IMCOM will close a formative chapter in our history – and open an exciting new one – when LTG Robert Wilson relinquishes command to LTG Rick Lynch on 2 NOV. LTG Wilson holds a unique position in IMCOM’s history as the first commanding general when IMCOM stood up 26 OCT 2006.
LTG Wilson’s three years of leadership alongside our Soldiers, Civilians and Family members have been marked by significant impact and change. LTG Wilson guided IMCOM do the right mission the right way and charted the command’s course through a sweeping organizational transformation and transition to Fort Sam Houston. He turns over to LTG Lynch an enduring organization that is positioned more effectively to support the Army readiness in an era of persistent conflict and continue to provide an environment in which Soldiers and Families can thrive.
LTG Wilson never failed to thank the IMCOM team for all they do for Soldiers and Families. On 2 NOV, it is our opportunity to thank him for his 38 years of service to the Army and our nation. We wish the LTG Godspeed as he opens the next chapter in his life, and we welcome LTG Lynch aboard as the commanding general who will lead IMCOM into the future.
The agenda for the ceremony:
CEREMONY HOST
General George W. Casey, Jr.
Chief of Staff
United States Army
COMMANDER OF TROOPS
Colonel David Anders
Regimental Commander
3rd United States Infantry Regiment (The Old Guard)
PARTICIPATING UNITS
3rd United States Infantry Regiment (The Old Guard)
The United States Army Band (Pershing’s Own)
SEQUENCE OF EVENTS
MARCH ON. . . . . . . . . . . . . . . . . . . . . . . . .“The Rifle Regiment” J.P. Sousa
PRE-CEREMONY CONCERT . . . . . . . . . . . . . . . . . . . . . . .”We Were There”
Buskin and Cunningham
“When the Saints Go Marching In” J.M. Black
“National Spirit” S.E. Hummel
INTRODUCTION OF OFFICIAL PARTY
HONORS
SOUND OFF. . . . . . . . . . . . . . . . . . . . . . . . . . . The United States Army Band
The Old Guard Fife and Drum Corps
INSPECTION . . . . . . . . . . . . .“The American Soldier” C. Koff and T. Jones
“The Second Infantry Division March” (The Warriors) arr. By J. Kessler
COLORS ADVANCED. . . . . . . “The Stars and Stripes Forever” J.P. Sousa
HONORS TO THE NATION. . . . . .“The Star Spangled Banner” J.S. Smith
CHANGE OF COMMAND
RETIREMENT OF LTG ROBERT WILSON
REMARKS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . General George W. Casey
LTG Rick Lynch
LTG Robert Wilson
MARCH AND REVIEW. . . . . . . . . . . . . . . . .“March Grandioso” R.F. Seitz
“Washington’s March” Traditional
“Trio” National emblem E.E. Bagley
ARMY SONG
CONCLUSION OF THE CEREMONY
Friday, October 30, 2009
Wednesday, October 28, 2009
From an Interview with John Nerger, Executive Director of IMCOM…Part II
Question: What are some of the other quality-of-life initiatives — covering fitness, childcare, recreation, food service— that the Army introduced or will introduce in the upcoming fiscal year?
Answer: I think it’s probably better to say that we’re focusing on improving the programs that we’ve begun, rather than launching a whole suite of new initiatives. But there are a couple of emphasis areas that I would draw attention to…
From suicide, substance abuse and safety to childcare centers, facility improvements and more, Mr. Nerger discusses the pivotal role of IMCOM in support of Soldiers and their Families.
More: http://www.ebmpubs.com/MCH_pdfs/mch_Nerger2.pdf
Answer: I think it’s probably better to say that we’re focusing on improving the programs that we’ve begun, rather than launching a whole suite of new initiatives. But there are a couple of emphasis areas that I would draw attention to…
From suicide, substance abuse and safety to childcare centers, facility improvements and more, Mr. Nerger discusses the pivotal role of IMCOM in support of Soldiers and their Families.
More: http://www.ebmpubs.com/MCH_pdfs/mch_Nerger2.pdf
Tuesday, October 27, 2009
From an Interview with John Nerger, Executive Director of IMCOM…
“The Army, which has been at war for the better part of this decade, is out of balance. We’ve got stressed soldiers and stressed families. I see IMCOM’s role as having a major responsibility to help the Army get itself back in balance by providing the complete range, and types of services, programs and facilities that support soldiers and families. I would characterize that as our principal goal for the next couple of years. In support of that goal is the Army Family Covenant… The second objective, the one I spend quite a bit of time on on a daily basis, is to ensure the command adapts successfully as the Army transforms. The Army is undergoing a lot of change. We’re closing in on the execution and completion of a significant round of Base Realignments and Closures (BRAC). We in IMCOM are also affected by BRAC. So, this command is directly supporting the rest of the Army as it’s making those transitions, implementing those base closures, executing those relocations at the same time we’re going through it ourselves.”
Full interview: http://www.ebmpubs.com/MCH_pdfs/mch_Nerger1.pdf
Full interview: http://www.ebmpubs.com/MCH_pdfs/mch_Nerger1.pdf
Friday, October 23, 2009
Happy Birthday IMCOM!
On October 26 IMCOM will mark its third year of supporting Soldiers, Families and Senior commanders by providing quality services and programs, delivered consistently across installations.
IMCOM was originally designated the Installation Management Agency (IMA) in August 2002, when the Army issued General Order 4 creating the command as a field operating agency of the Office of the Assistant Chief of Staff for Installation Management (OACSIM). General Order 4 followed a period in which Secretary of the Army Thomas E. White and GEN Eric K. Shinseki, Army Chief of Staff, had envisioned installation transformation as the initial focus for transforming the Army as a whole.
The intent of the order was to enable senior commanders to focus on their war-fighting missions, to standardize and improve the quality of life for Soldiers and Families, to place the “city management’ functions of installations on garrison commanders, and to streamline funding to installations. Initiating installation management transformation with IMA was based on three key assumptions:
– Installation services should be standard and predictable
– Business practices would improve installation management
– Installation costs would be reduced while improving execution through centralized funding and streamlined processes
In 2005, Base Realignment and Closure directed the consolidation of the U.S. Army Family, Morale and Welfare Command, the U.S. Army Environmental Command and the U.S. Army Installation Management Agency in San Antonio Texas.
In October 2006, Secretary of the Army Francis Harvey and Army Chief of Staff GEN Peter K. Schoomaker created the Installation Management Command. This action placed the former IMA, the former Community and Family Support Center (renamed the Family and Morale, Welfare and Recreation Command), and the former Army Environmental Center (renamed the Army Environmental Command) in a single three-star command as a direct reporting unit to OACSIM.
The IMCOM vision is to be “The Army’s Home.” Every day, IMCOM delivers the commitments of the Army Family Covenant to more than 150 installations worldwide, honoring the sacrifices of Soldiers and Military Families, enabling successful execution of the Army Force Generation cycle.
IMCOM was originally designated the Installation Management Agency (IMA) in August 2002, when the Army issued General Order 4 creating the command as a field operating agency of the Office of the Assistant Chief of Staff for Installation Management (OACSIM). General Order 4 followed a period in which Secretary of the Army Thomas E. White and GEN Eric K. Shinseki, Army Chief of Staff, had envisioned installation transformation as the initial focus for transforming the Army as a whole.
The intent of the order was to enable senior commanders to focus on their war-fighting missions, to standardize and improve the quality of life for Soldiers and Families, to place the “city management’ functions of installations on garrison commanders, and to streamline funding to installations. Initiating installation management transformation with IMA was based on three key assumptions:
– Installation services should be standard and predictable
– Business practices would improve installation management
– Installation costs would be reduced while improving execution through centralized funding and streamlined processes
In 2005, Base Realignment and Closure directed the consolidation of the U.S. Army Family, Morale and Welfare Command, the U.S. Army Environmental Command and the U.S. Army Installation Management Agency in San Antonio Texas.
In October 2006, Secretary of the Army Francis Harvey and Army Chief of Staff GEN Peter K. Schoomaker created the Installation Management Command. This action placed the former IMA, the former Community and Family Support Center (renamed the Family and Morale, Welfare and Recreation Command), and the former Army Environmental Center (renamed the Army Environmental Command) in a single three-star command as a direct reporting unit to OACSIM.
The IMCOM vision is to be “The Army’s Home.” Every day, IMCOM delivers the commitments of the Army Family Covenant to more than 150 installations worldwide, honoring the sacrifices of Soldiers and Military Families, enabling successful execution of the Army Force Generation cycle.
Army Energy Security: An Overview
As America’s Army moves through a period of expansion and change at home – and mission challenges abroad – building greater energy security is among the top priorities for the Army.
The Army’s drive for greater energy security is taking place against a backdrop of the need to support an expeditionary Army as well as the national impetus for substantial investments in the research and development of new energy technologies.
Today, the Army is moving to use energy more efficiently and increase the security of its energy supply in order to reduce the potential for supply disruptions that could impact its defense missions.
The Army Energy Program requires:
· installations to decrease their energy consumption in existing facilities by 3 percent annually through 2015, for a total reduction of 30 percent;
· newly built facilities – and new equipment – that are 30 percent more efficient than current standards;
· annual 10-percent increases in the use of alternate-fueled vehicles; and
· use of renewable electricity according to future targets:
- 3 percent in FY07-089
- 5 percent in FY10-12
- 7.5 percent by 2013 and
- 25% by 2025
To keep the Army moving forward toward greater energy security, the Army has formed the Senior Energy Council. This body is made up of more than 25 major Army organizations, including headquarters staff. The SEC is charged with providing leadership, strategy and accountability for energy security across the entire Army enterprise.
Within the Army’s overall energy security effort, the Army Installation Management Command is working to improve the energy security position of installations by pursuing three initiatives:
· modernizing energy and utility infrastructure to improve reliability;
· incorporating redundant energy systems to assure than installations can perform their missions; and
· maintaining a high level of preparedness for disaster recovery.
Energy reviews and improvements are ongoing across the 157 installations that IMCOM manages.
One of the most obvious signs of the Army’s push for greater energy security is the development of a 500-megawatt solar power plant at Fort Irwin, Calif. The plant will be built in phases, with a project end date expected around 2022. But Phase 1A of the project, with a completion of around 2014, is expected to provide enough power to sustain Fort Irwin. Project developers at Fort Irwin believe that, after developing the 500-MW facility as required, future development could lead to a 1,000-MW facility.
In ways large and small – and seen and unseen – Army installations are working to use energy smarter to help achieve their missions.
The Army’s drive for greater energy security is taking place against a backdrop of the need to support an expeditionary Army as well as the national impetus for substantial investments in the research and development of new energy technologies.
Today, the Army is moving to use energy more efficiently and increase the security of its energy supply in order to reduce the potential for supply disruptions that could impact its defense missions.
The Army Energy Program requires:
· installations to decrease their energy consumption in existing facilities by 3 percent annually through 2015, for a total reduction of 30 percent;
· newly built facilities – and new equipment – that are 30 percent more efficient than current standards;
· annual 10-percent increases in the use of alternate-fueled vehicles; and
· use of renewable electricity according to future targets:
- 3 percent in FY07-089
- 5 percent in FY10-12
- 7.5 percent by 2013 and
- 25% by 2025
To keep the Army moving forward toward greater energy security, the Army has formed the Senior Energy Council. This body is made up of more than 25 major Army organizations, including headquarters staff. The SEC is charged with providing leadership, strategy and accountability for energy security across the entire Army enterprise.
Within the Army’s overall energy security effort, the Army Installation Management Command is working to improve the energy security position of installations by pursuing three initiatives:
· modernizing energy and utility infrastructure to improve reliability;
· incorporating redundant energy systems to assure than installations can perform their missions; and
· maintaining a high level of preparedness for disaster recovery.
Energy reviews and improvements are ongoing across the 157 installations that IMCOM manages.
One of the most obvious signs of the Army’s push for greater energy security is the development of a 500-megawatt solar power plant at Fort Irwin, Calif. The plant will be built in phases, with a project end date expected around 2022. But Phase 1A of the project, with a completion of around 2014, is expected to provide enough power to sustain Fort Irwin. Project developers at Fort Irwin believe that, after developing the 500-MW facility as required, future development could lead to a 1,000-MW facility.
In ways large and small – and seen and unseen – Army installations are working to use energy smarter to help achieve their missions.
Wednesday, October 21, 2009
McHugh puts Soldiers and Families at Center of Agenda
In many ways the Army is doing well, but more needs to be done as the service begins a ninth year at war, Army Secretary John M. McHugh said today…Soldiers are performing their missions extraordinarily well, but they and their families are under enormous stress, McHugh said.
More: http://www.army.mil/-news/2009/10/21/29063-mchugh-puts-soldiers-families-at-center-of-agenda
More: http://www.army.mil/-news/2009/10/21/29063-mchugh-puts-soldiers-families-at-center-of-agenda
Tuesday, October 20, 2009
Thursday, October 15, 2009
More Photos from the IMCOM Booth
Thank you for following our "Live Posting" from AUSA last week. To view more photos, please visit flickr.com/photos/IMCOM.
Wednesday, October 14, 2009
Wrapping Up AUSA: Runners set records in 25th running of Army Ten-Miler
The silver anniversary running of the Army Ten-Miler on October 4, 2009, produced record times in the men’s and women’s divisions. The event also featured the highest number of registered runners in the history of America’s largest 10-mile road race.
Ethiopian, Alene Reta, 27, won the race around Washington, D.C.’s monuments in 46 minutes, 59 seconds – 33 seconds faster than the record established in 2004 by three-time race champion Maj. Dan Browne, who finished third Sunday with a time of 47:49 while competing for the U.S. Army World Class Athlete Program. Second-place finisher Tesfaye Girma (47:20), another Ethiopian living in New York City, is another Ethiopian elite runner.
Samia Akbar, 27, a 2003 graduate of American University who lives in Herndon, Va., won the women’s race with a time of 55:25 – 55 seconds quicker than the mark set in 1995 by Susan Molloy of Charlottesville, Va.
Katie Read of Arlington finished second in the women’s race with a time of 56:39, and was followed by Muluye Gurma (57:20), an Ethiopian living in Silver Spring, Md., Costa Rican Gabriela Trana (58:56) and former WCAP marathoner Capt. Emily Potter (59:47) of the U.S. Army Team.
An event record of 30,000 people registered for the Army Family and Morale, Welfare and Recreation race in a span of six days, and 21,256 runners and wheelchair athletes completed the 10-mile course that started and ended at the Pentagon.
More: http://www.armymwr.com/news/news.aspx?nid=160
Ethiopian, Alene Reta, 27, won the race around Washington, D.C.’s monuments in 46 minutes, 59 seconds – 33 seconds faster than the record established in 2004 by three-time race champion Maj. Dan Browne, who finished third Sunday with a time of 47:49 while competing for the U.S. Army World Class Athlete Program. Second-place finisher Tesfaye Girma (47:20), another Ethiopian living in New York City, is another Ethiopian elite runner.
Samia Akbar, 27, a 2003 graduate of American University who lives in Herndon, Va., won the women’s race with a time of 55:25 – 55 seconds quicker than the mark set in 1995 by Susan Molloy of Charlottesville, Va.
Katie Read of Arlington finished second in the women’s race with a time of 56:39, and was followed by Muluye Gurma (57:20), an Ethiopian living in Silver Spring, Md., Costa Rican Gabriela Trana (58:56) and former WCAP marathoner Capt. Emily Potter (59:47) of the U.S. Army Team.
An event record of 30,000 people registered for the Army Family and Morale, Welfare and Recreation race in a span of six days, and 21,256 runners and wheelchair athletes completed the 10-mile course that started and ended at the Pentagon.
More: http://www.armymwr.com/news/news.aspx?nid=160
Tuesday, October 13, 2009
More Photos from the IMCOM Booth at AUSA
Thank you for following our "Live Posting" from AUSA last week. To view more photos, please visit flickr.com/photos/IMCOM.
Wednesday, October 7, 2009
Live from AUSA: ACSIM Panel – “The Army Family Covenant-Delivering on the Covenant”
As the Army marks the second anniversary of the Army Family Covenant, the Army prides itself on providing its Families a strong, supportive environment where they can thrive. The AFC recognizes that the strength of our Soldiers comes from the strength of their Families. The AFC is determined to build a partnership with Army Families that enhances their strength and resilience.
The Army Family Covenant pledges to have standardized programs and services for Soldiers and Families to use. The AFC ensures that healthcare is easy to access and better than before. The AFC also has made the commitment to improve housing and to make certain schools, youth center and child care centers a priority. The AFC wants to expand career and education opportunities for Army spouses and children. The Army Family Covenant’s mission is to keep its promise to better serve its Soldiers and Families.
The Army Family Covenant’s mission is to keep the promise it has made to its Soldiers and Families.
The Army Family Covenant pledges to have standardized programs and services for Soldiers and Families to use. The AFC ensures that healthcare is easy to access and better than before. The AFC also has made the commitment to improve housing and to make certain schools, youth center and child care centers a priority. The AFC wants to expand career and education opportunities for Army spouses and children. The Army Family Covenant’s mission is to keep its promise to better serve its Soldiers and Families.
The Army Family Covenant’s mission is to keep the promise it has made to its Soldiers and Families.
Live from AUSA – Family Forum III: “Army Families – Forging a Stronger Future”
The promises of the Army Family Covenant reaffirms the Army’s commitment to Soldiers and Army Families. By investing in people, programs and infrastructure that support the AFC, the Army is making the covenant a reality.
The Army Family, with more than two million Soldiers, spouses and children, is shouldering the load for 300 million Americans. The health of the All-Volunteer Force depends on the health of the Army Family.
Through the stewardship of the Installation Management Command (IMCOM), the Army provides an environment in which all Soldiers and their Families can thrive, no matter where they are located or which command they serve.
Key to IMCOM’s effective support of the Army’s expeditionary operations is enabling Senior Commanders to focus on their warfighting missions while garrison commanders provide the effective leadership to deliver installation management functions. This fundamental transformation of the Army’s approach to installation management contributes to readiness by linking services, infrastructure and operational support to Soldiers and Families across the globe.
The Army’s present-day communities and those of the future will face more pressures and demands. From implementing new technology, to addressing resource scarcity and providing quality of care for Soldiers and Families, Army communities must be flexible, adaptable and capable of sustaining mission readiness.
To meet these challenges, IMCOM provides thought leadership, analyses on emerging issues and developing actionable, relevant information to enable the Army to respond with agility and clarity to the demands of tomorrow.
As IMCOM continues to prove its value as today’s installation readiness solution today, the Command is also planning for the installations the Army will need to support the All-Volunteer Force of tomorrow. IMCOM’s Center for Future Installation Strategies is working to ensure that the Army installations of 2030 meet the needs of unborn Soldiers and Families and are adaptable and sustainable in supporting mission readiness for meeting new defense challenges.
IMCOM’s future achievements will be rooted in the Command’s actions today in honor of our Military Families. The Soldiers and Civilians of the IMCOM team take pride in their role in transforming the Army’s approach to installation management. These dedicated individuals are the stewards of The Army’s Home – and they make a difference to America’s defense mission – and in the lives of Soldiers and Families, today and in the years ahead.
The Army Family, with more than two million Soldiers, spouses and children, is shouldering the load for 300 million Americans. The health of the All-Volunteer Force depends on the health of the Army Family.
Through the stewardship of the Installation Management Command (IMCOM), the Army provides an environment in which all Soldiers and their Families can thrive, no matter where they are located or which command they serve.
Key to IMCOM’s effective support of the Army’s expeditionary operations is enabling Senior Commanders to focus on their warfighting missions while garrison commanders provide the effective leadership to deliver installation management functions. This fundamental transformation of the Army’s approach to installation management contributes to readiness by linking services, infrastructure and operational support to Soldiers and Families across the globe.
The Army’s present-day communities and those of the future will face more pressures and demands. From implementing new technology, to addressing resource scarcity and providing quality of care for Soldiers and Families, Army communities must be flexible, adaptable and capable of sustaining mission readiness.
To meet these challenges, IMCOM provides thought leadership, analyses on emerging issues and developing actionable, relevant information to enable the Army to respond with agility and clarity to the demands of tomorrow.
As IMCOM continues to prove its value as today’s installation readiness solution today, the Command is also planning for the installations the Army will need to support the All-Volunteer Force of tomorrow. IMCOM’s Center for Future Installation Strategies is working to ensure that the Army installations of 2030 meet the needs of unborn Soldiers and Families and are adaptable and sustainable in supporting mission readiness for meeting new defense challenges.
IMCOM’s future achievements will be rooted in the Command’s actions today in honor of our Military Families. The Soldiers and Civilians of the IMCOM team take pride in their role in transforming the Army’s approach to installation management. These dedicated individuals are the stewards of The Army’s Home – and they make a difference to America’s defense mission – and in the lives of Soldiers and Families, today and in the years ahead.
Live from AUSA at the IMCOM Booth: USAEC Commander COL Maria R. Gervais - Sustaining the Environmental Integrity of the Army’s Home
The U.S. Army Environmental Command plays an important role within the Installation Management Command’s vision to sustain Soldiers, Families and Army civilians; to prepare them for success in current and future conflicts; and to support Army transformation. And as the USAEC commander, I am proud to be part of an organization helping to make IMCOM’s vision a reality.
The AEC staff does this every day by lending our expertise to installations in support of efforts sustaining the environmental integrity of the Army’s Home. The AEC staff is making sure we know the scope of environmental cleanup projects; we’re prioritizing these projects according to the Army’s needs; and we’re completing more projects faster with the same money. The AEC staff is making sure ranges are kept open and in a condition maximizing their effectiveness for training. And the AEC staff is making sure installations can meet their responsibilities to sustain the environment by ensuring efficient processes are in place and making sure the processes are working.
Not everything required to sustain the environmental integrity of the Army’s home can be done overnight, but step-by-step AEC is helping make installations safer, healthier, more productive places for Soldiers, their Families, and Army civilians to live and work.
For more information about the Army Environmental Command visit the USAEC Web site at http://aec.army.mil/usaec/.
The AEC staff does this every day by lending our expertise to installations in support of efforts sustaining the environmental integrity of the Army’s Home. The AEC staff is making sure we know the scope of environmental cleanup projects; we’re prioritizing these projects according to the Army’s needs; and we’re completing more projects faster with the same money. The AEC staff is making sure ranges are kept open and in a condition maximizing their effectiveness for training. And the AEC staff is making sure installations can meet their responsibilities to sustain the environment by ensuring efficient processes are in place and making sure the processes are working.
Not everything required to sustain the environmental integrity of the Army’s home can be done overnight, but step-by-step AEC is helping make installations safer, healthier, more productive places for Soldiers, their Families, and Army civilians to live and work.
For more information about the Army Environmental Command visit the USAEC Web site at http://aec.army.mil/usaec/.
Live at the IMCOM Booth at AUSA: Details on the Homeowners Assistance Program
We are privileged to have with us today, Ms. Diann Thompson, Realty Specialist, Homeowners Assistance Program (HAP), U.S. Army Corps of Engineers (USACE). The HAP was expanded by the American Recovery and Reinvestment Act 2009 (ARRA) which was signed by President Obama in February.
Ms. Thompson provided the following detailed overview of the HAP, including eligibility criteria and information on the application process:
Overall:
-- The Department of Defense (DoD) announced on September 30, 2009, details for the temporary expansion of the Homeowners Assistance Program (HAP). The program was created by Congress in 1966 to financially compensate eligible service members and Federal civilian employee homeowners faced with losses on the sale of their property due to a reduction-in-scope of operations due to Base Realignment and Closure (BRAC).
-- The expansion of the program authorizes temporary assistance for members affected by the mortgage crisis. The Department of Defense designated the US Army as the executive agent for the HAP. The US Army Corps of Engineers (USACE) administers the program for the Department of Defense.
-- The American Recovery and Reinvestment Act of 2009, signed into law by President Obama in February, provides $555 million for expansion of the HAP. Recovery Act funds are being used to temporarily increase support for eligible service members, DoD civilian, and Coast Guard families that are affected by the economic downturn as they are forced to sell their homes at a loss.
-- Like many Americans, DoD families feel the economic downturn’s impact as they also cope with the unique challenges of military life. They often don’t get to choose when they move and may be forced to sell their homes when they don’t want to. Often, service members are ordered to change duty stations and establish new homes sometimes every two to three years.
-- The HAP program partially offsets losses certain service members, surviving spouses, and civilian employees incur when they have to sell homes at a loss and relocate.
-- While the HAP expansion is not designed to pay 100 percent of the losses, it can help protect eligible applicants from financial catastrophe due to home sale loss in value. Under current law, HAP benefits above current fair market value (sale price) will be taxed as part of applicant’s gross income (Federal, state, local). The benefit payment is subject to withholding taxes. There is pending legislation in Congress that if signed into law, would eliminate tax liability from the HAP benefits.
-- DoD will fund projects and programs to help sustain the All-Volunteer Force as the best in the world, give Wounded Warriors care that has no equal, and provide military families a quality of life matching their service and sacrifice.
Eligibility Criteria:
-- After conducting an extensive analysis to determine how best to prioritize the finite $555 million available while maximizing assistance to as many people as possible, the DoD developed specific eligibility criteria designed to take care of people in the greatest need.
-- The American Recovery and Reinvestment Act of 2009 (ARRA), Public Law 111-5, expanded the HAP to provide assistance to:
1) Wounded, injured or ill members of the Armed Forces (30% or greater disability) and wounded DoD and Coast Guard civilian homeowners reassigned in furtherance of medical treatment or rehabilitation or due to medical retirement in connection with their disability;
2) Surviving spouses of the fallen;
3) BRAC 2005 impacted homeowners relocating during the mortgage crisis; and
4) Service member homeowners undergoing Permanent Change of Station (PCS) moves during the mortgage crisis. Subject to availability of funds.
-- Similar to the Recovery Act’s “Cash for Clunkers” program, homeowners eligible through 2005 BRAC and PCS criteria will be processed based on the availability of funding.
HAP Process:
-- USACE executes the program through three field offices, the Savannah, Ft. Worth, and Sacramento Districts. These field offices evaluate applications to determine eligibility and benefit award.
-- Applicants should visit the HAP web site: http://hap.usace.army.mil/ and download and complete the application package and send to USACE HAP Field Office for the area in which the applicant’s home is located.
-- The HAP application processing could not occur until program details were published in the Federal Register for public comment, because the proposed HAP expansion affects surviving spouses of deployed Service members and forward-deployed civilian employees. The rule was published on September 30, 2009.
-- There are approximately 4,000 applications awaiting to be processed. Due to the large number of applications waiting to be processed, it may take up to six months before the HAP Field Offices can complete initial processing. Applications will be processed as quickly as possible, according to eligibility priority category.
-- BRAC 2005 and PCS applicants will need to find a buyer of their homes in order to receive Expanded HAP benefits. Surviving spouses and wounded, injured and ill members do not need a buyer to receive expanded HAP benefits.
Ms. Thompson provided the following detailed overview of the HAP, including eligibility criteria and information on the application process:
Overall:
-- The Department of Defense (DoD) announced on September 30, 2009, details for the temporary expansion of the Homeowners Assistance Program (HAP). The program was created by Congress in 1966 to financially compensate eligible service members and Federal civilian employee homeowners faced with losses on the sale of their property due to a reduction-in-scope of operations due to Base Realignment and Closure (BRAC).
-- The expansion of the program authorizes temporary assistance for members affected by the mortgage crisis. The Department of Defense designated the US Army as the executive agent for the HAP. The US Army Corps of Engineers (USACE) administers the program for the Department of Defense.
-- The American Recovery and Reinvestment Act of 2009, signed into law by President Obama in February, provides $555 million for expansion of the HAP. Recovery Act funds are being used to temporarily increase support for eligible service members, DoD civilian, and Coast Guard families that are affected by the economic downturn as they are forced to sell their homes at a loss.
-- Like many Americans, DoD families feel the economic downturn’s impact as they also cope with the unique challenges of military life. They often don’t get to choose when they move and may be forced to sell their homes when they don’t want to. Often, service members are ordered to change duty stations and establish new homes sometimes every two to three years.
-- The HAP program partially offsets losses certain service members, surviving spouses, and civilian employees incur when they have to sell homes at a loss and relocate.
-- While the HAP expansion is not designed to pay 100 percent of the losses, it can help protect eligible applicants from financial catastrophe due to home sale loss in value. Under current law, HAP benefits above current fair market value (sale price) will be taxed as part of applicant’s gross income (Federal, state, local). The benefit payment is subject to withholding taxes. There is pending legislation in Congress that if signed into law, would eliminate tax liability from the HAP benefits.
-- DoD will fund projects and programs to help sustain the All-Volunteer Force as the best in the world, give Wounded Warriors care that has no equal, and provide military families a quality of life matching their service and sacrifice.
Eligibility Criteria:
-- After conducting an extensive analysis to determine how best to prioritize the finite $555 million available while maximizing assistance to as many people as possible, the DoD developed specific eligibility criteria designed to take care of people in the greatest need.
-- The American Recovery and Reinvestment Act of 2009 (ARRA), Public Law 111-5, expanded the HAP to provide assistance to:
1) Wounded, injured or ill members of the Armed Forces (30% or greater disability) and wounded DoD and Coast Guard civilian homeowners reassigned in furtherance of medical treatment or rehabilitation or due to medical retirement in connection with their disability;
2) Surviving spouses of the fallen;
3) BRAC 2005 impacted homeowners relocating during the mortgage crisis; and
4) Service member homeowners undergoing Permanent Change of Station (PCS) moves during the mortgage crisis. Subject to availability of funds.
-- Similar to the Recovery Act’s “Cash for Clunkers” program, homeowners eligible through 2005 BRAC and PCS criteria will be processed based on the availability of funding.
HAP Process:
-- USACE executes the program through three field offices, the Savannah, Ft. Worth, and Sacramento Districts. These field offices evaluate applications to determine eligibility and benefit award.
-- Applicants should visit the HAP web site: http://hap.usace.army.mil/ and download and complete the application package and send to USACE HAP Field Office for the area in which the applicant’s home is located.
-- The HAP application processing could not occur until program details were published in the Federal Register for public comment, because the proposed HAP expansion affects surviving spouses of deployed Service members and forward-deployed civilian employees. The rule was published on September 30, 2009.
-- There are approximately 4,000 applications awaiting to be processed. Due to the large number of applications waiting to be processed, it may take up to six months before the HAP Field Offices can complete initial processing. Applications will be processed as quickly as possible, according to eligibility priority category.
-- BRAC 2005 and PCS applicants will need to find a buyer of their homes in order to receive Expanded HAP benefits. Surviving spouses and wounded, injured and ill members do not need a buyer to receive expanded HAP benefits.
Live from the IMCOM Booth at AUSA - Delivering the Promises of the Army Family Covenant: Communities and the Marketplace
Following the announcement of the Army Family Covenant in October 2007, the Army Community Covenant was the natural next step to formalize support from local communities across America. The program is designed to foster and sustain effective state and community partnerships with the Army to improve the quality of life for Soldiers and their Families, both at their current duty stations and as they transfer to other states. The Community Covenant is a formal commitment of support by state and local communities to Soldiers and Families of the Army – Active, Guard and Reserve.
“The impact of the Army Community Covenant is a crucial part of sustaining Soldier and Family relationships, by providing a quality of life commensurate with their service,” explained Brad Johnson, ACSIM.
Community Covenant signing ceremonies are a community’s public commitment to build partnerships that support the strength, resilience and readiness of Soldiers and their Families, and assist with implementation of the Army Family Covenant. Since the program’s inception in April 2008, there have been 339 signing ceremonies in 46 states, three territories, and the District of Columbia. Community Covenant signing ceremonies also raise awareness of the sacrifices of Soldiers and their Families and the need to support them before, during, and after deployments. New programs are announced at signing ceremonies when applicable.
A new Community Covenant Web site was launched in August 2009 which provides linkages between Soldiers and their Families, as well as community organizations, and needed programs and services. The Web site www.army.mil/community. The Web site also features a Facebook page which provides an opportunity for distributing information as well as gaining feedback from Soldiers and their Families.
“The impact of the Army Community Covenant is a crucial part of sustaining Soldier and Family relationships, by providing a quality of life commensurate with their service,” explained Brad Johnson, ACSIM.
Community Covenant signing ceremonies are a community’s public commitment to build partnerships that support the strength, resilience and readiness of Soldiers and their Families, and assist with implementation of the Army Family Covenant. Since the program’s inception in April 2008, there have been 339 signing ceremonies in 46 states, three territories, and the District of Columbia. Community Covenant signing ceremonies also raise awareness of the sacrifices of Soldiers and their Families and the need to support them before, during, and after deployments. New programs are announced at signing ceremonies when applicable.
A new Community Covenant Web site was launched in August 2009 which provides linkages between Soldiers and their Families, as well as community organizations, and needed programs and services. The Web site www.army.mil/community. The Web site also features a Facebook page which provides an opportunity for distributing information as well as gaining feedback from Soldiers and their Families.
Live from AUSA: At the IMCOM Booth - ArmyOneSource.com
ArmyOneSource.com is key to delivering on the promise of the Army Family Covenant to standardize Family programs and services. ArmyOneSource.com recognizes the importance of keeping Soldiers and Families – especially those who live away from installations – connected to the many services, programs and benefits available to them.
ArmyOneSource.com offers single-portal access to a wide array of information to support Army Families before, during and after deployments. ArmyOneSource.com can help Soldiers and Families quickly find child care…address health care issues…manage careers…relocate…find physical fitness facilities…and make travel arrangements. ArmyOneSource.com can also help Soldiers and Families manage money…address Family life issues…pursue learning opportunities…and get questions answered about available programs and services.
“ArmyOneSource.com is the fingertips in the community that actually touches the geographically dispersed Soldiers and Family members,” explained William Freeman, FWMRC ArmyOneSource.com. “ArmyOneSource.com touches the unreachable by using connectivity, community partnerships and military facilities to reach Soldiers and Families in every region in each state,” Mr. Freeman said.
Today’s era of persistent conflict – with its repeated deployments – demands a sustaining environment in which Soldiers and Families are connected to the service and programs that support them.
Whether you’re a Soldier or Army Family who lives near an installation, a National Guard armory, or a Reserve Center – or your home is far away from an Army facility – check out ArmyOneSource.com for the information you need on Army programs and services.
ArmyOneSource.com offers single-portal access to a wide array of information to support Army Families before, during and after deployments. ArmyOneSource.com can help Soldiers and Families quickly find child care…address health care issues…manage careers…relocate…find physical fitness facilities…and make travel arrangements. ArmyOneSource.com can also help Soldiers and Families manage money…address Family life issues…pursue learning opportunities…and get questions answered about available programs and services.
“ArmyOneSource.com is the fingertips in the community that actually touches the geographically dispersed Soldiers and Family members,” explained William Freeman, FWMRC ArmyOneSource.com. “ArmyOneSource.com touches the unreachable by using connectivity, community partnerships and military facilities to reach Soldiers and Families in every region in each state,” Mr. Freeman said.
Today’s era of persistent conflict – with its repeated deployments – demands a sustaining environment in which Soldiers and Families are connected to the service and programs that support them.
Whether you’re a Soldier or Army Family who lives near an installation, a National Guard armory, or a Reserve Center – or your home is far away from an Army facility – check out ArmyOneSource.com for the information you need on Army programs and services.
Live from the IMCOM Booth at AUSA - Delivering the Promises of the Army Family Covenant: Recreation, Travel and BOSS
FMWRC deploys MWR professionals to Iraq to plan and deliver theater wide entertainment programs and base camp MWR programs. Individuals from Garrison MWR programs volunteer for duty in Iraq (6 months) through HQ FMWRC (WIAS tasker) and provide a frame work to advise military leaders on resource and logistical requirements for theater wide MWR activities, schedule live entertainment, develop sports and fitness programs and operating requirements for base camp recreation programs.
“As an extension of the Army’s home, Soldiers and Community Recreation provides MWR support downrange,” explained Barbara Christine from the Soldiers and Community Recreation program. “This support comes in the form of recreation kits, theater in a box, book kits and audio book kits. The program has also deployed MWR professionals into Iraq, Kuwait and Afghanistan to provide quality of life support,” Ms. Christine said.
Warrior Adventure Quest (WAQ) is a program designed by an Integrated Process Team (IPT) of Army medical, psychological research, behavioral health, and Safety professionals specifically for Soldiers and incorporates Battlemind techniques in a training format. The training introduces Soldiers to the combat operational stress control (COSC) model that demonstrates how to recognize stress and the influences on resiliency, teaches individual coping skills and where to find help. Represents viable means to assist Soldier re-integration, empower small-unit leaders, maintain combat readiness, and increase unit cohesion.
Garrison recreation programs which contribute to the social and mental well-being of the military community, form the foundation for the DOD initiative of “Return and Recreate” and support the Army’s Soldier Family Action Plan. These programs include: 1) Inclusive Training for Garrison MWR Personnel; 2) “Warrior Zone; 3) Partnership with CYSS; 4) BOSS Partnership with I.A.M. STRONG.
Enterprise purchase program for fitness equipment - This program provides predictable levels of service and operational performance that assist Soldiers in meeting the physical requirements of their military occupation specialty by resourcing standardized equipment and training for preventive maintenance and customer use. All exercise equipment is modern and meets industry standards for heavy commercial use.
“As an extension of the Army’s home, Soldiers and Community Recreation provides MWR support downrange,” explained Barbara Christine from the Soldiers and Community Recreation program. “This support comes in the form of recreation kits, theater in a box, book kits and audio book kits. The program has also deployed MWR professionals into Iraq, Kuwait and Afghanistan to provide quality of life support,” Ms. Christine said.
Warrior Adventure Quest (WAQ) is a program designed by an Integrated Process Team (IPT) of Army medical, psychological research, behavioral health, and Safety professionals specifically for Soldiers and incorporates Battlemind techniques in a training format. The training introduces Soldiers to the combat operational stress control (COSC) model that demonstrates how to recognize stress and the influences on resiliency, teaches individual coping skills and where to find help. Represents viable means to assist Soldier re-integration, empower small-unit leaders, maintain combat readiness, and increase unit cohesion.
Garrison recreation programs which contribute to the social and mental well-being of the military community, form the foundation for the DOD initiative of “Return and Recreate” and support the Army’s Soldier Family Action Plan. These programs include: 1) Inclusive Training for Garrison MWR Personnel; 2) “Warrior Zone; 3) Partnership with CYSS; 4) BOSS Partnership with I.A.M. STRONG.
Enterprise purchase program for fitness equipment - This program provides predictable levels of service and operational performance that assist Soldiers in meeting the physical requirements of their military occupation specialty by resourcing standardized equipment and training for preventive maintenance and customer use. All exercise equipment is modern and meets industry standards for heavy commercial use.
Tuesday, October 6, 2009
Live from AUSA – The Army’s Better Opportunities for Single Soldiers Program
Now in its 20th year, the Army Better Opportunities for Single Soldiers (BOSS) program has a presence not only for the single Soldier, but also for single parents and geographical bachelors. The mission of BOSS is to enhance the quality of life and morale of Single Soldiers, increase retention, sustain readiness and maintain the All-Volunteer Force. The four pillars of the BOSS program are:
· Quality of life
· Community service
· Recreation
· Leisure
The BOSS program has been described as “the Soldier’s voice” and “the vehicle of choice for obtaining the single Soldier’s perspective, ideas, or feedback.” BOSS is both of these depictions and more. BOSS helps make the Army a safer environment and creates a sense of harmony.
“The importance of BOSS is that we keep our Soldiers engaged in the community,” said SGT Danielle Colson. “BOSS is about Soldiers taking ownership of each other and themselves and the way they live.”
To celebrate its 20th anniversary, the Soldiers requested a new logo. On 7 April 2009, the BOSS Program solicited Soldiers from across the Army to submit designs that truly portray the commitment of today’s single Soldier, while illustrating the Soldier’s strength and drive to make a difference. A new logo was unveiled at the Annual Department of the Army’s BOSS Forum in August 2009.
· Quality of life
· Community service
· Recreation
· Leisure
The BOSS program has been described as “the Soldier’s voice” and “the vehicle of choice for obtaining the single Soldier’s perspective, ideas, or feedback.” BOSS is both of these depictions and more. BOSS helps make the Army a safer environment and creates a sense of harmony.
“The importance of BOSS is that we keep our Soldiers engaged in the community,” said SGT Danielle Colson. “BOSS is about Soldiers taking ownership of each other and themselves and the way they live.”
To celebrate its 20th anniversary, the Soldiers requested a new logo. On 7 April 2009, the BOSS Program solicited Soldiers from across the Army to submit designs that truly portray the commitment of today’s single Soldier, while illustrating the Soldier’s strength and drive to make a difference. A new logo was unveiled at the Annual Department of the Army’s BOSS Forum in August 2009.
Live from AUSA – “Energy and the Environment for an Expeditionary Army”
BG Al Aycock, Deputy Commanding General, Army Installation Management Command, along with other panelists, reviewed the first year accomplishments of the Army Senior Energy Council (SEC).
“Assured access to reliable, affordable and stable energy supplies remains a significant challenge for the Army,” said BG Aycock.
Energy security means preventing the loss of power (surety), ensuring resilience in energy systems (survivability), accessing renewable energy on installations (supply), providing adequate power for critical missions (sufficiency), and promoting support for the Army’s mission, its community, and the environment (sustainability
To improve installations’ energy security posture, IMCOM is committed to:
-- Modernizing energy and utility infrastructure to improve reliability
-- Incorporating system redundancy for mission assurance
-- Developing renewable energy supplies to reduce dependence on fossil fuel
-- Maintaining disaster recovery preparedness
“IMCOM has worked hard on energy sustainability. We have partnered with the Department of Defense and performed energy assessments of 13 installations,” Aycock explained. “We are currently looking for opportunities for renewable energy resources across our installations.”
The issue of energy security has become increasingly important to the nation and the mission of the Department of Defense. An outcome on this issue of energy security for our garrisons has been addressed in the Army Energy Security Implementation Strategy. This strategy balances current legislation and policies against the need to deliver a comprehensive solution for energy security.
BG Aycock summarized the five key characteristics that have been developed into energy security goals. Achievement of theses Energy Security Goals should improve the energy security posture for the Army installations as well as comply with federal energy regulations and Army energy policies. The ESGs are:
-- ESG 1 – Reduce energy consumption
-- ESG 2 – Increase efficiency across platforms and facilities
-- ESG 3 – Increase use of renewable energy
-- ESG 4 – Assure access to sufficient energy supply
-- ESG 5 – Reduce adverse impacts on the environment
Meeting the energy management challenges of the Army is the largest organizational change since World War II. To address the energy management challenge, IMCOM centrally funds enterprise programs.
Centrally funded programs provide standard set of services
Programs driven by federal legislation, Executive Orders and Department of the Army Policy
Programs provide technical assistance to energy managers
Program deliverables identify energy savings projects and costs
Programs are available for installations across the globe
The enterprise approach also directs IMCOM’s efforts to increase the use of renewable energy. IMCOM has partnered with the Department of Energy to conduct detailed analyses of the potential for electricity generation at selected U.S. Army installations; completed 13 assessments, 6 scheduled for FY10; identified economically feasible opportunities for generation of electricity from renewable supply that is significant enough to warrant connection to the grid and/or to contribute in a meaningful way to the aggressive renewable energy goals of the Army and the Department of Defense.
Existing renewable projects completed to date include Ft. Drum Solar Wall, Ft. Huachuca Photovoltaic Roof, Ft. Knox Ground Source Heat Pump, Ft. Jackson Fuel Cells, Ft. Carson Solar Array and Ft. Stewart Biomass Plant. Future renewable projects, such as the one at Ft. Irwin, located in California, will improve the energy security of the installation through the construction and management of the largest solar power project proposed to date within the Department of Defense. Solar energy Enhanced Use Leasing will entail a flexible, phased, multi-technology approach to delivering up to 500 megawatts (MW) of power generation.
Ft. Greeley, Alaska, is just one energy security success story that BG Aycock noted. Through an investment strategy to recapitalize the Army’s utilities infrastructure (electric, natural gas, water and wastewater) and bring systems up to current industry standards, the following energy transformation has occurred:
Increased reliability through new 138 KV Transmission Line and Substation
New substation is energized to provide 20 MW capability vice having 5.5MW capacity produced by old diesel generators
Replaced a 50-year old transformer and 50-year old switchgear which will reduce maintenance and power outages
Reduced reliance on fossil fuel
Energy must be readily available to support Army missions. IMCOM is committed to improving the Army’s energy security posture by reducing Army energy consumption, increasing energy efficiency in our facilities and promoting the use of new sources of renewable energy supplies.
“Assured access to reliable, affordable and stable energy supplies remains a significant challenge for the Army,” said BG Aycock.
Energy security means preventing the loss of power (surety), ensuring resilience in energy systems (survivability), accessing renewable energy on installations (supply), providing adequate power for critical missions (sufficiency), and promoting support for the Army’s mission, its community, and the environment (sustainability
To improve installations’ energy security posture, IMCOM is committed to:
-- Modernizing energy and utility infrastructure to improve reliability
-- Incorporating system redundancy for mission assurance
-- Developing renewable energy supplies to reduce dependence on fossil fuel
-- Maintaining disaster recovery preparedness
“IMCOM has worked hard on energy sustainability. We have partnered with the Department of Defense and performed energy assessments of 13 installations,” Aycock explained. “We are currently looking for opportunities for renewable energy resources across our installations.”
The issue of energy security has become increasingly important to the nation and the mission of the Department of Defense. An outcome on this issue of energy security for our garrisons has been addressed in the Army Energy Security Implementation Strategy. This strategy balances current legislation and policies against the need to deliver a comprehensive solution for energy security.
BG Aycock summarized the five key characteristics that have been developed into energy security goals. Achievement of theses Energy Security Goals should improve the energy security posture for the Army installations as well as comply with federal energy regulations and Army energy policies. The ESGs are:
-- ESG 1 – Reduce energy consumption
-- ESG 2 – Increase efficiency across platforms and facilities
-- ESG 3 – Increase use of renewable energy
-- ESG 4 – Assure access to sufficient energy supply
-- ESG 5 – Reduce adverse impacts on the environment
Meeting the energy management challenges of the Army is the largest organizational change since World War II. To address the energy management challenge, IMCOM centrally funds enterprise programs.
Centrally funded programs provide standard set of services
Programs driven by federal legislation, Executive Orders and Department of the Army Policy
Programs provide technical assistance to energy managers
Program deliverables identify energy savings projects and costs
Programs are available for installations across the globe
The enterprise approach also directs IMCOM’s efforts to increase the use of renewable energy. IMCOM has partnered with the Department of Energy to conduct detailed analyses of the potential for electricity generation at selected U.S. Army installations; completed 13 assessments, 6 scheduled for FY10; identified economically feasible opportunities for generation of electricity from renewable supply that is significant enough to warrant connection to the grid and/or to contribute in a meaningful way to the aggressive renewable energy goals of the Army and the Department of Defense.
Existing renewable projects completed to date include Ft. Drum Solar Wall, Ft. Huachuca Photovoltaic Roof, Ft. Knox Ground Source Heat Pump, Ft. Jackson Fuel Cells, Ft. Carson Solar Array and Ft. Stewart Biomass Plant. Future renewable projects, such as the one at Ft. Irwin, located in California, will improve the energy security of the installation through the construction and management of the largest solar power project proposed to date within the Department of Defense. Solar energy Enhanced Use Leasing will entail a flexible, phased, multi-technology approach to delivering up to 500 megawatts (MW) of power generation.
Ft. Greeley, Alaska, is just one energy security success story that BG Aycock noted. Through an investment strategy to recapitalize the Army’s utilities infrastructure (electric, natural gas, water and wastewater) and bring systems up to current industry standards, the following energy transformation has occurred:
Increased reliability through new 138 KV Transmission Line and Substation
New substation is energized to provide 20 MW capability vice having 5.5MW capacity produced by old diesel generators
Replaced a 50-year old transformer and 50-year old switchgear which will reduce maintenance and power outages
Reduced reliance on fossil fuel
Energy must be readily available to support Army missions. IMCOM is committed to improving the Army’s energy security posture by reducing Army energy consumption, increasing energy efficiency in our facilities and promoting the use of new sources of renewable energy supplies.
Live from AUSA: Secretary of the Army 2009 Quality of Life Awards
The Army today honored the installations that have expanded their commitment under the Army Family Covenant to provide Soldiers and Families with a quality of life commensurate with their service.
Secretary of the Army John McHugh recognized the installations in a ceremony at the annual meeting of the Association of the United States Army in Washington, D.C.
Winners of the Secretary of the Army’s Quality of Life for 2009 are:
Quality of Life Command Team Award
Military Intelligence Readiness Command
U.S. Army Reserve
Fort Belvoir, Va.
Quality of Life Best Practice Award
108th Training Command
U.S. Army Reserve
Charlotte, N.C.
Quality of Life Partnership Award
U.S. Army Garrison, Fort Hood, Texas
Quality of Life Partnership Award – Honorable Mention
Ohio National Guard Joint Family Readiness Program
Columbus, Ohio
Quality of Life Communication Excellence Award
U.S. Army Garrison, Hawaii
Superior Quality of Life Award – Small Unit
Department of Family & Community Medicine
Carl R. Darnall Army Medical Center
Fort Hood, Texas
Superior Quality of Life Award – Medium Unit
108th Training Command
U.S. Army Reserve
Charlotte, N.C.
Superior Quality of Life Award – Large Unit
U.S. Army Garrison, Fort Campbell, Ky.
Since 2007, the Army Family Covenant has communicated he Army’s commitment to improving Solider and Family readiness through programs and services, quality healthcare, housing,, schools, youth services, childcare, education and employment. By providing a strong, supportive environment in which Soldiers and Families can thrive, the Army builds partnerships that enhance their strength and resilience.
Secretary of the Army John McHugh recognized the installations in a ceremony at the annual meeting of the Association of the United States Army in Washington, D.C.
Winners of the Secretary of the Army’s Quality of Life for 2009 are:
Quality of Life Command Team Award
Military Intelligence Readiness Command
U.S. Army Reserve
Fort Belvoir, Va.
Quality of Life Best Practice Award
108th Training Command
U.S. Army Reserve
Charlotte, N.C.
Quality of Life Partnership Award
U.S. Army Garrison, Fort Hood, Texas
Quality of Life Partnership Award – Honorable Mention
Ohio National Guard Joint Family Readiness Program
Columbus, Ohio
Quality of Life Communication Excellence Award
U.S. Army Garrison, Hawaii
Superior Quality of Life Award – Small Unit
Department of Family & Community Medicine
Carl R. Darnall Army Medical Center
Fort Hood, Texas
Superior Quality of Life Award – Medium Unit
108th Training Command
U.S. Army Reserve
Charlotte, N.C.
Superior Quality of Life Award – Large Unit
U.S. Army Garrison, Fort Campbell, Ky.
Since 2007, the Army Family Covenant has communicated he Army’s commitment to improving Solider and Family readiness through programs and services, quality healthcare, housing,, schools, youth services, childcare, education and employment. By providing a strong, supportive environment in which Soldiers and Families can thrive, the Army builds partnerships that enhance their strength and resilience.
Live from AUSA at the IMCOM Booth: Delivering the Promises of the Army Family Covenant – Libraries
MWR Libraries deliver outstanding quality of life supporting education, life-long learning, mission information and leisure needs of families – and they are one of the most-used MWR programs.
The Library Program managed by the Family and Morale, Welfare and Recreation Command provides deployed Soldiers with reading material, audio books (Playaways) and online databases available remotely 24/7 – all great morale boosters!
“MWR Libraries are the place to be – they’re open weekends and during after-duty hours,” said Carla Pomager of FMWRC Libraries. “They offer story hours, book clubs, Internet access and so much more. Even from their home computers, Soldiers and Families can visit their library to download an audio book, read an e-book, or practice for a school test.”
MWR Libraries are the “family room” of the installations that make up the Army’s Home – a place to relax, study and play. Libraries offer interesting events for children and spouses to lighten the load and help pass the time until their loved ones return home.
MWR Libraries offer virtual library services through the General Library Information System (GLIS), http://mylibraryus.fmwr.net/ and online databases for registered users of Army OneSource https://www.myarmyonesource.com/EducationCareersandLibraries/Libraries/default.aspx?AllowSSL=true and AKO https://www.us.army.mil/suite/page/255553.
The Library Program managed by the Family and Morale, Welfare and Recreation Command provides deployed Soldiers with reading material, audio books (Playaways) and online databases available remotely 24/7 – all great morale boosters!
“MWR Libraries are the place to be – they’re open weekends and during after-duty hours,” said Carla Pomager of FMWRC Libraries. “They offer story hours, book clubs, Internet access and so much more. Even from their home computers, Soldiers and Families can visit their library to download an audio book, read an e-book, or practice for a school test.”
MWR Libraries are the “family room” of the installations that make up the Army’s Home – a place to relax, study and play. Libraries offer interesting events for children and spouses to lighten the load and help pass the time until their loved ones return home.
MWR Libraries offer virtual library services through the General Library Information System (GLIS), http://mylibraryus.fmwr.net/ and online databases for registered users of Army OneSource https://www.myarmyonesource.com/EducationCareersandLibraries/Libraries/default.aspx?AllowSSL=true and AKO https://www.us.army.mil/suite/page/255553.
Live from AUSA: At the IMCOM Booth Delivering the Promises of the Army Family Covenant: Health Care
The Army is committed to increasing accessibility and quality of health care. Providing accessibility and quality of health care is key to the AFC, which honors the sacrifices made by Soldiers and Military Families.
Some highlights include:
-- Created 36 Warrior Transition Units (WTU) to support more than 7,700 Soldiers. An additional nine community-based WTUs are now serving more than 1,450 Warriors in Transitions residing at home.
-- Provided Traumatic Brain Injury and Post Traumatic Stress Disorder (TBI-PTSD) chain teaching to more than 900,000 Soldiers and conducted neurocognitive testing on more than 240,000 Soldiers prior to deployment. -- Educated 750 providers on TBI care and programs and provided advanced PTSD training to 950 Behavioral Health (BH) providers (600 received web-based training). FY09 improvements included increasing the PTSD Training program from 12 to 24 courses and training 720 additional BH providers.
-- Created 200,000 training products for military children and Families to strengthen their resilience and ease the effects of deployment on children, spouses and dual-military Families.
-- Authorized TRICARE Standard coverage for more than 500,000 eligible members of the Selected Reserve and their Family members and lowered the co-payment by 44% for individuals and 29% for Family members.
“Our goal is to inspire trust in Army medicine’s stakeholders and customers by building relationships, enhancing partnerships and improving communication about the excellence and value of Army medicine,” said LTC Nikki Butler, Allied Health Staff Officer in the Army Office of the Surgeon General.
Some highlights include:
-- Created 36 Warrior Transition Units (WTU) to support more than 7,700 Soldiers. An additional nine community-based WTUs are now serving more than 1,450 Warriors in Transitions residing at home.
-- Provided Traumatic Brain Injury and Post Traumatic Stress Disorder (TBI-PTSD) chain teaching to more than 900,000 Soldiers and conducted neurocognitive testing on more than 240,000 Soldiers prior to deployment. -- Educated 750 providers on TBI care and programs and provided advanced PTSD training to 950 Behavioral Health (BH) providers (600 received web-based training). FY09 improvements included increasing the PTSD Training program from 12 to 24 courses and training 720 additional BH providers.
-- Created 200,000 training products for military children and Families to strengthen their resilience and ease the effects of deployment on children, spouses and dual-military Families.
-- Authorized TRICARE Standard coverage for more than 500,000 eligible members of the Selected Reserve and their Family members and lowered the co-payment by 44% for individuals and 29% for Family members.
“Our goal is to inspire trust in Army medicine’s stakeholders and customers by building relationships, enhancing partnerships and improving communication about the excellence and value of Army medicine,” said LTC Nikki Butler, Allied Health Staff Officer in the Army Office of the Surgeon General.
Live from the IMCOM Booth at AUSA - Delivering the Promises of the Army Family Covenant: Child Care, Youth Programs, and School Support Services
Army Child, Youth & School Services delivers the promise of Army Family Covenant to ensure excellence in schools, youth services and child care. CYS Services fulfills the promise through programs that reduce the conflict between Soldiers’ mission readiness and their parental responsibilities.
A Soldier's life and workday are affected by irregular and extended duty hours, deployments and temporary duty assignments. This creates constant challenges for Soldiers and their Families who need child care or youth programs, as well as school support services. These challenges continue to grow as mission requirements increase the demands and stress on Soldiers and their Families. CYS Services understands these challenges and provides solutions by offering quality child and youth programs to meet the needs of Soldiers and Families. CYS Services also works with schools to mitigate the stress that results when a Soldier-parent is deployed or when students must switch schools because a Family relocates.
“CYS Services are needed more by our expeditionary Army now than at any time in its history,” said Jerry Haag of the CYS Services Directorate of the Family and Morale, Welfare and Recreation Command. “We know CYS Services is highly valued by our Families during times of deployments.” The goal of Child, Youth & School Services is to assure Soldiers’ peace of mind so they can concentrate on their missions -- knowing that their children are in safe environments with trained and caring professionals.
A Soldier's life and workday are affected by irregular and extended duty hours, deployments and temporary duty assignments. This creates constant challenges for Soldiers and their Families who need child care or youth programs, as well as school support services. These challenges continue to grow as mission requirements increase the demands and stress on Soldiers and their Families. CYS Services understands these challenges and provides solutions by offering quality child and youth programs to meet the needs of Soldiers and Families. CYS Services also works with schools to mitigate the stress that results when a Soldier-parent is deployed or when students must switch schools because a Family relocates.
“CYS Services are needed more by our expeditionary Army now than at any time in its history,” said Jerry Haag of the CYS Services Directorate of the Family and Morale, Welfare and Recreation Command. “We know CYS Services is highly valued by our Families during times of deployments.” The goal of Child, Youth & School Services is to assure Soldiers’ peace of mind so they can concentrate on their missions -- knowing that their children are in safe environments with trained and caring professionals.
Monday, October 5, 2009
Live from AUSA: Family Forum I - “Army Families-The Strength Behind the Soldier”
In peace and in war, the Army honors the sacrifices that Soldiers and Families make daily, at home and abroad.
America’s Army faces unprecedented challenges as it enters the eighth year of war. Soldiers and Families have shown tremendous courage and resilience during repeated deployments.
The Army is consistently finding ways to better serve the Soldiers and Families that have given so much for this nation.
“We are using feedback from Families to prioritize the services we provide,” said Ms. Kathleen Marin, director of installation services in the Office of the Chief of Staff for Installation. “We are maintaining the services and programs that Families have told us are working for them – these are the programs that are personally delivered and confidential. Our priorities are improving Child and Youth Services registration, family readiness training, command support for Family Readiness Groups, funding FRGs and communicating the availability of FRG resources to FRG leaders. ”
The Army is focused on developing and instituting a holistic program to build the resilience of Soldiers, Family members and Army Civilians. This initiative is based on five key principles:
· We recognize the commitment and increasing sacrifices that our Families are making every day.
· We recognize the strength of our Soldiers comes from the strength of their Families.
· We are committed to providing Soldiers and Families a Quality of Life that is commensurate with their service.
· We are committed to providing our Families a strong, supportive environment where they can thrive.
· We are committed to building a partnership with Army Families that enhances their strength and resilience.
Army Families have shown the same determination and resiliency as Army personnel. The Army thanks and honors the Families of Soldiers for supporting their loved ones who have answered the call to serve the nation. Army Families are the strength behind the Soldier.
America’s Army faces unprecedented challenges as it enters the eighth year of war. Soldiers and Families have shown tremendous courage and resilience during repeated deployments.
The Army is consistently finding ways to better serve the Soldiers and Families that have given so much for this nation.
“We are using feedback from Families to prioritize the services we provide,” said Ms. Kathleen Marin, director of installation services in the Office of the Chief of Staff for Installation. “We are maintaining the services and programs that Families have told us are working for them – these are the programs that are personally delivered and confidential. Our priorities are improving Child and Youth Services registration, family readiness training, command support for Family Readiness Groups, funding FRGs and communicating the availability of FRG resources to FRG leaders. ”
The Army is focused on developing and instituting a holistic program to build the resilience of Soldiers, Family members and Army Civilians. This initiative is based on five key principles:
· We recognize the commitment and increasing sacrifices that our Families are making every day.
· We recognize the strength of our Soldiers comes from the strength of their Families.
· We are committed to providing Soldiers and Families a Quality of Life that is commensurate with their service.
· We are committed to providing our Families a strong, supportive environment where they can thrive.
· We are committed to building a partnership with Army Families that enhances their strength and resilience.
Army Families have shown the same determination and resiliency as Army personnel. The Army thanks and honors the Families of Soldiers for supporting their loved ones who have answered the call to serve the nation. Army Families are the strength behind the Soldier.
Live from the IMCOM Booth at AUSA: The Installation Geospatial Information & Services (IGI&S) Program’s enterprise geospatial system.
The Army Mapper provides the infrastructure foundation for secure sharing of geospatial capabilities and data in accordance with Army and Department of Defense (DOD) enterprise architecture standards.
“The Army Mapper’s geospatial systems allow users to visualize, analyze and present data as maps, reports and charts,” said Judy Carter. “These tools can be used to inform decision-making and help users to answer and solve problems. For example, Army Mapper allows installation specialists to plan for major events by comprehensive gathering data on potential locations well beforehand.”
Geospatial information supports many Army missions, including emergency response planning, force protection, training support, facilities management, environmental planning, and natural resources conservation.
The Army IGI&S program delivers the data and services that support the management and resourcing of Army installations worldwide and are key to Army Installation Management Command’s to effectively adapt Army installation, programs and services to support an expeditionary Army and plan for the future Army community.
“The Army Mapper’s geospatial systems allow users to visualize, analyze and present data as maps, reports and charts,” said Judy Carter. “These tools can be used to inform decision-making and help users to answer and solve problems. For example, Army Mapper allows installation specialists to plan for major events by comprehensive gathering data on potential locations well beforehand.”
Geospatial information supports many Army missions, including emergency response planning, force protection, training support, facilities management, environmental planning, and natural resources conservation.
The Army IGI&S program delivers the data and services that support the management and resourcing of Army installations worldwide and are key to Army Installation Management Command’s to effectively adapt Army installation, programs and services to support an expeditionary Army and plan for the future Army community.
Live from AUSA: ILW, G3/CSF TF Panel - “Building Resilient Soldiers, Families and Civilians”
“In a force where 60 percent of Soldiers are married, taking care of Families is more vital than ever,” Gen. George Casey, Army chief of staff, said recently during a visit to the Fort Hood Resiliency Campus in Texas.
Not surprisingly, with seven-plus years of sustained combat, Army leadership is seeking new or improved ways to meet the needs of those military men and women who have experienced increased levels of stress.
“The Army needs to make our resilience training for Soldiers, Families and Civilians turn post-traumatic stress into post-traumatic growth,” said LTG James D. Thurman, deputy chief of staff for Army G-3/5/7.”
The Army currently faces increased rates of post-traumatic stress, substance abuse and suicide – all serious indicators of Soldier-stress levels. To alleviate this, Army leadership, through the Army Family Covenant, is committed to providing Families a strong, supportive environment where they can thrive.
LTG Mark P. Hertling says that the Army should begin post-traumatic training early. “Post-traumatic resilience must come before the trauma happens,” he explained. “Everyone will have resilience training before deployment to give Soldiers a high level of resilience before a trauma occurs.”
Historically, and for obvious reason, physical fitness has been an integral part of a Soldier’s military career and the Army has heavily invested time and resources into maintaining a physically fit force.
The mission is to develop and institute a holistic, resilience-building fitness program for Soldiers, Family members and Army Civilians. The overarching goal is to provide individually tailored skill training that leads to a balanced, healthy, self-confident force whose resilience and overall fitness enables them to thrive in this current environment and beyond.
The Army now recognizes that these additional dimensions of fitness are as important to readiness as physical health and fitness. Building strength in the five dimensions of strength - physical, emotional, social, Family, and spiritual – enables the Army to sustain our Soldiers, Families and Army civilians in an era of persistent conflict.
Not surprisingly, with seven-plus years of sustained combat, Army leadership is seeking new or improved ways to meet the needs of those military men and women who have experienced increased levels of stress.
“The Army needs to make our resilience training for Soldiers, Families and Civilians turn post-traumatic stress into post-traumatic growth,” said LTG James D. Thurman, deputy chief of staff for Army G-3/5/7.”
The Army currently faces increased rates of post-traumatic stress, substance abuse and suicide – all serious indicators of Soldier-stress levels. To alleviate this, Army leadership, through the Army Family Covenant, is committed to providing Families a strong, supportive environment where they can thrive.
LTG Mark P. Hertling says that the Army should begin post-traumatic training early. “Post-traumatic resilience must come before the trauma happens,” he explained. “Everyone will have resilience training before deployment to give Soldiers a high level of resilience before a trauma occurs.”
Historically, and for obvious reason, physical fitness has been an integral part of a Soldier’s military career and the Army has heavily invested time and resources into maintaining a physically fit force.
The mission is to develop and institute a holistic, resilience-building fitness program for Soldiers, Family members and Army Civilians. The overarching goal is to provide individually tailored skill training that leads to a balanced, healthy, self-confident force whose resilience and overall fitness enables them to thrive in this current environment and beyond.
The Army now recognizes that these additional dimensions of fitness are as important to readiness as physical health and fitness. Building strength in the five dimensions of strength - physical, emotional, social, Family, and spiritual – enables the Army to sustain our Soldiers, Families and Army civilians in an era of persistent conflict.
Live from AUSA: At the IMCOM Booth
Delivering the Promises of the Army Family Covenant: Soldier and Family Housing
Army Housing follows the philosophy of improving Soldier and Family quality of life by building, maintaining, operating and/or privatizing an inventory of quality housing for it’s Soldiers and Families at various installations around the world where there is not ample, available housing on the local economy. Army Housing plans, programs and obtains funding for the acquisition of Single Soldier and Family Housing requirements, globally. The Army Family and Unaccompanied Personnel Housing programs are supported by the Army’s vision and mission in the Army Campaign Plan.
“The business of Army housing is people,” said Sandy Randolph of the Office of the Chief of Staff for Installation Management. “We ensure that all Soldiers and the Families live in safe, quality homes, either on post or in the community.”
Unaccompanied Personnel Housing (UPH) is a readiness issue. Providing a high quality, safe, and healthy residence is a crucial commitment the Army has made to single Soldiers. Quality UPH is a key component in efforts to ensure increased retention and higher morale of the single Soldier. When Soldiers are confident that their housing needs have been met, they can then focus on the mission. If these needs are not fulfilled, morale is lessoned. It is essential that the Army provide high quality barracks accommodations. To ensure that these high standards are met programs such as the centralized barracks management program called the First Sergeant’s Barracks Initiative (FSBI), the Permanent Party Barracks Modernization Program, UPH Privatization, and the Army’s Housing Operations Management System 4 (HOMES4) residential management system have been implemented to achieve and sustain that high quality of life that is essential to single Soldier housing.
Army Family Housing (AFH) provides for new and replacement construction of homes as well as the revitalization of existing facilities. The Residential Communities Initiative (RCI) uses appropriated funds that have been obligated by AFH to privatize the on-post housing inventory. The Housing Services Office (HSO) is the point of entry on the Garrison for community and privatized housing. The HSO enhanced referral services uses the Department of Defense web-based multiple housing listing service referred to as the Automatic Housing Referral Network (https://www.ahrn.com), and Army Housing OneStop ( https://onestop.army.mil), which hosts 29 installation welcome videos. These videos can also be viewed on Army.mil, Vimeo and YouTube to provide a direct line of communication to Soldiers and Families.
“We care about Soldiers and the Families and the sacrifices they make,” said Mary-Jeanne Marken of OACSIM. “That’s why we work to assure the the highest level of professionalism in the housing services we provide.”
Army Housing follows the philosophy of improving Soldier and Family quality of life by building, maintaining, operating and/or privatizing an inventory of quality housing for it’s Soldiers and Families at various installations around the world where there is not ample, available housing on the local economy. Army Housing plans, programs and obtains funding for the acquisition of Single Soldier and Family Housing requirements, globally. The Army Family and Unaccompanied Personnel Housing programs are supported by the Army’s vision and mission in the Army Campaign Plan.
“The business of Army housing is people,” said Sandy Randolph of the Office of the Chief of Staff for Installation Management. “We ensure that all Soldiers and the Families live in safe, quality homes, either on post or in the community.”
Unaccompanied Personnel Housing (UPH) is a readiness issue. Providing a high quality, safe, and healthy residence is a crucial commitment the Army has made to single Soldiers. Quality UPH is a key component in efforts to ensure increased retention and higher morale of the single Soldier. When Soldiers are confident that their housing needs have been met, they can then focus on the mission. If these needs are not fulfilled, morale is lessoned. It is essential that the Army provide high quality barracks accommodations. To ensure that these high standards are met programs such as the centralized barracks management program called the First Sergeant’s Barracks Initiative (FSBI), the Permanent Party Barracks Modernization Program, UPH Privatization, and the Army’s Housing Operations Management System 4 (HOMES4) residential management system have been implemented to achieve and sustain that high quality of life that is essential to single Soldier housing.
Army Family Housing (AFH) provides for new and replacement construction of homes as well as the revitalization of existing facilities. The Residential Communities Initiative (RCI) uses appropriated funds that have been obligated by AFH to privatize the on-post housing inventory. The Housing Services Office (HSO) is the point of entry on the Garrison for community and privatized housing. The HSO enhanced referral services uses the Department of Defense web-based multiple housing listing service referred to as the Automatic Housing Referral Network (https://www.ahrn.com), and Army Housing OneStop ( https://onestop.army.mil), which hosts 29 installation welcome videos. These videos can also be viewed on Army.mil, Vimeo and YouTube to provide a direct line of communication to Soldiers and Families.
“We care about Soldiers and the Families and the sacrifices they make,” said Mary-Jeanne Marken of OACSIM. “That’s why we work to assure the the highest level of professionalism in the housing services we provide.”
Live from AUSA: At the IMCOM Booth - Delivering the Promises of the Army Family Covenant: Family Programs and Services
The Army is committed to standardizing Family programs and services. Standardizing programs and services is key to the AFC which honors the sacrifices made by Soldiers and Military Families.
Some highlights include:
-- Standardized Army Community service (ACS) staffing and programs at the garrisons and created 477 ACS staff positions to meet operational and staffing shortfalls.
-- Increased staff for the New Parent Support Home Visit Program to reach high risk Families. The program operates in 33 U.S. and 29 overseas garrisons.
-- Supported 249 Army National Guard Family Assistance centers which provide Soldiers and their Families support services, regardless of their geographic position.
-- Conducted more than 100,000 religious services around the world, including at home stations and on the battlefield. Ensured better access to religious support at the battalion level by adding 21 chaplains and chaplain assistants.
“Army Community Support Coordinators play a special role in providing standardized programs and services by focusing on the needs of geographically dispersed Soldiers and Families,” said with Karen Conrad of the Family and Morale, Welfare and Recreation Command. “We now have 61 CSCs at work serving Soldiers and Families, with more to come.”
Some highlights include:
-- Standardized Army Community service (ACS) staffing and programs at the garrisons and created 477 ACS staff positions to meet operational and staffing shortfalls.
-- Increased staff for the New Parent Support Home Visit Program to reach high risk Families. The program operates in 33 U.S. and 29 overseas garrisons.
-- Supported 249 Army National Guard Family Assistance centers which provide Soldiers and their Families support services, regardless of their geographic position.
-- Conducted more than 100,000 religious services around the world, including at home stations and on the battlefield. Ensured better access to religious support at the battalion level by adding 21 chaplains and chaplain assistants.
“Army Community Support Coordinators play a special role in providing standardized programs and services by focusing on the needs of geographically dispersed Soldiers and Families,” said with Karen Conrad of the Family and Morale, Welfare and Recreation Command. “We now have 61 CSCs at work serving Soldiers and Families, with more to come.”
Live from AUSA at the IMCOM Booth: SGT Woof
Sergeant Woof here, bloggin’ at the AUSA Annual Meeting and Expo in D.C. I’m here every day of the event to woof about UXO safety.
For you civilians out there, UXO stands for “unexploded ordnance,” and it can be a real danger in areas where the military has conducted training in the past. Some of these areas are now available for public uses, such as recreation, business or residential. In some cases, UXO is known to be present on such land; in others it may have gone undetected for years. It could be laying on the ground, be buried or found in water.
My motto is “If you did not drop it, do not pick it up,” but there is another simple way to remember what to do if you see something that might be a UXO – I call it the “3Rs” of UXO safety: Recognize, Retreat, Report. First, recognize when you see a UXO. Second, “retreat” -- do not touch or disturb it and move carefully away. Finally, report what you saw and where you saw it by calling 9-1-1.
Understanding the risks associated with UXO and knowing what to do can help keep you safe. So don’t forget to Recognize, Retreat, and Report!
C’mon by the IMCOM booth (#3511) to grab some UXO safety materials, find me on the stage for a photo op or to scratch me behind the ears 0900-1000 today through Wednesday, 1200-1300 today, 1500-1600 Tuesday or 1400-1500 Wednesday.
If you can’t come by to see me, go to http://aec.army.mil/usaec/cleanup/mmrp02.html for more UXO safety information.
WOOF!
For you civilians out there, UXO stands for “unexploded ordnance,” and it can be a real danger in areas where the military has conducted training in the past. Some of these areas are now available for public uses, such as recreation, business or residential. In some cases, UXO is known to be present on such land; in others it may have gone undetected for years. It could be laying on the ground, be buried or found in water.
My motto is “If you did not drop it, do not pick it up,” but there is another simple way to remember what to do if you see something that might be a UXO – I call it the “3Rs” of UXO safety: Recognize, Retreat, Report. First, recognize when you see a UXO. Second, “retreat” -- do not touch or disturb it and move carefully away. Finally, report what you saw and where you saw it by calling 9-1-1.
Understanding the risks associated with UXO and knowing what to do can help keep you safe. So don’t forget to Recognize, Retreat, and Report!
C’mon by the IMCOM booth (#3511) to grab some UXO safety materials, find me on the stage for a photo op or to scratch me behind the ears 0900-1000 today through Wednesday, 1200-1300 today, 1500-1600 Tuesday or 1400-1500 Wednesday.
If you can’t come by to see me, go to http://aec.army.mil/usaec/cleanup/mmrp02.html for more UXO safety information.
WOOF!
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