• Army Reserve offers acquisition opportunities

    By Lt. Col. Jim Craig

     

    Do you have acquisition experience that you could use to continue to benefit the U.S. Army? Would you like to gain or hone these valuable skills? The Army Reserve is pursuing qualified officers, noncommissioned officers (NCOs), and civilians for the Army Reserve Acquisition Corps. Whether you are transferring out of the active component or are already in the Army Reserves, you might very well have what the Acquisition Corps needs!

    Potential benefits for this move may include, but are not limited to:

    • Reserve pay, retirement and status benefits
    • Continued education to further industry-recognized Defense Acquisition Workforce Improvement Act (DAWIA) certifications and Army military education level (MEL)
    • requirements, through both resident and distance learning courses
    • Potential to serve in both the systems acquisition and contracting fields
    • Numerous assignment and training possibilities, both within and outside the continental United States
    • Promotion opportunities and continued service to the Army and the nation
    • Acquisition certifications and experience that are highly sought after in the U.S. government and the commercial marketplace

    Army acquisition personnel acquire technology, supplies, and services for our warfighters and our nation through responsive and innovative support. Both training and leadership are required to create strong, viable, and competent acquisition teams. Officers and NCOs receive the same training and skills as federal government civilian workforce.

    There are several career paths open to members of the United States Army Reserve (USAR) Acquisition Corps, and where you serve is dependent upon your personal skill set. The primary military acquisition career fields are program management and contracting but other acquisition fields (i.e. those listed in Chapter 42 of AR 600-3) are also potential options for service. Regardless of the field, the USAR will provide the required training to those personnel that meet the qualifications and have the desire to learn.

    For Active duty officers and NCOs, the points of contact at the Army Reserve Sustainment Command (ARSC) are Lt. Col. Patrick O’Leary patrick.g.oleary.mil@mail.mil and Mr. Dennis Denton, (205) 795-1693, dennis.a.denton.civ@mail.mil. The ARSC can help you determine (along with your Army Reserve Career Counselor) how to best slot you into an Army Reserve Acquisition position.

    Army Reserve officers must first complete a packet as indicated in military personnel message 14-062. Officer packets are vetted prior to the board and then those that are selected/non-selected are notified following the board. Selected applicants are then assisted with finding positions by the ARSC.

    NCOs in the Army Reserve follow a similar process. NCOs should be between the ranks of E5(P) and E7 and meet certain, specific educational criteria.

    Eligible and interested NCOs must submit packets to be vetted prior to the next board. As NCO reclassification boards occur based on need and the availability of a considered population, and the timing of this process varies. Once selected, NCOs are notified and a personal training plan is developed in conjunction with the ARSC.

    Additional points of contact may be obtained by contacting the 915th and 917th Contingency Contracting Battalions (CCBn) at the915thcontractingbn@outlook.com and the917thcontractingbn@outlook.com respectively, to inquire about joining the ARSC and become part of a ready and relevant group of acquisition professionals. (The 915th and 917th CCBns are in the ARSC chain of command.)

    Civilians who work in one of the acquisition fields and are members of the Army Reserve are also eligible for immediate consideration and may use the same points of contact previously listed.

    Interested officers and NCOs should keep in mind that there are several ways to reach their ultimate acquisition destination. Be diligent and work the process. Even during this time of drawing down, the USAR Acquisition Corps is growing. We look forward to seeing you in our corps in the very near future!


    Lt. Col. Craig has been in the Army Reserve Acquisition Corps since 2005. He has held jobs in both program management and contracting. He has deployed to Iraq as a contingency contracting officer and is currently enrolled in DAU’s PMT 401 course in preparation for his upcoming contracting command tour.

     


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  • The U.S. Army Net Zero Program

    Figure 1 – The Net Zero Hierarchy. (Source HQDA ASA(IE&E))

    In April 2012, the Army announced that a number of its installations had been identified to test a pilot program known as Net Zero. These installations would be a part of the Army’s overall effort to address sustainability and energy security challenges. The program focuses on the critical areas of energy, water, and waste, ideally consuming only as much energy or water as it produces over the year and/or attempting to eliminate waste through an established hierarchy. (See Figure 1)

    As a full partner in this process, the U.S. Army Reserve (USAR) has pilot installations in all three areas of Net Zero:
    Energy – Fort Hunter Liggett, CA and Parks Reserve Forces Training Area (PRFTA), CA.
    Water – Fort Buchanan, Puerto Rico (PR)
    Waste – Fort Hunter Liggett (FHL)

    All USAR Net Zero installations have developed their programs to focus on achieving Net Zero goals and objectives as efficiently as possible, while remaining fiscally prudent and environmentally sound. As a key component of the Army, success in USAR operations in Net Zero will mean a contribution to overall mission accomplishment for the Army Net Zero Program.

    The USAR Supporting Infrastructure
    The USAR is a regionally-based, federal force that is comprised more than 200,000 highly skilled Citizen-Soldiers with a broad range of capabilities valuable in both the military and civilian sectors. Stationed in units across CONUS, Alaska, Hawaii, and overseas, the USAR is uniquely positioned to support the Army at home and abroad—demonstrated by over 100 years service to the Nation and its citizens. (See Figure 2)

    Figure 2 - The Army Reserve Universe – 2012. (Source USAR)

    Supporting these units and their Soldiers is an extensive infrastructure that provides services and key capabilities. Fort Buchanan and FHL are “traditional” installations managed for the USAR by Installation Management Command along with three subposts of Devens Reserve Forces Training Area, MA and Parks Reserve Forces Training Area. (See Figure 3) In addition, there are 1,200 stand alone USAR “campuses” consisting of one or more facilities. These are managed within the U.S. by four Regional Support Commands (RSCs) (the 99th, 81st, 88th and 63rd), and by the 9th Mission Support Command in Hawaii and the Pacific region. Until recently in Puerto Rico, all facilities were managed by Fort Buchanan, both on and off post, but recently was realigned to the 81st RSC for facilities off post.

    Figure 3 - The Army Reserve Facility Infrastructure. (Source USAR)

    Fort Buchanan Net Zero Water and Energy
    Fort Buchanan has recently completed a comprehensive water survey/analysis (in partnership with Pacific Northwest National Laboratory) and is well into the process of refining their Net Zero plans and developing specific projects to achieve success. Their primary problem in water waste (usage) is leaking pipes across the installation. Fort Buchanan recently hosted a visit by the Honorable Katherine Hammack, Assistant Secretary of the Army for Installations, Environment and Energy to showcase their efforts and progress to date. (See Figure 4) Operational in March, the system is capable of supplying 100 percent of the facility’s hot water needs with a capacity of approximately 560 gallons of hot water storage. The system also features backup water heaters for extended rainy or cloud-covered periods.

    Figure 4 – This solar water heater assembly at Fort Buchanan has backup water heaters for extended rainy or cloud-covered periods. (Courtesy Anibal Negron, Fort Buchanan)

    Parks Reserve Forces Training Area Net Zero Energy
    PRFTA has a congressionally-funded, molten carbonate fuel cell demonstration underway which provides 1,078 kilowatt hours (kWh) of electricity to the installation. (See Figure 5) A FY12 project is entering the construction phase to install a combination solar hot water/energy generation system for dining facilities. In addition, PRFTA is developing a solar project with over 2 Megawatts capacity (which includes portions of a microgrid) and is seeking to identify network storage and back-up generation as well as other alternative energy sources.

    Figure 5 – This PRFTA molten carbonate fuel cell demonstation provides 1,078 kilowatt hours (kWh) of electricity to the installation.(Courtesy U.S. Army Corps of Engineers (USACOE))

    PRFTA has also developed projects to modernize its outdated infrastructure. Modernization of the utility lines reduces the amount of energy lost while the installation attempts to isolate itself from the electrical grid. PRFTA is also attempting to incorporate an energy management control system across their facilities to provide better oversight and control of their buildings’ energy usage.

    Fort Hunter Liggett Net Zero Energy and Waste
    FHL is working their energy assessment and roadmap to develop their Net Zero program. Phase I of a planned solar array is operational and has generated 1,032,152.1 kWh to date. Phase II of the solar array is under construction and should be completed by the end of 2012. (See Figure 6). Phase III is scheduled for 2013 and is designed to incorporate necessary upgrades to infrastructure to allow FHL to disconnect from the electrical grid. The installation is also installing LED lighting and has other working projects to provide network storage and backup generators, utility grid modernization, an energy management control system, and other alternative energy sources. The installation has a project for a secondary waste water treatment facility that will eliminate the costly pumping of effluent from the waste water treatment facility to aeration fields a distance away.

    Figure 6 – Phase II of the FHL Solar Array is under construction and should be completed by the end of 2012. (courtesy USACOE)

    It is also designed to reclaim water, either for either use on post or for injection back into the aquifer. If approved and successful, this would bring FHL near (if not actually achieving) Net Zero water. In 2013, the post will receive equipment necessary to expand their recycling operations and is also discussing ways to dispose of the installation’s waste cardboard with the Defense Commissary Agency.

    Other Army Reserve Net Zero Actions
    The Devens Reserve Forces Training Area in Massachusetts is working to identify opportunities for alternative energy sources as well as seeking to provide lighting, insulation, and other upgrades to facilities to minimize energy use. The 9th Mission Support Command is working with local providers to focus on facilities in American Samoa, Guam, Northern Mariana Islands, and Hawaii to provide solar hot water and solar electric generation. Finally, our regional support commands are working with the USAR Energy Team to develop an interagency agreement for our “campuses”.

    Net Zero is a concept fully integrated into USAR operations and forms the basis for our sustainability strategy in all areas—as well as doing what’s right as a member of the community. USAR senior leaders are dedicated to embracing alternative energy options and sustainable practices, making the Reserve an example for the rest of the military and ensuring that our Soldiers have the energy resources required to remain an operational force—standing ready to respond to domestic emergencies while protecting national security interests abroad.

     


    • Ian Donegan, Certified Energy Manager (CEM) is an Energy Strategist/Analyst with the Sustainment and Services Branch, Army Reserve Installation Management Directorate, Office of the Chief, USAR. He has 16 years experience in project/program management and as energy manager. Donegan is a CEM through the Association of Energy Engineers.

      Steve Patarcity is a Strategic Planner and Program Manager with the Strategic Plans & Policies Branch, Army Reserve Installation Management Directorate, office of the Chief, USAR. He holds a B.A. in psychology from Duquesne University and a Masters in strategic studies from the U.S. Army War College. PA. Patarcity is a retired USAR colonel.


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  • From the Top

    A USAR medical Soldier at an Innovative Readiness Training stand-down for homeless veterans. (USAR photo)

    LTG Jeffrey W. Talley

    The success of America’s Army relies on the depth of a multicomponent force and will require the U.S. Army Reserve (USAR) and Army National Guard (ARNG) to maintain their key role as part of Army force structure. My vision and strategy, outlined in “Rally Point 32,” will enable the USAR to sustain its support to the Total Army and the Joint Force.

    While the past decade has redefined what it means to be a Reserve Soldier, the Army’s increasing reliance on critical capabilities resident in the USAR has been generations in the making.

    In the early 1970s, the Total Force policy, also known as the Abrams Doctrine, was a major change to the strategic reserve. It placed a greater reliance on the Reserve force for warfighting and full-spectrum operations. The Total Force policy aligned major pieces of combat service and combat service support units into the USAR, making it essential to sustaining combat capabilities.

    The way ahead will involve varying levels of progressive readiness for the Army. Not all units require the same resources to achieve readiness goals. The revised Army Force Generation (ARFORGEN) model will provide a more balanced approach to training, mobilization, and predictability that Soldiers, Families, and employers deserve.

    The alignment created an active partnership between the active component and USAR, placing budgeting, planning, and programming for active component and USAR forces together. The doctrine was implemented in structure and policy in the 1993 Offsite Agreement, which, coupled with the Transformation Campaign Plan of 1999, overhauled the force structure and created modular brigades, laying the foundation for today’s essential operational Army Reserve.

    In 1975, former Army Chief of Staff GEN Creighton Abrams famously said, “They’re not taking us to war without the Reserves.” The restructuring of the Army in the aftermath of the Vietnam War and draft system were designed, in part, to ensure public support through the engagement of community-based citizen-Soldiers. At the time, the decision was considered risky in light of the perception that “weekend warriors” were ill-equipped and ill-prepared to mobilize.

    Having had the privilege of commanding both USAR and ARNG Soldiers, I take great pride in the demonstrated capabilities and professionalism of reserve component Soldiers. Any question regarding performance and readiness has been dispelled by the historic integration of the reserves, globally engaged in multiple campaigns across a full range of military operations.

    CPL Ryan J. Barger, from Orleans MI, 303rd Military Police Company, Jackson, MI and last year’s USAR’s Best Warrior winner evaluates a casualty during 2011 Department of the Army Best Warrior Competition, Oct. 6. (U.S. Army photo by SPC Cliff Coy)

    The Army Reserve Now
    I believe we have the best Army Reserve in history. We are an essential part of the total force: Every year since 2001, an average of 24,000 USAR Soldiers have seamlessly integrated with the mobilized force. No longer a strategic, supplemental component, the USAR has become a crucial and complementary force to the Army’s overall deployable strength and warfighting team.

    The Army Reserve comprises 19 percent of the Total Army for 6 percent of its budget. As a Federal Force under Federal Control, maintaining operational flexibility and strategic depth through critical capabilities resident within the USAR is a top priority for the Nation. The USAR structure is designed to provide complementary capabilities: We provide direct and essential access to the majority of the Army’s medical, engineer, quartermaster, ordinance, civil affairs, and psychological operations capability. More than one-third of our structure is combat support, and more than half is combat service support.

    Army Reserve 2020
    Developing Army Reserve 2020 as a versatile mix of enabling capabilities to Army 2020 and Joint Force 2020 is a key strategic priority. As we continue to provide ready and direct access to a high-quality, all-volunteer, operational USAR for Army and joint missions at home and abroad, we must also adapt to meet the evolving requirements of the Total Force and the Nation in an environment of reduced fiscal resources.

    The way ahead will involve varying levels of progressive readiness for the Army. Not all units require the same resources to achieve readiness goals. The revised Army Force Generation (ARFORGEN) model will provide a more balanced approach to training, mobilization, and predictability that Soldiers, Families, and employers deserve.

    Aligning Army Reserve Theater Commands with Army Corps, Army Service Component Commands, and Combatant Commands is crucial to keeping the Army Reserve part of the operating force. This alignment will provide critical staff planning and support and ensure the use of the Army Reserve’s unique capability throughout the ARFORGEN cycle.

    Forces that are regionally aligned will maintain an expeditionary mindset, and regional alignment will also broaden the core skills of Army Reserve Soldiers by including cultural and language training. The goal is to enhance the Army’s ability to conduct a full range of military missions worldwide, achieve and sustain security, stability, and peace.

    I take great pride in the demonstrated capabilities and professionalism of reserve component Soldiers. Any question regarding performance and readiness has been dispelled by the historic integration of the reserves, globally engaged in multiple campaigns across a full range of military operations.

    Resources
    The USAR has numerous resources available, with dedicated training infrastructure as well as training divisions under the operational control of the U.S. Army Training and Doctrine Command, making them a resource and asset to the Total Army. Maximizing Combat Training Center-like enabling training with the Total Force at our Warrior Exercises and Combat Support Training Exercises, conducted by the 84th Training Command, is key.

    Also, simulation technology and home station training will save time and training dollars. The 75th Training Division (Mission Command) is currently spearheading a proof of principle that, if successful, could allow distributive use of games and simulations at platoon, company, and expeditionary sustainment command-size elements.

    Legislative Authority
    USAR Soldiers are present in 1,200 communities across the across the Nation. They add value through military and civilian acquired skills and capabilities that can now be leveraged at home for critical lifesaving, property preservation, and damage mitigation events.

    The new mobilization authority for Defense Support of Civil Authority response contained in the National Defense Authorization Act for Fiscal Year 2012 will serve as the mechanism to rapidly activate Federal Reserve Components in a complex catastrophe. The core competency of the USAR—the projection and sustainment of Army forces—lends itself readily to such missions. In the instance of a complex catastrophe, the USAR maintains 100 percent of the Army’s bio-detection capability, 76 percent of the forward surgical capability, and a predominance of transportation and engineering capability for the Total Army.

    Resiliency
    I would like to see a stronger emphasis on Soldier and leader readiness programs. In addition to physical fitness training, I expect my leaders to know their Soldiers and Families and work to instill resiliency.

    The one thing that keeps me up at night is knowing we are losing too many Soldiers to suicide. Learn to identify and recognize at-risk Soldiers, and let them know that reaching out for help is a sign of strength. There are programs and resources that troubled Soldiers and Family members need to be made aware of, and looking out for your troop or battle buddy is something every Soldier must do.

    I have high confidence that together our leadership teams will aggressively exercise proper authority within their commands to ensure adequate manning, training, and equipping to meet mission requirements. Leaders should emphasize technical skills in tactical environments—make use of our WAREXS [warrior exercises] and CSTXs [Combat Support Training Exercise] and participate in Theater exercises; this will maintain the warrior skills honed over a decade of war.

    As I stated in Rally Point 32, the future will require an Army Reserve that can enable our Army to “Prevent, Shape and Win” across a full range of missions. Reduced resourcing will require continued effectiveness with gained business efficiencies. The key to success is maintaining the right force mix in our total Army and keeping a balance in our personal and professional lives as we serve together.

     


    • LTG JEFFREY W. TALLEY is the Chief of USAR and Commanding General, U.S. Army Reserve Command.

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  • The U.S. Army Reserve Mission

    The Army Reserve’s mission, under Title 10 U.S. Code, is to provide trained, equipped, and ready Soldiers and cohesive units to meet the global requirements across the full spectrum of operations. The Army Reserve is a key element in the Army multi-component unit force, training with Active and National Guard units to ensure all three components work as a fully integrated team.

    To meet the challenges of the 21st century in the war on terrorism, the Army has had to redefine and restructure itself. It is becoming smaller, lighter, and quicker.

    • Enabling the Army to do more with fewer resources, by providing a flexible, well-trained, complementary force that can expand and contract to meet the specific needs and challenges of each new mission.
    • Training Soldiers at the highest possible level in one of nearly 200 specific skills to support the Army on any air, land, or sea mission.
    • Maintaining a force that can mobilize rapidly and skillfully at any moment to respond to a crisis or situation, or to defend America’s interests at home and abroad.
    • Building a stronger Army by drawing on the strength, support, and success of all the diverse backgrounds and communities across America represented by the Soldiers in the United States Army Reserve (USAR).
    • Anticipating the ever-evolving needs of today’s modern Army and helping it transform into a smaller, faster, stronger force while continuing to protect the Nation’s interests.
    • Implementing national objectives.
    • Keeping the Army mobile, efficient, and complete by providing specialized technological and troop support when and where it’s needed most.
    • Supporting national policies.
    • Preserving the peace and security, and providing for the defense of the United States, the Territories, Commonwealths and Possessions, and any areas occupied by the United States.
    • Overcoming aggressive acts from nations and terrorist groups that imperil the peace and security of the United States.
    • Giving back to the community by providing civil support, i.e. food, shelter, safe drinking water, and medical attention to our citizens during emergencies and natural disasters.

    Powering the Army and Defending America’s Interests
    The USAR has performed a complementary role to the Active component, providing combat support and combat service support functions to enable the Army to ramp up its capabilities to protect combat forces and sustain mobilization.

    The Army Reserve is a key element in the Army multi-component unit force, training with Active and National Guard units to ensure all three components work as a fully integrated team.

    To meet the challenges of the 21st century in the war on terrorism, the Army has had to redefine and restructure itself. It is becoming smaller, lighter, and quicker. The USAR is playing a critical role in this transformation. With more than a million Soldiers available at any time USAR provides a highly skilled, flexible force that can support the Army when and where they are needed most: in Combat Support, Combat Service Support, Peacekeeping, Nation Building, and Civil Support.

    The world theater is changing daily. In order to protect our interests, our freedoms, and our people, the role of the United States and its military must also evolve. To defend our Nation’s interests, the country needs a force structure that is both flexible and responsive across all its elements, especially the USAR.


    U.S. Army Reserve Data

    The U.S. Army Reserve (USAR) makes up only 20 percent of the Army’s organized units, but it provides about half of the Army’s combat support and a quarter of the Army’s mobilization base expansion capability. At 5.3 percent of the Army’s budget, the USAR provides a cost-effective solution to the Army’s need for specialized capabilities.

    The USAR contributes to the Army’s Total Force by providing 100 percent of the:
    Chemical Brigades
    Internment Brigades
    Judge Advocate General Unit
    Medical Groups
    Railway Units
    Training & Exercise Divisions
    Water Supply Battalions

    More Than two-thirds of the Army’s:
    Civil Affairs Units
    Psychological Operations Units
    Transportation Groups
    Motor Battalions
    Chemical Battalions
    Hospitals
    Medical Brigades
    Theater Signal Commands

    Nearly half of the Army’s:
    Petroleum Battalions
    Adjutant General Units
    Petroleum Groups
    Transportation Command
    Terminal Battalions
    Public Affairs Units


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