Soldiers’ Newest GI Bill Exceeds Tuition Assistance, Also Benefits Dependents
By Rob McIlvaine
FMWRC Public Affairs
Though the road was long and hard, the efforts and advocacy of the Army Family Action Plan (AFAP) have resulted in a major victory for Soldiers and Families.
The creation of the Post 9/11 GI Bill was driven by AFAP Issues #497, #385 and #525. It becomes a reality August 1, 2009, and will offer all Soldiers with six years of service the opportunity to transfer unused Post 9/11 GI Bill benefits to their dependents.
With this new bill, what started as an enlistment incentive has grown to become a retention tool in our all volunteer Army. The ability to provide for the Family by transferring benefits to spouses and children becomes a powerful retention incentive. Benefits must be transferred before separating from the military. Veterans are not eligible to transfer unused benefits.
Veterans who served after Sept. 11, 2001, could receive full tuition and fees, a new monthly living stipend, and a $1,000-a-year books and supplies stipend. The Bill also gives Reserve and Guard members who have been activated for more than 90 days since 9/11 access to the Post 9/11 GI Bill benefits, paid on a pro-rated basis, depending on length of qualifying active duty service.
A few select Soldiers were offered the opportunity to transfer Montgomery GI Bill (MGIB) benefits as part of a Pilot program which the AFAP committee was instrumental in developing. Participation in the Pilot program was limited to Soldiers with critical skills and required those who participated to accept a reduced reenlistment bonus.
The AFAP General Officer Steering Committee (GOSC) aggressively advocated elimination of rules which prevented all Soldiers from participating in this valuable program. The legislation creating the Post 9/11 GI Bill, supported by the AFAP GOSC, rectified this limitation by offering all Soldiers, with six years of service the opportunity to transfer unused Post 9/11 GI Bill benefits.
This Bill (Chapter 33) boasts the most comprehensive education benefits package since the original GI Bill was signed into law in 1944.
Officially known as the “Post-9/11 Veterans Educational Assistance Act of 2008” by the Department of Veterans Affairs (VA) and the Department of Defense (DOD), was signed by President Bush on June 30, 2008. It will be published as Army policy by the end of April 2009, and will become effective August 1, 2009.
Generally, to be eligible to transfer benefits, Soldiers must have at least six years in the Army, active and/or Selected Reserve service, and agree to serve four more years on active duty or in the Selected Reserves.
The Department of the Army (DA) is reviewing transferability policy options for Soldiers who have 20 or more years of service on August 1, 2009 and for those with ten or more years of service who are unable to commit to four additional years of service.
If a service member is already enrolled in the Montgomery GI Bill and meets the criteria for the Post 9/11 GI Bill, he or she has the option to convert the remaining MGIB benefits to the new program.
AFAP was created in 1980 through focus groups but was fully developed with the first official AFAP Conference held in July 1983. The mission of AFAP is to help Army leaders address the needs and concerns of the total Army Family. The program enlists representatives from around the world to identify and prioritize issues that will improve the standard of living in the Army.
This feedback to leaders results in policy changes that become tangible end-products at garrisons across the Army. AFAP beneficiaries include Soldiers (all components), retirees, Department of Army civilian employees and all their Family members.
"We recognize what it takes to be an Army Family, and that our Soldiers draw great strength from their Families,” said Army Chief of Staff Gen. George W. Casey, Jr. at the 2008 AFAP Conference. “The welfare of Army Families is increasingly important to all of us," he said, adding that the Army was committed to building a partnership with Families embodied in the Army Family Covenant.
Six hundred and fifty-one issues have been identified through AFAP in the past 25 years. AFAP has driven 110 legislative changes, 155 Army policy and regulatory changes and 177 improved programs and services. It is also notable that 61% of all active AFAP issues impact all the Services.
GI BILL SIDE BAR:
To view facts currently posted about the new Post-9/11 GI Bill, please visit the following:
Main VA Post 9/11 GI Bill site:
http://www.gibill.va.gov/GI_Bill_Info/benefits.htm#CH33
FAQ's:
https://www.gibill2.va.gov/vba/vba.cfg/php.exe/enduser/std_alp.php?&p_search_text=post-9%2F11&p_sid=5Hxz6eaj&p_lva=&p_li=&p_accessibility=0&p_redirect=&p_new_search=1&p_search_type=answers.search_nl&p_sort_by=&cat_lvl1=17&p_cv=1.17&p_cats=17
Wednesday, April 15, 2009
Tuesday, April 7, 2009
Yongsan manager wins 'Executive of the Year' award
by David McNally(USAG-Yongsan Public Affairs)
YONGSAN GARRISON, Republic of Korea - Installation Management Command officials are set to recognize winners of the prestigious Directorate of Public Works Awards program April 7 in Houston.
U.S. Army Garrison-Yongsan employee John Ghim won the DPW Operations and Maintenance "Executive of the Year" award.
"John plays a critical role as a team member and leader at one of the best installations in the Army today," said Chuck Markham, USAG-Yongsan Public Works director. "This award recognizes his positive contributions to the complex activities and responsibilities he carried out in planning, programming and executing the engineering operations, sustainment, maintenance and repair mission of the USAG-Yongsan DPW."
Last year, Ghim was responsible for implementing a new annual maintenance program to address "critical needs and services" for Yongsan. The aging Yongsan infrastructure has led DPW officials to think outside the box to bridge the gap until the eventual installation closure.
Since Ghim started the maintenance program, infrastructure related service order numbers dropped by more than 50 percent. This resulted in a savings of $1.4 million and 40,000 man hours per year.
The program also led to the cancellation of 108 previously identified projects that are no longer necessary, saving a potential $11 million.
Ghim has also been proactive in seeking out alternative energy solutions. He developed and submitted a winning Yongsan energy savings package to the Department of Energy, which resulted in a $1.3 million Energy Conservation Investment Program for USAG-Yongsan for 2009.
USAG-Yongsan is one of only eight U.S. Army installations worldwide to win and receive the funding to implement ECIP. Once implemented, USAG-Yongsan will save more than $2 million a year or 800,000 gallons of fuel a year.
As USAG-Yongsan moves to close in the future, USFK provided another challenge. In a move toward "tour normalization" in Korea, USFK increased the number of command sponsored families. As a result, USAG-Yongsan is actually increasing its population.
With the additional community members, the support structure must grow, but remain within severe budgetary constraints.
"This mission has called for creative leaders," Markham said. "John was the lead in successfully completing a DoD school expansion project on time and under budget."
Markham said Ghim personally took on the responsibility and risk in developing and guiding the DPW in-house and external contracting team to complete this fully functional classroom building in three months and under $600,000.
"This Herculean effort greatly benefited the students and the school," he said. "Furthermore, he served as the USFK subject matter expert for infrastructure sustainment requirements at the command's contingency underground command and control facility."
Ghim routinely briefed the senior leadership on sustainment and infrastructure issues, status and solutions. Garrison officials recognized Ghim for his outstanding support during recovery from a real-world emergency operation resulting from a power outage during a recent high-level military exercise.
Ghim, a former U.S. Army officer, served as Utilities Branch chief for nearly five years, and worked as the Operations and Maintenance Division chief for almost a year and a half. His is now the Deputy Director and Business Operations chief for USAG-Yongsan DPW.
"My goal is to continue to pursue my career and work on bigger challenges in IMCOM," Ghim said. "I'm pursing a Black Belt in Lean Six Sigma to broaden my horizons.
Ghim said the award is a reflection of his workforce.
"It's not just what I have done, it's a team effort," Ghim said. "It involves the hard work of all the O&M Division that made the transformation possible."
Ghim is no stranger to recognition. He won the 2006 Secretary of the Army Energy Award for the individual category.
"Mr. Ghim is a highly valued member of the USAG-Yongsan and IMCOM-Korea Public Works team," said Garrison Commander Col. Dave Hall. "His personal efforts contributed immensely to the sustainment and improvement to the quality of life in the garrison."
YONGSAN GARRISON, Republic of Korea - Installation Management Command officials are set to recognize winners of the prestigious Directorate of Public Works Awards program April 7 in Houston.
U.S. Army Garrison-Yongsan employee John Ghim won the DPW Operations and Maintenance "Executive of the Year" award.
"John plays a critical role as a team member and leader at one of the best installations in the Army today," said Chuck Markham, USAG-Yongsan Public Works director. "This award recognizes his positive contributions to the complex activities and responsibilities he carried out in planning, programming and executing the engineering operations, sustainment, maintenance and repair mission of the USAG-Yongsan DPW."
Last year, Ghim was responsible for implementing a new annual maintenance program to address "critical needs and services" for Yongsan. The aging Yongsan infrastructure has led DPW officials to think outside the box to bridge the gap until the eventual installation closure.
Since Ghim started the maintenance program, infrastructure related service order numbers dropped by more than 50 percent. This resulted in a savings of $1.4 million and 40,000 man hours per year.
The program also led to the cancellation of 108 previously identified projects that are no longer necessary, saving a potential $11 million.
Ghim has also been proactive in seeking out alternative energy solutions. He developed and submitted a winning Yongsan energy savings package to the Department of Energy, which resulted in a $1.3 million Energy Conservation Investment Program for USAG-Yongsan for 2009.
USAG-Yongsan is one of only eight U.S. Army installations worldwide to win and receive the funding to implement ECIP. Once implemented, USAG-Yongsan will save more than $2 million a year or 800,000 gallons of fuel a year.
As USAG-Yongsan moves to close in the future, USFK provided another challenge. In a move toward "tour normalization" in Korea, USFK increased the number of command sponsored families. As a result, USAG-Yongsan is actually increasing its population.
With the additional community members, the support structure must grow, but remain within severe budgetary constraints.
"This mission has called for creative leaders," Markham said. "John was the lead in successfully completing a DoD school expansion project on time and under budget."
Markham said Ghim personally took on the responsibility and risk in developing and guiding the DPW in-house and external contracting team to complete this fully functional classroom building in three months and under $600,000.
"This Herculean effort greatly benefited the students and the school," he said. "Furthermore, he served as the USFK subject matter expert for infrastructure sustainment requirements at the command's contingency underground command and control facility."
Ghim routinely briefed the senior leadership on sustainment and infrastructure issues, status and solutions. Garrison officials recognized Ghim for his outstanding support during recovery from a real-world emergency operation resulting from a power outage during a recent high-level military exercise.
Ghim, a former U.S. Army officer, served as Utilities Branch chief for nearly five years, and worked as the Operations and Maintenance Division chief for almost a year and a half. His is now the Deputy Director and Business Operations chief for USAG-Yongsan DPW.
"My goal is to continue to pursue my career and work on bigger challenges in IMCOM," Ghim said. "I'm pursing a Black Belt in Lean Six Sigma to broaden my horizons.
Ghim said the award is a reflection of his workforce.
"It's not just what I have done, it's a team effort," Ghim said. "It involves the hard work of all the O&M Division that made the transformation possible."
Ghim is no stranger to recognition. He won the 2006 Secretary of the Army Energy Award for the individual category.
"Mr. Ghim is a highly valued member of the USAG-Yongsan and IMCOM-Korea Public Works team," said Garrison Commander Col. Dave Hall. "His personal efforts contributed immensely to the sustainment and improvement to the quality of life in the garrison."
Monday, March 9, 2009
Traumatic Brain Injury: Symptoms, Diagnosis, Treatment
By Jerry Harben (MEDCOM)
March is Brain Injury Awareness Month: A roadside explosion throws a Soldier against the side of his vehicle, with force that shakes his brain inside his skull. Another Soldier is in a traffic accident on the way to work, her head thrown forward into the windshield. A family member takes a hard fall during a sports game, hitting his head on the ground. Different situations, but often the same result - a mild traumatic brain injury (TBI), better known as a concussion.
A concussion is an injury that causes an alteration of the person's mental status. You had your "bell rung." You are dazed and confused. More serious brain injuries that cause unconsciousness for 30 minutes or more are usually quickly recognized, but concussions may be dismissed and go untreated."It's the same as we see in a football game on TV, but no one comes out and holds up two fingers for you to count," said Lt. Col. Lynne Lowe, TBI program director in the Office of The Surgeon General of the Army.
"If you have a car accident and the EMTs come, they are likely to tend to your bleeding and not check for concussion. You are likely to be so happy you're alive, you don't think about concussion," she added.
Most people recover from concussions in a short time - as long as they do not repeat the injury. "If someone has a concussion, we want them to be evaluated. It is very important that we protect them from getting another concussion before their brain heals," Lowe said.
Symptoms of concussion can include confusion, headaches, dizziness, ringing in the ears or nausea. These symptoms usually resolve within hours or a few days. Some people do have more persistent symptoms, which can include trouble sleeping, irritability or blurred vision.
"Providers can give medication for headaches or dizziness, and reassure them that they will be OK, because most people will be OK," Lowe said. "We teach them about what it means to have a concussion, and some of the warning signs of a worsening condition. If symptoms last longer, more formal testing can be done and, if needed, rehabilitation. It's a step care model, give them what they need, while always using our best judgment and available guidance."
"Just reassurance is very therapeutic in itself. Research proves that reassurance and education contribute to better outcomes," she said.The military has developed two tools to help medical professionals diagnose concussions.
The MACE (Mild Acute Concussive Evaluation) is part of treatment protocols used in the Department of Defense for injuries less than seven days old. A doctor or medic will ask about the subject's medical history and test memory and thinking ability. The subject may be asked to repeat a sequence of words or count backwards.
"It isn't that a bad score means you have a TBI," Lowe said. "The score means nothing by itself. It informs the decision, but doesn't form a diagnosis."The ANAM (Automated Neuropsychological Assessment Metric) is a computer-based neurocognitive test. From the full 45-minute test battery, the military has extracted several tests associated with brain injury that take about 15 minutes to complete.
Soldiers complete this test before deploying. If there is an incident that might produce a concussion, medical personnel on site can email for the baseline results and compare them to a post-injury test.Again, ANAM is not diagnostic, it is a tool used by a trained health-care provider to help in making a diagnosis.
The Army has conducted a well-publicized campaign to convince Soldiers who may have suffered a concussion in combat to seek treatment. But this is not an injury limited to combat, it can result from sports, vehicle accidents or everyday activities that produce falls or bumps.
"Whether you're going down a snow ramp on a tube, riding a bicycle or playing contact sports, it's a good idea to wear a helmet," said Larry Whisenant, chief of the safety office at Army Medical Command Headquarters. "Even children on a bicycle carrier should have helmets. It's such an easy thing to do and it can prevent a lot of grief."
"Some states don't require a helmet when riding a motorcycle, but the Army requires it of Soldiers regardless of state law," he added.Whisenant said safe helmets should bear a seal of approval from either the U.S. Department of Transportation or the Snell Memorial Foundation."A Nazi-style helmet that lacks a DOT or Snell seal is not good. It may look good riding down the highway, but it doesn't provide the protection you need," he commented.
March is Brain Injury Awareness Month: A roadside explosion throws a Soldier against the side of his vehicle, with force that shakes his brain inside his skull. Another Soldier is in a traffic accident on the way to work, her head thrown forward into the windshield. A family member takes a hard fall during a sports game, hitting his head on the ground. Different situations, but often the same result - a mild traumatic brain injury (TBI), better known as a concussion.
A concussion is an injury that causes an alteration of the person's mental status. You had your "bell rung." You are dazed and confused. More serious brain injuries that cause unconsciousness for 30 minutes or more are usually quickly recognized, but concussions may be dismissed and go untreated."It's the same as we see in a football game on TV, but no one comes out and holds up two fingers for you to count," said Lt. Col. Lynne Lowe, TBI program director in the Office of The Surgeon General of the Army.
"If you have a car accident and the EMTs come, they are likely to tend to your bleeding and not check for concussion. You are likely to be so happy you're alive, you don't think about concussion," she added.
Most people recover from concussions in a short time - as long as they do not repeat the injury. "If someone has a concussion, we want them to be evaluated. It is very important that we protect them from getting another concussion before their brain heals," Lowe said.
Symptoms of concussion can include confusion, headaches, dizziness, ringing in the ears or nausea. These symptoms usually resolve within hours or a few days. Some people do have more persistent symptoms, which can include trouble sleeping, irritability or blurred vision.
"Providers can give medication for headaches or dizziness, and reassure them that they will be OK, because most people will be OK," Lowe said. "We teach them about what it means to have a concussion, and some of the warning signs of a worsening condition. If symptoms last longer, more formal testing can be done and, if needed, rehabilitation. It's a step care model, give them what they need, while always using our best judgment and available guidance."
"Just reassurance is very therapeutic in itself. Research proves that reassurance and education contribute to better outcomes," she said.The military has developed two tools to help medical professionals diagnose concussions.
The MACE (Mild Acute Concussive Evaluation) is part of treatment protocols used in the Department of Defense for injuries less than seven days old. A doctor or medic will ask about the subject's medical history and test memory and thinking ability. The subject may be asked to repeat a sequence of words or count backwards.
"It isn't that a bad score means you have a TBI," Lowe said. "The score means nothing by itself. It informs the decision, but doesn't form a diagnosis."The ANAM (Automated Neuropsychological Assessment Metric) is a computer-based neurocognitive test. From the full 45-minute test battery, the military has extracted several tests associated with brain injury that take about 15 minutes to complete.
Soldiers complete this test before deploying. If there is an incident that might produce a concussion, medical personnel on site can email for the baseline results and compare them to a post-injury test.Again, ANAM is not diagnostic, it is a tool used by a trained health-care provider to help in making a diagnosis.
The Army has conducted a well-publicized campaign to convince Soldiers who may have suffered a concussion in combat to seek treatment. But this is not an injury limited to combat, it can result from sports, vehicle accidents or everyday activities that produce falls or bumps.
"Whether you're going down a snow ramp on a tube, riding a bicycle or playing contact sports, it's a good idea to wear a helmet," said Larry Whisenant, chief of the safety office at Army Medical Command Headquarters. "Even children on a bicycle carrier should have helmets. It's such an easy thing to do and it can prevent a lot of grief."
"Some states don't require a helmet when riding a motorcycle, but the Army requires it of Soldiers regardless of state law," he added.Whisenant said safe helmets should bear a seal of approval from either the U.S. Department of Transportation or the Snell Memorial Foundation."A Nazi-style helmet that lacks a DOT or Snell seal is not good. It may look good riding down the highway, but it doesn't provide the protection you need," he commented.
Monday, March 2, 2009
Army changes access to medical care
Cynthia Vaughan
Chief, Public Affairs
OTSG/MEDCOM
The Army Surgeon General recognizes that access to care is not where it should be at all military treatment facilities (MTFs) and is taking aggressive steps to improve access and ensure that beneficiaries’ have access to quality care. Access is when our beneficiaries have the “The right provider, at the right time, in the right venue.” Several factors have contributed to what military healthcare providers across the services acknowledge are barriers to efficient and effective Access To Care. Most notable is the high number of war wounded and injured since hostilities began more than six years ago. This situation is amplified by a military healthcare system that was already understaffed and ill-equipped for the volume of war related injuries. Furthermore, our already stretched system was further stressed by a growing beneficiary population of active duty and reserve component military family members and retirees and their family members. To date, beneficiaries enrolled to Army military treatment facilities total more than 1.6 million. The most immediate shortfall for primary care providers is at 12 Army installations and The Army Surgeon General has provided the funding for those MTFs to hire the provider and support staff. Ensuring Army military treatment facilities’ capabilities are aligned with the number of beneficiaries they are charged to provide care for is the critical factor to improving access. The number of beneficiaries enrolled to an MTF must not exceed the MTF’s capacity. Over-enrollment at an MTF results in frustration for both the beneficiaries and the healthcare team. Of course, the second component is ensuring Primary Care Managers (PCM) are available for clinic to meet the demand of the enrolled population. We make a commitment to provide healthcare within DoD established access standards when beneficiaries chose to enroll to the MTF.There are key areas in our system that we have identified as friction points and they must be addressed and they are: phone service, online appointments, and follow-up appointments. The MEDCOM policy is to have 90 percent of appointment calls in the appointment call center’s queue answered within 90 seconds, have 80% of all primary care appointments on TRICARE on-line for internet booking, and to provide follow-up appointments during the healthcare visit or place beneficiaries on an automated appointment scheduling list. Army MTFs will optimize usage of the TRICARE contract. The Assistant Secretary of Defense for Health Affairs has published a policy that requires military treatment facilities to “offer the beneficiary a timely referral to obtain treatment in the TRICARE private sector network” if the MTF is unable to provide access to care within established standards. The Army Medical Command also recognizes how important it is for our patients to understand the various ways to obtain care and the processes involved, including how to obtain appointments by phone, via the internet (TRICARE On-Line), and more. MEDCOM will standardize Access To Care information on all MTF websites and in beneficiary information handouts provided during enrollment.Finally, MEDCOM is establishing a methodology for accounting for all beneficiary requests for access to primary care. Knowing who is requesting care, but not given an appointment at the MTF immediately, is just as important as knowing who did receive care. This detailed accounting will enable the MTF to make appropriate adjustments in enrollment and clinic schedules. While there are many areas under current review that will enhance access to care, The Army Surgeon General and his MTF commanders are working very hard to identify all Access To Care barriers and fix them; fully realizing that some will have relatively simple solutions, while others are more complex and will require more time. These efforts will result in markedly improved access and provide MTF commanders with the tools for maintaining situational awareness so that they may make the appropriate adjustments to provide care at the MTF or give the beneficiary the choice of receiving care in TRICARE civilian network.
Chief, Public Affairs
OTSG/MEDCOM
The Army Surgeon General recognizes that access to care is not where it should be at all military treatment facilities (MTFs) and is taking aggressive steps to improve access and ensure that beneficiaries’ have access to quality care. Access is when our beneficiaries have the “The right provider, at the right time, in the right venue.” Several factors have contributed to what military healthcare providers across the services acknowledge are barriers to efficient and effective Access To Care. Most notable is the high number of war wounded and injured since hostilities began more than six years ago. This situation is amplified by a military healthcare system that was already understaffed and ill-equipped for the volume of war related injuries. Furthermore, our already stretched system was further stressed by a growing beneficiary population of active duty and reserve component military family members and retirees and their family members. To date, beneficiaries enrolled to Army military treatment facilities total more than 1.6 million. The most immediate shortfall for primary care providers is at 12 Army installations and The Army Surgeon General has provided the funding for those MTFs to hire the provider and support staff. Ensuring Army military treatment facilities’ capabilities are aligned with the number of beneficiaries they are charged to provide care for is the critical factor to improving access. The number of beneficiaries enrolled to an MTF must not exceed the MTF’s capacity. Over-enrollment at an MTF results in frustration for both the beneficiaries and the healthcare team. Of course, the second component is ensuring Primary Care Managers (PCM) are available for clinic to meet the demand of the enrolled population. We make a commitment to provide healthcare within DoD established access standards when beneficiaries chose to enroll to the MTF.There are key areas in our system that we have identified as friction points and they must be addressed and they are: phone service, online appointments, and follow-up appointments. The MEDCOM policy is to have 90 percent of appointment calls in the appointment call center’s queue answered within 90 seconds, have 80% of all primary care appointments on TRICARE on-line for internet booking, and to provide follow-up appointments during the healthcare visit or place beneficiaries on an automated appointment scheduling list. Army MTFs will optimize usage of the TRICARE contract. The Assistant Secretary of Defense for Health Affairs has published a policy that requires military treatment facilities to “offer the beneficiary a timely referral to obtain treatment in the TRICARE private sector network” if the MTF is unable to provide access to care within established standards. The Army Medical Command also recognizes how important it is for our patients to understand the various ways to obtain care and the processes involved, including how to obtain appointments by phone, via the internet (TRICARE On-Line), and more. MEDCOM will standardize Access To Care information on all MTF websites and in beneficiary information handouts provided during enrollment.Finally, MEDCOM is establishing a methodology for accounting for all beneficiary requests for access to primary care. Knowing who is requesting care, but not given an appointment at the MTF immediately, is just as important as knowing who did receive care. This detailed accounting will enable the MTF to make appropriate adjustments in enrollment and clinic schedules. While there are many areas under current review that will enhance access to care, The Army Surgeon General and his MTF commanders are working very hard to identify all Access To Care barriers and fix them; fully realizing that some will have relatively simple solutions, while others are more complex and will require more time. These efforts will result in markedly improved access and provide MTF commanders with the tools for maintaining situational awareness so that they may make the appropriate adjustments to provide care at the MTF or give the beneficiary the choice of receiving care in TRICARE civilian network.
Wednesday, February 25, 2009
AER -- the rest of the story
By Bill Costlow
Acting PAO
Many of you have read the recent media articles discussing Army Emergency Relief -- the story is everywhere ... The allegation was that AER is hoarding money, advocates special treatment for those who donate and works with Army leadership to 'strong-arm' Soldiers into repaying loans.
From my 22 years in the Army, I know that AER is a safety net for Soldiers in financial difficulty. AER is not a bailout: most money is loaned at zero interest. But when Soldiers don't have the ability to repay, a grant is given instead.
I thought there were some oversights in these recent reports -- so I contacted Col (Ret) Andy Cohen at AER headquarters to talk about the allegations.
AER’s formal response on the Internet is here:
http://aerhq.org/AER%20Reply%20to%20AP%20Report%20Concerning%20AER%20Operations.pdf
Here's some of what Andy told me that I didn't know:
* The AER of today is focused on saying YES to Soldiers in need. This wasn't always the case and they are actively working to change any perception to the contrary. Andy also told me that anyone who feels they haven't gotten a fair hearing from their AER counselor is encouraged to take the request to the next higher level for a second hearing.
* The investment capital (discussed in recent articles as "hoarded money") is available for support to Soldiers and Families today is $190 million. This is fully invested at all times to insure a fair rate of return. This investment portfolio provides interest and dividends which increase the level of funds available and is a ready resource for loans and grants and scholarships.
* Widowed spouses and orphans always receive grants instead of loans.
* Every combat-wounded warrior recieves an AER gift card for $200 to assist with health and comfort items.
* There was once a time when Soldiers had to wait for their car to break before they could go to AER for help. Today they can ask for preventive maintenance assistance - in Andy's words: "Now they can fix the car before the transmission falls out of the car. This is one of the improvements we've made in the way we do business and we're always looking for ways to improve."
* AER doesn't tolerate misconduct -- special favors or punishment for not donating are dealt with through a third party whistle blower program available at:
http://aerhq.org/Ethical%20Standards.asp
* If a Soldier is unable to pay back their loan, he or she can work through their chain of command to petition for the loan to be turned into a grant.
I was very impressed meeting the AER Staff and the reception they gave me when I arrived. If you have questions -- ask Andy: you'll get a straight answer. He can be reached at: mailto:andrew.cohen@aerhq.org
Acting PAO
Many of you have read the recent media articles discussing Army Emergency Relief -- the story is everywhere ... The allegation was that AER is hoarding money, advocates special treatment for those who donate and works with Army leadership to 'strong-arm' Soldiers into repaying loans.
From my 22 years in the Army, I know that AER is a safety net for Soldiers in financial difficulty. AER is not a bailout: most money is loaned at zero interest. But when Soldiers don't have the ability to repay, a grant is given instead.
I thought there were some oversights in these recent reports -- so I contacted Col (Ret) Andy Cohen at AER headquarters to talk about the allegations.
AER’s formal response on the Internet is here:
http://aerhq.org/AER%20Reply%20to%20AP%20Report%20Concerning%20AER%20Operations.pdf
Here's some of what Andy told me that I didn't know:
* The AER of today is focused on saying YES to Soldiers in need. This wasn't always the case and they are actively working to change any perception to the contrary. Andy also told me that anyone who feels they haven't gotten a fair hearing from their AER counselor is encouraged to take the request to the next higher level for a second hearing.
* The investment capital (discussed in recent articles as "hoarded money") is available for support to Soldiers and Families today is $190 million. This is fully invested at all times to insure a fair rate of return. This investment portfolio provides interest and dividends which increase the level of funds available and is a ready resource for loans and grants and scholarships.
* Widowed spouses and orphans always receive grants instead of loans.
* Every combat-wounded warrior recieves an AER gift card for $200 to assist with health and comfort items.
* There was once a time when Soldiers had to wait for their car to break before they could go to AER for help. Today they can ask for preventive maintenance assistance - in Andy's words: "Now they can fix the car before the transmission falls out of the car. This is one of the improvements we've made in the way we do business and we're always looking for ways to improve."
* AER doesn't tolerate misconduct -- special favors or punishment for not donating are dealt with through a third party whistle blower program available at:
http://aerhq.org/Ethical%20Standards.asp
* If a Soldier is unable to pay back their loan, he or she can work through their chain of command to petition for the loan to be turned into a grant.
I was very impressed meeting the AER Staff and the reception they gave me when I arrived. If you have questions -- ask Andy: you'll get a straight answer. He can be reached at: mailto:andrew.cohen@aerhq.org
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