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Connie Smalls, Ft. Monroe Casemate

IMA transition leads to 'new way of business'

 

    There is new way of doing business for commanders since the activation of the U.S. Army Installation Management Agency (IMA) last October.

    IMA, a field-operating agency under the Army's Assistant Chief of Staff for Installation Management, is using the initiative known as Transformation of Installation Management to accomplish its goal of molding the Army's base operations (BASOPS) into a more corporate structure.

    "It's a change for all of us . it's a change in the way the Army has done business for about 45 years," Rick Fontana, chief of staff of Northeast Regional Office headquarters, said.  People were comfortable with the way things were.  But, senior Army leadership, Secretary of Army through Chief of Staff of the Army - that very top tier, has made it very clear to commanders at all levels that this is the way we're going to do business.

    "For the most part, commanders have been very supportive," he said.  "There have been a few rough edges, but that's to be expected with any change of this magnitude."

    "Transitions are always a challenge, and we are working diligently through that, Col. Perry D. Allmendinger, Fort Monroe post commander, said.  "The regions and IMA are currently finalizing their staffs.  We are establishing our relationships with our counterparts at the Region, and support has been wonderful," he said. 

    The intent of transforming installation management is to improve installations through standards and direct funding, create more agile and responsive staffs, and to enable commanders to focus on their respective mission, be it warfighting, training or production plants.

    "Garrison commanders will still be senior-rated by the Senior Mission Commanders (SMCs) on the installations," Diane Devens, Northeast Region Office director, said.  "I'll rate the garrison commanders, and the SMCs will be the senior raters.  So, it's a partnership, and the senior rater remains for a reason - to prioritize requirements based on misson needs.

    "They (SMCs) are the commanders who are trying to get the mission accomplished; the garrisons are there to support the mission.  So, mission requirements will drive priorities," she said.

    With TIM and the creation of the Installation Management Agency, a new term has been created.  Essentially, Fontana said, we've replaced the old term of installation commander with the term, senior mission commander.  Normally, a garrison commander was a lieutenant colonel or colonel, and the installation commander was usually at the two-star level.

    "What we've been sensitive to, is, when it comes to determining what the priorities are at a given garrison, i.e. military construction or force protection, the senior mission commander is always involved in the decision process," he said.

    Mission commander, Maj. Gen. Robert T. Dail, commanding general, U.S. Army Transportation Center, Fort Eustis and Fort Story, has already seen some advantages under NERO management.

    "Even at this early point, we can see that the regional installation management initiative has resulted in more resources for the Fort Eustis garrison," Dail said.  "In previous years we experienced shortfalls in installation resources.  Fort Eustis and Fort Story both received increases this year in order to provide services to soldiers, civilians and families.  Another area has been the implementation of Army-wide standards here at the installation against which we can apply our resources.  Long term, this will ensure our facilities and services meet the expectation of our soldiers."

    One of the biggest challenges is sorting out the resources, Dail said.

    "We have worked hard with the region and TRADOC to realign the funding and manpower to separate base operations from mission requirements," he said. 

    "Another challenge has been to develop a process to capture the requirements of mobilization at a power projection platform like Fort Eustis.  Traditionally, this has been a FORSCOM and 1st Army mission.  We'll have to see how the region and FORSCOM/1st Army clarify the missions and resource streams," Dail said.

    With a streamlined civilian workforce at installations, he said, the process and methods for reporting key information will have to be reviewed to ensure that the garrison staff is focused on providing service as opposed to reporting information.

    Transferring installation functions from the MACOM to IMA and its regional offices is just the beginning of IMA's duties under the ongoing reconstruct initiative.  A major feat will be instituting a standardization process that will transform the entire Army.

    "We'll be developing Army-wide standards within the next 12 months," Fontana said.  "We are currently collecting data for the Installation Management Agency to determine what was the baseline (pre-IMA) for all the facilities and services as of October 2002."

    "We need to know where every installation was in various ways like: how many hours did gyms stay open; what level of child care service was provided, during what hours, etc. - then we're going to decide what the standards should be," Fontana said.

    There are currently "have and have not" installations.  Our goal is to ensure the soldier at Fort Monroe and the one in Kaiserslautern, Germany receive similar services, Fontana said. 

    "It's going to take an infusion of money to bring them (the have nots) up to wherever the standard is set," he said.  "It's never going to be a perfect world, but the IMA will control the BASOPS dollars and manpower.  They will also have a great degree of influence on where those resources will be placed."

    Standards, over time, will gain acceptance with Congress.  For example, in the tactical side of the Army, Fontana says - are the training standards for tanks and helicopters.  DA has set the standards of so many tank miles per year, or so many flying hours for helicopters per year.  When they fight the budget battles, they can tell Congress: it costs this much money to do this many tank miles or flying hours that we have set as the standard.  Congress understands why those tank miles are important, he said.

    "Hopefully, the BASOPS community/IMA will evolve to the point that we have accepted and recognizable standards.  Then when we're talking to a congressional staffer, and say it takes "x" amount of dollars to support the standards for soldiers' barracks, they will understand and support us.  That's when we'll know we have succeeded.

    "Once we get the standards in place, our goal is to get the money to ensure all installations meet the agreed upon DA-wide standards," Fontana said.

    Devens agrees that it's a huge project, and she predicts it should take the Army five years to implement and maybe 10 to reach maturity.

    "The five-year mark is feasible," she said.  "But even if we had the standards ready today, we would have to give commanders a two- to three-year glide path to get there. 

    "So you set the standards and you probably give them about three years to get there, then after that, you see how the standards are working, and you might change them after that.  And then you give commanders another year or so to achieve the new standards.

    "It's not something that happens quickly; it's something that happens corporately," she

 

Suzanne Reynolds, Public Affairs Office

Bringing the 10 lenses to the USAWC

  Mark Williams, founder and CEO of The Diversity Channel, was the featured speaker during a noon-time lecture in Wil Washcoe Auditorium on Aug 21 on the topic, "Ten Lenses of Diversity." 

    The audience, consisting of a diverse group from the U. S. Army War College staff/faculty, Class of 2004 students, Garrison staff and guests, gained insight on how we, as Americans, view our multicultural society.

    The 10-Lenses, created by Williams, is a research-based tool for recognizing and understanding cultural diversity.  Williams is the author of the best-selling book, "The 10 Lenses:  Your Guide to Living and Working in a Multicultural World."

    Williams, who has worked in diversity consulting for over 20 years, introduced the audience to three of the 10 Lenses.  By role playing the part of Mr. Franklin, the Assimilationist, Jamal, the Culturalcentrist, and Mr. Jones, the Meritocratist, Williams brought to light many of our own individual lenses and explained the strengths and weaknesses associated with each one.

    "Student comments were very positive," said Col. George E. Reed, director, command and leadership studies, USAWC.  "Mr. Williams provided us with a research-based tool to better understand the way we work with people of other cultural perspectives as leaders, and the implications of multiple perspectives in organizations.  The approach was sophisticated, educational and entertaining and his appearance at the Army War College was a tangible contribution to national defense," added Reed.  

    This unique educational opportunity was sponsored and funded, in part, by the U.S. Army War College Alumni Association.

 

 

Beau Whittington, Army News Service

USAWC researcher studies 'Why soldiers fight'


Aug. 27, 2003 - A study released in July adds new perspective to the age-old question of why soldiers fight.
    Dr. Leonard Wong, associate research professor at the U.S. Army War College's Strategic Studies Institute said the paper "Why They Fight: Combat Motivation in the Iraq" validated the popular belief that unit cohesion is a key issue in motivating soldiers to fight. But, the paper also produced some "surprising information on soldiers' patriotism."
    Originally, the question rose from Samuel Stouffer's "The American Soldier" study released in 1949 chronicled the World War II soldier's attitudes about facing battle.
    Combat infantrymen returning from the war most often said they kept fighting to "get the war over so that they could go home. The second most common response and the primary combat motivation, however, referred to the strong group ties that developed during combat," Stouffer reported.
    Stouffer's conclusions supported historian S. L. A. Marshall's "Men Against Fire" released in 1942.
    "I hold it to be of the simplest truths of war that the thing which enables an infantry soldier to keep going with his weapons is the near presence or the presumed presence of a comrade.He is sustained by his fellows primarily and by his weapons secondarily."
    Another noted research paper by Edward A. Shils and Morris Janowitz surprisingly showed similar results among Germany's Wehrmacht soldiers who fought on even as Berlin fell.
    Since these papers, the desire of "not letting your buddy down" has been the conventional wisdom as to why soldiers fight.
    "Recent studies have questioned this traditional wisdom," Wong said.
    Shortly after major combat operations ended in Iraq May 1, Wong and a team researchers from the War College headed to Iraq to find out firsthand if the traditional wisdom remains valid.
    The team went to the battlefield for the interviews because they wanted to speak with the soldiers while events were still fresh in their minds.
    The team asked the soldiers the same question Stouffer asked soldiers in his 1949 study -- "Generally, in your combat experience, what was most important to you in making you want to keep going and do as well as you did."
    American soldiers in Iraq responded similarly to their ancestors about wanting to return home, but the most frequent response given for combat motivation was "fighting for my buddies," Wong's report said.
    The report uncovered two roles for social cohesion in combat.
    One role is that each soldier is responsible for group success and protecting the unit from harm. As one soldier put it, "That person means more to you than anybody. You will die if he dies. That is why I think that we protect each other in any situation. I know that if he dies, and it was my fault, it would be worse than death to me."
    The other role is it provides the confidence and assurance that someone is watching their back. In one infantryman's words, "You have got to trust them more than your mother, your father, or girlfriend, or your wife, or anybody. It becomes almost like your guardian angel."
    Once soldiers are convinced their personal safety will be assured by others, they are empowered to do their job without worry, the study stated. It noted that soldiers understood totally entrusting their safety could be viewed as irrational. One soldier shared his parents' reaction -- "My whole family thinks that I am a nut. They think, 'How can you put your life in someone's hands like that? . Your are still going to be shot.'"
    Despite the occasional skepticism of outsiders, the report concluded, soldiers greatly valued being free of the distracting concerns of personnel safety.
    While Wong's study showed Stouffer's concept on the value of soldier cohesion remains valid, it had a different view of patriotism's value.
    Stouffer argued that ideology, patriotism, or fighting for the cause were not major factors in combat motivation.
    "Surprisingly, many soldiers in Iraq were motivated by patriotic ideals," Wong said.
    Liberating the people and bringing freedom were common themes in describing combat motivation, the report stated.
    Wong credits today's volunteer Army having "more politically savvy" soldiers as the reason for the change. He said today's more educated soldiers have a better understanding of the overall mission and provide a "truly professional army."
    "While the U.S. Army certainly has the best equipment and training," the report said. "A human dimension is often overlooked. ...Its soldiers also have an unmatched level of trust.
    "They trust each other because of the close interpersonal bonds between soldiers. They trust their leaders because their leaders have competently trained their units. And, they trust the Army because, since the end of the draft, the Army has had to attract its members rather than conscripting them."
    Wong said the trust his report shows is high, but warns, "Time tests trust."
    He said uncertainty can unravel trust and today's environment of open-ended deployments and talks of downsizing could reduce the trust if not carefully managed.
    A copy of the report can be found on the institute's Web site at
www.carlisle.army.mil/ssi/ 

 

 

Maj. Gen. David H. Huntoon Jr.

46th Commandant of the U.S. Army War College Arrival Message

(photo Spc. David Hopkins)n. David Huntoon, Jr. U.S. Army War College Commandant, (right) talks with Sgt. First Class Johnny Morgan (middle) and Tom Kelly (left) in Bliss Hall August 18 after addressing Carlisle Barracks and USAWC staff and faculty for the first time.

 

August 18, 2003 --It's great to be here and to serve as your new Commandant.  Carlisle Barracks and the Army War College is a terrific place.  We have outstanding Soldiers, students, and civilians who want to be here, the community cares about us, and we provide a superb service to our country.   

    Many of you do not know me but I know many of you well.  I have served with several of you over the past 30 years, from Germany to Fort Bragg and from Korea to the Pentagon.  I know that you care for and understand Soldiers, civilians and their families. 

    I know more of you from the exceptional reputation you have earned through your academic achievements over many years.  I hope to get to know all of you over time, and am very proud of your accomplishments here. 

    Carlisle is an extraordinary assignment from which we can serve the Nation.  Our number one priority remains educating our future strategic leadership.  We are also a key source of critical thinking, writing, research and outreach about the most important international security issues of our time.  Our disciplined and thoughtful reflection on the profession of arms contributes in a substantive way to the Army, the joint team, and across the inter-agencies. 

    It is my intention to sustain those purposes, and my initial sense is that you are on track and doing the right things. The curriculum, the strategic plan, the installation master plan, and the outreach program appear excellent.  Your record of achievement in leader development is certainly reflected in the success of those commanders and staff officers who are decisively engaged in the spectrum of conflict worldwide.

 

Change is an everyday part of our lives

 

    Our vision, mission and goals will change somewhat over time, because change is the one constant in our culture.  With your teamwork we will lead that change together.    

    Our Soldiers today serve in a very different contemporary operational environment (COE) from the one we knew when we first put on the uniform. That COE has changed most dramatically in the past two years.  We are an Army and a nation at war.  Let me repeat that again for emphasis - we are an Army and a nation at War.  It is through that prism that we must view our work here, for this war will have profound consequences on how the Army organizes, equips, and trains, and how we fight as part of the joint team, and how we win the peace. 

    You recognize the nature of that change.  Many of you teach it.  It is the Army War College that derived the expression VUCA--volatility, uncertainty, complexity, and ambiguity.  Your collective work helps to define, articulate, and then lead tangible change for our Army and the joint team.   To do this you must remain at the forefront of that strategic dialogue, both in the classroom and in the corridors of power. 

    We must sustain our professional relationship with the Army Staff, the Joint Staff, and inter-agencies in our work here.  The work, for example, of our Deputy Commandant for International Affairs, Christine Shelly, with the State Department and others in the interagency, and the work of Professors Doug Campbell and Doug Lovelace and of many others in your ranks with the Joint and Army staffs, is crucial to our credibility and our effectiveness.   

    Our mission states that we are charged to prepare selected military, civilian, and international leaders for the responsibilities of strategic leadership, educate them on the development and employment of landpower, on national security and military strategy, and support the Army's strategic communication efforts.  Staying connected with our military and civilian decision makers gives us the opportunity to provide two of the key elements of leadership - purpose and direction--that are useful, credible, and timely.  This is all about our relevance and legitimacy as the preeminent institution for strategic leadership and landpower that we espouse in our vision. 

    Our War College mission speaks to a far reaching task and purpose, one that involves every one here, and one that requires continuous reassessment and occasional adaptation in order to stay on azimuth for the Army, our joint team, and the Nation.   I am uninterested in change for change's sake, but I am always interested in remaining relevant to the strategic needs of our military.  

    The charter of our founder, Elihu Root, is no less sound in 2003 than it was over a hundred years ago.  Our purpose can still be described in his words "to study and confer on the great problems of defense, of military science, and of responsible command."  A remarkable innovator, Root would expect us to adapt to ensure we are relevant, whether in our organization, our curriculum, our means of delivery, or our outreach targets.  Leading change is something we will do together, and I will look over the next several months for your active role in doing just that.

 

People are the heart and soul of this installation


    Of the major elements of this institution--people, curriculum, and infrastructure--the most important one is clearly our people.  You are the heart and soul, the professional competence, and the basis for the exceptional reputation of Carlisle Barracks.  My expectation is that our staff and our faculty standards are of the very highest quality.  Whether you are educating our strategic leaders or working in support of this installation of excellence, our team deserves nothing less than the most enthusiastic and capable cadre.  

    As faculty, you must stay fully engaged and conversant with transformation on the battlefield, with changes in U.S. national security policy, with alterations in the organization of the Army, and with shifts in our joint, combined, and interagency missions.  You should understand and be able to articulate in cogent and useful language the nature of past, present and future conflict, and the new challenges and required competencies of our military leadership.  You must always demand critical thinking and analysis from your students, and, in turn, learn from their own experience.  As you build and sustain expertise in your chosen field you should publish, to return your knowledge and wisdom to our profession. 

    One change that will come on October 1st of this year is a transition to the Training and Doctrine Command.  This is a logical move that places overarching responsibility for the Army's training and leader development system under one major command.  Your good work already and the equal quality of the leadership at TRADOC will ensure this change will go well.  You have already developed a sound partnership with TRADOC in the initial development of the Joint Force Land Component Commander Course, a key means to educate our senior leaders with precisely the kind of skills and disciplines they need to succeed in the new COE.   

    The installation master plan is on target and ambitious in the best sense of the word.  The Residential Communities Initiative, the Anne Ely Hall renovation, the ESPC, and a new roof for the Root Hall library among other projects, are all part of a sound program for our Soldiers, civilians and families that we will ensure receives the full support of the Army. Finally, here are the key tenets of my command philosophy: 

  • Take care of your people and treat them with dignity and respect.

  • Create an atmosphere that rewards innovation, critical thinking, and professional competence.

  • Promote teamwork.

  • Maintain an open and continuous dialogue.

  • Set and sustain high standards.

  • Integrity is non-negotiable. 

 

    Carlisle Barracks may appear to be a collegial setting with an academic pace, but there is nowhere in today's Army that is exempt from very hard work and long hours.  Seek a balance in your own OPTEMPO.  The Army War College is one of the special places in our military where we can spend good time with family and friends, and focus on both personal and professional development.  With three of our children in Carlisle schools, Margaret and I are fully committed to Army family programs!  This installation's reputation as a great post is well known throughout the Army, and I know together we can keep it that way. 

  I am proud to join your ranks, and honored to serve with all of you.

 

Geothermal heat pumps to be installed in Forbes Ave. homes
Garrison Commander, DPW hold town meeting to brief residents on project
 

 

August 15, 2003 --"We want to do everything we can to make this process as painless as possible," said Lt. Col. John Koivisto, garrison commander, when talking to Forbes Ave. residents on Aug. 15. Koivisto was referring to the work necessary for the installation of the geothermal heat pumps.

    The timeline was laid out for the residents, and there was a question and answer period for residents who had concerns. Representatives from the Department of Public works and the Co-Energy group were in attendance to answer questions. 

    "We want to make sure you are aware of when the work is planning to be done, that way you can do what might be needed before it starts," said Garry Sexton, Construction Manager for the Co-Energy Group.

     The ten-day process may seem like a long time, but in actuality there is only a five-day time period when residents may have some disruption, said Koivisto.

    "The majority of the work is done in four days," said Koivisto. "The reason for the first five days is to allow residents enough time to be able to move anything that may need to be moved in order to install the equipment."

    According to the current timeline, which may change, on the first day a pre-installation site visit will be conducted with representatives from Co-Energy Group and DPW. During this visit the installation process will be explained and residents will be told what personal items and U-DO-IT projects need to be removed from the installation areas.  Residents will then have approximately five days to relocate or remove their personal property and any U-DO-IT projects that they have installed. 

    Koivisto pointed out that any suspended ceilings will not be re-installed by DPW after completion of the heat pump equipment.

    After the five-day period, the interior work will begin with the removal of the steam radiators and cutting holes in the floor and ceiling for diffusers. The walls in the kitchen, behind the pantry closet beside the refrigerator, and the wall in the second floor hall closet will be cut open for the installation of piping and wiring for the heat pump unit being installed in the attic for the second floor. 

    "The pantry cabinet will be removed and re-installed and the refrigerator will be put back in place in one day," said Scott Miller, project manager for the Department of Public Works.  "This way none of your food should go bad."  He also pointed out that the kitchen and pantry work will only have to be done on the side of the duplex that has the exterior piping going into it.  

    During the next few days of the project, the installation of the equipment begins.  After all of the radiators have been removed and the holes have been cut, installation of the heat pump units starts with associated ductwork, water piping, electrical wiring and thermostat wiring.  The walls and floors will be patched and painted where the radiators are removed.

    The last two days of the installation include installing the final diffuser connections, ductwork insulation, piping insulation, equipment connections and initial startup procedures. On the final day, window air conditioning units are removed, any clean-up needed is done and instructions are given on how to use the new units.

     "While it may seem like an inconvenience," said Koivisto. "It's important to remember that you will get a much better quality of heating and air conditioning." He pointed out that it is a much more comfortable type of cooling and heating, not a dry type usually associated with the old systems.  Residents are also able to control their own temperatures individually.

    After the interior work is completed, work will be done on the yards and exterior areas of Forbes Ave. Turf restoration will commence after the sidewalks are repaired and the concrete has hardened sufficiently to allow the equipment to cross without damage.  This work is scheduled to begin after the turf restoration has been completed in the Marshall Ridge area.

    Forbes Ave. resident and current geothermal user Gina Redwine had praise for the workers and the manner in which they installed the unit in her house.

    "They did a great job, and there wasn't any real mess left behind," she said. "The work was done just like they said it would be, and they actually finished ahead of schedule. It runs great and I have nothing but great things to say about the work they did and the way it works."
    There will be a
Town Hall Meeting for Garrison Lane and Royal American Circle residents at 4:30 p.m. Sept. 11 in Wil Waschoe auditorium in Root Hall.

 

 

Jacqueline J. Schultz, School Liaison Officer

eCybermission challenges students to use skills to solve problems

 

    In October of 2002, the United States Army launched a nation-wide initiative entitled eCybermission, a web-based science, math, and technology competition that challenges 6th through 9th grade students to work to solve problems in their community.

    The Army began working on eCybermission when former Army Chief of Staff, General Eric K. Shinseki, told his staff he wanted to support the President's push to stimulate math, science, and technology interest among American youth.  He also stated that he wanted to give something back to the communities that provide the young men and women who man the Army's formations.

    The first step in taking the challenge begins with forming a team and registering that team online at http://www.ecybermission.com between the dates of September 15, 2003 and December 15, 2003.  Team structure consists of three to four sixth, seventh, eighth, or ninth graders and one Team Advisor. Students on the team must be from the same grade and be enrolled at a U.S.-based public or private school, a Department of Defense (DoD) school abroad or a U.S.-based home school.  The Team Advisor must be a teacher, coach, counselor, or a leader in a youth organization and at least 21 years of age.  Team Advisors must have access to an active e-mail account. 

    Once a team is formed, students select a project that impacts their local community from the categories of Health and Safety, Arts and Entertainment, Sports and Recreation, or the Environment.  Selecting a real life problem encourages self-discovery and illustrates how science, math, and technology apply to everyday life.  Teams then formulate a hypothesis, conduct research and experiments, and submit their solution to the problem as a project on-line.  Students are encouraged to collaborate as a team using discussion forums, bulletin boards, and monitored chat sessions through the eCybermission website. 

    Judges then review and score the team submissions on-line based upon four weighted categories:  Application of science, math and technology; Innovation, originality, and creativity; Benefit to the community; and Collaboration and communication in order to determine regional winners.  Regional winning teams with the highest cumulative score are then invited to a finalist round where they present their projects live to a panel of judges.  Regional and finalist winning-team members will U.S. Saving Bonds ranging from a $2,000 savings bond per team member for category winners to a $5,000 savings bond per team member of the national winner.  Regional team members get a $3,000 savings bond each.

    In order to make this initiative a success and to serve the youth of our nation, many dedicated individuals are needed to serve as volunteers.  You can serve as a Team Advisor, Ambassador, or CyberGuide.  Parents of team member also play an important role by supporting their child's investigation; providing encouragement and support; resolving team conflict; and supervising team safety.

    As a Team Advisor, it is your responsibility to provide student teams with assistance.  Specifically, the Team Advisor is expected to self-register on the site; assist teams, if necessary, in choosing a Mission Challenge; monitor team activity on the Discussion Forums; and review the team's Mission Folder submission. 

    Ambassadors are active duty Army personnel (uniformed or civilian), retired personnel, National Guard and Reservists, including Army research and laboratory professionals and must have a National Agency Security Clearance.  The Ambassador's role is to promote the competition to teachers, students, and community groups through public outreach efforts.  They also listen to suggestions for improving eCybermission and help the Army give back to the community.

    CyberGuides are also volunteer Army personnel (military and civilian) with backgrounds in science, math, and technology.  Each person must have a National Agency Security Clearance.  The primary role of a CyberGuide is to serve as an on-line coach to teams to provide information about science, math, and technology and to provide resources and guidance to help teams make discoveries on their own.

    If you are interested in participating contact Jacqueline Schultz at 245-4638.

 

Anne Wolf,  Employee Assistance Program

What parents need to know about college drinking

  

    The following information was gathered from The National Institute on Alcohol Abuse and Alcoholism.

 

A Snapshot of Annual High-risk College Drinking Consequences.

It is important to remember that these consequences may affect your son or daughter whether or not they drink.

  • Death: 1,400 college students between the ages of 18 and 24 die each year from alcohol-related unintentional injuries, including motor vehicle crashes.

  • Injury: 500,000 students between the ages of 18 and 24 are unintentionally injured under the influence of alcohol.

  • Assault: More than 600,00 students between the ages of 18 and 24 are assaulted by another student who has been drinking.

  • Sexual Abuse: More than 70,000 students between the ages of 18 and 24 are victims of alcohol-related sexual assault or date rape.

  • Unsafe Sex: 400,00 students between the ages of 18 and 24 have unprotected sex and more than 100,000 students between the ages of 18 and 24 report having been too intoxicated to know if they consented to having sex.

  • Academic Problems: About 25 percent of college students report academic consequences of their drinking including missing class, falling behind, doing poorly on exams or papers, and receiving lower grades overall.

  • Health Problems/Suicide Attempts: More that 150,000 students develop an alcohol-related health problem and between 1.2 and 1.5 percent of students indicate that they tried to commit suicide within the past year due to drinking or drug use.

  • Drunk Driving: 2.1 million students between the ages of 18 and 24 report driving under the influence of alcohol last year.

  • Vandalism: About 11 percent of college students report that they have damaged property while under the influence of alcohol.

  • Property Damage: More than 25 percent of administrators from schools with relatively low drinking levels and over 50 percent from schools with high drinking levels say their campuses have a "moderate" or "major" problem with alcohol-related property damage.

  • Police Involvement: About 5 percent of 4-year college students are involved with the police or campus security as a result of their drinking. An estimated 110,000 students between the ages of 18 and 24 are arrested for an alcohol-related violation such as public drunkenness or driving under the influence.

  • Alcohol Abuse and Dependence: 31 percent of college students met criteria for diagnosis of alcohol abuse and 6 percent for diagnoses of alcohol dependence in the past 12 months, according to questionnaire-based self-reports about their drinking.

 

PARENTS ARE A PRIMARY INFLUENCE. As a parent of a College Freshman - Stay involved:

 

  • Pay special attention to your son's or daughter's experiences and activities during the crucial first 6 weeks on campus. With a great deal of free time, many students initiate heavy drinking during these early days of college, and the potential exists for excessive alcohol consumption to interfere with successful adaptation to campus life. You should know that about one-third of first-year students fail to enroll for their second year.

  • Find out if there is a program during orientation that educates students about campus policies related to alcohol use. If there is one, attend with your son or daughter, or at least be familiar with the name of the person who is responsible for campus counseling programs.

  • Inquire about and make certain you understand the college's "parental notification" policy.

  • Call your son or daughter frequently during the first 6 weeks of college.

  • Inquire about their roommates, the roommates' behavior, and how disagreements are settled or disruptive behavior dealt with.

  • Make sure that your son or daughter understands the penalties for underage drinking, public drunkenness, using a fake ID, driving under the influence, assault, and other alcohol-related offenses. Indicate to them that you have asked the college/university to keep you informed of infractions to school alcohol policies.  (for alcohol policies on college campuses see www.collegedrinkingprevention.gov/policies).

  • Make certain that they understand how alcohol use can lead to date rape, violence, and academic failure.

  • Stay actively involved in the life of your child.

 

 

 

Spc. David Hopkins, Public Affairs Office

Structural deficiencies create problems for fire station

 

    August 6, 2003-The floor in the Carlisle Barracks fire station is not strong enough to hold the load of the department's largest fire truck.

    The problem was discovered in June when the Military Police, whose offices are  located below the fire station, reported hearing debris falling on their ceiling tiles whenever the 33,380 pound truck was driven into the bay, said Leon Wolfe, Carlisle Barracks fire chief.

    The Army Corps of Engineers specialists were called in to investigate the problem. After studying the 64-year-old building and the original blueprints, they  concluded that it would be dangerous to continue to park the large truck in the bay, said William Tarman, chief of the Engineering and Environmental Division of the Department of Public Works.

    The only visible evidence of the problem is on the floor of the fire station.

    "There is a crack running across both bays that has been there for at least 30 years," said Wolfe.

    The crack has been patched several times through the years because it leaks water into the MP station, but they never imagined that the problem was as serious as it is, said Wolfe.

    There is some risk to parking the truck outside.

     "In the winter the water in the truck will freeze," said Wolfe. "When it rains water gets in the gauges, and when the sun is out the ultraviolet rays deteriorate the hoses, rubber, and the self-contained breathing apparatus on the truck." If equipment is damaged, the results of an emergency situation could be disastrous, said Wolfe.

    The plan, however,  is to have the work completed before winter arrives.

    Post officials are researching several options for fixing the problem at the fire station.

    "What we plan to do as a temporary fix is to reinforce the floor from the bottom using steel posts," said Tom Kelly, director of DPW.

    They have also considered building on to the fire station for added indoor parking for the fire truck.

     A more permanent fix for the problem could be to build a new fire station.  The process of getting new construction approved normally can take as long as seven years, but this situation could be considered an emergency and the approval may be faster, said Wolfe.

 

Spc. David Hopkins, Public Affairs Office

USAWC Class of 2004 welcomed with a bang

 (photos Spc. David Hopkins) 

Carlisle Barracks soldiers dressed in Revolutionary War uniforms fire the cannon during the Class of 2004 Opening Ceremony on August 11.

 August 12, 2003 - The rain stopped just in time for the Class of 2004 academic year to kick off in a ceremony on Indian field the evening of August 11.

    After nearly a full day of heavy rainfall, the clouds parted and gave way to clear, sunny skies and allowed this year's ceremony for the 340 men and women of the Class of 2004 to commence.  

    The grandstand overlooking Indian Field was filled with students, faculty, staff, family and friends as the Old Guard Fife and Drum Corps and the U.S. Army Band played a medley of musical selections.  The 3rd U.S. Infantry (The Old Guard) also participated in the Pass in Review.

 

    Col. Craig Madden, deputy commandant, Col. W. Scott Cummings, class president, and Brig. Gen. Agha M. U. Farooq of Pakistan, International Fellows president, reviewed the troops during a Pass in Review.

    This year's class is comprised of 215 Army, 26 Air Force, 15 Navy, 11 Marines and one Coast Guard officer.

    Thirty civilians from the Department of the Army, Defense Leadership and Management Program, U.S. Foreign Service, National Security Agency, and the Department of Defense are in attendance, as well as 42 International Fellows.

 

    "It was a nice ceremony," said Lt. Col. Les Brehm, class of 2004 student. "It sends chills up my spine to see the Old Guard. They represent what makes the Army and America great."

 

 

Tom Zimmerman, Public Affairs Office

Football hall-of-famer challenges USAWC students

August 11, 2003 --"We need to get America back in shape," said Lynn Swann, chairman of the President's Council on Physical Fitness and Sports who spoke to the Army War College Class of 2004 on August 11.

    Swann, best known for his nine-year NFL career as a wide receiver for the Pittsburgh Steelers, spoke as part of the Army Physical Fitness and Research Institutes' Health Day.

    "Physical fitness has always been an important part of my life, and it should be in yours," said Swann. "It's not just about how you look, it's about how healthy you are."

    Swann pointed out that 64% of Americans are overweight and obese, and an alarming number of teens and youths are not as healthy as teens were 20 years ago.    

   "The soldiers of tomorrow are coming from the youths of today," Swann said. "They are going to be charged with protecting our country in the future, and we need to help get them back into shape."

    Every little bit of effort counts, he said, about taking it one step at a time.

    "You're not going to get in shape overnight. It's a life-long process," he said. "What is important is to start working on physical fitness before it's too late."

    Swann issued a challenge to those in attendance to make physical fitness a part of their everyday lives.

   "Exercise isn't something you should do when you have the time," he said. "Make it a part of your daily routine and you'll live a longer, healthier life."

    The council introduced in July a new website to help Americans get back into shape, according to Swann. http://www.presidentschallenge.org/ is a free site set up to help users monitor their exercise, compare with others in their age groups and give new ideas on exercise techniques. (see related story)

    "It's a great tool to help keep you motivated, and to see how you stack up with others around the country," said Swann. "Everything from darts to housework, anyone can set up their own exercise plan to help get into better shape."

    "As leaders, it is important for you to lead by example," concluded Swann to the 343 military and civilian leaders gathered in Bliss Hall. "Make fitness a priority in your lives."

    Swann was invited by the Army Physical Fitness Research Institute, which specializes in executive over-40 health and fitness. The "health day" program included a discussion of senior leader responsibilities by the Army's Deputy Surgeon General. Swann was followed by the Pittsburgh Steelers nutritionist who suggested 'strategic' eating choices for the nation's next generation of strategic military leaders.

   

 

President's Council on Physical Fitness and Sports

launches new interactive web site

Online Program Now Makes It Easier For Adults and Kids To Get Active and Fit

    

    Lynn Swann, Chairman of the President's Council on Physical Fitness and Sports, launched www.presidentschallenge.org, a new interactive Web site to help all Americans build a regular physical activity routine.  

    "We need to find ways to keep kids and families interested in getting physically active.  By being able to chart their success and receive awards we are taking steps to a healthier U.S.," HHS Secretary Tommy G. Thompson said.  "I congratulate the members of the President's Council on Physical Fitness and Sports for their quick response to the President's call for Americans to be physically active every day." 

    The new Web site is a motivational tool to help all Americans become active and fit. Increasingly, Americans are going to the Internet for health information, and www.presidentschallenge.org is an easy, no cost, and fun-to-use way to become active today.   

    Chairman Swann launched the new online tool at the Lakewest Family YMCA in advance of President Bush's HealthierUS fitness event at the center. Swann and other members of the Council demonstrated the free, easy-to-use Web site to youth attending Lakewest's summer programs. The online tool tracks a person's progress toward earning Presidential awards for active lifestyles and physical fitness. 

    The new Web site is in response to President Bush and Secretary Thompson's growing concern for the health of Americans in the wake of a continuing rise in the prevalence of obesity.  Nearly two-thirds of U.S. adults are overweight or obese, and 15 percent of children are overweight.    

    Last summer, President Bush appointed Swann, a sports broadcaster, former Pittsburgh Steeler and NFL Hall of Fame member, to lead the 20-member Council. "We are making this powerful new tool available to all Americans," Swann said.  "It can help people be healthy, active and fit for the rest of their lives. The site is for families, schools, businesses, organizations and individuals who want to be active or motivate others to become physically active for health, as well as for those who are already active, to help them attain the highest possible fitness level." 

    Here's how the new Web site works: log on to www.presidentschallenge.org, select an age category - Kids, Teens, Adults or Seniors - and register as an individual or part of a group. Choose from over 100 physical activities listed and start tracking daily efforts in a private log.  If a person remains on the site for more than a few minutes, a message appears to log off and start moving. 

    Everyone can work toward a Presidential Active Lifestyle Award by participating in regular physical activity five days a week for six weeks.  Adults should be active for at least 30 minutes of daily activity, and children for at least 60 minutes each day.  Those who don't use the Internet can earn the award by filling in a paper log. Americans who are already physically active can earn the new Presidential Champions award online.  Points are earned by logging in each activity.  Participants can work toward a Bronze, Silver or Gold award.   

    President Bush and Secretary Thompson initiated the HealthierUS and Steps to a HealthierUS initiatives to urge Americans to make modest changes in their behavior and stress the importance of receiving preventive health care.  Scientific research has shown physical inactivity contributes to obesity, one of the most serious chronic health conditions threatening the nation today.  The problem of overweight or obese Americans cost an estimated $117 billion in 2000 and accounts for at least 14 percent, or 300,000 deaths in the U.S. each year. 

 

Spc. David Hopkins, Public Affairs office

Post women learn how to live healthier lives

  

    August 13, 2003-Fitness options and healthy living were the focus of the Women's Health Symposium held here on August 12 and 13.

    For the fifth consecutive year, the Army Physical Fitness Research Institute hosted the symposium which taught women what it takes to stay fit, where they can workout on post and how to get motivated to start a fitness plan, said Melanie Richardson, health fitness instructor and exercise physiologist for APFRI.

    "We tell women that they can expect their bodies to change with age and what they can do to stay fit," said Richardson. "It's a motivation thing.  We emphasize to them that they've got to do something if they want to stay healthy."

    Lectures included: Taking Care of You: Realistic, Doable, and Enjoyable Approaches to Eating for Health and Well-Being; Tell Me What to Eat, What Works, and Reasonable Expectations; Depression and Anxiety: What Every Women Should Know; Aging and Exercise: Aging with Grace; Women's Health Care and Peri-menopause; Female formula for Fitness; and Dunham Self Care Class.

    The symposium was geared toward the spouses of USAWC students, but was not limited to them exclusively.  All women associated with post were invited to attend, said Maj. Ruth Crampton, health fitness instructor for APFRI.

    "We had about 75 women attend the symposium this year," said Crampton. "That is about average, but we would like to see more participate. We just want to introduce the importance of physical fitness to the women."

 

 

 

Bonnie Powell, Defense Commissary Agency

Survey gauges perceptions of commissaries

    FORT LEE, Va. - A commissary industry committee is spearheading a first-ever online survey aimed at finding out more about the commissary shopping habits and perception of savings of active duty military service members.

    The survey is being funded, conducted, and compiled by the Consumer Awareness Team, a commissary industry committee that researches and funds projects to help military service members understand the value of their commissary benefit. At stake for anyone taking the survey: two minutes of their time and a chance to win one of 250 commissary gift certificates valued at $50 each. The certificates are also funded by industry.

    Since the survey is being conducted and funded by private industry, the survey is not available at commissaries, but can be taken online at http://catsurvey.shortsurveys.com. The online survey will be available through September.

    Any authorized commissary shopper is welcome to take the survey, but the Consumer Awareness Team does have a specific audience it's trying to reach. "We want to gather more information on the shopping habits of active service members, particularly E1-E6 and junior officers," said Steve Lamkin, CAT chairman. "The results will help us make decisions about what outreach projects we undertake. In addition, our projects are funded by the manufacturers who sell products to commissary customers, so those manufacturers obviously have an interest in any projects that will increase business."

    The survey has just six questions on demographic information such as duty and family status, frequency of shopping, perception of commissary savings and percent of household grocery money spent at the commissary.

    According to Deborah Kalas, chairman of the CAT survey sub-committee, "Even though shoppers can save 30 percent or more over retail at the commissary, it's sometimes difficult to get the word out to new military members that the commissary can really help them. Hopefully this survey will help us understand their perceptions about the commissary and what we can do as industry partners to communicate the value of the benefit to all authorized shoppers."

    Although the survey is not "official," the results will also be shared with DeCA as a tool for outreach and marketing. "We aren't able to collect that kind of demographic information on our customers," said Kaye Kennedy, chief of DeCA corporate communications, "and although we do an official Commissary Customer Satisfaction Survey twice a year, it only surveys shoppers who are already in the stores. It's great that our industry partners are doing projects that can provide valuable feedback and help us focus our outreach and marketing efforts to the right audiences."

Dunham Clinic pharmacy offers new services

    It seems like the Dunham Clinic pharmacy is always a busy place, and the clinic has come up with a few ways to better serve its patients.

    Patients can now request refills on-line via www.carlisle.army.mil/dahc/dunhamhome.htm, click Pharmacy, click On-line Refill Request, follow instructions, select pick-up location, send request, and they are available in 2 business days.  Refills may still be phoned to 1-800-248-6337 (24 hours a day) and are ready in 2 business days.  Refill requests dropped off at the Pharmacy are ready in 2 business days.  Refill requests mailed in may take up to 10 days to process.  Patients may request refills after their current prescription is 80 percent consumed.  Patients are always encouraged to phone ((717)245-4509, menu option #2) before driving long distances to ensure the Pharmacy is open and the prescription is ready for pickup.  The pharmacy only provides same-day refill service to active duty servicemembers.  Patients should not mail their new prescriptions to the Dunham Pharmacy, but physically bring it with them, and it will be filled while they wait.  Civilian physicians/providers must sign the prescription in ink; hand stamps or electronic signatures are not honored at MTFs.  Instructions to patients that state "Use as directed" is not acceptable for patient safety reasons.  Prescriptions will be filled as written up to a 90-day supply.  Unclaimed prescriptions will be held for 2 weeks before returning to stock.

    The formulary is also available to view.  The website is listed on the top of our new prescription caps or go to the website listed above.  The caps can be turned over and used for EZ open (not child resistant).  "CAUTION NOT CHILD RESISTANT" is printed in red ink if the cap is turned over.

    The Pharmacy converted to printing new prescription labels on Lexmark printers which automatically print the auxillary warning stickers and a patient education monograph.  The old DOT matrix printers did not print warning stickers (this was done manually) or patient information such as common uses and side effects.

    In the 3rd quarter of FY03, 95 percent of our patients waited 20 minutes or less for service. That is an increase from 89 percent served in 20 minutes or less in the 2nd quarter FY03.  To minimize your wait time, suggest you visit the Pharmacy during the "best times" as depicted here:

                       

BUSIEST TIMES

BEST TIMES

 

Tues - Fri

10 a.m.-2 p.m.

 

Mon

8:30 a.m.-4:30 p.m.

 

Tues - Fri

7:30 a.m.-10 a.m. or

2 p.m.-4:30 p.m.

 

 

    Patients are encouraged to phone (717)245-3700 for closure/delays due to severe weather.  The patient must have their ID card for Pharmacy services.  A copy of the patient's ID and signed Authorization to Release Medications to Third Parties, MEDDAC Form 757, signed by the patient with an expiration date indicated, is necessary to pick up another person's prescription.

 

Anne Wolf,  Employee Assistance Program

Summer Sense:  Drinking Responsibly/DUI Awareness

 

    Summer is coming to an end, and we are gearing up for the last of the summer celebrations, and weekend barbeques.  Everyone needs to relax and unwind, but doing it RESPONSIBLY is the key.  And responsibly means having a designated driver, or having just one drink. 

    Everyone likes to have a drink now and then, but do it responsibly.  Have one beer, then switch to soda, water, or iced tea. Don't just sit around, either!  Get active, mingle!  Eat food while you are having a drink.  This doesn't completely absorb the alcohol from your system, but it slows down the absorption rate.  Sip your drink, make it last!  Then you're less likely to want another.  Be aware of unfamiliar drinks, save those for another time when you're not driving.  And always pay attention to any medications you are taking if you are planning to have a drink.

What can you do?

         Designate a driver ahead of time - A designated driver is a non-drinking driver.

         Take a cab or public transportation.

         Make a hotel reservation and spend the night.

         Sip your drinks, consume food and alternate with non-alcoholic beverages.

         Ask your server about a ride home if you have been drinking to the point of impairment.

 If you are hosting a party:

         Encourage your guests to designate a driver.

         Plan activities so that the focus isn't just on drinking.

       Serve a variety of food and include non-alcoholic beverages alongside alcoholic beverages. (ASAP can provide non-alcoholic drink recipes).

         If serving punch containing alcohol, mix with a non-carbonated base like fruit juice because carbonated bases speed up the absorption of alcohol into the blood stream.

         Designate one person to serve as the bartender. This will help with the number of drinks and the amount of alcohol in each drink.

         Stop serving alcohol at least one hour before the party is over.  Bring out dessert, coffee and other non-alcoholic drinks.

         Be prepared to arrange for a ride home for your guests if necessary or to invite them to spend the night.

 

How can you tell if someone is too drunk to drive? What to look for:

         Loss of coordination

         Use of loud or profane language

         Frequent trips to the restroom

         Slow reflexes and reaction time

 

    Pennsylvania has some of the strictest drunk driving laws in the country.  Did you know that PA is one of only 14 states that can arrest a driver with a Blood Alcohol Content (BAC) of .08.  Or that in 2001, PA State Troopers arrested 12,345 drunk drivers?  Or that some of the police officers with the highest rates of DUI arrests in the state are right here in Cumberland County?

    Can you afford a DUI?  Besides the cost of an attorney, if you are convicted, you face the possibility of a $5,000 fine and up to 2 years in prison.  Your driver's license could be suspended for one year.  Do you really want to take the bus for a year?  And that's just if this is your first DUI! 

    So think before you drink!  And do it responsibly.  Though it is often difficult and awkward to reason with someone who has been drinking, the alternative - the loss of a friend or loved one - is much worse. Save your own life, as well as that of someone you love. 

Drinking, Boating and the Law

 

    What could be better than a day of sun and fun on a boat on the Susquehanna River?  Not being arrested for Boating under the Influence (BUI).  Pennsylvania does not take drinking and boating lightly.  With BUI, as with DUI, an operator is considered impaired at .08 BAC. 

    Last year, in a 3 month time frame (June, July and August)  70 BUI arrests were made statewide.  This is amazing, considering the time frame AND the fact that there is only 1 Waterways Conservation Officer (WCO) assigned per county, and some counties have no boating enforcement at all.  Beware, because one WCO patrolling in this region is responsible for a majority of these arrests!  The majority of the arrests were made on the Susquehanna River and Raystown lake, two recreation areas convenient to Carlisle.  This number of BUI does not include what the U.S. Coast Guard, Philadelphia or Pittsburgh Marine Police arrested.

    BUI is similar to DUI.  The officer will conduct field sobriety tests, chemical testing, such as Breathalyzer testing, and will prosecute you to the fullest extent of the law.  If you refuse to submit to chemical testing, your boating privileges can be suspended for up to one year, and you may be tested via urinalysis or blood testing.  If convicted of BUI in court, your fine will be not less than $500 but up to $7,500.  There is a chance of prison time, up to two years, plus the loss of boating privileges for a year.  The officer may also decide to charge you with other offenses, such as reckless or negligent operation of boats, public drunkenness, and disorderly conduct. 

    Boating and alcohol consumption are NOT compatible.  Alcohol affects your judgment, your balance and your vision, all of which you need to operate any kind of motor craft.  Combine this with the fact that water conditions are often unpredictable, and it's a deadly combination. 

    Be safe!  Again, use your head.  Don't drink and operate any kind of vehicle. 

   For additional information contact the Safety Office at 245-4353 or the Army Substance Abuse Program at 245-4576.

 

Safety tips for Labor Day driving

Hitting the road this Labor Day weekend with the family? Here are some tips for safer family travel:

 

  • Keep your children in the car's back seat. Buckled in the center of the back seat, the child is farthest away from impact of a head-on collision, which can cause the most serious injuries. Also it safely removes child from passenger side air bag.

  • On long trips, keep your children occupied.  Before leaving, work with them to put together an "entertainment kit" that will keep them busy.  Kit should include favorite toys, books, audiocassettes, portable games, etc.

  • Bring plenty of healthy snacks.  Long trips appear shorter and more enjoyable if you bring along lots of goodies (crackers, fruit, pretzels, juice, etc.) for your family to munch on.

  • Be sure your child car seat fits your child. Whether your child is an infant, toddler or older, each should have the proper car seat that best meets their safety needs.  Your child's car seat should have a snug harness with shoulder straps in the correct slots, and a retainer clip that connects just above the child's chest. Just as important, make sure that your car seat fits securely in your vehicle and can be easily removed and adjusted.

  • Have you car seat facing the correct position. It is a vital necessity that INFANT CAR SEATS MUST FACE THE REAR, because it absorbs the force of the crash and protects the infant from neck and spinal injuries.
  • Don't leave your children alone in the car. Even if the child is sleeping or you are just making a quick stop at the store or to use the restroom, bring them with you and keep them in your sight.
  • Don't overload the car with people. Make sure every member in your family has a designated seat belt or car seat. Don't share seat belt or have a child sit on someone's lap-it's not worth the risk.
  • When your child needs care or attention, don't' try to drive while tending to his or her needs.  Simply pull over as safe as possible.
  • Don't keep children on your lap while driving. A grown-up's arms are no substitute for a safety restraint. If the adult is not wearing a safety belt, the child could get crushed between the adult and the windshield or dashboard.
  • Practice safe family travel for both short and long trips. More then 75 percent of all crashes happen on short trips at low speed. So, even if your family is traveling only a few miles through town, make sure you take the same precautions that you would on a long trip.

 

 

Carol Kerr, Public Affairs Office

Maj. Gen. Huntoon to become 46th Army War College commandant

 

   August 7, 2003 -- USAWC Commandant Maj. Gen. David H. Huntoon, Jr. assumes command of Carlisle Barracks on August 15 and becomes the 46th commandant of the U.S. Army War College.  Most recently, he served at the Pentagon to lead the transition team for the incoming Army Chief of Staff, and prior to that, he was Director of Strategy, Plans and Policy in the Office of the Deputy Chief of Staff, G3.

    Huntoon is a career Infantry officer and alumnus of the U.S. Military Academy at West Point. He earned a master's degree in International Relations at Georgetown University and completed a senior service college fellowship at the Hoover Institute at Stanford University. 

    Huntoon commanded a company of the 2nd Battalion, 60th Infantry of the 9th Infantry Division at Fort Lewis, Wash.; the 5th Battalion, 20th Infantry of the 2nd Infantry Division in Korea; and the 3rd Infantry Regiment "The Old Guard" at Fort Myer, Va.

    He has served as chief of the Fighting Vehicle Systems at the Combined Arms Training Center, Germany;  completed the School of Advanced Military Studies planners' course at Fort Leavenworth; served  on the 18th Airborne Corps planning staff for Operation Just Cause and Operation Desert Storm. He served as the executive officer to the Chief of Staff of the Army from 1997-99; assistant division commander (support), of the 1st Cavalry Division at Fort Hood, Texas, 1999-2000;  and deputy commandant of the Command and General Staff College at Fort Leavenworth, Ks.,  2000-2002

    As commandant, he will guide the Army War College which has prepared senior officers for strategic leadership since 1901. 

   

 

Tom Zimmerman Public Affairs Office and Maj. Carla Campbell, Directorate of Information Management

Post computers becoming more secure thanks to new technology

    August 5, 2003--Within the coming weeks, all post computers will begin receiving card readers designed to read the Common Access Card that the ID card section has been issuing since January of 2003.

    The CAC Reader gives users a more secure environment through the use of the Public Key Infrastructure (PKI). PKI is a component that provides higher levels of data protection through secure authentication. Users will be able to send encrypted emails and access other secure means of communication with this new technology.

    PKI performs specific functions such as single sign-on access control, signing electronic documents, and encrypting email. Eventually, all DoD computers will have a card reader allowing network access using the CAC. PKI adds an extra layer of security, because without your CAC, no one can log onto your computer even if they have your name and password. PKI authentication also provides the DoD another weapon to foil the attacks of computer hackers on DoD computer systems. With PKI, personal privacy is better protected and national security is also strengthened. 

    Installation will proceed by building.  The pilot program included RSI,DOIM and CIO PCs within Collins Hall and Root Hall and included approximately 136 PCs.  The Installation phase will continue with Root Hall, starting with the 3rd floor, then the 2nd, and last the 1st.

 

    The Common Access Card (CAC)

    In November of 1999, the Deputy Secretary of Defense directed the Military Services to implement smart cards in the form of a Common Access Card (CAC). A smart card is a credit card-sized device containing one or more integrated circuit chips, and may also include additional technologies such as: a magnetic stripe, bar codes, a radio frequency transmitter, and photographic identification.

    Who will receive the CAC?  Active duty military, National Guard, Reserve, DoD civilians, and eligible contractors will receive a CAC.

    What will the CAC Do?  The CAC has numerous functions - literally combining several cards into one. In addition to replacing the existing DoD identification card, the CAC will:

         Enable physical access to buildings and controlled spaces

         Enable computer network and system access

         Serve as the primary platform for the Public Key Infrastructure (PKI) token

    When will we receive the CAC?:  Initial CAC issuance to DoD personnel will be completed by October 2003. If you don't already have a card you should contact the ID card office to schedule an appointment.

    Why will we receive the CAC?  With a CAC application, many paper-based processes will become automated. Therefore, what may have taken days to do may now take just hours. Military Service members may use the CAC to enter their installation, log onto computers, or verify medical benefits eligibility or dining facility privileges. As the technology matures, the CAC will perform even more functions - thereby enhancing readiness and saving time and money for all personnel.

    TIP:  When your card reader is installed, be sure to remove the plastic backing of the tape on the bottom of the reader and place accordingly on your desk.  If the tape does not hold the card reader, double sided Velcro is recommended.

Installation will be conducted in the following building order.  All dates shown are approximate.

 

Activity

Building #

Planned Implementation Date

 

 

 

DOIM/RSI/CIO

650

Complete

Root Hall

122

30 July -18 Aug

  DCLM

 

Complete 1 Aug

  DDE

 

4 Aug

 

 

 

Cmdr US Army Garrison

45

19-Aug

Personnel Office

315

20-Aug

Contracting DRM Resource Mgt

314

21-Aug

HQ Company

454

22 Aug

MHI

22

25-26 Aug

DPW

330

27 Aug - 28 Sep

Transportation Office

635

29-Sep

Housing Division

39

 

APFRI

46

 

Fire/MP

400

 

Letort View

313

 

DPCA: Personnel & Cmty Act

632

 

Lodging

36

 

 

455

 

Youth Center

637

 

Barracks Crossing, Studios & Svcs

870

 

Golf Course Club House

901

 

 

656

 

Education Center

609

 

 

333

 

Medical Supply

253

 

Child Development Center

455

 

Health & Dental Clinic

450

 

 

 

Spc. David Hopkins, Public Affairs Office

'Thank God for bike helmets'

 

 August 4, 2003-On Saturday, July 26 Col. Kevin Weddle, a USAWC faculty member, went out for a bike ride to get some exercise.  Everything seemed to be going fine until tragedy nearly struck. 

    "I was in a bad bicycle accident," said Weddle. "I don't really remember what happened, but I vaguely remember an animal running in front of me."

    Due to head trauma, Weddle doesn't remember much of what happened for the nine hours following the accident.

    "I was hurt badly," said Weddle. "I had a broken elbow, several lacerations to my body, scrapes and bruises, and a concussion."

    Weddle was confused, his bike was damaged and his helmet was smashed as he lay injured on the side of the road.

    "A good Samaritan stopped and helped me. I was conscious enough to give directions to my house."

    When Weddle arrived home he was given a ride to Carlisle Hospital by a neighbor.

    Weddle's injuries were mended and he underwent surgery on his broken elbow, before being released.

    "Thank God for bicycle helmets," said Weddle. "I don't want to say that the helmet saved my life, but I don't know what would have happened if I wasn't wearing one."

    According to the Bicycle Helmet Safety Institute, there are 85 million bicycle riders in the United States, and about 550,000 of these bicyclists visit emergency rooms each year with various injuries. About 800 bicyclists die in the U.S. every year and two-thirds of these are the result of traumatic brain injury.

    Eighty-eight percent of cyclists' brain injuries can be prevented by a helmet, according to the BHSI.

    "I encourage everyone to wear a helmet when riding a bike," said Weddle.

    Post policy requires all bike riders to wear a helmet at all times when operating a bicycle on post.

 

 

General Peter J. Schoomaker

35TH CHIEF OF STAFF OF THE ARMY

Arrival Message, August 1, 2003

 


This afternoon I stood in the office of the Secretary of the Army and was sworn in as the 35th Chief of Staff of the Army. Thirty-four other distinguished leaders have preceded me -- well-known stewards of our Army. It is a great honor to walk in their footsteps.

     Twenty-three years ago I stood in another place -- in the Iranian desert on a moonlit night at a place called Desert One. I keep a photo of the carnage that night to remind me that we should never confuse enthusiasm with capability. Eight of my comrades lost their lives. Those of us who survived knew grief ... we knew failure -- but we committed ourselves to a different future.

     There were some important things we did not know about the future that night. We did not recognize that this was a watershed event -- that the military services would begin a great period of renewal that continues to this day. We did not know that we were at the start of an unprecedented movement to jointness in every aspect of our military culture, structure, and operations -- a movement that must continue. We also did not realize that we were in one of the opening engagements of this country's long struggle against terrorism -- a struggle that would reach our homeland and become known as the Global War on Terror.

    Today, our Nation is at war and we are a critical part of the joint team -- an Army at war. This is not a new war. Our enemies have been waging it for some time, and it will continue for the foreseeable future. As the President has stated, "This is a different kind of war against a different kind of enemy".  It is a war we must win, a war for our very way of life.

     War is both a physical reality and a state of mind. War is ambiguous, uncertain, and unfair. When we are at war, we must think and act differently. We become more flexible and more adaptable. We must anticipate the ultimate reality check -- combat. We must win both the war and the peace. We must be prepared to question everything. What is best for the Nation? What must endure? What must change?                           

    This war has demonstrated that our Soldiers, civilians, and families are up to the task. It has also provided new insights into the current operating environment. Can we sustain our high performance with our current methods of preparation? Can our Combat Training Centers better reflect the joint context in which we will fight? Are we organized for the long haul? We must answer these questions and more.                                                         

    We need to be mindful that the world has changed and it will never return to what we knew before. As my great friend, Dick Meadows, always said, "The Army ain't like it used to be -- and it never was".

    Sustained engagement of our Army will be the norm, not the exception. How do we man the Army in a way that provides cohesive, high performing units in this reality of continuous engagement?                                        

    Our recent combat operations reinforce the requirements for units and echelons that are flexible and tailorable. Can we balance our force structure and develop increased modularity so as to enhance our critical role in effective joint contingency operations while maintaining our campaign qualities?                                                         

    We have already shown that we have innovative and adaptive leaders. But our enemies are adapting as well. Will our development programs continue to produce leaders who can meet this challenge?                                    

    Leadership and courage are easily recognized as prerequisites at the tactical level, but they are essential at the operational and strategic levels as well. Are we developing the George C. Marshalls for the new era?                                  

    The National Guard and Army Reserve are indispensable, full members of the team. Do we have the proper mix of both active and reserve units? Are we properly balanced? Is all of our structure readily accessible to meet the requirements of this and future wars?                           

    As we transform the Army from the current force to the future force we must ask these questions and more. While some things will change, others will not.                                                                        

    The American Soldier remains indispensable. Our Soldiers are paramount and will remain the centerpiece of our thinking, our systems, and our combat formations. As General Creighton Abrams taught us, "People are not in the Army, they are the Army".             

    We are, have been, and will remain a values based institution. Our values will not change and they are non-negotiable. Our Soldiers are Warriors of character. They exemplify these values every day and are the epitome of our American spirit. They are the heart of the Army.  

    As long as the United States Army has existed we have transformed -- and we always will. For four years under General Shinseki our Army has asked hard questions and made tough choices. We will continue to go where the answers to those questions take us. Our azimuth to the future is good. The Army must remain relevant and ready.

    Our Army has much to be proud of. It is the preeminent land force in the world -- and continues to be respected by our friends... and feared by our enemies. We set the standard. We were part of the joint team that defeated the Taliban in Afghanistan and took down a brutal regime in Iraq. Today we are deployed and conducting contingency operations at an unprecedented pace. Our Soldiers, civilians, and their families set the standard every day for selfless service.                                                            

    The Army continues to serve our great Nation well and faithfully as it has in the past. For more than 228 years, the Army has never failed the American people, and it never will.                                        

    As an American Soldier, I have never left your ranks; but it is a great privilege to wear our uniform once again.

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