By Fred W. Baker III
American Forces Press Service
Nov. 25, 2008 - When an airman is seriously injured in combat it is not only their life, but also their family's, that is suddenly turned upside down. While the airman is whisked away for critical medical care, it is the family that must juggle the housing, child care and financial arrangements necessary to be by the airman's bedside during recovery. For many, the experience is at best chaotic, and at its worst, a nightmare.
More than 440 airmen have been wounded in combat since the start of Operations Iraqi and Enduring Freedom. Of those, about 80 are considered seriously injured. For them and their families, family liaison officers with the Air Force Survivor Assistance Program are on the front line of wounded warrior care.
"The family liaisons are the key to taking care of the family. That is very critical, especially when the person is first wounded," said John Beckett, the Air Force Survivor Assistance Program manager. "They are the link between the family and the Air Force."
For example, one airman, deployed to Afghanistan, was badly burned and evacuated to Brooke Army Medical Center in San Antonio, Texas. But his distraught wife could not get to his bedside.
She was afraid of being deported.
The airman's wife was not a U.S. citizen, and was living in Mexico at the time of his injury.
She had submitted paperwork for entry into the country to be with her husband, but it got lost somewhere in the bureaucracy. Further complicating matters, she didn't speak English, couldn't drive, and had a three-year-old child to care for.
At that point, Air Force family liaison officers stepped in, found her documents and reunited her with her husband. The liaisons also found her a place to stay, enrolled her in English classes and arranged for child care. Then, they took her to driving school, where she earned her license.
Beckett's office, located near the Pentagon, is the first to begin overwatch of the care of seriously wounded airmen. Airmen and their families fall under the care of the Survivor Assistance Program as soon as they are injured and remain in the program until they are either returned to duty or discharged.
"If You Need to Call Me, Call Me"
Beckett is himself a 20-year veteran of the Air Force. A former senior enlisted man, he is still taking care of airmen nearly two decades after his retirement.
Beckett meets each seriously wounded warrior in the hospital and encourages them to call his cell phone any time. While his office has a toll-free number, Beckett tells them to call him directly.
"I think it's important that they can get a hold of me instantly. I just like them to know that," Beckett said. "I'm not kidding. If you need to call me, call me."
But while Beckett's office oversees the Air Force's efforts, the practical application of care for the airmen and their families is the result of a nationwide network of commanders, family liaison officers, Airman and Family Readiness Centers and Wounded Warrior Program consultants.
Liaison officers are not full-time staff assigned to an official wounded warrior office. Instead, they come from the ranks of those who are injured, often from the same units and same jobs as those of the injured airmen.
When a liaison officer is needed, commanders simply ask for volunteers who then commit to spending the next several months helping airmen and their families navigate through a bureaucratic and confusing medical and disability system.
A liaison officer is assigned to the family as soon as the airman is evacuated from combat, Beckett said. The officer works on every issue from housing and transportation, to child care, benefits and pay. The first few weeks are intense. But for the liaisons, it's fulfilling work, Beckett said.
"It's a way for them to give back to the Air Force and to show support for fellow airmen," Beckett said. "It's a sense of duty. It's like being a good wing man for a fellow airman."
Unlike the Army and Marine Corps, which have entire units dedicated solely to the care of wounded servicemembers, airmen remain assigned to the units from which they deployed. And, the Air Force tries as soon as possible to return wounded airmen to the unit's base, or a nearby facility, rather than relocate entire families, which can cause other problems.
For example, one airman owned a home near his base in Arizona. He was hurt by a bomb while deployed and sent to recover at Brooke Army Medical Center in Texas. His wife quit her job to be with him during his recovery, even though they relied on her income to pay the mortgage.
She was the airman's primary caregiver, cooking and caring for him and helping him to keep medical appointments.
"There was no place she would rather be," Beckett said. But, the couple faced losing their home.
With the help of the liaison and the Wounded Warrior Program, the Air Force Aid Society stepped up to help with the mortgage payment. A private donor also pitched in alongside several others in the community of Randolph Air Force Base, near where he was recovering. The bills were paid and the house saved.
Returning the wounded to their units and communities also keeps support systems in place for the airmen and families, Beckett said. Most transitional support comes from the local Airman and Family Readiness Center on base.
At the centers, airmen and their families are educated on veterans' benefits, job opportunities and other transitional assistance. Representatives from Veterans Affairs, the Labor Department, Social Security, Tricare and others occupy space at the centers and serve as a one-stop shop.
"There's a lot to be said if you can keep your people assigned to their own units because they still have that connection," Beckett said. "To a lot of airmen, that unit they belong to -- that's their family. That's their Air Force family."
Planning for the Future
As their initial needs are met and wounded airmen begin working through recovery, liaisons and representatives from readiness centers begin educating them on what happens next in their recovery process and careers.
Air Force leadership has promised to retain airmen, if possible, and to place them in jobs that accommodate their permanent disabilities. So far, about 60 of the 440 seriously wounded airmen have requested and been allowed to stay on active duty.
Most airmen initially want to stay on active duty, Beckett said.
"Every wounded person I've met, when you ask them, first off, 'What do you see for your future?' they will always tell you, 'I want to stay in. I want to be back with my unit,'" Beckett said.
As time moves on, some have to take a harder look at their options. That's when a wounded warrior representative steps in and "paints a picture" of the airman's work and financial options, Beckett said. Depending on their disability rating and type of discharge, the airmen must weigh the advantages of staying in the service or getting out and getting a job, or going back to school.
"A lot of times, it's more financially advantageous in the short-term and the long-term to take that option (of getting out)," Beckett said.
Wounded warrior representatives do not try to persuade the airmen in any particular direction, Beckett said. They want the airmen and families to have as much information as soon as possible so that, as they heal, they can sort through the details and work toward a decision that best suits their needs.
"We engage early," Beckett said. "If you wait until the person is going through the [board], that's a little late to be giving them information. We want to have them very well educated before that process starts."
The physical evaluation board process begins with a liaison assigned to help the airman through that process.
If an airman decides to separate from the service, or is deemed unfit to return to duty, the case is transferred to the Wounded Warrior Program based out of the Airman, Family and Community Operations Branch at the Air Force Personnel Center, Randolph Air Force Base, Texas. The program, launched in 2005, was originally named Palace HART, or Helping Airmen Recover Together.
Through the program, the airmen and families gain the support of a wounded warrior consultant who is a toll-free phone call away, in addition to their command and readiness centers already in their support chain.
The four wounded warrior consultants on staff are there to ensure that the airmen and families receive all of their benefits, briefings and other transitional assistance. The consultants ensure Veterans Administration claims are filed before the servicemember's separation and begin helping them find a job, school or other training program.
To assist in the transition, the Labor Department and many civic and private groups partner with the Air Force to provide jobs for those injured and separating from service. Also, the Air Force works with airmen who want to enter the federal civil service, finding them jobs for which they are qualified and helping them through the application and hiring process.
Rebuilding After Service
One of the most critical pieces of the program's oversight comes after the separation from service when the airman's pay and benefits move from active-duty military to Veterans Affairs and they begin their lives as civilians.
The consultants keep in contact with the airmen and families for at least another five years, ensuring that benefits stay in place and helping out when needed. The program now tracks about 300 servicemembers, most of whom have separated.
Problems sometimes arise, usually with pay and benefits, when servicemembers transition into civilian life, said Yvonne Duker, chief of family operations for the Airman, Family and Community Operations Branch at Randolph, who supervises program consultants.
One airman's disability claim was delayed and he subsequently missed making his house payment for a few months, Duker said. His claim was eventually processed and he made up the missed payments. But by then, the mortgage company had moved the home into foreclosure. When the airman contacted the mortgage company, he was told it was too late.
He called his Wounded Warrior Program consultant, who called the mortgage company and explained the problem, and explain that the airman was combat wounded. The mortgage representative called the airman and said, "'We can work this out,'" Duker said.
Most times, once an agency or business learns that the servicemember is a combat veteran, it is eager to work out any problems, Duker said. Often, it's a matter of the servicemember simply not knowing whom to call, she said.
"We don't stop until we make it happen -- until we make that connection," Duker said. "As far as muscle, we're it. We advocate. We're like dogs with a bone -- we don't let go."
Most of the 300 wounded that still are in the program are called monthly, but depending on their needs, they may be called daily or only quarterly, Duker said.
"We just like to follow up to see how their plans are going," Beckett said. "We just want to make sure that they are taking advantage of the services that the country has available to them, and that if we detect a need somewhere ... that we can intercede on their behalf."
For example, one airman was out of the service for four years when the VA denied his claim for handicap modifications to his house. The program consultants contacted the VA and found an alternative program that the airman was eligible for that would fund the modifications.
"Let's face it, the Veterans Administration can be an unwieldy thing for a person to navigate through once they get out," Beckett said.
Sometimes it's not just claims problems that crop up years later. The symptoms of post traumatic stress disorder can take years to manifest, and as many as 70 percent of those tracked by the program show signs of the disorder, Duker said.
"The member goes out thinking 'I'm doing fine. I'm great,'" Duker said. "Then, all of a sudden, they're having nightmares; they feel like they can't handle their job. Then they call our office and say 'I need some help. What are my options?'"
Beckett called his job working with the Air Force's wounded the most rewarding that he's had, and said that he has never had a bad day – at least not for long.
"If I ever think I'm having a bad day, I think of what some of these folks have gone through," Beckett said.
He said he is inspired by how they confront their adversities.
"When I see somebody who has lost their vision and lost an arm, and who talks about how they can give back to the Air Force -- that's inspirational," Beckett said. "Look at what he's already given up. And yet he talks to me about wanting to give back to the Air Force. It is amazing that somebody would have that kind of outlook.
"They focus on what they can do. They don't focus on what they can't do. That makes a world of difference in how they approach their recovery."
(Editor's note: This is the latest in a serious of articles about seriously wounded warriors who are returning to active duty).
Tuesday, November 25, 2008
MILITARY CONTRACTS November 25, 2008
Army
Science Applications International Corp., San Diego, Calif., was awarded on Nov. 25, 2008 a, $97,957,600 firm fixed price contract. This requirement is for the procurement of fifty Militarized Mobile Gamma-Ray Imaging Systems for non-intrusive inspection of vehicles and cargo as well as maintenance of these systems. Work will be performed in San Diego, Calif., with an estimated completion date of Dec. 24, 2010. Number of Offers Solicited via N/A and two bids were received. US Army Research Development and Engineering Command Acquisition Center, Aberdeen Proving, Md., is the contracting activity (W91CRB-09-F-0003).
Aardvark Tactical, Inc, Azusa, Calif., was awarded on Nov. 24, 2008, a $46,500,000 firm fixed price contract for Nonlethal Capabilities Set Mission Modules. Maximum quantities are tied to the maximum total dollar value of the contract. Work will be performed in Azusa, Calif., with an estimated completion date of Aug. 24, 2010. One bid was solicited and one bid was received. Army Contracting Command, Joint Munitions & Lethality Contracting Center, Picatinny Arsenal, N.J., is the contracting activity (W15QKN-07-D-0016).
Air Force
The Air Force is awarding a firm fixed price, cost plus fixed fee contract to McDonnel Douglas Corp., St. Louis, Miss. for $96,000,000. This action will provide Small Diameter Bomb Aircraft Weapon Systems on various objective aircraft. At this time no money has been obligated. 681 ARSS/PK, Eglin Air Force Base, Fla. is the contracting activity (FA8681-09-D-0062).
The Air Force is awarding an indefinite delivery, indefinite quantity contract to a variety of contractors for $3 Billion. This contract is primarily for environmental requirements that include completion of a conceptual design, construction, implementation, demolition, repair, and operation and maintenance of installed systems prior to delivery to the government. At this time $60,000 has been obligated. AFCEE/ACV, Brooks City-Base Texas is the contracting activity (FA8903-08-R-8348).
The Air Force is modifying a requirements contract with Mykotronz, Inc. Torrance, Calif. for $9,981,750. This contract provides for the purchase of a variety of electronic communications security equipment. At his time no money has been obligated. HQ Cryptologic Systems Group, San Antonio, Texas is the contracting activity (FA8309-08-D-0001, Modification P00002).
The Air Force is modifying a firm fixed price contract with Raytheon Co., Missile Systems Tucson, Ariz. for $6,037,264. This contract will upgrade two guided weapons test Set to AIM-120D Capability, spares, and additional GPS. At this time, all the money has been obligated. 695ARSS, Eglin Air Force Base, Florida is the contracting activity (FA8675-07-C-0055, Modification P00019).
Navy
Raytheon Missile Systems Co., D/B/A Raytheon Systems Co., Tucson, Ariz., is being awarded a $33,934,143 order against a previously awarded firm-fixed-priced indefinite-delivery/indefinite-quantity contract (N00019-07-D-0001) for full recertification of up to 165 All-Up-Round (AUR) Tomahawk Missiles for the U. S. Navy (133) and for the Government of the United Kingdom (32). The order also provides for Systems Engineering Integration Agent support and fixed support for Encanisterization/Decanisterization of MK-14 AUR missiles. This contract combines purchases for the U.S. Navy ($27,688,543; 82 percent) and the United Kingdom ($6,245,600; 18 percent) under the Foreign Military Sales Program. Work will be performed in Tucson, Ariz. (80 percent) and Camden, Ark. (20 percent), and is expected to be completed in April 2010. Contract funds in the amount of $27,688,543 will expire at the end of the current fiscal year. The Naval Air Systems Command, Patuxent River, Md. is the contracting activity.
General Dynamics Armament and Technical Products, Burlington, Vt., is being awarded a $15,952,000 modification to a previously awarded firm fixed price contract (N00421-05-C-0110) to exercise an option for the procurement of 64 M61A2 20 mm lightweight Gatling Gun System for the F/A-18E/F aircraft for the U.S. Navy (36) and the Government of Australia (28). Work will be performed in Burlington, Vt. (50 percent) and Saco, Maine (50 percent), and is expected to be completed in May 2011. Contract funds will not expire at the end of the current fiscal year. This modification combines purchases for the U.S. Navy ($8,973,000; 56 percent) and the Government of Australia ($6,979,000; 44 percent) under the Foreign Military Sales Program. The Naval Air Warfare Center Aircraft Division, Patuxent River, Md., is the contracting activity.
UNITED STATES TRANSPORTATION COMMAND
Anvicom, Inc. of Vienna, Va., 22182-4043, is being awarded a $5,910,317.90 fixed price contract for Integrated Booking System (IBS) Software Engineering Services and Support. Work will be performed at Vienna, Va., and is expected to be completed September 2013. Contract funds will expire at the end of the current fiscal year. Eleven bids were solicited and two were received. The contracting activity is United States Transportation Command, Directorate of Acquisition, Scott Air Force Base, Ill., 62225 (HTC711-09-F-0011).
Science Applications International Corp., San Diego, Calif., was awarded on Nov. 25, 2008 a, $97,957,600 firm fixed price contract. This requirement is for the procurement of fifty Militarized Mobile Gamma-Ray Imaging Systems for non-intrusive inspection of vehicles and cargo as well as maintenance of these systems. Work will be performed in San Diego, Calif., with an estimated completion date of Dec. 24, 2010. Number of Offers Solicited via N/A and two bids were received. US Army Research Development and Engineering Command Acquisition Center, Aberdeen Proving, Md., is the contracting activity (W91CRB-09-F-0003).
Aardvark Tactical, Inc, Azusa, Calif., was awarded on Nov. 24, 2008, a $46,500,000 firm fixed price contract for Nonlethal Capabilities Set Mission Modules. Maximum quantities are tied to the maximum total dollar value of the contract. Work will be performed in Azusa, Calif., with an estimated completion date of Aug. 24, 2010. One bid was solicited and one bid was received. Army Contracting Command, Joint Munitions & Lethality Contracting Center, Picatinny Arsenal, N.J., is the contracting activity (W15QKN-07-D-0016).
Air Force
The Air Force is awarding a firm fixed price, cost plus fixed fee contract to McDonnel Douglas Corp., St. Louis, Miss. for $96,000,000. This action will provide Small Diameter Bomb Aircraft Weapon Systems on various objective aircraft. At this time no money has been obligated. 681 ARSS/PK, Eglin Air Force Base, Fla. is the contracting activity (FA8681-09-D-0062).
The Air Force is awarding an indefinite delivery, indefinite quantity contract to a variety of contractors for $3 Billion. This contract is primarily for environmental requirements that include completion of a conceptual design, construction, implementation, demolition, repair, and operation and maintenance of installed systems prior to delivery to the government. At this time $60,000 has been obligated. AFCEE/ACV, Brooks City-Base Texas is the contracting activity (FA8903-08-R-8348).
The Air Force is modifying a requirements contract with Mykotronz, Inc. Torrance, Calif. for $9,981,750. This contract provides for the purchase of a variety of electronic communications security equipment. At his time no money has been obligated. HQ Cryptologic Systems Group, San Antonio, Texas is the contracting activity (FA8309-08-D-0001, Modification P00002).
The Air Force is modifying a firm fixed price contract with Raytheon Co., Missile Systems Tucson, Ariz. for $6,037,264. This contract will upgrade two guided weapons test Set to AIM-120D Capability, spares, and additional GPS. At this time, all the money has been obligated. 695ARSS, Eglin Air Force Base, Florida is the contracting activity (FA8675-07-C-0055, Modification P00019).
Navy
Raytheon Missile Systems Co., D/B/A Raytheon Systems Co., Tucson, Ariz., is being awarded a $33,934,143 order against a previously awarded firm-fixed-priced indefinite-delivery/indefinite-quantity contract (N00019-07-D-0001) for full recertification of up to 165 All-Up-Round (AUR) Tomahawk Missiles for the U. S. Navy (133) and for the Government of the United Kingdom (32). The order also provides for Systems Engineering Integration Agent support and fixed support for Encanisterization/Decanisterization of MK-14 AUR missiles. This contract combines purchases for the U.S. Navy ($27,688,543; 82 percent) and the United Kingdom ($6,245,600; 18 percent) under the Foreign Military Sales Program. Work will be performed in Tucson, Ariz. (80 percent) and Camden, Ark. (20 percent), and is expected to be completed in April 2010. Contract funds in the amount of $27,688,543 will expire at the end of the current fiscal year. The Naval Air Systems Command, Patuxent River, Md. is the contracting activity.
General Dynamics Armament and Technical Products, Burlington, Vt., is being awarded a $15,952,000 modification to a previously awarded firm fixed price contract (N00421-05-C-0110) to exercise an option for the procurement of 64 M61A2 20 mm lightweight Gatling Gun System for the F/A-18E/F aircraft for the U.S. Navy (36) and the Government of Australia (28). Work will be performed in Burlington, Vt. (50 percent) and Saco, Maine (50 percent), and is expected to be completed in May 2011. Contract funds will not expire at the end of the current fiscal year. This modification combines purchases for the U.S. Navy ($8,973,000; 56 percent) and the Government of Australia ($6,979,000; 44 percent) under the Foreign Military Sales Program. The Naval Air Warfare Center Aircraft Division, Patuxent River, Md., is the contracting activity.
UNITED STATES TRANSPORTATION COMMAND
Anvicom, Inc. of Vienna, Va., 22182-4043, is being awarded a $5,910,317.90 fixed price contract for Integrated Booking System (IBS) Software Engineering Services and Support. Work will be performed at Vienna, Va., and is expected to be completed September 2013. Contract funds will expire at the end of the current fiscal year. Eleven bids were solicited and two were received. The contracting activity is United States Transportation Command, Directorate of Acquisition, Scott Air Force Base, Ill., 62225 (HTC711-09-F-0011).
Defense Department Prepares to Implement Reserve Changes
By Fred W. Baker III
American Forces Press Service
Nov. 25, 2008 - Defense Secretary Robert M. Gates yesterday charged his department to develop plans to take action on 64 of the 95 recommendations for changes to the U.S. military reserves made by a congressionally mandated commission earlier this year. The department already has acted on 18 of the recommendations made in January by the Commission on the National Guard and Reserves, which was convened in 2004 to review and recommend changes needed to move the reserve-component force from a Cold War-era strategic reserve to an operational reserve fully integrated with its active-duty counterparts.
In all, the department is working to implement 82 of the 95 recommendations. Gates referred two of the recommendations to other Cabinet departments, and he chose not to act on 11 of the recommendations.
"The Congress, the commission and the department all recognized that the National Guard and Reserves are integral to the total force and have assumed a greater operational role in today's force," Gates wrote in a memorandum he signed yesterday. "The department greatly appreciates the support of Congress and the diligence of the commission for its comprehensive review and recommendations for improving the National Guard and Reserve."
After the release of the commission's report in January, Gates convened a senior-level working group to review the recommendations and render its findings. These proposed actions come from the recommendations of that group, officials said.
The onus now falls mostly on mostly the chairman of the Joint Chiefs of Staff, the service secretaries, the undersecretaries of defense for policy and for personnel and readiness, the chief of the National Guard Bureau and other senior leaders to develop plans to implement the recommendations. Gates has given them 25 days to come up with their plans.
"I would characterize the timelines as very aggressive, and certainly the secretary wants to turn this over to the next administration with all of the actions in place and moving," Thomas F. Hall, assistant secretary of defense for reserve affairs, said in an interview at the Pentagon last week.
Key actions that will come from the plans will be further clarification of the reserve components' role in homeland defense and civil support, the institutionalization of their operational role in future combat, improved personnel management and enhanced support for Guardsmen and reservists, their families and their employers.
"The Guard and reserve will continue to have their civil defense missions and this is a recognition of the importance of these missions," Pentagon spokesman Bryan Whitman told reporters today.
Whitman pointed out that since the global war on terror started, 200 provisions in law have affected the reserve components. "The commission's recommendations are largely in line with what the department broadly was doing on a couple of pretty important fronts," he said. "The commission's report basically validates the direction in which the department has been headed for a number of years."
The first front is changing the reserve components from a strategic reserve to an operational force. "As a result, we have greatly increased funding for the reserve components, and we've rebalanced the Guard and reserves." During the Cold War, for example, there were a large number of artillery battalions in the National Guard. Those soldiers have been shifted into more critical units, such as civil affairs and military police.
"As part of making the reserves part of the operational force, we've instituted the one-year mobilization with a minimum 90-day notification [of deployment]," Whitman said. In fact, the average notification now is 270 days.
With regard to funding the reserves as an operational force, Gates drew attention to commission recommendations 29 and 43 in his memorandum. Recommendation 29 called for the services to budget for, and Congress to authorize funding for, readiness requirements for both reserve homeland defense and overseas missions. Gates has called on the service chiefs to develop plans for funding reserve component operational readiness requirements not already included in their budgets to be considered in the fiscal 2012 budget review.
Recommendation 43 called for DoD accounting of reserve-component procurement and funding and the ability to track the delivery of equipment to reserve units. Gates said no consensus has been reached on how to add this to the DoD system. He has called on the service chiefs as well as the Defense Department's acquisition, technology and logistics office, the comptroller's office and other senior officials to develop a plan for accounting and tracking reserve-component equipment.
To improve personnel management, the commission recommended that DoD implement a combined pay and personnel system. From the start of its heavy deployments in both wars, the National Guard, especially, has found itself foundering with pay problems and personnel glitches as guardsmen moved from a state-based pay system to the federal pay system and then back.
The department is now in the process of launching the Defense Integrated military Human Resources System, which promises an integrated, multi-component personnel and pay system. The Army is slated to implement the program in March, followed by the Air Force in October. The date for the Navy transition to DIMHRS has not been set, and the Marine Corps already has an integrated pay and personnel system.
Officials said they hope the system will provide a seamless transition between active-duty and reserve status. Once on line, the Web-based system can be accessed anywhere and will have all personnel data loaded electronically, they said.
To ease those pay problems, the commission proposed slashing the 29 duty status codes reserve forces use to calculate pay and benefits to just two: on or off duty. But, because pay and benefits for reservists are tied to the different status codes, reducing them to only two could cause a pay hardship, officials said.
Streamlining the pay codes has fallen to the Defense Department's office of personnel and readiness, along with the service secretaries, the chairman of the Joint Chiefs of Staff, the National Guard Bureau chief and other top leaders to resolve. Hall estimated that they likely will be narrowed down to about eight status codes that will not affect pay or benefits for reservists.
"Will we ever get to two – on duty and off-duty? Probably not," Whitman said today. "But certainly, we would like to simplify and make this continuum of service not so complicated."
In health care reform, the secretary has ordered a comprehensive review of customer service and availability of the Defense Department's Tricare health care program, especially the services provided to those who do not live near a major military hospital. Many reservists live in outlying areas, sometimes hundreds of miles from the nearest military facility. Hall said more local doctors, clinics and hospitals need to accept Tricare as a provider.
Gates also called for the department's personnel and readiness office to assess the feasibility of allowing both active and reserve servicemembers and their families who do not live near a military hospital the option of enrolling in the Federal Employee Health Benefits plan used by the department's civilian employees. DoD officials also are looking at possibly paying a stipend to the reservist who does not elect to use Tricare as a provider. It likely would not be greater than the cost of providing Tricare access, they noted.
Also, the commission called for, and Gates supported, additional funding for reserve-component family support programs, extended transition assistance, and a standardized reintegration process for all servicemembers returning from deployments.
The two recommendations the Defense Department referred to other departments were 57 and 78. The commission recommended freezing the funds in reservists' flexible spending accounts in the year they are activated through their deployment. Gates said the department supports the recommendation, but referred it to the Treasury Department. The commission also recommended that reservists should have one year to apply for dental care through the Department of Veterans Affairs following a deployment. Again, Gates said, the department supports the recommendation but referred it to VA for action.
The 11 recommendations that Gates did not support dealt primarily with personnel management and accounting.
Hall, who led the DoD working group, called its efforts "exhaustive" as it examined the recommendations that affected reserve component funding, equipping and organizing.
"I'm very pleased with the process," he said. "It was all-encompassing. We took everybody's view and produced a document that is remarkable for its consensus."
Hall said the implementation of these recommendations brings the traditional reserve role of the "weekend warrior" to an end and moves the U.S. military closer to a true total force.
"It means transition from a strategic reserve to an operational reserve -- mission almost complete," Hall said. "I say it's almost complete because this is a major milestone in that transition."
Hall called the past seven years a historical time for the military, and said more than 200 provisions in the law that affect the reserve components have changed.
"We have truly made our Guard and reserve operational forces working with the active duty. We simply cannot meet the mission of our nation without that 46 percent in the Guard and reserve. They perform magnificently," he said.
The chairman of the Commission on the National Guard and Reserves, retired Marine Maj. Gen. Arnold L. Punaro, praised the decisions by Gates in statement released yesterday.
"The winners today are the men and women in uniform, their families, their employers, and the citizens of the United States," Punaro said. "All will benefit from Secretary Gates' landmark decisions."
American Forces Press Service
Nov. 25, 2008 - Defense Secretary Robert M. Gates yesterday charged his department to develop plans to take action on 64 of the 95 recommendations for changes to the U.S. military reserves made by a congressionally mandated commission earlier this year. The department already has acted on 18 of the recommendations made in January by the Commission on the National Guard and Reserves, which was convened in 2004 to review and recommend changes needed to move the reserve-component force from a Cold War-era strategic reserve to an operational reserve fully integrated with its active-duty counterparts.
In all, the department is working to implement 82 of the 95 recommendations. Gates referred two of the recommendations to other Cabinet departments, and he chose not to act on 11 of the recommendations.
"The Congress, the commission and the department all recognized that the National Guard and Reserves are integral to the total force and have assumed a greater operational role in today's force," Gates wrote in a memorandum he signed yesterday. "The department greatly appreciates the support of Congress and the diligence of the commission for its comprehensive review and recommendations for improving the National Guard and Reserve."
After the release of the commission's report in January, Gates convened a senior-level working group to review the recommendations and render its findings. These proposed actions come from the recommendations of that group, officials said.
The onus now falls mostly on mostly the chairman of the Joint Chiefs of Staff, the service secretaries, the undersecretaries of defense for policy and for personnel and readiness, the chief of the National Guard Bureau and other senior leaders to develop plans to implement the recommendations. Gates has given them 25 days to come up with their plans.
"I would characterize the timelines as very aggressive, and certainly the secretary wants to turn this over to the next administration with all of the actions in place and moving," Thomas F. Hall, assistant secretary of defense for reserve affairs, said in an interview at the Pentagon last week.
Key actions that will come from the plans will be further clarification of the reserve components' role in homeland defense and civil support, the institutionalization of their operational role in future combat, improved personnel management and enhanced support for Guardsmen and reservists, their families and their employers.
"The Guard and reserve will continue to have their civil defense missions and this is a recognition of the importance of these missions," Pentagon spokesman Bryan Whitman told reporters today.
Whitman pointed out that since the global war on terror started, 200 provisions in law have affected the reserve components. "The commission's recommendations are largely in line with what the department broadly was doing on a couple of pretty important fronts," he said. "The commission's report basically validates the direction in which the department has been headed for a number of years."
The first front is changing the reserve components from a strategic reserve to an operational force. "As a result, we have greatly increased funding for the reserve components, and we've rebalanced the Guard and reserves." During the Cold War, for example, there were a large number of artillery battalions in the National Guard. Those soldiers have been shifted into more critical units, such as civil affairs and military police.
"As part of making the reserves part of the operational force, we've instituted the one-year mobilization with a minimum 90-day notification [of deployment]," Whitman said. In fact, the average notification now is 270 days.
With regard to funding the reserves as an operational force, Gates drew attention to commission recommendations 29 and 43 in his memorandum. Recommendation 29 called for the services to budget for, and Congress to authorize funding for, readiness requirements for both reserve homeland defense and overseas missions. Gates has called on the service chiefs to develop plans for funding reserve component operational readiness requirements not already included in their budgets to be considered in the fiscal 2012 budget review.
Recommendation 43 called for DoD accounting of reserve-component procurement and funding and the ability to track the delivery of equipment to reserve units. Gates said no consensus has been reached on how to add this to the DoD system. He has called on the service chiefs as well as the Defense Department's acquisition, technology and logistics office, the comptroller's office and other senior officials to develop a plan for accounting and tracking reserve-component equipment.
To improve personnel management, the commission recommended that DoD implement a combined pay and personnel system. From the start of its heavy deployments in both wars, the National Guard, especially, has found itself foundering with pay problems and personnel glitches as guardsmen moved from a state-based pay system to the federal pay system and then back.
The department is now in the process of launching the Defense Integrated military Human Resources System, which promises an integrated, multi-component personnel and pay system. The Army is slated to implement the program in March, followed by the Air Force in October. The date for the Navy transition to DIMHRS has not been set, and the Marine Corps already has an integrated pay and personnel system.
Officials said they hope the system will provide a seamless transition between active-duty and reserve status. Once on line, the Web-based system can be accessed anywhere and will have all personnel data loaded electronically, they said.
To ease those pay problems, the commission proposed slashing the 29 duty status codes reserve forces use to calculate pay and benefits to just two: on or off duty. But, because pay and benefits for reservists are tied to the different status codes, reducing them to only two could cause a pay hardship, officials said.
Streamlining the pay codes has fallen to the Defense Department's office of personnel and readiness, along with the service secretaries, the chairman of the Joint Chiefs of Staff, the National Guard Bureau chief and other top leaders to resolve. Hall estimated that they likely will be narrowed down to about eight status codes that will not affect pay or benefits for reservists.
"Will we ever get to two – on duty and off-duty? Probably not," Whitman said today. "But certainly, we would like to simplify and make this continuum of service not so complicated."
In health care reform, the secretary has ordered a comprehensive review of customer service and availability of the Defense Department's Tricare health care program, especially the services provided to those who do not live near a major military hospital. Many reservists live in outlying areas, sometimes hundreds of miles from the nearest military facility. Hall said more local doctors, clinics and hospitals need to accept Tricare as a provider.
Gates also called for the department's personnel and readiness office to assess the feasibility of allowing both active and reserve servicemembers and their families who do not live near a military hospital the option of enrolling in the Federal Employee Health Benefits plan used by the department's civilian employees. DoD officials also are looking at possibly paying a stipend to the reservist who does not elect to use Tricare as a provider. It likely would not be greater than the cost of providing Tricare access, they noted.
Also, the commission called for, and Gates supported, additional funding for reserve-component family support programs, extended transition assistance, and a standardized reintegration process for all servicemembers returning from deployments.
The two recommendations the Defense Department referred to other departments were 57 and 78. The commission recommended freezing the funds in reservists' flexible spending accounts in the year they are activated through their deployment. Gates said the department supports the recommendation, but referred it to the Treasury Department. The commission also recommended that reservists should have one year to apply for dental care through the Department of Veterans Affairs following a deployment. Again, Gates said, the department supports the recommendation but referred it to VA for action.
The 11 recommendations that Gates did not support dealt primarily with personnel management and accounting.
Hall, who led the DoD working group, called its efforts "exhaustive" as it examined the recommendations that affected reserve component funding, equipping and organizing.
"I'm very pleased with the process," he said. "It was all-encompassing. We took everybody's view and produced a document that is remarkable for its consensus."
Hall said the implementation of these recommendations brings the traditional reserve role of the "weekend warrior" to an end and moves the U.S. military closer to a true total force.
"It means transition from a strategic reserve to an operational reserve -- mission almost complete," Hall said. "I say it's almost complete because this is a major milestone in that transition."
Hall called the past seven years a historical time for the military, and said more than 200 provisions in the law that affect the reserve components have changed.
"We have truly made our Guard and reserve operational forces working with the active duty. We simply cannot meet the mission of our nation without that 46 percent in the Guard and reserve. They perform magnificently," he said.
The chairman of the Commission on the National Guard and Reserves, retired Marine Maj. Gen. Arnold L. Punaro, praised the decisions by Gates in statement released yesterday.
"The winners today are the men and women in uniform, their families, their employers, and the citizens of the United States," Punaro said. "All will benefit from Secretary Gates' landmark decisions."
Mannheim Steamroller Spreads Cheer to Troops With CD Giveaway
By Sharon Foster
American Forces Press Service
Nov. 24, 2008 – Mannheim Steamroller, the recording group famous for putting a new twist on traditional Christmas music, is hoping to spread holiday cheer to the military this season by giving away 1 million CDs to troops and their families. The group and its creator, Chip Davis, have started giving away copies of its multiple Christmas CDs to troops at home and abroad. The group also is giving away copies of its children's pop-up book, "My Little Christmas Tree."
"Throughout the years, I have had the opportunity to work with many in the armed services," Davis said. "This is my expression of gratitude for their efforts and sacrifices, especially during this season."
A special effort is being made by the group to distribute CDs and pop-up books to Walter Reed Army Medical Center, Washington, D.C.; Brooke Army Medical Center, San Antonio; National Naval Medical Center, Bethesda, Md. and other facilities that care for wounded troops. Distribution of CDs also will take place at military bases.
CDs already have been distributed to more than 40 USO locations, including the European and Pacific commands -- reaching troops in Germany, Japan and Korea.
In addition to the CD giveaway, several wounded servicemembers and their families will be special guests at Mannheim Steamrollers' Christmas concerts throughout December.
Freedom Alliance, a Virginia-based group that honors military service, has chosen a "veteran family" that will join Davis and his group for an all-expense-paid trip Dec. 6 to Universal Studios in Orlando, Fla., for "Grinchmas," a live musical performance of "How the Grinch Stole Christmas."
Davis, who has been quoted as describing his style of music as "18th century classical rock 'n' roll," has a long history of working with the military. Last year his group partnered with the Veterans of Foreign Wars Foundation to donate Christmas CDs to military servicemembers and their families.
Mannheim Steamroller's "Christmas Live" show will be re-broadcast on the Pentagon Channel this year.
"I am committed to continuing this support of the military," Davis said. "Hopefully our Christmas music will create a sense of home for the holidays for the men and women of the U.S. armed forces. It is also important to us to share the sounds of the season with all those who keep our country safe."
American Forces Press Service
Nov. 24, 2008 – Mannheim Steamroller, the recording group famous for putting a new twist on traditional Christmas music, is hoping to spread holiday cheer to the military this season by giving away 1 million CDs to troops and their families. The group and its creator, Chip Davis, have started giving away copies of its multiple Christmas CDs to troops at home and abroad. The group also is giving away copies of its children's pop-up book, "My Little Christmas Tree."
"Throughout the years, I have had the opportunity to work with many in the armed services," Davis said. "This is my expression of gratitude for their efforts and sacrifices, especially during this season."
A special effort is being made by the group to distribute CDs and pop-up books to Walter Reed Army Medical Center, Washington, D.C.; Brooke Army Medical Center, San Antonio; National Naval Medical Center, Bethesda, Md. and other facilities that care for wounded troops. Distribution of CDs also will take place at military bases.
CDs already have been distributed to more than 40 USO locations, including the European and Pacific commands -- reaching troops in Germany, Japan and Korea.
In addition to the CD giveaway, several wounded servicemembers and their families will be special guests at Mannheim Steamrollers' Christmas concerts throughout December.
Freedom Alliance, a Virginia-based group that honors military service, has chosen a "veteran family" that will join Davis and his group for an all-expense-paid trip Dec. 6 to Universal Studios in Orlando, Fla., for "Grinchmas," a live musical performance of "How the Grinch Stole Christmas."
Davis, who has been quoted as describing his style of music as "18th century classical rock 'n' roll," has a long history of working with the military. Last year his group partnered with the Veterans of Foreign Wars Foundation to donate Christmas CDs to military servicemembers and their families.
Mannheim Steamroller's "Christmas Live" show will be re-broadcast on the Pentagon Channel this year.
"I am committed to continuing this support of the military," Davis said. "Hopefully our Christmas music will create a sense of home for the holidays for the men and women of the U.S. armed forces. It is also important to us to share the sounds of the season with all those who keep our country safe."
Monday, November 24, 2008
Post-Combat Coping Methods Vary, Troops Say
By Samantha L. Quigley
American Forces Press Service
Nov. 24, 2008 - Methods of coping with combat and its after effects vary as greatly as the effects themselves, six warriors participating in a conference panel here said. The Defense Centers of Excellence for Psychological Health and Traumatic Brain Injury hosted the "Warrior Resilience Conference: Partnership with the Line." Combat veterans who spoke at the conference described a range of effects and needs in becoming resilient.
Army Maj. Stephen Williams was the head nurse with an outpatient unit of the 3rd Medical Command's 28th Combat Support Hospital in Baghdad when the base was hit with mortars July 10.
Since then, Williams has dwelled not on what he saw or did that day, but on what he couldn't do -- save his battle partner, Army Capt. Maria Ortiz.
"I couldn't provide assistance to my comrade who was actually lying next to me and ended up passing away," said Williams, who was seriously wounded in his leg with a severed femoral artery.
Dealing with the reality that he couldn't help Ortiz was just one piece of a larger puzzle for Williams. He also had to face how his injuries would affect him and his family. When he returned home to convalesce, he said, his young children wouldn't touch him, for fear they would hurt him.
"In hindsight, I didn't know enough to say, 'Hey, we need to talk to them more [deeply] on this," he said. "So, I think there's something more that we could do for the families out there [to] let them come to grips with these situations."
An Army couple at the conference, the Blackledges, also know how crucial it is to have family support during the healing process and just how important it is to come to grips with what's happened.
Army Maj. Gen. David Blackledge, a West Point graduate, has served for 32 years and was serving with the 352nd Civil Affairs Command in support of Operation Iraqi Freedom in January 2003. He was on his last mission outside the wire before heading home when his convoy was ambushed. The vehicle he was riding in rolled and, among other injuries, he suffered a crushed vertebra.
It took nearly two years for him to fully recover and return to full duty. During this time his wife, Army Lt. Colonel-select Iwona E. Blackledge, learned how spouses cope with the effects of war.
She had attended family readiness group briefings. It was a good start, but there's really no preparing for what she endured.
"It is very hard to prepare someone for that 5 o'clock call in the morning," she said. "What helped was that it was my husband who called, so I knew he was OK. Once he hung up, I was all alone and that's when the stress started."
Talking to a psychiatrist at Walter Reed Army Medical Center here after her husband arrived gave her an idea of what to expect and how to deal with what might come up, she said.
Blackledge returned to theater after his recovery only to be injured again – much less severely -- in a bombing.
Blackledge's resiliency after combat, he said, came from family support and belief in the mission. Also, talking about it was a big help, he said.
"When I got to Walter Reed, they immediately assigned a psychologist to me," as is protocol for all traumatic cases returning to the facility, Blackledge said. "He was really helpful because I was going through the dreams and all that stuff. He talked me through it, gave me some tips on how to deal with that [and] ... what I would expect to deal with over the preceding weeks and months."
Retired Army Capt. Dawn Halfaker said, for her, recovery was a three-part process that began in the hospital. That phase focuses on physically rebuilding the body. She lost an arm when her vehicle was ambushed with small-arms and rocket-propelled-grenade fire while she was serving in Baqouba, Iraq, in February 2004.
"I really, really would not be, I don't think, here today or the person I am today without the physical therapy and occupational therapy that I received," Halfaker said. "Although I wasn't certainly busting out pushups or maxing my [physical test] ... I was working toward a goal of getting better.
"That was really, I think, a positive and powerful phase for me," she added.
Then, the West Point graduate entered the reintegration phase and realized it's a journey that never ends.
"Every day something comes up that is difficult or challenging, or socially awkward or, I guess, psychologically challenging," Halfaker said. "I feel like the support I had at Walter Reed and my family support and just sort of my ability through my work ... to regain that sense of purpose is so critical to get through all those little frustrations."
One thing that really helped, Halfaker said, was when she received a call from Army Lt. Gen. Martin Dempsey, former acting commander of U.S. Central Command, from Iraq. Halfaker had played on the West Point basketball team with Dempsey's daughter.
"That was just huge. I can't even explain how powerful that was," she said of the call.
Retired Army Master Sgt. Christopher Scheuerman reiterated suggestions that leaders throughout the chain of command need to be involved with their troops, even before injuries occur.
After a disciplinary action and corrective training for being what the Army labeled a "malingerer," Scheuerman's son, Jason, assigned to the 3rd Infantry Division at the time, killed himself, Scheuerman told the audience.
"We have a foundation of support, that foundation being our chain of command, the chaplaincy and medical," Scheuerman said. "Very seldom do all three of those foundations of support fail.
"In this case, all three did," he added.
Realizing he was suffering from post traumatic stress disorder, Scheuerman, who trains medics at Fort Bragg, N.C., began seeing a therapist and never failed to mention it to his students.
"Just by telling them that, almost every class, three of four of them would come to me later and say, 'How did you start that? I need to do that, too,'" he said. "We have to err on the side of soldiers' safety, because if we make a mistake, resiliency breaks down [and] we lose a soldier.
"It's horrible to lose the soldiers we have to, [but] it's an absolute tragedy to lose a soldier we shouldn't."
Retired Marine Sgt. Andrew Brandi, who works with veterans returning from combat, is working to prevent losing any more servicemembers to what he described as the "norm" for his generation.
"I was sitting down with three of my good Marine Corps buddies, all [diagnosed as] 100 [percent PTSD disabled] ... not too long ago. Relationships came up,'" Brandi said. "Between the four of us ... we had 23 wives. I've had 65 jobs, five major career changes and three wives, so I was by no means the record holder in this group."
But one of his buddies piped up to say that's "normal" for what they'd been through.
"He was right. For my generation that's normal," Brandi said. "We do not want this generation to go through what we have for the last 40 years."
Veterans have the strength to overcome, but it won't be easy, Brandi said.
"I want these young folks to know they have the strength as warriors to get through the [Veterans Affairs] programs and face it," he said. "Is it easy? Hell, no. But is it worth it? Absolutely.
"Life can be excellent, but it takes a lot of guts ... to get through it," he added. "We have the strength to do this."
American Forces Press Service
Nov. 24, 2008 - Methods of coping with combat and its after effects vary as greatly as the effects themselves, six warriors participating in a conference panel here said. The Defense Centers of Excellence for Psychological Health and Traumatic Brain Injury hosted the "Warrior Resilience Conference: Partnership with the Line." Combat veterans who spoke at the conference described a range of effects and needs in becoming resilient.
Army Maj. Stephen Williams was the head nurse with an outpatient unit of the 3rd Medical Command's 28th Combat Support Hospital in Baghdad when the base was hit with mortars July 10.
Since then, Williams has dwelled not on what he saw or did that day, but on what he couldn't do -- save his battle partner, Army Capt. Maria Ortiz.
"I couldn't provide assistance to my comrade who was actually lying next to me and ended up passing away," said Williams, who was seriously wounded in his leg with a severed femoral artery.
Dealing with the reality that he couldn't help Ortiz was just one piece of a larger puzzle for Williams. He also had to face how his injuries would affect him and his family. When he returned home to convalesce, he said, his young children wouldn't touch him, for fear they would hurt him.
"In hindsight, I didn't know enough to say, 'Hey, we need to talk to them more [deeply] on this," he said. "So, I think there's something more that we could do for the families out there [to] let them come to grips with these situations."
An Army couple at the conference, the Blackledges, also know how crucial it is to have family support during the healing process and just how important it is to come to grips with what's happened.
Army Maj. Gen. David Blackledge, a West Point graduate, has served for 32 years and was serving with the 352nd Civil Affairs Command in support of Operation Iraqi Freedom in January 2003. He was on his last mission outside the wire before heading home when his convoy was ambushed. The vehicle he was riding in rolled and, among other injuries, he suffered a crushed vertebra.
It took nearly two years for him to fully recover and return to full duty. During this time his wife, Army Lt. Colonel-select Iwona E. Blackledge, learned how spouses cope with the effects of war.
She had attended family readiness group briefings. It was a good start, but there's really no preparing for what she endured.
"It is very hard to prepare someone for that 5 o'clock call in the morning," she said. "What helped was that it was my husband who called, so I knew he was OK. Once he hung up, I was all alone and that's when the stress started."
Talking to a psychiatrist at Walter Reed Army Medical Center here after her husband arrived gave her an idea of what to expect and how to deal with what might come up, she said.
Blackledge returned to theater after his recovery only to be injured again – much less severely -- in a bombing.
Blackledge's resiliency after combat, he said, came from family support and belief in the mission. Also, talking about it was a big help, he said.
"When I got to Walter Reed, they immediately assigned a psychologist to me," as is protocol for all traumatic cases returning to the facility, Blackledge said. "He was really helpful because I was going through the dreams and all that stuff. He talked me through it, gave me some tips on how to deal with that [and] ... what I would expect to deal with over the preceding weeks and months."
Retired Army Capt. Dawn Halfaker said, for her, recovery was a three-part process that began in the hospital. That phase focuses on physically rebuilding the body. She lost an arm when her vehicle was ambushed with small-arms and rocket-propelled-grenade fire while she was serving in Baqouba, Iraq, in February 2004.
"I really, really would not be, I don't think, here today or the person I am today without the physical therapy and occupational therapy that I received," Halfaker said. "Although I wasn't certainly busting out pushups or maxing my [physical test] ... I was working toward a goal of getting better.
"That was really, I think, a positive and powerful phase for me," she added.
Then, the West Point graduate entered the reintegration phase and realized it's a journey that never ends.
"Every day something comes up that is difficult or challenging, or socially awkward or, I guess, psychologically challenging," Halfaker said. "I feel like the support I had at Walter Reed and my family support and just sort of my ability through my work ... to regain that sense of purpose is so critical to get through all those little frustrations."
One thing that really helped, Halfaker said, was when she received a call from Army Lt. Gen. Martin Dempsey, former acting commander of U.S. Central Command, from Iraq. Halfaker had played on the West Point basketball team with Dempsey's daughter.
"That was just huge. I can't even explain how powerful that was," she said of the call.
Retired Army Master Sgt. Christopher Scheuerman reiterated suggestions that leaders throughout the chain of command need to be involved with their troops, even before injuries occur.
After a disciplinary action and corrective training for being what the Army labeled a "malingerer," Scheuerman's son, Jason, assigned to the 3rd Infantry Division at the time, killed himself, Scheuerman told the audience.
"We have a foundation of support, that foundation being our chain of command, the chaplaincy and medical," Scheuerman said. "Very seldom do all three of those foundations of support fail.
"In this case, all three did," he added.
Realizing he was suffering from post traumatic stress disorder, Scheuerman, who trains medics at Fort Bragg, N.C., began seeing a therapist and never failed to mention it to his students.
"Just by telling them that, almost every class, three of four of them would come to me later and say, 'How did you start that? I need to do that, too,'" he said. "We have to err on the side of soldiers' safety, because if we make a mistake, resiliency breaks down [and] we lose a soldier.
"It's horrible to lose the soldiers we have to, [but] it's an absolute tragedy to lose a soldier we shouldn't."
Retired Marine Sgt. Andrew Brandi, who works with veterans returning from combat, is working to prevent losing any more servicemembers to what he described as the "norm" for his generation.
"I was sitting down with three of my good Marine Corps buddies, all [diagnosed as] 100 [percent PTSD disabled] ... not too long ago. Relationships came up,'" Brandi said. "Between the four of us ... we had 23 wives. I've had 65 jobs, five major career changes and three wives, so I was by no means the record holder in this group."
But one of his buddies piped up to say that's "normal" for what they'd been through.
"He was right. For my generation that's normal," Brandi said. "We do not want this generation to go through what we have for the last 40 years."
Veterans have the strength to overcome, but it won't be easy, Brandi said.
"I want these young folks to know they have the strength as warriors to get through the [Veterans Affairs] programs and face it," he said. "Is it easy? Hell, no. But is it worth it? Absolutely.
"Life can be excellent, but it takes a lot of guts ... to get through it," he added. "We have the strength to do this."
Deployed Soldier Runs Gamut from Infantry to Personnel Office
By Army Staff Sgt. Amber Emery
American Forces Press Service
Nov. 24, 2008 - Army Spc. Anthony Calhoun has discovered that sometimes the things we don't plan, work out the best. Calhoun didn't plan to enlist in the Army. But once he did, he realized it was his calling. From infantryman to administrative specialist, he has had a spectrum of experiences in his Army career. Currently, he is a 10th Mountain Division Defense Enrollment Eligibility Reporting System operator.
"Honestly, I don't know why I joined. I was just watching TV, and it looked fun -- jumping out of helicopters," the New Orleans native said. "I have always been infatuated with tanks and helicopters and things like that. I guess it was just in my blood; it was kind of like a childhood dream to try it out."
Calhoun enlisted in 1999 and served the next six years with the 3rd Infantry Division's 3rd Brigade. He was deployed multiple times, including for a two-year tour at the beginning of Operation Iraqi Freedom.
"At the time, the length of the deployment didn't bother me. The people you are around make a big difference," Calhoun said. "You adopt each other as family ... your military family is actually closer. It's weird, but we would all die for each other.
"I got used to the field time. That's all we ever did was train, so I was prepared for it."
Asked what his favorite job position was, Calhoun doesn't hesitate: It was when he moved from team leader to squad leader right before the kick off of Operation Iraqi Freedom.
"I got to lead soldiers in combat. I feel I am a natural born leader. Some people you have to teach to lead, but I feel it is one of my best assets to lead," Calhoun said. "I am a take charge type of person."
Calhoun had a two-year break in service from 2005 to 2007, during which he spent time with his family. He re-enlisted, he said, because he loved what he was doing.
"My three children -- Destiny, 11, Tyreik, 10, and Trayvion, 8 -- think it is just one of the most wonderful jobs in the world," he said. "Daddy was fighting bad people, and daddy was in Iraq."
Since his return to active duty, Calhoun left the front lines to take his current position with 10th Mountain Division. His work here includes providing identification cards, retirement packets, supervising finance, and assisting with awards and personnel actions.
"Being with 10th Mountain is a whole different ball game for me because I am used to the mechanized world," he said. "So, it is totally different. You have to be more professional here than anything, especially with the job I have. Being on line is totally different than being in a division element. It is like going from day to night."
Comparing Iraq's current state of affairs to his previous deployment here, Calhoun feels the improvements in security prove coalition forces are doing the right thing.
"I have been outside the wire twice since I've been here," he said. "Seeing what it was from when I was here before to seeing it now, it is really amazing."
Calhoun's future plans include pursuing his promotion to sergeant and eventually putting in a packet to become a warrant officer in the aviation field.
"I've done everything else I've wanted to do so far," he said. "I've been in the Bradley's, I've shot a tank, I've been around all kinds of artillery on the ground. The one thing left to do that I haven't done is to fly a [helicopter]."
(Army Staff Sgt. Amber Emery works for Multinational Division –Center Public Affairs.)
American Forces Press Service
Nov. 24, 2008 - Army Spc. Anthony Calhoun has discovered that sometimes the things we don't plan, work out the best. Calhoun didn't plan to enlist in the Army. But once he did, he realized it was his calling. From infantryman to administrative specialist, he has had a spectrum of experiences in his Army career. Currently, he is a 10th Mountain Division Defense Enrollment Eligibility Reporting System operator.
"Honestly, I don't know why I joined. I was just watching TV, and it looked fun -- jumping out of helicopters," the New Orleans native said. "I have always been infatuated with tanks and helicopters and things like that. I guess it was just in my blood; it was kind of like a childhood dream to try it out."
Calhoun enlisted in 1999 and served the next six years with the 3rd Infantry Division's 3rd Brigade. He was deployed multiple times, including for a two-year tour at the beginning of Operation Iraqi Freedom.
"At the time, the length of the deployment didn't bother me. The people you are around make a big difference," Calhoun said. "You adopt each other as family ... your military family is actually closer. It's weird, but we would all die for each other.
"I got used to the field time. That's all we ever did was train, so I was prepared for it."
Asked what his favorite job position was, Calhoun doesn't hesitate: It was when he moved from team leader to squad leader right before the kick off of Operation Iraqi Freedom.
"I got to lead soldiers in combat. I feel I am a natural born leader. Some people you have to teach to lead, but I feel it is one of my best assets to lead," Calhoun said. "I am a take charge type of person."
Calhoun had a two-year break in service from 2005 to 2007, during which he spent time with his family. He re-enlisted, he said, because he loved what he was doing.
"My three children -- Destiny, 11, Tyreik, 10, and Trayvion, 8 -- think it is just one of the most wonderful jobs in the world," he said. "Daddy was fighting bad people, and daddy was in Iraq."
Since his return to active duty, Calhoun left the front lines to take his current position with 10th Mountain Division. His work here includes providing identification cards, retirement packets, supervising finance, and assisting with awards and personnel actions.
"Being with 10th Mountain is a whole different ball game for me because I am used to the mechanized world," he said. "So, it is totally different. You have to be more professional here than anything, especially with the job I have. Being on line is totally different than being in a division element. It is like going from day to night."
Comparing Iraq's current state of affairs to his previous deployment here, Calhoun feels the improvements in security prove coalition forces are doing the right thing.
"I have been outside the wire twice since I've been here," he said. "Seeing what it was from when I was here before to seeing it now, it is really amazing."
Calhoun's future plans include pursuing his promotion to sergeant and eventually putting in a packet to become a warrant officer in the aviation field.
"I've done everything else I've wanted to do so far," he said. "I've been in the Bradley's, I've shot a tank, I've been around all kinds of artillery on the ground. The one thing left to do that I haven't done is to fly a [helicopter]."
(Army Staff Sgt. Amber Emery works for Multinational Division –Center Public Affairs.)
Investment in Afghanistan Makes Economic Sense, Gates Says
By Donna Miles
American Forces Press Service
Nov. 24, 2008 - Tough economic times are no excuse for the international community to withhold support for Afghanistan, Defense Secretary Robert M. Gates told reporters returning with him Nov. 21 from a two-day defense ministerial in Nova Scotia, Canada. Gates called it shortsighted for some to consider cutting troop support or funding in Afghanistan, particularly in light of the threats that remain there.
"They'll have to weigh the consequences of not doing it," he told reporters.
The secretary said during a news conference in Cornwallis, Canada, that Afghanistan poses "some significant challenges," with insurgents finding sanctuary in the western border area and new recruits joining the insurgency during the past two years.
A key to countering this, he said, is to continue going after the Taliban, al-Qaida and other threats while building Afghan security forces so they can assume full responsibility for the country's security.
NATO is building a trust fund to underwrite the effort and nearly doubling the Afghan security forces to 134,000 members. Despite its estimated $17 billion price tag, Gates called it a solid investment.
"There is a huge disproportion between what it costs to train and equip an Afghan soldier and what it costs to put an American soldier in Afghanistan, trained and equipped and sustained," he said. "It is an order of many orders of magnitude, [and that's] true of other countries as well."
Ultimately, he said, it's in everyone's best interest to speed up the process in building up the Afghan national security forces. "Over the long term, your interests in getting out [of Afghanistan] are served by making a contribution to expanding the Afghan army."
Gates said during a NATO defense ministerial last month in Bucharest, Hungary, that he encountered no "push-back" on either the expansion of the Afghan National Army or creation of a NATO trust fund to help pay for it. "I think there is a broad understanding that, ultimately, the expansion of the Afghan security forces is everybody's ticket out of there," he told reporters.
Canadian Defense Minister Peter MacKay, who hosted last week's meeting, reiterated the call for other NATO countries to support the effort through trainers, equipment or funding. "Other countries should be under no illusion," MacKay said. "We are still asking for them to pick up the slack and share the burden."
American Forces Press Service
Nov. 24, 2008 - Tough economic times are no excuse for the international community to withhold support for Afghanistan, Defense Secretary Robert M. Gates told reporters returning with him Nov. 21 from a two-day defense ministerial in Nova Scotia, Canada. Gates called it shortsighted for some to consider cutting troop support or funding in Afghanistan, particularly in light of the threats that remain there.
"They'll have to weigh the consequences of not doing it," he told reporters.
The secretary said during a news conference in Cornwallis, Canada, that Afghanistan poses "some significant challenges," with insurgents finding sanctuary in the western border area and new recruits joining the insurgency during the past two years.
A key to countering this, he said, is to continue going after the Taliban, al-Qaida and other threats while building Afghan security forces so they can assume full responsibility for the country's security.
NATO is building a trust fund to underwrite the effort and nearly doubling the Afghan security forces to 134,000 members. Despite its estimated $17 billion price tag, Gates called it a solid investment.
"There is a huge disproportion between what it costs to train and equip an Afghan soldier and what it costs to put an American soldier in Afghanistan, trained and equipped and sustained," he said. "It is an order of many orders of magnitude, [and that's] true of other countries as well."
Ultimately, he said, it's in everyone's best interest to speed up the process in building up the Afghan national security forces. "Over the long term, your interests in getting out [of Afghanistan] are served by making a contribution to expanding the Afghan army."
Gates said during a NATO defense ministerial last month in Bucharest, Hungary, that he encountered no "push-back" on either the expansion of the Afghan National Army or creation of a NATO trust fund to help pay for it. "I think there is a broad understanding that, ultimately, the expansion of the Afghan security forces is everybody's ticket out of there," he told reporters.
Canadian Defense Minister Peter MacKay, who hosted last week's meeting, reiterated the call for other NATO countries to support the effort through trainers, equipment or funding. "Other countries should be under no illusion," MacKay said. "We are still asking for them to pick up the slack and share the burden."
Thanksgiving Day Message 2008
American Forces Press Service
Nov. 24, 2008 - In his 2008 Thanksgiving Day message released today, Navy Adm. Mike Mullen, chairman of the Joint Chiefs of Staff, noted the wartime similarities between today and the proclamation of the national holiday 140 years ago. Here is the text of Mullen's message:
Citing the many blessings bestowed upon the United States, these timeless words were delivered by Abraham Lincoln in his 1863 proclamation establishing Thanksgiving Day as a national holiday:
"It has seemed to me fit and proper that they should be solemnly, reverently and gratefully acknowledged as with one heart and voice by the whole American people. I do therefore invite my fellow citizens in every part of the United States, and also those who are at sea and those who are sojourning in foreign lands, to set apart and observe the last Thursday of November next, as a day of Thanksgiving and Praise ..."
It is humbling indeed to recall that in the thick of the Civil War – rife with conflict, dark with turmoil, and bloody with loss – American families at home and abroad were encouraged to reflect upon the bounty, opportunities, and liberties of their Nation. And give thanks they did.
This year, as we once again set apart and observe a day of thanks, nearly 280,000 service men and women are currently deployed across the globe, fighting our Nation's wars and defending our way of life. Let us remember those who are serving abroad and unable to celebrate with their loved ones.
Let us also honor their families, especially those of the fallen, who endure yet another gathering with an empty chair at the table, and one less hand to hold. We should present our thanks to them – and for them – with words, deeds, and open arms.
On behalf of my family, and those of the Joint Chiefs, I offer my heartfelt gratitude to you and your families for your service and sacrifice. Together, you help us rise above the challenges of our day, and make thanksgiving and praise possible once more for the whole American people.
Nov. 24, 2008 - In his 2008 Thanksgiving Day message released today, Navy Adm. Mike Mullen, chairman of the Joint Chiefs of Staff, noted the wartime similarities between today and the proclamation of the national holiday 140 years ago. Here is the text of Mullen's message:
Citing the many blessings bestowed upon the United States, these timeless words were delivered by Abraham Lincoln in his 1863 proclamation establishing Thanksgiving Day as a national holiday:
"It has seemed to me fit and proper that they should be solemnly, reverently and gratefully acknowledged as with one heart and voice by the whole American people. I do therefore invite my fellow citizens in every part of the United States, and also those who are at sea and those who are sojourning in foreign lands, to set apart and observe the last Thursday of November next, as a day of Thanksgiving and Praise ..."
It is humbling indeed to recall that in the thick of the Civil War – rife with conflict, dark with turmoil, and bloody with loss – American families at home and abroad were encouraged to reflect upon the bounty, opportunities, and liberties of their Nation. And give thanks they did.
This year, as we once again set apart and observe a day of thanks, nearly 280,000 service men and women are currently deployed across the globe, fighting our Nation's wars and defending our way of life. Let us remember those who are serving abroad and unable to celebrate with their loved ones.
Let us also honor their families, especially those of the fallen, who endure yet another gathering with an empty chair at the table, and one less hand to hold. We should present our thanks to them – and for them – with words, deeds, and open arms.
On behalf of my family, and those of the Joint Chiefs, I offer my heartfelt gratitude to you and your families for your service and sacrifice. Together, you help us rise above the challenges of our day, and make thanksgiving and praise possible once more for the whole American people.
MILITARY CONTRACTS November 24, 2008
Navy
United Technologies Corp., Pratt & Whitney, Military Engines, East Hartford, Conn., is being awarded a $98,894,306 modification to a previously awarded cost plus incentive fee contract (N00019-07-C-0098) to exercise an option for the procurement of one Short Take-Off and Vertical Landing (STOVL) propulsion system, one STOVL initial spare module, initial spare parts, and associated sustainment efforts for the U.S. Navy. In addition, this modification provides for special tooling and test equipment and a low rate initial production proposal and planning effort for the U.S. Air Force and the U.S. Navy. Work will be performed in East Hartford, Conn. (70 percent); Bristol, United Kingdom (19 percent); and Indianapolis, Ind. (11 percent) and is expected to be completed in February 2011. Contract funds will not expire at the end of the current fiscal year. The Naval Air Systems Command, Patuxent River, Md. is the contracting activity.
Honeywell Technology Solutions, Inc., Jacksonville, Fla., being awarded a $52,328,604 modification (#P00124) to previously awarded cost plus award fee contract (M67004-99-C-0002) to incorporate funds for the exercise of an option for the Maritime Prepositioning Ships Program, the Marine Corps Prepositioning Program-Norway, and other logistics support which includes logistics services that cover maintenance, supply support, inventory management, IT support, preservation, packing and packaging, organic support, and shipping and receiving, both in CONUS and OCONUS. This modification increases the basic value of the contract to a new total of $810,234,260. Work will be performed in Jacksonville, Fla. (75 percent); various locations in Kuwait, Iraq, and Afghanistan (17 percent); aboard 16 MPS ships (7 percent); in six locations in Norway (1 percent); and work is expected to be completed by July 13, 2009. Contract funds will not expire at the end of the current fiscal year. The United States Marine Corps, Blount Island Command, Jacksonville, Fla., is the contracting activity.
BAE Systems Norfolk Ship Repair, Norfolk, Va., is being awarded a $15,977,851 modification to previously awarded contract N00024-05-C-4403 for the USS Nassau (LHA-4) FY09 planned maintenance availability. There are 30+ work items that are repair, replace, preserve, install, clean in nature. In addition, the contractor will perform support services for several alteration installation teams and Norfolk Naval Shipyard work. Work will be performed in Norfolk, Va., and is expected to be completed by February 2009. Contract funds in the amount of $15,905,566 will expire at the end of the current fiscal year. The Mid-Atlantic Regional Maintenance Center, Norfolk, Va., is the contracting activity.
Lockheed Martin Services, Inc., Greenville, S.C., is being awarded an $11,822,675 not-to-exceed modification to a previously awarded indefinite delivery, indefinite quantity contract for Special Structural Inspection Kit (SSIK) Revision 7 inspection/ installation on five P-3 aircraft. Work will be performed in Greenville, S.C., and is expected to be completed in June 2010. Contract funds will not expire at the end of the current fiscal year. The Naval Air Systems Command, Patuxent River, Md., is the contracting activity (N00019-05-D-0013).
Raytheon Co., Tucson, Ariz., is being awarded an $11,276,395 modification to previously awarded contract to exercise an option for technical engineering support for the ESSM. Work will be performed in Tucson, Ariz. (45 percent); Camden, Ark. (2 percent); Andover, Mass. (10 percent); Australia (11 percent); Canada (7 percent); Denmark (1 percent); Greece (1 percent); Germany (8 percent); The Netherlands (6 percent); Norway (5 percent); Spain (3 percent); and Turkey (1 percent), and is expected to be completed by November 2010. Contract funds in the amount of $349,968 will expire at the end of the current fiscal year. The Naval Sea Systems Command, Washington Navy Yard, D.C., is the contracting activity (N00024-07-C-5432).
Air Force
The Air Force is modifying a firm fixed price and cost plus fixed fee contract with Thales-Raytheon Systems, Fullerton, Calif. for $6,604,990. This contract will provide sector/systems sustainment, engineering support, and materials to support sustainment of the Battle Control System-fixed system, which provides NORAD and PACOM commanders with a viable, interoperable, open architecture air defense and control platform in support of NORAD's Homeland Defense. At this time, all the money has been obligated. HQ Electronic Systems Center, Hanscom Air Force Base, Mass. is the contracting activity. (FA8722-06-C-001, Modification P00017).
DEFENSE LOGISTICS AGENCY
Foster-Caviness Company, Inc., Colfax, N.C.* is being awarded a maximum $14,100,000 fixed price with economic price adjustment, total set aside contract for fresh fruit and vegetable support. There are no other locations of performance. Using services are Army, Air Force, Marine Corps and USDA School Lunch Participants. This proposal was originally Web solicited with 2 responses. Contract funds will not expire at the end of the current fiscal year. This contract is exercising first option period. The date of performance completion is May 29, 2010. The contracting activity is the Defense Supply Center Philadelphia (DSCP), Philadelphia, Pa. (SPM300-08-D-P002).
Produce Source Partners, Newport News, Va.* is being awarded a maximum $10,350,000 fixed price with economic price adjustment, total set aside contract for fresh fruit and vegetable support. There are no other locations of performance. Using services are Army, Navy and Marine Corps. This proposal was originally Web solicited with 3 responses. Contract funds will not expire at the end of the current fiscal year. This contract is exercising first option period. The date of performance completion is May 29, 2010. The contracting activity is the Defense Supply Center Philadelphia (DSCP), Philadelphia, Pa. (SPM300-08-D-P001).
Army
Summa Technology Inc, Huntsville, Ala., was awarded on Nov 21, 2008 a, $39,999,694 five-year firm fixed price contract for a container Roll In/Out Platform. The estimated Five Year total was 3,270. Work will be performed in Cullman, Ala., with an estimated completion date of June 30, 2012. Bids solicited were via the Web and six bids were received. US Army TACOM, Warren, Mich., is the contracting activity (W56HZV-06-D-0269).
Thales-Raytheon Systems Co., LLC, Fullerton, Calif., was awarded on Sept 25, 2008, a modification for $22,316,182.00 with the total of %75,510,390.00 firm fixed price contract for 264 Radar Processors and 47 Radar Processors Spare Kits in support of the Firefinder AN/TPQ-36 Radar Processors replacement program. Work will be performed in Fullerton, Calif., with an estimated completion date of April 30, 2010. This was a sole source contract. Communications-Electronics Command, Fort Monmouth, N.J., is the contracting activity (W15P7T-06-C-M207 P00020).
Rolls-Royce Corporation, Indianapolis, Ind., was awarded on Nov 20, 2008 a, $11,050,725 firm fixed price contract, to analyze, test, repair and overhaul of 117 each T63-A-720 Gas Turbine Engines applicable to the OH-58 Kiowa Helicopters. Work will be performed in Neosho, Mo., and Oakland, Calif., with an estimated completion date of April 30, 2010. One bid was solicited and one bid was received. US Army Aviation and Missile Command, Redstone Arsenal, Ala., is the contracting activity (W58RGZ-09-C-0001).
Mississippi Limestone Corp, Friars Point, Miss., was awarded on Nov 20, 2008 a, $9,802,332 firm fixed price contract for flood control, Mississippi River & Tributaries, Articulated Concrete Matter Castings, Delta, La. Work will be performed in Vidalia, La., with an estimated completion date of Aug. 10, 2009. Bids solicited were via the FedBizOpps and two bids were received. Corp of Engineers, Vicksburg Contracting Office, Vicksburg, Miss., is the contracting activity (W912EE-09-C-0001).
BAE Systems, Information and Electronic Systems Integration Inc., Nashua, NH was awarded on Sept 25, 2008, a fixed price contract for $11,221,000.00 with a not to exceed total of $22,900,000.00 firm for 73 Advanced Threat Infrared Countermeasure/Common Missile Warning Systems A-Kits for the CH-47 aircraft. Work will be performed in Nashua, N.H., with an estimated completion date of July 25, 2009. This was a sole source contract. Communications-Electronics Command, Fort Monmouth, N.J., is the contracting activity (W15P7T-08-C-T213).
.W. LaQuay Dredging, Inc, Port Lavaca, Texas, was awarded on Nov 20, 2008 a, $10,796,000 firm fixed price contract. Gulf Intercostals Waterways, Texas in Nueces, Kleberg, Kennedy, Willacy, and Cameron Counties, Texas, Corpus Christi Bay to Port Isabel, Pipeline Dredging. Work will be performed in Nueces County, Texas, Kleberg County, Texas, Kennedy, Texas, Willacy County, Texas and Cameron County, Texas, with an estimated completion date of April 30, 2009. Eighteen bids were solicited and two bids were received. US Army Engineer District, Galveston, Texas, is the contracting activity (W912HY-09-C-0005).
United Technologies Corp., Pratt & Whitney, Military Engines, East Hartford, Conn., is being awarded a $98,894,306 modification to a previously awarded cost plus incentive fee contract (N00019-07-C-0098) to exercise an option for the procurement of one Short Take-Off and Vertical Landing (STOVL) propulsion system, one STOVL initial spare module, initial spare parts, and associated sustainment efforts for the U.S. Navy. In addition, this modification provides for special tooling and test equipment and a low rate initial production proposal and planning effort for the U.S. Air Force and the U.S. Navy. Work will be performed in East Hartford, Conn. (70 percent); Bristol, United Kingdom (19 percent); and Indianapolis, Ind. (11 percent) and is expected to be completed in February 2011. Contract funds will not expire at the end of the current fiscal year. The Naval Air Systems Command, Patuxent River, Md. is the contracting activity.
Honeywell Technology Solutions, Inc., Jacksonville, Fla., being awarded a $52,328,604 modification (#P00124) to previously awarded cost plus award fee contract (M67004-99-C-0002) to incorporate funds for the exercise of an option for the Maritime Prepositioning Ships Program, the Marine Corps Prepositioning Program-Norway, and other logistics support which includes logistics services that cover maintenance, supply support, inventory management, IT support, preservation, packing and packaging, organic support, and shipping and receiving, both in CONUS and OCONUS. This modification increases the basic value of the contract to a new total of $810,234,260. Work will be performed in Jacksonville, Fla. (75 percent); various locations in Kuwait, Iraq, and Afghanistan (17 percent); aboard 16 MPS ships (7 percent); in six locations in Norway (1 percent); and work is expected to be completed by July 13, 2009. Contract funds will not expire at the end of the current fiscal year. The United States Marine Corps, Blount Island Command, Jacksonville, Fla., is the contracting activity.
BAE Systems Norfolk Ship Repair, Norfolk, Va., is being awarded a $15,977,851 modification to previously awarded contract N00024-05-C-4403 for the USS Nassau (LHA-4) FY09 planned maintenance availability. There are 30+ work items that are repair, replace, preserve, install, clean in nature. In addition, the contractor will perform support services for several alteration installation teams and Norfolk Naval Shipyard work. Work will be performed in Norfolk, Va., and is expected to be completed by February 2009. Contract funds in the amount of $15,905,566 will expire at the end of the current fiscal year. The Mid-Atlantic Regional Maintenance Center, Norfolk, Va., is the contracting activity.
Lockheed Martin Services, Inc., Greenville, S.C., is being awarded an $11,822,675 not-to-exceed modification to a previously awarded indefinite delivery, indefinite quantity contract for Special Structural Inspection Kit (SSIK) Revision 7 inspection/ installation on five P-3 aircraft. Work will be performed in Greenville, S.C., and is expected to be completed in June 2010. Contract funds will not expire at the end of the current fiscal year. The Naval Air Systems Command, Patuxent River, Md., is the contracting activity (N00019-05-D-0013).
Raytheon Co., Tucson, Ariz., is being awarded an $11,276,395 modification to previously awarded contract to exercise an option for technical engineering support for the ESSM. Work will be performed in Tucson, Ariz. (45 percent); Camden, Ark. (2 percent); Andover, Mass. (10 percent); Australia (11 percent); Canada (7 percent); Denmark (1 percent); Greece (1 percent); Germany (8 percent); The Netherlands (6 percent); Norway (5 percent); Spain (3 percent); and Turkey (1 percent), and is expected to be completed by November 2010. Contract funds in the amount of $349,968 will expire at the end of the current fiscal year. The Naval Sea Systems Command, Washington Navy Yard, D.C., is the contracting activity (N00024-07-C-5432).
Air Force
The Air Force is modifying a firm fixed price and cost plus fixed fee contract with Thales-Raytheon Systems, Fullerton, Calif. for $6,604,990. This contract will provide sector/systems sustainment, engineering support, and materials to support sustainment of the Battle Control System-fixed system, which provides NORAD and PACOM commanders with a viable, interoperable, open architecture air defense and control platform in support of NORAD's Homeland Defense. At this time, all the money has been obligated. HQ Electronic Systems Center, Hanscom Air Force Base, Mass. is the contracting activity. (FA8722-06-C-001, Modification P00017).
DEFENSE LOGISTICS AGENCY
Foster-Caviness Company, Inc., Colfax, N.C.* is being awarded a maximum $14,100,000 fixed price with economic price adjustment, total set aside contract for fresh fruit and vegetable support. There are no other locations of performance. Using services are Army, Air Force, Marine Corps and USDA School Lunch Participants. This proposal was originally Web solicited with 2 responses. Contract funds will not expire at the end of the current fiscal year. This contract is exercising first option period. The date of performance completion is May 29, 2010. The contracting activity is the Defense Supply Center Philadelphia (DSCP), Philadelphia, Pa. (SPM300-08-D-P002).
Produce Source Partners, Newport News, Va.* is being awarded a maximum $10,350,000 fixed price with economic price adjustment, total set aside contract for fresh fruit and vegetable support. There are no other locations of performance. Using services are Army, Navy and Marine Corps. This proposal was originally Web solicited with 3 responses. Contract funds will not expire at the end of the current fiscal year. This contract is exercising first option period. The date of performance completion is May 29, 2010. The contracting activity is the Defense Supply Center Philadelphia (DSCP), Philadelphia, Pa. (SPM300-08-D-P001).
Army
Summa Technology Inc, Huntsville, Ala., was awarded on Nov 21, 2008 a, $39,999,694 five-year firm fixed price contract for a container Roll In/Out Platform. The estimated Five Year total was 3,270. Work will be performed in Cullman, Ala., with an estimated completion date of June 30, 2012. Bids solicited were via the Web and six bids were received. US Army TACOM, Warren, Mich., is the contracting activity (W56HZV-06-D-0269).
Thales-Raytheon Systems Co., LLC, Fullerton, Calif., was awarded on Sept 25, 2008, a modification for $22,316,182.00 with the total of %75,510,390.00 firm fixed price contract for 264 Radar Processors and 47 Radar Processors Spare Kits in support of the Firefinder AN/TPQ-36 Radar Processors replacement program. Work will be performed in Fullerton, Calif., with an estimated completion date of April 30, 2010. This was a sole source contract. Communications-Electronics Command, Fort Monmouth, N.J., is the contracting activity (W15P7T-06-C-M207 P00020).
Rolls-Royce Corporation, Indianapolis, Ind., was awarded on Nov 20, 2008 a, $11,050,725 firm fixed price contract, to analyze, test, repair and overhaul of 117 each T63-A-720 Gas Turbine Engines applicable to the OH-58 Kiowa Helicopters. Work will be performed in Neosho, Mo., and Oakland, Calif., with an estimated completion date of April 30, 2010. One bid was solicited and one bid was received. US Army Aviation and Missile Command, Redstone Arsenal, Ala., is the contracting activity (W58RGZ-09-C-0001).
Mississippi Limestone Corp, Friars Point, Miss., was awarded on Nov 20, 2008 a, $9,802,332 firm fixed price contract for flood control, Mississippi River & Tributaries, Articulated Concrete Matter Castings, Delta, La. Work will be performed in Vidalia, La., with an estimated completion date of Aug. 10, 2009. Bids solicited were via the FedBizOpps and two bids were received. Corp of Engineers, Vicksburg Contracting Office, Vicksburg, Miss., is the contracting activity (W912EE-09-C-0001).
BAE Systems, Information and Electronic Systems Integration Inc., Nashua, NH was awarded on Sept 25, 2008, a fixed price contract for $11,221,000.00 with a not to exceed total of $22,900,000.00 firm for 73 Advanced Threat Infrared Countermeasure/Common Missile Warning Systems A-Kits for the CH-47 aircraft. Work will be performed in Nashua, N.H., with an estimated completion date of July 25, 2009. This was a sole source contract. Communications-Electronics Command, Fort Monmouth, N.J., is the contracting activity (W15P7T-08-C-T213).
.W. LaQuay Dredging, Inc, Port Lavaca, Texas, was awarded on Nov 20, 2008 a, $10,796,000 firm fixed price contract. Gulf Intercostals Waterways, Texas in Nueces, Kleberg, Kennedy, Willacy, and Cameron Counties, Texas, Corpus Christi Bay to Port Isabel, Pipeline Dredging. Work will be performed in Nueces County, Texas, Kleberg County, Texas, Kennedy, Texas, Willacy County, Texas and Cameron County, Texas, with an estimated completion date of April 30, 2009. Eighteen bids were solicited and two bids were received. US Army Engineer District, Galveston, Texas, is the contracting activity (W912HY-09-C-0005).
Sunday, November 23, 2008
Learning Lessons in the American Expeditionary Forces
If history has shown anything, it has underlined both the importance and difficulty of preparing for the unexpected. A trained and ready Army must possess a sound doctrine, competent leaders, and effective, rugged equipment. Just as important to success is the Army’s capacity to change. It must be able to rapidly adapt existing organizations, tactics, techniques, and procedures to meet the demands of emerging situations. How our military leaders did just that in the past is the subject of this focused essay.
World War I—“The Great War”—was no less of a contingency operation than the many smaller overseas missions that the U.S. Army has undertaken over the past decade. While the general nature of that earlier conflict was well known to the U.S. Army’s leaders prior to the deployment of the American Expeditionary Forces (AEF) to Europe in 1917, many of the specifics involved with raising a force that could fight effectively in the harsh trench warfare environment of that period were not. In fact, the small size of America’s prewar Army and the desperate need of its European allies for fighting forces meant that large numbers of U.S. Army troops entered combat with minimal preparation for the task at hand. The ability of American units and their commanders to identify problems and correct them in a systematic fashion thus became critical to the AEF’s growing effectiveness and ultimate success on the battlefield.
As we commemorate the eightieth anniversary of this nation’s involvement in World War I, it is entirely appropriate to recall our earlier experience to determine what might be relevant today. The “intellectual fieldcraft” that served the AEF so well during World War I remains a vital part of our heritage, one that ultimately led to the establishment of the Center for Army Lessons Learned (CALL). Similarly, the Army’s postwar attempt to generalize from that earlier experience—always a more difficult chore—also contains lessons for those seeking answers to the future from our most recent efforts in Asia, Africa, Latin America, and Southeastern Europe. We are pleased to offer this study, as we feel it may prove useful to those currently grappling with change throughout the Army.
READ ON
http://www.history.army.mil/brochures/aef/aef.htm
World War I—“The Great War”—was no less of a contingency operation than the many smaller overseas missions that the U.S. Army has undertaken over the past decade. While the general nature of that earlier conflict was well known to the U.S. Army’s leaders prior to the deployment of the American Expeditionary Forces (AEF) to Europe in 1917, many of the specifics involved with raising a force that could fight effectively in the harsh trench warfare environment of that period were not. In fact, the small size of America’s prewar Army and the desperate need of its European allies for fighting forces meant that large numbers of U.S. Army troops entered combat with minimal preparation for the task at hand. The ability of American units and their commanders to identify problems and correct them in a systematic fashion thus became critical to the AEF’s growing effectiveness and ultimate success on the battlefield.
As we commemorate the eightieth anniversary of this nation’s involvement in World War I, it is entirely appropriate to recall our earlier experience to determine what might be relevant today. The “intellectual fieldcraft” that served the AEF so well during World War I remains a vital part of our heritage, one that ultimately led to the establishment of the Center for Army Lessons Learned (CALL). Similarly, the Army’s postwar attempt to generalize from that earlier experience—always a more difficult chore—also contains lessons for those seeking answers to the future from our most recent efforts in Asia, Africa, Latin America, and Southeastern Europe. We are pleased to offer this study, as we feel it may prove useful to those currently grappling with change throughout the Army.
READ ON
http://www.history.army.mil/brochures/aef/aef.htm
Humanitarian Efforts Aid Diplomacy, Hospital Ship Commander Says
By Fred W. Baker III
American Forces Press Service
Nov. 23, 2008 - The Navy hospital ship USNS Mercy helped care for more than 90,000 patients and helped spread diplomacy throughout the U.S. Pacific Command during a four-month stint in the region this summer, the ship's commanding officer said Nov. 21.
"This is an opportunity for America to put our best foot forward and an opportunity for citizens to be proud to be Americans because of what we're doing for these nations," Navy Capt. James P. Rice said. "All of this is to make it a better world; it's really as simple as that."
Rice spoke to a handful of alumni of the Joint Civilian Orientation Conference, a Defense Department community outreach program, from the ship, which is now docked at its home port here.
The ship concluded its part of the Pacific Partnership 2008 mission in September after it provided medical, dental and engineering support to thousands in the Western Pacific countries of the Philippines, Vietnam, Timor-Leste, Papua New Guinea and Micronesia. More than 75,000 medical patients were treated, more than 14,000 dental patients were seen and more than 1,300 surgeries were conducted. The ship provided an estimated $20 million in health care, Rice said.
Twenty-six engineering projects were completed, ranging from of a waste water treatment facility in the Philippines to the construction of a community center in Papua New Guinea.
The ship is now docked here and running with minimal staff, but is on "Alert 5" status, ready to get underway in five days to provide combat trauma support. It also can be tasked to help with humanitarian missions or disaster relief here and abroad if needed, Rice said.
A converted oil tanker, the USNS Mercy was commissioned in November 1986. Its first humanitarian mission was to the Philippines in 1987. It was activated in support of Operation Desert Storm in 1990. Rice told the group that Navy officials began to understand the strategic importance of providing humanitarian relief after the tsunami that struck in the Indian Ocean in 2004. The Mercy was activated then to aid relief efforts there.
The Mercy deployed again in 2006 for five months to Southeast Asia, and "the rest is history," Rice said.
The ship provides a full spectrum of medicine, limited only by the specialists officials can get on board, Rice said. It works in partnership with other nations, host nations and nongovernmental agencies to provide care.
"Our partners bring capabilities to us that expand our ability to provide care," Rice said.
This past mission's partner nations included medical staff from Australia, Canada, Chile, India, Indonesia, Singapore, New Zealand, Japan and the Republic of Korea.
The Mercy team was also joined by volunteers from NGOs such as Operation Smile, Project Hope, University of California Pre-dental Society, East Meets West and International Relief Teams.
In addition to direct medical care, the ship also provides capacity building projects such as preventative medicine and environmental health in projects that include water sanitation, engineering and veterinarian assistance.
Officials have also begun to look at "strategic capacity building," Rice said, taking on projects that will affect the host nation over a longer term, such as 10 or 20 years later.
"We're always going to provide direct care. But what are we going to do to help develop that host nation?" Rice said.
The recently concluded Pacific Partnership mission included helping medical officials in Timor-Leste develop a five-year budget for their hospital and prioritize the purchase of equipment and capabilities to develop their national hospital.
In Papua New Guinea, a country with only 12 dentists, the medical staff sponsored a four-day dental symposium and donated the resources to teach dentists and 25 dental students and technicians to help to build the country's dental capabilities.
The missions help to develop relationships and strengthen friendships between host nations and the United States and its partner nations, Rice said. The visits also help to prepare the participating countries for providing disaster relief assistance should the need arise.
"It is better to practice working together when it is calm than when all craziness is breaking loose," Rice said.
The U.S. humanitarian mission has evolved, Rice said, from acting as a "benevolent" country coming to the host nation's aid to helping to propel the host nation forward.
"We really didn't quite get it yet," he said of operations before that adjustment in focus. "It's not about us. It's about them." Now, officials work to build the country and make it stronger without "stepping on toes," he said.
"This isn't a military mission. It is purely a humanitarian mission," Rice said. But, he added, such missions can contribute to stability. "If a country is stable, it is less likely to allow a terrorist organization to take root," he said. "It has a big benefit for our overarching national strategic objectives."
The Mercy is one of two Navy hospital ships. Its sister ship, the USNS Comfort, is based out of Baltimore, and is slated to deploy to West Africa on a similar mission next year. The Mercy will deploy again in 2010.
American Forces Press Service
Nov. 23, 2008 - The Navy hospital ship USNS Mercy helped care for more than 90,000 patients and helped spread diplomacy throughout the U.S. Pacific Command during a four-month stint in the region this summer, the ship's commanding officer said Nov. 21.
"This is an opportunity for America to put our best foot forward and an opportunity for citizens to be proud to be Americans because of what we're doing for these nations," Navy Capt. James P. Rice said. "All of this is to make it a better world; it's really as simple as that."
Rice spoke to a handful of alumni of the Joint Civilian Orientation Conference, a Defense Department community outreach program, from the ship, which is now docked at its home port here.
The ship concluded its part of the Pacific Partnership 2008 mission in September after it provided medical, dental and engineering support to thousands in the Western Pacific countries of the Philippines, Vietnam, Timor-Leste, Papua New Guinea and Micronesia. More than 75,000 medical patients were treated, more than 14,000 dental patients were seen and more than 1,300 surgeries were conducted. The ship provided an estimated $20 million in health care, Rice said.
Twenty-six engineering projects were completed, ranging from of a waste water treatment facility in the Philippines to the construction of a community center in Papua New Guinea.
The ship is now docked here and running with minimal staff, but is on "Alert 5" status, ready to get underway in five days to provide combat trauma support. It also can be tasked to help with humanitarian missions or disaster relief here and abroad if needed, Rice said.
A converted oil tanker, the USNS Mercy was commissioned in November 1986. Its first humanitarian mission was to the Philippines in 1987. It was activated in support of Operation Desert Storm in 1990. Rice told the group that Navy officials began to understand the strategic importance of providing humanitarian relief after the tsunami that struck in the Indian Ocean in 2004. The Mercy was activated then to aid relief efforts there.
The Mercy deployed again in 2006 for five months to Southeast Asia, and "the rest is history," Rice said.
The ship provides a full spectrum of medicine, limited only by the specialists officials can get on board, Rice said. It works in partnership with other nations, host nations and nongovernmental agencies to provide care.
"Our partners bring capabilities to us that expand our ability to provide care," Rice said.
This past mission's partner nations included medical staff from Australia, Canada, Chile, India, Indonesia, Singapore, New Zealand, Japan and the Republic of Korea.
The Mercy team was also joined by volunteers from NGOs such as Operation Smile, Project Hope, University of California Pre-dental Society, East Meets West and International Relief Teams.
In addition to direct medical care, the ship also provides capacity building projects such as preventative medicine and environmental health in projects that include water sanitation, engineering and veterinarian assistance.
Officials have also begun to look at "strategic capacity building," Rice said, taking on projects that will affect the host nation over a longer term, such as 10 or 20 years later.
"We're always going to provide direct care. But what are we going to do to help develop that host nation?" Rice said.
The recently concluded Pacific Partnership mission included helping medical officials in Timor-Leste develop a five-year budget for their hospital and prioritize the purchase of equipment and capabilities to develop their national hospital.
In Papua New Guinea, a country with only 12 dentists, the medical staff sponsored a four-day dental symposium and donated the resources to teach dentists and 25 dental students and technicians to help to build the country's dental capabilities.
The missions help to develop relationships and strengthen friendships between host nations and the United States and its partner nations, Rice said. The visits also help to prepare the participating countries for providing disaster relief assistance should the need arise.
"It is better to practice working together when it is calm than when all craziness is breaking loose," Rice said.
The U.S. humanitarian mission has evolved, Rice said, from acting as a "benevolent" country coming to the host nation's aid to helping to propel the host nation forward.
"We really didn't quite get it yet," he said of operations before that adjustment in focus. "It's not about us. It's about them." Now, officials work to build the country and make it stronger without "stepping on toes," he said.
"This isn't a military mission. It is purely a humanitarian mission," Rice said. But, he added, such missions can contribute to stability. "If a country is stable, it is less likely to allow a terrorist organization to take root," he said. "It has a big benefit for our overarching national strategic objectives."
The Mercy is one of two Navy hospital ships. Its sister ship, the USNS Comfort, is based out of Baltimore, and is slated to deploy to West Africa on a similar mission next year. The Mercy will deploy again in 2010.
Friday, November 21, 2008
Face of Defense: Recruiter Deploys as Career Counselor
By Army Pfc. Terence Ewings
Special to American Forces Press Service
Nov. 21, 2008 - Army Sgt. 1st Class Charles Washington, a career counselor attached to the 4th Brigade Combat Team, 1st Cavalry Division, mentors soldiers and puts them into a position for future success. Washington is a recruiter assigned to the 3rd Army Medical Recruiting Command. He volunteered to deploy with the Long Knife Brigade as part of an individual augmentee program, which allows a recruiter to go overseas and work as a career counselor during a combat tour.
"I volunteered for this program so that I can share my experiences with the men and women that have questions about deployments," he said. "Being a career counselor is somewhat similar to recruiting. You talk to the soldiers and help them make a decision with their best interest in mind."
The former ammunition specialist from Lewisville, Ga., found his passion in recruiting when he was selected to serve at his first recruiting station in Youngstown, Ohio.
"It was hard at first, but I think recruiting came to me naturally," Washington said. "Taking a young man or woman and teaching them to be a soldier gives me a good feeling to be a part of that."
He speaks of his soldiers with pride, and he shows it by wearing his recruiter's ring, which came with his Glen E. Morrell Award for excelling at recruiting.
"Washington has been a great asset to the team, and he's very successful at what he does," Army Master Sgt. Keith Green, the brigade's head career counselor, said. "He counsels soldiers just like we do, and helps them with their future plans."
After this deployment, with his seven years of recruiting experience, Washington said he plans on going back to a recruiting station and becoming a recruiting trainer so that he can share his knowledge with future soldiers and their families back home.
(Army Pfc. Terence Ewings serves with the 1st Cavalry Division's 4th Brigade Combat Team.)
Special to American Forces Press Service
Nov. 21, 2008 - Army Sgt. 1st Class Charles Washington, a career counselor attached to the 4th Brigade Combat Team, 1st Cavalry Division, mentors soldiers and puts them into a position for future success. Washington is a recruiter assigned to the 3rd Army Medical Recruiting Command. He volunteered to deploy with the Long Knife Brigade as part of an individual augmentee program, which allows a recruiter to go overseas and work as a career counselor during a combat tour.
"I volunteered for this program so that I can share my experiences with the men and women that have questions about deployments," he said. "Being a career counselor is somewhat similar to recruiting. You talk to the soldiers and help them make a decision with their best interest in mind."
The former ammunition specialist from Lewisville, Ga., found his passion in recruiting when he was selected to serve at his first recruiting station in Youngstown, Ohio.
"It was hard at first, but I think recruiting came to me naturally," Washington said. "Taking a young man or woman and teaching them to be a soldier gives me a good feeling to be a part of that."
He speaks of his soldiers with pride, and he shows it by wearing his recruiter's ring, which came with his Glen E. Morrell Award for excelling at recruiting.
"Washington has been a great asset to the team, and he's very successful at what he does," Army Master Sgt. Keith Green, the brigade's head career counselor, said. "He counsels soldiers just like we do, and helps them with their future plans."
After this deployment, with his seven years of recruiting experience, Washington said he plans on going back to a recruiting station and becoming a recruiting trainer so that he can share his knowledge with future soldiers and their families back home.
(Army Pfc. Terence Ewings serves with the 1st Cavalry Division's 4th Brigade Combat Team.)
Department Defers F-22 Funding Decision to Next Administration
By Sara Moore
American Forces Press Service
Nov. 21, 2008 - To avoid unnecessary taxpayer spending, the Defense Department is only partially funding the expansion of F-22 Raptor aircraft production, leaving the decision for further expansion to the incoming administration. John J. Young Jr., undersecretary of defense for acquisition, technology and logistics, told members of the air and land forces subcommittee of the House Armed Services Committee in a Nov. 19 hearing that he has approved $50 million for advance procurement for four F-22s. DoD will include the purchase of these four aircraft in the second fiscal 2009 supplemental budget request, he said.
The decision on whether to use the rest of the $140 million allocated in the 2009 National Defense Authorization Act for advance procurement for up to 16 more F-22s will be up to the Obama administration in January, Young said. Procurement of the four F-22s provides a bridge to give the new administration every option with the program, he said.
"The department is acting responsibly, consistent with [Defense Secretary Robert M. Gates'] commitment and congressional direction, seeking to ensure that each tax dollar is used carefully and efficiently," he said.
DoD is delaying the advance procurement on the remaining 16 aircraft to save taxpayer money should the Obama administration decide not to purchase the aircraft, Young said. However, he acknowledged, if the new administration delays its decision on the F-22s past January, it could face higher costs from the manufacturers.
The NDAA authorizes advance procurement for the F-22s until March, and if the decision on the remaining aircraft doesn't come until then, there is a very real chance the cost for the planes could go up, Young said. However, he cautioned that the estimates for those higher prices are based on industry estimates that haven't been negotiated.
"I'm not ignoring the industry estimates, but I'm also not granting them credibility, and so ... if we do nothing until March, I could face -- and that's what I was told by industry -- a cost, which I would seek to negotiate away on behalf of the government," Young said.
Countering committee members' claims that he was acting in defiance of Congress by not funding all 20 aircraft, Young said the law doesn't require him to buy the planes all at once, and his goal is to save the taxpayers money.
"Can I buy that advance procurement as four plus 16, instead of 20, and impose no additional cost on the taxpayer and preserve the total flexibility and option of the next administration to come and discuss with the Congress whether they want to buy the airplanes behind the advance procurement? And that is the option, having convinced myself that that is possible, we sought to execute," he said.
DoD has done a legitimate analysis of the F-22 program, and though some Air Force officials may disagree, Gates believes the department is on its way to the right mix of aircraft, Young said.
"From Secretary Gates down, there has been a hard look at that analysis and a view that it is a higher priority to do other things in the Defense Department than buy additional F-22s at this time," he said.
American Forces Press Service
Nov. 21, 2008 - To avoid unnecessary taxpayer spending, the Defense Department is only partially funding the expansion of F-22 Raptor aircraft production, leaving the decision for further expansion to the incoming administration. John J. Young Jr., undersecretary of defense for acquisition, technology and logistics, told members of the air and land forces subcommittee of the House Armed Services Committee in a Nov. 19 hearing that he has approved $50 million for advance procurement for four F-22s. DoD will include the purchase of these four aircraft in the second fiscal 2009 supplemental budget request, he said.
The decision on whether to use the rest of the $140 million allocated in the 2009 National Defense Authorization Act for advance procurement for up to 16 more F-22s will be up to the Obama administration in January, Young said. Procurement of the four F-22s provides a bridge to give the new administration every option with the program, he said.
"The department is acting responsibly, consistent with [Defense Secretary Robert M. Gates'] commitment and congressional direction, seeking to ensure that each tax dollar is used carefully and efficiently," he said.
DoD is delaying the advance procurement on the remaining 16 aircraft to save taxpayer money should the Obama administration decide not to purchase the aircraft, Young said. However, he acknowledged, if the new administration delays its decision on the F-22s past January, it could face higher costs from the manufacturers.
The NDAA authorizes advance procurement for the F-22s until March, and if the decision on the remaining aircraft doesn't come until then, there is a very real chance the cost for the planes could go up, Young said. However, he cautioned that the estimates for those higher prices are based on industry estimates that haven't been negotiated.
"I'm not ignoring the industry estimates, but I'm also not granting them credibility, and so ... if we do nothing until March, I could face -- and that's what I was told by industry -- a cost, which I would seek to negotiate away on behalf of the government," Young said.
Countering committee members' claims that he was acting in defiance of Congress by not funding all 20 aircraft, Young said the law doesn't require him to buy the planes all at once, and his goal is to save the taxpayers money.
"Can I buy that advance procurement as four plus 16, instead of 20, and impose no additional cost on the taxpayer and preserve the total flexibility and option of the next administration to come and discuss with the Congress whether they want to buy the airplanes behind the advance procurement? And that is the option, having convinced myself that that is possible, we sought to execute," he said.
DoD has done a legitimate analysis of the F-22 program, and though some Air Force officials may disagree, Gates believes the department is on its way to the right mix of aircraft, Young said.
"From Secretary Gates down, there has been a hard look at that analysis and a view that it is a higher priority to do other things in the Defense Department than buy additional F-22s at this time," he said.
Warrior Care: Conference Promotes Focus on Wellness, Resiliency
By Samantha L. Quigley
American Forces Press Service
Nov. 21, 2008 - Shifting the military culture as it pertains to mental health from an illness-based medical model to one that focuses on wellness and resilience was the focus of a three-day conference hosted here this week by the Defense Centers of Excellence for Psychological Health and Traumatic Brain Injury. The "Warrior Resilience Conference: Partnership with the Line" was held Nov. 18-20.
Army Brig. Gen. Loree K. Sutton, director of the centers of excellence, said Defense Secretary Robert M. Gates and Navy Adm. Mike Mullen, chairman of the Joint Chiefs of Staff, have made it clear the commitment to the cultural change starts at the top in the Defense Department.
"This transformation reflects our commitment to support leaders in optimizing health, mitigating risks, and intervening early to prevent illness whenever possible," Sutton said in a welcome to participants. "As Secretary Gates and Chairman Mullen have emphasized, seeking help is a sign of profound courage and strength."
That's the message the center hopes to spread through its "Real Warriors, Real Battles, Real Strength" campaign, said Navy Cmdr. Anthony A. Arita, director of clearinghouse, outreach and advocacy for the centers of excellence.
The campaign, recommended by a mental health task force, has the confidence of top leadership, Arita said. In fact, he said, Mullen has characterized seeking help for mental health issues as an act of courage that the military's leaders need to undertake as a model.
A quote from the chairman on a briefing slide underscored the admiral's view: "You can't expect a private or a specialist to be willing to seek counseling when his or her captain, colonel, or general won't do it."
A stigma attached to seeking mental health care permeates the military culture and stands as a barrier to servicemembers seeking the help they need, a DoD task force on mental health concluded. The "Real Warriors, Real Battles, Real Strength" campaign was created to break down those barriers and promote resilience, recovery and reintegration, Arita said.
"I would suggest stigma poses a barrier to building resilience," Arita said. "Some of the goals we have with regard to this campaign are to normalize psychological health [and to] normalize the symptoms that commonly are reported following one's return from deployment, building a culture of psychological responsibility.
"That's the commitment that we all have in putting psychological health issues on equal par with physical," he continued. "Just as we invest our time and energies to keeping physically healthy, we need to have that similar investment in those things that keep us psychologically fit, psychologically healthy, and psychologically resilient."
Through its campaign, the center hopes to build this resiliency by creating awareness and understanding and by modeling support, including highlighting warriors' stories.
"Through the power of sharing one's battle, one's sense of strength, we're able to mobilize hope and inspire others," Arita said. "We hope to model, for those who are in leadership positions ... what it means to demonstrate strength, courage and a commitment to one's psychological health."
He encouraged warriors willing to share their stories to get in contact with the center. He also asked for anyone interested in becoming part of the campaign to contact the center at DCOE.RealWarriors@tma.osd.mil.
No magic solution exists to ensure servicemembers are resilient regarding the effects of combat on their mental health, Sutton said.
"I guess the overarching message is, 'Get connected, get plugged in,'" she said. "It's the isolation that puts folks most at risk."
American Forces Press Service
Nov. 21, 2008 - Shifting the military culture as it pertains to mental health from an illness-based medical model to one that focuses on wellness and resilience was the focus of a three-day conference hosted here this week by the Defense Centers of Excellence for Psychological Health and Traumatic Brain Injury. The "Warrior Resilience Conference: Partnership with the Line" was held Nov. 18-20.
Army Brig. Gen. Loree K. Sutton, director of the centers of excellence, said Defense Secretary Robert M. Gates and Navy Adm. Mike Mullen, chairman of the Joint Chiefs of Staff, have made it clear the commitment to the cultural change starts at the top in the Defense Department.
"This transformation reflects our commitment to support leaders in optimizing health, mitigating risks, and intervening early to prevent illness whenever possible," Sutton said in a welcome to participants. "As Secretary Gates and Chairman Mullen have emphasized, seeking help is a sign of profound courage and strength."
That's the message the center hopes to spread through its "Real Warriors, Real Battles, Real Strength" campaign, said Navy Cmdr. Anthony A. Arita, director of clearinghouse, outreach and advocacy for the centers of excellence.
The campaign, recommended by a mental health task force, has the confidence of top leadership, Arita said. In fact, he said, Mullen has characterized seeking help for mental health issues as an act of courage that the military's leaders need to undertake as a model.
A quote from the chairman on a briefing slide underscored the admiral's view: "You can't expect a private or a specialist to be willing to seek counseling when his or her captain, colonel, or general won't do it."
A stigma attached to seeking mental health care permeates the military culture and stands as a barrier to servicemembers seeking the help they need, a DoD task force on mental health concluded. The "Real Warriors, Real Battles, Real Strength" campaign was created to break down those barriers and promote resilience, recovery and reintegration, Arita said.
"I would suggest stigma poses a barrier to building resilience," Arita said. "Some of the goals we have with regard to this campaign are to normalize psychological health [and to] normalize the symptoms that commonly are reported following one's return from deployment, building a culture of psychological responsibility.
"That's the commitment that we all have in putting psychological health issues on equal par with physical," he continued. "Just as we invest our time and energies to keeping physically healthy, we need to have that similar investment in those things that keep us psychologically fit, psychologically healthy, and psychologically resilient."
Through its campaign, the center hopes to build this resiliency by creating awareness and understanding and by modeling support, including highlighting warriors' stories.
"Through the power of sharing one's battle, one's sense of strength, we're able to mobilize hope and inspire others," Arita said. "We hope to model, for those who are in leadership positions ... what it means to demonstrate strength, courage and a commitment to one's psychological health."
He encouraged warriors willing to share their stories to get in contact with the center. He also asked for anyone interested in becoming part of the campaign to contact the center at DCOE.RealWarriors@tma.osd.mil.
No magic solution exists to ensure servicemembers are resilient regarding the effects of combat on their mental health, Sutton said.
"I guess the overarching message is, 'Get connected, get plugged in,'" she said. "It's the isolation that puts folks most at risk."
DoD Takes Steps to Defend Cyberspace Warfighting Domain
By Jim Garamone
American Forces Press Service
Nov. 21, 2008 - Cyberspace is a warfighting domain, and the Defense Department is taking steps to defend this crucial capability, a Pentagon spokesman said today. "We are aware of a global virus for which there are some public alerts, and we've seen some of these on our networks, and we are taking steps to identify and mitigate the virus," Bryan Whitman said. "We do aggressively monitor our networks for intrusions and take adequate steps to protect them."
Public alerts on this global virus threat urge all computer users to take precautions. Users should have current anti-viral software programs and anti-spyware installed in their computers, and information technology specialists should ensure that no infected hardware can breach DoD systems, Whitman said.
Whitman would not go into specifics about what the department is doing about the virus. "We don't discuss any specific defensive measures that we are taking or may be taking to protect and defend our networks," he said.
DoD's global information grid includes more than 15,000 networks and about 7 million information technology devices, Pentagon officials said.
Grid defenders regularly send guidance to commands about current threats and measures for users to take to ensure information systems remain secure. "It's the responsibility of every user to help protect the network," Whitman said. "This is something that requires us to have constant vigilance."
The threat comes from a variety of sources, the spokesman said. "It includes everything from recreational hackers to the self-styled cyber-vigilantes," Whitman said. It also emanates from various groups with nationalistic or ideological agendas, as well as "transnational actors or transnational states," he added.
"This is not a Defense Department issue. It's not even a government issue. It is an international issue – a world issue," Whitman said. "Anyone who uses computers and is on a network is susceptible."
U.S. Strategic Command is the lead agency for DoD's computer network defense effort. Under Stratcom, the Joint Task Force Global Network Operations handles protection. That group interfaces with other agencies.
American Forces Press Service
Nov. 21, 2008 - Cyberspace is a warfighting domain, and the Defense Department is taking steps to defend this crucial capability, a Pentagon spokesman said today. "We are aware of a global virus for which there are some public alerts, and we've seen some of these on our networks, and we are taking steps to identify and mitigate the virus," Bryan Whitman said. "We do aggressively monitor our networks for intrusions and take adequate steps to protect them."
Public alerts on this global virus threat urge all computer users to take precautions. Users should have current anti-viral software programs and anti-spyware installed in their computers, and information technology specialists should ensure that no infected hardware can breach DoD systems, Whitman said.
Whitman would not go into specifics about what the department is doing about the virus. "We don't discuss any specific defensive measures that we are taking or may be taking to protect and defend our networks," he said.
DoD's global information grid includes more than 15,000 networks and about 7 million information technology devices, Pentagon officials said.
Grid defenders regularly send guidance to commands about current threats and measures for users to take to ensure information systems remain secure. "It's the responsibility of every user to help protect the network," Whitman said. "This is something that requires us to have constant vigilance."
The threat comes from a variety of sources, the spokesman said. "It includes everything from recreational hackers to the self-styled cyber-vigilantes," Whitman said. It also emanates from various groups with nationalistic or ideological agendas, as well as "transnational actors or transnational states," he added.
"This is not a Defense Department issue. It's not even a government issue. It is an international issue – a world issue," Whitman said. "Anyone who uses computers and is on a network is susceptible."
U.S. Strategic Command is the lead agency for DoD's computer network defense effort. Under Stratcom, the Joint Task Force Global Network Operations handles protection. That group interfaces with other agencies.
Warrior, Survivor Care Program Provides Key to Airman's Recovery
By Navy Lt. Jennifer Cragg
Special to American Forces Press Service
Nov. 21, 2008 - The Air Force Warrior and Survivor Care Program is reaching out to wounded airmen from the point injury on the battlefield and throughout their rehabilitation and reintegration and beyond, the program's manager said yesterday. The program's success relies largely on family liaison officers and community readiness consultants, John Beckett said in a "Dot Mil Docs" radio interview on BlogTalkRadio.com.
"The backbone of that entire program is what we call the family liaison officer," he said. "The family liaison officer is assigned to a family to be their personalized assistant, if you will, to help with anything that the family may need."
The family liaison officers are crucial players at the very beginning of an airmen's recovery, Beckett said. "We wanted to alleviate all of the logistical concerns at the very beginning and provide assistance while their servicemember is in the hospital," he said.
The family liaison officers provide access to many key programs to assist airmen and their families.
"Family liaison officers have access to airmen and family readiness center consultants, who have access to almost any type of benefit information or resources," Beckett explained. "They are pretty much a one-stop shop for the family and the wounded airman."
The program has access to resources to help airmen and their families with financial, spiritual and child care needs, among others. "Our charter is to do whatever the family needs, and that is what we try to do," Beckett said.
The Warrior and Survivor Program started in the late 1990s as the Air Force Survivor Assistance Program, but when Operation Iraqi Freedom and Operation Enduring Freedom started, Beckett said, the program changed to provide assistance to wounded, ill or injured airmen and their families.
During hospitalization and after an airman is released from the hospital, Air Force community readiness consultants are engaged to help airmen and their families. They're equipped to provide resume- writing services, financial support and a host of other things an airman or family member may need, Beckett said.
He added that he draws enormous strength from the airmen making their way through their rehabilitation process.
"What amazes me is the resiliency that our airmen have," he said. "I have seen people who have been burned over 80 percent of their body, and they get up and talk about what they can do and what they want to offer back the Air Force. It amazes me -- their dedication, their resiliency and how, despite what they have given, they want to give back."
One airman, in particular, who was blinded and lost an arm to a roadside-bomb explosion, is an inspiration to him, Beckett said. "When you listen to him talk, he doesn't talk about what he gave up, but [rather] he talks about what he can give," he told "Dot Mil Docs" listeners.
The Air Force can learn some valuable lessons from these wounded, ill and injured airmen, Beckett said.
"The Air Force policy is ... to keep people on active duty that would like to remain on active duty," he said. "It could mean a limited assignment status, or it could mean retraining to another job. Our wounded airmen offer a lot of valuable experience for the Air Force, and our goal is for them to remain on active duty, if that is want they want to do."
(Navy Lt. Jennifer Cragg is assigned to the New Media directorate of the Defense Media Activity.)
Special to American Forces Press Service
Nov. 21, 2008 - The Air Force Warrior and Survivor Care Program is reaching out to wounded airmen from the point injury on the battlefield and throughout their rehabilitation and reintegration and beyond, the program's manager said yesterday. The program's success relies largely on family liaison officers and community readiness consultants, John Beckett said in a "Dot Mil Docs" radio interview on BlogTalkRadio.com.
"The backbone of that entire program is what we call the family liaison officer," he said. "The family liaison officer is assigned to a family to be their personalized assistant, if you will, to help with anything that the family may need."
The family liaison officers are crucial players at the very beginning of an airmen's recovery, Beckett said. "We wanted to alleviate all of the logistical concerns at the very beginning and provide assistance while their servicemember is in the hospital," he said.
The family liaison officers provide access to many key programs to assist airmen and their families.
"Family liaison officers have access to airmen and family readiness center consultants, who have access to almost any type of benefit information or resources," Beckett explained. "They are pretty much a one-stop shop for the family and the wounded airman."
The program has access to resources to help airmen and their families with financial, spiritual and child care needs, among others. "Our charter is to do whatever the family needs, and that is what we try to do," Beckett said.
The Warrior and Survivor Program started in the late 1990s as the Air Force Survivor Assistance Program, but when Operation Iraqi Freedom and Operation Enduring Freedom started, Beckett said, the program changed to provide assistance to wounded, ill or injured airmen and their families.
During hospitalization and after an airman is released from the hospital, Air Force community readiness consultants are engaged to help airmen and their families. They're equipped to provide resume- writing services, financial support and a host of other things an airman or family member may need, Beckett said.
He added that he draws enormous strength from the airmen making their way through their rehabilitation process.
"What amazes me is the resiliency that our airmen have," he said. "I have seen people who have been burned over 80 percent of their body, and they get up and talk about what they can do and what they want to offer back the Air Force. It amazes me -- their dedication, their resiliency and how, despite what they have given, they want to give back."
One airman, in particular, who was blinded and lost an arm to a roadside-bomb explosion, is an inspiration to him, Beckett said. "When you listen to him talk, he doesn't talk about what he gave up, but [rather] he talks about what he can give," he told "Dot Mil Docs" listeners.
The Air Force can learn some valuable lessons from these wounded, ill and injured airmen, Beckett said.
"The Air Force policy is ... to keep people on active duty that would like to remain on active duty," he said. "It could mean a limited assignment status, or it could mean retraining to another job. Our wounded airmen offer a lot of valuable experience for the Air Force, and our goal is for them to remain on active duty, if that is want they want to do."
(Navy Lt. Jennifer Cragg is assigned to the New Media directorate of the Defense Media Activity.)
Staying Power: Wounded Marines Ordered to do Their Part to Recover
By Fred W. Baker III
American Forces Press Service
Nov. 21, 2008 - Marine Capt. Ray Baronie was traveling in a convoy in Ramadi, Iraq, on Dec. 1, 2005 when an anti-tank round blasted his truck. Baronie's legs were shattered, his body cut and bloodied. His driver was killed. The truck rolled onto its side, and then he was shot at. But really hard times didn't hit until Baronie came back to the United States.
"That's really when hell started. In one year, I had 46 surgeries," he said.
Baronie's right leg was amputated above the knee. He lost major muscle from both legs. He can tap his thigh bone through the skin on the back of his left leg. He now walks with the help of a cane and a prosthetic right leg. Scars cover his arms.
But Baronie's injuries haven't stopped him from stepping in front of a Marine formation and continuing his active duty. In fact, quite the opposite. His injuries have uniquely qualified him to run one of three companies in the U. S. military designed to house and care for seriously wounded Marines.
Remarkably, Baronie was offered the job while he was still in the hospital recovering from his wounds. He now commands 100 or so Marines who make up Company A, Wounded Warrior Battalion East, part of the Wounded Warrior Regiment stood up at Marine Corps Base Quantico, Va., by order of the commandant of the Marine Corps in April 2007.
"I had to get better because I had to get back to work," Baronie said. "How fast could I get back to work? That's what it came down to. I think me knowing that I had a job sped up my recovery."
Overwatch Key to Recovery
The Wounded Warrior Regiment comprises two battalions, one on the East Coast here on Camp LeJeune, N.C., and one on the West Coast on Camp Pendleton, Calif., and a third company in Hawaii. It is the realization of the Marine Corps' historic push to accommodate the influx of seriously wounded Marines since the start of Operations Iraqi Freedom and Enduring Freedom.
Each provides coverage for Marines receiving care in their areas. The battalion here has oversight of more than 300 Marines who are recovering this side of the Mississippi River. The West Coast battalion has oversight of about 200 recovering Marines.
To date, more than 6,600 Marines have received Purple Hearts since the start of Operation Iraqi Freedom. About 1,200 are seriously injured and still on active duty in various stages of their recovery.
Baronie is one of the Marine Corps' nearly 3,000 injured who have returned to active duty. And he is not the only leader in the company who was injured in combat.
"The first sergeant got wacked with an [rocket-propelled grenade], the gunny got blown up in Afghanistan ... and all three of my platoon sergeants have either gotten shot or blown up," Baronie said.
In these units, Marines spend their days concentrating on healing and transitioning to the next phase of their lives, whether that means recovering and staying on active duty or leaving the service.
A morning muster inside the dayroom starts each day here at about 7:30. Marines attend, if they are physically able. Every day company leadership visits each of the Marines, ensuring they are on the road to recovery. Nine squad leaders are responsible for about 10 Marines each.
"I think that's the key piece -- seeing them every single day. You can see if they're having a problem. You can see if they're depressed. You can see if they're over-medicated. That's the beauty of this place," Baronie said.
Activity as Therapy
The Marines occupy the two sets of barracks here. The more seriously injured are housed with the command staff. Others live across base. Married Marines live in town. Most receive medical support at Naval Hospital Camp LeJeune, but many go off base for specialty care. Others are sent to major medical treatment facilities across the United States.
During the day, Marines attend medical appointments and physical therapy, or meet with counselors and specialists. Of the Marines here, about two-thirds have jobs. If they are attending the local college, that counts as their job, Baronie said. Some have jobs in the barracks, others around base. One works in traffic court. Others help teachers at the local elementary school.
Staying active is key to healing, Baronie said. It is dangerous for Marines to stay isolated in their rooms for hours or days at a time. Baronie said he doesn't want any "professional X-Box players."
The battalion staff work out of temporary trailers arranged in a horse-shoe pattern beside 1940s-era red brick barracks. Wooden wheelchair ramps snake between the buildings. A new $27 million barracks complex is under construction that will move the Marines closer to the hospital and other treatment facilities on base. The West Coast battalion has a similar barracks construction project planned.
Three nurse case managers make sure Marines keep their appointments. This is sometimes difficult because medications and brain injuries muddle appointment dates and times for the Marines. More than three-quarters of them suffer from post traumatic stress disorder or a traumatic brain injury, Baronie said.
Baronie cuts them no slack, though, for missed appointments. "The reason why you were sent here wasn't to pull triggers," he tells the Marines. "It wasn't to go into the field. It is to heal. You go to your appointments. You have to do your part to get better."
If that sounds strict, it is. But that's because Baronie is looking out for the Marines. Just as other units prepare their troops for war, he prepares his Marines for the next stage of their lives.
"I try not to call them wounded warriors. I call them Marines," Baronie said.
Planning for the Future
"Life doesn't stop when you get wounded. You've got to have some type of responsibility and, whether you choose to stay in the Marine Corps or move into civilian life, you're still going to have to press forward," Baronie said.
"What happens when you go into the civilian world and that corporation you work for ... is trying to make money and you don't come to work? They might not care that you're wounded. You may hear two words -- you're fired."
The career planner for the company is himself an injured Marine who has stayed on active duty with a permanent disability, working limited duty. Marine Corps leadership has vowed to keep all injured Marines on active duty who can still work in some capacity. The limited duty assignment allows the Marine to receive a disability assignment from the service, for later benefits, but to stay on active duty in a job they can perform. The Marine can later decide to leave the service if he or she finds the circumstances too difficult.
For many, that next step is sometimes a greater dilemma than their recovery. Mixed emotions swell as they are forced to reconcile what they want to do with what their bodies will now allow them to do.
"These guys are torn right now because all of them are grunts (infantrymen). They left high school and didn't want to go to college. They wanted to join the Marine Corps and they wanted to shoot and blow up stuff," Baronie said. "And now ... they may be able to stay in the Marine Corps, but they know that they won't be able to go back to that grunt community. They'll be found unfit to do that strenuous [job]."
The career planner, a Veterans Affairs representative and a "transition coordinator" all work from the battalion's resource center in the barracks. They help the Marines look at their decisions from more than an emotional perspective. They map out college plans or suggest other training programs, career paths, benefits and other financial incentives that are available, so that the Marines can look at the big picture.
Injuries Add Credibility
For Baronie, the difficulty is relaying to the Marines that they still can contribute to the mission, even if they're not on the front lines.
"Trying to get these guys to understand that just because you're not sweating, freezing, starving, and miserable in a grunt community, you can still participate and contribute to the Marine Corps mission," Baronie said. "Helping them understand that right now is the hardest thing."
Baronie's decision to stay in was easy, he said. As an adjutant, or an administrative officer, he is still able to handle the work.
"It was a slam dunk (decision) to stay in ... since my job is administrative in nature," Baronie said. "I can punch this keyboard until my hand turns blue and I can still be a good adjutant. I can still do legal, I can still count Marines. I can still do all that."
Still, Baronie's crutches bother him; it's hard to carry stuff. And, he looks different. But what bothers him most is that it's hard to return a fellow Marine's salute.
He's not sure if he will stay in past his next assignment.
"Right now, I know I am contributing to the Marine Corps in this capacity. I'm putting a lot of hours in a day and taking care of my guys to the best of my ability," he said. "If I go to another unit and that training is going 45 miles an hour and I'm only good with 30, I will walk away. I will not stick around for the sake of sticking around.
"If the Marine Corps mission is slacking because of me, it will be time for me to go," Baronie said.
But for now, as Baronie moves around his company, inspecting repairs, talking to Marines and stopping in their small kitchen to see what is cooking, it is clear that he is one of them.
His injuries give him credibility. They know he has "been there" and do not hesitate to pull him aside to talk. Sometimes it's about problems. Sometimes it's just to talk.. Occasionally a "wheelchair jousting" match will break out in the halls, or -- Marines being Marines -- they begin good-naturedly beating each other with their crutches.
For Baronie and his Marines, this is home. "I don't want to work anywhere else. I love just coming to work and hanging out with them. These guys are awesome," he said.
(Editor's note: This is the latest in a series of AFPS articles about seriously injured servicemembers who are returning to active duty.)
American Forces Press Service
Nov. 21, 2008 - Marine Capt. Ray Baronie was traveling in a convoy in Ramadi, Iraq, on Dec. 1, 2005 when an anti-tank round blasted his truck. Baronie's legs were shattered, his body cut and bloodied. His driver was killed. The truck rolled onto its side, and then he was shot at. But really hard times didn't hit until Baronie came back to the United States.
"That's really when hell started. In one year, I had 46 surgeries," he said.
Baronie's right leg was amputated above the knee. He lost major muscle from both legs. He can tap his thigh bone through the skin on the back of his left leg. He now walks with the help of a cane and a prosthetic right leg. Scars cover his arms.
But Baronie's injuries haven't stopped him from stepping in front of a Marine formation and continuing his active duty. In fact, quite the opposite. His injuries have uniquely qualified him to run one of three companies in the U. S. military designed to house and care for seriously wounded Marines.
Remarkably, Baronie was offered the job while he was still in the hospital recovering from his wounds. He now commands 100 or so Marines who make up Company A, Wounded Warrior Battalion East, part of the Wounded Warrior Regiment stood up at Marine Corps Base Quantico, Va., by order of the commandant of the Marine Corps in April 2007.
"I had to get better because I had to get back to work," Baronie said. "How fast could I get back to work? That's what it came down to. I think me knowing that I had a job sped up my recovery."
Overwatch Key to Recovery
The Wounded Warrior Regiment comprises two battalions, one on the East Coast here on Camp LeJeune, N.C., and one on the West Coast on Camp Pendleton, Calif., and a third company in Hawaii. It is the realization of the Marine Corps' historic push to accommodate the influx of seriously wounded Marines since the start of Operations Iraqi Freedom and Enduring Freedom.
Each provides coverage for Marines receiving care in their areas. The battalion here has oversight of more than 300 Marines who are recovering this side of the Mississippi River. The West Coast battalion has oversight of about 200 recovering Marines.
To date, more than 6,600 Marines have received Purple Hearts since the start of Operation Iraqi Freedom. About 1,200 are seriously injured and still on active duty in various stages of their recovery.
Baronie is one of the Marine Corps' nearly 3,000 injured who have returned to active duty. And he is not the only leader in the company who was injured in combat.
"The first sergeant got wacked with an [rocket-propelled grenade], the gunny got blown up in Afghanistan ... and all three of my platoon sergeants have either gotten shot or blown up," Baronie said.
In these units, Marines spend their days concentrating on healing and transitioning to the next phase of their lives, whether that means recovering and staying on active duty or leaving the service.
A morning muster inside the dayroom starts each day here at about 7:30. Marines attend, if they are physically able. Every day company leadership visits each of the Marines, ensuring they are on the road to recovery. Nine squad leaders are responsible for about 10 Marines each.
"I think that's the key piece -- seeing them every single day. You can see if they're having a problem. You can see if they're depressed. You can see if they're over-medicated. That's the beauty of this place," Baronie said.
Activity as Therapy
The Marines occupy the two sets of barracks here. The more seriously injured are housed with the command staff. Others live across base. Married Marines live in town. Most receive medical support at Naval Hospital Camp LeJeune, but many go off base for specialty care. Others are sent to major medical treatment facilities across the United States.
During the day, Marines attend medical appointments and physical therapy, or meet with counselors and specialists. Of the Marines here, about two-thirds have jobs. If they are attending the local college, that counts as their job, Baronie said. Some have jobs in the barracks, others around base. One works in traffic court. Others help teachers at the local elementary school.
Staying active is key to healing, Baronie said. It is dangerous for Marines to stay isolated in their rooms for hours or days at a time. Baronie said he doesn't want any "professional X-Box players."
The battalion staff work out of temporary trailers arranged in a horse-shoe pattern beside 1940s-era red brick barracks. Wooden wheelchair ramps snake between the buildings. A new $27 million barracks complex is under construction that will move the Marines closer to the hospital and other treatment facilities on base. The West Coast battalion has a similar barracks construction project planned.
Three nurse case managers make sure Marines keep their appointments. This is sometimes difficult because medications and brain injuries muddle appointment dates and times for the Marines. More than three-quarters of them suffer from post traumatic stress disorder or a traumatic brain injury, Baronie said.
Baronie cuts them no slack, though, for missed appointments. "The reason why you were sent here wasn't to pull triggers," he tells the Marines. "It wasn't to go into the field. It is to heal. You go to your appointments. You have to do your part to get better."
If that sounds strict, it is. But that's because Baronie is looking out for the Marines. Just as other units prepare their troops for war, he prepares his Marines for the next stage of their lives.
"I try not to call them wounded warriors. I call them Marines," Baronie said.
Planning for the Future
"Life doesn't stop when you get wounded. You've got to have some type of responsibility and, whether you choose to stay in the Marine Corps or move into civilian life, you're still going to have to press forward," Baronie said.
"What happens when you go into the civilian world and that corporation you work for ... is trying to make money and you don't come to work? They might not care that you're wounded. You may hear two words -- you're fired."
The career planner for the company is himself an injured Marine who has stayed on active duty with a permanent disability, working limited duty. Marine Corps leadership has vowed to keep all injured Marines on active duty who can still work in some capacity. The limited duty assignment allows the Marine to receive a disability assignment from the service, for later benefits, but to stay on active duty in a job they can perform. The Marine can later decide to leave the service if he or she finds the circumstances too difficult.
For many, that next step is sometimes a greater dilemma than their recovery. Mixed emotions swell as they are forced to reconcile what they want to do with what their bodies will now allow them to do.
"These guys are torn right now because all of them are grunts (infantrymen). They left high school and didn't want to go to college. They wanted to join the Marine Corps and they wanted to shoot and blow up stuff," Baronie said. "And now ... they may be able to stay in the Marine Corps, but they know that they won't be able to go back to that grunt community. They'll be found unfit to do that strenuous [job]."
The career planner, a Veterans Affairs representative and a "transition coordinator" all work from the battalion's resource center in the barracks. They help the Marines look at their decisions from more than an emotional perspective. They map out college plans or suggest other training programs, career paths, benefits and other financial incentives that are available, so that the Marines can look at the big picture.
Injuries Add Credibility
For Baronie, the difficulty is relaying to the Marines that they still can contribute to the mission, even if they're not on the front lines.
"Trying to get these guys to understand that just because you're not sweating, freezing, starving, and miserable in a grunt community, you can still participate and contribute to the Marine Corps mission," Baronie said. "Helping them understand that right now is the hardest thing."
Baronie's decision to stay in was easy, he said. As an adjutant, or an administrative officer, he is still able to handle the work.
"It was a slam dunk (decision) to stay in ... since my job is administrative in nature," Baronie said. "I can punch this keyboard until my hand turns blue and I can still be a good adjutant. I can still do legal, I can still count Marines. I can still do all that."
Still, Baronie's crutches bother him; it's hard to carry stuff. And, he looks different. But what bothers him most is that it's hard to return a fellow Marine's salute.
He's not sure if he will stay in past his next assignment.
"Right now, I know I am contributing to the Marine Corps in this capacity. I'm putting a lot of hours in a day and taking care of my guys to the best of my ability," he said. "If I go to another unit and that training is going 45 miles an hour and I'm only good with 30, I will walk away. I will not stick around for the sake of sticking around.
"If the Marine Corps mission is slacking because of me, it will be time for me to go," Baronie said.
But for now, as Baronie moves around his company, inspecting repairs, talking to Marines and stopping in their small kitchen to see what is cooking, it is clear that he is one of them.
His injuries give him credibility. They know he has "been there" and do not hesitate to pull him aside to talk. Sometimes it's about problems. Sometimes it's just to talk.. Occasionally a "wheelchair jousting" match will break out in the halls, or -- Marines being Marines -- they begin good-naturedly beating each other with their crutches.
For Baronie and his Marines, this is home. "I don't want to work anywhere else. I love just coming to work and hanging out with them. These guys are awesome," he said.
(Editor's note: This is the latest in a series of AFPS articles about seriously injured servicemembers who are returning to active duty.)
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