2012 Jan/Feb Officer by SIX HALF DOZEN : Design Studio

The Journal of the Reserve Officers Association

www.roa.org

January â&#x20AC;&#x201C; February 2012

Reservists learn to earn as entrepreneurs.

ReseRve stRength ReseRve Life

Inside: State of the Force | Afghanistan Update

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Ta b l e O f c O n T e n T s

T h e O f f i c e r • Vo l u m e L X X X V I I I , N o . 1

• JANUARY – FEBRUARY 2012

FEATURES

ON THE

from rancor to reconstruction ____________________________ 22

COVER

As the military draws down in Afghanistan, combat missions are giving way to civil support efforts. As troops work to give Afghans ownership of their own country and solutions, they still must ensure that fragile security remains intact through multiple transitions.

p. 16

The Journal of the Reserve Officers Association

By Fred Minnick

www.roa.org

January – February 2012

Know tHe foe _________________________________________________ 26 With Iran an ever-growing threat, Reza Kahlili—a former Iranian Republican Guard member, CIA operative, and author—discusses what can be a misunderstood fighting force. By Christopher Prawdzik

Reservists learn to earn as entrepreneurs.

Defense tecH: information overloaD ________________________ 30

The challenge for intelligence analysts is not lack of information, it’s finding the best methods, software, and tools to analyze data that comes in faster than it can be processed. By William Matthews state of tHe force

___________________________________________ 38

Leadership of all Reserve forces present their annual comprehensive look at the Total Force. national security rePort ______________ 78 Global Taxonomy Those who research the Reserve Component should use a taxonomy to set the object of their study within the universe of reserve forces so that others can fully understand and apply the findings. By COL Stephen R. Dalzell

subject matter Key ________________________________________________ Use these subject matter icons for a quick reference on column and department topics throughout each issue. Personnel

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ReseRve stRength ReseRve Life

Inside: State of the Force | Afghanistan Update

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A growing number of Reservists are controlling their own financial destiny by starting their own businesses. By Melanie Scarborough Index to Advertisers: Bequest . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Boeing . . . . . . . . . . . . . Inside Front Cover Bonner & Associates . . . . . . . . . . . . . . . .53 Booz Allen Hamilton . . . . Inside Back Cover Oshkosh Defense . . . . . . . . . . . Back Cover Daimler . . . . . . . . . . . . . . . . . . . . . . . . . . .35 Delta Dental . . . . . . . . . . . . . . . . . . . . . . .29 DRS Technologies . . . . . . . . . . . . . . . . . .61 Humana Military Healthcare Services . . . . . . . . . . . . . . . . .85 LMR . . . . . . . . . . . . . . . . . . . . . . . . . . . . .89 Lockheed Martin . . . . . . . . . . . . . . . . . . . .20 Marsh . . . . . . . . . . . . . . . . . . . . . . . . . . . .77 National Security Symposium . . . . . . . . . . . . . . . . . . . . . . . .37 Pentagon Federal Credit Union . . . . . . . . . . . . . . . . . . . . . . . .3 USAA . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Raytheon . . . . . . . . . . . . . . . . . . . . . . . . .14 Top of the Hill . . . . . . . . . . . . . . . . . . . . . .34 TriWest . . . . . . . . . . . . . . . . . . . . . . . . . . .15 UMUC . . . . . . . . . . . . . . . . . . . . . . . . . . . .21

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T h e O f f i c e r • Vo l u m e L X X X V I I I , N o . 1

• JANUARY – FEBRUARY 2012

DEPARTMENTS OpENINg SHOTS _____________________________ 4 Strength and Life By MajGen Andrew Davis, USMC (Ret.)

RESERVE OFFICERS ASSOCIATION OF THE UNITED STATES Organized in 1922. Incorporated under charter of the Congress by Public Law 81-595. THE OFFICER PRINTED IN THE U.S.A. Publisher: MajGen Andrew B. Davis, USMC (Ret.) Editor: Christopher Prawdzik Managing Editor: Tiffany Ayers Senior Editor: Elizabeth H. Manning Copy Editor: Carol A. Kelly Associate Editor: Jeanne Kouhestani Graphic Design: Six Half Dozen Advertising Director: Lani Burnett Circulation Manager: Tracey Ware Chairman, Publications Committee: LTC John Rosnow, USAR

READER FEEDbACk ____________________________6 CApITOl HIll CONNECTION___________________8 Election Year Efforts Acting on Impulse Waiting Game ROA Legislative Agenda for 2012 By CAPT Marshall A. Hanson and Lauren Wilkins SERVICE MEMbERS lAw CENTER _______________88 Employment Interpretation By CAPT Samuel F. Wright, JAGC, USN (Ret.) STARs INDUSTRy NEwS ______________________ 90 Deep Roots Military DNA Drives USAA to Excellence By Jeanne Kouhestani bOOk REVIEw _______________________________96 The Towers Reviewed by MG David Bockel, USA (Ret.) CONTACT ROA ____________________________ President | Col Walker M. Williams III, USAF (Ret.) roapresident@roa.org President-Elect | BG Michael J. Silva, USAR michaeljsilva@yahoo.com Executive Director | MajGen Andrew B. Davis adavis@roa.org TELEPHONE TOLL-FREE FAX (ExEcutivE / LEgisLation) FAX (MEMbEr sErvicEs / MEdia) FAX (dEfEnsE Education foruM) HOME PAGE

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The Officer (ISSN 0030-0268) is published bimonthly by the Reserve Officers Association of the United States, One Constitution Avenue NE, Washington DC 20002-5618. Telephone 202-479-2200; Fax 202-646-7767. Printed by Brown Printing Company, East Greenville, Pa. Subscription prices: $40 per year for members, which is included in the dues, $20 for surviving spouses and ROAL members. PERIODICAL POSTAGE PAID at Washington, D.C., and additional mailing offices. POSTMASTER: Send address changes to The Officer, Membership Department, ROA, One Constitution Avenue NE, Washington DC 200025618. DEADLINES: Editorial, letters–45 days preceding month of issue; articles, departments–45 days preceding month of publication. Manuscripts preferred by e-mail to editor@roa.org. This publication is available on the ROA website, for members only. Copyright © 2011 by the Reserve Officers Association. All rights reserved. ADVERTISING INFORMATION: Deadline: 1st day of month preceding month of publication. ADVERTISING REPRESENTATIVE: Lani Burnett, Advertising Director, Reserve Officers Association, One Constitution Ave. NE, Washington DC 20002-5618; Phone 202-646-7758; Fax 202-646-7767; E-mail lburnett@roa.org. Linda R. Cooper, Ad Traffic Manager, One Constitution Ave. NE, Washington DC 20002-5618; Phone 202646-7711; Fax 202-646-7767; E-mail lcooper@roa.org. Publication of advertising does not constitute endorsement by the ROA Publisher or the Publisher’s representatives. *****

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Opening shOts BY MajGen andrew davis, usmc (ret.) · rOa eXecutive directOr stRength AnD LiFe Overarching themes define ROA in 2012. Membership is everybody’s business. ’m the new guy at ROA. First off, I’m delighted to serve this historic, important, and wonderful association. But we have much to do to preserve, sustain, and ultimately increase ROA’s strength and presence. Top priority for all of us—staff and members—is to reverse the decline in our membership numbers, start growing again, and add new members from the Reserve ranks of junior and midcareer members. Membership is everybody’s business: departments, chapters, staff recruitment directors, staff, and officers. Everything we do, from programs to education forums to social networking, impacts membership growth and retention. We must be relevant to current and prospective members. We must, and we will. As a start, at the 2012 ROA National Security Symposium in Washington, D.C., Jan. 29–Feb. 2, 2012, we’ll be voting on the Executive Committee–endorsed expansion of our membership eligibility to include serving and former enlisted reservists. National President Col Walker Williams (Ret.) and I enthusiastically endorse this expansion, which will require threefourths affirmative vote by the business convention. Today’s enlisted reservists are educated, hold battlefield responsibility that once was the purview of officers, and are leaders of their communities and in commerce. ROA’s voice already speaks for them, but they should have a voice in the voice. Plus, our potential membership universe would be increased by 1 million. To have your vote count, please join us in Washington at the national symposium as a delegate appointed by your department for the business meeting. Register today!

Next, you may have noticed a slight change in our ROA logo on the pages of the journal, our correspondence, and web homepage. To the ROA image, we’ve added the words: Reserve Strength. Reserve Life. What’s that all about? ROA has its Ten Priorities, which fall into two overarching categories: 1) advocacy of a strong Reserve force for a strong national defense, and 2) the promotion of support for reservists’ 4

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Officer / January–february 2012

personal welfare, their health, their families, and their employers. To maintain a strong, relevant, and responsive Reserve force, the nation must commit the resources necessary to do so. We remember the days in the mid-1970s of running through the woods in training yelling, “Bang, bang,” because there were no funds for training ammunition. We must not return to those days. (Hence, our ROA commitment to Reserve Strength.) Reservists and their families have provided unprecedented service and sacrifice for the past decade. We, likewise, have a commitment to them to provide lifelong support for them in career growth, civilian employment, health care, and the benefits promised to them on retirement. Our dedication to those foundations of Reserve Life will continue and intensify. Lastly, general officers are occasionally prone to having bright ideas. We half-jokingly call these “GOBIs” (General Officer Bright Ideas). In my brief tenure here at ROA, I’ve had a few: • Let’s revitalize our ROA Career Center as a member-run, staff-supported benefit that provides career mentoring for reservists in both their military and civilian careers, as well as an online jobs board. • We’re taking our Defense Education Forums on the road and even to sea. On Aug. 18, the MV Explorer cruise ship will sail from Baltimore to Halifax, Nova Scotia, with 600 ROA members, spouses, and family members. We’ll have four days of forums on current defense issues with top speakers, a voluntary fitness “boot camp,” family activities, entertainment, and even the ROA Favorite War Films Festival. (See story page 83.) • To attract younger members and build community, we’re developing the “R-Games” (working title only), a multisport competition to crown the premier Reserve athletes. This will build on our successful CIOR Games experience and bring it home. (CIOR is the Interallied Confederation of Reserve Officers.) Have a happy and prosperous New Year. I look forward to meeting you all at our Washington, D.C., symposium later this month. 

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11/15/11 3:27 PM

READER FEEDBACK comment corner

featuring the roa blog

Join the Discussion at:

the proposals also fail to recognize: (1) That most military personnel are FORCED to retire after 20 years of active service. (2) Military personnel who are forced to retire face a significant reduction in income at a time when their children are of college age. (3) A significant percentage of military retirees encounter obstacles to finding civilian jobs, particularly jobs with employer-provided health benefits. (4) Increases in pharmacy co-pays will affect not only retirees and their dependents, but also active duty military dependents who do not reside near military treatment facilities.

http://reserveofficer.blogspot.com/ Military Health Care Faces Draconian Recommendations Sen. John McCain (R-AZ) has urged the Super Committee, which has been tasked to make $1.2 trillion in cuts from the federal budget, to consider recommendations by the Congressional Budget Office (CBO) that would not only bar retirees under 65 from using TRICARE Prime, but would add Draconian fees to the existing military health care system. The CBO proposal would impose a huge new enrollment fee for TRICARE Standard, require annual enrollment, bar TRICARE from acting as second payer to other insurance, and raise the retiree catastrophic cap from $3,000 to $7,500 a year. … Such changes would be in addition to the President’s recommendation to add a $200 a year enrollment fee to TRICARE for Life. ... The Reserve Officers Association feels it is inappropriate to “tax” the 1.6 percent of the population that has been willing to defend the rest of the U.S. population from external threats. … Please contact your elected officials and the White House by going to ROA’s Website and sending letters to our elected officials at www.roa.org/write_2_congress. Comments: COL Alfred M Diaz, USA (ret) said... The idea that military retirees and dependents should be taxed to offset the costs of the American Jobs Act is insulting and absurd. An annual “enrollment fee” for TRICARE for Life is also absurd because the beneficiaries are already enrolled through the Defense Eligibility Enrollment Reporting System (DEERS)and payment of Medicare Part B premiums.

Correction: In the editorial “One Degree of Separation” in the September-October issue of The Officer, the figures of those who have served in the military were incorrect. According to the U.S. Census Bureau, as of 2009, veterans in the United States were about 7 percent of the population. Based on current end-strength totals, the percentage of the population currently serving in the U.S. armed services is just under 1 percent. 6

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RAMPAGE 06 said... I retire from the Army in September 2010 after serving 32 years. I am a “Die-Hard” Republican. The recommendation by Senator McCain are truly disheartening and cause me much frustration. Why shouldn’t veterans who serve (for substantially more time than Congress) and retire receive the same health care coverage that members of Congress receive? You don’t see Senator McCain recommending a downgrade in health care benefits for Congress!!! Of course not...that personalizes the action. I certainly agree that this country needs to cut to get its fiscal house in order. I just think there are other areas that waste much more (and I don’t think that moderate health care benefits for veterans is in the same category) can be reduced. I will now begin my letter writing campaign and will begin with Senator McCain...

Reader Feedback Policy The Officer welcomes your feedback on content and issues affecting Reserve officers. Letters should be no longer than 300 words and must include writer’s name, rank (if applicable), service branch, and city and state of residence. Please include a phone number, as we verify each letter’s authenticity before publishing. Phone numbers are not published. Letters may be edited for grammar, style, and content. The Officer reserves the right to refuse publication of any correspondence for any reason. Please send letters via e-mail to editor@roa.org (subject line: “Feedback”) or use the “Feedback” form at www.roa.org. Please send letters via postal mail to: Christopher Prawdzik, Editor, The Officer, Reserve Officers Association, One Constitution Ave., NE, Washington, D.C. 20002-5618.

Capitol Hill ConneCtion

eleCtion-YeaR eFFoRtS Capt Marshall a. hanson, Usnr (ret.) roa DireCtor of legislation

Lawmakers to tread lightly in 2012.

he 112th Congress reconvenes on Jan. 17, with any outstanding bills from 2011 carrying over into 2012. While last year was so unusual with Congress’s focus on budget cutting, ROA members should look to the opportunities and challenges of the future rather than the frustrations of the past. Next November’s national elections will greatly influence the first half of the congressional year. Many bills will be introduced, but few will pass, as many elected officials seek constituent approval while political parties avoid controversy that might upset a voter base. As all of the House and one-third of the Senate will be running for re-election, bills passed into law will be fast-tracked, permitting both chambers to recess, if not adjourn, by the middle of September. Should appropriation funding bills or the defense authorization not pass, Congress will hold a lame-duck session, returning in mid-November as in recent years. The results of the election will flavor the lameduck session but will increase the risk of last-minute bills that include everything but the kitchen sink being introduced for consideration. Too often, Congress passes such bills without careful examination, leading to hidden pork and wasteful spending. The opposite extreme may also occur, with the lame-duck session becoming gridlocked. Remaining necessary legislation could be kicked over into the 113th Congress. This was the case for the 112th Congress, which had to complete the unfinished budget from the 111th, yet put forward a continuing resolution for Fiscal Year 2011. ROA will have to be more focused in its legislative efforts, working fewer issues harder.

Unanswered is what position defense issues will take in 2012. The Associated Press reported that the Republican candidates for president have lost their traditional foothold on the national security and foreign affairs platform, because President Obama holds the high ground. The killing of Bin Laden, the liberation of Libya, and the State Department working for democracy with the Middle East nations transitioning after the Arab Spring provide the president with a defendable position on national security. Public debate in the United States will likely continue to focus on the national deficit and domestic issues. Congress left many details on reducing the deficit unaddressed at the end of last year. As a result, many suggested defense cuts highlighted in earlier ROA publications, such as changes to retirement or health-care fees, may still be on the chopping block into 2012. One national security issue that may be up for consideration is ratification of the Law of the Sea Treaty (LOST). If the 2012 election doesn’t change party leadership in the Senate, the numbers of seats are likely to near a 50/50 balance. There likely will be a push for ratification in the first half of 2012, before the chance of a Senate vote is lost. ROA resolution 10–04 is against ratification of LOST, but the association recognizes the interests of the U.S. Navy and U.S. Coast Guard to codify traditional international practices. ROA believes LOST is not the appropriate vehicle to restate practices. ROA approached the Center for Security Policy and suggested that key players on the issue meet and explore other options to fulfill the sea services’ objectives. 

ROA will have to be more focused in its legislative efforts, working fewer issues harder.

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Officer / January–february 2012

This year, ROA is fortunate that the House and Senate will both be in session during ROA’s National Security Symposium, Jan. 30–Feb 1. Attendees will be able to visit their members of Congress while they visit Washington, D.C. Don’t miss ROA’s 2012 legislative agenda on page 12. Copies of ROA’s legislative position papers are posted at www.roa.org/advocacy.

aCting on impulse Capt Marshall a. hanson, Usnr (ret.) roa DireCtor of legislation

EMP bill languishes in House subcommittee, despite threat.

he United States has already fallen victim to an electromagnetic pulse (EMP) from a high-altitude nuclear explosion. Honolulu suffered the effects, with streetlights being blown and microwave telephone links to the other islands being shut down. This attack occurred in 1962, and the aggressor was the United States, as it performed high-altitude tests 400 km over Johnston Island in the South Pacific, 898 miles from Hawaii. Known as Starfish Prime, the test was part of a series of nuclear tests called Operation Fishbowl, and the electromagnetic effects were greater than calculated. “The azimuthal angle provided coherent build-up of voltage as the EMP swept over the transmission line,” according to a 1989 Sandia National Laboratories report. “The rapid rise allowed substantial [electron] excitement before the cancelling effects of ground reflection limited the signals.” The Soviets performed a series of high-altitude EMP tests over the more-populated Kazakhstan in the early 1960s as well, causing greater damage than the Starfish Prime test, including a fire in a Karaganda power plant. These tests provided the Soviets with more EMP data than the United States collected from its own tests. This information was informally shared with the United States after the fall of the Soviet Union, as recorded in a 1995 Howard Seguine memorandum. The damage in Honolulu, however, was not the first time that the United States suffered disruptions from an EMP. Havoc can occur from natural sources as well. A geomagnetic storm in 1858 sent EMP waves along telegraph wires, shutting down telegraph systems all over Europe and North America, setting fires, and in some cases even shocking telegraph operators, according to a National Academy report. Today, with the United States more dependent on more sophisticated but sensitive controls for its power grid, the threat is even greater. At the CNN Presidential Debate on National Security last November, when all eight Republican candidates were asked what unaddressed threat might they face during their presidencies, presidential hopeful Newt Gingrich listed EMP as

an unrecognized threat. Several members in Congress share a concern for this threat. The Secure High-voltage Infrastructure for Electricity from Lethal Damage (SHIELD) Act, H.R. 668, seeks to secure the U.S. electrical grid to allow for continued food production as well as water, sewer, and electricity utilities, despite the occurrence of either a manmade or natural EMP. As of early December, only 36 House members had sponsored the bill, and it languishes in the Energy and Commerce subcommittee on Energy and Power. A similar bill passed the House in the 111th Congress, but it stalled in the Senate because of some cyber-security threat language, which has since been removed from the bill. The SHIELD Act would empower the Federal Energy Regulatory Commission (FERC) to work with industry and other government departments and agencies to strengthen the national electric grid from EMP threats. FERC estimates that the cost for protecting the electric grid would add only 20 cents to the annual bill of the average ratepayer for a period of three years. The threat is valid. Both China and Iran have published military articles about the effectiveness of an EMP attack. Iran has been working on miniaturizing a nuclear weapon that can be launched on a missile, which has created a concern on Capitol Hill of a SCUD missile launch from a commercial vessel in the Atlantic that could cripple infrastructure along the East Coast. One of the SHIELD Act’s sponsors, Rep. Roscoe Bartlett (R– Md.), tells the story about meeting three Russians on the Duma International Affairs Committee: “On May 2, [1999], the Russians chastised the United States for military aggression in the Balkans and warned that Russia was not helpless to oppose Operation Allied Force. Its chairman, Vladimir Lukin, said, ‘If we really wanted to hurt you with no fear of retaliation, we would launch an SLBM [submarine-launched ballistic missile] and detonate a single nuclear warhead at high altitude over the United States and shut down your power grid and communications for six months or so.’” 

Both China and Iran have published military articles about the effectiveness of an EMP attack.

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Officer / January–february 2012

Capitol Hill ConneCtion

Waiting game Lauren WiLkins MiLitary LegisLative assistant

ROA sees success in shadow of looming cuts and NDAA delay.

or the past several years, Congress has waited until the last minute to pass the National Defense Authorization Act (NDAA). Fiscal Year (FY) 2012 is well under way and, as of mid-December, the Senate and House NDAA was still in conference. Adding more uncertainty to the equation, the Super Committee missed its Nov. 23 deadline, leaving it in a $1.2 trillion quandary as to how to reduce the deficit. As a result of the missed deadline—unless Congress passes and the president signs legislation that changes matters— automatic cuts will kick in beginning in 2013, with 50 percent coming from defense and 50 percent coming from other parts of the budget (excluding Social Security and Medicare). President Barack Obama said Nov. 21 that he would veto legislation that removes the automatic cuts. Concerns over the state of the military, however, have not spurred any more timely action on the NDAA. Pessimism aside, ROA can claim some legislative successes, thanks to the House and Senate Veterans Affairs Committees. The Veteran Cost of Living Allowance (COLA) will increase by 3.6 percent in January 2012 to match that of military retirees. This is the first COLA increase for veterans in two years. In addition, a veterans’ employment bill passed in the fall achieves ROA goals by providing tax incentives for businesses that hire veterans; it also increases employment protection under the Uniformed Services Employment and Reemployment Rights Act regarding on-the-job harassment of Reserve or National Guard members. Other victories include improvements to a Post–9/11 GI Bill nationwide tuition reimbursement system. ROA continues to advocate for Title 14 service in recognition of the active-duty periods performed by the Coast Guard Reserve. Protections were also improved in child custody matters for single parents who are deployed overseas. The final outcome for the NDAA is, at this time, only speculation. A number of provisions are found in both the House and Senate versions of the NDAA, however, and the final

bill will presumably contain these matches: · A base pay increase for service members of 1.6 percent beginning Jan. 1, 2012. · An increase in end strength for the Navy Reserve of 700 and an increase of 200 for the Air Force Reserve from the previous year. · A revision to the beneficiary designation for death gratuity that allows service members to allocate more than 50 percent of their death gratuity to an unrelated person. It will also require that a service member’s spouse be notified if another person receives more than 50 percent of that gratuity. · A limit on an annual increase of Tricare Prime health enrollment fees for retirees and dependents to no more than the same year’s increase in retirement pay. · Mandated pre-separation counseling for members of the Reserve Component at least 90 days before demobilization. · Improved access to apprenticeship programs for service members transitioning to civilian life. Out of more than 1,000 pages, a few other sections contain provisions where the House and Senate are in agreement. Oftentimes, the Senate offers amendments that match House provisions. For the FY 12 bill, however, little time was allocated for Senate debate, limiting the number of amendments. Which of the differing sections between the House and Senate NDAAs, however, will be included in the final bill remains a question. The House NDAA included the National Guard Empowerment provision, which designates the National Guard chief position as an official member of the Joint Chiefs of Staff (JCS). With 73 of 100 senators supporting a similar provision, an amendment was added to the Senate NDAA with wording differences being resolved in conference. However, current members of the JCS, including GEN Martin E. Dempsey, USA, current JCS chairman, are opposed to this provision. They argue that National Guard matters are already covered by

Unless Congress passes and the president signs legislation that changes matters, automatic cuts will kick in beginning in 2013, with 50 percent coming from defense.

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respective service chiefs when the Guard is called up for federal service, and that the power of state governors in nonfederalized National Guard operations makes this position inappropriate for an official position on the JCS. Also included in the House NDAA are: · An obligated $100 million for the Guard and Reserve equipment allowance, in response to the president’s budget that contains no funds for it. · Enhancements to the Department of Defense (DoD) Suicide Prevention Program, which would include suicide prevention training as a part of all basic training for new recruits of all services, and access to mental health care and training on suicide prevention and response for all reservists performing inactive-duty training during unit training. · Mandatory per diem and/or travel and transportation reimbursement allowances for nonmedical attendants for seriously ill and wounded service members whose presence may contribute to the service member’s health and welfare. A controversial inclusion in the House NDAA is a reaffirmation that, in determining the meaning of any act of Congress, or any rule or regulation, that the term marriage means only a legal union between a man and a woman, and spouse refers only to a person of the opposite sex. The House bill also included language prescribing the handling of terrorist detainees. This section allows for suspected terrorists to be turned over to military custody if captured in the United States, a provision that would not apply to any U.S. citizen arrested in America on suspicion of terrorism. The Senate bill contained similar language, and the president has threatened to veto the NDAA if these provisions remain. Despite this threat, the Senate voted in early December to retain this section in the NDAA.

Many of the areas to watch are included only in the Senate NDAA. One is the provision for assured access, which would allow military secretaries to call up to 60,000 members, during nonemergency periods, from the Selected Reserve and the Individual Ready Reserve for active duty for up to one year. The House was more suspect of this new authority, which will likely result in an additional report from DoD when the bill comes out of the NDAA conference deliberations. The Senate NDAA also includes a section that gives the secretary of defense authority to authorize military secretaries to provide voluntary retirement incentive payments to officers who have served between 20 and 29 years—a provision suggested by DoD, which seems to anticipate a force drawdown. Staff members in the House say that no funding is available for this program. Other items to watch in the Senate NDAA include: · Enhancement and improvement of the Yellow Ribbon Reintegration Program, including a restatement of the function of the Center of Excellence on reintegration that focuses on lessons learned suggestions of the Guard and Reserve, training state-level representatives, and identifying best practices in the delivery of information and outreach services. · Clarification that the prohibition on refusal by states to accept valid applicants for voter registration and absentee ballots applies to both overseas and stateside uniformed services voters. · Repeal of the High Deployment Allowance for service members who are deployed longer than a specific number of consecutive days, including an allowance for members of the Reserve Component, for more than a 30-day active-duty period that begins less than one year after their previous period of active duty. · Authorization to use Title 10 Reservists in relief efforts following domestic natural or domestic disaster. 

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cApiTOL hiLL cOnnecTiOn

The ReseRve OfficeRs AssOciATiOn’s LegisLATive AgendA fOR 2012 It is important for congressional staff to be aware of the issues that ROA advocates, as they are often the first bridge to dialogue. The following agenda highlights many of the concerns of ROA’s membership. It is a dynamic document, where successes are removed and new issues are included throughout the year. ROA’s LEGISLATIVE PRIORITIES

Recapitalize the Total Force to include adequate funding for equipment and training for the National Guard and Reserve. Assure that the Reserve and National Guard continue in a key national defense role, both at home and abroad.

Obtain professional pay for Reserve Component medical professionals, consistent with the Active Component menber’s pay.

Provide adequate resources and authorities to support the current recruiting and retention requirements of the Reserve and National Guard.

Eliminate the 1/30th rule for Aviation Career Incentive Pay, Career Enlisted Flyers Incentive Pay, Diving Special Duty Pay, and Hazardous Duty Incentive Pay.

Support warriors, families, and survivors.

Simplify the Reserve duty order system without compromising drill compensation.

Issues to help FUND, EQUIP, AND TRAIN

Seek Joint Professional Military Education qualification credit for distant learning or blended military courses. Regenerate the Reserve Component with field-compatible equipment. Fully fund Military Pay Appropriation to guarantee a minimum of 48 drills and two weeks of training per year. Sustain authorization and appropriation to National Guard and Reserve Equipment Account.

Issues to assist RECRUITING AND RETENTION

Changes to retention policies: Permit service beyond the current Reserve Officers Personnel Management Act limitations. Support incentives for affiliation, reenlistment, retention, and continuation in the Reserve Component. Advocate against cuts in Reserve Component; support Reserve commissioning programs. Pay and Compensation: Reimburse a Reserve Component member for expenses incurred in connection with round-trip travel in excess of 50 miles to an inactive training location, including mileage traveled, lodging, the

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Education: Include Title 14 duty in eligibility for the Post–9/11 GI Bill.

Successes are removed and new issues are included throughout the year.

Optimize funding for additional training, preparation, and operational support.

and subsistence.

Exempt earned benefit from GI Bill from being considered income in need-based aid calculations. Increase Montgomery GI Bill–Selected Reserve (MGIB–SR) to 47 percent of MGIB–Active. Include four-year reenlistment contracts to qualify for MGIB–SR.

Employer Support: Continue to enact tax credits for health care and differential pay expenses for deployed Reserve Component employees. Provide tax credits to offset costs for temporary replacements of deployed Reserve Component employees. Support permanent tax credits to employers who hire service members who supported contingency operations. Employee Support: Permit delays or exemptions while mobilized of regularly scheduled mandatory continuing education and licensing/ certification/promotion exams. Seek a credentialing process to recognize military skills. Expand ROA’s Service Members Law Center services. The

Law Center advises on Uniformed Service Employment and Reemployment Rights Act/Service Members Civil Relief Act (USERRA/SCRA) and problems of deployed Active and Reserve service members. Health Care: Improve continuity of health care for all drilling reservists and their families by:

Continue to protect and sustain deferred compensation for current and future retirees. Uniformed Services Employment and Reemployment Rights Act (USERRA)/Servicemembers’ Civil Relief Act (SCRA): Improve SCRA to protect deployed members from creditors who willfully violate SCRA.

Implementing DoD-paid stipend toward employer’s health care for dependents.

Fix USERRA/SCRA to protect health-care coverage of returning service members and family for pre-existing conditions, and continuation of prior group or individual insurance.

Seeking a Government Accountability Office (GAO) audit to evaluate the Tricare Retired Reserve premium rates.

Encourage federal agencies to abide by USERRA/SCRA standards.

Permitting active members in the Individual Ready Reserve to buy into Tricare Reserve Select; vary levels of subsidy for different levels of readiness.

Ensure USERRA isn’t superseded by binding arbitration agreements between employers and Reserve Component members.

Improve post-deployment mental health evaluations of returning Reserve Component members.

Make the states’ employers waive 11th Amendment immunity with respect to USERRA claims, as a condition of receipt of federal assistance.

Fund restorative dental care prior to mobilization. Extend military coverage to 180 days for restorative dental care following deployment.

Make the award of attorney fees mandatory rather than discretionary.

Mobilization: Oversee service sections’ policies to reimburse mobilized reservists on Temporary Duty orders with lengths over 179 days. Make permanent differential pay for deployed federal employees. Spouse Support: Expand eligibility of surviving spouses to receive Survivor Benefit Plan–Dependency Indemnity Clause payments with no offset. Provide employment protection and family leave for spouses and family caregivers of mobilized Guard and Reserve prior to or following deployment of the military member. Deferred Benefits and Retirement: Extend current early retirement legislation retroactively to Sept. 11, 2001. Permit mobilized retirees to earn additional retirement points with less than two years of activated service, and codify retirement credit for serving members over age 60. Modify U.S. Code that requires repayment of separation bonuses if an individual receives a Uniformed Service retirement annuity.

CAPT Marshall A Hanson, USNR (Ret.), testifies on issues important to the Reserve Component and ROA members. the

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Capitol Hill ConneCtion

Veterans Affairs: Calculate years of service for disability retired pay for Reserve Component members wounded or injured in combat under section 12732 of USC Title 10. Extend veterans preference to those Reserve Component members who have completed 20 years in good standing. Make permanent Reserve Component VA Home Loans Guarantees expiring in October 2012.

ROA resolutions, position papers, and white papers supporting these initiatives are available at www.roa.org/advocate.

Eliminate the 3/4 percent fee differential between Active Component and Reserve Component programs on VA Home Loans. Support burial eligibility for deceased gray-area retirees at Arlington National Cemetery. Continue to seek timely and comprehensive implementation of concurrent receipt for disabled service members receiving

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retired pay and VA disability compensation. Voting: Ensure that every deployed service member has an opportunity to vote by: Working with the Federal Voting Assistance Program. Supporting electronic voting. Ensuring that every military absentee ballot is counted.

Service- Specific Issues: The Army, Naval Services, and Air Force Affairs directors provide service-specific legislative agendas; they can be contacted by calling 1-800-809-9448. ROA resolutions, position papers, and white papers supporting these initiatives are available at www.roa.org/advocate. Or contact CAPT Marshall Hanson, director of legislation and military policy, at mhanson@roa.org or 800-809-9448, ext. 713.ď ¸

On A Mission To Serve TriWest Healthcare Alliance is a proud sponsor of ROA. It is our privilege to provide access to high-quality health care and superior customer service to military families, especially among the reserve component, across the TRICARE West Region.

1-888-TRIWEST  TriWest.com  facebook.com/TriWest  twitter.com/TriWest

By Melanie Scarborough

Reservists learn to earn as entrepreneurs.

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fter a stint in the Navy, CAPT Paul Jensen returned to

southern Minnesota, planning to put his degree in mechanical engineering to work in the automotive industry. For fun, he and his father worked on restoring a 1945-model tractor until they reached a point where they needed the manufacturer’s handbook, which was long out of print. Trailing leads like bloodhounds, they finally located an original manual—and got an idea for a business. “If we’re looking for these,” CAPT Jensen’s dad pointed out, “so is everyone else.” CAPT Jensen realized the potential. “Most tractors built through the 1980s have a life span of 50 to 60 years, so almost every farm or construction company has equipment that’s 20 years old or older,” he said. “In remote farming communities, they don’t take it to a dealer; they fix it themselves.” CAPT Jensen began gathering old manuals. He went to swap meets, trade shows, and dealerships. He placed “we buy manuals” ads in specialty publications. He enlisted a worker in Caterpillar’s refurbishing shop to collect outdated manuals for him. Since opening for business in 1989, CAPT Jensen’s company, Jensales Inc., has amassed the largest and most diverse tractor and industrial equipment manual library in the world. He has more than 20,000 titles, covering nearly every tractor made since 1900, and clients “from Iceland to Argentina, Thailand to Turkmenistan—and all points in between,” CAPT Jensen said. In an interesting twist for the Navy reservist, many of his overseas clients need manuals for equipment left behind by the U.S. military. “After World War II, the vast majority of primary movers—bulldozers, tractors—they didn’t bring home,” he said. “Now they’ve been repurposed for agriculture: swords to plowshares, so to speak.”

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“I see something that proves to me that my military training and career prepared me almost perfectly to run a business.” — CAPT Paul Jensen

Build Your Business connections. Critical for military personnel—or anyone for that matter— who make the leap from job seeker to job creator is a connection to available resources that can often make a difference in a company or personal business succeeding in a competitive and very tight job market. For Reserve Component members, the connection to the community is a well-established foundation and can serve as a positive motivator when growing and expanding a business. With a little work, an interest in meeting people, and a passion for business, one opportunity can lead to another. Below is just a sample of strong organizations that encourage business growth, entrepreneurship, and opportunities for business men and women in communities across the country. Chamber of Commerce: www.uschamber.com Business Networking International: www.bni.com The largest business networking group in the world. Linkedin: www.linkedin.com 135-million strong online professional network. Facebook: www.facebook.com Social networking group to connect friends and business interests. Twitter: www.twitter.com Social networking, instant-contact group. Also be sure to investigate non-profit associations associated with your profession. These range from the National Association of Manufacturers to the National Restaurant Association and the National Needlearts Association. All of these contain resources, information, and benefits that could help you succeed, and sustain and grow your business. —Christopher Prawdzik

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Military Experience Matters CAPT Jensen’s experience in the Navy, and now the reserves, is invaluable to his success. “Every day—every single day—I see something that proves to me that my military training and career prepared me almost perfectly to run a business,” he said. The military cemented his ability to plan, to be decisive, and to prioritize. In the Navy, CAPT Jensen learned communication skills, how to manage people, and how to proceed toward a goal. “Honesty, courage, and commitment sound like a recruitment poster,” he said, “but it applies here every day.” Tamara Duke’s experience in the Army National Guard helped her persevere when she and her husband started their carpet-cleaning service in 2002. “In the beginning, we were so naïve when it came to running a business, but my military experience helped,” she said. “I’d get tired and want to stop, but I know you can’t until the mission is over.” Ms. Duke also credits the military with teaching her the importance of following procedure, an asset in the detailoriented business of carpet-cleaning. “I know we need a checklist, something written, so we know we’re doing the same thing every time,” she said. Her fellow service members also provided a built-in network of potential clients. “Stay connected with those you’ve served with and let them know you’ve started a business,” Ms. Duke recommends. “For us, it’s referrals, referrals, referrals.”

Mission-Critical Networking Indeed, “networking, networking, networking” is critical, said SMSgt Chip Forward, who started his business, Chip’s American Jerky, as an Air Force reservist. SMSgt Forward learned to make jerky while assigned to Peterson AFB, Colo., and soon was filling requests from friends about to leave on tour. “When it began going beyond family and friends to people who know people who know people, I decided to turn this into a commercial venture,” he said. SMSgt Forward could hardly have picked a more difficult business. Food industry regulations are notoriously byzantine. One government official told him that when people call to ask about the process of starting a food business, they usually hang up in frustration midway through his answer. But the Air Force Reserve endowed SMSgt Forward with the patience and perseverance to see it through. He concedes that had he known how difficult it would be, he probably wouldn’t have started his company. Nonetheless, SMSgt Forward advises other veterans and reservists to “give

weapons of mass production it a shot. If you fail, it’s admirable [that you tried]. If you never try, you’ll never know whether you could have been the next millionaire.” He recommends that reservists-turned-businessmen take advantage of the multitude of resources available through the Internet, state agencies, the Small Business Administration, and local commerce groups. Most helpful to him was joining his industry’s trade association, the American Association of Meat Processors, through which he could consult with those most knowledgeable about and experienced in the business. COL Paul Ciminelli, an Army reservist who has started several businesses in Rochester, N.Y., agreed that networking is imperative. “People think they have to be secretive when they’re starting a business, but that’s a mistake,” he said. “You’re probably not planning to do anything no one else has done; you just want to do it better.” Seeking advice from others who have done well in business improves your own chance for success.

Consider a Range of Ideas COL Ciminelli also warns reservists to be prepared to adapt even the best business plan in the world to changing circumstances and markets, as he learned when he returned from Desert Storm in 1991. A prosecuting attorney, Ciminelli wanted to get into the golf range business. “I got a fax machine and put in a second phone line for an 800 number, and that’s how the company started,” he said. COL Ciminelli bought a distributorship for golf ranges in several states. His business partner went to the library with rolls of dimes and photocopied phone book listings, and they called those prospects from Ciminelli’s living room. By 1994, the business was successful enough that Ciminelli could leave the District Attorney’s office. In 1995, business more than doubled. Then COL Ciminelli was deployed to Bosnia. The company did only half as much business in the first year he was gone, and his partner decided not to stick around. By the time COL Ciminelli returned in 1997, he practically had to start over. “The lesson I learned after I went to Bosnia and came back to a company in disarray was that I needed to hire the best people I could afford because I wasn’t always going to be around.” When he returned from his last mobilization in 2007, COL Ciminelli faced a different problem: The economy had tanked and was taking the golf industry down with it. Examining his books, he concluded that the healthiest part of his business was in part sales, so he shifted course and became a manufacturer

instead of a distributor. His new company, Range Repair Warehouse, produces parts for every machine used in a golf practice facility. “In today’s world, you always have to be thinking ahead,” COL Ciminelli said, “and that’s something the military teaches.”

Keep Your Commitment to Serve If he could give one bit of advice to fellow reservists considering starting a business, COL Ciminelli said it would be: “Don’t start a business just to make a job for yourself.” Even for American heroes it can be grueling to follow the American Dream. Ms. Duke agrees. “You don’t close the office at 5:00 and come back the next day,” she said. “There’s always something to think about, something to plan, something on your mind.” Going on a real vacation is no longer possible because the office calls with problems. Not having a steady income can be unsettling, as is the realization that some circumstances are beyond your control. “Carpet cleaning is a luxury many people can’t afford in this economy,” Ms. Duke said. “With the housing market so bad here in Arizona, a lot of our regular customers don’t even own their houses anymore.” To counter the drawbacks of owning a business, she said it is crucial to do something you love. “We don’t necessarily love to clean carpets, but I like interacting with people,” Ms. Duke said. “If you’re getting satisfaction other than the paycheck, it makes persevering through those tough times a lot easier.” The Dukes’ business includes restoration after water damage, so they meet many people in distress. “We help people get their lives back in order—maybe help them save an antique that’s been in the

Being one’s own boss is particularly relished by those who have endured military authority.

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weapons of mass production Seeking advice from others who have done well in business improves your own chance for success.

family forever,” Ms. Duke said. “It feels good to be able to help someone in circumstances like that.” CAPT Jensen seconds the notion that people should do what they love, but adds a caveat: Be sure you’re also providing something people need. “Get away from the cool, shiny, sexy stuff, because everyone wants to do that,” he said. Forget about opening a motorcycle shop. Enthusiast businesses fail. “Service is something we [in the military] do very well and will always be needed. You can’t outsource haircuts.” CAPT Jensen cited the example of a friend who returned from deployment to learn that his parents paid an absurd price to have their driveway resurfaced. That drove him to look into the costs and requirements of starting a business with better practices. “Now he has three crews, is making a great go of it, ” and is king of his world, CAPT Jensen said. The business “isn’t sexy, but it’s needed.” Starting one’s own business can be back-breaking work. It requires total commitment and dedication. And unless you’re Mark Zuckerberg with an idea like Facebook, you’re not going to get rich quick. Yet the satisfactions are immense. Being one’s own boss is particularly relished by those who have endured military authority. Having your own business allows you to control your own time, your own destiny. “It’s hard work, long days and high risk,” concedes CAPT Jensen. “But there’s a lot to be said for writing your own paycheck.” 

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Melanie Scarborough is a freelance writer in Alexandria, Va. 20

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301-62630_C5_InAClass_ROA.indd 1

11/23/11 1:53 PM

A member of the Zabul Provincial Reconstruction Team (PRT) provides security en route to a canal project site. PRTs’ profiles have increased as U.S. forces draw down in Afghanistan.

ReconstRuction Ending thE AfghAn mission hAs REsERvE ComponEnt pRomoting indEpEndEnCE Amid intERvEntion. 22

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By Fred Minnick

It’s

complicated. The 10-year war in Afghanistan, the Taliban, and the response to the Sept. 11, 2001, attack will, no doubt, for centuries from now bear the scrutiny of scholars, who will analyze the steps that took troops from terrorism response and military confrontation to military mentoring and civil-affairs operations and back again. Reserve Component utilization likely will be a large part of that scholarly review, as the War on Terror activated more than 575,000 Reserve Component personnel from 2001 to 2007, according to a Department of Defense (DoD) report. But, after 10 years in Afghanistan, forces are winding down, and the mission is changing. President Barrack Obama said that the United States will remove 10,000 troops from Afghanistan by the end of 2011 and a total of 33,000 troops by next summer. “After this initial reduction, our troops will continue coming home at a steady pace as Afghan security forces move into the lead,” President Obama said. “Our mission will change from combat to support. By 2014, this process of transition will be complete, and the Afghan people will be responsible for their own security.” However, many have questioned the president’s move to pull troops out. John Agoglia, vice president for government services at IDS International, a national security consulting firm, said a withdrawal could be harmful. There’s a lot of work to be done in terms of connecting the rural population, eliminating corruption at the national level, and getting parties to move to compromise, said Mr. Agoglia, who served in Afghanistan as an Army colonel. “Often, with artificial timelines, we wind up pulling forces and realizing we’ve got to put them back in again,” he said. On the contrary, analysts at the Brookings Institution, a nonprofit Washington, D.C., public-policy organization, said the broader public supports a U.S. forces pullout. In fact, the Center for American Progress said that President Obama took a step in the right direction with the troop reductions.

“It is from this position of strength that we can now rebalance our investment in Afghanistan. American military, intelligence, and diplomatic personnel serving in the region have shouldered the burden for the past 10 years,” the center said in a statement last summer. “The United States still spends $10 billion a month in Afghanistan, at a time when it cannot invest in its own infrastructure at home. This expenditure—six times Afghanistan’s own GDP—has fostered a dysfunctional culture of dependency.”

Troop Withdrawal Impact on Reserve This wind-down has given the Reserve an opportunity to cull its underperforming members. According to published reports, the Army Reserve is expected to release Soldiers who do not meet fitness or performance standards. In a Military.com report, Army Reserve Chief LTG Jack Stultz said, “Now we can process some of these people out … and make room for the people we want to keep.” Just as an Afghanistan pullout will reduce Reserve totaldeployment numbers, Congress is mulling legislation to provide the Army Reserve broader deployment authority. The proposed expansion of Title 10 would grant authority to call up as many as 60,000 reservists per year from all services, for unnamed contingencies, both inside and outside the country. Currently, Title 10 only allows homeland call-ups under threats of weapons of mass destruction. Meanwhile, the Marine Corps Reserve is planning more large-scale exercises, LtGen Steven Hummer, Marine Forces Reserve’s commanding general, told Marine Corps Times on Sept. 20. “The Reserve has been such a vital element of the Total Force,” LtGen Hummer said. “The intent would be to preserve that combat experience across those reserves, which may have had multiple tours in Iraq and Afghanistan as well as theater security cooperation support in such places as Romania, Germany, Central America, and Africa.” But for the Soldiers in Afghanistan right now, a pullout is

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the furthest thing from their minds. They remain in danger as they execute combat and civil-affairs operations.

The Missions While Reserve Component service members have been instrumental in combat, including aiding the precision airstrike killing Taliban leader Qari Tahir in September, they are leading the civil-affairs operations. For example, 1LT Michael O’Neill, an Army reservist from suburban Philadelphia, deployed to Afghanistan’s northwestern Panjshir province last year as a civil-affairs team leader for the provincial reconstruction team and helped launch a literacy initiative endorsed by the State Department and the Afghani government. This initiative used books that told Afghan stories and were written by Afghan authors, printed in Afghanistan, and distributed by non-governmental organizations that were largely Afghan organizations. Considering that illiteracy is as high as 75 percent in rural Afghanistan, this project was extremely important to the overall hearts and minds mission. “The Afghans have really taken ownership of this program,” 1LT O’Neil said. “They realize the importance of it.” And getting the Afghans to take ownership is really what the current mission is all about. For the Texas Agribusiness Development Team-V in Ghazni,

An HH-60 Pave Hawk flown by the Air Force Reserve’s 305th Expeditionary Rescue Squadron lands at Kandahar Field, Afghanistan.

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Afghanistan, the mission is to support the country through agribusiness development, since 80 percent of the nation’s economy is agriculturally based. The unit’s Army Reserve Soldiers are teaching budgeting and governmental accounting to the different ministers (in Kabul) and directors (in Ghazni) to help the people transition from relying on American money to relying on their own government to fund their needs. LTC Robert Gaudsmith, commander of the Texas unit, said they are basically teaching sons and daughters of farmers what their fathers couldn’t. He said that in traditional agriculture settings, farming knowledge and technology are passed down to the children. But in Afghanistan, the fathers were often killed in war, and families were displaced to Pakistan. Now, these families are trickling back into the decimated country. “The co-ops that existed in the ’60s have fallen apart, and we’re trying to rebuild that,” LTC Gaudsmith said. “When I got here, we were trying to teach them how to sustain themselves with food. But how do you get to the next level from agriculture to agribusiness?” For example, LTC Gaudsmith worked with grape farmers to use a trellis system for growing more grapes and explained the value of putting a beehive in an orchard. “[Beehives] increase the yield,” he said. “Those lessons would traditionally have been handed down father to son, to son, to son. We’re kind of kick-starting it.”

This initiative used books that told Afghan stories and were written by Afghan authors, printed in Afghanistan, and distributed by non-governmental organizations that were largely Afghan organizations.

LEFT: SGT. Pete Fritsch (facing camera), assigned to the Ohio National Guard’s 1249th Engineer Batallion hands out notebooks and pens to Afghan children in Paktika province, Afghanistan. (U.S. Army) MIDDLE: Army Reserve Commanding GEN John Austinburge visits the Bagram bridge construction site in 2002. (U.S. Army) RIGHT: Army Reserve Soldiers from the 489th Civil Affairs Battalion assess and coordinate with contractors to repair a damaged school house. (U.S. Air Force)

On the business side, LTC Gaudsmith is working with farmers to develop a cooperative system to guarantee that farmers earn a fair price for their crops. His unit is also spearheading a juicing plant that would deliver wholesale juice to a packaging plant in Kabul. “That allows the farmers to make more money than if they just sell their orchards’ produce to the Pakistani free merchants, which is the standard right now,” LTC Gaudsmith said. “So, we’re looking for ways to add value in their marketing chain.”

The Dangers And that’s how the war in Afghanistan will be won, many people estimate, and is why LTC Gaudsmith frequently briefs four-star generals, ambassadors, and politicians from both countries. The Provincial Reconstruction Teams (PRTs), which LTC Gaudsmith’s team belongs to, have become increasingly more important now that the pullout is in effect. COL Thomas Roe, director for Center of Army Lessons Learned, wrote in February 2011: “PRTs have become an integral part of International Security Assistance Force’s longterm strategy to transition the lines of security, governance, and economics to the Afghan people. As we look to the future, we know that the PRT effort will draw to a close and transition its efforts toward the provincial government.” But make no mistake, LTC Gaudsmith said: There’s a war in the midst of teaching farmers to become businessmen.

“Some areas we go to are very permissible. We go there, and they shake our hands and hug us,” he said. “And then there’s other places we go, and we cannot go without a route clearance team to make sure we don’t get hit by an IED [improvised explosive device]” There is also corruption, he said. “We work very hard to squash the corruption. And sometimes, we’re successful; sometimes we’re not,” LTC Gaudsmith said. “There are places we go, that we know if we invest in project capacity, the Taliban will require whatever we are paying. Twenty percent of that contract goes to the Taliban. Then, you see a local Afghani paper say something to the effect of ‘The United States is paying the Taliban to kill their citizens.’ Some days you win the propaganda war, and some days you don’t.” Nonetheless, Reserve officers like LTC Gaudsmith are largely leading U.S. goals for Afghanistan. “PRTs are the ones that will build roads, buildings, and work with all aspects of government and education. We do a lot that is very nonglamorous,” he said. From the transportation company moving wheat seeds to the military police battalion clearing roads, service members largely don’t do glamorous work. But they get it done. 

Fred Minnick is an international writer and photographer based in Louisville, Ky. He is an Iraq war veteran whose work can be seen at FredWrite.com. the

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Knowthe Foe

N • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IR AN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • N • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IR AN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • N • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IR

CIA operative and former Iranian Republican Guard member discusses the Iran force U.S. troops face today. By Christopher Prawdzik, Editor

In early 2007, then-Chairman of the Joint Chiefs of Staff Gen Peter Pace told Congress that Iranians were a focus of efforts in Iraq. And he noted that in the previous weeks, while trying to pursue insurgent networks in Iraq, U.S. forces had captured Iranians. A report from CBS News at the time cited military figures that indicate nearly 200 U.S. and British forces had died from more sophisticated explosive devices produced in Iran and smuggled into Iraq. In June 2011, before his retirement, Defense Secretary Robert Gates noted that Shiite Muslim groups were supplying Iraqi insurgents with lethal weaponry. Since then, while several officials have noted the presence of Iranian forces in Iraq and Afghanistan, most information about this apparent reality has flown under the media radar. The news is out there, but it’s just not on the front page. Still, as troops face these threats, particularly in Afghanistan and Iraq, gaining an understanding of that force is an evolutionary process in which troops, no doubt, are deeply engaged. Iran’s forces, however, are driven by objectives that differ greatly from those of the United States and other coalition partners. Reza Kahlili has an up-close understanding of this force that has already openly stated its intentions to flex military might in Iraq and Afghanistan, particularly as the U.S. troop presence dwindles. Mr. Kahlili (a pseudonym to protect his real identity) is an intelligence asset that literally knocked on America’s front door offering to help U.S. efforts against a country that abandoned him after the Iranian Revolution in the late-1970s. A member of Iran’s Revolutionary Guard, he was a student in

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the United States in the 1970s. After he witnessed the revolution first hand and saw it in its sheer brutality, he returned to the United States and approached the FBI, which put him in touch with the CIA. He worked for the CIA in the 1980s and 1990s. His efforts and experiences are well-documented and vivid in his 2010 book A Time To Betray. “The CIA trained me only on the methods of communication and nothing more,” he said in a phone interview in December. “It was through my friendship that I managed to survive and continue my work,” he said. Once connected with the CIA, he said he would listen to its messages once a week and then would sometimes send four or five letters a week informing the CIA of Republican Guard activities. It was a treasure trove of information. “Once you’re in the guard, there are so many channels of information,” he said. “We had people from the intelligence unit in our department; we had people who had connections to the foreign ministry; we had people who were at the central command and some things would even shock the CIA because there was so much raw material coming out before anybody knew.” What is perhaps most apparent in speaking with Mr. Kahlili, however, is the stark difference between the fighting force that makes up the U.S. military and the type of force they might face if encountering those from Iran.

RAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN RAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN RAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN

British and U.S. forces provide security along the Afghanistan-Iran border. While not making major headlines, U.S. officials have noted Iran’s participation in the Iraq and Afghanistan insurgency. Department of Defense

For starters, he said, U.S. troops know pretty well what they might face in Iranian troops, due to experience in Iraq and Afghanistan—how they operate and what their priorities are. But the biggest challenge, he noted, were the degrees to which the Iranians hold those priorities. “I think as a whole [U.S. officials] do not understand the seriousness of the [Iranian] ideology,” Mr. Kahlili said. “We know what factions they support, how they train … but they misunderstand their goals.” One aspect seems to stand above all others: “They [U.S. officials] don’t understand the depth of the religion that’s the driving force behind their actions,” he said. “And that’s a necessity.” Driving this religious ideology is the fact that the Iranian military and the leadership in the Iranian government is a reality that might be hard to swallow for those from the West. “The failing of the West is that they do not understand our religion, our ideology, which stands against every principle of the western civilization,” Mr. Kahlili said. “If you look in depth to the religion, and the Shiites’ version of [it] … you engage in conflict and war until the final victory.” Ultimately, he said he doesn’t believe anyone truly understands the severity of this belief, which is to fight until America and Israel cease to exist.

Driving Power and Influence In understanding what a country might face against the Iranian military, understanding its motivation and political catalysts is a most crucial aspect. According to Mr. Kahlili, the Iranian military has changed drastically through the years. When the Shah of Iran fell in the late 1970s, he noted that the military at the time was a more separate entity. After the Islamic Revolution, however, the clerics managed to change it throughout the years, replacing Revolutionary Guard commanders with those who fit their own ideology. A force now exists, he said, that would not likely make an independent decision to confront the regime. “The Revolutionary Guards, right now, basically control everything,” he said. “They have their hands into the economy, and military, security, intelligence; every aspect of Iran is basically controlled by the Revolutionary Guards, who take their command from the supreme leader and the clerical establishment.” the

Officer / January–february 2012

AN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • N • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRA AN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • N • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRAN • IRA But all is not well for Iranian are there for the money, have their leadership either. Mr. Kahlili hands in the economy, and have mentioned that Revolutionary their own goals to “protect their Guard forces thought of the territory.” Ayatollah Khomeini, who took The most dangerous segment, power in 1979, as a saint or a prophet, however, are the fanatics. “They but since then, the corruption has truly believe that they’re headed for grown and the forces in many ways the end of times and they’re going resent the current regime. to do what needs to be done to A turning point, he said, was the create that circumstance,” he said. protests that took place in 2009 and “Those fanatics are controlling the 2010, where the result was many country right now, who are backed confrontations with protestors and by the clerics and all of that.” even executions. UPI reported In June 2011, then-Secretary of Defense Robert Gates in September that executions are Spiritual Rather Than said Iran was arming opposition forces in Iraq. on the rise in Iran, particularly to Political Department of Defense intimidate government opposition. To add to the confusion about These roots, however, lie in the the regime, he said, is the regime’s total willingness to align reality established by the Khomeini regime. According to Mr. with a variety of forces and factions—anyone who will help Kahlili, there was a large amount of freedom under the Shah. them draw closer to the “final act of glorification,” he said. “People had everything—freedom of religion, how they Connected to this reality, he added, is also the concept of wanted to live, businesses were flourishing, the economy was no borders in a continued war against the West. As a result, great,” he said. “The only thing missing was freedom of speech.” Iranian troops and weapons flowed into Iraq, and it’s a reality This also included a suppression of opposition parties, lack of Iran wants to continue. political freedom, and an open media. “The head of the guard forces said … that ‘we made Khomeini, however, came to power with appealing promises, Americans leave Iraq’ and they want to do the same thing in Mr. Kahlili added. While in exile in France he promised a free Afghanistan,” Mr. Kahlili said. “They strategized to engage government and political process. us, to bleed us financially, to grow us tired and to create that “[He]took leadership of the movement and then deceived environment that would find no solution in staying in the everybody,” he said. “Once he came back, everybody was region.” excited, everybody wanted to participate.” This includes, he added, training the Taliban and But once he took power, he systematically began eliminating collaborating with al Qaida. And it’s a process that has opposition. A Time to Betray documents this troubling time continued for years. with Mr. Kahlili’s first-hand accounts that include witnessing “They are acting on all these fronts—full force to confront the brutality of the regime not long after he entered the military. our combat units in Iraq and Afghanistan,” Mr. Kahlili said. He realized it was something that he couldn’t live with. Politically, he said, many politicians in the United States Having spent time in the United States in the 1970s allowed don’t want to widely publicize these facts, even though it’s clear exposure to freedom that he readily saw whittled away back in that the Islamic regime has been killing U.S. and coalition Iran, which is why he did something about it. Others, however, soldiers in Iraq and Afghanistan. But it’s a fine line between didn’t have the same opportunity—and didn’t react to the rising suppression of hostilities and escalation, and it’s an area in brutality in the same manner. which U.S. officials must be careful, particularly with an But even with the military aligned closely with Iran’s clerical unpredictable regime. leadership, Mr. Kahlili said that it’s still a somewhat factionalized “They don’t bring it up front because—and this was during force. the Bush era also—[they] felt that if they come out and talk The military consists of a large group who are in it “for the about it more often, then they have to do something about it,” paycheck,” Mr. Kahlili said. “They’re just living their lives; if Mr. Kahlili said. “They always felt that if they try to confront it comes down to it, they would not open fire on the Iranian Iran then it would further destabilize the region, Iraq, and people.” Afghanistan … and expand the conflict.”  The second segment, he said, are the opportunists, who 28

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DoD and industry race to keep pace with collection of battlefield information. By William Matthews

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A single Predator or Reaper unmanned aerial vehicle (UAV) that Air National Guard pilots fly over Iraq and Afghanistan can collect enough video and other information in a day to keep 19 intelligence analysts busy, said Gen James Cartwright, USMC, former vice chairman of the Joint Chiefs of Staff. Meanwhile, aerostats that hover protectively over forward operating bases deliver a steady stream of surveillance video to the Army Guard troops below. Tower-mounted Eagle Eye cameras add to this burgeoning data stockpile. So do sensors mounted on vehicles; signals intercepting sensors on manned aircraft; hand-held biometric identification computers; and orbiting cameras, radars, and other sensors on satellites. It has gotten to be too much of a good thing. The U.S. military is drowning in data. “Every sensor that we possess collects a tremendous amount of data, and the sensors get better and better. As their capability increases, so, too, does the volume of information they collect,” said COL James Taylor, the Army Guard’s chief intelligence officer. Developing technology to analyze and fuse that data into usable intelligence is critical, he said. “I consider the ability to fuse and subsequently exploit sensor data to be the top capability shortfall.” By some estimates, the amount of intelligence gathered by military surveillance technology has increased 1,600 percent since the Afghan war began a decade ago. In 2009 alone, UAVs recorded 24 years’ worth of full-motion video, according to technology giant SAIC, which is developing automated intelligence analysis technology to help the military cope with the data inundation. “We used to talk in terms of gigabytes and terabytes of information,” said Brian Keller, an SAIC intelligence expert. “We need to think now in terms of yottabytes.” That’s the term for a quadrillion gigabytes. It’s a lot more than intelligence analysts can handle. The UAV video overload problem, which Gen Cartwright described to intelligence specialists at a geospatial intelligence conference in 2010, grows relentlessly. A new Air Force sensor, Gorgon Stare, debuted in Afghanistan in 2011. When fully operational, its nine cameras will produce enough video to occupy 2,000 analysts, Gen Cartwright said. The Defense Science Board warned in early 2011 that “the insatiable demand for information and emphasis on collection is producing a deluge of data, overwhelming the ability to provide useful, actionable intelligence in a timely manner.”

The U.S. military is drowning in data. Indeed, some Pentagon officials say that analysts now spend as much as 80 percent of their time just searching for useful information amid the mountains of data that are collected. The search leaves just 20 percent of their time for actual analysis. “There will never be enough analysts,” the Defense Advanced Research Projects Agency (DARPA) acknowledged in a statement last June. “The solution lies in better automated capabilities” to screen raw intelligence data so that human analysts deal with only what appears to be important. Teresa Fitzpatrick sees the “tsunami wave of raw data” firsthand. She’s a former intelligence group commander and now the senior adviser to Air National Guard intelligence, surveillance, and reconnaissance. The Air Guard includes three intelligence wings and two associate intelligence units that analyze sensor data pouring in from around the world to five Distributed Common Ground System nodes in the United States, Germany, and South Korea. “If we just had something that could ingest” all of the data and sort it according to the needs of particular intelligence analysts, Ms. Fitzpatrick said. If, for example, automated systems could deliver, on request, all the reports of incidents that occurred in a particular location at a particular time, “that would be very helpful,” she said.

AutomAted AnAlysis

Military research labs, defense companies, and DARPA are at work on the challenge. DARPA unveiled two automated analysis programs in June. One, VIRAT—the Video and Image Retrieval and Analysis Tool—is already in phase three of development. DARPA awarded Lockheed Martin a $6 million contract in September to begin integrating VIRAT software into “multiple programs of record for full motion video exploitation.” The agency disclosed some details of the program in a document it was required to file to justify awarding Lockheed Martin a no-competition contract. At this point in development, Lockheed Martin is the only company qualified to do the work, DARPA said.

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NORTHROP GRUMMAN

VIRAT is intended to continuously monitor real-time video streams and issue alerts when it detects whatever human analysts have instructed it to watch for. The system’s brain is an analytical algorithm designed to recognize—without human help—such activity as persons digging, loitering, shooting, running, walking, limping, or gesturing. It is also expected to recognize suspicious behavior by groups of people and activities such as people getting in and out of vehicles, loading vehicles, driving, accelerating, decelerating, evading a checkpoint, and other actions, according to DARPA documents. Work on VIRAT began in 2008. Besides monitoring live video feeds, VIRAT is supposed to be able to automatically search through “extremely large video libraries” and rapidly retrieve video that displays “content of interest” as requested by intelligence analysts, a DARPA program description says. VIRAT’s job is to detect activities “that are short in duration and occur in small geographic areas,” DARPA says. The research agency has a separate automated program for detecting longer-term activities over wider geographic areas— PerSEAS, the Persistent Stare Exploitation and Analysis System. Algorithms being developed by Kitware Inc. are intended to make PerSEAS able to automatically recognize the difference between normal activity that poses no threat and activity that is suspicious. To do that, PerSEAS is to use “activity-based modeling” that compares the activity captured on video to digital models of normal activity stored in its algorithm. PerSEAS program manager Mita Desai explained why such a capability is especially needed in Afghanistan: “Bad guys do bad things, such as all the actions involved in burying an IED,” she said. But in Afghanistan, the “bad guys look, dress, and drive vehicles like those around them.” The only way to tell the bad guys from the good is by their activity. Essentially, PerSEAS is to monitor video feeds—live and archived—and alert human analysts when someone does something that deviates from what’s normal and benign. Kitware received a $14 million DARPA contract in mid-2010 to begin work on PerSEAS. The company said it expects to complete that phase in mid-2012.

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“Up to now, finding actions of interest within previously untagged, raw video has been a resource drain and such a technical challenge as to seem impossible,” Ms. Desai said. The PerSEAS and VIRAT programs aim to change that. Another DARPA program, Insight, takes a vast and sweeping approach to tackling the information overload problem. DARPA envisions a system of systems that merges the capabilities of multiple analytical tools; uses automated resource management capability; and includes a human-computer interface to make it easier for human analysts to retrieve, visualize, and exploit data that has already been extensively analyzed by computers. Insight is to be “capable of executing complex missions with minimal human intervention,” DARPA said in a program description issued to interested companies last May. The system would take behavior modeling to new heights, recognizing cultural and social behavior—and anti-social behavior such as “insurgency dynamics.” Insight must be capable of “situational understanding” and able to recognize “the implications of particular phenomena and events within a situation,” DARPA said. It must also be adept at anomaly detection and threat network analysis, and able to apply “automated solutions which react to situational dynamics and contingencies in real-time.” The goal is “the prosecution of many more agile threats” than is now possible through the mainly manual analysis processes currently in use, said Ryan Kilgore, principal scientist at Charles Analytics, a Cambridge, Mass., company selected to design “a unified human-machine interface” for Insight. Lockheed Martin and SAIC are also working on the program. Insight could be ready for battlefield use by 2016.

The Air Guard includes three intelligence wings and two associate intelligence units that analyze sensor data.

In the meantime, automated analysis technology developed for television by Harris Corp. is already deployed, said John Delay, the company’s director of strategy and architectures. It’s the Full-Motion Video Asset-Management Engine— FAME—that Harris initially invented to enhance sports broadcasts. The engine manages video for instant replays and pulls sports statistics from databases to create instant performance analysis for display on TV screens. In war, FAME combines UAV video with message intercepts, incident reports, maps, notes from intelligence reports, and other data to present operators with a more comprehensive intelligence picture. For example, Mr. Delay said, if a UAV is keeping watch on a suspicious compound, FAME can find and display photos of the suspects believed to be in the compound, photos of the vehicles they drive, and additional relevant information from intelligence reports and other sources. Automated analysis tools built into FAME use “object type detection” to spot a particular red truck or locate a suspicious object on the side of a road, he said. And FAME will automatically attach metadata tags to the objects it spots in video to make them easy for analysts to locate and manipulate.

Saving What’S important

There’s another approach to conquering the information overload problem as well: Just save what’s important. The military needs to set better boundaries, Ms. Fitzpatrick said. “What’s the requirement—to detect everything that moves?” It should be a realistic subset of that, she said. Pushing automated analysis closer to the point of data collection would be a help. Sensors could still look at everything, but automated screening technology would pass on to human analysts only what’s judged to be important. Intelligence screening equipment onboard a UAV, for example, would discard hours of video that reveal nothing of value and send human analysts only the video that appears useful. COL Taylor, the Army Guard intelligence chief, is an advocate. “We need onboard data fusion,” he said. “It’s especially critical when reduced resources require a reduction in manpower,” which appears to be on the horizon. For now, limited payload capacities on most UAVs prevent moving automated data analysis onto unmanned aircraft, Ms. Fitzpatrick said. But steady decreases in the size, weight, and power consumption of high-end computers eventually will

“I consider the ability to fuse and subsequently exploit sensor data to be the top capability shortfall.” —COL James Taylor allow automated data processing to move onboard, said Michael Fagan of the Association for Unmanned Vehicle Systems International.

Sharing information

Powerful as it promises to be, automated analysis will solve only part of the intelligence overload problem. Better organization of the data and broader access to the tools needed to analyze it are also essential. The Department of Defense (DoD) proposes to do that with the Defense Intelligence Information Enterprise—DI2E. It would be a militarywide framework for intelligence technology. DI2E would rely heavily on cloud computing. Both data and the automated tools for analyzing it would reside in a secure DoD cloud, making it possible for anyone with access to the cloud to find, retrieve, analyze, and disseminate intelligence more quickly and easily than is possible today. The Army has already developed parts of such a system with its Distributed Common Ground System. But Pentagon officials say that for DI2E to succeed, all of the services and intelligence agencies will have to embrace “an information-sharing culture.” They have been reluctant to do that in the past. But the push from declining budgets, the pull of ever-improving technology, and the continuing deluge of data may be enough to change that.  William Matthews is a defense writer who focuses on military, technology, and government issues.

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David L. McGinnis Acting Assistant Secretary of Defense for Reserve Affairs

Forward Focus The Reserve Component looks to maintain operational capacity into the future.

Based on the gains from the past decade, better aligning the Reserve Component with the Total Force will increase capabilities and expand capacity, as well as keep faith with families, communities, and employers. This premise is supported by The Comprehensive Review of the Future Role of the Reserve Component released last year. The review offers a roadmap for this new reality, lays a foundation to build a cohesive execution strategy that preserves current competencies, and shows how the services can leverage Reserve Component value. Doing so, however, will require the services to program predictable use of the Reserve Components in base budgets and to use contingency funding to deploy Guard and Reserve units for missions consistent with newly adopted business rules.

recommendations Among the key recommendations from The Comprehensive Review are the following: Accessibility: The review underscores the need for assured access to Guard and Reserve forces for full-spectrum military missions. Proposed legislative changes would preserve presidential authority while giving combatant commanders access to the Reserve Component for predictable missions. Utilization: The review recommends that services consider the Guard and Reserve as a force of first choice for missions for which they are well suited due to their

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value. Reserve forces components provide unique skills and capabilities acquired from their civilian lives that complement mission capabilities. Most Guard and Reserve units are not immediately available for contingencies; however, this can be expanded through the use of differential membership expectations addressed below. Continuum of Service: The Comprehensive Review supports an expanded continuum of service, allowing service members to transition easily between various levels of participation. This allows not only for seamless transition between Active and Reserve statuses, but also for service members to satisfy personal, professional, and family commitments while remaining engaged in military service. The review also proposes an enhanced type of differentiated service, allowing some individual members to choose to serve in units that require a greater time commitment and accessibility and encouraging the services to develop such units. Consolidated Training and Skills: By utilizing the recommended joint regional state-of-the-art training facilities, simulators, and shared pools of equipment, services will match training requirements to a network of local facilities and resources to most efficiently utilize investments. Providing Value: In the current fiscal environment, where the United States is confronted by numerous global challenges, the Reserve Component is a cost-effective force

state of the force

provider with additional untapped capability to fulfill transformed into an operational force. Each component these missions. Maintaining a ready, accessible Reserve also retains a portion of its force in strategic reserve, and Component is a solution to achieving balance between some progress has been made to allow individual members national security and fiscal reality. Predictable and to move between the operational and strategic elements as rotational use of the Reserve Component can generate their availability changes. However, much remains to be a significant impact in finding efficiencies within the done. Department of Defense (DoD) budget. The services have each developed acceptable methods Operational Capability and of rotational availability for the Rebalancing a reliance on operational elements of their reserve Strategic Agility: Repeated combat deployments, as well as peacekeeping the Reserve Component will forces. The frequency of rotations has and humanitarian relief missions, ensure the long-term viability moved steadily toward the secretary have produced an operationally of defense’s goal of 1:5. These of a strategic force. resilient force that fully expects rotational availability models have to be employed on a periodic basis. Today’s Guard and also allowed some improvements in predictability as to Reserve members are also experienced combat veterans, when units and individuals will be required to commence capable of delivering kinetic effects and enabling across- active duty. the-spectrum warfighting capabilities when needed. This The Army Reserve’s supply-based Army Force new force represents a 10-year investment in resourcing Generation (ARFORGEN) model is a prime example commitments and the personal sacrifice of service of a rotational process intended to achieve cyclic unit members and their families. That investment can reliably readiness over a defined planning horizon for future provide the DoD with essential operational capabilities missions. Mission options may include deployments in and strategic agility. support of named operations, theater security cooperation, Global Partnership: As of late 2011, more than 114,000 humanitarian assistance, or domestic response. Supplymembers of the Reserve Component, including more than based ARFORGEN typifies the transition under way in 42,000 volunteers, were activated in 106 countries and the the Reserve Component from the demand-based sourcing United States. For more than 20 years, the National Guard of the past decade to a predictable unit rotational cycle has been involved in the State Partnership Program in 62 that synchronizes strategic planning, prioritizing, and countries around the world. Such ongoing relationships have resourcing to generate trained and ready forces. While the enhanced geographic combatant commanders’ abilities current cycle for Fiscal Years 2012–2014 is five years (one to build enduring military-to-military relationships, thus year available and four years in reset, and train/ready), the improving long-term international security while building goal for the Army Reserve is a six-year cycle. partnerships across all levels of society. Expanding this initiative further, the Army Reserve recently transitioned away from Army Reserve reserve component future Expeditionary Force packages. All units will receive an Since 2001, not only have 820,000 Reserve and Guard Available Force Pool date allowing rotational units to be members been mobilized for duty across the full spectrum considered a part of the Army’s Contingency Expeditionary of military operations, but recruiting and retention in all Force with a training focus on full-spectrum operations. Reserve Component services have continued to meet or Other units will be sourced as part of the Deployment exceed prewar levels for quality and quantity. Expeditionary Force (DEF) and focus their training on Rebalancing a reliance on the Reserve Component theater-specific expectations for defined contingency will ensure the long-term viability of a strategic force. operations. Looking forward, as the demand for DEF A portion of each component has already successfully units decreases, the Army Reserve will increase support to

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state of the force Contingency Expeditionary Force through Theater Security · Because Reserve Component units with positive utilization Cooperation and Homeland Defense/Security and other experiences have been shown to be more successful in operational missions. recruiting and retention of all personnel, unit strength The DoD has also improved its planning for homeland and the associated community impact is maintained. defense missions and increased the resources allocated to those missions. Specifically, the National Guard is recognized conclusion Combatant commanders require access to Reserve as the first military responder in support of civil authorities. Component forces for a diverse range Efforts are under way to reinforce the During a decade of sustained of missions. Reserve Component forces National Guard with Title 10 reserve forces. engagement in combat are well suited for military engagement operations, the Reserve and theater-security cooperation a new vision missions, as they provide both civilian Component has been Using the Reserve Component in competencies and military capabilities, this way will require a fundamental transformed to an operational as well as the ability to form long-term shift in the way the DoD envisions reserve that provides fullrelationships in host nations. Success in those forces. Until now, we have viewed spectrum capability. post-conflict reconstruction missions is the Reserve as essentially a force of last also enhanced by the use of the civilianresort—to be used only after all Active Component solutions acquired skills found in National Guard and Reserve units. have been attempted. This must change and some missions, Building partnership capacity will be critical in the coming particularly those that are highly predictable, should be seen years. as appropriate for making the Reserve Component the first The process by which roles and missions are assigned to option, not the last. the nation’s Reserve Component should be characterized by a Where the Reserve or Guard has the capability to be used belief that those forces can be the first choice for predictable in this way, the nation reaps a number of benefits: missions within their capability. Such a use of the National · Use of a lower-cost force. Using a force in its one year Guard and Reserve will lower overall personnel and operating of rotational availability permits it to prepare for five costs; will provide more effective and efficient utilization of years with personnel costs that are only a fraction of defense assets; and will contribute to the sustainability of a force on full-time active duty, and without most of both the Active and Reserve Components. the infrastructure and sustainment costs necessarily The Reserve Components of all services represent a associated with Active Duty formations. full partner in the all-volunteer force and have displayed · Relief of Active Duty forces that would otherwise execute readiness and ability to make sustained commitments to the mission, increasing their dwell-to-deployment ratio national defense through a system of rotational availability. and sustaining that force for future use. Their family members and employers have shown an · Keeping faith with Reserve Component personnel who understanding of the important role of the Reserve volunteered to serve with the expectation that they would Component and a willingness to support that contribution be judiciously used. to national security. Family and employer support must be · Sharing facilities and equipment between Active and maintained. Experience has shown, however, that where Reserve units permits higher utilization rates of expensive assigned missions meet the criteria outlined above, and assets and fixed costs. where proper efforts and supportive resources are employed, · A cumulative positive readiness impact on the Reserve families and civilian employers will step up just as they have Component forces will pay immediate dividends should for the past two decades. they be called for an unanticipated contingency. There is no doubt that integrating a vibrant and engaged · Because units used in this fashion have a proven ability Reserve Component into readiness models of the operational to recruit and retain prior-service personnel, the previous force provides the type of predictability and stability investment in expensive training while they served on required to meet current demands and provide full-spectrum active duty is preserved. capabilities. 

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January 29–February 1, 2012 Marriott Wardman Park Hotel • Washington, DC

Their tours are winding down. Where do they go from here? Find out at the ROA National Security Symposium. Join reservists and national security experts from across the country in Washington DC for four days of strategic discussion, networking, and professional development. ROA’s NSS has become the nation’s premier educational opportunity for service members from all branches of the Reserve Component to interact with civilian, military, and think tank leaders.

Reserve Component EXPO Join us for the Reserve Officers Association’s 27th Annual Reserve Component Expo. Running concurrently with the NSS and the ROA national convention, the Expo features industry and military organizations showcasing their newest products and services, including education, financial services, professional development, career management, technology, health and wellness, and more. EXPO access is included with all registration categories.

ROA National Convention The 2012 convention will decide several critical issues for ROA’s future, including one of the most important changes ever made to ROA—expanding ROA membership eligibility. You are encouraged to contact your department about serving as a delegate. As a delegate, you can have a direct vote in deciding this and other issues and help set ROA’s legislative agenda for the coming year. The ROA convention runs concurrently with the National Security Symposium and Reserve Component Expo and convention registrants are welcome to participate in both at no additional charge.

Time is short, Register now. For more information scan the code or visit: www.roa.org/NSS2012

Gen Craig R. McKinley Chief, National Guard Bureau

Security America Can Afford The National Guard’s part-time nature and proven combat and domestic capabilities ensure a ready and costeffective military. The National Guard celebrated 375 years of service to the nation on Dec. 13. Nearly 465,000 strong, we have made significant strides since our modest beginnings in 1636 as a colonial militia. With nearly 46,000 Guard men and women currently serving in combat and another 6,000 helping their communities recover from natural disasters at home, today’s National Guard, without doubt, is better with age. The National Guard also holds the key in helping the country’s decision-makers find the best way to make cuts to the Department of Defense (DoD) budget without compromising the nation’s security. In short, the National Guard is security America can afford. Our knowledge and experience in homeland security issues is unrivaled in the DoD. As America’s force of first choice for homeland emergencies and the nation’s strategic hedge for unforeseen events on the world stage, the National Guard, because of its part-time nature and proven combat and domestic capabilities, offers a viable way to ensure that America’s future military is ready and cost-effective. The Army National Guard (ARNG), composed of nearly 360,000 Citizen Soldiers in 54 states, territories, and the District of Columbia, maintains readiness at just 11.5 percent of the Army’s total base budget and 12.5 percent of the Army’s personnel budget. The Air National Guard (ANG), 106,000-strong, provides 35 percent of the Air Force’s capability for only 6 percent of its budget. Since the attacks of

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9/11, more than 700,000 National Guard members have left their families, jobs, and communities to mobilize—many of them multiple times—in support of domestic and overseas operations. Last year, more than 18,350 Air Guard members deployed to 62 countries and every continent. When the United Nations Security Council, in resolution, declared a no-fly zone over Libya, ANG refueler aircraft and crews were the first to respond, providing 14 of 24 tankers involved. When wildfires ravaged the country, ANG C-130 aircraft, equipped with modular aerial fire-fighting systems, dropped more than 320,000 gallons of fire retardant. Currently, more than 3,400 Airmen operate 17 of the 18 Aerospace Control Alert (ACA) sites, charged with protecting America’s skies, 24/7. In 2011 alone, the National Guard responded to an unprecedented number of floods, forest fires, and storms with lifesaving and life-sustaining capabilities. Despite commitments at home and abroad, we have remained unfailingly accessible to our DoD and federal partners. During Fiscal Year 2010, Guard Airmen filled more than 52,000 Air Force manpower requests—and nearly 90 percent of them did so voluntarily. Evidence of our resolve to be accessible to DoD partners resides within the ANG’s retention rate: the highest of any Active or Reserve service. In addition, more than 80 percent of the Citizen Soldiers who populate our ranks joined the military after 9/11. It’s why we are working

state of the force

closely with the Army, Air Force, secretary of defense, and educators, medical professionals, engineers, mechanics, governors of this nation to develop a legislative proposal legal professionals, and agricultural specialists, to name to change current call-up authorities for the Reserve but a few professions. Component. The proposal, if passed, would ensure that the Our agricultural specialists, in particular, are secretary of defense can support combatant commanders’ noteworthy for introducing advanced farming techniques needs for missions other than war. and methods to Afghan farmers as part of Agribusiness Selfless service and dedication are not the only Development Teams (ADTs). Since 2008, 31 National admirable qualities National Guard Guard teams have operated in 15 For less than two cents provinces and contributed to almost men and women share. They operate at roughly one-third the cost of their of every dollar spent on 600 agriculture projects, generating Army and Air Force counterparts. defense, our blue-suiters more than $31 million in economic Without question, today’s National benefits for Afghan citizens. As a maintain a proven and battleGuard is the most cost-effective result, Afghanistan has increased its tested military presence harvests of apples, grapes, cherries, component of the DoD. Consider this: For less than and recruiting base in all 54 almonds, wheat, corn, alfalfa, and two cents of every dollar spent on states, territories, and the saffron. defense, our blue-suiters maintain But ADTs are not the only District of Columbia. a proven and battle-tested military Guardsmen making important global presence and recruiting base in all 54 states, territories, and contributions. The National Guard’s State Partnership the District of Columbia. Nearly 75 percent of our ACA Program (SPP), supporting combatant commanders in sites are located on smaller civilian airfields equipped with theater security cooperation missions, has forged more communications capabilities and air-traffic controllers. than 60 military-to-military partnerships with foreign In short, our ANG operates and trains in one-fourth the nations. The results have already reaped untold financial space and at one-tenth the cost of a traditional Active duty and diplomatic benefits. Twenty-two SPP nations are installation. providing nearly 11,000 troops in Afghanistan. This success It is not difficult to understand the National Guard’s has been supported —and often enabled—by the National great value to America. We offer full-time defense at a Guard through enduring relationships forged through the part-time cost. Nearly 85 percent of the National Guard SPP. Additionally, 40 partner countries currently provide are part-time professionals. They are only paid when more than 31,300 troops and military experts to United serving on active duty or training. Reserve Component Nations peacekeeping efforts. These critical partner-country pay averages 25 percent of their Active duty counterparts’; deployments reduce pressure on U.S. forces worldwide our retirement pay is just 10 percent of the Active forces’. and hedge against the need for more direct and costly U.S. Furthermore, our as-needed service precludes us from military involvement. incurring housing, transportation, food, medical, and Secretary of Defense Leon Panetta’s declaration deeming recreational costs 365 days a year. The National Guard is the National Guard “the best investment” America has made maintained at minimal expense to the nation. In essence, in the last decade is unassailable. Every dollar spent on the it can be dialed up and down as needed. This concept has National Guard has provided the nation an unmatched helped keep the National Guard viable and sustainable return on investment. We have been America’s trusted throughout its 375-year existence. partner in times of crisis at home and abroad. Now, as the When America calls out the National Guard, it’s also country struggles with budget cuts, the National Guard’s gaining a unique blend of civilian and military skills. proven capabilities and inherent cost efficiencies provide Thousands of Guardsmen are emergency first-responders, decision-makers a logical and responsible solution.

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MG Raymond Carpenter

under the command of state governors.

Acting Director, Army National Guard

enabled quality & stable quantity

Army National Guard Dual-mission duty

Editor’s Note: During production of this publication, MG William Ingram was promoted to lieutenant general and assumed duties as director of the Army National Guard. The Army National Guard (ARNG) has completed more than 483,000 Soldier mobilizations in support of overseas missions and domestic operations since Sept. 11, 2001, with more than 40,000 ARNG Soldiers currently mobilized in support of domestic and overseas operations on Oct. 1, 2011. Overseas deployments around the globe include Iraq, Afghanistan, the Balkans, Guantanamo Bay, Cuba, Djibouti, Africa, and the Sinai Peninsula. Homeland operations involve counterdrug, Southwest border security, and state missions. The ARNG made notable progress in 2011, with initiatives such as homeland response force teams, the Afghanistan Agribusiness mission, domestic all-hazards response teams, the Battle Command Training Capability Program, the eXportable combat training capability, the Patriot Academy, the General Equivalency Diploma Plus Program, the Yellow Ribbon Reintegration Program, and the Community-Based Warrior Transition Program. The ARNG continuously proves its dedication to dual-mission duty, through its focus on being ready and accessible for the states and the nation.

operational force experience By performing state and federal missions, the ARNG has achieved a decade of modernizing and transforming to an operational force. In Fiscal Year (FY) 2011, for example, 11,760 ARNG Soldiers deployed to support Operation Enduring Freedom, and 18,097 Soldiers deployed to support Operations Iraqi Freedom and New Dawn, while 20,674 ARNG Soldiers remain on alert for additional overseas deployments. The ARNG provides trained forces for global missions while remaining prepared for domestic operations

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To maintain its primary focus of providing trained and ready units for state and federal missions, the ARNG recruits quality Soldiers, retains qualified Soldiers, and manages attrition through positive and pro-active initiatives. As we collectively face severe budgetary cutbacks and constraints, we resolve to maintain our end-strength, force structure, and proportional participation in federal and state operations. Based on an Active Army operating force of 351,000, an ARNG operating force of 308,000, and an Army Reserve operating force of 150,000, the ARNG provides approximately 38 percent of the Army’s force. The National Guard also provides smart-power approaches to overseas operations with initiatives such as the State Partnership Program and Agribusiness Development Teams. National Guard Soldiers leverage a unique blend of civilian and military skills, enabling them to conduct varied missions with exceptional effectiveness. The ARNG’s Army Force Generation (ARFORGEN) training strategy builds progressive readiness based on specific requirements. The process begins with identifying the Army’s readiness requirements for operational ARNG Contingency Expeditionary Force units. The source for these requirements is the most current Army Training Strategy (ATS). The current ATS requires 100 percent of nonmobilizing Reserve Component units to enter the available pool for company-level employment and staff proficiency at battalion and brigade levels. It also requires them to sustain and sharpen readiness.

first-choice force for homeland response The National Guard’s diverse array of versatile assets in domestic response includes 57 full-time Weapons of Mass Destruction Civil Support Teams (WMD-CSTs)—at least one in every state or territory—capable of detecting chemical, biological, radiological, and nuclear (CBRN) hazards. In addition, 17 states employ CBRN Enhanced Response Force Packages (CERFPs), composed of traditional National Guard Soldiers and Airmen, trained and equipped to conduct casualty search and extraction, medical triage and treatment, ambulatory and non-ambulatory mass decontamination, and fatality search and recovery. Every state or territory also has its own National Guard Reaction Force that provides force

state of the force protection and security for the WMD-CSTs and CERFPs. year out of an authorized force of 358,200 Soldiers. By the end of FY 12, the National Guard will establish The ARNG has completed more than 323,800 Soldier 10 Homeland Response Forces (HRFs)—one in each of mobilizations supporting Operation Iraqi Freedom and the Federal Emergency Management Agency’s regions— Operation Enduring Freedom, as well as more than 12,500 with 570 personnel each. HRFs will operate alongside mobilizations supporting Horn of Africa, Guantanamo the WMD-CSTs and CERFPs and increase operational Bay, and Multi-National Force Observers in Sinai. capabilities in response to CBRN incidents. The largest echelon of National Guard domestic mission equipping With the nation investing more response is the Domestic All-Hazards To support national security than $37 billion for critical dual-use Response Team (DART). With 1,464 personnel assigned to each, two needs, the ARNG has (CDU) and other equipment for both domestic homeland crisis response ARNG Division Headquarters rotate provided 55,000 Soldiers missions and overseas contingency on an annual basis to serve as the each year to combatant operations, overseas operations primary DART—one on the East commanders. have generated improvements in the Coast and one on the West Coast. DART East is aligned with FEMA Regions 1–5; DART ARNG’s capacity to support the war effort, provide critical West is aligned with Regions 6–10. DARTs utilize their assistance during state and national emergencies, and doctrinal organizational structures that provide tailored/ respond to natural or manmade disasters. Congress has been very responsive to ARNG equipping scalable capabilities for Command & Control, Logistics, Medical, Aviation, Security, Engineer, Maintenance, requirements since 9/11. As a result, the Army National CBRN Consequence Management, Communications, and Guard via the National Guard and Reserve Equipment Authorization (NGREA) received $744 million in FY 06, Transportation. National Guard troops are stationed across more nearly $1.1 billion in FY 07, $1.2 billion in FY 08, $772 than 2,860 facilities nationwide, and are always forwardThe ARNG manages about 43 percent of the Army’s aviation deployed in the communities they protect. In 2011, the assets. These force multipliers are the most immediately Guard performed more than 300 domestic response available aviation assets at home. (Army National Guard) missions and mobilized more than 39,000 Soldiers, all of whom set aside their civilian lives to take on their military roles at a moment’s notice.

force rotation To support national security needs, the ARNG has provided 55,000 Soldiers each year to combatant commanders as available forces; this permits a cycle of one year mobilized to four years dwell time (1:4), with an ultimate 1:5 goal. The Army uses improved dwell-time goals when planning support for contingency operations. The Citizen Soldier, in almost all cases, is a member of a unit that has deployed at least once since Sept. 11, 2001, and will likely deploy again within the ARFORGEN cycle. Readiness is a matter and measure of balance, training, and life-cycle management. Currently, the ARNG’s Brigade Combat Team rotation cycle averages one year mobilized for every 3.3 years of dwell time. Since 9/11, annual mobilization rates have varied from about 27,000 to more than 100,000 Soldiers per

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million in FY 09, $575 million in FY 10, and $250 million fertigation (combining fertilization, soil enhancements, in FY 11. This NGREA funding has been essential for CDU and water retainment), sharing expertise on conserving equipment. scarce resources such as water, soil, timber, and minerals, The ARNG’s range of equipping goals includes full establishing and stocking small fish farms, helping with transparency for procurement and distribution, equipping crop diversity, such as growing wheat and corn, as well as units for pre-mobilization training and deployment, equipping establishing demonstration farms for education and testing. units for homeland defense, modernizing our helicopter fleet, aviation as a force and revamping our tactical wheeled The largest echelon of multiplier vehicle fleet. These goals involve National Guard domestic The ARNG manages about 43 obtaining a full complement of vehicles, percent of the Army’s aviation assets, artillery systems, and combat systems. response is the Domestic Allincluding unmanned aircraft systems. During FY 11, the ARNG received new Hazards Response Team These critical force multipliers during equipment valued at $9.8 billion. With this new equipment influx, our on-hand percentage for all overseas contingency operations are also the most immediately available aviation assets at home for defense support to civil equipment stood at 88 percent as of May 2011. In addition, the ARNG continues to align with the authorities. Since 9/11, the ARNG has mobilized the bulk Army’s full-spectrum ARFORGEN-based equipping strategy. of its aviation assets, particularly aircraft and aircrews, to The ARNG will focus on modernizing and improving the support operations in Iraq, Afghanistan, Kosovo, Kuwait, the interoperability of equipment and concentrate its procurement Horn of Africa, Germany, and at home. While the ARNG has strategy on CDU equipment in support of homeland defense eight divisional combat aviation brigades and four theater aviation brigades, the majority of ARNG aviation forces and defense support to civil authorities missions. are mobilized and deployed as task-organized brigades or leveraging agricultural skills separate battalion and company formations. In Afghanistan, agribusiness development teams have On the domestic front, every year brings new conditions shown considerable success. Each self-contained volunteer for the ARNG to respond to and manage. With civilteam consists of 58 National Guard Soldiers and Airmen support operations that include hurricanes, floods, fires, with agricultural expertise that provide training and advice earthquakes, and oil spills, ARNG aviation displays the to Afghan agriculture universities, the ministry of agriculture mobility and flexibility for aerial movement of personnel, employees, and local farmers. Working toward increased equipment, and supplies to provide an expeditious response stability and improved opportunities for Afghanistan’s to civil authorities in support of disaster recovery operations farmers, team members bring military capabilities, throughout the United States. educational backgrounds, and civilian agribusiness skills to In August 2011, Hurricane Irene made landfall three bear as they work directly with Afghanistan farmers across separate times as it moved northward along the Eastern various agricultural disciplines. Specific skills include seaboard in North Carolina, New Jersey, and New York, and agronomy (soil and seed science), irrigation, horticulture produced severe flooding and damage along the Outer Banks (plant cultivation), pest control, veterinary techniques— region of North Carolina, Northern New Jersey, and in valleys including animal husbandry—civil engineering, and energy throughout Vermont. ARNG aviation assets, staged forward management. at intermediate bases along the storm track, provided support Citizen Soldiers also bring personal ties and networking to states requiring additional aviation capabilities. relationships, leveraging the assets and expertise of landIn the spring, ARNG aviation assets flew thousands of grant universities and cooperative extension services back hours in support of aerial search and rescue, evacuation in the United States. Afghanistan has reported resulting support, commodity distribution, and support to law increases in harvests of apples, grapes, pomegranates, enforcement during Midwest flooding. In addition, ARNG cherries, almonds, wheat, corn, alfalfa, and saffron. aviation supported disaster relief operations after the Joplin, In FY 11, key projects included a kaize (well) Mo., tornado in May. ARNG security-and-support aviation rehabilitation project, a canal reconstruction project, battalion aircraft and crews also continued to provide vital greenhouse construction, drip irrigation installation, counterdrug operational support nationwide and notably

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state of the force along the Southwest border, augmenting or greatly extending the capabilities of local government and law enforcement.

Lt Gen Harry Wyatt III

soldiers & families: first, last, and foremost

Keeping the Faith

With overseas contingency operations placing additional strain on Soldiers and their families, the ARNG provides a continuum of care, with specific emphasis on the deployment cycle support process. This ensures that Soldiers and their families are better prepared and sustained throughout the entire deployment cycle. The ARNG Yellow Ribbon Reintegration program, for example, provides information, services, referral, and pro-active outreach opportunities for Soldiers, families, employers, and youth throughout the entire deployment cycle and is designed to assist service members and their families from all Reserve Components. The National Guard has established a coordinated effort for states and territories allowing us to provide concise and unified support—regardless of component—for a safe, healthy, and successful reintegration following deployments and throughout Soldiers’ life cycles. This program has supported more than 120,000 Soldiers, as well as more than 120,000 family members to date. The Warrior in Transition program has the mission of healing each injured Soldier as he or she transitions back to duty or returns to being a productive, responsible citizen in society. Warrior transition units at medical facilities and in the community provide the venue for wounded warriors to heal by providing leadership, nonclinical support, and transition assistance. The Air National Guard has more than 3,100 wounded warriors in this program.

closing thoughts As the National Guard approaches its 375th birthday, we remain dedicated to our dual mission of supporting the full spectrum of combat and peacekeeping operations overseas while saving lives, preserving peace and civil order, and supporting all-hazard recovery efforts at home. Rooted in our nation’s Constitution and heritage as a stateled Reserve Component, the ARNG is anchored in virtually every American community. Gen Craig McKinley, USAF, Chief, National Guard Bureau, said it best: “The great value inherent in our National Guard offers our nation a costeffective, logical solution as it faces an era of constrained federal resources and persistent conflict.” 

Director, Air National Guard

The Air National Guard continues to deliver a cost-effective option for both national defense and domestic response.

This past year, as the nation remembered the attacks of 9/11 and the 10 years of war that followed, the U.S. Air Force (USAF) and the Air National Guard (ANG) looked back on 20 years of continuous armed conflict dating back to Saddam Hussein’s invasion of Kuwait on Aug. 2, 1990. That event and the subsequent years of dedicated service have redefined what it means to be a National Guard Airman. The ANG is no longer a reserve force. Today’s National Guard Airmen are combat-experienced professionals who fully recognize that their commitment is much more than the Cold War model of “one weekend a month and two weeks a year.” In fact, 92.1 percent of today’s Air Guard men and women joined the ANG after August 1990, knowing full well what would be expected of them both overseas and at home.

national defense The foundations of today’s ANG were laid at the end of the Vietnam War when the Department of Defense (DoD) faced what Samuel Huntington—in his book The Common Defense: Strategic Programs in National Policies— called a “disequilibrium,” an imbalance between budget and strategy, i.e., a need to reduce the defense budget in response to domestic priorities and at the same time maintain military capabilities to meet potential national security challenges. Melvin B. Laird, secretary of defense in 1970, turned to the Reserve Components and wrote at the time: “Within the Department of Defense … economics will require reductions in overall strengths and capabilities of the Active forces, and increased reliance on the combat and the combat support units of the Guard and Reserves.” He understood that by increasing the readiness of the Guard and Reserves and then relying upon them “to be the initial

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Improved operational readiness brought with it a desire by Guard Airmen and women to do more than just train. {Air National Guard)

and primary source for augmentation of the Active forces in any future emergency,” the nation could maintain its defense capability and capacity while decreasing the overall costs. The U.S. Air Force leadership at the time recognized that as the nation’s first military responder, increased reliance on the Reserve Components meant that the Air Force Reserve and ANG must be ready to respond quickly and integrate seamlessly into any operation; they would require equipment and training comparable to the Regular, active-duty Air Force. As a result, the ANG traded in its obsolete equipment for newer, and in some cases new, aircraft. The ANG also received additional funds for training and full-time Guard Airmen—Active Guard and Reserve (AGR) and technicians— to oversee the increased training regimen. Improved operational readiness brought with it a desire by Guard Airmen and women to do more than just train; it brought a desire to demonstrate capabilities. ANG units began volunteering to augment the regular Air Force by participating in ongoing operational missions around the world. To the customer, the ANG became indistinguishable from the regular Air Force. This was done within the fundamental framework of a part-time professional force operating modern compatible equipment. It was the sons and daughters of Secretary Laird’s Total Air Force who fought in Operation Desert Shield, Bosnia, and Kosovo; maintained the no-fly zones in Iraq (Operations Northern Watch and Southern Watch); responded to the attacks on 9/11; and participated in Operations Iraqi Freedom and Enduring Freedom. During Fiscal Year 2011, Guard Air members filled more than 52,000 Air Force manpower requests, 89 percent of them responding

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to the call voluntarily, without the need for “involuntary mobilization.” Some in DoD have questioned the accessibility to the ANG—not whether the Guard Air members will serve if called, for they have proven their willingness to serve—but rather, whether their leadership will be restricted in making the call. There are three elements to accessibility: legislative authority, i.e., the legal provisions necessary to call upon the reserves; DoD policies that restrict how often a reservist may be involuntarily mobilized; and funding, i.e., the money to pay members while serving. None of these are really restrictions to accessibility but rather planning factors to ensure that the system is not abused. The recent response to events in Libya has shown all the elements of accessibility can be brought together quickly. On March 17, as the United Nations Security Council debated the Libyan no-fly zone resolution, ANG aircraft and crews were at their Forward Operating Bases awaiting orders. The world is a different place today than when Secretary Laird established the Total Force, but the underlying principle of the Total Force remains true: The nation can maintain defense capabilities at less total cost through careful balance of Active and Reserve Component forces. Before retiring in 2011, former Secretary of Defense Robert M. Gates charged DoD “to generate efficiency savings by reducing overhead costs, improving business practices, or culling excess or troubled programs.” While leadership is making tough decisions, we know the ANG is well situated as a cost-effective answer in both our defense and domestic response roles. The ANG provides a trained, disciplined, experienced, and ready force for a fraction of the cost, savings due in part to our personnel business model. Approximately 70 percent of our Guard Air members are traditional part-time professionals, paid only when serving on active duty or training. Also, the ANG seldom pays subsistence or housing allowances, or for permanent change of station moves for the members and their families. And because Guard Air members are not usually assigned to duties outside their primary career fields, there is little need for costly retraining or requalification. Another key factor to our cost effectiveness is the infrastructure savings inherent in the ANG basing model that not only allows us to operate efficiently, but also allows us to be a part of, and contribute to, communities across the country while providing a military presence and recruiting base in all 54 states, territories, and the District of Columbia.

state of the force

With some of our leases costing as little as one dollar annually, the ANG is able to realize even more cost savings through its supporting infrastructure. In fact, for less than $4 million annually through joint use agreements, the ANG provides stewardship to approximately $12 billion in infrastructure.

domestic front In 2011, the ANG also continued its history of contributing to the nation’s security through its role in homeland defense and support to domestic civil authorities. On Oct. 1, 2011, Guard Air members totaling 3,434 were actively engaged in homeland defense and support to civil authorities, including protecting American skies through Aerospace Control Alert, assisting with critical infrastructure protection, and assisting their local communities with disaster recovery in the Midwest and Northeast. This included 578 Guard Air members supporting local and national counterdrug programs and 121 Air members assisting the U.S. Border Patrol on our Southwest border. Supporting the National Forestry Service, the ANG Modular Airborne Fire Fighting units dropped more than 320,000 gallons of fire retardant this year. The ANG’s support to civil authorities is based upon the concept of “dual-use,” i.e., equipment purchased by the Air Force for the ANG’s federal, combat mission that can be adapted and used domestically when not needed overseas. For example, an ANG F-16 wing contains not only F-16 fighter aircraft but fire trucks, forklifts, portable light carts, emergency medical equipment including ambulances, air traffic control equipment, explosives ordinance equipment, as well as well-trained experts—all extremely valuable in response to civil emergencies.

if it is to be effective. It must have equipment capable of performing the mission and able to integrate seamlessly into joint operations. Air members must also be capable of performing the mission through training and professional education focused on the future. The men and women of the ANG have always been its greatest asset. GEN Martin E. Dempsey, USA, 18th chairman of the Joint Chiefs of Staff, recently announced the key themes for the beginning of his tenure as chairman. One of those themes has long been a priority of the National Guard and will remain so: “…keeping faith with our military family … service members, our wounded warriors, our families—and our veterans deserve the future they have sacrificed to secure.” The length, intensity, and manner of this war have put extraordinary stresses on our military families as evidenced by the incidents of post-traumatic stress disorder, divorces, and suicides. Providing the tools necessary to cope with these stresses are as important as providing the necessary equipment and training for combat. And to GEN Dempsey’s list of military family members, the ANG would add our faithful employers upon whose support the Reserve Components rely. National Guard Air members have proved themselves ready and willing to serve at home and overseas. Every dollar spent on the ANG provides the nation an unmatched return on investment. Given adequate equipment and training, the ANG will continue to fulfill its Total Force obligations and seamlessly integrate into the joint theater operations and respond to domestic emergencies.  The foundations of today’s ANG were laid at the end of the Vietnam War. (Air National Guard)

ang future National Guard Air members want nothing more for the future than to continue to serve their country, states, and local communities. These men and women are proud of the National Guard’s 375 years of service, but they also understand that the nation’s needs are changing. They are dedicated to ensuring that the ANG remains an essential element of the Total Force and, at the same time, cost-effective. But we also know that in today’s uncertain world, cost alone is not sufficient; the ANG must also be ready

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LTG Jack Stultz Chief of Army Reserve

Success Path Combat-seasoned, highly skilled Army Reserve force is prepared for the future’s full-spectrum operations.

The Army Reserve is a trained, experienced, and resilient force of Warrior Citizens—Soldiers supported by strong families, involved communities, and a growing number of employer partners. An operational force forged through persistent conflicts across the globe, today’s Army Reserve is more able to provide indispensable capabilities—including logistics, engineering, security, medical, and civil affairs support—than at any other time in its history. As a provider of these critical capabilities, the operational Army Reserve is now a key component of the nation’s Total Force. The Army Reserve, optimized for predictable and recurring operational use, is prepared to provide the nation with both versatile support to the joint fight and flexible response options to contingencies at home and abroad. The Army Reserve’s 206,000 Warrior Citizens across America continue to tell their Army story to members of the community. As I prepare to hand over the reins of the Army Reserve to a new chief, my commitment is steadfast, and my focus is clear: The Army Reserve is an essential part of the operational force, and we will do all we can to ensure that this combatseasoned, highly skilled force of Warrior Citizens remains ready to support full-spectrum operations well into the future. To that end, I launched Vision and Strategy 2020 to set the Army Reserve on a path as an enduring operational force providing strategic depth to our military in what many

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see as an era of persistent conflict. The strategic decisions and direction chosen now will set the framework for the next decade, and my intent is to put the Army Reserve on a solid path to success for my Soldiers, civilians, and family members, our future leaders, and our national security. While we continue to support combat operations and theater security cooperation missions worldwide in more than 19 countries, my focus in 2012 is on ensuring robust support to the operational force through a five-year supply-based Army force generation cycle.

soldier for life One key initiative we are working on is making the continuum of service (CoS) a reality for Soldiers in all components. CoS provides Soldiers alternative career paths, combining periods of Active, Reserve, and Individual Ready Reserve duty to accommodate life challenges, achieve personal ambitions, and maintain a commitment of service to the nation throughout a lifetime. The bureaucratic challenges— more than 20 different status definitions between Active and Reserve duty as defined by the Commission on National Guard and Reserve Report and many stove-piped systems— act as an impediment to retaining the best and brightest over the course of that Soldier’s military career. Establishing a CoS that enables Soldiers to meet the needs of serving their nation, their families, and their civilian careers

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is paramount. Their dedicated service to the nation should to a five-year supply-based ARFORGEN, providing muchnever be hindered by outmoded bureaucratic complexity. needed predictability to Soldiers, their families, and We need to think in terms of being a Soldier for Life, to their employers. All of our operational units now have retain the quality, highly experienced Soldiers needed to an available force pool date that will allow us to build sustain the Army Reserve as an enduring operational force. progressive readiness throughout the cycle and to tailor Key to elements of this CoS are the current Active our manning, equipping, and training strategies and our Component to Army Reserve transition mission and the Soldier and family support programs to best sustain the employer partnership of the Armed force throughout the deployment Forces program, which is powered The biggest challenge we face cycle. Everything we do within the by the Army Reserve. With the to successful implementation operational and institutional Army impending downsizing of up to of supply-based ARFORGEN Reserve can be defined within this 50,000 Soldiers from the Army in the supply-based ARFORGEN. The is the manning strategy. coming years, the Army Reserve will implementation of this program is focus on retaining midgrade enlisted and officers in key vital to institutionalizing the Reserve as an operational specialties required by the Army Reserve. We will increase force. our presence at Active Component transition points and The biggest challenge we face to successful reach out to Soldiers well before they are due to transition implementation of supply-based ARFORGEN is the to help them recognize the value of continued service to manning strategy. This builds on, and is part of, the CoS their nation in the Army Reserve. effort but focuses on effectively rebalancing the force and We will promote the Army Reserve–managed Employer targeted recruiting and retention efforts. Partnership of the Armed Forces program as a tool for In tandem with the Army and Congress, we are transitioning Active Component Soldiers, leveraging the working to secure continued funding of recruitment and program as a tool to develop the careers of Soldiers through retention incentives to allow us to shape the force with less extensive internship and externship programs with key reliance on cross-leveling to offset our midgrade strength organizations. A great example of this is the Army Reserve’s partnership with GE Healthcare to provide civilian training Army Reserve capabilities are well suited to support and participate in security cooperation activities and peace and certification of our Army Reserve X-ray technicians. operations worldwide. (U.S. Army) We see this part of the program expanding as we move to share training and resources with our industry partners to our mutual benefit. Our goal is to inspire Soldiers to a lifetime of military service, which includes seamless transitions between Active and Reserve statuses, as well as between Reserve categories and civilian service, providing variable and flexible service options and levels of participation consistent with Department of Defense manpower requirements.

supply-based arforgen cycle

The Army Reserve has completely transformed how we will support operations within the Army Force Generation (ARFORGEN) cycle. We have moved from a demandbased, theater-request-dependent, reactive ARFORGEN,

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imbalances. Future recruiting efforts will target incentives to structured and how best to provide regional/installation more prior-service recruits, who bring more experience than quality support to our operational and functional commands. first-term Soldiers into the Army Reserve. These experienced In the years since combat operations began and to support Soldiers are critical in filling shortages among midlevel the Base Realignment and Closure law, we’ve gone from 10 commissioned and noncommissioned officers. regional readiness commands to four regional support As an operational force, the Army Reserve requires commands to reduce overhead, grow the operating force, flexible full-time support programs. The current full-time and align units to better support the Army’s operational support model remains a strategic needs. Through this effort, the Army We’ve taken a holistic approach Reserve has successfully met 10 years Reserve legacy. We need key legislative and policy modifications to change to suicide prevention Armyof combatant commander requests for personnel support processes. We are wide, integrating education operational support. currently working with the Army to We have also implemented the with efforts to reduce the create additional full-time support Army’s enterprise approach by stigma of seeking behavioral restructuring our command and capability to provide much-needed continuity in operational units and health care. control within the Army Reserve generating force units. These changes will allow eligibility headquarters, designating general officer-level staff leads to for enlistment and re-enlistment bonuses, education loan serve as integrators and managers of enterprise efforts across repayment, and other incentives. the materiel, human capital, services, and infrastructure and The Army Reserve is moving forward with its Active readiness domains. Guard and Reserve (AGR) above-the-line implementation as Internal realignment included the establishment of a we take the results of an analysis of AGR positions serving Deputy Commanding General for Operations, with oversight in organizations outside the Army Reserve and move of the readiness enterprise and all operational and functional designated positions to below-the-line operational Army commands; a Deputy Commanding General for Support Reserve units to improve overall readiness within the supply- with oversight of the consolidation and integration of all based ARFORGEN effort. supporting enterprises, regional support commands, and As operations draw down in Iraq and Afghanistan, the installations; and designation of the current Assistant Chief, Army Reserve must maintain the ARFORGEN battle rhythm Army Reserve, as Deputy for Management. to keep the force trained and engaged. We see Army Reserve We must now go back and look at how we are currently support to theater security cooperation missions as a core structured in order to refine processes and procedures within competency for us to do just that. the Army Reserve headquarters and carry this review out Army Reserve capabilities are well suited to support across the force from our regional support commands to our and participate in security cooperation activities and operational and functional commands. We will work together peace operations worldwide. Security cooperation builds to better define boundaries and responsibilities and establish relationships that promote specified U.S. interests, develops efficiency in how we conduct our business at all levels. allied and friendly capabilities for self-defense and coalition operations, and provides U.S. forces with peacetime and soldier and family support We will continue to focus on our support programs for contingency access. The extensive operational experience and relevant civilian skill sets resident within the Army Soldiers and family members, especially in remote locations Reserve are essential in meeting combatant command without access to installation-based support. The past decade requirements for international engagement activities that has taught us much about the physical and emotional needs of improve infrastructure, security, and institutions within Soldiers and families, and we have taken steps to reduce stress on the force. We’ve implemented a comprehensive Soldier foreign nations of strategic interest to the United States. fitness program to train our Soldiers, civilians, and family regional support members to maximize their potential and endure the physical With the implementation of a supply-based ARFORGEN, and psychological challenges of sustained operations. We’ve the Army Reserve staff is looking hard at how we are currently taken a holistic approach to suicide prevention Army-wide,

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state of the force integrating education with efforts to reduce the stigma of positive investment Working together, with the continued support of seeking behavioral health care. We are also reaching out and providing resources to organizations such as the Reserve Officers Association, we geographically dispersed Soldiers and family members can meet the challenges we face in implementing a continuum and involving family members in suicide prevention of service and Soldier for Life concept and a sustainable training. Not only have we established the Fort Family ARFORGEN for the Army Reserve, and demonstrate the 24-7 hotline (866-345-8248) for Soldiers and family positive investment that our nation makes in its Army Reserve. A relatively small investment members to access services at remote Army Reserve is in the Army Reserve provides security locations, we continue to establish The Army Strong Community Centers an essential part of the at home and supports the fight (ASCC) in remote locations to allow operational force, and we will against terrorism abroad. The value added of the Army Reserve and its Soldiers, family members, retirees, do all we can to ensure that critical-enabler capabilities is that the and veterans access to installationthis combat-seasoned, highly nation pays the full cost for Reserve like support at remote locations. We Component Soldiers only when they currently have ASCCs in Rochester, skilled force of Warrior N.Y.; Brevard, N.C.; Coraopolis, Pa.; Citizens remains ready are mobilized. But the greatest asset that makes and Oregon City, Ore., with more to support full-spectrum the Army Reserve such an invaluable planned at other locations. operations well into the future. part of the operational force is the Also, with the Army Reserve’s Employer Partnership of the Armed Forces program and Warrior Citizens who make up my force. It has been an our strong support to the Army’s Strong Bonds program, honor and a privilege for me and my wife, Laura, to serve we are addressing two major issues related to behavioral with the fine Soldiers and family members who make up the enduring operational Army Reserve.  health: employment and healthy relationships.

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VADM Dirk Debbink Chief of Navy Reserve / Commander, Navy Reserve Force

Ready Now… For the Future

Around the world, Navy Reserve Sailors are living up to our Force Motto: Ready Now. Anytime, Anywhere. They have earned our reputation as a trusted partner in the Navy Total Force—a partner our Navy and nation can rely on in peace and war. We are a proud part of America’s Navy: A Global Force for Good. During his confirmation hearings before Congress, ADM Jonathan W. Greenert, our new Chief of Naval Operations, testified that the Navy Reserve is ready, innovative, and agile and is fully aligned with Navy mission requirements. We are one force. Today, it truly does not matter, and it should not matter, whether the job is done by the Active Component, the Reserve Component or a combination of forces. How did we earn this confidence? And what does it mean for the future of the Navy Reserve? The Navy Reserve’s reputation comes from the hard work of our 64,500 Reserve Component Sailors who accomplish our mission and drive us toward our vision for the future. The mission of the Navy Reserve is to provide strategic depth and deliver operational capabilities to our Navy and Marine Corps team and joint forces, from peace to war. Our guiding vision for the Navy Reserve is to be a provider of choice for essential naval warfighting capabilities and expertise, strategically aligned with mission requirements and valued for its readiness, innovation, and agility to respond to any situation.

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Our Navy Reserve Sailors are doing a magnificent job in both our operational and strategic roles. These missions are not mutually exclusive; the Navy Reserve can operate anywhere across the full spectrum of operations. As long as commanders have assured access to their Reserve Component Sailors, the Navy can confidently assign missions to the Navy Reserve any time from peace to war.

warfighting first At the far end of the spectrum, mobilization is the ultimate test for a Reserve Component service member, and in the decade since 9/11, the Navy Reserve has performed nearly 70,000 mobilizations to active duty. Today, more than 4000 Reserve Sailors are forward, combating terrorism around the globe. They are serving forward in Afghanistan, Iraq, Kuwait, Bahrain, the Horn of Africa, Guantanamo Bay, the Philippines and elsewhere—truly on the front lines of freedom. Mobilized Navy Reserve Hospital Corpsmen are embedded with ground units in Khandahar, Kabul, and Helmand Province with their Marine platoons. Reserve Seabees are building critical infrastructure to stabilize Afghanistan’s fragile but determined democracy. And many Sailors are Individual Augmentees (IAs) bringing their expertise to Army, joint, and Combined commands. These IAs are performing intelligence, information technology,

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logistics, and other specialized missions. Our mobilized Sailors are not only talented, they are motivated. When Force Master Chief Chris Wheeler and I visit our deployed and returning Sailors, they tell us that while the work is hard and separation from family is challenging, they are proud to serve and the capabilities they bring are essential. We cannot thank them enough for their honorable service. I am humbled by the fact that all Navy Reserve Sailors serving today have enlisted, re-enlisted, or reaffirmed their oaths of office in the decade since 9/11. They make this commitment knowing mobilization is not only possible, but probable. Our Navy Reserve Sailors exemplify our Navy core values of honor, courage, and commitment.

operating forward In addition to mobilization, Active Duty for Training (ADT), Active Duty for Special Work (ADSW), Annual Training (AT) and Inactive Duty for Training (IDT, or “drills”) are other ways our Sailors do real and meaningful work. On average, about 20,000 of our 64,500 Reserve Component Sailors are on some type of orders each week. Everywhere our Navy is operating, the Navy Reserve is providing on-demand expertise. Let’s examine what a day in the Navy Reserve was like in March 2011. While some supported combat operations in CENTCOM, others brought critical relief supplies, personnel, and equipment to Japan after the earthquake, tsunami, and subsequent nuclear accident as part of Operation Tomodachi. In the Mediterranean, our Sailors monitored actions by the Libyan government against its citizens and helped formulate the NATO-led response. Off the coast of Africa and elsewhere, we supported counterpiracy missions. In the Caribbean and South America, we were combating drug traffickers. Still other Navy Reserve Sailors guarded detainees in Guantanamo. While these highly visible operations were making headlines, about two-thirds of our force was performing an equally important role: building and maintaining our strategic depth. Strategic depth held in the Reserve Component provides our nation a wide range of options at an affordable cost. Risk is no longer an all‐or‐nothing

proposition. Rather than completely abandoning a capability, strategic depth preserves capabilities at a lower cost in exchange for a calculated level of risk.

being ready Over the past three years, our Navy Reserve Strategic Plan has removed barriers to service and increased individual and unit readiness. One example is an innovative service option designed to help the Navy retain critical skills by providing greater flexibility to Sailors. The new Variable Participation Unit (VPU) allows Sailors in key specialties to perform fewer drills than traditional Reserve Sailors while remaining engaged with the Navy and available for duty. This gives the Navy access to individuals whose circumstances wouldn’t allow them to serve otherwise. We have made great strides in improving the planning and notification process for Sailors selected to mobilize. Every year, our Ready Mobilization Pool (RMP) is published to identify Sailors and units with the potential to mobilize. This allows commanders to focus our limited resources on the readiness levels of the right Sailors and units. It also allows RC Sailors not on the list to be fairly confident that they will not mobilize in the next 12-18 months. Our Volunteer Portal helps identify those Sailors who desire to be mobilized, and to match qualified volunteers with validated mobilization requirements. Feedback from the Force has been very positive regarding both the RMP and the Volunteer Portal. Everywhere the Navy is operating, the Navy Reserve is providing on-demand expertise. (U.S. Navy)

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Longer notification time directly translates into readiness. declaration of national emergency enabling the use of the Our Navy families can plan for impending mobilizations, partial mobilization authority. This declaration has been and our Sailors can prepare themselves medically, physically, extended annually throughout the current conflicts and and administratively. It also allows employers more time to overseas contingencies. prepare for mobilized employees and eases tension in the The Department of Defense has proposed an amendment workplace. to section 12304 of Title 10, United States Code, which And, through improvements to our procedures, policies, would enable the president to access the RC for all missions and systems, we have reduced the time in support of his national security The value of strategic depth strategy. Along with my fellow Reserve it takes for a Reserve Component Sailor to transition to the Active Component is a function of readiness, Component Service Chiefs, I testified from weeks to days. Longer lead time accessibility and capacity. before Congress in support of this plus shorter processing time results legislation. With assured access to in ready Sailors, ready families, supportive employers, and the Navy Reserve for routine deployments, the Navy can capability quickly delivered. assign missions to whichever component makes the most The Navy Reserve has strengthened all phases of the operational and fiscal sense. deployment cycle to take the best possible care of Sailors and their families. Pre-Deployment Readiness Conferences, ready now for the future Budget concerns and changes in the global security Command Individual Augmentee Coordinators (a Total Force program), Returning Warrior Workshops, the Psychological environment will have an impact on our Navy Total Health Outreach Program, and the Navy’s Family Readiness Force. At the same time, new technologies and weapons programs minimize risk to Navy missions assigned to Navy platforms, such as remotely-operated unmanned systems and Reserve Sailors. These programs enable service members to mission-specific plug-and-play modules for ships present focus on the mission by preparing them before, during, and opportunities to employ our Reserve Component in creative after deployment, and reassuring them that their families are and innovative ways. What is certain is that our Sailors, through their efforts, have created the best possible condition being cared for while they are away. for our future success as a partner in the Navy Total Force. locking in our gains Admiral Greenert described our future in his Sailing Our Navy Reserve is relevant and capable today because Directions issued concurrently with his assuming the Office we have invested in our people and our equipment, we of the Chief of Naval Operations on September 23, 2011: “The have assigned them real and meaningful work, and we have Navy will evolve over the next 10 to 15 years and remain the honored the support of our families and our employers. In preeminent maritime force, operating forward in new and the future, we need to ensure that our Sailors continue to flexible ways with access to strategic maritime crossroads.” have the training and equipment they need to maintain their In his change of command speech, he also said, “We will readiness, and that our families have the tools needed to approach our challenges and we’ll implement our changes remain resilient. that will have to be done in the future with three tenets in Maintaining our current readiness will be far less costly mind.” His three tenets, ‘warfighting first’, ‘operate forward,’ than re-creating it. Much of the Reserve’s valuable training and ‘be ready’ served as the titles of the first three paragraphs and operational support is funded by Active Duty for of this article and will serve as a lens to address future Training (ADT) . We must maintain an appropriate level of challenges in the Navy Reserve and our entire Navy. ADT funding to ensure that our Sailors are a relevant and We are fully aligned with the CNO’s Sailing Directions capable force. Our family support programs, built to support and ready to accept new missions as necessary. The Navy is ongoing post–9/11 deployments, must be maintained and organized, trained and equipped to deter, fight, and decisively funded to support our future deployment levels. win wars; the Navy Reserve is eager to do our duty to ensure To provide valued capabilities, our force must be both our Navy remains the world’s preeminent maritime force. Ready and Accessible. Since Sept. 11, 2001, access to the Navy Reserve Sailors – Ready Now, Anytime, Anywhere – Reserve Component has been assured by a presidential are proud to be a vital part of our Navy Total Force. 

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January 29–February 1, 2012 Marriott Wardman Park Hotel Washington, DC

Their tours are winding down. Where do they go from here? Find out at the ROA National Security Symposium. After a decade of operations, and amidst an uncertain fiscal environment, the future of the Reserve Component and of U.S. national security is anything but certain. Join reservists and national security experts from across the country in Washington DC for four days of strategic discussion, networking, and professional development. The symposium covers strategic topics of concern for the Reserve Component as well as national security imperatives at large including: • • • • • • •

Defending Defense: Budget Cut and the Threat to National Security Nuclear Arms Proliferation: State Department Challenges View From the Hill: Congressional Perspectives on Defense Reserve Chiefs Panel: Perspectives from the Total Force A Decade of Dedication: Future Operations for the RC Crafting a Defense Policy for an Operational Reserve A Post-Deployment Outlook: Iraq and Afghanistan

ROA’s NSS has become the nation’s premier educational opportunity for service members from all branches of the Reserve Component to interact with civilian, military, and think tank leaders. Speakers this year include: • • • • • • •

General Martin Dempsey, Chairman, Joint Chiefs of Staff The Reserve Chiefs Rep. Buck McKeon (R) California, Chairman, HASC Rep. Allen West (R) Florida Senator Richard Lugar, (R) Indiana Arnold Punaro, Chairman RFPB General David Petraeus, Director CIA (invited)

For more information scan the code or visit: www.roa.org/NSS2012

LtGen Steven A. Hummer Commander, Marine Forces Reserve

Strongest Ever Marine Forces Reserve’s seamless integration helps the Corps maintain operational tempo, core competencies, and strategic depth. The Marine Corps is as strong today as ever in its 236-year history. That’s a bold statement, but it’s backed by bold Active Component duty and Reserve Marines who are experienced in taking the fight directly to the enemy. Our Marines have been doing what they have done best since 1775: standing shoulder to shoulder to fight and win the nation’s battles. We don’t differentiate; all Marines—whether Reserve or Active Component—are disciplined, focused, and lethal. We are a Total Force. As part of the Total Force, the Marine Corps Reserve is integrated in all areas of the Marine Corps as never before. Long gone are the days of the so-called weekend warrior mentality of the Cold War era. Today’s Marine Corps Reserve is a nimble, fully engaged part of the Total Force that is necessary for modern combat. In fact, Active-duty Marines and senior leadership at all levels fully appreciate the fact they can’t do what they do without a fully engaged operational Reserve Force. In testimony submitted to the House Armed Services Committee on March 1, 2011, Commandant of the Marine Corps Gen James F. Amos said: “Since 9/11, our Marine Corps Reserve has engaged continuously in combat operations as well as in 19 regional security cooperation and crisis-prevention activities in support of the geographical combatant commanders. This operational tempo has built a momentum among our warfighters and a depth of experience

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throughout the ranks that is unprecedented in generations of Marine Corps reservists. In fact, today’s Marine Corps Reserve is more highly trained, capable, and battle-tested than at any time since the Korean War.” Further, Gen Amos said: “The transition in utilization of the Marine Corps Reserve from a strategic to operational reserve, as affirmed by our force structure review, expands our ability to perform as America’s Expeditionary Force in Readiness. Sharing the culture of deployment and expeditionary mindset that has dominated Marine Corps culture, ethos, and thinking since our beginning more than two centuries ago, the Marine Corps Reserve is optimally organized, equipped, and trained to perform as an operational reserve.” This fully integrated, operational reserve force didn’t happen overnight. It evolved in the harrowing weeks and months following the horrific 9/11 attacks. We quickly realized this was a new war, and it required a new model of engagement. Since then, Marine Forces Reserve has been redefined by more than 60,000 Marines who have supported 70,000 mobilizations, deploying alongside the Active Component in support of Operation Enduring Freedom (OEF) and Operation Iraqi Freedom. In fact, every Reserve unit was activated in support of these operations. More than 2,200 Marines and Sailors are currently deployed in Afghanistan, and hundreds of others deploy each year

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to participate in multinational exercises and scheduled deployments that are critical to our national military strategy. We are also preparing to activate 1,150 Marines to deploy in support of OEF.

above and beyond to support reservists. ESGR award programs highlight policies and programs to support the Reserve force and positively recognize employers who go well beyond the provisions of the Uniformed Services Employment and Reemployment Rights Act (USERRA). support for reservists I have called on our Marines and Sailors to nominate We maintain success using the Force Generation their deserving employers for ESGR’s Freedom Award to Model, which drives a continued recognize those employers who have Forces Reserve’s made tremendous sacrifices on our and sustainable 1:5 deployment-to- Marine dwell ratio for our reservists. The continued engagement in behalf. Force Generation Model is one of theater-security cooperation Many civilian employees are the most important tools we have for members of the National Guard missions is a key enabler for coherently planning the operational and Reserve Components. I know, the Active Component’s focus firsthand, the challenges of employing use of the Marine Corps Reserve. overseas contingency reservists, and I will do whatever I Implemented in October 2006, the on model continues to provide long- operations. can to support their service to our term and essential predictability country. I have personally signed a of future activations and deployments for reservists and Statement of Support that will show we recognize, honor, provides them, their families, and their employers the and enforce USERRA. We will continue to recognize and ability to plan for upcoming operational requirements support our country’s service members and their families five or more years into the future. This empowers in peace, in crises, and in war. I strongly urge all employers service members and their families to achieve the critical to sign a Statement of Support, as well. balance between family, civilian career, and service to the nation, while allowing employers the time to manage the mission requirements Employer support enables us to continue providing temporary loss of valued employees. We are working hard to ensure complete support from fully integrated operational support while at the forefront employers. These important stakeholders are doing their of theater-security cooperation exercises that support part in securing our nation’s defense with their flexibility, every geographic combatant commander. Marine Forces understanding, and support of Reserve Marines and Reserve’s continued engagement in theater-security Sailors. Our Marines and Sailors will spend more time away cooperation missions is a key enabler for the Active from the workplace to support the demanding operations Component’s focus on overseas contingency operations tempo and training to maintain mission readiness, and we as we participate in more than 20 large-scale theaterunderstand this causes a challenge for those who employ security cooperation exercises annually. For many of these exercises, battalion-sized units act as the headquarters these great Americans. The reservist-employer relationship must be two- element and lead planners in cooperation with the way in order for both parties to succeed. We’re doing our appropriate Marine Corps service component command, part by working closer with the Employer Support of the the State Department, and the host nation. These exercises require expeditionary planning by Guard and Reserve (ESGR), which promotes cooperation and understanding between reservists and their civilian Marines and Sailors in diverse exercises hosted by different employers and assists in the potential conflicts arising nations each year. Our planners must retain a capacity for from an employee’s military commitment. ESGR also flexibility. For example, the logistical planning that worked recognizes outstanding support by employers who go in Belize for Tradewinds 2010 didn’t necessarily translate to

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Tradewinds 2011 in Antigua and Barbuda. Moreover, Marine integration, will be a key enabler for the Corps in maintaining Corps planners must meet different embassy staffs every year. operational tempo, core competencies, and strategic depth. In addition, they’re not just planning for Marines and hostMarine Forces Reserve will therefore continue to provide nation troops; they must plan for an additional 800 troops Marines and Sailors with opportunities to participate and from 21 participating nations who need billeting, food, and contribute to the Marine Corps’ mission requirements and transportation for the two-week Tradewinds exercise. strive to encourage support from their families and employers The commandant’s planning guidance points to through extensive and effective outreach programs like ESGR. realigning the Marine Corps into an Moreover, Marine Forces Reserve The commandant’s planning will continue as a vital connection on expeditionary, middleweight force. Marine Forces Reserve’s participation guidance points to realigning behalf of the Marine Corps to middle in security cooperation has sharpened the Marine Corps into an America in order to maintain the our Marines’ mindset to operate in that nation’s commitment to all Marines expeditionary, middleweight capacity. During missions such as Black and Sailors, which is so vital during this force. Sea Rotational Force or Cooperation period of high operational tempo that Afloat Readiness and Training (LF is characterized by an uncertain future CARAT), our Marines are conducting military-to-military security posture. training while accomplishing mission-essential tasks that serve as key enablers for me to provide the commandant marine heroes I am proud of our Marines for doing their part in making ready, relevant, and responsive reservists to compose his our service as strong as it is. Many are regular people who middleweight force. Some long-term exercises allow our Marines and summon extraordinary abilities when called by their country. Sailors the opportunity to assist combatant commanders For example, Cpl Mark Camp, a Reserve Marine, was awarded in emergency situations. For example, HMM-774, a 4th the Silver Star in 2006 for actions in New Ubaydi, Iraq, in Marine Aircraft Wing unit, provided support to Haiti in 2010 2005 while serving as an automatic rifleman with Company after Hurricane Tomas, while participating in the annual L, 3rd Battalion, 25th Marine Regiment, Regimental Combat four-month deployment called Continuing Promise. A Team 2, 2nd Marine Division. During an enemy ambush May 8, 2005, Cpl Camp left his humanitarian mission, Continuing Promise provides support to South America and Caribbean nations. The Marines of covered position to engage the enemy at point-blank range, HMM-774 provided aerial reconnaissance to evaluate the which allowed an injured Marine to be pulled to cover. He damage in Haiti and provided invaluable information to then joined a Marine in a frontal assault of the ambush site, forcing enemy insurgents to change position and allowing the decision-makers. As we look to the future, we will continue to prepare recovery of another injured Marine. Cpl Camp’s amphibious and provide units and individual Marines as a sustainable assault vehicle was then destroyed by an improvised and ready operational Reserve Force in order to augment explosive device three days later, which wounded or killed all and reinforce Active forces for employment across the full 17 passengers. Cpl Camp, then a lance corporal, attempted spectrum of crises and global engagement. We’ll be better to recover Marines from the vehicle but was thrown out of positioned and continually poised to provide ready, relevant, it again by a secondary explosion. Though wounded, he and responsive forces to support the Marine Corps’ role as managed to return to the vehicle and pulled a Marine to America’s Expeditionary Force in Readiness. Moreover, we’ll safety. When asked about his actions later, he simply said, “I was be the force of choice to capably advance the Marine Corps just trying to do what I had to do to keep myself and the guy in any clime and place. In the coming decades, Marine Forces Reserve will next to me alive.” Spoken like a fully integrated, operational Marine. continue as a major player in Marine Corps operational We also enjoy the combat experience of individuals requirements. As the Marine Corps shapes, trains, deters, and responds to crises and contingencies, sustained access who transition from the Active Component to the Reserve to its Reserve operational forces, characterized by seamless Component each year. Take, for instance, 1stLt Elliot

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Ackerman, who recently served in We maintain success using times that lay ahead in this fiscally the Marine Corps Reserve. He was constrained environment. That said, the Force Generation Model, awarded the Silver Star in 2007 for I remain highly confident in the actions while serving in Fallujah, which drives a continued and ability of the Marine Corps Reserve sustainable 1:5 deploymentIraq, as a platoon commander with to continue as a contributor to Total Company A, 1st Battalion, 8th to-dwell ratio for our Force solutions in meeting current Marines, Regimental Combat Team and future challenges. We are, and reservists. 7, 1st Marine Division. will remain, a key component in the Between Nov. 10 and 15, 2004, insurgents attacked from Corps’ role as America’s Expeditionary Force in Readiness. many positions as 1stLt Ackerman’s Marines pushed into Semper Fi.  the city. Twice in the early moments of the shooting, he braved enemy fire to pull injured Marines to safety and then organized their evacuation. During the battle, the vehicle sent to recover injured Marines could not find their position. 1stLt Ackerman charged from his cover into the open, dodged what his citation calls a “gauntlet of deadly enemy fire,” and directed the vehicle to the Marines. Later, as he and his team were clearing a building, he noticed Marines were exposed on a rooftop. After ordering them down, he took their place and began marking targets for tanks as insurgents fired at him from all directions. Despite suffering shrapnel wounds, 1stLt Ackerman continued to direct the attack and coordinated four medical evacuations. When asked about his actions later, he simply said, “I think we all go out there and know what our job is and what’s expected of you.” Both Cpl Camp and 1stLt Ackerman underscore the tremendous talent that currently fills our ranks. As commander of Marine Forces Reserve, I am reminded daily about the seriousness of the environment we operate in and the uncertain

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Lt Gen Charles E. Stenner Jr. Chief of Air Force Reserve

A Good Investment Today’s Air Force Reserve programs are highly efficient and cost-effective, making them a good deal for defense leaders and American taxpayers. As the economy at home and abroad rocks and rolls, everyone is scrambling to find an investment that will retain its value and possibly grow. Many are investing in precious metals such as gold because it continues to increase in value and offer a good return on investment. I’m not an investment banker, but it is easy to see that in these turbulent times the American taxpayer has a solid gold investment in the Air Force Reserve. Today’s Citizen Airmen and Air Force Reserve programs are highly efficient and costeffective. The Air Force Reserve retains the most experienced warriors and powerful combat capability our nation has ever produced—at a fraction of the cost of Active Component programs. And one of the best things about this dynamic, versatile, and cost-effective force is that it’s already here. The past 20 years since Operations Desert Shield and Desert Storm have shaped the Air Force Reserve for not just strategic surges but also for national emergencies and even daily operations. There has never been a better time to serve in the Air Force Reserve. Our work is in high demand. Our benefits are extensive. Our jobs are filled by the best of the best. The recruiting and retention of our top quality Citizen Airmen is at all-time highs. For proven value and return on investment, congressional and Department of Defense (DoD) leaders and planners already have gold in their hands: the Air Force Reserve.

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moment’s notice

The Air Force Reserve is trained and ready to go wherever and whenever America calls. Today’s reservists are key members of the best trained and most experienced combat force ever to serve our nation. Since 9/11, more than 60,500 Citizen Airmen have been called to active duty. As we continue fighting the longest wars in U.S. history, our Citizen Airmen are combat-proven and retain a depth of military skills that can only be gained from hard lessons learned under fire. Currently, Citizen Airmen are supporting operations in Afghanistan, Bahrain, Bosnia-Herzegovina, Burkina Faso (West Africa), Cuba, Djibouti (Horn of Africa), Ethiopia, Germany, Guam, Honduras, Iraq, Italy, Japan, Kuwait, Kyrgyzstan, Libya, Nicaragua, Oman, Pakistan, Philippines, Puerto Rico, Qatar, Saudi Arabia, South Atlantic Ocean, South Korea, Spain, Surinam (South America), Turkmenistan, Turkey, and United Arab Emirates. They are engaged in every Air Force job specialty and mission around the globe and are ready now. Trained to the same standards and currencies as the regular Air Force, the Air Force Reserve routinely performs active duty in daily operations as well as strategic surges. This is truly an operational Reserve. Additionally, Reserve Airmen are among the most experienced in the Air Force. Air Force Reserve officers

state of the force

average roughly 18 years of experience, and enlisted that they were in favor of the proposal. It was clear that, members average 13 years of experience, compared to 11 if written into law, this move would directly help military years and nine years for Regular Air Force officers and planners better include Reserve Component assets in their enlisted members, respectively. calculations. This will not only reduce costs, it will increase Also, 64 percent of Air Force Reserve Airmen have experience levels in future operations as well. prior military experience, which translates into another Because access to the Reserve Component capability substantial economic benefit of the Reserve Components. is quantifiable, it is possible to do reliable cost/capability This experience represents additional tradeoff analyses to review both cost In line with the DoD and risk for options. In these times cost efficiencies, such as reduced aircrew training costs for experienced instruction, the Air Force of fiscal austerity, placing more aviators, who require fewer flying Reserve sets a goal of 1:5, leading-edge military capability in hours for training. Across the board, the Reserve Components is a sound or one deployment period when Regular Air Force Airmen are course of action. retained by the Reserve, the nation followed by five periods This does not mean that Reserve at home for reconstitution, Component growth is always the saves initial training costs and keeps skilled warriors on the team. training, and professional prudent choice, but it does mean that the choice can be made based development. rebalanced force on measurable outcomes of cost, As congressional budget tightening continues, the capability, and risk, rather than using arbitrary rules of Total Force will be rebalanced to the right mix of Regular, thumb or notional ratios. Guard, and Reserve Airmen to generate an effective and The true test of the Operational Reserve will be this efficient combat capability and capacity. The traditional rebalancing. If Congress and DoD recognize the Air Force approach to rebalancing during a budget reduction has Reserve as cost-effective, efficient, and vital, we should be a been to reduce Reserve Component force structure to smart choice as decisions are made for the Fiscal Year (FY) preserve Active Component operational capabilities, or to 2012 budget and debates continue for the FY 13 budget. reduce all components through some proportional or fairAs congressional budget tightening continues, the Total Force share model to spread risk across the force. However, today we have more logical alternatives to this will be rebalanced to the right mix of Regular, Guard, and traditional approach. We now have the tools to quantify Reserve Airmen. (U.S. Air Force) and plan for a predictable level of access to Reserve Component assets. Already, this planning capability has led to a greater reliance on the Operational Reserve and enables the Total Force to field new and emerging critical capabilities in the Reserve Components. One current initiative under congressional review is a proposed change to U.S. Title 10, Section 12304, that recommends changes to mobilization laws. The new proposal would allow the secretary of defense to authorize mobilization of up to 60,000 reservists for national emergencies. During the July 27 hearings before the House Armed Services Committeeâ&#x20AC;&#x2122;s Subcommittee on Military Personnel, all Reserve Component chiefs testified

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leveraging strength

are not paid; yet, they remain ready to respond to crises In today’s fiscally constrained environment, rebalancing around the globe within 72 hours should they be called upon. the Active and Reserve Components offers an opportunity Given the resource challenges affecting the nation’s security, to leverage the strengths of Citizen-Airmen and realize this full-time readiness/part-time cost is the most costsignificant savings. Reservists are called to active duty in efficient model for doing business. a pay status when the nation needs them. Afterward, they Although the Air Force Reserve focuses on how many return to their civilian lives and a non-pay government forces may be mobilized as a critical planning element, leaders status when they are off duty. This not and planners stress that volunteerism is only saves money on pay; it also cuts In today’s fiscally constrained still a key part of any plan’s execution. down all related personnel expenses, environment, rebalancing In fact, through calls for volunteers, benefit costs, and infrastructure, while the Active and Reserve officials expect to reduce the need retaining highly skilled professionals for involuntary mobilizations and to Components offers an who are ready wherever and whenever reduce the dwell ratios for Regular Air opportunity to leverage the Force Airmen. needed. strengths of Citizen-Airmen. Air Force Reserve Airmen are very Dwell ratios are the amount of cost-effective and compose nearly 14 downtime an Airman gets between percent of the total Air Force authorized end-strength at only deployments. In line with the DoD instruction, the Air 5.3 percent of the Air Force’s military personnel budget. Put Force Reserve sets a goal of 1:5, or one deployment period differently, Air Force Reserve Airmen cost per capita is 27.7 followed by five periods at home for reconstitution, training, percent of Regular Air Force Airmen, or roughly 3.5 Reserve and professional development. The fifth period is targeted Airmen for the cost of one Active Component Airman. It’s on readiness training to prepare for the Airman’s next important to emphasize that when Air Force Reserve Airmen deployment. are not training or performing an operational mission, they While the cost of personnel and operations are about the same for Regular and Reserve Airmen during deployed duty, The Air Force Reserve has the tools to quantify and plan for a these costs are much lower for reservists during their dwell predictable level of access to Reserve Component assets. periods when the reservist’s participation returns to normal (U.S. Air Force) training levels of 30 to 60 days per year. Because Regular Air Force Airmen are on paid, activeduty status for 365 days per year, reservists cost significantly less during their dwell periods. Military planners face difficult choices as they try to balance resources to achieve an affordable mix of Regular and Reserve forces. The Air Force Reserve offers assured access, potential cost savings, and operational efficiencies.

single entry point Throughout the past two decades of combat, the demand for cost-effective and highly skilled reservists has been insatiable. From the lessons learned since Sept. 11, 2001, the Air Force Reserve built a new Force Generation Center at Robins Air Force Base, Ga. This center is the single point of entry for Air Force Reserve’s Citizen Airmen to transition from their civilian

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state of the force

lives to military service for the nation. Established in 2010, the center responds to the ever-increasing need for Citizen Airmen to serve in daily operational roles. Since 2001, more than 60,500 Air Force reservists have been called to active duty. This is about nine-tenths of the more than 70,000 Airmen assigned to the Air Force Reserve’s Selected Reserve (the portion of the Air Force Reserve that actively participates). The Force Generation Center began in October 2010 with one person assigned. Just two months later, the center was coordinating and processing people and equipment. Today, the center has a team of 57 people filling manning and operational needs in various ongoing global operations. The new center streamlines and standardizes the activation of all categories of reservists. Also, the Force Generation Center is the central informational warehouse with visibility on the entire Air Force Reserve. With this holistic view, we’re able to track worldwide unit availability, tempo, and timing of resources; we’re also able to act as the single focal point for national emergencies and wartime taskings. These have included continuing support of operations in Afghanistan, Africa, Iraq, and Libya. The center coordinated humanitarian relief operations for Japan, as well as international support for fighting Mexican wildfires. The center’s team ensured that Air Force reservists responded to emergencies at home, too. These included the Texas wildfires, Midwest floods, and weather reconnaissance into offshore hurricanes. Throughout all of these operations, the Force Generation Center has proven itself as the one-stop shop that makes it easier for Citizen Airmen to serve. By providing better predictability for individual reservists, their families, and their employers, the center looks out for our people and serves those who serve.

bottom line Air Force Reserve’s Citizen Airmen continue to prove themselves to be vital national treasures and integral parts

Reserve Component Airmen are engaged in every Air force job specialty and mission around the globe. (U.S. Air Force)

of today’s combat power. As a full partner in the three Air Force components—Regular, Guard, and Reserve—the Air Force Reserve continues to rank among the most costeffective. Embedded in the fabric of American life, Citizen Airmen mirror society and patriotically step forward from their civilian lives to serve the country. We’re on the right track by using a balance of Reserve and Active Component forces. As the budget cuts come— which they must—we must be careful not to cross the line from high risk to mission failure. By retaining the best and brightest in Air Force Reserve and Air National Guard programs, I know that America can tighten its budget and still generate effective and efficient combat capability and capacity. Both Congress and DoD have recognized the Reserve Components’ priceless contributions to national emergencies and national defense. It is time to apply the lessons of two decades of combat operations and national crises at home and apply them to long-term solutions for the defense budget and America’s fiscal and physical security. I am extremely proud of the dedicated Citizen Airmen who balance their commitments to their families and civilian employers to go above and beyond. For the return on the investment, the Air Force Reserve’s Citizen Airmen are the safest bet for the future defense of America. 

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RDML David Callahan Acting Director of Reserve and Leadership, Coast Guard Reserve

Responder of Choice With tightened budgets and growing workloads, more Coast Guard reservists are being called sooner, providing a vital surge capability. The Coast Guard Reserve is unusual among Reserve Components in that we provide a higher ratio of day-to-day mission surge capability to strategic Reserve capability. Like all Reserve Components, we provide both kinds of capability, but we skew more toward short-term requirements. As we begin 2012, we expect service requirements to push us even more in the direction of short-term surge operations, so we are focusing our planning and management efforts to support this need. Addressing a Coast Guard Reserve audience earlier this year, Vice Commandant VADM Sally Brice-O’Hara observed, “In a world which increasingly needs lots of ‘response,’ you, the Coast Guard Reserve, are the nation’s responder of choice.” A couple of illustrations show that she is right and that the “responder of choice” must be ready. In September 2011, as Hurricane Irene took aim at the Atlantic seaboard, the Coast Guard pre-authorized the recall of 500 reservists to assist in the anticipated response. This pre-authorization is now a normal part of preparations for a major hurricane, but is only a recent development. Historically, recalls for hurricanes have been surprisingly small. In 2005, the Coast Guard didn’t pre-authorize the recall of any reservists for Hurricanes Katrina and Rita and only used about 700 reservists in the aftermath. Our first call for Reserve forces for a major storm now is comparable to the total Reserve response to a once-in-a-lifetime storm just

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a few years earlier. Comparing two big oil spills shows the same tendency. About 3,200 reservists aided the 2010 response to the Deepwater Horizon oil spill, two-and-a-half times as many reservists as were involved in the Exxon Valdez oil spill in 1989. Clearly, there has been a significant change in how the Coast Guard employs the Reserve in large-scale, short-term contingencies. Whether it is major hurricanes or major oil spills, the standard procedure for Active Component operational commanders now is to call for more reservists sooner. This tendency is likely to increase as Coast Guard operational commanders increasingly ask the Reserve to deliver surge capacity that tight budgets and growing workloads have squeezed out of the Active Component. My job as the Coast Guard’s acting director of Reserve is to manage our programs and budget to ensure the “responder of choice” Coast Guard Reserve is staffed, trained, and supported to answer the bell while also maintaining personnel readiness. So, what is the current state of the Coast Guard Reserve’s readiness? Overall, the workforce has stabilized after the fluctuations we experienced after Sept. 11, 2001. For several years in the middle of the past decade, the Coast Guard Reserve struggled to remain near authorized end-strength. A number of factors

state of the force

caused these gaps, including unusually large numbers of local commands, it keeps our reservists sharp and ready reservists who accepted long-term active duty assignments to mobilize. and recruiting shortfalls. Those numbers have largely Make no mistake about it, mobilization and surge stabilized, and the Coast Guard Reserve has ended the past for contingencies are the Coast Guard Reserve’s two fiscal years within about 100 personnel of authorized primary purpose and function. The Coast Guard has strength. no Active Component “garrison force” set aside to It is worth noting that the number of reservists on surge into contingencies. Our active duty force has active duty is starting to creep up. 24/7 responsibilities and is fully At the individual level, engaged in performing the Coast Presently it is 19 percent above our post–9/11 low, which we reached personal readiness is up Guard’s day-to-day missions. The in 2008. That number is a concern Coast Guardsmen of our Reserve about 9 percent since 2008. because reservists already on active Component enable this vital surge duty are not part of our surge capacity, and a high number capability that the citizens of the nation expect from the usually indicates a stressed Active Component that is U.S. Coast Guard. likely to need surge assistance. Even so, the number is Despite the decremental budget climate we are likely still 40 percent below the level of 2004 and remains in the to encounter across all of government over the next few manageable range. years, the Coast Guard Reserve will continue to play a vital At the individual level, personal readiness is up about 9 role in the commandant’s overall strategy to deal with the percent since 2008. This improvement is largely the result threats and challenges of the future. We have adequate of an important management initiative: the Reserve Force strength and readiness to meet current requirements, and Readiness System, which has achieved notable efficiencies we continue to manage current resources prudently to in the supervision of reservists assigned to drill at active preserve this ability. Semper Paratus!  duty units, and has made full-time support billets more The majority of Coast Guard Reserve personnel are assigned closely focused on Reserve training requirements. Another and embedded within Active Component units across the important initiative, the Concept of Reserve Employment, Coast Guard. (U.S. Coast Guard) is striving to ensure that training is better aligned to deliver the specific competencies required by the evolving manner in which operational commanders employ the Coast Guard Reserve. Our eight Port Security Units continue to deploy on a rotating basis to forward operating locations and have maintained an overseas presence since 2000. Since 9/11, we have mobilized more than 7,800 individual reservists in support of overseas contingency operations, including Port Security Unit personnel. In sum, I should re-emphasize that the Coast Guard Reserve differs in some ways from our sister service Reserve Components. The majority of our reservists are assigned and embedded within Active Component units across the Coast Guard, where they train and prepare for mobilization through augmentation. This mainstream placement not only provides increased capacity to the

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RADM Jonathan W. Bailey Director, National Oceanic & Atmospheric Administration Commissioned Corps

Science and Service Pursuit Flexible operational plans and cutting-edge technology help NOAA respond to today’s environmental challenges.

Protecting our nation’s security is a central mission of all the uniformed services. While many think of the courage of our armed services protecting our citizens at home and abroad from hostilities, powerful natural forces also can threaten lives, property, and commerce. The National Oceanic and Atmospheric Administration (NOAA) and the NOAA Commissioned Corps work every day to keep the nation secure and productive by providing products and services that support maritime domain awareness; help ensure safe passage of commercial and military traffic on our nation’s waterways; warn mariners, aviators, and the public of severe weather; aid search and rescue efforts; enhance our understanding of climate change; and protect our natural resources. NOAA and the NOAA Corps can trace their histories back to 1807 when President Thomas Jefferson signed a bill for the “Survey of the Coast.” NOAA Corps is the direct descendant of the Coast and Geodetic Survey (C&GS), the oldest scientific agency in the federal government. Originally made up of civilian professionals, the C&GS created a commissioned service in 1917. C&GS officers served with the Army, Navy, and Marine Corps during World War I and World War II, working as artillery surveyors, hydrographers, amphibious engineers, beach masters, reconnaissance surveyors for the worldwide aeronautical charting effort, instructors at service schools, and in many technical positions.

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As it became increasingly evident that the United States’s environment was intertwined with the world environment, C&GS was given the mandate in 1959 to conduct worldwide oceanographic studies. The Survey of the Coast had grown from a relatively small operation centered on the East Coast of the United States to an agency working in all the oceans of the world. Following two reorganizations in which many science agencies with related missions were brought together into one agency, NOAA and the NOAA Corps was formed in 1970.

current challenges Today, NOAA Corps officers perform many of the legacy activities of the C&GS, along with new missions to monitor and protect living marine resources, coral reefs, and endangered species, as well as to gather environmental intelligence critical to predicting severe weather and understanding climate processes. Indeed, NOAA and the NOAA Corps support activities that reveal the mysteries behind climate change, ocean acidification, the effects of invasive species on marine biodiversity, and more. One can find NOAA Corps officers deployed in operational positions on ships and aircraft around the country and serving in NOAA’s research laboratories and program offices throughout the nation. NOAA Corps officers command NOAA’s 18 vessels and 10 aircraft, serve

state of the force

as working and scientific divers, manage the NOAA Small is far more powerful than any manmade structure and Boat Program, and even over-winter at the South Pole—all that disasters—both natural and manmade—can strike in the pursuit of science and service. at any time. The NOAA Corps remains ready to meet NOAA’s research and survey ships compose the largest these challenges head-on with flexible operational plans fleet of federal research ships in the nation. The fleet and unique applications of cutting-edge technology. The ranges from large oceanographic research vessels capable NOAA fleet responded to the environmental challenges of of exploring the world’s deepest ocean, to smaller ships the past year in a variety of ways. responsible for charting the shallow In March, NOAA ship Hi`ialakai We currently have a fifth evacuated three NOAA Fisheries bays and inlets of the United States. Homeported in various locations fisheries research vessel Service and four U.S. Fish and throughout the continental United under construction at Wildlife Service personnel from States, Alaska, and Hawaii, the ships Laysan Island in the Northwestern Marinette Marine Corp. in operate in all regions of the nation Hawaiian Islands after the tsunami Wisconsin. and around the world. generated by the massive earthquake Each vessel contains highly off Japan’s coast contaminated water specialized equipment for gathering the most accurate and food supplies. The ship, which diverted to Laysan scientific data. Vessels specializing in hydrographic work Island from a regularly scheduled transit to Wake Island, utilize state-of-the-art multibeam sonar to map the ocean transferred the personnel to Midway Atoll. The Honolulufloor, and some can deploy launches (smaller vessels they based Hi`ialakai then diverted to Kure Atoll and safely carry aboard) to increase survey area and efficiency and evacuated a NOAA Fisheries Service employee and four allow access to shallower areas. Our newly constructed Hawaii state employees and volunteers before returning to fisheries research vessels possess unique acoustic quieting Midway. technology, enabling them to monitor fish populations In addition, NOAA aircraft collected aerial images while minimally altering their behavior. The Okeanos of the damage caused by the EF-5 tornado in Joplin, Explorer, the nation’s only vessel dedicated to ocean Mo. NOAA aviators collected the images while flying exploration, is capable of real-time video communication the agency’s King Air 350 CER aircraft, equipped with with shore-based “exploration command centers.” specialized remote sensing equipment that captured highNOAA aircraft are also specially and uniquely equipped resolution photographs. The mission was undertaken to carry out their missions. Our WP-3D Orion aircraft jointly with the Federal Emergency Management Agency contain the world’s only airborne Doppler radar, allowing as part of the federal response to the Missouri tornado. scientists to measure the vertical size and strength of a NOAA aircraft also conducted aerial surveys of flooding hurricane storm and improving hurricane forecasting in the Red River Valley along the Minnesota–North Dakota abilities. Some of our smaller aircraft, such as the Jetprop border. The photos helped NOAA’s National Weather Commander, fly low and slow with a gamma radiation Service verify and validate flood models and assist local detection system to determine water content in snow pack. officials in planning their response and recovery efforts. The hydrologists of the National Weather Service’s River In 2011, the NOAA fleet continued to support the Forecast Centers use our measurements to assist with flood response to the BP Deepwater Horizon oil spill. NOAA forecasting for the spring melt. ship McArthur II conducted a six-month mission to study the impact of the Deepwater Horizon oil spill on the science and service in times of Gulf of Mexico as part of the Natural Resource Damage need Assessment process. Other NOAA ships also conducted Mother Nature reminded us again this year that she studies in the Gulf to monitor the health of the ecosystem.

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state of the force

In all, nine NOAA ships have supported the spill response fifth fisheries research vessel under construction at Marinette to date. Last year, NOAA’s entire Atlantic fleet and more Marine Corp. in Wisconsin. The new vessel is named after the than a quarter of the total strength of the NOAA Corps were late Dr. Reuben Lasker, a pioneering fisheries biologist who deployed to the Gulf of Mexico to assist with the response and served as director of the NOAA Southwest Fisheries Science mitigation efforts following the spill. Center’s coastal fisheries division and as adjunct professor at Also, three NOAA aircraft provided round-the-clock Scripps Institution of Oceanography, University of California hurricane research, surveillance, and forecast improvement San Diego. support to the National Hurricane Center NOAA’s research and survey emerging as Hurricane Irene tracked toward and along the U.S. East Coast. The Office ships compose the largest technologies As new technologies become of Marine and Aviation Operations fleet of federal research ships available, NOAA seeks to stay at (OMAO) Aircraft Operations Center in the nation. the forefront of application. Some deployed two WP-3D Orions and a Gulfstream IV-SP to probe the storm as it developed over the of the most interesting developments seem to be in the areas of autonomous underwater vehicles and unmanned Atlantic and moved north along the Eastern seaboard. In all, NOAA crews flew 17 missions over a five-day period, aerial vehicles. Various programs throughout NOAA are logging more than 47,000 miles. NOAA P-3s also made 26 experimenting with applications of these technologies and hurricane eyewall penetrations. Data collected by the aircraft integrating them into use aboard NOAA Corps–managed help forecasters predict how intense a storm will be and what platforms. Recently, NOAA Corps CDR Phil Hall became the first path it will take. After the storm made landfall, OMAO and NOAA’s National Geodetic Survey dispatched the NOAA King non–Department of Defense pilot qualified to fly the Global Air 350 CER turboprop to conduct aerial surveys of storm- Hawk. This unmanned aerial vehicle is unique in its capability impacted areas in North Carolina and Virginia. NOAA vessels to fly for long durations and at high altitudes. For 10 years it also responded to the storm, surveying shipping channels for has been used by the nation’s military. Now, NOAA and NASA scientists are using the aircraft to fly scientific missions. The storm debris that could pose a hazard to navigation. officer was awarded the NASA Exceptional Achievement future preparation Medal for “exceptional contributions” to the development of NOAA Corps officers all have a background in science or the NASA Global Hawk program. engineering before receiving their officer training. This allows them the flexibility to work in areas throughout NOAA and future focus The NOAA Corps and its predecessor organizations have to quickly adapt to technical positions. Officer billets rotate about every three to five years, allowing officers to benefit from stood for nearly a century as a symbol of accuracy, scientific the continual exposure to new disciplines while building up standards, and integrity. As we navigate in this evolving world of the 21st century, we must be prepared to tackle the management and leadership skills. Recently, NOAA partnered with the Coast Guard Academy environmental changes and challenges that face us. We cannot for portions of our Basic Officer Training Course (BOTC). wait to be prompted by external events and perceptions that This year, our BOTC class participated for the first time in a dictate the terms of change to us. We must be mindful that training cruise with Coast Guard officer candidates aboard the these changes not only affect science and research but can also U.S. Coast Guard Cutter Eagle. The experience offered hands- have a direct impact on our nation’s security. Having a 24/7, on instruction in seamanship and the opportunity to learn on-call, rapid-deployment capability with a can-do, can’t-sayfirsthand how wind and sea interactions play out on vessel no attitude, along with a comprehensive research and survey maneuvers. This training will allow our incoming class of infrastructure, is critical in the dynamic world in which we officers to be better equipped for ship handling in challenging live. The NOAA Corps and NOAA remain committed to ensuring the strength of our national security and continuing operational environments. In addition to improvements in our officer training program, the tradition of providing science, service, and environmental we are continually improving our fleet. We currently have a stewardship to the nation. 

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ReseRve enlisted AssociAtion CMSGT Lani BurneTT, uSaF (reT.) • rea exeCuTive DireCTor sPiRit to seRve Senior enlisted advisers speak to Reserve Component challenges and accomplishments. As the Reserve Component chiefs look forward on issues pertaining to their respective components, it is only fitting to include remarks from the senior enlisted adviser from each Reserve Component as well. They give voice to the challenges you face. —Lani Burnett, REA Executive Director

Command Sergeant Major John Gipe Office of the Assistant Secretary of Defense/ Reserve Affairs We continue to work policy issues to support the seven Reserve Components in their roles as an operational force and a strategic reserve. This past year we have worked on a number of significant issues with long-term impacts on the Reserve Components. They include: The Quadrennial Defense Review (QDR)–directed Comprehensive Review of the Future Role of the Guard and Reserve. This report provides a background and recommendations to inform decision-makers regarding the future role of the Reserve Component that are consistent with the 2010 QDR. It is a collaborative effort of the office of the Secretary of Defense, the Joint Staff, Combatant Commands, and the military services that examines the roles for which the Reserve Components are best suited, and the best ways to optimize capabilities and strengths. Then–Secretary of Defense Robert Gates, who signed the report in April 2011, asked that its findings “be considered in the Program Budget Review for 2013, as well as in the 2013 Comprehensive Review and beyond.” Compensation package of the services. The Quadrennial Review of Military Compensation was scheduled for release by the time this edition of The Officer was published and should provide some alternative courses of action to what has been previously recommended, as well as recommendations that will come from the work group within the Department of Defense (DoD). No one is looking at reducing the compensation package for those currently serving. Policy and legislation that inhibit DoD from readily accessing the Reserve Component and/or providing Reserve Component 72

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service members with the same quality of care and support that all service members should receive. Some areas we are working include revision of the statute that governs call-up of the Guard and Reserve (USC 10, sec 12304); uniformity of compliance to DoD instructions regarding INCAP pay and issuance of DD Form 214s, along with base allowance of housing issues, the MEB/PEB process, and the Disability Evaluation System. I also encourage each of you, along with your spouse, to participate in Yellow Ribbon events. Nominate your employer for one of Employer Support of the Guard and Reserves’ Employer Awards. They make a difference and are keys to our success. Without employer support, we have no operational Reserve. If you are experiencing policy/legislative issues that we need to address, feel free to contact me at john.gipe@osd. mil. Always work issues through your chain of command and/ or your NCO/CPO support channel first, but I want to hear from you on how we can support you.

Command Sergeant Major Michael Schultz Army Reserve With the United States drawing down forces in Iraq and Afghanistan, it’s ever more important to retain Soldiers who have gained the knowledge and experience of a decade at war. These citizen warriors are now equipped to assist in preserving an indispensable operational Army Reserve. We’re at a critical point in our military history, especially in light of the downsizing of the Active Component. It is essential that we retain the key skills and expertise our Soldiers have gained from the current conflicts. In retaining Soldiers with combat experience, we’re able to more effectively train, mentor, and share that skill and knowledge with the broader force. The USAR noncommissioned officer (NCO) will be a key part of the equation. Over the last year, I’ve continued to stress to our NCOs my HOA acronym: hypocrisy, ownership, and action. Don’t be the hypocrite who tells your Soldiers to do something you don’t do. Set the example and lead from the front, whether it’s

in fitness or in other areas of soldiering. Counsel Soldiers and conduct inspections. Own your squad and formations as if you’re personally signing each Soldier’s check. And finally, but perhaps most important, take the appropriate action to make Soldiers better and to help their family members. It’s imperative for our NCOs to absorb and implement this way of thinking. NCO leadership is the solution; it’s our way ahead.

Force Master Chief Chris Wheeler Navy Reserve Ready now! Anytime, anywhere! That is not only the motto of the Navy Reserve; it is our promise. Reserve Sailors are fully ready whenever and wherever the need arises: Be it for peaceful missions such as for humanitarian relief efforts or warfighting operations such as Individual Augmentee support in Afghanistan, the Horn of Africa, or wherever our Sailors are needed. Our vision is to be the provider of choice for essential naval warfighting capabilities and expertise, strategically aligned with mission requirements and valued for our readiness, innovation, and agility to respond to any situation. Our Sailors provide valued capabilities and act as a force multiplier when emergent requirements arise. The citizen Sailor understands the pressures of having a full-time job and the need to be fully ready when called upon. Full-time support staff enables us to deliver a ready and accessible force. Navy civilians play an integral part as well, and it takes the whole team to ensure mission success. Our families and employers are the rock upon which we are built. Without their unwavering support, we would not be as successful. Every Sailor, family member, employer, and civilian worker matters. That is not just a sentence. That is a promise! All of them make up the “U.S.” in U.S. Navy Reserve. We can truly say that we are ready now! Anytime, anywhere!

Command Chief Master Sergeant Dwight Badgett Air Force Reserve Those in the Air Force more than 10 years know that it seems the only constant in the world is change. We have seen

many improvements in the Air Force as a whole and within Air Force Reserve Command specifically in this time, and we will experience many more during the next decade. With heavily reported challenges with the national debt and reduced federal budgets and their effect on national security, the secretary of defense has called it a “matter of national security.” As a nation, we have to address this now. The bottom line is, we will see adjustments in funding levels in the coming years as we balance priorities with available resources. But make no mistake, national defense is not negotiable. Our challenge as Airmen is that we have to lead the way in finding innovative ways to provide a superior but efficient national defense. You are all leaders in our Air Force and in your communities. Please ensure that we use all resources available to us to defend this nation and tell our story as a command. Do not allow the rumor mill to dictate how Airmen respond to future challenges. Make sure they have the facts about our mission, the available resources, and how we use the national military strategy to protect this nation as our fellow citizens expect and demand. Our civilian and military leaders will have to make some very tough decisions in the next few years. Our job is to take the resources provided to us and accomplish the mission as directed by our leadership. You are the best Air Force in the world, and as you have always done, you will find innovative solutions to accomplish the mission with the resources provided. Aim high: Fly, fight, and win.

Sergeant Major James Booker Marine Corps Reserve

I would like to reemphasize the Commandant of the Marine Corps’ priorities. Gen James Amos has made our role and priorities clear. The Marine Corps is America’s Expeditionary Force in Readiness—a balanced air-ground logistics team. We are forward-deployed and forward-engaged: shaping, training, deterring, and responding to all manner of crises and contingencies. We create options and decision opportunities for the nation’s leaders. Alert and ready, we respond to today’s crises, with today’s force—today. We team with other services, allies, and interagency the

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ReseRve enlisted AssociAtion

partners. We enable and participate in joint and combined operations of any magnitude. A middleweight force, we are light enough to get there quickly, but heavy enough to carry the day upon arrival, and capable of operating independent of local infrastructure. We operate throughout the spectrum of threats—irregular, hybrid, conventional—or the shady areas where they overlap. We will continue to provide the best-trained and -equipped Marine units to Afghanistan. This will not change. This remains our top priority. We also will rebalance our Corps, posture it for the future, and aggressively experiment with and implement new capabilities and organizations. We will better educate and train Marines to succeed in distributed operations and increasingly complex environments. We will keep faith with our Marines, our Sailors, and our families.

Command Chief Master Sergeant Denise Jelinski-Hall National Guard Bureau With the Iraq war drawing to a close and the war in Afghanistan closing not far behind, how do we maintain the professionalism, technical expertise, and combat preparedness we have fought so hard to achieve? The answer, I believe, requires us to focus on three major areas. First, we must keep the enlisted corps focused on the mission. Our ranks are filled with combat veterans. As leaders, we must think outside of the box to keep training relevant and challenging and keep the enlisted corps physically fit. We must also encourage service members to continue their professional military and civilian education and stay mission-ready. Second, we must continue enlisted force development. We must encourage Soldiers and Airmen to apply for joint service schools and joint tours. Interservice experience increases assignment and reenlistment opportunities. A tour at the Guard Bureau, a major command, or combatant command will dramatically enhance service members’ professional credentials. Everything we do must center on being ready for the 21st century. Third, resiliency and readiness must go hand in hand for Soldiers, Airmen, and their families. Step away from your desk and become engaged on a one-to-one level. Know your people and their stress points. Let all Soldiers and Airmen know that 74

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they are important and that it’s OK not to be OK. Create a culture within your organization that says, “It takes true courage to ask for help.” The same rules apply to helping families. Dozens of resources are available—Military One Source, chaplains, guidance counselors, family readiness centers—so use them. Finally, never let go of your sense of pride in self, service, and country. It has been earned through blood and sacrifice. We are the Guard, 375 years strong and growing stronger— America’s best for more than three centuries.

Command Sergeant Major Richard Burch Army National Guard The Army National Guard (ARNG) maintains an operational force of more than 38,000 Soldiers conducting operations in support of global missions and more than 3,000 Soldiers conducting domestic operations. The ARNG is critical to national security. As economic challenges bring more pressure on DoD to cut budgets and potentially reduce troop numbers, it is time to highlight the significant value of our National Guard. With units located in every state, three territories, and the District of Columbia (more than 3,000 ZIP codes), they have the capabilities, legal authority, and structure to help protect the homeland. The Guard’s versatility to respond at the local, state, and federal levels makes it unique among all of the services. It is the uncertainty of the future that we continue to wrestle with. In the ARNG, we have Soldiers, families, and employers who stand ready to support and respond. The dedication of the ARNG family has proven time and time again that we are committed to maintaining a professional force by investing in the development of Soldiers—Soldiers who are certified in their art, are experts, and are subordinate to the people, and entrusted to defend the Constitution. In order to maintain our professional edge, we must focus on enforcing standards, pursuing professional military education, and ensuring that our Soldiers, families, and employers are supported with the programs necessary to sustain an Operational ARNG. Leaders must mentor their Soldiers and develop them through operational assignments, institutional training, and self-development. After 10 years of war, resiliency and readiness are absolutely necessary to sustain

our future. Leaders must concentrate on the five domains of Comprehensive Soldier Fitness, and energetically engage in Soldier, family, and employer programs. As we quickly approach the 375th birthday of the National Guard, we will continue to sustain the expertise required to execute our state and federal missions. We have developed a trust with the American people that is grounded in the professional Army ethic. We will never betray that trust! We are dedicated to be an economical solution to the Total Force. We are committed to be Always Ready—Always There.

Command Chief Master Sergeant Christopher Muncy Air National Guard Serving in 63 countries around the world, with a heavy emphasis in and around Afghanistan and Iraq, our 91,500 Air National Guard (ANG) citizen Airmen are in the fight daily. I had the great honor to see our awesome Airmen in Iraq, Qatar, Kyrgyzstan, and Afghanistan this past spring and summer. Currently, 18 ANG fighter wings fly alert missions 24/7/365 as they protect the nation’s skies. Our tankers were part of the first crews in for Operation Odyssey Dawn/Operation Unified Protector for NATO missions in Libya. Those ANG tanker crews, maintainers, and support Airmen worked with the 116th Air Control Wing J-Stars Airmen from the Georgia ANG and Pennsylvania’s 193rd Special Operations Wing. Once again, we showed that our Air National Guard is accessible every day, anywhere in the world. Units in North Carolina, Wyoming, and California continued to fight wildfires across the nation. Countless East Coast Air National Guard members responded to flooding from Hurricane Irene, while Airmen in the Dakotas and the heartland saved lives and property from flooding. Airmen from Arkansas’ Rapid Response Group were some of the first on scene after devastating tornadoes in their region, much like the Airmen who responded to Alabama tornadoes. Air National Guard enlisted Airmen stay trained and ready as any Active Component Airmen. They are inspected to the same standards, complete upgrade and professional military education to the same levels, and deploy in support of contingency operations (on average 9,000 a month), and they still keep a civilian job or stay enrolled in school. It’s amazing!

Our three-legged stool of Airmen, family, and employer are the keys to mission success. Air Guard Airmen protect and defend the Constitution against all enemies foreign and domestic and support their governors and adjutants general of the states, territories, and District of Columbia always. ANG: Always there, always ready!

Master Chief Petty Officer Mark Allen Coast Guard Reserve During my first 18 months as master chief petty officer of the Coast Guard Reserve (CGR), I have traveled around the Coast Guard and learned about all the great work our Coast Guard Reserve and Active Component members are doing for America. Coast Guard reservists remain forward-deployed in places such as Kuwait, the Persian Gulf, Iraq, Afghanistan, and Guantanamo Bay, Cuba. As the smallest of America’s seven Reserve Components, we sometimes can be thought of as delivering not capacity, but capability. Coast Guard Reservists, like Guardsmen and Reservists, remain resilient even after repeated deployments. CGR partners with the Department of Defense (DoD) at an unprecedented level. We jointly provide maritime homeland security, national defense, and domestic disaster operations. We jointly serve in Operation New Dawn and Operation Enduring Freedom. We jointly fight the war against smuggling of illegal drugs and humans. Reserve joint operations deliver great value to the American taxpayer—synergistic, high-performance when needed; at low cost when not needed. With the Coast Guard commandant’s guiding principle of Strengthening Our Partnerships, the idea is to do what we already do well, even better. We must strengthen the synergies with our DoD partners. In addition, we must maintain our force to respond to the next contingency or natural disaster. We offer part-time opportunities for high-performing DoD troops being released from the Active or Reserve Components. See your local Coast Guard recruiter for details. Finally, I want to thank our DoD shipmates for including us in their operations, for sharing resources, and for proving such good comrades as we achieve the mission for America. Semper Paratus, Always Ready!  the

Officer / January–february 2012

Help improve your odds for a suCCEssFuL vACATION By Terence B. Bernier, Marsh U.S. Consumer, An ROA Affinity Partner

When you plan a vacation, you’re making a leap of faith: that a host of things beyond your control—such as weather, airline schedules, even politics—will perform smoothly to ensure you of a rewarding, hassle-free experience. If they don’t? Not only can your vacation be ruined, but you also may face unexpected expenses in order to set things right. A travel insurance plan can’t blow away a hurricane or prevent a family emergency, but it may help ease many of your worries by covering your investment in your trip. Following are some essentials of travel insurance and what you should know to help you travel with confidence.

Why buy travel insurance? Travel insurance provides travelers coverage due to unforeseen problems, from a cancelled flight to an unexpected illness—or in rare cases, even an act of terrorism or the financial default of a travel supplier. If an illness, accident, or other covered unforeseen circumstance forces travelers to cancel or interrupt their plans, they may face two major financial losses—money invested in nonrefundable prepayments and medical expenses that, in some instances, may not be covered by health insurance.

What happens if travelers must cancel their vacation? Travelers may lose nonrefundable deposits and prepayments that can add up to hundreds—or even thousands—of dollars. A comprehensive travel insurance plan can provide trip cancellation coverage for the traveler’s vacation investment. With the plan, the insurance company reimburses the traveler for all prepaid, nonrefundable travel expenses due to covered loss.

For more information about the ROA-endorsed travel insurance through Travel Guard, visit www.roainsure.com or call 1-800-247-7988. 76

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How much does a travel insurance plan cost? The cost of a travel insurance plan is based, in most cases, on the value of the trip and the age of the traveler. Typically, the cost is 5 to 7 percent of the trip cost.

Can I put nonfamily members on my plan? Yes. In some plans, coverage may extend to nonfamily traveling companions as well. A traveling companion is considered anyone with whom you have planned a trip and intend to travel. A group or tour leader is not typically considered a traveling companion.

What else is offered with the purchase of a travel insurance plan? To help boost travelers’ confidence when traveling, some plans include travel assistance with 24-hour, “911” emergency travel agency-type services in case a traveler has to change a flight or a hotel room. The ROA-endorsed Travel Guard has, in addition to these, added assistance with emergency cash transfers, pre-trip consultation services (travel advisories, passport requirements, inoculation information, etc.), and live messaging, which will relay any e-mail or phone message to family, friends or business associates.

ROA CAN HELP

This is only a brief description of the coverage(s) available. The Policy will contain reductions, limitations, exclusions, and termination provisions. Insurance underwritten by National Union Fire Insurance Company of Pittsburgh, Pa., with its principal place of business in New York, NY. Coverage may not be available in all states. Travel assistance services provided by Travel Guard.

You help secure ...

country, community, family. As you help secure the future of our nation, your membership in ROA can help you provide financial security for yourself and your loved ones. With the ROA Group Insurance Program, you can choose from a broad range of insurance plans to help keep you and the ones you love secure and protected from life’s uncertainties. Each of the ROA-endorsed plans are designed specifically for the needs of reserve officer members like yourself and feature comprehensive coverages at very competitive group rates. And, at www.roainsure.com, you can easily navigate through our full spectrum of insurance coverages and financial solutions to help protect and secure your financial future, whether planning for retirement or life after college; getting married, having a baby or buying your first home. ROA offers plans that fit every stage of life and all the events that life presents us.

The ROA Group Insurance Program: • Auto/Home Insurance • Enhanced Accidental Death & Dismemberment • Accidental Disability • Cancer Care • Enhanced Dental Insurance W Fixed Annuities N E• • GatewayConnexions International Plans • Health Insurance Mart • Hospital Income Plan • Long Term Care • Identity Theft Program (ID TheftSmart ) TM

• Term Life Plans - Group Term Life - Group Level Term Life - Joint Term Life - Senior Term Life • Senior Whole Life • Long Term Disability • Short Term Recovery • TRICARE Supplements • Trip Cancellation Insurance • VPI ® Pet Insurance

To learn more about ROA-endorsed insurance plans, call 1-800-247-7988 or visit www.roainsure.com Hearing-impaired or voice-impaired members may call the relay line at 1-800-855 -2881. Request #55336-1-1-1 *Plan information includes costs, exclusions, limitations, reduction of benefits, terms of coverage and underwriting companies. Plans may vary or may not be available in all states.

d/b/a in CA Seabury & Smith Insurance Program Management, AR Ins. Lic. #245544, CA Ins. Lic. #0633005

rt o ep

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GLOBAL TAXONOMY

al N io

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r y t ri

Formal classification model would provide better understanding of reserve forces. By COL Stephen R. Dalzell

Taxonomy: The classification of organisms in an ordered system that indicates natural relationships. —American Heritage Dictionary

Few organizations are so widely experienced and have been so infrequently classified as reserve military forces. Those who study reservists—reservists who are all part-time military personnel, regardless of service and state-federal status— generally apply their work to a particular organization, with all its specific traits. Those who make or recommend policies start from their own understanding about what a reserve force is, without considering what else it might be. Even those who gather information about multiple reserve components rarely put that information into a formal model that would encourage thinking about how the experiences of each could inform the development of all. Those who write about or discuss the reserves must break out of their immediate focus to consider their work as part of a global effort to build better reserve forces and take better care of those who serve in them. Specifically: • Those researching the reserves should use a taxonomy, such as the following, to set the object of their study within the universe of reserve forces so that others can fully understand and apply the findings. • Those developing reserve policies should remember that 78

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they have wide options to tailor them to what the country needs and can expect. Particularly for countries with no experience with reserve forces, this should be a fruitful area for international discussion and security cooperation. “What to do about the reserves?” should be a required component of any program for military transformation or structural change—even if the answer is “Nothing—for now.” • Those with experience in the reserve components anywhere should study what is done elsewhere and use that knowledge to better communicate how they actually function. The benefits of broadening our vision would be significant. The dozens of articles, studies, and books published annually on reserve demographics, deployments, benefits, etc., would be more relevant for those trying to improve readiness, morale, retention, or mental and physical health in other countries or services. A staffer could see past the incremental policy action at hand to understand the fundamental issues. An action officer tasked to help another country create or reform a reserve component wouldn’t start with only his own experience in a specific component, he would start with an understanding of all the choices that are both possible and required.

A review of U.S. and other reserve forces suggests seven characteristics that generally define a force. Each is the result of policy decisions, even if they were made with limited analysis or have been in place so long that they are now considered immutable. And each has clear implications for the role of the reserve component in national strategy and its ability to fulfill that role.

Those with experience in the reserve

Raison d’être:

how they actually function.

components anywhere should study what is done elsewhere and use that knowledge to better communicate

Depar

Def Department of

tmen

ense

t of

Defen se

The first and most critical variable defining a reserve force is its raison d’être. How does it fit into national defense strategy? One or two of the following usually stand out as the most short time periods is the justification for an organized military significant motivations for their creation or for a significant reserve. Looking to African militaries, Helmoed Heitman of change in policy: the Africa Center for Strategic Studies argues in his report Pretrained individual manpower. Most militaries face a basic Optimizing Africa’s Security Force Structure that recruiting strategic imperative: How can we meet peacetime budgetary reservists throughout the country is an efficient way to ensure constraints and ramp up fast enough to meet a threat? One of that the military has troops who “are aware of local customs the most efficient ways to do this is to have a pool of individuals and can converse in local dialects.” In the United States and with military experience maintained in a greater state of elsewhere, the debate over how to balance homeland security readiness than the general population, but less than the regular missions with national and international roles fundamentally military. The U.S. Individual Ready Reserve program directly rests on this question of whether the National Guard exists resulted from a U.S. requirement to locate and retrain more primarily as a domestic or border-security force, or one than 300,000 World War II veterans to build the force in the intended to augment the Active Component and “fight and win first year of the Korean War. the nation’s wars.” Civilian specialties with military applications. The U.S. Army Off-ramp. Sometimes the size and activities of the reserve Reserve owes its creation to the Medical Reserve formed before component are focused not on what they give World War I, and it retains that fundamental logic. This but what they help take presumes that certain skills are needed in periods of conflict or national emergency, but are otherwise not efficiently maintained on active duty. Other specialties are based on regional and linguistic skills that are perishable and specific to a few potential conflicts, making it impractical to maintain on active duty a sufficient quantity for every contingency. Finally, it is now accepted that some reservists hold civilian jobs that often better prepare them for military missions than any additional military training. Subnational security force. Another reason for a reserve force is geographic. Assigning active-duty “What to military forces wherever there are population required do about the reser ves compo centers ready to respond to external, internal, and transfor nent of any pro ” should be a gra m ation or natural threats would be prohibitively expensive structura m for militar y l change and redundant with civilian law enforcement. In regarding a reserve . A fundamental choice p to the total force in such cases, the need for trained personnel ready force is its relationshi of units included. es typ to support the local civilian government for terms of the the

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ort p e r y t uri c e S l a N

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Those who make or recommend policies

start

from

their

own

understanding about what a reserve force is, without considering what else it might be. away. When a country is downsizing its military, it needs a way to offer personnel a khaki parachute. (This differs from unintended Reserve Component growth resulting from Active Component cuts, as occurred in the U.S. military after the Vietnam era and the Cold War.) In theory, this could also apply to countries that have gone through civil war, generating large numbers of soldiers on all sides. In such cases, it would seem the subsequent process of disarmament, demobilization, and reintegration (DDR) should consider the use of a reserve component to wean former soldiers from the military life and mentality. Surprisingly, few DDR programs include such a provision, possibly because those who organize such programs lack a comprehensive picture of how a reserve component could be structured. Ideology of the citizen soldier and mobilizing the national will. Authors ranging from Robert Heinlein (Starship Troopers) to Victor Davis Hanson (Carnage and Culture) and former Sen. Gary Hart (The Minuteman) have correlated the relationship between military service and civic ethos. Related examples include the Abrams Doctrine, focused not on the reservists’ own civic virtue but their connection to the community, and Mr. Heitman’s contention that homegrown reservists can help African security forces gain “acceptance and trust by the people.”

Capabilities: A fundamental choice regarding a reserve force is its relationship to the total force in terms of the types of units included. Richard Weitz, in The Reserve Policies of Nations: A Comparative Analysis, identified two basic options: A supplementary reserve structured to look like the most basic active forces, and a complementary reserve that emphasizes skills well maintained in the civilian world. In the 1993 “Offsite Agreement,” the U.S. Army chose both routes, making explicit 80

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the distinction between the more supplementary National Guard and the complementary Army Reserve.

Individual entry point: In many countries, joining a reserve force is a choice individuals make in their initial entry to military service, or even earlier for teenagers choosing between military academies and more reserve-oriented commissioning programs. Because most standing armies have a pyramidal structure, the resulting “up-or-out” human resources strategy can encourage some personnel to choose midcareer transfers to reserve status. Finally, personnel can become reservists if they are still mobilization assets at the terminal point of a full active-duty career.

Organizational unit: Once the individuals join a reserve component, the country must decide how to organize them. If the reserve component exists primarily to retain access to pre-trained individuals, then no real organization is required. Alternatively, some countries form peacetime units to ensure the readiness of individual reservists, practice collective tasks, and develop the authority and trust necessary in wartime. These collective organizations are then nested within active-duty headquarters that oversee their administration, training, and resources. Finally, organizing reserve components into full commands can facilitate training, manning, and equipping them to a single standard. Because all units must at some point be integrated into the total deployed force, the question really comes down to what level of integration best matches a country’s strategic environment and strategy.

Leadership: While the prior variable considers the rank-and-file membership of units, this one focuses on their leadership. In countries with a longstanding reserve tradition, it is generally the case that reserve units have reserve commanders and other senior leaders. In countries with a less-developed reserve identity, it is more common that regular officers and, in some cases, noncommissioned officers (NCOs) are sent to the reserve units to organize, manage, and lead service members. (In the United States, this was modified using the Active Guard/Reserve personnel, with its own advantages and disadvantages.) There seems to be two reasons for having fulltime leadership: First, organizations have routine administrative functions that would

be difficult to complete if key decision-makers worked the same limited hours as other members of the unit. Second, there is the qualitative concern that part-time leaders would lack the military expertise and experience to bring a reserve unit up to full readiness. On the other hand, having reserve component leaders for reserve component units increases the likelihood that leaders understand the reservist culture and promote the development of senior reserve officers and NCOs.

Regionalism: America’s federal political system has led to two components with a strong regionalist basis and direct control by civilian authorities other than the national leaders: the Air and Army National Guard. Other countries show moderate regionalism, with reserve components organized geographically while maintaining a national chain of command. And many reserve components are only national, with organizations lacking any meaningful geographic basis. To the degree regionalism also applies to processes like career management or equipping, one could expect this regionalization to affect outcomes like retention and readiness, although the direction and degree would need to be studied in each case.

Most militaries face a basic strategic imperative:

How

can

meet

Either prescribing how to design future reserve programs or describing what is happening in an actual force requires one to explicitly recognize that compensation is not always just a nice paycheck at the end of annual training. Reserve forces embody a simple, powerful idea that a citizen can contribute to his community as both a civilian and a trained and ready warrior. The strategies, policies, and regulations needed to bring this body to life are anything but simple—the seven variables reviewed here are only the top-level choices. The challenge is to treat these as complex, interrelated decisions so that we can ask the right questions, make sense of the answers, and arrive at the best decisions for the citizen, the warrior, and the nation.  COL Stephen Dalzell is the executive officer at U.S. Army Africa in Vicenza, Italy. He holds a doctorate in political science from the University of California, Santa Barbara, and was an Army Fellow at the RAND Arroyo Center and the Fletcher School of Law and Diplomacy. He can be reached at stephen.dalzell@us.army.mil. The National Security Report is a publication of the Defense Education Forum of the Reserve Officers Association and is intended to advance discussion and scholarship of national security issues. The views expressed in this report are solely those of the author and not necessarily those of ROA.

peacetime budgetary constraints and ramp up fast enough to meet a threat?

Def Department of

A critical issue in almost any study of reservists is the compensation they earn in exchange for their service. Even creating reserve forces may be dismissed by policymakers under the assumption “they’ll cost too much.” In fact, only some countries provide reservists on duty the same pay and allowances as members of regular forces, or full compensation. In others, reserve duty only qualifies the service member for a reduced salary, indirect benefits (access to medical care or education), or a deferred benefit such as retirement pay. In still other cases, the reservist receives only immaterial benefits such as personal enjoyment and social benefits.

ense

Compensation:

two cal system has led to America’s federal politi g regionalist basis. on components with a str the

Officer / January–february 2012

RESERVE STRENGTH. RESERVE LIFE. News from the reserve officers associatioN New Chapter |

Col Walker A. Williams, ROA President

Membership evolution will enhance the ROA story and chart path to increased member support. As we approach the 2012 National Convention, the Reserve Officers Association faces a historic decision. The delegates to the 2012 National Convention (concurrent with the ROA National Security Symposium, Jan. 29–Feb. 1) will vote on a proposal to expand ROA membership to enlisted personnel of all ranks and services. There have been many comments pro and con on this proposal, which includes a name change to “Reserve Organization of America.” Counterproposals have been made to open membership to NCOs only, keeping the name of Reserve Officers Association, and other proposals have been made to delay until further study or to make no change at all. This is an appeal to our members—and especially our delegates to the national convention—to consider the history of the mission and purpose of ROA and the future of ROA before making your final decision. The ROA Story: A chronicle of the first 60 years of the Reserve Officers Association of the United States by John T. Carlton and John F. Slinkman indicates that in 1922 our first national president, BG Henry J. Reilly, and GEN John J. Pershing—with 140 officers at the first convention at the Willard Hotel in Washington, D.C.—“shared in the birthing of ROA.” Their objective was “a strong National Defense … and adequately trained Reserve Forces… in the event another war should be forced upon our nation.” Yes, GEN Pershing was also looking for an immediate pool of trained reserve officers who would be ready to lead a quickly expanded force in case of another 82

war. He used the phrase “society of reserve officers,” but he was thinking of those who would be funded to train and be ready to go to war. As the association evolved, we were not the organization for funding the training, but the organization for advocating before Congress and the Pentagon the funding for training of these officers and the entire Reserve force. The ROA Story contains some profound statements in Book II, chapter 2, titled “The organism changed; aims did not.” Below the title is a Charles Darwin quote: “Species must give rise to other species or else die out.” The chapter points out that ROA’s aims have not changed. “It remains the grassroots organization it started as in 1922. … But it would be strange—indeed, it would probably have been fatal to the existence of ROA—if there had not been great changes.” The authors point out that ROA in 1922 represented only the male officers of one service, but now we represent male and female officers of seven services. ROA’s internal form of government has also changed over the years. The authors also point out that “we have had an unchanged objective—but an evolving mechanism to achieve it.” Article 2 of the original constitution of the Army-only organization of 1922 stated: “The object of the association shall be to support and assist in the development and execution of a military policy for the United States which shall provide adequate national defense.” The initial Congressional Charter for ROA, signed by President Harry Truman in 1950, stated an almost identical objective. Congress has changed the

charter slightly twice since then, with the current charter objective (PL 111-113) still almost identical: “The purposes of the corporation are to support and promote the development and execution of a military policy for the United States that will provide adequate national security.” With this unchanging purpose and mission, why not expand our membership possibilities to thousands of enlisted personnel, who could make our voices much stronger in Congress, the Department of Defense, other governmental agencies, and throughout the nation? Resource possibilities are even more reason to expand membership. Since 1990, ROA membership has declined from more than 100,000 to 58,000. This has meant tightening of belts at department, chapter, and national levels. National continues to create credibility and carry out ROA’s mission, but only because of dedicated additional donations from our members. It will be very difficult to find additional resources to carry out new programs without additional members or assets. New programs provide ROA the opportunity to offer our service members something beyond member benefits and advocacy, and possibly more reasons to join for the long term. I hope you all had a wonderful holiday season, and I wish you all the best in the New Year. 

Discovery Voyage | Rebecca Helmes

National security cruise to top ROA’s summer education agenda. ROA will combine top-notch national security education with a fun and scenic setting when it cruises along on its first national security trip in August. This voyage of discovery will combine a cruise ship setting with first-rate national security training and education for ROA members and their families. In conjunction with the Institute for Shipboard Education—an educational nonprofit sponsored by the University of Virginia—ROA’s National Security Studies Voyage will set sail from Baltimore, Md., to Halifax, Nova Scotia, on Aug. 18, 2012, for four days of in-depth national security studies. Participants will be able to engage their academic and intellectual pursuits, all while enjoying the amenities of a luxury cruise ship. Robert Feidler, ROA’s director of Strategic Defense Education, said ROA is recruiting people with distinguished

backgrounds in formal national security and defense programming. He is in the process of lining up faculty educators representing a diverse field of national security and defense experts. Among Feidler’s list of invites are names such as ADM Mike Mullen,

Congressman Allen West, Former CIA Director James Woolsey, and former DHS Secretary Tom Ridge just to name a few. Participants will have the chance to mix and mingle with these high-profile

leaders while learning more about national security as they travel through the North Atlantic. The MV Explorer will depart from Baltimore Aug. 18 and arrive in Halifax, Nova Scotia, Aug. 22. ROA is spearheading the substantive national security programming on the ship. Meanwhile, the Institute for Shipboard Education will handle travel logistics. Throughout the voyage, ROA will organize up to three formal programs per day, ranging from security briefings to roundtable discussions focusing on a broad range of defense issues. In addition, less formal programs will include voluntary “boot camp” workouts, a military film festival each night, virtual battlefield staff rides, yoga classes, and personal development programs. Mr. Feidler said that planners are dedicated to a truly enriching agenda with opportunities for the whole family. Program themes will cover a broad

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range of interests, but the common factor will be a passion for education, the military, and national security. “Everyone at ROA is excited about this first-time event,” Mr. Feidler said. “We’re looking forward to a wonderful experience for everyone involved.” Mr. Feidler also pointed out this trip is the first of its kind to be offered, with

What: When: Where: Who: Cost:

to Halifax, ROA members will have the MV Explorer to themselves. The 25,000-ton ship holds about 600 people, and Ms. Nelson said that helps make it conducive to getting better aquantited. “They’re pretty much taking over the ship to do this event,” Ms. Nelson said. “You wind up having these

2, 2012, and then $990 afterward— includes everything except adult beverages. “This is a truly unique event that takes the national defense conversation out of the E-ring and into a new setting, allowing experts, policymakers, and leaders to share ideas and discuss important defense issues facing our

National Security Studies Voyage Aug. 18–22, 2012, with possible pre- and post-voyage activities Departs from Baltimore, Md., and arrives in Halifax, Nova Scotia Any ROA member $890/person* if booked by Feb. 2, 2012; $990/person* after Feb. 2, 2012 *Cost covers accommodations, meals, entertainment, & activities, but does not cover adult beverages.

Book Now: Call: 434-249-3736 or contact Bill Bridge at bbridge@ise.virginia.edu

leading figures in national security engaging directly with passengers for a one-of-a-kind educational experience. After the voyage, people can choose to immediately leave Halifax or explore Nova Scotia on their own. Kathy Filosi Nelson, who coordinates trips and conducts marketing and business development with the Institute for Shipboard Education, said the MV Explorer is usually used for semester-at-sea programs and enrichment voyages through the University of Virginia. But for this program, as the ship repositions 84

wonderful conversations.” Originally built as a cruise ship, the 590-foot vessel has been retrofitted into an educational campus, with classrooms, conference rooms, a student union area, wellness center, and full computer lab—in addition to the requisite spa for pampering, a deck with a 180-degree view, an outdoor pool, a fitness center, and a sports court. A barbeque area also gives people a more casual dining alternative to the regular dining room. The cost for the four-day voyage—$890 if booked before Feb.

country,” said Ward Carroll, editor of Military.com. Bill Bridge, who also works in marketing and business development with the Institute for Shipboard Education, said the trip is a great opportunity because the ship will basically function as ROA’s own private ship. People who take the trip will be able to tour the ship’s bridge and meet the ship’s captain and crew. “Your group will have access to a private luxury ship that they will have at their full disposal,” Mr. Bridge said.

Reserve Strength. Reserve Life: Communicating ROA’s Mission Keith Weller, ROA Director of Communications Throughout the pages of this first issue of The Officer for the new year, you’ve no doubt taken notice of ROA’s emphasis of Reserve Strength. Reserve Life. The essence of these words and ROA’s commitment to them is summed up best in MajGen Andrew Davis’ Opening Shots column. With a steady focus on the mission embodied by these words, we’ve made some strategic changes to the format of The Officer. We established the new section you’re now reading to present the latest news and information concerning membership and the activities of the association. While the preceding articles and features will, as they always have, offer unique insight and analysis on the latest defense, security, and personnel issues impacting the Reserve Component, the content here will focus exclusively on how the association works for you. You’ll find information of tangible benefit to you as an ROA member, including how-to articles—ranging from individual career management to department evolution—notice of educational and professional development opportunities, membersubmitted commentary, briefings and editorials on ROA governance, recruitment, and retention, plus a variety of general association news. All will underscore the essence of ROA membership and, most important, how we collectively, as an association, continually work for Reserve strength and Reserve life. The editorial staff of The Officer and all of us on ROA’s national staff are excited about this newly expanded format and the increased opportunity it presents to engage with our members. More than that, we’re excited about our

mission. All of us, whether members, ROA employees, or just casual readers of the publication, are brought together by our common support for and belief in the nation’s Reserve Component men and women. That alone gives you buy-in to ROA’s mission of protecting the strength of the Reserve Component

and supporting service members throughout the unique challenges of Reserve life. With these shared imperatives in mind, I encourage everyone involved at any level of our association to utilize this platform to actively engage and communicate with ROA and the reserve community. 

Humana Military is proud to support the ROA and the good work they do for their very deserving population. humana-military.com 85

Hot Tickets |

Rebecca Helmes

ROA chapters and departments tap top speakers for local events. Four months after Rep. Duncan D. Hunter (R–Calif.) settled into his new congressional office in Washington, D.C., the combat veteran was back in California speaking at an ROA event. It was April 2009, and he talked about national security—questioning whether the country had lost sight of the idea of peace through strength and calling attention to military budget cuts. Rep. Hunter may think of ROA often, but other legislators and policymakers might need reminders, as the number of veterans in Congress dwindles over time. Bringing top speakers and policymakers to ROA events keeps the association on policymakers’ minds. It also entices ROA members to be locally involved and emphasizes the importance of ROA’s mission within reserve communities. Attracting speakers such as congressional representatives and senators, state officials, and military personnel can be as simple as making a few calls. “They’re not going to come to you; you have to track them down,” said LTC Ken Robinson (Ret.), the California department’s president-elect. Advance planning and following through are a big key to lining up speakers, he said.

LTC Robinson maintains his network by staying involved in his community, and it pays off. Past speakers at recent events in California include Rep. Brian Bilbray (R–Calif.); BG Michael J. Silva, USAR, ROA national president-elect; and COL Lawrence Gonzales, USA ROA's IllInOIs depARtment hAs AttRActed hIgh-pROfIle speAkeRs such As (Ret.), undersecretary of sen. dIck duRbIn (d-Ill.) As well As cOngRessmen And ARmed seRvIces cOmmIttee membeRs. (u.s. senAte) operations in the California Department of Veterans Affairs. In Illinois, COL Michael Peck Recognizing the accomplishments of (Ret.), is an active member of the ROA your invited speaker is also a good rule department. He has helped attract highof thumb. Highlighting an individual’s profile speakers, such as Sen. Majority work on behalf of our service members is Whip Dick Durbin (D–Ill.), Illinois a great way for joint exposure. congressmen, and Armed Services In Florida, CDR John Cheney (Ret.), Committee members. When contacting uses his own connections and others’ legislators for his events, COL Peck networks, too. keeps ROA’s national security mission in “When your own personal contacts mind, and he uses the ROA Charter as run thin, there’s always the option of encouragement for legislators to attend contacting the local speakers bureau,” ROA events. CDR Cheney said. He’s department The ROA Charter explicitly secretary for Florida and president of emphasizes the association’s purpose “to the Central Florida Chapter. Now he’s support and promote the development working his connections to try to line and execution of a military policy for the up the adjutant general of the Florida United States.” National Guard, and possibly the Florida governor, too, for a future ROA event. At the local level, CDR Cheney Book Big Names at Local ROA Events said that chapters can try to keep their · Expand your personal network. meetings interesting by occasionally · Appeal to politicians as members of their constituencies. looking beyond the military-industrial · Collaborate with other organizations to pool resources. complex. His local ROA once brought · Honor someone who works on behalf of national security. in a nature specialist who spoke about · Contact the local speakers bureau. Florida ecosystems. · Contact the local Department of Veterans Affairs Advisory “Just because we’re a military-oriented Council for suggestions or networking assistance. organization doesn’t mean that’s the only · Consider branching out to keep your local members excited kind of speaker we can have,” he said.  and engaged.

Legacy Society Spotlight:

COL Ladd Pattillo, USA (Ret.), and Col Marilyn Pattillo, USAF (Ret.)

We have been asked to share our thoughts about our decision to leave a legacy through our financial contributions to ROA. We are beneficiaries of all the hard work and dedication of ROA over its 90-year history. Those efforts carried forward by ROA advocacy— whether defense policy or legislative initiatives—positively changed the lives of all armed forces reservists. Who cannot support an organization that works to make the reservist world a better place to live? We both retired from the active reserve more than a decade ago, fully realizing that most of the career opportunities and retirement benefits that have accrued to us resulted, in large part, from the initiatives and dedicated work of ROA. Our journey together has spanned four decades. We met as second lieutenants at Fort Benning, Ga., in 1969. An airborne infantryman from the Texas Army National Guard and an active Air Force nurse, of equal age, were destined to travel parallel paths of civilian and military careers. Thirty-one years later we were retired colonels, with three adult children and successful civilian careers. Balancing family responsibilities while achieving advanced college degrees and maintaining our civilian jobs, all while rising through the military ranks, was a constant challenge. But the fulfillment of those labors is the satisfaction that we have made contributions to a nation that has given us so much. We continue to contribute through our support of ROA. We joined ROA for different reasons. Ladd, with a background in law and legislative affairs, was drawn by ROA’s influence on Capitol Hill, advocating the importance of the Reserve Component to national security and military readiness. Marilyn, a nurse leader, was drawn more to leadership mentoring of young military officers and the advocacy work of ROA on quality-of-life issues for reservists. ROA advocates by advising and educating Congress, the president, and the American people on national security. ROA educates the public through the Defense Education Forum, which provides experts on homeland security, world affairs, international terrorism, and civilian-military relations. ROA also provides young reserve officers leadership training, professional networking, and mentoring opportunities. At annual conferences, ROA links reservists with senior Department of Defense (DoD) officials, government, and military service leaders. Since its founding, ROA has led the fight to promote adequate national defense through these types of efforts. These important efforts cannot be sustained without the financial generosity of members, above and beyond membership dues, which provide less than 35 percent of the organization’s expenses. That is why we have enthusiastically supported the Wall of Gold, the Memorial

‘We feel blessed by ROA and endeavor to pay it back by paying it forward to the reservists of the future, through financial support of ROA.’ Endowment Trust, the Defense Education Forum, the Minuteman Memorial Building Capital Campaign, and the Sustaining Member program. ROA has made a wonderful contribution to our national defense—and more specifically to a trained and ready force of reserve officers. We feel blessed by ROA and endeavor to pay it back by paying it forward to the reservists of the future, through financial support of ROA. We encourage all ROA members to do the same.  COL Ladd Pattillo, USA (Ret.), was ROA’s 75th national president. He is the founder and president of D. Ladd Pattillo and Associates Inc., a Texas financial advisory firm for local governments. A 32year Army Reserve veteran, COL Pattillo was appointed in 2002 to the DoD Committee on Women in the Service. In 2005, he was recalled to active duty as a deputy brigade commander in the 18th Airborne Corps, Baghdad, Iraq. In Texas, he served as assistant attorney general, a public school district trustee, and as a member of the Texas Veterans Land Board. Col Marilyn Pattillo, USAF (Ret.), Ph.D., is associate professor of nursing at the University of Texas, Austin. After 9/11, she spearheaded development and implementation of a disaster-nursing curriculum, now recognized and implemented nationwide. A 28-year Air Force Reserve veteran, she served as a four-time presidential appointee to the Vietnam Education Foundation and as a regional commander for FEMA’s National Nurse Response Teams. She was named Texas Nurse Practitioner of the Year for 2009.

Visit www.roa.org/support for more information or contact Richard Thralls at 202.646.7721 or rthralls@roa.org the

Officer / January–february 2012

Service MeMberS Law center Capt Samuel F. Wright, JagC, uSN (ret.) • DireCtor, Service MeMberS Law center

eMPLOYMent interPretatiOn

Oklahoma attorney general gets it wrong on USERRA.

ex Duncan, a colonel in the Oklahoma Army National Guard, served three two-year terms in the Oklahoma House of Representatives, from 2004 to 2010. In 2010 he was elected to a four-year term as district attorney in Oklahoma District 10, with his term running through January 2015. Shortly after he took office, the Army called him up. He is currently in Afghanistan commanding a security and transition team training the Afghan National Army and police. COL Duncan’s deputy ran the district attorney’s office back home until September. On Sept. 27, 2011, Oklahoma Attorney General E. Scott Pruitt issued an opinion, stating that the Oklahoma Constitution precludes COL Duncan from holding a state office while simultaneously holding the office of Army colonel on active duty. In his opinion, Attorney General Pruitt cited Wimberly v. Deacon, an Oklahoma Supreme Court case decided during World War II, involving a member of the University of Oklahoma Board of Regents who was called to active duty for the war. This ancient case is irrelevant. The federal reemployment statute has applied to the federal government and to private employers since 1940, but it did not apply to state and local governments until amended in 1974. The attorney general’s opinion also states that the Uniformed Services Employment and Reemployment Rights Act (USERRA) does not apply to persons holding elected office, like COL Duncan. The logic and authority supporting that conclusion is sorely lacking and will not hold up. The attorney general’s opinion cites USERRA’s legislative history to the effect that the definition of employee under USERRA is to be construed like the determination of employee status under the Fair Labor Standards Act (FLSA), the federal minimum wage and overtime law. The opinion points out that employees of states and political subdivisions of states who do not have civil service protections are excluded from FLSA coverage, citing 29 U.S.C. 203(e)(2). This legislative history is taken out of context and does not support the conclusion reached by the Oklahoma attorney general. 88

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Congress enacted USERRA in 1994, as a long-overdue recodification of the Veterans’ Reemployment Rights Act (VRRA), which was enacted in 1940. USERRA’s legislative history makes clear that the VRRA case law is to be applied in determining the meaning of USERRA provisions: “The provisions of federal law providing members of the uniformed services with employment and reemployment rights, protections against employment-related discrimination, and the protection of certain other rights and benefits have been eminently successful for over 50 years. Therefore, the Committee [House Committee on Veterans’ Affairs] wishes to stress that the extensive body of case law that has evolved over that period, to the extent that it is consistent with the provisions of this Act [USERRA], remains in full force and effect in interpreting these provisions.” This is particularly true of the basic principle established by the Supreme Court that the act is to be liberally construed. Many cases over the years have upheld this precept. USERRA’s legislative history makes clear the intent of Congress that the distinction between employees and independent contractors is to be made based on the same expansive treatment afforded under the FLSA. For example, in Brock v. Mr. W Fireworks Inc., the “independent businessmen” who sold fireworks for Mr. W Fireworks Company were determined to be employees of the company, for FLSA purposes. Congress intended that the same broad interpretation of employee (as opposed to independent contractor) should apply under USERRA. The legislative history that the Oklahoma attorney general cited supports the conclusion that Congress intended USERRA to be broadly construed in favor of coverage, in the context of making the distinction between an employee and an independent contractor. Citing that same legislative history in support of a narrow coverage of USERRA is sophistic. Nothing in USERRA limits coverage to employees who have civil service protections under state or federal law. But it appears that both COL Duncan and Attorney General

Pruitt are missing an important point. USERRA does not make it unlawful for the employer to fill the position of an employee who has been called to the colors; however, the fact that the job has been filled does not defeat the returning veteran’s right to reemployment. There are circumstances where the employer must displace the replacement in order to reemploy the returning veteran. As explained in Law Review 0766 and other articles, service members, including COL Duncan, must meet five eligibility criteria to have the right to reemployment under USERRA: 1. They must have left a position of civilian employment to perform voluntary or involuntary service in the uniformed services. 2. They must have given the employer prior oral or written notice. 3. Cumulative period or periods of uniformed service, relating to the employer relationship for which the individual seeks reemployment, must not have exceeded five years. (COL Duncan’s current active duty is involuntary and does not

count toward his five-year limit.) 4. They must have been released from the period of service without a punitive (by court martial) or other-thanhonorable discharge. 5. They must have made a timely application for reemployment after release from the period of service. COL Duncan does not have a ripe claim for reemployment under USERRA because he does not meet the five eligibility criteria. He almost certainly meets the first two, but he has not been released from the period of service and he has not applied for reemployment. Many things might happen that would mean that he would not have the right to reemployment as district attorney. But COL Duncan could meet these five criteria, if he leaves active duty without having exceeded the five-year limit and without having received a disqualifying bad discharge. If he applies for reemployment, he will have the right to reemployment as district attorney as a matter of federal law, and federal law trumps conflicting state law. 

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Jeanne Kouhestani • associate editor

deeP rOOtS Bonner & Associates recognizes ROA’s credibility on national issues.

s founder of the on committees that deal with Washington, D.C., advocacy the issue, particularly by firm Bonner & Associates, Jack demonstrating to members Bonner appreciates the value that constituents in their Bonner & Associates is the nation’s premier of personal and political clout districts and states want to grassroots organizing firm. For more than 25 when taking a stand on issues. see their representative or years, it has successfully built grassroots support That clout comes from senator vote a certain way. Mr. for issues such as funding for the B-2 stealth individuals and organizations Bonner noted ROA’s effective bomber, Seawolf submarine, and the National whose efforts are combined efforts at arranging for chapter Missile Defense Program. Bonner & Associates is into an effective grassroots delegations to visit their proud to have worked for the Veterans of Foreign campaign to influence members state representatives during Wars and other organizations focused on this of Congress. ROA’s national conferences in country’s national security. Dubbed the “pioneer of Washington. (www.bonnerandassociates.com) grassroots efforts” by the The “In our democracy, Wall Street Journal and The nothing trumps folks back New York Times, Mr. Bonner has worked for more than 25 home speaking up on an issue, always,” he said. He added that years on behalf of for-profit and nonprofit associations and because ROA members carry more political weight because Fortune 500 companies on issues as far afield as nuclear of who they are, their involvement has more political impact submarines and a space station project. And he has seen than that of the average citizen. time and again the power of ROA’s voice—individually and Finally, individuals must take action. “Make sure they collectively—on issues important to reservists and veterans contact their legislative official. The best contact there is, is and regarding national security. always face-to-face,” Mr. Bonner said. “It is one thing to send Assembling an effective grassroots campaign for an an e-mail, and it is another thing when you go to a meeting organization—whether a business or a nonprofit association— and you show the passion you have and can answer their [the Mr. Bonner explained is a three-step process. He used ROA as members’] questions. You look them in the eye and they see an example to illustrate his points. it matters a lot.” The most important element of any campaign—whether Of course, campaigns can go much deeper by garnering the military or legislative—is to have a top-notch commander support of entire communities—a force multiplier in making with a strategic and tactical plan in place, he said. He noted an impact. When an ROA member, for example, stands up in ROA’s leadership: Legislative director Marshall Hanson is a town hall meeting or writes an op-ed for the local newspaper influential because he not only has a good command of what in support of a national security issue, community leaders and works in Congress, but also is held in high esteem by other residents are far more likely to take heed and offer support. veterans groups. The credibility factor that comes from having served and The next step is to get support from congressional members protected the nation cannot be ignored.

STANDING TOGETHER FOR AMERICA’S RESERVISTS

BONNER & ASSOCIATES

Campaigns can employ a number of congressional members and staff, and resources and outreach tools—Twitter, may say that voting on a particular Facebook, e-mail, letters, ads, petitions, issue will be good for the member’s state community forums, and even blogging or district. In the kind of grassroots and posting the relevant legislators’ campaign advocated by Bonner & e-mail addresses on an individual’s Associates, however, the members’ personal website. YouTube is particularly constituents actually stand up and make effective, Mr. Bonner said, if you post an their positions known. emotional personal story. As a press secretary and political “You can say that 10,000 reservists adviser for three years to the late Sen. will be affected by XYZ issue, and people John Heinz of Pennsylvania, Mr. Bonner will have a certain reaction to that,” he learned firsthand the value of constituent “I’m a guy who knows support—particularly when a constituent said. “On the other hand, if you hear one person telling his story about why this is the power of an ROA actually visited the senator to express his important to him and the sacrifice he’s or her views. “Nothing impressed him member standing up.” [Sen. Heinz] more than a meeting with made to protect the country, you’re more —Jack Bonner likely to be swayed by that one story than people back in Allentown or Philadelphia by a statistic.” No Hollywood production or Pittsburgh, and that is true of all these required; all you need for YouTube is a members. The best contact is personal handheld video camera and an authentic voice. face-to-face,” he said. “ROA members have even more power than they think However, getting its members to rally around an issue can they have,” he said. “We know this because we’ve done a lot be a big challenge for any organization. “Asking them to take of grassroots work in all 50 states. And anywhere in America, action and getting them to do it are two very different things. from New York City to the plains of Kansas, when a local What matters in politics is the action touching the member of group sees a group of men and women who have put their Congress,” Mr. Bonner said. lives on the line talking about national security, that is a An organization must keep its members well informed credible source of information. on how the issue is developing, and must follow up to ensure “It carries great weight in the minds of the public even that they’ve taken action. Follow-up is the key to success of a though they [the ROA members] may not be substantive grassroots campaign. persons on that particular issue.” Although everyone is enamored with social media these Indeed, Mr. Bonner considers ROA members grasstops days, it is merely a means to an end—not an end, Mr. Bonner rather than grassroots people. Grassroots generally refers to added. “The end of advocacy is the action of advocating. So the majority of individuals, whether employees or members if someone shows up at a meeting, sends an e-mail, or calls a within an organization or external to it. Grasstops are more legislator, now they’ve taken action. If social media can lead influential politically, often heads of local or state groups— to that happening, then it’s very helpful.” people of standing because of who they are in the community. Mr. Bonner encourages ROA members to get involved ROA has grasstops power—capable of wielding far more in the legislative process, whether supporting what ROA is influence than most—because its members have served the doing or weighing in on issues of importance to themselves. nation militarily, often in leadership positions. “I’m a guy who knows the power of an ROA member standing Grassroots efforts and traditional lobbying work handup, or an ROA state chapter, or more important, the national in-glove, Mr. Bonner said. Lobbyists present their cases to ROA,” he said. “I’ve seen the power of it.” 

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Officer / January–february 2012

StarS induStry newS Jeanne Kouhestani • associate editor

Military dna driveS uSaa to excellence

Its accumulation of top rankings in 2010 and 2011 alone would make Fortune 500 company USAA the envy of any competitor insurance or financial services firm. Accolades have streamed in from Fortune magazine, Bloomberg’s Businessweek, Computer World, Military Times, Military Spouse, J.D. Powers and Associates, and the Council of Better Business Bureaus, just to name a few. Most recently, global customer experience specialist Nunwood named USAA the No. 1 company in America for service and value. “One of the best ways any company can build loyalty is by taking care of its customers’ needs before they know they have them,” said Michael Kelly, USAA’s executive director of military communications and a retired Air Force major. “From a military perspective, we consider ourselves to know our military members better than any other organization does. A lot of our success is built on simply understanding who they are and the challenges they go through.” USAA ensures that its employees know the special needs of its members by requiring all new employees to attend an intensive orientation training that inculcates them into the military culture if they aren’t already part of it. Currently, 20 percent of USAA’s workforce is made up of veterans and military spouses, and the company has committed to hiring at least 25 percent of all new employees from that mix. Indeed, USAA is one of the few organizations outside the federal government to have a veterans hiring preference in place. “They understand the lifestyle better than anybody else, so we have ready-made advocates in our employees to work on behalf of our members,” Mr. Kelly said. A customer retention 92

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USAA

USAA provides insurance, banking, investment and retirement products and services to 8.6 million members of the U.S. military and their families. Known for its legendary commitment to its members, USAA is consistently recognized for outstanding service, employee well-being and financial strength. USAA membership is open to all who are serving or have honorably served our nation in the U.S. military—and their eligible family members. For more information about USAA, or to learn more about membership, visit usaa.com.

rate of 98 percent proves this service-driven military-niche business model works. A group of 25 Army officers who couldn’t get auto insurance because of their dangerous work conceived USAA in 1922 in San Antonio, Texas. With military values at its core, they insured each other’s automobiles, and the company evolved over the years, adding new products and services as the needs of its customers changed. Today, the company provides integrated financial solutions, offering not only property and casualty insurance, but also banking and investment services. Financial advisers work with customers free of commissions to ensure that members get the advice they need to make sound decisions at any stage of life. Secure digital banking makes it easy to handle finances anywhere in the world. Even ATM fees from any bank are refunded. “We are very mission-driven,” Mr. Kelly said. “Our employees are aligned to facilitate the financial security of our members. “We’ve actually made improvements from feedback we’ve gotten,” he added. USAA adjusts products to meet the special

challenges of service members, something other companies may not be willing to do. Members scheduled for deployment can leave their car in a secure location and reduce a large portion of the insurance on it until they return home. Without the usual prerequisite medical exam, members can purchase term life insurance, with benefits paid out if the member is killed in combat. “Those are examples of how we create products and how we deliver those products to benefit our members,” Mr. Kelly said. With its conservative approach to financial activities, USAA has grown stronger during the economic downturn. The

STANDING TOGETHER FOR AMERICA’S RESERVISTS

company is membership-owned and based; eligible current or previous military service members, spouses, and their eligible family members can belong. Members can pass their membership eligibility to their children on down in perpetuity, as long as the chain is unbroken, even if their children and descendants are not in the military. And membership has additional perks: USAA returned $1.3 billion to its members in 2010 alone through dividends, distributions, rebates, and rewards—12 percent more than in 2009.

USAA has embraced ROA because of the common interests and values of the two organizations. “USAA is very pleased to continue our strong relationship with the Reserve Officers Association as a STARs industry partner,” said Dan Brouillette, USAA senior vice president of government and industry relations. “Our associations are like-minded in serving the interests of reserve military officers at every stage of their careers, and we both have a passion for a strong national defense, which makes this an ideal alliance.” 

Oshkosh Defense Launches TAK-4i Oshkosh Defense’s next-generation suspension system— TAK-4i—is designed to take off-road vehicle mobility to the next level. The system’s design leverages 10 years of Iraq and Afghanistan experience as well as the proven success of the Oshkosh TAK-4 system. TAK-4i is being installed in the newly designed Light Combat Tactical All-Terrain Vehicle recently showcased at the AUSA 2011 Annual Meeting and Exposition in Washington, D.C. “We designed the TAK-4i intelligent independent suspension system to deliver expeditionary levels of off-road mobility, ride quality, and maneuverability to warfighters,” said Rob Messina, Oshkosh Defense’s vice president of defense engineering. “The advanced TAK-4i independent suspension system builds upon our existing TAK-4 independent suspension system, which has been used

on more than 20,000 heavy, medium, and MRAP vehicles, and represents the industry’s benchmark for off-road mission profile performance.”

Oshkosh Defense, a division of Oshkosh Corporation, is an industry-leading global designer and manufacturer of tactical military trucks and armored wheeled vehicles, delivering a full product line of conventional and hybrid vehicles, advanced armor options, proprietary suspensions, and vehicles with payloads that can exceed 70 tons. (www.oshkoshdefense.com)

OSHKOSH DEFENSE

Lockheed Martin Backs Scholarships Lockheed Martin has donated $2.5 million to the Marine Corps Scholarship Foundation to establish the Lockheed Martin Severely Wounded Warrior Scholarship for the children of Marines and Navy Corpsmen permanently disabled during combat. “The Marine Corps Scholarship Foundation has a strong, nearly 50-year history of delivering on its commitment to educate the children of Marines and Navy Corpsmen,” said Lockheed Martin spokesman Chris Williams. “Lockheed Martin and the foundation have a shared interest in supporting service members and their families who have sacrificed so much for this country.” The scholarships—up to $30,000 over four years—are not awarded on a competitive basis. Once students submit their paperwork and meet the basic eligibility criteria, they qualify for an award. Applications are available on the scholarship foundation’s website at www.mcsf.org. Lockheed Martin will announce the first scholarships in May 2012. the

Officer / January–february 2012

StarS induStry newS

Lockheed Martin Aeronautics Co., a business area of Lockheed Martin, is a leader in the design, research and development, systems integration, production, and support of advanced military aircraft and related technologies. Its customers include the military services of the United States and allied countries throughout the world. Products include the F-16, F-22, F-117, C-5, C-130 & 130J, P-3, S-3, and U-2. (www.lockheedmartin.com)

Booz Allen Hamilton, a global strategy and technology consulting firm, works with clients to deliver results that endure. Booz Allen provides services to major international corporations and government clients around the world. Functional areas of expertise include strategy, organization and change leadership, operations, information technology, and technology management. (www.boozallen.com)

Delta Dental Improves Account Management Delta Dental has updated its Consumer Toolkit to give more flexibility to Tricare Retiree Dental Program (TRDP) enrollees in account management and keep them informed about every aspect of their dental benefits program. Enhancements include the ability to change or update the sponsor’s (primary enrollee’s) contact information; make minor corrections to the names or birthdates of sponsor, existing spouse, or dependents; add a spouse or dependent child under age 23; and re-enroll in the TRDP. New billing features allow enrollees to view their current account balance and billing transaction history, print an account statement, and pay past-due premiums. Enrollees who are billed directly for their TRDP premiums can now make premium payments via the Consumer Toolkit. Access the toolkit at www.ddfgptoolkits.com/ipWeb/appmanager/ct/ desktop.

Delta Dental of California has partnered with DoD since 1998 to administer the Tricare Retiree Dental Program (TRDP). The TRDP is the only voluntary group dental benefits plan authorized by the U.S. government for uniformed services retirees and their families, including gray-area retirees. The TRDP provides comprehensive coverage to more than 1.1 million enrollees worldwide. (www.trdp.org)

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Northrop Grumman Corporation supports the Air Force Reserve with state-of-the-art products such as LITENING AT for precision targeting on the F-16, A-10, and B-52; APN-241 radars for the C-130s; V-9 radars for the F-16s; Large Aircraft Infrared Countermeasures for the C-130s, C-5s, and C-17s; and Joint Threat Emitters for Training. Northrop Grumman...defining the future! (www.northropgrumman.com)

TriWest Healthcare Alliance partners with the Department of Defense (DoD) to provide access to cost-effective, high-quality health care for 2.8 million members of America’s military family in the 21-state Tricare West Region. TriWest is the largest DoD contractor based in Arizona and has more than 1,900 employees—about half of whom are military dependents or veterans. (www.triwest.com)

STANDING TOGETHER FOR AMERICA’S RESERVISTS

The Boeing Company is the world’s largest aerospace company, with leading products and services in commercial and military aircraft and space and communications. Boeing military products include fighters, bombers, tankers, transports, and helicopters, along with missiles, homeland security, advanced information, communications, and space systems. Military aerospace support also provides maintenance and upgrades to all these systems. Boeing products are in use in 145 countries. (www.boeing.com)

DRS Technologies, headquartered in Parsippany, N.J., is a leading supplier of integrated products, services, and support to military forces, intelligence agencies, and prime contractors worldwide. The company is a wholly owned subsidiary of Finmeccanica S.p.A., which employs more than 73,000 people worldwide. (www.drs.com)

Daimler Trucks North America provides a full line of Freightliner and Western Star transportation to the U.S. government: military trucks, AAFES vehicles, and GSA medium and heavy duty trucks. DTNA currently provides the M915A5 6x4 line haul tractor, the M916A3 6x6 light equipment transporter, and the M917A2 6x6 20T dump truck to the U.S. Army. (www.daimler-trucksnorthamerica.com/govt/)

Humana Military Healthcare Services is a Department of Defense (DoD) contractor for the administration of the Tricare program in the South Region of the United States and the Commonwealth of Puerto Rico. Humana Military’s mission is to work collaboratively with its DoD partners in the delivery of high-quality, cost-effective, accessible health care services to the military population Humana serves. (www.humana-military.com)

Raytheon Company is a technology leader specializing in defense, homeland security, and other government markets throughout the world. With a history of innovation spanning 87 years, Raytheon provides state-of-the-art electronics, mission systems integration, and other capabilities in the areas of sensing; effects; and command, control, communications, and intelligence systems, as well as mission support services. With headquarters in Waltham, Mass., Raytheon employs 73,000 people worldwide. (www.raytheon.com)

For more than a decade, Logistics Management Resources Inc. has provided award-winning, cost-effective services to all areas of automated logistics support services. LMR, an employeeand veteran-owned small business, provides logistics management support services to DoD and all Army components with expertise in maintenance, supply, transportation, deployment, aviation logistics, materiel readiness, and training development. (www.lmr-inc.com)

the

Officer / January–february 2012

BOOK REVIEW 96

9 / 11 R E C A P T U R E D

Medal of Honor recipient fights from the Pentagon to Southwest Asia

The Towers Reviewed by MG (Ret.) David R. Bockel CDR Dan Lenson is a Medal of Honor recipient who has had to deal with some death-defying experiences that never seemed to be appreciated by his higher-ups. He faces particular resentment from the vice chief of naval operations who has been trying to end his career with yet another “pass over” for captain. In CAPT David Poyer’s 13th Dan Lenson novel, The Tower, CDR Lenson finds himself at the Pentagon on Sept. 11, 2001, while his wife is at a job interview the same day at the World Trade Center. What follows is a historically accurate adventure that takes CDR Lenson from the initial attacks and puts him directly at the tip of the spear in response to terrorism. Assigned later to Southwest Asia as a Navy SEAL, he takes the fight to al-Qaida and searches for Osama bin Laden. CAPT Poyer’s research shows in doses of significant detail and vivid descriptions. Initially, he gets you intimately involved in the airplanes striking the World Trade Center towers and the Pentagon. CAPT Poyer’s description of what CDR Lenson experienced—and what his wife experienced in the Twin Towers—brought back both frightening and chilling memories of my own experience at the Pentagon on 9/11 that I had forgotten. And, although seriously injured, CDR Lenson is ready to get into the fight. CAPT Poyer then switches characters to a movie mogul, a former SEAL who, after 9/11, decides to get back into the Special Ops business. PO Ted Oberg is a spectacular character who leads his team on a mission to take out bin Laden and gets up close and personal in the hunt for the terrorist leader. These events alone will have readers rifling through page after page, glued to the detailed descriptions in this particular part of the book. CAPT Poyer points out how things can go wrong in such an exercise and how PO Oberg deals with these events while keeping mission first. Almost as a real-life parallel, a young Marine, Cpl Dakota Meyer, was presented with the Medal of Honor for a mission in Afghanistan that failed. It failed because of the bureaucratic bungling of a couple of Army officers who didn’t provide the needed support after having received four requests for support. Cpl Meyer put mission and his fellow Americans first—even though the result was the deaths of Marines and Army personnel who were trapped and surrounded by the Taliban. As you read of PO Oberg’s feats, you’re reminded of the bravery that Cpl Meyer exhibited in real life dealing with the

Officer / January–february 2012

By CAPT David Poyer, USNR (Ret.) 320 pages • St. Martin’s Press • $25.99 similar issues. One of the most difficult characters to connect with in the story is a female Muslim FBI agent who experiences her own adventures in Yemen. The impression is that CAPT Poyer wants to reveal that many Muslims work alongside the United States to fight terror and terrorists. She is a compelling character, and these sections are well constructed. What stands out is CAPT Poyer’s ability to research and present accurate depictions of religious issues that Muslim women face in dangerous places around the globe. At the end, it’s clear that readers have not seen the last of any of these characters. After meeting CAPT Poyer more than 15 years ago and enjoying his novels ever since, that’s good news to me and other readers who will devour the next adventure of CDR Lenson and his fellow travelers. 

STRATEGy & ORGAnizATiOn

TEcHnOlOGy

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Agility.

Precision.

Efficiency.

Ready for what’s next.

The mission to defend the nation endures, constantly challenged by dynamic operational environments. Bold innovation by the US Department of Defense is needed to gain efficiencies, enhance readiness, satisfy warfighter requirements, and care for families. After more than 70 years of partnering with DoD, Booz Allen Hamilton has the strategic and technical expertise to solve the warfighter’s most demanding problems. Whether you’re managing today’s issues or looking beyond the horizon, count on us to help you be ready for what’s next.

Ready for what’s next. www.boozallen.com/defense

MMITMENT

To those who serve.

Oshkosh Defense is proud to support the Reserve Officers Association and Reserve Enlisted Association’s members.

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