into our leader development.

On the modernization side we have worked very hard to build an affordable modernization strategy. We have to have that. We cannot afford everything. We cannot resource every good idea. I tell the military leaders as I go out and about (there's enough military people here that it might work): have you ever had two Battalions in the same motor pool? Concertina wire down the middle with a guy and a pick-ax handle pacing back and forth making sure nobody rips anybody off. Meanwhile, they are stealing him blind from behind him. Then one day, the General comes in and says, "Good news 1-10, the new motor pool is ready, move out." Then 1-10 is gone by sunset. What does 1-12 do? Spreads out, right? The XO brings his "I love me" stuff and hangs it in the motor pool .Tam skirt has his own desk. Two bays for each company; Battalion has a service bay: wheel line, track line, trailer line, support platoon has its own area. Life is really good for 1-12. Then, about six months later the same General comes back. He says, "Bad news 1-12, we have to put another battalion in this motor pool." What does 1-12 say? "No way. There is no way you could ever put two Battalions in this motor pool." Well there's folks out there that thinks there's no way we could ever exist without everything that we think we need. And we can. I believe Bob Lennox has done a wonderful job of helping us make resource-informed decisions that will give us best value in how we allocate procurement dollars and give us more capability into the force.

I heard Bill talk about the network -- that is the centerpiece of what we are doing. When you think about versatility, no matter where you are on the spectrum of conflict, you need to know where you are; you need to know where your buddy is; you need to know where the enemy is; and when you shoot at them, you need to hit them. That is all empowered by the network. We are going to start seeing the JTRS radio start coming out next year, and we're going to see the reality of what we know we need to achieve. We're a little spoiled by the fiber optic networks we're operating off of Iraq and Afghanistan. That was one of the great lessons from 382 down at the Readiness Training Center. "General, you can't jump fiber optics." Took them a few days to get even the rudimentary elements of a network up and going. We have to be able to build this network and take it with us wherever we go.

The other element of maintaining that combat edge is full spectrum training. Quite candidly, we published that doctrine in 2008, but we've rarely had the opportunity to practice it in any place other than Iraq and Afghanistan. We're just starting to do that. The more we practice it, the more we're going to inform ourselves on how we need to adapt and adjust, and it's only going to be good.

Lastly under the combat edge, we have to make sure that the reserve components are resourced and utilized in a way that allows them to maintain the combat edge that they have built over the last decade. Half of our Guard and Reserves are Combat Veterans. We have reduced the training time from Brigade sized units from 180 days to 66. That's a huge accomplishment. That will be one of the main things that we've got to work our way through as we go forward here. So maintaining a combat edge.

Reconstitution: there are two parts to that. One is the continuous reset of units and soldiers deploying from theater. We have to continue to get their equipment and put it back into serviceable condition so that they are prepared for whatever comes next. That's going to be an ongoing process. But the larger issue is what I call restoring strategic flexibility. We have to build readiness in the next-to-deploy Forces so that we have the capability to hedge against unexpected contingencies without going into the available pool, without affecting operations in Iraq and Afghanistan. As the equipment comes out of Iraq and ultimately comes out of Afghanistan, it has to go through the depots and then get back into the units. This will take us a couple or three years after the conclusion of operations, but it is absolutely essential, and it is something that we ought to all keep our eye on because once the money for that starts going away, it's the beginning of "hollowing." I am looking at that as the canary in the mineshaft.

Lastly we have to deal with the challenges of a decade at war. Think about it: we've lost over 4,000 Soldiers. They've left over 20,000 family members. We've had over 25,000 Soldiers wounded -- over 8,000 of them badly enough to require long term care. We've had over 100,000 Soldiers since the beginning of the war diagnosed with traumatic brain injury -- fortunately over 90% of those are mild to moderate. We've had over 40,000 Soldiers since the beginning of the war diagnosed with post-traumatic stress. We've processed over 30,000 Soldiers through our Warrior Transition Units. We cannot take our eye off of the ball in terms of commitment to continue to support those who have been affected by this war.

So those three things are going to have to take place at the same time. While we're working and training hard to maintain that combat edge, we're reconstituting ourselves and building up the resilience of the Force for the long haul.

Now, with that as prologue, let me put up one slide. I don't know if they've shown this yet, but this is the fiscal reality that we're dealing with. (Demonstrating) Here is 2001 -- basically you see a decade and then a second decade. The blue is the base program, and the green is the OCO -- the contingency operation budget. You can see how it has changed by 78 billion dollars here (demonstrating) all the way up to a high of 250. As you look at this, of the 1.7 billion dollars that we've received in the last decade, we've got the large mass of it -- a trillion dollars -- in the last four years. The right side represents the program that we just put out there, the 12-16 program. You can see that about half of the money we get in the next decade, we get in the next four years. As you look at this, you look at the base going out -- that represents zero real growth. My view is that's the best that we're going to do. Now I do believe as long as we have continue to deploy, were going to get OCO money to support them, but in the base, I think zero real growth is the best that we're going to do.

If you look at the history of our budgets and defense budgets -- its peaks and valleys. The reality is that we're probably going to see something on the right hand side that looks more like the left hand side. That's the reality that we're dealing with. But the other thing I'd point out to you -- it's still double what it was a decade ago. And I don't remember going around with a tin cup in 2001 looking for money. My recollection was that we had a pretty good Army in 2001.

So that's the challenge, and we've been working hard at it these three years because this is very predictable. Sometimes we manage to convince ourselves that this isn't going to happen, but if you go back and look at the history since World War I, it is very symmetrical. Do you remember the old curve in the training manual, the "band of excellence?" It is almost that symmetrical. There is no question that we are in the downside of a peak. Those troughs normally go for about a decade before they start coming up.

That's the fiscal reality that we have to have in our heads. I've been sending Generals to business school down at the University of North Carolina for three years -- because we saw this coming -- so that they could get into their head that managing resources and coming up with innovative ways to do things more efficiently is flag-officer business, and it's warrior business.

As a result of that investment in time and effort, we were able to meet the efficiencies and reductions called for by the Sec Def without having to reduce Force Structure until 2015 -- because I felt if we had to reduce our Force Structure before we had the chance to get the Soldiers a couple of years at home, that would have been a deal breaker. So, there's a lot we can do here to help ourselves, and it's important that we do.

Now, let me mention one other thing that I think is also going to help us here, particularly in our investment account. About nine months ago the Secretary asked Gil Decker and Lou Wagner to do a study of our acquisition process. Candidly coming out of the future combat programs, we recognized that we had some challenges. We asked them to take a soup-to-nuts look at our acquisition process -- from people to requirements to how we do our business, and to give us a blueprint to fix it. Because if that (motioning to slide) doesn't tell you that we have to be hugely efficient to get the most value out of our acquisition dollars I don't know what does. So they have done us a great service. They have prepared a report that I think they are going to talk to you about. It's no surprise, some of you have seen this, but our requirements acquisition core competencies have atrophied over the last two decades. There's no fault here. The interesting thing, an anomaly, is we've got the best-equipped Army we've had in decades. But at the same time, we're not prepared for that (motioning to the slide). So they've given us some recommendations on how to make our requirements and processes more collaborative and more resource-informed. They've given us some thoughts on how to better manage risk, and they've given us some thoughts on how to better grow our acquisition resources.

-- You may not know this yet, but as I was leaving yesterday, the Secretary showed me the tasker coming to you: to take this and come back with an implementation plan in six months. So we're moving out. On behalf of me and the Secretary, we haven't had the chance to say this publically, but Lou and Gil thanks very much for the great work you did. (Applause)

Let me wrap up her and then take some questions. We're at a key transition point from getting us back in balance into transitioning to a mindset that says how dowe sustain that balance in a period of declining resources. We've got a great Army, but it's still stretched and recovering from the last decade at war, and it continues to prosecute a war in two theaters. So my message as I go out in those five posture hearings is going to be: it took us a decade to get to where we are; we recognize that we must be more efficient and we are working hard at that; and we'll continue to work hard at that. But we are at war, and this war isn't over. So be careful. Be careful because the last thing we want to do is hollow-out this Army while we're fighting a war.

Some of you have heard me say this, but I called Shy Meyer when I got into this position. I said Shy, what happened? How did the Army get hollowed out? He said what happens is it is just incremental. There is not one big thing that happens; there is not one big budget cut that happens; its little things that happen over a period of time. He went to Congress in 1980 and said the "Army was hollow." -- Shy was a very thoughtful guy. He had the good sense to go to Camp David and tell the President he was going to do that the weekend before. That was eight years after the last combat Battalion left Vietnam.

So what we have to be careful of is that a series of incremental cuts doesn't put us in the position 8-10 years from now where we turn around and say, "What the heck happened?" You've all been to Washington, and you understand that can happen. So that's my message going out: be very careful as we look to do what we rightfully should do -- reduce resources allocated to defense. But, we've got to do it in a very thoughtful and careful way so we don't hollow out this force in the middle of war.

With that, I would just close by saying it has been the greatest honor and privilege of my career -- and frankly of my life -- to have led the men and women of the United States Army over the last decade of war. I'm going to miss it. I'm going to miss you all, but thank you very much for your attention.